Samvardhana Motherson International Limited · NSE:MOTHERSON
Samvardhana Motherson International — Investor Presentation (September 2025)
103 slides from Samvardhana Motherson International's investor presentation, Sep 5, 2025
Slide 1: The journey of a lifetime. Investor Meet 2025
The journey of a lifetime. Investor Meet 2025 Laksh Vaaman Sehgal 05 September 2025
Slide 2: Cautionary Statement and Disclaimer
CAUTIONARY STATEMENT AND DISCLAIMER The contents of the presentations, movie, film, music, video tapes, accompanying discussion and responses to questions made at the Investors’ meet (“Presentations Material”) are for informational and reference purposes only and for the recipient’s / reader’s perso
Slide 3: Welcome to the 50th anniversary of Motherson
And welcome to the 50 th anniversary of Motherson! 3
Slide 4: We have completed 50 years of creating value for all stakeholders
We have completed 50 years of creating value for all stakeholders. 4
Slide 5: Let's take a step back to 2020
Let’s take a step back to 2020. 5
Slide 6: We launched our last 5-year plan during times of extreme volatility
Multi- We launched our Semiconductor shortage US Tariffs dimensional volatility last 5-year plan during times of Brexit COVID-19 first Geopolitical Global reset & tech shifts, extreme volatility. crisis Geopolitical U.S.-China lockdown crisis U.S. presidential trade elections tensions U.S. fiscal an
Slide 7: US tariffs, high inflation and multi-dimensional volatility
Multi- US tariffs dimensional volatility High COVID-19 inflation first lockdown Geopolitical Semiconductor crisis shortage Suez Canal blockage Regulatory Global reset crisis restrictions & tech shifts, Russia geopolitical Ukraine crisis Energy war crisis (Europe) 2020 2021 2022 2023 2024 2025 7
Slide 8: Automotive production dropped
Global light vehicles (LV) production volumes. Automotive (in million units) production This was the forecast dropped in 2020 98.4 throughout the 96.2 Cumulative volumes Cummulative first half of Vision 92.8 90.4 93.1 90.5 missed 90.3 volumes lost in Vision 2025 is 2025 and has not 89.1 approx. 60 m
Slide 9: Despite these disruptions and challenges, we did not change our targets
Despite these disruptions and challenges, we did not change our targets. 9
Slide 10: Instead, this is what we did
Instead, this is what we did. 10
Slide 11: We focussed on turning around red units
We focussed on turning around red units. 26 78% Reduction 46 5 5 EBITDA 10 EBITDA positive EBIT negative EBIT positive Green negative Yellow Restructured FY20 FY25 Red 11
Slide 12: And we built efficiency into capital employed
And we built Unlocking efficiency into higher capital employed. Fixed Asset Turnover Ratio. efficiency and sweating Net Working Capital Days. assets. Stronger working capital efficiency with operational focus. 8.3 6.8 4.0 7.3 FY20 FY25 FY20 FY25 1. Fixed assets turnover ratio is calculated by dividi
Slide 13: We invested in 37 Greenfields
Vision 2025 Scorecard: Target No. 1 We invested in East 37 Greenfields, USA Europe 36 of which are 01 facility 04 facilities added China 07 facilities in emerging added added markets. UAE Mexico 01 facilities 01 facility added India added 23 facilities added 13 Note: Greenfield includes joint ventur
Slide 14: Our presence in emerging markets improved
Vision 2025 Scorecard: Target No. 2 Our presence India 20% 15% in in emerging FY20 USA 19% markets Germany China 11% 17% improved. 9% in FY20 Hungary 5% Spain 5% France 4% S.Korea 3% Mexico 3% Poland 3% Brazil 2% Japan 2% Emerging UK 1% markets Slovak Republic 1% Others 3% Note: Diversification for
Slide 15: India is our home ground and continues to be a growth driver
India is our home ground and continues to be a growth driver. Value creation at work; 2.7x growth in 5- Revenue from India (in million INR) year period. 262,473 233,889 160+ Capabilities 193,190 Human facilities Full suite of Majority growth capital Local strategy 127,605 engineering & capex allocat
Slide 16: We completed a record number of 23 acquisitions
Vision 2025 Scorecard: Target No. 1 We completed a record number of Europe 23 acquisitions in 28 facilities added China 10 facilities the last 5-year Americas added plan. 19 facilities added Africa 04 facilities added India 21 facilities added APAC 19 facilities added Note: 100 plus facilities added
Slide 17: We source, produce, supply locally
We source, produce, supply locally. Production Local Supply in vicinity to materials and chain customer manpower. stability. locations. 17
Slide 18: We achieved our customer diversification target
Vision 2025 Scorecard: Target No. 2 We have achieved Volkswagen 8.6% our diversification Mercedes Benz Audi 7.5% 7.4% target of no more BMW 5.5% than 10% revenue Maruti Suzuki Honda Cars 5.0% 5.4% 40+ marquee customer groups per customer. Porsche Stellantis 3.5% 3.4% added, more than American EV OEM
Slide 19: We have diversified into several new components
Vision 2025 Scorecard: Target No. 2 We have diversified Wiring harness 25.5% into several new Vision systems 15.1% components, across Bumpers Engineering 11.4% 11.6% industries, in the last Integrated Assembly 7.8% 5-year plan. Door panel 8.1% Sunroof and fuel tank 5.0% Instrument panel 4.9% Climate
Slide 20: We added a range of new products across industries
Vision 2025 Scorecard: Target No. 2 We added a range of new Automotive products across Sunroof Plastic 2W Interior Premium Accessories Cockpit Chrome Air vents and 4W chassis industries fuel tanks transmission parts illuminated plastic parts and upholstery and dealer fitted products module assembly
Slide 21: Strong growth in non-automotive business
Vision 2025 Scorecard: Target No. 3 Non-automotive Strong growth in revenue share 4.5% non-automotive Non-automotive revenues (in INR million). business. Other Total non- non-auto auto businesses business 8x growth in this 5YP. Aerospace, 26,082 Logistics, Health & Medical, IT 95.5% 57,940 Automotiv
Slide 22: Recognised for employee satisfaction, revenue growth and sustainable practices
TIME 85,000 employees We were recognised added in this 5-year plan. for excelling in employee satisfaction, revenue growth and sustainable practices.
Slide 23: But now let me put this in perspective for you
But now let me put this in perspective for you. 23
Slide 24: We have significantly outpaced the industry
Vision 2025 Scorecard: Target No. 1 USD 25.7* Growth We have Billion significantly USD outpaced the Even in the 20.3 2.5x years where the Billion industry and industry declined, we grew 2.5X. continued to grow. The automotive industry stayed USD flat over the last 13.3 Billion 5 years but we USD gre
Slide 25: Multifold growth in profitability
We saw a multifold growth in profitability EBIT Growth due to our focus on 01 EBIT 02 PAT (Concern Share) operational 3.0x PAT Growth excellence. 63,842 4.7x (in INR Million) 38,030 21,212 8,098 FY20 FY21 FY22 FY23 FY24 FY25 FY20 FY21 FY22 FY23 FY24 FY25 25
Slide 26: We doubled our group ROCE
Vision 2025 Scorecard: Target No. 1 We doubled our group ROCE in the last 5 years. 18.6% 18.4% Continuous focus Motherson Group ROCE (%) on profitability improvement, and 11.9% fixed and working 10.5% capital 8.8% optimisations. 8.2% Note: Group ROCE is earnings before interest and tax (EBIT) divide
Slide 27: We paid the highest dividend ever
Vision 2025 Scorecard: Target No. 4 In this 5 year plan, we paid the highest A cumulative dividend ever. INR 32,037 million of Dividend Payout (in million INR) dividend paid in Vision 2025. 8,482 7,776 6,318 5,711 4,737 4,723 FY20 FY21 FY22* FY23 FY24 FY25 Note: Dividend include dividends paid by bo
Slide 28: Strong balance sheet and the best ratings ever
All this was achieved 1.9 with a strong balance Lowest leverage We received the strongest ratings in Motherson history. sheet and the best ratio in a ever ratings. 1.4 1.4 decade. International Effective Net Debt to EBITDA Effective Net Debt 1.2 Rating Issue rating SAMIL upgraded to upgraded to assign
Slide 29: We created significant value for shareholders
Vision 2025 Scorecard: Target No. 4 We created ₹58 Crores 5,849x significant value for shareholders. Motherson market cap SENSEX 2.7x grew 6.3x in value. NIFTY-50 2.7x NIFTY Small Cap-100 4.5x Nifty Auto 4.5x Value Motherson 6.3x increase since IPO ₹100,000 in 1993. Note: Calculation of returns is b
Slide 30: We built 2.5x in 5 years what we built in 45 years
In the last 5 years, we built 2.5x what we built in the previous 45 years. 2.5X in 5 years 1X in 45 years Motherson revenues FY75 FY76 FY77 FY78 FY79 FY80 FY81 FY82 FY83 FY84 FY85 FY86 FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09
Slide 31: Vision 2025 has been an astounding success
Vision 2025 has been an astounding success. 31
Slide 32: We did not just achieve 2.5X, we transformed Motherson
But we did not just achieve 2.5X, we transformed Motherson. 32
Slide 33: Engineering
We added a range of industry- agnostic capabilities in engineering, manufacturing and assembly. Total 35* More than Ability to 01 engineering centres (12 Over 20,000 engineers doubled the number of 6 technology joint ventures engineer new products and Engineering. added in last 5-year plan). globall
Slide 34: Manufacturing
We added a range of industry- agnostic capabilities in engineering, Soft metal Hard and soft Surface treatment manufacturing and assembly. stamping metal machining Coating a metal surfaces Glass High-precision shaping Precision processing of through processes such Glass CNC, laser of lightweight met
Slide 35: Assembly
We added a range of industry- agnostic capabilities in engineering, manufacturing and assembly. 03 JIT/JIS of thousands of Module integration Testing Complex supply chain Assembly. components • Just-in-time • Design mapping • Complex module testing management • Managing supplier (On customer • Just-
Slide 36: Motherson is not a pure automotive company anymore
Motherson is not a pure “automotive” company anymore. 36
Slide 37: We are now a Design, Engineering, Manufacturing and Assembly specialist
We are now a Design, Engineering, Manufacturing and Assembly specialist. D.E.M.A. 37
Slide 38: Vision 2030 opens a spectrum of new industries
For Vision 2030, this has opened a whole spectrum of new industries for us to enter and grow in. 38
Slide 39: We needed a new 2030 target
“I am dreaming of something even bigger…” We needed a new 2030 target that fits our history, our business and our purpose. 39
Slide 40: What is our purpose?
What is our purpose? 01 Together we strive to continuously delight all who put trust in us 02 and go after seemingly impossible goals, 03 so that we provide sustainable opportunities for our associates 04 and are proud to be part of something larger than ourselves. 40
Slide 41: Our new target must be seemingly impossible
So our new target must be seemingly impossible. 41
Slide 42: One more thing before we discuss our new target
Before we discuss our new target, I want to share one more thing. 42
Slide 43: Our chairman was inducted into the Automotive Hall of Fame
Our chairman was inducted into the Automotive Hall of Fame. He is the 2 Indian nd to receive this award. 43
Slide 44: Every 5YP has given us a compass
Every 5YP plan has given us a compass, a direction, First 5YP not just a target. announced internally. 2025 2020 USD 21.2 Billion to USD 108 Billion 2015 USD 8.9 Billion to USD 36 Billion 40% ROCE 2010 USD 5.5 Billion to USD 18 Billion 40% ROCE 2005 USD 1.5 Billion to USD 5 Billion 40% ROCE 2000 INR
Slide 45: How did we set our Vision 2030 targets?
So how did we set our Vision 2030 targets? 45
Slide 46: Vision 2030 target-setting process started December 2024
In December 2024, the process to set the Vision 2030 targets started. 46
Slide 47: Vision 2030
Vision 47
Slide 48: Vision 2030 targets
Vision Topline Bottom line Diversification Dividend 3CX10 No country, USD customer or 108 Billion Gross Up to 40% 40% ROCE component consolidated revenues1,2 (Group )3 should in 2029-30 profit as dividend. contribute more than 10% to our revenues4 1. Gross Revenues refers to Gross amount of consider
Slide 49: Unlocking value
Unlocking value. Not just more divisions… 49
Slide 50: Unlocking value: more independent companies
Motherson Unlocking value. SAMIL More independent companies. 50
Slide 51: How does Motherson move towards Vision 2030?
How does Motherson move towards Vision 2030 while creating value for all stakeholders? 51
Slide 52: The value creation chakra
The value creation 02 Customer chakra shows how trust. 03 we create value for Asked to do more. all stakeholders. 01 Consistent Return outstanding on trust performance on QCDDMSES. 04 Increasing content and value. 05 To be a globally preferred sustainable solutions provider. 52
Slide 53: The value creation chakra
The value creation 02 Customer chakra shows how trust. 03 we create value for Asked to do more. all stakeholders. 01 Consistent Return outstanding on trust performance on QCDDMSES. 04 Increasing content and value. 05 To be a globally preferred sustainable solutions provider. 53
Slide 54: The value creation chakra
The value creation 02 Customer chakra shows how trust. 03 03 we create value for Asked to Acquisitions do more. 02 Joint all stakeholders. ventures 01 Organic growth 01 Consistent Return outstanding on trust performance on QCDDMSES. 04 Increasing content and value. 05 To be a globally preferred sust
Slide 55: The value creation chakra
The value creation 02 Customer chakra shows how trust. 03 we create value for Asked to do more. all stakeholders. 01 Consistent Return outstanding on trust performance on QCDDMSES. 04 Increasing content and value. 05 To be a globally preferred sustainable solutions provider. 55
Slide 56: The value creation chakra
The value creation 02 Customer chakra shows how trust. 03 we create value for Asked to do more. all stakeholders. 01 Consistent Return outstanding on trust performance on QCDDMSES. 04 Increasing content and value. 05 To be a globally preferred sustainable solutions provider. 56
Slide 57: Operational excellence
01 02 Customer trust. 03 Asked to do more. Operational 01 Consistent Return excellence. outstanding performance on on trust QCDDMSES. 04 Increasing content 05 and value. To be a globally preferred sustainable solutions provider. 57
Slide 58: Unlocking an operational excellence revolution across our plants
Operational Excellence. Unlocking an operational excellence Digital model revolution across our plants, optimisation through digital The Motherson way towards modelling. excellence in logistics and assembly. We are creating a ROCE improvement loop across 425+ facilities. Digital Twin Co-Presenter: F
Slide 59: Operational excellence: optimise production surfaces
Operational Excellence. Unlocking an operational excellence Digital model Optimise 20% ↓ revolution across our Production surfaces plants, optimisation through digital The Motherson way towards modelling. excellence in logistics and assembly. We are creating a ROCE improvement loop across 425+ facil
Slide 60: Operational excellence: digital twin
Operational Excellence. Unlocking an operational excellence Digital model Optimise 20% ↓ revolution across our Production surfaces plants, optimisation through digital The Motherson way towards modelling. excellence in logistics and Connect assembly. physical and virtual We are creating a ROCE Digit
Slide 61: Operational excellence: shop floor automation
Operational Excellence. Unlocking an operational excellence Digital model Optimise 20% ↓ revolution across our Production surfaces plants, optimisation Initial shop floor through digital The Motherson way automation towards phase I. modelling. excellence in logistics and Connect assembly. physical A
Slide 62: Operational excellence: AI and analytics
Operational Excellence. Unlocking an operational excellence Improve Digital Optimise 20% ↓ 20% ↑ model revolution across our Efficiency Production surfaces plants, optimisation AI systems Initial shop floor through digital The Motherson way automation towards phase I. modelling. excellence in logist
Slide 63: Our advantage: in-house technology plus manufacturing scale
Operational Excellence. Unlocking an Our advantage: operational excellence Improve Digital Optimise 20% ↓ Unique combination of 20% ↑ model revolution across our Efficiency Production surfaces in-house technology division plants, optimisation AI systems Initial shop floor + manufacturing scale. thro
Slide 64: Automate to accelerate robotics solutions
Operational Excellence. Automate to accelerate robotics solutions for leaner operations. Re-programing Faster, more Design and Extend lifespan machines and Build our own cost effective build of existing production lines AGVs, AMRs and more production machines. for new and robots. tailored to our lin
Slide 65: Responding to global supply chain disruptions
Operational Excellence. We have developed the capacity to quickly respond to global supply chain disruptions. Logistics Integrated consolidation sustainable and optimisation packaging Logistics case study Co-Presenter: Arjun Kochhar 65
Slide 66: Sustainable packaging logistics case study
Operational Excellence. We have developed the capacity Traditional New to quickly respond to global transportation transportation solution solution supply chain disruptions. We partnered with Sanko to develop a new sustaibailbe packaging solution to create a better way of transportation. • Parts and
Slide 67: Red Sea crisis: Motherson Borderless Solution
Operational Excellence. Red Sea crisis. Motherson Borderless Solution. We have developed the capacity to quickly respond to global Higher inventory 35 Days faster Fewer air levels due than the freights, lower supply chain disruptions. to time in alternative COGH Route inventory costs. transit. We se
Slide 68: Sustainability at Motherson
Sustainability at Motherson. Sustainability at Motherson. Co-Presenter: Barrie Painter 68
Slide 69: Recognised success in sustainability in the last 5 years
Operational Excellence. Ambitions. Recognised success in sustainability in the last 5 years. Planet Operational Net Zero by 2040* with 50% reduction by 2030*. Carbon neutrality in our supply chain by 2050. Consistent Governance People Water preservation initiatives progress Sustainability: Global ac
Slide 70: Working towards our ambitions
Operational Excellence. Working towards our ambitions. >6% >24% 7.7% >27% 89.6% improvement increase improvement improvement Energy intensity % Renewable Scope 1&2 total Water consumption Landfill diversion* GJ/INR million electricity used emissions intensity intensity kgCO2e/INR million kilolitres/
Slide 71: Deepening our sustainability roots for the future
Operational Excellence. Deepening our sustainability roots for the future. Building on the Ambition Grow with foundation Transparency purpose and embedded in Accountability resilience. our values. • Data privacy and information security • Risk management and compliance • Governance frameworks • Mana
Slide 72: Technology backbone supporting Motherson's operations
Operational Excellence. Core IT Stack Technology Backbone supporting Plug and play Modules in the Private Enterprise Suite Motherson’s ecosystem Cloud Engine (ERP) Control Operations. AI / ML Stack In-house IT capabilities MIBuddy.ai CoPilot Botwrks.ai Intelligent MyPlant.ai Manufacturing automation
Slide 73: Skilled engineering base
Operational Excellence. Technology Backbone Skilled engineering base. 30% supporting transaction Deployment across all Motherson’s to be done indirect functions. by BOTS. Operations. 2,800 Engineering Expanding bench strength; global Adding over capability 5,000 centres engineers in this 5-year plan
Slide 74: Opportunity to turn 70 red units around
Operational Excellence. Opportunity to turn Europe 70 red units around China (as of July 2025). Americas Focused turnaround India plan in place for each of the red units, which has a potential opportunity of INR 11,000 Million for EBIT improvements. Thailand Japan Indonesia ROCE. Co-Presenter: Chris
Slide 75: We have a ROCE improvement framework
Operational Excellence. We have a ROCE improvement framework. RYG Employee Assign Co-develop High DO33 turnaround education on unit task product and COO visit Reporting approach EBIT levers forces to EBIT process frequency levers EBIT Capital Employed Assign Extending Reconfigure teams Manage machin
Slide 76: Customer trust
02 02 Customer trust. 03 Asked to do more. Customer 01 Consistent Return trust. outstanding performance on on trust QCDDMSES. 04 Increasing content 05 and value. To be a globally preferred sustainable solutions provider. 76
Slide 77: Customers have expressed their trust in us
Customer trust. Recognitions based on our Customers have performance on expressed their QCDDMSES. trust in us for 500+ the reliability we awards in the have brought to past 5 years. their supply chains. 77
Slide 78: Customers from other industries give us large opportunities
Customer trust. This trust has even led customers from other industries to give us large opportunities. 78
Slide 79: Every Airbus and Boeing commercial aircraft carries a Motherson part
Customer trust. Rudder components Every Airbus and and sub-assembly Seat identification markers Winglet Boeing commercial Aileron parts Standard bin wiring harness aircraft carries a Slat actuators Engine components: • Fuel injector • Oil tank 17 Facilities Motherson part. Spoiler actuators Door fra
Slide 80: Expanding into aerospace and semiconductors
Customer trust. Leveraging our capabilities to further expand into aerospace and semiconductors. Increasing Expand content and Maintenance, Support global capabilities value in Repair & primes across and support in aerospace and Overhaul the world. semiconductor advance (MRO) market. industry. syste
Slide 81: Large opportunities in consumer electronics
Customer trust. We were also given large opportunities in consumer electronics. Consumer electronics case study Co-Presenter: Vishal Kabadi 81
Slide 82: Transitioning to renewables across our global operations
Customer trust. Sustainability targets 2030 2040 We are transitioning 50% reduction in Carbon Scope 1 & 2 Net Zero Prioritisation One of the to renewables Solar ~10% largest solar rooftop • Energy independence across our global India Rooftop System installations in the world. • Cost optimisation ope
Slide 83: Asked to do more
03 02 Customer trust. 03 Asked to do more. 01 Organic growth 02 Joint ventures 03 Acquisitions Asked to do 01 Consistent Return more. outstanding performance on on trust QCDDMSES. 04 Increasing content 05 and value. To be a globally preferred sustainable solutions provider. 83
Slide 84: Asked to do more: organic growth, JVs and acquisitions
Asked to do more. “Asked to do more” means growing organically, forming joint ventures and doing acquisitions at the behest of customers. 84
Slide 85: We meaningfully invested back in Japan through acquisitions
Asked to do more. We meaningfully Relationship with Japan today. invested back in Japan through 3500 14 12 A acquisitions. Employees Facilities Joint Ventures JCR Rating Only non-Japanese player to be a part of coveted Keiretsu Relationship with Honda over the years. network opening a realm full of
Slide 86: Robust M&A evaluation framework
Asked to do more. We have a robust M&A evaluation framework. Strategic Our guiding Customer driven. relevance to 23 acquisitions principles. For better fitment of = Achieve multi-fold growth X Motherson and path to 40% X Employee engagement. in Vision 2025. any potential M&A. ROCE. 86
Slide 87: Diverse, motivated team with long tenure
Asked to do more. We have a diverse, motivated team with long tenure and hundreds of years of Motherson Many people and industry stay at Motherson experience. for decades. Management strucure Co-Presenter: Andreas Heuser 87
Slide 88: We have simplified the way we operate
Asked to do more. Supervisory Function Board of Directors External Assurance Statutory Auditor, Cost Auditor, Company Secretarial Auditor We have simplified the Sustainability Committee Nomination & Risk Committee Audit Committee Professionally managed with way we operate. Renumeration Committee str
Slide 89: Building the biggest Talent Factory
Asked to do more. We are building the biggest Talent Factory within Motherson. Operational Competency Leadership Mentorship Programme Excellence Excellence Programme Programme Everest Programme Centre Management strucure Co-Presenter: Andreas Heuser 89
Slide 90: Increasing content and value
04 02 Customer trust. 03 Asked to do more. Increasing 01 content and Consistent outstanding Return on trust value. performance on QCDDMSES. 04 Increasing content and 05 value. To be a globally preferred sustainable solutions provider. 90
Slide 91: Adding content and value through end-to-end vertical integration
Increasing content and value. Tool Adding content Room and value through Components Connectors Value driven design and end–to-end Injection Molding engineering. vertical integration and localisation. Junction Box Terminals Polymer Compounding Wires & Cables HV Power Distribution Box Cot Tubes Wiring
Slide 92: Wiring harness: strengthening value chain
Increasing content and value. End-to-end Integrated capabilities across Value driven design and vertical integration value chain for wiring harness. Across industries: Across geographies: engineering • India and localisation. Product design & development Co-design services with customers Cutting-edg
Slide 93: Building new capabilities: vision systems
Increasing content and value. • Camera/Optics Electronics/Hardware Full system • • Software solution Adding content provider • • Functional safety System integration Future growth opportunities. and value by • Cyber Security building new capabilities and Capability Products technologies evolution at
Slide 94: A strong platform for growth in China
Increasing content and value. We have a strong platform for Revenue from China Key local customers in China. growth with (including global OEMs) (in INR Billion) Chinese OEMs Supplying to 7 out of top 10 and can support local NEV Chinese players. them globally. 20% CAGR 140 33 5 5 57 13,000+ facilit
Slide 95: Tremendous white space opportunities in the global automotive industry
Increasing content and value. We still have tremendous PV OEMs European OEMs American OEMs Japanese OEMs Chinese OEMs South Korean OEMs Indian OEMs white spaces opportunities Light Vehicle Production Share for the year FY25 17% 17% 23% 23% 8% 5% in the global automotive industry. Wiring harness Visi
Slide 96: Assembling a full car would be a logical next step
Increasing content and value. Assembling a full car would be a logical next step for us. This would give us access to the full vehicle supply chain. Tier 3 Tier 1 and 2 Tier 1 Tier 0.5 Full car Assembly across industries. Component Product System Integrated Assembly Assembly • Inbound Logistics • JI
Slide 97: To be a globally preferred sustainable solutions provider
05 02 Customer trust. 03 Asked to To be a do more. globally preferred 01 Consistent Return sustainable outstanding on trust performance on solutions QCDDMSES. 04 Increasing provider. 05 content and value. To be a globally preferred sustainable solutions provider. 97
Slide 98: Our Vision
Vision. OUR VISION To be a globally preferred sustainable solutions provider. 98
Slide 99: A great position to achieve our Vision 2030 targets
Vision. And that puts us in a great position to achieve our Vision 2030 targets! 99
Slide 100: We created a common declaration of intent
We created a common declaration of intent. 100
Slide 101: Our business has transformed, our philosophy remains the same
Our business has transformed, our philosophy remains the same. 101
Slide 102: But Motherson is about more than numbers
But Motherson is about more than numbers. 102
Slide 103: Thank you
Thank you. Proud to be part of.
Samvardhana Motherson International — Investor Presentation (September 2025) on 6ix