Slide 1: Investor Presentation September 2025
Investor Presentation September 2025
Slide 2: Company Overview
Company Overview September 2025
Slide 3: Forward Looking Statement & Disclosures
2 Forward Looking Statement & Disclosures This presentation contains express and implied forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding our financial outlook for the full year of fiscal 2025, the impact of, and ou
Slide 4: At a Glance
3 At a Glance ▪ Award winning developer and manufacturer of custom metal parts and assemblies for ~45 years; public company for ~30 years. Go to market under well-known brand names ▪ Balanced business model serving multiple markets ➢ Auto: engine and powertrain products ➢ Electric Grid: electricity
Slide 5: NN Trade Secrets
4 NN Trade Secrets: Unique knowledge of metallurgy, machining, milling, stamping, grinding, in-house tool & die design, robotics, integrated CAD/CAM software, 6 Sigma quality systems, sub-micron tolerances
Slide 6: Leadership Team
Leadership Team 5 Harold Bevis President & CEO Director, Weifu JV Chris Bohnert SVP & CFO Tim French SVP & COO Director, Weifu JV Gail Nixon SVP & CHRO Paul Wang President APAC GM, Weifu JV Jami Statham SVP, General Counsel & Corporate Secretary Tim Erro VP & CCO Moe Farhat CTO - Electrical, Medical
Slide 7: Global Footprint Matches Our Customer's Requirements
6 ▪ ~2,600 employees competing in 6 end-markets on 4 continents and from 24 facilities ▪ Global footprint to compete and win with both local customers and global customers ▪ China footprint includes 2 wholly-owned plants and 1 joint venture plant with Weifu Global Footprint Matches Our Customer’s Re
Slide 8: Main Served Markets
7 Main Served Markets Primary End Market Outlook End Market ~% of NN Revenue Market Indicators NN’s Outlook vs. Market Auto Passenger Vehicle 40% Global light vehicle production is flat but with many moving parts Tariffs, affordability, high interest rates, fading BEV incentives, China Most analysts
Slide 9: Strategic Plan
8 Strategic Plan ▪ $40M of net annual growth driven by $65M of annual new awards and $25M of EOPs and price clearing plus M&A growth ▪ Assumes steady base business performance over time ▪ Targets in each area – leveraging installed assets supplemented with capex investment ▪ Strategic acquisitions t
Slide 10: Systematically Driving Up Profit Rates
9 Systematically Driving Up Profit Rates 16.3% 17.5% 18.2% 2023 2024 2025 YTD Long Term Goal Adjusted Gross Margin (%) 20% 8.8% 10.4% 11.1% 2023 2024 2025 YTD Long Term Goal Adjusted EBITDA (%) +230 bps +190 bps 14% ▪ Shedding unprofitable pieces of business and plants ▪ Improving operating performa
Slide 11: Prospecting, Winning and Launching New Business
▪ Evergreen goal is $60M to $70M of new wins/year ▪ 24% hit rate on closed opportunities ➢ WIN based on unique value ➢ LOSE based on pricing / landed cost structure ▪ $750M pipeline pursued by global team of 40 people ▪ Evaluating several new greenfield areas, especially in wire harnesses and electr
Slide 12: Steadily Growing China Business for a Long Time
Steadily Growing China Business for a Long Time 11 138.80 US$0.0 US$20.0 US$40.0 US$60.0 US$80.0 US$100.0 US$120.0 US$140.0 Y2012 Y2013 Y2014 Y2015 Y2016 Y2017 Y2018 Y2019 Y2020 Y2021 Y2022 Y2023 Y2024 Y2025 Goal Sales in $USD Millions for wholly-owned business • NN has been growing its wholly-owned
Slide 13: Operational Leadership
Operational Leadership Program 12 Cost Reduction Delivered Quality ▪ Offset all price downs plus 1% productivity ▪ 2025 plan: $15M cost-out ➢ 345 Continuous Improvement projects ➢ Headcount reduction ➢ Productivity on $200+M procurement spend On-time Delivery ▪ Target = 98+% on-time and complete ▪ G
Slide 14: Investment Thesis
13 Investment Thesis 1. NN is successfully repositioning with an experienced new team ▪ Coming out of Phase 1 → fix and focus a core set of people, businesses, customers and plants ▪ New team has delivered seven quarters of results – footprint, right-sizing, business prospecting and securing new bus
Slide 15: M&A Strategy: Key Criteria for Acquisition Targets
M&A Strategy: Key Criteria for Acquisition Targets 14 Good culture fit Offer combinational synergies that make the combined enterprise more competitive and durable – SGA combination, Mexico footprint, extra markets, extra products, extra customers Strong teams that desire and thrive in a lean suppor
Slide 16: Appendix
Appendix 15
Slide 17: Non-GAAP Financial Measures
16 The Company discloses in this presentation the non-GAAP financial measures of adjusted gross margin, adjusted income (loss) from operations, adjusted EBITDA, adjusted EBITDA margin, adjusted net income (loss), adjusted net income (loss) per diluted share and free cash flow. Each of these non-GAAP
Slide 18: Reconciliation of GAAP Gross Profit to Non-GAAP Gross Profit and Gross Margin
17 Reconciliation of GAAP Gross Profit to Non-GAAP Gross Profit and Gross Margin
Slide 19: Reconciliation of GAAP Income from Operations to Adjusted EBITDA
18 Reconciliation of GAAP Income (Loss) from Operations to Non-GAAP Adjusted Income (Loss) from Operations and Non-GAAP Adjusted EBITDA
Slide 20: Reconciliation of GAAP Net Loss to Non-GAAP Adjusted Net Income
19 Reconciliation of GAAP Net Loss to Non-GAAP Adjusted Net Income (Loss) and GAAP Net Loss per Diluted Common Share to Non-GAAP Adjusted Net Income (Loss) per Diluted Common Share
Slide 21: Reconciliation of Operating Cash Flow to Free Cash Flow
20 Reconciliation of Operating Cash Flow to Free Cash Flow
Slide 22: Thank You
Thank You 21 Joe Caminiti or Stephen Poe NNBR@alpha-ir.com 312-445-2870 Investor & Media Contacts