Executing for Growth and Returns

2014 Outlook Investor Presentation Fourth Quarter – Full Year 2013

2

Unless otherwise specified, the information in this presentation, including forward looking statements related to our outlook, is as of our most recent earnings call held on January 23, 2014. We make no commitment to update any such information contained in this presentation.

Note: This presentation provides information about free cash (usage) flow, EBITDA, adjusted EBITDA and adjusted EPS, which are non-GAAP financial measures. This presentation includes a reconciliation between free cash (usage) flow and GAAP cash flow from operations, a reconciliation between both adjusted EBITDA and EBITDA, on the one hand, and GAAP net income, on the other hand, a reconciliation between both adjusted EBITDA and EBITDA, on the one hand, and GAAP cash flow from operations, on the other hand, and a reconciliation between adjusted EPS and GAAP EPS. (Information reconciling such forward-looking non-GAAP financial measures is unavailable to the Company without unreasonable effort.)

Introductory Information

Certain statements in this presentation are forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995, known as the PSLRA. These statements can generally be identified by the use of forward-looking terminology such as "believe," "expect," "may," "will,“ "should," "seek," "on-track," "plan," "project," "forecast," "intend" or "anticipate," or the negative thereof or comparable terminology, or by discussions of vision, strategy or outlook. These statements are based on current plans, estimates and projections, and, therefore, you should not place undue reliance on them. No forward-looking statement can be guaranteed, and actual results may differ materially from those projected. Factors that could cause actual results to differ materially from those projected include, but are not limited to, the following: (1) the challenges associated with past or future acquisitions, such as undiscovered liabilities, costs, integration issues and/or the inability to achieve the cost and revenue synergies expected; (2) a slowdown in the recovery of North American construction and industrial activities, which decreased during the economic downturn and significantly affected our revenues and profitability, may further reduce demand for equipment and prices that we can charge; (3) our significant indebtedness, which requires us to use a substantial portion of our cash flow for debt service and can constrain our flexibility in responding to unanticipated or adverse business conditions; (4) the inability to refinance our indebtedness at terms that are favorable to us, or at all; (5) the incurrence of additional debt, which could exacerbate our current level of indebtedness; (6) noncompliance with covenants in our debt agreements, which could result in termination of our credit facilities and acceleration of outstanding borrowings; (7) restrictive covenants and amount of borrowings permitted under our debt agreements, which could limit our financial and operational flexibility; (8) a decrease in levels of infrastructure spending, including lower than expected government funding for stimulus-related construction projects; (9) fluctuations in the price of our common stock and inability to complete stock repurchases in the time frame and/or on the terms anticipated; (10) our rates and time utilization being less than anticipated; (11) our inability to manage credit risk adequately or to collect on contracts with customers; (12) our inability to access the capital that our business or growth plans may require; (13) the incurrence of impairment charges; (14) our dependence on distributions from subsidiaries as a result of our holding company structure and the fact that such distributions could be limited by contractual or legal restrictions; (15) an increase in our loss reserves to address business operations or other claims and any claims that exceed our established levels of reserves; (16) the incurrence of additional costs and expenses (including indemnification obligations) in connection with litigation, regulatory or investigatory matters; (17) the outcome or other potential consequences of litigation and other claims and regulatory matters relating to our business, including certain claims that our insurance may not cover; (18) the effect that certain provisions in our charter and certain debt agreements and our significant indebtedness may have of making more difficult or otherwise discouraging, delaying or deterring a takeover or other change of control of us; (19) management turnover and inability to attract and retain key personnel; (20) our costs being more than anticipated, the inability to realize expected savings in the amounts or timeframes planned; (21) our dependence on key suppliers to obtain equipment and other supplies for our business on acceptable terms; (22) our inability to sell our new or used fleet in the amounts, or at the prices, we expect; (23) competition from existing and new competitors; (24) disruptions in our information technology systems; (25) the costs of complying with environmental, safety and foreign laws and regulations; (26) labor difficulties and labor-based legislation affecting labor relations and operations generally; and (27) increases in our maintenance and replacement costs as we age our fleet, and decreases in the residual value of our equipment. For a more complete description of these and other possible risks and uncertainties, please refer to our Annual Report on Form 10-K for the year ended December 31, 2013, as well as to our subsequent filings with the SEC. The forward-looking statements contained herein speak only as of the date hereof, and we make no commitment to update or publicly release any revisions to forward-looking statements in order to reflect new information or subsequent events, circumstances or changes in expectations.

3

Table of Contents

Introduction 4

Market Overview 11

Margin Enhancement 17

Growth Through Customer Solutions 30

Fleet 37

Financial Overview 43

4

is the Industry Leader, Creating a New Standard for

Operational Execution to Drive Growth and Returns

Through the Cycle

5

United Rentals

12%

HERC 5%

Sunbelt 5%

Other 78%

Scale Rental Leader

Scale Creates Distinctive Competitive Advantages and Higher Quality Services for Customers

n  #1 U.S. Market Share

n  832 locations across North America

n  Diversified mix –  Industrial/Non Construction – 50%

–  Non-Residential Construction – 46%

–  Residential – 4%

n  Team of 11,850 employees

6

Creating a New Industry Standard

Deploying the best people, equipment and solutions to enable our customers to safely build a better and stronger future

Our Vision

Driven By These Values

n  Safety First n  Leading By Example n  Continuous Innovation n  Integrity n  Passion for People n  Community Minded

Will Result In

Superior returns to our stockholders by achieving strong and consistent financial

performance

7

Our Four Pillar Strategy for Success

Driving Growth and Returns Through the Cycle

n  National Account Strategy

n  Total Control n  Market Leadership n  Penetrating high

return markets n  Growing industrial

customers

n  Invest in related adjacencies, such as tanks or pumps – High customer

overlap – Shared capability – Attractive returns

n  Evaluate international opportunities

n  Customer Service model

n  Most advantaged cost position

n  Best execution at the branch

n  Significant improvements in productivity

n  Grow cross-sell and customer relevancy

n  Expand key categories –  Trench –  Tools –  Power & HVAC

n  Invest in high-return M&A

Grow the Core New Standard for Operational

Execution Expand Specialty

Businesses Fill Growth

Pipeline

8

Entering Next Phase of Strategic and Financial Evolution

2012–2013 2009–2012

2013 à

Operation United

n  Business transformation through operational improvement and customer focus

RSC Transformation

n  Became the scale industry leader; achieve benefits through “Best of Both” philosophy and successful realization of synergies

Operation United 2

and Business Mix

n  Delivering on new standard of operational excellence across a more diversified customer base to drive higher, more consistent through-cycle returns

9

Objectives and Goals 2014 Priorities

Driving Growth and Improving

Returns on Invested Capital

n  Balance organic growth, M&A, reducing leverage, returning cash to shareholders

n  Achieve superior performance by leveraging unique advantages to deliver our customers unsurpassed quality and service

n  Apply powerful tools and tangible initiatives to deliver further margin expansion

Margin Enhancement

Growth Through Customer Solutions

Capital Allocation

10

Safety as a Core Value

Branch Focused

Initiatives

n  Leading indicator-focused processes and measurements; shared best practices throughout the Company

n  Enhanced safety engagement initiatives and communications n  Safety strategy, leadership, and employee engagement

emphasizes safety as a 24/7 commitment

Robust Support for

Industry Initiatives

n  Enhanced safety practices and procedures dedicated to increasing and supporting a broader commercial and industrial customer base

n  Continued leadership in industry-wide EHS-focused initiatives n  Supporting Operational Excellence though sustainable safety

World-Class Education and

Personal Engagement

n  Comprehensive employee and customer safety training, with emphasis on engagement and personal responsibility

n  Elevating safety from a priority to a core value n  Leadership and observation training for all field management n  Emphasis on fleet safety though expanded driver training and

compliance documentation

More Than 97% of Branches Had No Recordable Incidents in Q4

11

Market Overview

12

Non-Residential Recovery to Fuel Expansion

Source: IHS Global Insight Forecast

North American Rental Industry Expected to Grow

-1%

-23% -3%

+11%

+19% +6% +5% +0% +6%

+9% +11%

+12% +7%

+8% +9%

+7%

+8%

+11%

+7% +7%

0

10

20

30

40

50

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

$19 $22

$24 $25 $25 $26

$29 $32 $36

$38 $38 $29 $28

$30 $33

$35

$38 $42

$45 $49

$Bn

13

0%

20%

40%

60%

80%

100%

0

10

20

30

40

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 '14E '15E

(1) Industry publications and company filings

Continued Industry Growth Evolution

8.0% CAGR (1997 – 2012)

U.S. Penetration

Today is ~50%

Rental Industry Revenue Rental Penetration

20 Years of Steady Penetration Growth

$Bn

U.S. Rental Industry Revenue and Penetration(1)

14

Survey of key accounts conducted by third party Approximately 220 surveys conducted each month

Key Customers’ Optimism for 2014 Grows

98% of Customers Expect Activity to Be Same or Better in 2014

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Up Same Down

15

Reasons to Rent

n  Control expenses and inventory

n  The right equipment for the job

n  24/7 customer care

n  Save on storage/warehousing

n  Reduce downtime

n  No need for maintenance

Why Rent – Total Cost of Ownership

Compelling Economic Benefit to Rent

n  Save disposable costs

n  Cost control

n  Equipment tracking

n  No licenses

n  Conserve capital

16

Why Rent – Total Cost of Ownership n  Needs Assessment n  Fleet Availability n  Equipment Sourcing n  Fleet Deployment

n  ROI/ Performance Analysis n  Wrench Time Enablement n  Consumption Management

n  Eq. Logistics n  Operator training n  PM & Repair n  Regulatory Compliance

n  Demobilization n  Decommission/Replace n  Liquidation

Planning/ Procurement

Operating/ Maintenance

Reporting/ Optimization

Disposal/ Liquidation

Renting Addresses Ownership Pain Points

17

Margin Enhancement

Applying Powerful Tools to Deliver Further Margin Expansion

18

URI EBITDA Margins and Rental Rate Index

Strong Track Record of Margin Improvement

31.5% 32.8%

26.7% 30.9%

35.5%

42.6% 46.3%

75

80

85

90

95

100

2007 2008 2009 2010 2011 PF 2012 2013

+13.5pp +19.6pp

More Than 1300 Basis Point Improvement, While Rates Still at 2007 Levels

Rental Rate Index

19

Unique Operating Advantages Support Further Margin Enhancement

Lean Initiatives/ Operational Excellence

Metro Model

Scale Advantage

Business Mix

Continuous Improvement

Best Cost Structure

Higher Utilization Potential

Emphasizing Contribution Margin

20

Branch Network Rollout in 2014 Will Deliver Efficiencies

Lean Processes Drive Real Value

n  Decreased Outside Hauling Costs

n  Increased Dispatches per Driver

n  Improved Branch Cycle Time

n  Reduced Branch Overtime Costs

n  Shortened Dispute Resolution Time

n  Eliminated Empty Trucks

Shop Productivity

Cost per Delivery

Days Sales Outstanding

Time Utilization

Pilot Activity

n  Yard Turnaround Time Redesigned Branch Operation Logistics-Created Relevant SOPs

n  Order Accuracy Detailed review of the Order Entry process- implemented simplified SOPs

n  Dispatch & Sourcing Revised Standard Operating Practices – increased central dispatch

n  Shop Floor Redesign Redesigned Flow & Created Standardized Triage Process

Productivity Gains Potential Value Levers

Targeted Run Rate of $100M of Efficiencies Within 3 Years

21

Do It Right the First Time Example: Process Observation

Used Basic Lean Tools in Pilot Branches

Established Baseline for Branch Network Rollout

n  Created fast turn lanes to increase capacity

n  Clarified Roles & Responsibilities

n  Reorganized Shop & Yard Flow n  Increased operational quality

at customer touch points

Implemented Improvements

Value Stream Mapping

Identified Waste

Spaghetti Diagrams Created for Yard &

Shop Processes

n  Observation & Documentation Exposes Waste

n  Clear Best Practices emerge

Create a Culture of Continuous Improvement

n  Don’t pass a defect down the line – if it’s not right, fix it n  Customer communication drives customer service n  Make performance visible – allow teams to win daily n  Balance tasks – ensure appropriate roles & responsibilities

Pilots Provide Visibility to Value Levers

22

Note: Metro refers to groups of branches within a city or market area (MSA)

Metro Model: Improving Efficiency and Service Response Time

Current Model Metro Model

n  Each branch dispatches their own trucks and field service techs

n  Individual branches conduct heavy repairs in addition to preventive maintenance

n  Branches answer customer calls directly

n  Logistics and field service is managed centrally to improve efficiency and response time

n  Dedicated repair hubs which improve quality and repair consistency

n  Shared MSA call center to pool customer service resources

26 Markets Use Metro Model

23

More Diversified End Market Exposure

62%

38%

Three Levers to Help Achieve Less Cyclical Mix Stronger Business and Fleet Mix

Larger, More Stable Customers

More Specialty Rental Fleet

16%

84%

Specialty

General Rental

Key Accounts

Unassigned Accounts

46%

50% Industrial/ Non-Construction

Non- Residential

Residential 4%

24

Attractive North American Specialty Rental Market

Pumps

Large, Growing Market with High Return Potential

Tanks

Tools

Power / HVAC

Trench

Storage

EBITDA Margin

LT Market Growth

Tools ~60% 3–5%

Power/ HVAC ~40% 4–8%

Trench ~45% 1–5%

Pumps 40–50% ~11%

Tanks 40–50% ~10%

Storage 40% 8–10%

North American Specialty Rental Market: ~$7.0bn

Scaffolding 2–5%

9%

20%

6%

Scaffolding

24% 7%

18%

16%

Internal Market Estimates

~12%

25

Key Segments

United Rentals Specialty Business Today

84%

16%

General Rental

Specialty

EBITDA Margin

LT Market Growth

Tools ~60% 6–10%

Power / HVAC ~40% 4–8%

Trench ~45% 1–5%

Specialty Offers Cross Selling Opportunities

Total URI 2013 Revenue

Internal Estimates

26

TS / PH & Tools Revenue*

Key Benefit of Enhanced Specialty Rental Penetration

* TS/PH and Tools penetration of NAM revenue

Cross Sell Delivers Customer Value

n  Total National Account growth for the Company of 7.5%

n  TSPH National Account growth of 25%

n  Cross sell contributed to ~40% of incremental company National Account growth 2011 2012 2013

TSPH Tools

Steady Improvement

8.2% 9.4%

10.4%

27

Trench Safety Provides Revenue Synergy Opportunity

Trench Safety Annual Rental Revenue Growth

31%

36%

21%

FY 2011 FY 2012 FY 2013

n  Largest trench safety rental company in North America n  Trench is first on the job and supports cross-selling

opportunities n  5 Trench Safety branches opened in 2013

3 Trench Safety Branches to Open in 2014

28

Power & HVAC Offers Attractive Growth Opportunity

7 Power & HVAC Branches to Open in 2014

n  Combination with RSC provides revenue synergy opportunity n  Historically high margin business n  Business specializes in turn-key services and solutions n  13 Power HVAC branches opened in 2013

Power & HVAC Annual Rental Revenue Growth

63%

34%

26%

FY 2011 FY 2012 FY 2013

29

Provides Custom Tool Solutions in Hoisting, Welding, and Tools to Industrial Customers

n  High margins and attractive return assets

n  Large growth potential: $700M rental market – current share 10%

n  National Account revenue 72% of total revenue to drive customer entanglement with largest customers

n  Dollar utilization:

Tools & Industrial Solutions

Increase Customer Entanglement and Share of Wallet

*Q4

~70%*

30

Growth Through Customer Solutions

Achieve Superior Performance by Leveraging Unique Advantages

31

Customer Solutions Drive Revenue Growth and Capital Efficiency

Engagement Strategy

Total Control

On-Sites

Deliver Technology-Enabled, Innovative Solutions to Improve Customer Productivity

n  Tailored engagement strategies to meet the specific needs of different customers – from large enterprises to small, local businesses

n  Focus dialogue on solutions to increase productive “wrench time” for customers’ business

n  Software solution developed to help customers more effectively manage rental equipment

n  Total Control users gain business advantages – focuses relationship on utilization, not rate

n  Right tools at the right time guaranteed with onsite personnel to reduce downtime and ensure high-quality, tailored service

32

Customer Engagement Strategy

Large Industrial Enterprise Agreements

“Company-wide Solutions”

n  Consumption Management

n  “Wrench Time”

n  “Wrench Time”

n  24/7 After Hours

n  Breadth & Depth

Large Commercial Job Site Management

“Reliable Partner”

n  Availability

n  Reliability

n  Accessibility

Locals

“Ease of Doing Business”

Value Proposition Tailored to Meet Specific Customer Needs

33

29%

19%

52%

Source: Construction Industry Institute Research Team 252

Changing the Customer Conversation

Laborer Time Study (5-Yr Construction Institute Study)

Wrench Time

Tools & Equip

Other

n  Travel n  Personal n  Material

Handling n  Waiting n  Prep Work

Time is the Biggest Customer Challenge!

19% of time spent obtaining, transporting & adjusting tools

Direct Wrench Time = 29% of a craft laborer’s day!

Focus on Wrench Time vs. Rental Rate

34

Embeds United as Rental Company of Choice

n  Software eliminates waste with enhanced visibility/accountability –  Increase equipment

utilization –  Less duplication –  Conserve capital

through rental –  Eliminate equipment

maintenance cost

Equipment Utilization

6.0%

20.5%

43.0%

Self Owned Fleet

Self Managed Rental

Total Control ®

Helping Customers Manage Fleet

Total Control® Provides Competitive Edge

35

A Meaningful Competitive Edge

$116

$146

Q4 2012 Q4 2013

$ Millions

Attractive Added Value for Customers

Installations Growing Revenue Grew 25.8% YOY

112

82

106 123

Q1 2013 Q2 2013 Q3 2013 Q4 2013

123 New Total Control® Installations in Q4

36

“On Sites” = Up Time. “Inside the Fence” Sites

n  Increased Utilization –  Leniency for Shared Equipment –  Lower Equipment Cost

n  On-Time Delivery “Guaranteed”

n  On Site Mechanic = No Downtime

n  Reduction of Traffic = Safety

Better meeting customer’s equipment needs

High Volume, High Utilization, Lower Cost to Serve

37

Fleet

38

43%

2% 3% 14%

3%

17%

5% 5%

4%

Note: Percentages based on ending balance as of 012/31/13

Fleet Mix

$7.73 Billion of Fleet Comprised of

Approximately 410,000 Units

Aerial

Compaction Earth Moving

Forks – Reach

Forks – Rough <1%

Other

Compressors

Forks – Industrial

Light 2%

Power Trench 1%

Trucks Welders 1%

Serves Diverse Customer Base

Customers Know We Have the Fleet They Need

39

* All serialized assets regardless of equipment value (non bulk) included in time utilization ** Calculated using ARA metrics *** Fleet age is calculated on an OEC-weighted basis. Total fleet age is 45.2 months at 12/31/13

3,200 Equipment Classes with Original Cost of $7.73B

Booms and Lifts

Earth Moving Forklifts Trench and Other

Total (Average)

% of Q4 2013 Rental Revenue 38.7% 12.7% 18.0% 30.6%

Time Utilization 73.8% 63.3% 80.0% 54.7% 69.3%

Dollar Utilization** 42.5% 44.1% 41.8% 62.1% 47.1%

Average Fleet Age*** (in months)

54.5% 32.3 44.0 37.8 45.2%

Q4 Dollar Utilization 47.1%

40

Managing Fleet with a Life Cycle Approach

Selling Oldest Fleet

Rental Capex and Used Sales ($MM)*

2010 2011 2012 2013 Q4 2012 Q4 2013

72 83 83 85 85 88

Ag

e of

Use

d S

ales

in M

onth

s

2009 2010 2011 2012 2013

306 673

1,390 1,321 1,580

($387) ($269) ($363) ($463) ($490)

Time Utilization

2010 2011 2012 2013 Q4 2012 Q4 2013

63.7%

67.8% 67.5% 68.2% 68.7% 69.3%

$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000

≤ 1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 >9 Total

Years

Age Composition ($MM)

*On a pro-forma basis

41

Attractive Asset Economics

(15,000)

0

15,000

Y0 Y1 Y2 Y3 Y4 Y5

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Purchase Price (6,500)

Rental Revenue 5,187 5,503 5,668 5,838 6,013

Ancillary Revenue 447 474 488 503 518

Operational Costs (2,061) (2,130) (2,184) (2,240) (2,298)

Selling Price $3,233

Total Cash Flow (6,500) 2,709 3,176 2,937 2,827 6,142

Cumulative Cash Flow

(6,500)

(3,791) (615) 2,322 5,179 11,291

Incremental Asset Generates 40% Return, Helping Drive ROIC Higher

Sample Asset

Cumulative Cash Flow

42

* $ Millions ** Reflects estimated 2% annual inflation factor compounded over average life of OEC sold *** Excludes bulk equipment

Maintenance and Growth CapEx 2011

Combined Pro-forma

2012 Combined Pro-forma

2013 2014 Forecast

OEC Sold*** 752 933 941 1,000

Inflation Factor** 13.8% 13.8% 14.2% 14%

Inflation Uplift 104 129 133 140

Total Maintenance CapEx 856 1,062 1,074 1,140

Growth CapEx 534 432 506 510

Total Rental CapEx 1,390 1,485 1,580 1,650

A Balanced and Disciplined Approach to Fleet Growth

43

Financial Overview

Delivering Strong Sustainable Results

44

Adjusted EBITDA of 48.6%, a Fourth Quarter Record

Q4’13 Results

Q4

Rates n  +4.0%

Time Utilization n  69.3% n  +60bps

Adjusted EBITDA n  $651M or 48.7% n  +$98M or 440 bps

Adjusted EBITDA Flow-Through n  110.1%

45

*2013 results are based on a comparison to the combined pro forma 2012 results as if United Rentals and RSC were combined for the full year 2012

2013 Full Year Results*

Driving Profitable Growth

Pro Forma Comparisons

Rental Revenue n  $4.196B n  +7.0%

Total Revenue n  $4.955B n  +6.2%

Adjusted EBITDA n  $2.293B or 46.3% n  +305M or 370bps

Average OEC n  $7.618B n  +5.8%

Average OEC-on-Rent n  $5.192B n  +6.9%

46

2014 Outlook

Outlook

Total Revenue n  $5.25 to $5.45B

Adjusted EBITDA n  $2.45B to $2.55B

Rental Rates n  An increase of approximately 4.0% over 2013

Time Utilization n  Approximately 68.5%

Capex n  Net rental capex of about $1.15B and gross rental capex of about $1.65B

Free Cash Flow n  Free cash flow in the range of $400M to $450M

47

12007 includes merger termination benefit of $91M 22010 includes a $55M federal tax refund 32012 EBITDA is presented on an adjusted basis. 2012 includes $150M of aggregate cash payments related to merger and restructuring activities 42012 and 2013 include aggregate cash payments of $150M and $38M, respectively, related to merger and restructuring activities.

Consistent Free Cash Flow Generation Over Cycle

20071 2008 2009 20102 2011 20123 20134

EBITDA $1,265 ($117) $589 $649 $879 $1,772 $2,181

Cash Interest -203 -218 -234 -229 -203 -371 -461

Cash Taxes -84 -46 -3 49 -24 -40 -48

Gain on Sale of Equipment -89 -69 -6 -41 -68 -127 -182

Goodwill Impairment Charge — 1,147 — — — — —

Working Capital/Other -30 67 92 24 24 -513 61

Cash from Operations 859 764 438 452 608 721 1,551

Rental Capex -870 -624 -260 -346 -774 -1,272 -1,580

Non-Rental Capex -120 -80 -51 -28 -36 -97 -104

Proceeds on Sale of Rental 319 264 229 144 208 399 490

Proceeds from Sale of Non-Rental Equipment 23 11 13 7 17 31 26

Cash Invested -648 -429 -69 -223 -585 -939 -1,168

Excess Tax Benefits from Share Based Payment Arrangements, Net 31 — -2 -2 — -5 —

Free Cash Flow (Usage) $242 $335 $367 $227 $23 ($223) $383

Cash Flow 2007–2013 ($M)

48

Flexible Capital Allocation Strategy

Managing Leverage

Return Cash to

Stockholders

Invest in Growth

M&A

n  Target leverage range over the cycle of 2.5x–3.5x

n  Net leverage1 of 3.0x at year end 2013

n  Credit rating recently upgraded to BB- by S&P and B1 by Moody’s

n  Executing on $500M share repurchase announced in October

n  Balanced strategy creates flexibility to pursue strategic assets as opportunities arise

Organic

n  Continued organic investments to support growth and boost productivity

n  Opened 18 specialty branches in 2013 with plans of 13 additional openings in 2014

Investing in Growth While Managing Leverage and Returning Cash to Stockholders

1 Leverage ratio calculated as total debt, net of cash, excluding original issuance discounts and premiums divided by adjusted EBITDA.

49

Net Uses of Capital

64%

32%

Net Sources of Capital

73%

27%

Note: Net Debt Issuance includes cash from balance sheet and other items.

Historical Capital Allocation-- 2010–2013

Organic Investment

Strategic M&A

Return to Stockholders

Manage Leverage Targets

(2.5x–3.5x)

Priorities

Cash from Operations

Debt Issuance

CapEx

Cash Acquisitions

4% Share Repurchases

100% Equals $4.6bn

50

$ Millions

(1) As of December 31, 2013. Principal amounts only, no OID or premium included (2) Includes $52M in Letters of Credit. (3) $200M of 10.25% notes due 2019 will be redeemed on January 21, 2014

Debt Maturity Profile(1)

No Significant Near-Term Maturities

$550

$156

$2,300

$750 $700

$1,500

$650

$1,325

$400

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

$120A/R Unused

$430 A/R Used

4.00% Convert. Notes

$1,142 ABL

Unused

$1,158(2)

ABL Used

5.75% Senior

Secured Notes

$200 10.25% Sr. Unsecured

Notes(3)

$500 9.25% Senior

Unsecured Notes

$750 7.375% Senior

Unsecured Notes

$750 8.375% Senior

Sub Notes

8.25% Senior

Unsecured Notes

7.625% Senior

Unsecured Notes

6.125% Senior

Unsecured Notes

51

(1) Leverage Ratio calculated as total debt and QUIPs , net of cash, excluding original issuance discounts and premiums divided by adjusted EBITDA. (2) Pro Forma assumes transaction occurred on January 1, 2011 and excludes cost synergies. (3) Pro Forma 2012 leverage assumes transaction occurred on January 1, 2012.

Leverage Ratio Declined Rapidly(1)

2.5x – 3.5x Target Leverage Range

3.3

4.6

3.6 3.0

2011 2012 2013 URI Standalone Combined Companies

(2)

(3)

52

WACC Range 7.5%

10.8%

(3.1%)

2.9%

2.3% 0.4%

0.8%

0%

2%

4%

6%

8%

10%

12%

14%

2013 Rate Fleet Growth and Utilization

Lean Fleet and Cost Inflation

Business Mix/Other

2016–2018

Building a Bridge to Higher Returns*

10% Internal Hurdle Rate

(1) Assumes at least 3.5% per year rental rate increase (4) Assumes $100M runrate EBITDA impact from Ops United 2 (2) Assumes 6% growth rental capex per year (5) Assumes 2% annual inflation in average fleet purchase prices (3) Assumes 20 basis points improvement per year (6) Assumes 3% annual inflation in all operating costs

1

2

3

4 5 6

*Illustrative – After tax and including goodwill

53

Appendix

54

Timeline

Founded

Achieves Industry

Leadership in First Year Launch of

E-Rental Store Establishes

E-Commerce Platform

Expansion of Trench Safety

Business Captures Niche

Leadership

$3 Billion in Revenues

Marks a Company and Industry

Milestone

Customer Training

Expands with Launch of

National Program

Enters Its Second Decade

as Industry Leader

Launch of Sustainability

Program Advances

Environmental Stewardship

Combines with RSC

Branch Network Grows to 500 Locations in North America National

Accounts Program Grows by 50% as Footprint Expands

Forbes Names One of “400 Best Big Companies”

Company’s First Centralized Customer Care Center Opens

New Strategy Refocuses Company on Core Equipment Rental Business

Earns National Recognitions for Support of Veterans

Expands Industrial Power & HVAC Footprint with Acquisition and Cold-starts

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

55

Performance Goals for Senior Executives Align with Creating Stockholder Value

Short Term Incentive Plan Measures:

Ø  EBITDA Dollar Growth

Ø  Economic Profit Improvement

2014 Performance

Measures Focus on Profitable

Growth

Over 60% of senior executives compensation is at risk and subject to the profitable growth measures listed above.

Long Term Incentive Plan Measures: Ø  Revenue Growth

Ø  Economic Profit Improvement

Ø  ROIC

Field Bonus Performance Measures Align with Senior Management Goals

56

Adjusted Earnings Per Share GAAP Reconciliation We define “Earnings per share – adjusted” as the sum of earnings per share – GAAP, as reported plus the impact of the following special items: RSC merger related costs. RSC merger related intangible asset amortization, impact on rental depreciation related to acquired RSC fleet and property and equipment, impact of the fair value mark-up of acquired RSC fleet and inventory, pre-close RSC merger related interest expense, impact on interest expense related to fair value adjustment of acquired RSC indebtedness, restructuring charge, asset impairment charge, loss on repurchase/redemption of debt securities and retirement of subordinated convertible debentures and gain on sale of software subsidiary. Management believes adjusted earnings per share provides useful information concerning future profitability. However, adjusted earnings per share is not a measure of financial performance under GAAP. Accordingly, adjusted earnings per share should not be considered an alternative to GAAP earnings per share. The table below provides a reconciliation between earnings per share – GAAP, as reported, and earnings per share – adjusted.

1)  Reflects transaction costs associated with the RSC acquisition. 2)  Reflects the amortization of the intangible assets acquired in the RSC acquisition. 3)  Reflects the impact of extending the useful lives of equipment acquired in the RSC

acquisition, net of the impact of additional depreciation associated with the fair value mark-up of such equipment.

4)  Reflects additional costs recorded in cost of rental equipment sales, cost of equipment rentals, excluding depreciation, and cost of contractor supplies sales associated with the fair value mark-up of rental equipment and inventory acquired in the RSC acquisition. The costs relate to equipment and inventory acquired in the RSC acquisition and subsequently sold.

5)  In March 2012, we issued $2,825 million of debt in connection with the RSC acquisition. The pre-close RSC merger related interest expense reflects the interest expense recorded on this debt prior to the acquisition date.

6)  Reflects a reduction of interest expense associated with the fair value mark-up of debt acquired in the RSC acquisition.

7)  Primarily reflects severance costs and branch closure charges associated with the RSC acquisition.

8)  Primarily reflects write-offs of leasehold improvements and other fixed assets in connection with the RSC acquisition.

9)  Reflects a gain recognized upon the sale of a former subsidiary that developed and marketed software.

Three Months Ended December 31,

Year Ended December 31,

2013 2012 2013 2012 Earnings per share - GAAP, as reported $ 1.31 $ 0.40 $ 3.64 $ 0.79 After-tax impact of: 0.05 0.72 RSC merger related costs (1) — 0.08 0.05 0.72 RSC merger related intangible asset amortization (2) 0.24 0.25 0.94 0.74 Impact on depreciation related to acquired RSC fleet and property and equipment (3) (0.01) — (0.04) (0.03) Impact of the fair value mark-up of acquired RSC fleet and inventory (4) 0.06 0.09 0.25 0.24 Pre-close RSC merger related interest expense (5) — — — 0.19 Impact on interest expense related to fair value adjustment of acquired RSC indebtedness (6) (0.01) (0.01) (0.04) (0.03) Restructuring charge (7) — 0.03 0.07 0.64 Asset impairment charge (8) — 0.01 0.02 0.10 Loss on repurchase/redemption of debt securities and retirement of subordinated convertible debentures — 0.41 0.02 0.45 Gain on sale of software subsidiary (9) — 0.01 — (0.05) Earnings per share - adjusted $ 1.59 $ 1.27 $ 4.91 $ 3.76

57

A) Our EBITDA margin was 46.9% and 40.7% for the three months ended

December 31, 2013 and 2012, respectively, and 44.0% and 36.5% for the years ended December 31, 2013 and 2012, respectively.

B) Our adjusted EBITDA margin was 48.7% and 44.3% for the three months ended December 31, 2013 and 2012, respectively, and 46.3% and 43.0% for the years ended December 31, 2013 and 2012, respectively.

Three Months Ended December 31,

Year Ended December 31,

2013 2012 2013 2012 Net income $ 140 $ 41 $ 387 $ 75 Provision (benefit) for income taxes 86 (2 ) 218 13 Interest expense, net 118 196 475 512 Interest expense – subordinated convertible debentures — 1 3 4 Depreciation of rental equipment 223 208 852 699 Non-rental depreciation and amortization 61 64 246 198 EBITDA (A) $ 628 $ 508 $ 2,181 $ 1,501 RSC merger related costs (1) 1 13 9 111 Restructuring charge (2) — 6 12 99 Stock compensation expense, net (3) 12 9 46 32 Impact of the fair value mark-up of acquired RSC fleet and inventory (4) 10 15 44 37 Gain on sale of software subsidiary (5) — 2 1 (8 ) Adjusted EBITDA (B) $ 651 $ 553 $ 2,293 $ 1,772

1)  Reflects transaction costs associated with the RSC acquisition. 2)  Primarily reflects severance costs and branch closure charges associated

with the RSC acquisition.

EBITDA represents the sum of net income, provision (benefit) for income taxes, interest expense, net, interest expense-subordinated convertible debentures, depreciation of rental equipment, and non-rental depreciation and amortization. Adjusted EBITDA represents EBITDA plus the sum of the RSC merger related costs, restructuring charge, stock compensation expense, net, the impact of the fair value mark-up of acquired RSC fleet and inventory, and the gain on sale of software subsidiary. These items are excluded from adjusted EBITDA internally when evaluating our operating performance and allow investors to make a more meaningful comparison between our core business operating results over different periods of time, as well as with those of other similar companies. Management believes that EBITDA and adjusted EBITDA, when viewed with the Company’s results under GAAP and the accompanying reconciliations, provide useful information about operating performance and period-over-period growth, and provide additional information that is useful for evaluating the operating performance of our core business without regard to potential distortions. Additionally, management believes that EBITDA and adjusted EBITDA permit investors to gain an understanding of the factors and trends affecting our ongoing cash earnings, from which capital investments are made and debt is serviced. However, EBITDA and adjusted EBITDA are not measures of financial performance or liquidity under GAAP and, accordingly, should not be considered as alternatives to net income or cash flow from operating activities as indicators of operating performance or liquidity. The table below provides a reconciliation between net income and EBITDA and adjusted EBITDA.

EBITDA and Adjusted EBITDA GAAP Reconciliation

3)  Represents non-cash, share-based payments associated with the granting of equity instruments.

4)  Reflects additional costs recorded in cost of rental equipment sales, cost of equipment rentals, excluding depreciation, and cost of contractor supplies sales associated with the fair value mark-up of rental equipment and inventory acquired in the RSC acquisition. The costs relate to equipment and inventory acquired in the RSC acquisition and subsequently sold.

5)  Reflects a gain recognized upon the sale of a former subsidiary that developed and marketed software.

58

Three Months Ended December 31,

Year Ended December 31,

2013 2012 2013 2012 Net cash provided by operating activities $ 436 $ 226 $ 1,551 $ 721 Adjustments for items included in net cash provided by operating activities but excluded from the calculation of EBITDA: Amortization of deferred financing costs and original issue discounts (5 ) (6 ) (21 ) (23 ) Gain on sales of rental equipment 52 42 176 125 Gain on sales of non-rental equipment 3 — 6 2 Gain on sale of software subsidiary (5) — (2 ) (1 ) 8 RSC merger related costs (1) (1 ) (13 ) (9 ) (111 ) Restructuring charge (2) — (6 ) (12 ) (99 ) Stock compensation expense, net (3) (12 ) (9 ) (46 ) (32 ) Loss on extinguishment of debt securities — (72 ) (1 ) (72 ) Loss on retirement of subordinated convertible debentures — — (2 ) — Changes in assets and liabilities 12 187 31 571 Cash paid for interest, including subordinated convertible debentures 139 152 461 371 Cash paid for income taxes, net 4 9 48 40 EBITDA $ 628 $ 508 $ 2,181 $ 1,501 Add back: RSC merger related costs (1) 1 13 9 111 Restructuring charge (2) — 6 12 99 Stock compensation expense, net (3) 12 9 46 32 Impact of the fair value mark-up of acquired RSC fleet and inventory (4) 10 15 44 37 Gain on sale of software subsidiary (5) — 2 1 (8 ) Adjusted EBITDA $ 651 $ 553 $ 2,293 $ 1,772

1)  Reflects transaction costs associated with the acquisition of RSC. 2)  Primarily reflects severance costs and branch closure charges associated with the RSC acquisition. 3)  Represents non-cash, share-based payments associated with the granting of equity instruments. 4)  Reflects additional costs recorded in cost of rental equipment sales, cost of equipment rentals, excluding depreciation, and cost of contractor supplies sales

associated with the fair value mark-up of rental equipment and inventory acquired in the RSC acquisition. The costs relate to equipment and inventory acquired in the RSC acquisition and subsequently sold.

5)  Reflects a gain recognized upon the sale of a former subsidiary that developed and marketed software.

Reconciliation of Net Cash Provided by Operating Activities to EBITDA and Adjusted EBITDA

59

Three Months Ended December 31,

Year Ended December 31,

2013 2012 2013 2012 Net cash provided by operating activities $ 436 $ 226 $ 1,551 $ 721 Purchases of rental equipment (81 ) (163 ) (1,580 ) (1,272 ) Purchases of non-rental equipment (33 ) (21 ) (104 ) (97 ) Proceeds from sales of rental equipment 134 141 490 399 Proceeds from sales of non-rental equipment 11 5 26 31 Excess tax benefits from share-based payment arrangements, net — (1 ) — (5 ) Free cash flow (usage) $ 467 $ 187 $ 383 $ (223 )

We define free cash flow (usage) as (i) net cash provided by operating activities less (ii) purchases of rental and non-rental equipment plus (iii) proceeds from sales of rental and non-rental equipment and excess tax benefits from share-based payment arrangements, net. Management believes that free cash flow (usage) provides useful additional information concerning cash flow available to meet future debt service obligations and working capital requirements. However, free cash flow (usage) is not a measure of financial performance or liquidity under GAAP. Accordingly, free cash flow (usage) should not be considered an alternative to net income or cash flow from operating activities as an indicator of operating performance or liquidity. The table below provides a reconciliation between net cash provided by operating activities and free cash flow (usage).

Free Cash Flow GAAP Reconciliation

60

n  In September 2011, the American Rental Association (ARA) released Rental Market Metrics whitepaper

–  Standardization of metrics provides consistent way for calculating and reporting critical performance metrics

–  Publication provides definitions and calculations for original equipment cost (OEC), time (physical) utilization, financial (dollar) utilization, fleet age and period-over-period rental rate changes

–  URI adopted new ARA standards beginning with the release of our first quarter 2012 results w  Standard set of metrics is a sign of growth and maturity of industry

n  Key differences between old URI (“old basis”) methodology and ARA (“new basis”) methodology are as follows:

–  OEC – New basis calculation is based on GAAP gross book value. In old basis calculation, OEC is not reduced by volume rebates. In new basis calculation (consistent with GAAP), OEC is reduced by value of volume rebates. For acquisitions, OEC is not reset; OEC values are carried-over from acquired company

–  Time utilization – In old basis calculation, OEC excluded serialized assets less than $SK. In new basis calculation, these assets are included. Calculation also changes for new definition of OEC

–  Fleet Age – Moving from unit-weighted measure of fleet age (old basis) to DEC-weighted measure (new basis)

–  Rental Rate – In new basis calculation, period-over-period rental rate changes are weighted by prior period revenue mix, as opposed to current period revenue mix (old basis). In new basis calculation, impact of currency is excluded from rental rate change calculation

ARA Metrics

61

ARA Metrics Comparison Year

Ended 12/31/

2009

Year Ended

12/31/ 2010

Year Ended

12/31/ 2011

OEC

New basis 3,528 3,575 4,046

Old basis 3,763 3,791 4,290

Fleet Age

New basis 45.5 51.6 50.3

Old basis 42.4 47.7 46.4

Qtr. Ended 3/31/ 2009

Qtr. Ended 6/30/ 2009

Qtr. Ended 9/30/ 2009

Qtr. Ended

12/31/ 2009

Year Ended

12/31/ 2009

Qtr. Ended 3/31/ 2010

Qtr. Ended 6/30/ 2010

Qtr. Ended 9/30/ 2010

Qtr. Ended

12/31/ 2010

Year Ended

12/31/ 2010

Qtr. Ended 3/31/ 2011

Qtr. Ended 6/30/ 2011

Qtr. Ended 9/30/ 2011

Qtr. Ended

12/31/ 2011

Time Utilization

New basis 54.7% 59.9% 62.7% 60.3% 59.4% 55.0% 63.8% 69.5% 67.6% 64.1% 61.1% 67.3% 71.6% 69.2%

Old basis 56.1% 61.3% 64.2% 61.8% 60.7% 56.2% 65.4% 71.3% 69.3% 65.6% 62.4% 69.0% 73.5% 70.8%

Rental Rate

New basis -9.1% -12.3% -11.2% -11.1% -10.9% -8.8% -3.8% -2.2% 0.5% -3.5% 3.2% 5.1% 6.4% 6.3%

Old basis -11.5% -14.0% -11.8% -9.6% -9.6% -6.5% -2.0% -1.4% 1.2% -2.1% 4.2% 6.1% 7.5% 6.7%

62

Corporate Governance

n  Amended Company charter to eliminate Board classes

n  Roles of Chairman and CEO are separated and the Chairman is an independent director

n  12 of 13 directors are independent

n  Board and each committee have express authority to retain outside advisors

n  Board and each committee perform an annual self-assessment

n  All directors attended at least 75% of the meetings of the Board and committees of which they were a member during the past year

n  Board has adopted stock ownership guidelines for officers and directors

n  Each of the Compensation, Audit and Nominating & Corporate Governance Committees is comprised solely of independent directors

n  Board elected not to renew or extend the stockholder rights plan

n  Three members of the Audit Committee are financial experts

Focus on Best Practices

63

Convertible Senior Notes

n  In Q4 2013 and FY 2013, 11.7M and 11.8M shares were included in the diluted share count, respectively.

Assumed Stock Price Net Shares Issued Upon Conversion Potential Accounting EPS Dilution

$11.11 or below None None $15.56 None 26K shares $50.00 62K shares 70K shares $75.00 71K shares 77K shares $100.00 76K shares 80K shares

How the Convertible Works n  In November 2009, URI issued $172.5M of convertible senior notes due 2015. Notes

carry a 4.0% coupon and are convertible at an initial conversion price of $11.11 per share –  Net share settlement election means par amount paid in cash, in-the-money portion settled in

stock or cash –  The current outstanding balance of the 4.00% notes is $156M

n  The company separately entered into hedge transactions which significantly reduce potential dilution associated with the convertible senior notes –  Hedge transactions effectively increase conversion price to $15.56 per share, subject to change in

certain circumstances

n  Hypothetical conversion of $1M:

64

Mechanics of Convert and Hedge

Assumed Stock Price

Hedge Counterparties

United Rentals

Net 0 New Shares Issued

Investors

Hedge Counterparties

United Rentals

Net 62K New Shares Issued

Investors

Hedge Counterparties

United Rentals

Net 76K New Shares Issued

Investors

$10

$50

$100

0 Shares

8K Shares

4K Shares

0 Shares

70K Shares

80K Shares

Share Delivery at Conversion of $1M

65

1.   Capex: Capital expenditures represent the amount reported in our statements of cash flows for the purchase of rental and non-rental equipment.

2.   Dollar Utilization: Annualized rental revenue, excluding re-rent and ancillary revenue, divided by the average original equipment cost. (ARA methodology)

3.   EBITDA: Is a measure of operating performance and is calculated as the sum of net income (loss), income (loss) from discontinued operation, net of taxes, provision (benefit) for income taxes, interest expense, net, interest expense-subordinated convertible debentures, net, depreciation of rental equipment and non-rental depreciation and amortization.

4.   Free Cash (Usage) Flow: Free cash (usage) flow is a measure of cash flow available to satisfy debt obligations and working capital requirements, and is calculated as net cash provided by operating activities, less purchases of rental and non-rental equipment plus proceeds from sales of rental and nonrental equipment and excess tax benefits from share-based payment arrangements, net.

Glossary of Terms

66

5.   Fleet Age: The OEC weighted age of the entire fleet, excluding the benefit of refurbishments.

6.   OEC: Original Equipment Cost; the cost of an asset at the time it was originally purchased.

7.   Rental Rate: The percentage change in the rate/price that is charged for equipment on rent. Overall company rental rates change based on a combination of pricing, fleet composition and term of rental. This metric is used to evaluate rate changes both year-over-year and sequentially (typically quarter-over-quarter). Rental rate changes are calculated based on the year-over-year or sequential variance in average contract rates, weighted by the prior period revenue mix.

8.   Time Utilization: Amount of time an asset is on rent divided by the amount of time the asset has been owned. Also known as physical utilization.

Glossary of Terms