December 2014Rodney Leonard, Director Global OPEX 2015 Global OPEX Executive Presentation

2 Our 3-5 Year Global Strategy for OPEX will help keep us aligned

3 Our global OPEX road map creates the path forward Leadership Commitment & Involvement Site Assessment Site Steering Committee OPEX Projects & Skill Building Workplace Transformation High Performing Organization Understand the role of the leader Allocate resources Define goals Understand current state Baseline against world class Develop gap analysis Focus on KPI & customer view Establish short term and long term OPEX goals Clarify accountability Establish OPEX routines to support goals (Steering Committee) Implement OPEX tools in problem solving / projects Engage the associates Award GB/BB certifications Build confidence and highlight “wins” Demonstrated sustained superior performance Integrated into “the way we work” OPEX tools used throughout the site / enterprise

4 Global OPEX Objectives for Create a culture of LEAN thinking 2.Increase problem-solving skills across the enterprise 3.Create a common approach to problem-solving & OPEX “We should all love efficiency! Taking costs out so that we can invest behind our brands should give us the same joy as seeing our brands in consumer’s shopping carts. Our work to make Newell Rubbermaid a lean and efficient company is a critical enabler to our growth and success. A growing company is a healthy company and a place that can create new opportunities for our brands and our people.” Michael Polk

5 1. Create a culture of LEAN thinking To create a sustainable OPEX culture we need to incorporate multiple capabilities Employee Involvement Leadership Developmen t Consistent Use of Lean Six Sigma Tools Common Global Approach to OPEX Each capability compliments and supports the other

6 INTERNAL TRAINING (Problem-Solving Skills)  Plant/Segment OPEX leaders will be expected to drive the OPEX culture and LEAN mindset —Train and coach the plants associates to use the Lean tools in a practical/hands on way —Focus on waste elimination —Mentor & coach productivity Project Leaders at the plants —Make OPEX implementation a priority —Empower every associate at each plant via team oriented continuous improvement activities. EXTERNAL TRAINING (LSS Certification)  Partner with industry approved University to develop a Newell- Rubbermaid curriculum for LSS certification —Train OPEX Leaders and a select group of associates the formal Lean Six Sigma methodology —Create LSS process experts to train, coach, and mentor Project Leaders of productivity projects —Lead projects while teaching others the methodology 2. Increase problem-solving skills across the enterprise We will establish a 2-pronged approach to increase or LEAN skill set

7 3. Create a common approach to problem-solving & OPEX Corporate OPEX will align with Segment Productivity targets and other priorities Corporate OPEX Resources to drive corporate initiatives, common approach, training, & support the Segments Segment OPEX Resources to drive segment specific initiatives Segment Team - Aligned with Operations - Change Agents in Operations - Part of the plant leadership team Centralized Team - Aligned with Segments - Ensure Global OPEX common approach - Training, Coaching, & LSS Cert. - “Flow to the Field” where/when needed

8 Three main objectives of the 2015 OPEX Program: 1.Create a culture of LEAN thinking 2.Increase problem-solving skills across the enterprise 3.Create a common approach to problem-solving & OPEX Summary / Recap