Continental Ag · XETR:CON
Continental — Investor Presentation (June 2026)
86 slides from Continental's investor presentation, June 2026
Slide 1: Investor Presentation June 2026 – Fact Book Based on FY 2025
Investor Presentation June 2026 Fact Book Based on FY 2025 Ticker: CON ADR-Ticker: CTTAY http://www.continental-ir.com
Slide 2: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 2
Slide 3: Continental – Unlocking New Strengths
1 Continental Group Continental – Unlocking New Strengths Material expertise for Transforming into a industry solutions tire pure-play Industry-benchmark in tires ~90,000 employees, 336 locations in 54 countries Notes: Figures post AUMOVIO spin-off 3
Slide 4: Continental – Our Structure
1 Continental Group Continental – Our Structure Group Sector TIRES CONTITECH GROUP FUNCTIONS › Communications › Finance and Controlling › Human Relations › Information Technology › Americas › Industrial Solutions Americas › Integrity and Law Business Area › Mergers & Acquisitions › APAC › Industrial
Slide 5: Strong Progress in Accelerated Transformation
1 Continental Group Strong Progress in Accelerated Transformation: AUMOVIO Spin-off and OESL Sale Completed 2024+ Transformation ERA OF TIRES CONTITECH AUMOVIO EXECUTION Excellence through transformation › Actively develop › Complexity › Spin-off Operational reduction and portfolio successfully impr
Slide 6: Transformation Underway: From Conglomerate to Tire Pure-Play
1 Continental Group Transformation Underway: From Conglomerate to Tire Pure-Play FY 2024 FY 2025 FY 2026 GUIDANCE MID-TERM2 CONGLOMERATE POST AUMOVIO POST AUMOVIO & OESL TIRE PURE-PLAY €39.7 bn €19.7 bn €17.3-18.9 bn €14.5-16.0 bn Sales Sales Sales Sales 6.8% 10.3% 11.0-12.5% 13.0-16.0% Adj. EBIT1 m
Slide 7: Continuing Most Profound Transformation With Sale of OESL and ContiTech
1 Continental Group Continuing Most Profound Transformation With Sale of OESL and ContiTech FY 2025 STRONG INDEPENDENT PLAYERS CONTINENTAL1 OESL2 CONTITECH2 TIRES 21% 1.7 bn 4.4 bn 13.8 bn 9% 19.7 bn 70% OESL ContiTech Tire Sale Sale Pure-Play 1 Sum of Tires and ContiTech incl. OESL. 2 Pro-forma fig
Slide 8: Sale of ContiTech Targeted for 2026 – Limited One-off Costs
1 Continental Group Sale of ContiTech Targeted for 2026 – Limited One-off Costs CONTITECH Strategic/ Low triple-digit Sale 2026 financial million Transaction form Potential buyers Timing Separation costs and tax effects in € FOCUS OESL Sale ContiTech Sale Tire Pure-Play 8
Slide 9: Continental To Become a Tire Pure-Play Post Transformation
1 Continental Group Continental To Become a Tire Pure-Play Post Transformation TIRES STATUS QUO FY 2025 Resilient tire champion with best-in-class €13.8 bn operational efficiency Sales Customer-centric business with attractive brand, 13.6% technological strength and test-winning products Adj. EBIT1
Slide 10: Upside Potential for Sales and Profitability in Mid-term
1 Continental Group Upside Potential for Sales and Profitability in Mid-term FY 2025 FY 20252 Mid-term Potential5 w/o standalone opportunities incl. OESL excl. OESL and costs Group €19.7 bn3 €18.1 bn4 ~€19.5–22.0 bn4 Sales ContiTech €6.0 bn €4.4 bn ~€5.0–6.0 bn Tires €13.8 bn €13.8 bn ~€14.5–16.0 bn
Slide 11: Executive Board
1 Continental Group Executive Board Christian Kötz Ulrike Hintze Chairman of the Executive Board Chief Human Relations Officer Group Communications, Group Sustainability, Group IT, Group Integrity & Law, Group Human Relations, Director of Labor Relations Tires Group Sector First appointed: March 201
Slide 12: Reasons To Invest in Continental
1 Continental Group Reasons To Invest in Continental Mastering the transformation by creating pure-play champions … TIRES CONTITECH Resilient premium tire High-value company industrial asset … leading into the next era of success 12
Slide 13: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 13
Slide 14: We outperform the industry with customer-centric solutions and operational excellence
2 Tires Group Sector We outperform the industry with customer-centric solutions and operational excellence. 14
Slide 15: Continental – A Global Leader in Tires
2 Tires Group Sector Continental – A Global Leader in Tires FY 2025 €13.8 bn 13.6% 23.3% 19 ~80% ~75% Production sites in 16 Production in Production in Sales Adj. EBIT1 margin ROCE2 Countries mega plants3 best-cost countries4 Continental Tires group sector PLT only APAC OE Specialty Tires UHP5 13%
Slide 16: Global Footprint: Balancing Scale with Localization
2 Tires Group Sector Global Footprint: Balancing Scale with Localization AM EMEA APAC Total plants1 7 7 5 % of production in mega plants2 71% 91% 65% 60% 54% 33% 25% 13% 15% AM Sales %3 vs. EMEA Production %4 APAC Notes: After closure of Alor Setar plant. 1 As of June 2026, excl. plants for semi pro
Slide 17: Resilience Despite Volatile Macro Environment, Trade Barriers and Increase of Imports
2 Tires Group Sector Resilience Despite Volatile Macro Environment, Trade Barriers and Increase of Imports Digital Geopolitical Increasing Volatile macro Competition Sustainability transformation/ Electrification conflicts and regulation environment from LCC1 AI trade barriers 16% FY 2019–25 Adj. EB
Slide 18: Strategic Focus Topics for Financial Outperformance
2 Tires Group Sector Strategic Focus Topics for Financial Outperformance GROW DRIVE ACTIVELY SHAPE HIGH-VALUE OPERATIONAL DEVELOP RESILIENT BUSINESS EXCELLENCE PORTFOLIO ORGANIZATION › Focus on most value- › Optimization of set-up along › Manage portfolio proactively › Enable organization to make ac
Slide 19: Grow High-Value Business
2 Tires Group Sector GROW HIGH-VALUE BUSINESS 19
Slide 20: Stable Market for PLT Tires with Moderate Growth Outlook
2 Tires Group Sector Stable Market for PLT Tires with Moderate Growth Outlook PLT TIRES MARKET OVERVIEW1 Global market volume development in bn units Market size2 2024a CAGR3 Market share 1.7 515 mn +1.3% ~14% EMEA 1.6 1.6 OE 26% 26% RE 74% 74% 485 mn +1.3% ~7% AM 2024a 2025a 2026e 2027e 2028e 2029e
Slide 21: Growing Demand for UHP Tires Driven by Upsizing
2 Tires Group Sector Growing Demand for UHP Tires Driven by Upsizing CONTINENTAL TIRES PLT MARKET Non-UHP 61% Non-UHP share share 66% 76% 76% of PLT of PLT UHP 39% UHP 34% share 24% share 24% of PLT of PLT 2019a 2024a 2024a 2029e Source: Internal sell-in tire market estimates based on tire manufactu
Slide 22: Profitability Is Directly Linked To Rim Size
2 Tires Group Sector Profitability Is Directly Linked To Rim Size ABSOLUTE EBIT PER TIRE SOLD ~2x INCREASING ABSOLUTE EBIT ~3x PER TIRE SOLD 17 inch 19 inch 21 inch 22
Slide 23: Major Benefits of Electrification
2 Tires Group Sector Major Benefits of Electrification ACCELERATING OPPORTUNITIES FROM EVS DRIVEN BY OUR STRONG OE MARKET POSITION1 › BEV characteristics drive higher 500+ Continental BEV homologations demand for UHP tires (total) › OE favor premium tires meeting quality and technology requirements
Slide 24: Seizing Growth Opportunities in APAC and Americas
2 Tires Group Sector Seizing Growth Opportunities in APAC and Americas Continued investment in our manufacturing … translates into tonnage growth in APAC and and supply chain set-up … Americas regions Total Tonnage growth production1 CAGR2 ~€2.0 bn invested in APAC/AM plants ~5% from 2019 – 2025 469
Slide 25: Diverse Market Dynamics in Truck Tires Require Targeted Approach
2 Tires Group Sector Diverse Market Dynamics in Truck Tires Require Targeted Approach TRUCK TIRES MARKET OVERVIEW1 Global market volume development in mn units Market size2 2024a CAGR3 Market share 226 43 mn +1.5% ~7% 197 203 EMEA OE 22% 22% RE 78% 78% 57 mn +1.6% ~8% AM 2024a 2025a 2026e 2027e 2028
Slide 26: Holistic Solutions Drive Differentiation
2 Tires Group Sector Holistic Solutions Drive Differentiation FLEET REQUIREMENTS HOLISTIC PORTFOLIO OF SOLUTIONS Productivity Increase uptime Retread Tire condition solutions monitoring Efficiency Decrease TCO1 Safety and Compliance Breakdown Analytics and service optimization Zero incidents Environ
Slide 27: Drive Operational Excellence
2 Tires Group Sector DRIVE OPERATIONAL EXCELLENCE 27
Slide 28: Drive Operational Excellence
2 Tires Group Sector Drive Operational Excellence CUSTOMER OPERATIONAL INNOVATION & CENTRICITY EFFICIENCY BRAND POWER 28
Slide 29: Customer-centric Supply Chain Gives a Competitive Edge
2 Tires Group Sector Customer-centric Supply Chain Gives a Competitive Edge HOLISTIC PRODUCT CUSTOMER SUPPLY CHAIN PORTFOLIO BASE PERFORMANCE ~14,000 articles More than 150,000 direct, active 98% service coverage offered actively customers with ~93% of sales within 24 hours1 generated by local sales
Slide 30: Differentiated Portfolio Backed by Continued Investments in Supply Chain Excellence
2 Tires Group Sector Differentiated Portfolio Backed by Continued Investments in Supply Chain Excellence Rising depth of article portfolio … … supported by continued investments in our supply chain setup to sustain competitive advantage No. of different PLT articles 12000 10000 ~€200 mn p.a.1 8000 2
Slide 31: Business Success with Mega Plants Drives Efficiency
2 Tires Group Sector Business Success with Mega Plants Drives Efficiency STANDARD PLANT MEGA PLANT ~2.5 mn/~0.5 mn ~950 ~18 mn ~2,500 Alor Setar PLT/motorcycle tires Employees Hefei PLT tires capacity p.a. Employees capacity p.a. (by 2027) ~7% Capex mid-term1 1 In % of sales. Mid-term defined as 3 t
Slide 32: Sustained Industry-leading Operational Efficiency
2 Tires Group Sector Sustained Industry-leading Operational Efficiency GHG3emission intensity Mega plants1 Best-cost Inventory turnover [CO2e/t product] Continental ~82% ~75%2 5.8x 0.2 Peer/industry average4 58% 60% 4.8x 0.55 Source: WBCSD (“Environmental Key Performance Indicators for Tire Manufact
Slide 33: Test-winning Product Portfolio Valued by Premium OEM Partners
2 Tires Group Sector Test-winning Product Portfolio Valued by Premium OEM Partners EXCEPTIONAL PRODUCT LINE-UP1 PRESTIGIOUS OE APPROVALS1 MERCEDES EQC Porsche Taycan FORD Mustang Mach-E BMW X1 TESLA Model S BRABUS ROCKET GTS Cadillac Lyriq-V BYD Seal Zeekr 001 Ford F-150 … and many more 1 As publish
Slide 34: Steady Investments in Powerful Premium Brand Positioning
2 Tires Group Sector Steady Investments in Powerful Premium Brand Positioning SELECTED PARTNERSHIPS Adidas Tour de France Among the TOP 3 tire brands 1 MLS Giro d’Italia Germany national football team Source: Brand Finance 34 1 Measured as brand value.
Slide 35: Operational Excellence Across All Domains
2 Tires Group Sector Operational Excellence Across All Domains … TECHNOLOGICAL BRAND MANUFACTURING SUPPLY CHAIN CUSTOMER EDGE POWER EFFICIENCY PERFORMANCE PROXIMITY … to fully capitalize on market trends to maximize mix opportunities 35
Slide 36: Actively Develop Portfolio
2 Tires Group Sector ACTIVELY DEVELOP PORTFOLIO 36
Slide 37: Proactive Portfolio Management Enhances Business Portfolio
2 Tires Group Sector Proactive Portfolio Management Enhances Business Portfolio Select measures 2019-2024 2025 In progress 1 Adjust installed 2022: Closure of Aachen plant Discontinuation of radial truck tires Sales capacity to optimize manufacturing operations in Modipuram, effective June 2025 plan
Slide 38: Shape Resilient Organization
2 Tires Group Sector SHAPE RESILIENT ORGANIZATION 38
Slide 39: Lean and Agile Standalone Organization To Create Value
2 Tires Group Sector Lean and Agile Standalone Organization To Create Value TIRE PURE-PLAY AS CATALYST ENERGIZED AND EXPERIENCED TEAM Tires leadership team1 Focus on consumer business >20 8 ~35% >80% Avg. years of Nationalities Women Promoted relevant industry internally to experience2 leadership te
Slide 40: Business Steering Designed To Create Value
2 Tires Group Sector Business Steering Designed To Create Value GROW DRIVE ACTIVELY SHAPE HIGH-VALUE OPERATIONAL DEVELOP RESILIENT BUSINESS EXCELLENCE PORTFOLIO ORGANIZATION Profitability Asset efficiency Cash flow generation 40
Slide 41: Financial Outlook
2 Tires Group Sector FINANCIAL OUTLOOK 41
Slide 42: Successful Execution of Strategy and Focus Provides Room for Margin Upside
2 Tires Group Sector Successful Execution of Strategy and Focus Provides Room for Margin Upside Portfolio ~€14.5–16.0 bn Price/mix management Standalone SALES €13.8 bn Volume and focus opportunities Portfolio ~13.0– Cost improvement 16.0% Trade policy management uncertainty, Price/mix vs. standalone
Slide 43: Focus on Upside Potential and Resilience
2 Tires Group Sector Focus on Upside Potential and Resilience DRIVE ACTIVELY SHAPE LEAN ENHANCE OPERATIONAL MANAGE AND AGILE MIX EXCELLENCE PORTFOLIO ORGANIZATION ~13.0–16.0% >25% >60% Adj. EBIT1 margin ROCE2 Cash generation3 Strategic focus topics to achieve mid-term potential4 1 Before amortizatio
Slide 44: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 44
Slide 45: Connect, Convey and Cover
3 ContiTech Group Sector ContiTech stands for system-critical rubber and thermoplastic solutions that CONNECT, CONVEY and COVER to keep our industrial customers’ business running. 45
Slide 46: Global Leader in Rubber and Thermoplastic Solutions
3 ContiTech Group Sector Global Leader in Rubber and Thermoplastic Solutions FY 2025 AS REPORTED (INCL. OESL) €6.0 bn 5.3% Sales Adj. EBIT1 margin FY 2025 (EXCL. OESL)2 €4.4 bn 7.1% Sales Adj. EBIT1 margin APAC Aftermarket 20% 50% EMEA 45% AM First Fit 35% 50% Notes: All splits shown based on FY 202
Slide 47: Outstanding Material Expertise Since the Very First Day
3 ContiTech Group Sector Outstanding Material Expertise Since the Very First Day 1875 1930 1951 1982 1900 Damping Fluid Conveying Power Transmission Surface Solutions Solutions Solutions Solutions Solutions CONNECT CONVEY COVER 47
Slide 48: Connect, Convey and Cover
3 ContiTech Group Sector CONNECT, CONVEY AND COVER 48
Slide 49: Our Attractive End-markets
3 ContiTech Group Sector Our Attractive End-markets Sizeable, Growing, Fragmented and Solution-driven CONNECT CONVEY COVER Power 80% CAGR Fluid Damping Conveying Surface Transmission Industry1 vs. GDP2 Solutions Solutions Solutions Solutions Solutions Off-Highway Mobility 6% Construction & Home 10%
Slide 50: Broad Customer Base Served Across Multiple Channels
3 ContiTech Group Sector Broad Customer Base Served Across Multiple Channels Creating Significant Pull for Aftermarket Business BROADLY DIVERSIFIED ROUTE TO HIGH AFTERMARKET HIGH AFTERMARKET CUSTOMER BASE CUSTOMERS CONVERSION SHARE Original Intermediates Original equipment Top ten customers1 and end
Slide 51: Clearly Defined Strategic Pathways Toward Our Vision
3 ContiTech Group Sector Clearly Defined Strategic Pathways Toward Our Vision OUTGROW SIZEABLE MARKETS DRIVE OPERATIONAL EXCELLENCE Increase customer penetration Streamline product variants and reduce costs Intensify market presence Simplify and standardize production landscape Expand product and se
Slide 52: Mid-term Potential Through Volume, Mix and Significant Cost-base Improvement
3 ContiTech Group Sector Mid-term Potential Through Volume, Mix and Significant Cost-base Improvement €5.0 bn to €6.0 bn SALES €4.4 bn 11.0– Cost3 13.0% Mix3 7.1% Volume3 ADJ. EBIT1 MARGIN 2 4 5 FY 2025 Mid-term Potential Standalone Ambition Notes: Excluding OESL. 1 Before amortization of intangible
Slide 53: Creating Value as an Industrial Pure-Play
3 ContiTech Group Sector Creating Value as an Industrial Pure-Play Global champion in system-critical rubber and thermoplastic solutions in industrial markets Leading market positions in highly attractive and sizable end-markets Perfectly ready to turn size into performance and outperform market gro
Slide 54: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 54
Slide 55: Corporate Bodies
4 Corporate Governance Corporate Bodies TWO-TIER BOARD SYSTEM Shareholders’ Meeting Shareholders exercise their rights of participation and control elect shareholder discharge reports discharge reports representatives Chairperson’s Committee Supervisory Board Executive Board Audit Committee appoints
Slide 56: Supervisory Board Members
4 Corporate Governance Supervisory Board Members SHAREHOLDER REPRESENTATIVES EMPLOYEE REPRESENTATIVES Sabrina Soussan2 Hasan Allak2 Chair of the Supervisory Board Deputy Chairman of the Supervisory Board Born 1969, French and German Born 1970, German Member since 2025 Member since 2019 Dorothea von
Slide 57: Supervisory Board Structure
4 Corporate Governance Supervisory Board Structure COMPOSITION BOARD MEMBERS SUPERVISORY BOARD TENURE 7 8 4 5 shareholder representatives 8 ≤5 years 6-10 years >10 years employee representatives 13%Age Gender Nationality INDEPENDENCE OF SHAREHOLDER 13% REPRESENTATIVES1 38% 44% 56% 88% 75% 50% <55 55
Slide 58: Supervisory Board Committees
4 Corporate Governance Supervisory Board Committees COMMITTEES WITH DECISION-MAKING POWERS Committee for Related Chairperson’s Committee Audit Committee Nomination Committee Standing Committee1 Party Transactions Sabrina Soussan Prof. Dr. Rolf Sabrina Soussan Sabrina Soussan Sabrina Soussa
Slide 59: Effective Sustainability Oversight and Decision Making
4 Corporate Governance Effective Sustainability Oversight and Decision Making Effective from July 1, 2026 SUSTAINABILITY GOVERNANCE SUPERVISORY BOARD Committee for Technology and Audit Committee Sustainability (oversight of sustainability reporting and GRC) (exchange on innovation, technology, susta
Slide 60: Corporate Governance Presentation 2026
4 Corporate Governance Corporate Governance Presentation 2026 Good, responsible corporate governance geared toward sustainable, long-term value creation is the basis of the company's success in the interest of all its stakeholders. Corporate Governance Presentation 60
Slide 61: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 61
Slide 62: Our Sustainability Ambition
5 Sustainability Our Sustainability Ambition OUR NORTH STAR IN A COMPLEX ENVIRONMENT HOLISTIC APPROACH 3 IMPACT AREAS TRANSPARENT TARGETS We are convinced… We are aiming to… › Passionate: We are passionate about › People: …global mobility and industries …reduce Scope 1 and market-based Scope 2 GHG e
Slide 63: Consequent Pathway to GHG Emission Reduction
5 Sustainability Consequent Pathway to GHG Emission Reduction REDUCTION PATHWAY FOR GHG INTENSITY (SCOPE 1 AND 2) OF TIRES PRODUCTION1 IN LINE WITH THE PARIS AGREEMENT Continental’s Otrokovice tire plant for example now uses steam generated mainly from biomass thanks to a fuel switch coordinated 100
Slide 64: Share of Renewable and Recycled Production Materials
5 Sustainability Share of Renewable and Recycled Production Materials Target: 40.0% 2030 +2.1 pp 28.1% 26.0% 2025 2024 Natural Synthetic Rice husk Rubber additives Recovered Rapeseed Resins Recycled Polyester yarn rubber rubber ash silica with renewable and/or carbon black oil with renewable and/or
Slide 65: A Wide Range of Material Sustainability Topics Is Managed
A Wide Range of Material Sustainability Topics Is Managed to Mitigate Risks/Impacts and Seize Opportunities Climate Nature People Climate Emissions and Biodiversity Circular Economy Own Workforce Workers in the Affected Consumer, End- Business Conduct Change Substances Value Chain Communities user C
Slide 66: Major Sustainability Figures Broken Down by Sector
5 Sustainability Major Sustainability Figures Broken Down by Sector Click here for complete metrics table SELECTED METRICS Year-over-Year change mainly Group total Group total Tires ContiTech impacted by: 2024 2025 (as reported in 2024 annual (continuing operations) Aumovio Tires ContiTech report) S
Slide 67: Focus: Tire and Road Wear Particles
5 Sustainability Focus: Tire and Road Wear Particles Tire wear cannot be completely prevented, as the How Continental is reducing tire wear particles friction that causes it is essential for road safety. › To gain a comprehensive understanding of the many aspects of tire and road wear particles, Con
Slide 68: ADAC Confirms Continental's Overall Performance
5 Sustainability ADAC Confirms Continental’s Overall Performance Across all tire segments AVERAGE SCORE IN TIRE TESTS1 Based on ADAC tire test Overall Rating Score results published since 20231 1,5 › Highest in overall ratings Excerpt from Recent Test Wins › Leading in driving safety › Competitive i
Slide 69: Reporting
5 Sustainability Reporting Transparent Sustainability Disclosure › Fully in line with the Corporate Sustainability Reporting Directive (CSRD) and European Sustainability Reporting Standards (ESRS) › Disclosures according to EU Taxonomy › Management approaches for all material impacts , risks and opp
Slide 70: Sustainability / ESG Ratings
5 Sustainability Sustainability / ESG Ratings CONTINENTAL SCORE CLASSIFICATION Continental is listed in AAA = best result the following indices CCC = worst result as of July 2025 as of June 2025 3.1 2.9 3.5 5 = best practice update ongoing Environment Social Governance 0 = no disclosure C+ A+ = best
Slide 71: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 71
Slide 72: Our Commitment To Creating Value
6 Financials Our Commitment To Creating Value Maintain Focus Realize Continue strong balance on generating pure-play positive sheet shareholder returns opportunities momentum Highly energized Full dedication to management teams transformation roadmap 72
Slide 73: Full Year Guidance 2026
6 Financials Full Year Guidance 2026 GUIDANCE – FY 2026 2026E Continental Group consolidated sales Around €17.3 bn – €18.9 bn Adj. EBIT1 margin Around 11.0% – 12.5% Tires sales Around €13.2 bn – €14.2 bn Adj. EBIT1 margin Around 13.0% – 14.5% ContiTech sales Around €4.2 bn – €4.8 bn Adj. EBIT1 margi
Slide 74: Upside Potential for Sales and Profitability in Mid-term
6 Financials Upside Potential for Sales and Profitability in Mid-term CONTINENTAL – MID-TERM POTENTIAL1 Sales Adj. EBIT2 margin ~€19.5–22.0 bn ~12.0–14.5% Tires ~€14.5–16.0 bn ~13.0–16.0% ContiTech ~€5.0–6.0 bn ~11.0–13.0% (excl. OESL) 1 Mid-term defined at CMD 2025 as 3 to 5 years, i.e. 2027 to 202
Slide 75: Effective Capital Allocation To Ensure Value Creation
6 Financials Effective Capital Allocation To Ensure Value Creation Sustainable investments into footprint, mix and Financing operations product portfolio Portfolio management Selective, value-accretive portfolio enhancements Constantly improve balance sheet structure and Strong balance sheet reduce
Slide 76: Committed to Investment Grade
6 Financials Committed to Investment Grade CURRENT CREDIT RATING MID-TERM TARGET1 AS TIRE PURE-PLAY Moody’s Baa2 Rating BBB+/Baa1 (since April 27, 2026) Stable outlook Standard & Poor’s BBB Leverage Ratio2 ≤1.00x (since May 6, 2025) Stable outlook Fitch BBB Equity ratio >30% (since August 21, 2024)
Slide 77: Attractive Dividend Payout Ratio From 2025 Onwards
6 Financials Attractive Dividend Payout Ratio From 2025 Onwards DIVIDEND Dividend per share1 (€) 2.50 2.70 2.20 2025 onwards payout ratio2 ~40% to ~60% FY 2023 FY 2024 FY 2025 Earnings per share (€) 5.78 5.84 -0.83 | 5.385 Payout ratio2 38.1% 39.4%4 | 42.8% n.a. | 50.2%5 Dividend yield3 3.2% 4.0% 4.
Slide 78: Shareholders To Benefit From Transactions and Focus on Shareholder Return
6 Financials Shareholders To Benefit From Transactions and Focus on Shareholder Return YE25 starting point Potential proceeds from Mid-term potential3 post AUMOVIO ContiTech sale … as tire pure-play Net financial debt Leverage Equity €5.2 bn ratio1 ratio … to be used for ≤1 >30% Leverage Continental
Slide 79: Ensuring Financial Performance and Governance While Executing Transformation
6 Financials Ensuring Financial Performance and Governance While Executing Transformation + + + + Relentless focus Ensuring Continental Effective Clear commitment on cost state-of-the-art values framed by reporting for to sustainability optimization governance incl. integrity – new financial and non
Slide 80: Agenda
Agenda 1 Continental Group 3 2 Tires Group Sector 14 3 ContiTech Group Sector 47 4 Corporate Governance 57 5 Sustainability 64 6 Financials 74 7 Back-up 83 80
Slide 81: Contact
7 Back-up Contact INVESTOR RELATIONS Continental-Plaza 1 30175 Hanover | Germany e-mail: ir@conti.de fax: +49 511 938 1080 www.continental-ir.com Max Westmeyer Fabio Hölscher Andrea Kraft Head of Investor Relations Senior Manager Investor Relations Senior Manager Investor Relations phone: +49 511 93
Slide 82: References
7 Back-up References USEFUL LINKS TO CONTINENTAL WEBSITES Investor Relations Presentations Events Finance Calendar Sustainability Integrated Sustainability Report Corporate Governance Principles Corporate Governance Presentation Financial Reports Shares Debt and Rating 82
Slide 83: Continental Shareholder Structure
7 Back-up Continental Shareholder Structure Free Float in % Total number of shares issued: 200,005,983 IHO Group As in the previous year, free float as defined by Deutsche Börse AG amounted to 54.0% as at the end of 2025. The 46% most recent change took place on September 17, 2013, when our major sh
Slide 84: Supervisory Board Members
7 Back-up Supervisory Board Members CURRICULUM VITAE Sabrina Soussan › Curriculum Vitae – Sabrina Soussan › Member since 2025 Hasan Allak1 Satish Khatu Klaus Rosenfeld › Curriculum Vitae - Hasan Allak › Curriculum Vitae - Satish Khatu › Curriculum Vitae - Klaus Rosenfeld › Member since 2019 › Member
Slide 85: Disclaimer
7 Back-up Disclaimer This presentation has been prepared by Continental Aktiengesellschaft based on the Capital Market Day in June 2025, the full year results published in the 2025 annual report as well as the 2025 integrated sustainability report. It has not been independently verified. It does not
Slide 86: The Future in Motion
Ontinentals. The Future in Motion