Berry Global Group, Inc. (NYSE: BERY) was a packaging-focused manufacturer headquartered in Evansville, Indiana. The company specialized in turning polymer-based materials into engineered packaging and related solutions used by customers in consumer markets and healthcare and hygiene categories. Its business was organized into key segments that reflected both end-market needs ...Berry Global Group, Inc. (NYSE: BERY) was a packaging-focused manufacturer headquartered in Evansville, Indiana. The company specialized in turning polymer-based materials into engineered packaging and related solutions used by customers in consumer markets and healthcare and hygiene categories. Its business was organized into key segments that reflected both end-market needs and product technology.
From a product and services perspective, Berry made and distributed packaging components and systems such as closures and dispensing solutions, pharmaceutical devices and packaging, bottles and canisters, foodservice containers, pails, overcaps, prescription vials, and tubes. In addition, Berry produced engineered materials including stretch, shrink, converter, food/consumer/agriculture films, plus institutional can liners and retail bags. In the health, hygiene & specialties area, Berry offered packaging and solution sets for healthcare and hygiene markets, along with adhesive tape products.
Business model and go-to-market were largely B2B: Berry marketed through a direct sales force and a distributor network, supporting customers across the United States, Canada, Europe, and other international markets. This combination typically supported both global account coverage and localized fulfillment for packaging programs.
In terms of scale, the company reported approximately 42,000 full-time employees and operated across a large global footprint. Financial and market metrics provided in the source snapshot indicate profitability and valuation characteristics typical for a large manufacturing business: trailing gross margin around 18.4% and EBITDA/EBIT margins around 7–8% (TTM), with a reported dividend yield roughly 1.7% (TTM). Market valuation measures in the snapshot included an enterprise value (EV) of about $15.58B and EV/EBITDA around 16.6 (TTM), alongside a price-to-sales multiple below 1 (about 0.64 TTM), indicating that investors were valuing sales with relatively modest revenue yield.
Cost and BOM dynamics for a packaging manufacturer generally hinge on resin and related inputs, conversion and tooling, logistics/transportation, labor, and quality and regulatory compliance—especially for healthcare and pharmaceutical-adjacent packaging. Berry’s operations structure and diversified material formats (films, rigid containers, closures, and specialty components) could help distribute cost and demand variability across product families.
Key leadership at the time of the provided dataset included CEO Kevin J. Kwilinski, with corporate governance also including a chairman role held by Stephen Sterrett (noted in the supplied executive source). A notable corporate development was that Berry Global merged with Amcor effective April 30, 2025; therefore, BERY represented the historical public listing up to the merger, after which the business became part of Amcor’s combined packaging organization.
Overall, Berry’s “wishes” or strategic orientation—based on its product focus and industry positioning—would be to expand share in consumer and healthcare packaging programs, continue improving material science and converting capabilities, and manage input-cost volatility while maintaining manufacturing efficiency and service levels.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$12.3B
-3.2%
+5.7%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$516.0M
-15.3%
+138.3%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+18.4%
+0.8%
+4.2%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
+7.6%
-10.3%
+143.5%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
+4.2%
-12.5%
+125.5%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$854.0M
-7.8%
+105.6%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
+7.0%
-4.7%
+105.3%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
245.3%
-17.0%
-22.9%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
1.25x
-25.4%
-43.2%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
Operator: Thank you for standing by. My name is Jeannie, and I will be your conference operator today. At this time, I would like to welcome everyone to the Amcor, Berry combination Investor Call. All lines have been placed on mute to prevent any background noise. After the speakers’ remarks there will be a question-and-answer session. [Operator Instructions] I would now like to turn the conference over to Tracey Whitehead, Global Head of Investor Relations at Amcor. You may begin.
Tracey Whitehead: Thank you, operator and welcome, everyone. We appreciate you joining today on short notice to discuss our announced combination between Amcor and Berry. Shortly, I will turn the call over to management to provide prepared remarks with a question-and-answer session to follow. Prepared remarks today will address the combination only. Separately, Berry has posted on its website a presentation and prepared remarks covering the fourth quarter and fiscal year 2024 earnings results. Our presentation outlining the compelling rationale behind this combination has been posted to the Investor Relations section of both companies' websites. In addition, a replay of today's call will be available on our respective websites later on. Slide 2 provides some important disclaimers. Statements related to our expectations, plans, estimates and views regarding future performance and events related to the combination of Amcor and Berry constitute forward-looking statements. These statements are based on currently available information and are subject to various risks and uncertainties that could cause actual results to differ materially from the company's present expectations. Further information regarding these risks and uncertainties is contained in the company's periodic filings with the SEC. Turning to Slide 3. On the call today are Peter Konieczny, Amcor's CEO; Kevin Kwilinski; Berry's CEO; Michael Casamento, Amcor's CFO; and Mark Miles, Berry's CFO. With that, I'll turn the call over to P.K.
Peter Konieczny: Thank you, Tracey. Welcome to everyone, and thank you for joining us to discuss this exciting combination of Amcor Berry. This is a highly complementary and financially compelling combination that will deliver significant and immediate value for our collective customers and shareholders. As outlined on our earnings call last month, we have carefully been thinking about how to build a better business for the future. Amcor has an excellent opportunity to become a stronger company by accelerating volume-driven organic growth through an unwavering focus on our customers on sustainability and on our portfolio. The combination announced today delivers on that strategy. It creates a consumer and health care packaging industry leader with a broader product offering in attractive categories and more innovation capabilities to drive more sustainable solutions. In addition, this combination delivers significant immediate and long-term value for both companies' shareholders. …
