Sidoti doti In Inaug augural ural Virtual rtual Microcap icrocap Co Conference nference Sa Sandra a Ha Harris, is, Ch Chief f Fi Financ ncia ial l Of Offic icer June e 30, 2020 2020
Forward Looking Statement We are making some forward looking statements today that use words like “outlook” or “target” or similar predictive words. Such forward looking statements involve risks and uncertainties detailed in our recent periodic reports as filed in accordance with the Securities and Exchange Act of 1934. These risks and uncertainties may cause actual results to differ materially from our statements today. Non-GAAP Financial Measures: The Company has utilized non-GAAP financial measures in this release, which are provided to assist readers' understanding of the Company's results of operations. These amounts exclude certain items that at times materially impact the comparability of the Company's results of operations. The adjusted information is intended to be indicative of the Company's primary operations, and to assist readers in evaluating performance and analyzing trends across periods by providing what the Company believes is a useful measure for predictive purposes. These results should be considered in addition to, not as a substitute for, results reported in accordance with GAAP. The non-GAAP financial measures include comparisons related to profit and exclude: • gains from the sale of property, plant and equipment and other real estate related operations • insurance settlement gains or significant charges related to casualty losses caused by significant weather events, fires or similar circumstances • exit or disposal cost obligations related to rationalizing supply chain operations and other re- engineering activities performed to wind-down or significantly restructure businesses, including cumulative translation adjustments recognized in income upon liquidation of operations in a country, asset sales or fixed asset impairments, inventory obsolescence and other operating losses incurred in conjunction with such activities • certain asset retirement obligations • pension settlements • significant discrete impacts of new tax laws upon adoption, including the impact on cumulative deferred taxes from items previously recorded as cumulative translation adjustments • amortization of definite-lived intangible assets • non-cash impairment charges related to the carrying value of acquired intangible assets and goodwill • infrequent costs incurred in connection with a change in capital structure • the impact from hyper-inflationary economies on net monetary assets and other balance sheet positions that impact near term income • non-recurring costs associated with the turnaround plan Visit www ww.tupperwarebrands. s.com
Who is Tupperware? Invented the Food Storage Category Iconic Global Brand Headquart quarters ers Orlando, FL Ticker er NYSE: TUP 2019 9 Revenue nue $1.8 Billion Active ive Sales es Force 500k Worldwide 3
Tupperware Brands Purpose Our Why Our How Every day we nurture a better future Through an obsession with Our What designing innovative, functional and environmentally responsible products Our Values Lifetime-use products people love and trust We do what’s right We succeed as a team We always improve 4
Investment Thesis Contem empori porizing ing a leading ding hous usehold ehold name e to become ome a global bal leader der in sustai tainable nable cons nsum umer er solutions utions through gh produc uct innov ovation, ation, operati ationa onal efficiencies iencies, , and an experi erienced enced direc ect selli ling ng-manag managem ement ent team. m. Iconic nic Brand An iconic global brand with a long history and significant name recognition that consumers have • trusted in their homes for over seven decades across the globe Turnar around ound Plan n Underway way New Management Team and Organizational Structure • • Rightsizing the Company’s cost structure • New Capital Allocation policy – enhance liquidity • Repositioning the Company with a realistic growth strategy grounded in industry-leading products Ou Our Gr Growth Strategy tegy • Digital Enhancement • Innovation • Increased Access Points • Sales force Simplification 5
Tu Turn rnar around ound Pl Plan an 6
New Management Team Leading the Turnaround • Deep direct t selling lling exper erienc ience Proven turnar around ound succes ess • • Strong combi binat natio ion n of institu itutio ional nal Richard P. Goudis Miguel el Fernandez knowl wledge edge and outside ide perspec pective tive Executiv tive Vice Preside dent t and C Chief ef • Front-end and Back-end Focus Chair Executiv tive e Offi ficer Shar ared ed sens nse e of urgenc ncy to • implement turnaround Sandra Harris Willia lliam J. Wright Beatriz Diaz de la Need Chief f Financial ial Chief f Operatin ting g Fuente • Majority of new management with Offic ficer Offic ficer Chief f Human photo Resources Offic ficer less then n one-year ear tenure re Patricio io Cuesta Luis Vazquez Hector Lezama Marco Brandolini ini Preside dent, , Senior Vice Senior Vice Vice e President, t, Commercial ial, , Preside dent, t, Sales es Preside dent, t, Commercial ial for Worldwid wide & Marketin ting Expansio ion & Europe, the Middl dle Turnaround d Markets ts East and Africa 7
Significant Cost Savings & Improved Liquidity Saving ings Ba Balance Sh Sheet t Impro provement vement • Cash preservation through dividend and $150M M in FY FY 2020 0 share repurchase suspension Net cost t saving ngs includ uding ing: →Organizational redesign/staff Q1 - Amended Consolidated Leverage Ratio • reduction in Credit Agreement →Sourcing and procurement • Q2 – Retirement of $97.4 Million of Senior Notes through Cash Tender Offers • Q3 – Exploring potential bond exchange $50M M of cash transaction to solve for maturities of Senior Notes due June 2021 to achieve cost savings Over $100M expected in real estate sales in • 2020 8
Pivot to a New Growth Strategy • Pivot from ‘distributor push’ to ‘ consumer mer pull and distrib ributo utor r push ’ • Expand into new product uct catego gori ries es & push consumer permission • Segment t branding ing & pricing ing: good, better, best to appeal to a Key broad consumer base Init In itiati iatives ves Align n product uct develo lopmen ment t effo fort rts s to address the needs of • consumers socio sub segments (A-D) • Expand distri tribu butio tion n and access ss points License nse the Tupperware brand • • Fix the core e direct ct selling ng business ness with proven methods 9
Sales Force Today vs. Tomorrow Embrace change to grow the business… Future ure 20 Years rs of Disru ruptio tion His istorical ical 1. 1. Influe luencer ncer 1. 1. Orga ganize nize a p party 2. 2. Dig igit itally lly marketin keting 2. 2. Share brochure hure 3. 3. E-busin ines ess s pla latform orm 3. 3. Demonst stration ation - Order der 4. 4. Capture ure order er - Payment nt 5. 5. Order der - Customer omer support 6. 6. Pic ick, Pack & S Ship ip 4. 4. Last-mile ile dis istrib ribution ution 7. 7. Colle llect 5. 5. Brand ambassa ssador dor 6. 6. Service/C ice/Cust stomize omize 10 10
Tupperware – Providing Solutions 11 11
Consumer Solutions From the beginning, we have provided, durable, ble, reusa sable le plast stic ic in the home design igned ed for r optim imal al food d stor orage age and conse serv rvation ation. 12 12
Sustainability Our history is rooted in our our produc ucts s to make an impact ct on the world around us. 13 13
Tupperware Brands Our Why Our How Every day we nurture a better future Through an obsession with designing innovative, functional Our What and environmentally responsible products Lifetime-use products people love and trust 14 14
For more information, contact: Jane Garrard, Vice President, Investor Relations 407.826.4475 janegarrard@tupperware.com
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