2nd Quarter 2005 Conference Call

June 7, 2005

Presentation Content

Safe Harbor For Forward-Looking StatementsStatements in this Form 10-Q that are not purely historical, including statements which express the

Company’s belief, anticipation or expectation about future events, are forward-looking statements.

Forward looking statements involve certain risks and uncertainties that could cause actual results to

differ materially from such statements. In addition to the risk factors discussed in Item 1 (Business,

under the headings Raw Materials, Seasonality, Competition, Government Regulation and

Environmental Matters, and International Operations) of the Company’s 2004 Annual Report on Form

10-K other important factors which have impacted and could impact the Company’s operations and

results, include:

(1)The Company’s financial leverage and the operating and financial restrictions imposed by the

instruments governing its indebtedness may limit or prohibit its ability to incur additional indebtedness,

create liens, sell assets, engage in mergers, acquisitions or joint ventures, pay cash dividends, or

make certain other payments; the Company’s leverage and such restrictions could limit its ability to

respond to changing business or economic conditions, inability to meet debt obligations when due

could impair its ability to finance operations and could result in default;

-continued-

Presentation Content

(2) The successful expansion through acquisitions, in which Spartech looks for candidates that can

complement its existing product lines, expand geographic coverage, and provide superior shareholder

returns, is not assured. Acquiring businesses that meet these criteria continues to be an important

element of the Company’s business strategy. Some of the Company’s major competitors have similar

growth strategies. As a result, competition for qualifying acquisition candidates is increasing and there

can be no assurance that such future candidates will exist on terms agreeable to the Company.

Furthermore, integrating acquired businesses requires significant management time and skill and

places additional demands on Company operations and financial resources. If we are unable to

achieve the anticipated synergies, the interest and other expenses from our acquisitions could exceed

the net income we derive from the acquired operations, which could reduce our net income.

(3) Our products are sold in a number of end markets which tend to be cyclical in nature, including

transportation, building and construction, bath/pool and spa, and electronics and appliances. A

downturn in one or more of these end markets could have a material adverse effect on our sales and

operating profit; and

(4) Our implementation of planned restructurings will impact our ability to realize estimated cost

savings. The actual cost savings may differ from our estimates depending upon the level of success

of the implementation.

Investment Highlights…2nd Quarter 2005 Results

Investment Highlights

Market Leader in Sheet

Diversified Products & End-Use Markets

New Focus on Cost Control

Accelerate Cash Flow and Utilize Capital Expenditures to Create World Class Cost Structure

New Technologies & Product Developments

2nd Quarter 2005 Results

Net Sales $378 mil.

…31% increase over ‘04

Op. Earnings $6.3 mil.

…$24.3 excluding special items

Diluted EPS $(. - )/sh.

…vs $.41/sh last yr

Quarterly Dividend … $.12/share

Sales Fluctuations (Last Six Quarters). . . Internal Volume/Acquisition/Price-Mix

2nd Q

2005

1st Q

2005

4th Q

2004

3rd Q

2004

2nd Q

2004

1st Q

2004

Fiscal

Year 04

Fiscal

Year 03

Internal -1% 3% 11% 15% 9% 5% 9% 1%

Acquisition 11% 10% 6% 3% 4% 4% 4% 3%

Price Mix 21% 13% 3% 3% 2% 4% 4% 2%

Total 31% 26% 20% 21% 15% 13% 17% 6%

Company Overview… Diversity of Products & Markets

Key Base Materials...

Comprehensive Product Portfolio

[Full Year Estimate]

Customer End Markets...

Packaging Largest Sector

[2nd Qtr Actual]

2005 2nd Quarter Sales of $378 Million and 388 Million Pounds

Packaging

24%

Transportation

23%

Rec. &

Leisure

12%Bldg. &

Const.

13%

Other

9%

Lawn &

Garden

7%

Sign &

Advertising

6%

Appliances &

Electronics

6%Polyethylene

25%

Polystyrene

20%Polypropylene

15%

ABS

10%

PVC

10%

Other--Specialty

20%

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

Focused Growth…Organic Growth Via Innovative New Products

Introduced New Class of Ten Alloy Plastics--April 2004

Introduced Volume II of Product Transformations Brochure--June 2003

Growth Thru Product Transformations … Recognizable PT’s Over Last 8 Years

Packaging

Appliance & Hardware

Recreation & Leisure

Transportation

Building & Construction

Business Partnership Enhancement Effort…New Centralized Product Development Center - ’04

A Spartech Centralized Product Development Center Located at Our Warsaw, Indiana Facility; Opened June 2004:

» Purpose – To Develop New Products In One Plant Alleviating Stress On Manufacturing Sites

To Double As Development Centers» Structure – Will House Two Sheet Lines, VEC Cell, &

Two Test Thermoformers To Allow For The Testing Of Various Materials

Benefits Of Centralized R & D Location Will Include:

» Improved Production Efficiencies…At Current Manufacturing Sites

» Centralized Knowledge Base…On New Product Development

» Further Integration…Of S & R And C & C Groups

» Accelerate New Products To Market…Both Potential PT’s & Samples

Total Debt to Total Debt and Equity...Current 1.1 To 1.0 Ratio

$464$474

$384$393$443

$408$418

$217$291 $322

$0$100$200$300$400$500

2001 2002 2003 2004 2005

($'s

in M

illio

ns)

Total Debt Stockholders' Equity

Debt/Equity Ratio… 2.0 1.4 1.2 1.1 1.1

2nd Qtr

Operating Results for 2nd Qtr '05 Versus '04…Sales Up 31%, Net Loss $80K

($’s In Millions, Except Per Share Data)

Sales (31%). . . . . . . . . . . . . . . . . . . .

Operating Earnings (78%) . . . . . . .

Operating Earnings Excluding Special Items (14%) . . . . . . . . . . . . .

Interest Costs (3%) . . . . . . . . . . . . .

Net Earnings (Loss) . . . . . . . . . . . . . . .

Diluted EPS . . . . . . . .. . . . . . . . . . . . . .

2005

$377.8

$ 6.3

$ 24.3

$ 6.4

$ (.1)

$ - /Sh

2004

$287.6

$ 28.1

$ 28.1

$ 6.2

$ 13.5

$.41/Sh

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– Synergistic acquisitions– Restructuring of operating locations– Continuous cost improvement and Lean Enterprise initiative

Renewed Focus on Return on Capital – Emphasis on working capital management– Capital expenditures for productivity & cost improvement– Accelerate cash flow to pay down debt

New Technologies & Development– Invest in new technology at development centers: Products (PDC) & Materials (MDC)

2nd Quarter 2005 Conference Call

June 7, 2005