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Inclusion and Diversity 2007

Our Journey to Building a Culture of Inclusion

Annual Report

2 Message from Leadership

3 Definitions and Dimensions of Diversity

4 Strategy

5 Training and Education Program Results

6 Workforce Demographic Metrics

7 Employee Resource Groups

8 Supplier Diversity

8 Community Relations

9 2007 Award

10 2008 and BeyondOur

200

7 Jo

urne

yOur Vision: A global company of Brands That MatterTM and great people, known for best-in-class results.

Our Values are condensed into five key areas — our people and our brands, how we work together, the results we expect to get and the integrity with which we’ll operate. Each is followed by a simple defining belief:

Our People:• The success of our company starts with our peopleOur Brands: • Growing brands that matter to consumers is at the heart of who we areHow We Work Together:• We work as a team and foster an environment of global collaborationResults: • We relentlessly strive to achieve best-in-class resultsIntegrity:• Acting with utmost integrity is the foundation upon which we grow

Our products and brands are organized into four global segments:

Office ProductsAs the global leader in writing instruments, labeling solutions, and office organization, we offer a powerful brand lineup led by the Sharpie, Parker, DYMO, uni-ball, Paper Mate, EXPO, and Waterman brands, among others.

Cleaning, Organization & DécorWe bring innovative commercial cleaning solutions, home organization systems, and window fashions to consumers through two of the most recognized names in the world – Rubbermaid and Levolor.

Tools & HardwareThrough an expansive offering of hand tools, power tool accessories, propane torches, manual paint applicators and cabinet and window hardware, IRWIN, Lenox, Amerock, Shur-Line, BernzOmatic and our other brands help the professional trade and weekend warrior get the job done right with greater safety, speed and productivity.

Home & FamilyAmong the most trusted names among consumers, Calphalon, Graco, and Goody offer premium kitchenware, infant and juvenile products and hair care accessories.

InclusionandDiversity: 2007 Annual Report>

Our journey is much

more important than the

destination. We are building

an inclusive culture that

leverages our differences

and our similarities.

“We need to drive culture change through collaboration and teamwork, best practices, valuing diversity and development, and striving for excellence. Inclusion and diversity are business imperatives. We are intent on creating a more diverse and inclusive working environment at Newell Rubbermaid, empowering our employees to contribute to their fullest potential.”

Mark KetchumPresident and Chief Executive Officer

“Our business success is a reflection of the quality and skills of our people. Newell Rubbermaid is committed to attracting and retaining the finest talent to ensure top business growth and performance. Diversity management benefits individuals, teams, and our company as a whole — as well as our customers and our consumers.”

Jackie ParkerVice President, Inclusion and Diversity

Message From Leadership

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Our Commitment to Inclusion and DiversityOur vision is to create a fair and equitable culture in which every member of Newell Rubbermaid’s global team can contribute to his or her full potential while delivering products that appeal to a widely diverse marketplace.

Our mission is to contribute to Newell Rubbermaid’s success by fostering an inclusive workplace that mirrors the diversity of our marketplace, reflects positively on the company externally and engages the entire organization.InclusionandDiversity>

What Does Inclusion and Diversity Mean to Newell Rubbermaid?As a company, we view diversity as a collection of people, functions, teams, processes and qualities that are characterized by both differences and similarities. It involves not only outreach and recruiting, but also ensuring that the talents and perspectives of diverse employees, at every level, are pursued and valued. An inclusive and diverse work environment makes the most of our differences and similarities, ensuring that every individual has an opportunity to fully participate in driving business success.

Differences That Make a DifferenceDiversity is a collection of people, functions, teams, processes and qualities characterized by both differences and similarities.

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Inclusion and Diversity

Our Strategic Focus Workforce DiversityRecruit, develop and retain an inclusive and diverse workforce that mirrors our consumers

Workplace InclusionCreate and implement workplace policies and management practices that maximize our talent and productivity for overall organizational effectiveness

How We’ll Get There

In 2008, we’ll continue to reach our goals through:

StrategyGuiding Inclusion and Diversity 1. The Executive Steering Team

The executive steering team is comprised of our president and CEO, Mark Ketchum, and his leadership team. This group provides oversight, direction and approvals for the strategic inclusion management plan.

2. The Office of Inclusion and Diversity

The Office of Inclusion and Diversity is responsible for developing and executing the strategic inclusion management plan, coordinating company-wide diversity management efforts, and serving as subject matter experts on Inclusion and Diversity topics. Led by the vice president of Inclusion and Diversity, the office is guided by the executive steering team and works closely with the Inclusion Leadership Team.

3. The Inclusion Leadership TeamCreating a diverse and inclusive culture requires collaboration across our global organization. The team provides recommendations for actions to create a more inclusive workplace, promotes workforce diversity, and helps improve the understanding and valuing of employee differences in alignment with Newell Rubbermaid’s business objectives. Led by Lori Prokes, VP, Asst. General Counsel and Anthony Williams, director, Global Talent Acquisition, The Inclusion Leadership Team exists to foster a diverse and inclusive culture and champion initiatives to ensure that all employees, candidates, suppliers and customers are treated equitably and with respect, dignity and cultural sensitivity.

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Focused Recruitment•Talent Development•

Education and Training•A Culture of Inclusion•

Communication•Community Relations•

Marketplace DiversityLeverage inclusion and diversity to improve customer loyalty and satisfaction in a diverse marketplace and expand market share

Community RelationsConnect the company with the communities in which we live and work, and create opportunities for minority- and women-owned businesses

Inclusion Leadership Team members Anthony Williams and Jessica Fernandez

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Our Training and Education Results

Our Inclusion and Diversity management training sessions started on September 18, 2006. Since then over 2,200 managers have attended “Managing Inclusion: Tools of Engagement for Managers.”

Year Goal Actual Trained Completion Rate

2006 Top 200 Senior Leaders* 194 97%

2007 1,800 U.S. Managers 2,016 112%

2007 Scorecard Results: After completing the managing inclusion training, managers were asked to rate the training on a scale of 1 to 6 for:

satisfaction with the overall training •environment and delivery learning new skills and tools•application to their jobs •job performance improvement •career development potential and •advantage to the employer

The average rating of the training was 5.04 out of 6.0.

2008 Goal: 5.50 out of 6.0

Feedback from Our Employees: I feel much better prepared

to take on a leadership role within the company.

I plan to educate people around me and be a positive role model.

In the past if I overheard something coming from

a position of exclusion or ignorance, I did not act to correct the situation. Now I have the tools to do so.

I will be more conscious of the opportunity to move people

higher on the “appreciation scale,” and more conscious of the

cost of not doing so.

* The remaining top 200 leaders received training in 2007

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2007Metrics InclusionandDiversity>MetricsWorkforce Demographics

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Change in Motion

MissionTo engage employees in making Newell Rubbermaid an employer of choice and building Brands That Matter for women throughout the world

ObjectivesImprove retention and development of women in Newell Rubbermaid by leveraging the women’s resource group to gain consumer insights, grow leaders, and increase employee engagement and external activism

WIN*WIN (L-R): Daily Gist, Laurel Hurd, Lisa Dulski, Krista DiBerardino, Kellie Iannone, Jennifer Conti, Vicki Slomka, Jackie Parker

ERG: WIN*WIN

Employee Resource GroupsIn 2007, Newell Rubbermaid formed two employee resource groups (ERGs): Hispanic Organization for Latinos (HOLA) and Women in Newell Rubbermaid – Working, Inspiring, Networking (WIN*WIN). Our ERGs are self-initiated, grassroots-driven associations of employees, formed around a shared set of interests, experiences and perspectives, such as diversity characteristics that address race, gender, age, sexual orientation, or parental status. ERGs support employees by providing a powerful means to enhance professional development, such as mentoring, training and networking opportunities through formal group meetings and event-based activities. In alignment with our core value “Our Success Starts with Our People,” these two groups will help strengthen that commitment.

ERG: HOLA

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MissionTo create a Hispanic employee resource group that will support growth and business initiatives that promote the richness of our culture

ObjectivesTo identify areas for improvement in the attraction, retention and engagement of Hispanic employees, and to assist Newell Rubbermaid in our quest to more effectively market our brands to the Hispanic consumer

(HOLA) Steering Committee – Top Row (L-R): Carlos Vazquez, Miguel Ortiz 2nd Row (L-R): Paola Moncivais, Mauricio Briceno 3rd Row (L-R): Rafael Martinez, Jessica Fernandez, LeRon McKendrick, Ben Harvey, Maria Rodriquez

InclusionandDiversity>

ERG: WIN*WINEvents Sponsored in 2007:The National Black Arts Festival

Mom Corps

Georgia Women’s Executive Network (GWEN)

Women Looking Ahead

The National Association of Asian American Professionals (NAAAP-Atlanta)

The National Black MBA Association (NBMBAA)

The National Society of Hispanic MBAs (NSHMBA)

100 Black Men Atlanta

Who’s Who in Black Atlanta

American Cancer Society

North Springs High School Future Black Leaders of America

Dallas Austin Foundation for Music Education

Linkage Summit on Leading Diversity

Human Rights Campaign Foundation (HRCF) Annual Dinner/Awards for GLBTS

Out and Equal

Catalyst Organization for Women

Community Relations

The National Black MBA Association (NBMBAA) The National Association of Asian American Professionals (NAAAP-Atlanta)

The National Society of Hispanic MBAs (NSHMBA)

Out and Equal

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Supplier Diversity 2007: A journey of growth

Newell Rubbermaid is committed •to forming and nurturing partnerships with minority- and women-owned businesses.

Newell Rubbermaid provides equal access •to potential business opportunities for all diverse suppliers to participate as partners and suppliers of goods and services within our corporate supply chain.

Newell Rubbermaid defines diverse suppliers •as U.S.-based, for-profit enterprises (public or private) that are certified (by a third-party) as a small business, small disadvantaged business, woman-owned small business, veteran-owned small business, historically underutilized business zone, minority business enterprise and/or woman business enterprise.

Investing in Diversity is Good Business.

Human Rights Campaign Corporate Equality Index Score: Up from 15 to 100! Business Ranking, Fortune 1000 Criteria satisfied to achieve 100% score:

Has a written non-discrimination policy covering sexual orientation in its •employee handbook or manual

Has a written non-discrimination policy covering gender identity in its employee •handbook or manual (2006)

Offers health insurance coverage to employees’ domestic partners•

This score is reflected in the 2008 HRC Buying for Equality: A Guide to Products, Companies and Services that support Gay, Lesbian, Bisexual and Transgender Equality. Fifty-eight percent of gay and lesbian adults are more likely to purchase household products and services from companies listed in this guide.

What a difference a year makes!

2007Award

9

1555

100

May 2006 June 2006

Newell Rubbermaid’s improvement in HRC Corporate Equality Index score from May 2006 – July 2007

July 2007

InclusionandDiversity>

Overall representation •

Targeted hiring metrics•

Development programs•

Succession planning•

2008 and beyond

Employee resource groups•

Ongoing communications•

Internet and intranet•

Ongoing training•

GBU integration•

Supplier diversity •

Employee engagement•

Employer of choice •

Preferred by consumers•

Awards and recognition•

Leveraging inclusion •and diversity to develop and expand opportunities in the marketplace

Three Top Priorities:

1 2 3Talent Pipeline Management Culture of Inclusion Brand Eminence in the Marketplace

2008

2006Begin foundation activities focused on creating vision and strategy, identifying a change process, and defining teams and chartersFoundation

2007Increase awareness by communicating the vision, defining behaviors, and forming partnerships for integrationAwarenessFoundation

2008Integrate best prectices in the workforce pipeline, competencies, training and development, communications, scorecards, and surveysGBU/IntegrationAwarenessFoundation

2009 and BeyondIntroduce breakthrough activities to focus on evaluating progress via integrated employee surveys, scorecards, and competenciesBreakthroughGBU/IntegrationAwarenessFoundation

Journey of Inclusion and Diversity

Increased Communication and Awareness

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Newell Rubbermaid10B Glenlake Parkway, Suite 300

Atlanta, GA 30328T +1 (770) 407-3800

www.newellrubbermaid.comGreat PeopleOur success begins with