1. 2016 Annual Results Announcement
Dongfeng Motor Group
2016 Annual Results Announcement

2. Company Declaration
All information presented here is publicly available and for the purpose of understanding the operation and development planning of the Company. The Company might adjust the contents without pre-note in any forms. Besides, investors should note that the data presented in this document does not constitute an invitation to trade the Company’s stock and does not guarantee the performance of the stock in the future. 2

3. Content 2016 PRC Auto Industry Overview 2016 DFG Business Performance
2016 DFG Finance Performance
2017 Business Outlook 1 2 3 4 3

4. 2016 PRC Auto Industry Overview4

5. 2016 PRC Auto Industry Overview Sales Highlights
PRC Economy Operated within an Appropriate Range
Industry Growth Higher than Expected
PV Reached Historical High
CV Achieved Strong Rebound
NEV Sales Top the Global Market
Growth Rate Slowed down
数据来源：国家统计局、中国汽车工业协会

6. 2016 PAuto Industry Overview Operation Highlights
Purchase Tax Policy Boosted Smaller-displacement Vehicle Sales
Own Brand Market Share further Increased owing to Improved Capability
Consumption Upgrade Led to Continuous Improvement of SUV Market Share
Regulation Change & Improvement of
Transportation Efficiency Promoted HDT Sales
二零一六年中国汽车行业运行特点：
二零一六年在汽车购置税政策的推动下，小排量汽车销量快速增长，增速达到 19.9%，高于行业平均增速，而1.6L以上排量汽车销量与2015年基本持平。
随着收入的提高，消费者从基础的可靠性需求转向感官品质、更高性能的需求,自主 品牌品质升级较好的满足了消费升级需求，2016年中国自主品牌乘用车销量首次超过 千万辆，共销售 万辆，同比增长20.5%，占乘用车销售总量的43.2%，占有率比 上年同期提升近2个百分点。
二零一六年，SUV市场在消费需求稳定、新品供给增加等多种因素推动下，继续保持 高速增长，全年共销售905万辆，同比增长45%，占乘用车的比例达到37.1%，比去年同 期提升7.7个百分点，市场占有率进一步提升。
二零一六年，由于中重卡需求结构升级、运输效率提升带来的换购刚需以及全国范 围内大力治理超载带来的运力不足，促使中重卡市场快速反弹，全年中重卡市场先抑 后扬，特别是九月以后出现爆发式增长，全年共销售96万辆，同比增长28%。
数据来源:公司数据、乘联会数据

7. 2016 DFG Business Performance7

8. 2016 DFG Business Performance
Sales Performance
2016 Sales
（unit）
YoY Growth
（%）
Market Share （%） PV
2,787,756
10.6
11.4
Sedan
1,387,480
2.6
SUV
1,154,860
23.9
12.8
MPV
245,416
4.1
9.8 CV
369,054
6.9
10.1
Truck
327,300
10.4
10.5
Bus
41,754
-14.5
7.7
Total
3,156,810
11.3
Source: Company Data

9. JV Business: Continued Development Own Brand Business: Steady Growth
2016 DFG Business Performance
JV & Own Brand Forge Ahead Together
JV Business: Continued Development
Own Brand Business: Steady Growth
DF Nissan: Achieved 1.1mn Sales , i3 Business Plan launched, with focus on intelligent driving
Own Brand PV: Total sales reached 549K units,
representing a
YoY growth
of 10.4%
DPCA: Managed to achieve 600K units sales under a difficult circumstance. Launched“5A+” mid-term business plan.
Own Brand CV:
Total sales reached 358K units, representing a YoY growth of 8%
DF Honda: Achieved 500K units sales, boosting sales & profit performance to
a new high. Started construction of 3rd plant.

10. Facing the Future, Proactively Advance NEV Business
2016 DFG Business Performance
NEV Business Performance
Facing the Future, Proactively Advance NEV Business
5 Core resources mastered, with development in 8 key technology and innovation in 3 business modes.
Strategic Agreement signed with CATL & Shenzhen Hangsheng
25 NEV Models Entered 4th batch
National NEV Catalogue
NEV PV: Total sales of 7292 units, triple that of 2015
NEV CV: Total sales of units, 28% YoY growth
Optimize NEV Management Structure and Function
Centralize NEV Business Management & Coordinate Resources

11. 2016 DFG Business Performance
Continuous Innovation in New Technology
Mastered Core Technology in 4 Major Areas
Explore Automatic Driving Technology
Mastered Vehicle Control Technology
Capable of developing whole vehicle & power train, with improved car body designing capability PV
Capable of developing whole series of HDT,MDT, LCV. CV comprehensive R&D capability taking a domestic leading position. CV
Mastered NEV key technology such as the whole vehicle control technology and NEV core components matching & testing capability.
NEV
Capable of developing a whole series of high mobility off-road military vehicles, key parts & components and systems.
Military Vehicle

12. 2016 DFG Business Performance
International Business
Continuously Advance International Cooperation and Opening up
PSA auto business made a breakthrough upon successfully completing “Back in the Race” business plan. “Push to Pass”plan is now in function.
Continuously enhancing the Group’s global R&D layout, with joint development of CMP and eCMP platforms with PSA.
Major breakthrough achieved in the Group’s overseas business transition. DF Fengshen constructed its overseas KD assembly line.
Carry out strategic talent-training project , dispatching staff to work temporarily in Nissan and Renault, exchanging staff between DFG and PSA, aiming to train and introduce more high level talents from both home and abroad.
Source: Company Data

13. 2016 DFG Business Performance
Auto Finance Business
Steady and Sustainable Development of Auto Finance Business
Steady Growth of Profitability
Continuous Improvement of Penetration Rate
Source: Company Data

14. 2016 DFG Finance Performance3
2016 DFG Finance Performance

15. 2016 DFG Finance Performance
Highlights
Unit: RMB mn
The Group（Equity ）
2016
2015
rate
Revenue
122,422
126,566
-3.3%
Selling Cost
104,905
109,637
-4.3%
Shares of profits & losses of JVs
11,665
10,422
11.9%
Shares of profits & losses of Associates
1,897
1,297
46.3%
Profit before Tax
15,739
14,065
Net profit attributable to equity holders of the parents
13,355
11,550
15.6%
Source: Company Data

16. 2016 DFG Finance Performance
Sales Revenue
Source: Company Data

17. Control Cost on a Rational Level Steady Improvement of Profitability
2016 DFG Finance Performance
Equity
Control Cost on a Rational Level
Steady Improvement of Profitability
Capex
Healthy Debt Ratio
单位：亿元
Source: Company Data

18. 4
2017 Business Outlook

19. 2017 Business Outlook Industry Growth Guidance
5% Industry Growth in 2017
Opportunities：
Supply-side structural reform will be further
deepened, with industry & market structure
further optimized
Urbanization process will be accelerated
Fast expanding of middle class
After 80’& 90’generation becoming major
force of consumption
Improved sales of household second cars
Intelligent and connected cars becoming the
future trend
Challenges:
Increased uncertainty of global economy
prospects, with rising trade protectionism
Slow down domestic GDP growth
Price hike of bulk commodity and raw materials
Unstable foreign exchange rate
Change of travel modes
More stringent emission regulations
Intensified market competition
Increased purchase tax and reduced NEV subsidy
5% industry growth
Source: company data

20. 2017 Business Outlook DFG Sales Guidance 2016 Sales （0,000）
2017 Target
Growth
Rate
2017
New Models
DFG
315.7
> 335.6
> 6.3% PV
278.8
> 297.3
> 6.6%
DF Nissan
100.4
> 101
> 1.0%
P02F
DF Venucia
11.4
> 14
> 34.8%
322/341
DF Infinite
2.6
> 2.6
> 0%
DPCA
60.0
> 63
> 5.0%
C84/P87
DF Honda
57.0
> 10.5%
2LD/CRV换代
DF Fengshen
15.1
> 16.3
> 7.7%
D27
DF Liuqi PV
26.1
> 27
> 3.4%
F700
DF Renault 3
> 6
> 100% CV
36.9
> 38.3
> 3.8%
Source: company data

21. 2017 Business Outlook Key Work Points Major Focus
Enhance Independent Innovation & Strengthen Own Brand Development
Quickly respond to market change and continuously advance the development of strategic products
Speed up the rebuilding of DFG’s CV leading edge
Greatly improve own brand PV core capability
Speed up Strategic Layout
Accelerate development of auto related business, parts & components business , intelligent and connected cars business
Strengthen strategic brand management
Reinforce scientific and technological innovation capability
Deepen cooperation and opening up
Strengthen competitive edge
Upgrade Marketing Capability
Oriented by customer value, strengthen market research and clearly identify product positioning, product definition , pricing and proper launch time.
Construct the Group’s marketing capability evaluation system
Provide all-around high quality auto products and service to the consumers
Promote Healthy and Fast
Development of Clean Energy Vehicle
Intensify accumulation and control of core technology
Speed up demonstration and promotion of NEV business
Construct the Group’s CAFC and NEV credit management system

22. Q&A