Performance Data

Employees by Region in 2011
Employees by Region
Full-time Employees by Region in 2011—Detail
North America 14,889
% 26%
Latin America 20,351
% 36%
Europe, Middle East and Africa 8,222
% 14%
Asia-Pacific 13,789
% 24%
Total 57,251
Turnover (U.S. only) 2007 2008 2009 2010 2011
Voluntary 7.7% 5.7% 7.0% 4.3% 5.2%
Involuntary 5.4% 4.1% 3.0% 2.1% 4.9%
Total 13.1% 9.8% 10.0% 6.4% 10.1%
Employee Safety 2007 2008 2009 2010 2011
Fatalities 1 1 1 0 0
Permanently disabling injuries 14 9 6 14 8
Total Reportable Incident Rate (TRIR) 0.68 0.45 0.40 0.44 0.40
Lost-Time Reportable Incident Rate (LTRIR) 0.30 0.31 0.25 0.30 0.27
Global Contact with Energized Equipment Incident Rate (CEEIR) 0.09 0.11 0.06 0.12 0.20

Note:
TRIR: Work-related events that result in fatalities, temporary or permanently disabling injuries or illnesses per 200,000 hours worked per annum.
LTRIR: Reportable injuries/illnesses that result in time away from work or restricted work per 200,000 hours worked per annum.
CEEIR: Cases resulting from bodily contact with energized equipment (electrical, mechanical, hydraulic, gravity, radiation, pneumatic, thermal, etc.) per 200,000 hours workeds per annum. These include incidents arising from inadequate guarding of equipment or machinery, or failure to follow energy-control work practices, etc.

Employee Safety 2011
Closed major findings from global EHS assessments 69%
Closed Corrective Action and Preventative Action from Fatalities 95%
Critical Occupational Hygiene Exposures–Identified and Controlled 95%

Notes:
Closed Corrective Action and Preventative Action from Fatalities: Lessons learned from fatality investigations are shared across the globe. Gap assessments are conducted and actions are identified and then closed.
Critical Occupational Hygiene Exposures–Identified and Controlled: Critical occupational hygiene exposures identified/controlled times 100.

Safety compliance penalties 2007 2008 2009 2010 2011
Safety compliance penalties $0 $0 $20,600 $110,955 $4,800
Employee Diversity 2007 2008 2009 2010 2011
Women 30.5% 29.8% 29.7% 29.9% 30.1%
Women in management 26.1% 27.1% 27.4% 27.3% 28.6%
Ethnic minorities 17.7% 17.5% 17.7% 17.8% 17.9%
Ethnic minorities in management 9.8% 9.7% 9.9% 10.9% 11.3%

Note:
"Management" is defined as U.S. employees in EEP category 01 (executive/senior
level officials and managers, and first/middle-level officials amd managers)

Board Diversity 2007 2008 2009 2010 2011
Independent members 91.7% 91.7% 91.7% 92.3% 92.3%
Women 16.7% 16.7% 16.7% 23.1% 23.1%
Minority group membership 25.0% 25.0% 25.0% 23.1% 30.8%
Total board members 12 12 12 13 13
Employees with Union Membership 2007 2008 2009 2010 2011
% 19% 30% 30% 27% 25%

Note:
2007 data only reflects U.S. workforce

Ratio of Entry-Level Wage to Minimum Wage in 2011 Federal State
Beech Island (SC) 244% 244%
Chester (PA) 222% 222%
Fullerton (CA) 251% 228%
Neenah Nonwovens (WI) 246% 246%

Note:
The above is reflective of geography and includes a couple of our larger mills as well as unionized and non-union mills. Our lowest entry-level wages are compared with the federal minimum wage as well as the state minimum wage. If the percentage is the same, either the state minimum wage is the same as the federal minimum wage or the mill is located in a state with no minimum wage.

Employee Survey Results—Overall 2010 2008
Employee engagement 75% 73%
Employee enablement 68% 67%
Response rate 95% 93%

Note:
Employee engagement: The degree of psychological or emotional commitment an employee has to Kimberly-Clark, his or her willingness to go above and beyond formal job requirements, and an intention to remain with the company.
Employee enablement: A measurement of employee motivation to accomplish their jobs in a supportive work environment that allows them to channel their extra efforts most productively.

Employee Survey Results in 2010—Detail % Favorable % Neutral % Unfavorable
Employee engagement 75 18 8
Employee enablement 68 19 13
Quality and customer focus 87 11 11
Clear and promising direction 78 18 5
Resources and training 70 18 12
Collaboration 69 21 11
Work, structure and process 68 22 11
Confidence in leadership 67 24 9
Authority and empowerment 67 20 12
Performance management 67 20 13
Reaction to survey 63 22 15
Respect and recognition 61 25 15
Development opportunities 60 26 14

Note:
Percentages may not add to 100 due to rounding

Employee giving (U.S. millions) 2007 2008 2009 2010 2011
Employee giving 3.8 4.2 3.9 4.2 3.9
Community Contributions in 2011
U.S. employee volunteer hours 84,000
Community Partners grants to U.S. employee-chosen charities $858,500
Value of matching gifts contributions made by U.S. employees $1.25M
Total global donations by employees $3.9M
Employees Participating in Small Steps
2015 Goal 15,000
2011 11,600

Note:
Results reflect 58% of employees who have regular access to computers

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0
Workplace fatalities
2011
Progress
0

While we had zero fatalities in both 2010 and 2011, unfortunately there was a recent death at a Kimberly-Clark de Mexico facility in 2012.

100%
Socially focused programs in all K-C communities
2011
Progress
62%

We are active in 62 percent of communities in which we have facilities.

100%
Participation by key suppliers in
K-C's program to implement social compliance standards
2011
Progress

We have communicated to all key suppliers, and are rolling out the standards to our remaining suppliers in a phased approach.

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