Slide 1:

PACIFICA GROUP LIMITED FINANCIAL RESULTS FOR THE YEAR ENDED 31 DECEMBER 2000

Slide 2:OPERATING FINANCIAL SUMMARY FOR THE YEAR ENDED 31 DECEMBER 2000

$ Millions % CHANGE 2000 1999 SALES 1,083.6 893.0 +21% EBIT after GOODWILL 79.3 75.4 +5% NET INTEREST (23.5) (22.2) PROFIT before TAX 55.8 53.2 +5% TAX EXPENSE (11.7) (16.1) OUTSIDE EQUITY INTERESTS (10.7) (4.2) PROFIT AFTER TAX pre ABNORMALS 33.4 32.9 +2%

Slide 3:FULL YEAR 2000 HISTORICAL TRACK RECORD

PROFIT AFTER TAX $ Millions EARNINGS PER SHARE Cents Pre Abnormals

Slide 4:FINAL DIVIDEND - 2000

FINAL DIVIDEND 10.5 cents (‘99 10.5 cents) FRANKED 55% (‘99 - 100%) TOTAL DIVIDEND 19.0 cents (‘99 17.5 cents) BOOKS CLOSE 28 MARCH 2001 DIVIDEND PAID 6 APRIL 2001

Slide 5:FULL YEAR 2000ABNORMAL ITEMS

Australian Government Investment Incentive - 1999 5.5 3.8 Provision for closure costs of Lionweld Kennedy (France) (3.5) (3.6) Restructuring and rationalisation of Construction Products Division including redundancies (3.9) (2.9) Goodwill write-down relating to Construction Products Division (36.1) (36.1) Pre Tax After Tax $ Mill $ Mill

Slide 6:OPERATING CASHFLOW

OPERATING CASHFLOW PER SHARE (Cents) Ongoing strong cashflow Excellent working capital management particularly Automotive Knoxville - generated A$54 million operating cash - repaid A$30 million debt - regularly operated with negative working capital 35c 35c 57c 43c 78c 84c

Slide 7:OPERATING CASHFLOW (continued)

2000 1999 Change $ Mill $ Mill $ Mill % Group EBIT before equity profits 68.2 66.1 Depreciation/Amortisation 64.8 56.7 Cash EBIT 133.0 122.8 +10.2 + 8% Bendix Dividends 9.9 9.1 Net Interest Payments (24.4) (21.4) Tax Paid (11.9) (8.6) P&L Cash Flow 106.6 101.9 + 5% Change in Working Capital 23.2 10.2 Abnormal Items (5.6) - Operating Cash Flow 124.2 112.1 +12.1 + 11% GCFPS 84c 78c + 8% Debt/Equity % 61% 64% Net Debt $277 Mill $277 Mill

Slide 8:CAPITAL EXPENDITURE

Capex/ Depn 2.8 6.1 3.9 1.9 1.4 NET CAPEX $Mill 0.9 Continued strategic capex adequately funded by internal cashflow Automotive represented 87% of expenditure Majority continues to be for offshore growth (Columbia and extra capacity for Knoxville) Go forward capex moderates to below depreciation

Slide 9:ASIAN BUSINESSES

Asian recovery in all Divisions Construction now profitable Strong Automotive result particularly Thailand Plastics growth in China However - there are some signs of softening 1996 1997 1998 1999 2000 Sales ($ Mill) 71.1 76.0 57.6 80.7 109.7 EBIT ($ Mill) 8.8 7.9 1.1 3.3 10.3 EBIT/Sales % 12.4% 10.4% 1.9% 4.1% 9.4%

Slide 10:TAX RATE ANALYSIS

2000 1999 BASE CORPORATE RATE 34.0% 36.0% PACIFICA NORMALISED RATE 26.1% 36.7% (Excl. Associate company profits) Favourable - major items Tax Free/Lower o/seas tax rates - 4.5% - 4.2% R&D Expenditures - 1.5% - 1.7% Asian Investment allowances - 1.6% - 0.7% Sundry - 3.7% - Over provision prior year - 3.5% - Unfavourable - major items Non deductible depreciation + 0.9% + 0.9% Goodwill + 4.5% + 5.2% Off shore losses not tax effected + 1.5% + 0.9% Sundry - + 0.3%

Slide 11:

John MacKenzie President Automotive Division

Slide 12:FULL YEAR 2000PBR INTERNATIONAL 

2000 1999 % CHANGE Sales Revenue $ Millions 762.6 577.9 32% EBIT $ Millions 75.9 60.9 25% EBIT/Sales% 10.0% 10.5% OVERVIEW The North American market for cars / light trucks was a record 17.4 million vehicles. This higher demand drove sales increases for the USA plants and Australian exports PBR Asian sales and profits were very strong PBR Australia margins were impacted by adverse currency on imported components Aftermarket profitability improved as these costs were passed on

Slide 13:FULL YEAR 2000PBR INTERNATIONAL 

OVERVIEW (continued) The PBR Columbia plant started casting calipers and performance was to forecast Knoxville successfully installed increased plant capacity to meet higher demand from General Motors as new truck models were introduced. Margins improved to 8% in the last quarter Friction material contribution was excellent

Slide 21:

Construction Products Division

Slide 22:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

2000 1999 % CHANGE Sales Revenue $ Millions 170.5 176.0 - 3% EBIT $ Millions (4.6) 6.2 EBIT/Sales % (2.7%) 3.5% OVERVIEW Subdued sales conditions in Australia/New Zealand and UK - AUST / NZ down 11% - UK down 4% Asia progress pleasing - sales up 21%

Slide 23:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

OVERVIEW (continued) Melwire restructuring complete LWK France being closed - operating losses totalled $1.0 million pre tax Abnormal restructuring of Lionweld Kennedy undertaken Divisional goodwill written down by $36 million

Slide 24:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

AUSTRALIA / NEW ZEALAND Minimal major project work due to depressed mining sector Increased levels of activity and enquiry towards end of year Concentration on expanding the product range through the existing network cast access covers glass reinforced cement drainage products architectural aluminium sunscreens Performax mining screens - patented Melwire restructuring complete with benefits now being recognised further operating efficiencies to come in new factories Introduced contract engineering capability to the region

Slide 25:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

ASIA Year on year significant improvement All units increased sales All units profitable except Thailand and Wuxi Regional management structure is working effectively Continuing signs of market improvement

Slide 26:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

EUROPE / MIDDLE EAST Strong UK currency continued to have negative impact on export activity and domestic margins Senior management changes effected in UK - MD - FD - France GM Highways Division affected by UK floods in H2 - work deferred Middle East at break even - market demand is confirmed

Slide 27:FULL YEAR 2000CONSTRUCTION PRODUCTS DIVISION

EUROPE / MIDDLE EAST (continued) Substantial rationalisation and restructuring of businesses undertaken - Access, Highways, Contracting and Rawlsons come under single co-ordinated control of Rod Samimi - Smaller businesses folded into main site - France being closed as soon as possible - Prudent review of long term contract values in Contracting

Slide 28:Summary of Actions taken in 2000

Sales 2000

Slide 29:

Mike Dwyer Managing Director Plastics Division

Slide 30:FULL YEAR 2000PLASTICS DIVISION 

2000 1999 % CHANGE Sales Revenue $ Millions 150.5 139.1 8% EBIT $ Millions 10.1 10.8 - 6% EBIT/Sales% 6.7% 7.8% OVERVIEW Margins squeezed through further significant raw material cost escalation Asian results continued to improve Improved results in Australian Automotive and Industrial plants

Slide 31:FULL YEAR 2000PLASTICS DIVISION 

OVERVIEW (continued) Sales volume growth in Asia, but Australia and New Zealand well down (particularly 2nd half) Restructuring costs of $0.7m included in this result. EBIT/sales would have been 7.0%

Slide 32:FULL YEAR 2000PLASTICS DIVISION

AUSTRALASIA Unexpected decline in second half sales affecting all except the Automotive sector Volume down despite sales dollar increase Cartridge manufacture successfully consolidated in Sydney New Zealand economy showed improvement late in the year ASIA Sales revenue up 48% EBIT / Sales 9% despite margin loss as raw material costs increased Asia now 30% of Viscount’s sales, EBIT and fixed assets China management streamlined

Slide 34:FULL YEAR 2000PLASTICS DIVISION

CURRENT PRIORITIES Asset utilisation - capex tightened Previous Asian acquisitions put on hold Process technology focus Opportunities in China New products

Slide 36:OUTLOOK

Year 2001 Sales will grow by more than 10% USA Automotive demand will fall but PBR volumes will continue to grow Australian general demand will remain weak Automotive down marginally Plastics weak Webforge/Melwire a little stronger PBR Knoxville should get benefit of last year’s improvements plus further gains Strong cash flows to continue (reduced gearing) Fall in capex to below depreciation Transformation into Industrial Technology Company Portfolio and capital management under active review. New CEO

Slide 37:OUTLOOK (continued)

Next 3 years Continued growth from past investments in USA and Asia Lower capital expenditure Increasing asset turns Strong cash flows All ratios improve as new plants mature Conversion into Industrial Technology Company Growth from new Automotive contracts eg. Corvette Corners, Introduction of new products, eg. Electric Banksia, Auriga, Disc Rotors Greater R&D and focus on leveraging technology

Slide 38:

SALES GROWTH $ Mill

Slide 39:

PACIFICA GROUP LIMITED