Trian GE WP Presentation

Transformation Underway...
But Nobody Cares

October 5, 2015
2015 Trian Fund M anagement, L.P. All rights reserved.
Disclosure Statement and Disclaimers

General Considerations
This presentation is for general informational purposes only, is not complete and does not constitute an agreement, offer, a solicitation
of an offer, or any advice or recommendation to enter into or conclude any transaction or confirmation thereof (whether on the terms
shown herein or otherwise). This presentation should not be construed as legal, tax, investment, financial or other advice. It does not
have regard to the specific investment objective, financial situation, suitability, or the particular need of any specific person who may
receive this presentation, and should not be taken as advice on the merits of any investment decision. The views expressed in this
presentation represent the opinions of one or more funds managed by Trian Fund Management, L.P. (Trian and, together with the
funds that it manages, Trian Partners) and are based on publicly available information with respect to General Electric Com pany (the
Issuer) and the other companies referred to herein. Trian Partners recognizes that there may be confidential information in the
possession of the companies discussed in this presentation that could lead such companies to disagree with Trian Partners
conclusions. Certain financial information and data used herein have been derived or obtained from filings made with the Sec urities
and Exchange Commission ("SEC") or other regulatory authorities and from other third party reports.
Trian Partners has not sought or obtained consent from any third party to use any statements or information indicated herein as
having been obtained or derived from statements made or published by third parties. Any such statements or information should not
be viewed as indicating the support of such third party for the views expressed herein. Trian Partners does not endorse third-party
estimates or research which are used in this presentation solely for illustrative purposes. No warranty is made that data or
information, whether derived or obtained from filings made with the SEC or any other regulatory agency or from any third party, are
accurate.
Neither Trian Partners nor any of its affiliates shall be responsible or have any liability for any misinformation contained in any third
party, SEC or other regulatory filing or third party report. Select figures presented in this presentation, including internal rates of return
(IRRs), returns on tangible equity and investment values have not been calculated using generally accepted accounting princ iples
(GAAP) and have not been audited by independent accountants. Such figures may vary from GAAP accounting in material respects
and there can be no assurance that the unrealized values reflected in this presentation will be realized. Nothing in this presentation is
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with respect to the prices at which any securities of the Issuer will trade, and such securities may not trade at prices that may be
implied herein. The estimates, projections, pro forma information and potential impact of Trian Partners analyses set forth herein are
based on assumptions that Trian Partners believes to be reasonable as of the date of this presentation, but there can be no assurance
or guarantee that actual results or performance of the Issuer will not differ, and such differences may be material. This presentation
does not recommend the purchase or sale of any security.
Trian Partners reserves the right to change any of its opinions expressed herein at any time as it deems appropriate. Trian Partners
disclaims any obligation to update the data, information or opinions contained in this presentation.
Note: Disclosure Statement and Disclaimers are continued on the next page
-1-
Disclosure Statement and Disclaimers

Forward-Looking Statements
This presentation contains forward-looking statements. All statements contained in this presentation that are not clearly historical in
nature or that necessarily depend on future events are forward-looking, and the words anticipate, believe, expect, potential,
opportunity, estimate, plan, and similar expressions are generally intended to identify forward-looking statements. The projected
results and statements contained in this presentation that are not historical facts are based on current expectations, speak only as of
the date of this presentation and involve risks, uncertainties and other factors that may cause actual results, performance or
achievements to be materially different from any future results, performance or achievements expressed or implied by such projected
results and statements. Assumptions relating to the foregoing involve judgments with respect to, among other things, future
economic, competitive and market conditions and future business decisions, all of which are difficult or impossible to predic t
accurately and many of which are beyond the control of Trian Partners. Although Trian Partners believes that the assumptions
underlying the projected results or forward-looking statements are reasonable as of the date of this presentation, any of the
assumptions could be inaccurate and, therefore, there can be no assurance that the projected results or forward-looking statements
included in this presentation will prove to be accurate. In light of the significant uncertainties inherent in the projected results and
forward-looking statements included in this presentation, the inclusion of such information should not be regarded as a representation
as to future results or that the objectives and plans expressed or implied by such projected results and forward-looking statements
will be achieved. Trian Partners will not undertake and specifically declines any obligation to disclose the results of any revisions that
may be made to any projected results or forward-looking statements in this presentation to reflect events or circumstances after the
date of such projected results or statements or to reflect the occurrence of anticipated or unanticipated events.
Not An Offer to Sell or a Solicitation of an Offer to Buy
Under no circumstances is this presentation intended to be, nor should it be construed as, an offer to sell or a solicitation of an offer to
buy any security. Funds managed by Trian currently beneficially own a significant amount of the outstanding common stock of the
Issuer. These funds are in the business of trading -- buying and selling -- securities. It is possible that there will be developments in
the future that cause one or more of such funds from time to time to sell all or a portion of their holdings in open market transactions
or otherwise (including via short sales), buy additional shares (in open market or privately negotiated transactions or otherwise), or
trade in options, puts, calls or other derivative instruments relating to such shares. Consequently, Trian Partners benefic ial
ownership of Issuer common stock may vary over time depending on various factors, with or without regard to Trian Partners views
of the Issuers business, prospects or valuation (including the market price of the Issuers common stock), including without limitation,
other investment opportunities available to Trian Partners, concentration of positions in the portfolios managed by Trian, conditions in
the securities markets and general economic and industry conditions. Trian Partners also reserves the right to take any actions with
respect to investments in the Issuer as it may deem appropriate, including, but not limited to, communicating with management of the
Issuer, the Board of Directors of the Issuer, other investors and stockholders, stakeholders, industry participants, and/or interested or
relevant parties about the Issuer and to change its intentions with respect to its investments in the Issuer at any time.
Concerning Intellectual Property
All registered or unregistered service marks, trademarks and trade names referred to in this presentation are the property of their
respective owners, and Trians use herein does not imply an affiliation with or endorsement by, the owners of the these service
marks, trademarks and trade names.
-2-
General Electric (GE)

Trian beneficially owns approximately $2.5bn of GE stock,
which makes Trian one of GEs top 10 shareholders
Leading infrastructure and technology company addressing
societys most critical needs
Highly attractive defensive growth profile
Share Price: $25.47(1)
Compelling valuation at <14x 2015 pro forma earnings(2)
Market Cap: ~$260bn(1)
Management has taken bold steps to reshape the company
Dividend yield: 3.6%(1)
Trian has had a constructive dialogue with management
(1) Represents GEs share price as of

October 2, 2015.
(2) Pro forma for Alstom acquisition,
announced GECC capital returns and
Synchrony split-off. Alstom acquisition is
subject to closing conditions. GECC
capital returns and Synchrony split-off are
subject to regulatory approval. Please
see page 44 of this presentation for more
details of this calculation.
(3) Please see pages 68-75 of this
presentation for a summary of the
estimates, projections and assumptions
behind Trians implied value per share
calculation.
Trian believes management is motivated and aligned with

Trian to enhance shareholder value
Trian believes GE could be worth approximately $40 to $45
of implied value per share by the end of 2017 and will seek
to work collaboratively with GEs management to help
positively influence corporate events(3)
-3-
Our Thesis In Brief

Skepticism = Mispriced Security
Trians White Papers most often highlight a companys underperformance, recommended operating and strategic
initiatives, and the value that we believe can be created by successfully executing those initiatives. Occasionally,
we identify a company where management is like-minded with Trian and has initiated changes that Trian supports,
but the market is skeptical. This was the case in both Lazard and Dominos Pizza. We supported management,
believed in their plan, and held them accountable to achieve it. In each of those cases, management and the
Board created significant shareholder value.
GEs Structure Was Flawed
Trian has followed GE for many years and has long appreciated GEs core industrial businesses. They are world
class assets that, because of their scale, competitive advantages, stable services revenue and long runway for
growth, provide among the best defensive growth profiles in the market. However, we viewed GE Capital, GEs
overall complexity, and its overhead structure unfavorably. We believed that for GE to optimize financial
performance, its industrial business needed to be simplified and de-layered. We also believed that GE Capital was
disadvantaged versus banks, as it lacked scale in low cost deposits to fund its assets. Meanwhile, GE Capitals
ability to earn attractive returns in niche areas of lending was being pressured by regulation and the emergence of
shadow banking players. In short, prior to GEs pivot, its great businesses were overwhelmed by the bad ones
and the underlying defensive growth of GEs core industrial businesses was obfuscated.
GE Has Made Bold Changes
While managements credibility is low given weak total shareholder returns, we believe management must be
given credit for the transformation that is now underway. GEs decision in April 2015 to exit the majority of GE
Capitals businesses and return capital to shareholders was a seminal moment. GE will no longer be held back by
a capital intensive financial services business with inferior growth and returns. We believe GEs divestment of noncore industrial businesses, reduction in SG&A and corporate costs, and heightened respect for shareholders
capital will drive material improvement in financial performance.
Trians Investment
We believe in GEs transformation and that management is committed and able to execute on its plan going
forward. We believe the stock is undervalued at <14x 2015 pro forma earnings. We see a path to ~$40-$45 of
implied value per share by the end of 2017 and will seek to work with management to help realize this value. Trian
has not asked for a board seat but expects management to deliver on its commitments.
-4-
Why GE?
World Class
Asset
#1 market share in
its largest
business lines(1)
Top-tier organic
growth profile
Industries have
significant barriers
to entry
Services business
model limited
earnings volatility
Products have
limited
obsolescence risk
World-class people
A Tough Decade
Significant Change
Underway
Outsized
dependence on
GE Capital
GE Capital <10%
of 2018 earnings(3)
Historically
unfocused
portfolio
Substantial
portfolio
transformation
Total shareholder
returns below
peers and the S&P
over 3-, 5-, and 10year periods
Industrial
businesses are
gaining share(1)
EPS CAGR of ~1%

over the past 10
years(2)
Dividend below
2008 levels
Limited margin
improvement
Share count flat
Focused on
driving margins
Respect for
shareholders
capital
Better execution
Attractive
Investment
Undervalued at
<14x 2015 pro
forma earnings(3)
Trian believes there

is a path to ~$40$45 of implied value
per share by the
end of 2017
Margin
improvement
+$100bn potential
capital return
through 2018(4)
Motivated
management
team
Trian has a strong

relationship with
GE management
GE has undertaken a massive change in its business model. We believe this change is
underappreciated in the market today.
Source: Trian estimates, Company SEC filings, presentations and press releases.
(1) Market share of the largest business lines w ithin GEs three largest segments: Pow er and Water, Aviation and Healthcare (thes e segments comprise ~75% of Industrial EBITDA).
Market share gains based on comparison of performance w ithin Pow er and Water, Aviation, Healthcare, Oil & Gas and Transportation segments (~95% of Industrial EBITDA).
(2) Reflects operating EPS from 2004 through 2014. Operating EPS excludes the impact of non-operating pension costs. CAGR refers to compounded annual grow th rate.
(3) Pro forma for Alstom acquisition, announced GECC capital returns and Synchrony split-off. Alstom acquisition is subject to closing conditions. GECC capital returns and
Synchrony split-off are subject to regulatory approval.
(4) Reflects Trian estimates and GE Capital Strategy presentation released April 10, 2015. - 5 -
Trian and GE History

Trian Principals Nelson Peltz and Ed Garden have a longstanding relationship with Jeff
Immelt
In recent years, Trian has periodically engaged in informal dialogue with Jeff Immelt and Jeff
Bornstein
In August 2013, Mr. Peltz was invited to speak to ~100 of GEs top executives and some
Board members at a corporate offsite with an emphasis on corporate costs
Since 2013, Trian has had several discussions with GE management regarding its corporate
structure and improving shareholder returns
Prior to 2015, Trian had not invested in GE
GE Capital was ~40-50% of earnings: capital intensive business with no competitive
advantage
Unfocused industrial portfolio with excessive management layers and cost
Mixed record of capital allocation
Today GE is Trians largest investment
GE is executing a bold transformation: exiting most of GE Capitals businesses, focusing its
industrial portfolio, and beginning to improve industrial profitability
We believe investor skepticism towards management has created a mispriced security

We believe GE can be worth a total value of ~$40-$45 per share by year end 2017 (1)
In our view, GE can earn at least $2.20 per share in 2018 if it achieves modest operating
margin improvement, efficiently uses its balance sheet, and is disciplined with capital
1) Includes dividends. See pages 68-75 for more detail.
-6-
Trians Path to ~$40-$45 of Implied Value per Share by the End of 2017 (1)
1. Expand Operating Margins to at least 16.0% by 2018
and Target Further Expansion Thereafter (2)
Continue progress on cost reductions to grow operating margins ~50bps per year
through 2018 and maintain similar cadence thereafter
Target margins net of corporate expense, not excluding it
2. Efficient Capital Structure
Commit to ~$20 billion of incremental net leverage (~1x EBITDA) at GE Industrial by

2018return cash to shareholders through buybacks
Moderate leverage can alleviate pressure on the income statement and allow
management to reinvest in the business
Consider alternative structures (e.g. JVs, IPOs) to continue to reduce the size of GE
Capitals balance sheet over time
3. Disciplined Capital Allocation
Trian recommends that management explore share repurchases beyond GEs initial
guidance; we believe there is an opportunity to return over 40% of the current market cap
to shareholders by the end of 2018
Set parameters around M&A (IRR, accretion, leverages GE Store)
Note: EBITDA is defined as earnings before interest, taxes, depreciation & amortization. IRR is defined as internal rate of r eturn. The estimates, projections, pro forma information and
potential impact of the opportunities identified by Trian Partners herein are based on assumptions that Trian Partners believ es to be reasonable as of the date of this presentation, but
there can be no assurance or guarantee that actual results or performance w ill not differ, and such differences may be material. Unless otherw ise indicated, the figures set forth in this
presentation have not been calculated using generally accepted accounting principles (GAAP) and have not been audited by independent accountants. Such figures may vary from
GAAP accounting in material respects and there can be no assurance that the unrealized values reflected in this presentation w ill be realized. This presentation does not recommend
the purchase or sale of any security.
(1) See pages 68-75 for more detail.
(2) GE Industrial adjusted operating margins, net of corporate expense and excluding non-recurring items, w ere 14.0% in 2014 and are expected to be approximately 15% in 2016
-7(assuming recurring corporate expense of approximately 2% as a percentage of sales).
Table of Contents
I. A Strong Company
II. A Tough Decade
III. A Bold Transformation
IV. Trians Path to ~$40-$45 of Implied Value per Share
V. Trian Model
-8-
The New GE Consolidated Overview
GE Industrial
GE Capital
Worlds best infrastructure

company
Finances GE Industrial
verticals
~$125bn revenue / ~$20bn

EBITDA(1)
11-13% ROTE(3)
+90% of EPS in 2018(2)
~$90bn earning assets(2)

<10% of EPS in 2018(2)
Source: Company SEC filings, press releases and Trian estimates.

(1) Reflects LTM revenue and EBITDA and is pro forma for Alstom acquisition and train-signaling divestiture. Alstom acquisition is subject to closing conditions. GECC capital
returns and Synchrony split-off are subject to regulatory approval. EBITDA is defined as earnings before interest, taxes, deprec iation, amortization and non-recurring items.
(2) Reflects 2018e financials per management guidance provided in GE Capital Strategy presentation published April 10, 2015. GECC capital returns are subject to regulatory
approval.
(3) ROTE refers to return on tangible equity. Reflects financial performance of the future GE Capital business. Figures are from GE Capital Strategy presentation published April
10, 2015.
-9-
The Worlds Premier Industrial Asset
Enviable
Competitive
Advantages
Sticky,
Recurring
Services
Revenue
- 10 -
Long
Runway
for
Growth
GE Serves Global Infrastructure Needs

Power & Water:
33% of Industrial EBITDA
Aviation:
5 Business Units
Comprise ~95% of GEs
Industrial EBITDA
Healthcare:
Oil & Gas:

Transportation:
Source: Company SEC filings and press releases.

Note: EBITDA is defined as earnings before interest, taxes, depreciation, amortization, and non-recurring items. Figures are for the year ended December 31, 2014 and are
pro forma for the Alstom acquisition (subject to closing conditions) and Appliances divestiture (subject to regulatory approv al).
- 11 -
Leading Market Shares

GE holds #1 market share in its three largest business lines
Global Gas
Turbines(1)
Global Commercial
Aircraft Engines(2)
45%
Siemens
30%
Mitsubishi
16%
Alstom
4%
Ansaldo
3%
Other
2%
U.S. Medical
Diagnostic Imaging (3)
70%
Pratt &
Whitney
RollsRoyce
Other
18%
10%
Philips
22%
Siemens
2%
Source: Barclays research as of February 17, 2015.

(1) Refers to global share of large gas turbines.
(2) GEs global commercial aircraft engine market share includes GEs JV w ith Safran.
(3) Reflects collective market shares of CT, MRI, and Ultrasound modalities.
32%
Other
Toshiba
12 -
21%
15%
10%
GE Industrial Has an R&D Scale Advantage...

Annual Research & Development Expense ($bn)(1)
$4.9(2)
$4.2(3)
$2.6
$1.9
$1.3
$1.2
$0.6
$0.5
<$0.3
(1)
(4)
5 Others (5)
Source: SEC filings.
(1) Excludes customer- and partner-funded R&D. Reflects latest available fiscal year.
(2) Includes Alstom Pow er & Grid annual R&D spending of approximately $700 million in FYE 03/2014. Alstom acquisition is subjectto closing conditions.
(3) Excludes Alstom Pow er & Grid annual R&D spending of approximately $700 million in FYE 03/2014.
(4) Includes direct research and development expenses but excludes R&D-related expenses such as technical support provided to customers.
(5) Includes Ingersoll Rand, Pentair, Rockw ell Automation, Stanley Black & Decker, and Tyco. Represents an average of $0.2bn w ith no company above $0.3bn.
- 13 -
Investing in Complex and Highly Differentiated Products

Traditional Industrial Product
Source: Company w ebsites, Company presentations and Google images.
GE Industrial Product
- 14 -
GE Industrial has the Largest Backlog of Customer Orders

Backlog as a % of 2014 CYE Revenue
237%
139%
47%
45%
28%
27%
20%
(1)
(2)

Note: Backlog as of year-end 2014.
(1) Refers to GE Industrial.
(2) Excludes Sikorsky (announced agreement to divest in July 2015).
- 15 -
19%
15%
12%
8%
NM
GE Has Grown Revenue Faster Than Peers

Organic Sales CAGR, 2004-2014
6.7%
5.5%
4.1%
4.1%
3.8%
3.6%
3.2%
Average: 3.1%(1)
2.9%
2.3%
1.7%
1.5%
0.4%
(2)
Source: SEC filings, press releases and presentations.

Note: Emerson Electric, Rockw ell Automation and Tyco financials reflect fiscal year end September 30.
(1) Average excludes GE.
(2) Reflects GE Industrial organic sales revenue from 2006-2014 but consolidated GE organic sales revenue in 2005 due to lack of disclosure. GE Industrial organic grow th includes
NBC Universal from 2005-2010 and the businesses of Aviation Financial Services and Energy Financial Services in 2005-2007.
- 16
Leadership Positions in Growth Markets

Growth Market Revenue (% - Total Revenue)(1)
42%
36%
35%
27%
26%
26%
24%
Average: 25%(2)
24%
23%
23%
17%
15%
(3)
(4)
Source: SEC filings and presentations.

(1) Grow th markets are generally defined as all markets excluding North America, Western Europe, and Japan. The companies referenced above may differ in their geographic
revenue disclosure, and such differences may impact the comparability of figures referenced above. Figures above reflect latest available data.
(2) Average excludes GE.
(3) Reflects operations of GE Industrial. Figures are pro forma for the acquisition of Alstom, w hich is subject to regulatory approval. GE Industrial grow th revenue as a percentage of
total revenue w ould be approximately 39% excluding Alstom.
- 17 (4) Figure estimated based on March 13, 2014 Investor and Analyst Meeting.
Attractive Long-Term Growth Prospects

Segment
Power & Water
Aviation
Healthcare
Long-term
Growth(1)
Key Drivers
Emerging markets growth (1.3 billion people without

access to electricity(2)) + aging developed market
infrastructure + gas share gains(3)(4)
Gas turbine demand (GWs) +50% in the next decade (4)
Airline traffic (revenue passenger kilometers [RPK]) +5%

CAGR over the next 20 years(5)
+5% CAGR in GEs in-service commercial and military fleet

from 2015 to 2020(6)
Aging populations + growing wealth in developing markets +

replacement cycle in developed markets + life sciences growth
Siemens forecasts 3-5% annual organic growth in its
healthcare division through 2020(7)
+LSD-MSD
+MSD
+LSD-MSD
Oil & Gas
+LSD
Transportation
+LSD-MSD
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
~10-15% natural decline in existing liquids base production

requires $12 trillion of investment from 2013-2035(8)
Primary energy consumption increases by ~1.4% per year
between 2013 and 2035(9)
Increase in global GDP and emerging market per capita

consumption
Increased penetration of data & analytics services
LSD refers to low -single-digit growth. MSD refers to mid-single-digit grow th.
Source: International Energy Agency.
Source: U.S. Energy Information Administration Annual Energy Outlook 2015. Reflects projected increase in the percentage of energy consumption from natural gas from 2013 to 2040.
Per GE presentation at CS Industrials Conference (12/2/14). Reflects projected increase in gas generation from 5,100 TWh in 2013 to 7,600 TWh in 2023.
Boeing 2014 Current Market Outlook.
Source: GE Paris Airshow presentation as of June 16, 2015.
Siemens Investor Relations (Bernstein Strategic Decisions Conference 5/29/14)
Chevron Investor Presentation, August 2015.
- 18 BP Energy Outlook 2035, published February 2015.
We Believe GEs Services Business Model is Underappreciated

Industrial EBIT by Business Model(1)
Services business model:

Stable, recurring revenue
Promotes brand loyalty
through ongoing customer
Equipment
17%
interactions
Captive customer
Local economies of scale
Services (2)
83%
Long-term contracts
High switching costs
Leader in Industrial
Source: Company SEC filings and presentations.

(1) EBIT refers to earnings before interest, taxes, and non-recurring items.
(2) Services refers to operating profit from product services.
Internet
- 19 -
Services Generates Steady, Growing Revenue

GE Services Revenue by Year ($bn)
$42
$30
$26
2004
$36
$35
$35
2008
2009
2010
$43
$45
$46
$32
$27
2005
2006
2007
Source: Company SEC filings.

(1) EBIT refers to earnings before interest, taxes, and non-recurring items.
(2) CAGR refers to compounded annual grow th rate.
- 20 -
2011
2012
2013
2014
and Promotes a Highly Resilient Income Statement

Peak-to-Trough Adjusted EBIT Decline (2007 - 2010)
(5%)
(1)
(8%)
(9%)
(16%)
(22%)
Average: (30%) (2)
(28%)
(28%)
(32%)
(32%)
(39%)

Note: Figures are adjusted for non-recurring items, including restructuring costs, M&A / integration costs, impairments, pension mark-to-market expense
(w herever enumerated by management) and other items. Figures are non-GAAP and reflect fiscal year results.
(1) Represents peak-to-trough adjusted segment EBIT decline for GE Industrial excluding NBC Universal.
(2) Average excludes GE Industrial.
- 21 -
(57%)
(61%)
Table of Contents
I. A Strong Company
II. A Tough Decade
IV. Trians Path to ~$40-45 of Implied Value per Share
V. Trian Model
- 22 -
A Tough Decade
Structural Problems
Financial Impact
Share price ~35% below 2001
levels
1) Outsized dependence on GE
Capital
Total shareholder return (TSR)

significantly trails the S&P 500
and industrial peers over the
past 10 years
2) Unfocused industrial
portfolio
3) Cost and complexity
EPS growth of ~1% per year

since 2004, significantly below
that of industrial peers
overwhelmed scale benefits
4) Capital allocation drove
Dividend remains ~25% below

2008 levels
mixed results
Source: Bloomberg as of October 2, 2015, SEC filings.
- 23 -
GEs Share Price Has Been Stagnant

GEs stock trades well below the ~$40 level it traded when
Jeff Immelt became CEO almost 14 years ago(1)
Source: Bloomberg as of October 2, 2015.

(1) GE stock w as $39.66 on 9/7/2001, the day Mr. Immelt became CEO.
- 24 -
The Economic Model for GE Capital Deteriorated

Financial regulation and increased competition from shadow banking led to a material
reduction in returns
FYE 2014PF(1)
FYE 2007
~40%
4.6%
Increased
capital
requirements
Higher
regulatory costs
Greater
competition
from shadow
banking
Tangible equity / Return on tangible

(3)
tangible assets(2)
equity
15.8%
~8%
Declining
spreads
Tangible equity / Return on tangible

(3)
tangible assets(2)
equity

(1) Pro Forma for the divesture of Synchrony (GEs private label credit card business) expected at year-end 2015, w hich is subject to regulatory approval.
(2) Tangible equity / tangible assets less cash.
(3) Represents income from continuing operations. 2007 and 2014 results exclude gain on sale of Sw iss Re stock and the sale of the Nordics Consumer platform, respectively.
- 25 -
Total Shareholder Returns Have Significantly Underperformed

GE Total Shareholder Returns vs Peers
10 Years
5 Years
3 Years
232%
145%
230%
118%
169%
S&P 500
85%
116%
85%
52%
S&P 500
43%
37%
84%
97%
26%
77%
94%
25%
68%
74%
24%
44%
63%
Source: Bloomberg and Capital IQ through October 2, 2015.
57%
87%
117%
10%
58%
94%
100%
S&P 500
65%
106%
155%
139%
67%
23%
42%
(5%)
20%
0%
- 26 -
EPS Growth has Been Uncompetitive

Median Multi-Industrial Peer vs. GE: Indexed EPS Growth
$2.45
$2.18
$1.98
$1.67
$2.05
+9.4% CAGR
$1.60
$1.55
$1.39
$1.18
$1.24
$1.44
$1.30
$1.00
$1.13
$1.10
$1.02
$1.00
$1.10
$1.11
+1.0% CAGR
$0.87
$0.76
$0.63
2004
2005
2006
2007
2008
2009
2010
Multi-Industrial Peer Median
2011
2012
2013
2014
General Electric
Source: SEC filings and press releases.

Note: Multi-industrial Peer Median includes United Technologies, Honeyw ell, 3M, Danaher, Emerson Electric, Rockw ell Automation, Ingersoll-Rand, Stanley Black & Decker, Pentair
and Eaton. Excludes Tyco due to 2012 separation. Ingersoll-Rands EPS adjusted for Allegion spin. Figures are adjusted for non-recurring items, stock splits and reflect fiscal
year results. See appendix for GE operating EPS calculation.
27 -
The Dividend is Still 28% Below 2008 Levels

GE Dividend Per Share
$1.24
$1.15
$1.03
$0.91
$0.89
$0.82
$0.79
$0.70
$0.61
$0.61
$0.46
2004
2005
2006
2007
2008
2009
- 28 -
2010
2011
2012
2013
2014
Despite Having Great Assets, GE Has Not Been a Great Stock

What Makes a Great
Industrial Asset?
What Makes a Great

Industrial Stock?
Trend
Strong
Competitive
Positioning
Aftermarket
Service &
Content
Runway
for Organic
Growth
Platform for
Growth by
Acquisitions
Organic
Growth
Strong
Consistent
Execution
Mixed
Improving
Capital
Allocation
Mixed
Returning
+$85bn to
shareholders
Margin
Improvement
Mixed
+250 bps since

2012
- 29 Source: Trian.
Note: The rationale for GEs underperformance vs. peers is based on Trians view s and is subjective.
Table of Contents
I. A Strong Company
II. A Tough Decade
V. Trian Model
- 30 -
GEs Legacy Problems are Being Addressed

Topic
Yesterday
Today
Focus
Broad conglomerate
Focused infrastructure
company
Dependence on
GE Capital
GE Capital 40-50% of
EPS...consuming
capital(1)
GE Capital <10% of EPS(1)

by 2018(1)
Too many management

layers...high SG&A ratios
Leveraging Scale
Reducing management
layers improving SG&A
ratios and reducing
corporate cost
Increasing corporate costs
Optimizing scale while

minimizing bureaucracy
Gross margin declines
Commitment to improve
gross margins
Share count flat
Share count declining
Mixed M&A at best
Disciplined M&A
Capital Allocation
Source: Company SEC filings, press releases, presentations and transcripts.
(1) Figures reflect an approximation of GE Capitals EPS contribution per GE Capital Strategy presentation released April 10, 2015. Pro forma for Alstom acquisition, announced
GECC capital returns and Synchrony split-off. Alstom acquisition is subject to closing conditions. GECC capital returns and Sync hrony split-off are subject to regulatory approval.
- 31 -
~$300bn of Acquisitions & Dispositions Have Repositioned the Company (1)

Key Divestitures
Key Acquisitions
(2)
Power & Grid(3)
Private label credit card

business (pending)(2)
(pending)(2)
(1) Reflects ~$100 billion of M&A over the past decade per 2014 Annual Report plus ~$200 billion of GECC asset divestitures per April 10, 2015 GE Capital Strategy presentation.
(2) Subject to regulatory approval.
(3) Subject to closing conditions.
- 32 -
GEs Core Industrial Businesses Have Doubled in Size

GE Industrial Revenue ($bns)
Core Industrial(2)
GE Industrial EBIT ($bns)(1)

Non-Core Industrial(3)
Variance
$110
Variance
$17.8
($35)bn
($4.4)bn
$93
$13.7
$17.3
$43
$4.8
$101
+$50bn
$8.4bn
$8.9
$50
2004
2014
2004
2014

(1) Segment level EBIT; excludes corporate and other unallocated costs.
(2) Includes Pow er & Water, Aviation, Healthcare, Oil & Gas, Transportation, and Energy Management and predecessor segments that included these businesses in 2004.
(3) Includes Advanced Materials, Consumer & Industrial, Equipment & Other Services and NBC Universal, and Appliances & Lighting.
- 33 -
GE Has Simplified and De-Layered

2004 Reporting Structure
2014 PF Reporting Structure
1.
Energy
1.
Power & Water
2.
Transportation
2.
Oil & Gas
1.
Aviation
3.
Aviation
2.
Rail
4.
Healthcare
3.
Healthcare
5.
Transportation
4.
Consumer & Industrial
6.
GE Capital
5.
~90% of
Earnings
in 2018
a)
Appliances
Smaller Segments (<2% of earnings)
b)
Energy Management
Energy Management
c)
Lighting
Lighting
d)
GE Supply
Commercial Finance
a)
Core Verticals
b)
CLL, Real Estate, & Other
6.
Consumer Finance
7.
Advanced Materials
8.
Equipment & Other Services
9.
Infrastructure
Divisions in
grey represent
businesses that
have been
divested, exited
or are in the
process of
being exited
10. Insurance
11. NBC Universal
- 34 -
In April 2015, GE Announced a Bold Plan for GE Capital

GE Capital Strategy (GE Public Presentation 4/10/15)
1) Execute plan to create a focused infrastructure & technology

company
90%+ of earnings from Industrial businesses in 2018
Shrink GE Capital to core verticals (sell ~$200bn of earning assets)
Pursue SIFI de-designation (1)
2) Maintain GE Capitals core verticals:
Aviation Services
Energy Financial Services
Healthcare Equipment Finance
Source: GE Capital Strategy presentation released April 10, 2015.
(1) SIFI refers to systemically important financial institution.
- 35 -
GE Capital Had Been a Substantial Earnings & Capital Drag

Contrary to popular perception, GE Capitals run-off did not free up capital to
return to shareholders
From 2007 to 2014, GE Capital lost $0.50 in earnings while also requiring an
ADDITIONAL ~$3.30 per share of capital
GE Capital: Financial Impact to GE

I. Earnings Impact
$/Share
2007 GECC EPS
$1.22
Less: 2014 GECC EPS
$0.69
EPS Increase / (Decline)
($0.53)
x P/E Multiple
15x
I. Value Decline
($7.90)
II. Capital Impact (Tangible Book Value Per Share (TBVPS)

2007 GECC TBVPS
$2.80
Less: 2014 GECC TBVPS
$6.10
II. Capital (Invested) / Released
($3.30)
Total Value Decline
$11.20

Note: Figures rounded.
- 36 -
~$11 per share of value

degradation...~45% of
todays share price
It Encumbered GE Industrials Balance Sheet

GE s industrial balance sheet supported GE Capitals credit rating and
therefore precluded GE Industrial from utilizing an efficient capital structure
GE Industrial Net Leverage Over Time(1)

1.0x
0.8x
0.6x
0.5x
0.5x
0.5x
0.4x
0.4x
0.3x
0.2x
0.1x
0.2x
0.0x
(0.0x)
0.0x
(0.0x)
(0.2x)
(0.4x)
(0.6x)
(0.6x)
(0.8x)
(1.0x)
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014

- 37 (1) Net leverage is defined as debt, minus cash & short-term investment securities, divided by earnings before interest, taxes, depreciation, amortization, non-operating pension cost
and other non-recurring items over the prior tw elve-month period. Excludes cash and debt held at GE Capital.
And Offset Recent Momentum at GEs Industrial Business

Adjusted EPS Growth (2011 2014)
70%
GE Industrial produced
GE Capital offset GE
strong EPS growth
Industrials growth
57%
48%
47%
37%
32%
30%
Median Adjusted EPS Growth: +26%(1)
26%
26%
24%
23%
18%
14%
(2)
13%
(3)
Industrial
(4)
Consolidated
Capital

Note: Adjusted EPS is defined as earnings per share excluding non-recurring items.
(1) Average excludes GE Industrial, GE consolidated and GECC.
(2) Reflects diluted EPS from continuing operations.
- 38 (3) Pro forma for Allegion spin.
(4) Reflects Industrial operating EPS, w hich excludes reported GECC EPS, NBC Universal equity earnings and non-operating pension costs. Also excludes items Trian believes
are non-recurring in nature, such as restructuring, gains (losses) on disposed or held for sale, to better reflect underlying operating performance.
Going Forward, GE Capital Will Comprise <10% of Earnings

GE - % Adjusted Net Income(1) Over Time
(2)
Core Industrial
Non-Core Industrial
(3)
GE Capital
~$21
~$18
~$16
~$14
Adjusted
Net Income
($bns)
~$11(4)
~90%
60%
35%
30%
2004a
2007a
28%
2001a
2014a
2014pf
(5)

(1) Adjusts for non-recurring pension, restructuring, and gains.
(2) Includes: Pow er & Water, Aviation, Healthcare, Oil & Gas, Transportation, and Energy Management.
(3) Represents: Advanced Materials, Consumer & Industrial, Equipment & Other Services and NBC Universal and Appliances & Lighting, and other non-core.
(4) Adjusts for pension gains and the impact of the US Pow er Bubble based on Trian estimates. Trian assumes 2001 Pow er Systems EBIT ex-the pow er bubble w ould have grown at a
10% CAGR from 1998-2001. If the impact of the Pow er Bubble w ere included, core industrial w ould have comprised 38% of net income, and net income w ould have been ~$14 billion.
(5) Pro forma for Alstom acquisition, announced GECC capital returns, Synchrony split-off and is adjusted for non-recurring items. Alstom acquisition is subject to closing conditions. GECC
capital returns and Synchrony split-off are subject to regulatory approval. Reflects Trian estimates and GE Capital Strategy presentation released April 10, 2015.
- 39
Today GE is Effectively Leveraging its Scale

GE Enterprise Wide Functions
Global Growth Organization
Leverages GEs scale to grow market share in
emerging countries
1. Grow
profitable share
with great
products
+22 countries each generating $1bn+ in revenues(1)
Global Research Center

Develops leading technology shared across GEs
businesses (materials science, combustion technology,
diagnostics, additive manufacturing, controls)
Software
Provides common, cloud-based platform (Predix)
and software applications across GEs businesses
Largest software business in the industrial space: ~$5bn
revenue in 2015 $8bn by 2017F(2)
Shared Services
Leveraging functional costs across 5 low-cost
centers
Source: Company SEC filings, presentations and Trian diligence.
(1) 2014 Annual Report.
(2) GE Softw are presentation released June 3, 2015.
- 40 -
GE Business
M odel
2. M aximize
value of the
installed base for
the customer &
shareholder
Without Added Bureaucracy

We believe that GE has done a good job ensuring enterprise wide functions are structured to
cost-effectively drive value for the individual business unitswhile minimizing corporate
bureaucracy
1. Not Forced on GE Business Segments
Business units can use third party services in lieu of GEs shared services...ensures cost and
quality of shared services is competitive
2. Costs Are Allocated To Segments Based on Segment Usage
Healthy tension exists between business units and shared services to deliver quality at costeffective levels
3. Relevant to Business Units
All business segments leverage each of GEs shared services
GRC (Global Research Center) and GGO (Global Growth Organization) are led by former
business segment heads
Scope of shared services limited to where GE Enterprise is more effective than GE Segment
GRC: Manages primary research but +90% of R&D spend completed at the segment level
GGO: Utilized only where segments lack scale to more effectively go to market independently
Source: Company SEC filings and Trian diligence.
- 41 -
GE is Leveraging Scale to be the Leader in Industrial Software

GE Software Center Overview
Impact to GE Business Units
Significant scale
Incremental revenue source
Subscription based payments from

customers
$5bn revenue in 2015e

1,200+ employees
(San Ramon, CA headquarters)
High incremental margin; capex

investments made
+10,000 software engineers
Improves product ROI for customers
225,000 assets monitored
Applications improve asset

performance and reduce unplanned
downtime
Long runway for growth
Business started in late 2011
Improves GEs durability against

competitive threats from technology
firms
~$5bn of revenue in 2015...GE

projects ~$8bn by 2017
Predix Platform is a BIG IDEA
Increases value of services backlog
Common cloud-based platform
Better project servicing needs

based on data...maximizes uptime
between servicing
Applications shared across GE

business units
Potential to create applications for
non-GE industrial businesses
Potential to improve GE productivity

Enhanced analytics at GE factories
Source: GE Deutsche Bank Industrial Conference presentation released June 3, 2015 and GE Minds & Machines conference released October 9, 2014
- 42 -
GE Has Identified $85 billion of Cash to Return to Investors Through 2018

Management has committed to maintain its current dividend (~3.6% dividend yield at current
prices) and buyback approximately $55 billion of stock
Strong capital return stories can be powerful for shareholders
Creates large buyer of stock...retires significant float
Magnifies impact of operational improvements...divided over fewer shares
Potential Capital Returned to Shareholders Base Case, 2H15 2018 ($ billion)

Management is expecting to return approximately 1/3 of the current ~$260bn market cap to shareholders through 2018
$100
$75
$30
$85
$50
$35
$55
GE Capital Exit
Dividends
$25
$20
$0
Synchrony Exchange
Base Case Capital Return
Source: Company SEC filings, press releases, and GE Capital Strategy presentation released April 10, 2015.
(1) Potential capital return for Synchrony exchange, GE Capital exit and dividends per April 10, 2015 GE Capital Strategy presentation (excludes approximately $5 billion of
dividends paid in 1H 2015).
- 43 -
(1)
However, We Believe the Market Remains Skeptical

GE Price / 2015 Pro Forma EPS
GE P/E Calculation - Method 1: Use Cash Proceeds From
Sales of Discontinued Operations to Repurchase Shares
i. GE Stock Price (1)
$25.47
2015 Operating EPS estimate(2)

(+) Alstom benefits per management guidance(3)
(+) GECC exit (4)
(+) Synchrony split-off(4)
ii. Pro Forma 2015e EPS
$1.32
$0.18
$0.25
$0.10
$1.84
Method 1: Implied Price / Pro Forma EPS (i. ii.)
13.8x
<14x P/E for what we

believe is one of the
GE P/E Calculation - Method 2: Deduct

Discontinued Operations from Current Share Price
i. GE Stock Price (1)
worlds best
$25.47
industrial companies
$3.47
$2.06
WITH potential
$19.93
margin and capital
2015 Operating EPS(2)

(+) Alstom benefits per mgmt. guidance(3)
iii. 2015 Pro Forma EPS
$1.32
$0.18
$1.49
structure
Method 2: Implied Price / Pro Forma EPS (ii. iii.)
13.4x
(4)
Less: GECC Exit Proceeds

Less: Synchrony Share (Net 7.5% Discount)(4)
ii. GE Continuing Operations Value per Share
opportunities
Source: Company SEC filings, press releases and presentations.

Note: Alstom acquisition is subject to closing conditions. GECC capital returns and Synchrony split-off are subject to regulatory approval. The estimates, projections, pro forma
information and potential impact of the opportunities identified by Trian Partners herein are based on assumptions that Trian Partners believes to be reasonable as of the date of this
presentation, but there can be no assurance or guarantee that actual results or performance w ill not differ, and such differences may be material. Unless otherw ise indicated, the
figures set forth in this presentation have not been calculated using generally accepted accounting principles (GAAP) and hav e not been audited by independent accountants. Such
figures may vary from GAAP accounting in material respects and there can be no assurance that the unrealized values reflected in this presentation w ill be realized. This presentation
does not recommend the purchase or sale of any security.
(1) GE stock price as of October 2, 2015.
(2) Reflects the mid-point of GE Industrial EPS guidance for 2015 ($1.13-$1.20), plus managements guidance of $0.15 EPS for the GE Capital verticals.
(3) Reflects the mid-point of GE guidance on the impact of Alstom on EPS by 2018. Acquisition is subject to closing conditions.
- 44 (4) Reflects management guidance published at EPG conference presentation released May 20, 2015. Transaction is subject to regulatory approval.
Table of Contents
I. A Strong Company
II. A Tough Decade
V. Trian Model
- 45 -
After years of underperformance, we
believe GE finally has the right collection

of businesses and structure...
now it is time to execute
Trians Path to ~$40-$45 of Implied Value per Share by the End of 2017 (1)
1. Expand Operating Margins to at least 16.0% by 2018
and Target Further Expansion Thereafter (2)
Continue progress on cost reductions to grow operating margins ~50bps per year
through 2018 and maintain similar cadence thereafter
Target margins net of corporate expense, not excluding it
2. Efficient Capital Structure
Commit to ~$20 billion of incremental net leverage (~1x EBITDA) at GE Industrial by

2018return cash to shareholders through buybacks
Moderate leverage can alleviate pressure on the income statement and allow
management to reinvest in the business
Consider alternative structures (e.g. JVs, IPOs) to continue to reduce the size of GE
Capitals balance sheet over time
3. Disciplined Capital Allocation
Trian recommends that management explore share repurchases beyond GEs initial
guidance; we believe there is an opportunity to return over 40% of the current market cap
to shareholders by the end of 2018
Set parameters around M&A (IRR, accretion, leverages GE Store)
Note: EBITDA is defined as earnings before interest, taxes, depreciation & amortization. IRR is defined as internal rate of r eturn. The estimates, projections, pro forma information and
potential impact of the opportunities identified by Trian Partners herein are based on assumptions that Trian Partners believ es to be reasonable as of the date of this presentation, but
there can be no assurance or guarantee that actual results or performance w ill not differ, and such differences may be material. Unless otherw ise indicated, the figures set forth in this
presentation have not been calculated using generally accepted accounting principles (GAAP) and have not been audited by independent accountants. Such figures may vary from
GAAP accounting in material respects and there can be no assurance that the unrealized values reflected in this presentation w ill be realized. This presentation does not recommend
the purchase or sale of any security.
(1) See page 68-75 for more detail.
(2) GE Industrial adjusted operating margins, net of corporate expense and excluding non-recurring items, w ere 14.0% in 2014 and are expected to be approximately 15% in 2016
- 47 (assuming recurring corporate expense of approximately 2% as a percentage of sales).
1. Margin Improvement: We Believe GE Can Improve EBIT Margins

Area of Focus
Area for Improvement

Reduce materials spend
Gross margins
Equipment operating margins
Opportunity
Trian estimates equipment EBIT
margins can improve ~500 bps
below historical levels; only ~2%
through initiatives to enhance
EBIT margins net of corporate
gross margin(1)
Reduction in shared services
costs and ERP systems
Industrial SG&A from ~18% of

sales in 2011 to ~12% in 2016
Leverage fixed cost beyond 2018
with 5% organic growth (2)
SG&A
Corporate expenses of ~2% of
sales vs. closest peers <1%
Reasonable reduction in
corporate costs of ~$600mm
while still investing in enterprisewide functions
Trian believes management can achieve at least 16.0% operating margins by 2018
and ultimately reach 18% operating margins over timegross margins are a
substantial opportunity
Source: Company SEC filings, press releases and presentations.
Note: The estimates, projections, pro forma information and potential impact of the opportunities identified by Trian Partner s herein are based on assumptions that Trian Partners
believes to be reasonable as of the date of this presentation, but there can be no assurance or guarantee that actual results or performance will not differ, and such differences may
be material. Unless otherw ise indicated, the figures set forth in this presentation have not been calculated using generally accepted accounting principles (GAAP) and have not been
audited by independent accountants. Such figures may vary from GAAP accounting in material respects and there can be no assur ance that the unrealized values reflected in this
presentation w ill be realized. This presentation does not recommend the purchase or sale of any security.
(1) Trian estimates.
- 48 (2) 5% organic revenue grow th reflects GEs ongoing goal per EPG presentation published May 20, 2015.
While GEs Segment Margins are Generally Above Peers

GE Segment EBIT Margins vs. Peers
Power and Water
Aviation
Healthcare
These segments comprise ~75% of GEs Industrial EBITDA(1)

18.5%
14.5%
15.0%
17.2%
14.6%
13.9% (Ex-Wind)
13.5%
10.3%
9.8%
10.9%
(2)
(3)
Note: Unallocated corporate expenses are allocated on a percentage of revenue basis. Figures are adjusted for non-recurring items including restructuring charges. Reflects FY14
results for all companies except w here noted otherwise. Philips figures excludes intangible amortization expense.
(1) Per 2014 Annual Report.
(2) Includes performance of the Pow er Generation and Wind Pow er segments (excludes power transmission revenue).
(3) Reflects performance of the Energy & Environment segment for fiscal year end March 2015.
49 -
GE Industrials Consolidated EBIT Margin Trails Industrial Averages

2014 EBIT Margins(1)
Higher technology product
offerings...17.9% EBIT Margins
Lower technology product

offerings...12.1% EBIT margins
22.4%
18.9%
18.0%
17.2%
15.9%
Average EBIT Margin: 15.5% (2)
15.1%
14.5%
14.0%
13.6%
12.4%
11.7%
11.0%
(2)

Note: Emerson Electric, Rockw ell Automation and Tyco financials reflect fiscal year end September 30.
(1) EBIT margins include corporate expenses for all companies; GE corporate is allocated as a percentage of revenue
(2) Average excludes GE Industrial.
(3) Eaton EBIT margin is net of $424mm of amortization of intangible assets; excluding these expenses, Eatons adj. EBITA margins w ould be 14.3%
- 50 -
A Steady Rise in Services Operating Profit Margins

GE Industrial Services Operating Profit Margins(1)
32.0%
29.9%
28.8%
28.3%
28.2%
28.8%
28.2%
27.4%
26.2%
25.5%
24.8%
2004
2005
2006
2007
2008
2009

(1) Figures exclude corporate expenses.
- 51 -
2010
2011
2012
2013
2014
Has Masked Declines in Equipment Margins(1)

GE has exhibited limited margin improvement - despite a beneficial mix shift
toward higher-margin services revenue because equipment margins have
significantly declined
GE Industrial Segment EBIT Margin Composition Over Time(1)(2)
35.0%
30.0%
32.0%
27.4%
25.0%
28.2% 28.8% 28.2% 28.8%
28.3%
29.9%
26.2%
24.8% 25.5%
20.0%
Average GE
Industrial
Segment EBIT
Margin: ~16%(2)
Total segment margins flat
15.0%
10.0%
5.0%
8.3%
8.0%
7.8%
8.5%
8.7%
8.8%
8.2%
4.3%
5.0%
4.8%
4.6%
2011
2012
2013
2014
0.0%
2004
2005
2006
2007
Services
2008
Total
2009
2010
Equipment (implied)

Note: GE Industrial segment EBIT margins exclude the financial services components reported in the Infrastructure segment from 2005-2007.
(1) The calculation of equipment operating profit margins are estimated by Trian. Equipment segment profit margins are implied by subtracting product services sales and segment
operating profit from GE Industrial total sales and segment operating profit. Figures exclude NBC Universal sales and segment EBIT for purposes of comparability. Figures
assume NBC Universal revenue and EBIT are not included in product services See appendix for calculation.
- 52
(2) Segment EBIT margins exclude corporate costs.
Gross Margins Have Substantial Room for Improvement

GE Industrials gross margins have declined over the past few years and are
~260 bps below historical averages (1)
With operating margins on equipment sales of only ~2% net of corporate
expense, we believe both GE and Trian are aligned in the view that there are a
number of opportunities to enhance gross margins (2):
Material savings (better sourcing, engineering, supply chain)
Factory productivity (multi-modal factories)

Services and other (field services productivity, reducing downtime, leverage overhead)
GE Industrial Gross Margins
27.1%
2004-2014 Average: 26.3%
28.6%
28.3%
27.6%
26.6%
26.4%
26.8%
25.7%
25.6%
23.1%
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
23.7%
2014
Source: Company SEC filings, Technology Investor Day held March 11, 2015..
Note: Gross margins are calculated based on the sales and costs of goods and services as reported in GEs consolidated financ ial statements and may differ from managements
presentation of gross margins.
(1) 2014 GE Industrial gross margins (23.7%) are ~260 bps below GE Industrials average gross margins from 2006-2014. Equipment margins net of corporate expense.
- 53
(2) Reflects equipment operating profit margins net of corporate expense (i.e. 4.6% equipment operating profit margins less 2.2% adjusted corporate as a % of sales).
While SG&A and Corporate Costs Have Been Reduced

Industrial SG&A as a % of Revenue
17.5%
Corporate Costs ($bns)(1)
$3.8
$3.7
15.9%
14.0%
$2.4
2012
2013
2014
2012
2013
2014
GE improved industrial EBIT margins ~250 basis points since 2012 (to ~14% in 2014)
Source: Company SEC filings, GE 2014 Investor Outlook transcript as of December 16, 2014, and EPG Conference presentation released May 20, 2015.
(1) Reflects adjusted corporate costs. See appendix for calculation.
- 54 -
SG&A Ratios Can Improve Further

Slide from GE Investor Presentation (10/9/2014)
- 55 -
And Corporate Costs Have More Room to Decline

Corporate Costs ($mm)
Corporate Costs/Industrial Revenue
(2014 financials)
$2,408
2.2%
2.2%
Well spent corporate costs

Global Growth office(1) and the
Global Research Center(2)
Other corporate costs

area of opportunity
$1,600
1.4%
0.8%
0.7%
$542
0.6%
$488
$251
$236
Source: SEC filings, press releases and transcripts.

Note: The estimates, projections, pro forma information and potential impact of the opportunities identified by Trian Partners herein are based on assumptions that Trian Partners
(1) GE spends approximately $400 million in Global Grow th per commentary from conference transcript held March 5, 2015.
(2) Trian estimates approximately ~10% of GE funded R&D is allocated to the segments.
-
56 -
While GE Margins Have Begun to Improve after Years of Stagnation

GE Industrial Adjusted EBIT Margins(1)(2)
Roughly flat EBIT margins from 2004-2012
11.7%
2004
12.3%
2005
13.0%
13.7%
13.2% 13.1%
14.0%
13.7%
11.8% 11.4%
2006
2007
2008
2009
2010
2011
2012
11.4%
2012
Source: Company SEC Filings.

(1) Adjusted EBIT refers to earnings before interest, taxes, and non-recurring items. Figures are net of corporate expenses.
(2) GE Industrial Adjusted EBIT margins exclude the financial services components reported in the Infrastructure segment from 2005-2007.
- 57 -
12.1%
2013
2014
Industrial Margin Expansion Stories Can Last For Many Years

Honeywell Consolidated EBIT Margins (1)
Historical
Management Targets(2)
2004-2014: ~800bps margin improvement (~80 bps p.a.)
19.1%
17.6%
2014-2018: Projecting another ~400bps improvement in

margins (~100 bps p.a.)
15.1%
13.6%
14.2%
12.0%
10.8%
9.8%
9.7%
10.3%
10.8%
9.0%
7.0%
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: Honeyw ell SEC filings and press releases.

1) Excludes pension mark-to-market and gain on sales.
2) 2015 represents the midpoint of managements guidance of 17.5-17.7% (Q2 2015 Earnings); 2018 represents the high end of managements
segment guidance of 18.5-20.0% less 90bps of corporate expenses, in line w ith 2015 targets. Consensus for 2018 is ~20% EBIT margins.
- 58 -
2015
2018
We Believe GEs Operating Margins Can Reach 18% Over Time

We believe GE can reach 18% operating margins through (i) a recovery in
equipment profit margins to historical levels, (ii) stable improvement in the
services portfolio over the next few years and (iii) a modest reduction in
corporate costs
We believe this margin target allows GE to continue to invest in its workforce
and support peer-leading R&D spend while moving margins in-line with its
higher technology product peers
GE Industrial Operating Margin: Actual vs. Pro Forma
(Reflects 2014 financials)
GE Industrial:
Product Services
Actual
Pro Forma(1)
Revenue
$46,400
$46,400
Segment EBIT
% - Segment EBIT Margin
Margin Improvement (bps)
$14,848
32.0%
$15,776
34.0%
200 bps
Unallocated Corporate
Unallocated Corporate - % of Sales
GE Industrial EBIT
% - EBIT Margin, Net of Corporate
Source: Company SEC filings and Trian estimates.
Note: See page 52 for historical segment EBIT margins by product.
(1) Pro forma figures are unaudited.
GE Industrial:
Equipment
Actual
$63,502
$2,916
4.6%
Pro Forma(1)
$63,502
$5,715
9.0%
440 bps
GE Industrial:
Total
Actual
Pro Forma(1)
$109,902
$109,902
$17,764
16.2%
$21,491
19.6%
340 bps
$2,408
2.2%
$1,758
1.6%
$15,356
14.0%
$19,733
18.0%
- 59 -
2. Efficient Capital Structure: We Believe an Efficient Capital Structure Can Drive Better
Returns with Low Risk
GE Is a Strong Credit
Attractive businesses & assets
Leading market positions & strong brand
Diversified
Limited earnings cyclicality

Strong cash flow profile
Prudent Leverage is Desirable

Provides a more balanced growth
algorithm that relieves pressure on
the income statement
Improves earnings growth profile
Lowers cost of capital
Trian recommends ~$20 billion in incremental net leverage by 2018(1)
Leadership approach to capital structure among industrials
We believe industrials as an industry are inefficiently capitalized
Better monetizes GEs stable servicing revenues
Strong investment grade credit (we believe GE would be at least A rated)
Should not impair ability to win long-cycle business
Should not restrict M&A opportunities (leverage capacity + ability to issue equity)
We believe there are a number of alternative structures (JVs, IPOs) for GE to utilize to further
reduce the balance sheet of GE capital
(1) Reflects GE Industrial net debt of $3.5 billion as of June 30, 2015 per Company SEC flings, w hich represents approximately 0.2x LTM GE Industrial EBITDA. EBITDA refers to
earnings before interest, taxes, depreciation, amortization and non-recurring items.
- 60 -
Moderate Leverage can Alleviate Pressure on the Income Statement...

Balancing short-term results with long-term investment is critical for public
companies:
Typical shareholders goal: Top-tier EPS growth
Managements goal: Top-tier EPS growthWHILE investing for the long-term
A levered company can use an efficient capital structure and the income statement to
generate more balanced EPS growth that is less contingent upon margin expansion
Illustrative Income Statement:
UnleveredCo vs. LeveredCo @ 2.0x Debt / EBITDA
EPS Growth Target over 5 Years
(i) Starting EPS
Target EPS Growth per Year
(ii) Target EPS, Year 5
Total EPS Growth Over 5 Years (ii-i)
Impact of 2x Leverage
Starting EPS
Accretion from 2x Leverage
(iii) Pro Forma EPS
Implied EPS Growth from Operations (ii-iii)
% - Implied EBIT CAGR Required to Hit EPS Goal
Margin Expansion Required to Hit Target EPS Growth
Implied EBIT CAGR
Memo: Sales CAGR Assumed
Margin Expansion per year Required to Hit EPS Goal (bps)
Reinvestment opportunity per year (bps)
No
Debt
$1.00
10%
$1.60
$0.60
Modest
Leverage
$1.00
10%
$1.60
$0.60
$1.00
-$1.00
$1.00
0.13
$1.13
$0.60
10%
$0.47
7%
10%
5%
64
7%
5%
19
45
~45 bps
reinvestment
opportunity with a
levered income
statement
equivalent to ~10%
increase in GEs
R&D budget
A company levered only 2x requires ~45bps less margin expansion per year to achieve the same
EPS growth than an identical company with no debt
Source: Trian estimates.
Note: Figures above are illustrative and not indicative of actual results, w hich may differ materially. Assumes 35% tax rate, 4% cost of debt and proceeds from modest leverage used
- 61
to repurchase shares.
We Believe GE Can Incur just over $20 billion in Leverage and Maintain an Upper
Investment Grade Rating
GE Estimated Incremental
Leverage Capacity by 2018
($ in billions)
2018e Financial EBITDA

(+) Operating pension costs
(+) Operating lease payments
Adjusted EBITDA
$24.0
1.7
1.2
$26.8
x Target Adjusted Leverage

Target Adjusted Debt
2.00x
$53.6
Current pension funded status, after-tax

Interest rate adjustment (1)
() Year-end 2018 pension funded status
() PV of minimum operating lease oblgiations
Target Financial Debt
Less: Financial Debt in 2018
Financial Debt Capacity
Memo: Estimated credit rating
Memo: Implied Financial Debt EBITDA
($23.0)
7.4
($15.6)
($2.1)
$35.8
(14.3)
$21.5
AA / A
1.5x
Source: Company SEC filings, presentations and transcripts.

Note: EBITDA refers to earnings before interest, taxes depreciation, amortization, and non-recurring charges. See appendix for Trians estimated leverage bridge through 2018.
Figures are pro forma for the proposed acquisition of Alstom, w hich is subject to closing conditions, and the announced dives titure of GE Appliances, w hich is subject to
regulatory approval. The estimates, projections, pro forma information and potential impact of the opportunities identified by Trian Partners herein are based on assumptions that
Trian Partners believes to be reasonable as of the date of this presentation, but there can be no assurance or guarantee that actual results or performance w ill not differ, and
such differences may be material. Unless otherw ise indicated, the figures set forth in this presentation have not been calculated using generally accepted accounting principles
(GAAP) and have not been audited by independent accountants. Such figures may vary from GAAP accounting in material respects and there can be no assurance that the
unrealized values reflected in this presentation w ill be realized. This presentation does not recommend the purchase or sale of any security.
(1) Assumes 100 bps increase in 10-year interest rates and corresponding increase in GE's discount rate. As of October 2, 2015, the yield on the US Government 10-year note is
expected to rise from 2.0% at current prices to 3.0% by year-end 2016 per Bloomberg. According to GEs 2014 Annual Report, a 25 bps increase in discount rate w ould
decrease the pension benefit obligation (PBO) for the principal pension plans by $2.3 billion. Trian assumes a 25 bps increase in the discount rate w ould decrease the PBO for
the non-principal (i.e. "other") pension plans by $0.3 billion. Figures are tax-affected.
- 62 -
3. Capital Allocation: Set Parameters on M&A and Reduce Shares Methodically

1. M&A Parameters
Strategic: Acquisition targets should fit within the GE Store
Minimum unlevered IRR: Publicly commit to minimum return threshold for M&A
Accretive in 2-3 years: Acquisitions should provide a better return than
purchasing GE shares
2. Annually Sweep Excess Capital to Reduce Shares
No cash drag: Consistent distribution of excess cash to shareholders through
buybacks
Diluted shares should go down almost every year
We believe that consistent, methodical, and well-articulated capital allocation

policies improve valuation over time
- 63 -
Industrial M&A Must Be More Disciplined

In the past five years, GE has spent more than $30 billion on major acquisitions
at a weighted average price of 10.3x EBITDA
Despite success in several more recent deals, we believe GEs overall M&A
track record has been mixed

General Electric: Major Acquisitions Since 2010
Date
Target Acquired
Dec 2010 Clarient
Feb 2011 Dresser
Feb 2011 Wellstream
Mar 2011 Lineage Power
Apr 2011 Wood Group - Well Support
Sep 2011 Converteam
Jul 2013
Lufkin
Aug 2013 Avio
Mar 2014 Thermo Fisher - Life Sciences
Jun 2014 Cameron - Reciprocating Compression
Fall 2015 Alstom Power & Grid Business
Total (11 acquisitions)
Transaction
Value (TV)
Segment
($bn)
Healthcare
$0.6
(1)
Oil & Gas
3.0
Oil & Gas
1.3
Energy Mgmt.
0.5
Oil & Gas
2.8
Energy Mgmt.
3.2
Oil & Gas
3.3
Aviation
4.4
Healthcare
1.1
Oil & Gas
0.6
Power / Energy Mgmt.
9.5
$30.3

Note: Excludes API Healthcare acquisition (February 2014) due to lack of available data.
(1) Some of Dressers revenue was allocated to GEs Pow er & Water segment.
(2) Per Citi research as of January 6, 2014.
(3) Per Jefferies and Sterne Agee estimates on Cameron on January 20-21, 2014.
(4) Transaction value per September 8, 2015 press release. TEV/EBITDA per April 30, 2014 GE acquisition presentation.
TV /
EBITDA
NM
9.4x
13.4x
8.0x
16.9x
13.6x
15.8x
8.5x
(2)
14.0x
(3)
11.3x
(4)
7.9x
10.3x
- 64 -
We Believe the Alstom Transaction Creates Value

Complementary technologies in businesses GE
knows well
Strategic
Increases scope of GEs power plant offering and

power generation installed base (+50%) (1)
Positions GEs Energy Management business as a

more formidable competitor
High teens IRRs(1)
Attractive IRRs
~7.9x EBITDA pre-synergies(1)

<3x EBITDA run rate for revised synergy
guidance(2)(3)
$3 billion of cost synergies by year 5(3)
$0.15-$0.20 accretive to EPS by 2018(3)
Accretive
1)
2)
3)
4)
We believe upside could exist to accretion targets

$1bn of standalone EBIT and year 5 synergies of $3bn
implies ~$0.28c of accretion per share on ~10bn shares(4)
Per GE April 30, 3014 acquisition presentation, April 30, 2014 conference call and September 8, 2015 press release.
Adjusts original transaction for $3bn of synergies per GE EPG presentation released May 20, 2015. Figures also reflect Trianestimates.
Per GEs September 8, 2015 press release.
Assumes year 5 synergies and cost to achieve synergies is completed. Accretion figures are net of $0.2 billion of estimated incremental interest expense.
- 65 -
GE Should Commit to Reduce the Share Count Beyond 2018

A major factor behind GEs historically below-average EPS growth has been limited share
count reduction
Once the initial share repurchases from the GECC asset divestitures, Synchrony swap and
balance sheet use are executed, we believe GE should commit to ongoing share count
reduction
GE Fully Diluted Share Count

(shares in millions)
10,445
10,611
2004
2005
10,614
10,394
10,218
10,098
2006
2007
2008
2009
- 66 -
10,661
2010
10,591
2011
10,564
2012
10,289
10,123
2013
2014
We Believe GE Can Return Over 40% of its Market Cap to Shareholders by 2018
In addition to the already announced capital return plans (base case), we believe
management should utilize proceeds from incurring incremental leverage and other
capital sources to buy back its undervalued shares
Potential Capital Returned to Shareholders, 2H15 2018 ($ billion)

We believe GE can return more than 40% of its current ~$260bn market cap to shareholders by 2018
$125
$100
$85
$75
$4
$110
Upside to GECC
(3)
Sales
Trian Case
Capital Return
$22
$30
$50
$35
$55
GE Capital Exit
Dividends
$85
$25
$20
$0
Synchrony
Exchange
Base Case
(1)
Capital Return
Leverage
(2)
Source: Company SEC filings, press releases, presentations and transcripts.

(1) Potential capital return for Synchrony exchange, GE Capital exit and dividends per April 10, 2015 GE Capital Strategy presentation (excludes an estimated $5 billion of dividends
expected to be paid in 1H 2015).
(2) Reflects financial debt capacity at 2.00x adjusted debt (including postretirement and lease obligations) to adjusted EBITDA. See calculation on page 62.
(3) Reflects potential 10% premium to expected cash proceeds of $35 billion for GECC asset sales based on Trians estimated expec ted value ($35 billion implies ~1.1x TBV).
- 67 -
Table of Contents
I. A Strong Company
II. A Tough Decade
IV. Trians Path to ~$40-$45 of Implied Value per Share
V. Trian Model
- 68 -
GE Believes it Can Earn At Least $2.00 Per Share by 2018

If you grow your Industrial EPS4% a year over the next couple of years, that gets
you to $2.00 [EPS in 2018]...Now Im going to run the company to a higher number
than that...So if you get 5% organic growth, if were able to do the job with margins, if
we execute the way we think we can execute...were going to be substantially above
4% annual growth Jeff Immelt EPG Conference 5/20/15
GE Investor Slide from EPG Conference: May 20, 2015
Source: GE EPG presentation and transcript released May 20, 2015.
- 69 -
We Believe GE Can Drive At Least $2.20 in 2018 Under Realistic Assumptions

General Electric 2018 Earnings Per Share Bridge
+$0.29
$0.10
+$2.20
$1.84
$0.18
$0.25
$1.32
$0.10
1) Servicing (~85% of
EBIT) has grown
revenue +6% p.a.
2) (+) Gross margins
3) () SG&A ratios
4) Alstom upside
5) Capital allocation
2015e
Operating
(1)
EPS
Synchrony
(2)
Buybacks
GECC Exit
(2)
Buybacks
(2)(3)
Alstom
Pro Forma
EPS
Base
Business
Growth
Leverage
2018e Trian
Case
Source: Company SEC filings, presentations, press releases, and Trian Estimates.
believes to be reasonable as of the date of this presentation, but there can be no assurance or guarantee that actual results or performance will not differ, and such differences
may be material. Unless otherw ise indicated, the figures set forth in this presentation have not been calculated using generally accepted accounting principles (GAAP) and have
not been audited by independent accountants. Such figures may vary from GAAP accounting in material respects and there can be no assurance that the unrealized values
reflected in this presentation w ill be realized. This presentation does not recommend the purchase or sale of any security.
(1) Reflects the mid-point of GE Industrial EPS guidance for 2015 ($1.13-$1.20), plus managements guidance of $0.15 EPS for the GE Capital verticals.
(2) Synchrony buybacks and GECC capital exit buybacks are subject to regulatory approval. Alstom acquisition is subject to closing conditions.
(3) Alstom figures reflect mid-point of managements accretion guidance of $0.15-$0.20 per EPG presentation released May 20, 2015.
- 70
We Believe GEs Defensive Growth Profile Should be Valued at

a Premium Multiple
Characteristics of Defensive Growth
1) Strong competitive advantages
2) Industry leader
3) Growing end markets / industry
4) Attractive organic growth potential
5) Limited cyclicality (stable compounder)
6) Consistent dividend/capital return

7) Limited obsolescence risk
- 71 -
Mega-Cap Companies With High Quality, Defensive Growth Profiles Consistently Trade
at Strong Premiums to the Market
Company
Average
Select Mega-Cap Defensive Growth Companies

NTM
Market
5-year Average
P/E
Cap ($bns)
Premium to S&P 500(1)
21.4x
$58
33%
19.7x
$138
18%
18.9x
$174
13%
18.0x
$59
22%
19.5x
$107
21%
Mega-Cap Defensive Growth: % Premium to S&P 500 Over Time (2)

35%
30%
25%
20%
15%
10%
5%
0%
2011
27%
Average: 21%(2)
Average: 21%(2)
2012
2013
2014
Source: Capital IQ and Bloomberg as of October 2, 2015.

(1) Reflects average historical forward P/E multiple relative to the current S&P 500 forward P/E multiple since 2011.
(2) Reflects the average premium to the S&P 500 of Colgate, PepsiCo, Disney and Danaher over time.
2015
- 72 -
We Believe GE Should Trade at a Premium to Leading Large Cap Multi-Industrial

Companies which Have Historically Been Valued Above the S&P 500
Leading Large-Cap Multi-Industrials: % Premium to S&P 500 Over Time(1)(2)
Despite recent weakness, large-cap multi-industrials have historically
traded at ~13% premium to the S&P 500
30%
26%
24%
25%
23%
20%
16%
14%
15%
15%
Average: 13%
Premium(2)
17%
14%
12%
11%
10%
10%
8%
5%
3%
0%
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Current
(1%)
(5% )
(6%)
(10% )
Source: Bloomberg as of October 2, 2015.
(1) Reflects average historical forward P/E multiple relative to the current S&P 500 forward P/E multiple.
(2) Includes Honeyw ell, 3M, Emerson, Danaher, United Technologies and Rockw ell. Note Ingersoll-Rand, Eaton, Stanley, Pentair, and Tyco w ere excluded because their respective
business mixes have not been consistent w ith that of leading multi-industrial companies over the time period.
- 73
Today GE Trades at a 14% Discount to the Market (1)

2000
2005
2010
2015pf(1)
Industrial revenue
$64bn
$90bn
$100bn
$125bn
R&D
$1.9bn
$2.7bn
$3.9bn
$4.9bn
GE Scale
+
+
Greater Scale
& Leadership
GE Business Mix
% - Services EBIT
NA
60%
71%
83%
% - Industrial EPS
59%
56%
54%(2)
90%
NTM P/E Multiple
28.4x
18.9x
13.4x
13.2x(4)
S&P 500 NTM P/E Multiple
23.2x
15.7x
13.4x
15.3x
Premium / (Discount)
46%
21%
0%
(14%)
Dividend Yield
1.4%
2.4%
2.7%
3.61%
30-Year Treasury Yield
5.5%
4.6%
4.3%
2.83%
(214)bps
(159)bps
+78bps
+
+
Substantially
Better
Business Mix
GE Valuation (3)
Dividend Less Treasury Yield (407)bps
Worse
Valuation?

be material. Unless otherw ise indicated, the figures set forth in this presentation have not been calculated using generally accepted accounting principles (GAAP) and have not
been audited by independent accountants. Such figures may vary from GAAP accounting in material respects and there can be no assurance that the unrealized values reflected in
this presentation w ill be realized. This presentation does not recommend the purchase or sale of any security. NTM refers to next tw elve months.
(1) Pro forma for Alstom acquisition, Synchrony spin, and GECC w ind dow n. Alstom acquisition is subject to closing conditions. GECC capital returns and Synchrony split-off are
subject to regulatory approval.
(2) Represents 2011 EPS given substantial crisis-related loan loss provision in 2010 (note GE valuation is on forward estimates).
(3) Represents yearly average valuations and yields per Bloomberg.
(4) See page 44 for framew ork (reflects 2015 pro forma EPS plus $0.09 of core grow th to bridge to NTM earnings).
- 74
Trians View on GEs Implied Value Per Share

General Electric Implied Target Value Per Share, Year-End 2017
Low
Base
GE premium to S&P 500

x. S&P 500 forward P/E
Implied GE 2017 forward P/E
10.0%
15.3x
16.8x
25.0%
15.3x
19.1x
GE 2018 EPS
Implied value per share (year-end 2017)
(+) Cumulative dividends
Total implied value (year-end 2017)
$2.23
$37
2
$40
$2.23
$43
2
$45
Current price
% - Potential upside
% - Potential IRR
$25.5
56%
22%
$25.5
76%
28%
Time (years)
2.25

may be material. Unless otherw ise indicated, the figures set forth in this presentation, including internal rates of return ( IRR), have not been calculated using generally
accepted accounting principles (GAAP) and have not been audited by independent accountants. Such figures may vary from GAAP a ccounting in material respects and there
can be no assurance that the unrealized values reflected in this presentation w ill be realized. This presentation does not recommend the purchase or sale of any security.
- 75 -
Conclusion
GE is one of the worlds great businesses
We have followed GE for many years and have a strong
relationship with management
GEs transformation is significant: +90% Industrial EPS (vs. 4060% historically); significant potential capital return; continued
margin improvement; focused industrial portfolio
At <14x pro forma 2015 earnings, we believe the market
underestimates this change(1)
We intend to work with management to help realize the
substantial value in GE
Source: Company SEC filings, presentations, press releases, and Trian estimates.
(1) Pro forma for Alstom acquisition, announced GECC capital returns and Synchrony split-off. Alstom acquisition is subject to closing conditions. GECC capital returns and
Synchrony split-off are subject to regulatory approval.
- 76
Appendix: GE Operating EPS

2004
i. Reported EPS from continuing operations
a. Non-operating pension adjustment
Expected return on plan assets
Interest cost on benefit obligations
Net actuarial loss amortization
Non-oper. pension cost/(gain), pre-tax
Tax on non-operating pension cost/(gain)
Non-oper. pension cost/(gain), net of tax
Avg. diluted shares
ii. Non-oper. pension cost/(gain) / share
Operating EPS (i. + ii.)
% - Tax rate on non-operating pension adj.
$1.59
2005
$1.72
2006
2007
$1.99
$2.20
2008
$1.78
2009
$1.03
2010
$1.15
2011
$1.23
2012
$1.39
2013
$1.47
2014
$1.51
($3,958) ($3,885) ($3,811) ($3,950) ($4,298) ($4,505) ($4,344) ($3,940) ($3,768) ($3,500) ($3,190)
2,199
2,248
2,304
2,416
2,653
2,669
2,693
2,662
2,479
2,460
2,745
146
351
729
693
237
348
1,336
2,335
3,421
3,664
2,565
($1,613) ($1,286)
($778)
($841) ($1,408) ($1,488)
($315) $1,057
$2,132
$2,624
$2,120
565
450
272
294
493
521
110
(370)
(746)
(918)
(742)
($1,048)
($836)
($506)
($547)
($915)
($967)
($205)
$687
$1,386
$1,706
$1,378
10,445
10,611
10,394
10,218
10,098
10,614
10,661
10,591
10,564
10,289
10,123
($0.10) ($0.08) ($0.05) ($0.05) ($0.09) ($0.09) ($0.02)
$0.06
$0.13
$0.17
$0.14
$1.49
$1.64
$1.94
$2.15
$1.69
$0.94
$1.13
$1.29
$1.52
$1.64
$1.65
35%
35%
35%
35%
35%
35%
35%
35%
35%
35%
35%
- 77 -
Appendix: Calculation of Segment EBIT Margins by Product

2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
GE Industrial Financials
Core industrial sales
(+) NBCU sales
Industrial sales
$80,353
12,886
$93,239
$84,734 $91,644 $85,958 $96,624 $89,311 $84,022

14,689
16,188
15,416
16,969
15,436
16,901
$99,423 $107,832 $101,374 $113,593 $104,747 $100,923
$93,986 $102,811 $103,602 $109,902

----$93,986 $102,811 $103,602 $109,902
Core industrial segment EBIT

(+) NBCU segment EBIT
Industrial segment EBIT
$10,940
2,558
$13,498
$11,583
3,092
$14,675
$13,074
2,919
$15,993
$13,674
3,107
$16,781
$14,597
3,131
$17,728
$14,731
2,264
$16,995
$14,042
2,261
$16,303
$14,022
-$14,022
$15,486
-$15,486
$16,220
-$16,220
$17,764
-$17,764
14.5%
14.8%
14.8%
16.6%
15.6%
16.2%
16.2%
14.9%
15.1%
15.7%
16.2%
$25,800
$6,400
24.8%
$27,400
$7,000
25.5%
$30,300
$8,300
27.4%
$32,200
$9,100
28.3%
$35,500
$9,300
26.2%
$35,400
$10,000
28.2%
$34,700
$10,000
28.8%
$41,900
$11,800
28.2%
$43,400
$12,500
28.8%
$44,800
$13,400
29.9%
$46,400
$14,848
32.0%
% - Industrial Segment EBIT Margins

Product Services Financials (per 10-K footnotes)
Sales from product services
EBIT from product services
% - EBIT Margin for Product Services
Implied Equipment Financials (GE Industrial - Product Services)

As reported
Sales from equipment (implied)
$67,439 $72,023 $77,532 $69,174 $78,093 $69,347 $66,223 $52,086 $59,411 $58,802 $63,502
EBIT from equipment (implied)
$7,098
$7,675
$7,693
$7,681
$8,428
$6,995
$6,303
$2,222
$2,986
$2,820
$2,916
% - EBIT Margin for equipment
10.5%
10.7%
9.9%
11.1%
10.8%
10.1%
9.5%
4.3%
5.0%
4.8%
4.6%
Remove NBCU
NBCU Sales
NBCU Segment EBIT
$12,886
2,558
$14,689
3,092
$16,188
2,919
$15,416
3,107
$16,969
3,131
Pro Forma Estimate of Core Industrial Equipment Financials

Pro Forma Sales from equipment
$54,553
Pro Forma EBIT from equipment
$4,540
% - PF Equipment EBIT Margin
8.3%
$57,334
$4,583
8.0%
$61,344
$4,774
7.8%
$53,758 $61,124
$4,574
$5,297
8.5%
8.7%
$15,436
2,264
$16,901
2,261
---
$53,911 $49,322
$4,731
$4,042
8.8%
8.2%
$52,086
$2,222
4.3%
---
---
---
$59,411 $58,802
$2,986
$2,820
5.0%
4.8%
$63,502
$2,916
4.6%
Source: Company SEC filings and presentations.

Note: GE Industrial segment EBIT margins exclude the Financial services components reported in the Infrastructure segment from 2005-2007. The calculation of equipment operating
profit margins are estimated by Trian. Equipment segment profit margins are implied by subtracting product services sales and segment operating profit from GE Industrial total
sales and segment operating profit. Figures exclude NBC Universal sales and segment EBIT for purposes of comparability. Figures assume NBC Universal revenue and EBIT
are not included in product services. Figures are unaudited.
- 78 -
Appendix: Calculation of Adjusted EBIT Margin

2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
GE Industrial Financials
Core industrial sales
(+) NBCU sales
Industrial sales
$80,353
12,886
$93,239
$84,734
$91,644
$85,958
$96,624
$89,311
$84,022
14,689
16,188
15,416
16,969
15,436
16,901
$99,423 $107,832 $101,374 $113,593 $104,747 $100,923
$93,986 $102,811 $103,602 $109,902

----$93,986 $102,811 $103,602 $109,902
Core industrial segment EBIT

(+) NBCU segment EBIT
Industrial segment EBIT
$10,940
2,558
$13,498
$11,583
3,092
$14,675
$13,074
2,919
$15,993
$13,674
3,107
$16,781
$14,597
3,131
$17,728
$14,731
2,264
$16,995
$14,042
2,261
$16,303
$14,022
-$14,022
$15,486
-$15,486
$16,220
-$16,220
$17,764
-$17,764
$1,507
1,613
(500)
0
0
0
$2,620
2.8%
$968
1,286
0
131
100
0
$2,485
2.5%
$1,251
778
(500)
57
400
0
$1,986
1.8%
$1,780
841
(1,300)
145
1,466
0
$2,932
2.9%
$2,691
1,408
(1,200)
(202)
0
0
$2,697
2.4%
$3,904
1,488
(2,300)
(93)
303
0
$3,302
3.2%
$3,321
315
(1,200)
(58)
105
0
$2,483
2.5%
$359
(1,057)
(932)
0
3,705
830
$2,905
3.1%
$4,842
(2,132)
(732)
0
186
1,615
$3,779
3.7%
$6,300
(2,624)
(1,992)
0
447
1,528
$3,659
3.5%
$6,225
(2,120)
(1,788)
0
91
0
$2,408
2.2%
$10,878
11.7%
$12,190
12.3%
$14,007
13.0%
$13,849
13.7%
$15,031
13.2%
$13,693
13.1%
$13,820
13.7%
$11,117
11.8%
$11,707
11.4%
$12,561
12.1%
$15,356
14.0%
Corporate items & eliminations

Non-operating pension (costs)/gain
Restructuring and other charges
Insurance activities profit / (cost)
Gains on sale
NBCU LLC
Adjusted corporate costs
% of Sales
Adjusted Industrial EBIT
% - Margin
Note: Figures are unaudited.
- 79 -
Appendix: Leverage Bridge

2Q15a
Acquistion of
Alstom(2)
Sale of
Appliances (3)
$23.6
12.6
$11.0
(9.3)
9.3
($18.6)
YE 2018
Debt
Cash & marketable securities
(i) Net debt
$20.6
17.1
$3.5
$3.0
(6.5)
$9.5
Principal pension plans under-funded status, LFY

Other pension plans under-funded status, LFY
Total pension plan under-funded status, LFY
() Principal pension plans deferred tax asset, LFY
Net pension under-funded status, LFY
(+) Other benefit obligations (retireee health, other)
(ii) 'Total After-tax Postretirement Obligation (1)
$22.5
3.2
$25.7
(7.9)
$17.8
5.2
$23.0
--------
--------
$22.5
3.2
$25.7
(7.9)
$17.8
5.2
$23.0
--------
$22.5
3.2
$25.7
(7.9)
$17.8
5.2
$23.0
$2.1
--
--
$2.1
--
$2.1
"Adjusted" Gross Debt

"Adjusted" Net Debt (i. + ii. + iii.)
$45.7
$28.6
---
---
$48.7
$36.1
---
$39.4
$17.5
LTM EBIT excluding restructuring

(+) D&A
LTM EBITDA
(+) Operating pension plan costs (5)
(+) Operating lease payments
"Adjusted" EBITDA
$15.9
2.6
$18.5
1.7
1.2
$21.3
$1.3
0.4
$1.7
----
$17.0
2.8
$19.8
1.7
1.2
$22.7
$4.0
0.1
$4.1
----
$21.0
2.9
$24.0
1.7
1.2
$26.8
(iii) Operating lease factor (see exhibit a)
-2.0
($2.0)
2Q15pf
Discretionary FCF
& EBITDA Growth,
2H15-2018(4)
($0.2)
(0.2)
($0.4)
----
$14.3
21.9
($7.6)
Leverage Metrics
Financial Debt EBITDA
Financial Net Debt EBITDA
1.1x
0.2x
---
---
1.2x
0.6x
0.6x
(0.3x)
"Adjusted" Debt / EBITDA

"Adjusted" Net Debt / EBITDA
2.1x
1.3x
---
---
2.2x
1.6x
1.5x
0.7x
Exhibit A: Calculation of Present Value of Lease Payments

$
2015
$0.6
2016
0.5
2017
0.4
2018
0.4
2019
0.3
Thereafter
0.6
Total
$2.9
Exhibit B: Calculation of Discretionary FCF

2015
Operating cash flow
$15.0
Less: P&E
(4.3)
GE FCF
$10.8
Less: GE dividend
(9.3)
GE Discretionary FCF
$1.5
() 1H15 DFCF Outflow
2.2
Discretionary FCF
$3.7
- 80 -
2016
$16.0
(4.0)
$12.0
(8.1)
$3.9
0.0
$3.9
2017
$16.9
(4.0)
$12.9
(7.8)
$5.2
0.0
$5.2
2018
Total
$17.9
(4.0)
$13.9
(8.0)
$5.9
0.0
$5.9 $18.6
Source: Company SEC filings,

presentations, press releases, and
Trian estimates.
Note: The estimates, projections, pro
forma information and potential impact
of the opportunities identified by Trian
Partners herein are based on
assumptions that Trian Partners
believes to be reasonable as of the
date of this presentation, but there can
be no assurance or guarantee that
actual results or performance will not
differ, and such differences may be
material. Unless otherw ise indicated,
the figures set forth in this presentation
have not been calculated using
generally accepted accounting
principles (GAAP) and have not been
audited by independent accountants.
Such figures may vary from GAAP
accounting in material respects and
there can be no assurance that the
unrealized values reflected in this
presentation w ill be realized. This
presentation does not recommend the
purchase or sale of any security.
(1) Reflects S&P's after-tax adjustment to
debt for postretirement obligations as
of April 10, 2015.
(2) Reflects purchase price of
approximately $9.5 billion per GE
September 8, 2015 press release.
Assumes deal funded w ith $3bn of
debt issuance (versus $4bn guidance
at April 2014 announcement) due to a
reduction in purchase price.
(3) Cash proceeds per "GE 2015 second
quarter performance" presentation
released July 17, 2015. EBITDA per
September 8, 2014 Electrolux press
release.
(4) Assumes 50% of discretionary FCF
generation is used to repay debt and
50% is held on balance sheet. See
Exhibit B.
(5) Adds back operating pension costs
for principal and other pension plans;
non-operating pension costs have
already been excluded from EBITDA
calculation.

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Transformation Underway...

But Nobody Cares

2015 Trian Fund M anagement, L.P. All rights reserved.

Disclosure Statement and Disclaimers

Disclosure Statement and Disclaimers

General Electric (GE)

Compelling valuation at <14x 2015 pro forma earnings(2)

Market Cap: ~$260bn(1)

Management has taken bold steps to reshape the company

Dividend yield: 3.6%(1)

Trian has had a constructive dialogue with management

(1) Represents GEs share price as of

Trian believes management is motivated and aligned with

Our Thesis In Brief

EPS CAGR of ~1%

Share count flat

Trian believes there

Trian has a strong

Trian and GE History

We believe investor skepticism towards management has created a mispriced security

Target margins net of corporate expense, not excluding it

2. Efficient Capital Structure

Commit to ~$20 billion of incremental net leverage (~1x EBITDA) at GE Industrial by

3. Disciplined Capital Allocation

Set parameters around M&A (IRR, accretion, leverages GE Store)

The New GE Consolidated Overview

Worlds best infrastructure

~$125bn revenue / ~$20bn

+90% of EPS in 2018(2)

~$90bn earning assets(2)

Source: Company SEC filings, press releases and Trian estimates.

The Worlds Premier Industrial Asset

GE Serves Global Infrastructure Needs

Oil & Gas:

Source: Company SEC filings and press releases.

Leading Market Shares

Source: Barclays research as of February 17, 2015.

GE Industrial Has an R&D Scale Advantage...

Investing in Complex and Highly Differentiated Products

Source: Company w ebsites, Company presentations and Google images.

GE Industrial has the Largest Backlog of Customer Orders

Source: SEC filings.

GE Has Grown Revenue Faster Than Peers

Source: SEC filings, press releases and presentations.

Leadership Positions in Growth Markets

Source: SEC filings and presentations.

Attractive Long-Term Growth Prospects

Power & Water

Emerging markets growth (1.3 billion people without

Gas turbine demand (GWs) +50% in the next decade (4)

Airline traffic (revenue passenger kilometers [RPK]) +5%

+5% CAGR in GEs in-service commercial and military fleet

Aging populations + growing wealth in developing markets +

Oil & Gas

~10-15% natural decline in existing liquids base production