Exhibit 99.1
Granite Considerations---Granite Overview
Safe Harbor Certain statements in this document regarding anticipated financial, business, legal or
other outcomes including business and market conditions, outlook and other similar statements relating to Rayonier Advanced Materials’ future events, developments, or financial or operational performance or results, are “forward-looking
statements” made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and other federal securities laws. These forward-looking statements are identified by the use of words such as “may,” “will,”
“should,” “expect,” “estimate,” “believe,” “intend,” “forecast,” “anticipate,” “guidance,” and other similar language. However, the absence of these or similar words or expressions does not mean a statement is not forward-looking. While we
believe these forward-looking statements are reasonable when made, forward-looking statements are not guarantees of future performance or events and undue reliance should not be placed on these statements. Although we believe the expectations
reflected in any forward-looking statements are based on reasonable assumptions, we can give no assurance these expectations will be attained and it is possible actual results may differ materially from those indicated by these forward-looking
statements due to a variety of risks and uncertainties. Our operations are subject to a number of risks and uncertainties including, but not limited to, those listed below. When considering an investment in our securities, you should carefully
read and consider these risks, together with all other information in our Annual Report on Form 10-K and our other filings and submissions to the SEC, which provide much more information and detail on the risks described below. If any of the
events described in the following risk factors actually occur, our business, financial condition or operating results, as well as the market price of our securities, could be materially adversely affected. These risks and events include,
without limitation: Our businesses we operate are highly competitive and many of them are cyclical, especially in commodity markets, which may result in fluctuations in pricing and volume that can adversely impact our business, financial
condition and results of operations; Our ten largest customers represent approximately 35% of our 2018 revenue, and the loss of all or a substantial portion of our revenue from these large customers could have a material adverse effect on us; A
material disruption at one of our major manufacturing facilities could prevent us from meeting customer demand, reduce our sales and profitability, increase our cost of production and capital needs, or otherwise adversely affect our business,
financial condition and results of operation; Changes in raw material and energy availability and prices could affect our results of operations and financial condition; The availability of, and prices for, wood fiber may significantly impact
our business, results of operations and financial condition; We are subject to risks associated with manufacturing and selling products and otherwise doing business outside of the United States; Our operations require substantial capital for
ongoing maintenance, repair and replacement of existing facilities and equipment; Currency fluctuations may have a negative impact on our business, financial condition and results of operations; Restrictions on trade through tariffs,
countervailing and anti-dumping duties, quotas and other trade barriers, in the United States and internationally, especially with respect to China, Canada and as a result of “Brexit”, could adversely affect our ability to access certain
markets and otherwise impact our results of operations; We depend on third parties for transportation services and increases in costs and the availability of transportation could adversely affect our business; Our business is subject to
extensive environmental laws, regulations and permits that may restrict or adversely affect our ability to conduct our business; The impacts of climate-related initiatives remain uncertain at this time; Our failure to maintain satisfactory
labor relations could have a material adverse effect on our business; We are dependent upon attracting and retaining key personnel, the loss of whom could adversely affect our business; Failure to develop new products or discover new
applications for our existing products, or our inability to protect the intellectual property underlying such new products or applications, could have a negative impact on our business; Risk of loss of the Company’s intellectual property and
sensitive business information, or disruption of its manufacturing operations, in each case due to cyberattacks or cyber security breaches, could adversely impact the Company; We may need to make significant additional cash contributions to our
retirement benefit plans if investment returns on pension assets are lower than expected or interest rates decline, and/or due to changes to regulatory, accounting and actuarial requirements; We have significant debt obligations that could
adversely affect our business and our ability to meet our obligations; The phase-out of LIBOR as an interest rate benchmark could result in an increase to our borrowing costs; Challenges in the commercial and credit environments may materially
adversely affect our future access to capital; We may need additional financing in the future to meet our capital needs or to make acquisitions, and such financing may not be available on favorable terms, if at all, and may be dilutive to
existing stockholders; and the inability to effectively integrate the Tembec acquisition and meet our financial objectives therefrom, and any future acquisitions we may make, may affect our results. Other important factors that could cause
actual results or events to differ materially from those expressed in forward-looking statements that may have been made in this document are described or will be described in our filings with the U.S. Securities and Exchange Commission,
including our Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. Rayonier Advanced Materials assumes no obligation to update these statements except as is required by law. 2
Non-GAAP Financial Measures These presentation materials contain certain non-GAAP financial measures,
including EBITDA, adjusted EBITDA, adjusted EBITDA margin, adjusted free cash flows, adjusted operating income, adjusted net income, adjusted net income per share, adjusted diluted earnings per share and adjusted net debt. These non-GAAP
measures are reconciled to each of their respective most directly comparable GAAP financial measures in the appendix of these presentation materials.We believe these non-GAAP measures provide useful information to our board of directors,
management and investors regarding certain trends relating to our financial condition and results of operations. Our management uses these non-GAAP measures to compare our performance to that of prior periods for trend analyses, purposes of
determining management incentive compensation and budgeting, forecasting and planning purposes. We do not consider these non-GAAP measures an alternative to financial measures determined in accordance with GAAP. The principal limitations of
these non-GAAP financial measures are that they may exclude significant expenses and income items that are required by GAAP to be recognized in our consolidated financial statements. In addition, they reflect the exercise of management’s
judgment about which expenses and income items are excluded or included in determining these non-GAAP financial measures. In order to compensate for these limitations, management provides reconciliations of the non-GAAP financial measures we
use to their most directly comparable GAAP measures. Non-GAAP financial measures should not be relied upon, in whole or part, in evaluating the financial condition, results of operations or future prospects of the Company. 3
Granite Considerations---Granite Overview Agenda 9:00 AM Welcome Mickey Walsh, Treasurer & VP
Investor Relations 9:05 AM Company Overview & Strategy Paul Boynton, Chairman, President & CEO 9:30 AM High Purity Cellulose – Commercial Dr. Erin Byers, SVP High Purity Cellulose 9:45 AM High Purity Cellulose –
Manufacturing Bill Manzer, SVP Manufacturing Operations 10:00 AM Questions & Answer Session 10:15 AM High Yield Pulp Ken Duffy, VP Sales & Marketing High Yield Pulp 10:30 AM Forest Products & Paper Chris Black, SVP
Forest Products & Paper 10:45 AM Sustainability Carla Yetter, VP Environmental & Regulatory Affairs 11:00 AM Questions & Answer Session BREAK 11:20 AM Strategic Pillars Frank Ruperto, CFO & SVP, Finance and
Strategy 11:45 AM Closing Comments Paul Boynton, Chairman, President & CEO 12:00 PM Questions & Answer Session 4
Investor Day – 2019 Paul Boynton Chairman, President & Chief Executive Officer
Values and visionYou know us better than you thinkOver 90 years of continuous improvement and
innovationRYAM today…Strategy to drive growth and valueGo-to-Market strategyPillars of growthPortfolio evaluationDisciplined capital allocation Rayonier Advanced MaterialsNYSE Investor Day 6
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation
supports shareholder value 7
Creating value by applying science to nature. Our
Values Integrity Accountability Quality People Our Vision z z z 8 From Renewable to RemarkableTM
9 You already know us… Paint High Tenacity Rayon Textile Cord for Tires Highly Mercerized
Fibers for Air and Oil Filters 9
10 You already know us… Protective Polarizing Film for LCD Screens 10
You already know us… Time Release CoatingSpacing Agent in Pharmaceuticals Thickening Agents 11
You already know us… Food Safe Sausage Casing Sponge Fibers Dietary Foods 12
Over 90 Years of Creating Value 13
Rayonier Advanced MaterialsContinuous Improvement and Innovation 1926 – Rainier Pulp and Paper
Company 14
Fernandina Beach plant opens A Look Through Our
History 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s 2000s 2014 2017 Rainier Pulp and Paper Company founded Partnered with DuPont to produce cellulose for rayon fibers renamed Rayonier Jesup plant Started First viscose
grades at Tartas Co-developed “fluff” pulpwith J&J Acetate growth due to cigarette filters and photographic film First high IV ethers grades in Temiscaming Rayonier Advanced Materials becomes stand alone company Novathin® cores
developed for absorbent materials market Rayonier Advanced Materials acquires Tembec Acetate for LCD applications 15
A Look Through Our History 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s
2000s 2014 2017 First viscose grades at Tartas Co-developed “fluff” pulpwith J&J Acetate growth due to cigarette filters and photographic film First high IV ethers grades in Temiscaming Rayonier Advanced Materials becomes
stand alone company Novathin® cores developed for absorbent materials market Rayonier Advanced Materials acquires Tembec Acetate for LCD applications Partnered with DuPont to produce purified cellulose from hemlock for rayon
industry 16
Rainier Pulp and Paper Company founded 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s
2000s 2014 2017 Partnered with DuPont to produce cellulose for rayon fibers renamed Rayonier Improved Fluff with J&J Rayonier Advanced Materials becomes stand alone company Novathin® cores developed for absorbent materials
market Rayonier Advanced Materials acquires Tembec Partnered with J&J to optimize an absorbent fiber in the first development of disposable baby diapers 17 A Look Through Our History
Rainier Pulp and Paper Company founded Fernandina Beach plant
opens 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s 2000s 2014 2017 Partnered with DuPont to produce cellulose for rayon fibers renamed Rayonier First viscose grades at Tartas Acetate growth due to cigarette filters and
photographic film Rayonier Advanced Materials becomes stand alone company Novathin® cores developed for absorbent materials market Acetate for LCD applications NovaThin® patented absorbent cores 18 A Look Through Our History
Fernandina Beach plant opens Rainier Pulp and Paper Company founded Partnered with DuPont to produce
cellulose for rayon fibers renamed Rayonier Jesup plant Started First viscose grades at Tartas Co-developed “fluff” pulpwith J&J Acetate growth due to cigarette filters and photographic film Perfected ultra high purity acetate for
LCD screens 19 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s 2000s 2014 2017 A Look Through Our History
Fernandina Beach plant opens Partnered with DuPont to produce cellulose for rayon fibers renamed
Rayonier Jesup plant Started First viscose grades at Tartas Co-developed “fluff” pulpwith J&J Acetate growth due to cigarette filters and photographic film First high IV ethers grades in Temiscaming Novathin® cores developed for
absorbent materials market Rayonier Advanced Materials acquires Tembec RYAM introduces XV20 - highest viscosity wood-based ethers pulp available 20 A Look Through Our History 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s
2000s 2014 2017 Rainier Pulp and Paper Company founded
Global Headquarters Barnesville, GA Eastman, GA Quitman, GA Quitman, GA Collins,
GA Jacksonville, FL Jesup, GA Fernandina Beach, FL Temiscaming, QC Matane, QC Kapuskasing, ON Bearn, QC Chapleau, ON Cochrane, ON Hearst, ON Huntsville, ON La Sarre, QC Fiber Facility Sales/Research
& Development Montreal, QC Forest Products Facility Pulp & Paper Products Facility High Purity Cellulose Plant Tartas, France London, UK Canadian Headquarters Shanghai, China Tokyo,
Japan Global HQ Jacksonville, FLCanadian HQ Montreal, QC R&D Locations US and FranceManufacturing Facilities 17 in the US, Canada and FranceSales Offices US, Canada, London, Tokyo and ShanghaiEmployees4,200NYSE
TickerRYAM Who we are today… At A Glance 21
RYAM by the Numbers 2018 Revenue by Geography 2018Adjusted EBITDA by Segment 2018Revenue by
Product High Purity Cellulose Pulp Forest Products Paper *Revenue by Segment excludes eliminations, Adjusted EBITDA by Segment excludes Corporate segment results $2.1 billion $364 million 22
Granite Considerations---Granite Overview RYAM Diverse Business Segments High Purity
Cellulose Forest Products Paper Pulp Products Dissolving Wood PulpAcetateEthersSpecialtiesViscoseFluff Pulp Dimensional LumberFraming Materials Wood ChipsFuel (Chips, Sawdust, Shavings & Bark) PackagingMultiply Coated
BoardNewsprintBook Paper Mechanical Hardwood Pulp (Maple & Aspen) End Markets 23
Granite Considerations---Granite Overview Acquisition of Tembec – November 2017 Complementary product
offerings and technical capabilities across High Purity Cellulose gradesAdditional growth opportunities in packaging and forest productsProduct and geographic diversificationStronger, more balanced business with greater scale to drive
growthShared vision on safety, operational excellence and environmental stewardship Attractive purchase price leveraged down by synergies, investment opportunities and strong commodity marketsAnnual cost synergies of $75 million expected to
be achieved over 3 years; 50% higher than at announcementIncremental EBITDA benefits of $25 million from strategic capital investmentStrong commodity segments produced $139 million of Adjusted EBITDA in 2018Tembec asset generated $244 million
of EBITDA less CapEx* since announcement74% accretion to Adjusted EPS in 2018 Rationale Results 24 * Operating segments before corporate expenses
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation
supports shareholder value 25
5 of 8 Major Cellulose Specialties Lines RYAM to align assets to meet market needs and lower
costs 26 Bracell GP Cellulose Borregaard Others DomsjoNipponCosmo
Cellulose Specialties Pricing 27 Prices settle – potential inflection point Price
$/ADMT Stabilization Convergence 27
Granite Considerations---Granite Overview Go-to-Market Strategy Market conditions have changedCS prices
have stabilizedAcetate prices at parity with other CS productsGrowth in Cellulose SpecialtiesImprove price and marginsDeliver long-term EBITDA growthReduce exposure to acetate and grow with the market in ethers and other CSExit lowest margin
business Five CS lines to optimize grades and geographies to better serve customers and reduce costsAlign assets toward most productive useConvert Temiscaming plant to commodity products only (except regulated MCC); no acetate or ethersKeep
Jesup A focused on Other CS and Tartas on ethers and nitration; cease acetate production on both Commercial Actions Asset Realignment 28
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation
supports shareholder value 29
Granite Considerations---Granite Overview Strategic Pillars of Growth $61 million* generated in
2018;On track to deliver $155* million from 2018-2020 *Includes $25 million from Legacy Cost Transformation initiative Cost Transformation Reduced costs by $53 million$25 million from legacy plan$28 million from synergiesEstablished Global
Improvement Team (GIT) to capture remaining $47 million of costs New Products 2 commercialized products brought to marketOptisilk – lower cost viscoseXV20 – ultra-high viscose ethers$6 million of incremental EBITDA Market
Optimization Integrated businesses to make right product in right locationEstablished centers of excellence for sales and manufacturing to drive future value Investments $37 million of strategic capital$45 million of debt reduction$72
million of capital returned$29 million of dividends$43 million from buybacks 30
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation
supports shareholder value 31
Portfolio Evaluation Portfolio became more diverse with Tembec acquisitionSome assets are integrated
with the core High Purity Cellulose businessFormal asset reviewEvaluating highest value owner for certain commodity assets (RYAM or Other)RYAM is prepared to operate and invest in all assets in its current portfolio 32 Evaluating strategic
alternatives for certain commodity assets 32
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation
supports shareholder value 33
Disciplined Capital Allocation Maintain Assets $100-110 million of annual capex Adjusted Free Cash
Flow Return of Capital to Shareholders Stock buybacks and dividends to maximize long-term shareholder returns External Strategic Investments Acquisitions and other investments to complement core business Investment in the
Company High-return projects designed to enhance competitive position and drive EBITDA growth Reduce Leverage Target 2.5x Net Leverage Value Driven Approach Focused on Risk Adjusted Returns on Invested Capital Cash Flow From
Operations 34
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Launch new “Go-to-Market” strategy designed to:Improved Cellulose Specialties price and marginRealign assets to market needs and sales mixDrive long-term High Purity EBITDA
growth Improve the competitive positioning through the Four Strategic Pillars- Cost transformation - Market optimization- New products - Prudent investments To include:Formal asset reviewDetermine market value of business segmentsCapture
highest value for shareholders Employ a disciplined and balanced capital allocation strategy focused on:Debt paydownRe-investment Return of capital to shareholders Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single
digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation supports shareholder value 35
High Purity Cellulose Commercial Erin ByersSVP, High Purity Cellulose
90 Years Advancing Cellulose Chemistry Cellulose Polymer Chain RepeatingUnits 37
Market Pulp Industry Value Chain* Dissolving Pulp: Commodity Viscose 6 MMT 58 MMT 7
MMT Market Pulp Industry: 73 MMT IncreasingSpecialization& Sales Prices Source: Hawkins Wright and company estimates* Based on 2017 estimates** Includes Cotton Linter Pulp RYAM is a market leader in high purity cellulose
specialties CommodityMarket Pulp Fluff Dissolving Pulp: Cellulose Specialties 1.6 MMT 38
*illustrative customers Global Customer Base 39 Based on sales volumes
A Renewable Building Block In Everyday Products 40
Exceeding Customer Needs PerformanceBroadest range of high performance productsProprietary high purity
technologyExacting specificationsOnsight customer technical supportJoint product development teams with customers 41 Customer relationships spanning 9 months to 90 years ReliabilityReliable supply from multiple plants and multiple
linesCustomer service and supply chain expertiseMulti-year sales agreements
Cellulose Specialties Product Overview Products End Markets Primary Competitors* Demand Outlook Size
(000s tons) Acetate Pulp ~(1)% 660 Ethers Pulp 3-4% 440 Other CS 2-3% 450 Total Cellulose Specialties 1,550 Cotton Linter Pulp 42 *Other competitors include Domsjo, Nippon, Cosmo Source: Hawkins Wright and
company estimates Based on 2017 estimates Includes Cotton Linter Pulp
Cellulose Specialties Pricing 43 Convergence of Acetate and Ethers Sales Price Price
$/ADMT Significant EBITDA impact from price erosion * Excludes benefits of cost transformation initiatives 43 Stabilization Convergence
Committed to all Cellulose Specialties products Reduce exposure to declining acetate marketGrow with
ethers and other CS markets Displace cotton linter pulp to expand ethers volumesImprove price and margins Exit underperforming businessAlign assets to new Go-to-Market Strategy Cellulose Specialties Go-to-Market Strategy 44 Drive long-term
EBITDA growth
Commodity Product Overview and Strategy 45 Optimal mix of fluff and viscose based on market
conditions and highest margins over timeMaximize commodities at Temiscaming and Jesup C linePositive fixed cost contribution 45 Products End Markets Primary Competitors* Demand Outlook Size (000s
tons) Viscose Various 6-7% 6,700 Absorbent Materials 3-4% 5,700 Total Commodities 12,400
Fernandina Beach plant opens Rayonier Advanced Materials
History 1926 1931 1939 1954 1950s 1960s 1970s 1980s 1990s 2000s 2014 2017 Rainier Pulp and Paper Company founded Partnered with DuPont to produce cellulose for rayon fibers renamed Rayonier Jesup plant Started First viscose
grades at Tartas Co-developed “fluff” pulpwith J&J Acetate growth due to cigarette filters and photographic film First high IV ethers grades in Temiscaming Rayonier Advanced Materials becomes stand alone company Novathin® cores
developed for absorbent materials market Rayonier Advanced Materials acquires Tembec Acetate for LCD applications 46
History of Innovation 47 47
New Product Portfolio 48 20% of revenue derived from new products produced in past 5 years$15 million
of EBITDA improvement from 2018-2020$6 million achieved in 2018 GOALS: 48
Two recent new product launches 49 Optisilk: Novel cost effective technology for viscose pulp
productionSouthern pine fiberIncreased through put at viscose plants when blended with normal hardwood viscose pulpJesup Plant OptiSilk Biofloc XV 20 Novel cost effective technology for viscose pulp production The highest viscosity wood
based cellulose on the market Southern pine fiber Viscosity = 1,800 ml/g+ Increased throughput at viscose plants when blended with normal hardwood viscose pulp Expands the market for RYAM ethers grades 2018 revenue = $76 million Competes
with cotton linter pulp in demanding construction applications Jesup Plant Tartas Plant 49
High Purity Cellulose Growth Drivers 50 Industry leading product portfolioLong-term customer
partnershipsNew product pipelineCellulose Specialties Price stabilization in 2019Go-to-Market strategy matches assets to markets and drives price and margin improvementPositioned to grow long-term EBITDA mid-to-high single digits 50
High Purity Cellulose Manufacturing Bill ManzerSVP, Manufacturing Operations
Fernandina , Florida 1939Jesup , Georgia 1954Temiscaming, Quebec 1973 (Tembec start)Tartas ,France 1996
(conversion to CS) Decades of Learning and Developing 52 4 Sites, 6 HPC lines, 5 CS capable 52
Multiple Production Lines and Products Customized for each Customer
application Filter Plastic LCD/Film Tire Cord Casings Acetate Ethers/MCC SpecialtyHigh Value High Strength Viscose Customer End
Uses Finishing Pulping Hardwood Softwood Kraft Sulfite Bleaching Food Pharmaceuticals The “Rayonier Advanced Material Recipe” 53
Global HPC Manufacturing Presence Jesup, GA Fernandina, FL Temiscaming, QC Tartas,
France Facilities Capacity Jesup, GA 575,000 MT Fernandina Beach, FL 155,000 MT Tartas, France 140,000 MT Temiscaming, QC 150,000 MT 54
RYAM Line Wood Tech Capacity Fernandina Softwood Sulfite 155,000 Jesup A Hardwood/
Softwood Kraft 330,000 Jesup B Hardwood Kraft Jesup C* Softwood Kraft 245,000 Tartas Softwood Sulfite 140,000 Temiscaming Softwood Sulfite 150,000 A Global Leader in High Purity Cellulose * Commodity Only 55 775,000 MT
Cellulose Specialties Capacity + 245,000 MT Commodity Capacity= > 1,000,000 MT Total Capacity
Cost to Produce Wood FiberU.S. Southern PineU.S. Southern HardwoodFrance Maritime PineCanada Spruce,
Pine and Fir from lumber chipsChemicalsCausticSulfurEnergyBiofuelNatural Gas Average Cost* across High Purity Cellulose Segment * Varies by location 56
Cellulose Specialties Asset Alignment Acetate Ethers MCC Nitration Other
CS Commodity Temiscaming Tartas Jesup A Jesup B Jesup C Fernandina 57 57 Other CS includes filtration, casings and tire cord products Today MCC Regulated in
Temiscaming
Cellulose Specialties Asset Alignment Acetate Ethers MCC Nitration Other
CS Commodity Temiscaming Tartas Jesup A Jesup B Jesup C Fernandina 58 58 Other CS includes filtration, casings and tire cord products Today MCC Regulated in
Temiscaming
Cellulose Specialties Asset Alignment Acetate Ethers MCC Nitration Other
CS Commodity Temiscaming Tartas Jesup A Jesup B Jesup C Fernandina 59 59 Other CS includes filtration, casings and tire cord products Today MCC Regulated in
Temiscaming
Cellulose Specialties Asset Alignment Acetate Ethers MCC Nitration Other
CS Commodity Temiscaming Tartas Jesup A Jesup B Jesup C Fernandina 60 60 Other CS includes filtration, casings and tire cord products Today MCC Regulated in
Temiscaming
Cellulose Specialties Asset Alignment Acetate Ethers MCC Nitration Other
CS Commodity Temiscaming Tartas Jesup A Jesup B Jesup C Fernandina 61 61 Other CS includes filtration, casings and tire cord products Today MCC Regulated in
Temiscaming
Continuous Improvement Cost Savings by Area $140 million 58% of $140 million cost transformation
savings from manufacturing Key Areas of Manufacturing FocusChemical ReductionsEnergy EfficiencyMaintenanceWood Procurement 62
Fundamentals of Continuous Improvement Everything we do is a processContinuous Improvement is a part of
everything we do; it is not a separate activityIt is all about Teams, at all levelsStandard work is critical to building and sustaining Continuous ImprovementVisual Management is key to highlighting actuals to standards and expectationsGo see
where the work is done 63 Every person, every day, driving continuous improvement
Maintenance Capital Process A Rigorous and disciplined system Maintenance Capital ProcessCompliance
requirementsMaintain operations5 Year PlanPrioritized risk rankingExecutive review 64 $80 Million annual High Purity Cellulose budget$100 Million RYAM total budget
Strategic Capital Process Strategic projectsHigh-return projects2018-2020 capital plans*$30 million of
capital, net$15 million annual EBITDA improvement** * High Purity Cellulose Strategic Capital benefits both Investment Pillar and Cost Transformation Pillar, depending on size and scope** Additional EBITDA benefits extend beyond 2020 65
High Purity Cellulose – Key Highlights Core-business contributes greater than 50% of Company EBITDALong
successful history in this market with global customer relationships dating back over 90 yearsMost capable assets base in the industryEfficient operations built on continuous improvement processes successfully reduced significant cost with
additional opportunities aheadIdentified opportunities for high-return capital investments over the next several yearsHistory of innovation with New Products expected to generate over 20% of revenues in next 5 yearsOur Go-to-Market strategy
will increase profit margins 66
QUESTIONS? 67
High Yield Pulp Ken DuffyVP, Sales & Marketing, High Yield Pulp
Global Market - Paper Pulp 69 High Yield Pulp4.5 million MT (7%) Total Demand 65 million MT 1)
Excludes 60 MT of internal sales. Source: Brian McClay 69
High Yield Pulp Overview Two High Yield Pulp mills~60,000 MT sold internally to Temiscaming’s Paperboard
facility100% hardwood grades Maple & aspenTwo main marketsPrinting & Writing PaperPaperboard Leader in FSC* certified pulp 70 Facility Details High-Yield Pulp tonnes Hardwood high-yield - Temiscaming, QC 300,000 Hardwood
high-yield - Matane, QC 270,000 Total 570,000 70 * Forest Stewardship Council Temiscaming, QC Matane, QC
Pulp Sales Mix 71 Diversified customer baseNorth America customer mix growingChinese market
share has decreased to 38% from 50% over the last few years 2018 Sales by Region 2018 Sales by End Use 71 Top 10 Customers = 70% of salesLargest Customer = 10% of sales
Major Paper-Grade Market Pulp Capacity Changes 72 Source: Hawkins Wright. Announced capacity changes
only, not committed. 65 MT Global Market Pulp No significant announced capacity expansions expected until 2021 (000) MT’s 72 2% Demand Growth = 1.3 Million MT per year
73 Source: Brian McClay & Associates Inc. - February 15, 2019 Favorable Market
Conditions 73 Quarterly NBSK/BEK US$ List Prices in ChinaCIF Chinese Port, Actual Prices Through Q3 2018 Positive supply-demand outlook No new major capacity additions expected until 2021Pulp demand forecasted to grow 2% per yearDemand
growth concentrated in Asia, mainly in tissue and packaging sectorsOver 94% Shipment to capacity utilization Source: PPPC
Attractive Mill Profiles Low cost millsBoth mills in second quartileDelivered Costs < $475/tonne (CIF
China) Geographically located to deliver to key marketLow capital requirementsTotal CapEx of $3.5 million average per yearHigh cash flow conversion 74 74
Pulp Segment EBITDA 75 Note: 2014-2017 calendar year results based on Tembec published historical
reported segments, converted to US Dollars
Versatile high yield pulp millsHigh-bulk maple and aspen desired fiber for paperboard and printing and
writing marketsLeading producer of FSC Certified High Yield PulpLow cost producer2nd Quartile on the cost curveFavorable transportation optionsPricing strength forecasted for several yearsPositive supply-demand dynamics with minimal new
announced capacity until at least 2021 Pulp – Key Highlights 76
Forest Products Chris BlackSVP, Forest Products & Paper
Kapuskasing, ON Bearn, QC Chapleau, ON Cochrane, ON Huntsville, ON La Sarre,
QC Hearst, ON Forest Products Overview Produce a wide range of commodity forest products used primarily for residential and commercial construction Top 10 producer of lumber in US & CanadaManufactured products include SPF lumber,
hardwood lumber, wood chips, and by-productsHighly diversified customer baseLeader in FSC-certified wood productsSubject to final duties of 20.2% Facility Details SPF Lumber (mbf) Stud lumber - La Sarre, QC 135,000 Stud lumber -
Cochrane, ON 125,000 Stud lumber - Kapuskasing, ON 105,000 Random lumber - Bearn, QC 110,000 Random lumber - Chapleau, ON 135,000 Random lumber - Hearst, ON 110,000 Total Spruce, Pine, Fir (SPF) 720,000 Specialty Wood Hardwood
lumber - Huntsville, ON 15,000 mbf 2018 Lumber Sales by Geography Capacity 78
M.S.R., #2 & Better Stud Grade No. 3, Economy Premium Grades Wood Usage by Different Grades
Random Length Mills Stud Mills 79
Internal Supply & Demand – Chips Sawmill Chip Production Chip Consumption RYAM currently
uniquely balanced 36% bdmt = bone dried metric ton 80
Lumber Market Outlook Lumber consumption expected to grow slowly but steadily over the next several
yearsSupply side constraints will hamper the North American industry’s ability to keep pace with growing consumptionTightening demand supply conditions along with increased higher cost imports should improve prices from lows we are currently
experiencingUS housing starts key indicator Source: RISI 81
U.S./Canada Softwood Lumber Dispute 2018 Canadian exports to the U.S. fell 1,800 BBF to 13,500
BBFRepresents 28% U.S. market share (down from 30% in 2017)AD & CVD rates at 20.2%RYAM current deposits to December 31st total US$37 million.No ongoing negotiations and no agreement anticipated over the next 12 months. In the meantime,
Canadian government continues to work on litigation through both USMCA and WTO. 82
Cost Position & Breakeven 2018-2020 Strategic Capital $30 million of investment with $15 million in
returns$8 million from cost reductions$7 million from margin improvementReliability Increased reliability improves costs by $5 million604 MBF production in 2018 680 MBF production forecast for 2020Great Lakes historical average premium of
$85-90/mmbf above the Western Index Total Cash Cost $USD/mmbf $420 Improving our competitive position over next two years Q4 2018 Break Even* *Break evens include $43/mmbf of duties based on constant current mix and geographical
sales $43 $377 $390 $347 2020 Projected Break Even* Without duties With duties 83
Sawline Modernization $10M InvestmentCost Improvement – Better log recovery through curve sawingCost
Reduction $4MMargin Enhancement – Better quality products/more gradesPrice improvement $1M 84 $10 million Investment
Forest Products Segment EBITDA 85 Note: 2014-2017 calendar year results based on Tembec published
historical reported segments, converted to US Dollars
Forest Products – Key Highlights Well-managed and maintained FSC Certified wood basketOpportunity to
lower our costs through investments and synergies at all sawmillsDemand/Capacity ratio of over 90% forecasts favorable conditions for sawmills 86
Paper Chris BlackSVP, Forest Products & Paper
88 Video
Facilities Capacity Paperboard (Temiscaming) 180,000 MT Paperboard Overview Printing MarketMarket
optimization focused on improving board overall quality and cost structure and capitalizing on unique Folding Box Board (FBB) lightweight advantagePackaging MarketEnter market by developing higher caliper grades suited to the packaging folding
boxboard segment with existing machine capabilities. Facility Details Sales By Geography 89 Temiscaming, QC
Paperboard – RYAM Key End Markets Packaging Commercial
Printing Sheeters/resellers Merchant Printer Publishing BUSINESS SEGMENTS MARKET SEGMENTS Packaging Tobacco/Gum Lottery Commercial Material 47% 42% 11% Agendas BookDirectory Phone Book Soft Cover BooksManuals CD/DVD
Covers Folding Carton PharmaBeverages Boxes Food PackagingCosmetics Cigarette packsGum wrappers Scratch ticketsPull-tab tickets MenusCalendarsWriting pad coversInsertsReply cardsFlyersGreeting CardsDoor HangerGame CardsSports / Event
TicketsPlaying Cards Tags Bottle Neck Hand TagsClothing Tags Direct MailBannersPresentation FolderPostersPOPDisplay Boxes / TraysCouponsSignageEnd Cap DisplayBusiness CardsEnvelopesMarketing CollateralBrochurePaint chips END PRODUCTS 90
Paperboard - Market Drivers RISI North American Graphic Paper Forecast – 5 year, August 2018RYAM
Customer infoRISI North American Graphic Paper Forecast – 5 year and PPPC Data Analytics StudyRISI North American Paper Packaging Forecast – 5 year, September 2018 Segments traditionally served by RYAM in decline; higher caliber segments
growing Commercial print Instant lotteryGang run printing Declining ~1%/yr1Stable in 20192 Book publishingeBooks and digital platforms Declining 3-10%/yr3 Packaging (bleached cartonboard)E-commerce (Amazon effect)Transition from plastic to
paper-based packagingGeneral state of the economy (durable and non-durable goods consumption and food service) Growing ~5%/yr4 91
Paperboard Pricing History and Forecast 92 RISI online, February 2019 92 Market IndicatorsPrice
Index, SBS coated 1 side, 16 pt, USD/MT
Newsprint Overview Newsprint has one facility located in Kapuskasing, ON Key markets include daily
newspapers and commercial publications, as well as controlled bulk paper for mass-market paperback booksNewsprint markets are in decline due to global trends towards digital mediaThe Kapuskasing facility is well placed on the cost curve (first
quartile) Facility Details Sales By Geography Facilities Capacity Kapuskasing Newsprint 205,000 MT Key North American Producers 93
Newsprint Market Commentary Newsprint demand declining 10% year over yearSimilar trend in Bulky Book
grades in book publishing marketseBooksDigital publishingCommercial print continues to declineAdvertising spend shifting to digital platformsReduction in supply from high-cost producers exiting the market is tied to market pricesOne mill
closure every 12-18 months needed to maintain supply/demand equilibrium 94
Newsprint Pricing History and Forecast Source: RISI online February 2019 and Company Newsprint 48.8
gram, US East 95
North American Newsprint Mill Cash Cost Curve Canadian assets U.S. assets RED BLUE
RYAM GOLD *source: PPPC and Company Data 1) Excludes the impact of lumber duties. 96 RYAM Mill Cash Cost Curve
Paper Segment EBITDA 97 Note: 2014-2017 calendar year results based on Tembec published historical
reported segments, converted to US Dollars
Paper – Key Highlights PaperboardWell-established and highly-regarded Kallima brandStrong share in the
large lottery ticket marketOpportunity to produce more products for the high growth packaging sectorNewsprintLow cost producer Diversifying into more stable commercial print and book markets Exploring low cost opportunities to produce other
grades including packaging products In Newsprint, evaluating higher value products with no low or little capital investmentTotal Paper Segment, reduce costs from Cost Transformation/Synergies and strategic Investments 98
Sustainability Carla YetterVP, Environmental & Regulatory Affairs
Renewable Business Cycle 100
Forestry Stewardship Knowledge and experienceResearch Community
engagementConservationCertification 101
Responsible Operations Culture of Continuous ImprovementConserve resourcesReduce impactsEnergy
focus 102
People The Foundation of SuccessCommitment to Safety Everyone injury-free everydayGrowing
talent 103 103
Communities RYAM FoundationsEmployee involvementPartnerships with schoolsCommunity Advisory
Councils 104
Governance Core ValuesCode of ConductBoard of Directors 105 105
Turning the Renewable into the RemarkableTM 106 106
Looking Forward 107
www.rayonieram.com 108 108
QUESTIONS? 109
Strategic Pillars of Growth Frank RupertoChief Financial Officer and SVP, Finance & Strategy
Rapidly reshape the company’s cost position Maximize earnings by optimizing product and market
mix Develop a pipeline of customer-valued new product and service offerings Create a faster growing business with disciplined and balanced capital allocation Investments / RYAM Strategic
Pillars Investments CostTransformation MarketOptimization NewProducts 111
Cost Transformation Rapidly reshape the company Achieve a sustainable globally competitive cost
position in any market environment through continuous improvement and creativity that enables our customers, company and employees to pursue growth opportunities VISION MISSION 112 CostTransformation
Legacy Cost Transformation Complete *Cost Transformation improvements before inflation and changes in
commodity prices $140 million of Cost Transformation achieved from 2015-2018 113
Cost Transformation Management Structure Cross-functional leadership team with the common objective to
drive performance Manage portfolio of actions – address risks & clear hurdles – Continuous Improvement 1) Team aligned on common performance incentives. 114
($ million) Cost Transformation Improvements Significant Cost Transformation EBITDA improvement since
2015 $90 Cost Transformation $75 Cost Transformation“Synergy” 115
Granite Considerations---Granite Overview By Functional Area *Synergies expected to be realized over a
3 year period $75 million* By Operating Segment Cost Transformation Synergies Significant Synergies across business with less than 1x cash costs to achieve 116
Integration Progress for Tembec Day 1 of Acquisition:New management team and organizational structures
in placeFew integrated business processesDisparate technology systemsStarted to push towards One Company, One Team cultureBackoffice inefficienciesKicked off global improvement team “Synergy Focus”Focus on business continuity Day 365+ of
AcquisitionMajor progress in key business processes standardizedImplementing Global ERP technology with priority in HPCActively managing 300+ cost transformation ideas and actions globally $28 million in Cost Transformation synergy realized in
2018Improving Backoffice cost effectiveness 117
Strategic Sourcing Strategic Sourcing changes have led to significant savings opportunities 2016 - Move
to Strategic Sourcing model (11 Step Process)2017 – Focus on improving sourcing opportunitiesExpanded our Sourcing organizationDeveloped, trained and implemented a Strategic Souring process across the legacy RYAM companyLegacy project has
generated $16 million in savings to-date2018 - Begin integrating Tembec into Strategic Sourcing process. Expected to generate 35% of synergies, including supply chainOffset rising costs high inflation periods and deliver growth in low inflation
periods. Category Comments Directs (Chemicals) Projects built around new scale and market expertise MFG (Eqpt & Service) Longer lead times with complex implementations Indirects (Support Service) Quick wins that require significant
change management Logistics Continuous optimization and sourcing strategy Energy Regulated industry and specialty knowledge Approximate Spend by Category 118
Cost Transformation – Examples Corporate and Backoffice synergies Eliminate redundancy in management
teamsImplement technology to automate transactional business processesOutsource certain transactional or support function to be more cost effective and efficient Drive functional back office costs to industry bench marksExpected to generate
approximately 15% of targeted synergies Distribution of Synergy by Area 119
Market Optimization Maximize earnings by optimizing product and market mix Identify and achieve optimum
sustainable sales mix based on RYAM production capabilities, end markets and customer attractiveness VISION MISSION 120 MarketOptimization
Go-to-Market Strategy Review Cellulose Specialties volumes to improve marginsReduce exposure to acetate
and grow with the market in ethers and other CSExit lowest margin businessRealign production assetsGoal to reverse price declines from previous 5 yearsStabilize HPC segment and improve price, margins and EBITDAGo-to-Market Strategy aligned with
and supports Market Optimization goal of generating $15 million in EBITDA by 2020 Commercial Actions and Realignment of Assets Drive Long-Term EBITDA Growth 121
New Products Develop a pipeline of customer-valued new product and service offerings Improve
profitability by generating 20% of sales from new products developed in the prior five years VISION MISSION 122 NewProducts
New Products Goals Focus on developing high value, cellulosic productsLeverage specific cellulose
knowledge and production capabilities to identify new opportunitiesDerive 20% of revenues from new products within 5 yearsDeliver $15 million in EBITDA by 2020; $6 million realized in 2018Continue to develop a pipeline of products RYAM’s New
Products Pillar is anticipated to generate approximately $15 million in opportunities across the portfolio through 2020 123
Investments Create a faster growing business with disciplined and balanced capital allocation Allocate
capital in a disciplined and balanced method focused on manufacturing assets, managing debt levels and investing for risk adjusted returns to drive shareholder value VISION MISSION Investments 124 Investments
Investments Goals Benefit from Quebec Tariff L program to return 40% of capital spent on qualified
provincial investments RYAM has significant opportunities to invest capital in its existing business and generate high returns 125 $45million Forest Products High Purity Cellulose $25million
Portfolio Evaluation Portfolio became more diverse with Tembec acquisitionSome assets are integrated
with the core High Purity Cellulose businessFormal asset reviewEvaluating highest value owner for certain commodity assets (RYAM or Other)RYAM is prepared to operate and invest in all assets in its current portfolio 126 Evaluating strategic
alternatives for certain commodity assets 126
Disciplined Capital Allocation Maintain Assets $100-110 million of annual capex Adjusted Free Cash
Flow Return of Capital to Shareholders Stock buybacks and dividends to maximize long-term shareholder returns External Strategic Investments Acquisitions and other investments to complement core business Investment in the
Company High-return projects designed to enhance competitive position and drive EBITDA growth Reduce Leverage Target 2.5x Net Leverage Value Driven Approach focused on Risk Adjusted Returns on Invested Capital Cash Flow From
Operations 127
2018 Capital Resources & Allocation Disciplined Allocation of Adjusted Free Cash Flow Excludes
proceeds from Resins business Debt Repayments of $46 millionStrategic Capital of $37 million$9 million for LignoTech Florida$17 million toward Investment pillar$11 million toward Cost Transformation pillarDividends of $29 million7₵ per quarter
on common shares$2.00 per quarter on preferred shares* * Preferred shared convert to common in August 2019Equity Repurchases of $43 millionUtilized $40 million of $100 million share buyback authorization 128
Stable and Balanced Capital StructureAs of December 31, 2018 Outstanding Leverage Interest
Rate Maturity Cash $109 Term Loan A-1 $160 LIBOR +2.00% November 2022 Term Loan A-2 $439 LIBOR +1.75%* November 2024 Other Secured Debt $98 Average ~6% 2019-2028 Total Secured Debt $697 1.9x
Senior Notes $496 5.50% June 2024 Total Debt $1,193 3.3x Net Debt $1,084 3.0x Adjusted EBITDA $364 % of Fixed Net Debt** 73% Includes 0.6% benefit from cash patronage** Fixed Net Debt includes $200 million
of floating to fixed rate hedges that expire in November 2020 129
Granite Considerations---Granite Overview Strategic Pillars of Growth $61 million* generated in
2018;On track to deliver $155* million from 2018-2020 *Includes $25 million from Legacy Cost Transformation initiative Cost Transformation Reduced costs by $53 million$25 million from legacy plan$28 million from synergiesEstablished Global
Improvement Team (GIT) to capture remaining $47 million of costs New Products 2 commercialized products brought to marketOptisilk – lower cost viscoseXV20 – ultra-high viscose ethers$6 million of incremental EBITDA Market
Optimization Integrated businesses to make right product in right locationEstablished centers of excellence for sales and manufacturing to drive future value Investments $37 million of strategic capital$45 million of debt reduction$72
million of capital returned$29 million of dividends$43 million from buybacks 130
Strategic Pillars Tracking *Cost improvements before inflation and changes in commodity prices $155
million EBITDA* opportunity by end of 2020$61 million captured in year 1 of 3 year plan$45 million targeted in 2019 $100million $15 million $53 millionCaptured $1 million Captured $6 millionCaptured $1 millionCaptured----$10 millionRun
Rate GOAL $15 million $25 million 2018 2019 2020 *Includes $25 million from Legacy Cost Transformation initiative as described in slide 12 131
Closing Comments Paul Boynton Chairman, President & Chief Executive Officer
Granite Considerations---Granite Overview Strategy to Drive Growth & Shareholder Value Go-to-Market
Strategy Strategic Pillars Capital Allocation Portfolio Evaluation Launch new “Go-to-Market” strategy designed to:Improved Cellulose Specialties price and marginRealign assets to market needs and sales mixDrive long-term High Purity EBITDA
growth Improve the competitive positioning through the Four Strategic Pillars- Cost transformation - Market optimization- New products - Prudent investments To include:Formal asset reviewDetermine market value of business segmentsCapture
highest value for shareholders Employ a disciplined and balanced capital allocation strategy focused on:Debt paydownRe-investment Return of capital to shareholders Achieve long-term EBITDA growth in High Purity Cellulose of mid to high single
digits Evaluate strategic alternatives for certain commodity assets Disciplined allocation supports shareholder value 133
QUESTIONS? 134
Appendix
Granite Considerations---Granite Overview Presenters Paul BoyntonChairman, President &
CEO 136 Mr. Boynton is Chairman, President and CEO of the Company, a position he has held since June 2014. Previously he held a number of positions of increasing responsibility with Rayonier Inc., including Senior Vice President, Performance
Fibers from 2002 to 2008, Senior Vice President, Performance Fibers and Wood Products from 2008 to 2009, Executive Vice President, Forest Resources and Real Estate from 2009 to 2010, President and Chief Operating Officer from 2010 to 2011,
President and CEO from January 2012 to May 2012 and Chairman, President and CEO from May 2012 to June 2014. Mr. Boynton joined Rayonier Inc. as Director, Specialty Pulp Marketing and Sales in 1999. Prior to joining Rayonier Inc., he held
positions with 3M Corporation from 1990 to 1999, including as Global Brand Manager, 3M Home Care Division. Mr. Boynton serves on the Board of Directors of The Brink’s Company, is also a member of the Board of Governors and its Executive
Committee of the National Council for Air and Stream Improvement, a member of the Board of Directors of the National Association of Manufacturers and a member of the Board of Directors of the Federal Reserve Bank of Atlanta’s Jacksonville
Branch. From 2012 until 2014 Mr. Boynton also served as a director of Rayonier Inc. He holds a bachelor’s degree in Mechanical Engineering from Iowa State University, an MBA from the University of Iowa and graduated from the Harvard University
Graduate School of Business Advanced Management Program. Erin M. ByersSVP, High Purity and High Yield Cellulose Business Dr. Byers joined Rayonier Inc. in September 1988 as Senior Research Specialist for R&D. In May 1993, he transferred
to the Sales and Marketing group as a Technical Marketing Representative and in May 2007, he was promoted to Director, Cellulose Specialties. In November 2009, he was promoted to Vice President, Sales, Marketing and Research, a position he held
until June 2014. Following our 2014 spinoff, Dr. Byers was appointed Vice President, Sales, Marketing and Research of the Company and was elected to his current position effective December 1, 2017. Dr. Byers holds a bachelor’s degree in Paper
Science from the State University of New York and a master’s and PhD from the Institute of Paper Chemistry.
Granite Considerations---Granite Overview Presenters Bill ManzerSVP, High Purity Cellulose 137 Ken
DuffyVP, Sales & Marketing High Yield Pulp Mr. Manzer joined Rayonier Inc. as Vice President, Manufacturing Operations in January 2011, a position he held until June 2014. Following our 2014 spinoff, Mr. Manzer was appointed to his
current position for the Company. Prior to joining Rayonier Inc., from September 2001 to December 2010, he was employed in various senior manufacturing roles for Fraser Papers (a manufacturer of specialized printing, publishing and converting
papers) and most recently was Senior Vice President, Business Strategy and Projects. Previously, Mr. Manzer worked from January 1991 to August 2001 for Champion International and from June 1980 until December 1991 for Fraser Papers in various
pulp and paper manufacturing roles. His responsibilities have included pulp and paper mills in the US and Canada. Mr. Manzer holds a bachelor’s degree in chemical engineering from the University of Maine, Orono. Ken joined Rayonier Advanced
Materials in November 2017 with the acquisition of Tembec. During the last 30 years, he has been involved in sales and marketing in different aspects of the pulp and paper industry. Together with the sales, marketing and technical service
group, he is responsible for the global sales strategy for Rayonier Advanced Materials’ High-Yield pulp business. Joining Tembec in 2011 as Vice President, Sales (High Yield Pulp), Ken and the team worked hard to expand the High-Yield Pulp
customer base. In 2013, Ken took on additional responsibilities when the softwood kraft sales group was combined with high-yield pulp to create the paper pulp sales group. In 2016, the Newsprint Sales group was also added to his area of
responsibility. Prior to joining Tembec, Ken held various sales and technical service positions of increasing responsibility in the specialty chemicals sector, almost exclusively dedicated to the pulp and paper industry. Mr. Duffy earned a
Bachelor’s Degree in Applied Science (Chemical Engineering) from the University of Toronto in 1987.
Granite Considerations---Granite Overview Presenters Chris BlackSVP, Forest Production & Paper
138 Carla YetterVP, Environmental & Regulatory Affairs Mr. Black joined Rayonier Advanced Materials in 2017 as Senior Vice President, Forest Products, Paper and Board Business, following the acquisition of Tembec. Prior to the
acquisition, Mr. Black was Executive Vice President, Forest Products, Pulp and Paper at Tembec. Mr. Black began his career in 1983 with Kimberly-Clark Corporation where, over a ten-year period, he held increasingly senior positions in finance
and marketing. In 1992, he joined Navistar as Director of Marketing and continued in the heavy truck industry in several sales and general management roles until joining Tembec in 2000. Mr. Black joined Tembec as Vice President, Sales and
Marketing, Newsprint Division and was appointed Executive Vice President, Forest Products, Pulp and Paper in 2013. He holds a B.A. in Economics and a M.B.A. (Finance) from York University in Toronto. Ms. Yetter serves as Rayonier Advanced
Materials' Vice President of Environmental Affairs overseeing all environmental matters for the company. With more than 25 years of environmental engineering, law and government relations experience, Yetter leads a team of 7 professionals
providing counsel to company leaders and addressing issues related to air, water, waste, remediation and environmental policy. Yetter chairs the company's Sustainability Council and has served on the Talent Management Council.
Granite Considerations---Granite Overview Presenters 139 Frank RupertoCFO & SVP of Finance and
Strategy Mr. Ruperto joined Rayonier Inc. in March 2014 as Senior Vice President, Corporate Development and Strategic Planning, a position he held until June 2014. Following our 2014 spinoff, he was appointed to the same position at the
Company and was appointed to his current position in November 2014. Prior to joining Rayonier Inc., from 2003 to 2012, he served as Managing Director, Mergers and Acquisitions for Banc of America Securities and, subsequent to their merger, Bank
of America Merrill Lynch (each a consumer banking and financial services provider). From 1996 to 2003, Mr. Ruperto held various positions at Merrill Lynch & Co. including Managing Director, Mergers & Acquisitions. Prior to that, Mr.
Ruperto was an Associate with Kidder Peabody & Co./PaineWebber Inc. from 1993 to 1995 and with Smith Barney Inc. from 1995 to 1996. From 1988 to 1991, he was a Corporate Finance Analyst with Alex. Brown & Sons Inc. Mr. Ruperto
received a Bachelor of Arts with a concentration in economics from Harvard College and holds an MBA, with a major in finance, from The Wharton School of Business at The University of Pennsylvania. Mickey WalshTreasurer & VP of Investor
Relations Mr. Walsh joined Rayonier Advanced Materials in 2013 as Treasurer and added the role of Vice President, Investor relations to his responsibilities in 2015. He currently sits on the board for LignoTech Florida, and has done so since
2015. Prior to joining Rayonier, Mickey was Vice President of Cenveo, Inc. From 2007 to 2010 he was Assistant Treasurer and, from 2005 to 2007 he served as Treasury Director. Prior to his tenure at Cenveo he served held roles at International
Paper Company as Senior Analyst, Global Market Risk and Applera Corporation as Senior Treasury Analyst and Foreign Exchange Analyst. Mr. Walsh holds a BS in Business Administration from Stonehill College and an MBA from the University of
Connecticut and is a Certified Treasury Professional.
EBITDA is defined as earnings before interest, taxes, depreciation and amortization. EBITDA is a
non-GAAP measure used by our Chief Operating Decision Maker, existing stockholders and potential stockholders to measure how the Company is performing relative to the assets under management. Adjusted EBITDA is defined as EBITDA adjusted for
items management believes do not represent core operations. Management believes this measure is useful to evaluate the Company's performance.Adjusted Free Cash Flows is defined as cash provided by operating activities adjusted for capital
expenditures excluding strategic capital. Adjusted free cash flows is a non-GAAP measure of cash generated during a period which is available for dividend distribution, debt reduction, strategic acquisitions and repurchase of our common stock.
Adjusted free cash flows is not necessarily indicative of the adjusted free cash flows that may be generated in future periods. Adjusted Net Debt is defined as the amount of debt after the consideration of the original issue discount, premiums,
and debt issuance costs, less cash. Adjusted net debt is a non-GAAP measure of debt and is not necessarily indicative of the adjusted net debt that may occur in future periods.Adjusted Operating Income is defined as operating income adjusted
for severance expense, acquisition related costs and fair market valuation of inventory.Adjusted Net Income is defined as net income adjusted net of tax for gain on bargain purchase, acquisition related costs, severance expense, fair market
valuation of inventory, U.S. tax reform impact, and loss (gain) on derivative.Available Liquidity is defined as the funds available under the revolving credit facility and term loans, adjusted for cash on hand and outstanding letters of credit.
Definitions of Non-GAAP Measures 140
Reconciliation of Non-GAAP Measures($ Millions) Twelve Months Ended: Forest Products Forest
Products Pulp Pulp Paper Paper High Purity Cellulose High Purity Cellulose Corporate & Other Corporate & Other Total Total December 31, 2018 Net
Income $ 22 $ 96 $ 40 $ 118 $ (148 ) $ 128 Depreciation and amortization 7 4 18 119 — 148 Interest expense,
net — — — — 60 60 Income tax expense — — — — 44 44 EBITDA $ 29 $ 100 $ 58 $ 237 $ (44 ) $ 380 Gain on bargain
purchase 2 — — (2 ) (20 ) (20 ) Severance — — — — 4 4 Adjusted
EBITDA $ 31 $ 100 $ 58 $ 235 $ (60 ) $ 364 December 31, 2017 Net
Income $ — $ 4 $ — $ 117 $ 204 $ 325 Depreciation and amortization 1 1 2 93 — 97 Interest expense, net — — — — 38 38 Income tax
expense — — — — 20 20 EBITDA $ 1 $ 5 $ 2 $ 210 $ 262 $ 480 Acquisition related costs — — — — 34 34 Inventory write-up to fair
value 5 6 6 6 — 23 Gain on bargain purchase — — — — (317 ) (317 ) Gain on derivative instrument — — — — (8 ) (8 ) Adjusted
EBITDA $ 6 $ 11 $ 8 $ 216 $ (29 ) $ 212 141
Reconciliation of Non-GAAP Measures($ Millions) December 31, 2018 December 31, 2018 December 31,
2017 December 31, 2017 Adjusted Net Debt Reconciliation Current maturities of long-term debt $ 15 $ 9 Long-term debt & capital lease obligation 1,173 1,232 Total
debt $ 1,188 $ 1,241 Original issue discount, premiums and debt issuance costs 5 5 Cash and cash equivalents (109 ) (96 ) Adjusted Net Debt $ 1,084 $ 1,150 142
Reconciliation of Non-GAAP Measures($ Millions) December 31, 2018 December 31, 2018 December 31,
2017 December 31, 2017 Adjusted Free Cash Flows: Cash provided by operating activities 247 130 Capital expenditures (95 ) (65 ) Adjusted Free Cash Flows $ 152 $ 65 143
Reconciliation of Reported to Adjusted Earnings($ Millions, except per share amounts) Three Months
Ended Three Months Ended Twelve Months Ended Twelve Months Ended December 31, 2018 December 31, 2018 September 29, 2018 September 29,
2018 December 31, 2017 December 31, 2017 December 31, 2018 December 31, 2018 December 31, 2017 December 31, 2017 Adjusted Operating and Net Income (a): $ $ Per Diluted Share Per
Diluted Share $ $ Per Diluted Share Per Diluted Share $ $ Per Diluted Share Per Diluted Share $ $ Per Diluted Share Per Diluted Share $ $ Per Diluted Share Per Diluted Share Operating Income
(b) $ 29 $ 56 $ 1 $ 198 $ 61 Severance expense — 4 — 4 — Acquisition related
costs — — 21 — 34 Inventory write-up to fair value — — 23 — 23 Adjusted Operating Income
(b) $ 29 $ 60 $ 45 $ 201 $ 118 Net
Income $ 13 $ 0.18 $ 38 $ 0.60 $ 295 $ 5.01 $ 128 $ 1.96 $ 325 $ 5.81 Severance
expense — — 4 0.06 — — 4 0.06 — — Gain on bargain
purchase — 0.01 (6 ) (0.10 ) (317 ) (5.37 ) (20 ) (0.31 ) (317 ) (5.66 ) Acquisition related
costs — — — — 21 0.36 — — 34 0.61 Inventory write-up to fair value — — — — 23 0.39 — — 23 0.41 Loss (gain)
on derivative instrument — — — — 8 0.14 — — (8 ) (0.14 ) U.S. tax reform
impact — — — — 11 0.19 — — 11 0.20 Tax effects of
adjustments — — (1 ) (0.02 ) (12 ) (0.22 ) (1 ) (0.01 ) (11 ) (0.21 ) Dilutive impact of Preferred
Stock — — — — — — — — — (0.05 ) Adjusted Net
Income $ 13 $ 0.19 $ 35 $ 0.54 $ 29 $ 0.50 $ 111 $ 1.69 $ 57 $ 0.97 (a)
Adjusted operating income and adjusted net income are not necessarily indicative of results that may be generated in future periods. 144