NYSE: GBX May 2020 Investor.Relations@gbrx.com www.gbrx.com Safe - - PowerPoint PPT Presentation

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NYSE: GBX May 2020 Investor.Relations@gbrx.com www.gbrx.com Safe - - PowerPoint PPT Presentation

NYSE: GBX May 2020 Investor.Relations@gbrx.com www.gbrx.com Safe Harbor Statement SAFE HARBOR STATEMENT UNDER THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995: This presentation may contain forward -looking statements, including any


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SLIDE 1

NYSE: GBX

May 2020

Investor.Relations@gbrx.com www.gbrx.com

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SLIDE 2

Safe Harbor Statement

“SAFE HARBOR” STATEMENT UNDER THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995: This presentation may contain forward-looking statements, including any statements that are not purely statements of historical fact. Greenbrier uses words, and variations of words, such as “affirms,” “anticipates,” “believes,” “forecast,” “potential,” “goal,” “contemplates,” “expects,” “intends,” “plans,” “projects,” “hopes,” “seeks,” “estimates,” “strategy,” “could,” “would,” “should,” “likely,” “will,” “may,” “can,” “designed to,” “future,” “foreseeable future” and similar expressions to identify forward-looking statements. These forward-looking statements include, without limitation, the information under the heading “Fiscal 2020 Outlook”, “Supplemental Information – 2020 Fiscal Year Guidance and Outlook”, and any other information regarding future performance and strategies. These forward-looking statements are not guarantees of future performance and are subject to certain risks and uncertainties that could cause actual results to differ materially from the results contemplated by the forward-looking statements. Factors that might cause such a difference include, but are not limited to, the cyclical nature of our business, economic downturns and a rising interest rate environment; changes in our product mix due to shifts in demand or fluctuations in commodity and energy prices; a decline in performance or demand of the rail freight industry; an oversupply or increase in efficiency in the rail freight industry; difficulty integrating acquired businesses or joint ventures; inability to convert backlog to future revenues; risks related to our operations outside of the U.S., including anti-bribery violations; governmental policy changes impacting international trade and corporate tax; the loss of or reduction of business from one or more of our limited number of customers; inability to lease railcars at satisfactory rates, or realize expected residual values on sale of railcars at the end of a lease; shortages of skilled labor, increased labor costs, or failure to maintain good relations with our workforce; equipment failures, technological failures, costs and inefficiencies associated with changing of production lines, or transfer of production between facilities; inability to compete successfully; suitable joint ventures, acquisition opportunities and new business endeavors may not be identified or concluded; inability to complete capital expenditure projects efficiently, or to cause capital expenditure projects to operate as anticipated; inability to design or manufacture products or technologies, or to achieve timely certification or market acceptance of new products or technologies; unsuccessful relationships with our joint venture partners; environmental liabilities, including the Portland Harbor Superfund Site; the timing of our asset sales and related revenue recognition may result in comparisons between fiscal periods not being accurate indicators of future performance; attrition within our management team or unsuccessful succession planning for members of our senior management team and other key employees who are at or nearing retirement age; changes in the credit markets and the financial services industry; volatility in the global financial markets; our actual results differing from our announced expectations; fluctuations in the availability and price of energy, freight transportation, steel and other raw materials; inability to procure specialty components or services on commercially reasonable terms or on a timely basis from a limited number of suppliers; our existing indebtedness may limit our ability to borrow additional amounts in the future, may expose us to increasing interest rates, and may expose us to a material adverse effect on our business if we are unable to service our debt or obtain additional financing; train derailments or

  • ther accidents or claims; changes in or failure to comply with legal and regulatory requirements; an adverse outcome in any pending or future litigation or investigation; potential misconduct by employees; labor

strikes or work stoppages; the volatility of our stock price; dilution to investors resulting from raising additional capital or due to other reasons; product and service warranty claims; misuse of our products by third parties; write-downs of goodwill or intangibles in future periods; conversion at our option of our outstanding convertible notes resulting in dilution to our then-current stockholders; as a holding company with no

  • perations, our reliance on our subsidiaries and joint ventures and their ability to make distributions to us; our governing documents, the terms of our convertible notes, and Oregon law could make a change of

control or acquisition of our business by a third party difficult; the discretion of our Board of Directors to pay or not pay dividends on our common stock; fluctuations in foreign currency exchange rates; inability to raise additional capital to operate our business and achieve our business objectives; shareholder activism could cause us to incur significance expense, impact our stock price, and hinder execution of our business strategy; cybersecurity risks; updates or changes to our information technology systems resulting in problems; inability to protect our intellectual property and prevent its improper use by third parties; claims by third parties that our products or services infringe their intellectual property rights; liability for physical damage, business interruption or product liability claims that exceed our insurance coverage; inability to procure adequate insurance on a cost-effective basis; changes in accounting standards or inaccurate estimates or assumptions in the application of accounting policies; fires, natural disasters, severe weather conditions or public health crises; unusual weather conditions which reduce demand for our wheel-related parts and repair services; business, regulatory, and legal developments regarding climate change which may affect the demand for our products or the ability of our critical suppliers to meet our needs; repercussions from terrorist activities or armed conflict; unanticipated changes in our tax provisions or exposure to additional income tax liabilities; the inability of certain of our customers to utilize tax benefits or tax credits; and suspension or termination of our share repurchase program. More information on these risks and other potential factors that could cause our results to differ from our forward-looking statements is included in the Company’s filings with the SEC, including in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of the Company’s most recently filed periodic reports on Form 10-K and subsequent Form 10-Q filing. Except as otherwise required by law, the Company assumes no obligation to update any forward-looking statements or information, which speak as of their respective dates. Readers are cautioned not to place undue reliance on these forward-looking statements, which reflect management’s opinions only as of the date hereof.

1

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SLIDE 3

Greenbrier Overview

  • Leading manufacturer of railcars in North America,

Europe and South America

  • Robust customer offering due to diverse product mix

at low-cost, flexible manufacturing facilities

  • Large aftermarket business provides stability and

strategic benefits throughout business cycles

  • Unique leasing model captures more value

throughout the railcar life cycle

  • Strategic market position with multiple growth drivers
  • Continued focus on cash flow, investing in high

return projects and shareholder returns

  • Strong liquidity profile and conservative approach

to balance sheet management

$3.2bn

backlog(1)

9%

revenue CAGR since 1994

2.1x

net debt / adj. EBITDA(1)

~$620mn

in available liquidity(1)

~6.3%

dividend yield(2)

~$269mn

returned to shareholders(1) 2

(1) As of February 29, 2020 (2) As of April 29, 2020

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SLIDE 4

Complementary Operating Segments

RAILCAR MANUFACTURING

Global manufacturer of railcars producing virtually all types of railcars for the North American, European and Brazilian markets. We are the North American market leader in intermodal railcar production.

RAILCAR LEASING

Greenbrier Leasing fleet of 10,300 railcar fleet in North America, covering numerous car types which serve multiple market segments.

RAILCAR MANAGEMENT

Greenbrier Management Services (GMS) is North America’s most comprehensive railcar management solutions provider. We manage 389,000 railcars and maintain a steadfast customer commitment.

WHEELS, REPAIR & PARTS

With decades of experience and industry leadership, we deliver seamless services and solutions throughout the lifecycle of a railcar that allow owners and shippers to focus on core business activities.

MARINE MANUFACTURING

Our deep-water facility has built a diverse portfolio of more than 2,000 marine vessels since 1919, with emphasis on ocean-going barges, including heavy-lift deck barges, double-hull tank barges and many other heavy industrial products.

Greenbrier’s unique business model delivers superior value to customers by creating customized freight car solutions over the entire life of a railcar. Our diversified portfolio of quality products and services enhances our financial performance across the business cycle.

3

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SLIDE 5

Broad Operational Footprint

4

Greenbrier employs 13,500 employees across North and South America, Europe and the Middle East.

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SLIDE 6

Guided by Our Core Values

(1) Days Away, Restricted, and Transferred

ENVIRONMENT

Advancing Sustainability

“We are committed to environmental protection and awareness. We manufacture products that help minimize the environmental impact of freight transportation as a whole.“

  • Design advancements to have

reduced tare weight in our railcars directly results in lower fuel consumption and reduced greenhouse gas emissions

  • If 10% of freight moved by truck

was shifted to rail, the result would be equivalent to1.8 million automobiles being taken off the road.

SAFETY

Leading the Industry Worldwide

“Our dedication to ensuring employee safety, health, diversity and inclusion has paved the way to numerous awards and overall employee satisfaction with Greenbrier as an employer of choice.”

  • Received multiple annual

recognitions by the Portland Business Journal as a ‘Most Admired Company’

  • OSHA injury and DART1 rates have

improved by >60% over the last six years

SOCIAL

Contributing to Our Communities

“We believe it is a privilege to be good neighbors in every community where we operate, which is why we are careful to foster a spirit of civic engagement and volunteerism.”

  • Our charitable giving program

actively encourages employees to provide service to their local communities

  • In fiscal 2019 we donated over

$600,000 and tens of thousands

  • f volunteer hours to a wide

range of different causes.

GOVERNANCE

Putting People First

“We are committed to workforce diversity at all levels, including senior management and Board of Directors

  • positions. As we continue to expand

globally we intend for that trend to accelerate.”

  • Greenbrier’s current percentage of

female board members is 30%, exceeding the 2020 Women on Boards target

  • 80% of directors are independent

Leading the Industry Worldwide Advancing Sustainability Contributing to Our Communities Putting People First

5

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SLIDE 7

Unique Model Provides Maximum Value

(1)Data as of 2/29/2020

6,000

long-term

  • wned units

4,300

short-term

  • wned units

389K

managed units

Greenbrier’s unique lease syndication model provides an additional avenue to sell railcars and generated over $1.2 billion

  • f revenue over the last few years

Railcars ordered for direct sale or lease Manufacturing builds

  • rdered cars

Railcars delivered and revenue recognized by Manufacturing

MANUFACTURING

Cars temporarily reside on Greenbrier’s balance sheet (“Leased railcars for Syndication”), generating income for Leasing & Services Unit

HOLD

Cars aggregated and sold to 3rd party investors (non- recourse to GBX), creating sales price premium due to attached lease. Revenue recognized by Manufacturing

SYNDICATE

Long term management fees are often earned through servicing fleet now owned by investors Revenue recognized by Leasing & Services

MANAGE

LEASING & SERVICES

LEASING & SERVICES BY THE NUMBERS(1)

6

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SLIDE 8

Strong Balance Sheet and Liquidity Provide Flexibility

Liquidity Summary ($ in millions)

(1) Net debt is defined as gross debt plus debt discount less cash (2) Adjusted EBITDA exclude gain on contribution to GBW, restructuring charges, goodwill impairment and other special items

5.5x 4.6x 2.7x 2.0x 1.1x 0.5x 0.2x 0.0x (0.1x) 1.9x 2.1x

  • 1.0x

0.0x 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 LTM 2/29/20 $99 $50 $54 $97 $185 $173 $223 $611 $531 $330 $170 $105 $192 $299 $304 $321 $268 $350 $339 $450 $312 $450

$204 $242 $353 $401 $506 $441 $573 $950 $981 $641 $620

$0 $200 $400 $600 $800 $1,000 $1,200

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2/29/20

Cash Borrowing Availability

Net Funded Debt(1) / Adjusted EBITDA(2)

Recent increase due to ARI acquisition financing

7

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SLIDE 9

Manufacturing Flexibility Vital as Demand Changes

Source: FTR Associates – Rail Equipment Outlook (March 2020)

  • 10,000

20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000

2010 2011 2012 2013 2014 2015 2016 2017A 2018A 2019F 2020F 2021F 2022F 2023F 2024F

North American Industry Deliveries

Box

  • Cov. Hoppers

Coal Gondolas Flat Intermodal Tanks Other

Long-term average ~50,000 units

8

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SLIDE 10

Railcar Backlog Provides Earnings Visibility

$1.2 $0.4 $1.2 $1.2 $1.5 $3.3 $4.7 $3.2 $2.8 $2.7 $3.3 $3.1 $3.2 $87 $79 $80 $112 $106 $106 $114 $116 $98 $100 $108 $108 $103

$- $20 $40 $60 $80 $100 $120 $140 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 $4.5 $5.0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 1Q 20 2Q 20 Average Sales Price/Unit ($ in thousands) Balcklog Value ($ in billions)

Backlog units

13,400 5,300 15,400 10,700 14,400 31,500 41,300 27,500 28,600 27,400 30,300 28,500 30,800

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SLIDE 11

50% stake in GGSynergy SA de C.V.

Strategic Initiatives Drive Growth

19.5% stake in Amsted-Maxion Hortolandia (rebranded Greenbrier-Maxion) 19.5% stake in Amsted-Maxion Cruzeiro 5% stake in Amsted-Maxion Cruzeiro 68% stake in Rayvag ASTRA Rail 40.5% stake in Greenbrier-Maxion ARI Acquisition GBSummit

2014 2015 2016 2017 2018 2019

5% stake in Amsted-Maxion Cruzeiro

10

Began delivery of approximately 1,200 railcars into the Kingdom of Saudi Arabia

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SLIDE 12

Grow core North American market Expand international operations Grow at scale in new and existing markets

Acquiring ARI’s Manufacturing assets aligns with our strategy and positions us for near and long-term success

Extend talent base through a deeper talent pipeline

GBX Communicated Strategy Acquisition of ARI Manufacturing Assets

ARI Acquisition Delivers on Our Strategic Commitments

11

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SLIDE 13

Growing Our Addressable Market

12

Product diversification and geographic expansion has grown the GBX new railcar manufacturing market by ~420%

Source: SCI Multiclient Studies, Global Market Trends, 2017; RSI ARCI, public filings (April 2020)

434,000 1,441,000 1,462,000 700,000 23,000 130,000 1,163,000 200,000 200,000

500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000

2007 2015 Current

Total Addressable Market

N.A. market not addressed by GBX (ex. Coal) Brazil market Turkey market Europe maket N.A. market addressed by GBX 1,597,000 2,454,000 1,605,000 100% = 88,116 units

September 2006*

100% = 46,330 units

March 2020**

*September 2006 represents the industry backlog prior to Greenbrier’s extensive transformations **March 2020 represents the most recent comparable period

North American Backlog

GBX, 13% GBX, 50% TRN, 36% TRN, 28% Other, 16% Other, 24%

0% 20% 40% 60% 80% 100%

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SLIDE 14

$90 $112 $129 $113 $254 $434 $474 $64 $76 $103 $161 $163 $317 $318 $291 $- $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 ($ in millions)

Adjusted EBITDA

Peak Trough Transition Average EBITDA during ‘05-’08 peak: $111 Average EBITDA during ‘14-’16 peak: $387 Average EBITDA during ’09-’10 trough: $70

Increased Profitability Through Cycles

13

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SLIDE 15

1.9x

  • 1.0x

0.0x 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Net Debt(3) / Adj. EBITDA(2)

23.4 5 10 15 20 25 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Deliveries (in thousands)

Deliveries(1)

$2.87 $(1.00) $- $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

  • Adj. diluted EPS(2)

Strong Financial Performance

(1) Beginning in 2017, results include Greenbrier - Maxion, our Brazilian railcar manufacturer, which is accounted for under the equity method (2) Adjusted diluted EPS & Adjusted EBITDA exclude Goodwill impairment, Restructuring charges, ARI acquisition/integration costs and other Special Items (3) Net debt is defined as Gross funded debt less Cash

($ in millions, except EPS)

$3,034 $- $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Revenue 14

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SLIDE 16

Long Term Market Drivers

  • Gross margin reflected improved product mix and contract

modification fee

  • International diversification supports ongoing backlog visibility

and mitigates volatility in domestic market

  • Synergies from ARI acquisition of $7.1 million have been

achieved to date in fiscal 2020

  • Environmental concerns favor more fuel-efficient means of

transport

  • U.S. highway congestion, driver shortage, regulation and aging

infrastructure constrain trucking

  • Potential for significant pent up demand in Europe due to

environmental concerns and replacement cycle

  • Strong growth projections for Brazilian market

Recent Quarterly Developments

0% 4% 8% 12% 16% 20% 24%

$- $0.4 $0.8 $1.2 $1.6 $2.0 $2.4

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 LTM 2/29/20

Gross margin $ in Billions

Revenue Gross Margin

Manufacturing Segment Update

Revenue and Gross Margin % Backlog

  • 10,000

20,000 30,000 40,000 50,000 $- $1.0 $2.0 $3.0 $4.0 $5.0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Q2 2020 in Thousands $ in Billions New Railcar Backlog New Railcar Backlog (units)

15

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SLIDE 17

Long Term Market Drivers

  • Higher wheelset volume due to winter seasonality
  • Sequential improved profitability from wheel volumes and

repair network operational improvements

  • Ongoing strategic evaluation and optimization of the railcar

repair network

  • Capex is expected to be ~$10 million in FY 2020, primarily

related to enhancements to our existing facilities

  • Wheel demand driven by rail ton-miles, which have been

impacted by decline in transported coal volumes

  • Ton-miles and equipment upgrades drive repair spending

Recent Quarterly Developments

Wheels, Repair & Parts Segment Update

Revenue and Gross Margin %(1) Capital Expenditures

0% 4% 8% 12%

$- $1.0 $2.0 $3.0 $4.0 $5.0 $6.0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 LTM 2/29/20

Gross margin $ in Thousands

Revenue Gross Margin

(1) Pre-2014 results include legacy Repair operations which were contributed to GBW Railcar

JV in July 2014. In August 2018, the GBW Railcar Services joint venture was dissolved resulting in 12 repair locations returning to Greenbrier which are included in the Wheels, Repair & Parts segment. 5,000 10,000 15,000 20,000 25,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 LTM 2/29/20

$ in Thousands

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SLIDE 18

50 100 150 200 250 300 350 400 450 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2Q20 in Thousands

Long Term Market Drivers

  • Sequential increase in revenue reflects higher volume of

externally sourced railcars for syndication

  • Lower margins on externally sourced railcar syndications;

excluding this activity, gross margin would be 47.2%

  • Trend of increasing private (“leasing / shipping companies”)

railcar ownership expected to continue

  • Users seek flexibility and financial institutions seek yield
  • Opportunities created for partnering, service contracts and

enhanced margins

Recent Quarterly Developments

Leasing & Services Segment Update

Revenue and Gross Margin % Managed Fleet

0% 10% 20% 30% 40% 50% 60% 70%

$- $0.5 $1.0 $1.5 $2.0 $2.5 $3.0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 LTM 2/29/20

Gross margin $ in Thousands

Revenue Gross Margin

17

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SLIDE 19

Business Response to Market Conditions

Ensure the safety of our employees

  • Policies meeting or exceeding CDC

recommendations at all facilities worldwide

  • Expanded health screenings, including

temperature readings, and operating through split shifts and enhanced social distancing to reduce the number of employees in a location at the same time

Maintain operational capabilities

  • Operations constitute “Essential

Infrastructure” and “Essential Business” under “stay at home” orders issued in all U.S. jurisdictions where Greenbrier

  • perates
  • Entire operating network remains
  • nline

Preserve our economic well- being

  • Taking swift action to achieve

efficiencies with the aim of continuing revenue generating operations and maintaining liquidity

  • Aggressive actions to adjust production

lines and reduce overhead leaves little

  • pen production for the remainder of

the fiscal and calendar years

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SLIDE 20
  • Reduced 20% of workforce, primarily in Mexico, in

the first six months of FY 2020

  • Non-essential capital expenditures have been

eliminated for FY 2020

  • Eliminated non-essential travel and implemented

hiring freeze

  • Board of Directors, including CEO, have reduced

annual compensation

  • Reducing overhead and other SG&A spending
  • Evaluating other strategic actions

Near-Term Focus on Liquidity and Cash Flow

Planned Reductions in Capex Actions to Maximize Cash Flow

$176.8 $198.2 $140.0 $95.0 2018 2019 Initial 2020 Revised 2020 $ in Millions 2018 2019 Initial 2020 Revised 2020

19

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SLIDE 21

Appendix

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SLIDE 22

Key Operational Metrics

26,000 26,100 30,300 28,500 30,800 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 5,100 6,500 7,300 6,200 4,500 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 1,200 1,500 1,800 200 500 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20

(1) Results include Greenbrier-Maxion, our Brazilian railcar manufacturer, which is accounted for under the equity method

Backlog(1) Deliveries(1) Syndicated Deliveries Orders for 8,500 railcars valued at $815 million received during Q2 FY 20 contributes to $3.2 billion backlog including tank cars, covered hoppers, gondolas, automotive & flats and boxcars.

21

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SLIDE 23

Income Statement Highlights

Revenue ($ millions) Adjusted EBITDA ($ millions)(1) Adjusted Diluted EPS(1)

$658.7 $856.2 $914.2 $769.4 $623.8 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 $38.8 $84.4 $109.4 $74.2 $71.6 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 $0.11 $0.89 $1.31 $0.30 $0.46 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20

(1) See Slides 25 and 27 for Reconciliation

Q2 FY 20 gross margin of 13.8% and Adjusted EBITDA margin of 11.5% led by improved product mix and customer payment related to contract modification.

22

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SLIDE 24

Balance Sheet & Cash Flow

(1) Investment in Unconsolidated Affiliates included to reflect investments in unconsolidated joint ventures (2) Excludes debt discounts and issuance costs (3) $ in millions

Operating Cash Flow(3)

Net Capex & Invest. in Unconsolidated Affiliates(1) (3)

Net Funded Debt(2) (3)

$198.4 $180.2 $558.0 $629.5 $713.0 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 $(49.5) $52.5 $72.9 $(70.3) $(62.9) 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 $39.9 $14.9 $23.5 $(2.7) $(8.1) 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20

Available liquidity of $620 million at February 29, 2020, excluding targeted increases.

23

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SLIDE 25

Manufacturing

($ in millions) 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 Revenues $476.0 $681.6 $802.1 $657.4 $489.9 Gross Margin $33.0 $90.8 $116.1 $75.5 $67.6 Gross Margin % 6.9% 13.3% 14.5% 11.5% 13.8% Operating Margin % 2.9% 10.6% 11.8% 8.1% 9.4% Capital Expenditures $23.0 $20.3 $24.3 $18.8 $12.8 New Railcar Backlog $2,660 $2,740 $3,280 $3,090 $3,160 New Railcar Backlog (units) 26,000 26,100 30,300 28,500 30,800 Deliveries (units) (1) 4,500 6,500 7,300 5,900 3,700

Leasing & Services

($ in millions, except managed fleet) 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 Revenues $57.4 $49.6 $26.4 $25.4 $42.7 Gross Margin $14.0 $10.6 $13.4 $12.0 $11.9 Gross Margin % 24.4% 21.4% 50.7% 47.3% 27.8% Operating Margin % 36.7% 30.9% 41.2% 38.5% 30.0% Net Capital Expenditures(2) $16.0 ($7.3) ($8.9) ($24.6) ($12.3) Managed fleet (000’s) 372 374 380 385 389 Lease Fleet Utilization 97.4% 97.3% 93.3% 89.6% 88.7%

Wheels, Repair & Parts

($ in millions) 2Q 19 3Q 19 4Q 19 1Q 20 2Q 20 Revenues $125.3 $125.0 $85.7 $86.6 $91.2 Gross Margin $6.8 $5.2 $4.1 $4.7 $6.9 Gross Margin % 5.4% 4.1% 4.7% 5.4% 7.5% Operating Margin % 2.3% (7.1%) (0.2%) 1.3% 3.6% Capital Expenditures $1.1 $1.9 $8.2 $1.5 $2.8

Footnotes

QUARTERLY TRENDS BY SEGMENT

(1) Excludes Brazil deliveries since they do not impact Manufacturing Revenue and Margins. (2) Includes corporate expenditures and is net of proceeds from sale of equipment

24

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SLIDE 26

Quarterly Adjusted EBITDA Reconciliation

Reconciliation of Net Earnings to Adjusted EBITDA

(In millions, unaudited)

Quarter Ending

  • Feb. 28,

2019 May 31, 2019

  • Aug. 31,

2019

  • Nov. 30,

2019

  • Fed. 29,

2020 Net earnings $5.8 $25.8 $50.8 $24.0 $20.0 Goodwill impairment

  • 10.0
  • ARI acquisition and integration costs
  • 5.8

11.0 2.0 1.5 Interest and foreign exchange 9.2 9.8 7.5 12.9 12.6 Income tax expense 2.3 13.0 17.2 6.0 7.5 Depreciation and amortization 20.1 20.0 22.9 29.3 30.0 Adjusted EBITDA $37.4 $84.4 $109.4 $74.2 $71.6

See slide 29 for definition of Adjusted EBITDA

25

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SLIDE 27

Reconciliation of Net Earnings (loss) to Adjusted EBITDA

(In millions, unaudited)

Year Ending August 31, 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Net earnings (loss) $8.3 $8.4 $61.2 ($5.4) $149.8 $265.3 $284.8 $160.5 $172.1 $105.8 Interest and foreign exchange 45.2 37.0 24.8 22.2 18.7 11.2 13.5 24.2 29.3 31.0 Income tax expense (benefit) (0.9) 3.5 32.4 25.1 72.4 112.2 112.3 64.0 32.9 41.6 Depreciation and amortization 37.5 38.3 42.4 41.4 40.4 45.1 63.4 65.1 74.4 83.7 ARI acquisition costs

  • 18.8

Goodwill impairment(1)

  • 76.9
  • 3.5

9.5 10.0 Gain on contribution to GBW

  • (29.0)
  • Loss (gain) on debt

extinguishment (2.1) 15.7

  • Special items

(11.9)

  • 2.7

1.5

  • Adjusted EBITDA

$76.1 $102.9 $160.8 $162.9 $253.8 $433.8 $474.0 $317.3 $318.2 $290.9

See slide 29 for definition of Adjusted EBITDA (1) 2013 and 2019 Goodwill impairment relates to our Wheels, Repair and Parts segment. 2017 and 2018 Goodwill impairment reflects our portion

  • f a Goodwill impairment change recorded by GBW.

Annual Adjusted EBITDA Reconciliation

26

slide-28
SLIDE 28

Quarterly Adjusted Diluted EPS Reconciliation

Quarter Ending

  • Feb. 28,

2019 May 31, 2019

  • Aug. 31,

2019

  • Nov. 30,

2019

  • Feb. 29,

2020 Net earnings attributable to Greenbrier $2.8 $15.3 $35.1 $7.7 $13.6 Goodwill impairment

  • 10.0
  • ARI acquisition and integration costs

(after-tax)

  • 4.3

8.2 2.2 1.7 Adjusted net earnings $2.8 $29.6 $43.3 $9.9 $15.3 Weighted average diluted shares

  • utstanding

33.2 33.2 33.2 33.3 33.5 Adjusted diluted EPS $0.08 $0.89 $1.31 $0.30 $0.46

See slide 29 for definitions of Adjusted net earnings and Adjusted diluted EPS

Reconciliation of Net Earnings Attributable to Greenbrier to Adjusted Net Earnings

(In millions, except per share amounts, unaudited)

27

slide-29
SLIDE 29

Year Ending August 31, 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Net earnings (loss) attributable to Greenbrier $4.3 $6.5 $58.7 ($11.1) $111.9 $192.8 $183.2 $116.1 $151.8 $71.1 Goodwill impairment(1)

  • 71.8
  • 3.5

9.5 10.0 ARI acquisition costs (after-tax)

  • 14.1

Gain on contribution to GBW (after- tax)

  • (13.6)
  • Loss (gain) on debt extinguishment

(after-tax) (1.3) 9.4

  • Non-recurring Tax Act (benefit)
  • (27.4)
  • Special items (after-tax)

(11.9)

  • 1.8

1.0

  • Adjusted net earnings (loss)

($8.9) $15.9 $58.7 $62.5 $99.3 $192.8 $183.2 $119.6 $133.9 $95.2 Weighted average diluted shares

  • utstanding

20.2 26.5 33.7 34.2 34.2 33.3 32.5 32.6 32.8 33.2 Adjusted diluted EPS ($0.44) $0.60 $1.91 $2.00 $3.07 $5.93 $5.73 $3.76 $4.13 $2.87 Reconciliation of Net Earnings (loss) Attributable to Greenbrier to Adjusted Net Earnings (loss)

(In millions, except per share amounts, unaudited) See slide 29 for definitions of Adjusted net earnings and Adjusted diluted EPS (1) 2013 and 2019 Goodwill impairment relates to our Wheels, Repair and Parts segment. 2017 and 2018 Goodwill impairment reflects our portion of a Goodwill impairment change recorded by GBW.

Annual Adjusted Diluted EPS Reconciliation

28

slide-30
SLIDE 30

Adjusted Financial Metric Definition

Adjusted EBITDA, Adjusted net earnings attributable to Greenbrier and Adjusted diluted EPS are not financial measures under generally accepted accounting principles (GAAP). These metrics are performance measurement tools used by rail supply companies and Greenbrier. You should not consider these metrics in isolation or as a substitute for other financial statement data determined in accordance with GAAP. In addition, because these metrics are not a measure of financial performance under GAAP and are susceptible to varying calculations, the measures presented may differ from and may not be comparable to similarly titled measures used by other companies. We define Adjusted EBITDA as Net earnings before Interest and foreign exchange, Income tax expense, Depreciation and amortization and excluding the impact associated with items we do not believe are indicative of our core business or which affect

  • comparability. We believe the presentation of Adjusted EBITDA provides useful information as it excludes the impact of

financing, foreign exchange, income taxes and the accounting effects of capital spending. These items may vary for different companies for reasons unrelated to the overall operating performance of a company’s core business. We believe this assists in comparing our performance across reporting periods. Adjusted net earnings attributable to Greenbrier and Adjusted diluted EPS excludes the impact associated with items we do not believe are indicative of our core business or which affect comparability. We believe this assists in comparing our performance across reporting periods.

29

slide-31
SLIDE 31

NYSE: GBX

May 2020

Investor.Relations@gbrx.com www.gbrx.com