1. Investor Day
Strategic Overview
Mike Waites, President and CEO
December 13, 2012

2. Executive Team
Juan Carlos Villegas Neil Dickinson Andy Fraser Marcello Marchese
EVP and COO Managing Director President President
Finning International Finning UK & Ireland Finning Canada Finning South America
Dave Smith Rebecca Schalm
EVP and CFO SVP, Human Resources
Finning International Finning International
2

3. Unique Value Proposition
 Geographic and industry Product Support Revenue
diversification 10 year CAGR ~11%
$ Billions
 Strong market positions 3.0
2.7
 Copper mining in Chile
2.4
 Oil sands in Canada 2.5
2.1
 Large installed equipment 2.0 1.9 1.9
base drives resilient product 1.6
1.7
support 1.5
1.3
1.2
 Investment in product support 1.0
1.1
1.0
capacity and capability
 Canada: OEM, COE, 0.5
Fort McKay
 FINSA: La Negra Truck Shop 0.0
and PDC, Antofagasta CRC 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
 UK & Ireland: Damar Recession
* Last twelve months ended September 30, 2012 3

4. Strategy Map
Mining Solutions Power Systems
Ultimate Vision
Providing unrivalled services that earn
customer loyalty, we will be CAT’s best
Global global business partner.
Solutions S
Provider T
R Core/BCP
Leadership
Acquisition(s)
A
T Safety
Intermediate E
Sales & Solutions
G
Operational Operational
Excellence I Excellence 5 x S
Service & Parts
C Operating
Supply Chain
Leverage
Systems
G
R
O
Short-term W
Solidify T
Foundation High Performance/
H Disciplined Growth Balance Sheet Deleverage EBIT Improvement
Engagement
4

5. Meeting our Commitments
Targets Progress
Bucyrus
 Acquisition and transition Successful; accretive to EPS
Achievements
Canada business recovery
 EBIT margin improvement From (0.3%) in Q3 2011 to 7.8% in Q3 2012
Revenue growth
 12-15% including Bucyrus Up 19% YTD ending Sep 30, 2012
Return on Equity
 >18% 21.9% LTM ended Sep 30, 2012
EBIT margin expansion
Relentless Focus
 9-10% in 2013 7.8% in Q3 2012
Free Cash Flow
 Essentially break-even Expect modest net usage of cash in FY12
Net Debt to Total Capital
 35 - 45% Expect above target range in 2012
5

6. Outlook
 Expect constructive business
conditions in key markets
 Mining to remain active supported by
relatively strong oil and copper prices
 Uncertain outlook for equipment sales
 Customers becoming more cautious,
delaying some purchasing decisions
 Expect continued strong demand for
product support
 Large and aging equipment population
 Robust level of equipment utilization
6

7. Revenue Drivers
 Product support growth
 New products and services
 Bucyrus - full suite of mining products
 CAT 795 electric drive truck
 UK & Ireland Power Systems - Damar,
Komptech
 Chile - truck dump bodies
 New technologies
 Remote condition monitoring
 C175 engine
 Gas fuel substitution
 Grow market share as equipment
availability has improved
7

8. Driving Value
 Operational excellence focus
 Supply chain management
 Service productivity and profitability
 SG&A improvements
 Priorities
 Operating leverage
 Sequential EBIT margin expansion
 Committed to 9-10%
 Sustain strong ROE
 Drive return on investments made
 Strengthen balance sheet
8

9. Summary
 Sustainable competitive advantage
 Continued focus on operational excellence
 Operating with caution
 Driving value in slow growth environment
9

10. Investor Day
Financial Outlook
Dave Smith, EVP and CFO
December 13, 2012

11. Financial Targets
Earnings Growth Strengthen balance sheet
 Sequential EBIT margin  Significant free cash flow
expansion
 Net debt to total capital
 Committed to 9-10% target: 35-45%
Drive return on invested Grow dividends
capital
 Consistent with
 ROE target: >18% sustainable growth
2

12. EBIT Margin Journey
 Continue to improve operating leverage
 Fundamental shift to 20-30% higher profitability
 Reduction in volatility
EBIT margin target
10 year EBIT margin
range 5-8%
3

13. Balance Sheet
 Strong EBITDA to drive significant free cash flow
 Lower capex
 Improve working capital metrics
 Deleverage balance sheet – within target range in 2013
% Net Debt to Total Capital Ratio
60
50
Target
40
Range
Bucyrus acquisition
Investment in COE
30
20
10
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Sep
4

14. Return on Invested Capital
 Improve return on assets
Return on Equity
 Significant investments %
24
over past few years
 Bucyrus 21
 ERP 18
 Branch network, CRCs, PDCs
15
 Digesting and making 12
these assets work
9
 Improving working capital
6
 Focus on asset performance
by market segment and 3
line of business 0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
 Target ROE consistently >18%
* Last twelve months ended September 30, 2012
Periods prior to 2010 are adjusted to represent ROE under IFRS
5

15. Dividends
 Important component of total Annual Dividends
shareholder return 0.60
$
0.55
 Committed to grow 0.51
0.50
dividends, consistent with 0.47
0.43 0.44
sustainable growth 0.40
0.36
 10 year average payout ratio
0.30 0.28
~30%
0.22
 Current quarterly dividend 0.20
0.15
0.18
0.20
= $0.14
0.10
 Current dividend yield ~2.5%
0.00
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
6

16. 2013 Financial Outlook
 Revenue 8.0
$ Billions Revenue
6.7
 Flat to 10% growth 6.0
4.9
5.7 5.6 5.9
4.6
over 2012 3.6 3.8
4.3 4.5
4.0 3.2
 10 year CAGR ~ 8% 2.0
 Earnings per share 0.0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
 Earnings to grow at $ Basic EPS Recession
2.0
higher rate than revenue 1.76
1.57 1.51
1.6
 10 year CAGR ~8% 1.32 1.38
1.2 1.06
 Balance sheet 0.8
0.86 0.86
0.73
0.91 0.92
 Net debt to total capital 0.4
ratio within 35-45%
0.0
by end of 2013 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
* Last twelve months ended September 30, 2012
Results from continuing operations 7

17. Key Financial Focus Areas
 Improve earnings growth and quality
 Drive return on invested capital
 Deleverage balance sheet
 Grow dividends
8

18. Investor Day
Operational Excellence
Juan Carlos Villegas, EVP and COO
December 13, 2012

19. Strategy Map
Mining Solutions Power Systems
Ultimate Vision
Providing unrivalled services that earn
customer loyalty, we will be CAT’s best
Global global business partner.
Solutions S
Provider T
R Core/BCP
Leadership
Acquisition(s)
A
T Safety
Intermediate E
Sales & Solutions
G
Operational Operational
Excellence I Excellence 5 x S Service & Parts
C Operating
Supply Chain Leverage
Systems
G
R
O
Short-term W
Solidify T
Foundation High Performance/
H Disciplined Growth Balance Sheet Deleverage EBIT Improvement
Engagement
2

20. Operational Excellence
Customer Centric Operational Discipline
Culture and Efficiency
 Maintain local customer focus
 Align organizational structure to strategy
 Consistently apply leading practices which add value
 Leverage expertise of Finning’s regions
 Share learning across organization
 Focus on margin expansion
3

21. Strategy Map - Operational Excellence
Intermediate step in our strategy
Safety
Sales & Solutions
Operational
Operational Excellence Service & Parts Operating
Excellence Leverage
5xS
Supply Chain
Systems
4

22. Safety
 Strong safety performance = solid culture and competitive advantage
 Employee opinion on safety scores – top 10% of global organizations
 Good example of cultural change and best practices sharing
 Embedded process and standardization
Lost Time Injuries (LTI) per 200,000 work hours
2.5
2.0
1.5
1.0
0.5
0
02 03 04 05 06 07 08 09 10 11 12
5

23. Sales and Solutions
 Enhanced focus on market
segmentation and analysis
 Leveraging power systems
leadership globally
 New businesses
and solutions
 Bucyrus
 Truck dump bodies
 Damar
 Komptech
 Technology services
 Fintech
 Finsight
 Remote condition monitoring
6

24. Sales and Solutions – Bucyrus Update
 Transition plans well executed in all regions
 Retained knowledge, capabilities and talent
 Successful transfer to ERP platform
 Finning used by CAT as best practice
 Making solid integration progress
 Bundling equipment: recent deals
in Chile and UK
 Service business stronger than expected
 Priority: working with CAT to further develop parts business
 Accretive to earnings in first year
 Reviewing opportunities for operating synergies
7

25. Service and Parts
 Service productivity
 Customer centric culture to be balanced with operating discipline
 Leverage asset investments from past five years: La Negra, COE
and Fort MacKay
 Lean manufacturing applied to our business - Caterpillar
Production System (CPS)
 Capacity planning and equipment scheduling
 Global service productivity team
 Application of shared learning and best practices
 Experts from each region working together to enhance global
performance
 Outcome: improved customer service and profitability
8

26. Supply Chain
 Building sustainable, efficient and consistent supply chain
 Standardized, rigorous processes with common metrics
 Sharing leading practices across the regions
 Regional leads are Global Supply Chain Council members
 End-to-end processes include Caterpillar
 Improving inventory planning process
 Sustainable benefits
 Faster inventory turns while maintaining service levels
 Shorter cash-to-cash cycle
 Reduced working capital levels over business cycle
 Improved asset utilization
 Improving customer service and satisfaction
9

27. Systems
 Continuous improvement of systems and processes
 Leverage technology – applications and geography
 Drive ERP business case benefits
 Working capital and inventory
management
 Improved productivity
 Integrate technologies
 Condition monitoring
 Safety
 E-commerce business
 Phased implementation in UK & Ireland and South America
 Transfer experience and learning from Canada to other
regions
10

28. Summary
 Operational excellence across all regions - key driver of
sustainable improvement in operating profitability and
customer loyalty
 Consistent processes transferable and scalable
 Focus on largest margin impacts
 Supply chain
 Service productivity
 SG&A improvements
 Sharing best practices
 Bucyrus integration
 Global Supply Chain Council
 Global Power Systems
11

29. Investor Day
Andy Fraser, President, Finning Canada
December 13, 2012

30. Finning Canada
 Revenue:
 2011: $2.9 billion
 YTD Sep 2012: $2.5 billion Northwest
Territories
 EBIT:
 2011: $170 million Yukon
Western Canada
 YTD Sep 2012: $162 million
 Industries:
 Mining (including oil sands) Alberta
 Construction Fort McMurray
(4 branches + Fort McKay)
 Power systems British
Columbia Edmonton
 Petroleum / oil & gas (OEM, PDC)
 Forestry
Red Deer
 Employees: ~5,800 Vancouver
(COE)
2

31. Finning Canada Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Rental Power Systems Other
Used Forestry
8% 5%
Equipment 8% 4%
5% Petroleum
11%
Mining
New 32%
Equipment Construction Power
Mining Systems
44% 27%
Product 65% 12%
Support
43% Construction
36%
Product support for petroleum and forestry Other includes government and industrial
is allocated among above key industries
YTD ending September 30, 2012
3

32. Operational Excellence
 Entering the phase of continuous improvement of systems and processes
 Focus on ERP system optimization and ease of use
 Enabling working capital efficiencies and improving asset performance
 Driving supply chain initiatives
 Improving forecasting capability for equipment and parts
 Reducing uncommitted equipment inventory
 Increasing inventory turns (new Spokane Caterpillar parts distribution center)
 Improving service productivity
 Introducing lean manufacturing approach (Caterpillar Production System)
 Focus on improved service utilization through technology
 People
 Safety: LTIF* = 0.18
 Employee engagement: record participation in 2012
 Training: technical, safety, leadership
 Organizational alignment to support operational excellence
* Lost Time Injury Frequency - YTD ending September 30, 2012
4

33. Oil Sands Product Support
 Five oil sands branches
 New oil sands service facility (Fort McKay)
 16 bays; 160,000 sq. ft.
 $110M investment: 2011 and 2012
 Operational in Q4 2012
 Regional training centre
New Fort McKay oil sands service facility
 Two parts warehouses (Mildred Lake
and Fort McMurray)
 Parts distribution center (Edmonton)
 OEM - component remanufacturing facility (Edmonton)
 COE - equipment assembly and rebuild facility (Red Deer)
 Multiple field service locations; over 200 fully equipped field service trucks
 ~1,100 regional employees, including ~550 mechanics and apprentices
 Oil sands revenue: 2011 >$900 million; 2012 projected >$1 billion
5

34. Oil Sands Mining Fleet Growth
Additional CAT
Caterpillar Units Total Units Finning’s
Equipment Type Units Projected
at Jun 30, 2012 at Jun 30, 2012 Market Share
Jun 2012 to 2017
400 Ton Trucks (797) 250 278 90% 104
320 – 340 Ton Trucks (795/MT5300) 131 10
240 Ton Trucks (793) 158 182 87% 64
100 – 200 Ton Trucks (777-789) 408 416 98% 157
Ultra Large Tractors (D11 & D10) 293 322 91% 139
Large Tractors (D9 & D8) 255 287 89% 70
Ultra Large Graders (24) 90 90 100% 57
Large Graders (16) 85 86 99% 46
Total 1,539 1,792 647
Projections include existing projects and expansions, as well as contractor equipment for:
Syncrude (Base & Aurora), Suncor (Steepbank & Millennium), Shell/Albian (Muskeg River
& Jackpine), CNRL (Horizon), Exxon/Imperial (Kearl)
6

35. Construction and Power Systems
 Heavy construction
 Continued investment in infrastructure
 Alberta – ring roads, airports, LRT in Calgary and Edmonton
 British Columbia – Evergreen Line Rapid Transit, Coquitlam to Vancouver;
Interior to Lower Mainland (ILM) Transmission Project, Nicola to Coquitlam
 Numerous pipeline projects in Western Canada through 2020
 Forestry
 US housing starts improving
 Diversified markets
 Power systems
 Petroleum / oil & gas
 Slower activity due to lower well fracturing and servicing
 EPG and rental power
 Solid demand, particularly in mining
 Strong customer value proposition with integrated product offering
7

36. Opportunities
 Sustainable product support growth
 Large and aging equipment population
 Strong demand for component remanufacturing and machine rebuilds
 Fort McKay oil sands facility to support producers and contractors
 Oil sands remain active
 Mining equipment population for existing projects expected to grow by
~40% over next 5 years
 Drills, Shovels & Mining Systems*
 Complete mining product offering
 Significant product support opportunity
 Solid demand from heavy construction
and power systems
 Gaining market share with improved
equipment availability
* Former Bucyrus business
8

37. 2013 Priorities – Consistent Execution
 Continue to improve operating
profitability
 Drive operational excellence
 Improve working capital performance
 Increase service productivity
 Integrate and grow new Drills,
Shovels & Mining Systems business
 Execute on Fort McKay – game
changer
 Gain market power in construction
and pipeline
 Operating with caution
9

38. Market Outlook
 Expect stable oil sands activity
 Robust product support business, including component
remanufacturing and machine overhaul
 Producers taking more balanced view on capital projects and
expansions
 Other mining
 Solid demand from copper and thermal coal
 Metallurgical coal customers remain cautious
 Favourable outlook for heavy construction in BC and Alberta
 Significant infrastructure projects underway
 Mining and energy related construction projects, including pipelines
 Oil & gas and forestry activity expected to be similar to 2012
10

39. Summary
 Key markets remain constructive
 Capturing revenue opportunities in slow growth environment
 Monitoring customer activity closely
 Managing business with more conservatism
 Leveraging investments to deliver customer value
 Growing parts and service business for Drills, Shovels &
Mining Systems
 Developing and training people
 Focus on rigorous and consistent execution
 Driving operational excellence
 Improving EBIT margin performance
11

40. Investor Day
Marcello Marchese, President, Finning South America
December 13, 2012

41. Finning South America
US$ Millions Revenue
 Revenue: 2,400 2,245
2,141
 2011: US$2.1 billion 2,000
1,622
 YTD Sep 2012: US$1.7 billion 1,600
1,240
1,398
1,305
1,200
 Chile – 76%, Argentina – 18%, 832 890
Bolivia – 4%, Uruguay – 2% 800 671
407
400 282
 EBIT: 0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
 2011: US$195 million
US$ Millions EBIT
 YTD Sep 2012: US$161 million 220 216
200 195
 Industries: 180
160 145
 Mining (copper, gold) 140
118
139 134
120
 Construction / general machinery 100
96
77
80
 Power systems 60 43
65
40 29
 Employees: ~7,500 20
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
* Last twelve months ended September 30, 2012 2

42. FINSA Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Used
Equipment Rental Power Systems Power Other
2% 3% 6% Systems 3%
Construction
13%
13%
New Mining
Equipment 39%
44%
Product
Support Mining Construction
51% 81% 45%
Other incudes forestry, industrial,
government
YTD ending September 30, 2012
3

43. Operational Excellence
 Strategic approach to supply chain management
 Working capital initiatives – focus on inventory
 End-to-end planning processes
 Leveraging investment in product support infrastructure
 Lean manufacturing approach (Caterpillar Production System)
 Improved shop utilization/throughput
 Expanded Component Rebuild Centre capacity
 People and high-performance culture
 Safety: LTIF* = 0.26
 Employee engagement - 85% in 2012
 Training - new technical training centre in Antofagasta
* Lost Time Injury Frequency - YTD ending September 30, 2012
4

44. Chilean Mining
 Chilean mining investment projected at ~US$ 70 billion
over next 5 years*
 Strong mining outlook balanced by industry growth challenges:
 Shortages of skilled people
 Environmental considerations (e.g. fresh water consumption)
 Energy requirements
 Strong and growing product support business
 19 MARC and LPP contracts covering 60-70% of equipment population
 Mining product support market share ~90%
 Robust mining projects portfolio
 Large and expanding machine population
 Mining equipment market share 50-60%
* Source: Cochilco
5

45. FINSA Mining Fleet Growth
Additional CAT
Caterpillar Units Total Units Finning’s
Equipment Type Units Projected
at Dec 31, 2012 at Dec 31, 2012 Market Share
2013 to 2017
Ultraclass Trucks Size (797-795) 232 571 41% 211
Large Mining Trucks (793 – 777) 879 1,390 63% 383
Large Wheel Loaders (994 – 992) 172 270 64% 55
Large Wheel Dozers (854 – 824) 149 267 56% 49
Track-Type Tractors (D11 – D9) 341 609 56% 99
Motor Graders (24 - 16) 168 273 62% 80
Underground 148 480 31% 120
Total 2,089 3,860 54% 997
6

46. Construction and Power Systems
 Growing demand from mining contractors in Chile
 Substantial private and government investment in infrastructure in
Chile
 Significant opportunity to grow product support in construction and
power systems as population of equipment and engines increasing
 Construction product support market share ~60%
 Market segmentation strategy offers unique customer value
proposition
 Growing market share in various sub-segments (e.g. Compacto)
 Service culture of innovation and technology
 Remote condition monitoring services
 Low-cost solutions for easy to repair failures
 Slow but stable business activity in Argentina
 Meeting customer demand to greatest extent possible
 Adjusted our business to align with decreased activity levels
7

47. Opportunities
 Mining growth supported by healthy copper prices
 Mining equipment population expected to increase significantly over next 5 years
 Continued strong demand for product support
 Bucyrus
 Unique opportunity to offer complete mining solution
 Significant product support opportunity
 New products and businesses
 795 electric drive truck
 Fabrication of truck bodies
 METSO mobile crushers
 Technology products and services
 Solid demand from construction and
power systems customers in Chile
8

48. 2013 Priorities – Consistent Execution
 Drive operational excellence
 Supply chain end-to-end
integration
 Grow Bucyrus business
 Balance product support
growth with efficiencies
 Manage the business with
caution in light of macro-
economic uncertainty
9

49. Market Outlook
 Positive long-term fundamentals as copper prices
remain high by historical standards
 Expect Chilean mining to continue to be very active
 Solid activity in existing operations
 Continued strong demand for product support
 Caution on new projects and expansions
 Positive outlook for construction and power systems in
Chile, Bolivia and Uruguay
 2013 – election year in Chile
 Economic environment in Argentina expected to remain
largely unchanged
10

50. Summary
 Strong outlook for Chile
 Mining investment presents big opportunities
 Solid order intake and strong demand for product support
 Infrastructure spend to support construction and power systems
business
 Capturing growth opportunities with
Bucyrus and 795 electric drive truck
 Driving operational excellence
 Focus on supply chain
 Leveraging product support capabilities
 Improving EBIT margin performance
11

51. Investor Day
Neil Dickinson, Managing Director, Finning UK & Ireland
December 13, 2012

52. Finning UK & Ireland
 Revenue: Finning Cat
Cat Compact
Dealers
 2011: $831 million Ag Dealers
 YTD Sep 2012: $684 million
 EBIT:
 2011: $52 million
 YTD Sep 2012: $40 million
 Segmented approach
 Equipment Solutions
 Power Systems
 Employees: ~1,800
2

53. Finning UK & Ireland Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Waste,
Industrial, Power
Used Demolition Systems
Rental Mining 7%
Equipment 3% Industrial
7% Quarrying
7% 11%
3%
New Power
Systems Mining Power &
Product Equipment 19% Energy
Support 61% 38%
19%
29%
Construction Marine
55% 7%
Construction
31%
Oil &
Gas
3%
YTD ending September 30, 2012
3

54. Clear Strategic Roadmap
Trusted by Experts
Expand Into
Growing Markets
Product Support
Growth Beyond Core
Solutions
Specialised
Provider
C Engineering &
Technology
A Dominate Mining,
Power & Core
T
Panorama &
Operational
S Grow & Develop All Makes Managed Excellence
Operational Power Systems Services
T Scope
Excellence + Sitech + Finning
Profitable R Technologies
Growth A Bucyrus
MWM
T Product Support +
Reman Growth
E BCP & Core
Supply Chain + Agreements
G Procurement
Safety Simplified
I Rollo Acquired
#1 for Service &
Solidify C UK Business Model Loyalty
New Finning UK
Foundation Leadership
‘Trusted’ Strategy EBIT% Improvement
Programme
Implemented
CPS* & OPERATIONAL EXCELLENCE
* Caterpillar Production System
4

55. Execution on Strategy in 2012
 Acquired Damar - specialised engineering
business; completed £7m anaerobic
digestion plant
 Acquired Bucyrus – 6 shovels sold in year 1
 Acquired distribution rights to Komptech
products – total solution for recycling sector
 Established “Managed Services “ capability
 Caterpillar Gas (MWM) products added and
Finning recognised as Perkins Gas Centre
of Excellence for Western Europe and
Scandinavia
 Finsight launched
 Recognised as leader in safety
 Continue to focus on higher margin / added
value opportunities
5

56. Operational Excellence
Strategic Focus
 Driving supply chain initiatives
 Outsourced national distribution centre
 Revised ordering processes - Lane 1
 Focused on EBIT margin improvement
 Focus on SG&A
 Review procurement contracts
 Defined benefit pension plan closed
 Headcount rationalisation
 Utility costs
 Caterpillar Production System (CPS) –
eliminating waste
6

57. Operational Excellence
Strategic Focus
 People and high-performance culture
 Safety – national award winners
 Employee engagement - 82% in 2012
 Training
 “Developing Great Leaders” course
 Finning Academy in top 100 UK schemes
 Market segmentation
 Customer loyalty / service productivity
 Top 2 for Customer Loyalty in Caterpillar
 Awarded Gold Service Excellence from
Caterpillar
 Finsight / Managed Services
7

58. Market Outlook 2013
 Equipment Solutions – market size
down 10%
 Mining impacted by weak coal prices
 Limited investment in quarry and
aggregates
 Government investment – rail and
energy, possibly housing
 Industrials slowing
 Small machines – niche markets
 Power Systems – mixed growth
 Oil & Gas
 Increased product range
in Gas Electric Power
 Marine
 Renewables / clean power 8

59. UK & Ireland Opportunities
Equipment Solutions
 Mining and energy
 Underground via Bucyrus
 Legacy products
 Tungsten mine
 Quarrying and industrial
 Managed Services
 Market share gains
 Machine age increasing
 Waste and recycling
 Komptech complementary products
 Growth in Materials Recovery Facilities
 Plant hire and agriculture
 Developing dealer network
 Market share gains – 20,000 unit market
9

60. UK & Ireland Opportunities
Power Systems
 Power and energy
 Mission critical diesel – hospitals, data centres
 Water treatment industry
 Expanded capability and products
 Oil & Gas
 North Sea resurgence
 Flameproof technology
 Managed services contracts - BP
 Marine
 International opportunity
 Offshore wind farms
 Pleasure craft
 Industrial and Perkins
 Center of Excellence for Perkins Gas
 60% market share rock crushers – 1,500 engines
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61. Global Power Systems
 2012 ~ $1 billion revenue
 Global megatrends offer growth opportunities
 Population growth and urbanisation
 Electronic revolution / connectivity
 Climate change
 Renewables
 Energy from waste
 Fracking
 Caterpillar growth and focus
 Expanded product line
 Finning skills and expertise
 Leverage skills across the territories
 Engineering, Procurement and Construction
capability
 Packaging / added value capability
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62. 2013 Priorities – Consistent Execution
 Drive operational excellence
 Focus on working capital improvements
 Drive efficiencies through Caterpillar
Production System (CPS)
 High-performance culture and people
 Maintain outstanding customer loyalty
 Manage through periods of weak demand
 Drive revenue opportunities
 Tightly control SG&A costs
 Reduce discretionary expenses
(e.g. travel, overtime)
 Sustain financial performance
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63. Summary
 Drive maximum value from the strategic
acquisitions
 Total focus on operational excellence
 Deliver financial performance
 Build talent and high performance culture
 Stick to the strategy - Trusted by Experts
 Focus on added value growth
 Power Systems and product support growth
 Diversified business
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64. Investor Day
Summary
Mike Waites, President and CEO
December 13, 2012

65. Business Conditions
 Market conditions and customer confidence vary by region
 Canada – stable activity levels; uncertain outlook
 South America – positive long-term fundamentals; solid outlook
 UK & Ireland – challenging economic landscape; some pockets of
strength
 Operating with caution
 Monitoring business activity closely
 Taking prudent steps to manage business with more conservatism
 Reducing uncommitted inventory
 Carefully managing new orders
 Controlling SG&A expenses
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66. 2013 Priorities – Consistent Execution
 Drive revenue in slow growth environment
 Focus on operational excellence
 Supply chain management
 Service productivity
 SG&A improvements
 Improve operating profitability and return on invested capital
 EBIT margin - sequential expansion
 Leverage latest investments
 Lower capex and disciplined net rental additions
 Strengthen balance sheet
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