<PAGE>

                                                              Exhibit 99.1

                              THE DIAL CORPORATION
                                   EXHIBIT 99.1

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

                                NOVEMBER 8, 2002

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

      Our future results and financial condition are dependent upon our ability
to successfully develop, manufacture and market consumer products. Inherent in
this process are a number of factors that we must successfully manage to achieve
favorable future operating results and financial condition. Potential risks and
uncertainties that could affect our future operating results and financial
condition include, but are not limited to, the factors discussed below.

      WE ARE TAKING A NUMBER OF STEPS DESIGNED TO IMPROVE OUR OPERATIONS AND
FINANCIAL RESULTS, INCLUDING THE SPECIAL CHARGES TAKEN IN THE THIRD QUARTER OF
2001. WE MAY NOT ACHIEVE THE BENEFITS THAT WE EXPECT FROM THESE MEASURES, WHICH
COULD HARM OUR CASH FLOW FROM OPERATIONS.

      We are taking a number of steps designed to improve our operations and
financial results. For example, in the third quarter of 2001, we announced
special charges and
<PAGE>
changes to our business operations that were expected to produce cost savings
going forward. However, we cannot make any assurance that these charges or any
of the changes made to our business operations will achieve the benefits that we
expect. The expected timing, estimated costs of restructuring and special
charges and the projected savings that will result from these charges are based
upon management's judgment in light of the circumstances and estimates at the
time the judgments were made. Accordingly, the expected timing, estimated costs
and projected savings for these charges may change as future events evolve, and
the changes may be material.

      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.

      We are considering selling substantial assets, such as our Argentina
operations or selected plants, or the entire company. In this regard, our Board
believes that we may be best served by becoming a part of a larger enterprise.
We cannot assure you 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.

      THE POSSIBLE DIVESTITURE OF OUR ARGENTINA BUSINESS MAY LEAD TO ADDITIONAL
ASSET WRITEDOWNS OF UP TO APPROXIMATELY $28 MILLION AND A REVERSAL OF THE $100
MILLION OF CURRENCY TRANSLATION ADJUSTMENTS THAT HAVE BEEN RECORDED AS A CHARGE
TO STOCKHOLDERS' EQUITY. THESE CURRENCY TRANSLATION ADJUSTMENTS WOULD BE
REQUIRED TO BE TAKEN AS A CHARGE THAT WOULD REDUCE NET INCOME.

      We are exploring our strategic alternatives with respect to our Argentina
business, but no decision concerning a possible sale of this business has been
made. At this time, we believe that if a decision is made in the future to
divest this business, a writedown of assets to their estimated market value
would be required. As of September 28, 2002, our investment in Argentina totaled
approximately $28 million. In addition, if we decide to divest this business, we
would be required to reverse the approximate $100 million of currency
translation adjustments related to this business that has been recorded as a
reduction of stockholders' equity and we would have to record this charge as a
reduction of net income.

      WE HAVE RECENTLY 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.

      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
<PAGE>
our core brands. The development and introduction of new products involves
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 a product roll out 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, WHICH COULD RESULT IN
RETURNS, ASSET WRITE-OFFS AND SHUT DOWN COSTS.

      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 extent we discontinue
products that do not meet expectations or no longer satisfy consumer demand.
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 POORER OPERATING
RESULTS.

      In 2001, 88% 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, particularly the detergent, personal care
and air freshener categories, 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.

      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.
<PAGE>
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.

      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 particular, 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 retailers,
including the ongoing bankruptcy proceedings involving Kmart.

      LOSS OF OUR PRINCIPAL CUSTOMERS COULD SIGNIFICANTLY DECREASE OUR SALES AND
PROFITABILITY.

      Our top ten customers accounted for 50%, 46% and 49% of net sales in 2001,
2000 and 1999, respectively. Wal-Mart, including its affiliate Sam's Club, was
our largest customer, accounting for 24% of net sales in 2001, 20% of net sales
in 2000, and 20% of net sales in 1999. The loss of or a substantial decrease in
the volume of purchases by Wal-Mart or any of our other top customers (including
Kmart, which has filed for bankruptcy protection) 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.

      Increases in the prices of certain raw materials or increases in energy
costs could significantly impact our profit margins. Paper, fats and oils,
detergent chemicals and meat have the most significant impact on our costs.
Tallow (a key ingredient in Dial bar soaps) has experienced price fluctuations
within the range of $0.09 and $0.25 per pound from January 1, 1997, to September
28, 2002. Recently, the price of tallow has been trading around the mid-point of
this historical range. If prices were to increase, we may not be able to
increase the prices of our Dial bar soaps to offset these increases. In
addition, because our competitors use less tallow in their soap products,
increases in tallow prices would adversely impact us more than our competitors.
<PAGE>
     WE MAY MAKE ACQUISITIONS THAT PROVE UNSUCCESSFUL OR STRAIN OR DIVERT OUR
RESOURCES.

      We have stated that acquisitions are our first priority over the next
12-18 months 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 more 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.

      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 Dial and Triclocarban in Dial bar 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 its products, all of
which could make our products less attractive to customers and could seriously
harm our business.

      OUR INTERNATIONAL BUSINESS EXPOSES US TO CURRENCY FLUCTUATIONS,
LIMITATIONS ON FOREIGN INVESTMENT, IMPORT/ EXPORT CONTROLS, AND UNSTABLE
GOVERNMENTS AND LEGAL SYSTEMS, WHICH COULD HARM OUR SALES, CASH FLOWS AND
STOCKHOLDERS' EQUITY.

      In 2001, 12% of our sales were generated outside U.S. markets. Our
international acquisitions and joint ventures have not yielded the benefits we
had anticipated. Further, these operations involve exposure to currency
fluctuations, limitations on foreign investment, import/export controls,
unstable governments and legal systems, and the additional expense and risks
inherent in operating in geographically and culturally diverse locations, which
could harm our sales, cash flows and stockholders' equity. For example, we
expect that our sales and stockholders' equity in 2002 will be adversely
impacted by the currency devaluation and economic deterioration in Argentina.
<PAGE>
      WE COULD BECOME THE SUBJECT OF ADVERSE PUBLICITY OR PRODUCT RECALLS THAT
NEGATIVELY IMPACT OUR OPERATIONS.

      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 certain 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.

      WE MAY INCUR UNEXPECTED EXPENSES DUE TO ENVIRONMENTAL, HEALTH OR SAFETY
MATTERS.

      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,
five of which are currently active. In addition, in 1999 and in prior years we
used nonlyphenol ethoxylate as an ingredient in our liquid and powder detergent
products. Certain environmental and regulatory groups have raised concerns
regarding the toxicity of compounds produced from nonlyphenol ethoxylate. As of
September 28, 2002, we have accrued in our financial statements approximately
$2.2 million in reserves for expenses related to environmental matters. We
believe our reserves are adequate, but these costs are difficult to predict with
certainty.
<PAGE>
      LOSS OF KEY MANAGERIAL PERSONNEL COULD NEGATIVELY IMPACT OUR OPERATIONS.

      Our operation requires managerial expertise. Of our current key personnel,
only our chief executive officer has an employment contract with us. 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.