Continental Ag · XETR:CON
Continental — Investor Day (June 2025)
71 slides from Continental's investor day presentation, Jun 24, 2025
Slide 1: Capital Market Day 2025, Frankfurt, June 24
2025 CapitalMarketDay wiillill!
Slide 2: Disclaimer
Disclaimer This presentation has been prepared by Continental Aktiengesellschaft solely in connection for the Capital Market Day on June 24, 2025, and the subsequent analyst and investor meetings . It has not been independently verified. This presentation as well as remarks/comments and explanations
Slide 3: Agenda
Agenda 01 02 03 04 CEO ContiTech Tires CFO Nikolai Setzer Philip Nelles Christian Kötz, Olaf Schick Roland Welzbacher 11:30-11:45 11:45-12:05 12:05-12:45 12:45-13:00
Slide 4: Nikolai Setzer | CEO
Nikolai Setzer | CEO
Slide 5: Era of Execution Announced at Last CMD
Era of Execution Announced at Last CMD 2010–2018 2018–2020 2020–2023 2024+ ERA OF ERA OF ERA OF ERA OF SUCCESS DECLINE RECALIBRATION EXECUTION Value accretive Deterioration of Stabilization and Excellence through outperformance profitability laying foundation transformation 5
Slide 6: Increasingly Volatile Environment Requires More Flexibility and Agility
Increasingly Volatile Environment Requires More Flexibility and Agility TECHNOLOGICAL MACROECONOMIC GLOBAL SUPPLY CHAIN TRANSFORMATION DEVELOPMENT AND TRADE DISRUPTIONS › Industry undergoing › Changing markets with low › Geopolitical tensions rapid transformation predictability and demand around the
Slide 7: Strong Progress in Accelerated Transformation
Strong Progress in Accelerated Transformation 2024+ Transformation ERA OF AUTOMOTIVE CONTITECH TIRES EXECUTION Excellence through transformation › Significant › Complexity › Portfolio Operational reduction and restructuring management improvement OESL turnaround Strengthening › Spin-off of › Sale of
Slide 8: Performance Improved Through Significant Self-help
Performance Improved Through Significant Self-help CONTINENTAL GROUP IMPROVEMENT THROUGHOUT CONTINUATION THE YEARS IN Q1 2025 3 6.8% 6.0% 5.6% Automotive Improvement +360 bps 2.1% 1 FY 2021 FY 2024 Q1 2024 Q1 2025 2 2 2 2 Adj. EBIT Adj. EBIT margin Adj. EBIT Adj. EBIT margin 1 Adjusted EBIT as repor
Slide 9: Most Profound Transformation with Automotive Spin-off as Top Priority
Most Profound Transformation with Automotive Spin-off as Top Transformation Priority TODAY STRONG INDEPENDENT PLAYERS CONTINENTAL GROUP AUMOVIO1 OESL2 CONTITECH2 TIRES 35% 19.6 bn 1.9 bn 4.5 bn 13.9 bn 49% 39.7 bn 11% Automotive OESL ContiTech Tire 5% Spin-off Sale Sale Pure Play Notes: Figures base
Slide 10: Listing of AUMOVIO in September 2025
Listing of AUMOVIO in September 2025 AUTOMOTIVE (AUMOVIO) STATUS QUO FY 20241 €19.6 bn Lead Sales in future-proof technologies 2.5% Transform Adj. EBIT2 margin into a high-performance organization ~92.7 k Deliver on our commitments Employees FOCUS Automotive Spin-off OESL Sale ContiTech Sale Tire Pu
Slide 11: OESL Transaction To Be Finalized in H2 2025
OESL Transaction To Be Finalized in H2 2025 OESL Sale Financial H2 2025 Transaction form Potential buyers Timing FOCUS Automotive Spin-off OESL Sale ContiTech Sale Tire Pure Play 11
Slide 12: Sale of ContiTech Targeted for 2026
Sale of ContiTech Targeted for 2026 – Limited One-off Costs CONTITECH Strategic/ Low triple- Sale 2026 financial digit million Transaction form Potential buyers Timing Separation costs and tax effects in € FOCUS Automotive Spin-off OESL Sale ContiTech Sale Tire Pure Play 12
Slide 13: Continental To Become a Tire Pure Play Post Transformation
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 margin Margin upside
Slide 14: Upside Potential for Sales and Profitability in Mid-term
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 Group 11.4%3 12.3%4
Slide 15: Reasons To Invest in Continental
Reasons To Invest in Continental Mastering the transformation by creating three pure-play champions … AUTOMOTIVE CONTITECH TIRES Stability with High-value Resilient premium upside potential industrial asset tire company … leading into the next era of success 15
Slide 16: Philip Nelles | ContiTech
Philip Nelles | ContiTech
Slide 17: CONNECT, CONVEY and COVER
ContiTech stands for system-critical rubber and thermoplastic solutions that CONNECT, CONVEY and COVER to keep our industrial customers’ business running. 17
Slide 18: Global Leader in Rubber and Thermoplastic Solutions
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) €4.5 bn 8.1% €0.3 bn 58% 80% 23.6 k Sales Adj. EBIT1 margin Free cash flow2 Cash g
Slide 19: Outstanding Material Expertise Since the Very First Day
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 19
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Slide 22: Our Attractive End-markets
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% Commercial Vehicles 9% Mi
Slide 23: Broad Customer Base Served Across Multiple Channels
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 users Aftermarket equipm
Slide 24: Clearly Defined Strategic Pathways Toward Our Vision
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 service offering Consolidat
Slide 25: Mid-term Potential Through Volume, Mix and Cost-base Improvement
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 FY 2024 Mid-term Potential Standalone Ambition Notes: Excluding OESL. 1 Before amortization of intangible assets from purchase price al
Slide 26: Creating Value as an Industrial Pure Play
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 growth Diversified and resil
Slide 27: Christian Kötz & Roland Welzbacher | Tires
Christian Kötz & Roland Welzbacher | Tires
Slide 28: Tires are our passion
Tires are our passion. We outperform the industry with customer-centric solutions and operational excellence. 28
Slide 29: Continental – A Global Leader in Tires
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% AM Truck Tires 33% 19%
Slide 30: Global Footprint: Balancing Scale with Localization
Global Footprint: Balancing Scale with Localization AM EMEA APAC Total plants1 7 7 6 of which 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 products and retr
Slide 31: Resilience Despite Volatile Macro Environment, Trade Barriers and Imports
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– FY 2024) Adj. EBIT2
Slide 32: Strategic Focus Topics for Financial Outperformance
Strategic Focus Topics for Financial Outperformance DRIVE ACTIVELY SHAPE LEAN ENHANCE OPERATIONAL MANAGE AND AGILE MIX EXCELLENCE PORTFOLIO ORGANIZATION 32
Slide 33: Enhance Mix
ENHANCE MIX 33
Slide 34: Stable Market for PLT Tires with Moderate Growth Outlook
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 units 587 mn +1.4% ~4% Co
Slide 35: Growing Demand for UHP Tires Driven by Upsizing
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 manufacturing associations and
Slide 36: Profitability Is Directly Linked To Rim Size
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 36
Slide 37: Diverse Market Dynamics in Truck Tires Require Targeted Approach
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 units 97 mn +4.0% <1
Slide 38: Holistic Solutions Drive Differentiation
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 Environment Reduce direct an
Slide 39: Drive Operational Excellence
DRIVE OPERATIONAL EXCELLENCE 39
Slide 40: Drive Operational Excellence
Drive Operational Excellence CUSTOMER OPERATIONAL INNOVATION & CENTRICITY EFFICIENCY BRAND POWER 40
Slide 41: Customer-centric Supply Chain Gives a Competitive Edge
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 salesforce 1 Data point re
Slide 42: Differentiated Portfolio Backed by Continued Investments in Supply Chain
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 8,000 2.6x Exemplary meas
Slide 43: Business Success with Mega Plants Drives Efficiency
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 to 5 years, i.e. 202
Slide 44: Sustained Industry-leading Operational Efficiency
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 Tire Manufacturing 2
Slide 45: Test-winning Product Portfolio Valued by Premium OEM Partners
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 45
Slide 46: Steady Investments in Powerful Premium Brand Positioning
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. 46
Slide 47: Operational Excellence Across All Domains
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 47
Slide 48: Actively Manage Portfolio
ACTIVELY MANAGE PORTFOLIO 48
Slide 49: Proactive Portfolio Management Enhances Business Portfolio
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 standard Modipuram, effe
Slide 50: Shape Lean and Agile Organization
SHAPE LEAN AND AGILE ORGANIZATION 50
Slide 51: Lean and Agile Standalone Organization To Create Value
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 team Tailor-made governa
Slide 52: Business Steering Designed To Create Value
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 52
Slide 53: Financial Outlook
FINANCIAL OUTLOOK 53
Slide 54: Profitability Corridor for FY 2025 Adapted
Profitability Corridor for FY 2025 Adapted Reflecting Global Trade Uncertainties and FX Headwinds Sales Adj. EBIT1 margin FY 2025 guidance ~€13.5–14.5 bn ~12.5–14.0% Previous Confirmed ~13.3–14.3% guidance Sales guidance confirmed despite persisting Expected adj. EBIT1 margin corridor updated for Ma
Slide 55: Successful Execution of Strategy Provides Room for Margin Upside
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 & focus opportunities Portfolio ~13.0– Cost improvement 16.0% Trade policy management uncertainty, Price/mix vs. standalone Volume raw material 13
Slide 56: Focus on Upside Potential and Resilience
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 amortization of intangible asset
Slide 57: Olaf Schick | CFO
Olaf Schick | CFO
Slide 58: Continued Solid Performance also in Q2 2025 Despite Trade Disruptions
Continued Solid Performance also in Q2 2025 Despite Trade Disruptions AUTOMOTIVE CONTITECH TIRES › Further progress on fixed cost › Continuous pressure on top-line › Solid development of winter tires measures sell-in › Gradual signs of improvements in › Positive effects from sustainable industry cyc
Slide 59: Sales and Adj. EBIT Margin Guidance for FY 2025 Adapted
Sales and Adj. EBIT Margin Guidance for FY 2025 Adapted To Include Tariffs and Exchange Rate Headwinds CONTINENTAL – 2025 OUTLOOK Sales Adj. EBIT1 margin ~€19.5–21.0 bn ~10.0–11.0% Previous: ~10.5–11.5% Tires ~€13.5–14.5 bn ~12.5–14.0% Previous: ~13.3–14.3% Adj. free cash flow2 ContiTech ~€6.0–6.5 b
Slide 60: Upside Potential for Sales and Profitability in Mid-term
Upside Potential for Sales and Profitability in Mid-term CONTINENTAL – MID-TERM POTENTIAL2 Sales Adj. EBIT1 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 Before amortization of intangibles from PPA, changes in the scope of consol
Slide 61: Effective Capital Allocation To Ensure Value Creation
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 financial lev
Slide 62: Shareholders To Benefit From Transactions and Focus on Shareholder Return
Shareholders To Benefit From Transactions and Focus on Shareholder Return Potential proceeds from Mid-term potential3 Automotive spin-off ContiTech sale … as tire pure play Aumovio debt-free with Leverage Equity EUR 1.5 bn cash ratio1 ratio … to be used for ≤1 >30% Leverage Expected Continental dele
Slide 63: Ensuring Financial Performance and Governance While Executing Transformation
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- targets whi
Slide 64: Our Commitment To Creating Value
Our Commitment To Creating Value Maintain Focus on Realization of Continue strong balance generating pure-play positive sheet shareholder returns opportunities momentum Highly energized Full dedication to management teams transformation roadmap 64
Slide 65: The Future in Motion
Ontinentals. The Future in Motion
Slide 66: Capital Market Day 2025, Frankfurt, June 24
2025 CapitalMarketDay wiillill!
Slide 67: Contact Investor Relations
Contact Investor Relations Continental-Plaza 1 e-mail: ir@conti.de 30175 Hanover fax: +49 511 938 1080 Germany www.continental-ir.com Eva Jacob-Pietsch phone: +49 511 938 12147 Manager Investor Relations e-mail: eva.jacob-pietsch@conti.de Max Westmeyer phone: +49 511 938 13650 Andrea Kraft phone: +4
Slide 68: Appendix
Appendix
Slide 69: Fully Invested Manufacturing Footprint
Fully Invested Manufacturing Footprint Production sites1 Total production2 Tonnage growth CAGR3 ~5% 7 469 AM 2024a 2029e ~2% 7 1,125 EMEA 2024a 2029e ~7% 6 268 APAC 2024a 2029e Notes: Prior to closure of Alor Setar plant. 1 As of June 2024, excl. plants for semi products and retread production facil
Slide 70: PLT UHP Volume and Sales Share
PLT UHP Volume and Sales Share ALL BRANDS CONTINENTAL BRAND 60% 52% 48% 46% 38% 39% 32% 24% 2019a 2024a 2019a 2024a % of PLT Sales % of PLT units 70
Slide 71: We remain strongly committed to our sustainability ambitions
100% 100% Sustainable materials 100% Carbon neutrality Responsible along our entire sourcing and value chain value chain We remain strongly committed to our sustainability ambitions. 100% By 2050, we strive for… Green and safe operations 100% Closed resource and product cycles 100% Clean and safe mo