May 2015 Kisa Adkins Baskin

Newell Rubbermaid’s Environmental University Educating Internal Resources on Environmental Management

2

Newell Rubbermaid is:

3

• NWL entered into Phase I of corporate restructuring process

Inc luded separat ion of susta inabi l i ty and compl iance programs

• 19,000 employees worldwide:

10 environmental profess ionals ; 4 were corporate employees.

• 41 manufacturing faci l it ies in 15 countries

• No formal management system; no change management process

• Main root cause of audit f indings: Lack of awareness & lack of training

Understanding the landscape in 2011

4

• Implement a uniform compliance management process

• Build a corporate environmental compliance culture

• Educate associates on the regulatory risk associated with our operations

• Streamline regulatory communications

• Establish corporate environmental compliance performance metrics

• Think beyond our walls *Strategy aligns with NWL’s Growth Gameplan

Environmental Compliance Program Strategy (for 2)

COMMIT RISK ID DEFINE ROLES

TRAIN CONTROL & COMMUNICATE

CHECK

5

Newell Rubbermaid Environmental Compliance 101

6

• Education is a formal system of learning that is long while training is a method that makes a person skilled in a particular job or task only

• Both education and training are necessary to make concepts clear to a person

• Some professions are highly training dependent where education alone cannot make a difference

We needed to EDUCATE the coordinators BEFORE we could (or they could) TRAIN on environmental compliance.

Education vs. Training

7

Task: Develop a global environmental education program for 35 new environmental coordinators

Challenges:

• Only 4 coordinators had an environmental background

• Roll-out needed to be global versus phased approach

• Manpower

• Budget

Existing building blocks:

• Corporate environmental compliance budget:

3rd party environmental compliance audits

- Safety & Health, Sustainability, Risk Management, and Quality Programs

Solutions:

• Maximize auditor knowledge and support to the facility

• Leverage existing tools and documentation

• ………..And then ask for more budget

Take Inventory of Resources

8

Develop the Syllabus

8

• Webinars and corporate standards were developed for the major environmental media of importance to our facilities

• Additional sessions focus on program management

• Solid Waste

• Hazardous waste

• Hazardous Communications

• Wastewater (including stormwater)

• Air

• Oil Handling

• Tank Management

• Emergency Response

• Other (noise, toxics material)

• Program Administration for ECs

• Assurance (Self Assessment, 3rd

Party Audits, Regulatory

Inspections)

9

• Each course defines the ‘media’ as it applies to NWL, globally

• Topics rooted in US regulations, terminology is global

• Additional courses developed for high risk topics or highly regulated areas

Courses developed to focus on Tier II reporting, RCRA, GHS Implementation, etc.

• Content validated by facility personnel

• Discussed parallel programs; defined differences

• Webinars (and corporate standards) outline the ‘administrative’ program:

‘Ground Truthing’ the Program

NOTE: Universal Waste (US) = Hazardous Waste (Everywhere

Else

NOTE: Define difference between H&S Terms and Environmental Terms

(Noise Surveys, IH and Air Emissions

NOTE: Storm water = Rain

Water

10

• Global kick-off for senior leadership, plant management, and associates

• Initial rollout ~ 15 months

3 webinars per month to accommodate all time zones and a make-up session

• Onsite training event for North American EC’s took place at the end of the 15 months.

• Additional personnel invited to participate to gain buy-in and understanding

• Regroup to assess comprehension

Phased approach for region specific training

o US/Canada, 2013- 2014

o Latin America, 2015-2016

o Asia and Europe, 2016 - 2017

Program Deployment

11

• Thinking beyond the webinar

White papers and regulatory summaries; Developed internal ‘Environmental 101’ for countries where we’re located.

Communication Calls

• Leverage auditors

We encourage questions and discussions during audits

Use audits as teaching moments

• Peer led training sessions focusing on raw materials, processes, or regions

• Distribution Center Training

• Focus on current events, operations, and products

* Internal knowledge transfer fosters internal buy-in; program is transitioning from corporate lead to a community of practice.

Continuing Education

12

NWL’s Global Training Program

13

Task: Each facility is required to communicate regulatory risk to their associates. • Mandatory to implement/provide regulatory required training

• Specific training guidance and requirements identified in Corporate Standards.

Challenges: • US vs. Global

• Identifying applicable associates

• Saturated training schedule at facility

• Documentation

• Defining a scope that matters

Solution: Develop tools and a framework to support site specific training.

Global Training Program Development, 2015-2016

14

• Required Information Employee name

Position/title/assigned work area

Training Title

Training Date

• Optional Frequency of training

Internal or outsourced

• Training description

• Integration Combine with existing training matrices

o Safety, Operational Procedures, Quality ,etc.

Required Tool: Facility Training Matrix

15

Training Matrix Example

16

1. Rollout global training needs assessment tool (matrix)

• Based on common jobs at each facility; identifies training requirements

2. Develop global training program guidance

• Identifies environmental compliance training required for job functionality

• Provides guidance on training requirements

• Focus on media areas and administrative tasks

• Includes internal and external requirements/certifications

3. Provide training toolbox

• Power point Templates

• ‘Toolbox’ talk suggestions

• Tests

• Best Practices

Providing the ‘Menu’ Corporate Training Materials

17

• Implementation of Environmental Compliance Scorecard measuring conformance and compliance 2014: Score improvement of 21% 84% of our facilities are in ‘conformance’

• Every facility maintains a compliance calendar • All environmental tasks tie to the Environmental Compliance

Calendar

• Program expanding to include Distribution Centers and Labs • Cross-functional program development

Strategy Reality Check: Making Progress

18

Additional Tools: Environmental Compliance Calendar • Documentation identifying regulatory and corporate environmental compliance

requirements

• Environmental compliance program ‘continuity plan’.

• Developed by auditors

18

19

Corporate: • Transition from developing to managing to leading • Time • Scope creep

Program: • Training is the lowest scoring section on environmental scorecard • Associate turn-over (including leadership) • Change management • Global reach • Language or ‘lost in translation’ These opportunities are the foundation for the 2015-2016 program action plan.

Strategy Reality Check: Opportunities for Improvement

20

Build a solid foundation with a core curriculum

Make it personal – focus on the site or your business

Learn the language: Local and Business

Train the trainer is not just about the topic; delivery is much a part of training as is the material.

Know the difference between education and training and how to navigate between the two within your business.

Someone is always listening (to you).

Never stop listening to those around you.

Key TakeAlongs