Empresas CMPC S.A. 11.09
Agenda Overview 3 Business Divisions 7 Social Responsibility and Sustainability 16 Financial Review 18 Concluding Remarks 20 2
CMPC is an important player in the P&P industry CMPC is an integrated and well diversified producer of pulp, paper and other forest products in Latin America. Figures for the LTM as of June 2009: P&P Companies by Market Cap (US$ Billion) 7.4 6.5 5.2 4.4 4.2 Sales: MUS$ 2,934 EBITDA: MUS$ 611 Net Income: MUS$ 54 Assets: MUS$ 10,105 Net Debt: MUS$ 1,433 One of the highest Credit Ratings of the industry by S&P and Fitch Ratings (BBB+). Market capitalization of US$ 5.2 billion as of September 30 th, 2009. Controlled by the Matte Family, one of Chile s leading economic groups. SCA IP CMPC ARACRUZ STORA ENSO As of September 30 th, 2009. Source: Bloomberg CMPC s Shareholders Structure Local Investors 24.3% Chilean Pension Funds 13.0% Foreign Investors 6.9% As of September 30 th, 2009. Source: CMPC Matte Group 55.8% 3
Paper Products Tissue Paper Pulp Forestry Balanced growth in all business segments provides CMPC a diversified revenue mix * Figures in US$ million for the LTM as of June 2009 Main Figures % of Total Sales* % of Total EBITDA* Total Capacity Sales: 519 Sales 3 rd parties: 321 EBITDA: 53 EBITDA margin: 10% Sales: 917 Sales 3 rd parties: 722 EBITDA: 251 EBITDA margin: 27% 792 Th. Ha (537 Th. Plant) 9.3 MM m 3 /y 2 MM tons/y Sales: 723 Sales 3 rd parties: 614 EBITDA: 152 EBITDA margin: 21% 1,040,000 tons/y Sales: 1,017 Sales 3 rd parties: 1,005 EBITDA: 119 EBITDA margin: 12% 420,000 tons/y Sales: 288 Sales 3 rd parties: 272 EBITDA: 36 EBITDA margin: 12% 252,000 tons/y 550MM units/y 4
Product and geographic diversification provides flexibility Third party sales in US$ million for the LTM as of June 2009 5
Agenda Overview 3 Business Divisions 7 Social Responsibility and Sustainability 16 Financial Review 18 Concluding Remarks 20 6
Plywood Remanuf. wood Sawnwood Forestry Forestry Division: the root of CMPC s competitive advantage 698,000 Has. 472,000 Planted Has. Argentina: 94,000 Has. 65,000 Planted Has. 4 Sawmills: Bucalemu, Las Cañas, Mulchén and Nacimiento Total capacity: 1.4 MM m 3 /y 2 Remanufacturing plants: Coronel and Los Ángeles Total capacity: 216 Th. m 3 /y 1 Plywood mill: Mininco Total capacity: 250,000 m 3 /y 7
Forestry Division: the root of CMPC s competitive advantage Key drivers 100% planted and certified forests Genetic and silvicultural practices / forest management to continuously improve yields Faster growth cycle than northern hemisphere forests Young and growing forestry base. Average age of CMPC s Pine Forests: 11.0 years Average age of CMPC s Eucalyptus Forests: 8.4 years Proximity of forests to industrial facilities and ports What s ahead Acquisition of land, to increase the company s forestry base Automatization processes in the Nacimiento, Bucalemu and Mulchén sawmills New 120,000 m 3 /yr sawmill in Loncoche Increase of 212,000 hectares in Brazil, due to the Guaíba acquisition Harvesting (million m 3 ) 2.02 X Harvesting and Plantations (Th. hectares) 32 33 29 25 25 21 17 20 19 14 2005 2006 2007 2008 LTM Harvesting Plantations 8
Softwood Hardwood Pulp Division: CMPC has one of the lowest cash costs of the pulp industry Key drivers First class assets Strategic locations (mills near to forests and ports) World s lowest cost producer of softwood Sales diversification ISO Certified What s ahead rebuilding of Laja mill Environmental upgrades at the Pacífico and Santa Fe mills Future debottlenecking of Santa Fe s Line 2 Acquisition of Guaíba brings new opportunities, economies of scale and synergies Chile 2 mills: Santa Fe I (Eucalyptus) Santa Fe II (Eucalyptus) Total Capacity: 1.15 MM tons/y Chile 2 mills: Pacífico and Laja (Pine) Total Capacity : 850 M tons/y 9
(US$/Ton N. Europe) (US$/Ton del N. Europe) (US$/Ton N. Europe) (US$/Ton del N. Europe) Pulp Division: CMPC has one of the lowest cash costs of the pulp industry CMPC s average distance from to 80 Km. 93 Km. 99 Km. Laja Pacífico Santa Fe BSKP Supply Curve (US$/ton) 700 700 600 600 500 500 400 400 300 300 200 200 100 100 0 0 5,000 10,000 15,000 20,000 25,000 0 5.000 10.000 15.000 20.000 25.000 (Thousand metric tonnes) (Thousand metric tones) Source: CMPC and Hawkins Wright as of July, 2009 BEKP Supply Curve (US$/ton) 93 Km. 119 Km. 163 Km. Laja Santa Fe Pacífico 600 600 500 500 400 400 300 300 200 200 100 100 0 0 0 5.000 10.000 15.000 20.000 25.000 0 5,000 10,000 15,000 20,000 25,000 (Thousand metric tonnes) (Thousand metric tones) Source: CMPC and Hawkins Wright as of July 2009 10
Inst. Feminine Healthcare Adult Diapers Diapers Tissue paper Tissue Division: CMPC is a leading Latin American player Colombia (Since 1997) Market Share: 5% Mexico (Since 2006) Market Share: 5% Capacity: 37,000 tons/yr Brazil (Since 2009) Market Share: 10% Capacity: 75,000 tons/yr Ecuador (Since 2009) Market Share: 14% Only Conversion Process Peru (Since 1996) Market Share: 49% Capacity: 57,000 tons/yr Uruguay (Since 1994) Market Share: Capacity: 37,000 tons/yr 84% Chile (Since 1980) Market Share: 76% Capacity: 118,000 tons/yr Argentina (Since 1991) Market Share: 50% Capacity: 96,000 tons/yr 11
Per Capita Consumption (kg/inhab.) Tissue Division: CMPC is a leading Latin American player Key drivers Largest tissue company in Latin America Strong branding Broad market segmentation Extensive distribution network High growth opportunities Flexible product mix Tissue per Capita Consumption 25 20 15 10 México Chile Spain Germany Japan 5 Brazil Argentina Uruguay Colombia 0 Perú 0,0 10,0 20,0 30,0 40,0 GNI p/c ppp (Th US$/inhab.) USA What s ahead Colombia: New Tissue Paper mill (27,000 tons/y), starting in 2010 Mexico: New Tissue Paper Machine (double width, 54,000 tons/y), starting in 2010 Integration of Melhoramentos Papeis to CMPC s network Tissue Paper Capacity Evolution (Th. Tons) 12
EDIPAC Other Papers Newsprint Packaging Boxboard Paper Division: strategically focused on niche paper grades 2 mills: Maule and Valdivia Total Capacity: 430,000 tons/y 1 mill: Puente Alto Total Capacity: 340,000 tons/y 1 mill: Inforsa (Nacimiento) Total Capacity: 200,000 tons/y Key drivers Niche products Well integrated with the forest and pulp divisions State of art technology Low cost producer Extensive use of recycled paper Strong distribution network and technical support Geographical Sales Breakdown (Th. Tons) 1 mill: Laja Total Capacity: 70,000 tons/y Most important paper distributor, with 52% of total market share 13
Molded Pulp Trays Paper Bags Corrugated Boxes Paper Products Division: Local sales mainly oriented to export industries Key drivers Market leader in corrugated boxes and multiwall bags markets in Chile Well diversified sales among different segments of the market in corrugated boxes Manufacturing process benefits from backward integration Although the lion s share of all sales are local, CMPC is also expanding its exports What s ahead New corrugating mill in the south of Chile 3 mills: Buin, Quilicura and Til Til Total Capacity: 252,000 tons/y 1 mill: Propa (Chillán) Argentina 1 mill: FABI (Hinojo) Peru: 1 mill: FORSAC (Lima) Total Capacity: 550 MM Units/y 1 mill: Puente Alto Total Capacity: 18,000 tons/y 14
Agenda Overview 3 Business Divisions 7 Social Responsibility and Sustainability 16 Financial Review 18 Concluding Remarks 20 15
Social Responsibility and Sustainability Social responsibility is an integral part of the CMPC business and organizational models allowing effective linking to all stake holders. CMPC and its Business Chain CMPC and its Workers CMPC and the Community CMPC and the Environment CMPC s CSR Producing and selling quality products Strong relationships with suppliers and customers Sound and transparent financial reporting Safe working environment Strict compliance with labor regulations and union agreements Comprehensive employee benefit policy Jorge Alessandri Educational Park Good Neighborhood Plan Fundación CMPC: improve language and math education in the primary schools where CMPC has facilities Plantations Clean processes Replacement of fossil fuels with biomass Recollection and recycling of waste paper 16
Agenda Overview 3 Business Divisions 7 Social Responsibility and Sustainability 16 Financial Review 18 Concluding Remarks 20 17
Financial Summary Empresas CMPC Financial Highlights Figures in US$ millions 2005 2006 2007 2008 LTM 2Q09 Chilean GAAPChilean GAAPChilean GAAPChilean GAAP IFRS Net Sales 2,335 2,640 3,351 3,533 2,934 Cost of Sales (1,498) (1,769) (2,108) (2,421) (2,403) SG&A (497) (530) (630) (662) (384) EBITDA 547 608 957 799 612 Margin EBITDA 23% 23% 29% 23% 21% Operating Income 340 341 613 450 147 Interest Expenses (67) (82) (84) (79) (77) Net Income 373 241 521 244 54 Debt Evolution (US$ million) * Net Debt / EBITDA * Total Assets 7,528 7,932 8,651 7,568 10,105 Total Liabilities 2,112 2,674 2,690 2,460 3,539 Shareholder's Equity 5,416 5,258 5,961 5,107 6,567 Net Debt 968 1,397 1,362 1,349 1,433 Capex 808 803 416 291 287 18
Agenda Overview 3 Business Divisions 7 Social Responsibility and Sustainability 16 Financial Review 18 Concluding Remarks 20 19
Concluding remarks World class company in the industry. Low cost producer. Products and geographical diversification allows strong cash generation in spite of economic and price cycles. BBB+ company rating by S&P and Fitch Ratings. Committed to sustainable growth. Strong balance sheet prepared for growth opportunities. 20
Q&A This presentation will be available at CMPC s Web Site: www.cmpc.cl
Acquisition of Guaíba assets in Brazil A truly unique opportunity for CMPC What is CMPC buying? On October 8 th 2009, Empresas CMPC S.A. and Aracruz Celulose S.A. signed a sale contract for the transfer of ownership of a group of assets known as the Guaíba Unit Guaíba The Guaíba Unit includes: A pulp mill with annual production capacity of approx. 450,000 tons A paper mill with annual production capacity of approx. 60,000 tons Approximately 212,000 hectares of land (of which 32,000 are leased, in partnership or promotion) Licenses and authorizations to execute an expansion project for the pulp mill, to increase its annual capacity to around 1.8 million tons Source: Google Maps 22
Acquisition of Guaíba assets in Brazil A truly unique opportunity for CMPC (continued) What is CMPC getting? Sizable entry to Brazil Strategic location, complementary to existing facilities, to serve customers worldwide Obtaining a more diversified product base to serve international markets Ability to increase production to 1.8 million tons of pulp in the near future Potential to replicate CMPC Chile in one of the largest and most dynamic economies in the world Substantial forestry base and silvicultural know-how Opportunity to grow while maintaining CMPC s status as a low cost producer 23