COMPANY

PRESENTATION
Managing high value-added processes

January 2024
DISCLAIMER 2

• This document has been prepared by CIE Automotive, S.A. ("CIE Automotive"), and is for information purposes only. No reliance may or should be
placed for any purposes whatsoever on the information contained in this document or on its completeness, accuracy or fairness. This document
and the information contained herein are strictly confidential and are being shown to you solely for your information. The information may not be
copied, distributed, reproduced or passed on, directly or indirectly, in whole or in part, or disclosed by any recipient, to any other person (whether
within or outside such person's organization or firm) or published in whole or in part, for any purpose or under any circumstances.

• This document is an advertisement and not a prospectus for the purposes of applicable measures implementing EU Directive 2003/71/EC (such
Directive, together with any applicable implementing measures in the relevant home Member State under such Directive, the "Prospectus
Directive") and as such does not constitute or form part of any offer to sell or issue or invitation to purchase or subscribe for, or any solicitation of
any offer to purchase or subscribe for, any securities of CIE Automotive or any of its affiliates or subsidiaries, nor shall it or any part of it nor the fact
of its distribution form the basis of, or be relied on in connection with, any contract or investment decision. Investors should not subscribe for or
purchase any securities referred to in this advertisement except on the basis of the information contained in any prospectus eventually published
in accordance with the Prospectus Directive. The information and opinions contained in this document are provided as at the date of the
document and are subject to change.

• This document is not an offer of securities for sale in the United States, Australia, Canada or Japan. The information contained herein does not
constitute an offer of securities for sale in the United States, Australia, Canada or Japan. Securities may not be offered or sold in the United States
unless they are registered or are exempt from registration. No money, securities or other consideration is being solicited and, if sent in response
to the information contained herein, will not be accepted. Copies of this document are not being, and should not be, distributed or sent into the
United States. This document does not constitute an offer of securities to the public in the United Kingdom or in any other jurisdiction. The
distribution of this document in other jurisdictions may also be restricted by law and persons into whose possession this document comes should
inform themselves about and observe any such restrictions.

• Certain financial and statistical information contained in this document is subject to rounding adjustments. Accordingly, any discrepancies
between the totals and the sums of the amounts listed are due to rounding. Certain management financial measures included in this document
have not been subject to a financial audit.

• The information and opinions contained in this document are provided as at the date of the document and are subject to verification,
completion and change without notice. Neither CIE Automotive nor any of its parent or subsidiary undertakings, or the subsidiary undertakings of
any such parent undertakings, or any of such person's respective directors, officers, employees, agents, affiliates or advisers, undertakes any
obligation to amend, correct or update this document or to provide the recipient with access to any additional information that may arise in
connection with it.

• CIE Automotive’s management uses recurrently and in a consistent way during business management certain Alternative Performance
Measures, APM which include terms about results, balance sheet and cash flow. CIE Automotive understands that those APMs are helpful to
explain its activity evolution, so they are presented, defined and reconciled with financial statements in this presentation’s Appendix.
INDEX 3

1 WHAT IS CIE AUTOMOTIVE? 3 UPDATE ON RESULTS

1.1 CIE Automotive at a glance 3.1 June 2023 Results
1.2 History 3.2 Balance sheet
1.3 Globalization 3.3 2025 Goals
1.4 Business performance
1.5 Shareholder’s retribution

2 OUR BUSINESS MODEL 4 CIE AUTOMOTIVE IN

2.1 Geographical balance STOCK EXCHANGE
2.2 Commercial diversification
2.3 Multi-technology
2.4 Investment discipline
2.5 Decentralized management
2.6 ESG integration
1. What is
CIE Automotive?
1.1 CIE Automotive at a glance
1.2 History
1.3 Globalization
1.4 Business performance
1.5 Shareholder’s retribution
1.1. CIE AUTOMOTIVE AT A GLANCE 5

2022 Highlights

TURNOVER EBITDA
3,838.6 €m 633.4 €m
16.5% over sales

MARKET CAP
≈3,100 €m EBIT
currently
404 €m
>12% over sales

OPERATING
CASH FLOW EMPLOYEES
≈66.1% over EBITDA ≈25,000

NET RESULT NFD

1,270 €m
300.1 €m 1,98x EBITDA
7.8% over sales
1.2. HISTORY 6

Successfully integrating companies

Merger CORP. INDUSTRIAL GREENFIELD
EGAÑA +AFORASA = CIE
CIE Legazpi ACQUISITION
CIE Unitools CIE Celaya
Creation
INSSEC CIE Inyectametal
CIE Norma
CIE Autometal Diadema
CIE Plasfil
CIE Autometal Camaçari CIE Autometal SBC
JOINT VENTURE
CIE Udalbide

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

CIE Egaña CIE Galfor CIE Mecauto CIE Plasty CIE Metal CZ
CIE Orbelan CIE Mecasur CIE Gameko CIE Jardim
CIE Vilanova CIE Taubaté Sistemas

Merger
INSSEC-CIE

2012 2011 2010 2009 2008 2007 2006

CIE Nanjing Forg. CIE Stratis CIE Matic CIE Pemsa Saltillo CIE Nugar CIE Pemsa Celaya
CIE USA CIE Dias D'Ávila CIE Praga Louny CIE Recyde CIE Autoforjas
ACS CIE Nakayone CIE Durametal
2013 CIE India 1st Phase CIE Maroc CIE LT Forge CIE Matricon
CIE Compiègne CIE Automotive
Parts Shanghai

2014 CIE India 2nd Phase

2015 2016 2017 2018 2019 2020 2021 2022 2023

CIE Autometal CIE Amaya CIE Newcor CIE Nugar Puebla CIE Aluminium Casting CIE Somaschini CIE India Kahne II Golde Pune CIE Autometal
Pernambuco I Bill Forge CIE Autometal Minas CIE Mapremex CIE Plásticos México CIE Hosur Pernambuco II
CIE Rus ACS Wuhan CIE Autometal Salto
CIE Forjas de Celaya CIE Golde
CIE Salgglas
1.3. GLOBALIZATION 7

Expanding our geographical footprint

USA SPAIN FRANCE GERMANY

Headquarters R&D R&D
RUSSIA
R&D Aluminium Die Casting
R&D Machining Roof Systems
Plastic
Aluminium Die Casting Roof Systems
Machining LITHUANIA
Forging
Roof Systems Forging CHINA
Metal Stamping & Tube
Forming HUNGARY R&D
Plastic Roof Systems Forging
Machining Metal Stamping & Tube Forming
CZECH REPUBLIC Machining
Roof Systems
Metal Stamping & Tube Forming Roof Systems
Machining
MEXICO Plastic
R&D Cold Forging
Aluminium Die Casting SLOVAKIA
Forging R&D
Metal Stamping & Tube Forming Machining INDIA
Plastic PORTUGAL Roof Systems R&D
Machining R&D
Aluminium Die Casting
Roof Systems Plastic ROMANIA Forging
Aluminium Die Casting
MOROCCO Metal Stamping & Tube Forming
Roof Systems
Plastic Machining
Roof Systems
Iron Casting
ITALY Composites
Machining
BRAZIL
R&D
Forging
Metal Stamping & Tube Forming
Aluminium Die Casting
Plastic
Machining
Iron Casting
1.4. BUSINESS PERFORMANCE 8

Sustained and profitable growth

Turnover (€m) EBITDA (€m)

CAGR 2002-2022: 11% CAGR 2002-2022: 13%

3.839
18%

3.461

3.269
900

17% 17% 17% 17% 17%

19%

16% 16% 16% 16%

3.029

2.883
15% 15% 15% 15% 15% 15% 17%

2.843
800

14% 14% 14%

633
15%
700

12%

594

575
11%
2022 figures

2.221
13%

529
600

2.051

431
471
exclude the
11%

500

1.811

358
turnover,
9%

1.479

320
1.396

1.308
1.322

400

EBITDA and
7%
1.158

276
1.057

222
969

223
300

207
893

5%

192
EBIT generated
782

191
156
670

120
570

200

131
481

3%

116
by the German

80

91
53
100
1%

0 -1%
forging
companies,

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022
2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022
presented as
EBIT (€m) Net Income (€m) discontinued
700 CAGR 2002-2022: 18% 13% 14% CAGR 2002-2022: 26% operations.
12% 12% 12% 12% 8% 8% 8% 8%
11% 11%
8%

7% 7%
360

600
12%

300
10% 10% 10% 10% 10%

287
447 310

6% 6%
9% 9%

268
243
10%
427

500

6%

8% 8% 8% 5% 5% 5% 5%
404
399

260

202
283
339

4% 4% 4% 4%

185
400
8%

6% 6% 6% 210
249

151
4%

3% 3%
215

6%

118
300

2%
160
172
152

3%

78
60
2%
132

142

1% 1%
200
4%

59
110
117

56
54
112
90

51

41
59

42
73

35
59

11
2%
60
100
34

42

20
16

13

0%
3

10

0
0%
2002

2002

2003

2004

2016

2017

2018

2019
2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015
2020

2021

2022

2020

2021

2022
-40 -2%
1.5. SHAREHOLDER’S RETRIBUTION 9

Remunerating our shareholders

Earnings per share (€) & EPS yield (%) Dividend per share (€) & Dividend yield (%)
CAGR 2016-2022: 12% CAGR 2016-2022: 12%
3,5% 3,4%
10,6% 11,8%
1,5
3,6%

10,3%
4,0

2,9% 3,0%
9,1%
1,3

8,8%
3,5

9,8%

3,0 1,1

2,2% 2,3% 2,3%

2,5
6,8% 6,9% 6,7%

0,8
7,8%

2,2

2,2
0,9
1,9 (1)
2,5

0,7
0,7
0,6

0,6
5,8% 1,6%

0,5
1,7

2,0 0,7

1,5

0,4
1,3

1,5 0,5

COVID-19
3,8%

1,0 0,3

1,8%

COVID-19
0,5
0,1

-0,2%

2020
2016

2017

2018

2019

2021

2022
0,0
-0,1
-0,4%

+33% +13% +19% +47% +14% +37% +11% +19% +44% +14%
2020

2022
2016

2017

2018

2019

2021
(1) EPS 2018 is calculated with the normalized Automotive net income (Dominion shares were paid as dividend in kind as of July 2018).

• Pay-out policy: 33%.

• …plus a dividend in kind in 2018 valued in >400€ or >3€/share.
• …plus a 5% capital reduction in 2020 and a new 2.2% capital reduction forecasted for 1S2023.
2. Our business
model
2.1 Geographical balance
2.2 Commercial diversification
2.3. Multi-technology
2.4. Investment discipline
2.5. Decentralized management
2.6. ESG integration
2. OUR BUSINESS MODEL 11

6ESG
INTEGRATION
GEOGRAPHICAL
BALANCE 1

DECENTRALIZED
COMMERCIAL 2
5
DIVERSIFICATION
MANAGEMENT

4 INVESTMENT 3
MULTI-
DISCIPLINE TECHNOLOGY
2.1. GEOGRAPHICAL BALANCE 12

Turnover and EBITDA by geography 2022

INDIA
INDIA TURNOVER BY CHINA EBITDA BY
16% GEOGRAPHY 16% GEOGRAPHY
CHINA 13%
2022 2022
12% TOTAL TOTAL
EUROPE 3,838.6* EUROPE
633.4*
34% MILLION EUROS NORTH MILLION EUROS

NORTH 28% AMERICA

AMERICA 34%
30%
BRAZIL BRAZIL
8% 9%
2022
* Includes 3 German forging plants classified as discontinued operations, with 230m€ sales in 2022.

• Healthy geographical balance in sales and results.

• Defensive tool against different cycle momentum in the diverse geographies.

• Represents a key competitive advantage when servicing global platforms.

2.2. COMMERCIAL DIVERSIFICATION 13

Main customers 2022

• Limited dependence on single customer, platform or car model, enabling price defense.

• Both direct sales to OEMs and Tier 1s (c. 70% - 30%).

• Solvent quotation requests, which allows us investment choice by profitability return criteria.
2.3. MULTI-TECHNOLOGY 14

Turnover by technology 2022

21%
METAL • One-stop shop for
TURNOVER BY STAMPING AND
18% customers, offering
TECHNOLOGY 2022 MACHINING
TUBE FORMING the whole range of
5% the existing
TOTAL IRON CASTING technologies to
3,838.6* 10%
produce
components.
MILLION EUROS
PLASTIC
• Enabling the
18%
* Does not consider the 3 German forging companies
classified as discontinued operations, with 230m€ sales in
2022. selection of the
FORGING technology that
11%
ALUMINIUM better fulfils
DIE changing
17% CASTING customers needs.
ROOF
SYSTEMS
• Allowing CIE to
focus investments
on winning
TECHNOLOGY BY
GEOGRAPHY 2022
TOTAL Machining
Metal Stamp. & Tube
Forming
Forging Plastic
Aluminium
Die Casting
Castings
Roof
Systems
technologies
anytime.
Europe 43 17 5 6** 5 5 - 5
North America 20 7 5 2 3 1 - 2
Brazil 12 1 4 1 4 1 1 -
Asia (India & China) 37 3 8 9 1 4 2 10
TOTAL 112 28 22 18 13 11 3 17
** Includes 3 German forging plants classified as discontinued operations.
2.3. MULTI-TECHNOLOGY: ELECTRIFICATION 15

Turnover by vehicle area 2022

• Portfolio’s electrification is
TURNOVER BY a natural process of our
POWERTRAIN customers’ demand, which
VEHICLE AREA 2022
AGNOSTIC CIE can address thanks to
TOTAL our globalization, multi-

3,838.6*
COMPONENTS** technology and financial
strength.
MILLION EUROS 77%
• >80% of sales can be
*Does not consider the German forging companies classified xEV COMPONENTS assembled in xEV.
as discontinued operations, with 230m€ sales in 2022.

4%
** Includes 32% Interior & Exterior trim. 23% Drivetrain and 22%
Structural, Chassis & Suspension.
• 19% ICE includes segments
and regions of slow
ICE electrification pace.

COMPONENTS • In 2022 ≈50% of the new

orders were for xEV.
19%
2.3. MULTI-TECHNOLOGY: ELECTRIFICATION 16

Electrification: impact

BEV Share 2030(1)

Europe Applying these

65% ≈20% of sales
electrification shares to
are renewed
China our ICE portfolio
60% annually.
North America <10% of sales
The % of sales at risk
40%
would be at risk
in 2030 is a very
India in 2030
10% affordable effort for
our commercial
Brazil
1% team.

(1) Based on IHS forecast as of February 2023.

2.3. MULTI-TECHNOLOGY: ELECTRIFICATION 17

Electrification: opportunities in the transition

The electrification pace is completely different by geographies, which allows a

more gradual evolution of the product portfolio to global players like CIE.

• COMMERCIAL STRATEGY • PRODUCT STRATEGY

• Working in xEV for incumbent OEMs, • Already positioned in areas like battery,
. .
while having already started working for motor and electronics, just waiting for
the new EV players. higher volumes to come.
2.3. MULTI-TECHNOLOGY: PRODUCTS 18

ICE Powertrain & Gearbox Vehicle Electrification

GASOLINE
CAMSHAFT COMMON RAIL DOUBLE CLUTCH ROTOR CROWN
COMPONENT E-REDUCER HOUSING BATTERY BOX BATTERY BOX E-MOTOR
BEARINGS HOUSING TUBE ASSEMBLIES TUBE FORMING
STAMPING ALUMINIUM ALUMINIUM BATTERY BOX ALUMINIUM / STEEL STAMPING
ALUMINIUM TUBE FORMING FORGING VALVE GUIDES
WELDING MACHINING MACHINING PLASTIC-COMPOSITE / STAMPING MACHINING
MACHINING MACHINING MACHINING MACHINING

POWER BATTERY CHARGER BEV

BRACKETS ELECTRONIC STAMPING BATTERY BOX STRUCTURAL PARTS BATTERY COVER
CAMSHAFT COVER
STAMPING COVER ASSEMBLY & FORGING & FOR BATTERY STAMPING
ALUMINIUM AIR TANKS CVT PISTONS CAMSHAFT BEARINGS
WELDING COMPOSITE PAINTING MACHINING STAMPING
MACHINING PLASTIC STAMPING ALUMINIUM

POWER ELECTRONIC COVER ASSY

AC CHARGER OIL DISTRIBUTOR GROUND & E-MOTOR MOTOR
TURBO HOUSING DIESEL COMMON RAIL CRANKSHAFT CAPS GEARBOX HOUSING LADDER FRAME COVER COVER HOUSING
STAMPING SLEEVE BELOID GEAR STAMPING
IRON CASTING FORGING / STEEL / MACHINING ALUMINIUM ALUMINIUM STAMPING ALU &
MACHINING MACHINING ASSEMBLY &
MACHINING STAINLESS STEEL / MACHINING MACHINING MACHINING
PAINTING
MACHINING

POWER ELECTRONIC
HOUSING PARKING LOCK POWER ELECTRONIC
MAGNET FOR EV BRACKET PISTONS BODY PUMP
ALUMINIUM E-MOTOR SHAFT GEAR CASINGS
CHARGER STAMPING ALUMINIUM FORGING INPUT SHAFT
MACHINING MACHINING MACHINING ALU & MACHINING
MAGNET WELDING MACHINING MACHINING

ELECTRIC MOTOR
MAGNET FOR EV
FERRIT BAR CRADLE INVERTER CASINGS WITH
FERRIT BAR CRANKSHAFTS CRANKSHAFT CHARGER
MAGNET STAMPING / WELDING & INTEGRATED COOLING
MAGNET FORGING IRON CASTING MAGNET
ASSEMBLY ALU & MACHINING
2.3. MULTI-TECHNOLOGY: PRODUCTS 19

Transmission & Brakes* Chassis & Steering & Structural Parts*

(*) (*)

CLUTCH & DIFFERENTIAL

PINS FOR PLANETARY CARRIER TRANSMISSION COMPONENTS STRUCTURAL PARTS STRUCTURAL PARTS
MOTOR HOUSING DIFFERENTIAL CASE MACHINING HOUSING FORGING STAMPING STAMPING HUBS, OUTER RINGS EPS MAIN HOUSING STEERING NUT
STAMPING MACHINING WELDING ALUMINIUM/MACHINING MACHINING WELDING WELDING FORGING/MACHINING ALUMINIUM MACHINING

DIFFERENTIAL CASE FLANGES

OIL PAN DIFFERENTIAL HOUSING MACHINING FORGING CV-JOINTS STRUCTURAL PARTS STEERING COLUMN SPINDLES STEERING
STAMPING IRON CASTING ASSEMBLIES MACHINING FORGING CONTROL ARM
STAMPING BRAKET FORGING COLUMN TUBE STAMPING /
WELDING ALUMINIUM MACHINING TUBE FORMING WELDING

DIFFERENTIAL CROWNS
& REDUCTOR FIXED
DOUBLE CLUTCH AXLE SHAFT GEARS CALIPER REAR AXLE SUPPORT
COMPONENTS BRAKE BOOSTER FORGING AXLE SHAFT FORGING STEERING HOUSING BRACKETS STAMPING
STAMPING STAMPING MACHINING FORGING MACHINING AXLE ARM ALUMINIUM GDC ALUMINIUM REAR AXLE WELDING
IRON CASTING MACHINING MACHINING METAL FORMING / PAINTING
WELDING

PLANETARY CARRIER TRANSMISSION CONTROL ARMS

FORGING SPROCKET YOKES EPS FRONT/REAR KNUCKLES STEEL/ALUMINIUM/ SUSPENSION BRACKET
IRON CASTING FORGING FORGING I-BOOSTER AIRBAG FRAME COMPONENTS STEEL/FORGING/ FORGING STAMPING
LASER WELDING MACHINING MACHINING STAMPING METAL FORMING / MACHINING MACHINING / ALUMINIUM MACHINING WELDING
PLASTIC OVERMOULDING

(*)* Valid for agnostic

Powertrain vehicles with any type
components; hence,of propulsion.
valid for vehicles with any type of propulsion.
2.3. MULTI-TECHNOLOGY: PRODUCTS 20

Interior & Exterior Trim* Roof Systems*

(*) (*)

CENTRAL CONSOLE ASHTRAY TRIM PARTS SEAT PARTS SEAT COVERS MANUAL TOP LOADED MANUAL TOP LOADED LATERAL & REAR
PLASTIC PLASTIC PLASTIC STAMPING PLASTIC FLUSH WINDOW OUTER SLIDING ROOF SUNSHADE FIXED MODULE SUNSHADES

WHEEL COVERS, REAR BOTTOM LOADED OUTER BOTTOM LOADED TOP LOADED
VIEW MIRRORS, DOOR SEAT PARTS FLUSH SLIDING FIXED MODULE OUTER SLIDING
EMBLEMS HANDLES… CROSSBEAMS TUBE FORMING & SEAT COMPONENT DOOR PANEL LUGGAGE-COVER 2 PANELS 1 PANEL
PLASTIC / PAINTING / PLASTIC /PAINTING / TUBE FORMING WELDING PLASTIC
CROME CROME

REAR WINDOW
BOTTOM LOADED BOTTOM LOADED INNER
PACKAGE TRAY
ELECTRICAL INNER SLIDING TOP LOADED SLIDING FLUSH BACKLITE
PLASTIC COMPRESSION IN MOULD DECORATION FRONT COVERS GLOVE COMPARTMENT
FLUSH WINDOW 2 PANELS SPOILER 1 PANEL
MOLDING PLASTIC PLASTIC PLASTIC / PAINTING

LOAD FLOOR PANORAMA ELECTRICAL

ARM REST, CUP HOLDER, WINDSCREEN
STORAGE COMPOSITE SPRAY CONNECTORS & TOP LOADED ROOF FLUSH SLIDING
PILARS, GRAB HANDLES, SUNSHADE
COMPARTMENT MOLDING JUNCTION BOXES SPOILER 2 PANELS SUNSHADE DOOR PANEL
SPEAKER GRILLS…
PLASTIC THERMOFORMING ELECTRONICS
PLASTIC

(*) Valid for vehicles with any type of propulsion.

* Powertrain agnostic components; hence, valid for vehicles with any type of propulsion.
2.4. INVESTMENT DISCIPLINE 21

Industrials with financial mindset

CAPEX
Standard flexible machinery valid to produce for different customers and
platforms, enabling high saturation of productive capacity.

≈3% recurrent capex level that implies maintenance and

capacity renovation.

STRICT INVESTMENT DISCIPLINE

Investments ≥20% ROI.
Operating Working Capital (excluding factoring) ≈0.

EBITDA CONVERSION INTO OPERATING CASH

Operational excellence, together with capex control and finance/tax
strategies, enables a high conversion of the EBITDA into Operating Cash.

>60% conversion level target.

2.5. DECENTRALIZED MANAGEMENT 22

Focused on value generation

• CASH FOCUS • LOCAL ORDERS

• INDIRECT PEOPLE • LEAN

PRODUCTIVITY HEADQUARTERS

• DECENTRALIZED
OBJECTIVE:
VALUE
• UNIVERSAL
MANAGEMENT ENTREPRENEURS
STRUCTURE

• NETWORK GENERATION • FAST DECISION

SERVICES SUPPORT MAKING

• VARIABLE AND LONG- • TEAM

TERM INCENTIVES COMMITMENT
2.5. DECENTRALIZED MANAGEMENT 23

Organization chart
2.6. ESG INTEGRATION 24

Our ESG track record

2015 2016 2019 2020 2021 2022

Signatory of the Contribution to the ESG SERNAUTO Global roll-out Release of the
United Nations United Nations integrated Responsible CIE Automotive’s
Global Compact Sustainable in our Business Public release of new mid and
Development business Commission CIE ESG Strategic long-term
Goals model Plan 2025 environmental
commitment

Member of
Forética
2025 ESG Dashboard with
ESG targets strategic KPIs
2.6. ESG INTEGRATION 25

Taking into account all stakeholders

AUTOMOTIVE SECTOR BUSINESS PARTNERS

MEDIA ANALYSTS AND INVESTORS

SUPPLIERS SHAREHOLDERS

CUSTOMERS ESG AGENCIES

SOCIETY PUBLIC AUTHORITIES

SUSTAINABILITY STANDARDS FINANCIERS

2.6. ESG INTEGRATION 26

ESG Commitment

In November 2021, CIE Automotive released its ESG Strategic Plan 2025,
which was made public for the first time:
• Benchmarked against the best practices of our peers.
• Complying with increasing non-financial legislation, especially critical in the context of the
Automotive sector.
• Prioritising the needs of the different stakeholders.
• Proving CIE Automotive’s firm commitment to sustainability.

STRATEGIC LINES:

ETHICAL ACTIVE
CIE CULTURE ECO-EFFICIENCY
COMMITMENT LISTENING
2.6. ESG INTEGRATION 27

ESG Commitment

KPI: TARGET

COMPLIANCE • Training on Code of Conduct >95%

ALL 2022 SUPPLY CHAIN • Countries purchasing with ESG 100%

ESG TARGETS
criteria
• Suppliers audited with ESG criteria 25%

HAVE BEEN MET COMMERCIAL • Self-assessed plants in NQC >80%

• Platforms with customers for
75%
100%
self-assessment in ESG
• Commercial staff trained in ESG 80%

M&A • Integrations with the ESG Manual 100%

implemented

We remain committed to the 79 ESG KPIs FINANCE • Complying sustainable financing 100%
defined in Strategic Plan 2025 for the requirements
different business areas, with specific
targets and deadlines.
INVESTOR • Feedback to key ESG analysts 100%
RELATIONS
2.6. ESG INTEGRATION 28

ESG Commitment - New environmental commitment

- We want to be pro-active in our

inexcusable commitment against the We secure the short term with the
climate emergency. current KPIs till 2025.

- We recognise the importance of halving Project Supply Chain Race to Zero

global emissions before 2030 at global level
and achieving net-zero before 2050. SBTi alignment

Midterm: 1.5ºC
- We are committed to meeting the
science-based 1.5°C and net-zero Carbon neutrality 2050
emissions targets.
2.6. ESG INTEGRATION 29

Ethical commitment: Engaged to Governance

CORPORATE POLICIES
GOVERNANCE POLICES

• Based on principles of transparency and legality.

Internal Control over Financial Reporting

Control and risk management

• Integrating Governance, Risk management and

Corporate governance

Director remuneration
Compliance.
Corporate tax

• Whistle-blower channel for all stakeholders. Shareholder and markets reporting and communications
Shareholder remuneration

• Global training on ESG: Code of Conduct, criminal Selection and diversity of the Board of Directors

liability and anti-corruption. Procurement policy and relations with the account auditor

Compliance and Criminal Risk Prevention Policy

• The Board of Directors is responsible for
monitoring the company’s risk profile. ESG POLICES

• The ESG Committee is responsible for the

ESG
Purchasing
oversight of due compliance of the Code of
Supplier ESG commitment
Conduct.
Human rights
Anti-corruption and fraud
Social action
2.6. ESG INTEGRATION 30

Eco-efficiency: Engaged to Environment

In 2022, 82% of waste generated was sent to recycling, while 16% was sent to disposal.

100% of energy consumed in Spain, Portugal and Lithuania comes from renewable sources.
In 2022, self-generated energy reached 8,980,857kWh (0,57% of total consumption, mostly
from photovoltaic parks).

On our way to decarbonization:

New targets for material circularity.

CORPORATE ENVIRONMENTAL FOOTPRINT

as a multi-criteria measure of our company’s environmental behavior, from a life cycle perspective (cradle
to gate scope), useful to prioritize those actions reducing the most relevant environmental impacts
2.6. ESG INTEGRATION 31

Eco-efficiency: Engaged to Environment

ALLIGNED WITH THE 2030 AGENDA AND THE EUROPEAN GREEN DEAL
ANNUAL REDUCTION:
2025 CIE GLOBAL
• ENERGY: 2%
ENVIRONMENTAL
• EMMISSIONS: 2%
TARGETS
• WASTE: 5%

To become To protect
To create leaders To ensure fair
climate neutral human life,
in clean products and inclusive
by 2050 animals and
and technologies transition
biosphere

EU TARGETS (*)
(*) Environmental European targets and legislation development as worldwide benchmark.
2.6. ESG INTEGRATION 32

Active listening: Engaged to our Sector

•Worldwide collaboration in Research programs.

SUSTAINABLE •≈2% of annual revenues invested in R&D: 10 R&D

centers worldwide with a multi-technological and

R&D
multi-material approach.
•Project launched for integrating ecodesign and
circularity criteria in the development and
industrialization process.

R&D roadmap focused on:

DECARBONIZATION INDUSTRY 4.0: NEW MOBILITY SAFETY &

CONCEPT SECURITY

Components for light Digitalization, Smart Comfort products Prioritizing safety

weighting vehicles, Factory and Eco- aligned with new features.
and for electric, efficiency. mobility trends
hybrid and/or (autonomous driving,
hydrogen vehicles. car sharing, etc.).
2.6. ESG INTEGRATION 33

CIE Culture: Engaged to our People

DIVERSE DECENTRALISED
Gender indicators: 2021 2022
• Decentralised decision making process
% female employees 18% 18% oriented to flexibility.
% female new hires 22% 19%
• Always combining results with social
% female in group’s management committee 40% 40% protection.
% female directors on the company’s board 38% 36%
• 90% local managers and 90% of managers
% gender pay gap 7% 5%
received ESG training.
Corporate Diversity Committee created in 2021 and working on D&I
diagnostics (50% of diversity assessments in all geographies have • 196,222 Health and safety training hours in 2022.
been done by end of 2022; goal 100% in 2025).

SAFE EMPOWERING
• ≈90% of our plants with certificate ISO 45001 (100% • Ulysses programme relaunched and expanded:
target on 2025 following the Strategic Plan).
2021 2022 2025 TARGET
• Harassment Prevention & Treatment Plan Nº of students 10 – 67% 12 – 80% 15
(16 managed complaints). Nº of countries 2 – 67% 3 – 100% 3
• Improvement of Health & Safety KPIs:
• Hours of training provided:
2021 2022
Injury frequency 8.7 6.8 186.470
171.446 Men
Injury severity 0.15 0.13
525.360 625.862 Women
Training in H&S 159,160 196,222
Absenteeism 5% 4%
2021 2022
2.6. ESG INTEGRATION 34

CIE Culture: Engaged to our People

CIE CULTURE:
ATTRACTING AND RETAINING KEY PEOPLE

ATTRACTING TALENT
Programs for the youth in every area:
• Dual programs.
• International training.
• Internship & collaboration with numerous schools.
Age as a key diversity issue to ensure a healthy composition of our headcount and proper succession plans in place.

TRAINING
Close to 90% of CIE Automotive’s employees get more than 30 hours of training yearly.

PROFESSIONAL DEVELOPMENT
More than 90% of the employees that are members of CIE Automotive management committees are
locals. CIE relies on its people capabilities no matter what their background is.
2.6. ESG INTEGRATION 35

Active listening: Engaged to our Supply Chain

SC • Risk management & mitigation.

MANAGEMENT • ESG criteria integrated into SC procedures.
MODEL • GLOCAL: global targets; local implementation.
• 18 out of 79 ESG KPIs are linked to SC goals.

SC
MEASURABLE • End-to-end management via a single tool: Supplier Portal.
ENGAMENTS • Guarantee SC legal worldwide engagement.
• Severity and likelihood approach.

SUPPLIER
SELECTION • Boost communication of EGS criteria in collaborations.
• SC ESG criteria as a key element in the supplier selection score.
• Commitment to increase nomination to suppliers with an ESG DNA.

VALUE • >90% suppliers are local.

GENERATION • Increasing ESG specific audits.
• Rewarding the best-in-class ESG suppliers.
• Open communication channels: 360º surveys.
2.6. ESG INTEGRATION 36

Active listening: Engaged to our Financiers

Commitment and
Continuous ESG alignment with CIE
Maximising the performance Automotive’s Strategic
volume of ESG-linked monitoring by a third Plan 2025:
financial operations. party, VigeoEiris. Towards 50% of our GFD
Transparency. and 70% of NFD linked to
ESG criteria by 2025.
2020 2021 2022

GFD 28% 44% 62%

NFD 40% 69% 100%

2.6. ESG INTEGRATION 37

ESG Agencies
34
Solicited. Clients’ request

98
Solicited. Clients’ request

82 Solicited. Linked to financial

facilities
ESG ADVISORS 47 Unsolicited

94
Unsolicited

97 Unsolicited

n.a. Unsolicited

PROXY ADVISORS
Unsolicited
n.a.

65 Unsolicited

ESG DATASET
70 Unsolicited
69.97/100

RATING PERCENTILE
3. UPDATE ON
RESULTS
3.1 June 2023 Results
3.2 Balance sheet
3.3 2025 Goals
3.1. SEPTEMBER 2023 RESULTS 39

CIE AUTOMOTIVE 2023 - HIGHLIGHTS

1 TURNOVER 2,974.5 €m +4.1% vs September 2022 CONSOLIDATED GROWTH

STRENGTHENING OF
2 EBITDA 536.7 €m 18.0% EBITDA MARGIN vs 17.1% September 2022
OPERATING MARGINS

CONTINUOUS AND
3 NET INCOME 253.5 €m +7.6% vs September 2022 SUSTAINED GROWTH

HIGH LEVEL OF CASH

4 OPERATING CASH 339.5 €m 65.5% OPERATING CASH/EBITDA GENERATION

STRONG LIQUIDITY POSITION WITH

5 LIQUIDITY RESERVE 1,488 €m STRICT CASH MANAGEMENT

CONTINUOUS
6 NFD/EBITDA(*) 1.73x vs 2.13x September 2022 DEBT RATIOS IMPROVEMENT

TARGET PRICE CONSENSUS

7 SHARE PRICE 25.64€ +20.5% vs September 2022 32.07€

(*) Adjusted NFD and EBITDA data considering 50% of the Chinese JV SAMAP
3.1. SEPTEMBER 2023 RESULTS 40

Sales evolution 2023 vs 2022

14.8% 4.8%
11.3%
13.9%
9.3%

NORTH AMERICA
EUROPE
-24.8%

CHINA
4.3%
1.7%

16.2%
INDIA MARKET 8.5%
2.9% CIE +7.0%

BRAZIL
Constant Exchange rate
Source: Motor vehicles production IHS October 2023 ( months 2023) (growth % in units).
Global market and Indian market weighted with CIE segment mix in India (PV, 2W, MHCV, tractor).
Note: In 2023 the companies Golde Bengaluru India PvT Ltd. and Golde Pune Automotive India Private Ltd. have been transferred, as well as Billforge de México S de RL de CV, Somaschini International Inc, Somaschini North America
LLC and Somaschini Realty LLC to India and North America respectively. This reclassification has not had significant impacts.

Raw material pass-through has had a negative impact of 2 to 3 points in our growth, which
means that we are gaining global market share, concentrating a higher outperformance in the
growing markets.
3.1. SEPTEMBER 2023 RESULTS 41

€m 30/09/2022 30/09/2023

Turnover 2,857.2 2,974.5 +4.1%

EBITDA 487.4 536.7 +10.1%

% EBITDA / turnover 17.1% 18.0%
EBIT 348.1 397.1
% EBIT / turnover 12.2% 13.3%
EBT 331.6 343.3
Net income 235.5 253.5 +7.6%
Note: In order to provide greater transparency and clarity to the information, it is compared with the automotive data published as comparable in the consolidated financial statements published by CIE as of 30/09/2022. The information is different from that
published by CIE in 2022 because, according to accounting standards, the specific impacts on the different lines of the income statement of those businesses discontinued in 2022 must be eliminated. See annex with the reconciliation at the end of this
document.

Strong growth in all lines of results, despite the negative impact of foreign exchange
currency impact and the high increase in interest rates. The solid improvement in
operating margins stands out, in a highly inflationary market. EBIT >13%
3.1. SEPTEMBER 2023 RESULTS 42

2023 Geographies Contribution

TURNOVER EBITDA

937.5
N. AMERICA 186.2 173.9
1,075.3 31.5% EUROPE N. AMERICA
EUROPE 34.7% 32.4%
36.2%

274.8 56.2
230.7 456.2 BRAZIL 42.4 BRAZIL
9.2% CHINA 78.0 10.5%
CHINA INDIA
7.9% INDIA
7.8% 15.3% 14.5%

Data in million euro (€m)

3.1. SEPTEMBER 2023 RESULTS 43

2023 Geographies Profitability

NORTH AMERICA EUROPE

EBITDA 18.6% EBITDA 17.3%

CHINA
EBIT 14.2% EBIT 11.6%
EBITDA 18.4%
EBIT 13.5%

INDIA
EBITDA 17.1%
EBIT 13.4%
BRAZIL

EBITDA 20.5%
EBIT 17.0%

• All geographies contribute to CIE’s success by reaching a minimum double-digit EBIT margin.

* The reclassification of the companies Golde Bengaluru India PvT Ltd. and Golde Pune Automotive India Private Ltd., as well as Billforge de Mexico S de RL de CV, Somaschini International Inc,
Somaschini North America LLC and Somaschini Realty LLC to India and North America respectively, has not had significant impact on margins.
3.2. BALANCE SHEET 44

Balance sheet evolution

€m 31/12/2022 30/09/2023

Fixed assets 3,560.8 3,599.6

Net Working Capital (501.0) (384.2)

TOTAL NET ASSETS 3,059.8 3,215.4

Equity 1,504.6 1,717.0

Net Financial Debt 1,289.8 1,217.4

Others (net) 265.4 281.0

TOTAL NET LIABILITIES 3,059.8 3,215.4

Non-recourse factoring 324.5 €m 344.3 €m
3.2. BALANCE SHEET 45

Cash Flow September 2023

€m
EBITDA 536.7 €m 30/09/2022 31/12/2022 30/09/2023
Financial Expenses (56.3)
NFD 1,393.8 1,289.8 1,217.4
Maintenance Capex (63.8)
Tax Payments (58.4) Adjusted NFD(*) 1,372.2 1,270.0 1,196.7
IFRS 16 Leases (1) (18.7)
OPERATING CASH FLOW 339.5
NFD/EBITDA (*) 2.13X 1.98X 1.73X
% EBITDA(2) 65.5%

Growing Capex (83.5)

Net Working Capital Variation (66.8)
Debt ratios improvement and
Other movements 0.2
operating financial cash flow
OPERATING FINANCIAL CASH FLOW 189.4
generation with very high shareholder
Business combinations (3) (10.8)
remuneration
Payment of dividends and own shares transactions (106.2)
FINANCIAL CASH FLOW 72.4

(1) Payment of rental fees registered in EBITDA according to the application of IFRS 16 standard.
(2) Operating Cash Flow on the value of EBITDA corrected with the effect of the IFRS 16 standard.
(3) Acquisition of the Brazilian company Iber-Oleff Brasil Ltda.
(*) Adjusted NFD and EBITDA data considering 50% of the Chinese JV SAMAP.
3.2. BALANCE SHEET 46

Financial position

STRENGHTHENING OUR FINANCIAL POSITION

NFD/EBITDA (*) 3.59X

NFD/Equity 2.37X
1.60
1.02 1.98X

0.86 1.73X

NFD 1,594.9 0.71

1,394.9 1,289.8
1,217.4

-200.0 €m
-105.1 €m
-72.4 €m

2020 2021 2022 9M 2023

GFD at fixed
interest rate (**) 35% 51% 53%

(*) Adjusted NFD and EBITDA data considering 50% of the Chinese JV SAMAP
(**) Gross financial debt (GFD) at fixed interest rate
3.3. 2025 GOALS 47

Strategic Lines

KEY KEY
OPERATIONAL ESG LINES
LINES

INDUSTRY 4.0 CIE CULTURE ETHICAL COMMITMENT

ELECTRIFICATION

COMFORT INTERNATIONALIZATION ECO-EFFICIENCY ACTIVE LISTENING

3.3. 2025 GOALS 48

Operational commitments 2025

1 2 3 4 5
COMMITMENTS
OPERATIONAL

Revenue An CAPEX Annual income Sustained

growth EBITDA of ≈€1 billion Tax payment generation
≈20 margin over the five- of ≈2% of of cash from
2025

percentage exceeding year period, revenue operations

points above 19% in ≈5% of revenue equivalent
market 2025 per year to ≈65% of EBITDA.
growth over the ≈€500 million
five-year starting in 2025.
period

* The above guidance was determined assuming the existing consolidation scope and revenues at constant exchange rates and without pass-through.
3.3. 2025 GOALS 49

Operational commitments 2025 and progress in 2021/2022

Due to the positive evolution of the Plan and to

our good perspectives for the coming years,
we can confirm the maintenance of all our
2025 commitments.

Furthermore, we confirm that thanks to our cash generation capacity, we could invest up to

€1,500m without exceeding 2x NFD/EBITDA at the end of the Plan. This investment may be used for any
type of corporate operation (M&A, buy-back, purchase of minority stakes...); whichever maximizes
the generation of value at any given time.
3.3. 2025 GOALS 50

ESG Targets – Progress in the first two years of the plan

ALL 2021-2022
KPI: TARGET

COMPLIANCE • Training on Code of Conduct >95%

ESG TARGETS
HAVE BEEN MET
SUPPLY CHAIN • Countries purchasing with ESG 100%
criteria
• Suppliers audited with ESG criteria 25%

COMMERCIAL • Self-assessed plants in NQC >80% 75%

• Platforms with customers for 100%
self-assessment in ESG
• Commercial staff trained in ESG 80%

M&A • Integrations with the ESG Manual 100%

implemented

FINANCE • Complying sustainable financing 100%

requirements

INVESTOR • Feedback to key ESG analysts 100%

RELATIONS
3.3. 2025 GOALS 51

ESG Commitment - New 2025 environmental commitment

We secure the short term with the current KPIs till 2025

Project Supply Chain Race to Zero

SBTi alignment

Limit global warming to 1.5ºC

Carbon neutrality in 2050

4. CIE Automotive in
Stock Exchange
4. CIE IN STOCK EXCHANGE 53

Share Price Performance CIE Automotive

(1)
CIE Automotive IBEX 35 STOXX Europe 600 Automobiles & Parts
60%

40%

20%

0%

-20%

-40%

-60%

During 2020, the pandemic severely impacted CIE Automotive's stock. 2021 added to pandemic bottlenecks, shortages and
inflation in the supply chain (semiconductors, raw materials, freights, energy, labor force...).
In 2022 the complex environment increased (invasion of Ukraine, China's "Zero Covid" policy, soaring inflation, rising interest
rates…), which has led to an indiscriminate stock market correction in the sector.

Despite this adverse context, CIE Automotive delivered excellent results quarter after quarter, once again confirming its
resilience and consolidating its position on the podium of the industry's most profitable companies with the best future, which
we understand is far from being reflected in its share price.

After the exit from the Ibex 35 (June 2022) and in this first quarter of 2023, the share has had a better evolution and we expect
this positive trend to continue, correcting and better aligning the fundamental value of the company and its share price.

(1) STOXX Europe 600 Automobiles & Parts includes: OEMS: BMW ST, Mercedes Benz Group, Ferrari NV, Stellantis, Porsche, Renault & Volkswagen. SUPPLIERS: Forvia, Michelin, Continental, Nokian, Plastic Omnium, Rheinmetall, Schaeffler, Valeo.
4. CIE AUTOMOTIVE IN STOCK EXCHANGE 54

Analysts recommendations

Company Analyst Recommendation Price Update

Alantra Equities Álvaro Lenze Hold €30.90 10/2023

Bankinter Esther Gutiérrez Buy €32.60 10/2023

Bestinver Securities Enrique Yáguez Buy €32.70 05/2023

Caixabank BPI Bruno Filipe Bessa Hold €27.00 10/2023

Exane BNP Paribas Francisco Ruiz Hold €26.00 10/2023

Gaesco Valores Iñigo Recio Buy €35.00 05/2023

Intermoney Valores Virginia Pérez Buy €30.00 05/2023

JB Capital Markets Alberto Espelosin Buy €33.80 10/2023

Kepler Cheuvreux Alexandre Raverdy Hold €27.00 05/2023

Mirabaud Manuel Lorente Hold €29.03 07/2023

Norbolsa Nikola Egia Hold €30.51 06/2023

Oddo BHF Anthony Dick Outperform €33.00 10/2023

Renta 4 Álvaro Aristegui Outperform €35.50 12/2023

Sabadell Alfredo Del Cerro Buy €29.81 10/2023

Santander Robert Jackson Outperform €35.50 07/2023

Consensus - - €31.22
Appendix
APPENDIX I 56

Alternative performance measurement (APMS)

PERFORMANCE MEASURES DEFINITION

EBITDA Net Operating Income + Depreciation

Annualized EBITDA of 12 last months in those companies incorporated to the perimeter

Adjusted EBITDA during the period. It includes 50% of the EBITDA of Chinese JV SAMAP, which is based on
the current agreements with the partner, is consolidated by the equity method.

EBIT Net Operating Income.

EBT Earnings before taxes.

Net Income Recurrent profit attributable to the company’s shareholders.

Debt with banks and other financial institutions – Cash and equivalents – Other Financial
Net Financial Debt (NFD)
Assets.

Net Financial Debt including 50% of Chinese JV SAMAP net financial debt, consolidated
Adjusted Net Financial Debt
by the equity method as per the current partner agreements reached.

Gross Financial Debt (GFD) Debt with banks and other financial institutions.
APPENDIX II 57

September 2022 profit comparable

€m SEPTEMBER CIE P&L INTERRUPTION 2022 SEPTEMBER CIE

PUBLISHED IN 2022 (1) ADJUSTMENT P&L COMPARABLE (2)

Turnover 3,032.6 (175.4) 2,857.2

EBITDA 495.3 (7.9) 487.4

EBIT 350.6 (2.6) 348.1

EBT 332.4 (0.8) 331.6

Tax expense (69.2) 0.2 (69.0)

Discontinued Activities 1.7 0.6 2.2

Profit for the year 264.9 0 264.9

Attributable to non-controlling
(29.4) 0 (29.4)
interests

Net Income 235.5 0 235.5

(1) CIE Group income statement published on 30/09/2022.

(2) CIE Group income statement on 30/09/2022 as comparable considering the interruption of the German forging business.
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