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.

February 2008

Scope of Operations

71% Powertrain/Driveline

45

% L

ight

Vehic

le

13% Med/Heavy Duty Truck

13% Off Road

Transmission

Engine

22% Aerial Work Platform

Driveline

7% O

ther

In

dust

rial P

rodu

cts

29% Industrial

February 2008

design test & analysis prototype machined components

simple assembly

modules powertrainsystems

1 off vehicles engineered products utilizing

powertrain systems

warranty failure/ analysis

Scope of Capabilities

February 2008

Global Presence & Operational PhilosophiesManufacturing Facilities (38); Sales Offices (10): Technology Development Centres (5): Employees (11,752)

Manufacturing Facilities (25)CANADA

Manufacturing Facilities (4) MEXICO

Manufacturing Facilities (2)JV Manufacturing Facility (1)USA

Manufacturing Facilities (1)GERMANY

Manufacturing Facilities (3)HUNGARY

Manufacturing Facilities (1)KOREA

Manufacturing Facilities (1)CHINA

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

February 2008

Sales GrowthQ3 2007

CAGR +13.4%

February 2008

Earnings Growth - Net Earnings from Continuing OperationsQ3 2007

CAGR +12.5%

February 2008

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

February 2008

A Struggling Manufacturing Sector

February 2008

Contributors to Linamar’s Success

Relentless drive to improve competitiveness.

Focus on maximizing opportunity.

Strong culture

February 2008

Competitiveness

Innovation

Efficiency

Speed

Opportunity

Sell

Quote

Speed

Strategy

Culture

Communication

Reward Desired Behaviour

Demonstrated Behaviour at Most

Senior Levels

Competitiveness, Opportunity & Culture

SMART CAPABLE PEOPLE WITH A SKILL BASED FOUNDATION

February 2008

Competitiveness

Innovation

Manpower Utilization

Product Innovation

Process Innovation

Continuous Improvement

Efficiency

Availability of PeopleCost of Living

= Government

Speed

Planning

Purchasing

Efficient Taxation &Regulatory Environment

Labour Cost & Efficiency

Labour Rates

Consumer Good Costs Schools

Immigration Policy

Personal Taxation

SMART CAPABLE PEOPLE WITH A SKILL BASED FOUNDATION

February 2008

Competitiveness

Innovation

Manpower Utilization

Product Innovation

Process Innovation

Continuous Improvement

Efficiency

Availability of PeopleCost of Living

= Government

Speed

Planning

Purchasing

Efficient Taxation &Regulatory Environment

Labour Cost & Efficiency

Labour Rates

Consumer Good Costs Schools

Immigration Policy

Personal Taxation

SMART CAPABLE PEOPLE WITH A SKILL BASED

FOUNDATION

February 2008

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

February 2008

Steering Committee Established to Address the Problem

Chair IT/High Tech Paul Tsaparis, CEO HP Canada Chair Business/Retail Annette Verschuren – CEO, Home Depot Canada Chair Manufacturing Elyse Allen, GE Canada Chair Construction Ed Newton, President of Kiwi Newton Group of Companies Chair Colleges John Tibbits, President of Conestoga College

Chair Marketing Steve Jones, Chair of Ontario Chamber of Commerce and Vice-President, Marketing & Communications Promotivate International Inc. David Johnston, President of University of Waterloo Alistair Summerlee, President of University of Guelph

Co-Chairs Universities

February 2008

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

February 2008

A Model for the Future

Science Trade & Technology Major Program

February 2008

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

February 2008

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

February 2008

Goal

A skill based workforce that drives innovation and competitiveness and stimulates our economy to thrive globally

Every student, every school

February 2008

Key Elements of the Program

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

February 2008

Grades 5 - 8 Introduction to hands on learning & technology

Grades 9 – 12/13 Science, Trade & Technology Major Pathway

Grades 9 – 12General Pathway

University

• 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*

College

Apprenticeship/Work

OSSD

STTM

OSSD

* 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

February 2008

Some Practical Examples

CarpenterConstruction Engineering TechnologistArchitectCivil Engineer

College

University

MachinistMechanical Engineering Technology, Automated ManufacturingMechanical Engineer

College

University

ITComputer ProgrammerSoftware Engineering TechnologySystems Engineer

College

University

Business & RetailMerchandising/Marketing

Bachelor of Commerce

College

University

Media Arts & Culture

Theater ArtsTechnical ProductionBachelor of Arts

College

University

February 2008

Example:

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

school for innovationin manufacturing

February 2008

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

February 2008

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.

February 2008

Time Line

Stage 1 – Planning & Establishing FrameworkFeb 2007 Advisory Council FormedFeb 2007 Steering Committee FormedFeb 2007 Steering Committee Meetings StartedAug 2007 Update to Advisory CouncilStage 2 – SJK LaunchSept 2007 SJK’s Fifth Year Program IntroducedSept 2008 SJK - Manufacturing / Arts & Culture Major

launchedSept 2009 SJK - Construction / Information Technology Major

launchedSept 2010 SJK – Business/Retail Major launchedJune 2011 SJK - First Science, Trade & Technology Major

Graduating Class (4 year)Stage 3 – 2008+ Promote Beyond SJK2008+ Share Program success to inspire other schools in

Ontario & Canada to follow suit.

February 2008

Benefits STTM Program

INDUSTRY System generates people needed to build our business.

GOVERNMENT Increased competitiveness; growth creates jobs.

UNIVERSITYStudents with a hands on aptitude ready to build on those skills through theoretical study in a university degree program.

STUDENTSTangible 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.

COLLEGESStudents already conversant with skills motivated to complete their skills education or build on those skills in an applied program.

February 2008

Top to Bottom Skills Integration

Closing the loop on a skill based workforce to drive Innovation and

Competitiveness

Secondary School

College University

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.