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

Share of Group Sales 9%

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

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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

(EUR) Change (Local)

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-%

Highlights Sales and EBIT by quarter, MEUR

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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

Number of Employees EBIT & EBIT margin, MEUR

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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%

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

Construction 50%

Cyvil engineering

26%

Industry 12%

Private 6%

Public 1% Others 4%

Focus areas for development 2013-15

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)

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EUROPE CENTRAL

STRATEGY

Customer First Success Story Poland - SpaceSolve

Customer’s problem

Achieved results Ramirent’s solution

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

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STRATEGY

Customer First Success Story Poland – AccessSolve Customer’s problem

Achieved results Ramirent’s solution

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

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EUROPE CENTRAL

STRATEGY

Customer First Success Story - Slovakia

Customer’s problem

Achieved results Ramirent’s solution

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

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STRATEGY

Customer First Success Story - Czech Rep.

Customer’s problem

Achieved results Ramirent’s solution

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

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EUROPE CENTRAL

STRATEGY

Most important strategic achievements

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

Actions 2011-2012 Achieved results

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

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EUROPE CENTRAL

STRATEGY

Europe Central development areas 2013 - 2015

Customer first

Motivated and engaged personnel

Operational excellence & quality

• 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

Sustainable profit growth

• 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

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Q&A