RPM International Inc. · NYSE:RPM
RPM International — Investor Day (November 2026)
50 slides from RPM International's investor day presentation, Nov 9, 2026
Slide 1: RPM Investor Day: MAP 2030 builds on proven programs
Exhibit 99.1 RPM Investor Day MAP 2030 builds on proven programs to achieve our best results yet. N O V E M B E R 9 , 2 0 2 6
Slide 2: Forward-Looking Statements
Forward-Looking Statements This presentation includes forward-looking statements relating to our business. These forward-looking statements, or other statements made by us, are made based on our expectations and beliefs concerning future events impacting us and are subject to uncertainties and facto
Slide 3: Regulation G
Regulation G This presentation includes certain company data that do not directly conform to generally accepted accounting principles, or GAAP, and certain company data that have been restated for improved clarity, understanding and comparability, or pro forma. All non-GAAP data in this presentation
Slide 4: Safety Message
Safety Message Mike Jewell Stonhard EVP - Operations
Slide 5: RPM At a Glance
RPM At a Glance 50% / 50% Split between coatings & construction chemicals 65% / 35% Repair & Maintenance vs. OEM / New Construction DIVIDEND RECORD Q U I C K FA C T S MANUFACTURING FACILITIES IN 22 COUNTRIES FOUNDED: 1947 HEADQUARTERS: Medina, OH A world leader in 53 NYSE consecutive years specialty
Slide 6: By Building a Better World, We Create Value for All
By Building a Better World, We Create Value for All BUILDING A BETTER WORLD CREATING VALUE FOR ALL We deliver We deliver We deliver superior benefits, superior returns innovative We formulate products, systems and rewards and through a growing products and solutions that protect, beautify, repair, r
Slide 7: Operating Groups Drive Growth & Efficiency
Operating Groups Drive Growth & Efficiency 7
Slide 8: Extending Asset Life Is the Core of RPM
Extending Asset Life Is the Core of RPM* ~5% ~30% 15% 35% 45% 45% 65% 85% 10% ~65% Repair & Maintenance New Construction Specialty OEM *Current estimates, which are subject to change based on actual operating mix. Investor Day | November 9, 2026 8
Slide 9: Total Addressable Market Exceeds $500B
Total Addressable Market Exceeds $500B RPM FY26 Sales of $7.9B • Small Project Paints & Coatings = 1% of potential TAM • Cleaners • Sealants & Adhesives • Abrasives $69B Consumer Group $418B • Building Envelope Systems Construction • Roofing $98B Products • Sealants & Adhesives Performance Group • R
Slide 10: Rusty Gordon, RPM Vice President & CFO
Rusty Gordon RPM Vice President & CFO N O V E M B E R 9 , 2 0 2 6 10
Slide 11: MAP 2025 Generated Significant Progress
MAP 2025 Generated Significant Progress Top Priorities Going Forward MAP 2025 Accomplishments (FY25 compared to FY22) 1 Continuing implementation of efficiency initiatives +260 bps +510 bps 2 Focusing capital allocation to highest potential opportunities GROSS MARGINS ADJ. EBIT¹ MARGINS Increasing c
Slide 12: Structural Improvements to Cash Flow
Structural Improvements to Cash Flow Average Annual Cash Provided by Operating Activities $1,000 $800 $841.6 $600 $400 $446.9 $200 $0 4 Years Prior to MAP 2025 Since MAP 2025 (FY19-FY22) (FY23-FY26) Investor Day | November 9, 2026 12 In millions
Slide 13: Strong Sales Growth in Challenging Economic Environment
Strong Sales Growth in Challenging Economic Environment FY 2017-2026 Net Sales Last 5 Years 5.2% CAGR MAP 2020 5.3% CAGR $7.86B $6.11B $4.96B 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Investor Day | November 9, 2026 13
Slide 14: MAP 2030 | By-the-Numbers
MAP 2030 | By-the-Numbers FY26 FY30 $ in millions Improvement CAGR Actuals Target Total Revenue $7,863 +$2,137 $10,000 6.2% Annual Revenue +$1,042 Gross Profit $3,258 $4,300 Growth Assumptions 7.2% % margin 41.4% 43.0% +160 bps • Volume ~+2% • Price ~+2% -$329 SG&A / Other $2,251 $2,580 3.5% • M&A ~
Slide 15: MAP 2030 Benefits – Building on Prior Successes
MAP 2030 Benefits – Building on Prior Successes Total $450 $72M EBITDA $400M EBITDA $400 $48 $76M EBITDA $350 $300 $125 $400M $85M EBITDA $250 $200 $167M EBITDA Total Identified EBITDA Benefits $112 $150 FY27–FY30 $100 $115 $50 $0 FY27 FY28 FY29 FY30 Total MAP 2030 Manufacturing Procurement SG&A CS-
Slide 16: Cash Flow Generation Improves Capital Allocation Flexibility
Cash Flow Generation Improves Capital Allocation Flexibility Maintain Accelerating 53 Consecutive Strategic M&A Regular Share Investment Organic Growth Years of Dividend with Discipline Repurchases Grade Rating Through Capex Increases With Ability and Commercial to be Investments Opportunistic Inves
Slide 17: Dave Dennsteadt, RPM President & COO
Dave Dennsteadt RPM President & COO N O V E M B E R 9 , 2 0 2 6 17
Slide 18: MAP 2030: Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin
MAP 2030: 4 Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin Leverage our core brands to spur growth and innovation. 1 Apply proven strategies for global expansion. 2 Deploy existing SG&A to Amplify Connectivity. 3 Reinforce our foundational culture for growth. 4 Investor Day | Nove
Slide 19: MAP 2030 Drivers
MAP 2030 Drivers PURPOSE: VISION: GOALS: To build a better world for our To transform RPM into a rapidly growing, highly efficient, and By FY30, RPM’s goals are to generate: customers, associates and deeply collaborative company by harnessing the strengths of ✓ $10 billion in revenue shareholders, r
Slide 20: MAP 2030: Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin
MAP 2030: 4 Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin Leverage our core brands to spur growth and innovation. 1 Apply proven strategies for global expansion. 2 Deploy existing SG&A to Amplify Connectivity. 3 Reinforce our foundational culture for growth. 4 Investor Day | Nove
Slide 21: Prior MAP Programs Have Laid the Foundation for What's Next
Prior MAP Programs Have Laid the Foundation for What’s Next 52 18 Plant closures Warehouse closures To date To date 4,811 MAP projects 56 68 FY18-FY25 Accounting locations closed ERP consolidations To date To date KEY TAKEAWAY The biggest changes have been cultural: a focus on continuous improvement
Slide 22: MAP 2025 Successes: We Must Maintain Momentum
MAP 2025 Successes: We Must Maintain Momentum Adjusted EBITDA¹ % 15.7% 15.6% +280bp 15.1% EBITDA margin¹ improvement, FY22 to FY26 13.7% Working Capital as a % of Sales² 380 bps 12.8% Improvement over the same period FY22 FY23 FY24 FY25 FY26 1 – Adjusted EBITDA is a non-GAAP measure, see appendix fo
Slide 23: $80 Billion Serviceable Obtainable Market Today
$80 Billion Serviceable Obtainable Market Today RPM FY26 Sales of $7.9B • Small Project Paints & Coatings = 10% of potential • Cleaners • Sealants & Adhesives • Abrasives $19B Consumer Group $40B • Building Envelope Systems Construction • Roofing Products • Sealants & Adhesives $21B Group • Restorat
Slide 24: Macro Environment – Emerging Markets and US Lead Growth
Macro Environment – Emerging Markets and US Lead Growth Global Economy Construction Activity Construction output, YoY % (US Sep, Euro Area Aug) Real GDP growth by region, YoY % ■ United States ■ Euro Area ■ United States ■ Euro Area ■ Emerging Markets 8% 7.0% US total -2.7% 6% 4.4% 4% US residential
Slide 25: Distinct Strengths in All Three Segments, Shared Foundation
Distinct Strengths in All Three Segments, Shared Foundation $18.7B 1 Solving problems others can’t 1 Technical expertise 1 Market and end-user insights Consumer Solutions for mission-critical Group Portfolio of competitive platforms 16 leading technology platforms 2 2 2 building challenges $39.3B Un
Slide 26: Examples of Products in Action
Examples of Products in Action $39.3B Construction Products • The “Lighthouse” and “Iceberg” • NGL Pipeline in Central Texas • Patent-pending polyurethane foam Group buildings in Denmark • SP-2888 RG protective coating • Water clean-up • Aluminum roofing system • Protects in harsh weather conditions
Slide 27: Technical Solutions Solve Complex Challenges in High-Performance Buildings
Technical Solutions Solve Complex Challenges in High-Performance Buildings Roofing and Wall Systems Passive Fire Protection • Guaranteed waterproof • Up to 3.5 hours of passive structure fire protection • Roofing maintenance and • Low outgassing restoration reduces risk of • Fast application disrupt
Slide 28: Fueling Growth
Fueling Growth FUEL GROWTH Reignite Growth Around Customer and Market Needs Portfolio Leverage Brand M&A International Optimization Trust Expansion • Share innovation ideas • Invest in system solutions • Leverage platform strategy • Accelerate SKU among businesses, in emerging markets rationalizatio
Slide 29: Investing in R&D and Innovation
Investing in R&D and Innovation Innovation Center of International R&D Expansions Fireproof Testing Facilities Excellence Shared by all 3 segments Focus on emerging markets Full-scale in-house capabilities 29 Investor Day | November 9, 2026
Slide 30: MAP 2030: Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin
MAP 2030: 4 Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin Leverage our core brands to spur growth and innovation. 1 Apply proven strategies for global expansion. 2 Deploy existing SG&A to Amplify Connectivity. 3 Reinforce our foundational culture for growth. 4 Investor Day | Nove
Slide 31: Optimize Structure / Amplify Connectivity Models of RPM
Optimize Structure / Amplify Connectivity 3 Models of RPM 2 Europe 1 15% North America 77% 3 Platform 8% FY26 Percentage of Sales Investor Day | November 9, 2026 31
Slide 32: Global Expansion – Applying Proven Strategy & Structure Outside North America
Global Expansion – Applying Proven Strategy & Structure Outside North America • Global growth will accelerate with 23% of RPM’s Sales outside of North America. • Proven structures are in place. Admin IT • Centralize what can scale. • Decentralize what requires local flexibility for customers and mar
Slide 33: MAP 2030: Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin
MAP 2030: 4 Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin Leverage our core brands to spur growth and innovation. 1 Apply proven strategies for global expansion. 2 Deploy existing SG&A to Amplify Connectivity. 3 Reinforce our foundational culture for growth. 4 33 Investor Day | N
Slide 34: Driving Efficiency
Driving Efficiency DRIVE EFFICIENCY Streamline Operations and Distribution Manufacturing Procurement SG&A Capital Investment • MS-168: Manufacturing • Focus on indirect procurement • Process-driven approach to • Share physical assets Efficiency SG&A efficiency • Expand raw material scope • Improve w
Slide 35: Operating Groups Drive Growth & Efficiency: Administration
Operating Groups Drive Growth & Efficiency Administration 35
Slide 36: Leveraging SG&A: Center-Led Systems Amplify Connectivity Across RPM
Leveraging SG&A: Center-Led Systems Amplify Connectivity Across RPM Environment, Health & Leadership Development Safety, Operations CONNECTIVITY Sales Force Tools Data Analytics Increase collaboration & standardization Shared Services R&D Investor Day | November 9, 2026 36
Slide 37: Leveraging Our Teams and Training for Continuous Improvement
Leveraging Our Teams and Training for Continuous Improvement Green Belt Training Global Service Centers GSC India Green Belt $25+M pipeline new trainees per 100 year trained Green 620 Belts GSC Mexico Investor Day | November 9, 2026 37
Slide 38: RPM Evolves, Embracing Our AI Future
RPM Evolves, Embracing Our AI Future Time needed to serve a customer Customers a salesperson can serve NOW NEXT Today: AI-augmented THEN • AI preps every customer visit Tablet Era • Proposals drafted in minutes • Catalogs and specs in the • Routine follow-up handled field Flip Phone Era for the sell
Slide 39: Failure to Flow in Hours: Automation at the Point of Need
Failure to Flow in 36 Hours: Automation at the Point of Need A Hospital Air Handler Serving 8 Operating Rooms. Pure Air: 36 Hours vs. OEM Replacement: 6 Months. Sep 10 Sep 10 Sep 10 Sep 11 Sep 11 Sep 12 8:00 AM 10:00 AM 12:00 PM 7:30 AM 4:30 PM 7:00 PM Hospital facility Nearest Tremco rep Engineered
Slide 40: Leveraging our Talent: Leadership Development is Foundational
Leveraging our Talent: Leadership Development is Foundational STRATEGIC LEADER STAFF RIDE PROGRAM Investor Day | November 9, 2026 40
Slide 41: MAP 2030: Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin
MAP 2030: 4 Priorities to Deliver 440bp Improvement in Adjusted EBITDA Margin Leverage our core brands to spur growth and innovation. 1 Apply proven strategies for global expansion. 2 Deploy existing SG&A to Amplify Connectivity. 3 Reinforce our foundational culture for growth. 4 Investor Day | Nove
Slide 42: Brands Matter
Brands Matter Investor Day | November 9, 2026 42
Slide 43: The Market Is Large, EBITDA Margin Expands and the FY2030 Targets Are Set
The Market Is Large, EBITDA Margin Expands 440 bps and the FY2030 Targets Are Set OPPORTUNITY MAP 2030 PLAN TARGET Expand from 10% +440 bps $2 Billion Our share of an $80B serviceable EBITDA margin improvement by FY2030 adjusted EBITDA and a $30B market, on $7.9B of FY26 sales. FY2030 through four p
Slide 44: RPM Entrepreneurial Spirit — Creating & Keeping Cathedral Builders
RPM Entrepreneurial Spirit — Creating & Keeping Cathedral Builders “Hire the best people you can find. Create an atmosphere that will keep them. Then let them do their jobs.” Frank C. Sullivan, 1947 Investor Day | November 9, 2026 44
Slide 45: Questions?
Questions?
Slide 46: Appendix: Reconciliation of Non-GAAP to GAAP Measures
Appendix Reconciliation of Non-GAAP to GAAP Measures
Slide 47: Non-GAAP Reconciliation
Non-GAAP Reconciliation Non-GAAP Financial Measures IN THOUSANDS (Unaudited) Years Ended May 31, May 31, May 31, May 31, May 31, 2022 2023 2024 2025 2026 TOTAL CONSOLIDATED Income Before Income Taxes (a) $ 606,799 $ 649,382 $ 787,837 $ 792,760 $ 870,340 Interest (Expense) (87,928) (119,015) (117,969
Slide 48: Non-GAAP Reconciliation Continued
Non-GAAP Reconciliation Continued (a) The presentation includes a reconciliation of Income Before Income Taxes, a measure defined by Generally Accepted Accounting Principles in the United States (GAAP), to EBIT, Adjusted EBIT and Adjusted EBITDA. (b) EBIT is defined as earnings (loss) before interes
Slide 49: Non-GAAP Reconciliation Continued
Non-GAAP Reconciliation Continued Years Ended May 31, May 31, May 31, May 31, May 31, 2022 2023 2024 2025 2026 Restructuring and other related expense, net $ 9,602 $ 18,682 $ 40,896 42,861 23,059 2026 Restructuring and other related expense, net - - - - 32,082 Exited product line 558 8,217 (248) - -
Slide 50: Non-GAAP Reconciliation Continued
Non-GAAP Reconciliation Continued (l) Environmental remediation costs related to a facility that has not been owned or operated for approximately 25 years. (m) Impairment charges related to property, plant and equipment in two asset groups within the Color Group reporting unit as a result of reduced