This document provides an overview of Cummins Power Generation's investor conference in September 2006. It introduces the company's leadership team and other important people. It then discusses Cummins' strategic principles, disclosure of forward-looking statements, and the agenda for the conference, which includes discussing the power generation market, Cummins' financial performance, and sustainability of its performance through growth opportunities and building blocks.
2. Welcome and Introductions
Tom Linebarger – President
Tony Satterthwaite – Generator Sets
Karen Battin – Finance leader
Thad Ewald – Power Electronics
Elizabeth Carey – Engineering
Fiona Devan – Human Resources
Char Niemczura – Customer Support
Lisa Yoder – IT
Richard Eikill – Consumer
Claire Roper – Cummins Generator Technologies
2
3. Other People of Importance
Scott Schneider – Fridley Plant Manager
Denise Goffinet – Staff Assistant
Investor Relations Staff
Dean Cantrell
Troy Dewar
Lea Cain
3
4. Disclosure Regarding Forward-Looking Statements
and non-GAAP Financial Measures
This presentation contains certain forward-looking information.
Any forward-looking statement involves risk and uncertainty.
The Company’s future results may be affected by changes in general
economic conditions and by the actions of customers and competitors.
Actual outcomes may differ materially from what is expressed in any
forward-looking statement. A more complete disclosure about forward-
looking statements begins on page 60 of our 2005 Form 10-K, and it applies
to this presentation.
This presentation contains certain non-GAAP financial measures such as
earnings before interest and taxes (EBIT). Please refer to our website
(www.cummins.com) for the reconciliation of EBIT to GAAP financial
measures.
4
5. Agenda
Market overview
Financial performance
Sustainability of performance
Growth
Building blocks
Reducing volatility
5
6. Cummins Inc.
Power Components Distribution
Engines
Generation
6
7. Cummins Inc.
Key Strategic Principles
Distribution Leverage complementary
10%
businesses
Create shareholder value
Components
Low cost producer
17%
Grow in related markets
Demonstrate a performance ethic
Engines
56%
Power
Increase profitability and cash flow
Generation
17%
Maintain strong balance sheet and
invest in growth
2005: $9.9B
Maximize shareholder value
7
8. Agenda
Market overview
Financial performance
Sustainability of performance
Growth
Building blocks
Reducing volatility
8
9. Where Does Cummins Compete?
Sales of Power Generation Equipment
2005 Total = 171 gigawatts
Standby Power: 26 gigawatts
Centralized Power
(Utilities):
Mobile Power: 15 gigawatts
105 gigawatts
Distributed Generation:
25 gigawatts
9
Source: EIA, Parkinson
10. Standby Power
Uses
Codes and standards
Emergency response
Avoid economic loss
Customers
Commercial buildings
Datacenters
Sewage treatment plants
Natural gas or diesel fueled
CMI Share 33%
Drivers
Non-residential construction
Utility power reliability
Economic dependence
10
11. Distributed Generation
Uses
Grid substitution and supplement
Off-grid use
Self generation
Peaking
Customers
Industrial and commercial users in developing countries
Oil and gas, mining, ski resorts
Universities, hospitals, agri-business
Natural gas, bio gas, or diesel
Drivers
CMI Share 15%
Utility investment in generation and distribution
Demand in specific industries with remote applications
(e.g. mining, oil and gas)
Economics of self-generation
• Incentives
• Price dislocation
• Relative fuel price
11
12. Mobile Power
Uses
Auxiliary power on the move
Portable power
Customers
Recreational vehicle owners
Pleasure boat owners
Specialty vehicles
Construction contractors
Gasoline, propane or diesel
Drivers
CMI Share 15%
Recreational vehicle trends
• More uses for electricity on the road
Recreational marine trends
• More uses for electricity on the water
Portable
• More uses for electricity everywhere
12
13. Standby and Distributed Generation
Market Trends
300000
CAGR 5%
250000
CAGR 8%
Market unit sales
200000
150000
100000
50000
0
1998 1999 2000 2001 2002 2003 2004 2005 2006
Market was constrained by engine capacity in 2004-2005
Industry has been expanding capacity through productivity gains
Industry is adding physical capacity for 2007 – 2008
CMI has been adding engine capacity since 2004
13
Source: Parkinson and company estimates
14. We Have a Strong Market Position
Market Share of Standby, Mobile and Distributed Generation
Cummins
21%
Others
29%
Aksa
Caterpillar
2%
41%
Kohler /
SDMO
7%
14
Source: Company estimates
15. Strong Market Positions in the Segments
in Which We Compete
Mobile Power Distributed Turbines
- RV Generation
- Marine
Emergency
- Adjacencies
Standby Power
Components Rental Power
- Alternators
- Electronics Engines
Cummins Power Generation Caterpillar Power Generation
15
16. Strong Market Positions in the Segments
in Which We Compete
Mobile Standby
Distributed
Power Power
Generation
30%
40%
85%
High-spec Standby
Basic Power
Motorized RV
33%
40%
Alternators
25%
Recreational Marine
Commercial Mobile
16
Source: Parkinson and company estimates
17. Power Generation Value Chain
Operations and
Components Products Solutions
Service
Market Size: $6.2B Market Size: $9.2B Market Size: $8.8B Market Size: $10B
(includes components)
Engines Generator Sets Power system Rental Revenues
design and
Alternators Automatic Transfer IPP Revenues
installation
Switches
Controls Operation and
Custom Maintenance
Application Repair and
Development Planned
Switchgear Maintenance
John Deere Caterpillar CAT Dealers Product Dealers
Perkins Kohler Packagers Independent
Power Producers
Emerson Emerson
Rental Companies
17
18. From Whom Customers Are Buying
High
Consolidation of
suppliers and assemblers
Percent of Value Influenced
Still covers the
broad market
Low
Past Present Future
____ Component suppliers; ____ Assemblers; ____ Solution providers
From a customer’s perspective, where is value provided?
• Brand value
• To whom do they go for service
18 • Whom do they specify
19. Cummins Power Generation
Three Major Markets Global Lines of Businesses (LOB)
18%
25% Alternators
Distributed
Generation
3%
Rental
Commercial
16%
54%
Consumer
16%
59%
Mobile
Standby
Power Power
6%
Power
Electronics
3%
Energy
Solutions
2005 Sales Breakdown
100% = $2 B
19
20. Agenda
Market overview
Financial performance
Sustainability of performance
Growth
Building blocks
Reducing volatility
20
22. Cummins Power Generation
Turnaround
Restructured and
reorganized the Cost reduction
Business
Pricing
Implemented
Bring all businesses
aggressive turnaround to target returns
plan
Moving resources
Focused on cost to opportunities
reduction
Implemented a new
strategy
22
23. Power Generation Business
Objectives
Achieve financial goals
Revenue growth: 8%-10%
EBIT margin: 7%-9%
Return on Average Net Assets: 20%-25%
Be the first choice of customers
Demonstrate a performance ethic
23
24. Power Generation Business
Strategy
Defend and establish strong market positions
Consumer growth
Grow distributed generation
Low cost producer
Leverage our global presence
24
25. 2006 – 2007 Outlook
Markets will continue to show strength
Growth is limited by capacity
Pricing environment remains generally favorable
Cost inflation, especially on commodities
Continued progress on strategic initiatives
should help Cummins Power Generation
achieve above market performance
25
26. Sustainability of Performance
Markets are strong
We are growing faster than the market
Share growth
Adjacencies
We have the building blocks required to establish
and maintain leadership positions across a wide
range of markets
26
27. Agenda
Market overview
Financial performance
Sustainability of performance
Growth
Building blocks
Reducing volatility
27
28. Target of 8% - 10% Annual Revenue Growth
Market growth
Electricity demand
Dependence on electricity
Developing economies
Low investment in generation and distribution
Share increases
Grow faster than the market
Grow in markets in which we are strong
Expand in big markets
Adjacency growth
Complementary lines of products, technologies and
customers
28
29. Electricity Consumption Driving
Power Generation Growth
World Electricity Consumption
History Forecast
35,000
30,000
CAGR = 2.9%
25,000
Billion Kilowatthours
20,000
15,000
CAGR = 3.1%
10,000
Consumption
5,000
0
1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030
29
Source: Energy Information Administration (DOE)
30. Growth in Developing Economies
Year-on-year increases in
electricity consumption in
developing economies is
accelerating
Electricity consumption in
developing countries
expected to overtake
OECD countries by 2015
Highest growth will be in
Asia
30 OECD: Organization for Economic Cooperation
31. Increasing Dependence on Electricity
and Security of Supply
Recent incidents highlighting criticality of electricity
supply
Terrorism, blackouts, severe weather
Economic loss calculations for power outages
becoming more widespread
Website interruptions, data centers, warehouses
National security and disaster preparedness
becoming more important
31
32. Capacity is Not Keeping Up with
Demand
Generation not keeping up with demand;
transmission and distribution is worse
Aging infrastructure in North America receiving
a lot of attention (but little investment)
Recent issues in California (heat) and East Coast
(weather)
Population growth in developing areas (India,
China, Africa) pushing capacity of networks
32
33. Market Outlook Shows Sustained
Growth of 5% - 7%
Impact on the Market
Global electricity
3%
consumption growing at 3%
Developing economies
1% - 2%
adopting electricity usage
Increasing dependency on
1% - 2%
electricity
Investments in generation
and transmission capacity
1% - 2%
growing at 1% less than
consumption 5% - 7%
33
34. We Will Grow Faster Than the Market
Further penetrate where we have a
leadership position
Establish leadership position where we are
not a leader today
Adjacencies and natural extensions of what
we already do
34
35. Growing From a Leadership Position
Re-segment, redefine and expand accessible
market
Leverage technology, market position,
customer relationships and distribution
Find low penetration opportunities to serve
Expand presence in market
Increase share of wallet
35
36. RV Towable Market has Shown Significant
Increase in Generator Set Penetration
400000 16%
350000 14%
300000 12%
250000 10%
Units
200000 8%
150000 6%
100000 4%
50000 2%
0 0%
2003 2004 2005 2006 FCST
36
Motorized* Towable** Towable penetration Source: RVIA, Company estimates
37. Further Penetration of Leadership
Position in India
In 2001, Cummins was market leader in the
diesel commercial generator set business with a
share near 50%
Dominant above 100 kW, no presence below 100 kW
We expanded presence in the small product
range
Gained share of 25% below 100 kW
Sales have increased at a CAGR of 23% from
2003 to 2005
37
38. Share Opportunities
Significant opportunities exist to grow share in
under-served segments
New emission regulations offer the opportunity
to pick up share from lower-spec competitors
Combination of right product and low cost has
strong impact in markets
38
39. Establish Strong Market Positions Globally
Geographic Segmentation – Generator Sets and Systems
Share of Global Generator Set Consumption (Total Output, Parkinson 1998-2004)
Approx. $7 B global market
35%
Market Leader (# 1 or # 2)
30%
Leader in some segments of the market
8 Target Territories =
Not a market leader
25% 81% of Global Market
20%
15%
10%
Brazil is largest Russia has
market in LAO large potential
5%
0%
a
Am il
na
a
o
n
n
st
e
IS
fic
a
a
a
a
pe
az
di
ric
ic
pa
ea
p
si
ic
ic
ic
Ea
hi
C
ci
ro
ex
In
ro
Br
A
er
er
er
Af
Ja
As
C
Pa
&
Eu
Eu
M
Am
e
of
m
dl
ia
lA
h
t
C
id
es
n
s
ut
th
h
us
er
E&
tra
M
ut
So
R
or
t
R
es
So
en
N
W
C
39
40. Cummins Generator Set Sales
Market Share Gains in Europe
European market grew 2.5% from 2002-2006;
Cummins Power Generation grew 34% over
+80%
the same period
Millions of Dollars
2001 2002 2003 2004 2005 FC06
40
41. Adjacencies
Consumer markets
Leverage product technologies – size and noise
Leverage distribution strengths
• Service network and focus
Leverage Onan and Cummins brands
Leverage global presence
41
42. Consumer Products Adjacencies
RV Truck
OEMs OEMs
Trailers Commercial Mobile
Recreational Vehicles
Aux. Power Unit
Home
Consumers Professionals
Standby
Portables
42
43. We Have the Building Blocks for
Leadership
Channel capabilities
Low cost producer
Global presence
Technical leadership
43
44. Building Distribution Capabilities
Historically an engine business channel
Global reach
Large presence
Financially strong
Complementary products
Building power generation capabilities in
certain markets
Europe
Nigeria
Indonesia
Middle East
44
46. Achieve Low Cost Producer Position
Example of Commercial Generator Set Cost Reductions
Source of Savings
Savings Area Open Set Enclosed Set
Specification 35% 26%
Design 15% 42%
Average reduction over 10 models - 14%
Sourcing 25% 18%
Manufacturing 25% 14%
Average reduction over 10 models - 30%
46
47. Manufacturing Footprint
Fridley, MN
Ramsgate, UK
Singapore
Beijing, China
Sao Paulo, Brazil
Columbus, IN
Daman, India
Pune, India
Stamford, UK
San Luis Potosi, Mexico
Kempen, Germany
Ingolstadt, Germany
Craiova, Romania
Wuxi, China
Ahmednagar, India
Oahkham, UK
Karlshuld, Germany
47
48. Low Cost Global Sourcing
Alternators Percent Product from China and India
53%
43%
35%
21%
2003 2004 2005 2006
48
49. Using Technology to Deliver Marketplace
Advantage
Increased Power Density Reduce Costs
Emissions Leadership Increase Share
Customer
Integration
Preference
49
50. Leverage Strength in Technological Capabilities
HQD810 Example
10.0kW 3.0kW
Sine Wave Sine Wave
Max Power Quiet Time
120V AC
Seamless Pure Sine Wave
10.0kW 12V DC
Variable AC
Inverter/ Boost
Power Unit
Charger
7.5kW 3.0kW House Batteries
Power Source Power Source
Customer Benefits
Noise Reduction – 50% reduction (4-6dB)
Generator Fuel Consumption – ~15-20% Reduction
System Automation – Simplify electrical operation
300 lb Weight Savings – More cargo carrying capacity
Simpler Service
• (One stop electrical service; Use entire Onan service network)
50
51. Value Comparison
Today’s 7.5 QD System New 8/10 HQD System
7.5 QD Generator set 7.5 QD Generator set
2kW Sine wave inverter
Transfer switch
Displays and controls
40% more
content
51
52. Target of 8% - 10% Annual Revenue
Growth
Market growth
Electricity demand
Dependence on electricity
Developing economies
Low investment in generation and distribution
Share increases
Grow faster than the market
Grow in markets in which we are strong
Expand in big markets
Adjacency growth
Complementary lines of products, technologies and
customers
52
53. Agenda
Market overview
Financial performance
Sustainability of performance
Growth
Building blocks
Reducing volatility
53
54. Sustainability of Performance
Effective organization and leadership team
Turned the business around
Now hitting financial targets
Sustainability
Strong markets
Good growth
Have the building blocks for continued success
We have taken the steps to reduce volatility
54
55. Power Generation Business
Objectives
Last Twelve Months
Achieve financial goals • Sales growth 14.5%
• EBIT margin 8.9%
Revenue growth 8%-10%
• Return on Net Assets 26%
EBIT margin 7%-9%
Return on Average Net Assets 20%-25%
Be the first choice of customers
Demonstrate a performance ethic
55
57. Increases in Geographic Diversity
2005: $2.0B
2003: $1.3B
EMEA
EMEA
30%
21%
Latin Latin
America America
10% 7%
North India
India
America 8%
North
8%
44%
America
China
37%
China
8%
7%
Asia Pacific Asia Pacific
10% 10%
CAGR 2003 – 2005: 24%
57
58. Increased Market Penetration
Growth in non-RV consumer markets
Increased share in Europe
Increased penetration in India
Increased share in the stable basic protection
segment
58