Investor Presentation

Transcription

1 Investor Presentation Financial Information as of December 31, Leading the world in essentials for a better life

2 Highlights $18 billion global company founded in 1872 Products used by one-quarter of world s population Strong legacy of innovation created 5 of the 8 major product categories in which we compete Products sold in more than 175 countries #1 or #2 position in 80 countries Strong global brands, including five billion-dollar brands: 2

3 Our Values Authentic Accountable Innovative Caring Our heritage is one of honesty, integrity and doing the right thing We take ownership for our business and our future Our commitment is to new ideas that add value We respect each other and care for the communities where we live and work 3

4 Commitment to Sustainability Sustainability 2022 (K-C s 150 th anniversary) is a commitment to: Improve social and physical well-being in communities around the world Harness innovations to reduce our impact on natural forests Increase our energy efficiency and use of alternative energy sources each year Set our sights on zero waste Build powerful partnerships to create a leading sustainable and responsible supply chain Read more about our sustainability strategy and performance at kimberly-clark.com/sustainability 4

5 Senior Leadership Team Thomas Falk Chairman and CEO Michael Hsu President and Chief Operating Officer Achal Agarwal President, Asia-Pacific Larry Allgaier Group President, Kimberly- Clark North America J. Scott Boston Senior Vice President and Chief Human Resources Officer Aaron Powell President, Europe, Middle East and Africa Sergio Cruz President, Latin America Maria Henry Senior Vice President and Chief Financial Officer Sandra MacQuillan Senior Vice President and Chief Supply Chain Officer Jeffrey Melucci Senior Vice President and General Counsel Anthony Palmer President, Global Brands and Innovation Kim Underhill President, Kimberly-Clark Professional 5

6 Three Global Segments Personal Care Consumer Tissue K-C Professional (KCP) Diapers Training/Youth/Swim Pants Baby Wipes Feminine Care Incontinence Care $9.1 billion Facial Tissue Bathroom Tissue Paper Towels $5.9 billion Facial Tissue, Bathroom Tissue and Paper Towels for away-from-home use Wipers Safety Products $3.3 billion 2017 SALES 2017 OPERATING PROFIT 2017 OPERATING MARGIN 50% 18% 32% 53% 18% 29% 21% 18% 20% Operating profit and margin exclude corporate and other (income) and expense, net. 6

7 Geographic Breakdown 2017 SALES 51% 49% North America Outside North America 2017 OPERATING PROFIT 2017 OPERATING MARGIN 36% 25% 64% 14% Operating profit and margin exclude corporate and other (income) and expense, net. 7

8 Global Business Plan (GBP) GBP is our strategic plan that prioritizes growth opportunities and applies greater financial discipline to our operations Launched in mid-2003 and designed to generate sustainable growth and improved shareholder returns Manage portfolio to balance growth, margin, cash flow Invest in brands, innovation, growth initiatives Deliver sustainable cost reduction Strategies Disciplined capital management to improve ROIC and return cash to shareholders 8

9 GBP Objectives and Results Sales Organic Sales Annual Improvement Objective 3 to 5 percent 3 to 5 percent CAGR 2 percent 4 percent EPS* Mid- to highsingle digits 5 percent ROIC* 20 to 40 basis points 75 basis points Dividend In line with EPS 8 percent * EPS and ROIC are adjusted. 9

10 Business Unit Strategies PERSONAL CARE Win globally in Personal Care CONSUMER TISSUE Deliver targeted growth and improve margins in Consumer Tissue K-C PROFESSIONAL Grow in higher margin segments in KCP D&E MARKETS Drive rapid growth in Developing & Emerging Markets (D&E) Focus on China, Eastern Europe and Latin America D&E = K-C s business in Latin America, Eastern Europe, the Middle East and Africa, and Asia-Pacific, excluding Australia and South Korea. 10

11 Win Globally in Personal Care Leverage powerful brands and strong market positions Innovation supported by integrated marketing campaigns Long track record of success Organic sales CAGR +5 percent since launch of GBP Near-term performance impacted by category slowdown and competitive activity Organic sales CAGR +1 percent ( ) PERSONAL CARE SALES % OF TOTAL COMPANY 39% 50%

12 Deliver Targeted Growth and Improve Margins in Consumer Tissue Launch innovations, leverage advantaged technologies and iconic brands Focus on net realized revenue, mix, cost reduction Drive trade-up strategies in D&E markets Excellent progress with margin improvement 2017 margins remain healthy despite input cost inflation OPERATING MARGIN 18% 19% 18% 15% 16%

13 Grow in Higher Margin Segments in KCP Provide essentials for a healthy, safe and productive workplace ORGANIC SALES GROWTH ( CAGR) Invest in Safety and Wiper businesses, differentiated tissue offerings 2% 7% Expand in D&E markets where industrialization and economic development are occurring Improve mix and margin to fund growth KCP SEGMENT KCP D&E MARKETS TOTAL KCP OPERATING MARGIN 18% 20%

14 Drive Rapid Growth in D&E Markets Excellent long-term performance Near-term growth has moderated macro factors 2017 volumes +5 percent Optimistic about long-term potential Attractive market dynamics Significant opportunities to increase penetration and frequency of usage Targeted geographic expansion and growth plans ORGANIC SALES CAGR +11% % % D&E SALES % OF TOTAL COMPANY 14% 30%

15 D&E Focus Area: China, Eastern Europe, Latin America Personal Care Approximately 50 percent of D&E business Near-term environment Some category slowdown in Latin America Pricing down somewhat (improving currencies, competition) Encouraged by volume performance in 2017 Execute long-term growth plans through focused investments Grow diapers, diaper-pants, baby wipes, feminine care, adult incontinence Innovation, selling and marketing, distribution expansion 8% ORGANIC SALES AND VOLUME GROWTH +14% +5% +4% CAGR 4% Organic Sales 6% Volume 15

16 Illustrating the Diaper Opportunity in D&E Markets Significant growth opportunity Number of babies Middle class expansion Frequency of usage increases Innovation and brand strength critical to winning U.S. 4 $6 China 18 $7 $27 Eastern Europe ANNUAL BIRTHS (mm) CURRENT CATEGORY SIZE (B) POTENTIAL CATEGORY SIZE (B) 4 $3 $6 Brazil 3 $2 $5 India 25 $0.5 $ births and current category size per Euromonitor. Potential category size assuming U.S. penetration rate. Category size includes diapers and pants. 16

17 Adult Care and Feminine Care in D&E Markets Excellent progress over last several years ADULT CARE ORGANIC SALES GROWTH Driving category development Leveraging well-known brands Launching steady stream of innovations 13% CAGR 11% 2017 FEMININE CARE ORGANIC SALES GROWTH 11% 9% CAGR

18 Marketing in a Digital World Supporting innovation and building brand equity Increasing use of digital / non-traditional channels Targeted and direct digital marketing programs 1x1 relationship with consumers More efficient reach Easier to track ROI Traditional advertising still has important role to play 18

19 Selling in a Digital / Omni-channel World Investing to further improve capabilities Building strong presence wherever consumers want to shop Many categories are well positioned for online environment High frequency product usage Long-term relationship with consumers Strong brand / product awareness K-C sales online growing rapidly High-single digit percent of company sales Sales growing at double-digit rates 19

20 Sustainable Cost Reduction FORCE Ongoing program Delivered $3.8 billion over past 14 years Performance has accelerated, including record savings in 2017 End-to-end supply chain focus Procurement, lean manufacturing practices, product design, distribution Global supply chain organization created in 2015 tightly linked to businesses Improving capabilities and long-term visibility Multi-year savings commitment established January 2018 Targeting more than $1.5 billion over next four years ( ) $ Avg. ANNUAL SAVINGS ($ Millions) $ Avg. $

21 2018 Global Restructuring Program Action announced in January 2018 to accelerate return to delivering GBP growth objectives over time Latest example of proactive and strategic approach to improving K-C and creating long-term shareholder value Biggest restructuring undertaken since GBP launched in 2003 Will generate annual savings of $500 to $550 million by end of 2021 More flexibility to invest and improve margins Investment priorities Strengthen and grow core businesses Accelerate personal care growth opportunities in D&E markets Build further digital and e-commerce capabilities 21

22 2018 Global Restructuring Program Streamline and simplify overhead organization and manufacturing supply chain, better leverage scale opportunities and technology Shift more routine work and transactional activities to shared services centers; drive more process discipline, efficiencies, best practices sharing Expect to close or sell approximately 10 manufacturing facilities and expand several others Anticipated workforce reductions 5,000 to 5,500 Exit or divest lower margin businesses equivalent to about 1 percent of company net sales, concentrated in consumer tissue Total cash spending of $1.5 to $1.7 billion by end of 2020 Pre-tax charges of $900 million to $1 billion Incremental capital spending of approximately $600 to $700 million Total pre-tax charges $1.7 to $1.9 billion, including non-cash charges of $800 to $900 million 22

23 Disciplined Between-the-Lines Spending Long track record of efficient SG&A spending BTL SPENDING* (% Sales) Tightly managing overhead spending in current environment 18.8% 18.0% 18.1% 17.9% 17.5% Continuing to invest in advertising and R&D 13.2% 12.4% 12.5% 12.5% 12.2% 2018 Global Restructuring Program will lower overhead spending further Excluding advertising and R&D * Adjusted. Between-the-lines spending defined as marketing, research and general expenses between gross profit and operating profit. 23

24 Working Capital Improvement Strong improvement since 2008 Extending payables terms Inventory management 73 PRIMARY WORKING CAPITAL CASH CONVERSION CYCLE (Days) Continued focus going forward Building further capabilities Global supply chain organization efforts (78%)

25 Return on Invested Capital Key component of long-term incentive compensation program Excellent progress since GBP introduction ROIC* 24.1% Expect additional improvement in 2018 Above long-term GBP target 13.7% * Adjusted. 25

26 Capital Allocation Strategy Maintain A credit rating and balance sheet flexibility Fund business needs (growth, innovation, cost savings) Capital spending 4.5 to 5.5 percent of net sales Expect somewhat higher capital spending in 2018 and 2019 due to 2018 Global Restructuring Program and other long-term investments Grow dividend Top-tier payout in Consumer Packaged Goods industry Consider M&A Not core part of growth strategy Return excess cash to shareholders via share repurchases Strategies 26

27 Dividends Top-tier dividend in CPG industry Announced 3.1 percent increase for 2018 dividend 84 th consecutive year K-C has paid a dividend, 46 th consecutive annual increase Paid $15+ billion in cash dividends over past 14 years PER SHARE DIVIDEND (Declared) DIVIDEND PAYOUT (Based on adjusted EPS) $ % 41% $

28 Share Repurchases Cumulative share repurchases of $16.3 billion Strong track record of reducing share count 502 SHARES OUTSTANDING (Millions) Targeting $700 to $900 million in 2018 (30%) 351 Year-end 2003 Year-end

29 Total Shareholder Returns Since Launch of GBP (July 2003) 299% 270% 317% KMB S&P 500 S&P Consumer Staples Index As of December 31,

30 To Learn More About Kimberly-Clark Contact Investor Relations with your questions Paul Alexander, Vice President at (972) Visit to view our annual report, SEC filings or news releases To obtain copies of our 2017 Annual Report on Form 10-K, SEC filings or news releases, call (800)

31 Safe Harbor Statement Forward-Looking Information Certain matters in this presentation, including our 2018 outlook, expectations and planning assumptions, and any estimates, projections, and statements relating to our business plans or objectives, constitute forward-looking statements and are based upon management s expectations and beliefs concerning future events impacting the company. These statements are subject to risks and uncertainties, including currency rates and exchange risks, cost savings and reductions, raw material, energy, and other input costs, competition, market demand and economic and political conditions, effective tax rate, the anticipated cost savings from the company s FORCE program, charges and savings from the 2018 Global Restructuring Program, and contingencies. There can be no assurance that these future events will occur as anticipated or that the company s results will be as estimated. Forward-looking statements and guidance speak only as of the date they were made, and we undertake no obligation to publicly update them. For a more complete listing and description of other factors that could cause the company s future results to differ materially from those expressed in any such forward-looking statements, see Item 1A of the company s Annual Report on Form 10-K for the year ended December 31, 2017 entitled Risk Factors. Non-GAAP Financial Measures This presentation contains some financial measures that have been adjusted to exclude certain items and differ from reported results using Generally Accepted Accounting Principles (GAAP). Management believes that reporting in this manner enhances investors understanding and analysis of the company s performance. For additional information on why we make these adjustments and reconciliations to comparable measures under GAAP, see the supplemental information for this presentation posted to the Investors section of our website ( This presentation also includes information on organic net sales, which describes the impact of changes in volume, net selling prices and product mix on net sales. Changes in foreign currency exchange rates and acquisitions and divestitures also impact the year-over-year change in net sales. 31