Scope of Operations

1. Certain information regarding Linamar set forth in this presentation and oral summary, including management’s assessment of the Company’s future plans and operations may constitute forward-looking statements. This information is based on current expectations that are subject to significant risks and uncertainties that are difficult to predict. Actual results may differ materially from these anticipated in the forward-looking statements due to factors such as customer demand and timing of buying decisions, product mix, competitive products and pricing pressure. In addition, uncertainties and difficulties in domestic and foreign financial markets and economies could adversely affect demand from customers. These factors, as well as general economic and political conditions, may in turn have a material adverse effect on the Company’s financial results. The Company assumes no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those reflected in the forward-looking statements.

2. 22% Aerial Work Platform 45% Light Vehicle Engine 13% Off Road Scope of Operations Transmission 29% Industrial 7% Other Industrial Products Driveline 13% Med/Heavy Duty Truck 71% Powertrain/Driveline

3. Scope of Capabilities

4. OPERATIONAL PHILOSOPHIES • Small manageable autonomous profit centres • Product focused factories utilizing flexible equipment wherever possible • Plant clusters (link and leverage). • Decentralized organization. • Commitment to continuous improvement. • Stepping Stool goal setting & performance measurement system. 24 Facilities ISO/TS 16949 10 Facilities QS 900025 Facilities ISO 14000 Global Presence & Operational Philosophies Manufacturing Facilities (38); Sales Offices (10): Technology Development Centres (5): Employees (11,752) Manufacturing Facilities (25)CANADA Manufacturing Facilities (1)GERMANY Manufacturing Facilities (1)KOREA Manufacturing Facilities (4)MEXICO Manufacturing Facilities (2)JV Manufacturing Facility (1)USA Manufacturing Facilities (3)HUNGARY Manufacturing Facilities (1)CHINA

5. Sales GrowthQ3 2007 CAGR +13.4%

6. Earnings Growth - Net Earnings from Continuing OperationsQ3 2007 CAGR +12.5%

7. Our People • Technical Workforce • 1,177 technical employees • Average seniority, 9.8 years • Apprentice workforce grew 37.0% in last 12 months. (+57) • Training • 104,782 training hours logged YTD in 2007. • Management Depth • Average seniority, 9.97 years • Diversity • 51 first languages spoken at Linamar

8. A Struggling Manufacturing Sector

9. Contributors to Linamar’s Success • Relentless drive to improve competitiveness. • Focus on maximizing opportunity. • Strong culture

10. Opportunity Culture Sell Quote Speed Strategy Communication Reward Desired Behaviour Demonstrated Behaviour at Most Senior Levels Competitiveness, Opportunity & Culture Competitiveness Innovation Efficiency Speed SMART CAPABLE PEOPLE WITH A SKILL BASED FOUNDATION

11. Product Innovation Planning Process Innovation Purchasing Continuous Improvement Efficient Taxation &Regulatory Environment Availability of People Cost of Living Personal Taxation Immigration Policy Schools Competitiveness Innovation Speed Efficiency Labour Cost & Efficiency Manpower Utilization Labour Rates Consumer Good Costs SMART CAPABLE PEOPLE WITH A SKILL BASED FOUNDATION = Government

12. Product Innovation Planning Process Innovation Purchasing Continuous Improvement Efficient Taxation &Regulatory Environment Availability of People Cost of Living Personal Taxation Immigration Policy Schools Competitiveness Innovation Speed Efficiency SMART CAPABLE PEOPLE WITH A SKILL BASED FOUNDATION Labour Cost & Efficiency Manpower Utilization Labour Rates Consumer Good Costs = Government

13. Serious Shortage in Ontario of Skilled Workers • Fewer and fewer skilled workers actively working in Ontario • Apprentice registration growing but not quickly enough • Average age of an apprentice in Ontario 28 vs. 16 in Europe

14. Steering Committee Established to Address the Problem

15. The Solution • Skills based education for all employees. • Secondary and Post Secondary School level engagement. • Build on Success of Specialist High Skills Major Program (SHSM). • Top to bottom skills integration: Secondary School College University

16. A Model for the Future Science Trade & Technology Major Program

17. Building On Our Successes . . . • Specialist High Skills Major Program (SHSM) • Recently launched by Government of Ontario. • Encourages high school students to select a major in a skill area and complete course work and practical experience in accordance. • Expand Concept to Next Level. • Ensure course load creates full flexibility around eligibility for university, college, apprenticeship or work: 1 path 4 destinations • Create trade and non trade majors. • Trade majors utilize 3rd, 4th and 5th years of high school to allow for close to 50% of required apprentice hours to be completed. • Incorporate authentic/real life settings and tasks • Develop a multi disciplinary reach • Manufacturing • Construction • IT • Media Arts & Culture • Business/Retail

18. Vision • Create a more flexible secondary school system that graduates students with the skills that align them with real-world opportunities and demand • Have a society that equally values careers built on skilled trade designations, college diplomas or university degrees

19. Goal • A skill based workforce that drives innovation and competitiveness and stimulates our economy to thrive globally • Every student, every school

20. BALANCE - Balance our secondary school curriculum around our students skills, interests and aptitudes FLEXIBILITY - Develop course content that sufficiently allows graduate to go to work, finish apprenticeship, or attend college or university TARGETED - Enhance the curriculum in high schools to match the current and future employment demands CREATIVE & PRACTICAL - Establish learning that is creative, innovative, appealing to the student and practical, based on authentic, real-life activities FOCUSED - Guide/encourage students to pick a sector and skill area to major in at an earlier stage COMPREHENSIVE - Teach sector specific courses, academic courses contextualized for that sector, and on the job training that includes completion of a portion of apprenticeship hours for trade majors Key Elements of the Program

21. STTM OSSD Grades 5 - 8 Introduction to hands on learning & technology Grades 9 – 12/13 Science, Trade & Technology Major Pathway Grades 9 – 12General Pathway • More technically focused classes (English, math, science via contextualized units) • Trade & non trade majors • Best & brightest students, the high achievers • Theory taught around a skill • Trade majors – utilize 3rd - 5th years to log between 2,100 & 3,800 on the job apprentice hours* OSSD University College Apprenticeship/Work * Remaining hours to 8,000 required can be completed through 6-7 coop terms at university or college or 2 years of full time work

22. Carpenter Construction Engineering Technologist Architect Civil Engineer College University Some Practical Examples Machinist College Mechanical Engineering Technology, Automated Manufacturing Mechanical Engineer University IT College Computer Programmer Software Engineering Technology Systems Engineer University Business & Retail College Merchandising/Marketing Bachelor of Commerce University Media Arts & Culture College Theater Arts Technical Production Bachelor of Arts University

23. Example: school for innovationin manufacturing • On-site Early shop floor experience • Hands-on training with theory • Project and problem-based curriculum: An authentic business development project. • Identify a problem and design a product to fill that market. • Build a business plan. • Design a manufacturing process. • Build the product. • Entrepreneurial business models – building a business on your ideas • Robotics competitions • integrating programming • Environmental issues / product development • Executive in Residence Programs – learning from the entrepreneurs

24. Example: School for Young Writers Media Arts & Culture Stream • What If? Magazine • Radio Broadcasting • national schools’ web-streamed radio station managed from SJK • Writer-in-Residence programs • New Media websites / animation ... • Community arts involvement • Elora Writers’ Festival, Eden Mills Festival Multiple majors in some sectors – writing, drama, choral music–possible. Decisions informed by local industry needs, labour market trends

25. Pilot Projects • Target more than 1 Secondary School in Ontario. • In advanced discussion with St. John’s Kilmarnock School to be a pilot site. • Proposing pilot concept to other school boards currently.

26. Time Line Stage 1 – Planning & Establishing Framework Feb 2007 Advisory Council Formed Feb 2007 Steering Committee Formed Feb 2007 Steering Committee Meetings Started Aug 2007 Update to Advisory Council Stage 2 – SJK Launch Sept 2007 SJK’s Fifth Year Program Introduced Sept 2008 SJK - Manufacturing / Arts & Culture Major launched Sept 2009 SJK - Construction / Information Technology Major launched Sept 2010 SJK – Business/Retail Major launched June 2011 SJK - First Science, Trade & Technology Major Graduating Class (4 year) Stage 3 – 2008+ Promote Beyond SJK 2008+ Share Program success to inspire other schools in Ontario & Canada to follow suit.

27. INDUSTRY System generates people needed to build our business. GOVERNMENT Increased competitiveness; growth creates jobs. UNIVERSITY Students with a hands on aptitude ready to build on those skills through theoretical study in a university degree program. STUDENTS Tangible immediate success to motivate them to further development, apprenticeship pay creates sense of self sufficiency and funds their future. SECONDARY SCHOOLS Chance to contribute to economy’s needs in a unique, ground breaking way that will become a Global Benchmark. Benefits STTM Program COLLEGES Students already conversant with skills motivated to complete their skills education or build on those skills in an applied program.

28. Top to Bottom Skills Integration Closing the loop on a skill based workforce to drive Innovation and Competitiveness Secondary School College University

29. Certain information regarding Linamar set forth in this presentation and oral summary, including management’s assessment of the Company’s future plans and operations may constitute forward-looking statements. This information is based on current expectations that are subject to significant risks and uncertainties that are difficult to predict. Actual results may differ materially from these anticipated in the forward-looking statements due to factors such as customer demand and timing of buying decisions, product mix, competitive products and pricing pressure. In addition, uncertainties and difficulties in domestic and foreign financial markets and economies could adversely affect demand from customers. These factors, as well as general economic and political conditions, may in turn have a material adverse effect on the Company’s financial results. The Company assumes no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those reflected in the forward-looking statements.