INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk - PowerPoint PPT Presentation

INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk Breukels, VP Investor Relations Toronto November 26, 2018

Disclosures Forward-looking information This presentation includes “forward - looking information” (as defined in applicable Canadian securities legislation) that is base d on expectations, estimates and projections that management believes are reasonable as of the date of this presentation, but may ultimately turn out to be incorrect. Wherever possible, words such as “anticipate”, “believe”, “expect”, “intend”, “project”, “plan”, “forecast”, “opportunity”, “ tar get”, “potential” and similar words, as well as any number or year followed by “E” (which stands for “estimated”) have been used to identify these forward-looking statements. Information in this presentation has been furnished for information only and is accurate at the time of presentation on November 26, 2018, but may later be superseded by more current information. Except as required by law, Finning does not undertake any obligation to update the information, whether as a result of new facts becoming known, future events occurring or otherwise. Forward-looking information is subject to known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of Finning to be materially different from any future results, performance or achievements expressed or implied by the forward-looking information in this presentation. Important information identifying and describing such risks, uncertainties and other factors is contained in Finning’s most recently filed annual information form (under the headings “Forward -Looking Informa tion” and “Key Business Risks”) and in the management’s discussion and analysis of financial results (MD&A) portions of Finning’s most recent annual and quarterly financial reports (under the headings “Risk Factors and Management” and “Forward - Looking Disclaimer”). These docum ents may be accessed on the Finning website at www.finning.com (in the financial reports section on the Investors page) or the SEDAR website at www.sedar.com. Non-GAAP financial measures This presentation includes the “non - GAAP financial measures” which do not have a standardized meaning under International Financ ial Reporting Standards (IFRS) or Generally Accepted Accounting Principles (GAAP), and therefore may not be comparable to similar measures presented by other issuers. For additional information regarding these financial metrics, including definitions and reconciliations from each of these non- GAAP financial measures to their most directly comparable measure under GAAP, where available, see the heading “Descri ption of Non- GAAP Financial Measures and Reconciliations” in our most recent MD&A. Management believes that providing certain non -GAAP financial measures provides users of the Company’s consolidated financial statements with important information regarding the operational performance and related trends of the Company's business. By considering these measures in combination with the comparable IFRS measures set out in the MD&A, management believes that users are provided a better overall understanding of the Company's business and its financial performance during the relevant period than if they simply considered the IFRS measures alone. Monetary amounts are in Canadian dollars and from continuing operations unless noted otherwise 2

Finning Overview  Largest Caterpillar dealer Market Statistics (1) - FTT (TSX)  Unrivalled service for 85 years Share price 27.44 Market Cap 4.6B Diversified customer base  S&P/DBRS rating BBB(+/high) Annual dividend / share 0.80 ~13,200 employees  Dividend yield 2.9% Financial Statistics - YTD 2018 (2) Revenue 5.2B EBITDA (3) 470M Bolivia NU Adjusted EBITDA (3)(4) 493M YT NWT EPS 1.05 Adjusted EPS (3)(4) 1.32 Argentina Invested capital (3) 3.4B United Chile ROIC (3) Kingdom 13.7% AB Ireland BC Adjusted ROIC (3)(4) 14.5% Santiago SK Cannock Edmonton (1) At November 22, 2018 Vancouver (2) Year to date / nine months ended September 30, 2018 head office (3) See description of non-GAAP financial measures in Q3 2018 MD&A (4) See description of significant items in Q3 2018 MD&A Other Rental Forestry Used 4% 4% 3% equipment UK & Ireland 5% 16% Government 3% Construction Product YTD 2018 (2) new YTD 2018 (2) YTD 2018 (2) Power 40% Canada support Systems revenue 52% revenue by line equipment sales New 54% 23% equipment of business by region by industry South 37% America 32% Mining 27% Page 3

Improved Performance Adjusted ROIC (1) EARNINGS CAPITAL 20% (2) TORQUE EFFICIENCIES 16.4% 16.0% 15.0% 14.0% 15% 9.3% 10% 5.9% 5%  Cost Control Supply Chain Improvements  Operational Efficiency 0% Canada South America UK & Ireland 2016 Q3 2018 Adjusted EBIT Margin (1) Invested Capital Turnover (times) Working Capital Efficiency 10% 4.0 3.54 8.4% 34% 3.00 8.2% 3.30 (2) 3.5 7.8% 32.2% 8% 3.0 32% 2.80 30.4% 5.5% 2.58 2.5 6% 2.01 1.98 4.7% 30% 2.60 2.49 1.80 2.0 1.70 2.38 4% 1.5 28% 2.40 26.7% 1.8% 1.0 2% 26% 2.20 0.5 24% 2.00 0% 0.0 2015 2016 Q3 2018 Canada South America UK & Ireland Canada South America UK & Ireland Working Capital to Sales Ratio (%) 2016 YTD 2018 (3) 2016 Q3 2018 Inventory Turns (times) (1) See description of significant items in 2016 and Q3 2018 MD&A (2) Q3 2018 and YTD 2018 results in South America were negatively impacted by a severe market downturn in Argentina (3) Year to date / nine months ended September 30, 2018 4

Investor Value Proposition – Improving ROIC KEY GROWTH DRIVERS Revenue Growth Infrastructure Opportunities Directionally consistent with previous Markets Copper Mining Outsized Growth upcycles; key growth drivers provide upside Power Systems Customer Support Agreements Earnings T orque Digital / E-Commerce Leverage of incremental revenue Product on fixed cost Lead Generation Tool Support Rebuilds Integrated Knowledge Centre(s) Capital Efficiencies Ultra-Class Mining Vehicles Supply chain improvements and capital discipline Autonomy Caterpillar / Finning Life Cycle Value Machines Free Cash Flow Delivery Underground Positive free cash flow RUN through the cycle Complementary Acquisitions RUN - rental, used, new equipment 5

Strategic Framework PURPOSE VISION VALUES We are trusted Leveraging our global expertise and We believe in partnering and We are collaborative insight, we are a trusted partner in innovating to build and power We are innovative a better world. transforming our customers ’ performance. We are passionate GLOBAL STRATEGIC PRIORITIES Customer Centricity Lean & Agile Global Finning Global Supply Chain Digital Enterprise Growth and Diversification 6

Investment Aligned with 2018-2020 Priorities CUSTOMER DIGITAL GROWTH & LEAN & AGILE SUPPLY CHAIN CENTRICITY ENTERPRISE DIVERSIFICATION Product Support Ultra-Class Omni-Channel ERP Mining e-commerce Condition Monitoring • Vehicles • Data-driven Lead Data Driven Generation • Autonomy Global Connected Decision • Rebuild Opportunities Electric Drive • Supply Chain Assets Making • Customer Support Forecast to Cash • Agreements • Centralized Asset Light Performance • Integrated Knowledge Procurement RUN Footprint Centre Solutions Strategy CAT Disciplined Data and Complementary Processes Analytics M&A RUN - Rental, Used, New 7

Finning Digital - Path to Demonstrable Growth Over last three years we have invested in digital – and grown the key value performance metrics significantly Digital Parts and Service Equipment Performance Investments Digital Commerce Connectivity Solutions Success Based Funding MARKET FOCUS DRIFT UP PARTNER EXPAND Performance Solutions Customer Share Deliver Outcomes Services INTERNAL VALUE FOCUS LIFT CHANNEL ADVISE ON PERFORMANCE DELIVER INSIGHTS Improve Core Processes Analyze & Recommend C apabilities Data and Domain Driven INFORM ON PERFORMANCE BUILD DIGITAL ASSETS DRIVE PARTS CHANNEL SHIFT GET CONNECTED “On the Edge” Talent, Connectivity Volume Online Visibility and Monitoring New & Retrofit (Cat and non-Cat) Online Parts Connected Assets Performance Solutions Digital Investment % of addressable opportunity % of addressable population Revenue ($ millions) ($ millions) 80% 30 30% 150 60% 20 20% 100 40% 10 10% 50 20% 0% 0 0% 0 2015 2016 2017 2018 E 2016 2017 2018 E 2015 2016 2017 2018 E 2015 2016 2017 2018 E 8

Supply Chain Improvements NEW EQUIPMENT PARTS End-to-End Process Improvement Improved Inventory Management Key Performance Drivers Improved Demand and Supply Planning Reduced Network Routes and Touches Advanced Technology in Key Processes Increased Direct Shipments to Customers New Equipment Inventory New Equipment Turns Parts Inventory Parts Turns ($ millions) (times) ($ millions) (times) 800 4.2 4.2 750 4.0 4.1 4.0 4.0 750 3.8 0.5x 700 10% 3.6 0.5x 700 3.8 3.4 3.5 23% 650 ~650 3.2 650 3.6 0.8x 3.0 3.6 600 2.8 600 3.4 0.4x 2.6 ~600 550 2.4 550 3.2 2.2 500 3.0 2.0 500 2013 2017 2013 2017 Potential 2013 2017 2013 2017 Potential ↑ 0.1 ↑ 0.1 ~$20 million ~$20 million turns turns FCF FCF 9