J.P . MORGAN GLOBAL HIGH YIELD & LEVERAGED FINANCE CONFERENCE - - PowerPoint PPT Presentation

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J.P . MORGAN GLOBAL HIGH YIELD & LEVERAGED FINANCE CONFERENCE - - PowerPoint PPT Presentation

J.P . MORGAN GLOBAL HIGH YIELD & LEVERAGED FINANCE CONFERENCE February 25, 2020 NYSE: DOOR Safe Harbor / Non-GAAP Financial Measures SAFE HARBOR / FORWARD LOOKING STATEMENT This presentation contains forward-looking information and other


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J.P . MORGAN GLOBAL HIGH YIELD & LEVERAGED FINANCE CONFERENCE

NYSE: DOOR February 25, 2020

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Safe Harbor / Non-GAAP Financial Measures

SAFE HARBOR / FORWARD LOOKING STATEMENT

This presentation contains forward-looking information and other forward-looking statements within the meaning of applicable Canadian and/or U.S. securities laws, including our discussion of our 2020 outlook, housing and other markets and the effects of

  • ur restructuring and strategic initiatives. When used in this presentation, such forward-looking statements may be identified by the use of such words as “may,” “might,” “could,” “will,” “would,” “should,” “expect,” “believes,” “outlook,” “predict,” “forecast,”

“objective,” “remain,” “anticipate,” “estimate,” “potential,” “continue,” “plan,” “project,” “targeting,” or the negative of these terms or other similar terminology. Forward-looking statements involve significant known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of Masonite, or industry results, to be materially different from any future plans, goals, targets, objectives, results, performance or achievements expressed or implied by such forward- looking statements. As a result, such forward-looking statements should not be read as guarantees of future performance or results, should not be unduly relied upon, and will not necessarily be accurate indications of whether or not such results will be

  • achieved. Factors that could cause actual results to differ materially from the results discussed in the forward-looking statements include, but are not limited to, downward trends in our end markets and in economic conditions; reduced levels of residential

new construction; residential repair, renovation and remodeling; and non-residential building construction activity due to increases in mortgage rates, changes in mortgage interest deductions and related tax changes and reduced availability of financing; competition; the continued success of, and our ability to maintain relationships with, certain key customers in light of price increases and customer concentration and consolidation; tariffs and evolving trade policy and friction between the United States and

  • ther countries, including China, and the impact of anti-dumping and countervailing trade cases; increases in prices of raw materials and fuel; increases in labor costs, the availability of labor, or labor relations (i.e., disruptions, strikes or work stoppages);
  • ur ability to manage our operations including anticipating demand for our products, managing disruptions in our operations, managing manufacturing realignments (including related restructuring charges), managing customer credit risk and successful

integration of acquisitions; the continuous operation of our information technology and enterprise resource planning systems and management of potential cyber security threats and attacks; our ability to generate sufficient cash flows to fund our capital expenditure requirements, to meet our pension obligations, and to meet our debt service obligations, including our obligations under our senior notes and our ABL Facility; political, economic and other risks that arise from operating a multinational business; uncertainty relating to the United Kingdom's exit from the European Union; fluctuating exchange and interest rates; our ability to innovate and keep pace with technological developments; product liability claims and product recalls; retention of key management personnel; limitations on operating our business as a result of covenant restrictions under our existing and future indebtedness, including our senior notes and our ABL Facility; and environmental and other government regulations, including the FCPA, and any changes in such regulations.

NON-GAAP FINANCIAL MEASURES

Our management reviews net sales and Adjusted EBITDA (as defined below) to evaluate segment performance and allocate resources. Net assets are not allocated to the reportable segments. Adjusted EBITDA is a non-GAAP financial measure which does not have a standardized meaning under GAAP and is unlikely to be comparable to similar measures used by other companies. Adjusted EBITDA should not be considered as an alternative to either net income or operating cash flows determined in accordance with GAAP. Additionally, Adjusted EBITDA is not intended to be a measure of free cash flow for management's discretionary use, as it does not include certain cash requirements such as interest payments, tax payments and debt service

  • requirements. Adjusted EBITDA is defined as net income attributable to Masonite adjusted to exclude the following items: depreciation; amortization; share based compensation expense; loss (gain) on disposal of property, plant and equipment; registration

and listing fees; restructuring costs; asset impairment; loss (gain) on disposal of subsidiaries; interest expense (income), net; loss on extinguishment of debt; other expense (income), net; income tax expense (benefit); loss (income) from discontinued

  • perations, net of tax; and net income (loss) attributable to non-controlling interest. This definition of Adjusted EBITDA differs from the definitions of EBITDA contained in the indentures governing the 2026 and 2028 Notes and the credit agreement

governing the ABL Facility. Adjusted EBITDA, as calculated under our ABL Facility or senior notes would also include, among other things, additional add-backs for amounts related to: cost savings projected by us in good faith to be realized as a result of actions taken or expected to be taken prior to or during the relevant period; fees and expenses in connection with certain plant closures and layoffs; and the amount of any restructuring charges, integration costs or other business optimization expenses or reserve deducted in the relevant period in computing consolidated net income, including any one-time costs incurred in connection with acquisitions. Adjusted EBITDA is used to evaluate and compare the performance of the segments and it is one of the primary measures used to determine employee incentive compensation. Intersegment sales are recorded using market prices. We believe that Adjusted EBITDA, from an operations standpoint, provides an appropriate way to measure and assess segment

  • performance. Our management team has established the practice of reviewing the performance of each segment based on the measures of net sales and Adjusted EBITDA. We believe that Adjusted EBITDA is useful to users of the consolidated financial

statements because it provides the same information that we use internally to evaluate and compare the performance of the segments and it is one of the primary measures used to determine employee incentive compensation. Adjusted EBITDA margin is defined as Adjusted EBITDA divided by Net Sales. Management believes this measure provides supplemental information on how successfully we operate our business. Adjusted EPS is diluted earnings per common share attributable to Masonite (EPS) less restructuring costs, asset impairment charges, loss (gain) on disposal of subsidiaries, loss on extinguishment of debt and other items, if any, that do not relate to Masonite’s underlying business performance (each net of related tax expense (benefit)). Management uses this measure to evaluate the overall performance of the Company and believes this measure provides investors with helpful supplemental information regarding the underlying performance of the Company from period to period. This measure may be inconsistent with similar measures presented by other companies. Free cash flow is a non-GAAP liquidity measure used by investors, financial analysts and management to help evaluate the Company's ability to generate cash to pursue opportunities that enhance shareholder value. Free cash flow is not a measure of residual cash flow available for discretionary expenditures due to our mandatory debt service requirements. As a conversion ratio, free cash flow is compared to adjusted net income (loss) attributable to Masonite. Free cash flow and free cash flow conversion are used internally by the Company for various purposes, including reporting results of operations to the Board of Directors of the Company and analysis of performance. Management believes that these measures provide a useful representation of our operational performance and liquidity; however, the measures should not be considered in isolation or as a substitute for net cash flow provided by operating activities or net income attributable to Masonite as prepared in accordance with GAAP.

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COMPANY OVERVIEW

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Company Overview

Masonite at a Glance

  • Net Sales of ~$2.2 billion in 2019
  • ~32 million doors sold in 2019
  • Serving approximately 8,500 customers in 60 countries
  • Established leadership positions* in all targeted product categories in North America

2019 Net Sales by Segment 2019 Global Net Sales of Doors by End Market

(*) – Defined as #1 or #2 in North America

Residential new construction 36% Residential repair, renovation and remodeling 48% Total non- residential construction 16%

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Segment Overview

  • 1 of 2 vertically integrated residential interior

door manufacturers in North America

  • Established leadership positions1 in interior

molded, steel, fiberglass and stile & rail doors

(1) Defined as #1 or #2 in North America (2) DW3 was acquired on January 30, 2018 (3) Other consists of stock doors, multifamily and retail

North American Residential

Net Sales by End Market Net Sales by Customer Channel

  • Acquisitions have expanded UK product
  • ffering across interior and exterior doors
  • Innovative “Go-to-Market” business model

with Door-Stop International and DW32

Europe

European Net Sales Net Sales by End Market

  • Vertically integrated Architectural wood door

manufacturer in North America

  • Established leadership positions1 in interior

wood doors, door core and veneers

Architectural

Net Sales by End Market

RRR ~55% New Residential Construction ~45% Wholesale ~65% Retail ~35% UK ~90% Other ~10% RRR, 65.0% New Residential, 30.0% Mixed Use, 5.0% Office Education/Govt Healthcare Hospitality Other3

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Vertical Integration

Three layers of vertically integrated supply chain; Residential example shown here: Components Production

► 5 molded facilities globally

  • 8 press lines
  • Replacement value of >$1

billion

► Additional plants produce

door core and other components Slab Assembly

► 14 North American

assembly plants

  • 8 producing interior
  • 5 producing steel entry
  • 3 producing FG entry

► 4 UK plants

Door Fabrication

► 9 North American facilities ► Services retail customers

and contractors/installers

► Pre-hanging and

pre-finishing services Similar vertical integration employed in Architectural business

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Environmental

  • Wood
  • Recycled Fibers
  • FSC Certifications
  • Rapidly Renewable Wheat

Straw Door Cores

  • Zero Waste: 2 UK Facilities
  • Energy: LED Retrofits
  • AIR: Bio-scrubber at Largest

Mill

Social

  • Workforce:
  • Engagement Surveys
  • Target Zero Safety
  • Training & Development
  • Investor Perception Studies
  • Community Involvement
  • Vendor Code of Conduct
  • ‘Doors That Do More’

Governance

  • Board of Directors
  • 90% Independent
  • 100% Independent Comm.
  • 20% Female
  • Values
  • Board & Executive Stock

Ownership Guidelines

  • Ethics Hotline
  • Robust Code of Conduct

Corporate Responsibility Highlights

Purpose: We Help People Walk Through Walls

Masonite Board of Directors has ESG Oversight

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8 1969 1974 1979 1984 1989 1994 1999 2004 2009 2014 2019

35 40 45 50 55 60 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

End Market Trends

Source: Architectural Billings Index (Rolling 12 month average) Score above 50 indicates a positive outlook for spending Source: U.S. Census Bureau (Actuals)

US New Housing Starts

(1969 – 2019)

US Non-residential Building Index

(2009 – 2019)

UK Housing Starts

(2014 – 2018)

Source: ONS/National House Building Council (NHBC) 50 yr. avg.

Europe Architectural NA Residential

2014 2015 2016 2017 2018

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Historical Performance & Growth

Net Sales

  • Adj. EBITDA* & Margin

(*) – See safe harbor/non-GAAP financial measures on page 2 for definitions and other information and appendix for non-GAAP reconciliations. 2016 and 2017 Adj. EBITDA totals reflects recent accounting changes related to pension costs.

Solid Adjusted EBITDA* Growth and Margin Expansion

Net Sales 2014 to 2019 = ~3% CAGR

  • Adj. EBITDA* 2014 to 2019 = ~16% CAGR

$137 $204 $252 $255 $268 $283 7.5% 10.9% 12.8% 12.5% 12.3% 13.0% 2014 2015 2016 2017 2018 2019 Adj EBITDA* Adj EBITDA* Margin

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  • Plant Transformation

 13-week long focused improvement events, with multiple teams across a single site, addressing entire value streams

  • PIT Crews

 Performance Improvement Teams drive rapid improvement projects in specific areas

  • Training and Standards

 Provides the toolset for our employees to drive continuous improvement programs

Footprint Optimization Portfolio Optimization MVantage Operating System Successfully completed previously announced 2019 footprint and portfolio actions

Margin Improvement Initiatives

  • Completed all 4 announced

closures of North American manufacturing sites

  • Announced additional

consolidation actions as part of 2019 plan

  • New residential door

assembly plant in Tijuana, Mexico

 Designed to support the North American Residential market at a lower cost

  • Completed the final non-

core UK business divestiture in 4Q19

 Divestitures driving improved margin

  • Product portfolio actions

supporting higher AUP and margins

 Exit of low margin SKUs in Mexico  Streamlining NA entry door SKUs

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Debt Profile

(*) – See safe harbor/non-GAAP financial measures on page 2 for definitions and other information and appendix for non-GAAP reconciliations (1) – Net debt equals total debt less unrestricted cash

Leverage Ratios1 Existing Issuances Coverage Ratios Debt Maturity Schedule (millions of USD)

  • $300 million Senior Unsecured Notes

@ 5.75% due 2026

  • $500 million Senior Unsecured Notes

@ 5.375% due 2028

2.8x 2.2x 0.0x 1.0x 2.0x 3.0x 4.0x 2015 2016 2017 2018 2019

Total Debt Net Debt

6.1x 4.3x 0.0x 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 7.0x 8.0x 9.0x 10.0x 2015 2016 2017 2018 2019

  • Adj. EBITDA* / Int

(Adj. EBITDA* - Capex) / Int

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12 12 (*) – See safe harbor/non-GAAP financial measures on page 2 for definitions and other information and appendix for non-GAAP reconciliations (^) – 12 months ended (1) – Net debt equals total debt less unrestricted cash

Liquidity, Credit & Debt Profile

Credit & Debt (millions of USD)

TTM Adj. EBITDA* $283 $268 TTM Interest Expense $47 $39 Total Debt $791 $796 Net Debt1 $624 $680

4Q19 4Q18 12/29/2019^ 12/30/2018^

Unrestricted cash $167 $116 Total available liquidity $377 $265 Cash flow from operations $222 $203 Capital expenditures $83 $82 Share repurchases $60 $167

Liquidity & Cash Flow (millions of USD) Continued Improvement in Leverage Ratios, Operating CF and FCF Conversion

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2020 Backdrop^

  • NA Residential pricing strategy implementation

 Meaningful improvements in Adjusted EBITDA* Margin due to higher AUP, partially offset by anticipated volume losses  Initiatives already launched related to $100M planned incremental investment over 5 years

  • MVantage initiatives driving operational

improvements to help mitigate labor inflation

  • Continued focus on sourcing initiatives to offset

commodity inflation and tariffs where possible

 Potential for higher costs to mitigate risk of Asian supply chain disruptions

  • Incremental benefits from previously

announced footprint and portfolio actions

  • North America housing fundamentals

 Planning for modest US new construction growth and nominal US RRR growth  Expect no growth in Canada housing

  • Macroeconomic factors

 Post-Brexit transition impact on UK economy; potential for modest declines in UK housing

  • Labor market dynamics

 Continued inflation in US wages, benefits and hiring costs given competition for talent  Higher UK minimum wage levels established

  • Supply chain

 Moderating but continued commodity inflation  Expect current tariff levels are maintained

Company Initiatives Market Factors

(^) – Our 2020 backdrop, as previously discussed on February 19th, 2020, is a forward-looking statement and subject to risks and uncertainties. See "Safe Harbor/Forward Looking Statement” (*) – See safe harbor/non-GAAP financial measures on page 2 for definitions and other information and appendix for non-GAAP reconciliations

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2020 Outlook^

2020 P&L Metrics

Net Sales Growth Adjusted EPS* + 2% - 7% $4.25 - $5.25 Adjusted EBITDA* $310 - $345M Capital Expenditures Cash Taxes

Cash Flow Drivers

(^) –Our 2020 outlook, as previously discussed on February 19th, 2020, is a forward-looking statement and subject to risks and uncertainties. See "Safe Harbor/Forward Looking Statement” (*) – See definition of non-GAAP financial measures on page 2. We are not providing a quantitative reconciliation of our Adjusted EBITDA or Adjusted EPS outlook to the corresponding GAAP information because the GAAP measures that we exclude from our Adjusted EBITDA and Adjusted EPS outlook are difficult to predict and are primarily dependent on future uncertainties.

Free Cash Flow* Conversion $70 - $75M $18 - $22M > 100%

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Cash Flow

Working Capital Capex

Acquisitions Shareholder

Returns

Cash Flow Priorities

Priorities

► Fund working capital needs ► Invest in organic growth initiatives ► Pursue value-added acquisitions ► Return excess cash to shareholders

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APPENDIX

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Reconciliation of Net income (loss) attributable to Masonite to Adjusted EBITDA

(in thousands)

December 29, 2013 December 28, 2014 January 3, 2016 January 1, 2017 December 31, 2017 December 30, 2018 December 29, 2019

Net income (loss) attributable to Masonite (11,010) $ (37,340) $ (47,111) $ 98,622 $ 151,739 $ 92,710 $ 44,602 $ Plus: Depreciation 62,080 60,622 59,160 57,604 57,528 59,089 70,736 Amortization 17,058 21,722 23,725 24,727 24,375 28,583 29,113 Share based compensation expense 7,752 9,605 13,236 18,790 11,644 7,681 10,023 Loss (gain) on disposal of property, plant and equipment (1,775) 3,816 1,371 2,111 1,893 3,470 6,396 Registration and listing fees 2,421

  • Restructuring costs

10,630 11,137 5,678 1,445 850 1,624 9,776 Asset impairment 1,904 18,202 9,439 1,511

  • 5,243

13,767 Loss (gain) on disposal of subsidiaries

  • 59,984

(6,575) 212

  • 14,260

Interest expense, net 33,230 41,525 32,884 28,178 30,153 39,008 46,489 Loss on extinguishment of debt

  • 28,046
  • 5,414

14,523 Other expense (income), net 2,316 (587) (1,757) (2,459) (2,153) (2,533) 1,953 Income tax expense (benefit) (21,377) 4,533 14,172 21,787 (27,560) 23,813 17,309 Loss from discontinued operations, net of tax 598 630 908 752 583

  • Net income attributable to non-controlling interest

2,050 3,222 4,462 5,520 5,242 3,834 4,437 Adjusted EBITDA 105,877 $ 137,087 $ 204,197 $ 252,013 $ 254,506 $ 267,936 $ 283,384 $

Year Ended