Presentation dated November 18, 2010

November 18, 2010

Exhibit 99.1

This presentation contains forward-looking statements. The words ‘‘anticipate,’’ ‘‘intend,’’ ‘‘plan,’’ ‘‘estimate,’’ ‘‘believe,’’ ‘‘expect,’’ ‘‘predict,’’

‘‘potential,’’ ‘‘project,’’ ‘‘could,’’ ‘‘will,’’ ‘‘should,’’ ‘‘may,’’ ‘‘would’’ and similar expressions are intended to identify forward-looking statements,

although not all forward-looking statements contain such identifying words. All statements in this presentation, other than statements of historical fact,

including statements regarding our business strategy, future operations, financial position, cost savings, prospects, plans and objectives, as well as

information concerning industry trends and expected actions of third parties, are forward-looking statements. All forward-looking statements speak

only as of the date on which they are made. Such statements reflect our current assumptions concerning future events and are subject to a number of

risks and uncertainties, many of which are outside our control and could cause actual results to differ materially from such statements. For a detailed

description of risks and uncertainties and other factors you should consider, see ‘‘Risk Factors’’ in our Annual Report on Form 10-K for the fiscal year

ended December 27, 2009 and in our other filings made from time to time with the SEC. Except as required by applicable law, we do not undertake any

obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events or otherwise to reflect

actual results or changes in factors or assumptions affecting such forward-looking statements.

The financial information included in this presentation includes EBITDA, or net income (loss) before interest, taxes, depreciation and amortization,

Adjusted EBITDA, gross margin before restructuring costs and net debt. EBITDA, Adjusted EBITDA, gross margin before restructuring costs and net

debt are non-GAAP financial measures as defined in Item 10 of Regulation S-K of the Securities Exchange Act of 1934. EBITDA, Adjusted EBITDA and

gross margin before restructuring costs are not measures of financial performance calculated in accordance with GAAP and should not be considered as

an alternative to net income (loss) or any other performance measure calculated in accordance with GAAP, or as an alternative measure of liquidity. Net

debt is not a measure of financial condition calculated in accordance with GAAP and should not be considered as an alternative to total debt or other

measures of financial condition calculated in accordance with GAAP. EBITDA, Adjusted EBITDA, gross margin before restructuring charges and net

debt should be viewed in addition to, and not as a substitute for, analysis of our results and financial condition reported in accordance with GAAP. The

appendix to this presentation includes a reconciliation of EBITDA, Adjusted EBITDA, gross margin before restructuring costs and net debt to the most

directly comparable financial measure calculated in accordance with GAAP. We present Adjusted EBITDA, EBITDA and gross margin before

restructuring costs to provide additional information regarding our current financial and operating performance because the measures exclude certain

items that may not be indicative of the company’s core operating results. Further, we believe these measures and net debt provide useful information to

the company and its investors, and are frequently utilized by security analysts, lenders and other parties to evaluate companies in our industry. In

addition, because we have historically provided EBITDA-based measures to investors and other interested parties, in some instances as required by our

financing arrangements, we believe that today’s presentation provides consistency in our financial reporting and is a useful supplemental measure in

comparing our performance from period to period.

•

Leader in Foodservice and Consumer single-use products used to serve food and

beverages in quick-serve restaurants, other foodservice settings and homes

•

Manufacture and supply a broad portfolio of products, including cups, lids, food

containers, plates, bowls, portion cups and cutlery

•

Diverse materials platform

•

Paper

•

Polystyrene, PET and Polypropylene resins

•

Foam

•

Renewable resources

•

Significant domestic manufacturing footprint with multiple distribution facilities

Founded by Leo J. Hulseman

in the 1930’s in Chicago

Solo has been a long time industry innovator

Paper cone cup in the 1940’s

2-piece wax cold cups in the 1950’s

Disposable Cozy Cup in the 1960’s

Expanded into straws and cutlery in the 1980’s

Eco-Forward

Bare

™

Solo

product

line

the

2000’s

In 2004,

Solo,

partnership

with

Vestar

Capital

Partners,

purchased SF

Holdings,

including

the

Sweetheart,

Hoffmaster

and

Fonda

businesses

In 2007-2008, Solo sold Hoffmaster, a subsidiary in Japan and two non-

core product lines

2010,

Solo

purchased

Innoware

Plastic

and

its

line

take-out

containers

Equity

Common –

SCC Holding Company LLC

Preferred –

Vestar

Capital Partners IV, L.P. and affiliates

Debt

8.5% Senior Subordinated Notes due 2014

$325 million

10.5% Senior Secured Notes due 2013

$300 million

Asset-Based Revolving Credit Facility due 2013

$200 million limit

(Balance $94 million at September 26, 2010)

No scheduled principal payments until 2013-2014

Ample Operating Flexibility

The purchase and integration of Sweetheart into Solo significantly

under-performed expectations

While multiple plants were closed, manufacturing synergies were

not achieved

Sales and administrative efficiencies were slow to be captured and

these costs initially increased

Solo’s financial statements were restated

Leverage increased to unacceptable levels

At the end of 2006:

Vestar

took control of the Board of Directors

A new management team was recruited

Financial covenants were re-negotiated

An asset disposal plan was put into effect

•

Comprehensive effort

to improve efficiency

on all manufacturing

and distribution assets

•

Reduce fixed costs

including

consolidating North

American

manufacturing

facilities from 32 in

2004 to 13

•

Broad procurement

initiative

•

Manage SG&A costs

Reduce Costs

Enhance

Operational

Productivity

Divest Non-Core

Assets

Improve Profits

•

Rationalize SKUs

•

Enforce commercial

arrangements

•

Optimize account and

product value

•

Establish superior

customer service

•

Transform sales and

marketing

effectiveness

•

Sale-leaseback

•

Uncoated white

paper plates

•

Hoffmaster

•

Japanese subsidiaries

•

Dairy packaging

product line

•

Improve productivity

of existing

manufacturing assets

•

Invest in state-of-the-

art manufacturing

equipment

•

Optimize utilization of

most efficient

manufacturing assets

•

Increase return on

invested capital

•

Reduce inventory

levels

From Fiscal Year 2006 to the 52-week period ended September 27, 2009, gross margin

increased from 9.5% to 13.1%

Solo began to take back or maintain market share, capitalizing on

several years of performance and cost improvement initiatives:

Over $200 million of capital investment

Significant cost improvement

5 plants and 1 distribution center closed

Performance

Improvement

Plan

–

Continuous

improvement

institutionalized in culture

July 2009 refinancing improved operating flexibility

We have completed one full year of volume improvement

Continued unemployment has dampened overall Food and Drink

Disposables industry demand, resulting in excess capacity

Foodservice down (Technomic)

Retail flat (Nielsen)

Resin prices have been volatile and paper prices have continued to

increase

There has been unusual resistance by customers to price increases

related to raw material cost increases

Near-term profitability adversely impacted

Negative Spread*: The third quarter is an improvement over the second quarter

While negative spread is $69 million, adjusted EBITDA is only down $34 million.

How did Solo recover $35 million of negative spread?

Increased volume

Cost reductions from PIP and Highland Park closures

Capital investment benefits

Improved results from International subsidiaries

Innoware

Plastic

(Creative

Carryouts

)

acquisition

Controlled discretionary spending

*Raw material change vs. customer pricing change

($ in millions)

ADJUSTED

vs. 2009

SPREAD

EBITDA

1Q10

($17.5)

($8.5)

2Q10

(36.6)

(18.0)

3Q10

(15.1)

(7.7)

Y-T-D

($69.2)

($34.2)

Refer to Appendix for reconciliation of net income (loss) to Adjusted EBITDA

Continue to invest in capital to improve throughput

Purchased Innoware

Plastic

in order to participate more quickly in

growing Take-Out category

Announced closure of 3 manufacturing facilities, move to continuous

operations in order to reduce fixed costs

Revamped Sales & Operations Planning (S&OP) process to improve

customer service and eventually reduce inventory investment

Significant focus on Product and Customer Profitability

Investment in consulting resources (The Hackett Group)

Solo has invested for both near-

and long-term success

2007

2008

2009

2010

Assets out:

Net book value of assets sold or taken out of service

Plant Closures/Restructuring Costs

Closed Plant Inefficiencies

*Accelerated depreciation charged

Assets in:

Capital Investments

Acquisition

Proceeds from asset sales reduced debt:

Sale of Hoffmaster business

170

Sale and leaseback of manufacturing facilities

130

Sale of Japanese business

Sale of other property, plant and equipment

383

New Foodservice Products:

Creative Carryouts

plastic food containers

Bare™

by Solo

Reveal™

polypropylene cups and lids

Duo Shield™

insulated hot cup

Continued Channel Expansion:

Deli takeout

Office supply

Foodservice Channel

New Consumer Products:

Solo Squared™

cups, plates and bowls

Heavy Duty line of paper products

Bare™

Solo

Specialty seasonal products

It’s My Solo Cup™

Expanded Channel Areas of Focus:

Value channel stores (i.e. dollar stores)

Club stores

Mass retailers

Consumer Channel

Recyclable

Materials

Compostable

Materials

After-use

Uncoated paper, wax-

coated paper, plant-

based plastic

coatings

Material

Reduction

Recycled

Content

Materials

Renewable

Materials

Pre-use

Polystyrene foam

90% air

Renewable

content, such as

sugar cane and

paper

Recycled paper

and plastic

content

PET and recycled

PET plastic

Bare™: Bringing

Alternative

Resources

for

the

Environment

•

A full line single-use packaging brand for the Foodservice industry with a broad environmental

platform

Recent Gross Margin Impacted by Industry Economics

(1)

Refer to appendix for reconciliation of Gross Margin to Gross Margin Before Restructuring Costs

2008

2009

2010

15.3%

12.0%

11.1%

15.2%

17.1%

11.8%

14.1%

15.4%

12.1%

11.9%

13.3%

Gross Margin Before Restructuring Costs

(1)

Economic headwinds slow progress

Quarterly Adjusted EBITDA

(1)

($ in millions)

2010

2009

2008

2007

20.3

28.8

51.3

7.4

28.2

46.2

54.5

46.0

28.8

36.5

41.7

33.9

3Q YTD

77.3

111.5

147.5

87.3

33.3

37.8

54.8

Full Year*

110.6

144.8

185.3

142.1

*(2010 trailing 4 quarters)

(1)

Refer to Appendix for a reconciliation from net income (loss) to

EBITDA and Adjusted EBITDA

($ in millions)

2009

2010

Operating Cash Flow

(25)

(32)

Total

119

(29)

*Temporary increase in inventory to revamp S&OP process

and insure service levels

Net Debt

(1)

Q4 2009

606

Q1 2010

650

Q2 2010

718

Q3 2010

694

(1)

Refer to Appendix for a reconciliation from Total Debt to Net Debt

Well Known Branded & Private Label Product offering

Leader in Foodservice and Consumer disposables

Broad product portfolio using diverse materials

Strong customer relationships

Investing for Long-Term Success

Cost and efficiency improvement

New products

Comprehensive manufacturing and distribution system

Improved Financial Position

Successful refinancing

Ample operating flexibility

We implemented strategic initiatives designed to

position the company for future profitability

Reconciliation of gross margin to gross margin before restructuring costs

$ Millions

Q3 2010

Q2 2010

Q1 2010

Q4 2009

Q3 2009

Q2 2009

Q1 2009

Q4 2008

Q3 2008

Q2 2008

Q1 2008

Net sales

409.6

419.2

344.9

387.0

370.1

395.8

349.6

404.3

462.1

518.8

461.8

Gross profit (as reported)

27.4

32.6

38.3

50.9

53.8

64.4

37.3

43.5

60.0

76.3

67.9

Accelerated depreciation

18.2

10.5

Plant closure expenses and severance cost

1.4

6.5

0.7

3.3

2.9

4.0

2.4

4.8

0.5

1.1

Closed plant inefficiencies

0.9

0.2

0.8

2.3

0.4

2.1

1.8

Pension plan curtailment loss

1.5

Gross profit before restructuring costs

49.4

49.6

38.3

51.6

57.1

67.5

42.1

48.2

65.2

78.9

70.8

Gross margin before restructuring costs

12.1%

11.8%

11.1%

13.3%

15.4%

17.1%

12.0%

11.9%

14.1%

15.2%

15.3%

Reconciliation of net income (loss) to EBITDA and Adjusted EBITDA:

Millions

Q3 2010

Q2 2010

Q1 2010

Q4 2009

Q3 2009

Q2 2009

Q1 2009

Net income (loss) from continuing operations (GAAP measure)

(30.7)

(39.8)

(16.5)

(4.5)

(27.9)

6.9

(10.2)

Interest expense, net

18.3

17.4

17.1

17.7

20.0

22.4

14.6

Income tax provision (benefit)

1.7

0.5

(1.1)

0.8

(0.1)

(6.0)

Depreciation and amortization

35.3

29.7

17.0

18.1

17.4

16.6

17.9

EBITDA (non-GAAP measure)

22.9

9.0

18.1

30.2

10.3

45.8

16.3

(Gain)/loss on asset disposals

0.7

1.0

1.5

5.0

0.2

2.3

Foreign currency exchange (gain)/loss

(0.8)

1.4

(0.2)

0.1

(3.3)

0.9

Asset impairment

3.4

13.2

17.2

Plant closure expenses and severance cost

1.4

6.5

1.8

4.1

3.1

4.4

Closed plant inefficiencies

0.9

0.2

0.8

Contractual resolution charge

3.9

Long-term incentive plan

(1.2)

0.2

(0.2)

0.2

Other non-cash items

1.5

(1.7)

Sale/Leaseback Pro-Forma Adjustment

Adjusted EBITDA (non-GAAP measure)

28.8

28.2

20.3

33.3

36.5

46.2

28.8

Reconciliation of net income (loss) to EBITDA and Adjusted EBITDA:

Millions

Q4 2008

Q3 2008

Q2 2008

Q1 2008

Q4 2007

Q3 2007

Q2 2007

Q1 2007

Net income (loss) from continuing operations (GAAP measure)

(13.5)

(7.8)

8.4

0.6

24.4

3.7

0.7

(34.8)

Interest expense, net

15.3

14.8

15.3

16.2

17.1

19.0

27.9

21.1

Income tax provision (benefit)

(2.4)

(1.2)

5.5

0.2

(17.9)

0.7

(2.9)

0.6

Depreciation and amortization

18.0

19.1

19.9

20.8

22.9

22.3

22.7

23.0

EBITDA (non-GAAP measure)

17.4

24.9

49.1

37.8

46.5

45.7

48.4

9.9

(Gain)/loss on asset disposals

4.0

6.5

2.0

10.1

3.0

(10.2)

(1.7)

0.4

Foreign currency exchange (gain)/loss

10.9

4.4

(0.4)

(0.8)

(0.5)

(1.9)

(1.3)

(0.4)

Asset impairment

0.6

3.0

2.6

Plant closure expenses and severance cost

3.7

4.8

0.9

1.6

1.8

Closed plant inefficiencies

2.3

0.4

2.1

1.8

Contractual resolution charge

Long-term incentive plan

(1.1)

0.7

0.8

0.9

Other non-cash items

0.1

0.3

0.7

0.3

Sale/Leaseback Pro-Forma Adjustment

(2.7)

(2.8)

Adjusted EBITDA (non-GAAP measure)

37.8

41.7

54.5

51.3

54.8

33.9

46.0

7.4

Reconciliation of Total Debt to Net Debt:

Q3 2010

Q2 2010

Q1 2010

Q4 2009

Long-Term Debt, net of current maturities

718.3

739.2

677.8

635.3

Current maturities of long-term debt

0.5

0.4

0.8

Total Debt (GAAP measure)

718.8

739.7

678.2

636.1

Less: Cash and cash equivalents

(24.6)

(22.0)

(28.4)

(30.0)

Net Debt (non-GAAP measure)

694.2

717.7

649.8

606.1