Automotive   |   Mercedes-Benz Group AG
Key Figures  
9
9
99  
98  
97  
99:98  
DaimlerChrysler Group  
in millions  
of US $ )  
in millions  
of €  
in millions  
of €  
in millions  
of €  
change  
in %  
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Revenues  
151,035  
50,310  
28,592  
87,693  
78,651  
13,032  
149,985  
49,960  
28,393  
87,083  
78,104  
12,942  
466,938  
7,575  
131,782  
44,990  
24,918  
72,681  
65,300  
14,111  
441,502  
6,693  
8,155  
16,681  
8,593  
8,583  
6,359  
1,753  
4,820  
5.03  
117,572  
38,449  
21,317  
63,877  
56,615  
15,246  
425,649  
6,501  
8,051  
12,337  
6,230  
-
+14  
+11  
+14  
+20  
+20  
-8  
European Union  
of which Germany  
NAFTA  
of which USA  
Other markets  
Employees (at Year-End)  
Research and Development Costs  
Investments in Property, Plant and Equipment  
Cash Provided by Operating Activities  
Operating Profit  
+6  
7,628  
9,536  
18,149  
11,089  
10,388  
7,081  
2,155  
5,785  
5.77  
+13  
+16  
+8  
9,470  
18,023  
11,012  
10,316  
7,032  
+28  
+20  
+11  
+22  
+19  
+14  
+16  
+11  
+0  
2
Operating Profit Adjusted )  
Net Operating Income  
Value Added  
4,946  
-
2,140  
5,746  
4,0573)  
4.283)  
4,057  
4.28  
Net Income  
Per Share (in €/US$)  
5.73  
2
Net Income Adjusted )  
6,270  
6.25  
6,226  
5,350  
5.58  
2
Per Share (in €/US$) )  
6.21  
Total Dividend  
2,375  
2.37  
2,358  
2,356  
2.35  
-
Dividend per Share (in €)  
2.35  
-
±0  
1
2
3
) Rate of exchange: 1€ = US $1,0070 (based on the noon buying rate on Dec. 31, 1999).  
) Excluding one-time effects, see page 60.  
) Excluding one-time positive tax effects, especially special distribution of €10.23 per share.  
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A Clear Direction:  
Strategies for Growth  
Dear Shareholders and Employees:  
Revenues up 14% to €150 billion (US $151 billion)  
At the start of the 20th century, your company’s founders  
had just invented the automobile. We enter the 21st century  
a world leader in the automotive industry and one of the  
Operating profit* up 20% to €10.3 billion (US $10.4  
billion)  
Net income* up 16% to €6.2 billion (US $6.3 billion)  
Earnings per share* up 11% to €6.21 (US $6.25)  
1)  
world’s five most respected companies.  
This report covers our first full year since the creation of  
DaimlerChrysler, and we are delighted to tell you that 1999  
capped a hundred years of extraordinary progress. This was  
a year of record sales across our brands, of expanded market  
shares, technological innovations, and major advances in the  
way we design and build our vehicles, serve our customers  
and manage our business portfolio. All of our major auto-  
motive brands – Mercedes-Benz, Chrysler, Jeep, Dodge,  
Freightliner, Sterling, Setra – as well as our services  
company debis and Dasa, our aerospace division, had a  
great year.  
We sold almost 4.9 million cars, light trucks and  
commercial vehicles – and once again increased market  
share in virtually every segment in which we operate –  
despite intense competition.  
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We added €2.1 (US $2.2) billion in value in 1999  
(operating profit less our cost of capital)  
*
Excluding one-time effects.  
This year of record performance by DaimlerChrysler was not  
evident in the DCX share price. This, in our view, is largely a  
reflection of transformations in the global economy. Tele-  
communications and IT growth stocks grabbed the attention  
of investors, while value stocks such as those of the auto-  
motive industry, lagged behind. Investors were also concern-  
ed about a possible slowdown in the US market. So we know  
that our current share price does not properly reflect the  
high potential of this great company. And we are working to  
therefore realize our true value.  
Profit growth once again outstripped revenue growth by  
more than we had anticipated. Net income is 19% up on  
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998, and we have proposed a dividend of €2.35 per share5  
Adjusted net income also rose by 16% to €6.2 billion  
US $6.3 billion). This made us one of the most profitable  
of the major automotive groups in 1999.  
(
However, as you will see throughout this Annual Report,  
when it comes to assessing the value of this company, we do  
more than insist on its potential. We are constantly turning  
that potential into performance. And in 1999 we achieved a  
level of performance that demonstrates what we believe real  
value is all about.  
1) Financial Times, November 1999  
Robert J. Eaton, Jürgen E. Schrempp  
For that, we owe a great deal to our people all around the  
world, who can be proud of a fine achievement in a difficult  
year. Working together has been more demanding than we  
anticipated. Integration projects made heavy calls on our  
time and energies. But we got on with our day-to-day busi-  
ness, kept our eye on the ball, and simultaneously set in  
motion a process of profound change. It is to everyone’s  
credit that we accomplished so much – the best year ever  
in our combined history.  
Today, integrated functional departments, and shared ideas  
and technologies, are significantly improving everything we  
make, the way we do business, and the way we serve our  
customers – as this report shows.  
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And as importantly, these integration benefits are helping  
us to become more efficient. In 1999 we made €1.4  
(US $1.4) billion in synergies.  
Secondly, we restructured our organization by establishing  
three brand-focused automotive divisions, backed by an  
Automotive Council for product design, engineering and  
production, and a Sales and Marketing Council for brand  
development and strengthening our sales organization, both  
of which report directly to the Board of Management. The  
councils will preserve the most successful aspects of our  
integration and sustain a process of continuous transfor-  
mation and reinvention at DaimlerChrysler – principally by  
fast-tracking good ideas.  
PILLARS OF PROFITABILITY  
In particular, we accomplished four points in your company  
this year – each one will support our long-term profitable  
growth. We completed our integration, set up two councils  
to fast-track our best ideas, unlocked new value for share-  
holders in our non-automotive businesses, and put in place  
a strategy for our future growth.  
Let’s look at each of those accomplishments in a little more  
detail.  
Thirdly, we restructured our business portfolio as part of  
our on-going strategy to unlock value for our shareholders  
from our non-automotive businesses. To this end, we created  
the world’s third largest aerospace group (after Boeing  
and Lockheed) by negotiating the three-way merger of  
DaimlerChrysler Aerospace, Aerospatiale-Matra and CASA,  
to form the European Aeronautic Defence and Space Com-  
pany, EADS. This deal leaves us with 30% of EADS  
First, we completed our program for the integration of the  
new company in just one year, instead of two as originally  
projected. The effect of the integration process: We are now  
one company.  
the largest single shareholding.  
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Top Team Talks: The joint chairmen address senior management.  
We also sold debitel, our mobile telephone subsidiary, and  
Fourthly, and most importantly, we put in place a number  
the gain from that amounted to €1.1 billion (US $1.1 billion) of core strategies that are already charting our course for  
from an initial investment of a mere €9 million nine  
future growth. Simply stated, they come down to this:  
delivering value added for our shareholders through brand  
leadership in our markets.  
years ago.  
This restructuring of our non-automotive business has  
enabled us to free up capital for attractive new investments  
and this process will be continued.  
THE FUTURE OF OUR BUSINESS  
– AND THE BUSINESS OF OUR FUTURE  
And while Adtranz, our rail systems subsidiary, experienced The automotive business is no longer just about moving  
difficulties in 1999, it retained its global leadership in the metal. It’s about moving customers – in both senses of the  
rail systems market and we introduced a major program for word. Today’s customers assume quality and reliability as  
its recovery, which we expect will return it to profitability  
in 2000.  
given. What they demand now are styling, power, status,  
lifestyle and personalized service. They want their dream  
car, or truck. They want it tailored to their needs and tastes.  
They expect us to deliver that, and they expect us to  
Moreover, through alliances, there are excellent opportun-  
ities for us to grow our investments in both Temic and MTU. surprise them, and delight them.  
New consumer demands and dramatic advances in  
automotive technology (a field where DaimlerChrysler  
always leads the pack) mean that the way we design and  
make vehicles will change faster and more radically in the  
next ten years than it did in the past 50.  
At the same time, the way we sell our vehicles and serve  
our customers will also be transformed. And the Internet  
will play a huge part in these changes.  
And it’s not just the big, leading-edge developments that  
count; there are also the many smaller ideas that together  
make a big difference. Last year alone, we registered 2,000  
patents and introduced 85 major new developments into our  
passenger and commercial vehicles.  
In this highly competitive market place, quality and speed-  
to-market have been reduced to entry-level requirements.  
We will be delivering profitable growth and value-added to  
our shareholders by exploiting the power and fascination  
that our brands represent in the market, and leveraging to  
the hilt our technological and design superiority.  
What’s more, of the 500 projects currently under way in our  
Research & Technology division, more than half will in the  
near future find their way into two or more of our business  
units. In other words, the cutting edge has become our  
stock-in-trade, and a powerful part of our competitive  
advantage.  
WHAT WE MEAN BY BRAND LEADERSHIP  
AND WHAT BRAND LEADERSHIP WILL MEAN  
FOR OUR CUSTOMERS  
But product and technology leadership is not enough. For  
us the vehicle of tomorrow has become both entry point and  
centerpiece in a customer experience that begins with  
exhilarating choice and fascinating automotive features.  
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We are once again redefining what represents the greatest  
value for our customers. And, in partnership with our  
suppliers, we are reconfiguring our business to deliver more That continues with the fun of driving. And endures through  
of this value in our chosen market segments. Succeeding in  
this means we can raise customer expectations beyond the  
reach of our competitors. It’s that simple.  
faultless service across an ever-widening range of customer  
needs, all met by a service network totally dedicated to  
customer support.  
Our portfolio of brands and products, and our record of  
innovation, are unmatched. We have 60 new models in the  
pipeline. We lead in the luxury car segments. We defined  
the minivan, and will continue to do so. We now lead in  
We intend to make that moment of first contact with our  
customers the beginning of a total relationship. We have to  
understand them completely. We have to get them excited.  
Offer them real choice. Solve their problems. Give them fast,  
SUVs, and outside Asia we are dominant in heavy trucks all hassle-free backup and service. Always be there for them –  
over the world.  
on the phone, on the Net, on the floor of the dealership –  
wherever and whenever they need us. Give them the best.  
Through our technological leadership we gave the auto-  
motive industry the airbag, ABS braking, and our unique  
electronic stability technology. We lead again now with  
Active Body Control, drive-by-wire, and the fuel cell – to  
name a few. No other company has done more to lead and  
shape this industry.  
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Our business is more than just our products and services.  
It’s about an experience. A total customer experience  
Nevertheless, our well-balanced spread of revenues between  
Europe and North America, gives us the flexibility to  
respond to market developments more quickly than our  
competitors. We have the flexibility and resolve to ensure  
that revenues and profits will continue to be strong again  
in 2000.  
delivered through the entire range of products and services  
of each of our car, truck and commercial vehicle brands, as  
well as debis, Dasa and Adtranz.  
We are not there yet, but our plans for continued, steady  
improvement will drive our position of leadership in the  
automotive industry as we advance into the 21st century.  
Within our overall strategy, we will focus our efforts this  
year in several key areas:  
It is, above all, the irrepressibly entrepreneurial spirit of  
Already we are setting the pace in sustainable mobility  
this company - our passion for making great cars and trucks – that most vital of tomorrow’s automotive technologies –  
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which stems from our dual heritage - that will enable us to  
accomplish this.  
with the work we are doing in the development of fuel cell  
engines and more efficient internal combustion engines.  
Our efforts in the development of lightweight materials and  
traffic-assist systems also support this.  
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000 AND BEYOND  
This year we will again face strong competition.  
The Internet and information technology are transforming  
our lives, and we have long since integrated these value  
drivers into our business. We have already done pioneering  
work. We showed the world the first vehicle with direct  
In North America, early indications suggest the level of  
economic activity is likely to plateau in 2000 following  
another year of rapid growth in 1999. In contrast, we expect Internet access in 1997. We can deliver an on-line vehicle  
a gradual pick-up in economic activity in Europe, except in  
the United Kingdom. In Japan, further slow recovery is  
financing decision within 15 minutes. And our supplier  
program has been driven through a dedicated Internet  
expected, with continued faster recovery in South East Asia. market place for seven years. In fact, last year, 81% of our  
The outlook for Latin America varies widely.  
suppliers voted DaimlerChrysler the best company for  
communication in supply management.  
This suggests that competition will intensify in all our  
markets.  
In short, e-business has been an important part of the  
program of our divisions, company-wide, for several years.  
In that time we have also been building the product and  
service infrastructure that enables us to deliver on the  
promise of the Internet. Now we are co-ordinating those  
initiatives. And what is taking shape is an efficient, user-  
friendly, business-to-business and business-to-customer  
relationship together with our strong dealers, that already  
far outstrips what our competitors have achieved.  
Principally, of course, our business is to build the world’s  
best cars and trucks, to support the people who buy them  
with the world’s best automotive services, and to build the  
We drove and will drive the consolidation process in the  
world-wide automotive industrie, we will seek further  
world-wide growth in the automotive business and lead this  
best internal processes in the industry. In the final analysis, development into the future.  
technology remains a means to an end, not an end in itself.  
At the end of the day, our job as leaders is to anticipate the  
But it is the people of DaimlerChrysler who will make the  
difference – their energy, inventiveness, dedication and  
professionalism, and sheer passion for what they do. Our  
strategy is to retain, recruit and develop people with  
outstanding skills and attitudes, all around the world,  
through benchmark human resources management. More  
future and to make it happen to the best advantage of you,  
the shareholder. We are doing that by concentrating the  
considerable resources of this company in support of our  
automotive-, our non-automotive divisions and our services.  
We are leveraging our leadership in research and techno-  
logy, by finding the world’s best people and giving rein to  
than two thirds of our employees share in our profits, either their knowledge and their genius for style, by nurturing our  
through stock ownership or performance-related bonuses.  
Very few large companies have achieved that level of profit  
participation. Perhaps that’s why we have one of the lowest  
staff turnovers in our industry and are rated as one of the  
world’s most attractive employers. It also goes to the heart  
of our entrepreneurial ethic.  
tradition of engineering excellence, expanding our global  
marketing reach, and optimizing our business portfolio, our  
financial muscle and our purchasing power.  
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We have seen the future … and it is us.  
The integration has given our management new strength.  
We have learned to cope with cultural differences. We  
can make decisions faster, we are exchanging ideas faster,  
and we have greater flexibility now when it comes to  
making mergers and alliances work across national and  
regional borders.  
Robert J. Eaton  
Jürgen E. Schrempp  
The key to all this is globalization. Profitably expanding our  
operations around the world will enable us to leverage our  
technological advantage more profitably across a widening  
base of sales, and use our purchasing power across a  
widening supply chain, making it the best and most cost-  
efficient in the world. Part of globalization is our deep  
concern for the people and regions we work and produce at.  
We are a good corporate citizen wherever we operate.  
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MANFRED BISCHOFF  
ECKHARD CORDES  
GÜNTHER FLEIG  
Aerospace & Industrial Non-Automotive  
Appointed until 2003  
Corporate Development & IT-Management  
Appointed until 2003  
Human Resources & Labor Relations  
Director  
Appointed until 2004  
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THOMAS C. GALE  
MANFRED GENTZ  
JAMES P. HOLDEN  
Chrysler Group  
Product Development,  
Finance & Controlling  
Design Chrysler Group & Passenger Cars  
Operations  
Appointed until 2003  
Appointed until 2003  
Appointed until 2003  
Retired from the Board of Management:  
Theodor R. Cunningham, September 30, 1999  
Kurt J. Lauk, September 30, 1999  
Thomas T. Stallkamp, September 30, 1999  
Heiner Tropitzsch, September 30, 1999  
ROBERT J. EATON  
Chairman of the Board of  
Management  
JÜRGEN E. SCHREMPP  
Chairman of the Board of  
Management  
Until March 31, 2000  
Appointed until 2003  
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JÜRGEN HUBBERT  
Mercedes-Benz Passenger  
Cars & smart  
KLAUS MANGOLD  
Services (debis)  
Appointed until 2003  
THOMAS W. SIDLIK  
Procurement & Supply  
Chrysler Group & Jeep Operations  
Appointed until 2003  
Appointed until 2003  
GARY C. VALADE  
KLAUS-DIETER VÖHRINGER  
DIETER ZETSCHE  
Global Procurement & Supply  
Appointed until 2003  
Research & Technology  
Appointed until 2003  
Commercial Vehicles  
Appointed until 2003  
Frontrunner  
Since its formation in November 1998, DaimlerChrysler has driven through a  
transformation that is turning potential into performance and creating dramatic new  
opportunities for growth. Writer Paul Bell, the author of this special chapter, calls  
the process ‘a quantum leap into the automotive future’.  
He comes in fast. Dark-haired and compact, with an economy of movement and language  
that suggest physical power and an astonishingly quick mind, Dirk Walliser, who drives the  
business program of DaimlerChrysler’s development of fuel-cell technology, sits down at a  
table in the main cafeteria at the corporation’s Stuttgart headquarters – and reinvents his  
world.  
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How engines will work. Which technology factors will differentiate the way cars perform  
and navigate. The way people will move about in the cities of tomorrow. Why the company  
he works for, which led the world into the 20th century with the first automobile, is doing it  
again in the 21st century – commanding a powerful array of brands, new products, technologi-  
cal innovations, and all the knowledge its workers, researchers, engineers and managers are  
ceaselessly accumulating and leveraging throughout the Group.  
What makes Walliser’s exposition so compelling is that, though a scientist to his fingertips,  
he is even more passionate in his conviction that the company’s quest to maintain techno-  
logical leadership and define global industry standards should be driven by what these con-  
tribute to the profitable growth of the company and the leading position of its brands. By the  
time Walliser has finished, the cafeteria is empty again. The breakfast crowd has come, eaten  
and gone but Walliser has not noticed.  
PEOPLE AT WORK. The Eurostar/SFT  
assembly lines in Graz, Austria, which run  
five different car manufacturing platforms  
that consume 300 truckloads of parts a  
day. Last May, the Graz team successfully  
integrated production of the Mercedes-Benz  
M-Class into a line formerly devoted to the  
Jeep Grand Cherokee — with no loss of  
production to Jeep. The job was done in five  
months, nine months faster than had  
initially been projected. The line’s flexibility  
allows vehicles to be produced profitably at  
lower volumes, and the line itself is a  
classic example of how integration benefits  
are being realized company-wide.  
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We’ll be offering a total experience  
to the customer, and maximizing the  
total value of our sales both by car  
and by customer.”  
As he rises to go, the interview suddenly turns personal. What two biggest markets, the United States and Europe, more than  
are you by training? An engineer?”  
A physicist,” he says. “I used to study the stars.”  
Stars to cars,” the interviewer observes, “that’s a big change.  
What brought you to DaimlerChrysler?”  
70% of automotive revenues and profits are now derived from  
an ever lengthening chain of new, highly profitable down-  
stream services – like rentals, financing, leasing, fleet man-  
agement, telematics, servicing, insurance, legal support for  
new and used vehicles. All this is part of the growing business  
But the answer is obvious. Walliser has a dream, but he dreams of debis, the services company of DaimlerChrysler, which pro-  
in real time about a future he can reach out and touch – the vides its provides their customers worldwide with sophisti-  
advancing technologies, the shifting demographics, the chang- cated, value-adding financial services and information technol-  
ing markets, the testing of new shareholder imperatives, all  
converging to shape the automotive industry of five, ten and  
twenty years from now. In his own field, Walliser reckons,  
ogy services tailored to individual business requirements.  
These services, as well as the advent of e-business to auto-  
mobile sales, and the entry of the Internet into the vehicle  
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DaimlerChrysler is already two to three years ahead of its clos- itself, are reshaping the customer’s relationship with the car,  
est rival.  
and the manufacturer’s relationship with the customer. Driv-  
ing a car out of the showroom is no longer the end of the rela-  
This work, this company, are reality,” replies Walliser as he tionship. It’s just the beginning.  
turns for the door. “I wanted to be somewhere where I could  
help make the future happen.”  
This is the downstream side of what the industry calls the  
automotive value chain – that longer and, ultimately, far more  
profitable part of the life cycle of a car or truck. It is the task  
of Alexander Koesling, director of Corporate Strategy, to  
coordinate DaimlerChrysler’s strategic thinking on how to  
It was an inspired choice. Since its formation in November  
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998, DaimlerChrysler has driven through a transformation  
process that – for this new ‘whole’, much greater than the  
sum of its two formerly independent parts – is no less than a turn potential into performance and add value to the com-  
quantum leap into the automotive future.  
pany through profitable growth at appropriate points along  
that chain. In the future, says Koesling, buying or leasing a  
PERPETUAL REINVENTION. Across the Atlantic, that same sense vehicle from DaimlerChrysler will simply be the customer’s  
and spirit are placed in a strategic context by Steve Torok,  
repsonsible for sales and marketing operations and business  
strategy: “There’s a tendency to consider the auto industry as  
entry-point to a string of services and support. That string  
will extend through the lifecycle of the vehicle, from pur-  
chase to disposal, and its elements will build a relationship  
a mature industry because unit sales growth is generally in the between manufacturer and customer that outlasts any one  
two or three percent range globally. What’s missed is that the  
units being sold are undergoing radical, almost revolutionary  
changes in technology, and that, even though unit sales don’t  
change much, their composition, and the qualities of the prod-  
ucts, are changing dramatically.  
vehicle the latter may use. “We’ll be offering a total experi-  
ence to the customer, and maximizing the total value of our  
sales both by car and by customer,” says Koesling.  
And Torok: “To retain a differential pricing ability, we need  
a long-term relationship with the customer that drives rev-  
enue and profits all the way through the ownership cycle. So  
So we don’t see ourselves as operating in a mature business,  
we see it as a business that is in a perpetual cycle of reinven- we are actively reinventing ourselves … as a more pervasive  
tion. The trick is to understand where the new segments are  
emerging. And one of the strengths of this company – and I  
believe this is a core cultural strength on both sides of the  
Atlantic – is the desire to identify new, undeveloped market  
segments, and the willingness to invent products in them.”  
Such desire and willingness are being realized in the almost 60  
new models that will come to market between 2000 and 2005.  
But that’s just the start. New forces are reshaping the com-  
petitive landscape for traditional automakers. In the world’s  
transportation company in which the automobile is one com-  
ponent alongside an array of aftermarket items - service con-  
tracts, telematic services, affinity tie-ins... That’s where e-com-  
merce comes in. It’s all part of an expanded value chain in  
which you leverage your position in one market to build link-  
ages into other sources of value.”  
PROPULSION SYSTEM OF THE FUTURE. Inside the  
workshops and laboratories of the Fuel Cell Project Group  
facility at Nabern Technology Park, Stuttgart, scientists and  
engineers are designing engines that run on the chemical  
interaction of hydrogen and oxygen, which produces  
electricity to power the vehicle, and emits pure water  
vapor. In an era of global warming, atmospheric pollution  
and long-term fossil-fuel scarcity, DaimlerChrysler fuel-cell  
technology is a guarantor of sustainable mobility in the  
future, and the company is moving rapidly towards mass  
production for small cars and buses.  
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For example, together with debis IT Services as its software  
partner, the Mercedes-Benz Sales and Marketing Organization  
is working on the Digital Sales Channel project to develop an  
e-commerce platform for vehicle sales at DaimlerChrysler.  
DSC integrates various features of vehicle sales (initiation of a  
new or used vehicle sale, leasing, financing, insurance, part-  
exchange etc.) and also includes customer-relations elements.  
Moreover, says Torok, the company can now pursue the value  
chain and apply its cutting-edge automotive technologies to  
much greater effect because development costs can be spread  
over the combined sales of the corporate brands. In the future,  
this will show up as another quantum leap in the company’s  
competitive advantage.  
CALIFORNIA DREAMING. The future always seems closer in  
California, land of the leading edge. Here, DaimlerChrysler re-  
searchers are engaged in several major projects, partnering  
with other leading automakers, fuel providers and power-gen-  
eration companies in the development of fuel cell technology;  
analyzing the start-up culture of Silicon Valley; considering the  
impact of the San Francisco lifestyle on the way its people live,  
work and innovate.  
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4
And that’s just California! Be it fuel cell or information tech-  
nology in Palo Alto, telematics in Berlin, drive systems in  
Stuttgart, communications in Bangalore, India, electronics  
in Shanghai, or vehicle dynamics at the Chelsea Proving  
Grounds in Michigan, DaimlerChrysler surveys and creates  
the future from a global vantage point, researching, design-  
ing, and manufacturing vehicles, systems and services that  
will define transport in tomorrow’s world.  
PUTTING THE BEST TO THE TEST. Vehicle  
development and testing facilities in Auburn Hills (above),  
Papenburg (above right) and Sindelfingen. In both  
Germany and the US, the company has established  
facilities and practices that are bringing engineers and  
designers into a single marketplace where they can more  
easily exchange information, test new ideas, and take into  
development those that survive their rigorous testing.  
Supported by digital information and flexible human  
resource allocation, the company is rapidly shortening its  
product development times — a vital element in the  
company’s competitive armory.  
Nowhere is the view from that global vantage point more  
acutely appreciated or applied than in the offices – in Palo  
Alto, Berlin and Kyoto, Japan – of Eckard Minx’s interdiscip-  
linary Society and Technology Research Group (STRG).  
Its task is to provide an early-warning system for the  
DaimlerChrysler Board of Management on changes in the  
business and social environment, and customized research  
to individual clients within the group. STRG monitors con-  
sumer behavior, investigates knowledge/information trends,  
transportation and patterns of human settlement around the  
globe, and takes a view that currently extends as far as 2020.  
It’s an important link in DaimlerChrysler’s quality chain.  
Quality companies need quality information.  
The Chelsea Proving Grounds is another, though quite differ-  
ent, link. Based at Chelsea is Michelle O’Connor Martindale,  
one of a handful of women in the automotive industry now  
pursuing fast-track careers in vehicle dynamics. She, too,  
made her own inspired choice. In an aircraft between  
DaimlerChrysler’s twin capitals, Detroit and Stuttgart, 27-  
year-old Martindale describes the pure pleasure of her work.  
Each weekday, she thunders round the Chelsea test track,  
testing the soon-to-be-unveiled new Chrysler coupe, another in  
the long line of “concept cars” that Board of Management  
member Tom Gale calls “icons”. Says Gale: “These are cars and  
projects that, from the company’s earliest days, have dazzled  
“Every euro, every dollar that  
we spend on R & D goes to  
the industry. When Chrysler was down on its luck in the hard providing our customers with a  
days of the Eighties, they became rallying points for the pride  
safer, more comfortable and more  
and energy of the company its people wanted it to be. Cars  
like the Portofino or the Viper – windows into the future of au- ecologically friendly ride. These  
tomotive design, and also catalysts for – and symbols of - deep  
innovations are a key to securing  
corporate change and inspiration.” For Tom Gale and Auburn  
Hills, the concept car is the point where tomorrow’s vision,  
today’s technology, and that deep sense of the classic that  
comes down from the past, meet the road on four wheels.  
and consolidating the business  
success of this company.”  
Martindale’s devotion to cars is virtually genetic – her father  
and grandfather were Detroit autoworkers. But it was she  
who first had the good sense to head for Auburn Hills –  
with the first college degree her motor-mad Michigan family  
ever had.  
For people like Dirk Walliser, the scientist-strategist with his  
passion for a life-changing technology, and Michelle Martin-  
dale, the test-engineer daughter of an Irish autoworker with  
her passion for break-away design, the world of Daimler-  
Chrysler is a place of unique opportunity and robust com-  
petitive challenge. For the people of DaimlerChrysler, that  
world, with its ever more complex and rapidly changing mar-  
kets, cultures and technologies, is also the subject of intense  
curiosity. Their curiosity, their passion for cars, their de-  
termination to be first and best in whatever they do, are  
attitudes and ambitions that are integral to the company’s  
position as a market leader. Klaus-Dieter Vöhringer, who  
heads the company’s research and technology thrust, en-  
capsulates the role innovation plays in the company’s over-  
all strategy for brand leadership: “Every euro, every dollar  
that we spend on R&D goes to providing our customers with  
a safer, more comfortable and more ecologically friendly  
ride. These innovations are a key to securing and consoli-  
dating the business success of this company.”  
What makes this effort so awesome is the sheer scale of  
human and financial resources the company is able to deploy.  
Here are the hard numbers of DaimlerChrysler’s ever-tighten- At the further edge of this quest for sustainable mobility is  
ing grip on the future. In terms of input, one in every 12  
employees (i.e. about 40,000 people) is engaged in research  
and development, and the company has embarked on a three-  
year spending program for R&D and investments in plant,  
the fuel cell. Ferdinand Panik, head of DaimlerChrysler’s  
fuel cell project, believes this technology will initiate a  
change in mobility that will “go far beyond normal inno-  
vation”, and could revolutionize propulsion in the way the  
property and equipment, to which it has committed €50 bil- microchip revolutionized IT. It’s a potent index of the fuel  
lion, a budget equivalent to the GDP of several developing  
countries. Output is equally staggering. Last year, throughout  
the group, there were 466 different research projects under  
way. In that time, 70 of those projects were completed and  
their results transferred to the company’s internal “custom-  
ers” for application in products and services; 85 new develop-  
ments were unveiled for passenger car and commercial  
vehicle manufacturing; and almost 2,000 patents were  
registered to protect the group’s competitive edge.  
cell’s importance that 60 companies, including eight of the  
world’s top ten revenue earners, are presently at work on it.  
But DaimlerChrysler has claimed the edge. In five years its  
engineers have reduced the weight of their drive system,  
and extended their test vehicles’ power and range, drama-  
tically.  
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6
Propulsion aside, the fuel cell provides an on-board power  
supply for the growing array of electronics revolutionizing the  
driving experience inside, and around, the vehicle. And here’s  
another megatrend. While the automobile’s crucial compo-  
nents are still the chassis, drive train and running gear, elec-  
tronics and sensor systems are becoming increasingly impor-  
tant. “The future,” says Vöhringer, “belongs to drive-by-wire  
vehicles that do away with the steering wheel, accelerator and  
brake pedals, while new electronic assistance systems will  
help the driver in critical situations or take over monotonous  
routine tasks during normal operation.” For example,  
DaimlerChrysler engineers are developing autonomous on-  
board systems comprising sensors connected by ‘neural net-  
works’ capable of recognizing patterns and signals around the  
car – a traffic sign, a pedestrian, a potentially dangerous situa-  
tion – and enhancing the driver’s response and the general  
safety of the vehicle.  
MOBILITY MEGATRENDS. In the future that DaimlerChrysler  
anticipates, its managers, futurologists and researchers  
have identified several ‘megatrends’ they believe will be  
critical to the company’s performance and value.  
The first,” says Klaus-Dieter Vöhringer, “is sustainable  
mobility. We expect fuel to become scarcer in the not-too-  
distant future. Moreover, the automobile is still an environ-  
mental factor – there are ecological implications to the  
now almost unlimited mobility of humans and goods.”  
That means developing vehicles that use less fuel. Like the  
smart cdi for traffic-congested, emission-sensitive Europe.  
Powered by a direct injection turbocharged diesel engine, the  
smart achieves a combination of high output and low con-  
sumption. Or the Dodge Durango hybrid concept for the US,  
which provides a boost in fuel economy in the popular sport-  
utilities which are big gas guzzlers. The new Durango proto-  
type has two power trains: one a conventional engine that  
drives the back wheels; the other an auxiliary electric motor  
that drives the front wheels and stores electrical energy for  
distribution during braking and acceleration. Net effect: a  
2
0% cut in the fuel consumption of a 3.9-liter V-6 engine  
with the power of a 5.9-litre V-8.  
VISIONS OF THE FUTURE. Spectators at LAB.01,  
the DaimlerChrysler Project for EXPO 2000 (the  
153-day world exposition opening in Hanover on  
June 1), on a pre-visit to Barcelona last year as part  
of a tour of six European cities. The project LAB.01,  
an undertaking by the company’s communication  
division, offers young people an interactive  
experience with future technologies, that is meant  
to stimulate their vision of tomorrow’s world.  
Typically, its displays, which are spread over  
2
2
,000 m , are anything but passive - the exhibition  
has attracted large crowds and widespread  
publicity everywhere it has been seen. More than  
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7
100,000 visitors and high media interest proved  
the success of the extraordinary conception.  
This second megatrend segues into a third, as mobility and  
electronics meet modern information and communications  
technologies. While this meeting occurs at every conceiv-  
able level of product and process, it is most apparent in the  
systems with which drivers and consumers will interact di-  
rectly – the equipment and services they consciously use –  
telematics for example, dynamic navigation systems that  
will reduce traffic jams, fuel consumption and exhaust emis-  
sions, and ease pressure on urban transport systems.  
FROM VIRTUAL REALITY TO REAL VALUE. Then there’s the  
IT under the hood - the engineering you don’t actually see, but  
whose presence you register. At DaimlerChrysler’s Marien-  
felde complex in Berlin, Wilfried Käding presides over the  
automotive industry’s most advanced driving simulator. A large  
projection dome mounted on six hydraulic actuators that run  
up and down on rails, the simulator offers complete movement  
to left and right, backwards and forwards, and up and down. A  
car is bolted to the floor of the dome, and a visual display pro-  
jected around the dome’s inner walls simulates driving under  
all conditions – other traffic, weather conditions, road sur-  
faces, or general hazards and crises. The “driver” can experi-  
ence the entire spectrum of conditions and vehicle perfor-  
mance in real time, while his own performance and reactions PROCESS LEADERSHIP. Taken in tandem with the “agent-  
are similarly measured. There’s practically nothing about a car based factory” being perfected in Berlin, Priestap’s exposition  
or its driver this machine cannot test. “There are other simula-  
offers another illustration of the many benefits of synergy and  
tors,” says Käding, “but nothing as sophisticated as this. With it technological cooperation that give the company’s three auto-  
we can make concepts driveable without actually building  
them first.”  
motive divisions and their brands their new depth. At the  
company’s Berlin research facility, Stefan Bussmann describes  
a new computer software, a so-called “agent system” that iden-  
tifies and networks autonomous, automated components  
within a production or supply chain. This permits each agent  
to adapt to changes it detects in the system around it, and co-  
ordinate its response with the other agents. This system will  
introduce a quantum shift in manufacturing efficiency and  
What the simulator and other technologies have been to  
Mercedes-Benz and automotive engineering, Chrysler’s so-  
phisticated CAD system has been to automotive design.  
At Auburn Hills, Walter Solak, responsible for Design  
Operations in the Product Design Office, demonstrates the  
use of CATIA (computer-aided three-dimensional interactive flexibility by increasing throughput by at least 10%, making it  
application) software that is becoming the group’s dominant possible to respond more flexibly to market changes. Down  
platform for all phases of development, from product con-  
cept to plant design. Solak says advanced vehicle concepts  
the corridor, Volker May of the Knowledge-Based Engineering  
unit, explains to lay visitors a diagnostic system that originated  
such as the Dodge Copperhead Convertible coupe have been in DaimlerChrysler Aerospace’s space shuttle program and is  
modelled by computer to such a precise state of finish that  
the company’s top managers can approve them for further  
development on the strength of a CATIA-generated video  
demonstration. CATIA’s power is in its ability to build and  
store layers of design data, and make them available in a  
common language to all parts of the design and manu-  
facturing process simultaneously. It’s a shorter, more flex-  
ible, cost-efficient process that is slashing overall develop-  
ment and manufacturing times – another example of how  
now finding its way into passenger cars. While May’s presenta-  
tion is a thing of beauty to the industrial engineer, it is bewil-  
deringly technical to his visitors. Not that it matters. May’s au-  
dience has understood much more than he could possibly  
convey in words – about that place in the mind where science  
and the heart meet in a passion for the cutting edge, engineer-  
ing excellence and common business sense.  
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8
But it is Hans-Joachim Schöpf, chief engineer of the Merce-  
DaimlerChrysler is getting its products to market better and des-Benz and smart division, who offers the most acute  
faster than ever before. CATIA enabled Stuttgart to cut its  
development lead times by three months, i.e., 15%, during  
summation of the relationship between technology, inno-  
vation and, ultimately, performance. “We must meet custom-  
er expectations, then go beyond them. At the same time, we  
must be asking how we can distinguish ourselves through  
innovation, and create a unique selling proposition, but still  
have people say, ‘This is real value for money.’ Quality, cost  
and innovation at the right time are all critical, but at the  
heart is pace-making innovation. After all, we have a 6-8  
1
999, and the time taken to build a Mercedes-Benz proto-  
type has been cut by 30%.  
What we’ve done,” says Janet Priestap, responsible for Plant  
Solutions, who has been overseeing a trial program for the  
design by CATIA of a new Jeep plant, “is take what we’ve  
learned in automotive design and apply it to plant design. We year life cycle in the automotive industry, while in the  
can ‘fly’ you through an entire plant. The vision is to enable  
virtual manufacturing.” The benefits are multiple. “It allows  
earlier and more effective optimization of plant and process  
design. It supports faster launches. The virtual approach al-  
lows bugs to be identified and eliminated long before imple-  
mentation, resulting in lower costs, better production facility  
electronics industry it’s only 12 months. The question we  
have to address is how we adapt to higher rates of change  
in associated industries.”  
The key, says Schöpf, is process leadership, creating a  
workplace that encourages a rapid exchange of ideas and  
utilization, and shorter time to market. This is not science fic- information among designers and engineers, combined with a  
tion,” says Priestap. “We are already applying these tools.”  
high degree of digital product development, and placing work-  
shops in the heart of the developmental “marketplace”.  
For Schöpf, the qualities he finds most admirable in his  
Auburn Hills colleagues are their flexibility – “they are very  
nimble in process” – their unfailing concern about containing  
costs; and their insight into the business development process.  
What he most admires in his Stuttgart colleagues is the  
strength of their technology, innovation, and product quality  
and finish. “For DaimlerChrysler it is a matter of how quickly  
Stuttgart can transfer its technologies to Auburn Hills, and  
how quickly Auburn Hills can transfer its processes to  
Stuttgart.” The rate of exchange is moving like a high-speed  
train. The willingness to share, says Schöpf, has been fantas-  
tic.  
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A COMPANY COMMUNICATING. DCTV, the  
company’s in-house, business-wide television service  
has studios co-located in Troy, Michigan, USA and  
Stuttgart, Germany. Pioneered in Auburn Hills and  
now broadcasting in seven languages, DCTV is  
available to 420,000 employees, spread through  
plants, research facilities and offices around the  
world. The network produces news and company  
information, continuously repeated throughout the  
day via more than 5,000 television sets. DCTV has  
become an important tool in connecting the global  
family of DaimlerChrysler, generating corporate  
esprit d’ corps, and showcasing the company’s  
achievements and technologies.  
KEEP ON TRUCKING. Between Freightliner in North America,  
and Mercedes-Benz in Europe, the Commercial Vehicles  
division headed by Dieter Zetsche is No. 1 in the world.  
And it’s here that one sees with particular clarity how  
DaimlerChrysler knits together the diverse strengths and  
competencies of its different parts, builds them into a  
company-wide design, technological and commercial know-  
how, then leverages it all out across the divisions to build  
brand leadership and market share.  
Describing the value chain strategy, corporate strategist  
Alexander Koesling says much of the thinking in this area is  
being driven by the commercial vehicle sector. That point is  
well illustrated by DaimlerChrysler truck subsidiary Freight-  
liner’s astonishing level of backup to North America’s long-  
distance truckers. This is a company founded by a frustrated  
customer who so badly wanted a better truck, he decided to  
make them himself. How’s that for customer orientation!  
“It’s customer driven like no other company I ever met,”  
says Zetsche.  
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0
ONROAD, ONLINE. Having renewed its product  
line, Mercedes-Benz trucks are now offering new  
services to their operators. In 1999 FleetBoard, a  
new fleet management system, was introduced.  
Seen here in the popular Actros (above and right),  
FleetBoard represents a major advance in truck-  
operator business-to-business communications.  
This Internet-driven system includes data  
management, journey audits, text transmission,  
fault diagnosis, analysis of driver performance,  
position reporting and digital roadmapping.  
Overall, FleetBoard optimizes efficiency and cuts  
operating costs by improving communication,  
scheduling, and vehicle monitoring.  
It’s an ethic that carried through from manufacture to ser-  
vice, as Jim Hebe, president of Freightliner, elaborates. “We  
CHAIN REACTION. Over at Procurement and Supply, where  
their primary job is to shape the world’s most effective supply  
have been successful not only in building the most complete chain for a company that annually purchases €95 billion  
and modern range of trucks available, but also in building  
services around that vehicle. Our involvement in the value  
chain is such that we support the customer through the en-  
tire life of the truck. We are the only manufacturer in North  
America which requires its dealers to provide service 24  
hours a day, seven days a week. We have more dealers open  
on this basis than all the rest of the industry combined. We  
have a 24-hour call centre. If a customer is down and can’t  
get service, they call our call centre and it will do anything  
that has to be done to get them fixed - get them into a  
Freightliner shop, or even a competitor shop. We’ll do any-  
thing – get parts off the plant floor, ship them, whatever it  
takes. We’ve also developed the only total vehicle computer  
diagnostic system. From our call centre we can diagnose a  
vehicle anywhere in North America, and instruct the  
mechanic on how to repair the problem.”  
worth of supplies from 30,000 suppliers, Board Member Gary  
Valade and his team have shaved almost €4 billion off the  
company’s cost base through synergy savings, reductions in  
variable costs and a supplier cost reduction effort. The  
Internet is also being used here.  
This is a major part of the upstream end of the automotive  
value chain – the part that terminates with the car, manu-  
factured and ready for sale on the showroom floor. Here -  
through innovative thinking about the way the Daimler-  
Chrysler divisions buy or create demand for the supplies  
they build into their products – a 600-strong team at Pro-  
curement & Supply, supported by thousands of others  
throughout the supply chain, is moving the company toward  
a lower cost base. This process is strongly assisted by the  
additional leverage with suppliers afforded the company by  
its significantly enlarged scale. Valade’s team has united the  
best of the two processes that were separately at work on  
either side of the Atlantic, and injected new elements that  
will strengthen DaimlerChrysler’s capacity to find the  
All this wealth of customer service experience is now part  
of DaimlerChrysler’s developing value-chain product and  
service template. Meanwhile, the company is busy lever-  
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1
aging its technological capacity from the passenger car side world’s best suppliers, even supporting their own  
of the house, over to commercial vehicles. “Beyond mere  
scale,” says Dieter Zetsche, “we have the advantage of being  
part of a big automotive group, with all the technological  
leadership which is provided by this group. Funded by the  
big car revenues we are getting, and the profits we are  
making, we can be at the forefront of technology on the car  
side, and apply that to the commercial vehicle side - which  
sets us even more apart from any competitor.”  
technology and innovation program where appropriate.  
It means presenting one face to the supplier, searching for  
and developing new synergies across the business units,  
and globalizing information throughout the company and its  
supply base.  
From start to finish - or in this case, from finish to start –  
from the innards of an on-board diagnostic system, to the  
model of your dreams, to a safer ride, to a lifetime fuel-  
purchasing discount, to the best possible way home – be it  
route or mode – DaimlerChrysler is fashioning a tool for  
So what’s to come? Beginning this year, DaimlerChrysler will  
be introducing its S-class electronic stability wizardry into its  
Mercedes-Benz and Freightliner trucks, and extending that ca- consumer delight of extraordinary scope and power.  
pability into the even more complex task of controlling truck- It has become the ultimate dream machine – but like Dirk  
trailers. Also on the menu are lane-sensor devices and distance Walliser’s, its dreams are profoundly real.  
control (distronics).  
And what’s the next big thing for commercial vehicles?  
Very simply, e-commerce.  
We must meet customer  
This is one division where e-commerce makes its way  
directly to the bottom line via the product. Growth in the  
long haul business will continue to track GDP growth, says  
Zetsche, which makes the future pretty bright. But it’s the  
growth in e-commerce, which market pundits expect to be  
exponential, that is really lighting up the house. Shopping  
on the Internet depends on delivery by van. So with  
e-business booming for a company like Federal Express…  
Fedex, says Zetsche, has already made the Mercedes-Benz  
expectations, then go beyond them.  
At the same time, we must be  
asking how we can distinguish  
ourselves through innovation, and  
create a unique selling proposition  
Sprinter its standard vehicle worldwide except North America that is value for money.”  
and a few Asian countries and is currently testing 80 Sprint-  
ers within the US. And Freightliner’s Hebe has a US matcher -  
the Internet grocery store, Homegrocer.com, has ordered a  
thousand light vans from Freightliner since it opened up shop  
two years ago. This sector is going to catch fire.  
B
U
S
I
N
E
S
S
R
E
V
I
E
W
Earning Power  
increases once again  
New records for earnings, unit sales and revenues  
Operating profit grows faster than revenues - up 28% to €11.0 billion  
Net income increases from €4.8 billion to €5.7 billion  
Synergy targets significantly overachieved with benefits of €1.4 billion  
€2.35 dividend proposed (1998: €2.35)  
Almost 4.9 million passenger cars and commercial vehicles sold (1998: 4.5 million)  
Dasa, Aérospatiale Matra and CASA merge to form EADS  
EARNING POWER INCREASES. DaimlerChrysler continued to  
grow profitably in 1999. Operating profit increased to €11.0  
billion (1998: €8.6 billion). After adjusting for one-time  
effects such as income from the sale of debitel shares,  
operating profit was up 20% to €10.3 billion and still  
in Western Europe, particularly in Germany, as well as the  
economic crisis in South America. On the other hand, the  
beginning of a recovery in Japan and other Asian countries  
had an overall positive effect. The economic situation in North  
America remained favorable. As was the case in 1998, the US  
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2
outpaced revenues. Particularly sharp increases were posted economy grew by 4%, driven mainly by sustained consumer  
by the Mercedes-Benz Passenger Cars & smart and Chrysler spending and high levels of investment.  
Group divisions. Net income at DaimlerChrysler increased  
by 19% to a record €5.7 billion; adjusted for one-time effects, The international exchange rate structure, in particular the  
net income rose to €6.2 billion (up 16%).  
strength of the dollar, the pound and the yen compared to the  
euro, generally had a favorable impact on our operating  
businesses.  
Net operating income, the basis for calculating return on net  
assets, increased to €7.0 billion (1998: €6.4 billion).  
Representing a return of 13.2% (1998: 12.7%) it again  
significantly exceeded the minimum rate of return of 9.2%  
required to cover cost of capital and to increase corporate  
value, meaning that the company achieved further profitable  
growth. The difference between operating profit and capital  
costs (value added) increased by €0.4 billion to roughly €2.1  
billion, significantly increasing the value of the company.  
DaimlerChrysler is thus one of the most profitable automotive  
companies in the world. (see p. 60)  
Operating Profit  
in millions  
99  
US $  
99  
98  
DaimlerChrysler Group  
11,089 11,012  
8,593  
1,993  
Mercedes-Benz Passenger Cars  
2,722  
5,086  
1,075  
2,703  
5,051  
1,067  
2.35 DIVIDEND PROPOSED. We are proposing to our  
&
smart  
shareholders a dividend of €2.35 (1998: €2.35) per share for  
999. With a total dividend payout of €2,358 million,  
Chrysler Group  
4,255  
946  
1
(
Chrysler, Jeep , Dodge, Plymouth)  
®
DaimlerChrysler is paying the highest dividend among the  
companies included in the DAX30 and is one of the top divi-  
dend paying companies in the automotive industry.  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
WORLD ECONOMIC GROWTH SLOWS. The positive trend of  
global economic growth eased off slightly during the year  
under review. When weighted to reflect the share of the  
Group’s revenues generated in each country, economic  
expansion in DaimlerChrysler’s markets decreased to 2.9%  
from 3.2% in 1998. This was primarily a result of slow growth  
Services  
2,053  
735  
2,039  
730  
985  
623  
Aerospace  
Others  
(402)  
(399)  
(130)  
8,583  
DaimlerChrysler Group adjusted  
10,388 10,316  
Consolidated Revenues  
in billions of €  
Revenues  
in millions  
99  
US $  
99  
98  
1
50  
25  
100  
DaimlerChrysler Group  
151,035 149,985 131,782  
38,367 38,100 32,587  
1
Mercedes-Benz Passenger Cars  
&
smart  
7
5
Chrysler Group  
64,534 64,085 56,412  
26,882 26,695 23,162  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
50  
25  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner, Sterling,  
Setra, Thomas Built Buses)  
9
6
97  
98 99  
Services  
Aerospace  
Others  
13,023 12,932 11,410  
9,255  
5,893  
9,191  
8,770  
3,526  
Other Markets  
USA  
5,852  
Europe  
REVENUES INCREASE BY 14% TO €150.0 BILLION. Despite  
the slow growth of the world economy, DaimlerChrysler  
boosted revenues by 14% to €150.0 billion in 1999. Growth  
was particularly strong in the US (up 20% to €78.1 billion).  
In Germany, we were able to increase our revenues by 14%  
to €28.4 billion, while revenues from the European Union  
excluding Germany were up 7% to €21.6 billion. In the  
remaining markets revenues rose 2% to €21.9 billion,  
despite the difficult economic situation in South America.  
passenger car of unique design in the industry, was  
presented at the Detroit Auto Show in January 1999 and  
will be arriving at dealerships in the spring of 2000.  
(see pp. 34-37)  
2
3
An attractive range of products spearheaded profitable  
growth at the Commercial Vehicles division in 1999. Sales  
increased significantly in North America, where the  
Freightliner and Sterling brands helped to further  
strengthen our market position. Sales of trucks, vans and  
buses of the Mercedes-Benz and Setra brands in Western  
Europe also grew. However, the economic crisis in South  
America depressed sales there. (see pp. 38-41)  
STRONG GROWTH IN THE AUTOMOTIVE BUSINESS. Positive  
sales trends in Western Europe and North America contri-  
buted significantly to total revenues of €127.3 billion in our  
automotive business, an increase of 14% from 1998. Sales of  
DaimlerChrysler passenger cars and commercial vehicles  
increased to almost 4.9 million units (1998: 4.5 million) in the  
year under review. Of these, some 3.2 million (1998: 3.1  
million) were Chrysler, Plymouth, Jeep and Dodge brand  
passenger cars and light trucks, while 1,080,000 (1998:  
GROWTH AT OTHER DIVISIONS. The Services division posted a  
substantial increase in revenues for the 10th consecutive year.  
Strong growth continued at both the IT Services (+ 31% to  
€2.9 billion) and the Financial Services (+ 29% to €10.1  
billion) business units. We were particularly successful in  
North America, where the division’s revenues rose 35% to  
€6.3 billion. (see pp. 44-45)  
9
23,000) were Mercedes-Benz and smart brand vehicles.  
Sales of Mercedes-Benz, Freightliner, Sterling, Setra and Tho-  
mas Built Buses commercial vehicles totaled 555,000 units  
(1998: 490,000).  
Revenues at the Aerospace division increased by 5% to  
9.2 billion. The Civil Aircraft business unit again enjoyed  
Sales of Mercedes-Benz passenger cars achieved double-digit  
growth rates in nearly all key markets. The new S-Class,  
which enabled us to substantially expand our lead in the  
premium segment, was particularly successful in 1999.  
The A-Class, M-Class and the CLK coupe also contributed  
significantly to increased sales of the Mercedes-Benz brand.  
The smart city coupe became one of the leaders in the  
Western European compact segment during the year under  
review. (see pp. 30-33)  
particular success, with Airbus posting the highest volume  
of incoming orders in the international civil aircraft  
industry for the first time ever. Incoming orders at Dasa as  
a whole again exceeded revenues but, as expected, did not  
reach the extraordinarily high level of 1998. (see pp. 46-47)  
Adtranz contributed €3.6 billion (+7%) to the total revenues  
of €5.9 billion from other DaimlerChrysler businesses. Auto-  
motive Electronics accounted for €0.9 billion (+18%) and  
Diesel Engines €1.0 billion (+4%). (see pp. 48-49)  
Sales of Chrysler, Jeep, Dodge and Plymouth brand vehicles in  
the US increased by 6% to 2.7 million units in 1999. In the  
sport-utility vehicle segment sales were especially strong  
due to the great success of the Jeep Grand Cherokee. Our  
SYNERGY TARGETS OVERACHIEVED. I n. tegration at  
DaimlerChrysler proceeded much more rapidly than  
planned. By the end of 1999, we had completed virtually all  
range of pickups was augmented by the Dodge Dakota Quad individual projects or transferred them to the line  
Cab in 1999. The Chrysler PT Cruiser, a multi-purpose organizations. Important synergy initiatives that turned  
Purchasing Volume  
94.9 billion (1998: €79.6 billion)  
Synergy savings 1999  
in millions  
99  
Purchasing  
520  
General Integration/  
Finance /Services  
370  
80  
Mercedes-Benz  
Research and Development  
Passenger Cars & smart  
24 %  
46 %  
19 %  
2 %  
Sales Organization/  
Additional Sales  
Chrysler Group  
Commercial Vehicles  
Services  
420  
Total  
1,390  
Aerospace  
5 %  
Other  
4 %  
potential into performance included the joint production of  
the M-Class and the Jeep Grand Cherokee in Graz, the  
integration of our sales organization in all important  
markets, the exchange of components in the automotive  
SALE OF DEBITEL SHARES GENERATES €1.1 BILLION. In  
1999 we reduced our stake in debitel AG from 52% to 10%.  
In view of the competitive situation in the telecommunica-  
tions sector, substantial investment would have been neces-  
2
4
business, and numerous projects in global procurement and sary in fixed-line networks to secure debitel’s position in  
supply. For example, the implementation of a software pro- the telecommunications market and to expand internation-  
gram previously only used in Auburn Hills, will enable us to ally. Such an investment, however, would have run counter  
reduce the development time for Mercedes-Benz vehicles by to DaimlerChrysler’s strategy of concentrating on its auto-  
more than 15%. All in all, with €1.4 billion in the year under motive business and related services.  
review, we significantly overachieved the synergy targets  
announced in the merger report.  
NEW DIMENSIONS IN AEROSPACE. The agreements signed in  
October 1999 to establish the European Aeronautic Defence  
and Space Company (EADS) and the space technology joint  
venture Astrium open up new opportunities for the European  
aerospace industry.  
TARGETED ACQUISITIONS IN THE AUTOMOTIVE SECTOR. On  
January 1, 1999, DaimlerChrysler strengthened its position in  
the high-performance sports car segment by purchasing 51%  
of AMG GmbH. The remaining shares in the company will be  
acquired gradually between now and 2009. This acquisition  
The merger of Dasa, the French company Aérospatiale Matra  
will enable us to expand the market presence of the renowned and CASA of Spain to form EADS will create the largest  
AMG brand.  
aerospace company in Europe and the third-largest worldwide.  
EADS, which is expected to have 96,000 employees and  
annual revenues of €21 billion, is scheduled to begin  
operations in the summer of 2000. We and our French  
partners will each hold 30% of the new company, while the  
Spanish state holding company SEPI will have a 5.6% stake.  
The remaining 34.4% will be offered to the public and traded  
on the stock market.  
In addition, in January 2000 we acquired a 40% stake in the  
TAG McLaren Group, one of the world’s leading producers  
of high-performance sports cars and racing cars. Our  
investments in AMG and TAG McLaren are part of a strategy  
designed to further strengthen both the technological  
competence and the image of the Mercedes-Benz brand.  
In a move that will further strengthen our position on the glo-  
bal bus market, our Freightliner subsidiary established a joint  
venture with the UK’s Mayflower Corporation plc. The new  
company, known as Thomas Dennis Co. LLC., focuses on the  
production and marketing of commercial low-floor buses for  
the North American market.  
Astrium, which is scheduled to begin operations in the first  
half of 2000, will consolidate the space technology activities of  
Matra Marconi Space (MMS) and Dasa. We expect Alenia  
Spazio, a subsidiary of Finmeccanica (Italy), to also join  
Astrium. Astrium will be one of the world’s leading space  
technology companies and the biggest in Europe.  
On October 1, 1999, DaimlerChrysler also acquired 49% of the  
vehicle customizing company, Westfalia Werke GmbH & Co., in  
response to the growing demand for customized recreational  
vehicles.  
Investments in Plant, Property  
an Equipment  
in millions  
Research and  
Development costs  
in millions  
99  
US $  
99  
98  
99  
US $  
99  
98  
DaimlerChrysler Group  
9,536  
2,244  
9,470  
2,228  
8,155  
1,995  
DaimlerChrysler Group  
7,628  
2,057  
7,575  
2,043  
6,693  
1,930  
Mercedes-Benz Passenger Cars  
Mercedes-Benz Passenger Cars  
& smart  
&
smart  
Chrysler Group  
5,261  
775  
5,224  
770  
3,920  
832  
Chrysler Group  
2,014  
833  
2,000  
827  
1,695  
714  
(
Chrysler, Jeep , Dodge, Plymouth)  
(Chrysler, Jeep , Dodge, Plymouth)  
®
®
Commercial Vehicles  
Commercial Vehicles  
(Mercedes-Benz, Freightliner,  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
Sterling, Setra, Thomas Built Buses)  
Services  
Aerospace  
Others  
326  
338  
592  
324  
336  
588  
285  
326  
797  
Aerospace  
Others  
2,019  
705  
2,005  
700  
2,047  
307  
1
2,000 NEW JOBS CREATED. Adjusted for changes in the  
€9.5 BILLION INVESTED IN 1999. Investment in plant,  
property and equipment at DaimlerChrysler increased to  
€9.5 billion (1998: €8.2 billion). More than 86% was  
channeled into our automotive business. Among the most  
important investment projects at the Mercedes-Benz Passen-  
ger Cars & smart division were the new Technology Center  
in Sindelfingen and the preparations for producing the new  
C-Class. Investment in the Chrysler Group division focused  
on the new Jeep assembly plant in Toledo, Ohio, a new  
999, DaimlerChrysler purchased goods and services worth production plant for six-cylinder engines in Detroit, and  
94.9 billion (1998: €79.6 billion). preparations for producing the PT Cruiser and the new  
generation of minivans. Investment at the Commercial  
Vehicles division was targeted primarily at the  
modernization of production facilities and the expansion  
of capacity in North America.  
consolidated group, DaimlerChrysler created 12,000 new  
jobs in 1999 as a result of the success of our products and  
services. Our total work force now numbers 466,938  
employees. While the Services division accounted for about  
2
5
3
,600 of the new jobs, increased demand also necessitated  
new hirings in our automotive divisions. (see pp. 58-59)  
GLOBAL INTEGRATION OF PROCUREMENT AND SUPPLY. In  
1
Last year, our worldwide purchasing activities were  
concentrated in the new corporate department, Global  
Procurement & Supply, and we merged our two former  
supplier programs, Tandem and SCORE. The result is a  
platform which allows us to develop and strengthen long-term We also invested €0.3 billion (1998: €0.3 billion) in  
partnerships with excellent suppliers all over the world.  
Numerous projects which exploited the enhanced  
procurement potential of our new, merged company led to  
synergies totaling €520 million in the year under review.  
DaimlerChrysler Aerospace. Most was focused on expanding  
capacity in the Airbus program. Investment in the Services  
division totaled €0.3 billion, most of which went into the  
IT Services business unit.  
(see pp. 56-57)  
7.6 BILLION FOR RESEARCH AND DEVELOPMENT. In 1999,  
NEW BOARD OF MANAGEMENT STRUCTURE. In September  
there were more than 40,000 employees working in research  
and development at DaimlerChrysler worldwide, underscoring  
the importance of R&D within our value-based management  
system. Our objective is to bring new, attractive products to  
market as quickly and cost-effectively as possible, thereby  
gaining key competitive advantages. R&D expenditures  
increased from €6.7 billion in 1998 to €7.6 billion in the  
1
999, we reduced the DaimlerChrysler Board of Management  
from 17 members to 14 and reorganized their responsibilities.  
The new structure makes for a more efficient and effective  
organization that can quickly and flexibly respond to market  
challenges. We established the Automotive Council early  
on as a means of promoting the transfer of automotive  
business know how throughout the company. The Council is year under review. Of this amount, €1.8 billion (1998: €1.7  
responsible for the exchange of technology, product ideas and billion) went toward projects commissioned by third parties,  
strategy, while ensuring that the policy of strict separation of most of them in the Aerospace division.  
vehicle brands is observed. We also set up a Sales and Market-  
ing Council to coordinate global sales and marketing  
activities. (see pp. 42-43)  
Almost 85% of R&D investment was directed towards securing  
the future of our automotive business, while 8% was at  
DaimlerChrysler Aerospace and 5% was at the other industrial  
business units.  
T
H
E
D
A
I
M
L
E
R
C
H
R
Y
S
L
E
R
S
H
A
R
E
S
Shareholder base  
expanded significantly  
Upward trend on international stock markets  
Performance of automotive stocks lagged behind international indexes  
Share price does not reflect positive business developments at DaimlerChrysler  
Highest dividend yield in the automotive industry  
UPWARD TREND ON INTERNATIONAL MARKETS. The year  
DCX fell sharply at the end of July, despite good  
1
999 saw stock markets in North America and Europe  
six-month results. Some investors were concerned  
that the US automobile market might slow and impact on  
DaimlerChrysler’s earnings. At the end of September 1999,  
DCX reached a year-low of €63.26 in Europe and $65 5/16  
5% at end-1999, the Dow Jones Euro Stoxx 50 Index 47% and in the US. However, the share price subsequently recovered  
for a while, closing the year at €77 in Europe and $78 1/4  
in the US. On February 15, 2000, it was trading at €66.29  
and $66, respectively.  
fluctuate wildly, before closing the year at record highs.  
Driven by a powerful year-end surge, the DAX rose 39% over  
the year to 6,958. The Dow Jones Industrial Average was up  
2
6
2
the London FTSE-100 18%. Japan’s Nikkei Index rose 37% to  
8,934 points, although it was still about 50% below its record  
1
level at end-1989. The upward trends continued into mid-  
February 2000. Both the DAX, with 7,812 points on February  
11, and the Dow Jones, with 11,750 points on Januay 14, set  
HIGH VOLUME OF DAIMLERCHRYSLER SHARES TRADED.  
DaimlerChrysler’s weighting in the German DAX 30 was 7.5%  
at the end of 1999, the fourth most heavily weighted stock on  
that index. It is the only automotive stock in the Dow Jones  
new records.  
The upward trend on world stock markets resulted from a  
high volume of liquidity in search of investment opportunities; Euro Stoxx 50 Index, with a 2.9% weighting, putting DCX in  
low interest rates and the generally positive prospects for  
accelerated economic growth. Large international mergers  
and merger speculation throughout various branches of  
industry also fueled rises on capital markets. Telecommuni-  
cations and IT stocks particularly benefited, as did financial  
stocks. Automotive stocks, however, lagged behind the  
buyoant market trends.  
ninth place. DaimlerChrysler has the second-biggest market  
capitalization among automobile manufacturers after Toyota.  
Share Price Index  
(
as of Nov. 17, 1998)  
DCX PERFORMANCE. Despite positive earnings prospects for  
DaimlerChrysler throughout 1999 as reflected in key  
indicators for DCX the ticker abbreviation of our shares, the  
company’s share price did not benefit from the generally  
favorable performance of capital markets (see table).  
Immediately following DaimlerChrysler’s launch on November  
1
45  
130  
115  
1
7, 1998 “Day One”, the DaimlerChrysler share price quickly  
1
00  
surged above the average for German corporations.  
Financial analysts pointed to the benefits of the merger and  
a strong North American automobile market. The subse-  
quent fall of the share price was due to the generally more  
modest development of world markets and the more  
reserved analyst forecasts in view of expected medium-term  
trends on automobile markets.  
85  
Nov. D 98 F 99 A 99 J 99 A 99 O 99 D 99 Feb.  
1
7
15  
00  
9
8
DaimlerChrysler  
DAX  
MSCI Automobiles Index  
DaimlerChrysler  
Market Capitalization  
(
end of reporting period)  
Statistics per Share  
99  
US $  
99  
98  
billions of €  
1
)
Net income (basic)  
6.25  
6.20  
6.21  
6.16  
5.58  
5.45  
1)  
Net income (diluted)  
Dividend  
100  
2
.35  
2.35  
80  
60  
Stockholders’ Equity (Dec. 31)  
36.19  
35.94  
30.31  
Number of shares  
in millions (Dec. 31)  
4
0
0
1
,003.3 1,001.7  
2
Share price: Year-end  
7
8 1/4  
77.00  
95.79  
63.26  
83.60  
High  
Low  
2)  
108 5/8  
85.90  
Nov. 17 Dec. 31 June 30 Dec. 31 Feb. 15  
2)  
65 5/16  
70.61  
98  
98  
99  
99  
00  
1
) Excluding one-time effects.  
) Since November 17, 1998.  
2
Worldwide trading volume of DaimlerChrysler stock in 1999 the Emirate of Kuwait (7%), own approximately 75% of total  
2
7
amounted to 1.1 billion shares. Of these, 196 million were  
traded in the US and 872 million in Germany (including Xetra  
trading). DaimlerChrysler was among the top companies on  
share capital. Around 25% is held by private investors. The  
proportion of European shareholders increased further to  
around 65%. Some 22% of the company’s equity is held by  
German stock exchanges in terms of volume. Contracts traded investors in the US.  
for DaimlerChrysler shares on the Eurex (formerly German  
Futures Exchange) were among the highest in volume.  
INCREASED USE OF NEW MEDIA FOR INVESTOR RELATIONS.  
In 1999 we set up the DCX Investor Relations homepage  
with great success. Here, investors can find not only  
information on the company and its stock, but also all  
annual and interim reports, SEC filings, corporate pre-  
sentations and videos of these presentations. Currently  
we have more than 10,000 page-visits a day and rising.  
In terms of dividend yield, with about 5% (including tax  
credits), the DaimlerChrysler share has the highest value in  
the international automobile industry and among the DAX 30  
companies.  
INCREASING NUMBER OF SHAREHOLDERS. DaimlerChrysler’s  
shareholder base grew by more than 30% from 1.4 million  
to 1.9 million shareholders in 1999 - a significant expansion.  
In addition, we have significantly enhanced our information  
service. We publish a quarterly comprehensive fact-sheet for  
This is evidence of continued confidence in DaimlerChrysler’s the whole Group and a monthly updated production schedule  
stock and its attractiveness as a long-term investment.  
Institutional investors, including Deutsche Bank (12%) and  
for the Chrysler Group. Furthermore, with our Investor  
Relations Releases, we provide the 1,500 leading investors and  
analysts with information by e-mail and fax on important  
DaimlerChrysler events. This information is simultaneously  
released to the press and posted onto the Internet so that pri-  
vate investors have equal and simultaneous access to  
information on all significant developments.  
We have further intensified our contacts with institutional  
investors. We personally answered institutional investors’  
questions about DaimlerChrysler in more than 300 one-on-one  
discussions; which included our 150 biggest shareholders.  
About a third of these talks were conducted at Board of Mana-  
gement level. Moreover, we present our company to the  
investment community at all leading stock exchanges.  
More than 16,000 shareholders attended the Annual Meeting of  
DaimlerChrysler AG in May 1999.  
O
U
T
L
O
O
K
Profitable growth  
Continued high profitability  
Revenues to increase significantly to about €167 billion in 2002  
€50 billion to be invested by the year 2002  
Almost 60 new vehicle models by 2005  
FAVORABLE OUTLOOK FOR THE WORLD ECONOMY. We  
expect generally favorable economic conditions in all of our  
key markets throughout the planning period 2000 – 2002.  
While growth in North America may slow somewhat at a high  
level, it is likely to pick up in Western Europe. The Japanese  
economy is recovering, although in the short term it may not  
experience the dynamic growth of earlier years. Prospects for  
the emerging markets of Asia have greatly improved and we  
expect the economies of South America to begin to expand in  
in May 2000 and offered in five different model versions in  
the coming years, will play an important role in helping to  
strengthen the worldwide market position of the Mercedes-  
Benz brand. The smart brand will also achieve greater  
momentum in 2000 through the introduction of the extremely  
fuel-efficient cdi diesel model and the smart City convertible.  
In order to strengthen its position on the fiercely competitive  
North American automobile market, the Chrysler Group  
division will be renewing more than half of its product  
portfolio over the next two years. The innovative and  
unconventional PT Cruiser, which will be available in spring  
2000, has defined a new market segment and is opening up  
new opportunities for growth. In addition, the new generation  
of Chrysler and Dodge minivans, which we will be launching in  
the fall of 2000, will further strengthen our lead in this  
segment.  
2
000. For the countries of Eastern Europe, we expect moder-  
ate growth over the planning period.  
2
8
We also anticipate that the convergence of economic growth  
rates in the US and Western Europe will lead to a stronger  
euro on the international currency markets.  
AUTOMOBILE DEMAND REMAINS HIGH. Given the anticipated  
stable economic conditions on the world’s markets, we expect  
the high sales volumes in automobile markets to continue in  
the period 2000 – 2002. However, we expect a slight  
reduction in demand for automobiles in North America and  
Western Europe after the record-setting year of 1999. On the  
other hand, demand is expected to increase considerably in  
Asia and South America. Furthermore, the increasing  
globalization of the automobile industry, as well as shorter  
product cycles and growing pressures to reduce costs will all  
act to accelerate the process of industry consolidation.  
In order to ensure continued profitable growth and expand its  
share of the world market, the Commercial Vehicles division  
will take greater advantage of the benefits offered by interna-  
tional networks. We also want to maintain our technical  
leadership and to extend the range of services we offer in  
connection with commercial vehicles. Our new small van, the  
Vaneo, will open up additional opportunities. The Vaneo is  
DaimlerChrysler’s first commercial vehicle in the high-growth  
segment of less than two metric tons gross vehicle weight.  
PROFITABLE GROWTH AT DAIMLERCHRYSLER. Due to our  
attractive product range and high order backlogs, we expect  
revenues in 2000 to increase to approximately €153 billion.  
INCREASING REVENUES AT OTHER DIVISIONS. The Services  
division is once again heading for above-average growth. The  
Financial Services business unit will focus on expanding  
Despite more intense competition in the automotive sector, we leasing and financing services for both DaimlerChrysler and  
expect revenues to increase to €167 billion by 2002. This  
forecast assumes a moderate appreciation of the euro against  
the dollar, pound and yen. We plan to achieve our highest  
rates of growth in Asia, South America and Eastern Europe.  
A variety of new and attractive products will enable nearly all  
non-DaimlerChrysler products. While the IT Services business  
unit will concentrate on strengthening its international  
presence even further, we are also considering strategic alter-  
natives for this business.  
business units to grow faster than the market over the coming On the basis of a high volume of outstanding orders,  
years. Strict cost management at all divisions and additional  
synergies resulting from the merger will provide a strong  
foundation for continued profitable growth. Of course, these  
results are contingent upon the accuracy of our assessments  
of how important markets and exchange rates will develop.  
particularly for civil aircraft, we expect revenues at the  
Aerospace division to increase over the coming year. In order  
to meet delivery deadlines for Airbus jets, we plan to increase  
annual production from 288 aircraft in 1999 to more than  
350 in 2002. The merger of Dasa, Aérospatiale Matra and  
CASA to form the European Aeronautic Defence and Space  
Company (EADS) creates the third-largest aerospace company  
in the world and the largest in Europe. EADS will enjoy a  
considerably stronger competitive position on the global  
market than did its individual founding companies.  
FURTHER GROWTH IN THE AUTOMOTIVE BUSINESS. The  
Mercedes-Benz Passenger Cars & smart division will be  
rounding off and updating its range of products throughout  
the planning period. The new C-Class, which will be launched  
Investments in Property  
Plant and Equipment  
in billions  
Revenues  
2000 E  
2002 E  
2000 E 2000- 02 E  
in billions  
DaimlerChrysler Group  
153  
40  
167  
43  
DaimlerChrysler Group  
10.9  
27.9  
Mercedes-Benz Passenger Cars  
Mercedes-Benz Passenger Cars  
& smart  
&
smart  
2.2  
5.6  
5.7  
Chrysler Group  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
63  
65  
(Chrysler, Jeep , Dodge, Plymouth)  
14.5  
®
®
Commercial Vehicles  
Commercial Vehicles  
(Mercedes-Benz, Freightliner, Sterling,  
Setra, Thomas Built Buses)  
(
Mercedes-Benz, Freightliner, Sterling,  
Setra, Thomas Built Buses)  
27  
30  
1.3  
3.4  
Services  
15  
10  
7
19  
11  
8
Services  
0.4  
0.5  
0.9  
1.0  
1.5  
1.8  
1
)
1)  
Aerospace  
Aerospace  
2
)
2)  
Others  
Others  
1
) Excluding any EADS effects.  
) Including Potsdamer Platz and Headquarters.  
2
We plan an early turnaround at Adtranz in 2000, breaking  
even during 2000, to realize annual cost reductions of €300  
million by 2002 and focusing activities on the core business of  
rail vehicles. Our Automotive Electronics business unit will  
continue to benefit from the growing number of electronic  
components in automobiles. The MTU/Diesel Engines business  
unit is expected to expand business volume, especially in  
commercial applications. Prospects for growth look  
Form strategic partnerships in our non-automotive  
businesses.  
Attain worldwide leadership in human resources  
2
9
development and management.  
Introduce a value-added based performance measure  
defined as operating profit after deduction of capital  
costs, or net operating income after tax at Group level.  
particularly good in Asia after the economic recovery there.  
The implementation of these key strategies will create the  
conditions necessary for DaimlerChrysler not only to further  
strengthen its leading position in the international automotive  
industry, but also to continue growing profitably despite  
increasingly intense competition.  
50 BILLION FOR THE FUTURE. DaimlerChrysler plans to  
invest €45 billion in plant and equipment, research and  
development in the period 2000 – 2002. If third-party  
research is included, this figure rises to around €50 billion.  
A major part of the investment will be channeled into  
development and production preparation for 60 new  
passenger car and commercial vehicle models, which will be  
introduced over the period ending in 2005. Important projects  
include the successor models to the Mercedes-Benz C- and E-  
Classes, the Dakota and Ram trucks, the Jeep Cherokee, and  
the new Business Class truck from Freightliner. In addition to  
expanding and modernizing vehicle production facilities, funds  
will also be used to increase Airbus production capacity and  
develop new Airbus models.  
Research and  
1
)
Development  
2000 E 2000- 02 E  
in billions  
DaimlerChrysler Group  
5.9  
17.5  
Mercedes-Benz Passenger Cars  
smart  
&
1.9  
2.0  
5.5  
6.0  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
STRATEGIES FOR THE FUTURE. DaimlerChrysler is a company  
whose unique potential ensures it an excellent global  
competitive position. At the same time, we are faced with  
challenges such as the continuing process of consolidation in  
the automotive industry, the growing importance of environ-  
mental considerations and the impact that Internet expansion  
will have on our business processes. In view of these  
challenges, we have developed six core strategies:  
Commercial Vehicles  
(
Mercedes-Benz, Freightliner, Sterling,  
Setra, Thomas Built Buses)  
0.9  
2.4  
2
)
Aerospace  
0.4  
0.7  
1.3  
2.3  
3
)
Others  
1
2
3
) Excluding third-party contracts of €1.7 billion per year.  
) Excluding any EADS effects.  
) Including Potsdamer Platz and Headquarters.  
Attain market leadership in every vehicle segment in  
which we are active.  
Provide premium services throughout the entire  
automotive value-added chain.  
Secure global growth and expand our global market  
presence.  
Mercedes-Benz Passenger Cars & smart  
Best year ever for  
Mercedes-Benz  
The new Mercedes-Benz CL is a unique synthesis of high performance and  
luxury. Advanced technology that is unavailable in any other car and innovative  
design are additional features of this exclusive Mercedes-Benz coupe.  
3
0
9
9
99  
98  
amounts in millions  
US $  
The Mercedes-Benz Passenger Cars & smart division  
is the world’s leading manufacturer of high quality  
passenger cars. Our products set themselves apart from  
those of our competitors through innovative technology,  
the highest levels of safety and comfort, and pioneering  
design. In 1999 we set new records for sales, revenues  
and operating profit. This success was due to the  
wide range of vehicles on offer: The most attractive  
and most diverse range of models Mercedes-Benz has  
ever presented. Moreover, the smart recovered from  
a difficult launch to become a market leader in the  
micro-car segment.  
Operating Profit  
Revenues  
2,722  
2,703  
1,993  
38,367  
38,100  
32,587  
Investments in Property,  
Plant and Equipment  
2,244  
2,057  
2,228  
2,043  
1,995  
1,930  
R & D  
Production (Units)  
Sales (Units)  
1,097,142 947,517  
1,080,267 922,795  
Employees (Dec. 31)  
99,459  
95,198  
3
1
BRAND MANAGEMENT A KEY FACTOR. Competition on the  
global passenger car market continues to heat up. Along with  
innovative technologies, brand management has become a  
decisive competitive factor. For these reasons we have worked  
hard on the continued development of the Mercedes-Benz  
brand over the past several years. As a result Mercedes-Benz  
is represented in nearly all premium market segments.  
The brand’s vehicles are noted for innovative technology,  
the highest levels of comfort and safety, and pioneering  
design. Thanks to our product offensive and the pursuit of  
a consistent price/value strategy, sales of Mercedes-Benz  
passenger cars have risen from 600,000 to over one million  
units in a period of only four years.  
In 1998 we introduced a completely new brand, with  
completely new technology, into a completely new market  
segment. The two-seater smart City coupe is innovative and  
unique, a car for individualists. What’s more, it offers trend-  
setting solutions to problems of urban mobility and optimum  
use of resources.  
MARKETS DEVELOPED POSITIVELY. Overall, trends in the key  
markets ofr the Mercedes-Benz Passenger Cars & smart  
division were favorable trend in 1999. New registrations of  
passenger cars in Western Europe were higher than in 1998.  
Mercedes-Benz and smart market segments profited from  
this development. In North America, sales in the premium  
market segments again surpassed the previous year’s high  
levels, primarily as a result of generally favorable economic  
conditions. In contrast, the economic crisis in South America  
held back demand for passenger cars throughout the year.  
The markets in Japan and the emerging Asian economies  
registered only slight improvement, while Eastern Europe  
and the Middle East countries remained weak.  
The convertible version of the smart City coupe  
features an innovative, multi-stage roof design. The  
smart City convertible is equipped with the same  
SUPREX turbo engine as the smart City coupe, and  
reaches an electronically limited top speed of 135 kph.  
RECORD SALES, REVENUES AND OPERATING PROFIT. The  
Mercedes-Benz Passenger Cars & smart division continued  
in the convertible segment for the first time. This was primarily a  
result of the success of the CLK convertible. In the US, we  
growing profitably in 1999. Unit sales and revenues increased were able to surpass the previous year’s sales volume for the  
significantly and market share improved in nearly all  
important markets. Revenues set a new record, climbing to  
sixth consecutive year. Our market share in the comparable  
segments reached 7.4%. In Japan, Mercedes-Benz was again  
the most successful import brand in 1999. Once again, our  
performance in Japan was significantly better than that of our  
direct competitors. In addition to the S-Class—which has met  
with a tremendous response in Japan—the M- and A-Class  
also contributed greatly to our success. Our share of the  
comparable market segments increased to 14.2% in Japan  
(1998: 12.2%).  
38.1 billion (1998: €32.6 billion). 1999 was also the first  
year in which more than one million Mercedes-Benz and  
smart passenger cars, station wagons, SUVs and City  
coupes were sold throughout the world, an increase of  
3
2
1
57,500 vehicles over last year’s record. This positive sales  
development was accompanied by an increase in operating  
profit of 36% to €2.7 billion, a new record.  
MERCEDES-BENZ ENJOYED MOST SUCCESSFUL YEAR. Sales  
of Mercedes-Benz passenger cars increased by 10% to a  
record of 1,000,400 units in 1999.  
M-CLASS SUCCESS STORY CONTINUES. The M-Class has  
received numerous awards since its introduction in 1997. In  
July 1999, it was selected by the Insurance Institute for High-  
way Safety as “Best Pick” following frontal crash tests on  
The A-Class was particularly successful. With safety standards 15 sport utility vehicles. The 2000 model, which features a  
unique in its class, a wide range of innovations—including its comprehensive package of improvements and attractive new  
special design—and an attractive engine program, extended by diesel engines, will ensure that the popular SUV remains in  
the new 1.9-liter gasoline engine, the A-Class has established  
itself in a fiercely competitive market segment. The new  
great demand. Production capacity for the M-Class in the  
Tuscaloosa, Alabama, plant was increased from 65,000 to  
S-Class received numerous awards and top ratings in a variety 80,000 units in 1999. To meet growing demand in Europe, we  
of tests. Our top model is setting standards competitors  
will have to match. It was therefore no surprise that new  
also launched production of the M-Class at the SFT (Steyr-  
Daimler-Puch Fahrzeugtechnik) company in Graz, Austria,  
registrations of S-Class vehicles in both Germany and Japan in May 1999. Production is scheduled to increase to around  
were almost twice as high as those for the predecessor  
model. Overall, the vehicle’s global market share of the  
luxury segment reached 50%. The M-Class and the CLK also  
had a very successful year. The E-Class, which underwent a  
significant model update in both engineering and design in  
July, fell slightly short of last year’s sales volume. However,  
in the second half of the year, the model update led to a  
strong increase in sales. As expected, sales of the C-Class  
sedan, which will be replaced by a new model in June 2000,  
were lower.  
20,000 units in 2000.  
THE NEW MERCEDES-BENZ CL—A UNIQUE SYNTHESIS OF  
DRIVING PERFORMANCE AND COMFORT. The new Mercedes-  
Benz CL coupe had its world premiere at the 69th Geneva  
Auto Show in the spring of 1999. The CL 500 and CL 600  
versions have been available to customers since the fall. The  
Mercedes coupe is distinguished by state-of-the-art technology  
not available in any other automobile in the world and a  
design which is at once both innovative and elegant. The most  
important new feature is Active Body Control (ABC) as  
standard—a milestone in driving dynamics and comfort. Within  
SALES RECORDS IN IMPORTANT MARKETS. Unit sales  
growth in Western Europe in general (+8%) and Germany in seconds, a high-pressure hydraulic system and two powerful  
particular (+9%) was strong in 1999 and Mercedes-Benz was computers adjust the suspension and damping to driving  
able to retake the lead in the high-priced V-8 segment with the conditions, thereby compensating almost completely for body  
new S-Class. Mercedes-Benz also became the leading brand  
movements while accelerating, taking curves or braking.  
The Vision SLR is the Mercedes-Benz study of a gran  
turismo for the 21st century. It combines style  
elements of the current Formula 1 “Silver Arrow” and  
of the SLR sports car of the fifties.  
VISION SLR ROADSTER: A SPECTACULAR BLEND OF  
ENGINEERING AND DESIGN. The vision of a Mercedes  
super sports car has become reality. After the SLR concept  
car turned heads at the beginning of 1999 in Detroit, the  
DaimlerChrysler Board of Management gave the go-ahead in took fourth position. With a more powerful engine and a new  
July 1999 for production of the new sports car. Mercedes-  
MIKA HÄKKINEN WORLD CHAMPION AGAIN. Mika  
Häkkinen’s repeat victory in the Formula 1 driver’s  
championship was the motor racing highlight of 1999 for  
McLaren Mercedes. The team’s other driver, David Coulthard,  
3
3
chassis, the prospects for a successful Formula 1 season in  
Benz presented the spectacular SLR roadster concept for the 2000 are excellent. This year we will also be active in DTM,  
first time at the International Auto Show (IAA) in Frankfurt/ the German touring car series, with eight Mercedes-Benz  
Main, Germany. Like the SLR coupe, the roadster is a high-  
performance sports car designed with 21st century customers  
in mind. It also sets new standards for future automobile  
development.  
CLKs.  
Passenger Car Sales 1999  
1
Units  
,000  
99:98  
(in %)  
Mercedes-Benz  
of which: A-Class  
C-Class  
1,000  
207  
354  
84  
+10  
+52  
-8  
SMART CITY COUPE ESTABLISHES MARKET POSITION. From  
its market launch until the end of January 2000, more than  
1
00,000 smart City coupes left the assembly line for service  
on Europe’s roads. Weekly sales figures for the smart rose  
significantly throughout the year and the brand’s popularity  
continues to grow strongly. As a result, the City coupe now  
occupies the number one spot in Switzerland in the micro-  
car segment. In Germany, it is number two. The smart is  
currently sold in Germany, Switzerland, Austria, Italy, France,  
the Benelux, in Portugal and in Spain. It will be introduced in  
the UK and in Japan in 2000. The successful smart cdi diesel  
introduced by DaimlerChrysler in December 1999 is also the  
least expensive three-liter car in the world.  
of which: CLK  
SLK  
+35  
-3  
53  
E-Class  
247  
98  
-5  
S-Class/SL  
M-Class  
+69  
+41  
+14  
+368  
+17  
+17  
+17  
+18  
+33  
+11  
+10  
+16  
+11  
+102  
+7  
90  
G-Class  
4
smart  
80  
Sales worldwide  
Europe  
1,080  
750  
417  
324  
82  
WORLD PREMIERE FOR THE SMART CITY CONVERTIBLE AND  
THE ROADSTER CONCEPT. The smart City convertible was a  
big hit with the public after it was unveiled at the IAA in  
Frankfurt last September. The most significant technical  
innovation of the vehicle, which is scheduled for market  
launch in March 2000, is an extraordinary top that opens in  
three stages. Another glimpse at the future of smart was  
provided in Frankfurt by the innovative roadster concept. In  
the quest to get back to basics — in other words, driving fun —  
the roadster deliberately dispenses with certain accessories.  
Weighing in at just under 1,550 pounds, the sporty two-seater  
promises pure driving pleasure without cutting any corners  
on safety.  
of which: Germany  
Western Europe (excl. Germany)  
of which: Italy  
United Kingdom  
France  
64  
47  
North America  
of which: United States (retail sailes)  
212  
189  
16  
South America  
Far East (excl. Japan)  
Japan (new registrations)  
15  
50  
+24  
Chrysler Group  
Exciting products ahead  
C H R Y S L E R , J E E P  
,
D O D G E , P L Y M O U T H  
®
Combining versatility and efficiency in an all-new, distinctively American  
design, the Chrysler PT Cruiser breaks the mold of a traditional small car  
to create a new flexible-activity vehicle with an innovative interior package.  
3
4
9
9
99  
98  
amounts in millions  
US $  
For the Chrysler Group division, 1999 was an all-time  
record year in terms of revenues. And with several  
all-new vehicles joining the lineup, continued strong  
performance is expected. The division’s strongest  
presence is in North America. The Chrysler Group’s  
US market share in 1999 for cars and light trucks was 15%.  
Operating Profit  
Operating Profit Adjusted  
Revenues  
5,086  
5,226  
5,051  
5,190  
4,255  
4,255  
64,534  
64,085  
56,412  
Investments in Property,  
Plant and Equipment  
5,261  
2,014  
5,224  
2,000  
3,920  
1,695  
R & D  
Production (Units)  
Sales (Units)  
3,208,566 2,982,644  
3,229,270 3,093,716  
Employees (Dec. 31)  
129,395  
126,816  
3
5
NORTH AMERICAN MARKET REMAINS FAVORABLE. The  
continued strong growth of the US economy resulted in a  
further increase in North American sales of passenger cars  
and light trucks in 1999. However, the launch of many new  
models and greater production capacity further intensified  
competition which, in turn necessitated a higher level of sales  
incentives in the industry. These developments also affected  
the fast-growing SUV, pickup and minivan segments in which  
the Chrysler Group is a leader.  
REVENUES, SALES, OPERATING PROFIT IMPROVED. The  
division achieved record revenues of €64.1 billion in 1999,  
representing an increase of 14% over 1998. Of total revenues,  
9
3
3% were generated in the NAFTA, 4% in Western Europe and  
% in the rest of the world. Operating profit grew faster than  
revenues, rising 19% to €5.1 billion. Unit sales totaled 3.2  
million (1998: 3.1 million). Mainly due to the economic crises  
in South America and the slow recovery in Asia, sales outside  
North America declined to 177,300, down 6% from 1998.  
CHRYSLER BUILDS ON HERITAGE OF INNOVATION. Chrysler  
brand unit sales grew by 3% to 455,500 vehicles in 1999,  
marked by exceptional sales of the sporty 300M sedan, the  
brand’s flagship. The luxurious LHS sedan and Sebring  
Convertible were first in their categories in Strategic Vision’s  
1
999 Total Quality Awards, based on an independent research  
firm’s survey of the buying, owning and driving experience of  
more than 30,000 customers. Strong sales of the Chrysler  
Town & Country minivan, a luxury car alternative, continued.  
The 2001 Chrysler PT Cruiser, a blend of retro and  
contemporary design, will debut in dealerships in spring 2000.  
The Cruiser combines nimble city handling with the interior  
space and functionality of a much larger vehicle. As a part of  
the brand’s global expansion, the Chrysler 300M will be  
available in Japan by mid-2000 and a right-hand-drive PT  
The award-winning Dodge Dakota Quad Cab is  
the newest entry into the brand’s truck lineup. It  
offers room for six passengers, a powerful V-8  
engine and the largest pickup bed of any four-  
door compact pickup truck.  
Cruiser will be on sale in Japan and Europe by year-end.  
MINIVAN SUCCESS DRIVEN BY CONTINOUS IMPROVEMENT.  
Sixteen years after inventing the minivan, the company  
celebrated the sale of its 8-millionth minivan worldwide in  
1999. A new generation of Chrysler and Dodge minivans was  
unveiled at the 2000 North American International Auto  
Show in Detroit. The new minivans, which will be launched  
on the market in fall 2000, offer sleeker styling, enhanced  
power trains and many new industry-first features, including a  
power-up and power-down liftgate, power dual sliding doors  
and a variable central console. The division enjoys approxi-  
999, the Grand Cherokee was named North American Truck mately 40% of the North American minivan market. Chrysler  
minivans have received more than 130 awards.  
The withdrawal of the Plymouth brand at the close of the  
2
001 model year is part of a strategy for sharpening the  
focus of the division’s brands and expanding the Chrysler  
brand globally.  
3
6
JEEP UNIT SALES CONTINUED TO GROW. Jeep sales reached  
an all-time high in 1999, totaling 680,700 units, up 20%.  
Leading the way was the Grand Cherokee, with a 41% in-  
crease. Completely redesigned and launched in September  
1
of the Year by a panel of independent auto journalists. More  
than two million of them have been built since 1992.  
INVESTING IN GROWTH. The division is investing in several  
of its facilities to expand capacity and reduce product-  
development time. Construction of a new $1.2 billion (€1.2  
Outstanding products, strong worldwide brand recognition  
and an aggressive customer-relationship marketing effort  
keep the Jeep brand prospering. For more than 40 years, Jeep billion) Jeep assembly facility in Toledo, Ohio, is under way. The  
Jamborees have provided owners an opportunity to tackle  
challenging off-road trails across North America. Celebrating  
its sixth anniversary in 2000, Camp Jeep will be a three-day,  
St. Louis North plant in Missouri is undergoing expansion and  
upgrade for assembly of the popular Dodge Ram Quad Cab.  
action-packed gathering of Jeep owners. In addition, Jeep 101 Investment in expanding power train manufacturing opera-  
events provide Jeep owners and prospective owners an  
opportunity to experience Jeep capability first-hand. Each  
year, more than 50,000 customers participate in these  
programs.  
tions includes a $624 (€620) million modernization of  
the Kenosha (Wis.) engine plant and a $260 (€258) million  
upgrade to its Trenton (Mich.) engine plant. The company is  
also building a new $750 (€745) million V-6 engine plant in  
Detroit, near the V-8 plant built in 1998.  
DODGE STANDS FOR PERFORMANCE. A sales increase  
of 4% in 1999 to 1,810,900 vehicles validates the continuing  
strength of the performance-oriented Dodge brand. The latest  
addition is the Dodge Dakota Quad Cab, with six-passenger  
seating, a V-8 engine and the largest pickup bed of any four-  
door compact pickup. The popular Dakota has been named  
J.D. Power & Associates’ most appealing compact pickup three  
years in a row and was first in its class in Strategic Vision’s  
Construction is also under way of a full-size aero/acoustics  
wind tunnel at Auburn Hills, which will be used for evaluation  
of clay models early in the development stage to shorten  
design time. Ground was also broken in 1999 for a new Quality  
Center in Auburn Hills, designed to enhance synergies with  
engineers and suppliers. A new Corrosion Test Facility at the  
Chelsea (Mich.) proving grounds will simulate 10 years of  
corrosion conditions on body parts and components and  
reduce a test schedule from 18 to 6 months.  
1
999 Total Quality Awards and J.D. Power’s Initial Quality  
Study. Strong sales of the Ram pickup, Durango sport-utility  
vehicle, Caravan minivan and Intrepid sedan (Family Circle  
magazine’s Family Car of the Year) reflect the depth of the  
Dodge brand, while the Viper is the ultimate American  
supercar.  
AN EYE TO THE FUTURE. Each year, Chrysler, Dodge and Jeep  
concept vehicles are produced to project the division’s vision  
of its future vehicles. One example is the Chrysler Java, which  
debuted at the 1999 Frankfurt International Auto Show.  
Compact in length, the Java features big benefits for  
Jeep Jamborees, Camp Jeep and Jeep 101  
events provide customers with an opportunity  
to experience the off-road capability of their  
vehicles. Each year, more than 50,000 Jeep  
owners participate in these programs.  
3
7
passengers through its tall architecture and panoramic  
seating. At the 2000 North American International Auto  
Show in Detroit, the division unveiled four new concepts:  
the Chrysler 300 Hemi C rear-wheel-drive convertible; the  
Dodge MAXXcab, a four-door pickup with a short bed and  
car-like interior; the Jeep Varsity, a small sport-utility with  
the refined look of a European car; and the Dodge Viper  
GTS/R, a step toward the next generation of muscle cars.  
SUCCESS ON THE TRACK. The Dodge brand’s presence in  
motorsports is growing. In 2001, the brand will return to  
NASCAR Winston Cup racing, which attracted more than 10  
million spectators and 112 million TV viewers in 1999. The  
Dodge Viper road racing program has won the North Ameri-  
can Super Touring Series, the LeMans 24 Hours twice and the  
FIA GT2 Championship three times. Dodge Ram teams are  
frequent winners in the NASCAR Craftsman Truck Series.  
And in cooperation with DaimlerChrysler Team Mopar  
engineers, driver Mark Kinser won the 1999 World of Outlaws  
E-COMMERCE GROWTH. The explosive growth of e-commerce  
capabilities provides substantial opportunities. The Chrysler sprint car racing championship.  
Group division is establishing an internal “e-Connect” organ-  
ization that will coordinate and communicate its entry  
into a variety of e-commerce business-to-business and busi-  
ness-to-consumer initiatives. Over the last two years, the  
division has developed a fully integrated and networked Web  
Vehicle Sales 1999  
1,000  
Units  
99:98  
(in %)  
infrastructure that will allow it to move with industry-leading  
speed and efficiency further into the e-commerce arena.  
Total  
3,229  
906  
741  
+4  
-3  
of which: Passenger cars  
Trucks  
FIVE STAR CUSTOMER SERVICE. The company sharpened its  
focus on customer service in 1999 by bolstering its trademark  
Five-Star process for ensuring customer-service excellence. A  
national advertising campaign underlined dealers’ ongoing  
commitment to providing well-trained employees, consistent,  
customer-focused processes, and clean, efficient facilities. In  
addition, the division launched Five Star Market Centers in  
+3  
-1  
Minivans  
682  
900  
2,693  
268  
91  
SUVs  
+20  
+6  
+3  
-5  
United States  
Canada  
1999, a web-based ordering service for reducing dealership  
Mexico  
expenses.  
Rest of the world  
177  
-6  
A FOCUS ON SAFETY. In 1999, DaimlerChrysler was the first  
automaker to offer its customers in the US free child-safety  
seat inspections. Through a partnership with Fisher Price Inc.  
and the National Safety Council, the “Fit for a Kid” service is  
more than doubling the number of certified child-safety seat  
inspectors in the US and is creating the capacity to inspect  
and ensure proper installation of 800,000 seats annually.  
Commercial Vehicles  
Growth continues  
M
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S
Freightliner, the No.1 supplier of heavy duty trucks in North America, offers the most modern family of trucks  
and the largest selection of cabs, sleepers, and component options in the industry. Sterling was founded by  
Freightliner Corporation in 1998. Masterful engineering and attention to detail are qualities that enable Sterling  
to create an impressive range of hard-working, long-lasting professional trucks and tractors.  
3
8
9
9
99  
98  
amounts in millions  
Operating Profit  
Revenues  
US $  
The DaimlerChrysler Commercial Vehicles division is  
the world’s leading producer of commercial vehicles.  
It is also an internationally-recognized manufacturer of  
top-quality components. Our global production and  
development spans locations in Europe and North and  
South America. In 1999 our success continued.  
Thanks to a fresh and innovative product line, sales  
and revenues rose to record levels for the sixth  
consecutive year. We were also able to further boost  
operating profit. The Commercial Vehicles division was  
particularly successful in North America and was also  
able to strengthen its market position in Europe.  
1,075  
1,067  
946  
2
6,882 26,695 23,162  
Investments in Property,  
Plant and Equipment  
7
75  
770  
827  
832  
714  
R & D  
833  
Production (Units)  
Sales (Units)  
551,473 492,643  
554,929 489,680  
90,082 89,711  
Employees (Dec. 31)  
3
9
MARKETS IN WESTERN EUROPE AND NORTH AMERICA  
CONTINUE TO DEVELOP FAVORABLY. While the commercial  
vehicle markets of Western Europe and North America  
continued to experience favorable growth, demand in South  
America fell considerably as a result of the economic crisis  
affecting the region. Markets also performed poorly in some  
countries of Southeast Asia, Turkey and Eastern Europe.  
GROWTH CONTINUED. The Commercial Vehicles division  
continued growing in 1999. Unit sales and revenues rose to  
record levels for the sixth consecutive year. Revenues in 1999  
increased by 15% to €26.7 billion. Growth was particularly  
vigorous in the US, where revenues rose by 53% to €9.2  
billion. Germany also posted growth (+11% to €7.0 billion),  
as did Western Europe (excluding Germany), where  
revenues increased by 12% to €6.1 billion. Worldwide sales  
rose to 554,900 (1998: 489,700) trucks, vans and buses of  
the Mercedes-Benz, Freightliner, Sterling, Setra and Thomas  
Built Buses brands. As a result of buoyant demand in North  
America and Western Europe, the division was able to  
slightly boost operating profit from €0.9 billion to €1.1  
billion.  
In October 1999, we restructured the division, creating five  
business units with individual worldwide responsibility for  
their brands and products: Mercedes-Benz Trucks; Mercedes-  
Benz Vans; Mercedes-Benz/Setra Buses; Freightliner, Sterling,  
Thomas Built Buses; and Powertrain.  
HIGHLY SUCCESSFUL YEAR FOR MERCEDES-BENZ TRUCKS. In  
the segment for vehicles over six metric tons, Mercedes-  
Benz produces trucks for long-distance and local shipping, the  
construction industry and for special uses. The vehicles in the  
European product line—Actros, Atego, Econic and Unimog—are  
notable for their economy, long maintenance intervals, and  
The new Mannheim Customer Center, which opened on  
July 19, 1999, is not only a stimulating source of  
information, but also allows customers a look at the  
production process. This engine center sets the standard  
for other Powertrain centers.  
excellent safety and high environmental standards. In 1999  
the Atego was voted Truck of the Year, as was the Actros in  
VANEO COMPACT VAN EXTENDS PRODUCT LINE. The  
Vaneo compact van will extend our product line into the fast-  
expanding sector for vehicles under 2 tons. With its compact  
exterior dimensions, the Vaneo can be used commercially or as  
a family vehicle. It will be launched at the end of 2001.  
1
997. In 1999 new registrations of Mercedes-Benz trucks  
throughout Western Europe reached 79,400 units, signifi-  
cantly exceeding last year’s high volume. As a result, we  
were able to increase our market share to 25% (1998: 24%) in  
the segment above six metric tons, further consolidating our  
leading position in Western Europe.  
LEADING MANUFACTURER OF BUSES WORLDWIDE. In 1999  
DaimlerChrysler sold a total of 44,700 complete buses and bus  
chassis (1998: 32,600). Growth in the markets of Western  
Europe and North America helped offset a decrease in sales  
4
0
Now that our product line has been completely renewed, we  
are enhancing customer service. At the beginning of the year, in South America. In 1999, we were once again the world’s  
®
we introduced FleetBoard , an innovative fleet management  
system to help customers optimize vehicle use and boost  
competitiveness.  
leading manufacturer of buses over eight metric tons.  
EvoBus GmbH, a 100 percent subsidiary of DaimlerChrysler, is  
responsible for our bus operations in Western Europe. In the  
year under review, EvoBus’ sales of complete buses and bus  
chassis fell slightly to 8,000 units. Of this total, the Mercedes-  
Benz brand sold 5,200 units (down 8%), with Setra accounting  
for 2,800 units (up 8%). As a result, EvoBus achieved a market  
share of 26%. The two brands were therefore able to retain  
their market leadership in Western Europe (including Turkey).  
Among the major product launches in 1999 were the  
Mercedes-Benz Travego travel coach and the S 317 GT-HD  
from Setra. Our buses also did extremely well in the  
Commercial Vehicle of the Year awards, capturing two 1st,  
two 2nd and two 3rd places.  
As a result of unfavorable economic conditions in South  
America, sales in the region fell to 44,600 units in 1999  
1998: 57,700). Nevertheless, in the market for vehicles over  
six metric tons, we were able to defend our dominant position  
in Brazil (36%, 1998: 36%) and Argentina (36%, 1998: 37%).  
Our most important market launch last year was the 1938/  
FSK—the first Mercedes-Benz cab-over-engine truck to be  
manufactured in Brazil.  
(
MERCEDES-BENZ VANS LEAD IN EUROPE. Mercedes-Benz  
vans have enjoyed a commanding position on the European  
market since 1997. In the Commercial Vehicle of the Year  
awards, 1st, 2nd and 3rd places were taken by the successful  
Sprinter (2.5–4.6 metric tons), the Vito and V-Class (up to 2.6  
metric tons) and the Vario (4.8–7.5 metric tons), which offer  
ideal versions for both commercial and private applications.  
FREIGHTLINER AND STERLING GOING FOR GROWTH. The  
greatest growth in the year under review was again achieved  
in the North America region. On the strength of an attractive  
product line, we were able to profit significantly from the positi-  
ve development of the North American market last year. As a  
result, we further consolidated our position as the leading  
In 1999, both the Vito and the V-Class underwent substantial  
model updates. The new CDI engines have been particularly  
popular among customers. In the year under review, a total of manufacturer of heavy trucks in North America. Total sales for  
2
20,900 Mercedes-Benz vans (1998: 216,500) were sold  
the region amounted to 193,000 units for the year under review  
(1998: 125,600). In the US, in the segment for Class 8 heavy  
trucks (15 metric tons and up), the combined market share of  
our Freightliner and Sterling brands rose from 33.1% in 1998 to  
37.3% in 1999. Our new Sterling brand alone achieved a market  
share of more than 5%. Sales were particularly successful in the  
segment for Class 6 and 7 medium-weight trucks (8.8–15 metric  
tons), where we were able to improve on the substantial gains  
made in 1998. Total US sales in this segment reached 41,400  
worldwide. The most important markets for the Vans unit  
were Germany (69,300 vehicles; up 5%), and the other West-  
ern European countries (119,800; up 7%). On the strength of  
this performance, market share rose to 18.9% (1998: 18.4%),  
further consolidating our leading position in Europe. In the  
wake of the economic crises in Brazil and Argentina, sales  
outside Western Europe decreased significantly to 31,800  
(1998: 38,800) units.  
The Mercedes-Benz Vito F  
offers numerous new attractive  
features. With its spacious,  
variable interior and its excellent  
ride, the Vito F perfectly suits the  
needs of sporty individuals,  
young families, or business  
people looking for a multi-  
purpose vehicle.  
units (up 45%) in 1999, which represents a market share of  
NETWORKING CUTS COSTS. In 1999, we intensified  
3.1% (1998: 19.5%). Thomas Built Buses Corporation, which networking among various production and development  
facilities within the Commercial Vehicles division. This has  
helped us to fur-ther reduce costs and improve our  
2
Freightliner acquired in 1998, contributed 14,500 vehicles  
to total unit sales in North America. Thomas Built Buses is  
one of the leading manufacturers of bus superstructures in  
the NAFTA region.  
4
1
competitive position. For example, the first Freightliner  
models with Mercedes-Benz engines were unveiled in March  
1
999 at the Mid-American Trucking Show. The new Sterling  
In order to further strengthen DaimlerChrysler’s position in  
the global bus business, our subsidiary, Freightliner, formed a  
joint venture with Mayflower Corporation plc. of the UK, to  
produce buses for the North American market.  
Acterra, which is scheduled for market launch in early 2000,  
will be equipped with four-cylinder and six-cylinder Mercedes-  
Benz diesel engines. A further example is the new generation  
of medium and heavy trucks in South America, which will  
be equipped with the cab used for the European Atego. The  
new business structure will give additional impetus to this  
process of integration.  
POWERTRAIN BUSINESS UNIT: A POWERFUL SYSTEM  
SUPPLIER. The Powertrain business unit (PTU) manu-  
factures and markets engines, transmissions, axles and  
steering systems. The business unit’s most important  
customers are the commercial vehicle assembly plants  
within DaimlerChrysler itself. In 1999, the business unit  
supplied components worth €3.2 billion to customers at  
DaimlerChrysler and external customers. Following its first in-  
dependent appearance at a trade fair (the 1998 International  
Auto Show in Hanover, Germany), the PTU business unit  
has been able to market its products more successfully to  
customers outside of DaimlerChrysler. The acquisition of At-  
lantis Foundries in South Africa marks a further stage in the  
drive to expand PTU’s international production collaboration  
and boost its competitiveness on the world market.  
Commercial Vehicles Sales 1999  
1,000  
Units  
99:98  
(in %)  
World  
555  
226  
282  
45  
+13  
+3  
of which: Vans (including V-Class)  
Trucks  
+20  
+37  
-25  
+4  
Buses  
Unimogs  
2
Europe  
287  
114  
161  
30  
of which: Germany  
Western Europe (excl. Germany)  
of which: France  
United Kingdom  
Italy  
+7  
SERVICE PACKAGES IN DEMAND. Mercedes-Benz  
+9  
CharterWay, a joint venture between our Services division,  
debis, and the Mercedes-Benz Commercial Vehicles division,  
offers its customers a comprehensive service package  
including everything from repairs and maintenance to profes-  
sional fleet management. Since CharterWay was founded in  
+13  
+5  
29  
21  
+24  
+54  
+59  
-23  
-24  
-12  
NAFTA  
193  
172  
45  
1
992, more than 40,000 vehicles have been serviced in this  
of which: USA  
South America  
of which: Brazil  
Asia  
way. By the end of 1999, CharterWay was active in 20  
countries.  
30  
11  
T
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S
Automotive Council  
Sales and Marketing Council  
FOCUS ON DEVELOPMENT AND PRODUCTION. The develop-  
ment of new products is one of the core processes in the  
automotive industry. Designing innovative vehicles with a high  
level of safety and quality in a short time and simultaneously  
ensuring the profitability of the product—that is the demanding  
goal of every manufacturer.  
FOCUS ON THE CUSTOMER. The second core process of the  
value-added chain begins with the responsibility to the  
customer and comprises the production, sales and service of  
vehicles. This also includes professional support and com-  
munication with customers and the entire range of after-  
sales services.  
4
2
DaimlerChrysler faces an additional challenge: harnessing its  
outstanding research and technology, purchasing and hu-  
man resource capabilities; linking the three automotive  
divisions of the company and then utilizing the enormous  
potential that results.  
Substantial synergy savings can also be realized by  
coordinating the interaction of the three automotive  
DaimlerChrysler has an extremely broad range of products  
and brands that includes passenger cars of the Mercedes-Benz divisions and making joint use of the worldwide sales  
and smart brands, passenger cars and trucks of the Chrysler,  
Jeep and Dodge brands and the various trucks, vans and buses  
of the Commercial Vehicles division.  
network.  
THE SALES AND MARKETING COUNCIL (SMC) has a task  
analogous to that of the Automotive Council—making decisions  
affecting all divisions with respect to the sales network, multi-  
ple-brand strategy and sales and after-sales activities in  
The goal of the AUTOMOTIVE COUNCIL (AC) and its members  
from each of the three automotive divisions is to guide, coor-  
dinate and standardize activities at all stages of the product general.  
creation process, while at the same time preserving the  
identity and uniqueness of our brands. Starting points for  
The Sales and Marketing Council manages and controls the  
achieving this include an integrated engine and components sales process through the setting of agreed goals.  
strategy, selective and targeted transfers of innovations, the  
development of common standards and the optimization of  
CREATING VALUE. The Automotive Council and the Sales  
production through best-practice comparisons of the various and Marketing Council, both Board of Management  
locations and their production philosophies.  
committees, will contribute substantially to our efforts to  
market more attractive products of specific brands more  
quickly worldwide, further increase quality in sales and  
services, and raise productivity and efficiency. This will  
help us to create value, satisfy the desires of our customers in  
every respect, once again turning potential into performance.  
Automotive Council  
Development and Production  
Hans Joachim Schöpf  
Development  
Mercedes-Benz Passenger Cars & smart  
Georg Weiberg  
Development  
Mercedes-Benz Vans  
Thomas C. Gale  
Product Development,  
Design Chrysler Group &  
Passenger Car Operations  
Sales and Marketing Council  
Sales and Service  
Eckhard Cordes  
Corporate Development  
&
IT Management  
James P. Holden  
Chrysler Group  
Larry Baker  
MOPAR  
Joachim Schmidt  
Mercedes-Benz  
Passenger Cars & smart  
Sales and Marketing  
Jürgen Hubbert  
Mercedes-Benz Passenger Cars  
Theodor R. Cunningham  
Global Sales  
&
smart  
and Marketing  
Harald Schuff  
Chrysler Group  
Operations and Planning  
Sales Organization  
Europe/Rest of World  
excl. NAFTA  
Dieter Zetsche  
Commercial Vehicles  
Günter Egle  
Global Parts Center  
Mercedes-Benz  
Hans Tempel  
Business Unit  
Mercedes-Benz Trucks  
Sales and Marketing  
Benito de Filippis  
Sales and Marketing  
Mercedes-Benz Vans  
Joe Hilger  
Service Chrysler  
Steve Torok  
Operations and Planning  
Sales Organization NAFTA  
Ulrich Walker  
Global Service Mercedes-Benz  
Members of the Board  
of Management  
DaimlerChrysler AG  
Services  
Dynamic growth  
In its tenth financial year, DaimlerChrysler Services (debis) AG continued its success story, achieving  
new record figures for revenues, earnings and work force in the future-oriented areas of financial  
services and IT services. For debis, 1999 was typified by further internationalization.  
4
4
9
9
99  
98  
*)  
amounts in millions  
US $  
debis, the Services division of DaimlerChrysler, took  
full advantage of the growth potential of the services  
market in 1999 and once again posted outstanding  
results. With a managed portfolio of €99.2 billion,  
debis is one of the world’s leading financial services  
companies outside of the banking and insurance  
sector. debis Systemhaus is one of Europe’s leading  
manufacturer-independent IT services companies.  
Operating Profit  
Operating Profit Adjusted  
Revenues  
2,053  
1,033  
2,039  
1,026  
985  
949  
13,023 12,932  
10,126 10,056  
9,987  
7,772  
2,244  
Financial Services  
IT Services  
2,962  
2,941  
Investments in Property,  
Plant and Equipment  
326  
324  
285  
Employees (Dec. 31)  
26,240 21,272  
*
) 1998: excluding Telecom Services.  
GROWTH CONTINUES. The Services division grew for the  
in all of our markets will be completed in 2000. We also  
expanded internationally in the year under review. At the  
9% to €12.9 billion. 42% of our revenues were generated in end of 1999 the Financial Services business unit had more  
than 100 companies operating in 35 countries around the  
world.  
tenth consecutive year in 1999, with revenues increasing by  
2
the US, 32% in Germany and 12% in the European Union,  
excluding Germany. Earnings were also up in 1999, with  
operating profit increasing to €2.0 billion (1998: €1.0  
billion); after adjusting for extraordinary effects, it actually  
rose by 8% to €1.0 billion. These effects include non-  
recurring income of €1.1 billion from the disposal of 42.4%  
of the shares in debitel, as well as one-time expenses  
arising from the sale of receivables from previos years  
carried out in connection with the integration of the  
financial services business.  
4
5
STRONG GROWTH IN FINANCIAL SERVICES. Key indicators  
for the Financial Services unit were positive in 1999. We set  
records for both contract volume (€99.2 billion; 1998: €70.0  
billion) and new business (€50.7 billion; up 44%). The  
capital services portfolio increased to €7.5 billion (1998:  
€4.9 billion), and the outlook for capital services remains  
very positive. Countertrade volume was up 43% to €486  
million and insurance policy volume increased by 16% to  
€872 million.  
Substantial investment would have been required to continue  
successfully operating debitel, the telecommunications service  
provider, as a unit of DaimlerChrysler. In line with our value  
based management system, however, we decided to sell the  
majority of our debitel shares in order to create additional  
value.  
IT SERVICES: COMPLETE SOLUTIONS. Our IT Services  
customers benefit from our high-grade services, ranging from  
consulting (Plan) to the development of software solutions  
and system integration (Build) to applications, data centers,  
networks and desktops (Run). We offer industry-specific,  
complete solutions, an advantage which has made us one of  
the leading European companies covering all areas of  
information management. The IT Services business unit  
once again posted dynamic growth in 1999.  
A COMPREHENSIVE PACKAGE OF FINANCIAL SERVICES. The  
core business of the Financial Services business unit  
comprises comprehensive financial services for all  
DaimlerChrysler vehicle brands plus other activities such as  
brand-independent fleet management. Non-automobile  
financial services are also an important business area. Such  
capital services include financing concepts and investment  
fund solutions for aircraft, rail vehicles, ships, real estate and  
infrastructure projects. In addition, our countertrade  
An attractive range of services led to revenues increasing by  
31% to €2.9 billion. Growth outside Germany was  
particularly strong, with business volume increasing from  
€562 million to €876 million. Customers outside the  
department provides complete customized solutions for cross- DaimlerChrysler Group accounted for 75% of the business  
border trade and projects, while our insurance activities  
include brokerage services and direct insurance.  
unit’s total revenues in 1999 (1998: 69%).  
The strategically targeted acquisitions we made in 1999 will  
help us expand our range of services even further. The  
acquisition of the French IT company, “Soleri”, represents an  
important step toward consolidating our position in France.  
Other companies were established in the US, the Netherlands,  
Belgium, Hungary, Spain and Austria. Our most recently  
INTEGRATION AND INTERNATIONALIZATION. In January  
1
999, all of DaimlerChrysler’s financial services activities  
were consolidated into debis. Subsequently, the former  
Mercedes-Benz, debis and Chrysler Financial Services leasing  
companies were merged in our most important markets.  
This created great potential for synergy savings. Integration established subsidiary was set up in Australia.  
Aerospace  
A new dawn over Europe  
As the largest sector of Dasa, DaimlerChrysler Aerospace Airbus GmbH is responsible for our  
Airbus activities. Dasa holds a 37.9% stake in the European Airbus consortium, which in 1999 was  
the world’s number two for passenger aircraft sales, and for the first time, number one for incoming  
orders. The Airbus family, which is constantly being expanded with new and innovative models,  
offers attractive products to customers all over the world.  
4
6
9
9
99  
98  
amounts in millions  
US $  
DaimlerChrysler Aerospace (Dasa) was once again one  
of the most profitable companies in its sector. Key  
areas of business remain our holdings in Airbus Indus-  
trie and Eurocopter, the manufacture and marketing  
of engines and our involvement in numerous European  
aerospace projects. The merger of Dasa with the  
French company, Aérospatiale Matra, and the Spanish  
company, CASA, to form the European Aeronautic  
Defence and Space Company (EADS) has created new  
opportunities. EADS will be the largest aerospace  
company in Europe and the third-largest in the world.  
Dasa will also be joining forces with Matra Marconi  
Space (MMS) to create Astrium, a new space-technology  
company.  
Operating Profit  
Revenues  
735  
9,255  
3,363  
710  
730  
9,191  
3,340  
705  
623  
8,770  
2,962  
680  
Commercial Aircraft  
Helicopters  
Military Aircraft  
Space Infrastructure  
Satellites  
1,085  
596  
1,077  
592  
957  
582  
461  
458  
645  
Defense and Civil  
Systems  
1,736  
1,754  
1,724  
1,742  
1,729  
1,660  
Aero Engines  
Investments in Property,  
Plant and Equipment  
338  
336  
326  
R & D  
2,019  
2,005  
2,047  
Employees (Dec. 31)  
46,107 45,858  
4
7
OUTLOOK REMAINS FAVORABLE. D. ue to the high level of  
EADS—NEW HORIZONS FOR EUROPEAN AEROSPACE. In the  
orders on hand we significantly stepped up the production of fourth quarter of 1999, we signed contracts to merge Dasa,  
civil aircraft in 1999. Although new orders did not achieve  
the extremely high level of the previous year, for the first  
time Airbus received more aircraft orders than any other  
manufacturer in the world. Business also continued to  
develop favorably in the aeroengines sector. In the defense  
sector, on the other hand, government budgetary constraints  
led in some cases to a substantial decline in orders. Never-  
theless, the year under review brought us the first contract  
for series production of the new Tiger helicopter.  
the French Aérospatiale Matra and the Spanish CASA to form  
the European Aeronautic Defence and Space Company  
(EADS)—Europe’s largest aerospace company. The new  
company is scheduled to begin operations in the summer of  
2000. We and our French partners will each hold 30% of  
EADS, with SEPI, the Spanish state holding company, taking  
a 5.6% stake. Current plans call for a public offering of the  
remaining 34.4% of the equity. Annual revenues of €21  
billion and a workforce of more than 96,000 employees will  
make EADS the world’s third-largest aerospace company.  
With a 80% stake in Airbus Industrie, EADS will be the  
second-largest manufacturer of civil aircraft in the world.  
It will also be the world’s leading helicopter manufacturer  
BUSINESS VOLUME AND OPERATING PROFIT RISE. In 1999,  
the Aerospace division boosted revenues by 5% to €9.2  
billion. The chief engine of growth was the Commercial  
Aircraft business unit, where increased sales of aircraft and (holding 100% of Eurocopter). In addition, the new company  
aircraft components for the Airbus program led to an above- will be the market leader for carrier rockets and a leading  
average growth rate of 13%. Strong increases were also  
recorded in the Military Aircraft and Aeroengines business  
units. On the strength of a sharp increase in revenues,  
operating profit rose 17% to €730 million, surpassing the  
high figure recorded in 1998.  
supplier of satellites, military aircraft and defense technology.  
ASTRIUM—JOINING FORCES IN THE SPACE SECTOR.  
Contracts signed between Dasa, Aérospatiale Matra and  
Marconi Electronic Systems will further boost the com-  
petitiveness of the European aerospace industry. Matra  
Marconi Space (MMS) and Dasa are scheduled to merge their  
space systems businesses in the first half of 2000. With more  
than 8,000 employees and revenues of €2.25 billion,  
Astrium, the new joint venture, will be the biggest space-  
INCOMING ORDERS CONTINUE TO OUTPACE REVENUES.  
While incoming orders (€9.9 billion) were higher than total  
revenues in 1999, they were significantly down from the  
figure for 1998 (€13.9 billion). This decrease was primarily  
due to the fact that the previous year was exceptional: in 1998 technology company in Europe and a leading global player.  
a boom in the civil aircraft market led to a very high volume of We anticipate that Alenia Spazio, a subsidiary of the Italian  
Airbus orders and the contracts awarded for series production company Finmeccanica, will also join Astrium, further  
of the “Typhoon” Eurofighter were another factor which  
disproportionately inflated orders for that year. As expected,  
further cuts in government budgets also had an impact on the  
level of incoming orders at the Defense and Civil Systems  
business unit. As a result of authorization for the first series  
batch of the Tiger military helicopter, incoming orders for the  
Helicopters business unit doubled over the previous year.  
strengthening the company’s position on the international  
market.  
Other Industrial Businesses  
Rail Systems  
Automotive Electronics  
MTU/Diesel Engines  
4
8
9
9
99  
98  
RAIL SYSTEMS: NEW STRUCTURE. Revenues at the Rail  
Systems business unit were up 7% to €3.6 billion in 1999.  
Earnings remained negative, however. The acquisition of the  
amounts in millions  
US $  
Rail Systems*)  
Revenues  
3,587  
3,354  
3,562  
3,331  
3,316  
4,181  
5
0% share of Adtranz held by ABB is enabling DaimlerChrysler  
to proceed more rapidly and effectively with the necessary  
restructuring at Adtranz. In December 1999, Adtranz began a  
comprehensive restructuring program that is expected to  
achieve a turnaround at the rail systems company in 2000.  
An important element of this program is targeted cost-cutting  
achieved through the elimination of excess capacity, con-  
centration on key areas of expertise and a more efficient  
production and organizational structure.  
Incoming Orders  
Employees (Dec. 31)  
Automotive Electronics  
Revenues  
23,239 23,785  
896  
890  
1,046  
5,173  
754  
760  
Incoming Orders  
Employees (Dec. 31)  
MTU/Diesel Engines  
Revenues  
1,053  
4,638  
966  
959  
1,015  
5,885  
921  
914  
The first CRUSARIS Intercity trains went into service in  
Norway, Switzerland and Great Britain during the year under  
review. Adtranz was responsible for 50% of the total contract  
volume for the production of the ICE3 high-speed train, which  
sets new technical standards in its segment. The People Mover  
automated transport system from Adtranz also went into  
operation at the Rome and Singapore airports. In China, the  
business unit was involved in the electrification of a 600-mile  
rail line. Adtranz also supplied subway and urban light rail  
systems for Lisbon, Stockholm and Bucharest and several  
cities in Germany.  
Incoming Orders  
Employees (Dec. 31)  
1,022  
5,893  
*) 50% consolidation in 1998; comparable figures (100%)  
shown in the table.  
4
9
AUTOMOTIVE ELECTRONICS: STILL BOOMING. The Auto-  
motive Electronics business unit (TEMIC) is a leading sup-  
plier of electronic systems for engines, safety systems and  
applications that enhance driving comfort. TEMIC has  
development, production and sales locations in strategic  
markets in Europe, North America and Asia. Our customer  
base includes most automobile manufacturers around the  
world. Operations focus on seven areas: drivetrains and  
chassis, ABS, occupant safety, sensor systems, comfort  
electronics, electric motors and intelligent distance-control  
systems. Each operates as an independent unit.  
MTU/DIESEL ENGINES: TECHNOLOGICAL LEADERS. The MTU/  
Diesel Engines business unit increased revenues to €1.0  
billion in 1999 (1998: €0.9 billion). Revenues within  
Europe climbed 8% to €600 million. Long-standing business  
relations with our Asian partners also led to higher sales.  
The increase resulted from the timely processing of defense  
procurement orders already on the books, as well as growth  
in the non-defense sector. The biggest contributors to  
revenues in 1999 were sales of propulsion systems for large  
high-speed ferries, luxury yachts, passenger ships and navy  
ships. MTU/Diesel Engines’ new 2000 and 4000 Series  
engines were augmented by additional cylinder and  
In 1999, the Automotive Electronics business unit posted an application variants in 1999, setting new standards for  
8% increase in revenues to €0.9 billion. Incoming orders  
commercial markets in particular, and strengthening the  
1
jumped by 38% to €1.0 billion. The positive business outlook position of this business unit.  
at TEMIC led us to hire 535 employees.  
The launch of new product lines in the distributed power  
New applications have been made possible by modern  
automotive electronics. For example, TEMIC produces a  
continuous velocity transmission (CVT), an adaptive cruise  
control (ACC), telematics applications and systems that are  
now controlled by electronics instead of hydraulics. We also  
anticipate strong growth for our voice recognition system.  
TEMIC took over this area from Dasa in 1999, making it the  
world leader in voice control systems.  
systems segment also contributed substantially to the increase  
in revenues. Alongside its traditional diesel engines and gas  
turbines, MTU began supplying gas engines for distributed  
power systems for the first time in 1999. The company drew  
on its experience and expertise as a systems supplier in  
developing the ready-to-install “Powerpack”— a complete drive  
module for rail vehicles. In a development similar to trends in  
the automotive industry, rail vehicle manufacturers are  
increasingly turning to complete drive systems. MTU also  
demonstrated its technological expertise through its subsidiary  
L’Orange, which manufactures high-performance injection  
systems for diesel, heavy fuel and gas engines and the innova-  
tive common-rail systems.  
D
A
I
M
L
E
R
C
H
R
Y
S
L
E
R
W
O
R
L
D
W
I
D
E
Sales  
Revenues  
North America  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
1
508  
9,180  
1,898  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
41  
5,167 59,766 125,549  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
11  
508 10,408 21,623  
5
0
Services  
3
5
13  
4
6,356  
1,457  
707  
5,349  
502  
Aerospace  
Others  
31  
2,944  
Sales  
Revenues  
South America  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
1
4
466  
23  
350  
780  
1,330  
1,254  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
2
466  
1,346 11,886  
Services  
1
1
11  
1
259  
64  
939  
109  
234  
Aerospace  
Others  
33  
125  
Notes:  
1.  
Unconsolidated revenues from the point of view of the individual business.  
2. Common sales locations for Mercedes-Benz and smart cars and Mercedes-Benz, Freightliner, Sterling, Setra  
and Thomas Built Buses commercial vehicles.  
3. Plus a further 34,133 employees engaged in joint sales of Mercedes-Benz Passenger Cars & smart, Mercedes-Benz,  
Freightliner, Sterling, Setra and Thomas Built Buses commercial vehicles.  
Sales  
Revenues  
Asia  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
4
3
629  
25  
3,101  
409  
328  
420  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
1
629  
517  
1,246  
Services  
1
4
9
11  
76  
116  
267  
407  
50  
29  
Aerospace  
Others  
1,616  
Sales  
Revenues  
Europe  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
8
2
3,460 24,305 92,400  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
28  
2,839  
2,159  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
15  
3,460 13,728 55,327  
5
1
Services  
Aerospace  
Others  
25  
46  
140  
34  
6,065  
19,114  
7,365 45,467  
4,314 29,089  
85  
Sales  
Revenues  
Africa  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
2
1
259  
7
677  
156  
3,503  
13  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
1
259  
430  
Services  
Aerospace  
Others  
1
5
2
80  
30  
23  
668  
17  
151  
Sales  
Revenues  
Australia/Oceania  
Production Organization in millions  
Locations  
Locations  
Personnel  
Mercedes-Benz  
Passenger Cars & smart  
197  
5
440  
134  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
197  
266  
Services  
3
4
1
56  
8
120  
Aerospace  
Others  
34  
71  
263  
Research and Technology  
Driving innovation  
The variable ergonomics test bench gives answers to important questions  
concerning the dimensions and ergonomics of future models. The state-of-  
the-art, computer-controlled equipment helps to considerably shorten the  
development time of new vehicles.  
5
2
DaimlerChrysler’s central Research and Technology department is responsible for integrated  
innovation and technology management. It supports the business units in the development  
‚of technology strategies and establishes the technological basis for innovative products and  
processes. Research and Technology’s success is measured by the extent to which its  
achievements can be transferred into the development, production, sales and marketing  
activities of the business units.  
SEVEN CORE FIELDS OF TECHNOLOGY. Four megatrends  
will determine the future of technology at DaimlerChrysler:  
the demand for sustainable mobility; the use of closed  
production processes and customized materials; increasing  
global networking; and new functions based on electronics.  
To harness these megatrends, Research and Technology  
focuses on seven technology fields: Drive technologies;  
Research launched an innovation campaign in software  
engineering in 1999. Together with the development  
departments at the passenger cars divisions and the central  
Sales and Marketing department, it established so-called “Soft-  
ware Experience Centers.” Although such centers operate  
independently and have their own resources, they are also  
closely integrated with ongoing development projects. The  
vehicle concepts; production technology; materials research; result is an extensive exchange of knowledge and experience  
traffic research and telematics; information and communica- in software development and software quality management.  
tions technology; electronics, mechatronics and control  
technologies.  
Software must be systematically tested if the highest  
standards of quality are to be ensured. To significantly  
reduce testing costs, we developed a model-based test for  
control algorithms and a fully automatic test on the basis of  
evolutionary algorithms. These new procedures, which we  
introduced last year, yielded substantial improvements in  
the methodology and automation of software testing.  
5
3
In 1999 we made great progress with:  
NEW CERAMIC MATERIALS TO REDUCE WEAR. A brake that  
is lighter, more comfortable to use, and doesn’t rust — our  
engineers have turned this concept into reality with a new  
fiber-reinforced ceramic brake disk. A true “brake for life,“  
the so-called “CMC” brake can operate reliably throughout  
LONGER-RANGE BATTERY-DRIVEN VEHICLES. Along with the  
the entire service life of a road vehicle, aircraft or rail vehicle. development of fuel cell drives (see p. 13), we continue to  
CMC brake disks for wheels and axles have already demon- move forward on battery-driven vehicles. The Electric  
strated their potential in tests with ICE high-speed trains.  
The new disk has also proved itself in tests with motor vehi- based on the Chrysler Voyager — has been equipped with a  
cles. Following successful stationary and vehicle tests, we lithium ion battery, replacing the nickel metal hydride battery  
are now working with the vehicle development departments used previously. This will not only improve power and energy  
Powered Interurban Commuter (EPIC) — an electric vehicle  
to get this new technology ready for series production.  
density significantly; it will also increase the vehicle’s range  
and reduce costs. The project is one of the first to combine  
technological expertise from Auburn Hills and Stuttgart, and  
exemplifies the successful cooperation between our research  
LIGHTWEIGHT SEATS FOR SERIES PRODUCTION. A new  
bucket seat concept that uses carbon fiber composites will  
enable lightweight bucket seat design from the world of motor departments.  
sports to deliver the comfort of traditional seats for the first  
time. A key feature is an adjustable seat back made possible by ENHANCING NIGHT VISION. The high beams are on, yet  
installing a joint that is both flexible and torsionally stiff  
drivers on the other side of the highway are not blinded by  
between the seat bottom and seat back. This innovative seat is the light. Thanks to a new night-vision system developed by  
the product of intelligent component and sophisticated  
materials design.  
our engineers, this could soon become a reality. The optical-  
electronic system, which uses an infrared diode as a source  
of light, enhances vision at night and in bad weather.  
Working in cooperation with EvoBus, the system has been  
installed in a test bus, with extremely good results. The laser  
headlight illuminates the road up to 500 feet ahead — more  
than three times the distance achieved by a conventional low  
beam headlight.  
SOFTWARE THAT PROVIDES COMPETITIVE ADVANTAGES.  
Automotive electronics software is becoming increasingly  
important. At the same time, sales and marketing software  
systems tailored to the needs of customers and dealers are  
providing our company with a distinct competitive advan-  
tage. To further promote these areas, DaimlerChrysler  
DaimlerChrysler and the Environment  
Commitment  
to environmental  
protection  
At the Sindelfingen factory, in addition to the legally required  
measurements of emissions in the ambient air, plants are also used as  
solvent detectors. In this greenhouse, air quality is examined using  
tomatoes, nasturtiums and bush beans.  
5
4
Protection of the environment and respect for the conservation of natural resources are high  
priorities for DaimlerChrysler. Our environmentally compatible measures cover the entire  
product range and apply to the complete product life cycle, from the use of raw materials to  
product development, production and usage, all the way to disposal and recycling.  
DEVELOPING A COMMON APPROACH. Through the  
FIRST DAIMLERCHRYSLER ENVIRONMENTAL REPORT. The  
first DaimlerChrysler Annual Environmental Report was  
published in August 1999. The report outlines environmental  
projects in progress worldwide, and demonstrates the  
company’s responsible approach to environmental steward-  
ship. For the first time, we also had an environmental group  
DaimlerChrysler merger we also intend to improve our effi-  
ciency in the area of environmental protection by enhancing  
expertise and adopting the best methods and procedures.  
Consequently, the Post-Merger Integration environmental  
affairs group has been developing a common approach to en-  
vironmental protection, establishing a common environmental review the reporting process and the main contents of the  
policy and leveraging existing programs.  
report and they also paid tribute to our contribution to  
sustainable development. This new approach had an impact  
on acceptance of the report among the general public.  
Feedback through a questionnaire enclosed with the report  
revealed that more than 60 percent of readers considered our  
report superior to other environmental reports, while 30  
percent rated it as good as others.  
Its efforts have focused on:  
Adoption of corporate environmental guidelines.  
Publication of a joint Environmental Report.  
5
5
Identification of best practices and benchmarking.  
Establishment of an efficient organizational structure.  
BEST PRACTICE. As a result of a combined best practice and  
benchmarking effort between Auburn Hills and Stuttgart, nine  
projects have been set up. They focus on environmental  
management systems, auditing, performance measurement,  
hazardous materials and communications. These projects  
were selected on the basis of their potential for enhancing our  
environmental performance, promoting environmental  
standards and cutting costs, as well as their chances of  
success. As our initial analysis shows, there are great oppor-  
tunities for mutual learning since different parts of our  
company provide benchmarks in different areas. To underline  
our commitment, in 2000 we will be introducing a company-  
wide award program for outstanding environmental  
achievements.  
A CORPORATE COMMITMENT. In July 1999, the following six  
environmental guidelines were approved by the Board of  
Management:  
We face the environmental challenges of the future by  
working continuously to improve the environmental  
performance of our products and operations.  
We strive to develop products which, in their respective  
market segments, are environmentally sensitive.  
We plan all stages of manufacturing to provide optimal  
environmental protection.  
CERTIFIED ENVIRONMENTAL MANAGEMENT SYSTEMS  
IMPLEMENTED. Experience has shown that certification  
increases environmental awareness, reduces risk, conserves  
resources, and enhances business performance. At present,  
roughly half the automotive workforce operates within an en-  
vironmental management system that has been certified in  
line with ISO 14001. DaimlerChrysler plans to have all its  
worldwide production facilities certified by the end of 2003.  
In addition, and as a next step, we have also kicked off pilot  
projects which focus on the integration of different manage-  
ment systems, including environmental, quality, and health  
and safety.  
We offer our customers ecologically-oriented service and  
information.  
We endeavor to achieve exemplary environmental  
performance worldwide.  
We provide our employees and the public with compre-  
hensive information on environmental protection.  
At DaimlerChrysler, environmental protection is integrated  
into the activities of the company at all levels. Sustainable,  
long-term growth can only be secured if we take care of our  
valuable resources. In addition, by integrating the principles  
expressed in the guidelines into our decision-making proces-  
ses, we will create a competitive advantage for the company.  
Global Procurement & Supply  
Creating the world’s most  
effective supply chain  
Teamwork with suppliers is a key source of innovation. DaimlerChrysler  
employee Richard Soyka (left) and Decoma employees Christina Hernandez  
and Chris Keyes are involved with a new plastics technology that could help  
make cars lighter and less expensive.  
5
6
DaimlerChrysler’s Global Procurement & Supply function is charged with creating the world’s most  
effective supply chain. During the first year of the merger, DaimlerChrysler’s automotive purchasing  
volume reached €84.5 billion. With extensive procurement and supply activities supporting a variety  
of manufacturing and distribution operations worldwide, we decided to create a new structure that  
would make them part of a single global organization. In 1999, the synergy targets announced for  
Global Procurement & Supply were significantly overachieved.  
MAJOR ADVANTAGES OF A GLOBAL APPROACH:  
Supply Management, which encompasses new processes  
for improving material flows and work schedules,  
reduction of inventories, improving logistics and  
reducing order-to-delivery times throughout the system;  
A global organization is better able to identify best  
practices, implement standardized processes, and rapidly  
introduce improvements within the company and across  
its global supply base.  
Commercial Management, which blends the best of  
existing cost reduction and communications programs to  
increase revenues while reducing costs and improving  
profitability for DaimlerChrysler and each of its Extended  
Enterprise supplier partners, and  
One global organization means more consistent supplier  
management and one interface between the company  
and its suppliers.  
5
7
By leveraging the combined output of all DaimlerChrysler  
business units, the new global organization is in a stronger  
position to select and utilize the services of the world’s best  
suppliers — and to acquire the most innovative technology.  
Program Management, which establishes a new Balanced  
Scorecard supplier ratings system and rewards suppliers  
that actively participate in the Extended Enterprise Pro-  
gram and perform well.  
A global organization can offer significant career and  
personal development opportunities, place talented people We presented the basic principles of our new Extended  
in challenging positions and apply their skills to emerging Enterprise Program to supplier partners from 25 countries in  
opportunities worldwide.  
September 1999 at the first-ever DaimlerChrysler Global  
Supplier Plenum.  
THE NEW EXTENDED ENTERPRISE PROGRAM. Prior to the  
merger, both Daimler-Benz and Chrysler Corporation  
benefited from strong supplier relationships supported by  
distinctive communications programs. The former Daimler-  
Benz program, called TANDEM, provided a platform for  
CREATING A NEW COST MANAGEMENT PROCESS. Another  
major GP&S initiative in 1999 was called the Fusion Project,  
a major program designed to identify the total cost of ownership  
of each process element and to create a new cost manage-  
enhanced communication and cooperation, while the Chrysler ment process worldwide based on the success of the former  
®
Extended Enterprise program promoted shared benefits  
between the automaker and its suppliers. As part of the  
creation of the new DaimlerChrysler Global Procurement &  
Supply organization, the best elements of the Daimler-Benz  
and Chrysler Corporation purchasing programs were blended  
into a new Extended Enterprise system, which aims to foster  
seamless global cooperation between DaimlerChrysler and its  
suppliers in all product creation, volume production and  
customer satisfaction activities.  
Chrysler SCORE cost reduction program and previous Daim-  
ler-Benz cost reduction campaigns. As a result of the Fusion  
Project, new cost management pilot projects will be introduced  
throughout the Extended Enterprise Program.  
SYNERGY TARGETS OVERACHIEVED. By taking advantage of  
synergy effects, we were able to substantially reduce costs  
in Global Procurement & Supply in our first year of  
operations after the merger. The synergy targets announced  
in the merger report were significantly overachieved. This  
excellent result demonstrates the great earnings potential  
that a strong procurement organization brings to our  
company. Close and fair cooperation on a long-term basis  
with our excellent supplier partners will remain the key  
factor of success for our global procurement activities in the  
future.  
The expanded Extended Enterprise Program focuses on four  
key areas:  
Technical Management, which establishes common  
quality standards worldwide and virtual research and  
development systems that blend DaimlerChrysler  
research initiatives with those of suppliers;  
Human Resources  
12,000 new jobs created  
A three-week trip abroad offering a view into another culture is the centerpiece  
of a new DaimlerChrysler exchange program for young people aged 15 to 17.  
The program is intended as a way to develop close relationships between the  
new company’s employees in North America and Germany.  
5
8
Employees  
99  
98  
An important success factor for DaimlerChrysler is the  
creativity and dedication of our employees and their  
enthusiasm for their work. This is why we support and  
encourage the further development of their abilities,  
the international composition of our management, and  
the establishment of an organization that enables us to  
work successfully throughout all of our business units  
around the globe. All our employees participate in the  
creation of corporate value.  
DaimlerChrysler  
466,938 441,502  
99,459 95,158  
Mercedes-Benz Passenger Cars  
&
smart  
1)  
Chrysler Group  
129,395 126,816  
90,082 89,711  
(Chrysler, Jeep , Dodge, Plymouth)  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner, Sterling,  
Setra, Thomas Built Buses)  
2)  
Vehicle Sales Organization  
34,133 31,280  
26,240 23,734  
46,107 45,858  
41,522 28,945  
3)  
Services  
Aerospace  
4)  
Others  
1
2
3
4
) Including Headquarters.  
) Mercedes-Benz Passenger Cars & smart.  
) Excluding Chrysler Financial Services 1998: 20,221.  
) Headquarters, Others.  
5
9
1
2,000 NEW JOBS CREATED. At December 31, 1999,  
DAIMLERCHRYSLER CORPORATE UNIVERSITY (DCU). Linked  
to the strategic goals and tailored to the needs of our business,  
the DCU activities focus on developing global executive talent.  
In 1999 more than 2,000 international executives participated  
in management development seminars, workshops, discussion  
forums and Communities of Practice around the globe. In our  
recently established intranet platform, “DCU Online”, various  
teams from all over the world have access to multimedia  
learning opportunities in order to exchange best practices and  
share knowledge across borders.  
DaimlerChrysler employed 466,938 people worldwide (1998:  
41,502). Of these, approximately 241,233 worked in  
4
Germany, while 123,928 were employed in the US. After  
adjustment for changes resulting from the consolidation  
process, DaimlerChrysler created almost 12,000 additional  
jobs in the year under review.  
INTEGRATION PROCESS DRIVEN FORWARD. Important Hu-  
man Resources integration projects were successfully  
completed by the end of the year. Our achievements include  
the creation of a unified, company-wide management  
structure, a unified system of executive compensation and a  
global framework for employee assignments abroad. We also  
succeeded in rapidly integrating all centralized units and  
functions of the former Daimler-Benz and Chrysler Corporati-  
on. A unified global travel strategy is also being implemented  
that will result in considerable savings.  
PERFORMANCE-BASED COMPENSATION. In 1999, we further  
extended our system of performance-based compensation. The  
distribution of Stock Appreciation Rights (SAR) aligns the  
interests of our executive management with those of the  
shareholders. In Germany, a new profit-sharing arrangement  
for blue and white collar employees is now linked to the value  
creation of the company. In the US, all employees continue to  
participate in performance-based compensation programs.  
With these developments, some portion of compensation is  
based on performance for essentially all levels of responsibility.  
GLOBAL EXCHANGE PROGRAM. With about 100 managers  
trading places on both sides of the Atlantic, our Global Ex-  
change Program far surpassed our original expectations and  
played a key role in bringing the new company closer  
together. We also expanded our language and intercultural  
training programs—more than 8,000 of our employees  
attended such courses in 1999.  
GLOBAL POLICY FOR ETHICAL BEHAVIOR. The Board of  
Management has defined a global policy for ethical behavior  
(Integrity Code) that is valid for every employee in all units of  
the Group. The implementation of this major document is an  
important step towards meeting the expectations shareholders  
and society have concerning corporate behavior.  
RECRUITING CAMPAIGNS. DaimlerChrysler took on more  
than 2,400 university graduates in 1999, primarily in the  
fields of engineering, computer science and business. As well  
A WORD OF THANKS TO OUR STAFF. We would like to thank  
as offering internships throughout the company, we are also all of the company’s employees for their hard work and  
intensifying cooperation with various universities and expand- dedication. Without their commitment, we would never have  
ing internal further education programs leading to Master’s been able to achieve the ambitious goals which we set for  
degrees and Doctorates. Potential new employees are  
therefore afforded the opportunity to take a close look at  
DaimlerChrysler at the earliest possible stage. Our goal in  
Human Resources is for DaimlerChrysler to be among the  
most attractive employers worldwide, allowing us to obtain  
top talent for all our business units.  
ourselves.We would also like to thank our employees’  
representatives for their constructive cooperation.  
A N A L Y S I S  
F I N A N C I A L  
O F  
T H E  
S I T U A T I O N  
Sustained improvement in profitability  
Operating profit increased 28% to €11.0 billion  
Net income reached €5.7 billion (plus 19%)  
Return on net assets significantly above cost of capital at 13.2% (1998: 12.7%)  
Industrial business presented separately for the first time  
CONTINUED IMPROVEMENT IN OPERATING PROFIT.  
million charge for lump-sum retiree payments related to the  
collective bargaining agreement reached with the United  
DaimlerChrysler further improved its profitability in 1999  
6
0
and achieved an operating profit of €11.0 billion. This repre- Auto Workers labor union (UAW) in the US in September  
sents an increase of 28% over the previous year’s figure of 1999.  
8.6 billion. After adjusting for certain one-time items af-  
fecting both financial years, which will be described hereun- The Mercedes-Benz Passenger Cars & smart division  
der, operating profit improved by 20% to €10.3 billion,  
meaning that operating profit increased at a much higher  
rate than revenues. It was particularly encouraging that all  
divisions again achieved higher operating profits – in some  
cases substantially higher. The improvement in operating  
profit was also the result of synergies achieved in the first  
year after the business combination, primarily due to cost  
savings in procurement and supply, and the sales organiza-  
tion. In the segment Other we fully consolidated Adtranz  
for the first time due to our acquisition of the remaining  
achieved an operating profit of €2.7 billion – a substantial  
increase of 36%. Important factors behind this rise were the  
increased volumes of the new S-Class, the A-Class and the  
M-Class. For life-cycle reasons, sales of the C-Class and E-  
Class were below the levels of the previous year. Shipments  
of the E-Class, however, gained momentum again after the  
introduction of the face-lifted model in the middle of the  
year. Higher output figures for the M-Class became possible  
after additional production facilities came on line in Graz,  
where the M-Class has been produced since spring 1999. As  
additional expenditures were necessary for the smart, par-  
50% stake from ABB. Operating improvements at Adtranz  
were partially offset by further burdens from the restructur- ticularly in the first half of the year, for the purpose of prod-  
ing measures initiated during the year.  
uct modifications and in order to achieve better market posi-  
tioning, its contribution to operating profit was again  
negative, despite a significant sales recovery since spring  
With a total of €5.1 billion (1998: €4.3 billion) in 1999 the  
biggest contribution to operating profit again came from the 1999.  
segment Chrysler Group. The significant increase over the  
previous year’s result was mainly due to higher unit sales  
and improved product mix, with the market success of the  
Jeep Grand Cherokee, Dodge Durango and the full-size se-  
The operating profit attained by the Commercial Vehicles di-  
vision rose by 13% to €1,067 million in the 1999 financial  
year (1998: €946 million). Major contributions to this in-  
dans being particularly important. Increases in vehicle pric- crease came from the dynamic development of the commer-  
ing, partially offset by higher sales incentives for certain  
models, also contributed to the improvement in operating  
profit. The depreciation of the euro had an additional posi-  
cial vehicle business in the NAFTA region and the continu-  
ing market success of our vans in the European markets. In  
North America, the vehicles of the new truck brand, Ster-  
tive effect on the translation of the Chrysler Group’s US dol- ling, and the school bus manufacturer, Thomas Built Buses,  
lar profits into euros. On the other hand, negative effects  
arose from the difficult economic situations in Asia and  
South America. Furthermore, the results include a €139  
were available for the entire year for the first time. The diffi-  
cult economic situations in South America and Turkey had a  
negative impact on our business, however.  
Operating Profit by  
Segments  
in millions  
The Services division, in which the services activities of  
debis and Chrysler Financial Services were integrated in  
99  
US $  
99  
98  
1
999, recorded an operating profit of €2,039 million (1998:  
Mercedes-Benz Passenger Cars  
€985 million). This increase was mainly due to gains of  
1,140 million from the sale of most of our shares in debitel  
&
smart  
2,722  
2,703  
1,993  
AG. As this transaction took place less than two years after  
the merger, we reported the figure, in accordance with US  
GAAP, in the statement of income as extraordinary income.  
However, within the framework of segment reporting it is  
allocated to the operating profit of the Services division.  
Negative effects on earnings arose from a charge in the  
amount of €127 million relating to prior period  
securitization transactions. After adjusting for these effects  
and for one-time income from the share-swap (debitel for  
Freecom) carried out with Metro in 1998, the comparable  
figure for operating profit is still well above last year’s  
result.  
Chrysler Group  
(Chrysler, Jeep , Dodge, Plymouth)  
5,086  
1,075  
5,051  
1,067  
4,255  
946  
®
Commercial Vehicles  
(
Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
Services  
2,053  
735  
2,039  
730  
985  
623  
Aerospace  
Other  
(402)  
(180)  
(399)  
(179)  
(130)  
(79)  
Eliminations  
DaimlerChrysler Group  
11,089 11,012  
8,593  
The Aerospace division profited again in 1999 from the  
strong demand for civil aircraft and from the extraordinary  
FINANCIAL INCOME MARKED BY EXCHANGE-RATE INFLU-  
market success of the Airbus program, especially the A320- ENCES. In the year under review, financial income declined  
family. Growth in revenues caused by increased aircraft de-  
by €0.4 billion to €0.3 billion. Higher income from affiliated,  
liveries and a favorable US dollar exchange rate led to a rise associated and related companies and from stock-market  
in operating profit by 17% to €730 million. Due to existing  
gains, which we achieved due to the positive development of  
currency-hedging, however, we were not able to take full ad- stock markets in 1999, were offset by significant charges re-  
6
1
vantage of exchange-rate developments. Restructuring bur-  
dens caused by capacity adjustments in the area of defense  
systems, made necessary by a further decline in the Ger-  
lated to exchange-rate movements. The substantial deprecia-  
tion of the euro against other currencies that are important  
to us led to sizable burdens from the settlement and valua-  
man defense budget, prevented an even higher rise in earn- tion of derivative financial instruments, which did not  
ings.  
qualify for hedge accounting. However, the losses incurred  
of €1.1 billion are only temporary mark-to-market adjust-  
ments, as the corresponding underlying transactions will be  
recorded for purposes of operating profit with the prevailing  
The decline in operating profit for the segment Other is  
mainly due to the fact that the previous year’s results in-  
cluded income from the disposal of the Group’s semiconduc- exchange rates on the day of settlement. In the event that  
tor activities and from the sale of two buildings at  
Potsdamer Platz. The Automotive Electronics business con-  
tinued to increase revenues and earnings while the MTU/  
the current exchange rates also prevail at the time of settle-  
ment of the underlying transaction and the derivative finan-  
cial instrument, a shift occurs between financial income and  
Diesel Engines unit was also able to improve slightly on the operating profit. Therefore the contracted hedge rates apply  
high level of earnings achieved in the preceding year. At  
Adtranz we acquired the remaining 50% stake from ABB in  
the spring. The reorganization measures introduced in the  
in determining net income. The planned adoption of the  
new accounting standard SFAS 133, which permits hedge  
accounting for anticipated foreign currency cash flows, may  
plants in Germany in 1998 contributed to a reduction in the result in lower earnings volatility in periods of significant  
operating losses of the Rail Systems business. Because  
there is still a situation of overcapacity, additional measures  
were necessary, mainly in Europe outside Germany, which  
in 1999 again had a negative effect on operating profit.  
However, with a comprehensive reorganization of produc-  
tion, concentration on core competencies and the adjust-  
ment of capacities to market demand, we are confident that  
Adtranz will be able to achieve and sustain profitability.  
exchange rate fluctuations.  
Consolidated Statements  
of Income  
DISTINCT IMPROVEMENT IN NET INCOME. Net income of  
€5.7 billion is reported in the statement of income – 19%  
higher than the previous year’s result. However, the figures  
for both years were considerably affected by extraordinary  
and other one-time items and are therefore not entirely  
comparable. In 1998, merger costs and the loss on early  
99  
US $  
99  
98  
in millions  
Revenues  
151,035 149,985 131,782  
(119,046) (118,219) (103,666)  
Cost of sales  
Selling, administrative  
and other expenses  
(17,655) (17,532) (16,229)  
(5,777) (5,737) (4,971)  
Research and development  
Other income  
Reconciliation to  
832  
827  
1,099  
(685)  
Operating Profit  
in millions  
99  
99  
98  
US $  
Merger costs  
Income before financial  
income, income taxes and  
extraordinary items  
Income before financial  
income, income taxes and  
extraordinary items  
9,389  
335  
9,324  
333  
7,330  
763  
9,389  
382  
9,324  
379  
7,330  
688  
Financial income, net  
+ Interest cost of pensions, net  
Income before income taxes  
and extraordinary items  
+ Operating income from  
affiliated, associated and  
related companies  
9,724  
9,657  
8,093  
17  
2
17  
2
(15)  
(156)  
Effects of changes in  
German tax law  
+
+
+
Gains on unallocated  
financial instruments  
(818)  
(812)  
Other income taxes  
Total income taxes  
Minority interests  
(3,747) (3,721) (3,014)  
(4,565) (4,533) (3,014)  
Gain on disposal of  
debitel shares  
1,148  
151  
1,140  
150  
6
2
(18)  
(18)  
(130)  
Miscellaneous (principally  
merger costs in 1998)  
Income before  
extraordinary items  
746  
5,141  
5,106  
4,949  
Operating profit  
11,089 11,012  
8,593  
Gains on disposals of a business,  
net of taxes  
664  
659  
Losses on early extinguishment  
of debt, net of taxes  
(20)  
(19)  
(129)  
extinguishment of long-term, high-yielding debt had a nega-  
tive impact on net income in the amount of €401 million  
and €129 million, (after taxes) respectively. On the other  
hand, in 1999 the reduction of our stake in debitel AG from  
Extraordinary items  
Net income  
644  
640  
(129)  
5,785  
5,746  
4,820  
Net income excluding  
5
2.4% to 10.0% (due to the initial public offering and the  
1
)
non-recurring items  
6,270  
6,226  
5,350  
sale of shares to Swisscom) yielded after-tax income of €659  
million, which is shown as an extraordinary item. In con-  
trast there arose negative one-time effects relating to prior  
period securitization transactions, the lump-sum retiree  
payments related to the collective bargaining agreement  
negotiated with the United Auto Workers’ labor union in  
September and the restructuring measures initiated by  
Adtranz. In addition, the tax reform passed by the German  
parliament in 1999 resulted in a one-time tax burden of  
1
)
1999: Disposal of 42.4% of the shares of debitel AG, restructuring  
measures at Adtranz, charge for lump-sum retiree payments related  
to the UAW collective bargaining agreement, charge related to prior  
period securitization transactions, early extinguishment of debt,  
effects of changes in German tax law  
1
998: Merger costs, settlement of obligations relating to the Airbus  
program, goodwill impairment at Adtranz, gains on disposals of  
various businesses, early extinguishment of debt  
812 million for the DaimlerChrysler Group. Since the  
Group’s German companies together record a considerable  
net deferred tax asset position, the benefits resulting from  
the reduction of the corporation tax rate from 45 to 40%  
were offset by a one-time tax charge for the decreased  
valuation of these deferred tax assets. Moreover, there was  
a significant additional tax burden as a result of a broaden-  
ing of the tax base including an additional tax imposed on  
ing the industrial business separately for the first time. The  
eliminations from transactions within the Group, which  
dividends distributed by non-German Group companies. The mainly comprise the supply of vehicles, as well as inter-  
broadening of the tax base, which was considered in the  
consolidated financial statements for 1999 through asset  
write-ups and additional tax provisions, will result in  
increased taxable income in future years and therefore  
partially offset the effect of the tax rate reduction. Adjusted  
for the foregoing one-time effects in both years, net income  
for 1999 of €6.23 billion was 16% higher than the compa-  
rable figure for the previous year of €5.35 billion. Based on  
company loans and the related interest payments, are allo-  
cated to the industrial business. For reasons of comparabil-  
ity with other financial services companies, we report our  
financial services activities as if they were performed by an  
independent company (stand-alone view). For example, the  
vehicles included under equipment on operating leases are  
shown in the balance sheet of the financial services busi-  
ness at market prices and not at original Group production  
Group net income, earnings per share increased from €5.03 costs. The inter-company loans granted within the  
to €5.73; adjusted for one-time effects, earnings per share  
increased from €5.58 to €6.21.  
DaimlerChrysler Group are shown as financial liabilities.  
In the industrial business we achieved a total operating  
profit (net of one-time items) of €9.4 billion, which was 23%  
higher than in the preceding year. At the same time, the  
operating profit of the financial services business rose from  
Development of Earnings  
in billions of €  
€890 million to €939 million.  
12  
1
0
In prior years we published the amounts of net assets and  
return on net assets (RONA) for the industrial business and  
the equity ratio for the DaimlerChrysler Group, assuming  
the leasing and sales financing activities of the financial ser-  
vices business were performed by an independent company.  
For the calculation of the equity ratio, we included the fi-  
nancial services business as if it were an equity method in-  
vestment by the industrial business. In connection with our  
separate presentation of the industrial and financial serv-  
ices business, we modified the computations of net assets  
and RONA, as if both businesses were separate companies.  
However, we have allocated the effects of transactions be-  
tween the industrial and financial services businesses to  
the industrial business. The prior year amounts for net as-  
sets, RONA and the equity ratio have been adjusted to con-  
form with our computations in the current year.  
8
6
4
2
6
3
1)  
1
996 1997 1998  
1999  
Operating Profit  
Net income  
1)  
Net income for 1997 includes €2.5 billion  
of special non-recurring tax benefits  
PERFORMANCE MEASURES SUPPORT VALUE-BASED  
MANAGEMENT. As a result of the merger, the DaimlerChrysler  
Group has developed uniform performance measures which  
are intended to secure the value-based management and  
performance of the company as a whole as well as the indi-  
vidual business units. These performance measures allow  
DIVIDEND OF €2.35 PER SHARE. Due to the continued posi-  
tive earnings trend, we propose to the Annual Meeting  
taking place on April 19, 2000, that for 1999 a dividend of  
€2.35 per share be distributed - the same as for 1998. With  
a total of 1,003 million shares outstanding, the amount to be and encourage decentralized responsibility, inter-divisional  
distributed is €2,358 million.  
transparency and capital-market-oriented investment per-  
formance in all areas of the DaimlerChrysler Group.  
SEPARATE REPORTING OF INDUSTRIAL AND FINANCIAL  
SERVICES BUSINESSES IN THE CONSOLIDATED FINANCIAL  
For performance purposes we differentiate between the  
STATEMENTS. Our leasing and sales financing business con- Group level and the operating levels of the divisions and  
tinued to grow in the 1999 financial year. In recent years, in business units. At the Group level we use net operating in-  
order to make the impact of this rapidly expanding business come, a capital-market-oriented after-tax performance meas-  
on our financial statements more transparent, we presented ure. This is compared to the capital employed by the Group  
in the balance sheets and statements of income and cash  
flows, not only the figures for the Group as a whole, but  
also corresponding figures for our leasing and sales financ-  
for the determination of the Group performance measure,  
return on net assets (RONA). Return on net assets demon-  
strates the extent to which the DaimlerChrysler Group  
ing activities. To provide an even better view of our financial earns or exceeds the rate of return required by its investors.  
position, in the 1999 financial statements we are also show- The required rate of return, or the Group’s average cost of  
Net Assets and  
capital, is defined as the minimum rate of return which in-  
vestors expect for invested equity and borrowings. These  
capital costs are mainly determined by long-term bond rates  
combined with a risk premium for investments in stocks.  
For the Group we currently calculate a weighted average  
cost of capital of 9.2% after taxes.  
Return on Net Assets  
99  
98  
99  
%
98  
%
(annual average, in billions of )  
Net Assets  
Return on Net Assets  
DaimlerChrysler Group  
(after taxes)  
53.2  
50.1  
13.2  
12.7  
For the industrial business units we use operating profit as  
an earnings measure, a commonly accepted performance  
measure before interest and taxes, as this more accurately  
reflects the areas of responsibility under the control of busi-  
ness unit management. The industrial business units also  
use net assets which is defined as assets minus non-inter-  
est-bearing liabilities as a capital basis. The minimum re-  
quired rate of return on net assets is 15.5%. For our finan-  
cial services activities we apply, as is usual in this sector,  
return on equity as a performance measure. The target rate  
of return on equity is 20% (before taxes).  
Industrial businesses  
(
before interest and taxes)  
39.0  
9.6  
35.1  
8.0  
24.0  
28.2  
25.9  
21.9  
25.1  
24.2  
Mercedes-Benz Passenger  
Cars & smart  
Chrysler Group  
(
Chrysler, Jeep , Dodge, Plymouth)  
19.5  
17.6  
®
Commercial Vehicles  
(Mercedes-Benz, Freightliner,  
Sterling, Setra, Thomas Built Buses)  
6.0  
5.5  
17.8  
17.1  
1
)
Services  
0.8  
2.2  
0.5  
1.4  
15.0  
33.8  
16.0  
43.0  
2
)
Aerospace  
Furthermore, value added, defined as the absolute perform-  
ance measure after deducting the average cost of capital,  
serves as an additional important performance measure for  
controlling profitable growth. Particularly in those areas in  
which the rates of return achieved are significantly higher  
than the cost of capital, continued growth in value can pri-  
marily be achieved by selectively utilizing growth opportu-  
nities while maintaining profitability.  
Rail Systems,  
Automotive Electronics,  
MTU/Diesel Engines  
1.0  
1.2  
(29.1)  
(18.4)  
6
4
3)  
Return on Equity  
Stockholders’ Equity  
Financial Services  
5.1  
4.3  
18.4  
20.7  
1
)
)
Excluding Financial Services  
2
Within the framework of our strategic value management  
we also define value added goals for the individual business  
units of the Group. For this purpose we carry out bench-  
mark analyses of the returns and growth rates of the com-  
petitors within each sector.  
The organization of business procedures in the aerospace industry, under  
which a part of the capital employed is generally financed by advance  
payments, results in a relatively low capital base and a correspondingly  
higher RONA value and is therefore not directly comparable with RONA  
values from other industrial sectors.  
3)  
Before taxes  
In 1999 net operating income, which is derived from net in-  
come, rose by 10.6% to €7.0 billion. An increase in annual  
average net assets from €50.1 billion to €53.2 billion – a  
lower growth rate than that of revenues –led to an improve-  
ment in return on net assets for the DaimlerChrysler Group  
from 12.7% to 13.2%. This meant that our return on capital  
again clearly exceeded the weighted average cost of capital  
of 9.2%. A particularly positive point was the fact that all of  
the automotive divisions again improved their return on net  
assets compared with the previous year and exceeded the  
minimum required rate of return of 15.5% by a large mar-  
gin. The return on net assets for Rail Systems was again  
negative, as the business situation was still unsatisfactory  
and because of the restructuring measures that were initi-  
ated. In the financial services business return on equity  
was 18.4%, somewhat lower than in the preceding year and  
below the ambitious minimum required rate of return we  
had set for the business.  
Net assets are determined on the basis of book values, as  
shown in the following table.  
Net Assets  
991)  
981)  
of the DaimlerChrysler Group  
in millions  
Stockholders’ equity  
Minority interests  
36,060 30,367  
650  
691  
Financial liabilities of the  
industrial segment  
4,400  
3,631  
Pension provisions of the  
industrial segment  
14,014 16,535  
55,124 51,224  
Net Assets  
1)  
Represents the value at year-end; the average for the year was  
53.2 billion (1998: €50.1 billion)  
The value added of the DaimlerChrysler Group increased  
during 1999 by €387 million to €2.1 billion. The main  
contributions came from the divisions Mercedes-Benz  
Passenger Cars & smart and Chrysler Group.  
Reconciliation to  
Net Operating Income  
in millions  
Because the resources of the pension fund are to be used  
exclusively for the purpose of providing retirement pension  
payments and are permanently separated from the other as-  
sets of the Group in accordance with US GAAP, the trans-  
ferred investments are reported net against the correspond-  
ing pension provisions. This gives us better international  
comparability, especially with US companies, which finance  
their pension obligations through separate funds.  
99  
98  
Net income  
5,746  
480  
4,820  
530  
Non-recurring items  
Net income adjusted for non-  
recurring items  
6,226  
18  
5,350  
130  
Minority interests  
Interest expense related to  
industrial activities, after taxes  
CONTINUED GROWTH OF THE BALANCE SHEET TOTAL. Sig-  
nificantly higher business volume and the continuing ex-  
pansion of the leasing and sales financing business, as well  
as the considerably higher valuation of the US dollar on the  
balance sheet date, have led to an increase in the balance  
sheet total over last year’s level by €38.5 billion, or 28%, to  
127  
131  
Interest cost of pensions related  
to industrial acivities, after taxes  
661  
748  
Net Operating Income  
7,032  
6,359  
174.7 billion, despite the foundation of the DaimlerChrysler  
Pension Trust. The assets and liabilities of the Group’s US  
companies were translated on December 31, 1999 at a rate  
of exchange of €1 = $1.005 (1998: €1 = $1.169), which  
resulted in correspondingly higher balance sheet positions  
in euros. Of the aggregate rise in total assets, €13.0 billion  
was explained by currency effects alone.  
GERMAN PENSION TRUST FOUNDED. In the future we intend  
to administer the liquidity relating to the pension obliga-  
tions of DaimlerChrysler AG in Germany in a separate pen-  
sion fund according to common international standards. For  
this purpose we founded the DaimlerChrysler Pension Trust On the assets side, primarily equipment on operating leases  
in 1999, and initially transferred into it more than €4 billion and receivables from financial services have increased dis-  
6
5
of securities. In January 2000, we transferred further secu-  
rities in the amount of €1.3 billion to the DaimlerChrysler  
Pension Trust. By means of a long-term investment policy  
proportionately in relation to the increases in other asset  
categories. After growth of 86% and 46%, respectively, these  
items now account for a total of €66.0 billion, which is 38%  
with a larger proportion of stocks, we aim to achieve a higher of our total assets. This is mirrored by financial liabilities  
rate of return, which we expect will reduce our future  
pension expenses. Despite the establishment of the  
amounting to €64.5 billion (1998: €40.4 billion). The stron-  
ger US dollar contributed €5.2 billion to the increase in the  
DaimlerChrysler Pension Trust, DaimlerChrysler AG contin- total of equipment on operating leases and receivables from  
ues to retain the ultimate future obligation for the pension  
benefits. With the newly founded Pension Trust we are ad-  
justing the financing of the pension obligations of  
financial services. Property, plant and equipment rose by  
23% to €36.4 billion. In addition to substantially higher capi-  
tal expenditures, the US dollar denominated fixed assets of  
DaimlerChrysler Corporation, translated into euros, contrib-  
DaimlerChrysler AG to conform with the practices of other  
Group companies in the U.S. and other countries, which use uted to the increase. Inventories – net of advance payments  
pension funds according to country-specific circumstances.  
received – totaled €15.0 billion (1998: €11.8 billion) in the  
consolidated balance sheet. Their share of the balance sheet  
total declined from 8.7% to 8.6%. Due to expanded business  
volume, trade receivables and other receivables increased  
by €3.0 billion to €21.4 billion overall. The level of liquid  
funds fell to €18.2 billion (1998: €19.1 billion) due to the  
transfer of more than €4 billion of securities into the  
DaimlerChrysler Pension Trust.  
Balance Sheet Structure  
Balance Sheet Structure of the Industrial Business  
in billions of €  
in billions of €  
1
75  
175  
9%  
101  
101  
Fixed Assets  
40%  
Stockholders’ Equity  
Accrued Liabilities  
Property, Plant  
and Equipment  
28%  
Stockholders’ Equity  
1
36%  
8
8
88  
3
3%  
27%  
1
36  
136  
21%  
2
2%  
3%  
37%  
37%  
Accrued Liabilities  
Other Fixed Assets  
Inventories  
9%  
39%  
2
5%  
8%  
Non-fixed Assets  
54%  
5
Liabilities  
9
%
14%  
13%  
55%  
37%  
of which:  
Financial Liabilities  
4
Receivables  
Liquidity  
14%  
16%  
13%  
3
0%  
Liabilities  
2
9%  
30%  
2
0%  
of which: Liquidity  
14%  
10%  
Deferred Taxes and  
Prepaid Expenses  
Deferred Taxes  
and Income  
Deferred Taxes and  
Prepaid Expenses  
11%  
12%  
Deferred Taxes  
and Income  
6%  
8%  
6%  
6%  
5%  
5
%
9
9
98  
98  
99  
99  
98  
98  
99  
6
6
A strong increase also occurred in stockholders’ equity,  
which reached €36.1 billion at December 31, 1999 (1998:  
HIGHER CASH FLOW FROM OPERATING ACTIVITIES. Cash pro-  
vided by operating activities (adjusted for changes in the  
consolidated group and exchange-rate effects) increased by  
€30.4 billion). This was the result of higher net income and  
currency translation. In view of the increased balance sheet 8.0% in the year under review and reached €18.0 billion  
total, the equity ratio net of dividend distribution fell from  
0.6% to 19.3%. For the industrial business, however, the  
(1998: €16.7 billion). A significantly better financial result  
(before non-cash expenses and income) was partially offset  
2
equity ratio increased from 26.6% to 27.8%. The Group’s bal- by a higher working capital caused by the expanded busi-  
ance sheet figure for accrued liabilities grew overall by 8.9% ness volume. Cash used for investing activities of €32.1 bil-  
to €37.7 billion. The reduction in pension provisions re-  
sulted from the formation of the DaimlerChrysler Pension  
Trust was offset by higher other accrued liabilities, prima-  
lion in 1999 (1998: €23.4 billion) was again characterized  
by the continued expansion of our leasing and sales financ-  
ing business. For the financial services business, cash used  
rily due to the significant expansion of business volume and for investing activities amounted to €21.8 billion – nearly  
the effects of currency translation.  
€10 billion more than in the preceding year. This was  
primarily due to a considerably higher net increase in  
equipment on operating leases (up €7.9 billion to €12.9 bil-  
lion) and a net cash outflow of €1.8 billion related to receiv-  
ables from financial services. To cover the capital needs of  
our growing financial services business, we entered into a  
considerable volume of both short-term and long-term finan-  
cial liabilities. After taking into consideration the higher  
dividend payments made by the Group to its shareholders  
For the leasing and financing business, total assets in-  
creased by 55% compared with December 31, 1998 to €73.9  
billion. Receivables from financial services of €38.7 billion  
(
1998: €26.5 billion) account for the biggest part of this in-  
crease. Total liabilities, primarily comprised of financial li-  
abilities, increased by €23.3 billion to €60.1 billion during  
1999, as a result of continuing growth in financial services  
and the effects described above from the appreciation of the (adjusted for the special dividend distribution made in  
US dollar. The equity employed in the financial services  
business amounted to €5.7 billion at the end of the year,  
equivalent to about 7.8% of total assets.  
1998) cash provided by financing activities rose by €9.0  
billion to €15.8 billion. As a result of the aforementioned  
developments cash and cash equivalents with an initial  
Cash Flow  
in billions of €  
TRANSPARENCY OF RISK IN ASSET AND LIABILITY MANAGE-  
MENT. The liquid assets available in the DaimlerChrysler  
Group are invested in the money markets and in the capital  
markets, with a view towards both the cash flow needs of  
the Group and the optimization of returns. Our capital mar-  
ket investments are principally in stocks and interest-bear-  
ing bonds, using the instruments of modern portfolio man-  
agement. Derivative financial instruments are used only to  
hedge market risks in asset, liability and foreign currency  
management. We use a central front-end system for the con-  
stant determination and monitoring of portfolios, market  
values and yields.  
2
0
1
5
1
0
5
–5  
10  
15  
20  
25  
30  
35  
For the assessment and control of the risk connected with  
financial instruments held by the Group, we use a risk limit  
set by the Board of Management, derived from the value-at-  
risk method, and in accordance with the regulations of the  
Bank for International Settlements. For this method, we rely  
on the variance-covariance approach based on the Risk  
®
Metrics model and the appropriate data supplied by J. P.  
Morgan. In addition to the historical data for volatilities and  
correlations, information from other sources on interest and  
exchange rates, which is necessary for the evaluation of all  
instruments, is maintained in the financial risk controlling  
system.  
1997  
1998  
1999  
6
7
maturity of less than three months increased by €2.5 billion  
to €8.8 billion (after adjusting for exchange-rate effects).  
Despite the transfer of securities to the DaimlerChrysler  
Pension Trust, liquidity which also includes investments  
and securities with longer maturities, only declined from  
The following table for value-at-risk shows the possible mar-  
ket value fluctuations determined for the stock portfolio and  
the interest-rate-sensitive financial instruments of the  
DaimlerChrysler Group, including the receivables and  
liabilities relating to the financial services business, on the  
basis of a confidence level of 99% and a holding period of  
five days. Risk-reducing correlation effects between indi-  
vidual market parameters are the main reason why the  
€19.1 billion to €18.2 billion.  
ONGOING INTERNATIONALIZATION OF OUR REFINANCING  
ACTIVITIES. The funding activities of the DaimlerChrysler  
Group increased substantially in 1999 due to the continuing overall risk is lower than the sum of the individual risks.  
growth of the financial services business. To achieve this  
funding, the treasury centers in Auburn Hills and Stuttgart  
used our world-wide group of regional holding and finance  
companies as issuing entities in the various capital markets.  
Average  
Value at Risk  
in millions of €  
for  
12/31/1999  
1999 12/31/1998  
Among other bond issues, in 1999 the Group issued its first  
global bond, a US $4.5 billion issue as well as a €1 billion  
benchmark bond issue. To take advantage of prevailing mar-  
ket conditions, funds were raised in other currencies, such  
as the Japanese yen, Canadian dollar, Swiss franc and Czech  
koruna. Another important source of funding, mainly in the  
United States was the securitization of sales financing re-  
ceivables.  
Interest-rate-sensitive financial  
instruments  
81  
71  
42  
1
05  
148  
168  
171  
166  
Stocks and stock derivatives  
Total  
127  
During 1999, we reorganized our commercial bank facilities,  
establishing global credit facilities of US $17 billion, with  
commitments from 49 banks.  
As a consequence of the solid finance structure of  
DaimlerChrysler, the rating agencies, Moody’s Investor Ser-  
vices and Standard & Poor’s, confirmed their existing A1  
and A+ ratings, respectively, in 1999.  
In accordance with applicable regulations on risk manage-  
ment for banks, we have separated the trading areas from  
the administrative functions of processing, financial ac-  
counting and financial controlling in terms of organization,  
location and systems.  
which are constantly reviewed. In this context, the opposing  
currency risks of DaimlerChrysler Corporation are netted  
against the currency risks of DaimlerChrysler AG. The net  
assets of the Group which are invested abroad in subsidiar-  
ies and affiliated companies are generally not hedged  
against currency risks.  
EXCHANGE-RATE RISKS REDUCED BY HEDGING. The interna-  
tional orientation of our business activities results in cash  
receipts and payments denominated in various currencies.  
Particularly due to the fact that exports from Germany ex-  
ceed the flows of imports from other currency regions,  
Because of the introduction of the euro on January 1, 1999,  
risks connected with the currencies of the euro zone  
have now been eliminated. Exchange-rate exposure for the  
DaimlerChrysler Group now primarily exists for the curren-  
DaimlerChrysler is subject to exchange-rate risks. Net expo- cies shown in the following table. This table shows the  
sure, which is the difference between exports and imports  
in each currency, is regularly monitored within the frame-  
work of the centralized foreign currency management. Cur-  
rency exposures are hedged with the use of suitable finan-  
cial instruments according to exchange-rate expectations  
negative effects on pre-tax cash flows in 2000 and 2001 re-  
sulting from a hypothetical 10% appreciation of the euro,  
after consideration of the existing currency hedging which  
occurred through December 31, 1999.  
Exchange-rate sensitivities in 2000  
in billions of €  
USD  
CAD  
GBP  
JPY  
Others  
Total  
Gross foreign currency exposure  
Netting  
14.2  
(6.8)  
7.4  
6.9  
(7.4)  
(0.5)  
3.2  
(0.3)  
2.9  
2.1  
(0.6)  
1.5  
2.1  
(0.3)  
1.8  
28.5  
(15.4)  
13.1  
6
8
Net currency exposure  
Negative effect of a 10%  
appreciation of the euro  
1
)
0.12  
0.05  
0.02  
0.07  
0.26  
Exchange-rate sensitivities in 2001  
in billions of €  
USD  
CAD  
GBP  
JPY  
Others  
Total  
Gross foreign currency exposure  
Netting  
14.8  
(7.7)  
7.1  
7.1  
(7.1)  
3.7  
(0.3)  
3.4  
2.0  
(0.2)  
1.8  
3.1  
(1.2)  
1.9  
30.7  
(16.5)  
14.2  
Net currency exposure  
Negative effect of a 10%  
appreciation of the euro  
1
)
0.30  
0.19  
0.04  
0.14  
0.67  
1)  
On cash flows before taxes, after consideration of existing hedging contracts  
EARLY RECOGNITION AND CONSISTENT MANAGEMENT OF  
FUTURE RISKS. In view of the global operations of the  
DaimlerChrysler Group’s business units and the increas-  
ingly intense competition in all markets, the business units  
are subject to many risks which are inseparably connected  
with entrepreneurial activity. For the early recognition and  
assessment of existing risks and the formulation of an ap-  
propriate response, we have developed and used effective  
monitoring and control systems. Among other things, these  
systems include the application of Group-wide standard  
guidelines, the use of reliable software, the selection and  
training of qualified personnel and constant checks by our  
internal auditors. With a view to the requirements of the  
German Business Monitoring and Transparency Act  
(KonTraG), we have integrated the Group’s early warning  
systems into a risk management system. The operating  
units continuously monitor existing risks and regularly re-  
port on them to the Group’s Board of Management in the  
context of planning and controlling processes, taking into  
consideration agreed-upon thresholds. This ensures that the  
Group’s management recognizes significant risks at an  
early stage and can initiate appropriate measures to deal  
with them.  
Risks resulting from interest-rate and exchange-rate devel-  
opments, including our hedging activities, have been de-  
scribed in this section. Additional uncertainties arise from  
further economic developments in those countries which  
are important for our businesses, and can be increased by  
the strong cyclical nature of demand in some of the markets  
we serve.  
Adtranz operates in an extremely competitive environment,  
characterized by industry overcapacity and pricing pressure  
resulting from the rationalization needs faced by railroad  
operators. We are confident, however, that the measures we  
are taking to restructure Adtranz will improve in its com-  
petitive situation.  
Using a newly developed country-rating system, CRISK-Ex-  
plorer, we are striving to monitor not only the risk potential  
but also the opportunities connected with business activi-  
ties in emerging markets.  
The automotive sector, in particular, is marked by dynamic  
competition which is likely to become even more intense in  
the future as a result of worldwide excess capacity. The in-  
troduction of the euro as a single currency in eleven mem-  
ber states of the European Union and the growing impor-  
tance of new distribution channels such as the Internet will  
reinforce this trend. It will therefore continue to be impor-  
tant for us to maintain our position in our traditional mar-  
kets while exploiting additional market potential with inno-  
vative new products. In this context the market success of  
the smart and the addition of new models and versions to  
the smart product range is of great significance.  
YEAR 2000 ADAPTATION SUCCESSFULLY COMPLETED. We  
successfully completed the process of adapting our informa-  
tion and communications systems for year 2000 compli-  
ance. All of our computers, technical equipment and ma-  
chinery in our plants, offices and spare parts centers  
continued to function properly after the end of the year, so  
there were no significant disturbances or failures. The  
project team that was responsible for Group-wide conver-  
sion and adaptation has now concluded its work and has  
handed over responsibility for further system developments  
to the appropriate functional departments. When carrying  
out the necessary system adaptations for a smooth transi-  
tion to the year 2000, it proved to be a great advantage that  
we had already introduced the euro as our corporate cur-  
rency on January 1, 1999.  
Like all internationally active automobile manufacturers, the  
DaimlerChrysler Group is affected by intensifying legal  
regulations in its various markets concerning the exhaust  
emissions and fuel consumption of its range of cars as well  
as their safety standards. Furthermore, there are several ac-  
tions for damages pending against companies of the  
DaimlerChrysler Group – as well as an investigation by the  
European Commission.  
6
9
For the DaimlerChrysler Group the costs of ensuring year  
2
000 compliance amounted to approximately €240 million.  
Our financial services business is primarily involved in leas-  
ing and financing Group products, mainly vehicles, to our  
customers and for our dealerships. Refinancing is carried  
out to a considerable extent through external capital mar-  
kets. This gives rise, not only to credit risks, but also to re-  
sidual-value risks for the vehicles, which are given back to  
us for remarketing at the end of their leasing periods.  
Of this total, about €70 million was incurred in the 1999 fi-  
nancial year.  
EVENTS AFTER THE END OF THE 1999 FINANCIAL YEAR.  
Since the end of the 1999 financial year there have been no  
further developments, beyond the ones described above,  
which are of major significance to DaimlerChrysler and  
which would lead to a changed assessment of the Group’s  
position. The course of business in the first months of 2000  
confirms the statements made in the section 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 state-  
ments.  
P
R
E
L
I
M
I
N
A
R
Y
N
O
T
E
The accompanying consolidated financial statements  
consolidated balance sheets as of December 31, 1999 and  
998, consolidated statements of income, cash flows and  
changes in stockholders’ equity for each of the financial  
years, 1999, 1998 and 1997) were prepared in accordance  
with United States generally accepted accounting principles  
With the introduction of the euro effective January 1, 1999,  
we changed over our internal and external reporting to  
euros and therefore also prepared the consolidated financial  
statements and the consolidated business review report in  
euros, including the figures for prior years.  
(
1
(
US GAAP).  
The consolidated financial statements and the consolidated  
business review report as of December 31, 1999 prepared in  
accordance with Section 292 a of the HGB (German  
Commercial Code) and filed with the Commercial Register  
in Stuttgart under the number, HRB 19 360, will be  
provided to shareholders on request.  
In order to comply with Section 292 a of the HGB (German  
Commercial Code), the consolidated financial statements  
were supplemented with a consolidated business review  
report and additional 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 Directives of  
the European Community. For the interpretation of these  
directives we relied on the statement by the Committee for  
Accounting Directives, which has also been approved by the  
European Commission and the German Federal Department  
of Justice.  
7
0
S
T
F
A
T
E
M
E
N
T
B
Y
T
H
E
B
O
A
R
D
O
M
A
N
A
G
E
M
E
N
T
The Board of Management of DaimlerChrysler AG is  
responsible for preparing the accompanying financial  
statements.  
KPMG Deutsche Treuhand-Gesellschaft Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft audited the consolidated  
financial statements, which were prepared in accordance  
with the United States generally accepted accounting  
principles, and issued the following auditors’ report.  
We have installed effective controlling and monitoring  
systems to guarantee compliance with accounting principles  
and the adequacy of reporting. These systems include the  
use of uniform guidelines group-wide, the use of reliable  
software, the selection and training of qualified personnel,  
and regular reviews by our internal auditing department.  
Together with the independent auditors, the Supervisory  
Board’s Financial Audit Committee examined and discussed  
the consolidated financial statements including the business  
review report and the auditors’ report in depth.  
Subsequently, the entire Supervisory Board reviewed the  
With a view to the requirements of the German Business  
Monitoring and Transparency Act (KonTraG) we have  
integrated the Group’s early warning systems into a risk  
management system. This enables the Board of Manage-  
ment to identify significant risks at an early stage and to  
initiate appropriate measures.  
documentation related to the financial statements.  
Robert J. Eaton  
Jürgen E. Schrempp  
Manfred Gentz  
I
N
D
E
P
E
N
D
E
N
T
A
U
D
I
T
O
R
S
R
E
P
O
R
T
We have audited the accompanying consolidated balance  
sheets of DaimlerChrysler AG and subsidiaries  
In 1998 and 1997, DaimlerChrysler accounted for a material  
joint venture in accordance with the proportionate method  
(
“DaimlerChrysler”) as of December 31, 1999 and 1998, and of consolidation as is permitted under the Seventh Directive  
the related consolidated statements of income, changes in of the European Community and the Standards of the Inter-  
stockholders’ equity, and cash flows for each of the years in national Accounting Standards Committee. In our opinion,  
the three-year period ended December 31, 1999. These con- United States generally accepted accounting principles re-  
solidated financial statements are the responsibility of  
DaimlerChrysler’s management. Our responsibility is to ex-  
quired that such joint venture be accounted for using the  
equity method of accounting. The United States Securities  
press an opinion on these consolidated financial statements and Exchange Commission stated that it would not object to  
based on our audits. We did not audit the financial state-  
ments of DaimlerChrysler Corporation or certain of its con-  
solidated subsidiaries (“DaimlerChrysler Corporation”),  
DaimlerChrysler’s use of the proportionate method of con-  
solidation as supplemented by the disclosures in Note 3.  
which statements reflect total assets constituting 29 percent In our opinion, based on our audits and the report of the  
and 43 percent at December 31, 1999 and 1998, and total  
revenues constituting 43 percent, 45 percent and 46 per-  
other auditors, except for the use of the proportionate  
method of accounting in 1998 and 1997, as discussed in the  
cent for the years ended December 31, 1999, 1998 and 1997, preceding paragraph, the consolidated financial statements  
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.  
referred to above present fairly, in all material respects, the  
financial position of DaimlerChrysler as of December 31,  
1999 and 1998, and the results of their operations and their  
cash flows for each of the years in the three-year period  
ended December 31, 1999, in conformity with United States  
generally accepted accounting principles.  
7
1
We conducted our audits in accordance with German and  
United States generally accepted auditing standards. Those  
Stuttgart  
standards require that we plan and perform the audit to ob- February 14, 2000  
tain 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.  
KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft  
Prof. Dr. Wiedmann  
Wirtschaftsprüfer  
Schmid  
Wirtschaftsprüfer  
C O N S O L I D AT E D S TAT E M E N T S O F I N C O M E  
Consolidated  
Year ended December 31,  
Note  
99  
Note 1)  
$
99  
98  
97  
(
(in millions, except per share amounts)  
Revenues  
30  
5
151,035  
(119,046)  
31,989  
(17,655)  
(5,777)  
832  
149,985  
(118,219)  
31,766  
(17,532)  
(5,737)  
827  
131,782  
(103,666)  
28,116  
117,572  
(92,879)  
24,693  
(15,621)  
(4,408)  
848  
Cost of sales  
Gross margin  
Selling, administrative and other expenses  
Research and development  
Other income  
5
(16,229)  
(4,971)  
1,099  
6
1
Merger costs  
(685)  
Income before financial income, income taxes and  
extraordinary items  
9,389  
9,324  
7,330  
5,512  
Financial income, net  
7
335  
9,724  
(818)  
333  
9,657  
(812)  
763  
8,093  
633  
6,145  
Income before income taxes and extraordinary items  
Effects of changes in 1999 German tax law  
Tax benefit relating to a special distribution  
Income taxes  
1
)
1,487  
(970)  
7
2
2)  
(3,747)  
(4,565)  
(18)  
(3,721)  
(4,533)  
(18)  
(3,014)  
(3,014)  
(130)  
4,949  
Total income taxes  
8
9
517  
(115)  
Minority interests  
Income before extraordinary items  
Extraordinary items:  
5,141  
5,106  
6,547  
Gains on disposals of a business, net of taxes  
Losses on early extinguishment of debt, net of taxes  
Net income  
664  
(20)  
659  
(19)  
(129)  
4,820  
3)  
5,785  
5,746  
6,547  
Earnings per share  
31  
Basic earnings per share  
Income before extraordinary items  
Extraordinary items  
5
.13  
0.64  
.77  
5.09  
0.64  
5.73  
5.16  
(0.13)  
5.03  
6.90  
6.90  
6.78  
3)  
Net income  
5
3)  
Diluted earnings per share  
Income before extraordinary items  
Extraordinary items  
3)  
5
.10  
0.63  
.73  
5.06  
0.63  
5.69  
5.04  
(0.13)  
4.91  
Net income  
5
6.78  
3)  
1
)
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 the deferred tax asset valuation allowance as of December 31, 1997,  
applied to the domestic operations that file a combined tax return.  
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.  
2)  
3)  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All 1998 and 1997 balances have been restated from Deutsche Marks into euros using the Official Fixed Conversion Rate.  
Industrial Business  
Financial Services  
Year ended December 31,  
Year ended December 31,  
9
9
98  
97  
99  
98  
97  
(in millions, except per share amounts)  
1
39,929  
109,805)  
0,124  
16,532)  
5,737)  
124,010  
(97,492)  
26,518  
(15,351)  
(4,971)  
993  
111,166  
(87,812)  
23,354  
(14,913)  
(4,408)  
769  
10,056  
(8,414)  
1,642  
(1,000)  
7,772  
(6,174)  
1,598  
(878)  
6,406  
(5,067)  
1,339  
(708)  
Revenues  
(
Cost of sales  
3
Gross margin  
(
Selling, administrative and other expenses  
Research and development  
Other income  
(
6
91  
136  
106  
79  
(685)  
Merger costs  
Income before financial income, income taxes and  
extraordinary items  
8,546  
6,504  
4,802  
778  
826  
710  
3
27  
740  
618  
6
23  
15  
Financial income, net  
8,873  
7,244  
5,420  
784  
849  
725  
Income before income taxes and extraordinary items  
Effects of changes in 1999 German tax law  
Tax benefit relating to a special distribution  
Income taxes  
7
3
(
4,340)  
16)  
,517  
(2,732)  
(128)  
784  
(114)  
(193)  
(2)  
(282)  
(2)  
(267)  
(1)  
Total income taxes  
(
Minority interests  
4
4,384  
6,090  
589  
565  
457  
Income before extraordinary items  
Extraordinary items:  
6
59  
(129)  
4,255  
Gains on disposals of a business, net of taxes  
Losses on early extinguishment of debt, net of taxes  
Net income  
(19)  
5
,157  
6,090  
589  
565  
457  
Earnings per share  
Basic earnings per share  
Income before extraordinary items  
Extraordinary items  
Net income  
Diluted earnings per share  
Income before extraordinary items  
Extraordinary items  
Net income  
C O N S O L I D AT E D B A L A N C E S H E E T S  
Consolidated  
Industrial Business  
At December 31,  
Financial Services  
At December 31,  
At December 31,  
Note  
99  
99  
98  
99  
98  
99  
98  
(
Note 1)  
$
(in millions)  
Assets  
Intangible assets  
10  
10  
16  
11  
2,843  
2,823  
36,434  
3,942  
2,561  
29,532  
2,851  
2,632  
36,338  
3,079  
3,433  
45,482  
14,036  
8,522  
38  
2,457  
29,479  
2,149  
2,886  
36,971  
11,142  
6,958  
8
191  
96  
104  
53  
Property, plant and equipment, net  
Investments and long-term financial assets  
Equipment on operating leases, net  
Fixed assets  
36,689  
3,969  
27,440  
70,941  
15,090  
8,902  
39,006  
12,658  
9,032  
9,163  
863  
702  
27,249  
70,448  
14,985  
8,840  
14,662  
49,606  
11,796  
7,605  
23,816  
24,966  
949  
11,776  
12,635  
654  
Inventories  
12  
13  
14  
15  
16  
17  
Trade receivables  
318  
647  
Receivables from financial services  
Other receivables  
38,735  
12,571  
8,969  
26,468  
10,775  
12,160  
6,589  
38,697  
7,163  
719  
26,460  
5,928  
597  
5,408  
8,250  
8,197  
4,847  
11,563  
5,968  
40,486  
4,999  
6,008  
Securities  
Cash and cash equivalents  
Non-fixed assets  
9,099  
902  
621  
93,851  
3,832  
7,265  
93,199  
3,806  
75,393  
5,016  
44,451  
3,710  
7,076  
48,748  
96  
34,907  
17  
7
4
Deferred taxes  
8
Prepaid expenses  
19  
7,214  
6,134  
138  
126  
Total assets (thereof short-term  
1999: 70,111; 1998: 57,953)  
175,889  
174,667  
136,149  
100,719  
88,464  
73,948  
47,685  
Liabilities and stockholders’ equity  
Capital stock  
2,583  
7,380  
24,093  
2,257  
2,565  
7,329  
23,925  
2,241  
2,561  
7,274  
20,533  
(1)  
Additional paid-in capital  
Retained earnings  
Accumulated other comprehensive income  
Treasury stock  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Financial liabilities  
Trade liabilities  
20  
36,313  
654  
36,060  
650  
30,367  
691  
30,318  
637  
25,905  
674  
5,742  
13  
4,462  
17  
22  
23  
24  
25  
37,958  
64,940  
15,896  
10,358  
91,194  
5,228  
4,542  
37,695  
64,488  
15,786  
10,286  
90,560  
5,192  
4,510  
34,629  
40,430  
12,848  
9,249  
62,527  
4,165  
3,770  
37,155  
4,400  
15,484  
7,655  
27,539  
1,227  
3,843  
34,224  
3,631  
12,608  
6,919  
23,158  
1,504  
2,999  
540  
405  
60,088  
302  
36,799  
240  
Other liabilities  
2,631  
63,021  
3,965  
667  
2,330  
39,369  
2,661  
771  
Liabilities  
Deferred taxes  
8
Deferred income  
26  
Total liabilities (thereof short-term  
1
999: 83,171; 1998: 58,181)  
139,576  
175,889  
138,607  
174,667  
105,782  
136,149  
70,401  
62,559  
88,464  
68,206  
73,948  
43,223  
47,685  
Total liabilities and stockholders’ equity  
100,719  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All 1998 balances have been restated from Deutsche Marks into euros using the Official Fixed Conversion Rate.  
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 Retained translation  
capital earnings adjustment securities  
Cumulative Available- Minimum  
Capital  
stock  
for-sale pension Treasury Preferred  
(in millions of €)  
liability  
stock  
stock  
Total  
Balance at January 1, 1997  
Net income  
2,444  
4,210  
16,581  
6,547  
(972)  
112  
(20)  
.
22,355  
6,547  
2,023  
8,570  
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  
7
5
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  
Net income  
5,746  
5,746  
2,242  
7,988  
Other comprehensive income (loss)  
Total comprehensive income  
2,431  
(181)  
(8)  
Issuance of capital stock  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
4
63  
(86)  
86  
67  
(86)  
86  
(2,356)  
2
(2,356)  
(6)  
Other  
(8)  
Balance at December 31, 1999  
2,565  
7,329  
23,925  
1,922  
347  
(28)  
36,060  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All 1998 and 1997 balances have been restated from Deutsche Marks into euros using the Official Fixed Conversion Rate.  
C O N S O L I D AT 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,  
9
9
99  
98  
97  
(
Note 1)  
(in millions)  
$
Net income  
Income (loss) applicable to minority interests  
5,785  
18  
5,746  
18  
4,820  
130  
6,547  
115  
Adjustments to reconcile net income to net cash  
provided by operating activities:  
Tax benefit relating to a special distribution  
Gains on disposals of businesses (see also Note 9)  
(1,487)  
(569)  
(1,189)  
(1,181)  
(296)  
Depreciation and amortization of equipment  
on operating leases  
3,338  
3,315  
1,972  
1,456  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
Losses on early extinguishment of debt (extraordinary item)  
Change in financial instruments  
6,077  
2,419  
19  
6,035  
2,402  
19  
5,359  
1,959  
129  
4,847  
(705)  
249  
247  
(191)  
(368)  
251  
146  
(Gain) loss on disposal of fixed assets/securities  
(1,223)  
499  
(1,215)  
495  
(204)  
(387)  
840  
Change in trading securities  
Change in accrued liabilities  
4,029  
4,001  
1,419  
Change in other operating assets and liabilities:  
inventories, net  
trade receivables  
trade liabilities  
(2,453)  
(738)  
1,340  
(21)  
(2,436)  
(733)  
1,331  
(21)  
(976)  
(688)  
(744)  
(555)  
7
6
1,827  
1,334  
16,681  
1,709  
1,328  
12,337  
other assets and liabilities  
Cash provided by operating activities  
18,149  
18,023  
Purchases of fixed assets:  
Increase in equipment on operating leases  
Purchases of property, plant and equipment  
Purchases of other fixed assets  
(19,471)  
(9,536)  
(650)  
(19,336)  
(9,470)  
(645)  
(10,245)  
(8,155)  
(305)  
4,903  
515  
(7,225)  
(8,051)  
(264)  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
6,621  
6,575  
3,943  
576  
511  
507  
Payments for acquisitions of businesses  
Proceeds from disposals of businesses  
Additions to receivables from financial services  
Repayments of receivables from financial services:  
(1,298)  
1,345  
(1,289)  
1,336  
(857)  
(607)  
685  
1,336  
(70,154)  
(102,855)  
(102,140)  
(81,196)  
Finance receivables collected  
Proceeds from sales of finance receivables  
42,221  
52,206  
(4,426)  
3,745  
41,928  
51,843  
(4,395)  
3,719  
33,784  
40,950  
(4,617)  
2,734  
22,257  
44,336  
(5,190)  
3,828  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
(748)  
(743)  
(1,641)  
(23,445)  
685  
Cash used for investing activities  
(32,335)  
(32,110)  
(14,530)  
Change in commercial paper borrowings and  
short-term financial liabilities  
9,398  
9,333  
2,503  
1,781  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
13,434  
(4,643)  
13,340  
(4,611)  
9,491  
9,057  
(4,126)  
(4,612)  
Dividends paid (Financial Services:  
including profit transferred from subsidiaries)  
(2,395)  
(2,378)  
(6,454)  
(1,267)  
Proceeds from issuance of capital stock  
Purchase of treasury stock  
Proceeds from special distribution tax refund  
Cash provided by (used for) financing activities  
165  
(87)  
164  
(86)  
4,076  
(169)  
1,487  
6,808  
231  
(1,888)  
15,872  
15,762  
3,302  
Effect of foreign exchange rate changes on cash  
and cash equivalents maturing within 3 months  
811  
805  
(397)  
(353)  
646  
Net increase (decrease) in cash and cash  
equivalents maturing within 3 months  
2,497  
2,480  
1,755  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
At end of period  
6,325  
8,822  
6,281  
8,761  
6,634  
6,281  
4,879  
6,634  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All 1998 and 1997 balances have been restated from Deutsche Marks into euros using the Official Fixed Conversion Rate.  
Industrial Business  
Financial Services  
Year ended December 31,  
Year ended December 31,  
9
9
98  
97  
99  
98  
97  
5
,157  
4,255  
128  
6,090  
114  
589  
2
565  
2
457  
1
Net income  
Income (loss) applicable to minority interests  
16  
Adjustments to reconcile net income to net cash  
provided by operating activities:  
(1,487)  
(569)  
Tax benefit relating to a special distribution  
Gains on disposals of businesses (see also Note 9)  
(
1,181)  
(296)  
Depreciation and amortization of equipment  
on operating leases  
2
68  
,966  
,496  
195  
37  
3,047  
1,777  
1,419  
5
5,321  
1,560  
129  
4,820  
(997)  
69  
906  
38  
399  
27  
292  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
Losses on early extinguishment of debt (extraordinary item)  
Change in financial instruments  
(Gain) loss on disposal of fixed assets/securities  
Change in trading securities  
Change in accrued liabilities  
1
19  
2
47  
1,213)  
95  
,913  
(191)  
(317)  
251  
146  
(
(217)  
(387)  
837  
(2)  
(51)  
13  
4
3
1,375  
88  
44  
3
Change in other operating assets and liabilities:  
– inventories, net  
– trade receivables  
– trade liabilities  
– other assets and liabilities  
(
2,387)  
541)  
,222  
415)  
3,062  
(1,040)  
(812)  
(604)  
(578)  
1,709  
146  
(49)  
(192)  
109  
64  
124  
(140)  
23  
7
7
(
1
1,668  
224  
159  
(
394  
1,110  
4,231  
1,182  
3,277  
1
12,450  
9,060  
4,961  
Cash provided by operating activities  
Purchases of fixed assets:  
(
3,192)  
9,407)  
524)  
,303  
11  
1,145)  
,336  
(3,057)  
(8,118)  
(245)  
2,691  
500  
(2,364)  
(8,027)  
(226)  
2,091  
555  
(16,144)  
(63)  
(7,188)  
(37)  
(4,861)  
(24)  
– Increase in equipment on operating leases  
– Purchases of property, plant and equipment  
– Purchases of other fixed assets  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
Payments for acquisitions of businesses  
Proceeds from disposals of businesses  
Additions to receivables from financial services  
Repayments of receivables from financial services:  
– Finance receivables collected  
(
(
(121)  
3,272  
96  
(60)  
(38)  
3
2,212  
15  
1,852  
21  
4
(
(814)  
682  
(543)  
1,336  
1,067  
(144)  
(43)  
(64)  
1
3
(
28)  
63  
(102,112)  
(81,259)  
(71,221)  
(857)  
41,928  
51,843  
(437)  
33,784  
40,950  
(2,602)  
2,487  
23,114  
44,336  
(1,701)  
1,763  
– Proceeds from sales of finance receivables  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
(
3,958)  
,333  
462)  
10,333)  
(2,015)  
247  
(3,489)  
2,065  
1,365  
(7,027)  
3
386  
(
(1,455)  
(11,521)  
(281)  
(186)  
(680)  
(
(21,777)  
(11,924)  
(7,503)  
Cash used for investing activities  
Change in commercial paper borrowings and  
short-term financial liabilities  
(
260)  
18  
39  
(1,136)  
102  
9,593  
3,639  
1,679  
9
322  
944  
2,020  
(768)  
12,422  
(5,050)  
9,169  
7,037  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
4
(5,070)  
(3,844)  
Dividends paid (Financial Services:  
including profit transferred from subsidiaries)  
(2,373)  
(5,865)  
(776)  
(5)  
(589)  
(491)  
8
2
3,561  
(169)  
1,487  
(856)  
55  
(1,888)  
82  
515  
176  
Proceeds from issuance of capital stock  
Purchase of treasury stock  
Proceeds from special distribution tax refund  
Cash provided by (used for) financing activities  
(
86)  
(
1,280)  
50  
,199  
(1,255)  
17,042  
7,664  
4,557  
Effect of foreign exchange rate changes on cash  
and cash equivalents maturing within 3 months  
7
(371)  
(298)  
610  
55  
(26)  
(55)  
36  
Net increase (decrease) in cash and cash  
equivalents maturing within 3 months  
2
1,388  
281  
367  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
At end of period  
5
,660  
5,958  
5,660  
4,570  
5,958  
621  
902  
676  
621  
309  
676  
7,859  
C O N S O L I D AT 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  
Balance at  
Balance at  
January 1,  
1999  
Acquisitions/  
Currency disposals of  
change businesses  
Reclassi-  
fications  
December 31,  
(in millions of €)  
Additions  
Disposals  
1999  
Other intangible assets  
Goodwill  
737  
3,564  
4,301  
55  
359  
414  
21  
108  
129  
236  
103  
339  
22  
88  
73  
983  
4,061  
5,044  
Intangible assets  
22  
161  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
18,018  
26,245  
983  
196  
201  
997  
270  
336  
232  
990  
20,232  
30,673  
Technical equipment and machinery  
2,085  
2,796  
Other equipment, factory and  
office equipment  
17,135  
1,436  
117  
2,699  
414  
1,385  
20,416  
Advance payments relating to plant and  
equipment and construction in progress  
4,539  
632  
20  
2,997  
(1,042)  
46  
7,100  
Property, plant and equipment  
Investments in affiliated companies  
Loans to affiliated companies  
65,937  
718  
5,136  
40  
4
534  
(29)  
8
9,489  
370  
(22)  
(2)  
2,653  
35  
78,421  
1,062  
42  
7
8
29  
60  
59  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
358  
22  
101  
9
19  
15  
(1)  
.
158  
89  
(87)  
100  
66  
546  
1,178  
71  
182  
1,323  
220  
142  
1
676  
109  
785  
Other loans  
195  
8
9
207  
46  
373  
Investments and long-term financial assets  
3,225  
18,129  
184  
3,139  
21  
112  
1,228  
19,336  
307  
8,038  
4,351  
32,678  
2
)
Equipment on operating leases  
1
)
Currency translation changes with period end rates.  
Excluding initial direct costs.  
2)  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
All 1998 balances have been restated from Deutsche Marks into euros using the Official Fixed Conversion Rate.  
Depreciation/Amortization  
Acquisitions/  
Book Value1)  
Balance at Balance at Balance at  
December 31, December 31, December 31,  
Balance at  
January 1,  
Currency disposals of  
change businesses  
Reclassi-  
fications  
1999  
Additions  
Disposals  
1999  
1999  
1998  
3
86  
,354  
,740  
17  
131  
148  
8
22  
30  
137  
215  
352  
2
.
31  
20  
51  
519  
1,702  
2,221  
464  
2,359  
2,823  
351  
2,210  
2,561  
Other intangible assets  
Goodwill  
1
1
2
Intangible assets  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
8
,422  
197  
922  
47  
631  
(6)  
2
132  
761  
9,159  
11,073  
11,098  
9,596  
9,486  
16,759  
115  
2,538  
19,575  
Technical equipment and machinery  
Other equipment, factory and  
office equipment  
11,224  
804  
72  
2,482  
2
1,332  
13,252  
7,164  
5,911  
Advance payments relating to plant and  
equipment and construction in progress  
.
4
.
3
1
7,099  
4,539  
3
6,405  
1,923  
234  
15  
5,655  
(2)  
(3)  
2,228  
41,987  
117  
4
36,434  
945  
29,532  
626  
Property, plant and equipment  
Investments in affiliated companies  
Loans to affiliated companies  
9
2
4
8
.
15  
2
7
9
10  
20  
38  
25  
.
11  
15  
7
16  
530  
350  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
214  
.
4
3
216  
38  
1,107  
182  
964  
3
8
33  
1
.
1
784  
675  
1
7
.
.
2
2
17  
356  
178  
Other loans  
374  
41  
13  
28  
34  
1,872  
409  
5,574  
3,942  
27,104  
2,851  
14,566  
Investments and long-term financial assets  
2)  
Equipment on operating leases  
3
,563  
555  
3,315  
N O T E S T O C O N S O L I D AT 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  
T H E C O M P A N Y A N D T H E M E R G E R  
Certain prior year balances have been reclassified to conform with  
the Group’s current year presentation.  
1
.
DaimlerChrysler AG (“DaimlerChrysler” or the “Group”) was  
formed through the merger of Daimler-Benz Aktiengesellschaft  
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 sig-  
nificantly influenced by activities of the financial services busi-  
(
“Daimler-Benz”) and Chrysler Corporation (“Chrysler”) in Novem-  
ber 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 accounts for certain joint ventures in accord- nesses. To enhance the readers’ understanding of the Group’s con-  
ance with the proportionate method of consolidation (see Note 3).  
Prior to December 31, 1998, DaimlerChrysler prepared and re-  
ported its consolidated financial statements in Deutsche Marks  
solidated financial statements, the accompanying financial state-  
ments present, in addition to the consolidated financial statements,  
information with respect to the financial position, results of opera-  
(
“DM”). With the introduction of the euro (“€”) on January 1, 1999, tions and cash flows of the Group’s industrial and financial serv-  
DaimlerChrysler has presented the accompanying consolidated fi-  
nancial statements in euro. Accordingly, the Deutsche Mark con-  
solidated financial statements for prior periods have been restated  
into euro using the Official Fixed Conversion Rate of €1 =  
ices 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 industrial or financial services business ac-  
DM1.95583. DaimlerChrysler’s 1998 and 1997 restated euro finan- tivities. Transactions between the Group’s industrial and financial  
cial statements depict the same trends as would have been pre-  
sented if it had continued to present its consolidated financial  
statements in Deutsche Marks. The Group’s consolidated financial  
statements will, however, not be comparable to the euro financial  
businesses principally represent intercompany sales of products,  
intercompany borrowings and related interest, and other support  
under special vehicle financing programs. The effects of transac-  
tions between the industrial and financial services businesses  
8
0
statements of other companies that previously reported their finan- have been eliminated within the industrial business columns.  
cial information in a currency other than Deutsche Marks. All  
amounts herein are shown in millions of euros and for the year  
1999 are also presented in U.S. dollars (“$”), the latter being unau-  
dited and presented solely for the convenience of the reader at the  
rate of €1 = $1.0070, the Noon Buying Rate of the Federal Reserve  
Bank of New York on December 31, 1999.  
2 . S U M M A R Y 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 DaimlerChrysler  
has legal or effective control are consolidated. Significant invest-  
ments in which DaimlerChrysler has a 20% to 50% ownership (“as-  
Pursuant to the amended and restated business combination  
agreement dated May 7, 1998, 1.005 Ordinary Shares, no par value sociated companies”) are generally accounted for using the equity  
(
“DaimlerChrysler Ordinary Share”), of DaimlerChrysler were is-  
sued for each outstanding Ordinary Share of Daimler-Benz and  
6235 DaimlerChrysler Ordinary Shares were issued for each out-  
method. For certain investments in joint ventures, DaimlerChrysler  
uses the proportionate method of consolidation (see Note 3). All  
other investments are accounted for at cost.  
.
standing share of Chrysler common stock, stock options and per-  
formance shares. DaimlerChrysler issued 1,001.7 million Ordinary  
Shares in connection with these transactions.  
For business combinations accounted for under the purchase ac-  
counting method, all assets acquired and liabilities assumed are  
recorded at fair value. An excess of the purchase price over the fair  
The Merger was accounted for as a pooling of interests and accord- value of net assets acquired is capitalized as goodwill and amor-  
ingly, the historical results of Daimler-Benz and Chrysler for 1998  
and 1997 have been restated as if the companies had been com-  
bined for all periods presented. In connection with the Merger,  
tized over the estimated period of benefit on a straight-line basis.  
The effects of intercompany transactions have been eliminated.  
Foreign Currencies – The assets and liabilities of foreign subsidiar-  
685 of merger costs (€401 after tax) were incurred and charged  
to expense in 1998. These costs consisted primarily of fees for in-  
vestment bankers, attorneys, accountants, financial printing, accel- ies where the functional currency is other than the euro are gener-  
erated management compensation and other related charges.  
ally translated using period-end exchange rates while the state-  
ments of income are translated using average exchange rates dur-  
ing 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’ eq-  
uity.  
The assets and liabilities of foreign subsidiaries operating in  
highly inflationary economies are remeasured into euro on the ba-  
sis of period-end rates for monetary assets and liabilities and at  
historical rates for non-monetary items, with resulting translation  
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.  
Product-Related Expenses – Expenditures for advertising and sales  
promotion and for other sales-related expenses are charged to ex-  
pense as incurred. Provisions for estimated costs related to product  
warranty are made at the time the related sale is recorded. Re-  
search and development costs are expensed as incurred.  
Earnings Per Share  Basic earnings per share is calculated by di-  
viding net income by the weighted average number of shares out-  
standing. Diluted earnings per share reflects the potential dilution  
that would occur if all securities and other contracts to issue Ordi-  
nary Shares were exercised or converted (see Note 31). Net income  
represents the earnings of the Group after minority interests. Bas-  
ic and diluted earnings per Ordinary Share for the years ended De-  
cember 31, 1998 and 1997 have been restated to reflect the conver-  
sion of Daimler-Benz and Chrysler shares into DaimlerChrysler Or-  
dinary Shares (see Note 1) and the dilutive effect resulting from  
the discount to market value at which the Daimler-Benz Ordinary  
Shares were sold in the rights offering (see Note 20).  
The exchange rates of the significant currencies of non-euro par-  
ticipating countries used in preparation of the consolidated finan-  
cial statements were as follows (prior periods have been restated  
from Deutsche Marks into euros using the Official Fixed Conver-  
sion Rate of €1 = DM1.95583):  
Exchange rate at  
December 31,  
Annual average  
exchange rate  
1
999  
1998  
€1 =  
1999  
€1 =  
1998  
1997  
€1 =  
Currency:  
€1 =  
€1 =  
Brazil  
BRL  
GBP  
1.80  
0.62  
1.42  
1.93  
1.29  
1.22  
Intangible Assets – Purchased intangible assets, other than good-  
will, are valued at acquisition cost and are generally amortized  
over their respective useful lives (3 to 40 years) on a straight-line  
basis. Goodwill derived from acquisitions is capitalized and amor-  
tized over 3 to 40 years. The Group periodically assesses the re-  
coverability of its goodwill based upon projected future cash flows.  
Great  
Britain  
0.70  
0.66  
0.67  
0.69  
Japan  
USA  
JPY  
102.73  
1.00  
134.84  
1.17  
121.25  
1.07  
144.96  
1.11  
136.20  
1.13  
USD  
8
1
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 Group condi-  
tionally guarantees the minimum resale value of the product are  
accounted for as operating leases with the related revenues and  
costs deferred at the time of title passage. Operating lease income  
is recorded when earned on a straight-line basis. Revenue on long-  
term contracts is generally recognized under the percentage-of-  
completion method based upon contractual milestones or perform-  
ance. Revenue from finance receivables is recorded on the interest  
method.  
Property, Plant and Equipment  Property, plant and equipment is  
valued at acquisition or manufacturing costs less accumulated de-  
preciation. Depreciation expense is recognized either using the de-  
clining balance method until the straight-line method yields larger  
expenses or the straight-line method. Special tooling costs are  
capitalized and amortized over their estimated useful lives, prima-  
rily using the units of production method. The costs of internally  
produced equipment and facilities include all direct costs and allo-  
cable manufacturing overhead. Costs of the construction of certain  
long-term assets include capitalized interest which is amortized  
over the estimated useful life of the related asset. The following  
useful lives are assumed: buildings - 17 to 50 years; site improve-  
ments – 8 to 20 years; technical equipment and machinery – 3 to  
30 years; and other equipment, factory and office equipment – 2  
to 15 years.  
The Group sells significant amounts of finance 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 lim-  
ited interest in principal balances of the sold receivables and cer-  
tain cash deposits provided as credit enhancements for investors.  
Gains and losses from the sales of finance receivables are recog-  
nized in the period in which such sales occur. In determining the  
gain or loss for each qualifying sale of finance receivables, the in-  
vestment in the sold receivable pool is allocated between the por-  
tion sold and the portion retained based upon their relative fair  
values.  
(
in millions of €, except per share amounts)  
Leasing – The Group is a lessee of property, plant and equipment  
and lessor of equipment, principally passenger cars and commer-  
cial vehicles. All leases that meet certain specified criteria in-  
tended to represent situations where the substantive risks and re-  
wards of ownership have been transferred to the lessee are ac-  
counted 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 depreciated over its esti-  
mated useful life, generally 3 to 14 years, using the straight-line  
method.  
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 Account-  
ing Standards (“SFAS”) 87, “Employers’ Accounting for Pensions,”  
and SFAS 106, “Employers’ Accounting for Postretirement Benefits  
Other Than Pensions.” An accrued liability for taxes and other con-  
tingencies is recorded when an obligation to a third party has been  
incurred, the payment is probable and the amount can be reason-  
ably estimated. The effects of accrued liabilities relating to person-  
nel and social costs are valued at their net present value where ap-  
propriate.  
Long-Lived Assets – The Group reviews long-lived assets to be held  
and used for impairment whenever events or changes in circum-  
stances indicate that the carrying amount of an asset may not be  
recoverable.  
Use of Estimates – Preparation of the financial statements requires  
management to make estimates and assumptions that affect the re-  
ported amounts of assets and liabilities and disclosure of contin-  
gent assets and liabilities at the date of the financial statements  
and reported amounts of revenues and expenses during the report-  
Non-fixed Assets – Non-fixed assets represent the Group’s invento-  
ries, receivables, securities and cash, including amounts to be real- ing period. Actual results could differ from those estimates.  
ized in excess of one year. In the accompanying footnotes, the por-  
tion of assets and liabilities to be realized and settled in excess of  
one year has been disclosed.  
New Accounting Pronouncements – On January 1, 1999,  
DaimlerChrysler adopted Statement of Position (“SOP”) 98-5, “Re-  
porting on the Costs of Start-Up Activities,” issued by the Ameri-  
can Institute of Certified Public Accountants. SOP 98-5 provides,  
among other things, guidance on the financial reporting of start-up  
costs and organization costs. It requires costs of start-up activities  
and organization costs to be expensed as incurred. Adoption of this  
accounting pronouncement did not have a material effect on  
DaimlerChrysler’s consolidated financial statements.  
Marketable Securities and Investments  Securities are accounted  
for at fair values, if readily determinable. Unrealized gains and  
losses on trading securities, representing securities bought princi-  
pally for the purposes of selling them in the near term, are in-  
cluded in income. Unrealized gains and losses on available-for-sale  
securities are included in accumulated other comprehensive in-  
come, net of applicable deferred income taxes. All other securities  
8
2
are recorded at cost. Unrealized losses on all marketable securities In June 1998, the Financial Accounting Standards Board issued  
and investments that are other than temporary are recognized in  
income.  
SFAS 133, “Accounting for Derivative Instruments and Hedging Ac-  
tivities.” This Standard requires companies to record derivatives  
on the balance sheet as assets and liabilities, measured at fair  
value. Gains and 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. With  
the issuance of SFAS 137, “Accounting for Derivative Instruments  
Inventories — Inventories are 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”). Cer-  
tain of the Group’s U.S. inventories are valued using the last-in,  
first-out method (“LIFO”). Manufacturing costs comprise direct ma- and Hedging Activities – Deferral of the Effective Date of FASB  
terial and labor and applicable manufacturing overheads, including Statement No. 133, an Amendment of FASB Statement No. 133,”  
depreciation charges.  
this Standard is effective for fiscal years beginning after June 15,  
000. DaimlerChrysler plans to adopt SFAS 133 effective January  
2
Financial Instruments – DaimlerChrysler uses derivative financial  
instruments for hedging purposes. Financial instruments, includ-  
1, 2000. The new Standard will permit the Group to apply hedge  
accounting for certain foreign currency derivative contracts on  
ing derivatives (especially currency futures, options and swaps, se- qualifying forecasted transactions. Under the Group’s current ac-  
curity options and interest rate 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  
recognized in income. If there is a direct connection between a de-  
rivative financial instrument and an underlying transaction and a  
derivative is so designated, a valuation unit is formed. Once allo-  
cated, gains and losses from these valuation units, which are used  
to manage interest rate and currency risks of identifiable assets, li-  
abilities, or firm commitments, do not affect income until the un-  
derlying transaction is realized (see Note 29 d).  
counting policies such contracts are marked to market with unreal-  
ized gains and losses impacting current earnings. Accordingly, ap-  
plication of the new Standard in accounting for such foreign cur-  
rency derivative contracts may result in lower current period earn-  
ings volatility relating to the Group’s foreign currency risk man-  
agement in periods of significant changes in exchange rates.  
3
.
S C O P E O F C O N S O L I D AT I O N  
Summarized consolidated financial information of Adtranz follows  
as of December 31, 1998 and for the years ended December 31,  
1998 and 1997. The amounts represent those used in the  
Scope of Consolidation – DaimlerChrysler comprises 549 foreign  
and domestic subsidiaries (1998: 481) and 16 joint ventures (1998:  
8
2); the latter are generally accounted for on a pro rata basis. A to- DaimlerChrysler consolidation, including goodwill resulting from  
tal of 55 (1998: 27) subsidiaries are accounted for in the consoli-  
dated financial statements using the equity method of accounting.  
the formation of Adtranz. Other companies included in the consoli-  
dated financial statements according to the proportionate method  
During 1999, 76 subsidiaries and 2 joint ventures were included in are not material.  
the consolidated financial statements for the first time. A total of  
At December 31,  
6
9 subsidiaries and 7 joint ventures were no longer included in  
Balance Sheet Information  
1998  
the consolidated group. Significant effects of changes in the con-  
solidated group on the consolidated balance sheets and the con-  
solidated statements of income are explained further in the notes  
to the consolidated financial statements. A total of 343 subsidiaries  
Fixed assets1)  
Non-fixed assets  
Total assets  
728  
842  
(
“affiliated companies”) are not consolidated as their combined in-  
1,570  
fluence on the financial position, results of operations, and cash  
flows of the Group is not material (1998: 313). The effect of such  
non-consolidated subsidiaries for all years presented on consoli-  
dated assets, revenues and net income of DaimlerChrysler was ap-  
proximately 1%. In addition, 7 (1998: 7) companies administering  
pension funds whose assets are subject to restrictions have not  
been included in the consolidated financial statements. The con-  
solidated financial statements include 109 associated companies  
Stockholders’ equity  
Minority interests  
385  
7
Accrued liabilities  
542  
636  
1,570  
Liabilities  
Total liabilities and stockholders’ equity  
(
1998: 110) accounted for at cost and recorded under investments  
1)  
Includes net goodwill resulting from the formation of Adtranz of €348.  
in related companies as these companies are not material to the  
respective presentation of the financial position, results of opera-  
tions or cash flows of the Group.  
8
3
Year ended December 31,  
Statement of income information  
1998  
1997  
Investment in Adtranz – In the first quarter of 1999,  
DaimlerChrysler acquired the remaining outstanding shares of  
Adtranz, a rail systems joint venture, from Asea Brown Boveri for  
Revenues  
1,658  
(322)  
(316)  
1,631  
(222)  
(154)  
Operating loss1)  
Net loss  
$
472 (€441). The acquisition has been accounted for under the  
purchase method of accounting. The purchase price has been allo-  
cated to assets acquired and liabilities assumed based on their es-  
timated fair values. This allocation resulted in goodwill of €100,  
which will be amortized on a straight-line basis over 17 years.  
Prior to the acquisition, the Group accounted for its investment in  
Adtranz, including its 65 subsidiaries in 1998, using the propor-  
tionate method of consolidation. Accordingly, the consolidated fi-  
nancial statements of DaimlerChrysler as of December 31, 1998  
and for the years ended December 31, 1998 and 1997 included  
DaimlerChrysler’s 50% interest in the assets and liabilities, rev-  
enues and expenses and cash flows of Adtranz.  
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  
Cash flows from:  
Operating activities  
(130)  
(84)  
161  
(2)  
72  
(12)  
(50)  
.
Investing activities  
Financing activities  
Effect of foreign exchange on cash  
Under U.S. GAAP, DaimlerChrysler’s investment in Adtranz was re-  
quired to be accounted for using the equity method of accounting.  
The differences in accounting treatment between the proportionate  
and equity methods would not have affected reported stockholders’  
equity or net income of DaimlerChrysler. Under the equity method  
of accounting, DaimlerChrysler’s net investment in Adtranz would  
have been included within investments in the balance sheet and  
its share of the net 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 have been reported as part of finan-  
cial income, net in the Group’s statement of income. Additionally,  
Change in cash  
(maturing within 3 months)  
(55)  
155  
100  
10  
145  
155  
Cash (maturing within 3 months)  
at beginning of period  
Cash (maturing within 3 months)  
at end of period  
In 1998, cash maturing within 3 months includes €30 (1997: €51)  
Adtranz would have impacted the Group’s reported cash flows only held by DaimlerChrysler AG in connection with internal cash con-  
to the extent of the investing cash outflow in 1998 of €159 result-  
ing 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 Se-  
curities and Exchange Commission to prepare its consolidated fi-  
nancial statements with this departure from U.S. GAAP.  
centration procedures.  
(in millions of €, except per share amounts)  
4
.
D I S P O S I T I O N S  
In July 1997, debis AG terminated its strategic relationship with  
Cap Gemini Sogeti S.A. through the sale of its 24.4% interest re-  
sulting in a pretax gain of €420.  
Due to an initial public offering in March 1999 as well as to the  
selling of a substantial portion of its remaining interests in Sep-  
tember 1999, debis AG, a wholly-owned subsidiary of  
DaimlerChrysler, reduced its remaining interest in debitel AG to  
During December 1997, DaimlerChrysler completed an initial pub-  
lic offering (“IPO”) of its common stock in Dollar Thrifty Automo-  
tive Group, Inc. (“DTAG”), formerly Pentastar Transportation  
10 percent (see Note 9).  
In March 1998, the Group’s semiconductor business was sold to an Group, Inc., for net proceeds of €343. The IPO of the common stock  
American company, Vishay Intertechnology, Inc. Also, during 1998 interest resulted in a pretax and after-tax gain of €65. The gain  
the Group sold further interests, including the sale of 30% of its in- was deferred and will be recognized over the remaining term of  
terests in LFK-Lenkflugkörpersysteme GmbH and 100% of its inter- the vehicle supply agreements with DTAG, which end in 2001. The  
ests in CMS, Inc. and two real-estate-project-companies. The total  
pretax gain from these dispositions was approximately €300.  
tax effect on 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 109,  
“Accounting for Income Taxes.” In addition, the 1997 earnings in-  
clude the recognition of €86 (€53 after taxes) of previously de-  
ferred 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. (sorting  
and recognition systems) to Siemens AG resulting in a pretax gain  
of €110.  
8
4
N O T E S T O T H E C O N S O L I D AT 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  
Number of employees (annual average):  
Selling, administrative and other expenses are comprised of the  
following:  
Year ended December 31,  
1999  
1998  
1997  
Year ended December 31,  
1
999  
1998  
1997  
Hourly employees  
Salaried employees  
Trainees/apprentices  
279,124  
170,539  
13,898  
268,764  
152,415  
12,760  
261,426  
147,882  
12,353  
Selling expenses  
11,744  
5,145  
215  
10,100  
5,217  
227  
9,663  
4,709  
210  
Administration expenses  
Goodwill amortization and writedowns  
Other expenses  
4
63,561  
433,939  
421,661  
428  
685  
1,039  
15,621  
In 1999, 14,851 people (1998: 36,024 people; 1997: 34,448 people)  
were employed in joint venture companies.  
1
7,532  
16,229  
Expenses amounting to €229 and €369 related to the repayment of In 1999, the total remuneration paid by Group companies to the  
development cost subsidies were recorded under other expenses in members of the Board of Management of DaimlerChrysler AG  
1
998 and 1997, respectively (see Note 28).  
amounted to €55.4, and the remuneration paid to the members of  
the Supervisory Board of DaimlerChrysler AG totaled €1.2. Dis-  
bursements to former members of the Board of Management of  
DaimlerChrysler AG and their survivors amounted to €23.4. An  
amount of €100.5 has been accrued in the financial statements of  
DaimlerChrysler AG for pension obligations to former members of  
the Board of Management and their survivors. As of December 31,  
Personnel expenses included in the statement of income are com-  
prised of:  
8
5
Year ended December 31,  
1
999  
1998  
1997  
1
999, no advances or loans existed to members of the Board of  
Wages and salaries  
Social levies  
21,044  
3,179  
19,982  
2,990  
18,656  
2,817  
Management of DaimlerChrysler AG.  
Net periodic pension cost  
(
see Note 22a)  
931  
783  
221  
1,126  
866  
1,077  
755  
6
. O T H E R I N C O M E  
Net periodic postretirement benefit  
cost (see Note 22a)  
Other income includes gains on sales of property, plant and equip-  
ment (€132, €99 and €95 in 1999, 1998 and 1997, respectively),  
rental income, other than relating to financial services leasing ac-  
tivities (€153, €138 and €87 in 1999, 1998 and 1997, respectively)  
and reductions in certain accruals (€130, €199 and €154 in 1999,  
Other expenses for pensions  
and retirements  
69  
65  
2
6,158  
25,033  
23,370  
1998 and 1997, respectively). In 1998 and 1997, gains on sales of  
companies of €389 and €117, respectively, were recognized in  
other income.  
(
in millions of €, except per share amounts)  
7
.
F I N A N C I A L I N C O M E , N E T  
Income tax expense (benefit) consists of the following:  
Year ended December 31,  
Year ended December 31,  
1999  
1998  
1997  
1999  
1998  
1997  
Current taxes  
Germany  
Income (loss) from investments  
of which from affiliated companies  
19  
(111)  
66  
1,074  
1,538  
(267)  
(1,472)  
1,660  
€41 (1998: €(20); 1997: €17)  
Foreign  
1,322  
Gains, net from disposals of  
investements and shares in affilia-  
ted and associated companies  
Deferred taxes  
Germany  
836  
1,085  
4,533  
967  
992  
(910)  
205  
41  
37  
459  
(76)  
Foreign  
Write-down of investments and shares  
in affiliated companies  
(19)  
(55)  
3,014  
(517)  
Income from companies  
included at equity  
23  
64  
59  
(70)  
36  
485  
In 1999, the tax laws in Germany were changed including a reduc-  
tion in the retained corporate income tax rate from 45% to 40% and  
the broadening of the tax base. The effects of the changes in Ger-  
man tax laws were recognized as a charge of €812 (basic: €0.81  
per share; diluted: €0.80 per share) in the consolidated statement  
of income in 1999. The effects of the reduction in the tax rate on  
the deferred tax assets and liabilities of the Group’s German com-  
panies as of December 31, 1998 amounted to €290. The broaden-  
ing of the tax base resulted in tax expense of €522.  
Income (loss) from investments, net  
Other interest and similar income  
of which from affiliated companies  
1,382  
1,327  
1,320  
€17 (1998: €13; 1997: €10)  
Interest and similar expenses  
(729)  
653  
(702)  
625  
(640)  
680  
Interest income, net  
Income from securities and long-term  
receivables  
8
6
913  
(17)  
231  
(10)  
145  
376  
(10)  
German corporate tax law applies a split-rate imputation with re-  
gard to the taxation of the income of a corporation and its share-  
holders. In accordance with the tax law in effect for fiscal 1999, re-  
tained corporate income is initially subject to a federal corporate  
tax of 40% (1998 and 1997: 45%) plus a solidarity surcharge of  
Write-down of securities and  
long-term receivables  
Realized and unrealized gains (losses)  
on derivative financial instruments  
(1,078)  
(794)  
5
.5% (1998: 5.5%; 1997: 7.5%) on federal corporate taxes payable.  
Other, net  
(202)  
(384)  
(158)  
208  
763  
(104)  
(532)  
633  
Including the impact of the surcharge, the federal corporate tax  
rate amounts to 42.2% (1998: 47.475%; 1997: 48.375%). Upon distri-  
bution of certain retained earnings generated in Germany to stock-  
holders, the corporate income tax rate on the earnings is adjusted  
to 30%, plus a solidarity surcharge of 5.5% (1998: 5.5%; 1997: 7.5%)  
on the distribution corporate tax, for a total of 31.65% (1998:  
31.65%; 1997: 32.25%), by means of a refund for taxes previously  
paid. Upon distribution of retained earnings in the form of a divi-  
dend, stockholders who are taxpayers in Germany are entitled to a  
tax credit in the amount of federal income taxes previously paid by  
the corporation.  
Other financial income (loss), net  
333  
The Group capitalized interest expenses related to qualifying construction  
projects of €163 (1998: €186; 1997: €207).  
8
. I N C O M E T A X E S  
Income before income taxes and extraordinary items amounted to  
9,657 (1998: €8,093; 1997: €6,145), of which €2,688 was gener-  
ated by the Group’s operations in Germany (1998: €2,229; 1997:  
1,450).  
For German companies, the deferred taxes for 1999 are calculated  
using effective corporate income tax rates of 42.2% (1998 and  
1997: 47.475%) plus the after federal tax benefit rate for trade tax  
of 9.3% (1998 and 1997: 8.525%). The effect of the tax rate reduc-  
tions in 1999 and 1997 on deferred tax balances are reflected  
separately in the reconciliations presented below.  
A reconciliation of income taxes determined using the German cor- Deferred income tax assets and liabilities are summarized as fol-  
porate tax rate of 42.2% (1998: 47.475%; 1997: 48.375%) plus the af- lows:  
ter federal tax benefit rate for trade taxes of 9.3% (1998: 8.525%;  
December 31,  
1997: 8.625%) for a combined statutory rate of 51.5% in 1999  
1999  
1998  
(
1998: 56%; 1997: 57%) is as follows:  
Year ended December 31,  
Property, plant and equipment  
Equipment on operating leases  
Investments and long-term financial assets  
Inventories  
1,217  
920  
2,063  
1,068  
97  
1
999  
1998  
1997  
1,983  
1,424  
993  
Expected expense for income taxes  
4,973  
812  
4,532  
3,503  
1,328  
527  
Effect of changes in 1999 German  
tax laws  
Receivables  
Net operating loss and tax credit carryforwards  
Retirement plans  
1,011  
3,662  
4,248  
1,482  
1,246  
490  
1,056  
3,880  
4,166  
846  
Change of solidarity surcharge  
in 1997  
68  
Other accrued liabilities  
Liabilities  
Credit for dividend distributions  
Foreign tax rate differential  
(500)  
(966)  
(515)  
(1,624)  
(813)  
(1,012)  
Deferred income  
1,144  
452  
Release of valuation allowances on  
German deferred tax assets  
as of December 31, 1997  
Other  
23  
112  
(18)  
(1,003)  
(465)  
18,676  
(363)  
18,313  
(3,346)  
(5,600)  
(499)  
16,627  
(411)  
Valuation allowances  
Deferred tax assets  
Property, plant and equipment  
Equipment on operating leases  
Inventories  
Changes in valuation allowances on  
German deferred tax assets  
16,216  
(2,743)  
(4,252)  
(483)  
(3,645)  
(450)  
(2,069)  
(367)  
Write-downs of investments, different  
for tax purposes  
8
7
(28)  
(240)  
Amortization of non-deductible  
goodwill  
33  
78  
55  
2
Receivables  
(
3,278)  
(508)  
Other  
186  
(163)  
Prepaid expenses  
Retirement plans  
(4,127)  
(671)  
Actual expense (benefit)  
for income taxes  
4,533  
3,014  
(517)  
Other accrued liabilities  
Taxes on undistributed earnings of foreign  
subsidiaries  
(520)  
(297)  
The 1999 and 1998 income tax credits from dividend distributions  
amounted to €500 and €515, respectively, and reflected mainly the  
tax benefits from the dividend distributions of €2.35 per Ordinary  
Share to be paid in respect of 1999 and 1998.  
Other  
(1,150)  
(19,699)  
(1,386)  
(1,059)  
(15,365)  
851  
Deferred tax liabilities  
Deferred tax assets (liabilities), net  
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.  
At December 31, 1999, the Group had corporate tax net operating  
losses (“NOLs”) and credit carryforwards amounting to €2,232  
(1998: €1,724) and German trade tax NOLs amounting to €1,352  
(1998: €2,156). In 1999, the corporate tax NOLs and credit  
carryforwards relate to losses of foreign and domestic non-  
In 1997, the decrease in the consolidated domestic valuation allow- Organschaft companies and are partly limited in their use to the  
ances was due in part to €465 utilization of tax loss carryforwards. Group. The valuation allowances on deferred tax assets of foreign  
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  
and domestic operations decreased by €48. In future periods, de-  
pending upon the 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 de-  
crease.  
(
“Organschaft”) on the basis that the current and the expected re-  
sults of operations supported a conclusion that it was more likely  
than not that the deferred tax assets would be realized.  
During 1997, the Group sold its investment in Cap Gemini Sogeti  
S.A. and realized a gain of €420 in its consolidated financial state-  
ments which was not taxable since write-downs were previously  
not recognized for tax purposes.  
(
in millions of €, except per share amounts)  
Net deferred income tax assets and liabilities in the consolidated  
balance sheets are as follows:  
9 . E X T R A O R D I N A R Y I T E M S  
In March 1999, debis AG, a wholly-owned subsidiary of  
DaimlerChrysler, sold a portion of its interests in debitel AG in an  
initial public offering of its ordinary shares for proceeds of €274.  
In September 1999, debis AG sold an additional portion of its re-  
maining interests in debitel AG to Swisscom for proceeds of €924.  
The sales resulted in an extraordinary after-tax gain of €659 (net  
of income tax expense of €481) and reduced debis’ remaining in-  
terest in debitel to 10 percent. U.S. GAAP requires that when a sig-  
nificant disposition of assets or businesses occurs within two years  
subsequent to accounting for a business combination using the  
pooling-of-interests method of accounting that the gain or loss be  
reported as an extraordinary item. Due to the significance of the  
September 1999 transaction, the gains from both the March and  
December 31, 1999  
December 31, 1998  
Total  
thereof  
Total  
thereof  
non-current  
non-current  
Deferred tax assets  
3,806  
2,937  
5,016  
3,979  
Deferred tax liabilities  
(5,192)  
(4,689)  
(4,165)  
(2,884)  
Deferred tax assets  
(liabilities), net  
(1,386)  
(1,752)  
851  
1,095  
DaimlerChrysler provided foreign withholding taxes of €343  
(
1998: €297) on €6,868 (1998: €5,948) in cumulative undistributed September dispositions have been reported in the accompanying  
earnings of foreign subsidiaries because these earnings are not in-  
tended to be permanently reinvested in those operations. In addi-  
tion, beginning in1999, the German tax law requires that deduct-  
consolidated statements of income as extraordinary items, net of  
taxes.  
ible expenses are reduced by 5% of foreign dividends received. The In 1999 the Group extinguished €51 of long-term debt resulting in  
additional German tax of €177 on the future payout of these for-  
eign dividends was recognized in 1999 and included in “Effects of  
changes in 1999 German tax laws.” The Group did not provide in-  
come taxes or foreign withholding taxes on €13,224 (1998: €6,016)  
in cumulative earnings of foreign subsidiaries because these earn-  
ings are intended to be indefinitely reinvested in those operations.  
It is not practicable to estimate the amount of unrecognized de-  
ferred tax liabilities for these undistributed foreign earnings.  
an extraordinary after tax loss of €19 (net of income tax benefit of  
€11).  
In December 1998, DaimlerChrysler extinguished €257 of the out-  
standing principal amount of its Auburn Hills Trust Guaranteed  
Exchangeable Certificates due 2020 (the “Certificates”) at a cost of  
€454. The extinguishment of the Certificates resulted in an ex-  
traordinary after tax loss of €129 (net of income tax benefit of  
8
8
78).  
Including the items charged or credited directly to related compo-  
nents of stockholders’ equity, the expense (benefit) for income  
taxes consists of the following:  
Year ended December 31,  
1999  
1998  
1997  
Expense (benefit) for income taxes  
before extraordinary items  
4,533  
470  
3,014  
(78)  
(517)  
Income tax expense (benefit) of  
extraordinary items  
Stockholders’ equity for employee  
stock option expense in excess  
of amounts recognized for financial  
purposes  
(31)  
(212)  
(39)  
Stockholders’ equity for items of other  
comprehensive income  
(155)  
296  
176  
4,817  
3,020  
(380)  
N O T E S T O T H E C O N S O L I D AT 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  
12 . I N V E N T O R I E S  
At December 31,  
Information with respect to changes in the Group’s intangible as-  
sets and property, plant and equipment is presented in the Con-  
solidated Fixed Assets Schedule included herein. Intangible assets  
represent principally goodwill and intangible pension assets.  
1
999  
1998  
Raw materials and manufacturing supplies  
2,602  
6,285  
2,278  
4,568  
Work-in-process  
thereof relating to long-term contracts  
and programs in process €2,000 (1998: €919)  
Property, plant and equipment includes buildings, technical equip-  
ment and other equipment capitalized under capital lease agree-  
ments of €368 (1998: €394). Depreciation expense on assets under  
capital lease arrangements was €32 (1998: €38; 1997: €29).  
Finished goods, parts and products  
held for resale  
9,887  
518  
7,631  
Advance payments to suppliers  
312  
19,292  
14,789  
Less: Advance payments received  
thereof relating to long-term contracts  
and programs in process €1,166 (1998: €578)  
(4,307)  
(2,993)  
11,796  
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 , N E T  
Information with respect to changes in the Group’s equipment on  
operating leases is presented in the Consolidated Fixed Assets  
Schedule included herein. Of the total equipment on operating  
leases, €26,409 represent automobiles and commercial vehicles  
14,985  
8
9
(
1998: €14,078).  
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 €691 (1998: €549).  
Noncancellable future lease payments due from customers for  
equipment on operating leases at December 31, 1999 are as fol-  
lows:  
2000  
2001  
2002  
2003  
2004  
4,939  
3,956  
2,102  
459  
1
3 . T R A D E R E C E I VA B L E S  
At December 31,  
1
999  
1998  
178  
Receivable from sales of goods and services  
8,859  
8,020  
thereafter  
187  
11,821  
Long-term contracts and programs, unbilled,  
net of advance payments received  
779  
442  
9
,638  
(798)  
,840  
8,462  
(857)  
7,605  
Allowance for doubtful accounts  
8
As of December 31, 1999, €469 of the trade receivables mature aft-  
er more than one year (1998: €399).  
(
in millions of €, except per share amounts)  
1
4 . R E C E I V A 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,  
15 . O T H E R R E C E I V A B L E S  
At December 31,  
1999  
1998  
1999  
1998  
Receivables from:  
Sales financing  
Finance leases  
Receivables from affiliated companies  
Receivables from related companies1)  
Other receivables and other assets  
850  
1,250  
480  
804  
32,696  
11,440  
20,635  
9,542  
30,177  
96  
11,598  
13,698  
(1,127)  
12,571  
10,740  
12,024  
(1,249)  
10,775  
44,136  
Initial direct costs  
143  
Allowance for doubtful accounts  
Unearned income  
(5,977)  
1,032  
(4,245)  
804  
Unguaranteed residual value of leased assets  
1
)
Related companies include entities which have a significant ownership in  
DaimlerChrysler or entities in which the Group holds a significant  
investment.  
3
9,334  
(599)  
8,735  
26,832  
(364)  
Allowance for doubtful accounts  
3
26,468  
Other receivables and other assets include retained interests in  
sold receivables and subordinated asset backed certificates of  
€4,006 (1998: €3,046).  
As of December 31, 1999, €21,194 of the financing receivables ma-  
ture after more than one year (1998: €14,733).  
As of December 31, 1999, €3,390 of the other receivables mature  
after more than one year (1998: €4,199).  
Sales financing and finance lease receivables consist of retail in-  
stallment sales contracts secured by automobiles and commercial  
vehicles. Contractual maturities applicable to receivables from  
sales financing and finance leases in each of the years following  
December 31, 1999 are as follows:  
9
0
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  
2
2
2
2
2
000  
001  
002  
003  
004  
20,184  
8,043  
5,935  
3,568  
2,166  
4,240  
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 non-fixed assets  
are comprised of the following:  
At December 31,  
1999  
1998  
thereafter  
4
4,136  
Debt securities  
4,347  
938  
4,565  
971  
Equity securities  
Equity-based funds  
Debt-based funds  
Actual cash flows will vary from contractual maturities due to fu-  
ture sales of finance receivables, prepayments and charge-offs.  
1,191  
2,493  
1,970  
4,654  
12,160  
8,969  
In the normal course of business, the Group sells to third parties  
certain of its receivables from financial services. In 1999, the  
Group sold financial receivables for proceeds of €51,843 (1998:  
40,950; 1997: €44,336).  
Carrying amounts and fair values of debt and equity securities in-  
cluded in securities and investments for which fair values are  
readily determinable are classified as follows:  
At December 31, 1999  
Unrealized  
At December 31, 1998  
Unrealized  
Fair  
Fair  
Cost  
value  
Gain  
Loss  
Cost  
value  
Gain  
Loss  
Available-for-sale  
Trading  
8,114  
487  
8,486  
483  
522  
150  
4
10,501  
934  
11,183  
977  
706  
44  
24  
1
Securities  
8,601  
8,969  
522  
154  
11,435  
12,160  
750  
25  
Investments and long-term  
financial assets available-for-sale  
296  
784  
488  
278  
675  
397  
8,897  
9,753  
1,010  
154  
11,713  
12,835  
1,147  
25  
The aggregate costs, fair values and gross unrealized holding gains  
and losses per security class are as follows:  
At December 31, 1999  
Unrealized  
At December 31, 1998  
Unrealized  
Fair  
Fair  
Cost  
value  
Gain  
Loss  
Cost  
value  
Gain  
Loss  
Equity securities  
977  
1,662  
698  
13  
1,116  
1,623  
512  
5
9
1
Debt securities issued by the German  
government and its agencies  
159  
20  
167  
20  
8
93  
93  
Municipal securities  
418  
418  
Debt securities issued by  
foreign governments  
1,682  
1,654  
13  
41  
892  
893  
4
3
Corporate debt securities  
Equity-based funds  
Debt-based funds  
1,234  
935  
1,210  
1,191  
2,495  
616  
276  
15  
24  
20  
46  
6
1,459  
1,761  
4,309  
597  
1,478  
1,970  
4,654  
595  
31  
209  
345  
1
12  
2,526  
622  
Asset-backed securities  
Other marketable debt securities  
Available-for-sale  
3
255  
255  
134  
134  
1
1
8,410  
487  
9,270  
483  
1,010  
150  
4
10,779  
934  
11,858  
977  
1,103  
44  
24  
1
Trading  
8,897  
9,753  
1,010  
154  
11,713  
12,835  
1,147  
25  
The estimated fair values of investments in debt securities, by con- Proceeds from disposals of available-for-sale securities were  
tractual maturity, are shown below. Expected maturities may differ €6,540 (1998: €2,734; 1997: €1,432), including €4,059 related to  
from contractual maturities because borrowers may have the right  
to call or prepay obligations with or without penalty.  
the contribution to the DaimlerChrysler Pension Trust (see Note  
22a). Gross realized gains from sales of available-for-sale securities  
were €627 (1998: €98; 1997: €92), while gross realized losses were  
At December 31,  
4 (1998: €8; 1997: €1). DaimlerChrysler uses the specific identifi-  
Available-for-sale  
1999  
1998  
cation method as a basis for determining cost and calculating real-  
ized gains and losses.  
Due within one year  
1,473  
1,806  
477  
975  
2,122  
129  
Due after one year through five years  
Due after five years through ten years  
Due after ten years  
Other securities classified as cash equivalents were approximately  
€5,400 and €4,600 at December 31, 1999 and 1998, respectively,  
and consisted primarily of purchase agreements, commercial pa-  
per and certificates of deposit.  
166  
385  
3,922  
3,611  
(
in millions of €, except per share amounts)  
1
7. C A S H A N D C A S H E Q U I VA L E N T S  
2 0 . S T O C K H O L D E R S ’ E Q U I T Y  
Cash and cash equivalents include €338 (1998: €308) of deposits  
with original maturities of more than three months.  
Number of shares issued and outstanding  
DaimlerChrysler had issued and outstanding 1,003,261,403 and  
1,001,733,220 registered, Ordinary Shares of no par value at De-  
cember 31, 1999 and 1998, respectively. Each share represents ap-  
proximately €2.56 of capital stock.  
1
8 . A D D I T I O N A L C A S H F L O W I N F O R M AT I O N  
Liquid assets recorded under various balance sheet captions are as Special Distribution  
follows:  
On May 27, 1998 the Daimler-Benz shareholders approved, and on  
June 15, 1998 Daimler-Benz paid, a special distribution of €10.23  
€10.04 after adjustment to reflect the approximately 20% discount  
At December 31,  
(
1999  
1998  
1997  
to market value at which the Daimler-Benz Ordinary Shares and  
ADS were sold in the rights offering) per Ordinary Share/ADS.  
Cash and cash equivalents  
originally maturing within 3 months  
8,761  
338  
6,281  
308  
6,634  
175  
Rights Offering  
In June 1998, Daimler-Benz issued to holders of Daimler-Benz Or-  
dinary Shares, ADS and convertible debt securities, rights to ac-  
quire 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 pro-  
ceeds of €3,827. The rights issued by Daimler-Benz entitled the  
holders to purchase Daimler-Benz Ordinary Shares at approxi-  
mately a 20% discount to the market price of Daimler-Benz Ordi-  
Cash and cash equivalents  
originally maturing after 3 months  
Securities  
Other  
8,969  
133  
12,160  
324  
10,180  
336  
1
8,201  
19,073  
17,325  
9
2
The following represents supplemental information with respect to nary Shares. Basic and diluted earnings per Ordinary Share have  
cash flows:  
been restated to reflect the dilutive effect resulting from the dis-  
count to market value at which the Daimler-Benz Ordinary Shares  
were sold in the rights offering.  
Year ended at December 31,  
1
999  
1998  
1997  
Treasury Stock  
Interest paid  
3,315  
1,883  
2,553  
993  
1,953  
1,699  
During the second half of 1999, DaimlerChrysler purchased ap-  
proximately 1.2 million of its Ordinary Shares and reissued the  
shares to employees in connection with an employee share pur-  
chase plan.  
Income taxes paid  
In November 1998, Chrysler contributed 23.5 million shares of its  
common stock to the Chrysler Corporation Retirement Master  
Trust, which serves as a funding medium for and holds the assets  
of various pension and retirement plans of Chrysler.  
1
9 . P R E P A I D E X P E N S E S  
Prepaid expenses are comprised of the following:  
At December 31,  
1999  
1998  
Preferred Stock  
On July 24, 1998, Chrysler redeemed all of the outstanding  
Chrysler Depositary Shares representing its Series A Convertible  
Preferred Stock.  
Prepaid pension cost  
6,236  
978  
5,309  
825  
Other prepaid expenses  
7,214  
6,134  
Authorized and conditional capital  
Through April 30, 2003, the Board of Management is authorized,  
upon approval of the Supervisory Board, to increase capital stock  
by a total of up to €256 and to issue shares of up to €26 to employ-  
ees.  
As of December 31, 1999, €6,118 of the total prepaid expenses ma-  
ture after more than one year (1998: €5,280).  
With respect to the 4.125% convertible notes and the 5.75% subor-  
dinated mandatory convertible notes described below, capital stock  
may be conditionally increased by up to €43.7 for conversions. In  
addition, DaimlerChrysler is authorized to issue shares equaling  
up to €102 of capital stock in connection with convertible bonds or  
bonds with warrants issued or guaranteed by April 30, 2003.  
Convertible notes  
with appertaining warrants due July 5, 2003, in the amount of  
€383 with a nominal value of €511 each, including a total of  
In June 1997, DaimlerChrysler issued 5.75% subordinated manda-  
tory convertible notes due June 14, 2002 with a nominal amount of 7,690,500 options which, on the basis of the option agreement (as  
66.83 per note. These convertible notes represent a nominal  
amended), entitles the bearer of the option to subscribe for shares  
of DaimlerChrysler AG. The option price per share is €42.67 in  
consideration of exchange of the notes or €44.49 in cash. During  
amount of €508 including 7,600,000 notes which may be con-  
verted into 0.86631 newly issuable shares before June 4, 2002.  
Notes not converted by this date will be mandatorily converted at a 1999, options for the subscription of 1,517,468 (1998: 5,027,002;  
conversion rate between 0.86631 and 1.25625 Ordinary Shares per 1997: 1,785) newly issued DaimlerChrysler Ordinary Shares have  
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 1999, 665 (1998: 3,713; 1997: 156) DaimlerChrysler Ordi-  
nary Shares were issued upon exercise.  
been exercised.  
Comprehensive income  
The changes in the components of other comprehensive income  
(loss) are as follows:  
During 1996, DaimlerChrysler Luxembourg Capital S.A., a wholly-  
owned subsidiary of DaimlerChrysler, issued 4.125% bearer notes  
Year ended December 31,  
1
999  
1998  
Tax  
1997  
Tax  
Tax  
Pretax  
Effect  
Net  
Pretax  
Effext  
Net  
Pretax  
Effect  
Net  
Unrealized gains (losses) on securities:  
Unrealized holding gains (losses)  
292  
(163)  
313  
129  
659  
(354)  
57  
305  
(46)  
439  
(230)  
54  
209  
(52)  
Reclassification adjustments for  
(gains) losses included in net income  
(623)  
(310)  
(103)  
(106)  
93  
Net unrealized gains (losses)  
(331)  
2,431  
(13)  
150  
(181)  
2,431  
(8)  
556  
(1,402)  
(2)  
(297)  
259  
(1,402)  
(1)  
333  
1,865  
1
(176)  
157  
1,865  
1
Foreign currency translation adjustments  
Minimum pension liability adjustments  
Other comprehensive income (loss)  
5
1
(.)  
2,087  
155  
2,242  
(848)  
(296)  
(1,144)  
2,199  
(176)  
2,023  
Miscellaneous  
21. S T O C K - B A S E D C O M P E N S AT I O N  
Minority stockholders of Dornier GmbH have the right to exchange The Group currently has various stock appreciation rights (“SARs”)  
their interests in Dornier for holdings of equal value in  
DaimlerChrysler Luft- und Raumfahrt Holding AG or Ordinary  
Shares of DaimlerChrysler AG and such options are exercisable at  
any time.  
plans resulting from newly adopted plans and the conversion of  
former Daimler-Benz Stock Option and former Chrysler plans. In  
addition, the Group has a stock option plan which was originally  
established by Daimler-Benz in 1996 and has been converted to op-  
tions for DaimlerChrysler Ordinary Shares. The Group also has a  
performance-based stock award plan. Prior to the Merger, Chrysler  
had both fixed stock option and performance-based stock compen-  
sation plans. These Chrysler plans were terminated as a result of  
the Merger and all outstanding options and awards became vested  
and were converted into equivalent DaimlerChrysler Ordinary  
Shares. The Group accounts for all stock-based compensation plans  
in accordance with APB Opinion No. 25 and related interpreta-  
tions.  
Under the German corporation law (Aktiengesetz), the amount of  
dividends available for distribution to shareholders is based upon  
the earnings of DaimlerChrysler AG (parent company only) as re-  
ported in its statutory financial statements determined in accord-  
ance with the German commercial code (Handelsgesetzbuch). For  
the year ended December 31, 1999, DaimlerChrysler management  
has proposed a distribution of €2,358 (€2.35 per share) of the  
1999 earnings of DaimlerChrysler AG as a dividend to the stock-  
holders.  
Stock Appreciation-Based Plans  
In the first half of 1999, DaimlerChrysler established a new stock  
appreciation rights plan (the “SAR Plan 1999”) which provides eli-  
gible employees of the Group with the right to receive cash equal  
to the appreciation of DaimlerChrysler Ordinary Shares subse-  
quent to the date of grant. The stock appreciation rights granted  
under the SAR Plan 1999 vest in equal installments on the second  
and third anniversaries from the date of grant. All unexercised  
(
in millions of €, except per share amounts)  
SARs expire ten years from the grant date. The exercise price of a  
SAR is equal to the fair market value of DaimlerChrysler’s Ordi-  
Compensation expense or benefit on SARs and performance-based  
stock awards is recorded based on changes in the market price of  
nary Shares on the date of grant. On February 24, 1999, the Group DaimlerChrysler Ordinary Shares and, in case of performance-  
issued 11.4 million SARs at an exercise price of €89.70.  
based stock awards, the attainment of certain performance goals.  
For the years ended December 31, 1999 and 1998 the Group recog-  
As discussed below, DaimlerChrysler converted all options granted nized compensation benefit of €106 and compensation expense of  
under its existing stock option plans from 1997 and 1998 into  
SARs in the second quarter of 1999.  
€251, respectively, for SARs and performance-based stock awards.  
Stock Option Plans  
In conjunction with the consummation of the Merger in 1998, the  
Group implemented a SAR plan (22.3 million SARs at an exercise  
price of $75.56 each). The initial grant of SARs replaced Chrysler  
fixed stock options that were converted to DaimlerChrysler Ordi-  
DaimlerChrysler established, based on shareholder approvals, the  
1998, 1997 and 1996 Stock Option Plans (former Daimler-Benz  
plans), which provide for the granting of options (“Stock Options”)  
for the purchase of DaimlerChrysler Ordinary Shares to certain  
nary Shares as of the consummation of the Merger. SARs which re- members of management. The options granted under the Plans are  
placed stock options that were exercisable at the time of the con- evidenced by non-transferable convertible bonds with a principal  
summation of the Merger were immediately exercisable at the date amount of €511 per bond due ten years after issuance. During cer-  
of grant. SARs related to stock options that were not exercisable at tain specified periods each year, each convertible bond may be  
the date of consummation of the Merger became exercisable in two converted into 201 DaimlerChrysler Ordinary Shares, if the market  
installments; 50 percent on the six-month and one-year anniversa-  
ries of the consummation date.  
price per share on the day of conversion is at least 15% higher  
than the predetermined conversion price and the options (granted  
in 1998 and 1997) have been held for a 24 month waiting period.  
The specific terms of these plans are as follows:  
A summary of the activity related to the Group’s SAR plans as of  
and for the years ended December 31, 1999 and 1998 is presented  
below (SARs in millions):  
Stated  
interest  
rate  
Conversion  
price  
9
4
1
999  
1998  
Weighted-avg.  
exercise  
Bonds granted in  
Due  
Weighted-avg.  
exercise  
price  
Number  
of SARs  
Number  
of SARs  
1
996  
997  
998  
July 2006  
July 2007  
July 2008  
5.9%  
€42.62  
€65.90  
€92.30  
price  
1
5.3%  
4.4%  
1
Outstanding at beginning  
of year  
22.2  
11.4  
€64.58  
89.70  
Granted  
22.3  
€64.58  
In the second quarter of 1999, DaimlerChrysler converted all op-  
tions granted under the 1998 and 1997 Stock Option Plans into  
SARs. All terms and conditions of the new SARs are identical to  
the stock options which were replaced, except that the holder of a  
SAR has the right to receive cash equal to the difference between  
the exercise price of the original option and the fair value of the  
Group’s stock at the exercise date rather than receiving  
DaimlerChrysler Ordinary Shares.  
Exchange of Stock Options  
for SARs  
15.2  
79.79  
Exercised  
(2.2)  
(0.8)  
45.8  
64.91  
76.07  
75.68  
(0.1)  
64.58  
Forfeited  
Outstanding at end of year  
22.2  
64.58  
SARs exercisable  
at year-end  
26.8  
€64.92  
11.3  
€64.58  
The Group grants performance-based stock awards to certain eli-  
gible employees with performance periods of up to three years and  
track the value of DaimlerChrysler Ordinary Shares. The amount  
ultimately earned in cash compensation at the end of a perform-  
ance period is based on the degree of achievement of corporate  
goals. In 1999, the Group issued €0.7 million performance-based  
stock awards.  
Analysis of the Stock Options issued to management is as follows  
(
options in millions):  
1999  
1998  
1997  
Average  
Average  
Average  
Number of conversion Number of conversion Number of conversion  
Stock  
price per  
share  
Stock  
price per  
share  
Stock  
price per  
share  
Options  
Options  
Options  
Balance at beginning of year  
Bonds sold  
15.5  
€79.63  
7.5  
8.2  
(.)  
€65.60  
92.30  
42.62  
72.22  
0.2  
7.4  
(0.1)  
(.)  
€42.62  
65.90  
42.62  
65.90  
Converted  
Repayment  
(0.2)  
(15.2)  
0.1  
79.10  
79.79  
42.62  
€42.62  
(0.2)  
Exchanged for SARs  
Outstanding at year-end  
Exercisable at year-end  
15.5  
0.1  
79.63  
€42.62  
7.5  
0.1  
65.60  
€42.62  
0.1  
No compensation expense was recognized in 1999 in connection  
with the stock option plans (1998: €38; 1997: none).  
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,  
9
5
1998 and 1997, and changes during the years ending on those  
dates is presented below (options in millions):  
1
998  
1997  
Weighted-  
average  
Chrysler  
shares  
Weighted-  
average  
Chrysler  
shares  
under conversion  
under conversion  
option  
price  
option  
price  
Outstanding at beginning of year  
Granted  
30.7  
9.2  
$27.71  
39.82  
23.38  
30.60  
31.24  
28.5  
10.1  
(7.8)  
(0.1)  
$23.68  
33.72  
20.92  
26.70  
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  
No compensation expense was recognized for Chrysler fixed stock  
option grants since the options had conversion prices of not less  
than the market value of Chrysler’s common stock at the date of  
grant.  
was €65 and €18 for 1998 and 1997, respectively. Unearned  
Chrysler Performance Share awards outstanding at the date of the  
Merger and December 31, 1997 were 1.9 million and 0.9 million,  
respectively. As a result of the Merger, all Performance Shares  
were vested and converted into DaimlerChrysler Ordinary Shares.  
Chrysler Performance-Based Stock Compensation Plan  
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  
Miscellaneous  
If compensation expense for stock-based compensation had been  
based upon the fair value at the grant date, consistent with the  
commencement of a performance cycle (two to three years) to each methodology prescribed under SFAS 123, “Accounting for Stock  
eligible executive (officers and a limited number of senior execu-  
tives). At the end of each cycle, participants earned no Perfor-  
mance 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 Direc-  
tors based on the Chrysler’s performance in relation to the perform-  
ance goals established at the beginning of the performance cycle.  
Compensation expense recognized for Performance Share awards  
Based Compensation,” the Group’s net income and basic and di-  
luted earnings per share would have been reduced by approxi-  
mately €127 and €25 (basic earnings per share: €0.13 and €0.03;  
diluted earnings per share: €0.13 and €0.03) in 1998 and 1997, re-  
spectively. No additional compensation expense would have been  
recognized under SFAS 123 in 1999.  
(in millions of €, except per share amounts)  
The fair value of the DaimlerChrysler stock options issued in con-  
junction with the 1998 and 1997 Stock Option Plans was calcu-  
lated 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  
a) Pension plans and similar obligations  
Pension plans and similar obligations are comprised of the follow-  
ing components:  
At December 31,  
1
999  
1998  
(
at grant date):  
Pension liabilities (pension plans)  
5,588  
9,148  
1998  
1997  
Accrued postretirement health and life  
insurance benefits  
7,756  
704  
7,020  
Expected dividend yield  
Expected volatility  
2.45 %  
35.2 %  
4.09 %  
2
0.83 %  
26.2 %  
3.65 %  
2
Other benefit liabilities  
450  
1
4,048  
16,618  
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
€19.38  
€11.76  
In the fourth quarter of 1999, DaimlerChrysler AG established the  
DaimlerChrysler Pension Trust” to provide for future pension ben-  
efit payments in Germany. DaimlerChrysler AG contributed  
€4,059 of securities to the Pension Trust, thereby reducing ac-  
crued pension liabilities. In January 2000, DaimlerChrysler AG  
contributed an additional €1,275 of securities to the Pension Trust.  
The fair value of each Chrysler fixed stock option grant is esti-  
mated 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 and 1997:  
Pension Plans  
1998  
1997  
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 oth-  
ers are fixed plans depending on ranking (both wage level and po-  
sition).  
Expected dividend yield  
Expected volatility  
4.0 %  
29 %  
5.7 %  
5
4.7 %  
26 %  
6.2 %  
5
9
6
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
$9.20  
$6.79  
At December 31, 1999, plan assets were invested in diversified  
portfolios that consisted primarily of debt and equity securities, in-  
cluding 9.7 million shares of DaimlerChrysler Ordinary Shares  
with a market value of €750 in a U.S. plan, which were contributed  
in connection with the Merger. Assets and income accruing on all  
pension trust and relief funds are used solely to pay pension ben-  
efits and administer the plans.  
The fair value of each Performance Share award was estimated at  
the date of grant based on the market value of a share of 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 Perform-  
ance Share grants were vested as of the date of the Merger, for  
purposes of SFAS 123, all remaining compensation expense was  
recognized in 1998.  
The following information with respect to the Group’s pension  
plans is presented by German Plans and Non-German Plans (prin-  
cipally comprised of plans in the U.S.). DaimlerChrysler uses the  
rates of the 1998 Heubeck mortality tables for the valuation of the  
German pension liabilities.  
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,  
1998  
1999  
Due after  
one year  
Due after  
Total  
Total  
one year  
Pension plans and similar  
obligations (see Note 22a)  
14,048  
2,281  
13,075  
77  
16,618  
1,122  
15,714  
246  
Income and other taxes  
Other accrued liabilities  
(see Note 22b)  
21,366  
7,813  
16,889  
34,629  
6,464  
37,695  
20,965  
22,424  
At December 31,  
At December 31,  
1998  
A reconcilation of the funded status to the amounts recognized in  
the consolidated balance sheets is as follows:  
1999  
Non-  
German  
Plans  
Non-  
At December 31,  
1999  
At December 31,  
1998  
German  
Plans  
German  
German  
Plans  
Plans  
Non-  
Non-  
German  
German  
Plans  
German  
German  
Plans  
Change in Projected  
benefit obligations:  
Plans  
Plans  
Funded status*)  
6,089  
(6,245)  
3,859  
9,701  
(3,414)  
54  
Projected benefit  
obligations at  
beginning of year  
Unrecognized acturarial  
net gains (losses)  
12,599  
16,010  
2,664  
11,378  
15,905  
(1,212)  
(691)  
(7)  
(723)  
(6)  
Foreign currency  
exchange rate changes  
Unrecognized prior  
service cost  
(3,530)  
(1,530)  
Service cost  
267  
756  
430  
1,185  
258  
732  
35  
429  
1,033  
47  
Unrecognized net  
assets at date of initial  
application  
Interest cost  
Plan amendments  
Actuarial (gains) losses  
Acquisitions and other  
Benefits paid  
1,983  
(2,142)  
518  
(252)  
(357)  
(28)  
68  
686  
12  
821  
Net amount recognized  
5,391  
(6,168)  
8,972  
(5,247)  
(22)  
(539)  
(1,070)  
(502)  
(991)  
Amounts recognized in  
the consolidated balance  
sheets consist of:  
Projected benefit obliga-  
tions at end of year  
13,123  
19,578  
12,599  
16,010  
Prepaid pension cost  
(6,236)  
(5,309)  
9
7
Accrued pension  
liability  
Change in plan assets:  
5,391  
197  
8,972  
176  
(94)  
Fair value of plan assets  
at beginning of year  
Intangible assets  
(98)  
2,898  
19,424  
3,309  
2,740  
18,012  
(1,410)  
Accumulated other  
comprehensive  
income  
Foreign currency  
exchange rate changes  
(31)  
(20)  
Actual return on plan  
assets  
Net amount recognized  
5,391  
(6,168)  
8,972  
(5,247)  
226  
3,463  
166  
302  
2,478  
1,305  
*
)
Difference between the projected benefit obligations and the fair value of  
plan assets.  
Employer contributions  
4,059  
Plan participant  
contributions  
27  
20  
Acquisitions and other  
Benefits paid  
498  
7
(149)  
(1,064)  
(144)  
(988)  
Fair value of plan assets at  
end of year  
7,034  
25,823  
2,898  
19,424  
(
in millions of €, except per share amounts)  
Assumed discount rates and rates of increase in remuneration  
used in calculating the projected benefit obligations together with  
long-term rates of return on plan assets vary according to the eco-  
nomic conditions of the country in which the pension plans are  
situated. The weighted-average assumptions used in calculating  
the actuarial values for the principal pension plans were as follows  
(
in %):  
German Plans  
Non-German Plans  
1999  
1998  
1997  
1999  
1998  
1997  
Weighted-average assumptions as  
of December 31:  
Discount rate  
6.0  
7.7  
2.8  
6.0  
7.7  
3.0  
6.5  
7.7  
3.5  
7.5  
9.8  
5.9  
6.5  
9.8  
6.0  
6.8  
9.8  
6.0  
Expected return on plan assets  
Rate of compensation increase  
The components of net periodic pension cost were as follows:  
1
999  
1998  
Non-  
1997  
Non-  
Non-  
9
8
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
Service cost  
267  
756  
430  
1,185  
258  
732  
429  
1,033  
243  
718  
295  
998  
Interest cost  
Expected return on plan assets  
Amortization of  
(223)  
(1,872)  
(203)  
(1,514)  
(198)  
(1,372)  
Unrecognized net actuarial losses (gains)  
Unrecognized prior service cost  
Unrecognized net obligation  
Other  
1
41  
214  
129  
2
(2)  
80  
187  
126  
3
(1)  
(2)  
54  
196  
125  
21  
1
(3)  
782  
Net periodic pension cost  
802  
129  
344  
760  
317  
The projected benefit obligations and fair value of plan assets for  
pension plans with accumulated benefit obligations in excess of  
plan assets were €13,934 and €7,818, respectively, as of December  
31, 1999 and €13,391 and €3,497, respectively, as of December 31,  
1998.  
Other Postretirement Benefits  
Certain DaimlerChrysler operations in the U.S. and Canada pro-  
vide 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 ben-  
efits and eligibility rules may be modified periodically.  
At December 31, 1999, plan assets were invested in diversified  
portfolios that consisted primarily of debt and equity securities.  
The following information is presented with respect to the Group’s  
postretirement benefit plans.  
Assumed discount rates and rates of increase in remuneration  
used in calculating the accumulated postretirement benefit obliga-  
tions together with long-term rates of return on plan assets vary  
according to the economic conditions of the country in which the  
plans are situated. The weighted-average assumptions used in cal-  
culating the actuarial values for the postretirement benefit plans  
were as follows (in %):  
At December 31,  
1999  
1998  
Change in accumulated postretirement benefit  
obligations:  
1
999  
1998  
1997  
Accumulated postretirement benefit  
obligations at beginning of year  
9,886  
9,667  
Weighted-average assumptions as  
of December 31:  
Foreign currency exchange rate changes  
Service cost  
1,645  
209  
(763)  
189  
Discount rate  
7.8  
6.5  
6.8  
8.5  
Interest cost  
702  
646  
280  
373  
Expected return on plan assets  
10.0  
10.0  
Plan amendments  
246  
Health care inflation rate in  
following (or “base”) year  
Actuarial (gains) losses  
Acquisitions and other  
Benefits paid  
(1,687)  
51  
5.8  
5.0  
6.0  
5.0  
6.5  
5.0  
(52)  
(454)  
Ultimate health care inflation  
rate (2002)  
(525)  
Accumulated postretirement benefit  
obligations at end of year  
10,527  
9,886  
The components of net periodic postretirement benefit cost were  
as follows:  
Change in plan assets:  
9
9
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual return on plan assets  
Employer contributions  
1,574  
273  
91  
(24)  
1999  
1998  
1997  
241  
13  
Service cost  
209  
702  
189  
646  
(6)  
164  
592  
(5)  
773  
1,498  
(4)  
Interest cost  
Benefits paid  
(45)  
2,816  
Expected return on plan assets  
Amortization of:  
(169)  
Fair value of plan assets at end of year  
1,574  
Unrecognized net actuarial  
losses (gains)  
10  
14  
(1)  
A reconciliation of the funded status to the amounts recognized in  
the consolidated balance sheets is as follows:  
Unrecognized prior service cost  
Unrecognized net asset  
Other  
3
1
23  
4
(1)  
2
At December 31,  
1999  
1998  
Net periodic postretirement benefit  
cost  
783  
866  
755  
Funded status*)  
7,711  
574  
8,312  
(1,015)  
(277)  
Unrecognized acturarial net gains (losses)  
Unrecognized prior service cost  
Net amount recognized  
(529)  
7,756  
7,020  
The following schedule presents the effects of a one-percentage-  
point change in assumed health care cost trend rates:  
*
)
Difference between the accumulated postretirement obligations and the  
fair value of plan assets.  
1
-Percen-  
tage  
1-Percen-  
tage  
Point  
Point  
Increase  
Decrease  
The amount recognized in the consolidated balance sheets consists  
only of accrued postretirement health and life insurance benefits.  
Effect on total of service and interest cost  
components  
121  
(99)  
Effect on accumulated postretirements benefit  
obligations  
1,117  
(870)  
(
in millions of €, except per share amounts)  
Prepaid Employee Benefits  
In 1996 DaimlerChrysler established a Voluntary Employees’ Ben-  
In connection with the Group’s restructuring, provisions were re-  
corded for termination benefits of €183 (1998: €259; 1997: €299),  
eficiary Association (“VEBA”) trust for payment of non-pension em- in 1999 principally within directly managed businesses and  
ployee benefits. At December 31, 1999 and 1998, the VEBA had a  
balance of €3,231 and €1,979, respectively, of which €2,698 and  
DaimlerChrysler Aerospace, in 1998 principally within the Auto-  
motive Business of the former Daimler-Benz Group and  
1,498, respectively, were designated and restricted for the pay-  
DaimlerChrysler Aerospace and in 1997 principally within the Au-  
tomotive Business of the former Daimler-Benz Group. In connec-  
tion with these restructuring efforts, the Group effected workforce  
reductions of approximately 2,400 employees (1998: 7,100; 1997:  
ment of postretirement health care benefits. Contributions to the  
VEBA trust during the years ended December 31, 1999, 1998 and  
1997 were €727, €292 and €975, respectively.  
6
,600) and paid termination benefits of €239 (1998: €413; 1997:  
b) Other accrued liabilities  
Other accrued liabilities consisted of the following:  
€503), of which €168 (1998: €242; 1997: €269) were charged  
against previously established liabilities. At December 31, 1999 the  
Group had liabilities for estimated future terminations for approxi-  
mately 7,400 employees.  
At December 31,  
1
999  
1998  
Exit costs in 1999, 1998 and 1997 primarily result from the re-  
structuring of directly managed businesses.  
Accrued warranty costs and price risks  
7,505  
993  
6,386  
762  
Accrued losses on uncompleted contracts  
Restructuring  
595  
635  
Accrued personnel and social costs  
3,409  
8,864  
1,366  
2,263  
6,843  
16,889  
Other  
2
3 . F I N A N C I A L L I A B I L I T I E S  
2
At December 31,  
1999  
1998  
1
00  
Notes/Bonds  
7,892  
20,879  
5,941  
466  
3,207  
11,015  
4,999  
158  
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 summa-  
rized as follows:  
Commercial paper  
Liabilities to financial institutions  
Liabilities to affiliated companies  
Loans, other financial liabilities  
Termination  
benefits  
Exit  
Total  
257  
319  
costs  
liabilities  
Liabilities from capital lease and  
residual value guarantees  
1,286  
777  
Balance at January 1, 1997  
Utilizations and transfers  
Reductions  
570  
(269)  
(45)  
299  
363  
(187)  
(37)  
34  
933  
(456)  
(82)  
333  
Short-term financial liabilities  
(due within one year)  
36,721  
20,475  
Additions  
Maturities  
Notes/Bonds  
of which due in more than five years:  
2001–  
2097  
21,440  
5,398  
145  
14,576  
4,311  
171  
Balance at December 31, 1997  
Utilizations and transfers  
Reductions  
555  
173  
(110)  
(19)  
31  
728  
(242)  
(12)  
(352)  
(31)  
€5,781 (1998: €2,605)  
Liabilities to financial institutions  
of which due in more than five years:  
2001–  
2019  
Additions  
259  
290  
€2,455 (1998: €2,185)  
Balance at December 31, 1998  
Utilizations and transfers  
Reductions  
560  
75  
635  
(321)  
(15)  
21  
(300)  
(24)  
284  
Liabilities to affiliated companies  
of which due in more than five years:  
(9)  
€– (1998: €28)  
Additions  
183  
101  
188  
Loans, other financial liabilities  
of which due in more than five years:  
192  
64  
Balance at December 31, 1999  
407  
595  
€53 (1998: €36)  
Liabilities from capital lease and  
residual value guarantees  
592  
833  
of which due in more than five years:  
€258 (1998: €228)  
Long-term financial liabilities  
27,767  
19,955  
40,430  
64,488  
Weighted average interest rates for notes/bonds, commercial paper tions are largely secured by mortgage conveyance, liens and as-  
and liabilities to financial institutions are 6.9%, 5.6% and 4.7%, re-  
spectively, at December 31, 1999.  
signment of receivables of approximately €1,599 (1998: €1,526).  
Aggregate amounts of financial liabilities maturing during the  
Commercial paper is denominated in euros and U.S. dollars and in- next five years and thereafter are as follows:  
cludes accrued interest. Bonds and liabilities to financial institu-  
2000  
2001  
2002  
2003  
2004  
there-  
after  
Financial liabilities  
36,721  
6,617  
6,996  
2,750  
2,857  
8,547  
At December 31, 1999, the Group had unused short-term credit  
lines of €12,821 (1998: €7,984) and unused long-term credit lines  
of €11,046 (1998: €10,903). In July 1999, DaimlerChrysler consoli-  
dated its existing credit facilities into a $17 billion revolving credit  
facility with a syndicate of international banks. The new credit  
agreement is divided into two tranches. The first tranche is a  
multi-currency revolving credit facility which allows  
The second tranche is a revolving credit facility which allows  
DaimlerChrysler North America Holding Corporation, a wholly-  
owned subsidiary of DaimlerChrysler AG, to borrow up to $12 bil-  
lion ($6 billion with a maturity of 5 years and $6 billion with a  
maturity of 1 year) at various interest rates. The $12 billion revolv-  
ing credit facility serves as a back-up for certain commercial paper  
drawings.  
DaimlerChrysler AG and several subsidiaries to borrow up to $5  
billion with a maturity of 7 years at interest rates based on LIBOR.  
1
01  
2
4 . T R A D E L I A B I L I T I E S  
At December 31, 1999  
At December 31, 1998  
Due after  
one year  
Due after  
five years  
Due after  
one year  
Due after  
five years  
Total  
Total  
Trade liabilities  
15,786  
26  
1
12,848  
54  
1
2
5 . O T H E R L I A B I L I T I E S  
At December 31, 1999  
At December 31, 1998  
Due after  
one year  
Due after  
five years  
Due after  
one year  
Due after  
five years  
Total  
Total  
Liabilities to affiliated companies  
Liabilities to related companies  
Other liabilities  
411  
1,193  
8,682  
56  
3
56  
349  
665  
20  
11  
2
229  
288  
9
8,235  
9,249  
587  
607  
10,286  
65  
13  
Liabilities to related companies are primarily obligations to Airbus  
Industrie G.I.E., Toulouse.  
2 6 . D E F E R R E D I N C O M E  
As of December 31, 1999, €907 of the total deferred income is to  
be recognized after more than one year (1998: €986).  
As of December 31, 1999, other liabilities include tax liabilities of  
871 (1998: €1,025) and social benefits due of €758  
(
1998: €759).  
(
in millions of €, except per share amounts)  
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  
DaimlerChrysler establishes reserves for these environmental mat-  
ters when a loss is probable and reasonably estimable. It is reason-  
ably possible that the final resolution of some of these matters  
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 final resolution of any such matters could have a material ef-  
fect on DaimlerChrysler’s consolidated operating results for the  
particular reporting period in which an adjustment of the esti-  
mated reserve is recorded, DaimlerChrysler believes that any re-  
sulting adjustment should not materially affect its consolidated fi-  
nancial position.  
Various claims and legal proceedings have been asserted or insti-  
tuted against the Group, including some purporting to be class ac-  
tions, 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 mat-  
ters is not predictable with assurance. It is reasonably possible  
that the final resolution of 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 be reasonably estimated. The term “reasonably possible“ is  
used herein to mean that the chance of a future transaction or  
event occurring is more than remote but less than likely. Although  
the final resolution of any such matters could have a material ef-  
fect on the Group’s consolidated operating results for the particu-  
lar reporting period in which an adjustment of the estimated re-  
serve is recorded, the Group believes that any resulting adjust-  
ment should not materially affect its consolidated financial posi-  
tion.  
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 are based  
primarily on prior experience. Estimates of the future costs of  
these actions are inevitably imprecise due to numerous uncertain-  
ties, 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  
1
02  
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  
Commitments and contingencies are presented at their contractual the established reserves. It is reasonably possible that the ultimate  
values and include the following:  
cost of these service and recall actions may require  
DaimlerChrysler to make expenditures, in excess of established re-  
serves, 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 believes that any such adjustment  
should not materially affect its consolidated financial position.  
At December 31,  
1
999  
1998  
Guarantees  
3,564  
33  
2,449  
103  
Notes payable  
Contractual guarantees  
Pledges of indebtedness of others  
303  
373  
500  
307  
4
,273  
3,359  
In connection with the development of aircraft, DaimlerChrysler  
Aerospace Airbus GmbH (“DA”) is committed to Airbus Industrie to  
incur future development costs. At December 31, 1999, the remain-  
ing commitment not recorded in the financial statements aggre-  
Contingent liabilities principally represent guarantees of indebted-  
ness of non-consolidated affiliated companies and third parties and gated approximately €342.  
commitments by Group companies as to contractual performance  
by joint venture companies and certain non-incorporated compa-  
nies, partnerships and project groups.  
Airbus Industrie G.I.E. (“Airbus consortium”) has given a perform-  
ance guarantee to Agence Executive, the French government  
agency overseeing Airbus. This performance guarantee has been  
assumed by DA to the extent of its 37.9 % participation in the Air-  
bus consortium.  
DaimlerChrysler is subject to potential liability under government  
regulations and various claims and legal actions which are pend-  
ing or may be asserted against DaimlerChrysler concerning envi-  
ronmental matters. Estimates of future costs of such environmen-  
tal matters are inevitably imprecise due to numerous uncertain-  
ties, including the enactment of new laws and regulations, the de-  
velopment and application of new technologies, the identification  
of new sites for which DaimlerChrysler may have remediation re-  
sponsibility and the apportionment and collectibility of  
At December 31, 1999, in connection with DA’s participation in the  
Airbus consortium, DA was contingently liable related to the Air-  
bus consortium’s irrevocable financing commitments in respect of  
aircraft on order, including options, for delivery in the future. In  
addition, DA was also contingently liable related to credit guaran-  
tees and participations in financing receivables of the Airbus con-  
remediation costs among responsible parties.  
sortium under certain customer finance programs. When entering  
into such customer financing commitments, the Airbus consortium statement of income, amounted to €964 (1998: €984; 1997: €910).  
has generally established a secured position in the aircraft being Future minimum lease payments under rental and lease agree-  
financed. The Airbus consortium and DA believe that the estimated ments which have initial or remaining terms in excess of one year  
Total rentals under operating leases, charged as an expense in the  
fair value of the aircraft securing such commitments would sub-  
stantially offset any potential losses from the commitments. Based  
on experience, the probability of material losses from such cus-  
tomer financing commitments is considered remote.  
at December 31, 1999 are as follows:  
Operating  
leases  
2
000  
001  
676  
452  
341  
252  
217  
904  
DA’s obligations under the foregoing financing commitments of the  
Airbus consortium are joint and several with its other partners in  
the consortium. In the event that Airbus, despite the underlying  
collateral, should be unable to honor its obligations, each consor-  
tium 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.  
2
2002  
2
003  
004  
2
thereafter  
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 ongoing limited financial assistance for develop-  
ment programs and other items. Such undertakings, advances and  
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  
In the course of day-to-day financial management, DaimlerChrysler  
purchases financial instruments, such as financial investments,  
variable- and fixed-interest bearing securities, equity securities,  
forward exchange contracts and currency options. The Group also  
1
03  
assistance were to be repaid by DaimlerChrysler Aerospace Airbus issues financial instruments such as eurobonds, commercial paper  
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 air-  
craft.  
and medium-term-notes. As a consequence of purchasing and issu-  
ing these types of financial instruments, the Group may be ex-  
posed to risks from changes in interest and currency exchange  
rates as well as share prices. Additionally, the Group conducts  
business on a global basis in numerous major international curren-  
cies and is, therefore, exposed to adverse movements in foreign  
currency exchange rates. DaimlerChrysler uses derivative financial  
instruments to reduce such risks. Without the use of these instru-  
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 remain- ments the Group’s market risks would be higher.  
ing obligations to the German Federal Government, related to the  
Airbus A300/310 and A330/340 series aircraft as well as to finan-  
cial assistance not related to development, while the 1997 settle-  
ment related primarily to the A320 aircraft and its derivatives. Of  
Based on regulations issued by regulatory authorities for financial  
institutions, the Group has established guidelines for risk assess-  
ment procedures and controls for the use of financial instruments,  
the foregoing settlement payments, €229 and €369 were expensed including a clear segregation of duties with regard to operating fi-  
in 1998 and 1997, respectively. The remainder of the settlement  
payments were capitalized and are being amortized over those air-  
craft to be delivered in the future to which the settlements related.  
nancial activities and settlement, accounting and controlling.  
Market risk in portfolio management is quantified according to the  
“value-at-risk” method which is commonly used among banks. Us-  
ing historical variability of market values, potential changes in  
value resulting from changes of market prices are calculated on  
the basis of statistical methods. The maximum acceptable market  
risk is established by senior management in the form of risk capi-  
tal, approved for a period not exceeding one year. Adherence to  
risk capital limitations is regularly monitored.  
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 Group  
may be required to compensate suppliers in the event the commit-  
ted volumes are not purchased.  
b) Notional amounts and credit risk  
The contract or notional amounts shown below do not always rep-  
resent amounts exchanged by the parties and, thus, are not neces-  
sarily a measure for the exposure of DaimlerChrysler through its  
use of derivatives.  
(
in millions of €, except per share amounts)  
The notional amounts of off-balance sheet financial instruments  
are as follows:  
The carrying amounts and fair values of the Group’s financial in  
struments are as follows:  
At December 31,  
At December 31,  
At December 31,  
1999  
1998  
1999  
1998  
Carrying  
Fair  
Carrying  
Fair  
amount  
value  
amount  
value  
Currency contracts  
28,974  
25,911  
28,204  
26,162  
Interest rate contracts  
Financial instruments  
other than derivative  
(
instruments):  
Currency contracts include foreign exchange forward and option  
contracts which are mainly utilized to hedge existing receivables  
and liabilities, firm commitments and anticipated transactions de-  
nominated in foreign currencies (principally U.S. dollars, Japanese  
Yen and major non-euro currencies in Europe). The objective of the  
Group’s hedging transactions is to reduce the market risk of its  
foreign denominated future cash flows to exchange rate fluctua-  
tions. The Group has entered into currency contracts for periods of  
one to five years.  
Assets:  
Financial assets  
1,360  
1,360  
912  
912  
Receivables from  
financial services  
38,735  
8,969  
38,835  
8,969  
26,468  
12,160  
26,460  
12,160  
Securities  
Cash and cash  
equivalents  
9,099  
133  
9,099  
133  
6,589  
261  
6,589  
261  
Other  
The Group enters into interest rate and interest rate cross-currency  
swaps, interest rate forward and futures contracts and interest rate  
options in order to safeguard financial investments against fluctu-  
ating 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.  
Liabilities:  
Financial liabilities  
Derivative instruments:  
Assets:  
64,488  
64,954  
40,430  
40,459  
1
04  
Currency contracts  
Interest rate contracts  
Liabilities:  
57  
34  
74  
338  
97  
744  
309  
348  
The Group may be exposed to credit-related losses in the event of  
non-performance by counterparties to financial instruments.  
Counterparties to the Group’s financial instruments represent, 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 insignificant.  
Currency contracts  
Interest rate contracts  
944  
61  
2,109  
590  
268  
19  
349  
303  
In determining the fair values of derivative financial instruments,  
certain compensating effects from underlying transactions (e.g.  
firm commitments and anticipated transactions) are not taken into  
consideration. At December 31, 1999 and 1998, the Group had de-  
ferred net unrealized gains (losses) on forward currency exchange  
contracts and options of €(1,148) and €325, respectively, pur-  
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 determined with refer-  
ence to available market information at the balance sheet date and  
the valuation methodologies discussed below. Considering the vari- chased against firm foreign currency denominated sales commit-  
ability of their value-determining factors, the fair values presented  
herein may not be indicative of the amounts that the Group could  
realize in a current market exchange.  
ments extending for a period of three years.  
The carrying amounts of cash, other receivables and accounts pay-  
able approximate fair values due to the short-term maturities of  
these instruments.  
The methods and assumptions used to determine the fair values of  
other financial instruments are summarized below:  
The carrying amounts of the financial instruments (other than  
derivative instruments) are included in the consolidated balance  
sheets under their related captions.  
Financial Assets and Securities – The fair values of securities in the  
portfolio were 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.  
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  
Receivables from Financial Services  The carrying amounts of vari-  
able rate finance receivables were estimated to approximate fair  
value since they are priced at current market rates. The fair values recorded (the “deferral method”). However, a loss is not deferred if  
of fixed rate finance receivables were estimated by discounting ex- deferral would lead to the recognition of a loss in future periods.  
pected cash flows using the current rates at which comparable  
loans of similar maturity would be made as of December 31, 1999  
and 1998.  
In the event of an early termination of a currency exchange agree-  
ment designated as a hedge, the gain or loss continues to be de-  
ferred and is included in the settlement of the underlying transac-  
tion.  
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.  
Interest differentials paid or received under interest rate swaps  
purchased to hedge interest risks on debt are recorded as adjust-  
ments to the effective yields of the underlying debt (“accrual  
method”).  
Financial Liabilities – The fair value of publicly traded debt was es-  
timated using quoted market prices. The fair values of other long-  
term notes and bonds were 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.  
1
05  
In the event of an early termination of an interest rate related de-  
rivative designated as a hedge, the gain or loss is deferred and re-  
corded as an adjustment to interest income, net over the remaining  
term of the underlying financial instrument.  
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 inter-  
est rates over the remaining term of the instrument. Interest rate  
options are valued on the basis of quoted market prices or on esti-  
mates based on option pricing models.  
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, liabili-  
ties or firm commitments are marked to market and any resulting  
unrealized gains and losses are recognized currently in financial  
income, net. The carrying amounts of derivative instruments are  
included under other assets and accrued liabilities.  
Currency Contracts  The fair values of forward foreign exchange  
contracts were based on EZB reference exchange rates that con-  
sider forward premiums or discounts. Currency options were val-  
ued on the basis of quoted market prices or on estimates based on  
option pricing models.  
Derivatives purchased by the Group under macro-hedging tech-  
niques, 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 mar-  
ket at each reporting period with unrealized gains and losses rec-  
ognized 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 transac-  
tion, subsequent unrealized gains and losses would be deferred  
and recognized along with the effects of the underlying transac-  
tion.  
d) Accounting for and reporting of financial instruments  
The income or expense of the Group’s financial instruments (other  
than derivative instruments), with the exception of receivables  
from financial services and financial liabilities related to leasing  
and sales financing activities, are recognized in financial income,  
net. Interest income on receivables from financial services and  
gains and losses from sales of receivables are recognized as rev-  
enues. Interest expense on financial liabilities related to leasing  
and sales financing activities are recognized as cost of sales.  
(
in millions of €, except per share amounts)  
3
0 . S E G M E N T R E P O R T I N G  
Other. Represents principally the Directly Managed Businesses in-  
During the first quarter of 1999, DaimlerChrysler combined the ac- cluding rail systems (including 50% interest in Adtranz in 1998  
tivities of the Chrysler Financial Services segment and the Serv-  
ices segment into a new segment entitled Services. Prior periods  
have been reclassified to conform with the 1999 presentation. In-  
formation with respect to the Group’s industry segments follows:  
and 1997), automotive electronics (including microelectronics in  
1997) and diesel engines. Other also contains corporate research,  
real estate activities and holding and financing companies.  
The Group’s management reporting and controlling systems are  
substantially the same as those described in the summary of sig-  
Mercedes-Benz Passenger Cars & smart. This segment includes ac-  
tivities related mainly to the development, manufacture and sale of nificant accounting policies (U.S. GAAP). The Group measures the  
passenger cars and off-road vehicles under the brand names  
Mercedes-Benz and smart as well as related parts and accessories.  
performance of its operating segments through “Operating Profit.“  
Segment Operating Profit is defined as income before financial in-  
come and income taxes included in the consolidated statement of  
income, modified to exclude certain pension and postretirement  
benefit costs, to include certain financial income, net and to in-  
clude or exclude certain miscellaneous items, principally repre-  
senting merger costs in 1998. Additionally, in 1999 the pre-tax  
gains on the sales of shares in debitel of €1,140 (see Note 9) have  
been included in the measurement of the Services segment operat-  
ing profit since such amounts were included in the Group’s mea-  
surement of the segment’s performance.  
Chrysler Group. This segment includes the research, design, manu-  
facture, assembly and sale of cars and trucks under the brand  
names Chrysler, Plymouth, Jeep® and Dodge and related automo-  
tive parts and accessories.  
Commercial Vehicles. 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 mainly un-  
der the brand names Mercedes-Benz and Freightliner.  
Sales and revenues related to transactions between segments are  
generally recorded at values that approximate third-party selling  
Services. The activities in this segment extend to the marketing of  
services related to information technology, financial services (prin- prices.  
cipally retail and lease financing for vehicles and dealer financ-  
1
06  
ing), insurance brokerage, trading as well as telecommunications  
and media (in 1998 and 1997).  
Revenues are allocated to countries based on the location of the  
customer; long-term assets, according to the location of the respec-  
tive units.  
Aerospace. This division comprises the development, manufacture  
and sale of commercial and military aircraft and helicopters, satel-  
lites and related space transportation systems, defense-related  
products, including radar and radio systems, and propulsion sys-  
tems.  
Capital expenditures represent the purchase of property, plant and  
equipment.  
Mercedes-Benz  
Passenger Cars  
Chrysler Commercial  
Aero-  
space  
Elimi-  
Consoli-  
dated  
&
smart  
Group  
Vehicles  
Services  
Other  
nations  
1999  
Revenues  
35,592  
2,508  
38,100  
2,703  
17,611  
2,228  
1,580  
63,666  
419  
25,480  
1,215  
26,695  
1,067  
11,549  
770  
10,662  
2,270  
12,932  
2,039  
77,266  
324  
9,144  
47  
5,441  
411  
(6,870)  
(6,870)  
(179)  
149,985  
Intersegment sales  
Total revenues  
64,085  
5,051  
49,825  
5,224  
3,346  
9,191  
730  
5,852  
(399)  
65,368  
589  
149,985  
11,012  
174,667  
9,470  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
11,934  
336  
(58,886)  
(1)  
677  
3,348  
290  
275  
(187)  
9,329  
1998  
Revenues  
30,859  
1,728  
32,587  
1,993  
17,098  
1,995  
1,310  
56,350  
62  
22,374  
788  
10,371  
1,039  
11,410  
985  
8,722  
48  
3,106  
420  
(4,085)  
(4,085)  
(79)  
131,782  
Intersegment sales  
Total revenues  
56,412  
4,255  
38,121  
3,920  
2,837  
23,162  
946  
8,770  
623  
3,526  
(130)  
33,653  
797  
131,782  
8,593  
136,149  
8,155  
7,291  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
11,936  
832  
49,625  
285  
12,970  
326  
(27,254)  
1
07  
692  
2,038  
289  
293  
(168)  
1997  
Revenues  
25,874  
1,680  
52,023  
3
19,481  
531  
8,679  
725  
7,751  
65  
3,764  
257  
(3,261)  
(3,261)  
(87)  
117,572  
Intersegment sales  
Total revenues  
27,554  
1,716  
52,026  
3,412  
38,976  
4,501  
2,288  
20,012  
342  
9,404  
777  
7,816  
284  
4,021  
(214)  
23,926  
635  
117,572  
6,230  
124,831  
8,051  
6,222  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
15,003  
11,000  
601  
41,921  
193  
11,174  
255  
(17,169)  
(19)  
1,885  
1,160  
687  
1,627  
306  
324  
(170)  
Capital expenditures for equipment on operating leases for 1999, 1998 and 1997 for the Services segment amounted to €16,144, €7,188  
and €4,861, respectively.  
1999  
1998  
1997  
Income before financial income,  
income taxes and extraordinary items  
9,324  
7,330  
5,512  
Not allocated:  
certain pension and postretirement  
benefit costs  
379  
150  
688  
746  
721  
35  
miscellaneous (1998: principally  
merger costs)  
Allocated:  
certain financial income, net  
19  
(171)  
(38)  
extraordinary item - gains on  
disposals of a business  
(before income taxes; see Note 9)  
1,140  
Consolidated operating profit  
11,012  
8,593  
6,230  
(
in millions of €, except per share amounts)  
Other  
American  
countries  
European  
Union*)  
Other  
Consoli-  
dated  
Revenues  
Germany  
U.S.  
Asia  
countries  
1
999  
998  
997  
28,393  
24,918  
21,317  
21,567  
20,072  
17,132  
78,104  
65,300  
56,615  
11,727  
11,519  
10,576  
4,796  
4,311  
5,587  
5,398  
5,662  
6,345  
149,985  
131,782  
117,572  
1
1
*
)
Excluding Germany.  
Germany accounts for €14,711 of long-term assets (1998: €12,953;  
997: €12,040), the U.S. for €43,036 (1998: €25,344; 1997:  
An income tax charge of €812 relating to changes in German tax  
laws was included in the consolidated statement of income for the  
year ended December 31, 1999 and resulted in a reduction of basic  
and diluted earnings per share of €0.81 and €0.80, respectively  
1
22,632) and other countries for €12,701 (1998: €11,309; 1997:  
9,797).  
(
see Note 8). In 1998, merger costs of €401 (net of tax) impacted  
basic and diluted earnings per share by a decrease of €0.42 and  
0.41. In 1997, tax benefits relating to a special distribution and to  
a decrease in the deferred tax asset valuation allowance of €2,490  
resulted in an increase of basic and diluted earnings per share by  
€2.62 and €2.57, respectively.  
3
1. E A R N I N G S P E R S H A R E  
The computation of basic and diluted earnings per share for “In-  
come before extraordinary items” is as follows (in millions of euros  
or millions of shares, except earnings per share):  
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 Ordi-  
nary Shares on December 31, 1997. For the same reason, convert-  
ible bonds issued in connection with the 1998 Stock Option Plan  
were not included in the computation at December 31, 1998.  
Year ended December 31,  
1
999  
1998  
1997  
1
08  
Income before extraordinary items  
Less: preferred stock dividends  
5,106  
4,949  
6,547  
(1)  
Income before extraordinary items -  
basic  
5,106  
5,106  
4,949  
4,949  
6,546  
6,547  
Unexercised employee stock options to purchase 0.2 million shares  
of DaimlerChrysler Ordinary Shares as of December 31, 1997 were  
not included in the computations of diluted earnings per share be-  
cause the options’ exercise prices were greater than the average  
market price of DaimlerChrysler Ordinary Shares during the pe-  
riod.  
Income before extraordinary items  
Interest expense on convertible  
bonds and notes (net of tax)  
18  
20  
19  
Income before extraordinary items –  
diluted  
5,124  
4,969  
6,566  
Weighted average number of shares  
outstanding – basic  
1,002.9  
959.3  
19.8  
949.3  
12.8  
3 2 . F O R M AT I O N O F E A D S  
In October 1999, DaimlerChrysler, the French Lagardère Group  
and the French government agreed to merge their respective aero-  
space and defense activities into a new company. In December  
Dilutive effect of convertible bonds  
and notes  
10.7  
1
999, Sociedad Estatal de Participaciones Industriales (SEPI)  
Shares issued on exercise of  
dilutive options  
agreed to join the Franco-German alliance. The new corporation,  
to be called European Aeronautic, Defense and Space Company  
18.3  
17.7  
Shares purchased with proceeds  
of options  
(
EADS), will be established through a merger of Aerospatiale  
(11.8)  
(13.5)  
Matra S.A., DaimlerChrysler Aerospace AG and Construcciones  
Aeronauticas S.A. (CASA). The transaction is expected to be com-  
pleted in the first half of 2000. Consummation of the merger is  
subject to various conditions, including among others, approval of  
certain governmental authorities.  
Shares applicable to convertible  
preferred stock  
0.2  
1.3  
0.8  
1.1  
Shares contingently issuable  
Weighted average number of shares  
outstanding – diluted  
1,013.6  
987.1  
968.2  
Earnings per share before  
extraordinary items  
Basic  
5.09  
5.06  
5.16  
5.04  
6.90  
6.78  
Diluted  
M
E
M
B
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Hilmar Kopper  
Frankfurt am Main  
Rudolf Kuda *)  
Frankfurt am Main  
G. Richard Thoman  
Stamford  
Committees of the  
Supervisory Board:  
Chairman of the Supervisory  
Board of Deutsche Bank AG  
Retired Head of Department, President and Chief  
Executive Council,  
Executive Officer  
German Metalworkers’ Union of Xerox Corporation  
Mediation Committee  
(Committee pursuant to  
Chairman  
§
27 Sec. 3 MitbestG  
Robert J. Lanigan  
Toledo  
Chairman Emeritus  
of Owens-Illinois, Inc.  
Bernhard Walter  
Frankfurt am Main  
Chairman of the Board of  
Managing Directors of  
Dresdner Bank AG  
(Codetermination Act))  
Erich Klemm *)  
Sindelfingen  
Chairman of the Corporate  
Works Council,  
DaimlerChrysler AG and  
DaimlerChrysler Group  
Hilmar Kopper (Chairman)  
Erich Klemm  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Helmut Lense *)  
Stuttgart  
Chairman of the Works Council,  
Untertürkheim Plant,  
DaimlerChrysler AG  
Lynton R. Wilson  
Toronto  
Chairman of the Board  
of BCE Inc.  
Presidential Committee  
Deputy Chairman  
Hilmar Kopper (Chairman)  
Erich Klemm  
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.  
Peter A. Magowan  
San Francisco  
Retired Chairman of the  
Board of Safeway, Inc.,  
President and  
Dr.-Ing. Mark Wössner  
Gütersloh  
Chairman of the Supervisory  
Board of Bertelsmann AG  
1
09  
Financial Audit Committee  
Hilmar Kopper (Chairman)  
Erich Klemm  
Willi Böhm  
Managing General Partner  
of San Francisco Giants  
Willi Böhm *)  
Wörth  
Member of the Works Council,  
Wörth Plant,  
Bernhard Wurl *)  
Frankfurt am Main  
IG Metall  
Head of Department,  
Executive Council  
German Metalworkers’ Union  
Bernhard Walter  
Gerd Rheude *)  
Wörth  
Chairman of the Works Council,  
Wörth Plant,  
DaimlerChrysler AG  
(since May 6, 1999)  
DaimlerChrysler AG  
Sir John P. Browne  
London  
Chief Executive Officer  
of BP Amoco p.I.c.  
Stephen P. Yokich *)  
Detroit  
*) Employee elected  
representatives  
President of U.A.W.,  
International Union United  
Automobile, Aerospace and  
Agricultural Implement  
Workers of America  
Herbert Schiller *)  
Frankfurt am Main  
Chairman of the Corporate  
Works Council,  
Manfred Göbels *)  
Stuttgart  
Chairman of the Management  
Representative Committee,  
DaimlerChrysler Group  
DaimlerChrysler Services  
Retired from the  
Supervisory Board:  
(
debis) AG  
Dr. rer. pol.  
Manfred Schneider  
Leverkusen  
Chairman of the Board of  
Management of Bayer AG  
Karl Feuerstein †  
Mannheim  
Former Chairman of the  
Corporate Works Council,  
DaimlerChrysler AG and  
DaimlerChrysler Group  
Peter Schönfelder *)  
Augsburg  
Chairman of the Works Council,  
Augsburg Plant,  
retired April 30, 1999,  
deceased November 16, 1999  
DaimlerChrysler Aerospace AG  
R
E
P
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Integration issues, particularly in the automotive divisions,  
dominated the agenda of the Supervisory Board in 1999. A  
further key issue was the strategic development of the other  
businesses of the Group. Questions relating to the product  
portfolio and regional strategies in the automotive business  
were discussed as well as the expansion of the IT-activities  
of the Group and the contribution of business units into  
powerful joint ventures like the Astrium space company.  
In its February 1999 meeting, the Supervisory Board voted  
to increase its rights under existing corporate law by sub-  
jecting a catalogue of actions to its approval. At the meeting,  
the Supervisory Board also discussed and approved the  
medium-term corporate planning for the period 1999-2001, in-  
cluding planning for investment, human resources and earn-  
ings, as well as the refinancing limit of the company. The  
decision to acquire the remaining stake in Adtranz created the  
conditions necessary for implementing a comprehensive re-  
structuring program designed to improve Adtranz’ competitive  
position over the long term.  
The Supervisory Board and the Board of Management met  
in four ordinary and two extraordinary meetings during  
the 1999 business year to discuss the state of the company,  
the progress of integration, the strategic development of  
the divisions and various other issues.  
1
10  
The Presidential Committee met three times in 1999 to discuss The March 1999 Supervisory Board meeting focused on the  
personnel issues of the Board of Management as well as other  
questions concerning the company’s corporate governance.  
The Financial Audit Committee convened twice with the inde-  
pendent auditors to discuss in detail the financial statements  
for 1998 and the Half-Year Financial Statement for 1999. The  
committee also addressed the issue of commissioning KPMG  
Deutsche Treuhand-Gesellschaft AG a financial auditing firm  
1998 financial statements for the DaimlerChrysler AG legal  
entity and group and preparations for the Annual General  
Meeting. At this meeting, the Board of Management also pro-  
vided the Supervisory Board with detailed information on  
strategic considerations for the automotive businesses.  
Karl Feuerstein retired as Deputy Chairman and member of  
with the final audit and determined the audit emphasis for the the Supervisory Board, effective April 30, 1999. As his  
business year. The Mediation Committee, a body required by  
German industrial co-determination law, was not required to  
convene.  
successor and at the request of the Corporate Works Coun-  
cil, the Stuttgart Municipal Court named Gerd Rheude a  
member of the Supervisory Board of DaimlerChrysler AG,  
effective May 6, 1999. Feuerstein died on November 16,  
1999, after a long period of serious illness. The Supervisory  
The Board of Management kept the Supervisory Board con-  
tinuously informed of business developments as well as the Board mourns the loss of Karl Feuerstein, an exceptional  
financial state of the company and its business units through individual whose many years of service to DaimlerChrysler  
monthly reports and discussions during the various meet-  
ings. The Board of Management also reported in writing to  
the Supervisory Board on any extraordinary activities. In  
addition, the Chairman of the Supervisory Board was kept  
informed through numerous discussions with the Board of  
Management throughout the year.  
have left a lasting mark on the company.  
After the Annual General Meeting on May 18, 1999, the  
Supervisory Board was reconstituted. Hilmar Kopper was  
elected Chairman of the Board and Erich Klemm was  
elected Deputy Chairman. At this time, the members of  
the Mediation Committee, the Presidential Committee and  
the Financial Audit Committee were also elected.  
The meeting in the summer of 1999 was dominated by the  
strategic developments at DaimlerChrysler Aerospace AG  
(
Dasa), particularly in terms of the consolidation and reor-  
ganization of the European aerospace industry. The meeting  
focused on the promotion of international mergers as a  
means of improving global competitiveness and accelerating The same applies to the consolidated financial statements  
the optimization of successful programs such as Airbus and according to US GAAP. These were supplemented by a con-  
the Eurofighter. Another topic at the meeting was the decision solidated business review report and additional notes in  
to promote the Mercedes-Benz SLR as a unique vehicle  
combining typical Mercedes design, pioneering innovation,  
safety and performance, thus underscoring the brand’s pre-  
mium position in the sports car segment. In addition to the  
successful transfer of technology and image attributes from  
Formula One into series production, the SLR also signifies  
the continuation of the Silver Arrows legend. The initial  
accordance with Article 292a of the German Commercial  
Code (HGB). In accordance with Article 292a, the US GAAP  
consolidated financial statements presented in this report  
grant exemption from the obligation of producing consoli-  
dated financial statements according to German law.  
All financial statements and the appropriation of earnings  
public offering of debitel and the sale of a part of the debitel proposed by the Board of Management as well as the auditors’  
shares to Swisscom AG reflected the rapid changes taking  
place on the international telecommunications market. The  
choice of Swisscom AG as a partner will guarantee further  
long term growth potential for this business unit.  
reports were submitted to the Supervisory Board. These were  
inspected by the Financial Audit Committee and the  
Supervisory Board and discussed in the presence of the  
auditors. The Supervisory Board has declared itself in  
agreement with the result of the final audit and has estab-  
lished that there are no objections to be made.  
In an extraordinary meeting on September 24, 1999, the  
Supervisory Board turned its attention to the new corporate  
structure, the allocation of responsibilities and the person-  
nel changes at the Board of Management level. With the  
In its meeting on February 25, 2000, the Supervisory Board  
approved the consolidated financial statements and the  
1
11  
successful completion of the integration process, Theodor R. financial statements of DaimlerChrysler AG for 1999, and  
Cunningham, Dr. Kurt J. Lauk, Thomas T. Stallkamp and  
Heiner Tropitzsch stepped down from the Board of Manage-  
ment, effective September 30, 1999. The Supervisory Board  
appointed Günther Fleig as a full member of the Board of  
Management, responsible for the Human Resources depart-  
ment, and as labor relations director, effective October 1,  
consented to the appropriation of earnings proposed by  
the Board of Management.  
The Supervisory Board expresses its thanks to the  
DaimlerChrysler Board of Management, the company’s  
employees, and those Board of Management members  
who have retired, for their tremendous individual efforts  
1999. James P. Holden was appointed Head of the Chrysler  
Group division, and Dr. Dieter Zetsche was named Head of the and shares their happiness on the great successes  
Commercial Vehicles division. The new management structure achieved in DaimlerChrysler’s first full year of operation.  
reflects the global nature of DaimlerChrysler’s vehicles busi-  
ness and ensures a stronger focus on customers and markets.  
Stuttgart-Möhringen, February 2000  
The last Supervisory Board meeting of the 1999 business  
year, which took place in December, addressed medium-  
term corporate planning for the period 2000-2002, includ-  
ing planning for investment, human resources and earnings,  
as well as the refinancing limit for the company. The other key  
issue at the meeting was the consolidation of aerospace  
activities in the European Aeronautic Defence and Space  
Company.  
The Supervisory Board  
Hilmar Kopper  
Chairman  
The DaimlerChrysler financial statements for 1999 and the  
business review report were audited by the KPMG Deutsche  
Treuhand-Gesellschaft AG, Berlin and Frankfurt/Main, and  
certified without qualification.  
M
O
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F
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S
U
B
S
I
D
L
I
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I
E
S
T
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A
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S
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Stockholders’  
Equity in  
Millions  
Revenues 3)  
in Millions of €  
Employment  
at Year-End  
Ownership 1)  
in %  
2)  
of €  
99  
98  
99  
98  
Mercedes-Benz Passenger Cars & smart  
4
)
Micro Compact Car smart GmbH, Renningen  
100.0  
100.0  
86.0  
(120)  
* 5)  
499  
2,281  
30  
133  
1,644  
1,448  
1,780  
328  
1,281  
1,699  
344  
Mercedes-Benz U.S. International, Inc., Tuscaloosa  
Mercedes-Benz India Ltd., Poona  
45  
44  
4
)
DaimlerChrysler South Africa (Pty.) Ltd., Pretoria  
100.0  
203  
985  
864  
3,503  
3,418  
Chrysler Group  
DaimlerChrysler Corporation, Auburn Hills  
DaimlerChrysler Canada, Inc., Windsor  
Eurostar Automobilwerk GmbH & Co. KG, Graz  
DaimlerChrysler Transport, Inc., Detroit  
100.0  
100.0  
100.0  
100.0  
100.0  
15,551  
* 5)  
67,890  
14,1826)  
8056)  
59,003  
11,8506)  
7506)  
129,395  
17,331  
1,464  
981  
130,329  
17,125  
1,555  
931  
* 5)  
* 5)  
1156)  
946)  
DaimlerChrysler de Mexico S.A. de C.V., Mexico City  
* 5)  
6,0056)  
5,3136)  
11,235  
11,125  
1
12  
Commercial Vehicles Mercedes-Benz, Freightliner, Sterling, Setra, Thomas Built Buses  
4
)
EvoBus GmbH, Stuttgart  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
95.0  
273  
34  
1,887  
256  
1,685  
252  
10,337  
1,387  
4,992  
320  
9,939  
1,459  
4,477  
374  
Mercedes-Benz Lenkungen GmbH, Mülheim/Ruhr  
Mercedes-Benz España S.A., Madrid  
NAW Nutzfahrzeuge AG, Arbon  
239  
16  
2,448  
69  
2,252  
81  
4
)
* 5)  
Freightliner Corporation, Portland  
Mercedes-Benz Mexico S.A. de C.V., Mexico-City  
Mercedes-Benz do Brasil S.A., São Bernando do Campo  
10,355  
523  
6,805  
420  
18,940  
2,683  
10,677  
1,209  
1,246  
3,427  
14,870  
2,161  
4
)
* 5)  
362  
213  
65  
1,427  
469  
2,058  
649  
11,031  
1,689  
1,225  
3,696  
4
)
Mercedes-Benz Argentina, Buenes Aires  
Mercedes-Benz Group Indonesia, Jakarta  
Mercedes-Benz Türk A.S., Istanbul  
4
)
59  
27  
66.9  
114  
471  
662  
Vehicle Sales Organization  
4
)
* 5)  
* 5)  
69  
* 5)  
* 5)  
22  
17  
Mercedes-Benz USA, Inc., Montvale  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
8,607  
2,577  
948  
6,775  
2,165  
831  
1,457  
1,751  
554  
579  
937  
310  
1,352  
1,645  
524  
4
)
DaimlerChrysler France S.A.S, Rocquencourt  
DaimlerChrysler Belgium S.A./N.V. Brussels  
4
)
DaimlerChrysler Nederland B.V., Utrecht  
1,032  
3,307  
262  
912  
524  
4
)
Mercedes-Benz (United Kingdom) Ltd., Milton Keynes  
DaimlerChrysler Danmark AS, Hillerød  
3,080  
247  
1,034  
304  
DaimlerChrysler Sverige AG, Stockholm  
348  
297  
312  
271  
4
)
Mercedes-Benz Italia S.p.A, Rome  
85  
54  
24  
7
2,293  
777  
2,041  
667  
598  
307  
153  
597  
849  
628  
278  
Mercedes-Benz (Switzerland) AG, Zurich  
Mercedes-Benz Hellas S.A., Athens  
DaimlerChrysler Japan Co. Ltd., Tokyo  
174  
158  
150  
2,222  
773  
1,498  
505  
403  
778  
4
)
DaimlerChrysler (Australia/Pacific) Pty. Ltd., Mulgrave/Melbourne  
139  
Stockholders’  
Equity in  
Revenues 3)  
in Millions of €  
Employment  
at Year-End  
Ownership 1)  
in %  
2)  
Millions  
of €  
99  
98  
99  
98  
Services  
DaimlerChrysler Services (debis) AG, Berlin  
debis Systemhaus GmbH, Leinfelden-Echterdingen  
Mercedes-Benz Finanz GmbH, Stuttgart  
Mercedes-Benz Leasing GmbH, Stuttgart  
Mercedes-Benz Credit Corporation, Norwalk  
Chrysler Financial Company L.L.C., Southfield  
Chrysler Capital Company L.L.C., Stamford  
Chrysler Insurance Company, Southfield  
100.0  
989  
-
569  
-
206  
2,304  
840  
* 7)  
168  
1,086  
641  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
187  
425  
34  
483  
182  
232  
1,325  
1,148  
* 7)  
930  
2,207  
599  
230  
1,829  
3,016  
243  
1,544  
2,022  
183  
818  
716  
3,028  
47  
3,232  
47  
196  
171  
167  
184  
Aerospace  
DaimlerChrysler Aerospace AG, Munich  
DaimlerChrysler Aerospace Airbus GmbH, Hamburg  
Dornier GmbH, Friedrichshafen  
100.0  
100.0  
57.6  
2,147  
616  
205  
17  
2,221  
3,440  
334  
1,772  
2,970  
347  
12,562  
15,073  
1,901  
1,436  
5,984  
3,406  
5,201  
1,220  
1,107  
10,994  
14,645  
1,933  
1,507  
6,198  
3,206  
5,169  
1,230  
953  
1
13  
Dornier Satellitensysteme GmbH, Munich  
Eurocopter S.A., Marignane  
100.0  
75.0  
673  
683  
632  
107  
124  
6
1,139  
462  
1,179  
451  
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  
1,340  
295  
1,359  
348  
50.0  
95  
528  
351  
Other Businesses8)  
DaimlerChrysler Rail Systems GmbH, Berlin  
100.0  
100.0  
88.4  
506  
333  
410  
3,562  
890  
3,316  
754  
921  
23,239  
5 ,1 73  
23,785  
4,638  
5,893  
TEMIC TELEFUNKEN microelectronic GmbH, Nurnberg  
MTU Motoren- und Turbinen-Union Friedrichshafen GmbH, Friedrichshafen  
959  
5,885  
Regional Holding and Finance Companies  
DaimlerChrysler North America Holding Corporation, Auburn Hills  
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  
19,594  
101  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
0
42  
1
152  
3
3
DaimlerChrysler UK Holding plc., London  
276  
7
7
DaimlerChrysler France Holding S.A., Rocquencourt  
DaimlerChrysler Coordination Center S.A/N.V., Brussels  
DaimlerChrysler España Holding S.A., Madrid  
256  
379  
212  
3
3
20  
46  
21  
12  
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.  
)
3
4
5
6
7
8
)
)
)
Preconsolidated financial statements.  
Included in the consolidated financial statements of the holding company in the respective country.  
Included in the revenues of the preconsolidated financial statements.  
Included in Mercedes-Benz Finanz GmbH.  
)
)
)
Amounts according to U.S. GAAP.  
F
I
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E
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Y
E
A
R
-
S
U
M
M
A
R
Y
in millions of € –  
95  
96  
97  
98  
99  
From the statements of income:  
Revenues  
91,040  
101,415  
21,648  
17,143  
5,751  
6,212  
6.1%  
408  
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%  
149,985  
26,940  
21,044  
7,575  
11,012  
7.3%  
Personnel expenses  
of which: wages and salaries  
Research and development costs  
Operating profit  
Operating margin  
Financial results  
763  
333  
Income before income taxes and extraordinary items  
Net operating income  
(1,171)  
5,693  
6,145  
4,946  
10.9%  
6,547  
4.281)  
4.211)  
4.28  
8,093  
6,359  
12.7%  
4,820  
5.03  
9,657  
7,032  
13.2%  
5,746  
5.73  
Net operating income as % of net assets (RONA)  
Net income (loss)  
(1,476)  
4,022  
4.09  
4.05  
4.24  
4.20  
Net income (loss) per share (€)  
(1.52)  
Diluted net income (loss) per share (€)  
Net income per share (excluding one-time effects) (€)  
(1.52)  
4.91  
5.69  
5.58  
6.21  
Diluted net income per share (excluding one-time effects) (€)  
Cash dividend  
4.21  
5.45  
6.16  
2,356  
2.35  
2,358  
2.35  
Cash dividend per share (€)  
1
14  
2
)
Cash dividend including tax credit per share (€)  
From the balance sheets:  
Property, plant and equipment  
Leased equipment  
3.36  
3.36  
23,111  
7,905  
54,888  
12,851  
101,294  
22,355  
2,444  
31,988  
41,672  
25,496  
114%  
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  
36,434  
27,249  
93,199  
18,201  
174,667  
36,060  
2,565  
Current assets  
of which: liquid assets  
Total assets  
91,597  
Stockholders’ equity  
19,488  
of which: capital stock  
2,525  
Accrued liabilities  
35,787  
54,313  
34,375  
123%  
34,629  
62,527  
40,430  
133%  
37,695  
90,560  
64,488  
179%  
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  
45,953  
50,918  
85%  
47,601  
58,181  
79%  
55,291  
83,316  
66%  
Net assets (average of the year)  
Credit rating, long-term  
45,252  
50,062  
53,174  
Standard & Poor’s  
A +  
A 1  
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  
4,891  
4,427  
1,159  
9,956  
(8,745)  
8,051  
7,225  
8,155  
10,245  
4,937  
9,470  
19,336  
5,655  
5,683  
1,456  
1,972  
3,315  
12,337  
(14,530)  
16,681  
(23,445)  
18,023  
(32,110)  
Share price at year-end Frankfurt (€)  
New York (US $)  
83.60  
96 1/16  
77.00  
78 1/4  
Average shares outstanding (in millions)  
Average dilutive shares outstanding (in millions)  
Average annual number of employees  
982.2  
1,009.2  
981.6  
994.0  
949.3  
968.2  
959.3  
987.1  
1,002.9  
1,013.6  
463,561  
419,758  
421,661  
433,939  
1
)
)
Excluding one-time positive tax effects, especially special pay-out of €10.23 per share.  
For our stockholders who are taxable in Germany.  
2
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Berlin  
Phone:+49 30 2594 1100  
Fax: +49 30 2594 1109  
Hong Kong  
Phone:+85 2 2594 8876  
Fax: +85 2 2594 8801  
São Paulo  
Phone:+55 11 758 7171/6611  
Fax: +55 11 758 7118  
Bonn  
Istanbul  
Phone:+90 212 482 3500  
Fax: +90 212 482 3521  
Seoul  
Phone:+82 2 735 3496  
Fax: +82 2 737 8965  
Phone:+49 228 5404 100  
Fax: +49 228 5404 109  
Abidjan  
Phone:+225 25 77 96  
Fax: +225 25 44 15  
Kiev  
Singapore  
Phone:+65 849 8321  
Fax: +65 849 8493  
Phone:+38 044 255 5251  
Fax: +38 044 225 5288  
Abu Dhabi  
Phone:+97 12 436 531  
Fax: +97 12 436 650  
Ljubljana  
Phone:+386 61 1883 797  
Fax: +386 61 1883 799  
Skopye  
Phone:+389 91362106  
Fax: +389 91362106  
1
15  
Bangkok  
London  
Phone:+44 207766 8998  
Fax: +44 207766 9279  
Taipei  
Phone:+886 2 2783 9745  
Fax: +886 2 2783 0593  
Phone:+66 2 676 5900 1152  
+
66 2 676 5936  
Fax: +66 2 676 5949  
Madrid  
Phone:+34 91 484 6161  
Fax: +34 91 484 6019  
Tashkent  
Phone:+998 71 120 6374  
Fax: +998 71 120 6674  
Beijing  
Phone:+86 10 6590 0158  
Fax: +86 10 6590 0159  
Melbourne  
Phone:+61 39 566 9266  
Fax: +61 39 566 9110  
Tel Aviv  
Phone:+972 9957 9091  
Fax: +972 9957 6872  
Brussels  
Phone:+32 2 23311 33  
Fax: +32 2 23311 80  
Mexico  
Phone:+525 57 291 376  
Fax: +525 53 331 674  
Tokyo  
Phone:+81 3 5572 7172  
Fax: +81 3 5572 7126  
Budapest  
Phone:+361 346 0303  
Fax: +361 315 1423  
Moscow  
Phone:+7 095 797 5350  
Fax: +7 095 797 5352  
Warszawa  
Phone:+48 22 6977041  
Fax: +48 22 6548633  
Buenos Aires  
Phone:+54 11 4808 8719  
Fax: +54 11 4819 1336  
New Delhi  
Phone:+91 11410 4959  
Fax: +91 11410 5226  
Washington D.C.  
Phone: +1 202 414 6747  
Fax: +1 202 414 6716  
Cairo  
Phone:+20 2 5790 197/198  
Fax: +20 2 5790 196  
Paris  
Windsor, Ontario  
Phone:+1 519 973 2101  
Fax: +1 519 973 2226  
Caracas  
Phone:+58 2 573 59 45  
Fax: +58 2 576 06 94  
Phone:+33 1 39 23 54 00  
Fax: +33 1 39 23 54 42  
Pretoria  
Phone:+27 12 677 1502  
Fax: +27 12 666 8191  
Zagreb  
Phone:+38 5 1 48123 21  
Fax: +38 5 1 48123 22  
Hanoi  
Phone:+84 8 8958 711  
Fax: +84 8 8958 714  
Rome  
Phone:+39 06 41 898405  
Fax: +39 06 41 219097 - 88  
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DaimlerChrysler AG  
0546 Stuttgart  
Germany  
Tel. +49 711 17 1  
Fax +49 711 17 94022  
www.daimlerchrysler.com  
DaimlerChrysler  
Railsystems GmbH  
D-13627 Berlin  
Tel. +49 30 3832 0  
Fax+49 30 3832 2000  
www.adtranz.com  
7
DaimlerChrysler Corporation  
Auburn Hills, MI 48326-2766  
USA  
Tel. +1 248 576 5741  
Fax +1 248 576 4742  
www.daimlerchrysler.com  
TEMIC TELEFUNKEN  
microelectronic GmbH  
D-90411 Nürnberg  
Tel. +49 911 9526 0  
Fax+49 911 9526 354  
www.temic.de  
DaimlerChrysler Services AG  
debis Haus am Potsdamer Platz  
D-10875 Berlin  
Tel. +49 30 2554 0  
Fax +49 30 2554 2525  
www.debis.com  
MTU Friedrichshafen GmbH  
D-88040 Friedrichshafen  
Tel. +49 7541 90 0  
Fax+49 7541 90 2247  
www.mtu-friedrichshafen.com  
1
16  
DaimlerChrysler Aerospace AG  
D-81663 München  
Tel. +49 89 607 0  
Fax +49 89 607 26481  
www.dasa.com  
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Publications for our shareholders:  
DaimlerChrysler Annual Report  
The above publications can be requested from:  
(
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)  
DaimlerChrysler AG  
D-70546 Stuttgart  
(
The information can also be ordered by phone or  
fax under the following number:  
+49 711-1792287  
(
(
3
The complete Annual Report, Form 20-F and the  
interim reports are available on the Internet. The  
most important financial charts can also be  
accessed. Our address is:  
(
The financial statements of DaimlerChryler Akti-  
engesellschaft prepared in accordance with  
German GAAP were audited by KPMG Deutsche  
Treuhand-Gesellschaft Aktiengesellschaft Wirt-  
schaftsprüfungsgesellschaft and an unqualified  
opinion was rendered thereon. These financial  
statements will be published in the Bundesanzeiger  
www.daimlerchrysler.com  
(
Federal Official Gazette) and filed at the District  
Court House in Stuttgart. The financial statements  
may be obtained from DaimlerChrysler free of  
charge.  
Investor Relations  
contact  
Stuttgart  
Phone  
Fax  
(+49) 711-17 92286  
1
7 92261  
7 95277  
1
(+49) 711-17 94075  
7 94109  
1
Auburn Hills  
Phone  
Fax  
(+1) 248 512 2950  
(+1) 248 512 2912  
DaimlerChrysler  
online  
Additional information on DaimlerChrysler is available on the Internet  
www.DaimlerChrysler.com  


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