Investor Presentation March 2019 (c) 2019 PulteGroup 1 - - PowerPoint PPT Presentation

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Investor Presentation March 2019 (c) 2019 PulteGroup 1 - - PowerPoint PPT Presentation

Investor Presentation March 2019 (c) 2019 PulteGroup 1 Forward-Looking Statements This presentation includes "forward-looking statements." These statements are subject to a number of risks, uncertainties and other factors that could


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Investor Presentation

March 2019

(c) 2019 PulteGroup 1

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Forward-Looking Statements

This presentation includes "forward-looking statements." These statements are subject to a number of risks, uncertainties and other factors that could cause our actual results, performance, prospects or opportunities, as well as those of the markets we serve or intend to serve, to differ materially from those expressed in, or implied by, these statements. You can identify these statements by the fact that they do not relate to matters of a strictly factual or historical nature and generally discuss or relate to forecasts, estimates or other expectations regarding future events. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “plan,” “project,” “may,” “can,” “could,” “might,” "should", “will” and similar expressions identify forward-looking statements, including statements related to any impairment charge and the impacts or effects thereof, expected operating and performing results, planned transactions, planned objectives of management, future developments or conditions in the industries in which we participate and other trends, developments and uncertainties that may affect our business in the future. Such risks, uncertainties and other factors include, among other things: interest rate changes and the availability of mortgage financing; competition within the industries in which we operate; the availability and cost of land and other raw materials used by us in our homebuilding operations; the impact of any changes to our strategy in responding to the cyclical nature of the industry, including any changes regarding our land positions and the levels of our land spend; the availability and cost of insurance covering risks associated with

  • ur businesses; shortages and the cost of labor; weather related slowdowns; slow growth initiatives and/or local building moratoria;

governmental regulation directed at or affecting the housing market, the homebuilding industry or construction activities; uncertainty in the mortgage lending industry, including revisions to underwriting standards and repurchase requirements associated with the sale of mortgage loans; the interpretation of or changes to tax, labor and environmental laws, including, but not limited to the Tax Cuts and Jobs Act which could have a greater impact on our effective tax rate or the value of our deferred tax assets than we anticipate; economic changes nationally

  • r in our local markets, including inflation, deflation, changes in consumer confidence and preferences and the state of the market for homes

in general; legal or regulatory proceedings or claims; our ability to generate sufficient cash flow in order to successfully implement our capital allocation priorities; required accounting changes; terrorist acts and other acts of war; and other factors of national, regional and global scale, including those of a political, economic, business and competitive nature. See PulteGroup's Annual Report on Form 10-K for the fiscal year ended December 31, 2018, and other public filings with the Securities and Exchange Commission (the "SEC") for a further discussion of these and other risks and uncertainties applicable to our businesses. PulteGroup undertakes no duty to update any forward-looking statement, whether as a result of new information, future events or changes in PulteGroup's expectations.

2 (c) 2019 PulteGroup

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(c) 2019 PulteGroup 3

Strong Business Platform Executing our Playbook Assessing Macro Conditions Conclusion

Agenda

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Strong Business Platform

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17,196 17,127 19,951 21,052 23,107

5,000 10,000 15,000 20,000 25,000 2014 2015 2016 2017 2018

Building on a Legacy of Success

The nation’s 3rd largest builder Delivered ~725,000 homes since founding in 1950 Selling many of the industry’s best known brands: Pulte, Centex and Del Webb Over 5,000 employees working in 45 markets across 25 states

Closings

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Northeast 7% Southeast 18% Florida 21% Midwest 16% Texas 18% West 20%

2018 Closings

Northeast 8% Southeast 18% Florida 19% Midwest 15% Texas 13% West 27%

2018 Revenues 2018 Owned Lots

Northeast 6% Southeast 19% Florida 23% Midwest 15% Texas 17% West 20%

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With a Diversified Business Platform

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And an Unmatched Ability to Serve All Demographics

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2018 Closings by Price

Under $250K 12% $250K - $299K 14% $300k - $399K 30% $400K - $499K 19% $500K & above 25%

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A Strong Corporate Ethic

Gallup survey ranks Company’s culture among the top 5%

  • f companies worldwide

Proven commitment to construction quality and buyer experience PHM stock a component of the Dow Jones Sustainability Index Serving our nation’s wounded veterans through our Built to Honor Program

  • Over 50 mortgage-free homes donated to veterans and their families

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And an Independent, Experienced & Diverse Board

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Brian Anderson* Former CFO, OfficeMax (2005) Richard Dreiling* Former Chairman and CEO, Dollar General (2015) Bryce Blair* Former Chairman and CEO, AvalonBay Communities (2011) Thomas Folliard* Former Chairman, CarMax (2012) Cheryl Grise* Former EVP, Northeast Utilities (2008) Ryan Marshall President & CEO, PulteGroup (2016) Andre Hawaux* Former EVP & COO, Dick’s Sporting Goods (2013) John Peshkin* Founder & Managing Partner, Vanguard Land, former North American CEO & Pres.Taylor Woodrow plc. (2016) Scott Powers* Former President & CEO, State Street Global Advisors (2016) Lila Snyder* EVP & President, Commerce Services, Pitney Bowes (2018) William Pulte* CEO, Pulte Capital Partners (2016)

* Independent Director

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Executing Our Playbook

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Disciplined Land Investment

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Building a More Efficient Land Pipeline

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1 2 3 4 5 6 7 8 25,000 50,000 75,000 100,000 125,000 150,000 175,000 2014 2015 2016 2017 2018

Owned Optioned Years Owned 40% 37%

Lots Under Control

10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000

Years of Owned Lots 3.1 10+ First Time Move Up Active Adult Del Webb Legacy*

Breakdown of Owned Lot Pipeline

(as of 12/31/18)

* Multi‐thousand unit Del Webb communities established prior to 2005. 26% 31% 31% 74% 69% 69% 63% 60%

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That is Balanced Across Buyer Groups

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28% 29% 31% 33% 34% 35% 33% 32% 38% 36% 35% 35%

0% 5% 10% 15% 20% 25% 30% 35% 40%

2015 2016 2017 2018

First Time Move Up Active Adult

Lots Under Control by Buyer Group

Core of business remains serving move-up buyers

  • Ability to spend on options and lot

premiums

Aging of millennial generation supporting demand among first- time buyers Absorption paces within existing active adult communities can ramp dramatically higher in response to increased demand

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Enhancing Operational Excellence

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By Focusing on Key Performance Drivers

Delivering superior build quality Production efficiency

  • Commonly managed plans
  • Value engineering and should costing
  • Strategic pricing

Local market scale

  • Unit volume/scale
  • Relative market share (RMS)
  • Market share (absolute)
  • Builder ranking

Actively assessing opportunities for offsite manufacturing

  • Early stages of what will be a long-term initiative

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Percent of Closings from Common Plans

20% 43% 58% 67% 77% 81%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

2013 2014 2015 2016 2017 2018

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And Maintaining Successful Business Practices

Intelligently invest in the business through high-returning projects

  • Target smaller, faster turning projects to improve

returns and lower market risk

  • Focus on better located land positions
  • Increase use of lot options to improve returns

and/or lower market risk

Remain diversified across markets and balanced across buyer groups

  • Land pipeline can support market share expansion

among entry-level/first-time buyers

Emphasize build-to-order production

  • Allows consumer to select more higher-margin
  • ptions and lot premiums
  • Strategic use of specs to support consistent build

cadence

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0.82 0.83 0.87 0.98

0.5 0.6 0.7 0.8 0.9 1.0 2015 2016 2017 2018

Inventory Turnover

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That Can Deliver Increased Cash Flows

2018 cash flow from operations of $1.4 billion Expanding use of lot options to support greater capital efficiency

  • Expect to maintain recent land spend levels
  • Increasing development spend which

recycles faster than acquisition dollars

Potential for excess cash to be returned to shareholders through sustained repurchase activities

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$246 $434 $600 $910 $295 $76 $116 $125 $113 $104 $0 $200 $400 $600 $800 $1,000 $1,200 2014 2015 2016 2017 2018 Share Repurchases ($ millions) Dividends ($ millions)

Systematic Return of Capital

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And Consistent Capital Allocation

Invest in the business, including M&A when appropriate

  • Over $10 billion invested 2015 to 2018

Advance a sound dividend policy

  • Per share payout has more than doubled since reinstating the dividend

in 2013

Return excess capital through share repurchases

  • Bought in over 30% of common stock

Other use of cash includes potential to pay down debt

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Assessing Macro Conditions

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New Home Sales Remain Below Historic Average

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NEW HOME SALES (000)

200 400 600 800 1,000 1,200 1,400 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 TTM 11/18 50 Year Average

Source: U.S. Census Bureau

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With a Healthy Inventory of New Homes

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Months Supply of New Home Inventory

2 4 6 8 10 12 14 16 1963 1968 1973 1978 1983 1988 1993 1998 2003 2008 2013 2018

6 months of supply typically viewed as a healthy market

Source: U.S. Census Bureau

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A Supportive Mortgage Market

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0.0 2.0 4.0 6.0 8.0 10.0 12.0 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19

15 Year FRM (%) 30 Year FRM (%)

Mortgage Rates

Source: MBA

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Great Employment Numbers

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95 100 105 110 115 120 125 130 135 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18

Unemployment rate Number of employees (M)

$650 $675 $700 $725 $750 $775 $800 $825 $850 $875 $900 $925 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 Qtr1 Qtr2 Qtr3 Qtr4

Median Weekly Earnings

Source: U.S. Bureau of Labor Statistics

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And Powerful Demographic Drivers

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Births (thousands)

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 1952 1964 1976 1988 2000 2012 20,000 40,000 60,000 80,000 100,000 Boomers Gen X Millennials Gen Z

Population by Generation (thousands)

Baby Boomers Gen X Millennials Gen Z

Source: U.S. Census Bureau

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But Dynamics Need Watching

New Home vs. Resale Price Mortgage Rate Volatility

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$150,000 $170,000 $190,000 $210,000 $230,000 $250,000 $270,000 $290,000 $310,000 $330,000 $350,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Median New Price (NSA, 12mo ave) Median Single Family Price (NSA, 12mo ave)

Sources: NAR; U.S. Census Bureau; John Burns Real Estate Consulting, LLC (Data: Nov-18, updated quarterly†)

3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8 5.0 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 15 Year FRM (%) 30 Year FRM (%)

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As Markets Adjust

Home price appreciation has

  • utpaced wages for several years
  • Rise in mortgage rates in 2018 stretched

affordability in many markets

Market working to find new equilibrium within positive macro environment Continue a balanced approach toward managing the business

  • Invest with a focus on shorter duration

projects and increased optionality

  • Take advantage of opportunities to

improve competitive position within markets and buyer groups Home Value Growth vs. Income Growth

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  • 12%
  • 8%
  • 4%

0% 4% 8% 12% 16%

1982 1986 1990 1994 1998 2002 2006 2010 2014 2018

Burns Home Value Index YOY % Income YOY %

Sources: John Burns Real Estate Consulting, LLC; Census Bureau; Moody's Analytics (Data: Jan-

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Summary

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Working to Deliver High Returns Over the Housing Cycle

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Creating Long-term Shareholder Value

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Invest in high-returning, shorter duration land positions Maintain disciplined business practices Improve asset efficiency to increase inventory turns and enhance cash flow Appropriately allocate cash flow consistent with stated priorities: invest in the business, dividends, share repurchase and debt reduction Focus on the customer: deliver superior build quality and home buying experience