INVESTOR PRESENTATION Scott Thomson, President and CEO

Marcello Marchese, President, Finning South America

Mauk Breukels, VP Investor Relations

Toronto, Boston, Montreal

September 2014

Forward Looking Information

2

This report contains statements about the Company’s business outlook, objectives, plans, strategic priorities and other statements that are not historical facts. A

statement Finning makes is forward-looking when it uses what the Company knows and expects today to make a statement about the future. Forward-looking

statements may include words such as aim, anticipate, assumption, believe, could, expect, goal, guidance, intend, may, objective, outlook, plan, project, seek,

should, strategy, strive, target, and will. Forward-looking statements in this report include, but are not limited to, statements with respect to: expectations with

respect to the economy and associated impact on the Company’s financial results; expected revenue; EBIT margin; ROIC; market share growth; expected results

from service excellence action plans; anticipated asset utilization, inventory turns and parts service levels; the expected target range of the Company’s net debt to

invested capital ratio; and the expected target range of the Company’s dividend payout ratio. All such forward-looking statements are made pursuant to the ‘safe

harbour’ provisions of applicable Canadian securities laws.

Unless otherwise indicated by us, forward-looking statements in this report reflect Finning’s expectations at September 3, 2014. Except as may be required by

Canadian securities laws, Finning does not undertake any obligation to update or revise any forward-looking statement, whether as a result of new information,

future events, or otherwise.

Forward-looking statements, by their very nature, are subject to numerous risks and uncertainties and are based on several assumptions which give rise to the

possibility that actual results could differ materially from the expectations expressed in or implied by such forward-looking statements and that Finning’s business

outlook, objectives, plans, strategic priorities and other statements that are not historical facts may not be achieved. As a result, Finning cannot guarantee that any

forward-looking statement will materialize. Factors that could cause actual results or events to differ materially from those expressed in or implied by these forward-

looking statements include: general economic and market conditions; foreign exchange rates; commodity prices; the level of customer confidence and spending,

and the demand for, and prices of, Finning’s products and services; Finning’s dependence on the continued market acceptance o f Caterpillar’s products and

Caterpillar’s timely supply of parts and equipment; Finning’s ability to continue to improve productivity and operational eff iciencies while continuing to maintain

customer service; Finning’s ability to manage cost pressures as growth in revenues occur; Finning’s ability to reduce costs in response to slowing activity levels;

Finning’s ability to attract sufficient skilled labour resources to meet growing product support demand; Finning’s ability to negotiate and renew collective bargaining

agreements with satisfactory terms for Finning’s employees and the Company; the intensity of competitive activity; Finning’s ability to raise the capital needed to

implement its business plan; regulatory initiatives or proceedings, litigation and changes in laws or regulations; stock market volatility; changes in political and

economic environments for operations; the integrity, reliability, availability and benefits from information technology and the data processed by that technology.

Forward-looking statements are provided in this report for the purpose of giving information about management’s current expectat ions and plans and allowing

investors and others to get a better understanding of Finning’s operating environment. However, readers are cautioned that it may not be appropriate to use such

forward-looking statements for any other purpose.

Forward-looking statements made in this report are based on a number of assumptions that Finning believed were reasonable on the day the Company made the

forward-looking statements. Refer in particular to the Outlook section of this MD&A. Some of the assumptions, risks, and other factors which could cause results to

differ materially from those expressed in the forward-looking statements contained in this report are discussed in Section 4 of the Company’s current AIF.

Finning cautions readers that the risks described in the AIF are not the only ones that could impact the Company. Additional risks and uncertainties not currently

known to the Company or that are currently deemed to be immaterial may also have a material adverse effect on Finning’s business, financial condition, or results

of operations.

Except as otherwise indicated, forward-looking statements do not reflect the potential impact of any non-recurring or other unusual items or of any dispositions,

mergers, acquisitions, other business combinations or other transactions that may be announced or that may occur after the date hereof. The financial impact of

these transactions and non-recurring and other unusual items can be complex and depends on the facts particular to each of them. Finning therefore cannot

describe the expected impact in a meaningful way or in the same way Finning presents known risks affecting its business.

Monetary amounts are in Canadian dollars and from continuing operations unless noted otherwise

Overview of Finning International

World’s largest Caterpillar dealer serving customers for over 80 years

We sell, rent and provide parts and service for Caterpillar equipment

and engines

Operate in Western Canada, Chile, Argentina, Bolivia, Uruguay, UK

and Ireland

Main industries: mining (oil sands, copper, coal), construction, power

systems (EPG, petroleum, marine) and forestry

~14,600 employees worldwide (~65% technicians/mechanics)

3

(1) At August 8, 2014

Vancouver

(head office)

Edmonton

Fort McMurray British Columbia

Yukon

Alberta

The Northwest Territories

Santiago

Antofagasta

Bolivia

Argentina

Chile

Uruguay

Cannock

United Kingdom

Ireland

2013 Financial Statistics Market Statistics(1)

Revenue 6.8B Ticker FTT (TSX)

EBITDA 0.7B Share Price 33.15

FCF 0.4B % 52-Week High 97%

EPS 1.95 ADTV 0.5M

Invested Capital 3.1B Market Cap 5.7B

Net Debt 1.3B Enterprise Value 7.1B

ROE 19.7% S&P/DBRS Rating BBB+/A(low)

ROIC 15.7% Dividend Yield 2.1%

Dividend 10yr CAGR 13.1%

Compelling Value Proposition

Passionate and committed employees

Right people in the right places to execute on the plan

Best products, best territories

Aligned with Caterpillar, world’s best heavy equipment company

Resource-rich territories with significant organic growth opportunities

Compelling business model

Machine population provides embedded product support growth

Customer diversification across many attractive sectors

Significant opportunity to improve operating performance

Going forward, profitability and working capital management will improve markedly

All priorities linked to improving return on invested capital

Opportunity to optimize and capitalize on historic investments with more disciplined approach

Opportunity to generate positive free cash flow throughout the cycle

Continued commitment to dividend growth

Long-term growth rate of 13%; increased dividend by over 16% in May 2014

4

Broadest Range of Quality Caterpillar Products

5

Over 300 equipment product lines

Market Leader in Most Desirable Regions

6

Revenue by region for six months ended Jun 30, 2014

Powerful, Sustainable Business Model

7

Diverse Customer Base

8

67% of new equipment deliveries from non-mining

* Agriculture, industrial and government segments

NEW FOCUS

Driving Return on Invested Capital

Operational Priorities

Service Excellence

Drives lowest equipment owning and operating costs

Maximizes equipment uptime and improves customer loyalty

Increases service profitability

Attracts and retains technical talent

Supply Chain

Competitive advantage as a world-class distributor

Efficient supply chain drives customer loyalty

Reduces costs and invested capital

Improves cash generation

Market Leadership

Builds machine population and

drives future product support

Aligns with Caterpillar’s focus

on market share growth

Expands focus to entire product line

Asset Utilization

Optimizes footprint and distribution of activities

Maximizes return on investments made

Improves service delivery

Reduces costs and invested capital

10

Market Leadership Target ∆

in 3 Years

Revenue

Opportunity*

Core Equipment Market Share 2-4% 1% share = $35M

Parts Market Share 2-4% 1% share = $45M

Power Systems Revenue (Canada) 10-15% 5% growth = $20M

Service Excellence Target ∆ in 3 Years

Consolidated EBIT $ $40 – 60M

Supply Chain Target ∆

in 3 Years

Working Capital Reduction

Inventory Turns 0.5 – 0.9x 0.1 turn = $50M inventory

* Assumes no industry growth

Service Excellence

Improve labour recovery

Enhance leadership, competencies and technical skills

Improve parts availability by leveraging supply chain efficiencies

Standardize processes and planning

Improve quoting to reduce bid variances

Implement consistent service delivery model in all branches

Governance, roles and responsibilities - clear accountability

Standard service rates and definitions

Enhance profitability visibility at branch level

Align compensation with customer loyalty and profitability

Progress Update

On target to roll out new service process to all branches in Canada

Sustaining new service model at Phase 1 locations: Mildred Lake, Fort McKay, Price

George, Peace River, Grande Prairie

Started implementation in Phase 2 location, including Calgary and COE in Red Deer

Canada’s service labour recovery rate improved by 2 points since end of 2013

Service improvements in South America offset by softness in equipment sales

11

Action Plans and Progress Update

12

Supply Chain Canada - Reducing Lead Times and Transfer Points

Supply Chain

Focus on inventory management, network optimization and transportation efficiency

Completed 5 branches in 2013

Rolling out to 17 branches in 2014

Parts service levels at or above targets

24 hour service level at above 86%, up 6 points from 2013

72 hour service level at above 95%

Emergency orders at ~27%, down 6 points from 2013 levels

Number of touch points and velocity improved significantly in southernmost branches

with direct shipment from Spokane

Reducing transportation costs despite higher parts volumes

~$1.5 million in annual savings from elimination of redundant truck trips

Rationalizing transportation providers - down 25% from 2013; target 50% reduction

13

Canada - Progress Update

Market Leadership

Core equipment market share up materially in all regions since the end of 2013

In Canada, core equipment market share up 5 points from last year

Better sales coverage – higher participation and closing of deals

Restructured incentive schemes motivate sales force

Improved inventory quality

Tier 4 equipment – great quality and attractive fuel efficiency

Growing market share through better execution; margins maintained

14

Progress Update

Asset Utilization

Allocating work and assets across facilities

Shovels and Drills moved from its Fort McMurray location into Mildred Lake branch;

vacated building subleased

Power Systems moved from its Fort McMurray shop into local branch; location

vacated

Prince George rental store will be moved to main branch in Q4 2014

Edmonton used equipment, machining and welding moved into Shovels and Drills

location to free bays in West Edmonton branch for customer repairs

Centralizing new equipment preparation at COE in Red Deer

Optimizing service trucks fleet

Eliminated 20% of trucks

Moving trucks from low to high utilization branches

15

Canada - Progress Update

16

All priorities are linked directly to EBIT or Invested Capital

Priorities Will Drive Improved Return on Invested Capital (ROIC)

2006 2007 2008 2009 2010 2011 2012 2013

ROIC 27.6% 26.8% 15.0% 10.2% 15.3% 16.0% 16.5% 15.7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

2006 2007 2008 2009 2010 2011 2012 2013

EBIT Margin 7.8% 8.3% 6.8% 5.5% 6.3% 6.3% 7.4% 7.7%

Inv. Cap. T/O 3.6x 3.2x 2.2x 1.8x 2.4x 2.5x 2.2x 2.0x

1.0x

2.0x

3.0x

4.0x

5.0%

6.0%

7.0%

8.0%

9.0%

Return on Invested Capital

17

Historical Performance

Results were adjusted to exclude discontinued operations

Economic

downturn

Significant Investments:

- Drills & Shovels

- Fort MacKay

Underperforming working capital

ERP implementation

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

42

47

5352

5051 51

48

41

2012 2013 20142011

45%

35%

TARGET

RANGE

Strengthening Balance Sheet

Positive free cash flow through the cycle

Strong cash flow from operations

Improving working capital primarily through

higher inventory turnover

Capital expenditures to remain significantly

below 3-year average

Strong operating cash flow comfortably

supports debt levels and investment grade

ratings

18

Target

Range

Net debt to total capital ratio (%) FCF per Share (dollars)

Net debt / EBITDA

19

Important component of total

shareholder return

Committed to growing dividend,

consistent with sustainable

earnings growth

Target payout ratio: 25-35%

10 year CAGR ~13%

5 year CAGR ~9%

Current dividend

Quarterly = $0.1775

Annualized = $0.71

Dividend yield ~2.1%(1)

0.20 0.22

0.28

0.36

0.43 0.44 0.47

0.51

0.55

0.5975

0.685

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Annual Dividends

Continued Commitment to Dividend Growth

(1) At August 8, 2014

20

Finning International appointments

Gillian Platt, Chief Human Resources Officer

Dave Cummings, Chief Information Officer

Greg Palaschuk, VP Treasurer

Search in progress for new CFO

interim support from Anna Marks, Sr VP Controller

Finning Canada appointments

Chad Hiley, Sr VP Human Resources

John Pollesel, Sr VP Mining

Internal appointments

Branch manager, Grande Prairie, Canada

Branch manager, Sparwood, Canada

Head of power systems, South America

Ongoing focus on employee development and providing internal growth opportunities

Talent Management

FINSA

South America maintaining its EBIT margin despite significantly reduced business

volumes

Significant reductions to workforce since mid-2013

Reached equitable agreement with shovels and drills employees – may have

one off cost of a couple of million dollars in Q3

Reduced invested capital by ~ US$190M from last year

Tax reform in Chile expected to be enacted during H2

Monitoring status of proposals

Will evaluate impact on financial results and effective tax rate going forward

once changes are substantively enacted

Argentina – continues to be problematic

Devaluation of the Argentine peso has increased our effective tax rate

21

Responding well to challenging market conditions

FINSA

Business conditions expected to remain challenging

Mining

Mines are increasing production

New equipment sales expected to be soft; product support activity stable

Codelco will invest US$4B for 2014-18 - should also drive large contractor

activity

Government infrastructure projects US$28B over the next 7 years – expect some

order activity next year

Energy opportunities:

Argentina – shale gas (elections in 2015)

Chile – renewables

22

Outlook

Key Takeaways

Finning has a great business model with resource rich territories; general economic

trends support continued growth

Focus on what we can control: costs, working capital and capital investment

Significant increase in invested capital has offset profitability improvements over last

three years

Opportunity to materially increase Return on Invested Capital over time

Improved profitability, primarily in Canada

Working capital management

Improved capital discipline

Operational priorities linked to improving Return on Invested Capital; team aligned and

executing

23

APPENDIX

Oil Sands

25

Benefitting from ongoing projected growth

Source: CAPP (Canadian Association of Petroleum Producers)

Western Canada LNG

26

Seizing new business opportunities

Projects proposed to transport gas from Western

Canada to Asia1 Investment

LNG Canada (Shell, Korea Gas, Mitsubishi, PetroChina) +28B

Pacific NorthWest (Petronas, Sinopec, Japex, Indian Oil) +20B

Kitimat LNG (Chevron & Apache) +11B

1Source: Finning Estimates

Copper in Chile

27

Participating in long-term growth

Source: Wood Mackenzie

“The UK economy showed clear signs of

recovery during 2013 and we expect this to

continue in 2014-15. All major industry

sectors and regions are now showing

positive growth trends.” PwC; July 2014

“We anticipate that the UK's economic

recovery will continue to broaden,

benefiting the public finances.” S&P

upgraded its outlook on the U.K.'s triple-A

credit rating from negative to stable. S&P; June 13, 2014

“UK economy settling into above-trend

growth.” OECD; May 13, 2014

“We expect to see marked improvements in

British business investment and

productivity.” Britain's top business lobby

upgraded its economic growth forecasts for

2014 and 2015. CBI; May 11, 2014

Reasons for Optimism in the U.K.

28

UK Real GDP (% Change)

Source: Economist Intelligence Unit; Jul 14, 2014

-5.2

1.71.1

0.1

1.7

3.12.5

-6.0

-4.0

-2.0

0.0

2.0

4.0

2009 2010 2011 2012 2013 2014F 2015F

Q2 2014 Results

29

Earnings

C$ millions Q2 2014 Q2 2013 % change

Revenue 1,768 1,620 9

Gross profit 523 513 2

GP margin 29.6% 31.7%

SG&A (388) (392) 1

SG&A as % of revenue (22.0)% (24.2)%

Equity earnings 3 4

Other income (expenses) (1) (3)

EBITDA 190 176 8

EBIT 137 125 12

EBIT margin 7.8% 7.6%

Net income 86 83 4

Basic EPS 0.50 0.48 4

Improved profitability in Canada

South America maintained EBIT margin despite significantly reduced business volumes

Solid quarter; more work to be done on operational priorities

Q2 2014 Results

30

Invested Capital

Q2 2014 Q1 2014 Q4 2013 Q3 2013 Q2 2013

Inventory ($ millions) 1,835 1,945 1,756 1,904 1,978

Inventory turns (times) 2.56 2.61 2.74 2.44 2.23

Invested capital(1) ($ millions) 3,334 3,414 3,138 3,342 3,443

Invested capital turnover (times) 2.12 2.06 2.04 2.03 2.01

Free cash flow ($ millions) 123 (134) 365 163 7

Working capital to sales ratio (%) 25.5 26.3 26.5 26.7 26.7

Return on invested capital (%) 16.0 15.4 15.7 15.8 15.8

Net debt to invested capital (%) 40.9 42.9 40.8 47.8 50.6

Good progress on capital efficiency initiatives

Improved invested capital turnover driven by Canada and UK & Ireland

Strong free cash flow in Q2/14 driven by South America

Net debt to invested capital ratio comfortably within target range

(1) Calculated at end of period