DMG MORI GB 2021 EN

KEY FIGURES The Consolidated Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT as at 31 December 2021 were prepared in accordance with the International Financial Reporting Standards (IFRS), as they have to be applied in the European Union. This financial report refers exclusively to DMG MORI AKTIENGESELLSCHAFT and its subsidiaries (in the following DMG MORI). KEY FIGURES in € million Order Intake Domestic International % International Sales Revenues Domestic International % International Order Backlog* Domestic International % International EBITDA EBIT EBT EAT Free cash flow Employees* incl. trainees * Reporting Date 31 December 2021 2,517.2 747.4 1,769.8 70 2,052.9 652.8 1,400.1 68 1,208.9 459.8 749.1 62 190.8 123.8 121.6 85.6 179.9 2021 6,821 225 2020 1,599.4 462.0 1,137.4 71 1,831.3 553.1 1,278.2 70 852.2 366.2 486.0 57 156.7 81.7 74.9 52.1 15.7 2020 6,672 279 Changes 2021 against 2020 57 % 62 % 56 % 12 % 18 % 10 % 42 % 26 % 54 % 22 % 52 % 62 % 64 % 917.8 285.4 632.4 221.6 99.7 121.9 356.7 93.6 263.1 34.1 42.1 46.7 33.5 164.2 1,046 % Changes 2021 against 2020 149 -54 2 % -19 %

DMG MORI in brief DMG MORI AKTIENGESELLSCHAFT is a worldwide leading manufacturer of machine tools with sales revenues of over € 2.0 billion and more than 6,800 employees. In the “Global One Company”, around 12,000 employees are in direct contact with over 100,000 customers from 55 industries. DMG MORI is present in 87 countries worldwide – with 16 production plants, 111 sales and service locations – and is actively advancing the future fields of automation, digitization and sustainability. High-precision machine tools and sustainable technologies from DMG MORI are at the beginning of global value chains. Integrated automation and end-to-end digitization solutions extend our core business with turning and milling machines, Advanced Technologies and Additive Manufacturing. With modular products, we enable an easy, fast, scalable entry into digital manufacturing as well as end-to- end digitization. With PAYZR – PAY with Zero Risk – for Equipment-as-a-Service and Software-as-a-Service, DMG MORI is also implementing a completely digital subscription business model. Customers benefit from fast innovation cycles without risk – with maximum planning security, cost and price transparency and full flexibility. Our mission: Empower our customers in manufacturing and digitization! Our technology excellence is bundled within the main sectors of Aerospace, Automotive, Die & Mold as well as Medical and Semiconductor. With the DMG MORI Qualified Products (DMQP) partner program, we offer perfectly matched peripheral products from a single source. Our customer-oriented services cover the entire life cycle of a machine tool – including training, repair, maintenance and spare parts service. With our online customer portal my DMG MORI, we enable digital, direct access to our service experts and digitize all service processes. Sustainability at DMG MORI is globally and holistically oriented. Both our “Company Carbon Footprint” and “Product Carbon Footprint” are climate- neutral already today – and that along the entire supply up to the customer. Our vision: Be the most attractive global machine tool manufacturer with digitized and sustainable products!

VISION BE THE MOST ATTRACTIVE GLOBAL MACHINE TOOL COMPANY WITH DIGITIZED AND SUSTAINABLE PRODUCTS! TOP VALUES TRUST: We are fully responsible for the fulfillment of our commitments and we believe in the strength of trustful, team-oriented cooperation! OPENNESS: We provide an open-minded and diversified corpo- rate culture, open our products to third parties and strive for transparency! PASSION: We are highly engaged and pursue our goals dynamically with full power, determination and enthusiasm! 01 TO OUR SHAREHOLDERS 02 BUSINESS REPORT OF DMG MORI AKTIENGESELLSCHAFT 02 Key Figures 03 DMG MORI in brief 06 – 07 Annual Review 2021 The Supervisory Board 08 – 11 08 Report of the Supervisory Board 12 – 15 The Executive Board 12 Letter from the Chairman 36 36 – 67 The Basis of the Group Corporate Strategy and Key Financial and Performance Indicators 44 Organization and Legal Corporate Structure 46 Share 48 Corporate Governance Report ↗ / Group Declaration on Corporate Management ↗ 52 Remuneration Report 61 Research and Development 65 Purchasing 66 Production and Logistics 68 – 70 Economic Report 68 – 70 Business Environment 68 68 Overall Economic Development Development of the Machine Tool Industry ↗ business report information not reviewed for content 71 – 77 Results of Operations, Financial Position and Net Worth Order Intake Sales Revenues Order Backlog Results of Operation Financial Position Net Worth Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT Investments 71 71 71 72 73 74 75 76 78 – 83 Segment Report Machine Tools Industrial Services Corporate Services 84 – 87 Non-Financial Key 78 80 82 Sustainability Employees Overall Statement of the Executive Board on Financial Year 2021 Performance Indicators ↗ 84 85 86

MISSION EMPOWER OUR CUSTOMERS IN MANUFACTURING AND DIGITIZATION! CONSOLIDATED FINANCIAL STATEMENTS OF DMG MORI AKTIENGESELLSCHAFT 03 04 FURTHER INFORMATION Statements List of Graphs and Tables Forward-Looking 177 Multiple Year Overview 181 182 177 – 184 Further Information 182 Financial Calendar 183 Sales and Service Locations & Production Plants 184 Link to the e-paper, digital version & contact 88 Opportunities Management System 88 – 93 Opportunities and Risk Report 88 Risk Management System 92 Executive Board on the Risk Situation Overall Statement of the 97 Consolidated Income Statement 98 Consolidated Statement of 97 – 104 Consolidated Financial Statements 99 100 Consolidated Balance Sheet 102 Development of Group Equity Consolidated Cash Flow Statement Other Comprehensive Income 94 – 96 Forecast Report 94 Future Business Environment 94 Future Development of DMG MORI Overall Statement of the 96 Executive Board on Future Business Development 2022 105 Income Statement Financial Statements Accounting principles applied in the Consolidated Financial Statements Explanatory Notes for: 105 – 176 Notes to the Consolidated 123 129 157 159 162 165 168 Corporate Directory 169 Responsibility Statement 170 Balance Sheet Cash Flow Statement Segmental Reporting Other Explanatory Notes DMG MORI Group Companies Independent Auditorʼs Report

BUSINESS REPORT | The Basis of the Group | Unterkapitel ANNUAL REVIEW 1 ST QUARTER Completely green Since 2021, DMG MORI has both a CO2-neutral “Company Carbon Footprint” and “Product Carbon Footprint”. Thus all machines delivered wordwide are produced climate-neutrally – from raw material to delivery. Live, digital and interactive With the first completely digital open house exhibition in Pfronten, DMG MORI presents itself impressively as the future partner no. 1 – and sets new standards in the exchange with customers. Strong partner DMG MORI receives the “Microsoft Intelligent Manufacturing Award” in the category “Envision” for CELOS X. SINCE 2021 CLIMATE-NEUTRAL MANUFACTURING OF OUR MACHINES 100 % climate-neutral. Sustainability is a part of the DNA of DMG MORI. 2 ND QUARTER Made in China – for China DMG MORI strengthens its presence in China. The construction start for the highly automated and fully digitized production plant near Shanghai is planned for the end of the year. TOP event for TOP values At the Live Strategy Information and Q&A session of the Executive Board, many employees seize the opportunity for an exchange about orientation, future fields and perspectives of DMG MORI. Made in Africa – for Africa Together with AOI, DMG MORI invests in Egypt. With the company “GEMAS”, a highly automated and fully digitized production plant will be built in Cairo in 2024. Live Strategy Information of the Executive Board for employees. Digital end-to-end solutions Together against corona With PAYZR, DMG MORI realizes a completely digital subscription business model. As digital point-of-sale for all PAYZR offers in the Equipment- and Software-as-a-Service area, the new “DMG MORI Store powered by ADAMOS” launches. 6 Annual Report 2021 The occupational vaccinations at DMG MORI are a big success and an important contribution towards normality. The willingness to vaccinate is very high. Every vaccination counts! 1st Half Year 2021 The strategic fit of automation, digitization and sustainability is more suitable than ever. In the 1st half of the year, DMG MORI records a highly dynamic business development with significant growth compared to the previous year. 2021

BUSINESS REPORT | The Basis of the Group | Unterkapitel New trade show concept for the EMO in Milan. 4 TH QUARTER Hybrid as “New Normal” Starting signal for a new trade show concept: At the EMO Milano, DMG MORI presents the manufacturing of the future for the first time at two locations – in the exhibition hall & in the DMG MORI showroom. Ground Breaking Ceremony Ground breaking for DMG MORI Manufacturing Solutions in Pinghu: the production of the state-of-the-art plant is to start in 2023. Global Development Summit At the “Global Development Summit”, more than 300 international TOP R&D specialists and external experts develop ideas for the future – for even better and networked machines and shop floor solutions. Financial Year 2021 DMG MORI has emerged strengthened from the crisis and successfully finishes the financial year. The new machines business in particular develops very well. Free cash flow reaches a new record level. 3 RD QUARTER Pre-EMO show At the Pre-EMO show at DECKEL MAHO Pfronten, DMG MORI shows in total 25 completely climate-neutrally manufactured hightech machines to the over 4,000 visitors – live on site and also digitally. DMG MORI Partner Summit DMG MORI honors five partners for innovative and intensive cooperation with the Partner Award. Over 400 guests attend the exclusive hybrid event. Ground breaking for DMG MORI Manufacturing Solutions. Pre-EMO show at DECKEL MAHO in Pfronten. 7 Annual Report 2021 2021

To our Shareholders | The Supervisory Board | Report of the Supervisory Board BUSINESS REPORT | The Basis of the Group | Unterkapitel Report of the Supervisory Board Dr. Eng. Masahiko Mori (60) Chairman of the Supervisory Board President of DMG MORI COMPANY LIMITED Dr. Eng. Masahiko Mori (60) has been Chairman of the Supervisory Board since 4 May 2018 and a member since 2009. After studying engineering at Kyoto University in Japan, he received a doctorate from the University of Tokyo. Dr. Eng. Masahiko Mori initially worked for a Japanese trading company before joining the family company, MORI SEIKI, in 1993. Dr. Eng. Masahiko Mori has been President of DMG MORI COMPANY LIMITED since 1999. In financial year 2021, the Supervisory Board’s main focus was once again on the global impact of the corona pandemic on business performance, employees and future opportunities. It also closely examined digitization and its effect on future business models. Moreover, the Supervisory Board held in-depth discussions on business performance, earnings development, strategy as well as business policy, risk manage ment, sustainability and compliance. Executive board matters and group development, including invest- ments until 2024, were also addressed, as was the ongoing group-wide roll-out of SAP S / 4HANA. The composition of the Supervisory Board remained unchanged in the reporting year. All Supervisory Board members (shareholders’ representatives and employees’ representatives) have been elected until the end of the Annual General Meeting that will pass a resolution on the approval of the actions of the Supervisory Board for financial year 2022. The composition of the Executive Board also remained unchanged. Despite the difficult circumstances resulting from the corona pandemic, the Supervisory Board again managed to hold all meetings as scheduled with full attendance of Supervisory Board members at every meeting. This also applies to com- mittee meetings. There were only two committee meetings, where a committee member was unable to attend: Dietmar Jansen was unable to attend a meeting of the Finance and Audit Committee. Prof. Berend Denkena was unable to attend a meeting of the Committee for Transactions with Related Parties. In keeping with the recommendations on combating the corona pandemic, all meetings were initially held as video conferences. From September 2021, the Supervisory Board was able to return to in-person meetings. During the reporting year, the Supervisory Board received prompt, regular and comprehensive updates from the Executive Board on all processes and events essential to the company, not only at meetings, but also by telephone and in writing. Moreover, the Supervisory Board was regularly notified about the company’s business performance, and in 8 Annual Report 2021

To our Shareholders | The Supervisory Board | Report of the Supervisory Board BUSINESS REPORT | The Basis of the Group | Unterkapitel particular, the progress of key company performance indicators. The company supported Supervisory Board mem- bers in individual training and advanced training programs, with members attending seminars and other events, such as workshops, and in particular, it regularly informed the whole Supervisory Board about relevant legal and other regulatory changes. The same applies to committee members. Given the extensive self-evaluation carried out in the previous year, the Supervisory Board decided not to carry out a new self-evaluation. The Supervisory Board performed its duties with great care in accordance with the Articles of Association and statutory requirements. It held a total of four meetings in financial year 2021. 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. In the past financial 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 8 March 2021. 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 2020 and the Sustainability Report 2020. The plenary meeting also discussed business performance and the agenda for the 119th Annual General Meeting planned for 7 May 2021, 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. 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 6 May 2021 focused on preparations for the Annual General Meeting on the following day, as well as the discussion of current business performance, the effects of the corona pandemic and the production plants planned in China and Egypt. The Supervisory Board also approved the audit engagement for the auditor of the Individual and Consolidated Financial Statements. Due to an improvement in the corona situation, the Super- visory Board meeting on 20 September 2021 could be held as an in-person meeting in Pfronten for the first time in the past financial year. The Executive Board provided the Supervisory Board with a detailed report on business performance and the effects of the corona pandemic. Other topics on the agenda were the Pre-EMO Show and the “DMG MORI Partner Summit 2021” in Pfronten, cyber security, the current status of the ERP project GLOBE and the nomination for the German Sustainability Award. A detailed report was also provided on previous meetings of the Finance and Audit Committee and the Committee for Transactions with Related Parties. The meeting on 26 November 2021 focused on business per- formance 2021, the discussion and resolution on corporate and investment planning for 2022 and medium-term planning for 2023 / 2024. In particular, the Supervisory Board also examined the impact of increasingly limited material supplies, rising material, energy, and logistics costs, as well as the GLOBE project. Moreover, the chairpersons reported on the previous meetings of the Personnel, Nomination and Remu- neration Committee and the Finance and Audit Committee. The parameters for variable Executive Board remuneration for 2022 were defined. Moreover – as recommended by the Finance and Audit Committee – the Supervisory Board defined the following main focus areas for the statutory audit 2021: 9 Annual Report 2021

To our Shareholders | The Supervisory Board | Report of the Supervisory Board › Impairment test of goodwill and intangible assets pursuant to IAS 36 “Impairment of Assets”, › recognition and evaluation of trade receivables and the required disclosures in the notes, › GLOBE project accounting. A peer group analysis showed that the current remuneration of the Supervisory Board is in line with market conditions and the requirements of the German Corporate Governance Code. Therefore, no changes are required at present. Moreover, the committee prepared the Supervisory Board’s resolution on the targets for variable Executive Board remuneration for 2022. The declaration of compliance in accordance with Section 161 AktG (German Stock Corporation Act) was approved as recommended by the Finance and Audit Committee. A large proportion of the Supervisory Board’s work is carried out by different committees: The Finance and Audit Committee met six times in financial year 2021. It discussed the company’s current financial status based on key figures including development of the cash flow and investment. Tax issues were also discussed with particular reference to external audits. The committee’s audits and discussions also focused on the Quarterly Releases for the 1st and 3rd quarters and the Interim Report for the 1st Half-Year 2021. Moreover, the Finance and Audit Committee dealt with the risk management, the annual audit and compliance report as well as the Sustainability Report. The committee reviewed the Financial Statements and Consolidated Financial Statements and prepared the approval and adoption of the annual finan- cial statements. It monitored the independence of the annual auditor and discussed the quality of the statutory audit. Further topics covered by the committee included the results from the compliance effectiveness check and the procedure presented by the Executive Board for approving non-audit services provided by the annual auditor, that was adopted following an in-depth review and discussion. It also prepared Supervisory Board resolutions on the declaration of compliance in accordance with Section 161 AktG and audit focus areas for 2021. The Personnel, Nomination and Remuneration Committee held two meetings. In particular, the committee focused on Executive Board target achievement and the related settle ment of the variable remuneration payment for 2021. It also discussed the remuneration of the Supervisory Board. The Committee on Transactions with Related Parties held two meetings in the reporting year. On 29 June 2021, the Executive Board informed the committee about the planned cooperation with Egypt’s largest industrial holding company (AOI) to build a highly automated and completely digitized production plant in Cairo. At the meeting on 13 December 2021, the committee dealt with questions on the planned production plant for 5-axis milling machines in Pinghu (China), as well as a new minority interest acquired in a spindle service business. The Nomination Committee and the Mediation Committee did not hold any meetings in the reporting period. The “Corporate Governance Report / Group Declaration on Corporate Management” section on page 48 et seqq. of the Annual Report describes the activities of the Supervisory Board with regard to the declaration of compliance in accor- dance with Section 161 AktG. Since the last declaration of compliance in November 2020, DMG MORI AKTIENGESELL SCHAFT has complied with the recommendations of the “Government Commission on the German Corporate Governance Code” in the version dated 16 December 2019, and will also comply with them in the future, but with the following exception. › In accordance with G.10 of the German Corporate Governance 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. 10 Annual Report 2021

To our Shareholders | The Supervisory Board | Report of the Supervisory Board 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. 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 2021 at the balance sheet meeting on 14 March 2022. Thus, the Annual Financial Statements of DMG MORI AKTIENGESELLSCHAFT were adopted pursuant to Section 172 AktG. The separate, non-financial group report, which is part of the Sustainability Report, and which fulfills statu- tory requirements in accordance with the CSR Directive Imple- mentation 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 2021, as well as the Group Business Report 2021 of DMG MORI AKTIENGESELLSCHAFT in accordance with the provisions of the German Commercial Code (HGB). The Consolidated Financial Statements 2021 of DMG MORI AKTIENGESELLSCHAFT were prepared in accor- dance with International Financial Reporting Standards (IFRS), as applicable within the European Union. Pursuant to the exemption provision in Section 315e HGB, Consolidated Finan- cial 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 information and monitoring system in line with company requirements appears suited to its purpose of providing early warning of decisions 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. 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 Statements 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 2021 successfully, despite continuing difficult global market and economic conditions. The Supervisory Board wishes to thank the members of the Executive Board for their exceptional commitment and outstanding strategic and 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, 14 March 2022 11 Annual Report 2021

To our Shareholders | The Executive Board | Letter from the Chairman challenging and successful – that was 2021 for DMG MORI. The effects of the corona pandemic on almost all areas of life were again unprecedented. We mitigated the economic consequences of the pandemic to a considerable degree. We were able to solve the global supply shortages for the most part with a close, personal exchange with our partners and suppliers. In challenging times, we demonstrated financial strength, resilience, innovation and team spirit. Our strategic fit of automation, digitization and sustainability is currently more suitable than ever. DMG MORI offers holistic, integrated solutions from a single source – always with the focus on our customers! We innovate and open up completely new business areas. We are investing in new production plants and increasing our global presence. 2021 has shown one thing: DMG MORI has the people and the courage to actively tackle changes! Business development has increasingly improved over the course of the year. We were able to raise our forecasts several times – and in the end even slightly exceeded them. Order intake grew by +57 % to € 2,517.2 million. New machine business in particular enhanced significantly by +71 %. Overall, the core business with machine tools and services was even +5 % above the high pre-corona level of 2019. Sales revenues went up +12 % to € 2,052.9 million. With consistent measures we significantly improved our results and sustainably optimized our cost structure further. EBIT increased by +52 % to € 123.8 million. The EBIT margin improved to 6.0 %. The financial position also developed very positively: free cash flow rose to € 179.9 million and thus reached an all-time high. Our key figures show: DMG MORI is well positioned. We are on course. Above all, this is also an expression of the out- standing commitment of the more than 12,000 employees in the “Global One Company”. Our thanks go to them – as well as to our more than 100,000 customers all around the world. We have become more innovative, more digital and more resilient. Holistic sustainability in machine tool manufacturing – from raw materials to recycling – as well as a unique future architecture for networked solutions consisting of machine, automation and digitization: DMG MORI is setting standards across all industries. Here applies: The machine is and remains our core! Holistic automation solutions and digital innovations expand our core business with machine tools. Already since 2017, DMG MORI has been pushing five important future fields that still remain up-to-date and are firmly anchored in our corporate strategy. With dynamic and excellence, we are actively pushing our strategic fit of automation, digitization and sustainability, as well as Additive Manufacturing and the DMG MORI Qualified Prod- ucts (DMQP), and are consistently developing further into a holistic, sustainable solution provider in the manufacturing environment. At the same time, we are optimizing five other strategically important pillars for excellence: “First Quality”, service and technology excellence, the ERP project “GLOBE” and our highly qualified employees. 12 Annual Report 2021

To our Shareholders | The Executive Board | Letter from the Chairman Automation is the key to more efficiency, more produc- tivity, even faster amortization – and thus leading to greater competitiveness of our customers. Our innovative automa- tion portfolio with 57 products includes machine-specific, universal and scalable solutions up to DMG MORI central control computer technology for workpiece, pallet and tool management. Machine, automation and technology – every- thing from a single source. Digitization is one of our strategically most important future fields, in which we have been consistently investing for years. The corona pandemic has also significantly raised awareness for digitization among our customers. DMG MORI is regarded as an “enabler”, as a digital pioneer in machine tool manu- facturing. Being a technology leader, we also take respon- sibility here and implement digitization internally in our own production plants as well as externally at our customers. With an open DMG MORI digital architecture, we offer our customers easy access, maximum innovation and flexibility – and that with a comprehensive portfolio of digital products and services along the entire process chain: from planning and work preparation to production, monitoring and service. Dear shareholders, in my inaugural speech as Chairman of the Executive Board in 2016, I provocatively asked: How will DMG MORI become the Netflix of mechanical engineering? Today, I am proud to say: with PAYZR (Pay with Zero Risk) we successfully entered the “Subscription Economy” – the world of Software-as-a-Service and Equipment-as-a-Service – in 2021. With PAYZR, we implemented a completely digital business model in the reporting year. Our customers receive exactly what they need in these demanding times of digital reorienta- tion and future orientation. They benefit from fast innovation cycles without risk – with maximum planning security, cost and price transparency and full flexibility. Subscription & All-In instead of investment and purchase. Sustainability has been part of the DNA of DMG MORI for many years and runs as a common thread through all our corporate activities. We assume global and holistic respon- sibility for resources along the entire value chain. Sustain- ability is firmly anchored in all structures and processes. Because doing business successfully means doing business sustainably. recyclable and maximally efficient – for example through technology integration as well as comprehensive automation and digitization solutions – which preserves resources, the climate and the environment. The trend towards sustainability is therefore a huge opportunity for DMG MORI. For us, resource-efficient machine manufacturing is already a lived reality today. Through our climate triple “Avoid – Reduce – Compensate”, DMG MORI has both a CO2-neutral “Company Carbon Footprint” and a climate-neutral “Product Carbon Footprint”. 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 delivered since January 2021 are produced completely climate-neutral. But sustainability means much more: In addition to environ- mental and climate protection, we promote and demand diversity and equal opportunities. We pay attention to com- pliance in all respects and implement all applicable laws and guidelines. We focus on the satisfaction and health of our employees. We are committed to the common good with donations and various campaigns. Dear shareholders, I am firmly convinced: with our high- precision, sustainable machine tools and holistic technologies, we make a decisive contribution to improving the lives of generations. DMG MORI has been awarded the Platinum Medal in the Sustainability Rating by the internationally renowned institute EcoVadis. This means that we are among the top 1 % of over 35,000 companies evaluated worldwide. The CSR rating includes the categories environment, labor and human rights, ethics and sustainable procurement. DMG MORI will continue to be a role model and to create value and innova- tions – for people and the environment. Additive Manufacturing is without alternative. As a full-liner for additive manufacturing processes, 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. At DMG MORI, sustainability and technology leadership have been in harmony for many years. We have already achieved a lot – and created our own “DMG MORI GREEN ECONOMY”: Our manufacturing solutions are high-quality, durable, In our future field DMQP (DMG MORI Qualified Products), together with over 120 DMQP technology partners worldwide, we currently offer our customers more than 4,000 DMQPs for the perfect synergy of machine, machine components, peripherals and accessories – all from a single source. 13 Annual Report 2021

To our Shareholders | The Executive Board | Letter from the Chairman With our “First Quality” strategy, we drive numerous initiatives along the entire value chain to satisfy every customer 100 %. From our machines, our customers expect efficiency, accuracy, reliability, durability. In short: excellent quality. inflation will also accompany us for quite some time. Thanks to our consistent cost and supplier management as well as comprehensive health protection measures, we will also master these challenges. Service Excellence is a top priority at DMG MORI and more than 1,500 experts work on it day after day. We bundle our know-how in 17 Technology Excellence Centers. Over 800 application engineers are involved in our customers’ development processes from an early stage. For the current financial year, we are planning order intake of around € 2.5 billion. Sales revenues are estimated to be around € 2.3 billion. EBIT is expected to be around € 180 million. Free cash flow is forecast to be around € 130 million. Our forecasts are subject to the condition that globally there will be no further impact from the Russia-Ukraine conflict. With the business and IT transformation project GLOBE (Global One Business Excellence), we are creating an ERP platform based on SAP S/4HANA that standardizes our internal systems and processes. We also understand digi- tization as an opportunity to significantly increase internal efficiency. Dear shareholders, the corona pandemic has further strengthened the team spirit at DMG MORI. I am proud of what our employees achieve! Their extremely dedicated, pas- sionate commitment all around the world has also inspired me in 2021. It is exactly this spirit that I value so much and that makes DMG MORI a remarkable company. The close cohesion is based on TOP values: Trust, Openness and Passion. The past year has once again shown that DMG MORI is a stable and reliable partner even under difficult external conditions. And we have reason enough to look ahead with confidence. We have a strong foundation and a clear strategic plan for the future. 2022 will again be marked by major challenges, in particular due to the Russian military action against Ukraine, of which the consequences are not yet completely foreseeable at present. The corona pandemic, more difficult material supply, increasing logistics shortages as well as high raw material and transport costs and rising You see: DMG MORI is keeping up a high speed – both opera- tionally and strategically. We innovate and invest – we continue to align ourselves for the future. With a new production plant for 5-axis milling machines, we are expanding our global presence in China – the world’s largest market for machine tools with high demand for high-tech machines. In Egypt we are also opening up an important market with high demand for future technologies through the company GEMAS. We want to be the world’s most attractive machine tool manufacturer with digitized and sustainable products! We empower our customers – in manufacturing and digitization! This is our vision-mission statement. With our TOP values, an excellent team, our valued customers and strong partners, we will continue our growth course. Accompany us! Progress through sustainable technology – that is what DMG MORI stands for. Dear owners, I would like to thank you personally and on behalf of the Executive Board team and all employees for your trust. Especially in difficult times, loyalty, constructive support and confidence are invaluable. Together we will continue to be successful in the future with energy and determination. Yours sincerely, Christian Thönes Chairman of the Executive Board Bielefeld, 14 March 2022 14 Annual Report 2021

Trust, Openness and Passion: With our TOP values “Trust, Openness & Passion” we continue our growth course. Björn Biermann (42) 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 (49) 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 (50) 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.

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We empower our customers – in manufacturing and digitization! D I G I TA L TW I N . P RO D U CT I O N 4. M O N I TO R I N G 5. S E RV I C E + no-code-manufacturing platform + manufacturer-independent maintenance and service platform S apps & echnology cycles PAY WITH ZERO RISK SOFTWARE-AS-A-SERVICE EQUIPMENT-AS-A-SERVICE

CELLENCE Digital progress & professional expertise. ALSO FOR THIRD- PARTY MACHINES -UPGRADE SPINDLE SERVICE + New and replacement spindles: 96 % warehouse availability + Spindle repair: the cost-effective alternative for all spindles (also for third-party products)

TECHNOLOGY EXCELLENCE 17 Technology Excellence Center > 10,000 turnkey projects CONSULTING PROCESS DESIGN REALIZATION PRE AEROSPACE AUTOMOTIVE DIE & MOLD

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators THE BASIS OF THE GROUP Corporate Strategy and Key Financial and Performance Indicators dynamic . excellence + Automation + Digitization + Additive Manufacturing + DMQP + Sustainability + First Quality + Service Excellence + Technology Excellence + GLOBE + Employees The strategic future fields and pillars of DMG MORI. DMG MORI AKTIENGESELLSCHAFT and its subsidiaries form the group (hereinafter DMG MORI). The operating business of DMG MORI is divided into the “Machine Tools” and the “Industrial Services” segments. “Corporate Services” mainly comprise the group-wide holding functions. The profound change in the global manufacturing industry towards automation and digitization was accelerated by the effects of the corona pandemic. At the same time, the industry faces uncertainty over the further development of the virus. Economic recovery in addition encounters major uncertain- ties, in particular a more difficult supply of materials, increasing logistics shortages as well as high raw material and transport costs and rising inflation. In addition, there are still geopolitical influences due to trade conflicts. The resulting risks call for localization of value creation and “double sourcing”. Moreover, the topic of sustainability is gaining importance. innovation-driven and highly dynamic market environment and in some cases requires fundamentally new business models in response to the challenges that our customers are facing. The digital linkage of machines and processes enables end-to-end transparency along the value chain. Building on this, efficiency increases are achieved through the parallel, virtual mapping of production. Together with automation, digitization thus improves competitiveness across the entire value creation process. DMG MORI actively meets the shifting market requirements and technological change with innovations in order to further expand today’s market position as a leading global provider of holistic and sustainable technology solutions for the manufacturing industry. Our goal: to offer perfectly aligned, end-to-end technology solutions for our customers as a stable and sustainable partner. Customers are increasingly demanding a flexible, integrated and sustainable complete solution – including machine, automation, software, process, peripherals and service. The technology and function integration required for this enhances the technical complexity of machine tools. This leads to an With our holistic portfolio of future-oriented machine tools, automation and digitization solutions, as well as our DMG MORI Qualified Products (DMQP), we want to be the world’s number 1 for our customers: from development and production to global sales and service. To this end, we are 36 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators consistently developing further from a machine builder to a holistic, sustainable solution provider in the manufacturing environment. Our mission: “We empower our customers – in manufacturing and digitization”. 1. machine-specific systems with integrated robots or gantry loaders – one example is the WH 3 Cell, 2. universal solutions like the Robo2Go MAX or the pallet handling system PH Cell MAX, Together with DMG MORI COMPANY LIMITED, we act as “Global One Company” true to our motto “Dynamic . Excellence”. Since 2017, we have been actively occupying our five stra- tegic future fields of automation, digitization, sustainability, additive manufacturing and DMG MORI Qualified Products (DMQP) with high dynamics. At the same time, we are striving for excellence in quality, service and technology solutions, and our processes – together as a team with our highly qualified employees. The corona pandemic and its consequences have confirmed our strategic focus. Here, the principle applies: the machine is and remains our core! Our combination of highly productive, flexible machines and the strategic triple of automation, digitization and sustainability is strong for the future – and fits perfectly into the current times. New in these three future fields as of this reporting year: › Automation: We have expanded our range of driverless transport systems with the THAGV for automated tool handling. › Digitization: Our business model PAYZR “PAY with Zero Risk” for Equipment-as-a-Service and Software-as-a-Service solutions under the motto: Subscription & All-In instead of investment and purchase. As a digital point-of-sale for all new PAYZR offers, the DMG MORI Store powered by ADAMOS was launched in June 2021. › Sustainability: All machines delivered worldwide since January 2021 are manufactured completely CO2-neutral through the triple “Avoid – Reduce – Compensate”. We identified the changes in the market at an early stage and intend to intensify the localization of our production with our planned production plants in China and Egypt in order to secure long-term, independent access to important markets. At the same time, we are using cooperations to respond even faster to dynamic market changes and to benefit from external influences. I. Automation Automation is a significant basis for the future competitiveness of our machine tools. Our innovative automation portfolio with 57 products for 159 different machine models includes machine- specific, universal and scalable solutions right through to DMG MORI central control computer technology for workpiece, pallet and tool management. Machine, automation and tech- nology – all from a single source. We differentiate between: 3. highly scalable solutions with linear pallet systems (LPP) or individually configurable automation modules from our modular systems WH Flex and MATRIS – bundled up with DMG MORI central control computer technology and central tool management. Scalable solutions also include our fully automated, driver- less transport systems WHAGV, PHAGV and THAGV – freely movable, collaborative and modular for maximum flexibility. All DMG MORI automation products are characterized by simple programming and easy handling. As a partner for the automation of manufacturing, we provide support with our know-how in our “Automation Excellence Centers” for the areas of turning and milling. II. Digitization Digitization is another important element for sustainable competitiveness. DMG MORI is one of the pioneers of digitiza- tion in the manufacturing industry. As a cooperative enabler, the focus of our digitization strategy is on maximum customer benefit and the consistency of our digital solutions across the entire process chain: from planning and work preparation through production and monitoring to service. This also means that we offer a uniform architecture that is open to third par- ties, which results in maximum variability and security for our customers. Instead of a “lock-in” effect, our customers receive support in the holistic, digital networking of their entire value creation process. The basic principle at DMG MORI is that we first implement digitization internally in our own production plants before we externally offer solutions to our customers. 1. my DMG MORI_As a partner for our customers, we focus on low entry barriers for our software solutions and offer an easy start into digitization. In addition to our comprehensive, worldwide sales and service, we provide digital, direct access to our service experts with our online customer portal my DMG MORI. More than 30,000 customers are already using this service platform. Over 140,000 machines are now networked, and numerous service processes have been digitalized. In addition, my DMG MORI has been expanded to include self-service device management. This allows customers to monitor the connectivity of their machines and provide them autonomously with function and safety updates based on a self-selected update strategy. 37 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators 2. Via the DMG MORI Store powered by ADAMOS, our customers have had access to digital solutions from DMG MORI (Software-as-a-Service and Equipment-as-a- Service) since June 2021. The cross-system single sign-on concept standardizes and simplifies the login also to my DMG MORI and selected partner applications. This digital point-of-sale for digital end-to-end solutions is thus an important pillar for digitized production. 3. DMG MORI Connectivity_Digitization of manufacturing enables continuous evaluation and analysis of data directly from the process. The basis for this is connectivity for central, secure storage of the acquired data, so that it is available throughout the entire process chain, as well as IT security. That’s why we equip all new machines with DMG MORI Connectivity as standard – free of charge for the customer – a secure, standardized interface for the simple digitization of new and existing machines. More than 5,000 machines are now networked. By the end of 2022, this figure should reach 11,000. 4. CELOS is the digital brand core of DMG MORI. Launched in 2013 as a central app-based operating and control interface, CELOS has become an open ecosystem for manufacturing technology – a platform with which the entire process chain can be digitized and which enables access to all manufacturing-relevant information. CELOS bundles our digital products in one interface. For the latest generation CELOS X, DMG MORI received the “Microsoft Intelligent Manufacturing Award” as a visionary industry pioneer in the category “Envision” in the reporting year. 5. ISTOS_With our digital products we focus on flexible and scalable as well as cloud-based software and platform solutions – immediately usable, always up-to-date and maintenance-free for our customers. One example of this is the “Planning Board” from ISTOS, which enables the optimization of planning processes directly from the shop floor. ISTOS stands for “Innovative Software Technologies for Open Solutions” and develops applications for open, cross-machine networking. The cloud-based production planning and control replaces inconvenient Excel spread- sheets. The ideal solution for medium-sized businesses. 6. Digital Twin_The digital image of machine, automation and process. The Digital Twin dynamically simulates all production processes, including the work area and all components, independently of the machine. Customers benefit from a time advantage of 80 % during commis- sioning and up to 30 % less component costs. The impor- tance of digital twins as functional virtual instances of machines or automated machining systems as part of a holistic digital engineering approach continues to grow. Digital engineering – from plant design to virtual commissioning and training – enables significant optimi- zation of the efficiency of processes and the real machine over the entire life cycle. 7. TULIP_The no-code-manufacturing platform enables users to digitally map their workflows on machines and throughout the entire shop floor. Customers create apps themselves – without any programming knowledge – making paper documents obsolete. This means higher productivity and efficiency throughout the process chain and a real boost for digitization. More than 180 new customers benefited from this in the reporting year alone. More than 1,100 workstations and over 200 self-developed apps are in use at our own plants. 8. WERKBLiQ_With an upgrade from my DMG MORI to the end-to-end maintenance and servicing platform WERKBLiQ, third-party products can also be integrated and recurring maintenance and servicing tasks auto- mated. my DMG MORI and WERKBLiQ are the Software- as-a-Service solutions for all relevant internal and external service processes. 9. With PAYZR, we have implemented a completely digital business model for Equipment-as-a-Service and Soft- ware-as-a-Service. Customers benefit from fast innovation cycles without risk – with maximum planning security, cost and price transparency as well as full flexibility. Subscription & All-In instead of investment and purchase. PAYZR includes all Software-as-a-Service (SaaS) offerings of the cloud-based systems from WERKBLiQ, TULIP, ISTOS and up2parts. On the other hand, we enable the benefits of Equipment-as-a-Service (EaaS) with PAYZR. Following the launch in June 2021 with the M1 3-axis milling machine, we added the CLX 450 TC to the PAYZR program in September 2021. Since the market launch, we have already been able to conclude numerous contracts. Around 60 % of all orders also came from new customers. III. Sustainability DMG MORI recognized the importance of sustainability at an early stage. We take global and holistic responsibility for resources along the entire value chain. Sustainability is firmly anchored in all structures and processes. Because doing business successfully means doing business sustainably. At DMG MORI, sustainability and technology leadership have been in harmony for many years. We have already achieved a lot – and created our own “DMG MORI GREEN ECONOMY”: Our manufacturing solutions are high-quality, durable, recyclable and maximally efficient – for example through technology 38 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators integration as well as comprehensive automation and digi- tization solutions – which preserves resources, the climate and the environment. Under the motto “DMG MORI GREEN ECONOMY” we summarize all initiatives for the “100 % green machine”: At the same time, DMG MORI is a pioneer of green technologies (GREENTECH). Many of our customers use our machines to manufacture highly innovative components for wind turbines, hydropower plants, hydrogen electrolysis or electric mobility. To this end, our experts in our production plants provide specific know-how, which we expand continuously. 1. GREENMACHINE – the 100 % climate-neutrally produced machine, 2. GREENMODE – the resource-efficient machine operation at the customer’s site, 3. GREENTECH – our contribution as a pioneer of green technologies. With GREENMACHINE, we are one of the first industrial com- panies to have a climate-neutral “Product Carbon Footprint” in the upstream. This means that since January 2021, every DMG MORI machine has been manufactured in a climate- neutral way – from raw material to delivery. Our own value creation has even been balanced since May 2020 (“Company Carbon Footprint”). DMG MORI’s “Company Carbon Footprint” refers to emissions from scope 1, 2 and 3 (categories 3, 5, 6 and 7) of the Greenhouse Gas Protocol. DMG MORI’s Product Carbon Footprint includes all emissions that are directly attributable to the machines produced. The indirect emissions from scope 3 (upstream categories 1 and 4; downstream categories 9, 11 and 12) of the Greenhouse Gas Protocol are particularly relevant here. Since September 2021, DMG MORI has been a certified member of the “Science Based Targets” initiative, which aims to limit global warming to a maximum of 1.5 °C. In addition, we have committed ourselves to implementing the “Task Force on Climate-related Financial Disclosures” (TCFD) and thus follow the recommendations for voluntary and consistent disclosure of climate-related information. The continuous avoidance and reduction of emissions over the entire life cycle is our incentive. That’s why we also encourage our suppliers to take action themselves and to reduce their CO2 emissions, for example. The cloud-based platform Integrity Next and SAP Ariba integrate our sustainability criteria into the purchasing and supplier organization across the group. Our holistic solutions comprising machine, automation and digitization enable maximum resource efficiency in operations (GREENMODE) through the efficient use of all production factors to significantly increase productivity and save energy – from planning and preparation through production to monitoring and service. In addition to environmental and climate protection, our sustainability strategy also focuses on promoting diversity, equal opportunities and employee satisfaction. DMG MORI has been awarded the Platinum Medal in the Sustainability Rating by the internationally renowned institute EcoVadis. This means that we are among the top 1 % of over 35,000 companies evaluated worldwide. The CSR rating includes the categories environment, labor and human rights, ethics and sustainable procurement. IV. Additive Manufacturing In the future field of additive manufacturing, we cover the entire process chain as a global full liner and support our customers with advice through our DMG MORI Additive Intel- ligence along the entire additive process chain – from product development, additive manufacturing of metal components and post-production cutting to service and training. Our product portfolio includes two key generative manufacturing processes that enable our customers to cover a wide range of applications for individual, complex geometries and multi-materials – from medical technology to toolmaking. DMG MORI Additive GmbH offers machines for laser melting in powder beds (Selective Laser Melting / SLM) and DMG MORI Ultrasonic I Lasertec GmbH for laser deposition welding using powder nozzles (Direct Energy Deposition / DED). V. DMQP With currently more than 4,000 DMG MORI Qualified Products (DMQP), we are expanding our holistic portfolio together with more than 120 technology partners worldwide to include machine components, peripheral equipment and accessories with a high level of synergy with our machine tools – all from a single source. The DMQP program is characterized by technology expertise, innovative products and a high level of quality, thus making an important contribution to our strategic fit of automation, digitization and sustainability. When selecting products, we support our customers with AI-based recom- mendations and intelligent assistance functions to ensure the optimal solution configuration of machine, automation, digitization and DMQP. This also applies to our new online con- figurator, which allows our customers to intuitively assemble their individual manufacturing solution from over 90,000 possible technology combinations anytime and anywhere. 39 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators VI. First Quality DMG MORI stands for accuracy, efficiency, reliability as well as durability and sustainability. With our “First Quality” strategy, we align our products and processes along the entire value chain to these high standards and focus on customer benefits in all our activities. Our customers expect efficiency, accuracy, reliability, durability – in short: excellent quality – from our machines. This is why, for example, every machine is subjected to the “DMG MORI Quality Check” of 100 hours before delivery release. A central aspect is the in-house development and manufacture of our core components under the term DMG MORI Components. In this way, we not only reduce dependencies and influences from volatile markets, but also strengthen our core competencies and ensure the best possible quality of our products. Other initiatives include the standardization of components and interfaces, the streamlining of our product portfolio and consistent supplier management. VII. Service Excellence In the Industrial Services segment, the focus is on service excellence. As a partner to our customers, it goes without saying that we are committed to providing excellent services over the entire life cycle of our machines, particularly in the area of service – from commissioning through maintenance and spare parts to repair and training. Our customers benefit from our two all-round services “FULLservice” and “Digital Manufacturing Package”, which guarantee planning security and high added value. With digital service offerings such as my DMG MORI and NETservice, we have further increased transparency for our customers and speed of problem solving through targeted interaction with DMG MORI – for example, with the track-and-trace function for tracking inquiries. Through the benefits of my DMG MORI and direct, digital contact with our service experts alone, we have been able to achieve up to 70 % faster response times. In parallel, we are optimizing our internal service processes by switching to a self-developed, digital and integrated service platform. We are also focusing on our spindle service, which we are continuously expanding. VIII. Technology Excellence Customer needs for complete solutions that are individually adapted and perfectly matched to their requirements are con- stantly increasing. For this reason, more than 800 DMG MORI application engineers are available for consultation early on in the component development process and have successfully completed more than 10,000 turnkey projects to date. In our 17 Technology Excellence Centers, especially for the leading industries Aerospace, Automotive, Die & Mold as well as Medical and Semiconductor, we continue to strategically and continuously expand our comprehensive technological industry know-how. In addition to consulting, we also make our knowledge available in the form of our 55 technology cycles, which enable precise and up to 60 % faster machine programming even for complex machining operations. IX. GLOBE Continuous optimization of our own processes and structures is essential to secure our position as a global technology leader in the long term. In the past, DMG MORI has already been able to significantly reduce complexity by optimizing its product portfolio and global production network as well as reorganizing its sales and service structures. Currently, the focus is particularly on the standardization of our systems and processes as a result of the establishment of uniform IT infrastructures and with our “GLOBE – Global One Business Excellence” project for the implementation of a global ERP system. At the same time, the increasing volatility of the market environment and acute delivery problems call for an efficient and resilient organizational alignment. In this way, it is possible to react dynamically to market changes. X. Employees DMG MORI’s success is an extraordinary team effort by our highly motivated employees, who work for our customers every day with passion and highly qualified know-how. In this way, they make it possible to meet the high demands of our customers while also achieving our own ambitious goals. In addition, we continuously strive to be an attractive employer, to strengthen employee loyalty through numerous offers, to constantly improve the working environment and to offer stability even during periods of economic weakness. DMG MORI stands for a modern corporate culture with TOP values: Trust, Openness and Passion. We promote entrepre- neurial thinking and our talents, among other things, through group-wide training offers, such as the “High Potential Program” and the innovative learning platform Masterplan. With Masterplan, we also provide our employees with a digital opportunity for sustainable further training – anywhere and anytime. 40 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Strategy and Key Financial and Performance Indicators dynamic . excellence A.01 | GROUP STRUCTURE // DMG MORI AKTIENGESELLSCHAFT (as part of “Global One Company” // Last updated: March 2022) CORPORATE SERVICES DMG MORI AKTIENGESELLSCHAFT, Bielefeld GILDEMEISTER Beteiligungen GmbH, Bielefeld; Development and Production MACHINE TOOLS TURNING MILLING ADVANCED TECHNOLOGIES DIGITAL SOLUTIONS GILDEMEISTER Drehmaschinen GmbH (Bielefeld) GILDEMEISTER Italiana S.r.l. (Bergamo / Italy) DECKEL MAHO Pfronten GmbH (Pfronten) DECKEL MAHO Seebach GmbH (Seebach) DMG MORI Ultrasonic Lasertec GmbH (Pfronten, Idar-Oberstein) DMG MORI Digital GmbH (Bielefeld) DMG MORI Additive GmbH (Bielefeld) ISTOS GmbH (Düsseldorf) DMG MORI Manufacturing Solutions (Pinghu / China) 1) FAMOT Pleszew Sp. z o.o. (Pleszew / Poland) Ulyanovsk Machine Tools ooo (Ulyanovsk / Russia) GRAZIANO Tortona S.r.l. (Tortona / Italy) INDUSTRIAL SERVICES DMG MORI Management GmbH, Bielefeld; Sales and Services SALES AND SERVICES DMG MORI DACH 2) DMG MORI EMEA 3) DMG MORI China DMG MORI India DMG MORI Services Märkte der DMG MORI COMPANY LIMITED 4) DMG MORI Asia DMG MORI USA DMG MORI Americas DMG MORI Japan 1) Start of production 2022 2) Germany, Austria, Switzerland 3) Europe, Middle East, Africa 4) These markets are consolidated by DMG MORI COMPANY LIMITED. 41 Annual Report 2021

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 activ- ities of the group and the individual companies sustainably. DMG MORI has successfully completed the demanding financial year 2021. The ongoing corona pandemic, a more difficult supply of materials, increasing logistics shortages as well as high raw material and transport costs and rising inflation characterized the year and slowed down the overall economic development. The global market for machine tools was on the road to recovery but remained significantly below the pre-corona level in 2019. In this volatile market environment, DMG MORI came out of the crisis stronger. Order intake rose by +57 % to € 2,517.2 million (previous year: € 1,599.4 million). New machine business in particular increased significantly by +71 %. Overall, the core business with machine tools and services was even +5 % above the high pre-corona level in 2019 (€ 2,401.8 million). Sales revenues grew by +12 % to € 2,052.9 million (previous year: € 1,831.3 million). We achieved a significant increase in earnings. We also continued to sustainably optimize our cost structure. EBITDA improved by +22 % to € 190.8 million (previous year: € 156.7 million). EBIT rose by +52 % to € 123.8 million (previous year: € 81.7 million). The EBIT margin improved to 6.0 % (previous year: 4.5 %). EBT grew by +62 % to € 121.6 million (previous year: € 74.9 million). As of 31 December 2021, the group reported EAT of € 85.6 million – an increase of 64 % compared to the previous year (€ 52.1 million). The financial position also developed very positively: free cash flow rose to € 179.9 million and thus achieved an all-time high (+1,046 %; previous year: € 15.7 million). Investments in property, plant and equipment and intangible assets amounted to € 77.3 million and were, due to the investment decision for the new production plant in Pinghu, on a par with the previous year (€ 80.0 million). Research and development expenses were € 72.9 million (previous year: € 66.7 million). DMG MORI achieved or even exceeded all targets and performance indicators forecast in the Annual Report 2020, in particular due to the very good development in the new machines business. A.02 | KEY FINANCIAL AND PERFORMANCE INDICATORS Targets Annual Report 2020 (09 March 2021) Targets Q1 / 2021 (27 April 2021) Targets Q2 / 2021 (23 July 2021) Targets Q3 / 2021 (26 October 2021) FACTS 2021 Order intake Sales revenues EBIT Free Cash flow around € 1.7 billion around € 2.0 billion around € 2.25 billion around € 2.5 billion € 2,517.2 million around € 1.7 billion around € 1.8 billion around € 1.95 billion around € 2.0 billion € 2,052.9 million around € 30 million around € 60 million around € 100 million around € 120 million € 123.8 million around € 20 million around € 70 million around € 140 million around € 150 million € 179.9 million Investments (tangible fixed assets / intangible assets) Research and Development expenses * Including expenses for special constructions around € 60 million around € 80 million around € 80 million around € 70 million* around € 70 million* around € 70 million* around € 70 million* around € 80 million € 77.3 million € 72.9 million* 42 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Organization and Legal Corporate Structure Organization and Legal Corporate Structure DMG MORI AKTIENGESELLSCHAFT, which has its head- quarters in Bielefeld, manages the group centrally and across all functions as a management holding company. It covers all the group’s cross-divisional key functions. DMG MORI Management GmbH, Bielefeld, is the operating management company of the sales and service locations. DMG MORI AKTIENGESELLSCHAFT manages the markets in the regions DACH (domestic market Germany, Austria and Switzerland) and EMEA (Europe, Middle East, Africa), as well as the markets China and India. As the parent company of the group’s production sites, GILDEMEISTER Beteiligungen GmbH is responsible for further holding functions. Together with DMG MORI COMPANY LIMITED, we have a global presence with 111 sales and service locations around the world − including 16 production plants. All group companies are managed as profit centers and adhere to clear guidelines with the aim of achieving the best possible performance and results. A uniform IT infra structure standardizes key work processes and workflows, thus forming an integrative framework for the group. The ultimate parent company of DMG MORI AKTIENGESELLSCHAFT is DMG MORI COMPANY LIMITED, which has its headquarters in Tokyo (Japan). The following changes were made to the group’s legal corporate structure: › Effective from 1 January 2021, DMG MORI Hilden GmbH, Hilden, was merged with DMG MORI Bielefeld Hilden GmbH, Bielefeld. › Effective from 1 January 2021, DMG MORI Software Solutions GmbH, Pfronten, and DMG MORI Digital GmbH, Bielefeld, were merged with WERKBLiQ GmbH, Bielefeld. WERKBLiQ GmbH was subsequently renamed DMG MORI Digital GmbH. › In March 2021, GILDEMEISTER Beteiligungen GmbH acquired 24.9 % of the shares in up2parts GmbH, Weiden. The interest in our strategic partner, up2parts, and its AI-based products, is a further element of our DMG MORI digital architecture plan. › In June 2021, DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu (China) was established as a wholly owned subsidiary of GILDEMEISTER Beteiligungen GmbH. In Pinghu near Shanghai we are building a highly automated and fully digitized production plant for 5-axis milling machines. › In June 2021, as part of the optimizing of our group structure, DMG MORI Europe AG, Winterthur (Switzerland), was merged with DMG MORI Sales and Service Holding AG, Winterthur (Switzerland), with retroactive effect from 1 January. › In September 2021, GILDEMEISTER Beteiligungen GmbH acquired a 40.0 % interest in RUNTEC GmbH, Niedenstein. › In November 2021, DECKEL MAHO Pfronten GmbH founded DMG MORI Logistik GmbH. › In December 2021, GEMAS (German Egyptian Manufacturing Solutions) was founded as a joint stock company, in which GILDEMEISTER Beteiligungen GmbH holds a 40.0 % share. The group’s structure is designed to ensure that all companies make their contribution to further expand the group’s posi- tion as a leading global machine tool manufacturer with digitized and sustainable products. The group is represented by a matrix organization – with the production plants on one side and the sales and service companies on the other. The supply plants specialize in business fields and product lines. The DMG MORI sales and service companies are responsible for the direct sales and services of our products and those of DMG MORI COMPANY LIMITED. In addition, our key account management looks after our major international customers. DMG MORI COMPANY LIMITED, Tokyo (Japan), holds an indirect interest of 86.42 % in the share capital of DMG MORI AKTIENGESELLSCHAFT. DMG MORIʼs financial investments are listed on page 169 et seqq. 44 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Organization and Legal Corporate Structure Takeover Directive Implementation Act (Section 315a (1) HGB) The following statutory disclosures apply to the group: › The share capital of DMG MORI AKTIENGESELLSCHAFT amounts to € 204,926,784.40 and is divided into 78,817,994 no-par value bearer shares. The no-par shares each have a no-par value of € 2.60 in the subscribed capital. › Pursuant to Section 84 of the German Stock Corporation Act (AktG), the Supervisory Board is responsible for appointing and dismissing the members of the Executive Board. This authorization is specified in Section 7 (2) of the Articles of Association of DMG MORI AKTIENGE SELLSCHAFT, to the effect that the Supervisory Board appoints the Executive Board members, determines their number and regulates the allocation of responsibilities. › DMG MORI COMPANY LIMITED holds an 86.42 % interest via DMG MORI GmbH. › Pursuant to Section 119 (1) no. 5 of the German Stock Corporation Act (AktG), the Annual General Meeting passes resolutions on changes to the Articles of Association. The corresponding procedural rules are defined in Sections 179, 181 of the German Stock Corporation Act (AktG), in conjunction with Section 15 (4) of the Articles of Association of DMG MORI AKTIENGESELLSCHAFT . › 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 AKTIENGESELL SCHAFT, if the participation interests of DMG MORI COM PANY 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 comply with standard agreements. They do not lead to an automatic termination of the aforementioned 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 2021, 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 2021. › 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 aforementioned authorizations in the reporting year. 45 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Share 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 Düssel- dorf, as well as on the open market stock exchanges in Hamburg, Hanover, Munich and Stuttgart. DMG MORI AKTIEN GESELLSCHAFT meets the international transparency require- ments in the German Stock Exchange’s “Prime Standard”. Share Performance The DMG MORI share started the stock market year 2021 at a price of € 41.35 (4 January 2021). It closed with € 42.15 as of 31 December 2021. The share displayed a stable development over the year and has proven itself a solid investment. The market capitalization amounted to € 3.32 billion. Guaranteed Dividend Due to the domination and profit transfer agreement with 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 GmbH has undertaken to pay minority share- holders of DMG MORI AKTIENGESELLSCHAFT 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. Investor Relations // Financial Communications An active and open information policy is an essential part of our value-based approach. We communicate comprehensively, promptly and reliably. We treat all capital market participants equally. Shareholders, shareholder associations, capital market participants, financial analysts, the media and the general public are continuously informed about current business developments and significant changes. Sustainable and trusting cooperation is important to us. We publish extensive information on our website → en.dmgmori-ag.com/investor-relations. In addition to regular financial reporting, it contains current announce- ments, important dates and details of the annual press conference and Annual General Meeting. The Annual General Meeting, which was again held virtually in the reporting year, is also broadcast here. A.03 | KEY FIGURES OF THE SHARE OF DMG MORI AKTIENGESELLSCHAFT | ISIN: DE0005878003 Registered capital Number of shares Closing price 1) Annual high 1) Annual low 1) Market capitalization Earnings per share 2) Price-to-earnings-ratio 3) € million million shares € € € 2021 204.9 78.8 42.15 42.40 41.00 2020 204.9 78.8 41.10 42.90 38.80 2019 204.9 78.8 42.35 48.35 40.90 2018 204.9 78.8 43.10 50.60 42.80 2017 204.9 78.8 46.02 53.85 42.95 € million 3,322.2 3,239.4 3,337.9 3,397.1 3,627.2 € 1.07 39.4 0.66 62.3 1.93 21.9 1.88 22.9 1.49 30.9 1) XETRA-based closing price 2) Pursuant to IAS 33 3) Closing Price / earnings per share A.04 | DMG MORI AKTIENGESELLSCHAFT SHARE – JANUARY TO DECEMBER 2021 in % 110 100* 90 41.35 € 42.15 € 42.40 € Jan. 2021 Feb. March April May June July Aug. Sep. Oct. Nov. Dec. 2021 * 4 January 2021 = 100, stock performances indexed XETRA; Source: Deutsche Börse Group DMG MORI AKTIENGESELLSCHAFT 100-days-avarage 46 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Governance Report / Declaration on Corporate Governance in the Group Corporate Governance Report / Declaration on Corporate Governance in the Group ↗ Business Report information not reviewed for content The Executive Board and Supervisory Board of DMG MORI AKTIENGESELLSCHAFT always act in accordance with good corporate governance and report on matters concerning corporate governance at DMG MORI in adherence to the German Corporate Governance Code. This is reflected in a responsible and transparent business management and cor- porate governance. Good corporate governance is an essential element of strategic thinking and action on all organizational levels throughout the group. In November 2021, the Executive Board and Supervisory Board issued a declaration of compliance that confirmed adherence to all recommendations set out in the “Government Committee German Corporate Governance Code” in the Code’s version dated 16 December 2019 for the time since the Code’s publication in the electronic Federal Gazette on 20 March 2020, with the following exception: › In accordance with G.10 of the German Corporate Governance 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 impor- tance for the long-term success of the company. Share-based remuneration is not appropriate at DMG MORI, as DMG MORI AKTIENGESELLSCHAFT is a dependent com- pany on the basis of the domination and profit transfer agree- ment 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 remu- neration of the Executive Board at DMG MORI. The Executive Board and the Supervisory Board further confirm their intention to continue adherence to the recommendations set out in the “Government Committee German Corporate Governance Code” in accordance with the declaration of compliance issued for the year 2021. 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 declaration of compliance and the Corporate Governance Report together with the declarations of compli- ance 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 compre- hensive and systematic management of opportunities and risks within corporate management. Detailed information on the opportunities and risk management system can be found on page 88 et seqq. 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 48 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Governance Report / Declaration on Corporate Governance in the Group the remuneration report from page 52 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. To this end, the Supervisory Board regularly gives selected executives the opportunity to present themselves, for example. 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; › At least two male and two female Supervisory Board members should be among the shareholder representatives as well as the employees’ representatives; › At least 50 % of all Supervisory Board members should be independent; › Avoiding conflicts of interest; The re-election of the Supervisory Board in May 2018 meant that the Supervisory Board again complied with its voluntary commitment of setting a gender quota in financial year 2021. It also adhered to its voluntary commitment to ensure the inde- pendence of at least 50 % of the Supervisory Board members. Diversity The diversity culture lived at DMG MORI allows our employees for example to become involved in the group’s international projects. This cultural exchange promotes personnel diversity and increases performance. At DMG MORI, all employees and job applicants are held in high esteem irrespective of their nationality or ethnic origin, gender, age, religion, sexual orientation or physical impairments. The Executive Board has manifested this equal opportunity through the DMG MORI Code of Conduct. Statutory Gender Quota Requirements Taking into account the Act on Equal Participation of Men and Women in Executive Positions in Private Business and the Public Sector, the Supervisory Board on 30 November 2017 passed a resolution that provides for a quota of 20 % of the Executive Board of DMG MORI AKTIENGESELLSCHAFT to be filled with female members by no later than 30 June 2022. As a result of flat hierarchies, DMG MORI AKTIENGESELL SCHAFT only has one management level subordinate to the Executive Board. On 18 October 2017, the Executive Board agreed on a target female quota of 10 % for this management level. The target is to be achieved by 30 June 2022. With regard to the Supervisory Board, the statutory quota of 30 % has been met consistently since the Supervisory Board elections in 2018. The shareholders’ and employees’ representatives have decided to meet the legal requirements separately from each other. Two female members have been among the shareholder representatives of the Supervisory Board since the Supervisory Board’s election. Three female Supervisory Board members have been among the employees’ represen- tatives since the Supervisory Board’s elections. › An upper age limit of 70 years at the time of election to the Supervisory Board should be observed; maximum limit of five office terms; › Nominations for the future composition of the Supervisory Board should continue to focus in particular on the inter- ests of the company, while observing the aforementioned objectives. Avoiding Conflicts of Interest The Executive Board and the Supervisory Board are obliged to act in the best interest of the company. The members of the Executive Board and of the Supervisory Board are prohib- ited from pursuing personal interests in their decisions and in connection with their office, from pursuing business opportunities the company is entitled to for their own benefit, 49 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Corporate Governance Report / Declaration on Corporate Governance in the Group and from granting undue advantages to other persons. Any conflicts of interest that may arise from these and other situations must be disclosed to the Supervisory Board without delay and must be assessed and, if necessary, authorized by the Supervisory Board. The Supervisory Board reports to the Annual General Meeting on any conflicts of interest and how they are dealt with. Shareholders and Annual General Meeting Our shareholders exercise their rights at the occasion of the Annual General Meeting. The Annual General Meeting adopts resolutions, inter alia, on the approval of the actions of the Supervisory Board and Executive Board, as well as on the election of the auditor of the annual financial statements or any amendments of the Articles of Association. Due to the corona situation, the Annual General Meeting was once again held as a virtual event in the reporting year. For Annual General Meetings held in this format, we enable share- holders to exercise their voting rights by electronic or postal written ballot, within the legal possibilities, and by issuing instructions to the company’s voting proxies. Shareholders may exercise their voting rights in person at Annual General Meetings conducted as presence events. Shareholders who are unable to personally attend a physical Annual General Meeting are offered the option of appointing an authorized representative of their choice to exercise their voting rights on their behalf, or to assign them to a proxy who must exercise them in accordance with their instructions. It is also possible to timely obtain information online about the Annual General Meeting. All documents and information are made available to our shareholders on our website well ahead of the meeting date. 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 continu ously provide information on the company’s current affairs and publish press and quarterly releases, annual reports as well as a detailed financial calendar. 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 particularly includes the adherence to and compliance with statutory require- ments and regulatory standards, voluntary commitments and our internal policies. Our compliance management system is tasked with warranting our continued alignment with our principles and values. Further information about our Compliance Management System can be found in the Sustainability Report 2021 and on our website. 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 also immediately report any findings and events that arise during the audit of the financial statements and consolidated financial statements that have a significant bearing on the work of the Supervisory Board. Moreover, the auditor informs the Supervisory Board, or points out in the audit report, any circumstances that are inconsistent with the declaration of compliance issued by the Executive Board and Supervisory Board under the Corporate Governance Code. Insurance for members of the Supervisory Board and the Executive Board of DMG MORI The group has taken out D&O insurance policies (management liability insurance) and legal expenses insurance policies for members of the Supervisory Board, Executive Board members and Managing Directors. The D&O insurance contains the deductible provided for in the code or in the pertinent statutory provisions. indirect interest Shareholdings of the Executive Board and Supervisory Board members Only one of the members of the Supervisory Board holds a significant in DMG MORI AKTIEN GESELLSCHAFT. Dr. Eng. Masahiko Mori holds shares in DMG MORI COMPANY LIMITED (Tokyo, Japan). DMG MORI COMPANY LIMITED indirectly holds an 86.42 % interest in the share capital of DMG MORI AKTIENGESELLSCHAFT. Thus, Dr. Eng. Masahiko Mori is holding an indirect equity interest in DMG MORI AKTIENGESELLSCHAFT. Pursuant to Section 19 MMVO (German Market Abuse Reg- ulations), members of the Supervisory Board and Executive Board, as well as other individuals subject to reporting requirements, must notify both the company and the Federal Financial Supervisory Authority (BaFin) whenever they buy or sell, inter alia, of shares or other securities of the company. The company is then required to publish the notification without delay. The relevant notifications made by DMG MORI AKTIENGESELLSCHAFT are available on the company’s website anytime. 50 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report Remuneration Report The remuneration system and remuneration of the Super- visory Board and the Executive Board for financial year 2021 are presented in the following. The Executive Board and the Supervisory Board are responsible for preparing the remu- neration report in accordance with Section 162 of the German Stock Corporation Act (AktG). Remuneration of the Supervisory Board The Supervisory Board’s remuneration is determined by the Annual General Meeting and governed by Section 12 of the Articles of Association of DMG MORI AKTIENGESELLSCHAFT. The remuneration system for the Supervisory Board was approved by the Annual General Meeting 2021 in accordance with Section 113 of the German Stock Corporation Act (AktG). The components of the Supervisory Board remuneration include the fixed remuneration that each member of the Supervisory Board receives, compensation for committee work as well as attendance fees for meetings. In financial year 2021, the fixed remuneration entitlement of each individual Supervisory Board member amounted to € 60,000. The chairperson is entitled the 2.5-fold amount (€ 150,000). The Chairman of the Supervisory Board Dr. Eng. Masahiko Mori as well as James V. Nudo and Irene Bader have been waiving their complete Supervisory Board remuneration. The vice chairperson is entitled to the 1.5-fold amount (€ 90,000). The entitlement from the base remunera- tion amounted to € 630,000 in total (previous year: € 630,000). The remuneration entitlements for committee work totaled € 252,000 (previous year: € 235,033) and took into consideration the work performed in the Finance and Audit Committee, in the Personnel, Nomination and Remuneration Committee and in the Committee for Transactions with Related Parties. The individual committee members were entitled to € 18,000. The committee chairpersons received an additional fixed remu- neration of € 18,000. The members of the Supervisory Board and its committees receive an attendance fee of € 1,500 for each Supervisory Board and committee meeting they attend as a member. In the reporting year, all Supervisory Board members again waived 10 % of their fixed remuneration (base remuneration). In financial year 2021, the total remuneration paid to the Supervisory Board amounted to € 930,000 (previous year: € 892,530). The total base remuneration – less waived amounts – and committee remuneration amounted to € 819,000 (previous year: € 778,530). The meeting attendance fees amounted to € 111,000 (previous year: € 114,000). A.05 | 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 remu- neration: Committee for Transactions with Related Parties (TRP) (since 10 March 2020) Base remuneration and committee remuneration total excl. waivers Base remuneration less waivers (-10 %) and committee remuneration 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 - 0 60,000 36,000 - 90,000 90,000 60,000 60,000 60,000 60,000 630,000 - 0 18,000 0 18,000 0 18,000 90,000 - - - - - - - 0 0 18,000 36,000 - 18,000 144,000 - 78,000 135,000 - 72,000 12,000 - 7,500 147,000 0 79,500 0 - 0 18,000 0 0 0 18,000 90,000 96,000 90,000 15,000 105,000 - - - 0 108,000 99,000 9,000 108,000 126,000 78,000 78,000 78,000 96,000 882,000 117,000 18,000 135,000 72,000 72,000 72,000 90,000 819,000 9,000 13,500 9,000 18,000 111,000 81,000 85,500 81,000 108,000 930,000 13) - 0 0 - 18,000 0 18,000 0 18,000 0 72,000 1) Dr. Eng. Masahiko Mori is also a member of the F&A, Nomination and Mediation Committees. Dr. Eng. Masahiko Mori waives his Supervisory Board remuneration in full. Thus, Dr. Eng. Masahiko Mori has not received any Supervisory Board remuneration for 2021. 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 2021. 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 2021. 6) These employees’ representatives transfer the majority of their remuneration for 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 2021. 52 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report 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. remuneration system is resubmitted to the Annual General Meeting for approval after significant changes and in any case every four years. In the reporting year, no loans and advances were granted to members of the Supervisory Board of DMG MORI AKTIENGESELLSCHAFT. Comparison of annual change in Supervisory Board remuneration The following table shows a comparison of the percentage change in the remuneration of the Supervisory Board members with the earnings development (EAT) of DMG MORI AKTIENGESELLSCHAFT and the average remuneration of the employees on a full-time basis compared to the previous year. The remuneration of the Supervisory Board members shown in the table reflects the actual amounts paid for the respec- tive financial year. For financial year 2021, these amounts correspond to the amounts stated in the table “Remuneration granted and payable to the Supervisory Board”. A.06 | COMPARISON OF ANNUAL CHANGE IN SUPERVISORY BOARD REMUNERATION CHANGES 2021 AGAINST 2020 in % 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) EAT (DMG MORI AKTIENGESELLSCHAFT) 5) Average employee remuneration 6) 1) Dr. Eng. Masahiko Mori has not received any Supervisory Board remuneration for 2021. 2) Irene Bader has not received any Supervisory Board remuneration for 2021. 3) James Victor Nudo has not received any Supervisory Board remuneration for 2021. 4) 2021: € 85.6 million / 2020: € 52.1 million 5) 2021: € 29.3 million (under HGB) / 2020: € 27.1 million (under HGB) 6) Employee remuneration in Germany in the respective financial year – +8.5 % – +4.4 % +3.6 % – +1.7 % +5.2 % +2.3 % +0.4 % +2.3 % +6.6 % +64 % +8 % +2 % Executive Board remuneration The remuneration system for the Executive Board is deter- mined by the Supervisory Board. The Personnel, Nomination and Remuneration Committee develops recommendations for the Executive Board remuneration system, which the Supervisory Board also discusses and decides on in detail. The Personnel, Nomination and Remuneration Committee regularly reviews the Executive Board’s remuneration system and presents relevant proposals to the Supervisory Board. The The remuneration system for the Executive Board of DMG MORI AKTIENGESELLSCHAFT is geared to promoting the business strategy and the sustainable and long-term development of the company. This is achieved in compliance with the statutory requirements and in consideration of competitive aspects. The remuneration system was prepared by the Supervisory Board by resolution of 28 November 2019 on the legal basis of the Implementation of the Shareholders’ Rights Directive (ARUG II) and approved by the 118th Annual General Meeting on 15 May 2020. Essential elements of the remuneration system The system’s fundamental structure abides by the following guiding principles: a) Extraordinary performances and successes should be rewarded adequately, while target shortfalls should entail a substantial reduction of the remuneration (“pay-for- performance-orientation”). b) The collective performance of the Executive Board members should be promoted without constraining the entrepreneurial discretion of the individual members in their respective portfolio remits. Since important strategic goals can only be achieved in an interdisci- plinary approach with the collaboration of all Executive Board members, short and long-term remuneration components result from different performance indicators to which the Executive Board members contribute. c) The remuneration system for the Executive Board members is consistently adaptable to the remuneration systems for the other management and staff levels within the group. d) The remuneration of the Executive Board members should conform with market standards and reflect the size, complexity and strategic direction as well as economic situation of the company. This forms the basis on which Executive Board members are offered a competitive and market value remuneration package that keeps within the regulatory requirements and promotes the sustainable work of the Executive Board. This is intended to secure the best possible candidates for the Executive Board of DMG MORI AKTIENGESELLSCHAFT, both now and in the future. The remuneration system adopted by the Supervisory Board conforms with the current requirements under the German Stock Corporation Act and in all essential aspects with the recommendations made in the German Corpo- rate Governance Code (DCGK), with the exception that the 53 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report long-term remuneration component is not share-based. In consideration of the existing domination and profit transfer agreement between DMG MORI AKTIENGESELLSCHAFT and DMG MORI GmbH, a 100 % subsidiary of DMG MORI COMPANY LIMITED, on the one hand and the limited free float of the stock on the other hand, it was decided that a remuneration component that is paid in shares or a share- based remuneration component will not be implemented. Adequacy of the Executive Board remuneration Following preparation by the Personnel, Nomination and Remuneration Committee, the Supervisory Board determines the amount of the total target remuneration for the upcoming financial year for each Executive Board member based on the remuneration system. The total target remuneration for each Executive Board member is the sum of base remuneration, the STI for 100 % target achievement, the LTI for 100 % target achievement and the pension contribution. In addition to being reasonably proportionate to the duties and performances of the Executive Board members, this in particular gives consideration to the economic position, the market environment, the success and the future prospects of the company. The Supervisory Board pays particular attention to assuring that the total target remuneration conforms with market standards. Market conformity is assessed on the basis of the following points: External benchmarking (horizontal conformity): The market conformity of the total remuneration is assessed on the basis of remuneration data from the 90 largest companies in Germany with DAX and MDAX listings. This horizontal market benchmarking considers the market position, size and complexity of DMG MORI AKTIENGESELLSCHAFT with special emphasis on the position of the company within the comparison group (e. g., on the basis of performance indicators such as sales revenues, number of employees and earnings per share). Internal benchmarking (vertical conformity): In addition to the above, the development of the Executive Board’s remu- neration 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 vari- able remuneration 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 remuneration (LTI) are performance-based variable amounts that depend on the achievement of concrete, measurable targets. 54 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report 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 12 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). 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. The STI system is based on two target dimensions with different weightings that can be adjusted by so-called sustainability factors (“modifiers”). This considers both the market position (measured by the performance indicator “order intake”), as well as the earnings position (measured by the performance indicator “EBIT”). These company-specific targets are modified by a sustainability factor (“modifier”), which moves within a bandwidth from 80 % to 120 %. The sustainability factors are intended to reward the Executive Board’s actions and successes that have made a contribution to sustainably securing the company’s success. The levels of target achievement for the STI 2021 result from the following key figures and factors for 2021 and are determined for all Executive Board members according to the same criteria: 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 achievement of important key figures in the respective financial year, and Order intake is weighted 1/3. In this way, the STI considers one of the key financial figures of DMG MORI AKTIEN GESELLSCHAFT. The order intake component of the STI must reach a lower limit before it becomes bonus relevant. The lower limit is set at a target achievement of 50 %. Reaching the target amount corresponds to a target achievement of 100 %. The component does not increase further once a certain upper limit has been reached. This upper limit corresponds to a target achievement of 200 %. Short-term-incentive (STI) diagram Corporate targets Sustainability factor Target achievement: 0 % – 200 % Range: 80 % – 120 % Target amount Order intake (actual vs. plan) EBIT (actual vs. plan) Investments in property, plant & equipment Relative market shares AG/CO Cash payment Weighting 1/3 Weighting 2/3 Weighting 1/2 Weighting 1/2 55 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report The following figure shows further details with respect to target achievement: target achievement Order intake (1/3) 200 % 150 % 100 % 50 % 1.300 1.600 1.900 Order intake in € million 2.100 The EBIT is weighted 2/3. In this way, the STI considers an additional key financial figure of DMG MORI AKTIENGESELL SCHAFT. The EBIT component of the STI must reach a lower limit before becoming bonus relevant. This lower limit corresponds to a target achievement of 50 %. Reaching the target amount corresponds to a target achievement of 100 %. The component does not increase further once a certain upper limit has been reached. This upper limit corresponds to a target achievement of 200 %. The following figure shows further details with respect to target achievement: target achievement EBIT (2/3) 200 % 150 % 100 % 50 % EBIT margin 5 0,3 % 20 1,3 % 40 2,5 % 80 5,0 % EBIT in € million factor include, for example, investments in property, plant and equipment as well as the development of internal market shares and positions (ratio of order intake DMG MORI AG group and DMG MORI COMPANY LIMITED). Both sustainability factors can reach a level of 80 % – 120 % and are weighted 50 % each. This is in particular intended to boost the Executive Board’s efforts aimed at a sustainable management that delivers future growth. 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 sustainability targets. An individual target amount it set for each member of the Executive 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 remuneration resulting from the achievement of targets is adjusted (80 %-120 %) through two sustainability factors (“modifiers”), which are specified within the framework of the tender. These targets forming the basis of the sustainability 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: Long-term-incentive (LTI) diagram FYn FYn+1 FYn+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&E and Marketing (incl. service) target Cash payment Weighting 2/3 Weighting 1/3 Weighting 1/2 Weighting 1/2 56 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report The EAT is weighted 2/3. In this way, the LTI considers one of the key financial figures of DMG MORI AKTIENGESELL SCHAFT. 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 EAT (2/3) 200 % 150 % 100 % 50 % 29,0 42,0 44,0 48,0 EAT in € million (assessment period 2021 – 2023) 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 achievement of 100 %. It does not increase further after reaching the minimum value. This minimum value 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 % 120 % 100 % 80 % 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 adherence to the R&D and marketing budgets, as well as the development of the PPR indicator (number of “Product Problem Reports” in the last twelve months with status completed and final adjusted divided by the number of “Product Problem Reports” issued in the last twelve months). A “product problem report” describes a customer complaint. Both sustainability factors can reach a level of 80 % – 120 % and are weighted 50 % each. To secure the long-term and sustainable development, the targets are selected in consideration of the strategy. Target and maximum amounts of remuneration The payment from STI and LTI is limited in each case to a total of 200 % of the target amount. The maximum total remuneration of an Executive Board member is determined by the Supervisory Board on the basis of the target total remuneration and is the maximum amount of total remuneration for the respective financial year, taking into account the fixed remuneration, short-term variable remuneration (STI), long-term variable remuneration (LTI 2021 – 2023), and retirement provisions. The maximum total remuneration for financial year 2021 was set at € 4,800 K for the Chairman of the Executive Board and € 2,400 K for the Executive Board members. (→ Table A.07) Retirement provisions The retirement provisions are a further basis for recruiting and retaining the highly qualified Executive Board members required for the group’s continued development and imple- mentation of the corporate strategy. The retirement provisions should be competitive on the market for highly qualified Executive Board members and provide an appropriate level of retirement benefits. The retirement provisions for the Executive Board members are paid in the form of a contribution- based pension scheme: › Christian Thönes: € 450 K p. a. › Björn Biermann: € 200 K p. a. › Michael Horn: € 200 K p. a. 1,85 1,6 Service Performance (assessment period 2021 – 2023) 1,68 1,65 1,7 A.07 I TARGET AND MAXIMUM REMUNERATION (REMUNERATION COMPONENTS 2021) Base remuneration 1) STI LTI 2021– 2023 Pension Total remuneration Christian Thönes Björn Biermann Michael Horn 2021 (Target) 2021 (MAX) 2021 (Target) 2021 (MAX) 2021 (Target) 2021 (MAX) € 1,200,000 € 800,000 € 1,150,000 € 450,000 € 3,600,000 € 1,200,000 € 1,600,000 € 2,300,000 € 450,000 € 4,800,000 € 600,000 € 400,000 € 612,500 € 200,000 € 1,812,500 € 600,000 € 800,000 € 1,225,000 € 200,000 € 2,400,000 € 600,000 € 400,000 € 612,500 € 200,000 € 1,812,500 € 600,000 € 800,000 € 1,225,000 € 200,000 € 2,400,000 1) Fixed remuneration incl. waiver: Christian Thönes € 1,080 K; Björn Biermann € 540 K; Michael Horn € 540 K 57 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report Expenses for the contribution-based retirement provisions for the Executive Board members totaled € 850 K in financial year 2021 (previous year: € 800 K). Remuneration for former members of the Executive Board The former Executive Board member Dr. Maurice Eschweiler was paid € 60 K from the 2019 – 2021 LTI tranche for the reporting year (prorated amount until expiry of his Executive Board appointment on 31 March 2019). Under direct pension obligations, € 1,132 K was paid to former Executive Board members and their surviving dependants, of this € 680 K was attributable to Dr. Rüdiger Kapitza, who left the Executive Board in 2016. Remuneration of the Executive Board for financial year 2021 In accordance with § 162 (1) sentence 2 no. 1 AktG, the following is a report on compensation in the financial year in which the activity underlying the compensation was performed in full. This applies to base remuneration as well as STI and LTI. All members of the Executive Board again waived 10 % of their base remuneration in the reporting year. In total, the Executive Board waived payments in the amount of € 240 K for financial year 2021, which – together with the waiver of the Supervisory Board members – were paid into the DMG MORI relief fund for employees particularly affected by the corona pandemic. The target achievement for short-term variable remuneration is 200 % for the key figure EBIT, and 200 % for the key figure order intake. The target achievement for the sustainability factor relating to the budget for investments in property, plant and equipment was 118.4 %, and for the relative market shares AG/CO 120.0 %, resulting in a weighted modifier of 119.2 % overall. The STI payment is limited to a total of 200 % of the target amount (cap). The LTI tranche 2019 – 2021 as a long-term remuneration component considers the repayment contribution of DMG MORI AKTIENGESELLSCHAFT based on a three-year assessment period. The repayment contribution is the sum of the profit transfer and settlement of tax obligations as well as any loan amounts to DMG MORI COMPANY LIMITED. There is an upper limit (cap) for this LTI tranche at 120 % of the award amount for each Executive Board member. In 2019 – 2021 a minimum value (80 %) of an average of € 130 million redemption contribution must be achieved for a payout – in no year may the repayment contribution fall below € 60 million. The target value (100 %) corresponds to a repayment amount of € 150 million and the maximum value (120 %) to a repayment amount of € 170 million. In the assessment period, the average repayment amount was € 421.7 million. In no year was the repayment amount less than € 60 million. This corresponds to the maximum target achievement (120 %). The total remuneration without advance payments of the Executive Board for financial year 2021 amounted to € 7,118 K (previous year: € 4,912 K). Of this amount, € 2,228 K (previous year: € 2,126 K) is attributable to the fixed, non-performance- based remuneration (base remuneration and fringe benefits), and € 3,200 K (previous year: € 1,236 K) to the short-term variable remuneration (STI) as well as € 850 K to contribution- based retirement provisions (previous year: € 800 K). The LTI tranche 2019 – 2021, which was allocated on 31 December 2021 and will be paid in 2022, results in a total amount of € 840 K (LTI 2018 – 2020: € 750 K). For the LTI tranche 2020 – 2022, a recoverable advance payment of € 1,508 K was made in 2021, which is part of the remuneration 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 mem- bers 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.09 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 as well as the LTI tranche 2019 – 2021 that will be paid in financial year 2022 for underlying activities that were fully performed by the end of financial year 2021. The recoverable advance payment for the LTI tranche 2021 – 2023 is also shown. The Executive Board’s voluntary waivers for the financial years 2020 and 2021 have been considered accordingly. 58 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Remuneration Report Table A.08 shows a comparison of the percentage change in the remuneration of the Executive Board members with the development of earnings of DMG MORI AKTIENGESELL SCHAFT and the average remuneration of the employees on a full-time equivalent basis compared to the previous year. The figures for the reporting year correspond to the figures for the total remuneration specified in the table “Remuneration granted and payable, including waivers” pursuant to § 162 (1) sentence 1 German Stock Corporation Act. The develop- ment of earnings is generally presented on the basis of the develop ment of the key figure EAT. A.08 | COMPARISON OF ANNUAL CHANGE IN EXECUTIVE BOARD’S REMUNERATION (SECTION 162 (1) NO. 2 AKTG) Christian Thönes Björn Biermann Michael Horn EAT (DMG MORI AG group) 1) EAT (DMG MORI AKTIENGESELLSCHAFT) 2) Average employee remuneration 3) 1) 2021: € 85.6 million / 2020: € 52.1 million 2) 2021: € 29.3 million (under HGB) / 2020: € 27.1 million (under HGB) 3) Employee remuneration in Germany in the respective financial year CHANGES 2021 AGAINST 2020 in % +47.7 % +35.4 % +49.8 % +64 % +8 % +2 % A.09 | REMUNERATION AS GRANTED AND PAYABLE, INCL. WAIVERS (SECTION 162 (1) SENT. 1 AKTG) in € K Christian Thönes Chief Executive Officer Björn Biermann Executive Board member 2021 3) 2020 2020 3) 2021 2021 3) 31 % 45 % - 13 % 58 % 11 % 100 % - - 2021 3) 31 % 45 % - 12 % 57 % 12 % 100 % - - Base remuneration Perquisite Total STI LTI 2018 – 2020 LTI 2019 – 2021 Total Pension 1) 2020 2020 3) 930 12 942 618 360 - 978 450 40 % 26 % 15 % - 41 % 19 % Total remuneration without advance payment 2,370 100 % Recoverable advance payment LTI 2020 – 2022 2) Total inflow with advance payment - 2,370 - - 2021 1,080 11 1,091 1,600 - 360 1,960 450 3,501 650 4,151 555 17 572 309 240 - 549 200 43 % 24 % 18 % - 42 % 15 % 31 % 46 % - 10 % 56 % 13 % 100 % 1,321 100 % - - - 1,321 - - 540 8 548 800 - 240 1,040 200 1,788 429 2,217 Michael Horn Executive Board member 2020 2020 3) 2021 2021 3) Base remuneration Perquisite Total STI LTI 2018 – 2020 LTI 2019 – 2021 Total Pension 1) 555 57 612 309 150 - 459 150 50 % 26 % 12 % - 38 % 12 % Total remuneration without advance payment 1,221 100 % Recoverable advance payment LTI 2020 – 2022 2) Total inflow with advance payment - 1,221 - - 540 49 589 800 - 240 1,040 200 1,829 429 2,258 32 % 44 % - 13 % 57 % 11 % 100 % - - Executive Board total 2020 2,040 86 2,126 1,236 750 - 1,986 800 4,912 - 4,912 2020 3) 43 % 24 % 19 % - 41 % 16 % 100 % - - 2021 2,160 68 2,228 3,200 - 840 4,040 850 7,118 1,508 8,626 1) Payments for pension provisions as defined contribution 2) Contribution made in 2021 3) 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. 59 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Research and Development Research and Development The purpose of DMG MORI’s research and development is to sustainably increase the value of our products for our customers. With the machine at the center, we are con- sistently developing further from a machine manufacturer to a holistic, sustainable solution provider in the manufac- turing environment. In the reporting year, together with DMG MORI COMPANY LIMITED, we presented 26 innova- tions – thereof 7 world premieres, 3 automation solutions, 15 digital innovations including 6 technology cycles and 1 DMG MORI Components. We have expanded our machine portfolio with the following 7 world premieres: › CLX 450 TC – the new Turn&Mill center for 6-sided complete machining. 100 % reduced setup times, up to 40 % lower tool costs and 20 % reduced production time at an attractive price set new standards in universal turning. With PAYZR, now also available as Equipment-as-a-Service. › NZ platform – the variably configurable NZ DUE, TRE and QUATTRO production lathes offer maximum flexibility and productivity. Customers receive an individually customized configuration that enables highly productive 6-sided complete machining in two independent working areas. › M1 – the new 3-axis milling machine in the entry-level. Compact, precise and highly profitable. Also available as Equipment-as-a-Service with the subscription business model PAYZR and easily configurable via cloud-based offering. › DMP 35 – the new vertical high-speed machining center for maximum productivity in highly dynamic 5-axis simulta- neous machining with a footprint of only 3 m². Automation is the key to more efficiency, more productivity, even faster amortization – and thus to greater competitive- ness of our customers. DMG MORI’s innovative automation portfolio with 57 products includes machine-specific (WH Cell, PH Wheel, RPS etc.), universal (Robo2Go, PH Cell, PH 150 etc.) and scalable solutions (MATRIS, WH Flex, LPP, AGVs etc.) up to DMG MORI central control computer technology with central tool management. Our Robo2Go will soon also be available for workpieces up to 115 kg. Without knowledge of robot programming, the Robo2Go MAX can be used particularly quickly and easily via CELOS. This makes Robo2Go the ideal and flexible solution for small and medium batch sizes, also for particularly heavy components. In future, the PH Cell MAX pallet handling system will allow the handling of up to 2,000 kg on each of the up to 21 pallets. It can be variably adapted thanks to standardized modules and is simply run via the Pallet Master directly from the machine. For the PH Wheel, we have transferred the proven concept of tool wheel magazines to workpieces. On less than 9 m², the PH Wheel stores up to 125 workpieces and enables a workpiece change in under 7 seconds. Our automated guided vehicles (AGV) have been expanded with the THAGV for autonomous tool transport and the PHAGV 125 for large pallets. Both, together with central storage systems such as the new CTS (Central Tool Storage) tool magazine, enable free layout design and maximum flexibility for any application. Central job and order management is handled by the DMG MORI Cell Controller. This central control computer ensures simple, structured and efficient processing of jobs in a production line with multiple machines and also handles tool management. › DMF 300|8 – the extension of the new travelling column series with a 20 % increase in milling performance, 60 % larger working area, innovative tool changer and extended options. Integrated digitization solutions and completely new busi- ness models expand our core business with machine tools and holistic automation solutions. In the reporting year, we presented 15 digital innovations. › ULTRASONIC 55 MicroDrill – the new machine for the semiconductor industry enables the highly productive and process-reliable drilling of micro holes down to a diameter of 0.1 mm thanks to the innovative ULTRASONIC MicroDrill technology. › LASERTEC 3000 DED hybrid – the Turn&Mill center with DED technology integration offers additive and subtractive machining for 6-sided complete machining. The new machine enables the machining of even larger components at a smaller footprint. With PAYZR – PAY with Zero Risk – for Equipment-as-a-Service and Software-as-a-Service, our customers have been benefiting since the middle of the reporting year from rapid innovation cycles without risk – with maximum flexibility, cost and price transparency, and thus maximum planning security. The PAYZR offer is being continuously expanded. Currently available are the 3-axis milling machine M1 as well as the turn-mill machining center CLX 450 TC as Equipment- as-a-Service and Software-as-a-Service offers from ISTOS, TULIP, WERKBLiQ and up2parts. With PAYZR, DMG MORI now 61 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Research and Development enables all the benefits of data-based business models, such as subscription and pay-per-use, in addition to purchase, financing or leasing. We are increasingly offering digital end-to-end solutions that can be provided to our customers quickly, scalable and inexpensively. Digital business models, such as PAYZR, are the future and complement the classic machine and service business with networked, platform- based solutions. The digital point-of-sale for all PAYZR offers is the DMG MORI Store powered by ADAMOS, which was newly introduced in June of the reporting year. Access is possible simply by “single sign-on” via digital channels such as the DMG MORI website or the customer portal my DMG MORI. Customers can access the complete variety of digital products here. With the new cloud-based offering, various configurations of machines and systems can be compared in real time and perfectly matched to the customer’s own application. The search, selection and evaluation of the individually suitable machine solution (including automation, digitization, tech- nology cycles and DMG MORI Qualified Products) is thus mapped holistically for the first time. With DMG MORI TOOLING, we have introduced a cloud solution for tool management, especially for small and medium-sized companies. The software increases process reliability and transparency in the management of tools and can be tested free of charge for 60 days. With the new Digital Twin Process Optimizer, real manufacturing processes recorded by sensors can now also be digitally tracked, analyzed and optimized 1:1. The Digital Twin is also part of our integrated “Digital Engineering” approach to increase the efficiency of real production. The new post-processor CELOS Dynamic Post is the ideal interface between a wide variety of CAM systems and DMG MORI machines. This ensures the optimal implemen- tation of the machining planned in the CAM system and fully seizes the potential of the machine. The Production Planning & Control solutions from ISTOS simplify the entry into digitally optimized production planning and order processing, especially for small and medium-sized companies. They can be easily connected to existing ERP systems with standardized interfaces for the seamless exchange of production-relevant information. Customers can test “Production Planning & Control” free of charge for 30 days via the DMG MORI Store powered by ADAMOS. DMG MORI Monitoring powered by TULIP enables easy moni- toring of availability, performance and quality of all machines and systems. Thanks to its openness and consistency, new, old and third-party machines can be easily connected via protocols such as OPCUA, MQTT and MTconnect, regardless of the manufacturer, and data can be linked via interfaces to IT systems such as ERP and MES. Individual evaluations can be created with TULIP without programming knowledge and can be accessed both at the machine and on mobile devices. More than 180 new customers benefited from the TULIP no-code manufacturing platform in the reporting year alone. More than 1,100 workstations and over 200 self-developed apps are in use in our own plants. Already more than 30,000 registered customers with over 140,000 machines benefit from our free customer portal my DMG MORI. Applications purchased in the DMG MORI Store powered by ADAMOS can be directly assigned to specific machines in the my DMG MORI customer profile. We enable all my DMG MORI users to upgrade to the manufacturer- independent WERKBLiQ maintenance and service platform in order to also integrate third-party machines. With 6 new DMG MORI technology cycles, we support our customers with now altogether 55 cycles in programming their machine on the shop floor. The new gearSHAPING cycle, for example, complements our gear machining cycles like gearSKIVING, gearMILL and gearHOBBING and allows the simple production of internal and external gears in confined spaces. Sustainability with a holistic approach has been part of the DNA of DMG MORI for many years. We take global and holistic responsibility for resources along the entire value chain in the “DMG MORI GREEN ECONOMY”. Our manufacturing solutions are high-quality, durable, recyclable and maximally efficient – for example through technology integration as well as comprehensive automation and digitization solutions – which preserves resources, the climate and the environment. All machines delivered worldwide since January 2021 have been produced completely CO2-neutral through the triple “Avoid – Reduce – Compensate”. Both our “Company Carbon Footprint” and “Product Carbon Footprint” are already climate neutral today – along the entire supply chain to the customer (scope 1, 2 and 3 upstream). In the reporting year, DMG MORI was one of the TOP 17 companies out of more than 1,000 applicants nominated for Europe’s largest sustainability award in the area of climate protection. Since September 62 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Research and Development 2021, DMG MORI has also been a certified member of the “Science Based Targets” initiative, which aims to limit global warming to a maximum of 1.5 °C. Furthermore, we have com- mitted to implementing the “Task Force on Climate-related Financial Disclosures” (TCFD) and thus follow the recom- mendations for voluntary and consistent disclosure of cli- mate-related information. DMG MORI has been awarded the Platinum Medal in the Sustainability Rating by the interna- tionally renowned institute EcoVadis. This means that we are among the top 1 % of over 35,000 companies evaluated worldwide. The CSR rating includes the categories envi- ronment, labor and human rights, ethics and sustainable procurement. In Additive Manufacturing, we offer new solutions for pro- cess automation, monitoring and optimization. For example, the new “Melt Pool Monitoring” for SLM technology enables real-time monitoring of the melting process. This allows the physical manufacturing process to be digitally tracked, analyzed and optimized. In the reporting year, we presented the innovative “zeroFOG” cooling mist separator. This new DMG MORI Component ensures particularly clean air in the machine environment and is characterized by high energy efficiency. Research and development expenses amounted to € 72.9 million (previous year: € 66.7 million). A total of 599 em- ployees worked on the development of our products (previous year: 560 employees). As in the previous year, this corre- sponds to 15 % of the plants’ total workforce. The innovation rate in the “Machine Tools” segment was 6.6 % (previous year 6.4 %). Investments in new developments are listed in the notes on the segments as capitalized development costs. Our research and development activities are organized decentrally and coordinated by a central product development body. This structure enables us to build up a high level of product expertise while at the same time offering synergy effects through cross-plant cooperation. We create further synergies through our annual worldwide development con- ference. At the “Global Development Summit” in October, around 300 international experts once again came together digitally to develop and drive forward future ideas for inte- grated solutions from machine, automation, digitization and sustainability. A.10 | RESEARCH AND DEVELOPMENT IN A YEAR BY YEAR VIEW R & D employees Proportion of R & D employees 1) R & D expense 2) Innovation ratio 3) Capitalization ratio 4) 2021 2020 2019 2018 2017 2016 number in % € million in % in % 599 15 72.9 6.6 6.3 560 15 66.7 6.4 6.1 583 15 72.0 5.0 6.4 581 15 70.9 4.9 6.4 525 15 60.9 4.7 10.5 502 15 57.1 4.6 14.4 1) R & D employees in relation to the number of employees in the “Machine Tools” segment 2) R & D expenses inclusive expense for custom engineering 3) R & D expenses in relation to sales revenues in the “Machine Tools” segment 4) capitalized development costs in relation to R & D expenses 63 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Purchasing Purchasing Purchasing, procurement and logistics are more important than ever. Due to the corona pandemic, supply chains in par- ticular are facing new challenges. Resilience and adaptability are decisive success factors in the context of digitization and sustainability and have long been a focus at DMG MORI. Purchasing at DMG MORI is digital, innovative, agile. 1. We pursue a clear strategy in purchasing: double sourcing + regionalization. 2. We push digitization – also in purchasing. 3. We believe in strong partnerships. In the reporting year, the cost of materials and services pur- chased totaled € 1,161.6 million (previous year: € 983.9 million), of which € 1,008.6 related to raw materials and consumables (previous year: € 842.6 million). The materials ratio was 55.9 % (previous year: 54.4 %). The real net output ratio was 24.0 % (previous year: 26.5 %). We are continuing to work consistently on implementing a com- pletely digitized supply chain and thus to sustainably improve efficiency in purchasing. DMG MORI is increasingly using digital solutions that help to identify synergies across the group and enhance security of supply. In the reporting year, we were able to leverage further efficiencies through the use of “Robotic Process Automation” (RPA). DMG MORI maintains strong and stable partnerships with its suppliers: The challenges posed by material and supply shortages in particular have shown that an ongoing close exchange with our suppliers is more important than ever. To underline the significance and performance of our strategic suppliers, the established “DMG MORI Partner Summit” took place – virtual and live – on the occasion of the Pre-EMO Show at DECKEL MAHO in Pfronten. The five best supplier partners were honored with the “DMG MORI Partner Award 2021”. They convinced with their outstanding performance in the following categories: Quality, Innovation, DMQP, Delivery Performance and, for the first time, Sustainability. In 2021, we further strengthened the resilience of our supply chain with extensive measures: our global double-sourcing strategy means that we have at least two suppliers for sub- stantial components. In this, we rely on both global and regional providers. We think globally and act locally. In addition, we are increasingly manufacturing core components ourselves through our DMG MORI Components. DMG MORI’s holistic supply chain risk management identifies risks in the supply chain at an early stage by digital tools and enables suitable countermeasures to be initiated in good time. We managed to secure supplies for the most part by bringing forward orders, increasing inventories of critical components, safe- guarding production capacities and building up consignment stocks at our supply partners. We minimize economic and geopolitical risks by paying attention to diversification and localization of the supplier portfolio in the various markets. Along with the global material shortages and limited logistics capacities, DMG MORI was also confronted with rising prices. For example, prices in steel rose by 225 % and in logistics by 540 %. However, material price increases stabilized at a high level at the end of the reporting year. Through the active role of purchasing, technologies are driven forward and methods for the early involvement of suppliers in the innovation process are continuously developed. Together with proven DMG MORI technology partners, procurement contributes to the cooperative and future-proof further development of DMG MORI and its supplier network. The technology partnership enables both sides to exchange ideas in order to be strongly positioned for future challenges. 30 “Tech Days” were held with our DMG MORI technology partners during the reporting year, at which 54 new develop- ment projects were initiated. In addition, 65 future-oriented ideas were submitted and presented digitally via a web-based innovation platform. The structural analysis of suppliers in the area of purchasing shows that 5 % cover a share of around 80 % of the total purchasing volume. We refer to these as our A-suppliers. Another 11 % of our suppliers have a share of 15 % of the purchasing volume (B-suppliers); 16 % of our suppliers thus cover 95 % of the total purchasing volume. The remaining 5 % share of purchased materials is distributed among the other 84 % of our suppliers, the so-called C-suppliers. Purchasing units operating worldwide procure production materials, goods and services in the required quality and at the best possible conditions. The intensive networking of the indi- vidual purchasing organizations leads to optimized material group management with improved cost structures and makes it possible to achieve group-wide synergies on various procurement markets for over 30 material groups, for example control technology, sheet metal, castings or motor spindles. 65 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Production and Logistics As a result of the material group management together with DMG MORI COMPANY LIMITED, both companies benefit from improved cost structures as well as the use of synergies resulting from numerous group-wide projects. The Product Cost Optimization (PCO) program continues to be an essential part of the product development process. In the reporting year, 79 projects with potential savings of € 2.9 million were supported, mainly in the areas of castings, machined parts and sheet metal parts. Costs were again reduced through the further development of PCO. Every day, DMG MORI assumes responsibility in a holistic and sustainable manner: This also applies to purchasing. The basis for successful business relationships with our partners and suppliers is the observance of human rights and occu- pational health and safety standards, active environmental protection and the fight against corruption. With the platforms “Integrity Next” and “SAP Ariba”, our sustainability criteria are uniformly integrated into the purchasing and supplier organization throughout the group. “Integrity Next” is used to obtain information on all suppliers in order to determine sustainability performance and ensure adherence to statutory requirements. On this basis, we define concrete improvement measures with our suppliers. In the reporting year, 90 % – that is 3,191 – of DMG MORI’s active suppliers were already involved. This makes “Integrity Next” an important element for the timely implementation of the Supply Chain Due Diligence Act, which will come into force on 1 January 2023. We respond to sustainability risks and violations by systema- tically implementing measures. For example, supply partners are informed of deficits and proactively requested to remedy them within a specified period. Serious violations can lead to the dissolution of the cooperation as well as to a system-side blocking of the supply partner. Climate change and the accompanying reduction of CO2 emissions are currently the central tasks. In order to achieve the transformation to a “GREEN ECONOMY”, technological as well as regulatory changes are necessary and of high importance especially for purchasing. DMG MORI supports its supplier partners with advice on their path to climate neutrality and decarbonization. Innovative Software-as-a-Service solutions transparently present CO2 emissions at component level and can automatically generate concrete improvement proposals for suppliers. In the reporting year, we analyzed some components on a test basis with the help of a start-up. This improved data quality enables us to identify even more targeted CO2 reduction potential together with our suppliers on the basis of our climate triple “Avoid – Reduce – Compensate”. In 2022, we plan to expand our activities to include additional emissions- intensive material groups and, in particular, approach suppliers with the highest CO2 emissions to define specific reduction measures. Further details can be found in the separate Sustainability Report 2021 on page 36 et seqq. → en.dmgmori-ag.com/sustainability Production and Logistics The ultimate goal of DMG MORI’s production and logistics is sustainable, digitized and highly efficient manufacturing and assembly. In this way, we want to ensure the highest quality as well as on-time and prompt delivery of our machines. The basis for this is adherence to our strict global quality stan- dards and processes. We achieve this with our “First Quality” strategy along the entire value chain. The continuous improve- ment of our quality management system combined with innovative digital solutions are the key to highest product and process quality and a resulting customer satisfaction of over 95 % in the reporting year. With the TAKT project, we are systematically advancing the implementation of our production strategy and transferring lighthouse projects, standards and process optimizations to all production sites. Our components strategy pursues the strengthening and expansion of our core competencies: Through in-house production of DMG MORI Components, we can guarantee the highest quality standards and reduce dependencies on suppliers. The guidelines of our production strategy are optimal capacity utilization and sustainable production. 66 Annual Report 2021

BUSINESS REPORT | The Basis of the Group | Production and Logistics In the reporting year, we started the construction of a new state-of-the-art logistics center with an area of 8,400 m2 at the Pfronten site. The 14,000 rack meters with automated and fully digitized processes enable materials to be supplied in less than one hour after call-off. Based on the “Digital Lean Six Sigma” method, a specially trained team analyzed the optimization of the DMU 80 duoBLOCK through digitally supported “Production Dojos” at the Pfronten site in the reporting year. Along the entire value chain, all aspects were critically examined, from optimized specifi- cations at suppliers to design adjustments and packaging – and subsequently more than 100 different points were optimized. This led to a 30 % improvement in productivity. Furthermore, the lead time was reduced by 25 %. In addition, a project at the TAKT Academy enabled the machining processes for castings to be optimized through design adjustments, thus reducing material costs by up to 55 %. At DECKEL MAHO in Seebach, lead times from initial sample parts to series release were reduced by more than 50 % in the course of another project. The focus was on the imple- mentation of a self-developed TULIP Track & Trace APP, which enables us to control and seamlessly track the entire appoval process. At GILDEMEISTER Drehmaschinen GmbH, production of the newly developed CLX 450 TC at the Bielefeld site has started successfully. The body machine is provided by our state-of- the-art production and supplier plant FAMOT in Poland and the compactMASTER spindle is produced in-house in Bielefeld. These processes ensure optimized value creation and bundle all the know-how in the group. In the TAKT Academy, our employees receive further training in the “Digital Lean Six Sigma” methodology. In the course of the training, projects are carried out to eliminate waste, reduce lead times, increase productivity and ergonomically improve workplaces. There is a strong focus on digitizing our processes and integrating flexible automation solutions into our own value chain. By implementing software solutions developed in-house by TULIP, ISTOS and WERKBLiQ, we are also actively promoting digital transformation internally. In addition, we are working on the introduction of further assembly and intralogistics concepts with driverless transport systems and collaborative robots (cobots) that assist our employees with complex tasks. We cooperate intensively with DMG MORI COMPANY LIMITED in the development of our worldwide production network. Through the mutual use of global production capacities, our customers benefit from shortened delivery times and reduced transport costs. In the future, we will continue to use our global production network to increase our flexibility, make optimum use of capacities and reduce the distance to our customers through local production. To secure long-term independent access to important markets, we are expanding our global presence with new production plants in China and Egypt: Made in China for China: Another important component of this production network is the new production plant DMG MORI Manufacturing Solutions in Pinghu near Shanghai. The groundbreaking ceremony for the highly automated and fully digitized, around 41,000 m2 production plant for 5-axis milling machines took place in December 2021. The core element will be a continuous flow assembly line with a driverless transport system. The grand opening is planned for 2023. Made in Africa for Africa: In Cairo, together with Egypt’s largest industrial holding company (AOI), we are also building a highly automated, fully digitized production plant for turning and milling machines covering around 20,000 m2 by 2024. The company GEMAS (German Egyptian Manufacturing Solutions), in which DMG MORI holds a 40 % stake, is being built on a total area of around 60,000 m² in the immediate vicinity of the airport. We bundle our idea management on our digital platform “DMG MORI Improve”. More than 12,000 ideas were submitted there across the group in the reporting year and of those, more than 65 % were implemented. The modules for work- shops and projects as part of continuous improvement process management are used across all production locations and also supported the implementation of the TAKT Academy projects. 67 Annual Report 2021

BUSINESS REPORT | Economic Report | Business Environment ECONOMIC REPORT Business Environment Overall Economic Development Development of the machine tool industry The momentum of the global economic recovery in 2021 was slowed from mid-year by new waves of infection, shortages in global supply chains as well as high raw material and trans- port costs, and rising inflation. This significantly hindered the overall economic recovery process. According to preliminary calculations by the Institute for the World Economy (IfW) at the University of Kiel, the global economy nevertheless grew by +5.7 % after the historic decline in 2020 (-3.1 %). Germany recorded a growth in gross domestic product (GDP) of +2.6 %, only partially offsetting the losses from the crisis year 2020 (-4.9 %). In the euro zone, the economy grew by +5.0 % (previous year: -6.4 %). However, supply shortages made it difficult for the economy to recover fully. The major European economies – led by France with an increase in GDP of +6.6 % (previous year: -8.0 %), Italy with +6.2 % (previous year: -9.0 %), and Spain with +4.2 % (previous year: -10.8 %) – recorded an upturn again after the recession in 2020. In the United Kingdom, the economy recovered with +6.9 % (previous year: -9.7 %). GDP in Russia increased by +3.7 % (previous year: -2.4 %). China showed a GDP growth rate of +7.8 % (previous year: +2.3 %). A slight economic recovery was observed in Japan: GDP increased by +1.5 % (previous year: -4.7 %). India recorded significant growth of +7.6 % (previous year: -7.0 %). The Southeast Asia region grew by +2.9 % (previous year: -4.5 %). The US economy achieved significant growth in the first half of 2021 and already exceeded pre-corona levels, but lost momentum towards the end of the year. Full-year GDP increased by +5.6 % (previous year: -3.4 %). Latin America recorded a strong rise of +6.6 % (previous year: -6.8 %). INTERNATIONAL DEVELOPMENT The global market for machine tools was on course for recovery in 2021. However, the enormous challenges of the pandemic, material availability and supply shortages, rising inflation and high raw material and transport costs weighed on develop- ment. According to preliminary data from the German Machine Tool Builders’ Association (Verein Deutscher Werkzeug- maschinenfabriken e. V. (VDW)) and the British economic research institute Oxford Economics, global consumption in 2021 rose significantly by +17.5 % to € 69.0 billion (2020: € 58.7 billion) but remained below the pre-corona level of 2019 (-5.2 %; € 72.8 billion). In Europe, demand for machine tools was rather moderate at +11.8 % compared to last year’s high decline (previous year: -26.3 %). Asia, on the other hand, recorded the strongest increase with +18.4 % (previous year: -16.3 %). The development in the North and South America regions was also positive at +14.6 % (previous year: -21.9 %). In China, the world’s largest market, consumption of machine tools grew significantly by +19.5 % to € 22.2 billion (2020: € 18.6 billion; 2019: € 19.9 billion). The USA, the second most important market for machine tools with € 8.3 billion, reported an increase of +14.0 % (2020: € 7.3 billion; 2019: € 8.7 billion). In Germany, the third largest market, consumption rose by only +2.2 % to € 4.7 billion (2020: € 4.6 billion), considerably below the pre-corona level of 2019 (-34.4 %; € 7.1 billion). In fourth place is Japan. Although consumption here increased significantly by +11.4 % to € 4.1 billion, it also remains notably below the pre-corona level of 2019 (-26.5 %; € 5.5 billion). Italy’s consumption performed extremely well, up +29.7 % to € 3.7 billion (2020: € 2.9 billion; 2019: € 4.0 billion), maintaining its position as the fifth-strongest market ahead of South Korea at € 3.2 billion (2020: € 2.7 billion; 2019: € 3.0 billion). As in the previous year, the ten most important consumer markets represented around 79 % of global machine tool consumption. For global production, the VDW calculated a volume of € 69.0 billion (2020: € 58.7 billion; 2019: € 72.8 billion). According to preliminary estimates, China remained the world’s largest 68 Annual Report 2021

BUSINESS REPORT | Economic Report | Business Environment As in the previous year, the USA ranked second with an export volume of € 1.0 billion (export share: 12.5 %). Italy was the third most important export market with € 0.5 billion and an export share of 5.8 %, closely followed by Austria and Poland. Imports of machine tools went up by +10.9 % to € 2.8 billion (previous year: € 2.5 billion). With an import share of 26.2 %, approximately every fourth machine tool imported came from Switzerland. Japan (9.7 %) and Italy (9.2 %) followed in the other places. Domestic consumption of machines, parts and accessories increased by +5.1 % to € 6.5 billion. Over the course of the year, the capacity utilization of German machine tool manu- facturers rose by around 10 percentage points. Capacity utilization of cutting machine manufacturers was 80.8 % (previous year: 70.9 %). The number of employees in German machine tool companies fell by -7.3 % on average over the year to around 64,500 (previous year: 69,558). For the industrial economy, the ifo business climate is the leading indicator of economic development in Germany. According to the ifo publication of January 2022, the mood in the German economy improved 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). Although companies assessed the current situation as slightly worse, expectations grew significantly. In addition, the situation regarding supply shortages of intermediate products and raw materials eased somewhat. producer of machine tools in 2021 with a volume of € 20.6 billion (2020: € 17.0 billion; 2019: € 17.3 billion). Japan with € 9.6 billion (2020: € 8.2 billion; 2019: € 11.8 billion) and Germany with € 9.3 billion (2020: € 8.8 billion; 2019: € 12.6 billion) swapped places and followed in second and third place. As in the previous year, the ten key production countries represented a total of 90 % of all machine tools worldwide. GERMAN MACHINE TOOL INDUSTRY The German machine tool industry largely recovered in 2021 from the consequences of the corona pandemic. Order intake at the plants in Germany rose by +58.3 % to € 13.6 billion, already back above the pre-corona level in 2019 (2020: € 8.6 billion; 2019: € 12.3 billion) – although still well below the 2018 level of € 17.5 billion. Both domestic demand at +50.6 % (previous year: -36.5 %) and international orders +61.6 % (previous year: -26.7 %) increased significantly. Order intake for metal cutting machines grew notably by +65.0 % (previous year: -31.0 %). Domestic orders increased considerably by +69.0 % (previous year: -42.0 %). Foreign orders rose by +63.0 % (previous year: -25.0 %). In the metalforming machinery sector, order intake gained +42.0 % (previous year: -28.0 %). Order intakes at the foreign plants of German manufacturers are not included here. Sales revenues of German machine tool manufacturers still fall noticeably short of the order intake development due to the tight supply situation. They grew only by +3.7 % to € 12.7 billion and were thus -25.7 % below the pre-corona level 2019 (2020: € 12.2 billion; 2019: € 17.0 billion). The production of machinery, parts and accessories reached a total volume of € 11.7 billion and was also up +5.7 % on the previous year (€ 11.1 billion). German machine tool exports rose by +7.9 % to € 8.0 billion (previous year: € 7.4 billion). The export ratio went up by around 1.5 percentage points to 68.2 %. The most important export market for German machine tools was again China with an increase of +24.3 % to € 1.6 billion (previous year: € 1.3 billion). This corresponds to 20.0 % of machine tool exports (previous year: 17.4 %). 69 Annual Report 2021

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth Results of Operations, Financial Position and Net Worth Order Intake Demand for machine tools recovered in 2021 but was slowed down in the course of the year due to the corona pandemic and rising inflation. Under these once again more difficult general conditions, DMG MORI achieved a significant increase in order intake. Orders increased by +57 % to € 2,517.2 million (previous year: € 1,599.4 million). New machine business in particular increased significantly by +71 %. Overall, the core business with machine tools and services was even +5 % above the high pre-corona level in 2019 (€ 2,401.8 million). In the fourth quarter, orders increased to € 588.6 million (+43 %; previous year: € 411.6 million). In the “Machine Tools” segment, orders rose to € 1,423.8 million (+69 %; previous year: € 844.3 million). In the fourth quarter, order intake amounted to € 302.0 million (previous year: € 206.9 million). The “Industrial Services” segment recorded an increase to € 1,093.2 million (previous year: € 754.9 million). Of this, € 1,092.7 million was attributable to Services (previous year: € 750.1 million). This includes order intake from our original service business (€ 671.5 million), which, in addition to lifecycle services (i.a. spare parts, maintenance and repair), comprises sales commissions (previous year: € 506.5 million). Orders for machines from DMG MORI COMPANY LIMITED increased by +73 % to € 421.2 million (previous year: € 243.6 million). In the fourth quarter, orders received for “Industrial Services” rose to € 286.6 million (previous year: € 204.6 million). Domestic orders increased by +62 % to € 747.4 million (previous year: € 462.0 million). International orders rose by +56 % to € 1,769.8 million (previous year: € 1,137.4 million). The share of international orders was thus 70 % (previous year: 71 %). With 6,452 machines sold, the number of orders was signifi- cantly higher than the previous year’s figure (3,654). Sales prices were successively increased across the entire product range due to worldwide raised in material prices. Sales Revenues Sales revenues increased to € 2,052.9 million despite the more difficult material supplies, increasing logistics shortages as well as high raw material and transport costs (+12 %; previous year: € 1,831.3 million). In the fourth quarter, sales revenues rose by € 76.0 million to € 602.0 million (+14 %; previous year: € 526.0 million). The “Machine Tools” segment developed positively, with sales revenues growing by € 56.9 million to € 1,103.9 million (+5 %; previous year: € 1,047.0 million). In the fourth quarter, sales revenues rose to € 342.8 million (+14 %; previous year: € 300.0 million). In the “Industrial Services” segment, sales revenues for the full year increased to € 948.8 million (+21 %; previous year: € 784.1 million). In the Services division, sales revenues rose to € 946.7 million (previous year: € 778.8 million). Sales revenues from our original service business were impacted during the year by the travel restrictions, which still persisted in some cases, and amounted to € 506.0 million (previous year: € 430.2 million). Sales revenues from trade with products of DMG MORI COMPANY LIMITED accounted for € 440.6 million (previous year: € 348.6 million). In the fourth quarter, sales revenues in “Industrial Services” segment reached € 259.2 million (+15 %; previous year: € 225.9 million). Domestic sales increased by 18 % to € 652.8 million (previous year: € 553.1 million). International sales grew by 10 % to € 1,400.1 million (previous year: € 1,278.2 million). The export share was 68 % (previous year: 70 %). Pressure on supply chains remains high worldwide and is aggravated by logistics shortages. DMG MORI has so far been able to avoid serious production interruptions thanks to a stable and long-standing network with partners and suppliers. Order Backlog The group’s order backlog increased to € 1,208.9 million as of 31 December 2021 due to the good development of order intake (31 Dec 2020: € 852.2 million). The domestic order backlog was € 459.8 million (31 Dec 2020: € 366.2 million). The international order backlog amounted to € 749.1 million (31 Dec 2020: € 486.0 million). International orders accounted for 62 % of the current backlog (same date in the previous year: 57 %). The order backlog for the individual segments developed as follows: In the “Machine Tools” segment, it amounted to € 574.3 million (31 Dec 2020: € 346.2 million). The “Industrial Services” segment had an order backlog totaling € 634.6 million as of 31 December 2021 (31 Dec 2020: € 506.0 million). The order backlog in the “Machine Tools” segment results in a calculated production range of around 7 months (previous year: around 4 months). The individual production companies have different capacity utilization. We counter longer delivery times with targeted measures such as the expansion and optimization of assembly and production capacities. 71 Annual Report 2021

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth Results of Operation DMG MORI completed the demanding financial year 2021 successfully. The effects of the corona pandemic, more diffi- cult material supply, increasing supply shortages and high raw material and transport costs, as well as rising inflation impacted the year and slowed down overall economic development. The global market for machine tools was on the road to recovery but remained significantly below the pre-corona level of 2019. In this volatile market environment, DMG MORI came out of the crisis stronger. The earnings situation developed positively: EBITDA improved by +22 % to € 190.8 million (previous year: € 156.7 million). EBIT increased by +52 % to € 123.8 million (previous year: € 81.7 million). The EBIT margin improved to 6.0 % (previous year: 4.5 %). EBT grew by +62 % to € 121.6 million (previous year: € 74.9 million). As of 31 December 2021, the group reported EAT of € 85.6 million – an increase of +64 % (previous year: € 52.1 million). The individual income statement items are discussed below: amid rising material, logistics and transport costs as well as increasing raw material prices and the ongoing corona pandemic, sales revenues went up to € 2,052.9 million (+12 %; previous year: € 1,831.3 million). Total operating income impro- ved to € 2,079.5 million (+15 %; previous year: € 1,809.8 million). The cost of materials rose by € 177.7 million to € 1,161.6 million (previous year: € 983.9 million), mainly as a result of the higher total operating income. The materials ratio was 55.9 % (previous year: 54.4 %). The change resulted in particular from the change in inventories compared with the previous year and a modification in the product and country mix. Gross profit increased to € 917.9 million (previous year: € 825.9 million). Personnel expenses amounted to € 522.7 million (previous year: € 486.9 million). The personnel ratio improved to 25.1 % (previous year: 26.9 %) with a significant rise in total performance. The balance of other income and expenses changed by € -22.1 million to € -204.4 million (previous year: € -182.3 million). Other operating income decreased by € 14.6 million to € 59.7 million (previous year: € 74.3 million). As in the previous year, it includes in particular income from cost allocations of € 8.9 million (previous year: € 10.4 million) and exchange rate gains of € 24.0 million (previous year: € 34.0 million), which are related to the exchange rate losses in other operating expenses. In the financial year 2021, there was a net exchange rate gain of € 1.8 million (previous year: € 3.0 million). Other operating expenses (OOE) increased disproportionately by 2.9 % or € 7.5 million to € 264.1 million despite the +14.9 % rise in total operating performance (previous year: € 256.6 million). Due to our sustainable cost optimization measures, the OOE ratio improved by 1.5 % to 12.7 % (previous year: 14.2 %). Expenses for outgoing freight and packaging went up to € 44.9 million (previous year: € 41.3 million). Expenses for exhibitions and trade fairs amounted to € 29.2 million (previous year: € 25.5 million) and travel and entertainment expenses were € 21.8 million (previous year: € 19.7 million). Expenses for temporary employment and contractors amounted to € 5.6 million (previous year: € 5.4 million). Exchange rate losses were € 22.2 million (previous year: € 31.0 million). Depreciation decreased to € 67.0 million (previous year: € 75.0 million). Depreciation includes impairment losses of B.01 | INCOME STATEMENT in € million Sales Revenues Changes in finished goods and work in progress Own work capitalized Total work done Cost of materials Gross profit Personnel costs Other expenses and income EBITDA Depreciation EBIT Financial result Other financial result EBT Income taxes EAT 2021 2020 2,052.9 98.7 % 1,831.3 101.2 % -35.5 14.0 1,809.8 -983.9 825.9 -486.9 -182.3 156.7 -75.0 81.7 -4.5 -2.3 74.9 -22.8 52.1 -2.0 % 0.8 % 100.0 % -54.4 % 45.6 % -26.9 % -10.1 % 8.6 % -4.1 % 4.5 % -0.3 % -0.1 % 4.1 % -1.3 % 2.8 % 19.8 6.8 2,079.5 -1,161.6 917.9 -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 % 44.1 % -25.1 % -9.8 % 9.2 % -3.2 % 6.0 % -0.2 % 0.0 % 5.8 % -1.7 % 4.1 % 72 Annual Report 2021 Changes against previous year 221.6 55.3 -7.2 269.7 -177.7 92.0 -35.8 -22.1 34.1 8.0 42.1 2.1 2.5 46.7 -13.2 33.5 12.1 % 155.8 % 51.4 % 14.9 % 18.1 % 11.1 % 7.4 % 12.1 % 21.8 % 10.7 % 51.5 % 46.7 % 108.7 % 62.3 % 57.9 % 64.3 %

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth € 1.9 million (previous year: € 3.5 million), mainly relating to intangible assets. Amortization of rights of use in accordance with IFRS 16 amounted to € 18.8 million (previous year: € 20.2 million). The financial result was € -2.4 million (previous year: € -4.5 million). This was due to interest income of € 4.6 million (previous year: € 4.5 million) and interest expenses of € 7.0 million (previous year: € 9.0 million). Other financial result includes income from companies accounted for at-equity amoun- ting to € 0.2 million. The previous year’s figure (€ -2.3 million) includes an impairment loss of € 4.4 million on at-equity accounted investments. Tax expense increased to € 36.0 mil- lion (previous year: € 22.8 million) on significantly higher EBT. The tax ratio improved to 29.6 % (previous year: 30.4 %). Further explanations are provided in the notes to the consolidated financial statements on page 130 et seqq. for investments in property, plant and equipment amounted to € 42.6 million (previous year: € 41.7 million) and for intangible assets to € 23.1 million (previous year: € 26.3 million). Investments in financial assets resulted in cash outflows of € 12.8 million (previous year: cash inflows of € 43.2 million). The partial repayment of the loan to DMG MORI GmbH resulted in cash inflows of € 30.0 million in the previous year. Free cash flow rose to a record € 179.9 million (previous year: € 15.7 million). Free cash flow is defined as the balance of cash flow from operating activities and cash flow from investing activities. This figure does not include outflows and inflows relating to the sale and acquisition of subsidiaries (€ -3.1 million; previous year: € 0.1 million), or to financial assets (€ -12.8 million; previous year: € 43.2 million), or to as cash inflows and outflows from loans to other related parties (€ 1.2 million; previous year: € 30.0 million). Financial Position B.03 | FREE CASH FLOW in € million The financial situation also developed very positively: Free cash flow rose to € 179.9 million and has reached an all-time high (+1,046 %; previous year: € 15.7 million). Free cash flow from operating activity Free cash flow from investment activity Free cash flow 2021 244.9 -65.0 179.9 2020 67.3 -51.6 15.7 Cash flow from operating activities (cash inflow) improved to € 244.9 million (previous year: € 67.3 million). The main contributors to this cash flow were earnings before taxes (EBT) of € 121.6 million (previous year: € 74.9 million) and depreciation of € 67.0 million (previous year: € 75.0 million). Due to the significant increase in order intake, advance payments received rose by € 197.6 million and provisions grew by € 49.9 million as a result of the higher total output, leading to an improvement in cash flow. The increase of invento- ries by € 41.6 million and trade debtors from third parties by € 70.4 million, as well as the decrease in trade accounts payable by € 28.4 million, reduced cash flow. In addition, the € 44.5 million rise in advance payments to suppliers to secure the supply of materials led to a further decline in cash flow. Payments for income taxes (€ 28.9 million) and interest (€ 5.3 million) reduced cash flow. B.02 | CASH FLOW in € million Cash flow from operating activity Cash flow from investment activity Cash flow from financing activity Changes in cash and cash equivalents Liquid funds at the start of the reporting period Liquid funds at the end of the reporting period 2021 244.9 -83.8 2020 67.3 21.7 -44.7 -117.1 118.4 123.5 241.9 -30.5 154.0 123.5 Cash flow from investment activities (cash outflow) was € -83.8 million (previous year: € 21.7 million). Cash outflows Cash flow from financing activities (cash outflow) amounted to € -44.7 million (previous year: € -117.1 million). The cash flow resulted from the payment of the profit transfer to DMG MORI GmbH for 2020 in the amount of € 27.1 million (previous year: € 95.7 million). Due to the adoption of IFRS 16 “Leases”, lease payments of € 19.1 million (previous year: € 20.0 million) are recognized in cash flow from financing activities. The change in cash flows resulted in cash and cash equivalents of € 241.9 million as of 31 December 2021 (previous year: € 123.5 million). DMG MORI thus had a cash surplus of € 241.9 million as of 31 December 2021 (previous year: € 123.5 million). DMG MORI covers its capital requirements from oper- ating cash flow, cash and cash equivalents, and short- and long-term financing. The amount of agreed financing lines totaled € 727.9 million in financial year 2021 (previous year: € 761.8 million). These consist of a cash tranche of € 200.0 million, a guarantee tranche in the amount of € 300.0 million, additional guarantee lines of € 67.9 million and factoring agreements of € 160.0 million. A key component of the financing lines is a syndicated credit line of € 500.0 million which was extended ahead of schedule already in April 2020 at improved conditions until February 2025 and again in April 2021 until February 2026. The syndicated credit line consists of a useable revolving cash tranche of € 200.0 million and a bank guarantee tranche of 73 Annual Report 2021

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth € 300.0 million. The syndicated loan bears interest at the current money market rate (1- to 6-month Euribor) plus a premium. This interest mark-up may change depending on the company’s key figures. The cash tranche was not utilized as of 31 December 2021. Factoring remains an important component of our financing mix. In addition to the financing effect, this allows us to optimize our debtor management process. DMG MORI requires guarantee lines for its operating business in order to have guarantees for prepayments and warranties issued. With this financing mix, we have sufficient financing lines that allow us to make available the liquidity required for our busi- ness activities. Our syndicated loan agreement requires us to observe a market-standard covenant. This was complied with on a quarterly basis and as of 31 December 2021. The financing is supplemented by lease agreements. Lease lia- bilities totaled € 45.1 million (previous year: € 52.3 million). Net Worth The balance sheet total increased to € 2,556.0 million as of 31 December 2021 (previous year: € 2,191.5 million). Equity grew by +11 % to € 1,401.8 million (previous year: € 1,259.5 million). Due to the increased balance sheet total, the equity ratio was 54.8 % (previous year: 57.5 %). On the assets side, fixed assets increased by € 98.6 million or 13.4 % to € 836.5 million (previous year: € 737.9 million). Property, plant and equipment went up by € 4.2 million to € 468.7 million (previous year: € 464.5 million). Intangible assets grew by € 10.2 million to € 221.4 million (previous year: € 211.2 million). Financial assets increased by € 84.3 million to € 146.4 million (previous year: € 62.2 million). The change resulted in particular from the fair value measurement of the shares in TULIP Interfaces Inc. which is recognized directly in equity. An explanation of the key investments is provided in the chapter “Investments” on page 75. Long-term receivables and other assets decreased slightly by € 3.7 million to € 69.2 million (previous year: € 72.9 million). Deferred tax assets amounted to € 55.2 million (previous year: € 58.5 million). Inventories increased by 7.5 % or € 40.4 million to € 579.1 million (previous year: € 538.7 million). Inventories of raw materials and consumables rose by € 47.7 million to € 279.0 million (previous year: € 231.3 million) to secure the material supply and work in progress by € 12.4 million to € 127.8 million (previous year: € 115.4 million). Finished goods decreased by € 19.7 million to € 172.3 million (previous year: € 192.0 million). The inventory turnover rate was 3.5 (previous year: 3.4). The share of inventories in the balance sheet total amounted to 22.7 % (previous year: 24.6 %). Short-term receivables and other assets increased by 15.4 % or € 110.8 million to € 829.3 million (previous year: € 718.5 million). Trade receivables went up by € 68.1 million to € 202.0 million as a result of higher sales revenues and a reduced factoring volume (previous year: € 133.9 million). The turnover rate of trade receivables was 7.0 (previous year: 6.8). Receivables from related parties amounted to € 412.1 million (previous year: € 466.2 million). Other assets grew by € 72.4 million to € 170.6 million (previous year: € 98.2 million). The rise resulted in particular from advance payments of € 70.8 million to selected suppliers to ensure the availability of materials (previous year: € 26.4 million). On the balance sheet date, liquid funds rose to € 241.9 million (previous year: € 123.5 million). This is a 9.5 % share of the increased balance sheet total (previous year: 5.6 %). On the liabilities side, equity grew by € 142.3 million or 11.3 % to € 1,401.8 million (previous year: € 1,259.5 million). The equity ratio was 54.8 % (previous year: 57.5 %). As on the previous year’s date, we have a surplus of cash and cash equivalents and therefore no gearing. Long-term debts decreased slightly by € 5.5 million to € 125.7 million (previous year: € 131.2 million). The share in the balance sheet total was 4.9 % (previous year: 6.0 %). Long- term provisions amounted to € 82.7 million. € 2.6 million of the long-term liabilities related to deferred tax liabilities (previous year: € 1.8 million). Long-term financing resources, comprising equity and long-term debts, increased by € 136.8 million or 9.8 % to € 1,527.5 million in the reporting year (previous year: € 1,390.7 million). Short-term funding amounted to € 1,028.5 million (previous year: € 800.8 million). Short-term provisions increased to € 265.2 million (previous year: € 221.0 million) against the background of higher total operating income. Trade creditors decreased by € 2.4 million to € 134.7 million (previous year: € 137.1 million). Advance payments received increased by € 192.2 million to € 348.8 million (previous year: € 156.6 million) on significantly higher order intake. Liabilities to other related parties decreased by € 20.9 million to € 119.1 million (previous year: € 140.0 million) and include the transfer of profits to DMG MORI GmbH (2021: € 29.3 million; 2020: € 27.1 million). This item within liabilities to other related parties is recognized in cash flow from financing activities upon payment. In addition to the assets recognized in the consolidated balance sheet, DMG MORI also uses off-balance sheet assets. As part of off-balance sheet financing instruments, we use factoring programs. 74 Annual Report 2021

BUSINESS REPORT | Economic Report | Results of Operations, Financial Position and Net Worth B.04 | BALANCE SHEET OF DMG MORI in € million 31 Dec 2021 31 Dec 2020 Changes against previous year Assets Long-term assets Fixed assets Long-term receivables and other assets Short-term assets Inventories Short-term receivables and other 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 Short-term liabilities Balance Sheet total Investments 905.7 836.5 69.2 1,650.3 579.1 829.3 241.9 35.4 % 32.7 % 2.7 % 64.6 % 22.7 % 32.4 % 9.5 % 810.8 737.9 72.9 1.380.7 538.7 718.5 123.5 37.0 % 33.7 % 3.3 % 63.0 % 24.6 % 32.8 % 5.6 % 2,556.0 100.0 % 2,191.5 100.0 % 1,527.5 1,401.8 125.7 82.7 43.0 1,028.5 265.2 763.3 59.7 % 54.8 % 4.9 % 3.2 % 1.7 % 40.3 % 10.4 % 29.9 % 1,390.7 1,259.5 131.2 84.7 46.5 800.8 221.0 579.8 63.5 % 57.5 % 6.0 % 3.9 % 2.1 % 36.5 % 10.1 % 26.4 % 2,556.0 100.0 % 2,191.5 100.0 % 94.9 98.6 -3.7 269.6 40.4 110.8 118.4 364.5 136.8 142.3 -5.5 -2.0 -3.5 227.7 44.2 183.5 364.5 11.7 % 13.4 % 5.1 % 19.5 % 7.5 % 15.4 % 95.9 % 16.6 % 9.8 % 11.3 % 4.2 % 2.4 % 7.5 % 28.4 % 20.0 % 31.6 % 16.6 % Capital expenditure in property, plant and equipment and intangible assets amounted to € 77.3 million (previous year: € 80.0 million). This included additions from right of use assets pursuant to IFRS 16 “Leases” in an amount of € 11.5 million (previous year: € 12.0 million). Investments in financial assets amounted to € 11.8 million (previous year: € 1.2 million) and mainly resulted from the capital increase of TULIP Interfaces Inc. in which DMG MORI participated in July 2021. Investments thus totaled € 89.1 million (previous year: € 81.2 million). At DECKEL MAHO in Pfronten, we started the construction of a state-of-the-art, automated logistics center. On an area of 8,400 m2, four logistics warehouses previously located externally are bundled centrally, thus ensuring an opti- mized and sustainable supply of materials for production. Innovative transport and automation solutions will enable materials to be supplied efficiently and ready for assembly, resulting in significantly improved throughput times. At the same time, we advance sustainability in production, by sig- nificantly reducing packaging materials and transport routes. At DECKEL MAHO in Seebach, we have further intensified the modernization, automation and digitization of mechanical production. The pioneering assembly concept based on driver-less transport systems AGV (automated guided vehicles) that has already been successfully introduced in Pfronten, is also to be implemented in Seebach to prospectively manufac- ture 5-axis machines in a model mix in a state-of-the-art cycle assembly. In China, we have started construction of our new, highly automated production plant for 5-axis milling machines in Pinghu near Shanghai. In the middle of the Yangtze River Delta – one of China’s most dynamic economic zones – we will demonstrate our integrated technology solutions: We are building a state-of-the-art, innovative flow assembly line with automated guided vehicles, flexible automation and end-to-end digitization. The grand opening of the approximately 41,000 m2 production plant is scheduled for 2023. In addition, we are continuing to invest in our ERP project “GLOBE – Global One Business Excellence” to standardize and optimize systems and processes. Depreciation of non-current assets taking into account capital- ized development costs and leases, amounted to € 67.0 million (previous year: € 75.0 million). Depreciation of capitalized development costs amounted to € 5.7 million (previous year: € 6.5 million). 75 Annual Report 2021

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 the income from domestic subsidiaries amounting to € 67.5 million resulting from profit transfers (previous year: € 51.3 million). B.05 | INCOME STATEMENT OF DMG MORI AKTIENGESELLSCHAFT (GERMAN COMERCIAL CODE – HGB) The balance sheet total of DMG MORI AKTIENGESELLSCHAFT increased in total by € 141.7 million to € 1,882.0 million (previous year: € 1,740.3 million). Fixed assets decreased to € 752.9 million (previous year: € 754.8 million). Current assets and other assets grew to € 1,129.1 million (previous year: € 985.5 million). The change resulted in particular from the increase in cash and cash equivalents, which rose by € 116.8 million to € 169.3 million (previous year: € 52.5 million). in € million Sales revenues Other operating income Other expenses Income from financial assets Financial result Income taxes EAT Transfer of profits to DMG MORI GmbH Net income Net profit 2021 11.8 22.6 2020 12.2 43.3 -62.4 -69.7 67.5 4.2 51.3 2.6 -14.4 -12.6 29.3 27.1 -29.3 -27.1 0 0 0 0 On the liabilities side, equity remained unchanged from the previous year at € 921.2 million. Due to the increase in total assets, the equity ratio was 48.9 % (previous year: 52.9 %). Liabilities to affiliated companies grew to € 927.3 million (previous year: € 791.0 million). These include the profit transfer to DMG MORI GmbH for financial year 2021 in the amount of € 29.3 million, income taxes of € 11.5 million, which are charged by DMG MORI GmbH due to the fiscal unity and a tax allocation agreement, as well as finance and cost offsets with affiliated companies. Other income amounted to € 22.6 million (previous year: € 43.3 million). It includes currency exchange gains of € 18.8 million (previous year: € 28.4 million) and, in the previous year, income of € 8.4 million from the sale of shares in an affiliated company. Other expenses declined to € 62.4 million (previous year: € 69.7 million). The change relates in particular to other oper- ating expenses, which fell to € 34.7 million (previous year: € 45.0 million). They mainly resulted from currency losses of € 16.1 million (previous year: € 24.5 million). Excluding the effects of currency losses, other operating expenses decreased by € 1.9 million to € 18.6 million (previous year: € 20.5 million). By contrast, personnel expenses increased to € 24.0 million (previous year: € 19.8 million). The financial result improved to € 4.2 million (previous year: € 2.6 million). Tax expenses amounted to € 14.4 million (pre- vious year: € 12.6 million). Income taxes include the taxes charged by DMG MORI 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 € 29.3 million will be transferred to DMG MORI GmbH (previous year: € 27.1 million). B.06 | BALANCE SHEET OF DMG MORI AKTIENGESELLSCHAFT (GERMAN COMERCIAL CODE – HGB) in € million Assets Fixed assets Shares in affiliated companies Equity investments Other fixed assets 2021 2020 752.9 717.8 6.7 28.4 754.8 717.8 6.7 30.3 Current and other assets 1,129.1 985.5 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 915.0 906.9 214.1 78.6 1,882.0 1,740.3 921.2 30.4 930.4 927.3 3.1 921.2 25.2 793.9 791.0 2.9 1,882.0 1,740.3 76 Annual Report 2021

BUSINESS REPORT | Economic Report | Segment Report Segment Report Our business activities comprise the “Machine Tools” and “Industrial Services” segments. “Corporate Services” mainly comprises DMG MORI AKTIENGESELLSCHAFT with its group- wide holding functions. The selected machines of DMG MORI COMPANY LIMITED which we produce under license are included in “Machine Tools”. The trade and services for these machines are recognized under “Industrial Services”. Machine Tools The “Machine Tools” segment includes the group’s new machine business with the divisions Turning and Milling, Advanced Technologies (Ultrasonic / Lasertec / Additive Manufacturing), and Digital Solutions. The Turning division includes GILDEMEISTER Drehmaschinen GmbH and GILDE MEISTER Italiana S.r.l. Our portfolio of turning machines ranges from universal turning machines, through turn-mill centers up to production turning and multi-spindle machining centers. The Milling division includes DECKEL MAHO Pfronten GmbH and DECKEL MAHO Seebach GmbH. Our range of products includes vertical, horizontal and 5-axis milling. In June 2021, DMG MORI Manufacturing Solutions was founded in Pinghu (China). From 2023, 5-axis milling machines for the Chinese market will be manufactured in the highly auto- mated and fully digitized production plant. Our universal turning and milling machines of the CLX and CMX series are built in our plants FAMOT Pleszew Sp. z o.o. and GRAZIANO Tortona S.r.l. At Ulyanovsk Machine Tools ooo, we produce the ECOLINE series machine locally – in Russia for Russia. B.07 | SEGMENT KEY INDICATORS DMG MORI in € million Order Intake Machine Tools Industrial Services Corporate Services Sales revenues Machine Tools Industrial Services Corporate Services EBIT Machine Tools Industrial Services Corporate Services In production, we also cooperate intensively with DMG MORI COMPANY LIMITED. By utilizing global production capacities, we can reduce delivery times and transport costs – to the benefit of our customers. The Advanced Technologies business unit is formed by DMG MORI Ultrasonic Lasertec GmbH and DMG MORI Additive GmbH. In addition to ultrasonic-assisted milling and grinding (Ultrasonic), it includes laser processing technology (Lasertec) and the area of additive manufacturing. In this future field, we offer selective laser melting in the powder bed with DMG MORI Additive GmbH as well as laser build-up welding using the powder nozzle with DMG MORI Ultrasonic Lasertec GmbH. In the Digital Solutions business unit, DMG MORI Digital GmbH bundles the digitization expertise within the group and is thus the central point of contact for our customers on all topics relating to digitization. This includes, among others, the digital subscription business model PAYZR, the control and software development of DMG MORI Digital GmbH, as well as the WERKBLiQ products for an end-to-end, cross-manufacturer maintenance and servicing platform as well as our customer portal my DMG MORI. Sustainable digitization in the manufacturing area is comple- mented 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 implementations and qualification. TULIP Interfaces Inc., in which we have held in interest since September 2019, makes it easier for our customers to access production digitization with employee-centered apps that can be created without any programming knowledge. 2021 2,517.2 1,423.8 1,093.2 0.2 2,052.9 1,103.9 948.8 0.2 123.8 54.7 95.4 -26.4 2020 1,599.4 844.3 754.9 0.2 1,831.3 1,047.0 784.1 0.2 81.7 50.2 54.3 -22.8 Changes against previous year 57 % 69 % 45 % 0 % 12 % 5 % 21 % 0 % 52 % 9 % 76 % -16 % 917.8 579.5 338.3 0.0 221.6 56.9 164.7 0,0 42.1 4.5 41.1 -3.6 78 Annual Report 2021

BUSINESS REPORT | Economic Report | Segment Report ADAMOS GmbH bundles know-how from mechanical engi- neering, production and information technology. Together with the global market leaders Dürr, Software AG, ZEISS and ASM PT, DMG MORI is establishing the open, manufacturer- independent IoT platform as a global industry standard – by machine builders for machine builders, their suppliers and customers. Since its founding in 2017, the three well-known shareholders Engel, Karl Mayer and PwC have joined along with 15 additional partners. In total, the ADAMOS network currently comprises 37 partners. The DMG MORI Store powered by ADAMOS is the digital point-of-sale for all PAYZR offers in Equipment- and Software-as-a-Service. In our future field of automation, we focus on the intelligent automation of machines and plants with machine-specific, universal and scalable solutions, with DMG MORI central control computer technology and 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. With the joint venture DMG MORI HEITEC GmbH, we accelerate the development of modularly coordinated solutions and offer an end-to-end automation concept, especially for small and medium-sized companies. Demand for machine tools recovered in 2021, but was slowed down in the course of the year by the corona pandemic and rising inflation. Under these once again more difficult general conditions, DMG MORI achieved a significant growth in order intake. In particular, the new machines business increased notably by +71 %. In the “Machine Tools” segment, order intake rose by +69 % to € 1,423.8 million (previous year: € 844.3 million). In the fourth quarter, order intake increased by +46 % to € 302.0 million (previous year: € 206.9 million). Domestic order intake for the full year doubled to € 423.4 million (previous year: € 211.6 million). International orders increased to € 1,000.4 million (previous year: € 632.7 million). The share of international orders was 70 % (previous year: 75 %). The “Machine Tools” segment accounted for 57 % of all orders (previous year: 53 %). B.08 | KEY FIGURES “MACHINE TOOLS SEGMENT” in € million 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 December 2021 1,423.8 423.4 1,000.4 70 1,103.9 363.1 740.8 67 574.3 105.4 468.9 82 75.0 97.3 54.7 51.5 2021 3,908 189 2020 844.3 211.6 632.7 75 1,047.0 308.4 738.6 71 346.2 45.1 301.1 87 67.0 96.3 50.2 42.2 2020 3,780 240 Changes against previous year 69 % 100 % 58 % 5 % 18 % 0 % 66 % 134 % 56 % 12 % 1 % 9 % 22 % Changes against previous year 3 % -21 % 579.5 211.8 367.7 56.9 54.7 2.2 228.1 60.3 167.8 8.0 1.0 4.5 9.3 128 -51 79 Annual Report 2021

BUSINESS REPORT | Economic Report | Segment Report Sales revenues increased to € 1,103.9 million despite more difficult material supply, increasing logistics shortages as well as high raw material and transport costs (+5 %; previous year: € 1,047.0 million). In the fourth quarter, sales revenues amounted to € 342.8 million (+14 %; previous year: € 300.0 mil- lion). Domestic sales revenues for the full year were € 363.1 million (previous year: € 308.4 million). International sales revenues reached € 740.8 million (previous year: € 738.6 million). The export share was 67 % (previous year: 71 %). The “Machine Tools” segment accounted for 54 % of sales revenues (previous year: 57 %). In China, we have started construction of our new, highly automated production plant for 5-axis milling machines near Shanghai. In Pinghu, we are building a state-of-the-art, innovative flow assembly with driverless transport systems, flexible automation and continuous digitization. Ground breaking for DMG MORI Manufacturing Solutions was in December 2021. The grand opening of the approximately 41,000 m2 production plant is scheduled for 2023. In addition, our ERP project “GLOBE – Global One Business Excellence” for the standardization and optimization of systems and processes remained in focus. The order backlog at 31 December 2021 was € 574.3 million (previous year: € 346.2 million). Domestic order backlog amounted to € 105.4 million (previous year: € 45.1 million). At € 468.9 million, international orders had a share of 82 % (previous year: € 301.1 million; 87 %). EBITDA reached € 97.3 million (previous year: € 96.3 million). EBIT improved to € 54.7 million (previous year: € 50.2 million). EBT amounted to € 51.5 million (previous year: € 42.2 million). Investments in property, plant and equipment and in intan- gible assets were € 63.2 million as planned (previous year: € 65.8 million). This includes additions from rights of use under IFRS 16 of € 2.1 million (previous year: € 1.5 million). Investments in financial assets amounted to € 11.8 million (previous year: € 1.2 million) and mainly resulted from the capital increase of TULIP Interfaces Inc. in which DMG MORI participated in July 2021. Investments thus totaled € 75.0 million (previous year: € 67.0 million). Capitalized development costs amounted to € 4.6 million (previous year: € 4.1 million). At DECKEL MAHO in Pfronten, we started construction of a state-of-the-art automated logistics center. On an area of 8,400 m2, four logistics warehouses previously located externally will be bundled centrally, thus ensuring an optimized and sustainable supply of materials to production. Innovative transport and automation solutions will enable materials to be supplied efficiently and ready for assembly, resulting in significantly improved lead times. At the same time, we promote sustainability in production, as packaging materials and transport routes are significantly reduced. At DECKEL MAHO in Seebach, we have further intensified the modernization, automation and digitization of mechanical production. The pioneering assembly concept based on driver less transport systems, which has already been successfully introduced in Pfronten, is also to be implemented in Seebach to manufacture 5-axis machines in a model mix in a state-of-the-art cycle assembly in future. The “Machine Tools” segment had 3,908 employees at year-end (previous year: 3,780 employees). The percentage of employees in this segment was 57 %, as in the previous year. The personnel ratio was 23.0 % (previous year: 22.4 %). Personnel expenses amounted to € 254.1 million (previous year: € 234.5 million). Industrial Services In the reporting period, the “Industrial Services” segment mainly comprised the business activities of the Services division. The Energy Solutions business has played a minor role due to the disposal of its main business activities in 2019. In the Services division, we combine the marketing activities and LifeCycle Services for both our machines as well as those of DMG MORI COMPANY LIMITED. DMG MORI LifeCycle Services allow our customers to maximize the productivity of their machine tools over the entire life cycle – from commissioning to part exchange as a used machine. The wide range of service agreements, maintenance and training services enables our customers to achieve high-cost efficiency for their machine tools. The online customer portal my DMG MORI digitizes service processes and sets new standards for transparent communication. In the “Industrial Services” segment, the recovery in demand for machine tools and related services was also noticeable. Order intake increased by +45 % to € 1,093.2 million (previous year: € 754.9 million). Of this, € 1,092.7 million was attributable to the Services division (previous year: € 750.1 million). This includes order intake from our original business, LifeCycle Services (inter alia spare parts, maintenance and repair), and sales commissions of € 671.5 million (previous year: € 506.5 million). Orders for machines from DMG MORI COMPANY LIMITED increased by 73 % to € 421.2 million (pre- vious year: € 243.6 million). Order intake in the fourth quarter amounted to € 286.6 million (previous year: € 204.6 million). Domestic orders for the full year reached € 323.8 million (pre- vious year: € 250.2 million). International orders amounted to € 769.4 million (previous year: € 504.7 million). 70 % of all orders came from abroad (previous year: 67 %). “Industrial Services” accounted for 43 % of all orders (previous year: 47 %). 80 Annual Report 2021

BUSINESS REPORT | Economic Report | Segment Report 2021 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 2020 754.9 250.2 504.7 67 784.1 244.5 539.6 69 506.0 321.1 184.9 37 13.3 78.1 54.3 49.5 2020 2,808 39 Changes against previous year 45 % 29 % 52 % 21 % 18 % 22 % 25 % 10 % 52 % -4 % 49 % 76 % 85 % Changes against previous year 1 % -8 % 338.3 73.6 264.7 164.7 45.0 119.7 128.6 33.3 95.3 -0.5 38.4 41.1 42.2 23 -3 Investments in property, plant and equipment and intangible assets amounted to € 12.8 million (previous year: € 13.3 million) and resulted mainly from rights of use in accordance with IFRS 16 (€ 9.0 million; previous year: € 10.3 million). In addition, we invested in equipping our service employees with cut- ting-edge tools, measuring equipment and diagnostic tools. In the “Industrial Services” segment, the number of employees at the end of the financial year was 2,831 (previous year: 2,808 employees). The share of employees working in the segment was 42 %, as in the previous year. The personnel quota was 25.9 % (previous year: 29.9 %). Personnel expenses amounted to € 245.4 million (previous year: € 234.4 million). B.09 | KEY FIGURES “INDUSTRIAL SERVICES” SEGMENT in € million 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 December Sales revenues also increased to € 948.8 million under con- tinued difficult conditions (+21 %; previous year: € 784.1 million). Services accounted for € 946.7 million (previous year: € 778.8 million). Sales revenues from our original service business were impacted by the partly continued travel restrictions during the year. Sales revenues amounted to € 506.0 million (previous year: € 430.2 million). Sales revenues from the trade with products of DMG MORI COMPANY LIMITED were € 440.6 million (previous year: € 348.6 million). In the fourth quarter, sales revenues reached € 259.2 million (previous year: € 225.9 million). Domestic sales revenues for the full year totaled € 289.5 million (previous year: € 244.5 million). International sales revenues amounted to € 659.3 million (previous year: € 539.6 million). Their share was 69 %, as in the previous year. “Industrial services” accounted for 46 % of sales revenues (previous year: 43 %). As of 31 December 2021, the order backlog was € 634.6 million (previous year: € 506.0 million). In the reporting year, EBITDA in the “Industrial Services” segment amounted to € 116.5 million (previous year: € 78.1 million). EBIT improved significantly to € 95.4 million (previous year: € 54.3 million). EBT increased to € 91.7 million (previous year: € 49.5 million). 81 Annual Report 2021

BUSINESS REPORT | Economic Report | Segment Report Corporate Services The “Corporate Services” segment mainly comprises DMG MORI AKTIENGESELLSCHAFT with its group-wide holding functions. Order intake and sales revenues of € 0.2 million respectively mainly comprised rental income (previous year: € 0.2 million). As in the previous year, “Corporate Services” accounted for less than 0.1 % of sales revenues in the group. EBIT amounted to € -26.4 million (previous year: € -22.8 million). The financial result was positive at € 4.0 million (previous year: € 3.3 million). EBT decreased to € -21.7 million (previous year: € -16.8 million). B.10 | KEY FIGURES “CORPORATE SERVICES” SEGMENT in € million Order intake Sales revenues Investments EBITDA EBIT EBT Employees * * Reporting date 31 December Investments in property, plant and equipment and intangible assets amounted to € 1.3 million (previous year: € 0.9 million). We specifically modernized our site in Bielefeld and initiated further fire protection measures. Investments also included additions from rights of use pursuant to IFRS 16 amounting to € 0.4 million (previous year: € 0.2 million). As of 31 December 2021, the “Corporate Services” segment had 82 employees (previous year: 84). As in the previous year, this corresponds to 1 % of the group’ s workforce. 2021 0.2 0.2 1.3 -23.1 -26.4 -21.7 2021 82 2020 0.2 0.2 0.9 - 17.7 - 22.8 - 16.8 2020 84 Changes against previous year 0 0 0.4 -5.4 -3.6 -4.9 Changes against previous year - 2 82 Annual Report 2021

BUSINESS REPORT | Economic Report | Non-Financial Key Performance Indicators Non-Financial Key Performance Indicators ↗ Business Report information not reviewed for content Sustainability Sustainability is part of DMG MORI’s DNA. We take global and holistic responsibility for resources along the entire value chain: from our suppliers to our production and employees to our customers. DMG MORI has been awarded the Platinum Medal in the Sustainability Rating from the internationally renowned institute EcoVadis. 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. DMG MORI will continue to be a role model and continue to create value and innovations – for people and the environment. At DMG MORI, sustainability and technological leadership have been in harmony for many years. Our focus in environ- mental protection is on avoiding and reducing emissions. DMG MORI has already had a CO2-neutral “Company Carbon Footprint” since May 2020 and a climate-neutral “Product Carbon Footprint” since January 2021 through the climate triple “Avoid – Reduce – Compensate”. 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). From raw material to delivery, all DMG MORI machines delivered worldwide are climate-neutral. Our customers receive com- pletely climate-neutrally manufactured machines from all our production plants worldwide, which are almost 100 % recyclable. DMG MORI avoids and reduces emissions in all areas, among others through software-supported heating, air, lighting and cooling systems. Electricity from renewable energy sources is generated and used in-house at almost all production plants. Wherever possible, only green electricity is purchased. Sustainability plays a central role in the implementation of our corporate strategy. Decarbonization is a top priority for us. With clearly defined targets and concrete measures, we are contributing to the achievement of the Paris Climate Agree- ment. Since September 2021, DMG MORI has been a certified member of the “Science Based Targets” initiative, which aims to limit global warming to a maximum of 1.5 °C. The emis- sion targets derived from this for DMG MORI are mandatory minimum targets for us. In the reporting year, DMG MORI was one of the TOP 17 companies out of more than 1,000 appli- cants that were nominated for Europe’s largest sustainability award in the area of climate protection. DMG MORI holistically takes on responsibility With numerous projects and initiatives, we are strengthening our position as an innovative technology partner and reliable supplier of sustainable machine tools, automation and digitization solutions. Under the term “DMG MORI GREEN ECONOMY” we summarize all initiatives for climate neutrality, which comprise three major areas: 1. GREENMACHINE – the 100 % climate- neutrally produced machine, 2. GREENMODE – the resource-efficient machine operation at the customer’s site, 3. GREENTECH – our contribution as a pioneer of green technologies. 1. GREENMACHINE In addition to its own climate-neutral 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. 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, regenerative braking and intelligent control of aggregates. With the CELOS app “ENERGYSAVING”, our customers save up to 20 % energy in machine operation and at the same time significantly reduce process time. Our products also protect the environment and resources during operation at the customer’s site. Holistically. 3. GREENTECH DMG MORI is an innovation leader in the production of environ- mentally friendly technologies and a driving force in manu- facturing and progressive development of green technologies. Many of our customers manufacture highly innovative 84 Annual Report 2021

BUSINESS REPORT | Economic Report | Non-Financial Key Performance Indicators SUPPLIERS + CUSTOMERS + 100 % CLIMATE-NEUTRAL MACHINE PRODUCTION RESOURCE-EFFICIENT MACHINE USAGE 1. NEUTRAL PRODUCT CARBON FOOTPRINT (SCOPE 3 UPSTREAM) 2. NEUTRAL COMPANY CARBON FOOTPRINT (SCOPE 1 + 2) RESOURCE- EFFICIENT MACHINE OPERATION (SCOPE 3 DOWNSTREAM) TECHNOLOGY EXCELLENCE FOR GREEN TECHNOLOGIES components on DMG MORI machines for wind turbines, hydropower plants, hydrogen electrolysis or electric mobility, among others. DMG MORI is continuously expanding specific know-how for its customers in Excellence Centers. DMG MORI compensates for unavoidable emissions by investing in sustainable, certified climate protection projects or ex-post CO2 certificates. These projects are certified with the “Gold Standard”, the “UNCER Standard” or “Verified Carbon Standard”. These standards have been confirmed in their effectiveness by the UN or the WWF (World Wide Fund For Nature), among others: function and amount of CO2 saved are regularly verified by independent auditors. But sustainability means much more: In addition to environ- mental and climate protection, we promote and demand diversity and equal opportunities. We observe compliance in all matters and implement all applicable laws and guide- lines. We focus on the satisfaction and health of our employees. We are committed to the common good with donations and various activities. Since 2017, DMG MORI’s Sustainability Report has focused on topics that are of particular importance according to our materiality analysis, such as environment, climate, employees and compliance. With the Sustainability Report 2021, which also contains the Separate Non-Financial Group Report 2021, we are complying with: › the statutory requirements as per the CSR Directive Imple- mentation Act for implementing Directive 2014 / 95 / EU (Section 289 HGB (German Commercial Code)) dated 11 April 2017, and › the reporting requirements under Commission Delegated Regulation 2021 / 2178 / EU of 6 July 2021 supplementing the Taxonomy Regulation 202 / 852 / EU. Thus, the Separate Non-Financial Group Report is not part of the Group Business Report. DMG MORI also prepares the Sus- tainability Report in accordance with the international reporting guidelines “GRI Standards 2016: Core Option” of the Global Reporting Initiative (GRI) and thus provides a large number of voluntary disclosures. Therefore, we go far beyond the minimum legal requirements. The Sustainability Report is available on the website: → en.dmgmori-ag.com/sustainability Employees As of 31 December 2021, the group had 6,821 employees, inclu- ding 225 apprentices (previous year: 6,672 employees, including 279 apprentices). The number of employees increased by 149. In the context of the corona pandemic, short-time work was used from 1 January to 31 July 2021. In the reporting year, an average of 450 employees (7 %) were affected by short-time work; the extent was approximately 20 % of weekly working hours. The number of agency workers employed within the group was 172 persons (previous year: 51). Personnel expenses were € 522.7 million (previous year: € 486.9 million). Of this amount, wages and salaries accounted for € 440.5 million (previous year: € 408.1 million), social insurance contributions for € 79.7 million (previous year: € 75.5 million), and expenses for retirement provisions for € 2.5 million (previous year: € 3.3 million). Expenses for agency workers amounted to € 5.6 million (previous year: € 5.4 million). Personnel expenses ratio improved to 25.1 % (previous year: 26.9 %). The qualifications, health and satisfaction, 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 € 12.1 million (previous year: € 12.8 million). The age structure of our employees is balanced. The employee sickness rate was 3.4 % (previous year: 3.5 %) and thus again below the last industry average of 5.2 %. The fluctuation rate amounted to 9.2 % (previous year: 12.7 %). The proportion of employees in key positions or of high potentials who have left our company (dysfunctional fluctuation) was 0.7 % (previous year: 0.9 %). Our employees are the key to our success and our greatest asset – this applies more than ever in challenging times. That is why we are committed to their safety, health and satisfaction: with stable, attractive jobs and comprehensive development and qualification opportunities. 85 Annual Report 2021

BUSINESS REPORT | Economic Report | Overall statement by the Executive Board on financial year 2021 Close cohesion at DMG MORI is based on our TOP values: Trust, Openness and Passion. With trust, openness and passion, we work to fulfill our vision: We want to be the most attractive global machine tool manufacturer with digitized and sustainable products! We promote potential managers and talented junior staff in particular through our “High Potential Program”. In the reporting year, the 20 participants were able to benefit from numerous digital internal and external training courses, carry out their own projects and present their results to the Executive Board. At the live strategy briefing from the Executive Board with Q&A session in April 2021, numerous employees seized the opportunity for an exchange about the strategic direction, future fields and further perspectives of DMG MORI. As an attractive employer, DMG MORI focuses on diversity and equal opportunities, flexible and innovative working environ- ments as well as training and personnel development. 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 at an early stage, because a good training program is the foundation for sustainable success. For years, DMG MORI has been rated one of “Germany’s best training companies”. In the latest study by the business magazine Stern and the employer branding agency Territory Embrace, DMG MORI ranked among Germany’s top 39 companies with a future, with 5 out of 5 possible stars. Dedicated: For years, DMG MORI has been a member of “Fair Company” – Germany’s largest and best-known employer initiative for young professionals. Overall statement by the Executive Board on financial year 2021 The ongoing corona pandemic, more difficult material supply, increasing logistics shortages as well as high raw material and transport costs and rising inflation characterized the overall economic situation in 2021. This also slowed down the recovery of machine tool demand. According to preliminary data from the German Machine Tool Builders’ Association (VDW) and British economic research institute, Oxford Economics, global consumption for machine tools rose by +17.5 % to € 69.0 billion in 2021 (2020: € 58.7 billion) but remained significantly below the pre-corona level in 2019 (-5.2 %; € 72.8 billion). DMG MORI was able to successfully finish the demanding finan- cial year 2021. Order intake grew by +57 % to € 2,517.2 million (previous year: € 1,599.4 million). New machines business in particular enhanced significantly by +71 %. Overall, the core business with machine tools and services was even +5 % above the high pre-corona level of 2019 (€ 2,401.8 million). Sales revenues went up +12 % to € 2,052.9 million (previous year: € 1,831.3 million). We achieved a significant growth in results. We also sustainably optimized our cost structure further. EBITDA improved by +22 % to € 190.8 million (previous year: € 156.7 million). EBIT increased by +52 % to € 123.8 million (previous year: € 81.7 million). The EBIT margin improved to 6.0 % (previous year: 4.5 %). The financial position also devel- oped very positively: free cash flow rose to € 179.9 million and thus reached an all-time high (+1,046 %; previous year: € 15.7 million). We were able to raise our forecasts for financial year 2021 several times – and in the end even slightly exceeded them. DMG MORI achieved or surpassed all target and key figures forecast in the Annual Report 2020, in particular due to the very good development in the new machines business. [→ table A.02, page 42]. DMG MORI has emerged strengthened from the crisis stronger. We have demonstrated financial strength, resilience, innovative power and team spirit. Our strategic fit of automa- tion, digitization and sustainability is currently more suitable than ever. One example is the driverless transport systems for highly automated production. With PAYZR – PAY with Zero Risk – for Equipment-as-a-Service and Software-as-a-Service, DMG MORI is also implementing a completely digital sub- scription business model. Through the climate triple “Avoid – Reduce – Compensate”, DMG MORI already has both a CO2-neutral “Company Carbon Footprint” and a climate- neutral “Product Carbon Footprint” – along the entire supply chain to the customer. With dynamic and excellence, we are consistently developing further into a holistic and sustainable solution provider in the manufacturing environment. 86 Annual Report 2021

BUSINESS REPORT | Opportunities and Risk Report | Opportunities Management System (CMS) · Risk Management System (RMS) OPPORTUNITIES AND RISK REPORT Opportunities Management System (CMS) 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 in machine tools and industrial services. Our CRM is based on a 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 iden- tifying and using macroeconomic opportunities. DMG MORI is present worldwide with 111 sales and service companies. A possible abatement of the corona pandemic and the availability of vaccines may give rise to macroeconomic opportunities from a recovering economy. Our innovative product portfolio and consistent automation and digitization strategy allow us to seize industry-specific opportunities. In order to meet the technological requirements, our balanced product portfolio consists of various machine types at different price levels. We are involved in the development processes of our customers 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 from continuous product innovations and integrated technology solutions. A particular focus is on our strategic triple of automation, digitization and sustainability. With our innova- tions 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 are directly par- ticipating in the German domestic market, in Austria and Switzerland (DACH), in the EMEA region (Europe, Middle East, Africa) and in the Chinese and Indian markets. Through DMG MORI COMPANY LIMITED we are also successful on site in Japan, North and South America, and other regions in Asia. Opportunities arise from a noticeable recovery of the growth dynamics in China in the near future along with an improved investment propensity. We also expect oppor- tunities from the construction of new production plants in China and Egypt, where we expect a highly dynamic growth. 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 sustainable for the environment and the society. We believe that our sus- tainability strategy opens up opportunities as an ecologically responsible and sustainable manufacturer of capital goods and provider of integrated technology solutions. Both our “Company Carbon Footprint” as well as our “Product Carbon Footprint” are already climate-neutral today. From the raw materials to the delivery to the customer, all machines delivered worldwide are climate-neutral. We are also consis- tently improving the energy efficiency of our machines. Risk Management System (RMS) Our international business activities as a worldwide leading manufacturer of machine tools and supplier of integrated technologies, automation and digitization 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 mini- mization and extends across all organizational levels. Our risk management system comprises, among others, the risk early warning system, the internal control system (ICS) and the central insurance management. In the reporting 88 Annual Report 2021

BUSINESS REPORT | Opportunities and Risk Report | Risk Management System (RMS) year, we also committed to implementing the “Task Force on Climate-related Financial Disclosure” (TCFD) and thus follow the recommendations for voluntary and consistent disclosure of climate-relevant information. This forms the framework of our reporting on climate-related opportunities and risks for DMG MORI. The report is available on our website → en.dmgmori-ag.com/corporate-responsibility/ climate-and-environmental-protection Risk early warning system Our risk early warning system is based on the COSO concept and allows us to ascertain and control risks that affect the future development. We define operational risk as being a negative deviation from our planned earnings target (EBIT) within the next twelve months when compared with the current RFC. In addition, we also take tax and interest rate risks into account. Our risk early warning system consists of five elements: 1. the company-specific Risk Management Manual, in which the system is defined, 2. a corporate risk management officer who develops, implements and monitors the present risk management concept, and who coordinates the measures aimed at risk reduction or risk elimination, 3. local risk officers in the individual subsidiaries for the decentralized ascertainment, analysis and communication of existing risks, 4. area-specific risk ascertainment for specified risk fields and review of the associated measures aimed at risk minimization and elimination, including a quantitative assessment in consideration of the risk-bearing capacity of the group and the individual subsidiaries, 5. the risk reporting on the level of the group and individual subsidiaries, including ad-hoc reporting on existential risks, as well as bi-weekly additional risk quick-checks performed by selected executives. DMG MORI determines risks as the result of the reported maximum risk potentials and their probability of occurrence (gross risks), and then subtracting the effect of the risk minimization and elimination measures (net risks). The subsidiaries report to the Risk Management based on the existing net risks, with the reported risks broken down into three categories: current risks, catalog risks and other risks. Additionally, a risk catalog is prepared on the basis of the annual risk inventory. The risks listed in the catalog are subject to compulsory assessment and reporting. Additional risks are assigned to the other risks. The risk early warning system is structured in a way that allows us to determine the individual local and central risks as well as group effects and, on that basis, present the overall risk situation. › Local risks are individual risks that the group companies are exposed to and that we can assess locally. › Central risks are risks that can, at least in part, only be assessed centrally. They include, for example, risks arising from the group’s financing circumstances. › Group effects usually arise from consolidation requirements. This includes, for example, the double counting of risks, which then have to be adjusted correspondingly. We use the following categories of risk occurrence in our risk assessment: C.01 | PROBABILITY OF OCCURRENCE No risk Very low Unlikely Possible 0 % 5 % 25 % 50 % Risks with a probability of occurrence of more than 50 % are considered at their net risk value directly in the ongoing corporate planning, or as accruals to the provision of risks. Any risks that could jeopardize the company as a going concern are reported without delay, including outside of the regular reporting schedule. In addition to the potential financial effects, the risk-bearing capacity – defined as the proportion of the total consolidated equity to the cumulative expected amount of all identified risks after elimination of relevant group effects – is an important risk management indicator. C.02 | POSSIBLE FINANCIAL EFFECT Insignificant Moderate Significant € 1–10 million >€ 10–25 million > € 25 million The categories of possible financial effects were determined on the basis of the prevailing risk strategy in consideration of sales revenues, EBIT, equity, as well as the risk-bearing capacity. The Supervisory Board and the Executive Board are informed at regular intervals of the current total risk situations of the group and the individual business units. The risk early warning system set up by the Executive Board pursuant to Section 91 (2) German Stock Corporation Act (AktG) is reviewed by the auditors in accordance with Section 317 German Commercial Code. 89 Annual Report 2021

BUSINESS REPORT | Opportunities and Risk Report | Risk Management System (RMS) Internal control system (ICS) The ICS of DMG MORI is an additional key component of the group-wide risk management system. It complies with German statutory requirements from the German Stock Corporation Act (AktG) as well as the necessary Japanese legal requirements of the ‘Japanese Financial Instruments and Exchange Act’ in the form of documentation in accor- dance 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 for ensuring the regularity of the group’s financial reporting. Rules that bear group-wide relevancy 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 statements. 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 coordi- nated 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 financial reporting duties receive regular internal and external training. The appropriateness and effectiveness of the ICS is evaluated 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 on the basis of random samples, with the results reported to the Supervisory Board and Executive Board. 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 LIMITED strategically determines and implements econom- ically appropriate and insurable risks throughout the group. 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 Significant Insignificant Insignificant Moderate Insignificant Insignificant Insignificant Insignificant PRESENTATION OF THE INDIVIDUAL RISK FIELDS Macroeconomic risks arise mainly from uncertainty about the further development of the corona pandemic, difficulties in the supply of materials, increasing logistics shortages, and rising inflation. Infections with the corona virus are on the rise again across the world and have entailed significant restrictions in some instances. In addition, there are global and political uncertainties, such as the trade conflict between the USA and China and the Russian military action against Ukraine, of which the consequences are not yet completely foreseeable. Sanctions may affect both the supply of materials to our production plant in Ulyanovsk and the export of machinery, spare parts, components and services to Russia. We are monitoring the situation very closely and will decide on appropriate measures on the basis of current develop- ments. Further risks arise from the industrial structural change, rising raw material and energy prices on the interna- tional markets, as well as inflation risks that may negatively affect demand. Moreover, our future competitive position may be affected by exchange rate fluctuations (economic currency risk). In particular, a possible devaluation of the US dollar, Chinese renminbi and British pound could lead to our products becoming more expensive in these countries as well as in the markets that are dependent on the dollar. A potential upward valuation of the Japanese yen would further increase our acquisition costs for machines procured from DMG MORI COMPANY LIMITED. We counteract this risk through inter- national sourcing and regionalized production. 90 Annual Report 2021

BUSINESS REPORT | Opportunities and Risk Report | Risk Management System (RMS) 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 edge of our products and a clear focus on our customers and markets. Specific sales-related risks may arise from a downturn in capital goods purchasing in the automotive industry and associated suppliers adjusting to the current structural changes. The aerospace industry is gradually recovering from the conse- quences of the corona pandemic. In addition, delivery delays may result from the difficult procurement situation. Circum- stances resulting from export control regulations may give rise to risks stemming from their direct influence on potential trade restrictions affecting countries, markets, industry segments or specific customers. Changes resulting from sanctions may, including on short notice, give rise to significant sales-related risks. Corporate strategy risks predominantly concern misjudgments of future technological and industry-specific developments. We counteract these risks through close market and compe- tition surveillance, regular strategy meetings with customers and suppliers, digital customer events, and a corporate strategy focused on innovation. Risks from the existing domination and profit transfer agreement arise insofar as the company’s business development can be influenced by potential instructions issued by DMG MORI GmbH. These instructions do not necessarily have to be in the sole interest of DMG MORI AKTIENGESELLSCHAFT but can be issued in the best interest of the group. Procurement and purchasing risks may arise from difficulties in the supply of materials, longer delivery times as well as rising raw material and transport prices. The global supply situation remains very tense. Availability is severely limited and delivery times are increasing. This may lead to material shortages and associated production interruptions. Risks also arise from possible supplier insolvencies and depen- dencies on individual suppliers. Stricter environmental regulations and requirements for suppliers may also lead to the loss of individual suppliers. We counter these risks through the standardization of parts and components and our global double-sourcing strategy. This means we have at least two suppliers for substantial components. In addition, we are increasingly manufacturing core components in-house through our DMG MORI Components. We maintain stable and close partnerships with our suppliers and increasingly rely on sourcing from local suppliers. In com- bination with digital tools, this allows us to identify risks in our supply chain at an early stage and initiate counteractive measures without delay. Additionally, we use all available transport routes to speed up deliveries and assure their timely arrival. Production risks can result from production ineffectiveness or potential quality risks. We constantly monitor these by means of key figures on order intake and order backlog, assembly and manufacturing progress, contribution margin per machine type and the turnover rate of raw materials and consumables as well as of other inventories. We generally avoid production projects with uncertain calculation bases and thereby keep these risks at a manageable and controllable level. Difficulties in the supply of materials could result in produc- tion shortages for us. Our response to counterfeit products is our innovation-focused product strategy in combination with a pro-active IP management, which includes the securing of rights for proprietary intellectual property and the vigorous enforcement of our rights. These measures are proposed to secure our technological edge. Risks in the technical work safety are addressed by the stringent application and imple- mentation of statutory occupational safety regulations and the highest certified technical standards at all of our sites. We carry out all inspections prescribed by law as well as volun- tary audits. We counteract environmental risks by fully imple- menting statutory environmental standards, appropriate and safe storage of hazardous goods, and the environmentally conscious disposal of hazardous goods and other waste. Furthermore, we ensure an efficient use of resources in our internal business processes to protect the environment. Additionally, logistics risks may arise in China in the form of delays in container handling. In the area of research and development, risks may arise from overshot budgets, failed developments, increased start-up costs for new products, and delayed market launches of innovations. We counteract this risk with a group-wide stan- dardized product development process and involving our sales and service teams at an early stage. We also rely on the closely coordinated cooperation with DMG MORI COMPANY LIMITED, customers, suppliers and universities. We avoid incalculable research and development projects and thereby keep these risks at a manageable and controllable level. Personnel risks arise from our continuous demand for highly qualified specialists and executives. An insufficient recruitment and retention of these employees may negatively affect the group’s development. These risks are limited by our modern corporate culture, employee surveys, intensive training programs and personnel development, performance- rewarding remuneration packages with success-related incentives, and early succession planning and representation rules. A permanent availability of highly qualified managers and specialist personnel could also be negatively affected by a higher rate of sick leave. Negative effects from the corona crisis can still not be excluded. We counteract this risk, in particular, through preventive occupational health care, options for remote work as well as an active and comprehensive corona management. 91 Annual Report 2021

BUSINESS REPORT | Opportunities and Risk Report | Overall statement of the Executive Board on the Risk Situation 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 landscape, 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 awareness among our employees by keeping them informed and regularly educating them 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 2026, as well as the factoring services. The finance contracts contain a clause that prescribes compliance with a market standard covenant. The liquidity of the group is considered sufficient. There is the risk that the corona pandemic will still lead to increased bad debt and insolvency risks 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 156 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 further 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 assess- ment of facts or double taxation. Should it not be possible to use loss and interest carryforwards, this could adversely affect the company’s results of operations, financial position and net worth. Other risks can arise from general project risks and possible balance sheet impairments. Due to the sanctions currently in place against Russia, the massive devaluation of the Russian ruble results in an increased currency risk from translation. Overall statement of the Executive Board on the Risk Situation The Executive Board considers the existing risks as manageable 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 2020, the total exposure to risks has increased slightly. The Executive Board responds to the risk development by an always up-to-date supervision of business development and by regular 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. 92 Annual Report 2021

BUSINESS REPORT | Forecast Report | Future Business Environment · Future development of DMG MORI FORECAST REPORT Future Business Environment The Kiel Institute for Economic Research (IfW) forecasts global economic growth of +4.5 % for the financial year 2022 in its latest economic report published in December 2021. The corona pandemic, material availability and supply shortages, rising inflation and high raw material and transport costs and especially the Russian military action against the Ukraine determine the economic situation and are slowing down global trade and industrial production. According to the IfW, the situation is expected to ease over the course of the year and the global economy to follow a moderate growth path. For Germany, a +4.0 % increase in GDP is forecast for the current year. The euro zone is also expected to see an eco- nomic recovery and GDP rise of +3.5 %. Asia will again be the fastest-growing region, with growth estimated to be +6.3 %. In China, the pace of expansion is expected to be subdued, with growth of +4.1 %. According to IfW estimates, Japan’s economy is likely to record GDP growth of +2.8 %. With a forecast of +4.4 %, the economy in the USA is seen to take a positive course. VDW and Oxford Economics are forecasting global machine tool consumption in 2022 to grow by +11.1 % to € 76.7 billion and – except from Germany, Europe and Japan – to even exceed the pre-corona level of 2019 (€ 72.8 billion; 2021: € 69.0 billion). In view of the Russia-Ukraine conflict and the challenges posed by material and supply shortages, increasing raw material and energy prices and rising inflation, it cannot be ruled out that these forecasts will have to be adjusted during the year. According to VDW and Oxford Economics, machine tool consumption in Germany is expected to increase by +15.1 % to € 5.4 billion in 2022 (2021: € 4.7 billion) but remain below the pre-corona level of 2019 (-24.5 %; € 7.1 billion). In Europe, consumption is also predicted to increase by +14.6 % to € 21.0 billion (2021: € 18.4 billion), but still below the pre-corona level of 2019 (-5.6 %; € 22.3 billion). This trend against the previous year is expected to extend across the European Union, but also Switzerland (+28.5 %) and the United Kingdom (+17.9 %) will benefit from the economic momentum in the market. Consumption in Asia is forecast to rise by +7.9 %. At country level, the growth rate in the Chinese machine tool market is forecast to be rather moderate at +5.2 %. With an increase of +15.4 % to € 4.7 billion (2021: € 4.1 billion), the economic recovery in Japan is also expected to continue, but still below the pre-corona level of 2019 (-15.2 %; € 5.5 billion). For the USA, VDW and Oxford Economics also estimate a very positive development of machine tool consumption at +20.2 % (2021: +14.0 %). Demand for capital goods should regain momentum world- wide. However, the economic recovery could be less dynamic than the forecasts suggest at first glance. The current global uncertainties as well as the further course of the corona pandemic, more difficult material supplies, increasing logistics shortages and continued trade conflicts will have a major impact on investment in the international machine tool sector. In addition, possible exchange rate fluctuations, inflation risks, industrial structural change as well as rising raw material and energy prices on the international markets could severely affect demand. Against this background, an adjustment of forecasts cannot be ruled out if the economic conditions continue to deteriorate worldwide. Future development of DMG MORI As “Global One Company”, we will continue to expand our market position as a leading global manufacturer of high-precision machine tools, sustainable technologies as well as holistic automation and end-to-end digitization solutions for the manufacturing industry together with DMG MORI COMPANY LIMITED. With “Dynamic . Excellence” we are committed to the demands of our more than 100,000 customers. Their success is our mission: “Empower our customers in manufacturing and digitization”. 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. With 111 international sales and 94 Annual Report 2021

BUSINESS REPORT | Forecast Report | Future development of DMG MORI service locations and 16 production plants, DMG MORI is present worldwide and a stable, reliable partner for perfectly aligned technology solutions from a single source, even in challenging times. are also opening up an important market with high demand for future technologies in 2024 through GEMAS (German Egyptian Manufacturing Solutions). Our corporate strategy is aimed at actively promoting inno- vations in the manufacturing industry and meeting the constantly increasing customer requirements even more strongly with end-to-end solutions. The profound transfor- mation of the global manufacturing industry was further accelerated by the effects of the corona pandemic. Our strategic fit of automation, digitization and sustainability is currently more suitable than ever. With high dynamic, we are occupying important strategic future fields and at the same time striving for excellence to be the world’s number 1 for our customers: from development through production to global sales and service. We offer an integrated portfolio of machine tools, automation and digitization solutions as well as our DMG MORI Qualified Products (DMQP). The machine is at the center of everything we do. Digital innovations expand our core business with machine tools and holistic automation solutions. We are further expanding the digital subscription business model PAYZR (PAY with Zero Risk) for Equipment-as-a-Service and Software-as-a-Service. 2022 will again be marked by major challenges, in particular due to the Russian military action against Ukraine, of which the consequences are not yet completely foreseeable at present. Uncertainty in the market is further intensified by the continuing dynamic nature of the pandemic, difficult material supply, increasing logistics shortages as well as high raw material and transport costs and rising inflation. We will once again master these challenges with consistent cost and supplier manage- ment as well as close, personal exchange with our partners and suppliers and comprehensive health protection measures. DMG MORI has a strong foundation and a clear strategic plan for the future. We are looking ahead with confidence and we keep up a high speed – both operationally and strategically. We innovate, invest and thereby continue to align ourselves for the future. With a new production plant for 5-axis milling machines, we are expanding our global presence in China – the world’s largest market for machine tools with high demand for high-tech machines. In Egypt, we For the current financial year, we are planning order intake of around € 2.5 billion. Sales revenues are estimated to be around € 2.3 billion. EBIT is expected to be around € 180 million. Free cash flow is forecast to be around € 130 million. Our forecasts are subject to the condition that globally there will be no further impact from the Russia-Ukraine conflict. Our agreed financing framework will cover the necessary liquidity requirements in financial year 2022. We therefore have sufficient financial scope in the group at all times. We expect market interest rates in financial year 2022 to be at a similar level to the reporting year. The financing structure is expected to remain essentially unchanged. Strategic financing measures are not planned. The seasonally required liquidity can be covered from existing financial resources. For financial year 2022 we plan investments in property, plant and equipment and intangible assets of around € 115 million. Our activities will focus on the modernization of our production and assembly areas at DECKEL MAHO in Seebach, FAMOT in Pleszew (Poland) and GRAZIANO in Tortona (Italy) as well as the completion of the state-of-the-art automated logistics center at DECKEL MAHO Pfronten. In Pinghu near Shanghai, we will build a state-of-the-art, fully automated and completely digitized production plant for 5-axis milling machines in 2023. In addition, we are continuing to invest in our ERP project “GLOBE – Global One Business Excellence” for the standardization and optimization of systems and processes. In the area of research and development, we will sustainably advance our innovation strategy. For the current financial year, we are again planning a wide range of world premieres and innovations – especially in the future fields of automation, digitization and sustainability. Research and development expenses are forecast to remain at a high level of around € 84 million. A total of 16 % of the workforce at the plants is planned to work in research and development. 95 Annual Report 2021

BUSINESS REPORT | Forecast Report | Overall Statement of the Executive Board on Future Business Development 2022 Overall Statement of the Executive Board on Future Business Development 2022 The global economy continues to suffer from the corona pandemic. The more difficult supply of materials, increasing logistics shortages as well as high raw material and transport costs and rising inflation continue to determine the global economy and slow down industrial production. Furthermore, there is the Russian military action against Ukraine, of which the consequences are not yet completely foreseeable at present. DMG MORI is confident to continue its growth course and is keeping up a high speed – both operationally and strategically. We are well positioned and continue to align ourselves for the future. We innovate and invest. New production plants in China and Egypt strengthen our global presence. With consistent supplier management, high cost sensitivity and comprehensive health and safety measures, we will also master the challenges again. Nevertheless, global machine tool consumption is expected to further recover in 2022 and even exceed 2019 (€ 72.8 billion) – apart from Germany, Europe and Japan, which are not expected to reach the high pre-corona level until 2024. VDW and Oxford Economics estimate growth to € 76.7 billion (2021: € 69.0 billion). However, it cannot be ruled out that these forecasts will have to be adjusted during the year due to the ongoing global uncertainties. DMG MORI is planning order intake of around € 2.5 billion for the financial year 2022. Sales revenues are estimated to be around € 2.3 billion. We expect EBIT to be around € 180 million. Free cash flow is forecast to be around € 130 million. Our forecasts are subject to the condition that globally there will be no further impact from the Russia-Ukraine conflict. For the current financial year, we are presently planning investments in property, plant and equipment and intangible assets of around € 115 million, which will essentially be financed from our own funds. We aim to sustainably increase our high level of innovation as “Global One Company”. With dynamic and excellence, we are actively advancing our five strategic future fields (Automation, Digitization, Additive Manufacturing, DMQPs, Sustainability) and five other strategically important pillars (First Quality, Service and Technology Excellence, Globe, Employees). With trust, openness and passion, we are working to fulfill our “vision-mission statement”: We want to be the most attractive machine tool manufacturer worldwide with digitized and sustainable products! We empower our customers in manufacturing and digitization! 96 Annual Report 2021

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Income Statement CONSOLIDATED FINANCIAL STATEMENTS Consolidated Income Statement for the period 1 January to 31 December 2021 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 Impairment of shares in at equity accounted companies 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) 97 Annual Report 2021 2021 € K 2020 € K 2,052,921 1,831,293 19,756 6,804 -35,465 14,011 2,079,481 1,809,839 59,730 74,261 2,139,211 1,884,100 1,008,599 153,047 1,161,646 440,503 82,211 522,714 67,033 264,046 123,772 4,367 241 4,608 5,675 193 1,148 7,016 -2,408 0 222 121,586 36,020 85,566 84,165 1,401 1.07 1.07 842,592 141,259 983,851 408,150 78,796 486,946 75,025 256,564 81,714 4,435 27 4,462 6,645 248 2,051 8,944 -4,482 -4,432 2,095 74,895 22,781 52,114 51,893 221 0.66 0.66 Notes 6 7 8 9 10 11 12 13 14 22 15 16 17 18

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Statement of Other Comprehensive Income Consolidated Statement of Other Comprehensive Income for the period 1 January to 31 December 2021 D.02 Annual profit Other comprehensive income Remeasurement of benefit-oriented pension plans FVOCI – Equity instruments – net change of fair value Income taxes Sum of items never reclassified to income statement Differences from currency translation Net investments Changes in market value of hedging instruments Market value of hedging instruments – reclassification to the income statement Income taxes Sum of items which are reclassified to the income statement Other comprehensive income for the period after taxes Total comprehensive income for the period Of which attributed to the shareholders of DMG MORI AKTIENGESELLSCHAFT Of which attributed to non-controlling interests Notes 30 39 16, 28 37 37 28 2021 € K 2020 € K 85,566 52,114 4,067 72,186 -2,169 74,084 11,537 341 -167 -124 87 11,674 85,758 171,324 168,743 2,581 998 -2,173 -237 -1,412 -49,511 -1,545 304 -216 -26 -50,994 -52,406 -292 213 -505 98 Annual Report 2021

CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Cash Flow Statement Consolidated Cash Flow Statement For the period 1 January to 31 December 2021 D.03 CASH FLOW FROM OPERATING ACTIVITY Earnings before taxes (EBT) Depreciation, amortisation and impairment losses 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 takeover of control over subsidiaries 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 CASH FLOW FROM FINANCING ACTIVITY Deposits / payments for borrowing / for repayment of financial debt Dividends paid to non-controlling interests in subsidiaries Payments / amounts paid out from changes in subsidiaries Profit transfer to DMG MORI GmbH Cash outflows of principal for lease liabilities Changes affecting payments Effects of exchange rate changes on financial securities Cash and cash equivalents as at 1 January Cash and cash equivalents as at 31 December 99 Annual Report 2021 Notes 13, 14 30, 31 22 24 23, 25 33, 34 40 40 40 40 23, 25 40 45 45 40 27 27 2021 € K 121,586 67,033 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 0 -3,079 -12,799 -2,850 0 -83,760 4,139 -1,631 -1,029 -27,063 -19,103 -44,687 116,486 1,921 123,489 241,896 2020 € K 74,895 75,025 4,482 4,527 -6,897 -7,683 5,194 -51,513 4,327 -6,600 283 61,158 41,387 12,158 -69,402 -74,058 67,283 16,387 -41,720 -26,282 97 0 -1,254 30,000 44,500 21,728 0 -1,358 0 -95,742 -20,026 -117,126 -28,115 -2,401 154,005 123,489

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CONSOLIDATED FINANCIAL STATEMENTS | Consolidated Balance Sheet Consolidated Balance Sheet As at 31 December 2021 D.04 ASSETS LONG-TERM ASSETS Goodwill Other intangible assets Tangible assets Equity-accounted investments Other equity investments Trade receivables from third parties Other long-term financial asset Other long-term assets Deferred tax assets SHORT-TERM ASSETS Inventories 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 Other short-term financial assets Other short-term assets Income tax receivables Cash and cash equivalents Balance Sheet Total 31 Dec 2021 31 Dec 2020 Notes € K € K 19 19 20 22 21 23 23 23 28 24 25 25 25 25 6 26 26 27 138,044 83,344 468,686 39,711 106,760 732 11,006 2,362 55,212 905,857 579,091 201,944 17,150 412,121 50 22,446 40,675 129,880 4,917 241,896 138,103 73,075 464,468 37,147 25,068 1,196 8,082 5,071 58,468 810,678 538,683 133,918 9,865 466,241 37 8,578 35,865 62,453 1,727 123,489 1,650,170 1,380,856 2,556,027 2,191,534 100 Annual Report 2021

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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 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 2021 31 Dec 2020 Notes € K € K 29 29 29 29 30 31 35 33 6 33 33 28 31 35 34 34 34 34 6 6 6 34 34 204,927 498,485 681,341 204,927 498,485 542,253 1,384,753 1,245,665 17,029 13,830 1,401,782 1,259,495 34,870 47,857 30,977 244 5,722 85 3,324 2,598 40,678 43,967 35,905 244 5,983 343 2,254 1,775 125,677 131,149 265,202 14,176 134,714 2,189 119,061 1,192 25,308 221,029 16,431 137,093 4,740 139,977 1,432 17,854 348,844 156,579 39,590 22,446 19,957 35,889 29,537 8,578 30,027 37,613 1,028,568 800,890 2,556,027 2,191,534 101 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Development of Group Equity Development of Group Equity For the period 1 January 2021 to 31 December 2021 D.05 Retained earnings and other reserves in € K As at 1 Jan 2021 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 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 GmbH for 2021 Sum of transactions with owners As at 31 Dec 2021 84,165 84,165 1,401 85,566 10,357 341 71,129 2,955 10,357 341 71,129 1,180 11,537 341 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 page 138 et seq. 102 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Development of Group Equity 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 204,927 498,485 571,328 -7,540 -86 1,267,114 14,335 1,281,449 51,893 51,893 221 52,114 -48,785 -1,545 -2,173 761 -1,412 -50,330 50,481 -50,330 -48,785 -1,545 -2,173 -726 -49,511 -1,545 -2,173 62 62 761 761 -51,680 -726 -52,406 213 -505 -292 62 62 62 in € K As at 1 Jan 2020 Total comprehensive income Annual profit Other comprehensive income Differences from currency translation Net investments FVOCI – Equity instruments – net change of fair value 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 wwithout/with change of control Taxes on compensation payments pursuant to Section 16 KStG (Corporation Tax Act) Profit transfer to DMG MORI GmbH for 2020 Sum of transactions with owners As at 31 Dec 2020 5,401 -27,063 5,401 -27,063 -21,662 5,401 -27,063 -21,662 0 204,927 498,485 -21,662 600,147 -57,870 -24 1,245,665 13,830 1,259,495 See accompanying explanations regarding equity and non-controlling equity interests in the Consolidated Financial Statements page 138 et seq. 103 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS OF DMG MORI AKTIENGESELLSCHAFT FOR THE FINANCIAL YEAR 2021 Accounting principles applied in the Consolidated Financial Statement 1. APPLICATION OF REGULATIONS The Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT for the Financial Year from 1 January 2021 to 31 December 2021 were prepared at the end of the reporting period with mandatory use of the International Financial Reporting Standards (IFRS) as adopted by the European Union and their interpretation by the International Accounting Standards Board (IASB), London, Great Britain, as applicable on the reporting date. The Notes to the Consoli- dated Financial Statements include further explanations pur- suant to Section 315e of the German Commercial Code (HGB). The following disclosures include statements and comments that, pursuant to the IFRS, must be included in the notes to the Consolidated Financial Statements along with the con- solidated income statement, the consolidated statement of comprehensive income for the reporting period, the consol- idated balance sheet, the development of the group’s equity and the consolidated cash flow statement. To allow for a better presentation, individual items have been combined in the balance sheet and the income statement; these are shown separately in the notes to the Consolidated Financial Statements with further disclosures. The Consolidated Financial Statements are drawn up in euros. The reporting currency is the euro. Unless otherwise specified, all amounts are shown in thousand euro (€ K). All amounts have been rounded in accordance with standard commercial practise. For computational reasons, rounding differences may occur in the tables. for services, and needs-based software products. The Consol- idated Financial Statements and the Group Management Report of DMG MORI AKTIENGESELLSCHAFT the reporting period as at 31 December 2021 will be available through the electronic Federal Gazette (Bundesanzeiger), the Commercial Register as well as from our website →www. dmgmori-ag.com. DMG MORI COMPANY LIMITED, Nara, Japan, is the ultimate parent company of the DMG MORI group. DMG MORI GmbH, Bielefeld (Germany), is the direct parent company of DMG MORI AKTIENGESELLSCHAFT. The Consolidated Financial Statements of DMG MORI AKTIEN GESELLSCHAFT are included in the Consolidated Financial Statements of DMG MORI COMPANY LIMITED, Nara (Japan). These Consolidated Financial Statements can be found online at →www.dmgmori.co.jp DMG MORI GmbH, a wholly owned subsidiary of DMG MORI COMPANY LIMITED, has concluded a domination and profit transfer agreement with DMG MORI AKTIENGESELLSCHAFT, pursuant to Sections 291 et seq. of the German Stock Corpo- ration Act (AktG), which entered into force following entry into the commercial register on 24 August 2016. With effect from 1 January 2017, a tax allocation agreement was concluded between DMG MORI GmbH and DMG MORI AKTIENGESELLSCHAFT. The Executive Board of DMG MORI AKTIENGESELLSCHAFT released the Consolidated Financial Statements and the Group Management Report for publication on 14 March 2022. 2. CONSOLIDATION PRINCIPLES DMG MORI AKTIENGESELLSCHAFT with its registered office in Bielefeld, Gildemeisterstrasse 60, is listed at the Bielefeld District Court (Gemany), section B, under the number 7144 and is the parent company of the DMG MORI group and is a listed company under German law. As a leading manu- facturer of cutting machine tools worldwide, the DMG MORI innovative machine technologies, expert group offers The accounting for acquired subsidiaries applies the acqui- sition method, provided the group has obtained a controlling interest. Transactions under joint control are also accounted for as purchases. 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 105 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement 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” eliminate 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. and deferred tax liabilities from consolidation transactions affecting net income are recognized in the income state- ment. Intra group sales revenues and other intragroup income is offset against the corresponding expenses not affecting income. Other related parties of the DMG MORI group are the ultimate 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 2021, 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. Mutual receivables and liabilities between the companies included in the Consolidated Financial Statements are offset against each other. Interim results from intragroup deliveries and services are eliminated; deferred tax assets Amendments to IFRS 4 – Extension of the temporary exemption from applying IFRS 9 The amendments to IFRS 4 are intended to address temporary accounting issues arising from the different effective dates of IFRS 9 – Financial instruments and the upcoming new 106 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement D.06 Amendments to IFRS 4 Amendments to IFRS 9, IAS 39, IFRS 4, IFRS 7 and IFRS 16 Amendments to IFRS 16 Extension of the temporary exemption from applying IFRS 9 Interest Rate Benchmark Reform – Phase 2 Covid-19-related rent concessions IFRS 17 – Insurance Contracts. In particular, this will extend the temporary exemption from applying IFRS 9 to 2023, in order to align the effective date of IFRS 9 with the new IFRS 17. DMG MORI has analyzed potential effects on assets and liabilities including financial instruments. IFRS 4 has no impact on the DMG MORI group Amendments to IFRS 9, IAS 39 and IFRS 7, IFRS 4 and IFRS 16 – Interest Rate Benchmark Reform – Phase 2 IBOR reform project – Phase two amendments (amendments to IFRS 9 Financial Instruments, IAS 39 Financial Instruments: Recognition and measurement, IFRS 7 Financial Instruments: Disclosures, IFRS 4 Insurance Contracts and IFRS 16 Leases) are supplemental to the requirements of the first phase of the project and are generally applied when an existing inter- est rate benchmark is replaced with an alternative reference interest rate. With regard to the presentation of financial instruments, these amendments have an effect on the following areas: In the event of changes in contractual cash flows, entities may not need to adjust or derecognize the carrying amount of financial instruments due to the changes required by the IBOR reform. Under certain conditions, it could instead update the effective interest rate to reflect the change in the alter- native reference rate. In terms of hedge accounting, under certain conditions, entities may not need to discontinue a hedge relationship designated for hedge accounting purposes due to the changes required by the IBOR reform. Entities must disclose information about new risks arising from the reform and also how it will manage the transition to alternative reference rates. In addition to amendments to IFRS 9, IAS 39 and IFRS 7, the IASB adopted minor amendments to IFRS 4 and IFRS 16. The amendments are applicable to reporting periods beginning on or after 1 January 2021. A major reform of key interest rate benchmarks is currently being implemented around the world, including the replace- ment of some interbank offered rates (IBORs) with alternative near risk-free rates (“IBOR reform”). Financial instruments are subject to IBORs that are being replaced or reformed as part of these market-wide initiatives. The DMG MORI group does not have any significant non- derivative financial assets and liabilities that are linked to IBORs. If a link does exist, it is mainly related to the EURIBOR. Derivative financial instruments such as forward exchange contracts linked to IBORs that are reformed or discontinued are used to hedge risk positions from currency and interest rate fluctuations. The notional amounts of the hedging instru- ments in question can be found in the table on page 149 of the notes and are mainly in the currencies, USD, GBP, CHF, and JPY. DMG MORI continues to analyze current developments and has taken the necessary steps to transition to the new interest rate benchmarks. As of 31 December 2021, the DMG MORI group had no transactions where the interest rate benchmark was replaced by an alternative interest rate benchmark and currently does not expect the changes in interest rate benchmarks to have any material impact on the consolidated financial statements. Amendments to IFRS 16 – COVID-19- Related Rent Concessions The amendment to IFRS 16 “Leases” extends the current optional practical expedient for lessees in assessing whether a COVID19-related rent concession (e.g., rent deferral or waiver) is a modification. The practical expedient is not available to lessors. Earlier application of the rule is permitted, including in financial statements not yet issued as of 31 March 2021. The rule must be applied retrospectively, with an adjustment to equity effects at the beginning of the period in which the lessee first applies the amendments. The DMG MORI group did not apply the previous amendment to IFRS 16 “Leases” regarding rent concessions directly related to the COVID19 pandemic in financial year 2020. More- over, DMG MORI did not apply the extension of the practical expedient for COVID19-related rent concessions in financial year 2021. The DMG MORI group did not apply and does not intend to apply the amendment to IFRS 16 “Leases” regarding rent concessions directly related to the COVID19 pandemic in financial year 2021. 107 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement a) These have already received EU endorsement D.07 Amendments to IFRS 3 Amendments to IAS 16 Amendments to IAS 37 Improvements to IFRS 20182020 IFRS 17 Reference to the conceptual framework Property, plant and equipment – Proceeds before intended use Onerous contracts – cost of fulfilling a contract Amendments to IFRS 1, IFRS 9, IFRS 16 and IAS 41 Insurance contracts 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 and liabilities were changed. In order to address conflicts between the conceptual framework and IFRS 3, the IASB has now decided to update IFRS 3 so that it refers to the revised conceptual framework and by adding to IFRS 3 a requirement that an acquirer applies IAS 37 or IFRIC 21, instead of the conceptual framework, when identifying the liabilities, it has assumed under IAS 37 or IFRIC 21. Contingent liabilities, for which the exemption in IFRS 3.23 continues to apply, are an exception to this principle. Subject to EU endorsement, the amendments must be applied to mergers where the acquisition date is on or after 1 January 2022. The DMG MORI group is not currently expecting any material ramifications for the Consolidated Financial Statements. Amendments to IAS 16 – Property, Plant & Equipment – Proceeds before Intended Use IAS 16 requires that the costs for acquiring or producing an item of property, plant and equipment include any costs directly attributable to bringing an asset to the location and condition necessary for it to be capable of operating in the manner intended by management. These include e.g. costs for testing whether the asset is functioning properly. It was unclear, whether to deduct from the costs of acquiring or producing an item of property, plant and equipment, any proceeds that exceeded the costs of testing and that were earned from selling items produced while bringing an item of property, plant and equipment to the location and condition necessary for it to be capable of operating or to recognize this item in profit or loss. The amendment to IAS 16 specifies that in the future, such proceeds will no longer be allowed to be deducted from the costs of acquiring or producing an item of property, plant and equipment. Moreover, the amendment to IAS 16 adds an explanation of the term “costs of testing”. These are costs incurred to assess whether an asset is technically and physically capable of performing its intended use. The asset’s financial performance is not relevant to this assessment. Thus, an asset can already be considered “ready for use” and depreciation can begin before it has reached the (operating) level expected by management. These amendments specify that proceeds received by an entity from the sale of items produced while preparing the asset for its intended use (for example, product samples) and any related costs should be recognized in profit or loss. The recognition of these amounts when measuring PP&E items at cost is not allowed. The amendments are applicable to reporting periods begin- ning on or after 1 January 2022, subject to adoption by the EU. Earlier application of the amendments is permitted, but in the EU generally requires an endorsement. The group is not currently expecting any material ramifica- tions for the Consolidated Financial Statements. Amendments to IAS 37 – Onerous Contracts – Cost of Fulfilling a Contract IAS 37 defines an onerous contract as one in which the unavoidable costs of meeting the obligations under the con- tract exceed the economic benefits expected to be received under it. By definition, the unavoidable costs again reflect the least net cost of exiting from the contract, which is the lower of the cost of fulfilling it and any compensation or penalties arising from failure to fulfill it. However, IAS 37 did not previ- ously specify which costs should be included in determining the cost of fulfilling a contract. The amendments recently issued now specify that all costs that relate directly to fulfilling the contract should be included when assessing whether the contract is onerous under IAS 37. Costs that directly relate to the contract include both the incremental costs incurred by an entity for fulfilling that contract and an allocation of other costs that relate directly to fulfilling the contract. The amendments are applicable to reporting periods begin- ning on or after 1 January 2022, subject to adoption by the EU. Earlier application of the amendments is permitted, but in the EU generally requires an endorsement. The group is not currently expecting any material ramifications for the Consolidated Financial Statements. 108 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement Improvements to IFRS 2018 – 2020 with amendments to IFRS 1, IFRS 9, IFRS 16 and IAS 41 The “Annual Improvements to IFRSs” amended the following standards. Amendments to IAS 1 – Classification of debt as short or long-term The narrow-scope amendment to IAS 1 clarifies that liabilities are either classified as short or long-term, depending on the rights that the entity has on the reporting date. In IFRS 1, subsidiaries that adopted IFRS 1.D16 (a) for the first time, were given the option to measure cumulative translation differences using the amounts reported by the parent. The amendment to IFRS 9 clarifies which fees should be included in the 10 % test (IFRS 9.B3.3.6) in assessing whether to derecognize a financial liability. An entity includes only fees paid or received between the entity (the borrower) and the lender. 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. In IAS 41, the amendment removes the requirement for entities to exclude tax payments when measuring fair value. The amendments are applicable to reporting periods beginning on or after 1 January 2022, subject to adoption by the EU. Earlier application of the amendments is permitted, but in the EU generally requires an endorsement. The group is not currently expecting any material ramifica- tions for the Consolidated Financial Statements. IFRS 17 – Insurance Contracts IFRS 17 replaces IFRS 4 and thus, for the first time, specifies 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 Statements of DMG MORI. b) EU Endorsements are still pending The amendment requires liabilities to be classified as long- term if, at the end of the reporting period, the entity has a substantive right to defer settlement of the liability for at least 12 months after the reporting date. In assessing whether a (substantive) right exists, no consid- eration should be given to whether the entity will exercise its right. Thus, the management’s expectations do not affect classification. The Board removed the previous requirement for a right to be “unconditional”. In the case of the right to defer settlement, which is subject to the entity complying with specified conditions, after the amendments, the emphasis will be on whether the entity complies with these conditions at the reporting date. In July 2020, the date of first-time application was deferred by one year to reporting periods beginning on or after 1 January 2023. The amendments are thus applicable to reporting periods beginning on or after 1 January 2023, 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 does currently not expect any material ramifications for the Consolidated Financial Statements. Amendments to IAS 1 and Practice Statement 2 – Disclosure of Accounting Policies These amendments are part of the IASB‘s Disclosure Initiative, whose main objective is to improve the quality of financial reporting. This includes “streamlining” the notes to IFRS financial statements, i.e., removing information that is irrel- evant to the users of the financial statements, thus enabling them to focus on the key points. Furthermore, the following standards and interpretations were issued by IASB and not yet recognized by the European Union. [→ D.08] 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. The definition of “material” is based on the usefulness of the information D.08 Amendments to IAS 1 Amendments to IAS 1 and Practice Statement 2 Amendments to IAS 8 Amendments to IAS 12 Classification of debt as short or long-term Disclosure of accounting policies Definitions of changes in accounting estimates Deferred tax related to assets and liabilities arising from a single transaction 109 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement provided to users of the financial statements for making deci- sions. The amendments to IAS 1 and Practice Statement 2 provide guidance and clarification in the form of a decision tree. These amendments should be applied for financial years beginning on or after 1 January 2023. The DMG MORI group is currently not expecting any material ramifications for the Consolidated Financial Statements. Amendments to IAS 8 – Definition of Changes and Estimates The amendments to IAS 8 include clarifications on the difference 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. The amendments to IAS 8 define accounting estimates as monetary amounts in financial statements that are subject to measurement uncer- tainty. These amendments should be applied for financial years beginning on or after 1 January 2023. The DMG MORI group is currently not expecting any material ramifications for the Consolidated Financial Statements. Amendments to IAS 12 – Deferred Tax related to Assets and Liabilities arising from a Single Transaction. The amendments to IAS 12 narrow the scope of the initial recognition exception (IRE) so that it no longer applies to transactions that give rise to equal taxable and deductible temporary differences. These amendments should be applied for financial years beginning on or after 1 January 2023. The DMG MORI group is currently not expecting any material ramifications for the Consolidated Financial Statements. Impact of climate-related aspects on the Consolidated Financial Statements The recognition of climate-related aspects did not have any material impact on the Consolidated Financial Statements for financial year 2021. Further information can be found in the Sustainability Report for financial year 2021. IMPACT OF THE CORONAVIRUS PANDEMIC ON THE CONSOLIDATED FINANCIAL STATEMENTS costs had a negative impact on performance. DMG MORI also felt the effects of these factors. Heightened travel restrictions also adversely affected our service and spare parts business. We were able to counter global supply bottlenecks through close collaboration with our partners and suppliers. This strong and stable network enabled us to prevent any major production stoppages. We also further improved our cost structure. These measures and the company‘s positive order intake trend – particularly for new machines – enabled us to significantly improve group earnings from the previous year. For further details on developments, please see the section on “Results of operations, financial position and net assets” in the group management report. The Executive Board currently believes that the coronavirus pandemic is a temporary event that will not have a sustained negative impact on the long-term business performance of the DMG MORI group. Valuation and accounting principles The effects on the individual valuation and accounting prin- ciples for the DMG MORI consolidated financial statements are described in the section “Use of discretionary decisions and estimates” and the section “Accounting and valuation methods”. In principle, if necessary or foreseeable in the premises for discretionary decisions and estimates, to take into account the influence of the Corona Pandemic. These estimates are subject to uncertainties. USE OF DISCRETIONARY DECISIONS AND ESTIMATES The preparation of the Consolidated Financial Statements in accordance with IFRS necessitates discretionary decisions, estimates and assumptions concerning the application of accounting methods and the reported amounts of assets, debts, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions of estimates are recorded prospectively. When using the recognition and measurement methods, the Executive Board is required to make the following discretionary decisions and estimates, which significantly influence the amounts in the financial statements. General situation The coronavirus pandemic continued to have an impact on the group‘s earnings and business performance in financial year 2021. The global machine tools market was on the road to recovery in 2021. However, the major challenges posed by the pandemic, material availability and supply bottlenecks, as well as rising inflation, and high raw material and transport Impairment of goodwill The group reviews goodwill at least once a year for impairment on 31 December and whenever there is an indication to do so. This requires the creation of cash-generating units and an allocation of goodwill to the cash-generating units as well as the higher of the two values of fair value less purchase costs and the value in use of the cash-generating units, to which the 110 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement goodwill is allocated. To assess the value in use, the company management must assess the foreseeable future cash flow of the cash generating unit and, moreover, select an appro- priate discount rate in order to determine the cash value of this cash flow. As of 31 December 2021, the carrying amount of goodwill totaled € 138,044 K (previous year: € 138,103 K). This change from the previous year is due to currency effects. Further information can be found on pages 129 et seq. Provisions for pension The amount of the provisions and the expenses from bene- fit-based plans are determined on the basis of actuarial cal- culations. The actuarial calculations take place on the basis of assumptions with respect to discount interest rates, future wage and salary increases, the mortality rate and future pension increases. Corresponding to the long-term focus of these plans, such assessments are subject to significant uncertainties. As of 31 December 2021, provisions for pensions amounted to € 34,870 K (previous year: € 40,678 K). Further information can be found on pages 140 et seq. Intangible assets arising from development Intangible assets arising from development are capitalized according to the recognition and measurement methods presented on page 112 et seq. To determine the amounts to be capitalized, the company management must make assump- tions as to the amount of expected future cash flow from intangible assets, the interest rates to be applied, and the period of accrual of expected future cash flow that the intan- gible assets generate. As of 31 December 2021, on a best estimate basis, the carrying amount of intangible assets arising from development amounted to € 11,024 K (previous year: € 12,143 K). Inventories Inventories are capitalized according to the recognition and measurement methods presented on page 114 et seq. When measuring and recognizing inventories, assumptions about the net realizable value are required. In order to calculate the net realizable value, the Executive Board has to make assumptions about the amount of this value that are mainly based on assumptions about the recoverable selling prices of the machine tools and services on the market. Discretionary decisions and estimations are additionally required for leases (see Note 35), revenue from contracts with customers (see Note 6), allowances for doubtful debts (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 explana- tory notes on individual statement of financial position items. In principle, the following recognition and measurement methods have been applied: Impairment test In reporting year 2021, impairment tests were conducted for capitalized goodwill at the end of the year. Based on these tests, no impairment losses were recognized for capitalized goodwill or for property, plant and equipment and intangible assets. Current corporate planning, which already reflects adjustments to business expectations in relation to the coronavirus pan- demic, 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 2021. For a detailed description of this approach and the underlying assumptions, please see the explanations in Note 19. Intangible and tangible assets Write-downs of inventories to net realizable value amounted to € 31,164 K (previous year: € 50,670 K). In assessing expected net realizable values, past experience and current market trends were taken into account, allowing for the effects of the coronavirus crisis. 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 111 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement There are no intangible assets with an indefinite useful life, except for the goodwill. Development costs that are directly attributable to the development 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 correspond- ing to their useful life and cumulative impairments. Produc- tion costs include all costs that can be directly and indirectly attributed to the development process and necessary 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 depreciation. 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 determined, goodwill is depreciated. Tangible assets were valued 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 fulfilled (see page 120 “ Borrowing costs”). Depreciation was carried out using the straight-line method in accordance with useful life. A revaluation 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 production-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 requirements of IAS 23 are fulfilled. Costs of repair are immediately recog- nized 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 consideration. 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. The DMG MORI group has, for all leases, recognized rights to use leased assets and liabilities for the payment obligations entered into the balance sheet. The right-of-use asset is initially measured at cost, consisting of the amount equal to the lease liability at its initial recognition, adjusted for payments made on or before the commencement date of the lease, less any lease incentives received plus amounts for any initial direct costs and the estimated costs incurred in dismantling or removing the underlying asset or restoring the underlying asset or the site on which it is located. The initial recognition of lease liabilities is determined as the present value of outstanding lease payments. These are dis- counted using the interest rate implicit in the lease or, if this cannot be readily determined, the incremental borrowing rate. In order to determine its incremental borrowing rate, the DMG MORI group obtains interest rates from various financial sources and makes specific adjustments to take into account the terms and conditions of the lease. The lease payments included in the measurement of the lease liability comprise: › fixed payments, including de facto fixed payments, › variable lease payments that depend on an index or (interest) rate, initially measured using the index or (interest) rate as at the commencement date, › amounts expected to be payable under a residual value guarantee, and › the exercise price of a purchase option, if the group is reasonably certain to exercise that option, lease payments for an extension option, if the group is reasonably certain to exercise that option, and penalties for early termination of the lease, unless the group is reasonably certain not to exercise an early termination option for such a lease. Subsequently, the right-of-use asset is depreciated on a straight-line basis from the lease commencement date to the end of the lease term, unless ownership of the underlying asset is transferred to the DMG MORI group at the end of the lease term, or if the cost of the right-of-use asset reflects that the DMG MORI group will exercise a purchase option. In this 112 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement case, the right-of-use asset is depreciated over the useful life of the underlying asset, which is determined in accord- ance with the requirements for property, plant and equipment. Where required, the right-of-use asset is also continually adjusted for impairment losses and for any remeasurements of the lease liability. The lease liability is measured at amortized cost using the effective interest method. It is remeasured, if changes in future lease payments result from changes in the index or (interest) rate, if there are changes in the DMG MORI group’s assessment of amounts expected to be payable under a residual value guarantee, if there are changes in the DMG MORI group’s assessment of whether a purchase, extension or termination option will be exercised or if there are changes in a de facto fixed lease payment. Adjustments are made to the carrying amount of the right-of-use asset to reflect remeasurement of the lease liability. Sale and leaseback With regard to a sale and leaseback transaction, an entity first needs to assess if the transfer of an asset should be recognized as a sale based on the criteria in IFRS 15. If this is the case, the DMG MORI group measures the right-of- use asset arising from the leaseback as the proportion of the previous carrying amount that relates to the right of use retained. Thus, gains or losses are only recognized if they relate to the rights transferred. Leases where the DMG MORI group is the lessor If the group acts as a lessor, it classifies each lease as a finance or operating lease at inception of the contract. In order to classify each lease, the DMG MORI group makes an overall assessment of whether the lease transfers substantially all the risks and rewards incidental to ownership of the underlying asset. If this is the case, the lease is classified as a finance lease; if not, it is an operating lease. Within the scope of this assessment, the DMG MORI group takes into account certain indicators, such as whether the lease covers a major part of the economic life of the asset. The DMG MORI group records the head lease and sub-lease separately on the balance sheet, if it acts as an intermediate lessor. The sublease is classified by reference to the right- of-use asset arising from the head lease, rather than by reference to the underlying asset. If the head lease is a short- term lease to which the group applies the exception described above, it classifies the sub-lease as an operating lease. Impairment Pursuant to IAS 36 “Impairment of Assets”, the assets of the DMG MORI group, with the exception of assets as defined by IAS 36.2, are tested for signs of impairment at each balance sheet date. Where such indicators exist, the recoverable 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 whenever criteria are met for an impairment test. DMG MORI AKTIEN GESELLSCHAFT carried out an impairment test on 31 December 2021. 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 recognize any other losses unless it has entered into obli- gations on behalf of the associate or has made payments on behalf of the associate. Lease payments from operating leases are recognized by the DMG MORI group as income on a straight-line basis over the term of the lease. 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 113 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement 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 companies and associated companies are eliminated in accordance with the group’s interest in the associated company. Unrealized 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. 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 trade debtors and other originated loans and receivables as well as original and derivative financial instruments held for trading. Financial liabilities generally substantiate claims for repay- ment in cash or other financial liabilities. This includes, in particular, promissory note bonds and other securitized liabilities, liabilities to banks, trade creditors, liabilities from financial leasing arrangements and other original and deriv- ative financial instruments. 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. Initial recognition and measurement Trade debtors are recognized as of the date they originate. All other financial assets and liabilities are initially recognized on their trade date, if DMG MORI becomes a contracting party as stipulated by the financial instrument’s contractual provisions. 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 page 120 “Borrowing costs”). When determining the net selling price, inventory risks arising from the period of storage and reduced usability were recognized through appropriate reduc- tions 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. Within the scope of factoring agreements, selected trade debtors are sold on a revolving basis to banks. Factoring is a standard financial instrument in the industry and an addi- tional component of the financing mix. As of 31 December 2021, factoring agreements were concluded, as in the previous year, with a total volume of € 160.0 million. As of the balance sheet date, receivables were sold with a volume of € 18.1 million (previous year: € 93.1 million). The risks relating to the risk assessment of the receivables sold are the credit risk and, insignificantly, the risk of late payment (late payment risk). The credit risk is fully transferred to the buyer of the receivables in exchange for payment of a fixed purchase price. The late payment risk continues to be fully borne by DMG MORI. Trade debtors sold under these arrangements are excluded from accounts at the time of sale insofar as the risks and rewards have been substantially transferred to the buyer and the transmission of the cash flows related to those receiva- bles is assured. The late payment risk was insignificant as of the reporting date. A financial asset (except for a trade debtor without a sig- nificant financing component) or financial liability is initially measured at fair value (FV). Transaction costs that are directly attributable to acquisition or issue of the asset are recognized for any item that is not measured at fair value through profit or loss (FVTPL). Trade debtors without a significant financing component are initially measured at their transaction price (this usually corresponds to acquisition cost). 114 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement Classification and subsequent measurement At initial recognition, a financial asset is classified and measured as follows: the criteria for measurement at amortized cost or FVOCI, as measured at FVTPL, if doing so eliminates or significantly reduces accounting mismatches that would otherwise arise. › At amortized cost. › Debt instruments that are measured at fair value with value changes recognized in other income (FVOCI debt instruments). › Equity instruments that are measured at fair value with value changes recognized in other income (FVOCI equity instruments). › At fair value with value changes recognized in profit or loss (FVTPL). Financial assets are not reclassified after initial recognition, unless the DMG MORI group changes its business model for managing financial assets. In such a case, all financial assets affected are reclassified on the first day of the reporting period after the change in business model. A financial asset is measured at amortized cost, if both of the following conditions are met and the asset has not been designated as measured at FVTPL: Business Model Test DMG MORI assesses the objectives of the business model within which the financial asset is held at a portfolio level, 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: › 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. › It is held within a business model, whose objective is to hold financial assets in order to collect contractual cash flows and › 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 contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of principal and interest (SPPI) on the principal amount outstanding. › The frequency, volume and timing of sales of financial assets in prior periods and expectations about future sales activities. A debt instrument is designated as measured at FVOCI, if both of the following conditions are met and it has not been classified as FVTPL: Financial asset transfers to an independent third party through transfers that do not result in derecognition continue to be accounted for by the group and are there- fore not treated as sales. › It is held within a business model, whose objective is to hold financial assets in order to collect contractual cash flows and sell financial assets and Financial assets held or managed for trading and their performance assessed on a fair value basis, are measured at FVTPL. › its contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest (SPPI) on the principal amount outstanding. Any financial assets that are not measured at amortized cost or FVOCI, are measured at fair value through profit or loss (FVTPL). This includes all derivative financial assets (see Note 37). At initial recognition, the entity can irrevoca- bly elect to designate financial assets, that otherwise meet 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 recognition. “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. 115 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement 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 contains 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: › Specific events that would change the amount or timing of the cash flows › 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 payments 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) contractual interest, is considered to match the SPPI criterion, if the fair value of the prepayment feature is insig- nificant 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 dividend income, are recognized in profit or loss. For derivatives des- ignated as hedging instruments, please see Note 37. Financial assets at amortized cost: These assets are subsequently measured at amortized cost using the effective interest 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 part of the investment costs. Other net gains and losses are recognized in other comprehensive income and thus, never reclassified to profit or loss. In financial year 2021 and in the previous year, financial asset conditions were not re-negotiated. Impairment IFRS 9 based on the “expected credit loss” model. The valuation based on the expected credit loss model over the entire contractual term must be applied if the credit risk of a financial asset has increased significantly between the initial journal entry and the balance sheet date; in all other scenarios, the valuation concept using 12-month credit defaults must be used. However, the full life-time expected credit loss method must always be used to measure trade debtors and contract assets without significant financing components. There is also an option to use this method for trade debtors and contract assets with a significant financ- ing component. DMG MORI has decided to use the full life- time expected credit loss method for all trade debtors and contract assets (“simplified approach”). The impairment model must be used for financial assets measured at amortized cost or FVOCI – with the exception of equity securities held as financial assets – and for con- tract assets. Impairments in the form of individual value adjustments make adequate allowance for the expected non-payment risks. Specific credit losses lead to de-recognition of the respective receivables. Within the scope of individual value adjustments, receivables, for which there is a potential devaluation requirement, will be tested for impairment and, if necessary, adjusted. The calculation of specific allowances for doubtful receivables is largely based on estimates and measurements of individual receivables, which not only take account of the creditworthiness and default of the respective customer, but also of current economic trends and historical default experience. Impairments of trade debtors are carried out in some cases using value adjustment accounts. The decision to account for non-payment risks using a value adjustment account or by directly reducing the receivables will depend on the reliability of the risk assessment. 116 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement This requires considerable discretionary decisions when assessing the impact of changes in economic factors on expected credit losses. The credit losses recognized for trade debtors are calculated based on experience with actual credit losses over the past three years. Credit risks within each group are segmented by common default risk characteristics. For the companies, these are, for example, the credit risk assess- ment, e.g., based on overdue items and the geographical location. The default rates used for DMG MORI, depending on the maturity (not overdue and overdue) and geographic distribution of trade debtors, are between 0.04 % and 5.84 %. In light of the coronavirus pandemic, the assumptions for determining expected credit losses were reviewed with regard to the recoverability of financial assets, in particular trade debtors. For this purpose, an increase in risk of default was assumed in forward looking information. However, this only resulted in insignificant additional impairment losses Using the general approach, the allowance for other receiv- ables was calculated based on ratings and probabilities of default for a six-month period and reflects the short maturities. Cash and cash equivalents are deposited at banks or financial institutions rated A-1 to A-2 by the S&P rating agency. The allowance for cash and cash equivalents was calculated based on 12-month expected losses and reflects the short maturities. Derivative financial instruments The hedging of risk items from currency and interest rate fluctuations is carried out through the use of derivative financial instruments such as forward exchange transactions. The hedging covers financial risks of scheduled underlying transactions and, in the case of currency risks, also risks from pending supply and service transactions. All derivative financial instruments are recognized at fair value at their initial measurement. The subsequent measurement is also carried out at fair value. If there is no quoted price on an active market, then the fair value of derivatives corresponds to the cash value of estimated future cash flows. Changes in the value of financial instruments, which are not intended as hedging instruments within hedge accounting, are immediately recognized in the income statement. Provided a hedging instrument meets the requirements for hedge accounting, depending on the hedge type – it is measured as follows: in fair value of the hedged underlying transaction in the income statement. Fair value hedges were not made in the reporting year. Cash flow hedge Changes in the fair value of hedging instruments that have been concluded to hedge cash flow fluctuations, are recognized directly in other comprehensive income for the effective portion of the hedging instrument, taking into account deferred tax effects. The ineffective portion of the change in fair value 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 GmbH, a wholly owned subsidiary of DMG MORI COMPANY LIMITED, has concluded a domination and profit transfer agreement with DMG MORI AKTIENGESELLSCHAFT, 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. Fair value hedge Changes in the fair value of hedging instruments that hedge risk arising from changes in the fair value of recognized assets or liabilities are recognized together with the change the Through resulting entry of DMG MORI AKTIEN GESELLSCHAFT and that of the domestic companies pre- viously belonging to the DMG MORI AKTIENGESELLSCHAFT tax group into the income tax group of DMG MORI GmbH, 117 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement the income tax liability of DMG MORI AKTIEN GESELLSCHAFT expired as of 31 December 2016. Any earnings from the domestic tax group are now legally subject to taxa- tion at DMG MORI GmbH, which is not included in the Consolidated Financial Statements of DMG MORI AKTIEN GESELLSCHAFT. With effect from 1 January 2017, a tax alloca- tion agreement was entered into between DMG MORI GmbH and DMG MORI AKTIEN GESELLSCHAFT with the objective of fair and reasonable tax allocation. IAS 12 requirements do not contain any explicit rules on rec- ognizing 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 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 receivable reflects the best estimate, taking into account any tax uncer- tainties. The tax uncertainties mainly result from intragroup transfers. Actual tax liabilities also include all tax liabilities arising from the declaration of dividends. Actual tax assets and liabilities are only offset under certain conditions. IFRS statement of financial position valuations for group pur- poses and the tax valuations (temporary differences), and with respect to consolidation procedures recognized in profit or loss and equity. Deferred tax assets for future tax reduc- tion 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 available against which the temporary differences or unused tax losses can be offset. The deferred taxes were calculated on the basis of income tax rates that, pursuant to IAS 12, “Income Taxes”, apply on the evaluation date or have been enacted in the indi- vidual countries in accordance with the legal status on that date. Deferred tax assets and liabilities were only offset, if allowed by law. Deferred tax assets and liabilities were not discounted in accordance with the provisions contained in IAS 12, “Income Taxes”. Provisions and liabilities Provision for benefit-oriented pensions is determined accord- ing to the projected unit credit method pursuant to IAS 19 (rev. 2011) “Employee Benefits”. Under this method, not only those pensions and pension rights known or accrued at the balance sheet date are recognized, but also expected future increases in pension payments and salaries by estimating the relevant factors impacting such payments. Calculation is based on actuarial reports of independent experts taking into account demographic and financial calculation princi- ples. The provisions for benefit-based plans recognized on the balance sheet correspond to the cash value of the defined benefit obligation (DBO) at the balance sheet date, less the fair value of pension plan assets. Actuarial profits and losses, which are based on experi- ence-based adjustments and changes of actuarial assump- tions, are recognized in the period they occurred in other com- prehensive income and accumulated in equity. Retroactive service cost is immediately recognized in profit or loss. The DMG MORI group contributes to contribution-oriented plans, either due to statutory or contractual obligations or voluntary contributions to public or private pension plans. The DMG MORI group has no further payment obligations beyond the payment of these contributions. The contributions are recognized under personnel costs as they are due. Paid pre- payments of contributions are recognized as assets, for which exists a right to repayment or reduction of future payments. 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 Pursuant to IAS 37 “Provisions, Contingent Liabilities and Contingent Assets”, other provisions were only made in the case of an existing present obligation to third parties arising from an event in the past, the use of which is probable and 118 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement if the anticipated amount of the required provision can be reliably estimated. In this case, the probability of occurrence must exceed 50 %. In each case the most probable provision amount was recognized. The calculation is carried out using the best estimate of the amount required to settle the obli- gation at the balance sheet date. The provision amount also included future cost increases Provisions with a remaining term of more than one year were discounted before taxes, at a rate which reflects the specific risks of the obligation. A one-year performance period is used to calculate the provi- sion for the short-term incentive (STI) as a variable compen- sation component for Executive Board members. The short-term incentive (STI) for Executive Board members is linked to the achievement of key group performance indi- cators in the given financial year, primarily through its rela- tionship to order intake and EBIT. An individual target amount is set for each member of the Executive Board. The target amount represents the initial value for determining perfor- mance-related payment after the end of the assessment period. A payment claim only arises at the end of the one-year assessment period and depends on if and how the targets have been achieved. The STI system is based on two target dimensions, which are assigned different weightings and can be adjusted through so called sustainability factors (“mod- ifiers”). This considers both the market position (measured by the performance indicator “order intake”), as well as the earnings position (measured by the performance indicator “EBIT”). These company-specific targets are modified by a sustainability factor (“modifier”), which moves within a band- width from 80 % to 120 %. The sustainability factor is intended to reward the Executive Board’s actions and successes that have made a contribution to sustainably securing the com- pany’s success. Order intake has a weighting of 1 / 3, and EBIT 2 / 3. Both finan- cial indicators must reach a floor (50 %) in order to qualify for a bonus. The cap is 200 %. The remuneration resulting from the degree of target achieve- ment is adjusted (80 %-120 %) by two sustainability factors (“modifiers”), which are specified in the target agreement with the respective Board member. The targets that form the basis of the sustainability factor include investments in property, plant or equipment and the development of internal market shares and positions. Both sustainability factors can reach a value of 80 %-120 % and are each 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. 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 2019 2021, 20202022, and 20212023 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. DMG MORI has dis- closed the amounts owed under other financial liabilities in the balance sheet. Moreover, the IFRSs do not contain any specific requirements for the classification of cash flows from reverse factoring arrangements. In our opinion, the classifica- tion of the cash outflow is primarily determined by the activity type. Furthermore, in determining the appropriate classifi- cation, an entity should use its judgment to assess whether a single cash outflow or multiple cash outflows are gener- ated 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 out- flows for payments to the factoring company under operat- ing activities, as the essential character of these payments is viewed as being related to the purchase of goods. As of 31 December 2021, a total of € 5,151 K (previous year: € 7,147 K) in trade creditors had been purchased through the respective factoring company. Government grants Government grants are recognized at fair value, if it can be assumed with reasonable certainty that the grant will be made, and the group fulfills the necessary conditions to receive the grant. Government grants for costs are recognized in the period in which the related costs, which the grants are intended to compensate, were incurred. Government grants for investments are recognized as deferred income 119 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement within other liabilities. They are amortized on a straight-line basis over the expected useful life of the related assets in the income statement under other operating income. Research grants from public authorities in Germany were awarded in the amount of € 941 K (previous year: € 0 K). Of this amount, € 188 K (previous year: € 0 K) is reported as deferred income and € 752 K (previous year: € 0 K) recognized in other operating income. Government grants for short-time allowances in Germany are offset against the corresponding expense items. In the reporting year, this resulted in grants of € 9.1 million (previ- ous year: € 26.2 million). Borrowing costs According to IAS 23.5, borrowing costs are to be capitalized if exist so-called qualified assets, i.e., those that take a sub- stantial period of time to get ready for their intended use or sale. At the DMG MORI group, a period of more than twelve months is considered a substantial period of time. Borrow- ing costs in financial year 2021 that arose from the develop- ment assets amounted to € 10 K (previous year: € 8 K) and for property, plant and equipment, as in the previous year, there were no borrowing costs directly attributable to the acquisition, construction or creation of a qualifying asset. As in the previous year, a borrowing cost rate of 1 % was used. Other borrowing costs were therefore directly recognized as expense in the period. Revenues from Contracts with Customers Under IFRS 15, sales revenue is recognized when control of the goods is transferred to the customer. Under IFRS 15, the entity must also identify its performance obligations. The following applies: A contract or the total of the aggregate contracts may include multiple performance obligations, each of them subject to individual rules in relation to the time of realization. The DMG MORI group is of the view that several performance obligations (sale of machine tools, transport, machine com- missioning and training) are attributable to contracts from the sale of machine tools and that these obligations have their own rules regarding the realization principle. This results in revenue from the sale of machine tools being allocated to individual performance obligations. The revenue for these performance obligations and related costs are recognized on completion of the service. Sales revenues from the sale of machine tools in the DMG MORI group normally include supplementary works. The payment terms normally include an advance payment after receipt of the order confirmation, a payment after delivery of the machine and a final payment after the machine has been commissioned. DMG MORI uses the practical expedient in IFRS 15.63 and does not adjust the amount of the promised consideration by the effects of a significant financing component, if, at con- tract inception, it expects the period between the transfer of a promised good or service to the customer and the payment of this good or service by the customer to be one year or less. As a rule, therefore, contracts with customers do not include a financing component. Under IFRS 15.94, DMG MORI recognizes, at contract incep- tion, incremental costs of obtaining a contract as an expense, if the amortization period that DMG MORI would otherwise have recognized is one year or less. Charges for deliveries and services billed to the customer and reduced by any sales deductions, contract penalties and discounts are shown in the sales revenues. 4. CONSOLIDATION GROUP D.10 | NUMBER OF FULLY CONSOLIDATED COMPANIES National International Total 31 Dec 2021 31 Dec 2020 28 43 71 30 45 75 the balance sheet date, At the DMG MORI group, including the DMG MORI AKTIENGESELLSCHAFT, com- prised 81 companies (previous year: 82). In addition to DMG MORI AKTIENGESELLSCHAFT, 70 subsidiaries (pre- vious year: 74) were included in the Consolidated Financial Statements as part of the full consolidation process. Ten companies (previous year: seven) 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 reporting date as DMG MORI AKTIENGESELLSCHAFT – except for Pragati Automation PVT. 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 2020, the companies, › DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu (China), › DMG MORI Logistik GmbH, Pfronten have been added to the consolidation group. 120 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement Since the end of financial year 2020, the companies, › up2parts GmbH, Weiden, › RUNTEC GmbH, Niedenstein, › German-Eqyptian Company for Manufacturing Solutions (GEMAS), Kairo (Egypt) have been added as an associate to the DMG MORI group. With retroactive effect from 1 January 2021, DMG MORI Hilden GmbH, Hilden, was merged with DMG MORI Bielefeld Hilden GmbH, Bielefeld in March 2021. In the first quarter of 2021, DMG MORI Software Solutions GmbH, Pfronten, and DMG MORI Digital GmbH, Bielefeld, were merged with WERKBliQ GmbH, Bielefeld, with retroactive effect as of 1 January 2021. WERKBLiQ GmbH was renamed in DMG MORI Digital GmbH. Since March 2021, GILDEMEISTER Beteiligungen GmbH has held a 24.9 % interest in up2parts GmbH, Weiden. The company is classified as an associate and is recognized as an equity- accounted company in the consolidated financial statements. With retroactive effect from 1 January 2021, DMG MORI Europe AG, Winterthur (Switzerland), was merged with DMG MORI Sales und Service Holding AG, Winterthur (Switzerland). With retroactive effect from January 2021, GILDEMEISTER Beteiligungen GmbH has acquired a 40 % interest in RUNTEC GmbH, Niedenstein. The company is classified as an asso- ciate and is recognized as an equity-accounted company in the consolidated financial statements. DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu (China) was established in June 2021. The company is a wholly owned subsidiary of GILDEMEISTER Beteiligungen GmbH and is included in the consolidated financial statements as a fully consolidated company. In July 2021, GILDEMEISTER energy solutions GmbH acquired the remaining 49 % interest in GILDEMEISTER LSG Beteili- gungs GmbH, Würzburg. The company has been a wholly owned subsidiary of GILDEMEISTER energy solutions GmbH since 1 July 2021. DMG MORI Logistik GmbH, Pfronten, was established in November 2021. The company is a wholly owned subsidiary of DECKEL MAHO Pfronten GmbH and is included in the consol- idated financial statements as a fully consolidated company. In December 2021, GILDEMEISTER Beteiligungen GmbH, and a partner company, founded the joint venture German-Egyp- tian Company for Manufacturing Solutions (GEMAS) as a joint stock company based in Cairo (Egypt). GILDEMEISTER Beteili- gungen GmbH holds a 40 % interest. The company is classified as an associate and is recognized as an equity-accounted company in the consolidated financial statements. In July 2021, GILDEMEISTER LSG Beteiligungs GmbH sold 94.9 % of its shares in the companies GILDEMEISTER LSG Solar RUS, Moscow (Russia), and GILDEMEISTER LSG Solar Australia Pty Ltd., Brisbane (Australia), and now only holds an interest of 5.1 %. Since 1 July 2021, GILDEMEISTER LSG Solar RUS and GILDEMEISTER Solar Australia Pty Ltd. have been classified as associated companies. 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), › SparePartsNow GmbH, Aachen, › up2parts GmbH, Weiden, › RUNTEC GmbH, Niedenstein, › German-Eqyptian Company for Manufacturing Solutions (GEMAS), Cairo (Egypt). Disposal of subsidiaries 2021 With effect from 1 July 2021, GILDEMEISTER energy solu- tions GmbH acquired the remaining 49 % of GILDEMEISTER LSG Beteiligungs GmbH, Würzburg. The company has been a wholly-owned subsidiary of GILDEMEISTER energy solu- tions GmbH since 1 July 2021. Also with effect from 1 July 2021, GILDEMEISTER LSG Beteiligungs GmbH sold 94.9 % of the shares in each of the following companies were sold to a strategic investor: › GILDEMEISTER LSG Solar RUS OOO, Moscow (Russia), › GILDEMEISTER LSG Solar Australia Pty. Ltd., Brisbane (Australia). Due to the minor materiality of the individual companies and amounts, the disclosures are presented as an aggregate. The selling price totaled € 669 K. The (indirect) shares of GILDE MEISTER LSG Beteiligungs GmbH were fully consolidated 121 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement as of its founding date via the 51 % interest held by GILDE MEISTER energy solutions GmbH. All assets and liabilities were deconsolidated from the group at the time the shares in the companies were sold. The disposal of the companies with their assets and liabilities resulted in a total loss on disposal of € 125 K. There was reduction in goodwill amounting to € 57 K. The loss on disposal is recognized in other operating expenses. The remaining 5.1 % of the shares are recognized as an investment. in DMG MORI Digital GmbH, Bielefeld, from our previous cooperation partner. The wholly owned subsidiary has been fully consolidated since 1 December 2020. The consideration’s fair value amounted to € 138 K and was paid in cash. The costs directly associated with the acquisition of the company amounting to € 1 K were accounted for as expense for the financial year 2020. The consideration received due to the loss of control of assets and liabilities and the result on disposals are shown in the following table. The individual assets and liabilities acquired were recognized at fair value when they were initially accounted for in the consolidated statement of financial position. The details are shown in the table below: D.12 | DMG MORI DIGITAL GMBH in € K Inventories Trade debtors Other short-term assets Cash and cash equivalents Other provisions Trade creditors Other short-term liabilities Net assets Consideration for acquisition of the 60 % interest Fair value of the 40 % interest held Consideration for 60 % of the interest 2021 57 230 26 947 124 305 3,748 5,437 360 3,396 238 61 4,055 Gains or losses from acquisition Consideration for acquisition of the interest 1,382 Net assets Gain or loss 669 -61 649 -125 2020 12 167 99 235 95 47 141 230 138 92 230 230 230 0 D.11 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 In the financial year, the disposal of shares resulted in a cash outflow of € 3,079 K. The group of consolidated companies has changed compared to the previous year as explained above. When compared with the Consolidated Financial Statements of 31 December 2020, the results of operations, financial and net-worth position were not significantly affected in this regard. The fair value measurement of the 40 % interest previously held resulted in a loss of € 10 K in financial year 2020. As of 1 December 2020, DMG MORI Digital GmbH contributed an additional € 11 K to the group‘s sales revenue in 2020. The share of profit after tax for the same period amounted to € -26 K. If the acquisition of the interest in DMG MORI Digital GmbH had already been consolidated on 1 January 2020, the share of profit after tax would have been € -174 K. Sales revenues would have amounted to € 1,413 K and been mainly generated by DMG MORI group companies. Business combinations 2020 In a contract dated 16 November 2020, GILDEMEISTER Beteiligungen GmbH acquired the remaining 60 % interest A general overview of all companies within the DMG MORI group can be found on pages 165 et seq. 122 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Accounting principles applied in the Consolidated Financial Statement | Explanatory Notes for Income Statement Exchange rate on reporting date = € 1 Average exchange rate = € 1 ISO-Code 31 Dec 2021 31 Dec 2020 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 AUD CAD CHF CNY CZK GBP INR JPY PLN RUB SGD USD 1.56415 1.43650 1.03615 7.24780 24.85000 0.83960 84.53450 1.58560 1.55880 1.08155 8.00180 26.26200 0.89510 89.40175 2021 1.57868 1.48510 1.07949 7.63273 25.65831 0.86098 87.34672 2020 1.65333 1.53214 1.07164 7.89895 26.45485 0.88672 84.62708 130.95425 126.32545 129.96278 121.80819 4.58335 85.29710 1.53310 1.13720 4.55895 90.49915 1.61710 1.22355 4.56397 87.44565 1.58747 1.18347 4.45294 83.06102 1.57335 1.14487 in accordance with Accounting the regulations con- tained in IAS 29 “Financial Reporting in Hyper-inflation- ary Economies” was not required, as the DMG MORI group has no significant subsidiaries with registered office in a hyper-inflationary economy. The exchange rates of the major currencies developed as follows: [→ D.13] NOTES TO INDIVIDUAL ITEMS IN THE INCOME STATEMENT 6. SALES REVENUES Broken down by sales area, that is, according to the customer’s place of business, the following distribution of sales revenues occurred: [→ D.14] 5. FOREIGN CURRENCY TRANSLATION 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 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. D.14 in € K Germany EU (excluding Germany) USA Asia Other countries 2021 652,806 700,691 25,278 519,139 155,007 2020 553,035 617,639 14,887 500,966 144,766 2,052,921 1,831,293 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 transla- tion of monetary items were shown in the income statement. Goodwill resulting from the acquisition of international com- panies was recognized as assets of the foreign business oper- ations and was translated at the exchange rates at the time of the transactions. A breakdown and explanation of the sales revenue from the sale of goods and provision of services are given in segment reporting on page 159 et seq. and in the “Segment Report” chapter of the Group Management Report on page 78 et seqq. The table below shows a reconciliation of sales revenue for 2021 by sales territory, as well as key product and service lines as per reporting segment:[→ D.15 | D.16] 123 Annual Report 2021

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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 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 Machine Tools 2020 Industrial Services 2020 Corporate Services 2020 308,408 311,605 7,873 329,443 89,630 1,046,959 1,046,959 0 0 0 1,046,959 1,046,959 0 244,452 306,034 7,014 171,523 55,136 784,159 0 348,633 430,204 5,322 784,159 784,159 0 1,046,959 784,159 0 0 0 0 0 0 0 0 0 0 0 0 175 175 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 Group 2020 552,860 617,639 14,887 500,966 144,766 1,831,118 1,046,959 348,633 430,204 5,322 1,831,118 1,831,118 175 1,831,293 Note 25 25 25 25 Carrying amount as of 31 December 2021 Carrying amount as of 31 December 2020 202,676 17,150 412,121 50 22,446 654,443 348,844 45,312 22,446 416,602 135,114 9,865 466,241 37 8,578 619,835 156,579 35,520 8,578 200,677 124 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement Our core service business mainly comprises LifeCycle Services for our machines (spare parts, maintenance, repairs and training etc.). Contract balances The table provides information on contract balances from contracts with customers. [→ D.17] Contract liabilities from advance payments received mainly include advance payments received from customers for machines. Contract liabilities from performance obligation mainly include commissioning, training and maintenance services, tool package deliveries, software licenses and services for extended warranty services, that have already been invoiced but not yet rendered. Contract liabilities from advance invoices mainly relate to due and unpaid advance invoices for which there is an unconditional claim for payment. There are no contract assets. The rise in contract liabilities under IFRS 15 from € 200,677 K in 2020 to € 416,602 K in 2021 is mainly due to an upturn in business performance in the reporting year, which resulted in a rise in advance payments received. The total amount of € 200,677 K included in contract liabil- ities from advance payments received, contract liabilities from performance obligations and contract liabilities from advance invoices at the beginning of the period (previous year: € 251,381 K) was recognized in revenue in financial year 2021 in the amount of € 194,694 K (previous year: € 247,309 K). The group expects services in the amount of € 410,880 K (previous year: € 194,694 K), which were allocated to unsatisfied (or partially unsatisfied) performance obligations at the end of the reporting period, to result in sales revenue in financial year 2022. The group applies the practical expedient in IFRS 15.121 and thus has not presented these services separately. The group expects contract liabilities from performance obligations amounting to € 5,722 K (previous year: € 5,983 K) to generate sales revenue from 2023 to 2026. 7. OWN WORK CAPITALISED The capitalized own work primarily results from the devel- oped intangible assets for machine tools projects pursuant to IAS 38 “Intangible assets”. Capitalized production costs include all costs that are directly and indirectly attributable to the development process and necessary parts of development-related overheads as well as borrowing costs. 8. OTHER OPERATING INCOME D.18 | INCOME UNRELATED TO ACCOUNTING PERIOD in € K Release of provisions Receipt of payments for written off receivables Profit on asset disposals Other income unrelated to accounting period OTHER OPERATING INCOME Gains on currency and exchange rates Refund of expenses and on-debiting Reduction in impairment losses Bonuses and allowances Compensation for damages Others Total 2021 2,498 806 713 3,090 7,107 23,983 9,329 4,847 1,571 787 12,106 52,623 59,730 2020 1,085 1,012 8,372 2,631 13,100 33,972 10,374 2,986 403 467 12,959 61,161 74,261 The gains from asset disposals in the previous year mainly result from the sale of land and buildings to third parties. On balance, exchange rate and currency gains occurred in financial year 2021 in the amount of € 1,799 K (previous year: € 3,006 K). Other income includes income from the subleasing of rights of use in the amount of € 1,285 K (previous year: € 1,668 K) and reversals of impairment losses amounting to € 814 K (previous year: € 0 K) for an impairment loss recognized in the previous year on a technical plant. 9. COST OF MATERIALS The purchased services relate predominantly to expenses for external production. 10. PERSONNEL COSTS In financial year 2021, total executive remuneration from direct and indirect remuneration amounted to € 7,118 K (previous year: € 4,912 K) without advance payment. The fixed, non- performance-related remuneration (basic remuneration and fringe benefits) of Executive Board members accounted for a total of € 2,228 K (previous year: € 2,126 K) and the short-term variable remuneration (STI) of these members accounted for € 3,200 K (previous year € 1,236 K) and a defined contribu- tion pension scheme of € 850 K (previous year: € 800 K). The targets determining the short-term variable remuneration (STI) were attained at a rate of 200 % for the performance 125 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement indicator EBIT, and 200 % for order intake. The sustainability factor (“modifier”) is set at 119.2 %. The last LTI tranche 2019 to 2021, which was allocated on 31 December 2021 and will be paid in financial year 2022, results in a contribution totaling € 840 K (previous year: € 750 K from LTI tranche 20182020). For the LTI tranche 2020 to 2022 a reclaimable advance payment of € 1,508 K was made, which is a component of remuneration pursuant to § 162 (1) sentence 1 of the German Stock Corporation Act (AktG) and is also a component of the total remuneration of the Executive Board pursuant to § 285 and § 314 of the German Commercial Code (HGB). Former members of the Executive Board and their surviving dependents received € 1,437 K (previous year: € 1,434 K). Pro- visions for direct pension obligations were formed for former members of the Executive Board and their surviving depend- ents in the amount of € 21,234 K (previous year: € 23,365 K). The remuneration structure for the Executive Board and the Supervisory Board is explained on pages 52 et seqq. of the Group Management Report. An individual and detailed pres- entation of Executive Board remuneration in the financial year is set out on pages 53 et seqq. of the remuneration report. No loans were granted to board members. No contingent lia- bilities were assumed in favor of these individuals. Nor did the companies of the DMG MORI group pay any remuneration to board members for services personally rendered, in particular for consulting and intermediary services. In financial year 2021, pension plan expenses in the group, including employer’s contributions to statutory pension insurance, amounted to € 26,687 K (previous year: € 27,120 K). This includes employers’ contributions to statutory pension insurance amounting to € 24,990 K (previous year: € 25,350 K). In comparison with the previous year, the number of employ- ees changed as follows: Depreciation and amortization include impairments of right- of-use assets in an amount of € 18,841 K (previous year: € 20,218 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 2021 4,589 3,077 2020 4,629 3,524 11,175 18,841 12,065 20,218 Depreciation / amortization and impairment include impair- ments of € 1,920 K (previous year: € 3,481 K) for intangible assets. Further information can be found in “Intangible assets”. 12. OTHER OPERATING EXPENSES Following the drastic cuts caused by the coronavirus pan- demic in the previous year, an improvement in business per- formance and a recovery in demand for machine tools in the reporting year resulted in higher expenses, which are directly correlated to sales as well as to the type and amount of these sales and the areas where they are generated. This mainly relates to outbound freight and packaging as well as sales commissions. This also applies to corporate communication expenses, trade fairs and other advertising expenses. Other expenses were maintained at the previous year‘s level as a result of strict cost management. [→ D.21] Expenses for rentals and leases include € 3,113 K (previous year: € 3,435 K) in expenses for short-term leases, € 1,451 K (previous year: € 1,386 K) in expenses for leases on a low- value asset, excluding short-term leases on low-value assets, and € 390 K (previous year: € 579 K) in expenses for variable lease payments. D.19 Wage earners Salary earners Trainees Average number At the balance sheet date 2021 1,793 4,678 231 2020 31 Dec 2021 31 Dec 2020 1,878 4,829 292 1,824 4,772 225 1,784 4,609 279 Moreover, this line shows expenses from service components that were mainly agreed within the scope of car leasing contracts. This resulted in expenses of € 5,596 K in the reporting year (previous year: € 6,142 K). 11. DEPRECIATION, AMORTIZATION AND IMPAIRMENT LOSSES A breakdown of the item into intangible assets and property, plant and equipment can be found in the tables on page 130 and 132. In financial year 2021, € 930 K (previous year: € 893 K) was accrued for the total remuneration of the Supervisory Board; this was recognized under other external services. An indi- vidual and detailed presentation of Supervisory Board remu- neration in the financial year is set out on pages 52 et seqq. of the Remuneration Report. 126 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement 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 Other personnel costs Cost of preparation of accounts, legal and consultancy fees Impairment on receivables Stationery, post and telecommunication expenses Insurance Expenses for temporary employment and contractor Other taxes Licences and trademarks Monetary transactions and capital procurement Investor and Public Relations Others Total 2021 2,045 1,903 1,967 5,915 44,864 34,297 29,239 22,184 21,769 14,062 10,550 10,542 9,329 7,601 6,749 6,703 5,623 4,337 2,397 1,184 396 2020 689 555 1,719 2,963 41,304 37,322 25,519 30,966 19,654 10,053 11,542 8,735 10,543 8,621 6,945 6,431 5,354 4,780 3,092 1,230 419 26,305 258,131 264,046 21,091 253,601 256,564 13. FINANCIAL INCOME Interest earned and other income of the DMG MORI group amounted to € 4,608 K (previous year: € 4,462 K). These also include interest income amounting to € 3,400 K (previous year: € 3,490 K) from the loan to DMG MORI GmbH. Other financial expenses amounting to € 1,148 K (previous year: € 2,051 K) include expenses for transaction costs in the amount of € 295 K (previous year: € 882 K) resulting from the scheduled amortization of the transaction costs for the syndi- cated credit line. In addition, € 784 K (previous year: € 949 K) from the interest accrued on other long-term provisions have been taken into account. 14. FINANCIAL EXPENSES Financial expenses of € 7,016 K (previous year: € 8,944 K) include interest expenses and other financial expenses. Interest expenses of € 5,675 K (previous year: € 6,645 K) are mainly related to interest expenses for financial liabilities and group factoring. This also includes interest from leases under IFRS 16 in an amount of € 711 K (previous year: € 858 K) and € 165 K (previous year: € 606 K) in interest expenses calcu- lated by DMG MORI GmbH in the financial year. This also includes an interest component of € 193 K (previous year: € 248 K) from allocations to pension provisions. 15. SHARE OF PROFITS AND LOSSES OF AT EQUITY-ACCOUNTED INVESTMENTS The result from companies accounted for at equity amount to € 222 K (previous year: € 2,095 K). This mainly includes the pro rata income from the interest in DMG MORI Finance GmbH in an amount of € 625 K (previous year: € 619 K), as well as the pro rata share of profit for DMG MORI Heitec Digital Kft. and Vershina Operation, LLC., totaling € 615 K (previous year: € 560 K). The pro rata shares of profit for INTECH DMLS Pvt. Ltd., up2parts GmbH, DMG MORI Heitec GmbH and PRAGATI AUTOMATION Pvt. Ltd. reduced the total earnings from com- panies accounted for at equity by € 1,026 K. 127 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement 16. INCOME TAXES Under this item, actual and deferred tax expenses and income from the tax allocation are disclosed as follows: D.22 in € K Actual taxes Tax expenses for the current financial year Tax income for previous periods Tax expenses for previous periods Deferred taxes Losses carried forward Tax credits Temporary differences Tax rate reduction 2021 2020 33,935 21,790 29,919 -2,362 6,378 2,085 -258 2,117 149 77 22,177 -3,691 3,304 991 1,279 -2,172 1,791 93 36,020 22,781 The item actual taxes recognizes corporate income and trade tax (including solidarity surcharge) in the case of domestic companies and comparable income taxes in the case of foreign companies. The assessment was performed in accordance with the tax regulation applicable to the individual companies. Tax expenses for the current financial year include current taxes levied in an amount of € 11,538 K (previous year: € 13,068 K) resulting from the taxable entitiy of DMG MORI GmbH, Bielefeld. An amount of € 2,362 K (previous year: € 3,691 K) resulted from actual tax income for previous years. This item also includes € 6,378 K in actual tax expenses (pre- vious year: € 3,304 K) relating to previous years. Actual tax expenses were reduced by € 544 K due to the uti- lization of previously unrecognized tax losses (previous year: € 499 K). 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 The deferred taxes are assessed on the basis of the tax rates applicable or expected in the individual countries based on their current statutory regulations. In financial year 2021, the corporate income tax rate in Germany was 15.0 % (pre- vious year: 15.0 %) plus the solidarity surcharge, which was 5.5 % (previous year: 5.5 %). This results in an effective corpo- rate income tax rate of 15.8 % (previous year: 15.8 %). Taking account of the trade tax of 14.0 % (previous year: 14.0 %), the overall 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 % und 30 %). The net amount of income tax on other comprehensive income is € 2,082 K (previous year: € 263 K) and relates to changes in the fair values of derivative financial instruments included in other comprehensive income, equity 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 expenditure for the 2021 financial year of € 36,020 K (previous year: € 22,781 K) is € 213 K lower (previous year: € 462 K higher) than the expected income tax expenditure of € 36,233 K (previous year: € 22,319 K), which would theoretically result from applying the domestic tax rate of 29.8 % for the 2021 financial year (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 € 376 K (previous year: € 3,169 K) and adjust- ments made to deferred tax assets on loss carryforwards from previous years amounting to € 0 K (previous year: € 565 K). 2021 121,586 29,8 36,233 -6,107 77 -1,149 -682 1 5,250 4,016 -1,262 -357 36,020 2020 74,895 29,8 22,319 -2,756 93 -1,459 3,201 337 5,739 -387 -4,442 136 22,781 128 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Income Statement | Explanatory Notes for Balance Sheet On the other side, previously unrecognized deferred taxes on loss carryforwards in the amount of € 1,058 K (previous year: € 533 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: € 613 K). In the financial year, valuation allow- ances for deferred taxes on temporary differences amounted to € 1 K (previous year: € 950 K). Further information can be found in the “Deferred taxes” section. 17. ANNUAL PROFIT ATTRIBUTED TO NON-CONTROLLING INTERESTS Non-controlling interests account for a pro rata annual profit of € 1,401 K (previous year: € 221 K). This item mainly includes the pro rata share of income from non-controlling interests in DMG MORI Machine Tools Trading Co., Ltd., Shanghai (China), and DMG MORI India Private Limited, Bangalore (India). 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 2021 2020 € 84,165 K € 51,893 K 78,817,994 78,817,994 1.07 € 0.66 € The goodwill amounts to € 138,044 K previous year: € 138,103 K). The changes result from the conversion of goodwill denomi- nated in foreign currency into the group’s currency Euro and a change in the scope of consolidation. DMG MORI tests for impairment of goodwill on an annual basis. For the reporting period 2021, the recoverable amount of the cash-generating units was determined based on val- ue-in-use calculations, which require the use of assump- tions. The calculations use cash flow projections based on financial budgets approved by the relevant bodies and cov- ering a period of 5 years. Cash flows beyond the five-year period are extrapolated using an estimated growth rate. The assumptions underlying the key planning parameters reflect past experience and future expectations. The calcu- lation of the present value of estimated future cash flows is mainly based on assumptions regarding future sales prices or volumes, EBIT margins, expenses and capital expendi- tures. The projected development of sales revenue is largely determined on the basis of the expected order intake for machine tools and services (see forecast report, page 94 et seqq). The assumptions regarding the future development of order intake and sales revenue for the 5-year forecast period are based on management‘s expectations of market trends. These are based on forecasts from the economic research institute, Oxford Economics, for world machine tool market trends. For 2022, sales revenue is expected to rise to around € 2.3 billion. In subsequent periods, there are plans for growth based on management‘s expectations of market trends and external forecasts. For the final year of forecast period 2026, sales revenue is expected to be slightly higher than the pre- Covid figure for financial year 2019 (regardless of the Energy Solutions sector). The development of contribution margins is based on past experience and planned efficiency improve- ments. The expenses are planned according to the expected increase in costs. With regard to the EBIT margin, a margin of around 8.0 % has been planned for 2022. In subsequent years, slightly higher EBIT margins are projected for each year until the 2026 forecast period. Earnings result exclusively from continued business. Group earnings after tax of € 85,566 K were reduced by earnings from non-controlling interests in the amount of € 1,401 K. The earnings per share (undiluted) was € 1.07 in the report- ing year (previous year: € 0.66). As in the previous year, there were no dilutive effects. Annual capital expenditures are based on past experience and planned expansion investments, which, in calculating value in use, are assumed to neither lead to an increase in sales nor to a reduction in costs. Capital expenditures average around 4 % of sales revenue in the planning periods. NOTES TO INDIVIDUAL BALANCE SHEET ITEMS 19. INTANGIBLE ASSETS A sustainable growth rate of 1 % was projected for the period following the forecast period, which is in line with general expectations of future business development. The development and a breakdown of items in the group’s intangible assets are shown in the following table. [→ D.25] The cash flows determined were discounted at pre-tax weighted cost of capital rates (WACC) of 15.3 % (previous year: 14.4 %) for the cash-generating unit “Machine Tools” 129 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.25 | INTANGIBLE ASSETS in € K ACQUISITION AND PRODUCTION COSTS 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 Depreciation 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 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2020 Depreciation 2020 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2020 -2 0 -57 0 0 0 138,044 0 0 0 0 0 0 0 0 21 0 0 0 0 0 138,103 0 0 0 0 0 0 0 0 Goodwill Assets arising from development Industrial property and similar rights Payments on account Total 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 0 228,760 221,388 138,082 138,183 120,855 32,442 429,562 -6 0 0 4,069 -1,037 0 141,209 -239 -2 0 503 -11 3,679 124,785 -15 0 0 21,710 -720 -3,454 49,963 -239 -2 0 26,282 -1,768 225 454,060 123,563 105,846 607 230,016 -6 0 0 6,546 -1,037 0 129,066 12,143 -100 0 0 7,475 -12 0 113,209 11,576 0 0 0 0 0 0 607 49,356 -106 0 0 14,021 -1,049 0 242,882 211,178 130 Annual Report 2021 Net carrying amount at 31 Dec 2021 138,044 ACQUISITION AND PRODUCTION COSTS 2020 Net carrying amount at 31 Dec 2020 138,103

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet and 15.3 % (previous year: 14.5 %) for “Industrial Services”. The WACC was derived from the application of the “Capital Asset Pricing Model” (CAPM). If the recoverable amount of a cash-generating unit is lower than its carrying amount, the value of goodwill allocated to the cash-generating unit will, initially, be reduced at an amount equal to the remaining balance. As in the previous year, in financial year 2021 there was no need for impairment. The impairment tests included sensitivity analyses of key assumptions (EBITDA margin, costs of capital, growth rate). The findings showed that no change in key assumptions deemed possible by the Executive Board would have led to an impairment. For the purpose of impairment testing, the group of cash-gen- erating units in the “Machine Tools” segment was allocated goodwill of € 57,073 K (previous year: € 57,073 K) and the group of cash-generating units in the “Industrial Services” segment was allocated goodwill in the amount of € 80,971 K (previous year: € 81,030 K). In the financial year, impairment losses of € 1,920 K (previous year: € 3,481 K) were recognized in depreciation, amortization and impairment. This included € 0 K (previous year: € 1,797 K) relating to the “Corporate Services” segment, € 1,920 K (previous year: € 1,046 K) to the “Machine Tools” segment and € 0 K (previous year: € 638 K) to the “Industrial Services” segment. The key points are explained below. DMG MORI identified an impairment of € 982 K for IT process know-how, which it determined can no longer be used. This amount was allocated to the item, “Depreciation, amortization and impairment” and recognized in the “Machine Tools” segment. The recoverable amount of the intangible asset was € 0 K. An impairment was identified for an intangible asset gener- ated by the development of a machine tool project, as there was no further use for the asset. The assessment of the recov- erable amount, which had to be recognized at € 0 K due to the discontinuation of the development project, resulted in the recognition of an impairment loss of € 857 K. The impairment loss was allocated to the item, “Depreciation, amortization and impairment” and recognized in the “Machine Tools” segment. Intangible assets arising from development relate to new machine tool projects in domestic and international production companies, to service products and to specific software solutions. Intangible assets arising out of development recognized at the end of the financial year amounted to € 11,024 K (previous year: € 12,143 K). Research and development costs directly recognized as expenses amounted to € 68,319 K in the finan- cial year 2021 (previous year: € 62,606 K). 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] In the reporting year, there was a reversal of an impairment loss amounting to € 814 K for an impairment loss recognized in the previous year on an operational plant which was fully impaired in the previous year as it could no longer be used. As the potential for using this plant was reestablished in the financial year due to significant business growth the impairment loss was reversed to the recoverable amount by € 814 K. The reversal of the impairment loss was allocated to the item, “Other operating income” and recognized in the “Machine Tools” segment. 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 amortization for 2021. 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 adop- tion of IFRS 16, the DMG MORI group reports right-of-use assets amounting to € 45,822 K as of 31 December 2021 (pre- vious year: € 52,907 K) under property, plant and equipment. Additions to right-of-use assets during financial year 2021 amounted to € 11,540 K (previous year: € 12,017 K). Similarly, lease liabilities of € 45,153 K (previous year: € 52,336 K) were recognized as liabilities (see page 147 et seq.). The following items were recognized in the balance sheet in relation to leases: D.27 in € K Land and buildings Technical equipment and machinery Other equipment, factory and office equipment Total 31 Dec 2021 31 Dec 2020 26,801 4,149 14,872 45,822 27,607 7,233 18,067 52,907 21. EQUITY INVESTMENTS Equity investments are accounted for at fair value and designated as at FVOCI. At initial recognition, DMG MORI 131 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.26 | TANGIBLE ASSETS INCLUDING RIGHT OF USE in € K ACQUISITION AND PRODUCTION COSTS 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 Depreciation 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 Net carrying amount at 31 Dec 2021 ACQUISITION AND PRODUCTION COSTS 2020 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2020 Depreciation 2020 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 Dec 2020 Net carrying amount at 31 Dec 2020 Land and buildings Technical equipment and machinery Other equipment, factory and office equipment Payments on account and construction in progress Total 462,868 154,612 289,939 23,469 930,888 5,354 -66 0 5,045 -1,175 2,287 1,212 -286 0 1,271 -5,370 10,732 474,313 162,171 930 232 -372 18,099 -17,324 1,389 292,893 1,045 378 0 29,732 -105 -14,493 40,026 8,541 258 -372 54,147 -23,974 -85 969,403 158,752 89,268 218,182 218 466,420 1,174 -47 0 17,932 -839 0 176,972 297,341 498 0 0 12,091 -5,304 0 96,553 65,618 902 -850 -141 25,706 -16,824 0 226,975 65,918 -1 0 0 0 0 0 217 39,809 2,573 -897 -141 55,729 -22,967 0 500,717 468,686 461,958 155,565 283,985 36,452 937,960 -3,303 -1,018 -21,559 90 0 9,729 -11,210 23,860 462,868 -7,511 273 0 4,322 -4,581 6,544 154,612 57 0 17,498 -11,492 3,194 289,939 147,200 82,911 201,032 -2,436 0 0 17,916 -3,928 0 158,752 304,116 -2,664 262 0 12,793 -4,034 0 89,268 65,344 -1,985 -289 0 30,295 -10,871 0 218,182 71,757 132 Annual Report 2021 15 0 22,188 -345 -33,823 23,469 238 -20 0 0 0 0 0 218 23,251 -33,391 435 0 53,737 -27,628 -225 930,888 431,381 -7,105 -27 0 61,004 -18,833 0 466,420 464,468

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet exercised the option under IFRS 9.4.1 to recognize subsequent changes in the fair value of equity investments in other comprehensive income. The 12.5 % interest held by GILDEMEISTER Beteiligungen GmbH in ADAMOS GmbH corresponds to the previous year’s figure. DMG MORI does not exercise any significant influence over the business activities of ADAMOS GmbH. There were no dividend payouts during the financial year. GILDEMEISTER Beteiligungen GmbH holds a 14.60 % interest in TULIP Interfaces Inc., Somerville (USA). The cooperation with the US software provider, TULIP, allows DMG MORI to provide its customers with easier access to digital manufac- turing. DMG MORI does not exercise any significant influence over the business activities of TULIP Interfaces Inc. There were no dividend payouts during the financial year. In July 2021, GILDEMEISTER LSG Beteiligungs GmbH sold 94.9 % of its shares in GILDEMEISTER LSG Solar RUS, Moscow (Russia), and GILDEMEISTER LSG Solar Australia Pty. Ltd., Brisbane (Australia). GILDEMEISTER LSG Beteiligungs GmbH now only holds a 5.1 % interest in each company. Since 1 July 2021, GILDEMEISTER LSG Solar RUS and GILDE MEISTER Solar Australia Pty. Ltd. have been classified as associated companies. Furthermore, GILDEMEISTER energy solutions GmbH holds a 40 % interest in Sonnenstromalpha GmbH & Co. KG, Hamburg and GILDEMEISTER Beteiligungen GmbH holds a 5 % interest in STBO GmbH, Bielefeld. The DMG MORI group does not exercise any significant influ- ence over these companies. As of 31 December 2021, the fair value of the investments totaled € 106,760 K (previous year: € 25,068 K). In the reporting year, increases in value amounting to € 72,186 K (previous year impairment: € -1,473 K) were rec- ognized in investments, which were recognized in other com- prehensive income. This increase in value is mainly due to the revaluation of the fair value of TULIP Interfaces Inc. The fair value was determined on the basis of the financing round for TULIP Interfaces, in which DMG MORI participated in finan- cial year 2021. An overview of all DMG MORI group companies and infor- mation on registered offices, equity and equity interests in financial year 2021 are shown on pages 165 et seq. 22. EQUITY-ACCOUNTED INVESTMENTS The following overview shows aggregated key financial figures for equity accounted companies included in the Con- solidated Financial Statements. The figures refer to equity interests, carrying amounts and notes on the balance sheet as well as to sales revenues, other income and expenses: D.28 31 Dec 2021 31 Dec 2020 Total at reporting date 39,711 37,147 Equity interest % Carrying amount €K Equity interest % Carrying amount €K Of which, joint ventures DMG MORI HEITEC GmbH Of which, associated companies DMG MORI HEITEC Digital Kft. SparePartsNow GmbH DMG MORI Finance GmbH RUNTEC GmbH German-Egyptian Company for Manufacturing Solutions Vershina Operation, LLC INTECH DMLS PRIVATE LIMITED Pragati Automation Pvt. Ltd. up2parts GmbH 50.0 564 50.0 569 49.9 46.3 42.6 40.0 40.0 33.3 30.0 30.0 24.9 554 123 12,857 339 0 49.9 36.3 42.6 331 0 12,232 – – – – 1,323 33.3 1,291 2,205 20,740 1,006 30.0 30.0 – 2,510 20,214 – The equity interests of the equity-accounted companies correspond to the voting rights. In January 2021, GILDEMEISTER Beteiligungen GmbH acquired a 40 % interest in RUNTEC GmbH, Niedenstein. The company is classified as an associate and is recognized as an equity- accounted company in the Consolidated Financial Statements. As of March 2021, GILDEMEISTER Beteiligungen GmbH acquired 24.9 % of the shares in up2parts GmbH, Weiden. The company is classified as an associate and is recognized as an equity- accounted company in the Consolidated Financial Statements. In the previous year, impairments on the shares in INTECH DMLS PRIVATE LIMITED amounting to € 4,432 K were recognized and reported in the “Machine Tools” segment. These resulted from changes in the company‘s market and business environment. Details of the results from equity-accounted companies are presented in the explanatory notes to the individual items on the income statement under “Share of profits and losses of equity-accounted companies” on page 127. 133 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet We consider DMG MORI Finance GmbH and PRAGATI AUTO MATION Pvt. Ltd. to be significant investments. 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 2021 31 Dec 2020 49,545 -171 1,923 51,297 15,390 5,350 51,446 -1,901 0 49,545 14,864 5,350 20,740 20,214 The figures for DMG MORI Finance GmbH are also summa- rized 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 Net income for the year 31 Dec 2021 31 Dec 2020 233,395 439,183 265,087 377,273 30,218 177,663 1,470 227,401 368,294 201,314 365,633 28,748 177,686 1,457 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 2021 31 Dec 2020 28,748 1,470 30,218 12,857 27,291 1,457 28,748 12,232 Carrying amount of equity accounted interests 12,857 12,232 For immaterial joint ventures, there was an aggregate share of profit or loss in the amount of € -155 K (previous year: € -107 K) and for immaterial associates in the amount of € -299 K (previous year: € 81 K). In the reporting year, DMG MORI received a dividend of € 293 K (previous year: € 283 K) from Vershina Operation, LLC. and from DMG MORI HEITEC Digital Kft., of € 68 K (previous year: € 0 K). 23. LONG-TERM RECEIVABLES AND OTHER ASSETS D.33 in € K Trade debtors 31 Dec 2021 31 Dec 2020 732 11,006 2,362 14,100 1,196 8,082 5,071 14,349 A summary of the figures for PRAGATI AUTOMATION Pvt. Ltd. is shown in the table below. Other long-term financial assets Other long-term assets 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 Net income for the year 31 Dec 2021 1) 31 Dec 2020 34,765 43,403 12,583 14,288 51,297 32,113 -171 31,128 43,515 10,276 14,822 49,545 17,662 -1,901 1) As the financial data of PRAGATI AUTOMATION Pvt. Ltd. as of 31 December 2021 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 2021. The resulting effects on the carry- ing amount rollforward as of 31 December 2021 were estimated. The reconciliation of the carrying amounts at the reporting date is as follows: 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: D.34 in € K Loans to associated companies Loans to third parties Security deposits and other security payments Other assets 31 Dec 2021 31 Dec 2020 1,850 1,000 507 7,649 11,006 0 0 451 7,631 8,082 Other financial assets include the fair value of an option for pur- chasing shares in a company amounting to € 2,443 K (previous 134 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.37 in € K Trade receivables from third parties from at equity accounted companies from other related companies from other equity investments Total trade debtors Other receivables from other related companies Total year: € 2,211 K). During the financial year, a write-up was made in an amount of € 231 K (previous year: impairment € -700 K), which was recognized in other comprehensive income. Other long-term assets include the following items: D.35 in € K Tax refund claims Other assets 31 Dec 2021 31 Dec 2020 1,516 846 2,362 1,452 3,619 5,071 24. INVENTORIES Inventories are made up as follows: D.36 in € K Raw materials and consumables Work in progress Finished goods and goods for resale 31 Dec 2021 31 Dec 2020 279,026 127,782 172,283 579,091 231,253 115,398 192,032 538,683 Finished goods and merchandise include machines in an amount of € 48,728 K (previous year: € 74,560 K) acquired from DMG MORI COMPANY LIMITED for trading purposes. Of inventories shown in the balance sheet on 31 December 2021, € 168,762 K (previous year: € 175,508 K) were recognized at their net realizable value. In the financial year; impair- ment of inventories in an amount of € 31,164 K (previous year: € 50,670 K) were recognized as cost of materials. 31 Dec 2021 31 Dec 2020 201,944 133,918 17,150 71,597 50 290,741 340,524 631,265 9,865 125,716 37 269,536 340,525 610,061 25. SHORT-TERM RECEIVABLES Trade debtors from other related parties include receiv- ables from DMG MORI COMPANY LIMITED amounting to € 61,740 K (previous year: € 114,472 K). In addition, as in the previous year, other receivables from other related parties include receivables from DMG MORI GmbH from the issue of a loan amounting to € 340,000 K (previous year: € 340,000 K) and from accrued interest in an amount of € 567 K (previous year: € 567 K) less the impairment from using the “general approach” method. The loan bears interest at market rates. [→ D.37] In the reporting year, DMG MORI group has continued the unchanged use of factoring programs. As in the previous year, these agreements enabled domestic receivables to be sold in an amount of up to € 90,000 K and foreign receivables in an amount of up to € 70,000 K. As of the balance sheet date, German receivables with a value of € 5,230 K (previous year: € 43,990 K) and foreign receivables with a value of € 12,918 K (previous year: € 49,905 K) were sold without recourse and were thus no longer part of the receivables at the reporting date. The gross carrying amounts of trade debtors by geograph- ical region, including receivables amounting to € 288,582 K (previous year: € 264,842 K), for which no specific allowance has been made, are broken down as follows: In the financial year, write-ups amounting to € 9,038 K (previous year: € 3,197 K) mainly resulting from the increase in net realizable values, were also recognized as cost of materials. DMG MORI CO. Group Total D.38 in € K Germany Europe Asia 31 Dec 2021 31 Dec 2020 95,448 132,417 14,292 72,366 314,523 60,159 90,214 17,597 126,005 293,975 Allowances for trade debtors from third parties and related parties and for other assets were as follows: 135 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.39 in € K 2021 2020 D.41 in € K Allowances as of 1 January 23,304 20,576 Receivables from factoring Purchase price receivables from asset disposal Security deposits and other security payments 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 2021 31 Dec 2020 6,135 5,797 5,617 2,786 5,263 3,380 4,213 3,332 3,077 3,021 1,508 856 7,653 40,675 9,256 4,460 990 43 0 488 8,665 35,865 Write-offs Net remeasurement in financial year Allowances as of 31 December -2,943 2,755 -2,907 5,635 23,116 23,304 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. The gross values of trade debtors in the amount of € 25,941 K (previous year: € 29,133 K) were subject to specific bad debt allowances. The net value of the allowances in the financial year includes reductions of specific allowances in the amount of € -353 K (previous year: € 2,742 K). Allowances as of 31 December 2021 include allowances under the general approach for other receivables and cash and cash equivalents in the amount of € 66 K (previous year: € 60 K). 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. At the end of financial year 2021, there were derecognized trade debtors with a contract value of € 1,435 K (previous year: € 4,257 K, but which are currently pending an enforcement measure. Expenses relating to allowances and write-offs of trade debtors are reported under other operating expenses. These concern a large number of individual cases. Please see point 38 for information on the calculation of impairment and credit risks. 26. OTHER ASSETS 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: D.42 in € K Payments on account Tax refund claims Advance payments for services/ licenses Other assets 31 Dec 2021 31 Dec 2020 70,802 20,460 19,686 18,932 129,880 26,351 18,448 14,493 3,161 62,453 There was an increase in payments on account to select suppliers to safeguard the availability of materials. Tax refund claims primarily include receivables from value added tax. Other assets include ex-post certificates amount- ing to € 6,094 K (previous year: € 1,097 K) relating to our invest- ments in sustainable, certified climate protection projects. Other assets include the following items: 27. CASH AND CASH EQUIVALENTS D.40 in € K Other short-term financial assets Other short-term assets 31 Dec 2021 31 Dec 2020 40,675 129,880 170,555 35,865 62,453 98,318 At the reporting date, bank credit balances amounted to € 241,896 K (previous year: € 123,489 K). Information on the calculation and recognition of impairments can be found under note 38. Other short-term financial assets include the following items: The development of cash and cash equivalents, which consti- tutes cash funds pursuant to IAS 7 “Cash Flow Statements”, is presented in the Consolidates Cash Flow Statement on page 99. 136 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.43 in € K Intangible assets Tangible assets Financial assets Inventories Receivables and other assets Provisions Liabilities Tax credit Tax loss carried forward Balancing Total D.44 in € K Intangible assets Tangible assets Financial assets Inventories Receivables and other assets Provisions Liabilities Tax credit Tax loss carried forward Total 28. DEFERRED TAXES liabilities and deferred tax Deferred tax assets and expense / -income are allocated to the following items: [→ D.43 | D.44] The deferred taxes are assessed on the basis of the tax rates applicable or expected in the individual countries based on their current statutory regulations. Taking into account the trade income tax as well as the corporate income tax and the solidarity surcharge, a tax rate of 29.8 % is calculated for deferred taxes of domestic companies (previous year: 29.8 %). A determining factor for the valuation of the recoverability of deferred tax assets is the assessment of the probability of sufficient future taxable income. Based on past experience and the expected taxable income situation, it is assumed that the corresponding advantages from the deferred tax assets can be realized. 31 Dec 2021 31 Dec 2020 Assets 10,676 8,612 177 15,602 3,126 26,252 3,701 4,918 2,234 75,298 -20,086 55,212 Liabilities 7,092 3,550 1,057 650 2,315 3,654 4,366 0 0 22,684 -20,086 2,598 Assets 12,847 8,740 143 16,178 2,941 23,977 7,685 6,998 1,959 81,468 -23,000 58,468 Liabilities 6,746 3,281 0 874 3,136 3,331 7,407 0 0 24,775 -23,000 1,775 2021 2020 Deferred tax expense / -income Deferred tax expense / -income 2,544 435 -41 464 -1,000 -3,201 1,025 2,117 -258 2,085 832 95 -38 -1,569 3,789 -6,333 5,108 -2,172 1,279 991 and are allocated as follows: As in the previous year, for the German tax group there were no German corporate tax and trade tax loss carry forwards as well as interest carry for- wards due to the German interest barrier. Deferred tax assets on loss carryforwards are attributable to foreign subsidiar- ies in an amount of € 2,234 K (previous year: € 1,959 K). In the reporting year, € 635 K (previous year: € 34 K) in deferred tax assets on loss carryforwards were re-capitalized, € 361 K (previous year: € 799 K) were offset against actual taxable income and € 0 K (previous year: € 565 K) written down. The tax loss carry forwards amount to a total of € 69,269 K (pre- vious year: € 75,635 K), of which € 59,194 K (previous year: € 66,796 K) was not recognized. Out of the unrecognized tax losses carried forward, € 1,686 K (previous year: € 9,881 K) are available for utilization for an indefinite period, while € 56,381 K (previous year: € 49,406 K) must be used within the next five years. Moreover, the remaining unrecognized loss carryforwards in the amount of € 1,127 K (previous year: € 7,509 K) expire within 6 to 10 years. As of 31 December 2021, deferred tax assets on loss carry- forwards amounted to € 2,234 K (previous year: € 1,959 K) Deferred tax assets on deductible temporary differences amounting to € 12,748 K (previous year: € 13,004 K) were not 137 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet recognized, as it is unlikely that future taxable profits will be available against which the group can offset the deferred taxes. for contributions in cash and/or in kind (authorized capital). This authorization can be exercised once or several times in partial amounts. With regard to subsidiaries which had tax losses in the current year or in the previous year, deferred tax asset amounting to € 2,665 K (previous year: € 2,882 K) were capitalized. The realization of these assets depends on future taxable income which is higher than the earnings effects of the dissolution of existing taxable differences. Due to substantial 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 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: For passive temporary differences related to interest in sub- sidiaries in the amount of € 20,351 K (previous year: € 20,017 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 € 2,082 K to € 8,493 K as of the reporting date (previous year: € 10,575 K). These break down into deferred tax assets amounting to € 9,453 K (previous year: € 10,565 K) on actuarial gains and losses recognized in equity, as well as € -960 K relating to the measurement of financial instruments in equity (previous year: € 10 K). 29. EQUITY The movement of individual components in group equity for financial years 2021 and 2020 is presented in the Consolidated Statement of Changes in Equity on 102 et seq. 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. It is divided into 78,817,994 no-par value shares with a theoretical par value of € 2.60 per share. Each share carries the right to one vote. The following statements have essentially been taken from the articles of association of DMG MORI AKTIENGESELLSCHAFT (version December 2020). 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 9 May 2024 through the issue of up to 39,408,997 new no-par value bearer shares 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. All shares issued on the basis of the aforementioned author- ization disapplying subscription rights of shareholders, pur- suant to point b) and c) above, may not exceed 20 % of the share capital either at the time the authorization takes effect or at the time of its utilization. Included in this 20 percent limit are those shares that are issued during the term of the aforementioned authorization from any other authorized capital disapplying the subscription rights of shareholders; excluded from the aforementioned figure is the disappli- cation of subscription rights to compensate for fractional amounts or the issue of shares to company employees and to employees of affiliated companies 138 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet The Executive Board is authorized, with the approval of the Supervisory Board, to lay down further details for the capital increase and its implementation. The Supervisory Board is authorized to adjust the articles of association according to each individual utilization of the authorized capital and, if the authorized capital is not utilized or not fully utilized before 9 May 2024, to cancel it after this date. Capital reserve As of 31 December 2021, the capital reserves were unchanged at € 498,485,269. The group‘s capital reserve includes the premiums for the issue of shares of DMG MORI AKTIEN GESELLSCHAFT in the previous years. The transaction costs directly attributable for capital procure- ment, reduced by the related income tax benefits, have each been deducted from the capital reserve. RETAINED EARNINGS AND OTHER RESERVES Statutory provision The disclosure still relates to the statutory reserves of DMG MORI AKTIENGESELLSCHAFT in an amount of € 680,530. Retained earnings Other retained earnings include prior-period profits generated by the companies included in the Consolidated Financial Statements as far as they were not distributed. Retained earn- ings also include the offset of liabilities-side differences from the consolidation of investments of those subsidiaries that were consolidated before 1 January 1995, and the adjustments directly in equity in accordance with the first application of IFRS rules. Additionally, this item contains the changes from the revaluation of defined benefit plans. Other reserves Other reserves include the differences arising from currency translation recognized directly in equity of the financial state- ments of foreign subsidiaries and the post-tax effects from the measurement of financial instruments recognized directly in equity. Deferred taxes recognized directly in equity related to the measurement of financial instruments recognized directly in equity amount to € -960 K as of 31 December 2021 (previ- ous year: € 10 K). A detailed overview on the composition of, or changes in, other reserves in the financial year 2021 and in the previous year is included in the Development of Group Equity statement. Between DMG MORI GmbH and DMG MORI AKTIEN GESELLSCHAFT exists a domination and profit trans- fer agreement, which was approved by the Annual General Meeting on 15 July 2016. The agreement entered into force on 24 August 2016, following entry into the commercial register. The 2021 financial year of DMG MORI AKTIENGESELLSCHAFT closes with a result pre-profit transfer of € 29,250,250 (previ- ous year: € 27,063,257). The entire profits will be transferred to DMG MORI GmbH. According to IFRS regulations, this is a transaction with equity providers. As of 31 December 2021, no retained earnings as stipulated by the German Commercial Code are recognized by DMG MORI AKTIENGESELLSCHAFT. Non-controlling equity interests Non-controlling equity interests include the minority interests in the consolidated equity of the companies included in the consolidated group and, as of 31 December 2021, amount to € 17,029 K (previous year: € 13,830 K). The change from the pre- vious year is mainly due to profit shares from non-controlling interests. DMG MORI Machine Tools Trading Co., Ltd., Shang- hai, (China) and DMG MORI India Private Limited, Banga- lore, (India) are subsidiaries that are recognized as each holding a 49 % non-controlling interest in ownership stakes. The interests in DMG MORI Machine Tools Trading Co., Ltd. and DMG MORI India Private Limited are held by DMG MORI COMPANY LIMITED. The 49 % interest in GILDE MEISTER LSG Beteiligungs GmbH, Würzburg, was acquired by GILDEMEISTER energy solutions GmbH, Würzburg, in the reporting year. non-controlling CAPITAL MANAGEMENT DISCLOSURE A strong equity capital base is an important prerequisite for the DMG MORI group in order to ensure the ongoing exist- ence of the company. The Executive Board’s goal is to main- tain its strong capital base and improve its equity ratio in order to preserve the trust of investors, creditors and markets and to ensure the sustainable development of the company. The capital is regularly monitored on the basis of various key figures. The ratio of net indebtedness to balanced equity (gearing) and the equity ratio are key figures for this. As of 31 December 2021, the syndicated credit line had not been used and there was no financial debt. The syndicated credit line requires that the group comply with a customary covenant that stipulates a defined financial ratio. We complied with the covenant every quarter and as of 31 December 2021. Appropriation of profits In accordance with the German Commercial Code (HGB), the Annual Financial Statements of DMG MORI AKTIEN GESELLSCHAFT form the basis for the appropriation of profits of the financial year. Due to the domination and profit transfer agreement between DMG MORI GmbH and DMG MORI AKTIENGESELLSCHAFT, the company no longer has the possibility to actively shape the DMG MORI group’s equity base through a dividend policy. 139 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Surplus funds are determined as the sum of financial debt less cash and cash equivalents. These plans burden the group with actuarial risks, such as risk of longevity, currency exchange risk, interest and market (investment) risk. D.45 in € K Cash and cash equivalents Financial debt Surplus fund Total Equity Equity ratio Gearing 31 Dec 2021 31 Dec 2020 241,896 123,489 0 0 241,896 123,489 1,401,782 1,259,495 54.8 % – 57.5 % – Total equity rose in absolute terms by € 142,287 K. The equity ratio as of 31 December 2021 amounted to 54.8 % (previous year: 57.5 %). 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, eco- nomic 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 associated expenses in the 2021 financial year amounted to € 1,697 K (previous year: € 1,770 K). 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 corre- spond to the promised benefits. 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 obligated to give a minimum contribution to their employees‘ pension plans. In addition to this, there are no minimum guarantees. 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 Switzerland, external plan assets are invested in a customary pension fund. Plan assets in Switzerland are subject to customary minimum funding requirements. The amount of the pension obligation (present value of future pension commitments or defined benefit obligation) was calculated on the basis of actuarial methods by estimating the relevant factors impacting the pension commitment. In Germany, Klaus Heubeck’s “2018G guideline tables” were used as a biometric accounting basis. In Switzerland, the “BVG 2015 technical principles, genera- tion tables” were used to calculate values. They are based on the latest available observations of mortality 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 2021 2021 2020 2020 0.94 0.00 1.70 0.29 4.29 1.41 0.53 0.00 1.70 0.25 3.53 0.00 The discount interest rate of the pension obligations for enti- tled active and former employees was determined on the basis of the yield which was achieved on the balance sheet date of high-quality, fixed-interest industrial bonds on the market. The salary trend includes expected future increases in salary that are assessed annually and are subject to, amongst other things, inflation and the duration of employment at the company. A future average salary increase of 4.29 % was taken into account for our foreign companies. Since the pension commitments that were entered into at the national sub- sidiaries are not subject to future increases in salary, salary development was not considered when determining the relat- ing company pension provisions. 140 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Due to increases or reductions in the cash value of defined benefit obligations, actuarial gains or losses may arise, which may result, amongst others, from changes in the calculation parameters or changes in the risk development assessment relating to the pension commitments. The pension provisions net value can be derived from the table [→ D.47]. The plan assets take into account on the one hand risk pay- ments that depend on the insured salary. On the other hand, they include retirement benefits that are dependent on the accumulated retirement assets at the time of retirement. It is composed of the following values regarding table [→ D.48]. The calculation of the typological interest of the plan assets is made in the amount of the discount interest rate of the pension obligations at the beginning of the period. Actual income for plan assets amounts to € 878 K (previous year: € 520 K). The table [→ D.50] shows the reconciliation of the opening balance to the final balance for the net debt (net assets) from the defined benefit pension plans and their components. Over the past five years, the funded status, consisting of the cash value of all pension commitments and the fair value of plan assets, has changed as shown in table [→ D.51]. Payments to beneficiaries from pension plans not financed by funds in 2022 are expected in an amount of € 2,882 K (previous year for 2021: € 2,935 K), while payments to funded pension plans in the financial year 2022 are estimated to amount to around € 324 K (previous year for 2021: € 319 K). The average weighted duration of pension obligations in Germany is around thirteen years and in Switzerland nine- teen years. Payments from insurance companies are accounted for as benefits received and the benefits actually granted are dis- closed as benefits paid. Key assumptions for calculating the pension obligation were based on sensitivity analyses. The discount factor, assumed value of wage trends and life expectancy were reduced or increased by a fixed % rate respectively one year. Pension provisions for former members of the Executive Board and their surviving dependents have been formed in the amount of € 31,734 K (previous year: € 34,908 K). The item “Other” in the table [→ D.49] includes the first-time recognition of a performance obligation and a plan asset of a subsidiary. Under unchanged other assumptions, the changes that would reasonably have been possible at the balance sheet date in the event of a significant actuarial assumption would have impacted on the defined benefit obligation in the following amounts. D.47 in € K Cash value of pension commitments not financed by funds + Cash value of funded pension commitments – Current value of pension plan assets = Net value of amounts shown in the balance sheet on the reporting date of which pensions of which assets (–) D.48 Stock exchange listed Cash and cash equivalents Shares Obligations Property Other Not stock exchange listed Qualifying insurance policies (Life insurance) Other Total plan assets 31 Dec 2021 31 Dec 2020 Germany 29,011 17,805 -15,979 30,837 30,837 0 Rest of the world 3,493 13,071 -12,531 4,033 4,033 0 Germany 32,156 19,654 -16,133 35,677 35,677 0 Rest of the world 1,550 13,076 -9,625 5,001 5,001 0 2021 2020 in € K in % in € K in % 202 3,883 3,884 2,486 316 15,979 1,760 28,510 0.71 13.62 13.62 8.72 1.11 56.05 6.17 100.00 164 2,756 4,142 2,241 322 16,133 0 25,758 0.64 10.70 16.08 8.70 1.25 62.63 0.00 100.00 141 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet 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 Effects on plan assets excluding interest income Other Contributions paid by the employer Pension payments made 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 -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 Defined benefit obligation Fair value of plan assets Net debt (net asset) from defined benefit plans 2020 2020 2020 2020 2020 2020 Germany 53,907 Rest of the world 16,122 Germany -16,248 Rest of the world -10,773 Germany 37,659 0 0 -109 0 -109 0 0 -360 -360 0 0 -20 -39 -59 0 0 -30 -30 -2,303 2,887 584 -16,133 -673 1,910 1,237 -9,625 0 523 248 0 771 -915 1,008 -360 -267 -2,303 -183 -2,486 35,677 0 523 357 0 880 -915 1,008 0 93 0 -3,070 -3,070 51,810 714 0 28 42 784 28 -728 0 -700 0 -1,580 -1,580 14,626 142 Annual Report 2021 Rest of the world 5,349 714 0 8 3 725 28 -728 -30 -730 -673 330 -343 5,001

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.51 in € K Cash value of all pension commitments Current value of the pension plan assets of all funds Funding status The effects on the entitlement present value are as follows: D.52 Cash value of the entitlement obligations In the case of: reduction of the discount rate by 0.25 %-points increase of the discount rate by 0.25 %-points reduction of the pension trend by 0.25 %-points increase of the pension trend by 0.25 %-points reduction of the life expectancy by 1 year increase of the life expectancy by 1 year Effects on the entitlements at 31 Dec 2021 in € K in % 63,380 65,275 2.99 61,628 -2.76 62,152 -1.94 64,693 2.07 60,686 -4.25 66,154 4.38 In the presented sensitivities, it should be considered that due to actuarial effects, the change as a percentage is not and/or does not have to be linear. Thus, increases and decreases in terms of per cent do not react with the same absolute amount. There are no demographic effects. 31. OTHER PROVISIONS The major contents of provisions are shown in table [→ D.53]. Provisions for personnel expenses in the group include obli- gations for profit-sharing and staff bonuses of € 47,116 K (previous year: € 36,629 K), part-time retirement payments of € 6,810 K (previous year: € 6,613 K), holiday pay of € 11,072 K (previous year: € 9,832 K) and anniversary payments of € 13,415 K (previous year: € 13,566 K). Most of the provisions should be paid in the coming year. Provisions for anniversary bonuses and part-time retirement are discounted and carried as liabilities at their present value. Obligations arising from part-time retirement are secured against potential insolvency through a mutual trust relationship. To secure the pension plan, cash assets are transferred into a trust property. The members of this trust property are domestic group compa- nies. The assets are defined as “plan assets” in accordance with IAS 19.7 and balanced against the related provisions. Any 2021 63,380 -28,510 34,870 2020 66,436 -25,758 40,678 2019 70,029 -27,021 43,008 2018 66,767 -28,939 37,828 2017 73,190 -28,610 44,580 proceeds arising from the pension plan assets are balanced against the related expenses. As of 31 December 2021, cash and cash equivalents in the amount of € 3,462 K (previous year: € 3,231 K) had been transferred to the trust property. Risks arising from warranties and retrofitting relate to present obligations to third parties, the use of which is probable and the anticipated amount of which can be reliably estimated. The provisions were measured using past empirical data, taking into account the conditions and any increases in cost on the balance sheet date. The obligations from the sales area include obligations for commissions, contractual penalties and other sales expenses. Most of the provisions should be paid in the coming year. Other provisions include provisions for a number of specific identifiable risks and other obligations where there is uncer- tainty about the timing and amount of future expenditures and where the amount of the obligation can be reliably esti- mated. During the course of its general business activities, DMG MORI is involved in both judicial and extrajudicial dis- putes, whose outcome cannot be reliably predicted. Legal dis- putes may occur, e.g., as a result of warranties and services. Provisions are recognized for risks arising from legal disputes, where it is probable that they will be utilized and a reliable estimate can be made of the amount of the provision required. Due to the assumptions required for this purpose, the creation 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. The risk of further cash outflows exceeding these provisions is considered unlikely as of 31 December 2021. For all provi- sions classified as short-term provisions, it is assumed that a significant part of the obligations will be fulfilled in finan- cial year 2022. The movement in the other provisions is illustrated in the breakdown of provisions: [→ D.54] The other changes include currency adjustments and book transfers. 14 3 Annual Report 2021

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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 Gesamt D.54 in € K 1 Jan 2021 Additions Obligations arising from personnel 94,650 64,312 Risks arising from warranties and retrofitting Obligations arising from sales Other Total 63,521 55,459 51,366 38,115 42,385 32,780 264,996 177,592 Obligations arising from personnel include provisions for the long-term incentive, a remuneration component with a long-term incentive effect, totaling € 5,650 K (previous year: € 2,382 K). A detailed description of the long-term incentive can be found in the “Remuneration report” chapter of the Management Report on page 52 et seqq. 32. FINANCIAL DEBTS As of 31 December 2021, DMG MORI AKTIENGESELLSCHAFT has no financial debts. Short and medium-term working capital requirements for DMG MORI AKTIENGESELLSCHAFT and, within the scope of intercompany cash management, for the majority of the subsidiaries, are covered by operating cash flow and short and long-term loans. Approved credit lines amount to € 727.9 million (previous year: € 761.8 million). This credit line mainly comprises a syndicated credit line amounting to € 500.0 million (previous year: € 500.00 million), guarantee credit lines amounting to € 67.9 million (previous year: € 87.3 million) and factoring agreements, another part of the financing mix, amounting to € 160.0 million (previous year: € 167.5 million). As in the previous year, the average cost of borrowing is 1 %. Since 31 December 2021, the DMG MORI group has had access to a syndicated credit line with a total volume of € 500.0 million and an original maturity until February 2025. In April 2021, the group was able to secure the early extension of this current credit line to February 2026. It further comprises a usable revolving cash tranche of € 200.0 million and a bank 31 Dec 2021 31 Dec 2020 Total 103,787 69,332 82,785 57,155 of which short-term 71,538 59,314 80,066 54,284 Total 94,650 63,521 55,459 51,366 of which short-term 65,666 54,048 53,896 47,419 313,059 265,202 264,996 221,029 Used 41,091 25,569 10,300 16,122 93,082 Reversal 13,971 6,794 6,011 6,974 33,750 Change in the group of consolidated companies -91 -240 0 -12 -343 Other changes -22 299 1,252 -3,883 -2,354 31 Dec 2021 103,787 69,332 82,785 57,155 313,059 guarantee tranche of € 300.0 million. The syndicated loan agreement was concluded with an international bank syndi- cate 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 syndicated credit line also requires the DMG MORI group to comply with a customary covenant, which provides a defined financial ratio. The covenant was met on a quarterly basis and as of 31 December 2021. The syndicated loan is classified as short-term as it can only be drawn down over a maximum period of six months. The cash tranche has not been used as of 31 December 2021. For the financing of the syndicated credit line, the lending banks have completely waived the right to collateral. The companies DECKEL MAHO Pfronten GmbH, DECKEL MAHO Seebach GmbH, GILDEMEISTER Drehmaschinen GmbH, DMG MORI Spare Parts GmbH, DMG MORI Ultrasonic Lasertec GmbH, FAMOT Pleszew Sp. z o.o., Graziano Tortona S.r.l. as well as GILDEMEISTER Italiana S.r.l. are significant guarantors for the credit line. As at the balance sheet date, open credit lines amounted to € 507.2 million (previous year: € 518.9 million). These com- prise free cash lines of € 200.0 million (previous year: € 207.0 million) and additional open lines of credit (bank guarantees and factoring) of € 307.2 million (previous year: € 311.9 million). 33. TRADE CREDITORS AND OTHER LONG-TERM LIABILITIES Long-term liabilities are shown as follows: 144 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.55 in € K Trade payables to third parties Other long-term financial liabilities Other long-term liabilities 31 Dec 2021 31 Dec 2020 244 85 3,324 3,653 244 343 2,254 2,841 D.58 in € K Trade payables to third parties Liabilities to other related companies Liabilities to at equity accounted companies Liabilities to other equity investments Other short-term financial liabilities 31 Dec 2021 31 Dec 2020 134,714 137,093 119,061 139,977 2,189 1,192 4,740 1,432 19,957 30,027 277,113 313,269 Other long-term financial liabilities include the following items: D.56 in € K Fair value of derivative financial instruments Other long-term financial liabilities 31 Dec 2021 31 Dec 2020 35 50 85 0 343 343 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 € 59,960 K (previous year: € 86,960 K). A liabil- ity amounting to € 29,250 K (previous year: € 27,063 K) results from the transfer of profit to DMG MORI GmbH. In other long-term financial liabilities, the fair value of long- term liabilities corresponds to the values shown on the balance sheet. All information and notes on contract liabilities from per- formance obligations and contract liabilities from down payment invoices can be found in the section on Sales Revenue. D.57 in € K Deferred income Tax liabilities Liabilities relating to social insurance 31 Dec 2021 31 Dec 2020 2,051 1,047 226 3,324 2,066 0 188 2,254 The deferred income accounted for in other long-term lia- bilities include the guaranteed investment grants from the funds of the joint aid program, “Improvement of the Regional Economic Structure” and investment subsidies and grants pursuant to the German Investment Subsidy Act in an amount of € 2,051 K (previous year: € 2,066 K) as applied under IAS 20 “Accounting for Government Grants and Disclosure of Gov- ernment Assistance”. In financial year 2021, € 215 K in investment grants were paid (previous year: € 0 K). Deferred income will be amortized in accordance with the depreciation procedure for subsidized capital assets and recognized in the income statement. 34. TRADE CREDITORS AND OTHER SHORT-TERM LIABILITIES Short-term financial liabilities are shown as follows: Other short-term financial liabilities are shown as follows: D.59 in € K Factoring liabilities Fair market values of derivative financial instruments Debtors with credit balance Other short-term financial liabilities 31 Dec 2021 31 Dec 2020 5,160 8,148 1,142 3,742 9,913 1,346 14,732 5,801 19,957 30,027 The factoring liabilities include liabilities from reverse fac- toring in the amount of € 5,151 K (previous year: € 7,147 K). The fair value of derivative financial instruments involves the fair value for forward exchange transactions amounting to € 1,142 K (previous year: € 1,346 K) in particular in USD, GBP, CHF and JPY. Other financial liabilities include liabili- ties from bills of exchange amounting to € 7,672 K (previous year: € 2,425 K). Other short-term liabilities include the following items: D.60 in € K Tax liabilities Liabilities relating to social insurance Payroll account liabilities Deferred income Other liabilities 31 Dec 2021 31 Dec 2020 23,112 19,431 4,633 2,638 4,732 774 4,638 2,855 8,651 2,038 35,889 37,613 145 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.61 | RIGHTS OF USE in € K ACQUISITION AND PRODUCTION COSTS 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 December 2021 Depreciation 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 December 2021 Net carrying amount at 31 December 2021 ACQUISITION AND PRODUCTION COSTS 2020 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 December 2020 Depreciation 2020 As at 1 January 2020 Difference from currency translation Other changes Change in the group of consolidated companies Additions Disposals Book transfers As at 31 December 2020 Net carrying amount at 31 December 2020 Right of use Land and buildings Right of use Techni- cal equipment and machinery Right of use Other equipment, factory and office equipment 33,258 617 0 0 3,619 -1,149 0 36,345 5,651 133 0 0 4,589 -829 0 9,544 26,801 31,106 -225 90 0 3,766 -2,061 582 33,258 2,845 -49 0 0 4,629 -1,774 0 5,651 27,607 12,781 -25 0 0 5 -1,165 0 11,596 5,548 -14 0 0 3,076 -1,163 0 7,447 4,149 14,932 -310 -49 0 26 -1,236 -582 12,781 3,273 -97 0 0 3,524 -1,152 0 5,548 7,233 34,567 333 61 -347 7,916 -7,892 488 35,126 16,500 177 0 -123 11,175 -7,475 0 20,254 14,872 32,538 -342 229 0 8,225 -6,083 0 34,567 10,272 -155 -38 0 12,065 -5,644 0 16,500 18,067 Total 80,606 925 61 -347 11,540 -10,206 488 83,067 27,699 296 0 -123 18,840 -9,467 0 37,245 45,822 78,576 -877 270 0 12,017 -9,380 0 80,606 16,390 -301 -38 0 20,218 -8,570 0 27,699 52,907 146 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet Tax liabilities refer to liabilities arising primarily due from value added tax amounting to € 12,222 K (previous year: € 9,667 K) as well as liabilities arising from wage and church tax in the amount of € 7,662 K (previous year: € 7,231 K). Leases acting as a lessor Finance leases In financial year 2021, the DMG MORI group acted as a lessor in finance lease contracts, especially for buildings. 35. LEASING There was no capital gain from these leases in financial year 2021. Leases acting as a lessee The DMG MORI group leases specific tangible assets such as land and buildings, technical equipment and machines, office equipment and cars. In 2021, the DMG MORI group recognized payments from sub- leases relating to finance leases in the amount of € 176 K (previous year: € 413 K). The table shows additions to and amortization of rights of use included in property, plant and equipment and intangi- ble assets. [→ D.61] As of 31 December 2021, the DMG MORI group recognizes right-of-use assets amounting to € 45,822 K (previous year: € 52,907 K) under property, plant and equipment. The corresponding lease liabilities of € 45,153 K (previous year: € 52,336 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 considered 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. 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.62 in € K FINANCE LEASES UNDER IFRS 16 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 2021 31 Dec 2020 186 186 186 186 186 176 176 176 176 176 3,595 4,525 3,560 4,440 Operating leases During financial year 2021, 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 inciden- tal to ownership. In 2021, the DMG MORI group recognized € 1,458 K in lease income from operating leases including income from sub- leases (previous year: € 2,139 K), which are reported in other operating income. Lease income generated in the DMG MORI group’s ordinary course of business was recognized in revenue. The group estimates that if extension options are exercised, potential future lease payments would result in a lease lia- bility of € 4,404 K (previous year: € 3,585 K). The table below provides a maturity analysis of the undiscounted lease payments to be received after the balance sheet date. Further information on lessee accounting can be found in the corresponding notes on individual items in the income statement and on the balance sheet. D.63 in € K OPERATING LEASES UNDER IFRS 16 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 2021 31 Dec 2020 939 436 99 64 0 0 1,785 1,167 715 321 137 0 1,538 4,125 147 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet 36. CONTINGENT LIABILITIES AND OTHER FINANCIAL OBLIGATIONS No provisions were set up for the following contingent liabili- ties, as the risk of utilization is considered relatively improb- able: [→ D.64] D.64 | CONTINGENCIES in € K Guarantees Warranties Other contingencies 31 Dec 2021 31 Dec 2020 50 705 5,346 6,101 50 762 5,209 6,021 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 2021, the DMG MORI group concluded contracts for the purchase of property, plant and equipment in financial year 2022 worth € 45,486 K (previous year for 2021: € 2,598 K). The increase mainly results from the planned com- pletion of the 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.65] 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 liquidation. The fair market values are the current values of the derivative financial instruments excluding any adverse trends in value from underlying transactions. D.65 in € K Forward exchange contracts as cash flow hedges Forward exchange contracts held for trading purposes The fair values of forward exchange contracts are recog- nized in the balance sheet as other long-term or short-term financial assets or other long-term and short-term financial liabilities. DMG MORI generally applies IFRS 9 for hedge accounting. The DMG MORI group uses the “spot-to-spot” method. The effects from forward components are recognized in profit or loss. On the reporting date, the DMG MORI group also had forward exchange contracts that do not meet the strict requirements of hedge accounting under IFRS 9, but effectively contribute towards hedging the financial risk in accordance with the principles of risk management. In order to hedge the foreign currency risks of monetary assets and liabilities recognized in the balance sheet, the DMG MORI group does not use any hedge accounting, as the underlying transactions’ gains and losses from the currency translation to be recognized in profit or loss under IAS 21 are disclosed in the income statement together with the gains and losses from the derivatives used as hedging instruments. In the event that third parties do not fulfil their obligations arising from forward exchange contracts, as at the reporting date, the DMG MORI group had a deficit risk amounting to € 3,077 K (previous year: € 990 K). As of the balance sheet date, existing forward exchange contracts in cash flow hedges with a nominal volume of € 18,454 K have a residual term of up to one year (previous year: € 6,913 K). The cash flows from these forward exchange contracts will eventuate within the next twelve months. For the most part, it must be assumed that these will be recog- nized as income in the profit and loss statement within the next twelve months. Forward exchange transactions with a nominal amount of € 55 K had a remaining term of more than one year on the balance sheet date (previous year: € 0 K). In financial year 2021, expenses arising from the fair value recognition of financial instruments attributable to cash flow hedges in an amount of € -167 K (previous year: € 304 K) were allocated to equity and not recognized in the income state- ment and an amount of € -124 K (previous year: € -216 K) was removed from equity and recognized in revenue as in the 31 Dec 2021 31 Dec 2020 Fair market value total Nominal value Fair market value Nominal value 18,509 161,894 180,403 Asset 24 3,053 3,077 Debt 389 788 -365 6,913 2,265 176,421 1,177 1,900 183,334 -43 -313 -356 148 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet previous year. Forward exchange contracts were recognized in the income statement as exchange rate and currency profits or exchange rate and currency losses. As in the previous year, forward exchange contracts did not result in any hedge ineffectiveness in the financial year. To measure ineffective- ness, the changes in value of the hedged items amounting to € 588 K (previous year: € 64 K) were used and compared with the changes in value of the relevant hedging instruments amounting to € 588 K (previous year: € 64 K). [→ D.66] D.66 in € K As of 1 January (before tax) Change in value of forward exchange contracts recognised in other comprehensive income Amount reclassified from hedging reserve to profit or loss (recycling) As of 31 December (before tax) 2021 -34 2020 -122 -167 304 -124 -325 -216 -34 The group concludes derivative transactions pursuant to global netting agreements (framework agreement) of the “International Swaps and Derivative Association” (ISDA) and other corresponding national framework agreements. The netting agreements only grant the right to settle in the event of future events such as the default or insolvency of the group or the counterparts. The netting agreements thus do not fulfill the offsetting criteria of IAS 32. The following table provides an overview of financial assets and financial liabilities, which are subject to netting agree- ments or similar agreements. [→ D.67 | D.68] 38. RISKS FROM FINANCIAL INSTRUMENTS Risks from financial instruments Currency and interest rate fluctuations can lead to con- siderable profit and cash flow risks. For this reason, the DMG MORI group centralizes these risks as far as possible and manages them with a view to the future and by using derivative financial instruments. Risk management is based on guidelines that apply throughout the group and in which objectives, principles, responsibilities and competencies are defined. Further information on the risk management system is presented in detail in the Management Report on pages 88 et seqq. in the risk and opportunity report. Currency risks In its global business activities, the DMG MORI group is exposed to two types of currency risks. Transaction risks arise through changes in the value of future foreign cur- rency payments due to exchange rate fluctuations in the individual financial statements. In the DMG MORI group, both purchases and sales are made in foreign currencies. To hedge currency risks arising from these activities within the DMG MORI group, forward exchange transactions are used. Derivative financial instruments are concluded and handled, based on binding internal guidelines defining scope, responsibilities, reporting and controls. The group hedges at least 90 % of its estimated foreign exchange risks from contracted orders and expected acquisi- tions and disposals over the next 12 months. To hedge against the foreign exchange risk, forward exchange transactions D.67 in € K Financial assets Forward exchange contracts Financial liabilities Forward exchange contracts D.68 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 2021 31 Dec 2021 3,077 1,177 1,177 1,177 Gross amounts of financial instruments in the balance sheet Potential offsetting assets subject to global netting agreements 31 Dec 2020 31 Dec 2020 990 1,346 950 950 Net amount 31 Dec 2021 1,900 0 Net amount 31 Dec 2020 40 396 149 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet with a maturity of less than one year from the date of the financial statement are used predominantly. Hedging trans- actions are only permitted with specified counterparties. DMG MORI defines the existence of an economic relationship 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. The main causes of ineffectiveness in these hedges are defaults on receivables, changes in the timing of underlying hedged items or changes in hedged cash flows. In the financial year, the following average hedging rates for our main currencies were used for derivatives in hedge accounting: D.69 in € USD JPY GBP Average hedging rates In 2021 Average hedging rates in 2020 1.18 129.49 0.86 1.28 124.90 0.90 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.70] shows the net currency risk from transac- tions in € K for major currencies as at 31 December 2021 and 2020. The following table presents the possible impact of finan- cial instruments on the reserve for derivatives or the other reserves in equity as well as the impact on earnings as of 31 December 2021 or 31 December 2020. If the euro had appre- ciated (depreciated) against the major currencies USD, GBP and JPY by 10 % respectively, the reserve for derivatives or the other reserves in equity and the fair value of forward exchange transactions with a hedging relationship would have been € 452 K lower (higher) in total (previous year: € 127 K lower (higher)). The results and fair value of forward exchange transactions without a hedging relationship would have been € 3,388 K higher (lower) (previous year: € 321 K higher (lower)). [→ D.71] Interest rate risks Interest rate risks include any potential positive or negative impact of interest rate changes on earnings, equity or cash flow during the current or any future reporting periods. At the DMG MORI group, interest rate risks are essentially related D.70 | 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 D.71 in € K 31 December 2021 USD (10 % change) JPY (10 % change) GBP (10 % change) RUB (10 % change) 31 December 2020 USD (10 % change) JPY (10 % change) GBP (10 % change) RUB (10 % change) 31 Dec 2021 31 Dec 2020 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 USD -242 357 115 -132 -17 JPY -5,507 -1,266 -6,773 6,509 -264 GBP 4,080 2,440 6,520 -5,935 585 Profit or loss Net equity Increase Decrease Increase Decrease 3,395 1,158 -642 -523 3,388 -1,116 249 894 294 321 -3,395 -1,158 642 523 -3,388 1,116 -249 -894 -294 -321 -31 68 -81 -408 -452 -201 -144 78 140 -127 31 -68 81 408 452 201 144 -78 -140 127 150 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet to financial assets and debts. The entire Executive Board will decide in each individual case on whether interest rate risks will be hedged using interest rate hedging instruments on the basis of a proposal drafted by the board’s CFO. As of 31 December 2021, the DMG MORI group has no net debt, so that interest rate increases would present an opportunity for higher interest income. A 1 % increase in interest rates pertaining to the portfolio at the balance sheet date would result in an increase in interest income of € 2.1 million (pre- vious year: € 1.5 million). As this mainly relates to interest on current account overdrafts, we do not expect any material effects on the portfolio at the reporting date if the interest rate level continues to fall. As in the previous year, interest income would not have fallen, if the interest rate had fallen by 5 base points. As in the previous year, there would be no equity effects. The following table shows the nominal volumes of fixed and variable rate financial instruments: D.72 in € K Fixed-rate instruments Financial assets Financial liabilities Variable-rate instruments Financial assets Financial liabilities Nominal volume 31 Dec 2021 31 Dec 2020 37,072 -4,139 32,933 581,896 -18,148 563,748 10,135 0 10,135 463,490 -93,052 370,438 Changes in the interest rate would only have an effect if these financial instruments were recognized at their fair value. As this is not the case, fixed-rate instruments are not subject to interest-change risks as defined by IFRS 7. The fair value of forward exchange contracts is not altered significantly by changes in the interest rate. The interest sensitivities are shown below: D.73 in € K 31 December 2021 Variable-rate instruments Profit sensitivity (net) 31 December 2020 Variable-rate instruments Profit sensitivity (net) Profit or loss Increase by 100 base points Decrease by 5 base points 2,146 2,146 1,534 1,534 0 0 0 0 Liquidity risks Liquidity risk is the risk that the DMG MORI group may not be able to meet its financial obligations. Cash outflows result primarily from financing working capital, capital investments 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 flexibility 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 predictable deficits under normal market conditions at standard market terms. On the basis of current liquidity planning, no liquidity risks are identifiable at present. As a liquidity precaution, the group has a syndicated loan facility of € 500.0 million with various banks. The group no longer has any bilateral loan commit- ments (previous year: € 7.0 million). The syndicated credit line had an original maturity date of February 2025. In April 2021, the group was able to secure the early extension of this current credit line to February 2026. It further 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 syndi- cate 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 2021. Loan facilities have not been canceled either in financial year 2021 or in the previous year. As of 31 December 2021, DMG MORI group has access to cash and cash equivalents amounting to € 241.9 million (previous year: € 123.5 million), as well as open cash credit lines in the amount of € 200.0 million (previous year: € 207.0 million) and additional open credit lines (bank guarantees and factoring) in the amount of € 307.2 million (previous year: € 311.9 million). The table [→ D.74] shows contractually agreed (non- discounted) interest and repayments of original financial liabilities as well as of the derivative financial instruments with negative fair values. This includes all instruments that were held as at 31 Decem- ber 2021 and 31 December 2020 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 interest payments for financial instruments were determined on the basis of the last fixed interest rate before 31 December 2021 and 31 December 2020 respectively. Financial liabilities that can be repaid at any time 151 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.74 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 Subtotal Liabilities from derivatives D.75 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 Subtotal Liabilities from derivatives Book value 31 Dec 2021 45,153 134,958 2,189 119,061 1,192 18,865 321,418 1,177 322,595 Book value 31 Dec 2020 52,336 137,337 4,740 139,977 1,432 29,024 364,846 1,346 366,192 Cash flows 2022 Cash flows 2023 – 2026 Cash flows 2027 et seq. 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 Cash flows 2021 Cash flows 2022 – 2025 Cash flows 2026 et seq. Interest Repayment Interest Repayment Interest Repayment 849 16,431 1,593 23,923 2,941 11,982 0 0 0 0 0 137,093 4,740 139,977 1,432 28,681 0 0 0 0 0 244 0 0 0 339 0 0 0 0 0 0 0 0 0 4 849 328,354 1,593 24,506 2,941 11,986 1,346 849 329,700 1,593 24,506 2,941 11,986 are always allocated to the earliest possible date. The items hedged by the cash flow hedges are expected to be realized in the same way as the hedging instruments. Derivatives include both cash outflows of derivative financial instruments with negative fair values and cash outflows of derivatives with pos- itive fair values for which gross settlement has been agreed. For the part of the financial assets from derivatives in the amount of € 24 K (previous year: € 13 K) as well as for the part of the liabilities from derivatives in the amount of € 389 K (previous year: € 56 K), which were classified as cash flow hedges, it is to be expected for the essential part that these will be recognized in the income statement within the next twelve months. [→ D.75] Credit risks A credit risk is the unexpected loss of payment funds or income. Such a credit risk occurs if the customer is not able to meet his obligations within the due date. The objective of the company is to mitigate or avoid these credit risks. A receiv- ables management system with globally applicable guide- lines and a regular analysis of the age structure of trade receivables ensure permanent monitoring and limitation of risks, thus minimizing loss of receivables. Due to the broad business structure within the DMG MORI group, there is no particular concentration of credit risks, either for customers or individual countries. The DMG MORI group is generally exposed to default risks which may cause impairments or in individual cases even bad debt. The credit losses recognized for trade debtors are calculated based on experience with actual credit losses over the past three years. Credit risks within each group are segmented based on common default risk characteristics. For the com- panies, these are, for example, the credit risk assessment, e.g., based on overdue items and the geographical location. Historical actual credit losses have been adjusted using scaling factors to reflect the differences between the eco- nomic conditions at the time the historical data was col- lected, the current conditions and the group‘s view of the economic conditions over the expected life of the receivables. 152 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.76 in € K Not overdue Overdue Total D.77 in € K Not overdue Overdue Total 31 Dec 2021 Default rate in % 0.04 – 0.21 0.04 – 5.84 Gross carrying amount of trade debtors 272,182 16,400 288,582 Impairment Impaired credit history 433 324 757 no no 31 Dec 2020 Default rate in % 0.04 – 0.18 0.04 – 5.84 Gross carrying amount of trade debtors 250,793 14,049 264,842 Impairment Impaired credit history 335 262 597 no no The scaling factors are based on historical trends and fore- casts of gross domestic product (GDP), country risks and the long-term interest rate/base rate trend. For 2021 and 2020, the underlying default rates for DMG MORI depending on the maturity (not overdue and overdue) of the trade debtors for which no specific allowances have been made and with no impaired credit history are shown in the table below: [→ D.76 | D.77] With regard to impairment, trade debtors from the DMG MORI COMPANY LIMITED group are viewed as a separate item. In order to calculate impairment, the group uses the rating of DMG MORI COMPANY LIMITED and the maturities of the receivables. In the financial year, expenses for the complete write down of receivables totaled € 2,943 K (previous year: € 2,907 K). Further details on financial risk assessment can be found in the section “Opportunities and risk report” of the Group Management Report on page 88 et seq. The expected credit losses, which may occur within twelve months of the reporting date resulting from possible loss events, are used to measure the impairments of other finan- cial assets. Generally, other financial assets in the DMG MORI group have a low credit risk on the reporting date. Cash and cash equivalents are deposited at banks or financial institutions rated A-1 to A-2 by the S&P rating agency. The allowance for cash and cash equivalents was calculated based on 12-month expected losses and reflects the short matur- ities. As of 31 December 2021, this impairment amounted to € 3 K (previous year: € 1 K). Within the DMG MORI group, cash deposits/investments are managed and coordinated centrally by DMG MORI AKTIEN GESELLSCHAFT. Financial contracts are only entered into with banks that have been carefully selected by us. We monitor credit rating (external rating) on a regular basis; cash depos- its/investments are distributed at different banks, mainly our syndicated banks. With respect to derivative financial instru- ments, the DMG MORI group is exposed to a credit risk arising from the non-performance of contractual agreements by the other party to the agreement. This credit risk is mitigated by only entering 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 values of financial assets and liabilities are shown in the table below. [→ D.78 | D.79]. 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 reasonable approx- imation of fair value. Financial assets include those invest- ments that were classified as “measured at fair value with changes in value recognized in other comprehensive income” (FVOCI) under IFRS 9. Trade debtors include receivables from third parties, other related parties, companies accounted for at equity and associated companies. Other receivables from 153 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet D.78 in € K Assets Financial assets 1) Cash and cash equivalents Trade debtors Other receivables from other related companies Receivables from factoring Other financial assets 3) Derivative financial assets Equity and Liabilities Trade creditors Other financial liabilities to other related companies Factoring liabilities Other financial liabilities Derivative financial liabilities Valuation and fair value in accordance with IFRS 9 At fair value through other com- prehensive income (FVOCI) At fair value through profit or loss (FVTPL) No measure- ment category specified by IFRS 9 2) At amortised cost 241,896 71,569 340,524 6,135 40,026 109,203 219,904 700,150 329,107 212,472 44,927 5,160 13,705 276,264 0 3,053 3,053 788 788 24 24 389 389 1) In the balance sheet, € 106,760 K is reported in investments and € 2,443 K in other long-term financial assets. 2) This includes derivative financial instruments in hedge accounting. 3) An explanation of the breakdown of other financial assets can be found on page 136. D.79 in € K Assets Financial assets 1) Cash and cash equivalents Trade debtors Other receivables from other related companies Receivables from factoring Other financial assets 3) Derivative financial assets Equity and Liabilities Trade creditors Other financial liabilities to other related companies Factoring liabilities Other financial liabilities Derivative financial liabilities Valuation and fair value in accordance with IFRS 9 At fair value through other com- prehensive income (FVOCI) At fair value through profit or loss (FVTPL) No measure- ment category specified by IFRS 9 2) At amortised cost 123,489 73,068 340,525 5,797 34,949 27,279 197,664 577,828 224,943 243,355 40,131 8,148 20,876 312,510 0 977 977 1,290 1,290 13 13 56 56 1) In the balance sheet, € 25,068 K is reported in investments and € 2,211 K in other long-term financial assets. 2) This includes derivative financial instruments in hedge accounting. 3) An explanation of the breakdown of other financial assets can be found on page 136. Total Fair value 31 Dec 2021 109,203 241,896 291,473 109,203 241,896 291,473 340,524 340,524 6,135 40,026 3,077 6,135 40,026 3,077 1,032,334 1,032,334 212,472 212,472 44,927 5,160 13,705 1,177 44,927 5,160 13,705 1,177 277,441 277,441 Total Fair value 31 Dec 2020 27,279 123,489 270,732 27,279 123,489 270,732 340,525 340,525 5,797 34,949 990 5,797 34,949 990 803,761 803,761 243,355 243,355 40,131 8,148 20,876 1,346 40,131 8,148 20,876 1,346 313,856 313,856 154 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet other related parties are shown separately. The same disclo- sure applies to trade creditors (see page 144 et seqq). Infor- mation on other financial assets and liabilities is shown in the tables on pages 134 and 144 et seqq. 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 applying standard economic methods (measurement methods), taking instrument-specific market parameters as a basis. Financial assets are measured at fair value. The fair value of the equity instruments amounts to € 109.2 million (previ- ous year: € 27.3) and mainly comprises the shareholding in TULIP Interfaces Inc., Somerville (USA), and other individual non-significant companies. 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 stand- ard market credit or solvency spreads are taken into account in the cash value assessment. The fair value of TULIP Interfaces Inc. was calculated on the basis of the last financing round in which DMG MORI participated in the reporting year. 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 in 2021 used for the determination are the risk-adjusted dis- count rate of 6.43 % (previous year: 6.36 %) and the expected annual sales revenue (between € 867 K and € 896 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) would rose (fell), if the risk-adjusted discount rate was lower (higher), if the deg- radation was lower (higher). No liquid markets exist for loans and receivables, which are measured at amortized acquisition costs. For short-term loans and receivables, it is assumed that the fair value cor- responds to the carrying amount. All other loans and receiv- ables 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 Hierarchy As of 31 December 2021, the group held the financial assets and liabilities presented in the following table and measured at fair value. [→ D.80] 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; D.80 in € K Financial assets Measured at fair value 31 Dec 2021 31 Dec 2020 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) 0 109,203 216,421 3,483 24 3,053 389 788 0 194,024 27,279 3,640 13 977 56 1,290 1) In the balance sheet, € 106,760 K (previous year: € 25,068 K) is reported in investments and € 2,443 K (previous year: € 2,211 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. 155 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes on the Cash Flow Statement 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); 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: Level 3: Input data used for measuring the asset or liabil- ity data not based on observable market data (unobservable input data). 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. The car- rying amount was € 2,443 K (previous year: € 2,211 K). In the financial year, a net change in the fair value amounting to € 232 K (previous year: € -700 K) was recognized in other com- prehensive income. Under IFRS 9, the group has classified the option to purchase shares in a company as FVOCI and allo- cated it to Level 3 (see page 155 for information on the meas- urement method). The fair value of the investment in TULIP Interfaces Inc., Somerville (USA), is also included here (for further information, please refer to the “Investments” section). The table below shows additions to financial assets in the financial year on Level 3 of the fair value hierarchy: 2021 27,279 9,737 72,187 0,00 109,203 2020 28,506 946 -2,173 0,00 27,279 D.81 | EQUITY INVESTMENTS LEVEL 3 in € K Opening balance Additions Changes in value Disposals Final balance D.84 in € K Assets in the category: At amortized cost Debt instruments – at fair value through other comprehensive income (FVOCI) Equity instruments – at fair value through other com- prehensive income (FVOCI) At fair value through profit or loss (FVTPL) Liabilities in the category: At amortized cost At fair value through profit or loss (FVTPL) Total D.82 | PROFIT OR LOSS in € K 31 December 2021 WACC (1.00 % change) Degradation (0.50 % change) Market price for electricity (0.50 % change) D.83 | PROFIT OR LOSS in € K 31 December 2020 WACC (1.00 % change) Degradation (0.50 % change) Market price for electricity (0.50 % change) Increase Decrease -291 -253 271 336 262 -253 Increase Decrease -282 -170 182 329 176 -170 The net results of the financial instruments by measurement categories under IFRS 9 are shown in table [→ D.84] and [→ D.85]. Interests from financial instruments are recognized in inter- est results. Allowances on trade debtors are recognized in other oper- ating expenses. Interest results from financial liabilities in the measurement category “liabilities measured at amor- tized cost” mainly result from expenses for commission on guarantees and commitment fees. From subsequent measurement From interest At fair value Foreign currency translation Allowance 2021 4,367 -4,360 7 22,611 -2,681 -20,709 -779 72,187 2,076 502 74,765 -292 26,686 104 -2,577 -188 72,187 2,076 -25,069 502 73,805 156 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Balance Sheet | Explanatory Notes on the Cash Flow Statement D.85 in € K Assets in the category: At amortized cost From subsequent measurement From interest At fair value Foreign currency translation Allowance 2020 4,106 19,913 1,251 25,270 Debt instruments – at fair value through other comprehensive income (FVOCI) Equity instruments – at fair value through other com- prehensive income (FVOCI) At fair value through profit or loss (FVTPL) Liabilities in the category: At amortized cost At fair value through profit or loss (FVTPL) Total -5,368 -1,262 -629 1,477 848 -2,173 -1,574 -201 -3,948 -14,502 4,782 2,728 -2,173 -1,574 -19,870 -201 2,300 NOTES ON THE CASH FLOW STATEMENT 40. CASH FLOW STATEMENT The statement of cash flows pursuant to IAS 7 “Statement of Cash Flows” records the payment flow in a financial year and provides information on the inflow and outflow of the company’s liquid funds. The payment flows are broken down into cash flow from current operations and cash flow from investment and financing activities. 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 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. 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 investment 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 2021 amounted to € 19,821 K (previous year: € 20,838 K), of which € 19,103 K (previous year: € 20,026 K) was for repayment and € 718 K (pre- vious year: € 812 K) for interest. Cash outflows for short-term leases and leases of low value assets are not included here. The tables [→ D.86 | D.87] show the reconciliation between the change in liabilities from financing activities and in cash flow from financing activities. The profit transfer to DMG MORI GmbH for financial year 2020 resulted in a cash outflow of € 27,063 K in 2021, recognized in cash flow from financing activities. The profit transfer to DMG MORI GmbH for financial year 2021 amounting to € 29,250 K did not yet esult in a cash outflow in 2021. Other changes in lease liabilities mainly result from the new rights of use in fixed assets. In July 2021, DMG MORI sold its shares in GILDEMEISTER LSG Solar RUS OOO, Moscow (Russia) and GILDEMEISTER LSG Solar Australia Pty Ltd, Brisbane (Australia) to a strate- gic investor. The acquisition price amounted to € 669 K. Cash and cash equivalents of € 3,748 K were transferred as part of the transaction, resulting in a cash outflow of € 3,079 K being reported in cash flow from investing activities. The amounts paid out for investments in financial assets mainly relate to capital increases at TULIP Interfaces, Inc., Somerville (USA) and ADAMOS GmbH, Darmstadt, as well as to the acquisition of 24.9 % of the shares in up2parts GmbH, Weiden, and the acquisition of a 40.0 % interest in RUNTEC GmbH, Niedenstein. In the reporting year, disbursements for loans to other related parties were mainly paid to up2parts GmbH, Weiden and RUNTEC GmbH, Niedenstein. 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. In December 2021, DMG MORI Manufacturing Solutions (Pinghu) Co. Ltd., Pinghu (China) received a loan from the related company, DMG MORI (Tianjin) Manufacturing Co., Ltd., Tianjin (China,) in an amount of € 4,139 K. This loan was recognized in cash flow from financing activities. 157 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting D.86 in € K Liabilities from leasing arrangements Liabilities from profit transfers to DMG MORI GmbH Liabilities from profit transfers to non-controlling interest Non-controlling equity interests Loans from other related companies As at 1 January 2021 Profit transfer to DMG MORI GmbH Deposits / payments for borrowing / for repayment of financial debt Dividends paid to non-controlling interests in subsidiaries 52,336 Cash outflows of principal for lease liabilities -19,103 27,063 -27,063 1,631 13,830 -1,631 -1,029 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 GmbH for year 2021 Other changes As at 31 December 2021 D.87 in € K As at 1 January 2020 Profit transfer to DMG MORI GmbH Dividends paid to non-controlling interests in subsidiaries Cash outflows of principal for lease liabilities Total changes in cash flow from financing activities Effects of changes in foreign exchange rates Liabilities from the profit and loss transfer to DMG MORI GmbH for year 2020 Other changes As at 31 December 2020 Total 94,860 -27,063 0 4,139 4,139 -1,631 -19,103 -1,029 -19,103 -27,063 -1,631 -1,029 4,139 -44,687 -238 1,358 10,800 45,153 29,250 29,250 0 0 -649 1,180 3,697 17,029 4,139 -887 2,538 29,250 14,497 95,571 Liabilities to banks Liabilities from leasing arrangements Liabilities from profit transfers to DMG MORI GmbH Liabilities from profit transfers to non-controlling interests 0 0 0 61,355 -20,026 95,742 -95,742 2,989 -1,358 Total 160,086 -95,742 -1,358 -20,026 -20,026 -95,742 -1,358 -117,126 -200 11,207 52,336 27,063 27,063 1,631 -200 27,063 11,207 81,030 158 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting The payment of € 1,029 K in July 2021 for the purchase of the remaining 49 % in GILDEMEISTER LSG Beteiligungs GmbH was also reported in cash flow from financing activities. In September 2020, DMG MORI AKTIENGESELLSCHAFT sold the shares it held (44.1 %) in Magnescale Co. Ltd, Kanagawa (Japan), to DMG MORI COMPANY LIMITED, which, as a result of the buyback, again holds a 100 % interest in the company. The consideration for the sale of the shares amounted to € 44,500 K. This cash inflow was reported in cash flow from investing activities. In 2020, DMG MORI paid € 1,000 K into the capital reserve of ADAMOS GmbH, Darmstadt, due to a capital increase approved in 2019. This cash outflow was reported in cash flow from investing activities. DMG MORI HEITEC Digital Kft., Budapest (Hungary) was founded in March 2020. DMG MORI has a 49.9 % interest in this company. This payment in the amount of € 245 K was recognized in cash flow from investment activities. At the end of November 2020, DMG MORI acquired the remain- ing 60 % interest in DMG MORI DIGITAL GmbH, Bielefeld, from our previous cooperation partner. The acquisition price amounted to € 138 K. Cash and cash equivalents amounting to € 235 K were transferred and reported in cash flow from investing activities. A tabular presentation can be found on page 160 et seq. The “Machine Tools” segment includes the group‘s new machine business comprising the Turning, Milling, Advanced Technologies (Ultrasonic / Lasertec / Additive Manufacturing) 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), DMG MORI GmbH’s loan repayment of a partial amount of € 30,000 K to DMG MORI AKTIENGESELLSCHAFT was paid in full in the previous year and reported in cash flow from investing activities. the Ultrasonic and Lasertec machines of Advanced Technologies › DMG MORI Ultrasonic Lasertec GmbH, Stipshausen / Idar-Oberstein, › DMG MORI Additive GmbH, Bielefeld Joint ventures are accounted for in the group consolidated financial statements using the equity method and thus only have an impact on cash flows, if dividends are paid. and products of the Digital Solutions business unit of › DMG MORI Digital GmbH, Bielefeld, › ISTOS GmbH, Bielefeld. NOTES ON SEGMENT REPORTING 41. EXPLANATORY NOTES ON THE SEGMENTS DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu, China, was founded in June 2021. The new plant will start production in financial year 2023. Within the scope of segment reporting, pursuant to the IFRS 8 regulations, the business activities of the DMG MORI group are categorized into the business segments of “Machine Tools”, “Industrial Services” and “Corporate Services”. Essen- tial in the differentiation between the business segments is the information that the so-called “chief decision-maker” is regularly provided with for the purposes of decision-making on the allocation of resources and the evaluation of profitabil- ity. The segmentation reflects internal control and reporting on the basis of different products and services. The key per- formance indicators for evaluating operating performance for each of the business segment are sales revenues and EBIT. All machines produced are classified as cutting machine tools ensuring a high level of conformity between business units.The parent company of the production plants, GILDE MEISTER Beteiligungen GmbH, also belongs to this segment. Additionally, the group‘s uniform IT is concentrated here. The “Industrial Services” segment comprises both the Ser- vices and Energy Solutions segments. 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 159 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting GmbH, Bielefeld, and its subsidiaries, as well as DMG MORI Management GmbH, Bielefeld, which is the operating man- agement 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 and Indian markets. DMG MORI COMPANY LIMITED is responsible for its home market in Japan, the USA and the other regions in Asia and the Americas. 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 produc- tivity of their machine tools across their entire life cycle – from commissioning to part exchange as a used machine. The wide range of service agreements, maintenance 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 international customers, which is con- centrated 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 “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 definition of terms used in individual segment information 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.88 | D.89 | D.90] Segmental assets include all operating assets includ- ing goodwill and deferred income or expenses; it does not include income tax claims. In order to assess the profitability of group segments, prorata revenue for brokerage and con- sulting activities from the sale of machine tools are reclas- sified from the “Machine Tools” segment to the “Industrial Services” segment. Sales between the segments are made at standard market transfer prices. Pursuant IFRS 3 “Business Combinations”, existing good- will was allocated to the segments as follows: goodwill is attributed to the “Machine Tools” segment amounting to € 57,073 K (previous year: € 57,073 K), to the “Industrial Ser- vices” segment in an amount of € 80,971 K (previous year: D.89 | SEGMENTATION BY BUSINESS SEGMENTS in € K Segment assets Carrying amount of at equity accounted investments Investments Employees D.90 | SEGMENTATION BY BUSINESS SEGMENTS in € K Sales revenues with other segments Sales revenues with third parties EBIT Financial result thereof interest income thereof interest expenses Share of profit for the period of at equity accounted investments EBT Depreciation “Machine Tools” “Industrial Services” 2021 2020 2021 2020 1,380,572 1,175,355 1,778,032 1,628,484 25,531 75,029 3,908 23,624 67,031 3,780 1,323 12,764 2,831 1,291 13,309 2,808 “Machine Tools” “Industrial Services” 2021 837,037 1,103,919 2020 729,262 1,046,959 54,655 -2,423 2,613 -5,028 -727 51,505 42,675 50,197 -2,485 2,439 -4,864 -1,070 42,210 46,137 2021 52,358 948,788 95,344 -4,003 2,769 -6,708 324 91,665 21,127 2020 46,937 784,159 54,352 -5,269 3,193 -8,264 474 49,557 23,780 160 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting € 81,030 K), and to the “Corporate Services” segment in an amount of € 0 K as in the previous year. As in the previous year, no impairment of goodwill was recorded for the financial year. Investments include additions to intangible assets, tangible fixed assets and additions to financial assets. Intersegment sales revenues show sales revenues made between the segments. The transfer prices for intra-group sales revenues are determined in line with the market (arm’s length principle). Scheduled depreciation relates to segmental fixed assets. EBT for the “Machine Tools” segment includes income from the reversal of provisions amounting to € 2,262 K (previous year: € 1,085 K). In the financial year, impairment losses of € 1,920 K (previous year € 1,046 K) were recognized. This mainly relates to an impairment loss in the amount of € 982 K for process know-how that was identified as being unusable and an impairment loss of € 857 K for an intangible asset arising from the development of a machine tool project that cannot be used in the future. There was a reversal of an impairment loss amounting to € 814 K for an impairment loss recognized in the previous year on an operational plant which was fully impaired in the previous year as it could no longer be used. As the potential for using this plant was reestab- lished in the financial year due to significant business growth, the impairment loss was reversed to the recoverable amount by € 814 K. EBT for the “Industrial Services” segment includes income from the reversal of provisions amounting to € 236 K (previous year: € 0 K). No impairment losses were recognized during the financial year (previous year: € 638 K). During the financial year, no impairment losses were rec- ognized in the “Corporate Services” segment (previous year: € 1,797 K). In the financial year, expenses for transac- tion costs were reported in the amount of € 295 K (previous year: € 882 K) for the syndicated credit line of DMG MORI AKTIENGESELLSCHAFT. In financial year 2021 and in the previous year, no transactions carried out with any one customer were more than 10 % of the sales revenues of the DMG MORI group. D.88 | INFORMATION ON GEOGRAPHICAL AREAS in € K Germany Rest of Europe Asia Total segments Transition Group Sales revenues with third parties Long-term assets 2021 884,679 880,336 287,906 2020 838,273 777,799 215,221 2,052,921 1,831,293 0 0 2,052,921 1,831,293 2021 337,859 326,951 33,743 698,553 -8,479 690,074 2020 332,162 338,280 12,387 682,829 -7,183 675,646 „Corporate Services“ Total segments 2021 2020 2021 Transition 2020 2021 Group 2020 2021 1,805,333 12,857 1,327 82 2020 1,733,465 12,232 869 84 4,963,937 4,537,304 -2,472,823 -2,415,672 2,491,064 2,121,632 39,711 89,120 6,821 31,147 81,209 6,672 0 0 0 0 0 0 39,711 89,120 6,821 37,147 81,209 6,672 „Corporate Services“ Total segments 2021 11,627 214 -26,361 4,018 10,547 -6,766 625 -21,718 3,231 2020 11,764 175 -22,789 3,272 11,633 -7,542 2,691 -16,826 5,108 2021 901,022 2,052,921 123,638 -2,408 15,929 -18,502 222 121,452 67,033 2020 787,963 1,831,293 81,760 -4,482 17,265 -20,670 2,095 74,941 75,025 2021 -901,022 0 134 0 -11,556 11,850 0 134 0 Transition 2020 -787,963 0 -46 0 -12,830 12,828 0 -46 0 2021 0 2,052,921 123,772 -2,408 4,373 -6,652 222 121,586 67,033 Group 2020 0 1,831,293 81,714 -4,482 4,435 -7,842 2,095 74,895 75,025 161 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Explanatory Notes for Segmental Reporting | Other Explanatory Notes The “Transition” line shows the elimination of intra-group receivables and liabilities, income and expenses, as well as the elimination of interim profits between segments. The information on geographical areas is based on the reg- istered office of the group companies and is broken down into regions comprising Germany, the rest of Europe, and Asia. This data is determined on the basis of geographical sub-groups. Long-term assets are mainly attributable to fixed assets; they do not include financial instruments or deferred tax claims. As of 31 December 2021, the region of “Rest of Europe” contains long-term assets in Italy in an amount of € 111,366 K (previ- ous year: € 115,647 K) as well as in Poland in the amount of € 93,491 K (previous year: € 99,062 K). In the region, “Rest of Europe”, third-party revenue amounts to € 173,466 K in Italy (previous year: € 130,454 K) and € 55,487 K in Poland (previ- ous year: € 49,382 K). OTHER EXPLANATORY NOTES 43. AUDITOR’S FEES AND SERVICES 44. EVENTS OCCURRING AFTER THE REPORTING DATE No significant events occurred after the reporting date. No other events occurred between the reporting date and the date the financial statements were authorized for issue by the Executive Board on 14 March 2022. The coronavirus pandemic will continue to have an impact on the business performance of the DMG MORI group in financial year 2022. Additionally to Russia-Ukraine conflict can have an impact on the business performance. Based on the current conflict a reli- able prognosis in detail concerning the impact on the valuation of substantial end-of-year items cannot be given for the coming business years. In the reporting year 2021, the revenues in the Russia region amounted to less than 3 % of the Group revenues. The assets of DMG MORI in Russia amounted to approximately 4 % of the Group´s balance sheet total as of December 31, 2021. The estimates and assumptions known to DMG MORI for the financial year are described in the forecast report. Moreover, no other material effects are known or can be estimated at present, but other effects may occur in the course of the year. The auditor, the PWC PricewaterhouseCoopers GmbH audit- ing firm in Bielefeld, was appointed to audit the annual and consolidated financial statements of DMG MORI AKTIEN GESELLSCHAFT and some group companies. The fees and charges for the services provided by the annual auditor, PWC PricewaterhouseCoopers GmbH auditing firm, recognized as expenses in financial year 2021 relate to € 618 K (previous year: € 480 K) for statutory auditing services and € 0 K (previous year: € 40 K) for other attesta- tion services. Moreover, other services are included in the amount of € 95 K (previous year: € 1 K). Only services that are consistent with the engagement as auditor of the Annual and the Consolidated Financial State- ments of DMG MORI AKTIENGESELLSCHAFT were provided. The auditing services related to the audits of the Annual and Consolidated Financial Statements of DMG MORI AKTIEN GESELLSCHAFT and a number of group companies, includ- ing statutory extensions to the scope of the audits and audit focus areas agreed with the Supervisory Board. Furthermore, the auditor reviewed the IFRS consolidated reporting packages for the half-year financial statements as of 30 June 2021 as well as the quarterly financial state- ments as of 31 March 2021 and as of 30 September 2021 of DMG MORI AKTIENGESELLSCHAFT. The fees for other ser- vices relate to consulting services, as well as analyses and validations of individual security concepts. 45. RELATED PARTY DISCLOSURES Related parties (persons) as defined by IAS 24 “Related Party Disclosures” are, in principle, members of the Executive and Supervisory Boards, close members of their families and sub- sidiaries that are not fully consolidated. Excluding remunera- tion and pension plans, these related parties were not involved in any significant or unusual transactions with companies of the DMG MORI group. All transactions with related parties have been carried out under normal market conditions, as between external third parties. Other companies related to the DMG MORI group are the ultimate parent company, DMG MORI COMPANY LIMITED, Tokio (Japan), and its subsidiaries and major holdings outside the DMG MORI group. DMG MORI GmbH, Bielefeld, a sub- sidiary of DMG MORI COMPANY LIMITED is the direct parent company of DMG MORI AKTIENGESELLSCHAFT. If not shown separately, any information on other related parties refers to this group of companies and also includes DMG MORI COMPANY LIMITED. DMG MORI HEITEC GmbH, Erlangen (Germany) is recog- nized as a joint venture. DMG MORI Finance GmbH, Wernau (Germany), Pragati Automation Pvt. Ltd., Bangalore (India), INTECH DMLS PRIVATE LIMITED, Bangalore (India), DMG MORI HEITEC Digital Kft., Budapest (Hungary), SparePartsNow GmbH, Aachen (Germany), RUNTEC GmbH, Niedenstein (Germany), 162 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Other Explanatory Notes D.92 | GOODS AND SERVICES RECEIVED OF in € K Associates Joint ventures DMG MORI COMPANY LIMITED Other related companies (excluding DMG MORI COMPANY LIMITED) 2021 2020 21,172 10,805 2,932 588 231,994 216,423 139,630 79,248 The goods and services rendered to and received by related parties are mainly attributable to the purchase and sale of machine tools and other services. The disclosure of receiv- ables and liabilities from related parties is shown under the corresponding notes on the balance sheet items. The bal- ances are normally settled within a three-month period. No guarantees and securities were granted to or received by related parties. As of 31 December 2021, the following balances resulted from transactions with related parties: German-Egyptian Company for Manufacturing Solutions, Cairo (Egypt), Vershina Operation LLC, Narimanov (Russia) and up2parts GmbH, Weiden (Germany) are recognized as associated companies. DMG MORI AKTIENGESELLSCHAFT granted DMG MORI GmbH a loan in the original amount of € 370,000 K which was paid out in full in 2018. It bears interest at a LIBOR market rate plus a 1.00 % margin per annum. In reporting year 2020, the loan was partially repaid in the amount of € 30,000 K. As of 31 December 2021, the loan still amounts to € 340,000 K. No other significant supply and service relationships existed with DMG MORI GmbH in the financial year. DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., a subsidiary of DMG MORI AG, received a loan of € 4,139 K from DMG MORI (TIANJIN) Manufacturing Co., Ltd., another related party, in December 2021, which was paid out in full. The term is one year with an option to extend. Interest is charged at a market rate of 2.7 % p.a. A domination and profit transfer agreement exists between DMG MORI GmbH, Bielefeld, a wholly owned subsidiary of DMG MORI COMPANY LIMITED and DMG MORI AKTIEN GESELLSCHAFT and became effective on 24 August 2016. Furthermore, with effect from 1 January 2017, a tax alloca- tion agreement was concluded between DMG MORI GmbH and DMG MORI AKTIENGESELLSCHAFT. The profit trans- fer to DMG MORI GmbH for financial year 2021 amounted to € 29,250 K (previous year: € 27,063 K). The current taxes of DMG MORI GmbH charged on the basis of the tax allocation agreement amounted to € 11,538 K (previous year: € 13,068 K). In the reporting year, impairments or provisions for doubt- ful debt relating to outstanding balances for other related parties were made in an amount of € 740 K (previous year: € 239 K). As in the previous year, no expenses were recog- nized for bad or doubtful debts from associated companies and joint ventures. As in the previous year, no licenses were acquired from other related parties during the reporting year. D.93 | TRADE DEBTORS in € K from DMG MORI COMPANY LIMITED from other related parties from associated companies D.94 | ADVANCE PAYMENTS in € K to other related companies to associated companies D.95 | LOANS in € K to other related parties to associated companies from other related parties D.96 | TRADE CREDITORS in € K to DMG MORI COMPANY LIMITED to other related parties to associated companies 2021 2020 61,740 114,472 9,857 17,150 11,244 9,865 2021 2020 35,311 1,770 12,233 113 2021 2020 340,524 340,525 1,850 4,139 0 0 2021 2020 59,960 54,962 2,189 86,960 53,017 4,740 2021 1,508 2020 0 The following transactions were carried out with related parties: D.97 | PREPAYMENTS in € K to members of management in key positions D.91 | GOODS AND SERVICES RENDERED TO in € K Associates Joint ventures DMG MORI COMPANY LIMITED Other related companies (excluding DMG MORI COMPANY LIMITED) 2021 2020 130,097 107,402 76 1 219,313 285,740 34,244 38,963 The loan to DMG MORI GmbH resulted in interest income of € 3,400 K (previous year: € 3,490 K), which is reported under financial income. Interest expenses of € 165 K (previous year: € 606 K) were incurred from liabilities for DMG MORI GmbH and are recognized in financial expenses. 163 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Other Explanatory Notes Key management personnel comprises the members of the Executive and Supervisory Boards. Detailed disclosures on the remuneration structure for members of the Executive and Supervisory Boards can be found in the remuneration report on pages 52 et seqq. of the Management Report. The remu- neration structure for the Executive Board and the Super- visory Board is explained on pages 52 et seqq. of the Group Management Report. An individual and detailed presentation of Executive Board remuneration in the financial year is set out on pages 53 et seqq. of the remuneration report. D.98 | EXECUTIVE BOARD REMUNERATION in € K Short-term benefits Post-employment benefits Other long-term benefits Total 2021 5,428 850 4,238 10,516 2020 3,362 800 1,322 5,484 The post-employment benefits related to additions to pension commitments in the reporting year. Remuneration is explained in the section on employee expenses (page 125 et seq.); note that indirect remuneration includes benefits after the end of the employment relation- ship, LTI and other long-term benefits and all other remu- neration components include short-term benefits. 46. STATUTORY NOTIFICATION PURSUANT TO SECTION 40 WPHG The statutory notifications pursuant to Section 40 WpHG are stated in the Consolidated Financial Statements of DMG MORI AKTIENGESELLSCHAFT. 47. CORPORATE GOVERNANCE The declaration of conformity in accordance with Section 161 of the German Stock Corporation Act (AktG) and the Corpo- rate Governance Report were issued in November 2021 and are permanently available on our website → en.dmgmori-ag. com/corporate-communications/corporate-governance/ The total remuneration for members of the Supervisory Board for financial year 2021 amounted to € 930 K (previous year: € 893 K) and only includes short-term benefits. 48. SHAREHOLDER STRUCTURE The remuneration structure for the Supervisory Board is explained on pages 52 et seqq. of the Group Management Report. As of 31 December 2021, DMG MORI COMPANY LIMITED, Tokio (Japan), holds an 86.42 % interest in the share capital of DMG MORI AKTIENGESELLSCHAFT. Loans to officers were not granted. Similarly, no contingent liabilities were assumed in favor of these individuals. Nor did the companies of the DMG MORI group pay any remuneration to officers for services personally rendered, in particular for consulting and intermediary services. 164 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | DMG MORI Group Companies DMG MORI Group Companies D.99 | PRODUCTION PLANTS, SALES AND SERVICES COMPANIES Subsidiaries (fully consolidated companies) GILDEMEISTER Beteiligungen GmbH, Bielefeld 2 / 3 / 4) DECKEL MAHO Pfronten GmbH, Pfronten 3 / 4 / 5 / 6) DMG MORI Ultrasonic Lasertec GmbH, Stipshausen / Idar-Oberstein 3 / 4 / 7 / 8) Alpenhotel Krone GmbH & Co. KG, Pfronten 3 / 7) Alpenhotel Krone Beteiligungsgesellschaft mbH, Pfronten 3 / 7) DMG MORI Logistik GmbH, Pfronten 3 / 4 / 7) GILDEMEISTER Drehmaschinen GmbH, Bielefeld 3 / 4 / 5 / 6) GILDEMEISTER Italiana S.r.l., Brembate di Sopra (Bergamo), Italy 5) GRAZIANO Tortona S.r.l., Tortona, Italy 9) DMG MORI Global Service Turning S.r.l., Brembate di Sopra (Bergamo), Italy 9) CARLINO FTV 3.2 S.R.L., Bozen, Italy 9) DECKEL MAHO Seebach GmbH, Seebach 3 / 4 / 5 / 6) DMG MORI Spare Parts GmbH, Geretsried 3 / 4 / 5 / 6) ISTOS GmbH, Bielefeld 3 / 5 / 6) Ulyanovsk Machine Tools ooo, Ulyanovsk, Russia 5) DMG MORI Additive GmbH, Bielefeld 5 / 6 / 21) DMG MORI Digital GmbH, Bielefeld 3 / 5 / 6) DMG MORI Manufacturing Solutions (Pinghu) Co., Ltd., Pinghu, China 5) MITIS Grundstücks-Vermietungsgesellschaft mbH & Co. Objekt Bielefeld KG, Bielefeld 3) MITIS Grundstücks-Vermietungsgesellschaft mbH, Bielefeld 3) DMG MORI Vertriebs und Service GmbH, Bielefeld 2 / 3) DMG MORI Management GmbH, Bielefeld 3 / 4 / 10 / 11) DMG MORI Deutschland GmbH, Leonberg 3 / 4 / 10 / 11) DMG MORI München GmbH, Munich 3 / 4 / 12 / 13) DMG MORI Bielefeld Hilden GmbH, Hilden 3 / 4 / 12 / 13) DMG MORI Berlin Hamburg GmbH, Bielefeld 3 / 4 / 12 / 13) DMG MORI Frankfurt GmbH, Bad Homburg 3 / 4 / 12 / 13) DMG MORI Stuttgart GmbH, Leonberg 3 / 4 / 12 / 13) DMG MORI Global Service GmbH, Bielefeld 3 / 4 / 10 / 11) DMG MORI Academy GmbH, Bielefeld 3 / 4 / 10 / 11) DMG MORI Used Machines GmbH, Geretsried 3 / 4 / 10 / 11) DMG MORI Netherlands Holding B. V., Veenendaal, Netherlands 10) DMG MORI Sales and Service Holding AG, Winterthur, Switzerland 14) DMG MORI Schweiz AG, Winterthur, Switzerland 15) DMG MORI Balkan GmbH, Klaus, Austria 15) DMG MORI Austria GmbH, Klaus, Austria 16) DMG MORI Netherlands B.V., Veenendaal, Netherlands 15) DMG MORI BeLux BVBA – SPRL., Zaventem, Belgium 15) Equity 1) National currency in € K 273,964 83,427 12,455 2,629 33 25 24,000 85,543 39,569 3,105 10,223 43,000 25,000 1,000 RUB K 8,878,340 104,087 CNY K 41,263 CHF K 40,419 8,639 2,691 5,693 607 221 398,646 24 63,968 5,000 7,000 5,500 2,700 7,000 5,200 4,000 17,517 537,933 504,713 39,009 3,212 24,533 9,523 5,387 Participation quota in % 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 85.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 165 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | DMG MORI Group Companies D.99 | PRODUCTION PLANTS, SALES AND SERVICES COMPANIES Subsidiaries (fully consolidated companies) DMG MORI Czech s.r.o., Brno, Czech Republic 15) DMG MORI DENMARK ApS, Copenhagen, Denmark 15) DMG MORI FRANCE SAS, Paris, France 15) DMG MORI Hungary Kft., Budapest, Hungary 15) DMG MORI IBERICA S.L., Ripollet, Spain 15) DMG MORI Italia S.r.l., Milan, Italy 15) DMG MORI MIDDLE EAST FZE, Dubai, United Arab Emirates 15) DMG MORI Saudi Arabia Maintenance Company, Riad, Saudi Arabien 20) DMG MORI Israel Ltd., Tel Aviv, Israel 15) DMG MORI POLSKA Sp. z o.o., Pleszew, Poland 15) DMG / MORI GREECE M.E.P.E., Thessaloniki, Greece 15) DMG MORI Sweden AB, Gothenburg, Sweden 15) DMG MORI NORWAY AS, Langhus, Norway 15) DMG MORI Finland Oy AB, Tampere, Finland 15) DMG MORI UK Limited, Luton, Great Britain 15) DMG MORI Romania S.R.L., Bucharest, Romania 15) DMG MORI BULGARIA EOOD, Sofia, Bulgaria 15) DMG MORI ISTANBUL MAKINE TICARET VE SERVIS LIMITED SIRKETI, Istanbul, Turkey 15) DMG MORI Rus ooo, Moscow, Russia 15) DMG Egypt for Trading in Machines Manufactured LLC, Cairo, Egypt 15) Mori Seiki Egypt for Trading in Machines & Equipments LLC, Cairo, Egypt 15) DMG MORI Africa for Trading in Machines & Service (S.A.E.), Cairo, Egypt 17) DMG MORI Asia Pte. Ltd., Singapore 15) DMG MORI Machine Tools Spare Parts (Shanghai) Ltd., Shanghai, China 15) DMG MORI India Private Limited, Bangalore, India 15) DECKEL MAHO GILDEMEISTER (Shanghai) Machine Tools Co., Ltd., Shanghai, China 15) FAMOT Pleszew Sp. z o.o., Pleszew, Poland 15) DMG MORI Machine Tools Trading Co., Ltd., Shanghai, China 10) GILDEMEISTER energy solutions GmbH, Würzburg 3 / 10 / 11) GILDEMEISTER TURKEY SOLAR ENERJI ANONIM SIRKETI, Istanbul, Turkey 18) GILDEMEISTER LSG Beteiligungs GmbH, Würzburg 18) GILDEMEISTER ENERGY SERVICES ITALIA S.R.L., Milan, Italy 18) Equity 1) National currency CZK K DKK K 120,921 26,169 Participation quota in % 100.0 100.0 100.0 100.0 100.0 100.0 in € K 4,866 3,519 21,866 10,751 14,411 47,123 3,951 100.0 ILS K PLN K SEK K NOK K GBP K RON K BGN K TRY K RUB K EGP K EGP K 0 79,587 137,093 15,142 28,946 15,921 1,290 84,690 4,323,251 200 200 EGP K 14,774 CNY K INR K CNY K PLN K CNY K 28,737 574,434 84,040 736,011 200,876 TRY K 366 0 0 17,364 1,637 13,315 1,510 3,787 34,476 3,217 659 5,608 50,685 11 11 827 31,263 3,965 6,795 11,595 160,584 27,716 9,100 24 1,302 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 51.0 100.0 100.0 51.0 100.0 100.0 100.0 1,170 100.0 166 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | DMG MORI Group Companies D.99 | PRODUCTION PLANTS, SALES AND SERVICES COMPANIES Equity 1) National currency Joint ventures DMG MORI HEITEC GmbH, Erlangen 5) Associates DMG MORI Finance GmbH, Wernau DMG MORI HEITEC Digital Kft., Budapest, Hungary 5) INTECH DMLS Pvt. Ltd., Bangalore, India 5) PRAGATI AUTOMATION Pvt. Ltd., Bangalore, India 5) SparePartsNow GmbH, Aachen 5) Vershina Operation, LLC., Narimanov, Russia 20) up2parts GmbH, Weiden 5) RUNTEC GmbH, Niedenstein 5) German-Eqyptian Company for Manufacturing Solutions (GEMAS), Cairo, Egypt 5) HUF K INR K INR K 467,376 321,466 2,466,460 RUB K 26,014 EGP K 1) The figures correspond with the financial statements prepared in accordance with local regulations; they do not show the respective companies’ contribution to the Consolidated Financial Statements. Foreign currencies with respect to equity were translated at the market price on reporting date. 2) with profit and loss transfer and control agreement with DMG MORI AKTIENGESELLSCHAFT 3) The domestic subsidiary has complied with the conditions required by Section 264 paragraph 3 HGB (German Commercial Code) regarding the application of the exemption regulations and therefore waives the disclosure of its annual financial statements and relating documents. 4) The domestic subsidiary has complied with the conditions required by Section 264 paragraph 3 HGB (German Commercial Code) regarding the application of the exemption regulations and therefore waives the preparation of a management report. 5) equity investment of GILDEMEISTER Beteiligungen GmbH 6) with profit and loss transfer and control agreement with GILDEMEISTER Beteiligungen GmbH 7) equity investment of DECKEL MAHO Pfronten GmbH 8) with profit and loss transfer and control agreement with DECKEL MAHO Pfronten GmbH 9) equity investment of GILDEMEISTER Italiana S.r.l. 10) equity investment of DMG MORI Vertriebs und Service GmbH 11) with profit and loss transfer and control agreement with DMG MORI Vertriebs und Service GmbH 12) equity investment of DMG MORI Deutschland GmbH 13) with profit and loss transfer and control agreement with DMG MORI DEUTSCHLAND GmbH 14) equity investment of DMG MORI Netherlands Holding B.V. 15) equity investment of DMG MORI Sales and Service Holding AG 16) equity investment of DMG MORI Balkan GmbH 17) subsidiary of DMG Egypt for Trading in Machines Manufactured LLC (51 %), DMG MORI Sales and Service Holding AG (47.7 %) and Mori Seiki Egypt for 18) equity investment of GILDEMEISTER energy solutions GmbH 19) equity investment of GILDEMEISTER LSG Beteiligungs GmbH 20) equity investment of DMG MORI MIDDLE EAST FZE 21) The domestic subsidiary has complied with the conditions requited by section 264 paragraph 3 HGB (German Commercial Code) regarding the application of the exemption Trading in Machines & Equipments LLC (1.3 %) regulations and makes use of the exemption. Participation quota in % in € K 690 50.0 26,264 1,268 3,803 29,177 0 305 233 91 0 42.6 49.9 30.0 30.0 46.3 33.3 24.9 40.0 40.0 167 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Corporate Directory Corporate Directory Supervisory Board Dr. Eng. Masahiko Mori Member of the Supervisory Board since 6 September 2009 Nara, born 1961 Chairman President of DMG MORI COMPANY LIMITED, Tokyo Mario Krainhöfner (Employee representative) Member of the Supervisory Board since 16 April 2011 Pfronten, born 1964 1st Deputy Chairman Head of Idea Management of DECKEL MAHO Pfronten GmbH Ulrich Hocker Member of the Supervisory Board since 11 May 2010 Düsseldorf, born 1950 Deputy Chairman Attorney and President of Deutsche Schutzvereinigung für Wertpapierbesitz e.V. › FERI AG, Bad Homburg, Deputy Chairman of the Supervisory Board • Phoenix Mecano AG, Stein am Rhein, Switzerland, Member of the Board of Directors, Independent Lead Director Stefan Stetter (Employee representative) Member of the Supervisory Board since 4 May 2018 Durach, born 1968 Deputy Chairman Head of Controlling of DECKEL MAHO Pfronten GmbH Senior Executivesʼ representative Irene Bader, M.B.A. Member of the Supervisory Board since 24 May 2016 Feldafing, born 1979 Director Global Marketing of DMG MORI Global Marketing GmbH, Munich Managing Director of DMG MORI Sport Marketing SAS, Roissy-en-France Executive Officer of DMG MORI COMPANY LIMITED, Tokyo › Supervisory mandate as per § 100 AktG • Membership in comparable domestic and foreign control bodies of business enterprises Prof. Dr.-Ing. Berend Denkena Member of the Supervisory Board since 17 May 2013 Wedemark, born 1959 Managing Director of the Institute of Production Engineering and Machine Tools (IFW) at Leibniz University Hanover Tanja Fondel (Employee representative) Member of the Supervisory Board since 19 January 2018 Frankfurt / Main, born 1976 Union Secretary, IG Metall Management Board, Frankfurt / Main Dietmar Jansen (Employee representative) Member of the Supervisory Board since 17 May 2013 Memmingen, born 1965 1st Director (Managing Director) and Treasurer of the IG Metall office Allgäu • AGCO GmbH, Marktoberdorf, Deputy Chairman of the Supervisory Board › ENGIE Deutschland AG, Berlin, Member of the Supervisory Board Prof. Dr. Annette G. Köhler, M.A. Member of the Supervisory Board since 6 May 2017 Düsseldorf, born 1967 University Professor & Chair of the Accounting, Auditing & Controlling Department at the University of Duisburg-Essen › UniCredit Bank AG, Munich, Member of the Supervisory Board • DKSH Holding AG, Zurich, Member of the Board of Directors › GEA Group AKTIENGESELLSCHAFT, Düsseldorf, Member of the Supervisory Board James Victor Nudo Member of the Supervisory Board since 4 May 2018 Illinois (USA), born 1954 President of DMG MORI GmbH, Bielefeld Vice President of DMG MORI COMPANY LIMITED, Tokyo CEO of DMG MORI Americas Holding Corporation, Chicago Larissa Schikowski (Employee representative) Member of the Supervisory Board since 4 May 2018 Pfronten, born 1969 Member of the Works Council of DMG MORI Global Service GmbH, Corporate Health Manager Sales & Service Michaela Schroll (Employee representative) Member of the Supervisory Board since 4 May 2018 Bielefeld, born 1976 Member of the Works Council of GILDEMEISTER Drehmaschinen GmbH Electrician in the Installation Department of GILDEMEISTER Drehmaschinen GmbH Executive Board Dipl.-Kfm. Christian Thönes Bielefeld Chairman Dipl.-Kfm. Björn Biermann Bielefeld Michael Horn, M.B.A. Bielefeld 168 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Responsibility Statement Responsibility Statement To the best of our knowledge, and in accordance with the applicable accounting and reporting principles, the consoli- dated financial statements give a true and fair view of the results of operations, financial position and net worth of the group, and the group business report includes a fair review of the development and performance of the business and the position of the group, together with a description of the principal opportunities and risks associated with the expected development of the group. Bielefeld, 14 March 2022 DMG MORI AKTIENGESELLSCHAFT The Executive Board Dipl.-Kfm. Christian Thönes Dipl.-Kfm. Björn Biermann Michael Horn, M.B.A. 169 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report Note: This is a translation of the German original. Solely the original text in German language is authoritative. Independent Auditorʼs Report To DMG MORI AKTIENGESELLSCHAFT, Bielefeld Report on the Audit of the Consolidated Financial Statements and of the Group Management Report Audit Opinions We have audited the consolidated financial statements of DMG MORI AKTIENGESELLSCHAFT, Bielefeld, and its subsidiaries (the Group), which comprise the consolidated statement of financial position as at December 31, 2021, and the consolidated statement of profit or loss, consolidated statement of other comprehensive income, consolidated statement of cash flows and consolidated statement of changes in equity for the financial year from January 1 to December 31, 2021 and notes to the consolidated financial statements, including a summary of significant accounting policies. In addition, we have audited the group management report of DMG MORI AKTIENGESELLSCHAFT – which com- prise the content included to comply with the German legal requirements as well as the remuneration report pursuant to § [Article] 162 AktG [Aktiengesetz: German Stock Corpo- ration Act], including the related disclosures, included in section “The Basis of the Group” of the group management report for the financial year from January 1 to December 31, 2021. In accordance with the German legal requirements, we have not audited the content of those parts of the group management report listed in the “Other Information” section of our auditor’s report. In our opinion, on the basis of the knowledge obtained in the audit, › the accompanying consolidated financial statements comply, in all material respects, with the IFRSs as adopted by the EU, and the additional requirements of German commercial law pursuant to § 315e Abs. [paragraph] 1 HGB [Handelsgesetzbuch: German Commercial Code] and, in compliance with these requirements, give a true and fair view of the assets, liabilities, and financial position of the Group as at December 31, 2021 and of its financial perfor- mance for the financial year from January 1 to December 31, 2021 and and appropriately presents the opportunities and risks of future development. Our audit opinion on the group management report does not cover the content of those parts of the group management report listed in the “Other Information” section of our auditor’s report. Pursuant to § 322 Abs. 3 Satz [sentence] 1 HGB, we declare that our audit has not led to any reservations relating to the legal compliance of the consolidated financial statements and of the group management report. Basis for the Audit Opinions We conducted our audit of the consolidated financial state- ments and of the group management report in accordance with § 317 HGB and the EU Audit Regulation (No. 537/2014, referred to subsequently as “EU Audit Regulation”) in com- pliance with German Generally Accepted Standards for Financial Statement Audits promulgated by the Institut der Wirtschaftsprüfer [Institute of Public Auditors in Germany] (IDW). Our responsibilities under those requirements and principles are further described in the “Auditor’s Respon- sibilities for the Audit of the Consolidated Financial State- ments and of the Group Management Report” section of our auditor’s report. We are independent of the group entities in accordance with the requirements of European law and German commercial and professional law, and we have fulfilled our other German professional responsibilities in accordance with these requirements. In addition, in accord- ance with Article 10 (2) point (f) of the EU Audit Regulation, we declare that we have not provided non-audit services prohibited under Article 5 (1) of the EU Audit Regulation. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions on the consolidated financial statements and on the group management report. › the accompanying group management report as a whole provides an appropriate view of the Group’s position. In all material respects, this group manage- ment report is consistent with the consolidated financial statements, complies with German legal requirements Key Audit Matters in the Audit of the Consolidated Financial Statements Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial statements for the financial year from January 1 to December 31, 2021. These matters were 170 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our audit opinion thereon; we do not provide a separate audit opinion on these matters. In our view, the matters of most significance in our audit were as follows: 1. Recoverability of goodwill 2. Recoverability of inventories Our presentation of these key audit matters has been struc- tured in each case as follows: 1. Matter and issue 2. Audit approach and findings 3. Reference to further information Hereinafter we present the key audit matters: 1. Recoverability of goodwill 1. Goodwill is reported in the Company’s consolidated financial statements amounting to a total of EUR 138.0 million (representing 5.4 % of total assets and 9.8 % of equity). Goodwill is tested for impairment by the Company once a year on December 31 of the respective financial year or when there are indications of impairment to determine any possible need for write-downs. The impairment test is carried out at the level of the groups of cash- generating units to which the relevant goodwill is allocated. The carrying amount of the relevant cash-generating units, including goodwill, is compared with the corresponding recoverable amount in the context of the impairment test. The recoverable amount is generally determined using the value in use. The present value of the future cash flows from the respective group of cash-generating units normally serves as the basis of valuation. Present values are calculated using discounted cash flow models. For this purpose, the adopted three-year business plan of the Group forms the starting point for five detailed planning periods which are extrapolated based on assumptions about long-term rates of growth. Expectations relating to future market developments and assumptions about the development of macroeconomic factors are also taken into account. The discount rate used is the weighted average cost of capital for the respective group of cash- generating units. The impairment test determined that no write- downs were necessary. The outcome of this valuation is dependent to a large extent on the estimates made by the executive directors with respect to the future cash flows from the respective group of cash-generating units, the discount rate used, the rate of growth and other assumptions, and is therefore subject to considerable uncertainty. Against this background and due to the complex nature of the valuation, this matter was of particular significance in the context of our audit. 2. As part of our audit, we assessed the methodology used for the purposes of performing the impairment test, among other things. After matching the future cash inflows used for the calculation against the business plan of the Group, we assessed the appropriateness of the calculation, in particular by reconciling it with general and sector- specific market expectations. In addition, we assessed the appropriate consideration of the costs of Group functions. In the knowledge that even relatively small changes in the discount rate applied can have a material impact on the value of the entity calculated in this way, we focused our testing in particular on the param- eters used to determine the discount rate applied, and assessed the calculation model. In order to reflect the uncertainty inherent in the projections, we evaluated the sensitivity analyses performed by the Company. Taking into account the information available, we determined that the carrying amounts of the cash-generating units, including the allocated goodwill, were adequately covered by the discounted future cash flows. 171 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report Overall, the valuation parameters and assumptions used by the executive directors are in line with our expecta- tions and are also within the ranges considered by us to be reasonable. 3. The Company’s disclosures relating to inventories are contained in sections 3 and 24 of the notes to the consol- idated financial statements. 3. The Company’s disclosures on goodwill are contained in sections 3 and 19 of the notes to the consolidated finan- cial statements. Other Information The executive directors are responsible for the other infor- mation. The other information comprises the following non-audited parts of the group management report: 2. Recoverability of inventories 1. An amount of EUR 579.1 million (22.7 % of total assets) is reported under the “Inventories” balance sheet item in the Company’s consolidated financial statements. Inventories comprise EUR 279.0 million in raw materials, consumables and supplies, EUR 127.8 million in work in progress and EUR 172.3 million in finished goods. Inventories are meas- ured at the lower of cost and net realizable value. › the group statement on corporate governance pursuant to § 315d HGB included in section “Corporate Governance Report” of the group management report › the section “Non-financial key performance indicators” of the group management report. The other information comprises further Under certain circumstances, inventories may not be recoverable if the inventories are damaged or partially or completely obsolete or if their selling price is reduced. Raw materials, consumables and supplies used in the manufacture of inventories are not written down to a value that is lower than their cost if the finished goods in which they are used are expected to be sold at or above cost. The determination of the net realizable value of inventories depends to a large extent on the estimates of the executive directors with regard to the sales prices likely to be realized and, in particular in the case of raw materials, consumables and supplies, also with regard to their technical usability and planned use in the production of finished goods, and is therefore subject to considerable uncertainty. Against this background, this matter was of particular significance in the context of our audit. 2. As part of our audit, we assessed, among other things, the appropriateness of the measurement methods used to determine the net realizable values and, in particular, the consideration of risks arising from storage periods, reduced usability and lower prices on the sales market. Our assessment of the expected net realizable values took into account, not only past experience of the Company, but also current market developments. We also verified the calculation of write-downs on a sample basis. Based on our audit procedures, we were able to satisfy ourselves overall that the estimates made by the executive directors are sufficiently documented and substantiated to test the recoverability of the inventories. › the separate non-financial group report pursuant to § 315b Abs. 3 HGB › all remaining parts of the annual report – excluding cross- references to external information – with the exception of the audited consolidated financial statements, the audited group management report and our auditor’s report. Our audit opinions on the consolidated financial statements and on the group management report do not cover the other information, and consequently we do not express an audit opinion or any other form of assurance conclusion thereon. In connection with our audit, our responsibility is to read the other information mentioned above and, in so doing, to consider whether the other information › is materially inconsistent with the consolidated financial statements, with the group management report disclo- sures audited in terms of content or with our knowledge obtained in the audit, or › otherwise appears to be materially misstated. Responsibilities of the Executive Directors and the Supervisory Board for the Consolidated Financial Statements and the Group Management Report The executive directors are responsible for the preparation of the consolidated financial statements that comply, in all material respects, with IFRSs as adopted by the EU and the additional requirements of German commercial law pursu- ant to § 315e Abs. 1 HGB and that the consolidated financial 172 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report statements, in compliance with these requirements, give a true and fair view of the assets, liabilities, financial posi- tion, and financial performance of the Group. In addition the executive directors are responsible for such internal control as they have determined necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. In preparing the consolidated financial statements, the executive directors are responsible for assessing the Group’s ability to continue as a going concern. They also have the responsibility for disclosing, as applicable, matters related to going concern. In addition, they are responsible for financial reporting based on the going concern basis of accounting unless there is an intention to liquidate the Group or to cease operations, or there is no realistic alternative but to do so. Furthermore, the executive directors are responsible for the preparation of the group management report that, as a whole, provides an appropriate view of the Group’s position and is, in all material respects, consistent with the consolidated finan- cial statements, complies with German legal requirements, and appropriately presents the opportunities and risks of future development. In addition, the executive directors are responsible for such arrangements and measures (systems) as they have considered necessary to enable the preparation of a group management report that is in accordance with the applicable German legal requirements, and to be able to provide sufficient appropriate evidence for the assertions in the group management report. The supervisory board is responsible for overseeing the Group’s financial reporting process for the preparation of the consolidated financial statements and of the group man- agement report. The executive directors and the supervisory board are further responsible for the preparation of the remuneration report, including the related disclosures, which is included in a separate section of the group management report and complies with the requirements of § 162 AktG. They are also responsible for such internal control as they determine is necessary to enable the preparation of a remuneration report, including the related disclosures, that is free from material misstatement, whether due to fraud or error. Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements and of the Group Management Report Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and whether the group management report as a whole provides an appropriate view of the Group’s position and, in all material respects, is consistent with the consol- idated financial statements and the knowledge obtained in the audit, complies with the German legal requirements and appropriately presents the opportunities and risks of future development, as well as to issue an auditor’s report that includes our audit opinions on the consolidated financial statements and on the group management report. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with § 317 HGB and the EU Audit Regulation and in compliance with German Generally Accepted Standards for Financial Statement Audits promulgated by the Institut der Wirtschaft- sprüfer (IDW) will always detect a material misstatement. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements and this group management report. We exercise professional judgment and maintain profes- sional skepticism throughout the audit. We also: › Identify and assess the risks of material misstatement of the consolidated financial statements and of the group management report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our audit opinions. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrep- resentations, or the override of internal control. › Obtain an understanding of internal control relevant to the audit of the consolidated financial statements and of arrangements and measures (systems) relevant to the audit of the group management report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an audit opinion on the effectiveness of these systems. › Evaluate the appropriateness of accounting policies used by the executive directors and the reasonableness of estimates made by the executive directors and related disclosures. 173 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report › Conclude on the appropriateness of the executive directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncer- tainty exists related to events or conditions that may cast significant doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in the auditor’s report to the related disclosures in the consolidated finan- cial statements and in the group management report or, if such disclosures are inadequate, to modify our respective audit opinions. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to cease to be able to continue as a going concern. › Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements present the underlying transactions and events in a manner that the consolidated financial state- ments give a true and fair view of the assets, liabilities, financial position and financial performance of the Group in compliance with IFRSs as adopted by the EU and the additional requirements of German commercial law pursuant to § 315e Abs. 1 HGB. › Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express audit opinions on the consoli- dated financial statements and on the group management report. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinions. › Evaluate the consistency of the group management report with the consolidated financial statements, its conformity with German law, and the view of the Group’s position it provides. › Perform audit procedures on the prospective informa- tion presented by the executive directors in the group management report. On the basis of sufficient appropriate audit evidence we evaluate, in particular, the significant assumptions used by the executive directors as a basis for the prospective information, and evaluate the proper derivation of the prospective information from these assumptions. We do not express a separate audit opinion on the prospective information and on the assumptions used as a basis. There is a substantial unavoidable risk that future events will differ materially from the prospec- tive information. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we iden- tify during our audit. We also provide those charged with governance with a statement that we have complied with the relevant independence requirements, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, the related safeguards. From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter. Other legal and regulatory requirements Report on the Assurance on the Electronic Rendering of the Consolidated Financial Statements and the Group Manage- ment Report Prepared for Publication Purposes in Accordance with § 317 Abs. 3a HGB Assurance Opinion We have performed assurance work in accordance with § 317 Abs. 3a HGB to obtain reasonable assurance as to whether the rendering of the consolidated financial statements and the group management report ( hereinafter the “ESEF documents”) contained in the electronic file “DMG MORI_AG_KA+KLB20211231.zip” and prepared for publication purposes complies in all material respects with the requirements of § 328 Abs. 1 HGB for the electronic reporting format (“ESEF format”). In accordance with German legal requirements, this assurance work extends only to the conversion of the information contained in the consolidated financial statements and the group management report into the ESEF format and therefore relates neither to the infor- mation contained within these renderings nor to any other information contained in the electronic file identified above. In our opinion, the rendering of the consolidated financial statements and the group management report contained in the electronic file identified above and prepared for publi- cation purposes complies in all material respects with the requirements of § 328 Abs. 1 HGB for the electronic reporting 174 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report format. Beyond this assurance opinion and our audit opinion on the accompanying consolidated financial statements and the accompanying group management report for the finan- cial year from January 1 to December 31, 2021 contained in the “Report on the Audit of the Consolidated Financial State- ments and on the Group Management Report” above, we do not express any assurance opinion on the information con- tained within these renderings or on the other information contained in the electronic file identified above. Basis for the Assurance Opinion We conducted our assurance work on the rendering of the consolidated financial statements and the group manage- ment report contained in the electronic file identified above in accordance with § 317 Abs. 3a HGB and the IDW Assurance Standard: Assurance Work on the Electronic Rendering, of Financial Statements and Management Reports, Prepared for Publication Purposes in Accordance with § 317 Abs. 3a HGB (IDW AsS 410 (10.2021)) and the International Standard on Assurance Engagements 3000 (Revised). Our responsibility in accordance therewith is further described in the “Group Auditor’s Responsibilities for the Assurance Work on the ESEF Documents” section. Our audit firm applies the IDW Standard on Quality Management 1: Requirements for Quality Management in the Audit Firm (IDW QS 1). Responsibilities of the Executive Directors and the Supervisory Board for the ESEF Documents The executive directors of the Company are responsible for the preparation of the ESEF documents including the electronic renderings of the consolidated financial state- ments and the group management report in accordance with § 328 Abs. 1 Satz 4 Nr. [number] 1 HGB and for the tagging of the consolidated financial statements in accordance with § 328 Abs. 1 Satz 4 Nr. 2 HGB. In addition, the executive directors of the Company are responsible for such internal control as they have considered necessary to enable the preparation of ESEF documents that are free from material non-compliance with the requirements of § 328 Abs. 1 HGB for the electronic reporting format, whether due to fraud or error. The supervisory board is responsible for overseeing the process for preparing the ESEF documents as part of the financial reporting process. Group Auditor’s Responsibilities for the Assurance Work on the ESEF Documents Our objective is to obtain reasonable assurance about whether the ESEF documents are free from material non- compliance with the requirements of § 328 Abs. 1 HGB, whether due to fraud or error. We exercise professional judg- ment and maintain professional skepticism throughout the assurance work. We also: › Identify and assess the risks of material non-compliance with the requirements of § 328 Abs. 1 HGB, whether due to fraud or error, design and perform assurance procedures responsive to those risks, and obtain assurance evidence that is sufficient and appropriate to provide a basis for our assurance opinion. › Obtain an understanding of internal control relevant to the assurance work on the ESEF documents in order to design assurance procedures that are appropriate in the circumstances, but not for the purpose of expressing an assurance opinion on the effectiveness of these controls. › Evaluate the technical validity of the ESEF documents, i.e., whether the electronic file containing the ESEF documents meets the requirements of the Delegated Regulation (EU) 2019/815 in the version in force at the date of the consoli- dated financial statements on the technical specification for this electronic file. › Evaluate whether the ESEF documents provide an XHTML rendering with content equivalent to the audited consol- idated financial statements and to the audited group management report. › Evaluate whether the tagging of the ESEF documents with Inline XBRL technology (iXBRL) in accordance with the requirements of Articles 4 and 6 of the Delegated Regu- lation (EU) 2019/815, in the version in force at the date of the consolidated financial statements, enables an appro- priate and complete machine-readable XBRL copy of the XHTML rendering. Further Information pursuant to Article 10 of the EU Audit Regulation We were elected as group auditor by the annual general meeting on May 7, 2021. We were engaged by the supervisory board on June 25, 2021. We have been the group auditor of the DMG MORI AKTIENGESELLSCHAFT, Bielefeld, without interruption since the financial year 2020. 175 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Notes | Independent Auditor‘s Report We declare that the audit opinions expressed in this auditor’s report are consistent with the additional report to the audit committee pursuant to Article 11 of the EU Audit Regulation (long-form audit report). German public auditor responsible for the engagement The German Public Auditor responsible for the engagement is Carsten Schürmann. Reference to an another matter – Use of the Auditor’s Report Our auditor’s report must always be read together with the audited consolidated financial statements and the audited group management report as well as the assured ESEF documents. The consolidated financial statements and the group management report converted to the ESEF format – including the versions to be published in the Federal Gazette – are merely electronic renderings of the audited consoli- dated financial statements and the audited group manage- ment report and do not take their place. In particular, the “Report on the Assurance on the Electronic Rendering of the Consolidated Financial Statements and the Group Manage- ment Report Prepared for Publication Purposes in Accord- ance with § 317 Abs. 3a HGB” and our assurance opinion contained therein are to be used solely together with the assured ESEF documents made available in electronic form. Bielefeld, March 14, 2022 PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft Christian Landau Wirtschaftsprüfer (German Public Auditor) Carsten Schürmann Wirtschaftsprüfer (German Public Auditor) 176 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | Multiple Year Overview Multiple Year Overview D.100 | DMG MORI GROUP IFRS Sales revenues Domestic International % International Total work done Cost of materials Personnel costs Depreciation Financial result Earnings before taxes Annual profit / loss Adjusted results EBITDA EBIT EBT Profit share of shareholders in DMG MORI AG Fixed assets Intangible assets Tangible assets Financial assets 2015 2016 2017 2018 2019 2020 2021 € K 2,304,721 2,265,709 2,348,451 2,655,128 2,701,489 1,831,293 2,052,921 € K 762,079 737,069 712,094 821,499 769,203 553,035 652,806 € K 1,542,642 1,528,640 1,636,357 1,833,629 1,932,286 1,278,258 1,400,115 % 67 67 70 69 72 70 68 € K 2,351,957 2,262,352 2,367,881 2,667,935 2,706,063 1,809,839 2,079,481 € K 1,211,417 1,157,498 1,263,576 1,480,102 1,524,043 983,851 1,161,646 € K € K € K € K € K € K € K € K € K € K € K € K € K 545,457 571,971 550,655 595,897 592,365 486,946 522,714 57,181 30,763 217,261 159,585 65,720 -10,507 94,120 47,484 72,833 -5,248 63,729 -5,735 78,104 -5,120 176,382 214,786 219,166 118,363 149,530 154,442 75,025 -4,482 74,895 52,114 243,039 169,666 252,978 280,862 299,842 156,739 185,858 103,946 180,145 217,133 221,738 217,261 94,120 176,382 214,786 219,166 81,714 74,895 67,033 -2,408 121,586 85,566 190,806 123,772 121,586 149,396 44,820 117,442 148,257 151,874 51,893 84,165 742,773 749,526 677,948 686,506 815,922 737,861 836,545 209,911 463,733 69,129 195,276 486,370 67,880 190,681 440,005 47,262 190,372 434,880 61,254 199,546 506,579 109,797 211,178 464,468 62,215 221,388 468,686 146,471 Changes against previous year in % 12 18 10 15 18 7 -11 46 62 64 22 51 62 62 13 Current assets incl. deferred tax and deferred income € K 1,541,102 1,589,652 1,563,350 1,753,993 1,653,644 1,453,673 1,719,482 18 Inventories € K 522,259 505,041 547,662 625,381 611,810 538,683 579,091 Receivables incl. deferred tax assets + prepaid expenses Cash and cash equivalents Equity Subscribed capital Capital provisions Retained earnings and other reserves Non-controlling equity interests Outside capital Provisions Liabilities incl. deferred tax + income € K € K 466,716 552,127 687,886 396,725 652,283 363,405 975,931 152,681 887,829 154,005 791,501 123,489 898,495 241,896 € K 1,357,474 1,187,663 1,164,618 1,197,688 1,281,449 1,259,495 1,401,782 11 € K € K € K € K € K € K 204,927 498,485 204,927 498,485 204,927 498,485 204,927 498,485 204,927 498,485 204,927 498,485 204,927 498,485 507,487 146,575 444,346 458,095 489,823 563,702 542,253 39,905 3,111 4,453 14,335 13,830 681,341 17,029 926,401 1,151,515 1,076,680 1,242,811 1,188,117 932,039 1,154,245 24 246,042 255,233 271,025 305,253 325,805 305,674 347,929 € K 680,359 896,282 805,655 937,558 862,312 626,365 806,316 Balance Sheet total € K 2,283,875 2,339,178 2,241,298 2,440,499 2,469,566 2,191,534 2,556,027 17 Employees (annual average) Employees (31 Dec) Trainees Total employees 7,034 7,142 320 7,462 7,102 6,964 318 7,282 6,637 6,742 359 7,101 6,933 7,107 396 7,503 6,986 6,898 347 7,245 6,707 6,393 279 6,672 6,471 6,596 225 6,821 177 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | Multiple Year Overview D.100 | DMG MORI GROUP IFRS 2015 2016 2017 2018 2019 2020 2021 Changes against previous year in % Efficiency ratios Profit on sales (EBIT) = EBIT / Sales revenues Profit on sales (EBT) = EBT / Sales revenues Profit on sales (Annual result) = Annual result / Sales revenues Equity return = Annual result / Equity (as of 1 Jan) Return on total assets = EBT + interest on borrowed capital / average total assets ROI – Return on Investment = EBT / average total capital Sales per employee = Sales revenues / average number of employees (exc. trainees) EBIT per employee = EBIT / average number of employees (exc. trainees) ROCE – Return on capital employed = EBIT / Capital Employed Balance Sheet ratios Capitalisation ratio of fixed assets = fixed assets / total assets Working intensity of current assets = current assets / total assets Equity ratio = equity / total capital Borrowed capital ratio = borrowed capital / total assets Assets and liabilities structure = fixed assets / current assets Capital structure = equity / outside capital % % % % % % 8.1 9.4 6.9 12.6 10.1 9.6 4.6 4.2 2.1 3.5 4.6 4.1 7.7 7.5 5.0 9.8 8.1 7.7 8.2 8.1 5.6 8.2 8.1 5.7 12.8 12.9 9.6 9.2 9.4 8.9 4.5 4.1 2.8 4.1 3.6 3.2 6.0 5.9 4.2 6.8 5.4 5.1 € K 327.7 319.0 353.8 383.0 386.7 273.0 317.2 € K 26.4 14.6 27.1 31.3 31.7 12.2 19.1 % 16.8 9.4 16.1 16.1 15.3 5.7 8.2 33 44 50 66 50 59 16 57 44 -3 2 -5 6 -5 32.5 32.0 30.2 28.1 33.0 33.7 64.6 65.0 66.9 68.9 63.7 63.0 59.4 50.8 52.0 49.1 51.9 57.5 40.6 49.2 48.0 50.9 48.1 42.5 50.3 49.3 45.2 40.8 51.8 53.4 32.7 64.3 54.8 45.2 50.9 % % % % % % 146.5 103.1 108.2 96.4 107.9 135.1 121.4 -10 178 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | Multiple Year Overview D.100 | DMG MORI GROUP IFRS Ratios pertaining to financial position 1st class liquidity = liquid funds (from balance sheet) / short-term liabilities (up to 1 year) 2nd class liquidity = (liquid funds + short-term receiva- bles) / short-term liabilities (up to 1 year) 3rd class liquidity = (liquid funds + short-term receivables + inventories) / short-term liabilities (up to 1 year) Net financial liabilities = bank liabilities + bond / borrower’s note – liquid funds Gearing = net financial liabilities / equity Working Capital = current assets – short-term borrowed capital Net Working Capital = inventories + payments on account – customer prepayments + trade debtors – trade creditors – notes payable Capital Employed = equity + provisions + net financial liabilities Structural analysis ratios Turnover rate of raw materials and consumables = cost for raw materials and consumables / average inventories of raw materials and consumables Turnover rate of inventories = sales revenues / inventories Turnover rate of receivables = sales revenues / trade debtors Total capital-sales ratio = sales revenues / total capital (incl. deferred tax and deferred income) DSO (Days sales outstanding) = trade debtors / (sales revenues) × 365 Productivity ratios Intensity of materials = Cost of materials / Total work done Intensity of staff = Personnel costs / Total work done 2015 2016 2017 2018 2019 2020 2021 % 83.4 45.9 56.0 28.3 19.9 20.9 40,1 % 144.1 117.5 146.9 189.8 123.0 141.3 172,8 % 202.9 157.6 186.6 242.3 174.2 206.1 211,0 Changes against previous year in % 92 22 2 € million -500.3 -342.1 -316.9 -152.7 -154.0 -123.5 -241.9 -96 % – – – – – – – € million 681.1 574.3 540.3 326.5 291.4 279.4 320.4 15 € million 261.6 270.0 317.1 343.2 386.0 407.1 301.6 -26 € million 1,103.2 1,100.8 1,118.7 1,350.2 1,453.2 1,441.7 1,507.8 5 5.5 4.4 5.1 4.5 5.4 4.3 5.2 4.2 4.6 4.4 3.3 3.4 9.6 9.4 7.3 7.4 8.5 6.8 1.0 1.0 1.0 1.1 1.1 0.8 4.0 3.5 7.0 0.8 21 3 3 0 38.2 39.0 49.8 49.4 42.7 54.0 51.8 -4 51.5 51.2 53.4 55.5 56.3 54.4 23.2 25.3 23.3 22.3 21.9 26.9 55.9 25.1 3 -7 % % % % 179 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | Multiple Year Overview D.100 | DMG MORI GROUP IFRS 2015 2016 2017 2018 2019 2020 2021 Changes against previous year in % Cash flow & Investments Cash flow from operating activity Cash flow from investment activity Cash flow from financing activity Free Cashflow = cash flow from operating activity + cash flow from investment activity (exc. Cash flow from financial) Investments Share & valuation Market capitalisation Company value = Market capitalisation + bank liabilities + bills of exchange + other liabilities + pension provisions – liquid funds Earnings per share = result after minority interests / number of shares Price-to-earnings ratio (P / E) = market capitalisation / EBT Company value-EBITDA-ratio = company value / EBITDA Company value-EBIT-ratio = company value / EBIT Company value sales ratio = company value / sales revenues € million 142.7 124.0 171.7 230.4 234.1 67.3 224.9 264 € million 18.9 -198.3 -9.7 -315.1 -114.2 21.7 -83.8 -486 € million -44.3 -52.5 -190.7 -123.5 -118.9 -117.1 -44.7 62 € million € million 32.0 130.6 42.5 88.1 142.4 41.8 154.2 90.7 168.8 155.1 15.7 81.2 179.9 89.1 -1046 10 € million 3,001.4 3,401.8 3,627.2 3,397.1 3,337.9 3,239.4 3,322.2 3 € million 2,624.0 3,187.4 3,414.9 3,370.1 3,301.2 3,218.5 3,175.3 -1 € 1.90 0.57 1.49 1.88 1.93 0.66 13.8 36.1 20.6 15.8 15.2 43.3 10.8 18.8 13.5 12.0 11.0 20.5 14.1 30.7 19.0 15.5 14.9 39.4 1.1 1.4 1.5 1.3 1.2 1.8 1,07 27.3 16.6 25.7 1.5 62 -37 -19 -35 -17 180 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | List of graphs and tables List of graphs and tables BUSINESS REPORT DMG MORI AKTIENGESELLSCHAFT A. THE BASIS OF THE GROUP A.01 Group structure A.02 Key financial and performance indicators A.03 Key figures of the DMG MORI AKTIENGESELLSCHAFT share | ISIN: DE0005878003 A.04 DMG MORI AKTIENGESELLSCHAFTShare – January to December 2021 A.05 Remuneration granted and payable to the Supervisory Board A.06 Comparison of annual change in Supervisory Board remuneration A.07 Target and maximum remuneration (remuneration components 2021) A.08 Comparison of annual change in Executive Board’s remuneration (section 162 (1) no. 2 AktG) A.09 Remuneration granted and payable, incl. waivers (section 162 (1) sent. 1 AktG) A.10 Research and development in a year by year view B. ECONOMIC REPORT B.01 Income Statement B.02 Cash flow B.03 Free cash flow B.04 Balance sheet of DMG MORI B.05 Income statement of DMG MORI AKTIENGESELLSCHAFT (German Commercial Code – (HGB)) B.06 Balance Sheet of DMG MORI AKTIENGESELLSCHAFT (German Commercial Code – (HGB)) B.07 Segment Key indicators DMG MORI B.08 Key Figures “Machine Tools” segment B.09 Key Figures “Industrial Services” segment B.10 Key Figures “Corporate Services” segment C. OPPORTUNITIES AND RISK REPORT C.01 C.02 Probability of occurrence Possible financial effect C.03 Overview of the significant risk fields CONSOLIDATED FINANCIAL STATEMENTS OF DMG MORI AKTIENGESELLSCHAFT D. CONSOLIDATED FINANCIAL STATEMENT D.01 Consolidated income statement D.02 Consolidated statement of other comprehensive income D.03 Consolidated cash flow statement D.04 Consolidated balance sheet D.05 Development of group equity Page 41 42 46 46 52 53 57 59 59 63 72 73 73 75 76 76 78 79 81 82 89 89 90 97 98 99 100 102 181 Annual Report 2021

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CONSOLIDATED FINANCIAL STATEMENTS | Further Information | Forward-Looking Statements Forward-Looking Statements This report contains forward-looking statements, which are based on current estimates of the management regarding future develop- ments. Such statements are based on the managementʼs current expectations and specific assumptions. They are subject to risks, uncertainties and other factors, as well as to the effects of the corona pandemic, that could cause the actual circumstances including the results of operations, financial position and net worth of DMG MORI AKTIENGESELLSCHAFT to differ materially from or be more negative than those expressly or implicitly assumed or described in these statements. The business activities of DMG MORI AKTIENGESELLSCHAFT are subject to a range of risks and uncer- tainties, which may likewise render a forward-looking statement, estimate or forecast inaccurate. DMG MORI AKTIENGESELLSCHAFT is strongly affected, in particular, by changes in general economic and business conditions (including margin developments in the most important business areas as well as the consequences of a recession) as these have a direct effect on processes, suppliers and customers. Due to their differences, not all business areas are affected to the same extent by changes in the economic environment; significant differences exist with respect to the timing and extent of the effects of any such changes. This effect is further intensified by the fact that, as a global entity, DMG MORI AKTIENGESELLSCHAFT operates in various markets with very different economic rates of growth. Uncertainties arise inter alia from the risk that customers may delay or cancel orders or they may become insolvent or that prices become further depressed by a persistently unfavorable market environment than that which we are expecting at the current time; developments on the financial markets, including fluctuations in interest rates and exchange rates, in the price of raw materials, in borrowing and equity margins as well as financial assets in general; growing volatility on the capital markets and a deterioration in the conditions for the credit business as well as a deterioration in the future economic success of the core business areas in which we operate; challenges in integrating major acquisitions and in implementing joint ventures and achieving the expected synergy effects and other essential portfolio measures; the introduction of competing products or technology by other com- panies or the entry onto the market of new competitors; a change in the dynamics of competition (primarily on developing markets); a lack of acceptance of new products and services in customer target groups of DMG MORI; changes in corporate strategy; interruptions in the supply change, including the inability of a third party, for example due to natural catastrophes, to supply pre-fabricated parts, components or services on schedule; the outcome of public inves- tigations and associated legal disputes as well as other measures of public bodies; the potential effects of these investigations and proceedings on the business of DMG MORI AKTIENGESELLSCHAFT and various other factors. Should one of these factors of uncertainty or other unforeseeable event occur, or should the assumptions on which these statements are based prove incorrect, the actual results may differ materially from the results stated, expected, anticipated, intended, planned, aimed at, estimated or projected in these statements. DMG MORI AKTIENGESELLSCHAFT neither intends to nor does DMG MORI AKTIENGESELLSCHAFT assume any separate obligation to update any forward-looking statements to reflect any change in events or developments occurring after the end of the reporting period. Forward-looking statements must not be understood as a guarantee or as assurances of future developments or events contained therein. There are two companies using the name “DMG MORI”: DMG MORI AKTIENGESELLSCHAFT with registered office in Bielefeld, Germany, and DMG MORI COMPANY LIMITED with registered office in Tokyo, Japan. DMG MORI AKTIENGESELLSCHAFT is (indirectly) controlled by DMG MORI COMPANY LIMITED. This report refers exclusively to DMG MORI AKTIENGESELLSCHAFT. If reference is made in this report to “DMG MORI”, this refers exclusively to DMG MORI AKTIENGESELLSCHAFT and its controlled companies within the meaning of Section 17 of the German Stock Corporate Act (Aktiengesetz – AktG). If reference is made to “Global One Company”, this refers to the joint activities of DMG MORI COMPANY LIMITED and DMG MORI AKTIENGESELLSCHAFT including all subsidiary companies. Financial Calendar 16 March 2022 Annual Press Conference 4 August 2022 Publication of the Annual Report 2021 Analystsʼ Conference Report for the 1st Half-Year 2022 (1 January to 30 June) 27 April 2022 Release for the 1st Quarter 2022 (1 January to 31 March) 7 November 2022 Release for the 3rd Quarter 2022 (1 January to 30 September) 6 May 2022 120th Annual General Meeting 12 May 2023 121st Annual General Meeting Subject to alteration 182 Annual Report 2021

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Resource conservation For sustainability reasons, DMG MORI AKTIENGESELLSCHAFT has been offering annual and interim reports only digitally since 2021. All financial reports are available at: en.dmgmori-ag.com/investor-relations/financial-reports We will also gladly send you the PDF file and the link to the e-paper or online version by e-mail. Please let us know your e-mail address at: ir@dmgmori.com or phone: + 49 (0) 52 05 / 74-3001. Annual Report 2021 // digital highlights Annual Report 2021 // interactive e-paper + highlights and interactive information gb.dmgmori-ag.com/en + with videos, links and further information gb.dmgmori-ag.com/en/e-paper/ YOUR CONTACT TO DMG MORI AKTIENGESELLSCHAFT Gildemeisterstraße 60 D-33689 Bielefeld Local Court Bielefeld HRB 7144 ISIN: DE0005878003 Phone: + 49 (0) 52 05 / 74 - 0 Fax: E-Mail: info@dmgmori.com + 49 (0) 52 05 / 74 - 3273 Corporate Communications // Investor Relations Tanja Figge Phone: + 49 (0) 52 05 / 74-3001 Fax: E-Mail: ir@dmgmori.com + 49 (0) 52 05 / 74-45 3001 www.dmgmori.com