Professional Documents
Culture Documents
This information is confidential and proprietary to Graphic Packaging International, Inc. Any reproduction or distribution to any third party is prohibited.
Any statements of the Company’s expectations in this presentation constitute "forward-looking statements" as defined in the Private
Securities Litigation Reform Act of 1995. Such statements, including but not limited to, market trends and debt reduction, are based on
currently
tl available
il bl iinformation
f ti and
d are subject
bj t tto various
i risks
i k and
d uncertainties
t i ti ththatt could
ld cause actual
t l results
lt tto diff
differ materially
t i ll ffrom
the Company's present expectations. These risks and uncertainties include, but are not limited to, the Company’s substantial amount
of debt, inflation of and volatility in raw material and energy costs, volatility in the credit and securities markets, cutbacks in consumer
spending that could affect demand for the Company’s products or actions taken by our customers in response to the difficult economic
environment, continuing pressure for lower cost products, the Company’s ability to implement its business strategies, including
productivity initiatives and cost reduction plans, currency movements and other risks of conducting business internationally, and the
impact of regulatory and litigation matters, including the continued availability of the Company’s net operating loss offset to taxable
income, and those that impact the Company’s ability to protect and use its intellectual property. Undue reliance should not be placed
on such forward-looking statements, as such statements speak only as of the date on which they are made and the Company
undertakes no obligation to update such statements. Additional information regarding these and other risks is contained in the
Company's periodic filings with the SEC.
See Appendix attached hereto for additional information and a reconciliation of Non-GAAP measures.
* As of 10/26/2010 © 2010 Graphic Packaging International, Inc. 3
Two Primary Business Areas
Industry Paperboard Packaging End Use
Paperboard Packaging
Health & Soap/Laundry
Beauty 2%
• 84% of total sales 2% Other
Beverage
Carriers
8%
Food Services 33%
• C
Concentration
t ti iin ffood
d&b beverage endd 5%
markets
• Vertically integrated network of 38 converting
facilities and 7 mills (over 80% integrated)
Dry Foods
29%
Frozen Foods
21%
–Source: Company filings, presentations and Mgmt estimate. –Source: RISI, PSSMA, and Mgmt estimate.
© 2010 Graphic Packaging International, Inc. 4
Key Products and Customers
Food
Household and
Personal Care
Multiwall Beverage
Microwave
Machinery
ac e y
1 2 3
Optimize Grow Build
Our Core Business By Leveraging Our Strengths The Right Execution Culture
Utili
Utilize All A
Assets
t tto Expand
E d Our
O Sources
S off C
Competitive
titi Ad
Advantage
t
MeadWestvaco
Rock-Tenn 11% Rock Tenn
Rock-Tenn
MeadWestvaco
IP 7% Other 12% Other
9%
7% 51% IP 32%
8%
Riverwood
5%
Graphic Cascades
13% 5%
Graphic
p
Smurfit Stone Packaging
8% 32%
2001 2008
Industry Average
h Cost
Cash
Beverage: Beer
1 2 3
Optimize Grow Build
Our Core Business By Leveraging Our Strengths The Right Execution Culture
T
Targeting
ti the
th Right
Ri ht T
Trends
d and
d Markets
M k t tot Enhance
E h Market
M k t Share
Sh
Customers are
“I am more open to trying private store brands
gravitating toward 84%
private label products p od cts that I was
products as two
t o years
ea s ago”
in order to save
• Z-flute
Z fl te replacing corrugated
corr gated and plastics + 20%
• Significant growth in Club Store channel
B d Building:
Brand B ildi Differentiating
Diff ti ti iin a crowded
d d space
Labels
• Patented HTL technology
Sustainability…newest key trend
Europe
• Refocused strategy to focus on
higher margin applications
Japan
p
• 90% share of beer market
Brazil
• Beverage and folding A t li
Australia
carton applications • Continued expansion with
beverage folding carton
applications
Asia Pacific:
Glass remains important but has
markedly weakened by PET and
Beverage Cans; Liquid Carton
posted significant unit gains
Western Europe:
Beverage Can gains at the
expense of Glass; Environment
concerns are favorable to
paperboard vs. plastic
16
16
Core Strategic Initiatives
1 2 3
Optimize Grow Build
Our Core Business By Leveraging Our Strengths The Right Execution Culture
C lt
Culture D
Drives
i O
Operations
ti and
dCCash
h tto Reduce
R d Cost
C t off Business
B i
C ti
Continuous Improvement Cost Reductions
I t C t R d ti
$60‐$80
$70
$64
$ Millions
$47 $46
“Why
Why Lean
Lean”?
? - Improves Working Capital - Tools to Optimize Value Streams
- Increase Shop Floor Involvement - Increases “Horizontal” Culture
$3,300
$1,125
$3,117.2 $3,083.4
$13.6 $3,100
$1,054.2 ($19.1)
$0.2 $1,042.8 ($5.9) ($4.7) ($4.1)
$1,050
($13.5)
($11.7)
$2,900
$975
$2,700
$900
$2,500
Q3 09 Price Volume Mix Other Q3 10 Q3 YTD 09 Price Volume Mix Other Q3 YTD 10
$13.6
$460
$109.3 $441.2
($3.6)
$160 $432.7 ($4.5)
$155.1 $430
$36.4 $1.8 $151.3
($19.1) (($1.7))
$400
$140
$370
$340
$120 ($75.5)
$310
($52.0)
$280
$100
YTD 2009 Price Volume/Mix Inflation Perform Other YTD 2010
Q3 2009 Price Volume/Mix Inflation Perform Other Q3 2010
Quarterly Adj. EBITDA Margin
16.0%
14.4% 14.2% 14.0% 14.7% 14.5%
14.0%
12.7% 12.3% 12.6%
11.6% 11.5%
12.0%
10.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0 0%
0.0%
Q1 Q2 Q3 Q4
2008 2009 2010
See Appendix attached hereto for additional information and a reconciliation of Non-GAAP measures.
© 2010 Graphic Packaging International, Inc. 20
Improving Financial Performance
($ millions)
2.1% -7.2%
$5,000
$4,323 $4,415
$4,500
3 4%
3.4% -20.8% $4 096
$4,096 $4 062
$4,062
$4,000 $821 $849
$672 $669
$3,500 1.8% -4.0%
$550
10.8%
$535
$490
$475
2007 2008 2009 Sept 10 LTM
See Appendix attached hereto for additional information and a reconciliation of Non-GAAP measures.
© 2010 Graphic Packaging International, Inc. 21
Strong Cash Flow Generation ($millions)
[Adjusted for Capital Structure]
Cash Flow as a % of Sales Net Debt Reduction
(CF = Pro Forma Adj EBITDA ‐ Cap Ex ‐ Δ W/C ‐ Cash Tax)
14.0% $450
12.6%
11.7% $363
12.0% $375
10.0%
$300 $135
8 0%
8.0%
$225
5.8%
6.0%
$150
4.0%
$228
≈$200
≈$200
2.0% $75
$119
0.0% $0
2008 2009 Sept 2010 LTM 20081 2009 2010 Target
Operations Alt. Fuel Tax Credit
1
Net Leverage Ratio 4.5x 3.0x - 3.5x
Net Leverage Ratio2
6.0x
4.8x 4.3x
~ 4.3x
3.0x ‐ 3.5x
1 2 3
Optimize Grow Build
Our Core Business By Leveraging Our Strengths The Right Execution Culture
The tables below set forth the calculation of the Company's earnings before interest expense, income tax expense, equity in the net
earnings of the Company's affiliates, depreciation and amortization ("EBITDA") and Adjusted EBITDA. Adjusted EBITDA excludes charges
associated with the Company's combination with Altivity Packaging, LLC and other Restructuring and Other Special Charges. The
Company's
Company s management believes that the presentation of EBITDA and Adjusted EBITDA provides useful information to investors because
these measures are regularly used by management in assessing the Company's performance. EBITDA and Adjusted EBITDA are financial
measures not calculated in accordance with generally accepted accounting principles in the United States ("GAAP"), and are not
measures of net income, operating income, operating performance or liquidity presented in accordance with GAAP.
EBITDA and Adjusted EBITDA should be considered in addition to results prepared in accordance with GAAP, but should not be
considered substitutes for or superior to GAAP results. In addition, our EBITDA, and Adjusted EBITDA may not be comparable to
Adj
Adjustedd EBITDA or similarly
i il l titled
i l d measures utilized
ili d bby other
h companiesi since
i such
h other
h companiesi may not calculate
l l such
h measures
in the same manner as we do.
Pro Forma Net Income (Loss) $ 22.9 $ (8.9) $ 24.6 $ 56.4 $ (124.2) (89.6)
Add (Subtract):
Income Tax Expense 24.2 29.8 29.7 24.1 35.1 26.9
Equity in Net Earnings of Affiliates (1.9) (1.4) (0.8) (1.3) (1.1) (0.9)
Interest Expense, Net 172.4 134.0 158.0 196.4 246.9 244.9
Depreciation and Amortization 308.0 225.2 244.0 326.8 287.7 295.6
P Forma
Pro F EBITDA 525.6
2 6 378 7
378.7 4
455.5 602 4
602.4 444 4
444.4 476 9
476.9
Charges Associated with Combination with Altivity 65.2 55.1 61.6 71.7 17.7 -
Asset Impairment and Shutdown Charges 10.7 - 2.3 13.0 15.5 18.6
Inventory Step Up Related to Altivity - - - - 24.4 -
Loss on Modification or Extinguishment of Debt 7.4 7.4 7.1 7.1 - 9.5
Alternative Fuel Tax Credits Net of Expenses (44.0) - (93.8) (137.8) - -
Consolidated Pro Forma Adjusted EBITDA $ 564.9 $ 441.2 $ 432.7 $ 556.4 $ 502.0 505.0
The table below sets forth the calculation of the Company's Total Net Debt and Net Leverage Ratio. The Company's management believes
that the presentation of Total Net Debt and Net Debt Leverage provides useful information to investors because these measures are regularly
used by management in assessing the Company's performance. Total Net Debt is a financial measure not calculated in accordance with
generally accepted accounting principles in the United States ("GAAP"). Total Net Debt and Net Leverage Ratio should be considered in
addition to results prepared in accordance with GAAP, but should not be considered superior to GAAP results. In addition, our Total Net
Debt and Net Leverage Ratio may not be comparable to similarly titled measures utilized by other companies since other companies may not
calculate such a measure in the same manner as we do.