Safety and

Environmental
Management
Systems
Our Commitment
Is More Than
Words
Control Systems,
Rockwell Automation
Environmental and Safety
2000 Annual Report
Managing Change
A Systems Approach
At Rockwell Automation, we have
undergone and continue to face a
time of great change — both in our
markets and as a business. In the
past year alone at Control Systems,
we have consolidated some
manufacturing operations, reorganized our businesses,
and streamlined a number of our business processes.
And we have implemented Lean Enterprise, an initiative
that promotes the wise use of resources and improved
speed across all of our processes throughout the
entire organization.
All of these changes have been designed to achieve
consistent, profitable growth; provide our customers
with the value-added products and services that will help
them succeed; and maintain our commitment to the
highest standards of safety and global environmental
management. That’s not only because we need to follow
the laws and requirements of the countries where we do
business; it’s because sound environmental and safety
management is good business.
Being a responsible corporate citizen is not just about
compliance. Compliance is important. But it’s not enough.
We strive to protect our employees’ safety, and the world
in which we live, work and operate. Rockwell Automation
seeks to go beyond preventing adverse impact on the
environment — to maintaining a corporate culture where
environmental concerns are recognized as priorities.
It’s not only the right thing to do; it’s the smart thing to do,
because it’s in the best interest of our customers,
employees, communities, and bottom line. Creating and
maintaining a pleasant, secure and safe work environment
supports productivity, minimizes wasted time and
materials, and protects equipment. And concern for the
environment reduces costs and meets the needs of
customers looking for suppliers with solid environmental
standards. By working to make our company as safe and
as environmentally diligent as possible, we are frequently
ahead of regulatory agency activity, standards and
associated legal requirements.
While Rockwell Automation has been a leader in safety
and environmental management systems, we are
committed to the continual improvement necessary to
keep up with our ever-changing business environment.
And that’s why, throughout this report, you will read about
actions we’ve taken that demonstrate our commitment to
environmental and safety management systems, as well
as our focus on continual improvement. Today’s business
environment is one of constant change, and implementing
management systems gives us the framework to lead
the way.
Keith Nosbusch
President, Control Systems, Rockwell Automation
Expanding on Success
Goals that Challenge the Status Quo
When it comes to environmental and
safety management, there is always
room for improvement. That’s why
Rockwell Automation Control
Systems is setting goals that
challenge the status quo.
While safety and the environment have always been
important to us, Rockwell Automation developed a
program to identify and continuously improve the
company’s efforts on environmental matters as early as
1991. That major commitment has not changed to this day.
If anything, it has gotten stronger. And that’s what this
report is designed to show. Here are a few highlights.
In 2000, we streamlined our internal Headquarters
organization to provide the most cost-effective and
value-added services to our internal customers. And,
by implementing Environmental Management Systems,
our facilities have successfully integrated environmental
diligence into all of our manufacturing processes.
Advancements like these have achieved success, as
measured by cost savings and employee involvement
in process improvements. Now we’re ready to expand
these efforts to Safety Management Systems. And
success in both of these areas will help support other
business improvements, by preventing negative safety
and environmental impacts on our manufacturing
work environments.
Rockwell Automation Control Systems has made
significant strides as a leader in environmental and safety
management. Now our focus is moving to the next step in
this evolution — engaging in more proactive measures,
such as pollution prevention, finding new ways to make
our products safer and more environmentally friendly, and
integrating safety and other environmental considerations
into all processes.
Although we have achieved much, our focus remains
on how we can continue to leverage our success in
environmental and safety matters for the good of all of
our stakeholders. That’s why networks of people across
Rockwell Automation are working together to understand
all the elements in the manufacturing, use and disposal
of a product, and its implications for safety and
the environment.
We see the need to improve and continue to work on
integrating safety and environmental diligence into all
we do. And we are acting on it.
Roger Hartel
Vice President, Safety, Quality & Environmental
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 Applying a Systems Approach to
Achieve World-class Performance
Our Organization
A systems approach to environmental and safety management is how we achieve
world-class performance and continual improvement at Rockwell Automation, and it is
at the heart of everything we do. This company-wide commitment is demonstrated by
the significant steps we have taken to implement our Environmental Management
System (EMS) and to develop the template for our Safety Management System (SMS).
It is evaluated by the impact efforts like these have on bottom-line results.

The Rockwell Automation Control Systems’ Environmental and Safety group has
undergone changes over the past year to align with business changes around us.
Today’s streamlined Headquarters organization continues to report to a senior staff
member — the vice president of Quality, Environment and Safety. The group’s focus is
to guide and support an Environmental Coordinator and a Safety Coordinator at each of
our 53 manufacturing facilities within a wide variety of organizations and businesses
throughout the world.

Headquarters staff develop strategy, draft the EMS and SMS templates and core
procedures, issue policies and procedures, develop and conduct training, provide
professional services, and conduct both system and compliance audits. Environmental
and Safety Coordinators are trained in government regulations, company procedures,
best practices and ISO Standards in order to implement Environmental and Safety
Management Systems that help facilities achieve continual improvement as well as
regulatory compliance.

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Environmental Mission
To be the world leader in environmental management by setting and achieving global
standards for waste reduction/recycling, pollution prevention, resource conservation,
process/life cycle evaluation and environmental awareness.

Environmental Vision
To be number one in the world in environmental management.

Environmental Policy
Rockwell Automation is committed to demonstrating the highest standard of global
environmental management. Our policy is to go beyond strict regulatory compliance
and to act in the interest of the communities in which we live and work. We are
committed to the continual improvement of our environmental management system
and performance, including resource conservation and pollution prevention. We
relentlessly strive to be the best in all aspects of environmental management by
fostering a culture of trust, teamwork, accountability, partnership and communication
with employees, suppliers, customers and outside organizations.

Safety Mission
To establish a proactive, leading-edge safety management system of tools, policies
and processes.

Safety Vision
To be number one in the world in safety and health performance — zero injuries —
zero accidents – zero near misses.

Safety Policy
Rockwell Automation is committed to being the best diversified high-technology
company in the world in safety and health performance. We believe that safety is an
integral part of all operations and that the well being of our employees is a primary
business concern to be managed in conjunction with the production, quality and
distribution of our products and services.

3
 Leading the Way in
Environmental Management
Beyond Compliance to Continual Improvement
As a leader in the automation industry, Rockwell Automation approaches environmental
compliance with the same dedication that continually earns us high customer and
employee satisfaction ratings.

When the ISO 14001 Standards were introduced in 1996, Rockwell Automation
recognized certification as an opportunity to become an early adopter of an
internationally recognized standard, enhance environmental business practices, and
gain a competitive edge in the marketplace. We implemented an aggressive program
to gain ISO 14001 certification, which is no small task considering the logistics of
training 20,000 employees and certifying approximately 30 facilities. Work began at
the highest levels in the company and grew to involve virtually the entire workforce.
Our first facility certified was Twinsburg, Ohio, which was among the first
ISO 14001-certified sites in the world in August 1996.

Leading the Way

In calendar year 2000, Rockwell Automation Control Systems certified six additional
facilities, bringing our total of certified facilities to 33 (30 of which are still in
operation). Our goal is to certify all targeted manufacturing facilities to the ISO 14001
Standard by the end of calendar year 2002. Rockwell Automation Control Systems
facilities are certified by third-party Registrars to add discipline and credibility, and to
enhance our continual improvement opportunities.

Enhancing Business Practices

Today, our Environmental Management System (EMS) provides a standardized set of
core procedures supported by the Headquarters Environmental and Safety group. Each
facility customizes the EMS for optimal local implementation and effectiveness. Across
the company, implementation of the EMS has improved management support and
employee awareness, and streamlined procedures.

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The Rockwell Automation Control Systems approach is to build on existing systems
and to continually work to better integrate environmental management into business
systems. Future efforts will apply these experiences and lessons learned to product
life cycle assessment, environmental labeling and design for the environment.

As a result of steps like these, Rockwell Automation has realized significant business
and civic benefits, such as, community goodwill from being viewed as a leader in
environmental management. We have been invited to make a number of presentations
on our experience and accomplishments, and regulators, peer companies and others
have requested benchmarking and related information from us. For example, the Ohio
Environmental Protection Agency visited one of our facilities to observe the EMS fully
implemented and functioning.

Gaining a Competitive Edge

In addition to internal, regulatory and community-related benefits, there are other
business reasons for continuous high performance in environmental areas. Rockwell
Automation Control Systems has seen an increase in customer surveys and requests
about ISO 14001. Early and ongoing efforts to satisfy ISO 14001 certification provide
substantial evidence of environmental diligence to customers looking for companies
with solid environmental standards.

Another way EMS has contributed to our competitive edge is through cost reductions.
Since our journey began in 1996 to achieve the ISO 14001 certification for all
manufacturing facilities, we have realized a payback period ranging from one to two
years because the EMS allowed us to set and achieve environmental performance
goals that resulted in financial benefits and reduced risks. The financial benefits,
covered in the next section, have been achieved through pollution prevention, energy
savings and reduced administration of waste -- if you don’t generate a waste, you
don’t have to pay for its management.

Allocated resources demonstrate our commitment to continual improvement in

environmental performance and will help keep the company on track for exceeding
original goals. Now the model is in place for ongoing reductions in facility
environmental management costs through lower waste disposal expenses and
pollution prevention. The results in terms of fiscal and employee performance give
Rockwell Automation a major competitive advantage in a marketplace highly
respectful of companies capable of being ISO 14001.

5
 Targeting Opportunities in Environmental Stewardship
As we look to the future, Rockwell Automation will focus beyond traditional command
and control compliance. Environmental management can no longer be viewed strictly as
an added cost to doing business, nor is it possible to justify expenditures strictly
“because the law requires it,” since many proactive programs are not regulatory-driven.
Benefits must be documented showing productivity and efficiency gains.

New strategies are also being developed to target opportunities in natural resource
conservation and product life cycle evaluation. Natural resource conservation has
always had a financial driving force, because improvements like lighting and heating
can offer direct and quantifiable benefits (cost savings). It is now necessary to go
beyond traditional measures, to examine the use of raw materials in products, and
energy in manufacturing processes. Likewise, 20th Century environmental programs
centered on the manufacturing of the product -- but as environmental awareness has
increased worldwide, so have the demands for making environmentally friendly
products. The design process must now consider the environmental impact of a product
after it has served its useful life. Today we are developing networks of environmental
professionals, design engineers and manufacturing engineers across the company to
understand all the elements in the manufacturing of a product and its implications for
the environment.

There is plenty of work to be done and we are taking steps to address these
environmental stewardship questions in order to fulfill our Environmental Vision of
being “number one in the world in environmental management.”

2000 Facility Reporting Structure

To track success in meeting company-wide goals, our facilities report annual waste
volumes, water use, energy use, air emissions, accomplishments, and awards received
via an internal web-based data collection system. Some outcomes tracked via this
method follow.

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2000 Pollution Prevention and Resource Conservation Outcomes
Working toward a goal of reducing the amount of waste going to landfills by five
percent, we achieved a 6.9 percent reduction in individual facility contributions. Our
central distribution facility reduced wood pallet use by 40 percent, which also
decreased shipping costs. Other performance improvements have been accomplished by
integrating environmental considerations into the management of change process in
manufacturing facilities. With early involvement, we have eliminated environmental
permits, focused capital expenditures, reduced energy costs, and reduced downtime by
designing environmental considerations into the beginning of the process.

The Sumner, Iowa, United States, facility implemented programs to increase packaging
reuse with suppliers. Successful implementation of this program increased the reuse of
packaging by 72 percent over last year’s program results.

Energy conservation is another way we are measuring performance improvements that

result from implementation of an effective Environmental Management System.
Activities in this area include: motion sensors in offices and conference rooms, time-
clock control of lights during off hours, re-lamping, replacement of lighting fixtures,
computer control of HVAC equipment, power monitor equipment and software, and
operational review of large energy-using equipment. Such steps are achieving savings
like the following.

• Motion sensors installed in offices and conference rooms, plus time-clock control of
open office area lighting in the Manchester, New Hampshire, United States, site
achieved an annual energy savings of 273,000 kilowatt hours, and an annual cost
savings of US$14,000. This site was also recognized for its continued efforts to
retrofit lamps to those which are more environmentally friendly and have longer lives.

• Many sites have installed light sensors and implemented energy reduction programs
and HVAC management systems. These programs encourage employees to turn off
lights at night and manage the heating and cooling of facilities. The Sumner, Iowa,
United States, facility reduced its energy consumption by 10 percent per HVAC unit by
implementing HVAC and lighting programs.

• The Aarau, Switzerland, site implemented process changes to take advantage of

cooling water at night. Substantial monetary and energy savings are expected after
the program is in place for one year.

• The Tecate, Mexico, site reduced water use by 48 percent by successfully

implementing a closed-loop water cooling system, and decreased air emissions by 95
percent over 1999 by changing chemicals and improving manufacturing processes.

7
 2000 Environmental Audits and Agency Visits
Our plants had five visits from environmental agencies and performed more than 42
self-audits. The Headquarters group performed environmental compliance audits at 14
locations. None of these visits or internal audits resulted in fines or notices of
violations.

2000 Waste Disposal Outcomes

This year, Rockwell Automation fully launched a sourcing initiative that consolidated our
waste management contracts. This initiative saved the company over US$260,000 in
waste disposal fees. Although they cannot be quantified, Rockwell Automation also
reduced costs associated with minimizing risks and improving waste-handling practices.

As mentioned previously, Rockwell Automation Control Systems reduced the amount of

waste going to landfills by 6.9 percent in 2000. Working to eliminate waste generation
in the first place, and then implementing recycling/reuse efforts when necessary
achieved this. The figures to the right show trends regarding our hazardous waste, solid
waste, and recycled waste generation from 1998 to 2000. Hazardous waste generation
has decreased 30 percent since 1998, and recycled waste has increased 22 percent. The
increase in solid waste from 1998 to 1999 was mainly due to a concentrated effort to
reduce and/or eliminate hazardous wastes by changing the chemicals used in
manufacturing from hazardous to non-hazardous. In 1999 the solid waste began to
decrease as a result of the continual improvement process to eliminate waste
generation.

In total, 89 percent of all hazardous waste was recycled, incinerated, treated or used as
secondary fuel in 2000. Eleven percent was landfilled at approved disposal sites. And,
like last year, no waste was deep-well-injected. The figures below show statistics
regarding waste disposal methods.

Solid Waste Disposal

Hazardous Waste Disposal

8
Hazardous Waste (1998 to 2000)

83
77
58

Recycled Waste (1998 to 2000)

11,936
10,975
9,280

Solid Waste (1998 to 2000)

5,587

4,772 4,877

9
 Integrating Safety into All Aspects
of the Organization
Management Systems
Rockwell Automation has a long history of using management systems in the quality and
environmental arenas, and is now looking to integrate safety into all aspects of the
organization within a closed-loop management system.

To that end, the year 2000 marked the beginning of a new system for the management of
safety at the company. A team of professionals varying in expertise regarding safety,
environmental and systems designed and developed a Safety Management System (SMS)
based on the BSI - OSHAS 18000 Standard using existing ISO 9000 and ISO 14001 systems.

Rockwell Automation’s SMS will be implemented at several sites throughout 2001, and we
anticipate benefits to include:
• increased production and efficiency;
• reduced injuries through prevention and control of hazards;
• enhanced company image in the eyes of customers, stakeholders and the entire
community;
• reduced costs and increased profits by lowering the number of safety accidents
and incidents;
• verified performance through goals and objectives; and
• continual improvement in the management system.

Many of our facilities are looking forward to this streamlined approach to managing
safety because of the benefits they realized through implementing the Environmental
Management System.

Managing and Reducing Risk by Improving Ergonomics

Performance
Ergonomics plays an important role in overall safety. The type of manufacturing in
which Rockwell Automation Control Systems engages creates ergonomic challenges
and the unfortunate possibility of injuries and illnesses. Company analysis of injury data
shows approximately 60 percent of all work-related injuries are due to an ergonomics-
related cause.

10
The April 2000 addition of a new ergonomics manager to the Headquarters Environmental and Safety
group was one important step taken to address this issue. Strategic initiatives undertaken since then
include:
• determining a “Top 10 Ergonomic List” of facilities with a higher risk for ergonomics issues based
on workers compensation data, injury data and observations;
• reviewing these facilities’ programs and making recommendations based on OSHA’s Ergonomic
standard (which passed in November 2000, but is now revoked);
• training ergonomic committees on risk factors;
• performing ergonomic job analyses; and
• revising ergonomic training materials.

The job analyses performed by the ergonomic committees create goals and identified areas for
improvement for next year.

One ongoing strategy in this area is found in early return to work, which includes modified
duty. Early return to work is a combined effort between the medical provider, case
administrator, human resources, department supervision, employees, and safety coordinators.
Continual improvement through aggressive case management is the goal of our workers
compensation efforts.

2000 Safety Metrics

Rockwell Automation Control Systems internally measures its global safety performance using lost
workday case rates and lost workday rates. In 2000, our lost workday case rate improved from .50 to
.40, and the lost workday rate dropped from 7.56 to 7.05.

2000 Safety Audits

The Headquarters staff performed safety compliance audits at 20 facilities. In addition, 12 facilities
performed self-audits of safety compliance. Facilities that identified discrepancies have implemented
corrective actions to remedy these findings. None of these audits resulted in self-reporting initiatives.

2000 OSHA Inspections and Site Visits

Although four facilities responded to an OSHA inquiry of complaint in 2000, none of the inquiries
resulted in an on-site visit, violation or fine. OSHA conducted one facility on-site visit that
did result in violations and a fine, and corrective actions from these findings were
implemented quickly.

Another facility was visited by the British Health and Safety Executive (HSE) and subsequently was
issued an “improvement notice.” This did not result in any fines or violations, and corrective actions
were completed and documented promptly.

11
 Developing Outstanding Performance
Training
Comprehensive training is a key component in Rockwell Automation Control Systems’
Environmental and Safety Management Systems, and in the development of safety and
environmental coordinators.

Headquarters staff members provide workshops on an annual basis, and customize and deliver
training at individual sites. These training sessions and workshops give the coordinators (in
some cases, manufacturing engineers who have added this function to their responsibilities)
the necessary practical, regulatory and technical information to perform their jobs. With this
solid foundation of knowledge, coordinators become empowered to implement successful
programs, identify problems, and answer questions from site employees. The training and
workshops provided by Headquarters have been a helpful service that continues to grow.

To support this effort, the Headquarters Training and Development staff designs the annual
workshops conducted by the Headquarters Environmental and Safety professionals and
customizes electronic courses to create interactive CD's for computer-based training. Linked to
a tracking system that automatically records employee training, the computer-based training
reduces total training hours and resource hours required to manually enter training records into
a tracking system.

2000 Activities
Headquarters Environmental provided its annual three-day workshop covering new programs
and initiatives. Other training programs on specific procedures and requirements included:
• Hazardous Waste and Controlled Materials
• Senior Management Review
• New Employee Orientation
• ISO 14001 Implementation/Environmental Management Systems Workshop
• Compliance Self-Audit
• International Environmental Training
• Department of Transportation Hazardous Materials Training
• ISO 14001 Internal Auditor Training (This course was developed in 2000 to teach qualified
internal quality auditors how to audit an Environmental Management System.)

12
Headquarters Safety provided two workshops for safety coordinators. One of the workshops
focused on issues deemed important to facilities, and the other fulfilled OSHA 501 requirements.
The topics covered included:
• OSHA Overview and Recordkeeping
• Electrical
• Fire Protection
• Machine Guarding
• Hazard Communication
• Workplace Violence
• Walking and Working Surfaces
• Task Hazardous Analysis

Rewarding Outstanding Performance

Coordinator Certification
In an effort to recognize facility Environmental Coordinators and Safety Coordinators, our
Headquarters Environmental and Safety organization has developed certification programs for
outstanding achievement. Safety Coordinators can achieve a level 1 certificate — Certified Safety
Coordinator, and a level 2 — Advanced Certified Safety Coordinator. Environmental Coordinators
can achieve a level 1 certificate — Certified Environmental Coordinator, and a level 2 — Advanced
Certified Environmental Coordinator.

Each program is based on the necessary skills and knowledge that coordinators must possess to
perform their jobs successfully. It considers their diverse backgrounds, the training and experience
required, successful completion of training, and participation in and implementation of Rockwell
Automation Control Systems Environmental and Safety Management Systems. For both advanced
certifications, coordinators must meet the requirements set forth in the level 1 certification, as well
as other requirements such as accredited credentials and participation in local organizations.

So far, 16 coordinators have achieved Certified Environmental Coordinator status, and 31

coordinators have reached the Certified Safety Coordinator level.

Investing in our Safety and Environmental Coordinators continues to improve productivity, lower
operating costs and help make Rockwell Automation Control Systems a “best place to work.”

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 Rewarding Outstanding Performance
2000 Facility Environmental Awards

Crystal Awards — World Class Environmental

Management System
Some of the outcomes required to achieve this award are:
• No more than 100 pounds of any one item or 1,000 pounds total “released” of a toxic
chemical in the preceding year (Items recycled, treated or used in energy recovery are
not considered “released.”)
• Waste deferral rate of 90 percent or greater, excluding scrap metal
• Energy reductions of four percent from previous year
• ISO 14001 Certification

Facilities achieving this level in 2000 included: Hanover, Ontario, Canada; Munster,
Indiana, United States; Cambridge (Raglin), Ontario, Canada; and Cambridge
(Dundas), Ontario, Canada.

Gold Awards — Exceptional Environmental Performance

and Management System
Results required for this award include:
• Documented and verifiable Environmental Management System
• Community recognition or award(s) and/or community involvement in environmental
stewardship (within the past two years)
• Waste deferral rate of 60 percent or greater, excluding scrap metal
• Written Energy Conservation Program for energy and utilities including numerical
reduction goals, trends for all items, and tracking of progress

Facilities achieving this level in 2000 included: Twinsburg, Ohio, United States;
Ladysmith, Wisconsin, United States; Warrensville Heights, Ohio, United
States; and Mayfield Heights, Ohio, United States.

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Silver Awards — Exceptional Environmental Performance
To achieve this level, a facility must have:
• Written Waste Minimization/Resource Conservation Program including numerical
reduction goals, trends for all wastes, and tracking of progress
• Written and documented Constituent Management Program (facility mass balance)
• Job descriptions and documented training, as appropriate, for all employees who hold
environmental responsibilities
• Waste deferral rate of 30 percent or greater, excluding scrap metal
• Annual general and specific environmental control training programs for employees,
detailing environmental requirements and liabilities

Facilities achieving this level in 2000 included: Richland Center, Wisconsin,

United States; Manchester, New Hampshire, United States; Chelmsford,
Massachusetts, United States; Dublin, Georgia, United States; Milan, Italy; and
Crewe, United Kingdom.

Rewarding Outstanding Performance

Safety Awards Program
An internal awards program was created for Rockwell Automation Control Systems
facilities to recognize outstanding safety performance and significant
achievements/improvements. The awards programs will be effective for applicants in
year 2001. Due to the success of the environmental awards program, the safety awards
program is being modeled after it.

15
 Rewarding Outstanding Performance
2000 Awards from Other Organizations

This year, Rockwell Automation’s facility in Dublin, Georgia, United States, was
recommended for the Merit Level of OSHA’s Voluntary Protection Plan (VPP), a safety and
health program through which site management and OSHA establish a cooperative
relationship to assure a safe and healthful workplace. There are three certification
categories within the VPP program: Demonstration, Merit and Star, with Star being the
highest level of certification. Of the 19 key elements of the VPP audit process, Dublin fell
short on only one — contractor management. Not only were all other elements found to
be at, or beyond, Star Level capability, the facility was not issued any 90-day corrective
action item.

Our Cambridge (Dundas), Ontario, Canada, site received a Certificate of Appreciation from
the Grand River Conservation Authority for actions taken to improve the watershed. This
facility also received the Cambridge City Green Strategy Certificate of Appreciation for
efforts to improve the environment.

The Milwaukee, Wisconsin, United States, facility received the state Governor’s Award for
Excellence in Hazardous Waste Reduction. This site’s packaging group initially replaced
wooden pallets with twin sheet plastic (HDPE) pallets to address trade restriction concerns.
However, the replacement plastic pallet provided immediate benefits by reducing weight
(from 30 to 15 pounds) and shipping costs (US$48,000 savings). An additional US$75,000 is
being saved by reusing the plastic pallets for up to 300 round trips. When this plastic pallet
program was extended to other areas, it reduced wood pallet usage by 60 percent.

The Shred-It Paper Recycling organization recognized Rockwell Automation’s Westerville,

Ohio, United States, facility for recycling efforts that saved 40 trees from reduction. This
accomplishment is magnified by the fact that this site employs fewer than 100 employees
in a 60,000-square-foot building.

The Eau Claire, Ladysmith, Mequon, Milwaukee, and Richland Center, Wisconsin, United
States, facilities were finalists for the Wisconsin Corporate Safety Award. All facilities
received a certificate signifying “Outstanding Achievement Award for Excellence in Safety
for 2000.”

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Our Gallipolis, Ohio, United States, site received the following three awards for
excellence in safety from the Ohio Bureau of Workers Compensation – Division of
Safety and Hygiene.
• Special Award — For outstanding effort in safety by operating without a lost-
time accident for 14.5 months and 500,000 hours worked.
• Achievement Award — For outstanding effort by supervision in reducing the
annual incident rate by more than 25 percent for its county. This award was co-
sponsored by the Gallia County Chamber of Commerce.
• Group Safety Award — For the contribution to safety by supervision and
employees in Gallia County. This award was based on the lowest incident rate
by industry type for the county. It was co-sponsored by the Gallia County
Chamber of Commerce.
The Shred-It Paper Recycling organization recognized Rockwell Automation’s
Westerville, Ohio, United States, facility for recycling efforts that saved 40 trees from
reduction. This accomplishment is magnified by the fact that this site employs fewer
than 100 employees in a 60,000-square-foot building.

The Eau Claire, Ladysmith, Mequon, Milwaukee, and Richland Center, Wisconsin,
United States, facilities were finalists for the Wisconsin Corporate Safety Award. All
facilities received a certificate signifying “Outstanding Achievement Award for
Excellence in Safety for 2000.”

Our Gallipolis, Ohio, United States, site received the following three awards for
excellence in safety from the Ohio Bureau of Workers Compensation – Division of
Safety and Hygiene.
• Special Award — For outstanding effort in safety by operating without a lost-
time accident for 14.5 months and 500,000 hours worked.
• Achievement Award — For outstanding effort by supervision in reducing the
annual incident rate by more than 25 percent for its county. This award was co-
sponsored by the Gallia County Chamber of Commerce.
• Group Safety Award — For the contribution to safety by supervision and
employees in Gallia County. This award was based on the lowest incident rate
by industry type for the county. It was co-sponsored by the Gallia County
Chamber of Commerce.

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 Partnering with Our Communities
Facility Involvement in Public Awareness and
Improvement Efforts
Rockwell Automation encourages employee participation in community environmental and
safety programs, and invites employees to raise public awareness regarding facility
environmental and safety initiatives. All facilities continued 1999 efforts in these areas into
2000. Here are examples of this involvement.
• Cambridge, Ontario, Canada — continued the “adopt a community parking lot” program
in which the facility cleans the adopted area three times per year. Employees also
continued participating in the community and local hospital’s effort to increase the
amount of vegetated areas in the city, and implemented a tree-planting project on their
property.
• Cambridge, Ontario, Canada – continued to sponsor the Child’s Groundwater Festival
which provides community children with an opportunity to learn about the drinking water
and surrounding waters in their area.
• Crewe, United Kingdom — participates in the Can-It organization, fostering
environmental awareness in surrounding communities, and establishing and promoting
recycling programs.

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• Hanover, Ontario, Canada; and Ladysmith and Milwaukee, Wisconsin, United
States — continued to donate profits from aluminum can recycling efforts to local
charities.
• Hanover, Ontario, Canada — donates large sheets of paper used in packaging to
a local elementary school for drawing and painting activities.
• Mayfield Heights, Ohio, United States — participated in the Earth Day Coalition’s
Earth Festival 2000; provides recycling and waste prevention information to local
school children; and supports Case Western Reserve University’s Sustainable
Development Program.
• Milwaukee, Wisconsin, United States — donates recyclable plastic from
production operations to a local not-for-profit organization which regrinds and
recycles the plastic to train disabled individuals for employment; and participated
in a new program called “Paper for Charity,” through which a contribution was
made to the Hunger Task Force from recycled paper and cardboard proceeds.
• Sumner, Iowa, United States — continued to donate paper and cardboard to local
schools for use in art projects.

Many facilities also participate in local and state organizations to help sustain the
environment and heighten environmental awareness.

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Rockwell Automation, a business of Rockwell International Corporation (NYSE: ROK), helps industrial customers improve
productivity and lower total costs through its combination of value-added services and product line competencies, which
include: Allen-Bradley real-time control, Reliance Electric motors and drives, Dodge mechanical power transmission
products, and information management through Rockwell Software. Rockwell Automation’s Complete Automation™
approach is supported by thousands of authorized partners, distributors and solution providers around the world.

Headquarters for Allen-Bradley
and Rockwell Software
Headquarters for Dodge
and Reliance Electric
Americas – Rockwell Automation, 1201 South Second Street, Milwaukee, WI 53204-2496 USA, Tel: (1) 414.382.2000, Fax: (1) 414.382.4444
Europe – Rockwell Automation SA/NV, Boulevard du Souverain 36, 1170 Brussels, Belgium, Tel: (32) 2 663 0600, Fax: (32) 2 663 0640
Asia Pacific – Rockwell Automation, 27/F Citicorp Centre, 18 Whitfield Road, Causeway Bay, Hong Kong, Tel: (852) 2887 4788, Fax: (852) 2508 1846
Americas – Rockwell Automation, 6040 Ponders Court, Greenville, SC 29615-4617 USA, Tel: (1) 864.297.4800, Fax: (1) 864.281.2433
Europe – Rockwell Automation, Brühlstraße 22, D-74832 Elztal-Dallau, Germany, Tel: (49) 6261 941 110, Fax: (49) 6261 941 122
Asia Pacific – Rockwell Automation, 55 Newton Road, #11-01/02 Revenue House, Singapore 307987, Tel: (65) 351 6723, Fax: (65) 355 1733

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