#1Adient J.P. Morgan 2016 Auto Conference August 9, 2016#2Forward Looking Statements Adient has made statements in this document that are forward-looking and, therefore, are subject to risks and uncertainties. All statements in this document other than statements of historical fact are statements that are, or could be, deemed "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. In this document, statements regarding Adient's future financial position, sales, costs, earnings, cash flows, other measures of results of operations, capital expenditures or debt levels and plans, objectives, outlook, targets, guidance or goals are forward-looking statements. Words such as "may," "will," "expect," "intend," "estimate," "anticipate," "believe," "should," "forecast," "project" or "plan" or terms of similar meaning are also generally intended to identify forward-looking statements. Adient cautions that these statements are subject to numerous important risks, uncertainties, assumptions and other factors, some of which are beyond Adient's control, that could cause Adient's actual results to differ materially from those expressed or implied by such forward-looking statements, including, among others, risks related to: the capital markets generally and whether Adient and Adient Global Holdings Ltd will consummate the offering of notes, the anticipated terms of the notes and the anticipated use of proceeds, uncertainties as to the timing of the spin-off and whether it will be completed, the possibility that various closing conditions for the spin-off may not be satisfied or waived, the expected tax treatment of the spin-off, the impact of the spin-off on the businesses of Adient, the ability of Adient to meet debt service requirements, the availability and terms of financing and expectations of credit rating, the risk that disruptions from the spin-off will harm Adient's business, competitive responses to the spin-off, general economic and business conditions that affect Adient following the spin-off, the strength of the U.S.or other economies, automotive vehicle production levels, mix and schedules, energy and commodity prices, the availability of raw materials and component products, currency exchange rates, and cancellation of or changes to commercial arrangements. A detailed discussion of risks related to Adient's business is included in the section entitled "Risk Factors" in Adient's Registration Statement on Form 10 filed with the U.S. Securities and Exchange Commission on April 27, 2016, as amended most recently on July 28, 2016, and available at www.sec.gov. Potential investors and others should consider these factors in evaluating the forward-looking statements and should not place undue reliance on such statements. The forward-looking statements included in this document are made only as of the date of this document, unless otherwise specified, and, except as required by law, Adient assumes no obligation, and disclaims any obligation, to update such statements to reflect events or circumstances occurring after the date of this document. In addition, this document includes certain projections provided by Adient with respect to the anticipated future performance of Adient's businesses. Such projections reflect various assumptions of Adient's management concerning the future performance of Adient's businesses, which may or may not prove to be correct. The actual results may vary from the anticipated results and such variations may be material. Adient does not undertake any obligation to update the projections to reflect events or circumstances or changes in expectations after the date of this document or to reflect the occurrence of subsequent events. No representations or warranties are made as to the accuracy or reasonableness of such assumptions or the projections based thereon. 2#3Today's Presenters Bruce McDonald Chairman & Chief Executive Officer Jeff Stafeil Executive Vice President & Chief Financial Officer 3#4Bruce McDonald, Chairman & Chief Executive Officer, Adient 4#5Overview > As announced on July 24, 2015, Johnson Controls will spin off its automotive seating and interiors businesses into a standalone public company, named Adient plc > Adient to be incorporated in Ireland > Expected first day of trading as a public company of October 31, 2016 ' > Transaction is taxable to JCI shareholders > Pro-rata distribution of 100% of outstanding Adient ordinary shares to holders of JCI shares > No vote of JCI shareholders is required for the distribution ADIENT Global Automotive Seating and Interiors Leader Consolidated Net Sales LTM March 31, 20161 $18.1B1 Segment Income² $1.2B Return on Sales 6.4% PF Adjusted EBITDA2 $1.5B 1. On July 2, 2015, Adient completed its global automotive interiors joint venture with Yangfeng Automotive Trim Systems and deconsolidated the contributed interiors business since that date. The automotive interiors business generated Net Sales of $1,147mm in the three months ended June 30, 2015. 2. Refer to appendix for management's rationale for using these metrics and reconciliation to US GAAP. 5#6Adient's Key Investment Thesis Market Position > Broadest and most complete range of seating products > Unparalleled customer diversity-market leadership in North America, Europe and China (unique and longstanding position in China through JV structure); support all major automakers (190+ active platforms) Earnings Growth > Lean and improving cost structure (targeting restructuring actions in process) > Upward trend in profitability expected to continue; ~200 bps margin improvement expected over the mid-term Cash Generation > Consistent ability to generate substantial cash flow > Cash generation will enable Adient to transition from a levered company to an investment grade. company while enhancing shareholder value through a competitive dividend > Continued cash generation will support Adient's profitable growth strategy (organic & inorganic) 6#7Key Changes Going Forward Today > Part of a global multi-industry company > Improving business performance > Capital allocated to support multi- industry transformation Future > Focus on automotive seating - Leaner cost structure / metals integration & recovery > Expect 200 bps of margin improvement with double-digit EPS growth over the mid-term > Strong cash flow provides flexibility and ability to de-lever > Targeted capital allocation strategy > Smart reinvestment - Growth capex, capital return and opportunistic M&A Focus on Increasing Value for Shareholders and Customers 7#8Adient today The largest global automotive seating supplier, supporting all major automakers in the differentiation of their vehicles through superior quality, technology and performance. FY 2016 estimate 230+ 25+ million ~$17 billion locations globally seat systems a year Consolidated revenue ~$7 billion Unconsolidated seating revenue ~$8 billion Unconsolidated interiors revenue BECOMING ADIENT I Business Overview | 05.17.16 75,000 highly engaged employees 8#9Adient's Vision and Mission Bring Focus to Our Success Vision Improving the Experience of a World in Motion Business Strategy Mission Mission We will be the world-class automotive seating supplier through leadership in cost, quality, launch execution, and customer satisfaction. We will leverage our capabilities to drive growth, both within and beyond the automotive industry. Adient 5-Year Marker Vision Positioning Personality Visual Identity Culture Values Leadership Expectations Model Ethics Employee Value Proposition Operational Excellence 9#10Adient Competitive Strengths > Global market leadership in North America, Europe and China > Unique and longstanding position in China through JV structures with leading Chinese manufacturers (e.g. SAIC, Faway, etc.) > Diverse customer mix with longstanding. relationships across all major, global OEMs > Global manufacturing footprint and expertise - approximately 230 manufacturing plants in 33 countries - > Global development network – worldwide engineering network, including 10 core development centers. > Experienced leadership with proven track- record and global perspective 10#11Adient's Global Automotive Business ie Adient Automotive Seating > Complete Seat / Just-In-Time Manufacturing > Front & Rear Seat Structures > Track, Recliner, Manual Height Adjuster and Lock Mechanisms > Foam Cushions & Backs > Head Restraints & Armrests > Trim Covers & Fabrics > RECARO High Performance Seating > Commercial Vehicle Seating > Yanfeng Global Automotive Interiors Instrument Panels > Floor Consoles > Door Panels > Overhead Consoles > Decorative Trim Yanfeng Global Automotive Interiors 11#12Broadest and Most Complete Line of Seating Products > Complete Seat / JIT Complete seat systems - Complex logistics and supply chain management - - Just-In-Time in sequence delivery - Emphasis on quality Craftsmanship and change management > 80 Manufacturing plants > Metals & Mechanisms > Offers modular solutions, resulting in fewer parts and standardized global technologies Unique value proposition in the complex rear seat structures segment by using simple mechanisms to achieve "wow" functionality > 48 Manufacturing plants Foam: Cushions & Backs, Head Restraints > World leader in manufacturing seating foam, head restraints, armrests and other foam products > Innovator with pour-in- place foam, resulting in design freedom, reduced cost and mass, and high comfort levels > 45 Manufacturing plants Trim: Cut & Sew and Fabric > Market leader in integrated trim through global vertical integration of fabrics and cut & sew > Best-in-class design capabilities bringing differentiation to customer vehicle platforms > Full fabric processing expertise > 48 Manufacturing plants 12#13Global Competitive Market Position > Adient is the leading player globally and in every major region worldwide - Leading automotive seating market share in North - America and Europe Leadership position in China, the world's largest and one of the fastest growing automotive markets > Management intends to invest >$1.0bn in the Asia region Total Market Size 2015: $59.8 Billion 2012-2014 CAGR 1.5% 1.5% 11.3% 1.0% 2.5% 2.5% $14.7B 5.1% $13.9B 4.7% $10.8B 2015-2019 CAGR $20.4B Other (<3%) 10% TS Tech 5% Toyota Boshoku 7% Faurecia 4% Magna 15% Other (<3%) 19% Other (<3%) 23% Other (<3%) 31% Faurecia 14% Unknown (Primarily Chinese OEMs) 24% Magna 5% Unkown 17% Lear 24% Lear 20% Toyota Boshoku 3% Faurecia 3% Lear 7% Dymos 4% TS Tech 6% Toyota Boshoku 22% - Primarily to drive continued. growth in China Adient 44% Adient 36% Adient 38% Lear 6% Adient 13% Segment Americas Europe China SE Asia, Japan, Korea Source: IHS Automotive with management adjustments. Adjustments are based on management's knowledge of customer schedule details and participation in the global automotive seating market, and include identification of the seating provider 13 for certain vehicle models unidentified by IHS Automotive, among others.#14Well Diversified OEM Customer Mix Audi Customer Mix M B BENTLEY Other 1% CHRYSLER CHEVROLET ULR Volvo Fiat Renault, BMW Ford Ford Jeep • Peugeo Citroen Mercedes MAYBACH RAM VW HONDA LAND -ROVER NISSAN ŠKODA BUICK DODGE GM European OES N. American OES NO MASERATI Asian OES Chinese OES Toyota Honda Hyundai Kia Chrysler ED HYUNDAI Cadillac A CHERY FIAT LANCIA KIA DACIA CITROËN PEUGEOT JAGUAR mazda 50% 2015A Revenue by Geography 2015 Fiscal Sales $20.1 bn consolidated 39% 3% 8% D 35% 6% 28% $29.5 bn combined 91% $9.4 bn * unconsolidated 4% 5% Americas Europe / Africa 31% Asia Pacific China MINI Nissan Mercedes-Benz European OEMS N. American OEMs MITSUBISHI MOTORS 34% ROLLS R RENAULT ROYCE SEAT 29% $20.1 bn consolidated VOLVO W Chinese OEMS 5% 27% 5% Japanese & Korean OEMs ▸ smart SUZUKI TATA TOYOTA Other Source: Company filings *Includes YFAI sales only for the period from 02-Jul-2015 to 30-Sep-2015 14#15Key Macro Growth Drivers 1 > Industry Growth¹ Global light vehicle production remains robust and is expected to reach production levels of 94 million vehicles by 2020 > China continues to grow more rapidly than other major markets (4.2% CAGR), albeit at a lower but more sustainable rate than in past years I China LV Sales (mm of units) 24.4 30.0 28.9 27.6 27.0 26.3 2 Mix > Mix of Foam/Trim/JIT sourcing and component sourcing > Continued shift towards SUV's / MPV's globally > Increase in luxury / comfort features 2015A 2016E 2017E 2018E 2019E 2020E Growth Drivers 1. Source: IHS Automotive. Content Growth > Increase in passenger-focused technologies: - Occupant sensing Seat heating/cooling - Massage features - Passenger health and wellness Advanced seat adjustability > Connected car / autonomous driving provide large potential for content growth Adient offers complete interior solution to potential new entrants Autonomous trend likely to have a significant impact on interior content 3 15#16FY2016E Sales Booking +~105% $5.8 $2.5 $4.3B booked thru June $3.77 $3.55 $3.29 $0.81 $1.86 $1.31 Consolidated 100% Unconsolidated JVS Sales $3.3 ($Billion) $2.48 $2.24 $1.91 2013A 2014A 2015A 2016E Source: Management estimates 16#17Jeffrey Stafeil, Executive Vice President & Chief Financial Officer, Adient 17#18Adient - Seating in China > We have nearly 45 percent market share of the seating business in China, making us the industry leader > By leveraging our market position, we will outpace the market, further expanding our share and strengthening our leadership > Seating in China (incl. joint ventures) highlights: - - $6.6 billion revenue in FY2015 17 joint ventures 3 tech centers - - 1,252 engineers 60 Manufacturing plants in 32 cities. ~31,000 employees Unconsolidated Sales @ 100% ($B) Daqing Harbin Changchun Jilin Shenyang Beijing Qingdao Dalian Yancheng Tianjin Baoding Yantai Yizheng Nantong Nanjing Zhengzhou Hefei ● Changshu Wuhu ⚫ Shanghai Haining Chengdu Wuhan Cixi Chongqing. Changsha Hangzhou Taizhou Nanchang Fuzhou Liuzhou. Guangzhou Foshan Dongguang 10 Adient Seating Sales in China 8 + 2 CAGR: +30.5% 0 2000 2005 2010 اس 2015 18#19Market Trends Strengthening Our Leading Position > Shift to SUV / MPV segment - New business wins with JV SUV programs (VW, GM, Nissan, Hyundai) will grow our share in segment - Increased content on SUV / MPV vehicles vs. sedans / wagons > Geographic shifts from Tier 1 & 2 cities to inner cities - Well positioned to grow through our JV structure with top local OEMS (SAIC-Wuling and Changan) and smaller players (JAC, Brilliance Auto, GAMC) - Foreign OEMs adding competitive products in Tier 3, 4, & 5 cities. > Premium segment remains robust — Strong and growing position with Daimler, BMW, and Volvo > Ability to offset "price downs" - Cost efficiency and value add programs - Leveraging Adient's customer relationships 19#20Mutually Beneficial China JV Partnerships One Partner Brings: > Technology > Products Other Partner Brings: > Market access > Local knowledge > System, process, global exposure > Local connection Past China JV Relationship > JCI: Provided technology and products as well as management and manufacturing system Our partners: (e.g., FAW, SAIC/YF) opened its markets and persuaded its' OEMs to choose JCI JVs as the main seating supplier New China JV relationship > Adient: Bring strong value through Global Sourcing or open up selected markets (which are typically un-served or under-served by JCI in the past) > Our partners: (e.g. FAW, SAIC/YF) Contribute by providing low-cost product/solution; local relationships 20#21China JV Growth Strategy > Exposure to Chinese OEMs is being advanced as their influence in the global market increases > Initiatives are being developed in China and other Asia Pacific regions to improve the business' position with Japanese OEMs Growth > Expanding the current Complete Seat and components portfolio with Japanese and Chinese OEMS > Explore new markets or channels (high speed rail seating, motorcycle seating, etc) > Continued expansion of Adient's product and process technologies in the China market Product & Process Leadership > Extended through the business' operations and those of Adient's JVs > Integrate the Adient Operating System to our joint ventures to optimize efficiencies throughout the end-to-end value chain Operationally Capable > Expanded use of automation to offset rising labor cost. Ensure a quality and safety mindset in the region Partnership Management > Since entering the China market in 1996, Adient has built partnerships with almost every major Chinese automaker and supplies components to almost every OEM in the country > Strong partnerships differentiate Adient from the competition > Partnerships with SAIC Group (YFJC, YFAI), FAW Group (FJC) are two key pillars of the company's Chinese operations; with a few smaller but solid JVS 21#22Joint Venture Structure Strategic Plan > Components for China & Asia Pacific > Regional growth > Low cost engineering and innovation Tailored Strategy for Each JV Equity Share Joint Venture Chinese Group Partner OEM partnered with Chinese Auto Group JCI Partner SAIC SAIC GM Ford VOLVO YFJC Sub-partners KIA 49.99% 50.01% CITROËN PEUGEOT Chang'An Dongfeng > Operational Efficiency Seating > Leverage current relationship FJC FAW BJC BAIC > Separate seating & interior business GAJC GAC > Growth focus on luxury segment CGJC SJJ Brilliance 24 NISSAN W 50.0% 50.0% ☑ 51.0% 49.0% FIAT 52.0% 48.0% 50.0% 50.0% JCYM HASCO Supply all non-FAW customers 50.0% 50.0% 华威汽车 > Grow Mechanisms share of market FFJC FAW == Supply all FAW customers 50.0% 50.0% Components WFJC Wanfang Focus on global OEMs > Fabrics capabilities NNGJC NNG Focus on local OEMS 100.0% 30.0% 70.0% Interiors Yanfeng Automotive Interiors (YFAI) 2015A Equity Income: $295mm & Cash Dividends: $193mm 30.0% 70.0% 22#23Financial Overview 23#24Adient Financial Overview > Financial profile - $18bn LTM consolidated net sales (includes $1.1bn interior revenue) > Consolidated seating - ~200 bps margin improvement expected in mid-term - Lower SG&A - Improved performance in metals business. Wind down of remaining interiors business Key Metrics Net Leverage 2 Cash on Balance Sheet Tax Rate Expected Range ~2.0x ~$700mm - Strong cash generation > China - Continued unconsolidated top-line growth — Increasing equity income 1 Increasing cash dividends Capital Expenditures Irish Domicile -10-12% Higher to Support Growth Initiatives In-line with Auto Dividends Supplier Peers 1. On July 2, 2015, Adient completed its global automotive interiors joint venture with Yangfeng Automotive Trim Systems and deconsolidated the contributed interiors business since that date. The automotive interiors business generated Net Sales of $1,147mm in the three months ended June 30, 2015. 2. Refer to appendix for management's rationale for using these metrics and reconciliation to US GAAP. 24#25Historical Financial Performance Consolidated Revenue & YoY % Growth Adj. EBITDA³ & % Margin $1,451 $1,406 $22,041 $19,986 $20,470 $20,071 $18,776 13.0% $1,112 $1,067 $1,014 7.7% 6.6% 7.0% 6.4% 2.4% 5.4% 5.6% 5.2% (8.9)% FY11A FY12A FY13A FY14A FY15A Decline in 2015 Sales Due to Deconsolidation of Consolidated Interiors Business and Subsequent Formation of YFAI Non-consolidated JV in July 20151 FY11A FY12A FY13A FY14A FY15A Restruct. Exp. $ 0 $ 143 $ 280 $ 158 $ 182 (Adj. EBITDA - Capex)³ & % Margin Working Capital² & % of Sales FY11A FY12A FY13A FY14A FY15A $928 $827 $(51) (1.0)% (1.5)% (0.3)% (2.1)% (2.0)% $503 $448 4.6% $408 $(205) 3.8% 2.4% 2.5% 2.0% $(290) FY11A FY12A FY13A FY14A FY15A $(430) $(436) Note: Historical financials exclude expenses related to restructuring. Values shown in millions. 1. Net sales for the year ended Sept. 30, 2015 were unfavorably impacted by FX currency translation ($1.6 bn) and by the impact of the YFAI joint venture ($924 mm). Excluding such items, net sales increased by $563 mm, approximately 3%. 2. Working capital is defined as current assets less current liabilities. 3. Refer to appendix for management's rationale for using these metrics and reconciliation to US GAAP. 25#26FY 2016 Performance Update Net Revenues ($ in billions) $4.4 $5.4 > Unadjusted A (19%) ▲ Adj. for Deconsolidation of Interiors and FX (1%) FY16 Q3 FY15 Q3 Pro Forma Adjusted EBITDA¹ ($ in millions) $431 - $441 Unadjusted A $418 3-6% > > Q3 FY 16 Excluding the impact of the Interiors deconsolidation and foreign exchange, sales expected to be down 1% vs. Q3 FY15 - Expiring programs in North America offset growth in Asian and European markets Chinese revenues (primarily unconsolidated) expected to increase 49% to $2.9 billion Increased 11% excluding the impact of the deconsolidation of Interiors and foreign exchange Increase driven by cost savings generated from restructuring programs, other cost reduction initiatives and operational efficiencies 9 Months FY16 Net Revenues ($ in billions) $12.9 $15.9 9M FY 16 9M FY15 Unadjusted A (19%) Pro Forma Adjusted EBITDA1 ($ in millions) $1,208 $1,218 $1,075 Unadjusted A 12-13% FY16 Q3 FY15 Q3 > Adj. EBITDA margin expected to increase to -10% from 7.8% in Q3 FY 2015 1. Refer to appendix for management's rationale for using these metrics and reconciliation to US GAAP. 9M FY 16 9M FY15 26#27Adient Cash Flow Profile > Strong initial free cash flow 1 - Low tax rate (Irish domicile ~10-12%) - Minimal working capital needs. - Smart reinvestment / capital expenditures (maintenance & growth) > Growing opportunity - Margin / earnings growth. - Increasing equity income and cash dividends. - - Lower cash restructuring over time > Strong cash flow profile will enable rapid de-leveraging post-spin – Will allow Adient to transition towards investment grade credit metrics 1. Refer to appendix for management's rationale for using these metrics 27#28Adient JV Equity Income and Cash Dividend Summary YFJC represents ~57% of Adient Seating JV equity income and ~ 52% of total equity income Sources Equity Income Cash Dividends Paid % Conversion 2011A $201 $156 77.6% 2012A $2111 $143 67.8 "Cash rich/low debt" balance sheets → 2013A $3021 $148 49.0 maximum disbursement of earnings after 2014A $284 $176 62.0 reinvestment Dividends paid in 2015A $295 $193 65.4 arrears based on prior year retained earnings → certainty of distribution in the current year FY11A-FY15A CAGR 10.1% 5.5% FY11A - FY15A Median 65.4% Note: Yanfeng Automotive Interiors (YFAI) JV formed on July 2, 2015, and did not generate a cash dividend to Adient in FY2015. 28 1. Includes $106 million and $3 million of non-cash gains related to fair value adjustments of Adient's existing cash equity investments in FY2013 and FY2012, respectively. No such gains existed in FY2015, FY2014 or FY2011.#29Financial Policy Planning > Initial leverage - Net leverage 1 of ~2x at spin (expected to decline materially) $1.5bn of 5-year pre-payable bank debt - $2.0bn in longer tenor bonds No near term maturities > Leverage target - - Unadjusted Debt / EBITDA consistent with top performers in peer group > Cash balance / liquidity - Target minimum cash balance of ~$500mm / maintaining a committed credit facility ($1.5bn) > Capex funding - Invest in the business and return to normal/sustainable levels to support organic growth Low capex requirements (~3% of sales) 1. Refer to appendix for management's rationale for using these metrics > Dividend share repo spend - - Balanced capital allocation plan aims to support consistent return of capital to shareholders while maintaining flexibility Pay a competitive dividend in-line with auto supplier peers Modest share repurchase plan Opportunistic share repurchase > Debt service - Pay down drawn term loan debt opportunistically Strong cash flow profile will support debt service post-spin > Pension / OPEB - - Relatively small, global unfunded liability (~$100m) versus key automotive peers Continue to manage and reduce balance sheet risk on a global basis with limited required cash funding > M&A Opportunistic/bolt-on M&A - Opportunities to capitalize on growth in emerging markets; leveraging China JV relationships with Asian OEMS 29#30Framework for Valuing Adient P/E Multiple Methodology Overview Adient EPS P/E Multiple Blended Multiple Methodology Base Business EBITDA JV Equity Income EBITDA Multiple + P/E Multiple Considerations Provides full value for JV Equity Income (key contributor to value and cash flow) Captures benefit from lower corporate tax rate Captures earnings impact from increased leverage at spin (as well as benefit from de-levering over time) Common method currently used by Wall Street research analysts ✓ Provides easier comparison to core auto peers who are primarily valued on an EV / EBITDA basis × Does not provide proper credit for tax rate decline, leverage at spin or JV Equity Income 30#31Adient's Key Investment Thesis Market Position > Broadest and most complete range of seating products > Unparalleled customer diversity-market leadership in North America, Europe and China (unique and longstanding position in China through JV structure); support all major automakers (190+ active platforms) Earnings Growth > Lean and improving cost structure (targeting restructuring actions in process) > Upward trend in profitability expected to continue; ~200 bps margin improvement expected over the mid-term Cash Generation > Consistent ability to generate substantial cash flow > Cash generation will enable Adient to transition from a levered company to an investment grade. company while enhancing shareholder value through a competitive dividend > Continued cash generation will support Adient's profitable growth strategy (organic & inorganic) 31#32Q&A 32#33Appendix and Financial Reconciliations 333