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2008 2007 2006 2005 2004 20.0% 15.0% 10.0% 5.0% 0.0% -5.0% 5.0% 1.5% 1.0% 4.5% 4.3% 15.9% * Period Ended * Reflects acquisition from Ingersoll Rand in 2004 Capex as a % of Sales 2009 ~ 1 ½ to 2% of sales Manufacturing strategy allows for low capital expenditures Aftermarket segment low capital intensity Custom-engineered equipment ~12 to 15 month cycle time Customer advance payments and progress payments finance working capital 1.1% 1.3% 1.3% 1.4% 1.8% 0.0% 0.5% 1.0% 1.5% 2.0% 2004 2005 2006 2007 2008 13 Strong Balance Sheet Net Debt to Capital Net Debt to Adjusted EBITDA 60% 40% 20% 0% 13% 20% 14% 32% 45% 56% 7 3/8% Notes Mature 2014 No Revolver Borrowings / $180 Used for Letters of Credit Net debt to total capital 13% Total debt $370 Net debt $172 Liquidity at 9/30/09 = $518 Cash $198 Revolver Availability $320 4.8 2.7 1.4 0.6 0.6 0.4 0.0 1.0 2.0 3.0 4.0 5.0 14 Outlook Traditional Market Opportunities Offshore production / FPSO (100+ next 5 yrs.) Tracking ~ 60 LNG projects (more than 20 FLNG) FLNG project Peter Brotherhood acquisition / Samsung Techwin Upstream Midstream Downstream Pipelines & storage (growth in Asia, China, India, US) Coal bed methane & shale opportunities Acquisitions strengthen position (Arrow

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