Daimler’s Transition: Focus On Sustainability, Efficiency And Mobility Of The Future

The Annual Shareholders’ Meeting of Daimler AG at the Berlin Expo Center is to make key strategic decisions: The shareholders will vote on a new Group structure with the transformation of the automotive divisions into legally independent entities and Daimler AG as the parent company.

The agenda also includes the further transformation of the vehicle manufacturer into a provider of mobility services and the growing importance of sustainability for a successful business model. At the end of the Annual Shareholder’s Meeting, Dr. Dieter Zetsche, Chairman of the Board of Management for many years, will hand over to his successor, Ola K√§llenius, who will continue to develop Daimler from its strong core business with a partially renewed management team. At the Annual Shareholder’s Meeting, about 6,000 shareholders are expected, like in the previous year.

“Daimler’s success is based on great automotive expertise and strategic foresight. The Daimler Group’s strategy for locally emission-free mobility should allow customers to make their own contributions to climate protection,” said Manfred Bischoff, Chairman of the Supervisory Board of Daimler AG in welcoming the attending shareholders at the Annual Meeting. “In general, the question arises as to the future of individual mobility.

It is one of the central challenges facing the automotive industry. It is certainly no longer sufficient just to offer fascinating vehicles with future-orientated drivetrains. It is up to the automotive manufacturers to reinvent mobility solutions in urban environments. The performance of the core business has to be right in order to master all these issues.”

“Daimler has made significant progress in recent years, although we are not satisfied with the latest quarterly results and the share price,” said Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars, at the Annual Shareholders’ Meeting. Looking back, Daimler has gone through different phases. “For a time, we were active troubleshooters and we refocused the company on what we do best: vehicles that convince rationally and inspire emotionally. Then we went on the offensive. With Mercedes-Benz, we wanted to lead the premium segment by 2020.

We have been Number One since 2016. In the commercial vehicles segment, we were able to further build on our leading position. This offensive was not an end in itself. With it, we have built up the strength we need in order to take on the leading role for the much greater task: the transformation of the automotive industry. To do so, we have initiated the greatest change in our history. This transformation is in full swing and it encompasses our products and technologies as well as our business model and corporate culture.”