DUIHK im Gespräch mit Britta Seeger, Vorstandsmitglied der Daimler AG

Thank you very much. I'm really looking forward to the hour with you. Thank you.

How did it come about? I was called and asked if I had time because I would be presented with an award. The idea is to show what power already exists in German boards by filling a complete board with female board members. I gladly accepted it as recognition for what women and companies have achieved in promoting diversity in Germany. It's an interesting concept. I find my colleagues on the board all extremely exciting. We all have the chance to bring five young people from our companies for mentoring, so we can see how diverse our talents are. We'll see what comes of it.

Responsibility for sales and marketing covers all relevant P's from product conception, where we bring customer requirements and trends early on, about seven years before market launch. We handle product management, pricing, promotion. It covers all Mercedes and Smart vehicles. We are also responsible for aftersales services to keep customers mobile through workshops, spare parts, etc. Plus the operational work with over 90 global markets and our dealer network to ensure customer satisfaction.

The great debate about sustainable mobility, from combustion engines to plug-in hybrids to battery electric vehicles. That is a huge transformation. Also, changing customer behavior: they demand different vehicles and digitalization—how they want to contact us, maybe buy online. These two things—the right technology for sustainable mobility and digitalization—are the major game changers.

In July we decided to become an electric-first company. From 2025, all new architectures will be fully electric. We are ready to go 100% electric by 2030. But until then, existing combustion engine vehicles can continue depending on the speed of infrastructure and green energy availability. The decision accelerates our internal transformation.

Yes, simply. Ultimately, there are doubts about e-mobility's sustainability from cradle to grave. Three components: we need attractive sustainable products, charging infrastructure growth, and green energy. Without green energy, the ecological balance is burdened. The question of sufficient green electricity remains the biggest challenge.

The desire for sustainable mobility is in the markets. We must create the supply. Observing competition is an incentive. Our pipeline is full, and our commitment to become an electric company by 2025 fits well with this transformation.

It was a holistic approach: we moved out of trade fair halls. We had a concept for professional visitors, then we went to people in Munich with low barriers, no entry fee. We showed new mobility through a Blue Lane connecting the city center and fairgrounds. People could experience vehicles, bikes. We reached people normally not at trade fairs. It created a great dialogue about charging infrastructure and concerns. We also had learnings and some protest, but overall very positive. It showed we can rethink trade fairs.

There is much uncertainty about the meaning of new mobility. People ask: Can I do it? How expensive? Battery life? We need to accompany them. Also, some don't want to own a vehicle; they want a mobility budget. And there are critics who want neither. You deal with them openly, more or less constructively.

Great agility is required due to intransparency in the value chain. We act short-term, cooperate with Tier-1 and chip manufacturers. We see this condition continuing at least until summer next year, possibly longer, due to external factors like lockdowns and the need for new semiconductor capacities. We have adjusted to react agilely to availability.

Good actions on scarce resources. We are not always directly involved; our Tier 1 suppliers ensure the allocation works. We trust and work closely with them.

A strong brand is essential for us at Mercedes, but especially for our customers. Brands guide action and give orientation. We are very proud to be consistently listed in Interbrand's top rankings. In today's world, traditional consumer access like linear TV is disappearing. We have to meet people where they don't expect us, using data analytics to understand their interests and send relevant messages. If a message is not relevant, we have failed. We also need to take a stand on societal issues like sustainability, which is increasingly important for our customers.

For us at Mercedes, two convictions are fundamental. First, the more digital the world becomes, the more important physical contact and the relationship between customers and our brand in the dealership becomes. Second, dealerships will undergo massive change—they will become destinations where customers want to be, similar to a luxury experience. We believe personal brand experience remains essential. But customers also want smooth digital interactions—seamless, anytime, anywhere. That's omnichannel: the ability to hop between digital and physical. COVID accelerated this; during lockdowns, customers who had a positive digital experience may not go back to the old process. We see great approval from both dealers and customers for this combination.

The essential part is what happens with the product. It's not just about battery and electric drivetrain; we are reducing CO₂ across the entire product life cycle. We have clear agreements with all suppliers on the path to sustainable materials and a circular economy. We are working on recycling and integrating recyclates. Second, our global production footprint must use less water and fewer resources. Third, at the retail level, we commit to making our operations CO₂-neutral, for example by ensuring our charging stations use green energy. This is a Herculean task, and we don't have all the answers yet. But we are in open discussions and recognize the urgency. The transformation also raises questions about jobs and production locations.

I understand the perspective. We initially asked ourselves how to deal with CO₂ regulations. But we have to try to do the best together. Not all answers are there, but there is no alternative. It's not about leaning back and letting suppliers do it; the truth is in the middle. We are actively working on these questions.

What struck me in Korea is the attitude that 'there is no such thing as can't' and the speed and openness to new technologies. German society has room for improvement there. I was also impressed by the enthusiasm and the desire to grow, which is different in countries that have already reached a certain level of prosperity. I also saw similar dynamism in Turkey. Those experiences were confirmed and enriched my perspective.

Things are getting better, but there is still a long way to go. One reason is that in certain professions, women are simply underrepresented. My daughter started a technology degree and she is one of only two women out of hundreds. We need to inspire more women in MINT fields. Also, companies must actively search for female talent and be convinced of the value of diverse teams. We have to work on this continuously and take others along on the journey.

Let me start with the last question. Our approach for the battery is: if it fails, we analyze it for repairability. If repairable, it goes through remanufacturing and back into circulation. If not, it gets a second life as a local energy storage unit. We are already doing that and scaling up with partners. When the battery can no longer be used for storage, we are building our own recycling to recover high-value raw materials. So we have a clear circular economy commitment. Regarding Plan B: hydrogen fuel cells are too expensive for passenger cars in the near term, but we see great potential for long-haul trucks. We have a joint venture with Volvo to develop fuel cell technology for trucks. If it becomes viable for cars, we are ready. For synthetic fuels, the question of green energy supply is not yet resolved. We are monitoring that closely.

I assume you are asking about product strategy, not market cap. We have already launched five fully electric vehicles this year and will bring more electric SUVs next year. By the end of 2022, there will be an electric vehicle in every model series. Our cars are highly competitive and receive great feedback. We continue to push forward on this path.

We have a joint venture with BMW for carsharing, active in many European countries. We also offer a platform for ride-hailing. We are learning a lot in this market. Interestingly, after a few years of 'only car-sharing', we are seeing a renaissance of wanting to own a vehicle. We will observe how this develops, but for now we gain deep insights and participate, preparing ourselves for whatever mobility models our customers may want.