Analysts/Institutional Investor Meet/Con. Call Updates

Schaeffler India Limited · Pune · Maharashtra BSE Limited National Stock Exchange of India Limited Phiroze Jeejeebhoy Towers, Exchange Plaza, C – 1, Block G, Dalal Street, Bandra-Kurla Complex, Bandra (E), Mumbai-400001 Mumbai-400051 Company Code: 505790 Company Code: SCHAEFFLER Sub: Disclosure under Regulation 30 of the SEBI (Listing Obligations and Dis- closure Requirements) Regulations, 2015 – Transcripts of Investors 05/10/2026 group meeting held on Monday, September 28, 2026. Dear Sirs, With reference to our letter dated September 29, 2026, please find enclosed the transcript of the Investors group meeting held on Monday, September 28, 2026, for Phone: +912068198464 your information and records. The same is available on the Company's website - Disclosures to Stock Exchanges | Schaeffler India Kindly take the same on your records. Thanking you. Yours faithfully, For Schaeffler India Limited Ashish Tiwari, General Counsel & Company Secretary Encl.: As above Schaeffler India Limited Registered and Corporate Office: 15th Floor, (ASTP) Amar Sadanand Tech Park, Baner, Pune, Maharashtra, India – 411045 Tel: +91-20-68198400 | Fax: +91-20-68198405 CIN: L29130PN1962PLC204515, www.schaeffler.co.in, info.in@schaeffler.com, “Schaeffler India Limited” September 28, 2026 SCHAEFFLER INDIA PARTICIPANTS: MR. HARSHA KADAM – MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER MS. HARDEVI VAZIRANI – DIRECTOR – FINANCE AND CHIEF FINANCIAL OFFICER MS. GAURI KANIKAR – HEAD, INVESTOR RELATIONS Page 1 of 19 PUBLIC Schaeffler India Limited September 28, 2026 Harsha Kadam: Good afternoon and very warm welcome. Good to see some familiar faces. This is kind of a ritual we have at least once a year. We meet up and so glad to see a lot of faces that I recognize. How do we go with this? It's question and answers? Gauri Kanikar: I think we can begin with the Q&A, if that's okay? Harsha Kadam: Yes. I open up the floor. Questioner: The first question is on exports. We are seeing a sharp increase in exports over the last one year. Now with this geopolitical tensions again starting to shape up, what is the outlook for exports? Because that's what keeps us at INR 350 crores to INR 400 crores at the end of the year. How should we be going forward in geography wise, where are you seeing the spread or the immediate opportunities that we are targeting over the period? Hardevi Vazirani: Currently on exports, our mix is like 50% is to Europe intercompany partners and 25% is Southeast Asia, and the remaining is China and Americas. So, this is how is the spread and this was very consciously done so as to have a lower impact of geopolitical disturbances. Earlier, we were a lot dependent only on Europe and lately in the last two years, we have developed into other markets. Schaeffler India Limited is not having, as such, a strategy for exports explicitly. We focus on capacity enhancement for the local market and whatever is the capacity available for exports, we utilize that. If there is a good demand, we leverage, we do 21 shifts, we do some efficiency improvement in the plants, and we cater to whatever demand we have. We have seen good demand from outside India. We don't say that the same momentum will continue forever, or even we are not focusing that share of business of export will be 25% - 30%. It will remain in this range because the bottom line, that is the denominator, is increasing. The domestic market is growing at 14% to 15% for us, so with this higher base at the local market, we expect that export will continue to be between 15% and 20%. Questioner: Just a quick follow-up, a bit deeper. You mentioned that exports is not an explicit strategy, but we have heard a lot of other companies talking about Make in India as a platform for exports. Just wanted to understand top-down, what is the thought process and do you want to scale up the exports in the current momentum? Hardevi Vazirani: Harsha has been talking about it, actually. The companies who have Make in India as a strategy, for example, Harsha was earlier talking about Ford or Stellantis, that they are not making cars, they are making engines and then they are buying from the companies like us, the child parts. For us, that is not export. For them, it is export. For us, it is domestic business. So we have to differentiate. This is what we have been doing with wind for many years, that we sell to the wind turbine manufacturers and then they, onwards they export it. Page 2 of 19 PUBLIC Schaeffler India Limited September 28, 2026 Schaeffler as a strategy that we export out of India, this was several years back when we had Export Oriented Unit and all of that was there. But we have reached a stage where the group looks at overall where there are highest demands of a specific product, the lines are laid out there, for example, if ball bearing demand is in India, then the line will be laid out here, and from here the export will be made wherever there is a demand. So the strategy of setting up the production line is in the country where there is highest demand. If it is in Vietnam, the line will be in Vietnam. If demand is in India, the line will be in India. Harsha, you can add. Harsha Kadam: Also, I would like to add here that our export strategy is a subset of our localization strategy, because over the last years, we have focused largely on localizing what we were importing. So as a result of that, obviously, when we start to invest more in local capacities to feed the local market, correct, and it comes out that we are more competitive, there's nothing to stop us from growing our exports as well, because I am very competitive in the global market. So hence, if you look at our localization percentage, 3, 4 years back, we were in the range of 60% - 65%, and today we are hovering at about 80%, which means 80% of our need we locally produce is proof enough that our localization strategy is the prevalent strategy. It is important, and with the government also wanting it to happen, and our customers expecting to locally manufacture rather than trade in the products. So it makes economic and business sense that we do it. Now, as a result of that, of course, export comes our way, we will not say no. In fact, interestingly, when Hardevi was speaking, my mind was on that. We export to China. Can you believe that? We're so competitive. A lot of exports from India, bearings goes back to China today. Hardevi Vazirani: 13%. Harsha Kadam: 13% of our export is going to China. Who would believe this? Normally, they say, goods will come from China. No, we are doing it the other way round. So it shows that from a competitiveness point of view, I think we have come of age. Questioner: But just like you mentioned that your localizations currently are at 80%. Any particular target where you want to take it? It might be over a period of the next 4 to 5 years. Harsha Kadam: Obviously, we are going up, means it's only one direction, keep increasing. We are on that direction. We don't set a target for localization? Localization number is more of an outcome of where we have reached. We set a target for which product, which customer need becomes important and which market sector becomes important, because the customer strategy drives our localization strategy. The outcome is more the number, localization, which you finally realize, oh, I'm at 80%, very good, I'm on the right track. It's not like I want to get to 80%. But then, I can get to 80% by localizing something which is not making the right strategic sense, right? We have to invest in what makes the right strategic sense. Case in example, we have started to localize more on the steel sector. The portfolio which we were importing a lot, today we make in India. We have consistently started to localize more on Page 3 of 19 PUBLIC Schaeffler India Limited September 28, 2026 the wind product applications, correct? Wind is something we have been doing, and we are we will continue to do. We are, in fact, as [Showing first 8,000 characters — download PDF for full document]