This document is the fiscal year 2014 fourth quarter and full year earnings presentation for Metaldyne Performance Group. It discusses forward-looking statements and risks including volatility in the global economy impacting automotive demand, a decline in vehicle production volumes, pressure from customers to reduce prices, supply chain disruptions, and exposure to various tax and regulatory risks and uncertainties.

1. LIGHT
VEHICLE
COMMERCIAL
INDUSTRIAL
Metaldyne
Performance
Group
Fiscal
Year
2014
Fourth
Quarter
and
Full
Year
Earnings
PresentaHon
March
12,
2015

2. 2
Disclaimer
This
presenta,on
and
any
related
statements
contains
certain
“forward-­‐looking
statements”
about
MPG’s
financial
results
and
es,mates
and
business
prospects
within
the
meaning
of
the
Private
Securi,es
Li,ga,on
Reform
Act
of
1995.
Forward-­‐looking
statements
may
be
iden,fied
by
words
such
as
“expects,”
“intends,”
“an,cipates,”
“plans,”
“project,”
“believes,”
“seeks,”
“targets,”
“forecast,”
“es,mates,”
“will”
or
other
words
of
similar
meaning
and
include,
but
are
not
limited
to,
statements
regarding
the
outlook
for
the
Company’s
future
business,
prospects,
and
financial
performance;
the
industry
outlook,
our
backlog
and
our
2015
financial
guidance.
Forward-­‐looking
statements
are
based
on
management’s
current
expecta,ons
and
assump,ons,
which
are
subject
to
inherent
uncertain,es,
risks,
and
changes
in
circumstances
that
are
difficult
to
predict.
Actual
outcomes
and
results
may
differ
materially
due
to
global
poli,cal,
economic,
business,
compe,,ve,
market,
regulatory,
and
other
factors
and
risks,
including,
but
not
limited
to,
the
following:
vola,lity
in
the
global
economy
impac,ng
demand
for
new
vehicles
and
our
products;
a
decline
in
vehicle
produc,on
levels,
par,cularly
with
respect
to
plaUorms
for
which
we
are
a
significant
supplier,
or
the
financial
distress
of
any
of
our
major
customers;
seasonality
in
the
automo,ve
industry;
our
significant
compe,,on;
our
dependence
on
large-­‐volume
customers
for
current
and
future
sales;
a
reduc,on
in
outsourcing
by
our
customers,
the
loss
or
discon,nua,on
of
material
produc,on
or
programs,
or
a
failure
to
secure
sufficient
alterna,ve
programs;
our
failure
to
offset
con,nuing
pressure
from
our
customers
to
reduce
our
prices;
our
inability
to
realize
all
of
the
sales
expected
from
awarded
business
or
fully
recover
pre-­‐produc,on
costs;
our
failure
to
increase
produc,on
capacity
or
over-­‐expanding
our
produc,on
in
,mes
of
overcapacity;
our
reliance
on
key
machinery
and
tooling
to
manufacture
components
for
powertrain
and
safety-­‐cri,cal
systems
that
cannot
be
easily
replicated;
program
launch
difficul,es;
a
disrup,on
in
our
supply
or
delivery
chain
which
causes
one
or
more
of
our
customers
to
halt
produc,on;
work
stoppages
or
produc,on
limita,ons
at
one
or
more
of
our
customer’s
facili,es;
a
catastrophic
loss
of
one
of
our
key
manufacturing
facili,es;
failure
to
protect
our
know-­‐how
and
intellectual
property;
the
disrup,on
or
harm
to
our
business
as
a
result
of
any
acquisi,ons
or
joint
ventures
we
make;
a
significant
increase
in
the
prices
of
raw
materials
and
commodi,es
we
use;
the
damage
to
or
termina,on
of
our
rela,onships
with
key
third-­‐party
suppliers;
our
failure
to
maintain
our
cost
structure;
the
incurrence
of
significant
costs
if
we
close
any
of
our
manufacturing
facili,es;
poten,al
significant
costs
at
our
facility
in
Sandusky,
Ohio;
the
failure
of
or
disrup,ons
in
our
informa,on
technology
networks
and
systems,
or
the
inability
to
successfully
implement
upgrades
to
our
enterprise
resource
planning
systems;
the
incurrence
of
significant
costs,
liabili,es,
and
obliga,ons
as
a
result
of
environmental
requirements
and
other
regulatory
risks;
extensive
and
growing
governmental
regula,ons;
the
adverse
impact
of
climate
change
and
related
energy
legisla,on
and
regula,on;
the
incurrence
of
material
costs
related
to
legal
proceedings;
our
inability
to
recruit
and
retain
key
personnel;
any
failure
to
maintain
sa,sfactory
labor
rela,ons;
pension
and
other
postre,rement
benefit
obliga,ons;
risks
related
to
our
global
opera,ons;
compe,,ve
threats
posed
by
global
opera,ons
and
entering
new
markets;
foreign
exchange
rate
fluctua,ons;
increased
costs
and
obliga,ons
as
a
result
of
becoming
a
public
company;
the
failure
of
our
internal
controls
to
meet
the
standards
required
by
Sarbanes-­‐Oxley;
our
substan,al
indebtedness;
our
inability,
or
the
inability
of
our
customers
or
our
suppliers,
to
obtain
and
maintain
sufficient
debt
financing,
including
working
capital
lines;
our
exposure
to
a
number
of
different
tax
uncertain,es;
the
mix
of
profits
and
losses
in
various
jurisdic,ons
adversely
affec,ng
our
tax
rate;
disrup,on
from
the
combina,on
of
our
opera,ons
and
diversion
of
management’s
aZen,on;
our
limited
history
of
working
as
a
single
company
and
the
inability
to
integrate
HHI,
Metaldyne,
and
Grede
successfully
and
achieve
the
an,cipated
benefits.
For
the
reasons
described
above,
we
cau,on
you
against
relying
on
any
forward-­‐looking
statements,
which
should
also
be
read
in
conjunc,on
with
the
other
cau,onary
statements
that
are
included
elsewhere
in
this
press
release
and
in
our
public
filings,
including
under
the
heading
“Risk
Factors”
in
our
filings
that
we
make
from
,me
to
,me
with
the
Securi,es
and
Exchange
Commission
and
Annual
Report
on
Form
10-­‐K
for
the
year
ended
December
31,
2014
to
be
filed
in
the
next
few
days.
You
should
not
consider
any
list
of
such
factors
to
be
an
exhaus,ve
statement
of
all
of
the
risks,
uncertain,es,
or
poten,ally
inaccurate
assump,ons
that
could
cause
our
current
expecta,ons
or
beliefs
to
change.
Further,
any
forward-­‐looking
statement
speaks
only
as
of
the
date
on
which
it
is
made,
and
we
undertake
no
obliga,on
to
update
or
revise
any
forward-­‐looking
statement
to
reflect
events
or
circumstances
acer
the
date
on
which
the
statement
is
made
or
to
reflect
the
occurrence
of
unan,cipated
events,
except
as
otherwise
may
be
required
by
law.
Non-­‐GAAP
Financial
Measures
Adjusted
EBITDA
We
define
Adjusted
EBITDA
as
net
income
(loss)
before
interest
expense,
provision
for
(benefit
from)
income
taxes
and
depreciaLon
and
amorLzaLon,
with
further
adjustments
to
reflect
the
addiLons
and
eliminaLons
of
certain
income
statement
items,
including
(i)
gains
and
losses
on
foreign
currency
and
fixed
assets
and
debt
transacLon
expenses,
(ii)
stock-­‐based
compensaLon
and
other
non-­‐cash
charges,
(iii)
sponsor
management
fees
and
other
income
and
expense
items
that
we
consider
to
be
not
indicaLve
of
our
ongoing
operaLons,
(iv)
specified
non-­‐recurring
items
and
(v)
other
adjustments.
We
believe
Adjusted
EBITDA
is
used
by
investors
as
a
supplemental
measure
to
evaluate
the
overall
operaLng
performance
of
companies
in
our
industry.
Management
uses
Adjusted
EBITDA
(i)
as
a
measurement
used
in
comparing
our
operaLng
performance
on
a
consistent
basis,
(ii)
to
calculate
incenLve
compensaLon
for
our
employees,
(iii)
for
planning
purposes,
including
the
preparaLon
of
our
internal
annual
operaLng
budget,
(iv)
to
evaluate
the
performance
and
effecLveness
of
our
operaLonal
strategies
and
(v)
to
assess
compliance
with
various
metrics
associated
with
our
agreements
governing
our
indebtedness.
Accordingly,
we
believe
that
Adjusted
EBITDA
provides
useful
informaLon
to
investors
and
others
in
understanding
and
evaluaLng
our
operaLng
performance
in
the
same
manner
as
our
management.
For
a
reconciliaLon
of
Adjusted
EBITDA
to
net
income,
the
most
directly
comparable
measure
determined
under
U.S.
generally
accepted
accounLng
principles
(“GAAP”),
see
“RECONCILIATION
OF
NET
INCOME
TO
ADJUSTED
EBITDA
AND
ADJUSTED
FREE
CASH
FLOW”.
Adjusted
Free
Cash
Flow
We
define
Adjusted
Free
Cash
Flow
as
Adjusted
EBITDA
less
capital
expenditures.
Capital
expenditures
can
be
found
in
our
consolidated
statements
of
cash
flows
as
a
component
of
cash
flows
from
invesLng
acLviLes.
We
present
Adjusted
Free
Cash
Flow
because
our
management
considers
it
to
be
a
useful,
supplemental
indicator
of
our
performance.
When
measured
over
Lme,
Adjusted
Free
Cash
Flow
provides
supplemental
informaLon
to
investors
concerning
our
results
of
operaLons
and
our
ability
to
generate
cash
flows
to
saLsfy
mandatory
debt
service
requirements
and
make
other
non-­‐discreLonary
expenditures.
For
a
reconciliaLon
of
Adjusted
Free
Cash
Flow
to
net
income,
the
most
directly
comparable
GAAP
measure,
see
“RECONCILIATION
OF
NET
INCOME
TO
ADJUSTED
EBITDA
AND
ADJUSTED
FREE
CASH
FLOW”.
2

3. 3
Agenda
IntroducLon
Paul
Suber
Vice
President
of
Investor
RelaLons
2014
Highlights
and
Accomplishments
George
Thanopoulos
Chief
ExecuLve
Officer
Market
Outlook
George
Thanopoulos
Financial
Results
Mark
Blaufuss
Chief
Financial
Officer
and
Treasurer
2015
Guidance
George
Thanopoulos
Q
&
A
Session
Mark
Blaufuss
George
Thanopoulos

4. 2014
HIGHLIGHTS
AND
ACCOMPLISHMENTS
Metaldyne
Performance
Group

5. 5
October
2014
MPG
debt
consolidaLon
August
2014
HHI,
Metaldyne
and
Grede
merge
to
form
MPG
2014
Highlights
December
12,
2014
MPG
IPO
Metaldyne
Performance
Group
Becomes
Public
o Key
Strategy
Points
o Capturing
expected
growth
in
powertrain
and
safety-­‐criLcal
components
o Delivering
strong
profitability
and
cash
flow
generaLon
o Capitalizing
on
our
global
scale
and
cross-­‐selling
opportuniLes
o On-­‐Going
IntegraLon

6. 6
▫ Capture
specifically
idenLfied
opportuniLes
▫ Balance
resources
and
opportuniLes
▫ Manage
process
and
tangible
savings
IntegraLon
Process
Process
Update
o Stage
one
opportuniLes
▫ Benefits
of
combined
business
leverage
-­‐
insurance,
fees
and
other
captured
o Stage
two
opportuniLes
▫ Larger
scale
items
such
as
IT,
healthcare
and
benefits
o CoordinaLon
of
Cross-­‐Selling
▫ Cohesive
teams
across
all
three
operaLng
segment
formed
to
coordinate
customer
and
quoLng
acLvity
Strategic
Process
Overview
Regimented
CommunicaLon
and
CoordinaLon
Thomas
Amato
George
Thanopoulos
Doug
Grimm
Mark
Blaufuss
IntegraLon
Steering
CommiYee
▫ President’s
Council
▫ Commercial
Council
▫ Technical
Council
▫ EH&S
Council
Leadership
Councils
IntegraLon
Steering
CommiYee
TacHcal
o MPG
has
implemented
integraLon
teams
o Each
team
collaborates
to
find
potenLal
synergies
and
opportuniLes
within
the
three
business
segment
o Sharing
best
pracLces
across
the
three
business
segment
Business
Unit
Leadership

7. 7
$43
$122
$156
4.9%
6.0%
5.7%
2012
2013
2014
$886
$2,017
$2,717
2012
2013
2014
Net
Sales
$143
$363
$479
16.1%
17.9%
17.6
%
2012
2013
2014
11.3%
11.9%
11.9%
$100
$241
$322
$-­‐
$50
$100
$150
$200
$250
$300
$350
$400
$450
2012
2013
2014
Adjusted
EBITDA
/
%
of
Net
Sales
Adjusted
Free
Cash
Flow
1
/
%
of
Net
Sales
CapEx
/
%
of
Net
Sales
Net
Sales
Note:
Dollars
in
millions
|
1.
Defined
as
Adjusted
EBITDA
less
CapEx
|
2012
figures
include
both
predecessor
and
successor
periods
Financial
History
-­‐
GAAP
Basis

8. 8
$129
$162
$168
4.2%
5.3%
5.4%
2012
2013
2014
$3,057
$3,053
$3,144
2012
2013
2014
$472
$509
$545
15.4%
16.7%
17.3
%
2012
2013
2014
11.2%
11.4%
12.0%
$343
$347
$377
$-­‐
$50
$100
$150
$200
$250
$300
$350
$400
$450
2012
2013
2014
Combined
Adjusted
EBITDA
1
/
%
of
Combined
Net
Sales
(non-­‐GAAP)
Combined
Adjusted
Free
Cash
Flow
1,4
/
%
of
Combined
Net
Sales
(non-­‐GAAP)
Combined
CapEx
1,3
/
%
of
Combined
Net
Sales
(non-­‐GAAP)
Combined
Net
Sales
(non-­‐GAAP)
1,2
Note:
Dollars
in
millions
|
1.
See
Appendix
slides
for
reconcilia,on
to
GAAP
2.
Defined
as
MPG
Net
Sales
plus
pre-­‐acquisi,on
Net
Sales
of
Grede
3.
Defined
as
MPG
Capital
Expenditures
plus
pre-­‐acquisi,on
Capital
Expenditures
of
Grede
4.
Defined
as
Adjusted
EBITDA
less
CapEx
Financial
History
–
Combined
Non-­‐GAAP
Basis
’12
–
‘14E
CAGR:
7.5%
’12
–
‘14E
CAGR:
4.8%

9. MARKET
OUTLOOK
Metaldyne
Performance
Group

10. 10
17.0
17.4
17.9
18.3
18.6
2014
2015
2016
2017
2018
North
America
Light
Vehicle
ProducLon1
Industry
Growth
20.1
20.1
20.5
21.3
22.1
2014
2015
2016
2017
2018
294
320
266
263
270
219
220
233
245
247
513
540
499
508
517
2014
2015
2016
2017
2018
FTR
Class
8
ACT
Class
5-­‐7
European
Light
Vehicle
ProducLon1
North
America
Class
5-­‐8
Vehicle
ProducLon2
45.0
46.6
48.8
50.7
52.3
2014
2015
2016
2017
2018
Asian
Light
Vehicle
ProducLon1
PosiHve
Outlook
for
Primary
Regions
and
Markets
1. Vehicle
Produc,on
in
millions:
IHS
January
2015
2. Vehicle
Produc,on
in
thousands:
FTR
and
ACT
December
2014

11. 11
455
1,750
400
2,700
1,400
2014
2018E
8-­‐Speed
9-­‐Speed
10-­‐Speed
240
Hp
289
Hp
240
(lb-­‐k)
284
(lb-­‐k)
2005
2013
2005
2013
Source:
IHS,
LMC
Automo,ve,
ICCT
,
Yengst
Associates,
ACT
Research
and
FTR.
1. LMC
Automo,ve
as
of
December
2014
2. ICCT
as
of
May
2014.
3. Source:
IHS.
Note:
Amounts
reflect
weighted
average
horsepower
and
torque
for
North
American
engines
produced.
Develop
Customized
and
InnovaHve
Products
For
Powertrain
and
Safety-­‐CriHcal
Components
o Light
weighLng
through
stronger
products
that
reduce
size
and
weight
o Advanced
transmissions
with
more
gears
and
conLnuously
variable
transmissions
o Smaller
engines;
turbocharged
to
improve
power
and
performance
Horsepower
Torque
Capture
Expected
Growth
in
Powertrain
and
Safety-­‐CriLcal
Components
34
53
45
55
U.S.
Japan
45
61
E.U.
2012
2021E
2012
2020E
2012
2020E
5,850
855
Improving
Fuel
Economy
and
Safety
to
Meet
Consumer
Preferences
and
Regulatory
Standards
N.A.
Higher
Speed
Transmission
ProducLon
Forecast
1
(units
in
thousands)
Higher
Fuel
Efficiency
Standards
2
(Miles
per
gallon)
N.A.
6
Cylinder
Engine
Torque
and
Horsepower
Growth
3
32%
4%
36%
20%
Increase
18%
Increase

12. FINANCIAL
RESULTS
Metaldyne
Performance
Group

13. 13
Full
Year
Selected
Financial
Data
-­‐
GAAP
($
in
Millions)
Metaldyne
Performance
Group
2013
2014
Difference
Net
Sales
$2,017.3
$2,717.0
$699.7
Gross
Profit
308.6
422.9
114.3
Percentage
of
Net
Sales
15.3%
15.6%
Adjusted
EBITDA1
363.1
478.6
115.5
Percentage
of
Net
Sales
18.0%
17.6%
Capex
122.3
156.4
34.1
Adjusted
Free
Cash
Flow2
240.8
322.2
81.4
Net
Debt3
1,211.8
1,805.3
593.5
Trade
Working
Capital4
223.1
264.1
41.0
1
See
Appendix
for
reconcilia,on
to
GAAP
2
Defined
as
Adjusted
EBITDA
less
CapEx
3
Defined
as
debt
(current
and
long-­‐term)
capital
lease
obliga,ons
less
cash
and
cash
equivalents
4
Defined
as
Total
Receivables,
net
plus
Inventories,
less
Accounts
Payable

14. 14
MPG
Fourth
Quarter
Financial
Results
-­‐
GAAP
($
in
Millions)
Fourth
Quarter
2013
2014
Difference
Net
Sales
$511.4
$762.2
$250.8
Adjusted
EBITDA1
92.0
125.7
33.7
Percentage
of
Net
Sales
18.0%
16.5%
Capex
35.4
54.2
18.8
Adjusted
Free
Cash
Flow2
56.6
71.5
14.9
1.
See
Appendix
for
reconcilia,on
to
GAAP
2.
Defined
as
Adjusted
EBITDA
less
CapEx

15. 15
Full
Year
Combined
Non
-­‐
GAAP
Results
($
in
Millions)
Metaldyne
Performance
Group
2013
2014
Difference
Combined
Net
Sales
(non-­‐
GAAP)1
$3,052.9
$3,144.0
$91.1
Combined
Gross
Profit
(non-­‐
GAAP)1
486.0
497.6
11.6
Percentage
of
Combined
Net
Sales
(Non-­‐GAAP)
15.9%
15.8%
Combined
Adjusted
EBITDA1
508.8
545.1
36.3
Adjusted
EBITDA
%
16.7%
17.3%
Combined
Capex1
161.7
168.2
6.5
Combined
Adjusted
Free
Cash
Flow1,2
347.1
376.9
29.8
1
See
Appendix
for
reconcilia,on
to
GAAP
2
Defined
as
Adjusted
EBITDA
less
CapEx
Financial
informa,on
is
presented
on
a
combined
non-­‐GAAP
basis
to
give
effect
to
the
combina,on
of
the
three
business
segments
as
of
January
1,
2013

16. 16
MPG
Fourth
Quarter
Combined
Non
-­‐
GAAP
Results
($
in
Millions)
Fourth
Quarter
2013
2014
Difference
Combined
Net
Sales1,2
$755.1
$762.2
$7.1
Combined
Adjusted
EBITDA1
128.6
125.7
(2.9)
Percentage
of
Net
Sales
17.0%
16.5%
Combined
CapEx1
44.5
54.2
9.7
Combined
Adjusted
Free
Cash
Flow
1,3
84.1
71.5
(12.6)
1
See
Appendix
for
reconcilia,on
to
GAAP
2
2014
Net
Sales
is
a
GAAP
amount,
2013
is
a
non-­‐GAAP
amount
3
Defined
as
Adjusted
EBITDA
less
CapEx
Financial
informa,on
is
presented
on
a
combined
non-­‐GAAP
basis
to
give
effect
to
the
combina,on
of
the
three
business
segments
as
of
January
1,
2013

17. 17
Financial
Results
by
Segment
($
in
Millions)
HHI
Metaldyne
Grede1
2013
2014
2013
2014
2013
2014
Net
Sales
$916.5
$977.6
$1,112.0
$1,177.5
$1,035.6
$999.1
Gross
Profit
151.0
164
.4
157.6
173.4
177.4
159.8
Percentage
of
Net
Sales
16.5%
16.8%
14.2%
14.7%
17.1%
16.0%
Adjusted
EBITDA
175.0
193.5
188.1
202.3
145.7
149.3
Percentage
of
Net
Sales
19.1%
19.8%
16.9%
17.1%
14.1%
14.9%
Note:
The
above
revenue
figures
do
not
include
the
elimina,on
of
intersegment
revenue
1
Grede
results
shown
on
a
combined,
non-­‐GAAP
basis

18. 18
Debt
and
Dividends
o
MPG
Net
Debt
▫ $1,805.3
million
of
net
debt
outstanding
at
12/31/14
▫ $250
million
line
of
credit,
$235
million
available
($15
million
of
leYers
of
credit
outstanding)1
o Voluntary
Prepayment
of
Term
Debt
▫ Q4
2014
–
The
Board
of
Directors
approved
and
MPG
executed
a
voluntary
repayment
of
$10
million
of
its
outstanding
Term
Loan
in
December
2014
▫ Q1
2015
–
The
Board
of
Directors
approved
a
voluntary
repayment
of
an
addiLonal
$10
million
of
its
outstanding
Term
Loan
before
the
end
of
the
first
quarter
of
2015
o Dividends
▫ On
March
10th,
The
Board
of
Directors
declared
a
1st
quarter
$.09/share
dividend
payable
on
May
26,
2015
to
stockholders
of
record
as
of
May
12,
2015
1
Depending
on
the
,ming
of
cash
flows
from
opera,ons,
capital
spending,
taxes
and
debt
service,
the
Company
may
draw
on
the
Company’s
line
of
credit

19. 2015
GUIDANCE
Metaldyne
Performance
Group

20. 20
AssumpLons
Industry
ProducLon
/
AssumpLons
2015E
Reference
Rate
Light
Vehicle
SAAR
North
America1
~2.5%
Light
Vehicle
SAAR
Europe1
~0%
Light
Vehicle
SAAR
Asia1
~3.5%
NAFTA
Heavy
Truck
Class
5-­‐82
~5%
AMM
–
Chicago
#1
Bundles3
$251
per
gross
ton
$347
per
gross
ton
FX
Rate3
Euro/USD
1.12
1.22
USD/Mexican
Peso
14.94
14.78
USD/Chinese
Yuan
6.16
6.14
USD/Korean
Won
1,100
1,096
1
IHS
January
2015
2
FTR
and
ACT
December
2014
3
2015
es,mate
AMM
and
FX
rates
as
of
2/10/15
and
February
month
end,
respec,vely;
AMM
Reference
Rate
as
of
12/18/14;
FX
Reference
Rate
as
of
12/31/14

21. 21
2015
Guidance
Ranges
Guidance
2015E
Net
Sales
$3.0
-­‐
$3.15
billion
Adjusted
EBITDA1
$520
-­‐
$560
million
Capital
Expenditures
$210
-­‐
$225
million
Adjusted
Free
Cash
Flow2
$310
-­‐
$335
million
1
See
appendix
for
reconcilia,on
to
GAAP
2
Defined
as
Adjusted
EBITDA
less
CapEx,
u,lizing
consistent
high
and
low
ends
of
EBITDA
and
CapEx

22. Q
&
A
SESSION
Metaldyne
Performance
Group

23. APPENDIX
Metaldyne
Performance
Group

24. 24
GAAP
ReconciliaLon
Slides
Full
Year
Metaldyne Performance Group (MPG)
Adjustments to Reconcile Net Income to EBITDA
Consolidation Full Year Full Year
12/31/2014 12/31/2013
Net income attributable to stockholders $72.8 57.6
Income attributable to noncontrolling interest 0.4 0.3
Net income 73.3 57.9
Addbacks to Arrive at Unadjusted EBITDA
Interest expense 99.9 74.7
Loss on debt extinguishment 60.7 -
Income tax (benefit) expense (19.1) 35.0
Total depreciation and amortization 210.8 163.4
Unadjusted EBITDA 425.6 331.0
Adjustments to Arrive at Adjusted EBITDA
Foreign currency (gains) losses (15.7) 2.3
(Gain) loss on fixed asset disposition 2.1 1.4
Debt transaction expenses 3.0 6.0
Stock-based compensation 17.3 6.2
Sponsor management fee 5.1 4.0
Non-recurring acquisition and purchase accounting related items (1) 23.0 10.5
Non-recurring operational items (2) 18.2 1.7
Adjusted EBITDA $478.6 363.1
(1) Acquisition and related purchase accounting items including transaction costs, adjustments to inventory step-ups and other.
(2) Non-recurring operational items including charges for disposed operations, impairment charges, insurance proceeds,
curtailment gain and other.

25. 25
GAAP
ReconciliaLon
Slides
Q4
Metaldyne Performance Group (MPG)
Adjustments to Reconcile Net Income to EBITDA
Consolidation Q4 Q4
12/31/2014 12/31/2013
Net income attributable to stockholders $10.2 4.0
Income attributable to noncontrolling interest 0.2 0.1
Net income 10.4 4.0
Addbacks to Arrive at Unadjusted EBITDA
Interest expense 29.6 20.7
Loss on debt extinguishment 60.4 -
Income tax (benefit) expense (50.2) 8.4
Total depreciation and amortization 58.4 43.5
Unadjusted EBITDA 108.5 76.6
Adjustments to Arrive at Adjusted EBITDA
Foreign currency (gains) losses (4.2) 0.8
(Gain) loss on fixed asset disposition 0.7 0.7
Debt transaction expenses 0.1 1.6
Stock-based compensation 2.8 1.6
Sponsor management fee 1.4 1.0
Non-recurring acquisition and purchase accounting related items (1) 0.2 9.7
Non-recurring operational items (2) 16.1 -
Adjusted EBITDA $125.7 92.0
(1) Acquisition and related purchase accounting items including transaction costs, adjustments to inventory step-ups
and other.
(2) Non-recurring operational items including charges for disposed operations, impairment charges, insurance
proceeds, curtailment gain and other.

26. 26
GAAP
ReconciliaLon
Slides
Full
Year
and
Q4
Metaldyne Performance Group (MPG)
Adjustments to Reconcile to US GAAP
Consolidation Full Year Full Year Q4 Q4
12/31/2014 12/31/2013 12/31/2014 12/31/2013
Net Sales $2,717.0 2,017.3 762.2 511.4
Grede pre-acquisition Net Sales 427.0 1,035.6 - 243.7
Combined Net Sales (non-GAAP) 3,144.0 3,052.9 762.2 755.1
Gross Profit 422.9 308.6
Grede pre-acquisition Gross Profit 74.7 177.4
Combined Gross Profit (non-GAAP) 497.6 486.0
Adjusted EBITDA 478.6 363.1 125.7 92.0
Grede pre-acquisition Adjusted EBITDA 66.5 145.7 - 36.6
Combined Adjusted EBITDA 545.1 508.8 125.7 128.6
CapEx 156.4 122.3 54.2 35.4
Grede pre-acquisition CapEx 11.8 39.4 - 9.1
Combined CapEx 168.2 161.7 54.2 44.5
Adjusted Free Cash Flows 322.2 240.8 71.5 56.6
Grede pre-acquisition Adjusted Free Cash Flows 54.7 106.3 - 27.5
Combined Adjusted Free Cash Flows $376.9 347.1 71.5 84.1

27. 27
GAAP
ReconciliaLon
Guidance
Slide
Metaldyne Performance Group (MPG)
Reconciliation of 2015 Guidance of Net Income to Adjusted EBITDA
Consolidation
2015 Guidance 2015 Guidance
Low End of Range
High End of
Range
Net income attributable to stockholders $102.5 127.8
Income attributable to noncontrolling interest 0.5 0.5
Net income 102.9 128.3
Addbacks to Arrive at Unadjusted EBITDA
Interest expense, net 117.3 117.3
Income tax expense 50.5 65.1
Depreciation and amortization 234.2 234.2
Unadjusted EBITDA 504.9 544.9
Adjustments to Arrive at Adjusted EBITDA
Foreign currency (gains) losses (2.9) (2.9)
Stock-based compensation expense 16.6 16.6
Non-recurring operational items (1) 1.4 1.4
Adjusted EBITDA $520.0 560.0
(1) Non-recurring operational items including charges for disposed operations, restructuring
costs and other.