1. R
2004 Annual Meeting of Shareholders
May 13, 2004
fast forward
world’s leading automotive interior supplier
advance relentlessly

2. Agenda
I. Introduction
I. Introduction
Bob Rossiter, Chairman & CEO
Bob Rossiter, Chairman & CEO
II. Americas Review
II. Americas Review
Don Stebbins, President & COO -- Americas
Don Stebbins, President & COO Americas
III. International Review
III. International Review
Doug DelGrosso, President & COO -- International
Doug DelGrosso, President & COO International
IV. Financial Review
IV. Financial Review
Dave Wajsgras, SVP & CFO
Dave Wajsgras, SVP & CFO
2

3. Americas Review
3

4. Americas
Business Summary
Top 5 Customers
2003 Revenue $9.6 billion
2003 Revenue $9.6 billion General Motors
Operations in 7 countries Ford
Operations in 7 countries
DaimlerChrysler
68K employees
68K employees
BMW
169 facilities
169 facilities
Toyota
4

5. Americas
North America Market Share Rankings
Product Rank Share
Rank Share
Seat Systems #1 47 %
Seat Systems #1 47 %
Door Panels #1 26 %
Door Panels #1 26 %
Floor & Acoustic Systems #2 37 %
Floor & Acoustic Systems #2 37 %
Headliners #2 20 %
Headliners #2 20 %
Electrical Distribution Systems # 3 14 %
Electrical Distribution Systems # 3 14 %
Instrument Panels #5 4%
Instrument Panels #5 4%
Total Interior #1 37%
Total Interior #1 37%
Source: Internal Market Share Study 5

6. Americas
Sales by Segment
Americas Total Sales of $9.6 Billion
Car
31%
Truck
69%
Truck Car
Mid Size 49 %
SUV 56 %
Compact 21
Pickup 36
Full Size 15
Van 7
Luxury 11
Medium/Heavy 1 Sports 4
Total 100 % Total 100 %
6

7. Americas
Product On Top Selling Vehicles in North America
1 Ford - Total F-Series Pickup 11 DCX - Caravan 21 Ford - Econoline
2 GM - Total Silverado Pickup 12 GM - Cavalier 22 GM - Malibu
3 DCX - Ram Pickup 13 GM - TrailBlazer 23 Honda - Odyssey
4 Toyota - Camry 14 Ford - Focus 24 Ford - Escape
5 Honda - Accord 15 Ford – Ranger 25 Ford - Mustang
6 Ford - Explorer 26 DCX - Jeep Liberty
16 Nissan – Altima
7 Ford - Taurus 17 GM – Total GMC Sierra Pickup 27 Toyota - Tacoma
8 Honda - Civic 18 DCX – Jeep Grand Cherokee 28 GM - S-10
9 Toyota - Corolla/Matrix 19 GM – Tahoe 29 Honda - CRV
10 GM - Impala 20 Ford – Expedition 30 DCX - Chrysler Town & Country
Source: Based on available industry data
On 28 of 30 Top-Selling Vehicles in North America
7

8. Americas
PPM’s
Parts Per Million (PPM) Defective*
65%
Imp
rov
em
ent
2002 2003 2004 YTD
* Based on internal and customer data
8

9. Americas
J.D. Power Seat Survey - 4th Consecutive Year of Improvement
Things Gone Wrong (TGW)
Lear’s 2003 J.D. Power
per 100 vehicles
Results
C ont
i nuo u
s Im
prove
ment
11% improvement in 2003
10.3
9.5
8.3 7.9
4th consecutive year of
7.0
improvement in TGW
Highest quality seat
manufacturer that
supplies multiple OEMs
1999 2000 2001 2002 2003
Source: 2003 J.D. Power Seat Survey
Independent J.D. Power Survey Shows
Continuous Improvement in Lear’s TGW
9

10. Americas
Recent Industry Awards & Recognition
“Supplier of the Year”
Four World Excellence Awards
Interior Excellence Award
Fortune Magazine Ranked Lear as America’s Most
Admired Automotive Supplier for
Second Consecutive Year
10

11. Americas
Sales Backlog
Sales Backlog
(billions) $2.6
$1.6
2004 - 2008
2004 - 2006
11
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

12. Americas
GM Total Interior Integrator Program On Track
Total Interior prototypes have been completed and shipped to GM
Total Interior prototypes have been completed and shipped to GM
Refining engineering designs with GM to harmonize total interior with
Refining engineering designs with GM to harmonize total interior with
overall vehicle aesthetics
overall vehicle aesthetics
Interiors feature several Lear innovations integrated as a vehicle
Interiors feature several Lear innovations integrated as a vehicle
system for the first time
system for the first time
Spray PUR TM seamless polyurethane coating on instrument panel
Spray PUR TM seamless polyurethane coating on instrument panel
R
Sonotec lightweight acoustical products
Sonotec lightweight acoustical products
Flexible seating architecture
Flexible seating architecture
Ongoing studies confirm that consumer appeal remains on target
Ongoing studies confirm that consumer appeal remains on target
throughout the development process
throughout the development process
Lear Working in Close Partnership with GM to
Deliver “World Class” Interiors for Next Generation
Large and Luxury Vehicles 12

13. Americas
Global Lear Program Management Process (LPMP)
30 + 17 + 289 + 34 + 1100 = “One LEAR”
Programs
Facilities
Customers
Acquisitions Countries
Current Functionality:
Current Functionality:
Timing Plans
Timing Plans
Supplier Status
Supplier Status
Open Issues
Open Issues
Financial Status
Financial Status
Real Time Access on the Performance of
Complete Portfolio of Business
13

14. Americas
2004 Plan
Customer Service
Customer Service
Operational Excellence
Operational Excellence
Product Innovation & Growth
Product Innovation & Growth
Commercial Responsibility
Commercial Responsibility
Teamwork
Teamwork
Leverage Leadership Position in Total Interiors
14

15. International Review
15

16. International
Europe & Asia Business Summary
Represents approximately Top 5 Customers
one-third of global sales
Ford Group
Operations in 27 countries
GM Group
Europe*: 35K employees
BMW
94 facilities
PSA
Asia: 7K employees
26 facilities
Fiat
PPM: 36% improvement
* Includes African operations
16

17. International
Western Europe Market Share Rankings
Product Rank Share
•• Seat Systems #1 27%
Seat Systems #1 27%
•• Electrical Distribution Systems #3 14%
Electrical Distribution Systems #3 14%
•• Headliners #3 13%
Headliners #3 13%
•• Instrument Panels //Cockpits #4 8%
Instrument Panels Cockpits #4 8%
•• Door Panels #5 7%
Door Panels #5 7%
Source: Internal Market Share Study and 2004 estimates of outsourced IP/cockpit market.
17

18. International
Product On Top Selling Vehicles in Western Europe
1 Peugeot - 206 11 Mercedes C-class 21 Opel - Zafira
2 VW - Golf 12 Audi - A4 22 Citroen - C3
Ford - Fiesta VW - Seat Ibiza
3 Ford - Focus 13 23
Peugeot - 307 Renault - Scenic
4 14 24 Opel - Vectra
5 BMW - 3 Series 15 Renault - Laguna 25 Citroen - Xsara
6 Opel - Astra 16 Ford - Mondeo 26 Fiat - Stilo
VW - Polo
7 Opel - Corsa 17 27 BMW - 5 Series
Renault - Clio
8 18 Mercedes E-class 28 BMW - Mini
Citroen - Xsara Picasso
9 VW - Passat 19 29 Audi - A6
10 Fiat - Punto 20 Renault - Megane 30 Mercedes A-class
Source: Based on available company and industry data
On 23 of 30 Top-Selling Vehicles in Western Europe
18

19. International
PPM’s
Parts Per Million (PPM) Defective*
68%
Im
pr o
ve m
ent
2002 2003 2004 Target
* Based on internal and customer data
19

20. International
J.D. Power Seat Survey Shows Improvement for European Seats
Things Gone Wrong (TGW)
Lear’s 2003 J.D. Power
per 100 vehicles
Results for Lear Europe
21%
Im prove
ment
7.1
U.S. data for seats
5.6
supplied by Lear’s
European plants
21% improvement from
2002
2002 2003
Source: 2003 J.D. Power Seat Survey
Independent J.D. Power Survey Shows Solid
Improvement in Lear’s European TGW
20

21. International
Recent Industry Awards & Recognition
Global Value Achievement Award
“Supplier of the Year”
2003 Presidents Award
Green Partner Award
Quality Master Awards
Fortune Magazine Ranked Lear as World’s Most Admired
Automotive Supplier for Second
Consecutive Year
21

22. International
Sales Backlog
Sales Backlog
$1.8
(billions)
$1.4
2004 - 2006 2004 - 2008
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
22

23. International
Electrical/Electronics Market
Electrical/Electronics Grote & Hartmann **
Global Market Opportunity*
High quality producer
$44
with technical expertise
(in billions)
Improves overall
$28
competitiveness in
$25
$18
electrical/electronics
market
Provides avenue for
growth and customer
diversification
Wire Harness/ Add Body Add Safety Add Audio,
Terminals & Electronics & Electronics Infotainment
Connectors Mechatronics & Other
Acquisition Consistent with our
Electrical/Electronics Strategy
* Based on internal Lear estimates
23
** Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

24. International
Lear China Overview
Products
Wuhan (2)
Wuhan (2)
- Seats - Door Panels
- Citroen
- Citroen
- Renault/Nissan
- Renault/Nissan
- Wiring - Carpet/Acoustics
ChangChun
- Audi
Customers
Shiyan // Xiangfan
Shiyan Xiangfan Shenyang
-- Nissan
Nissan
- Jiangling (Ford) - ChangAn (Ford)
- BMW
Nanjing
- SAIC (GM) - FAW (VW)
- Fiat
Fiat
Chongqing
Chongqing
-
- ChangAn, Suzuki,
- ChangAn, Suzuki Shanghai (3)
- Nanjing - Iveco (Fiat) - DFM (Nissan, PSA)
Ford
- Ford - SGM, SVW
- China Brilliance (BMW) - Others
Nanchang
- Isuzu,, Suzuki, Ford
Ford Isuzu
Key Strategic Points
- Follow customers’ footprint
- Potential manufacturing for export
Eleven joint ventures
- Leverage partners’ resources for technology
• Lower technology risk
4,000 employees
- Controlled growth and investment
24

25. International
Europe & Asia 2004 Plan
Exceed Customer Requirements
Exceed Customer Requirements
Continue to Improve Quality and
Continue to Improve Quality and
Customer Satisfaction
Customer Satisfaction
Leverage Existing Infrastructure
Leverage Existing Infrastructure
Grow Market Share & Improve Business
Grow Market Share & Improve Business
Structure
Structure
Aggressively Grow Business with Asian OEMs
Aggressively Grow Business with Asian OEMs
Provide ‘World Class’ Value to
Customers and Shareholders
25

26. Financial Review
26

27. Financial Review
Financial Highlights - Full Year 2003
Record net sales of $15.75 billion, up 9% from 2002
Record net sales of $15.75 billion, up 9% from 2002
Net income of $5.55 per share, up 19% from 2002**
Net income of $5.55 per share, up 19% from 2002
Return on invested capital** increased to 10.6%
Return on invested capital** increased to 10.6%
Strong free cash flow**of $509 million
Strong free cash flow**of $509 million
Net debt** to capital ratio improved to 45.8%, lowest
Net debt** to capital ratio improved to 45.8%, lowest
level in 10 years
level in 10 years
Leveraging our Total Interior Capabilities to Deliver
Value to our Customers and Shareholders
* Excluding the cumulative effect of a change in accounting for goodwill of $4.46 per share in 2002.
** Free cash flow represents net cash provided by operating activities before the net change in sold accounts receivable, less capital
expenditures. Net debt represents total debt plus utilization of our ABS facility, less cash and cash equivalents. For further information on
these measures, as well as return on invested capital, please see slides titled “Use of Non-GAAP Financial Information” at the end of this
27
presentation.

28. Financial Review
Financial Priorities
We are focused on:
We are focused on:
Profitable growth
Profitable growth
Improving ROIC
Improving ROIC
Generating cash
Generating cash
Financial discipline
Financial discipline
Meeting Our Commitments and
Delivering Shareholder Value
28

29. Financial Review
Focused Strategy has Supported Rapid Growth
Net Sales
ome
(in billions)
t I nc % $15.7
Ne 23
$16.0 $14.4
AGR
$14.1
$13.6
C
$14.0 $12.4
SALES
$12.0
CAGR
$9.1
$10.0
20%
$7.3
$8.0 $6.2
$6.0 $4.7
$3.1
$4.0
$2.0
$0.0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
Net sales have steadily No strategic hole in Lear’s
increased since IPO to about product line up
$15.7 billion today Lear ranks 129 among the
Fortune 500 and is the 23rd
17 major acquisitions during
the 1990’s fastest growing company in the
U.S. over the last ten years
60% acquisition growth
40% organic growth
29

30. Financial Review
Growth Strategy
Deliver record sales backlog
Deliver record sales backlog
Pursue strategic acquisitions
Pursue strategic acquisitions
Accelerate new product innovations
Accelerate new product innovations
Win new total interior integrator programs
Win new total interior integrator programs
Continue to form alliances and joint ventures
Continue to form alliances and joint ventures
Comprehensive Approach to Profitably
Growing Our Business
30

31. Financial Review
Record Backlog Supports Continued Growth
Sales Backlog* Major New Business
(in billions) $4.4
New cockpit and interior
New cockpit and interior
programs
programs
Growth in seating
Growth in seating
$3.0
systems with Korean
systems with Korean
automakers
automakers
Electrical distribution and
Electrical distribution and
electronics systems,
electronics systems,
including TPMS
including TPMS
Added content on
Added content on
Three-Year Five-Year
replacement programs
replacement programs
Record Backlog Supports Continued Growth and
Diversification of Sales
31
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

32. Financial Review
Grote & Hartmann Acquisition
Total transaction value: $220 million
Total transaction value: $220 million
Headquarters: Wuppertal, Germany; 1,900 employees
Headquarters: Wuppertal, Germany; 1,900 employees
Major products: terminals & connectors and junction boxes
Major products: terminals & connectors and junction boxes
≈ $275 million in revenue, with about 75% in Europe
≈ $275 million in revenue, with about 75% in Europe
Major customers: VW, BMW, Ford, Opel, DCX, Renault, MAN
Major customers: VW, BMW, Ford, Opel, DCX, Renault, MAN
and PSA group
and PSA group
Acquisition Expected to be Slightly Accretive in 2005
32

33. Financial Review
Strategic Joint Ventures Position Lear for Growth
Europe Asian JVs
China 11 *
3
North India 1*
Thailand 1*
America
Japan 2 **
Asia 11
15
Total 15
----
* Manufacturing JVs
** Sales and Engineering JVs
29 Global Strategic Joint Ventures
12 Consolidated / 17 Non-consolidated
33

34. Financial Review
Return on Invested Capital Improving
Trailing Twelve Month ROIC*
11.0%
10.6%
10.5%
9.8%
10.0%
9.5%
9.0%
8.5%
8.5%
8.0%
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
2001 2001 2001 2001 2002 2002 2002 2002 2003 2003 2003 2003
* Return on Invested Capital (ROIC) represents income before restructuring charges, amortization, interest, other expense and income
taxes times (1 - effective tax rate) divided by average invested capital. Average invested capital is the sum of total assets, sold accounts
receivable and the present value of operating leases (assuming a discount rate of 10%) less the sum of accounts payable and drafts and
accrued liabilities, based on the account values on the last day of the prior four quarters. Please see slides titled “Use of Non-GAAP
34
Financial Information” at the end of this presentation for further information.

35. Financial Review
Continuing to Reduce Our Net Debt
(in billions)
70%
$4.0
65%
Net Debt***/Capital
63%
$3.4
$3.5
58%
$3.0
$3.0
Net Debt
$2.7
$2.5 $2.3
46%
$1.9
$2.0
$1.5
1999* 2000 2001** 2002** 2003
Free Cash Flow*** $179M $410M $318M $395M $509M
Flow***
* UTA acquisition 5/99
** Includes ABS debt of $261 million in 2001 and $189 million in 2002 (implemented in 2001).
*** Free cash flow represents net cash provided by operating activities before the net change in sold accounts receivable, less
capital expenditures. Net debt represents total debt plus utilization of our ABS facility, less cash and cash equivalents. Please
see slides titled “Use of Non-GAAP Financial Information” at the end of this presentation for further information.
35

36. Financial Review
How Investors View Our Performance
GROWTH
Eight consecutive quarters of higher year-over-year sales
RETURNS
Margins flat year over year, due to tough
production/mix environment
ROIC steadily improved from 2001 to 2003
RISK
Deleveraging balance sheet – lowest leverage in 10 years
Consistent results and “No Surprises” over past eight quarters
Initiated dividend program
INTANGIBLES
Company is delivering on strategy
Improving quality, validated by J.D. Power Survey
Proactive manufacturing capacity/efficiency actions
Company rated “Most Admired” auto supplier in Fortune survey
36

37. Financial Review
2004 Guidance - Net Income Per Share**
$6.25
$5.55 $5.85
Full Year $4.65*
$1.65
to
$1.54 $1.55
Second Quarter $1.27
$1.30
First Quarter $0.70* $1.01
2002 2003 2004 Guidance
Net Sales $14.4B $15.7B $16.6B
Full Year EPS Guidance Remains Unchanged
* Represents income per share before cumulative effect of a change in accounting principle, which excludes the impact of goodwill
impairment of $298.5 million after-tax, or $4.50 per share in the first quarter of 2002 and $4.46 per share in the full year of 2002.
** Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
37

38. R
ADVANCE RELENTLESSLY™
LEA
Listed
www.lear.com
NYSE

39. Use of Non-GAAP Financial Information
In addition to the results reported in accordance with accounting principles generally accepted in the United States (“GAAP”) included
throughout this presentation, the Company has provided information regarding certain non-GAAP financial measures. These measures
include “free cash flow,” “ROIC” and “net debt.” Free cash flow represents net cash provided by operating activities before the net change in
sold accounts receivable, less capital expenditures. The Company believes it is appropriate to exclude the net change in sold accounts
receivable in the calculation of free cash flow since the sale of receivables may be viewed as a substitute for borrowing activity. ROIC
represents income before restructuring charges, amortization, interest, other expense and income taxes times (1 - effective tax rate) divided
by average invested capital. Average invested capital is the sum of total assets, sold accounts receivable and the present value of
operating leases (assuming a discount rate of 10%) less the sum of accounts payable and drafts and accrued liabilities, based on the
account values on the last day of the prior four quarters. Net debt represents total debt plus utilization under the Company’s ABS facility,
less cash and cash equivalents.
Management believes that the non-GAAP financial measures used in this presentation are useful to both management and investors in their
analysis of the Company’s financial position and results of operations. In particular, management believes that free cash flow is useful in
analyzing the Company’s ability to service and repay its debt. Management believes that ROIC is a commonly used measure that provides
useful information regarding the efficiency with which the Company’s assets are deployed. Management believes that net debt provides
useful information regarding a company’s financial condition. Further, management uses these non-GAAP measures for planning and
forecasting in future periods.
Neither free cash flow, ROIC nor net debt should be considered in isolation or as substitutes for net cash provided by operating activities,
total debt or other balance sheet, income statement or cash flow statement data prepared in accordance with GAAP or as measures of
profitability or liquidity. In addition, the calculation of free cash flow does not reflect cash used to service debt and thus, does not reflect
funds available for investment or other discretionary uses. Also, these non-GAAP financial measures, as determined and presented by the
Company, may not be comparable to related or similarly titled measures reported by other companies.
Set forth on the following slides are reconciliations of these non-GAAP financial measures to the most directly comparable financial
measures calculated and presented in accordance with GAAP.
39

40. Use of Non-GAAP Financial Information
Free Cash Flow
(in millions) Twelve Months
2003 2002
Free cash flow
Net cash provided by operating activities $ 586.3 $ 545.1
Net change in sold accounts receivable 298.1 122.2
Net cash provided by operating activities
before net change in sold accounts receivable 884.4 667.3
Capital expenditures ( 375.6 ) ( 272.6 )
Free cash flow $ 508.8 $ 394.7
40

41. Use of Non-GAAP Financial Information
Free Cash Flow
(in millions) Twelve Months
2001 2000 1999
Free cash flow
Net cash provided by operating activities $ 829.8 $ 753.1 $ 560.3
Net change in sold accounts receivable ( 245.0 ) ( 21.2 ) 10.4
Net cash provided by operating activities
before net change in sold accounts receivable 584.8 731.9 570.7
Capital expenditures ( 267.0 ) ( 322.3 ) ( 391.4 )
Free cash flow $ 317.8 $ 409.6 $ 179.3
41

42. Use of Non-GAAP Financial Information
Return on Invested Capital
Twelve Months
(in millions)
Q4 2003 Q4 2001 Q1 2001
Income before restructuring charges,
amortization, interest, other expense
and income taxes
Income before income taxes $ 534.2 $ 89.9 $ 395.9
Restructuring charges - 159.3 4.2
Amortization - 90.2 90.1
Interest expense 186.6 254.7 313.9
Other expense, net 52.0 85.8 44.1
Income before restructuring charges,
amortization, interest, other expense
and income taxes $ 772.8 $ 679.9 $ 848.2
(return on invested capital earnings)
Note: Income before restructuring charges, amortization, interest, other expense and income taxes is used to
calculate return on invested capital.
42

43. Use of Non-GAAP Financial Information
Net Debt
(in millions) December 31,
2003 2002 2001 2000 1999
Net debt
Short-term borrowings $ 17.1 $ 37.3 $ 63.2 $ 72.4 $ 103.6
Current portion of long-term debt 4.0 3.9 129.5 155.6 63.6
Long-term debt 2,057.2 2,132.8 2,293.9 2,852.1 3,324.8
Total debt 2,078.3 2,174.0 2,486.6 3,080.1 3,492.0
Cash and cash equivalents ( 169.3 ) ( 91.7 ) ( 87.6 ) ( 98.8 ) (106.9 )
Asset backed securitization - 189.0 260.7 - -
Net debt $ 1,909.0 $ 2,271.3 $ 2,659.7 $ 2,981.3 $ 3,385.1
Note: Net debt to capital is defined as net debt divided by net debt plus stockholders’ equity.
43

44. Forward-Looking Statements
This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including
statements regarding anticipated financial results. Actual results may differ materially from anticipated results as a result of certain risks
and uncertainties, including but not limited to general economic conditions in the markets in which the Company operates, including
changes in interest rates and fuel prices, fluctuations in the production of vehicles for which the Company is a supplier, labor disputes
involving the Company or its significant customers or that otherwise affect the Company, the Company’s ability to achieve cost reductions
that offset or exceed customer-mandated selling price reductions, the impact and timing of program launch costs, costs and timing of facility
closures or similar actions, increases in warranty or product liability costs, risks associated with conducting business in foreign countries,
fluctuations in foreign exchange rates, adverse changes in economic conditions or political instability in the jurisdictions in which the
Company operates, competitive conditions impacting the Company’s key customers, raw material cost and availability, the outcome of legal
or regulatory proceedings, unanticipated changes in cash flow and other risks detailed from time to time in the Company’s Securities and
Exchange Commission filings.
This presentation also contains information on the Company’s sales backlog. The Company’s incremental sales backlog reflects: (i)
formally awarded new programs; (ii) targeted programs for which the Company believes there is a substantial likelihood of award; (iii)
phased-out and cancelled programs; (iv) estimates regarding customer-mandated changes in selling prices; and (v) estimates of expected
changes in vehicle content. Changes in any of these components may significantly impact the Company’s backlog. In addition, backlog
may be impacted by various assumptions imbedded in the calculation, including vehicle production levels on new, replacement or targeted
programs, foreign exchange rates and the timing of major program launches. For purposes of the backlog data included in this
presentation, the Company has made the following assumptions: (1) North American vehicle production of 16.0 million units; (2) Western
European vehicle production of 16.0 million units; (3) South American vehicle production of 1.9 million units; and (4) a Euro exchange rate
of $1.20/Euro. Please refer to the Company’s Annual Report on Form 10-K for its fiscal year ended December 31, 2003 for further
information on the Company’s calculation of backlog.
Statements regarding the anticipated timing and impact of the Grote & Hartmann acquisition are also included. Actual events or results
may differ materially from anticipated events or results as a result of certain risks and uncertainties, including, but not limited to, whether or
not the conditions to the completion of the transaction are satisfied, the possibility that the transaction will not close, the timing of the closing
of the transaction and Lear’s ability to successfully integrate Grote & Hartmann’s operations.
In addition, the full year net income per share guidance is based on assumed 71.0 million shares outstanding and does not reflect the
potential dilutive impact of the convertible senior notes. The forward-looking statements in this presentation are made as of the date hereof,
and the Company does not assume any obligation to update them.
44