INVESTOR PRESENTATION

Scott Thomson, President and CEO

Mauk Breukels,VP Investor Relations

Toronto
November 27, 2017
Forward Looking Information
This report contains statements about the Companys 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: expected timeline of Equipment Forecast to Cash Program in each
region; projections for digital revenue and expenditures; projections for 2017 free cash flow; capital allocation considerations; online parts revenue projections; and connected
assets projections. 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 Finnings expectations as at the date of this report. 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 Finnings 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, Finnings
products and services; Finnings ability to maintain its relationship with Caterpillar Inc.; Finnings dependence on the continued market acceptance of its products, including
Caterpillar products, and the timely supply of parts and equipment; Finnings ability to continue to improve productivity and operational efficiencies while continuing to
maintain customer service; Finnings ability to manage cost pressures as growth in revenue occurs; Finnings ability to reduce costs in response to slowing activity levels;
Finnings ability to attract sufficient skilled labour resources as market conditions, business strategy or technologies change; Finnings ability to negotiate and renew collective
bargaining agreements with satisfactory terms for Finnings employees and the Company; the intensity of competitive activity; Finnings 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 and availability of, and benefits from information technology and the data processed by that technology; and Finnings
ability to protect itself from cybersecurity threats or incidents. Forward-looking statements are provided in this report for the purpose of giving information about
managements current expectations and plans and allowing investors and others to get a better understanding of Finnings 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 the MD&A for forward-looking statements. 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 Companys current AIF and
in the annual MD&A for the financial risks.
Finning cautions readers that the risks described in the MD&A and 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 Finnings 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 of this report. 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.

Page 2 Monetary amounts are in Canadian dollars and from continuing operations unless noted otherwise
 Finning Overview
Largest Caterpillar dealer Market Statistics(1) - FTT (TSX)
Share price 31.13
Unrivalled service for 85 years Market Cap 5.2B

Diversified customer base S&P/DBRS rating BBB(+/high)

Annual dividend / share 0.76
~12,000 employees Dividend yield 2.4%

Financial Statistics - YTD 2017(2)

Revenue 4.5B
Bolivia EBITDA(3) 426M
YT NU EBIT 287M
NWT EPS 0.92
Adjusted EPS(3)(4) 0.96
Argentina Free cash flow(3)
United (185)M
Chile Kingdom
BC AB Ireland Invested capital(3) 3.1B
Santiago Cannock
SK
Edmonton (1) At November 17, 2017
(2) 9 months ended September 30, 2017
Vancouver (3) See description of non-GAAP financial measures in Q3 2017 MD&A
head office (4) See description of significant items in Q3 2017 MD&A

Other
Used Rental Forestry
UK & Ireland 5%
equipment 4% 4%
16% 6%
Government
4%

Canada Construction
Mining 45%
49% Product
Revenue by New Revenue by line support
18% New equipment
region(2) equipment of business(2) 57% sales by industry(2)
South 33%
America
35% Power
Systems
24%

Page 3
Strategic Direction

PURPOSE
We believe in partnering and
innovating to build and power
a better world

VISION
Leveraging our global
expertise and insight, we are a
trusted partner in
transforming our customers
performance

Page 4
Talent Strengthened Leadership Team
(1)
Employees in Green 9-Box (%) Women in Leadership Roles (%)
100% 30%
26%
79% 77% 77% 25%
80% 22%
70% 20%
66% 19%
20%
60% 56%
48% 51%
15% 12%
40%
10% 7%
20% 5%

0% 0%
Canada UK & Ireland South America Consolidated Canada(2) UK & Ireland South America

2014 2017 2014 2017

Number of Recruited Executives

7
6
Dealer Principal Candidates Women on Board of Directors

2014 2017 2014 2017

3
zero three one three
1

2014 2015 2016 2017

(1) The 9-box grid is a matrix tool used to evaluate and plot a companys talent pool based on performance and potential of individual employees
(2) Canadian data excludes corporate head office, OEM Remanufacturing, and The Cat Rental Store

Page 5
Profitable and Capital Efficient Growth

GROWTH
2017 Priorities
Digital strategy
E-commerce Equipment supply chain
Connected assets ROIC
Product support
Performance solutions Rental transformation
Processes and systems Invested Profitable market share
EBIT
Capital

Foundational Priorities

Safety
Talent
Community

Page 6
 Value Proposition
Significant operating leverage on increased revenue Adjusted ROIC(1)
18% 16.4%
15.6%
Working capital efficiency improvements 15% 13.7%
12.3%
12%
Innovative customer solutions 8.7%
9%

Higher return on invested capital 6%

3.4%
3%

0%
Canada South America UK & Ireland

Q3 2016 Q3 2017

Revenue (C$ millions) Adjusted EBIT Margin(1) Working Capital Efficiency

2,500 10%
5% 8.9%
8.4% 32% 31.5% 2.80
2,000 8% 7.3% 30.4% 2.60
18% 30% 2.49 2.60
1,500 6% 5.2%
28.3%
4.0% 28% 2.40
1,000 4% 2.26
5%

500 2% 1.2% 26% 2.20

0 0% 24% 2.00
Canada South America UK & Ireland Canada South America UK & Ireland Q3/16 Q4/16 Q3/17

YTD 2016
(2)
YTD 2017
(2)
YTD 2016 (2) YTD 2017 (2) Working Capital to Sales Ratio (%)
Inventory Turns (times)

(1) See description of significant items in Q3 2017 MD&A

(2) 9 months ended September 30

Page 7
Parts Supply Chain Improvement

Parts Inventory ($ millions) Parts Turns (times)

750 3.8

3.6
700 3.4

3.2
650
3.0

2.8
600
2.6

2.4
550
2.2

500 2.0
2013 2014 2015 2016 Q3 2017 2013 2014 2015 2016 Q3 2017

Key Improvement Drivers

From 2013 to Q3 2017
Parts Turns
Customer Loyalty
Centralized inventory management
0.7 times
Simplified and optimized network
13 points
Reduced network routes and touches

Increased direct shipments to customers

Page 8
 Equipment Supply Chain Transformation

Simplify Reduce
Improve accuracy quoting, sales, Improve
Forecast Sales NEP(1) Invoice invoice to
and planning and attachment execution cash cycle
processes

Days of Inventory
(1) New equipment preparation

New Equipment Inventory ($m) New Equipment Turns (times)

Equipment Forecast to Cash Program Timeline
800 3.5
Canada Q2 2016 Q4 2017
750
3.0
UK & Ireland Q2 2017 Q4 2018
700
2.5
650
South America 2018 +
2.0
600

1.5
550

500 1.0
2013 2014 2015 2016 Q3 2013 2014 2015 2016 Q3
2017 2017

Page 9
Innovate Digital Strategy

Customer Benefits
Valuable insights and visibility
Increased fleet uptime
Lower owning and operating costs
Improved equipment performance
Omni-channel choice

Finning Opportunities
Deeper customer and market insights
Additional revenue growth opportunities
Lower cost to serve
Deeper customer relationship and loyalty
Competitive advantage

Page 10
E-Commerce: Omni-Channel Choice

E-COMMERCE - Parts(1) Online Parts Revenue Projections

% of total

Customer Parts Share(2) 11 points

30% up 10
Transaction Cost points

(1) Caterpillar
20%
study covering 11,700 e-commerce and integrated
procurement customers between 2010-2014
(2) Parts purchases from Finning as a percentage of total parts opportunity
10%

0%
2016 2019 E

CASE STUDY
Canada - Top 10 Construction Customer
Online Parts Revenue (% of total)
90%
80% Benefits
70% Cost savings - customer and Finning
60%
Analytics - improved visibility into customer needs
50%
40% Customer loyalty
30%
20%
10%
0%
2013 2014 2015 2016

Page 11
Connected Assets
Insights drive improved equipment performance, market visibility, and lower costs
Connected Assets Projections
% of total population(3)
100%

80%

60%
Drive Enable
Parts Share(1) Performance 40%
Solutions
~10 points(2) 20%

(1) Parts purchases from Finning as a percentage of total parts opportunity 0%

(2) Caterpillar
study covering >37,000 connected customers vs 174,000 2015 2016 2017E 2018E 2019E
non-connected between 2010 and 2013
(3) Assumes constant numbers of active equipment population

CASE STUDY
Bolivia - Connected Assets

Connected Machines (%) Parts Market Share

50% 50%
40% Customer Parts Share(1)
40% 40%
CAT machines (2013 vs 2016)
30% 30%
Connected 17 points
20% 20%
14% Connected +
24 points
10% 10% service contract

0% 0%
2013 2016 2013 2016

Page 12
Performance Solutions

Revenue Growth
Predictive analytics drive improved CAGR (2013 2016)
maintenance and increased productivity Technology to maximize
machine productivity on ~15 %
job sites

CASE STUDY
UK - Large Quarrying Customer

Performance Metrics Customer Benefits Key Data & Services Customer Benefits

Tracking by job site and fleet; security

Operator events 23% Hours and location
Invoice automation
Utilization, fuel and Idle time and fuel consumption
Fuel burn 13%
production Asset optimization and fleet production
Preventative maintenance
Carbon impact 575,000 CO2 Machine health
Lower operating costs
Training and site Operator training
Saleable product output 9.5%
development Haul road analysis
Optimization recommendations
Tonnes per hour 22% Data analytics
Site & management performance reporting

Cost per tonne 31% Fatigue management Improved safety performance

Mixed Fleet 100% Caterpillar

Page 13
Capital Allocation Priorities
Investment to capture market growth Free Cash Flow ($ millions)
e.g. rental fleet optimization
550
Investment in long-term strategic initiatives 500 483
e.g. digital capabilities 450
441
e.g. autonomous and electric drive large mining vehicles
400 370
Dividends 350 325
6% CAGR since 2013
300
Strong balance sheet 250
$350M debt redeemed in H2/17 ($200M refinanced at lower rate)
200

Disciplined complementary acquisitions 150

Opportunistic share repurchases 100

2013 2014 2015 2016 2017 E

Invested Capital Turnover (times) 2017 Free Cash Flow Dynamics

2.05 10% revenue growth year-to-date(1)
2.02

2.00 1.98
Improved market outlook
Inventory purchases to meet increased
1.95
demand for equipment and parts
1.90 1.90
1.90 Large orders for 2018 delivery
1.85
1.85
1.82

1.80 1.78

1.75

1.70
Q1/16 Q2/16 Q3/16 Q4/16 Q1/17 Q2/17 Q3/17

Page 14 (1) 9 months ended September 30, 2017

Key Takeaways
Positioned for profitable and capital efficient growth
Reduced cost structure
Improved capital discipline
Positive free cash flow
2017 priorities
Global equipment supply chain
Product support growth
Rental transformation
Profitable market share
Strategic focus on digital agenda

Page 15
APPENDIX
Significant Infrastructure Opportunities
Announced Government Infrastructure Spending
C$ billions US$ billions billions / billions

British Columbia 24.5 (2017-2019) Chile 61 (2017-2020) UK 300 (2017-2021)

Alberta 32.8 (2017-2020) Argentina 48 (2017-2020) Ireland 38 (2017-2021)
Saskatchewan 1.6 (2017-2018) Bolivia 19 (2017-2020)
Federal ~141 (2019-2027)

Bolivia
YT NU
NWT

Argentina United
Chile Kingdom
Ireland
BC AB
Santiago Cannock
SK
Edmonton

Vancouver
head office

Selected Projects (announced) Selected Projects (announced) Selected Projects (announced)

Southwest Calgary Ring Road (AB) Subway Line 7 (Chile)
Regina Bypass (SK) Railroad Belgrano Cargas
(Argentina)
Roads and bridges upgrades (YT)
Highways and roads (Bolivia)
Hinkley Point Nuclear Plant (UK)
High Speed Rail 2 (UK)
Road Investment Strategy (UK)
Dublin Metro Link (Ireland)

Page 17 Source: national and regional governments

 Product Support Canada Mining Opportunities

Mining Truck Large Dozer

797 D11 & D10 Oil sands
Non-mining 45%
45%
Canada
Product Support
Revenue
YTD 2017(1)
At Dec 2016

Population(1) 316 788

Other mining
Customers 6 15+ 10% (1) 9 months ended September 30, 2017

1st replacement of large ~2 years/ ~1.5 years/

components 18,000 hours 12,000 hours

Component exchange 797 Age Profile

6-7 times 2-4 times
during life span

Expected life span before ~12 years/ ~8 years/

rebuild 80,000 hours 48,000 hours

Average annual product

C$ 1.0-1.2M C$ 0.3-0.5M

Population
support

Average age of
~8 years ~7 years
population(1)

Purchase price US$ 5-7M US$ 1.2-2.4M

Rebuild as % of purchase
60-70% 60-70%
price

Estimated age in 2016

(1) Includes rebuilt machines

Page 18
 Product Support South America Mining Opportunities

Non-mining
Mining Truck Large Dozer 20%
797 D11 & D10

South America
Product Support
Revenue
YTD 2017(1)
At Dec 2016

Population(1) 211 394 Mining

80%

Customers 5 25+ (1) 9 months ended September 30, 2017

1st replacement of large ~2.5 years/ ~4 years/ 797 Age Profile

components 15,000 hours 18,000 hours

Component exchange
5-6 times 2-3 times
during life span

Expected life span before ~12 years/ ~8 years/

rebuild 80,000 hours 40,000 hours

Population
Average annual product
~US$ 1.1M ~US$ 0.33M
support

Average age of
~7 years ~6 years
population(1)

Purchase price US$ 5-7M US$ 1.2-2.4M

Rebuild as % of purchase Estimated age in 2016

60-70% 60-70%
price

(1) Includes rebuilt machines

Page 19
INVESTOR PRESENTATION
Scott Thomson, President and CEO
Mauk Breukels,VP Investor Relations

Toronto
November 27, 2017