Global 
Sustainability 
Report
2020 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint

3
15
40
4
5
9
Making Lives Better 
Social Impact 
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety
Smallest Environmental Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint 
This report portrays Kimberly-Clark's progress through stories that highlight 
our work around the world as well as key data and metrics, prepared in 
accordance with the Global Reporting Initiative (GRI) Sustainability Reporting 
Standards “Core” level. Our reporting time frame covers January 1 through 
December 31, 2020. 
Legal Notice; Forward-Looking Statements
All statements in this report that are not historical, including goals for and 
projections of future results, the expected execution and effect of our 
sustainability strategies and initiatives and the amounts and timing of their 
expected impact, constitute forward-looking statements that are based 
on management’s expectations and beliefs concerning future events 
impacting the company.  Many factors outside our control, including 
competitive pressures, evolving legal and regulatory requirements, and 
societal and market conditions globally and in the markets in which we 
do business, could cause actual results to vary.
There can be no assurance that these future events will occur as 
anticipated.  Forward-looking statements speak only as of the 
date they were made, and we undertake no obligation to publicly 
update them.  Please see Kimberly-Clark’s latest Annual Report 
on Form 10-K and subsequent SEC filings for a discussion of 
risk factors as they relate to forward-looking statements.
For more detailed data, metrics and disclosures, see the 2020 Sustainability Report Addendum.
Table of 
Contents
A Message from Mike Hsu
A Message from Lisa Morden
Our Business in 2020
Our Business
Responding to COVID-19 
Leading Through Social Unrest
Our Strategy for the Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our Value Chain
Our Goals and Progress
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint

Living Our Values
A Message from Mike Hsu 
Reflecting on the past year, I am incredibly proud of how 
Kimberly-Clark and our people responded in a powerful way 
when the world needed us the most. 
The health and safety of our employees has been and remains 
our priority. We took swift action to protect our teams at the 
outset of the COVID-19 pandemic to keep our people and 
their families safe and healthy. We prioritized care for our 
employees so we could provide the essential products that 
the world was counting on. 
As the world's focus expanded beyond the pandemic to 
include social and racial injustice, our values dictated how 
we would use the strength of our culture and trusted brands 
to advocate for and promote inclusion, drive diversity, and 
disrupt bias - at first with our employees around the world, 
and later in the communities where we live and work.  
These once-in-a-lifetime events forced us to both embrace 
and redefine how we care for each other, our customers, 
our consumers, our communities, and our planet, and they 
affirmed a shared purpose for our company that was not fully 
realized until the pandemic required a singular focus on care.
This sense of purpose is at the core of our ambitious 
sustainability strategy, which we introduced last year: to uplift 
the lives and well-being of 1 billion people around the world 
by 2030, with half the environmental footprint in the areas 
where we can make the biggest difference – climate, forests, 
water, and plastics.
We know the hard work is still ahead of us. Yet, the 
conversation around sustainability is changing, and growing 
for good means that we must be bolder and act faster to 
address the social and environmental challenges facing our 
consumers, our communities, and the planet. In setting these 
goals for ourselves, we believe we are futureproofing our 
business for generations to come.
This year’s report showcases the incredible response from our 
teams to an extraordinary year, and it reflects how we live our 
purpose every day.
Mike Hsu  
Chairman, CEO, and Proud Employee  
Kimberly-Clark
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Leadership 
Message 
Leadership 
Message 
A Message from Mike Hsu
A Message from Lisa Morden

The Essentials for a Safer, 
Healthier World 
The past year presented previously unimaginable 
challenges that put health and safety at the forefront 
while illuminating social and environmental gaps 
that still need to be bridged. For Kimberly-Clark, it 
reminded us how closely we are all connected, and 
of the urgency of the work ahead to achieve our 
environmental, social, and governance goals. 
The safety of our people has remained our top 
priority, and we have taken extra precautions 
across our global operations to keep employees 
and their families safe while ensuring that 
consumers have continued access to our 
essential products.  
The COVID-19 crisis has also increased awareness 
of the complex relationship between humans and 
the world around us, and the critical connection 
between health, safety, and sustainability. 
Preserving natural resources and improving public 
health and hygiene are essential to helping people 
lead safer, healthier, and better lives.  
Amidst this backdrop, we launched Kimberly-
Clark’s 2030 ambitions, aimed at improving 
the lives of 1 billion people in underserved 
communities around the globe. With a 
commitment to reducing our environmental 
footprint by 50% over the coming decade, we're 
focused on the areas where we can make the 
greatest difference, including climate, water, 
forests, and plastics. 
Kimberly-Clark is using its unique position to help 
address these challenges and drive initiatives 
that support the United Nations Sustainable 
Development Goals for good health and well-
being, gender equality, and clean water and 
sanitation as well as life on land, climate, and life 
below water.
Our work also serves to tackle longstanding social 
inequities. The lack of basic sanitation for 1-in-
4 people around the world makes communities 
less resilient to disease and impedes economic 
progress—and the impacts, including those driven 
by climate change, are far-reaching. Thousands of 
women and girls miss school and work every day 
since they lack access to clean, safe toilets and 
are unable to manage their periods.  
This year’s report shares how our teams cared 
for each other, our consumers, our communities, 
and the planet. Further, our experiences 
have taught us that we can move quickly to 
achieve incredibly challenging goals and that 
an unwavering focus on health, safety, and 
sustainability can illuminate ways of working 
with purpose and urgency.
We look forward to keeping you posted  
on our progress.
Lisa Morden  
Vice President, Safety, Sustainability,  
and Occupational Health
A Message from Lisa Morden 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Leadership 
Message 
Leadership 
Message 
A Message from Mike Hsu
A Message from Lisa Morden

Our Malaysian team donated care packages that included Huggies, Kotex, and Kleenex products to 16,000 affected families. YB Dato’ Sri Dr. Santhara 
Kumar, Deputy Federal Territories Minister, pictured here, recognized Kimberly-Clark for the contribution. 
Our Business 
in 2020
Our essential heroes responded to the strain of 2020 with incredible 
care for each other, our consumers, and communities around the 
world. The year brought a series of profound disruptions—to our 
people and operations, our consumers, and our value chain—
highlighting greater social issues in the process. 
The COVID-19 pandemic tested our resilience, both as 
individuals and as a business committed to helping people 
live better lives. The demonstrations that erupted in late 
May spotlighted longstanding social inequities around the 
world and challenged us to chart a better, faster, and more 
comprehensive way forward. 
The urgency of these obstacles brought a renewed 
sense of purpose for how we care for others and 
improve people’s lives. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Business 
in 2020
Our Business
Responding to COVID-19
Leading Through Social Unrest

Leadership 
Message 
Our Strategy for the 
Decisive Decade
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Business 
in 2020
Our Business
Responding to COVID-19
Leading Through Social Unrest
Diapers & Baby Wipes 
Diapers 
Training & Swim Pants
Baby Wipes 
Feminine Care 
Incontinence Care
Our Business
Kimberly-Clark (NYSE: KMB) 
and its trusted brands are 
an indispensable part of 
life for people in more than 
175 countries.
We are headquartered in 
Dallas, Texas, with approximately 
46,000 employees* worldwide and 
operations in 34 countries.
Fueled by ingenuity, creativity, and 
an understanding of people’s most 
essential needs, we create products 
that help individuals experience 
more of what’s important to them. 
 
For nearly 150 years, we’ve had the 
149  
years in 
business
$19.14 
bilion sales  
in 2020
175+ 
countries, 
regions, and 
territories where 
our brands  
are sold
1/4 
of the world’s 
population 
uses one of 
our products 
every day 
Net Sales
54%
North America
46%
outside North America
Our portfolio of brands, 
including Huggies, Kleenex, 
Scott, Kotex, Cottonelle, 
Poise, Depend, Andrex, 
Pull-Ups, GoodNites, Neve, 
Plenitud, Viva, and WypAll, 
hold the No. 1 or No. 2 share 
position in 80 countries.
Consumer Tissue 
Facial Tissue 
Bathroom Tissue 
Paper Towels
K-C Professional
Facial Tissue, Bathroom 
Tissue, and Paper Towels  
for away-from-home use 
Wipers 
Safety Products 
$9.3
 bilion
$3 
 bilion
$6.7
 bilion
* Number includes employees of Softex, which  
Kimberly-Clark acquired in September 2020.
foresight to find new ways to make lives 
better. From creating new categories 
to starting new conversations, we are 
constantly innovating our products and 
our practices to serve and care for the 
ever-changing needs of the people we 
touch at all stages of life.

Responding to COVID-19
Kimberly-Clark responded to the 
COVID-19 pandemic by helping to 
provide needed supplies to font-line 
workers and impacted households 
and supporting relief efforts around 
the world. Our response is guided 
by our commitment to our value of 
caring, which starts with our people 
and their families and extends out 
to our partner, our customers and 
consumers, communities, and to 
those in need. 
Our efforts focus on three key areas:
Caring for Those in Need: The Kimberly-Clark 
Foundation donated over $8 million to assist 
with COVID-19 response and recovery efforts 
around the world. The Foundation donated 
$2.5 million to UNICEF and its programs 
focused on preventing the spread of the virus 
by providing hygiene and medical kits to 
schools and health facilities, and by increasing 
children’s access to health, education, 
and social services during the pandemic. 
Another $2.5 million went to the International 
Federation of Red Cross and Red Crescent 
Societies and the American Red Cross.
Caring for Our People: Nothing 
is more important than the 
health and safety of our 
people, who enable us to 
provide the products people 
count on to maintain good 
health and hygiene. 
Caring for Our Customers & 
Consumers: Kimberly-Clark teams 
stepped up to help our consumers 
and customers have access to 
essentials they need most - the 
comforts of home and health that our 
trusted brands provide every day. We 
accelerated our production globally. 
And when consumer uncertainty and 
shifting market demands caused 
toilet paper shortages in stores, 
our brands like Cottonelle and 
Andrex launched a #ShareASquare 
movement. 
2
We remain vigilant at every office, 
manufacturing facility, and distribution 
center throughout our global operations 
in our efforts to keep our people 
safe and healthy. We have rigorous 
COVID-19 safety protocols, which were 
developed in line with guidance from 
recognized public health authorities. 
These protocols are dependent on local 
COVID-19 health conditions and include 
mask requirements, work-from-home 
options where practical, temperature 
scans at facility entry points, regular 
cleaning of work areas, shift rotations, 
and social distancing reminders where 
people gather.  
Our protocols encourage employees to 
stay home when they feel unwell, and, 
where applicable, we have enhanced 
paid leave policies.
1
3
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Business 
in 2020
Our Business
Responding to COVID-19
Leading Through Social Unrest

Leading Through Social Unrest
In 2020, the world was shocked by the tragic deaths of Breonna Taylor, Ahmaud Arbery, and George Floyd. The death 
of George Floyd in late May broadened the Black Lives Matter movement and sparked a summer of worldwide protests 
against systemic inequities and violence. 
Companies large and small—including Kimberly-Clark—recognized the responsibility we have to reexamine our cultures; 
root out racism, discrimination, and bias; and foster more inclusive and diverse workplaces that welcome and engage 
people of all races, cultures, and identities. 
While this kind of work isn’t 
new to Kimberly-Clark, 2020 
demonstrated that integrating 
inclusion and diversity is a social 
imperative and enabler of our 
business goals. 
We know shifting a complex, 
established system and 
creating new norms takes 
sustained management 
attention and personal 
work by everyone in the 
organization. As the events of 
2020 unfolded, the urgency 
of racial justice galvanized 
us into collective action: We 
committed to do more, move 
faster, and enable change. 
By leading with 
inclusion, we were 
better prepared in 
this moment to listen 
to each other and 
truly understand 
the need for a 
workplace reality for 
our employees that 
matches our values 
and aspirations.
Erin Mitchell Richeson 
VP, Global Inclusion & 
Diversity
Our priority is to cultivate a workforce where all are 
included and empowered to do their best work— 
where differences are valued and essential for success. 
We champion the ongoing progress made by our passionate 
employee resource groups and non-discrimination policies, 
yet we remain focused on the responsibility that we must do 
more. Our executive team is leading by example by driving 
conversations about systemic racism and inequality. We’ve 
taken concerted action, including increased employee 
engagement in caring conversations and addressing 
unconscious biases with team leader training and resources. 
We also introduced a series of town halls led by our global 
Inclusion & Diversity team to lay the foundation for our long-
term strategy. 
Through these actions, we can be a catalyst for conversation, 
understanding, and community-building. We know that we 
can affect immediate change by looking inward—to challenge 
our comfortability, educate ourselves, and improve our 
company for the future.  
Kimberly-Clark doesn’t hold the answers, but we are holding 
tight to our values of caring and being accountable, and 
that begins with each of us. Caring means truly listening, 
empathizing, and seeking to understand. It means being 
inclusive and valuing the differences, and commonalities, that 
make us stronger. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Business 
in 2020
Our Business
Responding to COVID-19
Leading Through Social Unrest

We commemorated our Kleenex® brand’s 50th anniversary in Taiwan, China with a celebration at our Hsin-Ying site. This facility has produced nearly 7 
billion Kleenex® Brand packs since its inception in 1971.
Our Strategy  
for the Decisive 
Decade
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

Our Strategy
As we take action to solve 
sustainability challenges for the 
decade ahead, we are building on 
our past successes, scaling up our 
use of efficient new technologies, and 
delivering solutions that address the 
challenges facing our planet. 
We’re proud of the progress we have 
made to date. We have improved 
the lives of more than 25 million 
people through programs such as 
Toilets Change Lives and the Kotex 
“Period or Not, She Can” promise, 
surpassing our 2022 goal to advance 
the wellbeing of 25 million people. We 
have reduced our GHG emissions by 
32.1% versus our 2015 baseline and 
decreased our water usage in water-
stressed regions by 32.5%. 
However, we believe accelerated 
action is needed to stay ahead of 
the imperatives of the global climate, 
biodiversity, and plastics crises. 
It is also clearer than ever that we 
cannot effectively and equitably 
address these environmental 
challenges if we don’t also address 
the challenges of inequality and 
access to education, hygiene, and 
sanitation. 
Our ambitious goals are 
intended to spur innovation 
and action on building a better 
future.
By 2030, we aim to: 
Advance well-being in underserved and vulnerable 
communities around the world, helping
1 billion people 
Reduce our absolute Scope 1 and 2 GHG emissions by 
50% (by 2030) 
Reduce our Natural (Northern) Forest Fiber footprint by 
50% (by 2025)  
Reduce our plastics footprint by
50%  
Reduce our water footprint in water-stressed areas by 
50%
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

Focusing on What's Essential 
At Kimberly-Clark, 
we’re committed to 
improving the lives of 
1 billion people while 
striving to operate 
with the smallest 
environmental 
footprint, helping to 
safeguard natural 
systems, and doing 
the right thing 
for people and 
communities. 
Making Lives Better 
We create opportunities for social impact with our purpose-driven brands and products.
Smallest Environmental Footprint 
We help sustain and reinvigorate natural systems by 
stepping up to meet the challenges that science and 
our stakeholders have identified. 
Reducing the use of new fossil  
fuel-based plastic 
 
Enabling circular systems  
Reducing our forest carbon footprint  
Supporting biodiversity and forest-
dependent communities  
Reducing GHG emissions across our value 
chain, in line with science  
Building resilience to water risk 
Caring for the health and well-being of people at all stages of life  
Challenging stigmas and championing the progress of women everywhere 
Championing a world where all enjoy access to clean water, sanitation, and hygiene 
Promoting inclusion and diversity within our business and society at large 
Protecting the rights of workers across our supply chain  
Protecting the health and safety of our employees, customers, and consumers  
Furthering ingredient transparency to ingredient transparency  
Delivering product safety and quality
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

An important lesson we have learned 
over the years is that we can only 
succeed at scale when we align our 
sustainability ambitions with our 
commercial plans. 
We are building purpose-led 
brands that create shared 
value for our business and 
stakeholders by innovating 
solutions to global challenges. 
Recognizing that the United Nations’ 
Sustainable Development Goals 
(SDGs) provide the best shared 
definition of our global challenges, 
we have considered these goals 
against our value chain. The result is 
a strategy focused on addressing key 
impacts and opportunities across the 
lifecycle of our products, and we have 
challenged our brand, innovation, 
and supply chain teams to develop 
new solutions that move the needle. 
Driving Benefit Across 
Our Value Chain
Raw Materials
Supplier Mfg.​
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Forest-dependent 
communities​
Forest carbon footprint​
 
Biodiversity
Sustainable water use​
Water stewardship​
Human rights and  
ethical practices​
Scope 3 carbon emissions
Recovery
Residual 
waste
Scope 3 carbon emissions
Water stewardship​
Zero waste to landfill​
Scope 1 & 2 carbon emissions
Health and  
well-being of people​
Empowerment of 
women and girls
Access to clean 
water and sanitation
Post-consumer 
waste
Improving access
Scope 3 carbon emissions
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

Strategic  
Focus
Our 2030  
Aspiration
Our  
Goals
Target Year 
Progress1
SDG  
Focus
BETTER LIVES
Social Impact
Make lives better through 
purpose-driven brands.
Advance the well-being of 1 billion people 
through innovation and programs that deliver 
essentials to underserved2 communities.
2030
25.7M
SMALLEST ENVIRONMENTAL FOOTPRINT
Plastics Footprint
Reduce our plastics3 footprint 
by 50% through reductions, 
renewables, and recycled 
substitutes, or by introducing 
reusable products or circular 
systems.
50% reduction in the use of new, fossil fuel-
based plastics from a 2019 base year.
2030
2.8%
75% of the material in our products either 
biodegradable or recovered and recycled.
2030
70.9%
100% of our packaging reusable, recyclable, 
or compostable.
2025
82%
20% average recycled content across plastic 
packaging.
2025
2.5%
100% of our manufacturing waste diverted 
from landfill to beneficial uses.
2022
96%
Our Goals and Progress 
1.  Progress reflects impact of COVID-19. 
2. We identify "underserved" populations based on (1) inability to pay for existing products, (2) inadequate distribution, (3) underdeveloped waste-management infrastructure, or (4) other disparities such as lack of education, social stigmas, etc. 
3. Plastics reductions are by weight.
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

Strategic  
Focus
Our 2030  
Aspiration
Our  
Goals
Target Year 
Progress
SDG  
Focus
Forest Footprint
Reduce our natural forest 
footprint by 50% while unlocking 
the power of the world’s forests 
to help solve the climate and 
biodiversity crises.
Reduce our Natural (Northern) Forest Fiber2 
footprint by 50% from a 2011 base year.
2025
19%
Source 90% of our tissue fiber from 
Environmentally Preferred Fiber (EPF) sources.
2025
84%
Set a science-based goal to reduce Scope 3 
land-use emissions by 2030.
2030
In progress
Carbon Footprint
Do our part in the fight against 
climate change by minimizing the 
carbon footprint of our products 
and brands and reducing our 
direct emissions by 50% and 
value chain emissions by 20%.
Reduce absolute Scope 1 and 2 GHG 
emissions by 50% over a 2015 base year.
2030
32.1%
Reduce absolute Scope 33 GHG emissions by 
20% from a 2015 base year.
2030
3%
Water Footprint
Reduce our water footprint 
by 50% in water-stressed 
regions by creating significant 
improvements in our supply 
chain and the surrounding 
communities, ensuring ongoing 
access to fresh water for all.
Reduce our water footprint by 50% in water-
stressed regions.
2030
32.5%
Conduct 30 stakeholder engagements in 
water-stressed regions that result in improved 
access to fresh water.
2030
In progress
2. Natural forests are composed of native species that self-regenerate and contain key elements of native ecosystems 
such as wildlife and biological diversity. To us, this primarily includes boreal fibers known as Northern Bleached 
Softwood Kraft (NBSK).
3. Reduction target is focused on emissions from the Greenhouse Gas Protocol's Scope 3 Category 1 (Purchased Goods 
and Services) and Category 12 (End of Life Treatment of Sold Products).
Leadership 
Message 
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Our Strategy for the 
Decisive Decade
Our Strategy
Focusing on What’s Essential
Driving Benefit Across Our 
Value Chain
Our Goals and Progress

We partner with WaterAid to provide communities in Bangladesh and around the world with access to sanitation and hygiene.  
Photo Credit: Jannatul Mawa, WaterAid
Making Lives 
Better
With the UN SDGs as our roadmap, we're putting our brands 
and supply chain to work to solve some of today’s most 
pressing challenges while working to lift up vulnerable and 
underserved people around the world.
We live our purpose by elevating care and improving 
the quality of people's lives with our essential health 
and wellbeing solutions.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Social 
Impact
The Huggies Brazil team 
partnered with 12 NGOs 
across the country to 
donate and distribute 
over 1 million Huggies 
diapers to more than 
3,000 families in need.
We deliver essentials for a 
better life to one quarter of the 
world's population every day.
But millions worldwide remain in need, 
lacking access to basic products 
and services that could dramatically 
improve their quality of life. 
Through our social impact ambition, 
we aim to advance the wellbeing 
of 1 billion people in underserved 
communities.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Program Ambition
Around the world, 500 million women and girls still lack access to 
menstrual health solutions and 2 billion people lack access to basic 
sanitation (World Bank). Countless babies are born with limited access 
to maternal and neonatal healthcare that could dramatically improve 
their quality of life. 
We believe we are uniquely positioned to help tackle these challenges. 
Who Wants to Be a (Humanitarian) Billionaire?
We don't shy away from a challenge that has the potential to positively impact 
people's lives. When we address access to essentials like water, sanitation, and 
hygiene while at the same time breaking down barriers for women, it's not that 
difficult to see that we can all become billionaires.
Kimberly-Clark's chief scienctist, Pete Dulcamara, believes we have an opportunity to become billionaires if we 
stop defining billionaire as someone who accumulates a billion dollars and instead define it as someone who 
helps a billion people. 
At Kimberly-Clark, we see the connection between menstrual hygiene and sanitation, and know we have a 
huge opportunity to make an impact.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

We care for the health and 
well-being of people at all 
stages of life.
Leading Brands​
SDG
Key programs 
and impacts​
We champion a world where 
all enjoy access to clean water 
and sanitation. 
We challenge stigmas and 
champion the progress of 
women everywhere in pursuit 
of gender equality.
Our programs have impacted more than 16M 
since 2015 including:
1.6M 
Babies and young children benefited from  
No Baby Unhugged partnership 
1.5M  
Lives impacted by National Diaper Bank Network 
(USA) since 2015 
$500,000  
Donations given to support education programs 
for safer, healthier workplaces 
Our programs have impacted nearly 4M since 2015 
including:
1.7M  
People benefited from Andrex partnering with WaterAid 
to build and renovate public toilets in Bangladesh​ 
233  
Communities given access to sanitation services and 
clean water through Scott’s partnership with Water 
for People​ 
1.25M  
People benefited from Neve’s partnership with UNICEF 
to support WASH programs​ 
Our programs have impacted more than 3M since 
2015 including:
1.3M  
Students benefited from our U by Kotex program in 
Australia and the Pacific Islands​ 
$15,000  
Grants awarded to 30 female entrepreneurs to 
help them bounce back from hardships related to 
COVID-19 
​
>36M  
Period products donated to the Alliance for Period 
Supplies since 2018 
As we launched these global ambitions amidst a global pandemic, our brands have been guided by purpose to ensure embedding 
social good sits at the core of their business. Here are some of our key programs and impacts since our program started in 2015.
Strategic Focus
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Goal
Goals and Performance 
Throughout 2020, Kimberly-Clark 
and our brands reached 8.5 million 
people in vulnerable/underserved 
communities with our programs and 
initiatives, pushing us beyond our initial 
2022 goal to impact 25 million lives. 
These efforts are supported by the 
Kimberly-Clark Foundation, whose 
social and community investments 
aid in our work to increase access to 
sanitation, help children thrive, and 
empower women and girls. 
While we recognize we have a long 
way to go to achieve our 2030 goal 
of reaching 1 billion people, we are 
laying the groundwork for accelerated 
impact in the years to come. 
through innovation and 
programs that deliver 
essentials to vulnerable 
and underserved* 
communities
1  
billion people 
Advance the  
well-being of
*We identify "underserved" populations 
based on (1) inability to pay for existing 
product, (2) inadequate access to 
distribution, (3) under-developed waste-
management infrastructure, or (4) other 
disparities such as lack of education, 
social stigmas, etc.
3.9M 
access to 
sanitation
3.2M 
empowering 
women & girls
2.3M
COVID-19/other
16.2M 
helping children 
thrive
25.7M
lives impacted 
since 2015
Photo Credit: 
Jannatul Mawa, 
WaterAid
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

We exist to ensure a period never gets in 
the way of any woman’s progress
Purpose
Case Study: 100 Years of Leading with Purpose
More than a 100 years ago, World 
War I nurses began using Kimberly-
Clark’s bandages as makeshift sanitary 
napkins, so they could continue their 
lifesaving work without worrying about 
their periods. 
After the war, the resilience and 
resourcefulness of those nurses inspired the 
introduction of a whole new category of 
personal care products. They also inspired 
the launch of our Kotex brand. 
Throughout the century that followed, those 
products have advanced, but the brand’s 
purpose has remained essentially the same: 
to ensure that a period never gets in the 
way of any woman’s progress. To make that 
promise a reality for women and girls around 
the world, Kotex takes a holistic approach to 
social impact. 
Build Futures with Education
Particularly in the developing 
world, lack of menstrual hygiene 
management contributes to 
school dropout, stunting her future 
opportunities. 
Open Doors ​for Her
Through local, brand-led efforts 
around the globe, we’re opening 
doors for women to pursue 
independent futures.
To champion her progress, our 
social impact programs drive lasting 
change for women and girls
Fight the ​Stigma
Working with our partners, we’re 
focusing on efforts to increase 
knowledge and make societal 
changes to eliminate period stigma. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Fight the Stigma
Open Doors for Her
Every day, somewhere around the world, more than 800 million women 
and girls are experiencing their period, yet 500 million of them lack access 
to hygienic period products. In both developing and developed nations, 
cultural taboos, discrimination, and lack of menstrual education create 
stigmas and barriers that impact women’s and girls’ rights, stifling their 
opportunities.
Promoting Women’s Innovation in the Sanitation Economy  
In October, Kotex partnered with the Toilet Board to launch Women in the Sanitation Economy 
Innovation Lab, a six-month program that cultivates women-led and/or women’s-health-focused 
startups. The program features five women-led businesses hailing from the United States, United 
Kingdom, and Kenya. 
The participating businesses receive mentorship and training from 12 Kimberly-Clark global employees 
who help them roll out their services and products, including recycling solutions for menstrual products, 
waterless toilets, toilets for people with special needs, cloth diapers and laundering services, and 
sustainable menstrual products. We support these women entrepreneurs in their journey to achieve 
their goals and positively contribute to some of the world’s most pressing sanitation issues. 
She Can Initiative  
Kotex’s She Can initiative aims to fight stigmas and barriers by delivering menstrual 
health education and skills to more than 1.6 million women and girls in Nigeria, Vietnam, 
China, India, Brazil, and Colombia. Over three years, Kotex is devoting $2.5 million 
to a combination of educational efforts, mass media campaigns, and skills-building 
trainings that help girls and young women take control of their menstrual health and 
their futures. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

We have the opportunity to positively 
impact people's lives in these countries 
by visiting high schools in local 
communities and providing education 
and products. We are creating 
normality around menstruating by 
starting conversations and challenging 
taboos.
Elizabeth Harrington 
U by Kotex Pacific Islands Manager
U by Kotex Schools Program 
Our U by Kotex Schools Program aims to prepare young girls 
for their first period by providing fully syllabus-compliant 
lesson plans, interactive digital teaching materials, and 
product samples to be delivered by someone they trust: their 
teacher. The program has been active in Australia and New 
Zealand since 2014, and in 2020, it expanded to reach over 
30,000 students in Papua New Guinea, Fiji, and other Pacific 
Islands nations. Since 2016, the program has reached nearly 
1.3 million students. 
Build Futures with Education
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Caring for Our 
Community
Our caring value drives our culture, and we are committed to supporting 
communities through company giving and employee volunteerism. 
In 1952, we established the Kimberly-Clark Foundation to 
support our commitment to charitable giving. The Foundation 
was built around our promise to be a good employer and 
a good neighbor, and to help those in need gain essentials 
through a portfolio of health, humanitarian, economic, and 
environmental initiatives. 
Extending our impact beyond direct corporate funding and 
employee-led giving, the Foundation supports targeted 
causes through financial contributions, Kimberly-Clark 
product donations, and volunteer hours. 
Each year, employees from Kimberly-Clark facilities around 
the world participate in a variety of volunteer activities to 
support local nonprofit organizations.
$42.2M 
total giving in 2020
$1.4M 
employee gifts matched in 2020
The Kimberly-Clark Foundation’s Community Partners program recognizes 
the volunteer efforts of U.S. employees and their spouses, making $500 
grants to charitable organizations where those employees volunteer for 
a minimum of 30 hours per year. U.S. employees are able to double their 
donations to qualified charitable organizations through the Foundation’s 
Matching Gifts program.
The Kimberly-Clark Foundation
United Way Annual Campaign 
$1.9M 
annual campaign contributions to 
United Way in 2020
For nearly 70 years, we have been a strong 
supporter of United Way. In Kimberly-
Clark communities throughout the United 
States, we raise money through enthusiastic 
campaigns and participate in United Way 
volunteer events. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Brands Giving Back 
In 2020, Kimberly-Clark’s trusted brands led initiatives to 
provide better care for communities around the world.  
Poise
Poise in North America provided 50 grants to 
women-led businesses, totaling $500,000. 
Scott
Our Scott brand in the United States committed 
$500,000 to Boys & Girls Clubs of America, 
supporting the families of essential workers 
during COVID-19 by keeping nearly 300 clubs 
open and providing emergency childcare.
Kotex
The Kotex India team partnered with the 
Municipal Corporation of Greater Mumbai to 
provide 1 million Kotex pads to women in need.
Our Kotex brand in Latin America partnered 
with the Red Cross to distribute 1.3 million 
Kotex products to nurses, healthcare workers, 
and people in need across Argentina, Peru, 
Bolivia, Chile, Uruguay, and Paraguay. 
Huggies
Huggies North America launched a 
partnership with Hand to Hold, facilitating 
support groups and podcasts for parents with 
infants in neonatal intensive care. 
Our Huggies team in Brazil announced a 
partnership with BC2Mammy to launch “Mais 
Abraços Academy” through our Huggies 
website. The Academy gives our Huggies 
moms and dads the opportunity to receive 
free online business training designed to 
strengthen their business skills and fuel their 
entrepreneurial ideas. 
Kimberly-Clark
In the UK, Kimberly-Clark donated 1 million 
Andrex toilet rolls, 248,000 Kleenex Brand® 
tissue boxes, and over 100,000 Huggies 
products, reaching 2,284 charities across the 
country to help families in need.
Kleenex
In Australia and New Zealand, Kleenex teams 
partnered with Lifeline to raise awareness 
and funding for crisis support and suicide 
prevention services. The brand committed 
to donating up to AU$200,000 in matched 
donations so that Lifeline can continue 
to provide around-the-clock services to 
Australians and New Zealanders in need. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Employees Strengthen 
Communities Around the Globe 
Kimberly-Clark is working to advance the well-being of 1 billion people in 
underserved communities around the world by 2030​. Our employees help 
make this ambition a reality. Here are a few of their stories. 
Being a volunteer in several fields, I have now been able to 
appreciate what Kimberly-Clark is doing for the environment, 
health, and people. I’m grateful that I could be there for those 
who needed support. I’ll never forget the elderly people who 
just wanted a hand to hold so they wouldn’t be alone.
As a child, Kimberly-Clark 
employee Sonia wanted 
to help people. Her dream 
was to become a doctor 
or a nurse, but she couldn’t 
afford to attend a university. 
Instead she joined the Red 
Cross as a volunteer. Today, 
Sonia is proud to work at 
our manufacturing facility in 
Romagnano, Italy. 
When the COVID-19 pandemic 
hit Northern Italy, Sonia knew 
that she wanted to help 
strengthen and care for her 
community. Kimberly-Clark 
ardently supported her 
decision to volunteer, and 
Sonia dedicated two months 
to working full-time on the front 
lines of the pandemic response 
with the local Red Cross.
Sonia S., Romagnano, Italy
Every morning, I get to wake up and spend another 
day with my daughter, and now I have a unique 
opportunity to help save someone else’s life. Through 
Kimberly-Clark’s volunteering and donation matching 
programs, we can help care for the communities 
where we live and work. I work really closely with the 
Children’s Hospital, helping raise money so they have 
the resources they need and providing entertainment 
for the patients.
Nine years ago, Jenks manufacturing facility employee 
Scott almost lost his daughter after she swallowed a 
penny. The doctors at The Children's Hospital at Saint 
Francis in Tulsa, Oklahoma, saved her life. He used 
this experience to strengthen his community through 
volunteering.
Scott S., Jenks, Oklahoma
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Inclusion & 
Diversity
Kimberly-Clark’s path to growth and 
prosperity rests on building a more inclusive 
and diverse, global organization. Employing 
people from disparate backgrounds, cultures, 
and experiences amplifies our ability to 
gather insights, foster innovation, and 
understand the culture, context, and mindset 
of consumers around the world. 
Our journey to build a more inclusive 
and diverse Kimberly-Clark began 
a decade ago, and in late 2019 we 
embarked on the next phase of our 
strategy by exploring the barriers 
that can prevent true equity in the 
workplace. 
We determined that diversity actions alone 
would not be enough. We used to call our 
initiatives in this area “Diversity & Inclusion,” 
but we realized that sustainable impact could 
only be achieved by first making inclusion the 
foundation for everything we do. We 
believe that diverse teams achieve 
better business outcomes and that 
teams generate these results when 
they are activated by a culture of 
inclusion that recognizes, values, and 
utilizes the diverse perspectives on 
the team.
We started by changing the program 
name to Inclusion & Diversity (I&D) 
and reflecting this change in I&D 
team titles. By emphasizing building 
an inclusive environment first, we will 
be able to focus our culture on truly 
unleashing the unique greatness 
inside of each individual—greatness 
that is based on embracing different 
backgrounds, experiences, and 
perspectives, to create the ideas that 
carry us forward.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

While that strategy rework was underway, 
the worst realities of systemic racism were 
brought into focus with the killings of Breonna 
Taylor, Ahmaud Arbery, George Floyd, and 
other Black Americans. 
The protests, marches, and unrest that 
unfolded across the globe in late May 
2020 brought this work into greater focus. 
We kicked off a series of conversations 
inside Kimberly-Clark, examining the topics 
of racism, discrimination, bias, and our 
commitment to a truly inclusive culture. These 
conversations were candid, sometimes raw 
and personal, and they tested our values and 
beliefs. 
But the work here is just beginning. It’s only by 
building a workplace environment where people feel 
welcomed, valued, and respected that we become a 
company where diverse individuals feel empowered to 
work, contribute, and innovate. And it’s only by living 
that inclusion, day in and day out, that our culture 
truly reflects our corporate values and aspirations. 
Ultimately, by building a more inclusive global 
organization that applies its diverse experiences and 
passions to our trusted brands, we will make life better 
for people all around the world. 
An Inclusive Culture Is Our Foundation
See pg. 8, "Leading Through Social 
Unrest"
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Kimberly-Clark Global Inclusion & Diversity Strategy 
Create Community
Develop a Kimberly-Clark community whose 
deepened understanding and daily actions 
drive inclusion, embrace diversity, and empower 
authenticity.
1
Leverage Leadership 
Raise the standard, expecting our leaders 
to act as cultural enablers who build diverse, 
high-performing teams and infuse inclusion into 
decision-making and the workplace experience. 
2
Empower Employees
Empower talent to thrive, and embrace hiring, 
promotion, and development practices that 
reflect our diverse consumer base. 
3
Accelerate Action 
Integrate I&D into everything we do, using our 
strength to combat inequities for our people, 
our consumers, and our communities around the 
world to make lives better today and tomorrow. 
4
How: Show you care. Be real, 
accepting, open, and curious.  
Find common ground and respect 
different perspectives.
 
How: Self-reflect and actively 
recalibrate the approach.  
Lead with courage, intention, and 
accountability.
How: Unlock different identities, 
individuals, and ideas.  
Seek, demand, and leverage 
different points of view. 
How: Disrupt, speak up, and stand 
up. Own the change.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

CEO Action 
Global Inclusion Week 
She Can Connect 
Our CEO Mike Hsu pledged on 
behalf of Kimberly-Clark to support 
a more inclusive workplace for 
employees, community, and society 
through CEO Action. Signatories 
pledge to: 
Cultivate environments that 
support open dialogue on 
complex, and sometimes 
difficult, conversations about 
inclusion and diversity 
Implement and expand 
unconscious bias education 
Share best-known inclusion 
and diversity programs and 
initiatives among signatories, 
as well as those that have 
been unsuccessful 
Engage boards when 
developing and evaluating 
inclusion and diversity 
strategies
In September, Kimberly-Clark 
conducted its first Global Inclusion 
Week, during which we held over 75 
workshops, small-group discussions, 
leadership panel discussions, 
keynote addresses, and collaborative 
brainstorming sessions, all centered 
on inspiring our people to better 
understand and activate a culture 
of inclusion. These events reached 
more than 3,000 employees in more 
than 50 countries and covered topics 
such as the value of cross-cultural 
teams, viewing inclusion as a growth 
strategy, the power of diverse thought, 
finding your individual I&D voice, and 
balancing inclusion and beliefs. 
Kimberly-Clark CEO Mike Hsu hosted 
a Global Town Hall as part of the 
week’s events, where he shared 
reflections on Kimberly-Clark’s 10-year 
diversity journey and introduced our 
new global I&D strategy and goals. 
In 2020, we launched the “She Can 
Connect” initiative across our Asia-
Pacific, Latin America, Europe, Middle 
East, and Africa operations, providing 
a platform where the next generation 
of Kimberly-Clark’s female leaders 
can connect, inspire, express, and 
grow. Aimed at supporting and 
accelerating women’s professional 
development opportunities and 
boosting their visibility, the program 
includes mentorship and sponsorship 
opportunities where participants can 
learn from other women’s experiences 
in the company, expand their personal 
networks, and build self-awareness and 
their personal brand.
We are proud to have won 
recognition from leading 
organizations for our approach to 
promoting and nurturing an inclusive 
and diverse workplace environment 
and advancing leadership 
opportunities for women.
In 2020, Kimberly-Clark earned a place in:
2020+ Top Companies 
for Executive Women by 
Working Mother Media  
2020 Diversity 
Best Practices 
Inclusion Index 
She 
Can
Connect
Virtual network 
forums
Inspire
Women Mentoring 
Women program and 
network-building
Express
Lean circles 
& panel 
discussions
Grow
Self-
awareness 
& personal 
brand 
This initiative contributes both to our 
employees’ own development and to our 
pipeline of strong women talent. 
124 
women participated 
in the program
See full list of awards
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Core Values 
Authentic: Our heritage is 
one of honesty, integrity, and 
courageously doing the right 
thing.  
Accountable: We take 
ownership for our business and 
our future. 
 
Innovative: We are committed 
to new ideas that add value 
for our customers, our business, 
and our world. 
 
Caring: We respect each other 
and care for the communities 
where we live and work. 
Talent Development
Developing talent and 
leaders at all levels in the 
organization is critical to our 
long-term success. To attract, 
engage, develop, reward, 
and retain the best and the 
brightest, we strive to create 
an inclusive work environment 
that fosters personal and 
professional growth. 
Kimberly-Clark’s values play 
a critical role in establishing 
this work environment. Our 
employees strive to live by 
these principles every day 
and use them as a compass 
for engaging with partners, 
consumers, customers, and 
each other. Our values unify 
our employees, shaping our 
culture and the future we 
envision for our company.  
Strong leadership 
requires ongoing 
coaching and 
feedback, so we 
encourage our leaders 
to frequently engage 
in open dialogue with 
their employees. These 
conversations were 
especially important 
during the pandemic, 
when business priorities 
and objectives were 
changing rapidly.
Employee Resource Groups 
Kimberly-Clark is proud to offer employees the opportunity to 
join Employee Resource Groups (ERGs). These groups include 
networks for those of African, Hispanic, Latino, and Asian 
ancestry, women, and LGBTQ+, as well as parents, caregivers, 
people with disabilities, military veterans, and new employees. 
Our ERGs promote career development by allowing employees 
to connect with and learn from one another and help amplify 
our inclusion and diversity efforts through our Global Caring 
Conversations. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Kimberly-Clark’s 
Learning Culture 
At Kimberly-Clark, we cultivate a learning culture that not only enables our employees 
to positively impact billions of lives but also provides them with the knowledge to 
know how to make a lasting difference. Our learning culture empowers our employees 
to meet the moment by knowing our business, leading with impact, and living our 
purpose and culture. The result is a company focused on creating a better world for 
the products we make, the workplace we cultivate, and the communities we serve. 
In 2020, we launched the Activating Inclusive 
Leadership Lab, a three-week program 
exploring unconscious bias mitigation and 
inclusive leadership strategies. To date, 40% of 
team leaders in North America have completed 
the course. We are now rolling out the training 
to all global managers during 2021. 
Kimberly-Clark emphasizes building employee 
knowledge and capabilities on human rights. 
Through training and other tools, we enable 
our operations and supplier-facing teams to 
understand, identify, and act on forced labor 
and other potential human rights risks in our 
supply chain.
We also developed five training modules 
covering topics essential for success in our 
new socially distanced work environment, 
enabling our employees to remain engaged.  
These modules include:
Personal Well-Being 
 
Individual Productivity 
 
Team Productivity 
 
Meeting Productivity 
 
Technology Tools
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Human Rights & 
Ethical Practices 
Kimberly-Clark’s values of authenticity, 
accountability, innovation, and caring 
enable us to provide better care for a 
better world. 
Our Ethics and Compliance Program 
fosters a culture of integrity that 
supports our employees in living out 
these values and ensures a workplace 
where all are treated with respect.  
Our Code of Conduct and Human 
Rights Policy establish Kimberly-
Clark’s ethical expectations and 
create accountability across key issue 
areas. 
These commitments extend beyond 
our corporate walls to also encompass 
our suppliers’ employees and 
workplaces.  
In recognition of our 
ethics policies and 
practices, Kimberly-Clark 
was once again named 
one of the "World's Most 
Ethical Companies" in 
2020 by the Ethisphere 
Institute, an independent 
research center that 
promotes best practices 
in corporate ethics and 
governance. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Social Compliance & Human Rights 
We believe that all workers within our supply chain should 
be treated with respect and in accordance with our 
workplace and human rights standards. Our values, which are 
communicated through our Social Compliance Standards, 
guide our interactions with our suppliers, partners, customers, 
and consumers worldwide.
These standards are an extension of Kimberly-
Clark’s commitments to our own people, and are 
aligned with international principles such as the 
International Labor Organization’s “Declaration on 
Fundamental Principles and Rights at Work,” UN 
Guiding Principles on Business and Human Rights, 
and the UN Global Compact.  
The objective of our social compliance program is to 
proactively manage salient human rights risks across 
our supply chain. By holding ourselves and our suppliers 
accountable, we help ensure that workers in our supply chain 
enjoy safe, fair, and equitable working conditions. 
Key Elements in Our Human Rights Risk Mitigation Process for Kimberly-Clark 
Operations and Suppliers
Defining and 
prioritizing our salient 
human rights risks.
 
 
Building internal and 
supplier capability to 
proactively manage 
these risks.
 
Using audits, self-
assessments, and 
other tools to monitor 
performance and 
implement corrective 
measures to address gaps.  
Sharing supplier and 
mill social compliance 
data with internal and 
external stakeholders.
1
2
3
4
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Human Rights Risk Assessment and Management
The diversity of the products, geographic locations, markets, 
and regulatory systems associated with the procurement of 
goods and services from more than 25,000 suppliers around 
the world can potentially expose Kimberly-Clark to a myriad 
of risks arising from the countries in which these suppliers are 
based, and the types of goods or services they provide, which 
include some of the raw materials we use in our products and 
outsourced services. 
Addressing these risks through a systematic approach to 
our procurement processes, practices, and dealings with 
suppliers is an essential element of safeguarding human rights 
throughout our supply chain while progressing the global 
eradication of modern slavery and human trafficking. 
Kimberly-Clark’s Supply Chain Human Rights Governance 
Committee consists of senior representatives from sustainability, 
procurement, external contract manufacturing, legal, labor 
relations, human resources, and Kimberly-Clark’s regional 
organizations. The Committee meets quarterly to identify 
emerging human rights issues, escalations, and responses. 
In 2019, the Committee, in consultation with more than 50 
geographically, demographically, and functionally diverse 
stakeholders, took steps to identify potential salient human rights 
risks based on likelihood, severity, and ability to remedy. 
The most salient human rights risks identified were 
in the following areas: 
We outline the steps that Kimberly-Clark 
has taken to combat slavery and human 
trafficking globally in our annual Modern 
Slavery disclosure. Operations and suppliers 
assessed to have elevated human rights risks 
are prioritized for additional due diligence. 
Modern Slavery (including child & forced labor) 
 
Occupational Health and Safety
 
Discrimination and Harassment 
 
Wages and Benefits
 
Indigenous and Land Rights 
 
Access to Water and Sanitation 
 
Environmental Impacts (including climate change  
& post-use waste) 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Auditing Against 
Our Standards 
We engage third-party auditors to 
ensure our manufacturing facilities 
and key suppliers are meeting 
our standards for social and 
environmental performance. These 
third-party auditors use a risk-based 
approach to measure compliance 
across key issue areas, including child 
labor, forced labor, discrimination, 
workplace health and safety, and 
business integrity. 
Our audit program typically 
assesses more than 150 
facilities annually in high-
risk geographies and 
industries, helping us identify 
non-compliance and drive 
improvements. We adhere 
to the principle of mutual 
recognition in order to avert 
audit fatigue and may choose 
to accept recent audit reports 
that have been completed by 
accredited audit firms utilizing 
internationally recognized 
standards. 
When a supplier is found to be in non-
compliance with our Social Compliance 
Standards, Kimberly-Clark engages with the 
supplier to develop a corrective action plan. 
Depending on the concerns raised, corrective 
actions could include supplier investments 
in infrastructure, equipment, or training; 
development of new policies or procedures; 
or provision of remedy for affected workers. 
If needed, Kimberly-Clark may provide 
support to the supplier by sharing good-
practice examples or connecting them with 
consultants or other expert resources. We 
track completion of the agreed improvement 
plans through evidence provided by the 
supplier and/or through a follow-up audit. 
Our approach is always to collaborate to 
improve conditions for workers, but in rare 
circumstances where a supplier is unwilling or 
unable to address significant gaps, we may 
need to terminate our relationship with the 
supplier. Since 2012, we have completed more 
than 1,100 audits that have contributed to 
improved working conditions for more than 
170,000 workers across our external  
supply chain.
2020 Audit Results 
In 2020, pandemic-related travel 
restrictions impacted our ability to 
conduct physical audits of suppliers and 
Kimberly-Clark's manufacturing sites.
In order to continue monitoring 
supplier performance while also 
adhering to applicable COVID-19 
health and safety protocols, we 
increased utilization of alternative 
tools such as Kimberly-Clark’s in-
house Self-Assessment Questionnaire 
for in-scope, low-risk suppliers as well 
as Sedex Virtual Assessment reports 
for medium-risk suppliers, which we 
conducted using video conferencing. 
Where non-compliant findings are 
identified with suppliers, we engage 
with them to implement corrective 
action plans and improve their 
performance, to ultimately create 
sustainable change for the benefit of 
people, the environment, and business.  
We consider suppliers and facilities 
compliant when no major findings are 
identified or remain unresolved.
100%  
of Kimberly-Clark facilities audited 
meet our social compliance targets 
for the year
100%
85%  
of suppliers audited in 
2020 conformed with our core social 
compliance requirements
85%
164  
audits conducted out of 215 originally 
scheduled for 2020
76%
Progress 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety
Ingredients & 
Transparency
Our brands produce essential products that people 
use every day to make their lives healthier, cleaner, 
and more convenient. 
We know people want to know what they are getting when 
they buy our brands and we are committed to sharing our 
practices and providing ingredient information that is clear, 
reliable, and accessible. 
When consumers choose our instantly recognizable brands, 
they’re trusting our commitment to safety—which starts by 
using safe materials and sending our products through our 
robust Product Safety Analysis. 
Kimberly-Clark proactively gathers chemical composition 
information for each raw material used in manufacturing, 
including confidential disclosures collected from suppliers, for 
product safety analysis and checks against legally restricted 
substances relevant to the product form and country of sale 
to ensure compliance.
We are furthering our commitment to safety 
and transparency through efforts to use the 
safest ingredients, simplify our formulations, and 
incorporate more naturally sourced alternatives. 
In 2020, we joined the Green Chemistry and Commerce 
Council (GC3), a multi-stakeholder collaborative that drives 
the commercial adoption of green chemistry by catalyzing and 
guiding action across industries, sectors, and supply chains. 
Over the past several years, we’ve aligned with emerging 
public and scientific consensus on problematic ingredients 
by removing all microbeads, triclosan, and nonylphenol 
ethoxylates from Kimberly-Clark Professional skincare 
products, as well as all parabens and phenoxyethanol from 
our baby and feminine care wipes. 
To give our consumers greater peace of mind, we aim to 
boost transparency into our product ingredients—a major 
undertaking, given that our brands after hundreds of products 
around the world, incorporating thousands of ingredients. 
In the near term, we intend to publish ingredient information in 
our high-priority markets. Our long-term plan calls for disclosing 
all our ingredient information worldwide, giving consumers the 
data they need to make smart, informed choices. 
Our North America website includes a master list of 
ingredients used in our North American consumer products. 
In Europe, our brands’ websites include lists of baby and child 
care ingredients. 
We aspire to use the safest ingredients, 
as defined by a science-based approach 
to product safety, and provide open and 
transparent details about those ingredients.

Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety
Product Quality  
& Safety
The well-being of our consumers is our highest priority, 
which is why it is our policy to deliver products that meet 
all regulatory requirements and meet or exceed consumer 
expectations. Every one of our businesses, functions, 
and facilities is expected to align with our Quality Policy, 
which defines the principles that guide how we design, 
manufacture, and deliver safe, high-quality products across 
every brand. 
Our corporate Quality Management System sets our internal 
standards and aligns with industry best practices, the varying 
regulatory expectations of the nations and regions in which 
we operate, and the internationally recognized ISO 9001 and 
ISO 13485 quality standards. 
Senior management is responsible for overseeing compliance 
across these stringent requirements, which drives continuous 
improvement and helps ensure Kimberly-Clark products are 
safe and effective for consumers. Efforts at our individual 
facilities are also supported by on-site quality assurance 
systems. 
Product quality depends on many 
variables. Kimberly-Clark uses a Right 
First Time process that is intended 
to capture data on a product’s 
whole supply chain, from materials 
procurement and manufacturing to 
warehousing, distribution, and point-
of-sale quality/appearance. We also 
provide a single end-of-pipe metric 
intended to ensure that every aspect 
of getting that product to the end 
user is done right, the first time and 
every time. 
Management Accountability
Our business unit presidents are responsible for overseeing the 
safety of our products and services, from initial introduction to 
ongoing reviews for regulatory compliance and alignment with 
public safety expectations. 
1
Safety Assessments
All our products undergo safety assessments by qualified 
experts, in accordance with international standards of human 
health risk.
2
Chemical Management
Safety and environmental data is carefully collected and 
used to develop business strategies for reducing, restricting, 
or eliminating chemicals of concern, and advancing safer 
alternatives. 
3
Our product safety policy lays out our commitments in three key areas:

Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety
Our Environmental, Health & 
Safety (EHS) Maturity Model 
specifies varying levels of 
performance against the 
company's objectives of: 
Improving EHS 
mindsets, behaviors, 
and capabilities 
Increasing risk 
reduction and 
compliance 
Managing EHS 
systematically 
Our safety vision is to realize 
an incident-free workplace
*The Environmental Compliance Score is 
comprised of three different variables: (1) 
on-time closure of major audit findings, 
(2) on-time completion of audits, and 
(3) on-time closure of environmental 
compliance exception reports. 
1
2
3
Environmental, Health & Safety 
Kimberly-Clark’s 
performance in workplace 
safety and environmental 
management are  
points of pride at our 
company, yet we aspire 
to do better. 
We are committed to 
protecting the lives of 
the people working in our 
facilities and living in our 
communities, so we work 
tirelessly to improve our 
safety programs and set strict 
requirements to help prevent 
adverse impacts to the local 
environment. 
The model includes detailed 
criteria, indicators, and evidence 
requirements for sites to assess and 
document their EHS maturity level 
and performance against objectives.
In 2019, we announced a new 
program and roadmap to elevate 
our EHS performance company wide. 
In 2020, all Kimberly-Clark sites 
conducted an EHS Maturity Model 
self-assessment and developed 
self-improvement plans. 
Based on these assessments, each 
site reported an initial Maturity 
Journey Score, allowing us to 
focus our 2020 efforts on raising 
the scores of lower-maturity sites. 
This was accomplished through an 
EHS diagnostic and improvement 
planning process, including on and 
off-site education, training, and 
exposure to leading practices at 
more mature sites. 
We completed 17 engagements prior 
to the COVID-19 pause and began 
an additional seven later in the year, 
with completion anticipated in 2021. 
Sites that have completed the 
process demonstrated a substantial 
improvement in both total reported 
incident rate (TRIR) and incident 
severity rate compared to the prior 
year. The improvements were also 
reflected in a 53% Maturity Journey 
Score improvement by year-end 
versus their baseline. This success 
demonstrates our ability to drive 
improvements and positively impact 
EHS performance. 
Our goal is for all Kimberly-Clark 
sites to achieve at least Level 3 
maturity by year-end 2021, with 
the top 5% of sites achieving 
Level 4. 
0.24
Total 
Reportable 
Incident Rate 
(TRIR) in 2020
98%*
Environmental 
Compliance 
Score
EHS Maturity Model

As the global demand for essential 
products increased during the 
pandemic, the health and safety of 
our people remained a top priority. 
We took extra precautions in line 
with guidance from global health 
authorities in our offices, facilities, and 
distribution center operations. 
In partnership with our crisis 
management teams around the 
world, our Occupational Health and 
Safety organization played a crucial 
role in our response to the COVID-19 
pandemic. We embedded and 
enforced robust and rigorous protocols 
to protect our people while still 
ensuring supply chain and operational 
continuity.
By prioritizing the 
health and safety of 
our employees, we 
have been able to keep 
working to provide our 
essential products. 
Occupational Health & Safety
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Smallest Environmental 
Footprint 
Making  
Lives Better
Social Impact
Caring for Our Community
Inclusion & Diversity
Talent Development
Human Rights & Ethical Practices
Ingredients & Transparency
Product Quality & Safety
Environmental, Health & Safety

Pictured: Josie, an employee at our Kimberly-Clark Professional facility in Villey-Saint-Étienne (VSE), France. VSE worked diligently to reduce its reliance 
on virgin fiber and produced a product based on 100% secondary fiber.
Smallest 
Environmental 
Footprint
At Kimberly-Clark, we believe the health and well-being of 
our people, consumers, and company depend on securing 
a healthy environment. Thats why we aim to reduce our 
footprint in every aspect of our operations. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Plastics 
Footprint
Plastics have offered society a multitude 
of benefits, but the world's ability to cope 
with plastic waste is being overwhelmed, 
prompting growing environmental concerns 
and demands from governments, NGOs, and 
consumers for more sustainable alternatives.
This is why we aspire to develop 
innovative materials and alternatives 
to traditional plastics while supporting 
development of the circular economy. 
This ambition includes efforts to cut the plastics* 
footprint of our products and packaging by 
50% by 2030—a complex and challenging 
undertaking that requires incorporation of 
systems thinking, partnerships, and collaboration 
from sourcing through to end-of-life.
While we don’t have all the answers, we 
recognize that in order to thrive as a business 
today and for generations to come, it is 
imperative that we address these challenges.
*virgin, fossil-fuel-based polymers
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Reduce/ 
free-of
Derived from
nature
Local market
activation 
Stakeholder 
engagement
Scaling partnerships
for impact 
Design with
circularity in mind
 
Circular 
business 
model
Program Ambition
P
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r
t
n
e
r
s
h
i
p
 
D
e
v
e
l
o
p
m
e
n
t
P
r
o
d
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t
s
 
&
 
P
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The challenges associated with preventing plastic pollution 
are highly complex -  ranging from the cost-competitiveness 
of alternative materials to variability in regulatory schemes 
to lacking or ineffective recycling infrastructure – however, 
we believe that consumers shouldn’t have to compromise 
between the essentials they rely on to make their lives better 
every day and caring for the environment.   
That’s why we are collaborating across our research, engineering 
and marketing teams and with our commercial partners to find 
ways to reduce our use of traditional plastics, to accelerate 
development of renewable and recycled substitutes, and to 
contemplate alternative product solutions. We’re also working 
with key external partners to promote and inform the transition to 
a more circular economy.  This requires a deep understanding of 
how products are not only designed, but how they are used and 
disposed of in the diverse markets and cultures around the world.
The complexity of the interconnected environmental 
challenges also requires that our approach be informed by 
science, so we are continuing to use life cycle assessment 
to help us understand potential tradeoffs and co-benefits 
associated with our plastics reduction efforts. These 
assessments deepen our understanding of environmental 
impacts across the value chain, from raw materials to 
production and distribution to use and beyond.
Enabling Circular Business Models
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Strategic Focus
Our strategic focus includes three key areas: Packaging, Product and Circular Systems. 
Packaging
 
While 82% of our packaging is currently reusable, 
recyclable, or compostable, we know there are 
ongoing challenges associated with packaging 
films, and we’re engaging key suppliers to replace 
virgin, fossil-fuel-based polymers with more recycled 
content. Availability of supply can be challenging 
where recycling systems are not well established, but 
we anticipate that growing demand signals will play a 
role in accelerating collection and recycling. We also 
continue to explore new compostable, recyclable, and 
renewable packaging options.
Product
 
Currently, 71% of the material in our products is 
biodegradable, recovered, or recycled, but we 
must focus on shifting from traditional plastics to 
renewable or recovered materials while maintaining 
the high standards of quality and performance our 
consumers expect from our trusted brands. We are 
also considering how we can design our products to 
be more recyclable, biodegradable, or compostable.
We know we will only be successful in our ambitions 
if we support development and maturation of 
waste management infrastructure in both emerging 
and mature markets. These systems are essential 
to furthering the recovery and processing of our 
products and packaging after use. To identify 
suitable solutions for local contexts, we’re focused on 
establishing collaborative external partnerships with 
waste management experts, NGOs, and communities.
Circular Systems 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Goals
Goals and 
Performance
Aspiration
Reduce our 
plastics 
footprint by 
50% through 
reductions, 
renewables, 
and recycled 
substitutes, or 
by introducing 
reusable 
products 
or circular 
solutions
75% 
of the material in 
our products either 
biodegradable or  
recovered and  
recycled by 2030
100% 
of our packaging 
reusable, recyclable, or 
compostable  
by 2025
100% 
of our manufacturing 
waste diverted from 
landfill to beneficial uses 
by 2022 
50% 
footprint reduction in 
new, fossil-fuel-based 
plastics by 2030 from  
a 2019 base year
In 2020, we continued to make 
progress and drive meaningful 
change through our efforts to 
reduce plastic in our products and 
packaging and divert manufacturing 
waste from landfills. 
Progress 
96%
2.5%
2.8%
82%
 
71%
 
 
 
 
 
 
 
20% 
average recycled 
content across  
plastic packaging  
by 2025
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Applying advanced mapping 
techniques to identify 
environmental and social risks 
within our fiber supply chain
Focusing on renewable, 
bio-based, and recycled-
content materials​
Exploring recycling 
and recovery business 
models for our products
Transitioning from multi-
layered materials to 
mono-materials, which 
can be recycled​
Using bio-based packaging 
for Kotex in Russia
Launched 30% recycled 
content in secondary 
packaging in Korea
Using 30% 
recyclable 
packaging in 
DryNites​
Introduced diapers in  
North America made with  
plant-based ingredients
Piloting paper-based 
alternatives to flexible 
plastic packaging​
Pilot to remove 
unnecessary plastic 
baffles in the UK 
reduced plastic waste 
by 82 tonnes per year​
Launched compostable 
FemCare pads in Korea ​
Removed handles on 
Andrex wrapped packs, 
saving 31 tonnes of 
plastic per year​
Product and Packaging Innovations
Product
Packaging
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

B
D
E
F
G
C
A
A
US Plastics Pact, Founding Activator (Consumer & KCP): 
Collaborative initiative which seeks to unify stakeholder 
approaches to design, use, and reuse across the entire 
plastics value chain, with collective delivery of several 
commitments pledged by 2025.
C
UK Plastics Pact: Brings together businesses from across 
the plastics value chain, the UK government, and 
NGOs to tackle plastic waste through the delivery of 
ambitious 2025 commitments.
E
Connecting the Trash Free Seas 
Alliance (TFSA) with the Inclusive 
Waste Recycling Consortium 
(iWrc): Connecting our partners 
TFSA and iWrc to scale up and 
enhance visibility of the Social 
Fingerprinting standard and 
methodology to improve working 
conditions and worker financial 
stability in the informal recycling sector 
while boosting the supply of recycled content. The 
emphasis of this signature initiative is on creating end 
markets for low-value plastics, like flexible packaging, 
which are more likely to leak into the environment. 
F
Waste Ventures: Hyderabad, India–based social 
enterprise that educates and incentivizes waste 
pickers to collect soft plastic packaging.
G
REDCycle: Sets up collection points where consumers 
can drop off certain flexible plastic packaging used in 
Kleenex, Cottonelle, and Huggies. 
B
New Materials Institute (University of Georgia): Helps 
industry and businesses adopt bio-based, fully 
biodegradable, or completely recyclable materials 
and material-management systems that generate less 
waste and promote circularity.
D
Kloof Conservancy: Collaboration with EDANA to 
develop community-based solutions for diapers in 
informal settlements in South Africa.
Regional 
Partnerships for a 
Circular Economy
ReSource: Plastic: A global, multi-stakeholder 
initiative helping companies implement 
strategies and solutions to end plastic 
pollution and support circularity.
Trash Free Seas Alliance, Steering Committee 
member: A global partnership founded by the 
Ocean Conservancy brings together industry, 
science, and conservation leaders to solve 
ocean plastic pollution.
Global​
Full list of our memberships
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Operational Waste and Zero 
Waste to Landfill
96%
96%
95%
95%
94%
Waste Diversion Rate*
We continue to work toward our goal of achieving zero 
manufacturing waste to landfill by 2022 across all our 
operations. 
We have achieved 100% landfill diversion at more than 
half of our manufacturing sites around the world with 
key contributions coming from our Asia Pacific and Latin 
America operations. 
Seventeen of our Asia Pacific manufacturing sites are leading 
the way with 100% landfill diversion. Pathum Thani, Thailand 
and Kimcheon, South Korea achieved this milestone in 2020, 
while the other sites have been landfill-free since 2016.
We added five additional landfill-free sites in Latin America 
in 2020, bringing the total number of landfill-free sites in that 
region to seven. We continue to divert 96% of operational 
waste from landfills to higher-value alternatives.
The efforts of our local manufacturing facilities and regional 
and global teams are getting us closer to our ultimate goal. 
At our facilities, we are working to create waste inventories 
that catalog each waste stream’s composition, quantity, 
consistency, and handling practices. This process helps 
identify opportunities for landfill diversion and prepares a 
glide path for hard-to-divert waste streams.
2017
2016
2018
2019
2020
* Kimberly-Clark calculates landfill diversion using the most recent three months of data.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Stories from Across 
Our Organization
In 2020, regional and local teams initiated some of 
Kimberly-Clark’s most inventive and impactful waste-
reduction efforts. 
Our Tuas manufacturing 
facility in Singapore reduced 
packaging waste through the 
Edge Board Projector project, 
which improves packaging 
strength by adding a 
small paperboard edge to 
boxes. Prior to this initiative, 
Kimberly-Clark’s packaging 
material had to be thick 
to withstand the stacking, 
distribution, and delivery of 
the company’s products. With 
the addition of the well-
designed add-on, the team 
is now able to use thinner 
packaging material. 
This simple change has 
reduced the thickness of 
the packaging material for 
Kimberly-Clark’s baby wipes 
by nearly 10%, allowing the 
mill to save approximately 
500 tons of paper material 
per year. 
Our Huggies brand in the UK 
made significant progress 
on the plastic-reduction 
goals outlined in its Tiniest 
Footprint mission. Huggies 
removed 359 tonnes of 
plastic from its total wipes 
portfolio (based on annual 
volumes). The Huggies team 
also launched a new Pure 
Biodegradable wipe which 
is free of all fossil fuel-based 
materials.
Tuas Edge Board Initiative
Huggies 'Tiniest 
Footprint'
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Concern about unnecessary 
plastic packaging is growing 
amongst our consumers and 
other stakeholders in the 
United Kingdom and Europe, 
so to ensure a more resilient 
business, our team in the UK 
created two new programs, 
Andrex Greener Pawprint and 
Kleenex Every Step Counts. 
These programs outline 
commitments to reduce the 
brands’ plastic footprint 
and bring to market more 
sustainable solutions.
Plastic Packaging Reduction in the UK
We also removed the plastic 
baffles from all Kleenex 
boxes, replaced premium 
ranges with a paper baffle, 
and introduced 30% recycled 
plastic (PCR) on Kleenex 
multi-box packaging. 
The projects have so far 
delivered a combined 
elimination of 133 tonnes of 
plastic and 622 tonnes of 
virgin plastic annually. 
In 2020, the Kimberly-Clark 
Professional (KCP) team in Sitio Del 
Nino, El Salvador, switched from virgin, 
fossil fuel-based plastic to 30% post-
consumer recycled (PCR) content 
in the packaging for Scott® and 
Kleenex® products in KCP’s Central 
American and Caribbean region. 
These products are now labeled 
with the legend: "100% recyclable 
packaging with at least 30% of 
recycled plastic." This is our first tissue 
paper packaging with 30% PCR in 
Central America. The team plans to 
carry this out in their whole portfolio 
of products in 2021.
Sustainable Packaging for KCP Products in Latin America 
Stories from Across 
Our Organization
In 2020, we removed plastic handles on all wrapped 
packs of Andrex and introduced 30% recycled plastic 
(PCR) on Andrex packaging. The team also worked 
with the UK’s largest retailer, Tesco, to remove the 
secondary packaging on Andrex pallets. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Kimberly-Clark employees in Taiwan, China volunteered 
their time to maintain local forest landscapes. As Taiwan’s 
#1 tissue, Kleenex®️ Brand has been spearheading 
environmental initiatives, such as the country's first 
FSC®-certified tissue product in 2009.
Kimberly-Clark remains fully committed to our 
existing responsible fiber sourcing ambitions, 
and to identifying new ways in which we can 
demonstrate leadership in this space.
Forest 
Footprint
As Kimberly-Clark works to provide the essential products 
our consumers need to care for themselves and their families, 
we are committed to doing so in a manner that cares for the 
world’s forests and the diversity of life they support. 
In addition to our efforts on forest carbon and land-use emissions, 
biodiversity protections, and Indigenous rights support, we also plan 
to update our fiber procurement policy in 2021 to better reflect the 
challenges facing forests and people in the decade ahead.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Working with sustainability 
consultant Quantis, we are 
conducting a new life cycle 
assessment of conventional 
virgin wood fibers, alternative 
non-wood fibers, and recycled 
fibers used in our tissue 
products. We are giving special 
focus to evaluating both the 
biogenic and fossil carbon 
impacts of these different fiber 
types over a tissue product’s 
life cycle and intend to use the 
results to establish Kimberly-
Clark’s first ever baseline of our 
Scope 3 land use emissions. 
We intend to set a new 2030 
Scope 3 land use emissions 
reduction target approved 
by the Science Based Targets 
initiative (SBTi). This will follow the 
finalization of our baseline and 
the future release of SBTi target-
setting guidance for the forest, 
land, and agriculture sectors, as 
well as GHG Protocol Corporate 
Accounting Standards for land 
use emissions and removals. 
Forests & Climate
Forests store huge 
amounts of carbon and 
are the world’s best 
available technology 
for removing CO2 from 
the atmosphere. This 
means that the way 
forests are managed, 
as well as the kinds of 
products that are made 
from them, can impact 
global greenhouse gas 
emissions in both positive 
and negative ways.
Forest Biodiversity 
Forest Communities
Kimberly-Clark is committed 
to eliminating deforestation 
and forest degradation.  
To protect forest biodiversity, 
we are working toward two 
key goals.
Reduce by 50% our 
use of natural forest 
fibers, which for 
Kimberly-Clark are 
primarily fibers from 
northern boreal and 
temperate forests.
Increase our use 
of environmentally 
preferred fibers, 
which include 
recycled fiber, 
sustainable 
alternative non-
wood fibers, and 
virgin wood fibers 
that have been 
chain-of-custody 
certified by the 
Forest Stewardship 
Council (FSC®)
1
2
Kimberly-Clark is taking 
steps to understand how 
our responsible sourcing 
practices can support the 
leadershi and authority 
of Indigenous and other 
marginalized forest 
communities within our 
sphere of influence, beyond 
our existing commitment  
to FSC®.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Canada’s Boreal Forest 
Canada’s boreal forest is an 
ecosystem of global significance on 
par with the world’s tropical forests 
for the environmental, social, cultural, 
and economic value it provides. The 
North American Boreal Forest biome, 
inclusive of Canada and Alaska, 
is estimated to contain 25% of the 
world’s remaining intact primary 
forests. Intact forests are increasingly 
under threat, and are uniquely 
important in mitigating the climate 
and biodiversity crises.
Deforestation is not a principal threat 
to Canada’s boreal forest given 
strong laws and regulations requiring 
post-harvest replanting on Canada’s 
public forestlands, which account 
for over 90% of Canada’s forests.  
However, a focus on legally required 
replanting and overall forest extent 
alone can obscure other important 
issues related to commercial 
forest management in Canada’s 
boreal, including Indigenous rights, 
biodiversity conservation (including 
forest management impacts on 
caribou habitat), and climate change.
Kimberly-Clark's forthcoming Task Force on Climate-related Financial 
Disclosures (TCFD) report will address in part the physical risks that climate 
change poses to our fiber supply chain in Canada’s boreal and other forest 
regions around the world. 
And we will be conducting a review of our fiber procurement policy in 2021 to identify 
additional ways in which our fiber sourcing can support the ecological, social, and 
economic resilience of Canada’s boreal forest and other forests around the world. 
That's why we're committed  
to reducing our natural forest 
fiber footprint by 50% by 2025.
We remain committed to supporting 
broad uptake and robust 
implementation of the new FSC 
Canada forest management standard.
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
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Water Footprint

Goals
Goals and Performance 
COVID-19 lockdowns, work-from-home rules, and consumer 
stockpiling all contributed to a large and unanticipated surge in 
demand for our at-home tissue products in 2020. Demand for our 
away-from-home Kimberly-Clark Professional products, which 
account for the greatest percent of our recycled fiber use, declined 
as people were confined to their homes.
Due in large part to these unforeseen circumstances, we ended 2020 
with a 19% reduction in our use of natural forest fiber (NFF) against our 
goal of a 50% reduction, down from a 31% reduction in 2019. Our use of 
environmentally preferred tissue fiber (EPF) in 2020 was 84%.
Despite these events in 2020, Kimberly-Clark remains 
fully committed to our existing responsible fiber sourcing 
ambitions, and to identifying new ways in which we can 
demonstrate leadership in this space.
In addition to our efforts on forest carbon and land use emissions, 
biodiversity protections, and Indigenous rights support, we also plan 
to update our fiber procurement policy in 2021 to better reflect the 
challenges facing forests and people in the decade ahead.
*Natural forests are composed of native 
species that self-regenerate and contain 
key elements of native ecosystems such 
as wildlife and biological diversity. To 
us, this primarily includes boreal fibers 
known as Northern Bleached Softwood 
Kraft (NBSK).
50% 
reduction of our natural 
(Northern) forest fiber* 
footprint by 2025 from 
a 2011 base year
90% 
of our tissue sourced 
from environmentally 
preferred fiber (EPF) 
source by 2025
Aspiration
Reduce our 
natural forest
footprint by 50% 
while unlocking
the power of the 
world’s forests
to help solve the 
climate and
biodiversity 
crises.
19%
84%
Progress 
  
 
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Our Strategy for the 
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Using Technology to 
Support Responsible  
Fiber Sourcing, Today  
and Tomorrow
In 2020, Kimberly-Clark began using 
publicly available spatial data and 
ArcGIS software to analyze and map 
the overlap between commercial 
forests in our key sourcing regions and 
environmental and social attributes 
of interest to Kimberly-Clark and our 
key stakeholders, such as Indigenous 
lands, intact forest landscapes, and 
species-at-risk such as woodland 
caribou. 
This data provides our teams with 
a spatially explicit, science-based 
understanding of potential risks in our 
fiber supply chain and helps inform 
our fiber procurement strategies. 
Stories from Across 
Our Organization
Kimberly-Clark and the Forest Stewardship Council® 
Our Australia team launched the 
Kleenex ECO toilet paper range, the 
first 100% FSC®-certified bamboo 
product. The toilet paper is made 
from responsibly sourced bamboo, a 
naturally regenerating crop that is one 
of the world’s fastest-growing plants.
Our personal care manufacturing 
facility in Paris, Texas, attained 
FSC® chain-of-custody 
certification, enabling our 
Huggies Special Delivery diapers 
to be labeled as FSC®-certified. 
Supporting FSC® 
Research on Forests as  
a Climate Solution
Kimberly-Clark is one of several 
companies supporting and advising 
FSC® US and FSC® Canada in their 
efforts to assess and quantify the 
potential carbon benefits of FSC®-
certified management practices in 
North American forests.
This new research will evaluate the 
potential role of FSC®-certified 
forests as a credible climate solution 
beyond their current role as the 
gold standard in responsible forest 
management
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
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Forest Footprint
Carbon Footprint
Water Footprint

Carbon 
Footprint
We know how 
aggressive our actions 
must be to reduce our 
carbon footprint.  
Kimberly-Clark has proven we can meet ambitious GHG-reduction 
targets, exceeding our initial 2022 target four years ahead of 
schedule. Backed by that success, we aspire to do our part to put our 
world on a path toward effective climate solutions. 
We are accelerating our efforts to help build a low-carbon economy 
and avert the worst impacts of climate change. 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
Lives Better
Smallest Environmental 
Footprint 
Plastics Footprint
Forest Footprint
Carbon Footprint
Water Footprint

Our customers, consumers, 
and investors expect Kimberly-
Clark to respond to the climate 
crisis with strong, specific 
commitments and actions to 
mitigate and reduce climate 
impacts throughout our supply 
chain. 
That's why we committed to aggressive 
GHG emissions reduction targets that 
are science-based, meaning they 
are aligned with the Paris Climate 
Agreement's principal goal of limiting 
global temperature rise to well below 
2°C above pre-industrial levels. 
We have executed on aggressive 
energy and climate goals. In 2016, 
following completion of a successful 
five-year sustainability plan, we set 
a goal of reducing our Scope 1 and 2 
GHG emissions by 20% (baseline 2005). 
In 2019, we announced that we had 
achieved our goal four years ahead 
of schedule, prompting us to double 
our emissions-reduction target to a 
40% reduction on the same timeline.  
In 2020, we went further, announcing 
our new, SBTi-approved 2030 GHG 
goals. The new goals call for a 
reduction of our absolute Scope 1 
and 2 emissions by 50% (baseline 
2015) and reduction of absolute 
Scope 3 emissions from purchased 
goods and services and end-of-life 
treatment of sold products by 20% 
(baseline 2015). 
In a changing climate and business 
environment, we know we need to do 
more. The need to be transparent about 
climate impacts across the business 
is becoming increasingly important, 
so understanding and managing risks 
and opportunities across our value 
chain is no longer optional. 
That's why Kimberly-Clark plans to 
adopt the TCFD framework. 
Program Ambition
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Smallest Environmental 
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Water Footprint

Driving Greater Energy 
Efficiency Throughout Our 
Operations 
Kimberly-Clark uses a Lean energy 
strategy to drive a culture of energy 
conservation at our manufacturing 
sites. An energy management system 
is embedded into each facility’s daily 
accountability process, positioning 
energy efficiency as a priority at the 
same level as safety, quality, delivery, 
and cost. We focus on: 
  Operational systems – process 
improvement and standard 
changes to deliver efficiencies 
  Management infrastructure – 
energy meters and dashboards 
to aid real-time energy 
management 
  Mindset, behaviors, and 
capabilities – improvement 
of trainings, awareness, and 
recognition
Enacting Innovative 
Conservation Efforts
We want to continuously improve 
sustainability and cost efficiency 
of our products, so we identify and 
operationalize capital projects that 
deliver manufacturing cost savings 
through improved energy efficiency 
and reduced consumption. 
We aim to uncover new 
opportunities for innovation through 
energy assessments, workshops, 
best practices analyses, and 
benchmarking, in parallel with our 
Lean energy initiatives.
Driving Emissions Reductions 
Across Our Full Value Chain
Our GHG reduction goals extend beyond our 
in-house operations to include indirect value-
chain (Scope 3) emissions from our suppliers and 
customers. 
We’re aiming to reduce Scope 3 emissions from 
purchased goods, services, and end-of-life 
treatment of sold products by 20% by 2030 
compared to our 2015 baseline. 
Our teams collaborate closely on initiatives 
to reduce our plastic and fiber footprints and 
ensure that all business decisions take into 
consideration their life cycle carbon impacts. 
The Scope 3 emissions implications of actions 
taken in these areas is significant, so it’s critical 
that we have a strong understanding of co-
benefits or trade-offs that may exist. 
Embracing Tomorrow's 
Alternative/Renewable 
Energy Technologies
Our carbon footprint strategy also 
involves significant investment in 
renewable and alternative energy 
generation. We look for suitable 
conditions for installing solar at 
our facilities, make large-scale 
power purchase agreements of 
clean electricity to further reduce 
our reliance on fossil fuels, and 
leverage evolving decarbonization 
technologies to get the most out of 
the fossil fuels we still employ. 
Nine of our manufacturing facilities 
employ cogeneration units that burn 
natural gas to generate electricity and 
reuse the waste heat to produce steam 
for use in the manufacturing process. 
As part of our 2030 SBTi commitment, 
Kimberly-Clark will continue to pursue 
working with strategic partners 
to develop and install thermal 
decarbonization technologies to 
power our high-thermal-load facilities 
around the world.
Reducing the 
carbon footprint 
of our products 
means pursuing 
comprehensive 
climate objectives 
based on our four 
pillars.
Strategic Focus
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Smallest Environmental 
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Water Footprint

Goals
Our 2020 progress was driven by a 
variety of energy management actions: 
120+ energy conservation projects 
and energy best practices 
adoption, representing a total 
GHG emissions reduction of
42,000 MTCO2e
40+ Lean Energy operational 
systems improvement activities, 
representing GHG emissions 
reduction of
17,000 MTCO2e 
Impact of 11 alternative and 
renewable energy projects, 
providing GHG emissions 
reduction of
135,000 MTCO2e 
Goals and Performance 
In 2020, Kimberly-Clark achieved 
32.1% reduction of GHG emissions 
versus our 2015 baseline, with a 
year-on-year reduction of 4.3% 
points against 2019, based on our 
total Scope 1+2 market-based 
inventory.
These percentages translate to 
a reduction of 213,700 MTCO2e 
from 2019 to 2020, and helped us 
achieve a 3.7% improvement in 
energy intensity, from 10.7 MMBTU/
BDMT* in 2019 to 10.3 in 2020.
Though COVID-19 safeguards 
such as restricted travel forced 
postponement of some energy 
projects in 2020, we were able to 
conduct virtual working sessions that 
kept small and medium-sized energy 
conservation projects on track. 
Some of the GHG emissions 
reductions we expected to achieve in 
2020 have been shifted out to 2021.
* MMBTU/BDMT = one million British thermal 
units / bone dry metric tons 
Structural asset changes, 
manufacturing footprint 
optimization, and other non-
energy and climate-related 
activities, representing GHG 
emissions reduction of 
20,000 MTCO2e
* Reduction target is focused on emissions 
from the Greenhouse Gas Protocol's 
Scope 3 Category 1 (Purchased Goods 
and Services) and Category 12 (End of Life 
Treatment of Sold Products).
50% 
reduction of absolute 
Scope 1 and 2 GHG 
emissions by 2030 from 
a 2015 base year
32.1%
Aspiration
Reduce the 
carbon footprint 
of our products 
and brands 
by reducing 
our direct and 
indirect (Scope 1 
+ 2) emissions by 
50% and value 
chain (Scope 3) 
emissions by 20% 
20% 
reduction of absolute 
Scope 3* GHG 
emissions from a  
2015 base year
Progress 
3%
 
Leadership 
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Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Pursuing Energy Efficiency Initiatives
Kimberly-Clark executed more than 120 energy 
conservation projects last year at our global 
manufacturing sites, leveraging energy best practices 
to deliver 42,000 MTCO2e emissions reductions. Among 
many other processes and building envelope efficiency 
improvements, our efforts included: 
  Implementation of compressed air optimization 
  Installation of variable frequency drives in fans and 
process pump motors 
  Upgrades to electrical infrastructure, tissue machine 
drying, and vacuum systems 
  Recovery of waste heat 
In addition to our conservation efforts, we executed 
more than 40 Lean energy sustaining activities, 
delivering an additional 17,000 MTCO2e in savings. These 
initiatives included improvements and optimizations 
in manufacturing processes, improvements in energy 
efficiency based on visual management, the use of 
the centerlining methodology to determine and adjust 
variables and ensure consistent results, and on-line 
containment of energy overconsumption.
Investing in Alternative Energy 
In mid-2020, Kimberly-Clark’s 
manufacturing site in Chester, 
Pennsylvania, fully transitioned 
from a mix of coal-based fuel and 
natural gas to a new, state-of-the-
art combined heat and power (CHP) 
cogeneration plant. This plant is 
able to produce 42 megawatts of 
electricity and repurpose waste heat 
from the generating process into 
process steam for manufacturing.
In 2018, the Chester manufacturing 
facility was Kimberly-Clark’s largest 
emitter of greenhouse gases, 
accounting for almost 10% of the 
company’s total GHG emissions. 
Following installation of the new 
cogeneration system, which is fueled 
by cleaner burning natural gas, the 
facility’s Scope 1 and 2 emissions fell by 
40% compared to the 2018 baseline. 
Our Enstra manufacturing facility 
in South Africa completed a similar 
transformation in 2020, replacing its 
inefficient coal boilers with a new 
process-steam generation plant 
powered by two natural gas boilers. 
The upgrade reduced greenhouse 
gas emissions by 17,000 MTCO2e, a 
52% reduction of Scope 1 footprint. 
The project also eliminates some tax 
liability under South Africa’s carbon 
tax system. 
Together, the new Chester CHP 
plant and Enstra natural gas 
boilers are lowering Kimberly-
Clark’s GHG emissions by 167,000 
MTCO2 per year, equivalent to a 
4% reduction of the company’s 
total GHG emissions. 
Jeff Hutter, Chester facility plant manager
Stories from Across 
Our Organization
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
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Water Footprint

Investing in Renewable Energy
Kimberly-Clark is significantly scaling up our 
use of solar and wind power, both through 
on-site installations and virtual power 
purchase agreements (VPPAs).
In 2019, we completed on-site photovoltaic 
solar installations at Kimberly-Clark 
manufacturing facilities and distribution 
sites in Tuas, Singapore; Pune, India; Cauca, 
Colombia; and Guatemala City, Guatemala. 
In 2020, those installations generated 4,900 
MWh of green electricity. 
We signed an agreement with the Rayos del 
Sol Solar Project in 2019 for a project that 
is currently under construction in Cameron 
County, Texas. This direct PPA will supply 100% of 
purchased electricity required by our Personal 
Care manufacturing facility in Paris, Texas. 
For the first phase of the contract, the utility 
company supplied 39% of the electricity 
demanded by the manufacturing facility in 
2020 with renewable energy generated from 
another solar project in the region. The Rayos 
del Sol project will go online in 2022. 
Our first utility-scale VPPAs for two 
wind power projects in Texas and 
Oklahoma were executed in 2017 and 
offset 100% of the electricity purchased 
by Kimberly-Clark Professional™ 
manufacturing sites in North America. 
We followed up on this success by entering 
into another utility-scale VPPA with another 
Texas wind project, Maverick Creek, which 
began delivering power in December 2020. 
This contract will provide approximately 
670,000 MWh of electricity to our North 
American Family Care business, covering 
100% of purchased electricity needs for their 
manufacturing sites and accounting for an 
emissions reduction of 300,000 MTCO2e.
18%
In 2020, the total electricity from 
renewable sources, including virtual 
and direct PPAs and on-site solar 
generation, was 1,040,000 MWh. 
of the total electricity consumed by 
Kimberly-Clark's global operations. 
Total Renewable 
electricity 
consumption
Power Purchase 
Agreements 
(virtual and direct)​
On-site 
renewable energy​
2018
2019
2020
1,040,000 MWh
1,036,000 MWh
4,900 MWh
increase
7.3%
18% 
of electricity 
consumption​
increase
increase
7.2%
18%
This is equivalent to
Stories from Across 
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Leadership 
Message 
Our Strategy for the 
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Our Business 
in 2020
Making  
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Smallest Environmental 
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Water Footprint

We partner with NGO Water 
For People to provide access 
to toilets, drinking water, and 
hygiene education.  
Photo Credit: Water for People
Leadership 
Message 
Our Strategy for the 
Decisive Decade
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in 2020
Making  
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Smallest Environmental 
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Water Footprint
Water 
Footprint
Around the world water stress impacts ordinary people and local economies.  
At Kimberly-Clark, we feel these impacts across our value chain, from the sources of 
our fiber to the communities where our employees and consumers live.
We aim to reduce the impact of 
water use at our facilities and in the 
surrounding communities. 
To maximize our impact, we focus our efforts on regions 
at the greatest risk and customize our approach and 
ambition for the specific needs of each water basin.

Although a global challenge, water stress is inherently a local issue. Kimberly-
Clark’s ambition is to enact sustainable water use programs at all our 
manufacturing facilities in water-stressed regions by 2030 and improve water use 
efficiency at all other global manufacturing facilities. 
Kimberly-Clark’s water strategy focuses on a series of short-term milestones 
that will lead to long-term improvements across our own operations, in our 
surrounding communities, and throughout our supply chain. 
Our strategy is three-fold: 
Program Ambition 
and Strategic Focus
  Total Water Management: An integrated approach that helps mitigate 
water risk related to quantity, quality, and aging infrastructure and 
provides business benefits by increasing productivity and reducing waste 
and the cost of compliance. 
  Lean Water: A culture focused on water conservation and water quality at 
the manufacturing level, giving ownership and responsibility to all facility 
employees to manage water at the same level as safety, quality, delivery, 
and cost. 
  Water Stewardship: A holistic approach to water that focuses not just 
on our own facilities, but on creating greater water security for the entire 
water basin. 
We will drive innovation for flushable products to be consistent with our 
ambition to champion a world where all can enjoy access to clean water, 
sanitation, and hygiene.
Leadership 
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Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Smallest Environmental 
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Water Footprint

Aspiration
Goals
Goals and Performance 
While our 2030 ambitions call for 
achieving sustainable water use at 
all Kimberly-Clark manufacturing 
facilities in water-stressed regions, 
we know we’ll realize the greatest 
impact by targeting the most severely 
impacted regions first, as well as 
those aspects of our operations that 
are the most water-intensive. 
Water is an essential input to our 
tissue manufacturing process, so 
most of our initial water-responsibility 
efforts have focused on enacting 
sustainable water-use plans at the 
12 Kimberly-Clark tissue facilities 
located in water-stressed areas. 
Seven of those facilities have now 
met their sustainable water-use 
targets, achieving a 41% reduction 
in water use compared to the 2015 
baseline, and a 18% reduction in 
absolute water use in 2020. Two of 
the facilities exceeded their targets, 
with our facility in Kluang, Malaysia, 
achieving a 66% reduction and our 
facility in Sitio del Niño, El Salvador, 
achieving a 65% reduction (both over 
2015 baselines). 
Our goal is for the remaining 
four tissue facilities to meet their 
targets by 2022. 
We continue our work to understand 
what sustainable water use looks like 
for the remaining 18 manufacturing 
facilities in current or projected 
water-stressed regions to ensure 
that all facilities are able to achieve 
their individual 2030 sustainable 
water use targets.
Reduce our 
water footprint 
by 50% in water-
stressed regions 
by creating 
significant 
improvements 
in our supply 
chain and the 
surrounding 
communities 
 
Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Smallest Environmental 
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Carbon Footprint
Water Footprint
By 2030:
Conduct 30 stakeholder 
engagements in water-stressed 
regions that result in improved 
access to fresh water
50% 
reduction of our water 
footprint in water-
stressed regions
Progress 
32.5%

Towards 
Achieving 
Sustainable 
Water Use
Target set and in progress
Target set and achieved
Tissue facility
Kluang
Malaysia
Bernal
Argentina
Hadera
Israel
Askar
Bahrain
Fullerton
California
Nahariya
Israel
Sitio Del Niño
El Salvador
Enstra
South Africa
Barbosa
Colombia
Cauca
Colombia
Mogi Das Cruzes
Brazil
Puente Piedra
Peru
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Water Footprint

Our Askar manufacturing facility in 
Bahrain is located in one of the most 
water-stressed regions in the world. 
Empowered by Kimberly-Clark’s 
global goal to reduce our water 
footprint by 50% by 2030, the team at 
the facility was determined to figure 
out how to use every drop of fresh 
water responsibly and efficiently. 
Over the last two years, Askar 
has posted one of the largest 
water reductions among all 
Kimberly-Clark manufacturing 
sites.
Askar fresh water footprint
2018
2019
2020
reduction
44%
saved from 
2018 to 2019 
saved from 
2019 to 2020
63,100 m3
35,525 m3
They collaborated with the regional 
team on a watershed analysis and 
conducted a best practices audit 
with other Kimberly-Clark facilities 
and the local government to identify 
opportunities. The Askar team 
deployed a plan to monitor, measure, 
and react to leaks and consulted with 
technology providers to implement 
further water-saving solutions.  
Employees were also engaged in 
the process through workshops 
and trainings to crowdsource and 
implement ideas. These efforts 
enabled the facility to reduce its 
water footprint by 44% over the 
last two years. This project drove 
meaningful impact both internally at 
Kimberly-Clark and throughout the 
surrounding community. 
Bahrain Facility
Stories from Across 
Our Organization 
12 m3/MT
8.8 m3/MT
6.7 m3/MT
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Stories from Across 
Our Organization 
At Kimberly-Clark Professional’s tissue 
manufacturing facility in Koblenz, 
Germany, we installed a new biological 
wastewater treatment plant that 
optimizes water usage and delivers 
multiple benefits to the business. 
Dubbed “Project Camel,” the 
system treats wastewater from the 
production process so it can be 
recycled back into the facility. The 
process also uses an anaerobic 
digester to extract organics in 
the wastewater and uses them to 
produce methane biogas. 
This biogas replaces up to 10% 
of the traditional natural gas 
that powers the facility’s boiler 
and reduces carbon emissions 
by 1,000 MTCO2e annually. 
It also powers a de-inking 
plant, which converts recycled 
paper into pulp that is used to 
manufacture new tissue, towel, 
and wipe products. 
The process of extracting resources 
from wastewater reduces pollutants 
discharged into Koblenz’s municipal 
wastewater treatment plant by 70%. 
In addition, the sludge produced 
by the wastewater treatment unit 
is sold to paper manufacturers 
and other industries for use in their 
manufacturing processes. 
The Project Camel team was 
recognized internally with a 2020 
Crystal Tree Award for Team 
Excellence in the Water Footprint 
category. The project was also 
shortlisted for an Ethical Corporation 
Responsible Business Award for 
Circular Innovation. 
We are in the process of deploying 
similar projects in facilities around  
the world.
Koblenz, Germany: Water Efficiency in Action
Driving Water Stewardship
Successfully reducing water stress requires a community 
effort. That’s why we developed a private-public 
methodology that engages local businesses, government, 
and NGOs in a water basin to review scientific assessments 
of the particular watershed's challenges, share best practices 
and approaches, and implement solutions that drive 
economic, social, and environmental value. 
Since 2018, we have used WaterLOUPE as a platform 
to bring together multiple stakeholders to find 
solutions at a local level that drive economic, 
environmental, and social value. 
The WaterLOUPE dashboard depicts water scarcity risks for entire 
watersheds due to climate change, population growth, and other 
factors over a 30-year time period. Local stakeholders including 
municipalities, communities, businesses, and NGOs use these 
insights to identify potential solutions to conserve freshwater 
supplies and reduce the risk of water shortages. 
We have deployed the WaterLOUPE tool in water-stressed 
cities such as Cali, Colombia; Cape Town, South Africa; and 
Sao Paulo, Brazil, fostering collaboration with NGO partners 
and key stakeholders to bring more awareness to water risks 
and develop sustainable water management plans at the 
local level. 
Leadership 
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Our Strategy for the 
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Leadership 
Message 
Our Strategy for the 
Decisive Decade
Our Business 
in 2020
Making  
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Smallest Environmental 
Footprint