Amcor Rigid Plastics June 2017 Agenda 02

Total Page:16

File Type:pdf, Size:1020Kb

Amcor Rigid Plastics June 2017 Agenda 02 Amcor Rigid Plastics June 2017 Agenda 02 1 Safety briefing 2 Amcor Rigid Plastics a Key Messages b Leadership Team c Business Overview d Latin America Update 3 Amcor Rigid Plastics North America f Key Messages g Business Overview 4 Summary Safety – Manchester Evacuation Route 03 Safe zone Safety instructions for fire emergency: Exit through cafeteria Walk away from the building Turn left, proceed to safe zone Lobby Area Staying safe Required safety behaviors for visitors 04 Listen to your guide and pay attention to signs. Obey all instructions (verbal or written) Take Action, Take Care! is Amcor’s safety philosophy and a cornerstone of staying safe in our site. If you see something you think is No jewelry unsafe during your visit, Take Action Consult your guide in case No mobile phones by telling your guide. Take Care of of concern yourself and others by staying with your guide at all times, not touching anything, and following a few basic rules: Pay attention to vehicles and stay in No cameras allowed on site pedestrian walkways Except by special permission Make eye contact with drivers before crossing pathways Don’t touch machinery Hold the handrails on stairs or equipment Agenda 05 1 Safety briefing 2 Amcor Rigid Plastics a Key Messages b Leadership Team c Business Overview d Latin America Update 3 Amcor Rigid Plastics North America f Key Messages g Business Overview 4 Summary Amcor Rigid Plastics Key Messages 06 Safety is always the top priority Outstanding leaders committed to outperformance and delivering value to stakeholders Strong position: footprint, markets, technology and customers In attractive segments With substantial growth potential Amcor Rigid Plastics Safety Highlights 07 Co-worker safety is always our top priority. Actioned hand safety as a major area for improvement. In FY16, 75% of all recordable cases were hand related. For FY17, 3.5 we have seen notable improvement. 3 Phase 1 – Hand Safety Campaign 2.5 Identified more than 8,000 potential 75% risks to hands. Corrected 100% of 2 guarding and maintenance issues. 1.5 44% 1 Frequency Rate Frequency 0.5 0 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY16 FY17 YTD RCFR LTIFR RC's Related Hand Injuries LTIR – Lost Time Incident Rate RCFR – Recordable Case Frequency Rate RC – Recordable Cases Amcor Rigid Plastics Safety Highlights 08 Phase 2 of the hand safety campaign will focus on awareness, behaviors and communication. Experienced Americas leadership team 09 Mike Schmitt President Amcor Rigid Plastics Mike Bieringer Robert Collins Garry Noonan Ann O’Hara Ashish Saxena David Andison Vice President Vice President Vice President Vice President and Vice President and Vice President and Human Resources Procurement and Chief General Manager, General Manager, General Manager, Financial Officer Specialty LiquiForm, LLC Bericap Containers North America Jennifer Bourgoin Bastian Wonschik Brian Carvill Larry Weber Ricardo Vasi Vice President and Vice President Strategy and Vice President Vice President and Vice President and General Counsel Business Development Research, Development General Manager, General Manager, and Advanced Engineering Beverage Latin America Amcor Rigid Plastics Comprehensive and Strategic Locations A Strong Position 10 FY16 - Four Business Units Beverage - $1.58B 5 Canada Specialty Containers - $483M Post Sonoco Proforma $693M** 35 USA Latin America - $539M* 3 Mexico 1 Dominican Republic EL Salvador 2 Colombia 4 6 Venezuela 1 Trinidad & Tobago Bericap North America - $158M Rigid Plastics Ecuador 2 Peru 1 6 Brazil 69 plants **Based on FY16 Actual of $483M and a full year 12 countries of Sonoco sales of $210M. US$2.8 billion* 3 Argentina 6,500 employees *Excludes Venezuela Amcor Rigid Plastics Business Breakdown A Strong Position 11 Markets Served Revenues by Business Unit FY16 Bericap Beverage LATAM Excludes Venezuela Custom beverage Spirits Home and US$2.8 bn personal care Specialty Prior to Sonoco Acquisition Soft drinks and Food Pharmaceutical water Amcor Rigid Plastics Customers A Strong Position 12 Diversified portfolio of well-known blue chip, multi-national, consumer goods companies Evolution of Amcor Rigid Plastics A Strong Position 13 Strategic acquisitions have built a strong business in beverage and specialty segments. Amcor Rigid Plastics Technology Portfolio A Strong Position 14 Technologies gained through acquisitions diversify our capabilities and increase our offerings to customers. 2010 2016 Injection Stretch Large Injection Molding Blow Molding Injection Small Volume Footprint for 2 step Molding Injection Extrusion Molding Injection Blow Injection Blow Injection Stretch Blow Decorating Molding Molding Modular Molds 1.5 step 1 step Molding Capabilities Extrusion 2 step Molding (Shuttles/ Injection Blow Precision Wheels) Compression Extrusion Molding (Shuttles/Wheels) Molding Injection Blow Form 1 step Molding Injection Blow Thin wall In-Mold Molding injection Labelling 1.5 step Amcor Rigid Plastics Resin Processing A Strong Position 15 While PET accounts for the majority of resin processed, acquisitions have increased our material offerings to customers. % Increase in Materials by Type 2012 - 2017 90% 31% increase in total raw 80% materials converted 70% 60% 2012 2017 50% 40% 30% 20% 10% PET HDPE PP 0% PET HDPE PP Amcor Rigid Plastics – Latin America GDP Growth 16 Business conditions remain challenging in the region Amcor continues to be bullish for the long-term as the region is expected to return to solid GDP growth We continue to invest and look for well-priced acquisitions Source: Focus Economics 2017 Agenda 17 1 Safety briefing 2 Amcor Rigid Plastics a Key Messages b Leadership Team c Business Overview d Latin America Update 3 Amcor Rigid Plastics North America f Key Messages g Business Overview 4 Summary Amcor Rigid Plastics North America Key Messages 18 Strong Position In Attractive Segments With Substantial Growth Potential Focused on achieving no injuries Businesses focused on segments and Focus segments Seasoned and disciplined management customers that will enable delivery of Specialty Products Amcor values and strategic objectives team Closures Liquid refreshment beverage market in Focused and well-developed key account Value adding service models strategies PET format continues growth Y-O-Y Sustainable product and material Ability to differentiate to service emerging Extensive footprint strategically located development, such as light-weighting and co-located with key customers consumer preferences Advance LiquiForm Extensive scale with beverage Value proposition underpinned by operations; strong customer partnerships proprietary technology, quality and service Superior R&D capabilities Highly engaged workforce / talent Amcor Rigid Plastics – North America Footprint 19 Moncton, NB Tumwater, WA Walla Walla, WA Queensway, ONT 40 North American Plants Brampton, ONT Dunkirk, NY Burlington, ONT 9 – Specialty Containers Mississauga, ONT Kenosha, WI Mountain Top, PA Ames, IA Itasca, IL Allentown, PA 15 – Beverage & Specialty Addison, IL Fairfield, CA Napoleon, OH Bellevue, OH Millville, NJ Jefferson City, MO Batavia, IL 10 – Beverage on or near-site Chicago, IL Columbus, OH Denver, CO Franklin, IN New Albany, OH Hazelwood, MO Nicholasville, KY Chatsworth, CA Wytheville, VA 3 – Specialty on-site Joplin, MO Ontario, CA Youngsville, NC Chino, CA 3 – Bericap NA Kona, HI Blythewood, SC Cowpens, SC Paris, TX Dallas, TX Fort Worth, TX Orlando, FL Amcor Rigid Plastics North America A Strong Position 20 Growth Drivers Revenue Business Breakdown FY16 Organic growth with key customers Beverage: focused on the right Bericap 2010-2016 CAGR segments, sharpest cost to produce +7.8% Beverage Specialty: focused on growing Specialty segments; extensive footprint Bericap: focused on technology and materials; US$2.2 bn building on Amcor relationships Strategic acquisitive growth *Prior to Sonoco acquisition North America Packaging Trends Attractive Segments 21 Sustainable Packaging Collaborating with raw material supplier to provide customers with post consumer resin (PCR) solutions, including consistent supply and pricing Continuous improvement with light-weighting for all product segments Creating sustainability ambassadors for 7,000 co-workers throughout ARP ARP is well-positioned with innovative packaging Personalized Packaging solutions to capitalize on Convenience and “on-the-go options,” individual sizing, dispensing ease features emerging consumer needs. eCommerce driving toward lighter (e.g., glass to plastic), more efficient packaging options for streamline distribution Enhanced Packaging Performance Interactive technology (e.g., Closures, RFD, traceability) Barrier technologies for products with sensitive ingredients Amcor Rigid Plastics Substantial Growth Potential - Strategy 22 Objectives Guiding Principles Outcome Commercial excellence Strong partnerships with our key customers Be known for our industry leading innovation capabilities Organic Growth Profitable Growth Acquisitive Growth Portfolio expansion through acquisitions Customers, technologies and capabilities Best in Class Cost to Produce Procurement Excellence Operational Excellence Deliver value through ProcurePlus (CTP) Work with suppliers to bring innovation New processes and programs to streamline procurement activities Operational leadership Achieve best in class CTP via manufacturing refresh, optimal footprint, capacity utilization and continuous improvements Customer-backed innovation - Sustainability example Substantial Growth Potential 23 Customer: Method Products
Recommended publications
  • Annual Report 1999 an International Financial Services Group
    An international financial services group Annual Report 1999 National Australia Bank Limited ACN004044937 The National’s International Franchise Our Vision Contents To be the world’s leading financial services company. 1999 @ a Glance 2 Our Mission Financial Highlights 4 We tailor financial services to help Corporate Highlights 6 individuals, families, businesses and The Board of Directors 8 communities to achieve their goals. Group Leadership Team 10 Our Values Year in Review by the Chairman Service to our customers and the Managing Director 11 Quality in everything we do Business and Personal Professionalism and ethics in all our Financial Services 16 actions Products and Services 18 Competitiveness and a will to win Growth and development of our Global Wholesale Financial Services 20 people National Services Information Continuous productivity improvement Technology Enterprises 22 Growing profit for our stakeholders Community Relations 24 Key Business Units 26 Financial Information and Analysis Description of Business 30 Financial Review 36 Financial Calendar United Kingdom Asia Australia United States Report of the Directors 75 15 December 1999 Final dividend payable Financial Report Financial Statements 80 16 December 1999 Annual General Meeting Notes to the 27 January 2000 1999–2000 Q1 Results Financial Statements 84 Directors’ Declaration 165 4 May 2000 1999–2000 Q2 Results Auditors’ Report 165 July 2000 Interim 1999–2000 dividend paid Form 20-F Cross Reference Index 166 27 July 2000 1999–2000 Q3 Results Shareholder Information
    [Show full text]
  • Orora Investor Briefing November 2013 Contents
    Orora Investor Briefing November 2013 Contents • The demerger of Orora Limited • About Orora Limited • Strategic Direction of Orora • Orora Leadership • Board & Management Teams • Summary Orora Ltd 2 The demerger of Orora Limited The steps to the demerger 3 Demerger to be completed this calendar year Event Date Announced intention to demerge 1 August 2013 Scheme Booklet lodged with ASX 1 November 2013 Scheme and General Meeting (SGM) 9 December 2013 Demerger effective date (last date Amcor shares will trade cum-entitlement) 17 December 2013 Orora shares commence trading (deferred settlement basis) 18 December 2013 Scheme record date 24 December 2013 Demerger implemented 31 December 2013 Orora shares commence trading (normal settlement basis) 3 January 2014 Process is “on track” Orora Ltd 4 About Orora Limited The newest global packaging brand 5 Orora is set up for success • Strong, well-positioned core business • Focused portfolio & good industry structures • Stable, defensive earnings streams • Experienced Board & Executive Team with track record of performance • Cost reduction opportunities a key factor in expected near term earnings growth • Strong financial profile/metrics • Strong balance sheet • Well-capitalised businesses • Near-term earnings growth in company’s direct control • Strong cash flows • Proposed dividend payout 60 – 70% - dividends to be franked to the extent practicable • Disciplined approach to future growth • Capital management optionality Orora Ltd 6 The Orora Limited Group – A focused company Orora Australasia 26
    [Show full text]
  • Stoxx® Pacific Total Market Index
    STOXX® PACIFIC TOTAL MARKET INDEX Components1 Company Supersector Country Weight (%) CSL Ltd. Health Care AU 7.79 Commonwealth Bank of Australia Banks AU 7.24 BHP GROUP LTD. Basic Resources AU 6.14 Westpac Banking Corp. Banks AU 3.91 National Australia Bank Ltd. Banks AU 3.28 Australia & New Zealand Bankin Banks AU 3.17 Wesfarmers Ltd. Retail AU 2.91 WOOLWORTHS GROUP Retail AU 2.75 Macquarie Group Ltd. Financial Services AU 2.57 Transurban Group Industrial Goods & Services AU 2.47 Telstra Corp. Ltd. Telecommunications AU 2.26 Rio Tinto Ltd. Basic Resources AU 2.13 Goodman Group Real Estate AU 1.51 Fortescue Metals Group Ltd. Basic Resources AU 1.39 Newcrest Mining Ltd. Basic Resources AU 1.37 Woodside Petroleum Ltd. Oil & Gas AU 1.23 Coles Group Retail AU 1.19 Aristocrat Leisure Ltd. Travel & Leisure AU 1.02 Brambles Ltd. Industrial Goods & Services AU 1.01 ASX Ltd. Financial Services AU 0.99 FISHER & PAYKEL HLTHCR. Health Care NZ 0.92 AMCOR Industrial Goods & Services AU 0.91 A2 MILK Food & Beverage NZ 0.84 Insurance Australia Group Ltd. Insurance AU 0.82 Sonic Healthcare Ltd. Health Care AU 0.82 SYDNEY AIRPORT Industrial Goods & Services AU 0.81 AFTERPAY Financial Services AU 0.78 SUNCORP GROUP LTD. Insurance AU 0.71 QBE Insurance Group Ltd. Insurance AU 0.70 SCENTRE GROUP Real Estate AU 0.69 AUSTRALIAN PIPELINE Oil & Gas AU 0.68 Cochlear Ltd. Health Care AU 0.67 AGL Energy Ltd. Utilities AU 0.66 DEXUS Real Estate AU 0.66 Origin Energy Ltd.
    [Show full text]
  • Against the Hallmark Nickel Project (Philippines) Information About Destructive Mining Project in Mati, Davao, Philippines
    Against the Hallmark Nickel Project (Philippines) Information about destructive mining project in Mati, Davao, Philippines October 28, 2009 Contents Macambol ........................................... 4 BHP Billiton ......................................... 4 Who is AMCOR? ....................................... 4 BHP Billiton and AMCOR Dispute ............................. 5 The Mining Act of 1995 ................................... 5 2 From anarchists in Philippines involved in resistance: Autonomous resistance against eco-destruction and social turmoil carried out by cap- ital needs to develop unbounded and analyzed upon creating a revolutionary plight in reclaiming direct control towards freedom — liberatory space and unconstrained desire and capacity beyond the bondages of imagination to put into action — without compromise. The struggle against domination, the enemy — state, capital and reli- gion acquiring and exploiting the earth landscape as extractable resources manifests the ever-growing contagious outbreak of various oppositional elements and social conventions concealed within the legal framework and morality of lobbying, servi- tude and pacifism until natural life is mechanically being reduced and controlled into the hands of conservation experts, scientists and sustainable management schemes as a means of reaction to such atrocious events. Ideological dogma, reformism and centralized administrative structures often becomes the product of deeds and aca- demic indoctrination consequently suppressing the burning rage of defiance
    [Show full text]
  • Dow Jones Sustainability Australia Index
    Effective as of 23 November 2020 Dow Jones Sustainability Australia Index Company Country Industry Group Comment Australia and New Zealand Banking Group Limited Australia Banks National Australia Bank Limited Australia Banks Westpac Banking Corporation Australia Banks CIMIC Group Limited Australia Capital Goods Brambles Limited Australia Commercial & Professional Services Downer EDI Limited Australia Commercial & Professional Services Tabcorp Holdings Limited Australia Consumer Services The Star Entertainment Group Limited Australia Consumer Services Janus Henderson Group plc United Kingdom Diversified Financials Oil Search Limited Papua New Guinea Energy Woodside Petroleum Ltd Australia Energy Coles Group Limited Australia Food & Staples Retailing Fisher & Paykel Healthcare Corporation Limited New Zealand Health Care Equipment & Services Asaleo Care Limited Australia Household & Personal Products Insurance Australia Group Limited Australia Insurance QBE Insurance Group Limited Australia Insurance Suncorp Group Limited Australia Insurance Addition Amcor plc Switzerland Materials Addition BHP Group Australia Materials Boral Limited Australia Materials Evolution Mining Limited Australia Materials Fletcher Building Limited New Zealand Materials Fortescue Metals Group Limited Australia Materials IGO Limited Australia Materials Iluka Resources Limited Australia Materials Incitec Pivot Limited Australia Materials Newcrest Mining Limited Australia Materials Orocobre Limited Australia Materials Rio Tinto Ltd Australia Materials South32 Limited
    [Show full text]
  • REGISTER of MEMBERS' INTERESTS Statement Of
    REGISTER OF MEMBERS’ INTERESTS Statement of Registrable Interests 46th Parliament Returning Members are to declare interests as at the date of dissolution of the House in the 45th Parliament (11 April 2019) and alterations since the date of dissolution. Newly elected Members are to declare interests as at the date of election (18 May 2019) and alterations since the date of election. FAMILY NAME Kearney (please print) GIVEN NAMES Ged (Gerardine) ELECTORAL DIVISION Cooper STATE Victoria Notes 1. It is suggested that the accompanying Explanatory Notes be read before this statement is completed. 2. The information which you are required to provide is contained in resolutions agreed to by the House of Representatives on 9 October 1984, amended 13 February 1986, 22 October 1986, 30 November 1988, 9 November 1994, 6 November 2003 and 13 February 2008. It consists of the Member’s registrable interests and the registrable interests of which the Member is aware (a) of the Member’s spouse and (b) of any children who are wholly or mainly dependent on the Member for support. For the definition of ‘dependent children’ see the introduction to the Explanatory Notes. 3. If there is insufficient space on this form for the information you are required to provide, you may attach additional pages for that purpose. Please date and initial each page of any attachment. 1. List shareholdings in public and private companies (including holding companies) and indicate the name of the company or companies Name of company (including holding and subsidiary companies if applicable) Self Not Applicable Spouse/ Not Applicable partner Dependent Not Applicable children 2.
    [Show full text]
  • Revisiting Australia's Transformation Champions One Year
    EXECUTIVE BRIEFING // JUNE 2020 Revisiting Australia’s Transformation Champions One Year Later: Resilience and Opportunity During COVID-19 By Andy Parker INNOSIGHT // REVISITING AUSTRALIA’S TRANSFORMATION CHAMPIONS ONE YEAR LATER 2 . Andy Parker is a partner at Innosight. s Australia makes admirable progress against COVID-19 Australia’s business leaders are naturally wondering what comes next, given strong economic uncertainty remains despite the health risks diminishing. An analysis of eight AAustralian champions shows that more than ever leaders should set their sights on a more ambitious goal than short-term survival; they should be thinking about long-term transformation. Exactly a year ago we published a research report spotlighting eight Australian companies that delivered seven times the returns of the ASX 200 from 2013 to 2018 through dual transformation. This means they repositioned their core business for resilience while simultaneously pursuing new growth opportunities and linked these ‘dual’ efforts around capabilities that create competitive advantage. Listed in alphabetical order, Australia’s Transformation Champions were: 1. Aristocrat: the gaming machine provider and casino manager that branched into the growing market of social and digital gaming. 2. Caltex: traditionally focussed on fuel refining, Caltex is now pursuing a retail strategy including a café business with outlets not necessarily attached to petrol stations. 3. Downer EDI: the mining and engineering services business acquired facilities management company Spotless to diversify with offerings in the integrated facilities management market. 4. Orora: this packaging company has entered a new market in visual communication solutions, providing end-to-end services from creative solutions right to the point of distribution.
    [Show full text]
  • Investor Briefing 2020
    INVESTOR BRIEFING SEPTEMBER 29, 2020 Disclaimers Cautionary Statement Regarding Forward-Looking Statements This document contains certain statements that are “forward-looking statements” within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements are generally identified with words like “believe,” “expect,”, “target”, “project”, “may,” “could,” “would,” “approximately,” “possible,” “will,” “should,” “expect,” “intend,” “plan,” “anticipate,” “estimate,” “potential,” “outlook” or “continue,” the negative of these words, other terms of similar meaning or the use of future dates. Such statements are based on the current expectations of the management of Amcor and are qualified by the inherent risks and uncertainties surrounding future expectations generally. Actual results could differ materially from those currently anticipated due to a number of risks and uncertainties. None of Amcor or any of its respective directors, executive officers or advisors, provide any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements will actually occur. Risks and uncertainties that could cause actual results to differ from expectations include, but are not limited to: the continued financial and operational impacts of the COVID-19 pandemic on Amcor and its customers, suppliers, employees and the geographic markets in which it and its customers operate; fluctuations in consumer demand patterns; the loss of
    [Show full text]
  • Net Tangible Assets Report
    Net Tangible Assets Report February 2019 For personal use only February 2019 Report Market Commentary Markets often behave in rather unpredictable ways – more so when the economic backdrop US has regarding China’s industrial and economic policies. And this issue will survive Trump and outlook are difficult to pick. Today commentators are questioning, are we coming to the – concern with China’s trade practices is now bipartisan policy within the US establishment. end of the long growth cycle? Are inflationary pressures starting to emerge? Is the risk of recession increasing? Against this somewhat sober background, during February, it was “risk on” for equity investors with rising equity markets, even though global growth is pausing. The stockmarket It is our view that the world has entered a long cycle punctuated by moderate growth periods saying “don’t fight the Fed” is showing its value once again. It is a case of bad news is followed by moderate downturns. Excessive monetary stimulus has taken the world towards now good news; weaker economic readings mean easier monetary policies and that keeps a Japanese-like cycle. That is a cycle where the world economy neither overheats nor financial conditions loose. contracts abruptly. We are reminded that most expansions don’t die of old age, they are killed by aggressive During the month of February, the global sharemarket index (MSCI ex Australia) was up monetary tightening. If aggressive tightening is off the table, recession fears may well a strong +3.1%. The Australian sharemarket rose +5.2% (S&P/ASX200), with financials be overblown. Of course, the irony is that should strong economic growth re-emerge, it delivering a total return of 8.1% following the release of the Royal Commission report earlier would increase the chances of a Fed rate hike, tightening liquidity and potentially triggering in the month.
    [Show full text]
  • Introduction
    INTRODUCTION CONTRIBUTNG ORGANISATIONS CONTRIBUTORS LISTED ALPHABETICALLY 7-Eleven Stores Amgen Australia ABB Australia AMT GROUP Abigroup Amway of Australia Accolade Wines Anglican Retirement Villages Diocese of Sydney Actavis Australia AP Moller-Maersk A/S Actelion Pharmaceuticals APL Adelaide Brighton APT Management Services (APA Group) Adidas Australia Arch Wood Protection (Aust) AECOM Australia Arrow Electronics Australia Afton Chemical Asia Pacific LLC Ashland Hercules Water Technologies (Australia) AGC Aspen Pharmacare Australia Aggreko Australia AstraZeneca AGL Energy ATCO Australia Aimia Atlassian Air Liquide Australia Aurecon Group Alcon Laboratories Australia Ausenco Alfa Laval Australia Ausgrid (formerly EnergyAustralia) Allergan Australia Aussie Home Loans Allied Mills Australand Property Group Alpha Flight Services Australia Post Alphapharm Australian Agricultural Company Alstom Australian Catholic University Altium Australian Institute of Company Directors Amadeus IT Pacific Australian Pharmaceutical Industries (Priceline, Soul Pattinson Chemist) Ambulance Victoria Australian Prudential Regulation Authority Amcor Australian Timken Propriety AMEC Mining & Metals Australian Turf Club © 2012 Mercer Consulting (Australia) Pty Ltd Top Management Remuneration Report 1.7 INTRODUCTION Avant Mutual Group BMW MELBOURNE Avery Dennison BMW Sydney AVJennings Boart Longyear Avon Cosmetics BOC Baptist Community Services NSW & ACT Boehringer Ingelheim Barbeques Galore Boeing Defense Australia BASF Australia Bombardier Transportation Australia
    [Show full text]
  • AMCOR PLC (Exact Name of Registrant As Specified in Its Charter)
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended June 30, 2020 or ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from __________ to __________ Commission File Number 001-36786 AMCOR PLC (Exact name of registrant as specified in its charter) Jersey 98-1455367 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 83 Tower Road North Warmley, Bristol United Kingdom BS30 8XP (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: +44 117 9753200 Securities registered pursuant to Section 12(b) of the Act: Name of each exchange Title of each class Trading symbol(s) on which registered Ordinary Shares, par value $0.01 per share AMCR The New York Stock Exchange 1.125% Guaranteed Senior Notes Due 2027 AUKF/27 The New York Stock Exchange Securities registered pursuant to section 12(g) of the Act: None Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒ Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Amcor Annual Report 2018 1
    Annual Report 2018 WorldReginfo - 5fe480fb-4215-47cc-89d8-7d258b05277e Amcor Limited ABN 62 000 017 372 Contents 6 Message From the Chairman Annual General Meeting Note regarding non-IFRS financial information 7 Senior Executives The Annual General Meeting of Amcor 8 Message From the Managing Limited will be held at the Club Pavilion, Within this report, Amcor has included Director and Chief Executive Officer RACV Club, Level 2, 501 Bourke certain non-IFRS financial information. Street, Melbourne, Victoria at 10:30am This information is presented to assist 10 Amcor at a Glance (Melbourne time), Thursday in making appropriate comparisons with 12 Operating and Financial Review 11 October 2018. prior periods and to assess the operating performance of the business. Amcor Formal notice of the meeting is sent 31 The Board of Directors uses these measures to assess the to each shareholder. and Company Secretary performance of the business and believes 34 Directors’ Report Julie McPherson that the information is useful to investors. Company Secretary The following non-IFRS measures 54 Financial Report Amcor Limited have not been audited but have been 118 Directors’ Declaration About this report extracted from Amcor’s audited financial statements: 119 Independent Auditor’s Report Amcor’s Full Year Financial Report can be to Shareholders of Amcor Limited viewed on, or downloaded from, Amcor’s • Profit before interest and tax before 124 Statement of Shareholdings website www.amcor.com significant items (PBIT) • Profit before interest, tax, depreciation 126 Statistical Summary With sustainability playing a key role in and amortisation before significant Amcor’s business plan, all publications are items (PBITDA) 128 Investor Information available online.
    [Show full text]