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POHJOLA PANKKI ONE-ON-ONE -PÄIVÄ March 9, 2011 Pekka Lundmark, President and CEO Teo Ottola, CFO

• Positives – Key macroeconomic indicators continuously positive – Pick-up in Port Cranes boosted Equipment order intake – Continued EBIT margin expansion

• Negatives – New equipment orders still relatively low in developed markets

Board of Directors proposes a dividend of EUR 1.00 per share

SOURCES: Eurostat (latest data point Q1/11), Federal Reserve Bank of St. Louis (December 2010)

Annual container handling volume Monthly container handling volume

SOURCES: Drewry Container Annual 2009/2010, Drewry Freight Shipper Insight (latest data point October 2010)

• The demand for maintenance ¾We forecast year 2011 sales and services is expected to be above operating profit to be higher than in last year’s level due to higher 2010 capacity utilization within customer industries • The demand for new equipment is expected to continue to grow in Asia-Pacific and in emerging markets in general. Also, customers in Western Europe and North America are gradually gaining confidence to increase their new equipment investments

• Order of 30 automated stacking cranes (ASC) and a container terminal operating system (TOS) • Order value over EUR 80 million • Delivery in 2012

• Konecranes has a proven solution for ASCs – Earlier delivery of 30 ASCs to Norfolk, Virginia, USA, in operation – 36 ASCs on order for Barcelona, Spain, for delivery in 2012

• Six MTS companies: two in Denmark, in the UK and in the US

• Two crane service companies in France and Morocco

• Purchase of 22% of shares in Kito

¾Capex on acquisitions and investments in associated companies EUR 46.5 million in 2010 ¾Acquisitive impact approximately 3% on orders and 2% on sales in 2010

• Port crane service and modernization company in Morocco – Konecranes’ first acquisition in North Africa • Before the acquisition Techniplus was the distributor of Konecranes’ lifttrucks and port equipment in Morocco • Techniplus has 120 employees and net sales of EUR 7 million (2009)

• The acquisition also includes the Peruvian start-up subsidiary • Specialized in providing overhead lifting solutions and maintenance services in Chile, Peru, and Bolivia • Installed base of almost 500 cranes, a majority of these built on Konecranes’ technology • Gruas Koman has 60 employees and net sales of EUR 7 million (2009)

Machine Tool Service market estimated to be 2x Crane Service market

Total market ~10 BEUR Open market >3 BEUR

Note that market share and size are based on Konecranes’ estimates as no comprehensive statistics are available. Market size ~8 BEUR Market size ~11 BEUR

17% (16)

FY 2010 FY 2010 1,546 MEUR 1,546 MEUR 57% 43% 30% 53% (1,671) (1,671) (63) (37) (29) (55)

Numbers are adjusted for sum to match 100%.

ROCE %

56.3

46.2*

29.5

24.3 24.2 19.3 17.8 17.2 13.7 10.8

*The 2007 ROCE including capital gain was 50.4%

• New orders grew in all regions and business units

• Profitability up on higher volume

• Order intake rose in all regions • New orders up in all business units, except Lifttrucks, which saw strong orders already in Q4/09 • Significant Port Crane orders both in Q4/09 and Q4/10

• EBIT margin improved due to cost savings and sales mix

*Q1/10 excluding dividend liability of EUR 53 million

37.6 MEUR capex on acquisitions and investments in associated companies in 2010.

MEUR Q4 2010 Q4 2009 % Change

Sales 469.4 428.9 9.5

Other operating income 1.1 1.1

Depreciation and impairments -8.0 -11.8

Other operating expenses -416.7 -396.0

Operating profit 45.8 22.2 106.9

Share of associates’ and joint ventures’ 1.2 -0.2 result

Financial income and expenses -1.6 -3.4

Profit before taxes 45.4 18.6 144.6

Taxes -13.5 -5.2

Net profit for the period 31.9 13.4 139.1

December 31, December 31, December 31, December 31, MEUR MEUR 2010 2009 2010 2009

Non-current 345.2 286.7 Equity 456.2 407.1 assets

Non-current Inventories 269.9 248.2 107.9 113.3 liabilities

Other current 462.0 387.9 Provisions 50.1 61.1 assets

Cash and cash 98.5 137.5 Current 561.2 478.9 equivalents liabilities

Total equity and Total assets 1 175.5 1 060.4 1 175.5 1 060.4 liabilities

MEUR Q4 2010 Q4 2009 Operating income before change in net working capital 53.8 36.4 Change in net working capital -31.0 64.4 Financing items and taxes 8.4 -10.8 Net cash from operating activities 31.2 89.9 Cash flow from investing activities -10.2 -18.4 Cash flow before financing activities 21.0 71.5 Proceeds from options exercised and share issues 0.1 0.2 Change of interest-bearing debt -27.4 -24.1 Net cash used in financing activities -27.2 -23.9 Translation differences in cash 1.3 1.5 Change of cash and cash equivalents -4.8 49.1 Cash and cash equivalents at beginning of period 103.3 88.5 Cash and cash equivalents at end of period 98.5 137.5 Change of cash and cash equivalents -4.8 49.1

MEUR Q4 2010 Q4 2009 % Change

Sales 469.4 428.9 9.5

Operating profit (EBIT), including restructuring costs 45.8 22.2 106.9

Profit before taxes 45.4 18.6 144.6

Net profit for the period 31.9 13.4 139.1

Net cash from operating activities 31.2 89.9 -65.3

Interest bearing net debt -17.4 -77.7 -77.6

Gearing (%) -3.8 -19.1 -80.1

Solidity (%) 44.7 45.1 -0.9

Return on capital employed (%), (R12M) 24.2 19.3 25.4

Return on equity (%), (R12M) 18.1 15.5 16.8

Equity per share (EUR) 7.6 6.8 11.7

Investments total (excl. acquisitions) 22.3 25.7 -13.0

Personnel at end of period 10 042 9 782 2.7

Personnel on average during the period 9 739 9 811 -0.7

© 2011 Konecranes Plc. All rights reserved. 36 THE LARGEST SHAREHOLDERS Market cap EUR 1,821 million excluding Largest shareholders on December 31, 2010 Number of % of all treasury shares shares shares

1 Htt 2 Holding Oy Ab 6,215,568 10.0 2 lmarinen Mutual Pension Insurance Company 2,074,522 3.4 3 Gustavson Stig, Chairman of the Board of 2,038,490 3.3 Konecranes 44.8% 38.5% 4 Varma Mutual Pension Insurance Company 2,005,275 3.2 5 Nordstjernan Ab 1,380,024 2,2 6 Nordea Investment Management, total 893,213 1.4 7 Sigrid Juselius Foundation 638,500 1.0 13.2% 8 SEB Gyllenberg Funds, total 604,317 1.0 4.4% 0.9 9 Handelsbanken Funds, total 548,310 *) According to the flagging 10 Folkhälsan non-governmental organization notification on January 5, 535,600 0.9 svenska Finland rf 2011, BlackRock Inc. holds 6,441,109 (10.39%) Konecranes’ treasury shares * 3 ,042,456 4.9 Trading information Konecranes Plc shares. • Listing: NASDAX OMX Helsinki Nominee registered shares 27,783,495 44.8 • Date of listing: March 27, 1996 • Segment: Large Cap Other shareholders 14,242,350 23.0 • Sector: Industrials • Trading code: KCR1V Total number of shares 62,002,120 100.0 • 1-12/10 average daily trading volume 349,257 shares, EUR 8.3 million *) Konecranes Plc is in possession of 2,524,760 own shares directly and 517,696 own shares indirectly through KCR Management Oy. © 2011 Konecranes Plc. All rights reserved. 37 INVESTOR PRESENTATION

• Konecranes in a nutshell • Long-term objectives • The big picture for Konecranes • Strategy going forward • Business Area Service • Business Area Equipment

Mission • We are not just lifting things, but entire businesses

We deliver the highest lifecycle value by focusing on: • Maximizing the productivity of uptime • Minimizing the cost of downtime

Vision • We want to be the undisputed leader of the lifting industry, and a benchmark for business performance and customer service

LIGHT LIFTING STANDARD DUTY HEAVY DUTY MANIPULATORS SYSTEMS CRANES CRANES

STRADDLE SHIP-TO-SHORE GOLIATH YARD CRANES CARRIERS CRANES SHIPYARD CRANES

NUCLEAR CRANES FORKLIFT TRUCKS SERVICE AND MACHINE TOOL AND REACH STACKERS MODERNIZATIONS SERVICE

2010 sales MEUR 1,546

Profitability • 10 % operating margin over the cycle Growth • Vision to reach a global market share of 30 % Capital structure • No quantitative target for the capital structure, but the optimal long-term gearing (net debt/equity) is considered to be in the range of 50-80 %

Developed markets • Outsourcing of service • Automation • Eco-efficiency • Safety

Developing markets • Significant share of industrial investments • Service market only recently started • Basic technology • Multiple local players

1. Our main strategy is to grow organically 2. In M&A, our first priority are bolt-on acquisitions 3. We also keep an open mind towards larger M&A

© 2011 Konecranes. All rights reserved. 50 WMI Cranes, India 2011 Kito (22%), Japan 2010 Machine Tool Solutions Unlimited, USA 2009 Dynamic Crane Systems, South Africa 2009 MAJOR Knight Europe, Germany 2009 ACQUISITIONS ACS Technologies, Austria 2009 AND Sanma, China 2009 JOINT VENTURES Electron Services, UK 2008 Ausio Sistemas, Spain 2008 Kongsberg Automation, Norway 2007 Consens Transportsysteme, Germany 2007 Savcor One, Finland 2007 Morris Materials Handling, USA 2006 Zaporozhcrane, Ukraine 2005 R.Stahl Fördertechnik, Germany 2005 SMV Liftrucks, Sweden 2004 Morris Material Handling, UK 2004 Meiden Hoist System Company (Joint Venture), Japan 2002 Noell Service und Maschinentechnik, Germany 2000 Trost & Hilterhaus, Germany 1998 MAN SWF Krantechnik, Germany 1997 Kranco, USA 1993 Lloyds British Testing, UK, Australia 1991 Landel, USA 1987 Verlinde, France 1986 R&M Materials Handling, USA 1983 Wisbech-Refsum, Norway 1973

Service Equipment 100 %

90 %

80 %

70 %

60 %

50 %

40 %

30 %

20 %

10 %

0 % 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

EMEA AME APAC 100 %

90 %

80 %

70 %

60 %

50 %

40 %

30 %

20 %

10 %

0 % 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

• Differentiation through service and technology innovation • Lifting people • Global footprint

• Alpha/beta channels • Global, demand-driven supply chain • Real-time information

MAXIMIZING THE PRODUCTIVITY OF UPTIME MINIMIZING THE COST OF DOWNTIME

SERVICE TECHNOLOGY

• Preventive approach • Increased R&D investment • Five service levels through the recession • Services for lifting • Focus on digital controls, equipment of every make software, automation and • 3,300 well-trained service enabling technologies technicians in 545 • High attention to safety, locations servicing contract quality and environment base of 377,000 items of • Smart Solutions to improve equipment customers’ productivity

Important issues of: COMPANY • Finding new talent CULTURE • Retaining old talent • Ageing population LEADERSHIP

PERFORMANCE MANAGEMENT

COMPETENCE DEVELOPMENT

Footprint expansion

Footprint expansion Footprint expansion Footprint expansion

● Main production sites ● Sales and service locations

• Access mid market segment in China • Further strengthening of manufacturing and sourcing in China

• Cross-distribution of certain products • Enhances presence in Far East and North America

• Development of offering in India • Adds in India to supply and sourcing network

*Closing subject to regulatory approvals

• Our market is fragmented and there is a large number of small crane builders out there who End users 1) do not have their own component technology Crane builder, Dealer 2) who buy hoists or crane kits from the market “Beta” (Konecranes “Alpha” brand) >We have a dual channel strategy (distribution brands) to maximize market coverage

Konecranes Group

● Main production sites

Globalization • 545 locations in 43 countries and growing

Productivity • Smart maintenance and Konecranes lifting equipment

Tighter time frames • No breakdowns with smart maintenance

Higher flexibility • Resources according to the need

Lack of competent resources • Global Training Network

Western countries - closed markets mostly in steel and ports

• Strong unions In-house Open Competing service market external Konecranes • Municipal owners 67 % 33 % suppliers > 20 % < 80 % Developing countries – dominance of in-house maintenance • Lack of service providers Total market ~10 BEUR Open market >3 BEUR • Poor service culture • Social responsibilities

Strategy in developing countries Machine Tool Service • Build local presence around own market estimated to be deliveries and FDI 2x Crane Service Market • Remote services • Acquisitions

Spare parts, Preventive Corrective Modernization Consultation accessories maintenance maintenance services services and lifting services services equipment

Predictive Inspection Planned consulting Spare parts services repairs Field services modernizations Equipment assesment services Maintenance On call repairs Accessories services Training services Engineered Repair shop Measurement modernizations Lifting services (in- services Remote equipment house repairs) services

FULL SCOPE • Fully outsourced OUTSOURCING 55 COMPLETECOMPLETE material handling

• Full scope maintenance 44 COMMITMENTCOMMITMENT outsourcing • Tied to customers KPI’s

• Preventive maintenance 3 CARE3 CARE contract

• Contract on periodic and scheduled 22 CONDITIONCONDITION inspections • Maintenance action recommendations

• One-off repairs, spare parts, 1 CONTACT 1 CONTACT inspections, modernizations, emergency on-call

ONE-OFF TRANSACTIONS

Contract base growth continues • 50 years’ experience of selling inspection and preventive maintenance contracts • 10 years’ experience of selling higher commitment contracts • Equipment sales opportunities (both won and lost cases)

Service innovation • Crane Relability Survey (CRS) • New measurement and analysis tools such as RailQ, RopeQ • Remote Services • More to come

Acquisitions • Acquisitions of small service companies will continue • Larger acquisitions normally add service business too

Parts • Activating sales to non-contract customers

CRANE RELIABILITY REMOTE SERVICES RailQ SURVEY (CRS) • Launched to support • New runway measurement • Designed to enhance safety, Konecranes advanced and analysis method improve performance, and maintenance concept • Customer gets a 3D model extend life span of equipment • Utilizes real-time equipment and report to bring runway • Customized review process and usage data back to accepted tolerances in-depth analysis • Maintenance needs and • Helps customers to create expert support can be maintenance plans, control optimized and predicted ownership costs and maximize ROI over equipment’s life-cycle

• Synergy from shared customers in Crane Service • Why Konecranes – a professional worldwide business partner with service as core competence • Located in countries with established Crane Service operations – Nordic countries, the UK, the US • Level 3 (preventive maintenance) or level 4 (outsourcing) contracts within general manufacturing

Smart growth • Fixed cost control – growth less than sales growth Investments will improve profitability once completed • New service products – differentiation and better profitability • New maintenance management software rollout underway • Service management training Supply and distribution of parts & materials • Distribution Centers (DCs) linked with service branches • Consolidating service purchase volumes via DCs

A UNIQUE BUSINESS IN THE INDUSTRY WITH ITS OWN RIGHT TO GROW

WIN-WIN SITUATION FOR CUSTOMER AND KONECRANES 9Improved productivity and uptime

3,300 service Own, 75% of Preventive Level-based Technicians dedicated equipment in maintenance service servicing management maintenance performed by concept up to cranes and contract base well-trained fully machine tools non- professionals outsourced of all makes Konecranes material equipment handling

2/3 OF THE INSTALLED EQUIPMENT SERVICED IN-HOUSE 9Productivity of the service technicians low 9Reactive maintenance > Too high downtime > Challenges to maintain skills to service modern equipment

Other suppliers Konecranes 87 % 13 % # 3…5 PORT CRANES

Equipment only

LIFT TRUCKS # 3…4

NUCLEAR Market CRANES just re-starting

• The lowest total cost of ownership • High quality • High reliability • Safe to operate and maintain • Performance • Ergonomics • Eco-efficient • Excellent service back-up

• Compact technical solutions • Additional semi or full automatic features • Workstation Lifting Systems – Products & solutions for light loads – Manipulators & light lifting equipment (from 60 kg to 2,500 kg) • Standard Duty Cranes – Typically general manufacturing applications (1 t… 80 t) – Good market coverage, streamlined sales and order execution process • Heavy Duty Cranes – Heavy loads (100 t … 1,000 t) & purpose build 24/7 process solutions – Mass customization and project management

• Serial produced crane components for industrial cranes – Electric chain and wire rope hoists – End trucks, controls, electrics

• Customers are local independent crane makers and distributors

• Complements and adds our geographical market coverage

• Brings additional scale benefits into our supply chain

• Advanced high performance solutions • Component , electronics and software synergies with Industrial Cranes (R&D, supply chain) • Steel structures by global subcontracting • Full offering for container handling – Ship-to-Shore cranes (STS) – Rail Mounted Gantry cranes (RMG) – Rubber Tyred Gantry cranes (RTG) – Automatic Stacking Cranes (ASC) – Straddle Carriers (SC) • High capacity bulk material unloaders (coal, iron ore) • Large, high lifting capacity (..1,200 t) cranes for shipyards

• Full offering from 10 tons upwards – Fork lift trucks (up to 60 tons) – Empty container handlers – Reach stackers • Not in below 10 tons mass market • Premium class – Performance – Reliability – Driver comfort, ergonomics – Safety – Lowest total cost of ownership • Same customers as in Ports Cranes and Industrial Cranes • Own direct sales, distributors and agents across the globe • Active cross-selling for cranes (and vice versa) • Components by subcontractors, assembly & testing by own operations

• All nuclear material handling equipment needed in nuclear power plants – We are the only the kind of vendor • Over 50% of the existing plants have our equipment • Safe, reliable, compact and high quality solutions • Same solutions in new equipment and in modernizations Standard components • Covering the whole world, currently the strongest position in USA

© 2011 Konecranes. All rights reserved. 80 GROWTH AGENDA • World’s most compact polar Organic – introduce new products crane • Cask transporter PAST 18 MONTHS Lifting for spent fuel Volume capacity • New >32 tons (Pcs) (tons) model family • Several safety enhansing Shipyard cranes features 1000 1 Chain hoist Port Cranes family for Polar crane 10 developing markets 100 100 Lift trucks Charging crane

Standard Duty Cranes 1000 Heavy Duty Cranes 10 Light Crane Systems Wire rope hoist 10000 1 Electric chain hoist Manipulators Manual winch Smarton: New, modularized 100000 Renewed wire core product family, with Delivery time: Hours rope hoist Q- smart user friendly safetyYears & platform, adding Price: 0,1k€ productivity features Nx10m€ smart features

End users: End users: FDI FDI Prime SOE International Indian

Prime SOE Prime Chinese Prime & developing Indian (Prime Chinese) Developing Chinese Local Indian Local Chinese

”~ + 10 % p.a.” ”~ + 30% p.a.” ”WRH ~200,000…250,000 pcs” ”WRH 15,000 pcs”

• Quality, safety, technology: price premium • Modular products – Serial effect for components • Purchasing – Global sourcing – Consolidate vendors – Smart partnerships – Focus on saving in complete costs of operations • Cost efficient manufacturing, with constant focus on improving productivity

Assembly Lift trucks Own operations

Steel structures, Industrial cranes High volumes: Low volumes: crane assembly Port cranes own operations subcontracted

High volumes: Single units: Components Hoists & trolleys own operations subcontracted Electrics Own operations

Parts End trucks • Load carrying key parts: Rope drums own operations Wheels • Target for scale benefit Gears

• Supply chain = global & demand driven • Protect & manage your know-how $ € ¥ • Target scale benefit: – Via lower level component families – Via benefiting from similar type of production • Develop supply chain, which is able to balance exchange rate fluctuations • ”Own plant must always be overloaded” • Have flexibility buffer in own plants: – Rented labor in EU – Outsource also part of own production

• Consolidate part of outsourced production in China into Sanma, i.e. Sanma = – Own Chinese brand with own products – Part of our global supply chain

• WMI (India): India to enter into our supply chain Our LCC hubs • Ukraine (Zaporozch): Development to continue

* 2007 EPS excl. capital gain EUR1.95 ** Board’s proposal to the AGM

Pekka Lundmark, President and CEO Tel. +358 (0)20 427 2000 [email protected]

Teo Ottola, Chief Financial Officer Tel.+358 (0)20 427 2040 [email protected]

Miikka Kinnunen, Director, Investor Relations Tel. +358 (0)20 427 2050 [email protected]

Anna-Mari Kautto, Assistant, Investor Relations Tel. +358 (0)20 427 2960 [email protected]