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Sustainability Meeting Paris: Presentations Charts Prof. Dr. Herbert Kohler
 

Sustainability Meeting Paris: Presentations Charts Prof. Dr. Herbert Kohler

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    Sustainability Meeting Paris: Presentations Charts Prof. Dr. Herbert Kohler Sustainability Meeting Paris: Presentations Charts Prof. Dr. Herbert Kohler Presentation Transcript

    • Prof. Herbert Kohler Vice President Group Research & Sustainability Paris, 28 September 20121 Titel der Präsentation in CorpoS Regular 9pt | Abteilung | Datum 1
    • Our world is changing – Individual mobility is changing, too. Globalization Shortage of resources Change of values • Global networks • Shortage of natural resources • “Green“ awareness • Worldwide cooperation • Demand for alternative energy sources • Individualization • Shifting of markets •… • Additional forms of mobility • Increasing competition • New communication channels Legislation Technology Urbanization • National emission regulations • Powertrain innovations • Mega-Cities • National safety ratings • New materials and procedures • Shortage of space • Customs & trade restrictions •… • New mobility requirements • Local production • Areas with restricted accessProf. Herbert Kohler / Daimler AG / 120920 2
    • Drive train portfolio for tomorrows mobilityDifferent use cases and options Long Distance Interurban Urban E 250 CDI BlueEFFICIENCY Efficient Internal Combustion Engines S 400 HYBRID Hybrids S 500 PLUG-IN HYBRID Plug-In smart fortwo electric drive Battery electric vehicles B-Class F-CELL Fuel cell electric vehiclesProf. Herbert Kohler / Daimler AG / 120920 3
    • Technology portfolio for sustainable mobility I. High-tech Combustion engines Electric vehicles with combustion engines with hybridization battery and fuel cell CDI, CGI, BlueTEC HYBRID, BlueTEC HYBRID, E-CELL, F-CELL Plug-in HYBRIDProf. Herbert Kohler / Daimler AG / 120920 4
    • CO2- Emissions of new cars registered in Germany in 2011 300 270 227CO2-Emissions (g/km) 240 210 199 180 159 153 151 151 150 142 120 30 * Mercedes-Benz Cars incl. smart and excl. Vans 0 ** BMW incl. Mini MBC* Audi BMW** Jaguar Porsche VW Volvo Source: Federal Motor Transport Authority (KBA); auto, motor und sport 5/2012 Prof. Herbert Kohler / Daimler AG / 120920 6
    • The new Actros: We set a fuel efficiency record again! Actros 1844 New Actros 1845 New Actros 1845 (Euro V) (Euro V) (Euro VI)% Fuel consumption: 27.1 25.1 25,1 25.9-1 l/100 km l/100 km l/100 km-2-6 -4.5 % -7.6 % Prof. Herbert Kohler / Daimler AG / 120920 7
    • The new Predictive Powertrain Control system reduces the fuel consumptionof the new Actros by up to -3% additionallyPredictive Powertrain Control: Overview 2 1 4 Steep hill Rolling 3 Hill Top 5 downhill Anticipatory EcoRoll Dip  By combining digital 3D maps and GPS information it is possible to generate an electronic horizon which is deployed to optimise shift points, gear steps and cruise control speed by anticipatory means  In this way a driving style adapted to the given topography is integrated into the automated powertrain control system which even experienced drivers with a good knowledge of the route, the load and the vehicles capabilities will barely be able to top  This leads to fuel savings of up to -3% (value attainable at unaltered speed; specific level dependent on the characteristics of the route concerned)  With this system, MB Trucks is the first company to offer a powertrain which controls the vehicle in a fully anticipatory manner; it rolls, accelerates AND changes gear in anticipatory mode – and in a way which is intuitively pleasant to the driver! 8
    • Technology portfolio for sustainable mobility II. High-tech Combustion engines Electric vehicles with combustion engines with hybridization battery and fuel cell CDI, CGI, BlueTEC HYBRID, BlueTEC HYBRID, E-CELL, F-CELL Plug-in HYBRIDProf. Herbert Kohler / Daimler AG / 120920 9
    • Hybrid vehicles of Mercedes-Benz 2012 Next Gen. S-Class 2009 2009 E300 BlueTEC HYBRID: 4.2 l/100km (109 g/km) 2012 S400 HYBRID: ML450 HYBRID: S500 Plug-In- HYBRID: 7.9 l/100km (186 g/km) 7.7 l/100km (182 g/km) 3.2 l/100km (74 g/km) E400 HYBRID: 37 mpg (adjusted)Prof. Herbert Kohler / Daimler AG / 120920 10
    • Scalable module hybrid system allows formaximum customer benefits and minimizes costsStandardized … can be combined with various … to meet world-widehybrid modules … vehicle/powertrain configurations … customer expectations! e-motor Wide model range… Superior products for ... ...  our customers world-wide Different body types… power electronics ...  Left hand HV-battery & right hand drive…  Gasoline … & Diesel engines… Prof. Herbert Kohler / Daimler AG / 120920 11
    • The world’s most economical luxury-class modelwithout any compromises in cargo capacity! Full-Size Hybrid E300 BlueTEC HYBRID[g CO2/km] 145 149 109 E300 BT HYBRID Active Hybrid 5 A6 Hybrid 4.2 l 6.2 l 6.4 lProf. Herbert Kohler / Daimler AG / 120920 12
    • Daimler Product Portfolio Alternative DrivetrainsDistribution and other Commercial Vehicles Freightliner M2e Hybrid Mercedes-Benz Atego Mercedes-Benz Vito E-CELL BlueTec HybridMercedes-Benz Sprinter NGT Mercedes-Benz NGT Econic FUSO Canter Eco Hybrid Prof. Herbert Kohler / Daimler AG / 120920 13
    • Daimler Hybrid-Bus: Mercedes-Benz Citaro G BlueTec HybridDiesel-Electric Hybrid Concept• Serial Hybrid power train• Up until now, the only hybrid bus which can run for some time on electricity only• Electric wheel hub motor• World wide largest Lithium-Ion battery in mobile application (max. 240 kW)Prof. Herbert Kohler / Daimler AG / 120920 14
    • Technology portfolio for sustainable mobility III. High-tech Combustion engines Electric vehicles with combustion engines with hybridization battery and fuel cell CDI, CGI, BlueTEC HYBRID, BlueTEC HYBRID, E-CELL, F-CELL Plug-in HYBRIDProf. Herbert Kohler / Daimler AG / 120920 15
    • More than 3.000 electric vehicles on the road since 2011Mercedes-Benz smart fortwo Mercedes-Benz Mercedes-Benz Mercedes-BenzA-Class E-CELL electric drive SLS AMG E-CELL B-Class F-CELL Vito E-CELL70 kW, 290 Nm 30 kW, 120 Nm 392 kW, 880 Nm 100 kW, 290 Nm 60 kW, 280 NmIn series production In series production Market entry in 2013 In series production In series production 250km 140 km 200 km 400 km 130 kmProf. Herbert Kohler / Daimler AG / 120920 16
    • Purely electric driving for everyone -smart fortwo electric drive in “large scale” production • E-motor: 55kW / 75hp peak • Top speed: 125 km/h • Li-Ion battery: 17.6 kWh • Range: 140km • Quick charging: 1hProf. Herbert Kohler / Daimler AG / 120920 17
    • Zero-Emission-Mobility and fascinating driving experience:SLS AMG E-CELL • E-motor: 392 kW • Torque: 880 Nm • Li-Ion battery: 48 kWh • 0-100 km/h: 4 secProf. Herbert Kohler / Daimler AG / 120920 18
    • Worldwide Fleet Operation with Daimler’s Battery Electric Vehicles World wide fleet operation in diverse demonstration projects in Northern America, Europe and Asia from 2010 Operation of 1500 electric smarts, 500 A-Class E-CELLs and 500 Vito E-CELL From 2012 the smart electric drive (phase 3) will be the first commercially sold battery electric vehicle from Daimler smart ed (phase 2) A-Class E-CELL Technical Data smart fortwo electric drive Vehicle A-Class E-CELL Vito E-CELL (phase 2) Output: 30 kW (41 PS) Output: 70kW (95 PS) Output: 60 kW (80 PS) Motor Torque: 120 Nm Torque: 290 Nm Torque: 280 Nm Range (NEFZ) 140 km 200 km 130 km Top speed 100 km/h (limited) 150 km/h 90 km/h (limited) Lithium-Ion-Battery, Lithium-Ion-Battery, Lithium-Ion-Battery, Battery Capacity: 16,5 kWh Capacity: 35,5 kWh Capacity: 36 kWh Vito E-CELL Daimler has the target to commercialize battery electric vehicles in the foreseeable futureProf. Herbert Kohler / Daimler AG / 120920 19
    • Worldwide Fleet Operation with Daimler’s Fuel Cell Electric Vehicles• New fleet operations has started in Germany, Europe and USA from 2010 B-Class F-CELL• Operation of 200 Mercedes-Benz B-Class F-CELL, 30 Citaro FuelCELL Hybrid Busses and 3 Mercedes-Benz HySys Sprinter• Worldwide largest Fuel Cell Fleet, over 4 mio. km operating experience• All fleet operations / demonstrations have to be recognized as first steps to a later commercialization Citaro FuelCELL Hybrid HySys Sprinter Daimler has the target to commercialize fuel cell vehicles in the foreseeable future Prof. Herbert Kohler / Daimler AG / 120920 20
    • Daimler B-Class F-CELL – Current generation of Fuel Cell vehicles A-Class F-CELL B-Class F-CELL 2004 – 2009 Technology demonstration 2009: Start small series production B-Class F-CELL: Size Power Consumption Range • Higher stack lifetime >2000h - 40% + 50% -30% +150% • Improved Performance (65kW 100kW) • Improved Reliability • Higher Range (160km 400km) [l/100km] • Improved cold start capability (-25 C°) [km] [kW] • Lithium-Ion Battery [l]Prof. Herbert Kohler / Daimler AG / 120920 21
    • Vehicle overlapping module strategy as precondition for economic viability Additional A-Class E-CELL High Energy Battery Common Parts 16,5 kWh / 30 kW Main Radiator Onboard-Charger 3,3 kW Citaro FuelCELL-Hybrid Integrated EE Cooling Pump Powertrain (IPT) E-Machine, Gearbox, Power Electronics 100 kW / 290 Nm Electric AC-Compressor Fuel Cell System (FCS) 80 kW H2 Tank System Size adaption (4kg / 35kg) B-Class F-CELLProf. Herbert Kohler / Daimler AG / 120920 22
    • Challenge of infrastructure – in the past and today Lack of public and private charging stations Lack of H2- infrastructure (production and retailing) 1888 – Lack of gas stations TodayProf. Herbert Kohler / Daimler AG / 120920 23
    • SummaryFinancial aspects Hydrogen Infrastructure Public Charging Infrastructure Investment [€] Investment [€] Startinvest for a minimal- infrastructure Number of vehicles Number of vehicles  H2-infrastructure requires start-up  The investment for public charging investments infrastructure is proportional to vehicle  In long term view the Business Case is sales positive  Negative Business Case for Public AC Charging stations expectedConclusion  Battery electric and fuel-cell electric vehicles will both be needed to achieve our CO2 reduction targets  Both technologies need supporting infrastructure. FCEVs in particular need a start invest to overcome the initial hurdle.  Joint efforts by industry and government have to prepare the markets and initiate infrastructure build-upProf. Herbert Kohler / Daimler AG / 120920 24
    • Mercedes-Benz F-CELL World Drive - maturity proven!Prof. Herbert Kohler / Daimler AG / 120920 25
    • Summary: With our technology portfolio we are prepared for the Future High-tech Combustion engines Electric vehicles with combustion engines with hybridization battery and fuel cell CDI, CGI, BlueTEC HYBRID, BlueTEC HYBRID, E-CELL, F-CELL Plug-in HYBRIDProf. Herbert Kohler / Daimler AG / 120920 26
    • And we are best in class today: VCD-environment-catalog 2012/2013: Brand Number of /    vehicles  Audi 18 (18) 1 (3) 6 (4) 5 (6) 6 (5) BMW 17 (15) 0 (0) 3 (1) 5 (5) 9 (9) Mercedes 23 (23) 2 (0) 4 (2) 12 (11) 5 (10) () result of the preceding year  when buying a car then one of these!  acceptable for ecological sensitive drivers  only passable when driving environmentally friendly  environmentally critical  environmentally questionableOEMs environmental engagement rating: Daimler /smart Volkswagen Peugeot / Citroën Position 1 2 3 Source: VDC Umweltliste 2012/2013 27
    • Things you need to know…Our achievements:• Over 50% of our new patent applications are in Green Technologies.• We are the first automotive manufacturer which certified passenger cars according to ISO standard 14062 "Design For Environment“.• 75% of our passenger cars consume less than 7 l/100km.• Our Mercedes-Benz cars have the lowest air resistance (Cd values) in every class.• smart is the global CO2 champion.• In Europe almost every sold E- and C-class is a BlueEFFICIENCY model.• Our S250 CDI is the first 5-Liter car in the luxury class.• Our Vito E-CELL is the world`s first series-produced van with electric drive.• We are the global market leader for hybrid drives in the commercial vehicle segment - thanks to our buses and trucks.• Our new Cascadia is the fuel economy leader truck in the USA.• In the ADAC EcoTest, our E350 BlueTec became the first diesel car to achieve the full points for exhaust emissions and our S350 BlueTec had the best environmental performance of luxury cars (exhaust emissions and CO2). Prof. Herbert Kohler / Daimler AG / 120920 28
    • Things you need to know…Our achievements:• We have about 380000 Green Commercial Vehicles with SCR technology as well as15550 with alternative drive technology on the road.• Our new Mercedes-Benz Actros is the world´s first truck which fulfills the Euro VI emissions standard and is the champion for fuel efficiency.• In 2014, 50% of our passenger cars will meet the Euro 6 emissions standard in advance.• Our Diesel-SUVs were the first to meet the stringent emissions standards of all 50 U.S. states.• We are the only German manufacturer to develop and produce our own Li-ion batteries, and we are the first worldwide to introduce a Li-ion battery into a series-produced hybrid car.• We put the worlds first fuel cell vehicle, the NECAR (MB100), on the road way back in 1994.• Our fuel cell vehicles have clocked up more than 4.5 million kilometers and traveled around the globe in 125 days. We have the worlds largest fleet of fuel cell vehicle.• We are the only automaker that is already building 4 series-production electric cars! Until end of this year we will have approximately 5,000 electric vehicles on the road.• The European Audit EAMS has given the most comprehensive environmental certification of all automobile sales organizations in Germany to our Mercedes-Benz sales organization.• We were the first to receive the Sustainable Building seal for our CO2-neutral Commercial Vehicle Center in Berlin. Prof. Herbert Kohler / Daimler AG / 120920 29
    • “As the automotive pioneers, it is our pride and obligation to shape the future of safe and sustainable mobility”Prof. Herbert Kohler / Daimler AG / 120920 30
    • DisclaimerThis document contains forward-looking statements that reflect our current views about future events. The words “anticipate,” “assume,” “believe,”“estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should” and similar expressions are used to identify forward-looking statements. Thesestatements are subject to many risks and uncertainties, including an adverse development of global economic conditions, in particular a decline ofdemand in our most important markets; a deterioration of our funding possibilities on the credit and financial markets; events of force majeureincluding natural disasters, acts of terrorism, political unrest, industrial accidents and their effects on our sales, purchasing, production or financialservices activities; changes in currency exchange rates; a shift in consumer preference towards smaller, lower margin vehicles; or a possible lack ofacceptance of our products or services which limits our ability to achieve prices as well as to adequately utilize our production capacities; priceincreases in fuel or raw materials; disruption of production due to shortages of materials, labor strikes, or supplier insolvencies; a decline in resaleprices of used vehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlook of companies inwhich we hold a significant equity interest, most notably EADS; the successful implementation of strategic cooperations and joint ventures;changes in laws, regulations and government policies, particularly those relating to vehicle emissions, fuel economy and safety; the resolution ofpending governmental investigations and the conclusion of pending or threatened future legal proceedings; and other risks and uncertainties, someof which we describe under the heading “Risk Report” in Daimler’s most recent Annual Report. If any of these risks and uncertainties materialize,or if the assumptions underlying any of our forward-looking statements prove incorrect, then our actual results may be materially different fromthose we express or imply by such statements. We do not intend or assume any obligation to update these forward-looking statements. Anyforward-looking statement speaks only as of the date on which it is made.Prof. Herbert Kohler / Daimler AG / 120920 31
    • Appendix 1 Mercedes-Benz Cars 2 Daimler Trucks 32
    • Leadership -- a state of mind 2 3 1 Mercedes-Benz 2020 33
    • Four levers of Mercedes-Benz 2020 Brand Product Sales Profit 34
    • Brand: Development of brand value and perceptionProduct reliability AMS Best Cars10090 44%8070 35% Safety AMS Best Cars60 1005040 35% 90 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 80 70 60 Perception of advertisement AMS Best Cars 5060 4050 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 201140302010 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 = Competitor A = Competitor B 35
    • Brand: “The Best or Nothing” Mercedes-Benz is the most valuable premium automotive brand worldwide and Europes most valuable brand overall 36
    • Products: SUV Offensive - Our new GLK-Class 37
    • Products: SUV Offensive - Our new GL-Class 38
    • Products: Our new SL-Class 39
    • Products: The new A-Class 40
    • Products: Mercedes-Benz Concept Style Coupé 41
    • More to come: At least 10 additional model series by 2015CompactMid-SizeFull-SizeLargeSUV 42
    • Products: Delivering on responsibility ML 250 BlueTEC 4MATIC E 300 BlueTEC HYBRID SLS AMG E-CELL 6.0 4.2 0 Fuel consumption combined in l/100 km 43
    • Products: CO2- Emissions in 2011 300 New cars registered in Germany 270 227 CO2-Emissions (g/km) 240 210 199 180 159 153 151 151 150 142 120 30 6.1 l 0 MBC* Audi BMW** Jaguar Porsche VW Volvo * Mercedes-Benz Cars incl. smart and excl. Vans ** BMW incl. Mini Source: Federal Motor Transport Authority (KBA); auto, motor und sport 5/2012 44
    • Sales: At least 1.6 million cars in 2015 – salesleadership in 2020Mercedes-Benz sales forecast[million units – without smart] Best sales* >1.6 >1.5 1.28 2011 2014e 2015e 2020e*Within automotive premium segment; schematic representation 45
    • Profit: Common vehicle architectures and modulestrategy enable efficient use of resources 46
    • Profit: Strong improvement at New GenerationCompact Cars, S-Class and C-ClassEBIT Lifecycle Performance Development S-Class C-Class New Generation Compact Class Former A/B NGCC BR 221 BR 222 BR 204 BR 205 47
    • Profit: Mercedes outperforms competition in initialquality and long term quality dependabilityJ.D. Power Initial Quality Study J.D. Power Vehicle Dependability StudyWarranty and good will cost – 12 months in sales Warranty and good will cost – 60 months in sales €/veh. -70% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 48
    • Profit: By 2015 two flexible manufacturing networks will be establishedWe will be more flexible:• Within products across plants• Within plants across products• Within architecture across plants and products 49
    • We follow new paths, but not at the expense of oldstrengths…Established Luxury Combustionmarkets cars technology + + +Growth Compact Alternativemarkets cars drivetrains 50
    • …to deliver on our strategic targets ▸ Sales leadership Milestones: >1.5 in 2014 / >1.6 in 2015 ▸ Technology leadership Milestone: 125 g CO2 / km fleet average in 2016 ▸ Flexible footprint and productivity improvement Milestone: HPV 30h in 2015 ▸ Capital and cost discipline Milestones: CapEx Ratio ~7% / R&D Ratio ~6% ▸ Sustainable profitability gain Milestone: 10% RoS on average from 2013 onwards 51
    • Appendix 1 Mercedes-Benz Cars 2 Daimler Trucks 52
    • Truck industry offers positive dynamics Market growth in NAFTA and Japan Challenging market in Brazil Short- term Low visibility in Europe Continuing market volatility 1 3.6% p.a. growth, increasing relevance of BRIC 2 Convergence of emission regulations Mid- 3 TCO increasingly relevant for customers term 4 Vehicle upgrading – "Modern Domestic" becoming biggest segment 5 Structural growth of high margin aftersales business 53
    • 1 Sustainable industry growth of 3.6% p.a. expected until 2020 across cycles driven by global GDP growth Stable past Crisis Growth MDT/HDT market1 Growth p.a. (Million registrations) 11-20 4 +3.6% p.a. 3.6 3.4 3.4 3.3 3.1 3.2 +5.0% 2.9 3.0 3 2.8 +2.6% p.a. 2.6 2.5 RIC growth 2.3 2.2 2.0 2.1 2.0 2.1 +2.5% 2 1.8 1.9 1.9 1.8 1 Triad + Brazil recovery +5.0% 0 ’00 ’01 ’02 ’03 ’041 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 Rest of World RIC (Russia, India, China) Triad + Brazil 1. 11 TOP OEMs considered 54
    • 3 TCO increasingly relevant as key driver for customer decisions Typical operator cost structure (triad) DT benchmark in fuel efficiency - example Europe - Actros 1844 New Actros New Actros (Euro V) 1845 1845 (Euro V) (Euro VI) Labor Tax, insurance, overhead, toll fee % Fuel 26% 29% 27.1 25,1 25.1 25.9 -1 l/100 km l/100 km l/100 km 3x Benchmark Service -2 Vehicle purchase 10% 9% -4.5 % -6 2007 2011 Truck influenced -7.6 % New global engine generation ensures benchmark position in all regions Source: Bundesverband Güterkraftverkehr, Logistik und Entsorgung; Truckers Report 55
    • 4 Technology dynamics will lead to significant vehicle upgrading Share of total M/HDT market 24% 29% High-end 32% "Modern Domestic" 55% Mid Market 43% 16% Low-end Not targeted 2011 2020 Strong DT lineup in "Modern Domestic" to play leading role in RIC Products from DT toolbox localized to RIC needs 56
    • 5 Industry profits expected to further shift from vehicle to high margin aftersales business Increasing importance of OEM revenues OEM profits aftersales business 30% Inter- national Cross- Integrated border Buy-back services 60% financing agreements Fleet management Presence Contract hire Telematics Leasing/ Mobility finance Extended packages warranty International New UV Service customer 2011 2020 2011 2020 vehicle intake contracts Local support Aftersales New truck sales Owner driver Fleet size Large fleets Aftersales business creating stable cash flow across the cycle DT with unique opportunity to link businesses across lifecycle 57
    • Global Excellence has brought Daimler Trucks to a newlevel – foundation laid Global ExcellenceGlobal Excellence Pillars Achievements so far Next phase Management of Cycles Flexibility Measures  Strengthen global industry leadership  Operational Efficiency Programs Excellence Growth and Market Exploitation BRIC Expansion  Future Product Generations Global Platform Roll-out  58
    • Flexibility Measures Flexibility Measures: Strong progress in increasing DTsflexibility in production plants Wörth, Mount Holly NC, Kawasaki+30% units/year Workforce flexibility • Flexible working hours • Flexible shift models Flexible cycle time-30% units/year • 430 300 units/day 59
    • Flexibility Measures Further flexibility in global production networkSelected facility flexibility across 27 sites Germany  Mannheim  Wörth USA Turkey Japan  Portland/OR  Aksaray  Kawasaki  Redford/MI Mexico  Saltillo  Santiago Indonesia Tianguistenco  Jakarta Brazil  São Bernardo do Campo 60
    • Efficiency Programs Efficiency programs: New state-of-the-art plants inMexico and in India Achievements • Benefit from regions with low labor costs • Truck Operating System (TOS): Lean processes and worldwide standards allowed know-how transfer to new plants • Global sourcing and Lead buying • Lead/trans concept 61
    • Efficiency Programs Efficiency programs achieved sustainable improvement Daimler Trucks EU/LA Daimler Trucks NAFTA Daimler Trucks Asia • Top-line push • Business Model Optimization • Structural Manufacturing Optimization • Material and Production Cost Reductions • Fixed Cost Reduction • Consolidation of Locations Targets achieved! 62
    • BRIC Expansion BRIC expansion: Excellent global coverage of Triad andBrazil – RIC coverage implemented in 2012 159 148 119 4 2011 2020 2011 2020 2011 2020 2011 2020 2011 2020Unit sales (000) Triad JV Kamaz and BFDA (Auman) DICV Target of selling 500 thousand1 units in 2013 and 700 thousand1 in 20201. Excluding JV sales Auman brand 63
    • BRIC Expansion  Production in RIC-states “going live" in 2012 Russia India China• Russian Market leader as JV partner • 3rd biggest CV market • Strong entry into Chinese HDT market• Daimler is local OEM • Production capacity up to over • Production capacity of 160,000 units 70,000 units• Strong sales performance of Joint • Start of production and market • Start of Operational Business BFDA Ventures launch Q3/12 in July Our activities in these countries underscore our goal of balanced growth 64
    • Global Platform Roll-out Global platform roll-out: Foundations laid to reap benefitsof global scale Global HDEP HDEP Global HD engine 2008 2010 2011 platform Nafta Japan Europe New Actros 2011 Global platform for Europe cab-over-engine trucks • Further global platform roll-out • Launch of additional platforms Global LDT Global LDT Roll-out of Fuso LDT 2010 2011 LIFT concept to other Asia Europe markets Roll-out of global product platforms has just begun 65
    • Global Platform Roll-out Best products for our customers and regionaloperations Product offensive to continue over next years 66
    • We have defined a clear roadmap for Global Excellenceto strengthen our global leadership position: DT#1 Global ExcellenceGlobal Excellence Pillars Achievements so far Next phase Management of Cycles Flexibility Measures   Operational Efficiency Programs Excellence Cross-business Initiatives + Growth and Market Exploitation BRIC Expansion  Excellence Programs Future Product Generations Global Platform Roll-out  Underlining our target of 8% RoS across the cycle 67
    • DT#1 targets 1.6 bn€ benefits – via Excellence Programsin our operating units and cross-business initiatives Excellence Programs Cross-business initiativesTrucks EU/LA Trucks NAFTA Trucks Asia PowertrainMB TRUCKS#1 Road to Fuso 2015 GET Full Leadership Power 2 +Main • Sales and aftersales push • Stringent portfolio reviewtopics • Cost optimization • Integrated Asia business model • Quality push • Global scale realization • People and high performance culture • Global aftersales 68
    • Stringent portfolio reviewStringent portfolio review: to optimize our businessstructure and ensure top performance Topics Portfolio analyses and action planning Products Attractiveness High • Profitability • Growth Components • Capex/funding • Value generation potential Operations Value-chain Projects Low High DT competitive advantage Variants • Market position • Technology 69
    • Integrated Asia business modelWe are working on an integrated Asia business modelto significantly improve regional performance Integrated Asia strategy Global market Product portfolio management alignment and S&M setup Production and Partner involvement sourcing footprint Future Asia setup and governance Target: Integrated business model 70
    • Global scale realizationGlobal powertrain organization to realize scale effects Strong product base... ...and a clear vision Integrated Powertrain with global HDEP/MDEG application (Daimler inside) The new global engine platforms PowerShift Perfect integration for high performance Off-high-way push Common Axle Platform Cutting edge, globally 71
    • Global scale realizationPlatform and module strategy to fully leveragecommonality for powertrain and vehicles Common platforms for all brands Engines Transmissions Common powertrain Exhaust after- components treatment Axles Cabin Shared vehicle Chassis modules Mechatronics 72
    • Global aftersalesAcceleration of aftersales business to fully tapaftermarket business DT with strong aftersales potential Key leversAftersales % of revenue Aftersales excellence Common parts for HDEP/MDEG global platform platforms "Daimler inside" to increase DT powertrain penetration Reman growth Global fleetboard roll-out Industry peers Daimler Trucks 73
    • Financial Outlook and Targets ▸ Outlook 2012 Higher unit sales expected and EBIT at least at the 2011 level ▸ Target 2013 Milestone: 8% RoS in 2013 and on average over the cycle afterwards ▸ Sales leadership Milestones: 500k in 2013 / 700k in 2020 ▸ Technology leadership We offer the best products in terms of TCO and fuel efficiency, globally. ▸ Our vision No. 1 in the global truck industry and sustainable leadership in profitability. DT#1 targets benefits of 1.6 B€, coming from Sales / After Sales Push, variable / fixed cost reduction and platform/module rollout 74
    • DisclaimerThis document contains forward-looking statements that reflect our current views about future events. The words“anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should” and similarexpressions are used to identify forward-looking statements. These statements are subject to many risks anduncertainties, including an adverse development of global economic conditions, in particular a decline of demand inour most important markets; a worsening of the sovereign-debt crisis in the eurozone; a deterioration of our fundingpossibilities on the credit and financial markets; events of force majeure including natural disasters, acts ofterrorism, political unrest, industrial accidents and their effects on our sales, purchasing, production or financialservices activities; changes in currency exchange rates; a shift in consumer preference towards smaller, lowermargin vehicles; or a possible lack of acceptance of our products or services which limits our ability to achieveprices as well as to adequately utilize our production capacities; price increases in fuel or raw materials; disruptionof production due to shortages of materials, labor, strikes, or supplier insolvencies; a decline in resale prices of usedvehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlookof companies in which we hold a significant equity interest, most notably EADS; the successful implementation ofstrategic cooperations and joint ventures; changes in laws, regulations and government policies, particularly thoserelating to vehicle emissions, fuel economy and safety; the resolution of pending governmental investigations and theconclusion of pending or threatened future legal proceedings; and other risks and uncertainties, some of which wedescribe under the heading “Risk Report” in Daimler’s most recent Annual Report. If any of these risks anduncertainties materialize, or if the assumptions underlying any of our forward-looking statements prove incorrect,then our actual results may be materially different from those we express or imply by such statements. We do notintend or assume any obligation to update these forward looking statements. Any forward-looking statement speaksonly as of the date on which it is made. 75