3. Q1 2008 Highlights
$ billions, except as noted. Continuing Operations
Q1/2008 Q1/2008
1
as reported V% LY as adjusted V% LY
Comp Sales (6.5%)
Total Sales $ 17.9 (3.4%)
Gross Margin -- % of sales 33.9% 14 bps 34.0% 19 bps
Operating Income $ 0.7 (56.5%) $ 1.3 (24.0%)
Operating Margin -- % of sales 4.1% (495 bps) 7.1% (192 bps)
Earnings from Continuing Operations $ 0.4 (62.4%) $ 0.7 (26.4%)
Earnings per Share from Continuing Operations $ 0.21 (56.3%) $ 0.41 (14.6%)
Solid Execution in a Tough Market
3
1)”As adjusted” excludes the Store Rationalization charge
4. Q1 2008 U.S. Comp Sales
Greater than (6%)
(4%) – (6%)
Less than (4%)
Varied Performance
4
5. 2008 Outlook
Situation Update Outlook
Total sales decline of 4-5%
Q1 2008 generally on plan
Negative comps in the mid
May and June are critical selling months
to high single digit range
- By June typically generate ~43% of annual sales
Flat to slightly positive
We see more headwinds than tailwinds for the
gross margin expansion
balance of 2008
Operating margin decline
Tailwinds
Headwinds of 170 to 210 basis points
Economic Stimulus
Commodity Price Pressure
Continuing Operations
Package
US Dollar Depreciation
Earnings per Share decline
Easier comps
Rising Fuel Costs
of 19 to 24 percent1
beginning in
Pressure on the Consumer
September
- Low Confidence
- Credit Crunch
- Inflation
- Unemployment
Housing Softness
More Comfortable with Low End of EPS Guidance
5
1) As Adjusted
6. 2008 Capital Spending Plan
$ millions, Continuing Operations
Business/Function Overview
2007 2008F
Total Growth (new stores) $ 1,997 $ 996
Merchandising/Maintenance/Operations 780 580
Supply Chain 75 118
Total US Retail $ 855 $ 698
IT (Growth/Renewal/Compliance) 275 265
Corporate 93 62
International 1 168 179
Total Sustaining $ 1,391 $ 1,204
Total Capital $ 3,388 $ 2,200
1) Includes Canadian ERP know as “SCORE” capital spending of $91 million in 2007 and $36 million in 2008 6
7. Solid Cash Flow & Liquidity
$ billions Continuing Operations A2/P2 CP Program
Total Program $ 3.45
~ $ 4.8
Outstanding Q1 2008 $ 0.50
$0.5 $0.5
FYE 2007 Net Cash Flow CapEx Dividends FYE 2008F
from the business
Note: Projected Depreciation & Amortization ~ $1.9 billion
7
8. Q1 2008 Capital Structure
Current Maturities1
Outstanding Indebtedness
Moody’s LT Debt Rating Baa1 (stable)
Standard & Poor’s LT Debt Rating BBB+ (stable)
$ millions
2,968 2,959
Commerical Paper $495 3.00%
Advantage Lease $282 5.95%
'09 Senior Notes $999 3.75%
'09 Senior Notes (Floater) $750 2.93% 1,749
'10 Senior Notes $998 4.63%
1,244
'11 Senior Notes $1,000 5.20%
998 1,000
'13 Senior Notes $1,244 5.25%
'16 Senior Notes $2,968 5.40%
282
'36 Senior Notes $2,959 5.88%
Capital Leases/Other $439
Total Debt / Avg Coupon $12,134 5.00%
08
09
11
16
36
10
12
13
26
20
20
20
20
20
Swap Adjusted Coupon 4.80%
20
20
20
20
Total Shareholder Equity $17,706
Total Capital $29,840
Rents $819
Adj Debt/EBITDAR2 2.1x
1.7x
Staggered Maturities, Low Refinancing Risk
1) 2)
Excludes capital leases and commercial paper Includes 8x Rents TTM and $1bn HDS guarantee; As adjusted. 88
9. The Evolution of our Capital Efficiency Strategy
Focus Focus on Core Retail business and rationalize non-Core (e.g., disposition
of HD Supply, walk away from Enerbank); Invest in key priorities
February 2007
Move to capital structure that facilitates capital distribution
June 2007
Optimize with targeted investor return principles (Announced $22.5
billion recapitalization; new financial risk profile)
Rationalize new square footage
May 2008
Enhance growth and existing stores
Drive productivity
and efficiency
Ongoing
Superior Capital Efficiency and Cash Flow
9
10. Recapitalization Plan
In 2007, announced $22.5 billion
recapitalization plan
- Completed 48% using proceeds from HD Supply
and cash on hand
- Remaining program on pause until business and
credit market stabilize
Since 2002, have repurchased 743 million
shares (~32% of total outstanding shares1)
for $27.2 billion
1) Outstanding as at FYE 2001 10
11. The U.S. Home Improvement Market is Heavily Stored…
Household Saturation by Large Format Home Improvement Stores
4,000 80,000
Number of Large Format Home
Improvement Stores
3,500 70,000
Households per Home Improvement Store
Average Number of Households per
3,000 60,000
Home Improvement Store
Number of Stores
2,500 50,000
2,000 40,000
1,500 30,000
1,000 20,000
500 10,000
0 -
2/1/1998 1/31/1999 1/30/2000 1/28/2001 2/3/2002 2/2/2003 2/1/2004 2/1/2005 2/1/2006 2/1/2007 2/1/2008
Includes Home Depot, Lowe’s, Menards stores and former competitors (Builders Square, HomeBase and Home
Quarters); excludes EXPO, HD Supply, HD Landscape Supply, Floor Store, Lowe’s Contractor Yard
…and well Saturated except for Market Growth
11
12. Existing Stores: Expected Return Criteria
Expect Stores to:
Be 4-wall cash flow positive
Have NPV of operating > NPV of exit
Generate higher returns as they reach maturity
− Stores under 3-years old are immature
Use ROIC as a benchmark
12
13. New Stores: Expected Return Criteria
Incremental per store return equal to or better than
return on share repurchases
− Will make selected strategic investments where
existing stores are vulnerable and/or it’s a unique
market opportunity
Will deliver double-digit new store portfolio returns
Beginning 2009, Project 1.5% Square Footage Growth Per Annum
13
14. Projected Capital Spending
$ billions
2008F 2009F 2010F 2011F 2012F
Total Capital $ 2.2 $ 2.2 $ 2.3 $ 2.1 $ 2.1
Depreciation &
Amortization $ 1.9 $ 2.0 $ 2.1 $ 2.1 $ 2.1
Driving Capital Efficiency
14
15. Private Label Credit Card Portfolio Overview
Portfolio Philosophy
Existing Product Suite
Product Suite Value Proposition
In 2003 switched from fee-based
arrangement with GE to profit sharing
Everyday Offer
Consumer Consumer
arrangement with Citi – we receive all
of No Payment
Private Revolving
profitability after Citi’s targeted return
No Interest for
Label Credit
Purchases >$299
Increased sales & market share
Rewards Consumer &
Earn Points for
by facilitating customer spend
Master Business Co-
Purchases
Card and capturing valuable
Brand
consumer information
Consumer
Low Interest,
HIL Installment
Fixed Payments
~30% penetration as of FY 2007;
Loan
average net receivable ~$14 billion
Commercial PO/Job Name
CRC Revolving Tracking
Credit SKU Level Detail
on Statements
Commercial Account On-line
PROX “Pay in Full”
PO/Job Name
Credit
Tracking
Product Suite Spans Consumer and Commercial Customers
15
15
16. Cost of Credit
Illustrative 2007 2008F
Deferred Interest
COGS (flat fee charged on XX XX
deferred financing sales)
Interchange Fee XX XX
Expense
Gain Share (XX) (XX)
Total Cost of Credit
~200 bps1
as % of Credit Sales ~ 50 bps
Lower Portfolio Profitability Driving Higher Cost of Credit
1) Downside believed to be no higher than 4% of private label credit sales. 16
17. Annual Housing Performance vs. L-T Averages
L-T
Average
Housing Metric '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07
Starts YOY% (highest
correlation metric) (9.2) 6.7 (1.6) 12.4 2.2 (5.7) 3.2 7.2 10.4 6.6 7.1 (14.2) (29.6) 0.4
Ex home sales YOY%
(best lead indicator) (1.1) 7.7 5.0 13.1 3.2 (0.5) 2.4 5.8 9.0 8.6 4.4 (7.5) (13.0) 3.2
New home sales YOY% 0.3 12.9 6.7 10.3 (1.2) 0.2 3.1 7.6 11.7 10.1 6.5 (18.0) (26.3) 1.5
New home prices YOY% 2.3 5.1 3.4 4.8 5.4 4.6 3.3 7.5 3.3 13.5 8.4 3.0 0.5 5.1
Ex home prices YOY% 2.8 4.6 5.2 6.0 5.1 6.2 6.1 8.1 8.3 11.6 11.8 0.9 (0.4) 5.1
% refis resulting in 5%
higher loan amount 57.8 63.0 62.0 46.9 63.8 78.8 55.5 52.0 38.1 50.2 72.4 86.1 83.3 63.9
Year closest to
1999 has the lowest variance from 1985-2007 averages
long-term average
1999 is Most ‘Normal’ Year Compared to L-T Averages
Source: Moody’s 17
18. Lag Effect (Housing Market vs. Comps)
1995 to 2007 Performance Rankings
(1=Best, 13=Worst)
Metric '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07
Starts 11 5 9 1 8 10 7 3 2 6 4 13
12
Ex Home Sales 11 4 6 1 8 10 9 5 2 3 7 13
12
HD comps 9 4 3 2 1 6 10 11 7 5 8 12 13
1999’s ‘normal’ level of
1998’s large spike in
housing activity drove HD
housing activity drove HD
average performance in 2000
outstanding performance
in 1999
HD Performance Lags Housing Market by ~ 1 Year
18
Source: Moody’s
20. Operating Targets
Targets Rules of Thumb (norm)
Sales Growth 3-5% per annum
Sales per Labor Hour YoY increase
Sales Per Square Foot YoY increase
Operating Expenses YoY increase < Sales growth
Operating Income YoY increase > Sales growth
Inventory YoY increase 50% of Sales growth
Accounts Payable Growth > Inventory growth
Capital Spending Approximate depreciation/amortization
Return on Invested Capital YoY increase
Earnings per Share Double digit growth
Drive Productivity and Efficiency
20
21. Shareholder Return Principles
Dividend Principle
− Deliver predictable annual increase1, targeting
payout at approximately 30% of earnings
Share Repurchase Principle
− After meeting the needs of the business, use excess liquidity
to repurchase shares, as long as value creating
Return on Invested Capital Principle
− Maintain high return on invested capital, benchmarking
all uses of excess liquidity against value created for
shareholders through repurchases
1) When earnings stabilize 21
22. Debt Holder Principles
Maintain strong investment grade rating with
access to A2/P2 commercial paper market
Target, on average, Total Adjusted
Debt/EBITDAR ratio of 2.5 times
22
