38th Annual J.P Morgan Healthcare Conference

Jan 14, 2020

Slides

Afternoon, everybody. I'm Chris Schott from JPMorgan, and it's my pleasure to be introducing or good afternoon, I guess pleasure to be introducing Perrigo today. From Perrigo, we have the company's Chairman and CEO, Murray Kessler. So I'd like to turn it over to Murray. Good afternoon, everybody. Good afternoon, everybody. That's better. Well, I'm here to tell the Perrigo story, which I kind of unveiled for the first time and a few folks up front here, I'd love there we go, perfect. So a year ago, I came here and I guess I'll do the appropriate caution for you to look at our forward looking statements and please read them. But if you remember a year ago, I started to tell a story of the direction we wanted to transform Perrigo. And for those of you who aren't familiar with Perrigo's story, Perrigo is a $4,700,000,000 global leader in self care, but we didn't talk about it that way a year ago. We talked about the company as a healthcare company that we were beginning a process of transforming to self care. And in the last year I did a longer description of what that is. This year I'll leave it at healthcare as treating disease and self care as treating, preventing and adding sort of the wellness in healthcare and I will talk about that in a moment. As a company, we are primarily consumer sales. We are 80% of our net sales. Our consumer self care is America and consumer self care international and our Rx pharmaceutical business is about 20% of the portfolio. The Rx business we've talked about over the last year of exiting. It's a terrific business. It's a profitable business and it's highly differentiated as we're the leading portfolio of generic extended topical products. But the driving force of the company is the consumer business and we really have two very distinct businesses. In The U. S, we are the market leader in store brand or private label market share primarily in the over the counter space and nutrition. And as you'll see in the last year since I was here last, I've entered the oral care business, fantastic businesses and growing categories with a lot of tailwinds that benefit from the trends of rising healthcare costs being offset by our products, which help you prevent going to the doctor in the first place. And even if you are in that OTC space already, private label business is about 30% cheaper. And what makes the magic of this company, the categories that we enter, we have to have a 30% discount relative to the national brand, we have to make a 30% margin ourselves And the real magic comes in that formula, the retailer has to make more money selling one of our products than they do selling the national brand. And they do, and that's why they get behind us and continue to support us year after year. Our Consumer Self Care International business is a branded business, lots of local gems. So we tend to be number one and two with the brands we have in the 35 countries we compete, but they are very few that are as an example. So that's sort of who we are. The reason we went back and started this transformation process and repositioned ourselves from healthcare to self care is that we were a company that had been growing for many years. And in the process of I mean rapid growth going from 1,500,000,000 in sales to around 2015, 2016 hitting just over $5,000,000,000 in net sales. And then for the last three years, it's been a continual decline, not only in the sales, but in the operating income of the company and in the stock price. So I was brought in, there were a couple of other CEOs in the interim, but this notion getting the company growing again was critical to being making Perrigo back to being a winning company and a winning investment. So we introduced at this conference last year a self care vision that said our future was to make lives better by bringing quality affordable self care products that consumers trust everywhere they're sold. The critical element of that is it not just the words on a page, but when we redefined ourselves from healthcare to self care created lots of growth opportunities for us, right. So before when you're dealing strictly in healthcare, everything's got to get approved by the FDA, it takes many years to do it. We become a servant to waiting for Rx to OTC switches as a source of our growth. When we redefine the self care then and in wellness products, we can go into areas as I'll show you that don't require FDA approval that are more wellness driven that we can come and ramp up our innovation program at a faster rate, open up bolt on acquisition opportunities, etcetera. And we loved it because it took advantage of that private label powerhouse that I was talking about. Great trends for that going forward. Every year we gain thirty, fifty, 75 basis points of private label as a share of the total market and the demographics support us as well as sort of the biggest cohorts in millennials already believe that private label is of the same quality as national brands and they trust them just as much. We expect no relief in rising healthcare expenditures. So again pushing it and then you see things like Google searches and the language around self care in the last year exploding including IRI a year ago, putting out a study identifying it as a $450,000,000,000 market globally. So and then most importantly, from your perspective, as an investor, if we're ever to pull that fully off, it should unlock a lot of value. So we trade today and it was we picked up a couple of turns this year, but we trade sort of at a blended multiple consumer companies and remember we're 80% consumer, our peers are trading at around 22x, the generic peer average is 6.5x and Perrigo sits right in the middle. So the theory on our repositioning and the growth going forward is that we continue to drive the consumer business, deliver on the metrics of a great consumer company, we drive that multiple closer to the 22 and in fact and part of doing that we need to do some portfolio reconfiguration to make it happen. So we have been very aggressively implementing what is a two to three year transformation program we launched May 9 at our Investor Conference that had seven key steps to it that we needed to reconfigure the Perrigo portfolio, we needed to gain back credibility, achieving our base plans because they there were components to it that were making us miss earnings quarter after quarter after quarter and we needed to make the strategic investments and fix a lot of things within the business, so we could have a vital core business. We needed to invest in new areas of growth and repeatable growth platforms that wouldn't just be one time wonders. There was a number of things that needed to be fixed organizationally from a talent standpoint, prospects standpoint, great people, but most of them were doing a lot of manual labor in areas that should have been automated. We believe that there was a significant opportunity to reduce cost to help pay for those investments. And then we talked a lot about how we would be spending our money in the near term future, so that we could deliver consistent results and all the while removing some of the uncertainty out of the business that if you follow us closely that exists with some tax issues we have from years ago that have surfaced over the last year or so. So and if we do all that right, we generate a lot of money, we get a lot of credibility, the stock price starts to go up and we have the investments to do it all over again. And that's the way we've been operating. So on a quick one year scorecard, and I'm just going to work my way around that wheel. From a portfolio reconfiguration with a definition of self care, we paid $750,000,000 and bought the world's largest private label oral care company literally 20 miles down the road. It's been a fantastic acquisition for us and opens up. And this is in all of these, when we buy, we are buying revenue accretive because we believe job the first job is get the revenues growing again. So Ranir is a double digit top line grower. We get the benefit of the short term add on, but more importantly it raises our organic growth levels. We bought Prevacid towards the end of the year from GSK. Last week we bought Steripod, an antibacterial toothbrush cover and we exited our PetIQ Animal Health business and we positioned for Sailorspin our Rx division, but did not go through with actually selling it yet given the multiples in that industry today. But we have at least fully separated it and there is no distraction between those two businesses. They're both well funded, they're both great businesses, but they're run separately. In terms of the base businesses, through three quarters our OTC adjusted growth was up 2%, our Rx was growing 6%, our e e commerce business was up 50%, we launched $170,000,000 in new products and one of the reasons we were struggling in prior years as we had service issues and we returned our service levels back up to greater than 90%. On the repeatable growth platforms, we've hit that in a number of different ways very aggressively. The one that's less obvious to you sitting here today is we have evolved and are positioning ourselves for the future to no longer operate under an NVE platform. NVE in a private label world means national brand equivalent. We wait for all of the innovation that come from the national brand and then copy it as fast as we can and be the first one to do that. To what we are doing now is instilling and bringing more consumer expertise, insights and everything else that goes with it so that we can evolve to an NBB platform, a national brand better or an NBD platform, national brand different. So think in terms of the examples here, we are not the NDA holder on nicotine for the nicotine cessation category, but that doesn't mean we can't be national brand better with packaging, liquid inserts, flavors and the likes. And so we are launching products today in all the various categories that aren't don't even necessarily exist from the national brand, but they're based on what consumers want, because in a lot of categories, we are the market leader. If you follow us as example, we sell three times more ibuprofen than Advil. We're bigger than most categories than national brand. In the nicotine cessation category, we are the category leader by far. We can't rely on the national brand. We also ramped up innovation. I brought in a longtime partner of mine who ran the innovation programs for me at past companies and we put $500,000,000 of new products with 50 new innovation programs into the product pipeline with the purchase of Ranir Oral Health. We have a whole new platform for both domestic and international growth and we continue to work hard. We announced that we have developed a partner in vaping. We think the world needs an FDA approved vaping partner in cessation that can make take advantage of what is a very big market. And from my old job cessation products are still tiny. And in the world of CBD, I've talked about that in the past and we're making good progress and I hope to be able to share some of those in the not too distant future. On making investments to drive the organization, we've either promoted or brought in or changed out 40% of the key leadership roles in the company. We've globalized key central functions to help ramp up the new product program, but we've globalized R and D and finance and quality organizations. We're making significant investments to automate and make our organization more efficient and smarter, putting in a global business intelligence system should be in place in March, so that we can look at anywhere in the world the size of our business, the causal measures to do more sophisticated analysis and this is blurred on purpose, but we formed a transformation office that has 40 major initiatives underway and tracking in the transformation. We identified between 125,000,000 in cost savings that we've gotten about 10,000,000 or $15,000,000 so far this year and we expect about 30,000,000 a year for the next three years to help fund some of those investments and this is all in the operating expense lines for the most part, but coming from external cost reduction and process improvements. Moving on to capital allocation between cash flow from operations and we generally convert about 100% of the cash we earn each year, but we also had a royalty stream that if certain milestones were achieved, we were we got $250,000,000 this year from that, plus we sold the Animal Health business. All of that generated an additional $730,000,000 of cash. We had a lot of cash on hand. We used that to invest $50,000,000 in tablet capacity. We were out. And we couldn't keep up with demand anymore. That's pretty well done. And a year ago, I said we were going spend about $200,000,000 on infant formula, but we were able to be smarter about the design of upgrading that facility to meet demand there and we're investing $100,000,000 there. So from a capital standpoint, we had historically spent about 100,000,000 We are now running at about double that rate and we'll for a couple of years until we get the organization modernized to the standards we need it to be. We used $810,000,000 for those acquisitions I spoke about. We also took an increased our dividend by 11% and raised our dividend for I think the eleventh or twelfth consecutive year and we refinanced our term debt at a cheaper rate. So are we starting to make a difference? Think if you look at our stock price today and yesterday, I think we were up 13% or 14% in the last twenty four hours and that's because we started to share some of the results. This was the first part of that which we talked about yesterday that the revenue growth is indeed accelerating and not just the total company from the purchase of Ranir, but also the organic. We went from kind of flat on an organic basis on our consumer businesses to up 3%. We've met or beat consensus every quarter for the last four quarters. Our stock increased 36% in 2019 and we are working hard on fighting the areas, the tax issues that have caused uncertainty on the stock. But the real fun news was we just got in the last week our fourth quarter results and on a purely consumption driven basis. So remember we had gone organically from kind of 0.3 to 0.5 to three and we had grown from a couple percent to 10 when you looked at the addition of Ranir. Organically in the quarter, consumer Americas including Ranir grew 19%. Those are big numbers on a big division. Organically, the business was up 11% in the fourth quarter. On an international front, up 11% including Ranir organically on the international front, up 4%. And when you add it all together, Perrigo adjusted net sales growth was up 13%. So it's not like it just happened this quarter and we've been answering and we'll do in the Q and A answer more questions, but this has been building all year long. It was across all divisions, good solid growth and you see it in the takeaway on the consumer businesses and then measures that we're able to use to read that specifically the IRI databases and all that around the world. So I don't talk about a lot of that going forward. What I like to talk about what's that mean in total? Well, most people who are evaluating the Perrigo stock, rides on the beginning of the transformation whether it's working or not. Is it credible that Perrigo can go from 1.5% to 2% growth organically to 3%? That's sort of the base foundation of it. And yes, you have some bolt on acquisitions Murray, but will that is the 3% a possibility? And we think that based on the way the trends that are going and in fact in this first year organically on a constant currency we did hit that 3% very early on in our transformation 6% on a total basis getting us from that 4,700,000,000 I showed you on the first slide to the $4,800,000,000 here. My confidence a year later as a new CEO is growing that with great people and a lot of energy and some new talent injected and the innovation ramping up that job number one, my first promise of getting more credible delivering and getting the revenue growth going is starting to prove itself out. And we'd much rather prove it with the numbers than talk. So I'm feeling good about that. And then we still have some investments to make. But ultimately, in order to be re rated to that consumer multiple, we believe we got to perform along the peers. In May 9, I announced that algorithm as 3% revenue, 5% OI and 7% adjusted EPS. So 03/1957 the current CPG estimates 20% to 22 or 2%. We're sticking with our 3% and then you can see the build. We were declining 1% total consumer. It's gone from 0% to 9% to 16 against that two average. We think the three is a real attainable number and we're still on the EPS and operating income line. We're starting to turn that as well. That will be a little bit of a slower turn because of the investments we're making, but we're on a two to three year journey, one first year down and I think we are proud that we accomplished a lot. I will tell you it's not just good enough on the what we accomplished. We take a lot of pride in not just what we accomplish, but how we accomplish it. And there is a major effort that is always underway at Perrigo to do things the right way, including sustainability. And once again, we made significant progress with decreases in gas sales emissions and recycling and we give back to the communities we're in and we focus on safety and rewarding our employees and encouraging them to be better educated with academic scholarships. And I'm proud of the work that gets done in this area and I'm proud of the work that our big partners, the biggest customers in the country work with us every day because this is top of their list as well so that we are building sustained remember we are we go hand in hand with the Walmarts and the Targets and all those big customers who also want to make sure that they are responsible in delivering sustainable packaging and all that. So those are major initiatives as well. So in summary, we believe Perrigo is a compelling investment. It's starting to gain traction and many people talk to us about execution as the key point. We agree. We think we have a great strategy and we think that we are executing on it. We have a unique business model that takes advantage of consumer trends towards self care, which if you haven't heard me say self care, self care is I believe is the future and big. We have favorable trends that drive that movement. We have a diversified portfolio where again 80% of our portfolio was consumer and sixty-forty private label branded, but it's both and it's a global business. The drivers aren't changing and those tailwinds for the growth of the category should remain. We are investing to make this a great company and that every component of it is great from the computer systems to the plants to the people and the support for the people within the organization. We have strong cash flow conversion generally near 100%. We're working hard to reduce those tax uncertainties and we believe there is significant multiple upside. So I'm going to head over to Breakout Room and I hope if you have questions, you'll join me. But thank you for your interest in Perrigo.