The presentation summarizes Finning International's investor presentation from June 2014. It discusses Finning's focus on improving return on invested capital through initiatives to boost profitability, better manage working capital, and increase capital discipline. The presentation also highlights growth opportunities in regions where Finning operates such as increasing oil sands production, potential LNG exports from Western Canada, continued copper growth in Chile, and an economic recovery in the UK.

1. INVESTOR PRESENTATION
Scott Thomson, President and CEO
Greg Palaschuk, VP Treasurer
Mauk Breukels, VP Investor Relations
June 2014

2. Forward Looking Information
2
This report contains statements about the Company’s business outlook, objectives, plans, strategic priorities and other statements that are not historical facts. A
statement Finning makes is forward-looking when it uses what the Company knows and expects today to make a statement about the future. Forward-looking
statements may include words such as aim, anticipate, assumption, believe, could, expect, goal, guidance, intend, may, objective, outlook, plan, project, seek,
should, strategy, strive, target, and will. Forward-looking statements in this report include, but are not limited to, statements with respect to: expectations with
respect to the economy and associated impact on the Company’s financial results; expected revenue; EBIT margin; ROIC; market share growth; expected results
from service excellence action plans; anticipated asset utilization, inventory turns and parts service levels; the expected target range of the Company’s net debt to
invested capital ratio; and the expected target range of the Company’s dividend payout ratio. All such forward-looking statements are made pursuant to the ‘safe
harbour’ provisions of applicable Canadian securities laws.
Unless otherwise indicated by us, forward-looking statements in this report reflect Finning’s expectations at June 18-19, 2014. Except as may be required by
Canadian securities laws, Finning does not undertake any obligation to update or revise any forward-looking statement, whether as a result of new information,
future events, or otherwise.
Forward-looking statements, by their very nature, are subject to numerous risks and uncertainties and are based on several assumptions which give rise to the
possibility that actual results could differ materially from the expectations expressed in or implied by such forward-looking statements and that Finning’s business
outlook, objectives, plans, strategic priorities and other statements that are not historical facts may not be achieved. As a result, Finning cannot guarantee that any
forward-looking statement will materialize. Factors that could cause actual results or events to differ materially from those expressed in or implied by these forward-
looking statements include: general economic and market conditions; foreign exchange rates; commodity prices; the level of customer confidence and spending,
and the demand for, and prices of, Finning’s products and services; Finning’s dependence on the continued market acceptance of Caterpillar’s products and
Caterpillar’s timely supply of parts and equipment; Finning’s ability to continue to improve productivity and operational efficiencies while continuing to maintain
customer service; Finning’s ability to manage cost pressures as growth in revenues occur; Finning’s ability to reduce costs in response to slowing activity levels;
Finning’s ability to attract sufficient skilled labour resources to meet growing product support demand; Finning’s ability to negotiate and renew collective bargaining
agreements with satisfactory terms for Finning’s employees and the Company; the intensity of competitive activity; Finning’s ability to raise the capital needed to
implement its business plan; regulatory initiatives or proceedings, litigation and changes in laws or regulations; stock market volatility; changes in political and
economic environments for operations; the integrity, reliability, availability and benefits from information technology and the data processed by that technology.
Forward-looking statements are provided in this report for the purpose of giving information about management’s current expectations and plans and allowing
investors and others to get a better understanding of Finning’s operating environment. However, readers are cautioned that it may not be appropriate to use such
forward-looking statements for any other purpose.
Forward-looking statements made in this report are based on a number of assumptions that Finning believed were reasonable on the day the Company made the
forward-looking statements. Refer in particular to the Outlook section of this MD&A. Some of the assumptions, risks, and other factors which could cause results to
differ materially from those expressed in the forward-looking statements contained in this report are discussed in Section 4 of the Company’s current AIF.
Finning cautions readers that the risks described in the AIF are not the only ones that could impact the Company. Additional risks and uncertainties not currently
known to the Company or that are currently deemed to be immaterial may also have a material adverse effect on Finning’s business, financial condition, or results
of operations.
Except as otherwise indicated, forward-looking statements do not reflect the potential impact of any non-recurring or other unusual items or of any dispositions,
mergers, acquisitions, other business combinations or other transactions that may be announced or that may occur after the date hereof. The financial impact of
these transactions and non-recurring and other unusual items can be complex and depends on the facts particular to each of them. Finning therefore cannot
describe the expected impact in a meaningful way or in the same way Finning presents known risks affecting its business.
Monetary amounts are in Canadian dollars and from continuing operations unless noted otherwise

3. Overview of Finning International
 World’s largest Caterpillar dealer serving customers for over 80 years
 We sell, rent and provide parts and service for Caterpillar equipment
and engines
 Operate in Western Canada, Chile, Argentina, Bolivia, Uruguay, UK
and Ireland
 Main industries: mining (oil sands, copper, coal), construction, power
systems (EPG, petroleum, marine) and forestry
 ~14,700 employees worldwide (~65% technicians/mechanics)
3
(1) At May 30, 2014
Vancouver
(head office)
Edmonton
Fort McMurrayBritish
Columbia
Yukon
Alberta
The Northwest
Territories
Santiago
Antofagasta
Bolivia
Argentina
Chile
Uruguay
Cannock
United
Kingdom
Ireland
2013 Financial Statistics Market Statistics
(1)
Revenue 6.8B Ticker FTT (TSX)
EBITDA 0.7B Share Price 29.16
FCF 0.4B % 52-Week High 92%
EPS 1.95 ADTV 0.5M
Invested Capital 3.1B Market Cap 5.0B
Net Debt 1.3B Enterprise Value 6.3B
ROE 19.7% S&P/DBRS Rating BBB+/A(low)
ROIC 15.7% Dividend Yield 2.4%
Dividend 10yr CAGR 13.1%

4. Finning History
4
Delivering Unrivalled Service to Customers for Over 80 Years

5. Compelling Value Proposition
 Passionate and committed employees
 Right people in the right places to execute on the plan
 Best products, best territories
 Aligned with Caterpillar, world’s best heavy equipment company
 Resource-rich territories with significant organic growth opportunities
 Compelling business model
 Machine population provides embedded product support growth
 Customer diversification across many attractive sectors
 Significant opportunity to improve operating performance
 Going forward, profit can grow faster than revenue and working capital management
will improve markedly
 All priorities linked to improving return on invested capital
 Opportunity to optimize and capitalize on historic investments with more disciplined approach
 Opportunity to generate positive free cash flow throughout the cycle
 Continued commitment to dividend growth
 Long-term growth rate of 13%; increased dividend by over 16% in May 2014
5

6. Broadest Range of Quality Caterpillar Products
6
Over 300 equipment product lines

7. Market Leader in Most Desirable Regions
7
2013 revenue by region

8. Powerful, Sustainable Business Model
8

9. Diverse Customer Base
9
63% of new equipment deliveries from non-mining
* Agriculture, industrial and government segments

10. NEW FOCUS
Driving Return on Invested Capital

11. Operational Priorities
Service Excellence
 Drives lowest equipment owning and operating costs
 Maximizes equipment uptime and improves customer loyalty
 Increases service profitability
 Attracts and retains technical talent
Supply Chain
 Competitive advantage as a world-class distributor
 Efficient supply chain drives customer loyalty
 Reduces costs and invested capital
 Improves cash generation
Market Leadership
 Builds machine population and
drives future product support
 Aligns with Caterpillar’s focus
on market share growth
 Expands focus to entire product line
Asset Utilization
 Optimizes footprint and distribution of activities
 Maximizes return on investments made
 Improves service delivery
 Reduces costs and invested capital
11
Market Leadership Target ∆
in 3 Years
Revenue
Opportunity*
Core Equipment Market Share 2-4%  1% share = $35M
Parts Market Share 2-4%  1% share = $45M
Power Systems Revenue (Canada) 10-15%  5% growth = $20M
Service Excellence Target ∆ in 3 Years
Consolidated EBIT $ $40 – 60M
Supply Chain Target ∆
in 3 Years
Working Capital Reduction
Inventory Turns 0.5 – 0.9x  0.1 turn = $50M inventory 
* Assumes no industry growth

12. Service Excellence
Improve labour recovery
 Enhance leadership, competencies and technical skills
 Improve parts availability by leveraging supply
chain efficiencies
 Standardize processes and planning
 Improve quoting to reduce bid variances
Implement consistent service delivery model in all branches
 Governance, roles and responsibilities - clear accountability
 Standard service rates and definitions
Enhance profitability visibility at branch level
 Align compensation with customer loyalty and profitability
12
Canada - Action Plans

13. 13
Supply Chain
Canada - Reducing Lead Times and Transfer Points

14. Asset Utilization
 Optimize allocation of work across facilities
 Current mining facilities underutilized
 Ensure more disciplined capital allocation going forward
14
Canada - Action Plans

15. 15
All priorities are linked directly to EBIT or Invested Capital
Priorities Will Drive Improved
Return on Invested Capital (ROIC)

16. 2006 2007 2008 2009 2010 2011 2012 2013
ROIC 27.6% 26.8% 15.0% 10.2% 15.3% 16.0% 16.5% 15.7%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
2006 2007 2008 2009 2010 2011 2012 2013
EBIT Margin 7.8% 8.3% 6.8% 5.5% 6.3% 6.3% 7.4% 7.7%
Inv. Cap. T/O 3.6x 3.2x 2.2x 1.8x 2.4x 2.5x 2.2x 2.0x
1.0x
2.0x
3.0x
4.0x
5.0%
6.0%
7.0%
8.0%
9.0%
Return on Invested Capital
16
Historical Performance
Results were adjusted to exclude discontinued operations
Economic
downturn
 Significant Investments:
- Drills & Shovels
- Fort MacKay
 Underperforming working capital
 ERP implementation

17. Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
42
47
53
52
50
51 51
48
41
2012 2013 20142011
45%
35%
TARGET
RANGE
Strengthening Balance Sheet
Positive free cash flow through the cycle
 Strong cash flow from operations
 Improving working capital primarily through
higher inventory turnover
 Capital expenditures to remain significantly
below 3-year average
 Strong operating cash flow comfortably
supports debt levels and investment grade
ratings
17
Target
Range
Net debt to total capital ratio (%)FCF per Share (dollars)
Net debt / EBITDA

18. 18
 Important component of total
shareholder return
 Committed to growing dividend,
consistent with sustainable
earnings growth
 Target payout ratio: 25-35%
 10 year CAGR ~13%
 5 year CAGR ~9%
 Current dividend
 Quarterly = $0.1775
 Annualized = $0.71
 Dividend yield ~2.4%*
0.20
0.22
0.28
0.36
0.43 0.44
0.47
0.51
0.55
0.5975
0.685
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Annual Dividends
Continued Commitment to Dividend Growth
* At May 30, 2014

19. GROWTH OPPORTUNITIES

20. Oil Sands
20
Benefitting from ongoing projected growth
Source: CAPP (Canadian Association of Petroleum Producers)

21. Western Canada LNG
21
Seizing new business opportunities
Projects proposed to transport gas from Western
Canada to Asia1 Investment
LNG Canada (Shell, Korea Gas, Mitsubishi, PetroChina) +28B
Pacific NorthWest (Petronas, Sinopec, Japex, Indian Oil) +20B
Kitimat LNG (Chevron & Apache) +11B
1Source: Finning Estimates

22. Copper in Chile
22
Participating in long-term growth
Source: Wood Mackenzie

23. Reasons for Optimism in the U.K.
23
UK Real GDP (% Change)
Source: Economist Intelligence Unit
-5.2
1.7
1.1
0.1
1.7
3.1
2.5
-6.0
-4.0
-2.0
0.0
2.0
4.0
2009 2010 2011 2012 2013 2014F 2015F
“We anticipate that the U.K.'s economic
recovery will continue to broaden, benefiting
the public finances.” S&P upgraded its
outlook on the U.K.'s triple-A credit rating
from negative to stable.
S&P; June 13, 2014
“UK economy settling into above-trend
growth.”
OECD; May 13, 2014
“We expect to see marked improvements in
British business investment and
productivity.” Britain's top business lobby
upgraded its economic growth forecasts for
2014 and 2015. The Confederation of
British Industry (CBI) predicted Britain's
economy will grow 3.0 percent in 2014,
raising its forecast from 2.6 percent
previously. It also upped its outlook for the
next year to show growth of 2.7 percent,
compared with 2.5 percent earlier.
CBI; May 11, 2014

24. Key Takeaways
 Finning has a great business model with resource rich territories; general economic
trends support continued growth
 Focus on what we can control: costs, working capital and capital investment
 Significant increase in invested capital has offset profitability improvements over last
three years
 Opportunity to materially increase Return on Invested Capital over time
 Improved profitability, primarily in Canada
 Working capital management
 Improved capital discipline
 Operational priorities linked to improving Return on Invested Capital; team aligned and
executing
24

25. INVESTOR PRESENTATION
Scott Thomson, President and CEO
Greg Palaschuk, VP Treasurer
Mauk Breukels, VP Investor Relations
June 2014