Kia Corporation · KRX:000270
Kia — Investor Day (2026)
189 slides from Kia's investor day presentation, 2026
Slide 1: 2026 CEO Investor Day
2026 Movement that inspires CEO Investor Day 1
Slide 2: Opening message from the CEO
Movement that inspires Esteemed Investors, Good afternoon. I am Ho Sung Song, CEO of Kia. Thank you for joining Kia’s 2026 CEO Investor Day. Since announcing the Kia Transformation in 2021, Kia has driven innovation across all areas of its business, including brand, product, and operations. Today, I
Slide 3: Kia's 80-Year Heritage
Kia’s 80-Year Heritage Founded as a bicycle company in 1944, our heritage continues to shape us today Kia’s 80 th Anniversary In 2024, Kia celebrated its 80th anniversary. 3
Slide 4: Kia's 80-Year Heritage
Kia’s 80-Year Heritage Founded as a bicycle company in 1944, our heritage continues to shape us today Since its founding as a bicycle company in 1944, Kia has continued to grow by taking on new challenges. 4
Slide 5: 1973 Brisa launch
Kia’s 80-Year Heritage In 1973, Kia launched Brisa, taking its first step into global markets In 1973, Kia unveiled the Brisa, its first rear-wheel -drive passenger vehicle, opening a new chapter as an automotive company. 5
Slide 6: 1986 Pride launch
Kia’s 80-Year Heritage In 1986, Kia launched Pride and began to build global brand awareness In 1986, with the launch of the Kia Pride, the Kia brand began to gain global recognition. 6
Slide 7: From Pride to K3
Kia’s 80-Year Heritage From Pride to the Gen 7 K3, Kia’s 40-year heritage continues ~NOW Gen 1 Gen 2 Gen 3 Gen 4 Gen 5 Gen 6 Gen 7 Over the past four decades, the Pride has sustained strong customer preference, and its heritage continues today under its seventh generation, now known as the K3. 7
Slide 8: Sportage, 8 million cumulative sales
Kia’s 80-Year Heritage In 1993, Kia launched Sportage, now with 8 million cumulative sales Sportage 8 Million Units Gen 1 Gen 2 Gen 3 Gen 4 Gen 5 First introduced in 1993, the Sportage stands as a true icon of Kia. With cumulative sales exceeding 8 million units, it pioneered the urban SUV segment,
Slide 9: Transforming crisis into opportunities
Kia’s 80-Year Heritage Transforming crisis into opportunities for growth and innovation Asian Financial Crisis Global Financial Crisis Pandemic There were also challenging periods along the way. The 1997 Asian financial crisis, the 2008 global financial crisis, and the pandemic in the early 2020s we
Slide 10: 1997 Asian Financial Crisis response
Carnival Kia’s 80-Year Heritage During the 1997 Asian Financial Crisis, Kia expanded its lineup of high-profit models, including Carnival and Sorento Sorento Gen 4 Gen 3 Gen 2 Gen 1 Gen 1 Gen 2 Gen 3 Gen 4 During the 1997 Asian financial crisis, Kia expanded its line-up of high-profit models with th
Slide 11: 2008 Global Financial Crisis, new plants
Kia’s 80-Year Heritage During the 2008 Global Financial Crisis, Kia expands production with new plants in Slovakia and the U.S. Kia Slovakia Plant Kia Georgia Plant Even during the 2008 global financial crisis, Kia invested in new plants in Slovakia and Georgia, U.S.A. This proactive investment help
Slide 12: Early 2020s structural changes
Kia’s 80-Year Heritage In the early 2020s, Kia responded to structural changes triggered by COVID-19, including chip shortages and the rise of new competitors. As uncertainty grew across global markets in the early 2020s, Kia undertook a comprehensive transformation to support mid-to long-term growt
Slide 13: Total Transformation in 2021
Kia’s 80-Year Heritage In 2021, Kia relaunched its brand and transformed its overall business paradigm. Total Transformation Brand EV PBV ESG Growth In 2021, Kia unveiled its new name and logo, signaling a bold brand relaunch, while simultaneously initiating a “Total Transformation” to drive a funda
Slide 14: Brand Roadmap
2021 2026 2030 Brand Roadmap Following its brand relaunch in 2021, Sustainable Mobility Solutions Provider Kia introduced its 2030 brand roadmap Advance Personalized Solutions Aspirational Solutions Brand Become a Leading EV Brand Personalized Mobility Brand Brand EV Beginning of Total Transformatio
Slide 15: Brand Roadmap
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Brand Roadmap Build a competitive mass-market EV lineup Initiate the transition to “Personalized Mobility Brand EV PBV ESG FoD OTA OneApp OneWeb Sustainable Mobility Growth Brand Relau
Slide 16: Brand value and awareness
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Brand Roadmap $8.5bn brand value in 2025, Best Global Brands 2025 Overall Brand Awareness EV Brand Awareness driven by rising unaided awareness (Excl. Luxury Brands) (Excl. Chinese Bra
Slide 17: Brand Roadmap: mobility ecosystem
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Brand Roadmap Connect people, society, and infrastructure through future technologies to create value PBV Autonomous Robotics for customers and society. Driving Brand EV PBV ESG Growth
Slide 18: Desirable EV Brand
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Desirable EV Brand EV6 strengthened Kia’s position in the global EV market, EV lineup to reach EV6 EV9 EV3 EV2 B-HB EV C-SUV EV 14 models by 2030, in
Slide 19: EV awards
2021 2023 2025 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Desirable EV Brand EV6, EV9 and EV3 received European, North American and World Car of the Year awards, demonstrating strong product competitiveness. Brand EV 2022 European C
Slide 20: ICE and xHEV lineups
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Desirable EV Brand Expanding ICE and xHEV lineups, building a virtuous transition cycle toward future EV customers Brand EV PBV ESG Growth ICE + xHEV EV Kia will continue to drive grow
Slide 21: Personalized Mobility Brand: PBV
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Personalized Mobility Brand Address limitations in the current LCV market, such as high modification and environmental costs, while responding to specific customer needs. PBV 2026 Inte
Slide 22: PBV Line-up
2021 2026 2030 Consistent New Kia Brand Desirable EV Brand Personalized Mobility Brand Aspirational Solutions Brand Personalized Mobility Brand PBV Line -up Basic Model Variations Conversion Model Variations Over 40 body types, enabling customized mobility solutions 2025 PV5 2027 Brand EV PV7 2029 P
Slide 23: ESG Strategy
ESG Strategy Manage 2045 Net-Zero and supply chain risks Strengthen governance through the Board S G Brand Sustainable Movement for an Inspiring Future E Safe & Satisfying Enhancing Supply Chain Transparent & Trustworthy EV Cleaner & Circular Risk Management Strengthening Board-Driven PBV Achieving
Slide 24: RE100 Strategy
RE100 Roadmap Major Plans RE100 Strategy Achieve RE100 in Korea and overseas 15% 24% Higher (+9%p) Renewable Energy conversion rate than target • Achieve RE100 early 2016 2025 2026 2027 2030 24% Renewable Energy conversion rate Overseas : China in 2025, Mexico/U.S. achieved in 2025 to reach goal in
Slide 25: Resource Circulation
Steel Aluminum Plastic Resource Circulation Use EAF-BF combined process steel (2026~) Build a global smelter cooperation system Keep expanding use of recycled plastic Reduce carbon emissions from materials Reinforce the resource circulation system Use steel sheets from EAF plants in the U.S. (2029~)
Slide 26: Sustainable Supply Chain
Supply Chain Risk Screening System Responsible Management of Critical Minerals Sustainable Supply Chain (Internally) (Externally) Operate a supply chain risk screening system Supply Chain Global Human Rights Wider management scope On-site due diligence of Strengthen critical minerals management Visu
Slide 27: Corporate Social Responsibility
Korea Overseas Corporate Social Responsibility Operate CSR programs at home and abroad Brand EV Harmonium Tidal Flat Restoration Green Trip Biochar / Biogas GLP (Green Light Project) The Ocean Cleanup PBV Partnership Empowering Restore the ecosystem of Support of mobility rights Establish a basis fo
Slide 28: Responsible Management
Soundness of the Board Shareholder-Friendly Policies Responsible Management An independent, expert Board of Directors Enhance shareholder returns and Independence Expertise Return to Shareholders Communication Strengthen investor communication + + * 2026~2028 Brand Audit & Compensation Committees Ta
Slide 29: Major Awards
Major Awards One of the DJSI Top 10% companies Extel Asia’s “Best ESG Program” Member of Dow Jones Global Dow Jones Sustainability Indices Extel Survey Best ESG Program Sustainability Indices ESG Global Top 10% (2022~2025) Asia 2nd Place Brand Powered by the S&P Global CSA EV PBV ESG Growth Thanks t
Slide 30: Sales Performance
Sales Performance Proven stable growth potential over the last 5 years Record-breaking performance every year Brand EV PBV Vehicles sold ESG Growth As these strategic initiatives translate into results, sales performance continues to demonstrate solid growth. In particular, record -high results have
Slide 31: 2025 Sales Ranking
2025 Sales Ranking 3 8 8th Largest Automotive Brand 3rd Largest Automotive Group rd th Largest Largest Brand Automotive Automotive EV Group Brand PBV ESG Growth As a result, Kia ranks 8th among global brands, with Hyundai Motor Group ranking 3rd worldwide. 31
Slide 32: Rise of Chinese Brands
Rise of Chinese Brands Chinese newcomers: a key factor in Kia’s mid- to long-term growth roadmap Newcomers Brand EV Big Tech Players & Chinese Brands PBV ESG Growth Even amid these record -breaking achievements, the rise of Chinese brands is emerging as a key variable in executing Kia’s mid-to long-
Slide 33: Competitive Landscape
Competitive Landscape Kia’s market share up +0.8%p while competitors’ share declines Chinese Market Share Brands 10.9 %p Brand 2016 vs 2025 +0.8 %p EV PBV Japanese European American -3.5%p Brands -2.3%p ESG Brands -4.3%p Brands Growth Over the past decade, global sales of Chinese brands have increas
Slide 34: 2030 Sales Target
2030 Sales Target Pursue Exponential Growth Strategy amid stagnant growth Target 4.13M sales and 4.5% market share by 2030 Total M/S Total M/S Brand EV 2026 3.35 M 3.8 % 2030 4.13M 4.5 % PBV ESG 2025 3.14M 3.5% Growth Based on these strategies, Kia aims to achieve 3.35 million units in global sales
Slide 35: Sales Strategy by Customer Group
Sales Strategy by Customer Group Tailor sales strategy to each customer group using a diversified powertrain portfolio ICE & xHEV customers EV customers PBV customers Kia’s market strategy is structured along two key dimensions: customer segmentation by powertrain and differentiated regional strateg
Slide 36: Global Auto Demand
92.1M 89.9 M 87.1M 2030 Demand Outlook eLCV (29%) +10 M EV 16.6M (19%) 21.7M (24%) 26.5M Capture xHEV demand during the EV transition as EVs reach 29% of total demand xHEV 17.8M (20%) 23.0M (26%) 27.2M (30 %) Global Auto Demand +9 M ICE 52.7M (61%) 45.2M (50 %) 38.4 M (41%) -14M 2026 2028 2030 Looki
Slide 37: ICE/xHEV Sales Target
ICE/xHEV Sales Target Meet ICE/xHEV demand during the transition ICE xHEV M/S Strengthen the transition portfolio 2030 3.13M 1.98M + 1.15M 4.8 % 2025 2.89 M 2.36 M 0.52 M 3.9 % Kia’s 2030 sales plan targets 1.98 million ICE vehicles and 1.15 million HEVs. With 3.13 million units combined, we aim for
Slide 38: Product Competitiveness
1. Product Competitiveness 2. Global Supply Chain Optimization Product Competitiveness Expand line-up and enter the pick-up market Strengthening xHEV competitiveness Product Line -up New Segment Entry _ Pick-up Truck xHEV Competitiveness Kia will focus on two key strategies of enhancing product comp
Slide 39: Reinforce ICE Line-up
1. Product Competitiveness 2. Global Supply Chain Optimization Reinforce ICE Line-up 2026 2027 2028 2029 9 new ICE models by 2030 2 ３ 2 2 9 Sustain momentum and meet demand Telluride ICE Seltos To enhance responsiveness to shifting market demand, Kia plans to introduce 9 new ICE models and 10 new HE
Slide 40: Expand xHEV Line-up
1. Product Competitiveness 2. Global Supply Chain Optimization Expand xHEV Line-up 2026 2027 2028 2029 2030 10 new xHEV models by 2030, 3 1 2 3 1 10 Capture fast-growing demand through line-up expansion Seltos HEV Telluride HEV xHEV K4 HEV To bridge regional gaps in EV adoption, we plan to expand ou
Slide 41: Pick-up Demand Outlook
1. Product Competitiveness 2. Global Supply Chain Optimization Pick-up Demand Outlook Pick-up truck demand to reach 9% by 2030 Portfolio diversification through new segments Pick-up Truck Global Auto Demand 2030 Demand 9% * excluding China * Source: S&P Global (Dec 2025) Forecasts indicate that pick
Slide 42: North America Pick-up Market Entry
1. Product Competitiveness 2. Global Supply Chain Optimization NA Pick-up Market Entry Enter emerging markets through the Tasman North America-dedicated HEV/EREV pick-up HEV EREV Emerging North American Pick-up Market Pick-up Market (2030) In 2025, Kia successfully entered the pick-up truck market i
Slide 43: Premium HEV Features
1. Product Competitiveness 2. Global Supply Chain Optimization Premium HEV Features +4% fuel efficiency and performance, with greater comfort Enhanced competitiveness with EV-level features Fuel Efficiency Electrified EV-level TMED-II Drive Control Premium Features & Performance Next-Generation HEV
Slide 44: Global Supply Chain
1. Product Competitiveness 2. Global Supply Chain Optimization Global Supply Chain Expand production capacity Strengthen response to ICE/xHEV demand with flexible production system Production Capacity Flexible Production Next is global supply chain optimization. To respond to ICE and HEV demand, Kia
Slide 45: HEV Capacity
1. Product Competitiveness 2. Global Supply Chain Optimization HEV Capacity 690k (2026) → 1.10M (2030) in HEV sales 14.6M HEV Demand Increase HEV production capacity by 400k KHQ Sales Target 9.3 M ＫＭＸ KIN 1.1M 0.7M HEV Capacity 2026 2030 Amid the EV transition, HEV demand is expected to rise to 14.6
Slide 46: Mixed Production System
1. Product Competitiveness 2. Global Supply Chain Optimization Mixed Production System Mixed-model production enables flexible KaSK response to regulations and demand shifts. KaGA KCN KHQ AutoLand Gwangmyeong HMGMA (2sites) (9sites) AutoLand Hwaseong (2 sites) (4 sites) Mixed Production ＫＭＸ KIN of M
Slide 47: Capturing Emerging Market Demand
1. Product Competitiveness 2. Global Supply Chain Optimization Capturing Emerging KCN Market Demand ＫＭＸ KHQ KIN Meet rising ICE and xHEV demand in emerging markets through flexible production Flexible Supply via China / India / Mexico / Korea Plants Notably, Kia’s plants in Korea, India, China, and
Slide 48: EV Demand Outlook
EV Adoption Curve EV Penetration Outlook EV Demand Outlook EV penetration reaches 16.1% in 2025, 16.1% 35.6% 38.9% Early Adopters leading the demand Early Market Mainstream Market 32.2% 24.4% 28.5% -9.4 M 20.5% 28.8% 16.2% 26.5% 2023 24.2% 21.8% 19.0% 2026 16.1% 12.8% 2.5% 13.5% 34 % 34 % 16% 2024 2
Slide 49: The Chasm
EV Adoption Curve Early Majority EV Demand Outlook Drive Early Majority adoption through better affordability and broader charging access Early Market Mainstream Market The Chasm 2.5% 13.5% 34 % 34 % 16% Early Majority Late Majority Laggards To overcome the “chasm” and drive mass adoption of EVs, th
Slide 50: EV Sales Target
EV Sales Target 1mn EV sales and 3.8% M/S by 2030 EV M/S (excl. China) through innovation and supply chain resilience 2030 1.0 M 3.8 % (6.8%) 2025 0.25 M 1.7% (4.1%) Guided by a comprehensive EV strategy encompassing product innovation and a strengthened supply chain, Kia aims to achieve 1 million E
Slide 51: 3 Key Areas of EV Mass Adoption
Phases of EV Mass Adoption Mass Adoption Strategy 3 Key Areas of EV Mass Adoption: Product, accessibility, and supply chain 1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization 3 Key Areas of EV Mass Adoption To accelerate EV mass adoption, we will focus on three key
Slide 52: Product Competitiveness
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization Product Competitiveness Meet customer needs by expanding the EV line-up and enhancing product competitiveness EV Line -up EV Performance First, product enhancement. We will expand our EV line -up to address a wide r
Slide 53: Expand EV Line-up
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization Expand EV Line-up 14 14 EV models by 2030 to broaden customer reach across volume EVs and e-LCVs PV9 EV2 B-HB EV 2030 models C-SUV EV Syros EV PV7 ２ 9 3 Passenger SUV PBV A -SUV EV Starting with 11 models in 2026, K
Slide 54: Premium EV Features
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization Premium EV Features +40% more battery capacity, +9% motor output, Performance Upgrade 5th Gen. Battery new infotainment, and L2++ autonomous driving Next Generation Up to +40% +9% New L2++ Up to +15% Up to -30% E-GM
Slide 55: Improve EV Accessibility
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization Improve EV Accessibility Improve EV accessibility through more charging stations and a better customer experience EV Charging EV Engagement Second, improving accessibility. Kia will enhance EV accessibility by expan
Slide 56: EV Charging Stations
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization EV Charging Stations Expand ultra-fast charging stations and network through strategic partnerships North America Europe Korea Public Ultra-Fast 25k → 50 k + 6.1k → 17k + 2.5k → 13k + Charging Stations (2025) (2025)
Slide 57: EV Charging Stations
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization EV Charging Stations Expand charging stations (fast and standard): 240k in the U.S., 1M in Europe, 480k in Korea Overall Charging Points Charging (Ultra-Fast/Fast/Standard) Convenience Kia One App U.S. Europe Korea
Slide 58: EV Supply Chain
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization EV Supply Chain Optimize the EV supply chain to meet rising demand Supply Chain Reinforcement Third, supply chain reinforcement. Kia will optimize its EV supply chain while enhancing both product competitiveness and
Slide 59: EV Supply Chain: Korea
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization EV Supply Chain AutoLand Gwangmyeong Leverage domestic EV-dedicated plants AutoLand Hwaseong Gwangmyeong Hwaseong (Gwangmyeong & Hwaseong EVO) to enhance volume model competitiveness and diversify EVO Plant EVO Plan
Slide 60: Local Production of EVs
1. Product Competitiveness 2. Accessibility Improvement 3. Supply Chain Optimization EV Supply Chain Develop region-specific production strategies tailored KaSK KCN to demand, regulations, and market policies EV2 / EV4 EV5 KaGA KIN KMX EV6 / EV9 Local Production of EVs Syros EV / Carens EV EV3 Globa
Slide 61: Pain Points of LCV Market
Pain Points of LCV Market The current LCV market's ICE-derived, low- variety, high-volume production structure relies on external modifiers, leading to financial and environmental costs ICE Derivatives Mass Production 3rd Party Conversion Next is the PBV business. Kia’s PBV business is designed to a
Slide 62: PBV Solutions
PBV Solutions Provide customized space and solutions Minimize removals and reworks for efficient resource use Dedicated Customized OEM-Conversion (All-new EV Platform) (Space / Solution) (Minimization of Loss) In contrast, Kia’s PBVs are built on a dedicated EV platform, enabling purpose -built conf
Slide 63: Platform Beyond Vehicle
Platform Beyond Vehicle PBV: More than a vehicle, a platform Platform Beyond Vehicle. More than a vehicle, PBV is designed to be a platform. Kia will set a new benchmark for the LCV market through this approach. 63
Slide 64: Total Mobility Solution
Total Mobility Solution Deliver a Total Mobility Solution with customized hardware, software, and future technologies Total Mobility Solution Customized Software-based Future Hardware Solutions Technology PBVs will deliver a total mobility solution, integrating customized hardware, software -based s
Slide 65: eLCV Demand Outlook
2030 LCV 4.47M 2030 eLCV Demand Outlook Global Demand eLCV 1.05M Sales Target 232K Kia targets 232k annual PBV sales as eLCV demand rises to 1mn units by 2030 Korea Western Europe Other Regions (APAC, ME, LATAM, etc.) 64K 154K 41.5% 0.7M 2.13M 33.5 % 0.2M 1.76M 10.4 % LCV LCV LCV Electrification Ele
Slide 66: 2026 PBV Sales Target
2026 PBV Sales Target Q4 2025 PV5 launch (~8.5k units sold), followed by a 2026 sales target of 54k units W. Europe Global Korea 25 k units 54k units 23 k units Following its launch in Q4 2025, the PV5 recorded sales of 8,500 units. This year, Kia is targeting 54 thousand units as it initiates globa
Slide 67: PBV Business Expansion
Utility Delivery People Mover PBV Business Expansion Targeting B2B customers in three key domains: utility, delivery, and people movers In terms of customer segments, Kia has identified Utility, Delivery, and People Mover as its core targets. Kia has already secured global B2B customers in each doma
Slide 68: PBV Sales Strategy
PBV Sales Strategy Secure competitive advantage in the eLCV market Product Manufacturing Ecosystem Solution Channel To target key customers and secure competitive advantage in the eLCV market, Kia has established its PBV strategy around four pillars: product, manufacturing ecosystem, solutions, and
Slide 69: PBV Sales Strategy: Product
PBV Sales Strategy Secure competitive advantage in the eLCV market Product Product Manufacturing Ecosystem Solution Channel First, our product strategy. 69
Slide 70: PBV Line-up Expansion
2025 2027 2029 PBV Line-up Expansion Consecutive launches of PV5, PV7, and PV9 Complete the full line-up by 2029 Product Manufacturing Ecosystem PV5 Solution PV7 Channel PV9 Kia will establish a full PBV line -up with the PV5, PV7, and PV9 by 2029, addressing a wide range of customer needs. 70
Slide 71: PV5 Variations
Passenger Cargo Chassis-Cab PV5 Variations PV5 offers 3 variants: Passenger, Cargo, and Chassis-Cab Product Manufacturing Ecosystem Solution Channel Each line-up will offer multiple variants, with the 2025 PV5 available in three models: Passenger, Cargo, and Chassis -Cab. 71
Slide 72: PV5 Passenger
PV5 Passenger Passenger ( 5 / 6 / 7 -seater) WAV (Wheelchair Accessible Vehicle) Offers various seat configurations, including a WAV model for enhanced mobility PV5 Passenger Product Manufacturing Ecosystem Solution Channel The Passenger model offers various seat configurations and includes a WAV mo
Slide 73: PV5 Cargo
Standard Long High -roof PV5 Cargo Standard, Long, and High-roof body types An optimal solution for urban logistics PV5 Cargo Product Manufacturing Ecosystem Solution Channel The Cargo model offers three body types —Standard, Long, and High-roof—making it adaptable to various cargo sizes and use cas
Slide 74: PV5 Conversion Model
PV5 Conversion Model PV5 Conversion Model Passenger Cargo Chassis -cab 7 conversion models tailored to diverse needs, including Prime, Camper, Crew Van, Drop Side, and Freezer Box, etc. Product Prime Light Camper Camper Crew Open Bed Box Van Freezer Box Manufacturing Ecosystem Solution Channel Based
Slide 75: PV5 Rollout Plan
Base Conversion PV5 Rollout Plan Q1 2026 Q2 2026 Q3 2026 Q4 2026 PV5 global rollout: Europe, Korea, Asia-Pacific, the Middle East, and Latin America 6, 7-seater Passenger Prime / Light Camper Standard / High -roof Product Cargo Crew Manufacturing Ecosystem Solution Box Van / Channel Chassis-Cab Open
Slide 76: PBV Sales Strategy: Manufacturing Ecosystem
PBV Sales Strategy Secure competitive advantage in the eLCV market Manufacturing Ecosystem Product Manufacturing Ecosystem Solution Channel Second, our manufacturing ecosystem strategy. 76
Slide 77: PBV Manufacturing Ecosystem
PBV Manufacturing Ecosystem The Conversion Center and Conversion Partnership will be operated in tandem with the PBV dedicated EVO Plant Product Manufacturing Ecosystem Solution Channel Kia is building a manufacturing ecosystem dedicated to PBVs to diversify PBV line -up. Along with the PBV -dedicat
Slide 78: PBV Dedicated Plant
PBV Dedicated Plant Flexible production system that combines cell production with conveyor methods to support high-mix, low-volume production Product Manufacturing Ecosystem Solution Channel Kia’s Hwaseong EVO Plant is an eco-friendly facility dedicated to PBV production, equipped with a flexible pr
Slide 79: PBV Conversion Center
PBV Conversion Center Close to the EVO Plant for optimized routes and costs, with constant cooperation for stronger quality management Product Manufacturing Ecosystem Solution Channel The Conversion Center is strategically located near the EVO Plant to minimize vehicle movement and logistics costs a
Slide 80: PBV Conversion Partnership
PBV Conversion Partnership Meet regional demand through local conversion companies, delivering high-quality customized vehicles Conversion Partnership Product Manufacturing Ecosystem Solution Channel Kia will identify top -tier local conversion companies through its Conversion Partnership system and
Slide 81: PBV Sales Strategy: Solution
PBV Sales Strategy Secure competitive advantage in the eLCV market Solution Product Manufacturing Ecosystem Solution Channel Third, our solution strategy. 81
Slide 82: In Vehicle Infotainment
In Vehicle Infotainment B2B-specialized application on 12.9-inch IVI, with AI enhancement and OTA software updates Product Manufacturing Ecosystem Solution Channel Kia’s PBVs are equipped with a 12.9-inch IVI display designed to support B2B-optimized applications. These capabilities will be progress
Slide 83: Fleet Management System
Fleet Management System Real-time monitoring via APIs, enabling more efficient fleet management and higher productivity Product Manufacturing Ecosystem Solution Channel Leveraging data connectivity, the Fleet Management System (FMS) delivers real -time tracking of vehicle location and status, while
Slide 84: B2B Total Solution
B2B Total Solution One Billing system to manage finance, maintenance & repair, insurance, charging payments all at once Finance Maintenance Insurance Charging B2B One Billing Dedicated Installment / Lease Program Predictive Maintenance / Extended Warranty Usage-Based Insurance (UBI) One-Card Service
Slide 85: PBV Sales Strategy: Channel
PBV Sales Strategy Secure competitive advantage in the eLCV market through the 4 key sales strategies Channel Product Manufacturing Ecosystem Solution Channel Fourth, our channel strategy. 85
Slide 86: PBV Dedicated Channel
PBV Dedicated Channel PBV dedicated channel and professionals for an optimized customer experience Product Manufacturing Ecosystem Solution Channel Kia operates a dedicated channel for PBV customers, supported by a team of experts to deliver an optimized customer experience. 86
Slide 87: On & Offline Channels
Offline Online On & Offline Channels Dedicated website and dealer network to expand PBV customer touchpoints online and offline Product Manufacturing Ecosystem Solution Channel PBV Dealers & PBV Centers PBV Website Offline, customers can directly experience a wide range of PBV models through dedicat
Slide 88: PBV Professionals
Sales Service PBV Professionals PBV professionals delivering specialized sales consultation and servicing PBV Professionals Product Manufacturing Ecosystem Solution Channel PBV Expert PBV Master Kia supports B2B customers through specialized personnel, including PBV Experts for sales and PBV Masters
Slide 89: B2B Operational Support
Purchase Maintenance B2B Operational Support End-to-end customer support from purchase to operation, with 24/7 online support and uptime management PBV Specialized CXJ Product Manufacturing Ecosystem Solution Channel 24H Customer Support Uptime Management Services Kia provides 24/7 digital support a
Slide 90: PBV Vision
PBV Vision PBV Objectives and Achievements Strategic Vision A scalable PBV platform with flexible hardware that enhances customer value Pain Points of the LCV Market through robotics and AI High Modification Costs Physical AI (Robotics) Beyond the LCV market, Solution = PBV PBV + Agentic AI (S/W)… e
Slide 91: Ex-Growth Strategy
PART. ２ Ex- Growth Strategy 2026 CEO Investor Day Movement that inspires Next is the ex -growth strategy by region. 91
Slide 92: 2030 Ex-Growth Strategy
Exponential Growth Strategy 2030 Ex- Growth Strategy U.S. Sales Strategy Europe Sales Strategy Emerging Markets Sales Strategy Strengthen HEV / SUV Sales Strengthen EV Sales Strengthen Sales in EM including India To achieve ex-growth, Kia has developed market -specific strategies to expand sales acr
Slide 93: U.S. Auto Demand
Industry Demand 16.3 16.3 16.3 U.S. Strategy (Unit : Million units, Mix %) 16.0 Industry Demand ICE Amid stagnant demand, 9.4 (58%) 7.2 (45%) xHEV xHEV sales to achieve solid growth, 12.6 (77%) 11.5 (71%) U.S. Auto Demand EV by capturing traditional ICE demand xHEV CAGR ※ vs. 2025 outlook : EV mix -
Slide 94: U.S. Sales Target
6.2% (Unit : Thousand units / Mix %) (M/S) U.S. Strategy 5.2% 1,020 ICE Sales Target xHEV 874 Total sales of 1.02 million units by 2030 EV 473 (46%) with 474k units of xHEV U.S. Sales Target 689 (79%) 474 47% 17% 151 (17%) 34 (4%) 73 (7%) 2025 2030 Our U.S. sales target for 2030 is 1.02mn units, wit
Slide 95: Sales Growth Strategy
U.S. Strategy Sales Growth Strategy Establish flexible system for market changes, Increase SUV sales and secure new growth drivers 1. Flexible System for market changes 2. SUV Sales Growth 3. Secure New Growth Drivers To achieve an ambitious 6.2% of market share, Kia will proactively respond to mark
Slide 96: HEV Line-up Expansion
2025 2026 2027+ U.S. Strategy HEV Line-up Expansion Number of HEV Models Niro Telluride K5 (2027) (Kia HQ) (KaGA) (Kia HQ) Offer HEV line-up across all models * Sales Volume and Sales Mix and increase HEV sales mix Sportage Seltos K4 (2028) (Kia HQ) (Kia HQ) (KMX) 4 models 8 models 132k units (15%)
Slide 97: Production Expansion: Reshoring
Reshoring Trend in the U.S. Uncertainty in Trade Policy Shifts in Electrification Trend U.S. Strategy Production Expansion Expand U.S. production to adapt to changing trade policies & market demand The reshoring trend is ongoing in the U.S. market. 97
Slide 98: Production Expansion: Trade Policy
Reshoring Trend in the U.S. Uncertainty in Trade Policy Shifts in Electrification Trends U.S. Strategy Production Expansion Expand U.S. production to adapt to changing trade policies & market demand And uncertain trade policy prevails. 98
Slide 99: Production Expansion: Electrification Shifts
Reshoring Trend in the U.S. Uncertainty in Trade Policy Shifts in Electrification Trends U.S. Strategy Production Expansion Expand U.S. production to adapt to changing trade policies & market demand At the same time, market volatility is rising amid rapid shifts in electrified vehicle demand. 99
Slide 100: Increase North American Production Ratio
Increase North American Production Ratio (56% → 67%) U.S. Strategy Production Expansion (Unit : Thousand units / Mix %) Production by Plant 1,020 Local Production Plan by Propulsion Type (KaGA, HMGMA, KMX) Expand U.S. production to adapt to Non-NA 874 (Unit : Thousand units / Mix %) 685 changing tra
Slide 101: Production Expansion
U.S. Strategy Production Expansion Expand U.S. production to adapt to changing trade policies & market demand Kia will enhance its resilience to external factors —including policy, tariffs, and supply chain dynamics —by expanding local production, thereby structurally mitigating market uncertainties
Slide 102: SUV-Centric Market
U.S. SUV Demand U.S. Strategy SUV Sales Strategy Strengthen ‘SUV brand’ image Other SUV Mix by developing high-volume (100k+) models SUV-Centric Market 38% U.S. SUV 10.2M units 62% 2030 * Total U.S. Demand : 16.3M units * +2%p above 2026 level of 60% * SUV : Excluding MPV / Pick-up In the U.S. marke
Slide 103: SUV Sales Strategy
Sales Target and SUV Mix Establish Full SUV Line-up U.S. Strategy SUV Sales Strategy (Unit : Thousand units) SUV Sales Growth in line with Market Demand Develop High-volume Models (100k+ Units) 1,020 Strengthen ‘SUV brand’ image Non-SUV 874 Sub-Compact SUV Mid-Size SUV Entry SUV Compact SUV by devel
Slide 104: Sportage
U.S. Sub-Compact SUV Demand Sportage Sales U.S. Strategy Sportage (Unit : Thousand units / Mix %) Highest-volume Segment in SUV (Unit : Thousand units / Mix %) M/S within Segment 7.1% 10,200 6.0% Expand presence in the high-volume Other SUVs Other SUVs 9,792 643 SUV segment through 200k+ Sportage sa
Slide 105: Sportage HEV Mix
Increase HEV Mix in Line with Demand U.S. Strategy Sportage 68% Expand presence in the high-volume 38% SUV segment through 200k+ Sportage sales In response to shifting demand trends, we will expand the Sportage HEV mix to 68% by 2030. 105
Slide 106: Telluride
U.S. Mid-Size SUV Demand Telluride Sales U.S. Strategy Telluride (Unit : Thousand units / Mix %) Solid Demand and xHEV Mix Growth (Unit : Thousand units / Mix %) 10.1% 1,784 M/S within Segment Drive growth momentum and profitability by ICE 1,718 ICE 7.2% 180 scaling Telluride production to 180k+ uni
Slide 107: Telluride Production Capacity
Telluride Production Capacity U.S. Strategy Telluride (Unit : Thousand units) 180 Drive growth momentum and profitability by scaling Telluride production to 180k+ units +41% 128 Meet Telluride Demand, Expand Production Capacity Expand New PT (HEV) to meet rising demand 68 +88% Launch & Build Up Volu
Slide 108: Telluride New Powertrain Launches
Build a Leading Eco-Friendly Brand Image through New PT Launches U.S. Strategy Telluride Drive growth momentum and profitability by scaling Telluride production to 180k+ units HEV New Launch EREV 2026 2029 Building on our HEV expansion, we will sequentially introduce additional powertrain options —i
Slide 109: Telluride Powertrain Targeting
U.S. Strategy Telluride 10% Drive growth momentum and profitability by Mid-size SUV scaling Telluride production to 180k+ units Powertrain-based targeting strategy to capture diverse demand M/S Through a powertrain -based targeting strategy across HEV, ICE, and X-Pro models, we will effectively segm
Slide 110: Seltos
U.S. Entry SUV Demand Seltos Sales U.S. Strategy Seltos (Unit : Thousand units / Mix %) xHEV Demand Growth within Segment (Unit : Thousand units) M/S within Segment 6.7% Capture first-time buyer demand by 1,378 1,423 4.1% ICE implementing targeted strategies 95 xHEV with entry level Seltos EV 50% 56
Slide 111: Seltos HEV Launch
U.S. Entry SUV Demand Seltos Sales U.S. Strategy Seltos (Unit : Thousand units / Mix %) xHEV Demand Growth within Segment (Unit : Thousand units) M/S within Segment 6.7% Capture first-time buyer demand by 1,378 1,423 4.1% ICE ICE implementing targeted strategies 95 xHEV HEV with entry level Seltos 5
Slide 112: Customer-specific Strategy
Programs for First-time Buyers Drive Trade-ins from Soul and Niro Owners U.S. Strategy Seltos Capture first-time buyer demand by implementing targeted strategies Customer-specific Strategy with entry level Seltos Reflecting the characteristics of entry SUV customers, we will expand sales to first -t
Slide 113: Entry into the Pick-up Market
U.S. Strategy Entry into the Pick-up Market & New PT Development Unlock growth opportunities by entering the key Pick-up segment and launching a new EREV powertrain Entry into the Pick-up Market New PT (EREV) Launch (2029) To drive mid -to long-term growth in the U.S. market, Kia will expand into th
Slide 114: U.S. Pick-up Market
Entry into the Pick-up Market New PT (EREV) Launch (2029) U.S. Strategy Entry into the Pick-up Market *BoF Pick-up Truck & New PT Development Other Pick-up Demand Share Unlock growth opportunities by entering the key Pick-up segment and launching a new EREV powertrain 81% Pick-up Truck 3.1M units 19
Slide 115: EREV Line-up
Entry into the Pick-up Market New PT (EREV) Launch (2029~) U.S. Strategy Entry into the Pick-up Market EREV Line-up Telluride EREV BoF Pick-up Truck EREV & New PT Development Unlock growth opportunities by entering the key Pick-up segment and launching a new EREV powertrain ※ EREV System Kia’s propr
Slide 116: Europe Auto Demand
Industry Demand 15.6 15.6 Europe Strategy (Unit : Thousand units / Mix %) 14.9 14.9 Europe* Industry Demand ICE 5.3 (34%) Industry CAGR EV market growth expected to continue xHEV 9.3 (62%) 8.3 (56%) 6.9 (44%) +1% despite weak industrial demand EV 3.6 (23%) ※ However, easing CO₂ regulations Europe Au
Slide 117: Europe Sales Target
4.8% (Unit : Thousand units / Mix %) (M/S) Europe Strategy 3.4% 746 ICE Sales Target xHEV 508 127 (17%) Lead the EV market with 494k EVs EV contributing to total sales of 746k units by 2030 125 (17%) Europe Sales Target 270 (53%) vs. Market EV Share 124 (24%) 494 (66%) +23%p 114 (23%) 2025 2030 By 2
Slide 118: EV Sales Strategy
Europe Strategy Sales Growth Strategy Ramp up EV sales and consolidate sustainable growth foundation EV Sales Strategy Building Sales Momentum We will expand EV sales through a full EV line -up and scale up our PBV business in line with electrification trends in the LCV segment. At the same time, we
Slide 119: Europe B/C EV Demand
Europe B/C EV Demand Europe Strategy Passenger EV (Unit: Thousand units) 20% (EV4 / B-HB EV) 1,327 Secure passenger EV demand Highest-volume Segment C seg. B seg. with EV4 and unlock incremental 16% 643 in Passenger EVs Share within EV (%) volume with the first-ever SDV (B-HB EV) +214% 422 56% Share
Slide 120: Passenger EV Sales Target
Passenger EV Sales Target Europe Strategy Passenger EV (Unit : Thousand units) 6.0% Strengthen Market Competitiveness by launching new models (EV4 / B-HB EV) EV4 B-HB EV B-HB EV Secure passenger EV demand EV4 79 2027 with EV4 and unlock incremental M/S within Segment 1.1% volume with the first-ever
Slide 121: Europe B-SUV EV Demand
Europe B-SUV EV Demand Europe Strategy B-SUV EV (Unit : Thousand units) 17% (EV3 / EV2) 1,141 Lead the mass-market EV adoption with affordable, compact SUV EV models Strongest-growth Share within EV (%) 12% driven by Affordability 317 +260% 2025 2030 The B-SUV EV segment in Europe is expected to see
Slide 122: B-SUV EV Sales Target
B-SUV EV Sales Target Europe Strategy M/S within Segment B-SUV EV (Unit: Thousand units) 20.6% Build Up Volume EV Models in the fastest-growing market (EV3 / EV2) 13.8% EV3 EV2 EV2 Lead the mass-market EV adoption with EV3 157 affordable, compact SUV EV models 67 +136% 108 49 2025 2030 Since its 202
Slide 123: Europe C-SUV EV Demand
Europe C-SUV EV Demand Europe Strategy C-SUV EV (Unit : Thousand units) Share within EV (%) 32% (EV5, New C-SUV EV) 21% Capture the largest segment market demand by capitalizing on EV5’s initial success to develop Highest-volume Segment 1,393 the next best-selling model in European Market 842 +65% 2
Slide 124: C-SUV EV Sales Target
C-SUV EV Sales Target Europe Strategy C-SUV EV (Unit : Thousand units) 8.7% Build Up Volume Models by leveraging Kia’s SUV Heritage (EV5, New C-SUV EV) New C-SUV EV 122 Capture the largest segment market demand by EV5 EV5 C-SUV EV 2029 capitalizing on EV5’s initial success to develop M/S within Segm
Slide 125: Europe eLCV Demand
Europe eLCV Demand Europe Strategy PBV Business (Unit : Thousand units) 11% Expansion Strategy 715 Enter new market with PV5 and expand eLCV demand coverage through PV7 & 9 Demand Growth driven by Share within EV (%) 9% LCV Electrification 230 +211% 2025 2030 As the European EV market continues to e
Slide 126: PBV Sales Target Europe
PBV Sales Target Europe Strategy PBV Business (Unit : Thousand units) 18.6% Establish market leadership by offering customer-tailored conversion options Expansion Strategy 133 Enter new market with PV5 and expand PV9 PV7 18 PV5 PV7 2027 PV9 2029 eLCV demand coverage through PV7 & 9 M/S within segmen
Slide 127: xHEV Demand Growth in EV Transition
Europe Short-term Demand Europe Strategy xHEV Supply & Sales (Unit : Thousand units) 15,578 Expansion in the Non-xHEV 14,917 EV Transition Period xHEV Demand Growth xHEV 12,122 (78%) Capture opportunities in the EV transition period by expanding the HEV portfolio and diversifying in the EV Transitio
Slide 128: xHEV Supply & Sales Expansion
Expansion of xHEV Line-up and Supply Bases Europe Strategy xHEV Supply & Sales (Unit : Thousand units / Mix %) KaSK Expansion in the Kia HQ 143 EV Transition Period +19k units 124 Capture opportunities in the EV transition period (+15%) KMX NIRO SPORTAGE SORENTO SELTOS K4 by expanding the HEV portfo
Slide 129: Sales Channel Diversification
Demand by Sales Channel in Europe Sales Mix by Channel in Europe Europe Strategy Sales Channel (Unit : Million units) Fleet Diversification Drive sales volume growth by Private Fleet 54% expanding fleet share 46% 6.4 Total Demand in Europe 54% Private Sales Mix by Channel in Sales Mix by Fleet Chann
Slide 130: Financial Partnership for Fleet Sales
Europe Strategy Sales Channel Diversification Optimize sales across Drive sales volume growth by expanding fleet share channels by strengthening Leverage HMG Synergies Collaboration with financial partnership Local Major Financial Companies To drive fleet sales growth, we will reinforce our EV line
Slide 131: Emerging Markets Auto Demand
Emerging Markets Strategy Industry Demand 22.4 (Unit : Million units) 19.7 +3% Industry Demand Others (CAGR) Projected to outpace developed markets India +8% 13.4 with continued growth momentum Emerging Markets* (CAGR) +2% 17.0 15.2 Auto Demand 11.0 +7% (CAGR) (CAGR) *Emerging markets : India / 4.5
Slide 132: Emerging Markets Sales Results
(Unit : Thousand units) 5.0% +0.6%p Emerging Markets Strategy (M/S) Others 996 Sales Results India 4.4% Growth supported by increased volume model 561 +435k units sales and supply strategies in emerging markets such as India Emerging Markets 716 Sales Results 421 280 140 2020 2025 We have achieved t
Slide 133: Emerging Markets Sales Target
(Unit : Thousand units) 6.6% +1.6%p Emerging Markets Strategy (M/S) Non-India 1,484 Sales Target India 5.0% Pursue sustainable long-term growth +489k units 996 based on existing sales momentum 1,074 716 410 * Mexico / Asia Pacific / 280 Middle East & Africa / Central & South America / CIS 2025 2030
Slide 134: Regional strategies in emerging markets
Emerging Markets Strategy CIS +51k Sales Target Scale up key markets through CKD (Kazakhstan Sportage, Uzbekistan K3) Asia / Pacific Deploy region-specific strategies tailored Latin America +125k to each of the emerging markets *Including Mexico +106k Expand ASEAN presence via HMG hub Solidify No. 1
Slide 135: India Line-up Expansion
Sales Results and Mid- to Long-Term Target in India Emerging Markets Strategy India Line-up Expansion (Unit : Thousand units) 6.3% 7.6% Target 410k unit sales by 2030 with 5.8% 410 demand-driven line-up and diversified electrified model offerings (M/S) 280 1.5% 140 45 2019 2020 2025 2030 In India, o
Slide 136: Electrified Model Line-up Expansion
2025 2026 2029 Emerging Markets Strategy Electrified Model * India-produced models 11 3 4 4 Line-up Expansion Number of Electrified Models Carens EV Syros EV Sonet HEV 8 Achieve sales growth and comply with regulations by utilizing locally produced Sorento HEV Carens HEV HEV and strategic EV models
Slide 137: Dealer Network Enhancement
Dealer Status in India by Year Emerging Markets Strategy (Unit : Units, Locations) 513 Dealer Network Number of Dealers 518 Enhancement SPD* 800 271 Drive sales growth through ongoing dealer network expansion and enhanced 540 business capabilities 166 Expand Dealer Network and Enhance Business Capab
Slide 138: B-SUV, Largest Segment in Emerging Markets
Developed Markets Emerging Markets Emerging Markets Strategy (Unit : Share, %) Volume SUV Sales Growth C SUV B SUV Enhance product competitiveness and expand supply/sales of Seltos & Sonet to lead the highest-volume B-SUV segment B-SUV, the Largest Segment in Emerging Markets 12% 17% 18% 10% *Develo
Slide 139: Seltos & Sonet as Key Volume Drivers
Emerging Markets Emerging Markets Strategy (Unit : Share, %) SELTOS Volume SUV Sales Growth Upper 205k units Enhance product competitiveness and expand Seltos & Sonet as supply/sales of Seltos & Sonet to lead the highest-volume B-SUV segment Key Volume Drivers to capture Largest Volume segment B SUV
Slide 140: Flexible Supply Chain
Emerging Markets Strategy KCN Supply Chain Strategy Secure supply flexibility KMX KIN by expanding local CKD operations in emerging markets and China Flexible Supply Chain to reach 1.48mn unit sales To support our 1.48 million unit sales target in emerging markets, we will strengthen our global supp
Slide 141: CKD Mix Expansion
Emerging Markets Strategy (Unit : Thousand units / Mix %) Supply Chain Strategy CBU 1,484 Secure supply flexibility CKD Mix Expansion CKD 996 by expanding local CKD operations in emerging markets and China reflecting Local CKD Sales Proportion Market Conditions +94k +4%p 9% 94 188 13% 2025 2030 By 2
Slide 142: Growth strategy summary
SUV Leadership Electrified Vehicle Line-up Entry into New Segment Region-Specific Strategies (xHEV/EV) (PBV/Pick-up) Five years after declaring its Total Transformation in 2021 and driving comprehensive transformation across its brand, products, and operations, Kia has become one of the fastest-grow
Slide 143: SDV, Autonomous Driving, Robotics
SDV · Autonomous Driving Robotics- Driven Advancement Manufacturing Innovation While further strengthening its competitiveness in the traditional automotive industry, Kia is proactively preparing for the transformation of the future mobility landscape, driven by autonomous driving and robotics. In p
Slide 144: Autonomous driving leadership
SDV · Autonomous Driving Robotics- Driven Advancement Manufacturing Innovation Leading Kia’s autonomous driving efforts, President Minwoo Park is a world -class expert in autonomous driving, having served as a core member of the Tesla Autopilot team and led the development of Tesla Vision. He later
Slide 145: Boston Dynamics presenter
SDV · Autonomous Driving Robotics- Driven Advancement Manufacturing Innovation Turning now to robotics, we are honored to welcome the presentation by Mr. Jack Jakowski, Chief Product and Technology Officer of Boston Dynamics, the world’s leading robotics company and a strategic partner jointly inves
Slide 146: Future Strategy
PART. 3 Future Strategy 2026 CEO Investor Day Movement that inspires 146
Slide 147: Autonomous Driving
Autonomous Driving Minwoo Park President and Head of AVP Division & CEO of 42dot Good afternoon. I am Minwoo Park, Head of AVP Division at Hyundai Motor Group and CEO of 42dot. Thank you for joining us today. I will outline the strategic direction of SDV and autonomous driving, as well as the timeli
Slide 148: Paradigm Shift
Tech- Centric Competition Data- Centric Competition Autonomous Driving Strategy Paradigm Shift Conventional Competitiveness AI-Era Competitiveness Key Factors in Autonomous Driving Technological Edge Fast & Reliable Data Collection Performance STD Data coverage expansion Data Learning Continuous Dat
Slide 149: Data Flywheel
Autonomous Driving Strategy SDV Standard Platform Data Union Data Learning Data Flywheel In-house SDV Architecture CODA Collection HMG Standard Data Synergy Integrated Operating System CODA OS Global Partner Data Collaboration Data Sensor Standardization Flywheel Global Data Generation Performance E
Slide 150: 2-Track Approach
Track 1 Track 2 Autonomous Driving Strategy Faster Time-to-value Data Secure Leadership Learning 2-Track Approach Collection Advanced Global Partnership Internalized Technology In-house Tech Standardization of Sensor and System Virtuous Cycle accelerated Enhance Internalized E2E models by global sal
Slide 151: Kia First SDV
Autonomous Driving Platform Service & Solution Platform Autonomous Driving Strategy SDV Platform Connect Platform Kia First SDV First practical implementation of 2-track approach First SDV Car Launch CODA Pleos Connect E2E Autonomous Driving Model Vehicle Mgmt & Mobility Service CODA OS Gleo AI Lv2+
Slide 152: Mid-to-long-term Roadmap
2027 2028 2029 Late 2030 Autonomous Driving Strategy Mid-to-long-term SDV Pace Car First Mass-produced SDV Full Stack SDV Model Robotaxi Dedicated Model Roadmap CODA Lv4 Applied CODA Lv2++ Applied Highway/Urban areas CODA Mass-produced SDV CODA Field operation Alongside the first mass -produced SDV
Slide 153: Action Plan
Autonomous Driving Strategy HMG Autonomous Driving Technology Development Autonomous Driving Validation Large-Scale Application Action Plan Safety Reliability Sustainability Scalability Comply with Enhance Advanced in-house Global Safety Global Product Top priority Secure through Develop tech for fo
Slide 154: Safe, Intelligent and Sustainable Future Mobility
Safe, Intelligent and Sustainable Future Mobility The SDV and autonomous driving technologies being advanced by Hyundai Motor Group go beyond technological innovation alone. They represent our broader journey toward building a sustainable mobility ecosystem through global partnerships and strong in
Slide 155: Boston Dynamics
Boston Dynamics 9) O BostonDynamics pa a“ - 155
Slide 156: Boston Dynamics as a Robotics Leader
Boston Dynamics as a Robotics Leader 156
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Slide 158: Boston Dynamics Vision
Boston Dynamics Vision Go Anywhere Understand Surroundings Manipulate Anything General Purpose Robots become ubiquitous in 10 years Robotics Leader Strategic Differentiation HMG Synergy 158
Slide 159: Boston Dynamics - Strategic Differentiations
Boston Dynamics - Strategic Differentiations 159
Slide 160: Deployment & Data Collection
Deployment & Deployment & Data Collection Data Collection Deployment Training Data-collection HMG-wide internal deployment pipeline secured Scale to 25,000 robots deployed RMAC to accelerate iteration with field data Robotics Leader Strategic Differentiation Robot Metaplant Application Center 25,000
Slide 161: Physical AI & VLA Development
Physical AI & Positioned to win Physical AI & VLA Development VLA Development AI Infrastructure Real-world Data Partnership $500M+ invested in AI infrastructure and talent Real-world data flywheel to scale Physical AI & VLA Digital Twin/ AI Insights Strategic AI partnerships: Google DeepMind, NVIDIA
Slide 162: Synergy with the HMG Ecosystem
Synergy with Synergy with the HMG Ecosystem the HMG Ecosystem Core parts SCM Scaling Leveraging the HMG ecosystem across core parts, supply chain, and manufacturing scale-up Next Generation HMG Purchasing Power & Supply Chain Scaled Manufacturing Planning in Progress Atlas Actuation with Mobis 162
Slide 163: Best in Class, Real World Tested Hardware & Robot Controls Tech Stack
Best in Class, Real World Tested Hardware & Robot Controls Tech Stack 163
Slide 164: Application Roadmap
Application Roadmap Product Now Long term Expanding from proven deployments Predictive Security Last Mile to higher-value use cases to increase Spot Maintenance Patrol Delivery utilization and broaden enterprise adoption Truck Case Truck Stretch Unload Pick Load Repetitive Straining Heavy Object Atl
Slide 165: HMG Synergy
HMG Synergy 165
Slide 166: Spot & Stretch in Last Mile Delivery
Spot & Stretch in Boston Dynamics Kia Future Last Mile Delivery Stretch PBV Kia will introduce mid-size PBVs (PV7/PV9), Unlocking new business opportunities in Flexible logistics platform designed for designed to meet global carrier demand last mile delivery through Kia-Boston Dynamics synergy Captu
Slide 167: Spot & Stretch in Last Mile Delivery
Spot & Stretch in Loading at Distribution Center Automated Cargo Handling in PBV Final Delivery Last Mile Delivery Automated Stretch reduces injuries and increases uptime Robot arm (ASRS) automates cargo handling inside PBV Spot helps by climbing stairs and carrying heavy items An integrated PBV, Sp
Slide 168: Atlas at HMG Plants
Atlas at HMG Plants Vision Application Strategy Benefits Human-centered Physical AI to enhance safety, productivity, and quality, supported by 16 high-value task opportunities and 25K+ identified internal demand Robotics Leader Human-centered Physical AI to Focus on parts sequencing tasks, As well a
Slide 169: High Level Deployment Plan
High Level High Level Deployment Plan Deployment Plan 2027 2028 2029 2030 2031 2032 2033 2034+ Phased deployment from pilot to global scale Sequencing Pilot @ HMGMA (In Progress) across sequencing and assembly operations HMGMA Deployment Kia GA → Global Deployment Robotics Leader Assembly In Develop
Slide 170: Overhead tasks presenting a falling object hazard
“ Overhead tasks presenting a falling object hazard ” Priority Workstream - Safety related Muffler installation a Qn jon Auxiliary battery installation 170
Slide 171: Heavy material handling tasks
“Heavy material handling tasks presenting physical strain and productivity loss ” Priority Workstream - Productivity related Wiring loading & installation Floor mat loading & installation Hood stay removal HPCU loading & installation Hood lifter ins 171
Slide 172: Quality-control tasks impacting customer safety
“ Quality - control tasks impacting customer safety ” TSF Priority Workstream - Quality related Fuel and brake line installation Curtain airbag installation Brake pedal installation ing & installation Luggage side trim loading & installation 172
Slide 173: Priority Workstream
Priority Workstream Safety Productivity Quality 173
Slide 174: Human X Humanoid
Priority Workstream Human X Humanoid Safety, productivity, quality innovation through human - centered Al robotics 174
Slide 175: Financial Strategy
PART. 4 Financial Strategy 2026 CEO Investor Day Good afternoon. This is Seung Jun Kim, CFO of Kia. I will walk you through Kia’s financial strategy. 175
Slide 176: Top-Line Growth
Fastest-Growing Company 2025 Review Top-Line Growth +13% CAGR Volume Growth (Unit : ‘000 units) ASP (Unit : mn KRW) Achieved revenue growth above the (+7% vs. Industry 114.1 industry average through volume Average) 107.4 expansion and ASP improvement 99.8 2021 2,776 2021 27.1 86.6 CAGR CAGR +3% +9%
Slide 177: Profitability
Most Profitable Company 2025 Review 11.6% 11.8% Profitability Operating Profit Margin SUV Sales Proportion Residual Value 10.7% (excl. U.S. tariffs) Delivered a differentiated operating 8.4% 69% profit margin, driven by product +4.8%p 8.0% 7.3% +6.5%p 산업 Leader quality and brand power, despite 96% a
Slide 178: Top-Tier Credit Ratings
Global Credit Ratings Korean Credit Ratings 2025 Review Top-Tier Credit Ratings A- A3 AAA Retained A-Level Credit Ratings, the industry’s top tier, despite an unfavorable and challenging business environment Korean Credit Rating Agencies * Korea’s 3 major credit rating agencies : Korea Investors Ser
Slide 179: 2026 Business Plan
Wholesale Electrified Vehicle Sales Global Market Share 2026 Plan 2026 (Unit : ‘000 units) 3,350 (Unit : Share %, ‘000 units) 1,122 Business Plan HEV +45% 3.8% 3,136 +6.8% PHEV 773 Continue strengthening global market EV 691 (21%) leadership through strong sales growth +48% supported by electrified
Slide 180: 2026 Financial Plan
Revenue Operating Profit Investment 2026 Plan 2026 (Unit : trn KRW) 122.3 (Unit : trn KRW) 8.3% (Unit : trn KRW) 10.1 Operating Profit 8.0% Financial Plan 114.1 +7.2% Margin 8.9 +13.7% 10.2 Expand future business investments by leveraging top-line growth and 9.1 +12.4% enhancing profit capabilities
Slide 181: OP Bridge
2026 Plan +1.1 2026 Incentive Others Cost OP Bridge Increase Improvement 10.2 ASP Increase Despite rising incentives from intensified F/X 9.1 Sales / Mix competition and conservative F/X assumption, Tariffs Operating profit growth continues on the back of volume growth, mix improvement, higher ASP,
Slide 182: Mid-to Long-Term Financial Target
2025 2028 2030 Mid-to Long-Term Financial Strategy Mid-to Long-Term Financial Target Top-Line Growth (Revenue) 114trn 150trn 170trn Drive mid-to long-term top-line growth and high profitability through product strategy and cost competitiveness Profitability(OPM) 8% 9% 10% Localization/ Exponential G
Slide 183: Short/Mid-to Long-Term Strategic Tasks
Short-term Mid-to Long-term Mid-to Long-Term Financial Strategy Short/Mid-to Long-Term Exponential Growth 1-1 Maximization of Refresh all SUV lines 2025~2028 New Model Effect (Telluride, Seltos, Sportage, etc.) 1-2 xEV Scale-Up 2030 sales mix 52% xEV vs. 48% ICE HEV 15% in 2025 → 27% in 2030 Strateg
Slide 184: Expand Investment Focusing on Future Business
Continuous Expansion of Investment Investment Efficiency Mid-to Long-Term Investment Strategy Expand Investment (Unit : trn KRW) New 5-Year Plan (2026~2030)) (Unit : trn KRW) Previous vs. New 5-Year Investment Plan 11.3 Focusing on Future Business Previous 5-Year Plan (2025~2029) Strategic Inv. 9.5
Slide 185: Business Performance & Shareholder Return Growth
Total Shareholder Return (TSR) Dividend Per Share (DPS) Corporate Value Enhancement Business Performance & (Unit : KRW) 35% 6,800 x6.8 Growth Shareholder Return Growth 6,500 Vs. 2020 Grow alongside shareholders by sharing the 5,600 (x5.1 net income growth) fruits of business operations through incre
Slide 186: Shareholder Return Policy
Corporate Value Enhancement 35% Shareholder Return Policy Set mid-to long-term TSR target to above 35% Over Stable profit return based on dividends Minimum KRW 5,000 DPS Maintain gradual upward growth of DPS 25% Dividend Keep strengthening dividend-based shareholder return and enhancing capital effi
Slide 187: Financial goals presented at 2022 CEO Investor Day
These are the financial goals we had presented at the 2022 CEO Investor Day. At the time, we were facing a difficult environment in the automotive industry due to the pandemic, and the targets we set were viewed as too aggressive. However, here we stand, exactly where we promised we would be. 187
Slide 188: Kia in 2030
KIA in 2030 01 Wholesale (units) 02 Market Share 03 Revenue (KRW) 04 Operating Profit (KRW) KIA in 2030 +1mn 4.5% 170trn 17trn Present Kia’s new 2030 mid-to long-term business & financial goals 3.14mn in 2025 → 4.13mn in 2030 +1.0%p vs. 2025 +49% vs. 2025 (114trn) +87% vs. 2025 (9.1trn) Once again,
Slide 189: Disclaimer
Disclaimer In the presentation and in related comments by Kia Corporation’s management, our use of the words “expect,” “anticipate,” “project,” “estimate,” “forecast,” “objective,” “plan,” “goal,” “outlook,” “target,” “pursue” and similar expressions is intended to identify forward looking statement