RBC CAPITAL MARKETS GLOBAL INDUSTRIALS VIRTUAL CONFERENCE September - - PowerPoint PPT Presentation

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RBC CAPITAL MARKETS GLOBAL INDUSTRIALS VIRTUAL CONFERENCE September - - PowerPoint PPT Presentation

RBC CAPITAL MARKETS GLOBAL INDUSTRIALS VIRTUAL CONFERENCE September 15, 2020 NYSE: DOOR masonite.com 1 Safe Harbor / Non-GAAP Financial Measures SAFE HARBOR / FORWARD LOOKING STATEMENT This presentation contains forward-looking information


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1 masonite.com

RBC CAPITAL MARKETS GLOBAL INDUSTRIALS VIRTUAL CONFERENCE

NYSE: DOOR September 15, 2020

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2 masonite.com

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 the impact of the COVID-19 pandemic, housing and other markets, and the effects of our 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; scale and scope of the current coronavirus ("COVID-19") pandemic on our operations, customer demand and supply chain; 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 other 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); our 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

  • bligations, 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. Certain amounts in the Condensed Consolidated Financial Statements and associated tables may not foot due to rounding. All percentages have been calculated using unrounded amounts.

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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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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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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 offering 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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Workforce Engagement

► Target Zero safety objective ► Employee training &

development programs

► Engagement surveys

Constituent Engagement

► Community involvement

leveraging local teams

► Vendor Code of Conduct ► Investor Perception Studies

Board Oversight

► Independent Chairman ► 100% independent

directors (ex. CEO) and committees

► 22% female representation

Shared Values

► Director and executive

stock ownership guidelines

► Independent ethics hotline ► Employee Code of Conduct

Corporate Responsibility Highlights

Purpose: We Help People Walk Through Walls

Full Masonite Board Engaged on ESG, with Focused Oversight by Governance Committee Social Governance

Renewable Inputs

► Recycled wood fiber

content

► Wheat straw door core ► FSC certified products

Sustainable Practices

► Factory LED retrofits to

reduce energy consumption

► Zero waste processes in

place at select plants

► Bioscrubber technology for

air emission quality

Environmental

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Why Masonite?

A Focus On Driving ROIC Through Margin Growth and Continued Operational Excellence

Strong market position and

  • perational excellence have resulted

in higher Average Unit Price (AUP) and improved margin performance across the business.

STRONG FOUNDATION

Founded on innovation and sustainability

Industry leading position, vertical integration and healthy markets

Favorable long-term end market trends

MVANTAGE LEAN OPERATING SYSTEM

Plant Transformations

Performance Improvement Teams (PIT)

Training & Standards

MARGIN IMPROVEMENT INITIATIVES

Focus on lowering cost of manufacturing footprint

Targeted automation to increase throughput and quality

Streamline SKUs to reduce complexity and cost

GROWTH AND MOMENTUM

Provide best in class service and quality

Increase innovation to further differentiate products and drive AUP

Down channel marketing to strengthen brand awareness

masonite.com

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$204 $252 $255 $268 $283 $173 10.9% 12.8% 12.5% 12.3% 13.0% 16.5% 2015 2016 2017 2018 2019 2020 Adj EBITDA* Adj EBITDA* Margin 1H Only $1,872 $1,974 $2,033 $2,170 $2,177 $1,051 2015 2016 2017 2018 2019 2020 1H Only Net Sales

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 2015 to 2019 = ~4% CAGR

  • Adj. EBITDA* 2015 to 2019 = ~9% CAGR
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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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20 25 30 35 40 45 50 55 60 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20

COVID-19

5% 2% 8% 3% 11% 14% 39% 25% 36% 6% (26%) (20%) (4%) Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20

COVID-19

While U.S. Housing Market Index1 improved in July, 2H new housing completions are likely to be impacted by starts being down meaningfully in 2Q 2020 Sharp downturn in ABI indicates additional slowing in non-residential construction beginning late 2020 UK economy recovering slowly; GDP up only 1.8% sequentially in May, down 24.5% from February2 Market Uncertainty

Focused on near-term execution while monitoring potentially favorable long-term trends

U.S. Housing Starts Recent ABI Trends Operational Challenges

2H 2020 Potential COVID-19 Implications*

Source: U.S. Census Bureau Source: The American Institute of Architects (AIA)

Capacity not yet back to pre-COVID-19 levels As cases rise, particularly in certain parts of North America, future facility closures are possible Supply chain stable presently, but potential remains for spot component shortages

(*) – As previously discussed on August 4th, 2020; contains forward-looking statements and is subject to risks and uncertainties. See "Safe Harbor/Forward Looking Statement” (1) – Source: NAHB/Wells Fargo Housing Market Index (2) – Source: Office of National Statistics

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APPENDIX

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

Six Months Ended

(in thousands)

December 28, 2014 January 3, 2016 January 1, 2017 December 31, 2017 December 30, 2018 December 29, 2019 June 28, 2020

Net income (loss) attributable to Masonite (37,340) $ (47,111) $ 98,622 $ 151,739 $ 92,710 $ 44,602 $ 63,882 $ Plus: Depreciation 60,622 59,160 57,604 57,528 59,089 70,736 32,861 Amortization 21,722 23,725 24,727 24,375 28,583 29,113 12,381 Share based compensation expense 9,605 13,236 18,790 11,644 7,681 10,023 7,210 Loss on disposal of property, plant and equipment 3,816 1,371 2,111 1,893 3,470 6,396 4,045 Restructuring costs 11,137 5,678 1,445 850 1,624 9,776 3,089 Asset impairment 18,202 9,439 1,511

  • 5,243

13,767

  • Loss (gain) on disposal of subsidiaries
  • 59,984

(6,575) 212

  • 14,260

2,091 Interest expense, net 41,525 32,884 28,178 30,153 39,008 46,489 23,106 Loss on extinguishment of debt

  • 28,046
  • 5,414

14,523

  • Other expense (income), net

(587) (1,757) (1,707) (1,570) (2,533) 1,953 (1,397) Income tax expense (benefit) 4,533 14,172 21,787 (27,560) 23,813 17,309 24,326 Loss from discontinued operations, net of tax 630 908

  • Net income attributable to non-controlling interest

3,222 4,462 5,520 5,242 3,834 4,437 1,815 Adjusted EBITDA 137,087 $ 204,197 $ 252,013 $ 254,506 $ 267,936 $ 283,384 $ 173,409 $

Year Ended