Kimberly-Clark will focus on growing its 12 powerhouse brands which have been driving 80 per cent of the company’s net sales in five categories as part of its newly launched operating model.
These categories include baby and child care, feminine care, adult care, family care, and professional.
In addition, the company will modernise its supply chain through technology and data analytics to generate more than $3 billion in gross productivity and $500 million in working capital savings.
The firm will also reorganise its operations into three business segments namely North America, international personal care, and international family care and professional.
“We are building on the consumer centricity and commercial advantages we’ve established by moving to a more agile and focused operating structure that we are confident will help accelerate our proprietary pipeline of innovation in right-to-win spaces and improve our growth trajectory, profitability, and returns on investment,” Kimberly-Clark chairman and CEO Mike Hsu said.
Meanwhile, the company said it will strive to increase the use of more sustainable materials such as alternative fibre options to achieve a 100 per cent natural forest free portfolio.
“Sustainability is a critical component of the Kimberly-Clark innovation strategy, and we are proud to announce our ambition to be 100 per cent natural forest free in all our products and to be more than midway to this goal by 2030,” Hsu said.
For this year, Kimberly-Clark forecasts a low-to-mid single-digit percentage increase in organic net sales, reflecting the negative impacts of currency translation and the Brazil tissue divestment.
Kimberly-Clark’s portfolio of brands includes Huggies, Kleenex, Scott, Kotex, Cottonelle, Poise, Depend, Andrex, Pull-Ups, GoodNites, Intimus, Plenitud, Sweety, Softex, Viva and Wypall.
