Slides
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Frankfurt, June 24
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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 in this context do not constitute an offer, invitation or recommendation to purchase or subscribe for any shares or other securities issued or to be issued by Continental Aktiengesellschaft or any subsidiary (hereinafter jointly called “Continental”) and neither shall any part of it form the basis of, or be relied upon in connection with, any contract or commitment concerning the purchase or sale of such shares or other securities whatsoever. Neither Continental Aktiengesellschaft nor any of its affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss that may arise from any use of this presentation or its contents or otherwise arising in connection with this presentation. This presentation, as well as remarks/comments and explanations in this context, includes assumptions, estimates, forecasts and other forward-looking statements, including statements about our beliefs and expectations regarding future developments as well as their effect on the results of Continental. These statements are based on plans, estimates and projections as they are currently available to the management of Continental. Therefore, these statements speak only as of the date they are made, and we undertake no obligation to update publicly any of them in light of new information or future events. Furthermore, although the management is of the opinion that these statements, and their underlying beliefs and expectations, are realistic as of the date they are made, no assurance can be given that the expected developments and effects will actually occur. Many factors may cause the actual development to be materially different from the expectations expressed here. Such factors include, for example and without limitation, changes in general economic and business conditions, fluctuations in currency exchange rates or interest rates, the introduction of competing products, the lack of acceptance for new products or services and changes in business strategy. All statements with regard to markets or market position(s) of Continental or any of its competitors are estimates of Continental based on data available to Continental. Such data are neither comprehensive nor independently verified. Consequently, the data used are not adequate for and the statements based on such data are not meant to be an accurate or proper definition of regional and/or product markets or market shares of Continental and any of the participants in any market. Unless otherwise stated, all amounts are shown in millions of euro. Please note that differences may arise as a result of the use of rounded amounts and percentages.
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Agenda 01 0402 CEO Nikolai Setzer CFO Olaf Schick ContiT ech Philip Nelles 11:30-11:45 12:45-13:0011:45-12:05 03 Tires Christian Kötz, Roland Welzbacher 12:05-12:45
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Nikolai Setzer | CEO
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5 Era of Execution Announced at Last CMD ERA OF SUCCESS Value accretive outperformance ERA OF DECLINE Deterioration of profitability ERA OF RECALIBRATION Stabilization and laying foundation ERA OF EXECUTION Excellence through transformation 2010–2018 2018–2020 2020–2023 2024+
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6 Increasingly Volatile Environment Requires More Flexibility and Agility TECHNOLOGICAL TRANSFORMATION MACROECONOMIC DEVELOPMENT GLOBAL SUPPLY CHAIN AND TRADE DISRUPTIONS › Industry undergoing rapid transformation › Digitalization and regional mix shifts › Intensifying competition from new entrants › Changing markets with low predictability and demand fluctuation › Increasing cost pressure › Geopolitical tensions around the world › Increasing protectionism and trade barriers, e.g. tariffs
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7 Strong Progress in Accelerated Transformation Operational improvement Transformation ERA OF EXECUTION Excellence through transformation 2024+ Strengthening independent group sectors › Significant restructuring AUTOMOTIVE › Spin-off of Automotive group sector › Complexity reduction and OESL turnaround CONTITECH › Sale of OESL and ContiTech group sector › Portfolio management TIRES › Optimizing management structures
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8 Performance Improved Through Significant Self-help IMPROVEMENT THROUGHOUT THE YEARS CONTINUATION IN Q1 2025 5.6% 6.8% Q1 2024 Q1 2025 Adj. EBIT Adj. EBIT margin 2.1% 6.0% 1 Adjusted EBIT as reported in the respective year. 2 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 3 Calculated without application of IFRS 5, i. e. without ceased depreciation on discontinued operations. Adjusted EBIT margin including application of IFRS 5: 6.6%. Automotive Improvement +360 bps 2 2 2 2 CONTINENTAL GROUP 1 FY 2021 FY 2024 Adj. EBIT Adj. EBIT margin 3
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9 1.9 bn Most Profound Transformation with Automotive Spin-off as Top Transformation Priority Notes: Figures based on FY 2024 sales. 1 Based on the Consolidated Financial Statements of Automotive(incl. Contract Manufacturing). 2 Pro-forma figures before carve-out effects and further adjustments. TODAY STRONG INDEPENDENT PLAYERS 35% 11% 5% 49% 39.7 bn CONTINENTAL GROUP 13.9 bn 19.6 bn 4.5 bn AUMOVIO1 OESL2 CONTITECH2 TIRES Automotive Spin-off OESL Sale ContiTech Sale Tire Pure Play
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10 Listing of AUMOVIO in September 2025 STATUS QUO FY 20241 ~92.7 k Employees €19.6 bn Sales 2.5% Adj. EBIT2 margin Deliver on our commitments Lead in future-proof technologies AUTOMOTIVE(AUMOVIO) 1 Based on the Consolidated Financial Statements of Automotive(incl. Contract Manufacturing). 2 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. Transform into a high-performance organization FOCUS OESL Sale ContiTech SaleAutomotive Spin-off Tire Pure Play
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11 OESL Transaction To Be Finalized in H2 2025 FOCUS Transaction form Potential buyers Timing Sale Financial H2 2025 OESL Sale ContiTech SaleAutomotive Spin-off Tire Pure Play OESL
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12 Sale of ContiTech Targeted for 2026 – Limited One-off Costs Transaction form Potential buyers FOCUS Timing Sale Strategic/ financial 2026 Separation costs and tax effects in € Low triple- digit million OESL Sale ContiTech SaleAutomotive Spin-off Tire Pure Play CONTITECH
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13 STATUS QUO FY 2024 Continental To Become a Tire Pure Play Post Transformation ~57.1 k Employees €13.9 bn Sales 13.7% Adj. EBIT1 margin TIRES Resilient tire champion with best-in-class operational efficiency Customer-centric business with attractive brand, technological strength and test-winning products Margin upside via price/mix opportunities, operational excellence and portfolio management 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. FOCUS OESL Sale ContiTech SaleAutomotive Spin-off Tire Pure Play
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14 Upside Potential for Sales and Profitability in Mid-term 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 2 Pro-forma figures before carve-out effects and further adjustments. 3 Sum of Tires and ContiTech incl. OESL. 4 Sum of Tires and ContiTech excl. OESL. 5 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. Sales Adj. EBIT1 margin FY 2024 incl. OESL Mid-term Potential5 w/o standalone opportunities and costs FY 20242 excl. OESL ContiTech Tires €13.9 bn ~€14.5–16.0 bn €6.4 bn ~€5.0–6.0 bn €20.2 bn3 ~€19.5–22.0 bn4 €13.9 bn €4.5 bn €18.3 bn4Group ContiTech Tires 13.7% ~13.0–16.0% 6.2% ~11.0–13.0% 11.4%3 ~12.0–14.5%4 13.7% 8.1% 12.3%4Group
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15 Reasons To Invest in Continental … leading into the next era of success AUTOMOTIVE CONTITECH TIRES Stability with upside potential High-value industrial asset Resilient premium tire company Mastering the transformation by creating three pure-play champions …
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Philip Nelles | ContiTech
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17 ContiTech stands for system -critical rubber and thermoplastic solutions that CONNECT, CONVEY and COVER to keep our industrial customers’ business running.
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18 Global Leader in Rubber and Thermoplastic Solutions FY 2024 (INCL. OESL) €6.4 bn Sales 6.2% Adj. EBIT1 margin €0.3 bn Free cash flow2 ~45% Industrial exposure 39.2 k Employees 57% Cash generation3 AM 36% EMEA 41% APAC 23% First Fit 50% Aftermarket 50% FY 2024 (EXCL. OESL) €4.5 bn Sales 8.1% Adj. EBIT1 margin €0.3 bn Free cash flow2 80% Industrial exposure 23.6 k Employees 58% Cash generation3 Notes: All splits shown based on FY 2024 sales. APAC = Asia Pacific. AM = Americas (North and South America). EMEA = Europe, Middle East, and Africa. 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 2 FCF before interest and taxes. 3 Cash Generation defined as (EBITDA – CAPEX) / EBITDA.
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19 Outstanding Material Expertise Since the Very First Day Damping Solutions Fluid Solutions Conveying Solutions Power Transmission Solutions Surface Solutions CONNECT CONVEY COVER 1875 1930 1951 1982 1900
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22 Source: Company information, S&P Global. Notes: Spilt based on FY 2024 sales excluding OESL Only top markets by product groupconsidered. 1 Not shown here are Diversified Industries with a share of 18%. 2 Market Performance in comparison to global GDP CAGR 2026-2030 of 2.7% (as of April 2025). Our Attractive End-markets Sizeable, Growing, Fragmented and Solution-driven Market CAGR estimate Above – Around – Below global GDP CAGR Off-Highway Mobility Construction & Home Commercial Vehicles Mining Energy Management Material Handling & Manufacturing Automotive AM Automotive OE Surface Solutions Conveying Solutions Power Transmission Solutions Fluid Solutions Damping Solutions COVERCONVEYCONNECT 80% Industry1 CAGR vs. GDP2 12% 10% 9% 9% 8% 8% 6% 20%
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23 Broad Customer Base Served Across Multiple Channels Creating Significant Pull for Aftermarket Business BROADLY DIVERSIFIED CUSTOMER BASE ROUTE TO CUSTOMERS HIGH AFTERMARKET CONVERSION HIGH AFTERMARKET SHARE Notes: Excluding OESL. 1 As % of total sales. Top ten customers1 Original equipment 46% End users 8% Intermediates 46% Original equipment and end users Recurring aftermarket business Aftermarket 50% First fit 50%
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24 DRIVE OPERATIONAL EXCELLENCEOUTGROW SIZEABLE MARKETS Expand product and service offering Increase customer penetration Streamline product variants and reduce costs Intensify market presence Simplify and standardize production landscape Consolidate supplier base while securing supply resilience Clearly Defined Strategic Pathways Toward Our Vision
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25 Mid-term Potential Through Volume, Mix and Significant Cost-base Improvement Notes: Excluding OESL. 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 2 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. 3 As part of the separation process, ContiTech is developing an updated set of targets as an independent company. FY 2024 Mid-term Potential Volume Mix Cost 8.1% 11.0– 13.0% SALES ADJ. EBIT1 MARGIN €4.5 bn €5.0 bn to €6.0 bn Standalone Ambition 2 3
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26 Creating Value as an Industrial Pure Play Global champion in system-critical rubber and thermoplastic solutions in industrial markets Attractive margin with strong upside potential Leading market positions in highly attractive and sizable end-markets Perfectly ready to turn size into performance and outperform market growth Diversified and resilient revenue base, including growing aftermarket contributions
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Christian Kötz & Roland Welzbacher | Tires
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28 Tires are our passion. We outperform the industry with customer-centric solutions and operational excellence .
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29 Continental – A Global Leader in Tires Notes: All splits shown based on FY 2024 sales. PLT = Passenger and Light Tires. OE = Original Equipment. RE = Replacement. UHP = Ultra High Performance, defined as 18” and above. APAC = Asia Pacific. AM = Americas (North and South America). EMEA = Europe, Middle East, and Africa. 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects.2 Ratio of EBIT to average operating assets for a fiscal year. 3 FCF before interest and taxes.4 Plants with >100kt production capacity, share calculated as output as % of total production. 5 Best-cost countries for Continental include plants in Czech Republic, Portugal, Romania, Slovakia, South Africa, China, India, Malaysia, Sri Lanka, Thailand, Brazil, Ecuador, and Mexico.. 6 PLT OE and RE (all brands). FY 2024 €13.9 bn Sales 13.7% Adj. EBIT1 margin €1.7 bn Free cash flow3 24.9% ROCE2 ~80% Production in mega plants4 ~75% Production in best-cost countries5 APAC 13% AM 33% EMEA 54% OE 24% RE 76% UHP 6 52% PLT 77% Specialty Tires 4% Non-UHP6 48% Truck Tires 19% Continental Tires group sector P LT o n l y
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30 Global Footprint: Balancing Scale with Localization Notes: Prior to closure of Alor Setar plant. 1 As of June 2024, excl. plants for semi products and retread production facilities.2 Plants with >100kt production capacity, share calculated as output as % of total production. 3 Based on FY 2024, measured in Euro. 4 Based on FY 2024, measured in Tonnage. AM EMEA APAC Total plants1 of which production in mega plants2 7 72% 7 91% 6 60% AM EMEA APAC 33% 25% 54% 60% 13% 14% Sales %3 vs. Production %4
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31 2019a 2020a 2021a 2022a 2023a 2024a Resilience Despite Volatile Macro Environment, Trade Barriers and Increase of Imports 1 LCC = Low-cost countries. 2 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 3 Adjusted EBIT as reported in the respective year. 4 FCF before interest and taxes. Increasing regulation Sustainability Electrification Digital transformation/ AI Volatile macro environment Geopolitical conflicts and trade barriers Competition from LCC1 Adj. EBIT2,3 €10.4 bn Free Cash Flow4 €9.6 bn Cumulated (FY 2019– FY 2024) Adj. EBIT 2,3 margin 13% 16%
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32 Strategic Focus Topics for Financial Outperformance ENHANCE MIX DRIVE OPERATIONAL EXCELLENCE ACTIVELY MANAGE PORTFOLIO SHAPE LEAN AND AGILE ORGANIZATION
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33 ENHANCE MIX
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34 Stable Market for PL T Tires with Moderate Growth Outlook Source: Internal sell-in tire market estimates based on tire manufacturing associations and other third-party sources. 1 Market size in volume of tires. 2 CAGR 2024–2029. PL T TIRES Market size1 2024a CAGR2 Market share 515 mn 485 mn 587 mn +1.3% +1.3% +1.4% ~14% ~7% ~4% EMEA AM APAC Global market volume development in bn units ~125 mn units Continental PL T tires volume 2024 74% 26% 2024a 2025e 2026e 2027e 2028e 2029e RE OE 1.7 MARKET OVERVIEW 1.6
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35 Growing Demand for UHP Tires Driven by Upsizing CONTINENTAL TIRES PL T MARKET Source: Internal sell-in tire market estimates based on tire manufacturing associations and other third-party sources. Notes: Data shown as split of volume for PLT OE and RE. 24% 39% 76% 61% 2019a 2024a 24% 34% 76% 66% 2024a 2029e Non-UHP share of PL T UHP share of PL T Non-UHP share of PL T UHP share of PL T
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36 Profitability Is Directly Linked To Rim Size ABSOLUTE EBIT PER TIRE SOLD 17 inch 19 inch 21 inch INCREASING ABSOLUTE EBIT PER TIRE SOLD ~3x ~2x
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37 78% 22% 2024a 2025e 2026e 2027e 2028e 2029e Diverse Market Dynamics in Truck Tires Require Targeted Approach Source: Internal sell-in tire market estimates based on tire manufacturing associations and other third-party sources 1 Market size in volume of tires. 2 CAGR 2024–2029. TRUCK TIRES MARKET OVERVIEW Market size1 2024a CAGR2 Market share 43 mn 57 mn 97 mn +1.5% +1.6% +4.0% ~7% ~8% <1% EMEA AM APAC Global market volume development in mn units ~8 mn units Continental truck tires volume 2024 RE OE 226 197
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38 Holistic Solutions Drive Differentiation FLEET REQUIREMENTS HOLISTIC PORTFOLIO OF SOLUTIONS 1 TCO: Total cost of ownership. Productivity Increase uptime Efficiency Decrease TCO1 Safety and Compliance Zero incidents Environment Reduce direct and indirect emissions Convenience Decrease administrative burden Breakdown service Analytics and optimization Tire condition monitoring Retread solutions Premium tires Tire and vehicle services
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39 DRIVE OPERATIONAL EXCELLENCE
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40 Drive Operational Excellence CUSTOMER CENTRICITY OPERATIONAL EFFICIENCY INNOVATION & BRAND POWER
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41 Customer-centric Supply Chain Gives a Competitive Edge HOLISTIC PRODUCT PORTFOLIO CUSTOMER BASE SUPPLY CHAIN PERFORMANCE ~14,500 articles offered actively More than 150,000 direct, active customers with ~93% of sales generated by local salesforce 98% service coverage within 24 hours1 1 Data point referring to EMEA region.
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42 Differentiated Portfolio Backed by Continued Investments in Supply Chain Excellence 1 Average investment per year (2024a-2029e) – incl. RoU assets. Rising depth of article portfolio … … supported by continued investments in our supply chain setup to sustain competitive advantage ~€200 mn p.a.1 Fully automated finished goods warehouse First fully owned tire distribution center in the USA Exemplary measures: Non-UHP UHP Dense logistics network in Europe 0 2,000 4,000 6,000 8,000 10,000 12,000 2016a 2025e No. of different PL T articles 1.1x 2.6x
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43 Business Success with Mega Plants Drives Efficiency HefeiAlor Setar STANDARD PLANT MEGA PLANT ~18 mn PL T tires capacity p.a. (by 2027) ~2,500 Employees ~2.5 mn/~0.5 mn PL T / motorcycle tires capacity p.a. ~950 Employees ~7% Capex mid-term1 1 In % of sales. Mid-term defined as 3 to 5 years, i.e. 2027 to 2029.
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44 Sustained Industry-leading Operational Efficiency Continental Peer/industry average3 Mega plants1 ~80% Source: WBCSD (“Environmental Key Performance Indicators for Tire Manufacturing 2019 –2023”). Notes: Figures based on 2024. CO2 emissions and water consumption based on 2023. 1 Mega plants defined as plants with >100kt production capacity, share calculated as output as % of total production. 2 Best-cost countries for Continental include plants in Czech Republic, Portugal, Romania, Slovakia, South Africa, China, India, Malaysia, Sri Lanka, Thailand, Brazil, Ecuador, and Mexico. 3 Peers include top five core peers. 4 Comparing to World Business Council for Sustainable Development (WBCSD) Tire Industry Project (TIP): Average value of ten leading tire companies. Best-cost ~75%2 Inventory turnover 5.4x CO2 emissions [t/t] 0.2 Water consumption [m3/t] 2.9 58% 60% 4.7x 0.64 5.84
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45 Te st-winning Product Portfolio Valued by Premium OEM Partners EXCEPTIONAL PRODUCT LINE-UP PRESTIGIOUS OE APPROVALS … and many more 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
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46 Steady Investments in Powerful Premium Brand Positioning SELECTED PARTNERSHIPS Adidas MLS Tour de France India Cricket Test Series in Australia Among the TOP 3 tire brands1 Giro d’Italia Source: Brand Finance 1 Measured as brand value.
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47 Operational Excellence Across All Domains … … to fully capitalize on market trends to maximize mix opportunities BRAND POWER TECHNOLOGICAL EDGE MANUFACTURING EFFICIENCY SUPPLY CHAIN PERFORMANCE CUSTOMER PROXIMITY
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48 ACTIVELY MANAGE PORTFOLIO
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49 2 1 Proactive Portfolio Management Enhances Business Portfolio 1 Trade network optimization comprises conversion of owned retail outlets into franchise as well as closing / selling retail outlets. Adjust installed capacity for standard tires to drive plant utilization Steer retail outlets toward asset efficiency 2019-2024 2025 Upcoming 3 Phase out businesses with lacking scale Select measures Sale of Tikka Spikes to management 2022: Closure of Aachen plant Exit from agriculture tire business by end of 2025 Trade network optimization1 in Europe Closure of Alor Setar plant by end of 2025 Discontinuation of radial truck tires manufacturing operations in Modipuram, effective June 2025 ROS ROCE Sales ROS ROCE Sales ROS ROCE Sales
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50 SHAPE LEAN AND AGILE ORGANIZATION
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51 Lean and Agile Standalone Organization To Create Value TIRE PURE PLAY AS CATALYST ENERGIZED AND EXPERIENCED TEAM Tires leadership team Tires organization >20 Avg. years of relevant industry experience1 8 Nationalities ~35% Women >80% Promoted internally to leadership team 81% Employee engagement rate Faster decision-making Tailor-made governance Focus on consumer business Future management structure currently being defined 1 Relevant experience within Tires/Rubber and Automotive industry.
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52 Business Steering Designed To Create Value Profitability Asset efficiency Cash flow generation ENHANCE MIX DRIVE OPERATIONAL EXCELLENCE ACTIVELY MANAGE PORTFOLIO SHAPE LEAN AND AGILE ORGANIZATION
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53 FINANCIAL OUTLOOK
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54 Profitability Corridor for FY 2025 Adapted Reflecting Global Trade Uncertainties and FX Headwinds 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. FY 2025 guidance Previous guidance Management comments ~€13.5–14.5 bn Confirmed Sales guidance confirmed despite persisting economic uncertainties, FX headwinds and soft OE production. ~12.5–14.0% ~13.3–14.3% Sales Adj. EBIT1 margin Expected adj. EBIT1 margin corridor updated for net impact of effective tariffs and FX at current level for full year.
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55 Successful Execution of Strategy and Focus Provides Room for Margin Upside Operational measures drive enhanced profitability 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 2 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. FY 2024 Mid-term Potential ADJ. EBIT1 MARGIN Volume Price/mix vs. raw material Cost management Portfolio improvement Trade policy uncertainty, standalone costs Standalone opportunities SALES €13.9 bn ~€14.5–16.0 bn Volume Price/mix Portfolio management & focus 13.7% ~13.0– 16.0% 2
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56 Focus on Upside Potential and Resilience Strategic focus topics to achieve mid-term potential4 ~13.0–16.0% Adj. EBIT1 margin >25% ROCE2 1 Before amortization of intangible assets from purchase price allocation (PPA), changes in the scope of consolidation, and special effects. 2 Ratio of EBIT to average operating assets for a fiscal year. 3 Cash generation defined as (EBITDA – Capex) / EBITDA. 4 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. >60% Cash generation3 ENHANCE MIX DRIVE OPERATIONAL EXCELLENCE ACTIVELY MANAGE PORTFOLIO SHAPE LEAN AND AGILE ORGANIZATION
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Olaf Schick | CFO
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58 Continued Solid Performance also in Q2 2025 Despite Trade Disruptions AUTOMOTIVE CONTITECH TIRES › Continuous pressure on top-line › Gradual signs of improvements in industry cycle › Focus on cost measures › Significant FX headwinds › Solid development of winter tires sell-in › Gap between tariff impact and effectiveness of countermeasures › Headwind from raw material costs starting to ease › Significant FX headwinds › Further progress on fixed cost measures › Positive effects from sustainable pricing › Headwind from tariff impacts limited due to high USMCA share; negotiations ongoing › Sales clearly impacted by FX
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59 Sales and Adj. EBIT Margin Guidance for FY 2025 Adapted To Include Tariffs and Exchange Rate Headwinds CONTINENTAL – 2025 OUTLOOK 1 Before amortization of intangibles from PPA, changes in the scope of consolidation and special effects. 2 Free cash flow before acquisitions and divestments. Tires ContiTech (incl. OESL) ~€13.5–14.5 bn ~€6.0–6.5 bn Previous: ~€6.3–6.8 bn ~12.5–14.0% Previous: ~13.3–14.3% ~6.0–7.0% Sales ~€19.5–21.0 bn Adj. EBIT1 margin ~10.0–11.0% Previous: ~10.5–11.5% Adj. free cash flow2 ~€0.6–1.0 bn
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60 Upside Potential for Sales and Profitability in Mid-term CONTINENTAL – MID-TERM POTENTIAL2 1 Before amortization of intangibles from PPA, changes in the scope of consolidation and special effects. 2 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. Tires ContiTech (excl. OESL) ~€14.5–16.0 bn ~€5.0–6.0 bn ~13.0–16.0% ~11.0–13.0% Sales ~€19.5–22.0 bn Adj. EBIT1 margin ~12.0–14.5%
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61 Sustainable investments into footprint, mix and product portfolio Effective Capital Allocation To Ensure Value Creation Financing operations Selective, value-accretive portfolio enhancementsPortfolio management Constantly improve balance sheet structure and reduce financial leverage toward target corridor Strong balance sheet Benchmark dividend payments with potential additional shareholder return optionality Shareholder returns
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62 Leverage Potential proceeds from ContiT ech sale … Shareholders To Benefit From Transactions and Focus on Shareholder Return Aumovio debt-free with EUR 1.5 bn cash Automotive spin-off Mid-term potential3 as tire pure play Dividend payout ratio2 40–60% Higher dividends in existing corridor Potential for share buybacks Credit rating BBB+/Baa1 Expected Continental leverage ratio1 2025e ~2 Equity ratio >30% Leverage ratio1 ≤1 1 Net indebtedness divided by EBITDA (LTM). 2 The ratio between the dividend for the fiscal year and the earnings per share. 3 Mid-term defined as 3 to 5 years, i.e. 2027 to 2029. Shareholders to benefit from Aumovio listing with very strong balance sheet … to be used for deleveraging … to be used for special dividend or share buybacksShareholder returns
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63 Ensuring Financial Performance and Governance While Executing Transformation + Relentless focus on cost optimization while transforming Continental Ensuring state-of-the-art governance incl. risk management, internal control systems and compliance Continental values framed by integrity – new Code of Conduct roll-out Effective reporting for financial and non- financial metrics Clear commitment to sustainability targets + + +
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64 Our Commitment To Creating Value Full dedication to transformation roadmap Highly energized management teams Maintain strong balance sheet Focus on generating shareholder returns Realization of pure-play opportunities Continue positive momentum
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Frankfurt, June 24
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67 Continental-Plaza 1 30175 Hanover Germany e-mail: ir@conti.de fax: +49 511 938 1080 www.continental-ir.com Max Westmeyer Head of Investor Relations phone: +49 511 938 13650 e-mail: max.2.westmeyer@conti.de Jana Maddison Assistant to the Head of IR, Roadshow and Conference Organization phone: +49 511 938 1163 e-mail: jana.maddison@conti.de Eva Jacob-Pietsch Manager Investor Relations phone: +49 511 938 12147 e-mail: eva.jacob-pietsch@conti.de Andrea Kraft Senior Manager Investor Relations phone: +49 511 938 1880 e-mail: andrea.kraft@conti.de Marcus Lieberum Manager Investor Relations phone: +49 511 938 1787 e-mail: marcus.lieberum@conti.de Fabian Winter Senior Manager Investor Relations phone: +49 511 938 17511 e-mail: fabian.winter@conti.de Contact Investor Relations
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Appendix
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69 Fully Invested Manufacturing Footprint Notes: Prior to closure of Alor Setar plant. 1 As of June 2024, excl. plants for semi products and retread production facilities. 2 Total production volume in k tons (2024a). 3 Estimated production tonnage (in k tons for all tires). Production sites1 T onnage growth CAGR3 AM EMEA APAC 2024a 2029e ~5% 2024a 2029e ~2% 2024a 2029e ~7% 7 7 6 Total production2 469 1,125 268
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70 PL T UHP Volume and Sales Share ALL BRANDS CONTINENTAL BRAND 38% 52% 24% 39% 2019a 2024a 46% 60% 32% 48% 2019a 2024a % of PLT Sales % of PLT units
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71 100% Closed resource and product cycles We remain strongly committed to our sustainability ambitions. By 2050, we strive for… 100% Sustainable materials 100% Clean and safe mobility 100% Green and safe operations 100% Carbon neutrality along our entire value chain 100% Responsible sourcing and value chain