Welcome

Edwin A. Guiles

Lead Independent Director,

Cubic Corporation Board of Directors

6

Global Provider of Market-leading, Innovative Solutions

Transportation Systems

Leading integrator of payment

systems and intelligent

travel solutions

Mission Solutions

Leading provider

of expeditionary

communications solutions

Defense Training

Leading provider of

defense training systems

Sales $1.1 billion | 5,500 employees | Prime contractor on 90%+ of sales

Strong Leadership Team 7

Bradley H. Feldmann

Chairman, President and CEO 30 years’ experience leading strategic

and operational transformations

Anshooman Aga

EVP and CFO 20 years’ financial leadership experience

driving profitable growth and financial

discipline across businesses globally

David H. Buss, SVP and President

Cubic Global Defense

Brings deep expertise in military training;

Retired from the U.S. Navy as a

Vice Admiral after 36 years of service

Michael R. Twyman, SVP and President

Cubic Mission Solutions

Leader of Cubic’s C4ISR strategy and a

30-year veteran in the defense industry

Matthew J. Cole, SVP and President

Cubic Transportation Systems

Recognized industry thought leader

with 15+ years’ experience globally and

across most functions in the business

James R. Edwards

SVP and General Counsel Seasoned legal and compliance

executive with 40+ years’ experience in

defense and technology industries

Strategy Update

Bradley H. Feldmann

Chairman, President & Chief Executive Officer

Our Common Mission and Technologies 9

Cubic is a market-leading technology provider of integrated solutions that

increase situational understanding for transportation, defense C4ISR and training

customers worldwide to decrease urban congestion and improve the militaries’

effectiveness and operational readiness.

Cyber Management

Power Management

Cloud Computing Secure Network

Communications

Algorithms /

Simulation Data Visualization Instrumentation

52% 33%

15% Transportation

Defense Training

Mission Solutions

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Strong, Global Portfolio Serving Attractive Markets

47%

20%

16%

10% 7%

U.S.

U.K.

Australia

Middle East / Far East

Canada / Other

Diversity of Sales: $1.108b (fiscal 2017) Market Tailwinds

Transportation Systems

• Urbanization

• Reduce congestion

• Reduce collection cost

• Improve operations and utilization

• Predictive, personalized and actionable traveler

Mission Solutions

• Insatiable appetite for

Full Motion Video

• Complex threat

• Size, Weight and Power (SWaP) advantage

Defense Training Systems

• Complex threat

• Refocus on training and readiness

• Home base training

~5%

5yr cagr $12b

market

~10%

5yr cagr $2.4b

market

~3.5%

5yr cagr $10.3b

market

62%

38%

Products

Services

Our Strategic Priorities 11

Pro Forma for Services Divestiture Goal 2020

Organic & Acquisition Potential

$m 2017

Pro-forma

Goal 2020

Organic

Sales (prior to divestiture) $1,486 $2,000

Less: Divestiture ($378) ($450 - $500)

Less: M&A (~$100)

Organic Sales $1,108 $1,400 -$1,450

Adj. EBITDA

Margin % (prior) 7% 10%

Adj. EBITDA

Margin % (new)1 8% 11% to 12.5%

Goal 2020 Revenue & Profitability On Track 12

T2C2 = Transportable Tactical Command Communications.

1) Goal 2020 adjusted for 4.5% adj. EBITDA margin on the CGD Services divestiture and $8m of corporate overhead previously allocated to the divested

business; Assumes adj. EBITDA margin on ~$100m of M&A of ~10%. See appendix for Goal 2020 revenue and projected profitability ranges by segment.

$1,108

2017 2020P

~ $1,550 to $2,000

$100 to

$550

Revenue $m

~10% CAGR

~ Top Organic Drivers

• New York

• Boston

• T2C2

• Brisbane

• FIRSTNET

• Network Convergence

~12-22% CAGR

$1,450 to $1,500

Organic

Potential M&A

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Winning The Customer

Named ‘Supplier of the Year’ at the London Transport Awards

Providing mobile solutions for top five U.S. metro agencies

and AFC solutions to nine of the top ten

4C Strategies collaboration to provide scalable training

solutions focused on customer outcomes

Series of contracts to produce and enhance Air Combat

Maneuvering Instrumentation (ACMI) for the F-35

T2C2 Full Rate Production (FRP) milestone

Selected by ATT/Verizon for interoperability FIRSTNET solution

Joint Aerial Layer Network – selected for Joint Concept

Technology Demonstration

Living One Cubic 14

Talent rotation program, high potential

programs, and Cubic University

Quarterly employee engagement assessment

Talented People

Innovating Together

Better Systems

Talented “All In” employees

IdeaSpark – ideation and collaboration platform

IRAD focused on winning technologies

Culture of innovation and collaboration to

solve complex customer challenges

Critical and transformational investments

Consolidating systems using common processes

Eliminated 100+ disparate IT systems

Global team collaboration tool and competitive

intelligence repository

Scalable SAP platform (all data in one place)

Reduces supply chain costs, overhead

rates, and SG&A (~200 to 250 bps)

Increases efficiency; reduces time to market

Product Lifecycle Management tool will

standardize engineering

Stronger internal controls

M&A Strategy: NextCity, C4ISR and NextTraining 15

Serco - Traffic management systems for controlling

urban and interurban road networks

NextBus - Real-time passenger information

Transportation

Beatty1 - Secure, cloud operating systems technology

MotionDSP - Real-time video enhancement / analytics

Vocality - Optimizes communication paths and

consolidates DTECH supply chain

GATR - Inflatable, ultra-portable satellite

communications antenna

TeraLogics – Full motion video platform

DTECH - Ruggedized modular cloud-computing

C4ISR

Deltenna - Wireless tactical comms. infrastructure

Intific - Software and game-based solutions

Defense Training

Our Focus

Technology driven, market leading

Aligned with strategy

Meets financial hurdles

NextCity

mid-market solution

tolling / congestion management

C4ISR

exploitation of full motion video

command and control capabilities to further build

out Cubic’s mission chain

NextTraining

new technologies to deliver higher fidelity user

experience at lower cost

potential consolidation opportunities

1) Minority investment with purchase options

Our Transformation – Cubic 2.0

Strategy

Founder-centric conglomerate Market-leading, technology-driven

Relying on tradition Refreshed leadership, relying on metrics and performance

Few technology breakthroughs every decade Innovation drives the company

Business Model

Internally-focused Customer-centric

Delivering bespoke systems Information-rich, subscription-based platforms

London driving company profits Good margins and growth across portfolio

HR focused on transactions Developing talent

Infrastructure

Many silos poor communication One Cubic

Hodgepodge of IT systems Scalable SAP | GEM | Workday

Capital Allocation

Opportunistic Disciplined allocation of all discretionary spending

Low-cost acquisitions M&A aligned with strategy

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FROM TO

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Better leadership and common systems

Incentives to drive execution

Trained and certified Program Managers

Delivering similar products versus

bespoke systems

Standardizing engineering

IRAD developing and proving out winning

technologies

Greatly improved estimating process based

on historical para-metrics

Earned value and metrics management

Tight requirements and scope management

Our Focus - Execution 17

Leadership

Business

Model

Discipline

Where We Go From Here

2018 2019 2020

Value

Longer term

Continue Transformation / Build Scale

From programs to platforms

From collecting data to helping customers make inferences / decisions

From delivering systems to subscription based pricing

Strategic investments to build market-leading, technology-driven businesses

Robust Long-Term Opportunities

CTS: NextCity 2.0

CMS: JALN, AISR, Network convergence

CGD: Air-Ground LVC Integration and

Training as a Service

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Execution & Optimization

Deliver on record backlog

Brisbane and Bay Area

Divest CGD Services

Optimize SAP / PLM

Disciplined capital allocation

Strong Growth & Higher Margins

Continued execution

Benefit from ERP investments

Strong mid-term pipeline:

CTS: Customer upgrades, targeted new

cities, and adjacencies

CMS: FIRSTNET, Network convergence

CGD: F-35, Virtual, LTE on the move

2014 2015 2016 2017 2018

Our Compelling Company 19

Relative stock price performance, 6/30/14 close to 5/30/18

CUB +59% +39%

S&P 500 +39% +8%

Russell 2000 +38% +11%

6/30/14 to

5/30/18

Fiscal YTD

5/30/18

Winning

Innovations creating breakthroughs

One Cubic, scalable infrastructure driving efficiencies