grupo antolin 2017 · r&d and innovation. in 2017, we started the construction of the shelby...

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Annual report

GRUPO ANTOLIN

2017

http://www.annualreportgrupoantolin.com/2017

http://www.grupoantolin.com

GRUPO ANTOLIN 2017

GLOBAL

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CONSOLIDATEDSALES

5,037 millions of €

EBITDA

466 millions of €

EBIT

291 millions of €

INVESTMENT

333 millions of €

EMPLOYEES

27,951

COUNTRIES

25

CENTERS

151

TECHNICAL SALESOFFICES

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OVERVIEW

LETTER

COMPANYCorporate GovernanceManagement TeamVision and ValuesCorporate Ethics and IntegrityHistoryRelevant Facts

BUSINESSGlobal Automotive MarketBusiness Model and StakeholdersActivity in 20172017 Figures

INNOVATIONInnovative InteriorCustomer CommitmentStrategy

PEOPLEThe Value of PeopleConnected to the FutureHuman Resources in Figures

COMMITMENTThe Responsible Value CycleRespect for Human Rights GLOBALIZEWell-being, Health and Safety ZEROEnvironmental Commitment GREEN FOOTPRINT Sustainable Contribution INNOVERSIA

PROFILE OF THE REPORT 2

During 2017, we achieved a solid result, maintaining our profitability levels and making firm progress with the business plan we have in place. Sales stood at 5,037 million euros and EBITDA grew to 466 million euros.

The company's four business units supplied compo-nents for about 80 models that reached the market, with quality being the great differentiating value. The result is that our products are present in nine of the ten best-selling cars in the market.

Europe continues to be our most important market with sales of 2,705 million euros followed by NAFTA with 1,738 million; the Asia-Pacific Region, 488 million; Mer-cosur, 81 million; and Africa, 26 million.

With these figures, Grupo Antolin has strengthened its position as the largest overhead system manufacturer in the world and the European leader in lighting for the car interior.

Investment exceeded 330 million euros as part of the plan that will reach 900 million euros between 2017 and 2019. The aim is to expand our industrial and com-mercial operations to accompany our customers in their product launches and strengthen our commitment to R&D and innovation.

In 2017, we started the construction of the Shelby plant (United States) for the manufacture of the door panels and overhead systems for the Dodge RAM 1500 Pick up, the largest project in the history of Grupo Antolin, and this will begin operating in 2018. We are also expanding our industrial network in the

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PROFILE OF THE REPORT

ERNESTO ANTOLIN ARRIBAS

LETTER FROM THE CHAIRMAN

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GRUPO ANTOLIN 2017

Last year Grupo Antolin continued to strengthen its position as one of the largest manufacturers of car interiors in the world. Thanks to the effort and hard work of the company's nearly 28,000 employees and our firm commitment to innovation, we have become a key supplier in the global automotive industry.

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United States with the new factory in Alabama, which will start producing components for Mercedes and Honda in 2018. In addition, we have strengthened our position in other key markets such as China.

Our strategy looks to the future, with the aim of taking advantage of all the challenges that lie ahead. This is always supported by the family nature of the company, which ensures that we take decisions with a long-term vision. At Grupo Antolin we are all aware that the car and its industry are experiencing the greatest transfor-mation in their history. The self-driving and connect-ed vehicle, the electrification of cars, the new mobility models and Industry 4.0 will change our sector com-pletely. The result is that the vehicle of the future will be a space where drivers will spend a lot of time and it will need to incorporate new functions. Therefore, its inte-rior will undergo a profound transformation and will gain more prominence. Grupo Antolin is in a privileged position to take advantage of this change.

Our strengths to tackle this revolution, which is already tak-ing place, are based, above all, on innovation. Our R&D and innovation teams in the centers in Spain, the United States, France, China and Germany are already working to develop innovative solutions to improve the onboard experience of the vehicle. The goal is to develop interiors with the best technology and materials and offering new solutions.

The second great strength of Grupo Antolin is the team. Our greatest asset is the around 28,000 employees that we have in all the major car producing countries. We have the best professionals who are perfectly trained to tackle the future challenges of the sector resulting from the digitalization of products and factories.

In our firm commitment to training and to attracting and developing talent as key aspects of our strategy, last year we opened our second Dual Vocational Training Center in Burgos (Spain) to train professionals in the company's main technologies and production processes. This center is in addition to the existing one in Germany.

We also continue to launch numerous sustainability in-itiatives as part of our firm commitment to our environ-ment and to the society in which we operate.

With all these strengths, Grupo Antolin is ready to lead the interior of the car of the future. We want the Made in Grupo Antolin seal, our brand, to be recognized through-out the entire automotive industry as synonymous with excellence and quality in all areas of the business. As a result, car manufacturers will use our innovative prod-ucts when designing their vehicles of the future.

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GRUPO ANTOLIN 2017

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During 2017, we also took important steps to professionalize and improve the management of the company. We set up an Advisory Board composed of five external directors who will support the work of the Board of Directors. We also created the Ethics, Corporate Governance, Compliance and Corporate Social Responsibility Committee, which is in addition to the Audit and Appointments and Remuneration Committees.

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COMPANYCORPORATE GOVERNANCEMANAGEMENT TEAMVISION AND VALUESCORPORATE ETHICS AND INTEGRITYHISTORYRELEVANT FACTS

GRUPO ANTOLIN annual report 2017 5

Being a 100% family company with the desire to be the leading company for car interiors requires levels of responsibility, transparency and good governance aligned with the creation of sustainable value in the increasingly global and competitive automotive and mobility markets. Markets where our ability to meet the demands of the environment require the implementation of good, effective governance mechanisms that make corporate governance a strategic instrument to achieve our vision as a company.

Article 5.7 of the Regulations of the Board of Directors of Grupo Antolin and its Delegated Committees, within its powers, specifies that “the principle that will govern the actions of the directors at all times will be the maximi-zation of the value of the company and its group, in a sustained manner, in the common interest of all shareholders, overseeing the development of the business activity and ensuring the future viability and competitiveness of the company and its group”. This maximization of value in a sustained manner over time, together with ensuring the future viability and competi-tiveness of the company, is the way in which our business model understands the continuous creation of value for each and every one of the stakeholders involved, directly and indirectly, as a consequence of our activity.

This is the context in which the good corporate governance concept emerged in Grupo Antolin, showing a commitment to the business project and also as a way of understanding that the management of the business in an ethical, in-tegral and transparent manner is a means to generate long-term wealth from a global and local perspective. A fundamental part of the corporate social responsibility model, good corporate governance contributes to the growth of the business from the triple perspective of economic, social and environ-mental sustainability, thanks to an alignment between shareholders, direc-tors, executives and the rest of the stakeholders. In an evolutionary way, good corporate governance in Grupo Antolin is becoming a differentiating value for the competitiveness, profitability and efficiency of the business project.

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CORPORATE GOVERNANCE

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GRUPO ANTOLIN 2017

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OUR CORPORATE GOVERNANCE MODELThe Grupo Antolin Corporate Governance Model comprises the set of rules and principles that ensure the proper functioning of the governing and ad-ministrative bodies of the company. It incorporates all of the internal regula-tions of the company and of Grupo Antolin, which are composed of:

· The Articles of Association

· The Corporate Policies that implement the principles on which the system is based

· The internal Corporate Governance rules

· The other internal codes, processes and procedures required or recommended by sector-related provisions or those enacted to implement the previous standards and principles, approved by the competent bodies

· The Regulations of the Board of Directors and of the Delegated Committees

It should be added that the Boards of Directors of the holding companies that own 100% of the share capital of the company are part of the corporate governance. The representatives of the family participate in these, which analyze, debate and make decisions about the activity and future of the company.

During the 2017 financial year, progress has been made in the voluntary adaptation of part of the internal regulations and the functioning of the governing bodies to the latest good governance recommendations and the most recent trends in corporate governance.

Generational change

Seats Business Unit Sale

Map of activities, BOARD and COMMITTEES

Creation of the Advisory Board

Second Bond issue

Cancellation first Bond New Bond IssueBetter conditions

First Bond issue€400 million

Corporate Governance Project

ANIRA Departure

HOLDING COMPANY Protocol

Grupo Antolin

FAMILY BRANCH Protocol

Expansion of the Advisory Board

First Corporate Governance Committee

meeting held201520142013 2017 2018

Acquisition of Magna Interiors

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Men 2 2 0 53.50 2 40% 16.25

Women 3 2 0 45.33 2 40% 8.67

TOTALS 5 4 0 48.60 4 80% 11.70

RepresentationSpanish

Nationality IndependentsAverage

ageOver

45

Average length of service

of the Board members

CHAIRMAN Ernesto Antolin Arribas representing CANEA, S.L.

VICE-CHAIR Maria Helena Antolin Raybaud representing INJAT, S.L.

MEMBERS Ana Berta Antolin Arribas representing AMPABER, S.L. Emma Antolin Granet representing AGRÍCOLA CINEGÉTICA SAN QUIRCE, S.L Jesús Pascual Santos (Chief Executive Officer)

ADVISORY DIRECTORS (Non-members of the Board) Emilio Ontiveros Baeza and José Manuel Temiño Estefanía

NON-BOARD MEMBER SECRETARY Pablo Ruiz Ferreiro

NON-BOARD MEMBER VICE-SECRETARY Alberto Guerra San José

Figures as of 12/31/2017

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GRUPO ANTOLIN 2017 GOVERNANCE STRUCTURE 2017 ACTIVITY

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BOARD OF DIRECTORSComprised of five members elected by the General Shareholders' Meeting who hold their position for a renewable six year term, its activity focuses on the general function of governance and administration, strategic decisions in the daily management of the company, as well as supervision and consid-eration of those matters of particular importance to the company. With the broadest powers and functions to manage, direct, administrate and repre-sent the company, it entrusts the daily management of the company to the Chief Executive Officer and the Management Committee.

GENERAL SHAREHOLDERS' MEETINGThis represents all the shareholders and exercises the corresponding functions as the highest body in the company, as set out in the Articles of Association.

COMPOSITION OF THE GENERAL

SHAREHOLDERS' MEETING

100% FAMILY

MEETINGS IN 2017

3

MEMBERS OF THE BOARD OF DIRECTORS

5 MEMBERS OF WHICH:

3 WOMEN

2 MEN

INDEPENDENT ADVISORY

DIRECTORS

2

MEETINGS IN 2017

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GOVERNANCE STRUCTURE 2017 ACTIVITY

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BOARD OF DIRECTORS IN 2018* 1 January 2018. Addition of three new Independent Advisory Directors to the Advisory Board, who in turnwill be part of the three delegated committees in their consultative and advisory role.

María Helena Antolin Raybaud

VICE-CHAIR

Emma Antolin GranetMEMBER OF THE BOARD OF

DIRECTORS

Carmen Gómez de BarredaADVISORY DIRECTOR *

Bernardo José Villazán Gil

ADVISORY DIRECTOR *Jesús Pascual Santos

MEMBER OF THE BOARD OF DIRECTORS

Alberto Guerra San JoséNON-BOARD MEMBER VICE-

SECRETARY

Ernesto Antolin Arribas

CHAIRMAN

José Manuel Temiño EstefaníaADVISORY DIRECTOR

Pablo Ruiz FerreiroNON-BOARD MEMBER SECRETARY

Ramón Sotomayor JaúreguiADVISORY DIRECTOR *

Emilio Ontiveros

BaezaADVISORY DIRECTOR

Ana Berta Antolin ArribasMEMBER OF THE BOARD OF DIRECTORS

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GRUPO ANTOLIN 2017

MEMBERS OF THE APPOINTMENTS AND

REMUNERATION COMMITTEE

5 MEMBERS OF WHICH:

2 INDEPENDENT ADVISORY

DIRECTORS

5 MEN

MEETINGS IN 2017

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AUDIT COMMITTEEThis is a delegated committee of the Board of Directors, chaired by an independent advisory director. It is responsible for supervising internal control, risk management, internal financial reporting management sys-tem (FRMS) and external audit, coordinating with the Ethics, Corporate Governance, CSR and Compliance Committee in the analysis of conflicts of interest.

APPOINTMENTS AND REMUNERATION COMMITTEEThis is a delegated committee of the Board of Directors, chaired by an in-dependent advisory director. It has powers to evaluate the remuneration policies of the company and responsibility for nominating candidates for the Advisory Board and the Board of Directors, as well as for analyzing candidates for senior management roles.

MEMBERS OF THE AUDIT COMMITTEE

7 MEMBERS OF WHICH:

2 INDEPENDENT ADVISORY

DIRECTORS

1 WOMAN

6 MEN

MEETINGS IN 2017

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GRUPO ANTOLIN 2017

THE FUTURE, OUR PRESENT

2017· Implementation of the CPP - Crime Prevention Plan. The CPP is defined

in the Compliance project that began in 2016 as an extension of the Criminal Offences Organization and Prevention Model approved by the Board of Directors on October 5, 2015.

· Adaptation of the operation of the Audit and Appointments and Remu-neration Committees of the Board of Directors to reflect best practice in corporate governance.

· Gradual adaptation to the corporate governance requirements poten-tially required from public interest entities (PIE).

· Renewal and updating of the Regulations of the Board of Directors and its Delegate Committees to reflect the best national and international good governance practices.

· Analysis of the most important aspects in the field of sustainability for Grupo Antolin at the current time and in the future, from an internal and external perspective, in order to incorporate them into the manage-ment of the company.

· Include the Corporate Social Responsibility function within the respon-sibilities of the Board of Directors.

· Approval of the new Grupo Antolin Vision and Values.

CREATION OF THE ADVISORY BOARD, made up of external advisers to provide support and assistance for the adoption of strategic decisions by the Board of Directors.

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PROJECT

2018· Creation of the Ethics, Corporate Governance, Compliance and CSR

Committee (CGC) chaired by an independent advisory director.

· Analysis and proposal of the 2022 Strategic Plan for approval by the Board of Directors.

· Coordination of the functioning of the Delegate Committees of the Board of Directors for the implementation of the guidelines established in the Regulations of the Board and its Delegate Committees.

· Entry into force of the Privacy Project adapted to the European Regula-tion for the Protection of Personal Data. This is corporate in nature but with a global reach to all Grupo Antolin companies.

· Addition of three new independent advisory directors to the Advisory Board who, in turn, will form part of the three delegated committees in their consultative and advisory role.

· Establishment of the best recommendations in good corporate govern-ance regarding the organic decision-making structure within the Board of Directors and the General Shareholders' Meeting.

· Review of the policies of the company and its group.

· Launch of Grupo Antolin's Values Award.

· Approval of the corporate social responsibility strategic lines that con-stitute the Grupo Antolin Sustainability Master Plan 2018-2021, as part of the company's Strategic Plan.

ETHICS, CORPORATE GOVERNANCE, COMPLIANCE AND CSR COMMITTEE (CGC) This is a delegated committee of the Board of Directors, chaired by an independent advisory director and with powers to supervise compliance with the corporate governance rules and the internal codes of ethics. Among other functions, it is also responsible for the regular supervision of the compliance programs and the supervision of the company's environmental and corporate responsibility policies, ensuring their focus on the creation of value. Responsible for the supervision of the GoCo Annual Report.


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COMMITMENTThe Responsible Value CycleRespect for human rights GLOBALIZEWell-being, Health and Safety ZEROEnvironmental Commitment GREEN FOOTPRINT Sustainable Contribution INNOVERSIA


GRUPO ANTOLIN 2017

In relation to the challenges for next year, according to the most authori-tative doctrine on good governance and the latest publications and warn-ings from experts, the recommendations are centered on listed companies and relate to three objectives, focused on the General Shareholders' Meet-ings that take place throughout 2018:

1) The implementation of a remuneration plan that is aligned with the long-term interests of the company and its shareholders.

2) Strengthening of diversity, in its broadest sense, within the Board of Directors.

3) The development and correct communication of the Company's Strate-gic Plan together with the Sustainability Master Plan.

ADVISORY BOARD Consultative and advisory body to the Board of Directors, to which it reports organizationally and operationally. It is responsible for advising on all types of activities and businesses undertaken by the company and its group, with its members sitting on the different Delegate Committees which also report to the Board of Directors, assuming the role of Chair in them. It also meets independently to the Board of Directors, in order to raise different suggestions and recommendations within its advisory work.

GOOD RESULTS AND A POSITIVE OUTLOOK IN THE FACE OF CURRENT CHALLENGES

WHAT ARE THE KEY SUCCESS FACTORS?GOOD CORPORATE GOVERNANCE STRUCTURES AND PROCESSES 95%MAINTAININGCONTROL OF THE BUSINESS WITHIN THE FAMILY 93%COMMUNICATION BETWEEN GENERATIONS 93%BALANCE BETWEEN FAMILY CONCERNS AND THE INTERESTS OF THE BUSINESS 90%PROMOTING THE ENTREPRENEURIAL NATURE OF THE FAMILY AND THE BUSINESS 88%Source: Barometer of the family business sixth edition, 2017


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PROFILE OF THE REPORT annual report

MANAGEMENT TEAM

SENIOR MANAGEMENT

CORPORATE FUNCTIONS They offer global services to the business units and the regions

Ernesto AntolinCHAIRMAN

María Helena AntolinVICE-CHAIR

Jesús PascualCHIEF EXECUTIVE OFFICER

Javier BlancoCORPORATE HUMAN

RESOURCES DIRECTOR

Cristina Blanco CHIEF FINANCIAL

OFFICER

Pablo RuizCORPORATE LEGAL

DIRECTOR

Javier VillacampaCORPORATE

INNOVATION DIRECTOR

Miguel MarañónCHIEF COMMERCIAL

OFFICER

Miguel Ángel VicenteCHIEF OPERATION

OFFICER

Juan Carlos GonzálezCORPORATE

INDUSTRIAL DIRECTOR

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REGIONS They work continuously with the Business Units and are responsible for providing a local vision

BUSINESS UNITS The Business Units are responsible for the standardization of industrial products and processes in addition to technical and industrial aspects in Europe.

Pablo BarojaREGIONAL DIRECTOR

NAFTA

Miguel MarañónREGIONAL DIRECTOR

EUROPE

Jorge JuárezREGIONAL DIRECTOR ASIA-PACIFIC REGION

Pablo García REGIONAL DIRECTOR

MERCOSUR *

Pedro SantestebanDIRECTOR OF THE

OVERHEAD SYSTEMS BU

Fernando SanzDIRECTOR OF THE

DOORS BU

Marta CuevasDIRECTOR OF THE

LIGHTING BU

Miguel Ángel PradoDIRECTOR OF THE

INSTRUMENT PANELS BU

* In March 2018 and after Pablo García’s appointment as Industrial Director of the Doors & Hard Trim BU, the Mercosur Regional Office disappeared and its areas become part of the current corporate and BU structure 15

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Juan Carlos GonzálezCORPORATE INDUSTRIAL DIRECTOR

Cristina Blanco CHIEF FINANCIAL OFFICER

Javier BlancoCORPORATE HR DIRECTOR

María Helena AntolinVICE-CHAIR

Jesús PascualCHIEF EXECUTIVE OFFICER

Pedro SantestebanDIRECTOR OF THE

OVERHEAD SYSTEMS BU Marta Cuevas

DIRECTOR OF THE LIGHTING BU Jorge Juárez

REGIONAL DIRECTOR ASIA-PACIFIC REGION

Ernesto AntolinCHAIRMAN

Pablo García REGIONAL DIRECTOR MERCOSURMiguel Marañón

CHIEF COMMERCIAL OFFICERREGIONAL DIRECTOR EUROPE Miguel Ángel Prado

DIRECTOR OF THE INSTRUMENT PANELS BU

Fernando SanzDIRECTOR OF THE DOORS BU

Pablo BarojaREGIONAL DIRECTOR NAFTA

Pablo RuizCORPORATE LEGAL DIRECTOR

Javier VillacampaCORPORATE INNOVATION

DIRECTOR

Miguel Ángel VicenteCHIEF OPERATION OFFICER

MANAGEMENT TEAM

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GRUPO ANTOLIN 2017

VISION AND VALUES

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The main objectives are to lead the market for car interiors and for customers to think about Grupo Antolin when they want to design the car of the futureErnesto Antolin

Grupo Antolin must demand the most of itself in terms of innovation, technology, quality, production and talent.María Helena Antolin

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OUR VISION FOR THE FUTURE IS TO BE THE LEADING COMPANY IN CAR INTERIORS, CREATING VALUE FOR OUR STAKEHOLDERS.

Grupo Antolin has started a new stage by reformulating its Vision and Val-ues. The company has defined the hallmarks that will guide its work and business in the coming years. The path is full of exciting challenges and op-portunities.

During the II Global Meeting held in September 2017, Ernesto Antolin, Chairman of Grupo Antolin, together with María Helena Antolin, Vice-Chair of Grupo Antolin, were in charge of explaining the new Vision: To be the lead-ing company in car interiors by creating value for our stakeholders. This Vi-sion is the result of our analysis of our strengths and what sets us apart.

This new Vision, together with the five new Values, will guide Grupo Antolin along a path to success.

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Be humble

Act honestly

Respect others

Deal with issues fairly

Recognize achievements: everyone contributes to success

Build a climate of trust

Be tolerant with mistakes

Listen, communicate: act with transparency

Teamwork

Be flexible and open to new ideas

Don't conform, encourage boldness

Everything is questionable, look for the best solution

Work with quality

Meet your commitments

Train yourself permanently

Be involved from the beginning

Be committed to your environment

Represent the company’s values in society

FAMILY SPIRITOur identity

PEOPLEKey to success

INNOVATIONFundamental to our future

PASSION for a job well done

CONTRIBUTION to the development of society

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ETHICS AND CORPORATE INTEGRITYEthics and Compliance are seen as important for Grupo Antolin, with the company's performance being valued positively by our stakeholders.2017 Materiality Study

19

Integrity, ethics and transparency are the fundamental pillars on which Grupo Antolin's governance structure is based in order to ensure the prop-er functioning of its business activity and the long-term sustainability of the company. Starting from the Corporate Social Responsibility department, the company has gone one step further with the creation of the Compliance de-partment during the current year, which will continue with the management of the ethical model and the Compliance master plan. This plan includes training programs and face-to-face sessions for the plants and legal entities about the Code of Ethics and Conduct, the first high level set of rules.

ETHICSReflection of the values that must guide the conduct of the company and the people who work for it.

INTEGRITYInclusion of respect for human rights, in its widest sense, together with the processes that guarantee these rights for all the groups and people with whom we interact as professionals and as an organization.

TRANSPARENCYGenerating internal and external credibility and reliability for the company and the organization thanks to the management and analysis of the data available to the company to improve knowledge and business performance beyond simply the economic aspect.

GRUPO ANTOLIN 2017 2017 ACTIVITY ETHICS AND COMPLIANCE MODEL INFORMATION SECURITY

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THE COMPLIANCE DEPARTMENT, DO THE RIGHT THINGReporting directly to the CEO and the Board of Directors, the Compliance Department was created in 2017 with the aim of acting as a guide and assistance so that the people making decisions in the company each day do so within the tolerance levels for risk and respect for the rules demanded from them, therefore contributing to the protection of all employees and to giving continuity to the business legacy. Led by the Chief Compliance Officer, it will be responsible for the ethics and integrity model, managed to date by the company's Corporate Social Responsibility Department.

“My main function is to protect the company

and all the people who are part of it"

JOSÉ MANUEL GARCELÁN Grupo Antolin Chief Compliance Officer

COMPLIANCE CULTUREINVOLVEMENT IN MEETINGS OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEES 5EMPLOYEESINFORMED ABOUT THE CODE OF ETHICS 100%EXPRESS ACCEPTANCE OF THE CODE OF ETHICS 36%

ACTIVITY IN 2017

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http://www.grupoantolin.com/sites/default/files/201781en.pdf

Link to the interview in

the INFORMA newsletter

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2017 ACTIVITY ETHICS AND COMPLIANCE MODEL INFORMATION SECURITY

RISK ANALYSIS, CONTROL AND MONITORINGRISKS ASSESSED 127CONTROLS TESTED 135GOVERNANCECOMPLIANCE COMMITTEE MEETINGS 4MEETINGS WITH QUALITY ALIGNMENT UNE19601 2

COMMUNICATIONS AND ACTION GUIDESINFORMATIVE COMPLIANCE FLASHES 8

AGENDA

2030

UN ·

SUSTAINABLE DEVELOPMENT GOALS

Peace, justice and

strong institutions

TRAINING AND AWARENESS-RAISINGFACE-TO-FACE TRAINING 23PEOPLE TRAINED 945STAFF TRAINED IN COMPLIANCE AT THE HEAD OFFICE 67%STAFF TRAINED IN COMPLIANCE INTERNATIONALLY 1%

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3

4 5 6 7 8 9 10 11 12 13 14 15 16 17

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2017· Implementation of a regulatory

compliance management system under the ISO 19600 standards that covers the entire organization and incorporates: education and training, continuous risk assess-ment and reporting mechanisms.

· Launch of the face-to-face training plan on the Compliance system and the Code of Ethics and Con-duct in the headquarters in Spain as well as in Mexico, Brazil, USA, Germany and China, 945 people with a management or office job trained face-to-face.

· Launch of the SAP-GRC as a criminal risk management tool at the head-quarters.

· Eight Board actions and continuous improvement of the compliance system.

· Implementation of the Compli-ance Network, a multidisciplinary team in which the whole organ-ization is represented with the aim of supporting the compliance function across the board.

· Integration of ethical reporting into the BI (Business Intelligence) re-porting system.

· Compliance Trend Sponsorship of the Excellence in Sustainability Club: http://www.clubsostenibilidad.org/tendencias/compliance/

http://www.clubsostenibilidad.org/tendencias/compliance/

http://www.clubsostenibilidad.org/tendencias/compliance/

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OUR COMMITMENT TO THE FUTURE"Grupo Antolin must be a company with solid ethical values at all times. It is crucial that the teams understand and comply with the company’s commitments. I believe that Grupo Antolin's performance is fine, but it is important to correctly transmit the company's ethical values"Employees. 2017 Materiality Study.

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IN PROSPECT 2018· Implementation of the SAP-GRC risk

analysis tool in all plants and OTCs, where those responsible for opera-tions will integrate the compliance obligations, identifying and manag-ing compliance risks.

· Adaptation to the New European Data Protection Regulation as an opportunity to raise our standards globally, and to operate with the ut-most respect for the personal data we process, trying to ensure their protection for everyone: our em-ployees, customers and suppliers, as well as for the company.

· Design of "Knowledge capsules" on the behavior prohibited by the

Spanish and European Union com-petition regulations; together with a series of recommendations to avoid/minimize possible breaches.

· Design of a training session for the groups involved in potential dawn raids in the areas of competition, criminal law and tax law.

· Face-to-face training in the Compli-ance system and the Code of Ethics and Conduct in Hungary, France, plants in Spain, Czech Republic and Slovakia. Second stage.

· Presence and raising of awareness of internal conventions by compe-tition area that contributes to the

promotion of a culture of integrity, training and awareness.

· Extension and improvement of the compliance detection, correction and reporting mechanisms.

· Establishment of an Ethics, Corpo-rate Governance, Compliance and Corporate Social Responsibility Committee, reporting to the Board of Directors, which will supervise and evaluate compliance with the in-ternal codes of ethics and conduct, the corporate governance rules and the environmental, good govern-ance and CSR policies as part of its powers.

· Adaptation of the Code of Ethics and Conduct to the new compliance structure and system.

· Monitoring of the degree of infor-mation and acceptance of the Code of Ethics and Conduct and policies that implement this so that it can achieve the 100% acceptance not reached in the previous year.

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The Code of Ethics and Conduct applies to all employees connected to Grupo Antolin, regardless of the employment contract that determines their relationship with the company, the position they occupy in the organization and the country in which they work.

ETHICS AND COMPLIANCE MODEL

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CODE OF ETHICS AND CONDUCT

Living document endorsed by the Board of Directors whose main objective is to guarantee ethical and responsible behavior in the development of our activity. It must lead to honesty, ethics, professionalism and clarity in our relationships with customers, shareholders, employees, suppliers and so-ciety in general.

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TRANSPARENCY MANAGEMENTCOMPLAINTS WHISTLE BLOWING 0COMPLAINTS BY OTHER CHANNELS 21CORRECTIVE ACTIONS 12NUMBER OF NONCONFORMITIES AND PROBLEMS 54CORRECTIVE ACTIONS IMPLEMENTED 57%

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WHISTLE BLOWINGOfficial confidential channel made available to all employees of Grupo An-tolin, also accessible to people outside the organization, used to send any complaints and/or reports under the scope of this Ethical Code considered necessary, including those of an economic, financial and/or accounting na-ture, that may arise in the running of the business.

BOX 206909007 BURGOS (SPAIN)

Leaving aside the official channel, where no complaints were registered dur-ing 2017, a total of 21 formal complaints were made via different electron-ic and postal channels and these have been processed. Of these, 12 were founded and have generated the corresponding corrective actions.

Postal address of the Whistle Blowing

CONFLICT OF INTERESTIn order to avoid any situations that may be perceived as a conflict of in-terest or have the potential to be considered as such, the Compliance area must be informed about these and review them.

Under the transparency rule, a mechanism has been launched on the basis of an individual and confidential declaration, contained in a Certification and Disclosure Form, which is mandatory for the groups identified as being at risk due to their activity in the organization. Additionally, all employees, re-gardless of their position, are obliged to communicate any potential conflict of interest to the Compliance Department.

https://extranet.grupoantolin.com/Web/GA.CanalTransparencia.Web/Default.aspx?Lang=EN

Electronic access to the Whistle

Blowing

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PROFILE OF THE REPORT annual report 25


ZERO TOLERANCE PREVENTION OF CORRUPTIONAt Grupo Antolin, we are committed to the highest ethical standards that make the company a unique model of behavior. To reiterate the company's commitment to strict compliance with the regulations on the prevention and fight against corruption, it has started the process for the preparation of the Global Anti-Corruption Policy that brings together the existing commitments, guidelines and policies, extending compliance with this not only to all the em-ployees of the companies in which Grupo Antolin exercises direct or indirect management control, but also to our commercial partners.

Grupo Antolin expressly rejects any form of corruption in its broadest sense, whether active, passive, private, or with public officials, applying a zero tolerance policy with respect to any breach of the Code of Ethics and Conduct and the content of the organization’s policies.

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In its commitment to prevent any form of corruption, Grupo Antolin carries out all its activities in accordance with the legislation in force in all the fields of action and in all the countries in which it operates, in accordance with its spirit and purpose, and undertakes to:

Not to influence the decisions or objectivity of people outside the company to obtain any benefit or advantage through the use of practices that are unethical and/or contrary to the applicable law.ANTI-CORRUPTION AND BRIBERY GUIDE

Not to allow any facilitation payments.

Not to finance or provide assistance or support of any other kind, directly or indirectly, to any political party, its representatives or candidates, or use donations to cover up undue payments.DONATIONS AND CONTRIBUTIONS GUIDE

Not to solicit or receive in an undue way, directly or indirectly, commissions, payments or benefits from third parties on the occasion of or as a result of operations involving investment, disinvestment, financing or expenses carried out by the company.

To pay special attention to those cases where there are signs of the lack of integrity of the persons or entities with which business is being conducted, in order to ensure that Grupo Antolin only establishes business relationships with qualified individuals and entities with an adequate reputation.DUE DILIGENCE PROCEDURE

NOT TO GIVE, PROMISE OR OFFER, directly or indirectly, any good of value to any natural or legal person, in order to obtain undue advantages for the company.ATTENTION AND GIFTS POLICY


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CRIMINAL COMPLIANCE ORGANIZATION AND MANAGEMENT OF CRIMINAL RISKS MODEL

The Criminal Compliance System, based on ISO 19600, is the evolution of the Criminal Risk Management and Organization Model already implemented in the company. Updated in accordance with ISO 19601, as part of the pro-cess for the identification, management and evaluation of these risks, an SAP computer tool has been used for the implementation of the modules: GRC PC (Process Control) and RM (Risk Management).

DUE DILIGENCE AND CRIMINAL PREVENTION PRACTICES FOR BUSINESS PARTNERS

Grupo Antolin has begun assessing the compliance risk associated with each business partner. In order to assess the risk, the parameters that will facili-tate their a priori classification as low or higher risk, as well as the measures to be adopted in the selection, contracting and follow-up phases, are being determined.

SUSTAINABLE COMMITMENTS OF CLIENTSAlignment with the sustainability, ethics and integrity strategy of all our cus-tomers through express adoption by senior management; as well as regularly responding to the requested requirements.

SUSTAINABLE PURCHASING CLAUSESRequirements included contractually in the Suppliers' Manual based on eth-ics, transparency and respect for fundamental human and environmental rights, on which the relationship between Grupo Antolin and its supply chain is based; encouraging them to extend these to their own supply chain.

The Crime Prevention Model (CPM) and the associated risk map, defined according to the established organizational model, allows for future scalability to complete and automate the Compliance global risk system

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INFORMATION SECURITY

For Grupo Antolin, it is essential to guarantee the adequate protection of the corporate information assets, appropriately identifying them and applying the necessary controls, thanks to solid mechanisms that guarantee the protection of knowledge and personal data relevant to the company: policies, practices, procedures, organizational structures and solutions.

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Already important today, information security will become even more relevant in the future if in addition we associate this with the safety of vehicles. This is par-ticularly true in the case of self-driving cars with the possibility that a third party could interfere with the vehicle's software, causing possible damage.

As an extension to the commitment contained in the Code of Ethics, the Cor-porate Information Security Policy is part of the company's management model with the aim of ensuring that:

The information and its processing methods are accurate and compre-hensive INTEGRITY

The authorized users have access to the corresponding information and to the associated assets when necessary AVAILABILITY

Ensuring that only those who are authorized to do so can access infor-mation CONFIDENTIALITY

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"The challenge will be greater in the future, companies need to have tools that protect them from possible cyber-attacks"Customer. 2017 Materiality Study.

FUTURE COMMITMENTDEVELOP DEFENSE MECHANISMS IN THE FACE OF THE IMPACT OF TECHNOLOGY ON INFORMATION SECURITY AND CYBER ATTACKS

Every employee is responsible for recording and reporting

any security violations, confirmed or suspected.

Every employee is responsible for preserving the confidentiality, integrity, and availability of the information

assets in compliance of the policies inherent to the Information Security Management System.

IMPACT OF NEW TECHNOLOGIES IN THE

BUSINESS

AUTOMATION AND ROBOTIZATION OF THE

PRODUCTION

CHANGES IN THE TRANSPORT

MODEL

Trends in our sights

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Aware of the importance of identifying and protecting our information as-sets and minimizing the risk of security incidents in relation to both internal and external information, Grupo Antolin has carried out the implementa-tion, maintenance and improvement of the Information Security Manage-ment System (ISMS) through:

· Annual establishment of information security targets.

· Development of a risk analysis process and, on the basis of the results of this, implementing the corresponding actions in order to address any risks considered unacceptable in accordance with the criteria established for this purpose.

· Compliance with the requirements of the business, legal and/or regulato-ry requirements, and contractual information security obligations.

· Training and awareness-raising for all employees in this matter.

· Establishment of the necessary means for ensuring the continuity of the company's business.

· Sanctions for any violation of the Information Security policy or any other policy in the system.

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HISTORY OF GRUPO ANTOLIN

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the 1950S

Starting in a workshop in Burgos (Spain), specializing in brakes and steering systems. The Antolin brothers invent the rubber-metal steering ball joint, extending the life of the components, and create the company ANSA.

the 1960S

The brothers, Avelino and José, patent the rubber/metal ball and socket joint. Talleres ARA, S.L. is founded in Burgos to manufacture vehicle upholsteries and accessories.

the 1970S

In collaboration with the Italian company Pianfei, new technology is introduced to headliners, known as Glasutec, a technological advance compared to anything else available at that time.

the 1980S

Grupo Antolin holding company is born. Avelino Antolin Toledano is Chairman and José Antolin becomes Vice-Chairman. The Company makes the leap into internationalization and focuses on the interior of the vehicle. It takes a stake in Autoform, a German company producing overhead paneling for BMW and Audi.

the 1990S

It continues its rapid industrial deployment and policy of continual innovation, this approach being formalized in 1993 with the establishment of Grupo Antolin-Ingenieria as the R&D+i division. José Antolin is the new Chairman of the company and the new Grupo Antolin head office is opened.

2001Change from a functional organization to one structured into business and regional units.

2002Grupo Antolin launches the Door Trim Module (DTM), the most complete example of modular integration.

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2004Grupo Antolin increases its capital by 20% with the entry of five savings banks in order to strengthen its financial structure and support its international expansion plans.

2009New organizational model with the creation of three Strategic Business Units (Overhead Systems, Doors and Seats Units).

2011Grupo Antolin acquires CML Innovative Technologies and becomes one of the European leaders in car interior lighting.

2013The Antolin family acquires 22.8% of the shares that since 2004 had been in the hands of a group of Spanish savings banks.

2014Grupo Antolin successfully completes the issuance of €400 million in bonds. The company establishes itself as a global supplier, taking 56th position in the global ranking of the largest automotive suppliers.

2015Grupo Antolin closes the acquisition of Magna Interiors and doubles its size to over €4 billion in sales and a workforce of 28,000 employees. The company becomes one of the leading manufacturers of automotive interiors worldwide.

Ernesto Antolin replaces José Antolin Toledano as Chairman, who becomes honorary chairman. María Helena Antolin Raybaud becomes Vice-Chair and José Manuel Temiño is replaced by Jesús Pascual as CEO.

2017Grupo Antolin presents the company’s new Vision and Values. The sale of the Seating Business Unit as part of the company's business strategy. The company achieved sales of 5,037 million euros in 2017 and is present in 9 of the 10 best-selling vehicles in the world.

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GRUPO ANTOLIN 2017

RELEVANT FACTS

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LANDMARKS

Inauguration of the pioneering Dual Professional Training Center in Castilla y León

Ernesto Antolin gives the 'Best Company' award to Grupo Antolin-RyA and Suzhou Antolin Lighting

II Global Meeting and presentation of the new Grupo Antolin Vision and Values

Annual Convention 2017

The company renews its support for the driver Cristina Gutiérrez

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VISITS

The European Chamber of Commerce visits Antolin Shanghai Auto Parts

The German business delegation visits Grupo Antolin's headquarters

Business France visits Grupo Antolin’s headquarters

The University of Lincoln, USA, visits our head office

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Gestamp and Gonvarri visit the company's headquarters

Volvo visits the head office of the company and GA-Aragusa

Honda visits the head office

Hyundai-Kia visits the head office

Ford visits the head office

FCA visits Grupo Antolin

Antonio Garrigues visits Grupo Antolin

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Ernesto Antolin, Chairman of the Company, visits the Hartlip plant

SENIOR MANAGEMENT VISITS

Ernesto Antolin visits China

Ernesto Antolin, Chairman and Jesús Pascual, CEO, visit China and South Korea

Ernesto Antolin visits Antolin Straubing and Allershausen

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María Helena Antolin, Vice-Chair, visits our centers in China and Japan

María Helena Antolin goes to the US and meets employees

Jesús Pascual, CEO of Grupo Antolin, visits NAFTA

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Ernesto Antolin attends the meeting of the Board of Trustees of the COTEC Foundation

EVENTSMaría Helena has an audience with H.M. The King

Sernauto celebrates its 50th anniversary

María Helena attends the 26th Hispano-Japanese Business Cooperation Committee opened by the King of Spain

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Laying the foundation stone for the new Shelby plant

INDUSTRIAL STRENGTH

Expansion of Barton, United Kingdom

Expansion of Spartanburg, United States

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BUSINESSGLOBAL AUTOMOTIVE MARKETBUSINESS MODELACTIVITY IN 20172017 FIGURES


In 2017, global vehicle sales stood at 95,309,149 million units. The record sales for vehicles during 2017 is due to the strong performance of the Europe-an market and the recovery of the main emerging countries (Brazil and Russia), but especially to the strength of Asia.

According to the specialized publication WardsAuto, reported by The Wall Street Journal, Asian customers have been the key factor behind the record year for the sector. In the case of the US, although it is the most profitable market for the motor industry, after several consecutive years of good fig-ures and a historic 2016, in 2017 it had one of the worst years since the start of the financial crisis.

As for the OEMs, at the end of 2017 the Volkswagen Group was again in the leading position it achieved in the previous year, with a total of 10,413,455 units sold. The second largest car manufacturer worldwide is again Toyo-ta with 10,163,491 units manufactured. Third position is a surprise this year, being taken by the Renault-Nissan-Mitsubishi Alliance with a total of 10,117,402 units, with Toyota and Volkswagen very close behind. As for the rest of the car manufacturers, we must highlight the excellent positions achieved by Daimler AG (Mercedes-Benz) and BMW.

IN SPAINAs reported by the International Organization of Motor Vehicle Manufactur-ers (OICA), the Spanish automotive sector was in 8th position worldwide in 2017. Spain manufactured 2.84 million units, 150,000 more than Brazil which was ninth in the table. The Renault brand and the Seat Leon model were again leaders in the Spanish market in 2017. The French brand was the only one that surpassed 100,000 car units sold. The Seat Leon, man-ufactured in Martorell, was once again the market leader, ahead of its little brother, the Seat Ibiza, also assembled in the Barcelona factory.

VEHICLES SOLD WORLDWIDE IN 2017

95,309,149

VEHICLES SOLD IN EUROPE

20,621,170IN SPAIN

1,427,407 IN RUSSIA

1,596,071IN NAFTA

20,767,907IN BRAZIL

2,183,280IN CHINA

28,591,887IN INDIA

3,699,538(Source: LMC Automotive)

Includes cars and light commercial vehicles

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GLOBAL AUTOMOTIVE MARKET

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1. TOYOTA COROLLAGA Content: Headliner, sunvisors, lighting console

2. FORD F-SERIESGA Content: Modular overhead, lighting console

3. VW GOLFGA Content: Modular overhead, headliner and overhead soundproofing (China), door panels, lighting console, multifunctional lamp, pillars, part of the fender, instrument panel (North America)

4. HONDA CIVICGA Content: Headliner, lighting console, turn signal

5. TOYOTA RAV4

TOP 10 GLOBAL Source: JATO Dynamics

1

2

4

5

3

6 8

10

7

9

6. HONDA CR-VGA Content: Modular overhead, (North America and Thailand), headliner (Europe), lighting console

7. VW TIGUAN GA Content: Modular overhead (China and North America), door panels, ambient light

8. FORD FOCUS GA Content: Modular overhead (including headliner and sunvisors), pillars, trunk panel, trunk lining, lighting console

9. CHEVROLET SILVERADO GA Content: Modular overhead

10. VW POLOGA Content: Modular overhead, door panels, window regulators (aluminum), multifunctional lamp

GLOBAL EUROPE NORTH AMERICA CHINA MAIN LAUNCHESGRUPO ANTOLIN 2017

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6. SKODA OCTAVIAGA Content: Instrument panel, headliner, door panels, lighting console, ambient lighting

7. VW TIGUANGA Content: Modular overhead (China and North America), door panels, ambient light

8. FORD FOCUSGA Content: Modular overhead (including headliner and sunvisors), pillars, trunk panel, trunk lining, lighting console

9. PEUGEOT 208GA Content: Lighting console, sunvisors (Europe and Brazil), overhead (Brazil), window regulators (Brazil)

10.OPEL ASTRA

1. VW GOLFGA Content: Modular overhead, headliner and overhead soundproofing (China), door panels, lighting console, multifunctional lamp, pillars, part of the fender, instrument panel (North America)

2. RENAULT CLIOGA Content: Window regulators, door electronics, sunvisors, daytime running light, lighting console

3. VW POLOGA Content: Modular overhead, door panels, window regulators (aluminum), multifunctional lamp

4. NISSAN QASHQAIGA Content: Modular overhead (including headliner and overhead soundproofing ), sunvisors, overhead lighting console, third brake light, door panels (Russia)

5. FORD FIESTAGA Content: Modular overhead, sunvisors, pillars, trunk lining, trunk lid lining

1

3

7

8

9

TOP 10 SALES IN EUROPE Source: focus2move

6

2

4

5

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TOP 10 SALES IN THE USA Source: : focus2move

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6. TOYOTA CAMRY GA Content: Modular overhead, door panels, lighting console

7. HONDA CR-V GA Content: Modular overhead, (North America and Thailand), headliner (Europe), lighting console

8. HONDA CIVIC GA Content: Modular overhead (Thailand), headliner (Europe, Brazil, China), turn signal, lighting console

9. TOYOTA COROLLA GA Content: Headliner, sunvisors, lighting console

10.HONDA ACCORD

1. FORD F-SERIES GA Content: Modular overhead, lighting console

2. CHEVROLET SILVERADO GA Content: Modular overhead (including headliner), door panels, lighting console

3. RAM PICK-UP GA Content: Headliner, sunvisors, lighting console

4. TOYOTA RAV4

5. NISSAN ROGUE GA Content: Headliner (North America), door panels (South Korea)

1

6

7

8

9

10

2

35

4

43

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GRUPO ANTOLIN 2017

TOP 10 SALES IN CHINA Source: : focus2move

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6. BAOJUN 510

7. VW TIGUAN GA Content: Modular overhead (China and North America), door panels (North America), ambient light

8. GAC TRUMPCHI GS4

9. TOYOTA COROLLA

10. VW SAGITAR

1. WULING HONG-GUANG

2. VW LAVIDA GA Content: Door panel, pillars

3. HAVAL H6

4. BUICK EXCELLE GT

5. NISSAN BLUEBIRD SYLPHY GA Content: Lighting console

21

6

7

8

9

10

3

4

5

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1

2

4

7

3

6

5

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1. ALFA ROMEO STELVIOGA Content: Door Panels, Pillars, Multifunctional Lamp

2. AUDI A8GA Content: Overhead (with light guides in higher versions), Sunvisors, Pillars, Trunk Lining and Floor, Light Consoles.

3. JEEP COMPASSGA Content: Assembly and sequencing of: Instrument panel and central console, Door panels, Pillars, Plastic seating components.

4. LAMBORGHINI URUSGA Content: Instrument panel, Pillars, Sunvisors, Interior floor.

5. MERCEDES-BENZ CLASS AGA Content: Trunk lining (Europe), Pillars and carpet (China), Overhead and pillars (Mexico).

6. TATA HEXAGA Content: Modular Overhead, Trunk Floor.

7. VW ATLASGA Content: Door Panels, Modular Overhead.

GRUPO ANTOLIN WITH THE MAIN LAUNCHES IN 2017

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BUSINESS MODEL AND STAKEHOLDERS

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GRUPO ANTOLIN IS PRESENT IN

9 OF THE 10 BEST-SELLING CARS IN THE WORLD

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DESIGN

VALIDATION

MANUFACTURING

DELIVERYCONCEPTION

GRUPO ANTOLIN 2017

CONCEPTION DESIGN VALIDATION MANUFACTURING DELIVERY

An innovative solution to the needs and expectations of our customers and their consumers

Pro-activenessInnovationDifferentiationSafety ComfortEcological performanceIntelligent interiorsConnectivitySmart Integrator

StandardizationIndustrial flexibilityMinimal industrial investmentEnergy efficiencyIndustrial capacityAutomation

Proximity of supply to the customerInternationalization Specialization Just in time resistantProfitabilityGlobal platformsPresence in all segments

Optimization of costsIntegration of the supply chain Project management

Weight reductionRecyclability of materials and processesBiomaterials Computerized simulationReliabilitySturdinessProducts with added value

Definition of the product and service according to the requirements of the customer

Acceptance by the customer and the company responsible for production and appointment of supplier

Start of the mass production of the product

Sequenced supply of the end product to the customer.

SHAREHOLDERS CUSTOMERS HUMAN RESOURCES RELATIONS SUPPLIERS SOCIETY

TO BE THE LEADING CAR INTERIORS COMPANY, CREATING VALUE FOR OUR STAKEHOLDERS

What we do

What do we do it

for?

How we do it?

With whom we do it

BUSINESS MODEL STAKEHOLDERS

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PROFILE OF THE REPORT * STA: Supplier Technical Assistant

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OTC

22R+D+i effort

2.96% of sales

LINES OF INNOVATION

100TECHNICAL SOLUTIONS

689PATENTS

2,440

HOURS OF DEVELOPMENT

3,411,350TECHNOLOGICAL EMPLOYMENT

5.12%DESIGN AND SIMULATION CENTERS

22PROJECTS IN THE DEVELOPMENT PHASE

450

STAS*

62VOLUME OF DIRECT MATERIAL PURCHASE

€3,547 million

ITEMS MASS-PURCHASED

53,087SUPPLIERS OF DIRECT MATERIAL

3,022

SALES

€5,037 million

41% Overheads and Trunk Trim

32% Doors and Hard Trim

21% Instrument Panels and Consoles

REGIONS

54% Europe

34% NAFTA

FACTORIES AND JITS

151INVESTMENT

€333 million

ISO 14001

87ISO 50001

4ISO TS/IAFT 16949

125ACCIDENT RATE IF

5.52OHSAS 18001

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GRUPO ANTOLIN 2017 BUSINESS MODEL STAKEHOLDERS

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STAKEHOLDERS SHAREHOLDERUNIQUE

COMMITMENT TO THE FUTURE

CUSTOMERS72 brands

JOINT DEVELOPMENT OF SOLUTIONS

INVESTORS€400 million

bonds issued in 2017 SOLID PLATFORM FOR

GROWTH

PEOPLE27,951

OUR PRIORITY

SUPPLIERS€3,547 million

global direct material purchasesRESPONSIBLE VALUE CHAIN

SOCIETY25 countries

INTERNATIONAL PRESENCE

48

Creating value for our stakeholders means bringing our work and know-how not only to our customers but also to our investors, suppliers and society as a whole. This means managing the talent of our employees, focusing on corporate social responsibility and being an example of good governance and ethics.


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SHAREHOLDERS

FAMILY SPIRIT OUR IDENTITY

Grupo Antolin starts a new stage stronger, more united and more prepared than ever, reformulating its Vision and Values that will guide our work and our business in the coming years, which will be full of exciting challenges and opportunities. These principles will undoubtedly take us to higher levels within the automotive industry as the Family Spirit value, present from our origins as a company, is extended to everyone in the organization.María Helena Antolin, Vice-Chair

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OUR COMMITMENTTo achieve excellence in our way of being and acting, contributing to gener-ating a culture of transparency and integrity that ensures decision-making with a long-term vision.

Link to the "Corporate Governance” section of this report


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OUR COMMITMENTSCompliance and exemplary behavior.

Use of innovation to adapt with speed and efficiency to the demands of a tremendously competitive market, reduce the footprint of the product and focus on the circular economy.

Guarantee a solid financial structure to fulfil the growth and investment plan established for the coming years.

http://www.grupoantolin.com/es/investors

Being the leading company means being as demanding as possible with ourselves. Grupo Antolin must play a prominent role, be the protagonist, in all areas. We must be a leader in innovation, technology, quality, production and talent with the aim of leading the market for car interiors. This is our market and our business, synonymous with excellence, quality and sustainability in the mobility of the future.Ernesto Antolin - Chairman

SUPPORT FOR THE SOLIDITY OF THE RESULTS OF GRUPO ANTOLIN AND ITS GROWTH STRATEGY

THE INVESTORS

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CLIENTS

We are facing significant challenges, a large number of launches and important projects that we are going to undertake. We are also ambitious. We will not settle for reasonably good results. We want results that make us feel really proud. We must be an energetic, alert and flexible company so that we can anticipate what our customers want.Jesús Pascual - CEO

THEY PERFECTLY UNDERSTAND THE

GLOBAL ENVIRONMENT IN WHICH WE OPERATE, ALWAYS KEEPING AN EYE ON WHAT IS HAPPENING IN THE INDUSTRYCustomer. 2017 Materiality Study

OUR COMMITMENTSAccompanying customers in their growth, exceeding their expectations, an-ticipating their needs, selling products with more added value and offering new services where our size and knowledge can be more competitive.

Ensuring responsible management in the supply chain.

Developing intelligent interiors with the best technology, materials and new solutions that support sustainability.

Continuous improvements to our processes, the quality of our products and the satisfaction of our customers.

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ACURA · ALFA ROMEO · ASTON MARTIN · AUDI · BAJAJ · BEIJING-BAIC BENTLEY · BMW · BUICK · CADILLAC · CHERY · CHEVROLET · CHRYSLER

CITROËN · DACIA · DENZA · DODGE · DS · EMGRAND · FERRARI · FIATFORD · GEELY · GLEAGLE · GMC · HOLDEN · HONDA · HYUNDAI · INFINITI

ISUZU · JAGUAR · JEEP · KIA · LADA · LAMBORGHINI · LANCIALAND ROVER · LINCOLN · LYNK&CO · MAHINDRA · MAN · MARUTI

MASERATI · MAZDA · MERCEDES-BENZ · MG · MINI · MITSUBISH NEVS · NIONISSAN · OPEL · PEUGEOT · PORSCHE · QOROS · RAM · RENAULT · RIICH ROEWE · ROLLS ROYCE · SAMSUNG · SEAT · SKODA · SMART · SUZUKI

TATA · TESLA · TOYOTA · VENUCIA · VOLKSWAGEN · VOLVO · ZOTYE

Link to the "Global Automotive Market" section of this report Link to the "Customer Commitment" section of this report

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PEOPLE

OUR COMMITMENTLink to the "People” section of this report

We have the best professionals to face the challenges and take advantage of the opportunities that the transformation of this industry is providing. Only by having the right people will we be able to lead this revolution. Any contribution or idea can achieve great results if we identify it and deploy it across the company. Diversity is one of Grupo Antolin's greatest assets, which we have to manage, take care of and enhance. The different ways of understanding the world, together with the many different experiences of the employees, contribute unique value to a company as global as ours. Their contribution makes Grupo Antolin a better company.

OUR

PRIORITY

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THE SUPPLIERS

At present, Grupo Antolin works with 3,022 suppliers of direct materials and 700 suppliers of indirect materials; managed by a team of 150 buyers dis-tributed throughout the world.

In terms of the distribution of our sources of supply, we can say that Europe accounts for the majority at 58%, followed by North America at 30%, China at 10% and South America and Africa at 1%, respectively.

With the aim of carrying out the effective and personalized monitoring of the supply chain and supporting suppliers in their adaptation to the pro-cesses defined by the company, Grupo Antolin has an international network of Supplier Technical Assistants (STA's) to guarantee global assistance to suppliers from the Quality and Development teams. The mission of an STA is to guarantee that, at the time required for the projects, Grupo Antolin plants have the production material approved according to the generic Grupo Antolin requirements and any specific customer requirements. In ad-dition to meeting quality requirements, there must be a guarantee that the requested capacity is available.

Suppliers constitute one of the fundamental pillars for Grupo Antolin's success and continuity. The development of the supply chain in all its dimensions is one of the main tasks being carried out within the transformation process in which the company is immersed.

KEY PLAYERS IN THE VALUE CHAIN OF THE AUTOMOTIVE SECTOR

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The collaboration of different areas in the company is essential for the suc-cessful fulfilment of this mission:

· The selection of potential suppliers must be carried out in a coordinated manner between the Purchasing and STA departments, using principles based on the level of service of the suppliers in development and mass production projects.

· The information supplied to the purchasing department by the Engineering department must be received within the deadline and must be complete, in-cluding any specific customer requirements that apply in each case.

· The acceptance of suppliers by the Purchasing department must be com-pleted within the deadline, involving the rest of the affected departments in the decision (Projects, STA, Plant).

· The STA function must carry out a regular and structured follow-up of the activities aimed at the approval of the production material, identifying any risks that may endanger the fulfilment of the mission indicated above as soon as possible.

One of the planned strategic lines established is a system for monitoring suppliers in development (SDQ = Supplier Development Quality), similar to the system already applied in projects under development (PQF = Projects Quality Follow up). As part of this, a system of escalation of suppliers has been established which uses as computer support an application developed in BEONE with the collaboration of the Computing, Purchasing and STA departments

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OUR COMMITMENTSAmong the main challenges we face in the coming years are:

The early identification of risks in the supply chain through continuous mon-itoring with support from various sources, to identify any incidents (geopo-litical, financial, natural disasters, etc.) and prevent these from having an impact on the chain and jeopardizing the supply to our customers.

The identification of strategic suppliers with whom to develop partnership and joint growth relationships.

The sustainability of the supply chain as a differential factor, through the dissemination and implementation of the guidelines in the new Sustainabili-ty Master Plan; with special emphasis on ensuring respect for Human Rights by TIER 2 and TIER 3 suppliers.

Link to the "Globalize” section of this report


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OVERVIEW

LETTER







VEHICLE MANUFACTURERS OEM MARKET

First tier manufacturers TIER-1Manufacturers of systems, subsys-tems and components that in gen-eral are completely finished. They use high technology and directly supply the vehicle manufacturer.

Second tier manufacturers TIER-2Manufacturers of systems, subsys-tems and components with high technology for their assembly into the systems and subsystems of the TIER-1 suppliers.

Third tier manufacturers TIER-3Manufacturers of semi-finished goods or raw materials for supply to component manufacturers.

We are aware that the development of a powerful and sustainable supplier network is one of the foundations for maintaining the growth and development of our company in the long term. Integrating sustainability effectively throughout the entire value chain is key to managing potential risks, transforming them into opportunities, meeting the requirements of customers and building our competitive advantage in the market.

56


SOCIETY

As one of the world leaders in the components industry, with around 28,000 employees in 25 countries, at Grupo Antolin we are aware of our responsibility to promote the development of the society in which we operate, in the face of a future that poses many challenges. This involves including "contribution to the development of society" within the company's five values, extending our commitment to the environment to all our partners and converting them into ambassadors of the values of Grupo Antolin beyond the professional area.

OUR COMMITMENTLink to Contribution to society: INNOVERSIA

GLOBAL COMMITMENT, LOCAL DEVELOPMENT

annual report 57

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







annual report

ANALYSIS OF MATERIALITY

After a few years of intense changes within Grupo Antolin, the materiality study was carried out during the last quarter of 2017 with a clear objective: to interrelate and align our strategy as a business, from a wider perspective than just economics, with the needs and expectations of the strategies of our stakeholders and the environment, which can be translated into objectives that are common to the company but customizable for each function, business unit and region.

OUR RELEVANT ISSUESIn a market as dynamic as the current one, with the profound transforma-tion faced by the automotive industry, the ability to adapt, to listen and to understand the signals of the environment, differentiating between what is important and priority and what is not, plays a key role in the future viability of the business.

58

BUSINESS MODEL STAKEHOLDERSGRUPO ANTOLIN 2017

OVERVIEW

LETTER







VISION What does Grupo Antolin want?

STAKEHOLDERS What do they expect from Grupo Antolin?

RISKS AND OPPORTUNITIES Of all the impacts generated as a result of our operations, which ones require a concentration of our efforts and resources?

BEST PRACTICES What is our benchmark?

GLOBAL AND MARKET TRENDS How are we planning to deal with them? How should we deal with them?

GRUPO ANTOLIN 2017

annual report


OVERVIEW

LETTER







CURRENT IMPORTANCE Adaptation to the customer's needs Occupational health and safety Ethics and Compliance Attraction and Retention of Talent New materials and technologies Innovation in processes Professional development Protection of human rights in the supply chain Security of information Diversity Energy Efficiency Social contribution Reduced use of natural resources Environmental impact of products

FUTURE IMPORTANCE New materials and technologies Security of information Occupational Health and Safety Adaptation to the customer's needs Innovation in processes Ethics and Compliance Attraction and Retention of Talent Protection of human rights in the supply chain Professional development Reduced use of natural resources Energy Efficiency Diversity Environmental impact of products Social contribution

59

Attention Anticipation

Future importance

Current importance

Priority

Attraction and Retention of Talent

Professional development

Energy Efficiency

Environmental impact of products

Occupational Health and Safety

Innovation in

processesSecurity of information

New materials and technologies

Adaptation to the customer's needs

Social contribution

Diversity

Graphic analysis of Materiality

Protection of human rights in the supply chain

Reduced use of natural resources

Ethics and Compliance

OVERVIEW

LETTER







GRUPO ANTOLIN 2017

ACTIVITY IN 2017

annual report

EBITDA stood at €466 million (€462 million in the pre-vious year) and EBIT remained stable at €291 million. These results do not include the Seating Business Unit, whose sale was completed in April 2017.

Despite an environment of price reductions at the re-quest of the vehicle manufacturers and an increase in

the costs of raw materials, Grupo Antolin maintained its profitability levels. Last year, the Company record-ed a net attributable profit of €242 million, compared to €177 million in 2016.

This increase is explained mainly by the capital gains obtained from the sale of the Seating Business Unit.

Grupo Antolin continues to strengthen its position as one of the largest manufacturers of car interiors in the world. The company achieved sales of €5,037 million in 2017, compared to €4,982 million in the previous financial year.

60

BY BUSINESS UNIT BY REGION

OVERHEAD SYSTEMS AND SOFT TRIM BU

61

GRUPO ANTOLIN 2017

GLOBAL LEADERIn 2017, Grupo Antolin strengthened its global leadership in the overhead systems business in terms of both production and technology. From the viewpoint of launches, a highlight is the start of manufacturing of overhead systems at the Kesckemét plant in Hungary, to supply the Jaguar E-Pace and Ford Eco-sport models. At the Grupo Antolin-Eurotrim and Grupo Anto-lin-South Africa plants, production began for the new Volkswagen Polo plat-form. In the European version of these projects, Grupo Antolin implemented an innovative process that improves productivity and allows us to optimize materials.

During 2017, the Company continued expanding the industrial operations of the overhead systems business to respond to new projects from the ve-hicle manufacturers. The factory in Bratislava expanded its facilities with the addition of an industrial unit, which represented an important step in Grupo Antolin's industrial consolidation in Eastern Europe.

The sunvisor activity is also in a global expansion phase. We launched the first sunvisor for BMW in North America from the Saltillo plant in Mexico and this business continued to grow in China.

MODULAR OVERHEAD SYSTEM, HEADLINER, SUNVISORS, ILLUMINATED OVERHEAD SYSTEM, PANORAMIC SYSTEMS AND SOFT TRIM

CONTRIBUTES

41% OF THE COMPANY'S SALES

OVERVIEW

LETTER






PROFILE OF THE REPORT Pedro Santesteban DIRECTOR of the OVERHEAD SYSTEMS and SOFT TRIM BU annual report


62

GRUPO ANTOLIN 2017

Fernando Sanz DIRECTOR OF THE DOORS AND HARD TRIM BU

MULTI-TECHNOLOGY OFFERLast year, Grupo Antolin's doors business consolidated its position as one of the world's leading suppliers, winning important orders with Volkswagen and Jaguar Land Rover in Europe. The Business Unit undertook important program launches for BMW, Alfa Romeo, Porsche and Volkswagen.

One of the main milestones last year was the launch of the largest program ever won by Grupo Antolin (the door panels for the Dodge RAM model, one of the most popular vehicles in the United States) with the start of produc-tion at the new Shelby plant.

Moreover, the mechanisms and window regulators business continued its growth, supported by our innovative Plastic Window Regulator concept that continues to establish itself in the market. In 2017 several projects were launched, the highlights being the window regulators for the Volkswagen Polo, Seat Ibiza and Volkswagen T-Roc platforms from our Grupo Anto-lin-Navarra plant, and their equivalent models from the Brazilian factory of Iramec for the Mercosur market.

CONTRIBUTES 32% OF THE COMPANY'S SALES

DOOR MODULE, DOOR PANELS, WINDOW REGULATORS AND MECHANISMS

DOORS AND HARD TRIM BU

OVERVIEW

LETTER







63

GRUPO ANTOLIN 2017 BY BUSINESS UNIT BY REGION

INSTRUMENT PANELS AND CONSOLES BU

WE IMPROVE LIFE ON BOARDThe Instrument Panels and Consoles Business Unit strengthened its Tech-nical Centers in the Czech Republic and United Kingdom to accompany the growth of Skoda and Jaguar Land Rover. During 2017, it also successfully launched programs with Ford and Opel from the plants in Straubing and Silesia. It also undertook important projects for General Motors from the factories in Howell and Nashville.

Customers recognized the professionalism and project management expe-rience of this Business Unit through placing new orders. A highlight is the numerous programs obtained in China; for example with Geely Volvo and Audi. It also achieved new contracts for the Jaguar XE, Seat Ateca and Skoda Octavia models.

From an innovation viewpoint, this Business Unit is working on twelve ad-vanced engineering areas focused on solutions to reduce CO2 emissions, as well as to improve industrial flexibility.

CONTRIBUTES

21% OF THE COMPANY'S SALES

Miguel Ángel Prado DIRECTOR OF THE INSTRUMENT PANELS BU

COCKPITS, INSTRUMENT PANELS AND CENTRAL CONSOLES

OVERVIEW

LETTER







64


LIGHTING BU

EUROPEAN LEADER IN LIGHTING COMPONENTSThe Lighting business dealt with numerous programs during last year, such as the Audi A8 and the Volkswagen Touareg, which included new designs, and various projects for Toyota, Skoda and PSA Peugeot Citroën.

It also participated in the launch of the new DS7 with an overhead system console industrialized in China that incorporates a new ambient lighting con-cept based on the Surpright innovation, developed by Grupo Antolin.

In China, this Business Unit has several projects ongoing involving lighting and sunvisors. It is developing a new console for several of the Nissan's vehicles, of which 1.3 million units will be manufactured annually, and it won its first ambient lighting business for Geely Volvo in China.

In the United States it was awarded the contract for a console for Honda, which represents the first major lighting program in this market. It will be manufactured in Saltillo.

CONTRIBUTES 6% OF THE COMPANY'S SALES

COMPLETE SOLUTIONS, INTERIOR (FUNCTIONAL AND AMBIENT) AND EXTERIOR

Marta Cuevas DIRECTOR OF THE LIGHTING BU

OVERVIEW

LETTER








EUROPEAN REGIONSPAIN, GERMANY, AUSTRIA, SLOVAKIA, FRANCE, HUNGARY, ITALY, POLAND, PORTUGAL, THE UNITED KINGDOM, CZECH REPUBLIC, ROMANIA AND RUSSIA.

MARKET LEADERSEurope continues to be the region accounting for the largest proportion of Grupo Antolin's sales, with 54% of the total. The European plants dealt with many project launches last year as a result of the important programs won in recent years. Grupo Antolin continues to strengthen its industrial and commercial structure in its main European markets to address new orders from the car manufacturers.

At the same time, the continuous improvement of production processes and the commitment to quality are allowing for greater optimization and efficiency of industrial operations in this region.

CONTRIBUTES

54% OF SALES

GRUPO ANTOLIN EQUIPS

81% OF THE VEHICLES PRODUCED IN THIS REGION

REVENUE

2,705

millions of €

EMPLOYEES

15,115

PLANTS OR JIT CENTERS

74

TECHNICAL AND SALES OFFICES

13

65

GRUPO ANTOLIN 2017

Miguel Marañón REGIONAL DIRECTOR FOR EUROPE

OVERVIEW

LETTER







66


NAFTA REGIONUNITED STATES AND MEXICO

SOLID PRESENCEGrupo Antolin continued to grow in sales in North America thanks to the significant increase in the turnover of the Mexican companies with a greater diversification in customers and products.

In North America, the Shelby factory was built and the Tlaxcala factory was opened to supply the Audi Q5 and launch (together with Grupo Antolin Puebla) the Volkswagen Tiguan project (door panels and overhead sys-tems). Construction also began on the Alabama factory in Mcalla, which will begin production in 2018.

Another important milestone was the launch of the Innovation department in North America, which works together with the Innovation Center in Bur-gos and allows us to be much closer to American customers.

CONTRIBUTES

34% OF SALES


63% OF THE VEHICLES PRODUCED IN NAFTA

REVENUE

1,738

millions of €

EMPLOYEES

8,003


28


2

Pablo Baroja REGIONAL DIRECTOR FOR NAFTA

OVERVIEW

LETTER







annual report 67


AFRICA-ASIA-PACIFIC REGIONCHINA, SOUTH KOREA. INDIA, JAPAN, MOROCCO, SOUTH AFRICA, AND THAILAND.

SIGNIFICANT EXPANSIONThe Asian business contributed 10% of Grupo Antolin's sales. In China, the company is winning important contracts with the large car manufacturers, including the local automotive brands. A highlight is the new Jaguar Land Rover 551 contract for all the business units, various orders from Geely-Vol-vo and our first plastic window regulator business in China for NEVS.

In India, record sales were achieved and a new plant was successfully launched in Ahmedabad to manufacture overhead systems for Suzuki Marutti. In South Korea, various technical-commercial activities were launched with Hyundai.

CONTRIBUTES

10% OF SALES


22% OF VEHICLES PRODUCED IN THE ASIA-PACIFIC REGION

REVENUE

514

millions of €

EMPLOYEES

4,160


42


7

Jorge Juárez REGIONAL ASIA-PACIFIC DIRECTOR

OVERVIEW

LETTER







annual report 68


MERCOSUR REGIONARGENTINA AND BRAZIL

ALL OF THE OEM'S IN SOUTH AMERICALast year was a year of important growth in Mercosur, thanks to the recovery of the market in Brazil and good project management. Significant programs were launched for the Nissan Kicks (door panels and overhead systems), the Fiat Agro (overhead systems) and the Volkswagen Polo (window regula-tors and gearboxes).

In the Innovation area, a sunvisor with a polypropylene body was developed for Honda in coordination with the Burgos team.* In March 2018 and after Pablo García’s appointment as Industrial Director of the Doors & Hard Trim BU, the Mercosur Regional Office disappeared and its areas become part of the current corporate and BU structure

CONTRIBUTES 2% OF SALES


75% OF VEHICLES PRODUCED IN THE ASIA-PACIFIC REGION

REVENUE

81

millions of €

EMPLOYEES

673


7

Pablo García REGIONAL MERCOSUR DIRECTOR

OVERVIEW

LETTER







ECONOMIC EFFICIENCYSUSTAINABILITY BALANCE SHEETOVERVIEW

LETTER







GRUPO ANTOLIN 2017

FIGURES 2017

annual report 69

2016 2017Consolidated Sales 4,982.46 5,036.68

Consolidated EBITDA 461.69 465.69% of consolidated sales 9.27 9.25

Consolidated EBIT 291.17 290.99% of consolidated sales 5.84 5.78

Profit attributed to G. Antolin 177.64 242.11% of consolidated sales 3.57 4.81

Investment (Tangible and Intangible) 264.38 333.43

Equity (Own Funds + External Partners) 620.76 792.93

Aggregated Average Workforce 27,702 28,913

Consolidated Average Workforce 26,846 27,951

GRUPO ANTOLIN IN FIGURES IN MILLIONS OF EUROS

Figures prepared in accordance with International Financial Reporting Standards (IFRS-EU)

ECONOMIC EFFICIENCY SUSTAINABILITY BALANCE SHEET

2016 figures restated (due to sale of the Business Unit Seating and Metal)

GRUPO ANTOLIN 2017

annual report

OVERVIEW

LETTER







2016 2017FINANCIAL

Financial Leverage (Net Financial Debt / Own Funds) 1.77 1.19

Indebtedness (Net Financial Debt / EBITDA) 1.89 1.86

Interest Coverage (EBITDA / Net Financial Expenses) 9.01 10.58

ECONOMIC

R.O.E. (Profit after tax / Own Funds + External Partners - Profit for the year) 45.68% 48.30%

R.O.A. (Operating profit / Average Total Assets over 2 years) 9.59% 7.95%

R.O.I. (Operating profit / Average Permanent Capital over 2 years) 17.06% 13.85%

RATIOS IN MILLIONS OF EUROS


annual report 71

GRUPO ANTOLIN 2017 ECONOMIC EFFICIENCY SUSTAINABILITY BALANCE SHEET

OVERVIEW

LETTER







GRAPHIC ANALYSIS OF HISTORIC DATA IN MILLIONS OF EUROS


CONSOLIDATED SALES

INVESTMENT (tangible and intangible)

6,000

4,000

2,000

0

400

300

200

100

0

4,982.46

264.37

333.43

5,036.68 5,140.41

+1.1% +3.2%

+26.1%

2016 2017 2017

2016 2017

At average

exchange rate 2016


annual report 72


OVERVIEW

LETTER







CONSOLIDATED EBITDA

CONSOLIDATED EBIT

ATTRIBUTED PROFIT

400

300

200

100

0

600

400

200

0

250

200

150

100

50

0

-0.1%

+0.9%

+36.3%

2016 2017

2016 2017

2016 2017

465.69461.69

291.17

177.64

290.99

242.11


annual report 73


OVERVIEW

LETTER







BALANCE SHEET IN MILLIONS OF EUROS


ASSETS 2016 2017Goodwill 156.57 120.77

Non-current assets 1,270.74 1,228.66

Current assets 2,212.93 2,328.57

TOTAL ASSETS 3,640.24 3,678.00

LIABILITIES Equity 620.76 792.93

Non-current liabilities 1,427.39 1,361.98

Current liabilities 1,592.09 1,523.10

TOTAL LIABILITIES 3,640.24 3,678.00

annual report 74


OVERVIEW

LETTER







INCOME STATEMENT (1) IN MILLIONS OF EUROS



continues on the next page t

annual report 75


2016 % 2017 %

Net sales 4,982.46 100% 5,036.68 100%

Other operating revenue 140.33 2.8% 183.86 3.7%

TOTAL OPERATING REVENUE 5,122.79 5,220.54

Supplies -3,225.79 -64.7% -3,275.57 -65.0%

Personnel expenses -822.30 -16.5% -884.72 -17.6%

Fixed asset amortization/depreciation -170.52 -3.4% -174.70 -3.5%

Variation in business provisions -7.31 -0.1% 0.96 0.0%

Other operating expenses -697.33 -14.0% -718.27 -14.3%

– Work carried out for fixed assets 91.63 1.8% 122.75 2.4%

OPERATING PROFIT/LOSS FROM CONTINUED OPERATIONS 291.17 5.8% 290.99 5.8%

Financial profit/loss -51.82 -1.0% -89.76 -1.8%

Net loss from impairment of non-current assets -10.39 -0.2% -56.51 -1.1%

Profit/loss from the disposal of non-current assets and other 1.18 0.0% -1.14 0.0%

Share of results of entities accounted for using the equity method 4.05 0.1% 3.28 0.1%

OVERVIEW

LETTER







annual report 76

GRUPO ANTOLIN 2017

INCOME STATEMENT (2) IN MILLIONS OF EUROS




2016 % 2017 %

PRE-TAX PROFIT 234.19 4.7% 146.86 2.9%

Income tax -79.68 -1.6% -37.40 -0.7%

PROFIT FROM CONTINUED OPERATIONS 154.51 3.1% 109.46 2.2%

Profit from discontinued operations, net of taxes 40.15 0.8% 148.80 3.0%

CONSOLIDATED PROFIT FOR THE YEAR 194.66 3.9% 258.26 5.1%

Profit attributed to non-controlling interests -17.02 -0.3% -16.15 -0.3%

PROFIT ATTRIBUTED TO THE PARENT COMPANY 177.64 3.6% 242.11 4.8%

CASH FLOW (Consolidated Profit + Amortization) 365.18 7.3% 432.96 8.6%

EBITDA 461.69 9.3% 465.69 9.2%

OVERVIEW

LETTER







2017CASH OR EQUIVALENT AT THE BEGINNING OF THE YEAR 306.46

CASH FLOWS FROM ORDINARY ACTIVITIES 233.14

Consolidated pre-tax profit 146.87

Adjustments 340.69

Changes in working capital -142.00

Capital gains tax paid -112.42

CASH FLOWS FROM INVESTMENT ACTIVITIES -325.23

Collected dividends 0.97

Divestments 16.71

Tangible and intangible investments -333.43

Other Investments -9.48

CASH FLOWS FROM FINANCING ACTIVITIES -157.56

NET VARIATION IN CASH OR EQUIVALENTS FOR CONTINUED OPERATIONS -249.65

NET VARIATION IN CASH OR EQUIVALENTS FOR DISCONTINUED OPERATIONS 277.12

CASH OR EQUIVALENTS AT THE END OF THE YEAR 333.93

CASH FLOW STATEMENTS IN MILLIONS OF EUROS


annual report 77


OVERVIEW

LETTER







2016 % 2017 %

VOLKSWAGEN GROUP 776.62 15.6% 872.85 17.3%

FORD MOTOR 638.51 12.8% 628.32 12.5%

TATA GROUP (Jaguar and Land Rover) 629.55 12.6% 587.69 11.7%

FIAT-CHRYSLER 579.24 11.6% 562.33 11.2%

BMW GROUP 459.34 9.2% 428.08 8.5%

RENAULT-NISSAN 393.91 7.9% 422.77 8.4%

GENERAL MOTORS 458.53 9.2% 422.70 8.4%

DAIMLER 360.20 7.2% 388.63 7.7%

JAPANESE CUSTOMERS (Toyota, Honda and Mitsubishi) 164.82 3.3% 192.03 3.8%

PSA PEUGEOT CITROËN 135.59 2.7% 156.25 3.1%

HYUNDAI-KIA 110.72 2.2% 105.26 2.1%

OTHER (Volvo, Indian manufacturers, various and associated companies) 275.43 5.5% 269.77 5.4%

CONSOLIDATED SALES 4,982.46 100% 5,036.68 100%

SALES BY CUSTOMER IN MILLIONS OF EUROS


annual report


78


OVERVIEW

LETTER







VOLKSWAGEN GROUP17.3%

OTHER(Volvo, Indian manufacturers, various and associated companies)

5.4%

PSA PEUGEOT CITROËN 3.1%

HYUNDAI-KIA 2.1%

FORD MOTOR12.5%

TATA GROUP (Jaguar and Land Rover) 11.7%

FIAT-CHRYSLER 11.2%

BMW GROUP 8.5%

RENAULT-NISSAN 8.4%

GENERAL MOTORS 8.4%

DAIMLER 7.7%

JAPANESE CUSTOMERS 3.8%

(Toyota, Honda and Mitsubishi)

SALES 2017

5,036.68

million Euros

annual report 79


OVERVIEW

LETTER







2016 % 2017 %

Spain 376.55 7.6% 320.79 6.4%

Rest of Europe 2,398.88 48.1% 2,383.77 47.3%

North America 1,712.09 34.4% 1,737.68 34.5%

South America 62.78 1.3% 81.18 1.6%

Asia-Pacific 408.11 8.2% 487.76 9.7%

Africa 24.05 0.5% 25.50 0.5%

TOTAL 4,982.46 100% 5,036.68 100%

SALES BY REGION IN MILLIONS OF EUROS


North America 34.5%

Rest of Europe47.3%

Spain6.4%

Asia-Pacific9.7%

South America1.6%

Africa0.5%

annual report


80


OVERVIEW

LETTER







2016 % 2017 %

Overhead Systems and Soft Trim 2,145.63 43.1% 2,044.88 40.6%

Doors and Hard Trim 1,468.78 29.5% 1,633.65 32.4%

Lighting 272.37 5.5% 318.31 6.3%

Instrument panels and consoles 1,095.68 22.0% 1,039.84 20.6%

TOTAL 4,982.46 100% 5,036.68 100.0%

SALES BY BUSINESS UNIT IN MILLIONS OF EUROS


Instrument panels and consoles 20.6%

Doors and Hard Trim32.4%

Lighting6.3%

Overhead Systems and Soft Trim40.6%


annual report


81

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







2016 2017SPENDING ON PROJECTS 99.70 141.49

Central sections 44.82 27.87

Peripheral sections 54.88 113.62

INVESTMENT IN MATERIAL RESOURCES 4.69 7.38

TOTAL INVESTMENT IN R+D+i 104.39 148.87

INVESTMENT IN R&D AND innovation IN MILLIONS OF EUROS

In 2017, Grupo Antolin's R&D and innovation efforts represent 2.96% of consolidated sales


200

150

100

50

0

+42.6%

2016 2017

104.39

148.87

annual report2016 figures restated (due to sale of the Business Unit Seating and Metal)

82

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







2016 % 2017 %

Spain 2,867 10.7% 2,572 9.2%

Rest of Europe 12,013 44.7% 12,543 44.9%

North America 7,159 26.7% 8,003 28.6%

South America 681 2.5% 673 2.4%

Asia-Pacific 3,269 12.2% 3,639 13.0%

Africa 857 3.2% 521 1.9%

TOTAL 26,846 100% 27,951 100%

EVOLUTION OF PERSONNEL AVERAGE CONSOLIDATED WORKFORCE


North America 28.6%

Rest of Europe44.9% Spain

9.2%

Asia-Pacific13%

South America2.4%

Africa1.9%

annual report 83

GRUPO ANTOLIN 2017

OVERVIEW

LETTER








2016 2017Consolidated Sales 4,982.46 5,036.68

Consolidated EBITDA 461.69 465.69% of consolidated sales 9.27 9.25

Consolidated EBIT 291.17 290.99% of consolidated sales 5.84 5.78

Profit attributed to Grupo Antolin 177.64 242.11% of consolidated sales 3.57 4.81

Investment (Tangible and Intangible) 264.37 333.43

Equity (Own Funds + External Partners) 620.76 792.93

ECONOMIC CAPITAL IN MILLIONS OF EUROS

MATERIAL CAPITAL IN MILLIONS OF EUROS



annual report 84

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







2016 2017 Unit

Investment in R&D+i 104.39 148.87 M €

Spending on Projects 99.70 141.49 M €

Investment in material resources 4.69 7.38 M €

Technical innovations patented in the last 5 years 103 105 No.

Patents 271 261 No.

Number of R&D projects up to the current year 99 102 No.

Number of improvement proposals issued 55,590 55,902 No.

Improvement teams 33 61 No.

Best practices 47 50 No.

Key Knowledge Items (cumulative figure) 73 73 No.

Lessons learned in projects (cumulative figure) 2,475 2,938 No.

Innovative Day Meetings 42 48 No.


TECHNOLOGICAL CAPITAL

annual report 85

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







2016 2017 Unit

COMSUMPTIONSElectricity 415.96 476.32 GWh

Water 4,513,782 4,722,748 m3

Natural gas 10,379,869 8,763,419 m3

GENERATION OF WASTENon-hazardous waste 73,348 79,386 T

Non-hazardous waste/sales 16.20 16.81 Tons/M€

Hazardous waste 2,482 3,545 T

Hazardous waste/sales 0.56 0.75 Tons/M€

RENEWABLE ENERGIES Korea

Electricity generation by solar panels (Head Office Data) 559,571 573,380 kWh

CO2 emissions avoided (Head Office Data) 644 659 T

PROCESSES Korea

Environmental Certifications according to ISO 14001 64 65 No.

Multi-Site Certification ISO14001 32 22 No.

Energy Certifications according to ISO 50001 5 4 No.

Quality Certifications according to ISO TS 16949 113 125 No.


ENVIRONMENTAL CAPITAL

annual report 86

GRUPO ANTOLIN 2017

OVERVIEW

LETTER







2016 2017 Unit

PEOPLEAggregated average workforce (1) 27,702 28,913 No.

Total workforce at year end (1) 27,795 29,644 No.

Expatriates - Secondments 39 61 No.

Short-term secondments 112 119 No.

Diversity women 36.17 37.49 %

Diversity men 64.48 62.51 %

Diversity nationalities 94 107 No.

People with special needs (1) 536 285 No.

Average age of the workforce 38.65 38.44 years

Average seniority of the workforce 6.54 5.91 years

Workforce with collective agreement 100 100 %

EMPLOYMENTPermanent contracts 91.82 94.08 %

Technological employment (R&D+i activities) 4.94 5.12 %

Pact Agreements/Collective Agreements negotiated 26 12 No.

Temporary lay offs (2) 3 0 No.

(1) Includes data from equity-accounted companies (2) Data relating to companies in Spain


HUMAN CAPITAL (1)

annual report 87

GRUPO ANTOLIN 2017

OVERVIEW

LETTER








HUMAN CAPITAL (2)

2016 2017 Unit

TRAINING AND DEVELOPMENTAverage training hours per person 35.6 33.00 hours per.

Personnel assessed with PRS criteria (3) 23.05 26.59 %

Personnel assessed with EWU criteria (4) 76.95 73.41 %

Number of internal promotions 34.00 32.50 %

Climate Survey satisfaction rate (5) 2.96 N/A No. out of 4

Climate Survey participation rate (5) 73.00 N/A %

OCCUPATIONAL HEALTH AND SAFETYSystem Certifications according to OHSAS 18001 25 27 No.

Workforce covered by OHSAS Certificate 18001 28 30 %

Global frequency index (6) 6.75 5.52 No.

Severity rate (7) 0.31 0.22 No.

Absence due to common illness 3.09 2.56 %

Fatal accidents 0 2 No.

Supplier services approved by OHS (2) 643 750 No.

People in charge of Occupational Health and Safety 115 110 No.

(2) Data refers to companies in Spain(3) PRS - Performance Management System applicable to Indirect Labor (MOI/MOE)(4) UET - Elementary Work Units Data referring to Direct Labor (MOD)(5) Three-year period (6) Accidents at work and/or occupational diseases with medical leave for every million hours worked(7) Number of working days lost for every thousand hours worked

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SOCIAL CAPITAL2016 2017 Unit

HUMAN RIGHTS AND ETHICSCommunication of the new version of the Code of Ethics and Conduct 100 100 %

Express acceptance of the new version of the Code of Ethics and Conduct N/A 36 %

Monitoring of human rights activity by company 100 100 %

Face-to-face training N/A 23 No.

People trained: managerial and office personnel N/A 945 No.

Whistle Blowing: Complaints received 3 0 No.

Whistle Blowing: Complaints handled 3 0 No.

Other channels: Complaints received N/A 21 No.

Other channels: Corrective actions N/A 12 No.

Non-conformities N/A 54 No.

Corrective actions implemented N/A 57 %

Ethics Committee-Network Compliance Meetings in 2017 3 4 No.

SUPPLY CHAINPurchase volume of direct material 3,971 3,547 M €

Number of direct material suppliers 3,706 3,022 No.

Suppliers with relevant impact 12.08 17 %

Number of STA’s * 47 62 No.

Purchases at Special Employment Centers 1,569 1,413 M €

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90GRUPO ANTOLIN annual report 2017

INNOVATIONINNOVATIVE INTERIORCUSTOMER COMMITMENTSTRATEGY

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Innovation is one of Grupo Antolin's strategic pillars, and it is currently working on 53 projects in the research phase and 50 in the validation phase. It has 27 innovative solutions available for development in the market.

INNOVATIVE INTERIOR

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COMMITMENT TO INNOVATIONGrupo Antolin's current leadership is the result of its firm commitment to innovation in order to adapt to the evolution and needs of the automotive market.

Innovation forms part of the company's values and will undoubtedly be the motor that guarantees Grupo Antolin's success when faced with the disrup-tive changes experienced by the sector with the electric, self-drive and con-nected car and the digitalization of processes.

Faced with these challenges, Grupo Antolin is committed to a Smart Integra-tor strategy. Many of the new elements that will be incorporated into the car of the future and its control electronics will form part of the interior structures of the vehicle. Therefore, Grupo Antolin has the opportunity to integrate them into its products, increasing their added value.

IN 2017, THE INVESTMENT PERCENTAGE IN R&D+i was

2.96% of the sales figures

Javier Villacampa DIRECTOR OF CORPORATE INNOVATION

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The ELECTRONICS department will bring together all of the global resources associated with this activity in Grupo Antolin, from design to the production of solutions.

The INTEGRATED PRODUCTS department will work to integrate lighting technologies, sensorization, mechatronics and new materials into Grupo Antolin's components.

The R&D DEPARTMENT will bring together all of the research areas (materials, industrial design and surfaces or mechanisms), as well as its product and process engineering.

ELECTRONICS AND INTEGRATED PRODUCTS

DEPARTMENT

RESEARCH AND DEVELOPMENT

DEPARTMENT

CORPORATE INNOVATION DEPARTMENT

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In order to ensure more efficient resource manage-ment, last year the company strengthened its Corpo-rate Innovation Department with two new Areas: the Electronics and Integrated Products Department and the R&D Department.

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In its commitment to innovation, creativity and talent, last year Grupo Anto-lin launched the first edition of the Design Challenge that asked university and design school students from all over the world to imagine what a ve-hicle interior could be like between the years 2025 and 2030. Finally, after analyzing all the projects received, Grupo Antolin awarded four students a prize for their designs of the interior of the vehicle of the future.

FEEL AND ENJOY THE INTERIOR OF THE FUTURE 2017

United States Spain

France United Kingdom

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Innovating involves reinventing yourself every day, always with the aim of improving.Ernesto Antolin

Grupo Antolin has a single objective: to develop intelligent interiors using the best technology and materials and new solutions.

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COMMITMENT TO CUSTOMERS

A FIRM COMMITMENT TO INNOVATION: TECH DAYSDuring 2017, Grupo Antolin was again committed to developing innovative solutions to improve the onboard experience in the vehicle. Today more than ever, innovation is a value present within the company in order to lead the vehicle interior industry.

Our customer focus determines our strategy of having a global presence in order to be able to address the growing demand from manufacturers for global platforms. In 2017, Grupo Antolin has been at the forefront of the interior business with high quality, innovative products, and is a leader in innovation and technology.

The company is ready to deal with the new trends and changes taking place all the time in the automotive industry. Thanks to the company's commit-ment to R&D, Grupo Antolin has played, still plays and will continue to play a key role in continuing to be a leading supplier.

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TECH DAY AT FORD INNOVATIONFord, one of Grupo Antolin's large American customers, learned about the Company's technological offer first-hand thanks to the Tech Day organized at its Dearborn facilities (Michigan, USA) in January. The main purchasing directors from the American manufacturer participated in the working session, which was also attended by more than 400 Ford employees.

TECH DAY AT JAGUAR LAND ROVER ADVANCES IN AMBIENT LIGHTINGIn February, Grupo Antolin participated in an exhibition focused on ambient light-ing for Jaguar Land Rover in Coventry (United Kingdom). Personnel from Grupo Antolin in France, Spain, Germany and the United Kingdom explained the latest trends in interior lighting and the solutions offered by the company. Around 50 employees visited Grupo Antolin's stand, including senior managers in interior design and color/trim and engineering from Jaguar Land Rover.

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CAR DESIGN NIGHT GENEVA SPONSOR Grupo Antolin sponsored Car Design Night Geneva, one of the most recognized design events in the automotive industry. This event was attended by more than 300 people, mostly designers and managers from the Color&Trim departments of the vehicle manufacturers and the most important design studios around the world. The event was held in March and was organized by Car Design News in collaboration with the organizers of the Geneva Motor Show.

EXHIBITION FOR PORSCHE In July, Grupo Antolin organized an exhibition for Porsche in Weissach (Germany). The event was attended by em-ployees from the German manufacturer. The exhibition lasted all day with various specific presentations on advanced engineering and innovation in three fundamental areas: overhead systems, doors and cockpits, with lighting being a common element in all of them.

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TECH DAY FOR HYUNDAI - KIA 1,200 ENGINEERS IN R&D+i Grupo Antolin successfully held a Tech Day for Hyun-dai in South Korea. The event was attended by 1,200 engineers from Hyundai's Research and Development Department, who were interested in Grupo Antolin's vi-sion of the future and its technological commitment to

leading the industry's revolution. Grupo Antolin experts from Spain, China and Japan gave technical presenta-tions to the engineers from Hyundai-Kia.

In June, Grupo Antolin also participated in a Hyundai seminar for door panels, together with other suppliers from the industry.

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CHINA VEHICLE INTERIOR SUMMITPARTICIPATIONGrupo Antolin participated in the 2017 China Vehicle Interior Summit held in Shanghai at the end of Octo-ber. This event, one of the most rec-ognized in the automotive industry in what is the largest car market in the world, allowed Grupo Antolin to display its products and technologi-cal innovations on its own stand, as well as exchange opinions and ideas with experts from the sector.

TECH DAY WITH BMW

In April, Grupo Antolin held a Tech Day in Munich (Germany) to show-case its technology and innovation in lighting to BMW. This meeting was an opportunity to show the German vehicle manufacturer its lighting in-novations and current advanced en-gineering concepts.

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MATERIALS AND PROCESSESFocused mainly on weight reduction to minimize C02 emissions, the use of ecological materials (recyclable / recycled) and cost.

INDUSTRIAL FLEXIBILITYInnovative process to produce different functions. Adaptation to meet the demands of the market in constant evolution with minimum investment. Technology, materials and new solutions.

INTELLIGENT INTERIORSSupporting the brand strategy of our customers is essential for the end user experience and the perceived quality based on personalization.

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STRATEGY

Grupo Antolin's innovation plan includes the following strategic lines, fields in which it has extensive experience and which are proving to be very impor-tant for car manufacturers: MATERIALS and PROCESSES, INDUSTRIAL FLEX-IBILITY and INTELLIGENT INTERIORS: Supporting the brand strategy of our customers is essential for the end user experience and the perceived quality based on personalization.

Most experts say that the sector will change more in the coming five years than it has in its entire history. The automotive sector faces great changes and, specifically, four major trends: Mobility, Self-Driving Vehicle, Electrifica-tion and Digitalization.

This will lead to a change in the forms of use: cars that drive themselves, re-strictions on driving cars in big cities, connectivity, etc. All of this will make the car a space where we will spend a lot of time, so its interior must adapt to these new functionalities and uses.

Grupo Antolin must play a fundamental role in offering its customers solu-tions for all these new requirements and continue supplying products that are more lightweight, of higher quality, with the best features and at the most competitive price. The "New Interior" and "Industry 4.0" initiatives, launched to address the sector's transformation, will help us to remain at the forefront of the interior business and be recognized as a leading com-pany in Innovation.

PEOPLETHE VALUE OF PEOPLECONNECTED TO THE FUTUREHUMAN RESOURCES IN FIGURES


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THE VALUE OF PEOPLE

Leading this revolution requires fostering a new type of leadership that is capable of managing people, resources and results and identifying growth opportunities for the organization and its team, to build a future from the present. Attracting, managing and retaining the best professionals is essential in the knowledge economy of the 21st century. We need to have high performance teams working on innovative projects. Only with the best team will we be able to lead the global market for the manufacturing of car interiors.

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ALL OF US ARE THE KEY TO SUCCESSThe vehicle's interior will play a leading role in the mobility of the future, motivated by the profound transformation that the automotive sector is ex-periencing. Factors such as globalization, the emergence of the self-driving and connected vehicle, its electrification, business digitalization, the new mobility models, and the automation and robotization of production are al-ready determining the features of the future labor market. Being part of this transformation presents multiple challenges that require a strong commit-ment to the greatest asset that companies have: people.

During the past year, we have faced numerous important challenges that we have been able to overcome thanks to the effort and dedication of a global team of highly qualified professionals committed to their work. Considered one of Grupo Antolin's main strengths, according to the 2017 Materiality study, this commitment to the team will allow us to go far in the new phase we are enter-ing with the reformulation of the company's Vision and Values.

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It will come as no surprise that people are the origin and objective of the strategy defined by the company in human resources. Forming part of Grupo Antolin's Strategic Plan, the 2018-2022 Human Resources Strategic Plan defines action lines and tools that facilitate the implementation of programs and projects to accompany the professional development of the people who form the company.

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As a result of the analysis of our strengths and differential value, Grupo Anto-lin wants to become the leading company in innovation, technology, quality, production and talent. This means knowing how to manage, look after and en-hance the talent of our employees, as well as committing to corporate social re-sponsibility and to being an example of good governance and ethics; bringing our good work and expertise not only to the customers, but also to investors, suppliers and society as a whole.

We must all contribute to making Grupo Antolin a better company each day in an extremely competitive industry. Along with Family Spirit, Passion, Innova-tion and Contribution, People is one of the company's 5 values that form the key to success. Having People as a value means generating a climate of trust, being tolerant of mistakes and learning from them, recognizing achieve-ments, working as a team, listening to others, communicating better among ourselves and acting with transparency. In this task, the role of the manag-ers and directors of the different departments, business units and regions is essential. The different ways of understanding the world, together with the many different experiences of the employees, bring unique value to a compa-ny as global as ours.

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TALENT AND SKILLS OF THE

FUTURE - TALENT WAR

IMPACT OF NEW TECHNOLOGIES ON THE BUSINESS - BIG

DATA

AUTOMATION AND ROBOTIZATION OF THE

PRODUCTION- MAN-MACHINE INTERACTION

HUMAN RIGHTS IN

THE VALUE CHAIN

CHANGES IN COMPANY-EMPLOYEE RELATIONSHIP

FLEXIBILITY IN LABOR RELATIONS

ACCELERATED URBANIZATION, POPULATION GROWTH AND AGING OF THE

POPULATION

Long-term vocation Team commitment Technical knowledge and business focus

Internationalization and customer support

Economic efficiency and financial strength

Global solutions and balance between standardization and flexibility

Related trends

2018-2022 Human Resources

Strategic Plan

Aspects to reinforce

2017 Materiality

Study

Strengths

Value

TALENT MANAGEMENT

ORGANIZATION, COMPENSATION AND MOBILITY

OCCUPATIONAL HEALTH AND

SAFETY

GRUPO ANTOLIN STRATEGIC PLAN

SUSTAINABILITY MASTER PLAN

e-REQUEST

WHO IS WHO

PRS

SAP BI BW BO

SAP GRC

SUCCESS FACTOR

GRUPO ANTOLIN PEOPLE

THE KEY TO SUCCESS

PEOPLE the key to successRecognize achievements: everyone contributes to successBuild a climate of trustBe tolerant with mistakesListen, communicate: act with transparencyTeamwork

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Future importance

Current importance

Priority




Diversity

FEATURED PROJECTSATTRACTING TALENT· Employer Branding. To strengthen and establish the

company's global image as an employer brand through-out the world.

MANAGING AND RETAINING TALENT AT ALL LEVELS

· Industrial Talent. Identifying, developing and retaining key industrial talent.

· Young Talent. Improving the acquisition of talent through attracting and developing young talent.

· Extraordinary Leader. Transforming good leaders into excellent ones

· Corporate Improvement. IM3. EPS. Identification of internal talent through the launch of initiatives to im-prove competitiveness and customer satisfaction: im3. Imagine Improve Implement and EPS Expert in Problem Solving.

· Mobility Grid. To identify employees in the company who are performing well in their current positions and available to support the organization internationally in certain situations, through temporary secondments.

· Successions Plan. To clarify and manage the develop-ment and contribution of people in the organization de-pending on their level of contribution.

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CONNECTED TO THE FUTURECONNECTED DATA

CONNECTED SYSTEMSCONNECTED PEOPLE

Potential

Talent at Grupo Antolin

HIGH performance HIGH potential

HIGH performance LOW potential

LOW performance HIGH potential

LOW performance LOW potential

Performance

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VALUE-BASED MANAGEMENT· New interview Development of the Performance Re-

view System. FUEL Model. Effective performance feed-back conversations based on 360 degree communica-tion, the vision and values of Grupo Antolin.

PROFESSIONAL DEVELOPMENT· Corporate training. Developing the organization's

professionals through continuous training aligned with the company's strategy, so that it impacts on peo-ple's behavior: their skills, attitudes and/or knowledge. Highlights are 4.0 Training Programs and Insight Skills.

· Dual Vocational Training. To coach, train and prepare young people in the company's process and technolo-gies, through a cross-cutting process of technical the-oretical-practical training (available in Germany. Spain. United States. Mexico).

More info: link to news item on the opening of a Dual VT center in Spain

HR DIGITALIZATION· Quick and visual dissemination of data to the organiza-

tion, obtained in real time and not as a report.

· Integration of HR data with other business variables.

· Evolution of HRIS solutions to cloud solutions (SAP, SFSF).

· Reliability of information based on the existence of a single system to feed into the different data on the em-ployees.

TOOLS:

SAP HR. Single SAP module implemented in all of Grupo Antolin's companies that can be used in the company's

different tools to make internal decisions and for exter-nal information.

ERS. E-request. Integrated management system for HR application processes, vacancies, candidates, transfers and global and individual salary increases.

Business Intelligence. Human Resources manage-ment indicators scorecard.

· Improvement of the recruitment and selection process-es, basing the process on the information technologies.

TOOLS:

ERS. E-Request.

Social networks linked to Employer Branding

Corporate Website. New employment site.

Success Factor. Digitalization of recruitment/selec-tion and training processes.

REMUNERATION· MBO. Alignment of variable remuneration with person-

alized strategic objectives according to function. First phase: Quality Objectives.

· VR. Variable Remuneration. Implementation of the new VR technical-sales office system with extension of financial tar-gets to all groups with Variable Variable Remuneration.

· Total Remuneration Model. Measurement of the emotion-al salary as a non-monetary element of compensation.

· Salary differentiation. Information for markets and insti-tutions about compliance through sustainable remunera-tion models (gender and wage gap reports).

· Glocal Strategy. Definition of specific strategies in countries with particularly active wage markets: Eastern Europe, India, China and the United States.

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MOBILITY· Global Mobility. Alignment of the geographical mobility

function with the business strategy.

· 2018-2022 Policy. Adaptation of the mobility policy to new groups - GiG employees (micro-projects), Mil-lennials, Centennials, Pre-retirees, Mobility Grid.

· Success of the assignment. Definition of indicators to assess the success of the assignment through the con-solidation of external tools (Tax and Security) and our own tools (ERS, SAP, Success factor).

TOOLS:

Mobility Portal. Relevant professional and person-al information in continuous evolution thanks to the company's contribution and employee experiences internationally.

DIVERSITY AND INCLUSION· Corporate Diversity. Recognize and integrate the dif-

ferent dimensions of diversity into the management of the work teams, taking into account the performance of the people who comprise the team with their different roles, as a factor for the differentiation and growth of the company.

More info: link to Sustainability Master Plan

OCCUPATIONAL HEALTH AND SAFETY· ZERO 0.0. Design and industrialization of safer and

more ergonomic processes.

· It's in your hands. Promotion of the culture of a safe and healthy workplace

· ISO 45001. Adaptation of the OHS Management Sys-tem, in keeping with the management model ISO 45001.

· Think about your health. Promotion of well-being in the workplace as part of the Healthy Company program.

More info: link to the ZERO line of the Report

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HUMAN RESOURCES IN FIGURES

CURRENT FIGURES 2017EMPLOYABILITY

Professionals at 12.31.2017

29,644Average workforce

27,951Permanent contracts

94.08%Average seniority

5.91Technological employment

5.12%

DEVELOPMENT

Average training hours per person

33Training investment to turnover

0.06%Filled through internal promotion

32.5%Personnel assessed with PRS criteria

26.59%INTERNATIONAL MOBILITY

Short term mobilities with 10 different origins and destinations in 13 countries

119Long term mobilities

61

DIVERSITY AND INCLUSION

Women

37.49% Men

62.51% Nationalities

107Languages addressing the origin of people

381% People with different abilities

Average age

38.44

SOCIAL RELATIONS

Workforce with collective agreement

100% Collective Agreements and Pacts

12OCCUPATIONAL HEALTH AND SAFETY

Global Frequency Index

5.52Global Severity Rate

0.22New OHSAS 18001 Certificates

5Employees covered by OHSAS 18001 certificates

30%

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FUTURE COMMITMENT 2022 MANAGEMENT OF TALENT AND PROFESSIONAL DEVELOPMENT

Turnover in key positions

3%Back ups for each key position

2

Promotions with industrial profile

70%Recruitment young talent programs

80%Satisfaction rate of the Extraordinary leader project

4 out of 52-5 people per company appropriate for temporary secondment

Management profiles trained in development interview

1,00060 days on average to complete selection processes

313 Executives with level 4 strategic contribution to the organization “Dene Dalton & Paul Thompson” Model

30 hours on average of training per person

HR DIGITALIZATION

Year 2022, double followers on social networks

Year 2018, implementation of the Success Factor

WORKPLACE CLIMATE

Year 2019, satisfaction rate in the workplace cli-mate survey of

>3 out of 5 compared to 2.86 in 2016

COMPENSATION

Global adjustment industrial ISM and technical-sales office under budget, year

2018Implementation of the new Variable Remu-neration System (VR) in the technical-sales offic-es, year

2018Process for annual review and approval of the fixed and variable remuneration of all IL, year

2018MOBILITY

Year 2022, secondments to support the strategy, in line with the talent agenda.

OCCUPATIONAL HEALTH AND SAFETY

2018-2022 13% annual reduction in the Global Frequency Index. Target GFI < 3.0

2018-2022 6% annual reduction in the Global Severity Rate Target GSR < 0.15

2022 90% of employees under ISO 45001 certification. 70% in 2021 50% in 2019

Year 2019, satisfaction rate in the workplace climate survey of

>3.10 out of 5 compared to 2.89 in 2016

2022 Healthy Company Program implemented

100% compared to 50% in 2019 and 70% in 2021.

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COMMITMENTTHE RESPONSIBLE VALUE CYCLERESPECT FOR HUMAN RIGHTS GLOBALIZEWELL-BEING, HEALTH AND SAFETY ZEROENVIRONMENTAL COMMITMENT GREEN FOOTPRINT SUSTAINABLE CONTRIBUTION INNOVERSIA

2017 Diversity Day at Grupo Antolin in favor of Patch Adams, through the Gesundheit Institute, to invest in creating a happier and healthier world with a single smile

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DESIGN

VALIDATION

MANUFACTURING

DELIVERY

USEFUL LIFECAPITALIZATION

CONCEPTION

THE RESPONSIBLE VALUE CYCLE

Long-term vocation Team commitment

Adapting to the customer's needs · Occupational health and safety · Ethics and compliance · Attraction and retention of talent · New materials and technologies · Innovation in processes · Professional development· Protection of human rights in the supply chain · Security of information ·

Diversity · Energy efficiency · Social contribution · Reduction in the use of natural resources · Environmental impact of the products

Technical knowledge and business focus

Internationalization and customer support

Economic efficiency and financial strength

Global solutions and balance between standardization and flexibility

Business Model

Stakeholders

FAMILY SPIRIT PEOPLE INNOVATION PASSION CONTRIBUTION

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FUTURE TALENT AND SKILLS

IMPACT OF NEW TECHNOLOGIES IN THE

BUSINESS

AUTOMATION AND ROBOTIZATION OF

PRODUCTION

HUMAN RIGHTS IN THE SUPPLY CHAIN

NEW CONSUMPTION

PATTERNS


MODEL

ACCELERATED URBANIZATION AND

POPULATION GROWTH

SUSTAINABILITY AND CLIMATE

CHANGE

With a focus on the trends...

We aspire to be the leading car interiors company by creating value for our stakeholders...

With our Vision

and Values

We integrate SUSTAINABILITY and the CONCERNS OF OUR STAKEHOLDERS into the value chain

And with our strengths

Relevant issues

INV

ESTORS SHAREHOLD

ER

S

COM

MU

NITIES AND ENVIRONM

ENTA

L S

ETTI

NG

USERS

CUST

OMERS EMPLO

YEES

SUPPLIERS

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S U S T A I N A B L E P O S I T I O N I N G

AGEN

DA

2030

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PEOPLEThe Value of PeopleConnected to the FutureHuman Resources 2017 in Figures

COMMITMENTThe Responsible Value CycleRespect for human rights GLOBALIZEWelfare and Health and Safety ZEROEnvironmental Commitment GREEN FOOTPRINT Sustainable Contribution INNOVERSIA


GRUPO ANTOLIN 2017

1

2

3

4

5

6

7 8 9 10 11

12

13

14

15

16

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SUSTAINABLE CULTURE

GOOD GOVERNANCE

AND COMPLIANCE

COMMITTED

TEAM

SHARED VALUE

HUMAN RIGHTS

IN TH

E SUPPLY

CHAIN

ENVIRO

NM

ENTAL

COM

MITM

ENT

SHAREHOLDERS

CUSTOMERS

EMPLOYEES SUPPLIERS

INVESTORS

SOCIETY

In color, Sustainable Development Goals (SDG) to which Grupo Antolin contributes directly and/or indirectly in the performance of its activity

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Based on Grupo Antolin's vision and values, the Plan offers an action framework that responds, in each of our actions, to the challenges and opportunities of the environments where we operate, integrating sustainability into the entire value chain.

The different strategic lines defined in the Plan are directly and indirectly linked to the areas defined in the global sustainable development agenda, thus contributing with our business to the achievement of the Sustainable Development Goals.

Included within Grupo Antolin's strategic framework, the 2018-2021 Sus-tainability Master Plan is the result of a process of listening and dialog with the different stakeholders to understand the ever changing environment we are facing, especially in our sector, through the identification and subse-quent analysis of the matters deemed most relevant for the company.

We want to make a difference through our sustainable values and commit-ments within the car components sector, through incorporating corporate social responsibility into everything we do, allowing us to:

OUR FUTURE COMMITMENT: TO MAKE THE DIFFERENCE WITH OUR VALUES AND SUSTAINABLE COMMITMENTS

Attract and retain the best talent

Differentiate ourselves from our competitors

Be the preferred option for customers

Manage impacts through the supply chain

Improve the relationship with our immediate environment

Strengthen the corporate culture and values

Meet the requirements of investors

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COMMITMENTThe Responsible Value CycleRespect for Human Rights GLOBALIZEWell-being, Safety and Health; ZEROEnvironmental Commitment GREEN FOOTPRINT Sustainable Contribution INNOVERSIA


GRUPO ANTOLIN 2017

GLOBALIZE, respect for human rights

AGENDA

2030UN

· SU

STAINABLE DEVELOPMENT GOALS

Reduced inequalities

Partnerships for the goals

Decent work and economic growth

Affordable and clean energy

Gender equality

Quality education

STAKEHOLDERSTHE HUMAN TEAMSUPPLIERSCUSTOMERSSHAREHOLDERSINVESTORS

1 2

3

4 5

6 7 8 9 10 11 12 13 14 15 16 17

Good health and well-being

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OBJECTIVETo work ethically and promote respect for human rights in all the countries in which we carry out our commercial, industrial and financial activity.

FOCUSTo promote initiatives that guarantee responsible behavior and respect for human rights in our area of influence.

BASIC CONVENTIONS AND DIRECTIVESThe UN Universal Declaration of Human Rights.The Guiding Principles of Business and Human Rights.Children's Rights and Business Principles.The UN Global Compact-Principles 1, 2, 3, 4, 5 and 6. The Directive Guidelines of the OECD for Multinational Companies.The Declarations of the ILO.

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Peace and justice, strong institutions

Human rights (HR) are part of the business, as a cross-cutting element in-volved in each and every decision and action carried out by the different areas of the company. This is why the Human Rights Policy forms part of the guiding document at Grupo Antolin and is the utmost expression of ethics and integ-rity: the Code of Ethics and Conduct. Approved by the Board of Directors, this must be interpreted along with all of the organization's other policies that implement each of the principles and commitments acquired.

We are aware that the impact of our business activity on human rights will change over time depending on the operational context in which we move and the operations to be carried out to lead the transformation of the car interior. Accelerated urbanization, climate change, use of resources, globali-zation and technology will directly affect human rights around the world and the risk or impact on rights will be different in each country, so this will re-quire us to continuously and permanently monitor our entire value chain.

This is where the Compliance department plays a leading role. It is responsi-ble for ensuring compliance in all geographical areas where Grupo Antolin can be found; as well as guaranteeing that all employees are aware of all commit-ments in matters of ethics and human rights. All of this is carried out in order to minimize negative impacts and maximize the positives of our activity.

To ensure the understanding, internalization and adoption of the Code of Ethics and Conduct and, by extension, the Human Rights Policy, by the around 28,000 employees, these have been translated into 27 languages.

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PEOPLE AS A STARTING POINT AND THE OBJECTIVE OF OUR COMMITMENT TO HUMAN RIGHTSProtecting human rights in the supply chain is key. Our suppliers must act responsibly

Customer. 2017 Materiality Study



ACCELERATED URBANIZATION

AND POPULATION GROWTH

Related trends

Affected phases of the value

chain

Materiality


Future importance

Current importance

Priority



Occupational Health and SafetyEthics and

Compliance

Protection of human rights in the supply chain

Social contribution

Diversity

CAPITALIZATION CONCEPTION DESIGN VALIDATION MANUFACTURING DELIVERY USEFUL LIFE

The materiality study carried out in the last quarter of 2017 identified eth-ics and compliance as one of the relevant aspects for Grupo Antolin and an area in which it had an outstanding performance, something that was pos-itively valued by the different stakeholders. Aware of the growing impor-tance of this matter in the medium-long term, we will work on our current culture of monitoring, control and reporting to strengthen our sustainable positioning as a company.

ACTIVITY IN 2017SHAREHOLDERS· Promote the United Nations Guiding Principles on Companies and Human

Rights at the core of the corporate governance structure.

· Include the Corporate Social Responsibility function within the responsi-bilities of the Board of Directors.

· MONITOR compliance with the internal code of ethics and conduct.

· Approve the corporate social responsibility STRATEGY that constitutes the 2018-2021 Grupo Antolin Sustainability Master Plan, as part of the company's Strategic Plan.

· 6 interventions in the Board of Directors

CUSTOMERS· Alignment with customer commitments in sustainably and human rights.

· 70 questionnaires answered, 11 new commitments, 3 training sessions and 3 audits.

EMPLOYEES· Raise awareness and train employees in matters of ethics and human

rights Link to the Ethics and Integrity chapter

Our suppliers are essential to the success of our business so we must work together, not only from a technical viewpoint but also in terms of respecting human rights throughout the entire supply chain. Only by effectively integrating sustainability throughout the entire value chain will we be able to manage any potential risks and transform them into opportunities, which will allow us to position ourselves as a leader of the interior of the mobility of the future. Human rights in the supply chain therefore becomes, together with good governance and ethics, one of the seven strategic priorities for the coming 4 years, which are included in Grupo Antolin's Sustainability Master Plan.

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RELATIONS· Identify the potential risks deriving from our activity and preventatively

manage their possible impacts in order to mitigate, minimize or trans-form them.

· 2 assessments by institutional investors and ratings agencies.

SUPPLIERS· Monitor the supply chain from the sustainable supplier management

model.

· 496 suppliers contacted

· 196 suppliers in assessment process

· 12.8% suppliers with relevant ESG impact

SOCIETY· Align the company's activity with the 2030 Agenda in order to:

- Implement our business project, through innovation, internal commit-ment and external collaboration, with the different components of the value chain

- Promote actions and strengthen the participation of the different play-ers in the chain with respect to global human rights.

- Direct and indirect contribution of Grupo Antolin in 13 SDG.

2018 IN PROSPECT· Launch of the 2018-2021 Sustainability Master Plan with a strategic line

and work team focused on integrating human rights into the supply chain.

· 25% monitoring of the supplier chain with responsible criteria.

· Launch of the new sustainable clauses for suppliers.

· Integrate human rights into the company's risk management system that facilitates the establishment of effective human rights systems and pro-cesses, and addresses possible impacts on human rights caused by the company's activity.

FUTURE COMMITMENTTO PROMOTE RESPECT FOR HUMAN RIGHTS THROUGHOUT THE SUPPLY CHAIN.

· Ensure a commitment to respecting and protecting human rights throughout the entire value chain.

· 100% of suppliers are made aware and informed of the sustainability requirements.

· 75% of direct material suppliers will have been assessed by 2020.

· Incorporation of the sustainability principles into the purchasing decision process.

· Program of audits and action plans.

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GRUPO ANTOLIN 2017

ZERO, a commitment to well-being, health and safety

AGENDA

2030UN

· SU


annual report

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3

4 5

6 7 8 9 10 11 12 13 14 15 16 17

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Responsible production and consumption


Gender equality

STAKEHOLDERSTHE HUMAN TEAMSUPPLIERSCUSTOMERSSHAREHOLDERSINVESTORS

OBJECTIVETo ensure the well-being, health and safety of the people who work and provide their services at the company so that they can perform their work in a safe and healthy environment.

FOCUSTo reduce to 0 the number of occupational accidents and professional illnesses among the workforce.To universalize the values of safety and health.

BASIC CONVENTIONS AND DIRECTIVESThe UN Universal Declaration of Human Rights.The Fundamental Principles and conventions on safety and health at work of the ILO.The Global Compact: Principles 1 and 2.The Occupational Health and Safety Management System OHSAS 18001:2007 standard.The European Mobility Charter.



Future importance

Current importance Priority


(1): Frequency index: Number of accidents at work and occupational diseases with medical leave for every million hours worked

(2): Severity index: Number of working days lost for every thousand hours worked.

We must do even more to achieve the target of 0 incidents. Every accident we have is a failure of our organization and of ourselves, as managers, since one of our main priorities is to ensure the safety of the employees.Jesús Pascual - CEO

ACTIVITY IN 2017· 5 new OHSAS 18001:2007 certificates in China, Spain, France and Mexico

· 30% of the workforce covered by the OHSAS 18001:2007 certification

· 5.52 global frequency index (1)

· 10.33% lower than the actual global frequency index (1) from 2016

· Consolidation of the Healthy Company Program in the Head Office

· Launch of the Healthy Company Program in production companies and Technical-Sales Offices in Spain, France, the United Kingdom and Germany.

· 0.22 severity rate (2) in 2017 compared to 0.20 in 2016

· 2.31% absenteeism due to common illness

· 110 professionals dedicated to Occupational Health and Safety

· 750 OHS certified service suppliers in Spain

OCCUPATIONAL HEALTH AND SAFETY, AN IMPORTANT ISSUEThis issue is a commodity that should never be forgotten given its importance in the sector and the risk associated with the activities

Investor and/or financial entity. 2017 Materiality Study






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COMMITMENTThe Responsible Value CycleRespect for Human Rights GLOBALIZEWell-being, Health and Safety ZEROEnvironmental Commitment GREEN FOOTPRINT Sustainable Contribution; INNOVERSIA


Related trends


chain

annual report

It is worth mentioning that despite the internal and external recognition of the good performance of Grupo Antolin, the significant reduction in the ac-cident rate and our efforts in the area of Well-being and occupational health and safety, two fatal accidents occurred last year, one at one of our factories in Spain and another in a commuting traffic accident in Mexico.

As a result of this, in 2018 all companies will be required to perform an oper-ational control for tasks classified as hazardous: forklift truck driving, bridge crane operation, working at height, electrical work and cleaning of adhesive machines. This control will demand a series of actions in order to improve safety when performing these tasks:

· Standardization of work instructions· Control, maintenance and improvement of the machines and work equipment· Internal audits and regular controls· Training and qualifications· Authorization and work permits· Health monitoring

2018 IN PROSPECT· 5% reduction in the Frequency Index compared to the actual result from 2017

· 10% reduction in the Severity Rate compared to the actual result from 2017

· Update of the OHS Management System to the new ISO 45001:2018

· Fulfill the plan to implement the Healthy Company Program

FUTURE COMMITMENTSAFETY IS IN YOUR HANDS, SAFETY IS IN OUR HANDS

· Reduce the frequency index to FI < 3.00 in 2022

· Reduce the severity rate to SR < 0.15 in 2022

· Promote a safe and healthy work culture to increase the score obtained in the Workplace Climate Survey from 2.89 in 2016 to 3.20 in 2022.

· Increase the percentage of employees covered by ISO 45001 to 90% in 2022.

· Progressive implementation of the Healthy Company program to 100% of companies in 2022.

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Peace and justice, strong institutions

AGENDA

2030

UN ·

SUSTAINABLE DEVELOPMENT GOALS

Responsible production and consumption

Climate action

Life of terrestrial ecosystems

Industry, innovation and infrastructure

Affordable and clean energyDecent work and economic growth

Sustainable cities and communities

1 2

3

4 5

6 7 8 9 10 11 12 13 14 15 16 17

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GREEN FOOTPRINT, environmental commitment

annual report

STAKEHOLDERSSUPPLIERSCUSTOMERSTHE HUMAN TEAMSHAREHOLDERSINVESTORS

OBJECTIVETo demonstrate our commitment to the environment by dedicating time, effort and resources to the management of waste, consumption, energy efficiency and management and social awareness.

FOCUSTo reduce the environmental impact of our business activity.

BASIC CONVENTIONS AND DIRECTIVESThe Global Compact: Principles 7, 8 and 9. Carbon Disclosure Project.CDP Water Disclosure Project.

THERE IS INCREASING AWARENESS ABOUT PRESERVING THE ENVIRONMENTCompanies must worry not only about the costs involved in developing initiatives on the matter, but also the requirements of the customers and the positioning of competitors

Investor/Financial Entity. 2017 Materiality Study.

We are not directly responsible for the emissions of vehicles, but we can contribute to alleviating their impact on the environment through optimizing energy in our chain and efficiently managing the natural resources and materials we use, for exampleInternal. 2017 Materiality Study.

ACTIVITY IN 2017· Publication of the “2017-2019 Green Program” with the incorporation of

19 companies

· Adaptation of the Environmental Management System to the ISO 14001:2015 standard

· Transition to ISO 14001:2015 completed at 20 companies

· 1.5% increase in the electricity consumption to sales ratio.

· 9% increase in the natural gas consumption to sales ratio.

· 573,380 kWh generation of renewable energies.

· 5% improvement in the non-hazardous waste generation to sales ratio.

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FROM RISK TO FUTURE OPPORTUNITYConsumers are becoming increasingly aware of the importance of preserving the environment. They look not only at the cost, but also at other attributes associated with the product. Customer. 2017 Materiality Study



NEW CONSUMPTION

PATTERNS

SUSTAINABILITY AND CLIMATE

CHANGE


MODEL

IMPACT OF NEW TECHNOLOGIES IN

THE BUSINESS

Materiality


chain

Related trends

ENERGY EFFICIENCY REDUCED USE OF RESOURCES

NEW MATERIALS AND TECHNOLOGIES

ENVIRONMENTAL IMPACT OF PRODUCTS

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Future importance

Current importance

Priority

Energy Efficiency

Environmental impact of products

New materials and technologies

Reduced use of natural resources


· 0.8% increase in the hazardous waste generation to sales ratio.

· 1 new ISO 14001 certification

· 1 new energy audit in accordance with the EN 16247 standard.

· 115 people dedicated to the environment.

· INTERTRIM LTDA / TRIMTEC LTDA (BRAZIL) awarded the NHCS Sustainability Award from HONDA for “Excellence in Reducing CO2”

2018 IN PROSPECT· Launch of the 2018-2021 Environmental Commitment strategic line within

the Sustainability Master Plan.

· Development of the 50001 Energy Efficiency Management System

· Improvement in the corporate reporting tool, Environmental and Energy Indicators

· 3 new ISO 14001 certifications

· Participation in the CDP (Carbon Disclosure Project) Programs on the sup-ply chain, in line with our customers: greenhouse gas emissions and water management.

FUTURE COMMITMENTTO FORMALIZE OUR SUSTAINABLE POSITIONING IN ENVIRONMENTAL MATTERS

· Strategy and promotion of the circular economy.

· Transition towards a low-carbon economy.

· Sustainable partnerships to promote sustainability.

· Sustainable financing strategy.

Chief Executive Officer Operations Department Corporate Quality Department Comprehensive Management Systems Corporate Environment Manager Plant Environment Managers (reporting lines)

ORGANIZATION IN 2017

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http://www.grupoantolin.com/sites/default/files/politica_ambiental_grupo_antolin_181217.pdf

Grupo Antolin Environmental

Policy

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INNOVERSIA, sustainable contribution

STAKEHOLDERSSOCIETYTHE HUMAN TEAMSUPPLIERS CUSTOMERSSHAREHOLDERSINVESTORS

OBJECTIVETo commit to collaboration, cooperation and innovation as an engine for growth and personal and social development, aimed primarily at the emerging countries where the company operates.

FOCUSTo train, develop and share our commitment with our stakeholders through participation, training and recognition, especially with the local community.

BASIC CONVENTIONS AND DIRECTIVESThe UN Universal Declaration of Human Rights.The Guiding Principles of Business and Human Rights.Children's Rights and Business Principles.The UN Global Compact-Principles 1 and 2.

AGENDA

2030UN

· SU



Industry, innovation and infrastructure



Gender equality

Quality education

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3

4 5

6 7 8 9 10 11 12 13 14 15 16 17


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CREATION OF SHARED VALUEAt Grupo Antolin we are committed to our surroundings, to society. We support the social, cultural, and educational development of the 25 countries in which we operate, whether in India – where I am from – Mexico or South Korea. Having "Contribution to the development of society" as a value also means that all of us need to represent Grupo Antolin’s values in society and act responsibly and ethically in our work. Ramasundaram Krishnan. Managing Director of Grupo Antolin Chennai. India

NEW CONSUMPTION

PATTERNS


Related trends

Materiality


chain

100% monitoring of

activity in social contribution

0.10% of earnings in 2017

(EBIT)

Other23%

Donations32%

€10.06 Per employee

(average consolidated workforce)

Sponsorship and patronage22%

Volunteering1%

Emergency responses1%

BY CONTRIBUTION TYPE

MERCOSUR2%

Europe43%

Asia22%

North America16%

5,218 hours of

volunteering

Africa17%

BY REGION

These figures are the result of the actions carried out by the companies within their local area of action in response to the main concerns in their most direct environment, together with those with a broader scope of action linked to the company's strategy. They do not include the investment made in training and innovation programs that are included in the different budget items for the departments responsible for their management.

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Future importance

Current importance

Priority

Social contribution

ACTIVITY IN 2017· Inclusion of "Contribution to developing society" as one of the 5 values ap-

proved by the Board of Directors within the company's new Vision and Values.

· Creation of a Sponsorship Committee to assess the suitability of corporate projects given the defined action lines for sustainable contribution, their re-sponse and the impact on the main expectations of stakeholders and the company.

· Creation of a corporate budget item aimed at investment in strategic projects approved in coordination with Grupo Antolin's Sponsorship Committee.

· 25 schools thanks to 1,721 participants in the “One drawing, one smile” com-petition that, in collaboration with UNICEF and the Food Bank, contributes to raising awareness among children about other realities and seeing how their contribution is important to helping other children like them both near and far.

· Advice and mentoring to promote entrepreneurship and access to employ-ment among young people in the automotive sector. SPINUP CYL. Program from the Junior Achievement Foundation and the Regional Government of Castilla y León.

· Various cancer prevention campaigns within the framework of the "TOGETHER WE CAN" charity campaign in the company, an agreement signed between the Association Against Cancer in Spain and those corresponding to the other countries where we operate.

· Creation of the Antolin Enforma Sports Club, part of the healthy company pro-gram, which participates in the schedule of official runs and cycling races with our customers through employees, relatives and suppliers and taking place internationally.

· 20th season of the Grupo Antolin Sports Club to promote playing sport (foot-ball) among the children and relatives of employees in local and regional com-petitions.

· 4th Charity Basketball Christmas Edition Event, as collaborator in the Christ-mas Burgos basketball party.

Sponsorship of the First Lego League Tournament and Grupo Antolin Award, to promote science and technology among children and young people, together with the sponsorship of the Juan Soñador Foundation's team "Grupo Antolin Conecta2" within its connection program; proposed educational partner and work partner aimed at adolescents from 12 years and their families in a situation of difficulty or social disadvantage.

Participation in the POCIÓN DE HÉROES Project, aimed at children undergoing chemotherapy launched in collaboration with the Atresmedia Foundation and the Pediatric Oncology units at the Hospitals in Castilla y León.

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http://www.grupoantolin.com/es/grupo-antolin-colabora-con-unicef-gracias-los-dibujos-de-los-ninos-0

http://www.grupoantolin.com/es/grupo-antolin-colabora-con-unicef-gracias-los-dibujos-de-los-ninos-0

http://www.grupoantolin.com/es/grupo-antolin-apoya-la-ciencia-y-la-tecnologia-con-el-first-lego-league

http://www.grupoantolin.com/es/grupo-antolin-apoya-la-ciencia-y-la-tecnologia-con-el-first-lego-league

http://fundacion.atresmedia.com/nuestros-proyectos/humanizacion-hospitales-infantiles/noticias/seis-superheroes-llegan-castilla-leon_201711225a1706a80cf2f56e3eb44bcf.html

http://fundacion.atresmedia.com/nuestros-proyectos/humanizacion-hospitales-infantiles/noticias/seis-superheroes-llegan-castilla-leon_201711225a1706a80cf2f56e3eb44bcf.html

· Collaboration with the Special Employment Center of Aspanias since 2004 to prepare Christmas hampers for employees.

· Volunteering for the Food Collections organized by the local Food Bank

· 2017 Dakar Rally. Sponsoring the only female driver from Burgos.

· Design Challenge. International ideas competition to give an opportunity to university and design school students from around the world to contribute to designing the interior of the car of the future 2025-2030.

· Chair of the Connected Industry of ICAI-ICADE. Member of the Board of Trus-tees that will identify the technologies, knowledge and skills necessary to train and develop the professionals demanded in the Connected Industry.

· Opening of the Dual VT Center in Spain for talented young people with a tech-nical profile, in order to become a benchmark in the training of Grupo Antolin technologies and the core of the innovation of the future, thus contributing to the generation of qualified jobs.

· Germany. New training edition with the "Transformation of Thermoplastic Pol-ymers Operations" Certificate of Professionalism.

· Joining the Board of Trustees of the Cotec Foundation.

Blood Donation Campaigns, in collaboration with the corresponding Hemotherapy Centers, among the employees within the Health and Safety and Road Safety initiatives. These take place prior to the peak movement periods of Christmas and the Summer vacations when reserves are needed in anticipation of any possible traffic accidents.

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http://www.grupoantolin.com/es/grupo-antolin-premia-el-diseno-del-interior-del-coche-del-futuro

http://www.grupoantolin.com/es/grupo-antolin-se-incorpora-la-catedra-de-industria-conectada-de-icai-icade-como-patron-0

http://www.grupoantolin.com/es/grupo-antolin-inaugura-un-centro-de-formacion-profesional-dual-pionero-en-castilla-y-leon

http://www.grupoantolin.com/es/el-centro-de-formacion-profesional-dual-de-grupo-antolin-amplia-su-programa-formativo

http://www.grupoantolin.com/es/el-centro-de-formacion-profesional-dual-de-grupo-antolin-amplia-su-programa-formativo

http://www.grupoantolin.com/es/grupo-antolin-se-incorpora-al-patronato-de-cotec

FUTURE COMMITMENT· STRATEGIC SOCIAL

CONTRIBUTION STRATEGY aligned with the sponsorships, donations and financial support policy and guides on services, gifts and donations in the field of compliance.

· Strategic partnerships and relationship system.

· Impact of the social contribution projects

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2018 IN PROSPECT· Launch of the Values Awards to recognize and reward those groups of com-

pany employees who as a result of their attitudes and work manage to re-flect our values in their daily activity.

· Inclusion of Shared Value as one of the pillars of the 2018-2021 Sustainabil-ity Master Plan, within the company's strategic framework.

· “Burgos Emprende” in collaboration with the business world to give an op-portunity to the business projects of young people. Postponed from 2017.

· New collaboration agreement with the General Foundation of the University of Burgos through postgraduate scholarships and research assistant con-tracts, aimed at recently graduated young people who join Grupo Antolin's Corporate Innovation Department to begin their training in the business world and participate in some of the innovation projects the company runs in this area.

· Training agreement with Macomb Technical Education Center (M-TEC), a lead-ing technical school for training in advanced manufacturing, automated sys-tems and robotics in Michigan, United States, where the candidates selected by Grupo Antolin will be trained to obtain a Certificate of Professionalism and subsequently join the company's businesses.

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AFRICAMOROCCO

AMICA - Asociación Marroquí de la Industria y Comercio del Automóvil

ANAPEC - Agence Nationale de Promotion de l’Emploi et des Compétences

Cámara española de Comercio e Industria de Tánger

CEMAES (Consejo Empresarial Hispano – Marroquí)

Club RH TFZ

OFPPT - Opérateur National de Formation Professionnelle

ASIAPACIFIC

CHINA

Cámara de Comercio de España en China

D&B

European Chamber of Commerce in China

French Chamber of Commerce and Industry in China

Hope School

Red Cross Society

INDIA

Indo Spanish Chamber

National Safety Council

Ranjangaon Industrial Association

Toyota Kirloskar Suppliers Association

JAPAN

Oficina Económica y Comercial de la Embajada de España en Japón

EUROPEAUSTRIA

Abwasserverband Schwechat

Controller Institut

Kleinwasserkraft Österreich

Wassergenossenschaft Fischa-Dagnitz

Wirtschaftskammer Niederösterreich

CZECH REPUBLIC

Czech Chamber of Commerce

Krajská hospodářská komora Královehradeckého kraje

Poradní sbor Úřadu práce

Pracovní úřad v Chebu

TUL - Technical University Liberec

FRANCE

ANDRH (Association Nationale des Directeurs des Ressources Humaines)

ARIA - Regional Association of Automotive Industry in Northern Francia

CFP - Centre de Formation de la plasturgie

DFCG - Association Nationale des Directeurs Finances et Contrôleurs de Gestion

FIEV - Fédérations des industries des équipements pour véhicules

GALIA - Groupement pour l’Amélioration des Liaisons dans l’Industrie Automobile

RAVI - Reseau automobilité et véhicule en Ile de Francia

UIMM (Union des Industries et Métiers de la Métallurgie)

GERMANY

Agentur für Arbeit Regensburg

AOK Gesundheitskasse - Betriebliches Gesundheitsmanagement

Automobilzulieferer Sachsen

AWB - Allgemeiner Verband der Wirtschaft für Berlin und Brandenburg e.V.

Bayerisches Staatsministe-rium f. Wirtschaft und Medien, Energie und Technologie - invest in bavaria

BayME - Die bayerischen Metall-und Elektro-Arbeitgeber

BBZ Schwandorf

Berufsgenossenschaft BG ETEM

Berufsschule Regensburg - Gewerblich und Kaufmännisch

BVL Bundesvereinigung für Logistik e.V.

Chamber of Industry and Commerce in Bayreuth

City of Straubing

DGQ - Deutsche Gesellschaft für Qualität e.V.

Eckert Schulen

GDD - Gesellschaft für Datenschutz und Datensicherheit e.V.

IHK - Industrie und Handelskammer

Landratsamt Regensburg (Ausbildung)

OfraCar Automobilnetzwerk e.V

Siemens Regensburg

Südwestmetall

Südwesttextil

Technology for Kids

VDA - Verband der Automobilindustrie

Verband der Kunststoff verarbeitenden Industrie Bayern e.V.

PRESENCE OF MAIN ORGANIZATIONS Ordered by region and country

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HOLLAND

Metallurgy cluster

HUNGARY

Bács-Kiskun County Government Office - Environmental- and Nature Protection Department

Bács-Kiskun County Disaster Management Directorate-Kecskeméti Disaster Management Offices

Bács-Kiskun County Government Office-Work Safety Inspection Department

Economie Chamber

Employment council - Employer forum in Kecskemét

Hungarian Automotive Association

Hungarian Chamber of Commerce and Industry

Industrial Cluster

National Climate Protection Authority

ITALY

Confindustria Caserta

PORTUGAL

AEVC - Associacion Empresarial de Viana do castelo

AFIA - Automotive Industry Manufacturers Association

AIM - Industrial Association of Minho

AIMINHO - Centro Empresarial de Viana do Castelo

APQ - Portuguese Association of Quality

CENFIM - Centro de Formação Profissional da Indústria Metalúrgica e Metalomecânica

EPRAMI - Escuela Prof. Alto Minho interior

ESCE - Escola Empresarial Valença

RUSSIA

RusAutoConnect

St. Petersburg Business Assosiation

SLOVAKIA

Automotive Industry Association of Slovakia

Spanish Chamber of Commerce and Industry in Eslovaquia

SPAIN

ADE Capital Sodical SCR, S.A.

ADL - Asociación para el Desarrollo de la Logística

AEC - Asociación española de la calidad

AEDIPE - Asociación española de dirección y desarrollo de personas

AEMAC - Asociación Española de Materiales Compuestos

AENOR

AERCE - Asociación Española de Profesionales

de Compras, contratación y aprovisionamiento

AIMPLAS - Instituto Tecnológico del Plástico

AITIIP Centro tecnológico

Alianza española en Grafeno

ALICE - Plataforma Europea de Logística

American Carbon Society

ANAIP - Asociación Española de Industriales de Plásticos

ANEM - Asociación de Empre-sarios del Metal de Navarra

ANFAC

APD - Asociación para el Progreso de la Dirección de Castilla y León

APPI - Asociación Prop. Parque Industrial Juan Carlos I

ASCOM - Asociación española de compliance

Asociación Antiguos Alumnos Jesuitas

Asociación de directivos financieros

Asociación Española contra el Cáncer

Asociación Plan Estratégico Ciudad de Burgos

Asociación Polígono Industrial Gamonal Villimar

Asociación Polígono Industrial San Cristóbal Valladolid

ASSET - Asociación Española de Financieros Tesoreros de

Empresa

AUSAPE - Asociación de usuarios de SAP en España

AVIA - Cluster de Automoción de la Comunidad Valenciana

Ayuda en Acción

Cámara de Comercio e Industria de Burgos

Cámara de Comercio de España

CCEF - Comité Nacional Consejeros de Comercio Exterior Francia

CEDERED - Business teaching center

CEMAES - Consejo Económico Marruecos-España

Círculo de Empresarios

Club de Directivos de la Gestión del Conocimiento y de la Innovación

Club Excelencia en Gestión

Club Excelencia en Sostenibilidad

Club OGECON - Observatorio de la Gestión del Conocimiento

Cluster Functional Printing

Cluster Smart Advanced Manufacturing

COTEC

Cruz Roja Española

CyLog - Asociación de sociedades gestoras de enclaves logísticos de CyL

DIRCOM - Asociación

directivos de comunicación

DIRSE - Asociación española de directivos de responsabilidad social

ECSEL Joint Undertaking

Empresa Familiar CyL

EuMaT

European Road Safety Charter

FACYL - Foro Automoción Castilla y León

FAE - Confederación Aso-ciaciones Empresariales Burgos

FEMEBUR – Federación de Empresarios del Metal en Burgos

Forética

Foro de Marketing CEU

Fundación Anastasio de Gracia FITEL-UGT

Fundación CIDAUT

Fundación Corresponsables

Fundación Diversidad-Charter de la Diversidad

Fundación General de la Universidad de Burgos

Fundación Novia Salcedo

Fundación Princesa de Asturias

Fundación San Pablo CEU Castilla y León

Fundación Silos

Fundación Tecnalia

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Grupo Español del Carbón

Hermandad de Donantes de Sangre

ICCM - instituto de ciencia de materiales de Madrid

Instituto de Auditores Internos de España

Instituto de la Empresa Familiar

Instituto de la Empresa Familiar de Castilla y León

Instituto IMDEA Materiales

ITCL - Instituto Tecnológico Castilla y León

Lean Community Renault

LES - España/Portugal

Logistop - Plataforma Tecnológica de Logística, Intermodalidad y Movilidad

M2F Move to Future

NanoEspaña

Observatorio Industria 4.0

ODETTE - Logistics

SERNAUTO

SERTEC

UBU - Universidad de Burgos

UN Global Compact - Pacto Mundial-Red Española del Pacto Mundial

UNICEF

Universidad de Valencia

Universidad Pontificia Comillas - ICAI - ICADE

Universidad Rey Juan Carlos

TURKEY

Automotive Parts & Components Cluster

BTSO

OSB

Uludağ İhracatçılar Birliği

UNITED KINGDOM

British Plastic federation

Department for International Trade

MERCOSUR

ARGENTINA

AFAC - Asociación de Fábricas Argentinas de Componentes

BRAZIL

CETESB - Companhia Ambiental do Estado de São Paulo

CIESP - Centro das Industrias do Estado de São Paulo

FIESP - Federação das Indús-trias do Estado de São Paulo

IBAMA - Instituto Brasileiro do Meio Ambiente e dos Recursos Naturais Renováveis

Sindipeças - Sindicato Nacional da Indústria de Componentes para Veículos Automotores

Sinditêxtil - Sindicato das Indústrias de Fiação e Tecelagem

NAFTAMEXICO

Asociacion de Administrado-res de Recursos Humanos Coahuila Sureste A.C

Cámara Nacional de la Industria de Transformación

Centro Empresarial Coahuila Sureste

INA - Industria Nacional de Autopartes

Instituto Tecnológico de Tlaxcala

Politécnico de Tlaxcala

Secretary of Economy

UTT Tlaxcala

USA

American Red Cross

Auburn Hills Chamber of Commerce

Automotive Industry Action Group

Belvidere's Chamber of Commerce

Christian County Kentucky

Chamber of Commerce

Community Fair Days

Community Schools

Detroit Regional Chamber

EDA - Economic Development Alliance of St. Clair County

EMMA - Eastern Michigan Manufacturing Association

Growth Dimensions

Howell Area Chamber of Commerce

Jefferson County Development Authority

Juvenile Diabetes Research Foundation

Kentucky Chamber of Commerce

Michigan Chamber of Commerce

Missouri Chamber of Commerce & Industry

MMSDC - Michigan Minority Supplier Development Council

MTEC - Macomb Technical Education Center

OESA - Original Equipment Suppliers Association

Society for Human Resource Managment

Spain-US Chamber of Commerce

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GRUPO ANTOLIN 2017

annual report

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PRESENTATION OF REPORTS CYCLE Annual

TIME LIMIT The financial year from 1 January to 31 December 2017

SPATIAL LIMIT The information published covers to all Grupo Antolin companies and joint ventures applicable in each indicator, including the management, actions and results of all the activity carried out in Overhead Systems, Doors, Lighting and and Instrument Panels and Consoles by Grupo Antolin and its subsidiaries in the 25 countries in which it operates, with the only limits being the confidentiality and privacy of information reserved for the Management and/or problems in obtaining information in certain countries. The data underlying the Grupo Antolin information come from the Company's IT systems, and all the economic-financial data appearing in the report have been externally audited.

PREPARATION Everyone who works at the company, in collaboration with those who are directly or indirectly related to the organization, personally and/or professionally, through their activity or service.

DEVELOPMENT Creation of an internal multidisciplinary work team headed by the Communication and CSR departments, which has conducted an assessment of the Company's most representative projects, impacts and matters that generate shared value, not only due to what has been done so far, but also due to guiding our activity towards the future; analyzing how a strategic and joint long-term vision of the business aims to contribute towards addressing the global challenges.

OBJECTIVE To provide the stakeholders, in a transparent, reliable and balanced manner, with the economic, social and environmental information identified as relevant, together with the most important facts and outlooks for creating value for the company; which interacts with the other documentation and communications generated by Grupo Antolin.

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OVERVIEW

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CONTENTIntegration of the main figures from the different areas of the company with the most important actions carried out by our companies, the analysis of trends for our customers and competitors, the initiatives arising in the relationship with our suppliers and the demands of the society where we operate; together with the future vision of the business and its ability to take advantage of opportunities that create long-term value.

FORMATDigital and interactive document available online and as a PDF adapted for electronic mobile devices. There is no printed version of the content.

annual report

DISTRIBUTION Distribution in computer format, available in Spanish and English on the Grupo Antolin website and on the Group's Intranet, accessible by everyone providing their services in any of the company's centers around the world. In this last case, to guarantee access to the information for everyone, the key aspects of the report will also be translated into the local language and disseminated by the human resources team in each of the companies through the channels they decide to use.

This publication is the property of Grupo Antolin. In order to ensure that the content of this report reflects our performance with regard to sustainability, we have taken into account the principles and guidelines of the Global Compact, GRI G.4 (Global Reporting Initiative), IIRC (International Integrated Reporting council), ISO 26000 and EU Directive 2014/95 on non-financial information and diversity. Following the policy of previous years, the company wants to progress gradually in rationalizing data and correctly integrating the information to be offered as a step prior to its verification by external entities.

We would be grateful for your opinion of our 2017 Annual Report. Similarly, if you have any questions regarding the report or its content you can address them to:

Grupo Antolin - Annual Report 2017Ctra. Madrid-Irún, km. 244,809007 BURGOS – SPAINTel.: +34 947 47 77 00 Fax: +34 947 48 49 19E-mail: comunicació[email protected] [email protected] [email protected]

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WE WOULD LIKE TO THANK ALL THE PEOPLE WHO, THROUGH THEIR WORK, EFFORT AND EAGERNESS, HAVE CONTRIBUTED TO CREATING THIS DOCUMENT.

OVERVIEW

LETTER







DESIGNGermán Delgado and Jorge González (web)

WRITTEN BYCommunication and Corporate Social Responsibility at Grupo Antolin.

PHOTOGRAPHYGrupo Antolin, Miguel Jelliss in collaboration with an organization with a social purpose, Rafa Sáiz and a photo bank.

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Annual report

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2017

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