1. Driving change
Smurfit-Stone Container Corporation
2006 ANNUAL REPORT

2. Delivering
results
Smurfit-Stone is structured for growth in 2007.
The company achieved significant operating earnings
improvement in 2006. Despite inflation on key input
costs, we delivered solid results that reflected improved
product pricing, excellent supply chain management,
and benefits from our strategic initiatives.

3. Financial Highlights
2006 2005 2004
(DOLLARS IN MILLIONS, EXCEPT PER SHARE DATA)
summary of operating results
Net sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 7,157 $ 6,812 $ 6,716
............. .............
Containerboard and corrugated containers
segment profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 433 191 321
............. .............
Loss from continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (70) (378) (100)
............. .............
Net loss available to common stockholders . . . . . . . . . . . . . . . . . (71) (339) (57)
............. .............
basic and diluted earnings per share
Loss from continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (.32) $ (1.53) $ (.44)
............. .............
Net loss available to common stockholders . . . . . . . . . . . . . . . . . (.28) (1.33) (.23)
............. .............
Weighted average shares outstanding (in millions) . . . . . . . 255 255 253
............. .............
other financial data
Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . $ 265 $ 221 $ 273
............. .............
Capital investments and acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . 274 285 232
............. .............
Proceeds from property disposals and
sale of businesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 980 8 32
............. .............
Working capital, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (141) (4) 148
............. .............
Property, plant, equipment and timberland, net . . . . . . . . . . 3,774 4,289 4,682
............. .............
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7,777 9,114 9,583
............. .............
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,634 4,571 4,498
............. .............
Stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,807 1,882 2,259
............. .............
Number of employees 25,200 33,500 35,300
........................................... ............. .............
Company Profile
Smurfit-Stone Container Corporation’s innovative packaging solutions help our customers grow
their businesses and profits. As North America’s premier packaging company, Smurfit-Stone
(NASDAQ: SSCC) is the industry’s leading integrated manufacturer of paperboard and paper-based
packaging. Smurfit-Stone also is one of the world’s largest paper recyclers. The company has led
the industry in safety performance every year since 2001 and conducts its business in compliance
with the environmental, health and safety principles of the American Forest & Paper Association.
Smurfit-Stone operated approximately 180 facilities and employed approximately 25,200 people
at year-end 2006.
2-5 smurfit-stone at a glance
6-9 letter to stockholders: delivering on strategies for results
10-15 delivering results: customer satisfaction
16 board of directors, corporate officers and division officers
17 smurfit-stone container corporation form 10-k
inside back cover stockholder information
1
SMURFIT-STONE CONTAINER CORPORATION

4. Containerboard and Corrugated Containers
containerboard facilities products and services
Smurfit-Stone is the world’s largest containerboard In 2006, Smurfit-Stone’s Innovative packaging solutions
producer and a supplier of market pulp. It produces containerboard operations, High-quality graphics
a full line of commodity and specialty paperboards consisting of 19 mills, produced Full range of corrugated
for conversion into corrugated containers and related a wide range of paper grades container products
products. The containerboard operations consumed including:
Graphic and structural
approximately 2.6 million tons of reclaimed fiber in Kraft linerboard design expertise
2006, and Smurfit-Stone is one of the largest producers
Corrugated medium Point-of-purchase (P-O-P)
of 100 percent recycled containerboard products.
White top linerboard display consulting, design,
2006 production: and manufacturing
Solid bleached sulfate
Containerboard . . . . . . . . . . . . . . . . . 7,402,000 tons Preprint and post-print
Solid bleached linerboard
Bleached liner / flexography and label
Specialty bleached paperboard
solid bleached sulfate . . . . . . . . 313,000 tons applications
Bleached pulp
Market pulp . . . . . . . . . . . . . . . . . . . . . 564,000 tons Full line of specialty products
Kraft paper
and custom die-cut boxes to
Kraft paper . . . . . . . . . . . . . . . . . . . . . . 199,000 tons
Market pulp display packaged merchandise
Bulk packaging
Packaging equipment
corrugated containers facilities
Packaging systems
Corrugated pallets
Smurfit-Stone is the industry’s leading supplier of Smurfit-Stone operated 136
Multiwall boxes
corrugated containers, which are made from high- corrugated container facilities
quality linerboard and corrugating medium supplied at year-end 2006, as well as four Bag-in-box containers
by SSCC’s network of paper mills. SSCC is a trusted packaging solutions centers and Product testing
supplier to hundreds of national and international one training facility. These plants Radio frequency identification
manufacturers, as well as thousands of local and provide high-quality products,
Branding support
regional customers. top-tier customer service, and
Contract packaging
unparalleled geographic reach
80 billion square feet sold
Lamination
with operations in 31 states,
5.3 million tons converted
Research and development
Canada, Mexico and Puerto Rico.
Supply chain management
Smurfit-Stone has equity
Forest resources
ownership in three Asian
corrugated container facilities, Pulp and paper services
as well as two sheet plants and Board sales technical support
a lithographic printing plant.
Recycling Operations
recycling facilities products and services
To serve our recycling-based mills, Smurfit-Stone At year-end 2006, Smurfit-Stone Old corrugated containers
has built one of the largest reclamation businesses operated the following recycling Double-lined kraft
in the industry and handled more than 6.6 million facilities: Old newspapers
tons of recycled paper in 2006. 23 collection centers Aluminum, glass and plastic
12 sales offices (one in China)
Recycled volume processed: Smurfit-Stone Waste Reduction
Recovered fiber . . . . . . . . . . . . . . . . . 6,614,000 tons Services (SWRS) is a single-source
waste management and
Non-fiber . . . . . . . . . . . . . . . . . . . . . . . . 128,000 tons
recycling service.
Total . . . . . . . . . . . . . . . . . . . . . . . . . 6,742,000 tons
Open-market shipments . . . . . . . . 4,153,000 tons
2 2006 ANNUAL REPORT

5. smurfit-stone at a glance
Delivering a leaner
structure
Smurfit-Stone implemented a new organizational structure
in 2006, aligned with our cost and revenue objectives.
Establishing a more effective organizational structure was a top
priority when we launched our strategic initiatives, and it still is.
The company has made great progress in this area.
We have moved to a functional alignment in our sales and
manufacturing operations, as well as corporate support roles,
and we have strengthened our management team by bringing in
new leaders and promoting our existing top performers.
3
SMURFIT-STONE CONTAINER CORPORATION

6. smurfit-stone at a glance
Delivering
innovation
Whether it’s corrugated packaging, mill products,
recycling services, point-of-purchase displays,
packaging equipment, or supply chain solutions,
Smurfit-Stone delivers innovative and value-added
products and services to our customers.
Innovative Displays
Smurfit-Stone’s display group is a full-service organization
that understands the complexity and service needs of consumer
products companies. Most importantly, we know how to help
our customers sell more product. Our commitment to customers
is to provide responsive, flexible service supported by our sales
promotion centers and excellent working relationships with
major retailers.
We believe in partnering with our customers in a way that allows
us to better understand their needs and, in turn, provide tailored
display solutions. We can help shorten lead time, reduce costs
and increase productivity through thoughtful analysis and
insightful recommendations. Smurfit-Stone understands that
consultation, graphic design, and structural design are all key
components to the overall display creation process.
4 2006 ANNUAL REPORT

7. Innovative Packaging
META systems ™
The way a product looks on the shelf has a great deal
to do with how quickly that product moves off the shelf.
Smurfit-Stone’s META™ corrugated packaging system
creates a case that translates into a true marketing
advantage with four-, six- and eight-sided configurations
and enhanced graphics for maximum shelf impact.
META™ packaging delivers increased stacking
strength with reduced material usage.
Innovative Solutions
SmartDisplay ™
Consumer goods companies are interested
in electronic shelf labeling as a tool to
measure point-of-purchase (P-O-P) perfor-
mance, better manage inventory and potential
shrinkage, and increase sales by ensuring that
store shelves are always stocked with their
products. To meet this need, Smurfit-Stone has
developed SmartDisplay™ which has integrated
,
radio frequency identification (RFID)
antennas and readers into the corrugated
display. When stocked with RFID-tagged
product, SmartDisplay™ enables retailers to
obtain real-time data on P-O-P performance.
With SmartDisplay™ retailers can digitally detect
,
when stock is running low and an order for more
product can be automatically placed.
5
SMURFIT-STONE CONTAINER CORPORATION

8. Delivering on
strategies
for results
dear fellow stockholders: We took bold steps to make important changes to our company
during 2006 and are now in a stronger position to drive improvement and deliver results in 2007.
While we were not satisfied with our financial performance, we believe the progress made in 2006 is
not yet fully reflected in our results. Clearly, 2007 must be the year of execution at Smurfit-Stone.
Just over a year ago, we redefined our strategy to strengthen Smurfit-Stone’s position as the
industry’s leading paperboard and packaging provider. We launched our strategic initiatives
with four goals that continue to serve as the blueprint for future growth: lowering the cost
structure, driving profitable revenue growth, creating a high-performance team, and improving
financial flexibility. We plan to invest approximately $400 million in incremental capital as part
of our three-year strategic initiatives program.
Today, Smurfit-Stone is much better positioned for growth and our three-year transformation
plan is well under way. This transformation plan is designed to deliver cost savings and revenue
growth, with the full benefit realized by the end of 2008.
We are pleased to report that we are on schedule and have aggressive plans for improved
performance in 2007.
lower our cost structure Smurfit-Stone achieved $243 million in initiative savings in
2006, exceeding our goal of $240 million; has closed 17 container plants and two mills since
launching initiatives in August 2005; reduced headcount by 2,100 during 2006 and by more
than 3,600 since we kicked off our initiatives; reduced containerboard inventory levels by
12 percent in 2006; increased our capital investments in our container plants; and increased
containerboard production in 2006 by almost 3 percent with two fewer mills.
6 2006 ANNUAL REPORT

9. letter to stockholders
We expect to deliver incremental initiative savings of $180 million in 2007 to achieve our cost
reduction goal of $525 million by 2008. Our Recycling division exceeded its 2006 strategic
initiatives target and in 2007 will be focused on specific efforts to drive profit improvement and
deliver additional cost savings. A significant portion of our overall 2006 cost reduction success
was driven by improved mill productivity. While we expect continued productivity improvement
in the mills, our Container division’s scaling plan is a critical 2007 initiative. It reflects best-in-
class manufacturing expertise, from business rebalancing and improved throughput, to machine
and regional plant consolidation. Simply put, our scaling plan calls for an aggressive capital
investment program focused on our box plant system to upgrade the manufacturing base and
increase economies of scale; and we will specialize our manufacturing capabilities at select
plants to support customers that require unique products and services. We will work toward
aggressive goals for improving asset utilization and production.
drive profitable revenue growth We increased segment operating profit by
$242 million, to $452 million, partly as a result of increases in average containerboard and
corrugated container prices.
We will deliver organic growth during the three-year plan by focusing on our strategic advantage
of industry-leading scale in our marketplace, and by investing in our portfolio of value-added
products and services. We plan to grow the reclamation business in the areas of export and
plastics, as well as with strategic acquisitions and other capital investments.
Smurfit-Stone is clearly on the right track to
leverage the scale and service capabilities of the largest
packaging producer in North America. With a dynamic,
focused strategy and a strong leadership team in place,
we believe that our best days are ahead of us.
create a high-performance organizational structure Smurfit-Stone led the industry
in safety performance for the sixth consecutive year and realigned the sales and marketing
organization to better focus on profitable sales growth. We moved to a functional alignment
in our sales and manufacturing operations, as well as corporate support roles, and strengthened
our management team by bringing in new leaders and promoting our existing top performers.
We established a highly skilled new leadership team with more than half of the senior leaders
new to their assignments during the past nine months.
7
SMURFIT-STONE CONTAINER CORPORATION

10. letter to stockholders
Smurfit-Stone’s talent management program is a critical component of the company’s
transformation strategy. With a substantial upgrade in talent, we are more confident in our
ability to deliver results. Shifting to a disciplined performance-based compensation program
will reward top leaders appropriately for consistently driving change and delivering results.
improve financial flexibility We decreased debt by $937 million, principally with the
proceeds from the sale of the Consumer Packaging division. We are executing a comprehensive
reinvestment program to modernize container plants. A focused approach to investing in our core
business ensures that we continue to take costs out of our business by improving efficiencies.
2006 results Smurfit-Stone’s sales of $7.2 billion were up from the previous year’s
$6.8 billion. For the full year, Smurfit-Stone reported a net loss available to common stockholders
of $71 million, or $0.28 per diluted share, compared to a net loss available to common stockholders
of $339 million, or $1.33 per diluted share in 2005. In 2006, our loss from continuing operations
was $70 million, or $0.32 per diluted share, compared to a loss from continuing operations of
$378 million, or $1.53 per diluted share in 2005. Operating results for 2006 included restructuring
charges of $0.10 per share compared to $0.82 per share in 2005. 2006 results reflect the sale
of the company’s Consumer Packaging operation on June 30, 2006.
We achieved significant operating earnings improvement in 2006. Despite inflation on all key
input costs, we improved our year-over-year performance due to higher prices for our products,
excellent supply chain management and cumulative benefits achieved during the first full year
of our strategic initiatives program.
looking ahead Our market is well balanced and inventories remain low while packaging
demand is stable. We expect to deliver improved earnings in 2007 as we continue to achieve
incremental benefits from our strategic initiatives. We expect these benefits to outstrip
cost pressures.
Smurfit-Stone is clearly on the right track to leverage the scale and service capabilities of the
largest packaging producer in North America. With a dynamic, focused strategy and a strong
leadership team in place, we believe that our best days are ahead of us.
pat moore steve klinger
chairman and chief executive officer president and chief operating officer
8 2006 ANNUAL REPORT

11. steve klinger
president and
chief operating officer
pat moore
chairman and
chief executive officer
9
SMURFIT-STONE CONTAINER CORPORATION

12. Delivering improved productivity
mill employees show commitment to continuous improvement Like everyone at Smurfit-Stone,
the employees of our Containerboard Mill division were challenged in 2006 to respond to changes in the economy, the
competitive climate, and our strategic initiatives. Mill employees rose to the challenge. Production at our containerboard
mills was up nearly three percent over the prior year, despite two mill closures in 2005.
10 2006 ANNUAL REPORT

13. Delivering results: customer
satisfaction
smurfit-stone’s long-term goal is clear We will be the safest and most profitable company
in the industry. Achieving that goal will ensure that we consistently deliver innovative and cost
effective packaging solutions and services to our customers.
Safe work practices are engrained in Smurfit-Stone’s culture, and represent a core value of
our CustomerONE® operating philosophy. In addition to being the premier provider of packaging
solutions, we are proud to have been recognized every year since 2001 as the safest company in
the industry.
We achieved another year of outstanding safety results in 2006. Smurfit-Stone’s recordable case
rate (RCR) of 1.15 was our best ever, and reflects our passion to provide a safe work environment
for all employees, every day.
That passion came to life when the Smurfit-MBI facility in Edmonton, AB, received the prestigious
“Work Safe Alberta Best Performer Award” from Alberta Human Resources and Employment. This
award recognized the outstanding improvements in safety management as the facility went from
a disappointing 13 reportable incidents in 2001 to one in 2005. Edmonton employees followed
their outstanding 2005 performance with 15 consecutive months without a recordable incident
or near miss.
Our Hodge, LA, mill recently celebrated one million accident-free manhours. The Pulp & Paper
Safety Association reported that only six mills have achieved one million hours worked without a
recordable incident as measured by the Occupational Safety and Health Administration (OSHA),
and four of these mills are from Smurfit-Stone: Hodge; Stevenson, AL; Brewton, AL; and
West Point, VA.
11
SMURFIT-STONE CONTAINER CORPORATION

14. delivering results: customer satisfaction
Another safety success story is our Nashville, TN, recycling facility, which has worked nine
consecutive years with a 0.0 RCR as measured by OSHA (see more on page 14).
implementing best practices Because a safe operation is a well-run operation, our emphasis
on safety connects directly to our scaling and operational excellence initiatives, which are designed
to help optimize our enterprise at every step.
Our scaling plan involves investing capital in new machinery and technology so that we run
significantly more volume with fewer plants. Scaling also ensures that our container facilities
drive manufacturing specialization to the bottom line.
We are implementing operational excellence to ensure that we are operating at the lowest possible
cost and providing the highest possible value to our customers. Standardization and consistency
are the drivers for achieving and maintaining excellence in the basics — safety, quality, waste
and productivity. Our operational excellence approach details standardized policies, procedures
and processes along with associated metrics, training and talent assessment plans.
strategic investment Just as we are investing in people and processes, we are making strategic
capital investments and shifting high-volume business to the larger, more efficient facilities
(see page 13). These investments will yield substantial improvements in our manufacturing
capabilities, enabling us to meet and exceed customer expectations at the lowest possible cost.
One of our key operating principles is running production to demand rather than to capacity.
As the first step in the implementation of our strategic initiatives, we eliminated more than a half-
million tons of higher-cost mill capacity. Yet in spite of two mill closures in 2005, we achieved
an even higher level of containerboard production in 2006 due to increased operating efficiency.
Eliminating outmoded capacity and improving plant productivity alone is not a winning strategy.
We are investing in our future and capitalizing on our large integrated system by driving
economies of scale in the operations.
Ultimately, we plan to reduce our corrugator base by more than 20 machines, to fewer than
90 corrugators. We also plan to eliminate more than 150 converting machines, including rotary
die cutters and flexo folder gluers. We are encouraged by initial results. For example, our
corrugated container operations delivered shipment levels in 2006 just below those of 2005
despite closing 15 box plants last year.
We are investing in major capital initiatives primarily focused on new or updated state-of-the-art
corrugated operations in key markets such as Atlanta, Dallas and Toronto. These investments
will yield substantial improvement in our manufacturing capabilities and allow us to cost
effectively meet customer demands.
12 2006 ANNUAL REPORT

15. Delivering on capital investment
focused capital investment will let us shift high-volume business to larger plants
As part of our strategic initiatives program, Smurfit-Stone plans to invest approximately $400 million in incremental
capital to modernize our manufacturing base and upgrade equipment, allowing us to build a lower cost infrastructure
to support profitable growth. By investing in state-of-the-art equipment, implementing best practices, and driving
operational efficiencies, we expect to increase throughput and take better advantage of our economies of scale.
13
SMURFIT-STONE CONTAINER CORPORATION

16. Delivering best safety practices
our winning safety process strives to eliminate all injuries and improve profitability
Employees at Smurfit-Stone’s recycling facility in Nashville, TN, are focused on best safety practices. The plant’s employees
have had nine consecutive years with a 0.0 recordable case rate (RCR), as measured by OSHA. It’s no accident that the
plant has daily toolbox meetings that stress safety, and has long-time employees who are clearly safety leaders. To ensure
that best safety practices permeate our operations, we are giving our plants detailed guidance including creating safety
checklists, developing safety leadership teams, conducting daily toolbox meetings, and setting clear expectations on
attendance, quality and safe job performance.
14 2006 ANNUAL REPORT

17. delivering results: customer satisfaction
sales and marketing Smurfit-Stone has established a unified, centralized, and focused sales
and marketing organization to unlock the value of our manufacturing and service expertise,
assist our customers in growing their businesses and profits, and better position Smurfit-Stone
for revenue growth. The sales and marketing organization is a great resource for customers on
key issues such as sustainability and innovation, and is focused on delivering superior levels of
customer service, profitable business development, and seamless, value-added coordination
with our manufacturing operations.
internal efficiencies An important source of cost reduction has been greater coordination
among our operating divisions. As an example, our Recycling division developed a cost-savings
program for our Containerboard Mill division by building additional inventories during the
fourth quarter of each year, to be used the following summer.
By running our box operations as one common system, we have reduced the number of grade
combinations required to produce packaging. This has allowed our mills to improve productivity
by producing fewer paper grades. A more simplified, centrally managed supply chain keeps
inventory levels low at the box plants.
We are continuing to address efficiency improvement opportunities in all our operations, and
in the areas of transportation and procurement.
talent management The new talent management process lays out a disciplined approach to
ensuring that we have the right people in the right jobs. Smurfit-Stone’s ability to attract top talent
and combine it with the company’s existing top performers will accelerate our transformation and
is critical to achieving our goal of becoming the safest and most profitable company in our industry.
diversity Our ability to win in our industry and to consistently outperform our competitors
depends entirely on the skills, experiences, expertise and commitment of every one of
our employees.
In order to gain a sustainable competitive business advantage, we must have the best and
brightest employees — employees who believe that they really do make a difference when they
come to work every day. Creating a diverse work environment provides a strong foundation for
growth, will help ensure that our workforce population resembles our customer population,
and allows us to more fully understand our customers’ needs.
15
SMURFIT-STONE CONTAINER CORPORATION

18. Board of
Directors Corporate Officers Division Officers
patrick j. moore patrick j. moore joseph v. leblanc container containerboard mill
Chairman Chairman Vice President daniel j. burger alain l.m. boivin
and Chief Executive Officer and Chief Executive Officer Research and Development Vice President Vice President
Smurfit-Stone Container Strategic Planning Mill Operations
steven j. klinger paul w. mccann
Corporation President Vice President Northern Region
john j. caplice
and Chief Operating Officer Procurement
james r. boris Vice President john e. davis
Retired
National Sales Vice President
roger p. becker ronald j. megna
Chairman and CEO Vice President Assistant Secretary Forest Resources
gary p. corcoran
EVEREN Capital Corp. Taxes Vice President
susan m. neumann george q. langstaff
connie k. duckworth Senior Vice President Sales, Marketing Vice President
jeffrey s. beyersdorfer
Founder and President Vice President Communications and Business Development Regional Mill Operations
Arzu, Inc. and Treasurer Smurfit-MBI
mark r. o’bryan larry t. price
alan e. goldberg Senior Vice President Vice President
mathew j. blanchard john p. crimmin
Co-Managing Partner Vice President Strategic Initiatives Regional Vice President Mill Operations
Goldberg Lindsay & Co., LLC and General Manager Sales
michael r. oswald w. g. stuart
Board Sales Division
william t. lynch, jr. Senior Vice President Vice President
john n. eaton
President and CEO and General Manager Vice President Mill Operations
christopher j. brescia
Liam Holdings, LLC Vice President Recycling Division Packaging Solutions Southern Region
Government Affairs
james j. o’connor thomas a. pagano colin fernie
Retired Chairman and CEO board sales
Senior Vice President Vice President
nina e. butler
UNICOM Vice President Corporate Development and General Manager larry l. burton
Commonwealth Edison Environmental Affairs Smurfit-MBI Vice President
e. lawrence quatmann Sales and Marketing
jerry k. pearlman Vice President
james s. chou richard e. flamm
Retired Chairman and CEO Vice President Internal Audit Regional Vice President michael l. butler
Zenith Electronics and Division Controller Manufacturing Vice President
steven c. strickland
Containerboard Mill North American
thomas a. reynolds, iii Senior Vice President robert a. miller
Partner Containerboard Sales
Sales Vice President
matthew t. denton
Winston & Strawn LLP Vice President Container Division International Sales and Marketing roger m. jansen
Business Planning and Analysis Vice President
eugene c. sit regina g. wyse george a. moretti
Chairman, CEO SBS Sales
Vice President Vice President
ronald d. hackney
and Chief Investment Officer Senior Vice President and Division Controller Sales brian p. mcgurk
Sit Investment Associates Human Resources Corrugated Container Vice President
w. dwight morris Integrated Sales
william d. smithburg Regional Vice President
charles a. hinrichs
Retired Chairman, and Sales Management
Senior Vice President Sales
President and CEO and Chief Financial Officer mark a. polivka
rodney a. myers
The Quaker Oats Company Vice President
Regional Vice President
craig a. hunt Supply/Demand Operations
Senior Vice President Manufacturing
chairman emeritus
Secretary and General Counsel eve k. rae
robert d. nelson
sir michael w.j. Vice President
Regional Vice President
mack c. jackson
smurfit, kbe Pulp Sales
Senior Vice President Sales
and General Manager andrew j. woodroffe
james s. nolan
Containerboard Mill Division Vice President
Vice President
Product Management
Corporate Sales,
paul k. kaufmann and Technical Services
Senior Vice President Strategic Merchandising Solutions
Corporate Controller and Graphics
recycling
douglas m. keim thomas a. piggott mark c. brantley
Vice President Regional Vice President
Vice President
Innovation Sales
Eastern Region
Chief Marketing Officer frederick j. rossi richard s. garmsen
Vice President
john l. knudsen Vice President
Senior Vice President Operational Excellence
Western Region
Manufacturing donald r. roy
Container Division james b. wimbish
Regional Vice President
Vice President
Sales
david f. koster Operational Excellence
Vice President scott e. sherman
Transportation and Distribution james w. pope
Regional Vice President
Vice President
Manufacturing
International Sales
tim j. sullivan edward v. tucciarone
Vice President
Vice President
Display and Graphics Sales
Domestic Sales
bruce j. white robert j. curran
Regional Vice President
Vice President
Manufacturing
Business Development
john t. yoder
Regional Vice President
Manufacturing
16 2006 ANNUAL REPORT

19. Stockholder Information
stockholders’ common stock investor information
Smurfit-Stone Container John Haudrich
annual meeting
May 9, 2007 at 10 a.m. Corporation Common Stock is Senior Director, Investor Relations
Chicago Club traded on The NASDAQ National (314) 656-5375
81 East Van Buren Street Market under the symbol: SSCC.
Stephanie Meiners
Chicago, IL 60605
Director, Investor Relations
preferred stock (314) 656-5371
Smurfit-Stone’s 7% Series A
registrar and
Cumulative Exchangeable
transfer agent corporate headquarters
Mellon Investor Services LLC Redeemable Convertible Preferred
Smurfit-Stone Container Corporation
480 Washington Boulevard Stock is traded on the NASDAQ
150 North Michigan Avenue
Jersey City, N J 07310-1900 Global Select Market under the
Chicago, IL 60601
symbol: SSCCP.
Telephone:
Telephone:
(800) 676-0896
(312) 346-6600
Foreign Stockholders:
Smurfit-Stone Container Corporation
(201) 680-6610
Six CityPlace Drive
TDD for Hearing Impaired: Creve Coeur, MO 63141
(800) 231-5469
Telephone:
TDD Foreign Stockholders: (314) 656-5300
(201) 680-6578
www.smurfit-stone.com
www.melloninvestor.com/isd
This report was printed on FSC certified Mohawk Paper Mills Options 100% PC Recycled stock and Mohawk
Opaque stock, made with 100 percent and 30 percent post-consumer waste respectively. The papers were
manufactured entirely with wind-generated electricity and are acid free.

20. Smurfit-Stone Container Corporation
150 North Michigan Avenue
Chicago, IL 60601
(312) 346-6600
Six CityPlace Drive
Creve Coeur, MO 63141
(314) 656-5300
www.smurfit-stone.com