2015 Annual General

Meeting Wacker Neuson SE

Munich, May 27, 2015

Executive Board

Report

Cem Peksaglam (CEO)

Martin Lehner (CTO)

Günther Binder (CFO)

1

Executive Board and Supervisory Board

2

Executive Board

Supervisory Board:

Hans Neunteufel (Chairman)

Prof. Dr. Matthias Schüppen Ralph Wacker

Kurt Helletzgruber

Elvis Schwarzmair (employee representative)

Hans Haßlach (employee representative)

Cem PeksaglamCEO

Strategy/M&A,sales, logistics,service, marketing,investor relations, corporate communication, HR, sustainability, compliance, legal and real estate

Günther C. Binder CFO

Finances,auditing and IT

Martin Lehner CTO

Purchasing,production,technology andquality

Contents

3

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

The ups and downs of fiscal 2014

Dynamics in emerging markets mixed, significant

slowdowns / currency fluctuations in some markets

Emerging markets’ share of revenue unchanged

Still no all-clear for European economy: France, Russia,

Turkey, Italy

Increased competition and price pressure in individual

markets/regions (overcapacities in some cases)

New, disparate emissions standards in EU/US pose a

major challenge (tying up resources, costs)

European agricultural technology industry contracting

(after a decade of strong investments)

Weak demand from mining industry and energy sector

Strong market position in challenging market conditions

Ongoing recovery in the US

Overall growth in European construction sector

(UK leading the way)

European export industry – and Wacker Neuson – benefits

from weaker euro

Innovations setting benchmarks (e.g. battery-powered

rammer, electric wheel loader, dual power excavator,

vibratory plates with low hand/arm vibrations)

Collaboration with Wirtgen/Hamm in roller production

Expansion/internationalization

Progress in many emerging markets

Skid steer loader production in US (relocation from

Austria)

New sales affiliates established

Cost reduction and process optimization measures take

effect

New records / improvements in key performance indicators

4

2014: Record levels

Revenue

EUR 1.28 bn (+11% on previous year)(+12% discounting currency effects)

EBITDA

EUR 196 m (15.3% of revenue; +2.1 PP on previous

year)

EBIT

EUR 136 m (10.6% of revenue; +2.4 PP on previous

year)

Employees

4,372 (+5% on previous year)

R&D expenses1

EUR 41.3 m (+16% on previous year)

Net earnings per share

EUR 1.30 (+50% on previous year)

Equity (at Dec. 31, 2014)

EUR 1.01 bn (equity ratio: 70%)

Return on equity (ROE)

9.4% (+2.8 PP on previous year)

Economic added value

EUR 32.4 m (EUR 5.1 million in previous year)

Market capitalization (at Dec. 31, 2014)

EUR 1.2 bn (EUR 1.6 bn at present)

51Incl. capitalized expensesPP = percentage points

758

9921,092

1,1601,284

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

0

200

400

600

800

1.000

1.200

1.400

2010 2011 2012 2013 2014

Focus on profitable growth

Comparison of years 2010 – 20141

(Revenue in EUR million; EBIT as a %)

1 Figures as per IFRS

+10%

+31%

+6%+11%

4.8%

11.4%2

7.8%

8.2%

10.6%

62 adjusted

+70%

7Source: Yellow Table, khl Group

In USD

million

Revenue for construction equipment manufacturers (TOP 50)

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Wacker Neuson

23rd place

(prev. year 26)

3rd place

among

German companies

8th place

among

Europeancompanies

28T17T

Yellow Table: Global revenue ranking for construction industry in 2014

407,2 422,3

2013 2014

520,0 606,0

2013 2014

248,5 273,0

2013 2014

36,1 38,9

2013 2014

297,2 323,7

2013 2014

826,2 921,7

2013 2014

+8% (+11%)

Europe2

(in € million)

Americas2

(in € million)

Asia-Pacific2

(in € million)

Light equipment3 Compact equipment3

(in € million)

Services3

+12% (+12%) +9% (+11%)

(in € million)+4% (+6%) +17% (+17%) +10% (+10%)

2014: Positive development in all regions and segments1

(in € million)

1 Figure in brackets is adjusted for currency fluctuations2 Nominal figure after cash discounts

83 Nominal figure before cash discounts

(as a %)

Europe 72 (71)

Americas 25 (26)

Asia-Pacific 3 (3)

Regions

Differences attributable to rounding

2014: Slight structural shifts in revenue

Light equipment 32 (35)

Compact equipment 47 (44)

Services 21 (21)

Business segment

(as a %)

Further potential for diversification and internationalization

9

Sector

(as a %)

Construction and other

industries 64 (66)

Agriculture 15 (13)

Services 21 (21)

Reactions to our results from trade press

10

Headcount trends, employee programs

Targeted increase in headcount in all regions

4.157 4.372

2013 2014

(Positions)+5% (+215 positions)

Employees 2013 – 2014

11

Employee programs (excerpt)

Plus many more activities/programs at local and

regional level

PerspACTIVE – Young manager program

INTRAMove – Global employee exchange

Wacker Neuson academies: Increased course

offering

Annual Global Leader Summit over multiple

days

First global employee survey in 2014 (YOUR

OPINION COUNTS)

Train and Grow trainee program (as of 2015)

Training

Training is a key success factor today and will become increasingly important in

the future.

119159 173 181

2011 2012 2013 2014

(Number)

Trainees1 2011 – 2014

+62 (+52%)

12

1 Germany, Austria

New apprentices at Reichertshofen 2014

Contents

13

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

Income statement for 2014 (excerpt)

(in € million) 2014 2013 Difference

Revenue 1,284.3 1,159.5 10.8%

Gross profit 381.3 352.7 8.1%

Operating costs1 -262.9 -259.5 1.3%

Operating costs1 as a % 20.5 22.4 -1.9 PP

EBITDA 196.3 153.4 28.0%

EBITDA margin as a % 15.3 13.2 2.1 PP

EBIT2 136.2 94.7 43.8%

EBIT margin2 as a % 10.6 8.2 2.4 PP

Net profit 91.5 61.2 49.6%

Earnings per share in € 1.30 0.87 49.6%

Employees 4,372 4,157 5.2%

Increase in revenue and profit in 2014

1 Discounting other income/expenses

Revenue and increased profit forecasts achieved (Revenue: € 1.25-1.30 bn, EBITDA margin: 14.5-15.5%, EBIT margin: 10.0-11.0%)

14

2014: Strict control over costs

0%

5%

10%

15%

20%

25%

30%

0

50

100

150

200

250

300

2010 2011 2012 2013 2014

Cost of sales, R&Dand administration

As a % of revenue

27,3%

(in € million)

22.9%

207222

250

+27%

(revenue +70%)

259

22.4%

+1.5%

22.4%

15

1

1 Before other income/expenses

Cost of sales, R&D and administration1 2010–2014

Increase in productivity, improvement in cost-to-revenue ratio

20.5%

263

Award for our IT infrastructure

16

SAP Innovation Award 2015

Using latest technology for business intelligence

Simplifying and speeding up processes in all areas of the company

Leveraging synergies via integration on a global SAP system

Cloud for Customer / Customer Relationship Management

HANA (SAP database)

BI on HANA C4C ERP on HANA

-19%

Cash flow from

operating activitiesFree cash flow

(in € million)

Positive free cash flow despite increase in working capital

17

-61%

Working capital

Trade receivables

Inventories

Trade payables

(in € million)

453.1

+17%

+6%

+27%

+46%2013

Revenue: +11%

2014

532.2

2013 2014

21.5

55.2

2013 2014

106.8

131.1

(in € million)

Cash flow from

investment activities

2013 2014

-75.9

-12%

(in € million)

Depreciation/amortization

2013: € 58.6 million

2014: € 60.1 million

-85.3

177 179,5

936

18.9% 17.7%

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

35,0%

40,0%

45,0%

50,0%

0

100

200

300

400

500

600

700

800

900

1.000

2013 2014

Net financial debt

Equity before minorityinterests (ratio)Gearing in %

Equity and financial debt

18

Equity, net financial debt and gearing

Gearing1 reduced despite double-digit growth in revenue

(71%)

+1.4%

(70%)

(in € million)+8.1%

1,012

1 Gearing = net financial debt / equity before minority interests

Eligibility for central

bank credit

confirmed by:

Increase in economic value added (EVA)

(in EUR million) (as a %)

WACC = Weighted average cost of capital; ROCE II = Return on capital employed (after tax)

Economic value added (EVA) = (ROCE II-WACC) * Ø capital employed = EUR 32.4 m (2014)

531,3646,9

793,6859,4 897,1

757,9

991,61.091,7

1.159,51.284,3

5,2%

12,5%

7,6% 7,7%

10,8%7,9%

7,5% 7,5% 7,1% 7,1%

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

35,0%

40,0%

0

200

400

600

800

1000

1200

1400

2010 2011 2012 2013 2014

Durch. eingesetztes Kapital Umsatz

Kapitalrendite nach Steuern (ROCE II) Gewichtete Kapitalkosten (WACC)

Increased returns on capital employed (EVA)

(70%)

(65%)

(73%)(74%)

(70%)

19

in € 2011 2012 2013 2014 May 20, 2015

Earnings per share 1.22 0.77 0.87 1.30 -

Year-end 9.55 10.35 11.49 16.96 22.76

Market capitalization (in € million) 669.8 725.9 805.6 1,189.6 ~ 1,600

Change in share price at May 20, 2015 +138% +120% +100% +34%

Share price +100% since January 1, 2014

Share trends: January 1, 2014 – May 20, 2015

20

1 Manitou, Haulotte, Palfinger, Caterpillar,

Terex, Ramirent, Cramo, Atlas Copco,

Bauer, Deutz.

+100%

Contents

21

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

Reference (apr02)

Technology

22

PROCUREMENT AND QUALITY

International procurement across all sites

Standardized processes and workflows

Group-wide supplier strategy:

Reduction in suppliers

Supplier audits

→ Innovative drive, quality, price and supply performance

Internationalization

Increased sales volumes reduced unit costs

Reference (apr02)

2009 2010 2011 2012 2013 2014

Unit

Annual production of new machines at compact equipment plants

Number of units produced has almost quadrupled since 2009.

23

+384%

Technology

24

PRODUCTION

Continuous improvement in quality and costs

Standardization of processes and workflows

Uniform KPIs used to steer and benchmark production plants

Roll-out of lean management practices

Expansion of international production network: “In the region, for the region”

Industry 4.0

Roll-out of lean management practices

25

“Lean” means:

Inspiring a culture of continuous improvement among

employees

Minimizing waste

Reducing/preventing complexity

Eliminating the unnecessary

Preventing downtime

Ensuring efficiency and quality

Roll-out with focus on all sites across the globe

Relocating skid steer loader production to the US

Development and production: “In the region, for the region”

26

> 70,000 units per year

US is the largest sales market

for skid steer loaders

1. Big data

Integration of data, systems, processes

Digital data model

2. Assistance systems 3. Product development

27

Industry 4.0 / advanced manufacturing

Technology

28

PRODUCT DEVELOPMENT

Group-wide technology strategy: Focus technologies controlle centrally, expert

committees, intensive knowledge transfer, standardization of processes, workflows and

tools, shared parts and platform strategy

Innovations: Differentiation from the competition and growth drivers

Customer-centric product development

Compliance with legal regulations: Emissions legislation, HAV regulations, etc.

Growing ECO portfolio combines cost efficiency and environmental friendliness

Light equipment innovations (examples)

DPU 6555: Reversible vibratory

plate with reduced HAV 29

HSH 380: HeaterIE and IEC internal

vibrators

Compact equipment innovations (examples)

30

EW100

excavator

DW60, DW90, DW100

dumpers

ET90 excavator

Criteria: What makes a product “ECO”?

31

Increased productivity plus demonstrable lower total cost of ownership than competitor products:

Procurement costs

Maintenance costs

Repair costs

Energy costs

Transport costs

Cost of labor and materials

Demonstrably lower values than competitor products in the following areas:

Noise

Dust

Emissions

New zero-emissions ECO products

Good for users and the environment zero emissions, significant reduction in noise levels

Efficient, low-maintenance, future proof (compliance with stricter regulations)

Broad portfolio of new products is a USP

3232

Awards from third parties (selected)

33

Gold: Bi-GaLaBau Green Award

(Germany)

Gold Green Innovation

(UK)Gold (France) Gold (Poland)

Innovationspreis

EquitanaGold: Innovationspreis

AGRA (Bulgaria)

Gold: demopark-

Innovations-Medaille

Innovationspreis

Eima 2014

Today at the AGM:

Growing for the future

34

At Wacker Neuson, we develop innovative products

that help cut CO2 emissions. However, our

commitment to sustainability goes even further. With

your support, the Wacker Neuson Groups wants to

plant up to 250 trees.

Lend a helping hand.

Place soil in the

container and the

Wacker Neuson Group

will donate trees that will help improve CO2

balance. For more

information, go to:

Thank you

for your

support.

Contents

35

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

36

Market trends driving product sales

Global construction activity set to rise

Construction industry Infrastructural needs in emerging markets

Consequences of climate change and

greater emphasis on environmental

protection

Expansion of telecommunication networks

(including broadband)

Expansion and maintenance of road and rail

networks worldwide

Reconstruction (modernization)

Increased need for apartments, driven, for

example, by urbanization

Growing rental sector in established markets

Market trends driving product sales

37

Increasing global demand for innovative technical equipment

Agricultural technology and other industries

Increasing global demand for food and

fodder due to population growth

Structural shift towards fewer, larger

holdings (especially in Europe) with greater

demand for mechanization

Increasing mechanization of agricultural

sector, also in developing countries

Trend towards multifunctional compact

equipment

Rising wages, increased prosperity and

productivity

Our “GIPI” vision

38

Growth – Internationalization – Professionalization – Integration

Our company is the result of mergers between various family-run enterprises each with a unique corporate culture.We have set down our own values in writing and live by them. We actively integrate all of our companies into the Group and will continue to do so in the future.

Integration

We want to establish our company as a global player with a strong position in our target markets. To achieve this, we employ qualified people whose diverse cultural backgrounds are an invaluable asset to our company.

InternationalizationGrowthWe aim for profitable growth and healthy return on capital employed. We do not believe in revenue growth at any cost.

ProfessionalizationWe strive for excellence in everything we do.

Growth – maintain profitable growth

39

Revenue trends

Goal: To increase revenue to more than EUR 2 bn in medium term and boost profitability

Construction industry, gardening and landscaping

firms, municipal bodies, railroad/track

construction, rescue services, energy sector, etc.

Agriculture, horse breeders, tree nurseries, etc.

Growth – brand strategy

40

Growth – strategic alliance with HAMM

41

RD24RD18

Internationalization – expansion of global sales network

New affiliates established in Latin America and Asia in 2014

42

NEW

NEW

NEW

NEW

Energy efficiency and resource conservation

(Example: Hörsching, Austria)

Professionalization – sustainability management

43

Goal: To achieve demonstrable energy savings, protect the environment

Photovoltaic system for heating water

Intelligent light control

Heat recovery in spray facility

Effluent-free spray facility

Biological waste water treatment

Heat recovery in ventilation systems

and compressors

Flue gas recirculated in boiler

Integration – leveraging synergies

44

Examples

Securing long-term competitive advantages

Cross selling via international sales network

Group-wide standardized workflows

Shared parts, modular systems, platform

strategies

Development projects across multiple sites

Bundling purchasing volumes (direct, indirect)

Uniform, global IT platform

Measures promoting intercultural employee

exchanges

0

5

10

15

20

25

30

0,0

200,0

400,0

600,0

800,0

1.000,0

1.200,0

1.400,0

1.600,0

2014 2015e

(Revenue in € bn)

1.28

Revenue and margins 2014 – 2015e

+9-13%

10.6%

Forecast for 2015: Business expected to develop positively

Solid performance in core markets (Europe, North

America), mixed picture for emerging markets

Revenue growth in all segments

Greater internationalization (especially in emerging

markets)

New technologies, innovations

Increased penetration in core markets (e.g. through

cross selling)

Focus on diversification (target groups)

Process optimization, leveraging synergies

M&A opportunities

Risks: Regional market uncertainties, weak demand and

currency developments

Wacker Neuson 2015e

1.40–1.45

9.5-10.5%

45

EBIT

margin

Contents

46

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

22

32

7.6%

9.8%

789101112131415

05

101520253035

Q1/14 Q1/15

292

324

Q1/14 Q1/15

Q1/15: Development of revenue and profit

47

(in € million) (in € million, as a % of revenue)+11% (+6%1)

+43%

Revenue Q1/15 vs. Q1/14 EBIT (and margin) Q1/15 vs. Q1/14

1 Adjusted to discount currency fluctuations

Promising start to 2015

Q1/15: Revenue according to region and business segment1

48

216,1 231,4

Q1/2014 Q1/2015

Europe2

+7% (+6%)(in Mio. €)

67,983,9

Q1/2014 Q1/2015

Americas2

+24% (+5%)(in Mio. €)

7,6 9,1

Q1/2014 Q1/2015

Asia-Pacific2

+20% (+6%)(in Mio. €)

141,1166,1

Q1/2014 Q1/2015

Compact equipment3

+18% (+16%)(in Mio. €)

94,4 100,0

Q1/2014 Q1/2015

Light equipment3

+6% (-5%)(in Mio. €)

59,7 62,5

Q1/2014 Q1/2015

Services3

+5% (+0%)(in Mio. €)

1 In brackets: adjusted for currency effects2 Nominal, after cash discounts3 Nominal, before cash discounts

(in € million) (in € million) (in € million)

(in € million) (in € million) (in € million)

Reactions from trade press (examples)

49

Contents

50

Fiscal 2014

Annual General Meeting

Markets – Vision –

Strategy

Financial indicators and

share news

Q1 2015Technology and

innovation

2015 Annual General Meeting: Agenda

Item 1: Presentation of the Annual Financial Statements

Item 2: Resolution on the appropriation of net profit for the year

Item 3: Official approval of Executive Board actions

Item 4: Official approval of Supervisory Board actions

Item 5: Appointment of the auditors

Item 6: Appointments to the Supervisory Board51

2014 2013 2012 2011 2010

Payout (in € million) 35.07 28.06 21.04 35.07 11.9

Payout ratio (as a %) 38.3 45.9 38.9 40.9 50.0

Dividend payment

proposed (in €)0.50 0.40 0.30 0.50 0.17

Earnings per share (in €) 1.30 0.87 0.77 1.22 0.34

2015 Annual General

Meeting Wacker Neuson SE

Munich, May 27, 2015

Executive Board

Report

Cem Peksaglam (CEO)

Martin Lehner (CTO)

Günther Binder (CFO)

52