Investor Presentation

February 2015

CORPORATE OVERVIEW

GROUP – KEY FACTS & FIGURES

Leading global player in the automotive and commercial vehicle industry

Facts

Leading manufacturer of premium interior components and seating solutions
Global player with > 10,000 employees
Broad international manufacturing and R&D network in 20 countries
Strong market position in core markets

Financials [in € million]

	2 0 1 3	2 0 1 2	2 0 1 1
R e e n e s v u	1, 2 6 6	1, 1 3 3	1, 0 9 4
G h i % t r o w n	1 2 % +	4 % +	1 8 % +
E B I T	5 8	4 9	4 9
E B I T M i a r g n -	4 6 %	4 3 %	4 % 5
E P S i € n	2 6 7	2 3 8	2 0 2
D i i d d i € e n n v	0 6 5	0 0 5	0 4 0

Revenues by division [FY 2013]

GROUP – GLOBAL FOOTPRINT

Global player on 4 continents with an international production & R&D network

AUTOMOTIVE – PRODUCT PORTFOLIO

Premium interior components for maximum in safety, comfort & functionality

SEATING SYSTEMS – PRODUCT PORTFOLIO

Highly innovative seating solutions and broad product portfolio for all applications

GRAMMER DIVISIONS – KEY FACTS & FIGURES

Interior components for passenger cars and suspended seats for commercial vehicles

revenues by product segment Seating Systems – revenues by product segment

GROUP – CUSTOMER STRUCTURE & MARKET SHARES

Broad customer base in both divisions – "The who is who of the industry"

Automotive – market shares

	H d t e a r e s	C l o n s o e s
E r o p e u	1 #	2 #
N h A i t o r m e r c a	# 3	# 5
S h A i t o u m e r c a	M k t t a r e e n r y	/ 2 0 1 4 2 0 1 5
C h i n a	# 4	# 5
No lev ark te: t m et nts re an se g me

Seating Systems – market shares

	O f f d r o a	T k r c u
E r o p e u	1 #	2 #
N h A i t o r m e r c a	2 #	2 #
S h A i t o u m e r c a	# 1	# 1
C h i n a	# 3	# 5

GROUP – GLOBAL GROWTH STRATEGY

GROUP – PILLARS OF OUR GLOBAL GROWTH STRATEGY

Main factors of GRAMMER's global growth strategy

Innovationsand M&A to strengthen our global leadership

Globalizationdriven by regional market shift towards emerging markets

GROUP – LONGTERM MARKET GROWTH

Global mega trends as key drivers for long-term growth of automotive and truck markets

GROUP – INNOVATION AS GROWTH DRIVER

Supported by M&A strategy, our passion for new ideas & innovations drive our leadership

GROUP – GLOBALIZATION AS GROWTH DRIVER

Strong global presence as basis for GRAMMER's huge growth potential in all regions

GRAMMER's 5 year growth potential

Strong global presence is key for GRAMMER's successful growth strategy

Future growth will continue to be generated mainly outside of Europe

Global presence allows balancing weaker European markets with strong growth abroad

High number of projects will secure leading position in Europe & boost business in Americas & Asia

PRELIMINARY RESULTS 2014 & MARKET OUTLOOK 2015

Group revenue increased by 7%. EBIT on previous year's level despite up-front costs.

Global car and truck markets continued to grow, but uncertainties remain esp. in Brazil

Global passenger car production[in % vs. previous year]

Global production of heavy trucks[in % vs. previous year]

GROUP – SUMMARY: PILLARS OF SUCCESS

GRAMMER Group is well positioned for profitable growth & value generation

BACKUP INFORMATION

Positive share price development in volatile stock markets

GROUP – EXECUTIVE BOARD

Highly experienced management team driving profitable growth strategy

joined in 2007
more than 25 years of automotive experience
former positions include:
GM climate control North & Eastern Europe, Valeo S.A.
CEO & GM power steering systems, Continental AG

Volker WalprechtCFO

joined in 2012
25 years of industry experience
former positions include:
CFO Oil & Gas Division, Siemens AG
CFO Chassis & Safety Division, Continental AG

Manfred PretscherCOO

joined in 2010
30 years of automotive experience
former positions include:
GM climate control systems Germany, Valeo S.A.
Head of R&D for engine cooling systems Germany, Valeo S.A.

GROUP – LONG-TERM GROWTH 2004 – ²⁰¹⁴prel

Strong track record of revenue growth

Group revenues in € billion – 10 year development:

GROUP – KEY FIGURES Q3 and 1-9 2014

	1- 9 2 0 1 4	1- 9 2 0 1 3	C h g	Q 3 2 0 1 4	Q 3 2 0 1 3	C h g
G R r o p e e n e s u v u	9 9 3 8	9 2 9 5	4 3 %	3 2 4 2	3 1 0 4	4 4 %
E B I T D A E B I T D A M i a r g n -	6 9 8 0 % 7	6 8 5 2 % 7	1. 9 % 0 2 % P - -	2 1. 8 6 % 7	2 1. 9 1 % 7	0 5 % - 0 4 % P - -
E B I T E B I T M i a r g n -	4 3 1 4 3 %	4 3 3 4 % 5	0 5 % - 0 2 % P - -	1 2 2 3 8 %	1 3 2 4 3 %	7 6 % - 0 % P 5 - -
P f i f t t t r o a e r a x e s E P S i € n	2 5 8 2 3 7	2 3 9 2 1 5	7 9 % 1 0 2 %	7 5 1. 6 7	6 6 1. 5 4	1 3 6 % 8 4 %
T l A t t o a s s e s E i t q u y E i R i t t q u y a o -	8 0 8 1 2 3 4 8 2 9 %	6 4 8 7 2 2 5 1 2 9 %	% 5 7 4 3 % P 0 % -	8 0 8 1 2 3 4 8 2 9 %	6 4 8 7 2 2 5 1 2 9 %	% 5 7 4 3 % P 0 % -
N F i i l D b t t e n a n c a e G i R i t e a r n g a o	1 2 0 6 5 1 %	1 1 0 5 4 9 %	9 1 % P 2 % -	1 2 0 6 5 1 %	1 1 0 5 4 9 %	9 1 % P 2 % -
C ( / ) M & A a p e o x w D i i t e p r e c a o n	3 2 2 2 6 7	3 1. 0 2 5 2	3 9 % 6 0 %	1 0 4 9 6	1 5 5 8 7	3 2 9 - 1 0 3 %
( ) E l h- d t m p o e e s m o n e n y	1 0 4 9 9 ,	9 8 0 5 ,	9 6 %	1 0 4 9 9 ,	9 8 0 5 ,	9 6 %

In 2013 GRAMMER once again substantially improved the previous year's good results

f K i 2 e y g u r e s	0 1 3
[ I F R S i € i l l i ] n m o n ,		2 0 1 3	2 0 1 2	C h a n g e
	G R r o p e e n e s u v u	1, 2 6 5 7	1, 1 3 3 0	1 1. % 7
	E B I T D A E B I T D A M i a r g n -	9 2 3 3 % 7	7 8 1 6 9 %	1 8 2 % 0 4 % P -
	E B I T E B I T M i a r g n -	5 8 0 4 6 %	4 9 0 4 3 %	1 8 4 % 0 3 % P -
	P f i f t t t r o a e r a x e s	2 9 6	2 6 8	1 0 4 %
	S E P i € n D i i d d i € e n n v	2 6 7 0 6 5	2 3 8 0 0 5	1 2 2 % 3 0 0 %
	E i t q u y E i R i t t q u y a o -	2 2 4 7 2 9 %	2 1 0 3 3 1 %	6 8 % P 2 % - -
	N F i i l D b t t e n a n c a e G i R i t e a r n g a o	9 3 2 4 1 %	6 7 5 3 6 %	2 1. 8 % P 5 % -
	( ) E l d m p o y e e s y e a r e n	1 0 0 8 2 ,	8 6 2 0 ,	1 7 0 %

Note: Prior-year figures 2012 were adjusted to reflect application of IFRS 11 and the amended version of IAS 19

GRAMMER – FINANCIAL CALENDAR & IR CONTACT

Financial Calendar 2015

A l R 2 0 1 4 t n n a e p o r u :	M h 3 0 2 0 1 5 a r c ,
C f A l & P t n a s r e s s o n e r e n c e y	M h 3 0 2 0 1 5 a r c : ,
Q / I i R 1 2 0 1 t t 5 n e r m e p o r :	M 0 6 2 0 1 5 a y ,
G A l l M i t n n a e n e r a e e n g u :	M 2 0 2 0 1 5 a y ,
Q / I i R 2 2 0 1 t t 5 n e r m e p o r :	A 0 2 0 1 t 5 5 g s u u ,
Q / I i R 3 2 0 1 t t 5 n e r m e p o r :	N b 0 4 2 0 1 5 o e m e r v ,

Investor Relations Contact

Ralf Hoppe

VP Investor Relations, Communications,Marketing & Strategic Product Planning

P h o n e :	( ) 4 9 0 9 6 2 1 6 6 2 2 0 0 +
F a x :	( ) 4 9 0 9 6 2 1 6 6 3 2 2 0 0 +
E i l m a :	@ i l i t t n v e s o r- r e a o n s g r a m m e r. c o m
I t t n e r n e :	/ i l i t t w w w g r a m m e r. c o m n v e s o r- r e a o n s

This presentation has been prepared by Grammer AG solely for investor meetings in February 2015. It hasnot been independently verified. It does not constitute an offer, invitation or recommendation to purchase orsubscribe for any shares or other securities issued by Grammer AG. Nor shall any part of it form the basis of, or be relied upon in connection with, any contract or commitment whatsoever.

Therefore, neither Grammer AG nor any of its affiliates, advisors or representatives shall have any liabilitywhatsoever (in negligence or otherwise) for any loss that may arise from any use of this document or itscontents, or which otherwise results from this document.

This presentation includes assumptions, estimates, forecasts and other forward-looking statements, includingstatements about our beliefs and expectations regarding future developments as well as their effect on theresults of Grammer. These statements are based on plans, estimates and projections currently available tothe management of Grammer. Therefore, these statements are only valid for the date on which they are made, and we assume no obligation to publicly update them in the light of new information or future events. Furthermore, although management is of the opinion that these statements and their underlying beliefs andexpectations are realistic, no guarantee can be given that the expected developments and effects will actuallyoccur. Many factors may cause the actual development to be materially different from the expectationsexpressed here. Examples of such factors include, but are not limited to, changes in general economic andbusiness conditions, fluctuations in currency exchange rates or interest rates, the launch of competingproducts, the lack of acceptance of new products or servicesand changes in business strategy.