Good day, and thank you for standing by. Welcome to the Brady Corporation Third Quarter 2022 Earnings Conference Call. At this time, all participants are in a listen-only mode. After the speakers presentation there will be a question and answer session. [Operator Instructions] Please be advised that today's conference is being recorded. [Operator Instructions] I would now like to hand the conference over to your speaker today, Ann Thornton, Chief Accounting Officer. Please go ahead.

Thank you. Good morning, and welcome to the Brady Corporation fiscal 2022 third quarter earnings conference call. The slides for this morning's call are located on our website at www.bradycorp.com/investors. We will begin our prepared remarks on Slide number three. Please note that during this call, we may make comments about forward-looking information. Words such as expect, will, may, believe, forecast and anticipate are just a few examples of words identifying a forward-looking statement. It's important to note that forward-looking information is subject to various risk factors and uncertainties and which could significantly impact expected results. Risk factors were noted in our news release this morning and in Brady's fiscal 2021 Form 10-K, which was filed with the SEC in September. Also, please note that this teleconference is copyrighted by Brady Corporation and may not be rebroadcast without the consent of Brady. We will be recording this call and broadcasting it on the Internet. As such, your participation in the Q&A session will constitute your consent to being recorded. I'll now turn the call over to Brady's new President and Chief Executive Officer, Russell Shaller. Russell?

Thank you, Ann. Good morning, and thank you all for joining us. This morning, we released our fiscal ’22 third quarter financial results, which before getting too deep into the quarter results, I'd like to start with a few of my views since taking the CEO role on April 1. Brady is a great organization with incredible brands. We have loyal customers who place their trust in Brady every single day. We have an expansive and relevant product offering of safety and identification products, most of which have deep moats and create defensible competitive positions. We have an outstanding group of highly innovative people who are focused on providing excellent customer service, always doing what's right and ensuring that we serve all of our stakeholders, including our employees, our communities and, of course, our shareholders. To that end, we are committed to an inclusive culture where our employees are encouraged to take ownership and seek out solutions together. Financially, Brady is incredibly strong we are in a net cash position, and we have a history of robust cash generation. Lastly, we are well on our way in transforming Brady into a company that will consistently grow in excess of GDP. So far this year, we've grown organic sales by nearly 10%. Brady has a rich history, a solid foundation and is financially strong. However, there are areas where we can do better. First, while we have a fantastic culture that puts the customer at the center of all that we do and where we value and encourage innovation, we could be better at addressing the competitiveness of some of our businesses. For instance, in our Workplace Safety business, we have a solid core, but historically, we were too slow in adjusting our business model. At the beginning of the third…

Thank you, Russell, and good morning, everyone. Please turn to Slide number three for the start of our financial review. There are five key financial highlights that we'd like you to take away from this quarter. One, we once again had a very strong sales growth with total sales up 14.6%. Two, even in this challenging macro environment, we improved our gross profit margin. Sequentially, we improved our margin from 47% in Q2 to 48.4% this quarter. Three, we had record EPS this quarter. Non-GAAP EPS was up a full 17.8% over Q3 of last year. And we also incurred -- increased our full year fiscal 2022 non-GAAP EPS guidance. Four, each of our divisions performed very well. IDS grew segment profit by 13.5%. WPS increased segment profit by 58.2% and segment profit as a percent of sales increased to 12% after you exclude the non-routine charges to streamline its cost structure. Fifth, and finally, we took advantage of the recent market pullback and repurchased nearly 1.4 million shares this quarter. And subsequent to quarter end, we repurchased more shares, being our total share repurchases to $2 million this year. Overall, this was a very strong quarter. Let's move to Slide number 4 for our quarterly sales trends. Our nearly 15% sales increase consisted of organic growth of 9% and an increase from acquisitions of 8.6%. This was partially offset by a decline of 3% from foreign currency translation. Organic sales grew in each of our two segments. ID Solutions had robust organic growth of 11.8% and Workplace Safety had organic growth of 0.9% this quarter. Our teams are and have been focused on serving our customers extremely well. We're meeting our customers' demand for high-quality products provided in a timely manner, where some of our competitors are stocked out…

Thank you, Aaron. Slide 13 outlines the third quarter financial results for our Identification Solutions business. IDS sales increased 21.1% to $264.1 million. Organic sales in our IDS division were once again very strong, up 11.8% versus the third quarter of last year. Like most companies, we're experiencing significant inflationary pressures. However, we've been driving automation and efficiencies and increasing prices where feasible to offset as much of this inflation as we can. Segment profit as a percentage of sales was 20.4% and which was down from 21.8% last year. If you exclude the sizable increase in amortization expense from our three acquisitions last year, then segment profit as a percentage of sales would have been 21.8% this quarter compared to 22.4% in last year's third quarter. Our previous R&D investments are generating a steady stream of new product launches that we expect to continue to propel us above GDP sales growth. In fact, we've increased our investments in R&D, including the incremental R&D necessary to integrate our recent acquisitions, which includes building out our industrial track and trace solution set. Overall, these acquisitions are progressing as planned, and the teams have done a great job navigating through the global chip shortage and the inflationary environment. We're increasing Brady's relevance to our customers by providing complete solution sets that solve their unique challenges, and we're making critical investments in our facilities, in factory automation and engineering talent in our sales force that will almost certainly pay future dividends. My point is that we're making the investments necessary to keep propelling our organic sales growth forward and to move Brady into faster-growing end markets, which will accelerate sales growth for the years to come. Regionally, organic sales in Asia were strong this quarter despite periodic lockdowns in China with growth in…

[Operator Instructions] Our first question is from George Staphos with Bank of America. Your line is open.

This is actually Cashen Keeler on for George Staphos. And congratulations to Russell on your new role. Just going back to your opening remarks, you mentioned that you may want to explore some additional acquisitions. So can you just talk about what opportunities or markets you might consider? And what your appetite for this is right now, just given you're still integrating some past acquisitions?

Yes. So obviously, we're not going to comment on specific acquisition space or targets. But I will say, if you look at our industrial business, I think anything that is closely related to the things that we've done so far is fair game. And I guess that's probably all that I would comment on that.

And then, I guess, in Workplace Safety, it sounds like you may have had some mix benefits. But can you just talk about, particularly which businesses were underperforming your expectations? And then just in terms of streamlining the cost structure there, can you just detail that a little bit more and what you might expect the margin benefit from that, moving forward, to be?

Yes, sure. So as I mentioned earlier in the call, the Americas business, in particular, has faced a number of challenges. The move to online distribution has certainly been a significant headwind for them as a business. As we look to that portfolio in the coming months and years, we're looking at optimizing how we serve our customers. We're expanding our digital footprint and how we're addressing that. I'm not going to predict the exact uplift that we would assume from that. But it's -- I think the first quarter that you're seeing this year -- or excuse me, the third quarter of this year, but the first quarter where we started to institute those changes, is indicative of what we plan to see in the future.

Just one final one for me. Can you just talk about any particular volume or pricing assumptions embedded in your guidance for the remainder of the year?

Yes. So right now, we're clocking in some pretty heavy growth. And we foresee the fourth quarter to be essentially on track for what we were doing in the third quarter, barring some significant new events, which I seem to read about every other month. So I would just say more of the third quarter in the fourth quarter.

Our next question is from Steve Ferazani with Sidoti. Your line is open.

Russell, Aaron, a couple of numbers I want to key in on obviously coming out of the last quarter, where you were seeing margin pressure with ID solutions. And certainly, we know that rapid increase in shipping and freight costs, that clearly didn't get any better this quarter, but your margins improved. Looks like you're catching up on price. Is that how we should think about that? Because I know that was clearly the big concern entering the quarter.

Yes, definitely. I think similar to most industrial companies that sell through distribution. We have contracts in place, which dictate some of the terms and the speed at which we can increase our prices. We've been doing them as contracts roll off or is amending terms in our contracts. So I would clearly say in the first few quarters of this year, there was a bit of a catch-up effect. I think we're not finished, but we've certainly made a lot of progress towards reconciling our input costs, our pricing and our selling costs. And you can see it in the improvement in in Q3. Also with that said, while freight has been a significant burden to us in the past year, eventually, we see that relaxing back to more normal physicians less air freight, more cargo container freight and more realistic cargo prices. So there are a number of things, I think, that will continue to give us improvement over the coming quarters.

And then the hardest number to model every quarter for us analysts, and I'm sure internally it's challenging, is that Workplace Safety margin obviously much, much stronger this quarter. But to some degree, it looks like the Q1 a year ago. And the question is sustainability of that number versus what was one-off and mix and how to think about that. Now I know you came in and we're going to make some changes and you've seen some of that, but I'm guessing that wasn't surely that margin number this quarter and just how to think about that.

Yes. So over the last several years, of course, I've been with Brady for 7 years and being the President of IDS, we focused on a lot of efficiency gains and positioning our portfolio to improve our margins and to improve growth. I'd look to bring some of those same things to EPS over the next few quarters. I do see opportunities to consolidate some operations, I've elevated Chief Operating Officer for our company, who was previously my head of manufacturing, and we're going through all of our operations for areas where we can improve our cost position.

In terms of that 10% number, that's not a reasonable number to expect in the next few quarters sustainable, is it? Or is it?

When you mean 10%, you mean the 10% OI of this quarter or -- which 10%?

Yes, exactly. Exactly. Yes.

I would certainly hope that we can be in that territory in the future, if not better.

And then last one for me was just -- well, let me ask this. Did you give the healthcare number in terms of growth for the quarter in ID solutions?

We did not.

I certainly can't. Yes, I certainly can. We grew health care by just over -- it grew just over 1% this quarter, year-end number.

So that's not really the big contributor to the strength there. So would you think that's more product development in other markets? Because I would have thought health care would have been a bigger contributor to the improvement.

No. The hands down, the biggest contributor to -- is the portfolio in IDS. We spend a considerable amount on R&D as a percentage of sales some of which takes years to bring to market. We have launched several new products this year, which was also contributing to our growth as well as we've got a great overall business base in that. And -- that's what you're seeing in the -- both the profit and in the growth of the IDS part of the business.

Next question comes from Mike McGinn with Wells Fargo.

You mentioned some products, some portfolio curation within Workplace Safety. It sounds like 80-20 without saying 80-20. I just wanted to get your sense of like what level of substitution exists within that product portfolio? Or if there's -- as you cut some of these SKUs, core growth wanes a little bit and maybe what inning you think you are in terms of that process?

So I'm not 100% I understood the question, but I'll give you a few answers, and then you can follow up if I didn't hit it. So what inning are we? I would clearly think we're probably in the third inning out of 10. We've got some room to move. In terms of the SKUs, it's absolutely a long-tail business. But with that said, with hundreds of thousands of SKUs. But with that said, some of that tail really is not marginally helpful or even profitable. And so it is a significant task when you have hundreds of thousands of SKUs to go through the portfolio and decide what really isn't aligned with the profitable part. Because I do want to emphasize, there is a part of WPS, a significant part of WPS, that is very profitable, very strong and actually, frankly, is growing. It is clouded by a lot of the other things going on in WPS that makes it look less exciting and compelling. And so as I look through this over the next several innings to use your analogy, we still have a lot more work to do.

And that hit all my questions regarding that topic. I -- Just moving on to IDS and you had an interesting press release regarding some technology overlap with, I believe, Honeywell. Can you just walk me through kind of your initiatives and strategic relationships and internal R&D?

Yes. I'm super excited to have negotiated the license with Honeywell. Brady respects their intellectual property rights. They built up a great portfolio in, probably arcane to most of our listeners, 2D imaging technology based on a global shutter. But we see that in a high-speed industrial track and trace imaging as a pretty core technology and having that license builds on codes licenses already and gives us a relatively free rein to practice what we're looking to do over the coming years. That is still very much an emerging technology. We are at least 18 months or longer away from a full suite of products. There's a lot of engineering that needs to happen between now and then. But we've got a clear path, essentially through to 2030, do what we need to do from an IP perspective.

Our next question comes from Keith Housum with North Coast Research. Your line is open.

Let me congratulate you, Russell, on the appointment to CEO. I guess starting more at a higher level here, Russell, I guess any differences with your predecessor in terms of your priorities or strategies in the near term that we should be thinking about?

Yes. I would say Michael did a great job of being cost focused and coming into the organization and looking at a number of ways to cut costs, I would say I am far more growth oriented and more about optimizing the portfolio. My track record is I worked for a number of years at Teledyne where we were very aggressive in terms of both portfolio shaping and mergers and acquisitions as well as the occasional divestiture. So that was kind of my training, and that's what I'm looking to bring to bear as CEO.

Good to hear it. In terms of the WPS segment, it sounds like you're still in the early innings of perhaps calling out some more of the WPS portfolio has been necessary possible. Do you see that's going to be a headwind for growth in the next year or two that you'll be satisfied if you have no growth as long as you see profitability increasing? How are you thinking on a higher level?

Yes. I would say it's is all business, you look to optimize your portfolio and maximize both current and future cash generation. So I'm not really going to make a lot of guidance about next year's revenue and whether we will or won't face headwinds. But I will say we're looking at every business, every segment to see whether it is additive to our organization for the future, which I would hope all corporations are doing.

And you provided some color on the ability to raise prices on IN, the IBS with the distributors. But perhaps can you touch on in the WPS segment in PDC, what's your ability to raise prices there?

Yes. So again, it goes -- it's very granular and not too surprising. If you go back to your economics on -- if you have market power or you have proprietary positions, you've got a pretty good position to raise prices, the more commoditized you are, the more you have to go along with the market. Now with that said, we do see most of the competitors and most of the solutions pretty much locks up starting to increase prices. I think a few were slow to decide how transitory this was going to be. And then, of course, you have a few that take the opportunity to maybe pick up share. But I feel pretty comfortable at this point across the board in WPS and PDC that both our prices as well as our competitors. And in fact, frankly, the industry as a whole is rolling through price increases. And you see that in some of the distributors and the performance that they've published over the last couple of quarters.

And last one for me and I'll jump back. In terms of the supply chain issues, obviously, supply chain issues have been private now for several quarters. Do you see it getting any better for you? Any pockets that you -- perhaps there's light at the end of the tunnel? Or are we still in the midst of this and it's tough to say?

Yes. I'd like -- every time I thought there was a light, it went out. So we've incorporated current supply chain issues into our planning purposes. And so I would say as long as they don't get any worse, which we don't see right now, they're fully baked into our performance and our strategy. We've added a solid $20 million, maybe a little bit more, to inventory to protect us from some of the supply chain issues that clearly has taken some cash out of our organization that I would prefer to use for other reasons. And if we get to the point where we're seeing more normalized, particularly shipping and logistics, I can imagine we'll relax a lot of that inventory buildup. So I would say, right now, we're hoping it is steady. We seem to have gotten through the Shanghai lockdown okay, and they seem to be freeing up a little bit. So I guess I'm going to leave it at steady state for right now, not better, not worse.

Last question, maybe I'll just follow up on that one. In terms of the impact of air freight on your gross margins, can you kind of contextualize that for us?

Yes. So excess shipping rates are about 150 basis points headwind for us. It's a mix of just increased container shipping as well as air freight. We know the air freight will come down. We've been able to put a lot more because of our increased inventory. We've been able, in just very recently in the last few weeks, started to convert much more to cargo container as opposed to airfreight. So that is something that we see is helping us in the coming year. I don't see us abandoning air freight entirely until supply chain is really sorted out, which anybody's guess, but I can't imagine will happen in the next quarter or two.

And I'm currently showing no other questions at this time. I'd like to turn the call back over to Russell Shaller for closing remarks.

Great. Thank you all for calling in and the Q&A. I'd like to thank you all for your time. And I do want to leave you with a few concluding thoughts. I really am excited about taking over as CEO and the future of Brady. We're a 107-year-old company. And while we live in an uncertain world, we have a fantastic company that I see as a great long-term value proposition. We've changed our profile to move faster than GDP and growing the company with an increasing foothold in faster-growing end markets. This quarter, we grew at 14.6%. Our pricing and efficiency actions are improving our gross profit margins, subsequently, we improved from 47.0% in Q2 to 48.4% this quarter. Our IDS division continues to perform extremely well, and the actions we've taken to improve our Workplace Safety business are working as evidenced by the significant increase in WPS profitability this quarter. We're aggressively investing in R&D to round out our industrial track and trace product offering. These investments are moving Brady into a faster-growing end markets and making us much more relevant to our customers and are creating a paradigm shift in our long-term profit profile. And finally, we have a strong balance sheet, which enables us to keep investing in both organic and inorganic growth while also returning funds to our shareholders. Our balance sheet and strong cash generation make Brady a safe port from future market turbulence. And even though the future of the macro economy is uncertain, I'm optimistic about the future of Brady. Thank you for your time this morning. Have a great day. Operator, you may disconnect the call.

This concludes today's conference call. Thank you for participating. You may now disconnect.