KEYBANC

INDUSTRIAL

AUTOMOTIVE &

TRANSPORTATION

CONFERENCE

May 2017

2

SAFE HARBOR STATEMENTS

This presentation contains “forward-looking” statements that involve risks, uncertainties and assumptions. If the risks or uncertainties ever

materialize or the assumptions prove incorrect, our results may differ materially from those expressed or implied by such forward-looking

statements. Accordingly, we caution you not to place undue reliance on these statements. All statements other than statements of historical

fact could be deemed forward-looking, including, but not limited to, any projections of financial information; any statements about historical

results that may suggest trends for our business; any statements of the plans, strategies and objectives of management for future

operations; any statements of expectation or belief regarding future events, technology developments or enforceability of our intellectual

property rights; and any statements of assumptions underlying any of the foregoing.

These statements are based on estimates and information available to us at the time of this presentation and are not guarantees of future

performance. Actual results could differ materially from our current expectations as a result of many factors, including but not limited to: the

impact of our substantial indebtedness; the effect of local, national and international economic, credit and capital market conditions on the

economy in general, and on the industries in which we operate in particular; access to available and reasonable financing on a timely basis

and the availability of financing for our customers; our competitive environment; dependence on independent distributors; general economic

and business conditions, market factors and our dependence on customers in cyclical industries; the seasonality of our sales; impact of

weather on the demand for our products; changes in technology and manufacturing techniques; loss of key personnel; increases in cost of

our raw materials and our possible inability to increase product prices to offset such increases; the loss of any significant customer; inability

to make necessary capital expenditures; risks associated with international operations, which have increased in size due to our recent

acquisitions; the costs of environmental compliance and/or the imposition of liabilities under environmental, health and safety laws and

regulations; the costs of asbestos claims; a potential impairment of goodwill and intangible assets; changes in governmental laws and

regulations, or the interpretation or enforcement thereof, including for environmental matters; viability of key suppliers; reliance on

intellectual property; potential product liability claims; work stoppages by unionized employees; the costs related to strategic acquisitions or

divestitures or the integration of recent and future acquisitions into our business; performance, and potential failure, of our information and

data security systems; changes in pension funding requirements and costs of maintaining healthcare insurance and benefits; and anti-

takeover provisions in our charter documents. These and other risks and uncertainties associated with our business are described in our

Annual Report on Form 10-K for the year ended March 31, 2017. We assume no obligation and do not intend to update these forward-

looking statements.

In addition to U.S. GAAP financials, this presentation includes certain financial measures on a non-GAAP basis as defined in the Form 8-K filed

with the Securities and Exchange Commission on May 17, 2017. These historical and forward-looking non-GAAP measures are in addition

to, not a substitute for or superior to, measures of financial performance prepared in accordance with GAAP. Our SEC filings contain

additional information about these non-GAAP measures, why we use them, and why we believe they are helpful to investors, and contain

reconciliations to GAAP data.

REXNORD OVERVIEW

3

PROCESS & MOTION CONTROL

Be the leading global provider of

high-value, mission-critical solutions

that help customers

safely, reliably and productively

keep their goods and assets moving

WATER MANAGEMENT

We aspire to provide the safest

and most efficient water solutions

to protect human health

and the environment

Multi-Platform Industrial • Engineered Products for Specification-Driven Applications

FY17 Revenue: $1.9 billion • Adjusted EBITDA: $347 million • FCF: $141 million(1)

FY17 Revenue: $1.1 billion

FY17 Adjusted EBITDA Margin: 21%

FY17 Revenue: $0.8 billion

FY17 Adjusted EBITDA Margin: 18%

Note: Platform margins exclude corporate expenses. FYE March 31. FCF, Adjusted EBITDA are non-GAAP measures and are defined in our SEC filings.

(1) FY17 Free Cash Flow includes $42 million investment in Supply Chain Optimization & Footprint Repositioning initiatives.

WE ADVANCE THE EFFICIENT USE OF RESOURCES THROUGH

SMARTER SOLUTIONS.

5

Focus. Execution. Value.

continuous improvement

Rexnord Business System

process focus

businesses not collections

superior value prop

strategic flexibility

global installed base

serve fundamental needs

reliability & productivity

innovation

expanding total addressable market

operational excellence

our engine

act as partner

discretionary effort

competing for the long term

drives our strategies

leverage best practices

proprietary funnels

REXNORD VALUE CREATION MODEL

6

REXNORD BUSINESS SYSTEM

Creates Operational Alignment with Strategic Objectives

Quantifies specific objectives and Key Performance Indicators

Clearly defines responsibilities and fosters accountability

Connects Strategy Deployment to Daily Management

Promotes Continuous Improvement

Common language enables sharing of best practices

Internal knowledge transfer system enables sharing of CI case studies

Drives resource allocation

Replicable & Scalable

Structured approach to 20 core business processes

Supported by RBS specialists within each business unit

Foundation to enable step-function growth

Integrated Strategic Planning & Operational Management System

7

CONTINUOUS IMPROVEMENT IS OUR CULTURE

Focus on CI

8

STRATEGIC MANAGEMENT FY13 - FY17

Information Technology

Upgraded business unit ERP systems

Deployed salesforce.com across platforms

Deployed enhanced customer design software tools

Product Portfolio

Simplified product portfolios, exited non-strategic product lines

Refocused product management resources

Generated more than $80 million cum savings from VAVE

Commercial Excellence

Realigned and refocused commercial resources

Restructured customer service & support

First Fit delivering PT wins, Zurn spec share +20 ppts

Operational Excellence

Expanded RBS resources within business units

SCOFR near completion, $30 million annual savings

Platform margins establish historical new highs

Capital Allocation

Strategic acquisitions additive to growth strategies

Rebalanced portfolio, strengthened diversification

Net debt leverage down to 3.1x at 3/31/17

PMC & WM Adjusted EBITDA ($mm)

source: Company reports. Excludes RHF (product line exit).

0

50

100

150

200

250

300

350

FY13 FY14 FY15 FY16 FY17

PMC - Continuing

WM - Continuing

source: Company reports, Rexnord estimates. Excludes RHF (product line exit).

FY13 Adjusted EBITDA

72%

28%

PMC - Continuing WM - Continuing

FY17 Adjusted EBITDA

62%

38%

PMC - Continuing WM - Continuing

9

MORE BALANCED PORTFOLIO

Better positioned to

drive secular, cyclical,

and share growth

North Early Mid Late

Platform Vertical Major Market America EMEA APAC Cycle Cycle Cycle Comment

PMC Process Materials Handling & Processing P P P P High Volatility

PMC Consumer Food & Beverage Production & Packaging P P P P P P Lower Volatility

PMC Aerospace Large Commercial Aircraft P P P P Long Order Cycles

WM Plumbing Nonresidential Buildings Water Systems P P P P New Construction & Retrofit

WM Infrastructure Municipal Water & Wastewater P P P P P Low Correlation with Cycle

Typical Cyclical StrengthPrimary Geographic Exposure

source: Company reports, Rexnord estimates. Excludes RHF (product line exit).

FY15 Adjusted EBITDA FY17 Adjusted EBITDA

PMC: Process

Industries43%

PMC: Aero +

Consumer29%

Water Manageme

nt28%

WaterManagement

28%

PMC:Aero +

Consumer / Discrete

29%

PMC: Process

Industries24%

PMC: Aero + Consumer

38%

Water Management

WaterManagement

38%

PMC:Aero +

Consumer / Discrete

38%

PMC: Process Industries

24%

PMC: Process Industries

42%

10

KEY GROWTH INITIATIVES

PROCESS & MOTION CONTROL

First Fit Market Share Growth

Builds installed base & future

like-for-like MRO demand

PT Select Mid-Tier Products

Expands addressable market, leverages

Rexnord brand, distribution & product support

11

KEY GROWTH INITIATIVES

PROCESS & MOTION CONTROL

Consumer Goods / Food Portfolio Expansion

Accelerated by Cambridge acquisition –

leverages PT product range, distribution

strength, established European infrastructure

Commercial Aircraft Shipset Growth

Strong product technology portfolio,

investments in advanced manufacturing,

increasing Airbus content

12

KEY GROWTH INITIATIVES

WATER MANAGEMENT

Expansion in Adjacencies

Leverage competitive advantages in

product performance, portfolio breadth,

distribution, commercial execution

Lean Construction Penetration

Leverage digital design tools,

pre-fab capability, single-delivery model

Geographic Expansion

Expand penetration of

North America, Middle East

water infrastructure applications

13

DIGITAL REXNORD

DiRXN = ‘DIRECTION’

• Rexnord enterprise-wide initiative to enable improved customer

productivity via digitally-connected tools, products, and services

• Differentiates by digitally connecting traditional mechanical solutions to

control systems, engineering & asset management software, and IIoT

• Encapsulates our deep application knowledge into digital components

for easy customer & partner use at each stage of their lifecycle

• Leverages common digital infrastructure across Business Platforms –

unique deliverables to match end-market requirements

Reduce Downtime & Expedite Recovery

Mitigate unexpected process interruption

Reduce maintenance frequency, costs

Reduce routine inspections, improve technician productivity

Optimize Asset Management

Avoid investment in spare units, storage costs

Plug-and-Play Capabilities

Unit birth certificate with baseline performance signature

Deliver complete with plug-and-play connectivity

24/7 access to online operating data, instructional videos,

performance specifications, CAD drawings, upgrade tools

14

REXNORD ACQUISITIONS

Product Life Cycle

Management

Operational Excellence Planning

Strategic Planning

Proprietary Identification & Cultivation

Internal Negotiation & Transaction

RBS Integration

Process

• Strategic process focuses on market leadership, leveraging competitive advantages

• Accelerates penetration of adjacent product categories, targeted vertical markets

• Proprietary process benefits both buyer and seller

• Target ROIC > WACC within 12-36 months

Add Diversify Diversify

Strengthen Adjacent End Geographic

Acquisition Year Platform Core Product Market Footprint Comment

Cambridge FY17 PMC P P P P Food processing expansion

Euroflex FY15 PMC P P P P India engineering & manufacturing

Tollok FY15 PMC P P P P Product line extension

Green Turtle FY15 WM P P Leading product technology

Source: Company reports.

Strategic Rationale

15

CASH FLOW & BALANCE SHEET UPDATE

3.9x

3.8x

3.7x

3.8x

3.3x

3.1x

2.5x

3.0x

3.5x

4.0x

31-Mar-13 31-Mar-14 31-Mar-15 31-Mar-16 31-Dec-16 31-Mar-17

Net Debt Leverage Ratio (1)

84

139

197167

141

(24)(42)

(50)

0

50

100

150

200

250

FY13 FY14 FY15 FY16 FY17

Free Cash Flow ($ millions) (2)

Free Cash Flow includes SCOFR Impact (3)

2,104 1,944 1,912 1,893

1,599 1,595

0

500

1,000

1,500

2,000

2,500

31-Mar-13 31-Mar-14 31-Mar-15 31-Mar-16 31-Dec-16 31-Mar-17

Total Debt ($ millions) (4)

325 336 341 344 339 346

524

339 370 485

429 490

0

200

400

600

800

1,000

31-Mar-13 31-Mar-14 31-Mar-15 31-Mar-16 31-Dec-16 31-Mar-17

Total Liquidity ($ millions) (5)

Available Borrowing Capacity Cash & Equivalents

(1) Net Debt Leverage is defined as the ratio of total debt less cash to pro forma LTM Adjusted EBITDA.

(2) Free Cash Flow is defined as Cash from Operations less Capital Expenditures.

(3) SCOFR = Supply Chain Optimization & Footprint Repositioning program.

(4) Total Debt includes a New Market Tax Credit Receivable ($28), which is more than offset by an associated payable ($37) that is also included in Total Debt in all periods presented.

(5) Liquidity is defined as cash and cash equivalents plus available borrowing capacity.

16

CAPITAL ALLOCATION

Debt Reduction

Debt reduction has been the primary use of capital

Covenant-light term debt, maturity recently extended to 2023

Target to operate with Net Debt / Adjusted EBITDA ratio of 2.5x - 3.0x

Strategic Acquisitions

Strategic acquisitions will continue to be a significant use of capital

No acquisitions to date resulting from auction process

Base case assumes reinvestment of annual free cash flow

Share Repurchases

Can offset dilution from employee compensation programs

$200-million authorization with $160 million unused source: Company reports, Rexnord estimates.

Debt Reduction

61%

Acquisitions36%

Other3%

FY13 - FY17 Capital Allocation

17

REXNORD SUMMARY

• Rexnord Business System & Continuous Improvement

• Organization Aligned for Success

• Improved Portfolio Balance

• Key Organic Growth Initiatives

• DiRXN Strategic Execution

• Acquisitions & Capital Allocation

APPENDIX

19

PROCESS & MOTION CONTROL PLATFORM

Vision

Be the leading global provider of high value, mission-critical solutions that help

customers safely, reliably, and productively keep their goods and assets moving

Target

$25-billion global market opportunity

PMC Adjusted EBITDA & Margin ($mm)

25.1% 25.9% 25.0% 21.3% 20.7%0

100

200

300

400

FY13 FY14 FY15 FY16 FY17

Discont Ops

PMC - Continuing

PMC Revenue ($mm)

source: Company reports, Rexnord estimates.

0

200

400

600

800

1,000

1,200

1,400

1,600

FY13 FY14 FY15 FY16 FY17

Discont Ops

PMC - Continuing

20

PROCESS & MOTION CONTROL PROFILE

Broadly diversified across

process industry,

consumer-facing &

aerospace end markets

Consumer / discrete &

aerospace applications

accounted for >50% of

FY17 PMC revenue

Global installed base of

engineered components

that wear in use over time

generates long-tail

MRO demand

Regional manufacturing &

assembly capacity to

serve local markets

Distribution channel

partners play critical role

in local customer

service & support

MRO demand drives >50%

of PMC revenue with

high rates of like-for-like

replacement

source: Company reports, Rexnord Estimates

General Industrial

& Misc Process

32%

Food & Beverage

20%

Aerospace15%

Energy & Pow er Gen

10%

Bulk Material Handling

7%

Const

Materials & Eqpt

5%Paper &

Forest Products

4%

Transport

4%Agri/Farm

3%

FY17 PF Sales by End Market

US & Canada

63%

Europe18%

Latam8%

ROW11%

FY17 PF Sales by Geography

OEM & End User

Direct52%

Aftermarket

48%

FY17 PF Sales by Channel

IndustrialDistribution

48%

Direct to OEM &

End User

52%

21

PMC KEY END MARKETS

Industry Applications Representative Products

Food &

Beverage

• Beverage Filling

• Food Handling & Packaging

• Food Processing

• Case Handling

• Container Making

Commercial

Aerospace

• Flight Control Systems

• Aircraft Doors

• Airframe Structures

• Engine / APU / Gearbox

• Landing Gear

Energy &

Power

Generation

• Electrical Power Generation

• Oil & Gas Compression

• Process Equipment

• Wind Turbines

Bulk Material

Handling

• Conveying Equipment

• Processing Machinery

• Hard Rock & Coal Mining

• Potash Mining

• Fertilizer Production

Construction

Materials

• Cement Production

• Aggregates Processing

• Asphalt Production & Paving

• Lumber / Wallboard Prod

22

PMC COMMERCIAL EXECUTION MODEL

New Application Engineering & Specification

First Fit Installation

World-Class Customer Service

& Support

Component Replacement or Rebuild Event

High Rates of Like-for-Like Replacement

Long-Lived

Customer

Assets

Components

Wear in Use

Rapid

Fulfillment

Capability

High

Customer

Satisfaction

Reliable &

Predictable

Service Life

Voice of

Customer

Proven model . . . strengthening execution efficiency across PMC

23

PMC COMPETITIVE DIFFERENTIATION

New Application

Engineering &

Specification

First Fit

Installation

World-Class

Customer

Service & Support

Component

Replacement or

Rebuild Event

High Rates of

Like-for-Like

Replacement

Established global brand with massive installed base

Deep end-market expertise creates customer value & new product innovation

Total cost of ownership advantages drive strong end-user specification

Dedicated technical & commercial teams for OEMs and End-Users

Top-rated customer satisfaction amongst OEM, End-Users, & Distributors

Tiered technical support model and self-serve tools = Ease of Doing Business

Highly predictable, recurring product replacement / repair lifecycles

Leading market share position with top-tier mechanical distributors

Long history of market-leading product performance, reliability, and breadth

Like-for-like replacement commonly exceeds 80%

Market leader with high margins & free cash flow

24

WATER MANAGEMENT PLATFORM

Vision

We aspire to provide the safest and most efficient water solutions to protect

human health and the environment

Target

$15-billion global market opportunity

WM Revenue ($mm)

source: Company reports, Rexnord estimates.

0

200

400

600

800

1,000

1,200

FY13 FY14 FY15 FY16 FY17

Discont Product

WM - Continuing

WM Adjusted EBITDA & Margin ($mm)

17.0% 16.4% 16.7% 20.3% 18.4%

(50)

0

50

100

150

200

250

FY13 FY14 FY15 FY16 FY17

Discont Product

WM - Continuing

25

WATER MANAGEMENT PROFILE

US & Canada nonresidential

buildings account for

~50% of WM sales

Expanding specification

share expands

total addressable market

Water & wastewater

solutions sold primarily in

EMEA, APAC markets

Regional manufacturing &

assembly capacity to

serve local markets

Multiple channels to market,

including direct sales in

global markets

Water efficiency & safety plus

cost of ownership drive

retrofit demand

source: Company reports, Rexnord Estimates

Residential13%

FY17 Sales by End Market

Water & Wastewater Infrastructure

31%

Nonresidential:Commercial & Industrial

30%

Nonresidential:Institutional

26%

US & Canada

75%

Europe10%

ROW15%

FY17 Sales by Geography

New Construction

65%

Replacement / Retrofit

35%

FY17 Sales by Application

Replacement & Retrofit

35%

26

WATER MANAGEMENT KEY END MARKETS

Commercial Buildings

Institutional Buildings

Municipal Water & Wastewater

Dam & Hydropower

Industrial Power

Value-added water solutions from source to tap

27

SPECIFICATION & CONSTRUCTION CYCLE

Delivering value at each stage of building development

28

ZURN COMPETITIVE DIFFERENTIATION

Ease of Design / Fit

Aesthetics

Superior Function

Reduced Cost / Time

Complexity Reduction

Labor Productivity

Uptime / Reliability

Water Efficiency & Safety

Lower Cost of Ownership

BIM Models

Design Visualization Tools

Web Tools

Lean Construction Pre-fabrication & pre-tagging

Weight-reduced products

Integrated bundles

Service Centers Single-point accountability

Complete content package

Water-Saving Fixtures

Water-Saving Plumbing

Extended Product Life

Ease of Maintenance

LEED Certification

Solid surface

integrated

wash basins

Paired fixture

& carrier

29

VAG COMPETITIVE DIFFERENTIATION

Case Study

Big Silver Creek

Hydropower Plant

British Columbia, Canada

Run-of-river power station

located near Canada’s

southwestern coast supplies

20,000 households with

electric power

VAG Value Creation

Engineering Expertise

• Computational Flow Dynamics (CFD)

• Optimal Solution Selection

Optimized System Design

• Anti-cavitation cylinders

• Downstream venting equipment

• Orifice plates in downstream pipeline sections

• Hydraulic brake & lift units for fast actuation

CFD flow simulation of the system

Challenges:

• Fast-action

bypass valve needed

in case of turbine failure

• High pressure drop

requirements

• Limited space available

• Cavitation-free operation

Solution:

• Turbine bypass valve used

in case of turbine failure -

two seconds to fully open

• 116-meter water column

pressure reduction

• Compact design

• Cavitation-free operation

40” VAG RIKO® Plunger Valves installation on site

NON-GAAP

RECONCILIATIONS

31

NON-GAAP RECONCILIATIONS

FYE March 31,

US$ in millions 2012 2013 2014 2015 2016 2017

Net income from continuing operations $30.6 $47.3 $25.0 $91.8 $68.9 $66.8

Interest expense, net 176.2 153.3 109.1 87.9 91.4 88.7

Provision (benefit) for income taxes 6.5 15.4 (10.0) 16.8 17.1 7.9

Depreciation and amortization 112.7 110.9 106.9 112.2 115.4 105.4

EBITDA $326.0 $326.9 $231.0 $308.7 $292.8 $268.8

Adjustments to EBITDA:

Actuarial loss (gain) on pension and post

retirement benefit obligations $9.1 $5.5 $2.7 $59.4 $12.9 ($2.6)

Impact of RHF product line exit (1) — — — 8.9 21.3 12.2

Loss on divestiture(2) 6.4 — — — — —

Loss on extinguishment of debt 10.7 24.0 133.2 — — 7.8

Restructuring and other similar charges(3) 6.8 8.6 8.4 12.9 34.9 31.6

Stock-based compensation expense 3.7 7.1 7.0 6.4 7.5 13.4

Acquisition-related fair value adjustment 4.2 — 1.7 3.2 — 4.3

LIFO expense (income)(4) 2.2 5.0 5.6 (1.7) (0.8) (2.3)

Zurn PEX loss contingency — 10.1 — — — —

Dividends on preferred stock — — — — — 7.3

Other expense (income), net(5) 7.1 2.9 15.1 7.2 (3.1) 5.2

Other non-cash adjustments — — — — — 0.8

Subtotal of adjustments to EBITDA 50.2 63.2 173.7 96.3 72.7 77.7

Adjusted EBITDA $376.2 $390.1 $404.7 $405.0 $365.5 346.5

LTM pro forma adjustment for acquisitions 4.5

LTM pro Forma Adjusted EBITDA $351.0

(1) During fiscal 2016, the Company announced its decision to exit the Rodney Hunt-Fontaine (“RHF”) flow control gate product line within its Water Management platform. The operating loss (excluding restructuring and related charges) is not included in Adjusted EBITDA in accordance with our credit agreement. RHF results have not been excluded for FY12-14.

(2) The loss on divestiture is the result of the Company's sale of a non-core subsidiary to a third party. (3) Represents restructuring costs comprised of work force reduction, lease termination, and other facility rationalization costs, including impairment charges. (4) Last-in first-out (LIFO) inventory adjustments are excluded in calculating Adjusted EBITDA as permitted by Rexnord’s credit agreement. (5) Other expense (income), net includes the impact of foreign currency transaction losses (gains), sale of property, plant and equipment, and other miscellaneous expenses.

32

NON-GAAP RECONCILIATIONS CONTINUED

Q4 FY 2017 Q4 FY 2016

US$ in millions

(except per share amounts) Net Income EPS(5) Net Income EPS

As reported, from continuing operations $21.6 $0.18 $0.8 $0.01

Amortization 8.4 0.07 14.3 0.14

Actuarial (gain) loss on pension and

postretirement obligations (2.6) (0.02) 12.9 0.13

Restructuring Expense 9.9 0.08 24.2 0.23

Supply Chain Optimization & Footprint

Repositioning Program (1) 4.4 0.04 1.0 0.01

Impact of RHF Product Line (2) 2.7 0.02 10.7 0.10

Dividends on preferred stock 5.8 0.05 — —

All Other Non-Operating (3) 2.3 0.02 (5.6) (0.05)

Tax Impacts on Adjustments (4) (9.3) (0.09) (20.5) (0.20)

As Adjusted $43.2 $0.35 $37.8 $0.37

(1) Represents accelerated depreciation associated with our strategic supply chain optimization and footprint repositioning initiatives. (2) Operating loss of RHF product line, excluding restructuring and other nonrecurring items. (3) All Other Non-Operating includes the impact of foreign currency transaction losses (gains), sale of property, plant and equipment, and other miscellaneous income and expense. (4) The tax rates used to calculate adjusted net income and adjusted earnings per share are based on a transaction-specific basis at the applicable jurisdictional rate. (5) Assumes 123.0 million outstanding shares using the “if-converted” method of per-share dilution.