Aumovio Se · XETR:AMV0
Aumovio — Investor Day (June 2025)
105 slides from Aumovio's investor day presentation, Jun 24, 2025
Slide 1: AUMOVIO – Capital Market Day
AUMOVIO – Capital Market Day June 24, 2025 1
Slide 2: Disclaimer
Disclaimer This presentation has been prepared by Continental Aktiengesellschaft (together with its subsidiaries, “Continental”) and AUMOVIO SE (together with its subsidiaries following completion of the Spin-off, “AUMOVIO”) for information purposes only in connection with the envisaged Spin-off of
Slide 3: Agenda
Agenda Presenter Time Opening remarks Michael Saemann CEO AUMOVIO: A leader in automotive electronics Philipp von Hirschheydt CTO AUMOVIO: Strong focus on innovation and execution excellence Nino Romano 14:00 - Architecture and Network Solutions: Enabler of value driven architectures Jean-Francois T
Slide 4: On track to deliver Spin-off in September 2025
On track to deliver Spin-off in September 2025 Industry environment requires more focus and speed Spin-off announcement, Executive Board and Supervisory Board Approval 99.9% approval from shareholders for the spin-off resolution at the AGM Capital Market Day for AUMOVIO and “Remaining Continen
Slide 5: CEO AUMOVIO: A leader in automotive electronics
Philipp von Hirschheydt CEO AUMOVIO A leader in automotive electronics 5
Slide 6: AUMOVIO – Key facts
AUMOVIO – Key facts ~93k Strong balance sheet Employees1 1.5bn net cash6 Global presence 80% of Sales: #1-3 Strong local footprint Market positions5 ~€20bn ~€250m Sales1 Adj. free cash flow1,4 ~€1.4bn ~€0.5bn ~240bps EBITDA1 Adj. EBIT1,2 Adj. EBIT margin improvement3 L2Y 1. Based on the Consolidated
Slide 7: AUMOVIO's Purpose – We make mobility…
AUMOVIO’s Purpose – We make mobility… Safe Exciting Connected Autonomous SAFETY AND USER ARCHITECTURE AUTONOMOUS MOTION EXPERIENCE AND NETWORK MOBILITY (SAM) (UX) SOLUTIONS (AM) (ANS) ~38% ~16% ~28% ~17% Efficient safety The exciting Enabler of Pioneering the powerhouse differentiator value driven a
Slide 8: AUMOVIO – Structure and team
AUMOVIO – Structure and team Today’s presenters Philipp Nino Jean-Francois Dr. Ismail Pavel Dr. Boris von Hirschheydt Romano Tarabbia Dagli Prouza Mergell CEO and acting CFO CTO Head of ANS Head of AM Head of UX Head of SAM › Performance steering CFO › Capital allocation › › Operations excellence
Slide 9: We are well positioned for today's market challenges
We are well positioned for today’s market challenges We face a variety of challenges But we are well equipped! › Limited market growth1 Technology / electronics leader Market uncertainty › Geopolitical uncertainty / changing regulations › Less visibility on demand for specific platforms Top mark
Slide 10: We have a strong foundation and upside potential
We have a strong foundation and upside potential Strong balance sheet Technology / electronics leader + Global reach and local-for-local set-up + Top market positions + with focus on value creation › Comprehensive product › Business with virtually all › >80% of sales with Top 3 › Strong6 balance she
Slide 11: Supported by content per vehicle growth
Supported by content per vehicle growth CAGR from 2024 to 2029E Volume growth, Content growth enables growth upside potential, light vehicle production1, in m vehicles total content value per vehicle2, €k per vehicle + 1-2% CAGR + 4-5% CAGR ~95 88 ~1.8 1.4 2024 2029E 2024 2029E 1. Light vehicle prod
Slide 12: Our Agenda
Our Agenda A LEAD in future proof technologies B TRANSFORM into a high-performance organization C DELIVER on our commitments AUMOVIO CMD 25 June 2025 12
Slide 13: A LEAD in future proof technologies
A LEAD in future proof technologies 13
Slide 14: Comprehensive portfolio
Comprehensive portfolio Best positioned and managed for value accretion WE MAKE MOBILITY… Integrated Systems and Brake safety systems Vehicle compute services systems Display solutions (BCM1, HPC2) Radar Telematics Head-up Safe Exciting display Connected Autonomous Edge ECUs3 Sensor CSV4 systems Dig
Slide 15: Local scale allows for efficient regional set-up
Local scale allows for efficient regional set-up North America Europe APAC One of the few truly ~€20bn1 ~22% ~51% ~27% global OEM suppliers Sales ~€4bn ~€10bn ~€5bn Local-for-local with ~93k1 ~18% ~55% ~27% unparalleled Employees ~16k ~51k ~25k customer proximity 562 Resilience from 23% 45% 32%
Slide 16: AUMOVIO continuously adapts based on local demands
AUMOVIO continuously adapts based on local demands North America China › €4.3bn sales in 2024 (~22% of AUMOVIO sales)1 › €2.7bn sales in 2024 (~14% of AUMOVIO sales)1 › 10 manufacturing sites2 and significant capacity expansion › 12 manufacturing sites potential › 10k employees in 2024 › 16k employe
Slide 17: Group organization to capitalize on scale & broad expertise
Group organization to capitalize on scale & broad expertise Four strong Business Areas… Architecture and Autonomous User Safety and Network Solutions Mobility Experience Motion (ANS) (AM) (UX) (SAM) …united by a strong group to leverage scale benefits and efficiencies Centrally managed at AUMOVIO Pu
Slide 18: B TRANSFORM into a high-performance organization
B TRANSFORM into a high-performance organization 18
Slide 19: Continuous execution focus – Yesterday. Today. Tomorrow.
Continuous execution focus – Yesterday. Today. Tomorrow. Adj. EBIT margin, in %1 Measures to date Further potential ahead › 900 product ramp-ups2 since 2022 › Innovative high margin offering Product › Low margin products started to be › Portfolio improvement Offering phased out – 10% of all product
Slide 20: Proven track-record in right-sizing AUMOVIO
Proven track-record in right-sizing AUMOVIO Consequent right-sizing Future-proofing AUMOVIO Number of employees1; in k 115 Focus / safeguarding sustainable viability of AUMOVIO 105 102.4 Challenging market environment with lower current and expected light 92.6 vehicle production growth 95 Right-sizi
Slide 21: Standalone set-up as catalyst
Standalone set-up as catalyst The time is now to embrace the rapid transformation of our industry – Market Perspective stability, independence, and agility are key! The team is determined to take ownership and drive entrepreneurship – Cultural Perspective accountability is essential! Embrace expecte
Slide 22: C DELIVER on our commitments
C DELIVER on our commitments 22
Slide 23: Leadership team in place to unlock the potential of AUMOVIO
Leadership team in place to unlock the potential of AUMOVIO Performance oriented Motivated team to prove themselves in a standalone set-up Entrepreneurial setup Execution focus paired with long-term vision guiding day-to-day actions Directly accountable Lean organization with clear reporting structu
Slide 24: Management incentives aligned with our shareholders interests
Management incentives aligned with our shareholders interests Interests immediately aligned post Spin-off Executive board target direct remuneration › Awarded to the executive board › Structured into two tranches Long- Virtual performance share plan with four-year term Spin-off term › Target value:
Slide 25: AUMOVIO – Clear strategy. Consequent execution. Realistic targets!
AUMOVIO – Clear strategy. Consequent execution. Realistic targets! Adj. EBIT margin1, in % Self-help measures › R&D3 focus <10% by 2027E and 6.0-8.0%2 operational excellence programs › Focus on best-cost country footprint › Further SG&A efficiency measures › Material cost reduction and Re-DtC4 4.0-6
Slide 26: AUMOVIO – Stability with upside potential
AUMOVIO – Stability with upside potential LEAD… …TRANSFORM… …DELIVER + = › Global player › Cost competitiveness › Strategy execution as key focus › Top market › Committed positions › Portfolio measures leadership › Strong Balance › Spin-off as catalyst › Highly attractive sheet1 upside potential 1.
Slide 27: CTO AUMOVIO: Strong focus on innovation and execution excellence
Nino Romano CTO AUMOVIO Strong focus on innovation and execution excellence 27
Slide 28: We are AUMOVIO Operations and Technology (AOT)
We are AUMOVIO Operations and Technology (AOT) Managing every phase of the product life cycle is key to mastering market challenges and speed Innovation Development Industrialization Series Production Service / Maintenance Research & Development Operations1 Artificial Intelligence & Digital Transfor
Slide 29: AUMOVIO Operations and Technology – what we do
AUMOVIO Operations and Technology – what we do I Innovation leadership II Execution excellence . . . assess optimal innovation opportunities . . . drive standardization . . . enable cross BA innovation . . . optimize production . . . leverage disruptive technology potentials . . . strengthen resilie
Slide 30: How we support value creation
How we support value creation A Cross BA innovation unlocks business opportunities Innovation leadership I B Leverage disruptive technologies with or via our partners C Standardizations across businesses to optimize value creation excellence Execution II D Balance local footprint with global synergi
Slide 31: AUMOVIO is an innovation powerhouse
Innovation leadership AUMOVIO is an innovation powerhouse Global Strong >100 years experience R&D force technology ecosystem and innovation Selected partnerships from Autorex Clock as the first VDO tachograph – 1923 R&D workforce globally Start-ups to Big Tech in the market for the market First anti
Slide 32: AUMOVIO's innovation directions align with megatrends
Innovation leadership AUMOVIO’s innovation directions align with megatrends Connectivity and Autonomous Future in-car Next generation computing driving experiences safety systems ANS AM UX SAM › Designing complete › Combining hardware and › Augmented reality head-up › New driving features by
Slide 33: Cross BA innovation unlocks business opportunities
Innovation leadership A Cross BA innovation unlocks business opportunities Deviceless Access Cabin Sensing › Value creation while serving full system demand › Knowledge sharing by experts We enable intuitive, seamless and secure access We ensure safe, comfortable driving to the vehicle using sensor
Slide 34: Leverage disruptive technologies with or via our partners
Innovation leadership B Leverage disruptive technologies with or via our partners Processes Products AI-Based requirements engineering tool Brake-Drive Unit We identify and Simplifies the handling of specification sheets Combined for mounting directly on the vehicle wheel develop disruptive innovati
Slide 35: Standardizations across businesses to ensure value creation
Execution excellence C Standardizations across businesses to ensure value creation Execution excellence Production Electronics production lines Mid-term Standardization of electronics production lines across sites capex1 target Implementation of efficient ratio to sales production standards Producti
Slide 36: Execution Excellence: Manufacturing costs
Execution excellence Execution Excellence: Manufacturing costs Rigorous standardized production, processes, methods and tools + Central monitoring, analytics and regular assessment of plant manufacturing costs Enable… …variable & fixed costs reduction …capex reduction …footprint optimization › Regul
Slide 37: Execution Excellence: R&D Excellence
Execution excellence Execution Excellence: R&D Excellence Improving effectiveness & efficiency while keeping our innovation power and quality standards high Clear targets and ambitions set Supported through sustainable initiatives 2024 › Standardization & re-use R&D FTE ~31k Target to reach <27k › A
Slide 38: Balance local footprint with global synergies
Execution excellence D Balance local footprint with global synergies Resilience via global but local footprint with sufficient scale + Cost optimization through right-sizing and BCC1 footprint Clear ambitions set Supported through sustainable initiatives 2024 Avg. Utilization of › Footprint optimiza
Slide 39: Resilient supply chain
Execution excellence E Resilient supply chain Electronics procurement Vertical integration Require- Assembly Development of a robust › 30 sites in direct contact ments Design Frontend / Test System with each supplier supply chain High complexity AUMOVIO Supplier Supplier Supplier AUMOVIO Leveraging
Slide 40: AOT's contributions to AUMOVIO's ambitions
AOT's contributions to AUMOVIO’s ambitions I › Focusing on the right technologies for tomorrow’s mobility Innovation › Being at the forefront of innovation leadership › Leveraging internal know-how and right partners › Sustainable cost competitiveness through efficiency to achieve the II <10% R&D1 (
Slide 41: Architecture and Network Solutions
Jean-Francois Tarabbia Head of BA Architecture and Network Solutions Enabler of value driven architectures 41
Slide 42: Architecture and Network Solutions (ANS)
Architecture and Network Solutions (ANS) Broad offering across the vehicle architecture Key facts 2024 Indicative Market Position Standardization and scale key › Computing (High performance Foundation #11 computer (HPC), Zone) Leading Experienced Global › Connectivity / Telematics scale workforce fo
Slide 43: Where does ANS play in today's and the emerging architecture?
Where does ANS play in today’s and the emerging architecture? ANS positioning in the classic and emerging architecture Illustrative architecture O EM value c hain Classic Vehicle concept Vehicle design Vehicle production Maintenance architecture Cloud › Main involvement during vehicle production Fea
Slide 44: ANS – Enabler of value driven architectures
ANS – Enabler of value driven architectures 1 MARKET LEADER1 in foundation with access to virtually all OEMs 2 STRUCTURAL GROWTH at the sweet-spot of the shift to the SDV2 3 INTEGRATOR OF CHOICE combining tech and auto expertise 4 PARTNER ECOSYSTEM provides flexibility to OEM customers 5 EXECUTION E
Slide 45: Leading market positions and access to virtually all major OEMs
1 Leading market positions and access to virtually all major OEMs Leading product portfolio ANS position today › OEMs require ANS tier 1 integrator capabilities HPC1 Customer access › Long-standing relationship with virtually all6 leading global OEMs #1 › Business with ~80%4 of top 30 OEMs in Asia ›
Slide 46: ANS portfolio at the sweet-spot of the automotive value chain
2 ANS portfolio at the sweet-spot of the automotive value chain Megatrends Software defined vehicle readiness level (%)1 Global vehicle production by SDV5 readiness level Low2 Medium3 High4 Software-defined vehicles 100% Strong growth expected with SDV5 adoption… Computing power & connectivity Inter
Slide 47: Hardware and software excellence drive services growth
3 Hardware and software excellence drive services growth Today's strengths… … leveraged to capture upside potential from architecture services Top 3 with 90% › Development of fully tailored architectures Business of key portfolio1 › Seamless execution of complex projects instead of components only
Slide 48: Integrator capabilities as key differentiator vs. competitors
3 Integrator capabilities as key differentiator vs. competitors Perspectives on perceived challengers for ANS Integrator capabilities as our key differentiator › Complex E2E1 architectures Hardware and › Strong hardware and software track-record OEM software › Scalability limited capabilities › Inte
Slide 49: Strong technology partners to accelerate innovation capabilities
4 Strong technology partners to accelerate innovation capabilities Strategic partnership approach... ...with clear benefits We focus on our core competencies! Broad technology access › We compete where we are strong… Partners capabilities in complementary offerings, › …or enter into strategic part
Slide 50: Execution excellence as the foundation for profitability
5 Execution excellence as the foundation for profitability Areas for improvement addressed and in execution Successful turnaround › Ensure optimal project setup in terms of competencies, locations Adj. EBIT margin ‘22 Close project and customer proximity (4.1)%3 steering › Early warning system to de
Slide 51: Financial development and our long-term ambition
5 Financial development and our long-term ambition › Comprehensive portfolio serving both classic and SDVs3 › Rising HW/SW4 value and separation › Stepwise introduction of new Sales (€bn) › Balanced portfolio tapping selectively rising market value (e.g. connectivity, electronic vehicle architecture
Slide 52: Autonomous Mobility
Dr. Ismail Dagli Head of BA Autonomous Mobility Pioneering the autonomous future 52
Slide 53: Autonomous Mobility (AM)
Autonomous Mobility (AM) Broad offering across AM and CSV1 Key facts 2024 Components Radar Camera › Radars, Cameras Leading Experienced Global System business2 scale workforce footprint AM › ADCU3 based driving and parking system €3.3bn ~16k 8 solutions Sales4 Employees4 Manufacturing ADCU System So
Slide 54: AM – Pioneering the autonomous future
AM – Pioneering the autonomous future 1 LEADING COMPONENTS top position in radar & camera1 Autonomous Mobility 2 SYSTEM SOLUTIONS scalable and cost efficient 3 “AS A SERVICE” UPSIDE POTENTIAL with Autonomous Trucking 4 MARKET LEADER IN CSV2 with healthy financial profile CSV 5 UPSIDE POTENTIAL with
Slide 55: Global structural growth driven by increasing AD demands
Autonomous Mobility Global structural growth driven by increasing AD1 demands AM market2 Key drivers by product cluster (Sales in €bn) AUMOVIO Market Position (Sales in €bn) Size › Increasing automated driving / ADAS9 adoption ~6% Components3 Top 34 14.7 (safety, acceptance) 39.2 CAGR8 › Content per
Slide 56: Addressing the right market needs with three pillar strategy
Autonomous Mobility Addressing the right market needs with three pillar strategy Strengthen stable foundation… …while expanding to future growth areas Components Systems Solutions As a service Radar Camera Xelve Park Xelve Drive Astra/Luna Democratizing driving Pioneering Leading component and parki
Slide 57: Leading position in radars and cameras business
Autonomous Mobility 1 Leading position in radars1 and cameras2 business Selective ADAS3 components portfolio… ...paired with clear focus areas allows us to win Radars 25 years of ADAS3 experience › Market-driven cutting-edge technology + › Cost competitiveness as key requirement Leading position 20%
Slide 58: Tailored systems solutions to target systems growth market
Autonomous Mobility 2 Tailored systems solutions to target systems growth market Higher value L2 – L4 Several awarded parking projects creation CES innovation award honouree: via full-stack Radar vision parking (2024) solution Xelve Park First SoP1 in 2025 (HW/SW5) Systems & other partners up
Slide 59: Pioneering "As a Service" business with strong growth upside potential
Autonomous Mobility 3 Pioneering “As a Service” business with strong growth upside potential Customer pays per mile for provides: Exclusive partnership Driver as a Service (self-driving system) Pay per mile to develop the first commercially viable Collaboration provides: “As a Service” offering Hard
Slide 60: Holistic CSV offering to address structurally growing market
CSV 4 Holistic CSV offering to address structurally growing market Broad & holistic CSV1 offering Addressable CSV1 market5 Core Business Tachograph Control Units › Tachographs, Control Units & Telematics CAGR OEM Cluster Radar › Instrumentation & ADAS2 Business ~4% Business Expansion › SDV3, HPC4, a
Slide 61: Established market leader with healthy financial profile and strong upside potential
CSV 4 Established market leader with healthy financial profile and strong upside potential Upside potential #1 Market Top global market position in CSV position1 Substantiated through strong order intake2 of €0.8bn in Q1 2025 Healthy financial profile in growing market (4% CAGR)3 Synergetic with Lev
Slide 62: Improved profitability from interplay of growth and cost initiatives
5 Improved profitability from interplay of growth and cost initiatives Growth intiatives + Cost initiatives Business expansion Fixed cost reduction › “As a service” & systems business, CSV1 electrification, › Right-sizing of S,F&GA4 and R&D tachograph system and services (~12% workforce reduction si
Slide 63: High margin "As a Service" and System business drives financial upside
5 High margin “As a Service” and System business backed by content per vehicle growth drives financial upside potential › CSV3 and AM2 components with content › Slower rate of AM2 adoption and strong per vehicle upside potential Sales (€bn) price deterioration in the ADAS › Roll out of “As a service
Slide 64: User Experience
Pavel Prouza Head of BA User Experience The exciting differentiator 25 June 2025 64 Picture is under copyright by Mercedes Benz-Group
Slide 65: User Experience (UX)
User Experience ( ) Broad In-Car Experience offering Key facts 2024 Indicative Market Position › Pillar to Pillar & Multi Displays Display › Driver Information Displays Leading Experienced Global #11 Solution scale workforce footprint › Center Displays €3.1bn ~13k 10 Sales5 Employees5 Manufacturing
Slide 66: UX – The exciting differentiator
UX – The exciting differentiator 1 LEADER1 IN GROWTH MARKETS with CPV2 upside potential 2 INDEPENDENT AND FLEXIBLE through integration expertise 3 BROAD TECHNOLOGY OFFERING serving premium and volume 4 EXISTING MEGAFACTORIES for economies of scale & efficiency 5 UPSIDE POTENTIAL from structural grow
Slide 67: Market leader benefitting from significant CPV growth
1 Market leader benefitting from significant CPV growth Key drivers by UX clusters Growth drivers Indicative Market Size4 CAGR Market Position (Sales in €bn) 15.9 › Adoption of Multi-Display solutions 11.5 Display #11 › Increased display sizes P2P ~7% Solution › Feature integration 2024 2029E › Grow
Slide 68: Independence + Integrator capabilities as key enabler
2 Independence + Integrator capabilities as key enabler Independence + Integration capabilities Display decomposition Vast strategic independence from Tailored offering integrating full range Backlight display panel producers – more than Backlight Reflector System PCB1 of technologies & features 10
Slide 69: For broad and differentiated technology offering
3 For broad and differentiated technology offering Premium: Advanced high-tech displays ~5 Annual innovation Independence and awards won integrator capabilities Market introduction of OLED & P2P1 >€5bn Premium order intake2 Production and Pillar to Pillar Display – Mercedes3 purchasing at scale
Slide 70: Unlocking the full potential of our well invested BCC footprint
4 Unlocking the full potential of our well invested BCC1 footprint Streamlined, global and resilient footprint2… + … complemented by highly efficient Megafactories… = …drives sustainable operational excellence Manufacturing site sales output Scrap-rate improvements Americas Europe Asia (in €m) UX Be
Slide 71: Key levers in execution to deliver on upside potential (1/2)
5 Key levers in execution to deliver on upside potential (1/2) Major pillars identified With clear action plan in execution Site phase out in execution › Exiting 3 sites to establish 100% best-cost Footprint country footprint Karben Guarulhos Babenhausen optimization › Elimination of overlapping str
Slide 72: Key levers in execution to deliver on upside potential (2/2)
5 Key levers in execution to deliver on upside potential (2/2) Major pillars identified With clear action plan in execution Yes › Continuous portfolio assesment Active Low- Profitability Improve › Portfolio clean-up: Exit of low-margin projects portfolio margin improvement to avoid losses and impr
Slide 73: Financial development and our long-term ambition
5 Financial development and our long-term ambition › Increasing content per vehicle › Negative volume development › Significant order intake secured › Product transformation, customers >42 Sales (€bn) transition to Display Solutions › Booked business for 3.3 3.1 advanced high-tech displays › Delayed
Slide 74: Safety and Motion
Dr. Boris Mergell Head of BA Safety and Motion The efficient safety powerhouse AUMOVIO CMD 74
Slide 75: Safety and Motion (SAM)
Safety and Motion (SAM) Broad safety offering Key facts 2024 Indicative Market Position Brake › Electronic Brake Systems #11 Systems › Wheel Brakes Leading Experienced Global scale workforce footprint €7.5bn ~34k 27 Integrated › Airbag Control Unit Sales6 Employees6 Manufacturing Safety #12 sites Af
Slide 76: SAM – The efficient safety powerhouse
SAM – The efficient safety powerhouse 1 RESILIENT MARKET through high barriers to entry 2 MARKET LEADER with leading technology and global footprint 3 RELIABLE SAFETY PARTNER through rigorous quality focus 4 INNOVATION LEADERSHIP to develop next gen safety technology 5 UPSIDE POTENTIAL from cost foc
Slide 77: Combination of resilient business model and high entry barriers
1 Combination of resilient business model and high entry barriers Resilient business model + High entry barriers5 Indispensible and limited disruptions Complex platforms needed › Every car needs brakes, airbags, and sensors › ~1,000 regulatory requirements › Longer innovation cycles and stable conte
Slide 78: Market leader with end-to-end safety product portfolio
2 Market leader with end-to-end safety product portfolio Leading end-to-end safety product portfolio SAM key differentiators ~20% market share › Global presence – business with virtually all top 30 OEMs6 in each product Global platform › Local-for-local approach (R&D and production footprint broadly
Slide 79: Strong commitment to quality translates into high order visibility
3 Strong commitment to quality translates into high order visibility Customers trust in SAM’s quality High order visibility Cumulative number of MK C2 OEM customer # Secured order intake1 as % of sales budget #1 #3 #5 #8 #12 #15 #23 98% 98% 92% 93% Sales MK C2 in €m 82% 82% ~3 years from award to st
Slide 80: Master evolution towards next gen safety systems
4 Master evolution towards next gen safety systems Technology transformation… … requires innovation capabilities Conventional One Box (Semi-) Dry Brakes (In Serial Production) (In Serial Production) (Semi-Dry SOP: 2028) › HW and SW expertise (Dry SOP: 2028+) Required › Systems understanding and capa
Slide 81: Achieve growth-over-market via regional market share gains
5 Achieve growth-over-market via regional market share gains Leading global market share with incremental upside potential from position of strength Stronghold in Europe and NA Shift in customer mix Well-positioned with C-OEMs2 › Stronghold in mature markets › Rebalancing customer mix › Strengthenin
Slide 82: Strong measures in execution to regain historical profitability
5 Strong measures in execution to regain historical profitability Focus areas for cost improvement addressed and in execution Long-term targets › Optimize operations footprint – 3 sites closed1 First results further footprint right-sizing planned achieved Right-sized › Right-sizing of SG&A and R
Slide 83: Financial development and our long-term ambition
5 Financial development and our long-term ambition › Low safety content growth per vehicle › Rebalancing of customer mix › Temporarily lower call-off volumes in 2024 › Shift to one box systems and launch of >8.52 partially compensated by repricing Sales (€bn) next gen brakes 7.4 › Unfavourable custo
Slide 84: CFO AUMOVIO: Strong improvements visible – significant upside potential
Philipp von Hirschheydt CFO AUMOVIO Strong improvements visible – significant upside potential 84
Slide 85: Focus on sustainable value creation
Focus on sustainable value creation 1 GROWTH… balancing upside potential with margin discipline 2 MARGIN UPSIDE POTENTIAL… with clearly defined measures 3 CASH FLOW FOCUSED STEERING… leveraging asset base 4 BALANCED CAPITAL ALLOCATION… to support value creation Transparent targets and clear focus on
Slide 86: Performance against a challenging market
1 Performance against a challenging market Sales (€bn)1,2 CAGR 22-24 Global Light Vehicle Production (m units)3 4.2 % CM (40.1) % CAGR: 1.7% 20.8 AM 4.8 % 19.0 19.6 CM AM 3.4 3.3 3.0 ANS 7.9 % ANS 5.5 5.6 4.8 UX 3.5 UX (3.2) % 3.3 3.1 SAM 7.4 7.9 7.5 SAM 1.0 % 2022 2023 2024 Challenging Phase out lo
Slide 87: Recovering order situation credentializes growth ambitions
1 Recovering order situation credentializes growth ambitions Annual order intake1 (€bn)2,3 Quarterly order intake1 (€bn)2 B2B 1.3x 1.3x 1.0x ratio4 5.8 27.0 23.3 4.6 9.1 2.8 AM 4.3 19.3 1.9 ANS 4.8 3.1 4.6 5.2 0.9 UX 5.3 3.3 3.1 1.6 0.3 SAM 8.9 9.9 7.8 0.3 1.7 0.8 2022 2023 2024 Q1 2024 Q1 2025 Post
Slide 88: Disciplined approach to deliver growth
1 Disciplined approach to deliver growth Sales (€bn)1 › Innovative offering launching to market, especially in AM & ANS › CPV3 growth across all >24.03 Business Areas › Automotive market recovery › Selective market share upside potential via › Delayed projects to be 20.0-22.03 cost-competitive offer
Slide 89: Challenges – Identified and addressed with visible results
2 Challenges – Identified and addressed with visible results Adj. EBIT margin1, in % 2022 2023 2024 2025 2025E Automotive Group 4.0% Sector Guidance3 2024: 2.5%2 2.5% 2023: 2.2%2 2022: 0.1%2 Q1’22 Q2’22 Q3’22 Q4’22 Q1’23 Q2’23 Q3’23 Q4’23 Q1’24 Q2’24 Q3’24 Q4’24 Q1’25 Operational Headcount Footprint
Slide 90: Proactive measures across fixed and variable costs
2 Proactive measures across fixed and variable costs Selling, logistics and Gross margin1 administrative expenses as % of sales 17.7% 16.9% 5.7% 15.0% 5.3% 5.0% 2022 2023 2024 2022 2023 2024 › ~900 product ramp-ups3 since and incl. 2022 › FTE reduction in overhead › Product clusters with low margin
Slide 91: R&D efficiency a key priority to improve profitability
2 R&D efficiency a key priority to improve profitability Research & Development expense1 (net), €bn + % of sales Measures to date › Restructuring accruals of ~€150m in 2024 R&D headcount2 33.9k 33.6k 30.8k › Start of R&D site consolidation 12.0% 12.0% 11.5% 0.8% › Reduction of ~3k R&D FTEs from 2022
Slide 92: EBIT ambition backed by tangible proactive measures
2 EBIT ambition backed by tangible proactive measures Adj. EBIT1 margin (in %) Long-Term Self-help measures Ambition3 › R&D4 focus <10% by 2027E and 6.0-8.0%3 per BA operational excellence programs AM › Focus on best-cost country footprint High single digit › Further SG&A efficiency measures 4.0-6.0
Slide 93: Cash Flow focus
3 Cash Flow focus Adj. Free Cash Flow1 (€bn) 0.3 ~ Elevated capex levels Dedicated working capital ~ programs initiated ~ Restructuring cash outs (0.5) Cash flow core focus for management Operating improvements translate into cash flow (0.8) Balance growth with 2022 2023 2024 shareholder retur
Slide 94: Leverage well-invested asset base and increase WC efficiency
3 Leverage well-invested asset base and increase WC1 efficiency Capex2 (€bn & as % of sales) Working Capital3 (€bn & as % of sales) 1.3 1.2 1.0 2.4 2.9 2.5 7.1% 13.7% 5.9% 13.0% 4.9% 12.6% 2022 2023 2024 2022 2023 2024 › Elevated capex levels from 2022-2024 due to › Increased management focus on wor
Slide 95: Growth + Margin + Capital Discipline = ROCE Upside Potential
3 Growth + Margin + Capital Discipline = ROCE Upside Potential ROCE1 (%) › Operating performance improvements › More efficient capex post › Operating performance footprint consolidation improvements › Working capital reflective >16.0%2 › Megafactories completed of ramp-up of new 12.0-15.0%2 › Invest
Slide 96: Strong balance sheet allows full focus on strategy execution
4 Strong balance sheet allows full focus on strategy execution Robust capital structure1 targeted Only OEM supplier without financial debt3,4 Strong liquidity position AUMOVIO Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 0 1.5 €bn cash and cash equivalents 2.5 €bn revolving credit facility €5bn Net cas
Slide 97: Value oriented capital allocation
4 Value oriented capital allocation Strong balance sheet throughout the industry transformation Focused growth investments with <5% Capex1 and <9% R&D2 (net) targeted Continued review of business portfolio and opportunistic M&A Mid-term target: Dividend payout ratio of 10-30% of net income3 1. Capex
Slide 98: AUMOVIO Group – Financial targets
AUMOVIO Group – Financial targets 2025E Mid-Term Long-Term 2024 Guidance3 Target4 Ambition4 Confirmed Sales 19.6bn 18.0 - 20.0bn 20.0 - 22.0bn >24.0bn Adj. EBIT Margin1 2.5% 2.5 - 4.0% 4.0 - 6.0% 6.0 - 8.0% ROCE2 3.2% 12.0 - 15.0% >16.0% Dividend Payout ratio of 10-30%5 of net income p.a. Actual fin
Slide 99: AUMOVIO Business Area – Financial targets
AUMOVIO Business Area – Financial targets ANS AM UX SAM 2024 5.6bn 3.3bn 3.1bn 7.5bn Sales Long-term >6bn >6bn >4bn >8.5bn Ambition2 2024 7.5% (1.4)% (4.8)% 3.5% Adj. EBIT Margin1 Long-term Mid-to-high High single Mid single Mid-to-high Ambition2 single digit digit digit single digit Actual financia
Slide 100: Stability with upside: LEAD TRANSFORM DELIVER
Stability with upside LEAD TRANSFORM DELIVER AUMOVIO CMD 25 June 2025 100
Slide 101: THANK YOU!
THANK YOU!
Slide 102: Appendix
Appendix AUMOVIO CMD 102
Slide 103: Additional bottom-line upside potential from one-off reduction
Additional bottom-line upside potential from one-off reduction Derivation of adj. EBIT1 and Net income (+) / loss (-) attributable to the shareholders of the parent In €m 2022 2023 2024 PPA & Goodwill › PPA expected to continue at historic levels EBITDA2 1,033 1,026 1,390 Depreciation & Amortization
Slide 104: Scope of AUMOVIO financials
Scope of AUMOVIO financials Exemplary differences vs. Basis of preparation Continental AG reporting Adj. EBIT margin2 › Historical financials are based on the Consolidated Financial Statements of the Automotive Group, Continental Automotive Technologies Reporting i.e. Continental Automotive Technolo
Slide 105: Contact Investor Relations AUMOVIO
Contact Investor Relations AUMOVIO Guerickestraße 7 60488 Frankfurt am Main Germany Michael Saemann phone: +49 171 30 51 571 Head of Investor Relations (interim) e-mail: michael.saemann@continental-corporation.com Nicole Butschle phone: +49 69 7603 72549 Senior Manager Investor Relations e-mail: nic