Mercedes-benz Group Ag · XETR:MBG
Mercedes-benz — Non-Deal Roadshow (2026)
79 slides from Mercedes-benz's roadshow presentation, 2026
Slide 1: Roadshow Presentation Q1 2026
ROADSHOW PRESENTATION Q1 2026 Mercedes -Benz Group AG
Slide 2: Agenda
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. Mercedes -Benz Vans III. Re
Slide 3: As rules shift, we gear up with even greater drive
AS RULES SHIFT, WE GEAR UP WITH EVEN GREATER DRIVE WE’RETURNING OUR STRENGTHS INTO MOMENTUM 3
Slide 4: 140 years ago, we invented the automobile
140YEARS AGO,WEINVENTED THE AUTOMOBILE– AND WEARE STILL SHAPING ITS FUTURE. 4
Slide 5: Five reasons for confidence
FIVE REASONS FOR CONFIDENCE. MERCEDES -BENZ IS DETERMINED TO DELIVER Biggest product Next Taking Increasing Attractive launch generation performance resilience & reshaping shareholder programme of MB tech to next level global footprint returns 5
Slide 6: Agenda
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. Mercedes -Benz Vans III. Res
Slide 7: The original and most valuable luxury car brand
MERCEDES-BENZ – THE ORIGINAL AND MOST VALUABLE LUXURY CAR BRAND Heritage: Formula 1: Mercedes -Benz is built on constant reinvention The power of F1 for our brand 827 mn 114mn global fanbase 2 social media followers 2 $50 bn 1 Mercedes -Benz brand value 2025 7 1 Interbrand: Best Global Brands 2025 2
Slide 8: What makes a car a Mercedes-Benz?
WHAT MAKES A CAR A MERCEDES -BENZ? THE PERFECT COMBINATION OF EXTRAORDINARY DETAILS Safety Quality Comfort Intelligence Design Trustworthy Engineering Effortless Hyper -personalized Sensual responsibility excellence comfort user experience purity 8
Slide 9: Our strategic midterm goals
THE DESTINATION IS SET: OUR STRATEGIC MIDTERM GOALS ~2.0 m sales volume >15% Top -End sales growth 2x xEV share 9 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
Slide 10: Product launch program: more than 40 new models from 2025
PRODUCT LAUNCH PROGRAM GAINING TRACTION: MORE THAN 40 NEW MODELS FROM 2025 -2027 2025 2026 2027 ICE Top -End SL MM SL PureSpeed S-Class S-Class LWB* GLS Mabyach S-Class BEV EQS ICE Core GLE GLE Coupé BEV C-Class GLC GLC LWB* ICE Entry CLA GLB CLA SB BEV CLA CLA LWB GLB CLA SB 10 *LWB = Long -Wheel B
Slide 11: The Core segment remains the backbone
THE CORE SEGMENT REMAINS THE BACKBONE. WE WILL COMPLETE OUR PORTFOLIO ACROSS ALL POWERTRAINS. GLE GLE Coupé Electric C-Class: Modern intelligence meets Powerful, commanding, Combines sportiness commanding performance intuitive, expressive and comfort 11
Slide 12: Solidifying and expanding the Top-End segment
SOLIDIFYING AND EXPANDING THE TOP-END SEGMENT. S-CLASS, S-CLASS MAYBACH AND GLS REDEFINED. S-Class Mercedes-Maybach S-Class GLS Refined in every True class runs The S-Class of SUVs detail deep redefines comfort 12
Slide 13: World premiere of Mercedes-AMG GT 4-Door Coupé in May 2026
WORLD PREMIERE OF MERCEDES- AMG GT 4-DOOR COUPÉ IN MAY 2026 AMG.EA enters series production: launch of new 4 -door Coupé this year followed by new SUV 13
Slide 14: Product pipeline drives midterm growth target
PRODUCT PIPELINE DRIVES MIDTERM GROWTH TARGET GLOBAL SALES 1 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 ~2,000 1,801 Midterm growth targets ▪ Targeted sales
Slide 15: Focus on Top-End and BEV
FOCUS ON TOP-END AND BEV TOP -END 1 Top -End Vehicles >300 ▪ Solidify Top -End share in target corridor from 14% to 15%. 268 Midterm Top -End volume increase driven by AMG product Top-End momentum, particularly in the important AMG mid -size share 14.9% 14-15% >15% segment (GLC; C) and portfolio exp
Slide 16: Product substance translating into sales and revenue growth
PRODUCT SUBSTANCE TRANSLATING INTO SALES AND REVENUE GROWTH 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 developm
Slide 17: Agenda
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. Mercedes-Benz Vans III. Resul
Slide 18: 140 years of innovation, pioneering spirit never stronger
WE’RE PROUD OF 140 YEARS OF INNOVATION– AND OUR PIONEERING SPIRIT HAS NEVER BEEN STRONGER 18
Slide 19: Desirable HEV and BEV line-up from Entry to Top-End
WE OFFER BOTH DESIRABLE HEV AND BEV IN AN UNCOMPROMISING LINE- UP FROM ENTRY TO TOP-END BATTERY ELECTRIC … ELECTRIFIED DRIVETRAIN & … COMBUSTION ENGINE TOP-END TOP - END & CORE Uncompromising through dedication to battery - & hybrid-electric vehicles Catering to the most demanding customer CORE requ
Slide 20: Mercedes-Benz customers have full choice
MERCEDES-BENZ CUSTOMERS HAVE FULL CHOICE HIGH -TECH ELECTRIFIED COMBUSTION ENGINES (EU7 -READY) 4 cylinders 6 cylinders 8 cylinders petrol & diesel petrol & diesel petrol 2026: new S -Class Most comprehensive powertrain update ever, incl. electrified V8 & long -range PHEV 20
Slide 21: Every new Mercedes-Benz will be software-defined
EVERY NEW MERCEDES-BENZ WILL BE SOFTWARE-DEFINED. IT’S THE FOUNDATION TO ELEVATE THE DIGITAL CUSTOMER EXPERIENCE. Chip -to-Cloud User Experience ADAS Own architecture with Integration of local leverage fleet data to full OTA capability partners & AI functions continuously add functionality 21
Slide 22: MB.OS: the AI-enhanced superbrain
MB.OS: THE AI- ENHANCEDSUPERBRAIN OUR SDV ARCHITECTURE WITH FUNCTIONAL ZONES AD & MBUX Vehicle & Drive Controller High-performance as service providers computing with state of the for functional zones art SoC by NVIDIA & AD Qualcomm Computer MBUX Vehicle Drive Computer Controller Controller Service
Slide 23: We're rolling out MB.OS with lightning speed
WE’RE ROLLING OUT MB.OSWITH LIGHTNING SPEED EVERY NEW MERCEDES -BENZ ACROSS ALL SEGMENTS & DRIVETRAINS, IS SOFTWARE -DEFINED CUSTOMERS WILL BENEFIT FROM MB TECH STACK Body & Comfort Infotainment Automated Driving Driving & Charging 23
Slide 24: Robotaxi ecosystem powered by strategic partnerships
ROBOTAXI ECOSYSTEM POWERED BY STRONG STRATEGIC PARTNERSHIPS North America Europe Middle East Asia FLEET PARTNERS HARDWARE PARTNER SOFTWARE PARTNERS 24
Slide 25: Cutting edge AI models with classical AV stack
MERCEDES COMBINES CUTTING EDGE AI -MODELS WITH CLASSICAL AV STACK TO ENSURE BEST-IN-CLASS SAFETY USER EXPERIENCE & STAGING MOTION CONTROL End - to- End AI Model POLICY AND SAFETY EVALUATOR CLASSICAL AV STACK MB.DRIVE ASSIST PRO MB.OS SENSORS + NVIDIA ORIN X 25
Slide 26: Comprehensive sensor set and built-in supercomputer
EVERY MERCEDES COMES WITH A COMPREHENSIVE SENSOR SET & A SUPERCOMPUTER BUILT-IN Comprehensive sensor setup High-performance computing …opens up new possibilities for continuous ADAS Tele & Wide- Mid-Range 12 × Ultrasonic 4 × Corner and traffic safety improvements angle Camera Radar Sensors Radar Ant
Slide 27: Agenda
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. Mercedes -Benz Vans III. Res
Slide 28: Intensifying efforts to reduce costs and prioritise funding
WE’RE INTENSIFYING OUR EFFORTS TO FUNDAMENTALLY REDUCE COSTS ANDPRIORITISE FUNDING Production cost Material cost Fixed costs Investments >10% reduction >8% reduction 10% reduction 10% reduction 2027+* 2027+* until 2027* until 2027* 28 *vs. Act 2024
Slide 29: Next level production
NEXT LEVEL PRODUCTION 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 exte
Slide 30: Material cost reduction and cost engineering
MATERIAL COST REDUCTIONAND COST ENGINEERING MATERIAL COST REDUCTION 2027+ vs. act 2024 >-8% without raw mats & product enhancements >-2% achieved in 2025 -10% going forward ▪ Leveraging the global footprint and network to strengthen local -for-local and best -cost -country sourcing ▪ Radical cost en
Slide 31: BEV/ICE margin parity by end of the decade
BEV/ICE MARGINPARITY BY END OF THE DECADE BATTERY COST REDUCTION ▪ 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
Slide 32: Investment peak behind us
INVESTMENT PEAK BEHIND US CASH -VIEW R&D and PP&E 1 -10% 12.1 12.7 ~12.0 Disciplined investment policy: 3.4 4.1 ~11.0 PP&E ▪ Peak of tech investments (MB.OS, ADAS, EV and ICE drivetrain) behind us 8.7 8.6 R&D ▪ Proliferation of the tech stack into the entire product portfolio BEV, ▪ Peak of invest i
Slide 33: Significant fixed cost reduction achieved
SIGNIFICANT FIXED COST REDUCTION ACHIEVED FIXED COST REDUCTION 1 Streamlining of all business functions (net of inflation) ▪ Use of attrition As percentage of revenue: ▪ Personal cost reduction programme ~14% ~10% ~9% ▪ Reduction of management positions (span & layers) and introduction of dual roles
Slide 34: Agenda
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. Mercedes -Benz Vans III. Res
Slide 35: Tailoring industrial base to market demand
TAILORING INDUSTRIAL BASE TO MARKETDEMAND GLOBAL PRODUCTION CAPACITY 1 Continuous focus on streamlining capacities 2026: ca. 2.4 m units ( -120 k vs. 2024) ▪ German plant capacity of ca. 900 k units; 300 k units per plant EUROPE/ ▪ End of production at joint venture plant in AMERICAS ASIA REST OF WO
Slide 36: Strengthening local-for-local from 60% to 70%
STRENGTHENINGLOCAL-FOR-LOCAL FROM 60% TO 70% TARGET GLOBAL PRODUCTION NETWORK 1 USA: Our “Home of mid and large SUVs” ▪ Substantial invest in US production to support volume growth; next generation of GLC USA EUROPE CHINA to be localised in Tuscaloosa Local - for - local share ▪ Export of large SUVs
Slide 37: Europe: profitable growth through targeted portfolio strategy
PROFITABLEGROWTHTHROUGHTARGETEDPORTFOLIOSTRATEGY ANDFOCUSON BEVMOMENTUM 10% Top-End share (Actuals MB 2025) Closing of white spots (e.g. C -Class & GLC BEV) EU-specific products (e.g. Shooting Brake BEV) 50% Entry share (Actuals MB 2025) EUROPE Optimised channel mix (e.g. fleet) Further rollout agen
Slide 38: USA: ambition 400k units
IN THEUSA, AMBITION 400UNITSWITHFOCUSON K US-TAILOREDSUV & TOP-ENDMODELSANDLOCALISATION 30% Top-End share (Actuals MB 2025) Leveraging US-tailored SUVs USA Launching I6 & new V8 AMG engines 75% SUV/SUC share (Actuals MB 2025) Introducing high - performance BEVs 16% of sales in 2025 85% (~285 k units
Slide 39: Overseas: dedicated strategy for each market
INVESTIN OVERSEASREGIONSWITHA DEDICATED STRATEGYFOREACHMARKET Asia (outside of China) Attacking new growth Leveraging production segments (e.g. VLE/VLS) network incl. China Middle East OVERSEAS Fully utilising trade agreements Foster brand experience via regional brand centres ~18% of sales in 2025
Slide 40: Leading position in China
LEADING POSITION IN CHINA DESPITE MAJOR SHIFTS IN PREMIUM MARKET No. 1 > RMB 400 k 24% market share > RMB 1m Tech & product Next-level localisation > 30% market share offensive of large luxury sedan China 7M China customer base Premium performance segment for AMG 7 China -dedicated models 100% China
Slide 41: Accelerate in the unique ecosystem
ACCELERATE IN THE UNIQUE ECOSYSTEM Leading partnerships & local technology stack – purely Mercedes -Benz UNCOMPROMISING VALUES LEADING PARTNERSHIPS 41
Slide 42: Delivering on targets: cost and efficiency
DELIVERING ON TARGETS: Cost & efficiency as principles Stringent Targets to Achieve by 2027* >-10% Local material cost >-20% Variable production cost -20% Fixed cost Continued production footprint optimisation 42 *Compared to 2024 figures
Slide 43: Agenda
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. Mercedes-Benz Vans III. Resul
Slide 44: Strategic margin target of 8-10% including tariffs
STRATEGIC MARGINTARGET OF 8-10%INCLUDINGTARIFFS MB CARS MARGIN CORRIDOR 1 External factors and market environment ▪ Full -year tariff effect of 150 -200 basis points with limited midterm mitigation levers ▪ Adverse foreign exchange effects 8 - 10% Ramp - up Ramp -up year 2026 2026 ▪ Product ramp -up
Slide 45: >130% total shareholder return between 2019 and 2025
>130% TOTAL SHAREHOLDER RETURN BETWEEN2019 AND 2025 Schematic graph CASH GENERATED CASH RETURNED AND NET INDUSTRIAL SINCE 2019 SPIN -OFF TO SHAREHOLDERS LIQUIDITY Total MB Daimler Shareholder Return 2019-2025 >€50 bn Group Truck 2025 >30% Share price >130% 1 >€30 bn >€30 bn (>20% in 2025) 2024 + Sha
Slide 46: Benchmark capital allocation framework
BENCHMARKCAPITAL ALLOCATIONFRAMEWORK SHAREHOLDER RETURN 2025 -2026 in billion euros 2025 2026 ▪ Payout of 100% of free cash flow FCF IB 5.3 >4 ▪ Proceeds from major M&A will increase shareholder Potential proceeds from M&A 0,1 ~2 return according to our capital allocation framework Dividend 4.1 3.4
Slide 47: Agenda
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. Mercedes-Benz Vans III. Resul
Slide 48: Mercedes-Benz Vans strategy
MERCEDES-BENZ VANS STRATEGY We will offer the world’s most desirable vans and services Elevate Focus Expand Deliver Lower our position as the on profitable customer base and a world leading cost base, improve leading partner in growth grow lifetime value product experience industrial footprint comme
Slide 49: Our products keep the world running
OUR PRODUCTS KEEP THE WORLD RUNNING Private Usage Services & Crafts Rental Construction CEP & Logistics Trade & eGrocery Private 17% Commercial 83% Recreational Deployment & People Mover Manufacturing Vehicles Municipal Ordered according to sales volume of Mercedes Benz Vans in Europe (GER, FR, IT,
Slide 50: New modular and scalable van architecture
NEW MODULAR AND SCALABLE VAN ARCHITECTURE (VAN.EA | VAN.CA) Flexibility: Efficiency: Scalability: Flexible for changing customer Shared components reduces Facilitates easy scaling of production demand. Offering of latest technology development and production costs as volumes on same lines independen
Slide 51: All-new electric VLE starts a new era
WITH THE ALL-NEW ELECTRIC VLE, MERCEDES-BENZ VANS IS STARTING INTO A NEW ERA • First vehicle based on the new Van Architecture, writing the next chapter in the iconic 140 -year automotive history of Mercedes -Benz. • The best of two worlds: the VLE combines limousine -like ride and handling with MPV
Slide 52: Mercedes-Benz VLS and Mercedes-Maybach VLS
MERCEDES - BENZ VLS & MERCEDES - MAYBACH VLS: TOP - END - PORTFOLIO IN GRAND LIMOUSINES SEGMENT 52
Slide 53: Agenda
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. Mercedes-Benz Vans III. Resul
Slide 54: Executive Summary Q1 2026
– Capital Market Presentation Q1–2026 Executive Summary Q1 2026 1. Strategy Execution • Elevating the Top -End: Premieres of the new S -Class, EQS, GLS and Mercedes -Maybach S -Class. • Advancing the Core: The all-new electric C -Class combines sportiness and comfort; new GLE bolsters the SUV portfo
Slide 55: A strong start to the year: biggest-ever product launch program continues
– Mercedes -Benz– A strong start to the year: Our biggest -ever product launch program continues S- Class GLS GLE C - Class VLE The benchmark in The S -Class of SUVs The modern expression A class of its own A new era of its segment redefining comfort of Mercedes DNA redefining the segment Grand Limo
Slide 56: Strengthening local presence in key markets
– Mercedes -Benz– We strengthen our local presence in key markets across technology, products and capital deployment Automated driving roll - out China - fit vehicles Driving U.S. growth U.S. launch of Point -to-Point All-new GLC L revealed in Beijing, SUV portfolio upgraded & assisted driving in 20
Slide 57: Group key figures Q1 2026
– Mercedes -Benz Group: Key Figures – Q1 performance in line with expectations, healthy Free Cash of EUR 1.9 bn reinforces our strong financial position Revenue EBIT Earnings per share Free Cash Flow (IB) Net Industrial Liquidity in billion euros in billion euros in euros in billion euros in billion
Slide 58: Cars: Top-End and electric vehicle unit sales
– Mercedes -Benz Cars: Top -End and Electric Vehicle Unit Sales – TEV share resilient, solid BEV growth supported by strong demand for electric CLA Total MB Cars Top - End Electric vehicles in thousand units in thousand units in thousand units -6% -5% -6% 446 65* 87 419 62* 81 65 11 G 62 Top-End 11
Slide 59: Cars: Financials
– Mercedes -Benz Cars:Financials– Cars achieved an adjusted EBIT of EUR 0.9 bn and strong adjusted CFBIT of EUR 3.4 bn Sales Revenue EBIT adj. CFBIT adj. in thousand units in billion euros in billion euros in billion euros -6% -5% -47% +22% 446 24.2 1.8 3.4 419 23.0 2.8 0.9 72.3 ASP * 66.7 Q1 2025 Q
Slide 60: Cars: EBIT and RoS
– Mercedes -Benz Cars: EBIT RoS & – Cars delivered Return on Sales adjusted of 4.1%, well within guidance range in million euros Efficiency gains in production, material and SG&A continued Gross Profit -1,376 1,768 Positive effects from R&D post funding peak – Lower contributions from China prof
Slide 61: Cars: EBIT to CFBIT
– Mercedes -Benz Cars: EBIT to CFBIT – Cars demonstrated strong cash generation even during model transition and-up ramp phase in million euros 1,586 2,824 83 785 3,430 2,645 -1,351 -1,306 CCR: 3.7 CCR: 3.3 809 Legal proceedings +44 t/o Inventories +146 t/o Restructuring +808 Trade receivables +109
Slide 62: Vans: Financials
– Mercedes -Benz Vans:Financials– Vans performance resilient, CFBIT reflects investments in new architecture Sales Revenue EBIT adj. CFBIT adj. in thousand units in billion euros in million euros in million euros -3% +1% -13% 83 80 4.1 4.1 475 612 415 1.3 CCR -0.3 adj. xEV 8% -134 6% share Q1 2025 Q
Slide 63: Vans: EBIT and RoS
– Mercedes -Benz Vans: EBIT RoS & – In a competitive market environment, Vans maintained a double -digit Return on Sales adjusted in million euros Gross Profit -65 475 19 415 -48 -2 392 -15 -2 -8 -4 -23 RoS : Ongoing cost efficiency 11.6% Positive effects from increased leasing portfolio RoS : R
Slide 64: Financial Services: Financials
– Mercedes -Benz Financial Services: Financials– Strong EBIT growth driven by continued portfolio margin improvements and efficiency gains New Business Contract Volume EBIT adj. in billion euros in billion euros in million euros -4% +1% +44% 13.6 128.8 130.1 413 13.1 287 RoE 13.3% 8.6% adj. Q1 2025
Slide 65: Group: EBIT
– Mercedes -Benz Group: EBIT – In a dynamic environment, Mercedes -Benz Group achieved solid EBIT of EUR 1.9 bn in million euros 131 1,904 413 12 1,773 415 933 Legal proceedings -4 t/o Restructuring -175 At-equity Daimler Truck +82 M&A transactions +310 Mercedes -Benz Mercedes -Benz Mercedes -Benz R
Slide 66: Reconciliation from CFBIT to Free Cash Flow
– Mercedes -Benz Group: Reconciliation from CFBIT to Free Cash - Flow Strong cash generation of EUR 1.9 bn despite restructuring payments of EUR 1.0 bn in million euros 983 2,840 2,645 95 -227 -152 -268 1,857 -236 Legal proceedings +87 Restructuring +976 M&A transactions -80 CFBIT CFBIT Income taxes
Slide 67: Net Industrial Liquidity
– Mercedes -Benz Group: Net Industrial Liquidity – Healthy Free Cash Flow supports our strong financial position in billion euros 1.7 2.7 0.1 0.2 33.8 32.2 -1.8 -0.5 -0.8 Free Cash Flow (industrial business) Q1 2026: EUR 1.9 bn Prior to dividend payout of EUR 3.3 bn in April 2026. Net Industrial Ear
Slide 68: Divisional Guidance 2026
– Mercedes -Benz Divisional Guidance2026– Mercedes -Benz Divisional Guidance2026 Actuals Actuals Guidance FY 2025 YTD 3M 2026 FY 2026 Unit sales 1,801k units 419k units At prior-year level xEV share 20% 19% 21 to 23% Mercedes -Benz Return on sales (adj.*) 5.0% 4.1% 3 to 5% Cars Investment in PP&E EU
Slide 69: Group Guidance 2026
– Mercedes -Benz Group Guidance2026– Mercedes -Benz Group Guidance2026 Actuals Actuals Guidance FY 2025 YTD 3M 2026 FY 2026 Revenue EUR 132.2 bn EUR 31.6 bn At prior-year level Mercedes -Benz EBIT EUR 5.8 bn EUR 1.9 bn Significantly above Group Free Cash Flow EUR 5.4 bn EUR 1.9 bn Slightly below (in
Slide 70: 2026 ramp-up continues to gain traction
– Mercedes -Benz– Our 2026 ramp -up continues to gain traction, supported by strong demand for -new allelectric models Customer order intake for BEVs in Europe up by +107% in Q1 2026 vs. Q1 2025 Order books for CLA, GLB and GLC filled well into H2 2026 Production for CLA and GLC running at Energy co
Slide 71: What's next is already on the way. Coming May 19.
What’s next is already on the way. Coming May 19. 71
Slide 72: Appendix
Appendix 72
Slide 73: Vans: EBIT to CFBIT
– Mercedes -Benz Vans- Mercedes -Benz Vans: EBIT to CFBIT in million euros 392 25 -87 t/o Inventories -299 Legal proceedings +43 Trade receivables -188 Restructuring +63 Trade payables +401 M&A transactions -13 124 CCR: CCR: 93 -0.3 -0.6 -134 -487 -194 -227 EBIT Change in Net financial Net investmen
Slide 74: Financial Services: EBIT and RoE
– Mercedes -Benz Financial Services - Mercedes -Benz Financial Services: EBIT RoE & in million euros 34 413 399 18 158 11 -14 287 -27 RoE : RoE : 13.3% 12.9% -68 RoE : 8.6% Positive development in portfolio margin continued Efficiency measures leading to cost savings – Cost of credit risk increa
Slide 75: Financial Services: Net credit losses
– Mercedes -Benz Financial Services - Mercedes -Benz Financial Services: Net credit losses* 0.89% 0.83% 0.43% 0.44% 0.37% 0.38% 0.34% 0.33% 0.31% 0.31% 0.41% 0.24% 0.26% 0.26% 0.21% 0.21% 0.29% 0.20% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 YTD 2026 * As p
Slide 76: BBAC Joint Venture
– Mercedes -Benz– BBAC (Beijing Benz Automotive Cooperation) Joint Venture Key Facts − BBAC is based on a trustful partnership with our long-term partner BAIC. − BBAC is the largest Mercedes-Benz production facility in the world, featuring local R&D for passenger cars. BBAC figures disclosed by MBG
Slide 77: Group/Divisional Guidance Ranges
– Mercedes -Benz– Mercedes -Benz Group/Divisional GuidanceRanges* Significantly At prior -year Significantly Slightly below Slightly above below level 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% <
Slide 78: Investor Relations - Contacts
– Mercedes -Benz– Investor Relations - Contacts Visit our Investor Relations Website Click here or scan QR code below 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
Slide 79: Disclaimer
– Mercedes -Benz– Disclaimer 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 exp