1. Sterne Agee Global Industrial
Infrastructure Investor Trip
November 18, 2008
Steve Filipov
President,
Developing Markets & Strategic Accounts
2. Forward Looking Statements & Non-GAAP Measures
The following presentation contains forward-looking information based on the current expectations of Terex Corporation.
Because forward-looking statements involve risks and uncertainties, actual results could differ materially. Such risks and
uncertainties, many of which are beyond the control of Terex, include among others: our business is highly cyclical and weak
general economic conditions may affect the sales of its products and its financial results; our business is sensitive to
fluctuations in interest rates and government spending; the ability to successfully integrate acquired businesses; the retention
of key management personnel; our businesses are very competitive and may be affected by pricing, product initiatives and
other actions taken by competitors; the effects of changes in laws and regulations; our business is international in nature and
is subject to changes in exchange rates between currencies, as well as international politics; our continued access to capital
and ability to obtain parts and components from suppliers on a timely basis at competitive prices; the financial condition of
suppliers and customers, and their continued access to capital; our ability to timely manufacture and deliver products to
customers; possible work stoppages and other labor matters; our debt outstanding and the need to comply with restrictive
covenants contained in our debt agreements; our ability to maintain adequate disclosure controls and procedures, maintain
adequate internal controls over financial reporting and file its periodic reports with the SEC on a timely basis; the previously
announced investigations by the SEC and the Department of Justice; compliance with applicable environmental laws and
regulations; product liability claims and other liabilities arising out of our business; and other factors, risks, uncertainties more
specifically set forth in our public filings with the SEC. Actual events or the actual future results of Terex may differ materially
from any forward looking statement due to those and other risks, uncertainties and significant factors. The forward-looking
statements speak only as of the date of this presentation. Terex expressly disclaims any obligation or undertaking to release
publicly any updates or revisions to any forward-looking statement included in this presentation to reflect any changes in
expectations with regard thereto or any changes in events, conditions, or circumstances on which any such statement is
based.
Non-GAAP Measures: Terex from time to time refers to various non-GAAP (generally accepted accounting principles)
financial measures in this presentation. Terex believes that this information is useful to understanding its operating results
and the ongoing performance of its underlying businesses without the impact of special items. See the Investors section of
our website www.terex.com for a complete reconciliation.
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3. Who is Terex
• Diversified Portfolio of Equipment Businesses
• Positioned for Continuing Long - Term Trends
• Leader In Our Categories and Our Industry
• Leveraging the Power Of One Company
AERIAL WORK MATERIALS PROC.
CRANES
PLATFORMS AND MINING
ROADBUILDING AND
CONSTRUCTION
UTILITIES
3
4. Where We Are Today
Leader in Our Categories and Our Industry
Terex is one of the Largest Manufacturers of
Construction Equipment in the World
$31.6 Based on last twelve months of available Construction Equipment Sales ($’s in Billions)
$19.9
$10.4 $9.2 $8.7 $8.1
$5.3 $5.1 $4.8 $4.5 $4.4 $4.1
Caterpillar (1) Hitachi (3) Volvo Liebherr (7) Sandvik (10) CNH Global (8) Deere (5) JCB (7) Doosan (6)
(4)
Komatsu (2) Terex Oshkosh (9)
(7) Estimated, as these are privately owned companies:
(1) Represents Machinery sales for the last twelve months ended Sep 30, 2008; excludes
JCB: 2007 sales of GBP 2.25 billion converted at Dec 31, 2007 GBP/USD rate of
Engine and Financial Product sales.
1.9870
(2) Represents Komatsu’s Construction, Mining & Utility Equipment segment as of Sep 30,
Liebherr: 2007 Cranes/Mining/Construction sales of EUR 5.5 billion converted at Dec
2008 converted at an exchange rate of JPY/USD of 106.35
31, 2007 EUR/USD rate of 1.4598
(3) Exchange rate used as of Sep 30, 2008 of USD/JPY 106.35
(8) Represents CNH Global’s Construction Equipment Segment as of Sep 30, 2008
(4) Represents Volvo’s Construction Equipment segment as of Sep 30, 2008 converted at
(9) Represents Access & Commercial (both concrete & refuse trucks) for the 12 months
an exchange rate of USD/SEK 6.9252
ended Sep 30, 2008.
(5) Represents Deere’s Construction and Forestry segment as of July 31, 2008
(10) Represents Mining & Construction sales through Sep 30, 2008 converted at an
(6) Represents 2007 Construction Equipment sales of $1.5 billion converted at an exchange
exchange rate of SEK/USD 6.9252
rate at Dec 31, 2007 of KRW/USD 936.07 plus estimated 2007 bobcat sales of $2.9
billion
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5. Diversified Portfolio of Product Leaders
Leader in Our Categories and Our Industry
Approximately 75% of 2007 sales were generated
in markets where Terex has significant market presence
AERIAL WORK MP&M
CRANES
PLATFORMS
• Hydraulic Excavators (top 3)
• All Terrain Cranes (top 2)
• Articulated boom lifts (top 2)
• Mining Trucks (#3)
• Rough Terrain Cranes (top 3)
• Telescopic boom lifts (top 2)
• Surface Drills (# 3)
• Tower Cranes (#3)
• Scissor lifts (top 3) • Crushing & Screening (#1)**
• Large Crawlers (#1)
• NA Telehandlers (#2) • Highwall Miners (#1)
• Port Cranes (top 2)*
ROADBUILDING AND
CONSTRUCTION
UTILITIES
• Compact Track Loaders (#1)
• Front Discharge Mixers (#1)
• Material Handlers (#2 or 3)
• Insulated Aerials (#2)
* Including pro forma impact of Fantuzzi acquisition; ** Mobile Equipment
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6. Segment and Geographic Diversification
Diversified Portfolio of Equipment Businesses
2007 Sales by Geography
2007 Sales by Segment
RBU
7%
Developing
AWP
Markets
25%
W. Europe
22%
Construction
37%
Japan / ANZ
21%
7%
USA /
Cranes
MP&M
Canada
24%
23%
34%
$ 9.1 Billion $ 9.1 B
$ 9.1 Billion $ 9.1 B
Balanced by business; Balanced geographically
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7. Developing Markets Summary
• ~$2.3 billion* of sales were from developing countries, growing
at more than 3x the overall growth rate for Terex
• Near-term uncertainty caused by the global credit crisis
tempered by long-term need and priority for continued
infrastructure investment
• 4,000 team members operating from more than 30 company
and joint venture facilities in developing markets
• Goal of $4 billion sales at the end of 2010
- Current environment makes this goal more challenging
- Still guiding our thinking as to how we deploy
* Last 12 months sales as through Q3 2008 7
8. Terex: Developing Markets Growth
DEVELOPING MARKET
DEVELOPING MARKET
SALES BY BUSINESS ($)
SALES GROWTH ($)
RBU
AWP
Africa
Construction
Middle East
Latin America
MP&M
Russia/ E. Europe
Cranes
Asia, ex. Japan
2004 2005 2006 2007
2004 2005 2006 2007
Broad Based Global Growth
22% of 2007 sales *
Strongest In 3 Businesses
42% CAGR 2004 - 2007
* Developing market sales represented approximately 24% of sales YTD through Q3 2008 and 26% of Q3 2008 sales
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10. Developing Market Changing Outlook
April 2008 Outlook October 2008 Outlook
April 2008 vs. Present
April 2008 vs. Present
•• Downward revisions
Downward revisions
due to global economic
due to global economic
conditions
conditions
•• Weak 2009 consensus
Weak 2009 consensus
forecasts for USA and
forecasts for USA and
Europe
Europe
•• Uncertainty regarding
Uncertainty regarding
near term growth
near term growth
•• Continuing risk to the
Continuing risk to the
downside until credit
downside until credit
crisis begins to ease
crisis begins to ease
Source: IMF World Economic Outlook, October 2008
Source: IMF World Economic Outlook, April 2008 10
11. Most current outlooks for major developing markets (10/
2008)
Current Outlook for Growth
Outlook for Real GDP Growth:
15
•• Pressure on exports will hurt all
Developing World (Nov. 2008) Pressure on exports will hurt all
developing markets ––some worse
developing markets some worse
12
than others
than others
–– Exports slowed by softer trade
9
Exports slowed by softer trade
–– Commodities weaker
Commodities weaker
6
•• International investment spending
International investment spending
3
down, but offset in part by
down, but offset in part by
increased government spending
0
increased government spending
'04 '05 '06 '07 '08 '09 '10 '11 '12
•• Governments appear committed to
Governments appear committed to
China India Russia/ CIS
infrastructure investments as key to
SA/ Mexico ME/ N. Africa Southern Africa
infrastructure investments as key to
near and long term growth
near and long term growth
•• Implies continuing equipment
Implies continuing equipment
•• Outlooks shifting downwards, but
Outlooks shifting downwards, but demand despite softer economic
demand despite softer economic
rates of anticipated growth are high
rates of anticipated growth are high conditions
conditions
•• Full impact of the financial crisis
Full impact of the financial crisis
remains unclear but most believe
remains unclear but most believe
that growth will be sustained
that growth will be sustained
Source: Analysis of data from the Economist Economic Intelligence Unit (EIU) 11
12. Near Term Realities
Developing Markets: Downside Risks Developing Markets: Upside Potential
• Governments continue to provide
• Tightening of global credit delays
monetary stimulus to develop
projects and stalls procurement of
infrastructure and create jobs,
capital goods
providing significant employment
and opportunities for our products
• “Reforms” to global financial
markets put unintended
constraints on continued growth in
developing economies
• The global economy confronts
another major shock (terror attack,
military conflict, etc.)
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13. Long Term Prospects
Developing Markets: Downside Risks Developing Markets: Upside Potential
• Near term situation creates • Stability returns to global financial
instability that causes some markets
economies to underperform their
potential
• Recent/continuing investments in
infrastructure drive continued
expansion
• Local consumption becomes the
driver for developing market
growth
• Upward spiral of wealth creation is
restored
13
14. Strategy for Developing Markets
Accelerate • Remove roadblocks, accelerate
Accelerate
progress we are investments, etc. to enable faster growth
progress we are
already making
already making where traction has already been achieved
Broaden benefits • Leverage synergies between businesses
Broaden benefits
from the progress to achieve greater overall benefit from
from the progress
we make
we make market progress that is made
Establish traction in
Establish traction in
• Facilitate entry by Terex businesses into
high potential but
high potential but
high growth developing markets where we
under-penetrated
under-penetrated
geographies are currently under-represented
geographies
Pursue “white • Identify and pursue opportunities in
Pursue “white
space” opportunities
space” opportunities developing markets that offer growth
that might have been
that might have been potential but sit outside the domain of
missed
missed current Terex businesses
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15. Russia Remains Committed to Infrastructure
Projects
November 6, 2008 – Reuters
Story on infrastructure:
• Tender awarded for ~$1.3 billion railroad in
the far eastern republic of Yakutia
• The 400-kilometre state-funded line will allow
access to natural resources such as coal,
diamonds & natural gas
• Russia has a $1 trillion plan to develop its
infrastructure over the next 10 years.
• Railroad project is among the first to go
forward since the onset of the global financial
crisis.
• Tender was awarded in October to build the
first stage of a motorway from Moscow to St.
Petersburg.
• These projects are “… signaling that Russia
is still committed to renewing its
infrastructure despite the financial turmoil.”
[bold font added by Terex]
Troika Dialog, Russia’s Investment Story, Sept. 2008
15
16. China Infrastructure Investment
November 9, 2008 – Bloomberg
China Stimulus Package
• China's State Council
announced a $586 billion
economic stimulus package
• To be used by the end of 2010
• The Central Bank will pursue a
``moderately loose'' monetary
policy
• Size of stimulus package is
equivalent to almost a fifth of the
country's 2007 GDP
• The extra spending may boost
the nation's economic growth by
2% next year, said Xing Zigiang,
an economist at China
International Capital Corp. in
Beijing
16
17. Panama Canal Project Moving Forward
The Panama Canal Authority announced approval for a $2.3 billion
financing package on October 14, 2008 for the Canal Expansion
Program. Canal generated cash flow will finance the remainder of the
$5.25 billion project.
Two Terex hydraulic excavators working at the Panama Canal expansion project
17
18. Brazil – PAC Program
Destination of investments in USD
2007 to 2010 (4 years)
Logistics
Social & Transports
and Urban
US$ 36 Bi
Total:
US$ 106 Bi
US$ 315 Bi
Energy
US$ 173 Bi
Source: Brazilian Government
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19. Brazil – PAC Program
Results up to September 2008:
190 projects finished – US$
•
13.6 Billion (R$ 30.6 Billion)
• 87 Logistics & Urban
• 106 Energy
Project progress:
59% of total under
•
Construction
• 86% on course
• 5% red flags
• 1% delayed Terex RH 340 hydraulic excavator at work in the
20% in Bidding phase mining site of Carajás, PA - Brazil
•
12% project phase
•
9% concluded
•
Source: 5th PAC Balance Report Sep/2008
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20. Brazil - Other Important Projects
Extension of the Sao Paulo
Subway System
Over 9 Billion USD
•
World Cup 2014
Estimated 20 Billion USD
•
CSA ThyssenKrupp
Over 5 Billion USD
•
CSN Sepetiba
Over 3 Billion USD
•
Estaleiro Atlântico Sul
Over 1 Billion USD
•
Terex RT crane assembling Terex Tower crane at
the hydroelectric plant of Dardanellos, MT - Brazil
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22. Strong Presence in Latin America
Miami, Florida
Mexico City Sales location
Sales/Service location 6 team members
8 team members
Santiago, Chile
Terex Mining location
10 team members
Sao Paulo, Brazil
Terex Latin America Headquarters
Porto Alegre, Brazil 62 team members
Roadbuilding/Asphalt Plant Manufacturing
250 team members
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23. Cross-selling of All Terex Products
• Geographic sales approach to
the Latin American market
rather than by each individual
Terex product Segment
• Selling all Terex products in
Latin America
• Growing dealer network
including dealers that only
carry Terex equipment
• Rental channel is developing
quickly in certain markets
such as Brazil
Growing distribution network
23
24. Terex Latin America Highlights
• 4 year compounded
annual growth rate (CAGR) 62% Sales in
through 2007 of 62% from Latin America
CAGR
a growing customer base
• Doubled number of
dealers over last 12
months
• Tripled number of rental
partners over last 12 20
04
months as the rental
20
05
channel develops in
20
06
certain markets
20
07
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25. Developing Markets Summary
• ~$2.3 billion* of sales were from developing countries, growing
at more than 3x the overall growth rate for Terex
• Near-term uncertainty caused by the global credit crisis
tempered by long-term need and priority for continued
infrastructure investment
• 4,000 team members operating from more than 30 company
and joint venture facilities in developing markets
• Goal of $4 billion sales at the end of 2010
- Current economic environment makes this goal more
challenging
- Still guiding our thinking as to how we deploy
* Last 12 months sales as through Q3 2008 25
