The Global Leader in Used Equipment Sales

The Global Leader in Used Equipment Sales 2015 Investor & Analyst Day New York January 12, 2015

Forward looking statements This presentation contains forward-looking statements (as such term is defined in Section 21E of the U.S. Securities Exchange Act of 1934, as amended), which reflect management's current views with respect to certain future events, company strategy and performance. All statements included in or accompanying this presentation, other than statements of historical fact, are forward-looking statements. Forward-looking statements are not guarantees of future performance and involve certain risks, uncertainties and assumptions. Actual results may differ materially from those expressed herein. Additional information concerning factors that could affect the Company s actual results is included in the Company s filings with securities regulators. The Company undertakes no obligation to update publicly any forward-looking statements except as required by securities legislation. Please refer to our website at www.rbauction.com for a description and, as applicable, reconciliation of non-gaap financial measures such as GAP, EBIT and Adjusted EBIT, ROI and ROIC, RONA, OFCF and OFCF as % net earnings, EBITDA and EBITDA margin rate, Contribution and Profit Margin, Sales Force Productivity, QOWC, Other Working Capital, Capital Intensity, Capex Intensity and Net Capex Intensity, Debt / EBITDA and Net Debt / EBITDA, ARR, OI Margin and Adjusted OI Margin, and Adjusted EPS. All figures are in US dollars, unless otherwise noted. 2 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Agenda Estimated Topics Presenter time 10:00 am ET Welcome Remarks Ravi Saligram Historical Performance and Influences On Our Business Rob McLeod 10:20 am Strategic Overview and M&A Ravi Saligram 10:55 am Pillar 1: Reinvigorate Growth Strategies by Geography EquipmentOne and New Channels Ritchie Bros. Financial Services Rob McLeod, Randy Wall, Jeroen Rijk Jim Barr Jim Barr 11:35 am Pillar 2: Efficiencies and Effectiveness Systems and Processes Organizational Structure, Key Enablers and SG&A Sales Productivity 12:05 pm -- Lunch -- Jim Barr Todd Wohler Ravi Saligram 12:50 pm Pillar 3: Optimize Balance Sheet Capital Structure and Capital Allocation Existing Site Returns Performance Scorecard and Implications for Exec Comp Art Winkleblack Rob McLeod Rob McLeod 1:30 pm Business Model & Outlook Ravi Saligram 1:45 pm Q&A Session Management Team 2:30 ET End of Event

Taking RBA to the next level: Strategic Roadmap Summary Reinvigorating strong top-line growth Driving operating efficiency and effectiveness Utilizing cash flow and potential incremental leverage to fuel growth Enhancing returns on capital and generating Economic Value Establishing capital allocation priorities Including the initiation of a share buyback program Taking RBA to the next level of execution and delivery of shareholder value

Key Enablers of Plan Delivery Upgrading our talent both from inside and outside A decentralized, fully empowered and accountable regional organization structure An integrated Management Scorecard focused on the key drivers of shareholder value An incentive compensation program based on the few key metrics which best align management with shareholder interests Data capture, systems and analytic capabilities to identify opportunities and optimize execution Establishing the foundation for sustainable, long term success at RBA

Key Drivers of Growth 1. Winning in the US 2. Penetrating Transportation & Agriculture 3. Growing Strategic Accounts & Global Accounts 4. M&A 5. Driving multichannel Key Enabler: Building People Capacity & Capability

Historical Performance Rob McLeod, Chief Financial Officer

GAP Growth Since 2009 GAP growth since 2009 has been inconsistent Rate has been less than 1/3 of growth rate to 2009 GAP 2004 2014 ($mm) 4500 4000 3500 3000 2500 2000 1500 1000 CAGR 2004 2009 = 14.3% $1,789 $2,093 $2,721 $3,186 $3,568 CAGR 2009 2014 = 3.8% $3,491 $3,278 $3,714 $3,908 $3,817 $4,212 500 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Revenue Rate 10.2% 10.1% 9.5% 9.8% 9.9% 10.8% 10.9% 10.7% 11.2% 12.2% 8 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Revenue drivers mix has evolved Since 2009, our mix of revenues has changed Fees have increased as a percentage of total Revenue by Type 2009 ($mm) Revenue by Type 2013 ($mm) 8% Total Revenue: $377 mm 20% Total Revenue: $467 mm Commission Revenue $349 Fee Revenue $28 Commission Revenue $374 Fee Revenue $83 $93 92% 80% 9 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Strategic use of at-risk business has increased At-risk business has moved from below our historic range into that range GAP Type - 2009 GAP Type - 2013 21% 28% Straight Commission At-Risk 79% 72% 1 0 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Geographic mix US revenue has declined to 48% of total revenues (2009 vs. 2013) Canada revenue has increased to 29% of total revenues Revenues by Geography 2009 ($mm) Revenues by Geography 2013 ($mm) 15% 24% 7% 54% Total Revenue: $377 mm US $202 Canada $90 Europe $58 Rest of World $27 14% 29% 9% 48% Total Revenue: $467 mm US $224 Canada $135 Europe $65 Rest of World $43 11 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Flow-through of revenue gains has been limited Revenues & Earnings from Operations (EBIT, $mm) 500 450 400 350 300 $377 $357 $396 $438 $467 250 200 150 100 50 $127 $92 $104 $120 $131 0 2009 2010 2011 2012 2013 Revenues Earnings from Operations (EBIT)* Revenue CAGR 4%, EBIT CAGR 1% * EBIT adjusted for CEO Separation agreement 12 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

CAPEX has been reduced significantly since 2009 CAPEX ($mm) 180 160 140 120 $145 $157 100 $113 80 60 40 20 0 $23 $43 $51 $62 $77 $62 $54 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Recent CAPEX has been focused on site maintenance and IT investments 13 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Increase in depreciation expense now moderating 2009-2014: Auction site development drove increased depreciation expense 2012 forward: Depreciation expense stabilized in line with significantly reduced site development Depreciation & Amortization 2009 2013 ($mm) $50 $45 $40 $35 8.4% 10.6% 10.7% 9.4% 9.3% 12.0% 10.0% 8.0% $30 $25 6.0% $20 $15 $32 $38 $42 $41 $43 4.0% $10 2.0% $5 $0 14 2009 2010 2011 2012 2013 Depreciation expense growth CAGR 2009 2013 = 8.0% RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 0.0% Depreciation and amortization Depreciation and amortization as percentage of revenues

ROIC performance declined due to auction site development combined with subpar growth Return on Invested Capital (ROIC)¹ 20% 16% 12% 14% 14% 16% 17% 15% 8% 11% 9% 10% 10% 11% 4% 0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 (1) The Company calculates ROIC as adjusted net earnings divided by invested capital. Invested capital is calculated as the average equity attributable to the equity holders of the parent between the current reporting date and the comparative reporting date, plus the average noncurrent borrowings between the current reporting date and the comparative reporting date. 15 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Return on net assets Return on Net Assets (RONA)¹ 30% 25% 26% 20% 20% 22% 21% 23% 15% 16% 15% 10% 10% 12% 12% 5% 0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 (1) Trailing Twelve Months Net operating profit after tax / Net assets 16 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA cash flow perspective last four years Cumulative Operating Free Cash Flow nearly equals cumulative net income RBA 2010 2013 (cumulative) % of Net Income 200% 180% 160% 140% 120% 159% 100% 80% 60% 40% 68% 91% 20% 0% Cash from Operations CAPEX(1) CAPEX Op Free Cash Flow (1) RBA CAPEX is net of proceeds on sales of PP&E. 17 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Takeaways RBA is a strong cash generator Big Capex days are behind us GAP growth, consistent Revenue Rate and controlling expenses are our key focus areas 18 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Influences On Our Business Rob McLeod, Chief Financial Officer 19

Reminders about our model RBA s revenue is generated by transaction activity Can be generated by both growth and contraction periods of economic and sector cycles Our sector coverage is broad and diverse The assets we sell can, and often do, transfer between sectors (i.e. excavator used in construction originally could be sold for work in mines) Our global reach provides a natural hedge against regional economic weakness Transcends local market conditions; provides better pricing for equipment sellers 20 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Macro influences on transaction activity Construction (US & Canada) Total Non-Res Construction Spend (US) Total Res Construction Spend (US) Housing starts (US and Canada) Construction machinery manufacturing new orders (US and Canada) Agriculture Canada total farm receipts Canada Agricultural implement manufacturing shipments US farm machinery and equipment manufacturing seasonally adjusted value of shipments 21 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Macro influences on transaction activity Transportation Transportation equipment New orders (US & Canada) Oil and Gas Oil and gas prices Total consumption of petroleum products (US and Canada) Active rig counts 22 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

US total construction spend US total construction spend ($mm) $600 $1,400,000 $500 $1,200,000 $mm for RBA US GAP $400 $300 $200 $100 $ Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 $mm for total US construction spending Construction activity drives equipment transactions Used equipment pricing effects GAP US GAP Total Construction Spend 23 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: US Census Bureau; RBA GAP data

US construction machinery manufacturing impacted age of equipment population in following years US construction machinery manufacturing new orders ($mm) $mm for RBA US GAP $600 $500 $400 $300 $200 $100 72% decline $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $b for US Construction Machinery Manufacturing $0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 $0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 U.S. Construction Machinery Manufacturing - New Orders 24 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: US Census Bureau

Age of equipment available for sale continues to improve Percent of GAP from asset age Excludes items with unknown ages 14% 12% 10% 8% 6% 2014 2009 2010 2011 2012 4% 2013 2% 2014 0% New 1 Yr Old 2 Yrs Old 3 Yrs Old 4 Yrs Old 5 Yrs Old 6 Yrs Old 7 Yrs Old 8 Yrs Old 9 Yrs Old 10 Yrs Old The void of equipment from 4-5 years ago continues to track as expected 25 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Expected impact of lower oil prices and challenged oil and gas sector Limited exposure to oil and gas assets globally Alberta economy is driven by oil and gas 600 500 400 120 100 80 Canada GAP US GAP Oil Lag 18M 300 60 200 100 0 40 20 0 1/1/2004 7/1/2004 1/1/2005 7/1/2005 1/1/2006 7/1/2006 1/1/2007 7/1/2007 1/1/2008 7/1/2008 1/1/2009 7/1/2009 1/1/2010 7/1/2010 1/1/2011 7/1/2011 1/1/2012 7/1/2012 1/1/2013 7/1/2013 1/1/2014 7/1/2014 Quarterly GAP (Millions) Oil prices 26 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 (1) Rolling 4 quarter averages

Takeaways Volume of used equipment transactions drive our business Diversity in sectors and geographies moderate the cyclical nature of local economies & industries Oil and gas has an impact negative in some of our markets, positive in others 27 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Strategic Plan Overview Ravi Saligram, CEO

Strengths and competencies Leader in unreserved auction & multichannel Significant online player: $1.8b GAP in 2014 Over $1 billion in underwritten transactions Deep customer relationships Operational prowess Exceptional cash generator Employee pride and passion RBA has a strong business model foundation to drive sustainable & profitable growth 29 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Our vision: to be the premier equipment asset management and disposition company Purpose: Trusted, customer-centric advocate connecting global buyers and sellers through multiple channels Customers: We are the preferred choice of customers for equipment asset management and disposition, offering the greatest value by leveraging data and insights and connecting global buyers and sellers across multiple channels, sectors and geographies. Employees: A disciplined, high performance, customer-focused service organization that values integrity, celebrates diversity, drives innovation and fosters an entrepreneurial spirit. Shareholders: A growth-oriented cash generator that is intent on driving superior shareholder value. 30 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key strategic issues Reinvigorate core growth Scale EquipmentOne and leverage Multi Channel Transform processes and systems Improve SG&A efficiencies Control capital spending Increase site returns Build organizational capacity and capabilities to build scale; drive performance-oriented culture 31 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Opportunities Ravi Saligram, CEO

Global equipment market size is $360 billion US alone represents over $50 billion, 7x Canada Mining Oil & Gas Transportation Mining Oil & Gas Transportation Agriculture Construction Agriculture Construction 33 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: Internal estimates; based on historical OEM unit sales, estimates of fleet turnover, and average selling prices at RB auctions. Allocation by geography based on sector GDP.

U.S. & Europe are largest construction markets $101B Global Market 34 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: Internal estimates; based on historical OEM unit sales, estimates of fleet turnover, and average selling prices at RB auctions.

Transportation represents biggest sector opportunity $96B Global Market 35 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: Internal estimates; based on RigDig data, estimates of fleet turnover, and average selling prices at RB auctions.

Transportation is an attractive sector due to multiple turns (3+) Sector profile Asset-intensive industry Integral to economy Fragmented market Source: Internal estimates based on customer research. Based on US customer research 36 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Agriculture is nearly a $75 billion market 37 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Source: Internal estimates; based on historical OEM unit sales, estimates of fleet turnover, and average selling prices at RB auctions.

The competitive environment is fragmented, diverse and across multiple channels; RBA has scale advantage. Our direct and indirect competitors include: Private Sales Person to person sales Online marketplaces Craigslist, ebay, Machinery Trader, Kijiji, Alibaba, Mascus, MB Diffusion OEM dealers and independent dealers* Rental companies* Auction companies Iron Planet / CAT Auction Services, Auction Time, Euro Auctions, Alex Lyon & Sons, Taylor & Martin, etc. Brokers Competitive Trends ecommerce has become mainstream and technology is enabling new competitors OEM Dealers have expanded services to offer cradle to grave solutions for customers (rental services, telematics, finance) Economic cycles influence equipment ownership preferences, impacting in particular the business cycle of rental companies Private Sales remains a major opportunity for RBA to gain share in light of fragmentation 38 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 * Some of these competitors are also customers

RBA strategic roadmap We are employing three strategic pillars to drive shareholder value. Growth in shareholder value Pillar 1 Pillar 2 Pillar 3 Growth Initiatives Operational Efficiencies Balance Sheet & Capital Structure Key Outcomes: Revenue Growth, Margin Expansion, Strong Cash Flow, RONA improvement 39 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA strategic roadmap to drive shareholder value Strategic Pillars Objective: Restore revenue & earnings growth, drive cash flow, improve RONA 1 Growth Initiatives A: Geographies Drive depth vs breadth Focus on the US Grow UK, Germany and France Evaluate Japan and China strategic options M & A Tuck-ins and bolt-ons Scale enhancers & needle movers Accretive in relatively short time frame Key Strategies B: Sectors Leverage construction Focus on transportation Grow agriculture Evaluate Oil & Gas C: Services Scale RBFS Pilot Logistics D: Channels Relaunch EquipmentOne Drive Multi Channel E: Segments Accelerate strategic accounts Develop global accounts F: Underwritten Contracts Utilize aggressively Minimize volatility 40 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Texas has great potential Measurement Alberta Texas Multiple Population (M) 4 27.2 6.8 X Real GDP ($M)* $311,898 (+3.9% y-o-y) $1,387,598 (+3.7% y-o-y) 4.4 X Sector GDP ($M)* Construction Transportation & Utilities Agriculture & Forestry Mining Equipment Trading ($M)** Construction** Transportation*** Agriculture & forestry** $33,061 $19,026 $5,926 $72,672 Based on machinery CAPEX $1,692 $3,150 $1,108 $72,596 $89,646 $13,375 $206,220 Based on UCC filings $5,934 $6,615 $1,924 2.2 X 4.7 X 2.3 X 2.8 X 3.5 X 2.1 X 1.7 X Construction Sector Companies D&B 19,479 98,727 5.1 X Texas opportunity 2.5x Alberta * US data: US Bureau of Economic Analysis (2013); Canadian data: StatsCan (2012) ** 2013 UCC filing on construction & agriculture represents approx. 60% of the market; 2013 Canadian data: StatsCan *** 2013 RigDig data 41 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

However, RBA Alberta outperforms RBA Texas by 1.8x Alberta 3x volume of At Risk % GAP sold in Texas Has done $1 billion in At Risk versus $300 million in Texas Strength in On Site and Off-site farm auctions Alberta TMs have strong hunter skill sets TM coverage needs to increase in Texas in line with potential Transferring Alberta best practices to Texas 42 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Asia Strategic Options 1. Japan Entered with North American paradigm Need to adapt model to local needs Open to all strategic options Important source market global export 2. China Significant long-term opportunity However, market immature challenges to build business Cautious step-by-step approach Judicious investment 43 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA strategic roadmap to drive shareholder value Strategic Pillars Objective: Restore revenue & earnings growth, drive cash flow, improve RONA 1 Growth Initiatives A: Geographies Drive depth vs breadth Focus on the US Grow UK, Germany and France Evaluate Japan and China strategic options M & A Tuck-ins and bolt-ons Scale enhancers & needle movers Accretive in relatively short time frame Key Strategies B: Sectors Leverage construction Focus on transportation Grow agriculture Evaluate Oil & Gas C: Services Scale RBFS Pilot Logistics D: Channels Relaunch EquipmentOne Drive Multi Channel E: Segments Accelerate strategic accounts Develop global accounts F: Underwritten Contracts Utilize aggressively Minimize volatility 44 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA strategic roadmap to drive shareholder value Strategic Pillars A: Geographies Drive depth vs breadth Focus on the US Grow UK, Germany and France Evaluate Japan and China strategic options Objective: Restore revenue & earnings growth, drive cash flow, improve RONA 1 2 Growth Initiatives M & A Tuck-ins and bolt-ons Scale enhancers & needle movers Accretive in relatively short time frame Operational Efficiencies & Effectiveness A: Sales Productivity Territory management & coverage based on market potential Consistent go to market processes Improve selection, onboarding and training of new hires Consistently utilize sales tools Key Strategies B: Sectors Leverage construction Focus on transportation Grow agriculture Evaluate Oil & Gas C: Services Scale RBFS Pilot Logistics D: Channels Relaunch EquipmentOne Drive Multi Channel E: Segments Accelerate strategic accounts Develop global accounts F: Underwritten Contracts Utilize aggressively Minimize volatility B: Processes & Systems Modernize legacy systems Salesforce.com as unifying platform Focus on CRM Enable scaling business & leveraging multichannel C: Org Structure and SG & A Regional org structure with P&L and B/S accountability Target SG&A growth lower than revenue growth Flatten levels D: Performance Metrics P&L and balance sheet scorecard Operational metrics Accountability at all levels Incentive Compensation Tie to P&L and balance sheet measures Revamp sales compensation 45 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA strategic roadmap to drive shareholder value Strategic Pillars Key Strategies A: Geographies Drive depth vs breadth Focus on the US Grow UK, Germany and France Evaluate Japan and China strategic options B: Sectors Leverage construction Focus on transportation Grow agriculture Evaluate Oil & Gas C: Services Scale RBFS Pilot Logistics D: Channels Relaunch EquipmentOne Drive Multi Channel E: Segments Accelerate strategic accounts Develop global accounts F: Underwritten Contracts Utilize aggressively Minimize volatility Objective: Restore revenue & earnings growth, drive cash flow, improve RONA 1 2 3 Growth Initiatives M & A Tuck-ins and bolt-ons Scale enhancers & needle movers Accretive in relatively short time frame Operational Efficiencies & Effectiveness A: Sales Productivity Territory management & coverage based on market potential Consistent go to market processes Improve selection, onboarding and training of new hires Consistently utilize sales tools B: Processes & Systems Modernize legacy systems Salesforce.com as unifying platform Focus on CRM Enable scaling business & leveraging multichannel C: Org Structure and SG & A Regional org structure with P&L and B/S accountability Target SG&A growth lower than revenue growth Flatten levels D: Performance Metrics P&L and balance sheet scorecard Operational metrics Accountability at all levels Incentive Compensation Tie to P&L and balance sheet measures Revamp sales compensation Balance Sheet Optimization Cash Flow Align organization & incentivize Target Op FCF equal to net income Organic Capital Spends Target net capital spend <10% revenue Control spending on new sites Focus on IT systems & site maintenance Capital Structure Institute policy and priorities Return cash via ongoing dividends Address option dilution Invest in growth-driven M&A Existing site returns High, medium and low site return league table Initiatives to improve medium and low site returns Dispose of excess assets 46 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA strategic roadmap to drive shareholder value Strategic Pillars Key Strategies A: Geographies Drive depth vs breadth Focus on the US Grow UK, Germany and France Evaluate Japan and China strategic options B: Sectors Leverage construction Focus on transportation Grow agriculture Evaluate Oil & Gas C: Services Scale RBFS Pilot Logistics D: Channels Relaunch EquipmentOne Drive Multi Channel E: Segments Accelerate strategic accounts Develop global accounts F: Underwritten Contracts Utilize aggressively Minimize volatility Objective: Restore revenue & earnings growth, drive cash flow, improve RONA 1 2 3 Growth Initiatives M & A Tuck-ins and bolt-ons Scale enhancers & needle movers Accretive in relatively short time frame Operational Efficiencies & Effectiveness A: Sales Productivity Territory management & coverage based on market potential Consistent go to market processes Improve selection, onboarding and training of new hires Consistently utilize sales tools B: Processes & Systems Modernize legacy systems Salesforce.com as unifying platform Focus on CRM Enable scaling business & leveraging multichannel C: Org Structure and SG & A Regional org structure with P&L and B/S accountability Target SG&A growth lower than revenue growth Flatten levels D: Performance Metrics P&L and balance sheet scorecard Operational metrics Accountability at all levels Incentive Compensation Tie to P&L and balance sheet measures Revamp sales compensation Balance Sheet Optimization Cash Flow Align organization & incentivize Target Op FCF equal to net income Organic Capital Spends Target net capital spend <10% revenue Control spending on new sites Focus on IT systems & site maintenance Capital Structure Institute policy and priorities Return cash via ongoing dividends Address option dilution Invest in growth-driven M&A Existing site returns High, medium and low site return league table Initiatives to improve medium and low site returns Dispose of excess assets Key Enablers * Disciplined execution * Analytical DNA * Accountability culture * Learning organization * Rewards & recognition * Talent development * Diversity to drive innovation Key Outcomes * Sustainable, profitable growth * Strong cash flow generation * Continuously improving RONA 47 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Shareholder value perspective EPS Growth X P/E Multiple = Shareholder Value PILLAR 1: Revenue growth Geographies Sectors Services Channels Segments At Risk rate M&A PILLAR 2: Profit Margin SG&A Incentives Systems Sales Force Productivity PILLAR 3: Balance Sheet # of shares Quality of Earnings PILLAR 1: Growth expectations PILLAR 3: Cash generation - Working capital management - CAPEX control Use of leverage Return on net assets Capital Allocation Site Returns PILLAR 3: Dividend growth PILLAR 1, 2 & 3: Share Price appreciation 48 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

M&A Strategy Ravi Saligram, CEO

Acquisitions & strategic partnerships will complement organic growth Role of acquisitions and partnerships: Strengthen core business geographic penetration and scale Enhance sector expertise Build new channel capabilities Expand service platform Accelerate profitable top line growth 50 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Our approach to acquisitions will be disciplined Acquisition criteria: Sector/vertical/channel specialization and go to market operational expertise Strength in underdeveloped RBA geographies; rapid scale in emerging frontier markets Strong customer relationships Add talent and capabilities to RBA - Ability to retain talent post acquisition Asset light Accretive in a relatively short time frame - Valuations below RBA EBITDA multiple - Evaluate using DCF model ROIs versus our WACC Explore Tuck Ins, Bolt Ons, Scale Enhancers & Needle Movers 51 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 1: Reinvigorating Growth Geographies Rob McLeod, Randy Wall, Jeroen Rijk

United States & Latin America Grow GAP at low double digit % CAGR over the next five years in the US and Latin America Key growth strategies 1. Sectors Continue to build construction sector Transportation: Significant untapped potential 2. Geographies Realize Texas potential Turnaround Eastern region Drive depth in Mexico 3. Channels Accelerate strategic accounts Launch Global Key Accounts Relaunch EquipmentOne 4. Mix Increase and optimize At-Risk model usage 5. Brand Build Ritchie Bros. brand awareness 6. People Appoint US President Roll out field support 7. Process Improve sales productivity Optimize SFA tool usage 53 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Canada Grow GAP at low single digit CAGR over the next five years in Canada Key growth strategies 1. Sectors Construction: Maintain leadership position in core sector Agriculture: Build on leadership position; increase geographic penetration; leverage best practices in other markets Oil & Gas: Investigate new solutions, deeper understanding & increase penetration Transportation: Significant untapped potential 2. Geographies Continue to expand Agricultural footprint in AB, SK, MB Increase penetration in Canada East 3. Channels Accelerate Strategic Accounts Pilot E1 in selected markets 4. Mix Continued strategic use of At Risk contracts 5. Brand Continue to build Ritchie Bros. brand awareness 6. People Limited sales force growth Selective placement to match sector focus Maintain high productivity levels 7. Process Improve consistency of sales management processes Optimize SFA tool usage 54 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Europe Grow GAP at low double digit CAGR over the next five years in Europe Key growth strategies 1. Sectors Continue to penetrate construction sector Grow agricultural sector across Europe 2. Geographies Realize German, UK and France potential Continue to build fundamentals for Scandinavia and Eastern Europe Act Glocal 3. Channels Accelerate Strategic Accounts Pilot E1 in selected markets 4. Brand Build Ritchie Bros. brand awareness 5. People Limited sales force growth required Selective placement to match sector focus 6. Process Increase sales productivity Optimize SFA tool usage 55 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 1: Reinvigorating Growth EquipmentOne & New Channels Jim Barr, Group President

Channel opportunity Core auction value proposition & business model healthy Multichannel approach reinforces and accelerates our core business Strong geographic growth opportunities Strong sector growth opportunities Enhances value proposition/ ability to meet broader needs Growth potential Enables better together cross-channel solutions 57 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Our customers use a variety of channels based on current needs 1 Customers and prospects are already using other channels 2 A multichannel approach can address pain points of alternatives Selling Methods Considered and Used Biggest Customer Concerns by Method 100% 80% 60% 74% 17% 58% % Considered but did not use Considered and frequently used Total considered Method Private Sales Craigslist Dealers Top Concern Reaches fewer buyers/time consuming Sale uncertainty/do everything yourself Take it or leave it final price 22% Online Auctions Sale uncertainty/cannot negotiate 40% 20% 0% 83% Private Sales 78% 35% 42% 33% 46% 58% 54% 30% Craigslist OEMs Local Trade Newspapers Publications 30% 55% 51% 49% 46% 45% 49% 51% 54% Live Onsite Auctions 29% 26% 22% 59% ebay Dealers Online Auctions 15% 57% 41% 43% Brokers Local Newspapers Onsite Auctions Trade Publications Brokers Sale uncertainty/do everything yourself Lower level of control Sale uncertainty/time consuming Sale uncertainty/cannot negotiate 3 The size of the prize of the total market ($360B worldwide) and in adjacent channels is very large Source: RBA 2014 Market Research Study on Market Perceptions of Selling Options of US Equipment Sellers (n=1,026) 58 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

The seller journey: sellers choose methods based upon needed degree of control Uncertain Some Certainty of Sale Certain Control to Seller High Control over: Price Time Location Buyer Low High Effort for Seller Low 59 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Our vision is to position appropriate solutions at each point of seller journey and connect them Uncertain Some Certainty of Sale Certain High Listing Service Control to Seller Control over: Price Time Location Buyer Low High Effort for Seller Low 60 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Complementary & better together value propositions Certainty of sale Global market value Seller access to largest global buying audience Ability to buy at largest global equipment inventory online and onsite at 350 auctions annually Highest level of service & support Greater seller control over price, timing, location, buyer Access to global buying audience online Strong technology platform Self-service tools or assistance from world-class sales & operations Ability to buy anytime Better Together Single relationship for all occasions Choice to transact anyhow, anytime, anywhere Choice of control, level of assistance Seller access to the world s largest equipment buyer base Buyer access to the largest global equipment inventory Robust selling price data Technology-enabled better together solutions 61 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

We offer customers the World s Leading Equipment Exchange scale is a major competitive advantage Seller access to the largest equipment buyer base Buyer access to the largest inventory of used equipment Combined # of online/offline registrations Top 10 Auction Companies (2013 GAP)* 600,000 $4,000 500,000 400,000 300,000 200,000 100,000 226,497 244,347 291,021 312,317 329,377 387,453 384,601 444,439 462,663 503,745 558,426 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Source: RBA Internal Registration Data (Global, All Auction Types) $0 Ritchie Bros. IP/CAS/Kruse Rest of Top 10 Competitors Source: RBA Internal Data (Global), Internal Estimates (ebay), Public information from company websites (all except ebay) * Transactional online and offline auctions only. Overall market, including all methods of asset disposition is $360B worldwide and is highly fragmented. 62 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key challenges/actions Reinvigorate E1 Product & Team Focus on Better Together Better Integrate E1 into Core Ritchie Invest in Technology & Insights 63 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Example EquipmentOne priorities Site Redesign rolled out in phases Grow Buyer Audience Increase # of Listings Culture of Innovation, Speed & Agility Enhanced Seller Tools Listings Service Integration with Core RBA E1 Geo Expansion 64 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key measurements EquipmentOne KPIs Listings Buyers Growth Yield Better Together Scorecard of E1 Impact on Core Web Visits Customer Sat Best in Class Score TBD Gross Transaction Value Profit EBIT 65 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

The leader in multi-channel asset disposition Already the current leader in multi-channel $1.8B online, including E1 marketplace Unleashed to grow using the full power of Ritchie Integrated platform enabling seamless experiences Cross-marketing Full power of the sales team or self-serve Result: Transacting anyhow, anytime, anywhere 66 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 1: Reinvigorating Growth Financial Services Jim Barr, Group President

Ritchie Bros. Financial Services JV partnership Ritchie Bros. 51% ownership Adjacent line of business Enhances and supports core auction business Integrated multi-lender platform Rapid growth Strong profitability 68 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

How it works Great Prime Applications Website Onsite Call in Outbound calls Small New Business RBFS Compass Portal Match engine Workflow Documentation Data warehouse Big RBFS Lender Partners U.S. Canada Mexico Australia U.K. RBFS Call Centre Approvals Declines Conversion to funded transaction 69 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Economic model AVERAGE TRANSACTION: $65,000 AVERAGE TERM: 36-48 months ANNUAL PERCENTAGE RATE: 4.25% and up (dependent on credit/ quality/transaction size) EBITDA MARGIN RATE Exceeds Ritchie core business 70 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBFS growth since inception (3+ years) Application Volume Funded Volume CAGR 58% CAGR 93% $175M funded in 2014 Revenue Contribution CAGR CAGR 108% 540% 71 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Potential as RBFS Matures Mature OEM/Large Dealer Groups penetration 25-60% of new equipment transactions financed 20-40% of used equipment transactions financed RBFS penetration rates in 2014 (3rd year in business): Best Sale 26% Average Sale 9.3% 72 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key growth initiatives Increase US Penetration toward Canada levels Enhanced Rate Offering Choices New Products Increase Customer Service Levels 73 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 2: Efficiencies and Effectiveness Systems and Processes Jim Barr, Group President

Forces driving systems modernization Flexibility Insights Scalability Customers demand systems that can quickly adapt to changing needs Competitive advantage gained through real-time visibility of customer behavior Systems & processes must drive efficiency and top line growth 75 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Updating the business platform Moving the Back-Office to the Cloud Building real-time predictive customer and equipment analytics Providing industry leading online customer selfservice Integrating the unreserved and marketplace buying and selling experience 76 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Where we are today Two years into Systems Modernization journey and continuing Salesforce.com now in place foundation for our future multi channel platform Enabling and accelerating customer, equipment and pricing insights from big data Integrating the buying & selling customer experience to enable world class multi channel and better together scenarios 77 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 2: Efficiencies and Effectiveness Org Structure, Key Enablers and SG&A Todd Wohler, HR Advisor (CHRO effective March 1, 2015)

Why a regional structure to deliver on our strategy Regional business leaders with a strong general management focus to drive sustainable, profitable growth and cash flow of the core auction business Localized and decentralized structure to be more responsive and agile as a company, meet local customer needs, and foster an increased sense of urgency Externally focused, and tailor go to market approaches based on customer needs and geographic differences Strong data-centric, customer focused leadership team to exploit new channels, models and services and increase market share Leverage vast customer and equipment data, and improve analytical rigor to develop powerful insights which will sharpen our strategic focus and strengthen our customer value proposition 79 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Executive team organizational chart Ravi Saligram Chief Executive Officer President, US & LATAM President, Canada VP, Managing Director, Asia Pacific SVP, Managing Director, Europe Chief Human Resources Officer Chief Financial Officer Group President, Emerging Bus, Brand Innov & Tech Serv Chief Sales Officer, Global Key Accounts Chief Ops Support & Development Officer 80 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key enablers Disciplined Execution Analytical DNA Accountability Culture Rewards and Recognition Learning Organization Talent Development Diversity to drive Innovation 81 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

SG&A investments have not yet been able to drive leverage 300 250 SG&A $ and as % of Revenue 45% 51% 51% 52% 51% 51% 60% 50% 200 40% 150 30% 100 20% 50 10% 0 2009 2010 2011 2012 2013 Q3 TTM 0% SG&A Expenses* SG&A % of Revenues* SG&A growth has been consistent with Revenue growth since 2010 * SG&A adjusted for CEO Separation agreement in 2013 and excludes depreciation and amortization 82 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

2013 cost alignment plan recap A reduction of approximately 5% of total overhead was actioned Approximately 1/3 of realized cost savings and 2/3 of costs avoided Legacy systems have resulted in high level of manual intervention (e.g. transactional processing) Significant Structural changes will be needed to attain next level of efficiency 83 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Go forward approach to drive further efficiencies Actions Continue to review organizational layers and spans of control Flattening the organization Upgrade legacy systems to drive efficiencies in transactional activities Evaluate the use of capital in facilities and autos Lease vs. buy Integrated compensation plans focused on key metrics Management is committed to growing SG&A at a lower rate than revenues 84 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Pillar 2: Efficiencies & Effectiveness Sales Productivity Ravi Saligram, CEO

Sales productivity Sales Force Productivity has remained stagnant. GAP$ 000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 2009 2010 2011 2012 2013 SEPT. 2014 2014 Dec. 31 Dec. 31 Dec. 31 Dec. 31 Dec. 31 Dec. 31 RP s 400 350 300 250 200 150 100 50 0 GAP/R/Revenue Producer (RP) Avg. No. of Rev. Producers Adding Territory Managers (TMs) has not significantly accelerated growth; exacerbated by high TM turnover 86 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015 Revenue Producer: Territory Managers and Regional Sales Managers

RBA sales force strengths & competencies Customer Relationships Equipment Knowledge Valuation New Business Incredibly strong customer relationships Fervently believe in unreserved model Perceived as valued advisor & trusted advocate Highly entrepreneurial Pitch to Payment End to End Championship Solid knowledge of construction equipment Ag expertise in Canada Transportation strength in US West Equipment valuation expertise At Risk Model offering & process Deal Making / Negotiating Skills 40% of GAP driven by new consignors Adept at targeting end user contractor 87 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

RBA sales force areas for improvement Sales Processes New TMs Training & Development Hunters versus Farmers Currently inconsistent go to market processes More disciplined execution is required One size fits all approach for some sectors needs to be modified Need consistent quality of talent Need to codify critical competencies Take actions to reduce Turnover More emphasis on coaching versus deal making Improve on-boarding Structured training programs including e-learning End to End Service Philosophy reduces customer face time given broad customer base Hunter skill sets should be on par with Farmer skill sets Consistent use of sales tools to hunt and target 88 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Key opportunities Optimize Potential Customer Segmentation Scientific territory management based on potential Geographic coverage and resource allocation based on market potential Evaluate current compensation structure effectiveness Optimize selling of both Unreserved & E1 Models Understand customer needs/equipment life cycle Utilize salesforce.com SFA tool to better target opportunities & improve hit rate Sector Focus Improve go to market skill sets in Transportation & Agriculture Transfer best practices Segment Focus Processes & Disciplines Increase focus on Strategic Accounts Differentiate Strategic Accounts approach versus End User Contractor approach Create Big Game Hunters global accounts team Codify consistent go to market approaches Structured on boarding, training & coaching Utilize sales tools Consistency in At Risk approach and best practice transfer 89 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Go forward priorities 1. Evolve scalable Sales Force model 2. Add TMs and allocate resources based on market potential Territory management & geographic coverage 3. Retain entrepreneurial spirit but drive disciplined execution, consistent go to market approaches and processes 4. Tailor RBA offerings (Core and E1) based on customer segmentation/needs and sector nuances Recognize different sales skill sets needed for various Sectors, Strategic Accounts, Global Accounts, End User Contractors, Dealers, Do-it-yourself direct community 5. Evaluate current Sales Compensation Structure in the context of new Strategy (for 2016 and beyond) 90 RITCHIE BROS. 2015 INVESTOR & ANALYST DAY JANUARY 12, 2015

Lunch Break 45 min (Webcast will resume shortly) 2015 STRATEGIC PLAN 91