3rd Quarter 2005 Conference Call

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September 8, 2005

• 3rd Quarter 2005 Conference Call

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Presentation Content
SPARTECH FORWARD-LOOKING STATEMENTS This
presentation contains "forward-looking
statements" within the meaning of the Private
Securities Litigation Reform Act of 1995 that
relate to future events and expectations.
Forward-looking statements include those
containing such words as "anticipates,"
"believes," "estimates," "expects," "would,"
"should,", "will," "will likely result,"
"forecast," "outlook," "projects," and similar
expressions. Forward-looking statements are
based on management's current expectations and
include known and unknown risks, uncertainties
and other factors, many of which management is
unable to predict or control, that may cause
actual results, performance or achievements to
differ materially from those expressed or implied
in the forward-looking statements. Important
factors that could cause actual results to differ
materially from those in the forward-looking
statements include (a) adverse changes in
economic or industry conditions generally,
including global supply and demand conditions and
prices for products of the types produced by
Spartech (b) material adverse changes in the
markets we serve, including the transportation,
packaging, building and construction, recreation
and leisure, and other markets, some of which
tend to be cyclical -continued-
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Presentation Content
SPARTECH FORWARD-LOOKING STATEMENTS,
continued (c) the inability to achieve the level
of cost savings, productivity improvements,
synergies, growth or other benefits anticipated
from acquired businesses and their integration
(d) volatility of prices and availability of
supply of energy and of the raw materials that
are critical to the manufacture of our products,
particularly plastic resins derived from oil and
natural gas (e) the inability to predict
accurately the costs to be incurred or savings to
be achieved in connection with announced
production plant restructurings (f) adverse
findings in significant legal or environmental
proceedings or the inability to comply with
applicable environmental laws and regulations
(g) the inability to achieve operational
efficiency goals or cost reduction initiatives
(h) the inability to develop and launch new
products successfully (i) the inability to
predict accurately the start-up costs associated
with the new Donchery, France facility or the
expansion of the existing wheels production
capacity (j) restrictions imposed on Spartech by
instruments governing its indebtedness, and the
possible inability to comply with requirements of
those instruments, (k) weaknesses in internal
controls and (l) other risk factors summarized
in reports filed by Spartech with the Securities
and Exchange Commission. Spartech assumes no
duty to update its forward-looking statements.
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Investment Highlights3rd Quarter 2005 Results

• Strategy Highlights
• Capitalize on Market Leadership in Sheet and
  Diversified Products Markets Served
• Renewed Focus Tracking of Cash Flow Generation
• New Capital Expenditure Appropriation Process
  Return on Investment Focus
• A Process to Achieve World Class Service,
  Quality, Cost

3rd Quarter 2005 Results Net Sales 349
mil. 21 increase over 04 Op. Earnings 13.2
mil. 21.6 excluding special items Diluted
EPS .13 /sh. vs .30/sh excluding special
items, .36 in 04 Quarterly Dividend
.12/share
See slide reconciling GAAP to non-GAAP measures.
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Sales Fluctuations (Last Seven Quarters). . .
Internal Volume/Acquisition/Price-Mix
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Company Overview Diversity
of Products Markets
Key Base Materials... Comprehensive Product
Portfolio Full Year Estimate
Customer End Markets...Packaging Largest Sector
3rd Qtr Actual
Appliances Electronics 6
Other9
Other--Specialty 20
Polyethylene 25
Packaging23
Lawn Garden 6
ABS 10
Sign Advertising 8
PVC 10
Polystyrene 20
Rec. Leisure11
Transportation22
Polypropylene 15
Bldg. Const.15
2005 3rd Quarter Sales of 349 Million and 365
Million Pounds
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Sales Outlook
By End Market Application
The following represents rough guidelines for
the Outlook Ratings above Strong 3 or
higher growth Flat /-2 change Weak
-3 or more decline
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Total Debt to Equity...Current 1.0 To 1 Ratio
2nd Qtr
3rd Qtr
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Operating Results for 3rd Qtr '05 Versus
'04Sales Up 21, Net Earnings 4.3 Million
See slide reconciling GAAP to non-GAAP measures.
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Sales Data TrendsPounds Sold by Segment
(Pounds in thousands)
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Cash Flow TrendsFrom Operations and Free Cash
Flows
(Dollars in thousands)
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Material/Gross/Operating MarginsResults on a per
Pound Basis
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Non-GAAP MeasuresGAAP to Non-GAAP Reconciliation
Note Management believes that operating
earnings, net income, and earnings per share
excluding special items, which are non-GAAP
measurements, are meaningful to investors because
they provide a view of the Company with respect
to ongoing operating results. Special items
(restructuring exit costs, fixed asset charges,
and the former CEO retirement) represent
significant charges that are important to an
understanding of the Companys overall operating
results in the periods presented. Such non-GAAP
measurements are not recognized in accordance
with generally accepted accounting principles
(GAAP) and should not be viewed as an alternative
to GAAP measures of performance. The following
reconciles GAAP to non-GAAP measures for
operating earnings, net income, and earnings per
share excluding special items used within this
presentation.
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Leadership TransitionOngoing Focus

• Measures
• Priorities on Key Measures
• Tie measures to performance compensation
• Cost Reduction Cash Flow Focus
• Enhance profitability of operations (cost
  structure)
• Improve working capital management
• Returns
• Capital Expenditures
• Acquisitions
• Resources/Investments Made
• Volume Growth (market share)
• CapEx (gt140M last 5 yrs) / Acquisitions
• Technology / RD

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Spartech Investment Highlights
Market Leader With Solid Improvement Strategy

• Leader In Key Custom Markets
• North American leader in Sheet with more than 30
  share of custom market
• Top 5 In Compounding segment
• Diversified End-Use Markets
• Largest is non-cyclical Packaging market 23 of
  sales
• Largest customer represents less than 5 of sales
• Continuing to expand end markets and product
  offerings
• New Focus on Cost Control Cash Flow Generation
• Restructuring of operating locations
• Continuous improvement of Working Capital
  Management
• Accelerate cash flow to pay down debt
• Renewed Focus on Return on Capital
• Emphasis on working capital management
• Capital expenditures for productivity cost
  improvement
• Compensation based on Operating Profit, Working
  Capital, Sales Growth Metrics
• World Class Service, Quality, Costs
• All metrics and rewards tied to these objectives
  (Corporate/Regional/Individual)

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September 8, 2005

• 3rd Quarter 2005 Conference Call