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a Latin America Monday, October 4th, e L 2010

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N al P be n on Sent on behalf of Chris Brickman… i e m s t o i C fes K P LaLatest K ssi Pro S k e r a W e Cl s E lark Th Th e rly N e n b i s P C l im C line tK ad s K d ly WS Hello KCP! e e a r S at e S H L e H e l W mb es al E W Th na E n dlin N o i E a i o N e s It’s an honor to lead Kimberly-Clark Professional and I’m looking forward to working with and meeting as many of you as I can. i P H s l P t Kwill be forKCus to Nus and it’s critical that youProfeunderstand how important your contributions sshave exciting times na C e P sio We ahead of s f s K e s S f o e k C es e r t r ro t n i P a l W l P achieve our business goals. a a d k K r L la L PNE ea yC yC e ark e al H erl erl h n b b o T C im ssi Kim Th st K

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t fe Today, culture that t K a lot of cash, an entrepreneurial s likes to get things done, and I’m tes KCP is a solid business that throwsesoff Pro La ine t l k e r a d h I also see a very strong operating L as if it’s your own…withClaa shopkeeper mentality. Timpressed how you manage our money ea s lH lH he rly a a line culture. KCP has set enterprise benchmarks T e for safety, productivity and supply chain efficiencies. And we’re a business that n d ea mb sio ion Kiour fes al H s t has begun to understand what it really means to leverage global scale – through the Power Of One. o s r s te P a eL

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ro E P r N e b l P rk a a C Kim l t n s K But I also see…big io opportunity. ate S drivers. We can increase theerpace y Cand impact of s l eL s h We can fincrease our focus on End Users to better understand their value W T e b NEto become much more efficient ro s Cteams our P innovation. We can better align our sales and e marketing new solutions, imlaunching P K n t k i with better results, faster. We can also continue to drive out costs in our operations and our supply chain, although this is just K l d tes lar

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K S EWlark N _KCP Communications, LAO CPly C K r KCP News 2010 All rights reserved. be EW ea

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S W S W E E N N P P C K S C S K NEW EW

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ro a P a part of the opportunity. We also must embrace LEAN principles to dramatically improve efficiency in every function. C e rk y H eL a l h l erl T na yC l r o i sBecause we have to. be s So why should we do this? Th m e i es f n i K l o average growth rates and margin structure over the past five years will not deliverstthe returns we’vel Head I’m going to be blunt: rour P a committed to. I rknow there have been some unusual factors contributing to those results, not the leastaoftewhich is a verysssoft ion k L e f ro So la But we cannot play the victim…nor can we simply wait around for external circumstances global economy. to get better. he kP C lar T C we need y precisely lyto do things S differently – to change both our growth rates and our margin structure going forward. Andimbthat’s r erl e W what b we’re going E to do. st K N m ate i L P e K KC Th t s Today we set two transformational goals: deliver $5 billion in sales and $1 billion in operating profit…by 2015. S te a eL

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N al What does this mean? P be on i m s i C es tK A simple way to think about it is that we have to double the rate of growth and margin improvement that we outlined rof in the S K s tes P a k GBP. This will not be easy W eL lar s – but we can do it. Here’s how: E Th yC l e r N e P es imb dlin C K n i l t a s K d e e a S es at S dlin He W ea eL l s more focused h lH First,nwe get on what really matters. W e al Hwill simplify and a E a T n n n li E sio N ad fes o N sio i P Pro He s s l rk P e a C a l f C n C focus on fewer,S Kbigger rly sio fesSecond, we will be Proand impact of innovation increase the pace – and weKwill s fes invest to dramatically o Kim k t es e o r s r r t te P a lin W l La P a d k e r solutions…and work as a seamless team to successfully commercialize them. E Th L la ea k yC N yC e al H erl lar P erl h n b b io T C im K t K we will free up substantial funds to invest Kim in growth – it will berofchallenging, ess t Third, but we’re going to have to find this money s tes s S e a lin eL ate must embrace LEANlatork Pdrive a step change Wstructure – across every l H ad in our cost Lwe Th inside our KCP business. To do this e E C e s H y e l l h N n r a li e na value projects function – and rigorously review Tand prioritize every dollar olow ad imb we spend, and cull CP quickly. He ssi ion n sio

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K ss S e a k f L r o rHand Fourth, we will refocus Cla differentiated EW solutions in Wiping, Safetykand eainvestments to accelerateThegrowth in high margin, P rly N H e b s P Hygiene. al C Kim lar ine l t n s K d C e o t a e S La si will transform our ly r s l H go-to-market model –Theour W a e Finally, we current growth model is simply not good enough…we must e n f E b io o N s m r s s i challenge the status quo, take some risks, and try new things. e e KCP P K n rof t k i P l s r rk ad Pro ate Cla Cla

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t ea S La lH he W a T n E If you want to share a story to be published in our digital newspaper writes: s o es ea rof ssi kP PN e al H lar f C n _KCP Communications, LAO o C y o i rl r e s K P imb fes tK KCP News 2010 All rights reserved. rk tes Pro a l La k e r Th EW Cla ly C

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WS b E im CPN K t K forward, here’s what I expect from you: S tes Going EW N es and innovative. CPs Play to win: be tough, aggressive n i l K d S ine ea e al H

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rly st K e e t b how a T Team, m e L the objective is not to be “marginally less mediocre.” So we need to hold each other accountable for transforming s i h ine K l T d t ABOUT IT. l Hea s we do things. I need you to hold yourself accountable. In other words, don’t just think it…DO SOMETHING a tesof urgency. It’s il ne Accelerated growth is about seizing opportunity, seizing the moment – it’s about having a healthy sense on a ssi L e f Pro about never being satisfied with the status quo. he ark

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KPC S Wrk lar h The L s to know that if they do something to take our market share, E T y C not talking l e r N I want our competitors we’re going to react. And I’m e la in s P l mb C e i d C K n li about dropping the business back. The goal so that y st Krlprice ea our price tomorrow to switch ad is to create real value for Lcustomers S S ate e S H e H W is not the l issue. e l s h b W e a a E W T n n li E im N E ad on N sio i P He s s K l P N e C a f n Cest K P sio fes K Pro s S fes o k C e o r t r r n i P a l W l a NE k K from me: ad La lar L k P Here’s whatrly Cyou yC r l He can expect r l e a e a e l be h on Th CP imb ssi Kim T K t K e f s t s S es ate Pro e LTo listen and learn. rk ate dlin W a a l L Th H e E C s l lH he N rly a a line T e n d b s ea sio CP ion To be honest and straightforward. e Kim lH fes s t K na o n s r s i S ate kP dl W eL ofe lar a h r C E T e y l P To do what’s needed growth. N er l H to acceleratelinprofitable P rk es imb a a C K l t n s K d te io ea S yC La s ToS play to win…PERIOD. l H e r s l s h W a W rofe T E be ion E N s m s s i N rk P e e KCP K n rof t P i P l s k C Cla d ro te lar a P a C L structure and reinvesting to ark aneimportant part of K-C…by transforming ouremargin ly secure our future as H y Together, webercan l h l erl accelerate T na and I know we’re up to it. Kim growth. It’s a great challenge, yC

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Be proud….but never satisfied …so be relentless.

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Chris Brickman President, Global KCP

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