presentation includes additional slides from international...
TRANSCRIPT
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TransformationJohn V. FaraciChairman & CEO
Marianne M. ParrsExecutive VP & CFOJuly 19, 2005
Presentation includes additional slides from International Paper’s
second quarter 2005 earningsconference call on July 26, 2005
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Forward-Looking Statements
These slides contain forward-looking statements. Such statements reflect management’s current views and are subject to risks and uncertainties that could cause actual results to differ materially, including but not limited to, the ability of the company to accomplish its transformation plan and to realize anticipated cost savings, the demand and pricing for the company’s products and changes in overall demand, the effects of competition from foreign and domestic producers, the level of housing starts, changes in the cost or availability of raw materials, changes in energy costs, unanticipated expenditures related to the cost of compliance with environmental and other governmental regulations, performance of the company’s manufacturing operations, results of legal proceedings, changes related to international economic conditions, specifically in Brazil, Russia and China, changes in currency exchange rates, particularly the relative value of the U.S. dollar to the Euro, and the war on terrorism. We undertake no obligation to publicly update any forward-looking statements, whether as a result of new information, future events or otherwise. These and other factors that could cause or contribute to actual results differing materially from such forward looking statements are discussed in greater detail in the company's Securities and Exchange Commission filings.
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Transformation
Significantly improve profitability
Improve the balance sheet
Return value to shareowners
Focused Global Paper and Packaging Company
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Transformation Plan Overview
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Selected Assets to Evaluate
50.5% stake in Carter Holt Harvey
Coated Papers
Beverage Pkg.
Kraft Papers
Arizona Chemical
U.S. Forestlands -(selected)
Wood Products
Priorities for Useof Proceeds
Maintain investment grade credit rating –repay debt
Return value to shareowners
Consider selective investments in best assets / new opportunities
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
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Coated Papers• Coated groundwood• Coated free sheet
Uncoated Papers• Uncoated free sheet• Bristols
xpedx• Distribution
Paper
IP Today
51% of 2004 Revenue
Consumer Packaging• Coated board• Beverage pkg. • Shorewood • Foodservice
Industrial Packaging• Containerboard• Corrugated boxes• Kraft paper
Packaging
28% of 2004 Revenue 21% of 2004 Revenue
Forest Products
Wood Products• Lumber• Plywood
Forest Resources• Tree farming
Carter Holt Harvey• Forest products
Arizona Chemical
Market Pulp
Diversified Paper & Forest Products Company
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The Case for Transformation
The world and our business has changed and IP’s strategy has changed with it
Will not wait for the market cycle to improve – must take new steps now
The world and our business has changed and IP’s strategy has changed with it
Will not wait for the market cycle to improve – must take new steps now
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Transformation Plan
Narrow IP’s focus to key platform businesses
Pursue options for selected assets
Improve profitability of key platform businesses
Diversified N. American Paper and
Forest Products Company
FocusedGlobal Paper
and Packaging Company
Today Future
• Improved balancesheet
• Returning value to shareowners
• Earning cost of capital returns
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Transformation Plan OverviewKey platform businesses
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Selected Assets to Evaluate
50.5% stake in Carter Holt Harvey
Coated Papers
Beverage Pkg.
Kraft Papers
Arizona Chemical
U.S. Forestlands -(selected)
Wood Products
Priorities for Useof Proceeds
Maintain investment grade credit rating –repay debt
Return value to shareowners
Consider selective investments in best assets / new opportunities
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
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Uncoated PapersIP’s distinct market advantages
Low cost producers can earn cost of capital returnsBest ROS in industry segment - U.S., Europe and BrazilSignificant potential − Cost improvement in U.S.− Demand growth in E. Europe, Latin America and Asia
IP is the largest, best positioned global producer with distinct market advantages− Superior access to markets − Strong positions with global customers− Product development opportunities− Supply chain efficiencies
Low cost producers can earn cost of capital returnsBest ROS in industry segment - U.S., Europe and BrazilSignificant potential − Cost improvement in U.S.− Demand growth in E. Europe, Latin America and Asia
IP is the largest, best positioned global producer with distinct market advantages− Superior access to markets − Strong positions with global customers− Product development opportunities− Supply chain efficiencies
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Uncoated PapersLeader in uncoated paper
Uncoated papers mill
$5.8 B revenue
14 paper mills• 6.6 MM tpy
2004 Results*Brazil 1 mill
500,000 tpy
Brazil 1 mill
500,000 tpy
U.S. 8 mills
4.8 MM tpy
U.S. 8 mills
4.8 MM tpy
W. Europe3 mills
600,000 tpy
W. Europe3 mills
600,000 tpy
E. Europe2 mills
700,000 tpy
E. Europe2 mills
700,000 tpy
* Includes Market Pulp revenues ($660MM) but excludes Fine Papers ($165MM)
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Distribution - xpedxKey channel to market for paper & packaging
PrintingPapers60%
Packaging20%
FacilitySupplies
15%
Graphics 5%
#1 North American merchant with synergy and supply chain opportunitieswith IP’s paper and packaging segments
xpedx 2004 sales revenue by category
xpedx represents − 35% of IP’s total merchant sales− 15% of IP’s total uncoated paper sales
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PackagingGlobal platform in packaging
Strong U.S. industrial packaging and European corrugated box businesses
A top global producer of coated board
Global packaging customers
Strong U.S. industrial packaging and European corrugated box businesses
A top global producer of coated board
Global packaging customers
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U.S. Industrial Packaging Strong businesses
$3.3 B revenue70 box plants8 board mills
• 4.6 MM tpy
2004 Results*
Corrugated box plantContainerboard mill
* Excludes Specialty Papers revenues ($680MM)
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Latin America1 box plant
Latin America1 box plant
Europe25 box plants
2 recycled board mills
Europe25 box plants
2 recycled board millsAsia
6 box plantsAsia
6 box plants
Corrugated box plantRecycled board mill
International Container Strong business
2004 Results
$920 MM revenue32 box plants2 recycled board mills
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Consumer Packaging Global customers & differentiated products
North America3 coated board mills
1.4 MM tpy
North America3 coated board mills
1.4 MM tpy
Converting plantCoated board mill
2004 Results*
$1.7 B revenue27 converting plants5 mills producing coated board
• 1.6 MM tpy
Eastern Europe**2 coated board machines
240,000 tpy
Eastern Europe**2 coated board machines
240,000 tpy
* Excludes Beverage Packaging plants and business revenues ($600MM). ** E. European coated board revenues included in Uncoated Papers segment.
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Transformation Plan OverviewImprove profitability
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Selected Assets to Evaluate
50.5% stake in Carter Holt Harvey
Coated Papers
Beverage Pkg.
Kraft Papers
Arizona Chemical
U.S. Forestlands -(selected)
Wood Products
Priorities for Useof Proceeds
Maintain investment grade credit rating –repay debt
Return value to shareowners
Consider selective investments in best assets / new opportunities
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
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Improve Profitability
Improvement initiatives on more focused asset base− Manufacturing excellence− Supply chain− Lower S&A− Mix improvements− Targeted customer segments (volume)− U.S. mill realignment
Targeting $400 MM average annual savings − Assumes no change in input costs from
current levels
Improvement initiatives on more focused asset base− Manufacturing excellence− Supply chain− Lower S&A− Mix improvements− Targeted customer segments (volume)− U.S. mill realignment
Targeting $400 MM average annual savings − Assumes no change in input costs from
current levels
Initiatives
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Improve Profitability
Improve profitability of U.S. mill system without increasing capacity
− Transform high cost uncoated paper mill into low cost linerboard mill (Pensacola, FL)
− Close 1 small medium mill (Ft. Madison, IA)
− Downsize 1 small uncoated paper mill (Bastrop, LA)− Close / sell 2 small medium mills (Terre Haute, IN &
Groveton, NH)− Close 1 small linerboard mill (Pineville, LA)− Selective investments in low cost uncoated paper and
containerboard mills
Improve profitability of U.S. mill system without increasing capacity
− Transform high cost uncoated paper mill into low cost linerboard mill (Pensacola, FL)
− Close 1 small medium mill (Ft. Madison, IA)
− Downsize 1 small uncoated paper mill (Bastrop, LA)− Close / sell 2 small medium mills (Terre Haute, IN &
Groveton, NH)− Close 1 small linerboard mill (Pineville, LA)− Selective investments in low cost uncoated paper and
containerboard mills
Realign U.S. mill system
Next Steps
Evaluate Options
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Improve ProfitabilityRealign U.S. mill system - Uncoated Papers
Rationalized 1 million tons of uncoated paper capacity 2000-2003Indefinitely shut three uncoated paper machines removing 430K tpy of capacity in 1H’05
Rationalized 1 million tons of uncoated paper capacity 2000-2003Indefinitely shut three uncoated paper machines removing 430K tpy of capacity in 1H’05
Next Steps
Convert Pensacola, FL mill to linerboard removing 350K tpy of uncoated paper capacity in 2006/2007Convert Pensacola, FL mill to linerboard removing 350K tpy of uncoated paper capacity in 2006/2007
Evaluate Options
Downsize Bastrop, LA mill removing up to 300K tpy of uncoated paper capacity Consider selective investment in low cost uncoated paper mills
Downsize Bastrop, LA mill removing up to 300K tpy of uncoated paper capacity Consider selective investment in low cost uncoated paper mills
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0
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Cumulative Global Capacity (000 short tons)
2004
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Cumulative Global Capacity (000 short tons)
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Pensacola PM5**
Pensacola PM3*Androscoggin PM1*
Louisiana PM3*
Data from Jaakko Poyry CostTrac Model and IP Data for 4Q 2004
Improving IP’s uncoated paper machines position on global cost curve
Over 70% of IP’s uncoated paper machines are in the first or second global cost quartile
Improve ProfitabilityRealign U.S. mill system - Uncoated Papers
* Indefinitely shut in 1H’05
** To be converted to linerboard in 2007
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Improve ProfitabilityRealign U.S. mill system - Containerboard
Next Steps
Convert Pensacola, FL mill to lightweight linerboard adding 500K tpy of high-value capacity in 2006/2007
Close 100K tpy of medium capacity at Ft. Madison, Iowa
Convert Pensacola, FL mill to lightweight linerboard adding 500K tpy of high-value capacity in 2006/2007
Close 100K tpy of medium capacity at Ft. Madison, Iowa
Evaluate Options
Close Pineville, LA mill removing 400K tpy of linerboard capacityClose / Sell Terre Haute, IN and Groveton, NH medium mills (260K tpy)No net increase in capacity
Close Pineville, LA mill removing 400K tpy of linerboard capacityClose / Sell Terre Haute, IN and Groveton, NH medium mills (260K tpy)No net increase in capacity
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Improve ProfitabilityRealign U.S. mill system summary
Targeted results of U.S. mill realignment: − Fewer, larger, lower-cost, more profitable mills− Lowest cost and able to run at full capacity− Mill system will be sized to match IP capacity
to our customer demand
Targeted results of U.S. mill realignment: − Fewer, larger, lower-cost, more profitable mills− Lowest cost and able to run at full capacity− Mill system will be sized to match IP capacity
to our customer demand
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Transformation Plan OverviewSelected assets to evaluate
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Selected Assets to Evaluate
50.5% stake in Carter Holt Harvey
Coated Papers
Beverage Pkg.
Kraft Papers
Arizona Chemical
U.S. Forestlands -(selected)
Wood Products
Priorities for Useof Proceeds
Maintain investment grade credit rating –repay debt
Return value to shareowners
Consider selective investments in best assets / new opportunities
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
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Focus on Uncoated Papers & PackagingPursue strategic options – Carter Holt Harvey
$2.2 B revenue4 paper mills
• 1.1 MM tpy of linerboard & pulp
29 wood products plants 785,000 acres$100 MM op. profit$210 MM D&A$3.3 B capital employed
50.5% stake in Carter Holt Harvey
2004 ResultsCarter Holt Harvey is Australasia’s leading forest products company, with significant interests in wood products, pulp, paper and packaging, supported by forests
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Pursue strategic options – Coated & SC PaperFocus on Uncoated Papers & Packaging
U.S.4 mills
2.0 MM tpy
U.S.4 mills
2.0 MM tpy
Brazil1 mill
200,000 tpy
Brazil1 mill
200,000 tpy
Coated paper millCoated paper machine
Bucksport, ME
Jay, ME
Sartell, MN
Quinnesec, MI
Inpacel, Brazil$1.6 B revenue5 coated paper mills - 2.2 MM tpy$5 MM op. profit$140 MM D&A$3.0 B capital employed
Coated & SC Paper*
2004 Results
Pine Bluff, AR
* Includes coated paper machine at Pine Bluff, AR mill.
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Converting plantLiquid packaging board mill
Pine Bluff, AR
Focus on Uncoated Papers & PackagingPursue strategic options – Beverage Pkg.
$0.9 B revenue17 plants1 mill – 450K tpy$40 MM op. profit$35 MM D&A$480 MM capital employed
Beverage Pkg.*
2004 Results
* Includes Pine Bluff, AR liquid packaging board mill
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Kraft paper mill
Roanoke Rapids, NC
Focus on Uncoated Papers & PackagingPursue strategic options – Kraft Papers
$160 MM revenue1 mill – 400K tpy Kraft paper($5) MM op. profit$17 MM D&A$240 MM capital employed
Kraft Papers*
2004 Results
* Includes Roanoke Rapids Kraft paper mill.
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Converting plant
Focus on Uncoated Papers & PackagingPursue strategic options – Arizona Chemical
$0.7 B revenue12 plants$40 MM op. profit$25 D&A$320 MM capital employed
Arizona Chemical
2004 Results
W. Europe6 plants
W. Europe6 plants
U.S.6 plants
U.S.6 plants
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Focus on Uncoated Papers & PackagingPursue strategic options – Forest Products
Great Lakes0.5 MM acres Northeast
0.3 MM acres
South6.0 MM acresWood products plant
Forestlands
$0.9 B revenue6.8 MM acres$540 MM op. profit$60 MM COTH$2.5 B capital employed
Forest Resources2004 Results
$1.5 B revenue25 plants$250 MM op. profit$50 MM D&A$0.8 B capital employed
Wood Products2004 Results
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Focus on Uncoated Papers & PackagingPursue strategic options for selected assets
Selected assets contribution to 2004 results
0102030405060708090
100
0102030405060708090
100 5%
35%15%10%
20% 20%30% 35% 40%
Business SegmentSales
Capital Employed Business SegmentOperating Profit
Key Businesses Forest Products Other selected assets
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Transformation Plan OverviewPriorities for use of proceeds
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Key Platform Businesses
Uncoated Papers, Global
Packaging, Global
Selected Assets to Evaluate
50.5% stake in Carter Holt Harvey
Coated Papers
Beverage Pkg.
Kraft Papers
Arizona Chemical
U.S. Forestlands -(selected)
Wood Products
Priorities for Useof Proceeds
Maintain investment grade credit rating –repay debt
Return value to shareowners
Consider selective investments in best assets / new opportunities
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
Improve ProfitabilityImprovement initiativesReduce cost base of transformed company Realign U.S. mills
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Priorities for Use of Proceeds
Asset sales after-tax proceeds are anticipated to be in the range of $8-10 B, depending on the mix of businesses sold or spun off
Priorities for use of asset sales proceeds:1. Maintain investment grade credit rating –
repay debt beyond target of $12 B (40-50%)
2. Returning value to shareowners (25-30%)
3. Selective reinvestment to be considered (20-25%)
Asset sales after-tax proceeds are anticipated to be in the range of $8-10 B, depending on the mix of businesses sold or spun off
Priorities for use of asset sales proceeds:1. Maintain investment grade credit rating –
repay debt beyond target of $12 B (40-50%)
2. Returning value to shareowners (25-30%)
3. Selective reinvestment to be considered (20-25%)
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Transformation Timeline
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q2005 2006 2007
Expect to substantially complete transformation
in two years
Carter Holt Harvey
Arizona Chemical
Selected forestlands and related wood products business
U.S. mill realignment
Beverage Packaging (incl. Pine Bluff mill)
Kraft Papers (incl. Roanoke Rapids mill)
Coated & SC Papers (incl. Inpacel mill)
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IP Going Forward
More focused
Improved profitability
Higher earnings per share
Less debt
Improved return on investment
More focused
Improved profitability
Higher earnings per share
Less debt
Improved return on investment
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Summary
Executing transformational portfolio choices
Improving our key platform businesses
Strengthening the balance sheet
Returning value to shareowners
Executing transformational portfolio choices
Improving our key platform businesses
Strengthening the balance sheet
Returning value to shareowners
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Q & AQ & A
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SupplementalInformation
SupplementalInformationThe following slides are from
International Paper’s second quarter 2005earnings conference call presentation
on July 26, 2005
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Transformation Plan
Focusing on 2 key platform businesses− Uncoated Papers− Packaging
Evaluating strategic options for 7 businesses− Carter Holt Harvey− Coated Papers− Beverage Packaging− Kraft Papers− Arizona Chemical− U.S. Forestlands (selected acreage)− Wood Products
Focusing on 2 key platform businesses− Uncoated Papers− Packaging
Evaluating strategic options for 7 businesses− Carter Holt Harvey− Coated Papers− Beverage Packaging− Kraft Papers− Arizona Chemical− U.S. Forestlands (selected acreage)− Wood Products
Summary
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Transformation Plan
Use of after-tax proceeds ($8-10 billion)− 40-50% - Debt repayment (maintain investment grade
credit rating)− 25-30% - Return value to shareowners− 20-25% - Selective reinvestments
Improve profitability of key platform businesses− Targeting $400 million of profit improvement each
year (i.e. $1.2 billion over a three-year period)
Use of after-tax proceeds ($8-10 billion)− 40-50% - Debt repayment (maintain investment grade
credit rating)− 25-30% - Return value to shareowners− 20-25% - Selective reinvestments
Improve profitability of key platform businesses− Targeting $400 million of profit improvement each
year (i.e. $1.2 billion over a three-year period)
Summary (cont’d)
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Transformation PlanProfit improvement initiatives
Lower costs to manufacture
50%
Streamliningthe organization
20%
Higher sales volumes/Mix
30%
Targeting $400 million of annual profit improvement through three initiatives
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Transformation Plan
Total IP Forestlands6.8 MM acres
Core Holdings5.3 MM acres
Southeast Timber*1.1 MM acres
Sell3.0 MM acres
Spin Off2.3 MM acres
Long-Term Leases0.4 MM acres
IP acreage included in estimated after-tax proceedsfrom selected assets valuation of $8-10 billion
* Southeast Timber is a consolidated subsidiary which sells IP forestlands in the U.S. South
Strategic options for IP’s forestlands
As part of the transformation plan, IP is pursuing strategic options for part or all of its U.S. forestlands
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