Thank you for standing by, and welcome to the Sunoco Second Quarter 2025 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you'd like to ask a question during this time, simply press star, followed by the number 1 on your telephone keypad. If you would like to withdraw your question again, press star 1. Thank you. I'd now like to turn the call over to Roger Schrum, Head of Investor Relations and Communications. You may begin.

Thank you, Jeannie, and good morning, everyone. Yesterday evening, we issued a news release and posted an investor presentation that reviews Sunoco's third quarter 2025 financial results. Both are posted on the Investor Relations section of our website at sunoco.com. A replay of today's conference call will be available on our website, and we'll post a transcript later this week if you would turn to slide two i will remind you that during today's call we will discuss a number of forward-looking statements based on current expectations estimates and projections these statements are not guarantees of future performance and are subject to certain risks and uncertainties therefore actual results may differ materially additionally today's presentation includes the use of non-GAAP financial measures which management believes provides useful information to investors about the company's financial condition and results of operations. Further information about the company's use of non-GAAP financial measures, including definitions as well of reconciliations to GAAP measures, is available under the Investor Relations section of our website. Joining me this morning are Howard Coker, President and CEO, Roger Fuller, Chief Operating officer and interim CEO of Sunoco Metal Packaging EMEA, and Paul Johimchak, a chief financial officer. For today's call, we'll have a prepared remarks followed by your questions. If you'll turn to slide four in our presentation, I will now turn it over to Howard.

Thank you, Roger, and good morning, everyone. Let me start by saying I am incredibly proud of our team's strong operating performance in the third quarter as we achieved record top-line and bottom-line performance, along with margin expansion despite challenging market conditions, which affected both consumer and industrial demand, particularly in the EMEA region. The slide 5 shows net sales grew 57 percent, and adjusted EBITDA was 37 percent up, while Our adjusted EBITDA margin achieved a record 18.1% due primarily to improving margins from our industrial paper packaging business. Total adjusted earnings grew 29% in spite of higher than expected interest expense. Our consumer packaging sales and operating profit grew 117%, and adjusted EBITDA increased 112%. Most of the improvements came from the addition of metal packaging EMEA and strong results from a metal packaging U.S. business, where we saw food can volumes up 5%. Our industrial packaging segment also had an exceptional quarter with operating profits up by 28% and adjusted EBITDA up by 21%. This operating profit and adjusted EBITDA margin sprue significantly during the quarter and registered an eight consecutive quarter of margin improvement in the industrial segment. Our industrial team continues to successfully drive our value-based pricing model while achieving solid productivity savings. Paul will go through all the numbers and business drivers for the quarter in a few As shown on slide 6, we successfully entered into an agreement on September 7th to sell our ThermoSafe temperature-assured packaging business to Arsenal Capital Partners for a total purchase price of up to $725 million. We expect the transaction to close during the quarter, subject to regulatory review. The purchase price includes $650 million in cash at closing, an additional earn-out opportunity of up to $75 million based on the business's 2025 overall performance. The completion of the sale of Thermasafe will substantially complete Zinoco's portfolio transformation from a large portfolio of diversified businesses into a stronger, more simplified side structure with two core global business segments, consumer packaging, which consists of our global metal and paper can businesses, and industrial packaging, where we have global leadership and uncoated recycled paper board and converted products. Performing for the transaction, the expected net proceeds from the divestiture, excluding any additional considerations are projected to reduce our net leverage ratio to approximately 3.4 times. I'm now going to turn the call over to Roger Fuller to give us an update on activities and where we are at S&P EMEA. Thank you, Howard.

Good morning, everyone. If you turn to slide 8, I'll provide a brief review of metal packaging EMEA's third quarter performance, an outlook for the rest of the year and actions we're taking to improve performance in 2026 and beyond. Third quarter results modestly improved over the same quarter last year with adjusted EBITDA up approximately 9 percent and EBITDA margins improving to approximately 18 percent. Food can units increased three and a half percent year over year but unfortunately business activity was below our expectations due to macroeconomic headwinds and weaker than anticipated seafood availability. With the vegetable harvest season substantially behind us, we believe the fourth quarter will likely be weaker than we had anticipated based on our customers' projected demand throughout the EMEA region. In response to these challenges, we're taking actions now to improve our competitive position and drive cost savings to accelerate our performance in 2026. As I mentioned on our last call, our team is making tremendous progress in achieving our targeted 100 million in annual run rate synergies by the end of 2026 with savings benefiting our entire consumer metal and paper can portfolio our team expects to further drive procurement synergies in 2026 after they were delayed in 2025 due to the late closing of the acquisition in addition we're right sizing our manufacturing footprint to match our customers demand profile and better leverage our operating costs we're also building out our commercial team and have active growth projects that are focused on increasing our exposure to more non-seasonal products as an example we're making capital investments to gain new pet food and seafood business in eastern europe which will improve our mix with our large vegetable canned customers in closing while i'm not satisfied with our recent performance i'm encouraged by the the reception that Sunoco has received from our customers and our team's focus on taking the necessary actions to drive improved performance going into 2026. So I'll now turn it over to Paul for the quarterly financial review.

Thank you, Roger. I am pleased to present the third quarter of financial results starting on slide 10 of the presentation. Please note that all results are on an adjusted basis and all growth metrics are on a year over year basis unless otherwise stated. The GAAP to non-GAAP EPS reconciliation is in the appendix of this presentation as well as in the press release. Adjusted EPS was $1.92, representing a 29% year-over-year increase. This improvement was primarily driven by federal price-cost performance of $43.5 million, the EMEA metal packaging acquisition, and continued strong productivity of $11 million, primarily from our converting businesses. These benefits were partially offset by unfavorable volume mix, an increase in the effective tax rate by approximately 180 basis points, and slightly higher legacy interest expense. Third quarter net sales for continued operations increased 57% to $2.1 billion. This change was driven by the acquisition of metal packaging EMEA, strong pricing disciplines across all segments, and the favorable impact of FX. Adjusted EBITDA of $386 million was up by an outstanding 37%, and adjusted EBITDA margin improved by 130 basis points to 18.1%. This was driven by strong price-cost discipline, continued productivity, and the net impact of acquisitions and divestitures. These benefits were partially offset by volume softness in the consumer and industrial segments and an unfavorable sales mix in our all other businesses. Slide 11 presents information on our operating cash flows, which was a source of cash of $292 million during the quarter, up more than 80% over the prior year. Gross capital investments for the quarter were $65 million, and our annual capital spending is tracking below our $360 million target for the year. As we enter our fourth quarter, we expect similar operating cash flow performances last year as the seasonal build of net working capital reverses. Slide 12 has our consumer segment results on a continuing operations basis. Consumer sales were up 117 percent due to the metal packaging EMEA acquisition, price increases implemented to offset the effects of inflation and tariffs, and the favorable impact of foreign currencies. This was offset by unfavorable volume mix. Our domestic metal packaging business presented higher sales versus the prior year due to higher food can units and price, which was offset by unfavorable mix. Sales for our global rigid paper can business was relatively flat, as favorable price was offset by mix and lower volumes. Adjusted EBITDA from continuing operations grew an extraordinarily 112% year-over-year due to the acquisition, variable price disciplines, continued productivity gains, and the favorable impact of foreign currency exchange rates. This was offset by weaker volume year-over-year. Now let's turn to our industrial segments slide on slide 13. Sales were flat year-over-year at $585 million with the recovery of price offset by volume softness and the exit from our Chinese company's paper operations. Adjusted EBITDA margins expanded 360 basis points year-over-year in the third quarter and increased by $21 million to $123 million, representing a 21% increase. Adjusted EBITDA was positively impacted by price, improved productivity, and fixed cost savings resulting from footprint rationalizations in North America and headcount reductions in Europe and Asia. Slide 14 has the results for the all other businesses. All other sales were $108 million and adjusted EBITDA was $21 million. Sales were higher versus prior year due to higher volumes in ThermoSafe. Adjusted EBITDA improved 2% to $21 million as favorable productivity and fixed cost savings more than offset the negative impact of unfavorable mix and price costs. Transitioning to our outlook for the remainder of the year, as shown on slide 15, we are tightening our guidance with net sales in the range of $7.8 billion to $7.9 billion. The European market continues to soften, and we are seeing pressures in the North American market with slightly lower demand. From an adjusted EBITDA perspective, we are narrowing our range to $1.3 billion to $1.35 billion with strength in the performance of our North American businesses offset by the softness in the European and Asian markets. We are reducing our adjusted EPS range to $5.65 to $5.75. This adjustment is primarily driven by subdued market conditions outside of the United States and the deleveraging process occurring across those facilities as sale volumes decline. Reflecting on the third quarter, July commenced successfully surpassing our expectations. However, August and September experienced declines, mirroring the market's weakening trend. This downward trajectory is continuing into our fourth quarter, which serves as the primary rationale for the lowered outlook. An additional item of note is our guidance assumes a full quarter of ThermoSafe performance. Given the projected pressures in our sales and operating profits, we are adjusting our operating cash flows range to 700 million to 750 million. Over the next 90 days, we'll be closing out 2025 and getting ready for our Investor Day, which is scheduled in New York on February 17, 2026. We are very excited about the strength, stability, and simplification of the new Sunoco and the competitive advantages it creates in the marketplace. We intend to lay out our roadmap over the next three years to show how we're going to grow our businesses, strengthen our balance sheet, and continue to drive margin expansion. I'll now turn the call back over to Howard for closing comments.

Great. Thanks, Paul. If we look ahead at the remainder of the year, our top priorities are to continue building momentum for growth and improving our competitive position by further reducing our cost structure. As the graphic shows on slide 16, we believe our consumer and industrial businesses have solid funnels in place with several new products and market launches planned in 2026 and beyond. We believe we can continue to gain additional wins with both aerosol and food can customers in North America, as we have successfully done through this year with can units up approximately 9%. As Roger mentioned, metal packaging in AMIA continues to achieve market wins, which will provide growth in 26, and beyond. Also, we believe our rigid paper containers business is on the cusp of reigniting growth in global stack chips, and we continue to launch new all-paper cans and paper-bottom cans for customers looking to substitute with less sustainable substrates. Finally, our industrial packaging segment is purposely driving share gains while focusing on new product categories such as wire and cable reels, where we experience double-digit growth in the third quarter, as well as new markets and applications for URB paper. If you turn to slide 17, I'll make some final comments with the planned sale of ThermoSafe. we will be entering the next stage of our transformation journey which is focused on optimizing our operating footprint and reducing future support function costs to align them with the needs of our now simpler portfolio our restructurings are never easy they're necessary if we are to realize the full value of these portfolio changes as an example we recently closed a 25,000 ton per year URB machine in Mexico City, which eliminates an older, higher cost machine and allows us to better balance our North American mill network. As Roger mentioned, we expect to continue to drive actions to meet our synergy target and expect to further optimize our EMEA footprint to better serve our customers and to react to changing market conditions but the simplified operating muscle model also comes additional opportunities to optimize support functions we've actioned approximately 25 million dollars in annual savings from stranded costs left from divested businesses we're implementing additional actions that will enable our businesses to fully leverage our market capabilities and generate strong cash flow. We've added a save-the-date reminder of our investor day in New York on slide 18 of our presentation. I look forward to sharing our growth plans and the significant savings and value capture we expect to unlock with our simplified focused operating vision. So with that, operator, we will now take any questions.

Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad to raise your hand and join the queue. If you would like to withdraw your question, simply press star one again. And your first question comes from the line of Gabe Hady with Wells Fargo. Your line is open.

Good morning, Howard, Roger, and Paul. Thanks for all the details. I wanted to dig into, I guess, the European food can business. It feels like there's a couple of mixed signals here, and I'm thinking about, you know, you guys talking to win some share, I guess, in seafood. I appreciate you talked about some powdered formula wins, but just maybe more near term, you're talking about Q4 maybe getting a little bit sequentially weaker. I'm curious if that's associated with a shortened vegetable pack or if there's something unique going on there. And then I thought kind of in the second quarter, you talked about northern Africa, some disappointing seafood trends. I'm just curious, you're increasing exposure there. And then last part on the footprint rationalization or consolidation, what's going on there?

It felt like that business was pretty well optimized. um when you acquired it if you could just collaborate there thank you okay good morning roger um i hit all three of those first one on volume first of all when you look at the third quarter volumes you know we had got it to mid single digit uh canned units up quarter over quarter we came in at three and a half percent the the seasonal business fruits and vegetables for the third quarter came in almost exactly as expected the shortfall was in africa and it was again the sardine issue in morocco plus we have a plant in ghana which supplies uh tuna and other products it primarily supplies one customer and that customer's projections were too high and that was and that was down so if you strip out africa for the for the third quarter we would have been in that mid well into that mid single digit range so as we look at the fourth quarter what we're seeing and what we're hearing from our customers and the seasonal business is wrapping down so we'll have some of the seasonal business continue in October but it is ramping down what we're hearing from our customers and while we take the guide down for the fourth quarter for the media volume is they're going to be very sensitive to any inventory build in the fourth quarter due to what they see as macroeconomic conditions technically this could help us in the first quarter but again they're watching the inventories very closely and we're watching the africa business very closely to see how that sardine business improves we've not seen it this year we're not expecting it and we're not guiding that for the for the fourth quarter when you talk about the footprint issues you know the number one issue is for me right now is africa because if you look across the board and sardines again primary morocco other fish products and gone and others we we do have to address our footprint there and our call space there and we're actively actively doing that. We've also started some negotiations in France to do some continued footprint optimization around our metal end supply across our platform, which was expected. And we intended to do that as we came into the acquisition. So that was as expected. So yes, it's been a little confusing. The starting business down hundreds of millions of units over a few year period is a fact. You know, it's not really an excuse.

It's just a fact. and it's something that we're dealing with and we've got to really get after the the Africa footprint so I hope that covers some of the confusion I think Howard you want to follow yeah sure um you know Gabe thanks uh for your question what I would say is uh first off we are really really pleased with this acquisition the people the technology the market position all the things that you point out optimization we we as Roger just said we see we see more opportunity there and yes we are indeed uh disappointed in how we're going to finish up the year and what the fourth quarter is rolling to uh and he and again roger talked to the main points there but we did this to create a global platform consumer for the first quarter ever is one product basically it's canned it's cans made from steel aluminum and paper that's it and so So we have clear line of sight, as we've talked about, in terms of the synergies associated with the acquisition. But what really excites us is what we can do from a one-consumer perspective. We are very early in the process, but some of the structural, commercial, and other opportunities that are materializing across our three formats, metal, our legacy rigid paper, and steel aluminum are creating some really, really exciting opportunities that we're working now. And so, as we talked about February, when we go into February, we'll be able to talk more, but different ways to manage, run, go to market than we ever even thought about as we started on this journey that are incremental that, again, we'll talk about in more detail in February.

Thank you for that, Howard. Unfortunately, we tend to be greedy over here, I guess. If we think about big moving parts into 2026, just to make sure we're calibrated properly, and we picked the midpoint 1325 just to remind us that does include 50 million tfp contribution in the first quarter and then assuming that the thermo safe transaction closes that would be another 50 to 55 million dollar adjustment again starting with that 1325 you've talked about actioning about $25 million of stranded cost savings, you know, SG&A, et cetera. I'm not assuming all that hits in 26, but a decent portion of it. And then, you know, we'll make our own assumptions about volume FX and price costs. Is there anything else that we should be thinking about?

I mean, are you, would you say in the fourth quarter, you talked about Roger throttling maybe production and the food can business to keep inventories in check? you know do we have an estimate of order meant to what that might be hitting q4 earnings yeah gabe this is paul and you know answer your question there too you're thinking about the straining costs you're thinking about tfp and thermo safe exactly correct i'd say the one element that you probably have to factor into your model for next year is the reduced interest expense that we're going to be using the proceeds from the thermo safe sale and transaction that howard talked about earlier in the call all of those proceeds will go directly to debt reduction So I'd say that'd be the largest element to change on there, too. And if you think about our Q4 performance that's out there, you can see our operating cash flow guide did come down. That does create a little bit of a strain on the ability to pay down our debt. So that's why we are experiencing a little bit of higher interest rate expense that's out there, too. So as you're modeling in your Q4 projections that are out there, and this wasn't a direct question, but interest expense should be in the range of around $50 million for the quarter. and all the other performance will be a little bit muted just due to the overall consumer demands that we're seeing really in the EMEA regions that are out there today.

Thank you.

Your next question comes from the line of George Staffos with Bank of America. Your line is open.

Thanks everyone. Good morning. Thanks for the details and congratulations on the progress. I guess my first question, I know we'll get more of this in February, but is it possible at this juncture to quantify some of the cost or revenue synergies you expect to get from having a metal and paper can business together? And can you give us a couple of four instances in terms of what you already think you might be able to pick up commercially?

Yeah, you know, George, you want to do your follow-ups now? No, let's, we'll start first with that question if possible yeah yeah i know and i and i hate it uh that you could you but you started out correctly it's too early for us uh i truly mean it it's been in the last uh i don't know month or so that we or two that we really got into this and think to sort of settle down from an immigration perspective when we start stepping back and we're saying wow you know we've got plants on top of plants around the world how are we managing um um geographically how are we managing uh substrates that are very very similar you know so it's we got we got a number of mine uh but we got to work that a little more uh it's uh but we're actioning now to to be um in a position to start generating the savings side of this thing as early as the first of next year.

What do you think the long-term EBIT growth is for the consumer business as it's currently constructed? And look, the reason behind the question, we recognize all the M&A heavy lifting that's been going on at the company the last year and a half, two years. Having said that, this quarter, you're very happy with the platform. You love the structure, et cetera. But the sardines don't swim, the pack is late, and the volumes wind up being really not particularly good, and nor is the earnings. And you spend a lot of capital to build out this platform. And so that's kind of the reason behind the question.

So if you had a view on what you think the long-term EBIT growth is for the combined consumer business that's what's driving the question if you had a view at this juncture if not we can we can move to the next question yeah well we have a positive view i can't sit here and give you a percentage point at this this time but we did this for that very reason to grow the profitability of the company and uh you can talk about individual fair enough in terms of um i'm hell of a fisherman but i can't guarantee you that i'm going to catch fish every time i go uh but that's the thing you worry about your controllables you're not your non-controllables and that's where roger talked about getting right size structuring and um when i talk about and you asked about commercial opportunities across substrate it's amazing once we started putting pen to paper to say how many people are buying one or the other from us that we could materially take advantage of. So all our conversations right now, all of our actions that we're taking right now over to do exactly what you're saying the expectation should be, that we should be growing our profitability on into the long term. And we have some very chunky growth opportunities in fun of us as we sit here today, and that's without consideration of what if we go to market in a different way? What if we structure our plants in a different way that gives us the positive viewpoint that we have? And I'm really sorry that I can't say, hey, this is, you know, it's going to be 8.75 percent going forward. You know, we'll talk about this in February.

Okay. Okay. I understand, Howard. I guess next question I had on cans again in the U.S. I want to say, let alone the 2Q sort of commentary, kind of into the third quarter, the commentary was that, you know, maybe it'd be a late pack, but you'd see an uptick in the fourth quarter. um what in particular is driving the the weaker volume and then as regards to third quarter food cans being up five percent but i think overall the performance in metal for the third quarter in the u.s was down low single is that that's just mixed right that's pet food versus other other um and markets or something else behind that yep that's just mixed and uh what i'd say

is uh it was a good good pack season it has carried over into um on in north america into uh into october so we're actually looking at a you know at a pretty pretty reasonable uh fourth quarter on the food can side of north america i'd be extremely remiss if i didn't talk about the paper can side of things globally um you know we've got an issue going on that uh you know I can you know what's the appropriate word I would say temporary situation with a very major customer that is highly material to us particularly on the international perspective that certainly touches North America as well and that's been an extremely disappointing but exciting at the same time disappointing in terms of the performance that as this particular transaction nears nears closure, but exciting in terms of where this, where this business can go into the future. So we're seeing inventory drawdown, what we're seeing in the fourth quarter. So that's part of this, this forecast that we've got in front of you. And again, I look at that as a temporary problem.

Last one, quick one, OCC prices are really low right now. That's probably helping you a bit on margin. Hopefully, OCC heads up in 2026 for macro reasons and the like. Any way you will try to avoid any margin pressure ahead of time, or will it be really the same sort of mechanisms you've had in the past in terms of pricing and the like, your pass-through mechanisms, and just you'll manage it on the way up just like you always have? Thanks, guys, and good luck in the quarter.

Yeah, thanks, George. We're going to do what we've always done. But I did just highlight one example in my prepared remarks about preemptively making the right moves in terms of the balance of supply in North America. So if you listen, you know, we're taking 25,000 tons out, and it's a really smart thing to do just in and of itself, replacing, coming off of a 25,000 ton machine. and here we're sitting in South Carolina with a 180,000 ton machine with a different cost profile. So we'll do what we have to do, what we've done traditionally as it relates to price cost management, but we're going to control those things that we can control as well and make decisions like I just announced.

Very good. Thanks, Howard.

Your next question comes from the line of John Dunnigan with Jeffries. Your line is open.

Good morning, guys. Really appreciate all the details here. If I could start with the URB mill in Mexico City that you just touched upon, what does that do to your operating rates for the business? And what I'm thinking about is, is costs going to end up going up because you have to still supply those same customers. So, freight, you know, may be more of a headwind next year. And then if you could touch upon, you know, much larger price cost spread in both industrial packaging, which obviously you had the price increases go through for UORB. OCC, you know, continues to slide a bit, but overall still quite a bit ahead of where we're expecting. Same with the consumer packaging business.

I know there was pricing to help cover some of the tariffs but price cost spread again seems outside to our expectations so maybe you can touch upon uh price costs for both those uh segments going into 4q and and 2026 and how we should be thinking about that sure john uh let me start with your your opening around the mill network um you know first off we're running in the in the low 90s um and you know we've we've been you know proactive and aggressive all along the way in terms of making sure we were we had a pretty balanced uh portfolio here as it relates to mexico um that's a math decision as well as a capacity uh um say control, but a capacity-oriented decision. But it just makes better sense. I mean, the math says that 25,000 cents coming off of the mill across the border versus what we can do from a leverage perspective of much larger facilities here. So strictly a math equation. You know, the price cost going forward, we'll see what happens. Very similar question to what George asks, wouldn't surprise us to see OCC hopefully has noted that markets are continuing. And that's what happens. If OCC starts going up, markets tighten up. That's a sign of markets tightening up and that price costs. There's two forms of that. one is contractual related to the indices and others are just good management of our cost side of the business as well so are we going to know I mean we've got it's a big quarter for us in industrial and we expect that it's probably going to going to slip through the course of next year but be at levels that are very consistent with the last three or four years, which is remarkably higher than the old Sunoka.

Okay, John, just to add one real question on the URB mill closure there, too. This is really to get us to be maintaining an operation and efficiencies in the 90s, so this is balancing overall portfolios. We started to see we had redundant capacity across the network and structure, and we wanted to make sure we maintained that because at that efficiency rate we had to balance out logistics costs and everything else like that to make sure that the net transaction actually was a benefit for the overall company but our goal is to maintain all of those facilities in the 90s and we started to see the trend but starting to be a little bit over capacity in the market space so just to give you a little bit more context on that yes and the total cost transaction after it is down just to be clear on that okay that's helpful and then um just a couple more questions on the uh bridge in in 2026 that gabe had touched upon earlier um i'm sure we'll get more more

insights in in february but you know just thoughts around um with the with the moving pieces in in S&P, EMEA, what are you kind of expecting out of that 100 million or so synergy run rate by the end of next year? How should that be flowing through? And in terms of apologies, I'll leave it there. Thank you.

Yeah. And John, you know, Roger mentioned too, we're on track to getting the $100 million of synergies and I want to stress by the end of 2026, and that would be the full run rate. Year-to-date, we're kind of expecting to have a run rate of $40 million by the end of 25, and the goal would be is to achieve that full run rate of $100 million. Now, you could say that's a $60 million more run rate you have to go get, and then timing of this, as you can imagine, in Europe, it does take longer to take those costs out and those stranded costs and other synergies that are out there so you could split the difference and say roughly 30 million dollars will be actually realized in 2026 with the remainder coming into 27 and beyond very helpful thank you your next question comes from the line of anthony patinari with city your line is open uh good morning um you talked about hey you talked about potential re-acceleration in rpc

which I guess is down low single digits in 3Q and is expected to be down that much in 4Q. In terms of the reacceleration, is that just, you know, a large customer getting to kind of a deal completion or are there new projects that are in the pipeline or are you seeing anything in terms of inventories? I just wonder if you could give any more detail in terms of what drives that inflection And is that something maybe we see in the first quarter, the first half of 26, or any further detail there?

Yeah, Anthony, the easy answer to that is all of the above. What I would tell you is that the receleration, if that's a word, receleration of our snack business is, you know, that's a foot on the gas pedal type thing that really is impactful immediately if and when it happens. Expectation it will happen. That's a global phenomenon for us we're continuing to win as it relates to all paper solutions in europe we're adding those capabilities to the us those are more incremental they build as big as the businesses you win 50 million units doesn't really it's rounding error but over time and what we're seeing is a trajectory in that direction that will continue to build momentum throughout. So I'd suggest to you that, you know, we're really bullish about the paper can side of the business, and then you start adding that to the synergies that are associated with the metal side. We're looking forward to next year and then on into the next coming years with what these businesses can do.

Okay, that's helpful.

And then just switching gears to, you know, capital allocation, you know, you talked about getting leverage down to 3.4 times by year end, debt pay down next year. I'm wondering if you could talk a little bit more about the capacity for share repurchases in terms of when you'd be able to really buy back at scale in terms of timing or leverage threshold, or is there an opportunity to maybe pull that forward given valuation of stock? And then I guess related question, the $100 million run rate synergies that you're going to get in 26, is there a cash cost associated with that that we should think about when we think about that 26 cash bridge?

Yeah, Anthony, I'll start with the – I'll call it the capital allocations. And that strategy we were really laid out in our February meeting, but I want to reiterate, too, is we are committed to, as an organization, to getting our debt structure down. We talked about our last call getting our debt leverage ratio to, you know, 3 to 3.3 by the end of 26. You can see we'll be at 3.4 by the end of this year. So very strong performance. Once we are at that level, it does offer us the optionality to go do things like share repurchase and other activities. But debt in the near term is going to be our primary capital allocation strategy that's out there. And, you know, I'm not kind of delaying the question, but I really want to wait for that roadmap in February to give you the full capital allocation story that's out there. Now, the $100 million of synergies and cost outs, we have put in a significant amount of money in restructuring charges already to date. We will have to allocate some capital to that in 26. That amount has not been released, and we haven't disclosed that. But I will say there will be capital definitely allocated towards that as a priority to hit those synergies and run rate.

Okay, that's helpful. I'll turn it over.

Your next question comes from the line of Mike Roxland with Truist Securities. Your line is open.

Yeah, thank you, Howard, Roger, Paul, and Roger for taking my questions, and congrats on all the progress. I just wanted to follow up on Europe again, and can you give us some more color on EMEA, S&P EMEA, and the cost savings that you're looking to achieve? It seems like the business is facing headwinds that you think are structural, given the cost actions you're pursuing and the end market realignment. So any additional time you can provide on the cost you can take out dollar-wise and whether you think there's a structural shift in Amia relative to your initial expectations.

Yeah, Mike, thanks.

It's Roger. Yeah, I think if you look at what we've actually – first of all, you've got the synergies that Paul just talked about, so I won't repeat that. then you've got the incremental cost outs that we're actioning now as a result of learnings that we've had in the marketplace you know typically and we'll share the more numbers in February but typically we're getting one-year returns on these cost outs so whether it's footprint consolidation whether it's actually going in and taking out costs to match the volumes that we see in places like Africa you know we're getting a full one-year full one-year return And, you know, it's not – if you look at the base business, you know, in Europe, the Europe-based business, you know, we're really just advancing plans that the business had in place. Again, going around the metal ends and consolidating our metal end production in low-cost facilities. And we're actually adding some plants, some capability in Eastern Europe, where we see the growth in products like fish and pet food. So, it really is a balance. You know, what we found is, again, back to Africa, if you look at our small plant in Thailand, if you look at what we have in Turkey with inflation concerns, those outlying areas are where we're really targeting getting some pretty significant costs out to match the volumes that we have today and make sure they have the profitability that we see in our base business in Europe. So, you know, there's nothing, I would say, that's extraordinary, different than what we went into the plan with. You know, the rationale, strategic rationale around the acquisition is still solid. Service quality leader in the organization, strong operational team. You know, frankly, as we look at next year, where we're focusing, and I mentioned in my opening comments, is around our commercial capability and commercial excellence. You know, we're building out our talent in our regional sales team. We've added talent in France and Italy and Germany. And towards the end of the year, we're going to have a new commercial leader coming into the organization. So, you know, I'm really excited about that. So as you get into all areas of commercial excellence, price costs, a real disciplined approach to share gain in the marketplace, so on and so on.

That's where we're focusing our time. and i think that's really what will drive our improvement uh that we're targeting in 2026. thank you roger how much you know from your being involved in the business as closely as you are how much of the weakness that you're seeing in media relates to end markets versus commercial capabilities and maybe not having the talent in the right seats uh at present no i think it's no I don't see that.

I think when I get into those type of comments longer term, I think certainly it's going to help us. We've got some exciting growth projects that are going to hit in 2026. For me, it's about recovering all forms of inflation. Again, back to the discipline process to go to the market to win share. So, you know, what we've seen this year, the surprises we've seen this year, I hate to repeat myself, is around things like sardines in Africa. It's some of the business that we've seen in turkey go be reduced that result really high inflation levels so no i don't think that volume wise i think the year played out exactly how it's going to play out that's nothing to do with commercial capability because we've got wins coming for me it's more around that value add getting paid to be the service quality technical service leader in the market make sure we're getting paid for the value we're taking into the marketplace the volume The unexpected volume drops, really, we talked about the reasons for those, and now they're included in our fourth quarter guidance, and we'll talk about more of that in February, how we see it for 2026.

Got it. And then just one quick follow-up. Can you just help us frame the procurement benefits that you expect to receive next year from integrating both U.S. and Amia steel procurement teams into a single globally focused organization? I think the company originally mentioned $20 million from reducing support functions. Is that still what you're looking to achieve? Is there any upside to that? Any color would be helpful. Thank you.

Yeah, from the procurement, we said from the very beginning that procurement savings of the 100 million synergies would be about 60%. We said 20 million will come from synergies around support functions. That's still a really good number. You know, what Howard's been talking about and Paul's mentioned before, as far as future restructuring, that would be on top of that but you're right those the numbers you call out are exactly right procurement's about 60 million of the full 100 million run rate and uh other support cost is about 20 million and then final 20 million is supplying uh ends to our paper can business that we had not supplied before and other one-off moves that we're making again we're fully confident we can get that 100 million run rate by the end of 2026. yeah i think mike your your comment related to mine about the 20 may and uh that we've we've uh expanded costs that we've taken out through the course this year that that's going to be rolling into next year uh and then what i alluded to was that we uh we're on

the cusp of looking at uh um even even more opportunities corporately i think well it's corporate as well as operationally uh that uh that we'll be talking about uh as we go into next year Got it. Thank you very much.

Your next question comes from the line of Gansham Punjabi with Baird. Your line is open.

Hey, guys. Just given that there's so many moving parts with your portfolio, et cetera, Howard, if you just zoom out a bit and kind of think about the end markets, how are you thinking about the operating environment for both consumer and industrial as you look ahead to both 4Q and the early part of 2026? And I'm just asking as it relates to the trend line from what we've seen, you know, in consumer and the industrial markets over the last few quarters, is there any inflection or is it just more of the same at this point?

Yeah, first, gosh, I appreciate the comments about all the moving pieces. I get it. You know, we've been busy for the last five years setting the portfolio in place that we have today. I just want to kind of put a stake in the ground and say that's done. um so um this is the first quarter being the third quarter where you're actually able to look at the go forward consumer business which is nothing but cans industrial is is what it is um you know on the consumers uh you know what's happening at this point in time and in the 2026 I'd say, you know, I don't see a real stimulus, you know, across the globe at this point in time. We've spent most of this call talking about EMEA, and I talked about the consumer side as it related to, certainly Roger, as it related to the metal, but the paper can, paper can volumes are actually okay right now. uh you know flattish the last year but that's with the impact of uh of one discreet uh customer that i that uh i think we all understand so um i'm not looking we're not looking for we're not planning on uh to see some great resurgence in terms of consumer volumes going forward typically Typically, if macroeconomics, and I say typically, it's actually factual, we went back and looked at slowdowns in the macro, we win on the consumer side, the consumer is spending more in the supermarkets than they are in the restaurants. So, we'll see how that plays out. Industrial, just, you know, in North America, you know, just kind of flattish quarter over quarter, and I don't think you'll see us expecting that to materially improve either as we go into next year, based on what we see at this point in time. Europe, as we talked about EMEA, and we look at fourth quarter and the forecast, yeah, we came out of the August holiday season there, and typically in our industrial business, we see a pretty good lift as we get into September, failing off as we get to the latter part of the forth. We didn't see that list. So there is in September. So there is definitely signs that things aren't great. And again, traditionally, that's been a good thing on the consumer side of the business because people are shopping in the markets more, but too soon to call at this point in time.

Okay. Thanks for that, Howard. And then in terms of the industrial margin expansion of 380 basis points year-over-year for the third quarter. Was there anything unique that boosted the quarter? I mean, it seems like margins were quite a bit higher than the trend line over the previous quarter, just given the price cost flip that has benefited. Just more color on that would be great. Thank you.

Yeah, price cost is certainly a part of it, uh and i want to take it back in time uh our margins in our in our uh industrial business if you go back to way back to project horizon to where we are today with our refocus of saying we are the world's number one in urb and converted urb products let's behave that way so uh the capitals that we started putting in uh four and five years ago has continued to drive uh improved margins uh obviously exceptional for this quarter and price cost is part of that uh but i'd be remiss if i didn't say that as example our north american team has completely restructured how they manage the business how they look how they view the business and what i'm saying is we no longer here have a paper uh division and a converting division they're all one and uh it has created a powerful uh new uh new viewpoint in terms of how we are optimizing our supply chain between the paper mills and the converting operations it's driven costs out so there's some stickiness to the improved margins but certainly price cost is going to be a part um that ebbs and flows but i'm i'm you know very very proud of this team and be able to say that uh five years ago if i told you guys we were operating in the 16, 17, 18 percent type margin range, you would ask the same question, when is it going to drop down to 13?

Very impressive.

Yep.

Your next question comes from the line of Mark Weintraub with Seaport Research Partners. Your line is open.

Thank you. A few quick follow-ups. One on the synergies or really actually the purchasing synergies. I remember last year the deal closed a bit late and so you didn't end up getting them in 2025. I would have thought you would have gotten most of that 60 million in 2026, but the way you talked about maybe like 30 million in total for synergies, it seems like that might not be correct. Can you explain why the purchasing synergies and how much have already come and why more of it wouldn't come quickly in 2026?

Yeah, Mark, that's a great question. And if you think about the cycle of the sales as they come through throughout the whole year, the procurement is 60% of the overall savings. We did realize a portion of procurement in 2025, so it won't be a full 60 million of savings and additional incremental in 26. So that's why I gave you a midpoint of it to be conservative, and we'll give you that real strong clarity in that February 26th of the outlook of the full synergies and the roadmap that's out there. But the $30 million is a conservative approach.

Yeah, Mark, remember, we're not just – people immediately go to the template, but we're talking about all purchasing, so compounds, coatings, indirect, freight, and the like. So many of those we were able to start realizing some synergies this year.

Okay. Second, congratulations. I think you say it's an all-time record quarter. Your stock doesn't seem to be reflecting the really strong financial performance. I guess I was a little surprised that I didn't sense a more clear cut communication on the share repurchase opportunity. And I think buying back stock, the cash benefit of not paying out the dividend is probably after tax, even higher than your after tax interest expense. And I was just wondering, is that a function of debt maturity that you have to be conscious of? Or why not kind of a more, This is a terrific opportunity to take advantage of what's a mispriced stock given the financial performance you're putting up and think you're going to continue to achieve.

Thanks, Mark. What I'd say is certainly stock buybacks are in the mix, but we're also looking at, you know, we talk about options, one of which is obviously stock buybacks, more aggressively payback down debt. at the and the third being capital reinvestments in the business and restructurings and so we're we're we're balancing that's our decision tree if you will and which one is going to offer the longest term payback uh uh to our to our shareholders to our owners so again we've talked about uh uh the restructuring that that things that we're that are really coming to like today i talked about very chunky business uh wins and opportunities uh that we're we're looking at that are going to require in some cases fairly significant capital so we're taking the approach that at this point in time let's stay on the path let's continue to pay our debt down Let's bind these opportunities, and at the right point in time, we look and say, we've got this capital project, we can buy back shares, we can do this restructuring, and still maintain the debt-type levels that we think our shareholders expect of us and make that right decision at that time.

Okay, appreciate it, Harry. Thank you.

Your next question comes from the line of Matt Roberts with Raymond James. Your line is open.

Good morning. Following to Anthony's question earlier on RPC, any indications on when new international capacity, specifically Thailand, will begin to ramp? How many points of incremental volume is expected from that? Or is customer merger timeline still a drag into 2026 and potentially delaying any benefit there?

Yeah, so we're ramping up. We are starting up as we speak. So first lines up and running, going through qualifications with the customers. So things are moving forward. You know, what I'll tell you is it was when it first presented to us and we've mentioned it to you guys the intent is this would be the world's largest paper can facility company in the market so we've got you know we've got to see this transaction close the expectation would be that that would be remain remain the objective but at this point in time we we're just kind of starting up and on hold so we've got a new facility that's ramping up pretty aggressively in Mexico and we've got uh cadet capacity additions that are fully ramping up right now in brazil so man i wish i could i wish i knew uh you know it's all quiet right now until uh until things uh um clear clear uh clear their process howard um second um you mentioned investments in pet and seafood in europe there's the timing of when those come online any capex considerations next year and relatedly what is the mix of these categories

expected to be versus what it is now and how do the margins compare to the system average for metal packaging and yeah thanks again for taking the questions yeah matt uh yeah capital it would be in process uh as we speak and that will run into the you know into the first quarter of next year so you're looking at growth coming uh really probably starting the second quarter of next year you know if you look at fish and seafood seafood and uh pet they're both today about 15 to 17 percent share of the our overall market tests are really mover you know we see it going to 20 percent and the same for seafood so pretty increment you know nice gains in both those markets again but with the whole idea being our seasonal business is very good businesses but it's very seasonal so it's really a spread out and better leverage our operations as far as EBITDA margin on that business. Pretty much average. You know, we're approached 18% in the quarter. So, you know, I'd say it's maybe slightly better than some of our average margins. With the incremental investments, it'll be ramping up starting, what's called, beginning of the second quarter next year.

That concludes our question and answer session. I will now turn the call back over to Roger Shrum for closing remarks.

Again, I want to thank everybody for joining us today and do please save the date for our February 17th, New York Investor Day, and we'll be providing you more information on that in the future. Thank you again for your attention.

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