CCL Industries Inc' Investors Day

1
CCL Industries Inc. Investors Day
CCL Industries Inc.

• Donald G. Lang Executive Chairman
• September 23, 2008

2
Disclaimer
Any forward-looking statements contained in this
presentation, including statements relating to
the outlook of CCL Industries Inc.s various
divisions and products and CCLs growth and
expansion plans, involve risks, uncertainties and
assumptions and should not be taken as guarantees
of future performance. A number of factors could
cause actual results, performance or achievements
to vary materially from those anticipated in
forward-looking statements, including general
economic and business conditions and specific
conditions affecting the sector in which CCL
operates, including pricing pressures CCLs
ability to attract and retain its customer base
technological change competition changes in, or
failure to comply with, existing government
regulations or failure to obtain required permits
or licenses changes in business strategy or
development plans risks associated with
operating and product hazards the ability to
attract and retain qualified personnel and other
factors. The forgoing list of factors is not
exhaustive of the factors that may affect the
actual outcome of events that are the subject of
forward-looking statements. Unless noted
otherwise, all amounts are expressed in Canadian
dollars.
3
In Attendance

• Donald Lang
• Geoff Martin
• Steve Lancaster
• Günther Birkner
• Robert Ryckman
• Jan Wade

• Executive Chairman
• President CEO
• Executive VP and Acting CFO
• Group VP, Food Beverage, CCL Label Worldwide
• VP, Sales Marketing, CCL Label Healthcare
  Worldwide
• Senior VP, Human Resources Corporate
  Communications

4
Agenda
D. Lang S. Lancaster G. Martin R.
Ryckman G. Birkner G. Martin

• 730 - 800 a.m.
• 800 - 815 a.m.
• 815 - 835 a.m.
• 835 - 935 a.m.
• 935 - 945 a.m.
• 945 - 1010 a.m.
• 1010 - 1035 a.m.
• 1035 - 1100 a.m.

• Continental breakfast, registration/sign-in
• Welcome Introduction
• Financials
• Introduction to Operations
• CCL Container
• CCL Tube
• CCL Label Introduction and Home Personal Care
• Break
• CCL Label Healthcare
• CCL Label Food Beverage
• CCL Label Specialty Products and Wrap-up

5
Todays Objectives

• General business update
• Short-term operating tactics and growth
  opportunities
• Longer-term strategic plans
• Open informal dialogue
• Presentations
• 5 presenters with time for questions at the end
  of each presentation or as necessary, allowing
  for more informal dialogue
• microphone to be used for all presentations
  questions to ensure clarity for the live webcast
• target finishing by 11 a.m. including a break

6
CCL At A Glance

• World-class Specialty Packaging company
  headquartered in Toronto
• 3 divisions Label, Container and Tube
• 56 locations in 17 countries
• 5,500 employees
• 2007 financial summary excluding discontinued
  operations
• 1,144 million in sales, 207 million of EBITDA
  and 131 million in EBIT
• ITWs sleeve label business acquisition
  (completed January 2007), added sales exceeding
  expectations of 90 million and EBIT of 15
  million
• Entered Durables market with CD-Design
  acquisition in Germany (completed January 2008)
  purchased for 10 million plus contingent
  consideration of 4.5 million at the end of 2008
• Significantly expanded our wine label business
  and market with acquisition of Clear Image in
  Australia (completed April 2008) purchased for
  34 million

7
CCL At A Glance

• TSX CCL.B and CCL.A (September 12, 2008)
• Market cap. 1,066 million
• Dividend yield 1.7
• 6 year stock investment appreciation (Dec. 2001
  to Dec. 2007) of 291
• Net Debt/Cap. approximately 32 (June 30, 2008)

8
CCL At A Glance A Global Player
2007 Total Sales 1,144 million (12 months ended
December 31, 2007)
U.S. Puerto Rico 38
Europe 39
Mexico Brazil 8
Asia 3
Canada 12
9
Comparable Company Analysis(USM unless stated
otherwise)
Stock Symbol
EBITMargin
EnterpriseValue
EBITDAMargin
Net Debt/EBITDA
Net Debt/Capital
MarketCap
Sales
CCL
CCL.B
C1422
C1132
18.2
11.4
1.7x
28.8
C1066
Aptar
ATR
2808
2053
17.5
11.1
0.2x
4.5
2733
Brady
BRC
2133
1489
17.8
13.8
1.0x
18.1
1860
Bemis
BMS
3581
3746
12.0
7.6
1.5x
26.8
2843
Pactiv
PTV
5058
3507
18.5
13.3
2.3x
51.2
3543
Sealed Air
SEE
5348
4867
14.5
11.0
2.0x
36.7
3954
Winpak
WPK
C378
C524
12.1
6.9
0.3x
4.6
C347
AVY
7283
4999
Avery
14.4
10.4
2.3x
50.0
6869
Cenveo
11.7
8.4
5.3x
nm
CVO
1881
512
2194
Multi-Color
11.8
8.2
n/a
47.3
LABL
396
276
237
Median
14.4
10.7
1.7x
28.8
TSX all others NYSE
Source BMO Nesbitt Burns Estimates, Capital IQ,
as of September 12, 2008
10
Comparable Benchmarks EV/EBITDA
N/A
Source BMO Nesbitt Burns Estimates, Capital IQ,
as of September 12, 2008
11
Comparable Company Analysis Price/Earnings
Source BMO Nesbitt Burns Estimates, Capital IQ,
as of September 12, 2008
12
Comparable Company Analysis Net Debt/Capital
nm
Source BMO Nesbitt Burns Estimates, Capital IQ,
as of September 12, 2008
13
Comparable Company Analysis Net Debt/EBITDA
nm
n/a
Source BMO Nesbitt Burns Estimates, Capital IQ,
as of September 12, 2008
14
Comparable Benchmark Takeaways

• Aptar and Brady are good benchmarks for
  specialty packaging companies
• CCLs EBIT and EBITDA margins are at the median
  and high of the range, respectively
• CCL is under leveraged but at the median of the
  range
• CCLs capital plan funded by operating cash flows
  will drive future EBITDA levels and ratios
• CCL is undervalued relative to all benchmarks

15
CCL Industries Inc.
CCL Industries Inc.

• Steven W. Lancaster, Executive Vice President and
  Acting CFO
• September 23, 2008

16
First Half 2008 Financial Highlights
Sales 608M 620M (2)
EPS as reported 1.60 1.62 (1)
EPS excluding restructuring other items and
favourable tax adj. 1.54 1.46 5

• 2008 sales up 3 excluding currency translation
  compared to a robust first half of 2007
• Negative currency transactions impact 5 cents
  per share and negative currency translation
  impact 10 cents per share
• Excluding 15 cent currency impact, EPS excluding
  restructuring etc. was up a healthy 16

17
Impact of Changes In Exchange Rates

• A continuous unfavourable effect on EPS but may
  be reversing with weaker C

18
EPS Growth 2005 to 2007 Continuing Operations
EPS per B Share before Restructuring Other
Items Favourable Tax Adjustments

• Significant operational improvements and
  accretive acquisitions

19
Strong Gross Cash Flow Generation From Continuing
Operations Despite Currency Impact
EBITDA (M)
20
Capital Spending vs. Depreciation
Capex (M)
Depreciation (M) and amortization

• Capex in 2008 expected to be 190 million

Note Capex includes discontinued operations
21
Working Capital Improvement
Non-cash Working Capital DaysYears ended Dec. 31

• Working capital reduction program generated
  significant cash and is at a best-in-class level

Excludes receivable on sale of ColepCCL
22
Strong Debt Capital Structure
Net Debt (M)
Net Debt to Total BookCapitalization Ratio
23
Current Net Debt 356M

• A portion of some of these loans have been
  swapped into euros

US31M due in July 2010
extendible annually
24
New Financing Pending

• CCL has had substantial cash over the last decade
  and wants to maintain liquidity to be
  opportunistic
• CCL went to the U.S. Private Placement market in
  late August to raise up to US150M in 5 and 10
  year notes
• Market conditions deteriorated due to credit
  crunch
• However, CCL raised US130M with 8 investors 7
  are prior lenders to CCL
• Terms
• US52M bullet 5 year _at_ 5.86
• US78M bullet 10 year _at_ 6.62
• No material change in covenants (no EBITDA
  related tests) except investors can put the notes
  back to the Company at par if there is a change
  of control
• Closing anticipated on Sept. 24 and funding on
  Sept. 26

25
Debt Capacity Additional
Target Net Debt at 45 DebtTotal
Capitalization 634M

• With new financing, there is further substantial
  debt capacity and cash on hand to invest
  opportunistically

26
Key Strategic Metrics

• Earnings Per Share (EPS) growth of 10 per annum
  over time excluding one-time items (achieved 19
  in 2006 and 2007)
• Return on Equity (ROE) equal to leading specialty
  packaging peers 12-14 (13 in each of 2006 and
  2007)
• Debt rating BBB high (Investment Grade)
• Debt to capitalization of 45 (currently 32)
• Net interest coverage to EBITDA, minimum 6xs
  (currently 10.3)
• Maintain liquidity of 100M in cash or unused
  lines of credit

27
Key Strategic Metrics

• Working capital management maintain
  best-in-class performance (end of 2006 2 days
  and 2007 at (1) vs 35 days in 2001)
• Dividends, 20-25 EPS excluding unusual items
  (was 17 at Dec. 2007 therefore increased
  dividend by 17 in March 2008 to achieve metric
  range)
• Reinvestment capex hurdle of 17 ROI
• Divisional ROS gt10 (2006 and 2007 12)
• Acquisitions
• Complementary and accretive in 1st year

28
?
Questions
29
CCL Industries Inc.
CCL Industries Inc.

• Geoffrey T. Martin, President and CEO
• September 23, 2008

30
2008 Estimated Sales by Division and Geography
Sales by Division 1.2B
Sales by Geography 1.2B
WesternEurope 43
Label 82
Container 13
Tube 5
U.S. Canada 45
EmergingMarkets 12
Sales from products manufactured in Canada are
10
31
2008 Estimated Sales by Market
32
CCL Container
CCL Industries Inc.
33
CCL Container Products
Aerosol Containers
Aluminum Bottles
34
CCL Container Markets
Household
Beverage
Personal Care
35
Our Manufacturing Process - Impact Extrusion
36
Decoration and Finishing
4. Internal Spray Coating
5. Dry Offset Print
6. Neck Down
37
CCL Container Strong Market Position

• Focus on NAFTA region only
• One of only two producers with approx 50 share
• Main competitors are alternatives
• Steel/Tin Plate Aerosols
• Plastic Trigger Sprays/Pumps
• Coil-to-Can Aluminum Beverage Bottles
• Specialty Glass Plastic Bottles
• Facilities in the U.S., Canada and Mexico (2)
• 87 of sales in the U.S. balance in Mexico

38
Canadian Plant US Exchange Rate Headwind
US Operating Incomeimpact millions fromprior
year
USCExchange Rate
39
Aluminum Cost Challenges
(US/ton)
4,000
3,000
2,000
1,000
2004
2006
2005
2008 Aug.30
2007
Source Reuters, 3 month LME spot price
40
CCL Container Last Five Year Performance
Sales US M
OI US M
M
2003
2004
2005
2006
2007
41
CCL Container 2008 vs. 2007 YTD Performanceat
June 30th

• Factors impacting revenue
• ABS Bag-on-Valve business sold in Q1 2008 2.2
  million
• Loss of Home Care contract in mid 2007 10
  million
• C Translation 8 million based on virtually
  all customers purchases in US
• U.S. and Mexican operations performing well
• Weak performance in Penetanguishene
• exchange rate impact 2.3 million

Millions
96.6
77.8
17.1
12.9
11.4
11.5
8.1
1.7
Note excluding ABS business
42
Growing Profitability in Mexico
CCL Container Sales
2003
2007
Mexico 11
Mexico 11
CCL Container Operating Income
2003
2007
Mexico 25
Mexico 1
43
New Plant in Guanajuato Mexico
Investment in Guanajuato will reach 35 million
by year end
44
CCL Container Mexico Strategy

• Mexico City plant (older lines) focus on
• Local aerosols sold to Mexican contract fillers
  and customers filling in California, Texas, New
  Mexico and Arizona
• Specialty containers with high labour content
  currently made in the U.S.
• Guanajuato plant (new lines) focus on
• High volume aerosols for key Global Customers
• Bottles for Mexican Beverage Customers

45
CCL Container Focus for 2008-2010

• Continue to drive improvements in the US
  service, innovation, productivity, pricing,
  leveraging cross-CCL customer relationships
• Downsize and reduce cost in Canadian operation
• Successful execution of Mexican strategy
• 2010 goal to reach 20 ROI, significant upside
  potential once US consumer spending returns to
  normal levels

46
CCL Tube
CCL Industries Inc.
47
CCL Tube Market Share
North AmericanExtruded Tube Market
US400Million
CCL15
48
CCL Tube Customers

• Focus on high-end decorated premium priced
  consumer brands

49
CCL Tube Last Five Years Performance
US M
2003
2004
2005
2006
2007
6.5
5.3
7.6
10.3
6.8
EBITDA
Presented in US as business is primarily U.S
based
50
CCL Tube 2008 vs. 2007 YTD Performanceat June
30th
M
34.0
30.9
5.2
3.8

• Q3 Q4 will be favourable due to weak 2nd half
  of 2007
• Order levels good in market circumstances
• Business returned to profit, but margins not at
  acceptable levels

51
CCL Tube Los Angeles New More Efficient Facility
From this
to this
52
CCL Tube Focus 2008-2010

• Successful relocation in Los Angeles
• Merging U.S. sales team with CCL Label HPC group
  to leverage relationships
• Focus operations on service, decoration
  innovation and improving mix
• Review small (but profitable) operation in Mexico
• 2010 objective 10 ROI

53
?
Questions
54
CCL Label
CCL Industries Inc.
55
Three Label Markets

• Variable Information Printing
• Bar Codes
• Information Processing Applications

• Packaging and Presentation
• Personal Care
• Premium Food and Beverage
• Healthcare and Chemicals

• Product Identification
• Automotive
• Consumer Electronics Computers,
  Cell
  Phones, Audio-Visual
• Consumer Durables White Goods

56
CCL Label Products Global Leadership

• Pressure sensitive labels global leader
• Expanded content labels global leader
• Sleeves 2 globally

• Niche player In-mould labels Film wrap
  labels Paper cut stack labels

Plus
57
CCL Label Services

• Brand Icons creative development
• Artwork and design management
• Label supply chain inventory management
• Label application consulting
• New development initiatives problem solving

58
Global Packaging Market Trends
Asia Pacific Now Larger than N. America and W.
Europe
W. Europe
billion
482
387
104
64
116
104
Largestmarket
143
111
119
108
Source Heidelberger Druckmaschinen -
Adjusted for price changes and currency
fluctuations Base year 2004
59
Global Packaging Market Trends
10 Fastest Growing Markets(2005-2010 CAGR)
Source Pira 2005
60
Global Label Market
Market Volume(2007)
Market Growth Rates( p.a.)
Pressure Sensitive labels 39
Cut andStack 50
In-mould 2
Sleeves/Film Wraps 9
Volume 41 billion m2
Source 2008 Global AWAreness Report, 2008/03
61
Global Pressure Sensitive Label MarketEmerging
Markets Continue to Represent Best Growth
Opportunities
PS Label Market Volume(2007)
PS Label Market Growth Rates( p.a.)
N. America 33
L. America 5
Emg. AP 12
N. Eur 17
Dev. AP 14
S. Eur 11
Aus/NZ 2
E. Eur 6
Volume 16 billion m2
Asia biggest growth
Source 2008 Global AWAreness Report, 2008/03
62
Industry Structure
Converters (Entrepreneurs/Consolidators)
Proximity to Point of Use
Laminators Film Extruders (Avery-Bemis-Mitsubish
i)
Primary Materials (UPM-Dow-Shell-BASF)
Degree of Scale
63
Mission

• To be the global supply chain leader of
  innovative premium package, and promotional,
  label solutions for the worlds largest consumer
  and healthcare corporations

64
CCL Label Main Engine for Growth
M
2002
2003
2004
2005
2006
2007
21.5
34.8
35.9
79.2
88.5
121.0
Capex
36.3
42.8
64.2
92.2
131.7
167.3
EBITDA
65
CCL Label 2008 vs 2007 YTD Performance
at June 30th
M
496
483
108
100
77
72

• Soft HPC market in the U.S. and Western Europe
• Strong Results from Healthcare Specialty
  globally
• Growing Sleeve and Beverage businesses, highly
  seasonal
• Emerging Markets performance strong across the
  board
• Acquisitions performing to expectations

66
CCL Label Four Major Markets

Home andPersonal Care 300M
Healthcare Specialty 350M
Beverage Battery 175M
SleeveLabels 150M
Plus Durables (CD-Design) - 25million 1B
revenue
67
CCL Label Home and Personal Care Around The World

• 12 plants
• 4 in the U.S.
• 4 in Europe
• 2 in Latin America
• 2 in Asia
• 2 in Russian JV
• Total revenues of US300 million
• 3-4 times larger than the nearest competitor
• 25 Global Market Share
• Profitability at CCL Label average

Revenue Breakdown
U.S. 36
Europe 34
Emerging Markets 30
68
Top 10 Global Beauty Care Players
Name 2007 Total Sales (USB) HQ Location
Procter Gamble 76.5 U.S. LOréal
25.1 France Unilever 59.2
UK-NL Colgate-Palmolive 13.8 U.S. Estee
Lauder 7.0 U.S. Avon Products 9.9
U.S. Beiersdorf 8.5 Germany Johnson
Johnson 61.1 U.S. Shisheido 6.9
Japan Kao Corp 12.6 Japan
69
Five Global Accounts For Home Personal Care

• Represents 70 of Home Personal Care Label
  sales
• Balance is in regional players and specialty
  retailers

70
Global Personal Care Market Shift
Emerging Markets
W. Europe
N. America
Japan
Industry estimates
71
Global Home Personal Care Presence 2008
Now with presence in Moscow andSt. Petersburg
through our joint venturewith CCL-Kontur
72
Global Home Personal Care Presence 2010
with new Asian investments
73
Growing Through Greenfield Sites Investment to
Date
Poland (2006) 13M
China (2005) 14M
Thailand (2003) 17M
74
Greenfield Site Relocations Investments
Paris Relocation 16M
Mexico City Relocation 30M
Relocation to new state-of-the-artfacilities to
meet customer needs
75
CCL Labels Global Partners
CCL Label HPC sites trading with Global partners
Company
Total
EU
Asia
NA
LA
PG
13
5
2
4
2
Unilever
12
4
2
4
2
LOréal
9
3
1
3
2
JJ
8
2
-
4
2
Beiersdorf
7
1
2
2
2
76
CCL Label Home Personal Care Strategy

• Continue to invest in Emerging Markets, largely
  through greenfield sites
• Invest in Decoration Innovation
• Broaden category presence in North America Home
  Care
• Focus on improving profitability in Europe
• Build service programs in Design Management and
  Label Supply Management
• Cross Leverage Container and Tube organization in
  North America

77
?
Questions
78
Global Healthcare Group
CCL Industries Inc.

• Presented by Robert Ryckman, VP, Marketing and
  Sales, CCL Label Healthcare Worldwide
• September 23, 2008

79
Agenda

• Key strengths
• markets served
• key customers
• locations technology
• Growth initiatives
• Healthcare strategy
• QA

80
Healthcare Group History

• Group was formed in 2003 to target the Healthcare
  market
• Designated Focused factories to meet unique
  market needs
• Invested in new production and inspection
  equipment specifically designed to service the
  Healthcare market
• Completed strategic acquisitions to fill product
  line needs and broaden geographic footprint
• Specialized Sales Force to service customers on a
  global basis

81
A Strong Growth Record
82
Markets Served
CCL Healthcare provides innovative packaging
solutions globally to the following industries

• Prescription Drugs
• Generic Drugs
• Clinical Trials
• Ophthalmic (Eye Care)
• Biotechnology
• Medical Devices
• Animal Health Products
• Nutraceuticals

83
Well Positioned in a Large Market
Healthcare MarketUS2B
CCL is a large player in a fragmented global
market
84
Many Global Blue Chip Customers
85
2007 Sales by Geography
Total Global Sales US239 M
EuropeUS120M
North AmericaUS119M
48
52
86
Excellent Geographic Footprint to Service Both
North America and Europe
CANADA 1. Toronto 2. Montreal US 3. Hightstown
, NJ 4. Baltimore, MD 5. Sioux Falls,
SD 6. St. Louis, MO 7. Upland, CA PUERTO
RICO 8. Cidra 9. San German
DENMARK 10. Copenhagen 11. Randers ITALY 12. M
ilan NETHERLANDS 13. Oss UK 14. Ashford 15. Di
tchling FRANCE 16. Chilly Mazarin
87
State-of-the-Art cGMP Facilities
Digital Inspection Machine
88
State-of-the-Art cGMP Facilities
Product segregation to avoid mixing batches
89
State-of-the-Art cGMP Facilities
White Room Manufacturing Environment
90
State-of-the-Art cGMP Facilities
Digital Proofing for copy integrity
91
State-of-the-Art cGMP Facilities
Digital Press for short run and sequential bar
codes
92
Broad Range of Products
Expanded Content
Pressure Sensitive
IV Hanging Label
Shrink Sleeve Closure
Multi Ply
Medical Device Label
93
Agenda

• Key strengths
• markets served
• key customers
• locations technology
• Growth initiatives
• Healthcare strategy
• QA

94
Growth Initiatives - Product Innovations

• RIFD
• Track and trace and electronic pedigree
  applications
• Brand protection product line
• Overt solutions
• Covert features
• Intelligent labels
• Time Temperature indicators
• Braille Labels
• Chemical indicators
• Sterilization indicators
• Child Resistant Senior Friendly Packaging
• Direct to Foil to reduce packaging spend

Market timing is critical, meeting the
regulatedchanges ahead of the curve
95
Growth Initiatives - Product Line Extensions

• Blister Foils
• For unlabeled products common in Europe
• Special constructions with Pattern Adhesive
  technology
• IVHL
• Medical device
• Expanded Content Labels (ECL) with more pages for
  regulatory support
• Now with more than 100 pages is possible

96
Growth Initiatives Market Trends Type 2
Diabetes

• Type 2 Diabetes is now a World Pandemic
• CCL is well positioned with the leading
  Healthcare companies that manufacture insulin and
  glucose monitoring devices
• Many new products are in development with CCL as
  a label solutions partner

97
Growth Initiatives Market Trends ePedigree

• California will require that all prescription
  drugs carry a method of traceability from the
  time the product is made to the time it is
  dispensed
• CCL has several ways to deliver a solution
  through RFID and Bar coding
• CCL is investing in variable data print engines
  and variable data inspection equipment to enable
  its customers to meet this new requirement
• The first systems have been installed and running
  ahead of the demand which is scheduled to begin
  in Q3 2009 for 2010 release

98
Agenda

• Key strengths
• markets served
• key customers
• locations technology
• Growth initiatives
• Healthcare strategy
• QA

99
Strategy Going Forward

• Pursue acquisitions that will enhance CCLs
  global footprint and Healthcare product offering
• Focus on global customers and sell our worldwide
  supply chain capability
• Greenfield site investments in China India to
  support existing customers
• Execute new technologies to implement ePedigree
  and capitalize on this value-add opportunity
• Continue to leverage security products to grow
  sales
• Continue to develop new and innovative packaging
  solutions to meet our customers needs

100
?
Questions
101
CCL Label Food Beverage
CCL Industries Inc.

• Presented by Günther Birkner, Group VP, Food
  Beverage, CCL Label Worldwide
• September 23, 2008

102
Agenda

• Key strengths
• Growth initiatives
• beer
• soft drinks
• wine spirits
• dairy liquid foods
• Food beverage strategy
• QA

103
A Strong Growth Record
Note 1 ITW contributed 84M in sales in year
acquired - 2007
104
Strong Organic Growth
Sales (USM)
265
226
100
74
65
Note 1 ITW contributed 84M in sales in year
acquired - 2007
105
Growing Market Share
20
2
8
PSL - Beverage
15
2
6
Sleeves
Key Competitors

• Fuji Sleeves (Japan/public)
• Sleever International (France/family-owned)
• Spear Inc. (USA/private financial investor)
• Multicolor Corp. (USA/public)

106
Extensive Global Footprint
107
Key Customers All Global Players
108
Agenda

• Key strengths
• Growth initiatives
• beer
• soft drinks
• wine spirits
• dairy liquid foods
• Food beverage strategy
• QA

109
Beer A Growing Market

• Top 4 customers share more than 50 of world
  market
• North America and Western Europe mature, Emerging
  Markets growing
• Premiumization

Customer Breakdown US
110
Beer The Move To New Labels

• No-Label Look decoration replacing paper labels
  and direct print
• Marketing and operational benefits

111
Beer CCLs Global Customers
112
Beer CCL Providing Innovative Solutions

• Wash-Off Labels
• CCL has unique patented label construction for
  refillable bottles
• Labels removable and bottles reusable
• Refillable bottles provide environmental benefits
  and represent approx. 50 of beer bottles
  worldwide
• Outlook
• Equipment investment regulates transition to
  Pressure Sensitive Labels (Emerging Markets!)
• Today only 5 of all worldwide beer
  bottlesdecorated with PSL

113
Soft Drinks Global Market Share
114
Soft Drinks Global Opportunities

• Business dominated by Coca-Cola and Pepsi
• plus Nestlé and Danone in bottled water category
• Carbonated soft drinks only grow in emerging
  markets
• developed markets move to wellness drinks
  (enhanced waters, juice), energy drinks and RTD
  coffee and tea
• Standard pack format PET bottles, more recently
  shaped containers which need adaptive label
• CCL supplies Shrink and Stretch Sleeves to
  decorate shaped bottles

115
Soft Drinks CCL Customers Products
116
Soft Drink Innovation

• Super-Stretch-Sleeves (Triple S)
• Environmentally friendly and cost effective
  Sleeve decoration for shaped bottles to replace
  Shrink Sleeves
• Proprietary patented application system
• Minimizes material usage, transport, energy
  consumption

117
Wine Spirits CCLs Major Customers

• Wine makers usually small with regional character
• Spirits controlled by Diageo (Smirnoff, Johnnie
  Walker, Baileys) Pernod Ricard (Chivas, Absolut
  Vodka, Beefeater Gin) and Bacardi

118
Wine Spirits Major Global Customers Brands
119
Wine Spirits Opportunities

• Growth in mature markets (competition with beer)
  and tax regulated markets e.g. India
• CCL presence small with Pressure Sensitive Labels
  and Shrink Sleeves
• Wine business bolstered by the acquisition of
  Clear Image Australia
• need to establish franchises in important wine
  regions
• Spot business with spirit companies in all parts
  of the world but no major position

120
Dairy Liquid Food Markets For Growth

• Consumer habits grow on-the-go and portioned
  packs likesmall plastic bottles
• Brand owners look for differentiation with shaped
  containers and high-end decoration
• CCL supplies Sleeves, PSL and In-mould Labels
  full choice of premium decoration
• Existing business predominantly with regional
  customers in Europe but recent investments will
  attract multinationals (Nestlé, Unilever, Danone)
• Growth opportunities
• Emerging markets (Russia, Asia, Mexico, Brazil)
• North America with innovations (Triple S)

121
Dairy Liquid Food Large Global Customers

• Danone, Nestlé and Unilever as global players
• Various regional large customers

US
122
Dairy Liquid Food Customers Products
123
Food Beverage Growth Strategy

• Focus on multinational customers with global
  brands accessing CCLs geographic footprint
• Focus on premium brands with high-end
  decorationand new technologies
• no mature products (paper cut stack labels,
  wraparound labels)
• Focused factories designed to meet customer cost
  criteria, latest technology
• Acquisitions to broaden geographic and/or
  segment scope

124
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Questions
125
CCL Label Market Niches Represent 20 of Sales
With higher margins than the average
Promotions
Chemicals
Batteries
Paints
Automotive
126
CCL Label Specialty Products
CCL Industries Inc.

• Geoffrey T. Martin, President and CEO
• September 23, 2008

127
CCL Industries 2002 2007 Proforma
EBIT
Sales (M)
Note Excludes Custom Manufacturing ColepCCL
128
CCL Label, Container Tube Investing in the
Future
M
ROI
Capex as a of Depn
93
181
216
274
242
221
Note Excludes Custom Manufacturing ColepCCL
129
CCL Container, Tube and Label Working Capital
Note Excludes Custom Manufacturing ColepCCL
130
Capex Outlook

• Capex forecast 2008 of 190 million includes over
  60 million of significant strategic long-term
  property transactions
• CD-Design 13 million
• New Mexican Guanajuato Container plant 10
  million
• New Paris HPC Label plant 8 million
• New Montreal Healthcare Label plant 6 million
• New Los Angeles Tube plant 4 million
• Significant plant expansions in the U.K., Germany
  Austria 15 million
• Land purchases in China, India, Vietnam and Japan
• Container and Tube Capex of 46 million driven by
  new plants and equipment in L.A. and Mexico
• Capex at Label is 144 million and excluding
  acquisition related Capex 127 million
• Expect normalized capex in the 125-150 million
  range for 09/10
• Including Asian expansions
• Subject to continuing profit growth and meeting
  ROI hurdles

131
CCL Container Tube Strategies

• Focus on North America Only
• Focus on improving Operating Margin and ROI
• Cost reduction Mexican Container plant,
  downsizing of Penetanguishene
• Pricing commodity cost pass throughs, improve
  mix
• Capex at or below rate of depreciation for
  2009-10 in both businesses
• Leverage CCL Label Relationships in North America
• Many common customers in HPC
• Beverage opportunities

132
CCL Label Business Strategy

• Focus primarily on large Global Customers
• Organize around their needs
• Invest globally in world-class facilities and
  technologies
• By market segment and/or label type
• Increasing focus on product technology
  innovations
• Acquire to expand geographic footprint and
  product range
• At the right price, largely bolt-on businesses
  10-100 million
• Many opportunities focus on Healthcare
  Specialty, Food Beverage and Durables
• Focus on growth at current margins and ROI

133
CCL Acquisition Approach

• Focus on selected segments of the Label business
• Valuations at 4-6 times historic EBITDA
• Focus on businesses/people who we know, avoiding
  auctions
• Willing to take on troubled situations at or
  below tangible asset value
• Must be a fit product/geography in our global
  network
• No bet the company deals, always be ready to
  walk away
• Many opportunities arise in turbulent times

134
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Questions