Automotive   |   Mercedes-Benz Group AG
Merger of Growth  
Annual Report 1998  
DaimlerChrysler  
9
DM  
8
1)  
98  
US $  
98  
97  
96  
2)  
Amounts in Millions  
Revenues  
257,744 154,615 131,782 117,572 101,415  
Europe  
94,794 56,868 48,468  
127,716 76,616 65,300  
42,115  
37,270  
United States  
56,615 49,485  
18,014 18,842 14,660  
Other markets  
35,234 21,136  
Employees (at Year-End)  
Research and Development Costs  
Investments in Property, Plant and Equipment  
Cash Provided by Operating Activities  
Operating Profit  
441,502 425,649 418,811  
13,090  
15,950  
7,853  
9,568  
6,693  
8,155  
6,501  
8,051  
5,751  
6,721  
32,625 19,571  
16,807 10,082  
16,681  
8,593  
6,576  
12,337  
6,230  
5.252  
9,956  
6,212  
Net Operating Income  
Net Income  
12,862  
9,428  
10.09  
10,212  
10.90  
4,608  
4.60  
7,716  
5,656  
6.05  
-
4,820 4,0573)  
4,022  
Per Share  
5.16  
5,221  
5.58  
4.283)  
4.24  
Net Income Adjusted 4)  
Per Share Adjusted 4)  
Total dividend  
6,126  
6.55  
4,057  
-
-
-
-
4.28  
2,764  
2.76  
2,356  
2.35  
-
-
Dividend per Share  
1
)
Conversion rate: € 1 = DM 1.95583  
Rate of exchange: € 1 = US $ 1.1733  
2)  
(based on the noon buying rate on Dec. 31, 1998 of US $1 = DM 1.6670 and the conversion rate of € 1 = DM 1.95583);  
the average US $/DM rate of exchange in 1998 was 1.7597.  
3)  
4)  
Excluding one time positive tax effects, especially special pay-out of € 10.23 (DM 20) per share.  
Excluding nonrecurring items: 1998 before merger costs; 1997 excluding one-time positive tax effects,  
especially special payout of € 10.23 (DM 20) per share.  
9
US $  
8
98  
97  
Percentage of Sales  
Amounts in Millions  
PASSENGER CARS  
Operating Profit  
Revenues*)  
2,338  
38,234  
2,341  
1,993  
32,587  
1,995  
1,716  
27,555  
1,885  
Mercedes-Benz  
®
smart  
Investments in Property,  
Plant and Equipment  
R&D  
2,264  
1,930  
922,795  
95,158  
1,583  
715,055  
91,753  
Unit Sales  
Employees (12/31)  
9
US $  
8
98  
97  
Amounts in Millions  
PASSENGER CARS & TRUCKS  
Operating Profit  
Revenues*)  
4,942  
66,101  
4,599  
4,212  
56,340  
3,920  
3,368  
51,942  
4,501  
Chrysler  
Plymouth  
Jeep®  
Investments in Property,  
Plant and Equipment  
Dodge  
R&D  
1,989  
1,695  
1,512  
Unit Sales  
Employees (12/31)  
3,093,716 2,886,981  
123,180  
118,639  
9
US $  
8
98  
97  
Amounts in Millions  
COMMERCIAL VEHICLES  
Operating Profit  
Revenues*)  
1,110  
27,175  
976  
946  
23,162  
832  
342  
20,012  
601  
Mercedes-Benz  
Freightliner  
Sterling  
Investments in Property,  
Plant and Equipment  
Setra  
R&D  
837  
714  
489,680  
89,711  
602  
417,384  
85,071  
Unit Sales  
Employees (12/31)  
*
Unconsolidated figures of the business.  
9
US $  
8
98  
97  
Amounts in Millions  
CHRYSLER FINANCIAL  
SERVICES  
A-Class  
15 %  
42%  
28%  
6%  
Operating Profit  
765  
652  
2,877  
3,513  
586  
2,407  
3,405  
C-Class, CLK, SLK  
E-Class  
Revenues *)  
3,376  
Employees (12/31)  
S-Class/SL  
M-Class/G-Class  
smart  
7%  
2%  
9
US $  
8
98  
97  
Amounts in Millions  
SERVICES  
Operating Profit  
Revenues *)  
460  
11,232  
334  
392  
9,573  
285  
246  
7,924  
193  
Financial Services  
IT Services  
Telecom Services  
Investments in Property,  
Plant and Equipment  
Employees (12/31)  
20,221  
14,898  
Passenger Cars  
Trucks  
31%  
23%  
22%  
24%  
Minivans  
Sport-Utility Vehicles  
9
US $  
8
98  
97  
Amounts in Millions  
AEROSPACE  
Operating Profit  
Revenues *)  
731  
10,290  
382  
623  
8,770  
326  
284  
7,816  
255  
Commercial Aircraft  
Military Aircraft  
Space Systems Infrastructure  
Satellites  
Defense and Civil Systems  
Aeroengines  
Investments in Property,  
Plant and Equipment  
R&D  
2,402  
2,047  
2,233  
Employees (12/31)  
45,858  
43,521  
Vans  
44%  
Light and Medium  
Duty Trucks/Unimogs  
20%  
29%  
7%  
9
US $  
8
98  
97  
Heavy Duty Trucks  
Buses  
Amounts in Millions  
OTHERS  
Operating Profit  
Revenues *)  
(171)  
4,019  
935  
(146)  
3,426  
797  
(225)  
3,896  
635  
Investments in Property,  
Plant and Equipment  
R&D  
360  
307  
571  
Employees (12/31)  
32,581  
37,844  
O
U
R
P
U
R
P
O
S E  
is to be a global provider of automotive and transportation  
products and services, generating superior value for our customers,  
our employees and our shareholders.  
O
U
R
M
I
S
S
I
O N  
is to integrate two great companies to become a world enterprise  
that by 2001 is the most successful and respected automotive and  
transportation products and services provider.  
C
O
N
T
E
N
T S  
Chairmen's Letter 2  
We will accomplish this by constantly delighting our customers with  
the quality and innovation of our products and services, resulting from  
the exellence of our processes, our people and our unique portfolio  
of strong brands.  
Board of Management 8  
The Merger 10  
People of DaimlerChrysler 12  
Brands and Products 14  
Business Review 18  
The DaimlerChrysler Shares 22  
Outlook 24  
Operating Activities 26  
DaimlerChrysler Worldwide 48  
Research and Technology 50  
DaimlerChrysler and the Environment 52  
Human Resources 54  
Analysis of the Financial Situation 56  
Financial Statements 66  
Consolidated Revenues  
Operating Profit  
Earnings per Share*)  
in €  
in Billions of g  
in Billions of g  
Supervisory Board 112  
Report of the Supervisory Board 114  
Major Subsidiaries 116  
1
50  
25  
00  
6
5
4
3
2
1
0
1
8
6
4
2
Five-Year Summary 118  
1
Addresses/Information 119  
7
5
5
0
96  
97  
98  
96  
97  
98  
9
6
97  
98  
*) Adjusted for non-recurring items.  
Dear Shareholders and Employees:  
998 was a historic year. A year all of us will remember.  
1
It saw the creation of DaimlerChrysler – a new company formed from a merger which was  
completed in record time and with the overwhelming support of you, our shareholders and our  
employees. A new company with a proud combined heritage, with unparalleled products and  
brands, and with extraordinary opportunities that neither Daimler-Benz nor Chrysler alone  
could have dreamed of.  
A GREAT START. The people of DaimlerChrysler have made a great start in turning this potential  
into performance.  
In 1998:  
2
½
Revenues grew to € 131.8 billion (US $146.5 billion), up 12 % compared to combined 1997  
results.  
½
½
Operating profits increased to € 8.6 billion (US $9.6 billion), up 38 %.  
Net income, excluding extraordinary one-time costs related to the merger, grew to € 5.2  
billion (US $6.1 billion), up 29 %.  
½
½
½
Earnings per share grew by 30 % to € 5.58 (US $6.55), again excluding extraordinary one-  
time costs related to the merger.  
We sold more than 4.4 million cars, light trucks and commercial vehicles, and gained market  
share in virtually every market in which we operate – despite intense competition.  
DaimlerChrysler Services (debis) achieved record results and further strengthened its  
competitive position.  
½
½
DaimlerChrysler Aerospace (Dasa) had its best year ever.  
As a result of our strong performance, DaimlerChrysler created 19,000 new jobs.  
These results are a tribute to the hard work and dedication of our people. They show that all of  
us kept our eye on the ball, despite the extra work involved in the merger.  
With what we have achieved so far, with the way in which we are bringing the two companies  
together, with our exciting plans for the future: DaimlerChrysler is in pole position to deliver  
extraordinary value to our customers, our shareholders and our employees in the years ahead.  
DELIVERING VALUE. Our proposal to declare a dividend of € 2.35 per share, reflects our  
commitment to shareholder value. For former Chrysler shareholders, this represents a  
continuation of the high dividend levels of recent years. For former Daimler-Benz shareholders,  
it is a significantly better return than in the past.  
Also, we are the first company in the world to introduce a “global share,” which is traded as a  
registered share – without the need for depository receipts – on 21 stock exchanges worldwide.  
We were one of the first companies to adopt the new European currency, the euro, as our  
corporate currency. By moving early, we already reap competitive benefits from this change.  
And this annual report is one of the first ever to report in euro.  
 
We initiated a public offering of more than 20 % of our mobile communication service provider,  
debitel; and we are taking full control of Adtranz, our rail systems business, in order to turn the  
company around.  
Most importantly, we are now adopting a tough new yardstick for evaluating the performance of  
each of our business units compared to our cost of capital – return on net assets, or “RONA”.  
We established a minimum target of 15.5 % RONA before tax. However, we push each business to  
do much better and achieve returns that match or exceed those of their best competitors’.  
At corporate level, taking into account items like financing and taxes, we earn our cost of capital  
when we achieve at least 9.2 % RONA after tax. In 1998, the stellar performance of our  
businesses returned 11.6 % RONA after tax at corporate level, compared to 10.2 % in 1997.  
Robert J. Eaton  
Jürgen E. Schrempp  
3
CREATING THE NEW COMPANY. We aim to be truly one company – the world's leading  
automotive and transportation products and services company.  
Already, we are on our way.  
In just the first 100 days of your company, we made great strides in bringing together all key  
organizational functions so that our people can focus immediately on building the new company.  
We combined:  
½
our procurement functions – the first step toward leveraging our combined annual purchasing  
power of € 80 billion (US $94 billion);  
½
½
our sales and marketing organization – to maximize the strength and reach of our products;  
almost all of our staff functions, including quality assurance, corporate finance, legal,  
communications, and our information technology departments, which have been combined  
under one Chief Information Officer;  
½
½
½
our worldwide executive management development – to rapidly align performance evaluation  
and career planning;  
our research and development activities for diesel engines, electric vehicles and fuel cell  
vehicles into single dedicated teams – combining expertise and eliminating overlap;  
our financial services businesses – making DaimlerChrysler Services (debis) the world’s  
fourth largest non-bank financial services company with € 70 billion (US $82 billion) in  
assets.  
All told, we are well on track to delivering our “synergy” target of € 1.3 billion (US $1.4 billion)  
in bottom-line profit improvement for 1999.  
But for us integration is much more than just combining org charts. It's about bringing people  
together – in a way to really make this new company greater than the sum of its parts.  
Right now, all across the world, people in DaimlerChrysler are working together to find new  
ways of doing things. No longer doing them in “the Chrysler way” or “the Daimler-Benz way”,  
but shaping new solutions based on the strength of the diverse views and experiences that have  
made them so successful in the past.  
4
This is not always easy, and discussions sometimes get quite heated. But new and better  
DaimlerChrysler ways” of doing things are emerging. Because the best ideas often germinate in  
the warm soil of constructive conflict.  
Of course, integrating two highly successful organizations is quite a challenge. To meet this  
challenge, we have set up an integration process that brings together key people in functional  
and cross-functional teams. Their task is to explore an ever increasing number of integration  
opportunities – currently around 100 major areas with nearly 1,300 subprojects – and then to  
quickly implement action plans. The teams report directly to us and the other DaimlerChrysler  
executives who make up the Chairmen’s Integration Council. Built into this process is a sense of  
urgency and a high degree of accountability.  
From the outset, the teams agreed on some simple guiding principles. The best value-creating  
ideas get priority. The people who can implement solutions must be involved. Put pragmatism  
before perfectionism – better to be 80 % right now, than 100% too late. Rapid implementation of  
agreed solutions. “Lessons learned” are captured and shared across the company.  
This integration process acts like a catalyst within DaimlerChrysler – creating a new culture  
with new ways of thinking and interacting with one another. We can already see it happening.  
There is excitement. There is real commitment to achieving success. Close professional and  
personal relationships are being forged. Breakthroughs are happening every day.  
For instance, we saw this spirit in action recently when close to 100 specialists revamped a  
plant in Graz, Austria, where we had already been building the Jeep Grand Cherokee. Strong  
®
demand in Europe brought the opportunity to add capacity for our Mercedes-Benz M-Class.  
To maximize efficiencies, one group wanted to build both vehicles on the same production line.  
Another group wanted separate plants to keep the Jeep and Mercedes-Benz brands as separate  
®
as possible. After some initially tense exchanges, they came up with a win-win solution – same  
plant, separate production lines – that will enable the plant to deliver an additional 30,000  
Mercedes-Benz M-Classes annually to European markets starting in the summer of 1999. As a  
result, we will achieve bottom-line benefits worth € 280 million (US $330 million).  
From this cross-fertilization of ideas between our European and North American plants, we will  
also save money and improve quality in our new Jeep facility that is currently under  
®
construction in Toledo, Ohio.  
In sales and marketing, we launched a major initiative to further enhance brand image while  
eliminating overlap in back office functions and logistics. For instance, we will cut advertising  
costs by focusing our global media buying on fewer agencies. And we are jointly harnessing  
cutting-edge information to enhance our customer relationship management and dealer  
communication systems.  
This process of coming together as one is already paying off. It is opening up new opportunities  
and creating a platform from which we will drive forward.  
OPPORTUNITIES FOR GROWTH. Going forward, your company enjoys some impressive  
opportunities. In the past, in order to recoup our investment, we had to pass on to competitors  
the innovative and world-leading technologies developed by Mercedes-Benz. Now we can keep  
these innovations in the family and use them to our distinct competitive advantage to enhance  
our own products and brands.  
Through our joint venture with Ballard of Canada, we lead the world in fuel cell technology. We  
are working flat out with the goal of being the first to put an attractive and viable range of fuel  
cell vehicles into the market. As the next step in the development of our Jeep Commander  
®
sports utility vehicle concept, for example, we plan to incorporate the fuel cell technology from  
the world’s first methanol-powered fuel cell car, developed by Mercedes-Benz.  
We are well positioned to increase market share in North America by breaking into new market  
5
segments. We intend to grow in Europe by expanding sales of Chrysler and Jeep products with  
®
the support of our extensive Mercedes-Benz distribution network. We are also laying the  
groundwork in Asia, Latin America and other emerging markets, so as to be ready to expand  
when they recover. And in commercial vehicles, our teams have already identified a number of  
exciting, all-new product opportunities.  
New opportunities are also opening up in our other businesses as well. Through  
DaimlerChrysler Services (debis), we are focusing on global growth in financial services,  
IT services and telecommunications. The combined strengths of our financial services will give  
us a formidable competitive platform, particularly in North America. We also expect to grow  
by applying our combined financial expertise across the full range of transportation products.  
And through DaimlerChrysler Aerospace (Dasa), we will continue to build on our excellent  
international position through our involvement, for example, in Airbus commercial aircraft, in  
military aircraft and in space technologies. DaimlerChrysler Aerospace will clearly be a major  
player in European and global consolidation.  
THE KIND OF COMPANY WE WANT TO BE. In the future, we will be operating in a whole new  
competitive landscape – dominated by increasingly global multibrand automotive companies.  
In this environment, what will make DaimlerChrysler special?  
Let us tell you what kind of company we want DaimlerChrysler to be.  
A PASSION FOR CREATIVITY. Above all, we will preserve, nurture and build upon the spirit that  
runs like a golden thread through everything we do – a spirit of adventure, a spirit of creativity,  
a relentless pursuit of quality, and an all-pervading sense of urgency. Every day we realize more  
and more that wherever we are in the world, we speak the same language: the language of  
passion – to design, build and sell great products that customers love.  
Look at our upcoming new Chrysler PT Cruiser. Its fun, groundbreaking design promises to  
carve out a whole new niche for us in North America and, possibly, in Europe.  
Or at our new Mercedes-Benz S-Class. With its elegant lines and breakthrough innovations, it is  
redefining the premium car market worldwide and setting new standards in automotive  
technology.  
The same passion that drove the development of these cars inspires innovation in all areas of  
our business – from research to design, through engineering and manufacturing, to the way we  
serve our customers. As a result, 80 % of our revenues now come from products introduced in  
the last five years.  
And that’s just the start. Over the next three years we plan to invest more than € 46 billion  
(
US $54 billion) to develop new technologies and new products and to bring them to market.  
With each product, we aim to push the envelope further. And each will be evidence of the  
passion and creativity we bring to our products.  
KNOWLEDGE THAT EMPOWERS US. A passion for creativity is one key to unlock innovations.  
Knowledge is the other. We want DaimlerChrysler to be a company that uses everything we  
know as a force for competitive advantage. Because we believe that our combined experience  
and know-how on both sides of the Atlantic and all around the world can lift us above the crowd.  
So we will invest heavily – time, energy, and money – to bring people together. This is  
particularly important in the beginning when people meeting face-to-face is so crucial to  
building understanding and to sharing creative ideas.  
We are making our knowledge available on-line, “real-time” everywhere, for example through  
our Corporate University, through dedicated training of our employees, through Business TV  
channel and through the use of cutting-edge IT-networks. So our people can benefit from each  
others’ experience – no matter where they are in the world.  
6
We will encourage our people always to look for new ideas, wherever they may be found.  
And in turn to share their own ideas openly with others in the company.  
Already this is happening. For example: We are currently looking at bringing an innovative paint  
technique developed in our German auto plants to America, where we could achieve significant  
cost savings and environmental benefits. And we believe that by sharing the experiences and  
lessons learned from many successful product introductions in recent years, we will be able to  
get new models into the marketplace faster and start earning a return on them sooner.  
SPEED GIVES US THE EDGE. At DaimlerChrysler, we will be relentless about speed.  
Our achievements in the past on both sides of the Atlantic have shown that speed is of the  
essence for competitive advantage. If we want to expand our customer base and increase  
margins we have to keep our brand and product range constantly up to date and bring  
innovative, high quality products to the market faster than our competitors. It is not enough to  
be passionate and innovative, we must also be swift.  
Take the Dodge Durango, which went from concept to production in just 23 months, creating a  
whole new niche. Or our Airbus aircraft team in Hamburg, Germany, which, together with its  
partners in the Airbus consortium, has in less than three years reduced the manufacturing time  
of an aircraft from eighteen months to eight – doubling output. In both cases, the rewards were  
extraordinary.  
Moving fast, we will introduce no fewer than 34 new cars, light trucks and commercial vehicles  
over the next three years, and many new products in services, aerospace, rail systems and  
diesel engines.  
BEING TRULY GLOBAL. We want to meet and exceed the expectations of our customers wherever  
they are – with products designed especially for them.  
To do this we have to be a truly global company. Integrate our worldwide design, engineering  
and production networks. Access global capital markets. Exploit global technologies. And  
harness global communications. At the same time, we have to be local and put down roots in key  
markets around the world. In each case, we will bring to bear a combination of skills,  
experience, technologies and financial and management resources with a unique local focus.  
Already we count as “domestic” half the world market for our products. We are at home in more  
than 200 countries. From our strong position in North America and Europe, we plan over time to  
expand in Asia, in Latin America and in other developing markets.  
One of the prerequisites is to add to our core of skilled global managers and experts from all  
around the world, who are equally at ease doing business wherever we operate. And we want  
all our people wherever they are to be as global in their outlook as their company. In building  
such a global culture, we will increasingly use our Corporate University.  
Wherever we operate we will be socially and environmentally responsible and we will contribute  
in meaningful ways to the communities we serve. In many cases, we will invest, stimulate local  
industries, and create jobs.  
This will not detract from our bottom line commitment. Only as a profitable company can we  
make a real difference. And, over time, only a responsible approach to our global environment  
will ensure long-term profitability.  
7
BUILDING DAIMLERCHRYSLER. Your company has made a great start. We are coming  
together as one. The next few years may not be easy, and there may be pitfalls on the way.  
But DaimlerChrysler has tremendous opportunities and a clear vision that will set us apart.  
And most of all, we have passionate and inspired people with the spirit and the dedication to  
make DaimlerChrysler truly extraordinary.  
November 17, 1998, saw the birth of DaimlerChrysler – a child with extraordinary genes and  
extraordinary potential. It has been said that there are only two things we can give our children:  
one is roots, the other is wings. DaimlerChrysler has roots that are the envy of our industry.  
Our people are giving it wings.  
The Board of Management  
8
R O B E R T J . E AT O N  
Chairman  
J Ü R G E N E . S C H R E M P P  
Chairman  
Appointed until 2001  
Appointed until 2003  
 
MANFRED BISCHOFF  
Aerospace & Industrial  
Non-Automotive  
ECKHARD CORDES  
Corporate Development  
& IT-Management (incl.  
responsibility for MTU  
Diesel Engines and  
THEODOR R.  
CUNNINGHAM  
Sales and Marketing Latin  
America (all automotive  
brands) and Chrysler  
Truck Operations  
Appointed until 2003  
Automotive Electronics)  
Appointed until 2003  
Appointed until 2003  
9
THOMAS C. GALE  
Product Strategy, Design  
and Passenger Car  
Operations Chrysler,  
Plymouth, Jeep and  
Dodge  
MANFRED GENTZ  
Finance and Controlling,  
Appointed until 2003  
JAMES P. HOLDEN  
Brand Management  
JÜRGEN HUBBERT  
Passenger Cars Mercedes-  
Benz & smart  
KURT J. LAUK  
KLAUS MANGOLD  
Services  
Commercial Vehicles  
& Brand Management  
Commercial Vehicles  
Appointed until 2003  
Chrysler, Plymouth, Jeep  
and Dodge & Sales and  
Marketing North America  
(all automotive brands) &  
Minivan Operations  
Appointed until 2003  
Appointed until 2003  
Appointed until 2003  
Appointed until 2003  
THOMAS W. SIDLIK  
Procurement & Supply  
for the Chrysler,  
THOMAS T.  
HEINER TROPITZSCH  
Human Resources &  
GARY C. VALADE  
Global Procurement  
and Supply  
KLAUS-DIETER  
DIETER ZETSCHE  
Brand Management  
Mercedes-Benz and  
smart & Sales and  
Marketing Europe,  
STALLKAMP  
VOEHRINGER  
Passenger Cars & Trucks  
Chrysler, Plymouth, Jeep  
and Dodge  
Labor Relations Director  
Appointed until 2003  
Research & Technology  
Appointed until 2003  
Plymouth, Jeep and  
Dodge brands & Jeep  
Operations  
Appointed until 2003  
Appointed until 2003  
Asia, Africa, Australia/  
Pacific (all automotive  
brands)  
Appointed until 2003  
Appointed until 2003  
O N M AY 7, 19 9 8 , the news broke that Daimler-  
Benz and Chrysler were about to undertake the  
biggest merger in the history of the automotive  
industry.  
Only five months before this historic announcement,  
the CEOs of Chrysler and Daimler-Benz, Bob Eaton  
and Jürgen Schrempp, met on the occasion of the  
North American International Auto Show in Detroit  
and privately discussed a common future for  
their two companies. Soon it became clear that the  
company leaders were captivated by a common idea:  
two strong partners with complementary product  
ranges would join together and achieve significant  
synergy gains even in the medium term.  
1
0
The Merger  
Completed within less than 200 working days  
J A N U A R Y 12 , 19 9 8  
Jürgen E. Schrempp, Chairman of the Daimler-  
Benz Management Board, in Detroit for North  
American International Auto Show, visits  
Robert J. Eaton, Chairman and Chief  
M AY 6 , 19 9 8  
Executive Officer of Chrysler Corporation, to  
suggest discussion of possible merger  
Merger agreement signed in London  
J U N E 16 - 18 , 19 9 8  
Daimler-Benz management team visits  
Auburn Hills  
M A R C H - A P R I L 19 9 8  
Working teams prepare possible business  
combination in detail  
J U N E 2 5 , 19 9 8  
M AY 7, 19 9 8  
Chrysler management team visits  
Stuttgart  
Merger agreement announced worldwide:  
Daimler-Benz and Chrysler combine to form  
the world’s leading automotive, transportation  
and services company  
M A I 14 , 19 9 8  
Daimler-Benz Supervisory Board  
agrees to merger  
 
Soon after the May 7 press conference in London  
In just 10 months, DaimlerChrysler was created.  
had drawn the worldwide attention to DaimlerChrysler, Now the integration process is proceeding as a  
the real work began: members of the executive teams global company comes into being. Most of the  
of both companies met in Auburn Hills and Stuttgart major tasks arising from the integration are to be  
to set plans for the merger in motion, discuss stra-  
tegies and synergies and install the so-called PMI  
completed by employees on both sides of the  
Atlantic within two to three years. The Post-Merger  
Integration Team has the task of coordinating this  
(
post-merger integration) phase. During this time,  
numerous measures were taken to communicate the process.  
company’s philosophy and make its goals known to  
the public and, even more importantly, to the share-  
holders and more than 440,000 employees  
worldwide.  
N O V E M B E R 17, 19 9 8  
DayOne: DaimlerChrysler stock begins  
trading on stock exchanges worldwide  
under symbol DCX  
A U G U S T 2 7 / 2 8 , 19 9 8  
Daimler-Benz and Chrysler management  
teams meet in Greenbrier, West Virginia, to  
prepare the merger  
S E P T E M B E R 18 , 19 9 8  
Chrysler shareholders approve merger with  
97.5 % approval. Daimler-Benz shareholders  
D E C E M B E R 21, 19 9 8  
A U G U S T 6 , 19 9 8  
Merger of Daimler-Benz  
Announcement that DaimlerChrysler shares  
will trade as “global stock” rather than  
American Depositary Receipts (ADRs)  
Merger Report published  
approve merger with 99.9 % approval  
N O V E M B E R 9 , 19 9 8  
Daimler-Benz receives 98 % of stock in  
exchange offer  
with DaimlerChrysler registered  
People of  
DaimlerChrysler  
With more than 440,000 committed employees,  
DaimlerChrysler is a partnership of talented and  
creative people who have one thing in common:  
A passion for designing and manufacturing outstanding  
products and for providing excellent services.  
Now it is important to bring together the people of  
DaimlerChrysler and their ideas – an exchange at all  
levels. Four examples – as representatives of many  
more – illustrate this.  
1
2
Jim Donlon and Jürgen Walker are the first top mana-  
gers at DaimlerChrysler to move over to the central  
offices on the other side of the Atlantic at the begin-  
ning of 1999: Walker’s new office is in Auburn Hills,  
while Donlon has set up office in Möhringen.  
Jim Donlon has already had extremely good experience  
with German: After all, he met his wife in a German  
course in college. Now both are having an opportunity  
to apply in practice what they learned back then; since  
February 1, 1999, Donlon is head of world-wide Group  
Controlling, based in Stuttgart. The former chief con-  
Jürgen Walker, now responsible for financial controlling  
troller from Auburn Hills intends to work together with in Auburn Hills, became familiar with the success of  
his new colleagues to combine the best ideas from Ger- the former Chrysler Corporation three years ago, as the  
many and America, and is looking forward to the assign- head of Business Management and Controlling Passen-  
ment: “If we can merge the outstanding capabilities  
of our people, then I am firmly convinced that nothing  
ger Cars, in connection with a benchmarking project.  
Even then, the two companies were already the most  
can stop us. We have the potential to become one of the profitable companies in the passenger car business.  
best companies in the world, if not the very best.”  
“The success models of the two companies were diffe-  
rent, but both led to top results,” Walker observes. He is  
enthusiastic about the open working atmosphere in his  
new venue in Auburn Hills. “The willingness to accept  
new conditions, subject areas and challenges is remark-  
able. This attitude will guarantee our success over the  
long term.”  
 
team goes about its work: “The collaboration with my  
colleagues from Auburn Hills is excellent. Despite the  
differences in the way we work, we have succeeded in  
covering new ground and have achieved results together  
that no longer beg the question whether the German  
or the American approach is better, but which ask what  
is the best solution to guarantee quick success. An  
essential factor in this is ‘speed’, one of the new values  
arising from the DaimlerChrysler Vision.”  
1
3
And William E. Burrell, an organization development  
consultant on the American side of the “Vision Roll-  
Out”, is fascinated by the new task: “The integration of  
the cultures is a success factor for the merger – we have  
recognized that and are operating accordingly,” he says.  
Along with the transatlantic videoconferences and more  
In the Post-Merger Integration teams, experts from  
Stuttgart and Auburn Hills are pushing hard to advance frequent trips to Stuttgart Burrell reads and writes “mas-  
the merger. Questions about product strategy, purcha-  
ses of eMails”. For him, working in the PMI team is a  
sing and sales are on the list, along with the integration new challenge: “Never before have two such successful  
of the company cultures. Stephanie Dickes from Stutt-  
gart and William E. Burrell from Auburn Hills are wor-  
king together on the topic of “Vision Roll-Out”: How is  
companies been involved in a merger, and it is a transat-  
lantic one, too, There are no role-models for this kind of  
work – that is what makes it so interesting.“ He also sees  
the vision of DaimlerChrysler to be made transparent for his job as a contribution to mutual familiarization. “The  
all employees?  
point is not to make everything the same, but to come to  
a common understanding on the part of everyone on the  
staff about the future of DaimlerChrysler. If we preserve  
our strengths, but at the same time are open to new  
approaches and ideas - then the success of Daimler-  
Stephanie Dickes is a consultant in the Management  
Consulting area of DaimlerChrysler AG and her work  
entails implementing the corporation’s strategic goals.  
She therefore sees as decisive for Vision Rollout the fact Chrysler will be guaranteed.”  
that the process relates the goals and values of the new  
corporation to the concrete strategic requirements of its  
divisions: “Pure communication without regard to soft  
facts and behavior would be too little here. Vision Roll-  
out serves to promote integration within the company,”  
she says. She is enthusiastic about the way the PMI  
S M A R T With the smart city coupe, DaimlerChrysler is  
establishing a new brand with innovative technology in  
a new market segment. The smart is the intelligent and  
M E R C E D E S - B E N Z Around the world, the Mercedes  
star is the symbol for automobiles of the highest quality future-oriented response to urban transport require-  
and safety. The reputation of Mercedes-Benz cars and  
their proverbial values are the result of more than 110  
years experience of automobile making. Diesel-engine  
passenger cars, crash crumple zones, power steering,  
antilock brakes and the Electronic Stability Program  
ments, optimum use of resources and integrated traffic  
concepts. The smart brand represents a highly individu-  
alistic and unusual product that makes a statement  
through its technical expertise and design concept.  
With an exterior length of only 2.5 meters (8 feet,  
2 inches), the smart needs minimum road space, yet  
gives two occupants a high degree of safety and the  
spacious feel of a large sedan. The smart is produced in  
a completely new industrial park in Hambach, France.  
(
ESP) are among the trailblazing developments to  
hit the street first in a car with the star. Today, a wider  
range than ever is offered in 190 countries under the  
Mercedes-Benz brand.  
1
4
The latest members of the family are the M-Class  
sport-utility vehicle, the successful off-roader with  
typical Mercedes road qualities, and the innovative  
A-Class with its revolutionary space and safety concept.  
Mercedes-Benz is demonstrating with the new S-Class  
not only the capability to produce innovative and  
technically brilliant products, but also elegance and  
dynamism.  
Brands & Products  
 
J E E P ® Jeep, which got its start as a military vehicle, is  
one of the most widely recognized brands in the world.  
Today, Jeep vehicles have continued to define the sporty  
and versatile side of the sport-utility segment world-  
wide. The all-new 1999 Jeep Grand Cherokee is the flag-  
ship of the brand, with new levels of technology inno-  
vation, on-road ride and handling, four-wheel-drive  
C H R Y S L E R Be it a sedan, coupe, convertible or mini-  
van, the Chrysler brand’s focus is to provide upscale  
products that deliver expressive, leading-edge design,  
fine-tuned athletic handling and performance and refi-  
ned function that benefits the customer and embodies a leadership, refinement and style.  
passion for engineering. Every year since 1992 there  
has been a major product introduction for the Chrysler  
D O D G E Dodge covers a wide range of cars, minivans,  
brand. With the introduction of the all-new 1999 Chrys- sport-utility vehicles and trucks. Common to all is the  
ler 300M, LHS and Concorde, Chrysler offers a complete bold styling of the distinctive grille -- the design signa-  
portfolio of cars and minivans that fit the brand’s image ture for a brand that continues to enjoy great success in  
and appeal.  
the marketplace. New momentum for the Dodge brand  
began in 1992 with the introduction of the Viper and  
the Intrepid. The successful development of the Dodge  
P LY M O U T H In North America, DaimlerChrysler’s  
1
5
Plymouth brand combines contemporary styling, mean- brand continues. In the past five years, Dodge retail  
ingful innovation and value in versatile products that  
provide a confident and fun driving experience. Besides  
the head-turning Prowler roadster, the Plymouth brand  
covers the breadth of the affordable portion of the mar-  
ket in three key segments: compact, sedan and minivan.  
sales have doubled.  
Brands & Products  
T H E C O M M E R C I A L V E H I C L E S A N D B U S E S O F T H E DaimlerChrysler produces locally built and developed  
M E R C E D E S - B E N Z , S E T R A , F R E I G H T L I N E R A N D  
products in the Asia-Pacific region, which represents  
the world’s largest market for commercial vehicles. It is  
S T E R L I N G B R A N D S In the market for commercial  
vehicles and buses, DaimlerChrysler is active worldwide also the market with the greatest potential in the  
with four brands: Mercedes-Benz, Setra, Freightliner  
and Sterling. The company is a market leader in Europe,  
North America and Latin America. In the segments for  
coming years.  
Together with its commercial vehicle brands, Daimler-  
trucks over six tons and buses over eight tons, Daimler- Chrysler also manufactures a full range of components,  
Chrysler is number one in the world.  
including complete powertrains.  
DaimlerChrysler is represented in the European market D A I M L E R C H R Y S L E R S E R V I C E S With headquarters  
for commercial vehicles by the Mercedes-Benz brand,  
and for buses by Mercedes-Benz and Setra.  
in Berlin, DaimlerChrysler Services AG (debis) has its  
main activities in the business units Financial Services,  
IT Services and Telecom.  
The range of vehicles extends from vans of two tons and  
above to buses, commercial vehicles and heavy-duty  
trucks. The current strategy envisages the addition of a and debis financial activities DaimlerChrysler Services  
city delivery vehicle -- a move that would make Daimler- is now the world´s fourth-largest provider of financial  
By combining the Chrysler Financial Company L.L.C.  
1
6
Chrysler a genuine full-line supplier within Europe.  
services outside the banking and insurance sector.  
Freightliner Corporation is number one in North Ameri- Through the continuous improvement of existing  
ca for heavy-duty trucks. The company is based in Port- business concepts and the development of new ones,  
land, Oregon, and manufactures commercial vehicles at DaimlerChrysler Services is strengthening its market  
locations in the United States, Canada and Mexico. In  
position further with a strategy of internationalization.  
addition, DaimlerChrysler also manufactures trucks for All business units are penetrating new markets  
use in delivery, construction and long-distance hauling  
under the brand name Sterling.  
worldwide.  
D A I M L E R C H R Y S L E R A E R O S PA C E Today, Dasa is the Plant in Alabama, which grew out of Chrysler’s  
largest German aerospace company and a major Europe- involvement in the U.S. space program. Today, at two  
an and international partner. Worldwide the company’s  
employees work in business units such as military air-  
separate sites, Huntsville Electronics manufactures  
components such as radios, instrument clusters and  
craft, helicopters, aeroengines, space systems infrastruc- controllers for the engine body, transmission and  
ture, space systems satellites and defense electronics.  
The Civil Aircraft business is the largest unit in  
the division. Operating under the name of Daimler-  
Chrysler Aerospace Airbus GmbH, it is responsible for  
all Airbus activities at Dasa, which has a 37.9% stake in  
the European consortium Airbus Industrie, the world’s  
second largest producer of commercial aircraft.  
transaxle.  
D I E S E L E N G I N E S MTU Friedrichshafen and its sub-  
sidiaries form the Diesel Engines business unit, which  
ranks among the world’s leading manufacturers of  
large diesel engines and complex drive systems.  
When it comes to diesel engines, MTU takes over at a  
R A I LWAY S Y S T E M S The product portfolio of Adtranz power level where truck manufacturers top out. The  
ranges from electric and diesel locomotives, high-speed truck model series 500 is one example: MTU took this  
trains to intercity and regional trains, trams and under- engine and, in collaboration with U.S. partner Detroit  
ground trains, people movers, signal and traffic control  
systems, fixed installations and infrastructure, as well  
as servicing and maintenance. Adtranz is the world’s  
largest provider of railway systems with marketing,  
development and production locations in 60 countries  
and branch offices in another 40 countries.  
Diesel Corporation, used it as the basis to develop the  
new model series 2000 and 4000 in 12- and 16-cylinder  
versions. MTU has a leading postion in the market for  
ship propulsion systems.  
In the field of decentralized energy production, MTU  
supplies emergency power systems designed to meet  
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A U T O M O T I V E E L E C T R O N I C S TEMIC’s product range the stringent safety standards required for offshore  
covers the majority of automotive electronics applica-  
tions. Among the technical advances that TEMIC has  
developed is a new crash sensor and a distance control  
system based on radar and infrared technology. TEMIC  
has operations in Europe, North America and Asia. In  
addition to TEMIC, DaimlerChrysler’s automotive elec-  
tronics operations include the Huntsville Electronics  
drilling platforms, airports, data centers or nuclear  
power plants.  
B
U
S
I
N
E
S
S
R
E
V
I
E
W
DaimlerChrysler was very successful in 1998. We further improved the earning power of the company: Operating profit rose by  
2.4 billion to  8.6 billion and net operating income increased from  5.3 billion to  6.6 billion. Return on net assets (after taxes)  
reached 11.6% (1997: 10.2%). Revenues increased by 12% to  131.8 billion. Almost all business units contributed to this growth.  
On the basis of this favorable earnings trend, we are proposing at our shareholders' meeting to declare a dividend of  2.35 per share  
for the 1998 financial year.  
1
8
EARNING POWER INCREASED. DaimlerChrysler achieved an  
operating profit of € 8.6 billion in 1998. This represents an  
increase of 38% over the comparable figure of € 6.2 billion for  
SLOWER GROWTH OF THE WORLD ECONOMY. The trend in the  
overall global economic environment was less favorable than  
the trend of business at DaimlerChrysler. The world economy  
grew by only 1.8% in 1998, after 3.4% in 1997. This represents  
the lowest growth rate since 1982. The recession in Japan and  
the economic and financial crisis in various newly industria-  
1997. The net operating income, the basis for calculating the  
return on capital employed (after taxes) increased from € 5.3  
billion to € 6.6 billion. This means that at 11.6% (1997: 10.2%)  
we easily surpassed the minimum yield (9.2%) required to cover lizing countries in Asia and in Russia were the main reasons.  
capital costs and increase the value of the Group. Since we stan- The business conditions have also become noticeably unsettled  
dardized the controlling instruments in the DaimlerChrysler  
Group to conform with internal requirements and adjusted the  
minimum return on investment to the corresponding trends in  
the international capital markets, these values are not  
comparable with the figures published by Daimler-Benz and  
Chrysler in 1997.  
in South America as well, particularly in Brazil.  
On the other hand, the overall economic situation in Western  
Europe and in North America continued to be stable. The U.S.  
economy, as in 1997, grew by 3.9%, supported by persistent  
vigorous spending by consumers and by high levels of  
investment activity. In Western Europe, economic performance  
grew by 2.8%. The main impetus came from the countries in  
Almost all divisions contributed to the rise in operating profit.  
The growth in the Commercial Vehicles and Aerospace divisions which the euro was introduced on January 1, 1999. Another  
was especially pronounced. The vehicles business contributed  
around 83% of the operating profit, while the other business  
areas contributed 17%. (Page 56)  
driving factor in economic growth in Western Europe was  
increasing domestic demand.  
The international exchange rate structure was on average  
relatively stable in 1998, despite certain fluctuations between  
A  2.35 DIVIDEND PROPOSED. On the basis of the favorable  
trend in earnings in the operating business, we are proposing to the dollar, yen and European currencies during the year. As a  
our shareholders to declare a dividend of € 2.35 (DM 4.60) per  
share for 1998. Former Daimler-Benz shareholders would  
receive a substantially higher distribution than in the past,  
while the dividend for former Chrysler shareholders would  
remain at the high level of previous years.  
result the impact of changes in exchange rates on the business  
trend at DaimlerChrysler was smaller than in previous years.  
 
Operating Profit  
in Millions  
Consolidated Revenues  
in Billions of €  
9
US $  
8
98  
97  
DaimlerChrysler  
Passenger Cars  
10,082  
2,338  
8,593  
6,230  
1
25  
1,993  
4,212  
946  
1,716  
3,368  
342  
100  
(
Mercedes-Benz, smart)  
7
5
Passenger Cars & Trucks  
4,942  
1,110  
(Chrysler, Plymouth, Jeep®, Dodge)  
50  
2
5
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
96  
97  
98  
Chrysler Financial Services  
Services  
765  
460  
652  
392  
586  
246  
Other Markets  
U.S.A.  
Aerospace  
731  
623  
284  
Europe  
Others  
(171)  
(146)  
(225)  
Sales of Chrysler, Plymouth, Jeep and Dodge vehicles rose by  
% to 3,094,000 passenger and light-utility vehicles. We  
19  
REVENUES ROSE BY 12% TO  131.8 BILLION. Despite the strained  
situation of the world economy, DaimlerChrysler was able to  
increase revenues by 12% to € 131.8 billion.  
7
continued to improve our position in the North American  
market. Sport-utility vehicles, pickups and minivans continued  
to be especially successful. Among the new product highlights  
of 1998 were the Chrysler 300M, the Jeep Grand Cherokee  
and the new compact Dodge and Plymouth Neon. The Chrysler  
Financial Services Division, whose main priority is to  
offer financial services to customers and dealers of the Chrysler,  
Plymouth, Jeep and Dodge brands, also was able to further  
expand its business. (Page 30)  
Revenue growth in the United States (+ 15% to € 65.3 billion)  
and in the European Union outside Germany (+ 26% to € 20.3  
billion) was especially strong. In Germany, our revenues rose  
by 19% to € 24,9 billion. With a total of € 21.2 billion, our  
business volume almost reached the level of 1997 in the other  
markets, despite the unfavorable economic trends in Japan,  
Russia and many newly industrializing countries.  
The Commercial Vehicles Division, with its Mercedes-Benz,  
Freightliner, Sterling and Setra brands, continued its profitable  
growth in 1998. Revenues, sales and production reached all-  
time highs. Business developed especially well in North  
America where Sterling, a new truck brand, got off to an  
excellent start. (Page 36)  
Overall, 83% of our revenues were earned in the vehicles  
business. The Services contributed 6% and the Aerospace  
Division 7%.  
STRONG GROWTH IN ALL DIVISIONS. Almost all of our business  
units contributed an increase of revenues with double-digit  
rates of growth.  
The dynamic growth of DaimlerChrysler Services continued for  
the ninth year in a row. The Financial Services,  
IT Services and Telecom Services business units sharply  
increased their business volumes. Overall revenues rose  
by 21% to € 9.6 billion. (Page 42)  
Revenues in the automotive business reached € 112.1 billion,  
exceeding the 1997 level by 13%. Overall, DaimlerChrysler  
sold more than 4.4 (1997: 4.0) million passenger cars and  
commercial vehicles in 1998. This total included 3.1 (1997: 2.9)  
million vehicles of the Chrysler, Plymouth, Jeep and Dodge  
brands; 923,000 (1997: 715,000) passenger cars of the  
Mercedes-Benz and smart brands; and 490,000 (1997: 417,000)  
commercial vehicles of the Mercedes-Benz, Freightliner,  
Sterling and Setra brands.  
Revenues in the Aerospace Division increased by 12 % to € 8.8  
billion and incoming orders also reached a record level with  
13.9 (1997: 9.9) billion. Above all, the Commercial Aircraft unit  
contributed the bulk of the growth in this division, due to the  
market success of the Airbus. (Page 44)  
Sales of Mercedes-Benz passenger cars increased in all  
Adtranz with € 1.7 billion (+2%), Automotive Electronics with  
important markets, with the exception of Asia. The new S-Class,  
which was unveiled in October 1998, underscores our leading  
position in the top segment of the market. With our new smart  
city coupe, we are offering our customers not only an entirely  
new automobile, but also a new concept of mobility. (Page 26)  
0.8 billion (+35%), and Diesel Engines with € 0.9 billion  
+ 5%), contributed to revenues of the other businesses in the  
amount of € 3.4 billion. (Page 46)  
(
Investment in Property,  
Revenues  
in Millions  
9 8  
US $  
9 8  
9 7  
Plant and Equipment  
in Millions  
9 8  
US $  
9 8  
9 7  
DaimlerChrysler  
Passenger Cars  
154,615 131,782 117,572  
DaimlerChrysler  
9,568  
8,155  
8,051  
38,234  
32,587  
27,555  
51,942  
20,012  
Passenger Cars  
(Mercedes-Benz, smart)  
2,341  
4,599  
976  
1,995  
3,920  
832  
1,885  
4,501  
601  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
66,101 56,340  
Passenger Cars & Trucks  
(Chrysler, Plymouth, Jeep®, Dodge)  
(Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
27,175  
23,162  
Commercial Vehicles  
(Mercedes-Benz, Freightliner,  
Sterling, Setra)  
(Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
3,376  
11,232  
10,290  
4,019  
2,877  
9,573  
8,770  
3,426  
2,443  
7,924  
7,816  
3,896  
Services  
Aerospace  
Others  
334  
382  
935  
285  
326  
797  
193  
255  
635  
Aerospace  
Others  
SERVICES DIVISION RESTRUCTURED. Only a short time after the  
merger of Daimler-Benz AG into DaimlerChrysler AG was  
acquired the defense electronic business of Siemens and  
thereby decidedly strengthened its position in the European  
recorded in the Commercial Register on December 21, 1998, as defense industry. Moreover, the Franco-British Matra BAE  
2
0
the conclusive legal act of the business combination, we  
restructured our services business. In January 1999, we  
announced that DaimlerChrysler would bring together its  
worldwide financial services business under the roof of  
DaimlerChrysler Services (debis) AG in Berlin. The integration  
Dynamics has had a 30% participating interest in LKF GmbH  
since early 1998. This constitutes an important step forward in  
the Europeanization of our defense technology.  
On the road toward the creation of European structures in the  
of Chrysler Financial Company L.L.C. and the Financial Services aerospace industry, we have agreed with the British GEC, the  
(
debis) business unit created the fourth-largest provider of  
French Lagardère Group, and Finmeccanica to bring together  
the space operations activities.  
financial services in the world outside of the banking and  
insurance sectors, with a contract volume totaling more than  
70 billion.  
In January 1999, we agreed that DaimlerChrysler would  
acquire the share of ABB in the 50/50 Adtranz joint venture at  
a price of US $ 472 million. By fully integrating this company,  
which is a global leader in railroad technology, in our business  
portfolio and our overall business strategy, we will be able to  
forge a more deliberate and rapid restructuring of Adtranz.  
Also in January, we announced along with our partner Metro  
that in the spring of 1999 we would place at least 20 percent of  
the share capital of debitel on the stock exchange. Equal  
numbers of shares will be offered by Metro and debis. Debitel  
is the largest network-independent telephone company in  
Europe. Even after listing on the stock exchange, debis will  
remain the largest shareholder in debitel.  
MORE THAN 19,000 NEW JOBS. In 1998, adjusted for changes in  
the consolidated group, we were able to create 19,000 new jobs  
due to positive business trends in all areas of DaimlerChrysler.  
The number of employees rose to 441,502. The Service Division  
employed almost 5,000 people more than at the end of 1997.  
Additional personnel were also needed in the vehicle business  
and in the Aerospace Division to handle increased demand.  
The number of employees rose by 7,764 to 233,030 in Germany  
and by 5,785 to 117,048 in the United States.  
PORTFOLIO SELECTIVELY IMPROVED. We also improved our  
business portfolio relating to earnings and risk factors in 1998  
in order to strengthen the competitiveness and earning power  
of our business units.  
On October 31, 1998, we acquired the shares in Micro Compact  
Car (MCC) AG of Biel (Switzerland) held by the Swatch Group  
AG in the amount of 19% with a view to better maximizing the  
strategic opportunities of the smart brand as one of the six  
passenger automobile brands of DaimlerChrysler. As a result,  
MCC is now a 100 percent subsidiary of DaimlerChrysler.  
VALUE-ADDING PARTNERSHIPS EXPANDED. DaimlerChrysler  
purchased goods and services worth € 79.6 billion in 1998  
(1997: € 75.8 billion).  
In accordance with our philosophy of integrated value-adding  
partnerships, cooperation with our suppliers continued to  
intensify and great successes were also achieved in numerous  
product and investment projects. The TANDEM and the SCORE  
programs – similar in their approach - were combined in the  
We further expanded our position in the North American  
market for medium and heavy-duty commercial vehicles with  
the acquisition of the Thomas Built Buses Corporation, with  
headquarters in North Carolina in the United States.  
During the year under review, our Aerospace Division Dasa  
Research and  
Development costs  
in Millions  
Purchasing Volume  
€ 79.6 Billion (1997: € 75.8 Billion)  
98  
US $  
98  
97  
DaimlerChrysler  
Passenger Cars  
7,853  
2,265  
6,693  
6,501  
1,930  
1,695  
714  
1,583  
1,512  
602  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
1,989  
837  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
Passenger Cars  
(
Mercedes-Benz, smart)  
22 %  
47 %  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Aerospace  
Others  
Passenger Cars & Trucks  
(
Chrysler, Plymouth, Jeep , Dodge)  
®
2,402  
360  
2,047  
307  
2,233  
571  
Commercial Vehicles  
(Mercedes-Benz, Freightliner, Sterling, Setra) 18 %  
Services  
Aerospace  
Other  
3 %  
6 %  
4 %  
context of the Extended Enterprise concept. This provides the  
groundwork for the development and ongoing cultivation of our there were more than 36,000 employees in research and  
 6.7 BILLION FOR RESEARCH AND DEVELOPMENT. In 1998,  
long-term partnerships with excellent suppliers. Within the  
Global Procurement and Supply organization, synergies were  
realized and projects to achieve cost reductions were initiated.  
The development of common commodity and supplier  
strategies as well as common operative processes will play a  
major role in that process. These common strategic elements  
will be implemented throughout our worldwide procurement  
organization.  
development at DaimlerChrysler worldwide, underscoring the  
importance of R&D within the framework of our value-based  
management. The objective is to ensure a more efficient use of  
resources throughout the company by developing new forms of  
interdisciplinary cooperation and increasingly integrating  
suppliers into the process. Expenditures for R&D increased to  
€ 6.7 billion (€ 6.5 billion in 1997). Of this amount, € 1.7 billion  
(1997: € 2.1 billion) went to projects under contract with third  
parties, especially in the Aerospace Division.  
21  
8.2 BILLION INVESTED IN PLANT, PROPERTY AND EQUIPMENT.  
To secure the future of DaimlerChrysler, we invested  
We used more than 85% of the funds for our own projects to  
14.9 billion in 1998 in plant, property and equipment, as well ensure the future of our vehicle business divisions; 7% of ex-  
penditures on research and development went to the Aero-  
space Division, and 4% to other business areas. Research and  
development investment in Adtranz amounted to € 82 million,  
in automotive electronics to € 47 million and in diesel engines  
to € 56 million.  
as in research and development.  
DaimlerChrysler’s overall investment in plant, property and  
equipment in 1998 increased to € 8.2 billion (€ 8.1 in 1997).  
More than 82% of this amount was invested in the vehicle  
business. Key projects in the Mercedes-Benz and smart Divisi-  
on (€ 2.0 billion) were a new technology center in Sindelfingen, Our main activities in the vehicles divisions were the new  
a new plant for the A-Class in Brazil and preparations for pro-  
ducing the new S-Class. Preparations for producing the num-  
C-Class and S-Class Coupe models from Mercedes-Benz and a  
new Chrysler Sebring, a completely new minivan and the  
erous new models, a transmission plant in Kokomo/Indiana and successor to the Jeep Cherokee. The lion’s share of research and  
a new assembly plant for the Dodge Dakota in Campo Largo/  
development investment in the Commercial Vehicles Division  
Brazil were major priorities of the Chrysler, Plymouth, Jeep and was spent on product innovations in the Trucks Europe, vans  
Dodge brands (€ 3.9 billion). In the Commercial Vehicles Divi-  
Europe and the powertrain units. In the Aerospace Division, the  
sion (€ 0.8 billion), major investments were made in connection main R&D priority was the on-going development of the Airbus  
with the introduction of the Atego, along with plant  
modernization.  
program, the development of new aircraft engines and new  
guidance and communications systems.  
A total of € 0.3 billion (€ 0.3 billion in 1997) were invested in  
plant, property and equipment in DaimlerChryslers' Aerospace  
Division. Expansion of capacity in the Airbus Program was a  
priority. The major part of the investment volume in the  
services business area in the amount of € 0.3 billion was made  
in the IT Services business unit.  
T
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Y
S
L
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H
A
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E
S
In what turned out to be a turbulent year on the stock exchange, shares in both Daimler-Benz and Chrysler showed a positive  
development in 1998. At the close of trading in November, shares were up by more than 20% compared with the end of 1997. On  
November 17, 1998, the new DaimlerChrysler shares were quoted on the stock exchanges for the first time. As the first globally  
registered stock, it is now being traded on 21 stock exchanges in eight countries. The share capital of 2.6 billion is distributed  
among more than 1.4 million shareholders.  
SHARP SWINGS IN SHARE PRICES. In 1998, share prices in We-  
stern Europe and North America continued their decade-long  
upward trend. On the other hand, Asian markets declined for  
the third year in a row. In the first half of the year, high levels  
of liquidity and lower interest rates helped produce an  
unexpectedly strong rise in Western stock markets. The subse-  
quent decline in share prices was triggered by difficulties in  
Russia, which, together with a financial crisis in Latin America  
and the already prolonged crisis in Asia, resulted in a loss of  
confidence on the part of investors. Beginning in October, a  
market recovery began to take hold in Western stock markets  
after interest rates were reduced in the United States and  
Europe. In New York, the Dow Jones index rose by 16% in the  
TREND IN SHARE PRICES OF DAIMLER-BENZ AND CHRYSLER  
STOCKS. Daimler-Benz shares since late February 1998 have  
consistently outperformed the DAX. In the wake of the  
announcement of the merger of Daimler-Benz and Chrysler on  
May 7, Daimler-Benz was quoted at more than DM 200 (about  
€ 102). After adjustments for the special distribution of DM 20  
(€ 10.23) per share and for the capital increase of June 1998,  
share prices reached a new historical high at the end of July.  
2
2
After the announcement of the merger, Chrysler share prices  
rose more steeply than those of Daimler-Benz. In late July, the  
former reached an annual high of almost US $61 per share.  
Thereafter, both share prices followed almost in tandem the  
course of the year. The London FTSE-100 Index rose by 15% and downward-trend on international stock exchanges. The decision  
the German stock exchange index (DAX) by 18.5%. On the other of Standard & Poor`s not to include DaimlerChrysler shares in  
hand, the Japanese Nikkei average fell by 9% and closed with  
the lowest year-end value since 1985.  
Stock Market Performance 1998  
Share Price Index  
as of Nov. 17, 1998)  
(
175  
130  
150  
120  
125  
110  
1
00  
100  
90  
7
5
1
7.  
D 98  
J 99  
F 99  
M 99  
J
F
M
A
M
J
J
A
S
O
N
Nov.  
9
8
Chrysler  
Daimler-Benz  
DAX  
DaimlerChrysler  
DAX  
MSCI Automobiles Index  
MSCI Automobiles Index  
 
Statistics per share  
Market Capitalization  
(end of reporting period)  
Billions of €  
9
US $  
8
98  
Net income  
6.55  
5.58  
0
8
6
4
0
0
0
0
(before merger costs)  
Net income  
6.05  
5.91  
5.16  
5.04  
Net income (diluted)  
Dividend  
2.76  
2.35  
20  
Stockholders’ Equity (12/31)  
35.57  
30.31  
Dec. 30 May 7 Nov. 17 Dec. 30 March15  
Number of shares (12/31)  
in millions  
1,001.7  
97  
98  
98  
98  
99  
Chrysler  
Share price Year-end  
96 1/16  
108  
83 7/8  
83.60  
94.20  
70.60  
Daimler-Benz  
DaimlerChrysler  
*)  
High  
*
)
Low  
*
)
November 17, 1998 until March 15, 1999.  
the S&P 500 index triggered short-term pressure on share  
prices. Following the recovery of the stock markets, in mid-  
November, Chrysler share price showed an increase of 26%  
compared to the last day of 1997, and Daimler-Benz share price  
increased by 21%.  
In mid-March 1999, the DaimlerChrysler stock was the most  
heavily weighted in the DAX at 12.1%. In the European Euro  
Stoxx 50 Index, its weighting was 5.9%, and in the Stoxx 50,  
which also includes UK and Swiss companies, it was weighted  
at 4.1%. The share capital of our company amounts to € 2.56  
billion. The number of shareholders totals more than 1.4 million;  
the largest shareholders are the Deutsche Bank with 12% and  
the State of Kuwait with 7%. More than half of the share capital  
resides in the hands of Europeans and approximately 25% in the  
hands of US investors.  
23  
NOVEMBER 17, 1998: DAY ONE. Trading in shares of  
DaimlerChrysler began on November 17, 1998, on international  
stock exchanges. As the first globally registered stock, it is  
traded in eight countries on 21 stock exchanges. The identity of  
shareholders is stored in an electronic share register.  
INVESTOR RELATIONS EXPANDED FURTHER. We further  
The DaimlerChrysler stock was off to a good start on November intensified contacts with investors and financial analysts in  
1
7, 1998, with a Day One share price of DM 139.30  
1998 and to an ever-increasing degree involved the operational  
management in discussions. Investor Relations was confronted  
with an especially daunting task since Daimler-Benz and  
Chrysler, and later DaimlerChrysler, were being closely  
monitored by the capital markets. The main reasons for this  
close scrutiny were the positive business trends, the special  
distribution carried out by Daimler-Benz, the ensuing increase  
of share capital and finally the corporate merger itself. In June  
(
€ 71.20) in Frankfurt and US $83 13/16 in New York.  
Thereafter, it rose more strongly than the DAX and the MSCI  
Automobile index, an international composite. On March 15,  
1999, the share price in Frankfurt reached € 84.75,  
representing an increase of 19% over the first day of trading in  
November 1998. In New York, the DaimlerChrysler stock was  
quoted at US $92 5/16 (+ 10%) as of March 15, 1999.  
1998, shortly before the capital increase, we organized a  
worldwide road show.  
As a result of the increase in capital stock amounting to  
approximately € 3.8 billion, the largest ever in the history of  
German industry, we were able to bring the equity capital of  
Daimler-Benz back to the level prior to the special distribution.  
An additional challenge was the stock exchange offer to  
shareholders of Daimler-Benz supported by comprehensive  
marketing and communications activities. In September and  
October 1998 we organized another road show in conjunction  
with the exchange offer, in the course of which we held more  
than 50 separate conversations and a great number of  
presentations and conference calls, enabling us to reach more  
than 1,200 institutional investors, representing almost 60% of  
the capital of Daimler-Benz.  
“Day One” for the DaimlerChrysler shares on November 17, 1998  
at the New York Stock Exchange.  
O
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DaimlerChrysler expects to increase both sales and profitability in the years to come. It is expected that all areas of business will  
contribute to the additional growth. By finding synergies from the merger of the two companies and continuing to make extensive  
funding available for investments and research and development, we are creating the conditions for profitable growth. By the year 2001,  
we intend to increase our business volume by more than € 20 billion over the 1998 figure to € 153 billion.  
STABILIZING WORLD ECONOMY. For 1999 and the coming years,  
we expect that the world economic environment as a whole will  
again become stable. While it is possible that economic growth  
in North America and Western Europe may initially lose some  
of its dynamism, we anticipate that these key markets for  
DaimlerChrysler will show steady growth. Despite extensive  
public programs, the Japanese economy will probably be slow  
to overcome its recession. The Asian emerging markets are  
thought to have traversed their economic low point by now,  
while in South America — starting from Brazil — further  
deterioration in the overall economic situation must be  
expected.  
This also applies if the general economic conditions should  
exhibit significantly more negative trends in important markets  
than we have assumed in our planning.  
FURTHER GROWTH IN THE AUTOMOTIVE BUSINESS. The  
Mercedes-Benz and smart Passenger Car Division expects to  
maintain steady growth in sales by the year 2001. Because of  
the appeal of its products, the division should achieve  
significant growth even if market volumes stagnated or  
declined slightly.  
2
4
The Chrysler, Plymouth, Jeep and Dodge brands should be able  
to maintain their high sales levels in 1999, even if the overall  
trend in North America were somewhat weaker. The  
innovations for the 1998 and 1999 model year, such as the  
Chrysler 300M sedan, the new Jeep Grand Cherokee and the  
compact Neon, will be important contributors. Numerous addi-  
tional new products should enable further increases in sales  
and revenues in the years to follow.  
In our view, the introduction of the euro will help to stabilize  
exchange rates. Overall, we expect the euro to lead to a  
strengthening of the position of DaimlerChrysler in internatio-  
nal competition.  
A SLIGHT WEAKENING IN THE DEMAND FOR AUTOMOBILES.  
After the extraordinarily high level of 1998, we expect a slight  
weakening in the automobile business in Western Europe and  
North America. In subsequent years, moderate growth should  
be possible again in these markets. Especially individual niche  
markets such as minivans, off-road vehicles, pickups, coupes  
and convertibles will show above average growth. In Asia, the  
demand for automobiles is thought to have bottomed out by  
now, but a fundamental improvement in the market situation  
cannot be anticipated until the medium term. In South America,  
the prospects for growth continue to be favorable, but in the  
current year, because of the economic crisis in Brazil, we  
expect further declines in the demand for automobiles.  
In the coming years, the Commercial Vehicle Division will focus  
on its product drive and on internationalization. The main area  
of growth will be in our North American business, which we are  
carefully expanding with the new Sterling brand and the  
integration of the Thomas Built Buses Corporation. As a system  
supplier of major aggregates and components for commercial  
vehicles, the powertrain unit will contribute to the growth of  
the division.  
POSITIVE PROSPECTS IN THE OTHER DIVISIONS AS WELL.  
DaimlerChrysler Services plans to utilize the favorable general  
conditions in the international service markets to continue its  
dynamic growth. In the current year the division anticipates an  
increase in sales to around € 11 billion. It should be noted in  
this connection that the former Chrysler Financial Services will  
DAIMLERCHRYSLER ON THE GROWTH TRACK. Because of the  
high level of orders and the positive business trend in the first  
months, we expect DaimlerChrysler revenues to climb to € 137  
billion in the current year. A large number of new and appealing contribute approximately € 3 billion while revenues from  
products will enable us to do better than the competition in  
many of our business units. Strict cost management in all fields  
of business and the synergies which we are achieving through  
the integration of Daimler-Benz and Chrysler are favorable  
conditions for growing profitably and increasing the company’s  
earning power further in the coming years. Significant changes  
in exchange rates, especially between the euro and the U.S.  
dollar may, however, have an impact on revenues and profits.  
debitel (1998: € 1.5 billion) are not included in the projected  
turnover as a result of its listing on the stock exchange.  
In the Aerospace Division, we have improved our earning  
power considerably in recent years. Extensive order volumes,  
especially for commercial aircraft and participation in important  
international programs in defense and space technology  
are establishing a solid foundation for further growth.  
 
Investments in Property,  
Plant and Equipment  
Revenues  
1
999 E  
2001 E  
1999 E 1999-2001  
in Billions  
in Billions  
DaimlerChrysler  
Passenger Cars  
137  
153  
39  
DaimlerChrysler  
9.0  
2.2  
23.7  
5.9  
37  
54  
23  
Passenger Cars  
(Mercedes-Benz, smart)  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
60  
25  
Passenger Cars & Trucks  
®
(Chrysler, Plymouth, Jeep , Dodge)  
4.3  
1.1  
11.0  
3.3  
(
Chrysler, Plymouth, Jeep  
®
, Dodge)  
Commercial Vehicles  
Commercial Vehicles  
(Mercedes-Benz, Freightliner,  
Sterling, Setra)  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
1
)
1)  
Services  
Aerospace  
11  
9
15  
10  
8
Services  
0.3  
0.5  
0.6  
0.8  
1.4  
1.3  
Aerospace  
2
)
2)  
Others  
6
Others  
1
2
)
)
Including Chrysler Financial Services, excluding debitel.  
Including Potsdamer Platz, Headquarters, Adtranz 100%.  
Our other operational business units are also planning for  
significant growth by the year 2001. Following the  
EXPENDITURES TO SECURE THE FUTURE. In the 1999 to 2001  
planning period, DaimlerChrysler expects to spend around € 40  
billion (including third party contracts € 46 billion), or around  
€ 13 billion annually, for research and development and invest-  
ment in fixed assets. The focus of the investments will be on  
product launches and facelifts in passenger cars and commercial  
vehicles, and enlarging production capacities in the vehicle  
business and for commercial aircraft. Important projects in  
research and development are work on the successors to the  
C- and E-Class of Mercedes-Benz, the Dakota truck and the  
Chrysler minivan. In addition, the Maybach luxury sedan is  
being developed. Heavy expenditures are also planned in the  
Aerospace Division, especially for the development of new  
Airbus models.  
complete acqusition by DaimlerChrysler, we expect to be  
able to guide Adtranz towards profitable growth with a new  
management structure and a leaner organization. The Auto-  
motive Electronics unit will continue to benefit in coming  
years from the increasing use of electronic components in  
automobiles. The MTU/Diesel Engines unit will continue to  
pursue the growth strategy already begun - the  
25  
development from a niche vendor to a full-line supplier.  
INTEGRATION PROJECTS TO BE LARGELY COMPLETED BY  
2001. Integration within DaimlerChrysler is being  
coordinated by a Post-Merger Integration Team. We had  
already identified the major areas of integration before the  
merger. The integration projects are expected to be largely  
completed by the end of 2001. In the current year we are  
already realizing synergies with a value of € 1.3 billion  
and in the medium term we are expecting synergy gains of  
more than € 3 billion per year.  
Research and  
Development  
1
1
999 E 1999-2001  
in Billions  
€ €  
DaimlerChrysler  
Passenger Cars  
5.5  
.9  
16.6  
STRATEGIC POSITIONING IN ASIA. Despite a difficult market  
situation, our activities to enhance our market presence in  
Asia continue.  
1
5.5  
5.2  
2.2  
(Mercedes-Benz, smart)  
1.6  
Passenger Cars & Trucks  
®
Chrysler, Plymouth, Jeep , Dodge)  
Because of the long-term significance of the Asian region  
for DaimlerChrysler and to secure market closeness, we  
established five regional centers in 1998 (North East Asia,  
South East Asia I and II, Japan, and Australia/Pacific).  
Together with the individual divisions they are responsible  
for the success of DaimlerChrysler in those areas.  
(
0.8  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Aerospace  
0.5  
0.7  
1.6  
2.1  
2
)
Others  
1
2
)
)
Excluding third party contracts.  
Including Headquarters, Adtranz 100%.  
Mercedes-Benz  
P
A
S
S
E
N
G
E
R
C
A
R
S
smart  
2
6
Climb in and enjoy exclusivity:  
The new S-Class allows you to  
experience the future of the  
automobile today. With more than  
thirty innovations, this car once  
again sets new standards in  
comfort, safety and driving  
enjoyment.  
 
9
US $  
8
98  
97  
Amounts in Millions  
1
998 was extraordinarily successful for the  
2
,338  
1,993  
32,587  
1,995  
1,716  
27,555  
1,885  
Operating Profit  
Revenues  
Mercedes-Benz Passenger Cars and smart Division,  
setting new records for revenues and sales. The  
Division's contribution to the operating profit of the  
company rose to € 2.0 billion (1997: € 1.7 billion). Due  
to the many new products brought to market in the  
past few years, our market position worldwide has  
been significantly improved. Moreover, dynamic and  
attractive passenger cars such as the new S-Class  
have strengthened the image of the Mercedes-Benz  
brand. With the launch of the smart city coupe in  
3
8,234  
,341  
2
Investments in Property,  
Plant and Equipment  
2,264  
1,930  
1,583  
R&D  
947,517 726,686  
922,795 715,055  
Production (Units)  
Sales (Units)  
Employees (12/31)  
95,158  
91,753  
DIFFERENCES IN MARKET DEVELOPMENT. Development varied  
significantly among the most important markets for the  
division in 1998. New registrations rose noticeably in Western  
Europe as well as in Germany. The market segments in which  
we compete especially profited from this trend. But on the other  
hand, there was a definite decline in demand for luxury cars in  
Asia and South America. In North America, luxury passenger  
car sales were slightly higher than in 1997.  
1998, we introduced a highly innovative vehicle and  
a new brand for a wholly unprecedented passenger  
transportation concept.  
2
7
RECORD HIGHS IN SALES AND REVENUES. In 1998, the  
division substantially increased its sales of the Mercedes-Benz  
and smart brands in all important markets. At € 32.6 billion  
(
1997: € 27.6 billion), revenues reached an all-time high.  
Revenues of € 6.7 billion in the United States surpassed the  
record set in 1997 by 39%. We also achieved significant growth  
in Western Europe outside Germany (up 28% to € 8.2 billion).  
In Germany, revenues were up 14% to € 12.6 billion.  
In 1998, 922,800 passenger cars, station wagons, sport-utility  
vehicles, and smart city coupes (1997: 715,100 units) were sold,  
easily surpassing 1997 records.  
OPERATING PROFIT INCREASED TO € 2.0 BILLION. Despite  
significant expenses related to the introduction of new products,  
in particular the new S-Class and smart, the division was able  
to increase its operating profit by 16.2% to € 2.0 billion. In  
addition to the higher sales volume, important factors included  
further improvements in the cost structure and consistently  
favorable exchange rates.  
MERCEDES-BENZ: MARKET POSITION CONTINUED TO IMPROVE.  
With the exception of the Far East, sales of Mercedes-Benz  
passenger cars increased in all important markets. As a result,  
we expanded our market share worldwide to 2.2% (1997: 1.7%).  
We were able to reach entirely new customer groups with the  
most attractive product program in the history of the Mercedes-  
Benz brand. The M-Class was especially successful with sales  
of 63,800 units. We sold about 9,000 CLK convertibles since its  
introduction in June, and from October to the end of year, we  
delivered more than 10,300 units of the new S-Class. In  
Germany, sales were up 26% to a new high of 347,100 vehicles.  
Market share rose to 9.6% (1997: 8.0%). We recorded the highest  
growth of all large European carmakers with a 38% increase  
Optimum safety, superb comfort, exemplary  
solidity and – last but not least – unspoiled  
driving enjoyment. The new Mercedes-Benz CL  
meets such exacting standards thanks to its  
ploneering technology.  
Western Europe outside Germany. In the United States sales of  
Mercedes-Benz passenger cars reached 170,200 vehicles (up  
excellent price/value ratio of the M-Class. The exceptional  
image enjoyed by the M-Class results from its exemplary safety  
characteristics, future-oriented design, and the combination of  
pronounced all-terrain maneuverability with sedan-like on-road  
qualities. Due to high demand, M-Class capacity at our U.S.  
production facility in Tuscaloosa, Alabama, was boosted from  
65,000 units to more than 80,000 units in 1999. Moreover,  
beginning in mid-1999, up to 30,000 additional vehicles  
per year will be manufactured for the European market at  
Steyr-Daimler-Puch in Graz, Austria.  
3
9%). In terms of revenues, we were the most successful  
luxurybrandintheUnitedStateswitha7.6%marketshare.  
Despite the unfavorable market situation in Japan, we managed  
to sell more than 40,000 vehicles and achieved a share of the  
luxury class market of 12.8%. Mercedes-Benz was the most  
successful import brand in Japan.  
SUCCESSFUL YEAR FOR THE A-CLASS. The A-Class, equipped  
with the most state-of-the-art standard safety package of all  
compact and mid-size cars, has been enjoying extremely strong  
demand. The innovative concept and design, combined with a  
favorable price/performance ratio, enabled sales to soar to  
2
8
A-CLASS PRODUCTION STARTED IN BRAZIL. The new A-Class  
production facility in Juiz de Fora, Brazil, started regular  
production in February 1999. The new plant is an important step  
toward developing the South American market for the  
Mercedes-Benz brand. After the final expansion phase, it will  
have a capacity to produce up to 70,000 vehicles each year.  
Completion of the project in only two years was possible due to  
the joint efforts of an international team from the United States,  
Europe and Brazil. To ensure that the high quality standards of  
Mercedes-Benz are also maintained in Brazil, training  
employees for that location was started well in advance. More  
than 150 specialized employees from Brazil were trained in our  
German assembly plants in Rastatt, Sindelfingen and Bremen,  
and 160 trainers from Germany will be working in Brazil during  
the startup phase.  
136,100 units, earning the A-Class a strong position in the  
market within one year. In Japan, it was awarded the prize for  
the best import car of the year. In 1999, we expect to see  
additional sales growth due to new engine versions and  
equipment options.  
NEW S-CLASS SETS STANDARDS. The new S-Class features more  
than 30 technical innovations and is a trendsetter in passenger  
car technology. Peak values in aerodynamics and a reduction in  
weight of approximately 660 pounds excluding options offer  
fuel savings of up to 17% compared with its predecessor model  
while at the same time its performance rating is significantly  
higher. Thanks to an automatic cylinder cut-off system in the  
S 500, fuel consumption can be reduced by a further 7% on  
average. The air suspension system combined with the  
adaptive shock absorber system (AIRmatic), ventilated luxury  
seats, a chip card in place of a door and ignition key (Keyless  
Go) and the distance control system (Distronic) offer our  
customers the option of extra comfort. In addition to safety and  
comfort, the classic characteristics of every Mercedes-Benz,  
the new model also provides more driving pleasure than ever  
before in this series. The new S-Class has not only been  
enthusiastically received by traditional customers, but, as the  
first market statistics demonstrate, it is also capable of  
attracting customers previously attached to other luxury  
brands.  
INVESTMENTS BOOST INNOVATIVE STRENGTH. We are investing  
€ 0.7 billion in a new technology center in Sindelfingen to be  
completed in the year 2000 for the development of Mercedes-  
Benz passenger cars. The entire passenger car development  
will thus be concentrated at the two locations of Sindelfingen  
and Untertürkheim instead of the previous 18. Consolidating our  
development capacities and using state-of-the-art technologies  
will open up additional opportunities for boosting our  
development output. We will also achieve synergies by working  
together with the technology center in Auburn Hills.  
The 1,500 acre Mercedes-Benz testing facility in Papenburg,  
Germany, which was opened on October 8, 1998, offers product  
developers entirely new possibilities. For example, a number of  
different processes can now be carried out simultaneously  
instead of sequentially, which significantly shortens develop-  
ment times.  
M-CLASS EXTRAORDINARILY SUCCESSFUL. The overwhelming  
success of the M-Class in North America following its market  
introduction in September 1997 continued in Europe in the  
spring of 1998. Around the world, customers appreciate the  
One of the most important achievements was the victory in  
the driver and designer world championships in Formula One:  
Mika Häkkinen became world champion with eight victories in  
MOBILO-LIFE LONG-TERM GUARANTEE INTRODUCED. In 1998, the  
Mercedes-Benz brand set new standards not only in new  
products, but in the service sector as well. Mercedes-Benz is  
the first brand to offer a standard life-long no-rust-thru and  
mobility guarantee. It applies to vehicles registered for the first  
time after October 24, 1998. The Mobilo-Life long-term  
guarantee is effective in 23 European countries up to the fourth  
year from registration, providing the car is regularly serviced  
at an authorized Mercedes service center. The long-term  
guarantee is then effective for up to another 30 years.  
16 races. David Coulthard finished third in the drivers' world  
championship. West McLaren Mercedes won the designer title  
with a total of nine first places. We also won two races in the  
CART series in the United States. In the FIA GT championship,  
Klaus Ludwig and Ricardo Zonta won the driver championship  
in a Mercedes CLK-LM, and AMG Mercedes collected the team  
title with a total of 10 victories in 10 races.  
MERCEDES-BENZ MAYBACH - A NEW DIMENSION IN AUTO-  
MOBILE DESIGN. After we first revealed the design prototype of  
the Mercedes-Benz Maybach to the world in Tokyo in October  
smart – the ideal two-seater  
city coupe. A statement of  
individual mobility in inner  
city areas. A car that gives  
you extra freedom without  
sacrificing safety and  
comfort.  
1997,wedecidedinJuly1998todevelopthistopmodelintoa  
production version. The Maybach will continue the tradition  
of large chauffeur-driven limousines with the innovative state-  
of-the-art technology of Mercedes-Benz passenger cars and  
introduce a new dimension in the luxury automobile class.  
SMART CITY COUPE SUCCESSFULLY LAUNCHED IN EUROPE.  
The smart city coupe has been delivered to customers in nine  
European countries since early October 1998. The launch not  
only put a completely new automobile onto the streets of  
Europe, but at the same time it heralded the birth of a new  
brand and an entirely new, single-level distribution network.  
It was nominated as the most environmentally friendly car of  
the year for 1998 by the German transport group Verkehrsclub  
Deutschland (VCD) and achieved by far the best results in the  
magazine “AutoBild’s” comparison crash test in the compact  
car segment. These qualifications are convincing proof of the  
trendsetting concept of the city coupe.  
2
9
1
,000 Units  
98:97 (in %)  
Passenger Car Sales 1998  
Mercedes-Benz  
A-Class  
9
06  
36  
+27  
+ .  
1
C-Class  
3
84  
62  
+10  
+182  
+17  
-6  
of which CLK  
SLK  
At the Paris Motor Show in October 1998, the smart was  
introduced for the first time as a turbodiesel with common rail  
direct injection (CDI). With a fuel consumption rating of only  
54  
E-Class  
2
59  
6
9.2 miles per gallon, this vehicle will be available at the end of  
1
999. In addition, the smart range is to be expanded with an  
S-Class/SL  
M-Class  
5
8
4
4
-7  
attractive convertible version. In the year under review, 21,200  
vehicles rolled off the assembly line at our plant in Hambach,  
France.  
6
+291  
+8  
G-Class  
smart  
1
7
+ .  
SMART MOBILITY. In addition to the vehicle itself, we are also  
developing a comprehensive mobility concept in cooperation  
with AVIS, various municipalities and other transit operators,  
to create special advantages for smart users in the urban  
environment. Together with our partners, we are offering  
innovations such as smartmove & More (rental cars for smart  
customers with special transportation needs), smartmove  
Parking (compact parking spaces for micro-compact cars) and  
other attractive mobility services.  
Sales worldwide  
Europe  
9
6
3
23  
40  
55  
+29  
+34  
+28  
+42  
of which Germany  
Western Europe  
275  
(
excl. Germany)  
North America  
183  
70  
+40  
+39  
+28  
-49  
- 3  
United States (retail sales)  
South America  
1
FORMULA ONE WORLD CHAMPION AND FIA GT CHAMPION. With  
8
21 victories in 45 races in three series, 1998 was the most  
successful motor sports year in the history of Mercedes-Benz.  
Far East (excl. Japan)  
Japan (new registrations)  
14  
40  
Chrysler Plymouth  
S
P
A
S
S
E
N
G
E
R
V
E
H
I
C
L
E
Jeep Dodge  
3
0
The new Chrysler 300 M –
continuation of the traditio
series. A comfortable and r
sedan for driving pleasure
and on long trips. With a p
2
.7 or 3.5 liter V-6 engine a
advanced “Cab Forward De
improved legroom and grea
comfort.  
9
US $  
8
98  
97  
Amounts in Millions  
The Chrysler, Plymouth, Jeep and Dodge brands  
recorded their best year ever in 1998, setting several  
sales records, including all-time highs in trucks and  
sport-utility vehicles. This helped the brands  
4
,942  
4,212  
56,340  
3,920  
3,368  
51,942  
4,501  
Operating Profit  
Revenues  
6
6,101  
,599  
4
Investm. in Property,  
Plant, Equipment  
increase revenues to € 56.3 billion in 1998, compared  
to € 51.9 billion in 1997. The operating profit of the  
Division increased to € 4.2 billion, compared to  
1,989  
1,695  
1,512  
R&D  
2,982,644 2,773,264  
3,093,716 2,886,981  
Production (Units)  
Sales (Units)  
Employees (12/31)  
3.4 billion in 1997. In the past few years, all-new  
123,180  
118,639  
and redesigned products have helped the brands  
to expand their market position. Symbolizing the  
success of recent quality improvement initiatives are  
the Chrysler Cirrus and Concorde. Both were  
recognized by J.D. Power and Associates for having  
the best quality in their respective categories in the  
Initial Quality Rankings for 1998.  
FAVORABLE MARKET SITUATION IN NORTH AMERICA.  
Strong economic growth, falling car prices and low interest  
rates resulted in an overall rise in sales of passenger cars and  
light trucks in North America in 1998. In particular, sales of  
sport-utility vehicles and pickups benefitted the most from the  
strong market, while sales of passenger cars fell slightly.  
DaimlerChrysler is well positioned in the highest growth  
segments with its Chrysler, Plymouth, Jeep and Dodge brands.  
We are therefore able to take part at a higher level in the  
favorable market development in North America. In contrast,  
international business was negatively impacted by the  
economic and financial crisis in Asia.  
3
1
NEW RECORDS IN REVENUE AND PRODUCTION. The Chrysler,  
Plymouth, Jeep and Dodge brands have their strongest  
presence in the North American markets of the United States,  
Canada and Mexico. Revenues of the Division totalled a new  
record of € 56.3 billion ( 1997: € 51.9 billion). Of total revenues  
9
3% were generated in North America, 3% in Europe and 4% in  
the rest of the world.  
Worldwide production in 1998 totaled 2,982,600 vehicles  
(
7
1997: 2,773,300). Car production in 1998 was 865,300 (1997:  
78,200); truck production totaled 2,117,300 (1997: 1,995,100).  
FURTHER IMPROVEMENT IN EARNINGS SITUATION. The  
operating profit of the Division increased from € 3,368 million  
in 1997 to € 4,212 million in 1998. Higher sales volume and  
lower warranty costs were the primary positive contributors.  
In contrast to this were higher costs for purchase incentives,  
which are attributed in particular to strengthened competitive  
conditions in North America.  
The Jeep® Grand Cherokee: with the  
best off-road qualities – and a great  
role-model for luxurious sport-utility  
vehicles for all leisure activities.  
3
2
MORE THAN 3 MILLION VEHICLES SOLD WORLDWIDE IN 1998.  
U.S. sales (shipments) reached 2,548,900 vehicles in 1998.  
These were 10% ahead of 1997’s total of 2,312,400 units. Truck  
sales, including minivans and sport-utility vehicles, rose to  
At the North American International Auto Show in Detroit in  
January 1999, the brand introduced the 2001 Chrysler PT  
Cruiser. Described as a flexible-activity vehicle, the new design  
blends characteristics of cars, trucks, minivans and sport-  
utility vehicles to create an all-new car segment in America.  
The prefix “PT”, meaning “personal transportation”, reflects  
the vehicle’s versatility for each individual owner.  
Left- and right-hand-drive versions will be produced at  
DaimlerChrysler’s assembly plant in Toluca, Mexico, with  
sales starting in early 2000.  
1,784,000 units, a 9% increase over 1997. Within this category,  
sport-utility vehicles accounted for 626,800 units, a 20%  
increase over 1997. Car sales reached 764,900 vehicles, a 12%  
increase over 1997.  
In Canada, sales (shipments) totaled 261,800 vehicles, a  
decrease of 2% compared to 1997. Truck sales in 1998 were  
1
74,500 units, a 3% decrease compared to 1997. Car sales  
PLYMOUTH REPRESENTS FUN, VALUE. The Plymouth brand,  
which celebrated its 70 anniversary in 1998, continues to  
serve as an affordable entry-level brand for customers. The  
th  
reached 87,300 in 1998, up 1%. In Mexico, the brands reported  
overall sales of 94,800 vehicles, up 34% from 70,900 in 1997.  
2
000 Plymouth Neon compact car was unveiled in December  
Chrysler, Jeep and Dodge brand sales (shipments) outside  
North America were 188,200, down 21% from 1997, which had  
been a record year internationally for these brands. Chrysler  
minivans were the brands’ biggest seller outside of North  
America, accounting for 34% of international sales. The Jeep  
Cherokee accounted for 18% of sales outside North America;  
the Jeep Grand Cherokee also for 18% of international sales.  
1998 in Los Angeles. The new Neon, which went on sale in the  
first quarter of 1999, combines a high degree of functionality  
with a fun driving experience. The Plymouth Prowler remains  
an image-enhancing car for the brand. This unique roadster  
is available in red, black, bright yellow, as well as in the  
original purple.  
JEEP VEHICLES’ POPULARITY CONTINUES TO GROW. The all-new  
Jeep Grand Cherokee was among the DaimlerChrysler vehicles  
introduced to great reviews in1998. The 1999 Grand Cherokee  
received the “4x4 of the Year” award from Petersen’s “4-Wheel  
CHRYSLER BRAND SUCCESSFUL WITH NEW MODELS. Positioned  
as a near-luxury marque, the Chrysler brand continues to build  
upon its reputation in the industry. In 1998, Chrysler launched  
the LHS and all-new 300M both to critical acclaim. The 300M,  
designed for sale in North America and export to international  
markets, was named Motor Trend magazine’s “Car of the Year”,  
and has also been well received by the European media and  
customers.  
&
Off-Road magazine” and “Four Wheeler of the Year” from  
“Four Wheeler magazine”. It also was named the 1999 North  
American Truck of the Year at the North American Interna-  
tional Auto Show in Detroit.  
The Jeep brand is on the forefront of customer relationship  
marketing. After “inventing” customer loyalty programs with  
the original Rubicon Trail Jeep Jamboree 45 years ago, the Jeep  
brand created Camp Jeep in 1995, a three-day action-packed  
family event exclusively designed for Jeep owners and their  
active lifestyles. The 1999 Camp Jeep will be held in Virginia at  
Walton’s Mountain near the Wintergreen Resort.  
Internationally, the 1998 Jeep Grand Cherokee was named the  
Best Sport-Utility in Brazil.” The Grand Cherokee was also  
named the best luxury and compact sport-utility vehicle by  
Geländewagen Magazin” in Germany, and the ”Best New  
At the 1998 Chicago Auto Show, Chrysler showcased a new  
dimension in luxury minivans-the 1999 Chrysler Town & Country  
Limited. Production of this more distinctive and upscale version  
of the Town & Country luxury minivan started in March 1998.  
Sport-Utility” by the Automobile Journalists of Canada.  
In the United States, the minivans received the Consumers’  
Digest “Best Buy Award.” Canada’s Carguide Magazine named  
the Dodge Caravan a 1999 “best buy” in the minivan category  
for the third consecutive year.  
DODGE VEHICLES EMPHASIZE POWER, SPORTINESS. The Dodge  
brand remains the performance division of the company. In  
1998, it posted US sales of 1,454,700, up 15% compared with  
1997. Dodge Truck’s U.S. sales of 1,099,900 were up 21%  
compared with 1997.  
CONCEPT VEHICLES HIGHLIGHT FUTURE TECHNOLOGIES AND DE-  
SIGN. The Chrysler Pronto Cruizer concept car was unveiled at  
the Geneva Motor Show in March 1998. It was the first time a  
Chrysler-brand concept was introduced at a European motor  
show since the Portofino -- the brand’s first iteration of its cab-  
forward design. The Pronto Cruizer’s exterior and interior  
design themes were inspired by the 1940s American art-deco  
design. The Pronto Cruizer took that classic appeal and refined  
it with a cutting-edge styling, efficient packaging, precision  
craftsmanship and a heavy dose of American fun and freedom.  
New R/T production and concept vehicles were unveiled at  
Detroit’s North American International Auto Show. The 2000  
Dodge Neon debuted in dealerships in the first quarter of 1999  
with an all-new exterior and interior, along with substantially  
improved on-road performance and handling. The Dodge  
Dakota Quad Cab became available for retail sale in the fourth  
quarter of 1998. The industry’s biggest and most powerful  
compact pickup is now the most versatile, with four doors.  
Wide-opening rear doors (with full roll-down windows) offer  
unrestricted passenger ingress and egress, and make loading  
and unloading large packages easier. Dodge Dakota Quad Cab  
features the most interior room in its class.  
In addition, four concept vehicles were unveiled at Detroit’s  
1999 North Amercan International Auto Show.  
3
3
The Jeep Commander concept is an upscale sport-utility vehicle  
that uses environment-friendly fuel-cell technology. The Com-  
mander may well be the world’s only four-wheel-drive vehicle  
that runs on electric power.  
MINIVANS RETAIN POPULARITY. Chrysler, Plymouth and Dodge  
minivans are among the most successful products of  
DaimlerChrysler. In 1998, the company celebrated 15 years of  
minivan production with ceremonies at the Windsor (Ontario,  
Canada) and St. Louis (Missouri) South assembly plants. More  
than 7 million DaimlerChrysler minivans have been produced  
since the vehicle’s 1983 introduction for the 1984 model year.  
The Chrysler Citadel blends characteristics of a luxury sport  
sedan and the power and security of a sport-utility vehicle  
together with a futuristic design. While the Citadel is not only a  
hybrid among market segments, it is also a hybrid of power  
trains, as it draws power from two different sources. A gas  
engine propels the rear wheels, and electricity drives the front  
wheels.  
In the United States the company posted a 1% sales increase  
for 1998 models, with sales totaling 518,900 units. Record  
minivan sales were reported in Canada.  
The Dodge Charger R/T pays homage to the muscle-car era. Its  
low emissions even meet the California Air Resources Board Ul-  
tra Low Emission Vehicle standard. That’s because it’s powered  
by a supercharged, compressed natural gas (CNG) 4.7-liter V-8  
engine.  
The Dodge Power Wagon truck concept is a refined and  
tailored interpretation of the original, rugged 1946 workhorse.  
The Power Wagon is powered by a 7.2-liter, direct-injection I-6  
turbocharged diesel engine.  
Dodge Caravan ES: a family car offering an extra dimension – a spacious interior and  
variable seating combined with pure driving pleasure.  
Sales 1998  
Units ('000)  
98:97 (in %)  
BRANDS RECEIVE QUALITY HONORS. Four Chrysler and Dodge  
vehicles topped the 1998 Total Quality Index ratings by Strate-  
gic Vision, a California-based research firm. The Dodge Ram,  
Chrysler Town & Country, Dodge Durango and Chrysler  
Sebring won in their respective categories.  
Total  
3,094  
939  
719  
+ 7  
+ 9  
+ 8  
0
Of which: Passenger Cars  
Trucks  
Minivans  
685  
750  
2,548  
261  
In June, J.D. Power and Associates named the Chrysler Con-  
corde and Cirrus as having the best quality in their categories  
in the Initial Quality Rankings for 1998. The Dodge Caravan  
finished second in the compact van category.  
SUV  
+ 13  
+ 10  
United States  
Canada  
-
2
REDUCING COST BY SCORE. Efforts to improve vehicle quality  
and value continue in part through a program that provides  
suppliers with initiatives to generate new ideas and improve  
their production processes. In August 1998, the Supplier Cost  
Reduction Effort (SCORE) surpassed its stretch goal of € 1.7  
billion in savings, topping its original goal for the 1998 model  
year by more than € 400 million.  
Mexico  
94  
+ 34  
- 21  
Rest of the World  
188  
In June, the company started production of the Jeep Cherokee  
at the Cordoba (Argentina) assembly plant. The vehicles will be  
sold in the Mercosur markets of Argentina, Brazil, Paraguay  
and Uruguay.  
INVESTMENTS IN PRODUCTION LEAD THE WAY INTO THE NEXT  
CENTURY. In May, the Bramalea (Ontario) assembly plant had  
formal launch ceremonies to mark full production of the 1999  
Chrysler 300M, LHS and Concorde and Dodge Intrepid.  
Opening ceremonies were held in July for the Campo Largo  
(Brazil) assembly plant, which will build gas- and diesel-  
powered Dodge Dakota pickups in standard and club cab  
versions. A new transmission plant in Kokomo, Indiana, began  
production in July of new transmissions for the redesigned  
1999 Jeep Grand Cherokee.  
3
4
Also in May, construction began on the new Mack Avenue II  
Engine Plant in Detroit, Michigan. The 600,000-square-foot  
facility represents another € 640 million investment by  
the company in the city. The plant will build a new 3.7-liter V-6  
engine for the next-generation Jeep Cherokee and the entire  
Dodge truck line. The plant is expected to open by 2001 and  
produce up to 300,000 engines annually.  
July also saw the groundbreaking ceremony for the new 1.1-  
million-square-foot Toledo (Ohio) assembly plant. This facility  
represents a € 500 million investment by the company in the  
north side of the city. Production of Jeep sport-utility vehicles  
will start at the end of 2000.  
MOTORSPORTS VICTORIES CAP STRONG YEAR FOR VIPER  
RACING. In auto racing, the Dodge Viper finished first and  
ond in the GT-2 class at the 24 Hours of LeMans endurance  
e in France. It was the first time a company has won this  
e with a production vehicle designed and manufactured in  
United States. Also, Viper Team ORECA won the Federation  
ernationale de l’Automobile (FIA) GT-2 Constructors’  
ampionship and the FIA GT-2 Drivers’ Championship for the  
ond consecutive year.  
The Plymouth Neon Style – a compact sedan sporting  
amazing features. An “American way of drive” in  
styling, performance and safety as well as comfort  
and aerodynamic design.  
Chrysler Financial  
Services  
for the eighth consecutive year. This award recognized CIC as  
one of the top performing property and casualty companies in  
the industry.  
Chrysler Financial Services (CFS) achieved a  
record operating profit of  652 million for 1998,  
up from  586 million in 1997. Earnings benefited  
during 1998 from lower credit losses and growth  
in the company’s managed portfolio of receivables  
and leases. Revenues increased to  2,9 billion  
compared to  2,4 billion in 1997. In addition to  
setting a new record for earnings in 1998, CFS  
acquired a record  74.2 billion in loans and  
leases and managed a record  42.5 billion  
portfolio of receivables and leases at year-end.  
Chrysler Capital Company L.L.C. worked closely with  
DaimlerChrysler on tax-related investments, managing approxi-  
mately € 2.5 billion in leveraged leases and other commercial  
loans and leases.  
Chrysler Realty Corporation (CRC) engages in the ownership,  
development and management of DaimlerChrysler automotive  
dealership properties in the United States. CRC purchases or  
leases dealership facilities and then leases or subleases these  
facilities to dealers. At the end of 1998, CRC controlled 723  
sites, of which 189 were owned.  
3
5
FINANCIAL SERVICES COMBINED WITHIN DAIMLERCHRYSLER  
SERVICES. CFS will be combined with debis in 1999. The com-  
bined financial services unit of DaimlerChrysler Services will  
have a portfolio of € 70 billion. It will be the fourth-largest pro-  
vider of financial services in the world outside the banking and  
insurance sector and will compete directly with the some of the  
strongest competitors in the financial services market. The  
new DaimlerChrysler Financial Services North America L.L.C.  
PROVIDING A WIDE RANGE OF AUTOMOTIVE SERVICES.  
Chrysler Financial Services (CFS) provides retail and lease  
financing for vehicles, dealer inventory and other financing  
needs, dealer property and casualty insurance, and dealership  
facility development and management, primarily for  
DaimlerChrysler dealers and their customers. Headquartered in  
Southfield, Michigan, CFS is one of the largest automotive  
financial services companies in North America. CFS also ex-  
panded during the last two years into international markets,  
opening offices in Belgium, France, Italy, Japan, Venezuela,  
Taiwan, Puerto Rico, Austria, Germany and the Netherlands.  
(
DCFSNA) will continue to serve dealers and customers in the  
United States, Canada and Mexico and will be headquartered in  
Southfield, Michigan. Chrysler Capital’s operations are being  
combined with the existing capital services operations of debis  
Financial Services to form a new international business unit,  
which will focus on global Capital Services. It will tap the enor-  
mous potential of the non-automotive financial services busi-  
ness, with worldwide headquarters based in Norwalk, Connecti-  
cut.  
GROWTH IN AUTOMOTIVE FINANCING VOLUME. CFS’s auto-  
motive volume increased to € 80.1 billion in 1998 compared to  
73.7 billion in 1997. The increase in automotive volume re-  
flects higher retail and lease penetration due to the impact of  
marketing programs to customers and dealers initiated during  
1997. Nearly 2.5 million new Chrysler, Plymouth, Jeep and  
Dodge vehicles have been financed by CFS in the United States  
in 1998, 250,000 vehicles more than in 1997.  
9 8  
US $  
9 8  
9 7  
Amounts in Millions  
Chrysler Credit Canada Ltd., which provides automotive finan-  
cial products and services to Canadian automotive dealers and  
customers, financed 310,000 new vehicles in 1998 compared to  
Operating Profit  
Revenues  
7
65  
652  
2,877  
3,513  
586  
2,407  
3,405  
277,000 vehicles in 1997.  
3,376  
Employees (12/31)  
OHTER BUSINESSES ALSO SUCCESSFUL. Chrysler Insurance  
Company (CIC), a subsidiary, had a very favorable business  
development. Premium volume rose to € 200 million in 1998.  
Chrysler Insurance was named to Ward’s 50 Benchmark Group  
M
S
E
T
R
E
C
R
E
L
D
E
S
-
B
S
E
E
N
T
Z
R
,
A
F
R
E
I
G
H
T
L
I
N
E
R
,
I
N
G
,
Commercial Vehicles  
The new Atego Series for delivery duty and light  
long-haul and building site traffic. First shown in  
1998, the Atego was voted “truck of the year ’98”.  
3
6
The Commercial Vehicles Division continued its  
profitable growth in 1998. Revenues, sales and  
production reached all-time highs. Operating profit  
rose to € 0.9 billion (1997: € 342 million). Business  
developed especially well in North America where  
Sterling, a new truck brand, got off to an excellent  
start. The truck and van business also grew  
significantly in Western Europe, and in Latin  
America, the Sprinter van was particularly  
successful. Despite a difficult market in Asia, we  
continue to target strategically important markets  
in the region.  
9
US $  
8
98  
97  
Amounts in Millions  
Operating Profit  
Revenues  
1,110  
27,175  
7,169  
946  
342  
23,162 20,012  
Trucks Europe  
6,110  
7,080  
5,572  
4,965  
Commercial Vehicles  
North America  
8,309  
Vans Europe  
Powertrains  
Buses Europe  
5,823  
3,792  
2,390  
2,459  
4,963  
3,232  
2,037  
2,096  
4,435  
2,946  
1,931  
2,242  
Commercial Vehicles  
Latin America  
Unimog  
329  
976  
280  
832  
320  
601  
Investments in plant,  
property and equipment  
R & D  
837  
714  
602  
Production (Units)  
Sales (Units)  
Employees (12/31)  
492,643 422,438  
489,680 417,384  
89,711 85,071  
3
7
FAVORABLE MARKET DEVELOPMENT IN WESTERN EUROPE AND  
NORTH AMERICA. The commercial vehicle markets in Western  
Europe and North America developed very favorably in 1998,  
while demand in the Asian markets remained significantly  
lower than in the previous year as a result of their economic  
and financial crisis. In various South American countries as  
well, and particularly in Brazil, the growing economic  
uncertainty led to a definite decline in commercial vehicle  
demand, especially in the second half of the year.  
In Western Europe, there was market growth in nearly every  
region and in all market segments. The revival in demand was  
especially pronounced for trucks in the category over 6 tons,  
notably for heavy-duty trucks over 16 tons. Sales in the United  
States were up 11% to 345,900 vehicles in Classes 6 to 8 (over  
8
.8 tons), a particularly important market segment for  
Freightliner and Sterling.  
COMMERCIAL VEHICLE DIVISION ON GROWTH COURSE. The  
Commercial Vehicle Division continued its growth course in  
1
998. Revenues rose by 16% to a new record high of € 23.2  
billion. Vigorous growth was achieved in the United States (up  
8% to € 6 billion) and in Western Europe outside of Germany  
up 15% to € 5.4 billion). In Germany, the previous year’s level  
4
(
was surpassed at € 6.4 billion (up 12%), while in South America  
revenues dropped to € 2.1 billion (-2%). With worldwide sales  
of 489,700 (1997: 417,400) units, Mercedes-Benz, Freightliner,  
Sterling and Setra commercial vehicle sales set a new record as  
well. The Commercial Vehicles North America, Vans Europe,  
and Trucks Europe units performed particularly well.  
EARNINGS SIGNIFICANTLY IMPROVED. The positive trend in  
earnings achieved in1997 was strengthened considerably in  
highest safety standards. In 1998, the product drive was  
continued in Europe with the new Atego delivery truck.  
This series is produced in Wörth, Germany, and has impressed  
drivers and fleet operators.  
1
998. Operating profit from commercial vehicles rose from  
342 million in 1997 to € 946 million. The new, more cost-  
effectively manufactured products, continued process optimiza-  
tion in production and constructive relations with the suppliers The Atego was awarded the distinction of “Truck of the Year  
were particularly important factors.  
1999” by the international automotive press after the heavy-  
duty Actros truck took the title in 1997. The business unit’s  
sales rose 13% to a total of 87,300 vehicles. In the sector  
for trucks over 6 tons, we reinforced our market leadership  
in Western Europe and achieved a market share of 23%.  
MERCEDES-BENZ VANS LEAD MARKET IN WESTERN EUROPE.  
With the successful Vito (2.6 tons), Sprinter (2.5 to 4.6 tons)  
and Vario (4.8 to 7.5 tons) van models and the V-Class minivan,  
the Vans Europe unit again grew more strongly than the market The Trucks Europe production network, which includes  
in 1998. It was able to reinforce the leading position it achieved  
for the first time in the previous year in the segment from  
the facilities in Wörth, Germany, Aksaray, Turkey, Arbon,  
Switzerland, and Molsheim, France, assembled a total of  
88,700 trucks in 1998 (1997: 78,800 units).  
2
to 6 tons in Western Europe. Market share in this segment  
In 1998, the Unimog business was focused even more strongly  
on the tool carriers segment and was integrated into the Trucks  
Europe Unit. A total of approximately 2,900 Unimogs were sold  
in 1998.  
First market appearance of the Powertrain unit at the IAA  
commercial vehicle show in Hannover.  
POWERTRAIN UNIT AS A COMPETITIVE SYSTEM SUPPLIER.  
As a competitive component manufacturer with special system  
expertise, the Powertrain unit produces and markets engines,  
transmission units, axles, and steering systems. The unit’s  
most important customers are the assembly plants for  
3
8
Mercedes-Benz commercial vehicles in Western Europe.  
Since 1998, it has also been producing engines for Freightliner  
Corporation in North America. The unit delivered products  
worth € 2.9 billion to customers inside DaimlerChrysler.  
Revenues from external customers amounted to approximately  
of € 0.3 billion. As a result of the business unit’s independent  
presence at the International Commercial Vehicle Show in  
Hannover, more customers from outside of DaimlerChrysler  
have been reached. In the current fiscal year, the business unit  
rose to 18.7% (1997: 18.3%). In Germany, market share was also plans to continue to expand its sales organization and after-  
higher at 27.1% (1997: 26.4%). Total sales for the business unit  
increased to 199,500 vehicles exceeding the previous year  
record by a further 10%. Germany remains the most important  
market for the Vans Europe business unit at 66,100 vehicles  
sales activities. In addition, more attention will be focused  
on improving its competitive position and taking advantage  
of the opportunities offered by the global production network.  
(
up 8%). A total of 123,800 vehicles were sold in Europe out-  
EVOBUS CONTINUES TO EXPAND LEADING MARKET POSITION.  
The Buses Europe unit, whose corporate name is EvoBus  
GmbH, increased its sales in 1998 by 4% to a total of nearly  
side of Germany (up 7%), and 8,600 vehicles were sold over-  
seas (up 66%).  
8
,300 Mercedes-Benz and Setra units (5,700 complete buses  
The “1998 Commercial Vehicle of the Year” awards illustrate  
the outstanding customer acceptance of Mercedes-Benz vans:  
The Sprinter and Vito won first place and the Vario third place  
in the light trucks category of under 7.5 tons.  
and bus chassis and 2,600 vehicles respectively). The unit also  
strengthened its leading market position in Western Europe  
(including Turkey) with 20% for Mercedes-Benz (1997: 18%) and  
9% for Setra (1997: 9%). Among the most important product  
launches at Mercedes-Benz in 1998 were the CITARO, which  
was awarded the title of “Commercial Vehicle of the Year,”  
in the city bus category, the 15-meter version of the INTEGRO  
as well as the innovative CITO midibus. In addition, the  
15-meter Setra 319 GT-HD tour bus was introduced to the  
market in 1998.  
SUBSTANTIAL GROWTH IN REVENUES FOR TRUCKS EUROPE.  
The Mercedes-Benz truck product program includes vehicles  
tailored to market demands for nearly every application and  
they all offer the highest possible customer benefit. It also  
includes special vehicles such as the Econic, manufactured in  
Arbon, Switzerland, that was launched in 1998. The success  
factors of the truck product range are high efficiency, customer-  
friendly maintenance intervals, an environmentally compatible  
product concept, ergonomically designed interior space and  
STRONGEST GROWTH IN NORTH AMERICA. Freightliner Corpora-  
tion continued its growth course in 1998 and participated at an  
above-average rate in the positive market development in North  
Sales 1998  
Units ('000)  
98:97 (in %)  
America. The new Sterling brand, introduced to the market  
after the acquisition of the heavy-duty trucks segment from  
Ford Motor Co. in the spring of 1998, contributed substantially  
to Freightliner's growth. The new heavy Freightliner Argosy  
cabover truck was also received extremely well in the market.  
Freightliner sold a total of 128,000 commercial vehicles in 1998  
World  
490  
217  
+17  
+12  
of which Vans  
(incl. V-Class)  
Pick-ups  
Trucks  
Buses  
4
234  
33  
+.  
+23  
+6  
(
1997: 89,400 units) and reinforced its position as the leading  
manufacturer of heavy-duty trucks in North America. Among  
Class 8 trucks (over 15 tons), the combined market share of  
Freightliner and Sterling in the United States reached 31.3%  
Unimog  
3
–7  
(
1997: 28.2%). Business was especially favorable for medium-  
duty trucks in Classes 6 to 7 (8.8 to 15 tons). In this segment,  
sales in the United States soared by 84% to a total of 25,600  
vehicles, and the market share reached 18.2% (1997: 11.7%).  
Europe  
of which Germany  
Western Europe  
excl. Germany)  
277  
107  
148  
+8  
+11  
+12  
(
The purchase of Thomas Built Buses Corporation was an  
important milestone in DaimlerChrysler’s strategy to become  
a leading manufacturer in the medium-duty commercial vehicle  
segment in North America and to further strengthen its posi-  
tion in the bus business. Thomas Built Buses, headquartered  
in North Carolina, holds a 33% market share and is one of the  
leading manufacturers of school bus assemblies in North  
America.  
North America  
of which U.S.A.  
Latin America (excl. Mexico)  
of which Brazil  
Asia  
126  
+46  
+49  
+5  
108  
58  
39  
+5  
12  
+11  
3
9
Mercedes-Benz Mexico S.A. increased production to 9,800  
commercial vehicles in 1998 (1997: 6,400 units), most  
of which were exported to the United States and Canada.  
We also maintained our leading position in Brazil in the segment  
of trucks over 6 tons and buses with market shares of approx-  
imately 36% and 64% respectively. In Argentina, the market  
share for trucks over 6 tons rose to 37% and 15% for vans.  
SPRINTER REMAINS SALES LEADER IN LATIN AMERICA.  
We continued to optimize the structure of the Commercial  
Vehicles Latin America unit in 1998. The production company  
in Brazil now concentrates on assembling truck and bus  
chassis, while van production for South America is consolid-  
ated in Argentina.  
IMPORTANT PROJECTS IN ASIA. The People’s Republic of  
China is a market with tremendous growth potential for the  
bus business in particular. A key project for DaimlerChrysler  
is the Yaxing-Benz joint venture, which was founded in March  
1997 with Jiangsu-Yaxing Motor Coach Group in Yangzhou.  
Despite a difficult economic environment, the business unit was It produces buses and chassis under the Yaxing and Mercedes-  
able to increase sales by 1% after the high level of the previous  
year to more than 57,000 commercial vehicles. Here the market  
success of the Sprinter van series produced by Mercedes-Benz  
Argentina was decisive, and nearly, 15,000 units were sold.  
Benz brands. The components for the bus chassis are supplied  
by Mercedes-Benz do Brasil among others. Furthermore,  
a partnership to jointly develop and produce a new light-duty  
truck was agreed with Nissan Diesel in 1998.  
Freightliner and Sterling, our truck brands in North  
America, have now been joined by another strong  
partner: the Thomas Built Buses Corporation, one of the  
leading manufacturers of school bus assemblies.  
First class, reliable service and qualified friendly  
customer care: another area in which we aim to be  
4
0
Vehicle Sales Organization  
Following the merger of Daimler-Benz and Chrysler  
we created a new worldwide sales structure as one of  
the first results of the integration process. This new  
organization lays the groundwork for achieving our  
growth goals for the vehicles businesses and  
responsibility; for the passenger car lines Mercedes-Benz and  
smart, Dieter Zetsche will be responsible; and for commercial  
vehicle lines Mercedes-Benz, Freightliner, Sterling and Setra,  
Kurt Lauk will assume responsibility. Ted Cunningham is  
responsible for the worldwide standardization of common  
systems and processes in marketing and sales. This structure  
allows for regional distinctions and requirements for product  
development in order to fully capitalize market potential with  
products suitable to the market and the customer, and to  
promote future growth.  
realizing the synergy gains resulting from the  
merger. New opportunities and standards have been  
defined for the brand portfolio of the new company in  
order to enhance the value of each individual brand.  
Also for this purpose, distinct areas of brand  
NEW REGIONAL RESPONSIBILITY. To quickly implement growth  
possibilities and operational synergies, we also have created  
three areas of regional market responsibility. Market  
development and control of the sales companies has been  
responsibility have been allocated within the Board of divided into three regions: North America, South America and  
Europe/rest of the world. As a rule, the previously separate  
wholesale stages will be integrated in this new organization.  
Management of DaimlerChrysler. Our overall goal is  
to be the best in the world, not only with our  
Within each country, responsibility for all brands will then be  
taken by one national company.  
products, but also in all aspects of customer service.  
The main responsibility lies with each country chairman (CEO).  
To achieve appropriate savings, central functions such as  
finance, controlling, parts logistics and administration will be  
combined. In addition, special brand managers in each of the  
countries and regions will be responsible for the individual  
makes and will orient them toward their respective market  
4
1
PROTECTION OF BRAND NAMES IS THE MOST IMPORTANT  
REQUIREMENT. To protect our investment in the company's six  
passenger car brands, we have identified the opportunities and  
limits for each individual brand. The next step was to define the segments and target groups.  
respective positions in the market for the entire brand portfolio  
and the product strategy, communication, and sales modalities.  
MARKETING INTEGRATION COUNCIL. At the top of the new  
organizational matrix of worldwide brand responsibility and re-  
gional sales responsibility is a “Marketing Integration Council”.  
This council steers the new marketing and sales structure and  
consists of Ted Cunningham, Jim Holden, Kurt Lauk and Dieter  
Zetsche. Among other responsibilities this group will determine  
production goals and define the central services to be  
established, as well as take decisions on profit goals in  
coordination with the business units.  
This uniform worldwide brand management clearly separates  
the brands from one another and defines the tasks within the  
brand portfolio. From today’s perspective, each brand has  
considerable prospects for growth within the framework of the  
standards and market segments defined for it. Thus, the  
operational units are provided with the basis for their strategic  
decisions in conformance with the agreed standards. The major  
brand positioning elements are defined in a so-called “Brand  
Bible” to which all areas of the company are committed.  
WORLDWIDE BRAND RESPONSIBILITY. With the goal of further  
harmonizing the development of the different brands around the  
world, we have restructured the organization of the six  
passenger vehicle brands, as well as the four commercial  
vehicle brands. Three different areas of worldwide  
responsibility have been created. For the Chrysler, Plymouth,  
Dodge and Jeep lines, Jim Holden will assume worldwide  
Services  
debis, the services company of DaimlerChrysler, recorded  
business developments well above average in all areas in  
998. Operating profit and sales reached new heights, and a  
1
record number of new jobs were created. By merging the  
activities of Chrysler Financial Company L.L.C. and debis at  
the beginning of 1999, we have paved the way for a further  
expansion of our financial services activities.  
4
2
Economic solutions and qualified on-site customer service are guiding principles for us. For example in car fleet  
management, tailored to your requirements to ensure maximum time and cost savings.  
9
US $  
8
9 8  
9 7  
Amounts in Millions  
DYNAMIC GROWTH CONTINUES. In 1998, the dynamic growth of  
DaimlerChrysler Services AG continued for the ninth con-  
secutive year. All business units – Financial Services, IT Ser-  
vices and Telecom Services - showed remarkable development  
and increased the volume of their business. Revenues increased  
by 21% to € 9.6 billion. For the first time, more than half of the  
division’s turnover, € 5.0 billion, came from outside Germany.  
In addition, we commenced business operations in a further 10  
countries.  
Operating Profit  
Revenues  
460  
11,232  
6,866  
2,633  
1,762  
392  
9,573  
5,852  
2,244  
1,502  
246  
7,924  
5,102  
1,613  
1,182  
Financial Services  
IT Sevices  
Telecom Services  
Investment in Property,  
Plant and Equipment  
OPERATING PROFIT INCREASED BY 59%. Once again, we were  
able to show an improved result. Operating profit, the figure  
which indicates the success of the division’s operations, was, at  
334  
285  
193  
Employees (12/31)  
20,221 14,898  
392 million, 59% higher than for 1997. All business units  
contributed to this success by significantly improving their  
results.  
IMPROVED PROSPECTS FOR GROWTH THROUGH DAIMLER-  
financial crisis. In the field of insurance (debis Insurance  
Brokerage) we were able to increase premium volume by 7% to  
CHRYSLER. The merger of Chrysler Corporation with Daimler-  
Benz AG has also opened up excellent new prospects for growth € 0.6 billion. The Trade Finance division raised its countertrade  
in the services sector. As a result of merging the activities of  
Chrysler Financial Company L.L.C. with those of debis at the  
beginning of 1999, the Services Division is in a position to  
expand its strategically important position within  
volume by 18% to € 341 million.  
IT SERVICES: BUSINESS OUTSIDE GERMANY GAINING IN IM-  
PORTANCE. The IT Services division continued the positive  
trend 1997 and increased its revenues by 39% to a current level  
of more than € 2.2 billion, with 69% of that business with  
4
3
DaimlerChrysler still further. With a portfolio of more than  
70 billion, DaimlerChrysler Services AG has grown into the  
fourth-largest financial services company in the world outside of customers outside of DaimlerChrysler. Revenues abroad showed  
the banking and insurance sector. Through the merger, it has an above-average growth, increasing by 97% to € 0.6 billion.  
extremely good market position, and can continue to grow with  
the support of the financial strength of DaimlerChrysler. We  
have integrated the former division of Trade Finance into the  
division of Financial Services as debis Trade Finance. Since  
IT Services offers a complete range of IT services, from  
consulting (Plan) through the development of software solutions  
(Build) to the operation of application systems, mainframe  
January 1, 1999, now that the Potsdamer Platz project is largely centers, networks and desktop services (Run). Along with the  
complete, real estate management operations have been the  
general expansion of business, we have established a number of  
direct responsibility of the financial unit of DaimlerChrysler AG. new companies abroad, including Brazil, Japan, Singapore, the  
In 1998 real estate management achieved a business volume of Philippines, Russia, Hungary, the Czech Republic and Poland.  
82 million (1997: € 112 million). These revenues are included  
in the sales of DaimlerChrysler Services.  
TELECOM SERVICES: SUCCESSFUL START ON THE FIXED NET-  
WORK. debis Telecom Services achieved revenues of € 1.5  
billion (1997: € 1.2 billion) with its activities in telecommuni-  
MORE THAN 5,000 NEW JOBS. At the end of 1998, the Services  
Division employed 5,323 more staff than in 1997, the number of cations, traffic telematics, traffic consulting and planning, and  
employees increasing to 20,221. Our German companies  
employed 13,519 persons (+25%), while an additional 6,702  
online services. With its successful move into the fixed  
telephone network, debitel has now become one of the most  
important suppliers offering a complete range of services in the  
telecommunications market. We also have 3 million (1997: 1.7  
million) mobile telecommunication customers throughout  
Europe. In Germany, debitel has around 1.8 million cellular  
phone subscribers, and thereby remains first among the mobile  
service providers. We have also expanded our business volume  
significantly in the fields of traffic telematics and electronic  
commerce.  
(
+66%) were employed in other countries. This, too, reflects the  
increasing internationalization of our activities. The number of  
people employed by debis has increased by 8,700 over the last  
two years.  
FINANCIAL SERVICES: STRONG GROWTH CONTINUED IN 1998.  
The Financial Services unit, with 95 operating companies in 29  
countries, increased revenues by 15% to € 5.9 billion. At the  
same time, new business expanded by 24% to € 15.5 billion.  
Contract levels also reached a new high, with € 27.5 billion.  
Along with the gratifying trend in North America and Western  
Europe, where we were able to expand our portfolio by 15% and  
To give debitel also direct access to the international money  
markets, the two major shareholders, debis and Metro decided  
to convert debitel into a joint-stock company. In March 1999, at  
least 20% of the share capital will be placed with private and  
institutional investors in Germany and abroad.  
2
7%, respectively, debis also succeeded in increasing contracts  
in Asia by 23% to € 1.5 billion, despite the economic and  
The final assembly of  
the A321 passenger  
aircraft from the  
versatile Airbus family  
in Hamburg.  
4
4
Aerospace  
With an operating profit of € 623 million, 1998 was  
the most successful year for DaimlerChrysler  
Aerospace since its founding in 1989. The Aero-  
space Division increased its revenues by 12% in  
1998 to € 8.8 billion (1997: € 7.8 billion). Incoming  
orders reached an all-time high as well at € 13.9  
billion (1997: € 9.9 billion). Almost all business units  
contributed to this favorable development. The  
integration of SI Sicherungstechnik was an important  
milestone in the realignment of the Defense and  
Civil Systems business unit.  
9
US $  
8
98  
97  
FAVORABLE CONDITIONS OVERALL. The economic situation was  
favorable for the Aerospace Division in 1998. Demand for civil  
aircraft and aeroengines remained strong. Positive factors  
included production clearance for the Eurofighter. On the other  
hand, the very limited public budgets in Western Europe had a  
negative effect. The dollar exchange rate, which on an annual  
average barely changed in comparison to 1997, created stable  
conditions for currency exchange.  
Amounts in Millions  
Operating Profit  
Revenues  
731  
10,290  
3,475  
798  
623  
8,770  
2,962  
680  
284  
7,816  
2,433  
620  
Commercial Aircraft  
Helicopters  
Military Aircraft  
Space Infrastructure  
1,123  
683  
957  
846  
Regardless of the favorable market situation in the commercial  
sector, competition continued to intensify in this industry.  
There is still a great need to reduce costs and combine forces  
to remain competitive on an international level.  
582  
565  
Satellites  
757  
645  
741  
Defense and Civil  
Systems  
2,029  
1,729  
1,453  
Dasa, the British GEC, the French Lagardère, and the Italian  
Finmeccanica have agreed to merge their aerospace activities  
as part of the process of Europeanization of the aerospace  
industry. The new aerospace company, provisionally named  
Newco, is due to be founded in June 1999, provided per-  
mission is granted by the regulating bodies of the European  
Union. In addition, we are continuing to pursue the goal of  
establishing a European Airbus corporation.  
Aeroengines  
1,948  
382  
1,660  
326  
1,515  
255  
Investment in property,  
plant and equipment  
R&D  
2,402  
2,047  
2,233  
Employees (12/31)  
45,858 43,521  
BEST EARNINGS EVER. The favorable development of earnings  
demonstrates that we have strengthened the earning power of  
this division in the course of the past few years. The division’s  
operating profit rose by € 339 million to € 623 million,  
making 1998 the most successful year since Dasa’s founding.  
Significant factors in this development included the success of  
the restructuring and optimization programs we introduced  
several years ago. We are now able to significantly improve  
our position in an extremely competitive market.  
4
5
The Aeroengines (€ 2.6 billion; 1997: € 1.4 billion), Defense  
and Civil Systems (€ 2.1 billion; 1997: € 1.6 billion), Space  
Systems Infrastructure (€ 0.5 billion; 1997: € 0.4 billion), and  
Satellites (€ 0.6 billion; 1997: € 0.6 billion) units were able to  
increase their incoming orders. At € 744 (1997: € 818) million,  
orders in the helicopter business did not quite reach the 1997  
level, which had been exceptionally high due to two large  
contracts.  
REVENUES AND INCOMING ORDERS HIGHER THAN EVER.  
The Aerospace Division increased its revenues by 12% as  
compared to 1997 and set a new record at € 8.8 billion.  
Except for the Satellites unit, which for accounting reasons  
remained just under the previous year’s level at € 0.6 billion  
WORK FORCE AND CAPACITIES CAREFULLY EXPANDED. The high  
volume of orders on hand has allowed us to carefully expand  
the work force in almost all business units. At the end of 1998,  
we employed a total of 45,858 persons in the Aerospace Divisi-  
on (1997: 43,521 persons). We gained 1,142 new employees as a  
result of the integration of SI Sicherungstechnik.  
(
1997: € 0.7 billion), all of the business units contributed to  
this success. The growth in revenues was especially  
pronounced in the Commercial Aircraft unit at € 3.0 billion  
(
1997: € 2.4 billion), in Defense and Civil Systems at € 1.7  
billion (1997: € 1.5 billion), in Aeroengines at € 1.7 billion  
1997: € 1.5 billion) and the helicopter business at € 0.7  
The award of the Eurofighter contract by the nations involved  
made a large number of jobs more secure for the future, above  
all in the Military Aircraft and Aeroengine units.  
(
billion (1997: € 0.6 billion). While the higher delivery volume  
in the Airbus program had a significant effect in the  
Commercial Aircraft unit, the growth in the Defense and Civil  
Systems unit predominantly resulted from the integration of  
SI Sicherungstechnik, accomplished in 1998, which was  
acquired from Siemens.  
In the Commercial Aircraft unit, the volume of orders on hand  
increased to 1,300 aircraft by the end of 1998 (1997: 1,009  
units). This and the expectation of increased earnings in the  
future once again led the Airbus consortium to increase  
production rates in the A319/A320/A321 program from 16  
aircraft per month in 1997 to 22 aircraft per month by  
mid-2000.  
Incoming orders reached € 13.9 billion in 1998 and were 40%  
higher than in 1997. The largest share in incoming orders was  
once again contributed by the Commercial Aircraft unit at  
5.2 billion (1997: € 4.6 billion). At € 2.7 billion (1997: € 1.0  
billion), the largest growth was achieved in the Military  
Aircraft unit due to production clearance for the Eurofighter.  
Rail Systems  
Automotive Electronics  
MTU/Diesel Engines  
4
6
9
US $  
8
98  
97  
Amounts in Millions  
RAIL SYSTEMS. The rail systems business unit, which was still  
being conducted by the Adtranz joint venture in 1998, in-  
creased its sales by 2% to € 3.3 billion. Incoming orders also  
increased to € 4.2 billion (1997: € 3.8 billion). This increase  
resulted mainly from large contracts such as the order for 400  
locomotives for the Deutsche Bahn AG, a complete city rail  
system for the Portuguese city of Porto, diesel and electric  
inter-city trains for England, streetcar lines for the French city  
of Nantes, and various contracts for “People Movers.”  
Rail Systems*)  
Revenues  
3,891  
4,906  
3,316  
4,181  
3,261  
3,809  
Incoming Orders  
Employees (12/31)  
Automotive Electronics  
Revenues  
23,785  
22,715  
885  
892  
754  
760  
557  
622  
Incoming Orders  
Employees (12/31)  
MTU/Diesel Engines  
Revenues  
Adtranz recorded a significant loss in 1998 because in previous  
years it had taken on contracts at prices that did not cover  
costs and suffered from technical problems. We have  
introduced comprehensive structural changes to increase  
earning power in a sustained way. These changes especially  
affect the plants in Germany and Scandinavia. Adtranz  
proposed its new platform concept in 1998, which in the future  
is intended to cover all product areas from People Movers,  
streetcars, underground trains, regional and inter-city trains all  
the way up to locomotives.  
4,638  
3,848  
1,081  
1,072  
921  
914  
878  
897  
Incoming Orders  
Employees (12/31)  
5,893  
5,758  
*
) Of which 50% are included in the financial statements of the  
DaimlerChrysler Group.  
Adtranz was able to expand its market presence in Switzerland  
through the acquisition of the Schweizerische Lokomotiv- und  
Maschinenfabrik AG and the railroad division of Schindler AG.  
4
7
telligent Ridecontrol). Furthermore, the Distronic radar-based  
We also have extended our international presence to Africa with electronic distance control system was incorporated into the  
a joint venture for servicing and maintaining rail cars in Ugan-  
S-Class for the first time. TEMIC also supplies the control  
da. As a result, Adtranz is now active in 60 countries, operating systems for the multiple-position recliner, electronic ignition  
under the aegis of proprietary companies.  
switches, chassis sensors and radiator fan.  
In January 1999, we decided to acquire the 50% share in  
Adtranz held by our joint venture partner ABB. On the one  
hand this enables us to fulfill a contractual obligation and on  
the other hand the complete takeover is in accordance with  
our intention and interest to push ahead more quickly and  
MTU/DIESEL ENGINES. For the MTU/Diesel Engine units 1998  
was very succesful. Thanks to sales growth in Europe and  
North America, we were able to increase revenues by 5% to  
€ 0.9 billion despite the more difficult market conditions in  
East and Southeast Asia. The overall expansion of business was  
more purposefully with the restructuring of Adtranz in future. due to growth in the commercial sectors of the market. The  
new 2000 and 4000 product lines received an especially warm  
AUTOMOTIVE ELECTRONICS. After the sale of the semicon-  
ductor division, the automotive electronics (TEMIC) business  
unit was able to increase its volume of business by 35% to €  
welcome from our customers. With the new engines, the  
company is in a position to fulfill the demands of the market for  
drive systems that are economical, easy to maintain and  
optimized for efficient fuel consumption. Thanks to improve-  
ments made to the MTU ship propulsion assemblies, MTU has  
maintained a leading position in this segment of the market for  
several years now. For this reason, MTU has for a long time  
been offering complete financial arrangements for ships  
through debis Financial Services. Increases in turnover were  
also attained in locomotive engines.  
0
.8 billion and its incoming orders by 22% to € 0.8 billion, cal-  
culated on a comparable basis, as well as create 790 new jobs.  
In the meantime, TEMIC is concentrating upon its six product  
areas — drives and chassis, antiblock brakes, passenger  
protection systems, sensor systems, high-end electronic  
equipment and electric motors, which function as autonomous  
units. Among our customers are the companies of  
DaimlerChrysler and all major automobile manufacturers.  
We developed standardized units for the new 2000 and 4000  
line of products for generating stationary electric power in  
the “decentralized energy system” segment of the market.  
These cost-efficient units bear the brand name “Virtus”. This  
enables MTU to offer a range of outputs from 100 to 2000 kW.  
TEMIC made 45% of its sales in 1998 with products that were  
not older than two years. We invest about 10% of revenues in  
research and development annually to ensure that we maintain  
our capacity to innovate. An additional 9% is applied to invest-  
ment in plant, property and equipment. In the case of new cars, Furthermore, we concluded a marketing and distribution  
up to 90% of all technical innovations are today based on  
electronics. This is the main reason driving an automobile is  
becoming increasingly simple, safe, and comfortable. TEMIC  
has thus introduced a series of trend-setting innovations in the  
agreement with the gas turbine manufacturer AlliedSignal to  
close the performance gap between large diesel engines and the  
gas turbines of General Electric. Our subsidiary, L’Orange,  
which is a manufacturer of high-performance injection systems  
new S-Class: both axles are outfitted with pneumatic spring and for diesel, heavy fuel and gas engines and the innovative  
adaptive shock absorber systems (ADS), which have been  
integrated as standard equipment in the AIRmatic (Adaptive In-  
common rail system, continued its steady growth in 1998.  
North America  
Sales Revenues  
Production Organization in Millions  
Locations Locations  
Personnel  
1,739  
Passenger Cars  
2
41  
9
711  
7,200  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
5,233 52,272 122,602  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
711  
6,937  
17,052  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
2
5
40  
12  
6
2,827  
2,780  
1,510  
273  
3,480  
1,488  
283  
Aerospace  
Others  
34  
1,773  
4
8
DaimlerChrysler  
W
O
R
L
D
W
I
D
E
South America  
Sales Revenues  
Production Organization in Millions  
Locations Locations  
Personnel  
1,247  
Passenger Cars  
1
2
3
365  
17  
354  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
1,329  
1,523  
(Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
365  
2,085  
12,720  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
1
2
6
10  
203  
77  
12  
697  
113  
80  
Aerospace  
2
Others  
32  
64  
Notes:  
1
2
. Unconsolidated revenues from the point of view of the individual business  
. Common sales locations for Mercedes-Benz and smart cars and Mercedes-Benz, Freightliner,  
Sterling and Setra commercial vehicles.  
3
. Plus a further 37,801 employees engaged in joint sales of Mercedes-Benz and smart cars,  
Mercedes-Benz, Freightliner, Sterling and Setra commercial vehicles and in central functions.  
 
Asia  
Sales Revenues  
Production Organization in Millions  
Locations Locations  
2,730  
497  
Personnel  
344  
Passenger Cars  
6
5
1
271  
24  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
357  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
271  
607  
1,225  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
2
3
4
5
78  
8
69  
Aerospace  
11  
77  
245  
438  
28  
Others  
1,463  
Europe  
Sales Revenues  
Production Organization in Millions  
Locations Locations  
21,301  
2,085  
Personnel  
91,774  
2,319  
Passenger Cars  
7
2
3,456  
27  
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
14  
3,456 12,832 55,296  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
4
9
5
148  
12  
35  
13  
6,403  
17,166  
Aerospace  
25  
44  
6,894 45,434  
2,486 18,909  
Others  
83  
Africa  
Sales Revenues  
Production Organization in Millions  
Locations Locations  
633  
92  
Personnel  
Passenger Cars  
2
1
1
119  
8
(
Mercedes-Benz, smart)  
Passenger Cars & Trucks  
14  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
119  
513  
3,418  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
Australia/Oceania  
Sales Revenues  
Production Organization in Millions  
1
1
76  
34  
29  
719  
Locations Locations  
369  
65  
Personnel  
Aerospace  
2
Passenger Cars  
_
1
154  
2
1
(
Mercedes-Benz, smart)  
Others  
28  
87  
Passenger Cars & Trucks  
(
Chrysler, Plymouth, Jeep®, Dodge)  
Commercial Vehicles  
154  
188  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
2
4
33  
10  
42  
82  
Aerospace  
1
Others  
34  
112  
Research  
The “Technical Vision” research  
project is concerned with  
and Technology  
primary safety in cars: a small  
camera on the vehicle and a  
computer inside the car assess  
the traffic situation and  
perform intelligent stop and go  
driving operations, for example  
near traffic signs, lights and  
pedestrians, and warn the  
driver of stop signs, red lights  
and possible collisions.  
5
0
 
The development of innovative products with high  
quality, comfort, safety, efficiency and environmental  
compatibility – this is the main challenge for the  
more than 36,000 employees engaged in research and  
development activities at DaimlerChrysler.  
INNOVATIVE ASSISTANCE SYSTEMS. Autonomous technical  
assistance systems open up a broad spectrum of applications,  
above all in the areas of safety, comfort and new vehicle and  
system functions. DaimlerChrysler has already introduced such  
systems - the dynamic DynAPS autopilot system and the  
Distronic distance control system.  
Research and Technology is developing a number of other  
assistance systems and demonstrated their technical feasibility  
in test vehicles. Among them are systems to recognize road  
conditions and traffic signs, stop-and-go automation and  
systems for automatically staying in lane. The early involvement  
of potential users in tests helped identify problems relating to  
the acceptance of such electronic assistants.  
CRADLE OF KNOWLEDGE. The tasks of the Research and  
Technology Division consist largely of supporting the other  
divisions in the development of their technology strategies,  
ensuring the integration of innovation and technology  
management and creating the technological basis for products  
with a competitive edge. Our areas of research include micro-  
electronics, sensor technology, telecommunications and data  
processing. Here are a few examples of key projects from these  
areas, in which we have made significant progress in 1998.  
MOBILE WORKSTATION. How can drivers best enjoy the benefits  
these assistance systems provide? The Drive&Work research  
project is dedicated to exploring the possibilities. For instance,  
if a vehicle could move without driver intervention in a traffic  
jam, the driver’s seat could become a mobile office.  
STEER-BY-WIRE. Our Research and Technology staff has  
developed a completely new approach to motor vehicle steering In 1998, we introduced a modified steering wheel for this  
that eliminates the need for a mechanical connection between  
the steering wheel and the wheels. Because all commands are  
electronically transmitted, this innovative concept is called  
steer-by-wire. Using this technology, the steering wheel  
functions exclusively as an input and feedback instrument for  
the driver. The optimum position of the wheels is calculated  
using appropriate control algorithms reflecting the driver’s  
desires as well as vehicle and road conditions and is  
purpose; its design incorporates a trackball and keyboard. As  
long as the stop-and-go automation is activated, the driver can  
turn his or her attention to office applications. As soon as the  
system prompts the driver to resume driving functions, the  
office application fades out and the instrument panel reappears.  
51  
Simulated driving studies have demonstrated that the system  
does not have any adverse effects on driver reaction.  
implemented with corresponding electronic interventions.  
ELECTRONIC COUPLING FOR TRUCKS. The objective of the  
The necessary control unit concepts were designed with the aid European joint research project “Chauffeur”, which was  
of comprehensive driving dynamics simulations and have  
already been tested in a variety of research vehicles.  
initiated by Daimler-Benz, is to prepare for the introduction of  
automatic driving functions in highway traffic.  
SAFE DATA BUS. The prerequisite for true drive-by-wire  
systems, which function without any mechanical or hydraulic  
backup, is an absolutely reliable electronic system. With the  
DaimlerChrysler has developed the “electronic hitch” for this  
purpose. It links two seven-and-a-half-ton trucks with each  
other without any physical connection. The vehicle in front is  
TTP Data Bus”, DaimlerChrysler researchers developed such a steered as usual, while the second one follows the first  
system on a solid scientific basis.  
automatically at a speed-dependent distance of between six and  
4 meters. The new system results in significant savings of fuel  
1
TTP stands for Time Triggered Protocol. This means the data  
bus accepts data that sensors or control units want to send to  
other units only in exactly defined time segments. At the same  
time, all components of the system are duplicated. In this way  
TTP, guarantees the highest degree of safety by recognizing  
malfunctions and data transmission errors. A brake-by-wire  
research vehicle equipped with the TTP data bus and electronic  
brakes has been demonstrating its reliability for several  
months.  
and highway space.  
The electronic hitch has successfully passed first field tests on  
the “Brenner Autobahn”. Additional tests are to follow in the  
near future on the regular routes of a large European trucking  
company.  
With the “powder slurry” clear  
paint process used for the A-Class,  
solvent emissions have been  
reduced to well below threshold  
values and paint consumption  
reduced by 20 %. The National  
Association of German Industry  
rewarded this innovation with the  
Environment Prize for 1998.  
DaimlerChrysler  
and the Environment  
5
2
 
The protection of the environment is one of  
AWARD-WINNING PAINT PROCESS FOR THE A-CLASS. The  
integrated paint system for the Mercedes-Benz A-Class,  
awarded the environment prize of the National Association of  
German Industry in 1998, is another process that sets new  
standards. Together with the supplier industry, we have  
succeeded in implementing a process with minimal emissions  
DaimlerChrysler’s main corporate objectives. The  
high quality expected of our products includes high  
environmental standards and respect for natural  
resources. Our environmentally compatible measures and reduced energy consumption that is exemplary from both  
an economic and environmental perspective. By using the  
cover the entire product range and take the complete  
powder-slurry” procedure for clear coats, we have been able to  
product life cycle into consideration, from the use of  
raw materials to product development, production  
and product use, as well as disposal and recycling.  
reduce solvent emissions to far below threshold values. At the  
same time, the electrostatic application process makes it  
possible to significantly reduce overspray. Paint consumption is  
20% lower and paint waste is minimized as well.  
ADDITIONAL ADVANCES IN PRODUCT-INTEGRATED ENVIRON-  
MENTAL PROTECTION. We are committed to developing  
products that are environmentally compatible in their  
MEETING INTERNATIONAL STANDARDS. To efficiently implement respective market segments.  
the environmental philosophy of DaimlerChrysler, it is essential  
for environmental protection to be rooted in corporate  
For example, by using intelligent light weight construction  
processes. At an early stage, we started to develop environmen- concepts for the new S-Class, particularly in the chassis and  
tal management systems based on international standards.  
Our production locations were certified by external auditors.  
bodywork, we have reduced vehicle weight by up to 662  
pounds. Improved engines and aerodynamic drag have lowered  
fuel consumption by an average of 17% compared to the  
5
3
All DaimlerChrysler automotive production facilities in Germany previous model. Another contribution to the conservation of  
and our Jeep assembly plant in Austria have been certified in  
accordance with the European Eco Audit Ordinance since 1998.  
Some locations have already been certified for the second time.  
By applying this experience, we will develop certified environ-  
mental management systems at our other locations, as well as in  
administrative areas, in the years to come.  
resources is the use of renewable raw materials (an average of  
51 pounds per vehicle) and recycled materials. Recycled  
materials now represent 14% of total plastics in the vehicle  
compared to 6.5% in the predecessor model.  
Increasing recycled materials is a focus for our Chrysler,  
Plymouth, Jeep and Dodgevehicle products as well. Our  
objective is to boost the proportion of recycled plastics to 30%  
CONTINUOUS IMPROVEMENT OF ENVIRONMENTAL PRODUC-  
TION STANDARDS. DaimlerChrysler considers itself a forerunner by 2002.  
in environmentally compatible production technologies. We  
systematically promote the use and development of technologies In August, the smart city coupe was ranked first on the German  
that conserve energy and water and at the same time minimize  
emissions and solid waste. These efforts include reusing and  
recycling raw materials and supplies and recycling production  
waste. From an environmental perspective, the paint processes  
used in our automotive plants are of special significance. In the  
past, in the assembly plants of Mercedes-Benz, Chrysler,  
Plymouth, Jeep and Dodge, we have introduced trendsetting  
innovations in this area. As an example, the waste-water impact  
has been lessened considerably with a lead-free cathodic  
electrocoating system. Another important step was the  
Automobile Club’s environmental list. In addition to low  
pollutant emissions and fuel consumption, the comprehensive  
mobility concept was a key factor in this distinction.  
conversion to water-based paints for a number of coats. As a  
result, paint solvent emissions have been markedly reduced.  
Human Resources  
DaimlerChrysler represents the merger of two strong  
partners. Our strength is based on the enthusiasm and  
creativity of our employees. The results are successful  
products and services, and in consequence, more  
secure jobs, rising levels of employment and an  
increased sharing in profits and capital by the staff at  
all levels of the company.  
5
4
Lifelong learning:  
Everywhere at  
DaimlerChrysler we are  
promoting the  
professional development  
of our employees in  
courses, seminars and  
discussion groups. The  
Auburn Hills and  
Stuttgart locations are  
linked for this purpose  
by a video conferencing  
system.  
 
Employees  
1998  
1997  
MORE THAN 19,000 NEW JOBS CREATED. As of December 31,  
1998, DaimlerChrysler employed 441,502 employees worldwide  
(
300,068 in the previous year at Daimler Benz, and 125,581 at  
DaimlerChrysler  
Passenger Cars  
441,502 425,649  
95,158 91,753  
Chrysler). Of these, about 233,000 are employed in Germany  
and 117,000 in the United States. Adjusted for changes resulting  
from the consolidation, DaimlerChrysler created more than  
(Mercedes-Benz, smart)  
1
9,000 new jobs in 1998.  
Passenger Cars & Trucks  
123,180 118,639  
89,711 85,071  
(
Chrysler, Plymouth, Jeep®, Dodge)  
A COMMON CULTURE AS THE GOAL. The international coordina-  
tion and global integration of our human resources activities  
has become more important than ever before. Subjects such as  
the integration of company cultures, global exchange programs  
and compensation programs are thus in the forefront of our  
concern. It is our goal in the context of integration to create a  
DaimlerChrysler culture which preserves regional differences  
and strengths.  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
1
)
Vehicle Sales Organization  
31,280 30,518  
Chrysler Financial Services  
Services  
3,513  
3,405  
20,221 14,898  
45,858 43,521  
32,581 37,844  
Aerospace  
LEADERSHIP AND MANAGEMENT DEVELOPMENT. The continued  
professional and personal development of our employees is the  
goal of our international personnel development program. In  
2)  
Other  
1
2
)
Mercedes-Benz and smart, Commercial Vehicles.  
) Headquarters, Other.  
1998, we continued to improve the quality of our executive  
management, furthered the development of the next generation  
of executives and also developed a future-oriented level of  
qualifications and team spirit. When filling management  
positions, we have consciously promoted selected executives  
with high potential.  
5
5
CONTINUATION OF A RESULTS- AND PERFORMANCE-ORIENTED  
PAY POLICY. With a performance-oriented pay policy,  
The role of the DaimlerChrysler Corporate University (DCCU)  
is to support the development of executives utilizing four  
DaimlerChrysler ensures that its salaries and wages are  
globally competitive and that it has the means to attract highly  
major programming elements: Executive Education, Leadership qualified and motivated employees.  
Development, Strategic Dialogue and Knowledge Management.  
With its worldwide programs, the DCCU is an important  
element of the integration process.  
Furthermore, it is a part of our “value-based management”  
to have our employees share in the success of the company. The  
profit-sharing plans for employees at DaimlerChrysler reflect  
the success of business operations and the very considerable  
contribution made by the staff.  
RECRUITING CAMPAIGN FOR YOUNG EXECUTIVES LAUNCHED.  
With a recruiting campaign for young executives launched in  
1998, we are creating the preconditions for uninterrupted and  
successful growth in the future. In this connection, we have  
expanded the regional groups of young executives and  
increased hiring of new graduates, especially in the fields of  
mechanical engineering, electrical engineering and computer  
sciences.  
It is an important ingredient of our pay policy for manager’s to  
link compensation to performance of company goals.  
DIVERSITY AND EQUALITY OF OPPORTUNITY AS AN OPERATING  
PRINCIPLE. On Day One, the Chairmen of the Board of Manage-  
ment of DaimlerChrysler officially signed a statement that  
underscored our support for diversity. This “Diversity State-  
ment” reflects our commitment to valuing differences in  
providing an environment that supports equality.  
In Germany, we have once again increased the number of new  
trainees by 10% to 3,300 – more than 10,000 trainees are now  
employed by the company.  
BROAD ACCEPTANCE OF OUR PART-TIME EMPLOYMENT PLAN  
A WORD OF THANKS TO OUR STAFF. We thank our qualified and  
FOR SENIOR STAFF. For us, an attractive part-time employment  
committed employees for their performance and their  
model for senior staff is one way of ensuring a competitive work commitment. Our gratitude is also due to the employees’  
force structure that makes a significant contribution to  
guaranteeing a future supply of junior employees.  
DaimlerChrysler was the first company in the German  
automobile industry to offer its work force in Germany a part-  
time employment model for senior staff. The nearly 2,000 part-  
time contracts for senior employees that were concluded in the  
year under review demonstrate the success and the broad  
acceptance of our plan.  
representatives for their constructive cooperation.  
A
F
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A
L
Y
I
S
I
S
O
F
T H E  
I
N
A
N
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A
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N
The 1998 fiscal year was characterized by an excellent business development and a marked and sustained boost in earning  
power. Operating profit increased by 38% to € 8.6 billion and the consolidated net income adjusted for non-recurring items  
reached € 5.2 billion. Return on net assets of 11.6% was calculated on the basis of the revised and unified controlling parameters  
of the DaimlerChrysler Group. Return on Net Assets is thus significantly above the capital costs ratio of 9.2%. Cash flow from  
operating activities has further improved. The structure of the cash flow statement and balance sheet ratios are still influenced  
by the ongoing expansion in the financial services business.  
5
6
MERGER HANDLED ACCORDING TO THE POOLING OF INTERESTS  
METHOD. Subsequent to completion of the voluntary exchange  
offer in the fall of 1998 in which the former shareholders of  
Daimler-Benz tendered more than 98% of their shares in  
exchange for DaimlerChrysler shares, all conditions for the  
application of the pooling of interests method of accounting  
were fulfilled. According to the pooling of interests method of  
The fundamental upgrading of the product line in recent years  
and the systematic addition of attractive new models is paying  
off in all segments of the automotive business of the Group.  
In addition to an expansion of volume, this also contributes  
to a clear increase in profit margin. Additionally, the current  
programs for cutting costs and increasing efficiency in all  
business units are making an important contribution to the  
accounting the consolidated financial statements for prior years improvement of profitability.  
are also presented as if DaimlerChrysler had always been a  
combined company.  
In our service activities, too, the dynamic business and income  
trend of recent years has continued unabated in 1998. Chrysler  
Financial Services were able to increase operating profit by  
11% to € 0.7 billion. For the services integrated under debis the  
further increase in leasing and sales financing volume,  
together with the continued growth of IT Services and Telecom  
Services, led to a jump in earnings of 59% to € 0.4 billion.  
CONTINUED INCREASE IN EARNING POWER. DaimlerChrysler  
increased its earning power in 1998 and posted an operating  
profit of € 8.6 billion. This is an increase of 38% compared to  
the 1997 figure of € 6.2 billion. Due to their non-recurring na-  
ture, the operating profit does not include merger expenses  
totaling € 685 million. It was especially pleasing that nearly all  
business units were once again able to improve their operating The Aerospace division continued to profit from the strong  
profit in 1998. At € 4.2 (1997: 3.4) billion, the greatest contri-  
bution to operating profit by far was made by the Passenger  
Cars and Trucks Chrysler, Plymouth, Jeep, Dodge division. The  
improvement over the previous year was primarily due to in-  
demand for commercial aircraft and the outstanding marketing  
success of the Airbus product line, especially the A320-family  
of aircraft. In 1998, DaimlerChrysler Aerospace agreed on  
a repayment of approximately € 0.9 billion to the Federal  
creased sales volume and lower warranty costs. The effects of a Republic of Germany in complete discharge of the development  
strike dampened the 1997 operating profit for this division by  
the amount of approximately € 0.5 billion. The Passenger Cars  
Mercedes-Benz, smart division was once again able to increase  
the high result level of the preceding years and achieved an  
grants received in the past. This payment, combined with the  
one made in 1997 of € 0.7 billion, discharges all repayment  
obligations still existing in connection with the grants received  
during the development phase of the Airbus program. Of the  
operating profit of € 2.0 (1997: 1.7) billion, in spite of the model repayment amount, € 0.2 billion was expensed in 1998. The  
change to the new S-Class and the market launch of the smart.  
A jump in earnings was achieved by the Commercial Vehicles  
Mercedes-Benz, Freightliner, Sterling, Setra division. Their  
operating profit increased from € 0.3 billion to 0.9 billion.  
remaining portion has been capitalized and will be amortized  
over those aircraft delivered in the future to which the repay-  
ments are related. The operating profit of the Aerospace  
division increased from € 0.3 billion to € 0.6 billion.  
 
While the business units Automotive Electronics and MTU/  
INCREASE IN FINANCIAL RESULTS. In 1998, the financial  
Diesel Engines, which are included in the Other segment, were results reached € 0.8 billion and were 21% higher than in 1997;  
able to post further improvements in profitability, the situation  
at Rail Systems continued to be unsatisfactory in 1998. The  
financial results of Rail Systems were negatively impacted  
by further restructuring measures and goodwill write-offs.  
In January 1999, we agreed with ABB to take over its 50%  
stake in Adtranz. We believe we will be able to implement the  
necessary structural measures faster and more decisively in  
order to improve the earning power of the world’s leading rail  
technology company more quickly. The results of this segment  
also include gains on disposals of the semiconductor activities  
and the sale of two buildings at Potsdamer Platz. In addition,  
the expenses for corporate research functions are included in  
the results of this segment.  
however, there were significant changes in their makeup.  
Income from affiliated, associated and related companies de-  
clined by € 0.6 billion to € (0.1) billion. The financial income  
for the year 1997 included the gain from the disposal of the  
stake in Cap Gemini Sogeti. In addition, the income of Airbus  
Industrie declined noticeably due to invoicing factors. Whereas  
interest income at € 0.7 billion was less than the amount for  
1997 due to lower interest rate levels, other financial results at  
€ 0.1 billion (1997: minus 0.8 billion) are positive. In 1997,  
especially due to the appreciation of the US dollar against the  
D-Mark, other financial results were burdened by the settle-  
ment and valuation of foreign exchange contracts which did not  
qualify for hedge accounting. The improvement in 1998 over  
1997 reflects the upward revaluation of the D-Mark in relation  
to the US dollar in 1998.  
Operating Profit  
by Segments  
in Millions  
9
8
98  
97  
COMPARABLE GROUP NET INCOME CLEARLY IMPROVED. The  
net income reported in the income statement is € 4.8 billion, a  
decrease of € 1.7 billion from 1997. However, net income fig-  
ures for 1998 and 1997 include non-recurring items and are  
therefore not comparable. The net income for 1997 included tax  
benefits amounting to € 2.5 billion resulting from the special  
distribution of € 10.23 (DM 20.00) per share of Daimler-Benz  
AG and from the reversal of valuation allowances on deferred  
tax assets. The net income for 1998 is reduced by costs  
amounting to € 401 million (after taxes) related to the imple-  
mentation of the merger. If adjusted for these non-recurring  
items, the net income for 1998 at € 5.2 billion is 29% higher  
than the comparable figure of € 4.1 billion for 1997. The 1998  
extraordinary result of € 129 million is related to Daimler-  
Chrysler Corporation’s early extinguishment of borrowings  
carrying a high interest rate which would have run until the  
year 2020. After adjusting for the special items, earnings per  
share increased from € 4.28 in 1997 to € 5.58 in 1998.  
US $  
2,338  
4,942  
1,110  
Passenger Cars  
1,993  
1,716  
(Mercedes-Benz, Smart)  
5
7
Passenger Cars and Trucks  
4,212  
946  
3,368  
342  
(
®
Chrysler, Plymouth, Jeep , Dodge)  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra)  
Chrysler Financial Services  
Services  
765  
460  
652  
392  
623  
586  
246  
284  
7
31  
Aerospace  
(
171)  
(93)  
(146)  
(79)  
(225)  
(87)  
Other  
Eliminations  
DaimlerChrysler-Group  
10,082  
8,593  
6,230  
DISTRIBUTION OF € 2.35 PER SHARE. Due to the favorable  
trend in earnings in the operating business, we are proposing  
to our shareholders at the Annual General Meeting to be held  
on May 18, 1999 to declare a dividend of € 2.35 (DM 4.60) per  
share for the 1999 fiscal year. On the basis of an aggregate  
share capital entitled for dividends of € 2,561 million the total  
distribution amount will reach € 2,356 million.  
Consolidaded  
Statements of Income  
9
US $  
8
98  
97  
in Millions  
The following table shows the transition from income before  
financial income and income taxes reported in the statements  
of income to the segment operating profit.  
Revenues  
154,615 131,782 117,572  
Cost of sales  
(121,692) (103,721) (92,953)  
(19,041) (16,229) (15,621)  
Selling, administrative  
and other expenses  
Research and development  
Other income  
(5,833)  
1,425  
(803)  
(4,971) (4,408)  
Reconciliation to  
Operating Profit 1998  
9
8
97  
1,215  
(685)  
7,391  
957  
in Millions  
Merger costs  
Income before financial  
income and income taxes  
8,671  
5,547  
Income before financial  
income and income taxes  
7,391  
688  
5,547  
Financial income, net  
896  
763  
633  
+ Interest costs of pensions,  
net  
721  
74  
Income before  
income taxes and  
extraordinary item  
9,567  
8,154  
6,180  
+ Operating income from  
affiliated, associated and  
related companies  
(
15)  
Income taxes  
(3,607)  
(153)  
(3,075)  
(130)  
482  
(115)  
+
Gains on unallocated  
financial instruments  
(156)  
(112)  
Minority interests  
Income before  
extraordinary item  
5,807  
4,949  
6,547  
+
Merger costs  
685  
5
8
Operating Profit  
8,593  
6,230  
Extraordinary item,  
net of taxes  
(151)  
(129)  
Net income  
5,656  
6,126  
4,820  
5,221  
6,547  
4,057  
Net income excluding  
non-recurring items  
1
)
German and US companies treat company pensions in funda-  
mentally different ways. German companies normally carry  
the pension liabilities in the balance sheet which represent  
provisions for future pension payments. US companies are re-  
quired to fund pension obligations on an ongoing basis. This  
funding takes the form of contributions by the US company to  
external pension funds. The different method of funding  
pension obligations by German and US companies results in  
significant differences in the amount of pension expense  
included in the statement of income. Pension cost for a US  
company represents service costs and interest cost reduced by  
investment earnings. In contrast the accrual to pension pro-  
visions in the consolidated statements of a German company  
comprise full interest costs in addition to the service costs.  
Because of this inherent difference, we are removing pension  
interest cost, net of plan investment income, from the  
calculation of operating profit.  
1
)
1998: merger costs (after taxes); 1997: tax reduction due to the special  
distribution of € 10.23 (DM 20.00) per share of Daimler-Benz AG  
(
€ 1,487 million) and reversal of the valuation allowance on deferred  
tax assets (€ 1,003 million)  
FURTHER DEVELOPMENT OF OPERATING PROFIT AND SEG-  
MENT REPORTING. In 1997, the Financial Accounting Stand-  
ards Board (FASB) revised the requirements for segment re-  
porting with the newly issued SFAS 131, “Disclosures about  
Segments of an Enterprise and Related Information”. In this  
respect the definition of operating profit according to SFAS 14  
is no longer applicable. SFAS 131 requires that the reporting  
of segment financial results be consistent with the internal  
reporting system and with the information used by operating  
management to determine the allocation of financial resources  
among the segments (management approach).  
In the calculation of operating profit, we are including the  
earnings and losses of those affiliated, associated and related  
companies, which are not considered to be only financial  
In light of the merger and the application of SFAS 131, we have investments but in which we have entrepreneurial interest.  
developed segment reporting and a definition of operating  
profit that achieves the goal of better international comparabil-  
ity and, at the same time, provides the best possible descrip-  
tion of the economic situation for each segment.  
Gains and losses on the settlement of financial instruments,  
which are intended to be hedges for our operations, but do not  
qualify for hedge accounting treatment under US GAAP, are  
also included in operating profit.  
According to the new system, interest on advance payments  
for long-term contracts is excluded from operating profit.  
Henceforth, DaimlerChrysler AG corporate research costs are  
considered Group expenses and are no longer excluded from  
the calculation of operating profit. In 1998, merger costs were  
removed from the calculation of segment operating profit.  
On the whole, the new calculation method results in a slightly  
higher operating profit. The following table compares the old  
and new calculation methods.  
Reconciliation of  
Operating Profit 1998  
Daimler-  
Chrysler  
Group  
Passenger  
Cars  
Passenger Commercial  
Chrysler  
Financial  
Services  
Services  
Aerospace  
Cars and  
Trucks  
Vehicles  
Mercedes-  
Benz,  
Mercedes-  
Benz, smart  
in Millions of €  
Chrysler,  
Plymouth, Freightliner,  
Jeep, Dodge Sterling, Setra  
Operating profit according  
to SFAS 14 (old)  
7,613  
688  
80  
1,913  
1 79  
27  
4,007  
165  
40  
865  
106  
5
652  
374  
12  
6
537  
143  
33  
Interest costs of pensions,  
net  
Operating income from  
affiliated, associated and  
related companies*)  
Gains on unallocated  
financial instruments  
(156)  
(154)  
(126)  
(30)  
5
9
Interest on advance  
payments on long term  
contracts  
(90)  
Corporate research of  
DaimlerChrysler AG  
(163)  
Merger costs  
685  
Operating profit according  
to SFAS 131 (new)  
8,593  
1,993  
4,212  
946  
652  
392  
623  
*) The income from Airbus Industrie was included in the previous definition of operating profit.  
COMMON PERFORMANCE MEASURES ESTABLISHED THROUGH-  
OUT GROUP. For guidance and control of the DaimlerChrysler  
Group and its business units, we have placed the controlling  
capital for the Group, is defined as the minimum return which  
the investors expect for the investment of equity and borrow-  
ings. These capital costs are determined primarily by the inter-  
measures of the two companies on a uniform basis. This adjust- est rate for long-term bonds plus a risk premium for invest-  
ment was made easier by the fact that the controlling factors of ments in stocks. At the present time, we calculate the Group’s  
the two partners were already based on the principles of value- weighted average cost of capital to be 9.2% after taxes.  
oriented company management and were similar in their fea-  
tures. The new control system permits and promotes decentral- For the industrial business units, we continue to use operating  
ized responsibility, transparency across the business units, and profit, a measure of results before interest and taxes, since this  
investment allocation oriented toward capital markets’ princi-  
pals in all units of the DaimlerChrysler Group.  
figure accurately depicts the scope of responsibility of opera-  
tive management. As a capital basis in this respect we also use  
net assets, that is, assets less those liabilities which are not  
subject to interest payments. The minimum expected return on  
net assets is 15.5%. The costs of capital in the new measure-  
For control purposes, we distinguish between the Group level  
and the operative business level. At the Group level, we use  
Net Operating Income, an after-tax measure of results, which is ment system are largely consistent in their levels of expecta-  
set in relation to the capital invested in the Group, to determine tion to the 12% on capital employed which was formerly pre-  
the Group profit statistic Return on Net Assets (RONA). This  
shows the extent to which the DaimlerChrysler Group as a  
whole is achieving or exceeding the return expectations of its  
investors. The expected return, or weighted average cost of  
scribed for the business units of the Daimler-Benz Group as the  
minimum required rate of return. For the financial services  
business units, it is customary to use return on equity as the  
controlling standard.  
In addition to the minimum expected return on invested capi-  
tal, the individual business units are managed on the basis of  
strategic return targets and growth goals, which are oriented to  
the best competitor in the respective industry. In addition, the  
economic value added, defined as operating profit after deduc-  
tion of the average capital costs, serves as a further measure  
for achieving our profitable growth. In the individual business  
units, specific value drivers were defined which are in accord-  
ance with the control variables for the Group, complement  
them and serve as parameters for the operating units for in-  
creasing the value of the corporation.  
Net assets are determined on the basis of book values, as  
shown in the following table.  
1)  
Net Assets  
of the DaimlerChrysler-Group  
9
US $  
8
98  
in Millions  
Stockholders’ equity  
35,629  
810  
30,367  
691  
Minority interests  
Financial liabilities of the  
industrial segment  
10,869  
9,264  
Net Assets and  
Return on Net Assets  
1998  
In Billions In Billions  
of  of €  
1997  
1998  
1997  
Pension provisions of the  
industrial segment  
19,394  
16,530  
%
%
Annual Average  
Net Assets Return on Net Assets  
Net assets  
66,702 56,852  
DaimlerChrysler Group  
56.5  
51.4  
7.2  
11.6 10.2  
25.1 23.8  
1
)
Year-end values; annual average: € 56.5 billion (US $ 66.3 billion)  
(
after taxes)  
For the individual industrial businesses, the net assets are de-  
rived from the asset side, since these businesses are often not  
legal units and therefore also do not have an evolved financing  
structure. Net assets are derived from total assets by deducting  
non-interest bearing debt. In terms of value, derivation from  
liabilities and from assets comes to the same results.  
6
0
Industrial business  
before interest and taxes)  
(
8.0  
Passenger Cars  
(Mercedes-Benz, smart)  
17.7  
16.1 23.8 20.9  
Passenger Cars and  
Trucks  
®
Chrysler, Plymouth, Jeep , Dodge)  
The return on net assets for the DaimlerChrysler Group, based  
on the net operating income in the amount of € 6.6 billion,  
rose in the 1998 fiscal year to 11.6% (1997: 10.2%), and was  
significantly higher than the average costs of capital. Especially  
encouraging was the fact that all divisions succeeded in im-  
proving their return on net assets or their return on equity  
compared to 1997 and that the industrial units overall ex-  
ceeded the minimum expected return of 15.5%. The return on  
net assets for the rail systems was negative due to the business  
problems at Adtranz.  
(
5.5  
5.3  
0.5  
17.1  
17.5  
6.5  
Commercial Vehicles  
(Mercedes-Benz, Freightliner,  
Sterling, Setra)  
0.7  
17.4  
1
)
Services  
1.4  
0.8 43.0 36.2  
1.2 (18.4) (11.2)  
2
)
Aerospace  
1.2  
Rail Systems,  
Automotive Electronics,  
MTU/Diesel Engines  
3)  
Stockholders' equity  
Return on Equity  
Financial Services  
Chrysler  
Financial Services  
3.0  
1.6  
2.9  
1.2  
21.8 20.0  
17.4 16.3  
debis  
Financial Services  
1
2
)
)
Excluding financial services  
The organization of business procedures in the aerospace industry  
under which part of the capital employed is generally financed  
by advanced payments results in a relatively low capital base and  
correspondingly higher RONA value; this is therefore not directly  
comparable with RONA values from other branches of industry  
Before taxes  
3
)
Reconciliation to  
Net Operating Income  
98  
97  
in Millions  
Fixed assets rose by 12% to € 49.6 billion. This was mainly due  
to the growth in leased equipment, whereas property, plant and  
equipment only rose by 3% to € 29.5 billion. Inventories – less  
advance payments received – are recorded as € 11.8 billion in  
the consolidated balance sheet. Their share of the balance  
sheet total remains almost unchanged at 8.7%. Receivables  
from sales of goods and services and other receivables have  
fallen by € 0.3 to 18.4 billion overall. In the previous year this  
figure included tax receivables in the amount of € 1.5 billion  
relating to the special distribution of Daimler-Benz AG. Liquid  
assets totaled € 19.1 billion at December 31, 1998 and exceeded  
the amount for the previous year by € 1.8 billion.  
4
,820  
6,547  
Net income  
1)  
401 (2.490)  
Non-recurring items  
5
,221  
4,057  
Net income adjusted for  
non-recurring items  
130  
115  
Minority interests  
476  
406  
Interest expense related  
to industrial activities,  
after taxes  
748  
674  
Interest cost of pensions  
related to industrial  
activities, after taxes  
On the liabilities side, stockholders’ equity increased from  
€ 28.0 to 30.4 billion. Despite the negative effects from  
currency translation the equity ratio, adjusted for dividend  
payments, remains at 21%, the level of the previous year. Ex-  
cluding the leasing and sales financing business, the equity ra-  
tio amounted to 28% (1997: 28%). Overall the accrued liabilities  
recorded on the balance sheet fell by € 1.2 to 34.6 billion due  
to the fact that DaimlerChrysler Corporation funded a portion  
of its postretirement healthcare and life insurance benefits  
liability.  
6
,576  
5,252  
Net operating income  
1
)
1998: merger costs (after taxes); 1997: tax reduction due  
to the special distribution of € 10.23 (DM 20.00) per share  
of Daimler-Benz AG (€ 1,487 million) and reversal of the  
valuation allowance on deferred tax assets (€ 1,003 million)  
MARKED INCREASE IN THE BALANCE SHEET TOTAL. The  
comparison between the amounts shown in the balance sheet  
for December 31, 1998 and year-end 1997 are greatly affected  
by the exchange rates applicable to assets and liabilities de-  
nominated in currencies other than Euro or D-Mark. For ex-  
ample, the exchange rate applicable for converting the US $  
balance sheets of the American companies in the Group at the  
end of 1998 fell to DM 1.67 compared with DM 1.79 one year  
previously. Correspondingly, the exchange rate of the Euro  
against the US $ increased from US $ 1.09 to 1.17. This means  
that the overall increase in the consolidated balance sheet total,  
which rose 9% to € 136.1 billion is somewhat understated  
compared to the development of original balance sheets totals  
in local currencies. The increase in the balance sheet total  
results primarily from the continuing expansion in the leasing  
and sales financing business. On the assets side leased equip-  
ment increased by € 3.6 billion and receivables from financial  
services by € 4.8 billion. Together these items now amount to  
6
1
Balance Sheet Structure  
In Billions of €  
136  
136  
Non-Current Assets  
Stockholders’ Equity  
Accrued Liabilities  
3
7%  
21%  
1
25  
125  
21%  
35%  
2
5%  
8%  
2
9%  
Current Assets  
5
5%  
55%  
Liabilities  
4
4
2
5%  
8%  
of which:  
Financial Liabilities  
3
0%  
41.1 billion, representing approximately 30 % of our total  
assets. These are balanced on the liabilities side by financial  
liabilities in the amount of € 40.4 (1997: 34.4) billion.  
of which: Liquidity  
14%  
14%  
Deferred Taxes and  
Prepaid Expenses  
Deferred Taxes  
and Income  
1
0%  
8
%
5
%
6%  
98  
9
8
97  
97  
CONTINUED GROWTH IN THE FINANCIAL SERVICES BUSINESS.  
In 1998, the leasing and sales financing activities in the  
DaimlerChrysler Group were performed mainly by Chrysler  
Financial Services and debis Financial Services. In 1999, these  
two business units will be merged within DaimlerChrysler  
Services (debis) AG. In order to make the influence of this  
rapidly growing business on the consolidated financial state-  
ments more transparent, we have presented in the consolidated  
balance sheet and statements of income and cash flow the con-  
solidated figures for our leasing and sales financing activities  
in addition to the figures for the whole Group. In the interest of  
comparability with other financial services companies, we have  
presented the financial services activities as if they were per-  
formed by an independent company (stand alone approach).  
Consequently, the vehicles included under equipment on  
operating leases are, for example, reported at market value and  
not at the Group’s manufacturing costs; the funds which are  
loaned within the DaimlerChrysler Group (inter-company  
loans) are presented as financial liabilities.  
Cash Flow  
In Billions of €  
1
5
10  
5
–5  
10  
–15  
–20  
25  
Overall, the financial services business shows an income be-  
fore financial income and income taxes of € 936 million (1997:  
1996  
1997  
1998  
7
92 million). This increase in income is largely due to the con-  
6
2
tinuing very brisk business in Germany and the USA, where  
we were able to enjoy in particular the benefits of greater sales  
volumes of our cars and at the same time greater market pen-  
HIGHER CASH FLOW FROM OPERATING ACTIVITIES. In 1998,  
cash flow provided by operating activities adjusted for changes  
etration. The balance sheet total of the leasing and sales financ- in the consolidated group and currency effects grew by 35%  
ing business increased by 18% to € 47.9 billion. The largest  
share continued to be receivables from financial services at  
and reached € 16.7 billion (1997: € 12.3 billion). This was  
primarily caused by improved financial results (before non-  
cash expenses and income). Cash used for investing activities  
in the amount of € 23.4 billion (1997: € 14.5 billion) was  
influenced by the ongoing expansion of the leasing and  
sales financing business. Additions to equipment on operating  
leases increased by € 2.1 billion to € 5.3 billion net. At the  
same time capital tied up with respect to receivables from  
financial services grew by € 2.8 billion. In addition, we further  
increased our investments in the money and capital markets.  
In comparison to 1997, cash provided by financing activities  
more than doubled and reached € 6.8 billion. This resulted  
primarily from higher net borrowings in the amount of  
€ 7.9 billion (1997: € 6.2 billion). In 1997, cash flow from  
financing activities was impacted by Chrysler Corporation’s  
acquisition of € 1.9 billion of its common stock as part of a  
share repurchase program. The special distribution of Daimler-  
Benz AG in connection with the tax refund and the subsequent  
capital increase caused substantial flows of capital which,  
however, level off in the calculation of cash flow from financing  
activities. Overall, development of individual cash flows caused  
a € 0.4 billion reduction in cash and cash equivalents with  
initial maturity of less than 3 months to € 6.3 billion. At the  
same time liquid assets which also include investments and  
securities with longer maturities increased from € 17.3 billion  
to € 19.1 billion.  
26.5 billion (1997: € 21.7 billion). This is balanced on the  
liabilities side mainly by financial liabilities, which in the year  
under review increased by € 5.4 billion to € 36.8 billion as  
a result of the continuing growth in volume. Stockholders’  
equity used in the financial services business amounted to  
4.6 billion at year-end and represents approximately 10% of  
the balance sheet total.  
Balance Sheet Structure of the Financial Services Business  
In Billions of €  
48  
48  
Non-Current Assets  
27%  
10%  
Stockholders’ Equity  
4
1
41  
of which:  
Equipment on  
operating Leases  
1%  
82%  
Accrued Liabilities  
Liabilities  
25%  
11%  
1
%
77%  
25% (1997: 24%)  
81%  
Current Assets  
77%  
73%  
of which:  
Financial Liabilities  
75%  
of which:  
55%  
Receivables from  
Financial Services  
53%  
Deferred Taxes  
and Income  
7%  
7%  
98  
97  
97  
98  
FINANCING ACTIVITIES MARKED BY DISTRIBUTE-RECAPTURE  
PROGRAM OF DAIMLER-BENZ. In 1998, changes in German tax  
laws caused us to distribute € 3.8 billion of retained earnings  
of Daimler-Benz AG, mostly generated during the high-earning  
ACTIVE INTEREST MANAGEMENT. The liquid assets available in  
the DaimlerChrysler Group are invested, partly in the money  
markets and to a larger extent in the capital markets, with  
a view to both the cash flow needs of the Group and the  
optimization of returns. The division between the two investment  
priorities (asset allocation) is the basis of our interest  
management.  
8
0’s, to stockholders. This resulted in an additional distribu-  
tion in 1998 of € 10.23 (DM 20) per Daimler-Benz share. The  
former Daimler-Benz stockholders received a total dividend  
of € 5.3 billion which represents the retained earnings plus  
the tax refund from the German fiscal authorities. In order  
to restore our original balance sheet ratios, we subsequently  
undertook a capital increase in the overall volume of € 3.8  
The investments in the capital markets are governed in accord-  
ance with a risk limit established by the Board of Management  
using the value-at-risk method. The instruments of modern  
billion by way of a rights offering. More than 90% of our stock- portfolio management are used to invest the liquid funds in  
holders participated in this offering.  
fixed-interest securities and stocks. In the asset and foreign  
currency management, derivative financial instruments are  
only used to hedge against market risks. For ongoing determi-  
nation and tracking of investments and market values, as well  
The group’s funding requirements will be influenced by the  
continued growth of the financial services business. To meet  
this need and to optimize capital costs we are resorting primar- as results, we utilize a central front-end system.  
ily to international money and capital markets. In 1998 we  
again made use of asset backed securities to limit group debt  
by securitizing receivables from leasing and sales financing.  
In accordance with the guidelines established by the Bank for  
International Settlements (BIS) on risk management in banks,  
the trading divisions are separated organizationally, physically  
and in their technical systems from the administrative func-  
tions of settlement, financial accounting and controlling.  
CENTRAL REFINANCING MANAGEMENT. In the Daimler-  
Chrysler Group, we will coordinate the funding of our opera-  
tions on a centralized basis by using our regional holding  
and finance companies to obtain funds in the money and  
capital markets. Longer-term financing activities in the inter-  
national capital markets will generally be carried out with  
issues which are guaranteed by DaimlerChrysler AG. This will  
ensure that we come to the financial markets with a consistent  
credit standing, and therefore will obtain the most economical  
funding for the Group.  
6
3
EURO INTRODUCED AS GROUP CURRENCY. After the bilateral  
exchange rates between the currencies of the eleven participat-  
ing states were established by the European Council of Heads  
of States and Governments in early May 1998, the euro was of-  
ficially introduced as the common currency on January 1, 1999.  
Due to the global orientation of our activities, we wholeheart-  
edly welcome this step and regard it as a definite opportunity  
for our company. In the future, the benefits of productivity in-  
creases in our goods and services manufactured in the euro  
area will no longer be reduced by exchange rate fluctuations.  
CREDIT RATING AT A HIGH LEVEL. DaimlerChrysler AG is  
rated by the international firms Moody’s Investors Service and  
Standard & Poor’s for both short- and long-term borrowing. The  
long-term borrowing ratings of A1 and A+ and short-term bor-  
rowing with Prime-1 and A-1 are highly regarded internation-  
ally. In fact, Moody’s short-term Prime-1 rating is the highest  
category possible. Since DaimlerChrysler AG guarantees loans  
We have introduced the euro and replaced the D-Mark as the  
group-wide currency on January 1, 1999. To this end, the  
invoicing and reporting systems have been converted to euros.  
The cost of the conversion incurred during the past years  
issued by our group companies, they also benefit from our high totaled approximately € 100 million. These conversion costs  
credit rating. As part of the business combination, Daimler-  
Chrysler AG has guaranteed the outstanding long-term debt  
obligations of the former Chrysler Corporation and Chrysler  
Financial Company. Following this action, both rating organiza-  
tions upgraded their ratings of these liabilities, whose long-  
will be offset in the long term by annual savings of approxim-  
ately € 50 million due to lower transaction and forward ex-  
change cover costs.  
HEDGING EXCHANGE RATE RISKS. The international orienta-  
term rating was slightly below the referenced categories, to the tion of our business activities results in streams of deliveries  
level of A1 or A+.  
and payments denominated in a variety of currencies. Gener-  
ally, the exports from Germany exceed the imports invoiced in  
other currencies, therefore, DaimlerChrysler is exposed to  
exchange rate risks. The net exposure resulting after offsetting  
exports and imports in the individual currencies is regularly  
assessed in the context of central currency management and is  
hedged with appropriate financial instruments on the basis of  
continuously reviewed currency rate expectations. In the  
process, the opposing currency risks of DaimlerChrysler  
Corporation are netted against the currency risks of Daimler-  
Chrysler AG. The net assets of the Group which are invested  
abroad in subsidiaries and affiliated companies are not in-  
cluded in the management of currencies.  
As a result of the introduction of the euro on January 1, 1999,  
table. The table demonstrates the negative effect of a 10% up-  
risks associated with the currencies of the countries participat- ward revaluation of the euro on expected cash flows before  
ing in the euro will no longer exist. Henceforth, the Group will  
be subject to exchange rate exposure from transactions  
denominated primarily in the currencies listed in the following  
taxes in the years 1999 and 2000, after considering hedging  
actions which have been taken until December 31, 1998.  
Exchange Rate  
Sensitivities in 1999  
in Billions of €  
USD  
CAD  
GBP  
JPY  
OtherTotal  
Gross amount of foreign  
currency exposure  
11.5  
4.3  
7.2  
5.5  
5.7  
3.1  
0.2  
2.9  
1.8  
0.6  
1.2  
2.1  
0.4  
1.7  
24.0  
11.2  
12.8  
Gross amount of foreign  
currency netting  
Net currency exposure  
(0.2)  
Negative effect of a 10%  
appreciation of the euro  
1)  
after hedging  
0.11  
0.05  
0.03  
0.19  
6
4
Exchange Rate  
Sensitivities in 2000  
in Billions of €  
USD  
CAD  
GBP  
JPY  
OtherTotal  
Gross amount of foreign  
currency exposure  
11.6  
6.0  
5.6  
5.7  
5.9  
3.3  
0.3  
3.0  
1.7  
0.3  
1.4  
3.4  
1.3  
2.1  
25.7  
13.8  
11.9  
Gross amount of foreign  
currency netting  
Net currency exposure  
(0.2)  
Negative effect of a 10%  
appreciation of the euro  
1)  
after hedging  
0.24  
0.13  
0.06  
0.16  
0.59  
1
)
On cash flow before taxes, in consideration of existing hedging contracts  
FUTURE RISKS. As a globally active company, DaimlerChrysler  
is subject to a number of risks intrinsic to its corporate activi-  
ties. Above, we have described the risks resulting from the  
development of currency exchange rates, including the steps  
risks and uncertainties. We are confident that we will also be  
able to offer our customers attractive and highly competitive  
products and services in the future.  
we take to insure ourselves against them. Additional uncertain- We utilize effective internal control systems to determine and  
ties result from the further economic development of the  
national economies important to us, which are further re-  
inforced by the strongly cyclical nature of demand in some  
of our relevant markets. In particular, the automotive sector is  
characterized by strong competition, which should intensify  
over time due to worldwide excess capacities. Like all auto-  
motive manufacturers, the DaimlerChrysler Group is affected  
by increasingly strict emissions and fuel consumption require-  
ments and safety standards in the sales markets for the  
vehicles it produces. However, we believe that due to the  
merger of two strong partners and the targeted promotion of  
our innovative strength, we are well prepared to address these  
deal with existing risks. These involve the use of group-wide  
standardized guidelines, running reliable software, selecting  
and training qualified personnel and ongoing checks by our  
internal auditors. As part of the merger, the existing internal  
control systems will be combined into a risk management  
system that meets the requirements of the German Business  
Monitoring and Transparency Act (KonTraG). This will enable  
the Board of Management to identify potential risks at an early  
stage and to initiate appropriate countermeasures.  
CHANGEOVER TO THE YEAR 2000. We have made an inventory  
of the measures which are necessary for the adaptation of our  
information processing and communications systems to the  
year 2000. This study of year 2000 compliance did not only  
concentrate on the data processing systems but also on the  
technical equipment and machines in our production facilities  
In order to allow a smooth transition to the year 2000, all criti-  
cal systems not yet adjusted to the date change are targeted to  
be modified or replaced by the third quarter of the current  
year. Together with the other automobile manufacturers in Ger-  
many and the United States we are also working with our  
suppliers so that they can make the necessary preparations for  
and spare parts warehouses, as well as the research and devel- the year 2000 changeover. We anticipate that our key suppliers  
opment facilities, and it also included our suppliers and the  
dealer organizations. In the main, the necessary conformance  
measures will be implemented decentrally within the opera-  
who have not yet completed the conversion process will  
undertake the appropriate adjustment measures in time.  
tional business units. A global project organization will manage The following timetable shows DaimlerChrysler’s internal  
the exchange of know-how throughout the Group and coordi-  
nate the implementation process. Using a reporting system  
called into being specifically for this purpose, the Board  
of Management will be informed at regular intervals of the  
progress of the project and the critical areas of action.  
target dates for compliance and the estimated compliance  
status as of December 31, 1998, by area:  
Status of Compliance  
as of December 31, 1998  
Planned Target Date for  
100% Compliance  
Critical business computer systems  
Critical plant floor equipment  
99%  
65%  
67%  
December 1998  
September 1999  
June 1999  
65  
Production and critical  
non-production suppliers  
Vehicle components  
End-user computing  
Dealers  
100%  
33%  
65%  
September 1999  
September 1999  
September 1999  
The costs for the whole changeover process are expected to  
amount to approximately € 240 million.  
EVENTS AFTER THE END OF THE 1998 FISCAL YEAR. Beyond  
the developments already described, no events occurred after  
December 31, 1998 which are of major significance for  
DaimlerChrysler and would lead to a change in the assessment  
of the Group. The course of business in the first months of  
1999 confirms the statements in the chapter Outlook.  
This Annual Report contains forward-looking statements based on beliefs of DaimlerChrysler management. When used in this  
document, the words “anticipate,” “believe,” “estimate,” “expect,” “intend,” “plan” and “project” are intended to identify forward-looking  
statements. Such statements reflect the current views of DaimlerChrysler with respect to future events and are subject to risks and  
uncertainties. Many factors could cause the actual results to be materially different, including, among others, changes in general  
economic and business conditions, changes in currency exchange rates and interest rates, introduction of competing products, lack of  
acceptance of new products or services and changes in business strategy. Actual results may vary materially from those projected here.  
DaimlerChrysler does not intend or assume any obligation to update these forward-looking statements.  
P
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The accompanying consolidated financial statements  
With the introduction of the euro effective January 1, 1999 we  
(consolidated balance sheets as of December 31, 1998 and 1997, have converted our internal and external reporting to euro and,  
consolidated statements of income, cash flows and changes in  
stockholders’ equity for each of the years in the three-year  
therefore, restated the consolidated financial statements and  
the consolidated business review report including the figures  
period ended December 31, 1998) were prepared in accordance of fiscal 1997 to euro using the exchange rate as of January 1,  
with the United States Generally Accepted Accounting  
Principles.  
1999 (see Note 1 to the consolidated financial statements). The  
Form 20-F will also be presented in euro with the consent of  
the United States Securities and Exchange Commission (SEC).  
In order to comply with § 292 a HGB (German Commercial  
Code), the consolidated financial statements were prepared in  
The consolidated financial statements and the consolidated  
Deutsche Mark and supplemented with a consolidated business business review report as of December 31, 1998 prepared in  
review report and further explanations. Therefore, the  
consolidated financial statements, which have to be filed with  
the commercial register and published in the Federal Gazette,  
comply with the Fourth and Seventh Directive of the European  
Community. To interpret these directives we relied on the  
statement of the Committee for Accounting Directives, which  
was agreed upon by the European Commission and the  
German Federal Department of Justice.  
accordance with § 292 a HGB (German Commercial Code) and  
filed with the commercial register in Stuttgart under the  
No. HRB 19 360 will be provided to shareholders upon request.  
6
6
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The Board of Management of DaimlerChrysler AG is  
responsible for preparing the accompanying consolidated  
financial statements.  
KPMG Deutsche Treuhand-Gesellschaft Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft has audited the consolidated  
financial statements in accordance with generally accepted  
auditing standards in Germany and the United States and has  
issued the following auditors’ report.  
We have installed effective internal controlling and monitoring  
systems to guarantee compliance with the accounting  
principles and the adequacy of reporting. They include the use Together with the independent auditors, the Supervisory  
of uniform guidelines group-wide, the use of reliable software,  
the selection and training of qualified personnel, and ongoing  
reviews by our internal auditing department.  
Board’s Financial Audit Committee examined the consolidated  
financial statements including the business review and the  
auditors’ report in depth. The entire Supervisory Board  
subsequently reviewed the documentation related to the  
As part of the merger, the existing internal control systems will financial statements.  
be combined into a risk management system that meets the  
requirements of the German Business Monitoring and  
Transparency Act (KonTraG). This will enable the Board of  
Management to identify potential risks at an early stage and  
to initiate appropriate countermeasures.  
Jürgen E. Schrempp  
Manfred Gentz  
 
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We have audited the accompanying consolidated balance sheets DaimlerChrysler has accounted for certain joint ventures in  
of DaimlerChrysler AG and subsidiaries (“DaimlerChrysler”) as accordance with the proportionate method of consolidation  
of December 31, 1998 and 1997, and the related consolidated  
as is permitted under the Seventh Directive of the European  
statements of income, cash flows, and changes in stockholders' Community and the Standards of the International Accounting  
equity for each of the years in the three-year period ended  
December 31, 1998. These consolidated financial statements  
are the responsibility of DaimlerChrysler's management. Our  
responsibility is to express an opinion on these consolidated  
financial statements based on our audits. We did not audit the  
consolidated financial statements of DaimlerChrysler Corpora-  
tion and consolidated subsidiaries (“DaimlerChrysler Corpora-  
tion”), a wholly-owned subsidiary of DaimlerChrysler AG,  
which statements reflect total assets constituting 43 percent  
and 44 percent at December 31, 1998 and 1997, and total  
revenues constituting 45 percent, 46 percent and 47 percent  
for the years ended December 31, 1998, 1997 and 1996, of the  
related consolidated totals. Those statements were audited by  
other auditors whose report has been furnished to us, and  
our opinion, insofar as it relates to the amounts included for  
DaimlerChrysler Corporation, is based solely on the report of  
the other auditors.  
Standards Committee. In our opinion, United States generally  
accepted accounting principles require that such joint ventures  
be accounted for using the equity method of accounting.  
The United States Securities and Exchange Commission has  
stated that it would not object to DaimlerChrysler's use of the  
proportionate method of consolidation as supplemented by the  
disclosures in Note 3.  
In our opinion, based on our audits and the report of the  
other auditors, except for the use of the proportionate method  
of accounting, as discussed in the preceding paragraph, the  
financial statements referred to above present fairly, in all  
material respects, the financial position of DaimlerChrysler  
as of December 31, 1998 and 1997, and the results of their  
operations and their cash flows for each of the years in the  
three-year period ended December 31, 1998, in conformity  
with United States generally accepted accounting principles.  
6
7
We conducted our audits in accordance with German and  
United States generally accepted auditing standards. Those  
standards require that we plan and perform the audit to  
obtain reasonable assurance about whether the financial state-  
ments are free of material misstatement. An audit includes  
examining, on a test basis, evidence supporting the amounts  
and disclosures in the financial statements. An audit also  
includes assessing the accounting principles used and  
significant estimates made by management, as well as  
evaluating the overall financial statement presentation. We  
believe that our audits and the report of the other auditors,  
provide a reasonable basis for our opinion.  
Frankfurt am Main  
March 15, 1999  
KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft  
Zielke  
Schmid  
Wirtschaftsprüfer  
Wirtschaftsprüfer  
C O N S O L I DAT E D S TAT E M E N T S O F I N C O M E  
Consolidated  
Year ended December 31,  
Financial Services  
Year ended December 31,  
1998  
Note  
(Note 1)  
$
1998  
1997  
1996  
1998  
1997  
1996  
(in millions, except per share amounts)  
Revenues  
30  
5
154,615  
131,782  
117,572  
101,415  
7,908  
(6,157)  
1,751  
(921)  
6,545  
(5,075)  
1,470  
(760)  
5,548  
(4,347)  
1,201  
(652)  
Cost of sales  
(121,692) (103,721) (92,953) (78,995)  
32,923 28,061 24,619 22,420  
(19,041) (16,229) (15,621) (13,902)  
Gross margin  
Selling, administrative and other expenses  
Research and development  
Other income  
5
(5,833)  
1,425  
(803)  
(4,971)  
1,215  
(685)  
(4,408)  
957  
(4,081)  
848  
6
1
106  
82  
58  
Merger costs  
Income before financial  
income and income taxes  
8,671  
896  
7,391  
763  
5,547  
633  
5,285  
408  
936  
23  
792  
4
607  
Financial income, net  
7
8
Income before income taxes  
and extraordinary item  
9,567  
8,154  
6,180  
1,4871)  
5,693  
959  
796  
607  
Tax benefit relating to a special distribution  
Income taxes  
2)  
(1,005)  
6
8
Total income taxes  
(3,607)  
(153)  
(3,075)  
(130)  
482  
(115)  
(1,547)  
23  
(361)  
(2)  
(307)  
(1)  
(234)  
(2)  
Minority interest  
Income before extraordinary item  
5,807  
4,949  
6,547  
4,169  
596  
488  
371  
Extraordinary item: loss on early  
extinguishment of debt, net of taxes  
9
(151)  
(129)  
(147)  
Net income  
5,656  
4,820  
6,5473)  
4,022  
596  
488  
371  
Earnings per share  
Basic earnings per share  
Income before extraordinary item  
Extraordinary item  
Net income  
31  
6.05  
(0.16)  
5.89  
5.16  
(0.13)  
5.03  
6.90  
6.903)  
4.24  
(0.15)  
4.09  
Diluted earnings per share  
Income before extraordinary item  
Extraordinary item  
5.91  
(0.16)  
5.75  
5.04  
(0.13)  
4.91  
6.78  
6.783)  
4.20  
(0.15)  
4.05  
Net income  
1
2
)
)
Reflects the tax benefit relating to a special distribution (see Note 20).  
Includes non-recurring tax benefits of € 1,003 relating to the  
decrease in valuation allowance as of December 31, 1997, applied to the  
domestic operations that file a combined tax return.  
3
)
Excluding non-recurring tax benefits, 1997 net income would have been  
4,057 and basic and diluted earnings per share would have  
been € 4.28 and € 4.21, respectively.  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All balances have been restated from Deutsche Marks into Euros using the exchange rate as of January 1, 1999.  
C O N S O L I DAT E D B A L A N C E S H E E T S  
Consolidated  
Financial Services  
At December 31,  
At December 31,  
1998  
Note  
(Note 1)  
$
1998  
1997  
1998  
1997  
(in millions)  
Assets  
Intangible assets  
10  
10  
16  
11  
3,004  
34,649  
3,344  
2,561  
29,532  
2,851  
2,422  
28,558  
2,397  
104  
53  
51  
39  
Property, plant and equipment, net  
Investments and long-term financial assets  
Equipment on operating leases, net  
Fixed assets  
632  
631  
17,203  
58,200  
13,840  
8,922  
14,662  
49,606  
11,796  
7,605  
11,092  
44,469  
10,897  
7,265  
12,001  
12,790  
654  
9,571  
10,292  
505  
Inventories  
12  
13  
14  
15  
16  
17  
Trade receivables  
654  
761  
Receivables from financial services  
Other receivables  
31,054  
12,642  
14,267  
7,731  
26,468  
10,775  
12,160  
6,589  
21,717  
11,3761)  
10 ,1 80  
6,809  
26,460  
5,936  
597  
21,658  
6,214  
418  
Securities  
Cash and cash equivalents  
Current assets  
681  
702  
88,456  
5,885  
75,393  
5,016  
68,244  
5,688  
34,982  
17  
30,258  
14  
Deferred taxes  
8
6
9
Prepaid expenses  
19  
7,197  
6,134  
6,430  
133  
71  
Total assets (thereof short-term  
1998:  57,953; 1997:  54,370)  
159,738  
136,149  
124,831  
47,922  
40,635  
Liabilities and stockholders’ equity  
Capital stock  
3,005  
8,534  
24,091  
(1)  
2,561  
7,274  
20,533  
(1)  
2,391  
2,958  
21,8921)  
1,143  
Additional paid-in capital  
Retained earnings  
Accumulated other comprehensive income  
Treasury stock  
(424)  
.
Preferred stock  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Financial liabilities  
Trade liabilities  
20  
35,629  
810  
30,367  
691  
27,960  
782  
4,639  
17  
4,379  
28  
22  
23  
24  
25  
40,629  
47,436  
15,074  
10,851  
73,361  
4,886  
4,423  
34,629  
40,430  
12,848  
9,249  
62,527  
4,165  
3,770  
35,787  
34,375  
12,026  
7,912  
412  
508  
36,810  
242  
31,381  
90  
Other liabilities  
2,366  
39,418  
2,665  
771  
1,610  
33,081  
2,366  
273  
Liabilities  
54,313  
2,502  
3,487  
Deferred taxes  
8
Deferred income  
26  
Total liabilities (thereof short-term  
1
998:  58,181; 1997:  50,918)  
124,109  
159,738  
105,782  
136,149  
96,871  
43,283  
47,922  
36,256  
40,635  
Total liabilities and stockholders’ equity  
124,831  
1
)
Includes a tax receivable/tax benefit of approximately € 1.49 billion relating to the special distribution (see Note 20).  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All balances have been restated from Deutsche Marks into Euros using the exchange rate as of January 1, 1999.  
C O N S O L I DAT E D S TAT E M E N T S O F C A S H F L O W S  
Consolidated  
Year ended December 31,  
Financial Services  
Year ended December 31,  
1998  
(
Note 1)  
$
1998  
1997  
1996  
1998  
1997  
1996  
(in millions)  
Net income  
Income (loss) applicable to minority interests  
5,656  
153  
4,820  
130  
6,547  
115  
4,022  
(22)  
596  
2
488  
1
371  
2
Adjustments to reconcile net income to net cash  
provided by operating activities:  
Tax benefit relating to a special distribution  
Gain on disposals of businesses  
(1,487)  
(569)  
7
(347)  
(296)  
(182)  
Depreciation and amortization of equipment  
on operating leases  
Depreciation and amortization of fixed assets  
2,314  
6,287  
2,298  
1,972  
5,359  
1,959  
1,456  
4,847  
(706)  
1,159  
4,233  
112  
1,784  
38  
399  
1,429  
27  
288  
1,215  
23  
83  
Change in deferred taxes  
Extraordinary item: loss on early  
extinguishment of debt  
Change in financial instruments  
151  
(224)  
129  
(191)  
146  
147  
200  
2
(Gain) loss on disposal of fixed  
assets/securities  
Change in trading securities  
Change in accrued liabilities  
(432)  
294  
1,665  
(368)  
251  
1,419  
(204)  
(387)  
840  
(65)  
(171)  
1,416  
(51)  
44  
13  
3
21  
Change in current assets and liabilities:  
inventories, net  
trade receivables  
(1 ,1 45)  
(807)  
(976)  
(688)  
(744)  
(555)  
(427)  
53  
64  
124  
(140)  
23  
(49)  
4
7
0
– trade liabilities  
other assets and liabilities  
Cash provided by operating activities  
2,144  
1,564  
19,571  
1,827  
1,334  
16,681  
1,709  
1,329  
12,337  
231  
(750)  
9,956  
159  
1,107  
4,266  
1
(30)  
(369)  
1,280  
1,187  
3,320  
Purchases of fixed assets:  
Increase in equipment on operating leases  
Purchases of property, plant and equipment  
Purchases of other fixed assets  
(9,733)  
(9,568)  
(358)  
(8,296)  
(8,155)  
(305)  
(5,914)  
(8,051)  
(264)  
(4,045)  
(6,721)  
(215)  
(7,238)  
(37)  
(4,889)  
(24)  
(3,458)  
(12)  
(60)  
(38)  
(13)  
Proceeds from disposals of equipment on  
operating leases  
Proceeds from disposals of fixed assets  
Payments for acquisitions of businesses  
Proceeds from disposals of businesses  
3,466  
604  
(1,006)  
804  
2,954  
515  
(857)  
685  
2,632  
576  
(607)  
1,336  
1,730  
660  
(236)  
1,105  
2,270  
15  
(43)  
1,905  
21  
(64)  
1,794  
6
(83)  
3
283  
Additions to receivables from financial services (95,264)  
(81,196)  
(70,154) (56,880)  
(81,259)  
(71,221)  
(58,126)  
Repayments of receivables from financial services:  
Finance receivables collected  
Proceeds from sales of finance receivables  
39,638  
48,046  
(5,418)  
33,784  
40,950  
(4,617)  
22,257  
44,336  
(5,190)  
15,892  
39,474  
(4,024)  
33,784  
40,950  
(2,602)  
23 ,1 14  
44,336  
(1,701)  
17,042  
39,474  
(1,475)  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities  
(other than trading)  
3,208  
(1,926)  
2,734  
(1,641)  
3,828  
685  
4,649  
(134)  
2,487  
(187)  
1,763  
(739)  
2,382  
(656)  
Change in other cash  
Cash used for investing activities  
(27,507) (23,445) (14,530)  
(8,745)  
(11,917)  
(7,537)  
(2,842)  
Change in commercial paper borrowings and  
short-term financial liabilities  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
2,937  
11,135  
(4,841)  
2,503  
9,491  
(4,126)  
1,781  
9,057  
(4,612)  
2,828  
2,440  
(5,228)  
3,639  
9,169  
(5,073)  
1,679  
7,037  
(3,844)  
1,389  
3,174  
(3,035)  
Dividends paid (Financial Services:  
incl. profit transferred from subsidiaries)  
Proceeds from issuance of capital stock  
(7,572)  
4,782  
(6,454)  
4,076  
(1,267)  
231  
(746)  
231  
(589)  
515  
(491)  
176  
(479)  
248  
Purchase of treasury stock  
Proceeds from special distribution tax refund  
(198)  
1,744  
(169)  
1,487  
(1,888)  
(1,570)  
Cash provided by (used for) financing  
activities  
Effect of foreign exchange rate changes on cash  
and cash equivalents up to 3 months  
Net increase (decrease) in cash and cash  
equivalents up to 3 months  
7,987  
(466)  
(415)  
6,808  
(397)  
(353)  
3,302  
646  
(2,045)  
351  
7,661  
(28)  
(18)  
4,557  
36  
1,297  
24  
1,755  
(483)  
376  
(241)  
Cash and cash equivalents (up to 3 months):  
at beginning of period  
at end of period  
7,783  
7,368  
6,634  
6,281  
4,879  
6,634  
5,362  
4,879  
699  
681  
323  
699  
564  
323  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All balances have been restated from Deutsche Marks into Euros using the exchange rate as of January 1, 1999.  
C O N S O L I DAT E D S TAT E M E N T S O F C H A N G E S I N S T O C K H O L D E R S ’ E Q U I T Y  
Accumulated other  
comprehensive income  
Additional  
paid-in  
Cumulative  
Retained translation  
earnings adjustment  
Available-  
for-sale  
Minimum  
pension  
liability  
Capital  
stock  
Treasury  
stock  
Preferred  
stock  
(in millions of €)  
capital  
securities  
Total  
Balance at January 1, 1996  
Net income  
2,525  
5,596  
13,335 (2,006)  
74  
(36)  
.
19,488  
4,022  
1,088  
5,110  
4,022  
Other comprehensive income  
Total comprehensive income  
1,034  
38  
16  
Issuance of capital stock  
Purchase and retirement of capital stock  
Dividends  
5
(93)  
68  
(1,477)  
(53)  
.
73  
(1,623)  
(808)  
(808)  
32  
Other  
7
23  
53  
115  
Balance at December 31, 1996  
2,444  
4,210  
16,581  
(972)  
112  
(20)  
.
22,355  
Net income  
6,547  
6,547  
2,023  
8,570  
7
1
Other comprehensive income  
Total comprehensive income  
1,865  
157  
1
Issuance of capital stock  
Purchase and retirement of capital stock  
Dividends  
4
(59)  
85  
(1,430)  
(462)  
.
89  
(1,951)  
(1,276)  
173  
(1,276)  
40  
Other  
2
93  
38  
Balance at December 31, 1997  
2,391  
2,958  
21,892  
893  
269  
(19)  
(424)  
.
27,960  
Net income  
4,820  
4,820  
(1,144)  
3,676  
Other comprehensive income (loss)  
Total comprehensive income  
(1,402)  
259  
(1)  
Issuance of capital stock  
Purchase and retirement of capital stock  
Re-issuance of treasury stock  
Dividends  
163  
3,913  
(169)  
482  
.
4,076  
(169)  
538  
1,020  
(1,086)  
(5,284)  
174  
(1,086)  
(5,284)  
191  
Special Distribution  
Other  
7
(135)  
7,274  
111  
Balance at December 31, 1998  
2,561  
20,533  
(509)  
528  
(20)  
30,367  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All balances have been restated from Deutsche Marks into Euros using the exchange rate as of January 1, 1999.  
C O N S O L I DAT E D F I X E D A S S E T S S C H E D U L E  
Acquisition or Manufacturing Costs  
Acquisitions/  
Balance at  
Balance at  
December 31,  
1998  
January 1,  
Currency  
change  
disposals of  
businesses  
Reclassi-  
fications  
(in millions of )  
1998  
Additions  
Disposals  
Other intangible assets  
Goodwill  
654  
3,253  
3,907  
(8)  
(150)  
(158)  
10  
148  
158  
216  
329  
545  
19  
154  
16  
737  
3,564  
4,301  
Intangible assets  
19  
170  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
16,918  
26,376  
(497)  
(972)  
69  
851  
1 ,1 70  
268  
493  
18,018  
26,245  
Technical equipment and machinery  
(471)  
2,761  
1,717  
Other equipment, factory and  
office equipment  
16,285  
(649)  
2
2,922  
183  
1,608  
17 ,1 35  
Advance payments relating to plant  
and equipment and construction in progress  
5,016  
(263)  
(44)  
1,681  
8,215  
(1,640)  
(19)  
211  
4,539  
Property, plant and equipment  
Investments in affiliated companies  
Loans to associated and affiliated companies  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
64,595  
(2,381)  
(444)  
4,029  
65,937  
414  
5
(3)  
(2)  
(16)  
8
407  
18  
2
1
86  
1
718  
29  
217  
(10)  
(50)  
8
91  
93  
(94)  
(1)  
41  
358  
7
2
1,249  
52  
(1)  
154  
22  
80  
1
1,178  
71  
(1)  
523  
(.)  
159  
49  
6
676  
Other loans  
374  
(3)  
(196)  
(198)  
31  
(1)  
28  
243  
5,151  
195  
Investments and long-term financial assets  
2,834  
13,846  
(68)  
(842)  
900  
10,245  
3,225  
18,129  
2)  
Equipment on operating leases  
1
2
)
)
Currency translation changes with period end rates.  
Excluding initial direct costs. See Note 11.  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All balances have been restated from Deutsche Marks into Euros using the exchange rate as of January 1, 1999.  
Book Value1)  
Balance at  
Depreciation/Amortization  
Acquisitions/  
Balance at  
January 1,  
Balance at  
Balance at  
Currency  
change  
disposals of  
businesses  
Reclassi-  
fications  
December 31,  
December 31,  
December 31,  
1998  
Additions  
Disposals  
1998  
1998  
1997  
3
41  
,1 44  
,485  
(6)  
(6)  
2
2
137  
227  
364  
88  
11  
386  
1,354  
1,740  
351  
2,210  
2,561  
313  
2,109  
2,422  
1
1
(12)  
99  
8
,245  
(174)  
(531)  
21  
561  
6
237  
8,422  
9,596  
9,486  
8,673  
9,531  
16,845  
(291)  
2 ,1 85  
1,449  
16,759  
10,945  
(440)  
25  
2 ,1 91  
(5)  
1,492  
11,224  
5,911  
5,340  
2
(2)  
(1)  
4,539  
5,014  
3
6,037  
(1 ,1 45)  
(245)  
4,937  
3,178  
36,405  
29,532  
28,558  
8
3
(2)  
4
32  
21  
92  
4
626  
25  
331  
5
2
10  
13  
1
8
350  
217  
7
3
2
54  
(8)  
1
46  
214  
38  
964  
995  
15  
3
7
3
0
33  
(1)  
.
1
1
675  
520  
314  
6
(41)  
37  
2
(1)  
3
17  
178  
437  
(11)  
(118)  
58  
1,972  
73  
1,124  
374  
3,563  
2,851  
14,566  
2,397  
11,014  
2
,832  
1
N O T E S T O C O N S O L I DAT E D F I N A N C I A L S TAT E M E N T S  
B A S I S O F P R E S E N TAT I O N  
1. T H E C O M PA N Y A N D T H E M E R G E R  
DaimlerChrysler AG (“DaimlerChrysler” or the “Group”) was  
formed through the merger of Daimler-Benz Aktiengesellschaft  
Pursuant to the amended and restated business combination  
agreement dated May 7, 1998, 1.005 Ordinary Shares, no par  
value (“DaimlerChrysler Ordinary Share”), of DaimlerChrysler  
were issued for each outstanding Ordinary Share of Daimler-  
Benz and .6235 DaimlerChrysler Ordinary Shares were issued  
for each outstanding share of Chrysler common stock, stock  
(“Daimler-Benz”) and Chrysler Corporation (“Chrysler”)  
in November 1998 (“Merger”). The consolidated financial  
statements of DaimlerChrysler have been prepared in  
accordance with United States Generally Accepted Accounting  
Principles (“U.S. GAAP”), except that the Group has accounted options and performance shares. DaimlerChrysler issued  
for certain joint ventures in accordance with the proportionate 1,001.7 million Ordinary Shares in connection with these  
method of consolidation (see Note 3). DaimlerChrysler has  
previously prepared and reported its consolidated financial  
statements in Deutsche Marks (“DM”). With the introduction  
of the Euro (“€”) on January 1, 1999, DaimlerChrysler has  
elected to present the accompanying consolidated financial  
statements in Euro. Accordingly, the Deutsche Mark  
consolidated financial statements for each period presented  
have been restated into Euro using the Deutsche Mark/Euro  
exchange rate as of January 1, 1999 of € 1 = DM 1.95583.  
DaimlerChrysler`s restated Euro financial statements depict  
the same trends as would have been presented if it had  
continued to present its consolidated financial statements in  
Deutsche Marks. The Group’s consolidated financial  
transactions.  
The Merger was accounted for as a pooling of interests and  
accordingly, the historical results of Daimler-Benz and  
Chrysler have been restated as if the companies had been  
combined for all periods presented. Adjustments were made to  
the restated consolidated financial statements to record the tax  
effects of anticipated earnings distributions from the Group’s  
foreign subsidiaries. Certain reclassifications were made to  
Chrysler’s financial statements to conform them with  
DaimlerChrysler’s presentation. Prior to the Merger, there  
were no material transactions between Daimler-Benz and  
Chrysler.  
7
4
statements will, however, not be comparable to the Euro  
financial statements of other companies that previously  
reported their financial information in a currency other than  
Deutsche Marks. All amounts herein are shown in millions of  
Euros (“€”) and for the year 1998 are also presented in U.S.  
dollars (“$”), the latter being unaudited and presented solely  
for the convenience of the reader at the rate of DM 1.6670 =  
The following information reconciles total revenues, income  
before taxes and extraordinary item and net income for the  
separate companies with amounts presented in the  
accompanying consolidated statements of income for the years  
ended December 31, 1997 and 1996, and for the nine months  
ended September 30, 1998 (the operating period of Daimler-  
Benz and Chrysler prior to the Merger).  
$
1, the Noon Buying Rate of the Federal Reserve Bank of New  
York on December 31, 1998.  
Nine months  
ended  
September 30,  
Year ended December 31,  
1998  
1997  
1996  
(
unaudited)  
Revenues:  
Daimler-Benz  
Chrysler  
Total  
52,610  
44,364  
96,974  
63,426  
54,146  
117,572  
54,371  
47,044  
101,415  
Income before income taxes and extraordinary item:  
Daimler-Benz  
Chrysler  
3,251  
3,988  
2,173  
1,002  
4,710  
4,059  
Restatement for exchange rate effects  
of withholding taxes  
26  
(52)  
(19)  
Total  
7,265  
6,180  
5,693  
Net income:  
Daimler-Benz  
1,678  
2,507  
26  
4,112  
2,487  
(52)  
1,412  
2,715  
(105)  
4,022  
Chrysler  
Restatement for withholding taxes  
Total  
4,211  
6,547  
In connection with the Merger, € 685 of merger costs  
€ 401 after tax) were incurred and have been charged to  
expense in 1998. These costs consisted primarily of fees for  
investment bankers, attorneys, accountants, financial printing,  
accelerated management compensation and other related  
charges.  
readers’ understanding of the Group’s consolidated financial  
statements, the accompanying financial statements present, in  
addition to the consolidated financial statements, information  
with respect to the financial position, results of operations and  
cash flows of the Group’s financial services business activities.  
Such information, however, is not required by U.S. GAAP and is  
not intended to, and does not represent the separate U.S. GAAP  
financial position, results of operations or cash flows of the  
Group’s financial services business activities. Amounts with  
respect to the financial services business are presented prior  
to intercompany eliminations of transactions with other Group  
companies.  
(
Commercial practices with respect to the products  
manufactured by DaimlerChrysler necessitate that sales  
financing, including leasing alternatives, be made available to  
the Group’s customers. Accordingly, the Group’s consolidated  
financial statements are significantly influenced by activities  
of a number of “captive” financing entities. To enhance the  
2
. S U M M A RY O F S I G N I F I C A N T A C C O U N T I N G P O L I C I E S  
Consolidation — All material companies in which Daimler-  
Chrysler has legal or effective control are consolidated.  
Significant investments in which DaimlerChrysler has a 20%  
to 50% ownership (“associated companies”) are generally  
accounted for using the equity method. For certain invest-  
ments in joint ventures, DaimlerChrysler uses the proportion-  
ate method of consolidation (see Note 3). Other investments  
are accounted for at cost (“affiliated companies”).  
DM are generally translated using period end exchange rates  
while the income statements are translated using average  
exchange rates during the period. Differences arising from the  
translation of assets and liabilities in comparison with the  
translation of the previous periods are included as a separate  
component of stockholders’ equity.  
7
5
The assets and liabilities of foreign subsidiaries operating in  
highly inflationary economies are remeasured into DM on the  
Except for the Merger, the Group has accounted for its business basis of period end rates for monetary assets and liabilities and  
combinations under the purchase accounting method. As  
such, all assets acquired and liabilities assumed are recorded  
at fair value. An excess of the purchase price over the fair  
value of net assets acquired is capitalized as goodwill and  
amortized over the estimated period of benefit on a straight-  
line basis.  
at historical rates for non-monetary items, with resulting trans-  
lation gains and losses being recognized in income. Further, in  
such economies, depreciation and gains and losses from the  
disposal of non-monetary assets are determined using  
historical rates.  
The effects of intercompany transactions have been eliminated. The exchange rates of the more important currencies used in  
preparation of the consolidated financial statements were as  
Foreign Currencies — The assets and liabilities of foreign  
follows:  
subsidiaries where the functional currency is other than the  
1
)
Exchange rate at  
December, 31  
Annual average exchange rate  
1
998  
1997  
DM  
1998  
DM  
1997  
DM  
1996  
DM  
Currency:  
DM  
Brazil  
1 BRL  
1.37  
0.30  
2.80  
1.01  
1.45  
1.18  
1.67  
1.61  
0.30  
2.98  
1.02  
1.38  
1.18  
1.79  
1.51  
0.30  
2.91  
1.01  
1.35  
1.18  
1.76  
1.61  
0.30  
2.84  
1.02  
1.44  
1.18  
1.73  
1.50  
0.29  
2.35  
0.98  
1.38  
1.18  
1.50  
France  
Great Britain  
Italy  
1 FRF  
1 GBP  
1000 ITL  
100 JPY  
100 ESP  
1 USD  
Japan  
Spain  
USA  
1
)
Official rates fixed at the Frankfurt Currency Exchange.  
Revenue Recognition — Revenue is recognized when title  
passes or services are rendered net of discounts, sales  
incentives, customer bonuses and rebates granted. Sales under  
which the Company conditionally guarantees the minimum  
resale value of the product are accounted for as operating  
Intangible Assets  Purchased intangible assets are valued at  
acquisition cost and are amortized over their respective useful  
lives (3 to 40 years). Goodwill derived from acquisitions is  
capitalized and amortized over 3 to 40 years. The Group  
periodically assesses the recoverability of its goodwill based  
leases with the related revenues and costs deferred at the time upon projected future cash flows. Intangible assets also include  
of title passage. Revenue on long-term contracts is generally  
recognized under the percentage-of-completion method based  
upon contractual milestones or performance. Revenue from  
finance receivables is recorded on the interest method.  
Operating lease income is recorded when earned on a straight-  
line basis.  
intangible pension assets.  
Property, Plant and Equipment — Property, plant and equipment  
is valued at acquisition or manufacturing costs less accu-  
mulated depreciation. Depreciation expense is recognized  
either using the declining balance method until the straight-  
line method yields larger expenses or the straight-line method.  
Special tooling costs are capitalized and amortized over the  
years that a model using that tooling is expected to be prod-  
uced and within each year based on the units produced. The  
costs of internally produced equipment and facilities includes  
all direct costs and allocable manufacturing overhead. Costs of  
the construction of certain long-term assets include capitalized  
The Group sells significant amounts of automotive retail and  
wholesale receivables in transactions subject to limited credit  
risk. The Group generally sells its receivables to a trust and  
remains as servicer, for which it is paid a servicing fee.  
Servicing fees are earned on a level-yield basis over the  
remaining term of the related sold receivables. In a  
subordinated capacity, the Group retains residual cash flows, a interest which is amortized over the estimated useful life of the  
limited interest in principal balances of the sold receivables  
related asset. The following useful lives are assumed: buildings  
and certain cash deposits provided as credit enhancements for - 17 to 50 years; site improvements - 8 to 20 years; technical  
investors. Gains and losses from the sales of finance  
receivables are recognized in the period in which such sales  
occur. In determining the gain or loss for each qualifying sale  
of finance receivables, the investment in the sold receivable  
pool is allocated between the portion sold and the portion  
retained based upon their relative fair values.  
equipment and machinery - 3 to 30 years; and other equip-  
ment, factory and office equipment - 2 to 15 years.  
7
6
Leasing — The Group is a lessee of property, plant and  
equipment and lessor of equipment, principally passenger cars  
and commercial vehicles. All leases that meet certain specified  
criteria intended to represent situations where the substantive  
risks and rewards of ownership have been transferred to the  
lessee are accounted for as capital leases. All other leases are  
accounted for as operating leases. Equipment on operating  
leases, where the Group is lessor, is valued at acquisition cost  
and generally depreciated over the assets’ useful lives,  
Product-Related Expenses — Expenditures for advertising and  
sales promotion and for other sales-related expenses are  
charged to expense as incurred. Provisions for estimated costs  
related to product warranty are made at the time the related  
sale is recorded. Research and development costs are  
expensed as incurred.  
generally three to seven years, using the straight-line method.  
Earnings Per Share — Basic earnings per share is generally  
calculated by dividing net income by the weighted average  
number of shares outstanding. Diluted earnings per share  
reflects the potential dilution that would occur if all securities  
Current Assets  Current assets represent the Group’s  
inventories, receivables, securities and cash, including  
amounts to be realized in excess of one year. In the accompany-  
ing footnotes, the portion of assets and liabilities to be realized  
and other contracts to issue Ordinary Shares were exercised or and settled in excess of one year have been disclosed.  
converted (see Note 31). Net income represents the earnings  
of the Group after minority interests. Basic and diluted  
earnings per Ordinary Share have been restated to reflect the  
conversion of Daimler-Benz and Chrysler shares into  
Marketable Securities and Investments — Securities are accounted  
for at fair values, if readily determinable. Unrealized gains and  
losses on trading securities, that is, securities bought  
DaimlerChrysler Ordinary Shares (see Note 1) and the dilutive principally for the purposes of selling them in the near term,  
effect resulting from the discount to market value at which the are included in income. Unrealized gains and losses on  
Daimler-Benz Ordinary Shares were sold in the rights offering  
see Note 20).  
available-for-sale securities are included in accumulated other  
comprehensive income, net of applicable deferred income  
taxes. All other securities are recorded at cost. Unrealized  
losses on all marketable securities and investments that are  
other than temporary are recognized in earnings.  
(
Inventories  Inventory is valued at the lower of acquisition or  
manufacturing cost or market, cost being generally determined  
on the basis of an average or first-in, first-out method (“FIFO”).  
Certain of the Group’s U.S. inventories are valued using the  
last-in, first-out method (“LIFO”). Manufacturing costs comprise  
direct material and labor and applicable manufacturing  
overheads, including depreciation charges.  
Financial Instruments  DaimlerChrysler uses derivative  
financial instruments for hedging purposes. Financial  
disclosure in the consolidated financial statements and does  
not affect the Company´s financial position or results of  
instruments, including derivatives (especially currency futures operations. Prior year financial statements have been  
and currency options, security options, interest rate swaps and reclassified to conform to the requirements of SFAS 130.  
currency swaps), which are not designated as hedges of  
specific assets, liabilities, or firm commitments are marked to  
market and any resulting unrealized gains or losses are  
Effective January 1, 1998, the Group adopted SFAS 131,  
“Disclosures about Segments of an Enterprise and Related  
recognized in income. If there is a direct connection between a Information.” Segment data for 1997 and 1996 has been  
derivative financial instrument and an underlying transaction  
and a derivative is so designated, a valuation unit is formed.  
Once allocated, gains and losses from these valuation units,  
which are used to manage interest rate and currency risks of  
identifiable assets, liabilities, or firm commitments, do not  
affect income until the underlying transaction is realized (see  
Note 29 d).  
restated to conform with the new requirements. See Note 30.  
On January 1, 1998, the Group adopted SFAS 132, “Employers’  
Disclosures about Pensions and Other Postretirement  
Benefits.” SFAS 132 revises employers´ disclosures about  
pensions and other postretirement benefit plans. SFAS 132  
does not change the method of accounting for such plans. See  
Note 22a.  
Accrued Liabilities — The valuation of pension liabilities and  
postretirement benefit liabilities is based upon the projected  
unit credit method in accordance with Statement of Financial  
Accounting Standards (“SFAS”) 87, “Employers’ Accounting for  
Pensions” and SFAS 106. An accrued liability for taxes and  
other contingencies is recorded when an obligation to a third  
party has been incurred, the payment is probable and the  
amount can be reasonably estimated. In determining other  
accrued liabilities – including warranties and estimated future  
losses on open contracts – all applicable costs are taken into  
consideration including price increases. The effects of accrued  
liabilities relating to personnel and social costs are valued at  
their net present value where appropriate.  
Effective January 1, 1998, DaimlerChrysler adopted Statement  
of Position (“SOP”) 98-1, “Accounting for the Costs of  
Computer Software Developed or Obtained for Internal Use.”  
This SOP requires that entities capitalize certain internal-use  
software costs once certain criteria are met. Adoption of the  
standard did not have a material effect on DaimlerChrysler´s  
consolidated financial statements.  
7
7
In April 1998, the American Institute of Certified Public  
Accountants issued SOP 98-5, “Reporting on the Costs of Start-  
Up Activities.” DaimlerChrysler is required to adopt the  
provisions of SOP 98-5 effective January 1, 1999. SOP 98-5  
provides, among other things, guidance on the financial  
reporting of start-up costs and organization costs. It requires  
Use of Estimates — The preparation of financial statements  
requires management to make estimates and assumptions that costs of start-up activities and organization costs to be  
affect the reported amounts of assets and liabilities and  
disclosure of contingent amounts at the date of the financial  
statements and reported amounts of revenues and expenses  
during the reporting period. Actual results could differ from  
those estimates.  
expensed as incurred. Adoption of this accounting  
pronouncement is not anticipated to have a material effect on  
DaimlerChrysler´s consolidated financial statements.  
In June 1998, the Financial Accounting Standards Board  
issued SFAS 133, “Accounting for Derivative Instruments and  
Hedging Activities.” This Standard requires companies to  
record derivatives on the balance sheet as assets and  
liabilities, measured at fair value. Gains or losses resulting  
from changes in the values of those derivatives would be  
accounted for depending on the use of the derivative and  
whether it qualifies for hedge accounting. This Standard is  
New Accounting Pronouncements  On January 1, 1998, the  
Group adopted SFAS 130, “Reporting Comprehensive Income.”  
SFAS 130 establishes standards for the reporting and  
presentation of comprehensive income and its components in  
a full set of financial statements. Comprehensive income  
consists of net income, foreign currency translation  
adjustments, net unrealized gains (losses) on available-for-sale effective for fiscal years beginning after June 15, 1999.  
securities and additional minimum pension liability provisions DaimlerChrysler plans to adopt this accounting  
and is presented in the consolidated statements of changes in  
stockholders´ equity. The Standard requires only additional  
pronouncement by January 1, 2000.  
3
. S C O P E O F C O N S O L I DAT I O N  
Scope of Consolidation — DaimlerChrysler comprises 481  
foreign and domestic subsidiaries (1997: 494) and 82 joint  
ventures (1997: 92); the latter are generally accounted for on a  
pro rata basis. 27 subsidiaries are accounted for in the  
consolidated financial statements using the equity method of  
accounting. During 1998, 54 subsidiaries and 6 joint ventures  
were included in the consolidated financial statements for the  
first time. A total of 67 subsidiaries and 16 joint ventures were  
no longer included in the consolidated group. Significant  
effects of changes in the consolidated group on the consoli-  
dated balance sheets and the consolidated statements of  
income are explained further in the notes to the consolidated  
financial statements. A total of 313 subsidiaries (1997: 285) are  
not consolidated as their combined influence on the financial  
position, results of operations, and cash flows of the Group is  
not material. The effect of such non-consolidated subsidiaries  
for all years presented on consolidated assets, revenues and  
net income of DaimlerChrysler was less than 2%.  
In addition, 7 (1997: 7) companies administering pension funds Under U.S. GAAP, DaimlerChrysler’s investment in Adtranz is  
whose assets are subject to restrictions have not been included required to be accounted for using the equity method of  
in the consolidated financial statements. The consolidated  
financial statements include 127 associated companies. At  
December 31, 1998, 17 associated companies are accounted for  
in the consolidated financial statements using the equity  
accounting. The differences in accounting treatment between  
the proportionate and equity methods would not affect  
reported stockholders’ equity or net income of Daimler-  
Chrysler. Under the equity method of accounting, Daimler-  
method of accounting. The remaining associated companies are Chrysler’s net investment in Adtranz would be included  
recorded under investments in related companies in as much  
as these companies are not material for the respective  
presentation of the financial position, results of operations and  
cash flows of the Group.  
within investments in the balance sheet and its share of the  
net income or loss of Adtranz together with the amortization  
of the excess of the cost of its investment over its share of the  
investment’s net assets would be reported as a net amount in  
financial income, net in the Group’s statement of income.  
Additionally, Adtranz impacted on the Group’s reported cash  
flows only to the extent of the investing cash outflow in 1998 of  
€ 159 resulting from a capital contribution by DaimlerChrysler.  
For purposes of its United States financial reporting obligation,  
DaimlerChrysler has requested and received permission  
from the United States Securities and Exchange Commission to  
prepare its consolidated financial statements with this  
Investment in Adtranz — The Group accounts for its  
investment in Adtranz, a rail systems joint venture between  
the Group and Asea Brown Boveri Ltd. (“ABB”), including its  
6
5 (1997: 63) subsidiaries, using the proportionate method of  
consolidation. Accordingly, DaimlerChrysler reports its 50%  
interest of the assets and liabilities, revenues and expenses  
and cash flows in Adtranz. The Group believes that such  
method of financial statement presentation, which is permitted departure from U.S. GAAP.  
by the regulations of the Seventh Directive of the European  
Community and represents a benchmark treatment  
Summarized consolidated financial information of Adtranz  
encouraged by the Standards of the International Accounting  
Standards Committee, better illustrates its consolidated  
financial position, results of operations and cash flows to the  
readers of the Group’s consolidated financial statements.  
follows. The amounts represent those used in the Daimler-  
Chrysler consolidation, including goodwill resulting from the  
formation of Adtranz. Other companies included in the conso-  
lidation according to the proportionate method are not material.  
7
8
At December 31,  
Balance sheet information  
1998  
1997  
1
)
Fixed assets  
728  
842  
808  
941  
Current assets  
Total assets  
1,570  
1,749  
Stockholders’ equity  
Minority interests  
385  
7
712  
6
Accrued liabilities  
542  
636  
1,570  
496  
535  
1,749  
Liabilities  
Total liabilities and stockholders’ equity  
1
)
Includes net goodwill resulting from the formation of Adtranz of € 348  
and € 435 in 1998 and 1997, respectively.  
Year ended December 31,  
Statement of income information  
1998  
1997  
1996  
Revenues  
1,658  
(322)  
(316)  
1,631  
(222)  
(154)  
1,450  
(69)  
1
)
Operating loss  
Net loss  
(49)  
1
)
The operating losses for 1998 and 1997 include impairment charges on  
goodwill of € 64 and € 61, respectively.  
Year ended December 31,  
Cash flow information  
1998  
1997  
1996  
Cash flows from:  
Operating activities  
(130)  
(84)  
161  
72  
(12)  
(50)  
(231)  
64  
Investing activities  
Financing activities  
41  
Effect of foreign exchange on cash  
Change in cash (up to 3 months)  
Cash (up to 3 months) at beginning of period  
Cash (up to 3 months) at end of period  
(2)  
.4  
(55)  
155  
100  
10  
145  
155  
(122)  
268  
146  
Cash up to 3 months includes € 30 (1997: € 51; 1996: € 59)  
held by DaimlerChrysler AG in connection with internal cash  
concentration procedures.  
ABB’s 50% interest in Adtranz at prices calculated in accord-  
ance with the same criteria except that the price for the put  
option is lower than the price for the call option assuming the  
same future earnings.  
The Group and ABB entered into an option agreement, in  
connection with the formation of Adtranz, whereby, for certain  
periods during 1998 through 2005, the Group has the right  
In January 1999, DaimlerChrysler agreed to acquire ABB‘s 50%  
interest in Adtranz for $472. The acquisition cancels the call  
and put option discussed above. The transaction is expected to  
be completed in the second quarter of 1999. Consummation of  
the merger is subject to various conditions, including among  
others, approval of certain governmental authorities.  
(
$
call option) to purchase ABB’s 50% interest in Adtranz for U.S.  
1,800 plus a premium calculated on the basis of Adtranz’s  
7
9
meeting or exceeding certain future earnings thresholds. In  
addition, for certain periods during 1998 through 2005, ABB  
has the right (put option) to require the Group to purchase  
4
. A C Q U I S I T I O N S A N D D I S P O S I T I O N S  
In March 1998, the Group‘s semiconductor business was sold  
to an American company, Vishay Intertechnology, Inc., for a  
gain of € 143 (before taxes). Moreover, during 1998 the Group  
this transaction reflects the difference between the book and  
tax basis of the Group’s stock interest in DTAG for which  
deferred taxes were not provided, in accordance with SFAS  
sold further interests, including the sale of 30% of its interests 109, “Accounting for Income Taxes.” In addition, the 1997  
in LFK-Lenkflugkörpersysteme GmbH and 100% of its interests earnings include the recognition of € 86 ($97) (€ 53 or $60  
in CMS, Inc. and two real-estate-project-companies for a total  
gain of approximately € 153.  
after taxes) of previously deferred profits from the sale of  
vehicles from DaimlerChrysler to DTAG.  
In January 1997, DaimlerChrysler sold its interests in AEG  
Electrocom GmbH and AEG ElectroCom International, Inc.  
In 1996, the Group committed to a plan of disposal for Thrifty,  
a subsidiary of DTAG, and recognized a € 50 ($65) pretax loss  
(
sorting and recognition systems) to Siemens AG resulting in a (€ 77 or $100 after taxes) to write down Thrifty’s carrying  
gain of € 110 (before taxes).  
value to estimated fair value less costs to sell. The after tax  
loss includes the effect of not being able to claim a tax  
deduction for the capital loss on DaimlerChrysler’s investment  
in Thrifty.  
In July 1997, debis AG, a subsidiary of DaimlerChrysler,  
terminated its strategic relationship with Cap Gemini Sogeti  
S.A. through the sale of its 24.4% interest resulting in a gain  
of € 420.  
In January 1996, DaimlerChrysler announced that it would  
discontinue financial support for NV Koninklijke Nederlandse  
Vliegtuigenfabriek (“Fokker”), a Dutch aircraft manufacturer.  
Subsequent to the announcement, Fokker requested and  
received, in accordance with Dutch law, protection from its  
creditors. In connection therewith, control of Fokker was  
During December 1997, DaimlerChrysler completed an initial  
public offering (“IPO”) of its common stock in Dollar Thrifty  
Automotive Group, Inc. (“DTAG”), formerly Pentastar  
Transportation Group, Inc., for net proceeds of € 343 ($387).  
The IPO of the common stock interest resulted in a pretax and placed with a third-party administrator. On March 15, 1996,  
after-tax gain of € 65 ($73). The gain was deferred and will be  
recognized over the remaining term of the vehicle supply  
agreements with DTAG, which end in 2001. The tax effect on  
Fokker formally filed for bankruptcy under the laws of The  
Netherlands. The Group recorded a charge in the 1995  
statement of income for discontinuing such investment.  
During 1996, the Group realized gains of approximately € 51  
from the proceeds of sales of certain inventories in excess of  
the inventories’ previously written-down value.  
in the holding company using the equity method of accounting.  
In 1996, the Group sold Electrospace Systems, Inc. (“ESI”) and  
Chrysler Technologies Airborne Systems, Inc. (“CTAS”) for net  
In June 1996, the shareholders of AEG approved the merger of proceeds of € 366 ($476). ESI and CTAS were engaged  
AEG with DaimlerChrysler and in September 1996, effective  
January 1, 1996, such merger was formally registered in the  
commercial register. As part of the merger, the Group  
purchased the outstanding minority interest of AEG. In  
connection with the foregoing transactions, the Group  
recorded charges to 1996 operations of approximately € 153.  
principally in the manufacture of defense electronics and  
aircraft modification, respectively, and represented  
substantially all of the operations of Chrysler Technologies  
Corporation (“CTC”), a wholly owned subsidiary of the Group.  
The sale resulted in a pretax gain of € 78 ($101) (€ 67 or $87  
after taxes). In 1996, the Group signed an agreement to sell  
Pentastar Electronics, Inc. (“PEI”) for net proceeds of € 13  
($17), which resulted in the recognition of a pretax loss of € 59  
($77) (€ 39 or $51 after taxes) to write down PEI’s carrying  
value to estimated fair value less costs to sell. PEI represented  
the remaining operations of CTC. The sale of PEI was  
completed on January 10, 1997.  
During 1996, the Group contributed its Dornier aircraft  
business into a newly formed holding company 80% owned by  
Fairchild Industries Corporation, an American aircraft  
manufacturer. In connection therewith, the Group recorded  
charges in 1996 of approximately € 222, of which a portion  
included the businesses’ loss from operations up to the date of  
contribution. The Group is accounting for its 20% investment  
8
0
N O T E S T O T H E C O N S O L I DAT E D S TAT E M E N T S O F I N C O M E  
5
. F U N C T I O N A L C O S T S A N D O T H E R E X P E N S E S  
Selling, administrative and other expenses are comprised of  
the following:  
Year ended December 31,  
1998  
1997  
1996  
Selling expenses  
10,100  
5,217  
227  
9,663  
4,709  
210  
8,383  
4,125  
135  
Administration expenses  
Goodwill amortization and writedowns  
Other expenses  
685  
1,039  
15,621  
1,259  
13,902  
16,229  
Expenses amounting to € 229 and € 369 related to the  
repayment of development cost subsidies were recorded under  
other expenses in 1998 and 1997, respectively (see Note 28).  
Personnel expenses included in the statement of income are  
comprised of:  
Year ended December 31,  
1998  
1997  
1996  
Wages and salaries  
19,982  
2,990  
1,126  
18,656  
2,817  
1,076  
17,143  
2,527  
1,228  
Social levies  
Net periodic pension cost (see Note 22a)  
Net periodic postretirement benefit  
cost (see Note 22a)  
866  
69  
755  
66  
673  
77  
Other expenses for pensions and retirements  
25,033  
23,370  
21,648  
Number of employees (annual average):  
Year ended December 31,  
1998  
1997  
1996  
8
1
Hourly employees  
Salaried employees  
Trainees/apprentices  
268,764  
152,415  
12,760  
261,426 262,048  
147,882  
12,353  
421,661  
146,006  
11,704  
433,939  
419,758  
In 1998, 36,024 people (1997: 34,448 people; 1996: 34,655  
people) were employed in joint venture companies.  
In 1998, the total remuneration paid by Group companies to  
the members of the Board of Management of DaimlerChrysler  
AG amounted to € 41, and the remuneration paid to the  
members of the Supervisory Board of DaimlerChrysler AG  
To determine the fair value of the option rights, option pricing  
models may be used. As such, the resulting fair values can  
fluctuate significantly based upon the underlying assumptions.  
Accordingly, uniform and consistent values are generally not  
totaled € 2. Additionally, members of the Board of Management available. See Note 21 with respect to the valuation of the  
subscribed for convertible bonds at a notional amount of € 0.6  
within the 1998 Stock Option Plan. Options totalling 1,755,000  
and 12,000 to purchase Chrysler common stock were granted  
to members of the Board of Management and the Supervisory  
Board, respectively (see Note 21).  
option rights including the underlying assumptions and  
conditions of converting the option rights in accordance with  
SFAS 123, “Accounting for Stock-Based Compensation.”  
As of December 31, 1998, no advances and loans existed to  
members of the Board of Management of DaimlerChrysler AG.  
6
. O T H E R I N C O M E  
Other income includes gains on sales of property, plant and  
equipment (€ 99, € 95 and € 130 in 1998, 1997 and 1996,  
respectively), gains on sales of companies (€ 389, € 117 and  
foreign currency exchange gains (€ 116, € 109 and € 21 in  
1998, 1997 and 1996, respectively), and reductions in certain  
accruals (€ 199, € 154 and € 114 in 1998, 1997 and 1996,  
respectively).  
197 in 1998, 1997 and 1996, respectively), rental income  
(€ 138, € 87 and € 52 in 1998, 1997 and 1996, respectively),  
7
. F I N A N C I A L I N C O M E , N E T  
Year ended December 31,  
1998  
1997  
1996  
Income (loss) from investments  
(111)  
66  
217  
of which from affiliated companies € (20)  
(1997: € 17; 1996: € 20)  
Gains (losses), net from disposals of  
investments and shares in affiliated and  
associated companies  
37  
459  
(76)  
(9)  
Write-down of investments  
and shares in affiliated companies  
(55)  
(55)  
Income (loss) from companies  
included at equity  
59  
36  
(68)  
85  
Income (loss) from investments, net  
(70)  
485  
Other interest and similiar income  
of which from affiliated companies  
1,409  
1,595  
1 ,1 61  
13 (1997: € 10; 1996: € 12)  
Interest and similiar expenses  
Interest income, net  
(702)  
707  
(640)  
955  
(581)  
580  
Income from securities and  
long-term receivables  
17  
16  
85  
9
8
2
Gains from sales of securities  
132  
57  
Write-down of securities and  
long-term receivables  
(10)  
(10)  
(3)  
Realized and unrealized gains (losses)  
on financial instruments  
145  
(158)  
126  
(794)  
(104)  
(807)  
633  
(390)  
70  
Other, net  
Other financial income (loss), net  
(257)  
408  
763  
The Group capitalized interest expenses related to qualifying  
construction projects of € 186 (1997: € 207; 1996: € 145).  
8
. I N C O M E TA X E S  
Income before income taxes, extraordinary items and minority  
The provision (benefit) for income taxes consists of the  
interests amounted to € 8,154 (1997: € 6,180; 1996: € 5,693), of following:  
which € 2,229 was generated by the Group’s operations in  
Germany (1997: € 1,450; 1996: € 594).  
Year ended December 31,  
1998  
1997  
1996  
Current taxes  
Germany  
(267)  
1,383  
(1,472)  
1,695  
207  
Foreign  
1,228  
Deferred taxes  
Germany  
967  
992  
(910)  
205  
(654)  
766  
Foreign  
3,075  
(482)  
1,547  
German corporate tax law applies a split-rate imputation with  
regard to the taxation of the income of a corporation and its  
shareholders. In accordance with the tax law in effect for fiscal  
entitled to a tax credit in the amount of federal income taxes  
previously paid by the corporation.  
1
998, retained corporate income is initially subject to a federal For German companies, the deferred taxes for 1998 and 1997  
corporate tax of 45% plus a solidarity surcharge of 5.5% (1997  
and 1996: 7.5%) on federal corporate taxes payable. Including  
the impact of the surcharge, the federal corporate tax rate  
amounts to 47.475% (1997 and 1996: 48.375%). Upon  
distribution of certain retained earnings to stockholders, the  
corporate income tax rate on the earnings is adjusted to 30%,  
plus a solidarity surcharge of 5.5% (1997 and 1996: 7.5%) on  
the distribution corporate tax, for a total of 31.65% (1997 and  
are calculated using an effective corporate income tax rate of  
47.475% plus the after federal tax benefit rate for trade tax of  
8.525%. The effect of the tax rate reduction on year-end 1997  
deferred tax balances is reflected in the reconciliation of 1997  
presented below.  
A reconciliation of income taxes determined using the German  
corporate tax rate of 47.475% plus the after federal tax benefit  
1996: 32.25%), by means of a refund for taxes previously paid. rate for trade taxes of 8.525% for a combined statutory rate of  
Upon distribution of retained earnings in the form of a  
dividend, stockholders who are taxpayers in Germany are  
56% in 1998 (1997 and 1996: 57%) is as follows:  
Year ended December 31,  
1998  
1997  
1996  
Expected provision for income taxes  
Change in tax rate for deferred taxes, domestic  
Credit for dividend distributions  
4,566  
3,522  
68  
3,245  
(515)  
(985)  
(1,624)  
(797)  
(85)  
(993)  
83  
Foreign tax rate differential  
Release of valuation allowances on Group’s  
German deferred tax assets as of  
December 31, 1997  
(1,003)  
(465)  
Changes in valuation allowances on German  
deferred tax assets  
112  
(533)  
Write-downs of investments, different for  
tax purposes  
(18)  
78  
(240)  
55  
(106)  
29  
Amortization of non-tax-deductible goodwill  
Other  
(163)  
3,075  
2
(10)  
Actual provision (benefit) for income taxes  
(482)  
1,547  
The 1998 income tax credit from dividend distributions  
amounted to € 515 and reflected mainly the tax benefit from  
the dividend distribution of € 2.35 per Ordinary Share/ADS.  
carryforwards. Additionally, € 1,003 was due to the reversal of  
the remaining valuation allowances as of December 31, 1997  
for the German companies included in the filing of a combined  
tax return (“Organschaft”) on the basis that the current and the  
expected results of operations supported a conclusion that it  
was more likely than not that the deferred tax assets would be  
realized.  
The 1997 income tax credit from dividend distributions  
amounted to € 1,624 and reflected primarily a tax benefit of €  
1,487 from the special distribution. This benefit resulted from  
the refund of taxes previously paid on undistributed profits at a  
rate of 50% in excess of the effective tax rate of 30% on  
distributed profits.  
During 1997, the Group sold its investment in Cap Gemini  
Sogeti S.A. and realized a gain of € 420 in its consolidated  
financial statements which was not taxable since write-downs  
were previously not recognized for tax purposes.  
In 1997, the decrease in the consolidated domestic valuation  
allowances was due in part to € 465 utilization of tax loss  
During 1996, the Group’s consolidated valuation allowances on  
deferred tax assets decreased by € 538. In 1996, the Group  
realized income tax benefits from the utilization of loss  
carryforwards of € 344 relating to entities in the Aerospace  
division. The tax benefits of such loss carryforwards had been  
merger of the former AEG Aktiengesellschaft into  
DaimlerChrysler AG during 1996, after which the German loss  
carryforwards of AEG Aktiengesellschaft could be utilized by  
the Group’s German Organschaft. Prior to the merger such net  
operating losses (“NOLs”) were limited as to their use, and  
fully reserved as of December 31, 1995 since the entities had a accordingly were fully reserved for in the amount of € 118. In  
history of operating losses prior to 1996 and such losses were  
limited as to their use. Tax benefits recognized from other  
changes to the valuation allowances in 1996 included the  
addition, during 1996 the Group realized tax benefits of € 207  
related to investments written down in previous years.  
Deferred income tax assets and liabilities are summarized as  
follows:  
In 1998, DaimlerChrysler entered into an intercompany  
transaction to absorb the Group’s Organschaft NOLs in a  
manner which resulted in no net tax effect. The transaction  
resulted in an increase in deferred tax assets mainly for  
property, plant and equipment in an amount equal to the  
decrease in deferred tax assets for the German NOLs.  
December 31,  
1998  
1997  
Property, plant and equipment  
Equipment on operating leases  
Inventories  
2,063  
1,068  
1,328  
527  
484  
992  
At December 31, 1998, the Group had corporate tax NOLs and  
credit carryforwards amounting to € 1,724 (1997: € 6,141) and  
German trade tax NOLs amounting to € 2,156 (1997:  
1,259  
700  
Receivables  
6,346). The corporate tax NOLs and credit carryforwards  
Net operating loss and tax credit carryforwards  
Retirement plans  
1,056  
3,880  
4,166  
846  
3,367  
4,601  
3,761  
774  
mainly relate to losses of domestic and foreign non-  
Organschaft companies and are partly limited in their use to  
the Group. The Group’s consolidated valuation allowances on  
deferred tax assets of domestic and foreign operations  
increased in the balance sheet by € 143. In future periods,  
depending upon the Group’s financial results, management’s  
estimate of the amount of the deferred tax assets considered  
realizable may change, and hence the valuation allowances  
may increase or decrease.  
8
4
Other accrued liabilities  
Liabilities  
Deferred income  
1,144  
549  
1,049  
504  
Other  
16,627  
17,491  
(268)  
17,223  
Valuation allowances  
Deferred tax assets  
(411)  
16,216  
Property, plant and equipment  
Equipment on operating leases  
Inventories  
2,743  
4,252  
483  
2,541  
3,601  
504  
Receivables  
3,645  
450  
3,257  
908  
Prepaid expenses  
Retirement plans  
2,069  
367  
1,891  
410  
Other accrued liabilities  
Foreign withholding taxes  
Other  
297  
390  
1,059  
15,365  
851  
535  
Deferred tax liabilities  
Deferred tax assets, net  
14,037  
3,186  
Net deferred income tax assets and liabilities in the  
consolidated balance sheets are as follows:  
December 31, 1998  
December 31, 1997  
Total  
thereof  
Total  
thereof  
non-current  
non-current  
Deferred tax assets  
5,016  
4,165  
851  
3,979  
2,884  
1,095  
5,688  
2,502  
3,186  
4,400  
1,609  
2,791  
Deferred tax liabilities  
Deferred tax assets, net  
DaimlerChrysler provided foreign withholding taxes of € 297  
1997: € 390) on € 5,948 (1997: € 7,789) in cumulative  
operations. It is not practicable to estimate the amount of  
unrecognized deferred tax liabilities for these undistributed  
foreign earnings.  
(
undistributed earnings of foreign subsidiaries because these  
earnings are not intended to be permanently reinvested in  
those operations. The Group did not provide income taxes or  
foreign withholding taxes on € 6,016 (1997: € 4,907) in  
cumulative earnings of foreign subsidiaries because these  
earnings are intended to be indefinitely reinvested in those  
Including the items charged or credited directly to related  
components of shareholders’ equity, the provision (benefit) for  
income taxes consists of the following:  
Year ended December 31,  
1998  
1997  
1996  
8
5
Provision (benefit) for income taxes  
before extraordinary items  
3,075  
(78)  
(482)  
1,547  
(90)  
Income tax benefit of extraordinary items  
Stockholders’ equity for employee stock  
option expense in excess of amounts  
recognized for financial purposes  
(212)  
296  
(39)  
(32)  
Stockholders’ equity for items of other  
comprehensive income  
176  
64  
3,081  
(345)  
1,489  
9
. E X T R AO R D I N A R Y I T E M  
In December 1998, DaimlerChrysler extinguished € 257  
$ 300) of the outstanding principal amount of its Auburn Hills  
Trust Guaranteed Exchangeable Certificates due 2020 (the  
Certificates”) at a cost of € 454 ($ 530). The extinguishment of  
the Certificates resulted in an extraordinary after tax loss of  
129 ($ 143) (net of income tax benefit of € 78 ($ 87)). At  
In December 1996, DaimlerChrysler extinguished € 437  
($ 550), or 50 percent, of the outstanding principal amount of  
its Auburn Hills Trust Guaranteed Exchangeable Certificates  
due 2020 at a cost of € 683 ($ 859). The extinguishment of the  
Certificates resulted in an extraordinary after tax loss of € 147  
($191) (net of income tax benefit of € 90 or $ 118).  
(
December 31, 1998, € 214 ($ 250) of the Certificates remained  
outstanding. The remaining Certificates are not redeemable  
prior to maturity and carry a current interest rate of 12 percent.  
N O T E S T O T H E C O N S O L I DAT E D B A L A N C E S H E E T S  
1
0 . I N TA N G I B L E A S S E T S A N D P R O P E R T Y, P L A N T A N D E Q U I P M E N T, N E T  
Information with respect to changes to the Group’s intangible  
assets and property, plant and equipment is presented in the  
Consolidated Fixed Assets Schedule included herein.  
Intangible assets represent principally goodwill from the  
formation of Adtranz and the acquisition of American Motors  
Corporation. Intangible assets also include intangible pension  
assets.  
Property, plant and equipment include buildings, technical  
equipment and other equipment capitalized under capital lease  
agreements of € 394 (1997: € 376). Depreciation expense on  
assets under capital lease arrangements was € 38 (1997: € 29;  
1996: € 44).  
1
1. E Q U I P M E N T O N O P E R AT I N G L E A S E S , NET  
Information with respect to changes to the Group’s equipment  
on operating leases is presented in the Consolidated Fixed  
Assets Schedule included herein. Of the total equipment on  
operating leases, € 14,078 represent automobiles and  
commercial vehicles (1997: € 10,496).  
1999  
3 ,1 66  
1,933  
952  
286  
98  
2000  
2001  
2002  
2003  
Noncancellable future lease payments due from customers for  
equipment on operating leases at December 31, 1998 are as  
follows:  
thereafter  
151  
6
,586  
1
2 . I N V E N T O R I E S  
At December 31,  
1
998  
1997  
Certain of the Group’s U.S. inventories are valued using the  
LIFO method. If the FIFO method had been used instead of the  
LIFO method, inventories would have been higher by € 549  
Raw materials and manufacturing supplies  
2,278  
4,568  
1,911  
4,414  
(
1997: € 547).  
Work in process  
thereof relating to long-term contracts  
and programs in process € 919  
(1997: € 705)  
8
6
Finished goods, parts and products  
held for resale  
7,631  
312  
6,789  
337  
Advance payments to suppliers  
1
4,789  
13,451  
(2,554)  
Less: Advance payments received  
thereof relating to long-term contracts  
and programs in process € 578  
(2,993)  
(1997: € 769)  
11,796  
10,897  
1
3 . T R A D E R E C E I VA B L E S  
At December 31,  
1998  
1997  
As of December 31, 1998, € 399 of the trade receivables  
mature after more than one year (1997: € 440).  
Receivables from sales of goods  
and services  
8,020  
442  
7,841  
Long-term contracts and programs,  
unbilled, net of advance payments received  
243  
8
,462  
(857)  
,605  
8,084  
Allowance for doubtful accounts  
(819)  
7
7,265  
1
4 . R E C E I VA B L E S F R O M F I N A N C I A L S E R V I C E S  
At December 31,  
1998  
1997  
Receivables from:  
Sales financing  
Finance leases  
20,635  
9,542  
17,015  
8,151  
3
0,177  
25,166  
85  
Initial direct costs  
Unearned income  
96  
(4,245)  
804  
(4,003)  
Unguaranteed residual value of  
leased assets  
870  
26,832  
22,118  
Allowance for doubtful accounts  
(364)  
6,468  
(401)  
2
21,717  
Sales financing and finance lease receivables consist of retail  
installment sales contracts secured by automobiles and  
commercial vehicles. Contractual maturities applicable to  
receivables from sales financing and finance leases maturing  
in each of the years following December 31, 1998 are as  
follows:  
8
7
Actual cash flows will vary from contractual maturities due to  
future sales of finance receivables, prepayments and charge-  
offs.  
1
999  
12,903  
6,019  
4,599  
1,996  
1,059  
3,601  
2000  
2001  
2002  
2003  
As of December 31, 1998, € 14,733 of the financing receivables  
mature after more than one year (1997: € 12,336).  
thereafter  
30,177  
1
5 . O T H E R R E C E I VA B L E S  
At December 31,  
1998  
1997  
Other receivables and other assets includes retained interests  
in sold receivables and subordinated asset backed certificates  
of € 3,046 (1997: € 3,357) and, in 1997, a tax refund of  
approximately € 1,500 relating to a special distribution.  
Receivables from affiliated companies  
480  
804  
375  
717  
1
)
Receivables from related companies  
Other receivables and other assets  
10,740  
2,024  
(1,249)  
0,775  
11,490  
12,582  
(1,206)  
11,376  
1
As of December 31, 1998, € 4,199 of the other receivables  
mature after more than one year (1997: € 4,305).  
Allowance for doubtful accounts  
1
1
)
Related companies include entities which have a significant ownership in  
DaimlerChrysler or entities in which the Group holds a significant  
investment.  
1
6 . S E C U R I T I E S , I N V E S T M E N T S A N D L O N G - T E R M F I N A N C I A L A S S E T S  
Information with respect to the Group’s investments and long-  
term financial assets is presented in the Consolidated Fixed  
Assets Schedule included herein. Securities included in  
current assets are comprised of the following:  
At December 31,  
1998  
1997  
Debt securities  
4,565  
971  
4,259  
1,131  
Equity securities  
Equity based funds  
Debt based funds  
1,970  
4,654  
1,038  
3,752  
12,160  
10 ,1 80  
Carrying amounts and fair values of debt and equity securities  
included in securities and investments for which fair values  
are readily determinable are classified as follows:  
At December 31, 1998  
At December 31, 1997  
Fair  
Unrealized  
Gain  
Fair  
Unrealized  
8
8
Cost  
value  
Loss  
Cost  
vaule  
Gain  
Loss  
Available-for-sale  
Trading  
10,501  
934  
11,183  
977  
706  
44  
24  
1
8,603  
1,218  
9,821  
8,952  
1,228  
10 ,1 80  
356  
10  
6
6
Securities  
11,435  
12,160  
750  
25  
366  
Investments and long-term  
financial assets available-for-sale  
278  
675  
397  
282  
520  
238  
604  
1
1,713  
12,835  
1,147  
25  
10,103  
10,700  
6
Aggregate cost, fair values and gross unrealized holding gains  
or losses per security class are the following:  
At December 31, 1998  
At December 31, 1997  
Fair  
Unrealized  
Fair  
Unrealized  
Cost  
value  
Gain  
Loss  
Cost  
vaule  
Gain  
Loss  
Equity securities  
1 ,1 16  
1,623  
513  
5
693  
1,063  
371  
1
Debt securities issued by the German  
government and its agencies  
93  
93  
Municipal securities  
418  
418  
59  
59  
Debt securities issued by  
foreign governments  
892  
1,459  
1,761  
893  
1,478  
1,970  
5
32  
3
12  
1,360  
1,404  
834  
1,362  
1,412  
1,038  
5
10  
2
3
Corporate securities  
Equity based securities  
Debt based securities  
Asset-backed securities  
Other marketable securities  
Available-for-sale  
208  
205  
4,309  
597  
4,654  
595  
345  
3
3,750  
761  
3,752  
761  
2
6
134  
134  
1
24  
25  
1
10,779  
934  
11,858  
1 ,1 03  
24  
8,885  
9,472  
594  
Trading  
977  
44  
1
1,218  
1,228  
10  
11,713  
12,835  
1,147  
25  
10,103  
10,700  
604  
6
The estimated fair values of investments in debt securities, by  
contractual maturity, are shown below. Expected maturities  
Proceeds from sales of available-for-sale securities were  
€ 2,734 (1997: € 1,432; 1996: € 1,237). Gross realized gains  
may differ from contractual maturities because borrowers may from sales of available-for-sale securities were € 98 (1997:  
have the right to call or prepay obligations with or without  
penalty.  
€ 92; 1996: € 11), while gross realized losses were € 8 (1997:  
€ 1; 1996: € 3). DaimlerChrysler uses the specific  
identification method as a basis for determining cost and  
calculating realized gains or losses.  
At December 31,  
Available-for-sale  
1998  
1997  
Due within one year  
975  
2,122  
129  
930  
1,839  
355  
Other securities classified as cash equivalents were  
approximately € 4,600 and € 3,900 at December 31, 1998 and  
Due after one year through five years  
Due after five years through ten years  
Due after ten years  
1997, respectively, and consisted primarily of purchase  
agreements, commercial paper and certificates of deposit.  
385  
495  
3
,611  
3,619  
1
7. C A S H A N D C A S H E Q U I VA L E N T S  
Cash and cash equivalents include € 308 (1997: € 175) of  
deposits with original maturities of more than three months.  
8
9
1
8 . A D D I T I O N A L C A S H F L OW I N F O R M AT I O N  
Liquid assets recorded under various balance sheet captions  
are as follows:  
At December 31,  
1998  
1997  
1996  
Cash and cash equivalents  
available within 3 months  
6,281  
6,634  
4,879  
Cash and cash equivalents  
which mature after 3 months  
308  
175  
683  
Securities  
Other  
12,160  
10 ,1 80  
7,031  
324  
336  
258  
19,073  
17,325  
12,851  
The following represents supplemental information with  
respect to cash flows:  
Year ended December 31,  
1998  
1997  
1996  
Interest paid  
2,553  
993  
1,953  
1,699  
1,773  
1,211  
Income taxes paid  
1
9 . P R E PA I D E X P E N S E S  
Prepaid expenses are comprised of the following:  
As of December 31, 1998, € 5,280 of the total prepaid expenses  
mature after more than one year (1997: € 4,511).  
At December 31,  
1998  
1997  
Prepaid pension cost  
5,309  
825  
4,696  
1,734  
6,430  
Other prepaid expenses  
6,134  
2
0 . S T O C K H O L D E R S ’ E Q U I T Y  
Number of shares issued and outstanding (adjusted for the  
Merger)  
At December 31, 1998, DaimlerChrysler had issued and  
outstanding 1,001,733,220 registred, Ordinary Shares of no  
par value. However, each share represents € 2.56 of capital  
stock.  
increase capital stock by a total of up to € 256 (authorized  
capital (i)) and to issue shares of up to € 26 to employees  
(authorized capital (ii)). Up to December 31, 1999, and upon  
approval of the Supervisory Board, the Board of Management  
may issue capital stock of up to € 77 for the subscription of  
shareholders of the former Daimler-Benz Aktiengesellschaft  
(
authorized capital (iii)).  
Special Distribution  
9
0
On May 27, 1998 the Daimler-Benz shareholders approved, and With respect to the 4.125% convertible notes and the 5.75%  
on June 15, 1998 Daimler-Benz paid, a special distribution of €  
subordinated mandatory convertible notes described below,  
1
0.23 (€ 10.04 after adjustment to reflect the approximately 20 % capital stock may be conditionally increased by up to € 43.7 in  
discount to market value at which the Daimler-Benz Ordinary  
Shares and ADS were sold in the rights offering) per Ordinary  
Share/ADS.  
the period from July 1, 1998, up to the time the merger with  
Daimler-Benz Aktiengesellschaft became effective (conditional  
capital (iv)) and € 43.7 for conversions after this date  
(
conditional capital (i)). A contingent increase of capital stock  
Rights Offering  
may also result upon conversions related to the 1996, 1997  
and 1998 Stock Option Plans as described in Note 21. For this  
purpose, amounts of up to € 40.0 each are reserved for the  
period from July 1, 1998, up to the time the merger with  
Daimler-Benz Aktiengesellschaft became effective (conditional  
capital (v)) and for conversions after this date (conditional  
capital (ii)). In addition, DaimlerChrysler is authorized for  
future issuances of shares equaling up to € 102 of capital stock  
in connection with convertible bonds or bonds with warrants  
issued or guaranteed by April 30, 2003 (conditional capital  
(iii)).  
In June 1998, Daimler-Benz issued to holders of Daimler-Benz  
Ordinary Shares, ADS’s and convertible debt securities, rights  
to acquire up to an aggregate of 52.4 million newly issued  
Daimler-Benz Ordinary Shares and on June 25, 1998, Daimler-  
Benz issued and sold 52.4 million Daimler-Benz Ordinary  
Shares for net proceeds of € 3,827. The rights issued by  
Daimler-Benz entitled the holders to purchase Daimler-Benz  
Ordinary Shares at approximately a 20% discount to the  
market price of Daimler-Benz Ordinary Shares. Basic and  
diluted earnings per Ordinary Share have been restated to  
reflect the dilutive effect resulting from the discount to market  
value at which the Daimler-Benz Ordinary Shares were sold in Convertible notes  
the rights offering.  
During 1996, DaimlerChrysler Luxembourg Capital S.A.  
formerly: Daimler-Benz Capital (Luxembourg) AG), a  
subsidiary of DaimlerChrysler, issued 4.125% bearer notes  
(
Treasury Stock  
In November 1998, Chrysler contributed 23.5 million shares of with appertaining warrants due July 5, 2003, in the amount of  
its common stock to the Chrysler Corporation Retirement  
€ 383 with a nominal value of € 511 each, including a total of  
Master Trust, which serves as a funding medium for and holds 7,690,500 options which, on the basis of the option  
the assets of various pension and retirement plans of Chrysler. agreement, entitled the bearer of the option to subscribe for  
shares of Daimler-Benz AG. The option price per share  
Preferred Stock  
(adjusted for the Merger) is € 42.67 in consideration of  
exchange of the notes or € 44.49 in cash. During 1998, options  
for the subscription of 5,027,002 (1997: 1,785; 1996: 36) newly  
issued Daimler-Benz Ordinary Shares have been exercised.  
On July 24, 1998, Chrysler redeemed all of the outstanding  
Chrysler Depositary Shares representing its Series A  
Convertible Preferred Stock.  
Authorized and conditional capital (DaimlerChrysler AG)  
Through April 30, 2003, the Board of Management is  
authorized, upon approval of the Supervisory Board, to  
In June 1997, DaimlerChrysler issued 5.75% subordinated  
mandatory convertible notes due June 14, 2002 with a  
nominal amount of € 66.83 per note. These convertible notes  
represent a nominal amount of € 508 including 7,600,000  
notes which may be converted (adjusted for the Merger) into  
Shares per note to be determined on the basis of the average  
market price for the shares during the last 20 trading days  
before June 8, 2002. During 1998, 3,713 (1997: 156) Daimler-  
Benz Ordinary Shares were issued upon exercise.  
0
.86631 newly issuable shares before June 4, 2002. Notes not  
Comprehensive income  
converted by this date will be mandatorily converted at a  
conversion rate between 0.86631 and 1.25625 Ordinary  
The changes in the components of other comprehensive income  
(loss) are as follows:  
Year ended December 31,  
1
998  
1997  
Tax  
1996  
Tax  
Tax  
Pretax  
Effect  
Net  
Pretax  
Effect  
Net  
Pretax  
Effect  
Net  
Unrealized gain (loss) on securities:  
Unrelialized holding gain (loss)  
Reclassification adjustments  
659  
(103)  
556  
(354)  
57  
305  
(46)  
439  
(106)  
333  
(230)  
54  
209  
(52)  
157  
105  
(13)  
92  
(60)  
6
45  
(7)  
Net unrealized gain (loss)  
(297)  
259  
(176)  
(54)  
38  
Foreign currency translation adjustment  
Minimum pension liability adjustment  
Other comprehensive income (loss)  
(1,402)  
(2)  
(1,402)  
(1)  
1,865  
1
1,865  
1
1,034  
26  
1,034  
16  
1
(.)  
(10)  
(64)  
(848)  
(296) (1,144)  
2,199  
(176)  
2,023  
1,152  
1,088  
9
1
Miscellaneous  
upon the earnings of DaimlerChrysler AG (parent company  
only) as reported in its statutory financial statements  
determined in accordance with the German commercial code  
(Handelsgesetzbuch). For the year ended December 31, 1998,  
DaimlerChrysler management has proposed a distribution of  
€ 2,356 ( € 2.35 per share) of the 1998 earnings of  
Minority stockholders of Dornier GmbH have the right to  
exchange their interest in Dornier for holdings of equal value  
in Daimler-Benz Luft- und Raumfahrt Holding AG or Ordinary  
Shares of DaimlerChrysler AG and such options are  
exercisable at any time.  
DaimlerChrysler AG as a dividend to the stockholders.  
Under the German corporation law (Aktiengesetz), the amount  
of dividends available for distribution to shareholders is based  
2
1. S T O C K- B A S E D C O M P E N SAT I O N  
The Group currently has variable stock option plans, which  
were originally approved by Daimler-Benz and have been  
converted to options for DaimlerChrysler Ordinary Shares and  
Variable Stock Option Plans  
DaimlerChrysler established the 1998, 1997 and 1996 Stock  
Option Plans, which provide for the granting of options (“Stock  
a Stock Appreciation Rights plan. Prior to the Merger, Chrysler Options”) for the purchase of DaimlerChrysler Ordinary Shares  
had both fixed stock option and performance-based stock  
compensation plans. These plans were terminated as a result  
of the Merger and all outstanding options and awards were  
to certain members of management, based on the share-  
holders’ approvals of 1996 and 1997. The options granted  
under the Plan are evidenced by non-transferable convertible  
vested and converted to DaimlerChrysler Ordinary Shares. The bonds with a principal amount of € 511 per bond due ten years  
Group accounts for all stock-based compensation plans in  
accordance with APB Opinion No. 25 and related  
interpretations.  
after issuance. During certain specified periods each year,  
each convertible bond may be converted into 201  
DaimlerChrysler Ordinary Shares, if the market price per  
share on the day of conversion is at least 15 % higher than the  
predetermined conversion price and the options have been  
held for a 24 month waiting period. The specific terms of these  
plans (adjusted for the Merger) are as follows:  
Stated  
Bonds granted in  
Due  
interest  
rate  
Conversion  
price  
1
996  
997  
998  
July 2006  
July 2007  
July 2008  
5.9 %  
5.3 %  
4.4 %  
€ 42.62  
€ 65.90  
€ 92.30  
1
1
In 1997, a stockholder challenged the approval of the 1997  
Stock Option Plan at the stockholders‘ meeting on May 28,  
gericht) dismissed an appeal. The stockholder has subse-  
quently appealed these decisions. The conversion rights for  
1997. A regional court in Stuttgart (the Landgericht) dismissed the 1997 and 1998 Stock Option Plans are exercisable only  
this case and a higher court in Stuttgart (the Oberlandes-  
upon successful resolution of the stockholder legal action.  
Analysis of the Stock Options issued to management is as  
follows (shares in millions; adjusted for the Merger):  
1998  
1997  
1996  
Number  
Average  
conversion  
price per  
share  
Number  
Average  
conversion  
price per  
share  
Number  
Average  
conversion  
price per  
share  
of Stock  
Options  
of Stock  
Options  
of Stock  
Options  
9
2
Balance at beginning of year  
Bonds sold  
7.5  
8.2  
(.)  
65.60  
92.30  
42.62  
72.22  
79.63  
42.62  
0.2  
7.4  
42.62  
65.90  
42.62  
65.90  
65.60  
42.62  
0.9  
(0.7)  
(.)  
42.62  
42.62  
42.62  
42.62  
42.62  
Converted  
(0.1)  
(.)  
Repayment  
(0.2)  
15.5  
0.1  
Outstanding at year-end  
Exercisable at year-end  
7.5  
0.2  
0.2  
0.1  
At December 31, 1998, no additional convertible bonds may be  
subscribed under these plans.  
Compensation cost recognized in 1998 in connection with the  
variable stock option plans amounted to € 38 (1997: € 0; 1996:  
0).  
Stock Appreciation Rights  
In conjunction with the consummation of the Merger, the  
Group implemented a new Stock Appreciation Rights plan  
consummation of the Merger were immediately exercisable at  
the date of grant. SARs related to stock options that were not  
exercisable at the date of consummation of the Merger will  
become exercisable in two installments; 50 percent on the six-  
month and one-year anniversaries of the consummation date.  
(“SARs”). SARs provide eligible employees of the Group with  
the right to receive cash equal to the appreciation of  
DaimlerChrysler Ordinary Shares subsequent to the date of  
grant. The initial grant of SARs replaced Chrysler fixed stock  
options that were converted to DaimlerChrysler Ordinary  
Shares as of the consummation of the Merger. SARs which  
replaced stock options that were exercisable at the time of the  
A summary of the activity related to the SARs as of and for the  
year ended December 31, 1998 is presented below (shares in  
millions):  
Compensation expense (benefit) is recorded based on changes  
in the market price of DaimlerChrysler Ordinary Shares,  
the number of exercisable SARs and a pro-rata portion of the  
unexercisable SARs. Compensation expense recognized  
subsequent to the Merger for SARs was € 251 ($279).  
1
998  
Number Weighted-avg.  
of SARs  
exercise  
price  
Granted  
22.3  
(0.1)  
22.2  
11.3  
$75.56  
75.56  
Exercised  
Outstanding at end of year  
SARs exercisable at year end  
75.56  
$75.56  
Chrysler Fixed Stock Option Compensation Plans  
A summary of the status of fixed stock option grants under  
Chrysler’s stock-based compensation plans as of December 31,  
1998, 1997 and 1996, and changes during the years ending on  
those dates is presented below (shares in millions):  
1998  
1997  
1996  
Chrysler  
shares  
under  
Weighted-  
Chrysler  
shares  
under  
Weigthed-  
average  
exercise  
price  
Chrysler  
shares  
under  
Weighted-  
average  
exercise  
price  
average  
exercise  
price  
93  
option  
option  
option  
Outstanding at beginning of year  
Granted  
30.7  
9.2  
$27.71  
39.82  
23.38  
30.60  
31.24  
28.5  
$23.68  
33.72  
20.92  
26.70  
29.4  
$19.40  
28.66  
16.11  
14.79  
10.1  
(7.8)  
(0.1)  
9.2  
(7.2)  
(2.9)  
Exercised  
(3.8)  
(0.1)  
(36.0)  
Forfeited  
Converted to DaimlerChrysler shares  
Outstanding at end of year  
Options exercisable at year end  
30.7  
13.4  
27.71  
$23.43  
28.5  
13.3  
23.68  
$20.12  
No compensation expense has been recognized for Chrysler  
fixed stock option grants since the options had exercise prices  
of not less than the market value of Chrysler´s common stock  
at the date of grant.  
Chrysler Performance-Based Stock Compensation Plan  
Compensation expense recognized for Performance Share  
awards (since the awards had no exercise price) was € 65 ($72),  
€ 18 ($20) and € 23 ($30) for 1998, 1997 and 1996,  
respectively. Unearned Chrysler Performance Share awards  
outstanding at the date of the Merger and December 31, 1997  
and 1996 were 1.9 million, 0.9 million and 0.8 million,  
Chrysler’s stock-based compensation plans also provided for  
the awarding of Performance Shares, which rewarded  
attainment of performance objectives. Performance Shares  
were awarded at the commencement of a performance cycle  
(
two to three years) to each eligible executive (officers and a  
limited number of senior executives). At the end of each cycle, respectively. As a result of the Merger, all Performance Shares  
participants may earn no Performance Shares or a number of  
Performance Shares, ranging from a set minimum to a  
maximum of 150 percent of the award for that cycle, as  
determined by a committee of Chrysler´s Board of Directors  
based on the Chrysler’s performance in relation to the  
performance goals established at the beginning of the  
performance cycle.  
were vested and converted to DaimlerChryler Ordinary Shares.  
Miscellaneous  
If compensation expense for stock-based compensation had  
been based upon the fair value at the grant date, consistent  
with the methodology prescribed under SFAS 123, “Accounting  
for Stock Based Compensation,” the Group’s net income and  
basic and diluted earnings per share would have been reduced  
by approximately € 127 and € 25 (basic earnings per share:  
The fair value of the variable stock options was calculated at  
the grant date based on a trinomial tree option pricing model  
which considers the terms of the issuance. The underlying  
assumptions and the resulting fair value per option are as  
follows (at grant date):  
0.13 and € 0.03; diluted earnings per share: € 0.13 and  
0.03) in 1998 and 1997, respectively. The pro forma effect on  
the Group’s consolidated net income and basic and diluted  
earnings per share for 1996 was not material.  
1998  
1997  
Expected dividend yield  
Expected volatility  
2.45 %  
35.2 %  
4.09 %  
2
0.83 %  
26.2 %  
3.65 %  
2
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
€ 19.38  
€ 11.76  
The fair value of each Chrysler fixed stock option grant is  
estimated on the date of grant using the Black-Scholes option-  
pricing model with the following weighted-average  
assumptions used for grants and resulting fair values in 1998,  
1
997 and 1996:  
9
4
1998  
1997  
1996  
Expected dividend yield  
Expected volatility  
4.0 %  
29 %  
5.7 %  
5
4.7 %  
26 %  
6.2 %  
5
4.8 %  
31 %  
6.7 %  
5
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
$9.20  
$6.79  
$6.87  
Since Chrysler’s fixed stock option grants did not vest, except  
upon retirement or a change in corporate control,  
compensation expense was recognized over the expected life  
of the option (i.e., five years).  
Chrysler common stock on the date of grant. Performance  
Share awards were recognized over performance cycles of two  
to three years. However, because all outstanding fixed stock  
option and Performance Share grants were vested as of the  
date of the Merger, for purposes of SFAS 123, all remaining  
The fair value of each Performance Share award was estimated compensation expense was recognized in 1998.  
at the date of grant based on the market value of a share of  
2
2 . A C C R U E D L I A B I L I T I E S  
Accrued liabilities are comprised of the following:  
At December 31,  
Due after  
1
998  
1997  
Due after  
one year  
Total  
one year  
Total  
Pension plans and similar obligations (see Note 22a)  
Income and other taxes  
16,618  
1,122  
15,714  
246  
17,821  
1,006  
16,963  
302  
Other accrued liabilities (see Note 22b)  
16,889  
4,629  
6,464  
22,424  
16,960  
35,787  
7,076  
24,341  
3
At December 31,  
a) Pension plans and similar obligations  
Pension liabilities (Pension plans)  
9,148  
8,739  
Pension plans and similar obligations are comprised of the  
following components:  
Accrued postretirement health  
and life insurance benefits  
7,020  
450  
8,818  
Other pension liabilities  
264  
16,618  
17,821  
In 1998 the accrued postretirement benefits mainly decreased  
due to contributions to a Voluntary Employees’ Beneficiary  
Association (“VEBA”) trust in 1998, 1997 and 1996 totalling  
Ordinary Shares with a market value of € 1,197 in a U.S. plan,  
which were contributed in connection with the Merger (see  
Note 20).  
1,498 which are now designated for the payment of  
postretirement health care benefits and therefore appropriated  
to plan assets.  
Assets and income accruing on all pension trust and relief  
funds are used solely to pay pension benefits and administer  
the plans.  
Pension Plans  
The Group provides pension benefits to substantially all of its  
hourly and salaried employees. Plan benefits are principally  
based upon years of service. Certain pension plans are based  
on salary earned in the last year or last five years of  
employment while others are fixed plans depending on  
ranking (both wage level and position).  
The following information with respect to the Group’s pension  
plans is presented by U.S. Plans and Non-U.S. Plans which are  
principally comprised of plans in Germany. The schedules are in  
accordance with SFAS 132 which does not change the method of  
accounting for such plans.  
In 1998 DaimlerChrysler used the rates of the new Heubeck  
mortality tables for the valuation of the German pension liabilities.  
9
5
At December 31, 1998, plan assets were invested in diversified  
portfolios that consisted primarily of real estate, debt and equity The mortality assumptions reflect longer living expectations as  
securities, including 14.4 million shares of DaimlerChrysler  
well as lower levels of disability, which resulted in a significant  
increase in actuarial losses for Non-U.S. Plans in 1998.  
At December 31,  
At December 31,  
1998  
1997  
U.S. Plans  
Non-U.S.  
Plans  
U.S. Plans  
Non-U.S.  
Plans  
Change in Projected benefit obligations:  
Projected benefit obligations at beginning  
of year  
14,235  
(1,001)  
13,048  
(211)  
11,430  
1,757  
11,881  
Foreign currency exchange rate changes  
Service cost  
178  
277  
817  
378  
931  
309  
834  
261  
899  
35  
Interest cost  
Plan amendments  
43  
39  
3
Actuarial losses  
658  
849  
683  
450  
Effect of curtailments/settlements  
Acquisitions and other  
Benefits paid  
1
(143)  
(898)  
14,203  
132  
2
(20)  
(538)  
13,048  
(595)  
14,406  
(832)  
14,235  
Projected benefit obligations at end of year  
Change in plan assets:  
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual return on plan assets  
Employer contributions  
16,231  
(1,220)  
2,254  
1,300  
4,521  
(190)  
526  
5
12,608  
1,957  
2,445  
33  
3,947  
192  
591  
60  
Plan participant contributions  
Acquisitions and other  
20  
15  
1
(115)  
122  
9
(60)  
(210)  
4,521  
Benefits paid  
(897)  
17,553  
(235)  
4,769  
(836)  
16,231  
Fair value of plan assets at end of year  
A reconciliation of the funded status to the amounts recognized  
in the consolidated balance sheets is as follows:  
At December 31,  
At December 31,  
1998  
1997  
U.S. Plans  
Non-U.S.  
Plans  
U.S. Plans  
Non-U.S.  
Plans  
Funded status *)  
(3,349)  
344  
9,637  
(1,012)  
(102)  
(1,996)  
130  
8,527  
(443)  
(130)  
Unrecognized actuarial net gains (losses)  
Unrecognized prior service cost  
(1,436)  
(1,700)  
Unrecognized net obligation (net assets)  
at date of initial application  
(353)  
(4)  
(506)  
(6)  
Net amount recognized  
(4,794)  
8,519  
(4,072)  
7,948  
Amounts recognized in the consolidated  
balance sheets consist of:  
Prepaid pension cost  
Accrued pension liability  
Intangible assets  
(4,816)  
136  
(493)  
9,012  
(4,074)  
170  
(621)  
8,569  
(94)  
(135)  
(33)  
Accumulated other comprehensive income  
Net amount recognized  
(20)  
9
6
(4,794)  
8,519  
(4,072)  
7,948  
*) Difference between the projected benefit obligations and the fair value of  
plan assets.  
Assumed discount rates and rates of increase in remuneration retirement plans are situated. The weighted-average  
used in calculating the projected benefit obligations together assumptions used in calculating the actuarial values for the  
with long-term rates of return on plan assets vary according to principal pension plans were as follows:  
the economic conditions of the country in which the  
1998  
1997  
1996  
U.S.  
Non-U.S.  
Plans  
%
U.S.  
Plans  
%
Non-U.S.  
Plans  
%
U.S.  
Non-U.S.  
Plans  
%
Plans  
%
Plans  
%
Weighted-average assumptions as of  
December 31:  
Discount rate  
6.5  
9.7  
5.9  
6.0  
8.1  
3.3  
6.8  
9.7  
6.0  
6.5  
8.1  
3.7  
7.3  
9.7  
6.0  
6.8  
8.1  
3.8  
Expected return on plan assets  
Rate of compensation increase  
The components of net periodic pension cost were as follows:  
1998  
1997  
1996  
U.S.  
Non-U.S.  
Plans  
U.S.  
Non-U.S.  
Plans  
U.S.  
Non-U.S.  
Plans  
Plans  
Plans  
Plans  
Service cost  
378  
309  
261  
277  
246  
289  
Interest cost  
931  
834  
899  
817  
721  
802  
Expected return on plan assets  
Amortization of  
(1,391)  
(326)  
(1,265)  
(305)  
(1,001)  
(274)  
Unrecognized net actuarial losses  
Unrecognized prior service cost  
Unrecognized net obligation  
Other  
41  
165  
124  
2
37  
22  
2
20  
176  
123  
18  
33  
18  
2
57  
120  
105  
116  
23  
18  
2
(2)  
876  
3
4
Net periodic pension cost  
250  
232  
845  
364  
864  
The projected benefit obligations and fair value of plan assets  
for pension plans with accumulated benefit obligations in  
excess of plan assets were € 13,391 and € 3,497, respectively,  
as of December 31, 1998 and € 12,048 and € 3,283  
respectively, as of December 31, 1997.  
Other Postretirement benefits  
Certain DaimlerChrysler operations in North America provide  
postretirement health and life insurance benefits to their em-  
ployees. Upon retirement from DaimlerChrysler the employees  
may become eligible for continuation of these benefits. The  
benefits and eligibility rules may be modified periodically. At  
December 31, 1998 plan assets were invested in diversified  
portfolios that consisted primarily of debt and equity securities.  
9
7
The following information with respect to the Group’s  
postretirement benefit plans is presented by U.S. Plans and  
Non-U.S. Plans; the latter concerning Canadian companies. The  
schedules are in accordance with SFAS 132 which does not  
change the method of accounting for such plans.  
At December 31,  
At December 31,  
1998  
1997  
U.S. Plans  
Non-U.S.  
Plans  
U.S. Plans  
Non-U.S.  
Plans  
Change in accumulated postretirement  
benefit obligations:  
Accumulated postretirement benefit  
obligations at beginning of year  
8,950  
717  
7,508  
528  
Foreign currency exchange rate changes  
Service cost  
(713)  
173  
598  
(50)  
16  
1,157  
153  
548  
81  
11  
Interest cost  
48  
44  
Plan participant contributions  
Plan amendments  
279  
348  
1
(302)  
291  
1
2
Actuarial losses  
25  
(52)  
(23)  
99  
(27)  
(21)  
Acquisitions and other  
Benefits paid  
(431)  
(406)  
Accumulated postretirement benefit  
obligations at end of year  
9,204  
682  
8,950  
717  
Change in plan assets:  
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual return on plan assets  
Employer contributions  
91  
(24)  
13  
66  
11  
12  
5
1,498  
(4)  
Benefits paid  
(3)  
91  
Fair value of plan assets at end of year  
1,574  
A reconciliation of the funded status to the amounts  
recognized in the consolidated balance sheets is as follows:  
At December 31,  
1997  
Non-U.S. U.S. Plans  
1
998  
U.S. Plans  
Non-U.S.  
Plans  
Plans  
Funded status*)  
7,629  
(800)  
(269)  
6,560  
682  
(214)  
(8)  
8,859  
717  
(232)  
(7)  
Unrecognized actuarial net losses  
Unrecognized prior service cost  
Net amount recognized  
(494)  
(25)  
460  
8,340  
478  
*) Difference between the accumulated postretirement obligations and the  
fair value of plan assets.  
The amount recognized in the consolidated balance sheets  
consist only of accrued postretirement health and life  
insurance benefits.  
obligations together with long-term rates of return on plan  
assets vary according to the economic conditions of the  
country in which the retirement plans are situated. The  
weighted-average assumptions used in calculating the  
Assumed discount rates and rates of increase in remuneration actuarial values for the postretirement benefit plans were as  
used in calculating the accumulated postretirement benefit follows:  
9
8
1998  
1997  
1996  
U.S. Plans  
%
Non-U.S.  
Plans  
%
U.S. Plans  
%
Non-U.S.  
Plans  
%
U.S.  
Plans  
%
Non-U.S.  
Plans  
%
Weighted-average assumptions as  
of December 31:  
Discount rate  
6.5  
6.3  
6.8  
8.5  
6.5  
7.3  
6.5  
Expected return on plan assets  
Health care inflation rate in following  
10.0  
8.5  
(
or “base”) year  
6.0  
5.0  
5.1  
4.7  
6.5  
5.0  
5.9  
4.8  
6.0  
5.1  
6.0  
5.1  
Ultimate health care inflation rate (2002)  
The components of net periodic postretirement benefit cost  
were as follows:  
1998  
1997  
1996  
U.S. Plans  
Non-U.S.  
Plans  
U.S. Plans  
Non-U.S.  
Plans  
U.S.  
Non-U.S.  
Plans  
Plans  
Service cost  
173  
16  
153  
11  
147  
8
Interest cost  
598  
(6)  
48  
548  
(5)  
44  
489  
38  
Expected return on plan assets  
Amortization of:  
Unrecognized net actuarial losses (gains)  
Unrecognized prior service cost  
Unrecognized net asset  
Other  
3
24  
11  
(1)  
(1)  
1
3
(6)  
15  
3
(1)  
2
(24)  
5
(1)  
Net periodic postretirement benefit cost  
792  
74  
697  
58  
626  
48  
The following schedule presents the effects of a one-  
percentage-point change in assumed health care cost trend  
rates:  
9
9
1-Percentage- 1-Percentage-  
Point Increase Point Decrease  
Effect on total of service and interest  
cost components  
111  
(91)  
Effect on accumulated postretirement  
benefit obligations  
1,067  
(876)  
Prepaid Employee Benefits  
In December 1998, DaimlerChrysler prepaid certain 1999  
nonpension employee benefits by contributing € 292 to a  
Voluntary Employees’ Beneficiary Association (“VEBA”) trust  
for payment of postretirement health care benefits. Also in  
1
998, € 1,206 of the amounts contributed to the VEBA in 1997  
and 1996 were designated and restricted for the payment of  
postretirement health care benefits. Therefore in 1998 the total  
of € 1,498 were assigned to the plan assets of the postretire-  
ment health care and life insurance benefit plans. In December  
1
997, Chrysler prepaid certain 1998 nonpension employee  
benefits by contributing € 975 to a VEBA trust and other  
employee benefit plans. In December 1996, DaimlerChrysler  
prepaid certain 1997 nonpension employee benefits by  
contributing € 846 to a VEBA trust and other employee benefit  
plans.  
b) Other accrued liabilities  
Other accrued liabilities consisted of the following:  
At December 31,  
1998  
1997  
Accrued warranty costs and price risks  
Accrued losses on uncompleted contracts  
Restructuring  
6,386  
762  
6,363  
646  
635  
728  
Accrued personnel and social costs  
Other  
2,263  
6,843  
2,035  
7 ,1 88  
16,960  
16,889  
Accruals for restructuring comprise certain employee  
termination benefits and costs which are directly associated  
with plans to exit specified activities. The changes in these  
provisions are summarized as follows:  
Termination  
benefits  
Exit  
Total  
costs  
liabilities  
100  
Balance at January 1, 1996  
Utilizations and transfers  
Reductions  
832  
(284)  
(194)  
216  
226  
(26)  
(17)  
180  
363  
(187)  
(37)  
34  
1,058  
(310)  
(211)  
396  
Additions  
Balance at December 31, 1996  
Utilizations and transfers  
Reductions  
570  
933  
(269)  
(45)  
(456)  
(82)  
333  
Additions  
299  
Balance at December 31, 1997  
Utilizations and transfers  
Reductions  
555  
173  
(110)  
(19)  
31  
728  
(242)  
(12)  
(352)  
(31)  
Additions  
259  
290  
Balance at December 31, 1998  
560  
75  
635  
In connection with the Group’s restructuring, provisions were  
recorded for termination benefits of € 259 (1997: € 299; 1996:  
During 1996, the aerospace industry experienced a significant  
increase in demand. As a consequence, higher production  
requirements resulted, especially for DaimlerChrysler  
Aerospace Airbus GmbH, in a reduction of approximately € 153  
in certain restructuring provision made in 1995.  
216), in 1998 principally within the Automotive Business of  
the former Daimler-Benz Group and DaimlerChrysler  
Aerospace, in 1997 principally within the Automotive Business  
of the former Daimler-Benz Group and 1996 principally within  
the Automotive Business of the former Daimler-Benz Group,  
AEG-DBI and DaimlerChrysler Aerospace. In connection with  
these restructuring efforts, the Group effected workforce  
reductions of approximately 7,100 employees (1997: 6,600;  
Exit costs in 1998 and 1997 primarily result from the  
restructuring of directly managed businesses. In 1996 they  
relate exclusively to the restructuring of businesses of the  
former AEG-DBI.  
1996: 11,800) and paid termination benefits of € 413 (1997:  
503; 1996: € 381), of which € 242 (1997: € 269; 1996: € 284)  
were charged against previously established liabilities. At  
December 31, 1998 the Group had liabilities for estimated  
future terminations for approximately 9,500 employees.  
2
3 . F I N A N C I A L L I A B I L I T I E S  
At December 31,  
Weighted  
average  
interest rate (%)  
Maturities  
1998  
1997  
Notes/Bonds  
5.8  
5.4  
5.2  
3,207  
11,015  
4,999  
158  
3,030  
8,991  
4,420  
29  
Commercial paper  
Liabilities to financial institutions  
Liabilities to affiliated companies  
Loans, other financial liabilities  
319  
406  
Liabilities from capital lease and residual  
value guarantees  
777  
465  
Short-term financial liabilities  
(due within one year)  
20,475  
17,341  
Notes/Bonds  
of which due in more than five years:  
6.1  
5.8  
2000–  
2097  
14,576  
4,311  
171  
12,671  
3,485  
283  
2,605 (1997: € 3,472)  
Liabilities to financial institutions  
of which due in more than five years:  
2000–  
2019  
1
01  
2,185 (1997: € 1,492)  
Liabilities to affiliated companies  
of which due in more than five years:  
28 (1997: € 87)  
Loans, other financial liabilities  
64  
55  
of which due in more than five years:  
36 (1997: € 35)  
Liabilities from capital lease and residual value  
guarantees of which due in more than five  
years: € 228 (1997: € 307)  
833  
540  
Long-term financial liabilities  
19,955  
17,034  
34,375  
40,430  
Commercial paper is denominated in € and U.S. dollars and  
includes accrued interest. Bonds and liabilities to financial  
institutions are largely secured by mortgage conveyance, liens  
and assignment of receivables of approximately € 1,526 (1997:  
Aggregate amounts of financial liabilities maturing during the  
next five years and thereafter are as follows:  
1,190).  
1999  
2000  
2001  
2002  
2003  
there-  
after  
Financial liabilities  
20,475  
5,749  
4,226  
3,358  
1,541  
5,081  
At December 31, 1998, the Group had unused short-term credit  
lines of € 7,984 (1997: € 11,027) and unused long-term credit  
lines of € 10,903 (1997: € 11,047).  
2
4 . T R A D E L I A B I L I T I E S  
At December 31, 1998  
Due after  
At December 31, 1997  
Due after  
Due after  
five years  
Due after  
five years  
Total  
one year  
Total  
one year  
Trade liabilities  
12,848  
54  
1
12,026  
32  
2
2
5 . O T H E R L I A B I L I T I E S  
At December 31, 1998  
At December 31, 1997  
Due after  
Due after  
Due after  
five years  
Due after  
five years  
Total  
one year  
Total  
one year  
Liabilities to affiliated companies  
Liabilities to related companies  
Other liabilities  
349  
665  
20  
11  
2
553  
956  
19  
12  
16  
28  
8,235  
587  
607  
6,403  
7,912  
815  
834  
9
,249  
13  
102  
Liabilities to related companies are primarily obligations of  
DaimlerChrysler Aerospace Airbus GmbH to Airbus Industrie  
G.I.E., Toulouse.  
Other liabilities include payroll obligations of the month of  
December and related tax liabilities. As of December 31, 1998,  
tax liabilities include employee withholding taxes of € 1,025  
(
(
1997: € 711) and social benefits due of € 759  
1997: € 659).  
2
6 . D E F E R R E D I N C O M E  
As of December 31, 1998, € 986 of the total deferred income  
mature after more than one year (1997: € 1,321).  
O T H E R N O T E S  
2
7. L I T I G AT I O N A N D C L A I M S  
Various claims and legal proceedings have been asserted or  
be reasonably estimated. The term “reasonably possible” is  
instituted against the Group, including some purporting to be used herein to mean that the chance of a future transaction or  
class actions, and some which demand large monetary  
damages or other relief which could result in significant  
expenditures. Litigation is subject to many uncertainties, and  
the outcome of individual matters is not predictable with  
event occurring is more than remote but less than likely.  
Although the final resolution of any such matters could have a  
material effect on the Group’s consolidated operating results for  
the particular reporting period in which an adjustment of the  
assurance. It is reasonably possible that the final resolution of estimated reserve is recorded, the Group believes that any  
some of these matters may require the Group to make  
expenditures, in excess of established reserves, over an  
extended period of time and in a range of amounts that cannot  
resulting adjustment should not materially affect its  
consolidated financial position.  
2
8 . C O M M I T M E N T S A N D C O N T I N G E N C I E S  
At December 31,  
1998  
Commitments and contingencies are presented at their  
contractual values and include the following:  
1997  
Guarantees  
2,449  
103  
2,107  
100  
Notes payable  
Contractual guarantees  
Pledges of indebtedness of others  
500  
829  
307  
186  
3,359  
3,222  
Contingent liabilities principally represent guarantees of  
indebtedness of non-consolidated affiliated companies and  
third parties and commitments by Group companies as to  
contractual performance by joint venture companies.  
DaimlerChrysler Aerospace is also obligated to make certain  
guaranteed dividend payments to minority shareholders.  
actions may require DaimlerChrysler to make expenditures, in  
excess of established reserves, over an extended period of time  
and in a range of amounts that cannot be reasonably estimated.  
Although the ultimate cost of these service and recall actions  
could have a material effect on DaimlerChrysler’s consolidated  
operating results for the particular reporting period in which  
an adjustment of the estimated reserve is recorded,  
DaimlerChrysler is subject to potential liability under  
government regulations and various claims and legal actions  
which are pending or may be asserted against  
DaimlerChrysler believes that any such adjustment should not  
materially affect its consolidated financial position.  
1
03  
DaimlerChrysler concerning environmental matters. Estimates In connection with the development of aircraft,  
of future costs of such environmental matters are inevitably  
imprecise due to numerous uncertainties, including the  
enactment of new laws and regulations, the development and  
DaimlerChrysler Aerospace Airbus GmbH (“DA”) is committed  
to Airbus Industrie to incur future development costs. At  
December 31, 1998, the remaining commitment not recorded in  
application of new technologies, the identification of new sites the financial statements aggregated € 316.  
for which DaimlerChrysler may have remediation  
responsibility and the apportionment and collectibility of  
remediation costs among responsible parties.  
Airbus Industries G.I.E. (“Airbus consortium”) has given a  
performance guarantee to Agence Executive, the French  
government agency overseeing Airbus; such performance  
guarantee has been assumed by DA to the extent of its 37.9%  
DaimlerChrysler establishes reserves for these environmental  
matters when a loss is probable and reasonably estimable. It is participation in the Airbus consortium.  
reasonably possible that the final resolution of some of these  
matters may require DaimlerChrysler to make expenditures, in At December 31, 1998, in connection with DA’s participation in  
excess of established reserves, over an extended period of time the Airbus consortium, DA was contingently liable related to  
and in a range of amounts that cannot be reasonably  
estimated. Although the final resolution of any such matters  
the Airbus consortium’s irrevocable financing commitments in  
respect of aircraft on order, including options, for delivery in  
could have a material effect on DaimlerChrysler’s consolidated the future. In addition, DA was also contingently liable related  
operating results for the particular reporting period in which  
an adjustment of the estimated reserve is recorded,  
to credit guarantees and participations in financing receivables  
of the Airbus consortium under customer finance programs.  
DaimlerChrysler believes that any resulting adjustment should When entering into such customer financing commitments, the  
not materially affect its consolidated financial position.  
Airbus consortium has generally established a secured position  
in the aircraft being financed. The Airbus consortium and DA  
believe that the estimated fair value of the aircraft securing  
such commitments would substantially offset any potential  
losses from the commitments. Based on experience, the  
probability of material losses from such customer financing  
commitments is considered remote.  
DaimlerChrysler periodically initiates voluntary service  
actions and recall actions to address various customer  
satisfaction, safety and emissions issues related to vehicles it  
sells. DaimlerChrysler establishes reserves for product  
warranty, including the estimated cost of these service and  
recall actions, when the related sale is recognized. The  
estimated future costs of these actions is based primarily on  
DA’s obligations under the foregoing financing commitments of  
prior experience. Estimates of the future costs of these actions the Airbus consortium are joint and several with its other  
are inevitably imprecise due to numerous uncertainties,  
including the enactment of new laws and regulations, the  
number of vehicles affected by a service or recall action, and  
the nature of the corrective action which may result in  
adjustments to the established reserves. It is reasonably  
possible that the ultimate cost of these service and recall  
partners in the consortium. In the event that Airbus, despite  
the underlying collateral, should be unable to honor its  
obligations, each consortium partner would be jointly and  
severally liable to third parties without limitation. Between the  
consortium partners, the liability is limited to each partner’s  
proportionate share in Airbus.  
In 1989, the Group acquired Messerschmitt-Bölkow-Blohm  
GmbH (“MBB”), which included DaimlerChrysler Aerospace  
Airbus GmbH (then known as Deutsche Airbus GmbH) which  
was and continues to be the German participant in Airbus  
Industrie. In connection with this acquisition, the Government  
of the Federal Republic of Germany undertook responsibility  
for certain financial obligations of MBB and DaimlerChrysler  
Aerospace Airbus GmbH and agreed to provide certain  
expensed in 1998 and 1997, respectively. The remainder of the  
settlement payments were capitalized and are being amortized  
over those aircraft to be delivered in the future to which the  
settlements related.  
In connection with certain production programs the Group has  
committed to certain levels of outsourced manufactured parts  
and components over extended periods at market prices. The  
ongoing limited financial assistance for development programs Group may be required to compensate suppliers in the event  
and other items. Such undertakings, advances and assistance  
were to be repaid by DaimlerChrysler Aerospace Airbus GmbH  
on a contingent basis equal to 40% of the prior year’s pretax  
profit, as defined in the agreement with the Government,  
beginning in 2001, and royalty payments based on sales of  
aircraft.  
the committed volumes are not purchased.  
In the normal course of business, the Group sells to third  
parties certain of its receivables from financial services.  
During the year ended December 31, 1998 the Group sold  
financial receivables for proceeds of € 40,863 (1997: € 44,336).  
In connection with such sales, the Group remained liable under  
recourse provisions for € 182 (1997: € 161).  
During 1998 and 1997, DaimlerChrysler Aerospace Airbus  
GmbH settled these contingent obligations with the Federal  
Republic of Germany for payments of € 895 and € 716,  
respectively. The 1998 settlement, which resulted in the  
complete discharge of all remaining obligations to the German  
Federal Government, related to the Airbus A300/310 and  
A330/340 series aircraft as well as to financial assistance not  
related to development, while the 1997 settlement related  
primarily to the A320 aircraft and derivatives. Of the  
foregoing settlement payments, € 229 and € 369 were  
The Group is jointly and severally liable for certain non-  
incorporated companies, partnerships, and project groups.  
Total rentals under operating leases, charged as an expense in  
the statement of income, amounted to € 984 (1997: € 910;  
1996: € 826). Future minimum lease payments under rental  
and lease agreements which have initial or remaining terms in  
excess of one year at December 31, 1998 are as follows:  
104  
Operating  
leases  
1
999  
543  
371  
283  
218  
168  
870  
2000  
2001  
2002  
2003  
thereafter  
2
9 . I N F O R M AT I O N A B O U T F I N A N C I A L I N S T R U M E N T S  
a) Use of financial instruments  
Based on regulations issued by regulatory authorities for  
financial institutions, the Group has established guidelines for  
risk assessment procedures and controls for the use of  
financial instruments, including a clear segregation of duties  
with regard to operating financial activities and settlement,  
accounting and controlling.  
In the course of day-to-day financial management,  
DaimlerChrysler purchases financial instruments, such as  
financial investments, variable- and fixed-interest bearing  
securities and stock, forward exchange contracts and currency  
options. The Group also sells financial instruments such as  
eurobonds, commercial paper and euro-medium-term-notes.  
As a consequence, the Group may be exposed to risks from  
changes in interest and currency exchange rates as well as  
share prices. DaimlerChrysler uses derivative financial  
instruments to reduce such risks. Without the use of these  
instruments the Group’s market risks would be higher.  
Market risk in portfolio management is quantified according to  
the “value-at-risk” method which is commonly used among  
banks. Using historical variability of market values, potential  
changes in value resulting from changes of market prices are cal-  
culated on the basis of statistical methods. The maximum  
acceptable market risk is established by senior management in  
the form of risk capital, approved for a period not exceeding one  
year. Adherence to risk capital limitations is regularly monitored.  
1
05  
b) Notional amounts and credit risk  
The notional amounts of off-balance sheet financial  
instruments are as follows:  
The contract or notional amounts shown below do not always  
represent amounts exchanged by the parties and, thus, are not  
necessarily a measure for the exposure of DaimlerChrysler  
through its use of derivatives.  
At December 31,  
Balance Sheet information  
1998  
1997  
Currency contracts  
28,204  
26,162  
22,912  
30,093  
Interest rate contracts  
Currency contracts include foreign exchange forward and  
option contracts which are mainly utilized to hedge existing  
receivables and liabilities, firm commitments and anticipated  
transactions denominated in foreign currencies (principally  
U.S. dollars, Japanese Yen and major European currencies).  
fluctuating interest rates as well as to reduce funding costs, to  
diversify sources of funding, or to alter interest rate exposures  
arising from mismatches between assets and liabilities.  
The Group may be exposed to credit-related losses in the event  
The objective of the Group’s hedging transactions is to reduce of non-performance by counterparties to financial instruments.  
the market risk of its foreign denominated future cash flows to Counterparties to the Group’s financial instruments represent,  
exchange rate fluctuations. The Group has entered into  
currency contracts for periods of one to five years.  
in general, international financial institutions. DaimlerChrysler  
does not have a significant exposure to any individual  
counterparty, based on the rating of the counterparties  
performed by established rating agencies. The Group believes  
the overall credit risk related to utilized derivatives is  
The Group enters into interest and interest rate cross-currency  
swaps, interest rate forward and futures contracts and interest  
rate options in order to safeguard financial investments against insignificant.  
c) Fair value of financial instruments  
The fair value of a financial instrument is the price at which  
one party would assume the rights and/or duties of another  
party. Fair values of financial instruments have been  
determining factors, the fair values presented herein may not be  
indicative of the amounts that the Group could realize in a  
current market exchange.  
determined with reference to available market information at  
the balance sheet date and the valuation methodologies  
discussed below. Considering the variability of their value-  
The carrying amounts and fair values of the Group’s financial  
instruments are as follows:  
At December 31, 1998  
At December 31, 1997  
Carrying  
amount  
Fair  
Carrying  
amount  
Fair  
value  
value  
Balance Sheet Financial Instruments:  
Assets:  
Financial assets  
912  
26,468  
12,160  
6,590  
261  
912  
26,460  
12,160  
6,590  
261  
1,485  
21,717  
10 ,1 80  
6,809  
336  
1,485  
21,818  
10,180  
6,809  
336  
Receivables from financial services  
Securities  
Cash and cash equivalents  
Other  
Liabilities:  
106  
Financial liabilities  
Off-Balance Sheet Financial Instruments:  
Assets:  
40,430  
40,459  
34,375  
35,236  
Currency contracts  
Interest rate contracts  
Liabilities:  
338  
97  
744  
309  
173  
60  
367  
116  
Currency contracts  
Interest rate contracts  
268  
19  
349  
303  
535  
48  
972  
222  
In determining the fair values of derivative financial  
Receivables from Financial Services – The carrying amount of  
variable rate finance receivables was estimated to approximate  
fair value since they are priced at current market rates. The fair  
value of fixed rate finance receivables was estimated by  
discounting expected cash flows using the current rates at  
which comparable loans of similar maturity would be obtained  
made as of December 31, 1998 and 1997.  
instruments, certain compensating effects from underlying  
transactions (e.g. firm commitments and anticipated  
transactions) are not taken into consideration. At December  
31, 1998 and 1997, the Group had deferred net unrealized  
gains (losses) on forward currency exchange contracts and  
options of € 325 and € (243), respectively, purchased against  
firm foreign currency denominated sales commitments  
extending for varying periods between three and twenty-four  
months.  
The fair values of residual cash flows and other subordinated  
amounts arising from receivable sale transactions were  
estimated by discounting expected cash flows at current  
market rates.  
The carrying amounts of cash, other receivables and accounts  
payable approximate fair values due to the short-term  
maturities of these instruments.  
Financial Liabilities – Fair value of publicly traded debt was  
estimated using quoted market prices. The fair value of other  
long-term notes and bonds was estimated by discounting future  
cash flows using rates currently available for debt of similar  
terms and remaining maturities. The carrying amounts of  
commercial paper and borrowings under revolving credit  
facilities were assumed to approximate fair value due to their  
short maturities.  
The methods and assumptions used to determine the fair  
values of other financial instruments are summarized below:  
Financial Assets and Securities – Fair value of securities in the  
portfolio was estimated using quoted market prices. The Group  
has certain equity investments in related and affiliated  
companies not presented in the table, as certain of these  
investments are not publicly traded and determination of fair  
values is impracticable.  
Interest Rate Contracts – The fair values of existing instruments  
to hedge interest rate risks (e.g. interest rate swap agreements)  
were estimated by discounting expected cash flows using  
market interest rates over the remaining term of the  
instrument. Interest rate options are valued on the basis of  
quoted market prices or on estimates based on option pricing  
models.  
Currency Contracts  The fair value of forward foreign exchange  
contracts is based on average spot exchange rates that consider  
forward premiums or discounts. Currency options are valued on  
the basis of quoted market prices or on estimates based on  
option pricing models.  
d) Accounting for and reporting earnings of financial  
instruments  
Interest differentials paid or received under interest rate swaps  
purchased to hedge interest risks on debt are recorded as  
adjustments to the effective yields of the underlying debt  
(“accrual method”).  
The earnings of the Group’s on-balance sheet financial  
instruments, with the exception of receivables from financial  
services, are recognized in financial income, net. Income on  
receivables from financial services are recognized as  
revenues. The carrying amounts of the on-balance sheet  
In the event of an early termination of an interest rate related  
derivative designated as a hedge, the gain or loss is deferred  
and recorded as an adjustment to interest income, net over the  
1
07  
financial instruments are included in the consolidated balance remaining term of the underlying transaction.  
sheets under their related captions. The carrying amounts of  
off-balance sheet financial instruments are included under  
other assets and accrued liabilities.  
All other financial instruments, including derivatives,  
purchased to offset the Group’s net exposure to price, interest  
or currency risks, but which are not designated as hedges of  
specific assets, liabilities or firm commitments are marked to  
market and any resulting unrealized gains and losses are  
recognized currently in financial income, net.  
Financial instruments, including derivatives, purchased to  
offset the Group’s exposure to identifiable and committed  
transactions with price, interest or currency risks are  
accounted for together with the underlying business  
transactions (“hedge accounting”). Gains and losses on  
forward contracts and options hedging firm foreign currency  
commitments are deferred off-balance sheet and are  
recognized as a component of the related transactions, when  
recorded (the “deferral method”). However, a loss is not  
deferred if deferral would lead to the recognition of a loss in  
future periods.  
Derivatives purchased by the Group under macro-hedging  
techniques, as well as those purchased to offset the Group’s  
exposure to anticipated cash flows, do not generally meet the  
requirements for applying hedge accounting and are,  
accordingly marked to market at each reporting period with  
unrealized gains and losses recognized in financial income,  
net. At such time that the Group meets the requirements for  
hedge accounting and designates the derivative financial  
instrument as a hedge of a committed transaction, subsequent  
unrealized gains and losses would be deferred and recognized  
along with the effects of the underlying transaction.  
In the event of an early termination of a currency exchange  
agreement designated as a hedge, the gain or loss continues  
to be deferred and is included in the settlement of the  
underlying transaction.  
3
0 . S E G M E N T R E P O R T I N G  
Effective January 1, 1998, the Group adopted SFAS 131,  
Disclosures about Segments of an Enterprise and Related  
insurance brokerage, trading, telecommunications and media,  
as well as real estate management.  
Information.” Segment data for 1997 and 1996 has been  
restated.  
Aerospace. This division comprises the development,  
manufacture and sale of commercial and military aircraft and  
helicopters, of satellites and related space transportation  
systems, defense-related products, including radar and radio  
systems and propulsion systems.  
Information with respect to the Group’s industry segments  
follows:  
Passenger Cars Mercedes-Benz, Smart. This segment includes  
activities related mainly to the development, manufacture and  
sale of passenger cars and off-road vehicles under the brand  
names Mercedes-Benz and Smart as well as related parts and  
accessories.  
Other. Represents principally the Directly Managed  
Businesses including rail systems (50% interest in Adtranz),  
automotive electronics (up to December 31, 1997,  
microelectronics), recognition and sorting systems (up to  
December 31, 1996) and diesel engines. Other also contains  
corporate research, real estate activities and holding and  
financing companies.  
Passenger Cars and Trucks Chrysler, Plymouth, Jeep, Dodge.  
This segment includes the research, design, manufacture,  
assembly and sale of cars and trucks under the brand names  
Chrysler, Plymouth, Jeep and Dodge and related automotive  
parts and accessories.  
The Group’s management reporting and controlling systems  
are substantially the same as those described in the summary  
of significant accounting policies (U.S. GAAP). The Group  
measures the performance of its operating segments through  
“Operating Profit.” Segment Operating Profit is defined as  
income before financial income and income taxes included in  
the consolidated statement of income, modified to exclude  
Commercial Vehicles Mercedes-Benz, Freightliner, Sterling,  
Setra. This segment is involved in the development,  
manufacture and sale of vans, trucks, buses and Unimogs as  
well as related parts and accessories. The products are sold  
108  
mainly under the brand names Mercedes-Benz and Freightliner. certain pension and postretirement benefit costs and merger  
costs and to include certain financial income, net.  
Chrysler Financial Services. This segment is comprised  
primarily of Chrysler Financial Company, L.L.C., which is  
engaged principally in retail and lease financing for vehicles,  
dealer inventory and other financing needs, dealer property  
and casualty insurance, and dealership facility development  
and management, primarily related to the Chrysler, Plymouth,  
Jeep and Dodge brands.  
Sales and revenues related to transactions between segments  
are generally recorded at values that approximate third-party  
selling prices.  
Revenues are allocated to countries based on the location of  
the customer; long-term assets, according to the location of the  
respective units.  
Services. The activities in this segment extend to the  
marketing of services related to information technology,  
financial services (other than Chrysler Financial Services),  
Capital expenditures represent the purchase of property, plant  
and equipment.  
Passenger Commercial  
Cars Vehicles  
Trucks Mercedes-  
Chrysler, Benz,  
Passenger  
Cars  
Mercedes- Plymouth, Freightliner,  
Chrysler  
Financial  
Services  
Benz,  
smart  
Jeep,  
Sterling,  
Setra  
Aero  
Elimi-  
Consoli-  
dated  
Dodge  
Services  
space  
Other  
nations  
1998  
Revenues  
30,859  
1,728  
32,587  
1,993  
17,098  
1,995  
1,310  
56,278  
62  
22,374  
788  
2,726  
151  
7,817  
1,756  
9,573  
392  
8,722  
48  
3,006  
131,782  
Intersegment sales  
Total revenues  
420 (4,953)  
56,340  
4,212  
37,810  
3,920  
2,837  
23,162  
946  
2,877  
652  
8,770  
623  
3,426 (4,953) 131,782  
(146) (79) 8,593  
33,477 (27,254) 136,149  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
11,936  
832  
21,880  
28,232  
285  
12,970  
326  
797  
293  
8,155  
7,291  
692  
392  
1,646  
289  
(168)  
1997  
Revenues  
25,874  
1,680  
27,554  
1,716  
51,939  
3
19,481  
531  
2,207  
200  
6,681  
1,243  
7,924  
246  
7,751  
65  
3,639  
117,572  
1
09  
Intersegment sales  
Total revenues  
257 (3,979)  
51,942  
3,368  
38,699  
4,501  
2,288  
20,012  
342  
2,407  
586  
7,816  
284  
3,896 (3,979) 117,572  
(225) (87) 6,230  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
15,003  
1,885  
1,160  
11,000  
601  
17,867  
24,434  
193  
11,174 23,823 (17,169) 124,831  
255  
306  
635  
324  
(19)  
8,051  
6,222  
687  
168  
1,459  
(170)  
1996  
Revenues  
22,447  
1,406  
23,853  
1,796  
13,305  
1,479  
917  
45,205  
3
15,879  
560  
1,840  
120  
5,521  
1,199  
6,720  
160  
6,636  
38  
3,887  
101,415  
Intersegment sales  
Total revenues  
211 (3,537)  
45,208  
4,321  
31,263  
3,545  
1,760  
16,439  
(61)  
1,960  
471  
6,674  
25  
4,098 (3,537) 101,415  
(561) 61 6,212  
16,099 (13,011) 101,293  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
9,582  
797  
14,003  
19,077  
120  
10,975  
311  
486  
357  
(17)  
(46)  
6,721  
5,292  
625  
91  
1,311  
277  
Capital expenditures for equipment on operating leases for 1998, 1997 and 1996 for Chrysler Financial Services amounted to  
2,935, € 1,211 and € 297, respectively, and for Services amounted to € 4,303, € 3,678 and € 3,161, respectively.  
1998  
1997  
1996  
Income before financial income and income taxes  
Not allocated:  
7,391  
5,547  
5,285  
certain pension and postretirement  
benefit costs  
688  
685  
721  
770  
merger costs  
Allocated: certain financial income, net  
Consolidated operating profit  
(171)  
(38)  
157  
8,593  
6,230  
6,212  
Other  
European  
countries  
Other  
American  
countries  
Other  
Consoli-  
dated  
Revenues  
Germany  
U.S.A.  
Asia  
countries  
1
998  
997  
996  
24,918  
23,550  
65,300  
11,519  
4,311  
2,184  
131,782  
1
21,317  
20,316  
20,798  
16,954  
56,615  
49,485  
10,576  
7,152  
5,587  
5,058  
2,679  
2,450  
117,572  
101,415  
1
Germany accounts for € 12,953 of long-term assets (1997:  
2,040; 1996: 11,160), the U.S.A. for € 25,344 (1997: 22,632;  
1996: 18,881) and other countries for € 11,309 (1997: 9,797;  
1996: 5,808).  
1
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1. E A R N I N G S P E R S H A R E  
Earnings per share are determined as follows:  
At December 31,  
1998  
1997  
1996  
Basic earnings per share:  
Income before extraordinary item  
Less: preferred stock dividends  
4,949  
6,547  
(1)  
4,169  
(3)  
110  
4,949  
6,546  
4,166  
Weighted average number of shares  
outstanding  
959.3  
5.16  
949.3  
6.90  
981.6  
4.24  
Basic earnings per share  
1
)
Non-recurring items  
0.42  
5.58  
(2.62)  
4.28  
Basic earnings per share excluding  
non-recurring items  
4.24  
Diluted earnings per share:  
Income before extraordinary item  
4,949  
20  
6,547  
4,169  
Interest expense on convertible bonds  
and notes (net of tax)  
19  
4
4,969  
6,566  
4,173  
Weighted average number of shares  
outstanding  
959.3  
19.8  
949.3  
12.8  
981.6  
4.0  
Dilutive effect on convertible bonds  
and notes  
Shares issued on exercise of dilutive  
options  
18.3  
17.7  
16.5  
(11.9)  
Shares purchased with proceeds of  
options  
(11.8)  
(13.5)  
Shares applicable to convertible  
preferred stock  
0.2  
1.3  
0.8  
1.1  
2.7  
1.1  
Shares contingently issuable  
9
87.1  
968.2  
994.0  
Diluted earnings per share  
5.04  
6.78  
4.20  
1
)
Non-recurring items  
0.41  
5.45  
(2.57)  
4.21  
Diluted earnings per share  
excluding non-recurring items  
4.20  
1
)
Non-recurring items comprise merger costs of € 401 (net of tax) in 1998 and tax benefits relating to a special distribution an d to a decrease of the  
valuation allowance of € 2,490 in 1997.  
In 1997, convertible bonds issued in connection with the 1997  
Stock Option Plan were not included in the computation of  
diluted earnings per share because the options‘ underlying  
target stock price was greater than the market price for  
DaimlerChrysler Ordinary Shares on December 31, 1997. For  
the same reason, convertible bonds issued in connection with  
the 1998 Stock Option Plan were not included in the  
computation at December 31, 1998.  
Unexercised employee stock options to purchase 0.2 million  
and 0.1 million shares of DaimlerChrysler Ordinary Shares as  
of December 31, 1997 and 1996, respectively, were not  
included in the computations of diluted earnings per share  
because the options’ exercise prices were greater than the  
average market price of DaimlerChrysler Ordinary Shares  
during the respective periods.  
3
2 . S U B S E Q U E N T E V E N T S  
In January 1999, DaimlerChrysler agreed to acquire ABB‘s  
0% interest in Adtranz (see Note 3). The transaction is  
5
expected to be completed in the second quarter of 1999.  
Consummation of the merger is subject to various conditions,  
including among others, approval of certain governmental  
authorities.  
DaimlerChrysler plans to institute a SAR plan for Daimler–  
Chrysler employees currently holding options under the 1997  
and 1998 plans and offer each employee the opportunity to  
substitute an SAR in exchange for each option currently held.  
All terms and conditions will be identical to the stock options  
which are being replaced, except that the holder of the SAR  
will have the right to receive cash equal to the difference  
between the option exercise price and the stock price at the  
date of exercise. See also Note 21.  
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Hilmar Kopper  
Frankfurt am Main  
Manfred Göbels *)  
Stuttgart  
Peter Schönfelder *)  
Augsburg  
Committees of the  
Supervisory Board:  
Chairman of the Supervisory  
Board of Deutsche Bank AG  
Chairman of the Senior  
Managers’ Committee,  
DaimlerChrysler Group  
Member of the Works Council,  
DaimlerChrysler Aerospace AG Committee according  
Augsburg Plant  
§ 27 Sec. 3 MitbestG  
Codetermination Act)  
Chairman  
(
Erich Klemm *)  
Sindelfingen  
Chairman of the Works  
Council, Sindelfingen Plant,  
DaimlerChrysler AG  
G. Richard Thoman  
Stamford  
President and Chief  
Operating Officer  
of Xerox Corporation  
Karl Feuerstein *  
Mannheim  
Chairman of the Corporate  
Works Council,  
DaimlerChrysler AG and  
DaimlerChrysler Group  
Hilmar Kopper (Chairman)  
Karl Feuerstein  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Presidential Committee  
Rudolf Kuda *)  
Frankfurt am Main  
Head of Department,  
Executive Council,  
German Metalworkers’ Union  
Bernhard Walter  
Frankfurt am Main  
Chairman of the Board of  
Managing  
Deputy Chairman  
Hilmar Kopper (Chairman)  
Karl Feuerstein  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Robert E. Allen  
Berkeley Heights  
Retired Chairman of the  
Board and  
Chief Executive Officer  
of AT & T Corp.  
Director of Dresdner Bank AG  
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Robert J. Lanigan  
Toledo  
Chairman Emeritus  
of Owens-Illinois, Inc.  
Lynton R. Wilson  
Toronto  
Chairman of the Board  
of BCE Inc.  
Financial Audit  
Committee  
Hilmar Kopper (Chairman)  
Karl Feuerstein  
Willi Böhm  
Willi Böhm *)  
Wörth  
Helmut Lense *)  
Member of the Works Council, Stuttgart  
Dr.-Ing. Mark Wössner  
Gütersloh  
Bernhard Walter  
Wörth Plant,  
Chairman of the Works Council, Chairman of the Supervisory  
DaimlerChrysler AG  
Untertürkheim Plant,  
DaimlerChrysler AG  
Board of Bertelsmann AG  
Sir John P. Browne  
London  
Chief Executive Officer  
of BP Amoco p.I.c.  
Bernhard Wurl *)  
Frankfurt am Main  
IG Metall  
Head of Department,  
Executive Council,  
German Metalworkers’ Union  
Peter A. Magowan  
San Francisco  
Retired Chairman of the  
Board of Safeway, Inc.,  
President and  
Managing General Partner  
of San Francisco Giants  
Stephen P. Yokich *)  
Detroit  
Herbert Schiller *)  
Frankfurt am Main  
Chairman of the Corporate  
Works Council,  
President of U.A.W.,  
International Union United  
Automobile, Aerospace and  
Agricultural Implement  
Workers of America  
DaimlerChrysler Services  
(
debis) AG  
Dr. rer. pol.  
Manfred Schneider  
Leverkusen  
Chairman of the Board of  
Management of Bayer AG  
*) Employee elected representatives  
 
Retired from the  
Supervisory Board:  
The DaimlerChrysler International Advisory Board  
The International Advisory Board (“IAB”) of DaimlerChrysler  
advises the DaimlerChrysler Group on questions relating to  
global enconomic, technological and political developments and  
their effect on the business activities of the group. It supports  
the DaimlerChrysler Board of Management but is not  
responsible for making business decisions.  
Hans-Detlef Bösel  
Langenfeld  
Partner with individual  
liability of Sal. Oppenheim  
jr. & Cie. KGaA  
retired at 11/12/1998  
The IAB is composed of at least ten high ranking personalities  
from business, politics, and science. It meets approximately  
twice a year at varying locations worldwide. The last meeting  
took place in November 1998 in Washingon D.C., and it was  
the first after the merger of DaimlerChrysler.  
Joseph A. Califano, Jr.  
New York  
Chairman of the Board and  
President of National Center  
on Addiction and  
Substance Abuse at  
Columbia University  
retired at 12/15/1998  
The IAB was founded in 1995 as Daimler-Benz International  
Advisory Board. It is chaired by Victor Halberstadt, Professor at  
the Leiden University, The Netherlands. In addition to the  
exclusive group of experts there are guest speakers invited to  
address topics of current interest.  
1
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Dr. Martin Kohlhaussen  
Frankfurt  
Management board  
spokesman of  
Commerzbank AG  
retired at 12/15/1998  
The meetings are private to encourage frank and open  
discussion. Other recent meetings were held in Stuttgart,  
Beijing, Sao Paulo, and New York.  
Matthias Graf von  
Krockow  
Köln  
Partner with individual  
liability of Sal. Oppenheim  
jr. & Cie. KGaA  
retired at 11/12/1998  
Helmut Zahn  
Rösrath  
Managing Director  
of Sal. Oppenheim  
jr. & Cie. KGaA  
retired at 11/12/1998  
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DaimlerChrysler AG was incorporated on May 6, 1998 under  
the name Oppenheim Aktiengesellschaft with its corporate  
office in Düsseldorf and with a capital stock of DEM 100,000.  
Sole stockholder was initially Christopher Freiherr von Oppen-  
heim and then Bankhaus Sal. Oppenheim jr. & Cie. KGaA.  
Matthias Graf von Krockow (Chairman), Hans-Detlef Bösel and  
Helmut Zahn were appointed as members of the first Super-  
of the employees on the Supervisory Board Willi Böhm,  
Karl Feuerstein, Manfred Göbels, Erich Klemm, Rudolf Kuda,  
Helmut Lense, Herbert Schiller, Peter Schönfelder, Bernhard  
Wurl and Stephen P. Yokich were appointed by the court.  
The Supervisory Board was constituted in its meeting of  
December 16, 1998 and elected Hilmar Kopper as Chairman and  
visory Board of the company. Members of the Board of Manage- Karl Feuerstein as Vice Chairman. Furthermore, in accordance  
ment were Johannes Josef Maret and Dr. Thomas Sonnenberg.  
with Article 27 Section 3 of the German co-determination act  
the Mediating Committee and a Presidential Committee and a  
Financial Audit Committee were formed and the members of  
the committees were elected. The appointments of November 11,  
1998 were annulled and Robert J. Eaton and Jürgen E. Schrempp  
were appointed Chairmen of the Board of Management  
of DaimlerChrysler AG effective from December 16, 1998 –  
Mr. Eaton until November 11, 2001 and Mr. Schrempp until  
December 15, 2003.  
By a resolution of the Annual General Meeting on June 17,  
1998 the name was changed to DaimlerChrysler AG and  
the merger of Daimler-Benz Aktiengesellschaft and Chrysler  
Corporation was adopted as the object of the company. The  
corporation has been entered on the Commercial Register  
of the Stuttgart District Court since July 31, 1998.  
The decisive steps for the merger in accordance with company  
law took place on November 12, 1998. On this day the  
capital stock of DaimlerChrysler AG was increased to DEM  
Manfred Bischoff, Eckhard Cordes, Theodor R. Cunningham,  
Thomas C. Gale, Manfred Gentz, James P. Holden, Jürgen  
Hubbert, Kurt J. Lauk, Klaus Mangold, Thomas W. Sidlik,  
Thomas T. Stallkamp, Heiner Tropitzsch, Gary C. Valade, Klaus-  
Dieter Vöhringer and Dieter Zetsche were appointed Members  
1
14  
4
,956,353,515 by contribution of all stock in the Chrysler  
Corporation and more than 98% of the stock of Daimler-Benz  
Aktiengesellschaft. Daimler-Benz and Chrysler were thereby  
united in DaimlerChrysler AG. The share contribution had been of the Board of Management with effect from December 16,  
preceded by a public exchange 1998 for a term of five years – until December 15, 2003.  
offer by DaimlerChrysler AG to  
the Daimler-Benz stockholders, In this meeting the Supervisory Board concerned itself with  
by which the stockholders had the overall state of the company and amongst other things with  
been asked to transfer their  
stock to the Deutsche Bank  
AG, acting as trustees for the  
purpose of carrying out the  
capital increase. The Chrysler  
stock was first transferred to  
the Bank of New York by  
the situation of Adtranz and the measures resulting therefrom.  
The financial statements for 1998 of DaimlerChrysler AG,  
including the business review report, were audited by the audit  
firm, KPMG Deutsche Treuhand-Gesellschaft AG, Berlin and  
Frankfurt/Main, and certified without qualification.  
means of a reversed triangular This also applies to the consolidated financial statements  
merger in accordance with the according to US GAAP with the exception of the proportionate  
law of the State of Delaware,  
USA. The Bank of New York then contributed the stock to  
DaimlerChrysler AG as an exchange agent. The Supervisory  
Board of DaimlerChrysler AG took part in all these measures  
in the manner prescribed by law and gave its approval in all  
those matters in which it was required to do so.  
method of consolidation applied by DaimlerChrysler AG, which,  
however, is expressly permitted by the Securities and Exchange  
Commission (SEC). These are drawn up in DM and then con-  
verted into euro and supplemented by a consolidated status  
report and additional notes in accordance with Article 292a  
of the German Commercial Code (§ 292a HGB). In accordance  
with §292a HGB the present US GAAP consolidated financial  
statements grant exemption from the obligation to draw up  
During the status procedure since November 12, 1998, The  
Supervisory Board consisted of Hilmar Kopper, Robert E. Allen, statements under German law.  
Sir John Browne, Peter A. Magowan, Robert J. Lanigan,  
Dr. Manfred Schneider, G. Richard Thoman, Bernhard Walter,  
Lynton R. Wilson, Dr. Mark Wössner, Dr. Martin Kohlhaussen  
and Joseph A. Califanio jr. Also with effect from November 12,  
All financial statements and the appropriation of earnings  
proposed by the Board of Management and the auditors’ report  
were submitted to the Supervisory Board. They have been  
inspected by the Financial Audit Committee and the Super-  
visory Board and discussed in the presence of the auditors.  
The Supervisory Board has declared itself in agreement with  
the result of the auditors’ report and as a result of its own  
audit has determined that no objections are to be raised.  
In its meeting of March 30, 1999 the Supervisory Board  
approved the consolidated financial statements for 1998 and  
1998 Jürgen E. Schrempp and Robert J. Eaton were appointed  
Members of the Board of Management of DaimlerChrysler AG.  
With the completion of the status procedure and the court-  
appointment of the employee representatives on December 15,  
1998 the terms of office of Dr. Martin Kohlhaussen and  
Joseph A. Califano jr. came to an end. As representatives  
 
the financial statements of DaimlerChrysler AG for 1998 and  
thereby consented to the appropriation of earning proposed  
by the Board of Management.  
May 27, 1998 and at the same time Hilmar Kopper was elected  
as its Chairman and Karl Feuerstein as its Vice Chairman and  
the committees were formed.  
The Supervisory Board and Board of Management of the now  
dissolved Daimler-Benz AG met in four ordinary and four  
extraordinary meetings in fiscal 1998 and concerned them-  
selves with the state of the group, the strategic development  
of the business divisions and the business units, a special  
distribution of available stockholder’s equity, upon which  
a levy of 50% corporation tax was imposed (VEK 50), as well  
as with detailed consideration of the merger with the Chrysler  
Corporation.  
At its summer meeting on June 24, 1998 the Supervisory Board  
approved the acquisition of AMG Motoren- und Entwicklungs-  
GmbH and concerned itself once again in depth with the current  
status of the merger with Chrysler.  
The extraordinary meeting of the Supervisory Board on July 31,  
1998 served primarily to make preparations for the Extra-  
ordinary General Meeting on September 18, 1998. The Super-  
visory Board, together with the Board of Management, re-  
commended the Extraordinary General Meeting to approve the  
merger with Chrysler on the basis of the Business Combination  
The Board of Management has kept the Supervisory Board  
fully informed in all meetings and also by means of the regular Agreement as well as to approve the merger contract between  
written reports on the business trend and the economic  
situation of the company. In addition, the Chairman of the  
Supervisory Board has kept himself constantly informed  
through individual discussions with the Board of Management.  
DaimlerChrysler AG and Daimler-Benz AG. Furthermore, the  
Supervisory Board approved the June 30, 1998 interim financial  
statements of Daimler-Benz AG.  
Walter Riester resigned from the Supervisory Board on October  
27, 1999 upon his appointment as Federal German Minister for  
Labor and Public Order. He, too, receives our express thanks.  
In the spring meeting the corporate plan for the period  
1998–2000 was presented to the Supervisory Board on  
1
15  
schedule. This, including the investment, human resources  
and profit planning, was duly considered. In the extraordinary  
meeting of the Supervisory Board on March 10, 1998 the  
Supervisory Board dealt in detail with the distribution of  
the “VEK 50” shares and the subsequent capital increase.  
As a result of this discussion, the Supervisory Board and the  
Board of Management in the balance sheet approval meeting  
on April 3, 1998 recommended to the General Meeting  
a special distribution of DEM 20 for each share entitled  
to dividend and approved the corresponding capital increase.  
The final meeting of the Supervisory Board of Daimler-Benz AG  
took place on November 4, 1998. The Supervisory Board  
considered among other matters the new structure of the Micro  
Compact Car Group and the capital measures involved, as well  
as the question of supplementing the Airbus A320 family with  
a new Airbus A318.  
With the integration of Daimler-Benz AG into DaimlerChrysler  
AG on December 21, 1998, the mandate of the Supervisory  
Board of Daimler-Benz AG expired. We thank all members of  
the Supervisory Board of Daimler-Benz AG for their service and  
in particular for the commitment with which they saw through  
the merger of Daimler-Benz and Chrysler.  
In the extraordinary meeting of the Supervisory Board on  
May 6, 1998 the intended merger of Daimler-Benz AG and  
Chrysler Corporation was considered in the Supervisory Board  
for the first time. In a further extraordinary meeting of the  
Supervisory Board on May 14, 1998 the Supervisory Board  
approved the merger of Daimler-Benz AG and Chrysler  
Corporation.  
The management, the employees and the employee represent-  
atives have cooperated conscientiously and constructively this  
year. In particular, the merger of Daimler-Benz and Chrysler has  
made very heavy personal demands on many people in the  
With the conclusion of the Annual General Meeting on May 27, company. The Supervisory Board expresses its thanks and  
1
998 the term of office of the members of the Supervisory  
appreciation to the Board of Management and the employees for  
the work they have undertaken and for their commitment.  
Board Prof. Hubert Curien, Jürgen Sarrazin, Dr. Roland  
Schelling and Prof. Dr. Johannes Semler came to an end. The  
Supervisory Board expresses its thanks – also in the name of  
the management – to the outgoing members for their many  
years of committed service.  
Stuttgart-Möhringen, March 1999  
The Supervisory Board  
In place of the outgoing members of the Supervisory Board the  
Annual General Meeting elected Sir John Browne, Jean-Marie  
Messier, Bernhard Walter and Dr. Mark Wössner to the  
Supervisory Board. Dr. Birgit Breuel, Dr. Michael Endres,  
Ulrich Hartmann, Dr. Martin Kohlhaussen, Hilmar Kopper  
and Dr. Manfred Schneider were re-elected. By May 6, 1998  
the delegate meeting to elect the employee representatives  
had already taken place. All employee representatives were  
confirmed in their office as members of the Supervisory Board.  
The Supervisory Board of Daimler-Benz AG was constituted on  
Hilmar Kopper  
Chairman  
M
O
A
J O  
T
R
S
U
B
S
I
D
I
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I
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S
Y
F
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P
Stockholders’  
Net Income 3)  
in Millions of €  
Revenues 3)  
in Millions of €  
Employment  
at Year-End  
Ownership 1)  
in %  
Equity in  
Millions  
2)  
of €  
98  
97  
98  
97  
98  
97  
Passenger Cars Mercedes-Benz, smart  
4
)
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
86.0  
126  
53  
12  
8.7  
7.0  
3.9  
3.7  
2,041  
667  
1,691  
524  
-
628  
278  
612  
266  
Mercedes-Benz Italia S.p.a.A, Rome  
Mercedes-Benz (Switzerland) AG, Zurich  
4
)
(141.1)  
(151.6)  
1.7  
133  
1,281  
812  
Micro Compact Car AG, Biel  
Mercedes-Benz Hellas S.A., Athens  
Mercedes-Benz of North America, Inc., Montvale  
19  
4.5  
* 5)  
158  
127  
4,939  
411  
150  
1,352  
1,699  
344  
144  
4
)
* 5)  
* 5)  
42  
147  
14  
* 5)  
6,775  
1,644  
44  
1,263  
1,296  
578  
* 5)  
* 5)  
Mercedes-Benz U.S. International, Inc., Tuscaloosa  
Mercedes-Benz India Ltd., Poona  
(4.2)  
8.7  
(34.9)  
21.4  
6.2  
64  
Mercedes-Benz Japan Co. Ltd., Tokyo  
100.0  
95.0  
1,498  
27  
1,587  
240  
403  
405  
4
)
(4.9)  
1,225  
1,715  
Mercedes-Benz Group Indonesia, Jakarta  
Passenger Cars & Trucks Chrysler, Plymouth, Jeep, Dodge  
DaimlerChrysler Corporation, Auburn Hills  
Chrysler Canada Ltd. Windsor  
100.0  
100.0  
50.0  
11,253  
* 5)  
2,778  
* 5)  
2,487  
* 5)  
59,003  
54,146  
9,9256)  
7836)  
676)  
130,329  
17,125  
1,555  
240  
125,581  
15,714  
1,675  
187  
1
16  
11,8506)  
7506)  
766)  
* 5)  
* 5)  
* 5)  
Eurostar Automobilwerk GmbH & Co. KG, Graz  
Chrysler Pentastar Aviaton, Inc., Waterford  
Chrysler Transport, Inc., Detroit  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
946)  
876)  
931  
843  
* 5)  
* 5)  
* 5)  
5,3136)  
1,3816)  
3996)  
1426)  
5,0376)  
1,1306)  
2756)  
11,125  
3,232  
102  
10,363  
3,048  
180  
Chrysler de Mexico S.A. de C.V., Mexico City  
Chrysler Financial Company L.L.C., Southfield  
Chrysler Credit Canada Ltd., Missisauga  
Chrysler Insurance Company, Southfield  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
* 5)  
1396)  
179  
177  
Commercial Vehicles Mercedes-Benz/Freightliner/Sterling/Setra  
4
)
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  
55.6  
200  
29  
29.3  
(2.0)  
80.6  
* 5)  
41.3  
3.4  
1,685  
252  
1,538  
232  
9,724  
1,459  
4,477  
1,034  
524  
9,250  
1,354  
4,615  
982  
Evo Bus GmbH, Stuttgart  
Mercedes-Benz Lenkungen GmbH, Düsseldorf  
Mercedes-Benz Espana S.A., Milan  
190  
* 5)  
* 5)  
59  
12.3  
* 5)  
2,252  
3,080  
912  
1,847  
2,631  
723  
4
)
Mercedes-Benz (United Kingdom) Ltd., Milton Keynes  
4
)
* 5)  
* 5)  
510  
Mercedes-Benz Nederland B.V., Utrecht  
Mercedes-Benz Belgium S.A./N.V. Brussels  
11.0  
* 5)  
7.1  
831  
689  
524  
529  
4
)
* 5)  
15  
* 5)  
2,165  
81  
1,716  
67  
2,049  
374  
2,040  
414  
Mercedes-Benz France SAS, Rocquencourt  
NAW Nutzfahrzeuge AG, Arbon  
2.1  
2.1  
Mercedes-Benz Danmark AS Hillerod  
Mercedes-Benz Sverige AG, Stockholm  
14  
0.2  
2.1  
247  
252  
304  
269  
14  
0.1  
(2.6)  
* 5)  
297  
239  
271  
243  
4
)
* 5)  
* 5)  
648  
165  
59  
* 5)  
6,805  
420  
4,717  
329  
14,870  
2,161  
11,031  
1,689  
3,418  
3,696  
778  
10,556  
1,045  
11,513  
1,834  
3,800  
3,666  
667  
Freightliner Corporation, Portland  
Mercedes-Benz Mexico S.A. de G.V., Mexico D.F.  
Mercedes-Benz do Brasil S.A., Sao Bernando do Campo  
4
)
* 5)  
* 5)  
47.0  
27.5  
18.1  
50.1  
20.5  
100.7  
6.9  
2,058  
649  
2,084  
551  
4
)
Mercedes-Benz Argentina, Buenes Aires  
4
)
(33.2)  
70.8  
17.3  
864  
1,070  
857  
Mercedes-Benz of South Africa (Pty.) Ltd. Pretoria  
Mercedes-Benz Türk A.S., Istanbul  
101  
59  
662  
4
)
100.0  
505  
471  
Mercedes-Benz (Australia) Pty. Ltd., Mulgrave/Melbourne  
 
Stockholders’  
Ownership 1)  
Net Income 3)  
in Millions of €  
Revenues 3)  
in Millions of €  
Employment  
at Year-End  
Equity in  
2)  
Millions  
of €  
in %  
98  
97  
98  
97  
-
98  
97  
Services  
DaimlerChrysler Services (debis) AG, Berlin  
debis Systemhaus GmbH, Leinfelden-Echterdingen  
debitel Kommunikationstechnik GmbH & Co. KG, Stuttgart  
Mercedes-Benz Finanz GmbH, Stuttgart  
Mercedes-Benz Finance Ltd., Milton Keynes  
Mercedes-Benz Credit Corporation, Norwalk  
Mercedes-Benz Finanziaria S.p.A., Rome  
100.0  
100.0  
52.4  
990  
182  
98  
66.4  
6.0  
430.4  
9.3  
-
168  
293  
483  
1,057  
181  
431  
900  
1,086  
1,330  
641  
1,560  
1,136  
627  
63.3  
31.1  
100.0  
100.0  
100.0  
100.0  
405  
88.0  
114.0  
163  
5)  
5)  
5)  
130  
292  
188  
215  
5
)
5)  
5)  
1,869  
62  
2,247  
111  
1,570  
125  
1,067  
120  
41  
3.4  
0.1  
Aerospace  
DaimlerChrysler Aerospace AG, Munich  
DaimlerChrysler Aerospace Airbus GmbH, Hamburg  
Dornier GmbH, Friedrichshafen  
100.0  
100.0  
57.6  
2,136  
866  
205  
13  
334.3  
(138.6)  
32.8  
379.7  
(317.3)  
32.5  
1,772  
2,970  
347  
1,837  
2,394  
321  
10,994  
14,645  
1,933  
1,507  
6,198  
3,206  
5,169  
1,230  
953  
10,637  
14,087  
1,960  
1,489  
5,903  
2,995  
4,829  
1,231  
816  
1
17  
Dornier Satellitensysteme GmbH, Munich  
Eurocopter S.A., Marignane/France  
100.0  
75.0  
8.1  
11.0  
683  
802  
596  
97  
46.9  
17.2  
1,179  
451  
1,036  
406  
Eurocopter Deutschland GmbH, Ottobrunn  
MTU Motoren- und Turbinen-Union München GmbH, Munich  
LFK-Lenkflugkörpersysteme GmbH, Munich  
Nortel Dasa Network Systems GmbH & Co. KG, Friedrichshafen  
100.0  
100.0  
70.0  
(1.9)  
2.5  
124  
6
(154.5)  
(17.9)  
20.9  
138.0  
(10.2)  
13.3  
1,359  
348  
1,275  
367  
50.0  
71  
351  
238  
Other Industrial Businesses7)  
8
)
50.0  
100.0  
88.4  
74  
313  
382  
(390)  
20  
(254)  
2
3,316  
754  
3,261  
557  
23,785  
4,638  
5,893  
22,715  
3,848  
5,758  
ABB Daimler-Benz Transportation GmbH, Berlin  
TEMIC TELEFUNKEN microelectronic GmbH, Heilbronn  
8
)
8
)
87  
73  
921  
878  
MTU Motoren- und Turbinen-Union GmbH, Friedrichshafen  
Regional Holding and Finance Companies  
DaimlerChrysler North America Holding Corp., New York  
DaimlerChrysler Nederland Holding B.V., Utrecht  
DaimlerChrysler Schweiz Holding AG, Zurich  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
3.053  
92  
585  
11  
270  
12  
10  
56  
18  
11  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
42  
1
36  
1
208  
169  
197  
361  
206  
55  
61  
3
2
DaimlerChrysler UK Holding plc., London  
7
6
DaimlerChrysler France Holding S.A., Rocquencourt  
DaimlerChrysler Coordination Center S.A/N.V., Brussels  
DaimlerChrysler Espana Holding, Madrid S.A.  
45  
17  
3
1
21  
12  
21  
12  
53  
1
2
)
)
Relating to the respective parent company.  
Stockholders’ equity and net income/net income before transfer taken from national financial statements;  
stockholders’ equity converted at year-end exchange rates; net income converted at average annual exchange rates.  
Converted at average annual exchange rates.  
Preconsolidated financial statements.  
Included in the consolidated financial statements of the holding company in the respective country.  
Included in the turnover of the preconsolidated financial statements.  
3
4
5
6
7
8
)
)
)
)
)
)
Operating Profit instead of Net Income.  
Amounts according to U.S. GAAP, ABB Daimler-Benz Transportation GmbH on the basis of Stand-Alone  
F
I
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E
A
R
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S
U
M
M
A
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Y
in millions of € –  
94  
95  
96  
97  
98  
From the statements of income  
Revenues  
95,965  
91,040  
101,415  
21,648  
17,143  
5,751  
6,212  
6.1%  
408  
5,693  
117,572  
23,370  
18,656  
6,501  
6,230  
5.3%  
633  
131,782  
25,033  
19,982  
6,693  
8,593  
6.5%  
Personnel expenses  
of which: wages and salaries  
Research and development costs  
Operating profit  
Operating margin  
Financial results  
763  
Income before income taxes and extraordinary items  
Net operating income  
5,553  
(1,171)  
6,180  
5,252  
10.2%  
6,547  
6.90  
6.78  
4.28  
4.21  
8,154  
6,576  
11.6%  
4,820  
5.16  
Net operating income as % of net assets (RONA)  
Net income (loss)  
3,499  
(1,476)  
4,022  
4.24  
4.20  
4.24  
4.20  
Net income (loss) per share (€)  
3.84  
(1.40)  
Diluted net income (loss) per share (€)  
Net income per share before non-recurring items (€)  
3.59  
(1.36)  
5.04  
5.58  
Diluted net income per share before non-recurring items (€)  
Cash dividend  
5.45  
2,356  
2.35  
Cash dividend per share (€)  
1
18  
1
)
Cash dividend including tax credit per share (€)  
From the balance sheets:  
Property, plant and equipment  
Leased equipment  
3.36  
23,111  
7,905  
54,888  
12,851  
101,294  
22,355  
28,558  
11,092  
68,244  
17,325  
124,831  
27,960  
2,391  
29,532  
14,662  
75,393  
19,073  
136,149  
30,367  
2,561  
Current assets  
of which: liquid assets  
Total assets  
91,682  
91,597  
Stockholders’ equity  
23,316  
19,488  
of which: capital stock  
Accrued liabilities  
31,988  
41,672  
25,496  
114%  
35,787  
54,313  
34,375  
123%  
34,629  
62,527  
40,430  
133%  
Liabilities  
of which: financial liabilities  
Debt to equity ratio  
Mid- and long-term provisions and liabilities  
Short-term provisions and liabilities  
current ratio  
36,989  
41,950  
45,952  
50,919  
85%  
47,601  
58,181  
79%  
Net assets  
56,852  
Credit rating, long-term  
Standard & Poor’s  
A +  
A 1  
Moody’s  
From the statements of cash flows:  
Investments in property, plant and equipment  
Investments in leased equipment  
Depreciation on property, plant and equipment  
Depreciation on leased equipment  
Cash provided by operating activities  
Cash used for investing activities  
From the stock exchange:  
6,721  
4,045  
4,427  
1,159  
8,051  
5,914  
8,155  
8,296  
5,683  
4,937  
1,456  
1,972  
9,956  
(8,745)  
12,337  
(14,530)  
16,681  
(23,445)  
Share price at year-end Frankfurt (€)  
New York (US $)  
83.60  
96 1/16  
Average shares outstanding (in millions)  
Average dilutive shares outstanding (in millions)  
Average annual number of employees  
942.9  
1,009.0  
982.2  
1,009.2  
981.6  
994.0  
949.3  
968.2  
959.3  
987.1  
419,758  
421,661  
433,939  
1
)
For our stockholders who are taxable in Germany.  
 
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Berlin  
Phone:0049 30 2554 1810  
Fax: 0049 30 2554 1819  
Hong Kong  
Phone:0085 2 2594 8876  
Fax: 0085 2 2594 8801  
Rome  
Phone:0039 06 41 898405  
Fax: 0039 06 41 219097  
Bonn  
Istanbul  
Sao Paulo  
Phone:0049 228 5404 100  
Phone:0090 212 5 76 2737  
Phone:0055 11 758 7171  
Fax: 0049 228 5404 109  
Fax: 0090 212 5 65 1384  
Fax: 0055 11 758 7118  
Abidjan  
Phone:00225 25 77 96  
Kiev  
Seoul  
Phone:0082 2 735 3496  
Phone:0038 044 255 5251  
Fax: 00225 25 44 15  
Fax: 0038 044 225 5288  
Fax: 0082 2 737 8965  
Abu Dhabi  
Phone:0097 12 436 531  
Ljubljana  
Phone:00386 61 1883 797  
Singapore  
Phone:0065 394 3811  
Fax: 0097 12 436 650  
Fax: 00386 61 1883 799  
Fax: 0065 299 2564  
Bangkok  
Phone:0066 2 676 5936  
London  
Phone:0044 171 839 8998  
Taipei  
Phone:00886 2 2783 9745  
119  
Fax: 0066 2 676 5949  
Fax: 0044 171 839 9279  
Fax: 00886 2 2783 0593  
Beijing  
Phone:0086 10 6590 0158  
Madrid  
Phone:0034 91 484 6161  
Tashkent  
Phone:00998 71 120 6374  
Fax: 0086 10 6590 0159  
Fax: 0034 91 484 6019  
Fax: 00998 71 120 6674  
Brussles  
Phone:0032 2 23311 33  
Melbourne  
Phone:0061 39 566 9266  
Tel Aviv  
Phone:00972 3 6436 122  
Fax: 0032 2 23311 80  
Fax: 0061 39 566 9110  
Fax: 00972 3 6436 122  
Budapest  
Phone:00361 451 2256  
Mexico  
Phone:00525 57 291 376  
Tokyo  
Phone:0081 3 5572 7172  
Fax: 00361 451 2237  
Fax: 00525 53 331 674  
Fax: 0081 3 5572 7126  
Buenos Aires  
Phone:0054 1 801 3585  
Moscow  
Phone: 007 501 926 4039  
Warszawa  
Phone:0048 22 6977041  
Fax: 0054 1 808 8702  
Fax: 007 501 926 4038  
Fax: 0048 22 6548633  
Cairo  
Phone:0020 2 5790 197  
New Delhi  
Phone:0091 124 3473 12  
Washington D.C.  
Phone:001 202 414 6747  
Fax: 0020 2 5790 196  
Fax: 0091 124 3473 13  
Fax: 001 202 414 6716  
Caracas  
Phone:0058 2 573 59 45  
Paris  
Windsor, Ontario  
Phone:001 519 973 2101  
Phone:0033 1 39 23 54 00  
Fax: 0058 2 576 06 94  
Fax: 0033 1 39 23 54 42  
Fax: 001 519 973 2226  
Hanoi  
Phone:0084 8 8958 711  
Pretoria  
Phone:0027 12 677 1502  
Zagreb  
Phone:0038 5 1 48123 21  
Fax: 0084 8 8958 714  
Fax: 0027 12 666 8191  
Fax: 0038 5 1 48123 22  
 
A
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DaimlerChrysler AG  
0546 Stuttgart  
Germany  
ABB DaimlerChrysler  
Transportation GmbH  
13627 Berlin  
7
Tel. 0049 711 17 1  
Fax 0049 711 17 94022  
Tel. 0049 30 3832 0  
Fax 0049 30 3832 2000  
DaimlerChrysler Corporation  
Auburn Hills, MI 48326-2766  
USA  
TEMIC TELEFUNKEN  
microelectronic GmbH  
90411 Nürnberg  
Tel. 001 248 576 5741  
Fax 001 248 576 4742  
Tel. 0049 911 9526 0  
Fax 0049 911 9526 354  
DaimlerChrysler Services AG  
debis Haus am Potsdamer Platz  
D-10875 Berlin  
MTU Friedrichshafen GmbH  
88040 Friedrichshafen  
Tel. 0049 7541 90 0  
Tel. 0049 30 2554 0  
Fax 0049 7541 90 2247  
Fax 0049 30 2554 2525  
DaimlerChrysler Aerospace AG  
D-81663 München  
Tel. 0049 89 607 0  
Fax 0049 89 607 26481  
1
20  
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Publications for our shareholders:  
DaimlerChrysler Annual Report  
published in the Bundesanzeiger (federal registry)  
and filed at the County Court House in Stuttgart.  
The financial statements may be obtained from  
DaimlerChrysler free of charge.  
(
German, English)  
Form 20-F  
English)  
DaimlerChrysler Services (debis) Annual Report  
German and English)  
DaimlerChrysler Aerospace (Dasa) Annual Report  
German and English)  
DaimlerChrysler Interim Reports for 1st, 2nd and  
rd quarters (German, English and French)  
DaimlerChrysler Environmental Report  
German and English)  
Disk with financial information  
English; editable MS EXCEL tables)  
(
(
The above publications can be requested from:  
(
DaimlerChrysler AG  
D-70546 Stuttgart  
3
The information can also be ordered by phone or  
fax under the following number:  
(
(49) 711-1792287  
(
Additional information on DaimlerChrysler  
is available on the internet at:  
The financial statements of DaimlerChryler Aktien-  
gesellschaft prepared in accordance with German  
GAAP were audited by KPMG Deutsche Treuhand-  
Gesellschaft Aktiengesellschaft Wirtschafts-  
http://www.DaimlerChrysler.com.  
prüfungsgesellschaft and an unqualified opinion was  
rendered thereon. These financial statements will be  
F I N A N C I A L D I A R Y  
Balance Sheet Press Conference:  
March 31, 1999  
0:00 am  
Kultur- und Kongreßzentrum  
Congress Centre) Stuttgart, Germany  
1
(
Corporate Presentation to Analysts:  
March 31, 1999  
3:00 pm  
Stuttgart-Möhringen  
Interim Report January to March:  
April 28, 1999  
Annual General Meeting:  
May 18, 1999  
10:00 am  
Hanns-Martin-Schleyer-Halle  
Stuttgart, Germany  
Half-Year Balance Sheet Press Conference:  
July 29, 1999  
New York, U.S.A.  
Corporate Presentation to Analysts:  
July 29, 1999  
New York, U.S.A.  
Interim Report January to September:  
End of October 1999  
Investor Relations  
Stuttgart:  
Phone 0049 711 17 92197, 17 92286 or 17 92261  
Fax  
0049 711 17 95235 or 17 94075  
Auburn Hills:  
Phone 001 248 512 2950  
Fax  
001 248 512 2912  
This report has been printed on  
environment friendly paper  
bleached without the use of  
chlorine.  
Conception and Content:  
DaimlerChrysler AG,  
Investor Relations  
Design:  
DaimlerChrysler AG, K/D, BS/M  
Kirchhoff Consult, Hamburg  
DaimlerChrysler  
Stuttgart, Germany  
Auburn Hills, U.S.A.  
www.DaimlerChrysler.com  


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