THE DIAL CORPORATION
EXHIBIT 99

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

August 8, 2001

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 restructuring and special charges taken
in the second and third quarters of 2000. We may not achieve the benefits
that we expect from these measures, which could harm our cash flow from
operations.
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We are taking a number of steps designed to improve our operations and
financial results. For example, in the second and third quarters of 2000, we
announced restructuring and special charges totaling $98 million. These charges
and changes to our business operations are 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 judgement in light of the circumstances and estimates at the
time the judgements 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.
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We are considering
selling substantial assets, such as our Specialty Personal
Care business, Argentina operations or selected plants, or the entire company.
In this regard, in August 2001, we announced that 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 Dial. 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 Specialty Personal Care business may lead
to an asset writedown in the range of $180 to $200 million after tax,
which would reduce our net worth correspondingly.
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As previously disclosed, we are reviewing strategic alternatives with
respect to our specialty personal care business, while working aggressively to
improve the performance of this business. Preliminary discussions with
interested parties have taken place; however, no decision concerning the
possible sale of this business has been made. At this time, we believe that if
a decision is made in the future to divest of this business, a write-down of
assets to their estimated market value would be required. Based on current
estimates, such a write-down would be in the range of $180 to $200 million
after tax, which would reduce our net worth correspondingly. We cannot assure
you that we will sell our Specialty Personal Care business or that any sale
will be on terms favorable to Dial or will not involve write-downs in excess of
this range.

In addition, new
accounting standards for testing goodwill for impairment will be in
effect in the first quarter of 2002. If we still own our Speciality
Personal Care business in the first quarter of 2002, we would be required to recognize a goodwill impairment
charge in the range of $180 million to $200 million after tax
under these new standards.



| |  | 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.
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We recently 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 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
existing Dial 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.
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In the last several months, 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.



| |  | As the result of a recent accounting pronouncement, our reported sales volumes will be lower than they
otherwise would have been, which could potentially harm our credit rating
and our ability to attract future financing.
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Beginning in the first quarter of 2002, the accounting rules regulating
how we record net sales will be changed. We will be required to record most of
our trade promotion, coupon and rebate costs as a reduction in our level of sales. We currently
record most of our trade promotion, coupon and rebate costs as a selling, general and
administrative expense. For 2001, we expect to incur approximately
$407
million of trade promotion, coupon and rebate costs. Although all companies in our industry
will face similar issues in modifying their accounting practices, and investors
are on notice of these changes, decreased levels of our reported sales may
cause investors, financial analysts and rating services to view us, and our
industry as a whole, less favorably. In addition, our competitors
generally record
relatively less trade promotion expense than we do, so our sales will decline
relatively more than those of our competitors as a result of the new accounting
rule. As a result, our attractiveness to investors, financial analysts and rating
agencies may be further eroded.



| |  | 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.
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Currently, we depend primarily on sales generated in U.S. markets (88% of
sales in 2000). 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





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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.
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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 consumer
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 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.





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| |  | Loss of our principal customers could significantly decrease our sales
and profitability.
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Our top ten customers accounted for 50%, 42% and 40% of net sales in 2000,
1999 and 1998 respectively. Wal-Mart, including its affiliate Sams Club, was
our largest customer, accounting for 21% of net sales in 2000, 18% of net sales
in 1999, and 17% of net sales in 1998. Wal-Mart and Sams Club accounted for
21% of net sales for the six months ended June 30, 2001. The loss of or a
substantial decrease in the volume of purchases by Wal-Mart or any of our other
top customers 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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Rapid increases in the prices of certain raw materials or continued
increases in energy costs could significantly impact our profit margins.
Tallow (a key ingredient in Dial bar soaps) has experienced price fluctuations
within the range of $0.09 and $0.28 per pound from January 1, 1995, to June 30,
2001. Recently, the price of tallow has been trading at the lower end 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, we
depend on a single supplier for Triclosan, the antibacterial agent that is the
active ingredient used in Liquid Dial products. Although we have an adequate
supply of Triclosan for our current and foreseeable needs, a significant
disruption in this supply could harm our operating results.



| |  | We have made, and may continue to make, acquisitions that prove
unsuccessful or strain or divert our resources.
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Over the past three years, we have made several acquisitions and entered
into two joint ventures. We may make additional acquisitions or substantial
investments in complementary businesses or products in the future. All of the
acquisitions and investments described above entailed, and 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. For example, we did not obtain the desired financial
benefits from our acquisitions of Freeman and Sarah Michaels or from our
Dial/Henkel joint ventures, and this harmed our financial results in 2000. 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
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| |  | 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. Dial, which uses the antibacterial
ingredient Triclosan in Liquid Dial and Triclocarban in Dial bar soap,
emphasizes the antibacterial properties of its soap products in its marketing
campaigns and product labeling. Any final FDA regulation that limits or
precludes this type of advertising could require Dial 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, the
possibility of nationalization, and unstable governments and legal
systems, which could harm our sales and cash flows.
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In 2000, 12% of our sales were generated outside U.S. markets. To date
some of 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, nationalization, 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 and cash flows.



| |  | 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 none of the broadcasts disputed that Triclosan kills germs
on the skin, some third party experts did question whether it provides any
additional protection beyond that provided by nonantibacterial 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 to 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.





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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.
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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, four 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 June 30, 2001, we have accrued in our financial statements
approximately $0.5 million in reserves for expenses related to environmental
matters. 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 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.