RPC – THE ESSENTIAL INGREDIENT

© 2017 RPC Group Plc. All Rights Reserved.

13 November 2017

RPC GROUP PLCCAPITAL MARKETS DAY2017

2

Setting the scene

Vision 2020 strategy: Opportunities going forward

In conclusion

Agenda

Innovation in rigid plastic packaging

Selective consolidation in Europe.Case study: Flexibles

Business strategy outside Europe

Added value opportunitiesin non-packaging markets

Breakout presentations:

3

SETTING THE SCENE

5

High added value niche strategy outside Europe

Higher growth forecast outside Europe whilst 75% of RPC’s sales are currently in Europe (2)

Plastic packaging - whilst concentrated in selective niches remains a largely segmented market

Plastic packaging market forecast to grow by 3.7% p.a.(1) globally in the next five years

Vision 2020 strategy: Focused growth

Innovative design and engineering company

Leading strategic consolidator in Europe

Leading polymer and engineering capabilitiesWide spectrum of polymer consuming markets; segments advanced by innovation offer attractive opportunities

FO

CU

SE

D G

RO

WT

H Selective consolidationin Europe

Creating a meaningful presence outside Europe

Continuing focuson organic growth

Pursuing added value opportunitiesin non-packaging markets

(1) Smithers Pira, 2017(2) Pro forma to include a full year of acquisitions

6

A leading global design and engineering company for plastic products

*Pro forma to include a full year of acquisitions

Food 29%

Non-Food 26%

Personal Care 12%

Beverage 11%

Healthcare 5%

Non-packaging Markets 17%

Europe 75%

North America 17%

Asia 4%

Rest of World 4%

RPC Sales 2016/17- by end market*

RPC Sales 2016/17- by destination*

£3.6bnsales

£3.6bnsales

7

Global footprint - worldwide excellence in design and engineering

Largest European plastic converter and

industry leading innovator

Manufacturing countries

Countries we sell intolisted on London Stock Exchange

1993

design & engineering centres

32

operations194

member since 2011

FTSE 250

employees

circa 25,000

countries34

8

Rising and ageing populations

Increasing number of smaller and single person households in developed economies

Increasing income in emerging markets

Busier lifestyles and convenience packaging

Growing importance of lightweighting, sustainability and the circular economy

Move to e-commerce

Macro economic trends favouring growth in plastic packaging

RigidPlastic

FlexiblePlastic Card Metal Glass

$0$50$100$150

Plastic packaging by region

Packaging by material type

4.9%

5.0%

2.3%

2.0%

2.8%

0% 2% 4% 6%

Europe

NorthAmerica

South &CentralAmerica

Asia

Rest ofWorld

CAGRUSD $ billions

$0$200$400

2.4%

1.4%

2.7%

4.0%

3.4%

0% 2% 4% 6%

RigidPlastic

FlexiblePlastic

Card

Metal

Glass

CAGRUSD $ billions

Significant NegativeLevel of impact: NeutralPositive

Source: Smithers Pira - 2017-2022 Market forecast

Growth drivers

10

Packaging segment1980

Key players2017

Key players

Global consolidation well advanced across non-plastic substrates

Source: Deutsche Bank Research, Smithers Pira

Key players global market share2017

Consolidationwell advanced

Consolidationin progress

Food cans

Beverage cans

25

14

Meta

l

Bottles 19

Gla

ss

Flexibles

Rigid plastics

Numerous

NumerousP

lastics /

Spe

cia

ltie

s

Paperboard

Containerboard, corrugated

Numerous

Numerous

Fib

re

80%

80%

90%

10%

30%

75%

75%

3

3

3

5

5

5

5

11

$9.2

$7.8$7.5

$4.8 $4.7

$4.0$3.7

$2.5 $2.3$1.9

$10.8

$8.1

$4.8

$5.4

$1.3

$4.6

$3.5

$1.5

$2.3

$1.3

Major plastic packaging peers

(2)

Revenue(1) USD $bnCombined revenue <15% market share

rigid and flexible markets

2017 2013

(2)

(3) (3)

(2)

(3)

RPC IS THE MAJOR EUROPEAN STRATEGIC CONSOLIDATOR

(1) Revenues for continuing operations for the financial years closest to RPC’s 31 Mar year end. GBP revenue converted to USD using an exchange rate of 0.77, EUR converted using a rate of 0.88(2) Pro forma to include a full year of acquisitions(3) Revenues exclude non-plastic divisions

2017 2013 2017 2013 2017 2013 2017 2013 2017 2013 2017 2013 2017 2013 2017 2013 2017 2013

12

Solid platforms outside Europe

Entered new geographies, followingmultinational customers

Performance since Vision 2020 strategy launch (1/4)

GDP

3 year average

weighted to RPC’s

destination of sales

RPC

3 year average

like-for-like sales

2.0%

3.2%

310

450

610

1,100

13/14 14/15 15/16 16/17

5%

25%

£890m

£50m

2016 /172012 /13

% of RPC sales

15%

£420m

Tonnes annualised (Thousands)

• Access to global sources of polymer

• Secures supply in tight markets

• Opportunities for group wide enhancement exist

Strategic scale in polymer procurement3 year organic growth > GDP

Good innovation and market focusdriven organic growth ahead of GDP

RPC revenue outside Europe (by destination)

RPC ‘as was’ year ended

RPC pro forma to includea full year of acquisitions

13

20.6%

26.0%

12/13 16/17

Return on net operating assets*#

All figures are based on continuing operations

Performance since Vision 2020 strategy launch (2/4)

982

2,747

12/13 16/17

Sales (£m)

92

308

12/13 16/17

Adjusted operating profit (£m)

SIGNIFICANTLY ENLARGED BUSINESS WITH ENHANCED OPERATIONAL RETURNS

9.3%

11.2% Return

on sales

*Normalised for the effect of acquisitions and excluding Q4 acquisitions (2013: None, 2017: ESE, Letica and Amber). Comparatives restated to include acquisitions on pro forma basis#Full definition included within supplementary material

14

92

62

308

192

74

44

294

157

Adjusted Statutory Adjusted Statutory

Performance since Vision 2020 strategy launch (3/4)

2016 /17

Increased capital employed;

well above WACC returns

475

1,720

2,195

19.4%

13.9%15.1%

Capital employed (£m)Return on capital employed*#

*Normalised for the effect of acquisitions and excluding Q4 acquisitions (2013: None, 2017: ESE, Letica and Amber)#Full definition included within supplementary material

RPC Group

March 2017

Acquisitions

& organic investments

5 years

ROCE

Capital

employed

2012 /13

RPC Group

pre Vision 2020

81%

EBIT £m

Operating cash flow# £m

Cash conversion

70%

95%

82%

Cash flow improved whilst funding a

large restructuring programme

consolidating the European footprint

EBIT and operating cash flow (£m)

2012 /13 2016 /17

15

Performance since Vision 2020 strategy launch (4/4)

EPS

62.2p

DPS

24.0p

RPC’s flotation

2.0p

16/17

5.1p

92/93

Adjusted earnings per share vs. Dividends per shareRestated following Rights Issues in 1996, 2011, 2015, 2016 and 2017

SIGNIFICANT SHAREHOLDER VALUE CREATED

16

VISION 2020 STRATEGY: OPPORTUNITIES GOING FORWARD

1. Innovation based organic growth

2. Selective acquisition opportunities in Europe

3. Leveraging our global platform

17

INNOVATION BASED ORGANIC GROWTH

18

Innovation based organic growth (1/4)Organic growth profile

Overall like-for-like annual growth of c.3% achieved since the launch of

Vision 2020, ahead of relevant GDP

Growth strategies focused on innovation with price / margin emphasis in

more mature market segments

Global plastic packaging markets anticipated to grow by c.4%* with the

highest growth rates outside Europe and North America

Growth outside Europe more turn-key related, leveraging group wide

innovation capability

* Growth rates to 2022 (Source: Smithers Pira, 2017)

TARGETING ORGANIC GROWTH THROUGH THE CYCLE AHEAD OF GDP

19

Consistent investment in product design and process technology

Innovation based organic growth (2/4)Innovation in product design and engineering

Numerous innovative projects in the pipeline

Group currently has 32 focused innovation centres with well over 1,000 patents

Innovation capability is a key competitive advantage over generally smaller and

less well invested competitors

LEADING INNOVATION CAPABILITIES DELIVERING ORGANIC GROWTH

21

Innovation based organic growth (3/4)Continued investment in growth related capital expenditure

36 42 49

83

225

33

5052

93

4254

74

129

190

1.6x

1.4x

1.2x

1.4x1.7x

Depreciation

Maintenance related capex

Growth related capex

£m’s

13/14 14/15 15/16 16/17 17/18

Technicalguidance

Revenue £1,047 £1,222 £1,642 £2,747

Capex to revenue 6.5% 7.6% 6.2% 6.4%

Capex / depreciation:

circa

circa

23

Innovation based organic growth (4/4)RPC’s key competitive advantages

Innovation in product design, engineering

and material scienceProviding security of supply

Breadth of product ranges and

conversion technologies

Scale and global geographical footprint

Ability to invest in and manage global

turn-key projects

Sector focused management teams

providing best-in-class speed to market

RPC WELL PLACED VERSUS COMPETITION

24

SELECTIVE ACQUISITION OPPORTUNITIES IN EUROPE

25

Selective acquisition opportunities in Europe (1/3)Disciplined and selective approach to acquisitions

Core acquisition criteria

Strategic fit

Strength of incumbent management

Financial track record

Financial criteria:• ROCE > WACC of RPC

• Quantifiable cost and cash synergies

• Impact on Group KPIs (ROS & RONOA)

• Earnings accretion

Acquisitions generally concluded at below market average EBITDA multiples

Source:Mergermarket,company information

Overview (EV / EBITDA LTM)

2011-2013 Average 7.8x 2014-2017 Average 9.3x

Sector trading multiples

RPC major transactions =

Transaction multiples

Adding value

Improving RPC’s overall commercial position

Improving RPC’s strategic buying position

Realising cost synergies (including procurement)

Enhancing performance and innovation focus of acquired businesses

26

Selective acquisition opportunities in Europe (2/3)Disciplined and selective approach to acquisitions

>360

94

17

5%60% 25%

>215

Acquisition process

Acquired

Hand over to divisional management team and corporate purchasing

Of those reviewed in-depth, 17 were acquired equating to 18%

More than one in three acquisitions have been off-market, one-to-one processes initiated through existing industry relationships

Targets reviewed in-depth

In-depth due diligence performed by RPC teams and external advisers

Rejected when target does not meet RPC’s acquisition criteria

Desktop review

Desktop review of businesses and market segment

More attractive opportunities progressed to review involving business management teams

Rejected where no strategic fit or value

Opportunities presented to RPC (since launch of Vision 2020)

Industry is consolidating – numerous opportunities presented

Database maintained with attractive assets to be actively approached40% Rejected withoutextensive review

27

Selective acquisition opportunities in Europe (3/3)Size of the opportunity in Europe

IDENTIFIED GOOD QUALITY ACQUISITION OPPORTUNITIES IN EUROPE

WITH COMBINED REVENUES OF >€26 BILLION

c.€63bn

Numerous opportunities driven by:

• Short term hold periods of private equity

• Owner-managed business with succession challenges

Note: Not representative of total market, only those targets actively monitored

Size(by revenue)

Number Combinedrevenues

>€500m 12 >€13bn

€50m-€500m 60 >€11bn

<€50m >100 >€2bn

Total >€26bn

Rigid and flexible plastic packaging

c.€3bnRPC

*Smithers Pira, 2017; converted to EUR using an exchange rate of 0.88

Europe*

Actively monitored targets

(European

packaging only)

28

LEVERAGING OUR GLOBAL PLATFORM

29

Innovation and best practice sharing: Sports cap

Leveraging our global platform (1/2)General approach

RPC revenue outside Europe (by destination)

Market leading beverage closure, developed in France

Now produced in 6 countries across 3 continents;sold worldwide

Efficient roll-out facilitated by internally developed standardised approach

Patented innovation incorporating functionality for on-the-go consumption

INTERNATIONAL PLATFORM PROVIDING ATTRACTIVE GROWTH OPPORTUNITIES

5%

25%

£890m

£50m

% of RPC sales

15%

£420m

Sales

2016 /172012 /13

RPC ‘as was’ year ended

RPC pro forma to includea full year of acquisitions

Our approach:

Key account management for major multi-national customers in support of their globalisation strategies

Network of 32 centres of excellence providing an innovative and comprehensive product offering

Utilising global manufacturing footprint with local management teams providing best-in-class speed to market

30

Leveraging our global platform (2/2)Focus by region

Introduce RPC’s wider product offering through the enhanced geographic footprint

Realising the previously announced US$17m of cost savings (including synergies) associated with Letica

Continue to grow sales by extending the product range with higher added value solutions, utilising the Asian manufacturing network

Establish a wider manufacturing footprint

Start-up plant in Brazil for key multi-national customer

Introduce RPC’s wider product offering through the enhanced geographic footprint

Introduce RPC’s wider product offering through the enhanced geographic footprint

NorthAmerica

Asia

SouthAmerica

Africa

Australia

*Pro forma to include a full year of acquisitions

2 locationsc.£25m sales*

12 locationsc.£75m sales*

11 locationsc.£130m sales*

22 locationsc.£630m sales*

1 locationStart-up

31

CAPITAL MARKETS DAY:IN CONCLUSION

32

In conclusion

Further developing the current business:

Innovation based organic growth

Leveraging global platform

Concluding the European synergy programme

Continuously reviewing performance of the current business portfolio

Acquiring quality businesses that meet our strict acquisition criteria:

Focus on a selective roll-up acquisition strategy in our core European markets

Targeted bolt-on acquisitions in non-European markets

VISION 2020 STRATEGY TO CONTINUE TO ADD SHAREHOLDER VALUE

33

CAPITAL MARKETS DAY –BREAKOUT PRESENTATIONS

34

Capital Markets Day – breakout presentations

Business strategy outside Europe

Added value opportunities in non-packaging markets

Innovation in rigid plastic packaging

Selective consolidation in Europe. Case study: Flexibles

Alfons Böckmann

CEO - RPC Bramlage

Andrew Green

Deputy CEO - RPC bpi Group

Björn Hedenström

Promens ESE - CEO

David Duffield

CEO - RPC M&H

Derek Hindle

Bramlage -Business Development Director

Eric Chavent

Global Account Director

Robin Moore

Superfos Astrapak - CEO

Thierry Bernet

Bramlage –Sustainability Director

Thorsten Fisher

Bramlage Pharma –Business Unit Manager

Anton Letica

Superfos Letica - President CEO

Vincent Clauzel

Bramlage Astra Plastique & ZPManaging Director

Wim Warnier

bpi Agriculture –Business Director

Frank Doorenbosch

Director Business ImprovementCEO - RPC bpi group

Gerry McGarry

bpi Recycled Products –Business Director

Jack Yeung

CEO - RPC Ace

Johan Van Landschoot

bpi Indupac - Business Director

Marc Rademacher

Bebo Plastik - General Manager

René Valentin

CEO - RPC Superfos

RPC – THE ESSENTIAL INGREDIENT

© 2017 RPC Group Plc. All Rights Reserved.

RPC GROUP PLCCAPITAL MARKETS DAY2017

36

Summary

Vision 2020 strategy successful to date

Good value creating opportunities going forward

Underpinned by

• Innovation capabilities

• Depth in management

RPC – THE ESSENTIAL INGREDIENT

© 2017 RPC Group Plc. All Rights Reserved.

RPC GROUP PLCCAPITAL MARKETS DAY

QUESTIONS?

38

Forward-looking statements

This presentation contains forward-looking statements, which

have been made by the directors in good faith based on the information available to

them up to the time of the approval of this presentation and such information

should be treated with caution due to the inherent uncertainties, including both

economic and business risk factors, underlying such forward-looking information.

The Group undertakes no obligation to update these forward-looking statements and nothing in this presentation should be construed as a profit forecast. Past performance is no guide to future performance and persons needing advice should consult an independent financial adviser.

Nothing in this announcement shall constitute, in any jurisdiction, an offer or solicitation to sell or purchase any securities or other financial instruments, nor shall it constitute a recommendation or advice in respect of any securities or other financial instruments or any other matter.

39

Supplementary material

40

Return definitionsSupplementary material

Definition Description

ROCE ROCE is measured over the previous 12 months and normalised for the effect of acquisitions, is

adjusted operating profit for continuing operations, divided by the average of opening and

closing shareholders equity, after adjusting for net retirement benefit obligations, assets held for

sale, acquisition intangibles and net borrowings for the year concerned. All years exclude Q4

acquisitions (2016/17: ESE, Letica and Amber).

RONOA RONOA is measured over the previous 12 months and normalised for the effect of acquisitions,

is adjusted operating profit for continuing operations divided by the average of opening and

closing property plant and equipment and working capital for continuing operations for the year

concerned. Comparatives are restated to include acquisitions on a pro forma basis and 2016/17

Q4 acquisitions are excluded (ESE, Letica and Amber)

Operating cash flow Operating cash flow is cash generated from operations less net capital expenditure, adjusted to

exclude exceptional cash flows and non-underlying cash provision movements