Delivering results

1. Leadership Delivering Results A progressive, bilingual and bicultural, sales and service operations leader with national and international experience in managing world class, sales, distribution and industrial service operations. Applies an industrial automation and business administration education to capture market, production and administrative opportunities. Possesses strong communication, strategic and analytical skills to deliver effective decision making for business and operations planning and budgeting. Recognized as a customer and results oriented leader focused on operational effectiveness, accountability and team work to deliver customer and corporate commitment. Rick Leroux Executive and General Operations Management Sales, Service & Distribution

2. Capabilities and experience  Executive and General Management  Strategic and Process Planning  Mergers and Consolidations  Directing Sales and Marketing  Operations and Product Management

3. Executive and General Management Profitability increased year over year 51% & 45% in a declining market Reversed a declining profitability trend.       Reduced delivery capacity to seasonal demand Eliminated non productive fleet assets Improved margin levels with market segmentation Restructured, aligned sales force to growth markets Adjusted inventory levels to J.I.T. Optimized national accounts % YOY Profit Increase Jul.-2012 YTD 45 Dec. 2011 $3.0 MM in profit recovery 51 0 20 40 60

4. Executive and General Management Expanded Division product offering for growth Synergy of product lines to accelerate high profit sales    Standardized ON and QC machine product offering  3 new lines in ON, 4 in QC  National and major account growth realized Sales growth of 7% with Allied, high G.P. sales in 12 months  Declining market condition: 2% Positioned dealership for continued machine and product support growth. 5000 Added $3.5MM of new sales in declining conditions. Allied Sls $K 0 2006 2007

5. Executive and General Management Introduced demand driven inventory purchases Linked inventory purchases to market demand levels  Initiated monthly machine 3rd party sales prospect reporting  Machine models and quantities  Probability and month of customer order  Identified internal machine requirements Long and short term rental  Inventory minimum requirement Leveraged extended terms on machine inventory   4 3.5 3 Increase machine inventory turns 26%. 2.5 2 1.5 1 0.5 0 2006 2007

6. Executive and General Management Reduced cost of goods sold Turned around manufacturing facility      High % ‘Make’ activity for plant labor absorption ‘Make’ or ‘Buy’ process reviewed and reversed Changed plant operations leadership Drove accountability & structure changes Optimized ‘Make’ product mix Jan-00 $6.5 MM in profit recovery Jun-99 % Margin 0 10 20 30 40

7. Executive and General Management Improved liquidity and reduced A.R. risk Reduced overdue A.R. level from 15% to 0,5% of sales     Implemented dedicated collections process Fast complaint resolution process Average days sales outstanding (DSO) from 109 to 45 days Overdue A.R. position from $26M to $800K Recovered $25.3MM in declining industry. 5000 Overdue A.R. $K 0 Q1 2001 Q2 2006

9. Strategic and Process Planning Optimized pricing, sales, inventory & operating capacity Developed and applied key business processes     Conducted quarterly competitive price point analysis  Increased margin yield  Reduced customer loss Restructured inside and outside sales force  Centralized customer call center to dispatch center  Aligned sales force to growth and core markets Adjusted inventory system to seasonal ‘just in time’ demand Introduced demand driven capacity adjusted planning Optimized business to generate $3.0MM in additional profitability.

10. Strategic and Process Planning Increased Parts volume and profitability Developed and applied a Strategic Pricing module    Conducted competitive price point analysis  Standard parts basket market comparison Segmented parts business into four key segments  Price point, Core, Visibility, Customer  Identified value added delivery channels Applied tailored price factors to each segment Aligned parts business to generate $1.5MM in additional profitability.

11. Strategic and Process Planning Assessed vulnerability to protect profitability Delivered a study to define impact of industry trends    Identified customers with weak market position  64 of 150 paper mills identified as being at risk (42%) Measured revenue loss of decreasing customer base  Product segment sales volume (20%)  Gross profit dollars by product segment (37%) Proposed management actions and changes  Protect and grow lucrative segments  Adjust overhead cost structure 80 70 2006 60 2015 50 Proactive management to needed decision making. 40 30 20 10 0 Sales Earnings

12. Strategic and Process Planning Launched operations effectiveness surveys Targeted operational improvement with customer input.    Identified customer expectations by business activity  Capital versus aftermarket  Sales and service functions Activity based operational effectiveness was measured  Sales process and customer interaction  Parts, repair, service and project delivery departments Set priorities management actions in mission critical areas  Align needed improvements with core operational areas  Realize changes as part of the 5 year plan. Adopted in North America to strengthen operations, ensure customer loyalty and grow revenue.

14. Mergers and Consolidations Consolidated triple site operation Integrated 3 Divisions into single site operation     Metso Paper, Minerals and Automation  Separate under-utilized sites Consolidation launched to support common operating unit  Centralized administration, H.R., I.T. Shared facility with autonomous operations  Leveraged synergies and common services Aligned infrastructure to industry trends  Pulp & Paper in decline – reductions foreseen  Minerals, mining – expansion capabilities Reduced infrastructure costs $650M/Yr.

15. Mergers and Consolidations Merged 3 sales & service organizations Integrated 3 operating Divisions to a $70MM unit     Reorganized divisions to single structure Consolidated Sales and Field Service teams Reduced I.T, H.R., administration redundancies Applied shared services, finance and administration model Reduced operating costs 13% 3500 3400 3300 3200 3100 3000 2900 2800 2700 1999 Op. Exp. 2000

16. Mergers and Consolidations Combined 4 common customer sales teams Merged 4 separate sales groups into a common team       Focused on complimenting skill and expertise sets Capitalized on sales competencies to drive results Leveraged customer relationships Improved sales reporting processes Reduced redundancies Improved sales effectiveness 2000 Reduced sales costs 48% Op. Exp. 1999 0 200 400 600 800

18. Directing Sales and Marketing Sales force restructuring Increased field sales 17% in a declining market.      Optimized field sales representation in 5 of 7 markets Introduced a weekly, sales rep level prospect review  Increased key opportunity sales support and yield Implemented a quarterly market price survey Established 3rd party alliances to grow new sales segments  Mining, Automotive, Residential Grew national account propane margin, service sales Grew field sales revenue and market share.

19. Directing Sales and Marketing Organized a division level promotion plan High margin sales growth with focused marketing    Combined publicity campaigns across ON and QC regions  Common market segments for the Division Improved consistency of corporate message and image  Feature product business developed simultaneously Promotion schedule linked to business segment cycles  Publicity synchronized to high buying activity Sales $K  Increased sales to meet capacity 1140 Grew sales in high margin product segments. 1120 1100 1080 1060 1040 1020 1000 980 960 940 2006 2007

20. Directing Sales and Marketing Growing key account sales and loyalty Developed key account plans for major accounts       Established 12 month strategic account plans Complemented by sales management follow-up and support Improved client relationships Grew sales in low share, high margin product segments Quarterly action plan reviews Formalized team sales approach Sales $K 1000 800 Good to outstanding results! 600 400 200 0 1994 1997

21. Directing Sales and Marketing Developed high margin service sales volume Decentralized & upgraded sales force      Turned 60% of sales force to entrepreneurial model Relocated field sales to regions of high client concentrations Automated and computerized sales force Focused sales force to aftermarket segment Established new product category sales objectives Revenue growth of 80% over 3 years. 35 30 25 20 15 10 5 0 1994 Sales $M 1997

23. Operations Management Reduced operating costs in a declining market Recovered $8MM or 23% in operating efficiencies       Adjusted technical service and delivery capacity to demand Eliminated non productive assets Optimized inventory levels to just in time Centralized asset purchasing Reduced overtime costs 40 35 Operating Increased delivery efficiency Expense 30 $MM 25 Reduced operating costs $8MM over 3.5 years. 20 15 10 5 0 End 2009 YTD 2012

24. Operations Management Increased Fleet Maintenance Efficiency Increased service capacity 12% Recovered $638M/Yr. in maintenance costs     Updated maintenance schedule to manufacturers standard Increased preventive maintenance intervals Reduced parts and consumables costs Increased service technician capacity Reduced $638M/Yr. in excess maintenance costs.

25. Operations Management Automated quote process to increase sales Reorganized quoting process to price list format     Rationalized product offering Eliminated pre-quote engineering for standard products  Quote lead times dropped from 28 day average to same day Created electronic price list  Issued to inside sales to allow immediate quoting. Easy quotes with standard templates  Consistent value proposition of product 30 Days Sales $M 25 20 1 day quotes versus 28 days Sales up 164% within 12 months! 15 10 5 0 Before After

26. Product Management Realized mature product growth Revitalized mature product segment     Innovated a dedicated product management plan  Transferred control from the foundries to manufacturing  Reduced critical component lead times 6 to 8 weeks Repositioned brand and product attributes  Developed new promotion material Million $ Calibrated pricing to market levels 4.5 4 Significantly cut quote times 3.5 Revenue up $2.5MM to $4.1MM 3 2.5 2 1.5 1 0.5 0 Jul-97 Jul-98

27. Leadership Profile A progressive, bilingual and bicultural, sales and service operations leader with national and international experience in managing world class, sales, distribution and industrial service operations. Applies an industrial automation and business administration education to capture market, production and administrative opportunities. Possesses strong communication, strategic and analytical skills to deliver effective decision making for business and operations planning and budgeting. Recognized as a customer and results oriented leader focused on operational effectiveness, accountability and team work to deliver customer and corporate commitment. Rick Leroux Executive and General Operations Management Sales, Service & Distribution

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