Exhibit 99.1

REVENUE

Adjusted EBITDA

CAPEX

Discussion Points

Revenue growth despite Big Three market share losses
and troubled economic environment.

Growing EBITDA over last four years despite economic
challenges and heavy leasing to finance large book of
business growth.

CAPEX stabilizing after above normal expenditures to
change business model.

Business model maturing – 2006 expected to provide
solid EBITDA growth and CAPEX reduction.

Continuing Operations (excludes NA Forging)

Summary of Metaldyne Performance

2005 Highlights

Market Performance

$316.2 Million 2005 YTD in new business awards

New Castle awarded front wheel end assembly for North American OEM

Greensboro awarded knuckle/hub assembly for North American OEM

Korea and Fremont Awarded Balance Shaft Modules

Hamburg and North Vernon Awarded Exhaust Products and Connecting Rods

Ridgway awarded spacer/sprockets/gears for North American OEM

Barcelona and Lyon Awarded Engine NVH Products

Zell awarded diff/pinion/side gears for European OEM

Chassis – China awarded lower control arms and knuckles for North American OEM

Material recovery efforts achieved at budgeted level

2005 Highlights

Other Key Initiatives

Completed sale of non core North American Forging Business

Received Hyundai Supplier award

GM and Hyundai Connecting Rod Launches

PSA NVH Product Launch

Facility Groundbreaking in Suzhou, China

DCX Conn Rod program (major resource from a competitor) – approximately $5-6M of
annual EBITDA contribution with minimal capital investment required (less than six
months payback)

Significant improvement in Company’s liquidity position

Completed partial restructuring of balance sheet in early 2006

–

Covenant relief through 2009

–

Raised $50 million of Term D

New AR Securitization with GE

Equipment facility loan completed with approximately $10 million of open capacity

Metaldyne, along with other auto suppliers such as Borg Warner, Johnson
Controls, Bosch, etc. have had market and economic success while others have
suffered.

Differentiation has been required to succeed. Specifically, Metaldyne has
focused on the following:

–

Prioritized program initiatives to DaimlerChrysler in North America by facilitating
DaimlerChrysler’s ongoing restructuring efforts (e.g. Acquisition of New Castle).

–

Superior process engineering and optimization (e.g. Powdered metal products).

–

Continued to expand Asian R&D and manufacturing footprint.

–

Continued to grow new and existing Asian business.

Metaldyne’s Response to Competitive Landscape

Metaldyne Business

Background

•

In December 2003, Metaldyne acquired DCX’s New
Castle, IN chassis facility.

•

Prior to the acquisition, New Castle had negative $28M in
EBITDA.

•

In the first year after acquisition and integration into the
“Metaldyne Operating System”, New Castle achieved over
$50 million in EBITDA.

•

Today Metaldyne is the 2^nd largest supplier of knuckle
and corner assemblies in North America and is expanding
in Europe.

Key Drivers of Success

•

Rapid implementation of the “Metaldyne Operating System” changed the culture and
operations of the facility.

•

Strong working relationships with organized labor enabled introduction of
comprehensive new wage and benefit program enabling 64% reduction in total labor
expense.

•

Financial system visibility in common format clearly showing profitability drivers.

$mils.

Differentiator: Prioritize DCX in North America

Background

•

Major producer of forged connecting rods for 20 years

•

Forged connecting rods displacing older and more costly
technologies.

•

Metaldyne has benefited from this trend as revenues and
EBITDA have averaged growth of 9% and 12%,
respectively, over the last four years.

•

Today, Metaldyne has the #1 market share in the world in
powder metal connecting rods.

•

In 2003, Metaldyne built a new facility in Ramos Arizpe to
become the first (and only) fully integrated machining
source for completed PM connecting rod assemblies in the
world.

Keys Drivers of Success

•

Relentless process engineering and optimization. Have improved cycle time on forging
press from under 8k rods per day to nearly 18k per day. Implemented and continue to
optimize consistent process.

•

Outstanding quality, reporting a 0% defect rate in 2004 and very efficient process of
forming finished dimensions resulting in less than 1% material loss in machining.

Differentiator: Superior Process Engineering

Existing Facility in 2001

New Since 2001

AMERICAS

Canada

Mexico

Brazil

EUROPE

United Kingdom

France

Germany

Czechia

Italy

Spain

ASIA

Japan

Korea

China

India

Sales
and /or
R&D

Engine
Products

PM & Con
Rod

Vibration
Control

Hydraulic
Controls

Chassis Products

Forgings

United tates

Driveline
Products

TBD

Differentiator: Asian Footprint Expansion

Honda Background

•

Metaldyne was recently offered to take
over the production of approximately 11
million connecting rods from Honda. As a
result, Metaldyne’s business will quintuple
by 2010.

Chery Opportunity

•

Metaldyne has been requested to present its technology offerings to Cherry
engineers in China this coming June.

•

Interest in similar products to Hyundai.

Nissan/Renault & Toyota

•

Less than $20 million revenue in 2001.

•

Current and launching programs include: balance shaft modules, chassis
components, various engine components, driveline components and transmission
valve bodies are under negotiations.

Differentiator: Japanese OEM Business Growth

Background

•

In 2000, Metaldyne had no Hyundai business.

•

In 2004, Metaldyne launched a new facility in Korea to support
Hyundai’s global engine requirements.

•

In 2005, Hyundai revenue reached $27 million, and in 2009
Hyundai will become Metaldyne’s 4th largest customer in the world
with over $110 million in annual revenue.

•

And with recently announced new engine programs, sales to
Hyundai could exceed $200 million annually early in the next
decade.

•

Metaldyne was named Hyundai supplier of the year in 2005.

Keys Drivers of Success

•

Technology differentiation played key role in Hyundai’s attraction to Metaldyne, especially around
its total systems approach to improving an engine’s Noise Vibration and Harshness characteristics.

•

Hosted “tech day” for over 1,200 Hyundai employees in Korea discussing Metaldyne technology
and opportunities to work together. 616 attendees identified interest across Metaldyne’s range of
product and technology offerings.

•

Excellent relationships with engineering community at Hyundai.

•

Forged successful relationships with local government for tax and investment incentives.

Differentiator: New Asian Business Growth

Key Attributes

12 plants (2 joint), 7 countries, and 2,700
employees

Three business units focused on mini corner
technology / growth

Maximizing New Castle integration

Growing Mexican and Asian footprint

Leveraging Ford EUCD in Europe

Chassis

NC-M
Operations

Chassis
Products

Chassis
Europe

Key Attributes

22 plants (2 joint), 11 countries, 1 foreign JV, and
4,100 employees

Three business units focused on predominantly
proprietary technologies in such areas as powder metal, forged powdered metal, NVH, and
exhaust capabilities

Technology provides differential and premium
price/margin

Solid financial performance and track record

Declining compensation to sales ratio

Powertrain

Sintered
Products

Vibration
Controls

Powertrain
Products

Group Overview

Metaldyne’s Top Global Competitors

Connecting Rods

Competitors:

GKN

Stackpole

Sinterstahl

Mahle

Balance Shaft
Modules

Competitors:

Hitachi-Unisin

Mitel

Magna

Aisin Seiki

Differential Case
Assemblies

Competitors:

American Axle

Dana

Linamar

GNDO

Clutch Modules

Competitors:

Linamar

Magna-Steyr

BorgWarner

Competitors:

TRW

Hayes
Lemmerz

Linamar

Uniboring

Valve Bodies

Competitors:

Trace

Honsel

Aisin

Linamar

Damper /Isolation
Pulleys

Competitors:

F-Nok

Palysis

EaglePicher

Hasses Verde

Competitor Landscape

Mini Corner
Assemblies

2006

Customer Mix

8% Asian OEMs

17% Asian OEMs

(1) Sales to end vehicle platforms (sees through Tier 1 sales relationships)

(2) Includes sales that are currently being manufactured; business that has been “awarded” (with a purchase order and/or letter of intent in Company possession);
“highly probable” quoted business that has a prototype order or an encouraging letter from the customer; and other “tracking” business that has been quoted to the
customer

2009

$ in
mils.

2006 New Program Launches	Peak Sales ^(millions)
Knuckles/Mini Corner Modules	41.6
Control Arms	8.6
Dampers	16.3
Connecting Rods	35.6
Valve Bodies	25.2
Differential Gears/Assemblies	64.3
Balance Shaft Modules	30.7
Wheel Hubs	10.6
Other	160.9

2006 New Program Launches Approximately $400 million

Balance Shaft
Modules

Mini Corner
Assemblies

Valve Bodies

Connecting Rods

Differential Case
Assemblies

2006 New Program Launches

2005 Highlights

Operating Performance

Sales from continuing operations of $1.9 billion vs. $1.7 billion in 2004

–

Metaldyne revenue growth of 11.4% versus “Big 3” production fall of 4.3%

–

Key driver of sales increases were New Castle (+ $87M), Sintered (+ $40M)
and Powertrain Products (+20M)

Adjusted EBITDA from continuing operations of $161.0 million versus prior year of
$145.5 million

–

2005 includes $21.6 million of fixed asset losses and loss on idle leased
assets that are INCLUDED in calculation of EBITDA

–

2005 and 2004 EBITDA includes $9.9 million and $2.0 million in one time
FAS 106 gain respectively

Several other large non cash losses were included in full year results including a loss for
the sale of our NA Forging operations, a write down of our deferred tax asset position
and a loss from our 24% ownership interest in TriMas

2005 Highlights (continued)

n§

Key drivers of EBITDA year-to-year are as follows:

Net Volume $16 million

Independent Investigation Fees 18 million

Restructuring (1 million)

FAS 106/87 Gains 8 million

Fixed Asset Losses/Loss on Idle Leased Assets (19 million)

Material/Cost Reduction/Other 1 million

Incremental Lease Costs (8 million)

EBITDA Change $15 million

Equity Loss From Affiliates on Income Statement includes $11 million for
TriMas loss on discontinued operations

Recent Quarter End Undrawn

Commitments

North American Forging
divestiture – closed 3/10/06

Equipment Financing Facility –
Completed on 12/20/05

–

Utilized approx. $11M with approx.
$9M additional to be used in first
half of 2006

Operating Performance

–

EBITDA growth combined with
capital spending reduction

Alternative Opportunities

–

Buyout aged/accretive operating
leases

–

TriMas stock

Strategy for Achieving Quarter End

Liquidity between 7-10% of Sales

Proforma impact of
NAF sale, bank
amendment and Term
D raise

Liquidity Update

BIG 3 OEM	CSM Forecast of Projection	Metaldyne Sales Forecast for each customer	Est. Percentage of Metaldyne’s 2006 Revenue	Drivers of Metaldyne Performance
DCX	(1.6%)	7.4%	35.4%	C/D platform KJ/KK W164/V251
Ford	(3.2%)	(2.5%)	18.3%	U152/251 U222/228 P2
GM	(1.1%)	3.4%	12.4%	Epsillon MS 2000 GMT 900

NAFTA “Big 3” Sales

Amendment & Consent Overview

The Company received lender consent on divestiture of its North American Forging business,
covenant relief, and new money to enhance its liquidity profile as follows:

Consent to divestiture of the Company’s North American Forging business with net
proceeds of approximately $116 million used to pay down debt as follows:

Mandatory prepayment of $25.0 million of Term Loan D

Mandatory prepayment of $45.0 million of leases (collateral provided to banks)

–

$49 million paydown of operating leases to date:

Approximately $11 million to buyout of NA Forging leases

Approximately $38 million to opportunistically eliminate approximately $10 million in
annual leasing expense

Investigating opportunity to pay off additional leases

Remainder used at the Company’s discretion to pay down portions of Revolver outstandings,
A/R facility outstandings and/or additional leases

Provide covenant relief (schedule to follow)

Allow up to $50 million of additional Term Loan D with net proceeds to be used at the
Company’s discretion to pay down portions of Revolver outstandings, A/R facility
outstandings and/or additional leases

In aggregate, these measures are expected to increase undrawn commitments by
approximately $69 million

Underlying assets of off-balance sheet leases pledged to banks as new collateral

Any excess proceeds from North American Forging sale not reinvested in business after 365 days will be
swept and applied to the Term Loan D

Adjust capital expenditures basket as follows:

2006 $80 million (no prior carry-forward)

2007 $90 million

2008; thereafter $95 million

1 year carry-forward of unused portion from 2006 onward

20% of future acquired assets

Consolidated Amendment & Consent Overview

Sources

Net cash proceeds from NA Forging $120.2

Term loan 50.0

Assign IRB 7.5

Total Sources $177.7

Uses

Paydown of A/R and R/C Facility $91.3
($31.5 mm required)

Paydown of Leases ($45.0 mm required) 48.7

Paydown of Term Load D (all mandatory) 25.0

Fees and expenses 5.0 5.0

Total Uses 177.7