Good morning, ladies and gentlemen. Welcome to the Masco Corporation First Quarter 2025 Conference Call. My name is Joelle, and I will be your conference operator for today's call. As a reminder, today's conference is being recorded for replay purposes. I will now turn the call over to Robin Zondervan, Vice President, Investor Relations and FP&A. You may begin.

Thank you, operator, and good morning, everyone. Welcome to Masco Corporation's 2025 first quarter conference call. With me today are Keith Allman, President and CEO of Masco, and Rick Westenberg, Masco's Vice President and Chief Financial Officer. Our first quarter earnings release and the presentation slides are available on our website under investor relations. Following our remarks, we will open the call for analyst questions. Please limit yourself to one question with one follow-up. If we cannot take your question now, please call me directly at 313-792-5500. Our statements today will include our views about our future performance, which constitute forward-looking statements. These statements are subject to risks and uncertainties that could cause our actual results to differ materially from the forward-looking statements. We described these risks and uncertainties in our risk factors and other disclosures in our Form 10-K and our Form 10-Q that we filed with the Securities and Exchange Commission. Our statements will also include non-GAAP financial metrics. Our references to operating profit and earnings per share will be as adjusted unless otherwise noted. We reconcile these adjusted metrics to GAAP in our earnings release and presentation slides, which are available on our website under Investor Relations. With that, I will now turn the call over to Keith.

Thank you, Robin. Good morning, everyone, and thank you for joining us. I want to start today by talking about some significant changes that have occurred since our last quarterly call. One of these changes was the announcement of my decision to retire as President and CEO of Masco and the appointment of John Nooty as our incoming President and CEO. It has truly been an honor to lead Masco for over a decade, and I am so very proud of all our employees and the work we have accomplished together. We have built and refined our core portfolio of leading brands to focus on innovative repair and remodel products. We have embedded the Masco operating system throughout the entire company, which has allowed us to significantly expand our operating profit margins. Finally, we have delivered long-term value to our shareholders, achieving compound annual earnings per share growth of more than 12% over the last five calendar years. I am confident that Masco is in great hands going forward under John's leadership. John has been on our board of directors since 2023, and I have seen firsthand his strategic vision, his commitment to customer service, and his recognition of the strength of our Masco team in delivering superior results. I am currently working very closely with John to ensure a seamless transition, and we are excited about officially welcoming him to the Masco team at the beginning of July. We also experienced significant changes in the geopolitical and macroeconomic environment, including the enactment of new and broad-reaching tariffs. The extent of the tariffs currently imposed on imports from China is substantial and will increase our overall costs considerably, particularly in our plumbing segment. Our experienced teams are actively taking steps to mitigate these increased costs. Our mitigation efforts are extensive…

Thank you, Keith, and good morning, everyone. Thank you for joining. Before I get started, I would like to take a moment to congratulate Keith on a successful 27-year career at Masco. Through his strong leadership, he has been instrumental in reshaping Masco's portfolio, driving significant operational improvements across the company, developing senior leadership talent, and delivering outstanding financial results. On a personal note, I'd like to thank Keith for his partnership over the past year and a half and wish him all the best in his future endeavors. Now turning to our results. As Robin mentioned, comments today will focus on adjusted performance, excluding the impact of rationalization charges and other one-time items. Turning to slide eight, sales in the first quarter decreased 6%, or 3% excluding the impacts of our divestiture of Kichler and unfavorable currency. Our divestiture of Kichler in the third quarter of 2024 decreased sales by 3% year over year in the first quarter of 2025. In local currency, North American sales decreased 7% but decreased 3% excluding the divestiture impact. International sales were in line with the prior year in local currency. Gross margin increased 20 basis points in the quarter to 35.9%. SG&A decreased $9 million year over year, driven by our divestiture, partially offset by increased marketing expenses. SG&A as a percent of sales was 19.9% in the quarter. Given the current environment, we are actively managing our expenses and taking appropriate cost savings actions. Operating profit was $288 million in the quarter, and our margin was 16%. Operating profit was impacted primarily by lower volume and higher marketing costs. Lastly, our EPS was $0.87 per share. Turning to slide nine, plumbing sales decreased 1% in the first quarter but increased 1% excluding the unfavorable impact of currency. Favorable pricing increased sales…

Thank you. In order to ensure that everyone has a chance to participate, we would like to request that you limit yourself to asking one question and one follow-up during the Q&A session. To ask a question, please press star then the number one on your telephone keypad. To withdraw your question, please press star two. Your first question comes from Michael Dahl with JPMorgan. Your line is now open.

Thanks, and good morning, everyone. Thanks for all the comments and John, welcome to the company. First, I'd love to delve a little bit into some of the top-line trends, you know, not only in the first quarter, but you know, if you can provide any kind of commentary on April. You mentioned during the prepared remarks that your DIY paint was a little bit below expectations. I'm really more interested in the trend line through the first, let's say, roughly four months of the year, both in paint and plumbing, and, you know, if you have any kind of insights into maybe, you know, 2Q overall, how we should think about the top line?

Thanks, Mike. Just to be clear, I'm on the call today, and John will be joining us in July.

Yep. Now I've got that. Wasn't sure if he was there, but okay. Fair enough.

So with regards to how the overall top-line trends are looking, as we sit here kind of mid-April, and e-commerce, I'll take a channel cut at it first. In e-commerce, we continue to have really nice strong performance. So that continues to be a favorable aspect of our business. We've been investing in that both in terms of technology and people for quite some time. Have what we believe to be a leadership position, and that continues to grow and do well for us. We did particularly well in international plumbing. That continues to be strong for us. In Central Europe, we're seeing and getting more stabilization specifically in our home country of Germany, where we're the share leader. And that continues to go well. Of course, we're having a little bit of a slowdown, if you will, in China. It's a higher-end part of our business, so that's giving us a little bit of a mix hit geographically when we think about the overall international plumbing demand in China. In the US, we're seeing in plumbing a little bit of softening in both trade and the retail channel, but particularly in the retail channel. And then on the paint side, very strong performance in our pro paint segment. We continue to what we believe to be outgrow the market and gain share. So we're gaining share and we're holding share. Very strong net promoter scores continue with our customers. And the value proposition that we're able to deliver with our partner, The Home Depot, remains strong. We are seeing some softening in the DIY paint market. This has been relatively consistent, and we can expect again, this is a view in terms of the future. But we expect this softness to continue through the remainder of the year. So I think we've got pockets of good strength and continued growth that are favorable. But overall, I would say that our view is that the consumer is tentative, particularly as we look at the volatility that exists both geopolitically and from a macroeconomic perspective. So hopefully, that gives you a little bit of view across the horn.

No. No. No. That's very helpful, Keith. Appreciate that. I guess, secondly, you know, maybe to try and dimensionalize a little bit specifically when you talk about, you know, the mitigation efforts on the tariffs, and specifically, you know, the price increases, which I would assume would be the primary offset or mitigation action, you know, for the back half of this year at least. And correct me if I'm wrong on that. But if we're talking about, you know, $200 to $250 million, maybe you could kind of dimensionalize that in terms of maybe what that would mean in terms of an average price increase for your, you know, key plumbing products? And if you've seen any type of prior instances of demand elasticity, or inelasticity, you know, or the amount that, you know, you would expect maybe demand to react off of those price increases, let's say, in a vacuum? And I know that obviously, a lot of different macro drivers are influencing demand as well. But if you have any thoughts on that.

Sure, Mike. It's Rick. I'll take a shot at that. So as we articulated in terms of our mitigation components of our mitigation actions, there's obviously a number of facets to it. The main buckets are pricing, cost reduction, and sourcing footprint changes. And as you anticipated, at least in the near term, i.e., 2025, the bulk of those actions are going to be pricing and cost reduction. Those are things that we can pull in the near term. Sourcing footprint is something that we continue to focus on. We've made meaningful progress in terms of changing our sourcing footprint over time. The team continues to execute and to accelerate that. But it will take a longer horizon to effectuate some of those sourcing changes. So as it pertains to 2025, it is primarily pricing and cost. The bulk of the majority of that is pricing, as you anticipated. We are not going to quantify the pricing magnitude per se or the price increases. They vary by business unit, and they vary by, you know, product category. And it's over the course of 2025, as you would anticipate. The tariffs started to roll into effect on February 4th, continued in March, and then again escalated in April. And so our pricing has been responsive to that, and we're going to continue to execute on that. As it pertains to elasticity, I think we're in a bit of uncharted territory as it pertains to that. We obviously are confident in the strength of our brands and our product. So we think there's some resiliency there. But ultimately, just given not only the elasticity dynamic but the uncertainty in terms of the macroeconomic and the consumer sentiment are unknown. And quite frankly, that is really the root of why we prudently decided not to provide financial guidance just given the uncertainty. But the teams, like, you know, rest assured the teams are hyper-focused with regards to developing and executing mitigation strategies. And as Keith mentioned in his remarks, you know, we've got confidence given the team's experience and capabilities that we'll navigate this as we've done in the past.

Great. Thanks so much, Rick.

Sure, Mike.

Your next question comes from Stephen Kim with Evercore ISI. Your line is now open.

Thanks very much, guys, and yeah, we obviously appreciate all the efforts here to give us some framework on how you're going to manage this tariffs thing. I guess I wanted to drill in on the pricing. I guess, you know, with respect to being in uncharted territory because of consumer sentiment and those impacts, it seems like in DIY paint, you're already starting to see that. And you haven't even taken any pricing actions, really, I'm assuming yet. I'm curious if you think that maybe what you're seeing in the consumer is maybe some stockpiling ahead of some tariffs, and maybe they're cherry-picking, you know, or prioritizing some products where they think that, you know, they could be vulnerable and paint would maybe not be one of them. And if you think that had any impact on what you saw in the quarter or if there's anything else that would provide a little bit of color for why DIY paint in particular would have been impacted. It feels like more than some of your other products, you know, particularly, you know, pro paint seems like it did better. And just if you could help us drill in a little bit more about what you saw in the DIY paint that caused the, you know, the miss relative to what we're looking for.

Hey, Stephen, Keith. With regards to stockpiling, we don't have specific data where we've gone out and queried the consumer to see if they're stocking up and putting faucets in their basement or stacking up gallons of paint in anticipation of future projects. I doubt significantly that that is the case as we see rather consistent POS data that, you know, is not indicative of something like some sort of a pre-COVID stockpile of some consumer goods or something of that sort. So I discount that, and I'm confident in that even though I don't have data. With regards to the DIY paint performance, this is something that we've seen consistently now for a number of years where, if you recall, you know, having been following us for a while, Stephen, where DIY paint was a flat to slightly down kind of market overall for, call it, five years. And in recent times, as we see the demographic shift of the baby boomers who were very much strong and avid painters, now getting to an age where they're choosing to use a professional to install the paint rather than themselves and the backfill of the millennials, which we are seeing, and we do believe that when and our data shows that they are not only DIYers but multiple project DIYers rather than, say, a one and done. So it's just not it hasn't come to the level of where it's backfilling that. So there's clearly a shift from DIY to pro. So that's a component of it. Secondly, when you think about sensitivity, we believe that the consumer that is in that DIY market tends to be more price-sensitive and more sensitive to overall macroeconomic concerns like we're in now than a more affluent customer. So when we interestingly, when we look across our portfolio, we continue to see the higher-end consumer hanging in there relatively robustly when we look at, you know, our higher-end plumbing brands, for example. We do continue to see some pretty good demand. So I think it's a combination of the consumer itself in that DIY space as it relates to sensitivity to price and a migration from a heavy consumer that is continuing as it relates to the baby boomer starting to hire a pro. Now when I step back and look at what type of assortment I would want to have leading into these kinds of conditions as it relates to what's going to be the most resilient in tough times, what's going to be able to rebound, it is in fact a lower ticket repair and remodel product. Particularly the products and the assortments that we have that give, quote-unquote, a very nice bang for the buck. So I think when you combine that the strength of our assortment that we've built over time, together with the experience of our leadership teams, even though these are tough times, I think we have a nice hand to play.

That's really interesting. I want to sort of pull on that thread a little bit more, Keith. So initially, when you were talking about the fact that the price elasticity was typically more felt immediately by the lower-end consumer, I was curious as to whether you thought that that could actually lead to maybe a richer mix. You know, but, you know, but it sounds like what you're saying is that maybe that might happen in the near term. But then on a longer-term basis, you actually think that the lower end, which is maybe more need-based, is going to be more resilient. So I just want to make sure I'm understanding that what you're describing there is a bit of a dichotomy, you know, from a timing perspective. And then that kind of leads into my broader question, which is about how dynamic you can be with pricing. You know, we're not used to situations where you're sort of, you know, needing to increase price and then maybe take it back and all that. But we're living in a world right now where the primary driver to your need to raise price is actually quite unpredictable. And so I'm curious if you could talk about your ability to be dynamic with your pricing, as we may be heading in uncharted waters there.

Yeah. Great questions. In terms of the mix, while we are seeing the premium consumer hanging in there, I do believe and we did see a little bit of a mix hit this quarter. And I do believe in tough economic times, generally speaking, there will tend to be a trade down. We've worked hard, as we've discussed in the past and in prior calls, to use our operating system to reduce the margin performance across both pricing segmentation in the assortment as well as various channels. So that we are more agnostic to shifts across channels or across price segments, but there will be, I believe, a mix shift down. Now in this environment, an interesting thing to consider is while I believe there will be and we are seeing a mix shift down, in prior cycles like this, I've seen the private label portion of the assortment take some share. We, you know, we generally perform pretty well because we're across all the segments. But it will be, I believe, a little bit different dynamic due to the high concentration of China buy-in that private label type of piece of the assortment. So I do think there will be within segments of the assortment, there will be a trade down. With the caveat of I'm not so sure about what's going to happen on the private label side. With response to pricing and being able to be dynamic with the pricing, you're exactly right. And that is what we are driving our leadership teams towards. Is the ability to not only understand our assortments and to have a keen dataset on where that sweet spot is between price and volume. Obviously, this is a multipronged approach. We do not believe that pricing alone is the best, most competitive…

Got it. Best of luck, and, yeah, appreciate all the color. Thanks.

Thanks, Steve.

Next question comes from Sam Reid with Wells Fargo. Your line is now open.

Awesome. Thanks so much. I wanted to touch on the new build channel. I know you have some exposure here on the plumbing side. There's been some talk about one of your large competitors attempting to take share in new builds. Have you had to adjust your go-to-market strategy with respect to price and maybe just contract price realization potential from tariffs and new build versus some of your more traditional and retail trade channels? You know, are you expecting to get more price realization in retail and trade versus, say, the builders given the dynamics?

You know, we're a remodel repair and remodel company. I think our mix is north of 85% of repair and remodel. And we approximately pick and choose the new build customers that we go after that value the innovation and the service basket that we bring to them. So that is not a part of our focus. In terms of a specific pricing strategy and how we're looking at price across channels and the ability to get price and how hard or easy it is in different channels, I'm not going to get into that. We're not going to get into our specific pricing strategies for obvious reasons, but I will tell you that we have it it's not only just the dynamic capabilities in our systems to get price, it's also our talented sales force and our commercial folks. And it's the value we bring with our strong brands and innovation pipelines to give us that must-have position on the shelf, so to speak. So it's a whole collection of what Masco brings, and we're going to continue to drive that. And I feel good about our capabilities entering into these challenges.

No. That's helpful, Keith. And then maybe switching gears. And you sort of alluded to this in your response to Steve, but maybe just to put a finer point on this. You know, just want to think through brand performance quarter to date. So, you know, you sell brands like Delta, you know, which maybe are a little bit more over-indexed to home centers. You sell brands like Brizo, then index to higher-income consumers. Just curious if there's been any noticeable differential in terms of performance across those brands quarter to date, you know, as the consumer has digested the early effects of tariffs. Thanks.

Yeah. Well, as I said earlier, we're seeing some strong performance in e-commerce and in our international plumbing businesses. It's tough, as I've always said, to really nail down specifically the market size quarter to quarter, but when we look across our businesses versus and performance versus competition, I'm very comfortable in saying we're gaining share in e-commerce, we're gaining share in international plumbing, and they're doing a great job there. With regards to, you know, in the showroom and the higher end, we've got pockets of our higher end still hanging in there. In geographies internationally where we tend to have a higher mix, they're still hanging in there well, so less affected. And we are seeing some pressure, as I mentioned, in retail and specifically in the DIY paint area.

Oh, that's helpful. I'll pass it on. Thanks.

Your next question comes from Anthony Pettinari with Citi. Your line is now open.

Good morning. And, Keith, congratulations for everything, you know, you've done at Masco in the next chapter.

Thanks.

Rick, you talked about changes in sourcing, and I'm wondering if you can talk about kind of how you're attacking this maybe versus the last round of tariffs and, I guess, the first Trump administration or maybe even during the pandemic? Is this moving out of China into, you know, Asia or Mexico and Canada or back to the US? And if you can just talk about sort of the activities involved and has some of the sort of low-hanging fruit in terms of resourcing been picked? Or how do you think about it?

Sure. Good morning, Anthony. So as you alluded to, we've been on a sourcing footprint journey for a number of years, really dating back to 2018, 2019. And we've successfully reduced our tariff import exposure to China by about 45%. And that journey continues even predating the tariffs that were enacted this year. The team had been working very methodically to migrate our footprint to different jurisdictions. I'm not going to get into specifics of the strategy. But it has been something that the team has continued to do in a very cost-effective way. Clearly, given the increase in tariffs specifically on China, we've accelerated or are accelerating those efforts. As we articulated, it is something that we're working through this year, but will stem into next year as well. As it pertains to the US, we do have, it's worth noting, a very strong and robust footprint in the US. We've got 29 manufacturing facilities and a similar number of warehouses and distribution centers, and the majority of our sourcing for the US market is in the US, but we have a diversified and extensive supply chain. Like many multinational companies, it's international in terms of sourcing, and similar to ours, it is. And, you know, from our perspective, we're focused on a resilient, diversified, and robust supply chain. And, you know, we'll factor that in as we continue to make moves. In terms of the specific geographies, something that we continue to evaluate running scenarios as it pertains to what may happen in the future. Quite frankly, that's part of the challenge in terms of the uncertainty and the dynamic environment of tariff policy as it stands today. But rest assured, the team is working very assertively in terms of not only reducing our exposure to China but making sure that we've got a robust, resilient supply chain going forward.

Okay. That's very helpful. And then just a follow-up. You talked about, I think, April demand by channel. I'm just curious. Did you see consumers or channel per following the tariff news itself, which I think was April 2nd? Or is the volume impact that you're talking about maybe more anticipatory or something that you sort of expect to occur?

The volume trends, I think, that Keith articulated are really what we're seeing year to date. So as articulated in Q1, our opening remarks in terms of our strengths from an e-commerce perspective, as well as a pro paint standpoint in international plumbing. And our continued, you know, industry weakness in DIY paint are ones that we've seen kind of year to date. Really, we haven't seen any meaningful inflection point as it pertains to the post-April 2nd announcement. I think it's just introduced a numb amount of uncertainty and volatility in the market as it pertains to expectations and consumer confidence, as we've all seen. And that's something that is really highly uncertain in terms of how it's going to play out, but it's still early days, and we're monitoring and tracking the situation very closely. Given the uncertainty, that's why we've elected not to provide an outlook, not only on the market, in terms of our financial expectations for the year. In terms of inventory, if that was what you were getting at, we really what we've seen is what I would classify as typical seasonal trends on inventory. We did have some beneficial inventory that we pulled forward last year in Q4 that we talked about on the last call. And we saw a partial unwinding of that this quarter. But I would say, no significant changes as it relates to inventories in the channels.

Okay. That's very helpful. I'll turn it over.

Next question comes from John Lovallo with UBS.

Good morning, guys. Thanks for taking my questions. The first one is on the partial reversal of the inventory timing that you talked about on the paint side. It seems to imply that there's some more that needs to be worked through. Can you just help us kind of quantify the impact that is expected in the second quarter?

Sure, John. So just to maybe dimension the reversal that we saw in Q1. So the way I would think about it is a couple of folds. One is our paint sales in Q1 were down high single digits. Adjusted for the reversal of the favorable inventory build in Q4 and one of our key channel partners, we were down mid-single digits. So the difference between high and mid-single digits. The other way to triangulate it is we are down 16% year over year in terms of our decorative architectural product sales. Half of that related to our Kichler divestiture, and the other half related to issue volume. And half of that volume, or roughly 4%, related to the partial unwind of the inventory. As it pertains to what we see going forward, it's not an exact science. Obviously, inventory varies quarter to quarter, year over year. But what I would say is that inventory levels in the channel are still higher year over year. We've a big chunk of that reversed in Q1, but there is presumably potentially more quote-unquote normalization to be expected. We're not going to size that at this point, but there's still something that we think is still a potential headwind going forward. And that's reflected in terms of our expectation.

Understood. The follow-up would be then just on the SG&A side, the 19.9% is a percentage of sales. You know, understanding that there's some loss of leverage there and you talked about higher marketing costs. I guess I wanted to focus on the higher marketing costs. I mean, can you quantify what that was in the quarter and the ability to kind of pull those out here as we move forward?

Sure, John. Yeah. The higher marketing costs are principally related to the higher trade show cost in Q1 that we communicated in our Q4 call in February that we expect to see in Q1. So it's not only the KBIS Show in Vegas, but principally the biannual ISH show in Frankfurt. And so from a standpoint of year over year, that's a big driver in terms of, you know, quote-unquote marketing cost. In terms of sizing, I guess what I would how I would characterize it is in terms of our plumbing segment, we were down $9 million year over year. And let's say a majority of that could be attributed to a number of factors, but a majority of that could be attributed to the higher trade show cost. And that's a Q1 phenomenon.

Got it. Thanks very much.

Your next question comes from Matthew Bouley with Barclays. Your line is now open.

Good morning, everyone. Thank you for taking the questions. Of course, congratulations to Keith and best wishes on retirement. So on the 2026, the, you know, the idea that you'd be able to mitigate most of it by the end of next year. I guess first, if you could just clarify, was that mitigating the entire $675 million or just the $400 million of in-year costs? So just a clarification there. But more broadly, you know, next year, is it a similar playbook of kind of pricing first followed by cost and sourcing? So you would need to take additional price, or in 2026, does it, you know, perhaps more come from sourcing as you've kind of shifted that over the next several months? Thank you.

Yeah. Sure, Matt. It's Rick. So as it pertains to the mitigation actions, as we articulated, this year, in-year, we would anticipate that our actions would mitigate about 50% to 65% of the in-year $400 million impact. But by the end of the year, by the end of 2025, we would expect that run-rate mitigation to be closer to 60% to 75% as pricing and other cost actions take hold. To answer your specific question, it pertains to 2026, our actions are targeting to mitigate the remainder of the annualized impact of $675 million by the end of 2026. Now as a caveat, or that is really the raw numbers. We aren't factoring in or anticipating or guiding towards an expectation of what the volume impacts could be, the direct or indirect. But as it pertains to our mitigation actions, we are targeting to mitigate the full $675 million by the end of 2026. And then, you know, in terms of the proportion of the mitigation efforts in 2026, we would anticipate that to lean more heavily into sourcing footprint changes more so than price or cost, but, of course, we'll continue to drive cost. And there will be targeted pricing actions across the assortment undoubtedly, but the majority of it would come in 2026 from resourcing footprint.

Yep. Got it. Okay. Perfect. Thank you for that color. And then secondly, obviously, you guys took down the slide around the kind of 2026 margin targets, which is, you know, seems entirely unsurprising. If 2025 is a starting point, it is unclear. But just to ask the question and put it out there, do you view any kind of change to the structural profitability potential of the business or is it just simply the former where there's too much uncertainty and this is more of a timing issue? Thank you.

You know, we had strong margin performance in 2024. Our pipeline looks of cost initiatives is very solid, very confident in the margin targets that we set out in 2026. So for us, it's not so much a question of if we can drive to those, it's when. And looking at the uncertainty that we're facing now, that's why we've pulled our financial guidance. But, no, we're confident in the ability of this business to continue to drive improved margin performance.

Got it. Thanks, Keith. Good luck, guys. Thank you.

Your next question comes from Mike Dahl with RBC.

Steve Heckeville. Career. Congrats, and congrats on being able to step away and enjoy the next phase. I wanted to drill down on the actual number around the tariffs that it seems like the majority of your exposure that you're outlining is coming from China, but you do have exposures in Vietnam and Southeast Asia and Mexico. So maybe could you give us a little more clarity on your cost of goods exposure to those areas just since the tariff environment is uncertain where we ultimately land. And with PepsiCo specifically, yeah, how much of your product being shipped to the US is currently exempt under USMCA?

Sure, Mike. It's Rick. As you articulated and as we've outlined, our biggest exposure from a tariff perspective is our imports from China. As evidenced by the fact that the current annualized impact based off of the currently enacted tariffs, $625 of the $675 relates to China. I think that's evidence of the disproportionate exposure to China. In terms of our other exposures, we're not going to quantify them certainly not at this point. I think in terms of dimensionality, as we did share that in terms of the other tariffs that were enacted, on steel and aluminum and the 10% reciprocal tariffs, that amounted or totaled to a $50 million annualized impact. So that puts it into perspective, I believe. As it pertains to Mexico and Canada, we've articulated this on a prior call. We do have a meaningful exposure from a Mexico import perspective, principally related to our Watkins Wellness business because we have a couple of facilities in Mexico that import into the US. And so that's something that we're tracking very closely. Canada isn't as meaningful, but something that we're monitoring closely. And to answer your last question, in terms of USMCA exemption, the vast majority of our products are qualified for USMCA exemption.

Okay. Thanks, Rick. That's helpful. My follow-up question is just as a point of clarification, I think your higher guidance just assumed the 10% tariffs on China and that you would effectively fully mitigate those. So when we're thinking about building the year, you know, is it really just like, this entire amount that you're outlining is effectively incremental. So the $150 to $200 million of cost that you can't offset in-year that is entirely incremental plus whatever the volume decremental is. Is that right?

Yeah. Mike, your recollection is correct. And we provided our guidance on our February call the 10% China tariff, was in effect and what was baked into our guidance at that time. So incremental to that has been 135% to 145% minus 10% in terms of incremental China tariffs. The 25% steel and aluminum tariffs, and the 10% global recyclable tariffs are all what I would consider incremental to what we had contemplated and had known quite frankly on our February call.

Okay. Thank you.

There are no further questions at this time. I will now turn the call over to Robin for closing remarks.

We'd like to thank all of you for joining us on the call this morning. For your interest in Masco. That concludes today's call. Have a great day.

Ladies and gentlemen, this concludes your conference call for today. We thank you for participating and ask that you please disconnect your lines.