The document summarizes Lear Corporation's strategy in Asia. It discusses Lear's goal of aggressively growing its Asian sales faster than the market through focusing on local automakers, strategic acquisitions, and expanding relationships with seat customers to other product lines. Key aspects of Lear's Asian strategy include optimizing costs through lowest cost designs, vertical integration, emphasizing local talent and leadership, and ensuring operational excellence and quality. The presentation provides examples of Lear's growing presence in major Asian markets like China, India, and Southeast Asia through new facilities and program launches.

1. The 31st Annual Gabelli
Automotive Aftermarket Symposium
Lear’s Asian Strategy
October 31, 2007

2. Agenda
Company Overview
Bob Rossiter, Chairman, CEO and President
Lear’s Asian Strategy
Lou Salvatore, Senior Vice President and
President, Global Asian Operations
Q and A Session
2

3. Lear Profile
Lear is . . .
a leading global supplier of automotive Seating
systems, Electrical Distribution systems and
Electronic products;
that serves all of the world’s major automakers;
with annual sales of $15 billion (Fortune #155);
236 facilities located in 33 countries; and
more than 90,000 employees worldwide
3

4. Actions to Improve Shareholder Value*
Implementing global restructuring initiative
Refinanced 2007-2009 debt maturities
Divested Interior business; retained minority interest
in IAC joint ventures
Improved operating earnings and cash flow
Revitalized strategic focus on “growth”
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
4

5. Strong Competitive Position
Lear is a true partner to all of the world’s major automakers, with
strong market positions and superior quality in our core businesses:
Seating Systems
#2 position globally, in a market estimated to be about
$45 to $50 billion in size:
#2 position in North America and #3 in Europe
#2 position in China and #1 in India
Lear is the highest quality major seat manufacturer for
the past 6 years, according to the J.D. Power Seat Survey
Electrical Distribution Systems
#3 position in North America, #4 in Europe and
among the leaders in China
Electronic Products
Niche player in electronic modules, wireless products
and audio/video applications
5
Source: Lear Market Share Study / CSM Worldwide Survey Data

6. Lear’s Business Imperatives*
Superior quality and customer satisfaction
Global scale in core businesses
Technical competence in key components
Lowest cost global footprint
New product innovation
Sales growth and diversification
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information. 6

7. Lear’s Asian Strategy
7

8. Forward Looking Trends*
Consumers Growth in vehicle ownership
Growth in micro and small cars
Exports Increased exports from Asia to N.A. / Western Europe
Domestic OEMs Government targeted domestic OEM share = 50%
Supply Chain Customer ownership of supply chain
Geographic Customers (and government) driving localization
(components)
Emerging Market India -- the next China (5+ years away)
Asian Market = Continued Growth 8
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

9. Asian Market Growth*
Production Volumes
High: 2007 2010 ∆ CAGR%
CHINA
China 6.8 M 9.3 M 2.5 M 11%
∆=2.5M
India 1.8 M 3.4 M 1.6 M 24%
Thailand 1.3 M 1.6 M 0.4 M 9%
INDIA
Sub-total High 9.9 M 14.3 M 4.5 M 13%
∆=1.6M
Low:
THAILAND Japan 10.7 M 11.3 M 0.6 M 2%
∆=0.4M
Indonesia 0.3 M 0.5 M 0.2 M 17%
Taiwan 0.3 M 0.4 M 0.1 M 11%
Malaysia 0.5 M 0.6 M 0.1 M 9%
Korea 3.9 M 3.9 M 0.0 M 0%
Philippines 0.1 M 0.1 M 0.0 M 12%
Australia 0.4 M 0.4 M (0.0)M 0%
Sub-total Low 16.1 M 17.2 M 1.1 M 2%
Total Asia 25.9 M 31.5 M 5.6 M 7%
Source: CSM Worldwide, Inc., Global Light Vehicle Production Report, June 2007
2007 vs. 2010 Asian Market Growth = 7% CAGR
High Volume Asian Growth (China / India / Thailand) = 13% 9
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

10. Lear’s Asian Strategy*
Sales Growth Aggressively grow faster than market
Focus on local OEMs
Strategic acquisitions (gain market share)
Expand seat customer relationships to other products
Profitability Lowest cost designs for customer specification
Vertical integration (components)
Manpower Emphasize local talent / leadership
Quality Operational excellence
“Best-in-class” launch execution
Lear’s Asian Strategy = Growth, Local Markets, Optimized Costs, Local Leaders 10
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

11. Aggressively Expanding Our Presence in Asia
China India
• 19 manufacturing facilities, 6 new in 2007 • 7 manufacturing facilities, 3 new in 2007
• 1 engineering center in Mumbai
• 2 new engineering/R&D centers in
• 3 program launches in 2006
Shanghai (includes CTO activities)
• 4 program launches in 2007
• 18 program launches in 2006
• 7 customers
• 26 program launches in 2007
• Seats (#1)
• 20+ customers
• Seats (#2), Electrical Distribution (among
the leaders) and Electronic products
ASEAN
Korea
• 2 manufacturing facilities
• 2 manufacturing facilities
• 1 engineering/CTO center in Cebu,
• 1 engineering center in Seoul
Philippines
• Seats
• 14 program launches in 2007
• Seats, Seat Trim
Japan
• 1 engineering center in Atsugi (Tokyo)
• 1 engineering center in Hiroshima
37 Manufacturing / Engineering Facilities in Asia and Growing 11
Note: Includes facilities held through consolidated and non-consolidated joint ventures.

12. Lear China Customer Value Workshop
Opening Ceremony with Lear and Chery Executives - Wuhu, China 12

13. Geely Signing Ceremony
Geely Signing Ceremony 13

14. BAI Delegation Visit
Signing Ceremony with Lear and BAI Executives at Southfield HQ 14

15. New Partnership – Lear Joint Venture with JAC
LOI Signing Ceremony with Lear and JAC Executives in Hefei, China 15

16. Shanghai, China –
Lear Engineering, Technical & Profit Improvement Center
China Engineering Center / China Technical Center /
China Profit Improvement Center Co-Location
16

17. Asia Profit Improvement Center
Trim Wiring + Tracks
Foam Idea Generation Section
Asia PIC = Lowest Cost Designs For Each Customer Specification 17

18. 2007 Customer / Industry Recognition
Shanghai GM Wuling “Supplier of the Year”
•
(China Liuzhou plant – 2006; first time awarded to a seat supplier)
Mazda “VA Proposal Performance Award” –
•
for substantial contribution to cost reduction initiatives
(2006 ; also received in 2004)
Hyundai Mobis “one of outperforming suppliers in 2006”
•
(July 2007)
FAW-Volkswagen “Best Seat Supplier Award”
•
(Changchun Lear - May 2007)
2007 = Continued Customer / Industry Recognition for Performance Excellence 18

19. 2007 Customer / Industry Recognition
Labor Ministry of Thailand – Achievement of three million man
•
hours without injury (July 2007)
Labor Ministry of Thailand – APC Awarded Excellence in Safety
•
Management (May 2007)
Auto Alliance Thailand -- Achievement of one million seat sets built
•
and delivered (July 2007)
Toyota – “Superior Award for Supplier Diversity 2006” – for the 3rd
•
consecutive year (March 2007)
2007 = Continued Customer / Industry Recognition for Performance Excellence 19

20. Aggressively Growing Total Asian Sales*
Total Asian Sales – Core Businesses
2007 Highlights
($ in millions)
Significant market position
•
in China:
~$2,850
– Total sales > $700 million **
– Supply 20+ OEMs on
$2,200
> 100 vehicle programs
– 19 manufacturing facilities
$1,850
with approximately 6,000
employees
– 2 new engineering/R&D
centers in Shanghai
– Our fastest growing market
11 new facilities in India
•
and China supporting Ford,
Mazda, Chery, Tata, M&M,
BMW and Hyundai
2005 2006 2007 Outlook
Consolidated Non-consolidated
* Includes sales in Asia and with Asian manufacturers globally. Please see slide titled “Forward-Looking
Statements” at the end of this presentation for further information.
** Includes consolidated and non-consolidated sales.
Targeting Continued Growth 20

21. Key Drivers For Profitable Growth*
Lowest cost designs for each customer specification
Localized engineering
Localized component sourcing
Best-in-class local talent
Vertical integration (quality / cost)
Continuous improvement and lean initiatives
Operational improvements
Export low cost engineering and components to ROW
Profitable Growth = Strong Plans Will Succeed 21
*Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

22. Closing Comments
22

23. Lear’s Asian Strategy*
Sales Growth Aggressively grow faster than market
Focus on local OEMs
Strategic acquisitions (gain market share)
Expand seat customer relationships to other products
Profitability Lowest cost designs for customer specification
Vertical integration (components)
Manpower Emphasize local talent / leadership
Quality Operational excellence
“Best-in-class” launch execution
Lear’s Asian Strategy = Growth, Local Markets, Optimized Costs, Local Leaders 23
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.

24. Q and A Session
24

25. R
R
ADVANCE RELENTLESSLY™
LEA
Listed
www.lear.com
NYSE 25

26. 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 and
liquidity. 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 or currency exchange rates, the financial
condition of the Company’s customers or suppliers, fluctuations in the production of vehicles for
which the Company is a supplier, disruptions in the relationships with the Company’s suppliers,
labor disputes involving the Company or its significant customers or suppliers or that otherwise
affect the Company, the Company's ability to achieve cost reductions that offset or exceed
customer-mandated selling price reductions, the outcome of customer productivity negotiations, the
impact and timing of program launch costs, the costs and timing of facility closures, business
realignment or similar actions, increases in the Company's warranty or product liability costs, risks
associated with conducting business in foreign countries, competitive conditions impacting the
Company's key customers and suppliers, raw material costs and availability, the Company's ability
to mitigate the significant impact of increases in raw material, energy and commodity costs, the
outcome of legal or regulatory proceedings to which the Company is or may become a party,
unanticipated changes in cash flow, including the Company’s ability to align its vendor payment
terms with those of its customers, the success of the Company's restructuring initiative and other
risks described from time to time in the Company's Securities and Exchange Commission filings.
The forward-looking statements in this presentation are made as of the date hereof, and the
Company does not assume any obligation to update, amend or clarify them to reflect events, new
information or circumstances occurring after the date hereof. 26