Slides
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Mercedes - Benz Group AG FIXED INCOME PRESENTATION FY 2025
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2 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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3 AS RULES SHIFT, WE GEAR UP WITH EVEN GREATER DRIVE. WE’RE TURNING OUR STRENGTHS INTO MOMENTUM
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4 140 YEARS AGO, WE INVENTED THE AUTOMOBILE – AND WE ARE STILL SHAPING ITS FUTURE.
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5 Biggest product launch programme Next generation of MB tech Taking performance to next level Attractive shareholder returns Increasing resilience & reshaping global footprint FIVE REASONS FOR CONFIDENCE. MERCEDES - BENZ IS DETERMINED TO DELIVER
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6 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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7 MERCEDES - BENZ – THE ORIGINAL AND MOST VALUABLE LUXURY CAR BRAND Heritage: Mercedes - Benz is built on constant reinvention Formula 1: The power of F1 for our brand $ 50 bn Mercedes - Benz brand value 2025 1 1 Interbrand: Best Global Brands 2025 827 mn global fanbase 2 114 mn social media followers 2 2 In 2025; Source: Formula One World Championship Limited
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8 WHAT MAKES A CAR A MERCEDES - BENZ? THE PERFECT COMBINATION OF EXTRAORDINARY DETAILS Safety Trustworthy responsibility Quality Engineering excellence Comfort Effortless comfort Design Sensual purity Intelligence Hyper - personalized user experience
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9 THE DESTINATION IS SET: OUR STRATEGIC MIDTERM GOALS ~2.0 m sales volume >15% Top - End sales growth 2x xEV share Mercedes - Benz GLC 400 4MATIC mit EQ Technologie | Energieverbrauch kombiniert: 18,9 - 14,9 kWh/100kmCO ₂ - Emissionen kombiniert: 0 g/km | CO ₂ - Klasse(n): A
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10 >40 New models 2025 - 2027 Entry Core Top - End +5 +5 ICE BEV +5 +11 ICE BEV +11 +4 ICE BEV New models 2025 - 2027 REJUVENATED PORTFOLIO TO WIN CUSTOMERS ACROSS ALL SEGMENTS
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11 ICE BEV 2025 2026 Top - End ICE BEV Core ICE BEV Entry SL MM SL PureSpeed CLA CLA CLA LWB GLC GLB CLA SB GLB CLA SB S - Class 2027 WE’LL HAVE A COMPLETE AND COMPELLING PORTFOLIO. OUR NEW DESIGN LANGUAGE: 100% MERCEDES - BENZ Mercedes - Maybach SL 680 Monogram Series | Energieverbrauch kombiniert: 13,6 l/100km | CO ₂ - Emissionen kombiniert: 309,0 g/km | CO ₂ - Klasse: G Mercedes - AMG PureSpeed | Energieverbrauch kombiniert: 13,7 l/100 km | CO ₂ - Emissionen kombiniert: 312 g/km | CO ₂ - Klasse: G 11
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12 FRONTRUNNER LAUNCHES: EXCELLENT FEEDBACK AND STRONG ORDER INTAKE Superior, custom - fit technology & partnerships #3 CLA GLC GLB #1 Duality of drivetrain offering Iconic MB design for ICE & xEV #2
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13 MAINTAINING MOMENTUM: SEVEN WORLD PREMIERES IN THE NEXT THREE MONTHS
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14 WE’VE REFOCUSED OUR ENTRY SEGMENT TO THE MOST STANDOUT MODELS. THEY’RE MOVING TECHNOLOGICAL BOUNDARIES IN THIS CLASS. CLA Premiere of CLA & CLA SB in 2025 Awards ✓ 2025 Car of the Year ✓ Euro NCAP’s “Best Performer” among vehicles tested in 2025 ✓ Best car ever tested by Auto Motor und Sport SUVs Debut of GLB & GLA in 2026
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15 THE CORE SEGMENT REMAINS THE BACKBONE OF OUR BUSINESS. WE’LL COMPLETE OUR PORTFOLIO ACROSS ALL POWERTRAINS. Electric GLC Continuing success story in the electric era Electric C-Class >800 kilometers of range Electric E-Class A true E-Class The most desired, authentic electric full-size sedan E-Class The most intelligent business sedan GLE Update mid-2026 and first ever LWB for China
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16 New Mercedes - Maybach S - Class for our most demanding customers debuts in March AMG.EA enters series production: launch of new 4 - door Coupé this year followed by new SUV Best - ever sales in 2025; premiere of cabriolet next year THE FOCUS ON THE TOP - END SEGMENT REMAINS A CORNERSTONE OF OUR STRATEGY
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17 PRODUCT PIPELINE DRIVES MIDTERM GROWTH TARGET China Short - term product ramp - up ▪ 2026 sales on prior year level; impacted by ongoing market dynamics in China ▪ Product momentum to further unfold in H2 2026 with new model introductions Midterm growth targets ▪ Targeted sales of ~2.0 million units based on product momentum and market share recovery ▪ Exploitation of growth opportunities in the USA with attractive new products, particularly in Top - End, as well as in Europe and overseas China competition and macro ▪ Adjusting volume to market realities with ambition to hold the line in midterm. Tapping into growth segments by closing portfolio white spots with new electric models 552 1,249 2025 2026 2027 Midterm 1,801 ~2,000 GLOBAL SALES 1 1) schematic graph in k units
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18 xEV (BEV+PHEV) 1 369 2025 2026 2027 Midterm ~800 20.5% 21 - 23% ~40% 268 2025 2026 2027 Midterm >300 14.9% Top - End share xEV share 14 - 15% >15% FOCUS ON TOP - END AND BEV TOP - END 1 Top - End Vehicles ▪ Solidify Top - End share in target corridor from 14% to 15%. Midterm Top - End volume increase driven by AMG product momentum, particularly in the important AMG mid - size segment (GLC; C) and portfolio expansion (AMG.EA) ▪ Major S - Class and GLS upgrade in H1 2026 followed by AMG.EA, as well as upgraded AMG products with 6 - and 8 - cylinder options BEV transformation ▪ CLA, GLB and GLC as frontrunner of our new BEV lineup gaining strong order momentum ▪ xEV share ~40% midterm boosted by full availability of MMA and electric GLC, as well as electric C - Class and E - Class hitting the market 1) schematic graph in k units
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19 Pricing ▪ Competitive pricing to support volume growth while safeguarding margins ▪ Discounts to stabilise and ASP to grow again in midterm ▪ Maintain price premium on the back of brand and product strength Revenue ▪ Stable revenue development in 2026 in line with sales ▪ Ambition to grow revenue beyond 2026 driven by product pipeline and portfolio ▪ CAGR beyond 2026 of ~7% targeted PRODUCT SUBSTANCE TRANSLATING INTO SALES AND REVENUE GROWTH Mercedes - AMG G 63 | Energieverbrauch kombiniert: 15,7 ‒14,7 l/100 km | CO₂ - Emissionen kombiniert: 358 ‒335 g/km | CO₂ - Klasse(n): G
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20 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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21 WE’RE PROUD OF 140 YEARS OF INNOVATION – AND OUR PIONEERING SPIRIT HAS NEVER BEEN STRONGER
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22 WE OFFER BOTH DESIRABLE HEV AND BEV IN AN UNCOMPROMISING LINE - UP FROM ENTRY TO TOP - END B A T T E R Y E L E C T R I C D R I V E T R A I N & … … E L E C T R I F I E D C O M B U S T I O N E N G I N E TOP - END & CORE Uncompromising through dedication to battery - & hybrid - electric vehicles Catering to the most demanding customer requirements better than the competition ENTRY Uncompromising MMA platform allows front - wheel - drive layout for hybrid - electric vehicles without compromising BEV E N T R Y C O R E T O P - E N D
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23 HIGH - TECH ELECTRIFIED COMBUSTION ENGINES (EU7 - READY) MERCEDES - BENZ CUSTOMERS HAVE FULL CHOICE Most comprehensive powertrain update ever, incl. electrified V8 & long - range PHEV 4 cylinders petrol & diesel 6 cylinders petrol & diesel 8 cylinders petrol 2026: new S - Class
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24 Chip - to - Cloud Own architecture with full OTA capability User Experience Integration of local partners & AI functions ADAS leverage fleet data to continuously add functionality EVERY NEW MERCEDES - BENZ WILL BE SOFTWARE - DEFINED. IT’S THE FOUNDATION TO ELEVATE THE DIGITAL CUSTOMER EXPERIENCE.
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25 MB.OS: THE AI - ENHANCED SUPERBRAIN OUR SDV ARCHITECTURE WITH FUNCTIONAL ZONES AD & MBUX High - performance computing with state of the art SoC by NVIDIA & Qualcomm Vehicle & Drive Controller as service providers for functional zones Chip - to - cloud Architecture Continuous full vehicle OTA update across fleet, vehicle car package within days Energy - efficient by software - based functional zone shutoffs Service - Oriented Architecture enabling AI Agents to access vehicle function via stable APIs Vehicle Controller Drive Controller AD Computer MBUX Computer
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26 WE’RE ROLLING OUT MB.OS WITH LIGHTNING SPEED EVERY NEW MERCEDES - BENZ IS SOFTWARE - DEFINED ACROSS ALL SEGMENTS & DRIVETRAINS, CUSTOMERS WILL BENEFIT FROM MB TECH STACK Infotainment Automated Driving Body & Comfort Driving & Charging 26
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27 WE’VE MADE MAJOR ADVANCES IN ASSISTED DRIVING – AND WE’RE JUST GETTING STARTED Hardware Operator Software Europe North America Coming up L3 NEXT-GENERATION & L4 ROBOTAXI ECOSYSTEM Middle East Asia Today L2++ POINT-TO-POINT ASSISTED Open to further partnerships USER EXPERIENCE & STAGING MOTION CONTROL AI REASONING MODEL CLASSICAL AV STACK SENSORS + NVIDIA ORIN X POLICY AND SAFETY EVALUATION MB.OS MB.DRIVE ASSIST PRO
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28 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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29 Material cost >8% reduction 2027+* Investments 10% reduction until 2027* Fixed costs 10% reduction until 2027* Production cost >10% reduction 2027+* WE’RE INTENSIFYING OUR EFFORTS TO FUNDAMENTALLY REDUCE COSTS AND PRIORITISE FUNDING. *vs. act 2024
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30 Improved productivity levels, lower labor costs, higher equipment utilisation and automation through AI & digitalisation Reducing logistics cost by optimising transport routes and outsourcing Reduction of energy costs, particularly in Germany Moving east: ramp - up of plant extension in Hungary well on - track, doubling capacity to 400 k units NEXT LEVEL PRODUCTION BEST - COST COUNTRY SHARE IN EU: 15% 2024 30% Target 2027 > - 10% 2027+ vs. act 2024 - 4% achieved in 2025 PRODUCTION COSTS: (in cost/unit)
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31 MATERIAL COST REDUCTION AND COST ENGINEERING ▪ Leveraging the global footprint and network to strengthen local - for - local and best - cost - country sourcing ▪ Radical cost engineering driven jointly by R&D and purchasing teams from both OEM and supplier, focusing on development phase and lifecycle measures ▪ Design - to - cost and further standardisation of components and modules ▪ Expanding the supply base with new partners bringing fresh cost - saving ideas > - 8% > - 2% 2027+ vs. act 2024 without raw mats & product enhancements achieved in 2025 MATERIAL COST REDUCTION - 10% going forward 31
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32 - 30% MMA and MB.EA vs. predecessor BATTERY COST REDUCTION BEV/ICE MARGIN PARITY BY END OF THE DECADE ▪ Battery cost reduced by - 30% €/kWh and overall vehicle cost reduced by > - 15% for MMA and MB.EA products vs. predecessors ▪ Targeting further cost reductions over lifecycle in the midterm and for new products ▪ Ambition to close the BEV/ICE margin gap over lifecycle for MB.EA products ▪ Considering all costs incl. CO 2 closing the BEV/ICE margin gap by end of this decade feasible
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33 INVESTMENT PEAK BEHIND US CASH - VIEW R&D and PP&E 1 Disciplined investment policy: ▪ Peak of tech investments (MB.OS, ADAS, EV and ICE drivetrain) behind us ▪ Proliferation of the tech stack into the entire product portfolio ▪ Peak of invest in ICE and BEV vehicle portfolio behind us ▪ Investments focus on Top - End and Core 2024 2025 2026 2027 Top - End Entry Core 8.7 8.6 3.4 4.1 R&D PP&E 12.1 12.7 ~11.0 ~12.0 - 10% Tech Stack BEV, ICE & PHEV 1) schematic graph , in EUR bn
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34 Streamlining of all business functions ▪ Use of attrition ▪ Personal cost reduction programme ▪ Reduction of management positions (span & layers) and introduction of dual roles ▪ Outsourcing to best - cost countries or external service providers ▪ Sale of own retail Germany ▪ Integration of MBFS and Sales & Customer ▪ Stringent standardisation , digitalisation and use of AI 2024 2027 - 19% 2019 FIXED COST REDUCTION 1 (net of inflation) ~14% ~10% ~9% As percentage of revenue: - 10% - 7% achieved in 2025 SIGNIFICANT FIXED COST REDUCTION ACHIEVED 1) schematic graph ; in EUR bn as a percentage auf MB Cars revenue
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35 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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36 EUROPE 10% Top - End share (Actuals MB 2025) 50% Entry share (Actuals MB 2025) 40% xEV share (Actuals MB 2025) 35% of sales in 2025 (~635 k units in 2025) Efficiency via convers. AI in sales process Target marketing campaigns (tactical) NETWORK CONSOLIDATION PROFITABLE GROWTH THROUGH TARGETED PORTFOLIO STRATEGY AND FOCUS ON BEV MOMENTUM Closing of white spots (e.g. C - Class & GLC BEV) Optimised channel mix (e.g. fleet) Sale of own retail Germany Reduction in sales outlets ( - 18% vs. 2019) Further rollout agency model (50% in 2025) EU - specific products (e.g. Shooting Brake BEV)
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37 USA 30% Top - End share (Actuals MB 2025) 75% SUV/SUC share (Actuals MB 2025) 85% ICE share (Actuals MB 2025) 16% of sales in 2025 (~285 k units in 2025) IN THE USA, AMBITION 400 K UNITS WITH FOCUS ON US - TAILORED SUV & TOP - END MODELS AND LOCALISATION Leveraging US - tailored SUVs Introducing high - performance BEVs Expanded local production Launching I6 & new V8 AMG engines Benefiting from US - tech collaborations
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38 Attacking new growth segments (e.g. VLE/VLS) Fully utilising trade agreements Expanding regional sourcing & service hubs Leveraging production network incl. China Foster brand experience via regional brand centres Further rollout agency model (>30% in 2025) OVERSEAS INVEST IN OVERSEAS REGIONS WITH A DEDICATED STRATEGY FOR EACH MARKET ~18% of sales in 2025 (~330 k units in 2025) Asia (outside of China) Middle East Latin America India Turkey
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39 Tech & product offensive Customer - centricity Next-level localisation Operational excellence China LEADING POSITION IN CHINA DESPITE MAJOR SHIFTS IN PREMIUM MARKET 7M China customer base 7 China - dedicated models 100% China focus No. 1 > RMB 400 k 24% market share > RMB 1m > 30% market share of large luxury sedan Premium performance segment for AMG Top in transaction price & residual value among premium OEMs
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40 UNCOMPROMISING VALUES LEADING PARTNERSHIPS ACCELERATE IN THE UNIQUE ECOSYSTEM Leading partnerships & local technology stack – purely Mercedes - Benz
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41 THE FIRST OEM TO DELIVER CUTTING - EDGE INTELLIGENCE ACROSS ALL DRIVETRAINS L2 Urban/Highway ADAS Capabilities // MB.OS Cabin Integrating Doubao AI ALL - NEW ELECTRIC GLC LWB NEW GLE LWB NEW S - CLASS
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42 In - house hardware and software engineers 2,000 L2; RSE; ASIL - D Standards development in 12 months AI - powered cockpit with full fleet adoption in 12 - 18 months Parity in intelligence across ICEs and BEVs OTA in every quarter In China for Global Rear - Seat Entertainment Software Competence + Fostering Tech Innovation SHANGHAI Engineering Excellence + Accelerated Localization BEIJING THE FORCES BEHIND: DUAL R&D ENGINES IN CHINA WITH FULL AUTONOMY WHILE LEVERAGING GLOBAL RESOURCES
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43 Local m aterial cost Variable production cost Fixed cost > - 20% - 20% > - 10% Stringent Targets to Achieve by 2027* Continued production footprint optimisation DELIVERING ON TARGETS: Cost & efficiency as principles * Compared to 2024 figures
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44 MERCEDES - BENZ GLOBAL NETWORK
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45 AMERICAS EUROPE/ REST OF WORLD ASIA WEU ( mainly GER ) 900 k ( - 100 k) KECSKEMÉT 400 k ( +200 k) BEIJING 680 k ( - 120 k) TUSCALOOSA 300 k EAST LONDON 100 k Continuous focus on streamlining capacities ▪ German plant capacity of ca. 900 k units; 300 k units per plant ▪ End of production at joint venture plant in Aguascalientes (Mexico) by May 2026; capacity reduction of ca. 100 k units ▪ Doubling capacity in best - cost countries with plant extension in Kecskemét to 400 k units ▪ Further optionality for capacity adjustments at remote locations and in China in 2026 - 2028 Leveraging production flexibility ▪ Structurally well positioned with flexible production network to readjust based on product portfolio and customer demand ▪ Technical flexibility to produce ICE and BEV vehicles on the same production line to match BEV adaptation rate TARGET CAPACITY 2028: CA. 2.2 M UNITS GLOBAL PRODUCTION CAPACITY 1 2026: ca. 2.4 m units ( - 120 k vs. 2024) AGUASCALIENTES 0k ( - 100 k) delta vs. 2025 in units TAILORING INDUSTRIAL BASE TO MARKET DEMAND 1) schematic graph
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46 GLE S - Class E - Class C - Class GLC MMA EUROPE USA CHINA USA: Our “Home of mid and large SUVs” ▪ Substantial invest in US production to support volume growth; next generation of GLC to be localised in Tuscaloosa ▪ Export of large SUVs mainly to EU and overseas markets Europe: Our “Home of Top - End” and “Sedans” ▪ Focus on craftmanship, luxury and performance ▪ More than 80% of European market is served locally ▪ GLB production relocated from Mexico to Hungary in 2026 ▪ Exports of mainly Top - End and sedans to the world China: Our “Home away from home” with BBAC ▪ More than 80% of Chinese market served locally with localised GLE LWB by mid - 2026. Fully tapping into Chinese production cost structure. ▪ Imports mainly Top - End; no exports to EU and USA GLC GLE GLS** >80% >80% >50% Local - for - local share Top - End* STRENGTHENING LOCAL - FOR - LOCAL FROM 60% TO 70% TARGET GLOBAL PRODUCTION NETWORK 1 1) schematic graph ; strategic target of local - for - local production per region *AMG; G; Maybach **incl. AMG and Maybach
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47 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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48 STRATEGIC MARGIN TARGET OF 8 - 10% INCLUDING TARIFFS 2025 Ramp - up 2026 2026 5.0% 3 - 5% 8 - 10% External factors and market environment ▪ Full - year tariff effect of 150 - 200 basis points with limited midterm mitigation levers ▪ Adverse foreign exchange effects Ramp - up year 2026 ▪ Product ramp - up and continued roll - out of Next Level Performance efficiency measures Rebuilding margin trajectory ▪ Product momentum materialising in volume and mix, absorbing higher BEV share ▪ Next Level Performance yielding full benefits in variable and fixed costs ▪ Lower investments supporting cash conversion and generation MB CARS MARGIN CORRIDOR 1 Strategic Target 1) schematic graph
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49 2019 – 2025 > €30 bn Dividend 2 2021 + Share buyback 65% Daimler Truck Spin - off €7 B €25 B 2025 > €30 bn + > €50 bn >30% Share price 3 + Dividends + 2019 – 2025 2019 2020 2021 2022 2023 2024 CASH GENERATED SINCE 2019 1 CASH RETURN TO SHAREHOLDERS 1 NET LIQUIDITY 1,4 2025 Total Shareholder Return 2019 - 2025 >130% 5 (>20% in 2025) Internal Rate of Return 2019 - 2025 ~13% 5 >130% TOTAL SHAREHOLDER RETURN BETWEEN 2019 AND 2025 2019 €11 bn 1) Schematic graph 2) Dividend for the years 2019 - 2025 paid out in the following year 3) Daimler Truck share price development from 10 Dec 2021 to 31 Dec 2025 4) Net liquidity of the industrial business as of 31 Dec 2025 5) For an investment in the former Daimler AG shares considering all returns (incl. spin - off shares and dividend payouts from MB Group and Daimler Truck)
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50 ▪ Payout of 100% of free cash flow ▪ Proceeds from major M&A will increase shareholder return according to our capital allocation framework ▪ Proposed dividend of EUR 3.50 providing return stability ▪ Share buyback of up to EUR 2 bn in up to 12 months started in November 2025. Further share buyback targeted for 2026 ▪ Healthy and stable net industrial liquidity SHAREHOLDER RETURN 2025 - 2026 BENCHMARK CAPITAL ALLOCATION FRAMEWORK 2025 2026 Dividend Share buyback ‘25 Share buyback ’26 - 27 4.1 3.4 0.3 1.7 – 1.0 - 2.0 4.4 ~6 Cash Return Yield ~7% ~10% Net Industrial Liquidity 32.2 ~32 FCF IB 5.3 >4 in billion euros Potential proceeds from M&A 0,1 ~2
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51 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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52 OUR SUSTAINABLE BUSINESS STRATEGY Traffic safety Digital trust Mercedes-Benz Sustainable Business Strategy People Human rights Decarbonisation Resource use & circularity
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53 WE ARE COMMITTED TO OUR AMBITION 2039 Closing the loop Aiming to raise share of recycled materials for new vehicle content Accelerating the energy transition Aiming to further increase share of renewable energy sources at MBC production plants Reducing CO2 emissions Aiming for a net-carbon neutral* MB new vehicle fleet along entire value chain & over entire life cycle by 2039 *Carbon emissions that are not avoided or reduced at Mercedes-Benz are compensated for by certified offsetting projects.
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54 WITH OUR ALL - NEW PRODUCTS, WE ARE MAKING GREAT LEAPS FORWARD minus 40% carbon footprint reduction along the entire value chain with new CLA vs. non-electric predecessor carbon footprint reduction across the entire lifecycle compared to the current combustion-powered GLC minus two-thirds
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55 ON THE ROAD TO ZERO CARBON EMISSIONS E L E C T R I F I C A T I O N O F P A I N T S H O P S D E C A R B O N I S A T I O N O F D I S T R I C T H E A T I N G H E A T P U M P S 2030 2039 AMBITION - 80% - 100% 2022 - 67% 2023 - 72% 2024 - 75 % CO 2 EMISSIONS Mercedes -Benz Cars Operations scope 1 and scope 2 compared to 2018
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56 RENEWABLE ENERGY EXPANSION 2030 2039 AMBITION 70% 100% 2022 48% 2023 47% 2024 50 % MERCEDES -BENZ CARS Operations W I N D P A R K W I N D A N K E R W I N D P A R K P A P E N B U R G S O L A R INSTALLATIONS IN PROGRESS CONSTRUCTION STARTED APPROVAL RECEIVED 120 MW 140 MW up to 140 MWp E N E R G Y 11 MWh
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57 ENERGY EFFICIENCY C O N S U M P T I O N 2 0 3 0 - 25 % compared to 2024 <2 MWh/ veh icle R E D U C T I O N U N T I L 2 0 3 0 T E C H N O L O G YD I G I T A L I S A T I O NH E A T R E C O V E R Y
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58 DECARBONISATION IN LOGISTICS T A R G E T | C O2 E M I S S I O N R E D U C T I O N S 2039 - 60% compared to 2021 A V O I D A N C E BY LOCALISATION, OPTIMISATION & EFFICIENCY R E D U C T I O N BY TECHNOLOGY = E -TRUCKS, BIO -FUEL, SAF
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59 BATTERIES IN A CLOSED LOOP Recycling Lifespan of EV Reuse in the Vehicle Reuse in Second Life EV Production Cell Production Battery Production Primary Materials Cathode Production Secondary Materials +
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60 WATER MANAGEMENT Drinking water in production processes 50% compared to 2023 T A R G E T 2 0 3 0 | A M B I T I O N 2 0 3 9 Water reduction in production processes ZERO M U L T I- R E U S E W A T E R 1,000,000 m 3 / year in 202 9
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61 COST EFFICIENCY CUTTING ENERGY, WATER, WASTE I N P R O D U C T I O N C O S T S - 25% P ER VEHICLE until 2030 compared to 2024
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62 WE FINANCE OUR TRANSFORMATION IN A SUSTAINABLE MANNER G R E E N F I N A N C E F R A M E W O R K G R E E N F I N A N C E I N V E S T O R R E P O R T Since 2020, updated in 2023 and in line with Ambition 2039 Principles used to issue green financing instruments Highest rating “DARK GREEN” by CICERO* Transparency on use of proceeds and environmental impact Financed projects (allocation report) Key figures and information on CO₂ emissions (impact report) * now a part of S&P Global
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63 MERCEDES - BENZ GROUP ESG RATINGS PERFORMANCE Leader among OEMs at Sustainalytics Robust track record despite challenging framework condition Maintained high level within sector across leading ESG Ratings 2019 2020 2021 2022 2023 27.1 25.6 22.1 20.9 19.6 BBB BBB A A A A - A - A - A A - M S C I S U S T A I N A L Y T I C S C D P Climate Change low risk medium risk C+ C+ C+ C+ C+ I S S E S G 2024 A C+ low risk 15.7 2025 A C+ A - low risk 15.1 A -
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64 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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65 OUR FUNDING STRATEGY IS BUILT ON STRICT PRINCIPLES Targeting Financial Independence Maximizing Financial Flexibility Stringent Global Funding Policy No dependence from single markets, instruments, banks or investors Diversification of funding sources and instruments: Bank Loans, Bonds, ABS, Commercial Paper No Covenants and asset pledges, no Credit Support Agreements Keeping prudent amount of Cash and Committed Credit Facility New markets funded via global and local banks first Early capital market funding to save credit capacity in growth regions Liquidity matched funding Interest rate matched funding Currency matched funding
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66 PORTFOLIO AT MERCEDES - BENZ FINANCIAL SERVICES DECREASED SLIGHTLY COMPARED TO 2024 MAINLY DUE TO FX EFFECTS Portfolio (in bn €) Acquisitions (in bn €) 117 133 140 154 163 151 134 132 135 138 129 58 62 71 72 74 68 64 58 62 59 56 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Others Vans MB Cars Wholesale Lease Loan
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67 MERCEDES - BENZ FINANCIAL SERVICES BUSINESS WITH STRINGENT CREDIT MANAGEMENT AND SOLID REFINANCING 0 10 20 30 40 50 60 70 6M 1Y 2Y 3Y 4Y 5Y 6Y 7Y 8Y 9Y 10Y Internal IC-loans to MBFSExternal Liabilities IB(in bn EUR) The matched-funded approach for MBFS ensures that liquidity risks are managed. External liabilities of Mercedes-Benz Group have a longer duration due to capital market refinancing than internal allocation to MBFS via IC-loans. Global net credit losses remain on an elevated level. They are expected to stabilize in 2026. Net credit losses as a percentage of portfolio, subject to credit risk 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 0.24 0.31 0.26 0.21 0.26 0.33 0.21 0.20 0.29 0.41 2025 0.44
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68 WELL BALANCED BOND MATURITY PROFILE in billions of EUR as of December 31 st,2025 11.2 2027 2.9 3.8 2028 0.1 4.6 2029 0.8 4.2 2030 0.5 4.5 2031 2032 2033 0.1 0.3 2035 0.1 2037 14.9 13.0 6.6 4.7 5.0 5.0 0.9 1.6 1.5 0.3 1.4 14.8 2026 1.8 2034 Issued in 2025 Maturities
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69 FINANCING LIABILITIES DECREASED AND SHOW A DIVERSIFIED FUNDING MIX 2% 1% 11% 2% 15% 9% 22% 48% 2022 2% 1% 3% 14% 5% 23% 51% 2023 2%1% 1%0% 1% 15% 16% 1% 23% 56% 2024 2% 2% 19% 53% 0% 2021 16% 2% 24% 1% Q4 2025 126 112 109 113 100 55% Lease Liabilities Other (ex Lease Liab.) Com. Paper ABS Acc. Deposits Bank Loans Bonds in billions of EUR 2025
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70 TO ENSURE SUSTAINABLE PORTFOLIO GROWTH WE MITIGATE RISK AND VOLATILITY THROUGH A BALANCED MIX OF FUNDING INSTRUMENTS Bonds & CPs Bank Loans ABS Fortify our global footprint and use market opportunities Maintain our excellent bank relationships Globally expand our highly competitive ABS issuances 51% 16% 9% 21% 55% 16% 24% Bonds & CPs ABS 2%Deposits Bank Loans Other 1% Lease Liabilities 2% 2025 Total: EUR 100 bn
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71 DIVERSIFIED GLOBAL FUNDING BASE: CONTINUOUSLY MATCHED WITH MBFS REQUIREMENTS Canada EMTN Domestic Bonds CP Prog. ABS USA 144a / RegS PP EMTN CP Prog. ABS Europe, UK & CH EMTN Program EUR CP Program IT& HU, UK & CH: - Domestic Bonds ABS Turkey Domestic Bond Prog. Australia EMTN Domestic CP Prog. ABS Malaysia Domestic Bond Prog. Japan Domestic CP Prog. EMTN ABS Korea Domestic Bond Prog. ABS China Domestic Bond Prog. ABS India Domestic CP Prog. Taiwan Domestic CP Prog. Bonds ABS Bank Loans Currency Volume % Currency Volume % Currency Volume % Currency Volume % EUR 26,9 49% MYR 0,4 1% USD 8,5 52% AUD 1,0 6% 110 banks providing funding of EUR 24 bn USD 20,7 38% AUD 0,4 1% EUR 2,5 16% JPY 0,9 6% in 30 countries CNY 2,6 5% KRW 0,4 1% CNY 1,7 10% CAD 0,0 0% GBP 1,5 3% JPY 0,3 1% GBP 1,6 10% CAD 0,8 1% ZAR 0,3 0% CHF 0,5 1% Other (HUF, HKD, 0,6 1% INR, TRY) Total (EUR bn) 55 Currencies 15 Total (EUR bn) 16 Currencies 7
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72 MERCEDES - BENZ GROUP’S FINANCIAL KPIS SET TO SUPPORT A STRONG RATING Agency Long-term Outlook Short-term S&P: A negative A-1 Moody's: A2 stable P-1 DBRS: A negative R-1 (low) Current Credit Ratings
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73 73% 75% 86% 83% 79% 74% 85% 100% 100% 104% 113% 0% 10 20% 30 40% 50 60% 70 80% 90 100% 110 0.0% 1.0 2.0% 3.0 4.0% 5.0 6.0% 7.0 8.0% 2020 1.1%1.8% 2017 2021 1.8% 2.6% 2015 2022 3.2% 2018 1.0% 2023 3.8% 1.9% 2019 2024 4.1% 0.4% 2016 2025 3.4% FUNDED RATIO OF PENSION OBLIGATIONS AT APPROX. 113% Solid capital structure: on a net basis. No more pension provisions since 12/2022 +40%pts Funded Ratio improved in 2025 due to rising discount rates Funded Ratio Daimler Group Funded Ratio MB Group Discount Rate Germany (rhs scale) Mercedes-Benz Group (excl. Truck) 2015 2016 2017 2018 2019 2020 202420232022 20252021 -7.4 1.9 -7.8 2.4 -4.5 3.7 -4.3 0.5 -5.9 0.5 -8.1 0.6 -4.3 0.5 0.1 1.5 0.1 0.1 0.9 0.1 2.6 0.2 Pension Net Provision/Net Asset of Daimler Group of MB Group Contributions (Daimler- & MB-Group) Funded Ratio in % Discount Rate in % Daimler Group
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74 Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding IV. Results FY 2025
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75 1. Strategy Execution • Biggest product launch program in our history started in 2025 with world premieres of the new CLA, GLC and GLB. • Successful CLA market introduction : our first s oftware - defined vehicle is awarded Car of the Year 2026 and Best Performer in Euro NCAP , among others. • New upgraded S - Class unveiled, powered by MB.OS and new V8 , continuing 140 years of innovation. • AMG GT XX sets a total of 25 performance records , offering a glimpse of our forthcoming four - door series - production sports car. • Pioneering technology through our AI - powered MB.OS roll - out and automated driving , including point - to - point assisted driving in the U.S. and China, and new S - Class L4 robotaxi offering. • Increasing resilience with strict cost discipline and enhanced operational efficiencies. 2. Sales Development • Total car sales - 9% lower YoY, Top - End vehicles with strong performance , reaching a 15% sales share . G - Class achieved its strongest sales to date in 2025. • BEV car sales gained strong momentum in the second half of the year, up +23% vs. H1 2025. Order intakes for the new electric CLA and GLC significantly exceeded expectations with order books filled well into H2 2026. • Total van sales - 11% lower YoY, eVans sales up by +46% YoY driven by improved availability, reaching an 8% sales share . Executive Summary 2025 – 1/2 – Mercedes - Benz –
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76 3. Financial Performance • Next Level Performance: Cost savings supporting positive EBIT contribution of EUR >3.5 bn for Cars in FY25. • Cars RoS adj. at 5.0% incl. tariffs for FY25 , well within guidance range (4% to 6%). • Vans RoS adj. double - digit at 10.2% for FY25 , above guidance range (8% to 10%). • FS RoE adj. at 9.7% for FY25 , above guidance range (8% to 9%). • Group EBIT adj. at EUR 8.2 bn incl. tariffs for FY25; as flagged EBIT at EUR 5.8 bn driven by exceptional restructuring charges. • Strong cash generation in a dynamic environment : Free Cash Flow (IB) of EUR 5.4 bn in FY25. 4. Outlook • Cars RoS adj. 3 to 5%, Vans RoS adj. 8 to 10%, FS RoE adj. 10 to 12%. • Group EBIT significantly above and FCF (IB) slightly below prior - year level. • Additional cash proceeds from M&A divestments targeted. 5. Capital Allocation • Delivering on capital allocation policy: Distributed dividend of EUR 4.1 bn and launched a new share buyback program of up to EUR 2.0 bn, supporting a total shareholder return of more than 20% in 2025. • Dividend of EUR 3.50 per share proposed and continuation of share buybacks beyond current program envisaged. Executive Summary 2025 – 2/2 – Mercedes - Benz –
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77 In a dynamic environment, Mercedes - Benz delivered an adjusted EBIT of EUR 8.2 bn and generated a Free Cash Flow of EUR 5.4 bn – Mercedes - Benz Group: Key Figures – 2025 figures preliminary and unaudited. * EBIT adjusted. Earnings per share in euros 2024 2025 10.19 5.34 2024 2025 145.6 132.2 Revenue in billion euros - 9% - 48% Free Cash Flow (IB) in billion euros 2024 2025 9.2 5.4 Net Industrial Liquidity in billion euros 2024 2025 31.4 32.2 EBIT / EBIT adj. in billion euros 13.6 2024 5.8 2025 13.7 * 8.2 * - 40% - - 41% +2% Share buyback: EUR ~2 bn started. Dividend: EUR 4.1 bn paid out.
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78 – Mercedes - Benz Group: Reconciliation from CFBIT to Free Cash Flow – 951 550 140 350 442 - 1,804 5,227 5,414 5,856 Mercedes - Benz Cars Free Cash Flow (industrial business) adjusted Mercedes - Benz Vans Income taxes paid Interest paid / received Effects from pensions Other reconciling items Free Cash Flow (industrial business) Adjustments in million euros Legal proceedings +190 Restructuring +338 M&A transactions - 86 Strong cash generation in a dynamic environment with Free Cash Flow of EUR 5.4 bn
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79 Strong cash generation in a dynamic environment with Free Cash Flow of EUR 5.4 bn – Mercedes - Benz Group: Net Industrial Liquidity – 31.4 6.3 1.5 7.1 - 9.5 0.1 - 4.1 - 0.3 - 0.2 32.2 Net Industrial Liquidity 12/31/2024 Others* Earnings and other cash flow impact Working capital impact Depreciation and amortization / impairments Additions to PP&E and intangible assets Investments in and disposals of shareholdings Share buyback Free Cash Flow (industrial business) FY 2025: EUR 5.4 bn * Mainly FX effects , transactions related to MBFS and dividends to minority shareholders . Net Industrial Liquidity 12/31/2025 in billion euros Dividend
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80 Mercedes - Benz Group: Gross Liquidity – Mercedes - Benz Group: Gross Liquidity – 18.4 16.7 3.8 5.4 2.9 0.5 6.6 6.5 0.7 3.2 New Bonds Dividend Payment FX + Other (LIB) Liquidity Dec 2025 -0.3 Share Buyback IB FCF FS FCF Other Debt -7.3 ABS Maturities New ABS -13.2 Liquidity Dec 2024 -4.322.2 19.8 Bond Maturities Financial Services Industrial Business * Including accounting related accrued interest Note: Figures may not be additive due to rounding. In billion euros *
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81 Mercedes - Benz Group: Financial flexibility over a 12 - month period Q4 2025 – Mercedes - Benz Group: Financial Flexibility – Gross industrial liquidity at €16.7 billion Financial flexibility supported by €11 billion revolving credit facility (not utilized) Available or accessible liquidity Maturities over next 12 months Other incl. Fin. Lease Bank loans Bonds Account Deposits Commercial Paper Credit facility Liquidity MBFS Liquidity Industrial Business ABS potential Daimler Truck stake Financial flexibility supported by 30% Daimler Truck stake 47 31 in billions of EUR
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82 Top - End and electric vehicle shares increased, G - Class posted its strongest sales to date – Mercedes - Benz Cars: Top - End and Electric Vehicle Unit Sales – * w/o double counting (e.g. G63, S - Class, Maybach). ** incl. smart. 281 1,167 535 2024 268 1,050 483 2025 Top - End Core Entry ** 1,983 1,801 42 21 140 127 2024 48 20 142 106 2025 G Maybach AMG S, EQS, GLS, EQS SUV 281* 268* - 9% - 5% + 0% Total MB Cars in thousand units Top - End in thousand units Electric vehicles in thousand units 185 183 2024 169 200 2025 BEV** PHEV 368 369 Share in % of volume 14% 15% 19% 20%
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83 2024 2025 107.8 96.4 Cars achieved an adjusted EBIT of EUR 4.8 bn and adjusted CFBIT of EUR 5.5 bn – Mercedes - Benz Cars: Financials – 68.1 ASP * 71.0 * ASP = Average Selling Price in thousand euros excl. smart, BBAC sales and pbp revenues. 2024 2025 1,983 1,801 Sales in thousand units - 9% Revenue in billion euros - 11% - EBIT adj. in billion euros 2024 2025 8.7 4.8 - 45% CFBIT adj. in billion euros 2024 2025 9.1 5.5 - 39%
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84 Cost savings yielding positive EBIT contribution of EUR >3.5 bn for Cars 677 185 - 5,815 - 1,498 - 42 - 141 - 1,209 8,677 2,730 4,773 3,564 in million euros EBIT adjusted 2024 Volume / structure / net pricing Foreign exchange rates Industrial performance Selling expenses General administrative expenses Research & non - capitalized development costs Others EBIT adjusted 2025 Adjustments EBIT 2025 Material cost savings and efficiencies in production Lower SG&A costs – Headwinds from foreign exchange rates and tariffs – Lower unit sales and negative net pricing – Lower China/BBAC contribution Legal proceedings - 2 Restructuring - 1,191 M&A transactions - 16 Gross Profit - 4,583 RoS : 8.1% RoS : 5.0% RoS : 3.7% – Mercedes - Benz Cars: Financials –
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85 Continued Cash Flow discipline supported strong CFBIT adjusted of EUR 5.5 bn – Mercedes - Benz Cars: EBIT to CFBIT – 308 5 - 7,609 6,431 3,564 1,217 1,619 5,227 5,535 EBIT 2025 CFBIT adjusted 2025 Change in working capital Net financial investments Net investments in PP&E and intangible assets Depreciation and amortization / impairments Others CFBIT 2025 Adjustments in million euros Legal proceedings +97 Restructuring +276 M&A transactions - 65 t/o At - equity BBAC - 761 Dividend BBAC +917 t/o Inventories +434 Trade receivables +781 Trade payables +2 CCR: 1.5 CCR: 1.2
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86 2024 2025 19.3 17.1 Vans achieved a solid EBIT adjusted of EUR 1.8 bn while investing in new architecture – Mercedes - Benz Vans: Financials – 2024 2025 406 359 Sales in thousand units - 11% Revenue in billion euros - 11% - EBIT adj. in billion euros 2024 2025 2.8 1.8 - 38% CFBIT adj. in billion euros 2024 2025 2.8 1.0 - 63% 8% xEV share 5%
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87 In a competitive market environment, Vans maintained a double - digit return on sales adjusted – Mercedes - Benz Vans: EBIT & RoS – 58 12 29 - 947 - 104 - 31 - 87 - 446 2,825 1,755 1,309 EBIT adjusted 2024 Volume / structure / net pricing Foreign exchange rates Industrial performance Selling expenses General administrative expenses Research & non - capitalized development costs Others EBIT adjusted 2025 Adjustments EBIT 2025 Healthy mix supported by improved product substance Lower expenses for product - related measures – Significantly lower sales and negative net pricing – Costs for achieving CO2 compliance – Unfavorable foreign exchange rate development Gross Profit - 993 RoS : 14.6% RoS : 10.2% RoS : 7.6% in million euros Legal proceedings +8 Restructuring - 89 M&A transactions - 365
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88 CFBIT reflects investments in our next - generation Vans portfolio – Mercedes - Benz Vans: EBIT to CFBIT – 951 268 73 746 91 - 2,105 660 1,309 1,042 EBIT 2025 CFBIT adjusted 2025 Change in working capital Net financial investments Net investments in PP&E and intangible assets Depreciation and amortization / impairments Others CFBIT 2025 Adjustments in million euros Legal proceedings +91 Restructuring +21 M&A transactions - 21 t/o Inventories +151 Trade receivables +44 Trade payables +73 CCR: 0.7 CCR: 0.6
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89 Financial Services achieved EBIT growth of 12% – Mercedes - Benz Financial Services: Financials – 2024 2025 138.1 128.8 2024 2025 59.5 55.9 New Business in billion euros - 6% Contract Volume in billion euros - 7% EBIT adj. in billion euros 2024 2025 1.1 1.3 +12%
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90 Improved portfolio margin and efficiencies drove favorable EBIT development – Mercedes - Benz Financial Services: EBIT & RoE – 690 23 64 116 - 11 - 50 - 9 - 577 1,134 1,267 EBIT adjusted 2024 Adjustments Foreign exchange rates Cost of credit risk (COCR) Volume / margin Selling expenses General administrative expenses EBIT adjusted 2025 EBIT 2025 Others Ongoing efficiency measures leading to further cost improvements Positive development in portfolio margin – Higher cost of credit risk due to softer global economic outlook in million euros Legal proceedings - 422 Restructuring - 155 RoE : 8.7% RoE : 9.7% RoE : 5.3%
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91 Solid adjusted EBIT of EUR 8.2 bn achieved, with restructuring costs weighing on EBIT – Mercedes - Benz Group: EBIT – 440 - 2,415 4,773 1,755 1,267 8,235 5,820 t/o At - equity Daimler Truck +353 Mercedes - Benz Cars Mercedes - Benz Vans Mercedes - Benz Financial Services Reconciliation EBIT adjusted 2025 Adjustments EBIT 2025 in million euros Legal proceedings - 418 Restructuring - 1,616 M&A transactions - 381
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92 Mercedes - Benz Financial Services: Net credit losses* - Mercedes - Benz Financial Services: Net credit losses* - * As percentage of portfolio, subject to credit risk. 2009 0.83% 2010 0.43% 2011 0.34% 2012 0.37% 2013 0.31% 2014 0.24% 2015 0.31% 2016 0.26% 0.89% 0.21% 2018 0.26% 2019 0.33% 2020 0.21% 2021 0.20% 2022 0.29% 2023 0.41% 2024 0.44% 2025 2017
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93 Actuals FY 2024 Actuals FY 2025 Guidance FY 2026 Mercedes - Benz Cars Unit sales 1,983k units 1,801k units At prior - year level xEV share 19% 20% 21 to 23% Return on sales (adj.*) 8.1% 5.0% 3 to 5% Cash conversion rate (adj.**) 1.0 1.2 1.0 to 1.2 Investment in PP&E EUR 3.4 bn EUR 4.1 bn Slightly below R&D expenditure EUR 8.7 bn EUR 8.6 bn Significantly below Mercedes - Benz Vans Unit sales 406k units 359k units Slightly above xEV share 5% 8% 8 to 10% Return on sales (adj.*) 14.6% 10.2% 8 to 10% Cash conversion rate (adj.**) 1.0 0.6 0.1 to 0.3 Investment in PP&E EUR 0.6 bn EUR 1.2 bn Significantly above R&D expenditure EUR 1.0 bn EUR 1.1 bn Slightly above Mercedes - Benz Financial Services Return on equity (adj.*) 8.7% 9.7% 10 to 12% Mercedes - Benz Divisional Guidance 2026 – Mercedes - Benz Divisional Guidance 2026 – Please refer to the Disclaimer at the end of this presentation for additional context. * The adjustments include material adjustments if they lead to significant effects in a reporting period. These material adjustments relate in particular to legal proceedings and related measures, restructuring measures and M&A transactions. ** Adjusted Cash Flow before Interest and Taxes (CFBIT) divided by adjusted EBIT.
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94 Actuals FY 2024 Actuals FY 2025 Guidance FY 2026 Mercedes - Benz Group Revenue EUR 145.6 bn EUR 132.2 bn At prior - year level EBIT EUR 13.6 bn EUR 5.8 bn Significantly above Free Cash Flow (industrial business) EUR 9.2 bn EUR 5.4 bn Slightly below Mercedes - Benz Group Guidance 2026 – Mercedes - Benz Group Guidance 2026 – Please refer to the Disclaimer at the end of this presentation for additional context.
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95 Appendix
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96 Mercedes - Benz Group/Divisional Guidance Ranges* Significantly below Slightly below At prior - year level Slightly above Significantly above Revenue / Unit sales X < - 7.5% - 7.5% ≤ X < - 2% - 2% ≤ X ≤ +2% +2% < X ≤ +7.5% X > +7.5% EBIT (Group) X < - 15% - 15% ≤ X < - 5% - 5% ≤ X ≤ +5% +5% < X ≤ +15% X > +15% Free Cash Flow (industrial business) X < - 25% - 25% ≤ X < - 10% - 10% ≤ X ≤ +10% +10% < X ≤ +25% X > +25% Investments / R&D X < - 10% - 10% ≤ X < - 2.5% - 2.5% ≤ X ≤ +2.5% +2.5% < X ≤ 10% X > +10% * X = Actual Guidance Figure. – Mercedes - Benz –
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97 Investor Relations - Contacts – Mercedes - Benz – Alexander Jasperneite Analysts and Equity Relations Email: alexander.jasperneite@mercedes - benz.com Dirk van der Bank Analysts, Creditor and Equity Relations Email: dirk.van_der_bank@mercedes - benz.com Stephanie Dumke ESG, Annual General Meeting and Retail Investors Email : stephanie.dumke@mercedes - benz.com Visit our Investor Relations Website Click here or scan QR code below
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98 Disclaimer – Mercedes - Benz – This document contains forward - looking statements that reflect current views of the Mercedes - Benz Group about future events . The words “anticipate”, “assume”, “believe”, “estimate”, “expect”, “intend”, “may”, “can”, “could”, “plan”, “project”, “should” and similar expressions are used to identify forward - looking statements . These statements are subject to many risks and uncertainties, material examples of which include ( 1 ) an adverse development of global economic conditions, in particular a negative change in market conditions in the most important markets e . g . a shift in consumer preferences towards smaller, lower - margin vehicles ; a limited demand for all - electric vehicles ; a possible lack of acceptance of products or services which limits the ability to achieve prices and adequately utilize production capacities ; a decline in resale prices of used vehicles ; ( 2 ) the business outlook for companies in which the Mercedes - Benz Group holds a significant equity interest ; ( 3 ) the successful implementation of strategic cooperations and joint ventures ; ( 4 ) a deterioration of refinancing possibilities on the credit and financial markets ; ( 5 ) the effective implementation of cost - reduction and efficiency - optimization measures ; and ( 6 ) the resolution of pending governmental investigations or of investigations requested by governments and the outcome of pending or threatened future legal proceedings ; and other risks and uncertainties, some of which are described under the heading “Risk and Opportunity Report” in the current Annual Report or in the current Interim Report . Further examples for such risks include events of force majeure including natural disasters, pandemics, acts of terrorism, cyber - attacks, political unrest, armed or other conflicts, industrial accidents and their effects on sales, purchasing, production or financial services activities ; changes in currency exchange rates, customs and foreign trade provisions ; changes in laws, regulations and government policies (or changes in their interpretation), particularly those relating to vehicle emissions, fuel economy and safety or to the communication regarding sustainability topics (environmental, social or governance topics) ; price increases for fuel, raw materials or energy ; disruption of production due to shortages of materials or energy, labour strikes or supplier insolvencies . If any of these risks and uncertainties materializes or if the assumptions underlying any of our forward - looking statements prove to be incorrect, the actual results may be materially different from those we express or imply by such statements . The Mercedes - Benz Group does not intend or assume any obligation to update these forward - looking statements since they are based solely on the circumstances at the date of publication .