Daimler Trucks

Daimler Trucks Division Day

Mannheim, June 28th 2012

Dr. Albert Kirchmann, Head of Daimler Trucks Asia (Fuso)

Daimler Trucks 2

Market Update

Foundation Laid / Next Level of OU optimization

Global Scale Realization

Best Products / Best TCO

Aftersales and Services Push

Agenda

11

22

33

44

55

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Fuso, 80 years of Commercial Vehicle experience: 1932 - 2012

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Recent achievements for Fuso

Nov `11 Daimler Family Day

Dec `11 Tokyo Motor Show

Sep `11 Reopening

SC Tohoku Ishinomaki

Feb `12 2 Million Units

Sales Milestone in Indonesia

Mar `12 Mobile Tablets

for Sales Men Pilot started

Apr `12 Chennai Plant inaugu

ration MDT line Fuso based

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Topline Up 2011: 20 market launches

Jan Mar May Jun Jul Aug Sep Oct Nov DecFeb Apr

HDT

MDT

LDT

BUS

2011

Australia

New Zealand

USA

Hong Kong

Australia

USA

4WD Australia

4WD

New Zealand

Australia

Hong Kong

Europe

Malaysia

4WD

New Zealand

Hong Kong, TaiwanAustralia, New Zealand - RosaGCC, Chile, Kenya, Nigeria, Colombia,

Peru, Cost Rica, Philippines - Rosa

Various markets

(FH revival)

Malaysia

Indonesia

Renewal

New entry

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Japan Long Term Market Development:

Volatile and overall decreasing trend

00 07 11060504030201

Ø 205

12e100908

- ‘000 units -

(Trucks & Buses)

281

213

179

108124 128

-24%

-40%

+15-20%

Datasource: iCORS

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Indonesia Long Term Market Development:

Demand increase seen in recent years

07 110605040302 12e100908

- ‘000 units -

(Trucks & Buses)

Ø 81

123

107

64

93

57

39

65676962

Datasource: iCORS

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Taiwan Long Term Market Development:

Unstable demand transition

07 11060504 12e100908

- ‘000 units -

(Trucks & Buses)

Ø 19

20

17

12

1517

25

28

20

Datasource: iCORS

Daimler Trucks/ Fuso 10

Japan Market Share increasing

128124

108

179

2011201020092008

20.8

24.8

35.3

5.5

8.0

4.2

1.4

20.0

20.5%

22.6%

20.0% 21.1%

SoMYTD 05/12

YTD 05/11

Nissan

Toyota

Isuzu

Hino

Fuso

UD

Total Market Japan

- ‘000 units -

Total Market Share Japan

Others

Datasource: iCORS

Daimler Trucks/ Fuso 11

93

64

107

123

Indonesia Market Share defending around 50%: No 1!

2011201020092008

SoM

4.4

11.0

13.4

23.1

48.1 53.4

Hino

Fuso

Others

Toyota

Isuzu

51.0%

50.6%

49.0%48.7%

Total Market Indonesia

- ‘000 units -

Total Market Share Indonesia

YTD 05/12

YTD 05/11

Datasource: iCORS

Daimler Trucks/ Fuso 12

15

12

17

20

Taiwan Market Share on 50% level: No 1!

2011201020092008

SoM

16.6

1.2

0.7

31.2

50.3 53.8

Hino

Fuso

Others

UD

Isuzu

49.5%49.2%

55.0%

50.4%

Total Market Taiwan

- ‘000 units -

Total Market Share Taiwan

YTD 05/12

YTD 05/11

Datasource: iCORS

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120 117135

157

77

117

59 7154

42

23

25 27

121

Fuso’s strong recovery after the Lehmann Shock and the

earthquake in 3/2011

Sales volume development (Trucks & Buses)

- ‘000 units -

Japan

International

Total: 179 199 100 141 148

Note: Fuso’s full year consolidation to DAI in 2005 Datasource: iCORS

12e05 06 07 08 09 10 11

189 189

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Market Update

Foundation Laid / Next Level of OU optimization

Global Scale Realization

Best Products / Best TCO

Aftersales and Services Push

Agenda

11

22

33

44

55

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Global Excellence has brought Daimler Trucks to a new level –

foundation laid

Future Product

Generations

Growth and Market

Exploitation

Management

of Cycles

Operational

Excellence

Global Excellence Pillars Achievements so far Next phase

Global Excellence

Strengthen global

industry leadershipFlexibility Measures

BRIC Expansion

Efficiency Programs

Global Platform Roll-out

�

�

�

�

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What we have achieved in recent years

Business structure has been optimized under GET it Done!...

Streamlining Product Portfolio

Realignment of Manufacturing Operations

Streamlining Japan Retail Network &

Enhancing International After Sales

Material Cost Optimization

Fixed Cost Reduction

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Underlining the Daimler Trucks target of 8% RoS across the cycle

Future Product

Generations

Growth and Market

Exploitation

Management

of Cycles

Operational

Excellence

Global Excellence Pillars Next phaseAchievements so far

Global Excellence

We have defined a clear roadmap for Global Excellence

to strengthen our global leadership position: DT#1

Cross-business Initiatives

Excellence Programs

+

Flexibility Measures

BRIC Expansion

Efficiency Programs

Global Platform Roll-out

�

�

�

�

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“What to do” is defined: A holistic improvement program

with 5 goals …

Leader inGreen

Innovation

Customer #1Japan

ProfitableGlobalPlayer

EfficiencyLeader

Employer #1in

our Industry/ Markets

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Green Products

Green Factory and

Infrastructure

Green Supply Chain

Product

Satisfaction

Trust-Based Sales

Dependable Service

Full Potential Sales

Full Potential After

Sales

Further Global

Setup

IT Landscape

Cross-Functional

Processes

Material and

Production Efficiency

Employee

Satisfaction

Qualified Staff and

Organizations

Employer Attraction

& CSR

2 3 4 51Customer #1Japan

ProfitableGlobal Player

EfficiencyLeader

Leader in GreenInnovation

Employer #1 inour Industry/Markets

-7.5% in CO2 emissions

Significantly increase customer satisfaction in

Japan

Increase international sales volume to over 200,000 units

annually

Net Cost Reduction of 2%

Further increase in Employee

Satisfaction and Employer

Attractiveness

… and “how to do”: Fuso 2015 – Clear subgoals, clear targets

with over 1,000 detailed initiatives!

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Market Update

Foundation Laid / Next Level of OU optimization

Global Scale Realization

Best Products / Best TCO

Aftersales and Services Push

Agenda

11

22

33

44

55

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Daimler Technology Made in Japan: Fuso Hybrid Development

and Global Hybrid Center

•HYBRID

- Target configuration: Diesel Hybrid

System

•CENTER (Trucks)

- LDT to HDT

- Standardized Powertrain

- Focus high volume models

•GLOBAL : all Daimler Truck brands

Hybrid system

with

standardized

components and

common E/E

interface

Provide system

functionality for

each regional

project

Daimler Trucks 22

Market Update

Foundation Laid / Next Level of OU optimization

Global Scale Realization

Best Products / Best TCO

Aftersales and Services Push

Agenda

11

22

33

44

55

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New Canter Eco Hybrid: Introduced in May 2012

� 30% fuel economy

improvement vs.

conventional model

� Fuel economy 12.8 km/liter

is a whole new dimension

(Major competitor HEV:

12.2 km/liter)

� DUONIC dual-clutch + hybrid

technology is the world’s

first package

23

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Hybrid Super Great under Development:

Announced in Oct. 2011

� First Hybrid Heavy Duty

Truck announcement

� 10% fuel efficiency

improvement vs.

conventional trucks in

highway driving

� Case study for heavy-

duty hybrid development

in Daimler Trucks globally

24

Daimler Trucks 25

The CO2 reduction effect as long-haul HDT HEV is more than five

times of LDT HEV in a long mileage application

Based on long haul application (highway only) for HDT (25t) without ISS

Heavy Duty Truck HEV

Light Duty Truck HEV Based on city delivery application (FES) for Fuso Canter with ISS

GVW: 5 t

(LIFT HEV)

GVW: 25 t

(Super Great HEV)

Payload 2 ton class

Annual mileage: 48,000km

FES : 12.8 km/l (hybrid) vs.

10.6 km/l (diesel)

Payload 15 ton class

Annual mileage: 150,000km

FES: 4.5 km/l (hybrid)

4.0 km/l (diesel)

Quantity of annual CO2 reduction

-11ｔｔｔｔ

Quantity of annual CO2 reduction

-2ｔｔｔｔ

25

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Fuel Efficiency Development

Supergreat:

25t, Cargo

Fighter:

8t, 177kw

Canter:

2t, 96kw

Diesel

JP09JP05

26.7 24.7

• Fuel Efficiency Leader!

• Leading position in TCO!

L/100km

Improve

JP05 JP09

Hybrid

15.9 13.7

10.5 9.1 9.4 7.8

-7.4%

-13.7%

-13.6% -10.4%

-25.8%

HDT

MDT

LDT

Base

Base

Base

-7.4%

-10.0%+

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Market Update

Foundation Laid / Next Level of OU optimization

Global Scale Realization

Best Products / Best TCO

Aftersales and Services Push

Agenda

11

22

33

44

55

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New multi-lateral approach creates effective aftersales and

service momentum

1. BDC: Business Develop Center 2. 3S: Sales, Service, Spare parts

• BDC for approaching new/lost small-scale customers (Shaken, Maintenance kit )

• Direct approach (3S2, consultation team) for larger, important customers

New Approach

• Dealer empowerment program (User segmentation, smart pricing)

• Parts trader management

• Parts availability improvement

Dealer/Channel Support and Management

•Dynamic pricing List price repositioning for

parts and service

Capture customers

Proactive Pricing

•Diamond Value Parts

to attack imitation parts

•Downstream products

(e.g., FUSO Value,

warranty program) for

better TCO appeal

Customer based offering

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Thank You

Disclaimer

This 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. These statements are subject to many risks and

uncertainties, including an adverse development of global economic conditions, in particular a decline of demand in

our most important markets; a worsening of the sovereign-debt crisis in the eurozone; a deterioration of our funding

possibilities on the credit and financial markets; events of force majeure including natural disasters, acts of

terrorism, political unrest, industrial accidents and their effects on our sales, purchasing, production or financial

services activities; changes in currency exchange rates; a shift in consumer preference towards smaller, lower

margin vehicles; or a possible lack of acceptance of our products or services which limits our ability to achieve

prices as well as to adequately utilize our production capacities; price increases in fuel or raw materials; disruption

of production due to shortages of materials, labor strikes, or supplier insolvencies; a decline in resale prices of used

vehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlook

of companies in which 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 of pending governmental investigations and

the conclusion of pending or threatened future legal proceedings; and other risks and uncertainties, some of 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 from those we express or imply by such statements. We do not

intend or assume any obligation to update these forward looking statements. Any forward-looking statement speaks

only as of the date on which it is made.