Dana Holding Corporation presented at the Automotive Analysts' Society of New York Detroit Auto Conference on January 14, 2009. The presentation focused on Dana's key priorities in 2008, which included rebuilding the management team, jump-starting global operations, addressing strategic issues, and improving financial performance. Dana also discussed its actions to reduce costs through job cuts, plant closures, and supply chain improvements. Looking ahead, Dana will evaluate certain business units for strategic fit and focus on capturing pricing actions to boost margins.

1. Dana Holding Corporation
Automotive Analysts’ Society of New York
Detroit Auto Conference
January 14, 2009
© 2009 Dana Limited. This presentation contains copyrighted and confidential information of Dana Holding Corporation and/or its subsidiaries. Those having access to this work
may not copy it, use it, or disclose the information contained within it without written authorization of Dana Holding Corporation. Unauthorized use may result in prosecution.

2. Safe Harbor Statement
Certain statements and projections contained in this presentation are, by their nature,
forward-looking within the meaning of the Private Securities Litigation Reform Act of
1995. These forward-looking statements are based on our current expectations,
estimates and projections about our industry and business, management’s beliefs, and
certain assumptions made by us, all of which are subject to change. Forward-looking
statements can often be identified by words such as “anticipates,” “expects,” “intends,”
“plans,” “predicts,” “believes,” “seeks,” “estimates,” “may,” “will,” “should,” “would,”
“could,” “potential,” “continue,” “ongoing,” similar expressions, and variations or
negatives of these words. These forward-looking statements are not guarantees of
future results and are subject to risks, uncertainties and assumptions that could cause
our actual results to differ materially and adversely from those expressed in any forward-
looking statement. Dana’s Annual Report on Form 10-K, subsequent Quarterly Reports
on Form 10-Q, recent Current Reports on Form 8-K, and other Securities and Exchange
Commission filings discuss important risk factors that could affect our business, results
of operations and financial condition. The forward-looking statements in this
presentation speak only as of this date. Dana does not undertake any obligation to
revise or update publicly any forward-looking statement for any reason.
2 © Dana Limited

3. Agenda
Actions, Overview John Devine
and Key Priorities Chairman & CEO
Q&A Session John Devine &
Jim Yost
Chief Financial Officer
3 © Dana Limited

4. Actions, Overview
and Key Priorities
John Devine
© 2009 Dana Limited. This presentation contains copyrighted and confidential information of Dana Holding Corporation and/or its subsidiaries. Those having access to this work
may not copy it, use it, or disclose the information contained within it without written authorization of Dana Holding Corporation. Unauthorized use may result in prosecution.

5. Key Priorities – 2008
Rebuild the team
Jump-start operations
Address strategic issues
Financial performance and plans
5 © Dana Limited

6. Rebuild the Team – Actions
Experienced and involved Board of Directors
Gary Convis: leading operational improvement
effort globally
Key additions:
Chief Financial Officer
Chief Administrative Officer
SVP of Strategy and Business Development
President of Global Operations
President of Light Vehicle Driveline
Chief Purchasing Officer
President of Asia Pacific Operations
6 © Dana Limited

7. Jump-Start Operations –
Actions
Operational Excellence – quality, cost, productivity
Common metrics, Dana Operating System, revitalized
manufacturing team
Global implementation – expecting big benefits in
2009-10
Rapid manpower reductions to align with declining
industry volumes
Footprint – extensive realignment of operations
and 4 plant closures in 2008, up to10 closures
planned for 2009-10
Combined Light Axle and Driveshaft businesses
into single global Driveline business
7 © Dana Limited

8. Strategic Issues – Update
Identified Thermal, Sealing, and Structures
operations for strategic evaluation
Decisions expected 1Q 2009
Focus on fixing the North American businesses
New growth opportunities in Asia Pacific
8 © Dana Limited

9. Financial Performance
and Plans – Actions
Loan covenant relief in a very difficult market
Significant cost reductions in place – more to
come in 2009
New approach to business development with
focus on margins – significant pricing achieved
in 2008, despite market turmoil
Maintained strong liquidity and a solid balance
sheet, financial flexibility
9 © Dana Limited

10. 2008 Cost Reduction Actions
Rapid reduction of manufacturing capacity to align with lower
industry volumes
North American hourly headcount down 33%
Global hourly headcount down 22%
Corresponding salaried headcount reductions
North American headcount down 25%
Global headcount down 16%
Management structure down as well
Good start in improving plant and staff costs (Operational Excellence)
and manufacturing footprint changes
Major benefits in 2009 and 2010
Supply chain actions mixed
Major steel cost increases for most of 2008 – recent Q4 drop
Limited success with other supplier costs
Good progress on non-product and logistic costs
10 © Dana Limited

11. Pricing Actions
Aggressive negotiations to improve margins and
fixing “upside-down” business in all markets
Steel commodity recovery process now in place
with more than 80% of customer contracts
Resolved major pricing dispute with Chrysler
Revised business development process in place
for new business
Pricing actions of more than $200 million taken
in 2008 (primary impact in 2009)
11 © Dana Limited

12. Business Overview –
Diverse Markets
Automotive 58% of Sales
Passenger cars and light trucks,
including pick-up trucks, sport
utility vehicles (SUVs), vans, and
crossover utility vehicles (CUVs).
Commercial Vehicle 21% of Sales
Medium- and heavy-duty
trucks, buses, and other
commercial vehicles.
Off-Highway
21% of Sales
Agricultural and construction
machinery; mining, forestry,
material handling, and
outdoor power equipment; as
well as non-vehicular,
industrial applications.
12 © Dana Limited

13. Dana Revenues by Region –
Geographic Diversity
2008
2000
North
America
77%
North Europe
30%
America 48%
15%
13%
5% Europe
9%
3%
South America
Asia-Pacific
Asia-Pacific South
America
13
© Dana Limited
13 © Dana Limited

14. Dana Revenues by
Product/Business Line
Off-Highway
Light Axle
Off-Highway
Agricultural and construction 21% 27% Automotive
machinery; mining, forestry,
Passenger cars and light
material handling, and outdoor
trucks, including pick-up
power equipment; as well as non-
trucks, sport utility vehicles
14%
vehicular, industrial applications.
(SUVs), vans, and crossover
11% utility vehicles (CUVs).
Commercial
Vehicle
15% 9% Structures
3%
Sealing
Driveshaft
Thermal
(50% Commercial
Vehicle)
Commercial Vehicle
Medium- and heavy-duty
trucks, buses, and other
commercial vehicles.
Non-light vehicle = 42% of sales
14 © Dana Limited

15. Dana Revenues by Customer
Ford
18%
All Other
6% GM
48%
5%
Toyota
5%
Paccar
3%
3% Navistar
Daimler
3%3%
3%3% Nissan
Volvo
Chrysler Fiat
15 © Dana Limited

16. Global Vehicle Production
(2008E vs. 2009E) Units in Thousands
Units of Production
2008 2009
North America
Light vehicle 12,700 10,100
Medium truck 155 135
Heavy truck 196 161
Europe (including E. Europe)
Light vehicle 21,600 20,200
Medium/Heavy truck 749 584
South America
Light vehicle 3,950 3,500
Medium/Heavy truck 173 140
Asia Pacific
Light vehicle 29,400 28,400
Medium/Heavy truck 1,350 1,280
Off-Highway – Global
Agricultural Equipment ’08 Base Down 10%
Construction Equipment ’08 Base Down 35%
16 © Dana Limited Source: Global Insight, CSM, Dana estimates, ACT

17. Drive Axle Technologies:
Improving Fuel Economy
Dana’s Spicer® AdvanTEK® Series
Power density and materials know-how yielding fuel efficiency and
optimized packaging
Model 300 rear driving head
World’s first aluminum driving head for heavy duty pickup trucks
with 30% greater torque capacity and 20% less weight
Model 160 rear drive unit
Torque capacity increase of 30% to 60%
8% smaller packaging
1% improved efficiency
Model 250 rear driving head
Torque capacity equal to ~15% larger
competitor model Winning
16% (18lb) weight reduction over
Through
Dana’s traditional M273
Technology
Know-How
17 © Dana Limited

18. Q&A Session
© 2009 Dana Limited. This presentation contains copyrighted and confidential information of Dana Holding Corporation and/or its subsidiaries. Those having access to this work
may not copy it, use it, or disclose the information contained within it without written authorization of Dana Holding Corporation. Unauthorized use may result in prosecution.