Sanford C. Bernstein Strategic Decisions Conference

Transcription

1 Sanford C. Bernstein Strategic Decisions Conference May 31, 2012 Essentials for a Better Life

2 A Long and Successful History Celebrating 140 th anniversary in 2012 Company founded before the telephone, the light bulb, blue jeans, the modern Olympics Went public in 1928 TSR CAGR 11.3 percent (S&P percent) Optimistic about future growth prospects 2

3 Agenda Company Overview and Performance Global Business Plan (GBP) Financial Discipline Q&A 3

4 Headlines Executing GBP well in difficult environment Off to strong start in 2012 Investing for future growth and long-term success Leveraging strong financial and cost discipline 4

5 Essentials for a Better Life Products used by one-quarter of world s population Long history of innovation #1 or #2 position in 80+ countries Strong global brands, including five billiondollar brands: 5

6 Four Global Businesses (2011 Net Sales) Personal Care: $9.1B Consumer Tissue: $6.8B K-C Professional (KCP) & Other: $3.3B Health Care: $1.6B 6

7 GBP Strategies Manage portfolio to balance growth, margin, cash flow Invest in brands, innovation, growth initiatives Deliver sustainable cost reduction Disciplined capital management to improve ROIC and return cash to shareholders 7

8 GBP Objectives and Results Improvement Objective CAGR Net Sales 3 to 5 percent 5 percent EPS* ROIC* Mid- to highsingle digits 20 to 40 basis points 5 percent 10 basis points Dividend In line with EPS 9 percent *EPS and ROIC are adjusted. The reasons why we make these adjustments are in the Investors section of our website at 8

9 2012 Outlook Improving Fundamentals 2012 Outlook Organic Net Sales Operating Margin* EPS* ROIC* Dividend +3 to 4 percent +50 to 60 basis points +4 to 7 percent +20 to 40 basis points +6 percent Strong margin improvement Significant brand investments and innovations Benign commodity costs, FX headwind Solid bottom line growth *Operating margin, EPS and ROIC are adjusted. Operating margin change for 2012 = mid-point of net sales and operating profit guidance. 9

10 Q Results Q (versus Q1 2011) Organic Net Sales Operating Margin* EPS* ROIC* +6 percent +90 basis points +14 percent +40 basis points Very good results, somewhat better-than-planned Top-line growth in K-C International (KCI) Well-positioned to deliver on full-year targets *Operating margin, EPS and ROIC are adjusted. Note: KCI = K-C s business in Asia, Latin America, the Middle East, Eastern Europe and Africa. 10

11 Business Unit Strategies PERSONAL CARE CONSUMER TISSUE K-C INTERNATIONAL KCP & HEALTH CARE Win globally in Personal Care Deliver targeted growth and improve margins in Consumer Tissue Drive rapid growth throughout KCI focus on China, Russia and Latin America Grow in higher margin segments in KCP and Health Care 11

12 Current Environment North America: Modest improvement overall Selling price increases from 2011 broadly on track Launching numerous innovations to improve brand positions Europe: Continued difficult environment Primary focus on cost reduction, margin improvement and cash flow Solid Q performance Emerging Markets: Continued strong growth 12

13 Drive Rapid Growth Throughout KCI CAGR 12% Net Sales 22% 16% 36% 11% Operating Profit KCI % of Total Company 30% Net Sales Operating Profit* Double-digit growth since GBP introduction Now approaching 40 percent of company sales Strong market positions Attractive market dynamics Multi-tier product strategies Targeted geographic expansion and growth plans *Total company amounts are adjusted. 13

14 Focus Areas: China, Russia, Latin America Over 50 percent of KCI Innovation across all categories Selling and marketing investments China business expanding into more cities and product tiers Expansion opportunities in Russia and Latin America also Q organic sales growth of 19 percent 3-Year Organic Net Sales CAGR (through 2011) 8% KCI 13% China, Russia, Latin America 14

15 Focus Areas: Personal Care in KCI Net Sales Geographic Mix Personal Care Double-digit sales CAGR since GBP launch Personal Care in KCI now larger than North America Leveraging strong brands, innovations and favorable market demographics Driving market development, penetration and frequency of usage % 47% 13% 57% 45% Q organic sales growth 18 percent 8% North America Europe KCI 15

16 Investing For Growth Strategic Marketing Supporting innovation Building brand equity Increasing use of non-traditional channels and programs Improving efficiencies STRATEGIC MARKETING SINCE 2007 Increased spending by nearly $250 million Expect significant increase in 2012 Q1 up $45 million 16

17 Sustainable Cost Reduction FORCE Savings ($ Million) $ Average $200 $ Ongoing program Delivered $1.6 billion over past 8 years Supply chain focus Global procurement organization Lean manufacturing practices 2012 plan: $150 to $200 million $60 million of savings in Q1 On track to achieve low end of 3-year target in 2 years $400 to $500 million 17

18 Pulp and Tissue Restructuring Actions Exit remaining integrated pulp manufacturing operations and streamline asset base Improves underlying consumer tissue and KCP profitability Charges completed by end of 2012 Total charges $385 to $420 million after tax Operating profit benefit at least $100 million in 2014 Realized $25 million through Q Annualized Operating Margin Benefit of Restructuring > bps Consumer Tissue >50 50bps KCP 18

19 Dividends Per Share Dividend (Declared) $2.80 Dividend Payout* 58% 41% $ Top-tier dividend in CPG industry Current yield approaching 4 percent 6% dividend increase for 2012 Represents 40 th consecutive annual increase $2.96 per share *Declared dividends per share divided by adjusted basic earnings per share from continuing operations. 19

20 Share Repurchases Share Repurchases ($ Billion) Shares Outstanding (Millions) $2.8 $9.3 billion in total % $1.6 $1.5 $1.2 $0.8 $0.6 $0.8 $ Year-end March Excess cash flow for share repurchases Strong track record of reducing share count 2012 plan: $900 million to $1.1 billion 20

21 Shareholder Returns Versus S&P 500* 1-Year 3-Year 5-Year 10-Year 75% 72% 58% 49% 21% 37% 3% -2% KMB S&P500 KMB S&P500 KMB S&P500 KMB S&P500 *Total Shareholder Returns through 5/24/12 assumes reinvestment of dividends. 21

22 Summary Well-positioned to deliver on 2012 targets Investing for sustainable, long-term growth Leveraging financial discipline and shareholder-friendly capital allocation Confident GBP will lead to improved shareholder value 22

23 Reminders Forward-Looking Information Certain matters in this presentation, including our 2012 outlook, expectations and planning assumptions, constitute forward-looking statements and are based upon management s expectations and beliefs concerning future events impacting the company. 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 speak only as of the date they were made, and we undertake no obligation to publicly update them. For a description of certain 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, 2011 entitled Risk Factors. Non-GAAP Financial Measures In our presentation, we refer to certain non-gaap financial measures, including adjusted earnings per share, adjusted ROIC, organic net sales, adjusted operating profit, adjusted operating margin and adjusted dividend payout. 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, see the supplemental information posted to the Investors section of our website ( 23

24 Q&A Session Essentials for a Better Life

25 Sanford C. Bernstein Strategic Decisions Conference May 31, 2012 Essentials for a Better Life