8-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT
Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): May 12, 2022

WestRock Company

(Exact name of registrant as specified in charter)

Delaware	001-38736		37-1880617
(State or other jurisdiction of incorporation)	(Commission File Number)		(IRS Employer Identification No.)
1000 Abernathy Road, Atlanta, Georgia		30328
(Address of principal executive offices)		(Zip Code)

(770) 448-2193

(Registrant’s telephone number, including area code)

Not Applicable

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:

☐	Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)
☐	Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)
☐	Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))
☐	Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Securities registered pursuant to Section 12(b) of the Act:

Title of each class	Trading Symbol(s)	Name of each exchange on which registered
Common Stock, par value $0.01 per share	WRK	New York Stock Exchange

Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (17 CFR §230.405) or Rule 12b-2 of the Securities Exchange Act of 1934 (17 CFR §240.12b-2).  Emerging growth company ☐

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐

Item 7.01. Regulation FD Disclosure.

WestRock Company (the “Company”) is scheduled to give a presentation on Thursday, May 12, 2022, at the Company’s previously announced Investor Day meeting. Attached as Exhibit 99.1 are materials to be used by representatives of Company in connection with the Investor Day presentations. The materials will be accessible online through the Investors section of the Company’s website located at www.westrock.com. The information on the Company’s website is not a part of this Form 8-K.

The information provided pursuant to this Item 7.01, including Exhibit 99.1 in Item 9.01, is “furnished” and shall not be deemed to be “filed” with the Securities and Exchange Commission or incorporated by reference in any filing under the Securities Exchange Act of 1934, as amended, or the Securities Act of 1933, as amended, except as shall be expressly set forth by specific reference in any such filings.

Item 9.01. Financial Statements and Exhibits.

(d) Exhibits.

99.1
Investor Day Presentation, May 12, 2022

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

		WESTROCK COMPANY (Registrant)
Date:  May 12, 2022	By:	/s/ Steven B. Nickerson
		Steven B. Nickerson
		Vice-President, Associate General Counsel and Assistant Secretary

EX-99.1

Exhibit 99.1

 investor day   May 12, 2022 

 Welcome  2  All product names, logos and trade dress are trademarks™ or registered® trademarks of their respective holders. Use of these trademarks does not imply any affiliation with or endorsement of WestRock.© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 CAUTIONARY STATEMENT  3  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Forward-Looking StatementsThis presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including but not limited to the statements on the slides that give guidance or estimates for future periods.  Forward-looking statements are based on our current expectations, beliefs, plans or forecasts and are typically identified by words or phrases such as “may,” “will,” “could,” “should,” “would,” “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” “target,” “prospects,” “potential” and “forecast,” and other words, terms and phrases of similar meaning.  Forward-looking statements involve estimates, expectations, projections, goals, forecasts, assumptions, risks and uncertainties.  With respect to these statements, we have made assumptions regarding, among other things, government regulations; economic, competitive and market conditions generally, including the impact of COVID; competitive conditions in our businesses; labor costs; the amount and timing of capital expenditures, including installation costs, project development and implementation costs; and raw material and energy costs.  WestRock cautions readers that a forward-looking statement is not a guarantee of future performance and that actual results could differ materially from those contained in the forward-looking statement.  WestRock’s businesses are subject to a number of risks that would affect any such forward-looking statements, including, among others, developments related to the COVID pandemic, including the severity, magnitude and duration of the pandemic, negative global economic conditions arising from the pandemic, impacts of governments’ responses to the pandemic on our operations and the operations of our customers, impacts of the pandemic on commercial activity, our customers and consumer preferences and demand, supply chain disruptions, and disruptions in the credit or financial markets; decreases in demand for their products; increases in energy, raw materials, shipping and capital equipment costs; reduced supply of raw materials; adverse legal, reputational and financial effects on us resulting from last year’s ransomware incident or additional cyber incidents; fluctuations in selling prices and volumes; intense competition; the potential loss of certain customers; the scope, costs, timing and impact of any restructuring of our operations and corporate and tax structure; the occurrence of a natural disaster, such as hurricanes or other unanticipated problems, such as labor difficulties, equipment failure or unscheduled maintenance and repair; risks associated with completing our strategic capital projects on the anticipated timelines and realizing our anticipated EBITDA improvements; benefits that we expect to realize from actions that we are taking and plan to take in response to COVID; and adverse changes in general market and industry conditions.  Such risks and other factors that may impact management’s assumptions are more particularly described in our filings with the Securities and Exchange Commission, including in Item 1A under the caption “Risk Factors” in our Annual Report on Form 10-K for the year ended September 30, 2021. The information contained herein speaks as of the date hereof and WestRock does not have or undertake any obligation to update or revise its forward-looking statements, whether as a result of new information, future events or otherwise. Non-GAAP Financial MeasuresWe report our financial results in accordance with accounting principles generally accepted in the United States (“GAAP”). However, management believes certain non-GAAP financial measures provide users with additional meaningful financial information that should be considered when assessing our ongoing performance. Management also uses these non-GAAP financial measures in making financial, operating and planning decisions and in evaluating our performance. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, our GAAP results. The most directly comparable GAAP financial measures and reconciliations to non-GAAP financial measures are set forth in the Appendix hereto, including the definitions used herein.Non SolicitationThis presentation shall not be considered to be part of any solicitation of an offer to buy or sell WestRock securities.  This presentation also may not include all of the information regarding WestRock that you may need to make an investment decision regarding WestRock securities.  We may from time to time be in possession of certain information regarding WestRock that applicable law would not require us to disclose to the public in the ordinary course of business but would require us to disclose if we were engaged in the purchase or sale of our securities.   

 ROOM SAFETY OVERVIEW      BALLROOM          STAIRWELL C                  ELEVATORS  COATCHECK  RESTROOM  RESTROOM   REGISTRATION       FIRE OR THREAT OF INJURYIf there is a threat, the St. Regis fire safety director and/or general manager or senior manager on duty will make the emergency/evacuation announcement via the public address system.  4  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 agenda  8:30 am  Opening RemarksWelcome and Safe Harbor Robert Quartaro | Senior Vice President, Investor Relations  8:35 am  Company Overview and StrategyWhere We Have Come From and Where We Are GoingDavid Sewell | Chief Executive Officer   9:15 am  Packaging BusinessDelivering Broad Range of Packaging Solutions Pete Durette | President, Corrugated PackagingPatrick Kivits | President, Consumer Packaging  9:45 am  Paper BusinessStrategic Global Paper Business Provides FlexibilityJohn O’Neal | President, Global Paper   10:00 am  Break  10:15 am  Mills and supply chainSignificant Opportunity for Productivity ImprovementsTom Stigers | President, Mill OperationsPeter Anderson | Chief Supply Chain Officer  10:45 am  Innovation and SustainabilityPositioned to Meet Changing Customer Needs Margaret Herndon | Chief Marketing Officer  11:05 am  Financial GoalsClear Path to Drive Profitability and ROICAlex Pease | Executive Vice President & Chief Financial Officer  11:30 am  Closing RemarksDavid Sewell | Chief Executive Officer   11:35 am  Q&A Session All Presenters  5  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 David SewellChief Executive Officer  6  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Our purpose:   Innovate Boldly. Package sustainably.TM    visionWhat we want to becomeThe world’s best paper and packaging solutions company            valuesWhat guides us in our everyday workIntegrity | Respect Accountability | Excellence            7  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 8  8  8  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Today’s speakers  9  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    David SewellChief Executive Officer    TOM STIGERSPresident, Mill Operations    PATRICK KIVITSPresident, Consumer Packaging    John O'NealPresident, Global Paper    PETER ANDERSONChief Supply Chain Officer    Alex PeaseExecutive Vice President and Chief Financial Officer    MARGARET HERNDONChief Marketing Officer      NICKIE PARKERSenior Vice President, Merchandising Displays andGraphics Solutions   

 leader in sustainable, fiber-based packaging  Broad Portfolio of Sustainable FIBER-Based Packaging Solutions  $18.7Bsales  50,000employees  300+ Operations  ~30countries      FY21DIVERSE END MARKETS  10  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Packaged Food    Distribution + Paper    Beverage    Retail + E-commerce    Industrial    Healthcare    Home, Beauty + Personal Care    Other    Pizza    Foodservice                      FY21 SEGMENT SALES        44%Corrugated Packaging  23%Consumer Packaging  7%Distribution  26%GlobalPaper     

 WHAT WE CAN BUILD ON WITH WESTROCK 2.0    Where we’ve been  Where we’re going   Strategic Focus  Industry consolidationBroad portfolio and growthFocus on scale  Portfolio/footprint optimization and integrationOrganic growth through innovation and sustainabilityFocus on value creation  Financial Focus  Significant focus on FCF growth Large-scale M&A  Relentless focus on margins and ROICBroad investments in digital and modernizationExtend synergy delivery to full enterprise potential  PEOPLE & CULTURE  Resilient and flexible cultureDecentralized approach  Increasing focus on diversity, inclusion, equity, and belongingOne WestRock approach  Operating System  Plant-level continuous improvement optimizationHighly localized and empowered teams  Formalized operating system designed and managed centrally and deployed locallyCentralization to leverage scale and drive best practices  Capital Allocation  Leverage the balance sheet for large-scale M&A  Organic investments in growth and productivity Conservative balance sheet managementSustainable and growing dividendFocused tuck-in M&A  11  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Increased FY22 guidance  Established Global Supply Chain organization  Swift actions taken, significant opportunities remain    Redefined segment strategies  Designed the WestRock Operating System  Achieved initial target leverage of 2.4x, on track to our new long-term target of 1.75x - 2.25x  Announced first portfolio move with closure of Panama City Paper Mill  Completed portfolio review  Aligned mills into one organization  Added ROIC and Diversity targets to executive compensation  Mobilized a comprehensivetransformation agenda to drive step change in profitability and ROIC  Reported FY21 Results:$3.0 billion EBITDA, +7% YoY,16% EBITDA Margin  Completed opportunistic share repurchases of approx. $700M  Obtained board authorization for additional share repurchases  12  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Increased dividend by 25% and established a commitment to a sustainable and growing dividend  Future Opportunities  Executing on Strategic Vision    March 2021  Consolidated MPS and Consumer Packaging business 

 WESTROCK’S STRATEGY TO achieve long-term value creation  13  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Focus on attractive markets where our diverse portfolio is valued and rewarded  Innovate with focus on sustainability and growthDrive innovation in material science, packaging design, packaging machinery, and digital solutions to help customers meet their sustainability and profitability goals  Relentless focus on margin improvement and increasing efficiencyMaximize the operational effectiveness and efficiency of our assets and systems through the WestRock Operating System to improve financial performance   Execute disciplined capital allocationBalanced approach to deploying our capital focused on: strategic investments, sustainable and growing dividend and opportunistic share repurchases         

 Introducing the WestRock operating system  ENTERPRISE OPTIMIZATION  COMMERCIAL EXCELLENCE  OPERATIONAL EFFECTIVENESS  CUSTOMER FOCUS  WESTROCK OPERATING SYSTEM    x        Operational effectivenessStandard metrics with stretch goals Common management systems - daily management, quality, asset utilization, continuous improvementHolistic safety approach focused on risk reduction            Enterprise optimizationTop-down strategy deployment and capital allocationIntegrated business planningEnd-to-end core processesCommon approach to productivity improvement        CUSTOMER FOCUSRelentless focus on service, quality and agilityWinning customer partnershipsSolutions focusedSustainability and innovation embedded into core processes     CUSTOMER FOCUSRelentless focus on service, quality and agilityWinning customer partnershipsInnovative solutions addressing customer challenges  14  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Commercial ExcellencePricing and value-selling methodologyChannel and mix management governanceDevelop and train world-class sales organization       

 Our strategy and operating system will enable us to achieve our 2025 Financial goals  Operating system  2025 Financial goals*  >$4.0 billion EBITDA >19% EBITDA margins>10% return on invested capital>$5.50 free cash flow per share  strategy  Leverage the power of ONE WESTROCK to deliver Unrivaled solutions to our customers    Innovate with focus on sustainability and growth    Execute disciplined capital allocation    Relentless focus on margin improvement and increasing efficiency    15  *Inclusive of anticipated portfolio moves© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Winning team and culture         

 LEVERAGE THE POWER OFONE WESTROCK TO DELIVER UNRIVALED SOLUTIONS ​TO OUR CUSTOMERS   16    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

   17  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Industry MEGATRENDS impacting our Customers    LABOR SHORTAGES/SUPPLY CHAIN DISRUPTIONS          DIGITALIZATION AND AUTOMATION          RETAILMARGIN COMPRESSION        0  CHANGING CONSUMER AND CUSTOMER PREFERENCES          E-COMMERCE          SUSTAINABILITY          Leverage the power of one WestRock  broad portfolio and complete solutions to address Our customers’ most pressing needs    Leverage the power of one WestRock 

   Benefit of WestRock’s diverse portfolio and offerings   Superior service to our customersCloser to our customers with more options to ensure ability of the products and services to support critical supply chains  asset and channel flexibilityAbility to shift production and sales channels to best capture value across markets and changes in market dynamics   solutions only WestRock can deliverAbility to optimize across primary, secondary and tertiary packaging with automation to help customers meet their goals  Reduced earningsVolatilityComplimentary market positions and end market participation provide resilient foundation to accelerate value delivery through cycles  Broadest set of fiber-based substratesLargenetwork of converting and distribution CapabilitiesUnmatched packaging machinery platform  18  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Leverage the power of one WestRock    Leverage the power of one WestRock 

 Driving growth with an integrated portfolio  19  Source: Corrugated and Consumer: Smithers Reports 1) The Future of Global Corrugated Board Packaging to 2025 (2020) 2) The Future of Folding Cartons to 2026 (2021). Plastic Replacement: McKinsey Innovation Compendium Aug 2021 for WestRock© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Providing primary, secondary and tertiary packaging, combined with machinery, for complete packaging solutionsContinuing growth in e-commerce and other higher value segments, such as healthcare and foodserviceGrowing demand for plastic replacement and sustainable packaging Ongoing need for enhanced customer brand visibilityOngoing GDP growth and shift to industrial onshoring   Supported By Global Paper Franchise        PROFITABLEGROWTHTHROUGH 2025 AND BEYOND      CROSS SELLING>$8 BILLION Opportunity      SUSTAINABILITY AND INNOVATIONPLASTIC REPLACEMENT TAM: ~$50 BILLION      CONSUMERGLOBAL TAM: ~$125 BILLIONCAGR*: 5.2%      CORRUGATEDGLOBAL TAM: ~$195 BILLIONCAGR*: 3.8%  +  +  +  =    Leverage the power of one WestRock    Leverage the power of one WestRock 

 Innovate with focus on sustainability and growth  20    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Our best-in-class innovation engine supports customers’ sustainability goals…  Innovating plastic-replacement solutions to capture growing share of $50 billion* total addressable market Supporting scope three emission goals of our customers by reducing greenhouse gas emissionsMeeting customer demand for sustainable e-commerce solutions through automation and fiber-based recyclable solutions  Customer NeedsSUPPORT SUSTAINABLE INNOVATIONS  Technology PLATFORMs    Innovate with focus on sustainability and growth  MATERIALS SCIENCE  PACKAGINGDESIGN  PACKAGINGMACHINERY  DIGITAL          21  *Source: Euromonitor 2025© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Recyclable paperboard frozen bowls and trays    PET multipacks  Single-serve snacks  Connected Packaging  WetTech™  Meta® e  Fold-Pak®  Fridgepak  CanCollar® and CanCollar Fortuna®  “Hot” Pizza  EnShield®  EverGrow™    InsulShield™  EcoPush®  Blister Plastic Replacement  EnShield® Cup Stock  …AND Delivers impactful solutions now and into the future  Successful track record of paper and packaging products and process innovationFocus: Materials science and design in each business  launched  Focus on solving customer challenges through sustainable solutions creating solid pipeline that will deliver results in the coming yearsFocus: Added emphasis on automation and connecting capabilities across WestRock  launching  Building an innovation platform of breakthrough productsFocus: Fully leverage materials science, design, automation and digital across WestRock; prioritize integrated solutions as “One WestRock”  future  22  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth      Innovate with focus on sustainability and growth 

 People and Sustainability are core to our purpose  Bettering the planet  Supporting people and communities  Innovating for our customers and their customers              safety  100% safe culture              Training + education  Provide access to training for One millionIndividuals by 2030              Diversity + inclusion  Advance our leadership in diversity, inclusion and belonging              Sustainableforestry  Promote sustainable forestry and remain forest positive              Carbon(GHG emissions)  SBTi Target27.5% reduction of GHG by 2030              Waterstewardship  15% reduction of water intake              Sustainablepackaging  100% portfolio of recyclable, compostable or reusable packaging by 2025  23  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Scan here to learn more about sustainability at WestRock    Innovate with focus on sustainability and growth 

 Relentless focus on margin improvement and increasing efficiency    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  24 

 Multiple opportunities to improve margins  25  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Ongoing modernization of equipment base Focusing on productivity and Lean Six Sigma to drive operational improvementsInvesting in multiple facilities to step change productivity ​  Converting network  Focus on sustainability    Margin improvement and increasing efficiency  Mill network   Prioritizing strategic investments to modernize core assetsReducing cash costs through a comprehensive productivity improvement processUtilizing zero-loss analysis to determine full potential of mills  Supply chain  Optimizing our full network for planning and logistics; warehouse consolidation and inventory improvements Ensuring continuity of supply while reducing costs and improving service  Investing in automation and digital tools to drive efficiency and improve reliability ​Unlocking capacity in our facilities by driving higher asset utilization​Realizing system-wide performance improvements through robust common processes and standard metrics​           WESTROCK OPERATING SYSTEM  More competitive & reliable assets across an optimized network to deliver 200-300 bps margin improvement   Driving back-office efficienciesEliminating redundanciesEstablishing and enhancing shared servicesIncreasing automation  SG&A 

 Execute disciplined capital allocation    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  26 

 Discipline in Capital allocation  27  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Capital Allocation PrioritiesOrganic investment opportunitiesDebt reduction with new leverage target of 1.75x-2.25xSustainable and growing dividendDisciplined tuck-in acquisitionsOpportunistic share repurchases  DISCIPLINEDM&A  ONGOING CAPITAL INVESTMENT  OPPORTUNISTIC SHARE REPURCHASES    COMMITMENT TO INVESTMENT GRADE CREDIT PROFILE                    STRATEGIC CAPITAL INVESTMENTS                  CAPITALALLOCATION    Foundation Built on:ROIC & Margin ImprovementStrong Cash Flow Generation Flexibility  SUSTAINABLE AND GROWING DIVIDEND  Benefits OF our capital allocation strategy  Focus on ROIC and margin enhancement     Execute disciplined capital allocation 

 summary  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  28 

 Executing our strategy will DriveGrowth and Margin expansion  FY21 16% EBITDA Margin  One WestRock   margin enhancement and efficiency  capital allocation  Innovation AND sustainability  Optimize product portfolio Prioritize higher margin segments Grow sales of complete solutions   Increase asset utilization Optimize supply chain network Enhance ability to match supply with customers’ demandDrive SG&A efficiency  Develop new and innovative fiber-based solutions Help customers reduce or eliminate their use of plastics  Optimize around core businessesFocus on ROIC-based decision making  Reinvestment to drive growth and profitability  FY25*>$4.0Billion in EBITDA>19%EBITDA Margin  100-150 bps  200-300 bps  50-100 bps  100-200 bps  29  *Inclusive of anticipated portfolio moves© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 WESTROCK’S STRATEGY TO achieve long-term value creation  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Focus on attractive markets where our diverse portfolio is valued and rewarded  Innovate with focus on sustainability and growthDrive innovation in materials science, packaging design, packaging machinery, and digital solutions to help customers meet their sustainability and profitability goals  Relentless focus on margin improvement and increasing efficiencyMaximize the operational effectiveness and efficiency of our assets and systems through the WestRock Operating System to improve financial performance   Execute disciplined capital allocationBalanced approach to deploying our capital focused on: strategic investments, sustainable and growing dividend and opportunistic share repurchases          30  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Pete Durettepresidentcorrugated packaging  31  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Presented by Nickie ParkerSenior Vice PresidentMerchandising Displays and Graphic Solutions  

 WESTROCK’S STRATEGY TO achieve long-term value creationCorrugated packaging key messages          32  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Use our broad reach and capabilities to serve diversified end markets and customers through robust manufacturing assets, innovative solutions and a highly talented team  Innovate with focus on sustainability and growthLeverage our solutions and innovations to address market megatrends and our customers’ most critical challenges  Relentless focus on margin improvement and increasing efficiencyLeverage the WestRock Operating System, strategic investments and focus on improving our business mix to drive step changes in productivity  Execute disciplined capital allocationInvest organically to improve productivity, capability and growth and evaluate value accretive acquisitions that accelerate our strategy         

   corrugated packaging Segment SNAPSHOT  Powerful platform with geographic reach  Serving high-growth End markets  SEGMENT HIGHLIGHTS  $8.4Bsales  ~16,000employees  17%Ebitda margins  ~140 Operations  REVENUE BY END-MARKET CATEGORIES FY21  Beauty & healthcare  Retail &e-commerce  Distribution/ industrial/ other  Food & beverage  Note: facility count includes grupo gondi joint venture© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  33    Leverage the power of one WestRock  Foodservice  Leading positions (#1 or #2) across key markets in the Americas – United States, Canada, Brazil and Mexico (Grupo Gondi joint venture)Broad portfolio of products serving diverse, growing end markets: Food & Beverage, Protein/Agriculture, Foodservice/Pizza, E-commerce/ Retail Consumer Goods, IndustrialDifferentiated capabilities in graphics, machinery, automation, and packaging consulting and distribution through VictoryMix of assets to serve broad range of customers (small to large) with a full range of solutions  North America126 facilitiesBox plants | 77Sheet plants | 29Sheet feeders | 6Displays | 8Preprint/Prepress | 6  Latin America12 facilitiesBox plants | 12  India1 facilityBox plants | 1 

   Distribution Snapshot  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  34  Complementary to our box plant system    Leverage the power of one WestRock  $1.25 billion in FY21 revenue69 distribution locations throughout North AmericaLong-term customer partnershipsValue-added capability to WestRock customersArchitect of packaging solutions with significant breadth of capability:  Engineering and designPackagingEquipment and automationFulfillmentE-commerce and supply chain  VICTORY PACKAGINGCORRUGATED PACKAGING    Leverage the power of one WestRock 

 35  Comprehensive capabilities create value-added solutions  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  FULL RANGE OF SUBSTRATES  DESIGN & PACKAge INNOVATION  GRAPHICS + MERCHANDISING DISPLAYS  PACKAGING CONSULTING  ENTERPRISE SOLUTIONS  Packaging AUTOMATION  3,500+ machine placements; CAGR ~ 15% from 2017Machine placements with customers representing >35% of revenueSignificant value driver  Virgin and recycled; heavy and lightweightLeading position in white top linerMaterials science innovation   Innovative designs engineered for different end markets/channels~500 patents and applications  Broad range of printing capability -digital, litho, flexo, preprintHigh growth  Team of packaging/supply chain expertsAudits lead to improvements in cost, sustainability and growth$50M cost/margin identified in 2021  Primary, secondary and tertiaryDistributionSignificant value driver  Differentiated solutions Deliver 30% higher profit per ton than standard business     Leverage the power of one WestRock    Leverage the power of one WestRock 

 Innovative corrugated solutions that address key customer needs  Customer needs and macro trends  Corrugated Value proposition  How we have delivered  Sustainability  Curbside recyclable solutions to replace plastic and other non-sustainable materialsAutomation/design/substrate to lightweight and reduce material  4-sided to 8-sided boxes (>15% fiber reduction)WetTech™ wax replacement  changing consumer and customer preferences  Channel and consumer-focused designHigh-graphics packagingMerchandising Displays  Digitally enabled package and display Next generation consumer engagement  E-commerce  End-to-end solutions: design, materials, manufacturing, automation, fulfillmentFocused on key unmet needs in the market  Automation to reduce labor costs and right-size packaging/freightCurbside recyclable solutions  Digitalization  Improved visibility at every step of the supply chain (inventory accuracy, temperature control)Improved consumer engagement  “Track and trace” RFID taggingPizza box sustainability portal  retail margin compression  Comprehensive and proven SCOPE™ process to reduce total supply chain costs  Packaging optimization Supplier of the Year   Labor shortages/supply chain disruptions  Automation solutionsDistribution and fulfillmentSupply chain optimization process  40+ machines deployedSignificant yearly savings identified  36  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.                          Multiple Omni-channel Retailers    Innovate with focus on sustainability and growth    Innovate with focus on sustainability and growth 

 UNLOCKING THE power OF THE ENTERPRISEbellisio Foods  37    WHERE BELLISIO NEEDED OUR EXPERTISEOptimizing operations through automationIncreasing factory throughputOvercoming labor challenges Achieving better retail presenceMore sustainable packagingReducing total costsHOW WE DELIVEREDInstalled >$25 million of machinery to automate packaging lines and beyondReduced labor by >150 people, and decreased plant downtime and freight Automation enabled more efficient and sustainable cases through a 5.4% fiber savingsImplemented shelf-ready packaging helped increase sales by 11%Current projects to update consumer packaging designs with linked automation    Fully automated new frozen lines with automatic palletizer  Smaller retail-ready packs + case packing   © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Corrugated + Consumer + Machinery = Value to the Customer    Innovate with focus on sustainability and growth 

 differentiated solutions to capture growth in ecommerce  38  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth    E-commerce is important growth area13% growth forecast to 202557% of all future retail growth in e-commerceKey Customer Challenges/OpportunitiesPackaging optimization: Ships in own container (SIOC) and rightsizingProduct protection/transport (including specific requirements like temperature control)Labor costs/availability for repack/fulfillmentFreight costs (DIM weight)Sustainability (curbside recyclable, right sized)Consumer experience  packaging AUTOMATION SOLUTIONS  pak on demand™  Boxsizer®  opera  Accordion shipper  Meta® e  sioc  Box on demand®  InsulShield™    Innovate with focus on sustainability and growth 

   Increase in OEE/ asset utilization (target 5%+)Reduction in waste (target reduction 1%+)Improved quality/service    Increased automation, labor productivity and safetyImproved service agility and capability to support differentiated solutions     Higher price realization across customer base Increased growth in high-margin customer segments and solutions    Accelerate deployment of Operational Excellence Common metrics/stretch goalsRobust common processes – asset utilization, quality/service, Daily Management SystemExpert teams to support plants     STRATEGIC INVESTMENT to accelerate productivity and strategically shape footprint Ongoing investment in EVOLs, high-yield die cutters, corrugatorsNew box plants (e.g., Longview)Digital technology (Graphics)     ROBUST COMMERCIAL EXCELLENCE PROCESS to drive growth, price and mix improvements   Driving margins through productivity enhancement and price and mix enrichment  Operating system  EXPECTED results  Focus areas  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  39        Focus on sustainability    Margin improvement and increasing efficiency                Focus on sustainability    Margin improvement and increasing efficiency 

         Operating System and investments have led to advantaged productivity – with significant opportunities to further improve  40  Source: Controllable waste % from FBA 2020 KPI report; rest of industry metrics from FBA 2019 annual survey; WestRock statistics are FY20 final; *Greater than 10% advantage on controllable waste; **LF/HR: Linear feet per hour© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  TOTAL PLANT USABLE PRODUCT  CORRUGATOR SPEED      >10% Advantage      ~9% Advantage  General Productivity  Shipments      ~11% Advantage      ~22% Advantage  Focus on sustainability    Margin improvement and increasing efficiency    Execute disciplined capital allocation   

 accelerating delivery of Strong financial performance  41  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Built a broad footprint and leading set of capabilities to address key customer challenges and differentiate from the competition Drove growth in our overall platform to ~100BSFDrove growth in our key areas of differentiation:Machinery placement CAGR of ~15%Graphics revenue CAGR of 14%Invested in our manufacturing footprint and business processes to drive advantaged productivity metricsCaptured significant price to offset inflation   What we’ve done  Improve price/mix across the business to drive margin enhancementDeployment of commercial excellence and advanced pricing processesDifferential growth focus on most profitable customer segments and differentiated solutionsAccelerate profitable growth through differentiated solutions in attractive segments like e-commerceDrive step change in productivity to improve margins and returnsDeployment of the WestRock Operating System to improve overall equipment effectiveness, waste and labor productivityStrategic investments to accelerate productivity, capability and growth  Where we’re going | WestRock 2.0    Focus on enhancing margins and capturing profitable growth in ~$195 Billion Global corrugated Packaging Market  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Patrick KivitsPresidentConsumer Packaging  42  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

         Leverage the power of one WestRock to deliver unrivaled solutions to our customers Use our global reach and local touch to bring high value, differentiated solutions to our customers across our most attractive end markets  Innovate with focus on sustainability and growthGrow with our customers as we combine our expertise in innovation, automation and design to help achieve their sustainability goals   Relentless focus on margin improvement and increasing efficiencyLeverage the integration of our Food & Beverage, and Home, Beauty & Health businesses to drive efficiencies and margin enhancement  Execute disciplined capital allocationImprove our ROIC through investments that support growth, reflect changing customer needs and drive a step-change in productivity across our operations  43  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  WESTROCK’S STRATEGY TO achieve long-term value creationconsumer packaging key messages         

   North + southAmerica63 facilitiesFB | 20HBH | 29RTS | 14  Europe42 facilitiesFB | 15HBH | 27  Asia-pacific6 facilitiesFB | 2HBH | 4  Driving Global leadership in consumer packaging   44  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Building a diverse and resilient portfolio of differentiated products across our end marketsLeveraging our global footprint to win with both global and local customersBringing efficiencies across our business to drive value for WestRock and our customersUsing disciplined capital allocation to support growth, productivity and margin enhancementStreamlining our participation to enable greater focus and improve our margin profile  Product offering: high-volume to high-end folding cartons, labels, inserts and leaflets  Broad, Geographic Reach  Segment Highlights & Actions  Attractive Growing End Markets    Leverage the power of one WestRock  REVENUE BY END-MARKET CATEGORIES FY21  other  Beauty & healthcare  Food & Beverage  FY21 REVENUE BY REGION  Asia-pacific  Europe  North America  Latin America  foodservice  FB: Food and Beverage | HBH: Home, Beauty & Health | RTS: Joint Venture   $4.4B Revenue    Leverage the power of one WestRock 

 Beverage      Beauty & Personal Care      Accelerating innovation to bring new, highly sustainable solutions that help our customers take out plastic packaging      Building on decades of experience to grow with the world’s most prominent B&PC companies    Creating value across paperboard, converting and automation to drive growth       Bringing unique capabilities to promote and protect the most trusted brands through differentiated packaging             Food & Foodservice      Healthcare      Commercializing new solutions to global food customers that support plastic reductions goals      Achieving global market leadership in the highest growth and most demanding categories    Driving substrate innovations to make our foodservice customers more sustainable      Utilizing our integrated supply chain to build on our position as a strategic partner  Leveraging a local touch across attractive end markets  45  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  market leaders in growing, attractive end markets in the world’s largest geographiesDeveloping the most differentiated portfolio in the industry to help our customers solve their biggest challengesCombining these capabilities with a local touch and execution that enhances our partnership with our customers    Leverage the power of one WestRock    Leverage the power of one WestRock 

   46  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Customer needs and macro trends  consumer Value proposition  How we have delivered  Sustainability  Helping customers replace single use plastic ringsMachinery-driven solutions include Cluster-Pak® (MolsonCoors) as well as CanCollar® (ABI, CCEP, others)   Building the circulareconomy  changing consumer and customer preferences  Unique "license plate" per label/carton Enables advanced end-customer engagement to the brandProvides track & trace for efficient and secure supply chain  Unique product coding  E-commerce  Ship-at-once collapsible rigid box ships flat to customer for fulfilment Significantly reduces shipping and storage costs  Ship-at-once complete customer treatment kit  Digitalization  Specialty print techniques to authenticate GM’s OEM parts through supply chain  Partnering for brand security through packaging  retail margin compression  Automation and patent-pending wrap around design harmonizes load sharing between cartons and caseCreates flexibility, eliminates large format case inefficiency, reduces waste and improves OEE  Packaging optimization project/asset deployment    Labor shortages/supply chain disruptions  Solution unlocks supply chain efficiencies for the customer and WestRockExtends lead-times, improves forecasting and enables more efficient purchasing  Build label stock inventory and consolidating SKUs                          Innovative consumer solutions that address key customer needs    Innovate with focus on sustainability and growth 

 Building the circular economynew solutions to replace plastic rings  47  *Source: National Geographic© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Scan QR code to learn more about our cancollar® solution    Innovate with focus on sustainability and growth  PLASTIC FACTSWHY IS THIS SO CRITICAL FOR OUR CUSTOMERS?  CANCOLLAR® + FORTUNA® PLATFORM  Plastics rarely vanish, instead breaking down into smaller pieces    Plastic rings last 400 years      High-speed customizable machinery  Multiple designs serve changing market needs  westrock CarrierKote® paperboard  By 2025, WestRock will replace:Over 600 million plastic rings and shrink film packaging with CanCollar® solutionsEnough plastic rings to wrap around the Earth 4 timesOver 2,000 tons of plastics  MAKING A DIFFERENCE…    91% of plastic is never recycled*    Innovate with focus on sustainability and growth 

 capturing the benefits of one WestRock  48  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ONE COMMERCIAL APPROACH,THROUGH AN END MARKET LENSCommercial organization truly aligned to key end market segmentsCommercial excellence, pricing, estimating, innovation and design processes in place to provide clarity, consistency and efficiencyFocus on specific end market needs while leveraging scale and best practices  COMMERCIAL BENEFITS  THE POWER OF A DIVERSE,INTEGRATED MANUFACTURING BASEFully utilizing wide, narrow and specialty manufacturing networks to support growthFlexibility to manage small, high-touch customers to large, highly efficient runs for the world’s biggest brandsLeveraging One WestRock and our integrated position to bring supply chain stability to our customers  OPERATIONAL BENEFITS  ALIGNED TEAM APPROACH TO SUPPORTING BUSINESS GROWTHApplying innovation, machinery and other resources across broader group of opportunitiesCapital planning that creates transparency and prioritization based on value creationSingular leadership of key functional areas drives consistency and best practices across global business  RESOURCE BENEFITS  Focus on sustainability    Margin improvement and increasing efficiency  Building one consumer packaging business  Focus on sustainability    Margin improvement and increasing efficiency 

 Very Large format Sheetfed press performance surpasses the industry  49  SOURCE: HEIDELBERG© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Machine speed  NET Printed impressions  overall Equipment Effectiveness    Margin improvement and increasing efficiency  OUR INDUSTRY-LEADING OPERATIONAL PERFORMANCE ​WILL DRIVE MARGIN ENHANCEMENT​  AVERAGE SPEED PER HOUR  AVERAGE MONTHLY TOTAL  AVERAGE MAXIMUM SPEED      >20% Advantage      >100% Advantage      >15%Advantage  Focus on sustainability    Margin improvement and increasing efficiency 

 accelerating delivery of Strong financial performance  Created significant resiliency through challenging market dynamics, enabling approx. $400 million in top-line growth over the last year Captured $150 million in price increases thus far in FY22Created one integrated Consumer Packaging business, driving significant benefits across the organizationImproved Consumer Packaging margins from 15.8% to 16.3% from FY20 to FY21 and delivered 16.5% margins in Q2 FY22Expanded capacity through key capital investments (e.g., Claremont, NC) that position us to capture profitable growth  What we’ve done  Drive profitable growth in high margin end markets supported by our unique portfolio of solutionsLeverage innovation to support our customers’ sustainability goals – targeting incremental $250-$300 million in plastics replacement revenueCapture the full value of operating as an integrated Consumer Packaging businessDrive increased productivity across our operations and integrated network to further enhance margins – with goal of 2-3% of sales per yearContinue to invest in capacity to enable profitable growth in our most attractive end markets and geographies  Where we’re GOING | Westrock 2.0  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED      Driving profitable growth in ~$125 billion global consumer packaging market  50 

 John O’Nealpresidentglobal paper  51 

 Leverage the power of one WestRock to deliver unrivaled solutions to our customers Packaging paper market leader with focus, scale, breadth of offering, global reach and asset flexibility to navigate dynamic market conditions  Innovate with focus on sustainability and growthDrive growth from plastic replacement with existing products in current and new uses along with commercialization of new products that extend our reach to additional markets  Relentless focus on margin improvement and increasing efficiencyFocus on protecting and growing core paper customer relationships while supporting profitable growth of our integrated packaging segments and steadily reducing exposure to lower margin business  Execute disciplined capital allocationInvest in high-return capital projects that create additional asset flexibility and support our innovation and sustainability goals          © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  52  WESTROCK’S STRATEGY TO achieve long-term value creationglobal paper key messages         

 Global Paper | Building a Strategic Capability  Maximize value of WestRock’s industry-leading capacity  Leverage channel flexibility to deliver most profitable business mix through market cyclesImprove financial performance and reduce earnings volatility leveraging geographic reach, asset flexibility and channel options Focus on long-term asset footprint and capital investments aligned with market and product strategyEnhance visibility into product line profitability  Support strategy  MILL OPERATIONS16 million tons capacity, 31 mills, 9 substrates  CHANNEL OPTIMIZATIONChoose where to sell to advance strategy, maximize earnings and reduce volatility    CORRUGATED PACKAGINGOptimize product and customer mix   CUSTOMERS    CONSUMER PACKAGINGOptimize product, customer and geographic mix    GLOBAL PAPEROptimize geography, substrate and customer mix  CONVERTING OPS/DISTRIBUTION  Product flow  Feedback loop  ~40%tons  ~15%tons  ~45%tons    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  53  Flexibility to support 2025 goals    Leverage the power of one WestRock 

 Leader with broad portfolio   North America and global market leader:#1 North American producer in packaging paper grades #2 global producer in packaging paper grades #1 North American producer of SBS, kraft paper, and UUK#1 global producer of SBS, UUK, and saturating kraftCost competitive global mill network with advantaged positions in white top linerboard, SBS, CNK and kraft paperVirgin and recycled mix enables us to meet the needs of North American and global customers across end markets  North American and global leadership  Participation in core packaging markets and diversified end markets with different demand dynamics  Complementary to packaging businesses   NOTE: FY21 shipment breakdowns; other substrates include saturating kraft (Durasorb), UUK (KraftPak), and pulp. Other Global Paper volume includes pulp, Durasorb, Liquid Packaging and Tobacco© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  FY21: ~6 million tons, ~$5 billion revenue, ~18% EBITDA margins    54  45% Overlap with WRK Packaging  55% broader market participation    Leverage the power of one WestRock  Asia/ pacific  Latin America  NORTH AMERICA  Europe  africa  GeographyFY21 tons  Kraft paper  CNK  CRB/ URB  SBS  Container-board  other  SubstrateFy21 tons  other  Kraft paper  Export container- board  Commercial print  Sbs foodservice  Global paperVolumeFy21 tons        Leverage the power of one WestRock 

 Latin America: growing market and leading position  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  55  Growing packaging market      15 million ton market projected to grow at more than twice the rate of North America Demand driven by economic growth and export product expansion in produce, protein, industrial goodsMarket need for six million tons of imports, primarily virgin products, to meet performance requirements in key end marketsLeading positions and broadest offeringExpansion completed at world-class containerboard mill at Três Barras, Brazil offering differentiated HyPerformTM linerboard Partnership with Grupo Gondi, a fiber-based packaging leader, provides platform to serve WestRock customersin MexicoCompetitive WestRock virgin assets geographically advantaged to serve growing Latin American containerboard and paperboard demand  UNRIVALED SYSTEM TO SERVE Latin America                                                                                                                                                                                                                                                                                               WestRock Três Barras mill750,000 ton, virgin containerboard mill; global 1st quartile  WestRock NA Virgin mill systemLeading producer with 17 virgin containerboard and paperboard mills  Leading, integrated producer of corrugated and consumer packaging  accretive WestRock Business with attractive growth profile and options for increased participation  Focus on sustainability    Margin improvement and increasing efficiency        Focus on sustainability    Margin improvement and increasing efficiency 

 HIGH        WESTROCK PROFITABILITY        LOW          LOW  EXPECTED MARKET GROWTH  HIGH  focus supports margin improvement and integrated growth  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Prioritize end markets and customers  Segment choices enabled by flexibility of WestRock network  Reduce position and improve profitability  Global paper focus on most attractive end markets  where we have right to win      56  Market leadership positions with low-cost assetsLongstanding independent converter relationshipsAccelerated growth driven by sustainability trends (e.g., plastic replacement)Ability to replace lower margin segment volumes and balance participation with market demands  More selective/strategic participation with internal growthLevel of participation aligned with strategic priorities and footprint choicesFocus on subset of markets in export containerboard with leading positions and right to win   Focus on sustainability    Margin improvement and increasing efficiency                            DOMESTIC WHITETOP  DOMESTIC KL/MEDIUM  SBS COMM.PRINT  SBS TOBACCO  PULP  SBS LIQUID PACKAGING  KRAFTPAK  CRB  CNK BEVERAGE  CNK PACKAGING  KRAFT PAPER  SBS FOODSERVICE  SBS PACKAGING    DURASORB  FY21 END MARKET PARTICIPATION  Bubble sizes represents relative Global Paper volume  EXPORTCONTAINERBOARD      Focus on sustainability    Margin improvement and increasing efficiency 

 Flexible assets, global reach to navigate dynamic markets  NOTE: Other grade flexibility in the SBS/CNK system includes containerboard and UUK© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  57  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Flexibility Case study: Evadale mill  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Sbs to linerboard    Demonstrated actions balanced our SBS supply and customer demand enabling significant margin improvement  58  Shifted ~180K tons/year of production from SBS to virgin linerboard in late 2020Alternative of downtime or execution of announced mill capacity reductionResponse to rapid corrugated packaging growth and continued softness in SBS marketsDrove ~$70 million annual EBITDA benefitSBS to CNKShifted production from SBS foodservice to CNK in April 2021~90K tons/year run rate Production moves delivered more than $10 million of annual EBITDA benefit  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 accelerating delivery of Strong financial performance  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Built a distinctive capacity to execute our strategy leveraging commercial excellence including clear governance, systems and processesImproved Global Paper margins from 14.8% to 17.7% from FY20 to FY21; delivered 20% margins in Q2 FY22Executed 8 paperboard, 4 containerboard and 5 kraft paper price increases since October 2020Renegotiated long-term contracts with key customers, resetting business to current market and improving overall mixFlexed capacity to serve changing market needs   What we’ve done  Grow strategic paper customer relationships while supporting profitable growth of packaging segmentsInvest and grow in attractive geographies (e.g., Latin America)Continue reducing exposure to lower margin businessGrow in plastic replacement applications with existing products and commercialization of new productsExpand flexibility to navigate dynamic markets leveraging asset, market and geographic breadthLeverage commercial excellence capability to improve margins and reduce volatility   Where we’re going | WestRock 2.0      Well positioned to drive improved profitability for WestRock  59  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Tom StigersPresidentmill operations  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  60 

 Leverage the power of one WestRock to deliver unrivaled solutions to our customers Combined mill network enables knowledge sharing across the network and standardization that drives improved operational efficiencies  Innovate with focus on sustainability and growthRequired improvements to meet our science-based targets are primarily mill-based and our path to reaching those goals is complementary to our asset improvement plan  Relentless focus on margin improvement and increasing efficiencyComprehensive productivity improvement program will lower manufacturing cost through process optimization, capital investment and digital analytics  Execute disciplined capital allocationDirecting capital investment to mills with highest long-term value will drive a step change in cost and capabilities of our asset base          © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  61  WESTROCK’S STRATEGY TO achieve long-term value creationMill system key messages         

                                     NORTH AMERICA    Comprehensive mill network  62    CONTAINERBOARD/ KRAFT PAPERCowpens, SCDublin, GAFernandina Beach, FLFlorence, SCHodge, LAHopewell, VAJacksonville, FLLa Tuque, QCLongview, WAMorai, IndiaPanama City, FLRoanoke Rapids, NCSolvay, NYStevenson, ALTacoma, WATrês Barras, BrazilWest Point, VA  SOLID BLEACHED SULFATE (SBS)Covington, VADemopolis, ALEvadale, TXCOATED RECYCLED BOARD (CRB)Battle Creek, MI Dallas, TXSheldon Springs, VT Stroudsburg, PASt. Paul, MNUNCOATED RECYCLED BOARD (URB)Aurora, ILChattanooga, TNEaton, INLynchburg, VA  UNBLEACHED KRAFT (UUK/CUK)North Charleston, SCCottonton, ALEXTRUSIONLow Moor, VAPointe-aux-Trembles, QCSilsbee, TXGRUPO GONDI JVMexico City, MexicoGuadalajara, JaliscoSan Luis Potosi, San Luis PotosiMonterrey, Nuevo Leon  INDIA  BRAZIL  Capacity16 million annual production tons  Fiber sourcing65% virgin35% recycled  capacity and fiber sourcing excluding grupo gondi joint venture© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Strategic investments Paying Dividends  CURRENT FOCUS  improving the competitiveness of our mills Through strategic investments  Productivity: $600 million+ invested on small to mid-size cost justified projects since 2018 with projected returns over 25%West Point: Woodyard optimizationFlorence: Fiber, energy, labor and system benefitsTrês Barras: Targeted increase in production of 230,000 tons/year and cash cost reduction of $40/ton  Increasing investment to modernize strategic assetsPrioritizing mills with highest value as defined by scale, asset quality and strategic fit  Hodge: ~$95 million woodyard replacement expected to reduce cash costs by over $20/ton generating an 18% IRR  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  63  Case study  25+%  20%  16%  30%    Margin improvement and increasing efficiency    Execute disciplined capital allocation   

   Centralized process enabling Prioritization of resources across the entire mill division    Deploying standardized tools across the network    Utilizing rapid deployment methodology and zero-loss analysis to determine full potential of mills    Creating a culture of continuous improvement    productivity improvement process generating substantial operating benefits and reduced costs  Operating system  results  Asset utilization improvements enable footprint consolidation and greater capital efficiencyTargeting $20/ton reduction in average mill cash costsReliability gains reduce production and cost variabilityPipeline of high-return capital projects at strongest assetsEngaged workforce driving productivity  Focus areas  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  64        Focus on sustainability    Margin improvement and increasing efficiency          Focus on sustainability    Margin improvement and increasing efficiency 

 Optimizing our mill system to attain WestRock's sustainability goals  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Mill system primary driver for achieving water and greenhouse gas reduction objectivesSignificant progress in recent yearsLess reliance on coalReduced water consumptionDefinitive plans in place to meet science-based targets (SBTi) by 2030Will achieve goals while generating positive financial returns on invested capitalActions to improve sustainability complementary to footprint optimization plans  65  water treatment lagoon     Innovate with focus on sustainability and growth    Innovate with focus on sustainability and growth 

 Investing in digital tools to improve operations  Accelerating investment in digital tools driving substantial performance gainsCapabilities have enabled rapid machine optimization during ramp-upAnalytic modeling enables process simulation enhancing operator trainingFlorence is beta site for digital tools to leverage across the system  Digital tools and analytics  Florence paper machine  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  66  Focus on sustainability    Margin improvement and increasing efficiency  $200 million in cost reduction opportunity  Focus on sustainability    Margin improvement and increasing efficiency 

 accelerating delivery of Strong financial performance  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Consolidated mill operations standardizing processes and driving better efficienciesImplemented productivity programs that direct resource allocation and accelerate savings captureImproved flexibility of our mill system to better serve our internal converting and Global Paper businessesClosed high-cost, capital-intensive mills to direct capital to more attractive investments  What we’ve done  Invest strategically in upgrading the quality of our mill assets through footprint changes and reinvestments with IRR hurdle rates of 15% (large projects) to 25% (small projects)Reduce cash costs by projected $20/ton resulting in $300 million potential annual benefit through targeted investments and uniform productivity improvement processesAttain our SBTi of a 27.5% reduction in GHG emissions through focused investments and optimizing our footprintAccelerate investment in new digital capabilities enabling estimated $200 million additional annual cost reduction  Where we’re going | WestRock 2.0      targeting $500 million in annual cost reduction and improving return on invested capital  67  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Peter Andersonchief supply chain officer  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  68 

 Leverage the power of one WestRock to deliver unrivaled solutionsto our customers Working closely with customers and suppliers to further leverage scale opportunities  Innovate with focus on sustainability and growthEstablishing integrated supply chain leveraging the network in planning and logistics, including warehouse consolidation, inventory optimization and increasing service levels  Relentless focus on margin improvement and increasing efficiencyImplementing short- and long-term actions to ensure continuity of supply while reducing costs and improving service  Execute disciplined capital allocationUtilizing technology to reduce costs and optimize asset utilization          © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  69  WESTROCK’S STRATEGY TO achieve long-term value creationSupply Chain key messages         

 FROM  TO  Optimized by converting plant and mill across the network  Fully optimized for One WestRock utilizing new planning capabilities and reducing working capital  Disparate planning systems across the enterprise  Common planning systems across WestRock providing visibility and optimization across the network  Suboptimal transportation modes and inventory mis-aligned with converting plant needs  Optimized freight routings and appropriate use of regional distribution centers  Independent plant-led initiatives to drive increased asset utilization  Centralized, zero-loss approach to waste across all plants  Decentralized approach for purchasing decisions  Centralized Purchasing team, taking advantage of scale purchases and driving compliance  Significant opportunity exists to optimize across the integrated supply chain    © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  70  Relentless focus on margin improvement and increasing efficiency    INVENTORY      PLANNING      LOGISTICS      HIDDEN FACTORY      PURCHASING    Focus on sustainability    Margin improvement and increasing efficiency 

 productivity improvement process generating substantial operating benefits and reduced costs  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED   71  Focus on sustainability    Margin improvement and increasing efficiency    Delivering an industry-leading supply chain to customers and working more closely with them to leverage synergies    Reducing our footprint and emissions through optimal supplier choices focusing on the sustainability of our operations    Rolling out new tools and capabilities enterprise-wide to reduce costs and drive productivity    Driving increased productivity of existing assets, and minimizing and optimizing capital requirements through advanced technologies   Elimination of functional silos facilitating enterprise optimizationImproved on-time, in-full (OTIF) to our customersReduced non-optimal freight, demurrage and sub-optimal routingsIncreased reliability and asset utilization, driving cost optimization opportunities across the networkStrengthened compliance and standardized processes allowing for centers of excellence and shared service activitiesEngaged workforce driving productivity and reducing attrition          Operating system  results  Focus areas          Focus on sustainability    Margin improvement and increasing efficiency 

 Supply chain opportunitiesto reduce costs and improve margins  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Run-rate operating profit improvements ($M/yr)  additional opportunities   One-time working capital reduction across all inventories of $300-$400 millionAlignment of commercial and supply chain goals to optimize marginsImproving service levels and customer retentionUpgrading analytics andpredictive capabilities Purchasing and logistics benefits from shared initiatives with customers  72  Demurrage  Network Optimization  Inventory rationalization  SKU rationalization  Talent stabilization  OEE Improvements in converting plants  Direct  Indirect  Planning efficiencies  Logistics  Planning  Converting Plants  Purchasing  Optimal mode selection    ~$150-$200M  ~$175-$200M  ~$30-$50M  Well-positioned to drive improved Margins and ROIC    Margin improvement and increasing efficiency    Execute disciplined capital allocation   

 accelerating delivery of Strong financial performance  Created a cross-functional Supply Chain team spanning all areas from supplier to customerCompleted the analysis of areas to prioritize and implemented initiatives to drive value for both WestRock and our customersImplemented standardized productivity tools and metrics across the enterprise to drive both cost and capital savingsEnsured continuity of supply to our customers Focused on quick wins to drive immediate benefits  What we’ve done  Implement end-to-end processes and world-class systems Increase asset utilization across all converting facilities driving improved overall equipment effectivenessLeverage new ways of working and opportunities for teammates driving increased professional development and belongingConstruct integrated planning, optimizing inventory throughout the network to reduce freight, warehousing and overall inventory levels by$300-$400 millionAccelerate WestRock Operating System initiatives and digital transformation   Where we’re going | WestRock 2.0  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED      73  Focus on sustainability    Margin improvement and increasing efficiency  TARGET PRODUCTIVITY IMPROVEMENT BY FY25 OF $400 MILLION TO $500 MILLION ANNUALLY  Focus on sustainability    Margin improvement and increasing efficiency 

 Margaret HerndonChief marketing Officer  74  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED 

 Westrock strategy to achieve long-term value creation sustainability and innovation key messages  75  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Drive profitable growth by utilizing WestRock's differentiated portfolio to deliver agile packaging solutions at scale  Innovate with focus on sustainability and growthBuild on WestRock's capabilities in materials science, packaging design, packaging machinery and digital solutions to address complex customer challenges  Relentless focus on margin improvement and increasing efficiencyDevelop and launch solutions that provide market expansion in new categories, growth in current markets and efficiency improvement for WestRock and its customers  Execute disciplined capital allocationInvest in people, processes and technologies to enable profitable innovation that continues to differentiate WestRock from the competition                 

 Westrock purpose    Innovate Boldly. Package sustainably.TM  76    Innovate with focus on sustainability and growth  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth 

 Westrock purpose  #1 most associated with INNOVATIVE among packaging customers and prospects (unprompted) 33%+of customers say WestRock is the leading brand for delivering sustainable and environmentally friendly packaging products and solutions  77  *Source: 2022 WestRock BRAND HEALTH STUDY© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth    Innovate with focus on sustainability and growth  Innovate Boldly. Package sustainably.TM 

 SUSTAINABILITY IS CORE TO OUR PURPOSE AND GROWTH  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED        Bettering the planet  Supporting people and communities  INNOVATING FOR OUR CUSTOMERS AND THEIR CUSTOMERS  78    Innovate with focus on sustainability and growth  Scan to read westrock’s 2021 sustainability report    Innovate with focus on sustainability and growth 

 Supporting People and communities  79  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.              safety  100% safe culture              Training + education  Provide access to training for One millionIndividuals by 2030              Diversity + inclusion  Advance our leadership in diversity, inclusion and belonging    Innovate with focus on sustainability and growth  Creating a “100% safe” cultureZero life-changing eventsBuilding the workforce of tomorrow STEM, manufacturing, tech skillsInvestment $4.5 million Advancing diversity2025 diversity goals established and included in executive compensationSupplier diversity goal of >$975 million in spend with diverse suppliersRecognized by the Human Rights Campaign Foundation  Scan to read westrock’s 2021 sustainability report    Innovate with focus on sustainability and growth 

 Bettering the planet  80  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Greenhouse GasesSince 2015, 22% reduction in absolute Scope 1 and Scope 2 market-based emissions; 15% reduction in GHG emissions per ton of production Water StewardshipCommitting $15 million to forest and water stewardship projectsEnhancing the water management systems across our mills Sustainable Forestry Engage with 10,000 landowners supporting responsible forestry practices by 2030 Support certification of 1.5 million acres of forestland to recognized forest management standards by 2030              Sustainableforestry  Promote sustainable forestry and remain forest positive              Carbon(GHG emissions)  SBTi Target27.5% reduction of greenhouse gas (GHG) by 2030              Waterstewardship  15% reduction of water intake  Scan to read westrock’s 2021 sustainability report    Innovate with focus on sustainability and growth 

 Innovating for our customers’ customers  81  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  WestRock Portfolio96.9% of our packaging sales are recyclable, compostable or re-usable todayWestRock RecyclingInnovative recycling partnerships, state-of-the-art technology and broad geographic coverage through 18 U.S.-based recycling facilitiesManage 7.4 million tons of recycled fiber; 5.6 million tons consumed in our own operations (FY21)              Sustainablepackaging  100% portfolio of recyclable, compostable or reusable packaging by 2025  Scan to read westrock’s 2021 sustainability report    Innovate with focus on sustainability and growth 

 BEST-IN-CLASS INNOVATION ENGINELeveraging deep domain expertise to generate patented solutions, winning awards  82  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Technology PLATFORMS  2,600Total worldwide granted patents and pending applications  2x Increase in patents and applications since early 2018  70Industry and customer awards won for service, innovation and design (2021)  MATERIALS SCIENCE  PACKAGINGDESIGN  PACKAGINGMACHINERY  DIGITAL            Innovate with focus on sustainability and growth 

 opportunities across high-growth industriesWell-positioned to solve customer problems with differentiated solutions  83  *Total packaging sales only. Source: Euromonitor Packaging, Technomic, IQVIA and Kantar Retail IQ. All the data is 2021-25 CAGR and represents global projections, except for TechNomic which is only US. Data is unit based when available© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Food  Beverage  Healthcare  E-commerce  Foodservice  Beauty & personal care  % of total FY21 sales*  31%  12%  7%  6%  2%  3%  Cagr 2021-2025  3%  3%  5%  13%  4%  2%  Products commercialized to serve industries                Innovate with focus on sustainability and growth    Innovate with focus on sustainability and growth 

 Relentless focus on the customer creating "trusted partner" relationships  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  84      100sThought leadership sessions      1000sinnovation workshops      1BILLIONMedia hits  Leon NicholasVice PresidentWestRock Insights & Solutions      Richmond, VirginiaWestRock’s Tech Labs        Innovate with focus on sustainability and growth        Innovate with focus on sustainability and growth 

 Customer needs + macro trends  Sustainability  E-commerce  Digitalization and automation  Labor Shortages / Supply Chain Disruptions  Industry opportunity          Customer realities creating market opportunities Solving complex challenges with the industry’s most comprehensive portfolio  85  SOURCE: McKinsey consulting, smithers, pmmi World packaging machinery report 2021© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth      ~$100BE-commercepackaging      ~$20BConnected packaging      ~$50BPlastic Replacement      ~$20BPackaging automation      automation    paper    corrugated    displays    distribution    consumer    design    insights  Westrock’s differentiated portfolio    Innovate with focus on sustainability and growth 

 innovating in produceScaling from one customer to category  SOURCE: EUROMONITOR & CREDIBLE MARKET REPORTS© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  86  Wanted a sustainable solution for celery and reduced supply chain riskWill eliminate 2,000 tons of non-recyclable landfill wasteScale to fruit and vegetable segments, adding automation      ~$1BProduce opportunity  FROM PLASTIC CONTAINERS  TO FIBER-BASED CONTAINERS  EVERGROW™  WETTECH™  Automation for punnets    Innovate with focus on sustainability and growth        4%PRODUCECAGR    Innovate with focus on sustainability and growth 

 innovating in personal careScaling from one category to adjacent categories  87  Created a high-quality, fiber-based packaging alternative for deodorant lineEliminated plastic packaging, printed labels and shipping fillerScale to other oil-based products, powders    Source: units from Euromonitor Passport pack database© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.    Innovate with focus on sustainability and growth  Lip balm  sunscreen  deodorant  Lip stick      2%PERSONAL CARE CAGR      ~$1B opportunity for tubes    Innovate with focus on sustainability and growth 

 Innovating across our portfoliosolving customer problems in a way no other company can  Include a graphic to show the different parts of our portfolioINCLUDE THAT WE HAVE OVER 400 PRODUCTS  88  Provides Customer and market insights  Creates minimalistic Carton design  ManufacturesPaperboard  Produces food sleeve  CLUSTER-PAK® EVOTECH™ MACHINE                    Automates assembly of consumer sleeve          Innovate with focus on sustainability and growth  Customer insights, sustainable packaging plus automation          3%FOODCAGR      $20BPackagingautomation    Source: PMMI – World Packaging Machinery Report 2021© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.      Innovate with focus on sustainability and growth 

 89        Innovating in digitalconnected solutions to drive brand engagement, item visibility, efficiency  Connected packaging  Do you have a unique story to tell about your farm and the farm-to-fork journey?   What would a recall do to your company? Do you have a recall plan in place?  What could the ability to track products in real-time do to improve the efficiencies of your business?    Can you engage with consumers to share your sustainability story or promotions?  Digital displays  Connected machines      $20BConnected solutions  “Digital innovations are enabling companies to completely transform what packaging can do*.”   *”Transforming the ordinary with smart connected packaging” Accenture, Nov, 2021© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Scan here to learn more about CONNECTED AUTOMATION at WestRock    Innovate with focus on sustainability and growth 

 DRIVING Growth: ONE WESTROCK THE Customer is at the center of everything we do  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  90    Innovate with focus on sustainability and growth      One WestRock solutions      Attractive industry Markets/ growth       Innovating for profitable growth  Differentiated value proposition across industry growth markets   Leverage the power of our capabilities across primary, secondary and tertiary packaging>$8 billion cross-sell opportunity  Solve our customers biggest challenges in packaging through materials science, design, automation and digital     Innovate with focus on sustainability and growth 

 Accelerating delivery of strong financial performance  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Accelerated a key part of the circular economy through fiber-based packaging Committed to an SBTi on GHG emissionsMade progress on our 100% safe culture and diverse workforceSet goal of 15% reduction of water intakeAligned core capabilities to drive One WestRock “customer-first” solution selling across Marketing, Innovation, Commercial Excellence and Sustainability Developed world-class innovation capabilities, innovation pipeline and customer co-creation approach  What we’ve done  Continue to drive the circular economy as a leader in the packaging industry and make progress on:SBTi, water and 100% recyclable portfolio targetsDiversity, Inclusion, Equity and Belonging goals Building a 100% safe cultureCapitalize on delivering sustainable, automated and connected solutions across primary, secondary and tertiary packaging as the WestRock point of differentiationGrow our revenue from innovation products and solutions by 2x  Where we’re going | WestRock 2.0  Leveraging SUSTAINABLE innovation capabilities to growWith additional ~$190 billion addressable market  91  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Alex PeaseChief financial Officer  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  92 

 WESTROCK’S STRATEGY TO achieve long-term value creation  93  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Focus on attractive markets where our diverse portfolio is valued and rewarded  Innovate with focus on sustainability and growthDrive innovation in material science, packaging design, packaging machinery, and digital solutions to help customers meet their sustainability and profitability goals  Relentless focus on margin improvement and increasing efficiencyMaximize the operational effectiveness and efficiency of our assets and systems through the WestRock Operating System to improve financial performance   Execute disciplined capital allocationBalanced approach to deploying our capital focused on: strategic investments, sustainable and growing dividend and opportunistic share repurchases         

 Strong platform to build on  94  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  unique platform supports flexibility and long-term growth  FY21    FY2021      SEGMENT SALES  ADJ. EBITDA  ADJ. EBITDA MARGIN  Corrugated Packaging  $8.4B  $1.4B  16.6%  Consumer Packaging  $4.4B  $721M  16.3%  Global Paper  $5.0B  $884M  17.7%  Distribution  $1.3B  $68.8M  5.5%  WestRock  $18.7B  $3.0B  16.0%  Broad portfolio of sustainable fiber-based packagingAttractive, growing end marketsUnique capabilities and full range of solutions    FY21DIVERSE END MARKETS    Packaged Food    Distribution + Paper    Beverage    Retail + E-commerce    Industrial    Healthcare    Home, Beauty + Personal Care    Other    Pizza    Foodservice                      FY21 SEGMENT SALES        44%Corrugated Packaging  23%Consumer Packaging  7%Distribution  26%GlobalPaper     

 Financial strength   95  *COMMITTED LONG-TERM LIQUIDITY INCLUDES CASH AND CASH EQUIVALENTS© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  ACCESS TO LIQUIDITY  INVESTMENT GRADE PROFILE  ATTRACTIVE MATURITY SCHEDULEStaggered maturity ladderAverage coupon of ~4% per year80% fixed/20% floating  $ millions      >$1BAdjusted free cash flow      >$3BCommitted long-term liquidity*      Baa2MOODY’S      BBBS&P      1.75X TO 2.25XNET LEVERAGE TARGET 

 Pricing has been resilient  96  Source data: RISI, internal sources. Note: % change in pricing reflects variance from peak to trough© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  HISTORICAL CONTAINERBOARD TRENDS  2000 – 2021 CAGR of 4%                      -26%  -16%  -17%  -20%    -5%  +31%  +57%  +20%  +19%  +23%  +22% 

 97  Value creation model  Focusing on attractive, faster-growing markets: Food, e-commerce, healthcare, beverage, etc.Providing flexibility with strategic Global Paper businessAddressing changing customer needsDriving innovation and sustainability solutionsCross-selling full range of primary, secondary, and tertiary packaging and machinery  Sustainable revenue growth  $500 million opportunity in our mills$400-$500 million opportunity in supply chain optimizationInvesting in modernizing our assets15%-25% IRR in modernization investments200 bps opportunity in G&AStrategic leverage of Global Paper position to balance supply with customers’ demand  Margin expansion  Consistent free cash flow generation with six consecutive years >$1 billion>$300 million in working capital unlockStrong cash conversion over timeSupports ability to achieve strategic priorities  Strong free cash flow  Organic investment opportunities with 15%-25% IRRsSustainable and growing dividendDisciplined tuck-in acquisitionsOpportunistic share repurchases45% of operating cash flow dedicated to organic profitable growth  Disciplined capital allocation  *2021 - 2025© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Core Tam ~$320 billionInnovation tam ~$90 billion~50% of revenue from markets growing at 4% Avg. CAGR*  >300 bps margin opportunity15%-25% IRR investments  >$5.50/share  Roic >10% 

   98  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Industry MEGATRENDS impacting our Customers    LABOR SHORTAGES/SUPPLY CHAIN DISRUPTIONS          DIGITALIZATION + AUTOMATION          RETAILMARGIN COMPRESSION        0  CHANGING CONSUMER AND CUSTOMER PREFERENCES          E-COMMERCE          SUSTAINABILITY          Leverage the power of one WestRock  broad portfolio and complete solutions to address Our customers’ most pressing needs  $50 billion plastic replacement opportunity  13% of U.S. retail sales and growing  $20 billion connected packaging opportunity  $20 billion packaging automation opportunity    Leverage the power of one WestRock 

 Significant margin expansion opportunities  Operating system  results  99  Focus on sustainability    Margin improvement and increasing efficiency  CORRUGATEDShifting mix towards local customersReducing employee turnover and absenteeismUpgrading asset footprintCorrugated Global TAM of $195 billionCONSUMERDelivering innovative and sustainable fiber-based packaging solutionsManaging customer mix proactivelyDriving value-added solutions sellingConsumer Global TAM of $125 billion MILLSInvesting in high-return projects to drive competitive positioningAccelerating digital capabilitiesMills savings opportunity of $500 millionSUPPLY CHAINDriving world-class sales and operations planningOptimizing logistics footprintImproving freight utilization and efficiencySupply chain savings opportunity of up to $500 million  opportunities              FY21  FY25E  16% EBITDA Margin  >19% EBITDA Margin*    * Inclusive of anticipated portfolio moves© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Focus on sustainability    Margin improvement and increasing efficiency 

 Strong cash flow engine supports capital allocation  100  *FY22E represents midpoint of EBITDA guidance and $1.3B Free Cash Flow© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  On pace for 7th consecutive year of free cash flow above $1 Billion  ADJ. FREE CASH FLOW($ millions)  Stable capital investment needs of ~$1 billion before strategic investmentsWorking capital optimization through integrated supply chain to drive >$300 million in opportunity    Execute disciplined capital allocation    2016  2017  2018  2019  2020  2021  FY22E  Cash ConversionAdj. FCF/Adj. EBITDA  45%  53%  51%  32%  41%  50%  36%      Land Sales2017-2018      Pandemic Action Plan 2021  Pandemic Action Plan 2021   

 DISCIPLINED Capital Allocation strategy   101  *Non-GAAP Financial Measure. See Non-GAAP Financial Measures in the Appendix.© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED    M&A Focus on tuck-in acquisitionsEstablished strict criteria for M&A  ONGOING CAPITAL INVESTMENTMaintenance: $400M to $600MProductivity: $400M to $600MImprove competitive position and support organic growth in attractive end markets  OPPORTUNISTIC SHARE REPURCHASES Repurchased approx. 15 million shares totaling approx. $700 million over last 12 months  SUSTAINABLE AND GROWING DIVIDEND$250M to $300MRaised dividend 25% since February 2021  DEBT AND LEVERAGELeverage target ratio* 1.75x to 2.25XPaid down approximately $1.3 billion of adjusted net debt* during FY21  STRATEGIC CAPITAL INVESTMENTS $200M to $500MContinued modernization of the portfolio                                      CAPITALALLOCATION    Foundation Built on:Focus on ROICStrong Cash Flow Generation Flexibility  Capital Allocation PrioritiesOrganic investment opportunitiesDebt reduction with new leverage target of 1.75x-2.25xSustainable and growing dividendDisciplined tuck-in acquisitionsOpportunistic share repurchases    Execute disciplined capital allocation    Execute disciplined capital allocation 

 Committed to reducing net leverage  102  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  2.10x  Committed to 1.75x to 2.25x target  2.48x  1.85x  2.89x  3.13x  2.34x    Execute disciplined capital allocation    Execute disciplined capital allocation 

   Go-forward acquisition framework  103  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  ensures strategic alignment and attractive financial returns   Target leverage range of 1.75x-2.25x ROIC > 10% by year 3Significant synergy opportunitiesTechnology growthGeographic growthCross-sellingBack-office cost savingsAttractive margin profile and asset quality  Geographic expansion Integration investmentsAdjacent marketsTargeted technologyMaterials sciencePackaging designPackaging machineryDigital  Financial requirements  Strategicrequirements    Execute disciplined capital allocation    Current Focus:Tuck-inacquisitions            Execute disciplined capital allocation 

 Framework for portfolio evaluation  STRATEGIC INVESTMENTS FOR GROWTHIn strategic markets Example: Três Barras and Porto Feliz, BrazilTo improve assets Example: Florence paper mill to reduce costsTARGETED PORTFOLIO ACTIONS Non-core assets (e.g., Panama City)Non-strategic business Sub-scaleFuture investment requirements  Evaluation criteria  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  104  Ongoing evaluation and execution to optimize portfolio and deliver higher returns      Strategic fit (Asset or market)        Future growth potential      Asset utilization and position  Minimum roic threshold (>10%)    Execute disciplined capital allocation    Execute disciplined capital allocation 

 Accelerating delivery of strong financial performance  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED  Aligned mills into one organizationRe-aligned segments to provide increased transparencyEstablished Global Supply Chain organizationLaunched WestRock Operating SystemCompleted strategic portfolio reviewIncreased dividend by 25% since February 2021Established new, lower leverage target of1.75x – 2.25xCompleted share repurchase of approx. $700 millionAdded ROIC and diversity targets to executive compensation  What we’ve done  Drive profitable growth in large global marketsCorrugated TAM: $195 billionConsumer TAM: $125 billionDrive innovation and sustainability to take advantage of $50 billion plastic replacement marketLeverage broad portfolio of solutions to capture $8 billion cross selling opportunityInvest in our assets to achieve cost savings of $500 million annuallyEstablish integrated supply chain and business planning to drive up to $500 million in productivity improvements  Where we’re going | WestRock 2.0  Well positioned to increase profitability and achieve fy25 financial goals  105  Focus on sustainability    Margin improvement and increasing efficiency  Focus on sustainability    Margin improvement and increasing efficiency 

 Executing our strategy will DriveGrowth and Margin expansion…  FY21 16% EBITDA Margin  One WestRock   margin enhancement and efficiency  capital allocation  Innovation AND sustainability  Optimize product portfolio Prioritize higher margin segments Grow sales of complete solutions   Increase asset utilization Optimize supply chain network Enhance ability to match supply with customers’ demandDrive SG&A efficiency  Develop new and innovative fiber-based solutions Help customers reduce or eliminate their use of plastics  Optimize around core businessesFocus on ROIC-based decision making  Reinvestment to drive growth and profitability  FY25*>$4.0Billion in EBITDA>19%EBITDA Margin  100-150 bps  200-300 bps  50-100 bps  100-200 bps  106  *Inclusive of anticipated portfolio moves© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 …Allowing Us to deliver on our 2025 financial targets*  107  >$4.0bfy25 ebitda  >19%FY25 EBITDA MARGIN  >10% Return on invested capital  >$5.50Fy25 free cash flow per share  *Inclusive of anticipated portfolio moves© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 David SewellChief Executive Officer  108  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 WESTROCK’S STRATEGY TO achieve long-term value creation  109  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Leverage the power of one WestRock to deliver unrivaled solutions to our customers Focus on attractive markets where our diverse portfolio is valued and rewarded  Innovate with focus on sustainability and growthDrive innovation in materials science, packaging design, packaging machinery, and digital solutions to help customers meet their sustainability and profitability goals  Relentless focus on margin improvement and increasing efficiencyMaximize the operational effectiveness and efficiency of our assets and systems through the WestRock Operating System to improve financial performance   Execute disciplined capital allocationBalanced approach to deploying our capital focused on: strategic investments, sustainable and growing dividend and opportunistic share repurchases         

 APPENDIX  110  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 2025 guidance assumptions  111  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  Natural gas moderating from elevated levelsChemicals costs stable from current elevated levelsSlight moderation in OCC towards historical average Stable virgin fiber pricesModerating freight inflation, from currently high levelsMore normalized labor and other inflation 

   Presenter bios  112  David B. Sewell is chief executive officer and president of WestRock. Previously, he was president and chief operating officer at The Sherwin-Williams Company, where he was responsible for all operating segments for the $18 billion global coatings company. He held leadership positions of increasing responsibility during his 14-year tenure at Sherwin-Williams and previously spent more than 15 years at General Electric. He earned his bachelor’s degree in economics from the University of Southern California.   David Sewell Chief Executive Officer       Robert Quartaro currently serves as senior vice president, Investor Relations. In this role, Rob handles communications with the investment community including investor conferences, roadshows, one-on-one meetings and quarterly earnings release preparation. Previously, he served as vice president, Investor Relations, for AutoNation, America’s largest automotive retailer. Rob began his career at Franklin Templeton Investments, a global investment firm. He holds a bachelor’s degree in finance from Florida State University and an MBA from the University of Florida. He is also a Chartered Financial Analyst charterholder.   ROBERT QUARTAROSenior Vice President,Investor Relations      © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Presenter bios  113    Nickie parkerSenior vice president, Merchandising displays andGraphic solutions  Nickie Parker is senior vice president of Merchandising Displays, and is responsible for leading sales and operations for promotional displays and packaging, visual and permanent displays in our corrugated packaging segment. Nickie has served in several leadership roles during her 24-year career with WestRock (and predecessor company MeadWestvaco), including vice president of commercial excellence, managing director of the company’s Asia-Pacific business based in Shanghai and vice president of WestRock’s liquid packaging business. Nickie began her career with WestRock in process engineering and quality assurance. Nickie serves on the board of Partnership Against Domestic Violence and Shop! Association. She was named the TAPPI (Technical Association of the Pulp and Paper Industry) 2018 Woman of the Year. Nickie earned a bachelor of science degree in Chemical Engineering from Texas A&M University and a master of business administration from Tulane University, Freeman School of Business. .   Pete Durette is president, Corrugated Packaging, leading the converting sales and operations for the Corrugated Packaging business. At WestRock, he was most recently the chief strategy officer and executive vice president leading the Corrugated Container business. Previously, he served as senior vice president of strategy and the leader of the Home, Health & Beauty business at MeadWestvaco (MWV). Prior to joining MWV, he was with Textron, Inc. and Marakon Associates. Pete earned a bachelor’s degree in economics from Duke University and an MBA from The Wharton School of the University of Pennsylvania.   PETE DURETTEPRESIDENT, CORRUGATED PACKAGING          © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Presenter bios  114  Patrick Kivits is president, Consumer Packaging, and is responsible for folding cartons and specialty packaging, including the Food, Beverage, and Home, Beauty & Health (HBH) businesses. At WestRock, he was previously president of the MPS business and executive vice president of operations for MPS for North America and China. Prior to joining WestRock, Patrick was senior vice president, EIMEA and Global Packaging for H.B. Fuller, a global manufacturer of specialty chemicals. He earned a master’s degree in mechanical process engineering from Eindhoven University of Technology, The Netherlands, and an MBA from Henley Business School in the U.K.   PATRICK KIVITSPresident, CONSUMER PACKAGING  John O'Neal is president, Global Paper, and is responsible for the combined sales and commercial operations for paperboard and containerboard. At WestRock, he was most recently executive vice president of the Global Food & Beverage business and served as executive vice president of the Folding Carton business. Prior to joining WestRock, John was senior vice president and chief commercial officer at Mirant Corporation. He earned a bachelor’s degree in industrial engineering and operations research from the University of California, Berkeley and an MBA from the Goizueta Business School at Emory University.   JOHN O’NEALPresident, Global Paper           © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Presenter bios  115  Peter Anderson is chief supply chain officer and oversees a Supply Chain organization comprised of the Safety, Operational Excellence, Fiber Supply, Sales and Operations Planning, Logistics and Procurement teams. Peter has more than 30 years of supply chain leadership experience. Previously, he was vice president, Global Supply Chain, for power leader Cummins, Inc., where he led transformation efforts for the company’s $17 billion supply chain. He also held positions at Ernst & Young (EY), Milk Industry Logistics, Bibby Distribution and IBM Consulting. He earned his bachelor’s degree in transport and distribution from Huddersfield University in the U.K. and an MBA from Strathclyde Graduate Business School.   PETER ANDERSONChief Supply Chain Officer          Tom Stigers is president, Mill Operations, and is responsible for the combined operations of all WestRock mills. He has more than 35 years of experience in the paper industry, including 20 years with WestRock and its legacy companies, most recently as the executive vice president of Containerboard Mills. He also served as executive vice president of corrugated paper solutions for WestRock; executive vice president, mill operations for RockTenn; and vice president of Solvay paperboard for Southern Container Corp. Tom has also held various leadership roles with Champion International, Simpson, Donohue and Abitibi-Consolidated. He earned a bachelor’s degree in chemical engineering from Clarkson University and bachelor’s degree in paper science and engineering from the State University of New York College of Environmental Science and Forestry, as well as an MBA from Adelphi University.   TOM STIGERSPRESIDENT, MILL OPERATIONS  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Presenter bios  116  Alex Pease is chief financial officer and executive vice president. Most recently, Alex served as the executive vice president and chief financial officer at CommScope Holding Company, an $8.5 billion leader in telecommunications and networking equipment. He previously held financial leadership positions at Snyder’s-Lance, Inc., and EnPro and served as a principal at McKinsey & Company. Alex served as a U.S. Navy SEAL from 1994 to 2000, eventually departing as a platoon commander. He holds a bachelor’s degree from the U.S. Naval Academy and an MBA from The Tuck School of Business at Dartmouth College.   Alex PeaseExecutive Vice President & Chief Financial Officer   Margaret Herndon is chief marketing officer and leads the company-wide Marketing organization, including the planning, activation and oversight of the enterprise marketing strategy. Prior to joining WestRock, Margaret served as chief marketing officer at Ericsson North America, where she was responsible for leading marketing and communications strategy. Margaret also spent 10 years with Hewlett-Packard, holding senior leadership positions in software, enterprise services and corporate marketing. Margaret earned a bachelor’s degree from Georgetown University and an MBA from Columbia University.   Margaret HerndonChief Marketing Officer          © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 ADJUSTED OPERATING CASH FLOW AND ADJUSTED FREE CASH FLOWWe use the non-GAAP financial measures “adjusted operating cash flow” and “adjusted free cash flow” because we believe these measures provide our board of directors, investors, potential investors, securities analysts and others with useful information to evaluate our performance relative to other periods because they exclude certain cash restructuring and other costs, net of tax that we believe are not indicative of our ongoing operating results.  We believe adjusted free cash flow provides greater comparability across periods by excluding capital expenditures. We believe the most directly comparable GAAP measure is net cash provided by operating activities. EBITDA AND EBITDA MARGINSWe use the non-GAAP financial measure "EBITDA" for both “Consolidated Adjusted EBITDA” (for consolidated Company) and "Adjusted EBITDA" (for each segment), and "EBITDA Margins" for both “Consolidated Adjusted EBITDA margins” (for consolidated Company) and "Adjusted EBITDA Margins" (for each segment). We use these measures, along with other factors, to evaluate our performance against our peers. We believe that board of directors, investors, potential investors, securities analysts and others use these measures to evaluate our performance relative to our peers. Management believes that the most directly comparable GAAP measure to “Consolidated Adjusted EBITDA” (formerly referred to as Adjusted Segment EBITDA) is “Net income attributable to common stockholders”.  It can also be derived by adding together each segment’s “Adjusted EBITDA” plus “Non-allocated expenses”. “Consolidated Adjusted EBITDA Margins” is calculated as “Consolidated Adjusted EBITDA” divided by Net Sales.LEVERAGE RATIO, NET LEVERAGE RATIO, TOTAL FUNDED DEBT AND ADJUSTED TOTAL FUNDED DEBTWe use the non-GAAP financial measures “leverage ratio” and “net leverage ratio” as measurements of our operating performance and to compare to our publicly disclosed target leverage ratio. We believe our board of directors, investors, potential investors, securities analysts and others use each measure to evaluate our available borrowing capacity – in the case of “net leverage ratio”, adjusted for cash and cash equivalents. We define leverage ratio as our Total Funded Debt divided by our Credit Agreement EBITDA, each of which term is defined in our credit agreement, dated July 1, 2015. Borrowing capacity under our credit agreement depends on, in addition to other measures, the Credit Agreement Debt/EBITDA ratio or the leverage ratio. As of March 31, 2022, our leverage ratio was 2.45 times. While the leverage ratio under our credit agreement determines the credit spread on our debt, we are not subject to a leverage ratio cap. Our credit agreement is subject to a Debt to Capitalization and Consolidated Interest Coverage Ratio, as defined therein. We define “Adjusted Total Funded Debt” as our Total Funded Debt less cash and cash equivalents. Net Leverage Ratio is the product of Adjusted Total Funded Debt divided by our Credit Agreement EBITDA. As of March 31, 2022, our net leverage ratio was 2.34 times. ADJUSTED NET DEBTWe believe “adjusted net debt” provides WestRock’s board of directors, investors, potential investors, securities analysts and others with useful information to evaluate WestRock’s repayment of debt relative to other periods because it includes or excludes certain items management believes are not comparable from period to period. We believe adjusted net debt provides greater comparability across periods by adjusting for cash and cash equivalents, as well as fair value of debt step-up included in Total Debt that is not subject to debt repayment. WestRock believes that the most directly comparable GAAP measure is “Total Debt” which is derived from the current portion of debt and long-term debt due after one year. Forward-looking GuidanceWe are not providing a reconciliation of forward-looking non-GAAP financial measures to the most directly comparable U.S. GAAP measure because we are unable to predict with reasonable certainty the ultimate outcome of certain significant items without unreasonable effort. These items include, but are not limited to, merger and acquisition-related expenses, restructuring expenses, asset impairments, litigation settlements, changes to contingent consideration and certain other gains or losses. These items are uncertain, depend on various factors, and could have a material impact on U.S. GAAP reported results for the guidance period.  In addition, we have not quantified future amounts to develop our leverage ratio target but have stated our commitment to an investment grade credit profile in order to generally maintain the target. This target does not reflect Company guidance.  Non-GAAP Financial Measures  117  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Reconciliation of net income to consolidated adjusted ebitda  118  (1) Schedule adds back expense or subtracts income for certain financial statement and segment footnote items to compute consolidated adjusted ebitda© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Adjusted operating cash flow and adjusted free cash flow reconciliation  119  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 Reconciliation of Adjusted net debt  120  © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ($ in millions)  Sep. 30, 2020    Sep. 30, 2021    Mar. 31, 2022                          Current portion of debt   $ 222.9      $ 168.8      $ 419.6   Long-term debt due after one year   9,207.7      8,025.3      7,954.4   Total debt   $ 9,430.6      $ 8,194.1      $ 8,374.0   Less: Cash and cash equivalents   (251.1)     (290.9)     (360.2)  Less: Fair value of debt step-up   (208.9)     (192.4)     (183.8)  Adjusted Net Debt   $ 8,970.6      $ 7,710.8      $ 7,830.0               Adjusted Net Debt reduction in FY21       $ 1,259.8                              

 TTM CREDIT AGREEMENT EBITDA  121  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ($ in millions)  TTMDec. 31, 2015    TTMMar. 31, 2016    TTMJune 30, 2016    TTMSep. 30, 2016  Net income attributable to common stockholders   $ (65.5)     $ (116.1)     $ 348.5      $ 154.8   Interest expense, net   130.8      157.5      185.9      184.0   Income tax expense   214.7      199.3      186.0      89.8   Depreciation, depletion and amortization   883.3      1,021.8      1,069.8      1,089.3   Additional permitted charges and acquisition EBITDA(1)   1,361.3      1,326.7      553.7      804.1   Credit Agreement EBITDA   $ 2,524.6      $ 2,589.2      $ 2,343.9      $ 2,322.0                                                   ($ in millions, except ratios)  Dec. 31, 2015    Mar. 31, 2016    June 30, 2016    Sep. 30, 2016  Current portion of debt   $ 184.8      $ 518.9      $ 345.2      $ 292.9   Long-term debt due after one year   5,631.7      5,858.3      5,513.9      5,496.3   Total debt   5,816.5      6,377.2      5,859.1      5,789.2   Less: FV step up and deferred financing fees   (321.1)     (311.4)     (318.2)     (305.8)  Less: other adjustments to funded debt   50.0      12.1      (68.2)     (75.7)  Total Funded Debt   $ 5,545.4      $ 6,077.9      $ 5,472.7      $ 5,407.7                   LTM credit agreement EBITDA   $ 2,524.6      $ 2,589.2      $ 2,343.9      $ 2,322.0                   Leverage Ratio   2.20x     2.35x     2.33x     2.33x                   Total funded debt   $ 5,545.4      $ 6,077.9      $ 5,472.7      $ 5,407.7   Less: cash and cash equivalents   (236.9)     (367.6)     (258.7)     (340.9)  Adjusted Total Funded Debt   $ 5,308.5      $ 5,710.3      $ 5,214.0      $ 5,066.8                   Net Leverage Ratio   2.10x     2.21x     2.22x     2.18x                                  

 TTM CREDIT AGREEMENT EBITDA  122  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ($ in millions)  TTMDec. 31, 2016    TTMMar. 31, 2017    TTMJune 30, 2017    TTMSep. 30, 2017  Net income attributable to common stockholders   $ 202.9      $ 242.7      $ 416.9      $ 698.6   Interest expense, net   183.7      182.8      184.5      200.1   Income tax expense   68.5      77.6      38.6      159.0   Depreciation, depletion and amortization   1,092.9      1,088.5      1,093.1      1,116.6   Additional permitted charges and acquisition EBITDA(1)   730.8      700.5      653.6      259.5   Credit Agreement EBITDA   $ 2,278.8      $ 2,292.1      $ 2,386.7      $ 2,433.8                                                   ($ in millions, except ratios)  Dec. 31, 2016    Mar. 31, 2017    June 30, 2017    Sep. 30, 2017  Current portion of debt   $ 283.4      $ 214.2      $ 710.5      $ 608.7   Long-term debt due after one year   5,483.8      5,459.5      5,812.3      5,946.1   Total debt   5,767.2      5,673.7      6,522.8      6,554.8   Less: FV step up and deferred financing fees   (296.0)     (288.4)     (280.1)     (266.2)  Less: short-term and long-term chip mill obligation   -      -      -      -   Less: other adjustments to funded debt   (58.5)     (73.4)     (87.9)     (96.4)  Total Funded Debt   $ 5,412.7      $ 5,311.9      $ 6,154.8      $ 6,192.2                   LTM credit agreement EBITDA   $ 2,278.8      $ 2,292.1      $ 2,386.7      $ 2,433.8                   Leverage Ratio   2.38x     2.32x     2.58x     2.54x                   Total funded debt   $ 5,412.7      $ 5,311.9      $ 6,154.8      $ 6,192.2   Less: cash and cash equivalents   (493.3)     (385.3)     (225.2)     (298.1)  Adjusted Total Funded Debt   $ 4,919.4      $ 4,926.6      $ 5,929.6      $ 5,894.1                   Net Leverage Ratio   2.16x     2.15x     2.48x     2.42x                                  

 TTM CREDIT AGREEMENT EBITDA  123  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 TTM CREDIT AGREEMENT EBITDA  124  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 TTM CREDIT AGREEMENT EBITDA  125  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ($ in millions)  TTMDec. 31, 2019    TTMMar. 31, 2020    TTMJune 30, 2020    TTMSep. 30, 2020  Net income attributable to common stockholders   $                       862.3      $                       850.0      $                            775.9      $                           (690.9)  Interest expense, net                            418.1                               400.6                                    382.3                                    382.2   Income tax expense                            260.6                               271.2                                    212.8                                    163.5   Depreciation, depletion and amortization                         1,533.3                            1,524.1                                 1,504.5                                 1,487.0   Additional permitted charges and acquisition EBITDA(1)                            138.7                                 89.9                                    136.8                                 1,567.7   Credit Agreement EBITDA   $                    3,213.0      $                    3,135.8      $                         3,012.3      $                         2,909.5                                                   ($ in millions, except ratios)  Dec. 31, 2019    Mar. 31, 2020    June 30, 2020    Sep. 30, 2020  Current portion of debt   $                       565.1      $                       432.0      $                            213.1      $                            222.9   Long-term debt due after one year                         9,649.3                          10,424.6                                 9,840.3                                 9,207.7   Total debt                       10,214.4                          10,856.6                               10,053.4                                 9,430.6   Less: FV step up and deferred financing fees                           (183.0)                             (179.5)                                  (171.4)                                  (169.3)  Less: short-term and long-term chip mill obligation                           (100.3)                               (99.3)                                    (98.3)                                    (97.3)  Less: other adjustments to funded debt                           (104.0)                             (109.9)                                  (104.7)                                  (100.0)  Total Funded Debt   $                    9,827.1      $                  10,467.9      $                         9,679.0      $                         9,064.0                   LTM credit agreement EBITDA   $                    3,213.0      $                    3,135.8      $                         3,012.3      $                         2,909.5                   Leverage Ratio   3.06x     3.34x     3.21x     3.12x                   Total funded debt   $                    9,827.1      $                  10,467.9      $                         9,679.0      $                         9,064.0   Less: cash and cash equivalents                           (156.4)                             (640.2)                                  (291.5)                                  (251.1)  Adjusted Total Funded Debt   $                    9,670.7      $                    9,827.7      $                         9,387.5      $                         8,812.9                   Net Leverage Ratio   3.01x     3.13x     3.12x     3.03x                                  

 TTM CREDIT AGREEMENT EBITDA  126  (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED.  ($ in millions)  TTMDec. 31, 2020    TTMMar. 31, 2021    TTMJun. 30, 2021    TTMSep. 30, 2021  Net income attributable to common stockholders   $ (677.4)     $ (713.0)     $ (641.4)     $ 838.3   Interest expense, net   379.8      361.9      368.7      349.0   Income tax expense   167.3      140.0      198.2      243.4   Depreciation, depletion and amortization   1,470.3      1,457.2      1,460.5      1,460.0   Additional permitted charges and acquisition EBITDA(1)   1,569.6      1,699.7      1,661.7      276.8   Credit Agreement EBITDA   $ 2,909.6      $ 2,945.8      $ 3,047.7      $ 3,167.5                                                   ($ in millions, except ratios)  Dec. 31, 2020    Mar. 31, 2021    Jun. 30, 2021    Sep. 30, 2021  Current portion of debt   $ 168.7      $ 549.5      $ 565.7      $ 168.8   Long-term debt due after one year   8,771.1      8,393.1      8,106.9      8,025.3   Total debt   8,939.8      8,942.6      8,672.6      8,194.1   Less: FV step up and deferred financing fees   (167.7)     (165.1)     (162.2)     (159.8)  Less: short-term and long-term chip mill obligation   (96.2)     (95.2)     (94.1)     (93.1)  Less: other adjustments to funded debt   (104.4)     (104.2)     (116.0)     (123.7)  Total Funded Debt   $ 8,571.5      $ 8,578.1      $ 8,300.3      $ 7,817.5                   LTM credit agreement EBITDA   $ 2,909.6      $ 2,945.8      $ 3,047.7      $ 3,167.5                   Leverage Ratio   2.95x     2.91x     2.72x     2.47x                   Total funded debt   $ 8,571.5      $ 8,578.1      $ 8,300.3      $ 7,817.5   Less: cash and cash equivalents   (253.8)     (334.0)     (549.8)     (290.9)  Adjusted Total Funded Debt   $ 8,317.7      $ 8,244.1      $ 7,750.5      $ 7,526.6                   Net Leverage Ratio   2.86x     2.80x     2.54x     2.38x                                  

 TTM CREDIT AGREEMENT EBITDA  127  ($ in millions)    TTMDec. 31, 2021  TTMMar. 31, 2022  Net income attributable to common stockholders     $ 868.6    $ 796.0   Interest expense, net     343.0    332.3   Income tax expense     251.7    223.0   Depreciation, depletion and amortization     1,462.0    1,474.2   Additional permitted charges and acquisition EBITDA(1)     221.4    443.6   Credit Agreement EBITDA     $ 3,146.7    $ 3,269.1                           ($ in millions, except ratios)    Dec. 31, 2021  Mar. 31, 2022  Current portion of debt     $ 236.8    $ 419.6   Long-term debt due after one year     7,996.4    7,954.4   Total debt     8,233.2    8,374.0   Less: FV step up and deferred financing fees     (156.9)   (154.1)  Less: short-term and long-term chip mill obligation     (92.0)   (90.9)  Less: other adjustments to funded debt     (130.4)   (133.0)  Total Funded Debt     $ 7,853.9    $ 7,996.0           LTM credit agreement EBITDA     $ 3,146.7    $ 3,269.1           Leverage Ratio     2.50x   2.45x           Total funded debt     $ 7,853.9    $ 7,996.0   Less: cash and cash equivalents     (291.3)   (360.2)  Adjusted Total Funded Debt     $ 7,562.6    $ 7,635.8           Net Leverage Ratio     2.40x   2.34x                   (1) ADDITIONAL PERMITTED CHARGES PRIMARILY INCLUDE RESTRUCTURING AND OTHER COSTS, AND CERTAIN NON-CASH AND OTHER ITEMS AS ALLOWED UNDER THE CREDIT AGREEMENT© 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

 © 2022 WESTROCK COMPANY. ALL RIGHTS RESERVED. 

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Document and Entity Information	May 12, 2022
Cover [Abstract]
Document Type	8-K
Amendment Flag	false
Document Period End Date	May 12, 2022
Entity Registrant Name	WestRock Company
Entity Incorporation, State or Country Code	DE
Entity File Number	001-38736
Entity Tax Identification Number	37-1880617
Entity Address, Address Line One	1000 Abernathy Road
Entity Address, City or Town	Atlanta
Entity Address, State or Province	GA
Entity Address, Postal Zip Code	30328
City Area Code	770
Local Phone Number	448-2193
Written Communications	false
Soliciting Material	false
Pre-commencement Tender Offer	false
Pre-commencement Issuer Tender Offer	false
Entity Emerging Growth Company	false
Entity Central Index Key	0001732845
Title of 12(b) Security	Common Stock, par value $0.01 per share
Trading Symbol	WRK
Security Exchange Name	NYSE
Entity Information, Former Legal or Registered Name	Not Applicable