FOUNDATION. TRANSFORMATION. VALUE.Jefferies 2015 Industrials Conference

August 12, 2015

New York, New York

www.martinmarietta.com

Disclaimer

Statement Regarding Safe Harbor for Forward-Looking StatementsThis presentation may contain forward-looking statements – that is, information related to future, not

past, events. Like other businesses, Martin Marietta is subject to risks and uncertainties which could

cause its actual results to differ materially from its projections or that could cause forward-looking

statements to prove incorrect, including the risks and uncertainties discussed in Martin Marietta’s most

recent Annual Report on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K,

which have been filed with the Securities and Exchange Commission and are readily available on the

Internet at www.sec.gov. Except as legally required, Martin Marietta undertakes no obligation to publicly

update or revise any forward-looking statements, whether resulting from new information, future

developments or otherwise.

Non-GAAP Financial TermsThese slides contain certain “non-GAAP financial terms” which are defined in the Appendix.

Reconciliations of non-GAAP terms to the closest GAAP term are also provided in the Appendix.

MARTIN MARIETTA

MARTIN MARIETTA

The right people

with the right assets;

The right people

with the right assets;

driving operational

excellence against the

right strategic plan;

MARTIN MARIETTA

The right people

with the right assets;

driving operational

excellence against the

right strategic plan;

with a relentless focus on

driving shareholder value.

MARTIN MARIETTA

FOUNDATION

TRANSFORMATION

VALUE

Option 1

FOUNDATION

SHAREHOLDERVALUE

OUR BEDROCK. RIGHT PEOPLE. RIGHT VALUES. RIGHT STRATEGY.

Pillars of Shareholder Value

A C O N S I S T E N T C O M M I T M E N T

ETHICAL

CONDUCTSUSTAINABILITY

OPERATIONAL

EXCELLENCE

COST

DISCIPLINE

CUSTOMER

SATISFACTION

WORLD-CLASS

SAFETY

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

2010 2011 2012 2013 2014

TOTAL INCIDENT INJURY RATE¹

¹ Total Incident Injury Rate per 200,000 man hours worked² Reported as of 9.30.14 by MSHA and 12.31.13 by BLS. Year end data unavailable.

World-Class Safety

Well-being of all we come in contact with

Reduced workers compensation

claims and related costs

WORLD-CLASS SAFETY DRIVES. . .

FOUNDATION

“DOING GOOD,

WHILE DOING GOOD.”

Martin Marietta

Aggregates Industry

General Industry

World Class

Sustainability

FOUNDATION

ENVIRONMENTAL

STEWARDSHIP

CORPORATE

CITIZENSHIP

Martin Marietta supplies the resources needed to build the infrastructure of the world – the foundation on which we live. A steward of the Earth’s resources, Martin Marietta incorporates sustainability

as a core principle within its business agenda.

SAFETY &

WELL-BEING

FOUNDATION

TRANSFORMATION

VALUE

Where is Martin Marietta Today?

HAWAII

TRANSFORMATION

2009

65%

2014

85%

2011 2014

• 3.6x greater EBITDA

• 820 bps higher return on assets

Trading the River for the Rockies

TRANSFORMATION

1 2014 Rocky Mountain Division results versus the River District Results in 2007

Results vs. the River at Peak 1

• 4x greater sales

• 4x greater gross profit

ATLANTA METRO FOOTPRINT

MLM Heritage Site

MLM 2013 Acquired Site

2010

2013

2014

Atlanta area disproportionately affected by the Great Recession2008-10

Identified for expansion in strategic assessment due to long-term outlook and fit

Purchased three complementary quarries for $62mm from Lafarge at cyclical trough

Enjoy a leading positionPerformance exceeding expectations

STRATEGIC ALIGNMENT

Transition to leading position

+800 million tons of reserves

Complementary fit / synergy upside

Attractive long-term market drivers

Southeast Group

Peak¹ Trough¹ 2014

Shipments 47.6m (‘06) 17.3m (‘13) 18.3m

ASP $9.05 (‘06) $13.03 (‘13) $13.87

¹ Peak and Trough years indicated parenthetically.

Solidifying a Southern Champion

TRANSFORMATION

Expanding the Foundation for Growth

Source: Company filings1 Martin Marietta as of 9/30/2013. Texas Industries as of 11/30/2013. Excludes intersegment sales.2 Martin Marietta as of 12/31/2012. Texas Industries as of 5/31/2013.

Aggregates Plants

Aggregates Terminals

Midlothian Cement Plant

Hunter Cement Plant

Ready-Mix Locations

Cement Terminals

Oro Grande Cement Plant

Crestmore Grinding Plant

Dallas

HoustonSan Antonio

San Jose

Los Angeles

San Diego

San Francisco

WA

NV

UT

WY

CO

NE

KS

OK

MN

IA

MO

AR

ND

INOH

WV MDVA

NC

SCTN

MS AL GA

FL

Bahamas

LA

KY

Nova Scotia

MD

TX

PA

NY

AZNM

Magnesia Specialties facilityAggregates salesAggregates production and sales

NJ

#2 U.S. aggregates producer

MARTIN MARIETTA

#1 cement producer in Texas

#3 in California by cement capacity

TEXAS INDUSTRIES

LTM Net Sales1

Employees2

Key Products

$2.1bn $0.8bn

4,948 2,040

Aggregates, ready-mix, asphalt / road paving,

dolomitic lime and magnesia chemicalsAggregates, cement and ready-mix

OperationsApproximately 300 operating facilities

12.6bn tons of aggregates reserves

800 million tons of aggregates reserves

7.4mm tons of cement capacity;106 ready-mix plants

TRANSFORMATION

AGGREGATES

CEMENT

DOWNSTREAM

PRODUCTS

Aligning Key Value Drivers

Key Value Drivers

AGGREGATES-LED

STRATEGIC CEMENT

TARGETED

DOWNSTREAM

PRODUCTS

EXPANDED

PLATFORM

FOR

GROWTH

TRANSFORMATION

Acquired operations

contribute $40 million

gross profit

Net earnings

up 38%

Weather defers

gross profit by ≈ $40 million

Heritage aggregates

incremental margin of

214%

CAPITAL

EXPENDITURES &

ACQUISITIONS

$72 million

Second Quarter 2015: Consistent Commitment Yields Results

Gross profit up 48%,

quarterly record

VALUE

Aggregates pricing

up 8.5%

Aggregates volume

nearly 8%

Sales up 41%,

sets quarterly record

Operating cash

flow up nearly $30

million

NOTE: See Appendix for definition and calculation of incremental margin, a non-GAAP measure.

RETURN OF CASH TO

SHAREHOLDERS

$126 million

North Carolina

Ten Questions Through the Cycle

PRICING

Cy

cl

e d

yn

am

ic

s

Synergy realization

TXI

VolumeM

AP

-21

State Departments of Transportation

Cement

Cap

ital Allo

cation

M&A

Recovery Dynamics

Costs

Southeastern United States

Q1: What are Martin Marietta’s expectations

for aggregates price and volume?

NOTE: 2015P assumes midpoint of guidance range

Cycle Dynamics - Pricing

AG

GR

EG

AT

ES

VO

LU

ME

(a

dd

00

0)

AG

GR

EG

AT

ES

PR

ICIN

G

$-

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

0

50,000

100,000

150,000

200,000

250,000

4% CAGR

FOUNDATION

Pricing expected to accelerate

above trend line in relation to

volume

NOTE: 2015P assumes midpoint of guidance range

Cycle Dynamics – Heritage Aggregates VolumeA

GG

RE

GA

TE

S V

OL

UM

E (

ad

d 0

00

)

0

50,000

100,000

150,000

200,000

250,000

3.6% CAGR

FOUNDATION

Early-to-mid stage

construction-centric recovery

Cycle Dynamics: Price and Volume Relationship

VOLUME PRICEPRODUCT LINE

Ready Mix (yds³)Heritage: Flat

Acquired: Double + 8% to +12%

Cement (Tons) Double$10 enacted 10.1.14

$10 announced 4.1.15

Aggregates

(Tons)

Magnesia

Specialties$240M - $250M of net sales

+7% to +9%Heritage: +3% to +5%

Acquired: Double

Aggregates Pricing Cycle Premise:

Long-term average pricing CAGR serves as a floor

Pricing follows volume with a lag

If volume < 5%, then pricing ≤ long-term average CAGR

If volume ≥ 5%, then pricing begins to track volume, with a lag

2015 OUTLOOK

Q2: What do end market demand

drivers look like?

HERITAGE MARTIN MARIETTA AGGREGATES PRODUCT LINE

Infrastructure49%

Non-residential26%

Residential25%

Source: Company sources average for the five year period ending 12/31/14. 2014 PCA Yearbook.

U.S. PORTLAND CEMENT

Construction End Markets

Infrastructure47%

Non-residential29%

Residential12%

ChemRock/Rail - 12%

TRANSFORMATION

End Market Dynamics Drive Growth

• Renewal of federal highway

bill at current funding levels

• Growth largely from state-level programs

• Continued energy-related industrial activity

• Increased light commercial activity

• Subdivision development in 2015

• Build-out in 2016 and 2017

• Ballast construction dependent

Relatively flat

High-single digits

Double-digits

Relatively flat

Infrastructure

Nonresidential

Residential

ChemRock/Rail

GROWTH RATE

2015 OUTLOOK

Q3: Can we expect more TXI-related

synergies?

Original Synergy Projections

$28

$57$66 $70

$0

$20

$40

$60

$80

$100

CY 2014E CY 2015E CY 2016E CY 2017E

$ in millions

$34 million

Corporate SG&A$24

Operational SG&A$10

$ in mm

% of Total

40% ~80% ~95% 100%

$36 million

Incremental aggregates volume

Incremental cement volume

Ready-mix improvement

Purchasing

$70 million

of annual

synergies

Source: FactSet; Wall Street research; Company filings1 Actual CY 2014E synergy projected at $18 mm; $28 mm reflects expected run-rate at year-end. Subsequent years reflect annual estimates.2 Does not include material real estate sales or NOL usage.

PROJECTED ANNUAL SYNERGIES1,2 ($ IN MM)

SYNERGY OVERVIEW BY AREA

SG&A OPERATIONAL EFFICIENCIES

2015 OUTLOOK

– TOO LOW. TOO SLOW.

Synergy Realization Exceeds Original Projections

*Actual and Projected synergies exclude financing synergies, surplus land sales, net operating loss utilization and other commercial synergies.

Internal

Product Sourcing

Location

Consolidation

Combined

Insurance Programs

Employee

Benefit Costs

Transportation

Efficiencies

Reduced Energy

and MRO Spend

Duplicative

Service Providers

ORIGINAL REVISED VARIANCE

+53%

$57 $75 +32%

$66 $120 +81%

$70 Ongoing

$28

2015

2016

2017

2014 $18

2015 OUTLOOK

SAMPLE SYNERGY PROJECTS

Redundancy

Elimination

Dollars in millions

Realizing Synergistic Value: Bridgeport, Texas

MLM Chico

TXI Bridgeport

SELECT SYNERGY OPPORTUNITIES

Operating efficiencies

Expanded reserve base

Reduced headcount

Higher equipment utilization

Transportation consolidation

Note: Property boundary is approximate.

2015 OUTLOOK

+400 million tons of combined

aggregates reserves serving

DFW metroplex

Realizing Synergistic Value: SG&A Synergies Delivered

9.6%

8.8%8.2%

7.6% 7.7%

6.3% < 6.0%

2009 2010 2011 2012 2013 2014 2015F

Synergies Delivered

2015 Projected SG&A Savings: $37M

Legacy TXI SG&A: $75M

SG&A as % of net sales

2015 OUTLOOK

Realizing Synergistic Value: Incremental Opportunities

2015 OUTLOOK

LOWER COST

OF CAPITAL

NOL

UTILIZATION

SURPLUS

LAND SALES

CALIFORNIA

CEMENT PLANT

SALE

Q4: What is the state of the State of Texas?

Texas Construction Activity

OUTLOOK

Texas Construction Activity

OUTLOOK

4.1%

4.2%

4.2%

4.3%

4.3%

4.4%

4.4%

4.5%

4.5%

4.6%

4.6%

4.7%

12,000

12,200

12,400

12,600

12,800

13,000

13,200

13,400

13,600

2015 2016 2017 2018 2019

Employment¹

Employment Non-Agricultural (000) - Unemployment Rate, %

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2015 216 2017 2018 2019

Single Family Permits¹

Single Family Permits

$8,400

$8,600

$8,800

$9,000

$9,200

$9,400

$9,600

$9,800

$10,000

$10,200

$10,400

2015 2016 2017 2018 2019

Total State Highway Expenditures¹

Total State Highway Expenditures ($ Million)

¹ PCA June 1, 2015 Forecast

Nonbuilding minus Streets (Millions)

Rank State

TTM June

2015 TTM Change 3 Yr. Change

% TTM

Change

% 3 Yr.

Change

1 Texas 26,964 18,522 19,218 69% 248%

2 Louisiana 10,936 8,680 8,369 79% 326%

3 DC 7,630 5,911 4,908 77% 180%

4 California 13,277 3,096 (3,778) 23% -22%

5 Massachusetts 2,849 1,338 1,238 47% 77%

6 Ohio 3,744 1,106 1,558 30% 71%

7 Indiana 1,450 690 400 48% 38%

8 Illinois 3,285 573 (26) 17% -1%

9 Alabama 958 468 512 49% 115%

10 Georgia 1,732 412 (9,086) 24% -84%

U.S. Metro Total 113,094 33,431 14,971 30% 15%

Top Four Combined 36,210

Top Four % of total 108%

Dodge Data TTM June 30, 2015

Q5: Why cement?

ME

RI

MA

VTNH

AL GA

SC

TN

FL

MS

LA

TX

OKNM

KS

MN

IA

MO

AR

WY

CO

ND

SD

NE

WA

ID

MT

OR

NVUT

AZ

CA

WI

ILIN

MI

OH

KY

WVVA

NC

MD

DE

PA

NY

CT

NJ

HI

Lightest Cement Consuming States

Moderate Cement Consuming States

Largest Cement Consuming StatesNote: Data as of 12/31/12

Source: PCA

Targeted Investment in

High Cement Consuming States

TRANSFORMATION

Source: 2014 PCA Yearbook; annual shipments as a % of domestic Portland cement consumed .

108.8 million metric tons 79.5 million metric tons

2003 20131993

California12%

Texas 12%

Florida8%

Illinois 4%

Ohio3%

All Other61%

Texas 16%

California10%

Florida6%

Ohio3%Illinois

3%

All Other62%

California10%

Texas 10%

Florida7%

Illinois 4%

Ohio4%

All Other65%

76.6 million metric tons

Strategic Cement Expansion in Trough Environment

Texas and California are perennial leaders in cement consumption

TRANSFORMATION

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

22,000,000

Sho

rt T

on

s

Total Texas Historical Tons (ST) PCA 2015 Summer Frcst Tons (ST)

Cement Indicators | Texas Consumption

Data Source: PCA Summer 2015 Forecast & Texas Comptroller Report

Domestic capacity of 14M tons

Cement Indicators | California Consumption

Data Source: PCA Summer 2015 Forecast & USGS Report

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

Sho

rt T

on

s

Total California Historical Tons (ST) PCA 2015 Summer Frcst Tons (ST)

Current estimated

capacity is 13.1M st

CEMEX – Davenport, CA plant closed

Q6: What does recovery look like in

the Southeast U.S.?

Where You are Matters

Source: January 2015 Moody’s Economy.com Inc.# - Employment growth ranking (seasonally adjusted as of November 30, 2014)

#1

#10

#2

#3

#5

#6

#11#1

#8

#42

TRANSFORMATION

Expanding

Recovering

Moderating

Recession

2009

#39

#45

Uneven Recovery Affects Margin Expansion

NovaScotia

TheBahamas

> 90% Peak Profitability

< 60% Peak Profitability

Aggregates Product Line Profitability

TRANSFORMATION

Southeast Group Performance

50%

23%

66%

110%

50%

136%

112%

Q1'14 Q2'14 Q3'14 Q4'14 2014 YTD Q1'15 Q2'15

Incremental Margin (%) Expon. (Incremental Margin (%))

Accelerating incremental margin with volume

recovery

VALUE

NOTE: See Appendix for definition and calculation of incremental margin, a non-GAAP measure.

Q7: What are Martin Marietta’s

capital allocation priorities?

Established Capital Allocation Priorities-

Opportunistic Execution

PRIORITIES FORWARD VIEW

Organic Capital Investment

Return of Cash to Shareholders

Dividends

Acquisitions

Share Repurchases

Above maintenance level of capital spending expected in 2015

Earnings payout practiceof 25% to 30% over a 10-year cycle

Execution of strategic plan

Repurchase authorization of 20 million shares ≈ 30% of outstanding

CAPITAL ALLOCATION

Counter-Cyclical Organic Capital Investment

$50

$100

$150

$200

$250

$300

$350

$400

CAPEX DDA

Dollars in Millions

$150

$160

$20

Maintenance Growth Land

CAPITAL ALLOCATION

NOTE: 2015P reflects amounts included in the Company’s current plan. 2016F, 2017F, 2018F and 2019F are forecast amounts subject to significant change in future periods.

2015 CAPITAL INVESTMENTDollars in Millions

Q8: How will Martin Marietta

execute its share repurchase

objectives?

Share Repurchase Drives Value Creation

Liquidity

Leverage• Target 2.0x to 2.5x EBITDA through cycle• Preserve financial flexibility

Financial Impact

Capital Allocation Priority

• Excess free cash flow (after organic capital and dividends)

• Net proceeds from TXI-related asset sales

• Immediately accretive¹

• Strategic opportunities

1 Assumes current interest rates.

CAPITAL ALLOCATION

Q9: Who are Martin Marietta’s

competitors?

Competitive Landscape

TRANSFORMATION

Q10: What’s most

underappreciated about Martin

Marietta?

Where is Martin Marietta Today?

HAWAII

TRANSFORMATION

2009

65%

2014

85%

Uneven Recovery Affects Margin Expansion

NovaScotia

TheBahamas

> 90% Peak Profitability

< 60% Peak Profitability

Aggregates Product Line Profitability

TRANSFORMATION

Q&A

FOUNDATION. TRANSFORMATION. VALUE.Jefferies 2015 Industrials Conference

August 12, 2015

New York, New York

www.martinmarietta.com

APPENDIX

Incremental gross margin (excluding freight and delivery revenues), expressed as a percentage (%), is a non-GAAP measure and isused internally to evaluate financial performance. Management believes this measure is indicative of operating leverage, efficiency andeconomic conditions. Due to the significant amount of fixed costs, gross margin (excluding freight and delivery revenues) typicallyincreases at a disproportionate rate in periods of increased shipment activity. Incremental gross margin (excluding freight and deliveryrevenues) is not defined by GAAP and, as such, should not be construed as alternatives to gross profit or net gross margin.

The following table presents the calculation of incremental gross margin (excluding freight and delivery revenues) for theSoutheast Group as presented in the financial results for the 2014 quarterly and annual periods, as well as, the quarterly period endedMarch 31, 2015.

Non-GAAP Measure

Southeast Group Performance

Incremental MarginQ1'14 through Q2 '15

($ in 000s) Q1'14 Q2'14 Q3'14 Q4'14 YTD '14 Q1'15 Q2'15Net Sales (Current period) $ 55,381 $ 70,725 $ 68,042 $ 60,838 $ 254,986 $ 59,770 $ 76,483

Net Sales (Prior-year comparable period) $ 51,324 $ 55,261 $ 64,871 $ 54,981 $ 226,437 $ 55,381 $ 70,725

Net Sales Increase $ 4,057 $ 15,464 $ 3,171 $ 5,857 $ 28,549 $ 4,389 $ 5,758

Gross Profit (Current period) $ (2,867) $ 3,053 $ 4,650 $ 5,817 $ 10,653 $ 3,099 $ 9,493

Gross Profit (Prior-year comparable period) $ (4,905) $ (551) $ 2,545 $ (604) $ (3,515) $ (2,867) $ 3,053

Gross Profit Increase $ 2,038 $ 3,604 $ 2,105 $ 6,421 $ 14,168 $ 5,966 $ 6,492

Incremental Gross Margin % (excluding freight and delivery revenues) 50% 23% 66% 110% 50% 136% 112%

APPENDIX

The following table presents the calculation of incremental gross margin (excluding freight and delivery revenues) for theAggregates business as presented in the financial results for the quarter ended June 30, 2015.

Non-GAAP Measure (continued)

Heritage Aggregates Business Performance

Incremental Margin

Q2 '15

($ in 000s) Q2'15

Net Sales (Current period) $ 555,314

Net Sales (Prior year comparable period) $ 540,017

Net Sales Increase $ 15,297

Gross Profit (Current period) $ 144,479

Gross Profit (Prior year comparable period) $ 111,744

Gross Profit Increase $ 32,735

Incremental Gross Margin % (excluding freight and delivery revenues) 214%