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CHINA UPDATE 30
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> RMB 400 k 24% market shareNo. 1 > RMB 1 m > 30% market share of large luxury sedans Premium performance segment for AMG in transaction price & residual value among premium OEMs TOP LEADING POSITION DESPITE MAJOR SHIFTS IN PREMIUM MARKET 31
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Valued customer base 7 m Customer satisfaction* No. 1 Users on Mercedes-Benz App** with 2.4 m monthly active users6 m LEVERAGING THE FOUNDATION: EXCELLENCE AT EVERY TOUCHPOINT *2025 China Automobile Aftersales Customer Satisfaction (CAACS) **A holistic brand app covering vehicle control, brand engagement & e-commerce 32
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> 2.4 m Units OTA update -6% vs. 2024 Local material cost > 30 models Product enhancement > -15% vs. 2024 Network streamlined AFARI Early & strategic investment Bytedance Deepened partnership Momenta Joint series development 53% Upgraded to new retail format Wang Chuqin New brand ambassador L2 Urban/ highway rolled out 575 k Units retail FOCUSED VALUE GENERATION -15% vs. 2024 Capacity @ BBAC ACCELERATED INTELLIGENCE ELEVATED BRAND APPEAL EXPANDED FRIENDSHIP TREE OPTIMISED COST AGILITY IN 2025 - WE CALIBRATE. WE INVEST. WE SHAPE. 33
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ROAD AHEAD: CLEAR STRATEGY. FOCUSED IMPLEMENTATION. Tech & product offensive Next-level localisation Customer-centricity Operational excellence 34
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UNCOMPROMISING VALUES LEADING PARTNERSHIPS ACCELERATE IN THE UNIQUE ECOSYSTEM Leading partnerships & local technology stack – purely Mercedes-Benz 35
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CREATING NEW CUSTOMER EXPERIENCE: AI-powered voice assistant Immersive Entertainment Integration of top Chinese apps & content Intuitive AI Experience Curated recommendations & AI assistant powered by Doubao Enthusiastic Customer Feedbacks 97% monthly active users 36
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DEFINING SAFETY ENGINEERING IN ADAS: True Mercedes-Benz experience, co-developed with Momenta L2 Urban/Highway Navigation Seamless point-to-point navigation assisted driving Industry Leading Safety Standard Developed based on ASIL-D* Cooperative Steering 1st with natural human-machine interaction 37
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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 38
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More IntelligenceMore ComfortMore Space SETTING THE STAGE FOR FUTURE GROWTH Seven China-exclusive models 2025-2027 39
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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 40
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BBAC: EXTENDED PORTFOLIO WITH DEEPER LOCALISATION *ISO 14068-1:2023 >6m Vehicles Produced Humanoid Robots and Co - bots Elevating efficiency and quality gate AI 20 Localized Models by 2027 Material Cost Savings with the All New Electric GLC 30% Up to Certified Zero - Carbon Plant* 1 st 41
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Sustaining Net-Revenue Quality With strategic price and volume adjustments Continuing Retail Optimisation Up to 100% new retail format by 2027 Elevating Ownership and Brand Experience From exceptional service to priceless experiences Dedicated Top-End experience centres Enhance Direct-to-Customer Capabilities Continue to strengthen and optimise digital touchpoints as well as journeys with dealers RESILIENCE AS SUCCESS FACTOR: Value creation with competitive pricing and streamlined operations 42
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Local material cost Variable production cost Fixed cost >-20% -20% >-10% Targets by 2027* Continued production footprint optimisation DELIVERING ON TARGETS: Cost & efficiency as principles *Compared to 2024 figures 43
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100% CHINA FOCUS 7 M CHINA CUSTOMER BASE 7 CHINA-DEDICATED MODELS MERCEDES -BENZ IN CHINA 44
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FINANCIAL MOMENTUM 45
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Opportunities World economic outlook stable but moderate (~2.7% GDP growth on average 2026-28) Inflation expected to continue to decline leading to stable or lower interest rates in key markets Positive wealth effects from stock markets Solid momentum Economy to remain solid USA Global premium car market to expand slightly OVERSEAS MARKETS Solid momentum Stable development Gradual economic recovery EU Cautious view Competitive situation in China CHINA STABLE GLOBAL OUTLOOK WITH HETEROGENOUS MACRO AND MARKET MOMENTUM Challenges Geopolitical and trade conflicts with tariffs as ongoing financial burden Market electrification to continue at regionally different speeds 46
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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 47
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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-END1 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 48
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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 2026 onwards 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 49
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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 CAPACITY1 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 50
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GLE S-Class E-Class C-Class GLC MMA EUROPEUSA CHINA USA: Our “Home of mid and large SUVs” Substantial invest in U S production to support volume growth; next generation of GLC to be localised in Tuscaloosa Export of large SUVs mainly to EU and overseas m arkets 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-E nd and sedans to the world China: Our “Home away from home” with BBAC More than 80% of Chinese market served locally with lo calised GLE LWB by mid-2026. Fully tapping into Chinese production cost structure. Imports mainly Top-En d; 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 NETWORK1 1) schematic graph; strategic target of local-for-local production per region *AMG; G; Maybach **incl. AMG and Maybach 51
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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) 52
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MATERIAL COST REDUCTION AND COST ENGINEERING Leveraging the global footprint and n etwork to strengthen local-for-local and best-cost-country sourcing Radical cost engineering driven jointly b y R&D and purchasing teams from both OEM and supplier, focusing on development phase and lifecycle measures Design-to-c ost and further standardisation of components and modules Expanding the supply base with new p artners 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 53
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-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 g ap over lifecycle for MB.EA products Considering all costs incl. CO2 closing the BEV/ICE margin gap by end of this decade feasible 54
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INVESTMENT PEAK BEHIND US CASH-VIEW R&D and PP&E1 Disciplined investment policy: Peak of tech investments (MB.OS, ADAS, EV and ICE drivetrain) behind us Proliferation of the tech stack into the entire prod uct 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 55
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Streamlining of all business functions Use of attrition Personal cost reduction programme Reduction of management positions (span & layers) a nd introduction of dual roles Outsourcing to best-c ost countries or external service providers Sale of own reta il Germany Integration of MBFS and Sales & Customer Stringent s tandardisation, digitalisation and use of AI 2024 2027 -19% 2019 FIXED COST REDUCTION1 (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 56
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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-y ear 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 m aterialising in volume and mix, absorbing higher BEV share Next Level Performance yielding full benefits in v ariable and fixed costs Lower investments supporting cash conversion a nd generation MB CARS MARGIN CORRIDOR1 Strategic Target 1) schematic graph 57
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2019 – 2025 >€30 bn Dividend2 2021 + Share buyback 65% Daimler Truck Spin-off €7 B €25 B 2025 >€30 bn + >€50 bn >30% Share price3 + Dividends + 2019 – 2025 2019 2020 2021 2022 2023 2024 CASH GENERATED SINCE 20191 CASH RETURN TO SHAREHOLDERS1 NET LIQUIDITY1,4 2025 Total Shareholder Return 2019-2025 >130%5 (>20% in 2025) Internal Rate of Return 2019-2025 >13%5 >130% TOTAL SHAREHOLDER RETUR N BET WEEN 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) 58
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Payout of 100% of fr ee cash flow Proceeds from major M&A will increase shareholder re turn according to our capital allocation framework Proposed dividend of EUR 3.50 providing return s tability 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 ne t 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 ~6Cash 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 59
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FULL SPEED AHEAD FINANCIAL STRENGTH We remain cost-disciplined and generate attractive returns We reinvent our- selves as a team & as a company We rise to the competition with confidence We sharpen our competitive edge in every region We elevate the game for our customers CHINAGO-TO-MARKETTECHNOLOGY & PRODUCT TEAM & ENTERPRISE Mercedes-Benz GLC 400 4MATIC mit EQ-Technologie | Energieverbrauch kombiniert: 18,9 - 14,9 kWh/100km | CO₂-Emissionen kombiniert: 0 g/km | CO₂-Klasse(n): A Mercedes-AMG G 63 | Energieverbrauch kombiniert: 15,7‒14,7 l/100 km | CO₂-Emissionen kombiniert: 358‒335 g/km | CO₂-Klasse(n): G 60
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SALES & CUSTOMER EXPERIENCE UPDATE 17
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UNLOCKING BRAND POTENTIAL TO DRIVE PROFITABLE GROWTH 2025 Midterm target ~2.0 GLOBAL VOLUME TARGET (in million units) Top-End Share >15% ~40% xEV Share Superior Desirable Approachable LEVERS BRAND PRODUCTS CUSTOMER EXPERIENCE 1.8 18
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140 YEARS AGO, WE INVENTED THE AUTOMOBILE – AND WE ARE STILL SHAPING ITS FUTURE. 19
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4.9 Customer Satisfaction Sales & Service* Most valuable luxury automotive brand#1 #10 Most valuable brands in the world Billion brand value $50.1 STRONGEST BRAND . UNIQUE SUB -BRAND PORTFOLIO. HIGHLY SATISFIED CUSTOMERS. * Global 5-Star-Rater in 2025 | n > 1 millioncustomer feedbacks per year (Numbers according to Interbrand 2025) 20
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STRENGTHENING OUR BRAND THROUGH GREATER APPROACHABILITY AND EVERYDAY VISIBILITY WTA tournaments in 2026 30 >10 Brand studios in 2026 Licensed apartments until 2029 >14 k Sports sponsoring to connect with customers, prospects and fans worldwide – all year long – through tennis, F1, golf and beyond. Building brand presence in key cities, strengthening customer loyalty and activating new target groups. Licensing our brand to select luxury real-estate developers extends the Mercedes-Benz experience beyond automotive. SPORTS SPONSORING BRAND STUDIOS BRANDED REAL ESTATE 21
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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 22
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>40 New models 2025 - 2027 Entry Core Top-End +5 +5 ICE BEV +5 +11ICE BEV +11 +4 ICE BEV New models 2025 - 2027 REJUVENATED PORTFOLIO TO WIN CUSTOMERS ACROSS ALL SEGMENTS 23
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4.9 Customer satisfaction AMG Events (5-Star-Rater) Offering extraordinary customer experiences such as racing programs and exclusive Silver Arrow events CUSTOMER EVENTS SUPERIOR CUSTOMER EXPERIENCE TO DRIVE LONG -TERM LOYALTY Outlets transitioned to new retail concept >50% ~90% Service retention* and 28 m car park Accelerating modular retail concept rollout to provide a modern, seamless & digital in-store experience Providing innovative service offers, enhanced Customer Care Center and customer feedback management CUSTOMER SERVICE RETAIL NETWORK * 0 – 4 years after vehicle purchase 24
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New Car plus … INTEGRATION OF ALL CUSTOMER OFFERINGS UNDER ONE ROOF LEASE & FINANCE CUSTOMER SERVICE DIGITAL SERVICES INSURANCE ACCESSORIES Today, 70% lease/finance and/or service contract penetration rate* Further maximisation of customer lifetime value via integrated steering Competitive pricing: Price/volume steering based on AI-supported, data-driven elasticity analysis * Example: top-six financial services markets (w/o China). Penetration rate for leasing/finance and/or service contracts incl. extended warranty based on 2025 retail sales. 25
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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) 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) 26
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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 27
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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-Pacific (excluding China) Middle East Latin America India Turkey 28
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WE HAVE GOOD REASONS TO BE CONFIDENT 140 >40 2LAUNCHES BACK TO YEARS We build on one of the world’s strongest brands, elevating the customer experience We cover all key segments with an attractive and rejuvenated portfolio to address customers in all regions We set a clear path to profitable growth with dedicated regional growth strategies 29
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STRATEGY UPDATE
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AS RULES SHIFT, WE GEAR UP WITH EVEN GREATER DRIVE. WE’RE TURNING OUR STRENGTHS INTO MOMENTUM 2
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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/100kmCO₂-Emissionen kombiniert: 0 g/km | CO₂-Klasse(n): A 3
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OUR AREAS OF ATTACK FINANCIAL STRENGTH We remain cost-disciplined and generate attractive returns We reinvent our- selves as a team & as a company We rise to the competition with confidence We sharpen our competitive edge in every region We elevate the game for our customers CHINAGO-TO-MARKETTECHNOLOGY & PRODUCT TEAM & ENTERPRISE Mercedes-Benz GLC 400 4MATIC mit EQ Technologie | Energieverbrauch kombiniert: 18,9 - 14,9 kWh/100kmCO₂-Emissionen kombiniert: 0 g/km | CO₂-Klasse(n): A Mercedes-AMG G 63 | Energieverbrauch kombiniert: 15,7‒14,7 l/100 kmCO₂-Emissionen kombiniert: 358‒335 g/kmCO₂-Klasse(n): G 4
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CARBON -NEUTRALITY REMAINS OUR ULTIMATE GOAL … AMG GT XX tech with axial flux motors and direct-cooled battery to enter series production in 2026 NMC & LFP battery chemistries across the board in series vehicles and standardised electric drivetrain STRINGENT PLATFORM STRATEGY AMG.EA AS TECHNOLOGICAL MASTERPIECE CLA SB ladesäule 5
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HIGH-TECH ELECTRIFIED COMBUSTION ENGINES (EU7-READY) … WHILE 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 6
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EVERY NEW MERCEDES-BENZ IS SOFTWARE-DEFINED ACROSS ALL SEGMENTS & DRIVETRAINS, CUSTOMERS WILL BENEFIT FROM MB TECH STACK WE’RE ROLLING OUT MB.OS WITH LIGHTNING SPEED Infotainment Automated Driving Body & Comfort Driving & Charging 7
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WE’VE MADE MAJOR ADVANCES IN ASSISTED DRIVING – AND WE’RE JUST GETTING STARTED Hardware Operator Software EuropeNorth America Coming up L3 NEXT-GENERATION & L4 ROBOTAXI ECOSYSTEM Middle East Asia Today L2++ POINT-TO-POINT ASSISTED DRIVING Open to further partnerships 8
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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 DESIGN LANGUAGE: QUINTESSENTIALLY MERCEDES -BENZ Mercedes-Maybach SL 680 Monogram Series | Energieverbrauch kombiniert: 13,6l/100km | CO₂-Emissionen kombiniert: 309,0g/km | CO₂-Klasse: G Mercedes-AMG PureSpeed | Energieverbrauch kombiniert: 13,7 l/100 km | CO₂-Emissionen kombiniert: 312 g/km | CO₂-Klasse: G 9
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MAINTAINING MOMENTUM: SEVEN WORLD PREMIERES IN THE NEXT THREE MONTHS 10
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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 11
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WE STRENGTHEN OUR COMPETITIVENESS ACROSS REGIONS … USA OVERSEASEUROPE Growing our presence to unlock economic potential Seizing growth opportunities while rebalancing capacities Capitalising on growth potential 12
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… AND DOUBLE DOWN ON OUR CHINA PRESENCE Tech & product offensive Next-level localisation Customer-centricity Operational excellence Mercedes-AMG G 63 | Energieverbrauch kombiniert: 15,7‒14,7 l/100 kmCO₂-Emissionen kombiniert: 358‒335 g/kmCO₂-Klasse(n): G 13
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WE ARE REINVENTING OURSELVES – AS A TEAM AND AS A COMPANY WINNING ATTITUDE AI-DRIVEN ENTERPRISE TRANSFORMATION STRONG LEADERSHIP TEAM ADVANCED PILOTS WITH ROBOTICS 14
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WE’VE BUILT FINANCIAL STRENGTH AND WILL KEEP GENERATING ATTRACTIVE SHAREHOLDER RETURNS >130% Total shareholder return from 2019 to 2025 € 32.2 bn Net industrial liquidity in 2025 15
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WE’RE PROUD OF 140 YEARS OF INNOVATION – AND OUR PIONEERING SPIRIT HAS NEVER BEEN STRONGER 16