Slide 1: Investor Presentation October 2025 – Fact Book Based on FY 2024
Investor Presentation October 2025 Fact Book Based on FY 2024 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 73 7 Back-up 82 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 ~95,000 employees, 345 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 › Group Communications › Group Finance and Controlling › Group Human Relations › Group Information Technology › Original Equipment › Industrial Solutions Americas › Group Integrity and Law Business Area › Gr
Slide 5: Strong Progress in Accelerated Transformation: AUMOVIO Spin-off Finalized
1 Continental Group Strong Progress in Accelerated Transformation: AUMOVIO Spin-off Finalized 2024+ Transformation ERA OF TIRES CONTITECH AUMOVIO EXECUTION Excellence through transformation › Portfolio › Complexity › Spin-off Operational reduction and management successfully improvement OESL turnaro
Slide 6: Continuing Most Profound Transformation With Sale of OESL and ContiTech
1 Continental Group Continuing Most Profound Transformation With Sale of OESL and ContiTech FY 2024 STRONG INDEPENDENT PLAYERS CONTINENTAL1 OESL2 CONTITECH2 TIRES 22% 1.9 bn 4.5 bn 13.9 bn 9% 20.2 bn 68% OESL ContiTech Tire Sale Sale Pure Play 1 Sum of Tires and ContiTech incl. OESL. 2 Pro-forma fig
Slide 7: OESL Sale Signed in August 2025
1 Continental Group OESL Sale Signed in August 2025 OESL Closing until Q1 Sale Regent 2026 expected Transaction form Buyer Timing FOCUS OESL Sale ContiTech Sale Tire Pure Play 7
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 2024 Resilient tire champion with best-in-class €13.9 bn operational efficiency Sales Customer-centric business with attractive brand, 13.7% 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 2024 FY 20242 Mid-term Potential5 w/o standalone opportunities incl. OESL excl. OESL and costs Group €20.2 bn3 €18.3 bn4 ~€19.5–22.0 bn4 Sales ContiTech €6.4 bn €4.5 bn ~€5.0–6.0 bn Tires €13.9 bn €13.9 bn ~€14.5–16.0 bn
Slide 11: Executive Board
1 Continental Group Executive Board Nikolai Setzer Roland Welzbacher Ulrike Hintze Chairman of the Executive Board Chief Financial Officer Chief Human Relations Officer Group Communications, Group Sustainability, Group Information Technology, Group Finance and Controlling Group Human Relations, Dire
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 73 7 Back-up 82 13
Slide 14: Tires are our passion
2 Tires Group Sector Tires are our passion. We outperform the industry with customer-centric solutions and operational excellence. 14
Slide 15: Tires Vision 2030
2 Tires Group Sector Tires Vision 2030 OUR OUR CORE OPPORTUNITY Excellent tires remain our We will be the #1 tire Tires are our passion. DNA. We stand for profitable growth, reaching solution provider. We outperform the a podium position in the tire industry. industry with customer centric solutions
Slide 16: Continental – A Global Leader in Tires
2 Tires Group Sector Continental – A Global Leader in Tires FY 2024 €13.9 bn 13.7% 24.9% €1.7 bn ~80% ~75% Production in Production in Sales Adj. EBIT1 margin ROCE2 Free cash flow3 mega plants4 best-cost countries5 Continental Tires group sector PLT only APAC OE Specialty Tires UHP6 13% 24% 4% 52% A
Slide 17: Global Footprint: Balancing Scale with Localization
2 Tires Group Sector Global Footprint: Balancing Scale with Localization AM EMEA APAC Total plants1 7 7 6 % of production in mega plants2 72% 91% 60% 60% 54% 33% 25% 13% 14% AM Sales %3 vs. EMEA Production %4 APAC Notes: Prior to closure of Alor Setar plant. 1 As of June 2024, excl. plants for semi
Slide 18: 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 Cumulated 16% (FY 2019
Slide 19: Strategic Focus Topics for Financial Outperformance
2 Tires Group Sector Strategic Focus Topics for Financial Outperformance ENHANCE DRIVE ACTIVELY SHAPE LEAN MIX OPERATIONAL MANAGE AND AGILE EXCELLENCE PORTFOLIO ORGANIZATION 19
Slide 20: Strategic Focus Topics for Financial Outperformance
2 Tires Group Sector Strategic Focus Topics for Financial Outperformance ENHANCE DRIVE ACTIVELY SHAPE LEAN MIX OPERATIONAL MANAGE AND AGILE EXCELLENCE PORTFOLIO ORGANIZATION › Focus on most value- › Further optimization of › Proactive management of › Constantly adapt to a “fit for accretive business
Slide 21: Enhance Mix
2 Tires Group Sector ENHANCE MIX 21
Slide 22: 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 OVERVIEW Global market volume development in bn units Market size1 2024a CAGR2 Market share 1.7 515 mn +1.3% ~14% EMEA 1.6 OE 26% RE 74% 485 mn +1.3% ~7% AM 2024a 2025e 2026e 2027e 2028e 2029e ~125 mn unit
Slide 23: 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 24: 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 24
Slide 25: Major Benefits of Electrification
2 Tires Group Sector Major Benefits of Electrification ACCELERATING OPPORTUNITIES FROM EVS DRIVEN BY OUR STRONG OE MARKET POSITION › BEV characteristics drive higher 500+ Continental BEV homologations demand for UHP tires (total) › OE favor premium tires meeting quality and technology requirements ›
Slide 26: 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 2018 – 2024 469
Slide 27: 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 OVERVIEW Global market volume development in mn units Market size1 2024a CAGR2 Market share 226 43 mn +1.5% ~7% EMEA 197 OE 22% RE 78% 57 mn +1.6% ~8% AM 2024a 2025e 2026e 2027e 2028e 2029e ~8 mn
Slide 28: 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 29: Drive Operational Excellence
2 Tires Group Sector DRIVE OPERATIONAL EXCELLENCE 29
Slide 30: Drive Operational Excellence
2 Tires Group Sector Drive Operational Excellence CUSTOMER OPERATIONAL INNOVATION & CENTRICITY EFFICIENCY BRAND POWER 30
Slide 31: 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 ~14,500 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 32: 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 12,000 10,000 ~€200 mn p.a.1 8,00
Slide 33: 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 34: Sustained Industry-leading Operational Efficiency
2 Tires Group Sector Sustained Industry-leading Operational Efficiency CO2 emissions Water consumption Mega plants1 Best-cost Inventory turnover [t/t] [m3/t] Continental ~80% ~75%2 5.4x 0.2 2.9 Peer/industry average3 58% 60% 4.7x 0.64 5.84 Source: WBCSD (“Environmental Key Performance Indicators for
Slide 35: 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-UP PRESTIGIOUS OE APPROVALS 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 35
Slide 36: 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 India Cricket Test Series in Australia Source: Brand Finance 1 Measured as brand value. 36
Slide 37: 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 37
Slide 38: Actively Manage Portfolio
2 Tires Group Sector ACTIVELY MANAGE PORTFOLIO 38
Slide 39: Proactive Portfolio Management Enhances Business Portfolio
2 Tires Group Sector Proactive Portfolio Management Enhances Business Portfolio Select measures 2019-2024 2025 Upcoming 1 Adjust installed 2022: Closure of Aachen plant Discontinuation of radial truck tires Closure of Alor Setar Sales manufacturing operations in plant by end of 2025 capacity for sta
Slide 40: Shape Lean and Agile Organization
2 Tires Group Sector SHAPE LEAN AND AGILE ORGANIZATION 40
Slide 41: 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 team Focus on consumer business >20 8 ~35% >80% Avg. years of Nationalities Women Promoted relevant industry internally to experience1 leadership tea
Slide 42: Business Steering Designed To Create Value
2 Tires Group Sector Business Steering Designed To Create Value DRIVE ACTIVELY SHAPE LEAN ENHANCE OPERATIONAL MANAGE AND AGILE MIX EXCELLENCE PORTFOLIO ORGANIZATION Profitability Asset efficiency Cash flow generation 42
Slide 43: Financial Outlook
2 Tires Group Sector FINANCIAL OUTLOOK 43
Slide 44: 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 €13.9 bn Volume and focus opportunities Portfolio ~13.0– Cost improvement 16.0% Trade policy management uncertainty, Price/mix vs. standalone
Slide 45: 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 46: 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 73 7 Back-up 82 46
Slide 47: 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. 47
Slide 48: Global Leader in Rubber and Thermoplastic Solutions
3 ContiTech Group Sector Global Leader in Rubber and Thermoplastic Solutions FY 2024 (INCL. OESL) €6.4 bn 6.2% €0.3 bn 57% ~55% 39.2 k Sales Adj. EBIT1 margin Free cash flow2 Cash generation3 Industrial exposure Employees FY 2024 (EXCL. OESL)4 €4.5 bn 8.1% €0.3 bn 58% 80% 23.6 k Sales Adj. EBIT1 mar
Slide 49: 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 49
Slide 50: Connect, Convey and Cover
3 ContiTech Group Sector CONNECT, CONVEY AND COVER 50
Slide 51: 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 52: 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 53: 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 54: 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 €4.5 bn 11.0– Cost Mix 13.0% Volume 8.1% ADJ. EBIT1 MARGIN 2 3 4 FY 2024 Mid-term Potential Standalone Ambition Notes: Excluding OESL. 1 Before amortization of intangible as
Slide 55: 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 56: 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 73 7 Back-up 82 56
Slide 57: Corporate Bodies
4 Corporate Governance Corporate Bodies As a result of the spin-off of AUMOVIO, two shareholder representatives and five employee representatives have stepped down from the Supervisory Board. The revised composition of the board is presented below. TWO-TIER BOARD SYSTEM Shareholders’ Meeting Shareho
Slide 58: Supervisory Board Members
4 Corporate Governance Supervisory Board Members As a result of the spin-off of AUMOVIO, two shareholder representatives and five employee representatives have stepped down from the Supervisory Board. The revised composition of the board is presented below. SHAREHOLDER REPRESENTATIVES EMPLOYEE REPRE
Slide 59: Supervisory Board Structure
4 Corporate Governance Supervisory Board Structure As a result of the spin-off of AUMOVIO, two shareholder representatives and five employee representatives have stepped down from the Supervisory Board. The revised composition of the board is presented below. COMPOSITION BOARD MEMBERS SUPERVISORY BO
Slide 60: Supervisory Board Committees
4 Corporate Governance Supervisory Board Committees As a result of the spin-off of AUMOVIO, two shareholder representatives and five employee representatives have stepped down from the Supervisory Board. The revised composition of the board is presented below. COMMITTEES WITH DECISION-MAKING POWERS
Slide 61: Effective Sustainability Oversight and Decision Making
4 Corporate Governance Effective Sustainability Oversight and Decision Making SUSTAINABILITY GOVERNANCE SUPERVISORY BOARD Sustainability Working Group Audit Committee (oversight of sustainability strategy, performance, (oversight of sustainability reporting and GRC) impacts, risks & opportunities) E
Slide 62: Corporate Governance Presentation 2025
4 Corporate Governance Corporate Governance Presentation 2025 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 62
Slide 63: 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 73 7 Back-up 82 63
Slide 64: Our Sustainability Ambition
5 Sustainability Our Sustainability Ambition GUARD RAILS IN A COMPLEX ENVIRONMENT HOLISTIC APPROACH CLEAR AMBITION TRANSPARENT TARGETS We strive for … › Passionate: We are passionate about Carbon neutrality along Reduce Scope 1 and market-based sustainability. the entire value chain Scope 2 emission
Slide 65: Achieving Sustainability Targets Also in New Structures
5 Sustainability Achieving Sustainability Targets Also in New Structures REDUCTION PATHWAY FOR OWN GHG EMISSIONS (SCOPE 1 AND 2) Former baseline (incl. Automotive Group Sector) 2.8 mn mt CO2e1 Action 1 | Green electricity 100% renewable purchased electricity Lousado: Pilot for electric steam generat
Slide 66: A Wide Range of Material Sustainability Topics Is Managed
5 Sustainability A Wide Range of Material Sustainability Topics Is Managed to Mitigate Risks/Impacts and Seize Opportunities e.g. Actual negative impact: Scope 1 and Scope 2 Climate change adaptation Scope 3, portfolio Continental has substantive emissions resilience and transition direct and indire
Slide 67: Major Sustainability Figures Broken Down by Sector
5 Sustainability Major Sustainability Figures Broken Down by Sector SELECTED METRICS Group total 2024 Tires ContiTech Automotive (continued + discontinued) Scope 1 and Scope 2 emissions Scope 1 and Scope 2 market-based GHG emissions (in mn t CO2e) 0.83 0.47 0.29 0.05 Total Scope 3 GHG emissions (in
Slide 68: Focus: Tire and Road Wear Particles
5 Sustainability Focus: Tire and Road Wear Particles Tire wear cannot be completely prevented, as the friction that How Continental is reducing tire wear particles causes it is essential for road safety. › To gain a comprehensive understanding of the many aspects of tire and road wear particles, Con
Slide 69: Renewable and Recycled Materials
5 Sustainability Renewable and Recycled Materials More sustainable materials. ContiTech invests in new recycling technology to recover raw 40% Increase in the proportion of renewable and materials from waste rubber. recycled materials in tire production. At least Gas for Energy or 2030 Recovered Che
Slide 70: Reporting, Ratings and Rankings
5 Sustainability Reporting, Ratings and Rankings 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 x impacts, y r
Slide 71: Sustainability / ESG Ratings
5 Sustainability Sustainability / ESG Ratings CONTINENTAL SCORE CLASSIFICATION AAA = best result CCC = worst result as of July 2025 3.1 2.9 3.5 5 = best practice 0 = no disclosure as of June 2025 Environment Social Governance Continental is listed in the following indices C+ A+ = best performance D-
Slide 72: 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 73 7 Back-up 82 72
Slide 73: 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 73
Slide 74: Full Year Guidance 2025
6 Financials Full Year Guidance 2025 Guidance based on FX at current level for FY. GUIDANCE – FY 2025 Currently effective tariffs considered in guidance. 2025E Continental Group consolidated sales Around €19.5 bn – €21.0 bn Adj. EBIT1 margin Around 10.0% – 11.0% Tires sales Around €13.5 bn – €14.5 b
Slide 75: 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 as 3 to 5 years, i.e. 2027 to 2029. 2 Before
Slide 76: 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 77: 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 July 8, 2024) 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) Po
Slide 78: Attractive Dividend Payout Ratio From 2025 Onwards
6 Financials Attractive Dividend Payout Ratio From 2025 Onwards DIVIDEND Dividend per share1 (€) 2.50 2.20 1.50 2025 onwards payout ratio2 ~40% to ~60% FY 2022 FY 2023 FY 2024 (previously ~20% to ~40%) Earnings per share (€) 0.33 5.78 5.84 Payout ratio2 Not applied 38.1% 39.4%4 | 42.8% Dividend yiel
Slide 79: Shareholders To Benefit From Transactions and Focus on Shareholder Return
6 Financials Shareholders To Benefit From Transactions and Focus on Shareholder Return Automotive Potential proceeds from Mid-term potential3 spin-off ContiTech sale … as tire pure play AUMOVIO debt-free Leverage Equity with EUR 1.5 bn cash ratio1 ratio … to be used for ≤1 >30% Leverage Expected Con
Slide 80: 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 81: 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 73 7 Back-up 82 81
Slide 82: 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 Eva Jacob-Pietsch Marcus Lieberum Head of Investor Relations Investor Relations Manager Investor Relations Manager phone: +49 511 938 13650
Slide 83: References
7 Back-up References USEFUL LINKS TO CONTINENTAL WEBSITES Investor Relations Investor Relations Capital Market Day Capital Market Day 2025 Latest Presentations Presentations Events Events Finance Calendar Finance Calendar Sustainability Sustainability Integrated Sustainability Report Integrated Sust
Slide 84: 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 2024. The 46% most recent change took place on September 17, 2013, when our major sh
Slide 85: Supervisory Board
7 Back-up Supervisory Board As a result of the spin-off of AUMOVIO, two shareholder representatives and five employee representatives left the Supervisory Board. The new board set-up is shown here. MEMBERS Prof. Dr.-Ing. Wolfgang Reitzle Satish Khatu Klaus Rosenfeld › Curriculum Vitae - Prof. Dr.-In
Slide 86: Continental Executive Board
7 Back-up Continental Executive Board MEMBERS OF EXECUTIVE BOARD Nikolai Setzer Roland Welzbacher Ulrike Hintze Curriculum Vitae - Nikolai Setzer Curriculum Vitae - Roland Welzbacher Curriculum Vitae - Ulrike Hintze Christian Kötz Philip Nelles Curriculum Vitae - Christian Kötz Curriculum Vitae - Ph
Slide 87: 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 2024 annual report, the half year results 2025 as well as the 2024 integrated sustainability report. It has not been indepen
Slide 88: The Future in Motion
Ontinentals. The Future in Motion