Masco presents at bank of america merrill lynch 2013 u.s. basic materials conference

Bank of America/Merrill Lynch 2013 U.S. Basic Materials Conference

December 2013

Safe Harbor Statement

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Written and oral statements made in this presentation that reflect our views about our future performance constitute "forward-looking statements" under the Private Securities Litigation Reform Act of 1995. Forward-looking statements can be identified by words such as “believe,” “anticipate,” “appear,” “may,” “will,” “should,” “intend,” “plan,” “estimate,” “expect,” “assume,” “seek,” “forecast,” and similar references to future periods. These views involve risks and uncertainties that are difficult to predict and, accordingly, our actual results may differ materially from the results discussed in our forward-looking statements. We caution you against relying on any of these forward-looking statements. Our future performance may be affected by our reliance on new home construction and home improvement, our reliance on key customers, the cost and availability of raw materials, uncertainty in the international economy, shifts in consumer preferences and purchasing practices, our ability to improve our underperforming businesses, and our ability to maintain our competitive position in our industries. These and other factors are discussed in detail in Item 1A, “Risk Factors” in our Annual Report on Form 10-K, as well as in our Quarterly Reports on Form 10-Q and in other filings we make with the Securities and Exchange Commission. Our forward-looking statements in this presentation speak only as of the date of this presentation. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. Unless required by law, we undertake no obligation to update publicly any forward-looking statements as a result of new information, future events or otherwise.

Certain of the financial and statistical data included in this presentation and the related

materials are non-GAAP financial measures as defined under Regulation G. The Company believes that non-GAAP performance measures and ratios used in managing the business may provide attendees of this presentation with additional meaningful comparisons between current results and results in prior periods. Non-GAAP performance measures and ratios should be viewed in addition to, and not as an alternative for, the Company's reported results under accounting principles generally accepted in the United States. Additional information about the Company is contained in the Company's filings with the SEC and is available on Masco’s web site, www.masco.com.

http://www.masco.com/

I N V E S T M E N T T H E S I S

Strong Fundamentals - Positioned for Growth

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The strengths

The growth

The strategy

The company

Masco – Executing on a Housing Recovery

Revenue % renovation vs. new construction 73%

Employees 30,000

Market capitalization >$6.0B

Dividend yield 2.9%

Revenue $7.5B

Cumulative free cash flow last 3 years ~$1B

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2012

Liquidity at 12/31/2012 $1.4B

Masco – Strong Brands with Industry Leading Positions

BUSINESS SEGMENT

Cabinets and Related Products

Plumbing Products

Installation and Other Services

Decorative Architectural Products

$0.9B

$3.0B

$1.2B

$1.8B

REVENUE 2012 % OF TOTAL

38%

24%

12%

16%

$7.5B 100% Total company

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Other Specialty Products

$0.6B 7%

LEADING POSITIONS

Leading U.S. kitchen and bath cabinetry brands

#1 worldwide in faucets, fittings, showerheads

#1 in spas

#1 insulation contractor for homebuilders

Leading DIY paint and stain provider

#1 in vinyl windows in the western US

http://www.youtube.com/watch?v=nzWcXubIHyk

Masco – Scope and Scale Provide Unique Opportunities

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manufacturer of faucets in the world Largest

non-commodity supplier to The Home Depot Largest

supplier to Lowe’s Kitchen and Bath segment Largest

supplier of architectural coatings to the U.S. DIY market Largest

installer of insulation products for the new home construction market Largest

We believe we are the……



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The strengths

The growth

The strategy

The company

Masco’s Strategic Initiatives

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Positioned for Growth

• Leverage brands

• Innovative products Expand market leadership

• Total cost productivity

• Drive lean benefits Reduce costs

• Return Cabinets to profitability

• Drive profitability and growth in Installation

Improve underperforming businesses

1

2

3

• Debt reduction

• Strong liquidity Strengthen Balance Sheet

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1 . E X P A N D M A R K E T L E A D E R S H I P

Key Brands Gaining Share since 2010

Examples Gaining Share

• Delta®, Peerless®, and Brizo® brands in U.S.

• International plumbing growth with Hansgrohe

• Decorative Architectural: Behr® #1 DIY Paint at The Home Depot, Direct to Pro® service growth, Kilz Pro line

• Other Specialty: Milgard® windows outperforming market, UK growing share

• Masco Contractor Services gaining share with insulation, retrofit and commercial channels

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• Merillat® and Quality® cabinet brands gaining share with builders

2 . R E D U C E C O S T S

Significant Progress Lowering Cost Structure Higher Margins

Cumulative Gross Fixed Cost Reductions

Headcount Reductions of ~50%

~$100M

~$600M

2006 2012

62,500

30,000

2006 2012

Includes 33 closed / mothballed facilities 10

3 . I M P R O V E U N D E R P E R F O R M I N G B U S I N E S S E S

Improved Profitability and Positioned for Growth

Cabinets

New North American management team in place in 2012

Achieved profitability on an adjusted basis in Q2 2013

Disposition of Danish ready-to-assemble cabinet business in process

Revenue ~$250M and operating loss of ~$30M

Installation

Continued penetration of retrofit and commercial channels

Further cost reductions from lean, ERP leverage, supply chain

Achieved profitability in Q4 2012

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4 . S T R E N G T H E N B A L A N C E S H E E T

Declining Debt to Capitalization Ratio

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87%

45%-55%

2012Year End

Future Target

• $400M reduction in 2012 • $200M reduction in 2013 • Valuation Allowance of

~$600 million on Deferred Tax Assets is expected to be reversed when our U.S. businesses return to sustained profitability



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The strengths

The growth

The strategy

The company

Broad distribution 3

Industry innovator 2

Market-leading brands 1

Masco Business System 4

Strong financial position 5

Key Strengths we are Leveraging

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S T R E N G T H 1 : M A R K E T L E A D I N G B R A N D S

Unparalleled Brand Strength

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Installation & Other Services

Plumbing Products

Cabinets & Related Products



http://www.youtube.com/watch?v=nzWcXubIHyk

S T R E N G T H 2 : I N D U S T R Y I N N O V A T O R

Significant New Product Introductions – Last 3 Years

30%*

Examples of New Products/Technologies

Existing Products

2012 2011 2010

70% Milgard Essence™

Windows

Arrow R.E.D.

ACE® Salt Water Sanitizing System

2012 Revenues

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BehrProTM

Masco Cabinetry’s ProCisionTM Process

* Percentage of 2012 gross sales of manufactured products attributable to new products introduced in trailing 36 months

Kilz PRO-XTM

Delta Toilets

Paint & Primer in One with Advanced Stain

Blocking Formula

KraftMaid Vanities

S T R E N G T H 3 : B R O A D D I S T R I B U T I O N

Winning with Winning Customers

Broad Portfolio

Big Box Retailers Homebuilders Wholesalers / Dealers

• Exclusive products and services for the direct to builder channel

• A leading insulation contractor in the US

• Dedicated customer-specific service organizations with over 750 field service employees

• Extensive training programs for branch and showroom associates

• Superior dealer support through display and technology expertise

• Premier brands drive traffic

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Customer focus

Lean Quality Talent

Innovation

S T R E N G T H 4 : M A S C O B U S I N E S S S Y S T E M S

A Continuous Improvement Culture – At the Center of Our Success

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MBS

S T R E N G T H 5 : S T R O N G F I N A N C I A L P O S I T I O N

Strong Liquidity and Improving Balance Sheet

Strong Liquidity (as of 9/30/2013)

• A strong free cash flow business – ~$1B last 3 years – Maintenance capex of ~$100M annually

• Valuation Allowance of ~$600 million on Deferred Tax Assets is expected to be reversed when our U.S. businesses return to sustained profitability

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• Debt paid down by: − $400M in 2012

− $200M in 2013

Declining Debt to Capitalization Ratio

87%

45%-55%

2012Year End

Future Target

Balance Sheet Liquidity as of 9/30/2013

Cash and cash investments $1.0B

Short-term bank deposits $0.3B

Total $1.3B



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The strengths

The growth

The strategy

The company

Positioned to Benefit from Positive Industry Trends

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Favorable long-term household growth

Record low mortgage rates

Aging housing stock

GDP and economic recovery growth

Pent up demand from postponed residential remodeling

Positioned for Growth

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Delivering on 2013 priorities

1 Leveraged to the recovery

2 Continued brand leverage and share expansion

3 Continued cost position improvement

4 Disciplined capital deployment

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1. Leveraged to the Recovery

12%

6%

4%

6%

10-14%

2006Last Peak

2010 2011 2012 3-5 Years

Adjusted Operating Margin*

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Reflects

• lower fixed cost base of >$600M (gross)

• driving lean principles across the company

30% margin on incremental volume

Housing starts 2.1M 0.6M 0.6M ~1-1.5M

*See Appendix slide 32 for GAAP reconciliation

0.7M

2. Initiatives to Leverage Brands and Expand Share

Geographic Expansion


Plumbing Products




Product Introductions

Extend Categories

Strengthen Brand Loyalty

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3. Continue to Improve Cost Position

~$195M* of Total Cost Productivity

in 2012

25 * Gross

Sourcing

Lean Initiatives

Driven by: Driven by:

Distribution & Logistics

Actions Taken In Prior Years

• Plant Closures • Headcount

Reductions • System

Implementations

4. Disciplined Capital Deployment

Invest in the Business

• Maintenance capex: $100M annually

Strong Cash Flow Generation

Financial Flexibility

• Target 45%-55% debt to capitalization vs. ~87%

Dividend

• Maintain dividend yield ~2%

Acquisitions

• Potential acquisitions (<$100M) in support of international expansion

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Investment in strategic growth initiatives

Geographic expansion

Total cost productivity

Reduce debt by ~$200M

Cabinet profit improvement

Profitably grow Installation

Grow share of key brands

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Successfully launch new products and programs

5. Delivering on 2013 Priorities

W H Y I N V E S T I N M A S C O


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Executing initiatives to improve performance • Continuing to reduce fixed costs, expand share and

improve underperformers The Strategy

Building on market-leading positions • Best brands, innovative products, lean practices,

strong financial position The Strengths

Well-positioned for growth • Lower cost structure higher margins, leveraged

to recovery The Growth

Appendix

Double Digit Sales Growth for Two Consecutive Quarters

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($ in Millions) Third Quarter

2013

Revenue Growth

$2,150 12%

Adjusted Operating Profit* Y-O-Y Change

$222 $74

Adjusted Operating Margin* Y-O-Y Change

10.3% 260 bps

Adjusted EPS* $0.27

Quarter Highlights

• North American sales increased 13%; International sales increased 5% in local currency

• Sales growth driven by new products at retail and new home construction

• Continued cost containment drives 140 bps improvement in SG&A

• Operating profit expansion reflects favorable operating leverage

*See following slides for GAAP reconciliation

Appendix – Profit Reconciliation – Third Quarter

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($ in Millions) Q3 2013 Q3 2012 Sales $ 2,150 $ 1,913

Gross Profit – As Reported $ 607 $ 500 Rationalization charges 6 10 Other Specialty Products - warranty - 12 Gross Profit – As Adjusted $ 613 $ 522 Gross Margin - As Reported 28.2% 26.1% Gross Margin - As Adjusted 28.5% 27.3%

Operating Profit – As Reported $ 212 $ 108

Rationalization charges 10 27 Other Specialty Products - warranty - 12 Charge for litigation settlements, net - 1

Operating Profit – As Adjusted $ 222 $ 148 Operating Margin - As Reported 9.9% 5.6% Operating Margin - As Adjusted 10.3% 7.7%

Appendix – EPS Reconciliation – Third Quarter

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(in Millions) Q3 2013 Q3 2012

Income from Continuing Operations before Income Taxes – As Reported $ 154 $ 51

Rationalization charges 10 27

Gain from financial investments, net - (2)

Charge for litigation settlements, net - 1

Other Specialty Products - warranty - 12

Income from Continuing Operations before Income Taxes – As Adjusted $ 164 $ 89

Tax at 36% rate benefit (expense) (59) (32)

Less: Net income attributable to non-controlling interest 11 9

Net Income, as adjusted $ 94 $ 48

Income per common share, as adjusted $ 0.27 $ 0.14

Average Diluted Shares Outstanding 352 350

($ in Millions) 2013 Estimate 2012 Actual

Rationalization Charges1, 3 ~ $55 $78

Tax Rate ~ 25% 198%

Interest Expense ~ $240 $254

General Corp. Expense2 ~ $130 $126

Capital Expenditures ~ $125 $119

Depreciation & Amortization3 ~ $190 $214

Shares Outstanding 352 million 349 million

2013 Guidance Estimates

1 – Based on current business plans. 2 – Excludes rationalization expenses of $14M for the year ended December 31, 2012. 3 – Includes accelerated depreciation of $28M for the year ended December 31, 2012 and estimated accelerated depreciation for the year ended December 31, 2013 of ~$15M. Such expenses are also included in the rationalization charges.

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Segment Mix Full Year 2012

Business Segment


Plumbing Products



$0.9B

$3.0B

$1.2B

$1.8B

Revenue 2012 % of Total

40%

24%

12%

16%

$7.5B 100% Total company

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Other Specialty Products $0.6B 8%

R&R% vs. NC NA% vs. Int’l

82% 59%

99% 100%

69% 92%

16% 100%

75% 75%

73% 80%

R&R = % of sales to repair and remodel channels NC = % of sales to new construction channels NA = % of sales within North America Int’l = % of sales outside North America

2012 Masco International Revenue Split*

36 *Based on company estimates

International Sales Accounted for ~20% of Total 2012 Masco Sales

6%

26%

3% 5%

34%

11%

15%

Other

United Kingdom

Northern Europe

Southern Europe

Central Europe

Eastern Europe

Emerging Markets

Masco presents at bank of america merrill lynch 2013 u.s. basic materials conference

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