Ball Annual Report 2013 | Quarterlytics

FY2013 Annual Report · Ball

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Ball Corporation
Annual Report

2013

serviceGrowthGlobalPeoPleEVA®InnovatIonsustainabilityCommunityBall Corporation is a provider of metal packaging for beverage,
food and household products, and of aerospace and other
technologies and services to commercial and governmental
customers. Founded in 1880, the company employs more than
14,500 people worldwide. Ball Corporation stock is traded on
the New York Stock Exchange under the ticker symbol BLL.

Drive for 10

Drive for 10 is a mindset around perfection, with a
greater sense of urgency around our future success.

We know who we are.
Proud of our rich history, we recognize
the whole of our company is greater than
the sum of its parts. Most importantly,
we believe in our people, our culture
and our ability to deliver value to all
our stakeholders. Though we encourage
and embrace our diversity of thought,
business, location and language, we
are “One Ball,” valuing:

Uncompromising Integrity

Being Close to Our Customers

Behaving Like Owners

Focusing on Attention to Detail

Being Innovative

We know where we are going.
We want to be the best at everything we do,
and will continually strive for perfection at
Ball as we pursue our strategy of:

Maximizing value in our
existing businesses

Expanding into new products
and capabilities

Aligning ourselves with the right
customers and markets

Broadening our geographic reach

Leveraging our know-how and
technological expertise to provide
a competitive advantage

Please visit Ball’s Investor Center at
www.ball.com to view the 2013 online
annual report and to access additional
investor information. You may also scan
the QR code above using a QR code
reader on your smartphone to be
directed to the website automatically.

We know what is important.
In order to reach our goals, we must
excel in these areas:

Customer Focus
We must be viewed as a strategic partner
at each of our key customers.

Operational Excellence
We must be the most competitive in
terms of cost, quality and service in all
the markets in which we compete by
continually driving for efficiencies in
all our processes.

Innovation and Business Development
We must identify and drive
profitable growth.

People and Culture Focus
We must have the best people, providing
them with the right support, rewards
and growth opportunities to thrive.

Sustainability
We must balance our economic,
environmental and social impacts
for greater long-term success.

This Summary Annual Report should be read in conjunction with the audited consolidated financial statements and other
information contained in Ball Corporation’s Annual Report on Form 10-K for 2013, which is available with the company’s
Proxy Statement for the 2014 Annual Meeting of Shareholders on www.ball.com. Copyright© Ball Corporation 2014.
Ball and are trademarks of Ball Corporation Reg. U.S. Pat. & Tm. Office. Please recycle.

2013 Letter to Our Shareholders

Dear Fellow Shareholder,
A few years ago, we took a fresh look at
how our business and the overall market
would look 10 years in the future. Based
on those insights, we developed and
introduced Drive for 10, a vision to
achieve continued success over the long
term and to ensure that Ball Corporation
thrives for another 130-plus years.

The Drive for 10 vision, coupled with

the hard work and dedication of our
14,500 employees worldwide, led to
solid 2013 results, which included net
sales of $8.5 billion, comparable net
earnings attributable to the company
of $490 million and free cash flow of
$461 million. Ball’s comparable full-year
diluted earnings per share increased by
7.2 percent compared to 2012, while
generating positive EVA® (economic value
added) dollars and creating value for our
shareholders. Though the challenges of
the global economy remain relatively
unchanged, Ball continues to adapt and
execute – generating a total return for
our shareholders of 16.8 percent last year.

In 2013, we continued to focus on
“what is important” and excelled in the
key areas that will ensure we can deliver
our Drive for 10 vision:
• Customer Focus
• Operational Excellence
• Innovation and Business Development
• People and Culture Focus
• Sustainability

Strategic Partnerships
with Our Customers
As always, Ball’s strategic customer
partnerships influenced the company’s
2013 performance. Our people constantly
work with our customers’ innovation,
marketing, branding, channel delivery,
procurement and supply chain teams
to understand their businesses and
consumer demand, as well as the
challenges and trends they are seeing,
so that we can develop solutions to help
them achieve success in the marketplace.

This focus on developing more

collaborative, rather than transactional
relationships allowed us to be more
streamlined and to move more quickly
to meet customer requirements. A few
fruits of our labor included: six of the
seven top craft brewers in cans are using
or moving to Ball aluminum beverage
cans; developing several unique metal
can innovations for key customers to
enhance the enjoyment or positioning of
their products; and achieving increased
customer satisfaction scores on the
biennial customer satisfaction surveys
for our metal beverage, food and
household and aerospace businesses.

Additionally, MillerCoors named Ball

Innovator of the Year, Boeing named
Ball Aerospace as Supplier of the Year
and Brasil Kirin named our Brazilian
joint venture, Latapack-Ball, as supplier
of choice.

John A. Hayes
Chairman, President
and Chief Executive Officer

“ Though the challenges
of the global economy
remain relatively
unchanged, Ball continues
to adapt and execute –
generating a total return
for our shareholders of
16.8 percent last year.”

Continued Focus on
Operational Excellence
Another key driver of Ball’s 2013 results
was our ongoing focus on operational
excellence. We understand that we
must be the most competitive on cost,
and have the highest quality and best
customer service in all of our markets.
This includes the ongoing alignment of
supply with demand, improving manufac-
turing efficiencies and product mix,
strong program performance in our
aerospace business, and optimal market
positioning of our products and services.
Our metal beverage, food and house-
hold products and aerospace businesses
continued driving operational excellence
in 2013. The transition we made into
global product lines last year enables
us to align more closely with our global
customers and better serve them
through shared best practices, as well as
improved and more efficient technologies.
In 2013, industry volumes for standard

12-ounce beverage cans declined in the
Americas, while demand for our specialty
beverage packaging continued to
increase. To better align our supply with
market demand, we converted two of our

standard 12-ounce production lines to
specialty can production, ceased the
production of standard beverage cans
in Milwaukee, Wis., and started up a
second beverage can production line in
our Alagoinhas, Brazil, plant. In China,
Ball also relocated beverage can and
end equipment from the Shenzhen plant
to our existing Foshan plant, making it
a four-line can plant and the largest in
Asia. We completed the move of our
European metal beverage packaging
headquarters to Zurich, Switzerland,
and announced the consolidation of our
regional administrative offices, which
will allow us to increase our operational
efficiencies even further.

In our food and household products
packaging business, solid performance
across all product lines and continued
growth in global metal aerosol packaging
drove improved results. In our continued
efforts to maximize efficiencies and
aggressively manage our asset base,
Ball ceased production at its Elgin, Ill.,
metal food and household products
packaging manufacturing plant and
announced the 2014 closure of our
Danville, Ill., plant, which produces steel

In 2013, Ball began production on the second
beverage can line in its joint venture plant in
Alagoinhas, Brazil. The Brazilian beverage
can market continues to grow and the second
line, which is capable of making several
different sizes, will help meet ongoing
customer and consumer demand.

Ball Aerospace is the prime contractor and
principal investigator for NASA’s Green
Propellant Infusion Mission. GPIM is a
project for NASA’s Technology Mission
Demonstration program managed by NASA’s
Space Technology Mission Directorate.
The primary purpose of the mission is to
demonstrate the viability of an alternative
propulsion system for spacecraft other than
hydrazine by flying a “green” propulsion
system on a Ball-built small satellite.

aerosol cans and ends. By year-end 2014,
we will redeploy these manufacturing
assets across the North American
system and continue to supply our
existing customers. To leverage growth
in other areas of the segment, we
completed the installation of another
impact extruded aluminum aerosol
production line in our Mexican facility.
Our aerospace and technologies
business kicked off the year with the
completion of an advanced satellite
manufacturing center, which more
than doubles our spacecraft production
capability. The 90,000-square-foot
expansion can accommodate larger
and more sophisticated satellites and
simultaneous spacecraft builds to
fulfill new government contracts for
space-related assets. Though the U.S.
budget sequestration and subsequent
government
BALL’s CONTRACTED
shutdown
AEROSPACE SEGMENT
affected our
BACKLOG AT THE END
aerospace busi-
OF 2012:
ness in the
latter part of
2013, we ended
the year with a

EVA® DOLLARS*
GENERATED BY
DRIVE FOR 10 IN 2013:

EVA®
M

149.3

solid contracted backlog of $938 million.
Because Ball Aerospace plays a vital role
on many of the most critical U.S. civil and
defense programs, our investments in
manufacturing and our commitment to
continued excellence in program perfor-
mance position us as the most affordable
and high-quality option for government
agencies and to meet customer mission
needs for decades to come.

Innovation & Business Development
Spur Growth, New Opportunities
Though business conditions remain
somewhat challenging, we are finding
pockets of growth across Ball through
our innovation and business develop-
ment efforts. In our beverage and food
and household products packaging
businesses, we launched numerous
new products and printing technologies
in 2013. Ball’s Alumi-Tek® bottle remained
a customer favorite, as several new craft
beer, fruit drink and energy drink cus-
tomers added it to their offerings. In
Brazil, with the 2014 World Cup and the
2016 Olympics, we anticipate increasing
demand, and are well positioned with
assorted can sizes to meet customer and

BALL OPERATES

FACILITIES IN XX

COUNTRIES AROUND

THE WORLD

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*

VOL. 3

Dynamark™, Ball’s newly developed variable
printing technology, can be integrated into
the existing printing process for all sizes
of steel and aluminum cans. By enabling
up to 24 different monochromatic graphic
elements to be added to a defined vacant
area of, or supplemental to, the basic can
design during the same production run,
Dynamark can incorporate logos, icons
or individualized messages into the
can appearance.

consumer needs. Additionally, we have
developed new printing capabilities, which
are increasingly important to customers
seeking ways to set themselves apart
with more specialized, personalized and
engaging packages.

In our aerospace business, we
became a prime contractor on the
TASER (Total Application Services
Enterprise Requirements) program for
the National Geospatial-Intelligence
Agency (NGA). This program provides
high-end mission analysis, systems and
software engineering, integration and
IT services, for the NGA. Ball Aerospace
also won a contract from the Korea
Aerospace Research Institute (KARI)
to build the Geostationary Environment
Monitoring Spectrometer (GEMS) for
the National Institute of Environmental
Research in the Ministry of Environment
of South Korea. With our focus on
strategic growth opportunities, these
contracts expand the geographic and
customer footprint of Ball’s intelligence
and information services business,
as well as its instruments and
sensors business.

Our People, Our Culture
Make Up Who We Are
At Ball, we strive to employ the best
people and to provide them with the
support, rewards and growth opportuni-
ties needed to thrive. We made great
strides toward becoming an employer of
choice in our industries and in our global
communities this year. For example,
Ball Aerospace was recognized as one
of the top 150 workplaces in the U.S.,
and Latapack-Ball earned one of the
150 best places to work in Brazil and
one of the 150 best companies in people
management practices.

In September, we celebrated Ball’s
culture through our first ever Who We
Are Month. As a key component of
Drive for 10, “who we are” is important
for us to highlight our culture and
people, as well as our core values
of integrity, being close to customers,
behaving like owners, attention to
detail and innovation.

Sustainability Continues to
Contribute to Our Vision
The careful balance of our economic,
environmental and social impacts is

In 2013, the Korea Aerospace Research
Institute awarded Ball Aerospace a contract
to build the Geostationary Environment
Monitoring Spectrometer for the National
Institute of Environmental Research in the
Ministry of Environment of South Korea.
GEMS is a geostationary scanning ultraviolet-
visible spectrometer designed to monitor
trans-boundary pollution events for the
Korean peninsula and Asia-Pacific region.
Ball Aerospace and KARI will design,
fabricate and test GEMS, which is manifested
on KARI’s GEO-KOMPSAT-2B geostationary
satellite for a 2018 launch.

Around the globe, Ball manufactures steel
and aluminum aerosol packaging that can
be filled with a diverse range of products.
We are North America’s largest producer
of 3-piece steel aerosol cans, Europe’s
leading supplier of extruded aluminum
aerosol cans and the world’s largest
producer of aluminum slugs (disks that
are later extruded into cans and bottles).

another key to Ball’s enduring success.
In 2013, we made considerable progress
in our triple bottom line approach to
sustainability, and to Ball becoming a
more successful and sustainable
enterprise. In May, we released updated
sustainability data, which revealed,
among other achievements: a 5 percent
increase in energy efficiency in our
global metal packaging businesses
between 2010 and 2012, resulting in
substantial progress toward our 2015
goal of reducing our greenhouse gas
emissions by 10 percent compared to a
2010 baseline. At year-end 2013, more
than half of Ball’s global manufacturing
plants had achieved zero waste to landfill
status. Additionally, our 2013 total
recordable incident rate dropped to
1.6, which is significantly lower than
that of other can manufacturers and

weighting our containers and our support
of packaging recycling programs in major
markets also contribute significantly
to further reduce the environmental
footprint of our products. In September,
Ball earned its place on the prestigious
Dow Jones Sustainability Index, an
important recognition for us as the most
sustainable company in the containers
and packaging industry.

During the year, we also amended and

extended our senior credit facility and
issued $1 billion of senior notes due in
2023 at a four percent interest rate,
which provides the company with a
competitive, long-term capital structure
while increasing its financial flexibility
and creating greater shareholder value.
Our capital structure is in excellent
shape and is a key part of our economic
sustainability going forward.

As one of the largest metal beverage
packaging manufacturers in China, Ball
is well positioned to continue serving the
growing Asian beverage can market.

A packaging staple for consumers since the
1960s, the versatile aluminum beverage
can continues to evolve. Thanks to its
persistent focus on innovation, Ball is
continually developing industry-leading
packaging solutions that help build our
customers’ brands.

THE NUMBER OF

CRAFT BEERS

PACKAGED IN BALL

CANS IN 2012:

322

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OVER THE PAST 3 YEARS,
BALL REDUCED ENERGY
USE PER CAN
PRODUCED BY:

7%*

DURING THE PAST 10 YEARS
BALL STOCK PROVIDED
SHAREHOLDERS WITH A
TOTAL RETURN OF:

the entire
manufacturing
industry as
reported by the
U.S. Bureau of
Labor Statistics.
Ball’s ongoing
focus on light-

548%

Ball strives to enrich the communities
AMOUNT OF COMPANY
where we live and work by donating
STOCK REPURCHASED
money and time to support organizations,
BY BALL IN 2011:
programs and civic initiatives that
advance sustainable livelihoods.
Throughout 2013, after several of our
communities experienced devastating
tornadoes and floods, the Ball

BLL
M

474$

BALL WILL ISSUE ITS
FOURTH SUSTAINABILITY
REPORT IN 2014:

VOL. 4

OVER PAST 3 YEARS,
BALL HAS REDUCED
ENERGY USE BY
11 PERCENT:

Foundation
committed
more than
$1.1 million
to nonprofit
organizations
assisting with
disaster relief,

11%

REPURCHASE OF MORE

THAN $500 MILLION

OF BALL STOCK

IN 2013:

500$

BLL

548%

disciplined, approach to growing our
DURING THE PAST 10 YEARS
company. With good momentum as we
BALL STOCK PROVIDED
start 2014, we are confident in Ball’s
SHAREHOLDERS WITH A
future and in our ability to achieve
TOTAL RETURN OF 548%:
our long-term 10 to 15 percent diluted
earnings per share growth goal in 2014
and beyond. In all of our operations
throughout the world, Ball employees
know “who we are,” “where we are going”
and “what is important.” We are excited
about the opportunities that 2014 brings
and look forward to creating value for our
shareholders, customers, employees,
suppliers and communities well into the
future. The disciplined management of
our business, and our global team’s
laser-like focus on Drive for 10, position
Ball for success in 2014 and beyond.

Best regards,

John A. Hayes
Chairman, President
and Chief Executive Officer

In 2013, Ball introduced its Matte & Gloss
printing process, also called Silk & Shine,
which enables customers to combine the two
finishes on the same can. This new printing
capability helps differentiate and enhance
a product’s shelf appeal through sight and
touch. Matte & Gloss can be applied to any
design or color for a contrast effect where
the gloss reflects light and the matte offers
a subdued soft look.

In September, we celebrated Ball’s culture
through our first ever Who We Are Month. As
a key component of Drive for 10, “who we are”
is important for us to highlight our culture
and people, as well as our core values of
integrity, being close to customers, behaving
like owners, attention to detail and innovation.
Who We Are Month is an opportunity for
everyone to share the pride we have for
our company, our teams and our work.

recovery and preparedness efforts.
During the company’s annual giving
campaign in the fall, Ball and its U.S.
and Canadian employees also contributed
more than $1.4 million and more than
2,400 volunteer hours to nonprofit
organizations. We are proud that our
company and our employees make a
difference in the communities where
we live and operate.

The Future is in Our Control
Our ongoing focus on the execution of
Ball’s Drive for 10 vision, our strategic
growth investments and our employees’
commitment led to our solid 2013 perfor-
mance. While we remain grounded in the
values and practices that have helped
Ball thrive since 1880, we understand
today’s dynamic global marketplace and
the need for a proactive, yet financially

2013 Five-Year Review of Selected Financial Data

Ball Corporation and Subsidiaries

($ in millions, except per share amounts )

2013

2012

2011

2010

2009

Net sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 8,468.1

$ 8,735.7

$ 8,630.9

$ 7,630.0

$ 6,710.4

Earnings before interest and taxes (EBIT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 795.4

790.5

836.9

764.6

$ 653.8

Total interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

(211.8)

(194.9)

(177.1)

(158.2)

(117.2)

Earnings before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 583.6

$ 595.6

659.8

$ 606.4

$ 536.6

Net earnings attributable to Ball Corporation from:

Continuing operations (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 406.4

$ 406.3

446.3

542.9

390.1

Discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

0.4

(2.8)

(2.3)

(74.9)

(2.2)

Total net earnings attributable to Ball Corporation . . . . . . . . . . . . . . . . . . . . . .

$ 406.8

$ 403.5

444.0

$ 468.0

387.9

Basic earnings per share (b):

Basic – continuing operations (a). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.79

2.63

2.70

3.00

2.08

Basic – discontinued operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

–

(0.02)

(0.01)

(0.41)

(0.01)

Basic earnings per share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.79

2.61

2.69

2.59

2.07

Weighted average common shares outstanding (000s) (b). . . . . . . . . . . . . . . . .

145,943

154,648

165,275

180,746

187,572

Diluted earnings per share (b):

Diluted – continuing operations (a) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.73

2.57

2.64

2.96

2.05

Diluted – discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

–

(0.02)

(0.01)

(0.41)

(0.01)

Diluted earnings per share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.73

2.55

2.63

2.55

2.04

Diluted weighted average common shares outstanding (000s) (b) . . . . . . . . . .

149,223

158,084

168,590

183,538

189,978

Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 7,819.8

$ 7,507.1

$ 7,284.6

$ 6,927.7

$ 6,488.3

Total interest bearing debt and capital lease obligations . . . . . . . . . . . . . . . . .

$ 3,605.1

$ 3,305.1

$ 3,144.1

$ 2,812.3

$ 2,596.2

Cash dividends per share (b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Total cash provided by operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

0.52

0.40

839.0

$ 853.2

0.28

948.4

0.20

515.2

0.20

559.7

Non-GAAP measures (c) :

Comparable EBIT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 874.2

$ 893.3

Comparable earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Diluted earnings per share (comparable basis) . . . . . . . . . . . . . . . . . . . . . . . . .

489.6

$ 483.0

3.28

3.06

Free cash flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 460.7

$ 548.2

EVA® dollars (d) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

149.3

161.4

867.2

$ 753.6

$ 640.4

459.6

$ 433.0

$ 372.4

2.73

2.36

1.96

504.6

$ 505.8

$ 372.6

142.3

109.6

75.7

Total annual return (loss) to common shareholders (e) . . . . . . . . . . . . . . . . . . .

16.8%

26.5%

5.8%

32.6%

25.5%

(a) Includes business consolidation activities and other items affecting comparability between years. Additional details about the 2013, 2012 and 2011 items are available

in Notes 4 and 5 to the consolidated financial statements within Item 8 of the Form 10-K.

(b) The 2009 amounts have been retrospectively adjusted for the two-for-one stock split that was effective on February 15, 2011.
(c) Non-U.S. GAAP measures should not be considered in isolation and should not be considered superior to, or a substitute for, financial measures calculated in

accordance with U.S. GAAP. Reconciliations of non-U.S. GAAP financial measures to U.S. GAAP measures and further discussion of non-GAAP financial measures
are available in Items 6 and 7 of the Form 10-K.

(d) Net operating earnings after tax less a capital charge of 9% after-tax on average invested capital employed.
(e) Change in stock price plus dividends paid, assuming reinvestment of all dividends paid. Information for this calculation is included in the shareholder return

performance chart in Item 5 of the Form 10-K.

2013 Leadership

Directors

Robert W. Alspaugh
Retired chief executive
officer of KPMG
International
of New York City

Hanno C. Fiedler
Retired chairman and
chief executive officer
of Ball Packaging
Europe

John A. Hayes
Chairman,
president and chief
executive officer of
Ball Corporation

R. David Hoover
Former chairman,
president and
chief executive officer
of Ball Corporation

John F. Lehman
Chairman of J.F.
Lehman & Company
of New York City

Pedro Henrique
Mariani *
Chairman of the
board of
Banco BBM of
Rio de Janeiro

Jan Nicholson
President of The
Grable Foundation
of Pittsburgh

George M. Smart
Retired president of
Sonoco-Phoenix, Inc.
of Canton, Ohio

Theodore M. Solso
Chairman of the board
of General Motors Co.
of Detroit, Michigan

Stuart A. Taylor II
Chief executive officer
of The Taylor Group,
L.L.C. of Chicago

Georgia R. Nelson
President and chief
executive officer
of PTI Resources,
L.L.C. of Chicago

Committees

Audit
Robert W. Alspaugh (C)
Hanno C. Fiedler
Jan Nicholson
Stuart A. Taylor II

Finance
Robert W. Alspaugh
R. David Hoover
John F. Lehman (C)
Jan Nicholson

Human Resources
Georgia R. Nelson
George M. Smart
Theodore M. Solso
Stuart A. Taylor II (C)

Nominating /
Corporate Governance
Hanno C. Fiedler
John F. Lehman
Georgia R. Nelson
George M. Smart
Theodore M. Solso (C)

* Advisory Director

Corporate and Operating Management

Gihan Atapattu
President, Ball Asia Pacific Ltd.

Charles E. Baker
Vice president, general counsel
and corporate secretary

Shawn M. Barker
Vice president and controller

Anthony Barnett
President, Latapack-Ball Embalagens, Ltda.

Douglas K. Bradford
Vice president, global tax

Michael W. Feldser
Senior vice president, Ball Corporation;
chief operating officer, global metal food and
household products packaging

Daniel W. Fisher
President, North American metal
beverage packaging

Lisa A. Pauley
Senior vice president, human resources
and administration

Colin J. Gillis
President, Ball Packaging Europe

James N. Peterson
Vice president, marketing and corporate affairs

John A. Hayes
Chairman, president and chief executive officer

Gerrit Heske
Senior vice president, Ball Corporation;
chief operating officer, global metal
beverage packaging

Jeffrey A. Knobel
Vice president and treasurer

Scott C. Morrison
Senior vice president and chief financial officer

Robert D. Strain
Senior vice president, Ball Corporation;
president, Ball Aerospace & Technologies Corp.

Leroy J. Williams, Jr.
Vice president, information technology
and services

2013 Shareholder Information

Quarterly Stock Prices and Dividends

Annual Report on Form 10-K

Quarterly prices for the company’s common stock, as

The Annual Report on Form 10-K for 2013 filed by the

reported on the composite tape, and quarterly dividends in

company with the United States Securities and Exchange

2013 and 2012 were:

Commission can be found on Ball’s website at www.ball.com.

4th

3rd

2nd

1st

Certifications

2013

Quarter Quarter Quarter Quarter

The company has filed with the New York Stock Exchange

High . . . . . . . . . . . . . . . . $ 51.97

$ 46.80 $ 48.50

$ 47.63

the chief executive officer’s annual certification regarding

Low . . . . . . . . . . . . . . . . . 44.29

41.61

41.52

43.26

Dividends per share . . .

.13

2012

Quarter Quarter Quarter Quarter

4th

3rd

2nd

1st

compliance with the NYSE’s corporate governance listing

standards. The company also has filed with the United

States Securities and Exchange Commission all required

certifications by its chief executive officer and its chief financial

officer regarding the quality of the company’s public disclosures.

High . . . . . . . . . . . . . . . . . $ 45.47

$ 43.79 $ 43.70

$ 42.99

Transfer Agent and Registrar

Low . . . . . . . . . . . . . . . . .

41.11

39.33

38.39

35.66

Computershare

P.O. Box 30170

Dividends per share . . .

.10

College Station, TX 77842-3170

Quarterly Results, Company Information and Investor Relations

Sustainability

Quarterly financial information and company news are posted

on www.ball.com. For investor relations, call (303) 460-3537.

Purchase Plan

A dividend reinvestment and voluntary stock purchase plan for

Ball Corporation shareholders permits purchase of the company’s

common stock without payment of a brokerage commission.

Participants in this plan may have cash dividends on their shares

automatically reinvested and, if they choose, invest by making

optional cash payments. Additional information on the plan is

available by writing Computershare, Dividend Reinvestment

Service, P.O. Box 43081, Providence, RI 02940-3081.

The toll-free number is (800) 446-2617, and the website

is www.computershare.com/investor. You can access your

Ball Corporation common stock account information on the

Internet 24 hours a day, 7 days a week through Computershare’s

website. If you need assistance, please call Computershare at

(877) 843-9327 between 8 a.m. and 5 p.m. Eastern time.

Annual Meeting

The annual meeting of Ball Corporation shareholders will

be held to tabulate the votes cast and to report the results

of voting on the matters listed in the proxy statement

sent to all shareholders. No other business and no

presentations are planned. The meeting to report voting

results will be held on Wednesday, April 30, 2014, at

8 a.m. Mountain time at Ball Corporation’s headquarters

in Broomfield, Colo.

Ball Corporation balances economic, environmental and

social aspects in its decision making and activities to create

value for its stakeholders and to contribute to its Drive for 10

vision. Find out more about our sustainability strategy at

www.ball.com/sustainability.

Equal Opportunity

Ball Corporation is an equal opportunity employer.

Four Decades on the NYSE
December 17, 2013, marked the 40th anniversary of Ball joining
the New York Stock Exchange. After 92 years as a private

company, Ball made its first public offering of common stock

on July 13, 1972, and shares were traded over-the-counter until

December 17, 1973, when the stock was admitted for trading on

the New York Stock Exchange under the symbol BLL.

w w w.ball.com

Ball Corporation
10 Longs Peak Drive
Broomfield, CO 80021
(303) 469-3131

PackagingaerospaceservicetechnologyGrowthdrive for 10