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Autoliv Inc. — Download Autoliv Strategic Direction (company IR deck)
Autoliv Inc. (ALV) · 42 slides · Filed Oct 24, 2026
Every slide of this earnings presentation, with the text as published. Open the original deck ↗ · All ALV deck slides
Slide 1 — Overview
Overview Stockholm, Näringslivets Hus, May 31 | New York, Condé Nast Venues by Convene, June 4
Slide 2 — Safe Harbor Statement
Safe Harbor Statement This presentation contains statements that are not historical facts but rather forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements include those that address activities, events or developments that Autoliv, Inc. or its management believes or anticipates may occur in the future. All forward- looking statements, including without limitation, statements related to the completion and timing of the proposed spin-off; the future performance of the Passive Safety business on a stand- alone basis if the spin-off is completed; the expected strategic, operational and competitive benefits of the proposed spin-off and the effect of the separation on the Company and its stakeholders; statements related to the future performance of the Company or of any such businesses if any such transaction is completed; other targets regarding the Company’s performance as a single entity; management’s examination of historical operating trends and data, as well as estimates of future sales, operating margin, market trends, cash flow or other future operating performance or financial results, are based upon our current expectations, various assumptions and/or data available from third parties. Our expectations and assumptions are expressed in good faith and we believe there is a reasonable basis for them. However, there can be no assurance that such forward-looking statements will materialize or prove to be correct as forward-looking statements are inherently subject to known and unknown risks, uncertainties and other factors which may cause actual future results, performance or achievements to differ materially from the future results, performance or achievements expressed in or implied by such forward-looking statements. In some cases, you can identify these statements by forward-looking words such as “estimates”, “expects”, “anticipates”, “projects”, “plans”, “intends”, “believes”, “may”, “likely”, “might”, “would”, “should”, “could”, or the negative of these terms and other comparable terminology, although not all forward-looking statements contain such words. Because these forward-looking statements involve risks and uncertainties, the outcome could differ materially from those set out in the forward-looking statements for a variety of reasons, including without limitation, higher than anticipated tax and other costs associated with the spin-off; disputes or operational difficulties resulting from the spin-off; expected benefits of the spin-off taking longer than anticipated to realize; changes in light vehicle production; fluctuation in vehicle production schedules for which the Company is a supplier, changes in general industry and market conditions or regional growth or decline; changes in and the successful execution of our capacity alignment, restructuring and cost reduction initiatives and the market reaction thereto; loss of business from increased competition; higher raw material, fuel and energy costs; changes in consumer and customer preferences for end products; customer losses; changes in regulatory conditions; customer bankruptcies, consolidations, or restructurings; divestiture of customer brands; unfavorable fluctuations in currencies or interest rates among the various jurisdictions in which we operate; component shortages; market acceptance of our new products; costs or difficulties related to the integration of any new or acquired businesses and technologies; continued uncertainty in pricing negotiations with customers; successful integration of acquisitions and operations of joint ventures; successful implementation of strategic partnerships and collaborations; our ability to be awarded new business; product liability, warranty and recall claims and investigations and other litigation and customer reactions thereto; higher expenses for our pension and other postretirement benefits, including higher funding requirements for our pension plans; work stoppages or other labor issues; possible adverse results of pending or future litigation or infringement claims; our ability to protect our intellectual property rights; negative impacts of antitrust investigations or other governmental investigations and associated litigation relating to the conduct of our business; tax assessments by governmental authorities and changes in our effective tax rate; dependence on key personnel; legislative or regulatory changes impacting or limiting our business; political conditions; dependence on and relationships with customers and suppliers; and other risks and uncertainties identified under the headings “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our Annual Reports and Quarterly Reports on Forms 10-K and 10-Q and any amendments thereto. For any forward-looking statements contained in this or any other document, we claim the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995, and we assume no obligation to update publicly or revise any forward-looking statements in light of new information or future events, except as required by law.
Slide 3 — Today’s Agenda Autoliv and Veoneer
Today’s Agenda Autoliv and Veoneer 09:00 Autoliv Presentations 10:15 Coffee Break 15 min 11:15 Q&A Autoliv 11:40 Lunch 12:30 Veoneer Presentations 14:00 Coffee Break 15 min 15:00 Q&A Veoneer 15:30 Investor Day Ends
Slide 4 — Agenda Autoliv
Copyright Autoliv Inc., All Rights Reserved Agenda Autoliv Strategic Direction Mikael Bratt, Incoming President & CEO Innovation for Profitable Growth Jordi Lombarte, Incoming CTO Operational Excellence Mikael Bratt Financial Direction Mats Backman, CFO Q&A All Conclusion & Closing Remarks Mikael Bratt
Slide 5 — Roadmap to Listing of Veoneer
Roadmap to Listing of Veoneer Investor Day Autoliv & Veoneer 31 May & 4 June Stockholm & New York Investor Road Show Autoliv 1 June – 13 June US & Europe Autoliv Debt Road Show 11 June – 15 June Investor Road Show Veoneer 1 June – 15 June US & Europe When issued trading Veoneer 11 June – 29 June NYSE Separation of Veoneer 29 June First day of trading of Veoneer stock 2 July NYSE & Nasdaq Stockholm
Slide 6 — Autoliv – 65 years of Dedication to Saving Lives
Autoliv – 65 years of Dedication to Saving Lives Entering the next phase Autoliv becomes a subsidiary of Electrolux 1953 1956 1959 1968 1975 1979 1980 1989 1990- 1994 1995 1997 1998 2000- 2005 2017 2018 First subsidiary The company’s name is changed to Autoliv AB Acquired by Gränges Weda Acquisition of Evert Larsson Industri AB Pretensioner – Volvo introduces our innovation* Period of acquisitions and joint ventures Listing on the Stockholm Stock Exchange Merger with Morton First Inflatable Curtain First Night Vision ̶ the start of Active Safety Autoliv and Volvo Cars form Zenuity Spinning-off Lindblads Autoservice AB is founded First Knee Airbag Period of acquisitions, joint ventures and new production capacity in Best Cost Countries First Seatbelt Creating an independent publicly traded company 6
Slide 7 — Strong Attributes for Individual Success
Veoneer • Exceptional Technology Focused Growth Opportunity • Pure-Play Focused ADAS & AD Company • Proven Track-Record & Heritage in Automotive Safety & Saving Lives • Long-Term Value Creation −Double digit sales growth −Double digit operating margins −Cash flow generation Strong Attributes for Individual Success Autoliv Global Market Leadership Superior Quality & Execution Strength Experienced & Skilled Management & Workforce Technology Excellence Industry Leading Cash Generation 7
Slide 8 — Creating Two Great Companies
8 Creating Two Great Companies Market Leader Saving Lives Expert Partner Creating Trust
Slide 9
Slide 10 — Autoliv
Copyright Autoliv Inc., All Rights Reserved Mikael Bratt Autoliv Strategic Direction Incoming President & CEO 10
Slide 11 — Copyright Autoliv Inc., All Rights Reserved
Copyright Autoliv Inc., All Rights Reserved
Slide 12 — Our Vision Is Saving More
Copyright Autoliv Inc., All Rights Reserved Our Vision Is Saving More Lives & Creating More Value Each Year, Autoliv’s Products Save >30,000 Lives
Slide 13 — Our Vision Is Saving More
Copyright Autoliv Inc., All Rights Reserved Our Vision Is Saving More Lives & Creating More Value Each Year, Autoliv’s Products Save >30,000 Lives
Slide 14 — Millions of Reasons to Do More
Copyright Autoliv Inc., All Rights Reserved Millions of Reasons to Do More 1.3 million 2017E 2030E Road Fatalities Worldwide Number of Traffic Fatalities, Globally(1) (1) WHO February, 2018
Slide 15 — Future Mobility Provides New Opportunities
Copyright Autoliv Inc., All Rights Reserved Future Mobility Provides New Opportunities More Advanced Passive Safety Solutions in Future Car New Seating Concept Examples
Slide 16 — We are Dedicated to Generate Profitable Growth
Copyright Autoliv Inc., All Rights Reserved We are Dedicated to Generate Profitable Growth We are fully focused on delivering on our 2020 targets We operate in a market with long- term sustainable growth Operational excellence is in our DNA, and it is what will take us to the next level We have the tools to maintain our new market position
Slide 17 — Sustaining Our New Market Position
Copyright Autoliv Inc., All Rights Reserved Sustaining Our New Market Position Clear Execution Plan Greater Market Share Manage Order Intake Flawless Execution Customer Focus Sustainable Growth Profitable Growth A B C D 37% ~50% 2014A 2015A-17A Order Intake
Slide 18 — Autoliv Key Targets Confirmed
Copyright Autoliv Inc., All Rights Reserved Autoliv Key Targets Confirmed >$10 Bn Revenue 2020 ~13% Adj. Operating Margin* 2020 ~1.0x Net Debt/ EBITDA Over Time (*) Non-US GAAP measure excludes costs related to Antitrust matters, Leverage Ratio and Net Debt includes Pension Liability. The forward looking non-U.S. GAAP financial measures herein are provided on a non-U.S. GAAP basis. Autoliv has not provided a U.S. GAAP reconciliation of these measures because items that impact these measures, such as costs related to capacity alignments and antitrust matters, cannot be reasonably predicted or determined. As a result, such reconciliation is not available without unreasonable efforts and Autoliv is unable to determine the probable significance of the unavailable information.
Slide 19 — Solid Platform for
Copyright Autoliv Inc., All Rights Reserved Solid Platform for Profitable Growth
Slide 20 — Our Platform for Profitable Growth
Copyright Autoliv Inc., All Rights Reserved Our Platform for Profitable Growth Global Market Leadership Leading market positions across product groups, serving all major OEMs Technology Excellence Best-in-class engineering capabilities, evidenced by long list of industry firsts Superior Quality & Execution Strength Extensive track-record of delivering flexible solutions of highest reliability and quality standards Experienced & Skilled Management & Workforce Experienced management team with extensive track-record and highly skilled workforce Robust Growth Platform Strong growth visibility and multiple well-defined near- and long-term growth opportunities Industry Leading Cash Generation Sustainably superior profitability and cash generation fueled by operational excellence
Slide 21 — Copyright Autoliv Inc., All Rights Reserved
Copyright Autoliv Inc., All Rights Reserved Autoliv Today is Stronger Than Ever SALES $8.1 Bn 2017A OPERATIONS IN 27 countries ADJ. OPERATING INCOME(1) $890 Mn 2017A (10.9% margin) FREE CASH FLOW(2) $403 Mn 2017A (70% cash conv.(3)) EMPLOYEES >64,000 worldwide MARKET SHARE 38% worldwide, clear #1 DAILY PRODUCTION ~1 Mn units ORDER INTAKE >50% of global orders Essential Product Portfolio for Saving Lives Today… Airbags Seatbelts Steering Wheels Special Products …While Innovating for Tomorrow ADAS & AD Electrification Adaptability to Size & Age of Occupant and more… (1) Non-US GAAP measure, please refer to 8-K from May 31, 2018 for reconciliation. Adjusted for capacity alignments and antitrust related matters (2) Defined as Operating Cash Flow less Capital Expenditures, net (3) Defined as Free Cash Flow/ Net Income
Slide 22 — Autoliv – The Global Automotive Safety Champion
Copyright Autoliv Inc., All Rights Reserved (1) Estimated 2017A market shares. Based on Autoliv’s passive safety market definition including airbags, seatbelts and steering wheels (2) Pro forma combination 30% 48% 39% 31% 0 10 20 30 40 Autoliv Comp. 1 + 3 Comp. 1 Comp. 2 Comp. 3 Comp. 4 Comp. 5 Comp. 7 Comp. 8 Others Autoliv – The Global Automotive Safety Champion 2017A, % Firm Leader at 38% Market Share – Far Exceeding Competitors(1) #1 Rankings Across Product Portfolio(1) Frontal Airbags Steering Wheels Side Airbags Seatbelts Only Three Players of Scale 38% (2) 2017A
Slide 23 — Well-Balanced Customer Base
Copyright Autoliv Inc., All Rights Reserved 15% 5% 10% 4% 9% 4% 9% 2% 7% 2% 7% 2% 7% 2% 6% 9% Well-Balanced Customer Base …Across All Key Automotive Regions % of 2017A Revenue(1) Significant Presence in High-Growth Markets Serving All Major OEMs… % of 2017A Revenue(1) (1) Pro forma of M&A transactions amongst OEMs, including PSA’s acquisition of Opel/ Vauxhall from General Motors and Nissan’s stake purchase in Mitsubishi Others Europe 33% Americas 30% China 17% Japan 10% Rest of Asia 10% Asia 37%
Slide 24 — Truly Global Footprint
Copyright Autoliv Inc., All Rights Reserved AMERICAS 30% of ‘17A Sales EUROPE 33% of ‘17A Sales REST OF ASIA 10% of ‘17A Sales JAPAN 10% of ‘17A Sales CHINA 17% of ‘17A Sales Truly Global Footprint 27 Countries Across All Key Automotive Regions 19 Crash Test Tracks Enabling Crash Simulations Globally 64 Facilities In Close Proximity to OEMs Allowing Autoliv to Become Supplier-of-Choice on Global Platforms 12 Tech Centers With 5,300 Engineers, Close to OEMs’ Engineering Hubs Autoliv locations
Slide 25 — Experienced and Skilled Management Team
Copyright Autoliv Inc., All Rights Reserved Experienced and Skilled Management Team
Slide 26 — Creating the New Autoliv
Copyright Autoliv Inc., All Rights Reserved Creating the New Autoliv More Focused Strategy Increased Operational Flexibility Higher Potential for Profitable Growth Dedicated Culture Our Strategic Direction
Slide 27 — Solid Platform for
Copyright Autoliv Inc., All Rights Reserved Solid Platform for Profitable Growth Creating Sustainable Growth
Slide 28 — Multiple, Near- & Long-Term Profitable Growth Avenues
Copyright Autoliv Inc., All Rights Reserved Multiple, Near- & Long-Term Profitable Growth Avenues Automotive Production Growth Increase in Content per Vehicle Maintain New Market Position Passive Safety Industry Providing Sustainable, Above-Market Growth Clear Execution Plan to Manage Short- to Mid-Term Growth 1 2 3 Ladder for Sustainable Growth +
Slide 29 — Multiple, Near- & Long-Term Profitable Growth Avenues
Copyright Autoliv Inc., All Rights Reserved Expansion into Other End-Markets Multiple, Near- & Long-Term Profitable Growth Avenues Advanced and Integrated Solutions Automotive Production Growth Increase in Content per Vehicle Maintain New Market Position Expansion into Adjacent Verticals Potential Additional Growth Avenues Passive Safety Industry Providing Sustainable, Above-Market Growth Clear Execution Plan to Manage Short- to Mid-Term Growth 1 2 3 4 5 6 Ladder for Sustainable Growth + +
Slide 30 — Unprecedented Business Momentum Translating Into Growth
Copyright Autoliv Inc., All Rights Reserved 2017A 2018 2019 2020 2014A 2015A 2016A 2017A Unprecedented Business Momentum Translating Into Growth Order Intake Tailwind Driving Sales Growth: ~8% Revenue CAGR 2017A to 2020 Strong Order Momentum… Order Intake Share; 2014A-17A ~37% ~50% ~50% >50% >$10 Bn …Translating Into Significant Revenue Growth(1) Revenue; 2017A-20 $8 Bn 1 18-36 months lead time to start of production Maintain New Market Position (1) Based on to IHS’ LVP (Light Vehicle Production) outlook as of April, 2018.
Slide 31 — Four-Step Plan to Sustain New Market Position
Copyright Autoliv Inc., All Rights Reserved Four-Step Plan to Sustain New Market Position Clear Execution Plan to Manage Recent Order Intake and Secure Profitable Growth Manage Order Intake Flawless Execution Customer Focus Sustainable Growth Flawless Execution Execute with diligence, reliability and efficiency Demonstrate best-in-class quality with superior operational excellence, cost optimization & asset utilization Customer Focus Build upon successful order execution to sustain customer trust Truly commit to customers with day-to-day attention Support customers locally Sustainable Growth Boost new orders by remaining at forefront of innovation Explore adjacent areas, leveraging expertise for profitable growth Manage Order Intake Seamless launch of the captured market opportunity based on diligent preparations & application engineering Manage increased order pressure through smooth ramp up of operations A B C D Profitable Growth Maintain New Market Position 1
Slide 32 — Long-Term Customer Focus, Local Presence & Quality Pays Off
Copyright Autoliv Inc., All Rights Reserved Chinese S. Korean European Japanese American Global 2017A 2020E Market Share by Brand Origin % Long-Term Customer Focus, Local Presence & Quality Pays Off Strong & Improving Positions With Key OEMs, Including Ambitious Chinese OEMs 1 Maintain New Market Position
Slide 33 — Strong Underlying Market Growth
Copyright Autoliv Inc., All Rights Reserved Strong Underlying Market Growth Increasing GDP per capita in Emerging Markets More stringent safety ratings & regulations Consumer demand for road safety Increasing number of airbags and new placement methods (e.g., knee airbag) Increasing passive safety content per vehicle ‒ 2017: ~$230 ‒ 2020E: ~$235 ‒ 2025E: ~$240 Passive Safety Market Expected to Outgrow LVP by ~1% Until 2025E Autoliv’s Total Addressable Market(1) $ Bn 2/3 LVP Growth/ Increase in CPV 12.2 12.7 13.4 4.9 5.6 6.4 0.3 0.5 1.0 3.3 4.1 5.2 0 4 8 12 16 20 24 28 2017 2020E 2025E RoW India China Developed Markets ~23 ~26 ~21 (1) Company market estimates include seatbelts, airbags, steering wheels, based on IHS LVP data from April, 2018 (2) Developed Markets: North America, Western Europe, Japan and South Korea (2)
Slide 34 — A Long Road Ahead to Democratize Traffic Safety
Copyright Autoliv Inc., All Rights Reserved 5.1 4.3 6.1 3.7 2.8 36.2 18.9 16.6 4.7 12.0 10.6 23.4 7.6 6.8 7.3 5.3 4.7 74.6 104.5 130.1 6.5 25.6 12.9 57.5 France Germany Italy Spain Sweden Thailand China India Japan South Korea USA Brazil per 100,000 inhabitants per 100,000 vehicles Sources: WHO Global Status Report on Road Safety 2015 A Long Road Ahead to Democratize Traffic Safety Published in 2015 Based on Data Collected in 2013 (Latest Available Data) Road Fatalities by Country Increase in CPV 3
Slide 35 — Content per Vehicle Growth Propelled by Emerging Markets
Copyright Autoliv Inc., All Rights Reserved 0 100 200 300 400 0 10,000 20,000 30,000 40,000 50,000 60,000 Content per Vehicle Growth Propelled by Emerging Markets Sources: Company estimates, IMF data as of April 2017 (1) Company market estimates include seatbelts, airbags and steering wheels (2) ALV estimate as of April 2017 Passive Safety Penetration Correlates to GDP/ Capita Passive Safety Content per Vehicle(1) vs. Economic Development Passive Safety Content per Vehicle(1) $ Gap to Developed Markets Expected to Close as Emerging Markets Mature… …Evidenced by Evolution in Western Regions India China Eastern Europe South America North America Western Europe Japan South Korea GDP/ Capita ($) Content per Vehicle ($) Population 170 253 2001 2018E Europe North America (2) 214 330 2001 2018E +49% 2% CAGR +54% 3% CAGR (2) Increase in CPV 3
Slide 36 — Global Drive for Increased Safety Standards
Copyright Autoliv Inc., All Rights Reserved Global Drive for Increased Safety Standards Stricter Regulations & Increasingly Stringent Rating Frameworks (1) New frontal crash test using oblique and THOR (“Test Device for Human Occupant Restraint”) dummies Regulations Ratings Roadmap for Vehicle Crash Safety Requirements 2020 2025 2019 Latin America Europe USA China Japan India South Korea South Korea Europe USA China Japan India Latin America Timing Confirmed Timing TBD B A Far-Side Airbag Required in Europe New Frontal Crash Test in US(1) Protection for both occupants Oblique with new advanced dummy A B Increase in CPV 3
Slide 37 — Premium Vehicle Trend Driving CPV Growth
Copyright Autoliv Inc., All Rights Reserved Premium Vehicle Trend Driving CPV Growth (1) Source: Company estimate (2) Premium includes Aston Martin, Audi, Bentley, BMW, Bugatti, Cadillac, Ferrari, Jaguar, Lamborghini, Land Rover, Maserati, Mercedes, Porsche, Rolls Royce, Volvo, Tesla, Infiniti, Lexus; Non-premium includes others Passive Safety CPV in Developed Markets, 2017 vs. 2020(1) $ CPV Development in Developed Markets Passive Safety CPV per Segment, 2017(1) $ Premium Vehicles With 70% Higher CPV 212 359 Non-Premium Premium +70% (2) (2) Premium Vehicles With Significantly Higher Passive Safety Content 264 266 271 279 359 363 2017 2018 2019 2020 Non-Premium Increase in CPV 3 Shrinking Gap between Premium and Non- premium vehicles
Slide 38 — Robust Growth Momentum Over Long-Term
Copyright Autoliv Inc., All Rights Reserved Robust Growth Momentum Over Long-Term Significant Future Growth Potential, Even Before Exploring Adjacent Expansion Opportunities Autoliv Sales(1) $7.6 $7.9 $8.1 >$10 2015A 2016A 2017A 2020 Long Term Ambition Order Book Driven Growth History Close to 100% Booked $ Bn 1-3 (1) Based on IHS’ LVP outlook as of April, 2018.
Slide 39 — New Advanced and Integrated Solutions
Copyright Autoliv Inc., All Rights Reserved New Advanced and Integrated Solutions Life Cell Airbag Living Room Seating Safety Predict Crash/ Adaptive Structures Pre-Crash Airbags Reclined Seat Safety Personalized Restraints Adaptive Steering Wheel Position HMI Steering Wheel/ Trust Systems Alert Seatbelts Market Leading Passive Safety Portfolio ...& More ...& More ...& More Strong Product Pipeline at Forefront of Industry Innovations 4 Potential Additional Growth Avenues
Slide 40 — Finding New Ways to Save More Lives
Copyright Autoliv Inc., All Rights Reserved Selected Examples: Commercial vehicles All terrain vehicles Interiors (E.g. Pyro Technical Safety Switches) Finding New Ways to Save More Lives Numerous Potential Additional Growth Avenues to Explore, With High Prospective Returns Expansion Into Other End Markets Expansion Into Adjacent Verticals Selected Examples: Airplanes Trains Current Products, New Markets New Products, New Markets 5-6 Potential Additional Growth Avenues
Slide 41 — Saving More Lives &
Copyright Autoliv Inc., All Rights Reserved Saving More Lives & Creating More Value Profitable Growth Global Market Leadership Robust Growth Platform Technology Excellence Superior Quality & Execution Strength Experienced Management & Skilled Workforce Industry Leading Cash Generation
Slide 42 — Each year, Autoliv’s
autoliv.com Each year, Autoliv’s products save over 30,000 lives