TRATON GROUP – CREATING A GLOBAL CHAMPION

COMPANY PRESENTATION

MARCH 2019
DISCLAIMER
The following presentation contains forward-looking statements and information on the business development of TRATON GROUP. These statements and information may be spoken or written and can be recognized by terms such as
“expects”, “anticipates”, “intends”, “plans”, “believes”, “seeks”, “estimates”, “will” or words with similar meaning. These statements and information are based on assumptions relating to the company's business and operations and
the development of the economies in the countries in which the company is active. TRATON GROUP has made such forward-looking statements on the basis of the information available to it and assumptions it believes to be
reasonable. The forward-looking statements and information may involve risks and uncertainties, and actual results may differ materially from those forecasts. If any of these or other risks or uncertainties materialize, or if the
assumptions underlying any of these statements prove incorrect, the actual results may significantly differ from those expressed or implied by such forward looking statements and information. TRATON GROUP will not update the
following presentation, particularly not the forward-looking statements. The presentation is valid on the date of publication only.
The financial information and financial data included in this presentation are preliminary, unaudited and may be subject to revision upon completion of ongoing audit processes for the years 2016, 2017 and 2018. It is anticipated that
TRATON GROUP will report its financial results using two segments. Its Industrial Business is comprised of its three operating units, Scania V&S, MAN T&B, and VWCO. Its other reporting segment is Financial Services, comprised of
Scania Financial Services. Due to their preliminary nature, statements contained in this presentation should not be unduly relied upon and past events or performance should not be taken as a guarantee or indication of future events or
performance. Return on sales as used in this presentation is defined as operating profit margin (operating profit divided by revenue). Where TRATON GROUP-specific figures are not available, operating profit and revenue at the level of
TRATON GROUP have been calculated as the sum of MAN Commercial Vehicles and Scania as reported by Volkswagen AG and it should be noted that operating profit reported by Volkswagen AG (i) excludes special items and (ii) at the
level of TRATON GROUP excludes purchase price allocation (PPA) effects from acquisitions and TRATON GROUP holding costs. Financial figures in relation to Scania (i) include financial services (unless denoted otherwise) and (ii) when
expressed in EUR have been translated from SEK into EUR, using the exchange rate prevailing at the relevant date or for the relevant period that the relevant financial figures relate to. References to Scania before 2014 refer to Scania
AB. Operating and financial data relating to alliance partners are as publicly reported by the relevant partner. Unless otherwise indicated, financial information presented in the text and tables in the following presentation is rounded to
a whole number. Percentage changes and ratios in the text and tables of the presentation are calculated based on the respective underlying numbers and then commercially rounded to a whole percentage or to one digit after the
decimal point. Because of rounding, figures shown in tables in the presentation do not necessarily add up exactly to the respective totals or sub-totals presented, and aggregated percentages may not exactly equal 100%. Furthermore,
these rounded figures may vary marginally from unrounded figures that may be indicated elsewhere in the presentation. Financial information presented in parentheses denotes the negative of such number presented.
When describing TRATON GROUP and its operating units for periods before 2016, and unless designated otherwise, all references in the following presentation to MAN are references to MAN Truck & Bus (reported as “MAN Truck &
Bus” by MAN SE) and all references to Volkswagen Caminhões e Ônibus are references to “MAN Latin America” as reported by MAN SE. As of December 31, 2018, MAN SE is approximately 87% owned by TRATON SE. All references to
sales of buses and coaches also include chassis. While prior to December 31, 2018, the Power Engineering business was legally a part of TRATON GROUP, it is not included as an operating unit as described in this presentation and is
shown as discontinued operations in the preliminary financial information for TRATON GROUP. While the TRATON GROUP holds 100% of the voting rights in Scania, its economic interest in Scania is less than 100% due to partial
ownership through TRATON’s majority stake in MAN SE.
To the extent available and unless denoted otherwise, the industry and market data contained in this presentation has been derived from official or third party sources and all market and market share data has been derived from data
published by IHS Markit Markit Ltd. for heavy duty trucks (>15t) and heavy/medium duty trucks (>6t), McKinsey & Company, LMC Automotive, Transparency Market Research, Verband der deutschen Automobilindustrie (VDA),
Worldbank and ZeEUS eBus Report. Third party industry publications, studies and surveys generally state that the data contained therein have been obtained from sources believed to be reliable, but that there is no guarantee of the
accuracy or completeness of such data. While TRATON GROUP believes that each of these publications, studies and surveys has been prepared by a reputable source, TRATON GROUP has not independently verified the data contained
therein. In addition, certain of the industry and market data, if not labelled otherwise, contained in this presentation are derived from TRATON GROUP's internal research and estimates based on the knowledge and experience of its
management in the markets in which it operates. TRATON GROUP believes that such research and estimates are reasonable and reliable, but their underlying methodology and assumptions have not been verified by any independent
source for accuracy or completeness and are subject to change without notice. Accordingly, undue reliance should not be placed on any of the industry or market data contained in this presentation.
This presentation has been prepared for information purposes only. It does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for, any securities of Volkswagen
AG, TRATON SE or any company of TRATON GROUP in any jurisdiction. Neither this presentation, nor any part of it, nor the fact of its distribution, shall form the basis of, or be relied on in connection with, any contractual commitment
or investment decision in relation to the securities of Volkswagen AG, TRATON SE or any company of TRATON GROUP in any jurisdiction, nor does it constitute a recommendation regarding any such securities.

2
TRATON GROUP HAS CONTINUOUSLY DELIVERED ON ITS STRATEGIC GOAL
SINCE THE INCEPTION OF VOLKSWAGEN TRUCK & BUS

Successful creation and implementation of New corporate identity

Collaboration among strategic alliance partnerships
brands in Volkswagen T&B fully
on track

6.4% Significant
5.4% 6.0%
performance
Adj. Return on Sales1 improvement

20162 20173 20184

Note: TRATON GROUP including Financial Services.
1 Calculated as the ratio of adj. operating profit to sales revenue. Adj. operating profit includes PPA (from Scania and VWCO), VGSG operations (sold as of Jan-2019) and consolidation effects (MAN T&B – VWCO). 2 Including €403m adjustment for provision in
relation to Scania antitrust fine and €58m adjustment for restructuring expense at VWCO. 3 Including (€50m) adjustment for release of restructuring provision at MAN T&B. 4 Based on Adj. Operating Profit including PPA (from Scania and VWCO), operations no
longer held by TRATON GROUP as of Jan-2019 and consolidation effects (MAN – VWCO). Including €137m adjustment for expense in relation to Indian market exit at MAN T&B.
3
SNAPSHOT TRATON GROUP 2018

UNIT SALES1 BY GEOGRAPHY SALES REVENUE BY BRAND ADJ. OPERATING PROFIT5 BY BRAND
% of total € bn / % of total € bn
VWCO VWCO
Germany
Other 1.4 MAN T&B6
15% 0.0
23% (5%)
0.5
EU28+22 10.8
4% Scania 13.4 Scania
56% (42%) MAN T&B 1.3
S. America Group4 (52%) Group4
(ex. Brazil) 16% 41%
EU28+22
Brazil (ex. Germany)

233k Units sold1 € 25.9bn3 Sales Revenue € 1.7bn5 Adj. Operating Profit

Note: Trucks >6t, VWCO trucks ≥ 5t; figures are financially rounded. TRATON GROUP including Financial Services.
1 TRATON GROUP unit sales total figures based on company information. 2 EU28+2 region consisting of EU member states plus Norway and Switzerland. 3 Including operations no longer held by TRATON GROUP as of Jan-2019 (VGSG), consolidation effects
(MAN – VWCO), other segments and reconciliation. 4 Includes Vehicles and Services and Financial Services; post consolidation effects; excl. PPA. 5 Including aligned PPA (VWCO PPA – MAN Origin; Scania PPA – VW Origin). 6 Including €137m adjustment for
expense in relation to Indian market exit at MAN T&B. 4
KEY COMPANY HIGHLIGHTS

1
• Scale and global reach through leading brands and
GLOBAL strategic alliance partners
CHAMPION • Unique platform enabling growth and positioning us
for best-in-class profitability

2
• Customer value focused product and service offering
GROWTH • New product generations
• Further expansion in key geographies

3
Concrete path to profitability improvement
PROFITABILITY •
• Stand-alone brand performance plus synergies
AND SYNERGIES • Earnings growth and cash generation potential

4 EXECUTION
• Strong team with industry-leading track record
• Committed to Global Champion strategy

5
TRATON GROUP WITH #1 TRUCK MARKET POSITION IN EUROPE AND SOUTH
AMERICA
Core markets of TRATON GROUP brands TRATON GROUP truck market share in 2017 (>15t)

Europe1
32%
Market leader with 32% market share
Market leader in Germany with 37% market share

TRATON GROUP
South America2
30%
Market leader with 30% market share
Market leader in Brazil with 39% market share
Export
business

Source: IHS Markit (as of Feb 2019).

Note: Smaller presences in additional countries not highlighted (TRATON GROUP active in >120 countries worldwide, including bus activities).
1 EU28+2 region consisting of EU member states plus Norway and Switzerland. Cyprus, Malta, and Luxembourg excluded, as no IHS Markit data available. TRATON GROUP’s sales in Russia not included in calculation of Europe market share. 2 Including
Argentina, Brazil, Bolivia, Chile, Colombia, Costa Rica, Ecuador, Guatemala, Honduras, Nicaragua, Panama, Peru, Venezuela; excl. Mexico (part of North America); excl. Paraguay, Uruguay, as no IHS Markit data for trucks >15t available. 6
EXPANDING GLOBAL REACH THROUGH ALLIANCE PARTNERS TO ADDRESS
ALL MAJOR PROFIT POOLS Core markets of TRATON GROUP brands Truck market share in 2017 (>15t)
Alliance partners

North America – Partnership since 2016

12%1 • Technology cooperation: first SoPs by 2020/21
• Synergies in procurement JV achieved, further potential

ASSOCIATES
China – Partnership since 2009

ALLIANCE PARTNERS
17%2 • Intention to localize MAN heavy-duty truck in world’s
largest market
• Evaluation of technology/procurement cooperation

STRATEGIC PARTNER
Japan & South East Asia – Cooperation since 2018
33%3 • Cooperation: Future logistics/transportation,
technology and e-mobility
• LoI for procurement JV signed with global synergy
potential

Source: IHS Markit (as of Feb 2019).

Note: SoP = Start of Production.
1 Market share of Navistar Canada and USA. 2 Market share of CNHTC (parent company of Sinotruk) in China (including Hong Kong). 3 Market share of Hino in Japan and South East Asia (Indonesia, Australia, Malaysia, New Zealand, Philippines, Singapore,
South Korea, Taiwan, Thailand, Vietnam). 7
TRATON GROUP WITH MULTIPLE STRATEGIC LEVERS FOR GROWTH
TRATON GROUP SALES REVENUE

• Market leadership in Europe and South America

SUSTAIN CORE • Aftermarket and service growth on existing rolling fleet

• Mutually beneficial / smart partnerships globally

GO GLOBAL • Expanding premium segments in China
€25.9bn1
• New truck generation for each TRATON GROUP brand targeted
GROW SHARE to be launched by 2021
• Leverage (captive) sales and service network

DRIVE • Intelligent services utilizing connected fleet of 450k+ vehicles2

INNOVATION • Broadest range of alternative fuel technologies3

2018 Mid-term

1 Including operations no longer held by TRATON GROUP as of Jan-2019 (VGSG), consolidation effects (MAN – VWCO), other segments and reconciliation. 2 As of Q4-2018. 3 Based on a company comparison with other offerings in the market.

8
SUSTAIN CORE – SALES VOLUMES IN TRATON GROUP'S CORE MARKETS AND
THE US ARE STILL FAR FROM HISTORICAL PEAKS x% Current-to-peak variation
Truck sales volumes (>6t)1, in k units
600
545
521
500
449 24%

400 US 348

16%
300

200 Western Europe2 238

194 56%

100

South America3
0
1980 82 84 86 88 90 92 94 96 98 2000 02 04 06 08 10 12 14 16 2017

Source: Verband der deutschen Automobilindustrie (VDA data); IHS Markit (as of Feb 2019).
1 Western Europe and US data based on VDA, South America data based on IHS Markit. 2 EU15 + EFTA: Austria, Belgium, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Luxembourg, Netherlands, Portugal, Spain, Sweden, United Kingdom + Iceland,
Liechtenstein, Norway and Switzerland. 3 Incl. Argentina, Brazil, Bolivia, Chile, Colombia, Costa Rica, Ecuador, Guatemala, Honduras, Nicaragua, Panama, Peru, Venezuela; excl. Mexico (part of N. America); excl. Paraguay, Uruguay, as no IHS Markit data for trucks
>6t available. 9
GO GLOBAL – ADDRESSABLE MARKET FOR TECHNOLOGY LEADERS EXPECTED
TO INCREASE ON THE BACK OF REGULATION & CUSTOMER REQUIREMENTS
INCREASING LEVEL OF REGULATION & CUSTOMER REQUIREMENTS TRUCK MARKET VOLUME IN SELECTED MARKETS2, in k units
TRIAD markets1 Emerging markets
Euro VI-comparable emission standard, NOx (g/kWh) Other emission standard

Move from 2,896

Powertrain Euro VI
Euro II-V to Euro VI 2,563

2,043
~20% of OEMs' revenue Today still limited but
Aftersales
from aftermarket3 increasing

Automated driving improves driver efficiency

Driver
today; autonomous trucks will help to address
availability
driver shortage (in the future)

GDP share of Up to 25%5

As low as 8%4
logistics industry (China: ~15%-18%)
2015 2018e 2025e

Euro VI-comparable share increases from ~30% in 2017 to ~85% in 2025e globally6 leading to a higher share of attractive markets
Source: IHS Markit (as of Feb 2019), McKinsey, World Bank.
1 North America, Europe, Japan. 2 Mexico standards not in line with the US and Canada, currently Euro IV-comparable in place, Euro VI-comparable to be implemented by 2020e. 3 Based on Scania and MAN figures for FY2017. 4 Based on countries classified as
most efficient by the World Bank, such as the US and the Netherlands. 5 Based on countries classified as least efficient by the World Bank. 6 National standards; selected cities with stricter emission reguIations; based on McKinsey analysis.
10
GROW SHARE – BENEFIT FROM HIGHLY ATTRACTIVE PRODUCT PIPELINE
% of truck units of respective brand
affected post full production ramp-up

NTG NEW TRUCK GENERATION NEW DELIVERY TRUCK

Current /
upcoming launch
100% 100% ~60%

New generation for all trucks (R, G and P trucks New state of the art truck Modern truck for urban logistics
as well as newly introduced S and L trucks) generation / Model year 2019 tailored to emerging markets
Launch / ramp-up
(targeted) 2016 – 2019e 2019 – 2021e 2017 – 2019e
Launch of 1995 2000 2005
preceding truck (4-Series) (TGA) (Delivery)
generation1
1 Previous key launch of respective product range.

11
DRIVE INNOVATION – TRATON GROUP IS TRANSFORMING TRANSPORTATION

Hybrid
Broadest range of Natural Gas
Autonomous transport system
in customer operation1
Large connected fleet 450k+3 alternative fuel HVO BEV
technologies 2 Ethanol
Biogas
Autonomous Mining System Connected vehicles on the road Here and now solutions

Automated L4 safety truck Utilization of collected

Sold electric solutions
tested under real conditions data for service offering

MAN aFAS – Driverless safety vehicle RIO, Scania Flexible Maintenance, Solera VWCO e-Delivery

Note: HVO = Hydrogenated Vegetable Oil; BEV = Battery electric vehicle.

1 Scania and Rio Tinto trialing autonomous truck in Australia. 2 Based on a company comparison with other offerings in the market. 3 As of Q4-2018. 12
ALREADY TODAY TRATON GROUP HAS MULTIPLE SOLUTIONS FOR
AUTONOMOUS DRIVING ON THE WAY…
Scania project in mining system MAN project with German
• Autonomous vehicle operates Federal Ministry for Economic
in real life conditions at Rio Affairs and Energy
Tinto's mining operations in • Automatic driverless safety
Australia since August 2018 vehicle1 tested under real
conditions
• Winner of the Truck Innovation
Award for 2019

MAN project with DB Schenker

Autonomous Transport Solutions Mining Pilot
and Hochschule Fresenius
Complexity
• Platooning pilot in live traffic
2018 2019e 2020e 2021e+ (145km road on Autobahn A9;
up to three drives per day)
Safety driver, Safety driver, No safety Autonomous
no dynamic with dynamic driver operations
obstacles obstacles

1 Developed with seven partners: BASt – Federal Highway Research Institute, Hessen Mobil – Road and Traffic Management, Karlsruhe University of Applied Sciences – Technology and Economics, Technical University of Braunschweig – Institute of Automatic
Control, ZF TRW, WABCO and Bosch Automotive Steering.
13
EXPANSION OF SERVICE OFFERING THROUGH SMART AND CONNECTED SERVICES
SCANIA HAS A LARGE AND CONTINUOUSLY
GROWING DATA BASE ... ... AND KNOWS HOW TO CAPITALIZE ON IT – EXAMPLE: FLEXIBLE MAINTENANCE
Selected examples of collected vehicle data Who is using flexible maintenance? Who benefits from flexible maintenance?

• Current location
Win / Win
Vehicle
status • Mileage status Customer Scania
Trucks on
the road
• Higher uptime • Higher service
• Demand-driven point utilization
Route • Driving route service point • Optimized net
information • Driving conditions visits working capital
• Higher • Feedback loops to
predictability R&D
• Driving time
Driving
• Peace-of-mind • Proactive cus-
• Speed planning tomer contact
characteristics
• Fuel • Potential for up-
selling

Collected data is basis for Scania’s tailored and ~60% contract penetration in vehicles sold Customer can realize reduced TCO –
comprehensive service offering through captive distributors1 Scania benefits as well
1 Reflects share of captive vehicle sales with Repair & Maintenance service contract in 9M 2018.
14
TRATON GROUP E-MOBILITY PORTFOLIO CONTINUOUSLY BEING DEVELOPED
WITH FULL PIPELINE UNTIL 2025 AND BEYOND
e-Delivery e-Delivery
Pilot Series readiness

e-Truck e-Truck CitE

e-Truck e-Truck
TRUCKS e-Highway truck
Full
pipeline
Plug-in hybrid truck until
Long-haul hybrid truck 2025
Hybrid truck and
beyond
Mild hybrids/KSG

BUS & Hybrid bus

COACH
BEV bus BEV bus

Today 2020e 2025e+

Systematic approach to gain a modular kit for all segments and all brands to leverage investment
in electrification and gain profitable scale, once market is ready
15
COMMON BASE ENGINE (13L) COMPATIBLE WITH CONVENTIONAL AND
ALTERNATIVE FUELS
COMMON BASE 13L ENGINE (CBE) – PART OF OUR IN THE SHIFT TO ALTERNATIVE FUELS TRATON GROUP EXPECTS TO
JOINTLY DEVELOPED HD POWERTRAIN PLATFORM BENEFIT FROM ITS BROAD RANGE OF ALTERNATIVE FUEL SOLUTIONS
Scania vehicles displayed at IAA 20182

HVO3 Hybrid
HVO3
Theoretical LNG
HVO3 HVO3 LNG
CO2
CNG Plug-in hybrid
reduction HVO3
potential
Up
• More than 50% Brake Thermal Efficiency1 Up to Up to Up to Up to
to >90%
• Designed to address expected future emission 15% 85% 90% 90%
90%
legislation
• Expected to be installed in >50% of TRATON Natural Biodiesel Biogas HVO Ethanol Hybrid
GROUP´s HD trucks per year from 2025e onwards gas FAME with HVO

Note: HVO = Hydrogenated Vegetable Oil. LNG = Liquefied Natural Gas. CNG = Compressed Natural Gas. BEV = Battery Electric Vehicle.

1 More than half of the energy is converted into mechanical energy. 2 Scania vehicles displayed at IAA 2018 – all alternatively fueled including newly launched plug-in hybrid. 3 Also compatible with biodiesel FAME and ethanol engines. 16
INCREASING VOLUMES AND SALES GROWTH BEYOND CORE MARKETS

TRATON INDUSTRIAL BUSINESS TRATON INDUSTRIAL BUSINESS

Volume delivered1 (k units / % growth) Sales revenue (€bn)3
Book-to-bill2 Aftersales sales revenue4 share as % of total industrial sales revenue
1.04 1.12 1.05 20.1% 19.3% 19.0%

11.6% 13.7% 11.3% 6.7%

233.0 25.0
204.9 23.4
183.6 21.0

2016A 2017A 2018A 2016A 2017A 2018A

1 After considering consolidation effects at group level. 2 Book-to-bill is defined as the ratio of trucks and bus units ordered to trucks and bus units delivered in a given period. 3 Reflecting sales revenue before intersegment consolidation. 4 Aftersales sales
revenue including genuine parts and workshop services; before intersegment consolidation. 17
 ADJ. OPERATING PROFIT EXPANDING

TRATON INDUSTRIAL BUSINESS

Adj. Operating Profit1 (€m) Commentary
Adj. Return on Sales (%)5 + Fixed cost degression on the back of market growth (e.g.
5.0%2 5.6%3 5.9%4 volume growth in EU and Brazil) and market share expansion
(e.g. MAN)
24.8% 12.6% + Operational Performance improvements in place across brands -
4 Scania: Focus and Ambition, MAN T&B: PACE2017 and
1,484
1,318
3 Operational excellence, VWCO: turnaround program
2
1,057
+ Service growth positively impacting margins
– Increased costs from parallel production at Scania
+ Financial Services earnings before tax increased from €106m in
2016A to €148m in 2018A – driven by growth in new vehicle
2016A 2017A 2018A sales
TRATON FINANCIAL SERVICES Earnings before Tax (€m) + Attractive return on equity6 of 16.1%, 15.9% and 19.2% in
2016A, 2017A and 2018A, respectively, in the Financial Services
106 112 148 segment
2016A 2017A 2018A
1 Including aligned PPA (VWCO PPA –MAN Origin; Scania PPA –VW Origin); reflecting Operating Profit before intersegment consolidation. 2 Including €403m adjustment for provision in relation to Scania antitrust fine and €58m adjustment for restructuring
expense at VWCO. 3 Including (€50m) adjustment for release of restructuring provision at MAN T&B. 4 Including €137m adjustment for expense in relation to Indian market exit at MAN T&B. 5 Based on Adj. Operating Profit before intersegment consolidation. 18
Including aligned PPA (VWCO PPA –MAN Origin; Scania PPA –VW Origin). 6 Defined as earnings before tax as % of average equity; average equity is derived from the balance sheet at the beginning and
end of the relevant period.
WITH THE INTRODUCTION OF THE NEW TRUCK GENERATIONS, TRATON GROUP
VERY WELL POSITIONED TO FUND NEW TECHNOLOGIES
TRATON GROUP
Research and development costs and capex (€bn) Commentary on Free Cash Flow
% of TRATON GROUP sales revenue
10.9% 10.4% 9.1%
Significant funding of new truck generations across brands in
order to be prepared for the future
2.5
2.4 2.4
Target to cap absolute amount of primary R&D going forward
Capex1 1.1
1.1 0.9
Capex in 2017 incl. purchase price for 16.6% stake in Navistar3
Capex to remain flat in absolute terms in line with 2017
Total research
and development 1.3 1.4 1.4
costs2
Free up cash flow for future funding of new technologies

2016A 2017A 2018A

1 Including investments in intangible assets (excluding development costs), property plant and equipment, and investment property, acquisition of subsidiaries and acquisition of other equity investments; from continuing operations. 2 Total research and
development costs from continuing operations equal to capitalized R&D plus period expensed R&D from continuing operations. 3 Stake in Navistar has increased to 16.8% as of 30-Nov-2018. 19
 SCANIA GROUP – CAPITALIZING ON EXCELLENCE

Track-Record Current Focus Target

Increased average price per vehicle Phase-out of double Industry leading

and strong volumes in Europe production line profitability
Substantially more high-margin Focus and Ambition program to Increased share of high
services sold improve COGS basis with 200+ margin service business
dedicated employees Synergies with TRATON –
“Dual costs” NTR/NTG
truck generation NTG ramp-up globally innovation leader

0.6%pts 0.1%pts

9.4
2
10.0 10.1

Adj. RoS 12% RoS3

(%)1

2016A 2017A 2018A

Supply chain challenges Focused NWC management
leading to increase in NWC post ramp-up of NTG

Limited Cash Flow Focus on Cash Flow Strong Cash Flow

Note: Scania Group including Financial Services post Scania consolidation effects; excl. PPA. Only selected key performance drivers displayed. %pts rounded to the first decimal place. 20
1 Calculated as the ratio of adj. operating profit to sales revenue. 2 Including €403m adjustment for provision in relation to Scania antitrust fine. 3 Strategic target Scania wants to achieve over the cycle.
 MAN T&B – FOCUSED PATH TO OPERATIONAL EXCELLENCE

Track-Record Current Focus Target

PACE performance program Ramp-up/“dual costs” for new Leverage investment in new truck
(mainly production, material truck generation generation across Europe
costs and aftersales) Market shares in Europe Profit from transfer of operational
Fixed cost degression from ex-Germany excellence best-practices
higher volumes driven by Operational Excellence Synergies with TRATON
strong European market performance program

0.4%pts 0.2%pts
3
4.4 4.8 2 5.0
Adj. RoS 8% RoS4
(%)1
Ongoing investment in
new truck generation
2016A 2017A 2018A
Ongoing investment in Focused investment and
product and network NWC discipline

Limited Net Cash Flow Focus on Net Cash Flow Strong Cash Flow
Note: Only selected key performance drivers displayed. %pts rounded to the first decimal place.
1 Calculated as the ratio of adj. operating profit to sales revenue. 2 Including (€50m) adjustment for release of restructuring provision at MAN T&B. 3 Including €137m adjustment for expense in relation to Indian market exit at MAN T&B. 4 Strategic target 21
MAN wants to achieve over the cycle.
 VWCO – MARKET DRIVEN RETURN TO PROFITABILITY STRENGTH

Track-Record Current Focus Target

Increased average price Leverage recovering Brazilian market Brazilian market recovery
per vehicle New delivery truck generation New product portfolio with higher
Headcount reduction average price per vehicle
Strengthen plant/logistic efficiency
Weak demand due to Synergies with TRATON
Brazilian crisis

6.8%pts 10.8%pts

2.0
Adj. RoS 8% RoS3
(%)1
(8.8)

(15.6) 2 Utilize lean set-up

2016A 2017A 2018A
Focus on Net Cash Flow Strong Cash Flow

Note: Only selected key performance drivers displayed. %pts rounded to the first decimal place. 22
1 Calculated as the ratio of adj. operating profit to sales revenue. 2 Including €58m adjustment for restructuring expense at VWCO. 3 Strategic target VWCO wants to achieve over the cycle.
TRATON GROUP SYNERGIES RAMPING UP ON THE BACK OF FIVE INDIVIDUAL
CATEGORIES

Production footprint
5th Category
and logistics
~€0.7bn
4th Category New technologies

3rd Category Joint Powertrain

2nd Category Modularisation in trucks and components

1st Category Purchasing

• Synergies executed on the back of five individual categories, which are leveraging the common platform
potential and technological edge of TRATON GROUP
• All operating units collaborating in order to drive successful synergy realization
Long-term target
• Moving from opportunistic synergy projects to more systematic approach to synergy identification and
realization

23
TRATON GROUP – KPI AND OUTLOOK ON GROUP LEVEL

TRATON Group 2016A 2017A 2018A 2019E Over-the-cycle

RoS target

Volume 204.9k 233.0k

183.6k
(Units; Growth in %) 11.6% 13.7%

Sales revenue
€24.4bn €25.9bn slightly above
(in €bn; €21.9bn
11.2% 6.4% previous year
Growth in %)

Adj. return
on Sales 5.4% 6.0% 6.4% 9%
6.5% – 7.5%1
(in %, Adj. operating €1.2bn €1.5bn €1.7bn over-the-cycle RoS
profit in €bn)

24
1 No adjustments applied to estimated return on sales 2019.
 TRATON GROUP – UNIQUE PROFITABLE GROWTH PROFILE

• Scania: Enters harvesting period on New Truck Generation, profits from short-
Three strong brands… term improvement of cost base and attractive aftermarket and service growth
• MAN: Achieved profit stabilization, enters new era of profitability post ramp-
up of new truck generation
• VWCO: Benefits from Brazil market recovery and broader product pipeline

• Exceptional synergy potential among TRATON GROUP brands and with alliance
partners
…creating a Global Champion…
• Smart partnership approach creates scale and access to global profit
pools
• Monetize on customer focused innovation and ensure efficient capital
allocation

…with highly experienced team • Longstanding industry experience

~175 years • Proven track record
• Commitment to deliver the Global Champion Strategy
of cumulative industry experience

25
APPENDIX

26
TWO-TIER BOARD STRUCTURE WITH INDEPENDENCE SECURED BY
SUPERVISORY BOARD COMPOSITION
EXECUTIVE BOARD SUPERVISORY BOARD
Executive Board composition Supervisory Board composition

Andreas Christian Henrik

• Supervisory Board composition reflects targeted
Renschler Schulz Henriksson shareholder structure
CEO CFO CEO Scania • Broad complementary skills and experience
30 20 21 • Chairman of the Supervisory Board: Hans Dieter Pötsch
• Deputy Chairman: Athanasios Stimoniaris
• 20 members with equal number of shareholder and
employee representatives1
23 40 24 17 Audit Committee
Joachim Antonio Christian Carsten
Drees Roberto Levin Intra • Comprises 6 members
CEO MAN Cortes CTO CHRO • Equal number of shareholder and employee
CEO VWCO representatives2
Years of experience relate to automotive / truck industry

1 Members of the shareholder side: Hans Dieter Pötsch, Dr. Manfred Döss, Gunnar Kilian, Dr. Albert Kirchmann, Dr. Julia Kuhn-Piëch, Nina Macpherson, Dr. Dr. Christian Porsche, Dr. Wolf-Michael Schmid, Hiltrud Werner, Frank Witter. Members of the
employee side: Athanasios Stimoniaris, Torsten Bechstädt, Mari Carlquist, Jürgen Kerner, Lisa Lorentzon, Bo Luthin, Michael Lyngsie, Bernd Osterloh, Karina Schnur, Steffen Zieger. 2 Members of the Audit Committee are Frank Witter, Dr. Julia Kuhn-Piëch,
27
Nina Macpherson, Lisa Lorentzon, Torsten Bechstädt and Karina Schnur.
TRATON GROUP CORPORATE SUSTAINABILITY – OVERVIEW

• Ability to contribute to leading the transport sector towards

sustainability is a prerequisite for TRATON GROUP’s long-term
TRATON GROUP success
Corporate Sustainability
• Transparent sustainability reporting according to GRI standards1
• Corporate sustainability is firmly anchored
throughout the organizations at Scania and MAN T&B/VWCO
• Scania: Driving customer profitability through sustainable
solutions and pursuing responsible business
Corporate Corporate
Sustainability at Sustainability at • MAN T&B/VWCO: Responsibility for product, production, supply
Scania MAN T&B/VWCO chain, human beings as well as society and integrity

• Commitment to UN Sustainable Development Goals as common

basis
• Scania and MAN T&B/VWCO are participant and signatory of UN
Global Compact2, respectively
1 The global reporting initiative (GRI) is an international independent standards organization that sets out principles and indicators for measuring and reporting economics, environmental and social performance. 2 Non-binding United Nations pact to encourage
businesses worldwide to adopt sustainable and socially responsible policies, and to report on their implementation

28
CORPORATE SUSTAINABILITY AT SCANIA

DRIVING THE SHIFT TOWARDS A SUSTAINABLE TRANSPORT SYSTEM

Sustainable transport: Doing the right things Responsible business: Doing things right
Sustainable transport KPIs Business area Selected targets

Energy • Ecolution by Scania

• Driver training and coaching
efficiency • Maintenance with flexible plans
1 Environmental footprint
(50)% Reduction in CO emission from
2
land transport in 2016-2025
2 Diversity and inclusion Reduced energy consumption

3 Business ethics
(33)% in industrial facilities per
vehicle in 2010-2020
Alternative
fuels and • Sales of alternative fuels and
25%
electrification Reduction of un-recycled waste
electrification 4 Health and safety
material in industrial operations
in 2015-2020
Smart and 5 Human and labor rights
safe
transport
• Size of connected fleet
6 Community engagement
100% Offreeoperations to run on fossil
electricity by 2021

Enable partnerships in the Deliver full service offering

Eco-system of transport
and logistics
Create a capable and Eliminate waste and
that improves lifecycle Attract and retain talent
innovative organization achieve cost savings
profitability
29
CORPORATE SUSTAINABILITY AT MAN T&B/VWCO
STRUCTURED APPROACH APPLIED TO DERIVE MAN/VWCO SUSTAINABILITY ACTION FIELDS
SUSTAINABILITY ACTION FIELDS • Reduce • Reduce greenhouse gas, • Allocation relevance
greenhouse gas pollutant emission of CS standards
• Focus on global challenges emission in
Identification of • Improve traffic safety • Responsible use of
• Concrete objectives production & • Sustainable mobility services conflict minerals
1 potential action fields
• High business impact logistics Responsibility for • Review human,
for MAN T&B/VWCO
• Alignment with corporate strategy • Reduce pollutant Products employee rights
emission • CO2 footprint of
Assessment by supply chain
• Analysis and prioritization of
2 dedicated corporate
potential action fields Responsibility for Responsibility for
sustainability council
Production Supply Chain

• Alignment of action fields with stakeholders

Assessment by • Stakeholders include suppliers, customers, Responsibility for
3 Responsibility for
stakeholders NGOs, universities, auto OEMs, representatives Human beings Society and Integrity
of cites and insurance companies
• Holistic health management • Best practice compliance / risk
Alignment of • Sustainability action fields linked to existing / • Need-based, future-oriented management
4 sustainability topics future programs of corporate functional education • Transparent stakeholder dialogue
with corporate strategy strategy • Future of work • Fact-based, constructive dialogue
• Sustainable talent management with politicians
MAN T&B/VWCO employs a structured multi-step approach to Corporate sustainability strategy fully integrated
derive sustainability action fields into the corporate functional strategy
Note: MAN comprises MTB and VWCO. CS = Corporate sustainability.
30
LIMITED AMOUNT OF ADJUSTMENTS TO HISTORICAL
OPERATING PROFIT FOR TRATON GROUP
Operating Profit to Adj. Operating Profit table (€m) Commentary
in €m 2016A 2017A 2018A • Scania provisioned €403m in relation to the
European Commission’s antitrust fine in 2016A
Operating Profit 727 1,512 1,513
• Lower than expected restructuring expenses at
RoS in % 3.3% 6.2% 5.8% MAN T&B leading to €50m reversal of
respective provision in 2017A
Provision for Scania antitrust fine 403 - -
Release of restructuring provision at MAN T&B - (50) - • Adjustment of €137m reflected in 2018A with
regards to market exit/plant closure of MAN
Expense in relation to Indian market exit at MAN T&B - - 137
T&B in India
Restructuring expense at VWCO 58 - -

Adj. Operating Profit 1,188 1,462 1,650

Adj. RoS in % 5.4% 6.0% 6.4%

31
INDUSTRIAL BUSINESS:
INCOME STATEMENT OVERVIEW
in €m 2016A 2017A 2018A
Commentary
Sales revenue1 21,023 23,403 24,963
Cost of sales (17,026) (18,985) (20,298) Financial result in 2018A of €98m mainly includes:
Gross Profit 3,997 4,418 4,665 • €209m resulting from share of earnings from minority
SG&A2 (2,983) (3,100) (3,272) investments in Navistar, Sinotruk and RMMV
Other operating income/expenses5 (419) 51 (46) • €190m positive impact from re-valuation of the
investment in Sinotruk
Operating Profit 596 1,368 1,346
• €(142)m impact from valuation of put option and
RoS in % 2.8% 5.8% 5.4% compensation rights minority share holder
• €(165)m net interest result mainly related to the
Adjustments 461 (50) 137 financial liabilities with VW AG (€2.3bn drawn as per 31-
Adj. Operating Profit 1,057 1,318 1,484 Dec-2018A).
Adj. RoS in % 5.0% 5.6% 5.9% Tax expense declined, despite positive EBT development
resulting in an effective tax rate of 26% for 2018A
Financial result (156) (196) 98
Industrial Business Adj. EBITDA4
Earnings before tax (from continuing operations) 440 1,172 1,444
Income tax income/expense (245) (418) (344) 2016A €1,911m
Result from continuing operations, net of tax 195 754 1,100
2017A €2,107m
Result from discontinued operations, net of tax3 (123) 85 509
2018A €2,557m
Earnings after tax 72 839 1,610

1 Reflecting sales revenue before intersegment consolidation. 2 Reflecting distribution expenses and general and administrative expenses; includes cost of €68m in 2018A for capital market readiness 3 Reflecting non-recurring consolidation effects with Power
32
Engineering. 4 Adj. EBITDA defined as Adj. Operating Profit plus D&A of, and impairment losses on, intangible assets, PP&E and investment property, amortization of and impairment losses on capitalized development costs and impairment losses on equity
investments plus share of the result of equity-accounted investments plus other financial result. 5 Including net impairment losses on financial and contract assets.
INDUSTRIAL BUSINESS:
TRADE NET WORKING CAPITAL DEVELOPMENT ILLUSTRATION LEASE ASSET ACCOUNTING
Trade working capital (TWC)1 development (€m) Vehicle Sales with Buy-Back Obligation – IFRS 15
As % of sales revenue Vehicle sale to customer with buy-back obligation
17.3% 16.9% 16.9% - TRATON receives a cash payment and recognizes a liability
split into pre-payment and buyback liability (residual
4,214
value)
3,962
3,633 - TRATON recognizes a lease asset at cost (and de-
recognizes inventories)
4,321 4,822
Inventory 3,994
Ongoing lease recognition
2,355
- Asset is depreciated on a straight-line basis over the
Trade receivables 2,112 2,293
lease-term
Trade payables (2,472)
- The pre-payment liability is deferred as revenue on a
(2,652) (2,963)
straight-line basis over the lease term

2016A 2017A 2018A End of lease term

• Increase of inventories in line with overall increase of sales volumes - Buy-back: cash effect - TRATON purchases at pre-agreed
price and de-recognizes liability
• Trade receivables driven by Scania V&S and overall increases in
- No buy-back: no cash effect – buyback asset and liability
sales revenue
de-recognized by TRATON
• Trade payables driven by overall growth in production volumes 33
1 Working Capital development as per Balance Sheet perspective.
INDUSTRIAL BUSINESS – NET CASH FLOW EVOLUTION
in €m 2016A 2017A 2018A
440 1,172 1,444
Commentary
Earnings before tax
Income taxes paid (81) (217) (403)
D&A of, and impairm. losses on, int. assets, PP&E, and inv. property4 552 585 634 a. IFRS 15 relevant lease assets incl. in the
Amortization of and impairm. losses on capitalized development costs4 237 225 170 positions: Depreciation of and impairment on
Impairment losses on equity investments4 0 1 6
lease assets, Change in lease assets and change
Depreciation of and impairment losses on lease assets4 1,085 1,155 1,089 a.
Change in pensions 23 13 57 in liabilities (excl. financial liabilities)
Gain/loss on disposal of noncurrent assets and equity investments (14) (13) 13
Share of profit or loss of equity-accounted investments (12) (63) (347) b. b. Share of profit or loss of equity-accounted
Other noncash expense/income 134 30 134 investments increased due to higher profits and
Change in inventories (364) (456) (670) c.
Change in receivables (excluding financial services) (114) (615) (57) reversal of non-cash impact from re-valuation of
Change in liabilities (excluding financial liabilities) 1,714 1,012 1,073 a. the investment in Sinotruk
Change in provisions 408 (69) 38
Change in lease assets (1,865) (1,439) (1,596) a. c. Increase in inventory in line with sales increase
Change in financial services receivables 3 (11) 0
Cash flows from operating activities - discontinued operations (123) 80 (88) d. Other cash flow from investing activities mainly
Cash flow from operating activities 2,024 1,392 1,497
Inv. in int. assets (excluding dev. costs), PP&E, and inv. property (1,054) (839) (931) includes €592m from changes in loans and time
Additions to capitalized development costs3 (400) (416) (449) deposits within the Group (see also e.)
Acquisition of subsidiaries (4) 4 (7)
Acquisition of other equity investments (7) (272) (17) e. Resulting from changes in loans and time
Other cash from investing activities1 (293) (88) 631
Cash flows from investing activities – discontinued operations 0 (4) (0)
d. deposits within the Group
Cash flows from investing activities (1,758) (1,615) (773)
Net Cash Flow I2 266 (223) 724
Adjustment to Net cash flow definition Volkswagen AG5 336 137 (592) e.
Adjustment to discontinuing operations6 123 (76) 88
Net Cash Flow II7 724 (162) 221
1 Includes disposal of subsidiaries, disposal of other equity investments, proceeds from disposal of intangible assets, property, plant and equipment, and investment property, change in investments in securities and changes in loans and time deposits. 34
2 Net Cash Flow I is defined as cash flows from operating activities reduced for cash flow from investing activities. 3 Including capitalized borrowing costs. 4 Net of impairment reversals. 5 Includes change in investments in securities and changes in loans and time
deposits. 6 Includes Cash flow from operating activities and Cash flow from investing activities. 7 Net Cash Flow II is defined as cash flows from operating activities reduced by cash outflow from investing activities from continued operations adjusted for “changes in
securities” and “change in loans and time deposits”.
FINANCIAL SERVICES – INCOME STATEMENT OVERVIEW

in €m 2016A 2017A 2018A

Financing income (Lease income and interest income)1 709 721 760
Cost of sales (482) (469) (489)
Gross Profit 228 252 271
SG&A2 (102) (106) (110)
Other operating income/expenses3 (21) (36) (22)
Operating Profit 105 111 138
Financial result 1 1 10
Earnings before tax 106 112 148
Income tax income/expense (41) (20) (40)

Result from continuing operations, net of tax 65 92 108

Result from discontinued operations, net of tax - - -
Earnings after tax 65 92 108

Return on Equity Calculation 2016A 2017A 2018A

Average Equity (in €m)5 657 702 772
Return on Equity4 16.1% 15.9% 19.2%

1 Reflecting lease income and interest income before I/C adjustments; corresponds to Financial Services segment sales revenue before intersegment consolidation. 2 Reflecting distribution expenses.
3 Including net impairment losses on financial assets. 4 Defined as earnings before tax as % of average equity. 5 Average equity is derived from the balance sheet at the beginning and end of the relevant period.
35
FINANCIAL SERVICES – NET CASH FLOW EVOLUTION

in €m 2016A 2017A 2018A

Earnings before tax 106 112 148
Income taxes paid (57) (52) (41)
D&A of, and impairm. losses on, int. assets, PP&E, and inv. property 2 3 4
Change in pensions 1 0 0
Gain/loss on disposal of noncurrent assets and equity investments (0) (0) 0
Other noncash expense/income 3 (21) 4
Change in receivables (273) 69 (184)
Change in liabilities 25 86 (55)
Change in provisions 5 (1) (0)
Change in lease assets - - (3)
Change in financial services receivables (922) (941) (947)
Cash flow from operating activities (1,110) (744) (1,073)
Inv. in int. assets (excluding dev. costs), PP&E, and inv. property (5) (3) (4)
Other cash from investing activities1 (73) 34 (34)
Cash flows from investing activities (78) 31 (37)
Net Cash Flow I2 (1,188) (714) (1,111)
Adjustment to Net cash flow definition Volkswagen AG3 76 (33) 34
Net Cash Flow II4 (1,112) (746) (1,076)

1 Includes disposal of subsidiaries, proceeds from disposal of intangible assets, property, plant and equipment, and investment property, change in investments in securities and changes in loans and time deposits. 2 Net Cash Flow I is defined as cash flows from
operating activities reduced for cash flow from investing activities. 3 Includes change in investments in securities and changes in loans and time deposits. 4 Net Cash Flow II is defined as cash flows from operating activities reduced by cash outflow from investing
activities from continued operations adjusted for “changes in securities” and “change in loans and time deposits”. 36
TRATON GROUP:
DETAILED INCOME STATEMENT 2016A, 2017A & 2018A
in €m 2016A 2017A 2018A
Sales revenue 21,915 24,366 25,927
Cost of sales (17,649) (19,653) (20,946)
Gross Profit 4,266 4,713 4,981
Distribution expenses (2,316) (2,354) (2,391)
Administrative expenses (789) (872) (1,011)
Net impairment losses on financial assets (36) (44) (45)
Other operating income 506 606 792
Other operating expenses (904) (537) (814)
Operating Profit 727 1,512 1,513
Share of the result of equity-accounted investments 17 74 209
Interest income 79 91 83
Interest expenses (298) (263) (245)
Other financial result (32) (34) 6
Financial result (234) (132) 53
Earnings before tax 493 1,379 1,566
Income tax income/expenses (297) (489) (415)
Current (424) (377) (449)
Deferred 127 (111) 34
Result from continuing operations, net of tax 196 890 1,151
Result from discontinued operations, net of tax 22 149 250
Earnings after tax 219 1,039 1,401
of which attributable to
Noncontrolling interests 10 10 11
TRATON SE (former TRATON AG) shareholders 208 1,029 1,390

Earnings per ordinary share from continuing operations attributable to TRATON SE (former TRATON AG) shareholders in € (basic/diluted) 19.6 89.0 115.1
Earnings per ordinary share attributable to TRATON SE (former TRATON AG) shareholders in € (basic/diluted) 20.8 102.9 139.0
37
TRATON GROUP:
DETAILED BALANCE SHEET 2016A, 2017A & 2018A (1/2)
in €m 2016A 2017A 2018A
Assets
Noncurrent assets 24,344 25,337 25,851
Intangible assets 7,055 7,019 6,597
Property, plant and equipment 5,940 6,003 5,469
Lease assets 5,840 6,103 6,599
Equity-accounted investments 491 836 1,223
Other equity investments 65 50 37
Financial services receivables 3,237 3,805 4,212
Other financial assets 402 93 63
Other receivables 598 662 663
Tax receivables 76 59 50
Deferred tax assets 639 707 939

Current assets 16,916 17,428 20,533

Inventories 5,405 5,781 4,822
Trade receivables 2,860 3,048 2,319
Financial services receivables 2,112 2,319 2,688
Other financial assets 777 782 6,371
Other receivables 659 736 939
Tax receivables 113 117 140
Marketable securities 84 51 98
Cash and cash equivalents 4,907 4,594 2,997
Assets classified as held for sale - - 157
Total assets 41,260 42,765 46,384

38
TRATON GROUP:
DETAILED BALANCE SHEET 2016A, 2017A & 2018A (2/2)
in €m 2016A 2017A 2018A
Equity and Liabilities
Equity 10,931 11,810 16,801
Subscribed capital 10 10 10
Capital reserves 24,271 24,581 21,331
Retained earnings (11,817) (10,760) (2,064)
Other comprehensive income (1,635) (2,130) (2,478)
Equity attributable to TRATON SE (former TRATON AG) shareholders 10,829 11,702 16,799
Noncontrolling interests 102 108 2

Noncurrent liabilities 11,087 13,238 13,217

Financial liabilities 3,555 5,545 5,449
Tax payables - - 122
Other financial liabilities 2,105 2,239 2,333
Other liabilities 1,994 1,963 1,780
Deferred tax liabilities 389 612 824
Provisions for pensions 1,526 1,541 1,506
Provisions for taxes 127 18 16
Other provisions 1,393 1,319 1,184

Current liabilities 19,241 17,717 16,366

Put options and compensation rights granted to noncontrolling interest shareholders 3,849 3,795 1,827
Financial liabilities 5,485 3,426 5,366
Trade payables 3,362 3,507 2,969
Tax payables 256 253 125
Other financial liabilities 1,060 1,176 1,620
Other liabilities 3,681 4,072 3,263
Provisions for taxes 27 129 137
Other provisions 1,522 1,359 938
Liabilities directly associated with assets classified as held for sale - - 123
Total equity and liabilities 41,260 42,765 46,384 39
TRATON GROUP:
DETAILED CASH FLOW STATEMENT 2016A, 2017A & 2018A (1/3)
in €m 2016A 2017A 2018A
Cash and cash equivalents at beginning of period 6,575 4,907 4,594
Earnings before tax 493 1,379 1,566
Income taxes paid (199) (303) (420)
Depreciation and amortization of, and impairment losses on, intangible assets, property, plant and equipment, and investment property* 555 589 639
Amortization of and impairment losses on capitalized development costs* 237 225 170
Impairment losses on equity investments* 0 1 6
Depreciation of and impairment losses on lease assets* 1,074 1,128 1,090
Change in pensions 23 13 57
Gain/loss on disposal of noncurrent assets and equity investments (11) (13) 13
Share of profit or loss of equity-accounted investments (12) (63) (347)
Other noncash expense/income 137 21 81
Change in inventories (353) (482) (632)
Change in receivables (excluding financial services) (342) (415) (269)
Change in liabilities (excluding financial liabilities) 1,392 1,121 993
Change in provisions 415 (70) 51
Change in lease assets (1,852) (1,408) (1,598)
Change in financial services receivables (919) (952) (947)
Cash flows from operating activities - discontinued operations 118 (46) (72)
Cash flows from operating activities 758 726 382

40
* Net of impairment reversals.
TRATON GROUP:
DETAILED CASH FLOW STATEMENT 2016A, 2017A & 2018A (2/3)
in €m 2016A 2017A 2018A
Investments in intangible assets (excluding development costs), property, plant and equipment, and investment property (1,057) (849) (935)
Additions to capitalized development costs (400) (416) (449)
Acquisition of subsidiaries (4) (0) 6
Acquisition of other equity investments (7) (272) (17)
Disposal of subsidiaries (0) (0) 394
Disposal of other equity investments (0) 7 0
Proceeds from disposal of intangible assets, property, plant and equipment, and investment property 43 43 69
Change in investments in securities (83) 31 (49)
Changes in loans and time deposits 50 269 100
Cash flows from investing activities - discontinued operations (186) (174) (184)
Cash flows from investing activities (1,643) (1,361) (1,065)

41
TRATON GROUP:
DETAILED CASH FLOW STATEMENT 2016A, 2017A & 2018A (3/3)
in €m 2016A 2017A 2018A
Capital contributions 0 311 (0)
Profit transfer to/loss absorption by Volkswagen AG (2,365) 32 28
Dividends paid to minorities (0) - -
Other changes (0) 0 -
Proceeds from issuance of bonds 751 2,264 2,162
Repayments of bonds (1,105) (2,090) (720)
Changes in other financial liabilities 1,963 (114) (2,329)
Finance lease payments (2) (2) 1
Cash flows from financing activities - discontinued operations (16) (8) (7)
Cash flows from financing activities (775) 392 (865)
Effect of exchange rate changes on cash and cash equivalents (8) (71) (48)
Net change in cash and cash equivalents (1,667) (314) (1,596)
Cash and cash equivalents at end of period 4,907 4,594 2,997

42
TRUCK INDUSTRY CHARACTERIZED BY A LIMITED NUMBER OF OEMS
COMPETING GLOBALLY

LIMITED NUMBER OF GLOBAL PLAYERS

• Trucks are highly customized products given HDT market share 2017 held by top 3 in each region
Customization & heterogeneous customer requirements
regulation • Products need to meet strict regulatory standards Europe1 76%4

• Large and dense service network important given

Service network high uptime requirements for trucks North
• Need for high service quality 84%5
America2

• Competitive R&D and innovation capabilities

Technology • Continuous innovation for brand positioning and to South
72%6
reduce TCO America3

Source: IHS Markit (as of Feb 2019).

1 EU28+2 region consisting of EU member states plus Norway and Switzerland. Cyprus, Malta, and Luxembourg excluded, as no IHS Markit data available. 2 Canada, Mexico, United States. 3 Incl. Argentina, Brazil, Bolivia, Chile, Colombia, Costa Rica, Ecuador,
Guatemala, Honduras, Nicaragua, Panama, Peru, Venezuela; excl. Mexico (part of North America); excl. Paraguay, Uruguay, as no IHS Markit data for trucks >15t available. 4 Incl. TRATON GROUP, Volvo Truck & Bus, Daimler. 5 Incl. Daimler, Paccar, Volvo Truck &
Bus. 6 Incl. TRATON GROUP, Daimler, Volvo Truck & Bus.
43
 OUTLOOK FOR TRATON GROUP'S CORE MARKETS POSITIVE – EUROPE
PROFITABLE AND INNOVATION DRIVEN, SOUTH AMERICA RECOVERING
MARKET VOLUME TRUCK SALES >6t PROFIT POOL OUTLOOK (UNITS)
2017, k units Share 2017 CAGR 2018-25e CONSIDERATIONS

• Robust volumes TRATON GROUP

Europe ~30-35%6 +0.5%1 • Services/aftermarket expected to increase core markets
3701
• Forefront of innovation

South
1052 ~0%7 +2.5%2 • Strong recovery expected post Brazil market downturn
America

• Continued solid growth expected, driven by economic

Russia 78 n/a8 +5.2%
expansion

• Current strong macro-economic conditions with mixed outlook

North
476 ~35% +0.2% • Services/aftermarket expected to increase
America3
• Most profitable market driven by captive powertrains

• Volume reset post regulatory change

China 1,3474 ~15% (4.9%)4
• Premium and upper budget segments expected to grow

S.E. Asia 2285

~10%9 (0.5%)5 • Heterogeneous markets with mixed growth outlook

Source: IHS Markit (as of Feb 2019), McKinsey.

1 EU28+2 region consisting of EU member states plus Norway and Switzerland. Cyprus, Malta, and Luxembourg excluded, as no IHS Markit data available. 2 Incl. Argentina, Brazil, Bolivia, Chile, Colombia, Costa Rica, Ecuador, Guatemala, Honduras, Nicaragua,
Panama, Peru, Venezuela; excl. Mexico (part of N. America); excl. Paraguay, Uruguay, as no IHS Markit data for trucks >6t available. 3 United States, Mexico, Canada. 4 Incl. Hong Kong. 5 Incl. Indonesia, Australia, Malaysia, New Zealand, Philippines, Singapore,
South Korea, Taiwan, Thailand, Vietnam. 6 Incl. Western Europe and CEE regions. 7 As footnote two and incl. Belize, Caribbean, El Salvador, Paraguay, Uruguay. 8 Incl. in CEE region (part of EU28+2 profit pool share). 9 As footnote five and incl. Japan, Pakistan
and excl. Taiwan 44