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Newell Rubbermaid Appoints Nate Young VP of Global Innovation
Significant addition to in-house capabilities will advance ideation and strengthen company's innovation pipeline
PR NewswirePress Release: Newell Rubbermaid – 4 hours ago
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ATLANTA, Sept. 19, 2013 /PRNewswire/ -- Newell Rubbermaid (NWL) today announced the appointment of Nate Young to the newly created position of Vice President of Global Innovation, where he will be responsible for energizing the company's innovation funnel.
(Photo: http://photos.prnewswire.com/prnh/20130919/CL82742 )
Young brings 30 years of experience and a proven track record of leading innovation at large, complex organizations. Most recently, he was president of the NewNorth Center for Design in Business, a nonprofit, hybrid education and business institution based in Holland, Mich. Previously, Young was Executive VP and Chief Academic Officer at Art Center College of Design in Pasadena, Calif., working with leading innovation-driven companies like Disney, Nike and NTT DoCoMo. Young is also the founder of TWISThink, a Michigan-based product design and development firm.
"Nate has already been intimately involved with Newell Rubbermaid, having led a successful series of innovation workshops for our business segments that generated hundreds of promising ideas," said Chuck Jones, Newell Rubbermaid's Chief Design and R&D Officer. "His familiarity with our Growth Game Plan and unique, diverse and rich experience across the corporate, consulting and education sectors make him the ideal candidate to lead our innovation efforts."
Young will work closely with Newell Rubbermaid's Marketing and Design/R&D organizations globally to advance ideation and help shape the company's organic innovation platform across all segments and businesses. He will also develop the company's open innovation strategy, which involves building a network of inventor, university and corporate innovation communities.
Young will report to Jones and will be based in the company's new state-of-the-art Design Center which is under construction in Kalamazoo, Mich.
About Newell Rubbermaid
Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with 2012 sales of approximately $5.6 billion and a strong portfolio of leading brands, including Sharpie®, Paper Mate®, Rubbermaid Commercial Products®, Irwin®, Lenox®, Parker®, Waterman®, Rubbermaid®, Levolor®, Calphalon®, Goody®, Graco®, Aprica® and Dymo®. As part of the company's Growth Game Plan, Newell Rubbermaid is making sharper portfolio choices and investing in new marketing and innovation to accelerate performance.
This press release and additional information about Newell Rubbermaid are available on the company's Web site, www.newellrubbermaid.com.
Newell Rubbermaid Completes Sale of Hardware Business To Nova Capital
Business WirePress Release: Newell Rubbermaid Inc. – Wed, Sep 11, 2013 8:30 AM EDT..
Newell Rubbermaid Inc. (NWL) today announced it has closed the sale of its Hardware business, which includes the Amerock®, Ashland®, Bulldog® and Shur-Line® brands, to Nova Capital, a specialist acquirer of corporate and private equity portfolios. The transaction was first announced Aug. 9.
The transaction provides Newell Rubbermaid with a more cohesive and focused portfolio of brands in five core business segments. As previously announced, gross proceeds from the transaction were $214 million, which includes the retention of accounts receivable. The company will receive after-tax cash proceeds of approximately $175 million.
About Newell Rubbermaid
Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with 2012 sales of approximately $5.6 billion and a strong portfolio of leading brands, including Sharpie®, Paper Mate®, Rubbermaid Commercial Products®, Irwin®, Lenox®, Parker®, Waterman®, Rubbermaid®, Levolor®, Calphalon®, Goody®, Graco®, Aprica® and Dymo®. As part of the company’s Growth Game Plan, Newell Rubbermaid is making sharper portfolio choices and investing in new marketing and innovation to accelerate performance.
This press release and additional information about Newell Rubbermaid are available on the company’s Web site, www.newellrubbermaid.com.
Forward-Looking and Cautionary Statements
This news release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 as contained in Section 27A of the Securities Act of 1933 and Section 21E of the Securities Act of 1934 that reflect management’s current views and estimates regarding future market conditions, company performance and financial results, business prospects, new strategies, the competitive environment and other events. You can identify these statements by the fact that they use words such as ‘anticipate,” “believe,” “assume,” “estimate,” “expect,” “intend,” “project,” ”guidance,” “plan,” “outlook,” and other words and terms of similar meaning. Factors that could cause such differences include: assumptions regarding the anticipated proceeds resulting from the transaction; and other risks and uncertainties including those detailed from time to time in the company’s periodic reports (whether under the caption Risk Factors or Forward-looking Statements or elsewhere). The company assumes no obligations to revise or update any forward-looking statement, except as otherwise required by law.
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Contact:.
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Newell Rubbermaid Inc.
Nancy O’Donnell, +1-770-418-7723
Vice President, Investor Relations
or
David Doolittle, +1-770-418-7519
Vice President, Global Communications
I'm not complaining, DA, it's just that this market is spooking me and some very good stocks such at Newell. This is a solid company and I look forward to riding this for 17% back to the 52-week high.
Trueheart
The drop in share price makes this a few cents over my buy-in price. Funny how things work out.
Trueheart
Share price at approx $25.40 at 11AM with a LOD of $25.32 so far.
Trueheart
You are very kind. Sometimes they work out better than others. With the NWL chart, it was merely drawing lines at the top of the candles and pasting that to the bottom of the lows, creating a parallel channel. It just happened to coincide with extremely oversold conditions and a major moving average like the 200 dma. A good technical combination like that is rare to find. When you mentioned that the fundamentals were still solid, that made it an even safer play. If there ever is such a thing as a safer play? lol
You're more than welcome, *D*A*. That was a marvelous analysis on your part. Your tools are sharp!
Trueheart
The share price bounced off the low of $24.74 and is back on its way up. Good call by *D*.
Trueheart
The share price broke through an important trend line at $26.50, and has bee trading down in the last month.
Trueheart
Newell Rubbermaid Reports Solid First Quarter 2013 Results
• Core Sales Growth of 2.5% (adjusted for 2012 SAP-related timing shift)
• Normalized EPS of $0.35, 9.4% ahead of Prior Year Quarter
• Reported Sales Decline of 0.8%; Reported EPS of $0.19
• Announces Plan to Divest Non-Strategic Businesses
Newell Rubbermaid (NWL) today announced solid first quarter 2013 results.
“We’ve had a good start to the year and made further progress driving the Growth Game Plan into action,” said President and Chief Executive Officer Michael Polk. “Underlying financial results on our continuing business were solid, with particularly strong performances from our Commercial Products, Tools and Baby & Parenting operating segments. Core sales grew 2.5 percent when adjusted for last year’s European SAP-related timing shift and normalized EPS grew 9.4 percent to $0.35.”
Polk added, “The Growth Game Plan calls for a sharper set of portfolio choices to prioritize those businesses that have the greatest right to win. In that context, we have taken steps to strengthen our portfolio by initiating a process to sell our Hardware and Teach Platform businesses which together represented 2012 net sales of slightly more than $300 million. These are good businesses run by talented people but they do not fit with our strategy. The divestiture of these businesses will help to create a faster growing, higher margin and more focused portfolio, enabling us to drive accelerated performance.”
First Quarter Executive Summary
(Information presented for both current and prior year periods in this release has been restated to reflect discontinued operations classification for the company’s Hardware and Teach Platform businesses.)
• First quarter 2013 net sales were $1.24 billion, a 0.8 percent decline versus prior year results.
• Core sales, which exclude the impact of changes in foreign currency translation, grew 0.2 percent, or 2.5 percent when adjusted for the 2012 timing shift of approximately $28 million in sales from the second quarter to the first quarter related to the company’s European SAP conversion in 2012.
• Normalized operating margin declined 40 basis points, compared with prior year results that included an 80 basis point favorable impact from the 2012 European SAP-related timing shift. Reported operating margin declined 200 basis points, due largely to increased restructuring costs and the mix impact of the European SAP-related timing shift.
• Normalized diluted earnings per share were $0.35, a year-over-year increase of 9.4 percent due to a more favorable tax rate, lower interest expense and improved operating performance, partially offset by a comparison with prior year results that included a $0.03 benefit from the European SAP-related sales timing shift.
• Reported diluted earnings per share were $0.19 compared with $0.27 in the year-ago period, due largely to increased restructuring costs, a loss from discontinued operations, and a loss relating to the currency devaluation in Venezuela.
• Operating cash flow was a use of $123.1 million, as compared with a use of $47.4 million in the prior year, largely due to an incremental voluntary $75 million pension contribution.
• The company returned $78.3 million to shareholders through a dividend payout of $44.5 million and the repurchase of 1.4 million shares at a cost of $33.8 million.
• The company’s Hardware and Teach Platform businesses (comprising the Bulldog®, Shurline®, Ashland® and Amerock® brands, the drapery hardware business, and Mimio®) have been classified as discontinued operations.
• The company’s 2013 guidance is core sales growth in a range from 2 to 4 percent, normalized operating margin improvement of up to 20 basis points, normalized earnings per share of $1.78 to $1.84 and operating cash flow of $575 to $625 million.
Newell Rubbermaid To Webcast First Quarter 2013 Earnings Results
Press Release: Newell Rubbermaid Inc. – 5 hours ago.. .
ATLANTA--(BUSINESS WIRE)--
Newell Rubbermaid (NWL) today announced its first quarter 2013 earnings results will be released Friday, May 3, prior to market open and will be followed by a live webcast at 8:30 a.m. ET. To listen to the webcast, please visit Events & Presentations in the Investor Relations section of Newell Rubbermaid’s Web site at www.newellrubbermaid.com. The live webcast will be recorded and made available for replay.
About Newell Rubbermaid
Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with 2012 sales of approximately $5.9 billion and a strong portfolio of leading brands, including Rubbermaid®, Sharpie®, Graco®, Calphalon®, Irwin®, Lenox®, Levolor®, Paper Mate®, Dymo®, Waterman®, Parker®, Goody®, Rubbermaid Commercial Products® and Aprica®.
This press release and additional information about Newell Rubbermaid are available on the company’s Web site, www.newellrubbermaid.com.
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Contact:.
.
Newell Rubbermaid Inc.
Nancy O’Donnell, +1 (770) 418-7723
Vice President, Investor Relations
or
David Doolittle, +1 (770) 418-7519
Vice President, Corporate Communications
Here is their fearless leader of Newell. The Economist that earned an MBA and then tried a 14 billion mega merger after gaining De facto control of The Church of Jesus Christ of Latter-Day Saints at the close of the Sixth Seal.
http://en.wikipedia.org/wiki/Daniel_C._Ferguson
The "Son of Perdition" interviewed
Newell and Rubbermaid Corporation: The Critical Decisions That Make or Break the Deal
The top deal makers focus on four key imperatives that make or break the deal, and they are disciplined in their decision making. Kellogg's purchase of Keebler shows how discipline can put an acquisition on the right track and keep it there. Newell's 1999 acquisition of Rubbermaid Corporation reveals the high cost of weak discipline.
When Newell's top managers approached their counterparts at Rubbermaid in 1999 about the possibility of a merger, it looked like a deal from heaven. Newell had a 30-year track record of building shareholder value through successful acquisitions of companies like Levelor blinds, Sharpie pens, and Calphalon cookware. Rubbermaid, which had recently topped Fortune's list of the most admired U.S. companies, was a true blue-chip firm. With its long record of innovation and smart brand marketing, it was very profitable and growing quickly.
Because Newell and Rubbermaid both sold household products through essentially the same sales channels, the cost synergies from the combination loomed large. Newell expected to reap the benefits of Rubbermaid's high-margin branded products-a range of low-tech plastic items, from laundry baskets to Little Tikes toys-while fixing a number of weak links in its supply-chain management.
Rubbermaid's executives were encouraging: As long as the deal could be done quickly, they said, they'd give Newell an exclusive right to acquire their company. Eager to seize the opportunity, Newell rushed to complete the $5.8 billion megamerger-a deal ten times larger than any it had done before.
But the deal from heaven turned out, to use BusinessWeek's phrase, to be the "merger from hell." Instead of lifting Newell to a new level of growth, the acquisition dragged the company down. In 2002, Newell wrote off $500 million in goodwill, leading its former CEO and chairman Daniel Ferguson to admit, "We paid too much." By that time, Newell shareholders had lost 50% of their value; Rubbermaid shareholders had lost 35%.
The failure can be traced to errors at each of the key decisions:
How not to pick a target? Newell knew its growth strategy required a big acquisition-its prospects for organic growth from existing products were limited. With the Rubbermaid deal, it thought it was building scale and gaining a strong brand-just what it needed to go toe-to-toe with buyers at the big discount chains like Wal-Mart and Target. But at a deeper level, the deal did not fit. While Rubbermaid and Newell were both selling a lot of household basics to the same customers, the two companies had fundamentally different bases of competition. Rubbermaid competed on the basis of innovation and brand, whereas Newell competed on the basis of low-cost production. Their production processes and costs were different; their value propositions were different. They were actually in very different businesses, and Rubbermaid's strategy wasn't going to work for the markets that Newell was relying on.
Which deals smell bad? Although Newell had made many modest acquisitions over the years, the Rubbermaid deal was something entirely different. Neither minnow nor fish, Rubbermaid was a whale-ten times the size of the largest acquisition Newell had previously attempted. Rubbermaid had also worked hard, within legal bounds, to make its business look a whole lot prettier than it really was.
By agreeing to complete such a vast deal after only three weeks of due diligence, Newell doomed itself to a cursory examination of Rubbermaid, one that provided no time to ask, never mind answer, critical questions about the health of Rubbermaid's business. The reality was that beneath Rubbermaid's well-polished exterior, there was a raft of problems, from extensive price discounting for wholesalers to poor customer service to weak management. As a result, Newell never arrived at a clear sense of what the company was really worth. Recalls Ferguson: "We should have paid $31 a share, but we paid $38."
A case of overintegration? Newell took an undisciplined, broad-brush approach to combining Rubbermaid's complex operations into its own. The putative investment thesis-to broaden Newell's scope in branded products-should have called for selective integration. Instead, Newell attempted to "Newellize" Rubbermaid, and in doing so squeezed out what little top talent was left at the acquired company. The results tell the story: Newell predicted $300 million in cost savings and $50 million in revenue increases in the first two years of the Rubbermaid merger. But when the dust settled in 2001, Rubbermaid had delivered no new sales and only $230 million in cost savings, most of it wiped out by increases in the price of polymer resins, the most important of Rubbermaid's raw materials.
What did Newell forget to do when the deal strayed? Newell, a low-cost producer of largely unbranded housewares, had to learn how to leverage a high-margin brand when it bought Rubbermaid. But it sorely underestimated this challenge. The company's warning system should have set off alarm bells: synergies failed to materialize and gaps in know-how emerged. As it turned out, however, it took years to fix the problems.
There is a silver lining to the story. Newell did ultimately learn important lessons, but getting the acquisition on track entailed jarring disruptions to the business. Says Ferguson: "We had to replace a lot of people. The guys now running Newell understand brand power and how to market it. That's a revolution. It takes a different mind-set, a different group of people." Ferguson ultimately came to see that he needed to move the company into turnaround mode, but it took a while for him to find the right person to lead the charge. He started by looking inside the company. He had retired as chairman of the board in 1997 and made his CEO, William Sovey, chairman, promoting insider John McDonough to CEO. In late 2000, less than three years later, McDonough was gone and Sovey was serving as interim CEO. In 2001, Ferguson, still a company director, began looking for help outside Newell's walls. He hired Joseph Galli, a veteran of Black & Decker, as CEO-and it was Galli's fresh perspective that began to stabilize the situation.
Newell and Rubbermaid Corporation: The Critical Decisions That Make or Break the Deal
The top deal makers focus on four key imperatives that make or break the deal, and they are disciplined in their decision making. Kellogg's purchase of Keebler shows how discipline can put an acquisition on the right track and keep it there. Newell's 1999 acquisition of Rubbermaid Corporation reveals the high cost of weak discipline.
When Newell's top managers approached their counterparts at Rubbermaid in 1999 about the possibility of a merger, it looked like a deal from heaven. Newell had a 30-year track record of building shareholder value through successful acquisitions of companies like Levelor blinds, Sharpie pens, and Calphalon cookware. Rubbermaid, which had recently topped Fortune's list of the most admired U.S. companies, was a true blue-chip firm. With its long record of innovation and smart brand marketing, it was very profitable and growing quickly.
Because Newell and Rubbermaid both sold household products through essentially the same sales channels, the cost synergies from the combination loomed large. Newell expected to reap the benefits of Rubbermaid's high-margin branded products-a range of low-tech plastic items, from laundry baskets to Little Tikes toys-while fixing a number of weak links in its supply-chain management.
Rubbermaid's executives were encouraging: As long as the deal could be done quickly, they said, they'd give Newell an exclusive right to acquire their company. Eager to seize the opportunity, Newell rushed to complete the $5.8 billion megamerger-a deal ten times larger than any it had done before.
But the deal from heaven turned out, to use BusinessWeek's phrase, to be the "merger from hell." Instead of lifting Newell to a new level of growth, the acquisition dragged the company down. In 2002, Newell wrote off $500 million in goodwill, leading its former CEO and chairman Daniel Ferguson to admit, "We paid too much." By that time, Newell shareholders had lost 50% of their value; Rubbermaid shareholders had lost 35%.
The failure can be traced to errors at each of the key decisions:
How not to pick a target? Newell knew its growth strategy required a big acquisition-its prospects for organic growth from existing products were limited. With the Rubbermaid deal, it thought it was building scale and gaining a strong brand-just what it needed to go toe-to-toe with buyers at the big discount chains like Wal-Mart and Target. But at a deeper level, the deal did not fit. While Rubbermaid and Newell were both selling a lot of household basics to the same customers, the two companies had fundamentally different bases of competition. Rubbermaid competed on the basis of innovation and brand, whereas Newell competed on the basis of low-cost production. Their production processes and costs were different; their value propositions were different. They were actually in very different businesses, and Rubbermaid's strategy wasn't going to work for the markets that Newell was relying on.
Which deals smell bad? Although Newell had made many modest acquisitions over the years, the Rubbermaid deal was something entirely different. Neither minnow nor fish, Rubbermaid was a whale-ten times the size of the largest acquisition Newell had previously attempted. Rubbermaid had also worked hard, within legal bounds, to make its business look a whole lot prettier than it really was.
By agreeing to complete such a vast deal after only three weeks of due diligence, Newell doomed itself to a cursory examination of Rubbermaid, one that provided no time to ask, never mind answer, critical questions about the health of Rubbermaid's business. The reality was that beneath Rubbermaid's well-polished exterior, there was a raft of problems, from extensive price discounting for wholesalers to poor customer service to weak management. As a result, Newell never arrived at a clear sense of what the company was really worth. Recalls Ferguson: "We should have paid $31 a share, but we paid $38."
A case of overintegration? Newell took an undisciplined, broad-brush approach to combining Rubbermaid's complex operations into its own. The putative investment thesis-to broaden Newell's scope in branded products-should have called for selective integration. Instead, Newell attempted to "Newellize" Rubbermaid, and in doing so squeezed out what little top talent was left at the acquired company. The results tell the story: Newell predicted $300 million in cost savings and $50 million in revenue increases in the first two years of the Rubbermaid merger. But when the dust settled in 2001, Rubbermaid had delivered no new sales and only $230 million in cost savings, most of it wiped out by increases in the price of polymer resins, the most important of Rubbermaid's raw materials.
What did Newell forget to do when the deal strayed? Newell, a low-cost producer of largely unbranded housewares, had to learn how to leverage a high-margin brand when it bought Rubbermaid. But it sorely underestimated this challenge. The company's warning system should have set off alarm bells: synergies failed to materialize and gaps in know-how emerged. As it turned out, however, it took years to fix the problems.
There is a silver lining to the story. Newell did ultimately learn important lessons, but getting the acquisition on track entailed jarring disruptions to the business. Says Ferguson: "We had to replace a lot of people. The guys now running Newell understand brand power and how to market it. That's a revolution. It takes a different mind-set, a different group of people." Ferguson ultimately came to see that he needed to move the company into turnaround mode, but it took a while for him to find the right person to lead the charge. He started by looking inside the company. He had retired as chairman of the board in 1997 and made his CEO, William Sovey, chairman, promoting insider John McDonough to CEO. In late 2000, less than three years later, McDonough was gone and Sovey was serving as interim CEO. In 2001, Ferguson, still a company director, began looking for help outside Newell's walls. He hired Joseph Galli, a veteran of Black & Decker, as CEO-and it was Galli's fresh perspective that began to stabilize the situation.
Sentiment: Hold
Sold out this morning at $1.80. Nice job P.T. Well done.
http://www.businesswire.com/news/home/20110623006403/en/Newell-Rubbermaid-Appoints-Michael-B.-Polk-President
I'm going to take a little nibble here. Just picked up long dated 15 calls.
I'm buying in to the theory that guidance has been lowered to give the new CEO a clean slate. I'm guessing the board will make it's move pretty soon. Hoping for a pop on that news, as the CEO question has been dragging this down for months now.
I'm calculating NWL trading at around 8 times 2012 earnings with todaay's drop in price. This puppy dog is cheap.
J.P. Morgan Chase & Co. is lowering its price target on shares of Newell Rubbermaid Inc. (NYSE: NWL) to $17.50 from $21.50, but it is keeping its Overweight rating on shares.
In a note to clients, J.P. Morgan writes, "Newell reduced guidance for Q2 and 2011 on Friday, possibly in advance of the announcement of a new CEO this week. While it seems odd that a 3-4% reduction in guidance would result in a double-digit percentage drop for a stock that was already getting pummeled, we believe it highlights the lack of confidence investors have in the business, particularly with 2H '11 numbers viewed as too high. Guidance is for earnings of $1.60-$1.67, but we are going below that guidance range. We point out that this still works out to MSD EPS growth. Despite the recent reductions in guidance, we reiterate our Overweight rating as we believe NWL is turning into a better company than in the past, which is not reflected at 8.5x our 2012 estimate."
Source: http://www.benzinga.com/analyst-ratings/analyst-color/11/06/1140139/update-j-p-morgan-lowering-price-target-on-newell-rubber#ixzz1OVSP5P3J
Looks like P&G rumors are back....
Newell Rises On Speculation P&G May Bid
http://blogs.barrons.com/stockstowatchtoday/2010/01/19/newell-rises-on-speculation-pg-may-bid/
January 19, 2010
By Eric Savitz
Newell Rubbermaid (NWL) shares are trading higher this morning on rumors that Procter & Gamble (PG) might be interested in acquiring the company. According to TheFlyOnTheWall.com, “it’s believed that the boards of both companies met earlier,” and that Newell is seeking at least $21-$22 a share.
Schaeffer’s Investment Research notes that call trading in NWL options has skyrocketed today.
Newell Rises On Speculation P&G May Bid
http://blogs.barrons.com/stockstowatchtoday/2010/01/19/newell-rises-on-speculation-pg-may-bid/
By Eric Savitz
Newell Rubbermaid (NWL) shares are trading higher this morning on rumors that Procter & Gamble (PG) might be interested in acquiring the company. According to TheFlyOnTheWall.com, “it’s believed that the boards of both companies met earlier,” and that Newell is seeking at least $21-$22 a share.
Schaeffer’s Investment Research notes that call trading in NWL options has skyrocketed today.
P&G Takeover?
http://www.bloomberg.com/apps/news?pid=20601103&sid=aaremWOxJh.Q
June 1 (Bloomberg) -- Trading of bullish Newell Rubbermaid Inc. options surged to the highest in almost three months on speculation the maker of food-storage and home products may be taken over by Procter & Gamble Co.
Almost 14,000 calls to buy the stock changed hands, 10 times the four-week average and 11 times the number of puts, which give the right to sell. The most-active contracts were June $17.50 calls, which rose 60 percent to 40 cents and accounted for more than half of all options volume for Atlanta- based Newell. Those contracts expire June 18.
“There’s an unsubstantiated rumor that Newell may be taken over by Procter & Gamble,” said Patrick Mortimer, director of options trading at Pipeline Trading Systems LLC in New Hope, Pennsylvania. “That could drive the trading in options.”
Procter & Gamble, the Cincinnati-based company that gets half of its revenue from household-care products, agreed last month to acquire closely held Natura Pet Products Inc. Newell Chief Executive Officer Mark Ketchum said in an interview today that the company may expand its cooperation with Avon Products Inc. to developing countries such as China where it doesn’t offer Rubbermaid products and Avon has salespeople. The plan was announced last week at an analyst conference in Atlanta.
Newell’s Share Gains
Newell’s stock had gained 11 percent this year before today. The shares rose as much as 5 percent today before closing unchanged at $16.66. Procter & Gamble, the world’s largest consumer products company, rose 0.1 percent to $61.16. Avon, based in New York, fell 2.4 percent to $25.86.
Rotha Penn, a spokeswoman for Procter & Gamble, said the company doesn’t comment on rumors about acquisitions or divestitures.
“Managing the product portfolio is an ongoing process,” Penn said in an e-mail. “Procter & Gamble management and the board regularly review the portfolio to ensure the businesses are capable of meeting our shareholder value creation expectations.”
David Doolittle, a Newell spokesman, declined to comment.
Newell Rubbermaid Reports Third Quarter 2009 Results
Normalized EPS of $0.38, Ahead of Guidance and Prior Year Results
Gross Margin Improved 480 Basis Points to Last Year
Full Year Normalized EPS and Cash Flow Guidance Raised
Press Release
Source: Newell Rubbermaid
On 6:30 am EDT, Wednesday October 28, 2009
Buzz up! 0 Print
Companies:Newell Rubbermaid Inc.
ATLANTA--(BUSINESS WIRE)--Newell Rubbermaid (NYSE: NWL - News) today announced third quarter 2009 financial results, including normalized earnings per share, ahead of the company’s guidance and prior year results. The company reported strong operating cash flow and gross margin improvement and increased its guidance for full year 2009 normalized EPS and operating cash flow.
Related Quotes
Symbol Price Change
NWL 14.82 0.00
{"s" : "nwl","k" : "c10,l10,p20,t10","o" : "","j" : ""} “I am pleased that we delivered third quarter earnings and cash flow ahead of guidance despite expected revenue declines stemming from sustained challenges in the economy,” said Mark Ketchum, president and chief executive officer of Newell Rubbermaid. “We are especially pleased with our gross margin improvement, which reflects continued benefits from our planned product exits as well as a more reasonable input cost environment compared with a year ago. Our successful management of costs and our ability to drive down working capital allows us to continue to make strategic SG&A investments, while raising guidance for full year normalized EPS and operating cash flow.”
Net sales declined 17.7 percent to $1.45 billion in the third quarter, compared to $1.76 billion in the prior year, in line with the company’s guidance of a decline in the high teens percent range. Core sales were down almost 10 percent, while planned product line exits and foreign currency translation reduced net sales by 6 percent and 2 percent, respectively.
Gross margin for the quarter was 37.4 percent, up 480 basis points from last year, as the positive impact from product line exits, moderating input costs and year-over-year pricing initiatives more than offset the effects of reduced manufacturing volumes.
Excluding Project Acceleration restructuring costs of $27.0 million in 2009 and $13.5 million in 2008, operating income was $192.3 million, or 13.3 percent of sales, in the third quarter 2009, compared to $180.4 million, or 10.2 percent of sales, in the prior year.
Normalized earnings, which exclude Project Acceleration restructuring costs, related impairment charges and associated tax effects, the dilutive impact in 2009 of the company’s convertible notes, and other items, were $0.38 per diluted share, ahead of the company’s guidance and compared to $0.35 per diluted share in the third quarter 2008. For the third quarter 2009, diluted earnings per share on a normalized basis excludes the impact of $0.02 per diluted share related to the conversion feature of the convertible notes issued in March 2009 and the associated hedge transactions. Other items in the third quarter 2008 include the net of tax impact of the company’s purchase of a call option with respect to its $250 million of 6.35% Reset notes due 2028 for approximately $52 million, or approximately $0.13 per diluted share, as well as a tax benefit of $3.5 million, or $0.01 per diluted share. (A reconciliation of the “as reported” results to “normalized” results is included below.)
Net income, as reported on a GAAP basis, was $85.5 million, or $0.28 per diluted share. This compares to $55.0 million, or $0.20 per diluted share, in the third quarter 2008.
The company generated operating cash flow of $327.7 million during the third quarter, ahead of the company’s guidance of $200 to $250 million. The improvement was driven by the increase in earnings and working capital management, particularly inventory. This compares to operating cash flow of $364.3 million in the prior year. Capital expenditures were $37.0 million in the third quarter, compared to $43.9 million last year.
A reconciliation of the third quarter 2009 and last year’s results is as follows:
Q3 2009 Q3 2008
Diluted earnings per share (as reported) $0.28 $0.20
Project Acceleration restructuring costs and related impairment charges, net of tax
$0.07 $0.04
Convertible notes dilution $0.02 $0.00
Other items, net of tax $0.00 $0.12
“Normalized” EPS $0.38 $0.35
Nine Months Results
Net sales for the nine months ended September 30, 2009 declined 17.2 percent to $4.16 billion, compared to $5.02 billion in the prior year. Foreign currency translation reduced net sales by 4 percent, while planned product line exits lowered net sales by 6 percent. Acquisitions increased net sales by 1 percent and core sales softness contributed the remainder of the net sales decline.
Gross margin was 36.7 percent, a 310 basis point improvement versus the prior year. The positive impact from planned product line exits, lower input costs and 2008 pricing actions more than offset the effect of reduced manufacturing volumes and unfavorable mix.
Normalized earnings, which exclude Project Acceleration restructuring costs, related impairment charges and associated tax effects, the dilutive impact in 2009 of the company’s convertible notes, and other items, were $1.04 per diluted share, compared to $1.11 per diluted share in the prior year. For the first nine months of 2009, diluted earnings per share on a normalized basis excludes the impact of $0.03 per diluted share related to the conversion feature of the convertible notes issued in March 2009 and the associated hedge transactions. Other items for the first nine months of 2009 include one-time costs of $0.01 per diluted share incurred for the early retirement of $325 million principal amount of medium-term notes and $0.01 per diluted share of other tax adjustments. Other items in the first nine months of 2008 were the same as those for the third quarter 2008. (A reconciliation of the “as reported” results to “normalized” results is included below.)
Net income, as reported on a GAAP basis, was $224.9 million, or $0.78 per diluted share. This compares to $204.4 million, or $0.73 per diluted share, in the prior year.
The company generated operating cash flow of $415.7 million during the first nine months of 2009, compared to $243.0 million in the prior year. Capital expenditures were $107.7 million, compared to $122.1 million in the prior year.
A reconciliation of the first nine months 2009 and last year’s results is as follows:
YTD Q3 2009 YTD Q3 2008
Diluted earnings per share (as reported) $0.78 $0.73
Project Acceleration restructuring costs and related impairment charges, net of tax
$0.22 $0.25
Convertible notes dilution $0.03 $0.00
Other items, net of tax $0.02 $0.12
“Normalized” EPS $1.04 $1.11
2009 Full Year Guidance
The company continues to expect net sales for the full year will be at the unfavorable end of its guidance of a 10 to 15 percent decline. Core sales are expected to decline in the high single digit percent range. Product line exits are expected to contribute 4 to 6 percent of the sales decline and foreign currency translation is expected to reduce sales by 2 percent. Acquisitions are expected to contribute about 1 percent of sales growth.
The company is raising its guidance for normalized EPS to a range of $1.27 to $1.32 per diluted share and for operating cash flow to approximately $550 million, which is net of approximately $100 million in restructuring cash payments.
2009 Fourth Quarter Guidance
The company anticipates net sales will decline 2 to 4 percent for the fourth quarter 2009. Core sales are expected to be flat to slightly negative for the fourth quarter and product line exits are projected to reduce sales another 3 to 5 percent. Foreign currency translation is expected to increase sales by approximately 2 percent. The company expects normalized earnings of $0.23 to $0.28 per diluted share and operating cash flow of approximately $135 million.
A reconciliation of the fourth quarter and full year 2009 earnings outlook is as follows:
Q4 2009 FY 2009
Diluted earnings per share $0.16 to $0.21 $0.93 to $0.98
Project Acceleration restructuring costs and related impairment charges, net of tax
$0.06 to $0.09 $0.28 to $0.31
Convertible notes dilution - $0.03
Other items, net of tax - $0.02
“Normalized” EPS $0.23 to $0.28 $1.27 to $1.32
The impacts of the other items for the full year 2009 earnings outlook include only charges incurred during the first nine months of 2009. The impact of the convertible notes dilution of $0.03 represents the dilution through the first nine months of 2009 only. No provision is made for potential dilution from the conversion feature of the convertible notes and the associated hedge transactions in the fourth quarter of 2009.
Conference Call
The company’s third quarter 2009 earnings conference call is scheduled for today, October 28, 2009, at 10:00 am ET. To listen to the webcast, use the link provided under Events & Presentations in the Investor Relations section of Newell Rubbermaid’s Web site at www.newellrubbermaid.com. The webcast will be available for replay for two weeks. A brief supporting slide presentation will be available prior to the call under Quarterly Earnings in the Investor Relations section on the company’s Web site.
Non-GAAP Financial Measures
This release contains non-GAAP financial measures within the meaning of Regulation G promulgated by the Securities and Exchange Commission. Included in this release is a reconciliation of these non-GAAP financial measures to the most directly comparable financial measures calculated in accordance with GAAP.
About Newell Rubbermaid
Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with sales of approximately $6 billion and a strong portfolio of brands, including Rubbermaid®, Sharpie®, Graco®, Calphalon®, Irwin®, Lenox®, Levolor®, Paper Mate®, Dymo®, Waterman®, Parker®, Goody®, Technical ConceptsTM and Aprica®.
This press release and additional information about Newell Rubbermaid are available on the company’s Web site, www.newellrubbermaid.com.
Caution Concerning Forward-Looking Statements
Statements in this press release that are not historical in nature constitute forward-looking statements. These forward-looking statements relate to information or assumptions about the effects of sales, income/(loss), earnings per share, operating income or gross margin improvements or declines, Project Acceleration, capital and other expenditures, cash flow, dividends, restructuring costs, costs and cost savings, inflation or deflation, particularly with respect to commodities such as oil and resin, debt ratings, and management's plans, projections and objectives for future operations and performance. These statements are accompanied by words such as "anticipate," "expect," "project," "will," "believe," "estimate" and similar expressions. Actual results could differ materially from those expressed or implied in the forward-looking statements. Important factors that could cause actual results to differ materially from those suggested by the forward-looking statements include, but are not limited to, our dependence on the strength of retail, commercial and industrial sectors of the economy in light of the global economic slowdown; currency fluctuations; competition with other manufacturers and distributors of consumer products; major retailers' strong bargaining power; changes in the prices of raw materials and sourced products and our ability to obtain raw materials and sourced products in a timely manner from suppliers; our ability to develop innovative new products and to develop, maintain and strengthen our end-user brands; our ability to expeditiously close facilities and move operations while managing foreign regulations and other impediments; our ability to implement successfully information technology solutions throughout our organization; our ability to improve productivity and streamline operations; our ability to refinance short-term debt on terms acceptable to us, particularly given the recent turmoil and uncertainty in the global credit markets; changes to our credit ratings; significant increases in the funding obligations related to our pension plans due to declining asset values or otherwise; the imposition of tax liabilities greater than our provisions for such matters; the risks inherent in our foreign operations and those factors listed in the company’s most recent quarterly report on Form 10-Q, and exhibit 99.1 thereto, filed with the Securities and Exchange Commission. Changes in such assumptions or factors could produce significantly different results. The information contained in this news release is as of the date indicated. The company assumes no obligation to update any forward-looking statements contained in this news release as a result of new information or future events or developments.
NWL-EA
Newell Rubbermaid Inc.
CONSOLIDATED STATEMENTS OF OPERATIONS (UNAUDITED)
(in millions, except per share data)
Reconciliation of "As Reported" Results to "Normalized" Results
Three Months Ended September 30,
2009 2008 (1)
YOY
As Reported Excluded Items (2) Normalized As Reported Excluded Items (3) Normalized % Change
Net sales $ 1,449.0 $ - $ 1,449.0 $ 1,760.3 $ - $ 1,760.3 (17.7 )%
Cost of products sold 906.4 - 906.4 1,185.6 - 1,185.6
GROSS MARGIN 542.6 - 542.6 574.7 - 574.7 (5.6 )%
% of sales 37.4 % 37.4 % 32.6 % 32.6 %
Selling, general &
administrative expenses 350.3 - 350.3 394.3 - 394.3 (11.2 )%
% of sales 24.2 % 24.2 % 22.4 % 22.4 %
Restructuring costs 27.0 (27.0 ) - 13.5 (13.5 ) -
OPERATING INCOME 165.3 27.0 192.3 166.9 13.5 180.4 6.6 %
% of sales 11.4 % 13.3 % 9.5 % 10.2 %
Nonoperating expenses:
Interest expense, net 35.7 - 35.7 38.8 - 38.8
Other expense, net 0.6 0.6 54.8 (52.2 ) 2.6
36.3 - 36.3 93.6 (52.2 ) 41.4 (12.3 )%
INCOME BEFORE INCOME TAXES 129.0 27.0 156.0 73.3 65.7 139.0 12.2 %
% of sales 8.9 % 10.8 % 4.2 % 7.9 %
Income taxes 43.5 6.3 49.8 17.7 21.8 39.5 26.1 %
Effective rate 33.7 % 31.9 % 24.1 % 28.4 %
NET INCOME 85.5 20.7 106.2 55.6 43.9 99.5
NET INCOME NONCONTROLLING INTERESTS - - - 0.6 - 0.6
NET INCOME CONTROLLING INTEREST $ 85.5 $ 20.7 $ 106.2 $ 55.0 $ 43.9 $ 98.9 7.4 %
% of sales 5.9 % 7.3 % 3.1 % 5.6 %
EARNINGS PER SHARE:
Basic $ 0.30 $ 0.08 $ 0.38 $ 0.20 $ 0.15 $ 0.35
Diluted $ 0.28 $ 0.10 $ 0.38 $ 0.20 $ 0.15 $ 0.35
AVERAGE SHARES OUTSTANDING:
Basic 280.8 280.8 279.9 279.9
Diluted 301.8 282.5 279.9 279.9
(1) Earnings per share in 2008 has been adjusted to give effect to the retrospective adoption of an accounting standard that requires all outstanding securities with rights to receive non-forfeitable dividends to be considered an outstanding share, without regard to whether the shares are earned in the future pursuant to vesting conditions or otherwise.
(2) Items excluded from "normalized" results for 2009 consist of $27.0 million of restructuring costs, including asset impairment charges and employee termination and other costs, and the associated tax effects, as well as the dilutive impact of the convertible notes and related hedge transactions entered into during the first quarter of 2009.
(3) Items excluded from "normalized" results for 2008 consist of $13.5 million of restructuring costs, including asset impairment charges and employee termination and other costs, and the associated tax effects, the net of tax impact of the cost to purchase a call option for $52.2 million associated with the extinguishment of $250 million of medium-term Reset notes, and one-time tax benefits of $3.5 million.
Newell Rubbermaid Inc.
CONSOLIDATED STATEMENTS OF OPERATIONS (UNAUDITED)
(in millions, except per share data)
Reconciliation of "As Reported" Results to "Normalized" Results
Nine Months Ended September 30,
2009 2008 (1) YOY
As Reported Excluded Items (2) Normalized As Reported Excluded Items (3) Normalized % Change
Net sales $ 4,157.2 $ - $ 4,157.2 $ 5,019.1 $ - $ 5,019.1 (17.2 )%
Cost of products sold 2,633.5 - 2,633.5 3,330.7 - 3,330.7
GROSS MARGIN 1,523.7 - 1,523.7 1,688.4 - 1,688.4 (9.8 )%
% of sales 36.7 % 36.7 % 33.6 % 33.6 %
Selling, general &
administrative expenses 991.1 - 991.1 1,148.2 - 1,148.2 (13.7 )%
% of sales 23.8 % 23.8 % 22.9 % 22.9 %
Restructuring costs 87.0 (87.0 ) - 101.3 (101.3 ) -
OPERATING INCOME 445.6 87.0 532.6 438.9 101.3 540.2 (1.4 )%
% of sales 10.7 % 12.8 % 8.7 % 10.8 %
Nonoperating expenses:
Interest expense, net 106.6 - 106.6 103.3 - 103.3
Other expense (income), net 2.5 (4.7 ) (2.2 ) 55.0 (52.2 ) 2.8
109.1 (4.7 ) 104.4 158.3 (52.2 ) 106.1 (1.6 )%
INCOME BEFORE INCOME TAXES 336.5 91.7 428.2 280.6 153.5 434.1 (1.4 )%
% of sales 8.1 % 10.3 % 5.6 % 8.6 %
Income taxes 111.6 23.0 134.6 74.3 49.1 123.4 9.1 %
Effective rate 33.2 % 31.4 % 26.5 % 28.4 %
INCOME FROM CONTINUING OPERATIONS 224.9 68.7 293.6 206.3 104.4 310.7 (5.5 )%
Discontinued operations, net of tax:
Net loss - - - (0.5 ) 0.5 -
NET INCOME 224.9 68.7 293.6 205.8 104.9 310.7
NET INCOME NONCONTROLLING INTERESTS - - - 1.4 - 1.4
NET INCOME CONTROLLING INTEREST $ 224.9 $ 68.7 $ 293.6 $ 204.4 $ 104.9 $ 309.3 (5.1 )%
% of sales 5.4 % 7.1 % 4.1 % 6.2 %
EARNINGS PER SHARE FROM
CONTINUING OPERATIONS:
Basic $ 0.80 $ 0.25 $ 1.05 $ 0.73 $ 0.38 $ 1.11
Diluted $ 0.78 $ 0.26 $ 1.04 $ 0.73 $ 0.38 $ 1.11
LOSS PER SHARE FROM
DISCONTINUED OPERATIONS:
Basic $ - $ - $ - $ (0.00 ) $ 0.00 $ -
Diluted $ - $ - $ - $ (0.00 ) $ 0.00 $ -
EARNINGS PER SHARE:
Basic $ 0.80 $ 0.25 $ 1.05 $ 0.73 $ 0.38 $ 1.11
Diluted $ 0.78 $ 0.26 $ 1.04 $ 0.73 $ 0.38 $ 1.11
AVERAGE SHARES OUTSTANDING:
Basic 280.7 280.7 279.8 279.8
Diluted 289.7 281.6 279.9 279.9
(1) Earnings per share in 2008 has been adjusted to give effect to the retrospective adoption of an accounting standard that requires all outstanding securities with rights to receive non-forfeitable dividends to be considered an outstanding share, without regard to whether the shares are earned in the future pursuant to vesting conditions or otherwise.
(2) Items excluded from "normalized" results for 2009 consist of $87.0 million of restructuring costs, including asset impairment charges and employee termination and other costs, and the associated tax effects, $4.7 million of debt extinguishment charges, net of tax effects, as well as the dilutive impact of the convertible notes and related hedge transactions entered into during the first quarter of 2009.
(3) Items excluded from "normalized" results for 2008 consist of $101.3 million of restructuring costs, including asset impairment charges and employee termination and other costs, and the associated tax effects, the net of tax impact of the cost to purchase a call option for $52.2 million associated with the extinguishment of $250 million of medium-term Reset notes, one-time tax benefits of $3.5 million, and a $0.5 million net loss related to discontinued operations.
Newell Rubbermaid Inc.
CONSOLIDATED BALANCE SHEETS (UNAUDITED)
(in millions)
September 30, September 30,
Assets: 2009 2008 (1)
Cash and cash equivalents $ 313.0 $ 220.6
Accounts receivable, net 943.7 1,144.8
Inventories, net 783.5 1,060.7
Deferred income taxes 128.7 129.6
Prepaid expenses and other 93.5 122.3
Total Current Assets 2,262.4 2,678.0
Property, plant and equipment, net 596.9 656.0
Deferred income taxes 20.5 -
Goodwill 2,759.4 3,034.8
Other intangible assets, net 647.7 656.8
Other assets 336.4 232.7
Total Assets $ 6,623.3 $ 7,258.3
Liabilities and Stockholders' Equity:
Accounts payable $ 454.1 $ 608.1
Accrued compensation 148.5 112.3
Other accrued liabilities 694.5 825.9
Income taxes payable - 36.1
Short-term debt 74.0 27.3
Current portion of long-term debt 560.3 542.4
Total Current Liabilities 1,931.4 2,152.1
Long-term debt 2,032.6 2,296.7
Deferred income taxes - 38.7
Other non-current liabilities 817.9 564.4
Stockholders' Equity - Parent 1,837.9 2,203.9
Stockholders' Equity - Noncontrolling Interests 3.5 2.5
Total Stockholders' Equity 1,841.4 2,206.4
Total Liabilities and Stockholders' Equity $ 6,623.3 $ 7,258.3
(1) The September 30, 2008 Consolidated Balance Sheet reflects the retrospective adoption of certain accounting pronouncements which resulted in the reclassification of $2.5 million from Other non-current liabilities to Stockholders' Equity-Noncontrolling Interests as well as a reclassification to increase Other accrued liabilities by $28.2 million with a corresponding reduction in Stockholders' Equity-Parent.
Newell Rubbermaid Inc.
CONSOLIDATED STATEMENTS OF CASH FLOW (UNAUDITED)
(in millions)
Nine Months Ended September 30,
2009 2008
Operating Activities:
Net income controlling interest $ 224.9 $ 204.4
Adjustments to reconcile net income controlling interest to net cash provided by operating activities:
Depreciation and amortization 129.6 137.5
Deferred income taxes 11.2 23.8
Non-cash restructuring costs 24.2 45.3
Loss on sale of assets 0.1 -
Stock-based compensation expense 25.9 27.5
Loss on disposal of discontinued operations - 0.5
Other 19.9 50.4
Changes in operating assets and liabilities, excluding the effects of acquisitions:
Accounts receivable 49.6 36.9
Inventories 153.7 (85.4 )
Accounts payable (87.6 ) (44.5 )
Accrued liabilities and other (135.8 ) (151.2 )
Discontinued operations - (2.2 )
Net cash provided by operating activities $ 415.7 $ 243.0
Investing Activities:
Acquisitions, net of cash acquired $ (13.2 ) $ (660.4 )
Capital expenditures (107.7 ) (122.1 )
Proceeds from sale of non-current assets 6.9 6.4
Net cash used in investing activities $ (114.0 ) $ (776.1 )
Financing Activities:
Proceeds from issuance of debt, net of debt issuance costs $ 827.3 $ 1,317.6
Proceeds from issuance of warrants 32.7 -
Purchase of call options (69.0 ) -
Payments on notes payable and debt (969.3 ) (711.0 )
Cash dividends (57.3 ) (176.1 )
Purchase of noncontrolling interests in consolidated subsidiaries (29.0 ) -
Other, net (4.4 ) (2.5 )
Net cash (used in) provided by financing activities $ (269.0 ) $ 428.0
Currency rate effect on cash and cash equivalents $ 4.9 $ (3.5 )
Increase (decrease) in cash and cash equivalents $ 37.6 $ (108.6 )
Cash and cash equivalents at beginning of period 275.4 329.2
Cash and cash equivalents at end of period $ 313.0 $ 220.6
Newell Rubbermaid Inc.
Financial Worksheet
(In Millions)
2009 2008
Reconciliation (1) Reconciliation (1) Year-over-year changes
Reported
OI Excluded
Items Normalized
OI Operating
Margin Reported
OI Excluded
Items Normalized
OI Operating
Margin Net Sales Normalized OI (2)
Net Sales Net Sales $ % $ %
Q1:
Home & Family $ 557.7 $ 60.3 $ - $ 60.3 10.8 % $ 608.2 $ 53.4 $ - $ 53.4 8.8 % $ (50.5 ) (8.3 )% $ 6.9 12.9 %
Office Products 318.2 31.1 - 31.1 9.8 % 418.3 33.9 - 33.9 8.1 % (100.1 ) (23.9 )% (2.8 ) (8.3 )%
Tools, Hardware & Commercial Products 328.0 38.0 - 38.0 11.6 % 407.2 61.0 - 61.0 15.0 % (79.2 ) (19.4 )% (23.0 ) (37.7 )%
Restructuring Costs (30.5 ) 30.5 - (18.4 ) 18.4 -
Corporate (18.1 ) - (18.1 ) (18.8 ) - (18.8 ) 0.7 3.7 %
Total $ 1,203.9 $ 80.8 $ 30.5 $ 111.3 9.2 % $ 1,433.7 $ 111.1 $ 18.4 $ 129.5 9.0 % $ (229.8 ) (16.0 )% $ (18.2 ) (14.1 )%
2009 2008
Reconciliation (1) Reconciliation (1) Year-over-year changes
Reported
OI Excluded
Items Normalized
OI Operating
Margin Reported
OI Excluded
Items Normalized
OI Operating
Margin Net Sales Normalized OI (2)
Net Sales Net Sales $ % $ %
Q2:
Home & Family $ 617.2 $ 80.4 $ - $ 80.4 13.0 % $ 717.6 $ 69.6 $ - $ 69.6 9.7 % $ (100.4 ) (14.0 )% $ 10.8 15.5 %
Office Products 496.9 99.2 - 99.2 20.0 % 609.2 101.7 - 101.7 16.7 % (112.3 ) (18.4 )% (2.5 ) (2.5 )%
Tools, Hardware & Commercial Products 390.2 67.6 - 67.6 17.3 % 498.3 80.2 - 80.2 16.1 % (108.1 ) (21.7 )% (12.6 ) (15.7 )%
Restructuring Costs (29.5 ) 29.5 - (69.4 ) 69.4 -
Corporate (18.2 ) - (18.2 ) (21.2 ) - (21.2 ) 3.0 14.2 %
Total $ 1,504.3 $ 199.5 $ 29.5 $ 229.0 15.2 % $ 1,825.1 $ 160.9 $ 69.4 $ 230.3 12.6 % $ (320.8 ) (17.6 )% $ (1.3 ) (0.6 )%
2009 2008
Reconciliation (1) Reconciliation (1) Year-over-year changes
Reported
OI Excluded
Items Normalized
OI Operating
Margin Reported
OI Excluded
Items Normalized
OI Operating
Margin Net Sales Normalized OI (2)
Net Sales Net Sales $ % $ %
Q3:
Home & Family $ 596.8 83.9 $ 83.9 14.1 % $ 712.9 $ 60.2 $ - $ 60.2 8.4 % $ (116.1 ) (16.3 )% $ 23.7 39.4 %
Office Products 448.4 53.9 53.9 12.0 % 536.0 60.3 - 60.3 11.3 % (87.6 ) (16.3 )% (6.4 ) (10.6 )%
Tools, Hardware & Commercial Products 403.8 75.3 75.3 18.6 % 511.4 81.5 - 81.5 15.9 % (107.6 ) (21.0 )% (6.2 ) (7.6 )%
Restructuring Costs (27.0 ) 27.0 - (13.5 ) 13.5 -
Corporate (20.8 ) - (20.8 ) (21.6 ) - (21.6 ) 0.8 3.7 %
Total $ 1,449.0 $ 165.3 $ 27.0 $ 192.3 13.3 % $ 1,760.3 $ 166.9 $ 13.5 $ 180.4 10.2 % $ (311.3 ) (17.7 )% $ 11.9 6.6 %
2009 2008
Reconciliation (1) Reconciliation (1) Year-over-year changes
Reported
OI Excluded
Items Normalized
OI Operating
Margin Reported
OI Excluded
Items Normalized
OI Operating
Margin Net Sales Normalized OI (2)
Net Sales Net Sales $ % $ %
YTD:
Home & Family $ 1,771.7 $ 224.6 $ - $ 224.6 12.7 % $ 2,038.7 $ 183.2 $ - $ 183.2 9.0 % $ (267.0 ) (13.1 )% $ 41.4 22.6 %
Office Products 1,263.5 184.2 - 184.2 14.6 % 1,563.5 195.9 - 195.9 12.5 % (300.0 ) (19.2 )% (11.7 ) (6.0 )%
Tools, Hardware & Commercial Products 1,122.0 180.9 - 180.9 16.1 % 1,416.9 222.7 - 222.7 15.7 % (294.9 ) (20.8 )% (41.8 ) (18.8 )%
Restructuring Costs (87.0 ) 87.0 - (101.3 ) 101.3 -
Corporate (57.1 ) - (57.1 ) (61.6 ) - (61.6 ) 4.5 7.3 %
Total $ 4,157.2 $ 445.6 $ 87.0 $ 532.6 12.8 % $ 5,019.1 $ 438.9 $ 101.3 $ 540.2 10.8 % $ (861.9 ) (17.2 )% $ (7.6 ) (1.4 )%
(1) Excluded items are related to restructuring charges.
(2) Excluding restructuring charges.
Newell Rubbermaid Inc.
Calculation of Free Cash Flow (1)
Three Months Ended September 30,
Free Cash Flow (in millions): 2009 2008
Net cash provided by operating activities $ 327.7 $ 364.3
Capital expenditures (37.0 ) (43.9 )
Free Cash Flow $ 290.7 $ 320.4
Nine Months Ended September 30,
Free Cash Flow (in millions): 2009 2008
Net cash provided by operating activities $ 415.7 $ 243.0
Capital expenditures (107.7 ) (122.1 )
Free Cash Flow $ 308.0 $ 120.9
(1) Free Cash Flow is defined as cash flow provided by operating activities less capital expenditures.
Newell Rubbermaid Inc.
Three Months Ended September 30, 2009
In Millions
Currency Analysis
By Segment 2009 2008 Year-Over-Year (Decrease) Increase
Sales as
Reported Currency
Impact Adjusted
Sales Sales as
Reported Excluding
Currency Including
Currency Currency
Impact
Home & Family $ 596.8 $ 7.3 $ 604.1 $ 712.9 (15.3 )% (16.3 )% (1.0 )%
Office Products 448.4 18.4 466.8 536.0 (12.9 )% (16.3 )% (3.4 )%
Tools, Hardware & Commercial Products 403.8 10.9 414.7 511.4 (18.9 )% (21.0 )% (2.1 )%
Total Company $ 1,449.0 $ 36.6 $ 1,485.6 $ 1,760.3 (15.6 )% (17.7 )% (2.1 )%
By Geography
United States $ 1,008.8 $ - $ 1,008.8 $ 1,224.3 (17.6 )% (17.6 )% 0.0 %
Canada 91.8 6.8 98.6 113.5 (13.1 )% (19.1 )% (6.0 )%
1,100.6 6.8 1,107.4 1,337.8 (17.2 )% (17.7 )% (0.5 )%
Europe, Middle East, and Africa 196.4 21.3 217.7 255.5 (14.8 )% (23.1 )% (8.3 )%
Latin America 74.0 9.2 83.2 77.7 7.1 % (4.8 )% (11.8 )%
Asia Pacific 78.0 (0.7 ) 77.3 89.3 (13.4 )% (12.7 )% 0.8 %
Total Company $ 1,449.0 $ 36.6 $ 1,485.6 $ 1,760.3 (15.6 )% (17.7 )% (2.1 )%
Newell Rubbermaid Inc.
Nine Months Ended September 30, 2009
In Millions
Currency Analysis
By Segment 2009 2008 Year-Over-Year (Decrease) Increase
Sales as
Reported Currency
Impact Adjusted
Sales Sales as
Reported Excluding
Currency Including
Currency Currency
Impact
Home & Family $ 1,771.7 $ 43.0 $ 1,814.7 $ 2,038.7 (11.0 )% (13.1 )% (2.1 )%
Office Products 1,263.5 84.1 1,347.6 1,563.5 (13.8 )% (19.2 )% (5.4 )%
Tools, Hardware & Commercial Products 1,122.0 50.8 1,172.8 1,416.9 (17.2 )% (20.8 )% (3.6 )%
Total Company $ 4,157.2 $ 177.9 $ 4,335.1 $ 5,019.1 (13.6 )% (17.2 )% (3.5 )%
By Geography
United States $ 2,941.7 $ - $ 2,941.7 $ 3,470.3 (15.2 )% (15.2 )% 0.0 %
Canada 238.8 36.6 275.4 319.2 (13.7 )% (25.2 )% (11.5 )%
3,180.5 36.6 3,217.1 3,789.5 (15.1 )% (16.1 )% (1.0 )%
Europe, Middle East, and Africa 564.8 97.3 662.1 773.3 (14.4 )% (27.0 )% (12.6 )%
Latin America 189.4 32.6 222.0 210.3 5.6 % (9.9 )% (15.5 )%
Asia Pacific 222.5 11.4 233.9 246.0 (4.9 )% (9.6 )% (4.6 )%
Total Company $ 4,157.2 $ 177.9 $ 4,335.1 $ 5,019.1 (13.6 )% (17.2 )% (3.5 )%
Contact:
Newell RubbermaidNancy O’Donnell, +1 (770) 418-7723 +1 (770) 418-7723Vice President, Investor RelationsorDavid Doolittle, +1 (770) 418-7519 +1 (770) 418-7519Vice President, Corporate Communications
do not think it go bk. they new through bunch of management and now seem have some one who know how run the company.
Yes the problem is that they are big and the bigger you are the harder you fall when the recession takes such a dramatic toll on your business. In my opinion these guys are teetering on the brink of bankruptcy. They are making vast cuts in an effort to stem the bleeding. I think those that can sell in this area will be fortunate. As you can see it is in a downtrend with little rallies to keep the longs HOPEFUL! Good luck!
i own this for few years. bought it for yeild. it 1/2 what i paid for it.
POS gets DOWNGRADED!!!
Fitch Affirms Newell Rubbermaid's IDR at 'BBB/F2'; Outlook Revised to Negative
NEW YORK, Dec 17, 2008 (BUSINESS WIRE) -- Following Newell Rubbermaid Inc's (NWL) announcement regarding a difficult 4th quarter of 2008 and an anticipated challenging 2009, Fitch Ratings has affirmed NWL's Issuer Default Rating (IDR) and debt ratings as follows:
--IDR at 'BBB';
--Short-term IDR at 'F2';
--Bank credit facility at 'BBB';
--Senior unsecured notes at 'BBB';
--Commercial paper at 'F2';
--Trust convertible preferred stock (QUIPS) at 'BBB-'.
The Rating Outlook has been revised to Negative from Stable.
A three year-term loan issued in September 2008 has been assigned a 'BBB' rating with a Negative Outlook.
Today NWL announced an expected significant sales decline in the low teens for the 4th quarter of 2008 and a sharp decline in EPS in the 4th quarter and for the full year. It also announced significant cost reduction steps to meet the upcoming challenges. The significant sales impact from recent economic conditions and the resulting earnings decline has not changed the company's cash flow estimates for 2008. However, 2009 is expected to be more challenging and near term cash flows could be pressured.
NWL's ratings reflect: expected satisfactory credit metrics following this announcement; better product and/or geographical mix from its most recent acquisitions; a diverse product line of brand name consumer products; reduction of manufacturing overhead and labor costs; and the expectation of significant commodity cost reduction in 2009. These attributes are somewhat offset by the suddenness and degree of the economic downturn and the near term effects on sale, earnings and cash flow.
The Negative Outlook reflects poor global economic conditions for most, if not all of 2009, lower free cash flow and weakening credit protection measures.
With $748 million in 2009 debt maturities, Fitch expects that NWL will use a combination of internally generated cash or refinancing to address these maturities. Overall debt balances are anticipated to decline in 2009.
Fitch's rating definitions and the terms of use of such ratings are available on the agency's public site, www.fitchratings.com. Published ratings, criteria and methodologies are available from this site, at all times. Fitch's code of conduct, confidentiality, conflicts of interest, affiliate firewall, compliance and other relevant policies and procedures are also available from the 'Code of Conduct' section of this site.
SOURCE: Fitch Ratings
What a POS!!! Looks like a nice short!!!
Newell Rubbermaid Personnel Announcement
ATLANTA, Dec 17, 2008 (BUSINESS WIRE) -- Newell Rubbermaid (NYSE: NWL) today announced that James J. Roberts has resigned as executive group president of the Office Products and Cleaning, Organization & Decor segments, by mutual agreement with the company. Roberts joined Newell Rubbermaid in April 2001. His responsibilities will be handled on an interim basis by President and Chief Executive Officer Mark Ketchum.
"We thank Jim for his contributions to Newell Rubbermaid and wish him well in his new endeavors," Ketchum said.
About Newell Rubbermaid
Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with sales of over $6 billion and a strong portfolio of brands, including Rubbermaid(R), Sharpie(R), Graco(R), Calphalon(R), Irwin(R), Lenox(R), Levolor(R), Paper Mate(R), Dymo(R), Waterman(R), Parker(R), Goody(R), Bernzomatic(R) and Amerock(R). The company is headquartered in Atlanta, Ga.
This press release and additional information about Newell Rubbermaid are available on the company's Web site, www.newellrubbermaid.com.
NWL-EX
SOURCE: Newell Rubbermaid Inc.
CONTACT:
Newell Rubbermaid Nancy O'Donnell, +1-770-418-7996 Vice President, Investor Relations or David Doolittle, +1-770-418-7519 Vice President, Corporate Communications
Copyright Business Wire 2008
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