1. Concentric AB Ian Dugan/David Bessant 20 May 2011

2. Introductions  Ian Dugan – Chief Executive  David Bessant – Chief Financial Officer  David Woolley – Senior Vice President, Europe and India  Len Mason – Senior Vice President, Americas  David Williams – Group Technical Director (Engine Products)  Bill Pizzo – Vice President, Global Hydraulics Engineering 220 May 2011

3. Concentric AB - Agenda A global leader in the design and manufacture of pumps for diesel engines and hydraulic systems  Concentric – built on a solid foundation  A streamlined business  A focused strategy towards growth 320 May 2011

4. Concentric AB  Built on a solid foundation  A streamlined business  A focused strategy towards growth 420 May 2011

5. 5 Concentric AB – Overview  Concentric AB is organized regionally  Two regions – Americas and Europe and ROW  Manufacturing occurs in the UK, India, China, Sweden, Germany and the US close to customers  The company employs 1,156 people  Focus on four end markets – Truck, Agricultural machinery, Construction equipment and Industrial applications  We make pumps for diesel engines, used for pumping lubricating oil, coolants and diesel fuel  Concentric AB is the global market leader in engine pumps in the 0.8 - 2 litre per cylinder niche  Largest customers are engine manufacturers and large truck manufacturers which produce diesel engines for their own trucks and construction machinery  We make gear pumps for a broad range of hydraulic pump applications  Concentric AB is a market leader in niches such as fan drives and supplementary power steering  Largest customers are OEMs of a wide range of industrial vehicles, agricultural machinery and construction equipment

6. History 1921 Concentric founded in Birmingham, England 1929 JS Barnes Company founded in Rockford, USA 1948 Concentric makes first engine pump 1977 JS Barnes focuses on hydraulic pumps Mid 1980sHesselman, Haldex and Garphyttan consolidates under the name Haldex AB 1987Haldex acquires JS Barnes 1991Haldex acquires Reichert, a Vickers company 2002Group of companies comprising Barnes, Vickers and Hesselman is renamed Haldex Hydraulic Systems Division April 2008Haldex Hydraulic Systems Division acquires Concentric Spring 2011Haldex Hydraulic Systems Division is renamed Concentric AB to prepare for demerger and listing on OMX NASDAQ 620 May 2011

7. End Markets 720 May 2011  Diverse spread of platforms across four end markets  Multiple growth opportunities Source: 2010 Group sales

8. Blue Chip – Customer Base 820 May 2011  Top 10 customers account for 64% - reflects engine products customer concentration  Other customers account for 36% - reflects diverse base in hydraulics products (700+) Source: 2010 Group sales Top 10 Customers

9. Extensive Product Portfolio We offer best in class technologies, focused on fuel economy, emissions reduction and noise management, with the major products including:  Oil pumps, fixed and variable displacement, mechanical or electronic control  Water pumps, fixed and variable control with future stretch for electrification  Fuel transfer pumps, mechanical with electrification options  Hydraulic pumps and motors featuring low noise, low speed and high power density 920 May 2011 Key new products include:  Alfdex oil mist separators  Hydraulic Hybrid drive systems offering 40-50% fuel savings and engine downsizing options  Varivent EGR pumps to provide greater mass of re-circulated exhaust gas, reducing emissions Variable Flow Coolant Pump Alfdex: Oil mist separator Variable Flow Oil Pump Hydraulic Hybrid Drive System

10. Hof, Germany Manufacturing Skånes Fagerhult, Sweden Manufacturing Rockford, Illinois USA Manufacturing Suzhou, China Manufacturing Landskrona, Sweden Manufacturing Itasca, Illinois Manufacturing & Distribution Birmingham, UK Headquarters Manufacturing & Distribution Pune, India Manufacturing Global Infrastructure 1020 May 2011

11. Global Manufacturing 1120 May 2011 Birmingham, UK Production Sites Rockford, USA Skånes Fagerhult, Sweden Hof, Germany Itasca, USA Suzhou, ChinaLandskrona, Sweden Pune, India

12. A Solid Financial Position (Key Metrics) Q1 2011 2010  SalesSEK 554m SEK 1,977m  Sales growth 1) 11% 53%  Material % of sales52% 49%  EBITDA margin15.1% 12.7%  Operating income 2) SEK 66m SEK 151m  Operating margin 2) 11.9% 7.6%  Operating free cash flowSEK 44m SEK 272m  Working capital as % of sales 3) 0.4% 0.3%  ROCE 2) 16.5% 12.1%  Debt/equity ratio 3) 39.0% 41.5% 1) Like-for-like sales growth, constant currency 2) Before items affecting comparability (demerger costs, restructuring expenses and capital losses) 3) Pro forma financial information 1220 May 2011

13. Q1 2011 Comments 1320 May 2011 Profit development Sales development Cash flow development Constant currency 11.5% above Q4 2010 11.9% EBIT vs 10.2% in Q4 - Currency - Growth pressure on accounts receivable - CAPEX to fund growth - Material price pressure - Double corporate costs (SEK 3m) - Listing advisor costs (SEK 5m) - Drag-through benefit of restructuring - Supply constraints SEK 44m Free cash flow

14. Concentric AB  Built on a solid foundation  A streamlined business  A focused strategy towards growth 1420 May 2011

15. Strongly impacted by the downturn...  In Q1 2009 sales fell by 31% versus Q1 2008  Reaching a low point in Q3, 2009 where sales fell 46% year-on-year  Throughout this difficult period, robust management action ensured that the business remained consistently cash generative  In 2009, the business generated SEK 64m of operating free cash flow despite the fall in sales 1520 May 2011

16. ... but decisive actions have been taken  Blue Collar staff and variable overheads were flexed in line with sales  Reduced headcount from 2,662 employees in April 2008 to 1,156 employees by the end of 2010  Protected key staff and know-how, to secure growth post the Recession  Material escalator pass through agreements, were driven through the customer base  Won opportunistic new contracts from competitor distress  Removed surplus and non value adding capacity  Sold majority interest in operation in Qingzhou, China and closed a manufacturing plant in Statesville, USA 1620 May 2011

17. Lean Operational Structure 1720 May 2011  Decentralized organization - all sites profit and cash accountable  Supported by best practice, in design and manufacturing USA UKGermanySwedenIndiaChinaSweden

18. Concentric AB  Built on a solid foundation  A streamlined business  A focused strategy towards growth 1820 May 2011

19. Vision - Leading the Way Mission Vision Values Concentric AB is a global company specialising in fluid dynamics and fluid power technologies that provide better fuel economy, emissions reduction, vehicle control and productivity in trucks, buses and agricultural and other off-road vehicles We are a global leader specialising in engines and hydraulics, delivering custom solutions in application niches where we add value to the customer’s products To remain the industry global leader providing innovative energy saving technology via a global manufacturing footprint adjacent to our customer Technology + Innovation = Sustainability Strong sense of ethics Respect for the individual Elimination of waste 1920 May 2011

20. Environment and Regulation Global infrastructure growth Concentric pursues a strategy of continuous product development to enable our customers to meet and exceed increasingly stringent environmental requirements. The company is a world leader in this area and offers a portfolio of competitive products that contribute to more efficient emission control, superior fuel economy and noise reduction Continued infrastructure growth, particularly in developing economies will continue to stimulate long-term growth for the Company’s products used in transportation, mining, construction, agriculture and power generation sectors, above GDP growth Market Drivers Positive Underlying Growth 2020 May 2011 Forecasted Real GDP growth (% change, year on year) Country/ region20052006200720082009201020112012201320142015 Brazil3.246.15.2-0.67.54.54.1 4.2 China11.312.714.29.69.210.39.69.5 Euro area1.73.12.90.4-4.11.71.61.8 1.91.8 India9.29.79.96.26.810.48.27.88.28.1 Japan1.922.4-1.2-6.33.91.42.11.71.51.3 Unites States3.12.71.90-2.62.8 2.92.7 Source: International Monetary Fund, World Economic Outlook Database, April 2011 Emission limit, Regulation

21. A Focused Strategy  Market leading positions in both diesel engine and hydraulic pumps, enables Concentric to take full advantage of strong underlying market growth and to leverage its technology to meet increasingly stringent environmental demands  Maintain  a diverse spread of end-markets and geographic activity to reduce economic and legislative cyclicality of revenues  a competitive cost structure and maximize operational leverage to drive profit and cash conversion  a leading position in the premium hydraulic pumps segment in both North America and Europe  Use the existing infrastructure to expand the scope for specialist hydraulic gear pumps in India, China and Brazil  Actively explore complimentary bolt on acquisitions 2120 May 2011

22. Financial Targets 2220 May 2011 Operating income (EBIT) Organic Growth Calculated on a constant currency basis and driven by new emissions legislation and global infrastructure growth Calculated on a constant currency basis and driven by a lean manufacturing operation supported by global sourcing and cost effective design Capital structure Dividend 11% EBIT margins 7% CAGR 1/3 of net income Comments Targets (over a business cycle) Debt/equity ratio < 1.0

23. 2011 Outlook Comment  Applied to Concentric’s business mix, underlying market statistics currently indicate around 11 percent growth in constant currencies for the full year 2011 versus the full year 2010 2320 May 2011

24. Summary – Well Positioned for Growth 2420 May 2011 Experienced management, decisive and quick to act Maintaining lean structures to maximise drop-through as volumes recover Streamlined during the financial crisis Built on a solid foundation A clear history of delivering profit and cash through the business cycle A focused strategy towards growth - Products, people, resources, markets and customers, all developed and moving forward - Clear and transparent drivers of growth, strong history of successful execution

25. Appendix 2520 May2011

26. Appendix Financial Performance 2620 May 2011 Key figures20112010 2009 SEK mQ1Q4Full year Net sales5545201,9771,406 EBITDA 1) 847325228 Operating income 1) 6653151-79 Operating free cash flow4412527264 Working capital 2) 86650 Capital employed 2) 1,0771,132 1,363 Net debt 2) 282312 510 1)Before items affecting comparability (demerger costs, restructuring expenses and capital losses) 2) Pro forma financial information

27. Appendix Financial Performance 2720 May 2011 Key metrics20112010 2009 Q1Q4Full year Sales Growth 1) 11.5%53.0% EBITDA margin 2) 15.1%14.0%12.7%2.0% Operating margin 2) 11.9%10.2%7.6%(5.6)% ROCE 2) 16.5%12.1% (4.4)% Working capital as % of sales 3) 0.4%0.3% 0.6% Debt/equity ratio 3) 39.0%41.5% 67.5% 1) Like-for-like sales growth, constant currency 2) Before items affecting comparability (demerger costs, restructuring expenses and capital losses) 3) Pro forma financial information

28. Any Questions 2820 May2011