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2026 INVESTOR DAY AUGUST 5 | NEW YORK CITY CMC
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2 0 2 6 I N V E S T O R D A Y Welcome and Opening Remarks Andy Larkin | VP, INVESTOR RELATIONS
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2 0 2 6 I N V E S T O R D A Y This presentation contains forward-looking statements within the meaning of the federal securities laws with respect to the expected benefits of the recent acquisitions of Concrete Pipe & Precast (“CP&P”) and Foley Products Company (“Foley”), general economic conditions, key macro-economic drivers that impact our business, the effects of ongoing trade actions, the effects of continued pressure on the liquidity of our customers, potential synergies and growth provided by acquisitions and strategic investments, the performance of the precast business, demand for our products, shipment volumes, metal margins, backlog volumes, the ability to operate our steel mills at full capacity particularly during periods of domestic mill start-ups, future availability and cost of supplies of raw materials and energy for our operations, growth rates in certain reportable segments, product margins within our Construction Solutions Group segment, share repurchases, legal proceedings, construction activity, international trade, the impact of geopolitical conditions, the effects of CBAM and other EU trade measures on European demand and pricing, capital expenditures, tax credits, the timing, amount and recurrence of CO2 or emissions-related credits, our liquidity and our ability to satisfy future liquidity requirements, our ability to achieve our stated deleveraging target within the anticipated timeframe, estimated contractual obligations, the expected capabilities and benefits of new facilities, anticipated benefits and the timeline for execution of our growth plan and initiatives, including our Transform, Advance and Grow (“TAG”) operational and commercial excellence program, our long-term financial targets and expectations for future financial performance and our expectations or beliefs concerning future events. The statements in this presentation that are not historical statements, are forward-looking statements. These forward-looking statements can generally be identified by phrases such as we or our management “expects,” “anticipates,” “believes,” “estimates,” “intends,” “may,” “plans to,” “ought,” “could,” “will,” “should,” “likely,” “appears,” “projects,” “forecasts,” “outlook” or other similar words or phrases, as well as by discussions of strategy, plans or intentions. Our forward-looking statements are based on management’s expectations and beliefs as of the date of this presentation. Although we believe that our expectations are reasonable, we can give no assurance that these expectations will prove to have been correct, and actual results may vary materially. Except as required by law, we undertake no obligation to update, amend or clarify any forward-looking statements to reflect changed assumptions, the occurrence of anticipated or unanticipated events, new information or circumstances or any other changes. Important factors that could cause actual results to differ materially from our expectations include those described in our filings with the Securities and Exchange Commission, including, but not limited to, in Part I, Item 1A, “Risk Factors” of our annual report on Form 10-K for the fiscal year ended August 31, 2025, as well as the following: changes in economic conditions which affect demand for our products or construction activity generally, and the impact of such changes on the highly cyclical steel industry; rapid and significant changes in the price of metals, potentially impairing our inventory values due to declines in commodity prices or reducing the profitability of downstream contracts within our vertically integrated steel operations due to rising commodity pricing; excess capacity in our industry, particularly in China, and product availability from competing steel mills and other steel suppliers including import quantities and pricing; the impact of additional steelmaking capacity expected to come online from a number of electric arc furnace projects in the U.S.; the impact of geopolitical conditions, including political turmoil and volatility, regional conflicts, terrorism and war on the global economy, inflation, energy supplies and raw materials; increased attention to environmental, social and governance (“ESG”) matters, including any targets or other ESG, environmental justice or regulatory initiatives; operating and startup risks, as well as market risks associated with the commissioning of new projects could prevent us from realizing anticipated benefits and could result in a loss of all or a substantial part of our investments; impacts from global public health crises on the economy, demand for our products, global supply chain and on our operations; compliance with and changes in existing and future laws, regulations and other legal requirements and judicial decisions that govern our business, including increased environmental regulations associated with climate change and greenhouse gas emissions; involvement in various environmental matters that may result in fines, penalties or judgments; evolving remediation technology, changing regulations, possible third-party contributions, the inherent uncertainties of the estimation process and other factors that may impact amounts accrued for environmental liabilities; potential limitations in our or our customers' abilities to access credit and non-compliance with their contractual obligations, including payment obligations; activity in repurchasing shares of our common stock under our share repurchase program; financial and non-financial covenants and restrictions on the operation of our business contained in agreements governing our debt; our ability to successfully identify, consummate and integrate acquisitions and realize any or all of the anticipated synergies or other benefits of acquisitions; the effects that acquisitions may have on our financial leverage; risks associated with acquisitions generally, such as the inability to obtain, or delays in obtaining, required approvals under applicable antitrust legislation and other regulatory and third-party consents and approvals; lower than expected future levels of revenues and higher than expected future costs; failure or inability to implement growth strategies in a timely manner; the impact of goodwill or other indefinite-lived intangible asset impairment charges; the impact of long-lived asset impairment charges; currency fluctuations; global factors, such as trade measures, military conflicts and political uncertainties, including changes to current trade regulations, such as Section 232 trade tariffs and quotas, tax legislation and other regulations which might adversely impact our business; availability and pricing of electricity, electrodes and natural gas for mill operations; our ability to hire and retain key executives and other employees; competition from other materials or from competitors that have a lower cost structure or access to greater financial resources; information technology interruptions and breaches in security; our ability to make necessary capital expenditures; availability and pricing of raw materials and other items over which we exert little influence, including scrap metal, energy and insurance; unexpected equipment failures; losses or limited potential gains due to hedging transactions; litigation claims and settlements, court decisions, regulatory rulings and legal compliance risks, including risks related to the unfavorable judgment against us in the Pacific Steel Group (“PSG”) litigation; risk of injury or death to employees, customers or other visitors to our operations; and civil unrest, protests and riots. This presentation includes illustrative financial information with respect to the Company’s precast concrete and concrete pipe products business (together, the “precast platform”), which information is estimated based on historical results of CP&P and Foley. This information is presented for illustrative purposes only and is based on available information and certain assumptions and estimates that we believe are reasonable. The illustrative precast platform financial information presented herein has not been prepared and presented in accordance with the requirements of Regulation S-X. The assumptions and estimates underlying the precast platform financial information are inherently uncertain and are subject to a variety of significant business, economic and competitive risks and uncertainties that could cause actual results to differ materially from those contained in the illustrative financial information, including the risks and uncertainties described above. The illustrative precast platform financial information may not necessarily reflect what the precast platform’s results of operations and financial position will be in the future. The Company’s auditors have not audited, reviewed, compiled or performed any procedures with respect to the illustrative precast platform financial information. Forward-Looking Statements 2
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2 0 2 6 I N V E S T O R D A Y Today’s Agenda 9:00 AM Welcome and Opening Remarks Andy Larkin | VP, INVESTOR RELATIONS Transforming CMC: Company Vision and Strategic Value Creation Levers Peter Matt | PRESIDENT AND CHIEF EXECUTIVE OFFICER Driving Operational and Commercial Excellence through TAG Program Ty Garrison | SVP, OPERATIONAL AND COMMERCIAL EXCELLENCE Capturing Our Full Potential: North America Steel Group Brian Halloran | SVP, NORTH AMERICA STEEL GROUP 10:15 AM Q&A Session 10:35 AM BREAK 10:45 AM Growing and Differentiating: Construction Solutions Group Keith Haas | SVP, PRECAST GROUP Mike Doucet | SVP, EMERGING BUSINESSES GROUP Driving Superior Financial Performance: Financial Overview and Outlook Paul Lawrence | SVP AND CHIEF FINANCIAL OFFICER Bringing it Together Peter Matt | PRESIDENT AND CHIEF EXECUTIVE OFFICER 11:50 AM Q&A Session 12:30 PM Leadership Luncheon 3
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2 0 2 6 I N V E S T O R D A Y CMC Sizzle Reel 4
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2 0 2 6 I N V E S T O R D A Y Peter Matt | PRESIDENT AND CHIEF EXECUTIVE OFFICER Transforming CMC: Company Vision and Strategic Value Creation Levers
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2 0 2 6 I N V E S T O R D A Y Key Messages Diversified, Early-Stage Construction supplier, executing a transformational change in our business, profitability, growth, and returns1 Capitalizing on a multi-year structural demand cycle where CMC’s market position and unique capabilities create a competitive advantage2 Driving value creation via three key levers • Capturing full potential of our business • Harvesting benefits of growth capital already deployed • Reshaping our portfolio with higher-return, lower capital intensity businesses 3 Establishing compelling midcycle financial targets and a capital allocation strategy that underwrite our shareholder value creation strategy4 6
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2 0 2 6 I N V E S T O R D A Y CMC Snapshot (NYSE: CMC) For footnoted information, refer to Appendix. *Represents a non-GAAP financial measure. For definitions and reconciliations of non-GAAP financial measures to the most directly comparable GAAP financial measures, refer to appendix. 2 0 2 6 I N V E S T O R D A Y Key Statistics Founded 1915 Net Sales $8,850M Core EBITDA* $1,259M Core EBITDA Margin* 14.2% Market Cap1 ~$7.6B Enterprise Value1 ~$10.6B Headquarters Irving, TX Employees ~14,000 Leading Provider of Early-Stage Construction Solutions Supporting Modern Infrastructure with Scaled and Difficult-to-Replicate Market Positions Including: #1 #1 #1 #1 U.S.-based Rebar Supplier Precast Platform in Southeast U.S. Geogrid Solutions 7 Polish Merchant Bar Supplier All figures are as of TTM Q3 FY26 unless otherwise stated. Category 1 28% North America Steel Group Europe Steel Group Construction Solutions Group (9%) Corporate Expense & Other Adjustments 6% 75% Business Mix % of Core EBITDA Adjusted for Acquisitions (Illustrative)*2
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2 0 2 6 I N V E S T O R D A Y CMC is an Early-Stage Construction Supplier with Opportunity in an Evolving Construction Landscape 882 0 2 6 I N V E S T O R D A Y B I G G E R J O B S G R E AT E R C O M P L E X I T Y C O M P R E S S E D S C H E D U L E S C U S T O M E R N E E D S A R E C H A N G I N G C M C ’ S P R O D U C T S I N E A R L Y- S T A G E C O N S T R U C T I O N S U P P L Y I N G M U L T I P L E S O L U T I O N S A C R O S S P R O J E C T L A N D S C A P E B E C O M I N G A N I N T E G R A T E D S O L U T I O N S P R O V I D E R • Full multi-product portfolio • Coordinated services across jobsite • Digital design and project tools • Value engineering from design table CMC is positioned to support increasing customer needs for earlier engagement and faster , more reliable construction Rebar Product & Fabrication Merchant Bar Pipes / Precast Geogrid and more… Geogrid Manholes GeoSpike Utility Vaults Post-Tension Cable Anchor Bolts Construction Accessories Bridge Systems GalvaBar® Merchant Bar Pipes Rebar New Capabilities Are Changing Our Conversations with Customers
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2 0 2 6 I N V E S T O R D A Y We Are on a Transformation Journey 2 0 2 6 I N V E S T O R D A Y WHERE WE STARTED (2023) A Strong Company with Excellent Potential • Great team and culture • Collection of good businesses with potential to be great • A strong Early-Stage Construction foundation to build on WHERE WE ARE GOING (2027+) Best-in-Class Company Meeting Critical Early-Stage Construction Needs • Leading solutions provider addressing critical customer pain points • Strengthened and repositioned North America Steel Group (NASG) – delivering consistently higher margins • Scaled Construction Solutions Group – delivering higher margins and lower volatility with reduced capital intensity • Substantially higher ROIC and a capital allocation strategy balancing growth and shareholder returns WHERE WE ARE TODAY (2026) Early-Stage Construction Company in Transformation • Substantial progress on the transformation • All pieces of strategy in place • Tremendous opportunity ahead o Executing what we control o Increasing connectivity across portfolio o Business environment reinforcing transformation 9
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2 0 2 6 I N V E S T O R D A Y Well Positioned to Address Strong Demand in the Domestic Construction Market 10 For footnoted information, refer to Appendix. IIJA = Infrastructure Investment and Jobs Act. DMI = Dodge Momentum Index. Investing for Growth Against a Supportive Market Backdrop INFRASTRUCTURE ~35% – 40% of construction related revenue1 • Revitalization of U.S. infrastructure • Bipartisan IIJA tail followed by BUILD America 250 NON-RESIDENTIAL ~30% – 35% of construction related revenue1 RESIDENTIAL ~20% – 25% of construction related revenue1 • Rapid growth of energy infrastructure • Re-shoring of key industries • Strong institutional demand • DMI near record levels • U.S. housing shortage of 2.5M – 5M units2 Strong, Multi-Year Growth Outlook Across Markets Underpinned by Structural Underinvestment Why We Are Well Positioned to Capitalize on These Trends ✓ Scale and leading market positions across the U.S. ✓ Deep local market and customer knowledge ✓ Experience addressing customers pain points on increasingly complex projects
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2 0 2 6 I N V E S T O R D A Y Unleashing the Power of Our Portfolio through Three Clear Value Creation Levers Value Creation Levers Drive Durably Higher Margins and Growth with Lower Capital Intensity 1 Capturing Full Potential of Our Business 2 Harvesting Benefits of Growth Capital Deployed 3 Reshaping the Portfolio 11
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2 0 2 6 I N V E S T O R D A Y Driving Sustainable Margin Expansion through Safety Leadership, Operational Excellence, and Commercial Discipline Advancing safety and workforce capability to build a high-performing, world-class team Driving operational excellence to create structural cost advantage and growth Building commercial excellence to realize full margin potential and catalyze growth Recent Proof Points of Success Capturing Full Business Potential through Operational and Commercial Excellence (TAG Program) 3 Year Safety Best Performance >60% Net Benefit Means Durable Margin Improvement1 Capture Full Potential For footnoted information, refer to Appendix. TAG Program = Transform, Advance, and Grow Program. 12 $350M+ Gross Annual EBITDA Benefits by End of FY27; $250M+ Run-Rate Gross EBITDA Benefits by End of FY261
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2 0 2 6 I N V E S T O R D A Y Repositioning Our Steel Business through Deliberate Actions to Capitalize on Current Industry Structure LTPF = Leveling The Playing Field. EAF = Electric Arc Furnace. TAG = Transform, Advance, Grow. Conditions Are in Place to Fundamentally Change the Return Profile of Our Steel Franchise Capture Full Potential Industry Dynamics Support Improved Outcomes • Largely consolidated domestic rebar market • Materially better import landscape o Section 232 measures o Near- to long-term: more durable trade framework (e.g., trade cases, LTPF legislation, and Buy America) • Balanced supply / demand o Manageable additions to domestic supply CMC is Building a Stronger, More Resilient Steel Franchise • Taking advantage of our vertically-integrated structure to more quickly respond to supply / demand changes • Capitalizing on flexible EAF network and TAG initiatives to be world class on cost and continually improving • Demonstrating commercial discipline – getting paid for value delivered and a return on capital invested • Restructuring our businesses to improve return profiles 13
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2 0 2 6 I N V E S T O R D A Y Harvesting Benefits of Significant Capital Already Deployed to Drive Organic Growth, Margin Improvement, and Higher Returns Enabling Earnings Growth, Declining Capital Intensity, and Higher Returns $746 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 TTM Q3 FY26 FY29E Capital Intensity to Decline, Free Cash Flow to Substantially Increase Free Cash Flow*1 ($M) 1 2 Harvest Benefits Harvesting Earnings from Our Final Steel Mill Investments… • AZ2 mill • WV ramping up over next 12 months …and Lower Capital Intensity Investments in Construction Solutions and Across Our Steel Business • Ramp up Precast investments, Tensar® geogrid line, and second GalvaBar® line • Further scalable, low-capital / high-return opportunities across the portfolio, including investments in automation, process technology, and AI $1,375 – $1,5252 For footnoted information, refer to Appendix. 14 2x
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2 0 2 6 I N V E S T O R D A Y STRATEGIC CRITERIA Expands U.S. Footprint, with a Focus on High-Population-Growth Markets Complements Our Early-Stage Construction Strategy with Capabilities that Deepen Customer Connectivity Creates Meaningful Opportunities for Both Revenue and Cost Synergies Enhancing and Reshaping Our Early-Stage Construction Portfolio through Disciplined M&A Clear Framework to Pursue Higher-Return, Lower-Capital Intensity Businesses KEY INITIATIVES NEAR-TERM Enhance existing capabilities and solutions (e.g., Precast and Tensar®) LONGER-TERM Explore complementary, under-penetrated end markets within Early-Stage Construction ecosystem Reshape Portfolio 15
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2 0 2 6 I N V E S T O R D A Y Precast is a Valuable Addition to CMC’s Portfolio Value-added Early-Stage Construction solution Complements CMC’s existing portfolio – Early project engagement – Similarities with fabrication – Synergy opportunities Market leadership positions that can be scaled Strong financial profile: margins, growth, free cash flow, and lower capital intensity Attractive entry price supporting excess returns on invested capital 2 0 2 6 I N V E S T O R D A Y Reshape Portfolio 16
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2 0 2 6 I N V E S T O R D A Y Unlocking Future Growth Potential through an Expanding Addressable Market Expanding Our Market Opportunity in Large, Resilient, and Growing U.S. Early-Stage Construction Market ~$150B Early-Stage Construction Steel + Emerging Businesses + Precast Steel + Emerging Businesses Serviceable Addressable Market1 For footnoted information, refer to Appendix. 17 ~$60B Steel: ~$15B Emerging Businesses: ~$25B Precast: ~$20B ~$40B
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2 0 2 6 I N V E S T O R D A Y A Meaningful Step-Change in Financial Performance as We Execute on Our Clear Value Creation Levers Looking Ahead: FY29 Financial Targets1 $1,650M – $1,800M Core EBITDA5 15% – 16% Core EBITDA Margin5 13.0% – 14.5% ROIC4,5 $1,375M – $1,525M Free Cash Flow2,5 80% – 85% Free Cash Flow Conversion3,5 40%+ CSG % of Core EBITDA Aspirational Including Inorganic Growth5 For footnoted information, refer to Appendix. CSG = Construction Solutions Group. 18
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2 0 2 6 I N V E S T O R D A Y Potential for Significant Sum-of-the-Parts Valuation Multiple Expansion as We Grow Construction Solutions Group Earnings 19 Opportunity for Multiple Expansion Current Market Multiples CMC~7x1 Steel~8-10x2 Construction Materials~11-13x3 For footnoted information, refer to Appendix. Steel Peers: NUE, STLD. Construction Materials Peers: CRH, AMRZ, WMS, EXP, ACA, MWA. % of Core EBITDA* Steel Construction Solutions Group 10% 28% 40%+ 2023 Current 2029 aspirational including inorganic growth adj. for acquisitions (Illustrative)4
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2 0 2 6 I N V E S T O R D A Y The Right Team with the Right Strategy, Ready to Execute Trusted and Experienced Leadership Team Focused on Driving Excellence and Durable Results through the Cycle Presenter today. Peter Matt President and Chief Executive Officer Joined: 2023 Paul Lawrence SVP and Chief Financial Officer 2016 Brian Halloran SVP, North America Steel Group 1998 Keith Haas SVP, Precast Group 2025 Mike Doucet SVP, Emerging Businesses Group 1996 Ty Garrison SVP, Operational and Commercial Excellence 2000 Jody Absher SVP, Chief Legal Officer and Corporate Secretary 2011 Kekin Ghelani SVP, Chief Strategy Officer 2024 Randy Patterson SVP, Chief Human Resources and Communications Officer 2026 240+ Years Industry Experience 7 Out of 9 New to Role within Last 3 Years 20
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2 0 2 6 I N V E S T O R D A Y Investment Thesis: A Market Leader Driving Significant Stakeholder Value Creation Driving Increased ROIC and Capital Returns 2 0 2 6 I N V E S T O R D A Y 21 In Early-Stage Construction with leading, difficult-to- replicate positions in attractive markets Focused on improving margins / returns and opening exciting, new growth lanes Supporting step change in profitability through ongoing focus on commercial and operational excellence Through multi-year demand trends, TAG, organic growth, and portfolio extensions Enabled by enhanced earnings and cash flow generation with disciplined capital deployment Delivering Strong Shareholder Returns Industry Leader Undergoing Transformation Driving Durable Margin Expansion Growth
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2 0 2 6 I N V E S T O R D A Y Driving Operational and Commercial Excellence through TAG Program Ty Garrison | SVP, OPERATIONAL AND COMMERCIAL EXCELLENCE
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2 0 2 6 I N V E S T O R D A Y Key Messages Leveraging TAG program as the execution engine to convert opportunity into measurable financial results1 Building durable operational and commercial excellence capabilities to improve margin and cash flow generation2 Driving higher ROIC by enhancing capital deployment discipline across the organization3 23
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2 0 2 6 I N V E S T O R D A Y Why TAG: Unlocking the Next Phase of Value Creation Driving Through-Cycle Margin Resilience and Stronger Cash Generation, with Plenty of Runway Ahead Improving Consistency, Discipline, and Execution Across the Enterprise 24 WHY NOW • Extended scale and broader footprint • Significant opportunity in leveraging scale through enterprise standardization and disciplined performance management • Increasing customer requirements and expectations WHERE WE WERE • Decentralized execution, limited network optimization • Limited focus on process standardization • Varied and inconsistent performance across network WHERE WE ARE • Standardizing processes and extending expertise across enterprise • Enabling faster, data-driven decision making • Improving consistency and profitability
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2 0 2 6 I N V E S T O R D A Y Defining TAG: Our Enterprise-Wide Execution Engine, Converting Operational and Commercial Excellence into Measurable Value Enhancing Margins through Continuous Improvement and Accountability 150+ Individual Initiatives Background Clear Program Differentiators More than a one-time, cost-out program – a repeatable system for sustainable improvement Fully integrated into our continuous improvement culture Transformational enabler of higher through-cycle margins, earnings, cash flows, and ROIC For footnoted information, refer to Appendix. 25 Run-Rate Gross EBITDA Benefits by End of FY261$250M+ Gross Annual EBITDA Benefits by End of FY271$350M+
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2 0 2 6 I N V E S T O R D A Y Clear Go-Forward Priorities Driving Value Creation 26 People • Process • Technology KEY ENABLERS Commercial Excellence Accelerate Growth and Capture Full Margin Potential of Our Products and Solutions Operational Excellence Create Competitive Advantage through World-Class Safety, Productivity, and Cost
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2 0 2 6 I N V E S T O R D A Y Driving Operational Excellence to Create Structural Cost Advantages Accelerating Structural Cost Advantage through Safer, More Reliable, and More Productive Operations Core Pillars • Safety • Disciplined manufacturing and reliability • Network and supply chain optimization • Data-driven KPIs and continuous improvement • Technology and AI Outcomes Reliable, low-cost facilities Standardized processes with continuous improvement across network Data-driven performance management Operational Excellence 27
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2 0 2 6 I N V E S T O R D A Y 28 Identified Area for Improvement Outcomes Cutting-Edge Solution through TAG • AI-driven scrap optimization system providing real-time, low-cost “recipe” supported by camera-based inputs, minimizing human error • System makes dynamic adjustments throughout production process to ensure optimal yield • Scrap is one of the largest input costs within our steel operations • Opportunity to optimize yield and cost through better, faster decision making Drove cost efficiencies Operational Excellence Case Study: Scrap Optimization through TAG Initiative Replicable Playbook Across Several Different Operational Processes Operational Excellence >$20M cumulative savings to date1 Enhanced reliability and consistency For footnoted information, refer to Appendix. 28
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2 0 2 6 I N V E S T O R D A Y Operational Excellence in Action Video: Scrap Optimization through TAG Initiative Operational Excellence 29
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2 0 2 6 I N V E S T O R D A Y Driving Commercial Excellence to Accelerate Growth and Capture Full Margin Potential Deepening Customer Relationships While Driving Profitable Growth Core Pillars • Digital and market intelligence with standardized tools • Opportunity management through Early-Stage Construction portfolio coordination • Commercial execution and demand generation • Value-based pricing and margin optimization • Talent enablement through well-defined sales training programs Outcomes Strong relationships and customer loyalty Best-in-class capabilities and differentiated value proposition Increased lead sharing and cross-sell opportunities 30 Commercial Excellence Improved margin quality and customer lifetime value
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2 0 2 6 I N V E S T O R D A Y Commercial Excellence Spotlight: Generating Greater Lead Sharing through Proprietary AI Software 31 15K+ Annual Bids Provide Long Runway Ahead as Implementation Scales Commercial Excellence AS S E S S OPPORTUNITIES 1 L O AD S P E C S AN D P L AN S I N T O D AT A L AK E 2 S C AN D AT A L AK E U S I N G AI T O M AT C H PROJECTS WITH KEYWORDS OR P H R AS E S 3 R O U T E T O BUSINESS TEAMS 4 M O N I T O R & I M P R O V E 5 Single Source of Truth Governed • Secure • Stable Examples • Ground stabilization • Erosion control • Precast • Concrete structure • Metal building • Retaining wall Fabrication Concrete Reinforcing Projects Track engagement, win rates, and model performance to continuously improve results Tensar® Geosynthetic and Ground Stabilization Projects Performance Reinforcing Steel Site Solutions and Infrastructure Projects Precast Precast Concrete Projects Internal Sales Rebar fab • Precast • Tensar® • Performance Reinforcing Steel • Others Publicly Available External Infrastructure Projects
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2 0 2 6 I N V E S T O R D A Y Key Enabler Spotlight: Capital Discipline Driving Higher ROIC and Cash Flow The Goal is to Maximize Value Creation From Every Dollar Invested Key Enablers Rigorous Review and Approval Process Drives Capital Spending Discipline project scope before authorization by verifying, sustaining, and embedding benefits across standard operating procedures business case to validate financial value, feasibility, resourcing, project plan, and project risk initiatives across operations and commercial functions to ensure on-time, on-budget; rapid response teams for exceptions Define Create Value Develop Deploy Capital Discipline is Now a Clear Advantage 95% Projects completed on-budget in FY 2025 32For footnoted information, refer to Appendix. Proof Points of Success Front-End Engineering on Steel Mill EAF • Refined project scope • Eliminated overdesign • Maximized capital efficiency Disciplined Scope Management on Greenfield Steel Mill • Drove cost certainty • Delivered execution excellence • Strengthened investment returns Right-sized Technical Solution on Steel Mill Caster • Delivered required performance • Minimized capital investment 1 2 3 I M P A C T ~$180M1 in capital avoided
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2 0 2 6 I N V E S T O R D A Y 3333 1 Leveraging TAG program as the execution engine to convert opportunity into measurable financial results 2 Building durable operational and commercial excellence capabilities to improve margin and cash flow generation 3 Driving higher ROIC by enhancing capital deployment discipline across the organization Key Takeaways CMC is Building a Structural Advantage in Cost, Margin, and Returns 2 0 2 6 I N V E S T O R D A Y 33
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2 0 2 6 I N V E S T O R D A Y Capturing Our Full Potential: North America Steel Group Brian Halloran | SVP, NORTH AMERICA STEEL GROUP
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2 0 2 6 I N V E S T O R D A Y Key Messages Enhancing financial performance by harvesting returns from our recent growth investments and optimizing our asset base Capitalizing on un-matched long products franchise and status as the preferred partner for critical Early-Stage Construction solutions Capturing our full potential through TAG operational and commercial excellence to reinforce low-cost position and unlock durable margin improvement Benefiting from an industry structure and policy environment that fundamentally improves margins 1 2 3 4 35
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2 0 2 6 I N V E S T O R D A Y North America Steel Group Overview: Un-Matched Franchise Serving Early-Stage Construction Integrated, Complementary, and Discrete Value Creators Leading Positions in All Major Products #1 Rebar #3 Merchant Bar #1 Fabricated Rebar #1 Corrosion-Resistant Rebar Products1 Revenue $6,675M Adjusted EBITDA $1,056M Adjusted EBITDA Margin 15.8% Total Finished Good Shipments 4,484 Tons Fabricated Rebar Shipments 1,435 Tons Key Statistics Recycling Low-cost source of raw materials for our mills Mills National network of low-cost operations Fabrication National network serving construction end markets, providing market insights For footnoted information, refer to Appendix. 36 All figures are as of TTM Q3 FY26 unless otherwise stated.
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2 0 2 6 I N V E S T O R D A Y Built Un-Matched Franchises and Leading, National Position by Leveraging Unique Differentiators Unique Competitive Advantages Driving Leading Market Position National Scale and Unparalleled Local Market Capabilities Strategic mill and fabrication footprint near key demand centers Deep, Trusted Customer Relationships Preferred partner with scope and scale to handle complex projects Supply Chain Security Vertically integrated model ensures low-cost supply of critical inputs Low-Cost Position Flexible EAF platform drives lower cost and capital needs 37 EAF = Electric Arc Furnace.
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2 0 2 6 I N V E S T O R D A Y Shaping Supply Dynamics to Ensure CMC Operates in Fair Trade Environment Taking Deliberate Actions to Improve the Market Position and Profitability of Our Steel Business REDUCED IMPORTS MARKET LEADERSHIP POSITION Acquisition of Gerdau Assets Creates a Rebar Market Leader • Most extensive Mill network • Leader in Fabrication market Work on Global Trade Issues Has Substantially Limited Foreign Supply • Section 232 • Current trade cases • Level The Playing Field 2.0 (pending) COMMERCIAL EXCELLENCE Demonstrating Market Discipline to Drive Attractive Returns • Focus on getting paid for value we bring • Value over volume • Tools to enable better commercial decisions • Broader Early-Stage Construction capabilities enhancing value proposition Good for CMC, Good for the Industry >80% of Rebar Imported Over Last Five Years Will be Impacted by Successful Trade Actions Averaging ~979K Per Annum1 38 Low- Cost Position Ability to Flex Supply to Balance Demand Geographic Coverage of All Major Markets For footnoted information, refer to Appendix.
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2 0 2 6 I N V E S T O R D A Y Go-Forward Priorities: Clear Focus Areas to Unlock Our Full Potential 39 1 Capturing Full Potential of Our Business 2 Harvesting Benefits of Growth Capital Deployed 3 Reshaping the Portfolio Value Creation Levers Drive Durably Higher Margins and Growth with Lower Capital Intensity
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2 0 2 6 I N V E S T O R D A Y 40 • Leverage scale of our operations network to improve operating performance and drive margin enhancement o Standardizing best practices o Empowering local leadership to drive execution • Drive cost reduction well in excess of inflation • Create unparalleled reliability with differentiated service Mills Operational Excellence Spotlight: Reinforcing Low-Cost Position through TAG Program Initiatives For footnoted information, refer to Appendix. 40 Opportunity 2 0 2 6 I N V E S T O R D A Y Reorganized mills, added CMC leader, and created transformation lead Created 10+ high-impact initiatives utilizing TAG framework and process Actions Taken Rolling Mill Yield Alloys Consumption Maintenance Cost Scrap Optimization and Meaningful Opportunity Ahead >$130M IN RUN -RATE SAVINGS 1 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y • Consistent pricing practices and execution across regions, products, and customers • Margin-based commercial focus • Margin capture through consistent commercial execution Opportunity Actions Taken Freight Optimization New Accounts Size and Grade Extras >$30M IN RUN -RATE BENEFITS 1 41 Mills Commercial Excellence Spotlight: Capturing the Value CMC Delivers For footnoted information, refer to Appendix. 412 0 2 6 I N V E S T O R D A Y and Meaningful Opportunity Ahead Introduced mills commercial operating system with defined policies enabled by Salesforce Implemented enterprise pricing governance (i.e., pricing policies driving better realization at greater velocity) Utilized data and analytics to support decision making • Value-driven pricing for customization and size / grade extras • Optimized freight model across network of mills Activated strategic account management Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Applying the Lessons to “Recycling Full Potential” with Similar Results Restructuring Our Businesses to Optimize Returns: Fab Full Potential Spotlight For footnoted information, refer to Appendix. 42 Capture Full Potential Where We’re Going • Balanced strategy focused on standalone fab performance and network profitability • Established best practices, standardization, and new tools to support improvement • Shop-level accountability for targets and continuous improvement, sharing best practice • Raising the bar on commercial discipline and managing project value to risk • Commitment to margin, return, and capital deployment objectives to capture incremental value • Dramatically improve margins and returns through operational and commercial excellence and increased capital efficiency • Leverage fabrication as a launching point for Early-Stage Construction offerings Objective Achieving Fab Full Potential Will Double the Profitability of Fabrication1
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2 0 2 6 I N V E S T O R D A Y Harvesting Benefits of Growth Capital Already Invested in Our Optimized Steel Mill Network Optimizing Profitability through Flexible Production Network Our Last Two Steel Mill Investments Complete Network CMC Steel Arizona’s 2nd Micro-Mill | Mesa, AZ CMC Steel West Virginia | Berkeley County, WV How We Operate Our Network • AZ2 and WV mills complete nation-wide production capabilities for merchant and spool • Centralized production planning and logistics management support supply & demand balance and low-cost of service model ◦ AZ2 replaced former CMC mill in California to serve Western U.S. ◦ WV extends ability to meet demand in Northeast U.S. • Highly variable cost base through EAF micro- and mini- mills able to flex capacity based on market demand • AZ2 along with SC, FL, AL, and TX provide product mix flexibility including merchant, SBQ, and wire rod Harvest Benefits EAF = Electric Arc Furnace. SBQ = Special Quality Bar. 43
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2 0 2 6 I N V E S T O R D A Y Focused on Strategic Investments to Optimize Current Base Go-Forward Growth Capital Investment Opportunities Harvest Benefits Capital-Light Investments Disciplined investments to improve asset productivity and reliability AI and Automation Deployment End-to-end transformation across steel mills, recycling, and fabrication operations 44
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2 0 2 6 I N V E S T O R D A Y CMC Participates throughout Early-Stage Construction Value Chain Allows CMC to identify, qualify, and share opportunities across broader portfolio Creates multiple opportunities to engage customers, influence specifications, and grow wallet share as projects progress How Fabrication Visibility Drives Value Design & Engineering Mobilization & Planning Site Preparation Foundational Steel Structural Frame One Project = Multiple CMC Revenue Opportunities Fabrication Provides CMC a Proprietary View of the Early-Stage Construction Pipeline, Enabling Growth Across Full Portfolio 45 Fabrication is a Critical Anchor to the Broader Portfolio Given its Scale and Market Visibility Visibility at Un-Matched Scale 15,000+ FABRICATION BIDS ANNUALLY Reshape the Portfolio Tensar® Construction Services Precast Rebar Fabrication Cable
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2 0 2 6 I N V E S T O R D A Y Background Outcomes Providing a Multitude of Early-Stage Construction Solutions • Supplied 60K tons of rebar and 6.5K tons of GalvaBar® • Utilized 1.2M sq. yards of Tensar® geogrid ground stabilization • Provided +$2.1M in other construction- related products across 6 contractors, led by dowel baskets, vapor barrier, epoxy grout, rentals, and everyday consumables • Engaged in every concrete facet, from precast parking garage and building structures to road and bridge • One of CMC's largest projects ever • Chip shortage and scale amplified complexity, importance of speed to construct, and risk of any schedule delays • CMC’s scale, experience, and product breadth provided capability required to keep pace with the aggressive schedule Created customer value through schedule integrity and performance, not price Supported large-scale site readiness Reduced coordination risk and rework Case Study: CMC as the Early-Stage Construction Partner on a $17B Texas Chip Fab Facility Positions CMC as preferred partner on future phases and projects 46 Reshape the Portfolio
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2 0 2 6 I N V E S T O R D A Y Key Takeaways 4 Enhancing financial performance by harvesting returns from our recent growth investments and optimizing our asset base 3 Capturing our full potential through TAG operational and commercial excellence to reinforce low-cost position and unlock durable margin improvement 1 Capitalizing on un-matched long products franchise and status as the preferred partner for critical Early-Stage Construction solutions Benefiting from an industry structure and policy environment that fundamentally improves margins 2 472 0 2 6 I N V E S T O R D A Y 47
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2 0 2 6 I N V E S T O R D A Y Q&A Session
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2 0 2 6 I N V E S T O R D A Y Break
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2 0 2 6 I N V E S T O R D A Y Growing and Differentiating: Construction Solutions Group Keith Haas SVP, PRECAST GROUP Mike Doucet SVP, EMERGING BUSINESSES GROUP
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2 0 2 6 I N V E S T O R D A Y Key Messages Executing a disciplined growth strategy combining organic initiatives with targeted portfolio enhancement and expansion Leveraging portfolio of high margin, growth, and cash flow generation businesses to build scalable market leadership solving critical Early-Stage Construction challenges Capitalizing on business optimization, market growth, and market penetration to drive margin improvement and growth Providing mission-essential products and services that reduce project cost, complexity, and timelines 1 2 3 4 51
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2 0 2 6 I N V E S T O R D A Y Construction Solutions Group Overview: Precast and Emerging Businesses Group CMC Construction ServicesTensar® Performance Reinforcing Steel PRECAST GROUP EMERGING BUSINESSES GROUP Unique Portfolio of Solutions to Meet Customer Needs and Address Challenges Across Early-Stage Construction Manufactured concrete pipe and structures for job-site infrastructure Soil stabilization for road, foundation, and other construction applications Proprietary reinforcing steel products used in critical applications Distribution operations servicing concrete contractors Note: non-exhaustive list of businesses within Emerging Businesses Group. 52 Precast
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2 0 2 6 I N V E S T O R D A Y Construction Solutions Group Overview: Precast and Emerging Businesses Group Unique Portfolio of Solutions to Meet Customer Needs and Address Challenges Across Early-Stage Construction Note: non-exhaustive list of businesses within Emerging Businesses Group. 53 CMC Construction ServicesTensar® Performance Reinforcing Steel PRECAST GROUP EMERGING BUSINESSES GROUP Manufactured concrete pipe and structures for job-site infrastructure Soil stabilization for road, foundation, and other construction applications Proprietary reinforcing steel products used in critical applications Distribution operations servicing concrete contractors Precast
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2 0 2 6 I N V E S T O R D A Y Provide Essential Services to Protect Critical Infrastructure Uniquely Positioned to Capitalize on Favorable Industry Dynamics as the Industry Leaders in Markets We Serve Key Applications Below Ground Precast Construction Products Key Markets Growth Drivers1 Sanitary • Urban Expansion and Increasing Storms Driving demand for advanced stormwater retention systems to manage growing runoff and reduce flood risks • Ongoing Need for Infrastructure Development 2/3 of >$50B in IIJA and SDWA water infrastructure spending is targeting T&D repairs, treatment, and storage • Rising Data Center Demand Pushing energy grid growth to ~5% CAGR through 2028, with Data Center power needs up to 3x by 2030 Dry Utility Stormwater Water Energy Data Transportation For footnoted information, refer to Appendix. IIJA = Infrastructure Investment and Jobs Act. SDWA = Safe Drinking Water Act. T&D = Trenching and Drainage. 54
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2 0 2 6 I N V E S T O R D A Y Significant Precast Advantages Driving Adoption in Early-Stage Construction Market Precast Solutions are Taking Share from Legacy Construction Methods Labor Savings Time Savings Consistent Quality Supply Chain Certainty Durability Reduces amount of construction site labor Shortens duration of project through ease of installation, better scheduling, and fewer resources Avoids work stoppages due to onsite quality issues or weather delays Enables year-round production and ability to deliver on demand Creates superior resilience as production occurs offsite, allowing for stress-testing 55
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2 0 2 6 I N V E S T O R D A Y Precast Group Overview: Scaled Platform in Largest and Fastest Growing Regions Leveraging Solutions Across Infrastructure, Non-Residential, and Residential Construction Sites 56 Concentrated in Highest-Growth Areas of the U.S. with Close Proximity to CMC Steel Plants Industry Leaders in Markets We Serve #1 In the Southeast2 #1 In Core Geographies2 #3 In the United States2 Revenue $730M Adjusted EBITDA* $245M Adjusted EBITDA Margin* 34% Facilities 35 Volume ~1,750K Tons Key Statistics Annualized Estimated Contribution At Close1 For footnoted information, refer to Appendix. 56
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2 0 2 6 I N V E S T O R D A Y Precast is Helping Transform CMC’s Financial Profile Less Earnings Volatility Structurally Higher Margins Higher Cash Conversion 14% 34% CMC Core EBITDA Margin* Excluding Precast (TTM Q3 FY26) Precast Adj. EBITDA Margin* (Illustrative) Rebar Precast Concrete For footnoted information, refer to Appendix. FCF = Free Cash Flow. 58% 90% CMC FCF Conversion* Excluding Precast (TTM Q3 FY26) Precast FCF Conversion* (Illustrative) 572 0 2 6 I N V E S T O R D A Y 0 50 100 150 200 250 Dec 2005 June 2026 Precast PPI vs. U.S. Domestic Rebar Benchmark Price1 (Indexed to December 2005) 2 4 3 4
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2 0 2 6 I N V E S T O R D A Y Targeting Growth in Largest and Fastest Growing Regions Where We Are an Established Leader Well Positioned in a Large and Growing Market Serviceable Addressable Market For footnoted information, refer to Appendix. 58 Early-Stage Construction ~$20B ~$150B U.S. Pipe and Precast Products1 In-Focus Applications Stormwater Sanitary Dry Utility Key Market Drivers Urbanization and Population Growth Government Infrastructure Spending
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2 0 2 6 I N V E S T O R D A Y Go-Forward Priorities: Three Clear Focus Areas to Scale Leading Market Position 2 Harvesting Benefits of Growth Capital Deployed 3 Reshaping the Portfolio 1 Capturing Full Potential of Our Business 59 Value Creation Levers Drive Durably Higher Margins and Growth with Lower Capital Intensity
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2 0 2 6 I N V E S T O R D A Y Executing Integration of Foley and CP&P to Capture Meaningful Synergies On Track to Achieve Expected Synergies $30M to $40M Expected Annualized EBITDA Synergies by End of 3rd Year After Acquisition Manufacturing best practices and network optimization Targeted investment in automation to improve productivity Optimizing operations planning, procurement, logistics, and support Key Buckets for Operational Cost Synergies Simplified SG&A 60 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Integrated Platform Driving Commercial Synergies Background Outcomes Our Solution • Activated CMC’s integrated precast network by combining CP&P’s local expertise with Foley’s pipe capacity and deep customer relationship • Delivered a coordinated, one-stop- shop solution across businesses • Legacy CP&P was pursuing a pipe and precast infrastructure project in Charlotte, NC • Capacity constraints limited CP&P’s cost competitiveness on pipe portion of bid, putting opportunity at risk despite strong customer relationship Won a $3M project that otherwise may have been lost Demonstrated commercial benefits of CMC’s expanded precast platform by unlocking cross-selling and synergy opportunities Further deepened customer relationship through integrated platform Case Study: Creating Incremental Precast Commercial Opportunities through CP&P and Foley Integration 61 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Driving Commercial Synergies Opportunities Providing Clear Benefits with CMC Broader combined CMC footprint with ability to serve complex jobs faster Coordinated project lead sharing and project bidding Improved access to key decision makers earlier in project Increased value engineering opportunities 62 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Delivering Critical Rebar Fabrication and Precast Infrastructure at Scale Background Outcomes Our Solution • Supplied multiple products to meet Early-Stage Construction needs o Specialized pipe and precast solutions o Black rebar o Performance steel • Leveraged multi-plant manufacturing network to ensure production capacity and supply continuity • Coordinated closely with contractor and engineers to: o Sequence deliveries o Develop project-specific precast solutions o Adapt quickly to evolving site conditions • Selected to support one of Georgia’s largest, most complex highway interchange projects (2017 – 2024) • Highly constrained urban environment with limited installation windows • Tight construction schedules, changing field conditions, and significant traffic management requirements demanded Delivered 23K+ tons of precast products and 10K+ tons of rebar on schedule throughout project Demonstrated value of CMC’s regional manufacturing footprint, engineering expertise, and customer partnership model Strengthened customer relationship through responsive project management, reliable execution, and value-added technical support Case Study: Integral Rebar and Precast Partner in GA’s I-285 / SR400 Interchange Project 63 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Adding Strategic Plant Extensions to Provide Complete Set of Solutions Across Our Footprint Harvest Benefits Brownfield Expansion | Denver, CO • Added precast product capability • Strong customer acceptance of new full line capabilities Brownfield Expansion | Fort Myers, FL • Adding pipe capacity at existing site to meet strong customer demand • Start up Fall 2026 Plant Conversion | Oxford, NC • Converted existing facility to specialize in Dry Utility • Focused on serving high-growth Data Center and Energy Markets Strategically Pursuing Brownfield Opportunities to Become Full Line Precast Provider ~$35M Investment ~$15M Incremental EBITDA Generation Expected by Year 31 Making Capital-Light, High-Return Investments 64 <3 Year Investment Payback For footnoted information, refer to Appendix.
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2 0 2 6 I N V E S T O R D A Y Significant Runway for Executing Disciplined M&A in a Large, Fragmented Market Fragmented Market + Defined Focus Geographies = Repeatable Inorganic Growth Runway INDUSTRY LANDSCAPE TARGETING FASTER GROWING REGIONS WITH SECULAR GROWTH TRENDS Long-Term Population and Economic Growth Need for Supporting Infrastructure Development Favorable Regulatory and Construction Standards for Precast Solutions Reshape Portfolio Fragmented with only two national players and <10 major regional producers… …providing long-term opportunity to grow through local and regional consolidation Top 10 producers <25% of industry1 All others Top 10 producers 65For footnoted information, refer to Appendix.
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2 0 2 6 I N V E S T O R D A Y Precast Construction Solutions Group Overview: Precast and Emerging Businesses Group Unique Portfolio of Solutions to Meet Customer Needs and Address Challenges Across Early-Stage Construction Note: non-exhaustive list of businesses within Emerging Businesses Group. 66 CMC Construction ServicesTensar® Performance Reinforcing Steel PRECAST GROUP EMERGING BUSINESSES GROUP Manufactured concrete pipe and structures for job-site infrastructure Soil stabilization for road, foundation, and other construction applications Proprietary reinforcing steel products used in critical applications Distribution operations servicing concrete contractors
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2 0 2 6 I N V E S T O R D A Y Emerging Businesses Group Overview: Scaled Platform of Engineered Solutions to Solve Customer Problems Customer Solutions / Brands Key Stakeholders Tilt-wall, formwork, safety gear, equipment rental; light rebar fabrication • Concrete Contractors and Installers • Civil Engineers • State DOTs • Contractors • Distributors • State DOTs • Civil Engineers • Distributors • Rebar Fabricators CMC Construction Services Tensar® Performance Reinforcing Steel Leading Positions Key Statistics $809M Net Sales* ~12% YoY Growth* 19.1% Adjusted EBITDA Margin* ~19% YoY EBITDA Growth* #1 Geogrid Solutions #1 Corrosion-Resistant Rebar Products #3 Construction Products Distribution Note: non-exhaustive list of businesses within Emerging Businesses Group. For footnoted information, refer to Appendix. 67 All figures are as of TTM Q3 FY26 unless otherwise stated.
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2 0 2 6 I N V E S T O R D A Y Track Record of Delivering Consistent Growth and Performance Made Intentional Moves to Build a Complete Set of Solutions in Market • ChromX and GalvaBar® acquisitions • Tensar® acquisition • Anchoring systems acquisition • Launch of Bridge Systems Value-Added Products Connects to Core Early-Stage Construction Strategy Scalable Platform Value Accretive Disciplined Investment Criteria $717 $747 $809 FY24 FY25 TTM Q3 FY26 Emerging Businesses Group Revenue* ($M) $130 $138 $155 18.1% 18.4% 19.1% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% $115 $120 $125 $130 $135 $140 $145 $150 $155 $160 FY24 FY25 TTM Q3 FY26 Emerging Businesses Group Adjusted EBITDA* ($M) and Adjusted EBITDA Margin* (%) ~6% CAGR ~9% CAGR 68
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2 0 2 6 I N V E S T O R D A Y Favorably Positioned to Outgrow Attractive End Markets Growth Driven by Increased Market Penetration and Share Capture from Legacy Construction Methods For footnoted information, refer to Appendix. 69 ~$25B ~$150B Early-Stage Construction Emerging Businesses Tensar® and Geopier: ~$15B Performance Reinforcing Steel: ~$6B Construction Services: ~$4B Serviceable Addressable Market Key Focus Applications Transportation Solutions are used in construction of highways, highway structures, and bridges +4% Roads, Bridges, and Terminals CAGR from 2025 to 20301 Energy Infrastructure Solutions are used in construction of power plants and transmission lines that will provide electricity Power Infrastructure Construction Starts CAGR from 2025 to 20301 +9%
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2 0 2 6 I N V E S T O R D A Y Go-Forward Priorities: Three Clear Focus Areas to Drive Growth and Margin Expansion 2 Harvesting Benefits of Growth Capital Deployed 3 Reshaping the Portfolio 1 Capturing Full Potential of Our Business 70 Value Creation Levers Drive Durably Higher Margins and Growth with Lower Capital Intensity
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2 0 2 6 I N V E S T O R D A Y Leveraging Tensar’s® Demand Generation Capabilities to Enable Commercial Excellence Across the EBG Portfolio and Beyond Beyond EBG, Tensar’s® Commercial Engine Drives Incremental Sales Leveraging Replicable and Scalable Commercial Engine Enterprise-wide to Fuel Growth Opportunity Driving Awareness for All Products Across Portfolio Sharing Leads Investing in Systems and Infrastructure to Enable Scalable Growth Tensar’s® Industry-Leading Commercial Model Creates a Strong Engine for Growth 8% Tensar® Revenue CAGR (FY24 – TTM Q3 FY26) DEMAND CREATION Strategy Content Markets Road Shows AssociationsEducation Project Gathering NURTURING Email Nurture Call Campaign Automate Measure Report Inside Sales DEMAND CAPTURE Qualify ProposeEngage Lost Negotiate Win 71 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Executing on TAG Program to Drive Improved Margins and Growth Driving >$35M Gross Value Capture1 Identified Initiatives Operational Excellence in Action • Geogrid: $10M manufacturing improvement by increasing yield and lowering conversion costs • Tensar®: 15% reduction in turnover Commercial Excellence in Action • Geogrid: 27% more leads with related volumes up 34% YoY • Construction Services: 12% increase in EBITDA driven by cross-selling and lead sharing Operational Excellence • Leveraging CMC’s operational competencies ◦ Safety ◦ Manufacturing excellence ◦ Process engineering / Lean ◦ Reliability and quality Commercial Excellence • Scaling up Commercial Engine ◦ Demand generation ◦ Lead sharing/cross-selling ◦ Unified CRM platform • Value-based pricing • Key account management For footnoted information, refer to Appendix. 72 Capture Full Potential
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2 0 2 6 I N V E S T O R D A Y Capitalizing on Strategic Capacity Expansions to Meet Market Demand Harvest Benefits Building Platform to Support Sustained Growth in End Markets with Low Capital Intensity, High -Return Businesses Extending Capabilities and Increasing Production Capacity • Adding production line in Blackwell, Oklahoma – commissioning in progress Tensar® ~20M Additional square yards of capacity Performance Reinforcing Steel Continuing Market Penetration • Expanding capacity with 2nd GalvaBar® facility – commissioning Fall 2026 ~40K Tons of additional capacity 73
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2 0 2 6 I N V E S T O R D A Y Making Investments in EBG Portfolio to Extend Market Leadership Focused on Organic Execution in the Near-Term While Executing Disciplined, Bolt-On M&A to Continue Building Out Capabilities in Longer-Term Reshape Portfolio PRS = Performance Reinforcing Steel. S C A L E and build density in leading positions in Tensar ®, PRS, and Construction Services A D D adjacent Early -Stage Construction solutions Key Priorities to Scale Platform and Enhance Competitive Positioning Ground Improvement Adjacencies Distribution and Services Focus Markets for Expansion 74
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2 0 2 6 I N V E S T O R D A Y Addressing Critical Customer Challenges in Early-Stage Construction with Strong Solutions that Give CMC a Clear Right to Win 75 Customer Challenges Labor Constraints and Rising Input Costs Project Delays Creating Scheduling Risks Growing Need for Reliable, Engineered Solutions Shift Toward Off-Site Manufacturing Prefabricated solutions reduce on-site labor requirements Proven ability to deliver on time with consistent execution Proprietary solutions and processes for critical applications Modular solutions prefabricated off-site HOW OUR SOLUTIONS SOLVE CUSTOMER CHALLENGES S P O T L I G H T Precast Tensar® 30% Less Onsite Labor 30 Day Reduction in Construction Schedule Use Up to 65% & 33% Less Aggregate and Asphalt, Respectively 3x – 6x Increase in Design Life
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2 0 2 6 I N V E S T O R D A Y Case Study: Integral Partner for Construction of $28B LNG Export Facility Background Outcomes Providing a Multitude of Early-Stage Construction Solutions • Tensar® geogrid ground stabilization • Rebar and CryoSteel® fabrication • Engineering and digital integration o Tensar®+ design tools supporting engineered recommendations o 3D rebar modeling enabling clash detection and coordination • Providing execution support through ongoing onsite testing, troubleshooting, and technical collaboration • Company is constructing and commissioning a liquefied natural gas (LNG) liquefication and export facility in Gulf Coast • Compressed ~24-month timeline requiring simultaneous, multi- contractor execution • Massive site scale driving coordination complexity with ~1,150-acre site under active construction Enabling accelerated construction schedule Reducing coordination risk and rework Supporting large-scale site readiness 76
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2 0 2 6 I N V E S T O R D A Y Key Takeaways 772 0 2 6 I N V E S T O R D A Y 4 Executing a disciplined growth strategy combining organic initiatives with targeted portfolio enhancement and expansion 3 Capitalizing on business optimization, market growth, and market penetration to drive margin improvement and growth 1 Leveraging portfolio of high margin, growth, and cash flow generation businesses to build scalable market leadership solving critical Early-Stage Construction challenges Providing mission-essential products and services that reduce project cost, complexity, and timelines 2 77
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2 0 2 6 I N V E S T O R D A Y Driving Superior Financial Performance: Financial Overview and Outlook Paul Lawrence | SVP AND CHIEF FINANCIAL OFFICER
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2 0 2 6 I N V E S T O R D A Y Key Messages Driving durable margin improvement through TAG operational and commercial excellence initiatives1 Unlocking significant value from capital already deployed and levers within our control2 Delivering structurally higher FCF at a materially higher conversion rate supported by the completion of our final steel mill in West Virginia3 Executing a disciplined capital allocation strategy focusing on measured growth, return of capital to shareholders, and maintaining a strong balance sheet4 Introducing FY29 financial targets, reflecting our ability to grow, increase margins, generate significant cash flow, and create exceptional shareholder value5 79
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2 0 2 6 I N V E S T O R D A Y Transformational Journey is Reflecting CMC’s Earnings Power Demonstrated Earnings Growth through Deliberate Portfolio Actions and a Focused Long-Term Strategy Transformative Actions Improving Financial Performance ✓ Refreshed the strategy to focus on improved performance and growth ✓ Restructured leadership organization to enable transformation ✓ Launched TAG initiative to improve margins and returns ✓ Extended SAM with broader Early-Stage Construction strategy and transformational precast acquisitions ✓ Engaged to impact trade policy aggressively ~$900 – $1,000 $1,259 $- $200 $400 $600 $800 $1,000 $1,200 $1,400 2019 - 2025 Assumed TTC (Post Section 232) TTM Q3 FY26 Core EBITDA* ($M) For footnoted information, refer to Appendix. TTC = Through-the-Cycle. SAM = Serviceable Addressable Market. 80
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2 0 2 6 I N V E S T O R D A Y Business Segment Growth Enablers Strong Foundations to Support Continued Growth Harvest and Grow Invest for Growth North America Steel Group ✓ Market leadership positions ✓ Modern network of low-cost facilities serving all major U.S. markets ✓ Connected recycling, mills, and rebar fabrication businesses Construction Solutions Group ✓ Leadership position in key high-growth markets ✓ Value-added products solving Early-Stage Construction needs Optimize Europe Steel Group ✓ Low-cost, best-in-class operations ✓ Step change in returns from favorable trade actions on the horizon 81
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2 0 2 6 I N V E S T O R D A Y A Clear Framework for Profitability and Growth Driving Significant Value Creation Profitability Enablers • Leading market positions • Improved market structure • Durable margin uplift driven by TAG program initiatives Growth Enablers • Secular tailwinds in our product markets • Incremental earnings from TAG • Benefits from recent organic investments • Strategic acquisitions into Precast • Broader Early-Stage Construction solutions opportunities Financial Differentiators • Resilient margin profile • Strong and flexible balance sheet • Significant cash flow generator Superior Performance • Higher EBITDA margins • Structurally enhanced Free Cash Flow and conversion • Value creating ROIC • Enhanced shareholder value 82
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2 0 2 6 I N V E S T O R D A Y Leveraging Our Scale to Drive Margin Expansion TAG Driving Structural Margin Reset 2 0 2 6 I N V E S T O R D A Y ✓ Operational excellence delivering productivity and cost improvements ✓ Commercial excellence attaining full value for our products and services ✓ SG&A and overhead efficiency driven by operating scale and automation >200bps Margin Enhancement1 $350M+ Gross Annual EBITDA Benefits by End of FY271 Committed to At Least Offsetting Inflation Going Forward For footnoted information, refer to Appendix. 83 $200M+ Margin Benefit Net of Inflation by End of FY271
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2 0 2 6 I N V E S T O R D A Y Construction Solutions Investments Enhance CMC’s Financial Profile Profitability Profiles FCF Conversion Profiles For footnoted information, refer to Appendix. Note: Figures are TTM Q3 FY26 excluding Precast (Illustrative). FCF = Free Cash Flow 84 14.2% 19.1% 34.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% CMC Core EBITDA Margin* CSG Adj. EBITDA Margin* Precast Adj. EBITDA Margin*1 (Excluding precast) (Illustrative)2 59% 84% 90% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% CMC* CSG* Precast*3 2(Normalized & excluding precast) 4 (Illustrative)
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2 0 2 6 I N V E S T O R D A Y Committed to High-Quality Balance Sheet and Effective Liquidity Management Expect to be Within Net Leverage Target Range by End of Year Net Leverage Adjusted for Acquisitions (Illustrative)*1 Well-Positioned to Support Strategy • Total available liquidity of $1.7B2 • Manageable debt profile with no maturities due until 2030 • 5% average cost of debt • Commitment to quickly de-lever post acquisitions 2.5x 2.3x 2.1 Post Precast Closing 2Q26 3Q26 Acquisitions of <2.0 Target Range For footnoted information, refer to Appendix. 85
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2 0 2 6 I N V E S T O R D A Y FY29 Core EBITDA Bridge1 Assumptions • Midcycle macro economic environment • Reflects only organic growth projects currently in progress • Durable margin uplift from incremental TAG benefits • Low end of range reflects 25% tariff rate • No additional inorganic growth included 2 0 2 6 I N V E S T O R D A Y TTM Q3 FY26 Precast Organic Growth TAG Market Impact FY29E $1,259 $1,650 – $1,800 Annualized estimated precast earnings not represented in TTM Incremental gross TAG benefits net of inflation Market growth and policy impacts Includes Steel WV, MBQ Expansion, Geogrid Expansion, Galvabar® Expansion, other inflight projects, and precast synergies 10-13% CAGR For footnoted information, refer to Appendix. 86 CMC Controllables *
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2 0 2 6 I N V E S T O R D A Y Flexible Capex Model and Reduced Commitments Supports Step Change in Free Cash Flow Generation Unlocking Step-Change in Free Cash Flow Generation Free Cash Flow*1 ($M) & Free Cash Flow Conversion*2 (%) Exiting Recent Peak Capital Investment Cycle Capex ($M) $513 ~$275 TTM Q3 FY26 FY29E Expect Meaningful Decline in Capex Upon Completion of Steel WV Micro Mill by Year End 2026 Capital Cycle Ending, Free Cash Flow Inflecting; Step Change Supports Strategic Flexibility and Shareholder Returns $746 59% 0% 100% 200% 300% 400% 500% 600% 700% 800% 900% $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 TTM Q3 FY26 FY29E $1,375 – $1,525 80% – 85% $1,259 $1,650 - $1,800 TTM Q3 FY26 FY29E Driving EBITDA Growth Core EBITDA* ($M) For footnoted information, refer to Appendix. 87
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2 0 2 6 I N V E S T O R D A Y Construction Solutions Group: A Key Driver of CMC’s Transformation Adjusted EBITDA* ($M) $247 ~$500 0 100 200 300 400 500 600 TTM Q3 FY26 FY29E Adjusted EBITDA Margin* (%) 22% ~29% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% TTM Q3 FY26 FY29E For footnoted information, refer to Appendix. 88 Free Cash Flow Conversion*1 71% 85% 60% 65% 70% 75% 80% 85% 90% TTM Q3 FY26 FY29E Construction Solutions Group % of Core EBITDA 28% TTM Q3 FY26 2029 aspirational including inorganic growth 40%+ adj. for acquisitions (Illustrative)*2
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2 0 2 6 I N V E S T O R D A Y Prudent Long-Term Capital Allocation Philosophy Driving Value Creation Historical Uses of Cash (FY23 – FY25) 37% 32% 31% Go-Forward Priorities Growth (Growth Capex and M&A) Maintenance Capex Shareholder Returns Value- Generating Growth • Capex: focus on high return, low capital intensity projects • M&A: add businesses that strengthen existing portfolio and enhance commercial offering Shareholder Distributions • Dividends: drive regular cadence of dividend increases • Share repurchases: support competitive level of shareholder returns from enhanced cash flows Debt Management • Maintain strong balance sheet to support strategic execution with net leverage target of <2.0x Note: Percentages may not sum to 100% due to rounding. 89
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2 0 2 6 I N V E S T O R D A Y Expands U.S. Footprint, with a Focus on High- Population-Growth Markets Complements Our Early-Stage Construction Strategy with Capabilities that Deepen Customer Connectivity Creates Meaningful Opportunities for Both Revenue and Cost Synergies Clear and Strategic M&A Framework Disciplined Approach Focused on Strategic Targets at the Right Value While Preserving Our Fortress Balance Sheet FINANCIAL FILTERS • Predictable, stable growth (>1.5x GDP) • Higher, more stable margin profile • Run-rate synergies within 2-3 years of closing • EBITDA margin >20% • ROIC > WACC by year 3 • Deleveraging to 2x Net Leverage target within 18 – 24 months STRATEGIC CRITERIA 90
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2 0 2 6 I N V E S T O R D A Y Announcing Incremental Share Repurchase Authorization Incremental Share Repurchase Authorization $600M 91 Remaining ~$117M on Existing Authorization
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2 0 2 6 I N V E S T O R D A Y Looking Ahead: FY29 Financial Targets1 $1,650M – $1,800M Core EBITDA5 15% – 16% Core EBITDA Margin5 13.0% – 14.5% ROIC4,5 $1,375M – $1,525M Free Cash Flow2,5 80% – 85% Free Cash Flow Conversion3,5 40%+ CSG % of Core EBITDA Aspirational Including Inorganic Growth5 For footnoted information, refer to Appendix. CSG = Construction Solutions Group. 92
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2 0 2 6 I N V E S T O R D A Y Confident in Long-Term Value Creation Opportunity Given Earnings Growth and Margin Profile NTM EV / EBITDA VS. PEERS 1 2 93 3 For footnoted information, refer to Appendix. Steel Peers: NUE, STLD. Construction Materials Peers: CRH, AMRZ, WMS, EXP, ACA, MWA. 13.5% 11.9% CMC (Acq. Adj.) Steel Peers4 78.4% 5.7% CMC CSG (Acq. Adj.) Construction Materials Peers4 15.2% 14.7% CMC (Acq. Adj.) Steel Peers4 25.5% 25.6% CMC CSG (Acq. Adj.) Construction Materials Peers 4 Adjusted EBITDA Margin* (Trailing Twelve Months) Adjusted EBITDA CAGR* (FY15 – FY25) Core EBITDA CAGR* (FY15 – FY25) Core EBITDA Margin* (Trailing Twelve Months) ~7x ~8x – 10x ~11x – 13x CMC Steel Peers Construction Materials Peers
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2 0 2 6 I N V E S T O R D A Y Key Takeaways 1 2 3 4 2 0 2 6 I N V E S T O R D A Y 5 Driving durable margin improvement through TAG operational and commercial excellence initiatives Unlocking significant value from capital already deployed and levers within our control Delivering structurally higher FCF at a materially higher conversion rate supported by the completion of our final steel mill in West Virginia Executing a disciplined capital allocation strategy focusing on measured growth, return of capital to shareholders, and maintaining a strong balance sheet Introducing FY29 financial targets, reflecting our ability to grow, increase margins, generate significant cash flow, and create exceptional shareholder value 94
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2 0 2 6 I N V E S T O R D A Y Peter Matt | PRESIDENT AND CHIEF EXECUTIVE OFFICER Bringing it Together
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2 0 2 6 I N V E S T O R D A Y What You Have Heard from Each Speaker Today 2 0 2 6 I N V E S T O R D A Y Ty Garrison TAG Brian Halloran North America Steel Group (NASG) Keith Haas Precast Mike Doucet Emerging Businesses Group (EBG) Paul Lawrence Finance Leveraging TAG as CMC’s enterprise execution engine to translate operational excellence, capital discipline, and commercial execution into durable value creation Focusing on best-in-class cost, commercial execution and growth from capital already invested to drive higher margins, cash flow and returns Strengthening our leadership in Early-Stage Construction through a differentiated precast platform that brings strong and stable profitability, attractive margins, compelling cash flow characteristics, and creates an exciting growth runway Scaling adjacent growth platforms that expand CMC’s capabilities and create long-term value working with CMC’s other businesses Driving sustainably higher margins, returns and free cash flow through disciplined execution to support a deliberate strategy balancing growth and capital returns 96
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2 0 2 6 I N V E S T O R D A Y Invest with Us FY29 Financial Targets1 2 0 2 6 I N V E S T O R D A Y $1,650M – $1,800M Core EBITDA5 $1,375M – $1,525M Free Cash Flow2,5 13.0% – 14.5% ROIC4,5 15% – 16% Core EBITDA Margin5 80% – 85% Free Cash Flow Conversion3,5 40%+ CSG % of Core EBITDA Aspirational Including Inorganic Growth5 In Early-Stage Construction with leading, difficult-to- replicate positions in attractive markets Focused on improving margins / returns and opening exciting, new growth lanes Supporting step change in profitability through ongoing focus on commercial and operational excellence Through multi-year demand trends, TAG, organic growth, and portfolio extensions Enabled by enhanced earnings and cash flow generation with disciplined capital deployment For footnoted information, refer to Appendix. 97 Delivering Strong Shareholder Returns Industry Leader Undergoing Transformation Driving Durable Margin Expansion Growth
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2 0 2 6 I N V E S T O R D A Y Q&A Session
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2 0 2 6 I N V E S T O R D A Y Appendix
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2 0 2 6 I N V E S T O R D A Y All *Represents a non-GAAP financial measure. For definitions and reconciliations of non-GAAP financial measures to the most directly comparable GAAP financial measures, see appendix. Slide 7 1. As of 7/31/2026. 2. Calculated as TTM Q3 FY26 segment adjusted EBITDA divided by consolidated core EBITDA with adjustments to CSG adjusted EBITDA and consolidated core EBITDA to (a) eliminate actual Precast business adjusted EBITDA since the respective acquisitions through May 31, 2026 and (b) add $245 million of expected annualized EBITDA contribution from the Precast business. These adjustments are referred to as the "Precast Adjustments." Annualized EBITDA contribution from the Precast business was estimated at the t ime of the acquisitions based on financial results for Foley for the 12 months 9/30/25 and forecasted CY 2025 results for CP&P. Slide 10 1. Combined for North America Steel Group and Construction Solutions Group segments. 2. Based on analysis from the Brookings Institute and Realtor.com. Slide 12 1. Benefit estimates are based on the value of changes to key margin, cost, or efficiency drivers achieved through the TAG program as compared to a baseline fiscal 2024 starting point. Slide 14 1. Defined as core EBITDA less CapEx. 2. We have not reconciled the forward-looking estimates of free cash flow to the comparable GAAP measure because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of free cash flow to the comparable GAAP measure is not available at this time without unreasonable effort. Slide 17 1. As of 2026, based on management estimates. Slide 18 1. Assumes midcycle economic conditions. Lower end of ranges reflects a 25% tariff environment with upside considering the current environment. 2. Defined as core EBITDA less CapEx. 3. Defined as core EBITDA less CapEx over core EBITDA. 4. ROIC is calculated as NOPAT, excluding amortization and including adjustments for tax benefits, divided by invested capital. 5. We have not reconciled the forward-looking estimates of core EBITDA, core EBITDA margin, ROIC, and free cash flow to the comparable GAAP measures because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of these non-GAAP measures are not available at this time without unreasonable effort. End Notes 100
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2 0 2 6 I N V E S T O R D A Y Slide 19 1. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiple for CMC from July 1, 2025 through July 21, 2026. 2. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiples for selected Steel Peers from July 1, 2025 through July 21, 2026. 3. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiples for selected Construction Materials Peers from July 1, 2025 through July 21, 2026. 4. Calculated as Construction Solutions Group adjusted EBITDA divided by consolidated core EBITDA. For the "current adj. for acquisitions (illustrative)" figure, both the numerator and denominator reflect Precast Adjustments. Annualized EBITDA contribution from the Precast business was estimated at the time of the acquisitions b ased on financial results for Foley for the 12 months 9/30/25 and forecasted CY 2025 results for CP&P. Slide 25 1. Benefit estimates based on TAG program improvements versus FY2024 baseline. Slide 28 1. Compared to a baseline fiscal 2024 starting point. Slide 32 1. Management estimates versus initial estimates. Slide 36 1. Corrosion-resistant rebar products are provided by EBG segment. Slide 38 1. Source: ITC and Department of Commerce. Slide 40 1. Benefit estimates based on FY2024 baseline. Slide 41 1. Benefit estimates based on FY2024 baseline. Slide 42 1. Management estimates. Slide 54 1. Sources: Ducker Carlisle Analysis, NOAA, FERC, and AWWA. Slide 56 1. Based on financial results for Foley for the 12 months ended 9/30/2025 and forecasted CY 2025 financial results for CP&P. 2. Based on facility count. Slide 57 1. Source: Fastmarket. 2. Defined as consolidated core EBITDA less Precast Adjustments over Net Sales less Precast Adjustments. 3. Defined as core EBITDA less CapEx less Precast Adjustments over core EBITDA less Precast Adjustments. 4. Estimated based on financial results for Foley for the 12 months ended 9/30/2025 and forecasted CY 2025 financial results for CP&P End Notes 101
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2 0 2 6 I N V E S T O R D A Y Slide 58 1. Source: Ducker Carlisle Analysis. Slide 64 1. We have not reconciled the forward-looking estimates of incremental EBITDA generation to the comparable GAAP measures because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of incremental EBITDA generation to net earnings are not available at this time without unreasonable effort. Slide 65 1. Source: Third party research based on National Precast Concrete Association data. Slide 69 1. Source: ConstructConnect forecast report. Slide 72 1. Benefit estimates based on FY2024 baseline. Slide 83 1. Benefit estimates are based on TAG program improvements versus FY2024 baseline. Slide 84 1. Defined as adjusted EBITDA less Precast Adjustments over net sales less Precast Adjustments. 2. Estimated based on financial results for Foley for the 12 months ended 9/30/2025 and forecasted CY 2025 financial results for CP&P. 3. Defined as consolidated core EBITDA less CapEx over consolidated core EBITDA. 4. Defined as adjusted EBITDA less CapEx less Precast Adjustments over adjusted EBITDA less Precast Adjustments. The CapEx figure used in this calculation excludes one-time CapEx investments in the new Galvabar facility and in the Blackwell facility. Slide 85 1. Net leverage adjusted for acquisitions (illustrative) represents net debt divided by trailing 12-month adjusted EBITDA. With respect to figures presented for Post Precast Closing, 2Q26 and 3Q26, trailing 12-month adjusted EBITDA has been further adjusted to reflect (a) Precast Adjustments and (b) eliminate the impact of $13.4 million,$20.6 million and $2.5 million of acquisition, integration and financing related costs incurred in 1Q26, 2Q26 and 3Q26, respectively. Net debt is a non-GAAP measure and is calculated as total long term debt plus the current portion of long-term debt, less outstanding proceeds under the Poland accounts receivable facility, cash and cash equivalents. 2. As of 5/31/26, no balances outstanding under revolving credit facility; $33M under Poland AR facility. Slide 86 1. We have not reconciled the forward-looking estimates of core EBITDA to the comparable GAAP measures because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of core EBITDA to net earnings are not available at this time without unreasonable effort. Slide 87 1. Defined as core EBITDA less CapEx. 2. Defined as core EBITDA less CapEx over core EBITDA. End Notes 102
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2 0 2 6 I N V E S T O R D A Y Slide 88 1. Defined as adjusted EBITDA less CapEx over adjusted EBITDA. 2. Calculated as CSG adjusted EBITDA divided by consolidated core EBITDA. For the “TTM Q3 FY26 adj. for acquisitions (illustrative)" figure, both the numerator and denominator reflect Precast Adjustments. Annualized EBITDA contribution from the Precast business was estimated at the time of the acquisitions based on financial results for Foley for the 12 months 9/30/25 and forecasted CY 2025 results for CP&P. Slide 92 1. Assumes midcycle economic conditions. Lower end of ranges reflects a 25% tariff environment with upside considering the current environment. 2. Defined as core EBITDA less CapEx. 3. Defined as core EBITDA less CapEx Over core EBITDA. 4. ROIC is calculated as NOPAT, excluding amortization and including adjustments for tax benefits, divided by invested capital. 5. We have not reconciled the forward-looking estimates of core EBITDA, core EBITDA margin, ROIC, and free cash flow to the comparable GAAP measures because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of these non-GAAP measures are not available at this time without unreasonable effort. Slide 93 1. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiple for CMC from July 1, 2025 through July 21, 2026. 2. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiples for selected Steel Peers from July 1, 2025 through July 21, 2026. 3. Source: Capital IQ. Generalized NTM EV/EBITDA trading multiples for selected Construction Materials Peers from July 1, 2025 through July 21, 2026. 4. Acquisition adjustment includes eliminating, where applicable, actual Precast business net sales and adjusted EBITDA since the respective acquisitions through May 31, 2026 and adding $730 million of net sales and $245 million of expected annualized EBITDA contribution from the Precast business. Slide 97 1. Assumes midcycle economic conditions. Lower end of ranges reflects a 25% tariff environment with upside considering the current environment. 2. Defined as core EBITDA less CapEx. 3. Defined as core EBITDA less CapEx Over core EBITDA. 4. ROIC is calculated as NOPAT, excluding amortization and including adjustments for tax benefits, divided by invested capital. 5. We have not reconciled the forward-looking estimates of core EBITDA, core EBITDA margin, ROIC, and free cash flow to the comparable GAAP measures because applicable information for future periods, on which these reconciliations would be based, is not readily available due to uncertainty regarding future economic conditions. Accordingly, reconciliations of the forward-looking estimates of these non-GAAP measures are not available at this time without unreasonable effort. End Notes 103
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 104 3 MONTHS ENDED Figures in thousand $ 5/31/2026 2/28/2026 11/30/2025 8/31/2025 TTM Net earnings $173,015 $93,032 $177,282 $151,781 $595,110 Interest expense 40,205 40,928 24,848 12,145 118,126 Income tax expense 15,824 16,708 5,653 41,452 79,637 Depreciation and amortization 107,422 102,567 72,722 72,480 355,191 Asset impairments – – – 3,436 3,436 Unrealized (gain) loss on undesignated commodity hedges (557) (1,979) 8,063 (2,866) 2,661 Adjusted EBITDA $335,909 $251,256 $288,568 $278,428 $1,154,161 Non-cash stock-based compensation 11,384 14,806 11,236 9,237 46,663 Litigation expense 3,778 4,067 3,735 3,776 15,356 Acquisition and integration related costs 2,525 20,605 13,379 – 36,509 Purchase accounting effect on inventory – 6,739 – – 6,739 Core EBITDA $353,596 $297,473 $316,918 $291,441 $1,259,428 Net sales 2,483,245 2,132,018 2,120,307 2,114,518 8,850,088 Core EBITDA margin 14.2% 14.0% 14.9% 13.8% 14.2% Adjusted EBITDA margin 13.5% 11.8% 13.6% 13.2% 13.0% Precast net sales 175,700 144,587 – – 320,287 Precast core EBITDA 52,914 33,562 – – 86,476 Precast annualized revenue – – – – 730,000 Adjusted net sales – – – – $9,259,801 Precast core EBITDA adjusted for purchase accounting effect on inventory 52,914 40,301 – – 93,215 Annualized midpoint – Precast – – – – 245,000 Adjusted core EBITDA – – – – $1,411,213 Adjusted EBITDA margin (CMC) acquisition adjustments – – – – 15.2%
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 105 Figures in thousand $ TTM Precast as Reported Annualized Midpoint - Precast Adjustments for Acquisition % of Core EBITDA Adjusted for AcquisitionPercentage of Core EBITDA by segment 5/31/2026 North America Steel Group adjusted EBITDA $1,056,483 – – – 75% Construction Solutions Group adjusted EBITDA 241,042 (93,215) 245,000 392,827 28% Europe Steel Group adjusted EBITDA 83,264 – – – 6% Corporate and other adjusted EBITDA (226,628) – – – -9% Total adjusted EBITDA $1,154,161 ($93,215) $245,000 $392,827 – Other adjustments 105,267 – – – – Core EBITDA $1,259,428 ($93,215) $245,000 $1,411,213 –
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2 0 2 6 I N V E S T O R D A Y 106 Non-GAAP Reconciliations 3 MONTHS ENDED Figures in thousand $ 5/31/2026 2/28/2026 11/30/2025 8/31/2025 TTM Net earnings $173,015 $93,032 $177,282 $151,781 $595,110 Interest expense 40,205 40,928 24,848 12,145 118,126 Income tax expense 15,824 16,708 5,653 41,452 79,637 Depreciation and amortization 107,422 102,567 72,722 72,480 355,191 Asset impairments – – – 3,436 3,436 Unrealized (gain) loss on undesignated commodity hedges (557) (1,979) 8,063 (2,866) 2,661 Adjusted EBITDA $335,909 $251,256 $288,568 $278,428 $1,154,161 Non-cash stock-based compensation 11,384 14,806 11,236 9,237 46,663 Litigation expense 3,778 4,067 3,735 3,776 15,356 Acquisition and integration related costs 2,525 20,605 13,379 – 36,509 Purchase accounting effect on inventory – 6,739 – – 6,739 Core EBITDA $353,596 $297,473 $316,918 $291,441 $1,259,428 Capital expenditures (156,141) (122,695) (125,437) (108,917) (513,190) Free cash flow $197,455 $174,778 $191,481 $182,524 $746,238
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2 0 2 6 I N V E S T O R D A Y 107 Non-GAAP Reconciliations Precast as Reported Adjusted for Purchase Accounting Effect on Inventory CMC Excluding Precast TTM 5/31/2026 Precast Illustrative TTM 9/30/2025Figures in thousand $ TTM 5/31/2026 Revenue $8,850,088 $320,287 $8,529,801 $730,000 Core EBITDA 1,259,428 93,215 1,166,213 245,000 EBITDA margin 14.2% – 13.7% 34% Capital expenditures (513,190) – (491,842) (25,000) Free cash flow 746,238 – 674,371 220,000 Free cash flow conversion 59% – 58% 90%
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2 0 2 6 I N V E S T O R D A Y 108 Non-GAAP Reconciliations 3 MONTHS ENDED Figures in thousand $ 5/31/2026 2/28/2026 11/30/2025 8/31/2025 TTM Emerging Businesses Group Net sales $218,874 $169,838 $198,277 $221,753 $808,742 Adjusted EBITDA 44,497 19,858 39,581 50,630 154,566 Adjusted EBITDA margin 20.3% 11.7% 20.0% 22.8% 19.1% 3 MONTHS ENDED Figures in thousand $ 5/31/2025 2/28/2025 11/30/2024 8/31/2024 TTM YoY Change Emerging Businesses Group Net sales $197,454 $158,864 $169,415 $195,571 $721,304 12.1% Adjusted EBITDA 40,912 23,519 22,660 42,519 129,610 19.3% Adjusted EBITDA margin 20.7% 14.8% 13.4% 21.7% 18.0% – Year Ended August 31, Figures in thousand $ 2025 2024 Emerging Businesses Group Net sales $747,486 $717,397 Adjusted EBITDA 137,721 129,530 Adjusted EBITDA margin 18.4% 18.1%
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 109 Year Ended August 31, Figures in thousand $ 2025 2024 2023 2022 2021 2020 2019 TTC Net earnings $84,662 $485,491 $859,760 $1,217,262 $412,865 $278,302 $198,779 – Interest expense 45,498 47,893 40,127 50,709 51,904 61,837 71,373 – Income tax expense 22,883 150,180 262,207 297,885 121,153 92,476 69,681 – Depreciation and amortization 285,877 280,367 218,830 175,024 167,613 165,749 158,653 – Asset impairments 4,607 6,708 3,780 4,926 6,784 7,611 384 – Unrealized (gain) loss on undesignated commodity hedges (2,804) (1,962) 3,122 (3,798) (3,350) 4,962 409 – Amortization of acquired unfavorable contract backlog – – – – (6,035) (29,367) (74,784) – Adjusted EBITDA $440,723 $968,677 $1,387,826 $1,742,008 $750,934 $581,570 $424,495 – Non-cash stock-based compensation 37,053 45,066 60,529 46,978 43,677 31,850 25,106 – Settlement of New Markets Tax Credit transactions (2,786) (6,748) (17,659) – – – – – Litigation expense 362,272 – – – – – – – Acquisition and integration related costs – – – 8,651 – – 41,958 – Gain on sale of assets – – – (273,315) (10,334) – – – Loss on debt extinguishment – – – 16,052 16,841 1,778 – – Purchase accounting effect on inventory – – – 8,675 – 11,105 10,315 – Labor cost government refund – – – – (1,348) (2,985) – – Facility closure – – – – 10,908 – – – Acquisition settlement – – – – – 32,123 – – Core EBITDA $837,262 $1,006,995 $1,430,696 $1,549,049 $810,678 $655,441 $501,874 $970,285
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 110 3 MONTHS ENDED Figures in thousand $ 5/31/2026 2/28/2026 11/30/2025 8/31/2025 TTM Construction Solutions Group Net sales $394,574 $314,425 $198,277 $221,753 $1,129,029 Adjusted EBITDA* 97,411 60,159 39,581 50,630 247,781 Adjusted EBITDA margin 24.7% 17.0% 20.0% 22.8% 21.9% Precast revenue 175,700 144,587 – – 320,287 CSG revenue excluding precast 218,874 169,838 198,277 221,753 808,742 Precast adjusted EBITDA* 52,914 40,301 – – 93,215 CSG adjusted EBITDA excluding precast 44,497 19,858 39,581 50,630 154,566 CSG adjusted EBITDA margin excluding precast 20% 12% 20% 23% 19.1% Free cash flow, excluding Precast, Galvabar, Blackwell – – – – 130,079 CSG (normalized & excluding Precast) – – – – 84% CSG capital expenditures – – – – 71,720 CSG free cash flow – – – – 176,061 CSG free cash flow conversion – – – – 71% *TTM figure is exclusive of $6.7 million purchase accounting effect on inventory
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 111 Figures in thousand $ 5/31/2026 2/28/2026 Post Precast Close TTM CMC EBITDA (excluding PSG impact) $1,169,517 $1,021,095 $896,865 Precast EBITDA contribution in above figure 86,476 33,562 N/A TTM Non Precast CMC EBITDA (excluding PSG impact) $1,083,041 $987,533 $896,865 Midpoint Annual Precast EBITDA contribution 245,000 245,000 245,000 Modified EBITDA $1,328,041 $1,232,533 $1,141,865 Debt 3,367,472 3,362,515 3,344,782 Cash 559,759 495,036 521,661 Net Debt $2,807,713 $2,867,480 $2,823,121 Net Leverage Adjusted for Acquisitions 2.1x 2.3x 2.5x
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 112 FY 2015 FY 2025 10 year EBITDA CAGRFigures in thousand $ Core EBITDA $305,645 $837,262 – Annualized midpoint - Precast – 245,000 – Total core EBITDA adjusted for acquisitions $305,645 $1,082,262 13.5%
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2 0 2 6 I N V E S T O R D A Y Non-GAAP Reconciliations 113 FY 2020 FY 2025 5 year EBITDA CAGR TTM Q3 FY 2026Figures in thousand $ Construction Solutions Group Net sales – – – $1,129,029 Precast revenue – – – 320,287 Precast annualized revenue – – – 730,000 Adjusted net sales – – – $1,538,742 Precast Adjusted EBITDA* – – – 93,215 CSG adjusted EBITDA – – – 241,042 Core EBITDA 21,192 137,721 – – Annualized midpoint – Precast – 245,000 – 245,000 Total core EBITDA adjusted for acquisitions $21,192 $382,721 78.4% – Adjusted core EBITDA – – – 392,827 Adjusted EBITDA margin (CMC CSG) acquisition adjustments – – – 25.5% *TTM figure is exclusive of $6.7 million purchase accounting effect on inventory
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2 0 2 6 I N V E S T O R D A Y Speaker Bios
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2 0 2 6 I N V E S T O R D A Y Peter Matt | PRESIDENT AND CHIEF EXECUTIVE OFFICER Peter Matt is President and Chief Executive Officer of CMC. He was appointed President in April 2023 and Chief Executive Officer in September 2023. Prior to his appointment as President, Peter has served as a member of CMC’s Board of Directors since June 2020. He continues to serve on the Board of CMC. Before joining CMC, Peter served as the Executive Vice President and Chief Financial Officer of Constellium SE, a leading global aluminum fabrication company. Prior to Constellium, he spent 30 years in investment banking with Credit Suisse in various leadership positions. Over the course of his career, Peter has amassed a wealth of industry experience from his time working with manufacturing companies in the metals and metals-related industries, and brings significant financial, strategic and executive managerial experience to CMC. He serves as a board member for the FX Matt Brewing Company, a family company founded in 1888. He is also active as a mentor with American Corporate Partners, an organization helping military veterans transition to the civilian workforce and serves on the board of the Metals Service Center Institute. Peter graduated from Amherst College where he earned a degree in English. 2 0 2 6 I N V E S T O R D A Y 115
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2 0 2 6 I N V E S T O R D A Y Ty Garrison | SVP, OPERATIONAL AND COMMERCIAL EXCELLENCE Ty Garrison is Senior Vice President of Operational & Commercial Excellence for CMC. In this role Ty oversees Global operations support functions, including safety, engineering, environmental, and supply chain. He is also responsible for developing and leading the company’s Commercial Excellence strategy, with additional focus on planning and executing CMC’s integration, innovation and digital initiatives. He works closely with CMC’s North America Steel Group and the Emerging Businesses Group leadership. Prior to his current role, Ty served as CMC’s Senior Vice President of Operations where he was responsible for operations and commercial teams in the U.S. and Poland, along with supply chain, engineering and operational excellence. Ty joined CMC in 2000 and has served in many roles across both sales and operations, including Vice President of the West Region and Vice President of the East Region prior to his appointment as Senior Vice President of Strategy and Operations in 2021. Ty currently serves as the Chairman of the Steel Manufacturers Association. He is also a member of the Association for Iron and Steel Technology and has actively participated in the Concrete Reinforcing Steel Institute. Ty holds a B.A. from Texas Lutheran University in Education and Political Science. 2 0 2 6 I N V E S T O R D A Y 116
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2 0 2 6 I N V E S T O R D A Y Brian Halloran | SVP, NORTH AMERICA STEEL GROUP Brian Halloran is Senior Vice President of the North America Steel Group at CMC. Brian is responsible for the commercial, operational, and financial performance of CMC’s North American steel mills, CMC Southern Post, rebar fabrication, recycling and post- tension businesses. Brian joined CMC in 1998, and has worked in numerous commercial and operational roles, most recently as Vice President of CMC’s Central Division. He is a member of the Recycled Materials Association (ReMa), and a former Chair of ReMa’s Ferrous Division. Brian holds a BSBA in Finance and International Business from Bowling Green State University and an MBA in Finance from Southern Methodist University. 2 0 2 6 I N V E S T O R D A Y 117
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2 0 2 6 I N V E S T O R D A Y Keith Haas | SVP, PRECAST GROUP Keith Haas is Senior Vice President, Precast Group at CMC. In this role, Keith is responsible for the commercial, operational, and financial performance of CMC’s precast business, which operates across the southeastern, mid-Atlantic and western United States. Keith joined CMC in 2025 with CMC’s acquisition of Foley Products, a leader in the pipe and precast industry in the United States. Prior to joining CMC, he served as Foley Products’ Chief Executive Officer. Keith has served in several different independent director and executive leadership roles and has more than 30 years of experience in the building products industry, including with CRH plc, BlueLinx Corporation, and Northwest Hardwoods, Inc. In addition to his role at CMC, Keith is a director of the American Concrete Pipe Association and the Georgia Chapter of Breakthrough T1D. Keith holds a Bachelor of Science degree in Mechanical Engineering from the Georgia Institute of Technology and earned an MBA from Georgia State University. 2 0 2 6 I N V E S T O R D A Y 118
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2 0 2 6 I N V E S T O R D A Y Mike Doucet | SVP, EMERGING BUSINESSES GROUP Mike Doucet is Senior Vice President, Emerging Businesses Group at CMC. In his current role, Mike is responsible for the commercial, operational and financial performance and growth strategy for several CMC businesses, including CMC Poland, Tensar®, Geopier, Performance Reinforcing Steel, Impact Metals, Construction Services and CMC Anchoring Systems. In collaboration with CMC’s corporate strategy team, he also works to identify and look for synergies across CMC’s portfolio of offerings. Before his current role, Mike was Vice President, Commercial at CMC. He began his career in the sales department at CMC Steel Texas in 1996. He served in numerous roles from 2002 to 2013 including General Manager, Regional Sales Manager, and Director of Sales. In 2020, he rejoined CMC as GalvaBar® Director of Operations as part of the company’s acquisition of the GalvaBar® assets from AZZ. Mike most recently served as CMC’s Vice President of the Southeast Region, a position he was promoted to in December of 2020. He was appointed Vice President, Commercial in April 2022. Mike is active in various industry associations including Concrete Reinforcing Steel Institute and Associated Builders and Contractors. Mike holds a degree in Marketing from Texas Lutheran University and an MBA from University of Texas at San Antonio. 2 0 2 6 I N V E S T O R D A Y 119
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2 0 2 6 I N V E S T O R D A Y Paul Lawrence | SVP AND CHIEF FINANCIAL OFFICER Paul Lawrence is Senior Vice President and Chief Financial Officer of CMC. Paul joined CMC in February 2016 as Vice President of Finance and has held various finance leadership positions, including Treasurer and Vice President of Financial Planning and Analysis, and was appointed to his current role in November 2021. Prior to joining CMC, Paul worked with Gerdau from 2003 to 2016, holding several roles including North American Information Technology Leader, Assistant Vice President and Corporate Controller and Deputy Corporate Controller. From 1998 to 2002, Mr. Lawrence held several financial positions with Co-Steel Inc., which was acquired by Gerdau SA. Paul studied at Queen’s University in Ontario and holds an Honors Bachelor of Commerce. 2 0 2 6 I N V E S T O R D A Y 120