Raymond James Boston Spring Investor Conference. June 2011

Raymond James Boston Spring Investor Conference June 2011 1

Written and oral statements made in this presentation that reflect our views about our future performance constitute "forward-looking statements" under the Private Securities Litigation Reform Act of 1995. Forwardlooking statements can be identified by words such as believe, anticipate, appear, may, intend, plan, estimate, expect, assume, seek, should, will, and similar references to future periods. These views involve risks and uncertainties that are difficult to predict and, accordingly, our actual results may differ materially from the results discussed in our forward-looking statements. We caution you against relying on any of these forward-looking statements. Our future performance may be affected by our reliance on new home construction and home improvement, our reliance on key customers, the cost and availability of raw materials, shifts in consumer preferences and purchasing practices, and our ability to achieve cost savings through the Masco Business System and other initiatives. These and other factors are discussed in detail in Item 1A, Risk Factors in our Annual Report on Form 10-K, as well as in our Quarterly Reports on Form 10-Q and in other filings we make with the Securities and Exchange Commission. Our forward-looking statements in this presentation speak only as of the date of this presentation. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We undertake no obligation to update publicly any forward-looking statements as a result of new information, future events or otherwise. Certain of the financial and statistical data included in this presentation and the related materials are non- GAAP financial measures as defined under Regulation G. The Company believes that non-gaap performance measures and ratios used in managing the business may provide these meaningful comparisons between current results and results in prior periods. Non-GAAP performance measures and ratios should be viewed in addition to, and not as an alternative for, the Company's reported results under accounting principles generally accepted in the United States. Additional information about the Company is contained in the Company's filings with the SEC and is available on Masco s Web Site, www.masco.com. 2

Global leader in the innovation and marketing of quality building products and services. 2010 Financial Data Sales Operating Profit* Free Cash Flow Cash on Hand at 12/31/2010 $7.6 billion $430 million $300 million $1.7 billion *Excludes business rationalization charges of $208 million and charges for goodwill and other intangible assets of $721 million, operating loss as reported ($499) million. 3

Investment Considerations Scale Distribution Brands Operating Leverage History of Strong Cash Flow Disciplined Operating System Long-term Fundamentals For Our Markets Are Positive The discipline of the Masco Business System will drive sustainable competitive advantage 4

Scale Masco is the Industry Leader We believe we are the Largest faucet manufacturer in the world Largest cabinet manufacturer in the world Largest non-commodity supplier to The Home Depot Largest supplier to Lowe s Kitchen and Bath segment Largest supplier of architectural coatings to the U.S. DIY market Largest U.S. installer of building products for the new home construction market We believe Masco s scale and position with its customers is unparalleled in the industry 5

Broad Distribution Across Multiple Channels Big Box Retailers Dedicated customerspecific service organizations with over 1,000 field service employees Premier brands that drive traffic to retail stores Homebuilders Unique direct-to-builder channel for certain products and services A leading insulation contractor in the US Value proposition built upon service reliability and high quality brands Wholesalers/Dealers Extensive training programs for branch and showroom associates Superior display and technology expertise and support Strong trade brands that drive sales with contractors and consumers The breadth of Masco s product portfolio positions us to compete at multiple price points across all channels 7

Selected Brands 2010 Revenues Cabinets & Related Products Plumbing Products Installation & Other Services Decorative Architectural Products Other Specialty Products $1.5B $2.7B $1.1B $1.7B $600M 9

Cabinets and Related Products Financial Performance Q1 2011 Commentary ($ in Millions) 1 st QTR 3 Months Ended 3/31/11 3/31/11 vs. 3/31/10 3/31/2011 3/31/2010 $ % Net Sales $307 $403 ($96) (24%) Operating (Loss)* $(29) $(4) $(25) N/A Operating Margin (9.4%) (1.0%) Decremental Margin (26%) Brands Excluding sales related to planned product exits, sales were down 13% Decremental margin reflects: Volume Under-absorption of fixed costs Less favorable price/commodity relationships Items above were partially offset by the benefits associated with business rationalizations and other cost savings initiatives *Excludes business rationalization charges of $21M & $11M in the first quarter of 2011 & 2010, respectively. See Appendix for GAAP reconciliation. 10

Cabinets and Related Products Q1 2011 Update Benefitting from the North American cabinet integration Gaining share, sequentially first quarter of 2011 versus fourth quarter of 2010 New dealers are being added rapidly Reduced dealer set-up time Over 300 dealers have added a Masco Cabinetry brand since April 2010 Countertop model continuing to gain traction Exit of ready-to-assemble cabinetry to be completed by the end of second quarter of 2011 European markets continue to be challenging Lowered fixed costs by approximately $180 million since 2006 Segment break-even sales estimated at $1.6 billion With housing starts at ~1.1 1.3 million, and a normalized repair and remodel environment, segment is expected to return to double-digit margins 11

Plumbing Products Financial Performance Q1 2011 ($ in Millions) 1 st QTR 3 Months Ended 3/31/11 3/31/11 vs. 3/31/10 3/31/2011 3/31/2010 $ % Net Sales $710 $663 $47 7% Operating Profit* $90 $85 $5 N/A Operating Margin 12.7% 12.8% Incremental Margin 11% Commentary Brands Increased sales volume in North America and from global expansion Incremental margin lower due to: Less favorable price/commodity relationships Less favorable product mix *Excludes business rationalization charges of $6M & $1M in the first quarter of 2011 & 2010, respectively. See Appendix for GAAP reconciliation. 12

Plumbing Products Q1 2011 Update Continue to invest in brand building, innovation and design Gaining share in faucets at wholesale and retail Innovative technology is resonating with the consumer Touch 2 O technology is launching in lavatory faucets in April 2011 Global expansion model is well-developed at Hansgrohe and is being applied at Delta Faucet Extending the Delta brand to adjacent product categories, including tub and shower bathing systems In recognition of the effectiveness of the marketing and communications campaign for Touch 2 O products, Delta Faucet is a 2011 finalist for the Effie Award, the most prestigious honor in advertising Hansgrohe has again received the Product Design Award from the Federal Republic of Germany, a prestigious award in the field of design in Germany 13

Installation and Other Services Financial Performance Q1 2011 ($ in Millions) 1 st QTR 3 Months Ended 3/31/2011 3/31/11 vs. 3/31/10 3/31/2011 3/31/2010 $ % Net Sales $254 $273 $(19) (7%) Operating (Loss)* $(38) $(40) $2 N/A Operating Margin (15.0%) (14.7%) Decremental Margin N/A Commentary Businesses Lower sales volume due to decline in new home construction market Improvement in operating loss due to: Benefits associated with business rationalizations and other cost savings initiatives Contractor Distributor Framing Contractor *Excludes business rationalization charges of $2M in both the first quarters of 2011 & 2010. See Appendix for GAAP reconciliation. 14

Installation and Other Services Q1 2011 Update Continuing to improve our insulation position Added salespeople Expanded strategic relationship with Owens Corning Gaining share, sequentially first quarter of 2011 versus fourth quarter of 2010 Continued retrofit sales gains in 2011 ERP system will be fully implemented by the end of the second quarter of 2011 Poised to deliver significant benefits to our customers Establishing a lean culture to achieve additional cost savings Leveraging expanded footprint at Service Partners Lowered fixed costs in excess of $180 million Segment break-even estimated at 700,000 to 750,000 housing starts With housing starts at ~1.1 1.3 million, segment is expected to return to high single-digit margins 15

Decorative Architectural Products Financial Performance Q1 2011 ($ in Millions) 1 st QTR 3 Months Ended 3/31/2011 3/31/11 vs. 3/31/10 3/31/2011 3/31/2010 $ % Net Sales $375 $389 $(14) (4%) Operating Profit* $70 $87 $(17) N/A Operating Margin 18.7% 22.4% Decremental Margin ( 121%) Commentary Brands Decline in sales volume of paints and stains and builders hardware (principally due to the loss of Wal-Mart business) Decremental margin due to: Volume Program costs related to new opportunities Less favorable price/commodity relationships Successfully managing tight supply of raw materials *Excludes business rationalization charges of $1M for the first quarter of 2011. See Appendix for GAAP reconciliation. 16

Decorative Architectural Products Q1 2011 Update Leveraging our resources to expand top-line growth Direct to Pro program with The Home Depot continues to gain traction Launched the Kilz Pro-X coatings line program in first quarter of 2011 with all The Home Depot stores to be set by the end of the second quarter of 2011 Continue to upgrade core Premium Plus paint line by introducing new low VOC formula Committed resources to facilitate international expansion of our paint business Behr has once again achieved #1 rankings in a recent leading consumer study Based on 2011 Harris poll, Kilz ranked highest among paint brands for the second year in a row Behr increased its share across all DIY architectural coatings categories * Aggressively pursuing new business in bath and cabinet hardware * Source: TraQline 17

Other Specialty Products Financial Performance Q1 2011 ($ in Millions) 1 st QTR 3 Months Ended 3/31/2011 3/31/11 vs. 3/31/10 3/31/2011 3/31/2010 $ % Net Sales $126 $124 $2 2% Operating (Loss) $(10) ($6) $(4) N/A Operating Margin (7.9%) (4.8%) Decremental Margin N/A Commentary Brands Sales increases primarily a result of share gains, geographic expansion and new products Increased operating loss due to: New product launch and geographic expansion costs Unfavorable price/commodity relationships 18

Other Specialty Products Q1 2011 Update Milgard Manufacturing continuing to gain share in the Western United States housing market in the first quarter of 2011 Milgard Manufacturing is expanding into new geographies including Texas and Western Canada U.K. Window Group continuing to gain share in the first quarter of 2011 Arrow Fastener is reinventing their core product line with the launch of the R.E.D. tool line 19

Unparalleled Brand Strength Masco s continuing commitment to innovation will create sustainable competitive advantage for our brands 20

Operational Leverage Aggressively managing capacity Gross fixed cost reduction (2006-2010) estimated at ~ $500M Annual maintenance capex ~ $110M High contribution margins 30% Company wide average Masco s commitment to lean principles should drive increased productivity 22

Gross Fixed Cost Reduction $600 $500 $400 ~$400 ~$500 $300 $200 $100 ~ $100 ~$250 $- 2007 2008 2009 2010 Accumulated Fixed Cost Reductions (Millions) Includes 21 closed/moth balled facilities and headcount reductions of 45% 23

History of Strong Cash Flow Year Housing Starts (Thousands) Sales Free Cash Flow 2003 1,848 $10.1B $1.2B 2004 1,959 $11.3B $1.1B 2005 2,068 $12.2B $1.0B 2006 1,801 $12.4B $820M 2007 1,355 $11.4B $980M 2008 906 $9.5B $560M 2009 554 $7.8B $550M 2010 588 $7.6B $300M Limited capital required to fund expected growth Strong working capital management Returned $6B to shareholders from 2003 to 2007 in the form of dividends and share buybacks, reducing outstanding shares by 30% $1.5 Billion of Cash on Hand 03/31/2011 25

Masco Business System 27

MBS Creates Competitive Differentiation Customer Focus Lean MBS Innovation Quality Talent Management Masco s management framework to inspire brand loyalty 28

DeNova Countertops Combination enables faster growth of countertop business Unique solution simplifies the supply chain Virtual Selection Center Realistic kitchen visualization dramatically improves purchase experience CoreGuard Sink Base Helps protect consumer s investment from water damage Masco Cabinetry Innovation 29

Watkins Ace Salt Water Sanitizing System 30

Delta Hands-Free Faucet Touch 2 O Technology 31

Delta winning with innovation Touch 2 O Technology MagnaTite Docking System In2ition Shower System Delta Faucet Big Box Retail End-Cap 32

Company A Company B 9 point gain in unaided brand awareness in 2 years 54% 52% 53% 50% 47% 41% 46% 48%48% 08 09 10 Brand Equity Study, Burke Institute, July 2010, Sept. 2009, Sept. 2008 08 09 10 08 09 10 Delta Faucet Brand Momentum Innovation and Brand Investment 33

Premium Plus Ultra Behr Premium Plus Ultra Paint and Primer in One 34

Behr Direct to Pro KILZ PRO-X 35

Arrow s R.E.D. 36

Milgard Essence Series Completely new approach to making a wood window Result is a superior, long-lasting wood window providing greater energy efficiency and durability Milgard Essence 37

Energy-efficient vinyl windows at a remarkable value The window they want The price they need Milgard Simplicity 38

Wrap-Up Comments Anticipate slow start but improving market conditions in 2011 2011 total housing starts forecast up approximately 10% Expect modest improvement in repair and remodel activity Will continue to focus on what we can control to improve execution and strengthen our brands Embed Masco Business System across Masco Continue to invest in innovation Aggressively manage our fixed cost structure Since 2006, ~$500 million gross reduction Operational Priorities Installation business Masco Cabinetry integration / strategy We believe long-term fundamentals for our markets continue to be positive We expect to outperform the recovery and create significant value for our shareholders as the housing industry recovers We believe we can achieve low double-digit to mid-teen margins in a market recovery at $10-$12 billion of sales 40

Appendix 41

Masco Credit Facility $1.25 billion line established in June 2010 (amended in February 2011) with two financial covenants Total debt to adjusted total capitalization threshold (65%) Interest coverage (adjusted EBITDA/Interest Expense) In compliance with all covenants and had no borrowings outstanding at March 31, 2011 Approximately $1 billion of borrowing availability on the line today 42

Outstanding Debt Maturities March 31, 2011 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $1,200 Zero Coupon ($ In Millions) Fixed $800 $400 $0 Zero Coupon Notes have a put date of July 20, 2011. 43

Q1 2011 Results (As Reported) ($ In Millions) Net Sales Change in Sales Operating Margin* Q1 2011 Q1 2010 2011 vs. 2010 Q1 2011 Q1 2010 Cabinets and Related Products $307 $403 (24%) (16.3%) (3.7%) Plumbing Products 710 663 7% 11.8% 12.7% Installation and Other Services 254 273 ( 7%) ( 15.7%) (15.4%) Decorative Architectural Products 375 389 ( 4%) 18.4% 22.4% Other Specialty Products 126 124 2% (7.9%) (4.8%) Total $1,772 $1,852 ( 4%) 3.0% 5.8% North America $1,333 $1,430 (7%).8% 4.5% International 439 422 4% 9.6% 10.4% Total $1,772 $1,852 (4%) 3.0% 5.8% * Operating margin is before general corporate expense, net. 44

Q1 2011 Gross Profit/SG&A First Quarter $425 24.0% $492 26.6% ($ in Millions) Gross profit negatively impacted by: Increased rationalization charges Less favorable relationship between selling prices and commodity costs Lower sales volume Gross Profit / Margin $404 22.8% $414 22.4% SG&A as a percent of sales increased due to: Lower sales volume Increased advertising and trade show expenses SG&A as a % of Sales Q1-2011 Q1-2010 (SG&A includes General Corp. Expense in 2011 and 2010). 45

Q1 2011 Segment Rationalization Charges ($ in Millions) Severance Rationalization Charges - Q1 2011 Plant Closures ERP RTA Exit Total - Q1 2011 Q1 2010 Total - Q1 2010 Cabinets and Related Products $ - $ (2) $ - $ (19) $ (21) $ (11) Plumbing Products - (6) - - (6) (1) Installation and Other Services - - (2) - (2) (2) Decorative Architectural Products - (1) - - (1) - Other Specialty Products - - - - - - Corp. / Other (1) (1) - - (2) - Total Q1 2011 $ (1) $ (10) $ (2) $ (19) $ (32) $ (14) Total Q1 2010 $ (3) $ (8) $ (3) $ - $ (14) Change $ 2 $ (2) $ 1 $ (19) $ (18) 46

2011 Estimate - Other Financial Data ($ in Millions) 2011 Estimate 2010 Actual Rationalization Charges* ~ $65 $208 Tax Rate** ~ 60% 32% Interest Expense ~ $250 $251 General Corp. Expense ~ $140 $110 Capital Expenditures ~ $190 $137 Depreciation & Amortization ~ $260 $279 Outstanding Shares 349 million 349 million *Based on current business plans. **Tax rate for 2010 excludes the valuation allowance on the Federal deferred income tax assets and the impairment charge for goodwill and other intangible assets. 47

Full-Year 2010 Segment Rationalization Charges ($ in Millions) Severance Rationalization Charges - December 31, 2010 Plant Closures ERP RTA Exit Total - FY 2010 FY 2009 Total - FY 2009 Cabinets and Related Products $ (6) $ (87) $ (2) $ (84) $ (179) $ (43) Plumbing Products (7) (8) - - (15) (19) Installation and Other Services (1) - (7) - (8) (24) Decorative Architectural Products - (5) - - (5) (1) Other Specialty Products - - - - - (3) Corp. / Other - (1) - - (1) (4) Total December 31, 2010 $ (14) $ (101) $ (9) $ (84) $ (208) $ (94) Total December 31, 2009 $ (24) $ (43) $ (27) $ - $ (94) Change $ 10 $ (58) $ 18 $ (84) $ (114) 48

Full-Year 2010 Results (As Adjusted) ($ in millions) Full-Year 2010 Net Sales Change in Sales Full-Year 2009 2010 vs.2009 Operating Margin* Full-Year 2010 Full-Year 2009 Cabinets and Related Products $ 1,464 $ 1,674-13% -4.8% -1.3% Plumbing Products 2,692 2,564 5% 12.9% 11.5% Installation and Other Services 1,147 1,256-9% -9.2% -8.5% Decorative Architectural Products 1,693 1,714-1% 20.7% 21.9% Other Specialty Products 596 584 2% 3.2% 4.6% Total Segment* $ 7,592 $ 7,792-3% 7.1% 7.3% North America $ 5,929 $ 6,135-3% 6.3% 6.4% International 1,663 1,657 0% 10.0% 10.6% Total Segment - Reported $ 7,592 $ 7,792-3% 7.1% 7.3% * Operating margin is before general corporate expense, net and excludes rationalization and goodwill impariment charges. See Slide 49 for GAAP information. 49

Full-Year 2010 Results (As Reported) ($ in millions) Full-Year 2010 Net Sales Change in Sales Full-Year 2009 2010 vs.2009 Operating Margin* Full_Year 2010 Full-Year 2009 Cabinets and Related Products $ 1,464 $ 1,674-13% -17.1% -3.8% Plumbing Products 2,692 2,564 5% 12.3% 9.2% Installation and Other Services 1,147 1,256-9% -72.7% -10.4% Decorative Architectural Products 1,693 1,714-1% 20.4% 21.9% Other Specialty Products 596 584 2% 3.2% -34.1% Total Segment* $ 7,592 $ 7,792-3% -5.1% 2.8% North America $ 5,929 $ 6,135-3% -9.2% 1.5% International 1,663 1,657 0% 9.3% 7.5% Total Segment - Reported $ 7,592 $ 7,792-3% -5.1% 2.8% * Operating margin is before general corporate expense, net and includes business rationalization expenses and goodwill impairment charges. 50

Cabinets and Related Products Financial Performance FY 2010 Brands ($ in Millions) Full-Year 12 Months Ended 12/31/10 vs. 12/31/09 12/31/2010 12/31/2009 $ % Net Sales $1,464 $1,674 $(210) (13%) Operating (Loss)* $(71) $(21) $(50) N/A Operating Margin (4.8%) (1.3%) Decremental Margin (24%) Segment Mix 25% 25% - 30% 75% 70% - 75% International North America New Construction Repair / Remodel *Excludes business rationalization charges of $179M & $43M in the full-year of 2011 & 2010, respectively. See slide 49 for GAAP information. 51

Plumbing Products Financial Performance FY 2010 Brands ($ in Millions) Full-Year 12 Months Ended 12/31/10 vs. 12/31/09 12/31/2010 12/31/2009 $ % Net Sales $2,692 $2,564 $128 5% Operating Profit* $347 $295 $52 N/A Operating Margin 12.9% 11.5% Incremental Margin 41% Segment Mix 40% 20% - 25% 60% 75% - 80% International North America New Construction Repair / Remodel *Excludes business rationalization charges of $15M & $19M in the full-year of 2011 & 2010, respectively. Also excludes goodwill impairment charges of $1M and $39M in the full-year of 2010 and 2009, respectively. See slide 49 for GAAP information. 52

Installation and Other Services Financial Performance FY 2010 ($ in Millions) 12/31/10 Full-Year 12 Months Ended vs. 12/31/09 12/31/2010 12/31/2009 $ % Net Sales $1,147 $1,256 $(109) (9%) Operating (Loss)* $(106) $(107) $1 N/A Operating Margin (9.2%) (8.5%) Decremental Margin Segment Mix N/A Contractor Distributor Businesses >10% 100% 90+% Framing Contractor International North America New Construction Repair / Remodel *Excludes business rationalization charges of $8M and $24M in the full-year of 2010 and 2009, respectively. Also excludes goodwill impairment charges of $$720M in 2010. See slide 49 for GAAP information. 53

Decorative Architectural Products Financial Performance FY 2010 Brands ($ in Millions) Full-Year 12 Months Ended 12/31/10 vs. 12/31/09 12/31/2010 12/31/2009 $ % Net Sales $1,693 $1,714 $(21) (1%) Operating Profit* $350 $376 $(26) N/A Operating Margin 20.7% 21.9% Decremental Margin (124%) Segment Mix <5% 100% >95% International North America New Construction Repair / Remodel *Excludes business rationalization charges of $5M and $1M for the full-year of 2010 and 2009, respectively. See slide 49 for GAAP information. 54

Other Specialty Products Financial Performance FY 2010 Brands ($ in Millions) Full-Year 12 Months Ended 12/31/10 vs. 12/31/09 12/31/2010 12/31/2009 $ % Net Sales $596 $584 $12 2% Operating Profit $19 $27 $(8) N/A Operating Margin 3.2% 4.6% Decremental Margin Segment Mix N/A 25% 20% - 30% 75% 70% - 80% International North America New Construction Repair / Remodel *Excludes business rationalization charges of $3M for the full-year of 2009. Also excludes goodwill impairment charges of $223M for the full-year of 2009. See slide 49 for GAAP information. 55

Segment Mix Full-Year 2010 - Estimate Segment International North America Cabinets and Related Products Plumbing Products Installation and Other Services Decorative Architectural Products Other Specialty Products New Construction 25% 75% 25% - 30% 40% 60% 20% - 25% -- 100% 90+% -- 100% <5% 25% 75% 20% - 30% Company Total 22% 78% 25% - 30% 56

Masco International Revenue Split* 6% 6% 9% 7% 11% 36% Central Europe United Kingdom Emerging Markets Eastern Europe Northern Europe North America Southern Europe 25% *Based on company estimates. 57

Additional Inquiries Contact: Maria Duey Vice President of Investor Relations maria_duey@mascohq.com 313-792-5500 58