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THE DIAL CORPORATION
EXHIBIT 99.1

PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 SAFE HARBOR COMPLIANCE
STATEMENT FOR FORWARD-LOOKING STATEMENTS

November 5, 2003

In passing the Private Securities Litigation Reform Act of 1995 (the PSLRA),
Congress encouraged public companies to make forward-looking statements by
creating a safe-harbor to protect companies from securities law liability in
connection with forward-looking statements. The Dial Corporation intends to
qualify both its written and oral forward-looking statements for protection
under the PSLRA.

To qualify oral forward-looking statements for protection under the PSLRA, a
readily available written document must identify important factors that could
cause actual results to differ materially from those in the forward-looking
statements. We provide the following information in connection with our
continuing effort to qualify both written and oral forward-looking statements
for the safe harbor protection of the PSLRA.

Forward-looking statements express expectations of future events. All
forward-looking statements are inherently uncertain as they are based on
various expectations and assumptions concerning future events and they are
subject to numerous known and unknown risks and uncertainties, which could
cause actual events or results to differ materially from those projected. Due
to these inherent uncertainties, the investment community is urged not to place
undue reliance on forward-looking statements. In addition, we undertake no
obligation to update or revise forward-looking statements to reflect changed
assumptions, the occurrence of unanticipated events or changes to projections
over time.

Factors That May Affect Future Results and Financial Condition



| |  |  | We are considering selling substantial assets or the entire company.
There can be no assurance that we will sell substantial assets or the
entire company in the near future or at all. The uncertainty caused by
our consideration of these alternatives could harm employee recruiting
and retention and impair our relationships with our customers, suppliers
and lenders.
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We are considering selling substantial assets or the entire company. In this
regard, we believe that we may be best served by becoming a part of a larger
enterprise. We cannot assure that any transactions will occur or, if
transactions do occur, that they will improve our operating results or
financial condition or be on terms favorable to us. Moreover, the uncertainty
created by this environment may adversely impact our ability to retain
employees and our relationships with customers, suppliers and lenders.



| |  |  | We have developed and commenced sales of a number of new products,
which, if they do not gain widespread customer acceptance or if they
cannibalize sales of existing products, could harm our efforts to
improve our financial performance.
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We have introduced a number of new products in the soap, detergent and air
freshener categories. In addition, we have committed to increase development
efforts in our core brands. The development and introduction of new products
involve substantial research, development and marketing expenditures, which we
may be unable to recoup if our new products do not gain widespread market
acceptance or we do not execute product rollouts effectively. In addition, if
our new products merely cannibalize sales of our existing products, our
financial performance would be harmed.



| |  |  | We may discontinue products or product lines or close some
manufacturing operations, which could result in returns, asset
write-offs and shut down costs.
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In the past, we have discontinued certain products and product lines, which
resulted in returns from customers, asset write-offs, and shut down costs. We
may suffer similar results in the future to the





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extent we discontinue products
that do not meet expectations or no longer satisfy consumer demand. We also
continually evaluate how to reduce costs and may close or restructure
manufacturing operations if it is more cost efficient to do so. Product
returns, write-offs or shut down costs would reduce our cash flow and earnings.



| |  |  | We face intense competition in a mature industry that may require us
to increase expenditures and lower profit margins to preserve or
maintain our market share. Unless the markets in which we compete grow
substantially, a loss of market share will result in reduced sales
levels and less favorable operating results.
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Currently, 95% of our sales are generated in U.S. markets. U.S. markets for
consumer products are mature and characterized by high household penetration,
particularly with respect to our most significant product categories, including
detergents and bar soaps. We may not be able to succeed in implementing our
strategies to increase domestic revenues. Our unit sales growth in domestic
markets will depend on increasing usage by consumers, product innovation and
capturing market share from competitors.

The consumer products industry is intensely competitive. To protect our
existing market share or to capture increased market share, we may need to
increase expenditures for promotions and advertising and to introduce and
establish new products. Increased expenditures may not prove successful in
maintaining or enhancing our market share and could result in lower sales and
profits.

Many of our competitors are large companies, including The Procter & Gamble
Company, Lever Brothers Co., Colgate-Palmolive Company, and S.C. Johnson & Son,
Inc., which have greater financial resources than we do. They have the capacity
to outspend us in an attempt to take market share from us.



| |  |  | Price-cutting measures in response to competitive pressures could
result in decreased profit margins.
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Consumer products, particularly those that are value-priced, are subject to
significant price competition. From time to time, we may need to reduce the
prices for some of our products to respond to competitive and customer
pressures and to maintain market share. Any reduction in our prices to respond
to these pressures would harm our profit margins. In addition, if our sales
volumes fail to grow sufficiently to offset any reduction in margins, our
results of operations would suffer.



| |  |  | Providing price concessions or trade terms that are acceptable to our
trade customers, or our failure to do so, could adversely affect our
sales and profitability. In addition, reductions in inventory by our
trade customers, including as a result of consolidations in the retail
industry, could adversely affect our sales.
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Because of the competitive environment facing retailers, we face pricing
pressure from these customers. Many of our trade customers, particularly our
high-volume retail store customers, have increasingly sought to obtain pricing
concessions or better trade terms. These concessions or terms could reduce our
margins. Further, if we are unable to maintain price or trade terms that are
acceptable to our trade customers, they could increase product purchases from
our competitors, which would harm our sales and profitability. In addition,
from time to time our retail customers have reduced inventory levels in
managing their working capital requirements. Any reduction in inventory levels
by our retail customers would harm our operating results. In addition,
consolidation within the retail industry could potentially reduce inventory
levels maintained by our retail customers, which could adversely impact our
results of operations. Our performance is also dependent upon the general
health of the economy and
of the retail environment in particular and could be significantly harmed by
changes affecting retailing and by the financial difficulties of our customers,
including the numerous store closings by Kmart.



| |  |  | Loss of our principal customers could significantly decrease our
sales and profitability.
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Our top ten customers accounted for 57%, 54% and 51% of net sales in 2002, 2001
and 2000, respectively. Wal-Mart, including its affiliate Sams Club, was our
largest customer, accounting for 28% of net sales in 2002, 25% of net sales in
2001, and 22% of net sales in 2000. The loss of or a substantial decrease in
the volume of purchases by Wal-Mart or any of our other top customers
(including Kmart) could harm our sales and profitability.



| |  |  | Price increases in certain raw materials or energy costs could erode
our profit margins, which would harm our operating results.
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Increases in the prices of certain raw materials or increases in energy costs
could significantly impact our profit margins. Paper, fats and oils, chemicals,
resin and meat have the most significant impact on our costs. Tallow (a key
ingredient in our bar soaps) has experienced price fluctuations within the
range of $0.09 and $0.25 per pound from January 1, 1997, to September 27, 2003.
Recently, the price of tallow has been trading at the high point of this
historical range. If prices were to increase, we may not be able to increase
the prices of our bar soaps to offset these increases. Moreover, in light of
recent world events, crude oil, natural gas and energy costs have experienced
price fluctuations and any increases could adversely impact our profit margins
and operating results.



| |  |  | Currently, our supply of tallow, a key ingredient in our bar soaps,
is at a low level and our failure to secure sufficient supplies of
tallow or to reformulate our bar soap products to use substitute
ingredients before depleting our tallow supply would harm our operating
results.
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Tallow is a key ingredient in our bar soaps. Our current supply of tallow and
supplies of tallow in the U.S. generally are at very low levels. If we are
unable to secure sufficient supplies of tallow, we will need to reformulate our
bar soap products with substitute ingredients, which could harm our operating
results to the extent these substitute ingredients cost more than tallow. If
we are not able to reformulate with substitute ingredients before our tallow
supply is depleted, we would not be able to manufacture bar soap products and
would lose sales, which also would harm our operating results.



| |  |  | We rely on single sources for some of our products and if our
suppliers were unable to produce products for us for an extended period
of time it could have a material adverse effect on our financial
condition and operating results.
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We rely on single sources for some of our products. For example, we currently
rely on a single company-owned plant to manufacture our Dialbar soap and a
single supplier for Purexliquid laundry detergent bottles. If any of our
single sources were unable to produce products for us for an extended period of
time, it could have a material adverse effect on our financial condition and
operating results.



| |  |  | We may make acquisitions that prove unsuccessful or strain or divert
our resources.
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We have stated that acquisitions are our first priority within the next year
with respect to our capital allocation options. Any future acquisitions or
investments would entail various risks, including the difficulty of
assimilating the operations and personnel of the acquired businesses or
products, the potential disruption of our ongoing business and, generally, our
potential inability to obtain the desired financial and strategic benefits from
the acquisition or investment. These factors could harm our financial results.
Any future acquisitions or investments could result in substantial cash
expenditures and the incurrence of additional debt and contingent liabilities.
In addition, any potential acquisitions or investments, whether or not they are
ultimately completed, could divert the attention of our management and our
other resources from other issues that are critical to our operations.



| |  |  | The FDA could impose standards that negatively impact our ability to
market some of our products as antibacterial, which could result in
compliance costs and could make our products less attractive to our
customers.
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Since the 1970s, the Food and Drug Administration has regulated antibacterial
soaps and hand washes under a proposed regulation. Although the proposed
regulation has not been finalized, the FDA ultimately could set standards that
result in limiting or even precluding soap manufacturers from using some
current antibacterial ingredients or making antibacterial claims for some
product forms, such as bar soap. We use the antibacterial ingredient Triclosan
in Liquid Dialand Triclocarban in Dialbar soap, and emphasize the
antibacterial properties of our soap products in our marketing campaigns and
product labeling. Any final FDA regulation that limits or precludes this type
of advertising could require us to develop new marketing campaigns, develop new
products or utilize different antibacterial ingredients in our products, all of
which could make our products less attractive to customers and could seriously
harm our business.



| |  |  | We could become the subject of adverse publicity or product recalls
that negatively impact our operations.
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Adverse publicity regarding our products could impact the sales of our
products. Some news broadcasts by major U.S. television and radio networks have
focused on the use of antibacterial agents to kill germs on various surfaces.
Triclosan, the active ingredient in Liquid Dial, also has been a focus of these
broadcasts. Although the broadcasts do not dispute that Triclosan kills germs
on the skin, some third party experts question whether it provides any
additional protection beyond that provided by non-antibacterial soap products.
Although we have test results that we believe prove that Triclosan provides
consumers with additional protection in limiting exposure to bacteria-related
diseases, we cannot assure you that our Triclosan products or other products
will not be the subject of adverse publicity in the future.

From time to time, consumer product companies, including Dial, have had to
recall products for various reasons. The costs of recall or other related
liabilities could materially lower our profit margins. Adverse publicity
regarding any product recalls also could depress our sales.

In addition, we share the use of the Armour trademark for food products with
ConAgra Inc., the manufacturer of Armour-branded non-canned meat products.
Accordingly, we face the added risk that consumer preferences and perceptions
with respect to any of our Armour products may be influenced by adverse
publicity affecting any of the Armour-branded products of ConAgra, Inc.



| |  |  | The failure to timely implement SAP as our enterprise software system
or the unsuccessful implementation of the SAP could adversely impact our
operating results.
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We commenced implementation of SAP in the third quarter of 2003. We currently
expect the implementation to be completed within the next 18 months. However,
there can be no assurance that SAP will be implemented on a timely basis or
that it will be implemented successfully. If the implementation of SAP is not
completed on a timely basis or if it is not successful, we could experience
delays in business dealings with our customers and suppliers, such as
processing orders, which may adversely impact our relationships with customers
and suppliers. In addition, delays or difficulties in implementing SAP could
increase our expected costs. Delays or difficulties such as those described
above could adversely impact our operating results.



| |  |  | We may incur unexpected expenses due to environmental, health or
safety matters.
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We are subject to a variety of environmental and health and safety laws in each
jurisdiction in which we operate. These laws and regulations pertain to our
present and past operations. Although we currently
do not anticipate that the costs to comply with environmental laws and
regulations will have a material adverse effect on our capital expenditures,
earnings or competitive position, the emergence of unforeseen claims or
liabilities or the imposition of increasingly stringent laws, regulations and
enforcement policies could result in material, unreserved costs in the future.
Since 1980, we have received notices or requests for information with respect
to Superfund sites under the federal Comprehensive Environmental Response,
Compensation and Liability Act, three of which are currently active. In
addition, in 1999 and in prior years we used nonlyphenol ethoxylate as an
ingredient in our

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liquid and powder detergent products and we continue to use
it as an ingredient in our Zout stain remover products. Certain environmental
and regulatory groups have raised concerns regarding the toxicity of compounds
produced from nonlyphenol ethoxylate. We believe our reserves are adequate, but
these costs are difficult to predict with certainty.



| |  |  | Loss of key managerial personnel could negatively impact our
operations.
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Our operation requires managerial expertise. Of our current key personnel, only
our chief executive officer and our new senior vice president of research and
development have employment contracts. We cannot assure you that any of our key
employees will remain employed by us. If we lose any of our key personnel, our
business could suffer.

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