HENKEL ROADSHOW PRESENTATION

HENKELROADSHOW PRESENTATION

MAY 2022

DISCLAIMER

This presentation contains forward-looking statements which are based on current estimates and assumptions made by thecorporate management of Henkel AG & Co. KGaA. Statements with respect to the future are characterized by the use of wordssuch as “expect”, “intend”, “plan”, “anticipate”, “believe”, “estimate”, and similar terms. Such statements are not to beunderstood as in any way guaranteeing that those expectations will turn out to be accurate. Future performance and resultsactually achieved by Henkel AG & Co. KGaA and its affiliated companies depend on a number of risks and uncertainties andmay therefore differ materially from the forward-looking statements. Many of these factors are outside Henkel’s control andcannot be accurately estimated in advance, such as the future economic environment and the actions of competitors andothers involved in the marketplace. Henkel neither plans nor undertakes to update any forward-looking statements.

This document includes – in the applicable financial reporting framework not clearly defined – supplemental financialmeasures that are or may be alternative performance measures (non-GAAP-measures). These supplemental financial measuresshould not be viewed in isolation or as alternatives to measures of Henkel’s net assets and financial positions or results ofoperations as presented in accordance with the applicable financial reporting framework in its Consolidated FinancialStatements. Other companies that report or describe similarly titled alternative performance measures may calculate themdifferently.

This document has been issued for information purposes only and is not intended to constitute an investment advice or anoffer to sell, or a solicitation of an offer to buy, any securities.

HENKEL ROADSHOW PRESENTATION MAY 20222


01 Henkel Group Overview

02 Purposeful Growth Agenda & Financial Ambition

03 Business Performance Q1 2022 & Outlook

AGENDA

€2.7BNADJUSTED OPERATING PROFIT (EBIT)

SALES

€20.1BN

WE ARE ACTIVE IN

79 COUNTRIES

STRONG BALANCE SHEET & CASH GENERATION CAPABILITIES

AROUND

38%WOMEN IN MANAGEMENT

SUSTAINABILITY DEEPLY ROOTED:

-50%LESS CO2 EMISSIONS PER TON OF PRODUCT1

WE EMPLOY MORE THAN

52,000PEOPLE WORLDWIDE FROM 124 NATIONALITIES

4 ¹ Figure relates to the 2021 fiscal year compared to the 2010 base year

HIGH NUMBER OF M&A DEALS

EXECUTED



GLOBAL PLAYER WITH LEADING POSITIONS IN BRANDS AND TECHNOLOGIES

Beauty CareLaundry & Home Care

CONSUMER BUSINESSESINDUSTRIAL BUSINESS

Adhesive Technologies

[insertpicture]

Globally leading positions#1 Global

#1 Styling / #2 Hair Coloration#3 Hair Professional

#1 Europe #2 North America


HENKEL GROUPKEY FINANCIALS 2021

ORGANIC SALES GROWTH

7.8%

Significant organic growth supported by

all business units

Strong volume growth and pricing / savings offsetting accelerated headwinds from direct

material prices

ADJUSTED EBIT MARGIN

13.4%

+9.2% at constant currencies

ADJUSTEDEPS1

€4.56FREE

CASH FLOW

€1.5 bn

Net financial position improved to €-0.3 bn

DIVIDEND

€1.85

Sustaining track record of at least stable

pay-out

1 Per preferred share

HENKEL GROUP FINANCIALS


Good business performance in 2021

Sales reaching € 20.1 bn, nominally up by 4.2%, organic salesgrowth 7.8%

Adj. EBIT at € 2.7 bn, 4.2% above the prior year level

Adj. EBIT Margin on prior year level at 13.4%

Adj. EPS1 7.0% above previous year, 9.2% at constantcurrencies


16.4

18.118.7

20.0 19.9 20.1

19.3

20.1

15.8% 16.2%16.9% 17.3% 17.6%

16.0%

13.4%

13.4%

2014 2015 2016 2017 2018 2019 2020 2021

Sales in € bn

OSG (%)

Adj. EBITMargin

+0.0+2.4+3.1+3.1+3.0+3.4 +7.8-0.7

HENKEL GROUP FINANCIALS


Strong and consistent cash generation

Continued focus on long-term cash expansion driven byoperating performance, efficient capital management and disciplined CapEX

Very robust balance sheet with net financial position of€ -292 m as of December 31, 2021

Cash generation capabilities and low debt levels providesufficient room to maneuver

Free cash flowin € m

1,333

1,690

2,205

1,701

1,917

2,4712,340

1,478

2014 2015 2016 2017 2018 2019 2020 2021

STRINGENT EXECUTION OF CAPITAL ALLOCATION STRATEGY


Stable dividend proposal to AGM, equivalent to 40.5% pay-out

Dividend policy unchanged going forward at 30-40%

Dividend growing or at least stable every year since IPO

M&A integral part of strategy with disciplined approach and commitment to single-A rating

Complemented by selected Venture Capital investments

Asset-light business model; relatively low CapEx requirement

Investing in growth, capacity expansion and sustainability/digital

Total CapEx equivalent to 3.2% of Group sales in 2021

Buyback started on Feb 15

Up to €1 bn to be purchased until end of Q1 2023

INVESTMENTS2021

€640 mACQUISITIONS

2021

€166 m

DIVIDENDFOR 2021

€1.85SHARE BUYBACK

2022/23

€1 bn


HENKEL GROUPSALES 2021

TOTAL SALES: € 20,066 M

Sales by business unit 2021 Sales by region 2021

3 sales and services not assignable to the individual business units. 4 Eastern Europe, Africa/Middle East, Latin America, Asia (excluding Japan)


HENKEL GROUPEMPLOYEES 2021

NUMBER OF EMPLOYEES1: 52,450

Employees by region1 Employees by organizational unit1

27%

20%18%

16%

12%

7% Western EuropeEastern EuropeAsia-PacificNorth AmericaLatin AmericaAfrica/Middle East

1 At December 31, 2021




Progress 2020/2021 & next level Henkel Consumer Brands 2030+ Sustainability Ambition & Framework


AGENDA


WIN THE 20s THROUGHPURPOSEFUL GROWTH

WINNINGPORTFOLIO

COMPETITIVE EDGEFUTURE-READY

OPERATING MODELS

COLLABORATIVE CULTURE & EMPOWERED PEOPLE

INNOVATION SUSTAINABILITY DIGITALIZATION

WINNING PORTFOLIO


NEXT LEVEL

Further shaping consumer portfolio based on comprehensive review with focus on attractive growth and margin potential

M&A remains integral part of our strategy, with clear criteria: availability of target, strategic fit, financial attractiveness

ACTIVE PORTFOLIO MANAGEMENT

Target achieved: Brands and businesses with total sales volume of ~€0.5 bn divested or discontinued in 2020/2021

PORTFOLIO STRENGTHENEDWITH ACQUISITIONS

More than €600 m total spend, adding annual revenues of >€200 m

Enhancing portfolio across all three business units

ACQUISITION OF SHISEIDO’SHAIR PROFESSIONAL BUSINESS IN APAC

Step-change for Henkel’s Professional business

Acquiring attractive portfolio with strong and successful premium brands

Adding >€100 m annual sales and strong R&D capabilities

Henkel’s Professional business advancing to one of the leading players in dynamic growth region APAC

Strong partnership with Shiseido to support future business growth

NEXT STEP IN HENKEL’S ACTIVE PORTFOLIO MANAGEMENT

NEXT STEP IN HENKEL’S ACTIVE PORTFOLIO MANAGEMENT15

INNOVATION


IMPACTFUL INNOVATIONS

Adhesive Technologies advancing with high impactsolutions addressing global megatrends

Successful launches in Beauty Care and Laundry & Home Care focusing on sustainabilityand growth segments

New state-of-the-artAdhesive Technologies Inspiration Center in DUS

Intensified collaboration with start-ups, incubators and thinktanks

STRENGTHEN CUSTOMER COLLABORATION

Launching new €150 m Venture Capital Fund II

Continue investments to boost strong innovation pipeline and expand market positions

Fully leverage potential of customer and consumer collaborations through innovation centers, D2C platforms and AI tools

NEXT LEVEL

Ongoing transformation of products and portfolios towards sustainability contribution across all business units

SUSTAINABILITY


KEY MILESTONES ACHIEVED

CO2 reduced by 50% – share of green electricity increased to 68%

Share of recyclability of our packaging at 86%

Excellent results in ratings and rankings, including EcoVadis Platinum Recognition Level, ISS ESG rating B+

EXTERNAL RECOGNITION

Step up efforts guided by new 2030+ Sustainability Ambition Framework

Further advance portfolios, making sustainability a true competitive differentiator for consumers and customers

Advancing Adhesive Technologies portfolio building on comprehensive approach to map and track sustainability contribution

NEXT LEVEL

Add products

ADVANCING PORTFOLIOS

DIGITALIZATION


Further strengthen e-shops as driver for digital sales growth

Leverage hubs in Berlin & Shanghai with strong collaboration between dx and business units

Scaling up new digital RAQN platform with focus on e-commerce

NEXT LEVELSTRONG E-COMMERCE EXPANSION

Digital sales share increased to more than 18% on Group level in FY 2021

Organic digital sales growth of ~60% across businesses vs. 2019

B2B e-shops in Adhesive Technologies and Beauty Care Professional boostingdigital sales growth

SUCCESSFUL INITIATIVES

Combined digital unit Henkel dx fully operational – investing in new initiatives while optimizing IT spend

Pioneering role in industry 4.0confirmed by WEF

FUTURE-READY OPERATING MODELS


NEXT LEVEL

Successful completion of Laundry & Home Care and Beauty Care merger into new Henkel Consumer Brands

Optimization of support structures and stringent management of cost base

CLOSER TO CUSTOMERS & CONSUMERS

Customer-centric organization in Adhesive Technologies established

Organizational changes in consumer businesses for more regional focus and customer proximity

Purchasing organization aligned to business units, innovation and procurement markets

EFFICIENT STRUCTURES AND COST FOCUS

Freeing up resources for sustained and targeted investments into sustainability, digital and innovation

100% of top executives engaged in new leadership trainings and 360° feedback

COLLABORATIVE CULTURE & EMPOWERED PEOPLE


NEW WAYS OF WORKING

Holistic Smart Work concept developed and global roll-out started

New purpose as north star of Henkel teamand Purposeful Growth Strategy, supportedby launch of new corporate brand

PURPOSE & CORPORATE BRAND

Continue cultural journey with a focus on ‘enabling pioneers’ with strong initiatives targeting all levels of the organization

Complete roll-out of Smart Work concept focusing on health & well-being and digital workplaces

Strengthen diversity, equity and inclusion across all dimensions

NEXT LEVEL

CULTURAL TRANSFORMATION

“PIONEERS AT HEART FOR THE GOOD

OF GENERATIONS”


ACHIEVEMENTS 2020/2021 HIGHLIGHTS WAY FORWARD

2030+ SUSTAINABILITY AMBITION FRAMEWORK

CREATION OF HENKEL CONSUMER BRANDS

Strong progress along all six pillars of Purposeful Growth Agenda since launch in early 2020

Key milestones achieved, but also areas for improvement and need for change identified

Clear priorities set for next level of implementationto fully leverage potential






AGENDA

2323

HENKEL CONSUMER BRANDSSTRONG PLATFORM FOR GROWTH WITHONE MULTI-CATEGORY CONSUMER GOODS UNIT


A WINNING COMBINATION

24 HENKEL ROADSHOW PRESENTATION MAY 2022

Creating one multi-category platform for growth

Stronger basis for shaping and growing the portfolio with clear must-haves to be part of Consumer Brands

Unleash potential of combined scale

Joint forces to advance in fields critical for success, leveraging substantial synergy potential to invest in growth and drive margin

Empower one team to win

One leadership team with leaner structures and faster decisions as well as bigger roles and opportunities for teams

Drivinggrowth &

profitability

Team

STRATEGIC RATIONALE – EXECUTINGTHE PURPOSEFUL GROWTH AGENDA


Building a sustainable growth model

Increasing focus on stronger gross margin

Lifting significant organizational synergies

Taking next step in active portfolio management

BUSINESS ANCHORED IN TWO GLOBAL CORE CATEGORIES IN ATTRACTIVE MARKETS


Strategic focus on

– two global core categories Laundry & Home Care and Hair Care1

– selected regional categories

Sizeable markets with strong revenue pool and sustainable growth development

Focus on high-margin strategic country-category combinations

1 Hair Care comprising of Hair Professional and Consumer segments Shampoo & Conditioner, Styling and Coloration

WHERE WE PLAY, WE HOLD LEADING CATEGORY POSITIONS


Hair Care

Co-# 2 Professional globally

# 2 in Hair Care in Europe

# 1 in Styling segment globally

# 2 Coloration segment globally

Laundry & Home Care

# 2 in LHC globally

# 1 in LHC in Europe

# 2 in LHC in NA

# 1 in Toilet Care segment globally

Source: Nielsen / IRI trade panels (except Professional)

CREATING A STRONG COMBINED PLATFORM FOCUSED ON GROWTH AND GROSS MARGIN ACCELERATION


Top 20 markets

~85%of sales

Top 20 customers

~40%of sales

2 global core categories

~85%of sales


OSG3 to 4%

Adj. EBIT Marginmid teens %

Accelerated Growth

Increased Profitability

…through: Shaping the portfolio Creating one organization Consolidating Supply

Chain Investing into profitable

growth-cells

ENABLING US TO DELIVER ON OUR MID-TO LONG-TERM AMBITION

Henkel Consumer Brands


SHAPING A HEALTHY GROWTH PORTFOLIO

Key criteria for target portfolio:

− Profitability with gross margin obsession,

− Growth focused portfolio cells and

− Ability to win with #1/2 market positions

Increased combined critical mass facilitates portfolio optimization

Up to 1.0 bn€ businesses under review for divestment/discontinuation

Expansion of consumer platform via M&A and/or organic growth

Leaner structures enabling agility and increasing responsibility through significantly reduced management positions on all layers

One face to the customer with one combined sales team per country representing a more significant business

Reduction of redundant tasks, workflows and procedures

Increased operational efficiency with efficient usage of Shared Service centers for insourcing and offshoring

Enhanced competitive edge via one combined agenda for digitalization & sustainability

CREATING ONE NEW ORGANIZATION DELIVERING SIGNIFICANT UPSIDES


AS-IS

TWO PARALLEL SET-UPS WITH DUPLICATED STRUCTURES

TO-BE

ONE MERGED SYNERGISTIC ORGANIZATION

CONSOLIDATING SUPPLY CHAIN NETWORK


Consolidate network of ~470 contract manufacturers and co-packers

Streamline set-up with ~140 warehouse & logistic locations

Optimize footprint of 45 manufacturing plants and increasing in-housed production volumes to drive gross margin

REALIZING SIGNIFICANT SYNERGIES


Reaching € 500m1 gross savings with re-investments in the business

driven by multiple levers: Portfolio – SG&A – Supply Chain

Phase 1Mostly implemented until end of ’23

~€ 250m1 net savings

Impacting ~2,000 mainly white-collar employees

One-time cost of ~€ 350m

Portfolio of up to € 1.0bn sales under review

Phase 2Mostly implemented until end of ‘25

Net savings will be defined

Focusing on Supply Chain footprint measures

One-time costs and CAPEX to be specified

1 on an annualized basis


FUELING A POSITIVE GROWTH SPIRAL

Strong brands create pricing power

Allowing better management of increased input costs

Portfolio with high gross margin focus

Investment focus on core platforms with higher margin in key markets

Manufacturing and logistics network optimization

High support levels create strongleading brands

Creating consumer pull on must stock brands

WAY TO REACH THE MID-TO LONG-TERM MARGIN AMBITION


Mid-to-long termadj. EBIT margin

Updated Outlook adj. EBIT margin

2022

Normalization input cost vs. selling price

Synergies from SG&A

Active portfolio management

Synergies from supply chain

mid-teens %

Contribution from re-investment into growth initiatives

Note: Box sizes not allowing indication on underlying financial impact

HENKEL CONSUMER BRANDSSTRONGER IN A COMBINED SET-UP


Building one business with increased scale, focused on attractive market cells with strong in-market positions

Strategic investment choices behind attractive market & category combinations, with above average gross margin potential

Leverage substantial synergies from SG&A and Supply Chain to enable investmentinto profitable growth and deliver our mid-term profitability ambition

Opportunity to actively manage portfolio due to enhanced critical mass

New consumer platform facilitating acquisition of further consumer categories

to become Executive Vice President Henkel Consumer Brands

and to lead the integration process

to continue leading Laundry & Home Care during transition and to stay with Henkel latest until year-end 2022

WOLFGANG KÖNIGExecutive Vice President

Beauty Care(since 06/2021)

BRUNO PIACENZAExecutive Vice President Laundry & Home Care

(since 03/2011)


CLEAR PATH TOWARDS CREATION OF CONSUMER BRANDS


2022

Consumer Brands Q1 Q2 Q3 Q4

Design phase

Detail / planning phase

Execution phase

Live

2023

Q1

Setup integration architecture, validate ambition and design initiatives

Detail and plan implementation initiatives

Implementation and tracking of impact

New organization live


HENKEL CONSUMER BRANDS

1 Based on 2021 sales of the Laundry & Home Care and Beauty Care business units

One strong platform to accelerate Purposeful Growth Agenda in Consumer

SALES OF

~10 bn €1

MULTI-CATEGORYCONSUMER PLATFORM

DRIVING

GROWTH & PROFITABILITY

LEVERAGINGSCALE,SYNERGIES AND RESOURCE ALLOCATION

OPTIMIZEDPORTFOLIO WITHICONIC BRANDS

ONE AGILE TEAM WITH ENHANCED

CUSTOMER& CHANNEL CENTRICITY

OPPORTUNITIES FOR

TEAMS, TALENTS, LEADERS






AGENDA

SUSTAINABILITY AS KEY STRENGTH OF HENKEL


Strong heritage

Deep roots in sustainability with consistent focus and commitment throughout decades

Strong performance

Well on track to achieve targets –also recognized in key sustainability ratings

Ambitious targets

Comprehensive set of targets covering key dimensions of sustainability

KEY FACTORS DRIVING ACCELERATION


SCIENTIFIC INSIGHTS

GLOBAL POLICIES

MARKET SHIFTS

CUSTOMERS

CONSUMERS

STAKEHOLDERS

HENKEL PURPOSE

GROWTH STRATEGY

CULTURAL CHANGE

LEADERSHIP BEHAVIORS

FUTURE OF WORK

EMPLOYEE ENGAGEMENT

External factors Internal factors

ALIGNING KEY DIMENSIONS UNDER ONE SHARED AMBITION

HENKEL ROADSHOW PRESENTATION MARCH 20224343

2030+ AMBITION HIGHLIGHTS

Aim for climate-positive operations by 2030 and set a net-zero pathway for our scope 3 emissions.

Aim for circular use of water resourcesand waste materials in our operations by 2030

Aim for gender parity across all management levels by 2025 – and shape the future of work for our business and employees






AGENDA

Compelling financial ambition for the Henkel Group

and the Adhesive Technologies and Consumer Brands business units


MID- TO LONG-TERM AMBITION

3 to 4%

mid- to high single-digit % at constant exchange rates, including M&A

~16%

HENKEL GROUP

continued focus on Free Cash Flow expansion

3 to 5%

high teens %

3 to 4%

mid teens %

ADHESIVE TECHNOLOGIES

CONSUMER BRANDS

OSGORGANIC SALES GROWTH

ADJUSTEDEBIT MARGIN

ADJUSTEDEPS GROWTH

FREE CASH FLOW





AGENDA


ORGANIC SALES GROWTH DRIVEN BY STRONG PRICING

Price

Volume

9.4%

Significant organic sales growth in still highly challenging environment driven by strong pricing across all business units

Nominal sales increased to €5.3 billion

M&A

-1.1%

FX

0.2%

Nominal

6.1%

OSG

7.1%-2.3%

BROAD-BASED ORGANIC SALES GROWTH


NORTH AMERICA

1.2%

WESTERN EUROPE

3.2%

LATIN AMERICA

14.4%

AFRICA MIDDLE EAST

20.3%

EASTERN EUROPE

14.0%

ASIA PACIFIC

13.7%

MATURE MARKETS

3.1%EMERGING MARKETS

11.4%

NORTH AMERICA

6.6%

WESTERN EUROPE

-0.4%

LATIN AMERICA

15.2%

AFRICA MIDDLE EAST

1.4%

EASTERN EUROPE

21.0%

ASIA PACIFIC

5.3%



Continuously strong growth momentum with double-digit pricing at stable volumes

Organic growth driven by all business areas:

– Good growth in Automotive & Metals despite ongoing headwinds inAutomotive from semiconductor shortages

– Packaging & Consumer Goods up double-digit, particularly driven by Packaging and Lifestyle

– Electronics & Industrials with significant growth driven by Industrials

– Significant growth in Craftsmen, Construction & Professional supported by all businesses


10.7%Price: 10.6%

Volume: 0.1%



DOUBLE DIGIT

Eastern EuropeLatin AmericaNorth America

VERY STRONG

Asia-Pacific (EM)Western Europe

SIGNIFICANT

Africa/Middle-EastAsia-Pacific (MM)

BEAUTY CARE


Strong pricing but volume decline particularly due to portfolio measures in Consumer resulting in slightly negative organic sales growth

Consumer below previous year:

– Hair: continued market normalization leading to double-digit growth in Styling and negative development in Coloration; Care below previous year

– Body Care negative mainly driven by portfolio measures

Professional with double-digit growth and all regions contributing,in particular key markets North America and Europe


-1.2%Price: 5.1%

Volume: -6.3%

BEAUTY CARE


BELOW PY

Africa/Middle-EastWestern Europe

VERY STRONG

Eastern Europe

GOOD

North America

STRONG

Asia-Pacific (MM)

SIGNIFICANT

Asia-Pacific (EM)Latin America

LAUNDRY & HOME CARE


Double-digit pricing clearly offsetting volume decline leading to very strong organic sales growth

Laundry Care with significant organic growth driven by all categories,with strong contribution from core brands Persil, ‘all and Perwoll

Home Care with slightly negative development mainly due to further normalization of demand for hard surface cleaners


4.9%Price: 10.1%

Volume: -5.2%

LAUNDRY & HOME CARE


BELOW PY

Western Europe

VERY STRONG

Africa/Middle-East

POSITIVE

Asia-Pacific (EM)

GOOD

North America

DOUBLE-DIGIT

Asia-Pacific (MM)Eastern EuropeLatin America


OUTLOOK 2022 (AS PER APRIL 29)

ORGANIC SALES GROWTH1

+3.5 to 5.5%ADJUSTED EBIT MARGIN

9.0 to 11.0%ADJUSTED EPS2 GROWTH

-35 to -15%

At constant exchange rates

reflecting high level ofmarket uncertainty

and volatility

ADHESIVETECHNOLOGIES

BEAUTY CARE

LAUNDRY & HOME CARE

+8.0 to 10.0%

-5.0 to -3.0%

+2.0 to 4.0%


BEAUTY CARE

LAUNDRY & HOME CARE

13.0 to 15.0%

5.0 to 7.0%

7.0 to 9.0%

1 Beauty Care OSG considering announced portfolio measures; excluding Russia and Belarus from Q2 2022 onwards 2 Per preferred share

KEY ASSUMPTIONS


War in Ukraine

Exit of business activities in Russia and Belarus significantly impacting Group sales and profitability

Noticeable effect from business in Ukraine on Group sales and profitability

Broadly impacting global economies and markets: further acceleration of raw materials and logistics prices paired with substantial volatility

Drastic acceleration of input cost

Average direct materials price increase of mid twenties %expected for 2022

Step up in pricing and savings initiatives

Negative mathematical effect on margin resulting frompassing on in absolute terms significantly higher input cost

Comparison of direct materials gross price increases

~€ 1bn2021

~€ 2bn2022e

Annual delta vs previous year

~€ 0.1bnØ 2011-2020

ACCELERATING PRICING INITIATIVES


Comprehensive pricing and savings initiatives in execution

Strong pricing in Q1 across all business units and regions

Further pricing efforts required to compensate for unprecedented headwinds from raw materials and logistic costs

Confident to recover profitability over time, while full compensation not yet in 2022

Development of pricing component


BEAUTY CARE

LAUNDRY & HOME CARE

HENKEL GROUP Q1/22:9.4%

0.8% 1.0%

3.1%

1.7%2.7%

3.4%3.4%

1.7%

4.3%5.4%

3.8% 3.4%

10.6%

5.1%

10.1%

Q1/21 Q2/21 Q3/21 Q4/21 Q1/22

KEY TAKE-AWAYS


1. Henkel with significant organic sales growth in Q1 2022 driven by pricing

2. Highly volatile environment with broad impacts from war in Ukraine and drastic input cost increases

3. Outlook 2022 reflecting fundamental changes in business environment

4. Step up pricing initiatives to mitigate exceptional headwinds from raw materials & logistics

4. Progressing with creation of multi-category platform Henkel Consumer Brands:

Enhancing growth and margin profile

Significant synergies – targeting € 500m gross savings mid-term

First phase implemented by 2023with annualized net savings of € 250m

Businesses of up to €1 bn under review for portfolio measures

UPCOMING EVENTS


What‘s next in 2022

May 5

Q1/22 RELEASE Quarterly

Statement Q1/22

Progress Henkel Consumer Brands

AUG 15

H1/22 RELEASE HY Financial

Report 2022

Interim update on strategic progress

SAVE THE DATE

SEP 20

CAPITAL MARKET DAY2022, DÜSSELDORF Henkel Adhesive Technologies

Henkel Consumer Brands

NOV 8

Q3/22 RELEASE Quarterly

Statement Q3/22

THANK YOU.



OUTLOOK 2022ADDITIONAL INPUT FOR SELECTED KPIS

Currency Impact on Sales Low single-digit % positive1

M&A Impact on Sales Low to mid-single-digit % negative2

Prices for Direct Materials Increase by mid twenties %1

Restructuring Charges € 450 – 500m3

CapEx € 700 – 800m

1 versus the prior year average 2 including effect from exiting Russia and Belarus 3 including restructuring charges related to the merger of Laundry & Home Care and Beauty Care;

excluding potential restructuring charges related to exiting Russia


OUTLOOK 2022

Organic Sales Growth 2.0 to 4.0% 3.5 to 5.5%

Adjusted EBIT Margin 11.5 to 13.5% 9.0 to 11.0%

Adjusted EPS1

(at constant currencies)-15 to +5% -35 to -15%


FY 2022 – previously FY 2022 – updated


ADHESIVE TECHNOLOGIESTOP BRANDS, SALES 2021

~€ 3.1 bn ~€ 0.9 bn~€ 1.6 bn

Top 10 brands: >80% of total Adhesive Technologies sales


BEAUTY CARETOP BRANDS, SALES 2021

~€ 1.8 bn ~€ 0.3 bn~€ 0.3 bn

Top 10 brands: ~85% of total Beauty Care sales


LAUNDRY & HOME CARETOP BRANDS, SALES 2021

~€ 1.4 bn ~€ 0.4 bn~€ 0.4 bn

Top 10 brands: ~70% of total Laundry & Home Care sales


MANAGEMENT BOARD

CARSTEN KNOBEL CEOBorn 1969, with Henkel since 1995, Member of Board since 2012

MARCO SWOBODAFinance, Purchasing & Global Business SolutionsBorn 1971, with Henkel since 1997, Member of Board since 2020

SYLVIE NICOLHR & Infrastructure ServicesBorn 1973, with Henkel since 1996, Member of Board since 2019

JAN-DIRK AURIS Adhesive TechnologiesBorn 1968, with Henkel since 1984, Member of Board since 2011

WOLFGANG KÖNIGBeauty CareBorn 1972, with Henkel since 2021, Member of Board since June 2021

BRUNO PIACENZALaundry & Home CareBorn 1965, with Henkel since 1990, Member of Board since 2011

Henkel AG & Co. KGaAInvestor RelationsHenkelstrasse 6740589 DüsseldorfGermany

www.henkel.com/irPhone: +49-211-797-3937Fax: +49-211-798-2863E-mail: [email protected]


CONTACTS

MANUEL BÖSINGSenior Manager Investor Relations

JENNIFER OTTSenior Manager Investor Relations

DENNIS STARKESenior Manager Investor Relations

INES GÖLDNERTeam Assistant Investor Relations

ANDREA HASCHKESpecialist Investor Relations

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HENKEL ROADSHOW PRESENTATION