8-K
Vulcan Materials CO (VMC)
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 8-K
CURRENT REPORT
Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
Date of Report (Date of earliest event reported): March 12, 2026
VULCAN MATERIALS COMPANY
(Exact name of registrant as specified in its charter)
| New Jersey | 001-33841 | 20-8579133 |
|---|---|---|
| (State or other jurisdiction of incorporation) | (Commission File Number) | (IRS Employer Identification No.) |
1200 Urban Center Drive
Birmingham, Alabama 35242
(Address of principal executive offices) (zip code)
(205) 298-3000
Registrant's telephone number, including area code
Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:
| ☐ | Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) |
|---|---|
| ☐ | Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) |
| --- | --- |
| ☐ | Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) |
| --- | --- |
| ☐ | Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) |
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Securities registered pursuant to Section 12(b) of the Act:
| Title of each class | Trading Symbol(s) | Name of each exchange on which<br><br> <br>registered |
|---|---|---|
| Common Stock, $1 par value | VMC | New York Stock Exchange |
Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter).
Emerging growth company ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
| Item 7.01 | Regulation FD Disclosure. |
|---|
On March 12, 2026, Vulcan Materials Company (the “Company”) used a slide presentation at its Investor Day event. A copy of the presentation is furnished as Exhibit 99.1 to this Form 8-K. Exhibit 99.1 shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise subject to the liabilities under that Section and shall not be deemed to be incorporated by reference into any filing of the Company under the Securities Act of 1933, as amended, or the Exchange Act.
| Item 9.01 | Financial Statements and Exhibits. |
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(d) Exhibits
| Exhibit No. | Description |
|---|---|
| 99.1 | Vulcan Materials Company Investor Day Presentation, March 12, 2026 |
| 104 | Cover Page Interactive Data File (embedded within the Inline XBRL document) |
SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
| VULCAN MATERIALS COMPANY | |||
|---|---|---|---|
| Date: March 12, 2026 | By: | /s/ Jerry F. Perkins Jr. | |
| Name: Jerry F. Perkins Jr. | |||
| Title: Chief Administrative Officer |
Exhibit 99.1
1 Winning the Future in Aggregates March 12, 2026
This presentation contains forward-looking statements. Statements that are not historical fact, including statements about Vulcan's beliefs and expectations, are forward-looking statements. Generally, these statements relate to future financial performance, results of operations, business plans or strategies, projected or anticipated revenues, expenses, earnings (including EBITDA and other measures), dividend policy, shipment volumes, pricing, levels of capital expenditures, intended cost reductions and cost savings, anticipated profit improvements and/or planned divestitures and asset sales. These forward-looking statements are sometimes identified by the use of terms and phrases such as "believe," "should," "would," "expect," "project," "estimate," "anticipate," "intend," "plan," "will," "can," "may" or similar expressions elsewhere in this document. These statements are subject to numerous risks, uncertainties, and assumptions, including but not limited to general business conditions, competitive factors, pricing, energy costs, and other risks and uncertainties discussed in the reports Vulcan periodically files with the SEC. Forward-looking statements are not guarantees of future performance and actual results, developments, and business decisions may vary significantly from those expressed in or implied by the forward-looking statements. The following risks related to Vulcan's business, among others, could cause actual results to differ materially from those described in the forward-looking statements: general economic and business conditions; Vulcan’s dependence on the construction industry, which is subject to economic cycles; the timing and amount of federal, state and local funding for infrastructure; changes in the level of spending for private residential and private nonresidential construction; changes in Vulcan’s effective tax rate; domestic and global political, economic or diplomatic developments; the increasing reliance on information technology infrastructure, including the risks that the infrastructure does not work as intended, experiences technical difficulties or is subjected to cyber-attacks; the impact of the state of the global economy on Vulcan’s businesses and financial condition and access to capital markets; international business operations and relationships, including actions taken by the Mexican government with respect to Vulcan’s property and operations in that country; the highly competitive nature of the construction industry; a pandemic, epidemic or other public health emergency; the impact of future regulatory or legislative actions, including those relating to climate change, biodiversity, land use, wetlands, greenhouse gas emissions, the definition of minerals, tax policy and domestic and international trade; the outcome of pending legal proceedings; pricing of Vulcan's products; weather and other natural phenomena, including the impact of climate change and availability of water; availability and cost of trucks, railcars, barges and ships, as well as their licensed operators, for transport of Vulcan’s materials; energy costs; costs of hydrocarbon-based raw materials; healthcare costs; labor relations, shortages and constraints; the amount of long-term debt and interest expense incurred by Vulcan; changes in interest rates; volatility in pension plan asset values and liabilities, which may require cash contributions to the pension plans; the impact of environmental cleanup costs and other liabilities relating to existing and/or divested businesses; Vulcan's ability to secure and permit aggregates reserves in strategically located areas; Vulcan’s ability to identify, close and successfully integrate acquisitions; the effect of changes in tax laws, guidance and interpretations; significant downturn in the construction industry may result in the impairment of goodwill or long-lived assets; changes in technologies, which could disrupt the way Vulcan does business and how Vulcan’s products are distributed; the risks of open pit and underground mining; expectations relating to sustainability considerations; claims that our products do not meet regulatory requirements or contractual specifications; and other assumptions, risks and uncertainties detailed from time to time in the reports filed by Vulcan with the SEC. All forward-looking statements in this communication are qualified in their entirety by this cautionary statement. Vulcan disclaims and does not undertake any obligation to update or revise any forward-looking statement in this document except as required by law. This presentation contains certain non-GAAP financial measures, which are defined in the Appendix. Management believes such non-GAAP financial measures may be useful to investors by providing helpful context in understanding the company’s performance. Our non-GAAP financial measures may not be comparable to similarly named or captioned non-GAAP financial measures of other companies. Reconciliations of non-GAAP financial measures to the closest GAAP financial measures are also provided in the Appendix. Because GAAP financial measures on a forward-looking basis are not accessible, and reconciling information is not available without unreasonable effort, we have not provided reconciliations for forward-looking non-GAAP measures. For the same reasons, we are unable to address the probable significance of the unavailable information, which could be material to future results 2 Safe Harbor and Non-GAAP Financial Measures
3
Ronnie Pruitt Chief Executive Officer Leading From a Position of Strength 4
5 Winning the Future in Aggregates Industry leader with clear competitive advantages 01 Proven strategy that drives best-in-class financial performance and opportunities to grow 02 Leveraging technology and talentto continue winning in aggregates 03 Ample growth opportunities to enhance our compounding organic growth 04 Financial strength and flexibility to support value-creating capital allocation 05
6 Note: Percentages represent Aggregates share of reported gross profit. Focused on Aggregates From the Beginning 92% 89% 90% 2005 2015 2025 90% 20-year average We decided what we wanted to do, and we concentrated on doing it better than anyone else.
7 As of December 31, 2025. See Appendix for reconciliation of Non-GAAP financial measures. Most Aggregates-Focused U.S. Public Company 16.6B tons of permitted aggregates reserves (>70 years) $2.3B Adjusted EBITDA 425 aggregates operations in 23 states 227M tons aggregates shipped $11.33/ton Cash Gross Profit 1.9x Total Debt / TTM Adjusted EBITDA $7.9B Revenue
8 Being Aggregates-Focused Means Strong Fundamentals and Lower Risk Through a Cycle Favorable pricing characteristics Diverse end market demand Limited product substitutions High barriers to entry Unit profitability more than doubled during the last 10 years Wide logistical moats Flexible production capacity Raw material inputs largely controlled Opportunities for downstream products in select markets
60% of the population lives within 60 miles of a Vulcan aggregates operation 35 of top 50 fastest growing markets Most extensive and advantaged multi-modal distribution network 90% of revenue from markets with #1 or #2 aggregates position 9 Unique and Irreplaceable Asset Base CA TX GA TN VA FL AL AZ NC SC Other States Diversified Revenue Mix
10 Experienced Leadership Team to Drive Continued Growth and Value Creation Ronnie Pruitt Chief Executive Officer Mary Andrews Carlisle Chief Financial Officer Jerry Perkins Chief Administrative Officer Mitesh Shah Chief Human Resources Officer Jamie Polomsky Senior VP West Brent Goodsell Senior VP East Krzysztof Soltan Chief Information Officer
11 Safety Excellence is About Proactive Engagement Avoiding Accidents Reduce Job Risks Backward Looking Statistics Forward Looking Metrics
Vulcan Way of Selling Vulcan Way of Operating Vulcan Way of Talent M&A Greenfields Portfolio Optimization DIGITAL TRANSFORMATION SUSTAINABILITY INNOVATION Expand Our Reach Enhance Our Core 12 Our Strategic Approach to Driving Sustainable Value Creation
13 Enhancing Our Core Through Our Strategic Disciplines Vulcan Way of Selling Commercial Excellence Logistics Innovation More time with customers; development of our people; accountability through improved technology; faster growth than the industry Vulcan Way of Operating Operational Excellence Strategic Sourcing Safety and health of our people; improved customer service; greater production efficiency
14 See Appendix for reconciliation of Non-GAAP financial measures. Since 2022: Enhancements to Our Strategic Disciplines Have Driven Continued Organic Profitability Improvement... 75% of tonsutilize Process Intelligence capabilities Robust Project Lead Management System VWO Achievements VWS Achievements >7,000 plant assets tracked for performance 100% daily labor scheduling 80% of addressable spend strategically managed Proprietary Price Tool Enhanced Logistical Capabilities Digital Customer Portal Aggregates Cash Gross Profit / Ton +45%
$3B invested in acquisitions $1.5B in proceeds from divestments 15 Since 2022: Aggregates-Led M&A and Portfolio Optimization Has Further Enhanced Our Franchise Note: Divestment proceeds includes the pending divestiture of the Company's California ready-mixed concrete business. 7 greenfields added
$11-12/tontarget from 2022 Investor Day reached 16 ...and We Have Achieved Our Unit Profitability Target Despite a Muted Demand Environment Millions of tons. Aggregates Cash Gross Profit / Ton. See Appendix for reconciliation of Non-GAAP financial measures. Volume CGP/ton
17 Source: FactSet and company reports for 2022 to 2025. See Appendix for reconciliation of Non-GAAP financial measures. Aggregates Price Growth +10% VMC +9% Peers Revenue Growth +3% VMC +3% Peers EBITDA Growth +12% VMC +8% Peers EBITDA Margin +29.7% VMC +25.0% Peers Cash Generation +16% VMC +11% Peers …and Delivered Best-In-Class Earnings Growth
18 Catalysts for Winning the Future in Aggregates Innovation & Technology Improving Demand Environment Advantaged Footprint
19 Technology as a Strategic Multiplier Optimize our business by leveraging technology to build and sustain competitive advantages that align with our strategy Vision SAFETY AND CYBERSECURITY Establish IT Leadership and Vision Establish scalable foundation focused on people, process, and technology Quickly evaluate and adopt new capabilities to further accelerate margin improvement 2022 2022-2025 Future
Ratio of Starts / Households Added 1.31 20 Ratio of housing starts divided by households added; Sources: F.W. Dodge starts, Woods & Poole, Company estimates and Harvard Joint Center for Housing Studies projection 2025-2035 recommended ratio of 1.31. Residential Fundamentals Support Eventual Recovery Actual housing starts have fallen short of those necessary to keep pace with household formations Actual Necessary
21 Well-Positioned for Growth in Private Non-Residential Data Centers 70% of square footage planned or under construction in Vulcan markets Upside from power generation requirements Manufacturing Reshoring focus continues to be a catalyst Vulcan states account for more than 60% of contract awards Energy Energy is a priority of current administration Comprehensive distribution network to serve energy projects along Gulf Coast Warehouses Bottomed and poised to grow again Vulcan-served states account for more than 70% of contract awards Commercial & Institutional 60% of construction activity in our markets Growth of 3-5% expected over the next 5 years
U.S. Highway Contract Awards ($B) 22 Public Construction Momentum Advantage IIJA funding has resulted in record levels of highway construction activity... ...as well as significantly boosted other public infrastructure U.S. +56% growth CAGR VMC States +10% vs Other States +7% U.S. Other Public Infrastructure Contract Awards ($B) U.S. +92% growth CAGR VMC States +16% vs Other States +9%
23 Public Construction Momentum Advantage Successor Bills Have Exceeded Prior Commitments With only 50% of dollars spent, IIJA should provide healthy highway construction activity beyond 2026 Federal IIJA Highway Funds 50% 50% Remaining Spent
24 Footprint Advantages Drive Better Growth Opportunities Projected Demographic Growth, 2025 to 2035 (millions) Two-thirds of public spending >70% of private awards 70% of data center square footage planned or under construction Large project advantage Source: Woods & Poole Economics, Dodge Construction starts and Company estimates.
Vulcan Way of Selling Vulcan Way of Operating Vulcan Way of Talent M&A Greenfields Portfolio Optimization DIGITAL TRANSFORMATION SUSTAINABILITY INNOVATION Expand Our Reach Enhance Our Core 25 Our Strategic Approach to Driving Sustainable Value Creation
Enhancing Our Core VULCAN WAY OF OPERATING Brent Goodsell Senior Vice President East VULCAN WAY OF SELLING Jamie Polomsky Senior Vice President West VULCAN WAY OF TALENT Mitesh Shah Chief Human Resources Officer 26
27 The Vulcan Way of Selling, an Integrated Approach Strong Industry Reputation, Experienced, Responsive Began in 2017, redesigned processes with a focus on: Spending more time where it counts – in front of customers, Planning to win - by selling the whole market, Nailing the sale - by making better informed real-time decisions 2022 & Beyond new digital capabilities: Digital Sales Platform Enhanced Customer Portal Proprietary Price Tool Digital Delivery Technology People Foundational Processes Digital Tools & Innovation
28 Becoming the supplier of choice starts with the Vulcan Way of Selling VWS IN ACTION
29 A More Strategic Approach Sales Rep Customers More than 58K customers >353K transactions >80K projects quoted (25% less than 3K tons) Transactional and Administrative Tasks Market Intel Pricing Support Job Leads Data Analytics Sales Service Center The Right People in the Right Seats
30 A Cultural Transformation VWS Playbook 2017 2022 Sales Service Centers Enterprise-wide Performance Metrics Internal Sales Technology External Sales Technology ADOPTION Today Digital Tools: Price Tool Mobile Sales Platform Industry-leading Customer Portal Delivery Tracker
31 An Innovative Approach Quickly access data to inform pricing for quoted work Prioritize and manage sales activities on the go Benefits/Advantages Benefits/Advantages Customers can view tickets and invoices, request quotes, and place orders Real-time monitoring of delivery rates and schedules Easily reorder materials as needed Proprietary Price Tool Mobile Digital Sales Platform Industry-leading Customer Portal Job Site Productivity Tools INTERNAL FACING CUSTOMERFACING Technology Enhancements for Customers and Sales Teams
32 Becoming the supplier of choice starts with the Vulcan Way of Selling
33 Vulcan Way of Selling Drives Industry-Leading Results SUPERIOR PERFORMANCE CustomerPortal Spending Time Where It Counts >28K users >$2B in payments >38K quotes turned into orders >14K jobs followed up on Aggregates Price Growth +10% VMC +9% Peers +8% Industry Price growth from 2022 to 2025.
34 Enhancing Our Core VULCAN WAY OF SELLING Jamie Polomsky Senior Vice President West VULCAN WAY OF OPERATING Brent Goodsell Senior Vice President East VULCAN WAY OF TALENT Mitesh Shah Chief Human Resources Officer
35 Vulcan Way of Operating Pillars Outcome: Outcome: Outcome: Utilize Our Assets Develop Our People Win Our Customers The most efficient, tech-enabled operations Talented employees as a competitive advantage Having the right product at the right time
Infrastructure at 100 plants 10% "high" utilization 36 Foundation in Place for Continuous ImprovementVWO Digital Transformation Journey Pilot Process Intelligence System (PI) Infrastructure deployment begins Infrastructure at 113 plants Infrastructure at 125 plants Operator Support Center pilot 20% “high” utilization 2019 2021 2022 2023 2024 Today
37 Foundation in Place for Continuous Improvement 75%Tons produced utilizing Process Intelligence capabilities >7,000Plant assets (e.g. crushers, conveyors, motors, pumps) tagged and tracked for analysis of downtime drivers 90% Process Intelligence plants with “high utilization” 11Operations Support Centers to support success
38 Employee Development and Ownership Drives Continuous Process Improvement Behavior and skill development Critical thinking Ability to interact with technology Self-driven, always looking for next opportunity for efficiency Plant Operator Operations Support Center (Multiple sites supported) Live interface and automated reporting accessible to everyone Plant Manager and Supervisors
39 Hidden Performance... Automation - the Industry standard - leaves plant operators guessing at the plants' true capabilities. As a result, maximum throughput remains unknown. "Automation"
Dashboards of real-time performance allow plant operators to make adjustments and minimize inefficiencies. This real-time connectivity is shared between the plant operator, managers and Operation Support Centers, offering feedback and support. 40 ...Made Visible With PI Dashboard
41
42 24 high utilization sites (2021-2025) Optimizing Plant Productivity Is About Sustaining Improvements Overtime (550bps) Yield of sellable product +130 bps The right tons in fewer hours Throughput 11%
43 Improving Productivity Helped Drive Strong Plant Production Cost Performance in 2025 YoY Change in Plant Production Costs
44 Building the Quarry of the Future …In the Pit …In the Plant 3D Imaging Autonomous Drilling Other Technologies Currently Being Piloted Remote Control Telematics Autonomous Vehicles
45
46 Vulcan Way of Operating Pillars Outcome: Outcome: Outcome: Utilize Our Assets Develop Our People Win Our Customers The most efficient, tech-enabled operations Talented employees as a competitive advantage Having the right product at the right time
47 Enhancing Our Core VULCAN WAY OF OPERATING Brent Goodsell Senior Vice President East VULCAN WAY OF SELLING Jamie Polomsky Senior Vice President West VULCAN WAY OF TALENT Mitesh Shah Chief Human Resources Officer
48 The Vulcan Advantage Is Our People The best in the industry Vulcan University Ownership and accountability Exceptional Talent World-Class Training Culture of Performance
49 Hire for Character, Train for Skill Drive, Curiosity, Team Player Selection Process Operations Trainees and Apprenticeships We Build Our Own Stretch Capabilities Early Placement of High Performers
50 World-Class Training – Vulcan University Digital, mobile-friendly technical training library Operator Support Centers driving behavior and skill development Dedicated field trainers for critical skills 43,000 Classes Completed Since 2022
51 A Culture of Performance – Building and Serving Leaders Leading Self Leading Others Leading Leaders Personal Accountability and Ownership Building and Motivating Teams Strategy and Innovation
52 One Language, One Culture Enterprise consistency in behaviors and expectations allows for employee growth opportunities and seamless integration of acquisitions
53 Employees, Customers and Shareholders Win
54
55 Fireside Chat: Enhancing Our Core to Win the Future Vulcan Way of Selling Vulcan Way of Operating Vulcan Way of Talent M&A Greenfields Portfolio Optimization DIGITAL TRANSFORMATION SUSTAINABILITY INNOVATION ExpandOurReach Enhance Our Core Ronnie Pruitt Chief Executive Officer Jamie Polomsky Senior Vice President, West Brent Goodsell Senior Vice President, East Mitesh Shah Chief Human Resources Officer Krzysztof Soltan Chief Information Officer
56
Jerry Perkins Chief Administrative Officer Expanding Our Reach 57
Vulcan Way of Selling Vulcan Way of Operating Vulcan Way of Talent 58 Our Strategic Approach to Expansion and Sustainable Value Creation M&A Greenfields Portfolio Optimization DIGITAL TRANSFORMATION SUSTAINABILITY INNOVATION ExpandOurReach Enhance Our Core
59 Guiding Principles Drive Our Strategy Expanding and Enhancing Our Portfolio Greenfields Quarries & Distribution Yards M&A Bolt-ons, New Geographies, Swaps 01 02 03 04 05 Foundation in Aggregates Right Market Structure Disciplined and Programmatic Approach, Led Locally Synergy Opportunities Portfolio Management
60 Growth by Design, Not Chance Our Approach to Growth Relentless Focus HighTouch DedicatedTeam Industry reputation means buyer of choice Strong culture isattractive to sellers Since 2022, >80% of acquisitions have been exclusive negotiations
61 M&A Is in Our DNA 1957 51 aggregates operations $91M revenues
62 The Journey to $1 Billion 1991 179 aggregates operations $1B revenues For clarity, the map does not include facility in Mexico
63 Seventy-Year Commitment to Growth in Aggregates 2025 425 aggregates operations $8B revenues Nation's largest aggregates producer with coast-to-coast footprint that can't be replicated For clarity, the map does not include facilities in British Columbia, Bahamas and Mexico
64 *Includes California ready-mix business expected to close in 2Q 2026. For clarity, the map does not include facilities in British Columbia, Bahamas and Mexico Aggregates-Led Expansion of Our Franchise Since 2022 Divestiture of 149 ready-mix operations*, 8 asphalt plants and 3 non-strategic aggregates locations 7 greenfields including 1 quarry and 6 sales yards 13 acquisitions including 36 aggregates operations in 7 of our top 10 revenue states
65 Leading Aggregates Supplier in a New Market Strategy in Action Pure aggregates #1 supplier in Raleigh on day 1 Attractive growth market Leverage VWS and VWO to capture synergies Private transaction Strategic Rationale Raleigh Legacy Vulcan operations are shown in blue.
66 Leading Aggregates Supplier in an Existing Market Strategy in Action Expanded our leading positions in aggregates and asphalt in San Diego Attractive growth market Optimize portfolio with strategic divestiture of concrete assets Private transaction Strategic Rationale San Diego Legacy Vulcan operations are shown in blue.
67 Vulcan operations are shown in blue. For clarity, the map does not include facilities in British Columbia, Bahamas and Mexico. Sources: Aggregates Industry data and Company estimates. Ample Opportunity for Continued Growth U.S. Aggregates Market (~2.5B Tons Annually) 24% Other Public Companies 67% Non-Public Companies VMC 9%
68 Vulcan operations are shown in blue. For clarity, the map does not include facilities in British Columbia, Bahamas and Mexico. Sources: Aggregates Industry data and Company estimates. Clear and Targeted Growth Priorities U.S. Aggregates Market (~2.5B Tons Annually) 350M Tons Identified Priority Targets
69 Healthy Pipeline of Attractive Greenfield Opportunities Current Areas of Greenfield Exploration 17 attractive projects underway 5 in build-out phases 12 in permitting phase Many more in exploratory phase Mix of quarries and sales yards in existing and new markets Additional searches underway Timing of investment is controllable Attractive return profile within first 3 years after opening
70 Greenfield Investment in High Growth Market Strategy in Action Greater Charleston and Myrtle Beach Market 2016 Modest footprint, 3 locations Commenced greenfield initiative to build our own network Projected future growth presented opportunity Myrtle Beach Charleston Legacy Vulcan operations are shown in blue.
71 Greenfield Investment in High Growth Market Strategy in Action Myrtle Beach Charleston Nine locations by end of 2026 Resilient supply chain, hard to replicate Greater Charleston and Myrtle Beach Market Today Market leader Multi-modal network – rail (CSX & BN), water, and local sources aggregates operations added since 2016 6 Legacy Vulcan operations are shown in blue.
72 Guiding Principles Drive Our Strategy Relentless Focus on Growth 01 02 03 04 05 Foundation in Aggregates Right Market Structure Disciplined and Programmatic Approach, Led Locally Synergy Opportunities Portfolio Management
Mary Andrews Carlisle Chief Financial Officer Raising the Bar 73
74 Results for 2022 to 2025 unless noted otherwise. EBITDA references above are for adjusted EBITDA. See Appendix for reconciliation of Non-GAAP financial measures. Strategic Focus Drives Excellence in Execution Double-digit earnings growth and margin expansion Disciplined capital allocation driving higher returns +220 bps EBITDA ROIC +13% EBITDA CAGR +710 bps EBITDA margin expansion to 29.3% Operating Cash Flow($ millions) 16% CAGR
75 See Appendix for reconciliation of Non-GAAP financial measures. Unit Profitability Growth and Disciplined Capital Management Driving Stronger Cash Generation Unit Profitability Working Capital Disciplined Capital Allocation Strong Free Cash Flow Cash Gross Profit/Ton +45% +13% CAGR Steady cash conversion cycle (in days) Consistent maintenance capex (as % of Revenues) FCF doubled and FCF conversion increased ($M) 93% – 105% 6.2%
76 Disciplined and Balanced Capital Allocation Strategy Disciplined Approach Consistent Priorities Preceding 5 Years (2018 – 2022) Last 3 Years (2023 – 2025) Increased Cash Generation Provides More Capital to Deploy Preceding 5 Years (2018 – 2022) Last 3 Years (2023 – 2025) Average Annual Capital Deployed ($ billions) Maintain and enhance the value of our franchise Investment examples: rolling & plant equipment, greenfields Expand our franchise Synergies through network effects and strategic disciplines Enhance shareholders’ return on investment Steadily growing dividend and share repurchases Capital Expenditures Acquisitions Capital Returns
77 Operating Capital in Action: Fines Recovery System (TN) Investment ~$5M Benefits Include: Eliminating settling pond cleanup Recovering more sellable product Recycling 90% of water usage Reducing electricity consumption
78 Operating Capital in Action: Plant Rebuild (GA) Investment >$100M Benefits Include: Exposing additional reserves Increasing production rate Enhancing customer loadout Meeting growing customer demand
79 Capital Returns to Shareholders Steadily Growing Dividend Accelerating Share Repurchases $163M Preceding 5 Years (2018 – 2022) $707M Last 3 Years (2023 - 2025) Total Capital Returns $1,064M Preceding 5 Years (2018 – 2022) $1,440M Last 3 Years (2023 - 2025)
80 Strong Financial Position Supports Future Growth 13.7 Years average maturity 1.8x Net Debt to Adjusted EBITDA 5.0% Weighted average interest rate Financial strength and flexibility to sustain and strengthen business operations Debt amount and structure appropriate to the asset base and through the cycle Capacity to fund growth and return capital As of December 31, 2025 | See Appendix for reconciliation of Non-GAAP financial measures.
81 Our Strategic Disciplines Have Driven Attractive Growth Aggregates Cash Gross Profit / Ton 2022 Targetat 260–270M tons 5% CAGR 13% CAGR See Appendix for reconciliation of Non-GAAP financial measures.
82 Winning the Future With Industry-Leading Profitability See Appendix for reconciliation of Non-GAAP financial measures. $20 At 260-270M tons AggregatesCash Gross Profit / Ton
83 Significant Earnings Growth Potential CGP/tonHSD to LDD Growth Key Assumptions EBITDA ($ billions) VolumeLSD Growth Downstream ProductsMSD Growth SG&A Less than revenue growth Organic GrowthAcquisitions provide upside At Target $20/ton $4.5 - $5.0 2X Note: Low Single Digits (LSD), Mid-Single Digits (MSD), High Single Digits (HSD) and Low Double Digits (LDD) | See Appendix for reconciliation of Non-GAAP financial measures. 2026 Midpoint of Guidance
84 Winning the Future in Aggregates Industry leader with clear competitive advantages Proven strategy that drives best-in-class financial performance and opportunities to grow Leveraging technology and talentto continue winning in aggregates Ample growth opportunities to enhance our compounding organic growth Financial strength and flexibility to support value-creating capital allocation
85 Q&A Winning the Future in Aggregates We decided what we wanted to do, and we concentrated on doing it better than anyone else. $20 AggregatesCash Gross Profit / Ton
86 Non-GAAP Reconciliation
87 Non-GAAP Reconciliation
88 Non-GAAP Reconciliation
89 Non-GAAP Reconciliation