Operations OverviewOperations OverviewLiam McCarthy

President and Chief Operating Officer

2

Restructuring Program CompleteRestructuring Program Complete3 year process to reorganize and restructure from geographic to global product focusTotal cost $315 millionTotal annual savings $205 million

– 39 manufacturing facilities (from 53) – 28 customer service facilities (from 50)– 9 logistics hubs (from 16)

Reduced CapexSequential savings = $2M in Q1, FY11 and $3M in Q2,FY11

Results in 14% operating margin

3

AsiaAmericasEurope

3.7M2.2M1.3M

5.0M2.2M0.7M

Total Square Footage 7.2M 7.9M

Number of Locations 53 39

Manufacturing Footprint by GeographyManufacturing Footprint by Geography

Mfg. Sq. FootageFY07 FY10

Fewer, but larger, fully-integrated facilities

4

Strong Asia PresenceStrong Asia Presence

Sales Revenue %

Asia 60%R.O.W.

40%

Asia 62%R.O.W.

38%Mfg. Revenue %

China 28%

China 20%

5

Chengdu, China1,100,000 sq. ft. Rapidly expanding operation for CPD Division, with tremendous technology. Excellent global tool-room.

Vietnam114,000 sq. ft.

Expanding operation and focus of MPD Division

transfers.

Newest Manufacturing FacilitiesNewest Manufacturing Facilities

6

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

7

Clear Path to a 14% Operating MarginClear Path to a 14% Operating Margin

Target

Eliminate Transition

CostsReduce Unusual Logistics Costs

Restructuring Benefit

June 2010

11.1%

14.0%

8

Transition Costs Breakdown by ImpactTransition Costs Breakdown by Impact60%

Logistics

Logi

stic

s40%Plant

Utilization

Plan

t Util

izat

ion

9

Eliminate Transition & Logistics CostsEliminate Transition & Logistics CostsLogistics 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

10

Capital Expenditure TrendCapital Expenditure Trend9.0%

9.7%9.1%

6.8% 6.9%7.6%

2005 2006 2007 2008 2009 2010

CapEx target: 6-7% of sales

11

FY10 CapitalFY10 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

12

EconomicDownturn

Economic Upturn

VMI

Transfers & Restructuring

Started Sea Frt.

Additional Sea Freight

2011 InventoryInventory

72.8

76.2

83.5

77.5

75 to 80

FY07 FY08 FY09 FY10 FY11 65

67

69

71

73

75

77

Inve

ntor

y D

ays 79

81

83

85

Ran

ge

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Global Lean Six Sigma ResultsGlobal Lean Six Sigma Results

$62.6 million FY10 savings

833 projects

19 GLSS locations; expanding deployments in FY11

1136 employeestrained to date

84 Black Belts

1043 Green & Lean Belts

9 MBBs

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Pricing InnovationPricing InnovationSignificantly invested in upgrading our Pricing and Management resources last yearProvides visibility through the channels to protect margin and eliminate leakage Focus is cost to serve versus traditional standard marginAbility to factor “win/loss” in determining market price – over priced, underpricedGreater emphasis on pricing for value realization

15

Pricing InnovationPricing InnovationIdentifies strategic products and protects marginGlobal Pricing Group can leverage best practices and consistencySignificant part of Operational Improvement strategySelective price increases begin October 1 and continue during Q2

16

On the Path to 14% Operating Margin:What We Have AccomplishedOn the Path to 14% Operating Margin:What We Have Accomplished

Biggest reorganization/restructuring in Molex’s history is completeMajor reduction in our cost structureOffset price erosion through improved productivity and a successful Global Lean Six Sigma initiativeImproving SG&A performance

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On the Path to 14% Operating Margin:What We are Working OnOn the Path to 14% Operating Margin:What We are Working On

Eliminating transition costs related to production transfers, logistics and utilizationLeveraging pricing with consistent, strategic systems-based approachContinuing to drive new products and technologyMore effective and efficient use of capexAchieving operational excellence

Thank You