{"id":1216,"date":"2026-04-19T15:59:59","date_gmt":"2026-04-19T15:59:59","guid":{"rendered":"https:\/\/annualreport.antolin.com\/2025\/business-and-strategy\/"},"modified":"2026-05-14T08:17:37","modified_gmt":"2026-05-14T08:17:37","slug":"business-and-strategy","status":"publish","type":"page","link":"https:\/\/annualreport.antolin.com\/2025\/en\/business-and-strategy\/","title":{"rendered":"Business and strategy"},"content":{"rendered":"\n \n
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Business and
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\n A roadmap
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\n Letter from the CEO, Cristina Blanco <\/div>\n <\/div>\n <\/div>\n
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2025 was a particularly demanding year for Antolin. Recognizing that both manufacturers and suppliers are implementing cost-cutting measures to remain competitive, we have reassessed our priorities and strengthened the core pillars of our business<\/strong> to focus our efforts on what sets us apart: operational strength, rigorous execution, and responsiveness to our customers.<\/p> <\/div>\n\n

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The context has been conditioned by three dynamics that have tested the resilience of the sector and the company. The entry into force of European emissions regulations on 1 January 2025, later relaxed, marked the beginning of the year; this was compounded by the successive imposition of tariffs by the Trump administration and the knock-on effects on trade flows and global industrial planning, as well as the overcapacity of some Chinese OEMs. The latter two factors have significantly intensified competition and instability, leading to a price war with a direct impact on margins and investment decisions.<\/p>\n

Amid widespread volatility, Antolin has moved forward with determination and a clear focus: safeguarding the stability of the business<\/strong> and ensuring the conditions necessary for a sustained improvement in the company\u2019s financial performance. In this process, and in the face of an increasingly challenging market, the company has promoted planned adjustment measures to adapt to the reality of the sector, always acting responsibly and consciously. At the same time, we have continued to prioritize profitability and cash generation, closing the year with \u20ac3,725.27 million of sales and \u20ac296.20 million of EBITDA.<\/p>\n

In addition, we have also intensified our focus on efficiency,<\/strong> understood in a comprehensive manner across our operations and collaborations with partners and customers, redoubling our efforts to transfer this consistently wherever Antolin operates. This line of work has been supported by the alignment of processes and standards, as well as more intense cost control and capital management to respond to a common objective: strengthen our capacity to compete with rigor, agility and reliability.<\/p>\n

We work with the conviction that the technological transformation<\/strong> of the industry is redefining the role of the vehicle interior and its contribution to the user experience. For this reason, our proposal is aimed at developing solutions that integrate technology, functionality, safety and sustainability, values that are essential for manufacturers operating in an increasingly demanding market. Innovation, understood as its practical application to business, remains a key driver that sets Antolin apart and positions it as a leading global supplier for more than 110 customers.<\/strong><\/p>\n

None of this progress would have been possible without the people who form part of the company. As is evident in this report, throughout the year we have strengthened our commitment to talent development, with more cross-functional collaboration across teams and geographical areas to improve our ability to be resilient and manage a complex environment.<\/p>\n

Reaching its 75th<\/sup> anniversary connects Antolin with an industrial history that is a source of pride, but also of responsibility. Now, our challenge is to build on the legacy we have inherited and carry it forward into the future, establishing ourselves as a strong, profitable and relevant company, capable of supporting our customers with reliability and a personal touch. We approach the coming years with enthusiasm and with the certainty of having a clear roadmap that will allow us to be more competitive and robust in order to generate sustainable value in the long term.<\/p> <\/div>\n <\/div>\n <\/div>\n\n

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\n Value creation\u2028
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