#1HMC Investor Presentation Hyundai Motor Company March 2021#2Retaining Core Strength Key Highlights P. 1 Mix Improvement & ASP Growth New Model Big Cycle P. 2 Global Sales and Market Share P. 3 Geographic Sales Mix P. 4 Product Mix & ASP trend P. 5 Future Growth Strategy BEV Strategy P. 6 FCEV Strategy P. 8 Introducing "Motional" P. 11#3Key Highlights Earnings Improvement led by Strong Model Cycle Expanding SUV Line-up Full line-up from A to E seg. Genesis Line-up Completion New Genesis SUVs (GV80, GV70) 3rd Generation Platform From 2019 Global Mix Improvement Strong sales of high-end models Continued ASP Growth Record-high domestic ASP Higher profitability of I.C.E. Standardization & Commonization ☑D HYUNDAI 8%% Aggressive XEV Launches 44 models* by 2025 New EV-dedicated Platform From 2021 *Hyundai, Genesis, Kia combined ex, Kia 26 models / 920K units Global Top XEV Brand Targeting 1.67M* units by 2025 Improved Margins of XEV Reaching margins of I.C.E. by 2025 Target OPM of Automotive Division in 2025 1 HYUNDAI#4New Model Launch Schedule SUV 2020 2021 2022 CRETA SANTA FE F/L TUCSON STARIA NEW CUV i20 CUV PALISADE F/L ix35 SEDAN ELANTRA i20 MISTRA AVANTE N i20 N GRANDEUR SONATA F/L GV70 GENESIS GV80 ECO- FRIENDLY G90 GV70 EV G80 G70 F/L G80 EV (Derivative) CUV EV G70 F/L TUCSON (HEV) IONIQ 5 MISTRA EV (China dedicated) CE SUV EV (China dedicated) GRANDEUR (HEV) 2 HYUNDAI#5Global Sales and Market Share Global sales and market share trend (Thousand units) 5.7% 5.7% 5.7% 5.6% 5.6% 5.5% Turning around 5.3% Strong model cycle 5.3% 5.2% 4.9% 4.9% Hyundai M/S 4,392 4,621 4,835 4,844 4,920 4,537 4,495 4,476 4,099 3,701 3,825 2010 2011 . Source: IHS, Company data 2012 2013 2014 2015 2016 2017 2018 2019 2020 Market share by region 2018 2019 ■2020 41.6% 41.9% 39.7% 17.3% 17.4% 16.3% 3.9% 4.2% 4.4% 3.0% 3.0% 2.9% 3.4% 3.1% 2.3% Korea India 1st model launch of 3rd gen. platform by regions Q1 19 Sonata United States Europe China Q4 19 Sonata Q4 20 Tucson H2 20 Sonata, Elantra 3 HYUNDAI#6Geographical Sales Mix Sales by Region Competitive mix in Developed Market 2018 2019 2020 Korea N.America W.Europe China E.Europe, Russia AMEA India ■ S. America Others High - ASP model* (%) SUV (%) EV (%) 13.7% 15.3% 15.7% 16.7% 63.3% 40.4% 21.0% 51.9% 28.6% 45.2% 24.5% 18.0% 18.5% 17.9% 19.0% 20.9% Korea United States * Genesis + Grandeur + Palisade Strong M/S in Emerging Market 10.1% 11.8% 11.9% 12.4% 11.2% India 9.7% 5.7% 2.5% Europe 24.5% 18.1% 17.5% 14.9% 17.3% 11.8% 17.0% 17.3% 17.4% 16.2% 16.4% 16.3% 15.4% 15.4% 15.4% 14.7% 5.3% 5.2% 5.4% 4.4% 5.9% 6.9% 6.6% 7.2% 7.5% 5.9% Russia 11.7% 12.0% 11.5% 11.3% 10.4% 10.1% 10.2% 9.9% 9.9% 10.5% 10.8% 7.2% 6.5% 6.2% 5.9% 6.7% 7.8% 8.1% 7.9% 6.5% 4,6% 4.6% 4.7% 5.1% 5.2% 5.5% Brazil 8.6% 8.2% 7.7% 7.9% 7.4% 7.1% 5.8% 5.3% 3.1% 2016 2017 2018 2019 2020 2.6% 2.2% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (Company Data, Wholesale) 4 • Production: HMMR (2010), HMB (2012) ⑧HYUNDAI#7Product Mix & ASP Trend Sales mix by segment (Wholesale) Increasing Average Selling Price Others Korean ASP (Unit: KRW mn) 6.6% 6.0% 5.5% 5.9% A Overseas ASP (Unit: $ '000) 7.9% 9.2% 5.6% B 9.8% 7.3% 8.5% 9.0% 9.3% ■Genesis ■SUV 23.5% 27.6% 28.7% 29.8% 9.9% 8.0% 3.4% 9.7% 2,0% 12.7% 1.6% 1.8% 14.4 13.9 13.8 29.2 56.5% 28 43.2% 27.7 40.5% г Genesis 35.8% + D-Seg + SUV 29.7% 2017 2018 2019 2020 GV80 is included in Genesis 5 15.2 33.1 2017 2018 2019 2020 HYUNDAI#8BEV Strategy Strengthening Technological Edge [ EV-dedicated Platform ] Product Enhancement A HMC BEV Line-up г IONIQ & GENESIS 2016 2018 2019 2020-2022 A-CUV E-GMP [Ultra Fast Charging] Cost Efficiency B Kona EV 800V System voltage IONIQ 5 B-SUV IONIQ 6 C Ioniq EV La Festa EV Midsize CUV CUV C-Sedan Ultra Fast Charging 20 min. (up to 80%) Similar to fueling experience D [Business Expansion] D-Sedan D-SUV A Seg B&C Seg E Seg MPV "launching various types of E new EVs" New business model Charging Infrastructure Battery Related Biz LCV 1) E-GMP Electric Global Modular Platform E-Sedan MPV EV Porter EV . Launch schedule is subject to change 6 HYUNDAI#9Strong Market Position in EV Enhancing Market Position in EV Market HMC BEV Global Market Share 4th HMC M/S (Rank) Ex-China 4.7% 4.5% (5th) (5th) 2.8% 1.2% 2.2% (16th) (11th) 0.0% 0.0% (17th) (-) (-) Global Demand (Thousand) 440 313 177 722 1,189 1,351 1,934 2014 2015 2016 2017 2018 2019 2020 *Source IHS Markit September 2020 7 Strategy 2025 Sales Target HEV EV PHEV FCEV CAGR 32% 250K+ 8K 190K 5K 110K 70K 1,000K+ 110K 560K 2019 2020(E) 2025(E) HYUNDAI#10FCEV Strategy FCEV Vision 2030 HMG Cumulative Investment (in KRW tri.) FCEV Production Capacity (Thousand units) 0.3 1.5 11 40 40 2020 2022 2.9 130 2025 7.6 500 2030 FCEV 1.0 Establishing business foundation FCEV 2.0 (2023-) Competitive pricing & system downsizing FCEV 3.0 (2030-) Expanding line up & value chain 8 Cummins Vitalizing Hydrogen Society Co-develop F.C Powertrain (MOU) H₂energy To deliver 1,600 FCEV trucks by 2025 (JV) HYUNDAI FCEV Vision 2030 Hydrogen Council Member and Co-Chair 0000 Cross-license agreement PARIMA STOS ENER U.S. DEPARTMENT OF ENERGY Research partnership HYUNDAI#11FCEV Strategy (continued) Business Structure in Switzerland to bring 1,600 HD FCEV truck in operation by 2025 First 50 units will be delivered this year from September 2020 (First global commercialization) ☑ HYUNDAI Truck sales Hyundai Hydrogen Mobility Partnership with H2Energy Upfit Pay-Per-Use Model (Maas) Payment for H₂ Equity Share HYDROSPIDER Green Hydrogen Production Hydrogen Supply H2 Mobility Switzerland Association Customer n Gas Station / HRS HYUNDAI#12FCEV Strategy (continued) European market entry strategy D XCIENT Fuel Cell Hyundai Hydrogen M Patre + Switzerland Germany Norway Strategic foothold • Potential market size of FCEV trucks Netherlands France Spain Austria Italy next target countries are under review Stage 1 10 Stage 2 Business Expansion based on Country specific differences ✓ Governmental goals Direct or indirect subsidies Energy prices and surplus energy ✓ Hydrogen price ✓ Private or public initiatives Status of infrastructure ✓ City bans for diesel truck/bus HYUNDAI#13Introducing "Motional" Introducing "Motional", an autonomous driving joint venture between HMG and Aptiv • Established: March 2020 Motional ⚫ Share Structure: Hyundai Motor Group, Aptiv (50:50 Joint Venture) (HMC 26%, Kia 14%, Mobis 10%) Headquarter: Boston • Track record - First fully-autonomous Cross-country drive in U.S. ('15) - The launch of the world's first robo taxi pilot (Singapore '16) - Operation of the world's most-established public robo taxi fleet (Las Vegas; '18 - present) - The fleet has provided over 100,000 rides, with 98% of riders rating their experience five-out-of-five stars • Business Develop and sale of autonomous driving solutions Developing & commercializing SAE Level 4 Vehicles Provide driverless system to Robo Taxi provider 11 Motional Motional Business Plan -'20 Begin testing Fully driverless system -'23 Commercialize its driverless systems & technology HYUNDAI#14Recent Updates Global Retail Sales Market Updates P. 13 Korea P. 14 United States P. 15 China P. 16 W. Europe P. 17 India P. 18 Russia/Brazil P. 19#15Global Wholesale (Annual) 2019 2020 (Thousand units) Global Demand¹ (10K units) Europe China Korea -21,7% -32.2% +6,2% N. America -7.8% 2019 2020 YOY Korea 174.4 185.0 +6.1% US 1,706.1 1,457.5 -14.6% 580 454 650 440 742 788 881 812 India Russia S. America Others² -17.0% -8.7% -29.5% -23.1% 510 424 203 186 303 214 1 US and Europe are based on retail sales, China ex-Factory, India wholesale 2 Middle East and Africa, Asia-Pacific, Other regions and Commercial Vehicle (ex. Korea CV) 3 Western Europe excluding CV 4 Wholesale including CV, Q4 2020 sales including CKD sales 13 557 427 04 Europe³ 1,580.6 1,196.1 -24.3% China 2,080.4 1,943.6 -6.6% India 295.4 244.0 -17.4 Global 8,670.0 7,264.0 -16.2% HMC Global Sales4 -15.4% -12,2% 4,426 3,745 Wholesale 3,757 3,299 Wholesale (ex, China) HYUNDAI#16Korea Market Industry Demand (Thousand units) YoY +5,2% 1,800 1,818 1,785 1,878 Genesis Sales Increase (Thousand units) 16.2% Volume % of sales 15.2% 14.3% 8.6% 8.3% 7.5% 7.8% 6.3% 36.5 31.0 28.5 2017 Hyundai Sales 2018 2019 2020 15.7 16.5 12.3 12.2 12.4 (Thousand units) M/S 38.2% 39.7% 41.6% 41.9% YoY +6.2% 788 Q1 '19 Q2'19 Q3 '19 Q4'19 Q1'20 Q2'20 Q3 '20 Q4 20 742 721 Strong New Vehicle Cycle to continue 687 2017 2018 Sales by Model (Thousand units) 2019-2020 2019 2020 Sedan Grandeur F/L New Sonata New Elantra 2021 8.4% 8.3% 11.9% 7.7% 5.0% 11.6% 7.0% 40.1% 742 ('19) Genesis G80 EV JW (CUV EV) GV80 G80 GV70 New G90 11.1% 8.6% 18.5% 13.8% 4.6% 7.3% 8.2% 28.0% 788 ('20) (Sedan-C) (Sedan-D) Avante ■Sonata ■Grendeur Genesis Tucson (Luxury sedan +GV80) Santa Fe Palisade Others (SUV-C) (SUV-D) (SUV-E) 14 SUV Ioniq 5 New CUV Venue New Tucson Santa Fe F/L HYUNDAI#17US Market Industry Demand (Thousand units) 17,230 2017 Hyundai Sales M/S 4.0% SUV Sales Trend YoY -14.7% 17,274 17,055 Venue Kona Tucson Santa Fe Palisade 63.0% 14,553 51.9% SUV Portion 45.2% 36.2% 28.5% 3.6% 3.0% 2,5% 2.2% SUV seg. M/S 2,0% 2018 2019 2020 (Thousand units) 3.9% 4.2% 4.4% 710 YoY -10.1% 686 678 2017 639 36 29 118 43 43 94 131 133 137 58 Sales* ('000 units) 142 90 115 73 31 47 2016 2017 2018 2019 2020 Strong New Vehicle Cycle to continue 2020 2018 2019 2020 Sedan New Elantra Sales by Model (Thousand units) 2021 Genesis 23.7% 12.3% 10.3% 19.3% 17.9% 4.0% 9.4% 710 (2019) Genesis SUV GV80 New Genesis G80 Genesis SUV GV70 15,9% 12.1% 12,0% 19.4% 15.8% 12.9% 9.4% 639 (2020) Elantra Sonata Kona Tucson Santa Fe Palisade Genesis Others (Sedan-C) (Sedan-D) (SUV-B) (SUV-C) (SUV-D) (SUV-E) SUV Santa Fe F/L New Tucson Santa Cruz IONIQ 5 15 ⑧HYUNDAI#18China Market Industry Demand (Thousand units) 24,140 23,016 20,804 2017 YoY -6.6% 19,436 2018 2019 2020 Hyundai Sales (Wholesales) M/S 3.3% 3.4% 3.1% (Thousand units) 790 785 YoY -32.3% 650 2017 2.3% China Strategy Successful new car launch Long-term roadmap for sustainable growth Recover sales and M/S • Improve profitability & dealer competitiveness New Model Line-up . Focus on EV & Genesis • Optimize capacity & dealer network 2020 440 Sedan 伊特 2018 2019 2020 SUV Sales by Model (Thousand units) 2021 La Festa F/L Elantra Mistra Tucson Custo ix35 F/L 19.2% 20.2% 14.8% 12.5% 6.4% 6.3% China Strategic Models (50%-60%) 22,8% 13.2% 8.1% 14.9% 8.7%4.9% 650 (2019) EV 440 (2020) La Festa EV Elantra ■ix35 (C2-Sedan) (SUB-C) La Festa Celesta (C2) (C2) ■ix25 Mistra (SUB-B) (D-Sedan) Others 16 * Palisade will be imported from Korea . Launch schedule is subject to change Mistra EV HYUNDAI#19W. Europe Market Industry Demand (Thousand units) 17,569 2017 Hyundai Sales M/S Green-car Sales Trend (Thousand units) 17,630 17,851 YoY -24,2% 13,533 EV M/S 2018 2019 2020 (Thousand units) 3.0% 3.1% 3.0% 3.0% YoY -24.3% 528 539 536 406 2017 2018 Sales by Model (Thousand units) 2019 2020 ■EV FCEV HEV PHEV 8.5% 6.7% 7.8% 4.6% 5.4% 5.5% 4.2% Green-car M/S 1.4% 3.3% 1,0% 103 40 40 59 37 24 23 6 Sales* 52 57 2 17 5 15 30 13 6 2016 2017 2018 2019 2020 Expand Green-car line ups Maximize EV & FCEV sales and Expand green-car line-up 2020 5.7% ⚫ Tucson HEV 14.4% 15.1% 14.2% 19.7% 24.6% 536 (2019) New Model • Santa Fe HEV 12.2% 15.4% 11.8% 30.4% 21.5% 406 (2020) 6.3% i10 ■i20 ■i30 ■loniq Kona (Sedan-A) (Sedan-B) (Sedan-C) (SUV-B) Tucson (SUV-C) Santa Fe Others (SUV-D) 17 2021 • IONIQ 5 (1st E-GMP EV) . ⚫ Tucson PHEV . ⚫ Santa Fe PHEV EV HEV PHEV FCEV EV HEV PHEV FCEV Line-up 2 4 1 1 3 4 3 1 HYUNDAI#20India Market Industry Demand (Thousand units) 3,209 2017 Hyundai Sales M/S 16.4% Winning M/S with Refreshed Line-up 3,371 H12020 YoY - 17.4% 2,954 2,440 Creta 2018 2019 2020 16.3% 17.3% H2 2020 i20 Alcazar SUV-Low Compact prem (Thousand units) Restore sales momentum with volume models 17.4% 550 YoY -17.0% 527 510 424 2017 2018 2019 2020 Sales by Model (Thousand units) SUV Leadership SUV Seg. M/S SUV 2021 i20 N Performance Strengthen brand competitiveness in high-end segment 25.5% 22.7% 16.4% 15.9% '17 SUV Sales trend '18 '19 '20 67 59 46 49 23.9% 24.1% 19.5% 13.8% 12.7% 5.5% 510 (2019) (Thousand units) 44 38 32 32 32 29 29 2018 29 16 2019 30.3% 17.3% 22.9% i10 i20 Creta Venue (Sedan-A) (Sedan-B) (SUV Low) 19.5% 6.3%3.5% 424 (2020) Santro Verna Others (Sedan-A) (Sedan-B) 2020 18 10 Q1 Q2 Q3 Q4 HYUNDAI#21Russia/Brazil Market Russia Industry Demand (Thousand units) YoY -13.4% 1,801 1,760 1,596 2017 Hyundai Sales M/S 9.9% 159 1,524 Industry Demand (Thousand units) Brazil 2,176 2018 2019 2020 2017 2,664 2,474 YoY -26.7% 1,953 2018 2019 2020 Hyundai Sales (Thousand units) 9.9% 10.2% 10.7% M/S 9.3% YoY -9.1% 180 181 165 2018 2019 2020 2017 Sales by Model (Thousand units) 32.4% 4.0% 39.5% 6.4% 12.6% 181 (2019) 30,0% 3.5% 44.7% 5.1% 13.4% 165 (2020) Solaris Sonata (Sedan-B) (Sedan-D) Creta (SUV-B) Santa Fe ■ix35 Others (SUV-D) (SUV-C) 19 8.4% 7.8% (Thousand units) 8.6% YoY -19.4% 207 208 202 167 2017 2018 2019 2020 Sales by Model (Thousand units) 70.5% 69.0% HB20 (Sedan-B) 29.5% 197 (2019) 30.9% 155 (2020) Creta Others (SUV-B) ⑧HYUNDAI#22Strategy 2025 Strategy 2025 P. 21 Mid to Long-term Business Target P. 22 Cost Innovation Committee P. 23 Long-term Investment Plan P. 24 Preparing for the Future P. 25#23Strategy 2025 Smart Mobility Solution Provider 2 BUSINESS PILLARS Smart Mobility Device SYNERGY Smart Mobility Service 3 STRATEGIC DIRECTIONS Highly Profitable I.C.E. Top-tier Leadership in BEV+FCEV 8% Operating Margin Among Global Top 3 Brands 4 BUSINESS STRATEGIES "Balanced & Steady" Growth Strong Foundation for Platform Business 6 Core Investment Areas Vehicle + Service Package Incremental Profit from "Customer Value + Cost Structure Innovation" Integrated Mobility Platform 21 21 HYUNDAI#24Mid to Long-term Business Target 2022 Improving cost competitiveness of I.C.E. and XEV Improvement • Accelerated cost innovation • Sales expansion of Genesis brand 2025 Building strong growth foundation based on high profitability of the automotive division Automotive Division 7% OP Margin +1% pt Automotive Division Limitation ⚫ Accelerated electrification Regional Profit Center System Cost Innovation Committee • Increasing investment in mobility service business ⚫ OP and OPM : automotive division + consolidation adjustment 22 22 8% OP Margin Expanding xEV based on competitive cost + Foundation for mobility service business HYUNDAI#25Cost Innovation Committee Improvement Target KRW34.5T For 5 years 5-year Plan 7.0% Automotive OPM (%) Cost Improvement 8 Sub-committees Commonization Electrification Regional Cost Optimization Sales-related Cost 2,1% 11.9 10.1 Productivity Quality Cost 5.9 4.3 2,3 Genesis Operational Efficiency 2018 2019 2020 2021 2022 Strategic competitiveness with company-wide cost innovation Achieve target profitability by continuous cost improvement ⚫ OP improvement by revenue growth, improvement of COGS and SG&A 23 23 Effective bottom-up Cost improvement activities HYUNDAI#26Long-term Investment Plan 6-year Investment Plan Investment Details Core Business Investment for Growth 2020-2025 KRW 60.1T of Investment KRW 36.6T KRW 23.5T R&D (KRW tn) CapEx (KRW tn) Strategic Inv. (KRW tn), Annual average of KRW 10T Mobility 11.1 New model New Biz. 11.1 11.1 24.7 Al, Robotics ⚫ Energy, UAM 10.4 Product Genesis 9.9 8.7 8.9 2.3 2,2 2.0 . Fuel efficiency 1.6 6.1 7.6 1.8 1.0 0.9 0.9 Autonomous Driving A.D. ⚫ Connectivity 0.1 4.7 4.7 4.5 4.4 4.6 4.7 3.9 3.3 • New plants 10.8 2.7 2.8 3.0 3.5 3.7 3.8 4.1 4.2 11.9 CapEx . Customer channels 2018 2019 2020 2021 2022 2023 2024 2025 • CapEx with changed classification in 2019 • Product includes capex in product development 24 Dedicated EV Electrification - EV production Infrastructure ⚫ Electrification: including all xEV HYUNDAI#27Preparing for the Future - 6 Core Investment Areas Automotive Production R&D Quality Control Internal Resources Strategy & Technology Division S&T Division HQ Joint Venture ⚫APTIV⭑* Investment Open Innovation Grab SOLA RIMAC Aurora Non-Automotive · Steel Logistics Finance IT MaaS Smart Mobility Solution Business Smart City Robo-taxi/ Smart City Global Open Innovation Hubs Silicon Seoul Valley Beijing Berlin Tel Aviv 5 Core Investment Areas Collaboration Baidu B DEEPCLINT 相灵深 師 Hydrogen Council Yandex JV named Motional 0 Energy Fuel Cell / ESS Robot Wearable Robot A.I. Autonomous Vehicle HYUNDAI "Game Changer" "Smart Mobility Service Provider" 25 25 -0 HYUNDAI#28Governance BoD & Key Improvements P. 27 ESG Enhancement Roadmap P. 28 Shareholder Return P. 29#29BoD & Key Improvements Committees of BoD Board of Directors 11 Members (5 Internal 6 Independent) Highlights Continuous effort to secure sustainable growth and transparency Independent Directors Recommendation Committee ⚫ Search the talents who can contributes independent directors . Recommend Independent director nominees for AGM Sustainable Management Committee . Make decisions on shareholder rights related agendas Review major investments and transaction plans ⚫ Review ESG related matters Audit Committee ⚫ Approve financial statements, internal auditing process Designate external auditors and ensure to abide by laws Compensation Committee • Approval of internal directors' compensation structure ⚫ Approval of registered directors' remuneration ceiling Board of Directors Sustainable Management Committee (Former CGCC¹) Shareholder Recommended Director · Minority shareholders actively involved in appointing directors who can represent them Diversification of BoD members ⚫ Newly joined BoD members added diversity in gender, nationalities, expertise and perspectives New BoD Chair . Euisun Chung became a new BoD chair after 52nd AGM on Mar. 19th 2020 Mid-to Long-term Strategy . · CGCC¹) reviewed and approved strategy 2025 with financial and investment target ESG Improvement • Amended C.G. charter and shared shareholders' ESG related proposals Shareholder Return • Share buyback to enhance shareholder value in Nov. 2019 · Suspension of 2020 interim dividend in response to uncertainty caused by COVID-19 22 27 ¹Corporate Governance and Communication Committee HYUNDAI#30ESG Enhancement Roadmap Growing Importance of ESG ESG is considered to be a key element for sustainable growth Market participants(equity, credit, government, etc.) take ESG as a necessary criteria when making investment decisions and policies Customers make purchasing decision and assign brand value based on ESG Phase I Awareness (-2018) Report the market's interest in ESG to top management Offer ESG seminars to our Board members Open dialogue with rating & consulting firms Rank 1st place in Climate Change Actions by CDP Phase II Phase III Phase IV Initiation (-2019) Involve actively with ESG rating agencies (Sustainalytics, DJSI, MSCI) Include ESG ratings as one of CEO's KPI Share ESG matters with related departments Advancement (-2020) Organize a team in charge of overall ESG strategy Review strategic approach and set up mid-to long-term plan Coordinate with all related teams to build stronger ESG Continuing Effort (2021-) Improve ESG practice to global peer level Expand our exemplary activities to the group Maintain high scores and rankings 28 HYUNDAI#31Shareholder Return Shareholder Return Total Dividend (KRW tn) Buyback & Cancellation (KRW tn) Total Return Amount (KRW tn) Payout Ratios to FCF (%) to Net Income (%) 70% 59% 55% 51% 51% 60% 1.52 1.39 1.41 36% 1.08 1.08 0.96 0.31 0.45 0.36 0.97 25% 35% 0.14 0.18 17% 20% 30% 0.53 17% 27% 1.08 1.08 1.08 11% 1.07 1,05 0.82 0.79 6% 0.53 2013 2014 2015 2016 2017 2018 2019 2020 2013 2014 2015 2016 2017 2018 2019 2020 Excluding Cancellation of treasury in Jul 2018 (2% of o/s shares) 2017 Announced Dividend Policy .Disburse 30-50% of free cash flow - Target peer level of payout ratio Total Shareholder Return 1.1 trillion KRW (4,000won/share) • Payout ratios: 27% of NI, 50% of non-finance FCF 2018 Buyback and Cancellation ·1% of o/s shares cancellation (Apr-Jul) .1% of o/s shares buyback (Nov 2018-Feb 2019) Total Shareholder Return 1.1 trillion KRW (4,000won/share) 0.5 trillion KRW of share buyback · Suspension of 2020 interim dividend in response to preemptively secure liquidity to uncertainty caused by COVID-19 29 2019 Shares Buyback .1% of o/s shares buyback (Dec 2019-Mar 2020) Total Shareholder Return 1.1 trillion KRW (4,000won/share) 0.4 trillion KRW of share buyback HYUNDAI#32Appendix Production capacity by plant P. 31 Wholesales by Region P. 32 Statement of Income P. 33 Finance Division P. 34#33Production capacity by plant (Unit: 1,000 vehicles) Korea (HMC) CAPA 2020 Production Products 1,742 1,618 PV (Hyundai & Genesis), CV China (BHMC) 1,350 451 Elantra, Mistra, La Festa, ix25, ix35 India (HMI) 696 521 Creta, Venue, Nios, Aura, i20, Verna US (HMMA) 370 269 Elantra, Sonata, Santa Fe Czech (HMMC) 330 239 i30, Tucson, Kona EV C⭑ Turkey (HAOS) 200 137 i10, 120 Russia (HMMR) 200 219 Solaris, Creta Brazil (HMB) ⚫ Source: 2019 Annual business report, Company data 180 151 HB20, Creta 31 ⚫ Indonesian plant is under construction HYUNDAI#34Wholesales by Region (Thousand units) Q4 2019 Q4 2020 YOY Korea 194 204 2019 2020 YOY +5.0% 742 788 +6.2% North America 239 242 +1.0% 881 812 -7.8% Europe 147 126 -14.2% 580 454 -21,7% India 133 153 +15.3% 510 424 -17.0% Russia 54 54 +0.6% 203 186 -8.7% South America 75 83 -10.0% 303 214 -32.6% Others¹ 146 136 -6.8% 555 427 -23.2% Sub-total² 982 996 +1.5% 3,757 3,299 -12.2% (ex-China) China (BHMC) 207 141 -31.8% 650 440 -32,2% Total³ 1,196 1,140 -4.7% 4,426 3,745 -15.4% 1 AMEA, Asia-Pacific, Other regions, Commercial vehicles(ex. Korea CV) 2 2019 ex-China excludes China CV 3 Wholesale including CV and CKD 32 HYUNDAI#35Statement of Income (KRW Bil.) 2018 2019 2020 Q4 2019 Q4 2020 YOY Revenue 96,813 105,746 103,998 27,824 29,243 +5.1% Gross Profit 15,142 17,655 18,482 4,691 5,379 +14.7% Margin (%) 15.6 16.7 17.8 16.9 18.4 SG&A 12,720 14,050 16,087 3,527 4,125 +6.0% Portion (%) 13.1 13.3 15.5 12.7 14.1 Operating Income 2,422 3,606 2,395 1,164 1,254 +7.7% Margin (%) 2,5 3.4 2.3 4.2 4.3 Income before tax 2,530 4,164 2,093 1,132 1,135 +0.3% Margin (%) 2.6 3.9 2.0 4.1 3.9 Net Income 1,645 3,186 1,925 772 1,183 +53,2% Margin (%) 1,7 3.0 1.9 2.8 4.0 D&A 3,762 4,012 4,381 1,041 1,120 EBITDA 6,184 7,617 6,776 2,206 2,374 33 HYUNDAI#36Hyundai Capital 1 Assets: Auto focused asset portfolio, which has high prime customer mix New Car: Volume & asset growth from strong HMG domestic car sales Used Car: Volume up with diversified online & direct sales channels P-loan: Maintained prime-centric volume with X-sell to Auto customers - Mortgage: Less market transactions & monthly volume cap maintained Asset Portfolio (TN KRW) 46.5% 46.3% 40.3% Pen, rateⓇ 7.7 7.3 7.9 Non-auto 19.1 21,9 23.5 Auto '18 '19 120 2 Risk: Continued delinquency ratio drop from preemptive risk management Underwriting: Tightened policy of Non-Auto products, limited Asset Quality 2.1% origination of low-credit customers Collection: Reinforced actions to prevent delinquency Non-performing loan: Established pre-write-off NPL sales process 1.9% 1.5% 30+% 51.4% 58.2% 63.8% Prime mix in volume 3 Profits: Maintained with stable bad debt expense & cost cut efforts 4 5 Bad debt expense: Decrease from mix effect of Auto-centric portfolio & tightened risk management SG&A: Optimized cost structure through process digitalization Treasury: Despite greater market volatility, portfolio stable with focus on long-term facilities Funding: Although market crunch occurred due to COVID-19, dealt by leveraging ABS and ESG bond Liquidity: Tightened liquidity policy to prepare for possible crisis Global biz: Widened finance coverage to support HMG sales Start China Lease business, acquired Germany Sixt Leasing (3Q) 34 '18 '19 '20 20 P&L (BN KRW) 1,5% 1.4% 0.9% Bad debt expense ratio 415 460 465 IBT 19 '20 '18 Liquidity (TN KRW) 138.4% 134.8% 126.0% ALM 1.7 1.6 1.7 Cash 3.5 3.9 3.4 Credit line '18 '19 '20 HYUNDAI#37Hyundai Card 1 Members: Growth in low-cost efficient channels (PLCC/Online) Members (KRW K, mn) - PLCC: Continually signing new partnerships - ~'20: HMC, KMC, emart, ebay, Costco, SSG.com, GS Caltex, Korean Air, Starbucks, Baemin 102 49 34 Acquisition costⓇ 7.73 8.67 9.26 '21: Continue expanding partners including Socar(Jan), Musinsa and Naver Total members '18 '19 120 2 Volume: Reinforced channels to gain balanced growth of Credit Purchase and Financial Product 53.6% 80.2% 78,1% Online+PLCC mix® Volume (KRW tn) Purchase: Auto volume ↑ from solid domestic car sales, Installment volume ↑ from expanded merchant promotions 60.7% 63.3% 56.7% Prime mix in volume Financial: Prime-oriented CL volume grew in line with member expansion 12,6 11,0 12.9 Financial Product 71,0 76.9 83.2 3 P&L: Maximized with optimal cost structure & stable quality Credit Purchase '18 '19 120 - Card related cost: Reduced acquisition cost by increasing acquisition in low- - cost efficient channels, continually cutting service fees by digitizing underwriting and servicing processes Bad debt expense: Declined as delinquency low from tighter risk action Treasury Profits (KRW bn) 2.2 2.2% 1.7% Bad debt expense ratio 4 329 IBT 201 220 - Funding: Sourced non-bond facilities (bank loan, ABS, etc.) to preemptively tackle short-term market crunch '18 '19 120 Liquidity (KRW tn) - Liquidity: Increased cash holdings to prepare for possible crisis 136.0% 128.7% 129.7% ALM 5 New growth engine: Reinforcing digital capacity Big Data Platform launched enabling x-marketing among PLCC partners Per member 2 Individual 3 In acquisition 4 Financial Product 35 2.0 2.3 Cash 1.5 1,0 0.9 1.1 Credit line '18 '19 '20 HYUNDAI#38Hyundai Commercial 1 Assets: Continued growth centering on Corporate Finance 2 - - Industrial Finance: Maintaining prime centric volume stance and gained visible results in new business (rental, commercial vehicles, etc.) Corporate Finance: Increased prime PF assets and expanded Fee Biz (AR securitization/sell-down, etc.) Risk: Maintained conservative policy as COVID-19 prolonged Underwriting: Continually cutting off high-risk (multi-debt, thin file, etc.) Collection: Reinforced monitoring through field inspections & expediting collection on non-performing/high-risk receivables 3 P&L: Huge improvement from bad debt expense and equity income Assets (TN KRW) 45.0% 47.0% Pen, rate 41.7% 2.2 2.6 2.8 Corporate Finance 4.5 4.2 4.2 Industrial Finance '18 '19 '20 Quality 0.74% 0.48% 30+% 0.27% Safe assets mix 40.4% 45.2% 25.5% in volume (Industrial Finance) - Bad debt expense%: Declined as delinquency low from tighter risk action '18 '19 '20 4 - Related companies: Increased equity method income from Hyundai Card and Fubon Hyundai Life Treasury: Conservative policy as financial market is more volatile P&L (BN KRW) Bad debt 1.73% 1,68% 0.99% expense ratio 148 IBT 96 80 Funding: Maintaining longer liabilities maturity structure and diversified funding sources (ABS, long-term CP, etc.) '18 '19 '20 - Liquidity: Managing under tighter policy vs. existing guideline (6M coverage 108%, ALM 132% as of '20) Liquidity (TN KRW) 125.1% 135.7% 132.3% ALM 5 New growth engine: Enhanced data competitiveness with Platform Biz expansion 1.1 Cash 1.1 0.8 0.5 0.9 Credit line 0.6 Continually expanding platform services, e.g. Go-Truck, Go-Funding, etc. '18 '19 '20 ①Industrial finance 36 HYUNDAI#39Hyundai Capital America (US) 1 Assets: Strong asset growth on OEM sales outperformance and solid financing penetration - Loans: Growth driven by SUV line up expansion & penetration rate increase Lease: Control asset size to minimize possible lease residual risk Asset Portfolio (TN KRW) Pen, rate 63.8% 55.6% 46.1% 2,6 Wholesale 2.8 2.5 15.6 17.2 Lease 17.0 14.7 18.6 24.0 Loan '18 '19 '20 2 Risk management: Continued asset quality improvement with conservative UW and collection activities Asset Quality - 30+%: Prime customer focused asset growth and stabilized quality performance with tighter underwriting 2,6% 2.3% 1,8% 30+% Collection: Enhance activity after COVID-19 deferral payment & repossessions hold Prime mix 78% 80% 80% in assets '18 '19 '20 3 Profits: Highest profitability driven by revenue growth & solid asset performance Profits (BN KRW) Bad debt expense 1.1% 1.0% 1.1% ratio - Revenue: Interest income increase with retail loan growth - Lease RV: Strong used vehicle demand supported lease RV performance Bad debt expense: Provision increase in accordance with asset growth, but stabilized trend in 2H by improving macro outlook 577 IBT 283 155 '18 '19 '20 Liquidity (TN KRW) 4 Capital structure & liquidity 7.3X 6.6X 6.8X Debt leverage Funding: 4Q Issued bond (0.7BN USD), ABS(1.2BN USD) Cash 1.0 - Liquidity: Strong position supported by broad capital market access 0.7 0.6 6.8 7.1 8.3 Credit line '18 '19 120 123 Applied end-of-term KRW/USD exchange rate of Seoul Money Brokerage Services 37 HYUNDAI#40Beijing Hyundai Automotive Finance (China) 1 Assets: Despite delay in car sales recovery, enhanced penetration rate and lengthened assets maturity to expand assets Assets (TN KRW) 31.7% 37.9% 41.6% Pen, rate Volume: Increased penetration rate (YoY +3.7%p) to lessen volume decrease compared to car sales drop 3.9 4.4 4.2 Longer asset maturity: Continually expanded revenue basis by shifting assets to longer tenor (24M→36M) '18 '19 '20 Quality 2 Risk: Index stable since year-beginning COVID-19 impact 0.12% 0.08% 0.11% 30+% 30+%: Stable with updated internal risk model - Quality: Recovered prime asset mix thru conservative risk management (Dec'19 78.4% → Dec'20 80.7%) '18 '19 '20 P&L (BN KRWⓇ) 3 P&L: Annual net income +7.2% YoY from asset effect and reduced ordinary expenses 2.2% OPEX ratio over average balance 1.9% 1.8% IBT 123.5 109.5 116.2 Revenue: Interest income +2.4% YoY from accumulated financial assets Interest expense: Cost savings (YoY -0.48%p) from reduced new CoF '18 '19 '20 Liquidity (TN KRW®) 106.6% 102,9% 4 Treasury 82.2% ALM Funding: '21 plan approx. 20.7BN RMB (preparing 5.5BN RMB ABS in March) Liquidity: Preemptively increased cash holdings to prepare for a possible market crunch caused by a second COVID-19 wave 123 Applied end-of-term KRW/RMB exchange rate of Seoul Money Brokerage Services 38 1.6 Cash 0.8 0.8 '18 '19 '20 HYUNDAI#41Cautionary Statement with Respect to Forward-Looking Statements In the presentation and in related comments by Hyundai Motor's management, our use of the words "expect," "anticipate,” “project,” “estimate,” “forecast,” “objective,” “plan,” “goal," "outlook,” “target," "pursue” and similar expressions is intended to identify forward looking statements. The financial data discussed herein are presented on a preliminary basis before the audit from our Independent Auditor. While these statements represent our current judgment on what the future may hold, and we believe these judgments are reasonable, actual results may differ materially due to numerous important factors. Such factors include, among others, the following changes in economic conditions, currency exchange rates or political stability; shortages of fuel, labor strikes or work stoppages; market acceptance of the corporation's new products; significant changes in the competitive environment; changes in laws, regulations and tax rates; and the ability of the corporation to achieve reductions in cost and employment levels to realize production efficiencies and implement capital expenditures at levels and times planned by management. We do not intend or assume any obligation to update any forward-looking statement, which speaks only as of the date on which it is made. HYUNDAI