EMPLOYEES GLOBE FIRST QUALITY TECHNOLOGY EXCELLENCE SUSTAINABILITY SERVICE EXCELLENCE DIGITIZATION AUTOMATION DMQP ADDITIVE MANUFACTURING dynamic . Annual Report 2022 E CELLENCE

DMG MORI in brief DMG MORI is a worldwide leading manufacturer of high-precision machine tools and sustainable technologies that are at the center of global value chains. At DMG MORI AKTIENGESELLSCHAFT around 6,800 employees generate sales revenues of over € 2.3 billion. Together with DMG MORI COMPANY LIMITED, sales revenues amount to around € 3.4 billion. In the "Global One Company", more than 12,000 employees are in direct contact with over 100,000 customers from 57 sectors. DMG MORI is present in 88 countries worldwide with 16 production plants, 113 sales and service locations. The strategic fit of automation, digitization and sustainability is a perfect match with our vision-mission statement: We empower our customers in manufacturing and digitization! We want to be the most attractive global machine tool manufacturer with digitized and sustainable products! Integrated automation and end-to-end digitization solutions extend our core business with turning and milling machines, Ultrasonic, Lasertec and Additive Manufacturing. We bundle our entire manufacturing know-how of more than 152 years into technology excellence for the focus sectors Aerospace, Automotive, Die & Mold as well as Medical and Semiconductor. Our customer- oriented services cover the entire life cycle of a machine tool – including training, repair, maintenance and spare parts service. DMG MORI is one of the most sustainable industrial companies worldwide. Our innovative solutions make a decisive contribution to the benefit of humans and the environment. The combination of machines, technologies, users, automation and digitization enables a high degree of process integration for resource-saving and efficient production. True to our motto: dynamic . Excellence.

EXCELLENCE omation > Digitization > Additive Manufacturing ainability > First Quality > Service Excellence > Technology Excellence > GLOBE > Employees CONSOLIDATED FINANCIAL STATEMENTS OF DMG MORI AKTIENGESELLSCHAFT 03 04 FURTHER INFORMATION Statements List of Graphs and Tables Forward-Looking 171 Multiple Year Overview 175 176 171 – 178 Further Information 176 Financial Calendar 177 Sales and Service Locations & Production Plants 178 Link to the e-paper, digital version & contact 81 Opportunities Management System 81 – 85 Opportunities and Risk Report 81 Risk Management System 85 Executive Board on the Risk Situation Overall Statement of the 89 Consolidated Income Statement 90 Consolidated Statement of 89 – 95 Consolidated Financial Statements 91 92 Consolidated Balance Sheet 94 Development of Group Equity Consolidated Cash Flow Statement Other Comprehensive Income 86 – 88 Forecast Report 86 Future Business Environment 86 Future Development of DMG MORI Overall Statement of the 88 Executive Board on Future Business Development 2023 96 Income Statement Financial Statements Accounting principles applied in the Consolidated Financial Statements Explanatory Notes for: 96 – 170 Notes to the Consolidated 116 122 150 152 156 159 162 Corporate Directory 163 Responsibility Statement 164 Balance Sheet Cash Flow Statement Segmental Reporting Other Explanatory Notes DMG MORI Group Companies Independent Auditorʼs Report

WE 3 RD QUARTER Modern logistic center DMG MORI starts operation in the new, state-of-the-art Logistic Center in Pfronten. Four previously external warehouses are now bundled centrally. The smart supply chain is shorter, more transparent and more dynamic thanks to maximum automation and complete digitization. AUTOMATION We love automation! Live Strategy Information DMG MORI presents 22 machines at AMB 2022 – more than half of them equipped with innovative automation (workpiece or pallet handling). Auto- mation, digitization and sustainable technology integration are the future topics of the machine tool industry. The Executive Board once again informs all employees worldwide live about the strategic fit of DMG MORI. The focus is on the questions asked in real time. A continuous exchange and appreciative interaction are decisive success factors at DMG MORI. 4 TH QUARTER Global Development Summit At the 9th “Global Development Summit” in Tokyo, more than 300 international TOP R&D specialists and external experts develop future ideas for networked, sustainable solutions from machine, automation and digitization. DMG MORI Classical Concert DMG MORI welcomes over 1,000 guests at the 2nd German-Japanese Classical Concert. In the Rudolf-Oetker-Hall in Bielefeld, the “Japanese National Orchestra” from Tokyo with star pianist Kyohei Sorita, the “Bielefeld Philharmonic Orchestra” as well as Loney Dear from Stockholm fascinate the audience. Financial year 2022 In times of high volatility and uncertainty, DMG MORI closes the financial year with success. The forecasts increased over the course of the year are achieved and in some cases exceeded. In addition, employees benefit from a group-wide inflation compensation bonus. International and social: DMG MORI welcomes over 1,000 guests at the German-Japanese Classical Concert. 2022

To our Shareholders | The Supervisory Board | Report of the Supervisory Board KONZERN LAGEBERICHT | | Unterkapitel A.01 | PARTICIPATION OF SUPERVISORY BOARD MEMBERS IN SUPERVISORY BOARD AND COMMITTEE MEETINGS Finance and Personnel, Nomination Audit and Remuneration Supervisory Board Meeting Committee (F&A) Committee (PNR) Committee for Transactions with Related Parties (TRP) – 5 out of 5 6 out of 6 2 out of 2 5 out of 5 5 out of 5 5 out of 5 – – – Chairman of the Supervisory Board Chairman PNR Deputy chairman SB Chairman TRP Dr. Eng. Masahiko Mori Ulrich Hocker Irene Bader Prof. Dr. Berend Denkena Prof. Dr. Annette Köhler Chairwoman F&A 3 out of 5 6 out of 6 James Victor Nudo 5 out of 5 6 out of 6 Mario Krainhöfner 1st Deputy chairman SB 4 out of 5 – Stefan Stetter Deputy chairman SB Tanja Fondel Dietmar Jansen Larissa Schikowski Michaela Schroll 5 out of 5 5 out of 5 3 out of 5 5 out of 5 4 out of 5 6 out of 6 – 5 out of 6 – 5 out of 6 2 out of 2 3 out of 3 – – – 2 out of 2 2 out of 2 – 2 out of 2 – 2 out of 2 – – 3 out of 3 – – – 3 out of 3 – – – 3 out of 3 Ø-Presence (in %) 100 100 100 100 81.82 100 85.71 100 100 72.73 100 85.71 93.83 regulatory changes. The same applies to the committee members. The Supervisory Board has again carried out a self- evaluation. Each member of the Supervisory Board answered again a comprehensive list of questions. During a detailed presentation, the Supervisory Board was able to convince itself of the improvements compared to the last survey. The Supervisory Board performed its duties with diligence in accordance with the Articles of Association and statutory requirements. It held a total of five meetings in financial year 2022. The chairpersons of the Supervisory Board committees, who regularly prepared the Supervisory Board meetings at a number of meetings, reported to the plenum on the issues and recommendations discussed at the committee meetings and presented recommendations. In the reporting year, there were again no conflicts of interest to report regarding the members of the Supervisory Board. The annual auditors also attended the balance sheet meeting on 14 March 2022. The Supervisory Board approved the Group Business Report and Consolidated Financial Statements as well as the Business Report and Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT as of 31 December 2021 and the Sustainability Report 2021. The plenary meeting also discussed business performance and the agenda for the 120th Annual General Meeting planned for 6 May 2022, including the recommendation for the appointment of the annual auditor for DMG MORI AKTIENGESELLSCHAFT and group auditor, as proposed by the Finance and Audit Committee. At this meeting, the Supervisory Board already addressed the attack of Russia on Ukraine launched on 24 February 2022. The Executive Board informed about its effects on the Russian business and the Supervisory Board and Executive Board unanimously strongly condemned the war. Moreover, the chairpersons reported on the previous meetings of the Personnel, Nomination and Remuneration Committee and the Finance and Audit Committee. The Supervisory Board meeting on 5 May 2022 focused on preparations for the Annual General Meeting on the following day, as well as the discussion of current business performance, especially against the background of the war in Ukraine and rising prices for materials, energy and logistics. The Supervisory Board also approved the audit engagement for the auditor of the Individual and Consolidated Financial Statements and set the aim for the gender quota on the Executive Board. On 10 May 2022, the Supervisory Board decided in its meeting at the Pfronten site to extend the appointment of Christian Thönes as a member of the Executive Board and its Chairman until 31 December 2027. Furthermore, the reorganization of the sales and service organization was discussed in detail and approved by the Supervisory Board. On 14 September 2022, the Supervisory Board meeting was held on the occasion of the AMB trade fair in Stuttgart. The Executive Board once again informed the Supervisory Board 9 Annual Report 2022

To our Shareholders | The Supervisory Board | Report of the Supervisory Board KONZERN LAGEBERICHT | | Unterkapitel › Recommendation G.10 of the German Corporate Governance Code In accordance with G.10 of the German Corporate Gover- nance Code, the remuneration of the Executive Board shall be invested primarily in shares of the company or granted on a share-based basis. DMG MORI does not implement this recommendation but has based the long-term remuneration component of the Executive Board on key figures which, in the opinion of the Supervisory Board, are of material importance for the long-term success of the company. Share-based remuneration is not appropriate at DMG MORI, as DMG MORI AKTIENGESELLSCHAFT is a dependent company on the basis of the domination and profit transfer agreement of 2 June 2016, whose shareholders are entitled to compensation and severance pay under the domination and profit transfer agreement. The development of the company’s share price is therefore not significantly influenced by the performance of the Executive Board and is therefore not an appropriate means of measuring the long-term remuneration of the Executive Board at DMG MORI. in accordance with the provisions of the German Commercial Code (HGB). The Consolidated Financial Statements 2022 of DMG MORI AKTIENGESELLSCHAFT were prepared in accordance with International Financial Reporting Standards (IFRS), as applicable within the European Union. Pursuant to the exemption provision in Section 315e HGB, Consolidated Financial Statements in accordance with HGB were not prepared. The annual auditors provided detailed reports on their audit procedures and findings and were available for any further queries. PricewaterhouseCoopers GmbH Wirtschafts- prüfungsgesellschaft, Bielefeld, issued unqualified audit opinions for both business reports and financial statements. The annual auditor also stated that the Executive Board has taken all the reasonable steps required under Section 91(2) AktG. The design and application of the appropriate infor- mation and monitoring system in line with company require- ments appears suited to its purpose of providing early warning of developments posing a threat to the continued existence of the company. No major weaknesses in the Internal Control System and Early Risk Identification System were reported. After consulting the annual auditor and following its own review and discussion, the Supervisory Board approved the Annual Financial Statements and Business Report, as well as the Consolidated Financial Statements and Group Business Report of DMG MORI AKTIENGESELLSCHAFT for financial year 2022 at the balance sheet meeting on 13 March 2023. Thus, the Annual Financial Statements of DMG MORI AKTIEN- GESELLSCHAFT were adopted pursuant to Section 172 AktG. The separate, non-financial group report, which is part of the Sustainability Report, and which fulfills statutory require- ments in accordance with the CSR Directive Implementation Act implementing Directive 2014 / 95 / EU (Section 289 of the German Commercial Code) of 11 April 2017, was also discussed in detail. Following its audit, the Supervisory Board had no objections. The resolutions were prepared by the Finance and Audit Committee. The Executive Board prepared the Business Report and Annual Financial Statements for 2022, as well as the Group Business Report 2022 of DMG MORI AKTIENGESELLSCHAFT The chairperson of the Finance and Audit Committee provided the Supervisory Board with a detailed report on the findings of the committee as well as on the discussions held with the annual auditors and the Executive Board. The Supervisory Board and the Finance and Audit Committee conducted a detailed discussion and review of the Annual Financial State- ments and Consolidated Financial Statements, as well as the Business Report. The Supervisory Board approved the results of the audit based on its own review – as did the Finance and Audit Committee. There were no objections raised by the Supervisory Board or the Finance and Audit Committee. DMG MORI closed financial year 2022 very successfully despite the renewed difficult market and economic condi- tions worldwide. The Supervisory Board wishes to thank the members of the Executive Board for their exceptional commitment and outstanding strategic, but also operational work, especially in these particularly challenging times. Our special thanks go to all employees for their dedication and flexibility throughout the past financial year. Dr. Eng. Masahiko Mori Chairman of the Supervisory Board Bielefeld, 13 March 2023 11 Annual Report 2022

To our Shareholders | The Executive Board | Letter from the Chairman KONZERN LAGEBERICHT | | Unterkapitel The app-based operating and control interface CELOS bundles our digital products in one interface and enables access to all production-related information. CELOS X is a platform- based end-to-end shop floor solution for the connected manufacturing of the future. With CELOS Xperience, local machine and shopfloor tasks are organized in continuous app-based workflows. CELOS Xchange provides a trusted data hub to securely store, analyze and exchange manufacturing data in global production chains. CELOS X will be presented at EMO Hanover 2023. A highly innovative and completely digital business model is PAYZR – PAY with Zero Risk – for Equipment-as-a-Service and Software-as-a-Service. Subscription & All-In instead of investment and purchase. Through subscription, our customers benefit from fast innovation cycles without risk – with maximum planning security, cost and price transparency as well as full flexibility. In addition, digital offers from ISTOS and TULIP round off the digitization along the entire value chain of our customers. page 24 et seqq. With GREENMODE, we are also consis tently increasing the energy and resource efficiency of our machines (scope 3 downstream). However, dear shareholders, sustainability goes much further than that. This means: diversity, equal opportunities, compliance, the satisfaction and health of our employees as well as the common good are equally important to us. Our future field Additive Manufacturing is without alternative and of high strategic importance. As a full liner for additive manufacturing processes, DMG MORI is the only manufacturer to cover the entire process chain – from design through addi- tive manufacturing with the technologies of laser buildup welding with a powder nozzle and laser melting in the powder bed to post-production cutting. We realigned this important future field in the reporting year to make even better use of our “global footprint”. We are following our motto “in the markets for the markets” and increasing our resilience through increased regionalization. Sustainability and technology leadership form a symbiosis at DMG MORI, which we actively live. DMG MORI is globally one of the most sustainable industrial companies. In 2022, we received the Platinum Medal in the Sustainability Rating from the internationally renowned assessment institute EcoVadis, placing us among the “TOP 1 %” of over 35,000 evaluated companies worldwide. The DMG MORI Qualified Products – DMQPs in short – are developing dynamically: In 2022, we were able to offer our customers worldwide more than 5,000 DMQP products in 100,000 technology variations from over 120 technology part- ners. Everything from a single source – everything for the perfect synergy of machine, components, peripherals and accessories – everything AI-based, online and intuitively configurable. As one-stop-shop! With our high-precision, sustainable machine tools and holistic technologies, we are making a decisive contribution to a greener future. Our manufacturing solutions are produced in a resource-saving manner, are of high quality, durable and recyclable and maximally efficient. The strong trend towards high process integration, automation and digitization solutions benefits sustainability. Under DMG MORI GREEN ECONOMY we summarize all initiatives towards the “100 % green machine”. Our focus is on avoiding and reducing emissions. DMG MORI has already had a balanced Company Carbon Footprint since 2020 and a balanced Product Carbon Footprint since 2021 via the climate triple "Avoid – Reduce – Compensate". We avoid and reduce emissions wherever possible. We compensate unavoidable emissions with CO2 certificates. This includes direct and indirect emissions from our own value creation as well as indirect emissions from upstream processes along the supply chain (scope 1, 2 and 3 upstream). All machines are produced resource-saving as GREENMACHINE. Further information can be found in the Sustainability Report 2022 on “First Quality” means for us: excellent quality and 100 % customer satisfaction – along the entire value chain and without compromise. We achieve this through the following core elements of our “First Quality” strategy: 1. standardized components and interfaces, 2. own DMG MORI Components, 3. 36-month warranty on all MASTER spindles, 4. 100 hours quality test before delivery release, 5. use of the latest measuring methods for maximum accuracy, 6. my DMG MORI – the online customer portal for direct access to service experts. Service excellence is a high priority at DMG MORI. Everyday, over 1,500 experts work to further optimize this high-margin pillar of our business and to offer our customers the best possible service. We bundle our know-how in 17 Technology Excellence Centers. Over 800 application engineers are invol- ved in our customers' development processes at an early stage. 13 Annual Report 2022

Björn Biermann (43) Controlling, finance, accounting, taxes, risk management, investor relations and compliance Björn Biermann has been member of the Executive Board since 27 November 2015. In 2008 the business graduate joined the group. He was head of controlling and corporate planning and of the transparency department for assessment of transactions with major shareholders. Christian Thönes (50) Chairman of the Executive Board Product development, sales and services, procurement,corporate communications, personnel, legal and audit Christian Thönes has been Chairman of the Executive Board since 15 April 2016. The business graduate has been a member of the Executive Board since January 2012 and headed the product development, production and technology areas. He joined the group in 1998 and built up the Advanced Technologies Ultrasonic and Lasertec. From 2009 to 2011, Christian Thönes was Managing Director of DECKEL MAHO Pfronten GmbH. Michael Horn (51) Production, logistics, quality and information technologies Michael Horn has been member of the Executive Board since 15 May 2018. Previously he was member of the Executive Board of Körber AG, Hamburg, and Managing Director of several international mechanical engineering companies.

F I R S T Q U A L I T Y G L O B E E M P L O Y E E S S E R V I C E E X C E L L E N C E T E C H N O L O G Y E X C E L L E N C E MISSION : We are sue our goals er, ermination and enthusiasm! EMPOWER OUR CUSTOMERS IN MANUFACTURING AND DIGITIZATION!

OMATION WE AUTOMATION Global full liner – economic automation for companies of any size Upgradeable_ maximum added value through automated 3-shift operation 13 PRODUCT 57AUTOMATION PRODUCTS LINES

TIZATION DIGITAL TWIN ODUCTION 4. MONITORING 5. SERVICE OS apps & echnology cycles PAY WITH ZERO RISK SOFTWARE-AS-A-SERVICE EQUIPMENT-AS-A-SERVICE

VE MANUFACTURING SAVINGS 70% 90% TIME WEIGHT SAVING POWDER BED LASERTEC 30 DUAL SLM Highest flexibility in the manufacturing process through combination of generative and cutting machining.

D PRODUCTS Qualified Products + customizable online + with AI to the optimal technology solution + up to 30 % price advantage with the DMQP bonus program 5,000 DMQP PRODUCTS DMG MORI Configurator for an individual machine solution. Intuitive, comprehensive and perfectly customizable with DMQP products.

INABILIT Y GREEN ECONOMY GREEN MACHINE GREEN MODE GREEN TECH GREEN ECONOMY 100 % green machines + DMG MORI takes on responsibility holistically + energy- and emission-efficient operation + Technology Excellence for green technologies + resource-saving via the climate triple “Avoid – Reduce – Compensate” TOP 1 % of over 35,000 companies!

QUALITY 100% satisfied customers Without compromises – highest quality for 100 % customer satisfaction + 100 hours quality check + 36 months warranty for all MASTER spindles

EXCELLENCE >30,000 CUSTOMERS FASTER SERVICE, NO WAITING LOOP, EVERYTHING AT A GLANCE Full service_ 3 years all-round carefree package including crash insurance

GY EXCELLENCE AEROSPACE X SEMICONDUCTOR Process integration_ the key to success in the manfacturing industry are complete solutions that are individually customized and perfectly aligned to the customer's needs.

EXCELLENCE CRM ERPS/4HANA my DMG MORI MODERN USER EXPERIENCE PROCESS INTELLIGENCE HARMO NI- ZATION

LOYEES ALUES PASSION PO

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators 57 products in 13 product lines includes machine-specific, universal and scalable solutions up to the DMG MORI CELL CONTROLLER LPS 4 for workpiece, pallet and tool man- agement – everything from a single source. These include universal solutions such as the Robo2Go MAX, the PH Cell Twin pallet handling system as well as the highly scalable solutions: a) LPP: linear pallet systems for up to 8 machines, 99 pal- lets and 5 setup stations or individually configurable automation modules from our MATRIS modular system, b) AGVs / AMRs: WH-AMR, PH-AGV und TH-AGV as fully automated, driverless transport systems (automated guided vehicles / autonomous mobile robots) freely mov- able, collaborative and modular for maximum flexibility. Our automation products are characterized, among other things, by simple programming and handling. We are a partner for the automation of our customers' production and are ready to assist with our know-how in our “Automa- tion Excellence Centers” for the areas of turning and milling. II. Digitization Digitization enables the connection of machines and pro- cesses as well as the parallel, virtual illustration of pro- duction for maximum transparency and efficiency increases along the entire value creation process. Our digitization strategy focuses on maximizing customer benefits with end-to-end solutions along the entire process chain: from planning and work preparation through pro- duction and monitoring up to services. In doing so, we rely on uniform interfaces, an architecture that is open to third parties, which enables maximum variability as well as the security of our solutions. We first test our digitization products internally in our own production plants before presenting the solutions externally and thus also optimize the implementation phase at the customer's site. 1. DMG MORI Connectivity is the solution for connectivity on the entire shopfloor – including third-party machines. In compliance with the highest IT security and testing standards, we create secure, standardized interfaces for easy digitization of new and existing DMG MORI machines as well as third-party machines. Meanwhile, more than 8,500 machines are connected. By the end of 2023, there should be 13,000 machines. 2. my DMG MORI is our online portal and digital face to the customer. Numerous service processes have been digitized. With our software solutions, we make the entry into digitization as easy as possible for our customers. my DMG MORI offers extensive and fast service commu- nication. New are the continuous, direct contact with the responsible service expert up to the complete resolution of the service request as well as the identification and ordering of spare parts via photo upload. This is how we complement our comprehensive, worldwide sales and service in a software-based and digital way. With over 140,000 networked machines, more than 75 % of our cus- tomers already use this digital access to our service experts and benefit from up to 70 % faster response times – thanks to direct contact, high transparency via Track & Trace and central access to all information. 3. The app-based operating and control interface CELOS bundles our digital products in one interface and enables access to all production-related information. CELOS X is a platform-based end-to-end shop floor solution for the con- nected manufacturing of the future. With CELOS Xperience, local machine and shopfloor tasks are organized in continuous app-based workflows. CELOS Xchange provides a trusted data hub to securely store, analyze and exchange manufacturing data in global production chains. CELOS X will be presented at EMO Hanover 2023. 4. The DMG MORI Store has enabled our customers to access digital solutions from DMG MORI (Software-as-a-Service and Equipment-as-a-Service) as a digital point-of-sale already since June 2021. Thanks to a cross-system single sign-on concept, logging in to the DMG MORI Store, my DMG MORI and selected partner applications is simple and uniform. 5. ISTOS_Our “Planning Board” from ISTOS offers our customers the possibility to optimize planning processes directly from the shopfloor. The cloud-based production planning and control replaces complicated Excel spread- sheets and reduces manual effort. The ideal solution for small and medium-sized businesses. 6. Digital Twin_The digital image of machine, automation and process. The Digital Twin dynamically simulates all produc- tion processes, including the work area and all components, independently of the machine. Customers benefit from up to 80 % time-savings during commissioning and up to 30 % lower component costs. Digital twins represent an important component of a holistic digital engineering approach. Digital engineering aims at optimizing the efficiency of the entire process – from plant design through virtual commis- sioning, optimized use of the real machine or automated machining system up to training. 39 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators IV. Additive Manufacturing Additive manufacturing allows our customers to create new product designs and opens up entirely new fields of application. As a full-liner for additive manufacturing processes, we are the only manufacturer to cover the entire process chain and support our customers throughout with DMG MORI Additive Intelligence – from product development, through additive manufacturing of metal components and post-production cutting to service and training. Our focus is on the two important generative manufacturing processes DED and SLM. DMG MORI Ultrasonic I Lasertec GmbH offers machines for laser buildup welding with a powder nozzle (Direct Energy Deposi- tion / DED) and DMG MORI Additive GmbH for laser melting in the powder bed (Selective Laser Melting / SLM). With this product portfolio, we enable our customers to cover a wide range of applications for individual, complex geometries and multi-materials – from medical technology to toolmaking. V. DMQP In close cooperation with over 120 technology partners world- wide, we complete our integrated portfolio with currently over 5,000 DMG MORI Qualified Products (DMQP). Machine components, peripherals and accessories with a high synergy to our machine tools – everything from a single source. Our customers have already configured more than 55,000 manufacturing solutions comprising machine, automation and peripherals simply, quickly and individually for their needs via our AI-supported online configurator. VI. First Quality Our machines stand for efficiency, accuracy, reliability, dura- bility as well as sustainability – in short: excellent quality – and thus meet the demanding expectations of our customers. Accordingly, our "First Quality" strategy focuses on customer benefits for all products and processes along the entire value chain. One example is the 100-hour “DMG MORI Quality Check” of every machine before delivery release. The in-house development and production of our core components under the term DMG MORI Components ensures the best possible quality of our products. At the same time, we reduce depen- dencies and influences from volatile markets and strengthen our core competencies. VII. Service Excellence Our goal in the “Industrial Services” segment: service excel- lence over the entire life cycle of our machines – from com- missioning, through maintenance and spare parts, to repair and training. Our offering includes the two all-round packages “FULLservice” and “Digital Manufacturing Package”, which increase planning reliability and generate high added value. With digital service offerings, such as my DMG MORI and NETservice, we create transparency for our customers and accelerate problem solving through targeted, direct and digital interaction with DMG MORI service experts. These solutions have reduced response times by up to 70 %. Another new feature, for example, is the identification of spare parts via photo upload. In parallel, we are optimizing our internal service processes by switching to a digital and consistent service platform. Another focus is our spindle service, which we are continuously expanding. VIII. Technology Excellence We bundle our technological sector know-how in 17 Technology Excellence Centers and are continuously expanding it – espe- cially in the main sectors Aerospace, Automotive, Die & Mold as well as Medical and Semiconductor. In order to offer our customers individual, matching complete solutions, more than 800 DMG MORI application engineers are involved in the component development processes at an early stage. Until today, we have successfully implemented over 10,000 turnkey projects. Our customers also benefit from our 63 technology cycles, which enable precise and up to 60 % faster machine programming, even for complex machining operations. IX. GLOBE As a global technology leader, DMG MORI continuously optimizes its own processes and structures to be able to react flexibly and dynamically to the increasing volatility of the market environment. Our project “GLOBE – Global One Business Excellence” for the implementation of a global ERP system is the next decisive step for a significant reduction in complexity. With this business and IT transformation project, DMG MORI is creating an efficient and resilient organizational structure to ensure standardized systems. Integrated processes are another success factor for the future. X. Employees DMG MORI's success is based on a strong team effort by our highly motivated employees. With passion and profound know-how, the entire team is committed to our customers every day in order to meet their high demands and to simul- taneously also exceed our own ambitious goals. At the same time, DMG MORI also considers it very important to be an attractive employer, to constantly improve the working environment, to provide stability even during periods of eco- nomic weakness and to strengthen employee loyalty through numerous offers. These include group-wide training programs such as the “High Potential Program” for young talents and the DMG MORI Digital Academy – a digital opportunity for sustainable further training. DMG MORI stands for a modern corporate culture with TOP values: Trust, Openness and Passion.Passion/Leidenschaft. 41 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators Management System of DMG MORI The Executive Board of DMG MORI AKTIENGESELLSCHAFT manages the group via a firmly defined organizational and management structure as well as operational targets, the achievement of which is monitored by predefined key figures. We use our internal controlling and management system as well as our regular reporting to monitor and manage the attainment of key performance indicators and the efficient use of our capital. Important internal targets and performance indicators are order intake, sales revenues, earnings before interest and taxes (EBIT), free cash flow, as well as investments and research and development expenses. We manage the activities of the group and the individual companies consistently, target-oriented and sustainably. DMG MORI closed the financial year 2022 very successfully despite major global challenges. Worldwide supply and material shortages, high raw material, energy and transport costs, rising interest and inflation rates, but also the corona pandemic – especially in China – and above all the war in Ukraine impacted the entire industry. The global market for machine tools was also impacted by these exogenous factors, but due to the good development in the first half of the year was again above the high pre-corona level 2019 for the first time. In this volatile market environment, DMG MORI once again achieved a TOP performance. Order intake in the core business with machine tools and services rose by +15 % to an all- time high of € 2,904.2 million (previous year: € 2,516.7 million), to which both the new machines business and the service business contributed positively. New machine business performed well with +15 % and reflects increased demand for our integrated and sustainable automation and digiti- zation solutions. Service business also increased by +15 % and reached a new record level. Sales revenues increased by +15 % to € 2,365.7 million – despite the continued difficult materials and logistics situation. The sustainable optimi- zation of our cost structure and stringent implementation of our efficiency improvement measures paid off: EBITDA improved by +56 % to € 297.8 million (previous year: € 190.8 million). EBIT increased by +75 % to € 216.5 million (previous year: € 123.8 million). The EBIT margin improved to 9.2 % and thus also marks an all-time high (previous year: 6.0 %). EBT grew by +78 % to € 216.2 million (previous year: € 121.6 million). As of 31 December 2022, the group reported EAT of € 153.4 million – a plus of 79 % compared to the pre- vious year (€ 85.6 million). Financial performance was also encouraging: free cash flow amounted to € 171.7 million and was thus below the record level of the previous year (-5 %; € 179.9 million) but slightly above the pre-corona level 2019 (€ 168.8 million). Investments in property, plant and equipment and intan- gible assets were at € 118.5 million as planned and thus sig- nificantly above the previous year (€ 77.3 million) due to the construction progress of our new production plant DMG MORI Manufacturing Solutions in Pinghu (China) as well as com- prehensive expansion and modernization measures of the production and assembly areas at DECKEL MAHO in Seebach, FAMOT in Pleszew (Poland) and GRAZIANO in Tortona (Italy) and targeted measures for the self-sufficient, sustainable power supply of our production plants. Research and devel- opment expenses increased to € 77.0 million (previous year: € 72.9 million). DMG MORI achieved or, in some cases, exceeded all the target and control figures for the financial year 2022 forecast in the Annual Report 2021, in particular due to the sustainable optimization of cost structures, the consistent implementation of efficiency measures as well as the good development in the new machine business as a result of the strategic fit of automation, digitization and sustainability. One exception is the expenses for research and development, which were below the planned figure in the course of the efficiency measures. A.03 | KEY FINANCIAL AND PERFORMANCE INDICATORS Target Annual Report 2021 (16 March 2022) Targets Q1 / 2022 (27 April 2022) Targets Q2 / 2022 Targets Q3 / 2022 (04 August 2022) (07 November 2022) FACTS 2022 Order intake Sales revenues EBIT Free cash flow around € 2.5 billion around € 2.5 billion around € 2.7 billion around € 2.9 billion € 2,904.2 million around € 2.3 billion around € 2.3 billion around € 2.3 billion around € 2.3 billion € 2,365.7 million around € 180 million around € 180 million around € 180 million around € 180 million € 216.5 million around € 130 million around € 130 million around € 150 million around € 150 million € 171.7 million Investments (tangible fixed assets / intangible assets) around € 115 million Research and Development expenses around € 84 million* * including expense for special construction around € 115 million around € 84 million* around € 115 million around € 84 million* around € 115 million around € 84 million* € 118.5 million € 77.0 million* 43 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Share › Pursuant to Section 5 (3) of the Articles of Association, the Executive Board is authorized, with the approval of the Supervisory Board, to increase the share capital of the company in the period up to 9 May 2024, by up to a nominal amount of € 102,463,392.20 by issuing up to 39,408,997 new shares on one or more occasions in return for cash and / or non-cash contributions (authorized capital). In this context, the Executive Board is also authorized to issue shares in the value of € 5,000,000 to employees of the company and affiliates of the company, subject to the exclusion of pre-emptive rights. › Moreover, the Executive Board is authorized, with the approval of the Supervisory Board, to exclude the statutory subscription right in specific cases regulated in detail in the Articles of Association (authorized capital). › The relevant financing agreements of DMG MORI AKTIEN- GESELLSCHAFT, concluded in early 2016 and extended early at the beginning of 2020, are subject to the condition of a change of control (meaning the acquisition either of (i) 30 % or more of the voting rights in DMG MORI AKTIEN- GESELLSCHAFT, if the participation interests of DMG MORI COMPANY LIMITED in DMG MORI AKTIENGESELLSCHAFT is or falls below 50 %, or (ii) 50 % or more of the voting rights in DMG MORI AKTIENGESELLSCHAFT (except by DMG MORI COMPANY LIMITED) or (iii) 50 % or more of the voting rights in DMG MORI COMPANY LIMITED). Thus, a change of control is precluded, provided that DMG MORI COMPANY LIMITED (indirectly) holds more than 50 % of the voting rights in DMG MORI AKTIENGESELLSCHAFT. The change of control conditions complies with standard agreements. They do not result in the automatic termination of the above agreements, but merely allow our contractual partners to terminate them in the event of a change of control. Pursuant to Section 315a (1) HGB, the Executive Board provides the following explanatory notes: › As at 31 December 2022, the share capital of the company amounted to € 204,926,784.40 divided into 78,817,994 no-par value bearer shares. Each share entitles to one vote and is decisive for the share in profits. The company may not exercise voting rights from treasury shares and does not participate in profits on a pro-rata basis. › No amendments were made to the Articles of Association in financial year 2022. › The last amendment to the Articles of Association was made in May 2020 with a revised version of Section 15 (3) sentence 1 of the Articles of Association, which amended the requirements for attending the Annual General Meeting and exercising voting rights in accordance with the Act Implementing the Second Shareholders' Rights Directive (ARUG II). › The Executive Board did not make use of the aforemen- tioned authorizations in the reporting year. Share The shares of DMG MORI AKTIENGESELLSCHAFT are listed in the “Prime Standard” and traded on the regulated market on the stock exchanges in Frankfurt / Main, Berlin and Düs- seldorf, as well as on the open market stock exchanges in Hamburg, Hanover, Munich and Stuttgart. DMG MORI AKTIENGESELLSCHAFT meets the international trans- parency requirements in the German Stock Exchange’s “Prime Standard”. Share Performance The DMG MORI share started the stock market year 2022 at a price of € 42.20 (3 January 2022). It closed with € 41.90 as of 30 December 2022. In the course of the year, the share developed stably in a volatile stock market environment and proved to be a solid investment. The market capitalization amounted to € 3.30 billion. Guaranteed Dividend Due to the domination and profit transfer agreement with DMG MORI Europe Holding GmbH (until 9 September 2022: DMG MORI GmbH) – a 100 % subsidiary of DMG MORI COMPANY LIMITED – DMG MORI AKTIENGESELLSCHAFT has stopped distributing dividends since financial year 2016. Instead, DMG MORI Europe Holding GmbH has undertaken to pay minority shareholders of DMG MORI AKTIENGESELL- SCHAFT compensation (“guaranteed dividend”) amounting to € 1.17 gross or € 1.03 net per share – after corporation tax and before personal income tax – for each complete financial year for the term of agreement. 45 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Corporate Governance Report / Declaration on Corporate Governance in the Group › In accordance with G.10 of the German Corporate Gover- nance Code, the remuneration of the Executive Board shall be invested primarily in shares of the company or granted on a share-based basis. DMG MORI does not implement this recommendation but has based the long-term remuneration component of the Executive Board on key figures which, in the opinion of the Supervisory Board, are of material importance for the long-term success of the company. Share-based remuneration is not appropriate at DMG MORI, as DMG MORI AKTIENGESELLSCHAFT is a dependent company on the basis of the domination and profit transfer agreement of 2 June 2016, whose shareholders are entitled to compensation and severance pay under the domination and profit transfer agreement. The development of the company’s share price is therefore not significantly influenced by the performance of the Executive Board and is therefore not an appropriate means of measuring the long-term remuneration of the Executive Board at DMG MORI. DMG MORI complies with the suggestions of the German Corporate Governance Code with only two exceptions regarding the Annual General Meeting. For organizational and cost reasons, the physical Annual General Meeting is held without being broadcast over the Internet and without the possibility of contacting the representatives with regard to exercising the voting rights of shareholders in accordance with their instructions during the Annual General Meeting. The current Compliance Statement and the Corporate Gover- nance Report together with the declarations of compliance of previous years are permanently accessible on our website. → en.dmgmori-ag.com/corporate-communications/ corporate-governance Pursuant to Section 317 (2) sentence 6 German Commercial Code (HGB), the purpose of the audit of the statements made in the group declaration on corporate governance pursuant to Section 289f (2) and (5) and Section 315d German Commercial Code is limited to determining whether such statements have been made. Responsible Management of Opportunities and Risks For us, part of good corporate governance is the comprehensive and systematic management of opportunities and risks within corporate management. Group-wide risk management is based on an integrated governance, risk and compliance model (GRC model). Detailed information on the opportunities and risk management system can be found on page 81 et seqq. We are not aware of any circumstances from our reviews of internal control and risk management or from reports by internal audit that speak against the appropriateness and effectiveness of these systems. Cooperation between the Executive Board and Supervisory Board The Executive Board and Supervisory Board work closely together in the best interest of the company. The Executive Board coordinates the strategic direction of the company with the Supervisory Board and informs the Supervisory Board regularly, timely and comprehensively about all questions pertaining to the strategy, business development, risk position, risk management and compliance that are of relevance for the company. Any deviations in the course of business from the established plans and goals adopted by the group are investigated and explained. The Executive Board forwards the half-year reports and quarterly releases to the Finance and Audit Committee and discusses these reports and releases with the Finance and Audit Committee before their publication. The Articles of Association and the Rules of Procedure require the Supervisory Board’s approval for a wide range of business transactions proposed by the Executive Board. The remuneration of both the members of the Supervisory Board and of the Executive Board is presented in detail in the remuneration report from page 50 et seqq. which forms part of the Business Report of the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT. The Supervisory Board and Executive Board jointly care for the long-term succession planning. The Supervisory Board has set an age limit of 60 years for the (re-)appointment of Executive Board members. Objectives concerning the Composition of the Supervisory Board In its meeting on 22 September 2015, the Supervisory Board adopted the following resolution on the voluntary commitment pursuant to Section C.1 DCGK (German Corporate Gover- nance Code): › The Supervisory Board should continue to be composed of the unchanged number of shareholder representatives with experience in the management or governance of companies with global operations; › Consideration of employees from significant areas of DMG MORI on the employee side; › Consideration of knowledge about DMG MORI and of markets of particular importance to DMG MORI, as well as knowledge about technical contexts and technology management; › Consideration of special knowledge and experience in the application of financial reporting principles, internal control procedures and compliance processes; 47 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Corporate Governance Report / Declaration on Corporate Governance in the Group A.06 | QUALIFICATION MATRIX OF SUPERVISORY BOARD Dr. Eng. Masahiko Mori Prof. Dr.-Ing. Ulrich Hocker Irene Bader Berend Denkena Prof. Dr. Annette Köhler James Victor Mario Nudo Krain höfner Stefan Stetter Tanja Fondel Dietmar Jansen Larissa Schikowski Michaela Schroll 2009/09/06 2010/05/11 2016/05/24 2013/05/17 2017/05/06 2018/05/04 2011/04/16 2018/05/04 2018/01/19 2013/05/17 2018/05/04 2018/05/04 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 2023/05/12 • • • • • • • • • • • • • • • • • • • • • male male female male female male male male female male female female Japanese German Austrian German German US-American German German German German German German 1961/09/16 1950/11/06 1979/01/01 1959/11/05 1967/01/13 1954/05/30 1964/10/16 1968/12/30 1976/07/27 1965/08/23 1969/08/19 1976/02/16 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Tenure joined Board in elected until Personal Suitability Independence No Overboarding Diversity Gender Nationality Date of birth Professional Suitability Technology and know- ledge of mechanical engineering industry Strategy Accounting Auditing Law / Regulation Personnel / co-deter- mination / remuneration Corporate Governance / Internal processes Compliance Digitization ESG / Sustainability / Social and labor conditions International Experience Germany Europe Asia America 1) with the meaning of Corporate Governance Code • Criterion met, based on a self-assessment by the Supervisory Board. One point means at least “good knowledge” and thus the ability to understand the relevant issues well and make informed decisions based on existing qualifications, the knowledge and experience acquired in the course of work as a member of the Supervisory Board (for example, many years of service on the Audit Committee) or the training measures regularly attended by all members of the Supervisory Board. Transparency We strive to ensure corporate communications that offer the greatest possible transparency and actuality for all target groups, including shareholders, investors, business partners, employees and the general public. On our website, we continuously provide information on the company’s current affairs and publish press and quarterly releases, annual reports as well as a detailed financial calendar. and regulatory standards, voluntary commitments and our internal guidelines. Our compliance management system is tasked with warranting our continued alignment with our prin- ciples and values. Further information about our Compliance Management System can be found in the Sustainability Report 2022 and on our website. Compliance We are aware of our responsibility towards our business part- ners, shareholders and employees, as well as to the environ- ment and the society. We are therefore firmly committed to clear principles and values. This includes in particular the observance of and compliance with legal requirements Accounting and Annual Audit For the reporting year, DMG MORI and financial auditing firm PwC PricewaterhouseCoopers, Bielefeld, agreed that the Chairman of the Supervisory Board and the Chairwoman of the Finance and Audit Committee shall be informed promptly of any reasons for exclusion or bias that arise during the audit and cannot be remedied. In addition, the auditor shall 49 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Remuneration Report A.07 | REMUNERATION GRANTED AND PAYABLE TO THE SUPERVISORY BOARD in € Base remuneration Committee remuneration: Finance and Audit Committee (F&A) Committee remuneration: Personnel, Nomination and Remuneration Committee (PNR) Committee remuneration: Committee for Trans- actions with Related Parties (TRP) Base remuneration and committee remuneration total Meeting attendance fees Total remuneration Dr. Eng. Masahiko Mori 1) Chairman of the Supervisory Board Chairman PNR Ulrich Hocker 2) Deputy chairman SB Chairman TRP Irene Bader 3) Prof. Dr.-Ing. Berend Denkena 4) Prof. Dr. Annette Köhler Chairwoman F&A James Victor Nudo 5) Mario Krainhöfner 6) 7) 1st Deputy chairman SB Stefan Stetter 8) Deputy chairman SB Tanja Fondel 6) 9) Dietmar Jansen 6) 10) Larissa Schikowski 11) Michaela Schroll 6) 12) Total amount - 90,000 - 60,000 60,000 - 90,000 90,000 60,000 60,000 60,000 60,000 630,000 - 0 - 0 36,000 - 0 18,000 0 18,000 0 18,000 90,000 - - - - 0 18,000 36,000 144,000 - - 15,000 - 159,000 0 - 0 0 - 18,000 0 18,000 0 18,000 0 72,000 18,000 78,000 12,000 90,000 0 - 0 96,000 13,500 109,500 - - 0 108,000 9,000 117,000 18,000 126,000 0 0 0 18,000 90,000 78,000 78,000 78,000 96,000 21,000 10,500 12,000 10,500 18,000 147,000 88,500 90,000 88,500 114,000 882,000 121,500 1,003,50013) 1) Dr. Eng. Masahiko Mori is also a member of the F&A, Nomination and Mediation Committees. 6) These employees’ representatives transfer the majority of their remuneration for Dr. Eng. Masahiko Mori waives his Supervisory Board remuneration in full. Thus, Dr. Eng. Masahiko Mori has not received any Supervisory Board remuneration for 2022. 2) Ulrich Hocker is also a member of the PNR as well as of the Nomination and the Mediation Committee. 3) Irene Bader waives her Supervisory Board remuneration in full. Thus, Irene Bader has not received any Supervisory Board remuneration for 2022. 4) Prof. Dr.-Ing. Berend Denkena is a member of the TRP. 5) James Victor Nudo is a member of the F&A, PNR and Nomination Committee. James Victor Nudo waives his Supervisory Board remuneration in full. Thus, James Victor Nudo has not received any Supervisory Board remuneration for 2022. Supervisory Board duties to the Hans-Böckler-Stiftung, Düsseldorf, Germany. 7) Mario Krainhöfner is a member of the PNR and Mediation Committees. 8) Stefan Stetter is a member of the F&A and TRP Committees. 9) Tanja Fondel is a member of the PNR and the Mediation Committee. 10) Dietmar Jansen is a member of the F&A. 11) Larissa Schikowski is a member of the PNR and transfers part of her Supervisory Board remuneration to various charitable institutions. 12) Michaela Schroll is a member of the F&A and TRP Committees. 13) The total amount corresponds to the expenses of DMG MORI AKTIENGESELLSCHAFT for 2022. In financial year 2022, the total remuneration paid to the Supervisory Board amounted to € 1,003,500 (previous year: € 930,000). The total base remuneration and committee remune- ration amounted to € 882,000 (previous year: € 819,000). The meeting attendance fees amounted to € 121,500 (previous year: € 111,000). As the remuneration of the members of the Supervisory Board is not composed of variable but exclusively of fixed com- ponents, it is not necessary to determine a maximum total remuneration for the members of the Supervisory Board. In the reporting year, no loans and advances were granted to members of the Supervisory Board of DMG MORI AKTIENGESELLSCHAFT. A.08 | COMPARISON OF ANNUAL CHANGE IN SUPERVISORY BOARD REMUNERATION Dr. Eng. Masahiko Mori 1) Ulrich Hocker Irene Bader 2) Prof. Dr.-Ing. Berend Denkena Prof. Dr. Annette Köhler James Victor Nudo 3) Mario Krainhöfner Stefan Stetter Tanja Fondel Dietmar Jansen Larissa Schikowski Michaela Schroll EAT (DMG MORI AG group) 4) CHANGES 2021 AGAINST 2020 in % CHANGES 2022 AGAINST 2021 in% – – +8.5 % +8.2 % – – +4.4 % +13.2 % +3.6 % +4.3 % – – +1.7 % +8.3 % +5.2 % +8.9 % +2.3 % +9.3 % +0.4 % +5.3 % +2.3 % +9.3 % +6.6 % +5.6 % +64 % +79 % Comparison of annual change in Supervisory Board remuneration The table A.08 shows a comparison of the percentage change in the remuneration of the Supervisory Board members with the earnings development (EAT) of DMG MORI AKTIENGESELL - SCHAFT and the average remuneration of the employees on a full-time basis compared to the previous year. EAT (DMG MORI AKTIENGESELLSCHAFT) 5) +8 % +400 % Average employee remuneration 6) +2 % +3 % 1) Dr. Eng. Masahiko Mori has not received any Supervisory Board remuneration for 2022. 2) Irene Bader has not received any Supervisory Board remuneration for 2022. 3) James Victor Nudo has not received any Supervisory Board remuneration for 2022. 4) 2022: € 153.4 million / 2021: € 85.6 million / 2020. € 52.1 million 5) 2022: € 146.5 million (under HGB) / 2021: € 29.3 million (under HGB) / 2020: € 27.1 million (under HGB) 6) Employee remuneration in Germany in the respective financial year 51 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Remuneration Report in proportion to the remuneration of the employees of DMG MORI AKTIENGESELLSCHAFT is considered in an internal (vertical) benchmarking. This comparison determines the proportion of the Executive Board’s remuneration to the remuneration paid to the upper management and other employees and subjected to a market comparison. The determination of the total target remuneration gives special credit to the individual Executive Board member’s function. This includes that the chairperson of the Executive Board is awarded a higher total remuneration than the other Executive Board members. Malus and clawback provisions The Supervisory Board may withhold or demand repayment of the short-term and the long-term variable remuneration in the case of serious breaches of duty or compliance infringements. The same applies in cases of serious unethical conduct. In cases of grossly negligent or intentional breaches of a duty of care by a diligent business manager pursuant to Section 93 (1) of the German Stock Corporation Code (AktG) the company is further authorized to demand the Executive Board member repay all or part of the variable remuneration components (STI and/or LTI) paid for the relevant assessment period in which the breach of duty took place, or to withhold such payment before its remittance. A claim for repayment also applies if the Executive Board member’s office tenure or employment has already ended at the time repayment is demanded. Claims for damages against the Executive Board member remain unaffected. Early resignation of Executive Board members If an Executive Board member resigns upon request by the Supervisory Board due to reasons not attributable to the Executive Board member’s person or conduct, all outstanding LTI tranches will be paid to the member at the end of the initially agreed performance period. The same applies if an Executive Board member resigns from the Executive Board for other reasons outside of his responsibility (e.g. regular expiry or mutually agreed termination of the employment contract, or other contractually recognized reasons for resignation). This also includes the transition into early retirement and the Executive Board member’s rejection of an offer of reappointment. If the company terminates an Executive Board member’s employment for important reasons, or if the Executive Board member terminates his service agreement without proper cause (“bad leaver”), all outstanding LTI allocations of which the three-year reference period has not yet ended will be forfeited. Components of the remuneration system The remuneration of the Executive Board members of DMG MORI AKTIENGESELLSCHAFT consists of fixed and variable remu- neration components. The fixed, non-performance-based remuneration consists of a base remuneration (“fixed amount”), fringe benefits and pension entitlements (in particular to the contribution-based retirement provisions). The short-term variable remuneration (STI) and the long-term variable remu- neration (LTI) are performance-based variable amounts that depend on the achievement of concrete, measurable targets. a) Fixed remuneration components The fixed remuneration forms the basis for recruiting and retaining the highly qualified Executive Board members needed for the group's further development and implemen- tation of the corporate strategy. The fixed remuneration consists of the base remuneration, fringe benefits and pension entitlements (contribution-based retirement provisions). Base remuneration: Each Executive Board member receives a fixed base remuneration. This is paid in twelve monthly installments. Fringe benefits: Fringe benefits and their maximum amounts are determined for each Executive Board member. These fringe benefits include, in particular, non-cash benefits from the company and other fringe benefits, particularly the provision of a company car but also insurance coverage. Retirement provisions: Each Executive Board member is granted a payment that must be used to add to his personal retirement provisions. The payment is for a certain amount to be invested in an external pension scheme (contribution- based retirement provision). b) Short-term incentive (STI) The STI is intended to motivate Executive Board members to achieve challenging and demanding financial, operational and strategic targets in the financial year. The targets reflect the corporate strategy and aim at increasing the earnings and market position of DMG MORI AKTIENGESELLSCHAFT. The one-year variable compensation is linked to the achieve- ment of important key figures in the respective financial year, and in particular by tying it to the order intake and EBIT. An individual target amount is defined for each member of the Executive Board. The target amount is the starting point for determining the performance-related payment after the end of the assessment period. An entitlement to payment only arises at the end of the one-year assessment period and depends on whether or how the targets have been achieved. 53 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Remuneration Report Long-term-incentive (LTI) diagram FY n FY n+1 FY n+2 Targets Modifier 0 % – 200 % 0 % – 200 % Range: 80 % – 120 % Target amount EAT (3-year Ø) Service Performance (3-year Ø) Investments in PPR R&D and marketing (incl. service) target Cash payment Weighting 2/3 Weighting 1/3 Weighting 1/2 Weighting 1/2 c) Long-term incentive (LTI) The long-term-focused, sustainable initiative for the success of DMG MORI AKTIENGESELLSCHAFT is the focus of the Executive Board’s work. It is the only way to promote sustain- able growth and achieve a permanent increase in value. The three-year performance period contributes to assuring that the Executive Board's decisions in the current financial year are also focused on the company's long-term development. The LTI program is paid in cash on the basis of performance indicator-based remuneration determined over an assess- ment period of three years ("performance period"). It is granted in the form of yearly tranches. The LTI is based on two financial targets as well as measur- able sustainability targets that are expressed in the form of a “modifier”. The financial performance criteria represent important core management ratios of DMG MORI AKTIEN- GESELLSCHAFT (the earnings after tax – EAT – and the service performance). In addition to that, the modifier with a bandwidth of 80 % to 120 % also incorporates the sustain- ability targets. An individual target amount is set for each member of the Exec- utive Board. The target amount represents the starting point for determining the performance-based payment after the end of the assessment period. A claim for payment only arises at the end of the three-year assessment period and depends on whether and to what degree the targets were achieved. The levels of target achievement result from the following key figures and factors and are determined for all Executive Board members according to the same criteria: The EAT is weighted 2/3. In this way, the LTI considers one of the key financial figures of DMG MORI AKTIENGESELLSCHAFT. The EAT component of the LTI must reach a lower limit in order to become bonus relevant. This corresponds to a target achievement of 50 %. Reaching the target amount results in a target achievement of 100 %. The component does not increase further once an upper limit has been reached. This corresponds to a target achievement of 200 %. The following figure shows further details with respect to target achievement: target achievement 200 % EAT (2/3) 150 % 100 % 50 % 94.5 167 EAT in € million (assessment period 2022 – 2024) 150 139 The service performance over a period of three years is weighted 1/3. In this way, the LTI considers an important key management figure of DMG MORI AKTIENGESELLSCHAFT. The service performance is the average number of service calls per machine under warranty over the last 12 months. The service performance component of the LTI must fall below a threshold value before becoming bonus relevant. This threshold value corresponds to a target achievement of 80 %. Reaching the target figure corresponds to a target achieve- ment of 100 %. The consideration ends at a set minimum value. This corresponds to a target achievement of 200 %. The following figure shows further details with respect to target achievement: target achievement Service-Performance (1/3) 200 % 150 % 100 % 80 % 1.6 1.65 1.7 1.85 Service Performance (assessment period 2022 – 2024) The remuneration resulting from the degree of target achieve- ment is adjusted (80 %-120 %) by two sustainability factors (“modifiers”), which are specified within the framework of the tender. The current sustainability targets include 55 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Remuneration Report For the LTI tranche 2021-2023, a recoverable advance payment of € 1,663 K was made in 2022, which is part of the remu- neration in accordance with section 162 (1) sentence 1 AktG. No loans were granted to members of the Executive Board of DMG MORI AKTIENGESELSCHAFT in the reporting year. The companies belonging to DMG MORI AKTIENGESELL- SCHAFT group did not pay any remuneration directly to members of the Executive Board for services provided personally, in particular consulting and mediation services. No Executive Board members were requested to repay any remuneration components. Malus and clawback provisions were not invoked. Table A.10 shows the granted and payable remuneration components of the active Executive Board members in the respective financial year, including the corresponding relative share pursuant to Section 162 (1) sentence 1 of the German Stock Corporation Act (AktG). The figures represent the base remuneration, the fringe benefits and the retirement provi- sions paid in the financial year. The table shows the STI 2022 as well as the LTI tranche 2020-2022 that will be paid in financial year 2023 for underlying activities that were fully performed by the end of financial year 2022. The recoverable advance payment for the LTI tranche 2021-2023 is also shown. A.10 | REMUNERATION AS GRANTED AND PAYABLE (SECTION 162 (1) SENT. 1 AKTG) in € K Christian Thönes Executive Board Chairman Björn Biermann Executive Board Member 20225) 20214) 20215) 2022 20225) 540 8 548 800 240 - 1,040 200 1,788 429 - 2,217 20214) 2,160 68 2,228 3,200 840 - 4,040 850 7,118 1,508 - 8,626 - - 31 % 45 % 13 % - 58 % 11 % 600 8 608 800 - 796 1,596 200 - - 26 % 33 % - 33 % 66 % 8 % 100 % 2,404 100 % - - - - 429 2,833 - - - Executive Board total 20215) - - 31 % 45 % 12 % - 57 % 12 % 100 % - - - 2022 2,400 61 2,461 3,200 - 3,242 6,442 850 9,753 - 1,663 11,416 20225) - - 25 % 33 % - 33 % 66 % 9 % 100 % - - - Base remuneration Perquisite Total STI LTI 2019 – 2021 LTI 2020 – 2022 1) Total Pension 2) Total remuneration without advance payment Recoverable advance payment LTI 2020–2022 3) Recoverable advance payment LTI 2021–2023 3) Total inflow with advance payment 20214) 1,080 11 1,091 1,600 360 - 1,960 450 3,501 650 4,151 20215) - - 31 % 46 % 10 % - 56 % 13 % 100 % - - - 2022 1,200 11 1,211 1,600 - 1,650 3,250 450 4,911 - 805 5,716 - - 25 % 33 % - 33 % 66 % 9 % 100 % - - - Base remuneration Perquisite Total STI LTI 2019 – 2021 LTI 2020 – 2022 1) Total Pension 2) Total remuneration without advance payment Recoverable advance payment LTI 2020–2022 3) Recoverable advance payment LTI 2021–2023 3) Total inflow with advance payment Michael Horn Executive Board Member 20214) 20215) 2022 20225) 540 49 589 800 240 - 1,040 200 1,829 429 - 2,258 - - 32 % 44 % 13 % - 57 % 11 % 100 % - - - 600 42 642 800 - 796 1,596 200 2,438 - 429 2,867 - - 26 % 33 % - 33 % 66 % 8 % 100 % - - - 1) Amount less prepayments 2) Payments for pension provisions as defined contribution 3) LTI 2020 – 2022: Prepayment made in 2021, LTI 2021 - 2023: Prepayment made in 2022 4) Basic compensation 2021 including waiver 5) The specified relative proportions refer to the remuneration components "granted and payable" in the respective financial year pursuant to Section 162 (1) sentence 1 German Stock Corporation Act. 57 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Research and Development As a central control computer, the DMG MORI CELL CONTROLLER LPS 4 performs efficient workpiece, pallet and tool management in a production line with several machines. Standardized interfaces enable seamless connection to higher-level planning and control systems, such as APS, MES and ERP. For example, Production Planning & Control from ISTOS can now interact seamlessly with the DMG MORI CELL CONTROLLER LPS 4 via API (Application Programming Interface). In addition to automation, digitization is a strategic pillar of economic and sustainable manufacturing technology. With digital offers along the entire value chain, we create added value and strengthen our customer relationships. DMG MORI Tooling, for example, makes tool management easier for small and medium-sized companies in particular by efficiently managing tool data in the cloud. We thus increase process reliability and transparency while reducing costs. With the Digital Twin Process Optimizer, real manufacturing pro- cesses recorded by sensors can be digitally tracked, analyzed and optimized 1:1 – with “Cloud connected” now also indepen- dent of location and time. The Digital Twin is also part of our holistic “Digital Engineering” approach to increase the efficiency of real production. With 8 new DMG MORI technology cycles, we now support our customers with a total of 63 cycles for programming their machine on the shopfloor. The new Polygon/Oval Milling cycle, for example, enables simple and flexible production of demanding oval and polygonal geometries. As a full-liner for Additive Manufacturing, DMG MORI is the only manufacturer to offer the complete process chain – from design, through additive manufacturing of complex compo- nents, to post-production cutting. The new blue laser for laser deposition welding with a powder nozzle (Direct Energy Deposi- tion / DED) enables the processing of highly reflective materials such as copper thanks to its significantly better absorption behavior. With a new size of our proven compactMASTER spindles for the new NTX 500 as well as a new, particularly compact variant of our successful turnMASTER spindles, we have added 2 innovations to our DMG MORI Components. At DMG MORI, technology leadership and sustainability form a symbiosis which we actively live. For us, resource-efficient machine production is a lived reality. We have already achieved a lot here – and created our own “DMG MORI GREEN ECONOMY”: our manufacturing solutions are high-quality, durable, recyclable and maximally efficient – for example, through high process integration as well as comprehensive automation and digitization solutions – this preserves resources, the climate and the environment. DMG MORI has already had a balanced Company Carbon Footprint since 2020 and a balanced Product Carbon Foot- print since 2021 via the climate triple "Avoid – Reduce – Compensate". We avoid and reduce emissions wherever possible. We compensate unavoidable emissions with CO2 certificates. This includes direct and indirect emissions from our own value creation as well as indirect emissions from upstream processes along the supply chain (scope 1, 2 and 3 upstream). All machines are produced resource-saving. Further information can be found in the Sustainability Report on page 24 et seqq. With GREENMODE, we are consistently advancing the energy and resource efficiency of our machines (scope 3 downstream). As an innovation leader, we are also thinking ahead in terms of sustainability! For the current financial year 2023, we are again planning a large number of world premieres and innovations. At the traditional Open House in Pfronten, we showed 7 world premieres at the beginning of the year, including: › The turning machines T1 and T2 and the milling machine M2 for the entry-level: compact and precise, with proven com- ponents and DMG MORI Connectivity. Easily configurable via Cloud-based Offering and immediately subscribable, they expand our PAYZR offer. With PAYZR – PAY with Zero Risk – for Equipment-as-a-Service and Software-as-a-Service, our customers benefit from fast innovation cycles without risk – with maximum flexibility, cost and price transparency and thus maximum planning security. › The DMU 40 – with maximum rigidity, the ideal entry into 5-axis machining – particularly easy to automate with the Robo2Go or PH 150. › The DMU 65 / 75 monoBLOCK of the 2nd generation – proven technology from over 6,000 monoBLOCK machines with even higher accuracy. We also presented end-to-end innovations in the area of sustainability at Open House Pfronten 2023 – for example, the particularly efficient supply of cooling lubricant to our machines through active control of the volume flow – for up to 40 % less energy consumption during operation. The app-based operating and control interface CELOS bundles our digital products in one interface and enables access to all production-relevant information. CELOS X is a platform- based end-to-end shop floor solution for the connected manu- facturing of the future. With CELOS Xperience, local machine and shopfloor tasks are organized in continuous app-based workflows. CELOS Xchange provides a trusted data hub to securely store, analyze and exchange manufacturing data in global production chains. CELOS X will be presented at EMO Hanover 2023. 59 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Purchasing KONZERN LAGEBERICHT | The Basis of the Group | Unterkapitel In 2022 we were able to further strengthen the sustainability and resilience in our supply chain: In addition to the global double-sourcing strategy, the current supplier portfolio is characterized by diversification and regionalization in the different markets. Furthermore, we increasingly manufacture core components ourselves with our DMG MORI Components. Moreover, start-ups are also coming into focus: The digital platform Matchory is used to identify suitable suppliers with the latest concepts of machine learning and unique algorithms "with one click" in real time. Advantages of the "Big Data" and AI-supported supplier search: › Compare 100x more suppliers worldwide per sourcing request, › time savings in procurement of up to 85 %, › transparent global supply chains from the start, › high flexibility and fast response time. At the same time, we are continuing to work consistently on implementing a completely digitized supply chain and thus increasing efficiency in purchasing sustainably. DMG MORI works with digital solutions that help identify group-wide synergies and increase security of supply. To do this, we create a common database and use innovative technologies that enable networked collaboration in real time – within the group and with our delivery partners. In the future, trans- actions with our suppliers are to be further standardized and – wherever possible – automated. The aim is to reduce transaction costs and accelerate business processes. Cloud- based software applications and the use of "Robotic Process Automation" (RPA) support us in this. DMG MORI maintains strong and stable partnerships with its suppliers: In particular, the ongoing challenges caused by the pandemic and the war in Ukraine have shown that the worldwide network of supplier management functions reliably and that the supply of materials could be largely ensured over the reporting year. Success depends to a large extent on the performance of our partners and suppliers. Our global purchasing departments are therefore constantly on the lookout for new, high- performance suppliers who can make efficient contributions to our top corporate goal of improving customer satisfaction. Here we rely on: › Meeting deadlines: high flexibility, reliability and problem-solving skills, › Responsibility for costs: transparent pricing, › Quality responsibility: modern and efficient quality management systems, › Environmental protection: Compliance with applicable laws and regulations is a minimum requirement, › Carbon footprint: responsible handling of CO2 emissions, › Collaboration: expanding technology leadership through innovation, › Compliance: respect for human rights. The cost of materials and purchased services amounted to € 1,329.1 million (previous year: € 1,161.6 million). Of this, € 1,150.9 million was attributable to raw materials, consumables and supplies (previous year: € 1,008.6 million). The materials ratio was 55.4 % (previous year: 55.9 %). The depth of added value was 24.5 % (previous year: 24.0 %). Global supply shortages and rising costs for steel and energy (including gas: +199.4 % or electricity: +141.9 %) meant that DMG MORI was also confronted with price increases. Caused by the war in Ukraine, steel prices in particular reached historic highs (+20 %) in the first half of the year. At the end of the reporting year, steel prices stabilized at a high level. The structural analysis in purchasing shows that 6 % of the suppliers cover around 80 % of the total purchasing volume. We refer to these as our A-suppliers. Another 12 % of our sup- pliers account for 15 % of the purchasing volume (B suppliers); 18 % of our suppliers thus cover 95 % of the total purchasing volume. The remaining 5 % of the purchased materials are distributed among the remaining 82 % of our suppliers, the so-called C-suppliers. Purchasing at DMG MORI is organized globally and is present in the important purchasing markets worldwide. This enables us to purchase production materials, goods and services worldwide in the required quality and at the best possible conditions. Three regional purchasing units in India, China and Taiwan identify additional growth markets and qualify local suppliers to realize cost benefits for all production sites in the group. Through the material group management together with DMG MORI COMPANY LIMITED, both companies benefit from improved cost structures and the use of synergies resulting from numerous group-wide projects. 61 Annual Report 2022

BUSINESS REPORT | The Basis of the Group | Production and Logistics We are advancing the digital transformation dynamically – for example also through the internal implementation of in-house software solutions by TULIP and ISTOS. At our production plants, more than 200 TULIP apps developed by local employees are already in use at 1,600 workstations. Idea management and all activities relating to continuous improvement are bundled on our internal suggestion platform DMG MORI Improve. More than 11,000 ideas were submitted across the group in the reporting year, of which around 75 % were implemented. One particular focus was on “Working together to save energy”. Employees can take part in an energy efficiency challenge from 1 October 2022 up to 31 March 2023 and had already submitted 150 effective ideas for saving energy by the end of the reporting year. The modules for workshops and projects for continuous improvement process management are used across all production locations and also support the implementation of the TAKT Academy projects. The reporting year was characterized globally by increasing logistics shortages. Through consistent supplier and supply chain management and thanks to the stable, long-standing network with partners and suppliers, DMG MORI was able to avoid major production interruptions. We were able to counter this through a close exchange with our partners and suppliers as well as with finely tuned monitoring and escalation management. The challenges posed by material and supply shortages in particular have shown how important strong and stable partnerships are. We structure our global production network in close coopera- tion with DMG MORI COMPANY LIMITED. By working together, we achieve greater flexibility and can also optimize our delivery capability and transport times to our customers by coordinating the use of global production capacities. One important component of our future production network, among others, is the new DMG MORI Manufacturing Solutions production plant in Pinghu near Shanghai. In line with the motto “Made in China for China”, we thus secure long-term local access to the world’s largest machine tool market. Since late 2021, the fully digitized, highly automated, around 41,000 m2 large plant has been under construction – including mechanical production and a continuous flow assembly line with a driverless transport system. The grand opening is scheduled for the fourth quarter of 2023. Four previously external warehouses were bundled at the Pfronten site on an area of 8,400 m2 with a total of 14,000 rack meters. The now automated, digitized supply chain will reduce the time required to supply materials from the warehouse to the assembly station from before up to 48 hours to less than 60 minutes in the future. The launch of this new, state- of-the-art logistics center in July 2022 was one of several measures specifically aimed at optimizing our delivery times. In addition, digitally supported “Production Dojos” – i.e. the analysis of machine assembly under laboratory conditions – identified optimization potential for the DMU/C 65/85 H monoBLOCK and DMU 200 Gantry machine types. Depending on the machine type or assembly, productivity and lead time improvements of up to 25 % could be realized. Thanks to innovative augmented reality (AR) technology, experts from DECKEL MAHO Seebach were able to success- fully train the new employees in China for their future activities at the Pinghu plant – despite pandemic conditions and across thousands of kilometers. AR allows the employees in China to view the machines in real time from the perspective of the trainer in Germany, set them up in parallel and jointly solve any problems in the running process. At the Bielefeld site, a key milestone in the global transfor- mation project GLOBE was achieved in the reporting year with the GO-Live of the new ERP system at GILDEMEISTER Drehmaschinen GmbH and DMG MORI Additive GmbH as part of the group-wide rollout of SAP S/4HANA. In the reporting year, around 500 users were already using the new GLOBE platform with standardized templates and processes. At the Pleszew site (Poland), construction work on the new FAMOT Components Center has been progressing since July 2022 and is scheduled for completion in late 2023. This pre-assembly center for the entire group will provide additional capacity for the production of around 360 different components and about 140 assemblies for internal supply to our European production sites on a total area of around 5,200 m2. At the Tortona (Italy) site, GRAZIANO is also investing in extensive rebuilding measures to expand final assembly. In addition to the construction of a new hall, we plan to open a new, state-of-the-art AGV flow assembly line for efficient and flexible assembly in 2024. 63 Annual Report 2022

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth producer of machine tools with a volume of € 21.6 billion (2021: € 21.8 billion; 2019: € 17.3 billion). Japan with € 10.1 billion (2021: € 8.9 billion; 2019: € 11.8 billion) and Germany with € 9.8 billion (2021: € 9.0 billion; 2019: € 12.6 billion) followed in second and third place. As in the previous year, the ten key production countries represented a total of 89 % of all machine tools worldwide. GERMAN MACHINE TOOL INDUSTRY The German machine tool industry performed well in 2022 despite all adversities, but was unable to maintain growth in the final months of the year. Order intake at plants in Germany rose by +17.5 % to € 16.0 billion (2021: € 13.6 billion) but was still well below the 2018 peak of € 17.5 billion. Both domestic demand at +18.3 % (previous year: +50.7 %) and foreign orders +17.2 % (previous year: +62.0 %) increased again. Order intake for metal cutting machines grew signifi- cantly by +20.0 % (previous year: +65.0 %). Domestic orders increased by +24.0 % (previous year: +69.0 %). Foreign orders rose by +18.0 % (previous year: +64.0 %). In the metal forming machinery sector, order intake increased only by +12.0 % (previous year: +42.0 %). Order intakes at the foreign plants of German manufacturers are not included here. market for German machine tools was again China with an increase of +1.0 % to € 1.6 billion (previous year: € 1.6 billion). This corresponds to a share of 18.5 % of machine tool exports (previous year: 19.6 %). As in the previous year, the USA ranked second with an export volume of € 1.2 billion (export share: 14.3 %). Italy was the third most important export market with € 0.6 billion and an export share of 6.7 %, followed by Switzerland and Austria. Imports of machine tools went up by +14.2 % to € 3.4 billion (previous year: € 3.0 billion). With an import share of 25.2 %, approximately every fourth machine tool imported came from Switzerland. Japan (10.7 %) and China (8.0 %) followed in the other places. Domestic consumption of machines, parts and accessories increased by +15.4 % to € 7.5 billion. Over the course of the year, the capacity utilization of German machine tool manufac- turers rose by around 7 percentage points. Capacity utilization of cutting and forming machine manufacturers was 87.7 % (previous year: 80.8 %). The number of employees in German machine tool companies fell by -1.1 % on average to around 64,100 (previous year: 64,871). Sales revenues of German machine tool manufacturers continued to lag significantly behind the development of order intake due to the tight supply situation. They grew only by +9.8 % to € 14.1 billion and were thus still -17.0 % below the high pre-corona level 2019 (€ 17.0 billion). The production of machinery, parts and accessories reached a total volume of € 12.7 billion and was also up +9.8 % on the previous year (€ 11.6 billion). German machine tool exports rose by +7.0 % to € 8.7 billion (previous year: € 8.1 billion). The export ratio fell by just under two percentage points to 68.1 %. The most important export For the industrial economy, the ifo business climate is the leading indicator of economic development in Germany. According to the ifo publication of January 2023, the mood in the German economy brightened somewhat at the start of the year. The business climate index rose in almost all major manufacturing sectors (mechanical engineering, production of metal products and electrical equipment). Companies assessed the current situation as better than in previous months and expectations for the first half of 2023 also brightened noticeably. The order backlog is declining, but remains at a high level. Production is expected to increase in the coming months. Results of Operations, Financial Position and Net Worth Order Intake The global machine tool market faced several major global challenges in 2022. Numerous exogenous factors – in particular high inflation rates, rising interest rates and significant price increases for raw materials, transport, logistics and signifi- cantly higher energy costs, the corona pandemic, especially in China, and the war in Ukraine – had an impact on demand. The lack of availability of materials and delivery bottlenecks particularly burdened the development in the second half of the year. At DMG MORI, under these again more difficult general conditions, the order intake in the core business with machine tools and services rose by +15 % to the all-time high of € 2,904.2 million (previous year: € 2,516.7 million). The new machine business was pleasing at € 2,277.3 million and reflects the increased demand for our holistic and sustain- able automation and digitization solutions (+15 %; previous year: € 1,980.3 million). In the fourth quarter, orders totaled € 564.1 million (previous year: € 588.6 million). 65 Annual Report 2022

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth (previous year: € 123.8 million). EBIT margin improved to 9.2 % (previous year: 6.0 %) and thus marks an all-time high. EBT grew by +78 % to € 216.2 million (previous year: € 121.6 million). As of 31 December 2022, the group reported EAT of € 153.4 million – a plus of 79 % (previous year: € 85.6 million). The income statement items are explained below: sales revenues rose by 15 % to € 2,365.7 million (+15 %; previous year: € 2,052.9 million) – despite the continued difficult materials and logistics situation. Total operating performance went up to € 2,400.1 million (+15 %; previous year: € 2,079.5 million). The materials ratio improved to 55.4 % (previous year: 55.9 %). The change resulted in particular from lower price discounts as well as a change in the product and country mix. The cost of materials increased by € 167.5 million to € 1,329.1 million (previous year: € 1,161.6 million), mainly as a result of the higher total operating performance. The personnel ratio improved to 23.6 % (previous year: 25.1 %) with a significant increase in total operating performance. Personnel expenses grew to € 566.3 million (previous year: € 522.7 million). At € -206.9 million, the balance of other income and expenses was almost unchanged from the previous year (€ -204.4 million), with a significant increase in total operating performance. The share of total operating performance improved to 8.6 % (previous year: 9.8 %). Other operating income rose by € 55.2 million to € 114.9 million (previous year: € 59.7 million). It includes in particular exchange rate gains of € 50.1 million (previous year: € 24.0 million), which are related to the exchange rate losses in other operating expenses. In the financial year 2022, there was a net exchange rate gain of € 4.8 million (previous year: € 1.8 million). In addition, other operating income includes recharges of € 12.3 million (previous year: € 9.3 million) and income from the sale of two subsidiaries amounting to € 12.8 million. Other operating expenses (OOE) increased by € 57.7 million to € 321.8 million (previous year: € 264.1 million). Foreign exchange losses amounted to € 45.3 million (previous year: € 22.2 million). Adjusted for foreign exchange losses, the OOE ratio improved by 0.1 % to 11.5 % (previous year: 11.6 %) as a result of our sustainable cost optimization measures. Expenses for outgoing freight and packaging grew to € 50.6 million (previous year: € 44.9 million) and sales commissions to € 27.5 million (previous year: € 9.7 million). Expenses for exhibitions and trade fairs amoun- ted to € 30.7 million (previous year: € 29.2 million) and travel and entertainment expenses were € 29.4 million (previous year: € 21.8 million). Expenses for temporary employment and contractors totaled € 11.4 million (previous year: € 5.6 million). Depreciation increased to € 81.3 million (previous year: € 67.0 million). Depreciation includes impairment losses of € 10.8 million (previous year: € 1.9 million) attributable to impairment losses on assets in Russia. Amortization of rights of use in accordance with IFRS 16 amounted to € 17.0 million (previous year: € 18.8 million). Investments, which increased by € 41.2 million to € 118.5 million, also led to an increase in depreciation. The financial result amounted to € -0.6 million (previous year: € -2.4 million). This was due to interest income of € 6.8 million (previous year: € 4.6 million) and interest expenses of € 7.4 million (previous year: € 7.0 million). Tax expense increased to € 62.8 million (previous year: € 36.0 million) on significantly higher EBT. The tax ratio improved to 29.1 % (previous year: 29.6 %). Further explanations are provided in the notes to the consolidated financial statements on page 120 et seq. B.01 | INCOME STATEMENT In € million SALES REVENUES Changes in finished goods and work in progress Own work capitalized Total operating income Cost of materials Personnel costs Other expenses and income EBITDA Depreciation EBIT Financial result Result from companies accounted for at equity EBT Income taxes EAT 2022 2021 Changes against previous year 2,365.7 98.6 % 2,052.9 98.7 % 312.8 23.6 10.8 2,400.1 -1,329.1 -566.3 -206.9 297.8 -81.3 216.5 -0.6 0.3 216.2 -62.8 153.4 1.0 % 0.4 % 100.0 % -55.4 % -23.6 % -8.6 % 12.4 % -3.4 % 9.0 % -0.1 % 0.0 % 8.9 % -2.6 % 6.3 % 19.8 6.8 2,079.5 -1,161.6 -522.7 -204.4 190.8 -67.0 123.8 -2.4 0.2 121.6 -36.0 85.6 1.0 % 0.3 % 100.0 % -55.9 % -25.1 % -9.8 % 9.2 % -3.2 % 6.0 % -0.2 % 0.0 % 5.8 % -1.7 % 4.1 % 3.8 4.0 320.6 -167.5 -43.6 -2.5 107.0 -14.3 92.7 1.8 0.1 94.6 -26.8 67.8 15.2 % 19.2 % 58.8 % 15.4 % 14.4 % 8.3 % 1.2 % 56.1 % 21.3 % 74.9 % 75.0 % 50.0 % 77.8 % 74.4 % 79.2 % 67 Annual Report 2022

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth B.04 | BALANCE SHEET OF DMG MORI in € million Assets Long-term assets Intangible assets Tangible assets Financial assets Other long-term assets Short-term assets Inventories Trade receivables Receivables from related companies Other short-term assets Liquid funds Balance sheet total Equity and liabilities Long-term financing resources Equity Outside capital Long-term provisions Long-term liabilities Short-term financing resources Short-term provisions Prepayments received Trade payables Liabilities to related companies Other short-term liabilities Balance sheet total 31 Dec. 2022 31 Dec. 2021 Changes against previous year 931.1 234.0 496.7 152.3 48.1 1,895.4 686.3 160.5 655.0 216.2 177.4 2,826.5 1,542.7 1,422.5 120.2 71.3 48.9 1,283.8 274.4 433.6 176.5 239.5 159.8 2,826.5 32.9 % 8.3 % 17.5 % 5.4 % 1.7 % 67.1 % 24.3 % 5.7 % 23.2 % 7.6 % 6.3 % 100.0 % 54.6 % 50.3 % 4.3 % 2.5 % 1.8 % 45.4 % 9.7 % 15.3 % 6.2 % 8.5 % 5.7 % 100.0 % 905.7 221.4 468.7 146.4 69.2 1,650.3 579.1 202.0 412.1 215.2 241.9 2,556.0 1,527.5 1,401.8 125.7 82.7 43.0 1,028.5 265.2 348.8 134.7 119.1 160.7 2,556.0 25.4 35.4 % 12.6 8.7 % 28.0 18.3 % 5.9 5.7 % -21.1 2.7 % 245.1 64.6 % 107.2 22.7 % -41.5 7.9 % 242.9 16.1 % 1.0 8.4 % 9.5 % -64.5 270.5 100.0 % 59.7 % 54.8 % 4.9 % 3.2 % 1.7 % 40.3 % 10.4 % 13.6 % 5.3 % 4.7 % 6.3 % 100.0 % 15.2 20.7 -5.5 -11.4 5.9 255.3 9.2 84.8 41.8 120.4 -0.9 270.5 2.8 % 5.7 % 6.0 % 4.0 % 30.5 % 14.9 % 18.5 % 20.5 % 58.9 % 0.5 % 26.7 % 10.6 % 1.0 % 1.5 % 4.4 % 13.8 % 13.7 % 24.8 % 3.5 % 24.3 % 31.0 % 101.1 % 0.6 % 10.6 % The financing is supplemented by lease agreements. The total of future obligations from lease liabilities amounts to € 40.3 million (previous year: € 45.1 million). Net Worth The balance sheet total increased to € 2,826.5 million as of 31 December 2022 (previous year: € 2,556.0 million). Equity grew by +1.5 % to € 1,422.5 million (previous year: € 1,401.8 million). The equity ratio was 50.3 % due to the increase in the balance sheet total (previous year: 54.8 %). On the assets side, long-term assets increased by € 25.4 million or 2.8 % to € 931.1 million (previous year: € 905.7 million). Intan- gible assets grew by € 12.6 million to € 234.0 million (previous year: € 221.4 million). Property, plant and equipment went up by € 28.0 million to € 496.7 million (previous year: € 468.7 million). Financial assets increased by € 5.9 million to € 152.3 million (previous year: € 146.4 million). An explanation of the key investments is provided in the chapter “Investments” on page 70. Long-term receivables and other assets decreased by € 21.1 million to € 48.1 million (previous year: € 69.2 million). Deferred tax assets went down to € 30.8 million (previous year: € 55.2 million). Short-term assets increased by 14.9 % or € 245.1 million to € 1,895.4 million (previous year: € 1,650.3 million). Inventories grew by 18.5 % or € 107.2 million to € 686.3 million (previous year: € 579.1 million). Inventories of raw materials and con- sumables rose by € 89.7 million to € 368.7 million (previous year: € 279.0 million) and work in progress by € 23.9 million to € 151.7 million (previous year: € 127.8 million) to secure the material supply. At € 165.9 million, finished goods were slightly below the previous year’s level (€ 172.3 million). The inventory turnover rate was 3.4 (previous year: 3.5). The share of inventories in the balance sheet total amounted to 24.3 % (previous year: 22.7 %). Trade receivable decreased by € 41.5 million to € 160.5 million (previous year: € 202.0 million) on increased sales revenues and an increased factoring volume. The turnover rate of trade receivables improved to 14.7 (previous year: 10.2). Receivables from related parties amounted to € 655.0 million (previous year: € 412.1 million). The rise resulted in particular from the € 200.0 million increase in the loan to DMG MORI Europe Holding GmbH to € 540.0 million. At € 216.2 million (previous year: € 215.2 million), other assets were at the same level as the previous year. On the balance sheet date, liquid funds amounted to € 177.4 million (previous year: € 241.9 million). This corresponds to 6.3 % of the increased balance sheet total (previous year: 9.5 %). 69 Annual Report 2022

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT (Summary) The following tables are a summary of the Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT according to HGB (German Commercial Code). The complete Annual Financial Statements and Business Report are set out in a separate report. DMG MORI AKTIENGESELLSCHAFT’s income is largely determined by income from financial assets amounting to € 200.8 million (previous year: € 67.5 million); this includes the profit transfers of the domestic subsidiaries and the profit distribution of a foreign subsidiary (€ 70.0 million), which is eliminated in the consolidated financial statements. The balance sheet total of DMG MORI AKTIENGESELLSCHAFT increased in total by € 260.8 million to € 2,142.8 million (previous year: € 1,882.0 million). Fixed assets amounted to € 752.8 million (previous year: € 752.9 million). Current assets and other assets grew to € 1,390.0 million (pre- vious year: € 1,129.1 million). The change results in particular from an increase in receivables from affiliated companies by € 353.6 million to € 1,268.6 million. Cash amounted to € 94.0 million (previous year: € 169.3 million). B.05 | INCOME STATEMENT OF DMG MORI AKTIENGESELLSCHAFT (GERMAN COMMERCIAL CODE – HGB) in € million 2022 2021 Sales revenues Other operating income Other expenses Income from financial assets Financial result Income taxes EAT Transfer of profits to DMG MORI Europe Holding GmbH Net income Net profit 11.8 33.3 -73.5 200.8 4.6 -30.5 146.5 -146.5 0 0 11.8 22.6 -62.4 67.5 4.2 -14.4 29.3 -29.3 0 0 Other operating income increased to € 33.3 million (previous year: € 22.6 million). It essentially includes currency exchange gains of € 27.3 million (previous year: € 18.8 million). Other expen- ses improved to € 73.5 million (previous year: € 62.4 million). The change relates in particular to other operating expenses, which increased to € 39.9 million (previous year: € 34.7 million). They mainly resulted from currency losses of € 19.7 million (pre- vious year: € 16.1 million). On balance, there was a currency gain of € 7.6 million (previous year: € 2.7 million). Personnel expen- ses increased to € 29.2 million (previous year: € 24.0 million). The financial result improved to € 4.6 million (previous year: € 4.2 million). Tax expenses amounted to € 30.5 million (previous year: € 14.4 million). Income taxes include the taxes charged by DMG MORI Europe Holding GmbH, as a result of the fiscal unity and a tax allocation agreement. As per domination and profit transfer agreement, EAT in the amount of € 146.5 million will be transferred to DMG MORI Europe Holding GmbH (previous year: € 29.3 million). On the liabilities side, equity remained unchanged from the pre- vious year at € 921.2 million. Due to the increase in total assets, the equity ratio was 43.0 % (previous year: 48.9 %). Liabilities to affiliated companies grew to € 1,184.4 million (previous year: € 927.3 million). These include the profit transfer to DMG MORI Europe Holding GmbH for financial year 2022 in the amount of € 146.5 million, income taxes of € 27.2 million, which are charged by DMG MORI Europe Holding GmbH due to the fiscal unity and a tax allocation agreement, as well as finance and cost offsets with affiliated companies. B.06 | BALANCE SHEET OF DMG MORI AKTIENGESELLSCHAFT (GERMAN COMMERCIAL CODE – HGB) in € million 2022 2021 Assets Fixed assets Shares in affiliated companies Equity investments Other fixed assets Current and other assets Receivables from affiliated companies Other current assets and other assets Balance Sheet total Equity and liabilities Equity Provisions Liabilities Liabilities to affiliated companies Other liabilities Balance Sheet total 752.8 717.8 6.7 28.3 752.9 717.8 6.7 28.4 1,390.0 1,129.1 1,268.6 121.4 915.0 214.1 2,142.8 1,882.0 921.2 921.2 32.7 1,188.9 1,184.4 4.5 30.4 930.4 927.3 3.1 2,142.8 1,882.0 71 Annual Report 2022

BUSINESS REPORT | Economic Report | Segment Report for connectivity on the entire shopfloor – including third- party machines. Sustainable digitization in the manufac- turing area is complemented by efficient production planning along the entire supply and value chain from ISTOS GmbH. DMG MORI Digital GmbH also supports our sales and service companies with customer-oriented services for implemen- tations and qualification. well as increasing logistics shortages. In the fourth quarter, sales revenues amounted to € 387.8 million (+13 %; previous year: € 342.8 million). Domestic sales revenues for the full year amounted to € 445.1 million (previous year: € 363.1 mil- lion). International sales revenues reached € 837.7 million (previous year: € 740.8 million). The export share was 65 % (previous year: 67 %). As in the previous year, the "Machine Tools" segment accounted for 54 % of sales revenues. TULIP Interfaces Inc. simplifies the entry into digitization of manufacturing for our customers. The no-code manufacturing platform enables users to create apps themselves – without any programming knowledge – and digitally image workflows on machines and throughout the shopfloor. In our future field of automation, we rely on the intelligent automation of machines and systems with machine-specific, universal and scalable solutions, the DMG MORI CELL CONTROLLER LPS 4 as well as central tool management. The responsibility for automation solutions lies with the production plants. This means that our customers receive perfectly coordinated machines and automation solutions from a single source. The worldwide market for machine tools faced a number of major global challenges in 2022. Numerous exogenous factors – in particular high inflation rates, rising interest rates and noticeable price increases for raw materials, transport, logistics as well as significantly higher energy costs, the corona pandemic, especially in China and the war in Ukraine – impacted demand. Under these once again more difficult general conditions, DMG MORI achieved a significant rise in order intake and a new all-time high in the core business with machine tools and services. New machine business in particular performed well at +15 % and also reflects the increased demand for our holistic and sustainable automation and digitization solutions. In the "Machine Tools" segment, order intake grew by +14 % to € 1,622.7 million (previous year: € 1,423.8 million). In the fourth quarter, order intake decreased to € 269.4 million (-11 %; pre- vious year: € 302.0 million). Domestic order intake for the full year rose to € 507.4 million (previous year: € 423.4 million). International orders increased to € 1,115.3 million (previous year: € 1,000.4 million). The export share was 69 % (previous year: 70 %). The "Machine Tools" segment accounted for 56 % of all orders (previous year: 57 %). Sales revenues rose to € 1,282.8 million (+16 %; previous year: € 1,103.9 million) despite more difficult material supplies as At 31 December 2022, the order backlog was € 913.1 million (previous year: € 574.3 million). Domestic order backlog amounted to € 223.7 million (previous year: € 105.4 million). At € 689.4 million, international orders accounted for 76 % of total orders (previous year: € 468.9 million; 82 %). EBITDA reached € 107.6 million (previous year: € 97.3 million). EBIT improved to € 56.5 million (previous year: € 54.7 million) despite significantly higher costs for raw materials, transport, logistics as well as energy. EBT amounted to € 52.4 million (previous year: € 51.5 million). Investments in property, plant and equipment and intangible assets amounted to € 101.0 million as planned (previous year: € 63.2 million). This includes additions from rights of use in accordance with IFRS 16 amounting to € 2.1 million (previous year: € 2.1 million). Investments in financial assets amounted to € 0.9 million (previous year: € 11.8 million). Investments thus totaled € 101.9 million (previous year: € 75.0 million). Capitalized development costs amounted to € 4.9 million (previous year: € 4.6 million). At DECKEL MAHO in Pfronten, we completed and launched the state-of-the-art automated logistics center. On an area of 8,400 m2, we are centrally bundling four previously external logistics warehouses and enabling efficient and ready-to- assemble material provision with shorter transport routes and less packaging at the same time. At DECKEL MAHO in Seebach, we have started building a new training center. On an area of around 1,000 m2 we offer a multifunctional project room design as well as 50 modern training places and rely even more on future technologies, digitization and automation. We will further strengthen our position as an attractive employer and raise the training to a higher level. The grand opening will be in the current financial year. In our important production and supplier plant FAMOT in Pleszew (Poland) we have expanded the mechanical production by two DMC 210 U which are automated with our rotary pallet storage system RPS. We have also started building assembly center for components. We also plan to complete this in 2023. 73 Annual Report 2022

BUSINESS REPORT | Economic Report | Segment Report B.09 | KEY FIGURES “INDUSTRIAL SERVICES” SEGMENT in € million 2022 2021 Changes against previous year Order intake Total Domestic International % International Sales revenues Total Domestic International % International Order backlog* Total Domestic International % International Investments EBITDA EBIT EBT Employees* including trainees * reporting date 31 Dec. Industrial Services 1,281.3 386.8 894.5 70 1,082.7 341.2 741.5 68 700.3 344.0 356.3 51 16.1 211.5 184.7 183.5 2022 2,689 49 1,093.2 323.8 769.4 70 948.8 289.5 659.3 69 634.6 354.4 280.2 44 12.8 116.5 95.4 91.7 2021 2,831 36 188.1 63.0 125.1 133.9 51.7 82.2 65.7 -10.4 76.1 3.3 95.0 89.3 91.8 -142 13 17 % 19 % 16 % 14 % 18 % 12 % 10 % -3 % 27 % 26 % 82 % 94 % 100 % Changes against previous year -5 % 36 % In the reporting period, the "Industrial Services" segment mainly comprised the business activities of the Services division. Here we bundle the marketing activities and LifeCycle services for both our machines as well as those of DMG MORI COMPANY LIMITED. With the help of DMG MORI LifeCycle Services, our customers maximize the productivity of their machine tools over their entire life cycle – from commissioning, maintenance and repair to trade-in as a used machine. The diverse range of service contracts, repair and training services enables our customers to achieve high- cost efficiency for their machine tools. Our online customer portal my DMG MORI digitizes service processes and sets new standards for transparent communication. In order to be optimally positioned for the globally changing market and general conditions and to further strengthen the competitive position of our "Global One Company", sales and service in India were reorganized as of 1 July 2022. DMG MORI AKTIENGESELLSCHAFT serves the German domestic market, Austria and Switzerland (DACH) as well as the EMEA region (Europe, Middle East, Africa) and the Chinese market. Through DMG MORI COMPANY LIMITED, we are also successfully present in Japan, North and South America as well as in India and other parts of Asia. Further details can be found in the notes to the consolidated finan- cial statements on page 152 et seqq. DMG MORI also achieved another TOP performance in the "Industrial Services" segment under more difficult market and general conditions worldwide. Order intake increased by +17 % to € 1,281.3 million (previous year: € 1,093.2 million). This includes order intake from our original service business, which comprises LifeCycle Services (including spare parts, maintenance and repair) as well as sales commissions and reached a new record level of € 771.0 million (+15 %; previous year: € 671.5 million). Orders for machines from DMG MORI COMPANY LIMITED rose by 21 % to € 510.3 million (previous year: € 421.2 million). Order intake in the fourth quarter amoun- ted to € 295.2 million (previous year: € 286.6 million). Domestic orders for the full year were € 386.8 million (previous year: 75 Annual Report 2022

BUSINESS REPORT | Economic Report | Non-Financial Key Performance Indicators Non-Financial Key Performance Indicators ↗ Business Report information not reviewed for content Sustainability At DMG MORI, sustainability and technology leadership form a symbiosis that we actively live. DMG MORI is globally one of the most sustainable industrial companies. We take global and holistic responsibility for resources along the entire value chain: from our suppliers to our product develop- ment, production and employees to our customers. The inter- nationally renowned institute EcoVadis awarded DMG MORI in the reporting year with the Platinum Medal. This means that we are among the TOP 1 % of over 35,000 global companies evaluated. The CSR rating covers the categories environment, labor and human rights, ethics and sustainable procurement. Our focus in climate protection applies equally on avoiding and reducing emissions. Through the climate triple “Avoid – Reduce – Compensate” DMG MORI has already had a balanced Company Carbon Footprint since May 2020 and also a balanced Product Carbon Footprint since January 2021 This includes direct and indirect emissions from our own value creation as well as indirect emissions from upstream pro- cesses along the supply chain (scope 1, 2 and 3 upstream). Details on how to calculate the CO2 balance can be found in the Sustainaility Report 2022 on page 24 et seqq. At the same time, we actively encourage our suppliers to take action themselves. To this end, in the reporting year we once again asked our suppliers to make their CO2 emissions transparent to DMG MORI via the Integrity Next platform. DMG MORI avoids and reduces emissions in all areas of its own value creation, among others through software-supported heating, air, lighting and cooling systems. We have been generating regenerative energy for our own consumption at almost all production plants and selected sales and service locations for many years – primarily via photovoltaic systems. In addition, wherever possible, only green electricity is used. We rely on heat recovery and modern combined heat and power plants for combined heat and power. All DMG MORI digitization and automation solutions are aimed at maxi- mum resource efficiency and are therefore tested in our own production. DMG MORI holistically takes on responsibility dedicated to limiting global warming to a maximum of 1.5 °C. To this end, we want to reduce our emissions in Scope 1 & 2 by 46.2 % and in Scope 3 by at least 13.5 % by 2030 (base year: 2019). We aim to increase this target to 27.5 % in the current financial year. In 2022, DMG MORI was again one of the TOP companies for the German Sustainability Award, the largest competition of this kind in Europe, out of more than 1,000 applicants in the area of climate protection. The nomination alone shows that our great commitment to the climate is seen as a top perfor- mance. In the reporting year, DMG MORI was also recognized as the winner of the renowned Lean&Green Award in the "Manufacturing Industry" category for the Pfronten location. So our strategic fit of automation, digitization and sustain- ability is absolutely right. We have already achieved a lot: Our manufacturing solutions are high quality, durable, recyclable and highly efficient. We summarize all initiatives for the "100 % green machine" under DMG MORI GREEN ECONOMY: 1. GREENMACHINE – the resource-saving produced machine (scope 1, 2 and 3 upstream), 2. GREENMODE – the resource-efficient machine operation at the customer's site, 3. GREENTECH – our know-how for green technologies. 1. GREENMACHINE In addition to its own value creation, DMG MORI has also been offsetting the CO2 emissions generated in the supply chain since the beginning of 2021 – for example in the production of cast steel and the electronics supplied. Our energy management system is certified according to ISO 50001 and our environmental management according to ISO 14001. Sustainability plays a central role in the implementation of our corporate strategy. Decarbonization is a top priority for us. With clearly defined goals and concrete measures, we are contributing to the achievement of the Paris Climate Agree- ment. Since September 2021, DMG MORI has committed itself to the goals of the “Science Based Targets” initiative, which is 2. GREENMODE DMG MORI has been consistently optimizing the resource efficiency of its machines for many years, for example through consumption-optimized components such as LED lighting, highly efficient drives according to IE3, regenerative 77 Annual Report 2022

BUSINESS REPORT | Economic Report | Non-Financial Key Performance Indicators Personnel expenses were € 566.3 million (previous year: € 522.7 million). Of this amount, wages and salaries accounted for € 480.0 million (previous year: € 440.5 million) and social security contributions and expenses for pensions and other benefits for € 86.3 million (previous year: € 82.2 million). Expenses for agency workers amounted to € 11.4 million (previous year: € 5.6 million). Personnel expenses ratio improved to 23.6 % (previous year: 25.1 %). The qualifications, satisfaction and health and thus the motivation of our employees form the basis of our success. Our qualification structure remains on a high level: 97 % of employees have a qualified education or are in training (previous year: 97 %). In total, expenses for vocational and continued training amounted to € 11.7 million (previous year: € 12.1 million). The age structure of our employees is balanced. The employee sickness rate was 4.5 % (previous year: 3.4 %) and thus again below the last industry average of 5.4 %. The fluctuation rate amounted to 10.6 % (previous year: 9.2 %). The proportion of employees in key positions or of high poten- tials who have left our company (dysfunctional fluctuation) was 0.6 % (previous year: 0.7 %). DMG MORI stands for a modern corporate culture with TOP values: Trust, Openness and Passion. With trust, openness and passion, we work to fulfill our vision: We aim to be the most attractive global machine tool manufacturer with digitized and sustainable products! At the same time, we are strengthening our position as an attractive and secure employer. This is only possible with appreciative interaction, trust and the willingness to take on responsibility, because qualified specialist staff is the decisive success factor – in challenging times this applies more than ever! In September 2022, there was again a live strategy briefing from the Executive Board with a detailed Q&A session. Numerous employees again took the opportunity to continuously exchange information about the strategic direction and future fields of DMG MORI. It is precisely this spirit that makes DMG MORI so special. It is always the people who make the difference. As an attractive employer, DMG MORI focuses on diversity and equal opportunities, flexible and innovative working environments as well as training and personnel develop - ment. The future belongs to young people, which we at DMG MORI shape in an attractive, international and digital way right from the start. With our excellent vocational training, we inspire young people with a digital focus at an early stage, since a good training program is the foundation for sustainable success. At DECKEL MAHO in Seebach we will open a new, 1,000 m2 training center with 50 modern training places in 2023. By integrating innovative future technologies such as digitization and automation, additive manufacturing, AI, the use of virtual reality or the use of TULIP, DMG MORI makes lifelong learning interesting and varied and thus fulfills its own claim of being a permanently learning organization. We promote potential managers and talented junior staff in particular through our "High Potential Program". In the reporting year, the 10 participants were able to benefit from modern courses, carry out their own projects and present their results to the Executive Board. In addition, the employees benefited from a Group-wide inflation compensation premium. The total payout volume was around € 7 million. As scheduled, an employee satisfaction survey was carried out in the year under review. From 23 September to 14 October 2022, employees again had the opportunity to anonymously share their opinions on a total of twelve topics. We would like to take this opportunity to thank all employees who took part in the survey. For years, DMG MORI has been considered an attractive employer in the industry and far beyond the region. In the reporting year, DMG MORI was identified as "Leading Employer 2022" in Germany and is therefore one of the TOP 1 % of a total of 160,000 employers evaluated. Particularly important criteria were employee satisfaction, modern working conditions, health management and the company's general understanding of values and expertise in the HR department. In addition, DMG MORI was once again honored by the renowned business magazine "CAPITAL" and the portal "Ausbildung.de" as one of "Germany's best trainers 2022" and achieved 5 out of 5 stars in the areas of training and dual studies. Dedicated: For years, DMG MORI has been a member of “Fair Company” – Germany’s largest and best-known employer initiative for young professionals. 79 Annual Report 2022

BUSINESS REPORT | Opportunities and Risk Report | Opportunities Management System (OMS) · Risk Management System (RMS) OPPORTUNITIES AND RISK REPORT Opportunities Management System (OMS) Opportunities at DMG MORI are systematically identified, analyzed and managed. Alongside annual and medium- term planning, we prepare “Rolling Forecasts” (RFCs) on an ongoing basis. Potential positive deviations from the current RFC that may materialize over a horizon of twelve months are defined as operational opportunities. We further analyze existing strategic opportunities over the next five years against the background of current and expected future fundamental conditions. Our global customer relationship management system (CRM) documents and analyzes our sales and service activities for machine tools and industrial services. Our CRM is based on a large number of operational early indicators, such as market potential, order intake or trade fair evaluations. This allows for the targeted management of our sales and service activities and focused seizing of opportunities. We also continuously monitor our markets and can thereby identify macroeconomic and industry-specific opportunities at an early stage. Our focused and comprehensive activities in all established market regions and current growth markets assist us in identifying and using macroeconomic opportunities. DMG MORI is present worldwide with 113 sales and service companies. Our innovative product portfolio and consistent automation and digitization strategy allow us to seize industry-specific opportunities. In order to meet the technological require- ments, our balanced product portfolio includes various machine types at different price levels. We are involved in our customer’s development processes at an early stage – especially in the leading industries of aerospace, automotive, die & mold, medical and semiconductor. Our expert know-how from decades of experience is bundled in our Technology Excellence Centers. Company strategic opportunities for DMG MORI arise through continuous product innovations and integrated technology solutions. A particular focus is on our strategic triad of auto- mation, digitization and sustainability. With our innovations we are continuing to position ourselves for a successful future. Our focus is always on our customers and their needs. As part of the “Global One Company” with clearly organized global sales and service structures, we operate directly in our German domestic market, Austria and Switzerland (DACH) as well as the EMEA region (Europe, Middle East, Africa) and the Chinese market. We see strategic opportunities in the construction of a new production plant in Pinghu, where we manufacture machines locally for our Chinese customers. Through DMG MORI COMPANY LIMITED, we are also successful present in Japan, North and South America, and other parts in Asia. Performance-related opportunities arise from the constant optimization of our processes in the areas of production, tech- nology, quality, purchasing and logistics. We are gradually introducing fully digitized processes in our manufacturing factories, particularly in the areas of production and logistics. We also take action to assure that our services are sustain- able for the environment and the society. We believe that our sustainability strategy opens up opportunities as an ecologically responsible and sustainable manufacturer of capital goods and provider of integrated technology solutions. DMG MORI has a balanced Company Carbon Footprint and a balanced Product Carbon Footprint via the climate triple "Avoid – Reduce – Compensate". We avoid and reduce emissions wherever possible. We compensate unavoidable emissions with CO2 certificates. We are also consistently improving the energy efficiency of our machines. The DMG MORI GREEN ECONOMY comprises all initiatives for three major areas: GREENMACHINE – the resource-saving produced machine, GREENMODE – resource-efficient machine operation at the customer, GREENTECH – our know-how for green technologies. Risk Management System (RMS) Our international business activities as a worldwide leading manufacturer of machine tools and supplier of integrated and sustainable technologies, automation and digitiza- tion solutions expose us to potential risks. An active risk management is therefore essential for DMG MORI. It serves the purpose of early risk identification and assessment as well as active risk minimization and extends across all organi- zational levels. Our risk management system comprises, among others, the risk early warning system, the internal control system (ICS) and the central insurance management. 81 Annual Report 2022

BUSINESS REPORT | Opportunities and Risk Report | Risk Management System (RMS) Act (AktG) as well as the necessary Japanese legal require- ments of the ‘Japanese Financial Instruments and Exchange Act’ in the form of documentation in accordance with the J-SOX / Naibutousei. Our ICS records the controllable risks on the basis of the information from an annually updated analysis and docu- mentation of the essential business processes. We eliminate or reduce these risks to an appropriate level by optimizing our structural and procedural organization, as well as by suit- able control activities. Our ICS is comprised of our existing internal guidelines and instructions, as well as preventa- tive and detecting control activities, such as authorizations and releases, plausibility checks, reviews and the 4-eyes principle. Our transparent organizational and procedural structure assures an adequate functional separation of business processes. The ICS covers the principles, procedures and measures to ensure the regularity of the group’s financial reporting. Rules that bear group-wide relevant regulations are codified in accounting-related guidelines, such as the Accounting Manual. These guidelines and the group-wide financial reporting calendar form the basis for preparing the financial state- ments. The local companies are responsible for compliance with the relevant rules and regulations. They are supported by group accounting. There are also local regulations that are coordinated with group accounting, such as compliance with local accounting requirements. The consolidation is carried out centrally by the group accounting department. DMG MORI engages external service providers, for example, for the valuation of pension obligations. Employees who have been assigned to financial reporting duties receive regular internal and external training. The appropriateness and effectiveness of the ICS is evalu- ated based on an annual management testing at the group affiliates and central departments of DMG MORI AKTIEN- GESELLSCHAFT. This is carried out by the internal audit department on the basis of random samples. The results are reported to the Supervisory Board and the Executive Board. The appropriateness and effectiveness of the ICS is also reviewed and evaluated based on random samples, with the results reported to the Supervisory Board and Executive Board. Overview of significant risk fields C.03 Type of risk Macroeconomic, industry-specific and sales-related risks Corporate strategy risks Production risks Procurement and purchasing risks Research & development risks Personnel risks IT risks Financial risks Legal risks Tax risks Other risks Potential financial effect Significant Moderate Moderate Insignificant Insignificant Insignificant Moderate Insignificant Insignificant Insignificant Moderate PRESENTATION OF THE INDIVIDUAL RISK FIELDS Macroeconomic risks mainly arise from uncertainty about the further course of the more difficult material supply, existing logistics bottlenecks as well as rising inflation rates and rising interest rates, which have a negative effect on the willingness to invest. Furthermore, there is the corona pandemic, especially in China, so that more workers could be absent. Renewed corona restrictions in numerous regions cannot be ruled out either. In addition, there are global and political uncertainties, such as the smoldering China-Taiwan conflict and the Russian war in Ukraine. These exogenous factors can have a significant impact on economic develop- ment in the affected regions, but also beyond. Other risks arise from industrial structural change, rising raw material and energy prices on the international markets, and inflationary risks, which can have a negative impact on demand. In addition to sharply rising energy prices, a gas shortage cannot be com- pletely ruled out. DMG MORI would only be slightly affected by a gas shortage, as natural gas is only used to generate heat. DMG MORI would be indirectly affected due to rising production costs at our suppliers and the possible loss of energy-intensive suppliers. In addition, changes in exchange rates can affect our future competitive position (economic currency risk). In particular, a possible devaluation of the US dollar, Chinese renminbi and British pound could make our products more expensive in the countries concerned and in dollar-dependent markets. We counteract this risk with international sourcing and regionalized production. Insurance management As a further component of the risk management system, DMG MORI operates a centralized insurance management, which in close coordination with DMG MORI COMPANY LIM- ITED strategically determines and implements economically appropriate and insurable risks throughout the group. Industry-specific and sales-related risks arise from the continued intense competition with high price pressure in the markets for machine tools. We are responding to this heavy competition with the technological advantage of our products and a clear focus on our customers and markets. We equip our customers with highly efficient, automated and sustainable 83 Annual Report 2022

BUSINESS REPORT | Opportunities and Risk Report | Risk Management System (RMS) preventive occupational health care, as well as options for remote work. There is also the risk of rising personnel costs as a result of inflation and higher wage agreements. IT risks arise from the increased networking of our internal systems. Network could fail or data could be manipulated or destroyed as a result of user and program errors or external circumstances. We are also exposed to the risks of organized data theft, extortion, cyber-crime and fraudulent activities (“scams”). According to the findings of the Federal Office for Security in information Technology (BSI), the concrete threat has increased noticeably. In particular, the attackers are highly dynamic in their further development of malicious programs and attack pathways. These IT risks are addressed by a variety of measures, which include the relocation of resource-heavy software into the cloud, increasing the resilience of our most important data centers, the use of SaaS solutions, a security-optimized organization of our IT, regular investment in hardware and software, the use of anti-virus software and firewall systems, as well as entry and access controls. In addition, we create an adequate aware- ness among our employees by keeping them informed and regularly educated about the relevant risks and the prevailing threat situation. As a result of the group-wide implementation of a new ERP system, unforeseen events may have a negative impact on business operations. Financial risks result across all segments e.g. from our international business activities and manifest in the form of currency risks, which we measure and hedge on the basis of our currency strategy. The essential components of DMG MORI’s finance structure are a syndicated loan, which comprises a cash tranche and guarantee tranche, and is confirmed until February 2027, as well as accounts receivable programs. The finance contracts contain a clause that prescribes compliance with a market standard covenant. The liquidity of the group is considered sufficient. In prin- ciple, inflation, rising interest rates and the energy crisis can lead to increased risks of bad debts and insolvency for our customers. This may result in the recognition of value impairments, or in certain cases even credit losses. Further information on the risks pursuant to IFRS 7 can be found in the Notes on page 142 et seqq. Legal risks may in particular arise from legal disputes with suppliers and service providers, public authorities and former employees, as well as potential warranty claims from customer complaints, which even our quality management is unable to prevent in every single case. To keep the existing risks at a manageable and quantifiable level, all warranty and liability obligations are limited both in terms of their extent and limitation period. Any different arrangement must be approved separately by the Executive Board. Tax risks may arise from company audits. We assume that the tax returns and social security returns submitted by our company are complete and accurate. In the case of tax audits, additional claims may arise due to a different assessment of facts or double taxation. Should it not be possible to use loss carryforwards, this could adversely affect the company’s results of operations, financial position and net worth. Other risks arise from general project risks and possible balance sheet impairments. This could lead to further asset devaluations, especially as a result of the Russian war in the Ukraine. Overall statement by the Executive Board on the Risk Situation The Executive Board considers the existing risks as manage- able and, based on current information, does not view the continued existence of the group to be endangered by these risks. Compared with the reporting in the Annual Report 2021, the total exposure to risks has increased. The Execu- tive Board responds to the risk development by an always up-to-date supervision of business development and by reg- ular Executive Board meetings and status meetings. The risks-bearing capacity of equity is determined on the basis of the calculated accumulated total expected risk value. The group’s equity significantly exceeds the assessed total expected risk value. 85 Annual Report 2022

BUSINESS REPORT | Forecast Report | Future Development of DMG MORI industries. With our global footprint and far-reaching service offerings, we provide everything integrated, consistent and sustainable from a single source – worldwide! Since 2017, DMG MORI has been accelerating five important future fields as well as five strategic pillars, which continue to be topical and firmly integrated in the corporate strategy. We are dynamically advancing our future fields. We are sustainably optimizing proven processes to excellence. In this way, we are consistently developing into a holistic and sus- tainable solution provider in the manufacturing environment. True to our motto: dynamic . Excellence. DMG MORI actively meets the challenging market environ- ment and increasing customer demands with innovations and, in some cases, fundamentally new business models. Always with the aim of offering our customers optimally coordinated, integrated technology solutions as a stable and reliable partner. Our combination of highly productive, flexible machines and the strategic triple of automation, digitization and sustainability is strong for the future. Customers receive a flexible, integrated and sustainable machine tool from DMG MORI as a complete solution – including automation, software, process, peripherals and service. Here the principle applies: the machine is and remains our core! Our innovative solutions make a decisive contribution to people and the environment. DMG MORI is one of the most sustainable industrial companies worldwide. All machines have been produced resource-saving. Through the climate triple “Avoid – Reduce – Compensate”, DMG MORI already has both a balanced Company Carbon Footprint and a balanced Product Carbon Footprint – along the entire supply chain up to delivery to the customer. We avoid and reduce emissions wherever possible. We compensate unavoidable emissions with CO2 certificates. 2023 will also be marked by high volatility – characterized by the new corona wave in China, globally disrupted supply chains, material shortages, high inflation as well as further rising prices for raw materials, transport, logistics and energy as a result of the war in Ukraine. Added to this are rising interest rates, which are impacting the financing of capital goods. We are already sensing restraint in the markets but look to the current financial year with confidence. Our reasons for this are: 1. a strong foundation and great employes, 2. innovations and investments at a high level, 3. stable partnerships and resilient supply chains, 4. a good basis through the order backlog of over € 1.6 billion. Our strategic fit and focus on the shopfloor of our customers are a perfect match. Their success is our mission: “We strengthen our customers – in manufacturing and digitization”. Digital innovations expand our core business with machine tools and services. We are continuously expanding the subscription business model PAYZR – PAY with Zero Risk – for Equipment- as-a-Service and Software-as-a-Service. For the current financial year, we plan order intake of around € 2.45 billion. Sales revenues are expected to be around € 2.35 billion. We estimate EBIT to be around € 170 million. Free cash flow is to be around € 80 million. Our forecasts are subject to the provision that the global market and economic conditions do not become more difficult. Global challenges make resilience and sustainability mandatory in all areas. We are continuously strengthening our resilience with comprehensive measures along the entire value chain, such as sustainable cost optimization, increased regionalization and double sourcing. We consistently act “in the markets for the markets”. Our agreed financing framework will cover the necessary liquidity requirements in the financial year 2023. We therefore have sufficient financial room in the group at all times. We expect market interest rates to rise further in the financial year 2023 compared with the reporting year. Through the combination of machines, technologies, users, automation and digitization, DMG MORI enables a high degree of process integration for resource-saving, efficient and thus sustainable production. In doing so, we pay attention to integrated sustainability and maximum resource efficiency along the entire value chain and in all processes – from raw materials to recycling. The financing structure is expected to remain mostly unchanged. Strategic financing measures are not planned. The seasonally required liquidity can be covered from existing financial resources. 87 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Income Statement CONSOLIDATED FINANCIAL STATEMENTS Consolidated Income Statement for the period 1 January to 31 December 2022 D.01 Sales revenues Changes in finished goods and work in progress Own work capitalised Total work done Other operating income Operating performance Cost of materials Cost of raw materials, consumables and goods for resale Cost of purchased services Personnel costs Wages and salaries Social security contributions, pensions and other benefits Depreciation, amortization and impairment losses Other operating expenses Operating result Financial income Interest income Other income Financial expenses Interest payable Interest expense from pension provisions Other financial expenses Financial result Share of profits and losses of at equity-accounted investments Earnings before taxes Income taxes Annual profit Of which attributed to the shareholders of DMG MORI AKTIENGESELLSCHAFT Of which attributed to non-controlling interests Earnings per share pursuant to IAS 33 in € (undiluted) Earnings per share pursuant to IAS 33 in € (diluted) 89 Annual Report 2022 2022 € K 2021 € K 2,365,666 2,052,921 23,644 10,807 19,756 6,804 2,400,117 2,079,481 114,893 59,730 2,515,010 2,139,211 1,150,893 1,008,599 178,243 153,047 1,329,136 1,161,646 479,960 86,365 566,325 81,281 321,754 216,514 5,623 1,129 6,752 5,354 291 1,753 7,398 -646 318 216,186 62,832 153,354 145,183 8,171 1.84 1.84 440,503 82,211 522,714 67,033 264,046 123,772 4,367 241 4,608 5,675 193 1,148 7,016 -2,408 222 121,586 36,020 85,566 84,165 1,401 1.07 1.07 Notes 6 7 8 9 10 11 12 13 14 15 16 17 18

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Cash Flow Statement Consolidated Cash Flow Statement For the period 1 January to 31 December 2022 D.03 CASH FLOW FROM OPERATING ACTIVITY Earnings before taxes (EBT) Depreciation, amortization and impairment losses Monetary loss from the application of IAS 29 Financial result Other income and expenses not affecting payments Change in provisions Result from the disposal of fixed assets Income tax refunds Income taxes paid Interest received Interest paid Dividends received Changes in asset and liabilities items Inventories Trade debtors Other assets not from investments or financing activity Trade creditors Other liabilities not from investments or financing activity CASH FLOW FROM INVESTMENT ACTIVITY Amounts received from the disposal of tangible assets and intangible assets Amounts paid out for investments in tangible assets Amounts paid out for investments in intangible assets Cash flow from the loss of control over subsidiaries Amounts paid out for investments in financial assets Amounts paid out / repayments for loans Amounts received from disposal in financial assets Notes 5 13, 14 30, 31 22 24 23, 25 33, 34 40 40 40 2022 € K 216,186 81,281 1,395 646 -6,853 13,628 -67 3,126 -29,935 8,278 -5,391 324 -141,308 -24,146 -39,419 82,382 116,663 276,790 126 -75,661 -29,500 1,690 -919 23, 25 -200,718 40 463 2021 € K 121,586 67,033 0 2,408 -2,146 49,856 1,332 2,524 -28,877 4,697 -5,260 361 -41,554 -22,288 -72,857 -28,359 196,477 244,933 685 -42,606 -23,111 -3,079 -12,799 -2,850 0 -304,519 -83,760 CASH FLOW FROM FINANCING ACTIVITY Deposits / payments for borrowing / for repayment of financial debt 45 11,677 Dividends paid to non-controlling interests in subsidiaries Payments / amounts paid out from changes in subsidiaries Profit transfer to DMG MORI Europe Holding GmbH Cash outflows of principal for lease liabilities INFLATION ADJUSTMENT OF THE CASH FLOW FROM OPERATING ACTIVITY, FROM INVESTMENT ACTIVITY AND FROM FINANCING ACTIVITY (IAS 29) Changes affecting payments Effects of exchange rate changes on financial securities Effects of inflation on financial securities (IAS 29) Cash and cash equivalents as at 1 January Cash and cash equivalents as at 31 December 0 0 -29,250 -15,712 -33,285 -4,545 -65,559 -2,074 3,150 241,896 177,413 45 40 5 5 27 27 4,139 -1,631 -1,029 -27,063 -19,103 -44,687 0 116,486 1,921 0 123,489 241,896 91 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Balance Sheet D.04 EQUITY AND LIABILITIES EQUITY Subscribed capital Capital reserve Retained earnings and other reserves Total equity of shareholders of DMG MORI AKTIENGESELLSCHAFT Non-controlling equity interests Total equity LONG-TERM DEBTS Provisions for pensions Other long-term provisions Long-term lease liabilities Trade payables to third parties Contract liabilities from performance obligations Other long-term financial liabilities Other long-term liabilities Deferred tax liabilities SHORT-TERM DEBTS Other short-term provisions Short-term financial debts Short-term lease liabilities Trade payables to third parties Liabilities to at equity accounted companies Liabilities to other related companies Liabilities to other equity investments Tax liabilites Contract liabilities from payments received on account Contract liabilities from performance obligations Contract liabilities from down payment invoices Other short-term financial liabilities Other short-term liabilities Balance Sheet Total 31 Dec 2022 31 Dec 2021 Notes € K € K 29 29 29 29 30 31 35 33 6 33 33 28 31 32 35 34 34 34 34 6 6 6 34 34 204,927 498,485 698,273 204,927 498,485 681,341 1,401,685 1,384,753 20,811 17,029 1,422,496 1,401,782 26,982 44,324 30,377 0 6,252 0 5,798 6,506 34,870 47,857 30,977 244 5,722 85 3,324 2,598 120,239 125,677 274,435 265,202 5,668 9,914 176,461 7,118 239,500 1,010 20,398 0 14,176 134,714 2,189 119,061 1,192 25,308 433,583 348,844 39,843 15,879 25,557 34,407 39,590 22,446 19,957 35,889 1,283,773 1,028,568 2,826,508 2,556,027 93 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Development of Group Equity in € K As at 1 Jan 2021 Total comprehensive income Annual profit Other comprehensive income Differences from currency translation Net investments FVOCI – Equity instruments – net change of fair value (after taxes) Change in fair value of derivative financial instruments (after taxes) Remeasurement of benefit-oriented plans (after taxes) Other comprehensive income for the period after taxes Total comprehensive income for the period Transactions with owners Total capital contribution / withdrawals to owners Purchase / Sale of non-controlling interests without / with change of control Taxes on compensation payments pursuant to Section 16 KStG (Corporation Tax Act) Profit transfer to DMG MORI Europe Holding GmbH for 2021 Sum of transactions with owners As at 31 Dec 2021 Retained earnings and other reserves Subscribed capital Capital reserve Revenue reserves Difference from currency translation Market valuation of financial derivatives Total equity of shareholders of DMG MORI AKTIEN- GE SELLSCHAFT Non- controlling equity interests Total 204,927 498,485 600,147 -57,870 -24 1,245,665 13,830 1,259,495 84,165 84,165 1,401 85,566 10,357 341 10,357 1,180 11,537 341 341 71,129 2,955 71,129 71,129 -204 -204 -204 2,955 2,955 74,084 10,698 -204 84,578 1,180 85,758 158,249 10,698 -204 168,743 2,581 171,324 -550 -1,685 1,830 -550 550 0 -1,685 68 -1,617 1,830 1,830 -29,250 -29,250 -29,250 204,927 498,485 -29,655 728,741 -47,172 -228 1,384,753 17,029 1,401,782 -29,655 618 -29,037 See accompanying explanations regarding equity and non-controlling equity interests in the Consolidated Financial Statements in the notes 29. 95 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement The consideration transferred for the acquisition of such interests corresponds to the fair value of the exchanged assets and the liabilities incurred or assumed at the date of the acquisition. Furthermore, they include the fair value of any assets or liabilities recognized arising from a contin- gent consideration agreement. Subsequent adjustments to the fair value of the contingent consideration are recognized through profit or loss. Costs related to the acquisition are recognized as an expense at the time of their accrual. At the time of their initial consolidation, assets, liabilities and contingent liabilities that can be identified in the context of a merger will be measured at their fair values at the time of acquisition. Contingent consideration obligations are measured at fair value at the acquisition date. Subsidiaries are companies controlled by the group. The group controls a company, if it is subject to fluctuating rates of return from its involvement with the company or holds a right to such rates of return and is able to influence them utilizing its control over the company. If the group loses control over a subsidiary, it de-recog- nizes the subsidiary‘s assets and liabilities and all related non-controlling interest and other components of equity. Any profit or loss generated is recognized through profit or loss. The group decides on an individual basis with respect to the question if the non-controlling interests in the company acquired are to be recognized at their fair value or in the pro-rata amount of the net assets. Goodwill is recognized at the value that arises from the surplus of the acquisition costs, from the amount of the non-controlling interests in the company acquired as well as from the fair value fair value of any previously held equity interests as of the acquisition date above the equity interest of the group in the net assets above fair value. Should the acquisition costs be less than the acquired subsidiary’s net asset value measured at fair value, the difference shall be re-evaluated and subsequently recognized in the income statement. IFRS 3 “Business Combinations” and IAS 36 “Impairment of Assets” liminate the schedule amortization of goodwill and instead prescribe goodwill to be written-off only in the event of an impairment. Any equity interest in the subsidiaries, that the parent company is not entitled to, are recognized as non-controlling interests as part of equity. Mutual receivables and liabilities between the companies included in the Consolidated Financial Statements are offset against each other. Interim results from intra-group deliveries and services are eliminated; deferred tax assets and deferred tax liabilities from consolidation transactions affecting net income are recognized in the income state- ment. Intra-group sales revenues and other intra-group income is offset against the corresponding expenses not affecting income. Other companies related to the DMG MORI group are the ulti- mate parent company, DMG MORI COMPANY LIMITED, Nara (Japan), and its subsidiaries and major holdings outside the DMG MORI group. If not shown separately, any information on other related parties refers to this group of companies and also includes DMG MORI COMPANY LIMITED. The applied consolidation methods remained unchanged from the previous year. 3. ACCOUNTING AND VALUATION PRINCIPLES All annual financial statements of the companies that were included in the Consolidated Financial Statements have the same balance sheet dates as the Consolidated Financial Statements and are prepared in accordance with the uniform group accounting and valuation principles. For this purpose, those financial statements that were prepared in accordance with local regulations were adjusted to the uniform group accounting and valuation principles of DMG MORI AKTIEN­ GESELLSCHAFT. The Consolidated Financial Statements have been prepared on the basis of the historical cost of acquisition and production, with the exception that certain financial instruments have been accounted for at market value and pension obligations have been accounted for using the projected unit credit method. The applied accounting and valuation principles methods are the same as those applied in the previous year. Changes in accounting and valuation methods due to new standards On 1 January 2022, DMG MORI group initially applied the fol- lowing new and revised IFRS and IFRIC standards bearing relevance for the Consolidated Financial Statements. [→ D.06] The effects of these new standards on the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT are explained below. Amendments to IFRS 3 – Reference to the Conceptual Framework In March 2018, the IASB issued a revised version of its con- ceptual framework, where the previous definitions of assets 97 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement In IFRS 16, the amendment to Illustrative Example 13 accom- panying IFRS 16 removes from the example the illustration of the reimbursement of leasehold improvements. this option, any impairment of the financial assets concerned will continue to be calculated in accordance with IAS 39 in the comparative period. In IAS 41, the amendment removes the requirement for enti- ties to exclude tax payments when measuring fair value. Any carrying amount adjustments to be made at the beginning of the comparative period should be recognized in retained earnings or another appropriate component of equity. This amendment has had no material effects on the DMG MORI Group. IFRS 17 – Insurance Contracts IFRS 17 replaces IFRS 4 and thus, for the first time, speci- fies standard international requirements for the recognition, measurement, presentation and disclosure of and notes on insurance contracts, reinsurance contracts and investment contracts with discretionary participation features. IFRS 17 has no impact on the Consolidated Financial State- ments of DMG MORI. a) These have already received EU endorsement D.07 Amendments to IFRS 17 Amendments to IAS 8 Disclosures on IAS 1 and Practice Statement 2 Amendments to IAS 12 Initial application of IFRS 17 and IFRS 9 – comparative information Definition of accounting estimates Disclosure of accounting policies Deferred tax related to assets and liabilities arising from a single transaction Amendments to IFRS 17 – Initial Application of IFRS 17 and IFRS 9 – Comparative Information The IASB published the amendment to IFRS 17 “Initial appli- cation of IFRS 17 and IFRS 9 – Comparative Information” in December 2021. On initial application of the requirements of IFRS 17 and IFRS 9 in force prior to this date, accounting mis- matches may occur if comparative information for financial assets is not adjusted retrospectively to the requirements of IFRS 9. Such an adjustment is not made under IFRS 9 if the entity exercises the relevant option accordingly or if the entity adjusts the comparative information retrospectively, but the relevant financial assets are derecognized during the compar- ative period. The amendment made in December 2021 allows first-time adopters of the standard to present financial assets in the comparative period as if the classification and meas- urement rules in IFRS 9 had been applied to these financial assets (classification overlay). Entities that apply the classification overlay to financial assets are not required to also apply the impairment requirements of IFRS 9 to those financial assets. If an entity elects to apply Irrespective of the application of classification overlays to finan- cial assets, an entity is still required to comply with the tran- sition requirements of IFRS 9 applicable to financial assets. The DMG MORI group is currently not expecting any material effects for the Consolidated Financial Statements. Amendments to IAS 8 – Definition of Accounting Estimates The amendments to IAS 8 include clarifications on the differ- ence between accounting policies and accounting estimates to help entities distinguish between them. This distinction is important, as changes in accounting policies must be applied retrospectively, while changes in accounting estimates are accounted for prospectively. Instead of the previous definition of a “change in accounting estimates,” IAS 8 now defines the term “accounting estimate” as follows: Accounting estimates are monetary amounts in financial statements that are subject to measurement uncertainty. Under IAS 8, the term accounting estimate thus represents a value that is calculated using measurement techniques and inputs where there is estimation uncertainty, in order to meet the objective of the required accounting treatment. In other standards, the term estimate is also used in other ways, e.g., for inputs used to calculate this value. Changes in accounting estimates may be necessary if changes occur in the circumstances on which the estimate was based, or as a result of new information, developments or more experience. Changes in estimates never relate to prior periods and thus are not corrections of errors. The effects on an accounting estimate of a change in a measurement tech- nique or a change in an input are changes in accounting esti- mates unless they result from the correction of prior errors. Earlier application of the changes is permitted. The DMG MORI group is currently not expecting any material effects for the Consolidated Financial Statements. Amendments to IAS 1 and Practice Statement 2 – Disclosure of accounting policies The amendments to IAS 1 clarify that, in the future, entities will only be required to disclose their material accounting policies rather than their significant accounting policies. 99 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement amendments require an entity to disclose information about these covenants in the notes to the financial statements that enables users of the financial statements to understand the risk of whether non-current liabilities with covenants could become repayable within twelve months. As a result of other amendments to IAS 1, the IASB has deferred the mandatory effective date for all IAS 1 amendments. shipping, logistics and again a rise in supply bottlenecks. Geo- political uncertainties and China’s strict zero-Covid policy also had a significant impact on the global economy for the year. The global machine tools market again faced major chal- lenges in 2022. Russia’s war in Ukraine, material shortages and supply bottlenecks, rising inflation, and high raw material and energy costs were the main factors impacting growth in the second half of the year. The amendments are thus applicable to reporting periods beginning on or after 1 January 2024, subject to adoption by the EU. Earlier application of the amendments is permitted, but in the EU generally requires an endorsement. The DMG MORI group is currently not expecting any material effects for the Consolidated Financial Statements. Amendments to IFRS 16 – Lease liabilities in a sale-and-leaseback transaction This amendment relates to the accounting for lease liabilities arising from sale-and-leaseback transactions and requires a seller-lessee to subsequently measure its lease liability from a sale and leaseback transaction in such a way that it does not recognize any amount of the gain or loss related to the right of use it retains. Using examples, the newly added paragraphs explain different approaches that may be applied, particularly in the case of variable lease payments. Subject to adoption by the EU, the amendments should be applied for financial years beginning on or after 1 January 2024. Early application of the amendments is permitted but requires EU endorsement. The DMG MORI group is currently not expecting any material effects on the Consolidated Financial Statements. IMPACT OF CLIMATE-RELATED FACTORS ON THE CONSOLIDATED FINANCIAL STATEMENTS The recognition of climate-related factors did not have any material effect on the consolidated financial statements for financial year 2022. Further explanations can be found in the Sustainability Report for financial year 2022. IMPACT OF THE UKRAINE WAR AND THE CORONAVIRUS PANDEMIC ON THE CONSOLIDATED FINANCIAL STATEMENTS Supply chains were placed under severe strain around the world and this situation was further exacerbated by the lock- down in parts of China and global shipping delays during the year. DMG MORI has so far been able to prevent production stoppages caused by material bottlenecks through consist- ent supplier and supply chain management and its strong, well-established network with partners and suppliers. Under these difficult market and general conditions, DMG MORI achieved a very successful fiscal year 2022. Order intake and consolidated earnings significantly improved from the previous year. For further details on developments, please see the section on “Results of operations, financial position and net worth” in the Group Management Report. The preparation of financial statements in conformity with IFRS requires management to make assumptions and esti- mates that affect reported amounts and related disclosures. Estimates and assumptions are subject to regular review and may need to be adjusted. Although these assumptions and estimates are made to the best of management’s knowledge based on current events and measures, the actual results may differ from these esti- mates. This is particularly true given the significant increase in geopolitical risks in financial year 2022, mainly due to the war in Ukraine, which involves risks and impairments, such as potential disruptions to production site energy supplies or price increases and energy and raw materials shortages, as well as disruptions to global supply chains, sales markets and the growth of the economy as a whole. If this conflict were to escalate, it would further increase the risk of a global economic downturn, which, combined with rising inflation and higher interest rates, could lead to a major economic downturn. Both tariff disputes and trade restrictions, e.g., between the U.S. and China, may adversely affect global trade and thus global economic growth. In 2022, global economic growth was overshadowed by Rus- sia’s war in Ukraine. This has led to: An energy crisis with gas shortages and a sharp increase in energy costs; high infla- tion rates, rising interest and higher costs for raw materials, Due to the global economic recovery in financial year 2022, the impact of the coronavirus pandemic was significantly reduced in financial year 2022 compared to financial year 2021. 101 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement (see Note 25), as well as for contingent liabilities (see Note 36), and other provisions (see Note 31). Moreover, they are required for determining the fair value of long-term fixed assets (see Note 20) and intangible assets (see Note 19), as well as for the assessment of deferred taxes on tax losses carried forward (see Note 28). The main assumptions on which the respective estimates are based are commented upon for the individual items in the Income Statement and Balance Sheet. In individual cases the actual values may differ from the assumptions and estimates made, requiring a significant adjustment in the carrying amount of the assets or liabilities concerned. Pursuant to IAS 8 “Accounting Policies, Changes in Accounting Estimates and Errors”, changes will be taken into account at the time of their discovery and recognized in the income statement. The previous year’s amounts need not be adjusted and are comparable. RECOGNITION AND MEASUREMENT METHODS The application of specific IFRS is included in the explanatory notes on individual statement of financial position items. In principle, the following recognition and measurement methods have been applied: Impairment test In reporting year 2022, impairment testing was conducted for capitalized goodwill at the end of the year. Based on these tests, no impairment losses were recognized for capitalized goodwill. Current corporate planning, which already reflects adjust- ments to business expectations in relation to the coronavi- rus pandemic, material availability, supply shortages, rising inflation, and high raw material and transportation costs was used to determine the value in use as of 31 December 2022. For a detailed description of this approach and the underlying assumptions, please see the explanations in Note 19. Intangible and tangible assets D.09 | USEFUL ECONOMIC LIFE OF ASSETS Software and other intangible assets Assets arising from development Office and factory buildings Technical equipment and machinery 1 to 7 years 2 to 10 years 10 to 50 years 2 to 30 years Other equipment, factory and office equipment 1 to 23 years There are no intangible assets with an indefinite useful life, except for the goodwill. Development costs that are directly attributable to the devel- opment of identifiable individual machine tools, services or software solutions, which lie within the group’s power of disposition, are capitalized pursuant to IAS 38 “Intangible Assets” if it is probable that the use of the asset is associated with a future economic benefit, the completion is technically feasible, and the cost of the asset can be reliably measured. They were accounted for at acquisition or production costs plus borrowing costs, as long as they are qualified assets, reduced by regular depreciation on a straight-line basis cor- responding to their useful life and cumulative impairments. Production costs include all costs that can be directly and indirectly attributed to the development process and neces- sary portions of development-related overheads. Capitalized development costs are depreciated on a straight-line basis from the start of production over the expected product life cycle. Any resulting expenses are recognized under depre- ciation. Research costs are recognized as expense in the period in which they accrue. Pursuant to IFRS 3 “Business Combinations”, scheduled depreciation is not applied to goodwill, but is tested for impairment annually and whenever there is any indication to test for impairment. If an impairment requirement is deter- mined, goodwill is depreciated. Tangible assets were evaluated at acquisition or production costs, reduced by scheduled depreciation and cumulative impairments. Borrowing costs are recognized as part of the acquisition or production costs, if the requirements of IAS 23 are met (“Borrowing costs”). Depreciation was carried out using the straight-line method in accordance with useful life. A re-evaluation of tangible assets pursuant to IAS 16 “Property, Plant and Equipment” was not carried out. No property was held as a financial investment pursuant to IAS 40 “Investment Property”. The production costs of internally generated equipment include all costs that can be directly attributed to the manufacturing process and the necessary portions of pro- duction-related overheads. This includes production-related depreciation, prorated administration costs and prorated costs of social contributions. Borrowing costs are recognized as part of the acquisition or production costs, if the require- ments of IAS 23 are fulfilled. Costs of repair are immediately recognized as expense. Leases Leases where the DMG MORI group is the lessee At inception of the contract, the DMG MORI group assesses whether the contract constitutes or contains a lease. This is the case, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for con- sideration. To assess whether a contract contains the right to control the use of an identified asset, the DMG MORI group defines a lease pursuant to IFRS 16. 103 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement amount of the assets is calculated and, if necessary, the assets are written down. An impairment test for individual assets is only possible if recoverable amounts can be allo- cated to the individual asset. If this is not possible, the recov- erable amount of the cash-generating unit pertaining to the asset must be determined (asset’s cash-generating unit). Pursuant to IAS 36 “Impairment of Assets”, goodwill has to be tested for impairment at least once a year and when- ever criteria are met for an impairment test. DMG MORI AKTIENGESELLSCHAFT carried out an impairment test on 31 December 2022. In the impairment test, the carry- ing amount of a cash-generating unit is compared with the recoverable amount. The recoverable amount of the cash-generating unit is the higher of the asset’s fair value less costs to sell and its value in use. Shares in companies accounted for using the equity-method The group’s interests, which are accounted for using the equity-method, include shares in associated companies and in one joint venture. Associates are entities over which the group can exercise significant influence but cannot exercise any control. Signif- icant influence is basically assumed to be if the DMG MORI group has a share of at least 20 % to 50 % of the voting rights either directly or indirectly. Interests in associates are accounted for using the equity method of accounting and at purchase cost upon acquisition. The group’s interest in associated companies includes the goodwill which arose from the acquisition. The interest of the group in the profit and loss of associates is recognized from the acquisition date in the income statement. Changes to reserves are to be recognized proportionately in revenue reserves. Accumulated changes after acquisition are offset against the book value of the investment. If the share in losses of the group in an associate corresponds to the group’s interest in the associate, including other unsecured receivables, or exceeds the interest, the group does not rec- ognize any other losses unless it has entered into obligations on behalf of the associate or has made payments on behalf of the associate. At every balance sheet date, the group reviews whether there is reason to believe that impairment loss has to be taken into account when accounting for the investment in associates. In these cases, the difference between the carrying amount and the recoverable amount is determined to be an impairment and recognized in the income statement item “Impairment of shares in equity accounted companies”. Unrealized profits from transactions between group compa- nies and associated companies are eliminated in accordance with the group’s interest in the associated company. Unreal- ized losses are likewise eliminated, unless the transaction provides evidence of an impairment of the asset transferred. The accounting and valuation methods of associates were – insofar as necessary – changed in order to ensure uniform accounting throughout the group. Joint ventures are likewise accounted for at equity pursuant to IFRS 11.24. Unrealized interim gains or losses from trans- actions with joint ventures are eliminated proportionately within the scope of consolidation insofar as the underlying assets are significant. Equity investments Equity investments recognize interests in enterprises, over which DMG MORI AKTIENGESELLSCHAFT does not exercise any significant influence. Equity instruments not held for trading are measured at fair value. At initial recognition, the entity may elect to present any subsequent changes in the investment’s fair value in other comprehensive income. This election is made for each investment on an instrument-by-instrument basis. Inventories Measuring of inventories was carried out at the acquisition or production costs or the lower net selling price. Pursuant to IAS 2 “Inventories”, elements of the production costs include production material, manufacturing labor, prorated materials and production overheads. Expenses for administration and expenses arising in the social contribution area are included insofar as these are allocated to production. The proportion of overheads is evaluated on the basis of ordinary employment. Borrowing costs are recognized as part of the acquisition or production costs, if the requirements of IAS 23 are met (see “Borrowing costs”). When determining the net selling price, inventory risks arising from the period of storage and reduced usability were recognized through appropriate reductions in values. If the causes that led to a reduction in value no longer exist, a reversal will be made. Lower values at the balance sheet date, arising from a reduc- tion in prices on the sales market, were recognized. Invento- ries were measured primarily using the average cost method. Financial Instruments A financial instrument is an agreement, which also gives rise to a financial asset for one company and a financial liability or equity instrument for another company. Financial assets include in particular cash and cash equivalents, and 105 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement as this best reflects the way in which business is managed and information passed on to management. The information the group needs to consider includes: › Specific events that would change the amount or timing of the cash flows › The guidelines and targets for the portfolio and imple- mentation of these guidelines in practice. This includes, whether the management’s strategy is focused on collect- ing contractual interest income, maintaining a particular interest rate profile, matching the duration of a financial asset to the duration of its liability or to its expected cash outflows or realizing cash flows through the sale of assets. › How portfolio performance is assessed and reported to group management. › The risks that affect the performance of the business model (and the financial assets held in this business model) and how these risks are managed. › How managers are compensated – for example, whether compensation is based on the fair value of the assets being managed or the contractual cash flows that are collected – and › the frequency, volume and timing of sales of financial assets in prior periods and expectations about future sales activities. Financial asset transfers to an independent third party through transfers that do not result in derecognition con- tinue to be accounted for by the group and are therefore not treated as sales. Financial assets held or managed for trading and their perfor- mance assessed on a fair value basis, are measured at FVTPL. SPPI (Solely Payments of Principal and Interest) test For the purpose of this test, the “principal amount” is defined as the fair value of the financial asset at initial rec- ognition. “Interest” is defined as being compensation for the time value of money and default risk associated with the out- standing principal amount over a specific period, as well as being compensation for other basic credit risks, costs (e.g., liquidity risk and administrative costs) and a profit margin. When testing whether the contractual cash flows are solely payments of principal and interest on the principal amount, the group considers the instrument’s contractual terms. This includes testing whether the financial asset con- tains contractual terms, which could change the timing or amount of contractual cash flows, so that they no longer continue to meet these criteria. During its assessment, the group considers: › Circumstances that would adjust the interest rate, includ- ing variable interest rates › Prepayment or renewal options and › Circumstances that limit the group’s claim to the cash flows from a specified asset (e.g., no right of rescission). A prepayment option matches the criterion of solely pay- ments of principal and interest, if the prepayment amount substantially represents unpaid amounts of principal and interest on the outstanding principal amount. This may also contain reasonable additional compensation for the early termination of the contract. Moreover, a term for a financial asset that permits or requires prepayment of an amount, which substantially represents the contractual par amount plus accrued (but unpaid) con- tractual interest, is considered to match the SPPI criterion, if the fair value of the prepayment feature is insignificant at initial recognition. Subsequent measurement Financial assets at FVTPL (Fair Value through profit and loss): These assets are subsequently measured at fair value. Net gains and losses, including any interest or div- idend income, are recognized in profit or loss. For deriva- tives designated as hedging instruments, please see Note 37. Financial assets at amortized cost: These assets are subse- quently measured at amortized cost using the effective inter- est method. Impairment losses are deducted from amortized cost. Interest income, exchange rate gains and losses and impairments are recognized in profit or loss. A gain or loss is recognized in profit or loss when an asset is derecognized. Debt investments at FVOCI (Fair value through other comprehensive income): These assets are subsequently measured at fair value. Interest income calculated using the effective interest method, foreign exchange gains and losses and impairments are recognized in profit or loss. Other net gains or losses are recognized in other compre- hensive income. On derecognition, the cumulative gain or loss previously recognized in other comprehensive income is reclassified to profit or loss. Equity investments at FVOCI (Fair value through other comprehensive income): These assets are subsequently measured at fair value. Dividends are recognized as income in profit or loss, unless they clearly represent recovery of a 107 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement deferred tax effects. The ineffective portion of the change in fair value, resulting from over collateralization, is recognized in the income statement. Amounts accumulated in equity are accounted for in the statement of comprehensive income as soon as the hedged underlying transaction affects the income. Forward exchange transactions are used to hedge future cash flows from expected incoming payments on the basis of present order intake. Incoming payments are expected within a period of up to one year. Derivative financial instruments are neither held nor issued for speculative purposes. However, derivatives are allocated to financial instruments held for trading and measured at fair value through profit or loss, if the pre-conditions for a cash flow hedge are not fulfilled. Assets held for sale or disposal groups held for sale Pursuant to IFRS 5, assets or groups of assets and liabilities held for sale must be classified as held for sale if their carrying amounts are recovered primarily through a sale transaction rather than through continued usage. These assets are meas- ured at the lower of their carrying amount and fair value less costs of sale and recognized separately in the balance sheet under short-term assets or liabilities. Cash and cash equivalents Besides actual cash funds, i.e., cheques, cash in hand and money on account at banks, cash and cash equivalents also include short-term financial investments that can be converted to cash amounts at any time and are only subject to immaterial fluctuations in value. Cash and cash equivalents are measured at amortized cost. Income taxes DMG MORI Europe Holding GmbH, a wholly owned subsidiary of DMG MORI COMPANY LIMITED, has concluded a domina- tion and profit transfer agreement with DMG MORI AKTIEN­ GESELLSCHAFT, pursuant to Sections 291 et seq. of the German Stock Corporation Act (AktG), which entered into force following entry into the commercial register on 24 August 2016. Through the resulting entry of DMG MORI AKTIENGESELL­ SCHAFT and that of the domestic companies previously belonging to the DMG MORI AKTIENGESELLSCHAFT tax group into the income tax group of DMG MORI Europe Holding GmbH, the income tax liability of DMG MORI AKTIEN­ GESELLSCHAFT expired as of 31 December 2016. Any earn- ings from the domestic tax group are now legally subject to taxation at DMG MORI Europe Holding GmbH, which is not included in the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT. With effect from 1 January 2017, a tax allocation agreement was entered into between DMG MORI Europe Holding GmbH and DMG MORI AKTIENGESELLSCHAFT with the objective of fair and rea- sonable tax allocation. IAS 12 requirements do not contain any explicit rules on recognizing tax expense attributable to taxable entities within the DMG MORI group. Deferred taxes have been recognized in the Consolidated Financial Statements based on an economic perspective. As a tax allocation agreement exists with effect from 1 January 2017, the stand-alone taxpayer approach was used to determine deferred taxes. This approach assumes that the tax allocation is determined on the basis of the taxable income of the controlled company, DMG MORI AKTIEN­ GESELLSCHAFT, irrespective of the actual tax payable by the parent company, DMG MORI Europe Holding GmbH. Thus, during preparation of the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT, all tax expenditures by domestic taxable entities within the group were accounted for in the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT, irrespective of the actual tax liability. Thus, all the tax consequences of these entities were accounted for in the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT. They include the recognition of actual taxes, tax risks and possibly tax arrears or refunds for previous periods and their effects on deferred tax items. Income taxes include actual and deferred taxes, which are accounted for in the Consolidated Income Statement, unless they are for items immediately recognized in equity. In this case, the corresponding taxes are also recognized in equity and not in profit or loss. Actual income taxes are the expected tax liability or receivable on the taxable income or loss for the financial year, based on tax rates enacted at the balance sheet date, and any adjustments to tax liabilities for previous years. The amount of the expected tax liability or tax receiv- able reflects the best estimate, taking into account any tax uncertainties. The tax uncertainties mainly result from intra- group transfers and whether expenses are deductible or non- deductible. Actual tax assets and liabilities are only offset under certain conditions. Pursuant to IAS 12 “Income Taxes”, deferred taxes are assessed using the liability method. For this purpose, deferred tax assets and liabilities were generally recognized for all temporary accounting and valuation differences between the IFRS statement of financial position valua- tions for group purposes and the tax valuations (temporary differences), and with respect to consolidation procedures recognized in profit or loss. Deferred tax assets for future tax reduction claims arising from tax-loss carry forwards were also reported in the balance sheet. However, deferred tax assets for all deductible temporary differences and for tax-loss carry forwards were only recognized to the extent that it is probable that future taxable income will be availa- ble against which the temporary differences or unused tax losses can be offset. The deferred taxes were calculated 109 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement the respective Board member. These targets, on which the sustainability factor is based, include investments in tangi- ble assets, investments in the GLOBE project and the devel- opment of internal market shares and positions (ratio of order intake DMG MORI AKTIENGESELLSCHAFT Group and DMG MORI COMPANY LIMITED). All sustainability factors can reach a level of 80 %-120 %. The factors, investments in tan- gible assets and investments in the GLOBE project are each weighted at 25 %. The factor, development of internal market shares and positions is weighted at 50 %. A three-year performance period is used to calculate the pro- vision for the long-term incentive (LTI) as a variable com- pensation component for Executive Board members. Ben- efits from the LTI program are paid in cash on the basis of a indicator-based remuneration determined over a perfor- mance period of three years. These benefits are paid in annual tranches. The LTI is based on two financial targets as well as measurable sustainability targets that are expressed in the form of a “modifier”. The financial performance criteria represent important core management ratios of DMG MORI AKTIENGESELLSCHAFT, such as earnings after tax (EAT) and service performance. In addition to that, the modifier with a bandwidth of 80 % to 120 % also incorporates the sustainability targets. An individual target amount is set for each member of the Executive Board. The target amount represents the initial value for determining performance-related payment after the end of the assessment period. A payment claim only arises at the end of the three-year assessment period and depends on if and how the target values have been achieved. The target achievement levels are based on the following key performance indicators and factors and are determined using the same criteria for all Executive Board members. EAT has a weighting of 2 / 3. The EAT component of the LTI must reach a floor, in order to qualify for a bonus. This corresponds to a target achievement of 50 %. Reaching the target amount cor- responds to a target achievement of 100 % (€ 139 million). This amount stops increasing after a cap has been reached. This cap corresponds to a target achievement of 200 %. Service performance has a weighting of 1 / 3. Service performance is the average number of service calls per machine under warranty over the last twelve months. The service perfor- mance of the LTI must fall below a floor, in order to qualify for a bonus. This corresponds to a target achievement of 80 %. Reaching the target corresponds to a target achievement of 100 % (1.70). It does not increase further after reaching the minimum value. This minimum value corresponds to a target achievement of 200 %. The remuneration resulting from the degree of target achievement is adjusted (80 %-120 %) by two sustainability factors (“modifiers”), which are specified in the target agreement with the respective Board member. Both sustainability factors can reach a value of 80 %-120 % and are each weighted at 50 %. STI and LTI payments are each limited to a total of 200 % of the target amount. The total maximum remuneration of an Executive Board member is determined annually by the Supervisory Board on the basis of total target remuneration and is the maximum amount of total remuner- ation for each performance year, taking into account fixed remuneration, short-term variable remuneration (STI), long- term variable remuneration (LTI 2022­2024), and retirement benefits. The total maximum remuneration for financial year 2022 is € 5,550 K for the Chairman of the Executive Board and € 2,950 K for each of the Executive Board members. The target achievement for the STI in financial year 2022 is 166 % for the key performance indicator, EBIT, and 200 % for the key performance indicator, order intake. The target achievement for the sustainability factor in the budget for investments in tangible assets was 109 %, for the GLOBE project 120 % and for the relevant market shares 120 %, resulting in a weighted modifier of 117 %. The STI payment is limited to a total of 200 % of the target amount (cap). The target achievement for short-term variable remuneration (STI) for 2022 is 208 %. The target achievement for long-term remuneration compo- nents (LTI tranche 2020­2022) is 200 % for the key performance indicator, EAT, and 200 % for the key performance indicator, service performance. The target achievement for sustaina- bility factors was 120 %, resulting in a total weighted modifier of 120 %. Payment of the LTI tranche 2020­2022 is limited to a total of 200 % of the target amount (cap). Any expense or revenue resulting from this is recognized as employee expense and is spread over the term of the program and recognized as provisions. The existing LTI tranches 2020­ 2022, 2021­2023 and 2022­2024 were based on the variable parameters described above. These obligations are valued at the amount of the estimated expenses due. Selected suppliers of the DMG MORI group finance trade debtors from individual subsidiaries in advance on the basis of a reverse factoring agreement concluded with individual subsidiaries and factoring companies. The DMG MORI Group has recognized the amounts owed in the balance sheet under other financial liabilities. Moreover, the IFRSs do not contain any specific requirements for the classification of cash flows from reverse factoring arrangements. In our opinion, the classification of the cash outflow is primarily determined by the activity type. Furthermore, in determining the appropri- ate classification, an entity should use its judgment to assess whether a single cash outflow or multiple cash outflows are generated for the entity. DMG MORI reports a single cash outflow for payments to factoring companies as it does not consider the factoring company’s payment to a supplier to be a cash transaction for the entity. The group classifies its cash outflows for payments to the factoring company under operating activities, as the essential character of these pay- ments is viewed as being related to the purchase of goods. 111 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement part of the full consolidation process. Eleven companies (previous year: ten) accounted for at equity were included in the Consolidated Financial Statements. The DMG MORI AKTIENGESELLSCHAFT is directly or indirectly entitled to a majority of voting rights of the fully consolidated companies. All fully consolidated subsidiaries and all companies accounted for using the equity method have the same report- ing date as DMG MORI AKTIENGESELLSCHAFT – except for Pragati Automation PVT. LTD., Bangalore (India), DMG MORI India Private Ltd., Bangalore (India), and INTECH DMLS PRIVATE LIMITED, Bangalore (India), whose reporting date is 31 March due to local legal requirements. Since the end of financial year 2021, the company, › COMPONENT MANUFACTURING d.o.o., Zivinice (Bosnia- Herzegovina), has been added to the consolidation group. Since the end of financial year 2021, the companies › CCP Services GmbH, Mülheim an der Ruhr, › DMG MORI India Private Limited, Bangalore (India), have joined the DMG MORI group as associated companies. In March 2022, GILDEMEISTER Beteiligungen GmbH founded CCP Services GmbH, based in Mülheim an der Ruhr. GILDEMEISTER Beteiligungen GmbH holds a 45 % interest. The company is classified as an associate and is recognized as an equity-accounted company in the consolidated finan- cial statements. In May 2022, GILDEMEISTER Beteiligungen GmbH founded COMPONENT MANUFACTURING d.o.o., Zivinice (Bosnia and Herzegovina). GILDEMEISTER Beteiligungen GmbH holds a 100 % interest. The shares were fully consolidated on the company’s founding date. With effect from 1 July 2022, wholly owned shares in DMG MORI Management GmbH, Bielefeld, were sold to a subsidiary of DMG MORI COMPANY LIMITED, Tokyo (Japan) as part of the reorganization of Sales and Services. The company was deconsolidated. Also with effect from 1 July 2022, 1 % of the shares in DMG MORI India Pvt. Ltd, Bangalore (India) were sold to DMG MORI COMPANY LIMITED, Tokyo (Japan) and thus transferred the control. The prorated assets and liabilities were deconsolidated. The company is now classified as an associate and since 1 July 2022, has been recognized as an equity-accounted company in the consolidated financial statements. In August 2022, GILDEMEISTER Beteiligungen GmbH sold its 46.3 % interest in SparePartsNow GmbH, Aachen. As in the previous year, the company shown below was also classified as a joint venture under IFRS 11: › DMG MORI HEITEC GmbH, Erlangen. The companies listed below were classified as associated companies under IAS 28. From the date of their acquisition, the shares were included in the Consolidated Financial Statements as “at equity”: › PRAGATI AUTOMATION Pvt. Ltd., Bangalore (India), › INTECH DMLS PRIVATE LIMITED, Bangalore (India), › DMG MORI Finance GmbH, Wernau, › Vershina Operation, LLC., Narimanov (Russia), › DMG MORI HEITEC Digital Kft., Budapest (Hungary), › up2parts GmbH, Weiden, › RUN­TEC GmbH, Niedenstein, › German-Egyptian Company for Manufacturing Solutions (GEMAS), Cairo (Egypt). Disposal of subsidiaries 2022 With effect from 1 July 2022, wholly owned shares in DMG MORI Management GmbH, Bielefeld, were sold to a subsidiary of DMG MORI COMPANY LIMITED, Tokyo (Japan), as part of the reorganization of Sales and Services. The purchase price received totaled € 5,418 K. The shares were fully consolidated on the company’s founding date. All assets and liabilities were deconsolidated from the group at the time the shares in this company were sold. The disposal of the companies with their assets and liabilities resulted in a total gain on disposal of € 11,272 K. There was a pro rata reduction in goodwill amounting to € 440 K. The capital gains are recognized in other operating income. Also with effect from 1 July 2022, 1 % of the shares in DMG MORI India Pvt. Ltd, Bangalore (India) were sold to DMG MORI COMPANY LIMITED, Tokyo (Japan). The pur- chase price received totaled € 144 K. The shares were fully consolidated since the date of initial consolidation. As the interest in the company after the sale is 49.99 % and control was transferred to DMG MORI COMPANY LIMITED, Tokyo (Japan), with effect from July 1, 2022, all assets and liabili- ties were deconsolidated from the Group. In connection with the disposal of the company, €-1,256 K were reclassified to the income statement, which were recognized in equity as 113 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement D.12 in € K Goodwill Tangible assets Inventories Trade debtors Other assets Deferred tax assets Cash and cash equivalents Assets sold Provisions Trade creditors Lease liabilities Other liabilities Debt sold Net assets sold Consideration received Other comprehensive income Non-controlling equity interests Gains or losses 2021 57 230 26 947 124 305 3,748 5,437 360 3,396 238 61 4,055 1,382 669 -61 649 -125 A general overview of all companies within the DMG MORI group is presented in table [→ D.102]. 5. FOREIGN CURRENCY TRANSLATION and organizational respects, their respective currencies represent the respective local currency. Assets and debts of foreign subsidiaries were translated in Euro at the average rate of exchange as of the balance sheet date, and revenue and expenses pursuant to IAS 21.40 at the transaction exchange rate – as far as reasonably approximated by average annual rates. The foreign exchange differences arising from items being translated at different rates in the balance sheet and income statement were recognized directly in equity. The foreign exchange differences from receivable or payable monetary items from / to foreign business operations, whose fulfilment is neither planned nor probable and thus are part of the net investment in these foreign business operations, are not recognized as net income for the period. The foreign exchange differences are initially recognized in other com- prehensive income and transferred to equity in the income statement upon their sale. In the individual financial statements monetary items (cash, receivables and liabilities) in a foreign currency were valued at the exchange rate at the reporting date. Non-monetary items in foreign currencies were assessed at historical values. The differences arising from the currency trans- lation of monetary items were shown in the income state- ment. Goodwill resulting from the acquisition of international companies was recognized as assets of the foreign business operations and was translated at the exchange rates at the time of the transactions. The exchange rates of the major currencies developed as follows: [→ D.13] The currency translation of all Annual Financial Statements of the international group companies that were prepared in foreign currencies was carried out in accordance with the functional currency principle pursuant to IAS 21 “The Effects of Change in Foreign Exchange Rates”. Since all subsidiaries operate their business independently in financial, economic The annual financial statements of subsidiaries in hyperinfla- tionary economies are translated in accordance with IAS 29 “Financial reporting in hyperinflationary economies”. In financial year 2022, Turkey was classified as a hyperinfla- tionary economy for the first time. As a result, DMG MORI ISTANBUL MAKINE TICARET VE SERVIS LIMITED SIRKETI, based in Istanbul (Turkey), was accounted for in accordance Exchange rate on reporting date = € 1 Average exchange rate = € 1 ISO-Code 31 Dec 2022 31 Dec 2021 D.13 | CURRENCIES Australian dollars Canadian dollars Swiss franc Chinesise renminbi Czech crowns British pound Indian rupees Japanese yen Polish zloty Russian rubles Singapore dollars US dollars 1.57375 1.44605 0.98745 7.41920 24.15400 0.88725 88.29355 1.56415 1.43650 1.03615 7.24780 24.85000 0.83960 84.53450 2022 1.52243 1.37599 1.00463 7.10340 24.57781 0.85371 82.91320 2021 1.57868 1.48510 1.07949 7.63273 25.65831 0.86098 87.34672 140.81830 130.95425 137.68638 129.96278 4.68125 77.90935 1.43140 1.06725 4.58335 85.29710 1.53310 1.13720 4.67904 74.68351 1.45532 1.05814 4.56397 87.44565 1.58747 1.18347 AUD CAD CHF CNY CZK GBP INR JPY PLN RUB SGD USD 115 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement D.15 in € K Sales Area Germany EU (excluding Germany) USA Asia Other countries Total Key product / services lines Machine Tool sales Trading volume with DMG MORI CO. Ltd. products Core service business Other Total Revenue from contracts with customers Other sales revenue External sales revenue D.16 in € K Sales Area Germany EU (excluding Germany) USA Asia Other countries Total Key product / services lines Machine Tool sales Trading volume with DMG MORI CO. Ltd. products Core service business Other Total Revenue from contracts with customers Other sales revenue External sales revenue D.17 in € K Trade receivables from third parties Receivables from at equity accounted companies Receivables from other related companies Receivables from other equity investments Receivables from down payment invoices Total Contract liabilities from payments received on account Contract liabilities from performance obligations Contract liabilities from down payment invoices Total Machine Tools 2022 445,122 386,211 5,156 338,395 107,875 Industrial Services 2022 341,230 395,019 17,668 265,750 63,017 1,282,759 1,082,684 1,282,759 0 0 0 1,282,759 1,282,759 0 0 496,526 585,207 951 1,082,684 1,082,684 0 1,282,759 1,082,684 Corporate Services 2022 0 0 0 0 0 0 0 0 0 0 0 0 223 223 Machine Tools 2021 Industrial Services 2021 Corporate Services 2021 363,089 344,686 18,964 274,976 102,204 1,103,919 1,103,919 0 0 0 1,103,919 1,103,919 0 289,503 356,005 6,314 244,163 52,803 948,788 0 440,611 506,021 2,156 948,788 948,788 0 1,103,919 948,788 0 0 0 0 0 0 0 0 0 0 0 0 214 214 Group 2022 786,352 781,230 22,824 604,145 170,892 2,365,443 1,282,759 496,526 585,207 951 2,365,443 2,365,443 223 2,365,666 Group 2021 652,592 700,691 25,278 519,139 155,007 2,052,707 1,103,919 440,611 506,021 2,156 2,052,707 2,052,707 214 2,052,921 Note 23, 25 25 25 25 Carrying amount as of 31 December 2022 Carrying amount as of 31 December 2021 161,441 19,383 655,005 157 15,879 851,865 433,583 46,095 15,879 495,557 202,676 17,150 412,121 50 22,446 654,443 348,844 45,312 22,446 416,602 117 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement 11. DEPRECIATION, AMORTIZATION AND IMPAIRMENT LOSSES 12. OTHER OPERATING EXPENSES A breakdown of the item into intangible assets and property, plant and equipment can be found in the tables [→ D.25] and [→ D.26] under Note 19 and 20. Depreciation and amortization include impairments of right- of-use assets in an amount of € 16,968 K (previous year: € 18,841 K) under IFRS 16 – Leases. The following table shows a detailed breakdown. D.20 | AMORTIZATION OF RIGHT-OF-USE ASSETS in € K Land and buildings Technical equipment and machinery Other equipment, factory and office equipment Total 2022 2021 4,781 2,254 9,933 4,589 3,077 11,175 16,968 18,841 Depreciation/amortization and impairment include impair- ments of € 10,800 K (previous year: € 1,920 K) for intangible assets. Further information can be found under Note 20. In the reporting year, the group’s strong business perfor- mance and the rise in demand for machine tools resulted in higher expenses than the previous year. These expenses are directly related to sales, as well as to the type and amount of these sales and the areas where they are gen- erated. This mainly relates to outbound freight, shipping and energy costs, as well as packaging and sales commis- sions. This also applies to corporate communication and trade fair expenses, as well as other advertising expenses. In the reporting year, live trade fairs were held for the first time since Covid began. [→ D.21] Other expenses were maintained at the previous year’s level through systematic cost structure optimization and the strict implementation of efficiency measures. Expenses for rentals and leases include € 2,884 K (previous year: € 3,113 K) in expenses for short-term leases, € 1,241 K (previous year: € 1,451 K) in expenses for leases on a low- value asset, excluding short-term leases on low-value assets, and € 681 K (previous year: € 390 K) in expenses for variable lease payments. D.21 | EXPENSES UNRELATED TO ACCOUNTING PERIOD in € K Losses from the disposal of fixed assets Other taxes Other expenses unrelated to accounting period OTHER OPERATIONAL EXPENSES Freight out, packaging Other external services Corporate communication, trade fairs and other advertising expenses Exchange rate and currency losses Travelling and entertainment expenses Sales commissions Rental and leases Expenses for temporary employment and contractor Other personnel costs Cost of preparation of accounts, legal and consultancy fees Impairment on receivables Stationery, post and telecommunication expenses Insurance Other taxes Licences and trademarks Monetary transactions and capital procurement Investor and Public Relations Others Total 119 Annual Report 2022 2022 340 0 720 1,060 50,636 34,165 30,677 45,275 29,397 31,097 11,951 11,354 12,589 8,089 7,107 7,084 6,831 3,580 2,874 1,329 660 2021 2,045 1,903 1,967 5,915 44,864 34,297 29,239 22,184 21,769 14,062 10,550 5,623 10,542 9,329 7,601 6,749 6,703 4,337 2,397 1,184 396 25,999 320,694 321,754 26,305 258,131 264,046

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement D.23 in € K Earnings before taxes DMG MORI AKTIENGESELLSCHAFT income tax rate in percent Expected tax income / expense Tax consequences of the following effects Adjustment due to different tax rate Effects from the changes in tax rate Tax reduction due to the revenues exempt from taxation Tax loss carried forward Temporary differences Tax increase due to non-deductible expenses Tax income or expenditure for prior years Tax credits Other adjustments Income taxes 2022 216,186 29.8 64,423 -5,827 -5 -1,966 946 6,417 3,696 -3,794 -1,692 634 62,832 2021 121,586 29.8 36,233 -6,107 77 -1,149 -682 1 5,250 4,016 -1,262 -357 36,020 account of the trade tax of 14.0 % (previous year: 14.0 %), the total tax rate was 29.8 % (previous year: 29.8 %). The result is the tax rate applicable for the valuation of deferred taxes for domestic companies. The main tax rates applicable in foreign countries are between 16 % and 30 % (previous year: 16 % and 30 %). allowances for deferred taxes on temporary differences amounted to € 6,417 K (previous year: € 1 K). These mainly concern Russian companies. Based on the future business activities, tax planning and tax planning opportunities, it is currently assumed that no sufficient positive taxable income will be available in the future for the realization of the rec- ognized tax asset. The net amount of income tax on other comprehensive income is € 3,662 K (previous year: € 2,082 K) and relates to changes in the fair values of derivative financial instruments included in other comprehensive income, equity investments, net investments and the revaluation of defined benefit plans. The difference between current and expected income tax expenditure is due to the following: [→ D.23] The reported income tax expense for financial year 2022 in an amount of € 62,832 K (previous year: € 36,020 K) is € 1,591 K lower (previous year: € 213 K) than the expected income tax expense of € 64,423 K (previous year: € 36,233 K), which would theoretically result from applying the domestic tax rate of 29.8 % for financial year 2022 (previous year: 29.8 %) at group level. The change in tax loss carried forwards mainly relates to the non-recognition of deferred tax assets for current losses in an amount of € 1,017 K (previous year: € 376 K) and adjust- ments made to deferred tax assets on loss carryforwards from previous years amounting to € 0 K (previous year: € 0 K). On the other side, deferred taxes previously not recognized on losses carried forward in the amount of € 71 K (previous year: € 1,058 K) were able to be capitalized or utilized. The recognition of previously unrecognized deductible temporary differences amounted to € 0 K in the financial year (previous year: € 0 K). In the financial year, valuation Further explanations can be found under Note 28. 17. ANNUAL PROFIT ATTRIBUTED TO NON-CONTROLLING INTERESTS Non-controlling interests account for a pro rata annual profit of € 8,171 K (previous year: € 1,401 K). This item mainly includes the pro rata share of profit from non-controlling interests in DMG MORI Machine Tools Trading Co., Ltd., Shanghai (China). 18. EARNINGS PER SHARE In accordance with IAS 33 “Earnings per Share”, the undiluted earnings per share (“basic earnings per share”) are deter- mined by dividing the consolidated profit – excluding profit shares of other owners – by the average weighted number of ordinary shares outstanding, as follows: D.24 Group result excluding annual net income attributable to non-controlling interests Average weighted number of shares (pieces) Earnings per share 2022 2021 € 145,183 K € 84,165 K 78,817,994 78,817,994 1.84 € 1.07 € 121 Annual Report 2022

D.25 | INTANGIBLE ASSETS in € K ACQUISITION AND PRODUCTION COSTS 2022 As at 1 January 2022 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2022 Depreciation, amortization and impairment losses 2022 As at 1 January 2022 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2022 As at 1 January 2021 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2021 Depreciation, amortization and impairment losses 2021 As at 1 January 2021 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2021 0 0 0 0 0 0 0 0 -2 0 -57 0 0 0 138,044 0 0 0 0 0 0 0 0 Net carrying amount at 31 Dec 2022 136,416 ACQUISITION AND PRODUCTION COSTS 2021 Net carrying amount at 31 Dec 2021 138,044 CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Goodwill Assets arising from development Industrial property and similar rights Payments on account Total 138,044 126,962 127,515 57,627 450,148 -16 0 -1,612 0 0 0 0 0 0 4,908 0 1,424 136,416 133,294 168 -11 -35 2,537 -10,654 38,865 158,385 -59 0 0 22,055 0 -40,257 39,366 93 -11 -1,647 29,500 -10,654 32 467,461 115,938 112,215 607 228,760 0 0 0 4,147 0 0 120,085 13,209 59 -8 -24 11,146 -10,653 0 112,735 45,650 0 0 0 0 0 0 607 38,759 59 -8 -24 15,293 -10,653 0 233,427 234,034 138,103 141,209 124,785 49,963 454,060 0 0 0 4,609 -18,856 0 126,962 181 31 0 2,818 -6,757 6,458 127,516 25 0 0 15,683 -1,672 -6,373 57,626 204 31 -57 23,110 -27,285 85 450,148 129,066 113,209 607 242,882 0 0 0 5,728 -18,856 0 115,938 11,024 109 0 0 5,576 -6,679 0 112,215 15,301 0 0 0 0 0 0 607 57,019 109 0 0 11,304 -25,535 0 228,760 221,388 123 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet The amount stated for industrial property rights and similar rights includes acquired patents, rights from acquired cus- tomer relations, utility models and trademarks as well as data processing software. 20. TANGIBLE ASSETS The development and a breakdown of items in the group’s tangible assets are shown in the following table. [→ D.26] Due to the ongoing war in Ukraine, the recoverability of assets, in particular property, plant and equipment, was tested as of 31 December 2022. The impairment test is per- formed at the level of the two subsidiaries in Russia, which in our opinion each represent independent cash-generat- ing units. A cash-generating unit is impaired if its carrying amount exceeds its recoverable amount. The recoverable amount is the higher of its fair value less costs of disposal and its value in use. Value in use is the present value of future expected cash flows derived from a cash-generating unit (IAS 36.6). The estimation method used to prepare the impairment tests for previous years pursuant to IAS 36.A4­A6 involved the use of a single cash flow discounted at a weighted average cost of capital (WACC) based on a country risk premium and derived from the applicable country ratings. As of 31 December 2022 – and already as of the first half of 2022 – management changed its estimation method for Russia and applied the expected cash flow method: Instead of discounting a single cash flow projection with a risk-ad- justed WACC, management accounted for the uncertainties and risks caused by the war in Ukraine in the cash flow pro- jection of the Group’s underlying Russian business activities in the form of several scenarios with different probabilities of occurrence. These scenarios relate to the expected impact on the business development of DMG MORI in Russia. The scenarios considered were a valuation or sale of prop- erty, plant and equipment at fair value (scenario 1), a long- term, unchanged regime in Russia with expropriation taking place and insurance claims from an investment guaran- tee for the factory (scenario 2), as well as a medium-term change of regime in Russia with a renewed focus on interna- tional cooperation and a corresponding easing of sanctions leading to a resumption of business activities (from 2026 et seq.), whereby two scenarios (scenario 3 and 4) were applied for the level at which this resumption would take place. with scenarios 1 and 2 having a significantly higher impact. The resulting yields were then condensed into an expected value for each. At the same time, the Russian country risk premium was removed from the discount rate considera- tions, as the country risks are reflected in the cash flows of the underlying operating business activities. The expected values calculated in this way have a high level of uncertainty and subjectivity, but we believe they provide an indication of the recoverability of material assets. These assumptions mainly relate to the expected scenarios, probabilities of occurrence and effects. The fair values of property, plant and equipment were calculated on the basis of external inde- pendent valuations. Based on the scenario analyses, impairment losses on assets (buildings) totaling € 10.8 million were recognized as of 31 December 2022, reported in the income statement under depreciation, amortization and impairment losses and recognized in the amount of € 3.8 million in the “Machine Tools” segment and in the amount of € 7.0 million in the “Industrial Services” segment. The pre-tax discount rate used to determine the value in use was 14.3 %. The recov- erable amount of the cash generating unit allocated to the “Machine Tools” segment amounted to € 38.6 million The recoverable amount of the cash generating unit allocated to the “Industrial Services” segment amounted to € 10.3 million. In the reporting year, the group recognized the reversal of an impairment loss of € 1,463 K for a solar park in Germany. Due to the sharp rise in electricity prices resulted in the reversal of an impairment loss on the recoverable amount of € 2,907 K. The discount factor before taxes used to deter- mine the value in use was 7.5 %. The reversal of impairment losses was allocated to the “Corporate Services” segment under other operating income. In the reporting year, the group also recognized the reversal of an impairment loss in the amount of € 6,549 K for another solar park in Italy with significantly higher output, that had been impaired in previous years. A sharp rise in electricity prices resulted in the reversal of an impairment loss on the recoverable amount of € 7,725 K. The discount factor before taxes used to determine the value in use was 10.2 %. The reversal of impairment losses was allocated to the “Indus- trial Services” segment under other operating income. The reversal of the impairment loss can be found in the overview of property, plant and equipment including rights of use, under Other changes in depreciation and amortiza- tion for 2022 in Other assets. [→ D.26] Subsequently, a separate value assessment was carried out, each of which was assigned a probability of occurrence, The DMG MORI group leases specific tangible assets such as land and buildings, technical equipment and machines, office equipment and cars. In accordance with the adoption 125 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Details of the results from equity-accounted companies are presented in the explanatory notes to the individual items on the income statement “Profit from companies accounted for at equity” in Note 15. We consider DMG MORI Finance GmbH, a machine tool financing provider, and PRAGATI AUTOMATION Pvt. Ltd., a manufacturer and supplier of machine tool components, to be material. The values of DMG MORI Finance GmbH are summarized in the following table: D.29 | DMG MORI FINANCE GMBH in € K Short-term assets Long-term assets Short-term liabilities Long-term liabilities Net carrying amount Sales revenues Earnings after taxes 31 Dec 2022 31 Dec 2021 266,967 524,010 317,732 440,560 32,685 217,356 2,467 233,395 439,183 265,087 377,273 30,218 177,663 1,470 The reconciliation of the carrying amounts at the reporting date is as follows: D.30 | DMG MORI FINANCE GMBH in € K Net carrying amount as of 1 January Earnings after taxes Net carrying amount as of 31 December Proportional equity 31 Dec 2022 31 Dec 2021 30,218 2,467 32,685 13,907 28,748 1,470 30,218 12,857 The reconciliation of the carrying amounts at the reporting date is as follows: D.32 | PRAGATI AUTOMATION PVT. LTD. in € K Net carrying amount as of 1 January Earnings after taxes Other comprehensive income Net carrying amount as of 31 December Proportional equity Goodwill from at-equity valuation Carrying amount of equity accounted interests 31 Dec 2022 31 Dec 2021 51,297 1,239 -1,821 50,715 15,215 5,350 49,545 -171 1,923 51,297 15,390 5,350 20,565 20,740 For immaterial joint ventures, there was an aggregate share of profit or loss in the amount of € -143 K (previous year: € -155 K) and for immaterial associates in the amount of € -961 K (previous year: € -299 K). During the financial year, the DMG MORI group did not rec- ognize losses totaling € 92 K (previous year: € 0 K) from its investment in up2Parts GmbH, as it has no obligation with regard to these losses. On an accumulated basis, the losses amounted to € 92 K (previous year: € 0 K). In the reporting year, DMG MORI received a dividend of € 324 K (previous year: € 68 K) from DMG MORI HEITEC Digital kft. In the previous year, DMG MORI received a divi- dend of € 293 K from Vershina Operation, LLC. Carrying amount of equity accounted interests 13,907 12,857 23. LONG-TERM RECEIVABLES AND OTHER ASSETS A summary of the figures for PRAGATI AUTOMATION Pvt. Ltd. is shown in the table below: D.31 | PRAGATI AUTOMATION PVT. LTD. in € K Short-term assets Long-term assets Short-term liabilities Long-term liabilities Net carrying amount Sales revenues Earnings after taxes 31 Dec 2022 1) 31 Dec 2021 1) 39,010 39,333 14,904 12,724 50,715 44,037 1,239 34,765 43,403 12,583 14,288 51,297 32,113 -171 1) As the financial data of PRAGATI AUTOMATION Pvt. Ltd. as of 31 December 2022 was not yet available at the data of the preparation of the Consolidated Financial Statements of DMG MORI, a summary of this data and the reconciliation of the carrying amount included in the consolidated balance sheet were determined on the basis of the company‘s financial statements as of 31 March 2022. The resulting effects on the carry- ing amount rollforward as of 31 December 2022 were estimated. D.33 in € K Trade debtors Other long-term financial assets Other long-term assets 31 Dec 2022 31 Dec 2021 918 15,001 1,398 17,317 732 11,006 2,362 14,100 Trade debtors are to be assigned to financial assets. As in the previous year, there were no receivables from associated companies included in the long-term trade debtors. Other long-term financial assets include the following items: 127 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Allowances for trade debtors from third parties and related parties and for other assets were as follows. [→ D.39] Other short-term financial assets include the following items: D.39 in € K Allowances as of 1 January Write-offs Net remeasurement in financial year Allowances as of 31 December 2022 23,116 -3,565 2,613 22,164 2021 23,304 -2,943 2,755 23,116 D.41 in € K Receivables from factoring Purchase price receivables from asset disposal Security deposits and other security payments A separate statement of allowances on trade debtors and other assets in accordance with IAS 1.82 (ba) was not included in the income statement due to the immateriality of the items. Specific value allowances were made for the gross values of trade debtors in the amount of € 28,285 K (previous year: € 25,941 K). The net value of the allowances in the financial year includes reductions of specific allow- ances in the amount of € -955 K (previous year: € -353 K). Discounted customers’ bills of exchange Creditors with debit balance Fair market value of derivative financial instruments Loans to third parties Receivables from corporate directory Receivables from employees Other short-term financial assets 31 Dec 2022 31 Dec 2021 11,520 6,135 3,310 5,617 7,546 2,197 2,160 1,947 3,301 3,170 402 5,686 5,263 4,213 3,332 3,077 3,021 1,508 856 7,653 41,239 40,675 Allowances as of 31 December 2022 include allowances under the “simpified approach” for receivables in the amount of € 771 K (previous year: € 757 K) and allowances under the “general approach” for other receivables and cash and cash equivalents in the amount of € 55 K (previous year: € 66 K). No financial assets were provided as collateral either in the reporting year or in the previous year. Other short-term assets include the following items: Trade debtor write-offs are recognized, if it is considered highly unlikely that the debtors will meet their payment obli- gations in the foreseeable future. D.42 in € K Payments on account Tax refund claims At the end of financial year 2022, there were derecognized trade debtors with a contract value of € 3,186 K (previous year: € 1,435 K, but which are currently pending an enforce- ment measure. Advance payments for services/licenses Other assets 31 Dec 2022 31 Dec 2021 79,704 23,698 20,181 13,609 70,802 20,460 19,686 18,932 137,192 129,880 Expenses relating to allowances and write-offs of trade debtors are reported under other operating expenses. These concern a large number of individual cases. Tax refund claims primarily include receivables from value added tax. Other assets include ex-post certificates amounting to € 5,009 K (previous year: € 6,094 K) relating to our invest- ments in sustainable, certified climate protection projects. Details on the calculation of allowances and on credit risks are described in Note 38. 27. CASH AND CASH EQUIVALENTS 26. OTHER ASSETS Other assets include the following items: D.40 in € K Other short-term financial assets Other short-term assets 31 Dec 2022 31 Dec 2021 41,239 137,192 178,431 40,675 129,880 170,555 At the reporting date, bank credit balances amounted to € 177,413 K (previous year: € 241,896 K). Information on the calculation and recognition of impairments can be found under Note 38. The development of cash and cash equivalents constituting the financial fund pursuant to IAS 7 “Cash Flow Statement” is illustrated consolidated statement of cash flows. 129 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet within the next five years. Moreover, the rest of the tax loss carry forwards not recognized in an amount of € 0 K (previ- ous year: € 1,127 K) expire within 6 to 10 years. The following statements have essentially been taken from the articles of association of DMG MORI AKTIEN­ GESELLSCHAFT (version December 2020). Deferred tax assets on deductible temporary differences amounting to € 45,588 K (previous year: € 12,748 K) were not recognized, as it is unlikely that future taxable profits will be available against which the group can offset the deferred taxes. With regard to subsidiaries which had tax losses in the current year or in the previous year, deferred tax asset amounting to € 0 K (previous year: € 2,655 K) were capi- talized. The realization of these assets depends on future taxable income that is higher than the income effects from the reversal of current taxable differences. Due to substan- tial indicators, the DMG MORI group assumes that on the basis of future business activities and tax planning there will be sufficient positive taxable income available to realize the tax assets. For deferred temporary differences related to interest in subsidiaries in the amount of € 12,928 K (previous year: € 20,351 K), no deferred taxes were recognized because the requirements of IAS 12.39 are met. The deferred tax assets recognized directly in equity fell by € 3,662 K to € 4,831 K as of the reporting date (previ- ous year: € 8,493 K). These break down into deferred tax assets amounting to € 7,037 K (previous year: € 9,453 K) on actuarial gains and losses recognized in equity, as well as deferred tax liabilities in the amount of € 1,108 K (previ- ous year: € 960 K) relating to the measurement of financial instruments in equity and of € 1,098 K (previous year: € 0 K) on net investments. 29. EQUITY The movement of individual components in group equity for financial years 2022 and 2021 is presented in the consolidated statement of changes in equity. Business transactions are presented under “Transactions with owners” in which the owners have acted in their capacity as owners. Subscribed capital The share capital of DMG MORI AKTIENGESELLSCHAFT amounts to € 204,926,784.40 and is fully paid up. The Executive Board is authorized, with the approval of the Supervisory Board, to increase the share capital by up to a nominal amount of € 102,463,392.20 until 09 May 2024 through the issue of up to 39,408,997 new no-par value bearer shares for contributions in cash and/or in kind (authorized capital). This authorization can be exercised once or several times in partial amounts. For cash contributions, the new shares may also be under- written by one or more banks or companies, as defined by Section 186 (5) (1) of the German Stock Corporation Act (AktG), designated by the Executive Board, with the obligation to offer them to the shareholders for subscription (indirect sub- scription right). In all cases, shareholders must be granted subscription rights. However, the Executive Board is author- ized, with the approval of the Supervisory Board, to disap- ply shareholders’ subscription rights in the following cases: a) with respect to a proportionate amount of share capital up to € 5,000,000 for the issue of shares to company employees and companies affiliated with the company as specified in Section 15 AktG. b) capital increases for contributions in kind, to acquire, in suit- able cases, companies, parts of companies or interests in companies, or other assets in return for the issue of shares, c) capital increases for cash contributions, if the issuing price of the new shares is not significantly lower, in accordance with Section 203, (1) and (2), and Section 186 (3)(4) AktG, than the stock market price on the final effective date of the issuing price determined by the Executive Board, which should be as close as possible to the date of placement of the shares, and if the total proportional amount of the share capital attributable to the new shares, for which the shareholders’ sub- scriptions rights are excluded, neither on the effective date nor on the date of exercise of this authorization exceeds 10 percent of the share capital. Shares that are issued or sold during the validity of the authorized capital with the exclusion of shareholders’ subscription rights, in direct or analogous application of Section 186 (3)(4) AktG are to be included in the maximum limit of 10 % of the share capital, d) to exclude any fractional amounts from the subscrip- tion right. It is divided into 78,817,994 no-par value shares with a theo- retical par value of € 2.60 per share. Each share carries the right to one vote. Each no-par share grants one vote. All shares issued on the basis of the aforementioned author- ization disapplying subscription rights of shareholders, pursuant to point b) and c) above, may not exceed 20 % of the 131 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet had not been used and an use of the guarantee line. The syndicated credit line requires that the group comply with a customary covenant that stipulates a defined financial ratio. We complied with the covenant in the quarters and as of 31 December 2022. In the case of defined benefit plans, it is the company’s obligation to pay the promised benefits to active and former employees, whereby a distinction is made between pension plans that are financed through provisions and those that are financed through a fund. In general, the pensions paid correspond to the promised benefits. Due to the domination and profit transfer agreement between DMG MORI Europe Holding GmbH and DMG MORI AKTIEN­ GESELLSCHAFT, the company no longer has the possibility to actively shape the DMG MORI group’s equity base through a dividend policy. Surplus funds are determined as cash and cash equivalents less sum of financial debt. D.45 in € K Cash and cash equivalents Financial debt Surplus fund Total Equity Equity ratio Gearing 31 Dec 2022 31 Dec 2021 177,413 5,668 171,745 241,896 0 241,896 1,422,496 1,401,782 50.3 – 54.8 – Total equity fell in absolute terms by € 20,714 K. The equity ratio as of 31 December 2022 fell to 50.3 % (previous year: 54.8 %). 30. PROVISIONS FOR PENSIONS Pension provisions are set up for obligations arising from legal rights to future pension payments and from current pension payments to those active and former employees of companies within the DMG MORI group entitled to such, and to their surviving dependents. Depending on the legal, economic and fiscal circumstances of the respective country, there are different forms of old-age provision that are usually based among other things on the duration of employment and the employees’ remuneration. In Germany the commit- ments are dependent upon wages or salary and are paid as a pension; there is no minimum guarantee. Employee pension schemes are based as a rule either on defined contribution plans or defined benefit plans. In the case of defined contribution plans the respective company does not assume any further obligations which go beyond the payment of contributions into an earmarked reserve fund. The related expenses in financial year 2022 amounted to € 1,705 K (previous year: € 1,697 K). For domestic subsidiaries, besides current pension plans, there are no defined benefit plans for new employees. The employees of Swiss subsidiaries participate in defined benefit pension plans. In Switzerland, employers are obli- gated to give a minimum contribution to their employees’ pension plans. In addition to this, there are no minimum guarantees. These plans burden the group with actuarial risks, such as risk of longevity, currency exchange risk, inter- est and market (investment) risk. In the DMG MORI group, pension commitments are financed by transfers to provisions and plan assets. The investment strategy for global pension assets is based on the objective of securing pension payments in the long term. In Germany, plan assets comprise insurance contracts or contracts and are held by a legally independent entity whose sole purpose is to hedge and fund employee benefit liabilities. In Swit- zerland, external plan assets are invested in a customary pension fund. Plan assets in Switzerland are subject to cus- tomary minimum funding requirements. The amount of the pension obligation (present value of future pension commit- ments or defined benefit obligation) was calculated on the basis of actuarial methods by estimating the relevant factors impacting the pension commitment. In Germany, Klaus Heu- beck’s “2018G guideline tables” were used as a biometric accounting basis. In Switzerland, the “BVG 2015 technical principles, generation tables” were used to calculate values. They are based on the latest available observations of mor- tality rates, mostly by private pension funds, and take into account future changes in mortality rates over time. Along with the assumptions on life expectancy, the following premises for the parameters to be applied to the actuarial calculations in the reports were defined: D.46 in % Discount interest rate Salary trend Pension trend Germany Rest of the world Germany Rest of the world 2022 2022 2021 2021 3.63 0.00 2.20 1.36 9.32 2.88 0.94 0.00 1.70 0.29 4.29 1.41 133 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Defined benefit obligation Fair value of plan assets Net debt (net asset) from defined benefit plans 2022 2022 2022 2022 2022 2022 Germany 46,816 Rest of the world 16,564 Germany -15,979 Rest of the world -12,531 Germany 30,837 0 195 424 0 619 -6,802 140 0 0 1,000 -39 141 625 1,727 -3,360 1,143 0 0 -6,662 -2,217 0 -2,954 1,798 -1,156 39,617 0 -216 0 -216 0 0 -148 0 -148 0 0 0 -233 -233 -992 1,585 0 593 0 0 -34 -531 -565 0 0 0 588 588 -760 542 0 -218 15,858 -15,767 -12,726 Rest of the world 4,033 1,000 -39 107 94 1,162 -3,360 1,143 0 588 0 195 276 0 471 -6,802 140 0 -233 -6,895 -1,629 -992 -1,369 1,798 -563 23,850 -760 326 0 -434 3,132 D.49 in € K As at 1 January Included in profit and loss Current service cost Past service cost Interest expense (income) Exchange rate changes Included in other comprehensive income Loss (profit) from remeasurements Actuarial losses (profits) from: – financial assumptions – experience adjustments – demographic adjustments Effects on plan assets excluding interest income Other Contributions paid by the employer Pension payments made Other As at 31 December D.50 in € K As at 1 January Included in profit and loss Current service cost Past service cost Interest expense (income) Exchange rate changes Included in other comprehensive income Loss (profit) from remeasurements Actuarial losses (profits) from: – financial assumptions – experience adjustments – demographic adjustments Effects on plan assets excluding interest income Other Contributions paid by the employer Pension payments made Other As at 31 December Defined benefit obligation Fair value of plan assets Net debt (net asset) from defined benefit plans 2021 2021 2021 2021 2021 2021 Germany 51,810 Rest of the world 14,626 Germany -16,133 Rest of the world -9,625 Germany 35,677 Rest of the world 5,001 -18 271 265 0 518 -2,149 -329 0 0 -2,478 0 -3,034 0 -3,034 46,816 379 0 38 584 1,001 -246 244 -811 0 -813 0 417 1,333 1,750 16,564 0 0 -84 0 -84 0 0 0 -351 -351 -2,251 2,840 0 589 0 0 -19 -423 -442 0 0 0 -424 -424 -605 -119 -1,316 -2,040 -15,979 -12,531 135 Annual Report 2022 -18 271 181 0 434 -2,149 -329 0 -351 -2,829 -2,251 -194 0 -2,445 30,837 379 0 19 161 559 -246 244 -811 -424 -1,237 -605 298 17 -290 4,033

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.53 in € K Obligations arising from personnel Risks arising from warranties and retrofitting Obligations arising from sales Other Total 31 Dec 2022 31 Dec 2021 Total 100,152 64,678 104,494 49,435 318,759 of which short-term 77,052 53,335 100,038 44,010 274,435 Total 103,787 69,332 82,785 57,155 of which short-term 71,538 59,314 80,066 54,284 313,059 265,202 and measurement of provisions are also subject to uncer- tainties. The provisions for legal disputes recognized at the balance sheet date mainly relate to legal disputes arising from machine tool sales. There are also legal disputes relating to contracts with external service providers. Adequate provisions have been made for these cases. Further disclosures have been omitted pursuant to IAS 37.92. Obligations arising from personnel include provisions for the long-term incentive, a remuneration component with a long-term incentive effect, totaling € 8,166 K (previous year: € 5,650 K). A detailed description of the long-term incentive can be found in the “Remuneration report” chapter of the Group Management Report. The risk of further outflows beyond these provisions is con- sidered unlikely as of 31 December 2022. For the short-term provisions, it can be assumed that a significant part of the obligations will be fulfilled in financial year 2023. The movement in the other provisions is illustrated in the breakdown of provisions. [→ D.54] The other changes include currency adjustments and book transfers. 32. FINANCIAL DEBTS As of 31 December 2022, DMG MORI AKTIENGESELLSCHAFT has financial debts amounting to € 5,668 K (previous year: € 0 K). These result from the drawdown of a financing loan for the construction of our new production plant in Pinghu (China). The total financing framework amounts to € 49.2 million. [→ D.55 | D.56] D.54 in € K 1 Jan 2022 Additions Used Reversal Change in the group of consolidated companies Obligations arising from personnel 103,787 66,275 55,554 9,160 -4,160 Risks arising from warranties and retrofitting Obligations arising from sales Other Total D.55 in € K Bank loans and overdrafts 69,332 82,785 57,155 46,215 46,165 31,429 37,332 20,204 22,833 313,059 190,084 135,923 13,242 4,021 15,542 41,965 -335 -260 -2,009 -6,764 Other changes -1,036 40 29 1,235 268 31 Dec 2022 100,152 64,678 104,494 49,435 318,759 31 Dec 2022 5,668 5,668 of which due within 1 year 5,668 5,668 of which due within 1 to 5 years of which due after 5 years 0 0 0 0 D.56 31 Dec 2022 31 Dec 2021 Loans Bank overdrafts Currency Carrying amount Remaining period in years Effective interest rate CNY CNY € K 3,739 1,929 5,668 up to 1 up to 1 % 3.9 3.4 Currency CNY various Carrying amount Remaining period in years Effective interest rate € K 0 0 0 up to 1 up to 1 % – – 137 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Other short-term liabilities include the following items: 34. TRADE CREDITORS AND OTHER SHORT-TERM LIABILITIES Short-term financial liabilities are shown as follows: D.62 in € K Tax liabilities D.60 in € K 31 Dec 2022 31 Dec 2021 Payroll account liabilities Liabilities relating to social insurance Trade payables to third parties Liabilities to other related companies 176,461 134,714 Deferred income 239,500 119,061 Other liabilities Liabilities to at equity accounted companies Liabilities to other equity investments Other short-term financial liabilities 7,118 1,010 2,189 1,192 25,557 19,957 449,646 277,113 Liabilities to other related parties arise from goods and services supplied as part of the business relationship to DMG MORI COMPANY LIMITED and its affiliated companies. These include liabilities to DMG MORI COMPANY LIMITED in an amount of € 65,700 K (previous year: € 59,960 K). A liability amounting to € 146,509 K (previous year: € 29,250 K) results from the transfer of profit to DMG MORI Europe Holding GmbH. All information and notes on contract liabilities from per- formance obligations and contract liabilities from down payment invoices can be found in note 6. Other short-term financial liabilities are shown as follows: D.61 in € K Factoring liabilities Fair market values of derivative financial instruments Debtors with credit balance Other short-term financial liabilities 31 Dec 2022 31 Dec 2021 7,876 5,160 2,231 4,552 10,898 25,557 1,142 3,742 9,913 19,957 Factoring liabilities refer to liabilities arising from reverse factoring amounting to € 6,735 K (previous year: € 5,151 K). The fair value of derivative financial instruments involves the fair value for forward exchange contracts amounting to € 2,231 K (previous year: € 1,142 K) mainly in USD, GBP, CHF and JPY. Other financial liabilities include liabilities from bills of exchange amounting to € 8,487 K (previous year: € 7,672 K). 31 Dec 2022 31 Dec 2021 24,392 23,112 4,801 2,051 2,753 410 4,633 2,638 4,732 774 34,407 35,889 Tax liabilities refer to liabilities arising primarily due from value added tax amounting to € 12,413 K (previous year: € 12,222 K) as well as liabilities arising from wage and church tax in the amount of € 9,285 K (previous year: € 7,662 K). 35. LEASING Leases acting as a lessee The DMG MORI group leases specific tangible assets such as buildings, technical equipment and machines, office equip- ment and cars. The table shows additions to and amortization of rights of use included in property, plant and equipment and intangi- ble assets. [→ D.63] As of 31 December 2022, the DMG MORI group recognizes right-of-use assets amounting to € 47,080 K (previous year: € 45,822 K) under tangible assets. The corresponding lease liabilities of € 40,291 K (previous year: € 45,153 K) are shown separately in the balance sheet. When determining lease terms, the DMG MORI group takes into account all facts and circumstances that create an eco- nomic incentive to exercise extension options or not to exer- cise termination options. Changes to terms resulting from exercising extension options or not exercising termination options are only included in the term of the contract if the group is reasonably certain to extend or not to exercise a termination option. If, e.g., by exercising a termination option or not exercising an extension option, the DMG MORI group is subject to significant penalties, it is generally consid- ered reasonably certain that the group will not terminate or extend the contract. Moreover, other economic factors are taken into account, which play a key role in deciding whether to exercise extension options or not to exercise termination options. The assessment is reviewed, when a significant event or change in circumstances occurs that could influence the previous assessment – provided this is within the lessee’s control. 139 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet In 2022, the DMG MORI group recognized payments from sub- leases relating to finance leases in the amount of € 186 K (previous year: € 176 K). 36. CONTINGENT LIABILITIES AND OTHER FINANCIAL OBLIGATIONS The following table presents a maturity analysis of lease receivables and shows the undiscounted lease payments to be received after the balance sheet date. [→ D.64] D.64 in € K FINANCE LEASES Less than one year One to two years Two to three years Three to four years Four to five years More than five years Total 31 Dec 2022 31 Dec 2021 204 204 204 204 204 186 186 186 186 186 3,730 4,750 3,595 4,525 Operating leases During financial year 2022, the DMG MORI group acted as a lessor in operating lease contracts. These agreements mainly cover the leasing of machine tools. The DMG MORI group has classified these leases as operating leases as they do not transfer substantially all the risks and rewards incidental to ownership. In 2022, the DMG MORI group recognized € 1,186 K in lease income from operating leases including income from sub- leases (previous year: € 1,458 K), which are reported in other operating income. Lease income generated in the DMG MORI group’s ordinary course of business was rec- ognized in revenue. The table below provides a maturity analysis of the undiscounted lease payments to be received after the balance sheet date: D.65 in € K OPERATING LEASES Less than one year One to two years Two to three years Three to four years Four to five years More than five years Total D.67 in € K 31 Dec 2022 31 Dec 2021 588 122 64 0 0 0 939 436 99 64 0 0 774 1,538 Forward exchange contracts as cash flow hedges Forward exchange contracts held for trading purposes No provisions were set up for the following contingent liabil- ities recognized at nominal values, as the risk of utilization is considered relatively improbable: D.66 | CONTINGENCIES in € K Guarantees Warranties Other contingencies Total 31 Dec 2022 31 Dec 2021 50 487 5,016 5,553 50 705 5,346 6,101 The guarantees primarily include advance payment guaran- tees to foreign group companies. Other contingencies com- prise, in particular, guarantees for framework agreements and contract performance guarantees. During financial year 2022, the DMG MORI group concluded contracts for the purchase of property, plant and equip- ment in financial year 2023 worth € 47,068 K (previous year for 2022: € 45,486 K). This increase was mainly due to the planned completion of the group’s production plant in China. 37. FINANCIAL INSTRUMENTS At the balance sheet date, forward exchange contracts were held by the DMG MORI group mainly in the currencies USD, GPB, RUB and JPY. The nominal and fair values of derivative financial instruments existing at the balance sheet date are set out below. [→ D.67] The nominal values correspond to the sum of all unbalanced purchase and sales amounts from derivative financial trans- actions. The fair market values recognized constitute the price at which, as a rule, third parties would assume the rights or obligations arising from the financial instruments as of the balance sheet date. It cannot generally be assumed that this assessed value may actually be achieved upon liq- uidation. The fair market values are the current values of the derivative financial instruments excluding any adverse trends in value from underlying transactions. The fair values of forward exchange contracts are recognized in the balance sheet as other long-term or short-term financial assets or other long-term and short-term financial liabilities. 31 Dec 2022 31 Dec 2021 Nominal value 34,335 159,693 194,028 Asset 273 1,674 1,947 Debt 362 1,869 2,231 Fair market value total Nominal value Fair market value -89 -195 -284 18,509 161,894 180,403 -365 2,265 1,900 141 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.69 in € K Financial assets Forward exchange contracts Financial liabilities Forward exchange contracts D.70 in € K Financial assets Forward exchange contracts Financial liabilities Forward exchange contracts Gross amounts of financial instruments in the balance sheet Potential offsetting assets subject to global netting agreements 31 Dec 2022 31 Dec 2022 1,947 2,231 1,078 1,078 Gross amounts of financial instruments in the balance sheet Potential offsetting assets subject to global netting agreements 31 Dec 2021 31 Dec 2021 3,077 1,177 1,177 1,177 Net amount 31 Dec 2022 869 1,153 Net amount 31 Dec 2021 1,900 0 the DMG MORI group, forward exchange contracts are used. Derivative financial instruments are concluded and handled, based on binding internal guidelines defining scope, respon- sibilities, reporting and controls. The group hedges at least 90 % of its estimated foreign exchange risks from contracted orders and expected acqui- sitions and disposals over the next 12 months. To hedge against the foreign exchange risk, forward exchange trans- actions with a maturity of less than one year from the date of the financial statement are used predominantly. Hedging transactions are only permitted with specified counterparties. DMG MORI defines the existence of an economic relation- ship between the hedging instrument and the underlying hedged item based on the currency, amount and timing of their respective cash flows. The hypothetical derivative method is used to assess whether the derivative designated in the hedging relationship is expected to be effective or has been effective with regard to changes in the underlying hedged item’s cash flows. In the financial year, the following average hedging rates for our main currencies were used for derivatives in hedge accounting: D.71 in € USD JPY GBP Average hedging rates In 2022 Average hedging rates in 2021 1.07 138.79 0.87 1.18 129.49 0.86 The DMG MORI group determines foreign currency sensitiv- ity through aggregating all foreign currency items that are not represented in the functional currency of the respective company and sets these against hedging. The fair values of the basic items and hedges included are measured once at the actual exchange rates and once using sensitivity rates. The difference between the two values represents the effects on equity and earnings. The table [→ D.72] shows the net currency risk from transac- tions in € K for major currencies as of 31 December 2022 and 2021. The main causes of ineffectiveness in these hedges are defaults on receivables, changes in the timing of underly- ing hedged items or changes in hedged cash flows. The table [→ D.73] presents the possible impact of financial instruments on the reserve for derivatives or the other D.72 | CURRENCY in € K Currency risk from balance sheet items Currency risk from pending transactions Transaction-related currency items Financially hedged item through derivatives Open currency items 31 Dec 2022 31 Dec 2021 USD JPY -6,147 3,601 -5,579 -8,383 GBP 9,339 9,101 -2,546 -13,962 18,440 2,034 -512 12,972 -17,310 -990 1,130 USD 314 -202 112 -797 -685 JPY -8,219 -5,039 -13,258 GBP 5,371 2,161 7,532 12,768 -7,331 -490 201 14 3 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet and covering the financial requirements of sales financing. The management is regularly informed about cash inflows and outflows as well as about financing sources. The liquidity risk is mitigated by creating the necessary financial flexi- bility within the scope of existing financing operations and through effective cash management. Liquidity risk at the DMG MORI group is governed by financial planning over twelve months. This makes it possible to finance predict- able deficits under normal market conditions at standard market terms. On the basis of current liquidity planning, no liquidity risks are identifiable at present. A syndicated credit facility of € 500.0 million is available at various banks to secure liquidity. For the production plant in Pinghu (China) the financing framework is amounting to € 49.2 K (previous year: € 0 K). The syndicated credit line had an original matu- rity date of February 2025. In April 2022, the group was able to secure the early extension of this current credit line to February 2027. It comprises a usable revolving cash tranche of € 200,0 million and a bank guarantee tranche of € 300,0 million. The syndicated loan agreement was concluded with an international bank syndicate at market conditions and has an interest rate based on the current money market rate (1 to 6-month EURIBOR) plus a mark-up. This interest mark-up may change depending on group key figures. The financing agreements for the syndicated loan obligate the DMG MORI group to comply with customary covenants. The covenant was met on a quarterly basis and as of 31 December 2022. Loan facilities have not been canceled either in financial year 2022 or in the previous year. As of 31 December 2022, the DMG MORI group has access to cash and cash equiv- alents amounting to € 177.4 million (previous year: € 241.9 million) and open lines of credit in the amount of € 200.0 million (previous year: € 200.0 million) and additional open credit lines (bank guarantees, credits and factoring) in the amount of € 247.2 million (previous year: € 307.2 million). The table [→ D.76] shows contractually agreed (non-discounted) interest and repayments of original financial liabilities as well as of the derivative financial instruments with nega- tive fair values: This includes all instruments that were held as of 31 December 2022 and 31 December 2021 respectively, and for which payments have been contractually agreed. Forecast figures for future new liabilities have not been included. Amounts in foreign currencies were translated at the exchange rate on the reporting date. The variable inter- est payments for financial instruments were determined on D.76 in € K Financial debts Liabilities arising from lease arrangements Trade payables to third parties Liabilities to at equity accounted companies Liabilities to other related companies Liabilitites to other equity investments Other financial liabilities (without liabilities from derivatives) Subtotal Liabilities from derivatives Total D.77 in € K Liabilities arising from lease arrangements Trade payables to third parties Liabilities to at equity accounted companies Liabilities to other related companies Liabilitites to other equity investments Other financial liabilities (without liabilities from derivatives) Subtotal Liabilities from derivatives Total Book value 31 Dec 2022 5,668 40,291 176,461 7,118 239,500 1,010 23,326 493,374 2,231 495,605 Cash flows 2023 Cash flows 2024 – 2027 Cash flows 2028 et seq. Interest Repayment Interest Repayment Interest Repayment 211 791 0 0 0 0 0 5,668 9,914 176,461 7,118 239,500 1,010 23,326 0 0 1,476 21,064 0 2,623 0 9,313 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,002 462,997 1,476 21,064 2,623 9,313 0 2,231 0 0 1,002 465,228 1,476 21,064 2,623 9,313 Cash flows 2022 Cash flows 2023 – 2026 Cash flows 2027 et seq. Book value 31 Dec 2021 45,153 134,958 2,189 119,061 1,192 18,865 321,418 1,177 322,595 Interest Repayment Interest Repayment Interest Repayment 751 14,176 1,433 20,701 2,694 10,276 0 0 0 0 0 134,714 2,189 119,061 1,192 18,815 0 0 0 0 0 244 0 0 0 50 0 0 0 0 0 0 0 0 0 0 751 290,147 1,433 20,995 2,694 10,276 0 1,142 0 35 751 291,289 1,433 21,030 2,694 10,276 145 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet (external rating) on a regular basis; cash deposits are distrib- uted at different banks, mainly our syndicated banks. With respect to derivative financial instruments, the DMG MORI group is exposed to a credit risk arising from the non-per- formance of contractual agreements by the other party to the agreement. This credit risk is only mitigated by enter- ing into transactions with parties with good credit ratings. Pursuant to IFRS 7.36, the carrying amount of the financial assets represents the maximum credit risk. No securities received or other credit enhancements existed in the financial year or previous year. 39. OTHER DISCLOSURES ON FINANCIAL INSTRUMENTS The carrying amounts and fair value of financial assets and liabilities are shown in the table below. [→ D.80 | D.81]. The table does not contain any information about the fair value of financial assets and liabilities that have not been measured at fair value, if the carrying amount is a reason- able approximation of fair value. Financial assets include those investments that were classified as “measured at fair value with changes in value recognized in other comprehen- sive income” (FVOCI) under IFRS 9. Trade debtors include receivables from third parties, other related parties, com- panies accounted for at equity and associated companies. Other receivables from other related parties are shown sep- arately. The same disclosure applies to trade creditors (see Note 34). Information on other financial assets and liabilities is shown in Note 23, 26, 33 and 34. For financial instruments accounted at fair value, the fair value is always determined from stock market prices. If stock market prices are not available, this is measured by apply- ing standard economic methods (measurement methods), taking instrument-specific market parameters as a basis. Financial assets are measured at fair value. The fair value of equity instruments amounts to € 111.2 million (previous year: € 109.2 million) and mainly comprises the sharehold- ing in TULIP Interfaces Inc., Somerville (USA), and other individual non-significant companies. The fair value of TULIP Interfaces Inc. was calculated using the discounted cash flow method (previous year: based on the last financing round). The valuation model takes into account the present value of the expected payments, dis- counted using a risk-adjusted discount rate (WACC). The expected payments are calculated taking into account the possible scenarios of planned sales revenues and EBIT. The significant unobservable inputs used in the calculation in 2022 are the risk-adjusted discount rate of 12.5 % and the growth rate of 1.00 %. The estimated fair value would rise (fall) if the risk-adjusted discount rate were lower (higher); if the growth rate were higher (lower). Other financial assets include the fair value of an option on the purchase of shares in a company operating a solar park. The valuation model takes into account the cash value of expected payments, discounted at the risk-adjusted dis- count rate (WACC). The expected payments are determined by taking into account the possible scenarios for planned sales revenues (as a function of the market prices for elec- tricity) and the EBIT. The main unobservable input factors used in 2022 are the risk-adjusted discount rate 7.82 % (pre- vious year: 6.43 %) and the expected annual sales revenue (between € 2,580 K and € 2,824 K) based on market prices for electricity and productivity (output). The estimated fair value would rise (fall), if the annual sales revenue (based on market prices) rose (fell), if the risk-adjusted discount rate was lower (higher); if the degradation was lower (higher). No liquid markets exist for loans and receivables, which are measured at amortized costs. For short-term loans and receivables, it is assumed that the fair value corresponds to the carrying amount. All other loans and receivables are assessed at fair value through the deduction of accrued interest on future expected cash flows. Thus, the interest rates applied to loans are the same as those used for new loans with a similar risk structure, original currency and term. Trade creditors and other current financial liabilities gener- ally have a maturity of less than one year, so that the car- rying amount corresponds approximately to the fair value. For liabilities to banks and other long-term liabilities, the fair values are determined as present values of the liability payments based on market interest rates and risk surcharge. Fair value is determined using the discounted cash flow method, using estimated cash flows, where individual credit ratings and other market circumstances in the form of standard market credit or solvency spreads are taken into account in the cash value assessment. Fair Value Hierarchy As of 31 December 2022, the group held the financial assets and liabilities presented in the following table and measured at fair value. [→ D.82] 147 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.82 in € K Financial assets Measured at fair value 31 Dec 2022 31 Dec 2021 Level 1 Level 2 Level 3 Level 1 Level 2 Level 3 Financial assets (recognized in equity) 1) Trade debtors in FVOCI category 2) Derivatives with hedge relationship (recognized in equity) Derivatives without hedge relationship (recognized in P&L) Financial liabilities Measured at fair value Derivatives with hedge relationship (recognized in equity) Derivatives without hedge relationship (recognized in P&L) 111,225 226,476 6,324 273 1,673 362 1,869 109,203 216,421 3,483 24 3,053 389 788 1) In the balance sheet, € 105,914 K (previous year: € 106,760 K) is reported in investments and € 5,311 K (previous year: € 2,443 K) in other long-term financial assets. 2) Trade debtors in the FVOCI category that were classified at Level 3 are based on individual allowances. The measurement and disclosure of the fair value of financial instruments is based on a fair value hierarchy, which takes into account the significance of the input data used in the measurement and is broken down as follows: Level 1: Quoted prices (adopted unadjusted) in active markets for identical financial assets and liabilities; Level 2: Input data other than the quoted prices included within Level 1 that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices); The table below shows additions to financial assets in the financial year on Level 3 of the fair value hierarchy: D.83 | EQUITY INVESTMENTS LEVEL 3 in € K Opening balance Additions Changes in value Disposals Final balance 2022 109,203 461 1,561 0 2021 27,279 9,737 72,187 0 111,225 109,203 Level 3: Input data used for measuring the asset or liability data not based on observable market data (unobservable input data). A possible change in one of the key, non-observable input factors, while retaining the other input factors, would have the following effects on the fair value of the purchase option for shares in a company: In the financial year, no reclassification was made between Levels 1 and 2 in the measurement of fair value and no reclas- sification was made on or from Level 3 with respect to the measurement of fair value. Financial assets include the fair value of an option to purchase shares in a company operat- ing a solar park. The carrying amount was € 5,311 K (previous year: € 2,443 K). In the financial year, a net change in the fair value amounting to € 2,868 K (previous year: € 232 K) was recognized in other comprehensive income. Under IFRS 9, the group has classified the option to purchase shares in a company as FVOCI and allocated it to Level 3. There were no dividend pay-outs during the financial year. The fair value of the investment in TULIP Interfaces Inc., Somerville (USA), in the amount of € 104,742 K (previous year: € 101,677 K), is also included here (for further information, please refer to Note 21). D.84 | PROFIT OR LOSS in € K 31 December 2022 WACC (1.00 % change) Degradation (0.50 % change) Market price for electricity (0.50 % change) D.85 | PROFIT OR LOSS in € K 31 December 2021 WACC (1.00 % change) Degradation (0.50 % change) Market price for electricity (0.50 % change) Increase Decrease -574 -438 411 648 453 -387 Increase Decrease -291 -253 271 336 262 -253 149 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes on the Cash Flow Statement include short-term financial investments that can be con- verted to cash amounts at any time and are only subject to immaterial fluctuations in value. Cash and cash equivalents are measured at amortized cost. € 16,326 K (previous year: € 19,821 K), including € 15,712 K for repayment (previous year: € 19,103 K) and € 614 K for interest (previous year: € 718 K). Cash outflows for short-term leases and leases of low value assets are not included here. The cash flow from current operations was calculated using the indirect method through adjusting earnings before tax for changes in inventories, trade debtors and creditors, non-cash items and all other items showing cash flows in the invest- ment or financing areas. Due to the application of IFRS 16, payments of principal for leases are recognized in cash flow from financing activities. The total cash outflows for lease obligations recognized as liabilities in 2022 amounted to The cash flows from investment or financing activities were each calculated in terms of actual sums paid. Effects from foreign currency translation and changes in the consolidated group were adjusted accordingly. The reconciliation between the change in liabilities from financing activities and in cash flow from financing activ- ities is shown in the table below. [→ D.89 | D.90] D.89 in € K As at 1 January 2022 Deposits / payments for borrowing / for repayment of financial debt Profit transfer to DMG MORI Europe Holding GmbH Cash outflows of repayment for lease liabilities Financial debts 0 5,921 Total changes in cash flow from financing activities 5,921 Changes from the acquisition or loss of control of subsidiaries Effects of changes in foreign exchange rates Liabilities from the profit and loss transfer to DMG MORI Europe Holding GmbH for year 2022 Other changes As at 31 December 2022 -253 5,668 Liabilities from leasing arrangements Liabilities from profit transfers to DMG MORI Europe Holding GmbH Loans from other related companies Total 45,153 29,250 4,139 78,542 -29,250 5,756 11,677 -29,250 -15,712 -29,250 5,756 -33,285 -460 -723 -495 146,509 11,355 146,509 146,509 9,435 201,903 -15,712 -15,712 -723 218 11,355 40,291 D.90 in € K Liabilities from profit transfers to non-controlling interest Non-controlling equity interests Liabilities from leasing arrangements Liabilities from profit transfers to DMG MORI Europe Holding GmbH Loans from other related companies As at 1 January 2021 1,631 13,830 52,336 -1,631 -19,103 -1,029 27,063 -27,063 0 Total 94,860 -27,063 4,139 4,139 -1,631 -19,103 -1,029 Profit transfer to DMG MORI Europe Holding GmbH Deposits / payments for borrowing / for repayment of financial debt Dividends paid to non-controlling interests in subsidiaries Cash outflows of repayment for lease liabilities Payments / amounts paid out from changes in subsidiaries Total changes in cash flow from financing activities Changes from the acquisition or loss of control of subsidiaries Effects of changes in foreign exchange rates Liabilities from the profit and loss transfer to DMG MORI Europe Holding GmbH for year 2021 Other changes As at 31 December 2021 -1,631 -1,029 -19,103 -27,063 4,139 -44,687 0 -649 1,180 3,697 17,029 -238 1,358 10,800 45,153 29,250 29,250 4,139 -887 2,538 29,250 14,497 95,571 151 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting A tabular presentation as part of the notes can be found in Note 42. The “Machine Tools” segment includes the group’s new machine business comprising the Turning, Milling, Advanced Technologies (ULTRASONIC / LASERTEC / ADDITIVE MANU­ FACTURING) and Digital Solutions business units. The “Machine Tools” segment includes the lathes and turning centers of › GILDEMEISTER Drehmaschinen GmbH, Bielefeld, › GILDEMEISTER Italiana S.r.l., Brembate di Sopra (Bergamo), Italy, › GRAZIANO Tortona S.r.l., Tortona, Italy, › FAMOT Pleszew Sp. z o.o., Pleszew, Poland, › DECKEL MAHO GILDEMEISTER (Shanghai) Machine Tools Co., Ltd., Shanghai, China, › ULYANOVSK Machine Tools ooo, Ulyanovsk, Russia, the milling machines and machining centers of › DECKEL MAHO Pfronten GmbH, Pfronten, › DECKEL MAHO Seebach GmbH, Seebach, › FAMOT Pleszew Sp. z o.o., Pleszew, Poland, › DECKEL MAHO GILDEMEISTER (Shanghai) Machine Tools Co., Ltd., Shanghai, China, › ULYANOVSK Machine Tools ooo, Ulyanovsk, Russia, › DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu (China), the Ultrasonic and Lasertec machines of Advanced Technologies › DMG MORI Ultrasonic Lasertec GmbH, Stipshausen / Idar-Oberstein, › DMG MORI Additive GmbH, Bielefeld, and products of the Digital Solutions business unit of › DMG MORI Digital GmbH, Bielefeld, › ISTOS GmbH, Bielefeld. All machines produced are classified as cutting machine tools, and all business units are highly concurrent with each other. The parent company of the production plants, GILDEMEISTER Beteiligungen GmbH, also belongs to this segment. Additionally, the group’s uniform IT is concen- trated here. Vertriebs und Service GmbH, Bielefeld, is as well the operat- ing management company of the group’s Sales and Service sites. DMG MORI AKTIENGESELLSCHAFT is responsible for the markets in the DACH (domestic market Germany, Austria and Switzerland) and EMEA (Europe, Middle East, Africa) regions, as well as for the Chinese market. With effect from 1 July 2022 DMG MORI COMPANY LIMITED acquired the majority in DMG MORI India Pvt. Ltd. and, in addition to Japan, North and South America, also manages the Indian market and the residual regions in Asia. In the Services business unit, we combine the marketing activities and the LifeCycle Services for both our machines and those of DMG MORI COMPANY LIMITED. DMG MORI Life Cycle Services help our customers to maximize the productivity of their machine tools across their entire life cycle – from commissioning to part exchange as a used machine. The wide range of service agreements, main- tenance and training services offered, guarantees our customers maximum cost- effectiveness for their machine tools. This includes placement and consulting activities. Another area is the key accounting for major interna- tional customers, which is concentrated cross-region and cross-product. Energy Solutions only plays a minor role. This includes the business operations of GILDEMEISTER energy solutions GmbH and the company responsible for sales and service in Italy. The Energy Solutions sector is only of minor importance to the group. This includes the business operations of GILDE­ MEISTER energy solutions GmbH and the company respon- sible for sales and service in Italy. The “Corporate Services” segment primarily comprises the DMG MORI AKTIENGESELLSCHAFT with its group wide holding functions. DMG MORI AKTIENGESELLSCHAFT is assigned with corporate functions, such as group strategy, development and purchasing coordination, management of overall projects in the production and logistics areas, financ- ing, corporate controlling and corporate personnel man- agement. The holding functions across the group generate expenses and sales revenues. 42. EXPLANATORY NOTES ON SEGMENT DATA The „Industrial Services“ segment comprises the business activities of the Services division and Energy solutions divi- sion. The Services division, which covers all areas with its products and services, is directly related to machine tools. It includes the business operations of DMG MORI Vertriebs und Service GmbH, Bielefeld, and its subsidiaries. DMG MORI The definition of terms used in individual segment infor- mation is in line with the management principle for the value-oriented corporate management of the DMG MORI group. Segment data is generally based on the same accounting and valuation methods that form the basis for the consolidated financial statements. [→ D.91 | D.92 | D.93] 153 Annual Report 2022

CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting In the financial year, the EBT of the Industrial Services segment includes income from the reversal of provisions in the amount of € 448 K (previous year: € 236 K). Impairment losses of € 6,982 K were recognized in the financial year (previous year: € 0 K). These relate to impairment losses on assets (buildings) at DMG MORI Rus ooo, Moscow (Russia), which were recognized due to the ongoing war in Ukraine. In the financial year, impairment losses were reversed in the amount of € 6,549 K (previous year: € 0 K). These relate to an impairment loss recognized in previous years on a solar park in Italy. Due to the sharp rise in electricity prices, an impairment loss of € 7,725 K was reversed to the asset’s recoverable amount. In financial year 2022 and in the previous year, no transac- tions carried out with any one customer were more than 10 % of the sales revenues of the DMG MORI group. The “Reconcilation” line shows the elimination of intra- group receivables and liabilities, income and expenses, as well as earnings from the elimination of interim profits between segments. The information on geographical areas is based on the regis- tered office of the group companies and is broken down into regions comprising Germany, the rest of Europe, and Asia. The data is determined on the basis of geographical subgroups. No impairment losses were recognized in the Corporate Services segment in the financial year (previous year: € 0 K). In the reporting year, there was a reversal of an impair- ment loss of € 1,463 K for a solar park in Germany recog- nized in previous years. Due to the sharp rise in electricity prices, an impairment loss of € 2,907 K was reversed to the asset’s recoverable amount. In the financial year, expenses for transaction costs amounting to € 193 K (previous year: € 295 K) were recognized for the syndicated credit line of DMG MORI AKTIENGESELLSCHAFT. Long-term assets are mainly attributable to fixed assets; they do not include financial instruments or deferred tax claims. As of 31 December 2022, the region of “Rest of Europe” contains long-term assets in Italy in an amount of € 115,181 K (previous year: € 111,366 K) as well as in Poland in the amount of € 92,479 K (previous year: € 93,491 K). In the region, “Rest of Europe, third-party revenue amounts to € 237,603 K in Italy (previous year: € 173,466 K) as well as in Poland in the amount of € 68,304 K (previous year: € 55,487 K). „Corporate Services“ Total segments 2022 2021 2022 2021 2022 Transition 2021 2022 Group 2021 1,948,155 1,805,333 5,360,395 4,963,937 -2,569,924 -2,472,873 2,790,471 2,491,064 13,907 1,410 109 12,857 1,327 82 46,376 119,421 6,833 39,711 89,120 6,821 0 0 0 0 0 0 46,376 119,421 6,833 39,711 89,120 6,821 „Corporate Services“ Total segments 2022 10,610 223 -24,863 3,954 11,983 -7,803 1,050 -19,859 3,392 2021 11,627 214 -26,361 4,018 10,547 -6,766 625 -21,718 3,231 2022 1,007,743 2,365,666 216,368 -646 19,721 -18,807 318 216,040 81,281 2021 901,022 2,052,921 123,638 -2,408 15,929 -18,502 222 121,452 67,033 2022 Transition 2021 -1,007,743 -901,022 0 146 0 -13,482 13,060 0 146 0 0 134 0 -11,556 11,850 0 134 0 2022 0 2,365,666 216,514 -646 6,239 -5,747 318 216,186 81,281 Group 2021 0 2,052,921 123,772 -2,408 4,373 -6,652 222 121,586 67,033 155 Annual Report 2022