KMBNasdaqConverted Paper & Paperboard Prods (No Contaners/Boxes)US GAAP · USD

Kimberly-Clark Corporation

Kimberly-Clark makes everyday consumer and professional paper-based hygiene products built around absorbency, softness, and convenience. Its portfolio includes brands such as Huggies, Kleenex, Scott, Kotex, Cottonelle, Poise, Depend, Andrex, and WypAll, sold in more than 175 countries and territories.

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Revenue16.4bn USD
−2.1 %y/y
Operating profit (EBIT)2,351m USD
−12.9 %y/y
EBIT margin14.3%
−1.8 ppy/y
Net income2,021m USD
−20.6 %y/y
Free cash flow2,777m USD
−14.1 %y/y

Fiscal year 2025 · change from previous year

Development 2020–2025

0510152025bn USD2020: 19.1 bn USD2020: EBIT 3.2 bn USD20202021: 19.4 bn USD2021: EBIT 2.6 bn USD20212022: 20.2 bn USD2022: EBIT 2.7 bn USD20222023: 20.4 bn USD2023: EBIT 2.3 bn USD20232024: 16.8 bn USD2024: EBIT 2.7 bn USD20242025: 16.4 bn USD2025: EBIT 2.4 bn USD202516.42.4
RevenueOperating profit (EBIT)
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Business

Share of revenue
Baby & Child Care28 %

Diapers, training pants, wipes and related infant/child hygiene products sold under brands like Huggies and Pull-Ups.

Adult Care18 %

Absorbent products for bladder leakage and incontinence, including Depend and Poise.

Feminine Care12 %

Pads, liners and related menstrual care products sold under brands such as Kotex and Intimus.

Family Care30 %

Tissue, toilet paper, paper towels and related household paper products including Kleenex and Scott.

Professional12 %

Wipes and hygiene products for workplaces, lodging, food service and other institutional customers.

Products

Reported · share of revenue
41.2%24.7%11.8%11.2%10.4%FY2025100 %
  • Babyandchildcareproducts41.2 %
  • Family Care24.7 %
  • Adult Care Products11.8 %
  • Professional11.2 %
  • Feminine Care Products10.4 %
  • All Other0.8 %

Source: 10-K FY2025, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

Kimberly-Clark sells primarily to retailers, wholesalers, e-commerce channels and institutional distributors rather than directly to end consumers. Its products are bought because they are recurring household necessities, with demand driven by brand trust, shelf presence, performance and price-pack architecture. Walmart is its largest customer, and the company also serves mass merchandisers, drugstores, warehouse clubs, supermarkets and professional end markets.

Large retail chains

Walmart, mass merchandisers, supermarkets and warehouse clubs buy branded household staples for broad consumer distribution.

Drugstores and specialty retailers

Pharmacy and convenience channels buy personal care and tissue products for frequent replenishment and premium shelf placement.

E-commerce and e-tailers

Online channels buy packaged consumer goods for direct shipment and subscription-style replenishment.

Professional and institutional buyers

Distributors, lodging, food service and office facilities buy WypAll and related products for workplace hygiene.

Consumers

End users choose the brands for comfort, absorbency, reliability and perceived quality in daily-use categories.

Strategy

Kimberly-Clark is focused on Powering Care through innovation, margin improvement and organizational simplification. Management is investing in science-based product technology, supply-chain transformation and portfolio/footprint focus to support durable growth, stronger margins and faster execution. Capital allocation prioritizes growth investment, dividends, value-accretive acquisitions and share repurchases.

Accelerate pioneering innovationMedium term

New product performance and brand differentiation support pricing power and category share.

Optimize margin structureMedium term

Supply-chain efficiency and automation help offset input-cost pressure and protect profitability.

Wire the organization for growthShort term

A faster, more focused operating model should improve execution and portfolio discipline.

Allocate capital to durable growth and shareholder returnsLong term

Disciplined capital deployment supports both reinvestment and cash returns in a mature consumer staples model.

Geography

Kimberly-Clark operates globally, with continuing operations organized into North America and International Personal Care. North America generated $10.8 billion of 2025 net sales, while International Personal Care generated $5.7 billion; growth in IPC was helped by China, Indonesia, Australia and South Korea. The company also has a manufacturing footprint that includes a sole facility in Russia, where operations have been heavily curtailed.

Risks

The business is exposed to raw-material, energy and freight inflation, and to retailer concentration that can pressure pricing and shelf access. It also faces geopolitical and regulatory risk in markets such as Russia, plus brand, cyber and litigation risks that are common in global consumer products. Because demand is tied to recurring household consumption, execution on innovation, supply chain and trade spending is critical to defend share and margins.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Raw material, energy and transportation inflation1Customer concentration and retailer bargaining power2Russia geopolitical and sanctions exposure3Brand and reputation risk4Cybersecurity and privacy incidents5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Raw material, energy and transportation inflationImpact: HighLikelihood: High

    The company uses pulp, petroleum-based materials and logistics services, and higher costs may not be fully passed through.

    Exposure: Global manufacturing and distribution network

  2. Customer concentration and retailer bargaining powerImpact: HighLikelihood: Medium

    Large retailers can demand higher trade discounts, reduce shelf space or destock inventory, hurting revenue and margins.

    Exposure: Walmart and other large-format retailers/e-tailers

  3. Russia geopolitical and sanctions exposureImpact: HighLikelihood: Medium

    The company has curtailed activity and maintains limited operations in Russia, where assets and cash flows may be impaired.

    Exposure: Sole manufacturing facility in Russia

  4. Brand and reputation riskImpact: MediumLikelihood: Medium

    Consumer staples rely on trust, and any quality, safety or ESG-related issue can reduce repeat purchases.

    Exposure: Global branded portfolio

  5. Cybersecurity and privacy incidentsImpact: MediumLikelihood: Medium

    Digital commerce, consumer data and connected systems increase the impact of a breach or service disruption.

    ExposureE-commerceAppsCustomer programs
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Accounting

Judgemental items
Sales incentives and trade promotion allowances

Accrual estimates for rebates, slotting fees and coupons directly affect reported net sales and operating profit.

Impact: Can shift revenue recognition timing and margin comparability

Goodwill and intangible asset impairment

Brand values are tested using long-term cash flow and royalty assumptions, so weaker category outlooks can trigger charges.

Impact: May create material non-cash write-downs

Restructuring and transformation costs

The 2024 Transformation Initiative and separation costs create recurring special items that affect trend analysis.

Impact: Distorts underlying operating performance if not adjusted

Pension, postretirement and tax estimates

These liabilities depend on discount rates, return assumptions and tax judgments, which can change earnings and equity.

Impact: Can move other income/expense and effective tax rate

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Last updated: 24/09/2026