PACKAGING CORP OF AMERICA Segments Disclosure
Reportable Segments
We report our business in three reportable segments: Packaging, Paper, and Corporate and Other. These segments represent distinct businesses that are managed separately because of differing products and services. Each of these businesses requires distinct operating and marketing strategies.
Packaging. We manufacture and sell a wide variety of containerboard and corrugated packaging products, including conventional shipping containers used to protect and transport manufactured goods, multi-color boxes and displays with strong visual appeal that help to merchandise the packaged product in retail locations. In addition, we are a large producer of packaging for meat, fresh fruit and vegetables, processed food, beverages, and other industrial and consumer products.
Paper. We manufacture and sell a range of communication-based papers. Our papers can be manufactured as either commodity papers or specialty papers with specialized or custom features, such as colors, coatings, high brightness, or recycled content.
Corporate and Other. Our Corporate and Other segment includes corporate support staff services and related assets and liabilities, and foreign exchange gains and losses. This segment also includes transportation assets, such as rail cars and trucks, which we use to transport our products from some of our manufacturing sites and assets related to LTP. See Note 18, Transactions with Related Parties, for more information related to LTP. Sales in this segment relate primarily to LTP and our rail and truck business. We provide transportation services not only to our own facilities but also, on a limited basis, to third parties when geographic proximity and logistics are favorable. Rail cars and trucks are generally leased.
Each segments’ profits and losses are measured on operating profits before non-operating pension income (expense), interest expense, net, and income taxes. For many of these allocated expenses, the related assets and liabilities remain in the Corporate and Other segment.
At December 31, 2025 and 2024, we did not have any significant long-lived assets held by foreign operations.
On September 2, 2025, we completed the Greif Acquisition for $1.8 billion in cash. The Greif containerboard business includes two containerboard mills with approximately 800,000 tons of production capacity and eight sheet feeder and corrugated plants located across the United States. Greif’s financial results are included in the Packaging segment from the date of acquisition.
Chief Operating Decision Maker
ASC 280-10-50-5 (Topic 280) defines the chief operating decision maker (“CODM”) as an individual or group of individuals responsible for assessing the performance of the operating segments of a public entity and determining the overall resource allocation to those operating segments. Based on these criteria, we deem our Chief Executive Officer as the CODM, as the Chief Executive Officer is responsible for evaluating our operating results and concluding on the overall resource allocation.
Analysis of Operations by Reportable Segment
An analysis of operations by reportable segment is as follows (dollars in millions):
Year Ended |
|
Packaging |
|
|
Paper |
|
|
Corporate and Other |
|
|
Total |
|
||||
Trade sales |
|
$ |
8,293.9 |
|
|
$ |
615.4 |
|
|
$ |
80.0 |
|
|
$ |
8,989.3 |
|
Intersegment sales |
|
|
— |
|
|
|
— |
|
|
|
154.1 |
|
|
|
154.1 |
|
|
|
|
8,293.9 |
|
|
|
615.4 |
|
|
|
234.1 |
|
|
|
9,143.4 |
|
Elimination of intersegment sales |
|
|
|
|
|
|
|
|
|
|
|
(154.1 |
) |
|||
Net sales (a) |
|
|
|
|
|
|
|
|
|
|
|
8,989.3 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Less (b): |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Variable costs (c) |
|
|
(4,007.3 |
) |
|
|
(338.3 |
) |
|
|
— |
|
|
|
— |
|
Fixed costs (d) |
|
|
(1,902.4 |
) |
|
|
(80.1 |
) |
|
|
— |
|
|
|
— |
|
Freight |
|
|
(843.3 |
) |
|
|
(66.8 |
) |
|
|
— |
|
|
|
— |
|
Other segment items (e) |
|
|
(415.6 |
) |
|
|
(0.6 |
) |
|
|
(382.0 |
) |
|
|
— |
|
Income (loss) from operations |
|
|
1,125.3 |
|
|
|
129.6 |
|
|
|
(147.9 |
) |
(f) |
|
1,107.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Non-operating pension expense |
|
|
|
|
|
|
|
|
|
|
|
(0.1 |
) |
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|
|
(79.1 |
) |
|||
Income before taxes |
|
|
|
|
|
|
|
|
|
|
$ |
1,027.8 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Other segment disclosures: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Segment sales to external customers |
|
$ |
8,293.9 |
|
|
$ |
615.4 |
|
|
$ |
80.0 |
|
(g) |
$ |
8,989.3 |
|
Depreciation, amortization, |
|
|
616.1 |
|
|
|
18.5 |
|
|
|
18.2 |
|
|
|
652.8 |
|
Capital expenditures (h) |
|
|
779.3 |
|
|
|
15.4 |
|
|
|
34.2 |
|
|
|
828.9 |
|
Assets |
|
|
9,354.8 |
|
|
|
400.5 |
|
|
|
970.2 |
|
|
|
10,725.5 |
|
Year Ended |
|
Packaging |
|
|
Paper |
|
|
Corporate and Other |
|
|
Total |
|
||||
Trade sales |
|
$ |
7,668.9 |
|
|
$ |
624.7 |
|
|
$ |
89.7 |
|
|
$ |
8,383.3 |
|
Intersegment sales |
|
|
22.0 |
|
|
|
— |
|
|
|
157.4 |
|
|
|
179.4 |
|
|
|
|
7,690.9 |
|
|
|
624.7 |
|
|
|
247.1 |
|
|
|
8,562.7 |
|
Elimination of intersegment sales |
|
|
|
|
|
|
|
|
|
|
|
(179.4 |
) |
|||
Net sales (a) |
|
|
|
|
|
|
|
|
|
|
|
8,383.3 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Less (b): |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Variable costs (c) |
|
|
(3,767.4 |
) |
|
|
(338.7 |
) |
|
|
— |
|
|
|
— |
|
Fixed costs (d) |
|
|
(1,679.7 |
) |
|
|
(81.5 |
) |
|
|
— |
|
|
|
— |
|
Freight |
|
|
(798.2 |
) |
|
|
(69.4 |
) |
|
|
— |
|
|
|
— |
|
Other segment items (e) |
|
|
(344.1 |
) |
|
|
(5.4 |
) |
|
|
(377.0 |
) |
|
|
— |
|
Income (loss) from operations |
|
|
1,101.5 |
|
|
|
129.7 |
|
|
|
(129.9 |
) |
(f) |
|
1,101.3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Non-operating pension income |
|
|
|
|
|
|
|
|
|
|
|
4.5 |
|
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|
|
(41.4 |
) |
|||
Income before taxes |
|
|
|
|
|
|
|
|
|
|
$ |
1,064.4 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Other segment disclosures: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Segment sales to external customers |
|
$ |
7,690.9 |
|
|
$ |
624.7 |
|
|
$ |
67.7 |
|
(g) |
$ |
8,383.3 |
|
Depreciation, amortization, |
|
|
490.1 |
|
|
|
19.5 |
|
|
|
16.0 |
|
|
|
525.6 |
|
Capital expenditures (h) |
|
|
626.6 |
|
|
|
15.0 |
|
|
|
28.1 |
|
|
|
669.7 |
|
Assets |
|
|
7,253.2 |
|
|
|
375.7 |
|
|
|
1,204.3 |
|
|
|
8,833.2 |
|
Year Ended |
|
Packaging |
|
|
Paper |
|
|
Corporate and Other |
|
|
Total |
|
||||
Trade sales |
|
$ |
7,116.7 |
|
|
$ |
595.4 |
|
|
$ |
90.3 |
|
|
$ |
7,802.4 |
|
Intersegment sales |
|
|
18.9 |
|
|
|
— |
|
|
|
157.6 |
|
|
|
176.5 |
|
|
|
|
7,135.6 |
|
|
|
595.4 |
|
|
|
247.9 |
|
|
|
7,978.9 |
|
Elimination of intersegment sales |
|
|
|
|
|
|
|
|
|
|
|
(176.5 |
) |
|||
Net sales (a) |
|
|
|
|
|
|
|
|
|
|
|
7,802.4 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Less (b): |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Variable costs (c) |
|
|
(3,406.6 |
) |
|
|
(317.3 |
) |
|
|
— |
|
|
|
— |
|
Fixed costs (d) |
|
|
(1,592.0 |
) |
|
|
(94.1 |
) |
|
|
— |
|
|
|
— |
|
Freight |
|
|
(747.3 |
) |
|
|
(62.9 |
) |
|
|
— |
|
|
|
— |
|
Other segment items (e) |
|
|
(315.4 |
) |
|
|
(2.2 |
) |
|
|
(366.0 |
) |
|
|
— |
|
Income (loss) from operations |
|
|
1,074.3 |
|
|
|
118.9 |
|
|
|
(118.1 |
) |
(f) |
|
1,075.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Non-operating pension expense |
|
|
|
|
|
|
|
|
|
|
|
(7.7 |
) |
|||
Interest expense, net |
|
|
|
|
|
|
|
|
|
|
|
(53.3 |
) |
|||
Income before taxes |
|
|
|
|
|
|
|
|
|
|
$ |
1,014.1 |
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
Other segment disclosures: |
|
|
|
|
|
|
|
|
|
|
|
|
||||
Segment sales to external customers |
|
$ |
7,135.6 |
|
|
$ |
595.4 |
|
|
$ |
71.4 |
|
(g) |
$ |
7,802.4 |
|
Depreciation, amortization, |
|
|
472.5 |
|
|
|
29.6 |
|
|
|
15.6 |
|
|
|
517.7 |
|
Capital expenditures (h) |
|
|
426.8 |
|
|
|
9.7 |
|
|
|
33.2 |
|
|
|
469.7 |
|
Assets |
|
|
6,903.7 |
|
|
|
384.4 |
|
|
|
1,393.0 |
|
|
|
8,681.1 |
|
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Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2025 | Feb 26, 2026 | Showing above |
| 2024 | Feb 27, 2025 | |
| 2023 | Feb 29, 2024 | |
| 2022 | Feb 23, 2023 | |
| 2021 | Feb 24, 2022 | |
| 2020 | Feb 24, 2021 | |
| 2019 | Feb 26, 2020 | |
| 2018 | Feb 28, 2019 | |
| 2017 | Feb 28, 2017 | |
| 2015 | Feb 26, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.