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RAMIRENT CAPITAL MARKETS DAY 27 November 2012

STRATEGY

RAMIRENT CAPITAL MARKETS DAY 2012 AGENDA

8.00 Registration 8.30 Welcome and practicalities 8.35 Group strategy 9.15 Financial overview 9.45 Coffee break 10.15 Segment review • Finland

• Baltics

• Russia and Ukraine

11.30 Lunch and outlet visit • Bus transportation to Suutarila outlet

2 Capital Markets Day l 27 November 2012 l Magnus Rosén

13.30 Segment review continues • Sweden

• Denmark

14.20 Short break • Norway

• Europe central

15.20 Closing remarks and Q&A 15.30 Event ends

STRATEGY

3

Ramirent group in brief and Group strategy CAPITAL MARKETS DAY 2012 Magnus Rosén, President and CEO, Ramirent Plc

Kalasatama, Helsinki, Finland

STRATEGY

Ramirent operates in Europe with Baltic Sea region being the core market

4

Finland 80 customer

centres

Europe

East 60 customer

centres

Norway

43 customer centres

Denmark 22 customer

centres Europe Central

90 customer centres

Sweden

84 customer centres

Finland 24 %

Sweden 29 %

Norway 23 %

Denmark 6 %

Europe East 9 %

Europe Central

9 %

Sales per segment 1-9/2012

Capital Markets Day l 27 November 2012 l Magnus Rosén

STRATEGY

STRATEGY

Brand promise Let’s solve it

Our strategic choices

Mission We simplify business by

Delivering Dynamic Rental Solutions™

Vision To be the leading and most progressive

equipment rental solutions company in Europe, setting the benchmark for industry performance

and customer service

Values Open, Progressive, Engaged


STRATEGY

STRATEGY 6

1-9 2012: Net sales growth slows, profitability stable, positive cash flow fourth quarter in a row

Net sales MEUR 519.9 (463.1) up 12.3% or 10.6% at comparable exchange rates; Like-for-like* growth 5.7% EBITDA MEUR 153.8 (126.8) EBITDA-margin 29.6% (27.4%) EBIT MEUR 64.8 (48.6) EBIT-margin 12.5% (10.5%) Gross capex MEUR 87.2 (196.3) Cash flow after investments MEUR 37.3 (-67.9) Net debt MEUR 256.0 (279.8) Gearing 73.2% (91.7%)

Customer centres 375 (412)

*Excluding acquisitions in Sweden and Norway

STRATEGY

7

-36.8

23.7

-40

-30

-20

-10

0

10

20

30

Cash flow after investments

Cash flow Q3/12 vs. Q3/11

Positive cash flow both in Q3 and 1-9/2012

Cash flow 1-9/12 vs. 1-9/11

-67.9

37.3

-80

-60

-40

-20

0

20

40

60

Cash flow after investments

1-9/11 1-9/12 Q3/12 Q3/11

STRATEGY

Nordic construction order books decreasing (-4%) for first time in three years

8

-40%

-20%

0%

20%

40%

60%

0

2

4

6

8

10

12

14

16

18

20

Q12007

Q2 Q3 Q4 Q12008

Q2 Q3 Q4 Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Order book Nordics (BEUR, real exchange rates)*

Skanska NCC

Peab Veidekke

YIT Lemminkäinen

SRV Change in Net sales YoY, R12 Ramirent

Change in order backlog YoY, Nordic construction

* Order books for Swe, Fin, Nor, Den

4% decrease vs. Q3/11 in real exchange rates, 2% increase in fixed 4% decrease vs. Q2/12


STRATEGY

Our strategic and operational themes through the business cycles

Weak Stable Strong

Strategic themes

• Safe-guard profitability and cash flow

• Consolidate market – Outsourcing cases

• Realize synergies through operational excellence

• Consolidate market – Bolt-on acquisitions

• Profitable growth

Operational themes

• Pricing discipline • Execute contingency plans • Reduce costs and transform

fixed costs to variable • Reduce financial risk, focus

on A/R and credits • Amortise debt • Limited capex, transfer fleet

to where demand is

• Develop product, customer and market portfolio

• Expand value offering • Maintenance capex

• Drive penetration and capture growth opportunities

• Keep control of fixed cost base

• Prepare contingency plans

• Growth capex for expansion

Weak market conditions in 2009-2010

Increased demand and investments

2011-2012

Business cycle

Counter cyclical cash flow

Market conditions


STRATEGY

Ramirent outlook 2012 unchanged

10

In 2012, net sales are expected to increase and the result before taxes is expected to improve compared to 2011.


STRATEGY

Our strategic priorities for 2013-2015

11

Customer first

Sustainable profit growth

Common Ramirent platform

Balanced business portfolio

STRATEGY


STRATEGY

12

Customer first

Maintaining strong local customer orientation

Tailored offerings and approaches for different customer segments

Excellence in key account management

Increased focus on environment, safety, health and quality

Widened customer base


STRATEGY

RA

MIR

ENT

OFF

ERIN

G

CUSTOMER NEEDS

PRODUCTS

• Lifts • Heavy machinery • Tower cranes and hoists • Scaffolding

• Modules • Safety and formworks • Light machinery • Power and heating

SERVICES

• Planning & design • Ramirent know-how • Transportation • Installation • Maintenance • Inspections • Insurance • Operators

• Fuel/gas refilling • Site logistics coordinator • Facility management • Paperwork for authorities • Technical support

SOLUTIONS

• Total Management • Eco solutions • Safety • Event

• Power • Access • Climate • Space

Benefits: Lighter balance sheets, less investments

Benefits: More uptime in core operations due to less downtime in equipment, less maintenance costs, right choice of equipment improves efficiency, less product liability risk

Benefits: Easy to buy, reduced number of subcontractors, increased focus on the core business

OUTSOURCING Benefits: By outsourcing your machine fleet to Ramirent, companies can increase efficiency and simplify their business by focusing on core competences

INDUSTRIES • Construction • Mining • Paper • Power generation • Oil & gas • Shipyards • Facility management • Public sector • Households

We create high-value solutions by integrating various products and services to solve a complete customer problem

13 STRATEGY


We have increased the non−construction customer segmentꞋs share of our sales from 28% to 32% yoy – Target 40%

14

Construction 68 %

Industrial 15 %

Services and Retail

10%

Public 4 %

Private 3%

Sales by customer segment 1─9/ 2012 Industry sectors with highest opportunities

Mining

Automotive

Oil refining and other fuels

Metal industry

Chemical, petrochemical

Pulp, paper, wood products

Shipyards

Energy industry

Real estate

Service companies

Retail industry

STRATEGY

STRATEGY

15

Sustainable profitable growth

Being the leading and most profitable general rental company where present

Positive top-line and cost efficiency development

Accelerated growth by pursuing outsourcing, bolt-on and strategic acquisition opportunities


STRATEGY

R12 sales above previous peak − primary focus lies on improving profitability

16

Net Sales (MEUR) AND EBIT %

389

498

634 703

503 531

650 707

0%

5%

10%

15%

20%

25%

30%

0100200300400500600700800

2005 2006 2007 2008 2009 2010 2011 Q32012R12

Net sales EBIT,%

STRATEGY

STRATEGY

End of 2009

We accelerate our growth through acquisitions and outsourcing cases

17

Outsourcing deal in Denmark

Outsourcing deal in Finland Acquisition of

Finnish weather protection rental

company

Outsourcing deal with two subsidiaries in Finland

Outsourcing deal in Finland

Some 50 companies on our watch list

Acquisition of Swedish rental company

Outsourcing deal in Norway

Acquisition of Czech rental

business

Aquisition of Czech rental

business

Acquisition of Czech rental

business

Acquisition of Swedish rental

company

Acquisition of Danish rental

business

Acquisition of specialist module rental company in

Norway

Danish scaffolding

division


company


company

2010

2011 2012

Outsourcing deal in Norway


STRATEGY

JV in Russia and Ukraine

STRATEGY

We are well-positioned to capture the long-term growth opportunities in the industry

18

Rental penetration

Outsourcing

Integrated solutions

Market consolidation

Long-term growth in emerging markets

In the long term, rental penetration is expected to increase in Europe as construction companies and industrials recognize the advantages of renting

There is a general trend towards outsourcing non-core activities to reduce capital employed and improve flexibility

Customers are increasingly interested in giving a broader integrated responsibility in their projects to rental companies

The equipment rental industry is highly fragmented and Ramirent’s strong position enables it to take an active role in the market consolidation

In the emerging rental markets there are long-term growth potential in the construction volumes per capita compared to more mature Western Europe

STRATEGY

19

Common Ramirent Platform

Developing a one-company structure with operational consistency

Advantages by scale and scope

Commercial excellence in pricing

Best practices sharing and cross organisational learning


STRATEGY

20 20

Balanced Business Portfolio Grow in selected other customer

segments outside construction

Developed a balanced product offering

Balanced market portfolio and entering new markets when having capabilities for controlled expansion


STRATEGY

Group

New strategy for our presence in Russia and Ukraine through joint venture with Cramo

A stand-alone entity with new corporate identity 50/50 ownership for Cramo and Ramirent 2012E net sales and EBITDA margin of €52 million and ~35%, respectively 400 employees Depot locations: St. Petersburg region 7, Moscow region 6, other regions Russia 3, Ukraine 6 (+ 6 shop-in-shop outlets)

Key Facts

Group

UKRAINE

RUSSIA

Combining Forces in Growing Markets… …Creates a Strong Stand-Alone Company

“50/50 JV”

Total Sales 2012E: €52m

50% 50%

Rationale is to create strong player with increased financial resources and excellent organisational capabilities to capture the growth opportunities in target markets


STRATEGY

STRATEGY

Creating the Leading Rental Company in Russia and Ukraine through complementary Strengths Cramo’s unique

strengths

• Fleet and capabilities to

offer modular space to serve construction and industrial customers

• Good presence with international

construction and industrial customers • Existing platform location in Ural region

(Yekaterinburg)

Common strengths

• General rental concept • Broad equipment fleet

• Established presence in St. Petersburg and

Moscow • Strong local management

• Modern way-of-working due to the Western

background

Ramirent’s unique strengths

• Fleet and capabilities in heavy equipment to serve infrastructure construction • Large customer base • Presence in Ukraine

• Existing platform location in South region (Sochi)

• Expanded presence by utilizing sales agents

Combined company: Leading rental company in Russia and Ukraine

+ +

= 22


STRATEGY

STRATEGY 23

Summary - Our management priorities

• Develop our customer portfolio

• Develop product and service offering

• Develop market portfolio

• Operational excellence

• Ramirent platform


STRATEGY

STRATEGY

25

Financial overview

CAPITAL MARKET DAY 2012 Jonas Söderkvist, CFO, Ramirent Plc

Helsinki centre, Finland

STRATEGY

All current long-term financial targets were met in Q3/12

26

ROI >18% p.a. over a business cycle

Gearing ≤120% at end of each fiscal year EPS growth >15% p.a. over a business cycle

*76%

-200%

-100%

0%

100%

200%

300%

2005 2006 2007 2008 2009 2010 2011 Q32012EPS Target

*R12 Q3 2012 vs. Q3 2011

19%

0%5%

10%15%20%25%30%35%

2005 2006 2007 2008 2009 2010 2011 Q32012ROI Target

73%

0%20%40%60%80%

100%120%140%

2005 2006 2007 2008 2009 2010 2011 Q32012Gearing Target

0,15

0,30

0,50

0,00

0,15 0,25 0,28

0%50%100%150%200%250%300%350%400%

0,000,100,200,300,400,500,60

2005 2006 2007 2008 2009 2010 2011DPS Dividend pay-out ratio Target

Dividend pay-out ratio > 40%

Capital Market Day 2012 l 27 November 2012 l Jonas Söderkvist

FINANCE

STRATEGY

Net sales grew 3.7% in Q3/2012, like-for-like growth* 1.3%

Net sales grew 12.3% in 1-9/2012, like-for-like growth 5.7%

27

Change in net sales YoY, %

* Excluding acquisitions in Sweden and Norway

19% 19% 13%

-4%

-25% -31% -31%

-27%

-9%

3% 9%

19% 20% 16%

27% 24% 22%

14%

4%

Q12008

Q2 Q3 Q4 Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3


FINANCE

STRATEGY 28

4%

-1%

17%

4% 1%

9%

-17%

0%

-1%

8%

-2%

1%

7%

-16%

EUR Comparable exchange rates

Change in Q3 net sales YoY, %

Net sales grew in Sweden, Denmark and Europe East both in EUR and comparable exchange rates

EUR Comparable exchange rates


FINANCE

STRATEGY

Share of ancillary income continued to grow

Q3/2012 compared to Q3/2011: • Rental income increased 3.5 % • Ancillary income increased 5.2 % • Income from sold equipment decreased 5.0 %

29

68% 68%

29% 29%

3% 3%

0 %

20 %

40 %

60 %

80 %

100 %

Q3/2011 Q3/2012

Income from sold equipment

Ancillary income

Rental income

Breakdown of net sales

121.3 125.5

51.9 54.6 6.0 5.7

0

50

100

150

200

Q3/2011 Q3/2012

Income from sold equipment

Ancillary income

Rental income

MEUR

-5.0 %

+5.2 %

+3.5 %


FINANCE

STRATEGY

Top-line recovery and cost discipline have driven margin expansion

30

492 496 507 531 554 575 613

650 680 700 707

3% 2%

3%

6% 7%

8%

10%

11% 12%

13% 13%

Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales R12 EBIT-% R12

Group Net sales (MEUR) and EBIT margin (%)


FINANCE

STRATEGY

Gross margin decreased slightly in Q3/2012 compared to previous year

31

Gross margin by quarter

71%

70%

68%

65%

69%

65%

67%

68%

66%

67% 67% 68%

69%

66%

68%

66%

68% 69%

Q1 Q2 Q3 Q4 FY

2009 2010 2011 2012


FINANCE

STRATEGY

Stable fixed cost development

The fixed cost level increased year-on-year due to • Acquisitions • Expenses related to development work on Ramirent’s common platform

32

Fixed costs by quarter (MEUR)

35 30 33 33 33 33 32 38 37 37 41 42 42 40 42

23 22 19 23 22 23 22

24 27 25 25 28 25 25 26

57 52 52

57 56 56 54

62 63 62 66

70 68 65 68

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Employee benefit expenses Other operating expenses


FINANCE

STRATEGY

EBIT-margin January-September 2012: 12.5% (10.5%)

Q3 EBIT margin at 16.0%

33

EBIT margin by quarter

18.2% 19.6%

18.4%

-11.4%

5.9%

10.8% 9.0%

-2.9% -5.0%

5.8%

11.8%

7.5%

2.0%

10.3%

17.0%

13.6%

7.5%

13.4% 16.0%

Q12008

Q2 Q3 Q4 Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3


FINANCE

STRATEGY

Q3 EBIT margin improved in Finland and Norway

34

17.0%

23.2%

18.0%

9.9%

7.5%

24.6%

16.3% 16.0%

24.2%

16.4% 15.6%

6.8%

23.4%

2.0%

Group Finland Sweden Norway Denmark East Central

Q3/11 Q3/12

EBIT-margin by segments

Q3/11 Q3/12


FINANCE

STRATEGY

Capital expenditure below last year

Due to acquisitions capital expenditure was high in 2011 in Sweden and Norway, Sweden has also acquired TLM (Tannefors Lift och Maskinuthyrning) in early 2012

35

196

29

61 83

5 10 12

87

15 39

20 1 7 5

1-9/2011 1-9/2012

Capital Expenditure by segments (MEUR)

1-9/2011 1-9/2012

Meilahti Hospital, Helsinki, Finland


FINANCE

STRATEGY

Working capital at 6% of net sales

Q3/2012 credit losses and net change in the allowance for bad debt totalled EUR −2.4 (−0.9) million

36

16 15 15 15 15 14 14 16 16 17 17 17 18 18 20

86

88

90

80

83

90

99

97

95

10

9

12

4

12

0

11

4

13

1

14

1

-66

-68

-70

-67

-69

-86

-86

-89

-82

-84

-10

7

-10

9

-13

9

-11

2

-12

2

-6%

-4%

-2%

0%

2%

4%

6%

8%

-120

-80

-40

0

40

80

120

160

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Trade payables and other liabilitiesTrade and other receivablesInventoriesWorking capital/Net sales Rolling 12 month basis

Working capital by quarter (MEUR)


FINANCE

STRATEGY

After a heavy M&A period, focus has been on regaining a strong financial position

37

Group Net debt, by quarter (MEUR) Group Capex, by quarter (MEUR)

13 22

10 18

32 45

120

46 36

24 28

Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

212 209 197

177 191

238

280 263 258

281

256

Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3


FINANCE

STRATEGY

-54.8

-29.9

25.2

66.5

17.9 27.8 22.4 19.5

-4.0

13.4 14.4 24.2

-10.7 -20.4

-36.8

15.9 6.4 7.3

23.7

Q12008

Q2 Q3 Q4 Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Cash flow after investments Rolling 12 months

Q3/2012 cash flow after investments 23.7 MEUR

38

Cash flow after investments (MEUR)


FINANCE

STRATEGY

96%

84%

70%

69%

81%

113% 106% 108%

99%

86%

74% 68% 68%

71% 64%

56% 60%

80%

92% 81% 84%

87%

73%

0%

20%

40%

60%

80%

100%

120%

0

50

100

150

200

250

300

350

400

FY04

FY05

FY06

FY07

Q12008

Q2 Q3 Q4 Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net debt Gearing (%)

Net debt decreased by 24.7 MEUR in Q3 2012; gearing was at 73.2%

Equity ratio was 41.9% (38.2%) Net debt amounted to EUR 256.0 (279.8) million

39

Net debt and gearing

MEUR


FINANCE

STRATEGY

Funding sources at end of Q3 2012

40

Fixed 62%, Average

interest rate 3,84 %

Floating 38%, Average

interest rate 0,95 %

Fixed / Floating

Banks 68%

Insurance Companies

8%

Commercial Papers

29% Leasing 30%

Debt portfolio


FINANCE

STRATEGY

At end of Q3/12, Ramirent had unused committed back-up facilities of 134.2 MEUR

In addition to bank facilities, Ramirent is utilising a domestic commercial paper program of up to EUR 150 million

41

150

240

2012 2013 2014 2015 2016 2017

Repayment schedule of interest-bearing liabilities (MEUR)

390 MEUR in committed credit facilities

256.0 MEUR in net debt


FINANCE

STRATEGY

Our key strategic initiatives are about value creation

42

1. Develop customer portfolio

2. Develop product and service offering

3. Develop market portfolio

Key initiative Value creation drivers

4. Operational excellence

External

Internal

Growth with the markets (flat market share)

Gross margin

Improved prices

Acquisitions and outsourcing

Reduced variable and fixed costs

Divestments

5. Ramirent platform

Impact several value creation drivers

Increased market share

+

Financial impact EBIT margin ROI

+

+

+

+

+

+

+

+

+

+

+

+

+

+


FINANCE

STRATEGY

All available levers are used to drive profit

43

Total fleet Rental income Other income Net sales Operativecosts

EBITDA Depreciation EBIT

• Increase prices • Improve price

realization • Improve utilization

• Balance fleet structure • Reduce unavailable fleet

through efficient logistics and maintenance

• Charge for ancillary services

• Develop solution offering

• Drive internal efficiency

• Trade/scrap equipment based on TCO

• Manage sourcing

• Preventive maintenance to ensure economic life

• Keep flexibility in cost base to manage fluctuations in demand


FINANCE

STRATEGY

Both sales activities and continued cost discipline are required

44

13%

1,4% 1,1%

0,5% 0,3%

16%

EBIT 1209 R12 Price +2% Utilization +2% Personnel costs-2%

Operationalcosts -2%

With actions

Illustrative

EBIT margin 1209 R12 (%) + illustrative effects from different actions

+13% +8% +3% +2% +27% Improvement effect:


FINANCE

STRATEGY

Multiple levers also exist to drive capital efficiency

45

Total fleet Book value Goodwill Other fixed assets Fixed assets Net workingcapital

Other non-interestbearing liabilities

Invested capital

• Balanced M&A

• Alternative financing options

• Preventive maintenance to ensure economic life

• Efficient receivables management

• Customer segmentation

• Inventory management

• Procurement management


FINANCE

STRATEGY 46

Company’s strengths

Leading equipment rental company in Northern, Central and Eastern Europe More than 50 years industry experience Diversified portfolios of customers, products and markets Stable profitability and steady cash flow Flexibility to maneuver: capex and cost flexibility, strong balance sheet Strong financial position and funding

Senat's square, Helsinki, Finland


FINANCE

47

NEW LONG−TERM FINANCIAL TARGETS

New long-term financial targets have been set to further emphasize value creation

48

EPS growth (over a business

cycle)

ROI (over a business

cycle)

Gearing (at the end of

each fiscal year)

Dividend pay-out ratio

(% of EPS)

Leverage and risk

Profit generation

Dividend

Element Current target New targets

ROE (over a business

cycle)

Net Debt / EBITDA

(at the end of each fiscal year)

Dividend pay-out ratio

(% of EPS)

• EPS growth is a volatile metric

• ROE target captures shareholder value creation

• Better considers company’s ability to service its debt

• More aligned with the operational steering model

• Keep existing measure

= new target = Deleted target Capital Market Day 2012 l 27 November 2012 l Jonas Söderkvist

FINANCE

Comments to the target level

New long-term financial targets

The new target levels are in line with long-term historical performance and current financial targets

49

ROE

Net Debt / EBITDA

Historic performance

• New Net debt / EBITDA target of < 1.6x is comparable to current Gearing target of < 120%

• Long-term average Net debt / EBITDA has been debt level of 1.4x-1.7x

0%5%

10%15%20%25%30%35%40%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Q32012

• New ROE target of 18% is comparable to current ROI target of 18%

• Long-term historical ROE has been 18%

0,00,51,01,52,02,53,03,54,04,5

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Q32012

18%

Historical average

Historical average

1.7x

Target = 18%

Target = < 1.6x


FINANCE

STRATEGY

New long-term financial targets

50

Leverage and risk

Profit generation

Dividend

Element Target level

ROE

Net Debt / EBITDA

Dividend pay-out

ratio

18% p.a. over a business cycle

Below 1.6x at the end of each fiscal year

At least 40% of EPS

Measure Q3 2012

18.6%

1.2x

68% of 2011 net profit


FINANCE

STRATEGY

52

Business Plaza Park, Vantaa, Finland

Segment Finland

CAPITAL MARKETS DAY 2012 Anna Hyvönen, SVP, Ramirent Finland

STRATEGY

Ramirent Finland Executive summary

Largest equipment rental company

Extensive product and service offering

Broad network of customer centres

Skilled and motivated personnel

Finland 1-9 2012

Market position 1

Share of group Sales 24%

Share of Group EBIT 35%

Employees 577

Customer centres 77

Highlights

Key data

Hub

Customer centre

Capital Market Day l 27 November 2012 l Anna Hyvönen

FINLAND 53

STRATEGY

489

518

462

489

553

2007 2008 2009 2010 2011

Finland market dynamics and key trends

Moderate growth in rental penetration is expected to continue Customer base will enlarge, growth potential in all customer segments Outsourcing and acquisition trend stays active Equipment rental market growth forecast for Finland (6/12 VTT): +3% in 2012, +3% in 2013 Rental penetration is estimated at apprx. 31%

Rental market development, MEUR Key market dynamics and trends

Market structure

Ramirent

Others

Cramo

Pekkaniska

HRK

Telinekataja


FINLAND 54

Source: Ramirent company estimate

STRATEGY

Finland financial development

Good demand from shipyards and industrial sector Also in construction sector, demand for equipment rental remained fairly stable EBIT improved due to good price discipline and enhanced utilisation rates in many product groups

Finland Q3

2012 Q3

2011 Change

(EUR) Change (Local)

Q3 2012

Q3 2011

Change (EUR)

Change (Local) 2011

Net sales, MEUR 45.0 45.5 -1% -1% 124.8 112.3 11% 11% 154.7

EBIT, MEUR 10.9 10.5 3% 22.9 16.6 38% 22.8

EBIT-margin 24.2% 23.2% 18.4% 14.8% 14.7%

Employees 577 611 -6% 596

Customer centres 77 86 -10% 83

29 34

41

31 28

36 38 35 30

37

45 42

38 41

45

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales EBIT-%

Highlights Sales and EBIT by quarter, MEUR


FINLAND 55

STRATEGY

Finland financial development

27 29

13 17

34

15

2007 2008 2009 2010 2011 1-92012

Investments

134 154

134 137 155

125

2007 2008 2009 2010 2011 1-92012

Net sales

35 31

12 14

23 23

2007 2008 2009 2010 2011 1-92012

EBIT-% EBIT-%

645 704

602 603 596 577

2007 2008 2009 2010 2011 1-92012

Employees

Net Sales, MEUR Capital expenditure, MEUR

Number of Employees EBIT & EBIT margin, MEUR


FINLAND 56

STRATEGY

Focus industries for customer structure development in Finland

Scaffolding 31%

Lifts 21%

Light 19%

Modules 8%

SAFE 7%

Power&Heating 6%

Heavy 4%

Cranes&Hoists 3%

Sales split by industry Q3 2012 Sales split by product group Q3 2012

Construction 46%

Industry 24%

Public 3%

Private 2%

Other 25%

Focus areas for development 2013-15

Industrial and construction projects Industrial operations Temporary modules for public sector Building renovation Utilising wide equipment & service portfolio for better defined customer solution


FINLAND 57

STRATEGY

Soya factory, Uusikaupunki, Finland

Customer’s problem

Achieved results Ramirent’s solution

Big project with tough project schedule Versatile building structures – requires high skill level for lifting and scaffolding Office, canteen and rest area needed Main contractor requiring high focus on safety

Depot "on wheels" – project outlet Local supervisor with long experience Full Ramirent's product range and services available for all projects contractors Co-operation in safety with main contractor – training

"One stop shop" on the site

Short delivery times, minimised transportation costs Readily available equipment on-site

Safety in project One rental company on site - no equipment mix-ups

SRV Uusikaupunki, Finland


FINLAND 58

STRATEGY

Renovation in winter time



Façade and masonry work in winter time Weather shelters and heating Window work Wall anchoring challenging, normal heavy scaffolding not useful Schedule too tight for scaffolding work

Two wide Skyclimber work platforms Weather shelters and gas heaters With working platform customer could lift also heavy equipment to right working level Fast erection time

High safety, ergonomically working level for mason work Good conditions under weather protection enabled high work quality Customer did not need hoists separately Saving time and money

NCC, Helsinki, Finland


FINLAND 59

STRATEGY

Day care center



High Class modules for day care solution Planning, foundation work, logistics & installation services available Furniture according to day care specification

Healthy space available at right time in right place Modern, high level furnishing based on real need Time saving – ready for moving after 2 weeks from the start of the ground work

Temporary modules, Masku, Finland

Need for additional & temporary day care space without jeopardizing the service level for the local community Implementation schedule very tight Requirement for limited period of time – not possible to invest in permanent building


FINLAND 60

STRATEGY

Most important strategic achievements

Project solution and capability development

Emphasis on sustainable profitable growth Key account management Module-business development in terms of quality and availability Focus on maintenance work efficiency and quality One Ramirent brand strategy

Actions 2011-2012 Achieved results

Success in large industrial cases – e.g. shipyards, mines, power plants Ability to improve market leader position with good EBIT-level Long term contracts with several big Key customers New product launches (RamiWood, HighClass) with good market entries Centrally managed maintenance & transportation operations with common process and tools - improved our efficiency and quality Depot renovation and branding, expanding service center network, harmonised dealer network


FINLAND 61

Finland Key development areas 2013 - 2015

Customer First – best-in-class

customer experience

Motivated and engaged

personnel

Sustainable profitable growth

Operational excellence & quality

Safety


STRATEGY

64

Fortum Jelgava Power Plant, Latvia

Segment Europe East- Baltics CAPITAL MARKETS DAY 2012 Heiki Onton, MD, Ramirent Baltic

STRATEGY

Ramirent Baltic Executive summary

Easy customer accessibility through largest network

Largest equipment rental company Broad range of products and services Large and diversified customer base In the Baltic countries, especially Estonia, growth has been driven by large energy sector projects

Hub Customer centre

Baltic Countries 1−9 2012

Market position 1

Employees 198

Customer centres 42

Highlights

Key data

BALTICS

Capital Market Day l 27 November 2012 l Heiki Onton 65

STRATEGY

Baltics market dynamics and key trends

Moderate growth in rental penetration is expected to continue Customer basis will enlarge, highest growth potential in other services segment Rental as common activity will increase Outsourcing and acquisition trend stays active Usage of machines will increase in general Rental penetration estimated at 28%

Rental market development (MEUR) Key market dynamics and trends

Market structure

185

115 95

116 121 127

133

2008 2009 2010 2011 2012F 2013F 2014F

Ramirent

Cramo

Peri

Storent

Others

BALTICS

Capital Market Day l 27 November 2012 l Heiki Onton 66


STRATEGY

Light 26%

Lifts 22%

SAFE 12%

Heavy 15%

Site Units 11%

Scaffolding 11%

Power & Heating

5%

Cranes & Hoists 1%

Construction 63%

Industrial 13%

Services and retail 18%

Private 4%

Public 1%

Focus industries for customer structure development in Baltics

Sales split by industry 2012F Sales split by product group 2012F


Industrial investment and construction projects Industrial operations Building renovation Private DIY consumers Temporary buildings for public sector

BALTICS

Capital Market Day l 27 November 2012 l Heiki Onton 67 BALTICS

STRATEGY

Customer First success story Customer’s problem

Achieved results

Ramirent’s solution

Demand for scaffolding equipment, site modules, hoists, lifts and other equip. Demand for installation and maintenance services. Availability of basic equipment on site

Opening of temporary on−site outlet Delivering Dynamic Rental Solutions which includes equipment and related services Rental equipment deliveries 24/7 maintenance service available.

RR share ~70% from rental equipment used on the site Narva site is generating ~5% of annual net sales

Oil refinery factory; Power plant, Narva, Estonia

BALTICS


STRATEGY


Restore back the sustainable profit growth

Diversifing customer portfolio, balanced

customer structure

Develop product and service offering

Develop customer center network, opening

of new, re-allocation and re-branding of

existing outlets


Improved EBIT levels

Share of non−construction customers such

as industrial, service and retail customers

are increasing

Growth in light, modules and scaffolding

product groups; increase in installation

services

Several new customer centres have been

opened and relocated − 75% have been

re-branded

BALTICS


STRATEGY

Baltic key development areas 2013 - 2015

Customer first

Motivated and engaged personnel


• Clear customer interface – clearly defined responsibilities for sales & issue handling

• Professional customer management from large to small customers through KAM • Customer driven product and service offering – understanding customer

demand, customer segmentation

• Wellbeing & safety at work environment - HSEQ • Job descriptions and objectives - leadership • Competence development - trainings • Open communication – compensation & benefits

• Customer service centers & maintenance developments, shortening of repair times, reducing non-available fleet.

• Improvements in logistics, increasing transport and service profitability. • Project profitability –measurements, subcontracting, processes, pre-post

calculations and KPI-s.

Objective


• Based on customer loyality; growth in industrial segment/energy, shipyards. • Systematic pricing development – pricing models, increases, discipline • Optimal product & service portfolio – balanced investments • Cost and capital reduction

Focus area

BALTICS


Botievo, Ukraine

Segment Europe East − Russia and Ukraine

CAPITAL MARKETS DAY 2012 Grigory Grif, MD, Ramirent Russia and Ukraine

STRATEGY RUSSIA & UKRAINE

Ramirent in Russia and Ukraine Executive summary

The largest full product range rental company in Russian Federation The only one general rental company in Ukraine Broad range of products and services Well positioned for further growth Customer centre network well located In Q3 2012, infrastructure construction was the main driver for growth

Key figures

Russia 1−9

2012

Ukraine 1−9

2012

Market position 1 1

Employees 177 65

Customer centres 7 6

Highlights

Customer Center Shop-in-shop Regional agent

UKRAINE

RUSSIA

Capital Market Day l 27 November 2012 l Grigory Grif 73

RUSSIA & UKRAINE

Attractive market outlook in Russia and Ukraine

There are immediate expansion opportunities in the large St. Petersburg and Moscow regions

Improving rental penetration further supports the growth in the rental market

The underlying addressable construction market estimated well over €100bn with forecasted growth of 8% growth p.a.

Russian and Ukrainian rental markets are very fragmented with many players focusing on a single product group

St.P Mow

Strong Growth

Large Market

Clear Focus Opportunity

Leading Rental

Company

Improving Dynamics

Rental Penetration

Increase

Note: Addressable construction market comprises six federal districts in Russia (i.e. the European part) and Ukraine. Estimates regarding market size and growth based on management assessment.

STRATEGY

* Addressable market includes six federal districts in Russia and Ukraine Source: PMR Construction sector in Russia report (Construction output growth 2012-2014)

Russia and Ukraine market dynamics and key trends

Growth is strongly driven by the Construction segment in both countries Currently there are several large construction that drive the growth in the rental market Additionally, Russian/Ukraine rental markets are underdeveloped compared to other countries in Europe – rental penetration is low around 8-11% There are also differences in rental market maturity between different regions in Russia

The addressable* rental market in Russia and Ukraine Key market dynamics and trends

Market structure Russia

~800

~900 ~1000

0

200

400

600

800

1000

1200

2011E 2012E 2013E

MEUR

CivilengineeringNon-residentialResidential

Industry &private

Ramirent

Tehstroykontrakt

Pekkaniska

Cramo

LTech

15 %

85 % Top 5players

Market structure Ukraine

Pekkaniska

Plettak

Algeco

Ramirent

Doka

Peri

Others

RUSSIA & UKRAINE


STRATEGY

Focus industries for customer structure development in Russia and Ukraine

Russia sales split by industry 1-9 2012 Ukraine sales split by industry 1-9 2012

Construction 55%

Industrial 20%

DIY 18%

Services & retail 7%

Other 2%


Industrial investment and construction projects Industrial operations Building renovation Infrastructure construction Private DIY consumers

Construction 60%

Public 1%

Infrastructure 18%

Other 22%


Infrastructure construction Industrial investment and construction projects Industrial operations

DIY 0%

Events 1%

Industrial 7%

RUSSIA & UKRAINE


STRATEGY

Low experience in such projects

Low knowledge about Formwork systems

A lot of technological questions

Short construction time schedule


Achieved results


Visit Ramirent Formwork outlet in Finland to

show capacity and equipment quality.

Visit together with Ramirent Finland specialists

construction sites in Vantaa to share know-

how about formwork systems

Discussion with Finnish specialists about

suitable solutions.

Job done within schedule

High quality

Ramirent rented 4700 sqm slab forms

Customer First success story: AST (North-West Speed Diameter)

St Petersburg, Russia

RUSSIA & UKRAINE


STRATEGY



Untypical industrial project

Special technical requirements for

mounting place and fixing of hoist

No operators, no skills to work with hoist

No experience with registration in

Rostechnadzor (Technical inspection)

In cooperation with Geda technicians was

done special project for fixing

We found new outsourcing company close

to the customer, who provide operators

We contacted the local branch of

Rostechnadzor (Technical inspection) to

prepare all documents for the customer

Ramirent was the only supplier who

provide technical solution for mounting

and for fixing to the steel frames

We provide operator service in the site

Our technician made registration of the

hoist in Rostechnadzor (Technical

inspection)

Renaissance Construction, Novorossiysk

Customer First success story: Construction project in Russia

RUSSIA & UKRAINE


STRATEGY


Increasing of rental turnover.

Broadening the geographical presence

through network of dealers/agents.

Opening of own outlet in Sochi, Russia

Increasing of activity in Moscow area

To develop regions by opening new

outlets in Western and Central regions of

Ukraine

To expand business to DIY stores and to

increase customer proximity in Ukraine.


Net sales in 2012 increased +37%

compared to 2010

In 2012, Ramirent was active in 9 regions

through 7 customer centers and agents In

Russia.

New outlet was opened in May 2011.

Sochi outlet accounts for appr. 10% from

total Russia sales.

New outlet in Kaluga (Moscow area).

Compared to 2010 Moscow net sales

increased +99%

Lvov and Dnepropetrovsk depots

Opening of 6 shop-in-shops in DIY stores.

DIY's share of total sales in Ukraine:18%

RUSSIA & UKRAINE


STRATEGY

81

Tryggare Byggare roadshow, Malmö, Sweden

Segment Sweden

CAPITAL MARKETS DAY 2012 Magnus Rosén, Acting SVP, Ramirent Sweden

STRATEGY

Ramirent Sweden Executive summary

Second largest equipment rental company Total supplier with broadest product line Good geographical coverage Well positioned for further growth Acquisitions 2011/2012꞉ Hyrman, TLM and Concensus

Sweden 1−9 2012

Market position 2

Share of Group Sales 29%


Employees 680

Customer centres 84

Highlights

Key data

82

Hub Customer center

Dealer


SWEDEN

STRATEGY SWEDEN

Sweden market dynamics and key trends

Rental penetration tends to increase during recessions Customer base will enlarge, highest growth potential in industry and other services segment Rental market still dependent on construction Usage of machines will increase in general Estimated rental penetration is at apprx. 40% in Sweden


Market structure

2,078 1,895 1,880 2,185 2,175

2,235 2,279

2008 2009 2010 2011 2012F 2013F 2014F

Ramirent

Cramo

Lambertsson

Skanska Maskin

Stavdal

Kranpunkten

Others

Source: Sveriges byggindustrier; Ramirent company estimate

Capital Markets Day l 27 November 2012 l Magnus Rosén 83

STRATEGY SWEDEN

Sweden financial development

Despite the expectations, activity in construction sector proved to be resilient, with main growth drivers being large industrial projects in Northern Sweden and strong demand in the capital city area Low activity continued in the southern parts of the country EBIT development stable

Finland Q3

2012 Q3

2011 Change


Q3 2012

Q3 2011

Change (EUR)

Change (Local) 2011

Net sales, MEUR 53.0 45.4 17 % 8 % 152.1 128.8 18 % 14 % 182.7 EBIT, MEUR 8.7 8.2 7 % 23.8 21.3 12 % 33.2 EBIT-margin 16.4 % 18.0 % 15.7 % 16.5 % 18.2% Employees 680 622 9 % 630 Customer centres 84 80 5 % 79

32 33 31 32 29 35 36

45 41 42

45

54 48 51 53

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales EBIT-%



STRATEGY SWEDEN

Sweden financial development

37 35

4

30

81

39

2007 2008 2009 2010 2011 1−9 2012

Investments

153 171

128 145

183

153

2007 2008 2009 2010 2011 1−9 2012

Net sales

35

30

21 23

33

24

2007 2008 2009 2010 2011 1−9 2012

EBIT-% EBIT-%

616 657

500 546

630 680

2007 2008 2009 2010 2011 1−9 2012

Employees

Net Sales, MEUR Capital expenditure, MEUR



SWEDEN

Modules 20%

Scaffolding 6%

Cranes & hoists 7%

Lifts 12%

Heavy machinery

8%

Light machinery 41%

Focus industries for customer structure development in Sweden


Construction 64%

Industry 9%

Public 5%

DIY 3%

Other 3%


Residential construction Infrastructure construction Industrial investments and construction projects

Wind power industry Mining industry Pulp and paper industry

Industrial operations

Service & retail 17%

Power & heating 7%


STRATEGY SWEDEN

Customer First Success Story Mining project, Boliden

Customer’s problem,


Big needs for rental products

High demands regarding services

Safety aspects e.g. fire proof lifts for

underground works

Calculation regarding temporary power &

heating

Custom center on project place

One partner who is responsible for safety

regarding rental equipment.

Rebuilding of lifts

Service men on place

Technical specialist supporting the project

Total supplier for the project

Rental solutions involving all our rental

segments

Servicing PEAB and subcontractors with

equipment on site resulted in both

efficiency and environmental gains

Garpenberg, Boliden, Sweden


STRATEGY SWEDEN


Sales development

Turnaround in Cranes & Hoists business

Integration

SafeSolve, strategic project concerning

safety

EcoSolve, strategic project concerning

energy saving and eco friendly machines


New sales process implemented, new sales

KPIs and increased cooperation between

districts

Cranes & Hoists integrated in district

organisation

Successful integration of acquisitions

Rami Safety roadshow around the country

with 9000 visitors − 25% increase in

rental of safety equipment.

High utilisation in ECO modules and

increased sales of other energy saving

products


STRATEGY SWEDEN

Sweden Key development areas 2013 - 2015

Customer first



• Dynamic Rental Solutions – Introduce new solutions continuously. Customer driven service offering – analyse customer demand

• Key account management – professional customer management of the biggest and most important customers

• Focus on health & safety at work • Competence development – Ramirent School • Bonus scheme for all personnel

• Project profitability – transparency, measurements, subcontracting • Focus on price and discount policy • Introduce lean concept in workshop processes

Objective

Sustainable profit growth • Grow in non-construction sectors • Implement hub & spoke model for efficient maintenance∕utilisation • Systematic pricing management

Focus area


STRATEGY

91

NCC, Business Plaza Park, Vantaa, Finland

Segment Denmark CAPITAL MARKET DAY 2012

Erik Høi, SVP, Ramirent Denmark

Copenhaguen, Denmark

STRATEGY

Ramirent Denmark Executive summary

Largest equipment rental company Broad range of products and services Broad customer centre network Well positioned for further growth Focus on increased profitability

Denmark 1−9 2012

Market position 1



Employees 181

Customer centres 21

Highlights

Key data

HUB

Customer centre

Dealer / agent

Capital Markets Day l 27 November 2012 l Erik HØi 92

DENMARK

STRATEGY

Denmark market dynamics and key trends

Total construction to decline 2.8% in 2013 Building activity to decline 6% in 2013 (9,9 BEUR; 4,4 million sq.m.) to lowest level since 1994 – both in housing and office building Infrastructure construction expected to remain same level in 2013 compared to 2012 Still strong tradition to own equipment but positive tendency towards rental increasing Rental penetration estimated at apprx. 42%


Market structure

1,393 1,2421,141 1,139 1,168 1,154

1,175

2008 2009 2010 2011 2012F 2013F 2014F

Ramirent

Loxam

Cramo

Ajos

Riwal

Pitzner Group

OthersSource: Danish Construction Association September 2012; Danish Rental Association, company estimate


DENMARK

STRATEGY

Denmark financial development

Although demand from the construction sector is slowing down, it remained on a fairly good level supporting demand for equipment rental EBIT decreased on the back of lower fleet utilisation, although price levels remained stable

Finland Q3

2012 Q3

2011 Change


Q3 2012

Q3 2011

Change (EUR)

Change (Local) 2011

Net sales, MEUR 11.4 11.3 1% 1% 32.4 29.6 10% 10% 44.1

EBIT, MEUR 0.8 0.9 -9% 0.8 -0.7 0.1

EBIT-margin 6.8% 7.5% 2.4% -2.3% 0.2%

Employees 181 163 186

Customer centres 21 21 22

11 12

11 10

8 9 9

10 8

10 11

15

10 11 11

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales EBIT-%



DENMARK

STRATEGY

Denmark financial development 23

13

1 1

9

1

2007 2008 2009 2010 2011 1-92012

Investments

57 59

43 36

44

32

2007 2008 2009 2010 2011 1-92012

Net sales

10

1

-4 -2

1 1

2007 2008 2009 2010 2011 1-92012

EBIT-% EBIT-%

254 235

151 160 186 181

2007 2008 2009 2010 2011 1-92012

Employees

Net Sales , MEUR Capital expenditure , MEUR



DENMARK

STRATEGY

Focus industries for customer structure development in Denmark

Sales split by industry 1−9 2012 Sales split by product group 1−9 2012


Large Infrastructure projects Industrial operations Temporary buildings for public sector Service industry – insurance companies DIY sector Increase offering of solutions

Construction 64%

Industry 15%

Service and

retail 13%

Public 4%

Other 3% Private 1%

Heavy machinery

20%

Light machinery

7% Scaffolding 12%

Power and heating 3%

Modules 11%

Lifts 13% Rental items

7%

Services 32%


DENMARK

STRATEGY

Customer First - Success Story Customer’s problem

Achieved results


New industrial kitchen and student rooms were needed after a fire

Short time span - 19 days to finish

Preparing the equipment on site along with set-up

Efficient allocation of equipment from surrounding departments

Establishment of sewer, gas and electricity facilities on a football field

Customized solutions

Quick fix to regain “business as usual”

Site huts at Gribskov school - 1.700 m² Revenue: approx. MDKK 4,5

Case: Gribskov, SpaceSolve, Gribskov, Denmark


DENMARK

STRATEGY

Customer First - Success Story Customer’s problem


Heavily trafficked area

Limited space

Acquired permission to shut off the area

Signposting for redirecting traffic

Established in three days, between midnight and 6 am

Mounted above the street

Fast and flexible setup

Minimal disturbance of traffic

Good working conditions for workers

Modular construction in CPH city - 750 m2 Revenue: approx. MDKK 2

Case: E. Pihl & Søn, SpaceSolve, Kongens Nytorv, Cph, Denmark


DENMARK

STRATEGY


Renewing frame agreements with Key

accounts

Outsourcing with Pihl & Søn A/S

Developing the sales organisation

Price development

Business controlling

Improve cost efficiency


New two-year frame agreement with

MTH A/S, NCC A/S frame agreement

renegotiated

Three years agreement with renewal

option and potential to expand

cooperation

New sales organisation in place and key

account management in place

Successful price increases

Business control improved through KPI

development

New sourcing organization


DENMARK

STRATEGY

Denmark Key development areas 2013 - 2015

Customer first



• Develop key account management organisation • Improving customer service and offering solutions • Increasing focus on public and industry segments

• Continuous employee involvement – e.g. New Business Platform • Competence development • Further development of core competencies in project management in order to

further enhance the solution-driven approach to business

• Develop call center • Developing customer centres and service centres • New Business Platform implementation

Objective


• Build on customer loyalty and expand local customer base • Develop Dynamic Rental SolutionsTM – starting with TotalSolve • Systematic pricing management • Optimizing fleet and sourcing, including logistic and repair

Focus area


DENMARK

STRATEGY

101

Oslo, Norway

Segment Norway CAPITAL MARKETS DAY 2012 Bjørn Larsen, SVP, Ramirent Norway

STRATEGY

Ramirent Norway Executive summary

Largest general rental company, twice the size of no 2 Significant growth in profitability due to turn around initiatives Broad range of products and services Strong national outlet network Well positioned for further growth

Hub Customer centre

Norway 1─9 2012

Market position 1

Share of Group Sales 23 %

Share of Group EBIT 24 %

Employees 465

Customer centres 43

Highlights

Key data

Capital Markets Day l 27 November 2012 l BjØrn Larsen 102

NORWAY

STRATEGY

Norway market dynamics and key trends

Overall strong and growing economy Growth in construction market from all time high levels to continue Customer basis to expand; high potential in oil & gas segment Moderate growth in rental penetration is expected to continue Rental penetration estimated at apprx. 32%


Market structure

691

742 783

798 820

2011E 2012E 2013F 2014F 2015F

Ramirent

Malthus

UCO

CRAMO

Naboen

BAS

Others


NORWAY


STRATEGY

Norway financial development

In the quarter, Ramirent continued to experience good demand from construction as well as other industrial sectors. EBIT improved on the back of improved operational efficiency, higher utilisation rates and increased price levels in most product groups.

Norway Q3

2012 Q3

2011 Change


1-9 2012

1-9 2011

Change (EUR)

Change (Local) 2011

Net sales, MEUR 41.1 39.7 4 % -2 % 123.0 102.8 20 % 15 % 144.8

EBIT, MEUR 6.4 3.9 62 % 15.7 6.7 134 % 11.2

EBIT-margin 15.6 % 9.9 % 12.8 % 6.5 % 7.7%

Employees 465 523 -11 % 486

Customer centres 43 44 -2 % 42

29 25 27

29 28 27 28 31 33

31

40 42 44

38 41

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales EBIT-%



NORWAY

STRATEGY

Norway financial development

25

6 12

95

20

2008 2009 2010 2011 1-92012

Investments

146

109 114

145

123

2008 2009 2010 2011 1-92012

Net sales

15

9

2

11

16

2008 2009 2010 2011 1-92012

EBIT EBIT-%

645 547

503 486 465

2008 2009 2010 2011 1-92012

Employees

Net Sales, MEUR Capial expenditure, MEUR



NORWAY

STRATEGY

Focus industries for customer structure development in Norway

25%

22%

19%

16%

11%

3% 3% 1%

SAFE Heavy

Modules

Scaffolding

Power & Heating

Lifts

Light

Cranes

Sales split by industry 1─9 2012 Sales split by product group 1−9 2012

55%

29%

6%

5% 2% 2% Public

Re-rental


Further strengthen SMB offering as share of construction revenue Increase industrial share of revenue through growth in oil & gas Develop solutions (SafeSolve, EcoSolve) Further improve fleet efficiency

Private

Service & Retail

Construction

Industrial


NORWAY

STRATEGY

Customer First Success Story



Shortage of student dormitories at

Norwegian universities

Lack of funding to build new student

homes

The University in Tromsø had a large

unused area

Ramirent established 140 modules with

all necessary facilities based on modules

a few weeks after receiving the request

Facilitating accommodation for 176

freshmen students

The “temporary housing facilities” are

rented for five years

The solution is easy to expand

University of Tromsø


NORWAY

STRATEGY




Statoil project to build a new power plant

at Mongstad refinery north of Bergen

Requiring 400 dormitories, cantina

facilities and office space in 50 days

High class dormitory standard

“Every day HSE reporting system”

“Fast track project”

All installations completed on time

Best in class customer feedback

Statoil Refinery Mongstad Norway


NORWAY

STRATEGY




Complex building structure

Multi access solutions required

Solution partner required

Multi access solutions, including

scaffolding, lifts and climbers

Total solution partner concept, including

equipment handling

Integrated project partner

Successful delivery on time

Superior customer feedback

Tighter future cooperation between the

parties including new FWA

Skanska, Trondheim, Norway


NORWAY

STRATEGY


Restructuring, including cost reductions and efficiency improvements RMS acquisition Product mix adjustments Price increases New management team Launching new ERP solution HSE improving measures


Major improvement in profitability Successful integration of RMS as a separate entity and foothold for oil industry growth Improved utilisation and fleet yield Higher margins Improved change ability Successful pilot start up Significant improvements in injuries and sick leave


NORWAY

STRATEGY

Norway key development areas 2013 - 2015

Customer first

Health, safety, environment and quality


• Develop oil industry customer segment • Key account management – improve model and professionalize customer

management • Develop network of customer centres to increase sales to SMB • Implementation and development of solution concepts EcoSolve and SafeSolve

• Improvement programs at sites with more than 5 % sick leave • Implement stricter practice on near miss reporting • Continue the good performance within safety (zero vision)

• Introduce LEAN as a profession and strategic tool • Complete implementation and stabilization of Ramirent's New Business Platform • Develop network and increase footprint

Objective


• Strong discount control • Introduce pricing as a strategic tool & profession • Keep good cost control

Focus area


NORWAY

STRATEGY

113

Gotowski, Bridge in Bydgoszcz, Poland

Segment Central Europe CAPITAL MARKETS DAY 2012 Tomasz Walawender, SVP, Ramirent Central Europe

STRATEGY

Capital Markets Day l 27 November 2012 l Tomasz Walawender 114

Ramirent Central Europe Executive summary

Largest equipment rental company in CE Broadest range of products and services Most developed customer centre network New organisational concept focused on customer needs Improvement of business efficiency – consolidation in CES countries and further integration with Poland Well positioned for future growth

HQ Customer centers

EUROPE CENTRAL 1−9 2012

Market position 1


Employees 657

Customer centers 88

Highlights

Key data

EUROPE CENTRAL

STRATEGY

Europe Central market dynamics and key trends

Recovery in construction expected from 2014 Difficult market conditions will stimulate rental Return of moderate growth in rental penetration expected from 2013 Customer basis will enlarge, highest growth potential in SME segment Increasing outsourcing and acquisition activity Rental penetration estimated at apprx. 22%

Rental market development, MEUR Key market dynamics and trends

Market structure

433 386 384 396 374 360 376

2008 2009 2010 2011F 2012F 2013F 2014F

Ramirent

Cramo

Thyssen Xervon

Touax

Atut

EWPA

Others

Source: ERA report 2011; company estimate


EUROPE CENTRAL

STRATEGY

Europe Central financial development

Net sales decreased in all segment countries vs. previous year The trend of decreased demand for rental equipment due to lower construction and industrial activity continued in all segment countries Fleet allocation and restructuring of operations to drive cost efficiencies continued and actions to diversify the customer base were intensified EBIT was burdened by low utilisation rates

Finland Q3

2012 Q3

2011 Change


1−9/ 2012

1−9/ 2011

Change (EUR)

Change (Local) 2011

Net sales, MEUR 17.9 21.6 −17% −16% 46.4 54.9 −15% −12% 73.9

EBIT, MEUR 0.4 3.5 −90% −1.7 3.4 n/a 5.5

EBIT-margin 2.0% 16.3% −3.7% 6.2% 7.4%

Employees 657 868 −24% 825

Customer centres 88 125 −30% 122

14 16

18 16

12

16

20 19

14

19 22

19

13 15

18

Q12009

Q2 Q3 Q4 Q12010

Q2 Q3 Q4 Q12011

Q2 Q3 Q4 Q12012

Q2 Q3

Net sales EBIT-%



EUROPE CENTRAL

STRATEGY

Europe Central financial development

37

64

14 7

14

5

2007 2008 2009 2010 2011 1−9 2012

Investments

55

89

65 67 74

46

2007 2008 2009 2010 2011 1-92012

Net sales

13

8

3 1

6

-2

2007 2008 2009 2010 2011 1−9 2012

EBIT EBIT-%

788

1003

849 824 825

657

2007 2008 2009 2010 2011 1−9 2012

Employees

Net Sales, MEUR Capital Expenditure, MEUR



EUROPE CENTRAL

STRATEGY

Focus industrial investments for customer structure development in Europe Central

Light 30%

Lifts 18%

Heavy 14%

Site Units 12%

P&H 10%

Others 16%


Construction 50%

Cyvil engineering

26%

Industry 12%

Private 6%

Public 1% Others 4%


Industrial investment projects Infrastructure construction (CES) Industrial operations (PL, HU) Temporary buildings for public sector (PL) Private DIY consumers (All) Potential growth in new areas: wind energy (PL), shale gas (PL), railways (HU, PL)


EUROPE CENTRAL

STRATEGY

Customer First Success Story Poland - SpaceSolve



Lack of places in kindergartens in

community

No possibility to build traditional buildings

Short time needed to have kindergarten

ready

Modules offered for kindergarten

Ramirent created project and applied for

building permit

Ramirent offered modules assembling

with whole infrastructure

Ramirent won the tender

Long term rental agreement was signed

(48-months)

Short realization period- 3 months

Customers, community and children

were truly satisfied

Municipality project, Ożarów Mazowiecki Poland


EUROPE CENTRAL

STRATEGY

Customer First Success Story Poland – AccessSolve Customer’s problem


Execution of construction work on the

tribunes roofing of the stadium in Zabrze

No access possibilities for ultra boom lifts

(41-43 m) from stadium

Customer asked Ramirent for solution

Ramirent proposed combined offer for

lifts and scaffolding- access for roofing

was done from small scaffolding

platforms (+15m) on which trailer

mounted booms could work (height 21m)

Whole offer for scaffolding and lifts

erection and dismantling was prepared

Customer's problem was

solvedRamirent offered lifts and

scaffolding with platform erection as

well

Ramirent built long−term customer

relationship based on offering

customised solution

Abus Crane, Stadion Górnika Zabrze, Poland


EUROPE CENTRAL

STRATEGY

Customer First Success Story - Slovakia



TRANSKO (German) provides complete

solutions for bio-gas plants in SK

Searching for one rental company that

would cover all equipment needs

In 2012 there are 5 ongoing projects

Checking customer needs

Preparation of solution (incl.

transportation, maintenance)

Time schedule for each plant

Rolling solution according to plan

(support with split-rentals PL,CZ)

Each project consists of: 1 telehandler,

1 diesel boom lift, 1 electrical scissor lift

Long-term rentals of equipment (3-5

months per unit)

Rental sales pre month = 25k EUR

Maturity of invoices 7 days

Development of co-operation across CE

Plan for 2013: realization of 7 projects

in SK

Developing of RR „goodwill“

TRANSKO Slovakia


EUROPE CENTRAL

STRATEGY

Customer First Success Story - Czech Rep.



Big project in Krkonose mountain

Difficult accessibility of public transport

Many subcontractors

Tight timetable of construction

Temporary outlet, built from modules

Optimization of fleet according to the

development of construction

Quick reaction time to customerꞋs

needs

Maximization of rental results from the

project – high fleet yields

High customer satisfaction

Good reference case for the future

Low running costs of outlet

Turnover 1,2 MIO CZK/2 months

RR to participate at next PSJ projects

PSJ Retail Park Trutnov, Czech republic


EUROPE CENTRAL

STRATEGY


Adjustment of business activity to market

conditions

Consolidation of operations in CZ,HU,SK –

with common management as CES sub-

segment

Fleet optimization

Significant increase of Cash Flow

Human Resources Efficiency Program

launched in Poland


FTE decrease by 211 (-24%), number of

outlets reduced by 37 (-30%)

Common management, closer cooperation,

shared functions

Reduced CAPEX in 2012, internal transfers

to Finland and Baltic states

Threefold increase in Cash Flow after

investments in Q3 2012 vs. 2011

New operational structure implemented

- Flow Efficiency Concept

- workforce decreased by 85 FTE (-17%)

- minimal changes in outlet structure


EUROPE CENTRAL

STRATEGY

Europe Central development areas 2013 - 2015

Customer first



• Customer driven service offering – understanding customer demand, customer segmentation

• New organization for sales activity focused on customer segments instead geographical area

• Key account management – professional customer management from big to small customers

• ONE Rami: Clear customer interface – clearly defined responsibilities & ownership for sales & issue handling

• Competence development • New, common motivation system for sales forces • Open communication – compensation & benefits

• New project management concept with Project Backup Office- improved co-ordination inside Segment

• Unification procedures and practices for further integration in Segment • Rolling out Group concept of service & maintenance centers– productivity &

KPIs • NBP deployment

Objective


• Active looking for customers in new sectors • Improved management of service development • Flexible pricing policy • Optimal product & service portfolio – continued adjustment of fleet to market

conditions

Focus area


EUROPE CENTRAL

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