Operations Overview. Liam McCarthy President and Chief Operating Officer

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1 Operations Overview Liam McCarthy President and Chief Operating Officer

2 Restructuring Program Complete 3 year process to reorganize and restructure from geographic to global product focus Total cost $315 million Total annual savings $205 million 39 manufacturing facilities (from 53) 28 customer service facilities (from 50) 9 logistics hubs (from 16) Reduced Capex Sequential savings = $2M in Q1, FY11 and $3M in Q2,FY11 Results in 14% operating margin 2

3 Manufacturing Footprint by Geography Asia Americas Europe Mfg. Sq. Footage FY07 FY10 Total Square Footage 7.2M 7.9M 3.7M 2.2M 1.3M 5.0M 2.2M 0.7M Number of Locations Fewer, but larger, fully-integrated facilities 3

4 Strong Asia Presence Sales Revenue % R.O.W. 40% Asia 60% China 28% Mfg. Revenue % R.O.W. 38% China 20% Asia 62% 4

5 Newest Manufacturing Facilities Chengdu, China 1,100,000 sq. ft. Rapidly expanding operation for CPD Division, with tremendous technology. Excellent global tool-room. Vietnam 114,000 sq. ft. Expanding operation and focus of MPD Division transfers. 5

6 China Cost / Productivity Challenge China GDP growth will drive consumer spending and consequently our revenue Risk is spread - positioned in several locations in China, including western China Molex s plants in China are technology driven, and capable of becoming less dependant on low cost labor over time Capabilities in Molex China operations are excellent with a strong work ethic and disciplined processes 6

7 Clear Path to a 14% Operating Margin 14.0% 11.1% Reduce Unusual Logistics Costs Eliminate Transition Costs Restructuring Benefit June 2010 Target 7

8 Transition Costs Breakdown by Impact 60% Logistics Logistics 40% Plant Utilization Plant Utilization 8

9 Eliminate Transition & Logistics Costs Logistics and Demand Planning Added a second warehouse in Europe Added capacity to alleviate bottlenecks Air to Sea freight for Automotive product Maximize sea freight across the business Plant Utilization Learning curve for receiving plants Minimize external manufacturing Reduce the cost of excessive changeovers / add capacity where necessary 9

10 Capital Expenditure Trend 9.7% 9.0% 9.1% 6.8% 6.9% 7.6% CapEx target: 6-7% of sales 10

11 FY10 Capital Q4 higher capex drivers Plant enhancements to support product transfers (Chengdu, Lincoln, Kagoshima and Shizuoka) Increase in generic capacity to support transfers and rapid bookings growth High period of New Product Investment driving growth 6 to 7% of revenue is still an appropriate target 11

12 Inventory Economic Downturn 83.5 Economic Upturn VMI Transfers & Restructuring Started Sea Frt Additional Sea Freight 75 to 80 Inventory Days Range FY07 FY08 FY09 FY10 FY11 12

13 Global Lean Six Sigma Results $62.6 million FY10 savings 833 projects 19 GLSS locations; expanding deployments in FY employees trained to date 9 MBBs 84 Black Belts 1043 Green & Lean Belts 13

14 Pricing Innovation Significantly invested in upgrading our Pricing and Management resources last year Provides visibility through the channels to protect margin and eliminate leakage Focus is cost to serve versus traditional standard margin Ability to factor win/loss in determining market price over priced, underpriced Greater emphasis on pricing for value realization 14

15 Pricing Innovation Identifies strategic products and protects margin Global Pricing Group can leverage best practices and consistency Significant part of Operational Improvement strategy Selective price increases begin October 1 and continue during Q2 15

16 On the Path to 14% Operating Margin: What We Have Accomplished Biggest reorganization/restructuring in Molex s history is complete Major reduction in our cost structure Offset price erosion through improved productivity and a successful Global Lean Six Sigma initiative Improving SG&A performance 16

17 On the Path to 14% Operating Margin: What We are Working On Eliminating transition costs related to production transfers, logistics and utilization Leveraging pricing with consistent, strategic systems-based approach Continuing to drive new products and technology More effective and efficient use of capex Achieving operational excellence Thank You 17

Global Operations Investor Update Ed Monser Chief Operating Officer February 8, 2008

Global Operations Investor Update Ed Monser Chief Operating Officer February 8, 2008 Safe Harbor Statement Our commentary and responses to your questions may contain forward-looking statements, including