1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 11100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 2ContentsIntroduction A Paradigm Shift:From Talent Management to People Success Critical Components of a Pulse Program5 Steps to Establishing Your Pulse Program Step 1:Align Your Pulse Program to the BusinessStep 2:Transform Roles and Responsibilities Step 3:Interpret Results with ConfidenceStep 4:Coach Leaders and Managers on High-Quality ConversationsStep 5:Keep the Momentum Alive Throughout the YearPulse Program Checklist From Pulses to People Success 030724261100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 3Surveys can also reveal important insight into how employee engagement impacts business outcomes and what the path to improvement might look like.Yet despite this valuable insight and the implied commitment to respond many organizations fail to take effective action on the results.There is a significant opportunity to use these results to improve employee engagement and retention,and in turn,key business outcomes like productivity,customer satisfaction,and revenue growth.Unfortunately,the gap between an organizations understanding of employee engagement and its ability to take effective action has been significant.The annual employee engagement survey is too often cumbersome and disconnected from the business.It doesnt foster urgency on the part of leaders and managers.A different approach can help your organization take more effective action,sooner,and turn your employee engagement survey into a powerful force for consistent,positive change.This guide is designed to give you a more insightful and actionable approach to employee engagement.It provides a framework for designing and implementing pulse programs at your organization.We hope the result will not only give you a deeper understanding of what drives engagement in your organization,but will also empower your managers to be engagement champions.The ideas in this guide come from decades of engagement survey and organizational development(OD)experience and are designed to help you use employee feedback to improve manager accountability,communications,and ultimately,organizational change.IntroductionEmployee engagement surveys reveal valuable information.How do employees feel about your organizations culture?About relationships with their managers and teams?About their likelihood to stick around?of companies surveyed still measure employee engagement only once a year.64 17 Deloitte Human Capital Trends1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 4Percentage Points Higher Glassdoor RecommendationsHigher Glassdoor Ratings345%Higher 52-Week Change In Stock ValueHigher Market Cap Per Employee42%5x1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 A Consistent Understanding of Employee Engagement is Critical to Organizational SuccessA 2017 study by Glint identifies the relationship between employee engagement and organizational success,using Glassdoor ratings and stock performance as proxies.Companies in the top quartile of Glint engagement scores show significantly higher results than those in the bottom quartile.41100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 5The Paradigm Shift:From Talent Management to People SuccessOrganizations today need to keep pace with their employees engagement.Employees dont see themselves as talent needing to be managed.They see themselves as individuals seeking growth,purpose,and success in their work.Industry leaders recognize that employees can and will seek out employers who provide an environment that emphasizes their success in alignment with the organizations success.And effective HR programs start with real-time feedback that enables managers to have more frequent,high-quality conversations with their employees.These conversations help increase the likelihood that employees are aligned with strategic priorities and are in an environment where they can do their best work.To create this continuous feedback-conversations-action loop,your HR team must replace the traditional annual survey with more frequent measurement combined with more frequent,manager-led conversations.Pulse surveys can become the catalyst for more frequent conversations and improvement across your organization.The Past:Talent ManagementThe Future:People SuccessRigid Process,Annual CyclesAgile,Real-Time,OngoingComplianceMeaningful ConnectionFixed MindsetGrowth MindsetBackward LookingForward LookingManager as ExpertManager as Coach and FacilitatorIndividual SuccessTeam and Network Success1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 6Critical Components of a Pulse ProgramMaking the switch from annual surveys to pulse-style surveys with real-time insights is not as difficult as it sounds and is far more impactful than you may realize.The following chapters provide step-by-step guidance on the critical components of a pulse program,which requires effective design,technology,and training.Youll learn to create a more business-aligned pulse program,transform roles and responsibilities,interpret results with confidence,coach managers on effective conversations,and,finally,keep the momentum alive throughout the year.“Engagement is dynamic if you dont measure it regularly,and act upon findings promptly,its hard to influence.”Richard Deal SVP,Chief HR Officer61100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 7Thoughtful pulse program design leads to more actionable insights that are quickly and easily utilized by leaders,managers,and HR.Think about the key metrics in your organization.In most cases,you report on them quarterly:financial results,sales,customer satisfaction.Research shows that employee engagement can impact all of these key performance indicators.Put simply,people success is as critical to business success as other factors that you regularly track,so why only look at it once a year?Employee engagement results should be available and reviewed as part of the regular business cadence.With this shift,your pulse results become integrated into your ongoing management practices and business processes rather than a once a year,backward-looking event.Your ultimate goal is to make your pulse program a natural part of your business cycle,and a catalyst for continuous improvement at your organization.Question design should follow suit.Focus the questions you ask in each pulse on your strategic priorities for the next 6-12 months.The results will help inform execution of the strategy and allow leaders to pull the right levers to optimize your organizations ability to achieve results.By timing pulses to align with your organizations regular business cadence and centering questions on your companys objectives,you will create a more business-aligned approach.5 Steps to Establishing Your Pulse Program Step 1:Align Your Pulse Program to the BusinessBy definition,pulse surveys are short and frequent,with a cadence and focus that aligns to the business.Bonus:Collecting data more frequently also allows organizations to take advantage of analytical tools,like predictive modeling and machine learning.These tools can help reduce the time needed to extract insights and increase the effectiveness of corrective actions.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 8Create a short and easy user experience for employees to drive and sustain high participation rates and prevent“survey fatigue.”The typical quarterly pulse is 15-18 questions.Use well-researched single-item measures to keep pulses short,while maintaining predictive capacity and information.Single-item measures(i.e.,one question per domain)can capture 90%of the variance and information in multiple-item measures,while reducing pulse length by 3-4x.Ask a core set of questions across pulses to make sure you can track trends in key areas over time,and rotate a subset of questions to stay relevant to current topics and goals.Ideally,these questions align directly to the drivers of engagement at your organization,as well as your strategic priorities.Allow for an optional comment field with every question to add nuance and color to numerical scores.New technology can help parse through thousands of comments quickly to identify important themes and help prescribe action.Time your pulses so that results can align with other business data capture processes and inform regular business planning.Best Practices for Impactful Pulse Surveys“With pulse surveys,our organization is able to listen to what our employees are saying multiple times per year,and we can make the changes that are most impactful in a rapid manner.Managers can log on and see results for their team as soon as the survey closes.The immediacy of this program helps to ensure that our talent is getting what they need from our organization.”Melissa Barry Senior Consultant,Organizational Effectiveness1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 9Case Study:Building A Pulse Program Around the Needs of the BusinessVox Media is an organization that values feedback.Like many companies,Vox had relied on the annual employee survey to help them evaluate workforce happiness.However,after completing the 2015 survey,it became clear to company leaders that the slow,cumbersome process was hindering the organization from moving fast and changing quickly.For employees,the survey itself was long and unwieldy to complete,and many expressed they had little faith that the company would act on the results.For the HR team,analytics were messy and complicated,requiring weeks of manual processing.For leadership,the long period of time between surveys meant that the process couldnt account for rapid business changes.Vox needed a feedback program that was more frequent,more engaging,and more easily available to managers.The organization wanted a solution that would help them live their mission to“thrive on change.”Vox replaced its annual process with quarterly pulse surveys.A simple,engaging pulse format made it easier for employees to participate,which increased response rates.Because results were available to all managers immediately,managers were empowered to take quick action to improve areas of opportunity.Leaders became more open to communicating about their team dynamics.Now,results are shared at both the company and team level shortly after the pulse closes.Vox has transformed employee feedback into a culture of transparency and trust across the organization.“Weve seen a shift in how transparent leaders are about whats going well and whats not within their departments.Theyre talking about these things openly,which has helped to build trust among their teams.”Erin Bakst Senior Director of People Operations1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 10Step 2:Transform Roles and Responsibilities Who powers your pulse programs?Hint:its not HR.Shifting from an annual to a more frequent pulse-style process requires new program roles and responsibilities for HR teams,leaders,and managers.In the annual process,much of the activity is run by the HR team.They create and manage survey questions,analyze the data,derive and communicate insights,and prescribe the most impactful actions to leaders and managers.Results are shared with senior leadership,and it either stops there,or it is cascaded by level(often slowly)to managers.In an effective pulse program,HR becomes the facilitator of change rather than the administrator and enforcer while managers are able to take the reigns to drive engagement on their teams.This transformation becomes possible only with the right design,technology,and training.101100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 11HR as Facilitator of Behavior Change With the right pulse programs,technology platform,and training,managers are now positioned to receive real-time results and algorithmically-derived recommendations so they can begin talking with their teams about actions to take within days of pulse close.The role of HR then shifts from compliance officer and administrator to facilitator of behavior change.They focus on building manager capability to interpret results with confidence and hold focused,high-quality feedback conversations with their teams.HR partners can further support managers by creating opportunities for peer-to-peer sharing of pulse program experiences.Regular meetings allow managers to share ideas,troubleshoot problems,and uncover surprising or common themes across teams.In addition,they can collaborate and discover opportunities to help one another and maximize the impact of their actions.Managers as Coaches and People Success LeadersPulse programs can turn managers into better leaders,as they come to see engagement as integral to achieving business goals.Managers get team-specific engagement insights in real time,so they can immediately begin to have more focused,meaningful conversations with their teams conversations that lead to action.True to the paradigm shift outlined above,these ongoing insights allow managers to begin to integrate engagement into management practices,shifting from a one-way,backward-looking approach to one thats two-way and forward-looking.Managers can forge more meaningful connections with team members and make incremental changes to influence team engagement and performance.According to a Bain&Co.study in 2013,the most impactful engagement programs are the ones in which managers lead the charge.Bain&Co.“Whos Responsible for Employee Engagement?”Dec 11,2013.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 12Provide managers with tools and resources to help them identify issues and opportunities,predict trends,and determine the most effective actions to improve engagement.Transitioning HRs Role:Give Managers the Keys to EngagementTrain managers to own the process,so they can interpret the results,facilitate conversations,and understand the impact on team and company goals.Coach managers to create a positive environment that encourages open discussion with their teams.Help them learn to transparently share survey results and effectively lead change.Help senior leaders reinforce the value of engagement to business success.Coach them to model accountability,personalize communications,and focus on behaviors that drive trust.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 121100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 1313“A single quarter is enough time to see meaningful change.When managers take action,scores increase across teams of varying sizes and initial score levels.In the specific area where action was taken,teams reported scores that were 7%higher than the previous quarter.”Justin Black Head of Organizational Development Science,Glint82%of managers rate employee engagement as“somewhat or very important,”yet most spend less than 10%of their time on engagement activities.GLINT MANAGER SURVEY CONDUCTED IN 2016of managers rate employee engagement as“somewhat or very important”82%yet most spend less than 10%of their time on engagement activities1000 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 14Post-pulse,a plethora of issues compete for a managers attention.When ideas for improvement start to flow,the list can quickly become long and everything feels equally important.Ideally,managers narrow their focus to one area that represents a systemic issue across their team.They choose to work on an issue that has the greatest impact on their teams engagement and business goals.This doesnt mean that they stop championing the business unit and company-level focus areas.But focusing on one team-specific issue at a time leads to more sustainable improvement.Managers can then measure the effectiveness of their actions in subsequent pulses and see the change reflected in new team scores and comments.Step 3:Interpret Results with Confidence With results in hand,its often challenging for managers to determine which area to work on first.Three Guiding Questions for Managers HR teams can help managers focus on the right area for improvement by encouraging them to ask themselves the following questions:1.Whats most important?What must we achieve over the next 3 to 6 months to be successful in the long run?2.How are we doing?What do the pulse results say about our ability to do those things?3.What is our top improvement priority?What is the most important thing for us to work on as a team?1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 15Combine the Numbers the NarrativePulse results typically include both quantitative feedback(scores,rankings,etc.)and narrative feedback in the form of comments.In larger organizations,these comments can number in the tens or hundreds of thousands.Synthesizing such a large set of unstructured data into a story or a set of priorities in any reasonable timeframe may seem impossible.Many organizations just focus on the numbers,but employee comments often contain the diagnostics(the“why”)behind the scores and the prescriptions(suggestions on how to improve)that may otherwise be missed.15Note for managers:Before reviewing comments,first understand your results story based on your scores.Comments can provide helpful context and ideas around your top strengths and weaknesses already identified in your scores.Reviewing comments before understanding your key results runs the risk of making inaccurate conclusions,particularly as comments tend to be from a smaller subset of the organization,more negative,and emotionally charged.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 16Identify themes in comments to clarify why a score is high or low.Which of your top or bottom scoring areas have the greatest energy(i.e.,highest volume of comments)?What themes appear the most?Are they positively or negatively discussed?Comments can surface root causes around low scores,as well as clarify what to keep doing to maintain high scores.Filter comments by different demographics to understand key populations.What are different groups,such as high performers,female employees,or new hires,talking about?This will help you understand how to improve the employee experience of your key populations,as well as identify systemic issues for broader action planning.Surface prescriptive comments and follow through with action.Employees often leave suggestions for improvement in survey comments.Theyre making your job easier by telling you how to fix things.Take advantage of this feedback and share proposed solutions with the team to validate them,then follow-through with the right leaders who can take action.Provide the following tips to managers to help them analyze survey comments and extract actionable insights once theyve taken the time to understand their quantitative feedback:1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 161100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 17Technology innovations,such as artificial intelligence(AI),can help your managers interpret free-form feedback and extract actionable insights to help inform their next steps.Natural Language Processing(NLP)is a form of AI that translates language into data for more effective analysis.For large data sets,such technologies save significant time and effort when it comes to transforming hundreds or thousands of comments into topics,sentiments,and keywords data points that create actionable insights.Focusing action on one area at a time maximizes a managers ability to achieve improvement over time.of employees leave at least one comment in a quarterly survey over the course of a year.80%Glint customer data171100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 18Step 4:Coach Leaders and Managers on High-Quality Conversations Got survey results and insights?Its time for managers to share the findings with their teams and start a conversation.Armed with frequent insights from pulses and an understanding of whats important to their teams,managers are ready to have effective conversations with them and HR can help.18“We believe deeply in understanding people and helping them enjoy work its the difference between a successful company and one that fails.”Amy Errett CEO and Co-Founder1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 19The following five best practices can help managers conduct effective feedback conversations:12345Establish accountability Commit to action and ask team members to participate.Share team experiences Provide insight into the feedback process and openly discuss surprises,misses,and any achievements.Listen Hear candid perspectives from team members and let them know their voices are valuable.Build candor and trust Thank team members for input and demonstrate using feedback as a learning opportunity.Facilitate constructive discussion Encourage democratic candor and a solution-focused mindset.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 191100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 20 Rushing to action without checking in with the team Taking results personally Getting lost in the negative Failing to celebrate the positive or explore the neutral Trying to identify who said what Discounting low scores due to situational factors HR can also offer a framework for working sessions that managers can use with teams.A solid framework includes:team brainstorming,impact and actionability assessment of improvement ideas,assignments of accountability,and next steps for communication.HR can support managers in this process by steering them away from common pitfalls,including,but not limited to:Higher Engagement Scores25 Teams that believe action will be taken on survey results are significantly more engaged,reporting 25%higher engagement scores.GLINT CUSTOMER DATA1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 21Step 5:Keep the Momentum Alive Throughout the YearA successful approach to measuring and improving engagement is not about a program or event.It is about integrating engagement into ongoing conversations and practices throughout the year.The real transformation occurs when the organization makes the process a natural part of the business cycle.When your organization is able to achieve the four steps outlined above,you will be well on your way to harnessing engagement as a driver of people success and business success.211100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 22Senior Leadership is transparent about company results and committed to action.They become role models of communication,accountability,and feedback.Once the pulse program is implemented,several significant changes occur:Managers take ownership of the process and see their results as a catalyst,not a replacement,for ongoing dialogue with their teams.They have an understanding of what matters to them both as a team and individually,and view engagement as vital to performance.Employees feel heard and trust senior leaders and their managers to take action in response to their feedback.They feel empowered to actively participate in and influence change.The genuine care shown by management around their experience energizes employees to participate in future pulses.HR becomes the true enabler of behavior change.Rather than serving as compliance officers,they build manager capability and ownership for integrating engagement into the fabric of the organization.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 221100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 23Put Engagement at the Heart of Business:5 Transformational Behaviors to Maximize Pulse Value1.Champion engagement as a critical element of strategy execution and team performance.Show the correlation between engagement and key business outcomes.2.Integrate ongoing employee feedback into the business cycle,leadership practices,and as an ongoing agenda item in staff meetings.Report on people metrics along with business metrics.3.Celebrate achievements and prioritize engagement improvement areas in the same way you celebrate goal achievement and prioritize strategic business initiatives.4.Foster ongoing dialogue with individual team members about what matters to them and where and how to improve.5.Regularly discuss results and progress to ensure improvements are being made and progress is evident to employees.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 24Pulse Program ChecklistFollow these basic steps to transition your organizations feedback program from an annual event to an ongoing catalyst for continuous improvement.Are You Ready to Pulse?Is my organization ready to move toward a culture of continuous improvement?Is my organization open to frequent,transparent,honest feedback?Will my organization support increasing the attention paid to employee voice?Will managers be open to frequent,development-oriented conversations with their team?Will senior leadership champion(or at least support)the value of continuous improvement?Create Pulse Surveys Pare down the question set,shorten questions,maximum one per engagement driver.Design a simple,quick,and easy user experience.Include a free-form comment box for each question to capture narrative feedback.Plan your pulse cadence to inform regular business planning.Roll out your first pulse!Define Roles&Responsibilities Create a manager coaching plan.Conduct trainings for managers on the new pulse program and their responsibilities.Educate senior leaders on pulse program outcomes and expectations.Train senior leaders to act as role models and champions of a continuous improvement culture.Facilitate peer-to-peer sharing between managers.Encourage peer mentoring,brainstorming,and problem-solving.Interpret Results with Confidence Meet with managers to review survey results and clarify next steps.Arm managers with three guiding questions:What is most important?How are we doing?What is my top improvement priority?Help managers extract key themes from comments.Coach managers to focus on one area of improvement for the next pulse period,or until the team agrees it no longer needs attention.1100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 25Coach Leaders to Take Action Remind managers to share pulse results and actions with their team.Identify which managers need coaching support to lead team conversations.Coach managers on how to facilitate constructive conversations.Encourage managers to follow up with their team to report back on actions taken,reminding them that these are the result of their feedback.Maximize Impact/Keep the Momentum Alive All Year Celebrate team successes.Work with senior leaders to integrate pulse program results into business planning.Champion engagement as a critical business strategy.Integrate ongoing employee feedback into the regular cycle of business metrics reporting.Continue the pulse cadence,tailor new surveys to suit current engagement needs.251100 Island Drive,Suite 101,Redwood City,CA 90465 1 650.817.7240 26From Pulses to People SuccessIntroducing GlintGoing beyond the pulse a full-featured platform to drive a culture of continuous improvement.Glint gives you real-time visibility into the health of your organization.Our platform collects and analyzes data from employees,applies organizational development science,and delivers insights and action plans that can significantly increase engagement,retention,and performance.Learn more at .“The data thats provided from Glint and our people survey is absolutely invaluable.Its the only empirical evidence we have of our return on investment.”Sonia Stocker Head of Planning and Insight for the Property TeamREQUEST A DEMO
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Remuneration Report 2022Mercedes-Benz Group AGRemuneration Report 2022 Mercedes-Benz Group2According to the requirements of Section 162 of the Ger-man Stock Corporation Act(Aktiengesetz,AktG)the Remuneration Report explains the application of the remuneration system for the members of the Board of Management and the Supervisory Board of Mercedes Benz Group AG and describes the amount and structure of the individual remuneration awarded and due for the current and former members of the Board of Manage-ment and Supervisory Board in financial year 2022.The remuneration system furthermore complies with the rec-ommendations and suggestions of the German Corporate Governance Code(Deutsche Corporate Governance Kodex,DCGK),as amended on April 28,2022.The remuneration system for members of the Board of Management is aligned with the business strategy as well as the sustainable and long-term growth of the Company and was approved by the Annual Shareholders Meeting according to Section 120a Subsection 1 AktG on July 8,2020 with an approval rate of 95.33%.It can be accessed on the Companys website at whttps:/group.mercedes- of the Supervisory Board as well as the corresponding amendment to the Articles of Incorporation were approved at the Annual Shareholders Meeting according to Section 113 Subsection 3 AktG on March 31,2021,with an approval rate of 95.39%.The remuneration system of the Supervisory Board can be accessed on the Compa-nys website at whttps:/group.mercedes- Remuneration Report 2021 was presented to the Annual Shareholders Meeting for approval pursuant to Section 120a Subsection 4 AktG on April 29,2022,and was approved with an approval rate of 90.24%.The Remuneration Report 2022 was audited by KPMG AG Wirtschaftsprfungsgesellschaft,exceeding the require-ments of Section 162 Subsection 3 AktG according to both formal and substantial criteria.The auditors opinion is enclosed with the Remuneration Report 2022.Review of the financial year 2022The concrete link between the remuneration of the mem-bers of the Board of Management and performance(pay for performance)is of great importance to the Supervi-sory Board.In addition to the strong financial perfor-mance by the Group as a whole and the achievement of strategic targets,this also includes responsibility for employees,the environment and society.Despite the global economic challenges resulting from the shortage of semiconductors,the Group was able to continue on its profitable growth path in the financial year 2022 and achieve continued good financial performance.In line with the pay for performance principle imple-mented in the remuneration system of the Board of Man-agement,which is to take appropriate account of the per-formance of the members of the Board of Management by setting adequate and ambitious performance criteria within the variable remuneration components,the varia-ble remuneration awarded and due in 2022 reflects,in the Supervisory Boards opinion,the good results of the past financial year.In addition to financial performance,the non-financial performance criteria and transforma-tion targets achieved are also taken into account.In the financial year 2022,the Mercedes-Benz brand con-tinued to set the course for an all-electric future:by the end of the decade,Mercedes-Benz will be ready to go all-electric wherever market conditions allow.With this strategic step from electric first to electric only,Mercedes-Benz is accelerating the transformation to a zero-emission and software-driven future.This strategy is reflected in the targets for the Board of Management as well as for the executives.Remuneration Report 2022 Mercedes-Benz Group3The automotive industry continues to change profoundly and with strong momentum.Sustainability and climate protection in particular are among the most urgent chal-lenges we now face.We are convinced that personal mobility will continue to be a fundamental need in the coming decades and that the market for sustainable lux-ury in the automotive sector will continue to grow.We also expect positive trends in the market for financial services and in the demand for fleet management as well as for digital mobility solutions.In implementing the Companys purpose of enabling mobility for people at a high level,we aim to:Make mobility more sustainable;Continue to grow the core business;Implement electric driving as a priority in all divisions;Initiate automated and autonomous driving and mobility services with a focus on customer value and profitability;Continue advancing digitalisation and leveraging its potential;Support this transformation with a culture that is prac-ticed and further developed by the employees,making the Group more agile and faster while increasing the pace of innovation.The focus of the activities is always on the customer and sustainability as integral components of the strategy.Achieving the financial targets,however,is a key condi-tion in all the activities.The Board of Management and Supervisory Board exam-ined in detail the voting results from the Annual Share-holders Meeting regarding the remuneration system and the Remuneration Report.The high level of agreement underpins the Supervisory Board in its approach of establishing a future-oriented remuneration system that reinforces the sustainable and long-term oriented devel-opment of Mercedes-Benz Group AG.Furthermore,the-in the view of the Supervisory Board-transparent remu-neration reporting,which goes beyond statutory requirements,is viewed positively and will continue in the established manner.However,due to the strategic realignment of Mercedes-Benz Group AG and taking into account voting results,insights from investor dialog as well as developments in the market in the financial year 2022,consideration was given to a revision of the Board of Managements remuneration system.The goal was to make it simpler and easier to understand and to increase the focus on sustainability and particularly the long-term integration of ESG targets.In the financial year 2022,the Supervisory Board therefore resolved upon adjustments to the remuneration system;the accordingly revised remuneration system will be presented to the Annual Shareholders Meeting on May 3,2023 and subject to approval in the Annual Shareholders Meeting apply ret-roactively for all active members of the Board of Manage-ment and for all new and reappointments as of January 1,2023.Remuneration Report 2022 Mercedes-Benz Group4Principles of Board of Management remunerationWhen determining the total remuneration of individual members of the Board of Management on the basis of the remuneration system approved by the Annual Sharehold-ers Meeting,the performance of the members of the Board of Management is taken into account in addition to the situation of the Company,the respective areas of activity and responsibility and customary market practice,considering the size,complexity and economic situation of the Company.This is done in line with legal require-ments and with a clear focus on the competition.In the view of the Supervisory Board,a balanced combination of non-performance-related(fixed)and performance-re-lated(variable)remuneration components that also takes into account suitably ambitious performance parameters and performance indicators provides the Board of Management with an incentive to implement the corpo-rate strategy and ensure the Groups sustained success.In this way,the interests of all stakeholders,in particular those of the shareholders as the owners of the Company,those of the customers and those of the employees are to be reconciled.There is a strong focus on making the remuneration sys-tem of the Board of Management consistent with that of the executives.This ensures that all of the decision-mak-ers pursue uniform goals while taking the same financial and sustainability/environmental,social and governance(ESG)aspects into account and promoting the Companys cultural and organisational realignment.The Supervisory Board generally observes the following guidelines when determining remuneration amounts and the remuneration system:Remuneration guidelines The remuneration system as a whole contributes significantly to promoting the business strategy.The remuneration system and the performance criteria for its variable components incentivise the Groups long-term and sustainable development.The remuneration system is an important factor in linking the interests of the shareholders,customers,employees and other stakeholders.The performance of the Board of Management members is appropriately taken into account in the variable remuneration components by adequately and ambitiously set performance targets(pay for performance).Remuneration Report 2022 Mercedes-Benz Group5Review and determination of Board of Management remunerationFor each upcoming financial year,the Presidential Com-mittee prepares the review of the remuneration system and the individual remuneration amount set by the Supervisory Board and,where necessary,prepares sug-gestions for changes.In the process,the Presidential Committee and the Supervisory Board make use of the advice of external remuneration experts.This was also done in the reporting period.Based on the preparation and recommendation of the Presidential Committee,the Supervisory Board has resolved on changes to the remu-neration system of the members of the Board of Manage-ment approved by the 2020 Annual Shareholders Meet-ing for the financial year 2023.The revised remuneration system shall be proposed to the Annual Shareholders Meeting on May 3,2023,in accordance with Section 120a Subsection 1 AktG and is intended to more strongly reflect the strategic realignment of Mercedes-Benz Group AG.If the Annual Shareholders Meeting does not approve the remuneration system,a revised remunera-tion system is to be submitted for approval to the next ordinary Annual Shareholders Meeting at the latest.Based on the approved remuneration system and the recommendations of the Presidential Committee,the Supervisory Board determines the amount of the target total remuneration of the individual members of the Board of Management for each upcoming financial year.It shall be set in an adequate proportion to the responsibil-ities and performance of each member of the Board of Management and to the situation of the Company.In addition,the Supervisory Board ensures that the target total remuneration is in line with the market.For this pur-pose,it uses a horizontal as well as a vertical comparison.For the horizontal external comparison of the target total remuneration,with regard to the market position of the Company(in particular sector,size and country),the DAX and a group of international competitors consisting of listed automotive manufacturers(in the reporting period:BMW,GM,Honda,Hyundai,Kia,Mazda,Nissan,Stellantis,Subaru,Suzuki,Toyota and VW)are used.The composition of the international comparison group for the horizontal comparison corresponds to the group of competitors considered for the performance criteria for the long-term variable remuneration component(Perfor-mance Phantom Share Plan(PPSP).In addition to the horizontal comparison,the Supervisory Board takes into account the development of the Board of Management remuneration in a vertical internal comparison with the remuneration of the senior execu-tives and the total workforce(collective and non-collec-tive pay-scale employees,including senior executives)of the Group in Germany.This is done by comparing the ratio of the remuneration of the Board of Management with the remuneration of the defined groups of employ-ees,including its development.In addition,a market comparison is carried out of the ratio of the remuneration of the Board of Management to that of the total work-force compared with the DAX companies.For this pur-pose,the Supervisory Board has defined the group of senior executives as follows:It consists of the two man-agement levels below the Board of Management at Mercedes-Benz Group AG within the Group in Germany.In the event of significant shifts in the horizontal compar-ison or significant changes of the ratio between the remuneration of the Board of Management and the verti-cal comparison groups,the Supervisory Board examines the causes and,in the absence of objective reasons,adjusts the remuneration of the Board of Management if necessary.Remuneration Report 2022 Mercedes-Benz Group6Overview of the components of the remuneration sys-temThe remuneration system(which was approved by the Annual Shareholders Meeting in 2020 and applies to all remuneration components,except the Performance Phantom Share Plan,PPSP 2018)generally consists of fixed non-performance-related and variable perfor-mance-related remuneration components,the sum of which determines the total remuneration a member of the Board of Management receives.The fixed non-perfor-mance-related remuneration consists of the base salary,the fringe benefits(pecuniary benefits,mainly expenses assumed by the Company for security services and the provision of company cars),which may vary each year based on individual and certain events,and the annual amounts for pension commitments of each member of the Board of Management.The variable performance-related remuneration is divided into a short-and medium-term variable remuneration(annual bonus with deferral)and a long-term variable remuneration(Performance Phantom Share Plan,PPSP).50%of the annual bonus is paid out after the end of the financial year and 50ter the end of a further year(deferral),linked to relative share price performance.The amount to be paid out for the long-term variable remu-neration component(PPSP)is determined and paid out after the end of the four-year plan period.Fixed remunerationBase salary A fixed contractually agreed remuneration that is paid in twelve monthly instalments Fringe benefits Mainly expenses for security precautions and the provision of company carsPension commitment/pension compensation An annual contribution in the amount of 15%of the sum of the base salary and the total annual bonus as determined at the end of the reporting period Option to grant a pension compensation instead of a pension commitmentVariable remunerationShort-term variable remuneration (annual bonus)Type Annual bonusPerformance criteria Financial performance criteria 50IT 50%free cash flow(FCF)of the industrial business Range of possible target achievement:0 0%Non-financial performance criteria An addition to/deduction from the degree of target achievement of up to a total of 10 percentage points Transformation targets An addition to/deduction from the degree of target achievement of up to a total of 25 percentage pointsCap 200%of the target amountPayout After the financial yearLong-term variable remunerationType Virtual performance share plan(“Performance Phantom Share Plan”)Term Four years(three-year performance period and one-year holding period)Performance criteria 50%relative return on sales 50%relative share performanceCap 250%of the grant valuePayout After three-year performance period and one-year holding periodMalus/Clawback Reduction or complete abolishment/reclaim of the variable remuneration is possibleStock Ownership Guidelines(SOG)The number of the shares to be held up to two years after the end of service relationship is set between 20,000 and 75,000 shares Up to 25%of the gross remuneration out of each PPSP is generally to be used to acquire ordi-nary sharesRemuneration Report 2022 Mercedes-Benz Group7Structure of the target total remuneration of the members of the Board of ManagementThe base salary and the short-and medium-term variable remuneration(annual bonus)each comprise approxi-mately 30%of the target remuneration(excluding the pension commitments and fringe benefits),while the long-term variable remuneration(PPSP)makes up approximately 40%of the target remuneration.Thus,the long-term variable remuneration component exceeds the short-term variable component,so that the focus is on the long-term and sustainable development of the Com-pany without neglecting the operational annual targets.Both the deferred payout of the portion of the annual bonus and the long-term variable remuneration from the PPSP with its link to additional,in the view of the Super-visory Board,ambitious comparative parameters and to the share price reflect the recommendations of the DCGK,which stipulates that the variable remuneration that results from the achievement of mid-and long-term tar-gets should exceed that from short-term targets.The pension contribution to the respective pension com-mitment of the members of the Board of Management is currently calculated as 15%of the sum of the base salary and the total annual bonus as determined at the end of the reporting period.Remuneration structureTarget remuneration consists of non-performance-related and performance-related components:base salary (non-performance-related)short-and medium-term performance-related componentslong-term performance-related componentsapprox.30%approx.30%approx.40%Structure and term of the target remunerationTarget remunerationin%amounts in thousandsTermapprox.40M1:2,200OMBM1:1,100Performance Phantom Share Plan 3-year performance periodPerformance Phantom Share Plan 1-year holding periodapprox.15M:832OMBM:416 425Annual bonus50ferralapprox.15M:832OMBM:416 425Annual bonus50%payoutapprox.30M:1,664OMBM:832 850 Base salaryPayout,performance or commitment dateFringe benefitsPension commitmentYear 1Year 2Year 3Year 41 CBM:Chair of the Board of Management;OMBM:Ordinary Member of the Board of ManagementRemuneration Report 2022 Mercedes-Benz Group8Target total remuneration of the members of the Board of Management for the financial year 2022The Supervisory Board has set the following target total remuneration for members of the Board of Management in the financial year 2022,calculated from The 2022 base salary;The taxable non-cash benefits and other fringe benefitsin the financial year 2022;The half of the annual bonus for 2022 payable in thefinancial year 2023 at the value for target achievementof 100%(one-year variable remuneration 2022);The half of the medium-term annual bonus for 2022payable in the financial year 2024 at the value for tar-get achievement of 100%(deferral 2022);The allocation value(this corresponds to the targetvalue)of the long-term variable remuneration(PPSPtranche 2022-2025)at the time when granted in thefinancial year 2022(payable in financial year 2026);and The pension expense in the financial year 2022(servicecosts in the financial year 2022).Target remunerationOla Kllenius Chair of the Board of Management Dr Jrg Burzer1 Production&Supply Chain ManagementRenata Jungo Brngger Integrity&Legal Affairs 202220212022202120222021in kin kin kin kin kin kBase salary1,6641,66483269832832Taxable non-cash benefits and fringe benefits709626139394Sum fixed remuneration1,7341,7601,09372925926Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)832-416-416-One-year variable remuneration 2021(50%of annual bonus 2021)-832-35-416Mid-term variable remuneration Deferral 2022(50%of annual bonus 2022)832-416-416-Deferral 2021(50%of annual bonus 2021)-832-35-416Long-term variable remunerationPPSP tranche 20222,200-1,100-1,100-PPSP tranche 2021-2,200-1,100Sum variable remuneration3,8643,8641,932701,9321,932Pension expense(service costs)510518288-250251Target total remuneration6,1086,1423,3131423,1073,1091 Dr Jrg Burzer was appointed to the Board of Management effective December 1,2021.Fringe benefits accordingly include one-time expenses.Remuneration Report 2022 Mercedes-Benz Group9Target remunerationSabine Kohleisen1 Human Resources&Labour DirectorMarkus Schfer Chief Technology Officer,Development&PurchasingBritta Seeger Marketing&Sales 202220212022202120222021in kin kin kin kin kin kBase salary83269832832832832Taxable non-cash benefits and fringe benefits194491887587Sum fixed remuneration1,02673923920907919Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)416-416-416-One-year variable remuneration 2021(50%of annual bonus 2021)-35-416-416Mid-term variable remuneration Deferral 2022(50%of annual bonus 2022)416-416-416-Deferral 2021(50%of annual bonus 2021)-35-416-416Long-term variable remunerationPPSP tranche 20221,100-1,100-1,100-PPSP tranche 2021-1,100-1,100Sum variable remuneration1,932701,9321,9321,9321,932Pension expense(service costs)252-251253254255Target total remuneration3,2101433,1063,1053,0933,1061 Sabine Kohleisen was appointed to the Board of Management effective December 1,2021.Fringe benefits accordingly include one-time expenses.Remuneration Report 2022 Mercedes-Benz Group10Target remunerationHubertus Troska1 Greater China Harald Wilhelm Finance&Controlling/Mercedes-Benz Mobility2022202120222021in kin kin kin kBase salary832832850850Taxable non-cash benefits and fringe benefits5627286559Sum fixed remuneration1,3941,560915909Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)416-425-One-year variable remuneration 2021(50%of annual bonus 2021)-416-425Mid-term variable remuneration Deferral 2022(50%of annual bonus 2022)416-425-Deferral 2021(50%of annual bonus 2021)-416-425Long-term variable remunerationPPSP tranche 20221,100-1,100-PPSP tranche 2021-1,100-1,100Sum variable remuneration1,9321,9321,9501,950Pension expense(service costs)250250268278Target total remuneration3,5763,7423,1333,1371 Hubertus Troska:In connection with Mr.Troskas activities abroad,taxable non-cash benefits have accrued in arrears for previous years.In addition,costs were incurred with regard to Mr.Troskas deployment location.Remuneration Report 2022 Mercedes-Benz Group11Maximum amounts of remuneration and maximum total remuneration Pursuant to Section 87a Subsection 1 Sentence 2 No.1 of the German Stock Corporation Act(AktG),the remunera-tion system for the Board of Management provides for a maximum remuneration(cap)for members of the Board of Management.The maximum remuneration achievable for a financial year,comprising base salary,variable remuneration components,pension expense and fringe benefits,is capped at 12,000,000 gross for the Chair of the Board of Management and at 7,200,000 gross for each ordinary member of the Board of Management(“maximum total remuneration”).In addition to the maximum total remuneration,the remuneration of the members of the Board of Manage-ment also has already had caps on each of the variable remuneration components and a cap on the amount of the cash payments(cap of cash payments)for many years.For the Chair of the Board of Management,this maximum amount is set at 1.7 times,for the other members of the Board of Management at 1.9 times,the sum of the base salary,the target annual bonus and the PPSP value when granted.The possible cap on the amount exceeding the maximum total remuneration and/or the maximum limit of the cash payments for financial year 2022 is determined with the payment of the PPSP issued in the relevant financial year,i.e.,for the financial year 2022,with payment of the PPSP 2022 in the financial year 2026.In the financial year 2022,the Supervisory Board ensured that the maximum amount of the cash payments were complied with.A final statement on compliance with the maximum total remuneration and the maximum amount of the cash payments for the financial year 2022 can only be made once the targets have been achieved and the PPSP issued in the financial year 2022 has been paid out in the financial year 2026.Calculation of the maximum amount of remuneration(cap of cash payments)and maximum total remunerationPerformance Phantom Share PlanBase salaryAnnual bonusGrant valueSum of monthly paymentsTarget amount Target remuneration= 1.7(Chair of the Board of Management)1.9(ordinary members of the Board of Management)Maximum amount of remuneration(cash inflow cap)Maximum remuneration pursuant to Section 87a Subsection1 Sentence 2 No.1 AktGFringe benefitsPension commitment/pension substituteRemuneration Report 2022 Mercedes-Benz Group12Remuneration components of the Board of Management in financial year 2022 in detailThe individual components of the Board of Managements remuneration in detail are as follows:Fixed remuneration componentsBase salaryThe base salary is fixed remuneration relating to the entire year,oriented on the area of responsibility and experience of each Board of Management member and paid out in twelve monthly instalments.Fringe benefitsFringe benefits are an additional component of the fixed remuneration.These mainly comprise expenses for secu-rity precautions and the provision of company cars.In addition,special location-based benefits can be provided for Board of Management members who work abroad.In connection with Hubertus Troskas activities abroad,for example,subsequent,taxable non-cash benefits for pre-vious years were accrued.In the reporting period,the members of the Board of Management were also included in a financial loss and liability insurance policy in an adequate amount for exec-utive bodies and certain executives(Directors&Officers insurance)taken out by the Company in the interest of the Company with a corresponding deductible in accord-ance with Section 93 Subsection 2 AktG.The insurance premiums were paid by the Company.Retirement benefitsIn the financial year 2012,the Company introduced a new company retirement benefit plan for new entrants and new appointments both for employees paid in the area of collective bargaining agreements as well as for execu-tives:the Daimler Pensions Plan(DPP).This retirement benefit system features the payment of annual contribu-tions by the Company and is aligned with the capital mar-ket.The Company merely makes a commitment to guar-antee the total of contributions paid,which are invested in the capital market according to a pension-oriented investment concept.The Supervisory Board has approved the application of this retirement benefit plan for all members of the Board of Management newly appointed since 2012.The amount of the annual contributions results from a fixed percent-age of the base salary and the total annual bonus for the respective financial year calculated as of the end of the reporting period.This percentage in the financial year 2022 is 15%.Contributions to the retirement benefit plan are granted until the age of 62.The benefit from the Daimler Pensions Plan is payable to living Board of Man-agement members at the earliest at the age of 62,irre-spective of an earlier termination of the service relation-ship.If a member of the Board of Management terminates the service relationship due to due to the member being unfit for service,the benefit is paid as a limited capacity benefit,even before the age of 62.Three options exist for the payout of the DPP retirement benefit system:As a one-time payment of a single amount;In twelve annual instalments,whereby interest accrues on each partial amount as of commencement of the insured event(at least 1%p.a.,incl.any profit shares according to the insurance tariff defined in the pension commitment);Or as a pension with annual increases(at least 1%p.a.,incl.any profit shares according to the insurance tariff defined in the pension commitment)The service agreements of Board of Management mem-bers contain provisions,according to which in the event of the passing of the Board of Management member before retiring for reasons of age,the spouse/registered civil partner/named life partner or legally dependent chil-dren pursuant to Section 32 of the Income Tax Act(EStG)are entitled to receive the accumulated DPP credit amount plus an imputed amount for the remaining period until the calculated age of the Board of Management member would have reached 62.If a Board of Management member passes away after retiring for reasons of age,the heirs are entitled to receive the benefits in the case of the payout option in twelve annual instalments.For the pension payout option with survivor benefits,the spouse/named life partner/registered civil partner are entitled to receive 60%of the actual pension amount.Remuneration Report 2022 Mercedes-Benz Group13The Pension Capital system,where a capital component was credited annually,was used from the beginning of 2006 until the end of 2011.The Board of Management members active in 2022 still have in part legacy com-mitments from this model that are payable.Pension cap-ital is paid out,regardless of an early termination of ser-vice,at the earliest at the age of 60(amount paid is the total of the capital components including interest).If the service relationship ends due to the member being unfit for service,the pension is paid out as a limited capacity benefit up to the age of 60.Payments under the Pension Capital retirement benefit system can also be made in three ways:As a one-time payment of a single amount;In twelve annual instalments,whereby interest accrues on each partial amount from the time payments com-mence until the payout is complete(Pension Capital:6%or 5%);As an annuity with annual increases(Pension Capital:3.5%).Departing Board of Management members are further-more provided with a company car,in some cases for a defined period.Service costs for pension obligations to Board of Man-agement members in office during the reporting period in accordance with IAS 19 amounted to 2.3 million in the financial year 2022(2021:2.1 million).The present value of the total defined benefit obligation according to IAS 19 amounted to 17.0 million as of December 31,2022(2021:17.0 million).Taking age and period of service into account,the following tables shows the resulting service costs and present values:Individual entitlements,service costs and present value for members of the Board of Managementin kYearService costsPresent value of obligationsOla Kllenius20225104,76720215185,013Dr Jrg Burzer120222881912021-16Renata Jungo Brngger20222502,24020212512,211Sabine Kohleisen120222521582021-11Markus Schfer20222512,71620212532,853Britta Seeger20222542,38920212552,520Hubertus Troska20222503,55420212503,724Harald Wilhelm202226895120212786591 Dr Jrg Burzer and Sabine Kohleisen were appointed to the Board of Management effec-tive on December 1,2021.The table includes all Board of Management members active in 2022.The total amounts from the previous year may therefore vary somewhat.Note:These commitments are partially claims that were vested before the appointment to the Board of Management.Variable remuneration componentsThe variable remuneration is intended to provide the right incentives for the Board of Management to act in the interests of the corporate strategy,shareholders,custom-ers,employees and other stakeholders.Annual opera-tional targets of a financial and non-financial nature are derived from the long-term and sustainable development of the Company to ensure the implementation of the cor-porate strategy;the achievement of these targets is incentivized by means of the annual bonus as short-and medium-term variable remuneration.In addition,there is the long-term-oriented variable remuneration the Per-formance Phantom Share Plan(PPSP)which puts emphasis on the long-term success of the Company compared to competitors and the long-term performance of the Mercedes-Benz Group share price and thus also the sustainable return for the shareholders.Remuneration Report 2022 Mercedes-Benz Group14Annual bonusThe annual bonus is a short-and medium-term variable remuneration component that provides an incentive for the contribution made in the financial year to the opera-tional implementation of the corporate strategy,in par-ticular the future-proof transformation through techno-logical and sustainable realignment of the Group towards electro mobility and extensive digitalisation as automotive manufacturer and mobility service provider.With this in mind,the Supervisory Board derives ambi-tious operational targets from the strategic business objectives for each upcoming financial year.In addition to financial performance criteria,these also include non-financial performance criteria and transformation targets.Overview:Relation of the annual bonus to the business strategyComponents of the annual bonusOverview:Relation of the annual bonus to the business strategFinancial performance criteria EBITStrong operational focus on strengthening the global core business and providing the financial means to achieve the cor-porate strategy objectivesFinancial performance criteria FCF IBAlignment of remuneration with the extensive investment requirements arising from the Group transformation and incen-tivisation of further optimization of cash flow managementNon-financial perfor-mance criteriaInclusion of important non-financial strategic targets and thus building blocks,such as strengthening the core business,adjusting the corporate culture,and strengthening the customer-and market-oriented structureTransformation targetsClear focus of cluster/target criteria on defined future fields and sustainability and ESG aspects as part of the corporate strategyDeferralExtension of the performance period for half of the annual bonus through an additional share-based component and a competitor comparison,thereby promoting the sustainability aspect of the remuneration systemConsideration of com-petitorsIntegration of a relative success measurement and creation of incentives for an outperformance of relative competitorsThe target amount of the annual bonus,which is paid if target achievement is100%,is currently set at100%of the base salary.The total payout amount for the annual bonus is limited to 2 times the base salary of the respec-tive financial year and is calculated as follows:Financial performance criteria EBIT target/actual compar-ison(50%weighting)FCF of the industrial busi-ness target/actual compar-ison(50%weighting)Non-financial performance criteria Employee targets Customer targets Diversity targets Integrity targetsTransformation targets Environment Social Governance Digitalisation 50%payout after one year 50ferral coupled with share price performance compared to competitors =0 0%-10% 10%0%Maximum 200%(Cap)Remuneration Report 2022 Mercedes-Benz Group15Up to 50%of the calculated annual bonus is paid out in March of the following financial year(one-year variable compensation).The second 50%(so-called deferral,medium-term oriented variable remuneration)will be paid out one year later.Value at 100%target achievement(target annual bonus)In the financial year 2022,it corresponds to the respec-tive base salary.Maximum annual bonusThe total payout amount for the annual bonus is limited to 2 times the base salary of the respective financial year.Financial performance criteriaThe structure of the financial performance criteria is to promote the long-term development of the Company in terms of its financial ability to invest with its own funds in for example new technologies and business mod-els.This is to effectively ensure the future viability of the Company.The financial performance criteria are based on the oper-ating result of the Group(EBIT)and the free cash flow of the industrial business(FCF IB),both weighted at 50%.Besides revenue,EBIT and FCF IB are the key financial performance indicators for the Groups operational finan-cial performance.Performance criteria in the financial year 2022:50%comparison EBIT actual value 2022 to target value2022;50%comparison FCF IB actual value 2022 to targetvalue 2022.The measure of operating profit at the divisional level is EBIT.As earnings before interest and income taxes,EBIT reflects the divisions responsibility for their earnings.The EBIT target value for each financial year is derived by the Supervisory Board based on the set medium-term return,which is ambitious and aligned with the competi-tive environment,and the growth targets.The starting point of the calculation is the revenue of the previous year.In addition to the cash flows of the automotive divisions,FCF IB also includes cash flows from taxes and other rec-onciliation items not attributable to the divisions and is of particular importance for the financial strength of the Group.The target value for FCF IB in the respective finan-cial year is based on the defined EBIT target of the divi-sions of the automotive business as well as on a strategic target for the cash conversion rate.The cash conversion rate is the proportion of the periods result that is sched-uled to flow into the Groups liquidity after the payments for the necessary investments in research and develop-ment,tangible fixed assets and working capital are taken into account in accordance with the strategic growth tar-get.When comparing the target 2022 FCF IB to the actual one,adjustments are made for certain factors that were taken into account in the target achievement of the annual bonus in the financial year 2021 or earlier.Remuneration Report 2022 Mercedes-Benz Group16The range of possible target achievement for the two financial targets EBIT and FCF IB is between 0%and 200%.The lower limit of this range represents 25%of the target value;the upper limit 125%of the target value.If the value actually achieved is at or below the lower limit of the range,the degree of target achievement is always 0%.The total absence of a bonus is therefore possible.If the value actually achieved is at or above the upper limit of the range,the degree of target achievement is 200%,which is the maximum it can reach.Within the range,tar-get achievement develops in a linear way.For the financial year 2022,the Supervisory Board set the following financial targets,which were achieved as fol-lows:EBITFinancial targets in the annual bonus:EBIT(in billions of euros)Target achievement Actual target achievement 200%for EBIT=20.462000P%2.6811.1620.4613.99FCF IBFinancial targets in the annual bonus:FCF IB(in billions of euros)Target achievement2000Ptual target achievement 200%for FCF IB=9.161.114.459.65.56Non-financial performance criteriaThe non-financial performance criteria,which focus on sustainability and cultural aspects,are assigned to four categories and,like the financial targets,apply uniformly to the entire Board of Management.These categories represent further building blocks of the corporate strat-egy and thus promote the sustainable and long-term development of the Company:for example,integrity,employee satisfaction and diversity as indispensable components of an agile,future-oriented corporate cul-ture committed to social values,or quality as an indis-pensable prerequisite of customer satisfaction and long-term and sustainable sales success.Each category is weighted equally and receives an addi-tion or a deduction of up to 2.5 percentage points each to or from the degree of achievement of the financial per-formance criteria.Across all four categories,the non-fi-nancial performance criteria lead to an addition or deduction of up to 10 percentage points to the degree of target achievement for the financial performance criteria.The addition or deduction is calculated based on measur-able criteria,allowing target achievement to be clearly determined on the basis of a target/actual comparison at the end of the financial year.This avoids a determination which is based on the discretion of the Supervisory Board.The total of the addition or deduction resulting from the non-financial targets is commercially rounded to two significant figures.For the 2022 financial year this results in an addition of 7.0 percentage points(rounded).Remuneration Report 2022 Mercedes-Benz Group17In detail:Overview:Relation of the annual bonus to the business strategyNon-financial performance criteriaDesignTarget achieve-ment 2022Integrity Achievement of the Group-level targets regarding the further development and permanent estab-lishment of the topic integrity was measured based on certain standardised questions in a global employee survey.This measurement was based on the achieved approval rate of any question,on the one hand,and the average approval rate achieved across all questions(integrity indicator),on the other.Target achievement is derived at Group level at the end of the financial year.2%Customer targets/quality Quality and/or customer satisfaction targets(quality KPIs of all divisions)were defined by the indi-vidual divisions for the financial year.With regard to vehicles,a comparison was carried out of the target number and the actual number of claims during a predefined period of time,MIS(Months in Service),and in terms of service based on a customer satisfaction index.The level of target achievement at the Group level is derived as a weighted average of the individ-ual divisional levels of target achievement at the end of the financial year.1%Employee engagement Employee engagement to the Group was calculated based on their answers to certain standardized questions in our global employee survey.These answers,together with the participation rate achieved in the employee survey,are used to derive a level of target achievement at the Group level at the end of the financial year for the main-tenance and enhancement of a high level of satisfaction and motivation among the employees.2%Diversity&equal opportunity A target for the proportion of women in management positions was defined at the Group level for a period of several years based on the Companys in-house guidelines for the proportion of women in management positions(Gender Diversity Aspirational Guidelines),which go beyond the legally obligatory targets.The level of target achievement is determined by way of a comparison of actual and target values,which is conducted at the end of the financial year.2%The following criteria are used for the evaluation:IntegrityDegree of target achievementAddition/deductionIntegrity Indicator Approval rate of any questionExcellent2.5t%Good2.0q80e-74%Average1.0a70-64%Low-2.5Y%Customer targets/qualityDegree of target achievementAddition/deductionQuality KPIs of all divisionsExcellent2.5%The addition/deduction depends on the respective target value of the respective division or product.Good2.0%Average1.0%Low-2.5%Employee engagementDegree of target achievementAddition/deductionEmployee engagement Participation rateExcellent2.55p%Good2.01-35f-70%Average1.0%-30a-65%Low-2.5%Diversity&equal opportunityDegree of target achievementAddition/deductionGuidelines on the percentage of women in management positionsExcellent2.5%Target overachieved 10%Good2.0%Target overachieved 10%Average1.0%Target achievedLow-2.5%Target not achievedRemuneration Report 2022 Mercedes-Benz Group18Transformation targetsIn order to take into account the implementation of the future-oriented measures for the technological and sus-tainable realignment of the Group,performance criteria and key performance indicators from the most important future-oriented fields were defined at the beginning of the financial year 2022.Here,as an integral component of the corporate strategy,sustainability/environmental,social and governance(ESG)aspects have an explicit sig-nificance for the business dealings of Mercedes-Benz Group AG.The transformation targets represent both quantitative and qualitative aspects.They can add up to 25 percent-age points to the degree to which the financial perfor-mance targets have been achieved.For the financial year 2022,the Supervisory Board set transformation targets in the following topic areas of Environment/Social/Governance/Digitalisation.These include,among others,the following aspects:CO2-emissions tank-to-wheel and production;Progress of the Mercedes-Benz Group operating system;Adjustment of the supply chain,especially with regard to high-risk materials;Share of the online business;Safety innovation.Based on the divisional levels of target achievement as well as the strategic,organizational and structural contri-bution of the Board of Management as a whole,the Supervisory Board derived a joint degree of target achievement for the Board of Management that takes into account the economic environment and the competitive situation and positioning of the Group.This leads to the addition of 20 percentage points to the degree of target achievement for the financial performance criteria for the financial year 2022.This addition was debated and discussed in the Presiden-tial Committee and in the Supervisory Board itself,and the evaluation of the qualitative and quantitative aspects of this category resulted in an addition of 20 percentage points.The transformation addition was exhaustively discussed from the perspective of the Presidential Committee and also from the perspective of the Supervisory Board,and again takes the current complex environment into account.Overall target achievement for the annual bonus 2022The overall target achievement for the 2022 annual bonus is made up of the target achievements for the financial performance criteria,the non-financial performance cri-teria and the transformation targets,and amounts to 200%in the financial year 2022.For the members of the Board of Management,this results in the following payout amount for the annual bonus 2022.Of this amount,50%is to be paid out in March of the financial year 2023 and 50%(deferral)in the financial year 2024,depending on the relative share price performance.Max.200 0%Target achievement 20220%Min.7%Target achievement 2022-10%Min.10%Max.20%Target achievement 20220%Min.25%Max.200%Target achievement 20220%Min.200%Max.Financial performance criteriaNon-financial perfomance criteriaOverall target achievementTransformation targetsRemuneration Report 2022 Mercedes-Benz Group19DeferralOnly 50%of the annual bonus is paid out in March of the following financial year.The second 50%is paid out one year later(so-called deferral),depending on Mercedes-Benz share performance compared with an automotive index(STOXX Europe Auto Index).Mercedes-Benz Group AG uses this index as a benchmark for the relative share performance in one year starting from December 31.The relative Mercedes-Benz share performance ismultiplied by the second 50%of the annual bonus afterthe end of the period under review and paid out.In the financial year 2022,the deferral from the annual bonus 2020 was paid out.The relative share perfor-mance of the Company compared to the STOXX Europe Auto Index for the 2020 deferral was 112%for the period from December 31,2020,to December 31,2021.If the target achievement of the annual bonus of a finan-cial year is already 200%,the deferral is paid out at its nominal value.Performance Phantom Share Plan(PPSP)The PPSP is a long-term variable remuneration compo-nent that is intended to put the focus on the long-term success of the Company compared to its competitors and the long-term performance of the Mercedes-Benz share,and thus also the sustainable return for sharehold-ers.The target achievement for the PPSP is measured based on two performance criteria that are weighted at 50ch.First,the relative return on sales in a three-year com-parison with competitors is used as a performance cri-terion that is to set incentives to ensure sustainableand profitable growth and enhance efficiency.Second,the relative share performance is used,whichlinks the interests of the Board of Management andshareholders.The relevance of the share price and thus the alignment of the interests of the Board of Management and share-holders is further strengthened by the calculation of the payout amount only after the fourth year of the plan term at the share price then applicable.Total target achievement annual bonus 2022Target amountFinancial performance criteriaNon-financial performance criteriaTransformation targetsOverall target achievement1Payout amountin kTarget achievement in%Target achievement in%Target achievement in%in%in kOla Kllenius 1,664200%7 0%3,328Dr Jrg Burzer8321,664Renata Jungo Brngger8321,664Sabine Kohleisen8321,664Markus Schfer8321,664Britta Seeger8321,664Hubertus Troska8321,664Harald Wilhelm8501,7001 Maximum target achievement 200%Remuneration Report 2022 Mercedes-Benz Group20At the beginning of the plan,the Supervisory Board sets a grant value in euro for every financial year in the context of setting the individual annual total target remuneration.This amount is divided by the relevant average Mercedes-Benz share price that was determined during a previously specified longer time period,which results in the number of the preliminary allocated phantom shares.Also at the beginning of the plan,performance criteria are set for a period of three years(performance period).Depending on the achievement of these performance cri-teria with a possible range of 0%to 200%,the phantom shares allocated at the beginning of the plan are then converted into the final number of phantom shares allo-cated after three years.After another year has elapsed(retention period),the amount to be paid out is calculated from this final num-ber of phantom shares multiplied by the applicable Mercedes-Benz share price at that time.The share price relevant for the payout under this plan is also relevant for the allocation of the preliminary number of phantom shares for the newly issued plan in the respective finan-cial year.A dividend equivalent is applied for each phantom share held if a dividend is paid out for Mercedes-Benz shares in the respective year.The amount of the dividend equiva-lent is based on the dividend that is paid out during the respective year for an actual share in the Company.Dur-ing the performance period,it is granted for the prelimi-nary number of phantom shares that have been allo-cated;in the year of the retention period,it is granted for the final number of phantom shares.Value when grantedDetermined annually by the Supervisory Board;for the financial year 2022,approximately 1.3 times the base sal-ary.Range of possible target achievement0 to 200%,meaning that the plan is capped.It may also be zero.Value of the phantom shares at payoutThe value of the phantom shares to be paid out after the end of the plan period depends on the target achieve-ment measured in accordance with the following perfor-mance criteria and the share price relevant for the pay-out.This share price is limited to 2.5 times the share price at the beginning of the plan.Furthermore,the final amount paid is limited to 2.5 times the value when granted at the beginning of the plan.This maximum amount also includes the dividend equivalent paid out during the four-year plan period.The dividend equivalent in the financial year 2022 amounts to 5 per virtual share,which was paid out for the 2019 to 2022 plans.Overview:Relation of the Performance Phantom Share Plan(PPSP)to the business strategyPPSP componentsRelation to the business strategy/incentive effectRel.return on salesIntegrates a main internal key performance measure of the Group and ensures sustainable and profitable growthRel.share perfor-manceLinks the interests of the Board of Management and shareholdersConsideration of competitorsIntegrates a relative measure of performance and thus creates incentive to outperform relevant competitors over the long runFour-year durationEnsures the sustainable and long-term growth of the GroupConversion into phantom sharesStrengthens the relation to the share price and thus the linking of interests of the Board of Management and shareholdersRemuneration Report 2022 Mercedes-Benz Group21Performance criteria for the PPSP 2022Relative return on sales(50%):The achieved return on sales is determined in a three-year comparison with the competitive group consisting of listed vehicle manufacturers with an automotive compo-nent of more than 70%by revenue and an invest-ment-grade credit rating(BMW,GM,Honda,Hyundai,Kia,Mazda,Nissan,Stellantis,Subaru,Suzuki,Toyota and VW).To measure the performance,the average return on sales of the competitors is calculated over three years.Target achievement occurs to the extent to which Mercedes-Benz Group AGs return on sales deviates by a maximum of /-2 percentage points from 105%of the calculated average of the competitors.Target achievement of 100%only occurs when the average return on sales of the Group reaches 105%of the revenue-weighted average return on sales of the group of competitors.Maximum target achievement of 200%occurs if the return on sales of the Group exceeds 105%of the revenue-weighted average of the competitors by 2 percentage points or more.If a target achievement of between 195%and 200%occurs,the maximum target achievement calculated for the perfor-mance criterion of relative return on sales compared to the group of competitors will only be deemed to be 200%if the actual return on sales for the Groups auto-motive business reaches at least the strategic target for return on sales in the third year of the performance period.Otherwise,target achievement will be limited to 195%.Target achievement of 0%for this performance crite-rion occurs in the event of a downward deviation of 2 percentage points or more.In the deviation range of /-2 percentage points,target achievement develops in a linear way.Relative share performance(50%):Relative share performance is measured by the perfor-mance of the Mercedes-Benz share in a three-year com-parison with the performance of the defined group of competitors.If the performance of the Mercedes-Benz share price(in%)is the same as that of the group of competitors(in%),target achievement is deemed to be 100%.If the performance of the share price(in%)is 50 percentage points or more above(below)the perfor-mance of the group of competitors,target achievement is deemed to be 200%(0%).In the deviation range of /-50 percentage points,target achievement develops in a linear way.Begin of planEnd of planPayout amount(0%0%of grant value*)Final Mercedes-Benz Group share priceGrant value in Initial Mercedes-Benz Group share price Preliminary number of phantom shares(virtual shares)Total target achievement (0%-200%)Relative share performance (0%-200%)Comparison with defined group of competitors Relative return on sales (0%-200%)Comparison with defined group of competitorsFinal number of phantom sharesDuration of the PPSP=50P% =/3-year performance periodShare price development1-year holding periodRemuneration Report 2022 Mercedes-Benz Group22Target achievement for the PPSP 2018For the PPSP 2018,which was paid out in the financial year 2022 at the end of the four-year plan period,the fol-lowing target achievement was calculated:Financial targets for PPSP:Return on salesTarget achievement2000$tual target achievement 24%for return on sales Return on sales10057%Financial targets for PPSP:relative share performanceTarget achievement2000tual target achievement 83%for relative share performancePeer-Groupperformance-50%pointsPeer-GroupperformancePeer-GroupPerformance 50%pointsRelativeshare performanceThe spin-off of the commercial vehicle business,which was completed at the end of the financial year 2021,had an impact on the PPSP 2018.The payout of the PPSP 2018 was based on a combined closing price of the Daimler-/Mercedes-Benz Group share and the Daimler Truck share.The PPSPs 2019 to 2021 continued as Group-specific plans following the successful spin-off of the commercial vehicle business.On the basis of the allo-cation ratio of 1:2 defined for the shareholders and the share prices of Daimler AG and Daimler Truck Holding AG in the period from December 10 to December 31,2021,a conversion factor of 1.2199 was determined for the phan-tom shares of Mercedes-Benz Group AG.This was applied to the previous number of phantom shares in order to continue the PPSP at the same value(to determine the adjusted number of preliminary phantom shares after the spin-off of the truck business took effect,a conversion factor of 1.2199 was applied to the PPSPs 2019-2021).The maximum target achievement of the performance cri-teria of relative return on sales and relative share perfor-mance of 200%was not reached by the PPSP 2018.The cap on the share price relevant for the payout of 2.5 times the share price at the beginning of the plan,and the cap on the final amount to be paid out(including the dividend equivalents paid out during the four-year plan period)of 2.5 times the allocation value specified at the beginning of the plan(payout factor),were also not reached for the PPSP 2018.The following figure shows the target achievements,the share price performance and the payout factor of the PPSP 2018 in total:Max.200$%Target achievement 0%Min.Target achievement 0%Min.119%Target achievement n/aMin.250%Max.Relative return on salesRelative share performanceShare price performanceOverall target achievement64%Target achievement 0%Min.Max.Payout factorMax.200%Target achievement 0%Min.Max.200T%0%Remuneration Report 2022 Mercedes-Benz Group23The following table shows the grant value per Board of Management member and the payout amount of the PPSP 2018 resulting from overall target achievement and share performance:Total target achievement PPSP 2018Value when grantedShare price when grantedPreliminary number of phantom sharesOverall target achievementFinal number of phantom sharesShare price at payoutPayout amountin kin in%in in kOla Kllenius 1,10073.8514,89654%8,04488.23710Dr Jrg Burzer11251,69359988Renata Jungo Brngger1,10014,89654%8,044710Sabine Kohleisen1951,28759v067Markus Schfer14305,82359%3,436303Britta Seeger1,10014,89654%8,044710Hubertus Troska1,10014,89654%8,0447101 Allocation as a manager below the Board of Management.Plans for the level below the Board of Management differ in terms of target achievement.Plans assigned to the Board of Manage-ment have an increased level of target aspiration.Guidelines for share ownershipAs a supplement to the remuneration components of the Board of Management,stock ownership guidelines exist for the Board of Management(Stock Ownership Guide-lines).These guidelines require members of the Board of Management to invest in Mercedes-Benz Group shares over a period of several years and to hold those shares until the end of their employment.Depending on the functional responsibility of the respective Board of Man-agement member,the number of shares to be held is between 20,000 and 75,000.In fulfilment of the policies,up to 25%of the gross remuneration out of each Perfor-mance Phantom Share Plan is generally to be used to purchase shares in the Company,but the required shares can also be purchased in other ways.As at December 31,2022,the following status for the Stock Ownership Guidelines and their implementation resulted for the members of the Board of Management:Stock Ownership GuidelinesSOG targetStatus quoNumberNumberin%of the SOG targetOla Kllenius 75,00018,65125%Dr Jrg Burzer20,0001,90910%Renata Jungo Brngger20,00012,05860%Sabine Kohleisen20,0005933%Markus Schfer20,0009,99650%Britta Seeger20,0006,48432%Hubertus Troska20,00020,000100%Harald Wilhelm125,000-1 Harald Wilhelm did not received any payout from PPSP up to the end of the financial year 2022.The first tranche(grant 2019)is due in 2023.Remuneration Report 2022 Mercedes-Benz Group24Malus/ClawbackMalus and clawback provisions are implemented in the service contracts and the PPSP plan conditions.These provisions allow for the partial or complete reduc-tion of the annual bonus for any Board of Management member who violates the duties pursuant to Section 93 AktG and,in particular,the principles laid down in the Companys Integrity Code.If it is not possible to reduce a future bonus payment or a payment that has yet to be made,the Board of Management member in question will be required to pay back the amount of the bonus reduc-tion from already paid bonuses.The Supervisory Board decides on such bonus reductions.The terms governing the PPSP include a provision that allows for the partial or complete reduction of the payout for any member of the Board of Management who clearly violates the principles laid down in the Companys Integ-rity Code or any other professional obligations prior to the payout of the plan proceeds.The Supervisory Board decides on such bonus reductions.There were no reasons for applying the malus or clawback provisions in the financial year 2022,which is why there were no reductions or repayments.Early termination of serviceThe durations of the service contracts of the members of the Board of Management correspond to their terms of appointment.If the appointment of a member of the Board of Manage-ment is revoked pursuant to Section 84 Subsection 3 of the German Stock Corporation Act(AktG)and there is good cause as defined in Section 626 of the German Civil Code(Brgerliches Gesetzbuch,BGB),the service con-tract shall also end at the time the revocation of the appointment takes effect.In this case,no payments are made to the Board of Management member for the period from the effective date of the revocation.In the case of early termination of the service contract without good cause within the meaning of Section 626 of the BGB,Board of Management service contracts include commitments to payment of the base salary and provi-sion of a company car until the end of the original service period at a maximum.Such persons are only entitled to payment of the annual bonus pro rata for the period until the end of the membership in the Board of Management.Entitlement to payment of the performance-based com-ponents of remuneration with a long-term incentive effect(PPSP)that has already been allocated is deter-mined by the conditions of the respective plans.In the event of retirement for age reasons,for example,or if mutually agreed,the plans are paid out in arrears.Already allocated plans are lost in the event of a unilateral resig-nation from the Board of Management position.To the extent that the payments described above are sub-ject to the provisions of the severance cap of the German Corporate Governance Code(DCGK),their total including fringe benefits is limited to twice the value of the annual remuneration and may not exceed the total remuneration for the remaining period of the service contract.In the event of an early or regular termination of the ser-vice contract,both the short-term and the delayed medi-um-term component(deferral)of the annual bonus and the proceeds from the long-term PPSP are not paid out in advance but instead at the points in time agreed upon in the service contract or in the terms and conditions of the PPSP plan.The entitlements are inheritable.A post-contractual non-competition clause is not included in the contracts of the Board of Management members.There are likewise no commitments in the Remuneration Report 2022 Mercedes-Benz Group25event of early termination of Board of Management mem-bership due to a change of control,nor are there any commitments regarding severance payments.Information on benefits in the event of regular termina-tion of employment can be found in the section Retire-ment benefits.Secondary activities of Board of Management membersThe members of the Board of Management should accept management board or supervisory board positions and/or any other administrative or honorary functions outside the Group only to a limited extent.Furthermore,they require the consent of the Supervisory Board before commencing any sideline activities.This ensures that nei-ther the time required nor the remuneration paid for such activities leads to any conflict with the members duties to the Group.Insofar as such secondary activities are memberships of statutory supervisory boards or compa-rable boards of business enterprises,they are disclosed in the notes to the annual financial statements of Mercedes-Benz Group AG,which are published on the website.Up to a certain amount,the remuneration for mandates in listed companies in which Mercedes-Benz Group holds a direct or indirect interest is not offset.If the remuneration exceeds this set amount,it is partially offset against the Board of Management remuneration.When accepting mandates in companies in which Mercedes-Benz Group AG holds no direct or indirect interest,the remuneration for these mandates is not off-set.In the financial year 2022,Renata Jungo Brngger and Harald Wilhelm were members of the Supervisory Board of Daimler Truck Holding AG.The remuneration due by Daimler Truck Holding AG(payout in 2023)will be off-set pro rata against the annual bonus for 2022(payout also in 2023)in accordance with the applicable provi-sions.The approach is also described in the table Remu-neration awarded and due.Remuneration from third partiesNo remuneration was paid to members of the Board of Management by third parties with regard to their activi-ties on the Board of Management in the financial year 2022.Remuneration Report 2022 Mercedes-Benz Group26Remuneration of the members of the Board of Management in office in the financial year 2022The following tables show the remuneration awarded and due for each individual member of the Mercedes-Benz Group AG Board of Management in the financial year 2022 in accordance with Section 162 Subsection 1 Sen-tence 1 AktG,including the respective relative propor-tions of their components.The disclosure corresponds to the disclosure already made in the past in accordance with the model table(Benefits received)of the German Corporate Govern-ance Code(DCGK)in its version of February 7,2017,and thus ensures a consistently transparent and comparable presentation of the individual remuneration of the mem-bers of the Board of Management of Mercedes-Benz Group AG.For this purpose,clusters were defined for the respective remuneration components,based on the dis-closure logic described below:The one-year variable remuneration 2022 is disclosed in accordance with a vesting-oriented interpretation.This means that the one-year variable remuneration is dis-closed for the financial year in which the performance measurement is completed and is therefore vested.The one-year variable remuneration is therefore disclosed for the financial year 2022,although the actual payout will not take place until the financial year 2023.For the defer-ral and the PPSP,on the other hand,a disclosure logic is chosen that corresponds to a payout-oriented interpreta-tion.This ensures that all conditions subsequent or con-ditions precedent of the medium-and long-term oriented variable remuneration have lapsed or have been fulfilled and that the actual amount of the remuneration compo-nents can be disclosed in accordance with the actual payout.The total remuneration awarded and due in the financial year 2022 is calculated as the total of:The 2022 base salary;The taxable non-cash benefits and other fringe benefits in the financial year 2022;The half share of the annual bonus 2022 determined for the financial year 2022 and paid in the financial year 2023(one-year variable remuneration 2022);The half share of the medium-term-oriented component of the annual bonus 2020(deferral 2020)ending at the end of the financial year 2021 and paid in the financial year 2022;The value of the long-term share-based remuneration(PPSP 2018)paid in the financial year 2022;The dividend equivalents of the current PPSP(2019,2020,2021 and 2022)paid in the financial year 2022.Furthermore,the pension expense in the financial year 2022(service costs in the financial year 2022)is shown.Remuneration Report 2022 Mercedes-Benz Group27Remuneration awarded and dueOla Kllenius Chair of the Board of ManagementDr Jrg Burzer Production&Supply Chain Management2022202120222021in kin%in kin%in kin%in kinse salary1,66425%1,66439237i49%Taxable non-cash benefits and fringe benefits7012&1112%Sum fixed remuneration1,7341,7601,09372Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)11,66425%-83237%-One-year variable remuneration 2021(50%of annual bonus 2021)-1,66439%-6949%Offsets from mandate remuneration-Mid-term variable remuneration2 Deferral 2020(50%of annual bonus 2020)1,37923%-Deferral 2019(50%of annual bonus 2019)-1894%-Long-term variable remunerationPPSP 201871011%-884%-PPSP 2017-49513%-Dividend equivalent PPSP 20221532%-763%-Dividend equivalent PPSP 20212303Q1R2%-Dividend equivalent PPSP 20202914d1f3%-Dividend equivalent PPSP 20194206P1X3%-Dividend equivalent PPSP 2018-110%-Sum variable remuneration4,8472,5241,17269Total remuneration in terms of Sect.162 AktG6,581100%4,284100%2,2651001100%Pension expense(service costs)510-518-288-Total remuneration(incl.service costs)7,0914,8022,5531411 Only 50%of the annual bonus is paid out in March of the following financial year.The second 50%is paid out one year later(so-called deferral),depending on Mercedes-Benz share perfor-mance compared with an automotive index(STOXX Europe Auto Index).The disclosure corresponds to the disclosure already made in the past in accordance with the model table(Benefits received)of the German Corporate Governance Code(DCGK)in its version of February 7,2017 and thus ensures a consistently transparent and comparable presentation of the individual remuneration of the members of the Board of Management.The one-year variable remuneration is therefore disclosed for the financial year 2022,although the actual payout will not take place until the financial year 2023.For the deferral(Mid-Term Incentive)and the PPSP(Long-Term Incentive),on the other hand,a disclosure logic is chosen that corresponds to a payout-ori-ented interpretation.2 In addition to the deferrals paid out from the annual bonus 2019 and 2020 shown in the table,further deferrals are outstanding.These are the deferral 2021 with a deferred amount of k1,664 and k69,respectively,for Ola Kllenius und Dr.Jrg Burzer,and the Deferral 2022 with a deferred amount of k1,664 for Ola Kllenius and k832 for Dr.Jrg Burzer.3 Dr.Jrg Burzer:the PPSP grants for 2021 and earlier were awarded prior to his appointment to the Board of Management.Remuneration Report 2022 Mercedes-Benz Group28Remuneration awarded and dueRenata Jungo Brngger Integrity&Legal AffairsSabine Kohleisen Human Resources&Labour Director2022202120222021in kin%in kin%in kin%in kinse salary83223234239i49%Taxable non-cash benefits and fringe benefits933449B%Sum fixed remuneration9259261,02673Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)183223%-83239%-One-year variable remuneration 2021(50%of annual bonus 2021)-83234%-6949%Offsets from mandate remuneration-51-1%-Mid-term variable remuneration2 Deferral 2020(50%of annual bonus 2020)69019%-Deferral 2019(50%of annual bonus 2019)-1185%-Long-term variable remunerationPPSP 201871017%-673%-PPSP 2017-49520%-Dividend equivalent PPSP 2022762%-764%-Dividend equivalent PPSP 20211153%1B2%-Dividend equivalent PPSP 20201454212%-Dividend equivalent PPSP 201925270122%-Dividend equivalent PPSP 2018-110%-Sum variable remuneration2,7691,5431,08969Total remuneration in terms of Sect.162 AktG3,694100%2,469100%2,1151002100%Pension expense(service costs)250-251-252-Total remuneration(incl.service costs)3,9442,7202,3671421 Only 50%of the annual bonus is paid out in March of the following financial year.The second 50%is paid out one year later(so-called deferral),depending on Mercedes-Benz share perfor-mance compared with an automotive index(STOXX Europe Auto Index).The disclosure corresponds to the disclosure already made in the past in accordance with the model table(Benefits received)of the German Corporate Governance Code(DCGK)in its version of February 7,2017 and thus ensures a consistently transparent and comparable presentation of the individual remuneration of the members of the Board of Management.The one-year variable remuneration is therefore disclosed for the financial year 2022,although the actual payout will not take place until the financial year 2023.For the deferral(Mid-Term Incentive)and the PPSP(Long-Term Incentive),on the other hand,a disclosure logic is chosen that corresponds to a payout-oriented interpretation.2 In addition to the deferrals paid out from the annual bonus 2019 and 2020 shown in the table,further deferrals are outstanding.These are the deferral 2021 for Renata Jungo Brngger und Sabine Kohleisen with a deferred amount of k832 and k69,respectively,and the deferral 2022 with a deferred amount of k832 each.3 Sabine Kohleisen:the PPSP grants for 2021 and earlier were awarded prior to her appointment to the Board of Management.Remuneration Report 2022 Mercedes-Benz Group29Remuneration awarded and dueMarkus Schfer Chief Technology Officer,Development&PurchasingBritta Seeger Marketing&Sales 2022202120222021in kin%in kin%in kin%in kinse salary83225240222234%Taxable non-cash benefits and fringe benefits9134u24%Sum fixed remuneration923920907919Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)183225%-83222%-One-year variable remuneration 2021(50%of annual bonus 2021)-83240%-83234%Offsets from mandate remuneration-Mid-term variable remuneration2 Deferral 2020(50%of annual bonus 2020)69022%-69019%-Deferral 2019(50%of annual bonus 2019)-723%-1185%Long-term variable remunerationPPSP 20183039%-71019%-PPSP 2017-1908%-49520%Dividend equivalent PPSP 2022762%-762%-Dividend equivalent PPSP 20211154%153%1%Dividend equivalent PPSP 20201454225421%Dividend equivalent PPSP 20192016$1%2701%Dividend equivalent PPSP 2018-50%-110%Sum variable remuneration2,3621,1802,8201,543Total remuneration in terms of Sect.162 AktG3,285100%2,100100%3,727100%2,462100%Pension expense(service costs)251-253-254-255-Total remuneration(incl.service costs)3,5362,3533,9812,7171 Only 50%of the annual bonus is paid out in March of the following financial year.The second 50%is paid out one year later(so-called deferral),depending on Mercedes-Benz share perfor-mance compared with an automotive index(STOXX Europe Auto Index).The disclosure corresponds to the disclosure already made in the past in accordance with the model table(Benefits received)of the German Corporate Governance Code(DCGK)in its version of February 7,2017 and thus ensures a consistently transparent and comparable presentation of the individual remuneration of the members of the Board of Management.The one-year variable remuneration is therefore disclosed for the financial year 2022,although the actual payout will not take place until the financial year 2023.For the deferral(Mid-Term Incentive)and the PPSP(Long-Term Incentive),on the other hand,a disclosure logic is chosen that corresponds to a payout-ori-ented interpretation.2 In addition to the deferrals paid out from the annual bonus 2019 and 2020 shown in the table,further deferrals are outstanding.These are the deferral 2021 for Markus Schfer and Britta Seeger with a deferred amount of k832 each,and the deferral 2022 with a deferred amount of k832 each.3 Markus Schfer:the PPSP grants for 2017 and 2018 were awarded prior to his appointment to the Board of Management.Remuneration Report 2022 Mercedes-Benz Group30Remuneration awarded and dueHubertus Troska Greater China Harald Wilhelm Finance&Controlling/Mercedes-Benz Mobility2022202120222021in kin%in kin%in kin%in kinse salary83220227029044%Taxable non-cash benefits and fringe benefits56213r823e2Y3%Sum fixed remuneration1,3941,560915909Short-term variable remuneration One-year variable remuneration 2022(50%of annual bonus 2022)183220%-85029%-One-year variable remuneration 2021(50%of annual bonus 2021)-83227%-85044%Offsets from mandate remuneration-71-2%-Mid-term variable remuneration2 Deferral 2020(50%of annual bonus 2020)69016%-70424%-Deferral 2019(50%of annual bonus 2019)-1184%-905%Long-term variable remunerationPPSP 201871017%-PPSP 2017-49516%-Dividend equivalent PPSP 2022762%-763%-Dividend equivalent PPSP 20211153%154%1%Dividend equivalent PPSP 20201453215522%Dividend equivalent PPSP 2019252601961%Dividend equivalent PPSP 2018-110%-Sum variable remuneration2,8201,5432,0081,019Total remuneration in terms of Sect.162 AktG4,214100%3,103100%2,923100%1,928100%Pension expense(service costs)250-250-268-278-Total remuneration(incl.service costs)4,4643,3533,1912,2061 Hubertus Troska:In connection with Hubertus Troskas activities abroad,there are still ongoing taxable non-cash benefits for previous years.2 Only 50%of the annual bonus is paid out in March of the following financial year.The second 50%is paid out one year later(so-called deferral),depending on Mercedes-Benz share perfor-mance compared with an automotive index(STOXX Europe Auto Index).The disclosure corresponds to the disclosure already made in the past in accordance with the model table(Benefits received)of the German Corporate Governance Code(DCGK)in its version of February 7,2017 and thus ensures a consistently transparent and comparable presentation of the individual remuneration of the members of the Board of Management.The one-year variable remuneration is therefore disclosed for the financial year 2022,although the actual payout will not take place until the financial year 2023.For the deferral(Mid-Term Incentive)and the PPSP(Long-Term Incentive),on the other hand,a disclosure logic is chosen that corresponds to a payout-ori-ented interpretation.3 In addition to the deferrals paid out from the annual bonus 2019 and 2020 shown in the table,further deferrals are outstanding.These are the deferral 2021 with a deferred amount of k832 for Hubertus Troska and k850 for Harald Wilhelm and the deferral 2022 with a deferred amount of k832 for Hubertus Troska and k850 for Harald Wilhelm.Remuneration Report 2022 Mercedes-Benz Group31Remuneration of former Board of Management members in the financial year 2022Dr Manfred Bischoff received pension payments in the amount of 764,524 in the financial year 2022.In addi-tion,Dr Manfred Bischoff received fringe benefit pay-ments in the amount of 22,450.The fixed remuneration components therefore account for 100%of the remuner-ation.Wilfried Porth resigned from the Board of Management,responsible for Human Resources and Labour Director,at the close of November 30,2021.His service contract ended at the close of April 30,2022.During the remain-ing term of his service contract,Wilfried Porth received the contractually agreed remuneration.For the remainder of the financial year 2022 following his resignation(Janu-ary 1,2022,to April 30,2022),this was the mid-term vari-able remuneration(deferral)from the annual bonus 2020 in the amount of 689,742 which was paid out in full.In addition,he received payments from the PPSP 2018 in the amount of 742,014,dividend equivalents in the amount of 562,015 from the current PPSP(2019-2022)and base salary/pension payments in the amount of 381,240.In addition,Wilfried Porth received fringe ben-efit payments in the amount of 31,265.The fixed remu-neration components accordingly account for 17%and the variable remuneration components for 83%of the remuneration.Martin Daum resigned from the Board of Management,as responsible for the then Trucks&Buses division,at the close of December 9,2021.His service contract had already ended at the close of November 30,2021.For the period between December 1 and December 9,2021 Mr.Daum waived his remuneration from the former Daimler AG.For the remainder of the financial year 2021(January 1,2021,to November 30,2021),Mr.Daum received the mid-term variable remuneration(deferral)from the annual bonus 2020 in the amount of 689,742 which was paid out in 2022.The fixed remuneration com-ponents accordingly account for 0%and the variable remuneration components for 100%of the remuneration.In financial year 2022,Bodo Uebber received payments from the PPSP 2018 in the amount of 848,420,dividend equivalents in the amount of 300,670 from the current PPSP 2019 and pension payments in the amount of 294,672.Furthermore,Bodo Uebber received a payment in the amount of 1,188,282 from the company pension plan.In addition,he received fringe benefit payments in the amount of 19,753.The fixed remuneration compo-nents accordingly account for 57%and the variable remu-neration components for 43%of the remuneration.Prof.Dr Thomas Weber received pension payments in the amount of 356,415 in the financial year 2022.Fur-thermore,Prof.Dr Thomas Weber received a payment in the amount of 465,353 from the company pension plans.In addition,he received fringe benefit payments in the amount of 13,386.The fixed remuneration components therefore account for 100%of the remuneration.Andreas Renschler received pension payments in the amount of 71,022 in the financial year 2022.The fixed remuneration components therefore account for 100%of the remuneration.In the financial year 2022,Dr Dieter Zetsche received payments from the PPSP 2018 in the amount of 1,806,509,dividend equivalents in the amount of 640,195 from the current PPSP 2019 and pension pay-ments in the amount of 1,119,461.Furthermore,Dr Zetsche received a payment in the amount of 800,480 from the company pension plan.In addition,Dr Dieter Zetsche received fringe benefit payments in the amount of 27,585.The fixed remuneration components accord-ingly account for 44%and the variable remuneration components for 56%of the remuneration.The remuneration awarded and due in the financial year 2022 to the former members of the Board of Manage-ment of Mercedes-Benz Group AG,who resigned more than 10 years ago,amounted to 11.8 million(prev.year:15.2 million)in total.Remuneration Report 2022 Mercedes-Benz Group32Remuneration of the Supervisory BoardPrinciples of Supervisory Board remunerationPursuant to Section 113 Subsection 3 AktG,the Annual Shareholders Meeting of Mercedes-Benz Group AG must resolve upon the remuneration of the members of the Supervisory Board at least every four years.This resolu-tion was adopted by the 2021 Annual Shareholders Meeting with an approval rate of 95.39%.Article 10 of the Articles of Incorporation of Mercedes-Benz Group AG was adjusted.The remuneration of the members and the Chair of the Legal Affairs Committee was increased;in all other respects,the level of Supervisory Board remuneration remained unchanged.The new rules for Supervisory Board remuneration were applicable for the first time for the financial year 2021.The remuneration of the Supervisory Board members is set,in the view of the Company,in an appropriate rela-tionship to their responsibilities and to the situation of the Company and takes into account the recommenda-tions of the German Corporate Governance Code(DCGK)as well as the remuneration of the supervisory boards of other large,listed companies.An appropriate and rele-vant remuneration makes an important contribution to the competition for outstanding talent for composition of the Supervisory Board and as a result for the best possible supervision and advice of the Board of Manage-ment.This in turn is a precondition for the long-term suc-cess of the Company.The members of the Supervisory Board receive a func-tion-related,fixed remuneration without variable compo-nents,to strengthen their independence in the perfor-mance of monitoring and advisory duties and in personnel and remuneration decisions.In addition,espe-cially in economically strained situations in which varia-ble remuneration components generally decrease,there is a need to more intensively monitor and advise the Board of Management,accompanied by an increased workload and increased liability risk for Supervisory Board members.Remuneration amountTaking into account the higher time requirements of the Chair,the Deputy Chair of the Supervisory Board as well as the Chairs and members of committees,the members of the Supervisory Board receive fixed annual remunera-tion of 144,000.The Chair of the Supervisory Board receives an additional 288,000;the Deputy Chair of the Supervisory Board receives an additional 144,000.Fixed remunerationChairmanDeputy ChairmanMember432,000288,000144,0000Committee remunerationAudit committeeLegal Affairs CommitteePresidential committeeMediation CommitteeNomination CommitteeChairMemberChairMemberMember144,00072,000115,20057,60057,60028,80028,800Attendance fee1,100Remuneration Report 2022 Mercedes-Benz Group33Committee remuneration Members and chairs of the Audit Committee are remu-nerated with an additional 72,000 and 144,000,respectively.Membership of the Presidential Committee is remuner-ated with an additional 57,600.No additional remu-neration is paid for the Chair of the Presidential Com-mittee,as this activity is generally included in theremuneration of the Chair of the Supervisory Board,who chairs the Presidential Committee by virtue of theRules of Procedure of the Supervisory Board and itscommittees.Membership of other Supervisory Board committees isremunerated with an additional 28,800.No additional remuneration is paid for the Chair of theMediation Committee and the Nominating Committee,as this activity is generally included in the remunera-tion of the Chair of the Supervisory Board,who chairsthe Mediation Committee and the Nominating Commit-tee according to legal provisions or by virtue of theRules of Procedure of the Supervisory Board and itscommittees.With effect from January 1,2021,the expansion ofduties and the associated increased time commitmentof the members and the Chair of the Legal Affairs Com-mittee were taken into account by means of additionalfunction-related remuneration of 57,600 and 115,200,respectively.Functions on committees shall only be taken into account for a maximum of three committees;if a member of the Supervisory Board has functions in more than three such committees,the three highest-paid committee functions shall be relevant.Members of a Supervisory Board com-mittee are only entitled to remuneration for such mem-bership in a financial year if the committee has held at least one meeting to fulfil its duties in this period.Attendance feeThe members of the Supervisory Board and its commit-tees receive an attendance fee of 1,100 for each meeting of the Supervisory Board and its committees that they attend as a member,with attendance by telephone or video conference or using other comparable customary means of telecommunication also entitling them to an attendance fee.The attendance fee is paid only once if several meetings of the Supervisory Board and/or its committees are held on the same calendar day.Furthermore,the members of the Supervisory Board are reimbursed for the value-added tax and expenses incurred for Supervisory Board activities.Share ownershipAll members of the Supervisory Board have made a com-mitment to acquire Company shares in the amount of 20%of their gross annual remuneration(excluding com-mittee remuneration and the attendance fee)every year and to hold these shares until the end of one year after they have left the Companys Supervisory Board(volun-tary obligation based on the comply or explain principle).This does not apply to Supervisory Board members whose Supervisory Board remuneration is subject in a mandatory or voluntary manner to the guidelines of the German Trade Union Confederation on the transfer of supervisory board remuneration to the Hans Bckler Foundation,or which is subject to the same extent to a transfer to the employer or credited against a claim to payment due to a service or employment contract.In the event that a lower amount of the Supervisory Board remuneration is transferred or offset,the respective rules provide that the voluntary commitment applies to 20%of the amount not transferred or offset.With this voluntary commitment,the members of the Supervisory Board are expressing their focus on and commitment to the long-term,sustainable success of the Company.Additional benefitsNo remuneration was paid in the financial year 2022 for services provided personally beyond the aforementioned board and committee activities,in particular for advisory or agency services,except for the remuneration paid to the members of the Supervisory Board representing the employees in accordance with their contracts of employ-ment.The members of the Supervisory Board were also covered in the year under review by a financial loss and liability insurance policy for executive bodies and certain execu-tives(Directors&Officers insurance)taken out by and in the interest of the Company.The insurance premiums were paid by the Company.This approach is in line with market practice and appropriate,in the view of the Com-pany.Remuneration Report 2022 Mercedes-Benz Group34Remuneration of Supervisory Board members in the financial year 2022The individual remuneration awarded and due to Supervi-sory Board members,which consists of 100%fixed remu-neration components,is shown in the table below as vested remuneration for 2022 because the underlying activities have been fully performed.The total remuneration for the activities of the members of the Supervisory Board of Mercedes-Benz Group AG in the financial year 2022 amounted to 6.6 million(prev.year:5.0 million).Supervisory Board remunerationFixed remuneration Committee remunerationAttendance feeTotal remuneration20222021202220212022202120222021in kDr Bernd Pischetsrieder(Chair)143236286721315532449Ergun Lmali(Deputy Chair)2241144169961915429255Bader M.Al Saad(until 29.04.2022)3471440031050154Sari Baldauf41441442968915182227Michael Bettag514414400810152154Ben van Beurden614410986651012240186Dr Clemens Brsig(until 29.04.2022)34714485259617137420Nadine Boguslawski714460007315163Michael Brecht1912881101871519316494Dr Martin Brudermller41441090077151116Elizabeth Centoni814410958088209117Dame Polly Courtice(since 29.04.2022)9970390701430Marco Gobbetti(since 29.04.2022)997000401020Michael Hberle1014414458581114213216Timotheus Httges41441444901110204154Olaf Koch10144362173317637875Roman Romanowski101444639010319349Prof.Dr Helene Svahn1014436008315239Monika Tielsch11144900801529Elke Tnjes-Werner14414400810152154Dr Frank Weber1114414400810152154Roman Zitzelsberger14414458589142102161 Additionally from Mercedes-Benz AG in 2022 EUR:311,2002 Additionally from Mercedes-Benz AG in 2022 EUR:224,8003 Additionally from Mercedes-Benz AG in 2022 EUR:31,4694 Additionally from Mercedes-Benz AG in 2022 EUR:91,9005 Additionally from Mercedes-Benz AG in 2022 EUR:83,7686 Additionally from Mercedes-Benz AG in 2022 EUR:136,2007 Additionally from Mercedes-Benz AG in 2022 EUR:137,3008 Additionally from Mercedes-Benz AG in 2022 EUR:90,8009 Additionally from Mercedes-Benz AG in 2022 EUR:61,76810 Additionally from Mercedes-Benz AG in 2022 EUR:93,00011 Additionally from Mercedes-Benz AG in 2022 EUR:53,956 Note:The table shows the Supervisory Board members active in 2022.Remuneration Report 2022 Mercedes-Benz Group35Comparative presentation of remunera-tion and Company performanceThe following table provides an overview of the Compa-nys earnings performance,the development of average employee remuneration and the remuneration of the members of the Board of Management and Supervisory Board of the previous five financial years.The Companys earnings performance is presented based on the financial Comparative presentation20222021Change 2022/20212020Change 2021/20202019Change 2020/20192018Change 2019/2018in kin kin%in kin%in kin%in kinrnings performanceNet income of the Company(HGB)in million8,8779,538-7%2,133347%-1,678-227%5,022-133IT of the Group in million120,45829,069-30%6,603340%4,31353,132-61F IB of the Group in million9,1568,6066%8,2594%1,368504%2,898-53%EmployeesRelative change of remuneration of employees of Mercedes-Benz Group AG2-5%-6%-Members of the Board of Management active in the financial year3Ola Kllenius 6,5814,28454%3,62318%3,3359%2,40539%Dr Jrg Burzer2,2651411506%-Renata Jungo Brngger3,6942,46950%2,2888%2,08910%2,0970%Sabine Kohleisen2,1151421389%-Markus Schfer43,2852,10056%1,64927s6124%-Britta Seeger43,7272,46251%1,77239%1,969-10%1,43138%Hubertus Troska4,2143,10335%2,9406%3,019-3%3,721-19%Harald Wilhelm2,9231,92852%1,46532476%-Average3,6012,07973%2,290-9%1,99715%2,414-17%Former members of the Board of ManagementDr Manfred Bischoff(until 16.12.2003)787814-38-2y74v44%Wilfried Porth(until 30.11.2021)2,4062,3990%2,3094%2,756-16%3,389-19%Martin Daum(until 9.12.2021)6902,328-70%1,96718%2,126-7%1,87513%Bodo Uebber(until 22.05.2019)52,6521,087144%9,834-89%3,135214%3,982-21%Prof.Dr Thomas Weber(until 31.12.2016)68357985v35%1,175-35%2,453-52%Andreas Renschler(until 28.1.2014)71-Dr Dieter Zetsche(until 22.05.2019)74,3943,53924%3,878-9%6,580-41%8,264-20%Sum of other former members of the Board of Management(left more than 10 years ago)11,75215,266-23,0651,419-2,1482%Average1,12374451%1,047-294-16%1,093-17%indicators of net income of the Company in accordance with HGB and EBIT and FCF IB of the Group.The average remuneration of employees takes into account the annual personnel expenses in relation to the number of employ-ees on a full-time equivalent(FTE)basis at Mercedes-Benz Group AG.In addition,the remuneration awarded and due to current and former members of the Board of Management and Supervisory Board in the financial year and the previous year is shown in its development.Remuneration Report 2022 Mercedes-Benz Group36Comparative presentation20222021Change 2022/20212020Change 2021/20202019Change 2020/20192018Change 2019/2018in kin kin%in kin%in kin%in kin%Members of the Supervisory Board active in the financial year8Dr Bernd Pischetsrieder(Chair)5324491942126-18414%Ergun Lmali(Deputy Chair)42925568729(0-30#021der M.Al Saad(until 29.04.2022)50154-678205-2238%Sari Baldauf182227-204475-2155%Michael Bettag152154-12163-144-1n van Beurden 24018629%-Dr Clemens Brsig(until 29.04.2022)137420-67(44831-140210%Nadine Boguslawski 15163138%-Michael Brecht316494-369824I9-20C515%Dr Martin Brudermller 15111629%-Elizabeth Centoni 20911780%-Dame Polly Courtice(since 29.04.2022)143-Marco Gobbetti(since 29.04.2022)102-Michael Hberle213216-28375-15%-Timotheus Httges20415432b148%-Olaf Koch 37875401%-Roman Romanowski 19349290%-Prof.Dr Helene Svahn 15239293%-Monika Tielsch15291.572%-Elke Tnjes-Werner152154-12173-144-1%Dr Frank Weber152154-12168-2149%Roman Zitzelsberger210216-3318#6-22!411%Average2091851355#1-24!38%1 EBIT and FCF IB 2021:incl.discontinued operations.2 Remuneration of employees of the Company:adjusted for special items and without Long-Term Incentive.3 2020:Taking into account the voluntary waiver of the Board of Management of 20%of the base salary for the period April 1 to December 31,2020.4 2020:The payments from the long-term-oriented variable remuneration also include amounts issued before the appointment as a member of the Board of Management.5 2020:includes one-time payments from pension commitments.From 1.1.2019-22.5.2019 payments out of active duty,from 23.5.2019 onwards payments out of pension agreements as well as ongoing payments.6 Payments from pension agreements as well as ongoing payments.7 From 1.1.2019-22.5.2019 payments out of active duty,from 23.5.2019 onwards payments out of pension agreements as well as ongoing payments.8 2020:Taking into account the voluntary waiver of the Supervisory Board of 20%of the fixed remuneration for the period April 1 to December 31,2020.Supervisory Board:in general not including remuneration of subsidiaries.2019:incl.remuneration of subsidiaries.Note:In addition to his activities as member of the Board of Management,Dr Manfred Bischoff was also Chair of the Supervisory Board.Remuneration Report 2022 Mercedes-Benz Group37For the Board of Management For the Supervisory BoardOla Kllenius Harald WilhelmChairman of the Board Finance&Controlling of Management Mercedes-Benz Mobility Dr Bernd Pischetsrieder Chairman of the Supvervisory BoardIndependent Auditors Report To Mercedes-Benz Group AG,Stuttgart Report on the audit of the remuneration report We have audited the attached remuneration report of Mercedes-Benz Group AG,Stuttgart,for the financial year from January 1 to December 31,2022,including the related disclosures,prepared to meet the requirements of Section 162 AktG Aktiengesetz:German Stock Corporation Act.Responsibilities of Management and the Supervisory Board The management and the Supervisory Board of Mercedes-Benz Group AG are responsible for the preparation of the remuneration report,including the related disclosures,in accordance with the requirements of Section 162 AktG.The management and the Supervisory Board are also responsible for such internal control as they have determined necessary to enable the preparation of the remuneration report that is free from material misstatement,whether due to fraud or error.Auditors responsibilities Our responsibility is to express an opinion on this remuneration report,including the related disclosures,based on our audit.We conducted our audit in accordance with the German Generally Accepted Standards for Financial Statement Audits promulgated by the Institut der Wirtschaftsprfer Institute of Public Auditors in Germany(IDW).Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the remuneration report,including the related disclosures,is free from material misstatement.An audit involves performing procedures to obtain audit evidence about the amounts,including the related disclosures,in the remuneration report.The procedures selected depend on the auditors professional judgement.This includes an assessment of the risks of material misstatement,whether due to fraud or error,in the remuneration report,including the related disclosures.In assessing these risks,the auditor considers the internal control system relevant for the preparation of the remuneration report,including the related disclosures.The objective is to plan and perform audit procedures that are appropriate in the circumstances,but not for the purpose of expressing an opinion on the effectiveness of the Companys internal control.An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management and the Supervisory Board,as well as evaluating the overall presentation of the remuneration report,including the related disclosures.We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.Opinion In our opinion,on the basis of the knowledge obtained in the audit,the remuneration report for the financial year from January 1 to December 31,2022,including the related disclosures,complies in all material respects with the financial reporting requirements of Section 162 AktG.Other matter formal examination of the remuneration report The substantive audit of the remuneration report described in this independent auditors report includes the formal examination of the remuneration report required by Section 162(3)AktG,including issuing an assurance report on this examination.As we have issued an unqualified opinion on the substantive audit of the remuneration report,this opinion includes the conclusion that the disclosures pursuant to Section 162(1)and(2)AktG have been made,in all material respects,in the remuneration report.Limitation of liability The terms governing this engagement,which we fulfilled by rendering the aforesaid services to Mercedes-Benz Group AG are set out in the General Engagement Terms for Wirtschaftsprfer and Wirtschaftsprfungsgesellschaften German Public Auditors and Public Audit Firms as amended on 1 January 2017.By taking note of and using the information as contained in this auditors report,each recipient confirms to have taken note of the terms and conditions laid down therein(including the limitation of liability of EUR 4 million for negligence under Clause 9 of the General Engagement Terms)and 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2023GAMES&INTERACTIVESALARY&SATISFACTION SURVEY Skillsearch and ,2023FOREWORDThis year marks our 9th annual Games&Interactive Salary&Satisfaction Survey!Every year for the last nine years we have conducted a survey aimed at the wonderful people ofthe games&interactive industries.The survey covers not only salary,but also a range of otherpoints of interest which vary year to year.This year we covered brand new topics based on current events,focusing on the four dayworking week and the cost of living crisis where we take a close look at how they have impactedthe industry and as a result we have seen some insights this year that havent been observed inprevious years.For the first time we see salary as a consistent front runner when it comes to themost important aspect of work and reasons to change job,which is likely a reflection of thecurrent cost of living crisis.Another interesting piece of data is how the desire for flexible/remoteworking is no longer a top reason to want to change jobs,which could be due to remoteworking now being the norm at most studios,which it wasnt prior to the COVID pandemic.The last insight Id like to point out is to consider respondents stating wanting to finishtheir current project as a top reason for turning down a job offer.This leads me to think aboutwhat studios are doing to retain their staff once projects finish,as the data implies that this isthe time when people are most likely to consider moving into a new job.These are just a few piecesof data Ive picked out,but there is loads more juicy information waiting to be discovered in the report.If you have any questions about the areas that we touch on in this report,then as always wed love to hear from you.Weare aiming to produce a series of follow up reports covering topics such as the gender pay gap and a deep dive intohelping graduates break into games.If you have any requests of an area or topic youd like us to cover in a mini report,please do get in touch!Alternatively,if you or your studio would like us to look into a specific area or job title then please get in touch and wellbe able to attain this data for you.This year we have created an online feedback form to improve our efficiency inanswering survey-related queries.If you have any questions,requests or feedback,please visit our feedback formand well get back to you as soon as possible.Finally,thank you again to everyone who completed this years survey or simply spread the word.We had the highestresponse rate to date,resulting in a huge 858 donated to SpecialEffect and 1500 trees planted through Ecologi.Please enjoy this years report!GilesGiles FenwickDirector of Games&InteractiveGF Skillsearch and ,2023CONTENTSFOUR DAY WORK WEEKCOST OF LIVING CRISISPOINTS OF INTERESTUNITED KINGDOMWESTERN EUROPEEASTERN EUROPEGLOBALPROGRAMMINGARTDEMOGRAPHICS12345678910 Skillsearch and ,2023FOUR DAY WORKWEEK Skillsearch and ,2023FOUR DAY WORK WEEK OVERVIEWWork at a studio thatcurrently offers a 4 daywork week7%Of all respondents wouldbe interested in a 4 daywork week in the future80%Would actively seek outa studio offering a fourday work week in thefuture79%Of all respondents havepositive feelingstowards the idea of a 4day work week82%Skillsearch and ,202326.7%Extremely positive33.1%Positive27.4%No impact10.9%2%NegativeExtremely negativePRODUCTIVITY54.5.6%2.5%1.1%Extremely positive31.6%PositiveNo impactNegativeExtremely negativeMORALEIMPACT OF FOUR DAY WORK WEEK ON.Skillsearch and ,2023BENEFITS&LIMITATIONS OF A FOUR DAY WORK WEEKTOP 3 BENEFITSIMPROVED WORKLIFE BALANCEIMPROVEDMENTAL HEALTHINCREASEDPRODUCTIVITYTOP 3 LIMITATIONSLONGER HOURS=MORE STRESSPOTENTIAL NEGATIVEIMPACT ON BUSINESSCOULD FRUSTRATECUSTOMERS/CLIENTS Skillsearch and ,2023COST OF LIVINGCRISIS Skillsearch and ,202351.8%Worse off22.4tter off25.8out the sameTHE COST OF LIVING CRISIS OVERVIEWCurrently feel a negativeimpact from the cost ofliving crisis77%Anticipate they will feel a negativeimpact of the cost of living crisis atsome point in the future85%FINANCIAL STATUS COMPARED TO THIS TIME LAST YEAR Skillsearch and ,2023THE COST OF LIVING CRISIS AND THE WORKPLACEStated their employer isntdoing anything to supportemployees during the costof living crisis62%Are considering asking for apay rise due to the cost ofliving crisis60%Are considering relocatingto a different country due tothe cost of living crisis24%Are considering changingjobs to find an employer withbetter employee supportdue to the cost of living crisis42%Skillsearch and ,2023THE COST OF LIVING CRISISTOP EMPLOYER STRATEGIES TOSUPPORT EMPLOYEESINCREASING SALARYFLEXIBILITY ON WORKING LOCATIONONE OFF PAYMENT/VOUCHERBIGGEST CONCERNS ABOUT THECOST OF LIVING CRISISSAVINGS FOR LATER IN LIFESTRESS/MENTAL HEALTHLACK OF SAVINGS Skillsearch and ,2023POINTSOF INTEREST Skillsearch and ,2023CONDITIONS OVERVIEWof respondents have aneurodiversity diagnosis14%of respondents have amental health diagnosis26%Neurodivergent conditions in respondents50HD25.4%Dyslexia21.2%Autism3.4%DyspraxiaMental health conditions in respondents39.9pression39.7%Anxiety7.1%PTSD5.1%OCD4.4%Other3.8ting disorder Skillsearch and ,2023of respondents with aneurodiversity OR mental healthdiagnosis stated they wouldnever disclose this informationwith a future employerof respondents with a diagnosisfeel that no allowances aremade for their condition at theirworkplace28%CONDITIONS AND THE WORKPLACEof respondents with aneurodiversity OR mental healthdiagnosis chose to disclose thisinformation to their employer54c%Disclosed their condition to theiremployer only when itimpacted their work Skillsearch and ,2023EDUCATIONof respondents believe thatgame studios dont do enoughto encourage games&interactive as a viable careerchoice57%of respondents reported thatthere are currentlyinitiatives at their studio toencourage games andinteractive as a career pathIf youre a grad looking to get into the games industry,keep an eye out for our in depth grads report coming soon.Skillsearch and ,2023Respondents expect theentire recruitment process tolast between two weeksand one month.FEEDBACK TIMESCandidates generally expectfeedback times of betweentwo and seven days on theirCV,test,interviews and offers.ISSUES DURING THERECRUITMENT PROCESSThe number one issue forcandidates during the recruitmentprocess is a lack of urgency andlong response times from thestudioRECRUITMENT PROCESSESJOB ADVERTSSalary and whether a studiooffers remote working areseen as the most importantaspects of a job advert.LENGTH OFRECRUITMENT PROCESS Skillsearch and ,2023UK Skillsearch and ,2023AVERAGE UK SALARY Skillsearch and ,2023020,00040,00060,0002021 2022 2023 GraduateJuniorMid-LevelSeniorLead/ManagerPrincipalDirector24,92926,37938,34556,07564,23276,38095,906BY SENIORITYScotland44,468London64,708South East55,545East of England51,738East Midlands50,290North East48,892North West53,692Yorkshire&The Humber49,598West Midlands54,833South West55,699Wales49,833BY REGION2021-2023AVERAGE UK SALARYArtDesignProductionProgrammingJuniorMid-LevelSeniorLead/ManagerJuniorMid-LevelSeniorLead/ManagerMaleFemaleBY DISCIPLINE&SENIORITYBY GENDER&SENIORITY75,000 50,000 25,000 075,000 50,000 25,000 0 Skillsearch and ,2023LondonS.EastS.WestW.MidlandsE.EnglandE.MidlandsYorkshire&HumberN.EastN.WestScotlandJuniorMid-LevelSeniorLead/ManagerDirectorBY REGION&SENIORITY125,000 100,000 75,000 50,000 25,000 016.2%Work/life balance16%Salary13.5%Challenging/exciting projects13.4%Company culture13.2%Personal development12.1%Flexible working hours7.8%Extra monetary benefits7.8nefitsUK DATAof UK respondents will be or areconsidering job hunting in 202359%Are expecting to work one or moredays remotely per week in 202394%UK MOST IMPORTANT ASPECT OF WORK Skillsearch and ,2023YesNoMaybe0%Pu0%Junior Mid-Level Senior Lead/Manager 0%Pu0%1 yr 1-2 yrs 2-4 yrs 4-10 yrs 10 years UK JOB HUNTING IN 2023 BY SENIORITYJOB HUNTING IN 2023 BY TIME AT CURRENT COMPANY Skillsearch and ,2023TOP REASONS TO CHANGE JOBFINANCIALREMUNERATIONBETTER/MORECHALLENGING PROJECTSBETTER COMPANYCULTURE31%9%9%7%6%6%5%3%3%3%2%2%2%1.5%1%0.2%Financial remunerationBetter/more challenging projectsBetter company cultureLimited opportunities for promotionConcerned about future of companyEnd of freelance/contract positionOtherNo longer feel challengedChance to move abroadWant to re-skillBetter work/life balanceChange of locationExperience working in another industryMore remote or flexible workingIncreased responsibilityDecreased responsibilityLocation change-same countryUK Skillsearch and ,2023REASONS FOR TURNING DOWN A JOB OFFER IN 2022WANTED TO FINISHCURRENT PROJECTRECEIVED MULTIPLEJOB OFFERSNEW SALARY NOTHIGH ENOUGH22%8%7%6%6%6%5%2%2%1%1%1%Wanted to finish current projectReceived multiple job offersNew salary not high enoughContent at current employerJobs/projects not as expectedNot enough remote workingPayrise at existing employerPromotion at existing employerRealised current employer better fitRelocation issues-family relatedRelocation issues-not family relatedChange in project/location at current employerProcess took too longToo much remote workingUK Skillsearch and ,2023MOST WANTED BENEFITS18%9%8%7%6%5%5%2%2%2%2%1%1%1%1%1%1%0.4%PensionFlexible/remote workingPrivate healthcare4 day work weekPerformance bonusesTrainingPrivate dental careShares optionsExtra holidayGym membershipCompany eventsCompany funded certificationsConference budgetsCar allowanceEAPMerchandiseChildcare vouchersCycle to workOffice gamesPhone allowancePENSIONFLEXIBLE WORKINGPRIVATE HEALTHCAREUK Skillsearch and ,2023WESTERNEUROPE Skillsearch and ,2023WESTERN EUROPE AVERAGE SALARYGraduateJuniorMid-LevelSeniorLead/ManagerPrincipalDirector23,86432,33940,06359,54473,73479,791110,923FranceGermanySpainSweden75,000 50,000 25,000 0 BY SENIORITYBY COUNTRY AND SENIORITYJuniorMid-LevelSeniorLead/Manager Skillsearch and ,2023WESTERN EUROPE AVERAGE SALARYArtDesignProductionProgramming125,000 100,000 75,000 50,000 25,000 0 BY DISCIPLINEBY GENDERMaleFemaleNon Binary75,000 50,000 25,000 0 JuniorMid-LevelSeniorLead/Manager Skillsearch and ,20237.6nefits12%Flexible working hours13.6%Personal development13.7%Company culture14.1%Challenging/exciting projects15.5%Salary16.5%Work/life balance7%Extra monetary benefitsWESTERN EUROPE DATAMOST IMPORTANT ASPECT OF WORKof Western Europe respondents will beor are considering job hunting in 202367%Are expecting to work one or moredays remotely per week in 202388%Skillsearch and ,20230%Pu0%France Germany Spain Sweden YesNoMaybe0%Pu0%Junior Mid-Level Senior Lead/Manager JOB HUNTING IN 2023 BY SENIORITYJOB HUNTING IN 2023 BY LOCATIONW.EUR Skillsearch and ,2023Financial remunerationBetter/more challenging projectsConcerned about future of companyBetter company cultureLimited opportunities for promotionOtherMore remote or flexible workingBetter work/life balanceEnd of freelance/contract positionWant to re-skillNo longer feel challengedExperience working in another industryIncreased responsibilityChance to move abroadChange of locationLocation change-same countryDecreased responsibilityTOP REASONS TO CHANGE JOB27%8%8%7%7%4%4%4%3%3%2%2%2%2%1%1%FINANCIALREMUNERATIONBETTER/MORECHALLENGING PROJECTSCONCERNED ABOUTFUTURE OF MY COMPANYW.EUR Skillsearch and ,2023REASONS FOR TURNING DOWN A JOB OFFER IN 2022Wanted to finish current projectReceived multiple job offersContent at current employerNew salary not high enoughRealised current employer better fitNot enough remote workingJobs/projects not as expectedPayrise at existing employerPromotion at existing employerRelocation issues-family relatedRelocation issues-not family relatedChange in project/location at current employerProcess took too longDidnt want to move job during pandemicProcess felt rushedToo much remote working24%9%9%7%6%6%5%3%2%1%1%1%0.6%0.3%WANTED TO FINISHCURRENT PROJECTRECEIVED MULTIPLEJOB OFFERSCONTENT ATCURRENT EMPLOYERW.EUR Skillsearch and ,2023MOST WANTED BENEFITSFlexible/remote working4 day weekPrivate health carePensionTrainingPerformance bonusesShares optionsExtra holidayPrivate dentalCompany eventsCompany funded certificationsGym membershipConference budgetsOffice gamesChildcare vouchersEAPPhone allowanceMerchandiseCar allowanceCycle to work19%8%8%6%6%3%3%2%2%2%1%1%1%1%1%1%1%FOUR DAYWORK WEEKFLEXIBLEWORKINGPRIVATEHEALTHCAREW.EUR Skillsearch and ,2023EASTERNEUROPE Skillsearch and ,2023EASTERN EUROPE AVERAGE SALARYPolandRomaniaTurkeyUkraine100,000 75,000 50,000 25,000 0 BY COUNTRY AND SENIORITYJuniorMid-LevelSeniorLead/ManagerDirector20,67032,33050,59262,38966.677BY SENIORITYMid-LevelSeniorLead/Manager Skillsearch and ,2023EASTERN EUROPE AVERAGE SALARYArtDesignProduction Programming100,000 75,000 50,000 25,000 0 BY DISCIPLINEMaleFemale60,000 40,000 20,000 0 BY GENDERMid-LevelSeniorLead/Manager Skillsearch and ,2023MOST IMPORTANT ASPECT OF WORK7.3nefits16%Salary15%Work/life balance14.4%Company culture13.3%Challenging/exciting projects13%Personal development10.6%Extra monetary benefits10.4%Flexible working hoursEASTERN EUROPE DATAwill be or are considering job huntingin 202376%Are expecting to work one or moredays remotely per week in 202391%Skillsearch and ,20230%Pu0%Poland Romania Turkey Ukraine YesNoMaybe0%Pu0%Junior Mid-Level Senior Lead/Manager JOB HUNTING IN 2023 BY SENIORITYJOB HUNTING IN 2023 BY LOCATIONE.EUR Skillsearch and ,2023Financial remunerationBetter/more challenging projectsChance to move abroadChange of locationLimited opportunities for promotionBetter company cultureBetter work/life balanceOtherWant to re-skillConcerned about future of companyNo longer feel challengedMore remote or flexible workingIncreased responsibilityEnd of freelance/contract positionLocation change-same countryExperience working in another industryREASONS FOR WANTING TO CHANGE JOB31%6%5%5%4%4%3%3%3%3%2%2%1%1%FINANCIALREMUNERATIONBETTER/MORECHALLENGING PROJECTSCHANCE TOMOVE ABROADE.EUR Skillsearch and ,2023Wanted to finish current projectNew salary not high enoughJobs/projects not as expectedReceived multiple job offersRealised current employer better fitContent at current employerPayrise at existing employerPromotion at existing employerProcess took too longNot enough remote workingRelocation issues-not family relatedChange in project/location at current employerRelocation issues-family relatedDidnt want to move job during pandemicREASONS FOR TURNING DOWN A JOB OFFER IN 202222%8%7%5%4%3%3%2%1%1%1%WANTED TO FINISHCURRENT PROJECTNEW SALARY NOTHIGH ENOUGHJOBS/PROJECTSNOT AS EXPECTEDE.EUR Skillsearch and ,2023Private health careFlexible/remote workingPerformance bonuses4 day weekShares optionsPensionExtra holidayTrainingPrivate dentalConference budgetsCompany funded certificationsGym membershipCompany eventsCar allowancePhone allowanceEAPCycle to workChildcare vouchersMerchandiseOffice gamesMOST WANTED BENEFITS17%8%7%7%5%4%3%3%3%2%2%1%1%1%1%0.2%0.2%PERFORMANCEBONUSESFLEXIBLEWORKINGPRIVATEHEALTHCAREE.EUR Skillsearch and ,2023GLOBAL Skillsearch and ,2023050,000100,000150,000USA Canada Australia UK W.Europe Asia S.America E.Europe Africa GLOBAL OVERVIEWFLEXIBLEWORKINGPRIVATEHEALTHCAREGLOBAL MOST WANTED BENEFITSPENSIONGLOBAL MOST IMPORTANT ASPECT OF WORKWORK/LIFEBALANCESALARYEXCITING/CHALLENGINGPROJECTSAVERAGE SALARY Skillsearch and ,2023AVERAGE GLOBAL SALARYE.EuropeUKW.EuropeAsiaCanadaUSA200,000 150,000 100,000 50,000 0 BY LOCATION&SENIORITYARTISTSPROGRAMMERSE.EuropeUKW.EuropeCanadaUSA150,000 100,000 50,000 0 E.EuropeUKW.EuropeCanadaUSA200,000 150,000 100,000 50,000 0 JuniorMid-LevelSeniorLead/ManagerMid-LevelSeniorLead/ManagerMid-LevelSeniorLead/Manager Skillsearch and ,2023AsiaUKE.EuropeW.EuropeCanadaUSA200,000 150,000 100,000 50,000 0 BY LOCATION&GENDEROVERALLUKAsiaE.EuropeW.EuropeCanadaUSA150,000 100,000 50,000 0 PCConsoleMobileVRMaleFemaleAVERAGE GLOBAL SALARYBY LOCATION&PLATFORM Skillsearch and ,2023YesNoMaybe0%Pu0%UK W.Europe E.Europe Asia Canada USA GLOBAL DATAPEOPLE JOB HUNTING IN 2023 BY LOCATIONof global respondents will be orare considering job hunting in202346%of global respondents areexpecting to work one or moredays remotely per week in 202392%Skillsearch and ,2023PROGRAMMING Skillsearch and ,2023AVERAGE PROGRAMMER SALARYGLOBALLY BY SENIORITYGraduateJuniorMid-levelSeniorLead/ManagerPrincipalDirector100,000 75,000 50,000 25,000 0 BY CONTINENT AT MID LEVELAfricaAsiaAustraliaUKE.EuropeW.EuropeCanadaSouth AmericaUSA200,000 150,000 100,000 50,000 0 Skillsearch and ,2023GeneralistGameplayMultiplayerToolsGraphics125,000 100,000 75,000 50,000 25,000 0 Cocos2D-xHTML5CryEngineUnityUnrealIn house/custom75,000 50,000 25,000 0 BY ENGINEJuniorMid-LevelSeniorLead/ManagerBY PROGRAMMER TYPE20212022202360,000 40,000 20,000 0 AVERAGE PROGRAMMER SALARYOVER THE LAST THREE YEARSPER ENGINEUNITYUNREALIN HOUSE/OTHER55,38564,28570,484Of Programmers areinterested in trying anew engine35%Skillsearch and ,202316.4%Work/life balance15.8%Salary14.2%Challenging/exciting projects13.5%Personal development12.8%Company culture12.4%Flexible working hours7.4nefits7.3%Extra monetary benefitsPROGRAMMER DATAMOST IMPORTANT ASPECT OF WORKOf Programmers would not considermoving into a different discipline75%Of Programmers are expecting towork one or more days remotely perweek in 202394%Skillsearch and ,20230%Pu0%1 yr 1-2 yrs 2-4 yrs 4-10 yrs 10 years Of Programmers will be orare considering job huntingin 202363%YesNoMaybePROGRAMMERS JOB HUNTING IN 2023 BY TIME AT CURRENT COMPANY Skillsearch and ,2023MOST WANTED BENEFITS BY PROGRAMMERSFlexible/remote workingPrivate health carePension4 day weekPerformance bonusesShares optionsExtra holidayTrainingPrivate dentalCompany eventsConference budgetsCompany funded certificationsGym membershipCar allowanceEAPChildcare vouchersMerchandiseOffice gamesCycle to workPhone allowance5170%6%5%5%4%3%3%2%2%2%2%1%PENSIONFLEXIBLEWORKINGPRIVATEHEALTHCARE Skillsearch and ,2023ART Skillsearch and ,2023AVERAGE ARTIST SALARYGLOBALLY BY SENIORITYGraduateJuniorMid-levelSeniorLead/ManagerPrincipalDirector100,000 75,000 50,000 25,000 0 BY CONTINENT AT MID LEVELE.EuropeS.AmericaAfricaAsiaW.EuropeUKCanadaUSA125,000 100,000 75,000 50,000 25,000 0 Skillsearch and ,2023BY ART TYPETechnical ArtCharacter ArtEnvironment Art3D Art75,000 50,000 25,000 0 BY PLATFORMPCConsoleMobileVR125,000 100,000 75,000 50,000 25,000 0 JuniorMid-LevelSeniorLead/ManagerJuniorMid-LevelSeniorLead/Manager3DS MaxMayaBoth75,000 50,000 25,000 0 Substance Painter Substance DesignerBoth60,000 40,000 20,000 0 AVERAGE ARTIST SALARYBY SOFTWARE EXPERIENCEBY ART TYPE-SENIOR LEVELTECHNICAL63,522CHARACTER55,871ENVIRONMENT50,039CONCEPT59,2543D51,555VFX67,631LIGHTING67,586VEHICLE68,200 Skillsearch and ,2023Mid-levelSeniorLead/manager20212022202375,000 50,000 25,000 0 0%Pu0%Technical art Character art Environment art Concept art 3D art VFX art Of Artists willbe or areconsideringjob hunting in202335%ARTIST DATAAVERAGE ARTIST SALARY 2021-2023ARTISTS JOB HUNTING IN 2023 BY ART TYPE Skillsearch and ,2023YesNoMaybe16.6.6%Work/life balanceWork/life balance16.3%Salary13.9%Challenging/exciting projects13.1%Company culture13.1%Personal development11.4%Flexible working hours7.9nefits7.6%Extra monetary benefitsARTISTS JOB HUNTING IN 2023MOST IMPORTANT ASPECT OF WORKOf Artists would consider movinginto a different area of art29%Of Artists are expecting to work one ormore days remotely per week in 202376%Skillsearch and ,2023Private health carePensionTrainingFlexible/remote workingPrivate dentalShares optionsPerformance bonuses4 day weekExtra holidayGym membershipCompany funded certificationsChildcare vouchersCompany eventsEAPMerchandiseOffice gamesCar allowanceConference budgetsCycle to workOtherPhone allowancePENSIONTRAININGPRIVATE HEALTHCAREARTIST MOST WANTED BENEFITS419%!%6%5%4%3%3%3%2%2%2%2%0.6%0.6%0.3%Skillsearch and ,2023DEMOGRAPHICS Skillsearch and ,202318 to 2425 to 3435 to 4445 to 5455 to 64 65 or older500 %0%GraduateJuniorMid-levelSeniorLead/Manager PrincipalDirectorCEO30 %0%AGECAREER LEVELLOCATIONUKWestern EuropeEastern EuropeUSACanadaAsiaOther400 %0%Skillsearch and ,2023COMPANY SIZETIME IN THE INDUSTRY1 to 1010 to 4950 to 99100 to 249250 400 %0%Less than 1 yr1 to 2 yrs2 to 4 yrs4 to 10 yrs10 yrs400 %0%GENDERPLATFORM EXPERIENCEMaleFemaleNon binary/third genderPrefer not to say80 %0%PCConsoleMobileVR/AR/MRInteractiveBlockchainWeb/browser400 %0%Skillsearch and ,2023THANK YOU!This year we supported our charity partners SpecialEffect and Ecologi bydonating to them for each survey response we collected:Each response=50p to SpecialEffectEvery 500 responses=500 trees planted through EcologiThis lead to a total of.8581500totrees planted throughA massive thank you to all who took part in this years survey and allowedus to make these donations.We couldnt do it without you!Skillsearch and ,2023ANY QUESTIONS?As much as wed love to,we cant squeeze every piece of data we collectinto our survey report.So,if you have any burning questions or wouldlike to know more about a specific area,piece of data or sample sizeplease do get in touch through our survey feedback form and we will getback to you as soon as possible.SURVEY FEEDBACK FORMDont forget to look out for our follow up blog series where well delve deeper into different aspects of the data.Follow us on social media to be the first to know when they are published!Skillsearch and ,2023
2023-05-18
62页
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