European Non-deal Road Show

November 2008

2

Terex NDRS Team

Ron DeFeo, Chairman & Chief Executive Officer

Tom Riordan, President & Chief Operating Officer

Phil Widman, Senior Vice President & Chief Financial Officer

Laura Kiernan, Director of Investor Relations

3

Forward Looking Statements & Non-GAAP Measures

The following presentation contains forward-looking information based on the current expectations of Terex Corporation. Because forward-looking statements involve risks and uncertainties, actual results could differ materially. Such risks and uncertainties, many of which are beyond the control of Terex, include among others: our business is highly cyclical and weak general economic conditions may affect the sales of its products and its financial results; our business is sensitive to fluctuations in interest rates and government spending; the ability to successfully integrate acquired businesses; the retention of key management personnel; our businesses are very competitive and may be affected by pricing, product initiatives and other actions taken by competitors; the effects of changes in laws and regulations; our business is international in nature and is subject to changes in exchange rates between currencies, as well as international politics; our continued access to capital and ability to obtain parts and components from suppliers on a timely basis at competitive prices; the financial condition of suppliers and customers, and their continued access to capital; our ability to timely manufacture and deliver products to customers; possible work stoppages and other labor matters; our debt outstanding and the need to comply with restrictive covenants contained in our debt agreements; our ability to maintain adequate disclosure controls and procedures, maintain adequate internal controls over financial reporting and file its periodic reports with the SEC on a timely basis; the previously announced investigations by the SEC and the Department of Justice; compliance with applicable environmental laws and regulations; product liability claims and other liabilities arising out of our business; and other factors, risks, uncertainties more specifically set forth in our public filings with the SEC. Actual events or the actual future results of Terex may differ materially from any forward looking statement due to those and other risks, uncertainties and significant factors. The forward-looking statements speak only as of the date of this presentation. Terex expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statement included in this presentation to reflect any changes in expectations with regard thereto or any changes in events, conditions, or circumstances on which any such statement is based.

Non-GAAP Measures: Terex from time to time refers to various non-GAAP (generally accepted accounting principles) financial measures in this presentation. Terex believes that this information is useful to understanding its operating results and the ongoing performance of its underlying businesses without the impact of special items. See the Investors section of our website www.terex.com for a complete reconciliation.

Overview and Strategy

Ron DeFeoChairman & Chief Executive Officer

5

Who is Terex?

Purpose • To improve the lives of people around the world

Mission • To delight construction, infrastructure, mining and other customers with value-added offerings that exceed their needs

• To attract the best people by creating a culture that is safe, exciting, creative, fun, and embraces continuous improvement

Vision • To be the most responsive company in the industry as determined by the customer

• To be the most profitable company in the industry as measured by Return on Invested Capital (ROIC)

• To be the best place to work in our industry as determined by our team members

6

Who is Terex?

• Diversified Portfolio of Equipment Businesses• Positioned for Continuing Long - Term Trends• Leader In Our Categories and Our Industry• Leveraging the Power Of One Company

AERIAL WORK PLATFORMS

CONSTRUCTION

CRANES MATERIALS PROC. AND MINING

ROADBUILDING AND UTILITIES

7

Why Invest?

Diversified Portfolio of Equipment Businesses

Commodity Extraction Building and

IndustrialInfrastructure Construction

Mining

Residential Operations/ Maintenance

Matls. Proc.

Construction

Roadbuilding

Utilities

Cranes

AWP

X

X X

X X X

X

X X X

X

X XX X

X X X X

X

Exposure to Commodity, Construction, and Post - Construction Drivers

8

Why Invest?

$ 9.1 B$ 9.1 B

2007 SALES BY GEOGRAPHY2007 SALES BY BUSINESS

AWP 25%

Cranes 24%

MP&M 23%

Construction 21%

RBU 7%

$ 9.1 B$ 9.1 B

W. Europe 37%

USA / Canada

34%

Japan / ANZ 7%

Developing Markets

22%

Balanced by business; Balanced geographically

Diversified Portfolio of Equipment Businesses

9

Why Invest?

WORLD PRIMARY ENERGY DEMAND*

* Source: International Energy Agency

• Beneficial to multiple Terex categories

• Particularly positive for Cranes and Mining

Positioned for Continuing Long - Term Trends

10

EXAMPLE: NON-FERROUS METALS EXPLORATION (1989 – 2007), $B*

0

2

4

6

8

10

12

'89 '90'91 '92'93 '94'95 '96'97 '98'99'00 '01'02 '03'04 '05'06 '07

EXPENDITURES BY TOP 40 MINING COMPANIES

$75

$95

$125$134 $141

$176

020406080

100120140160180200

'02 '03 '04 '05 '06 '07

$28

$37

$51

0

10

20

30

40

50

60

'05 '06 '07

OPEX ($B)** CAPEX ($B)**

• Global consumption driving unprecedented levels of investment

• Outlook for mining equipment remains positive and the corresponding industrial growth is a driver for other businesses

* Source: Metals Economics Group; **Source: PWC: “Mine: As Good as it Gets?”, 2008 – capex excludes acquisitions

Why Invest?

Positioned for Continuing Long - Term Trends

11

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

'90'91 '92'93 '94'95 '96'97 '98'99 '00'01 '02'03'04 '05'06 '07'08 '09'10 '11'12 '13'14 '15'16

Infrastructure Industrial Other Non-residential

GLOBAL NON-RESIDENTIAL CONSTRUCTION (REAL 2007 $)*

$B

1.6 % CAGR

5.6 % CAGR

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

'90'91 '92'93 '94'95 '96'97 '98'99 '00'01 '02'03'04 '05'06 '07'08 '09'10 '11'12 '13'14 '15'16

Total Residential

GLOBAL RESIDENTIAL CONSTRUCTION (REAL 2007 $)*

$B

5.1 % CAGR

1.3 % CAGR

5.6 % CAGR

-0.8 % CAGR

4.4 % CAGR

• Global infrastructure construction growing, despite weakness in developed markets – not yet incorporated in the survey data above

• Terex well positioned to capitalize, with 22% of sales, over 4,000 team members, and more than 30 locations now in developing countries

* Source: Global Insights, July ‘08; 69 countries tracked by GI + 5% to account for rest of world … consistent with global GDP’s

Why Invest?

Positioned for Continuing Long - Term Trends

12

$19.7

$10.4 $9.1 $8.7 $8.1$5.1 $4.8 $4.5 $4.4 $3.7$5.2

$31.6

(1) Represents Machinery sales for the last twelve months ended Sep 30, 2008; excludes Engine and Financial Product sales.

(2) Represents Komatsu’s Construction, Mining & Utility Equipment segment as of June 30, 2008 converted at an exchange rate of JPY/USD of 106.18

(3) Exchange rate used as of June 30, 2008 of USD/JPY 106.18(4) Represents Volvo’s Construction Equipment segment as of Sep 30, 2008 converted at

an exchange rate of USD/SEK 6.9252(5) Represents Deere’s Construction and Forestry segment as of July 31, 2008(6) Represents 2007 Construction Equipment sales of $1.5 billion converted at an exchange

rate at Dec 31, 2007 of KRW/USD 936.07 plus estimated 2007 bobcat sales of $2.9 billion

(7) Estimated, as these are privately owned companies:JCB: 2007 sales of GBP 2.25 billion converted at Dec 31, 2007 GBP/USD rate of 1.9870Liebherr: 2007 Cranes/Mining/Construction sales of EUR 5.5 billion converted at Dec 31, 2007 EUR/USD rate of 1.4598

(8) Represents CNH Global’s Construction Equipment Segment as of Sep 30, 2008(9) Represents Access & Concrete Placement equipment sales for the 9 months ended

June 30, 2008 plus Access & Commercial (both concrete & refuse trucks) for the 3 months ended Sep 30, 2007.

(10) Represents Mining & Construction sales through Jun 30, 2008 converted at an exchange rate of SEK/USD 6.9252

Caterpillar (1) Komatsu (2) Terex Deere (5)Hitachi (3) Volvo (4) CNH Global (8) Oshkosh (9)Liebherr (7) JCB (7) Doosan (6)Sandvik (10)

Terex is one of the Largest Manufacturers of Construction Equipment in the World

Based on last twelve months of available Construction Equipment Sales ($’s in Billions)

Leader in Our Categories and Our Industry

Where We Are Today

13

Approximately 75% of 2007 sales were generated in markets where Terex has significant market presence

• Articulated boom lifts (top 2)• Telescopic boom lifts (top 2)• Scissor lifts (top 3)• NA Telehandlers (#2)

AERIAL WORK PLATFORMS

• Compact Track Loaders (#1)• Material Handlers (#2 or 3)

CONSTRUCTION

• All Terrain Cranes (top 2)• Rough Terrain Cranes (top 3)• Tower Cranes (#3)• Large Crawlers (#1)• Port Cranes (top 2)*

CRANES

• Hydraulic Excavators (top 3)• Mining Trucks (#3)• Surface Drills (# 3)• Crushing & Screening (#1)**• Highwall Miners (#1)

MP&M

• Front Discharge Mixers (#1)• Insulated Aerials (#2)

ROADBUILDING AND UTILITIES

* Including pro forma impact of Fantuzzi acquisition; ** Mobile Equipment

Why Invest?

Leader in Our Categories and Our Industry

14

Leader in Our Categories and Our Industry

• Better than diversified industrials with higher valuations

ROIC is calculated by dividing the sum of the last four quarters’ net operating income after tax by the average of the sum of total stockholders’ equity plus debt less cash and cash equivalents for the last five quarters ended. DE and JOYG as of Apr 30, 2008 and the remainder are as of Jun 30, 2008; OSK includes $175.2 million goodwill impairment charge incurred during their Q3 2008; *Does not include finance arm of company

Why Invest?

• In-line with larger, more vertically integrated competitors

2Q 2008 LTM After-Tax ROIC-Machinery Industry

2Q 2008 LTM After-Tax ROIC-Diversified Industrials

15

Leveraging the Power of One Company

• Our framework to build a stronger Terex

• Process improvements will assure long term success

Why Invest?

16

Tom Riordan, President & Chief Operating Officer

Phil Widman Senior Vice President & Chief Financial Officer

Tim Ford, President

Terex AWP

Bob Isaman, President

Terex Construction

Rick Nichols, President

Terex Cranes

Eric Nielsen, President

Terex MP&M

George Ellis, President

Terex RBU

Steve Filipov, President

Developing Markets

Why Invest?

Leveraging the Power of One Company

17

Summary of Overview & Strategy

Continue Building a Better Company• Improved capabilities• Diverse end market exposure• ROIC focused

Positioned for the Attractive Growth Opportunities• Right sectors and segments• Right geographies• Delivering unique value to customers• Targeted acquisitions

Execute, Execute, Execute• Do what we say• Overcome challenges that are often hard to predict

18

Supporting Profitable Growth

Phil WidmanSenior Vice President and Chief Financial Officer

19

• 5+ years of strong growth, driven by favorable market conditions and an increasingly robust portfolio

• Committed to core financial principles – Growth with modest debt leverage– Industry leading ROIC– Generate cash to enable capital investments, targeted

acquisitions and share repurchases

• Near term outlook is mixed but long term remains positive. Focus near term is on cash & liquidity, and cost reduction.

• Improving performance via core business initiatives that will enhance long-term results

Supporting Profitable Growth

20

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

'94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Q3LTM

$0.0

$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

Terex to Date: Consistent Sales Growth

Sales (USD billions) Operating Income (USD billions)

Sales growth from 2003 to 2007 was ~90% organic

Acquisitions: SimonO&K

PPM

Powerscreen, CedarapidsFermec

CMI, AtlasSchaeff, Demag, Genie

Reedrill

SHM

ASVHydra

21

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

2002 2003 2004 2005 2006 2007 LTM Q3 2008

Aerial Work Platforms Construction Cranes

Material Processing & Mining Roadbuilding, Utilities & Other

Terex to Date: Balanced Sales Growth

Sales balanced between segments

CAGR 26%

Sales (USD billions)

22

$0.0

$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

2002 2003 2004 2005 2006 2007 LTM Q3 2008

Aerial Work Platforms Construction Cranes

Material Processing & Mining Roadbuilding, Utilities & Other

Terex to Date: Broad-based Profit Growth

Operating income growth outpacing sales growthIncreasingly evenly distributed (AWP, MPM, Cranes)

Operating Income (USD billions)

CAGR 82%

23

Terex to Date: Growth with Minimal Leverage

$1.9 $2.0 $1.8

$2.8

$3.9

$4.8

$6.2

$9.1

$10.4

$7.6

1999 2000 2001 2002 2003 2004 2005 2006 2007 Q3 2008*

Net DebtSales

($ in billions)

• Q3 2008 sales is based on last 12 months sales as of Sept 30, 2008; Net Debt is as of Sept 30, 2008• Net leverage ratio is defined as debt less cash and cash equivalents divided by last twelve months EBITDA

Net leverage of 1.0x in Q3 provides flexibility

24Free Cash Flow is defined as Cash from Operations less Capital Expenditures

Terex to Date: Cash Flow

• Consistent cash generation, with 2007 shift explained by utilization of tax loss benefits

• Targeting further improvement as our business continues to grow

• Working capital has remained consistent but presents a significant opportunity to improve

• Working capital (particularly inventory) should decrease with improved processes

0

20

40

60

80

100

120

140

Q4'03

Q2'04

Q4'04

Q2'05

Q4'05

Q2'06

Q4'06

Q2'07

Q4'07

Q2'08

Inventory Days Receivable Days Payable Days

WORKING CAPITAL DETAIL (DAYS)FREE CASH FLOW ($M)

0

50

100

150

200

250

300

350

400

450

2004 2005 2006 2007 Q3 '08 LTM

25

Priorities for Cash Utilization

Must consider current environment Near term focus is on cash, liquidity, and cost reduction

Internal investment• Manufacturing capability / footprint• Human capital• Systems

Value generating acquisitions Returning cash to shareholders

• Currently suspended share repurchase program, pending access to credit markets

• $1.2 billion authorized through June 2009 ($0.6 B to date)

26

35%

10%

14%

25%

29%

24%

3%

12%

21%

38%

43%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2003 2004 2005 2006 2007 Q3 LTM

Pre-tax ROICAfter-tax ROIC

ROIC growth driven by operating income growth faster than invested capitalRecent acquisitions of SHM and ASV dampen returns in the short term

ROIC is calculated by dividing the sum of the last four quarters’ net operating income after tax by the average of the sum of total stockholders’ equity plus debt less cash and cash equivalents for the last five quarters ended.

Terex to Date: Return on Invested Capital

27

Next four quarters net sales expectations beginning 4Q’08:

• Mining and Cranes continuing favorable trends

• AWP (30%-40%), Construction (25%-35%) and Materials Processing (15%-20%) negatively impacted by current market conditions

Material Cost pressure continues

Cost reduction actions underway to adjust to market expectations

Near Term Outlook

All EPS amounts are on a fully diluted basis

2008 sales $10.0 to $10.3 billion2008 EPS $5.69 to $5.79

28

Sales Growth Initiatives

Active and relevant in high growth markets

Doing business efficiently and effectively

Positioned to support product after sale

Clear product, service, or other advantages in all markets

Value-adding relationships with customers

Leveraging the Power of One Company

Aligned with local market needs

Delivered at local market price points

Optimized production with global supply chain

Global Market Participation

“Local” Products

Competitive Differentiation

29

Operating Income Initiatives

Ensure Terex is receiving appropriate value for its products

Optimize product mix

Offset rising commodity costs with commensurate pricing actions

Terex Business System (TBS) & Terex Management System (TMS)

Optimize manufacturing footprint

Sales and production planning methodology

Coordinate supply efforts to leverage the scale of Terex

Facilitate common designs and components

Sourcing centers – China and India

Pricing / Mix

Supply Management

Productivity

Goal: 2% - 3% margin improvement

30

Cash Flow Initiatives

Sales Growth

Enhance Profitability

Integrated and aligned approach to tax planning

More tax efficient business structure(s)

Processes and resources to assure tax minimization

Continued diligence - AP / AR

Aggressive inventory management

Capital expenditures to enhance profitable growth

Product Margin

Capital Efficiency

Tax Planning

15% working capital / trailing sales Capex between 1.5% and 2.0% of salesCash taxes will approximate tax expense

31

Enabling Initiative: Terex Financial Services (TFS)

’03 – ’05

• Limited Geography

• Low Coverage & Penetration

• Functions Outsourced

Launch

’06 - ’08

Transform

• Reflect Terex Global Footprint

• Segment Coverage & Penetration

• Influence Customer Experience

’09 +

ExpandImpact

• True Global Captive

• Enable Terex Growth Globally

• Optimize Partnerships

• Expand Customer Touch Points

Protect balance sheet while supporting growth of business, especially in developing markets

32

TFS: Path Forward

• Tap into Broader Risk Appetite from Multiple Sources

• Responsiveness – “Take the Deal Off the Street”

• Increase Avenues to Competitive Capital

Owning More of the Customer Experience

Dealer Finance

3rd PartyFunding

Originate& Sell

TFSOriginated

2004$0.5B

2007$1.3B

2010$2.5B

Dealer Finance

33

Tax Planning Objectives

36% 36% 35% 34% 33% 33% 32% 31%29% 28%

25% 25%23%

10%

0%

5%

10%

15%

20%

25%

30%

35%

40%

ASTE OSK DE JOYG TEX BUCY CAT KMT UTX MTW DHR PKI IR ETN

EFFECTIVE TAX RATE – TEREX VS. INDUSTRY PEERS

• Reduce effective tax rate in line with leading industry peers

• Industry-minimums only achievable through aggressive structural change, but meaningful improvement can come through improved processes and practices

TAX STRATEGIES

• Traditional Planning and Execution

• Statutory Rate Reduction

• Global Expansion and Optimization

• Operationally Aligned Tax Strategies (OATS)

34

• 5+ years of strong growth, driven by favorable market conditions and an increasingly robust portfolio

• Committed to core financial principles – Growth with modest debt leverage– Industry leading ROIC– Generate cash to enable capital investments, targeted

acquisitions and share repurchases

• Near term outlook is mixed but long term remains positive

• Improving performance via core business initiatives that will enhance long-term results

Summary Supporting Profitable Growth

35

Operations Overview

Tom RiordanPresident and Chief Operating Officer

36

Terex Lost Time Rate Trending(12 Month Moving Average)

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

TLTR

Cranes

Construction

MP&M

RBUAWP

Jan 07 Sept 08

Injury Statistics

Terex

37

Operational Update

• Progress towards an integrated operating company

• Integration examples

Customer Satisfaction

Supply Management

New Product Development

Terex Business Systems

• Challenging economic environment – actions we’re taking

• Other progress and path forward

38

Transformation Underway

Right Talent

Clear Metrics

OBJECTIVES

• Experienced leadership, driven to create change

• Resources and mandate required to succeed

GOALS

• Transitioning from a holding company to an operating company• Upgrading capabilities to drive business and functional performance

Good Process

Results

• Measurements defined and goals established

• Alignment within and across businesses

• Well defined and well executed business processes

• Systems that enable execution

• Clear, permanent shifts in performance

• Ability to sustain and improve

39

Progress Examples

• Customer Satisfaction

• Supply Management

• Product Development

• Terex Business System (TBS)

40

Customer Satisfaction: Objectives

• Ensure initial experience with products is positive

• Improve aftermarket service and support

• Deliver effectively through multiple channelsDistribution/ BranchesRentalDirect

• Build long-term value proposition

Vision: Most Responsive Company in the Industry as Determined by the Customer

“Relationships that I can depend on to help me ”

People to People SolutionsRelationships that I can depend

on to help me ”“Make it easy for me to run my

business”

Make My Job Easier“Make it easy for me to run my

business”“Deliver highly competitive entry,

operating and exit value”

Customer-Defined Value“Deliver highly competitive entry,

operating and exit value”

CUSTOMER ENABLERS

41

Customer Satisfaction: Actions

• Multiple activities in progress to:Understand customer purchase driversMeasure current levels of satisfactionIdentify improvement actions for TerexBuild meaning and value for the Terex brand

• Supporting changes are underway:Product/ offering developmentDistribution improvementGlobal aftermarket

• We have a long way to go but, increasingly, we have the right people and processes in place to deliver the results we are targeting

42

Supply Management: Objectives

2007 2008 2009

Build the Foundation

Expand the Core

Achieve Excellence

Establish consistent sourcing processes

Build the organization

Enhance sourcing tool set

Common objectives

International Sourcing Infrastructure

Drive savings and mitigate inflation

Deeper supplier integration

TBS initiatives

Continual focus on savings and mitigating cost inflation

2010

Create competitive advantage in the supply chain while minimizing the impact of rising material and component costs

43

Teams activity engaged in major material cost elements

Supply Management: Priorities

Size of bubble: Total spend of respective commodity

0%

5%

10%

15%

Expectedaverage savings

EasyDifficult Ease of Implementation

High prioritySecond

priorityThird priority

Engine,diesel

Other powerplants, IC engine

Axles

Motors,hydraulic

Transmissions,hydrostatic

Pumps & pumpassemblies, hydraulic

Gearboxes& gears

Otherpowertrain

Other hydraulic & pneumatic

components

Other running gear

Cylinders

Complexassemblies

Tire &wheel

assemblies

Otherelectrical & control

components

Cabs, accessories& ropes

Hoseassemblies

Otherhardware

Fittings & adaptors

Clamps, ties & straps

Fluid transfer& control,

non-hydraulic

Plastic,polymers& rubber

Valves, hydraulic

Othermech.

Fasteners & retainer rings

Paint & coatingsDocumentation

Aluminum

Other consumables,tools & dispatch kits

Machined components, steel

Bearings, bushings & accessories

Indirectspend

Product identification & labeling

Other structural fabricated components

Controllers, timers, control modules & PBC

Weldment,steel

Steel

Batteries

Castings &forgings

Tires,rubber

Crawler trackassemblies

Size of bubble: Total spend of respective commodity

0%

5%

10%

15%

Expectedaverage savings

EasyDifficult Ease of Implementation

High prioritySecond

priorityThird priority

Engine,diesel

Other powerplants, IC engine

Axles

Motors,hydraulic

Transmissions,hydrostatic

Pumps & pumpassemblies, hydraulic

Gearboxes& gears

Otherpowertrain

Other hydraulic & pneumatic

components

Other running gear

Cylinders

Complexassemblies

Tire &wheel

assemblies

Otherelectrical & control

components

Cabs, accessories& ropes

Hoseassemblies

Otherhardware

Fittings & adaptors

Clamps, ties & straps

Fluid transfer& control,

non-hydraulic

Plastic,polymers& rubber

Valves, hydraulic

Othermech.

Fasteners & retainer rings

Paint & coatingsDocumentation

Aluminum

Other consumables,tools & dispatch kits

Machined components, steel

Bearings, bushings & accessories

Indirectspend

Product identification & labeling

Other structural fabricated components

Controllers, timers, control modules & PBC

Weldment,steel

Steel

Batteries

Castings &forgings

Tires,rubber

Crawler trackassemblies

44

Product Development Status

• VP of Technology added in late 2007

• Launched New Product and Process Development Process in early 2008

• Roll-out of New Product Identification Process underway

• Actively migrating existing product programs to new process and new phase-gate discipline

• Upgrading engineering and cross-functional product development capabilities in parallel

• Realizing clear benefits as we go

45

Terex Business System (TBS)

The Terex Business System is our framework to build a stronger Terex

46

TBS: Objectives

• Improve margin from efficiency/productivity gains

• Increase production capacity within existing manufacturing footprint

• Improve customer satisfaction and reduce warranty costs due to improved quality

• Lower inventory, particularly raw materials and work-in-process, leads to improved cash flow

• More easily move or replicate production lines around the globe

• Empower team members, enriching their work experience

• Develop team member skill sets, knowledge, and capabilities

47

TBS: Recent Improvements

TEREX CRANES - WAVERLY, IOWA

• From poorly lit, inventory laden facility to a clean, transparent factory floor with flow and visual controls

• Increased throughput by 4 – 5 x

• Cut working capital days by 2/3

• Now turning inventory at 11-12 times per year vs. 2-3 at the beginning of 2005

Before After

TEREX UTILITIES – WATERTOWN, SD

• Moving line for Tree Trimmers and TL Mixed Model Line, designed for ergonomic build activity and attached to a moving line

• Parts Carts– Parts pulled and kitted prior to build– Visual Management for unit status and

identification of part shortages– Carts follow build sequence, adding a

visual quality step

• Andon System/ Escalation Procedure

• On-time delivery improved by 50%

After After

48

Material Processing – Omagh, N. Ireland

• Implement a factory wide system to smooth production levels to standard takt times and implement visual controls

• Additional improvements will now be based on the established standards

• Production increased almost 50% over two years within the existing manufacturing footprint

• Inventory turns improved 35% over a two year period to mid-teens

After Photo

Portable crane in use to rotate frame

Before After Before AfterNew “craneless” production line

Mining Trucks – Acuna Mexico

• Redesign of mining truck production line to dramatically increase throughput, on-time delivery and team member safety.

• Eliminated the use of cranes, improving productivity, quality and safety

• Monthly production levels increased by a factor of 4 times within existing manufacturing footprint

TBS: Recent Improvements

49

shipping

stock

MINING – PHASE I

MINING – PHASE I I

CRANES

CRANES

• Developing shared production campuses in India and China

45 acre site near Chennai, India currently under constructionScheduled to begin producing crushing equipment in early 2009Other products to follow in late 2009/ early 2010

Expansion of existing facility in Tianjin, ChinaWill produce crane and mining componentsProduction begins in 2010

• Each campus will house up to 3 Terex segments, leveraging shared capabilities

• Designing facilities from the ground-up based on TBS principles

• Using TBS to plan and execute line moves to replicate successes from other global locations

TBS and Global Manufacturing Footprint

50

TBS and Global Manufacturing Footprint

Improve effectiveness at existing locations – applying TBS to streamline operations

Rationalize developed market footprint

DEVELOPED WORLD DEVELOPING WORLD

Increase presence in developing countries

Leverage product and cost positions globally

• Significant progress is underway, but change will require investment

• Balancing opportunity for change with market and other factors

51

• Production level and headcount reductions

• Facility rationalization

• Segment realignment

• Capital spending delayed

• Material inflow constrained

Cost Reduction Activities

52

• Impossible to cover the amount of improvement underway at Terex in a short presentation

• Parallel progress continues on multiple fronts:Talent Recruitment and DevelopmentDiversity and InclusionTerex Management Systems implementationBranding/ Marketing/ and Customer Satisfaction Terex Financial ServicesGlobal LogisticsGlobal Service and Support

• Positioned to take our performance to the next level

Other Progress

53

• Continuing our journey to be an effective global operating company

• Significant talent now invested and beginning to deliver the results that we expect

• We are aggressively responding to changing market conditions – cash and cost focused

• We remain excited about the transformation that is underway in our company and about the value that it can deliver both near and long term

Terex Operations Summary

54

European Non-deal Road Show

November 2008