Earnings call

Amcor plc Amcor plc · Q4 2026 call

Call heldAug 12, 2026
Time8:00 a.m. ET / 10:00 p.m. AEST, 12 August 2026
CEOPeter Konieczny

What the CEO argued

Chief executive Peter Konieczny argued that fiscal 2026 was the year Amcor absorbed Berry Global and that calendar 2027 is the first clean year in which the combination has to prove itself. His evidence for the first half of that claim was synergy capture of $115 million in the quarter and $285 million for the year, about 10% ahead of the first-year plan and roughly 44% of the $650 million three-year target, alongside volumes inflecting to modestly positive after 200 basis points of sequential improvement and five non-core divestitures closed in the second half. For the second half he gave the company's first commitment beyond the six-month transition period: double-digit adjusted EPS growth in calendar 2027 and leverage down to about 3x, with the dividend still growing. The qualification came from finance chief Steve Scherger — free cash flow finished $200 million short of the outlook range because roughly $500 million of working capital is tied up in the fallout of the Middle East conflict, which management expects to recover over the following twelve months.

More from Peter Konieczny

What they said

The volume line finally turning, and by how much
We were pleased to see an inflection to modestly positive volume growth in the quarter. Sequentially, volume increased approximately 200 basis points with growth across several market categories.
Peter Konieczny · Chief Executive Officer, Amcor
Synergy capture against the first-year plan
synergy capture exceeded our expectations during the quarter as we realized $115 million of synergy, bringing total fiscal 2026 synergies to $285 million. This is approximately 10% ahead of our initial year one expectations.
Peter Konieczny · Chief Executive Officer, Amcor
The first forward commitment beyond the stub period
we have line of sight to delivering double-digit adjusted EPS growth in calendar year 2027. We are expecting leverage to be approximately 3x by year-end while modestly growing the dividend.
Peter Konieczny · Chief Executive Officer, Amcor
Revenue synergies: half the three-year target in year one
we achieved half of our 3-year growth synergy target this year with new business awards representing nearly $140 million compared to our initial $280 million 3-year goal.
Peter Konieczny · Chief Executive Officer, Amcor
Rigid Packaging margin, with and without the non-core
Adjusted EBIT margin was 12.3%, a 180 basis points higher than the prior year. Excluding the noncore businesses, adjusted EBIT margin was 13.3%.
Stephen Scherger · Chief Financial Officer, Amcor
Why free cash flow missed the outlook range
free cash flow for the year was $1.3 billion which was $200 million below our outlook range. This was primarily driven by working capital impacts across inventories and receivables due to the Middle East conflict that were higher than expected as well as accelerated integration spending to expedite synergy capture.
Stephen Scherger · Chief Financial Officer, Amcor
The cash the company says it gets back
we target recovering more than $500 million in cash over the next 12 months, primarily driven by the reversal of working capital impacts related to the Middle East conflict and other initiatives to structurally improve working capital.
Stephen Scherger · Chief Financial Officer, Amcor
Leverage at the year end
leverage at quarter end was 3.5x, in line with our expectations, driven partly by proceeds from the divestitures.
Stephen Scherger · Chief Financial Officer, Amcor
The transition-period EPS bridge, line by line
Walking through the building blocks from the $1.83 adjusted EPS we reported in the prior year period, we expect a $0.04 per share unfavorable impact from the divestitures that we have completed to date which results in baseline prior year adjusted EPS of $1.79. From there, we expect a $0.10 to $0.12 unfavorable impact from higher interest and taxes and a $0.13 to $0.21 positive impact to adjusted EPS and from synergy capture and net operating performance which represents roughly double-digit growth at the midpoint.
Stephen Scherger · Chief Financial Officer, Amcor
How far along he thinks the company is
While we have accomplished a great deal over the past year, I believe we are still in the early stages of unlocking the full potential of Amcor.
Peter Konieczny · Chief Executive Officer, Amcor
Where the Middle East working-capital number went from $300M to $500M
We cumulatively have about a $500 million impact from the Middle East conflict. The original estimate was around $300 million, moved to $500 million. By the way that $200 million increase that we described is primarily accounts receivable driven.
Stephen Scherger · Chief Financial Officer, Amcor
How much of the top line was pure cost pass-through
we had about $280 million of price realization which was the pass-through of the vast majority of our inflation.
Stephen Scherger · Chief Financial Officer, Amcor
What calendar 2027 actually is
we're pretty excited about calendar 2027. And the excitement comes from the fact that you got to look at this as this being the first pretty much clean year […] after the combination of Amcor and Berry.
Peter Konieczny · Chief Executive Officer, Amcor
Whether the volume inflection was a one-off
when we add it all up, we don't think that this adds up to anything that would be material to the volume performance in the fourth quarter.
Peter Konieczny · Chief Executive Officer, Amcor
The first read on the transition period
we do have, of course the view into July. And on a positive front, July continued consistent with Q4.
Stephen Scherger · Chief Financial Officer, Amcor
What price/mix is doing underneath the pass-through
that minus one is very consistent, and doesn't really have that negative impact on our economics.
Stephen Scherger · Chief Financial Officer, Amcor
The healthcare volume decline, stated plainly
I would start my reflection here by saying, don't read too much into the volume performance on the healthcare side. What we're really seeing is a mix shift, and we're not unhappy with the mix shift.
Peter Konieczny · Chief Executive Officer, Amcor
What the Berry integration cost in cash, and what it will not cost again
$290 million of total Berry transaction restructuring costs $160 million of that was more integration-oriented. $130 million was transaction oriented. You're correct that during the transition period, that number will come down quite materially.
Stephen Scherger · Chief Financial Officer, Amcor

In the order they were said. Pick a name to read only that speaker.

On the call

  • Peter Konieczny — Chief Executive Officer, Amcor
  • Stephen Scherger — Chief Financial Officer, Amcor
  • Kate Pearlman — SVP, Investor Relations & Treasury, Amcor

About these quotes

Every passage above is quoted verbatim from Amcor plc's Q4 2026 earnings call of Aug 12, 2026, checked against the recording's transcription word for word. Amcor publishes its own edited transcript of this call and the recording remains the company's. This page quotes passages from that transcript rather than reproducing the call, and every quote here was checked word for word against it. The full recording, the results release and the presentation management referred to are all on Amcor's investor relations site. Figures spoken on a call are management's own and are checked against the release before they are used anywhere else on this site.

Next call: The six-month transition period ending 31 December 2026 — results date not yet announced.