March 6, 2007

Citigroup Global IndustrialManufacturing Conference

2

Forward Looking Statements & Non-GAAP Measures

The following presentation contains forward-looking information based on TEREX’s current expectations. Because forward-looking statements involve risks and uncertainties, actual results could differ materially. Such risks and uncertainties, many of which are beyond TEREX’s control, include among others: TEREX’s business is highly cyclical and weak general economic conditions may affect the sales of its products and its financial results; the sensitivity of construction, infrastructure and mining activity and products produced for the military to interest rates and government spending; the ability to successfully integrateacquired businesses; the retention of key management personnel; TEREX’s businesses are very competitive and may be affected by pricing, product initiatives and other actions taken by competitors; the effects of changes in laws and regulations;TEREX’s business is international in nature and is subject to changes in exchange rates between currencies, as well as international politics; TEREX’s continued access to capital and ability to obtain parts and components from suppliers on a timely basis at competitive prices; the financial condition of suppliers and customers, and their continued access to capital; TEREX’s ability to timely manufacture and deliver products to customers; TEREX’s significant amount of debt and its need to comply with restrictive covenants contained in TEREX’s debt agreements; the SEC investigation of TEREX; compliance with applicable environmental laws and regulations; and other factors, risks and uncertainties more specifically set forth in TEREX’s public filings with the SEC. Actual events or the actual future results of TEREX may differ materially from any forward looking statement due to those and other risks, uncertainties and significant factors. The forward-looking statements herein speak only as of the date of this presentation. TEREX expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statement included in this presentation to reflect any changes in TEREX’s expectations with regard thereto or any changes in events, conditions or circumstances on which any such statement is based.

Non-GAAP Measures: TEREX from time to time refers to various non-GAAP (generally accepted accounting principles) financial measures in this presentation. TEREX believes that this information is useful to understanding its operating results and the ongoing performance of its underlying businesses without the impact of special items. See the Investors section of our website www.terex.com for a complete reconciliation.

3

Our Purpose

To improve the lives of people around the world

Our Mission

To delight construction, infrastructure, mining and other customers with value added offerings that exceed their current and future needs

To achieve our mission we must attract the best people by creating a Terex culture that is safe, exciting, creative, fun and embraces continuous improvement

Our Vision

Customer – to be the most customer responsive company in the industry as determined by the customer

Financial – to be the most profitable company in the industry as measured by ROIC

Team Member – to be the best place to work in the industry as determined by our team members

4

–$1,000$2,000$3,000$4,000$5,000$6,000$7,000$8,000

'95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06

Note: Net Sales in millions of dollars

Recent Highlights

Fiscal year ended December 31, 2006 net income increased 112% versus 2005 on 24% higher sales

11-year compounded annual growth rate (CAGR) of 28%

2007 Net Sales guidance is for a range of $8.2 – $8.5 billion

2007 EPS guidance is for a range of $5.00 - $5.40 per share,(1) an increase of between 29% - 39% as compared to 2006 results

(1) EPS estimates include costs related to the early extinguishment of the 9 ¼% Notes in January 2007 (about $0.10/share)

28%CAGR

5

Diversification of Sales

North America

Europe

ROW

$0.0

$2.5

$5.0

$7.5

$10.0

$12.5

2003 2004 2005 2006 2010

18% CAGR2003 to 2006

12% CAGR 2006 - 2010F

$ billions

6

Increase manufacturing presence in the emerging countries (China, India, Brazil, etc.)

Emphasis on “Terex” manufacturing locations producing multiple products

Terex’s Global Presence

7

Where We Are Today

$12.4

$7.7$6.1 $5.8 $5.7 $5.2 $4.3 $3.7 $3.2

$26.1

TEREX is the 3rd largest manufacturer of construction equipment in the world

Based on last twelve months of available Construction Equipment Sales ($’s in Billions)

(1) Represents total sales before Power Products and Financing and Insurance Services sales.(2) Represents Komatsu’s Construction and Mining Products segment.

Exchange rate 119.005 as of 12/31/06(3) LTM as of December 31, 2006(4) Exchange rate used: Hitachi JPY 117.53 Volvo SEK 7.0502(5) Represents Volvo’s Construction segment(6) Exchange rate used: Hitachi JPY 117.53 Volvo SEK 7.0502

(6) Represents Deere’s Construction and Forestry segment

(7) Estimated, as these are privately owned companies(8) Represents CNH Global’s Construction Equipment segment.(9) Represents Ingersoll-Rand’s Construction Technologies and Compact Vehicle Technologies

segments excluding estimated sales for Club Car

Caterpillar (1) Komatsu (2) Terex (3) Deere (6)Hitachi (4) Volvo (5) (6) CNH Global (8) Ingersoll-Rand (9)Liebherr (7) JCB (7)

8

Competitive Landscape

TEREX competes largely with smaller niche players or with industrial conglomerates where construction equipment is not the primary focus

Approximately 2/3rds of TEREX’s sales are derived from markets where the competitor is smaller

KEY TEREX PRODUCT PLATFORMS / % OF TOTAL SALES *

CRUSHING & SCREENING

COMPACT CONSTRUCTION

EQUIPMENT

HEAVY CE & MINING

EQUIPMENT AWP & TELE-HANDLERS CRANES

UTILITY EQUIPMENT

TEREX 10% 8% 26% 27% 23% 4%

The Majors Caterpillar X X Komatsu X X CNH Global X X Hitachi Construction Machinery X X Deere X X The Industrial Conglomerates Ingersoll-Rand (Blaw-Knox / Bobcat) X Volvo Construction Equipment X X Metso (Svedala / Nordberg) X Sumitomo (Link-Belt) X The Niche Players Liebherr X X JCB X Manitowoc (Cranes Business) X JLG X Tadano X Astec X X Altec X

* Other product categories not shown include the roadbuilding and concrete mixing truck product lines

Total sales represents fiscal year 2006

9

To be the MOST PROFITABLE company in our industry as measured by Return on Invested Capital

Goals

Competitor ROIC (LTM)

20.2%

38.4%

17.1%

32.3%

20.2%24.7%26.9%

32.1%

51.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Joy Global Terex Bucyrus Cat erpillar Manit owoc Ast ec OSK IngersollRand

Deere*

* Excludes finance arm

10

To be the MOST PROFITABLE company in our industry as measured by Return on Invested Capital basis

Become the PREFERRED PLACE TO WORK in our industry

To become the MOST CUSTOMER RESPONSIVE company in our industry

Goals

These, collectively, provide the foundation to our

Terex Business System

11

Terex Business System

The TEREX Business System is our framework to build a stronger TEREX, and the TEREX Improvement Process was the foundation

Talent Development

Better PlaceTo Work

MarginImprovement

AssetManagement

Easier To Do Business With

Marketing Branding

T h e T E R E X Im p r o v e m e n t P r o c e s s

L E A D E R S H IP C O M M IT M E N T F O R C O M P E T IT IV E A D V A N T A G E

S U P E R B H U M A N R E S O U R C E P R A C T IC E S

C U S TO M E R D R IV E N B U S IN E S S P R O C E S S

ACHIEVINGINTENSE

CUSTOMERFOCUS

DEVELOPINGOPERATIONALEXCELLENCE

ACROSS THE ENTIRE

VALUE CHAIN

RAPIDLYDELIVERING

NEWPRODUCTS

ANDSERVICES

TEREXBUSINESS SYSTEM

TEREXTEREXBUSINESS SYSTEMBUSINESS SYSTEM

· C o n t in u o u s Im p r o v e m e n t in Q u a l i t y , S p e e d , a n d S im p lic i t y

PLANNINGEXCELLENCE

ANDANNUAL

DEPLOYMENT

12

GOAL FY 2006 What we must accomplish

$12.0B in Sales $7.6B Implies 12% CAGR

12% Operating Margin 9.3% Execute on Supply Chain Management, Pricing & Lean Initiatives

15% W.C. to Sales 17.4% Optimize use of assets, particularly Inventory

“12 by 12 in ’10” is our medium term stretch goal

Goals for 2010

13

Financial OverviewPhil Widman – Chief Financial Officer

14

Net S

ale

sG

row

th2

00

6 v

s. 20

05

+41%

+6%

+37%

+20%

+12%

$654 +20%

$323 +37%

$1,132 +150%

$397 +53%

$219 +30%

Back

log

at

Dece

mb

er

31

, 2

00

6

Aerial Work Platforms

Construction

Cranes

Material Proc. & Mining

RB, Utilities & Other

Net Sales percentages by segment

December 31, 2006 Net Sales Highlights

20%

20%

23%

27%

10%

AWP

RBUO

Cranes

Construction

MPM

15

Improving Financial Metrics

3.8

4.2

4.4

3.4

3.6

3.8

4.0

4.2

4.4

2004 2005 2006

Inventory Turns

13.7%21.4%

38.4%

0.0%

10.0%

20.0%

30.0%

40.0%

2004 2005 2006

ROIC

36%

23%19% 17% 17%

0%

10%

20%

30%

40%

2002 2003 2004 2005 2006

WC as a % of Revenue

*

(1)

(1) ROIC is defined as: LTM Operating Earnings / Average (Net Debt + Book Equity)

0%

20%

40%

60%

80%

2002 2003 2004 2005 2006

Net Debt/Cap & Gross Debt/Cap

Net Debt to Cap Total Debt to Cap

16

EPS and Sales Growth

Earnings per Share

$1.21 $1.84

$3.88

$5.00to

$5.40

$0.00

$2.00

$4.00

$6.00

2004 (1) 2005 2006 2007e

EPS Growth of 313%-346%

Sales

$4,799$6,157

$7,648 $8,200

to$8,500

$0

$3,000

$6,000

$9,000

2004 2005 2006 2007e

Sales Growth of 71%-77%

$ billions

Sales growth (2004 – 2007F) is 71% to 77%

EPS growth (2004 – 2007F) is 313% - 346%

Highlights a combination of strong end-markets and internal improvements

2007 Guidance is for Sales of $8.2 to $8.5 billion and EPS of $5.00 to $5.40

17

Margin Improvement – Opportunity Still There

Ensure TEREX is receiving appropriate value for its products

Create a more sophisticated sales force through training and education

Best practice sharing

Review of non-core activities

Sales and production planning methodology

Coordinate supply efforts to leverage TEREX’s scale

Further integrate supplier into the production process

A 2%-3% incremental margin improvement is a reasonable objective, and if done very well, each category could contribute 2%-3%

PRICINGSUPPLY

MANAGEMENTPRODUCTIVITY

18

Working Capital as a Percentage of Sales

Working Capital as % of Sales (annualized)

28.6%27.8%25.6%

32.2%

17.5%

11.0%

31.6%

22.1%

10.9%

5.0%

15.0%

25.0%

35.0%

Manit owoc Deere Terex Ingersoll Rand Ast ec Cat erpillar* Bucyrus JOYG OSK

* Does not include financial arm of company

19

Return on Invested Capital (trailing 12 months)

Competitor ROIC (LTM)

20.2%

38.4%

17.1%

32.3%

20.2%24.7%26.9%

32.1%

51.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Joy Global Terex Bucyrus Cat erpillar Manit owoc Ast ec OSK IngersollRand

Deere*

* Does not include financial arm of company

Diversified Industrial Group ROIC

25.9%

38.4%

20.6% 18.8%

26.4%

10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%

Terex Illinois Tool Works Unit ed Technologies Danaher Corp Dover Corp.

20

Terex Product & Geographic Diversity

Terex’s strategy of product and geographic diversity carriesacross the entire economic cycle with balance throughout

Early-Cycle

14% of Net Sales

Compact Construction Equipment (7%)Telehandlers (5%)

Concrete Mixers (2%)

Mid-Cycle

33% of Net Sales

Aerial Work Platforms (21%)Heavy Construction Equipment (12%)

Late-Cycle

33% of Net Sales

Cranes (24%)Utility Equipment (4%)Light Construction (2%)

Roadbuilding (3%)

Commodity driven based on Global Economics

Material Processing & Mining (20%)

Note: Percentages are based on 2006 sales, and does not include discontinued operations

21

Growth – Sales and ProfitLeveraging global presence, consolidating vendors and pricing actions

Continue the TEREX business system implementationLean manufacturing focus, customer-centric business approach, and human resource development

Develop new market opportunitiesChina, India, Russia and Latin America

ROIC focus38% ROIC in 2006, with continued meaningful improvement in this measure for 2007.

2007 senior management bonus plan is based on an ROIC target of 41.9%.

Optimization of the balance sheet$200 million stock repurchase authorizationAcquisitions

Looking Ahead…….

22

Questions