Automotive
|
Mercedes-Benz Group AG
Key Figures
9
9
99
98
97
99:98
DaimlerChrysler Gr
oup
in millions
of US $
)
in millions
of €
in millions
of €
in millions
of €
chan
ge
in %
1
Revenues
151,0
35
50,3
10
28,5
92
87,6
93
78,6
51
13,0
32
149,9
85
49,9
60
28,3
93
87,0
83
78,1
04
12,9
42
466,9
38
7,57
5
131,7
82
44,9
90
24,9
18
72,6
81
65,3
00
14,1
11
441,5
02
6,69
3
8,15
5
16,6
81
8,59
3
8,58
3
6,35
9
1,75
3
4,82
0
5.0
3
117,5
72
38,4
49
21,3
17
63,8
77
56,6
15
15,2
46
425,6
49
6,50
1
8,05
1
12,3
37
6,23
0
-
+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
7,62
8
9,53
6
18,1
49
11,0
89
10,3
88
7,08
1
2,15
5
5,78
5
5.7
7
+13
+16
+8
9,47
0
18,0
23
11,0
12
10,3
16
7,03
2
+28
+20
+11
+22
+19
+14
+16
+11
+0
2
Operating Profit
Adjuste
d
)
Net Operating Income
Value Added
4,94
6
-
2,14
0
5,74
6
4,05
7
3
)
4.2
8
3
)
4,05
7
4.2
8
Net Income
Per Share
(in €/US$)
5.7
3
2
Net Income
Adjuste
d
)
6,27
0
6.2
5
6,22
6
5,35
0
5.5
8
2
Per Share
(in
€/US$)
)
6.2
1
Total Dividend
2,37
5
2.3
7
2,35
8
2,35
6
2.3
5
-
Dividend per Share
(in €)
2.3
5
-
±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.
2
■
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
1
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)
Financia
l
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.
3
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
detai
l.
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 sharehold
ing.
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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
advantag
e.
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.
5
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 suppo
rt.
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
–
6
which stems from our dual heritage - that will enable us to
accomplish th
is.
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.
2
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 manageme
nt. 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.
7
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 VÖHRIN
GER
DIETER ZETSCHE
Global Procurement & Supply
Appointed until 2003
Research & Technology
Appointed until 2003
Commercial Vehicles
Appointed until 2003
Front
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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 l
oss of
production to Jeep. The job was done in five
months, nine
months
faster
than
had
initially been projected. The line’s flexibilit
y
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.
1
1
“
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 o
n 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.
Acros
s
the
Atlantic,
tha
t
same
sens
e
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.
Insi
de
th
e
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-c
ell
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, ele
ctronics
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.
Vehic
le
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 ar
mory.
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 inform
ation.
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
1
5
“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-
ecologic
ally
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.
1
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 citie
s. 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
1
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 communi
cations
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, Chrysl
er’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 ch
anges.
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.
1
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
amon
g
designers
and
engineers,
combined
wit
h
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.
1
9
A COMPANY COMMUNICATING.
DCTV,
the
company’s in-house, business-wide televisi
on 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 technol
ogies.
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 strength
s 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.
2
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 monitori
ng.
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 manufacture
r 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 co
st 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 sup
plies
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-
2
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 technol
ogical
leadership which is provided by this group. Fund
ed 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-Ben
z and
Freightl
iner
trucks,
and
extending
that
ca-
consumer
delight
of
extraordinary
scop
e
and
power
.
pability into
the
even
more
comp
lex
task
of
controlling
truck-
It
has become the ultimate dream machine – but like
Dirk
trailers. A
lso
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
tha
t
is
value
fo
r
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, Homeg
rocer.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.
DaimlerChrys
ler
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
2
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
busines
ses.
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 a
chieved further profitable
growth. The difference between ope
rating 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
8,59
3
1,99
3
Mercedes-Benz Passenger
Cars
2,722
5,08
6
1,07
5
2,70
3
5,051
1,06
7
€
2.35 DIVIDEND PROPOSED.
We
are
proposing
to
our
&
smar
t
shareholders a dividend of €2.35 (1998: €2.35) per share for
999. With a total dividend payout of €2,358 million,
Chrysler Group
4,25
5
946
1
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
DaimlerChrysler is paying the h
ighest dividend among the
companies included in the DAX30 and is one of the top divi-
dend paying companies in the automotive industry.
Commercial Ve
hicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
WORLD ECONOMIC GROWTH SLOWS.
The posi
tive
trend
of
global economic growth eased off slightly during the year
under review. When weighted to re
flect 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
Servic
es
2,05
3
735
2,03
9
730
985
623
Aerospac
e
Other
s
(402
)
(399
)
(130)
8,58
3
DaimlerChrysler Group
adjusted
10,388 10,316
Consolidated Revenues
in billions of €
Revenu
es
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
&
smar
t
7
5
Chrysler Group
64,534 64,085
56,412
26,882 26,695
23,162
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
50
25
Commercial V
ehicles
(
Mercedes-Benz, Freightliner, Sterling,
Setra, Thomas Built Buses)
9
6
97
98 99
Servi
ces
Aerospa
ce
Other
s
13,023 12,932
11,410
9,25
5
5,89
3
9,191
8,770
3,52
6
Other Markets
USA
5,85
2
Europ
e
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.
Positi
ve
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
organizatio
ns.
Important synergy initiatives that
turned
Purchasing Volume
€
94.9 billion
(1998: €79.6
billion)
Synergy savings 1999
in millions
99
€
Purchasin
g
520
General Integrati
on/
Finance /Servic
es
370
80
Mercedes-
Benz
Research and Developme
nt
Passenger Cars & smart
24 %
46 %
19 %
2 %
Sales Organi
zation/
Additional Sa
les
Chrysler Group
Commercial Vehicles
Servic
es
420
Tota
l
1,39
0
Aerosp
ace
5 %
Othe
r
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 AE
ROSPACE.
The agreements
signed
in
October 1999 to establish the Eur
opean Aeronautic Defence
and Space Company (EADS) and the
space technology joint
venture Astrium open up new opportunities for the European
aerospace indu
stry.
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 compan
y Aérospatiale Matra
will en
able
us
to
expand
the
market
prese
nce
of
the
renow
ned
and
CASA
of
Spain
to
form
EADS
will
crea
te
the
larg
est
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 ac
quired 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 commercia
l 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
vehicl
es.
Investments in Plant, Property
an Equipment
in millions
Research and
Development costs
in millions
99
US $
99
€
98
€
99
US $
99
€
98
€
DaimlerChrysler Group
9,53
6
2,244
9,470
2,22
8
8,15
5
1,99
5
DaimlerChrysler Group
7,628
2,05
7
7,57
5
2,04
3
6,69
3
1,93
0
Mercedes-Benz Passenger
Cars
Mercedes-Benz Passenger
Cars
& smart
&
smar
t
Chrysler Group
5,261
775
5,224
770
3,92
0
832
Chrysler Group
2,01
4
833
2,00
0
827
1,695
714
(
Chrysler,
Jeep
,
Dodge,
Plymouth)
(Chrysler, J
eep
,
Dodge,
Plymouth)
®
®
Commercial Vehicles
Commercial V
ehicles
(Mercedes-Benz, Fr
eightliner,
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
Sterling, Setra, Thomas Built Buses)
Servi
ces
Aerospa
ce
Other
s
326
338
592
324
336
588
285
326
797
Aerospa
ce
Other
s
2,019
705
2,00
5
700
2,047
307
1
2,000 NEW JOBS CREATED.
Adjust
ed
fo
r
changes
in
th
e
€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 exploi
ted the enhanced
procurement potential of our new, merg
ed 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 w
orking 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 ba
se
expanded signific
antly
■
■
■
■
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-19
99,
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 stoc
k 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 inte
rnational 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 a
fter Toyota.
Share Price Index
(
as of Nov. 17, 1998)
DCX PERFORMANCE.
Despite positiv
e
earnings
prospects
for
DaimlerChrysler throughout 1999
as reflected in key
indicators for DCX the ticker ab
breviation 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
DaimlerChrysle
r
Market Capitalization
(
end of reporting period)
Statistics per Share
99
US $
99
€
98
€
billions of €
1
)
Net income (basic)
6.2
5
6.20
6.21
6.1
6
5.5
8
5.45
1)
Net income (diluted)
Divide
nd
100
2
.35
2.35
80
60
Stockholders’ Equity (Dec. 31)
36.1
9
35.9
4
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
63.2
6
83.6
0
Hig
h
Low
2)
108 5/8
85.90
Nov. 17
Dec.
31
June
30
Dec.
31
Feb.
15
2)
65 5/16
70.6
1
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. O
f 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 st
ock
exchan
ges
in
terms
of
volume.
Contra
cts
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.
DaimlerChr
ysler’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 compr
ehensive 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 profitabi
lity
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 intr
oduction 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 ma
rket, 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
segmen
t.
2
000. For the countries of Eastern Europe, we expect moder-
ate growth over the planning period.
2
8
We also anticipate that the con
vergence 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. Howev
er, we expect a slight
reduction in demand for automobiles in North America and
Western Europe after the record-s
etting year of 1999. On the
other hand, demand is expected to increase considerably in
Asia and South America. Furthe
rmore, 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 or
der 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 apprec
iation 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 thi
s 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 profit
able 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-l
argest 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 V
ehicles
Commercial Ve
hicles
(
Mercedes-Benz, Freight
liner, Sterling,
Setra, Thomas Built Buses)
(
Mercedes-Benz, Freightliner, Sterling,
Setra, Thomas Built Buses)
27
30
1.3
3.4
Servi
ces
15
10
7
19
11
8
Servic
es
0.4
0.5
0.9
1.0
1.5
1.8
1
)
1)
Aerospa
ce
Aerospac
e
2
)
2)
Other
s
Other
s
1
) Excluding any EADS e
ffects.
) 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 g
rowing number of electronic
components in automobiles. The MTU/Diesel Engines business
unit is expected to expand business vol
ume, especially in
commercial applications. Pros
pects 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 compet
ition.
€
50 BILLION FOR THE FUTURE
.
DaimlerChrys
ler
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 pr
eparation for 60 new
passenger car and commercial vehicle models, which will be
introduced over the period ending i
n 2005. Important projects
include the successor models to the Mercedes-Benz C- and E-
Classes, the Dakota and Ram trucks, the Je
ep 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
)
Develop
ment
2000 E
2000-
02
E
in billions
€
€
DaimlerChrysler Group
5.9
17.5
Mercedes-Benz Passenger
Cars
smar
t
&
1.9
2.0
5.5
6.0
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
STRATEGIES FOR THE FUTURE.
DaimlerChry
sler
is
a
compa
ny
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 V
ehicles
(
Mercedes-Benz, Freight
liner, Sterling,
Setra, Thomas Built Buses)
0.9
2.4
2
)
Aerospa
ce
0.4
0.7
1.3
2.3
3
)
Other
s
1
2
3
) Excluding
third-party contracts of €1.7 billion per
year.
) Excluding
any EADS
effects.
)
Includ
ing
Potsdamer Pl
atz 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-Be
nz
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 seg
ment.
Operating Profit
Revenu
es
2,72
2
2,70
3
1,99
3
38,36
7
38,1
00
32,587
Investments in Property,
Plant and Equipment
2,24
4
2,05
7
2,22
8
2,04
3
1,99
5
1,93
0
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.
Competi
tion
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 O
PERATING 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 profitab
ly
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.
Sale
s
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
mee
t
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 prem
iere at the 69th Geneva
Auto Show in the spring of 1999. T
he 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
reta
ke
th
e
lea
d
in
th
e
high-priced
V-
8
segme
nt
wit
h
th
e
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 fifti
es.
VISION SLR ROADSTER: A SPECTACULAR BLEND OF
ENGINEERING AND DESIGN.
The
visio
n
of
a
Mercede
s
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.
Mik
a
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
developme
nt.
CLKs.
Passenger Car Sales 1999
1
Unit
s
,000
99:9
8
(in %)
Mercedes-Benz
of which:
A-Class
C-Class
1,00
0
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 th
e 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
+36
8
+17
+17
+17
+18
+33
+11
+10
+16
+11
+10
2
+7
90
G-Class
4
smar
t
80
Sales worldwi
de
Europe
1,08
0
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 sign
ificant technical
innovation of the vehicle, which is scheduled for market
launch in March 2000, is an ext
raordinary top that opens in
three stages. Another glimpse at the future of smart was
provided in Frankfurt by the innov
ative 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 Kingd
om
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
Revenu
es
5,08
6
5,22
6
5,051
5,19
0
4,25
5
4,25
5
64,53
4
64,085
56,412
Investments in Property,
Plant and Equipment
5,26
1
2,014
5,224
2,00
0
3,92
0
1,69
5
R & D
Production (Unit
s)
Sales (Units)
3,208,566 2,982,644
3,229,270 3,093,716
Employees (Dec. 31)
129,39
5
126,81
6
3
5
NORTH AMERICAN MARKET REMA
INS FAVORABLE.
The
continued strong growth of the US economy resulted in a
further increase in North Ameri
can 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 P
ROFIT 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.
Chrysle
r
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 lar
ger 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-milliont
h minivan worldwide in
1999. A new generation of Chrysler and Dodge minivans was
unveiled at the 2000 North Am
erican International Auto
Show in
Detroit.
The
new
minivans,
which
will
be
launched
on the market in fall 2000, offe
r 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, t
he
Gran
d
Cherok
ee
was
name
d
Nort
h
Americ
an
Truc
k
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.
Jee
p
sales
reac
hed
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
sale
s
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 Inte
rnational 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 at
tracted more than 10
million spectators and 112 mill
ion 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 explos
ive
growth
of
e-commerce
capabilities provides substantial opportunities. The Chrysler
sprint
car
racin
g
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
Unit
s
99:9
8
(in %)
infrastructure that will allow it to move with industry-leading
speed and efficiency further into the e-commerce arena.
Tota
l
3,22
9
906
741
+4
-3
of which:
Passenger
cars
Truck
s
FIVE STAR CUSTOMER SERVICE.
The
company
sharpened
its
focus on customer service in 1999 by bolstering its trademark
Five-Star process for ensuring custo
mer-service excellence. A
national advertising campaign underlined dealers’ ongoing
commitment to providing well-trained employees, consistent,
customer-focused processes, and clean, effici
ent facilities. In
addition, the division launched Five Star Market Centers in
+3
-1
Minivans
682
900
2,69
3
268
91
SUVs
+20
+6
+3
-5
United States
Canada
1999, a web-based ordering service for reducing dealership
Mexic
o
expense
s.
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 partnersh
ip 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 creat
ing the capacity to inspect
and ensure proper installation of 800,000 seats annually.
Commercial V
ehicles
Growth conti
nues
M
F
T
E
R
H
R
E
O
C
E
D
H
S
E
S
-
B
I
E
N
Z
,
I
G
T
L
I
N
E
R
,
S
T
E
R
L
I
N
G
S
E
T
R
A
,
M
A
B
U
L
T
B
U
S
E
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
Revenu
es
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 Prop
erty,
Plant and Equipment
7
75
770
827
832
714
R & D
833
Production (U
nits)
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
Vehicle
s
divisio
n
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, Eco
nic 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 st
imulating 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 be
en completely renewed, we
are enhancing
custo
mer
servi
ce.
At
the
beginn
ing
of
the
year,
in
South America. In 1999, we were once again the
world’s
®
we introduc
ed
FleetBoard
,
an
innovative
fleet
management
system to help customers optimize vehicle use and boost
competitiven
ess.
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, E
voBus 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 vehicle
s 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 p
osition 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
yea
r
under
review,
a
total
of
manufacturer
of
heavy
truck
s
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
SUPPLIE
R.
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
1,00
0
Unit
s
99:9
8
(in %)
World
555
226
282
45
+13
+3
of which:
Vans
(including
V-Cla
ss)
Truc
ks
+20
+37
-25
+4
Buse
s
Unimo
gs
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 Commercia
l 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
NAFT
A
193
172
45
1
992, more than 40,000 vehicles have
been serviced in this
of which:
USA
South America
of whi
ch:
Brazil
Asi
a
way. By the end of 1999, CharterWay was active in 20
countri
es.
30
11
T
H
E
C
O
U
N
C
I
L
S
Automotive Co
uncil
Sales and Marketing Council
FOCUS ON DEVELOPMENT AND PRODUCTION.
The
develop-
ment of new products is one of the cor
e processes in the
automotive industry. Designing innov
ative 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 ma
nufacturer.
FOCUS ON THE CUSTOMER.
The second
core
proce
ss
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 resul
ts.
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.
netwo
rk.
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 th
e
Sales
production through best-practice comparisons of th
e various
and
Marketing Council, both Board of
Manageme
nt
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 Product
ion
Hans Joachim Schöpf
Develop
ment
Mercedes-Benz Passenger Cars & smart
Georg Weiberg
Develop
ment
Mercedes-Benz Vans
4
3
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
MOPA
R
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 Chrysle
r
Steve Toro
k
Operations and Planning
Sales Organization NAFTA
Ulrich Walker
Global Service Mercedes-Benz
Members of the Board
of Management
DaimlerChrysle
r AG
Services
Dynamic growth
In its tenth financial year, DaimlerChrysler Services (debis) AG continued its success story, achievin
g
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 servic
es companies.
Operating Profit
Operating Profit Adjuste
d
Revenu
es
2,05
3
1,03
3
2,03
9
1,02
6
985
949
13,023 12,932
10,126 10,056
9,987
7,772
2,244
Financial Services
IT Services
2,96
2
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
fo
r
th
e
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 th
e 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, howev
er, we decided to sell the
majority of our debitel shares in order to create additional
valu
e.
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 increas
ing from
€562 million to €876 million. Customers outside the
department provides
complete
customi
zed
soluti
ons
for
cross-
DaimlerChrysler
Group accounted for 75% of the
business
border trade and projects, while our insurance activities
include brokerage services and dir
ect 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
Fren
ch
IT
compa
ny,
“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.
Aerosp
ace
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
Revenu
es
735
9,25
5
3,36
3
710
730
9,19
1
3,34
0
705
623
8,77
0
2,96
2
680
Commercial Aircraft
Helicopter
s
Military Aircraft
Space Infrastructure
Satellite
s
1,08
5
596
1,07
7
592
957
582
461
458
645
Defense and Civil
System
s
1,736
1,75
4
1,72
4
1,742
1,72
9
1,66
0
Aero Engines
Investments in Property,
Plant and Equipment
338
336
326
R & D
2,01
9
2,00
5
2,04
7
Employees (Dec. 31)
46,107 45,858
4
7
OUTLOOK REMAINS FAVORABLE
.
D
.
ue
to the high level
of
EADS—NEW HORIZONS FOR EURO
PEAN 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
Matr
a
and
the
Spani
sh
CASA
to
form
the European Aeronautic Defence and Space Company
(EADS)—Europe’s largest aerospace com
pany. The new
company is scheduled to begin operations in the summer of
2000. We and our French partners w
ill 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
mark
et
lead
er
for
carri
er
rocke
ts
and
a
leadi
ng
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
previ
ous
year
was
exceptional:
in
1998
technology
company in Europe and a leading global
player.
a boom
in
the
civil
aircr
aft
mark
et
led
to
a
very
high
volu
me
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 Ele
ctronics
MTU/Diesel En
gines
4
8
9
9
99
€
98
€
RAIL SYSTEMS: NEW STRUCTURE.
Revenu
es
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*)
Revenu
es
3,587
3,354
3,56
2
3,33
1
3,31
6
4,18
1
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 19
99, Adtranz began a
comprehensive restructuring prog
ram 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
Revenu
es
23,239 23,785
896
890
1,04
6
5,17
3
754
760
Incoming Orders
Employees (Dec. 31)
MTU/Diesel Engines
Revenu
es
1,05
3
4,63
8
966
959
1,015
5,88
5
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 IC
E3 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 airpor
ts. In China, the
business unit was involved in the electrification of a 600-mile
rail line. Adtranz also supplied subway an
d urban light rail
systems for
Lisbon,
Stockholm
and
Bucharest
and
several
cities in Germa
ny.
Incoming Orders
Employees (Dec. 31)
1,02
2
5,89
3
*
) 50% consolidation in 1998; comparable figures (100%)
shown in the table.
4
9
AUTOMOTIVE ELECTRONICS: STILL BOOMING.
The
Aut
o-
motive Electronics business unit (TEMIC) is a leading sup-
plier of electronic systems for engines, safety systems and
applications that enhance drivin
g comfort. TEMIC has
development, production and sales locations in strategic
markets in Europe, North Amer
ica 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:
TECHNOLOGI
CAL
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 ex
ample, 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 su
bsidiary
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
Revenu
es
North America
Production Organizati
on
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
1
508
9,18
0
1,89
8
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
41
5,167 59,766
125,549
®
Commercial Ve
hicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
11
508 10,408 21,623
5
0
Servic
es
—
3
5
13
4
6,35
6
1,457
707
5,349
502
Aerospac
e
Other
s
31
2,944
Sales
Revenu
es
South America
Production Organizati
on
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
1
4
466
23
350
780
1,33
0
1,25
4
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
Commercial Ve
hicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
2
466
1,346 11,886
Servic
es
—
1
1
11
1
259
64
939
109
234
Aerospac
e
Other
s
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
Revenu
es
Asia
Production Organization
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
4
3
629
25
3,101
409
328
420
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
Commercial V
ehicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
1
629
517
1,24
6
Servi
ces
—
1
4
9
11
76
116
267
407
50
29
Aerospa
ce
Other
s
1,616
Sales
Revenu
es
Europe
Production Organizati
on
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
8
2
3,460 24,305 92,400
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
28
2,83
9
2,15
9
®
Commercial V
ehicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
15
3,460 13,728 55,327
5
1
Servi
ces
Aerospa
ce
Other
s
—
25
46
140
34
6,06
5
19,11
4
7,365 45,467
4,314 29,089
85
Sales
Revenu
es
Afric
a
Production Organizati
on
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
2
1
259
7
677
156
3,50
3
13
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
Commercial V
ehicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
1
259
430
—
Servi
ces
Aerospa
ce
Other
s
—
—
1
5
2
80
30
23
668
—
17
151
Sales
Revenu
es
Australia/O
ceania
Production Organization
in
millions
Locations
Locations
€
Personne
l
Mercedes-Benz
Passenger Cars & smart
—
—
197
5
440
134
—
—
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
®
Commercial V
ehicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
—
197
266
—
Servi
ces
—
—
3
4
1
56
8
120
—
Aerospa
ce
Other
s
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
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.
Fou
r
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 quali
ty
management.
tions technology; electronics, mechatronics and control
technolo
gies.
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
forw
ard
on
battery-driven
vehic
les.
The
Elect
ric
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 on
e of the first to combine
technological expertise from Auburn Hills and Stuttgart, and
exemplifies the successful cooperat
ion 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
innovat
ive
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
Commitmen
t
to environmenta
l
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 environment
al 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 protect
ion,
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 f
ocused 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. Th
ey 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 CO
MMITMENT.
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 prot
ection.
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
5
6
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 worldw
ide.
September 1999 at the first-ever DaimlerChrysler Global
Supplier Plenum.
THE NEW EXTENDED ENTERPRISE PROGRAM.
Prio
r
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 commu
nication
and
cooperation,
while
the
Chrys
ler
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
advantag
e
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 ar
eas:
■
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
Employee
s
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.
DaimlerChrysl
er
466,938 441,502
99,459 95,158
Mercedes-Benz Passenger Cars
&
smar
t
1)
Chrysler Grou
p
129,395 126,816
90,082 89,711
(Chrysler, J
eep
,
Dodge,
Plymouth)
®
Commercial V
ehicles
(
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)
Service
s
Aerospac
e
4)
Other
s
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).
Linke
d
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 pl
atform,
“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.
Importan
t
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 strate
gy is also being implemented
that will result in con
siderable 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 U
S, all employees continue to
participate in performance-based compe
nsation 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 corporat
e behavior.
RECRUITING CAMPAIGNS.
DaimlerChrys
ler
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 coope
ration.
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
Segmen
ts
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
&
smar
t
2,722
2,70
3
1,99
3
€
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, J
eep
,
Dodge,
Plymouth)
5,08
6
1,07
5
5,05
1
1,067
4,25
5
946
®
Commercial Ve
hicles
(
Mercedes-Benz, Fr
eightliner,
Sterling, Setra, Thomas Built Buses)
Servi
ces
2,05
3
735
2,03
9
730
985
623
Aerospa
ce
Othe
r
(402
)
(180)
(399
)
(179
)
(130
)
(79
)
Eliminations
DaimlerChrysle
r Group
11,089 11,012
8,59
3
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, administrati
ve
and other expenses
(17,655) (17,532) (16,229)
(5,777) (5,737) (4,971)
Research and development
Other income
Reconciliation to
832
–
827
–
1,09
9
(685
)
Operating Profit
in millions
99
99
€
98
€
US $
Merger costs
Income before financial
income, income taxes and
extraordinar
y items
Income before financial
income, income taxes and
extraordinary
items
9,38
9
335
9,32
4
333
7,330
763
9,38
9
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 compani
es
9,72
4
9,65
7
8,09
3
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
1,14
8
151
1,14
0
150
6
2
(18)
(18)
(130)
Miscellaneous (principally
merger costs in 1998)
Income before
extraordinar
y items
746
5,141
5,106
4,94
9
Operating prof
it
11,089 11,012
8,59
3
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
5,74
6
4,82
0
Net income excluding
5
2.4% to 10.0% (due to the initial public offering and the
1
)
non-recurring
items
6,270
6,22
6
5,35
0
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
199
9
Operating Pro
fit
Net income
1
)
Net income for 1997 includes €2.5 billion
of special non-recurring tax benefits
PERFORMANCE MEASURES SUPPORT VALUE-BASED
MANAGEME
NT.
As
a
result
of
the
merger,
the
DaimlerChrysler
Group has developed uniform performance measu
res 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
continue
d
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-divis
ional
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 Passeng
er
Cars & smart
Chrysler Group
(
Chrysler, Jeep
,
Dodge,
Plymouth)
19.5
17.
6
®
Commercial V
ehicles
(Mercedes-Benz, Freightliner,
Sterling, Setra, Thomas Built Buses)
6.0
5.5
17.
8
17.
1
1
)
Servi
ces
0.8
2.2
0.5
1.4
15.0
33.
8
16.0
43.
0
2
)
Aerospa
ce
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 Elect
ronics,
MTU/Diesel Engines
1.0
1.2
(29.1
)
(18.
4)
6
4
3)
Return on Equity
Stockholders’ Equ
ity
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
99
1
)
€
98
1
)
€
of the DaimlerChrysler Group
in millions
Stockholders’ equit
y
Minority interests
36,060 30,367
650
691
Financial liabilities of the
industrial segment
4,40
0
3,63
1
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
5,74
6
480
4,82
0
530
Non-recurring items
Net income adjusted for non-
recurring items
6,22
6
18
5,35
0
130
Minority interests
Interest expense related to
industrial activities, after taxe
s
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
6,35
9
€
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
futu
re
we
inte
nd
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 Liabili
ties
Other Fixed Assets
Inventor
ies
9%
39%
2
5%
8%
Non-fixed Assets
54%
5
Liabiliti
es
9
%
14%
13%
55%
37%
of which:
Financial Liabilities
4
Receiva
bles
Liquidi
ty
14%
16%
13%
3
0%
Liabiliti
es
2
9%
30%
2
0%
of which: Liquidity
14%
10%
Deferred Taxes and
Prepaid Expe
nses
Deferred Taxes
and Income
Deferred Taxes and
Prepaid Expe
nses
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
199
8
199
9
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
DaimlerChrysl
er
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
12/31/199
9
1999 12/31/1
998
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-
ceivabl
es.
Interest-rate-sensitive financia
l
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
Netti
ng
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
)
0.1
2
–
0.0
5
0.0
2
0.07
0.2
6
Exchange-rate sensitivities in 2001
in billions of €
USD
CAD
GBP
JPY
Others
Total
Gross foreign currency exposure
Netti
ng
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
)
0.3
0
–
0.19
0.0
4
0.1
4
0.6
7
1)
On cash flows before taxes, after consideration of existing hedging contracts
EARLY RECOGNITION AND CONSISTENT MANAGEMENT OF
FUTURE RISKS.
In
view
of
the
globa
l
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 sit
uation.
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 Commissi
on.
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 statemen
ts.
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.
DaimlerChrys
ler
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 sta
tements
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
statemen
ts.
KPMG Deutsche Treuhand-Gesellschaft Akti
engesellschaft
Wirtschaftsprüfungsgesellschaft audited the con
solidated
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 measu
res.
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 pr
inciples.
7
1
We conducted our audits in accordance with German and
United States generally accepted auditing standards.
Those
Stuttgar
t
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
Aktiengesellsch
aft
Wirtschaftsprüfungsgesell
schaft
Prof. Dr. Wiedmann
Wirtschaftspr
üfer
Schm
id
Wirtschaftspr
üfer
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
Consoli
dated
Year ended December 31,
Not
e
99
Note 1)
$
99
€
98
97
€
(
€
(in millions, except per share amounts)
Revenue
s
30
5
151,0
35
(119,04
6)
31,989
(17,6
55)
(5,77
7)
832
149,98
5
(118,2
19)
31,766
(17,532
)
(5,737
)
827
131,782
(103,666)
28,116
117,572
(92,879
)
24,693
(15,62
1)
(4,408
)
848
Cost of sales
Gross margin
Selling, administrative and other expenses
Research and development
Other income
5
(16,229)
(4,971)
1,09
9
6
1
Merger costs
–
–
(685)
–
Income before financial income, income taxes and
extraordinary items
9,38
9
9,32
4
7,33
0
5,512
Financial income, net
7
335
9,72
4
(818)
–
333
9,657
(812
)
–
763
8,09
3
–
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)
(3,74
7)
(4,565
)
(18)
(3,72
1)
(4,533
)
(18)
(3,01
4)
(3,01
4)
(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)
4,82
0
–
–
3)
5,785
5,746
6,547
Earnings per share
31
Basic earnings per
share
Income before extraordinary items
Extraordinary items
5
.13
0.6
4
.77
5.09
0.6
4
5.7
3
5.1
6
(0.13
)
5.03
6.90
6.90
6.7
8
3)
–
Net income
5
3)
Diluted earnings p
er 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
6.7
8
3)
1
)
Reflects the tax benefit relating to a special di
stribution (see Note 20).
Includes non-recurring tax benefits of €1,00
3 relating to the decrease
in the deferred tax asset valuation allowance as of December 31, 1997,
applied to the domestic operations that file a c
ombined 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 Servic
es
Year ended December 31,
Year ended December 31,
9
9
€
98
€
97
€
99
€
98
€
97
€
(in millions, except per share amounts)
1
39,92
9
109,805
)
0,12
4
16,532)
5,737)
124,010
(97,49
2)
26,51
8
(15,3
51)
(4,971)
993
111,166
(87,81
2)
23,35
4
(14,913)
(4,408
)
769
10,0
56
(8,414)
1,642
(1,000)
–
7,772
(6,174
)
1,598
(878)
–
6,40
6
(5,06
7)
1,339
(708
)
–
Reven
ues
(
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
8,54
6
6,50
4
4,80
2
778
826
710
3
27
740
618
6
23
15
Financial income, net
8,873
7,244
5,42
0
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
(
4,34
0)
16)
,517
(2,73
2)
(128)
784
(114
)
(193)
(2)
(282)
(2)
(267)
(1)
Total income taxes
(
Minority interests
4
4,38
4
6,09
0
589
565
457
Income before extraordinary items
Extraordinary items:
6
59
–
(129)
4,25
5
–
–
–
–
–
–
–
–
Gains on disposals of a business, net of taxes
Losses on early extinguishment of debt, net of taxes
Net income
(19
)
5
,15
7
6,09
0
589
565
457
Earnings per share
Basic earnings per
share
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Income before extraordinary items
Extraordinary items
Net income
Diluted earnings p
er 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
Consoli
dated
Industrial Business
At December 31,
Financial Servic
es
At December 31,
At December 31,
Note
99
99
€
98
€
99
€
98
99
€
98
(
Note 1)
$
€
€
(in millions)
Asse
ts
Intangible assets
10
10
16
11
2,843
2,82
3
36,434
3,942
2,561
29,53
2
2,85
1
2,63
2
36,33
8
3,07
9
3,43
3
45,48
2
14,0
36
8,52
2
38
2,457
29,479
2,14
9
2,88
6
36,9
71
11,142
6,95
8
8
191
96
104
53
Property, plant and equipment, net
Investments and long-term financial assets
Equipment on operating
leases, net
Fixed assets
36,68
9
3,96
9
27,44
0
70,941
15,0
90
8,90
2
39,00
6
12,65
8
9,03
2
9,163
863
702
27,249
70,4
48
14,9
85
8,840
14,66
2
49,60
6
11,7
96
7,60
5
23,81
6
24,96
6
949
11,77
6
12,63
5
654
Inventories
12
13
14
15
16
17
Trade receivables
318
647
Receivables from financial services
Other receivables
38,735
12,57
1
8,96
9
26,46
8
10,77
5
12,160
6,58
9
38,697
7,163
719
26,46
0
5,92
8
597
5,40
8
8,25
0
8,19
7
4,84
7
11,56
3
5,96
8
40,48
6
4,99
9
6,00
8
Securitie
s
Cash and cash equ
ivalents
Non-fixed assets
9,09
9
902
621
93,85
1
3,83
2
7,26
5
93,199
3,80
6
75,3
93
5,01
6
44,451
3,710
7,07
6
48,748
96
34,9
07
17
7
4
Deferred taxes
8
Prepaid expenses
19
7,21
4
6,134
138
126
Total assets (thereof short-term
1999:
€
70,111; 1998:
€
57,953)
175,8
89
174,66
7
136,14
9
100,7
19
88,4
64
73,948
47,68
5
Liabilities and stockholders’ equity
Capital stock
2,58
3
7,38
0
24,093
2,257
–
2,56
5
7,32
9
23,92
5
2,241
–
2,561
7,274
20,53
3
(1)
Additional paid-in capital
Retained earnings
Accumulated other comprehensive income
Treasury stock
–
Stockholders’ equity
Minority interests
Accrued liabilities
Financial li
abilities
Trade liabilities
20
36,3
13
654
36,06
0
650
30,3
67
691
30,318
637
25,90
5
674
5,742
13
4,46
2
17
22
23
24
25
37,95
8
64,940
15,89
6
10,3
58
91,19
4
5,22
8
4,542
37,69
5
64,48
8
15,786
10,2
86
90,56
0
5,19
2
4,51
0
34,62
9
40,43
0
12,848
9,249
62,52
7
4,16
5
3,770
37,15
5
4,40
0
15,4
84
7,65
5
27,53
9
1,227
3,84
3
34,224
3,63
1
12,60
8
6,919
23,1
58
1,50
4
2,99
9
540
405
60,08
8
302
36,79
9
240
Other liabilities
2,63
1
63,021
3,96
5
667
2,33
0
39,36
9
2,661
771
Liabilit
ies
Deferred taxes
8
Deferred income
26
Total liabilities (thereof short-term
1
999:
€
83,171; 1998:
€
58,181)
139,57
6
175,8
89
138,60
7
174,66
7
105,7
82
136,14
9
70,401
62,55
9
88,4
64
68,20
6
73,948
43,22
3
47,68
5
Total liabilities and stockholders’ equity
100,7
19
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
Additiona
l
paid-in Retained
translation
capital earnings
adjustment
securities
Cumulative Available- Minimum
Capit
al
stoc
k
for-sale pension
Treasury
Preferred
(in millions of €)
liabili
ty
stoc
k
stoc
k
Tota
l
Balance at January 1, 1997
Net income
2,44
4
4,210
16,58
1
6,547
–
(972
)
–
112
–
(20)
–
–
–
–
.
–
–
22,35
5
6,547
2,02
3
8,570
–
–
–
–
Other comprehensive income
Total comprehensive income
1,865
157
1
Issuance of capital stock
Purchase and retirement of capital stock
Divide
nds
4
(59)
–
85
(1,430)
–
–
–
–
–
–
–
–
–
–
(462
)
–
–
–
–
.
89
(1,95
1)
(1,27
6)
173
(1,276)
40
–
–
–
Other
2
93
–
–
–
38
Balance at December 31, 1997
2,39
1
2,95
8
21,892
893
269
(19)
(424)
.
27,96
0
Net income
–
–
–
–
4,82
0
–
–
–
–
–
–
–
–
4,82
0
(1,14
4)
3,67
6
7
5
Other comprehensive income (loss)
Total comprehensive income
(1,40
2)
259
(1)
Issuance of capital stock
Purchase and retirement of capital stock
Re-issuance of treasury stock
Divide
nds
163
3,913
–
–
–
–
–
–
–
–
(169
)
482
–
–
–
–
–
–
.
4,076
(169
)
–
–
–
–
–
538
–
–
–
–
1,02
0
(1,086)
(5,284
)
174
–
–
(1,08
6)
(5,28
4)
191
–
–
–
–
Special distribution
–
–
–
–
Other
7
(135)
7,27
4
–
–
–
111
–
Balance at December 31, 1998
2,561
20,53
3
(509)
528
(20)
–
30,3
67
Net income
–
–
–
–
5,746
–
–
–
–
–
–
–
–
5,746
2,242
7,98
8
Other comprehensive income (loss)
Total comprehensive income
2,43
1
(181
)
(8)
Issuance of capital stock
Purchase of capital stock
Re-issuance of treasury stock
Divide
nds
4
63
–
–
–
–
–
–
–
(86)
86
–
–
–
–
–
–
–
67
(86)
–
–
–
–
–
–
–
–
–
–
86
–
–
–
(2,356
)
2
–
–
–
–
(2,356
)
(6)
Other
(8)
–
–
–
Balance at December 31, 1999
2,56
5
7,32
9
23,92
5
1,922
347
(28
)
–
36,06
0
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
Consoli
dated
Year ended December 31,
9
9
99
€
98
€
97
€
(
Note 1)
(in millions)
$
Net income
Income (loss) applicable to minority interests
5,78
5
18
5,746
18
4,82
0
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
3,33
8
3,315
1,97
2
1,45
6
Depreciation and amortization
of fixed assets
Change in deferred taxes
Losses on early extinguishment of debt (extraordinary item)
Change in financial in
struments
6,077
2,41
9
19
6,03
5
2,40
2
19
5,35
9
1,95
9
129
4,847
(705
)
–
249
247
(191)
(368
)
251
146
(Gain) loss on disposal of fixed assets/securities
(1,223)
499
(1,21
5)
495
(204
)
(387)
840
Change in trading s
ecurities
Change in accrued li
abilities
4,02
9
4,00
1
1,41
9
Change in other operating assets and liabilities:
–
–
–
–
inventories, net
trade receivables
trade liabilities
(2,453
)
(738)
1,34
0
(21)
(2,436
)
(733)
1,33
1
(21)
(976
)
(688)
(744
)
(555)
7
6
1,827
1,33
4
16,68
1
1,70
9
1,32
8
12,3
37
other assets and liabilities
Cash provided by operating activities
18,1
49
18,02
3
Purchases of fixed assets:
–
–
–
Increase in equipment on oper
ating leases
Purchases of property, plant and equipment
Purchases of other fixed assets
(19,471
)
(9,536
)
(650)
(19,336
)
(9,47
0)
(645
)
(10,24
5)
(8,155
)
(305)
4,90
3
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)
1,34
5
(1,28
9)
1,33
6
(857
)
(607
)
685
1,33
6
(70,1
54)
(102,855)
(102,140)
(81,196
)
–
–
Finance receivables collected
Proceeds from sales of financ
e receivables
42,221
52,20
6
(4,426
)
3,745
41,92
8
51,84
3
(4,395
)
3,719
33,784
40,95
0
(4,61
7)
2,73
4
22,25
7
44,33
6
(5,190
)
3,82
8
Acquisitions of securities (other
than trading)
Proceeds from sales of securities (other
than trading)
Change in oth
er cash
(748
)
(743)
(1,64
1)
(23,445
)
685
Cash used for investing activities
(32,335
)
(32,11
0)
(14,530
)
Change in commercial paper borrowings and
short-term financial liabilities
9,39
8
9,33
3
2,50
3
1,781
Additions to long-term financial liabilities
Repayment of financial liabilities
13,434
(4,643
)
13,34
0
(4,61
1)
9,491
9,057
(4,126)
(4,612
)
Dividends paid (Financial Services:
including profit transferred from subs
idiaries)
(2,395
)
(2,378
)
(6,45
4)
(1,267)
Proceeds from issuance of capital stock
Purchase of treasury stock
Proceeds from special distri
bution tax refund
Cash provided by (used for) financing activities
165
(87)
164
(86)
4,07
6
(169)
1,487
6,80
8
231
(1,888)
–
–
–
15,872
15,762
3,30
2
Effect of foreign exchange rate changes on cash
and cash equivalents maturing wit
hin 3 months
811
805
(397)
(353)
646
Net increase (decrease) in cash and cash
equivalents maturing within 3
months
2,49
7
2,48
0
1,75
5
Cash and cash equivalents (maturing within 3 months)
At beginning of period
At end of period
6,32
5
8,82
2
6,28
1
8,761
6,634
6,28
1
4,87
9
6,63
4
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
,15
7
4,25
5
128
6,09
0
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)
(
1,18
1)
(296)
Depreciation and amortization
of equipment
on operating
leases
2
68
,966
,49
6
195
37
3,047
1,77
7
1,41
9
5
5,32
1
1,560
129
4,82
0
(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 s
ecurities
Change in accrued li
abilities
1
19
2
47
1,213)
95
,91
3
(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 liabi
lities
– other assets and liabilities
(
2,38
7)
541)
,22
2
415)
3,06
2
(1,040)
(812)
(604)
(578
)
1,70
9
146
(49)
(192)
109
64
124
(140)
23
7
7
(
1
1,668
224
159
–
(
394
1,110
4,23
1
1,18
2
3,277
1
12,45
0
9,06
0
4,961
Cash provided by operating activities
Purchases of fixed assets:
(
3,192
)
9,407)
524)
,303
11
1,145)
,33
6
(3,057
)
(8,118)
(245
)
2,691
500
(2,36
4)
(8,027
)
(226
)
2,091
555
(16,14
4)
(63)
(7,188
)
(37)
(4,861)
(24)
– Increase in equipment on oper
ating 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)
1,33
6
1,067
(144
)
–
(43)
(64)
1
3
–
(
28)
63
(102,1
12)
(81,259
)
(71,221
)
–
–
–
–
(857)
–
41,928
51,84
3
(437
)
33,784
40,95
0
(2,602
)
2,48
7
23,11
4
44,33
6
(1,701)
1,763
– Proceeds from sales of fin
ance receivables
Acquisitions of securities (other
than trading)
Proceeds from sales of securities (other
than trading)
Change in other cash
(
3,958
)
,33
3
462)
10,333)
(2,015
)
247
(3,489
)
2,06
5
1,365
(7,02
7)
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
9,59
3
3,63
9
1,679
9
322
944
2,02
0
(768)
12,422
(5,050
)
9,16
9
7,03
7
Additions to long-term financial liabilities
Repayment of financial liabilities
4
(5,070)
(3,844)
Dividends paid (Financial Services:
including profit transferred from sub
sidiaries)
(2,373
)
(5,865
)
(776)
(5)
(589
)
(491)
8
2
3,56
1
(169
)
1,48
7
(856)
55
(1,888)
–
82
515
176
Proceeds from issuance of capital stock
Purchase of treasury stock
Proceeds from special distrib
ution tax refund
Cash provided by (used for) financing activities
(
86)
–
–
–
–
–
–
–
(
1,280)
50
,199
(1,255)
17,042
7,66
4
4,557
Effect of foreign exchange rate changes on cash
and cash equivalents maturing wit
hin 3 months
7
(371)
(298
)
610
55
(26)
(55)
36
Net increase (decrease) in cash and cash
equivalents maturing within
3 months
2
1,38
8
281
367
Cash and cash equivalents (maturing within 3 months)
At beginning of period
At end of period
5
,66
0
5,95
8
5,66
0
4,57
0
5,95
8
621
902
676
621
309
676
7,85
9
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 a
t
January 1,
1999
Acquisitions
/
Currency dispo
sals
of
change busine
sses
Reclass
i-
fication
s
December 31,
(in millions of €)
Additi
ons
Disposal
s
199
9
Other intangible assets
Goodw
ill
737
3,56
4
4,30
1
55
359
414
21
108
129
236
103
339
22
–
88
73
983
4,061
5,04
4
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
20,23
2
30,67
3
Technical equipment and machinery
2,08
5
2,79
6
Other equipment, factory
and
office equipment
17,135
1,43
6
117
2,69
9
414
1,38
5
20,41
6
Advance payments relating to plant and
equipment and construction in
progress
4,53
9
632
20
2,997
(1,042
)
46
7,10
0
Property, plant and equipment
Investments in affiliated companies
Loans to affiliated companies
65,93
7
718
5,13
6
40
4
534
(29)
8
9,48
9
370
(22)
(2)
–
2,65
3
35
78,42
1
1,06
2
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
1,17
8
71
182
1,32
3
220
142
1
676
–
109
–
–
785
Other loa
ns
195
8
9
207
–
46
373
Investments and long-term financial assets
3,22
5
18,129
184
3,139
21
112
1,228
19,33
6
–
307
8,03
8
4,35
1
32,678
2
)
Equipment on operating leases
–
1
)
Currency translation changes with p
eriod 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/Amortiza
tion
Acquisitions
/
Book Value
1
)
Balance at
Balance
at
Balance
at
December 31,
December
31,
December
31,
Balance a
t
January 1,
Currency dispo
sals
of
change busine
sses
Reclassi-
fications
199
9
Additio
ns
Disposal
s
1999
1999
1998
3
86
,354
,74
0
17
131
148
8
22
30
137
215
352
2
.
31
20
51
519
1,702
2,22
1
464
2,35
9
2,82
3
351
2,21
0
2,561
Other intangible assets
Goodw
ill
1
1
2
Intangible assets
Land, leasehold improvements and
buildings including buildings on
land owned by others
8
,42
2
197
922
47
631
(6)
2
132
761
9,159
11,07
3
11,09
8
9,59
6
9,48
6
16,7
59
115
2,53
8
19,57
5
Technical equipment and machinery
Other equipment, factory
and
office equipment
11,22
4
804
72
2,48
2
2
1,33
2
13,2
52
7,164
5,91
1
Advance payments relating to plant and
equipment and construction in
progress
–
.
–
4
.
3
1
7,09
9
4,53
9
3
6,40
5
1,923
234
15
–
5,65
5
(2)
(3)
–
2,22
8
41,987
117
4
36,4
34
945
29,53
2
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 loan
s
374
41
13
28
–
34
1,872
409
5,57
4
3,942
27,104
2,851
14,5
66
Investments and long-term financial assets
2)
Equipment on operating leases
3
,56
3
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 sta
te-
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
199
7
€1 =
Currency
:
€1 =
€1 =
Braz
il
BRL
GBP
1.8
0
0.62
1.4
2
1.93
1.29
1.2
2
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
0.6
7
0.69
Japa
n
USA
JPY
102.73
1.0
0
134.84
1.17
121.2
5
1.07
144.96
1.1
1
136.20
1.13
USD
8
1
Revenue Recognit
ion
–
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 Investmen
ts
–
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 charge
s.
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 follow
s
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 Informat
ion
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 assets
1
)
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
Liabili
ties
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
Revenue
s
1,65
8
(322)
(316
)
1,63
1
(222)
(154)
Operating loss
1
)
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, respec
tively.
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
followi
ng:
Year ended December 31,
1999
1998
1997
Year ended December 31,
1
999
199
8
199
7
Hourly employees
Salaried employees
Trainees/appr
entices
279,12
4
170,53
9
13,89
8
268,7
64
152,415
12,760
261,42
6
147,8
82
12,3
53
Selling expenses
11,744
5,145
215
10,10
0
5,21
7
227
9,66
3
4,70
9
210
Administration expenses
Goodwill amortization and writedowns
Other expenses
4
63,56
1
433,93
9
421,661
428
685
1,03
9
15,62
1
In 1999, 14,851 people (1998: 36,024 people; 1997: 34,448 people)
were employed in joint venture companies.
1
7,53
2
16,22
9
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
21,0
44
3,17
9
19,98
2
2,99
0
18,6
56
2,817
Management of DaimlerChrysler AG.
Net periodic pension cost
(
see Note 22a)
931
783
221
1,12
6
866
1,07
7
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
6,15
8
25,03
3
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
German
y
Income (loss) from investments
of which from affiliated companies
19
(111
)
66
1,074
1,53
8
(267)
(1,47
2)
1,660
€41 (1998: €(20); 1997: €17)
Forei
gn
1,32
2
Gains, net from disposals of
investements and shares in affilia-
ted and associated companies
Deferred taxes
German
y
836
1,08
5
4,53
3
967
992
(910
)
205
41
37
459
(76
)
Forei
gn
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
1,38
2
1,32
7
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
receiva
bles
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 rec
eivables
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
199
8
(
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
1,21
7
920
2,06
3
1,06
8
97
1
999
1998
1997
1,98
3
1,424
993
Expected expense for income taxes
4,973
812
4,53
2
3,50
3
1,32
8
527
Effect of changes in 1999 German
tax law
s
Receivabl
es
–
–
Net operating loss and tax credit carryforwards
Retirement plans
1,01
1
3,66
2
4,248
1,48
2
1,246
490
1,05
6
3,88
0
4,166
846
Change of solidarity surcharge
in 1997
–
–
68
Other accrued liabilities
Liabili
ties
Credit for dividend distributions
Foreign tax rate differential
(500)
(966
)
(515
)
(1,624)
(813)
(1,01
2)
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)
18,31
3
(3,34
6)
(5,600
)
(499)
16,6
27
(411)
Valuation allowanc
es
Deferred tax assets
Property, plant and equipment
Equipment on operating leases
Inventories
Changes in valuation allowances on
German deferred tax assets
16,21
6
(2,74
3)
(4,252
)
(483)
(3,64
5)
(450)
(2,069
)
(367)
Write-downs of investments, different
for tax purposes
8
7
(28)
(240
)
Amortization of non-deductible
goodwi
ll
33
78
55
2
Receivabl
es
(
3,278
)
(508)
Other
186
(163)
Prepaid expenses
Retirement plans
(4,127)
(671)
Actual expense (benefit)
for income taxes
4,53
3
3,014
(517
)
Other accrued liabilities
Taxes on undistributed earnings of foreign
subsidia
ries
(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
(1,15
0)
(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
thereo
f
Tota
l
thereo
f
non-current
non-current
Deferred tax assets
3,80
6
2,93
7
5,016
3,97
9
Deferred tax liabilities
(5,192)
(4,689
)
(4,165)
(2,884
)
Deferred tax assets
(liabilities), net
(1,386)
(1,75
2)
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
4,53
3
470
3,014
(78
)
(517)
–
Income tax expense (benefit) of
extraordinary items
Stockholders’ equity for employee
stock option expense in exces
s
of amounts recognized for financial
purpose
s
(31)
(212
)
(39)
Stockholders’ equity for items of other
comprehensive income
(155
)
296
176
4,81
7
3,02
0
(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
199
8
Raw materials and manufacturing supplies
2,60
2
6,28
5
2,278
4,56
8
Work-in-proces
s
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
9,88
7
518
7,63
1
Advance payments to suppliers
312
19,29
2
14,789
Less: Advance payments received
thereof relating to long-term contracts
and programs in process €1,166 (1998: €578)
(4,307)
(2,993
)
11,7
96
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
14,98
5
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:
200
0
2001
200
2
200
3
2004
4,93
9
3,95
6
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
199
8
178
Receivable from sales of goods and services
8,85
9
8,02
0
thereafte
r
187
11,82
1
Long-term contracts and programs, unbilled,
net of advance payments received
779
442
9
,63
8
(798)
,84
0
8,46
2
(857
)
7,60
5
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
199
8
Receivables from:
Sales financing
Finance leases
Receivables from affiliated companies
Receivables from related companies
1
)
Other receivables and other assets
850
1,25
0
480
804
32,69
6
11,4
40
20,63
5
9,542
30,17
7
96
11,5
98
13,698
(1,12
7)
12,57
1
10,74
0
12,0
24
(1,249)
10,775
44,1
36
Initial direct costs
143
Allowance for doubtful accounts
Unearned income
(5,97
7)
1,032
(4,24
5)
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)
8,73
5
26,83
2
(364
)
Allowance for doubtful accounts
3
26,46
8
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
20,18
4
8,04
3
5,93
5
3,56
8
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
199
8
thereafter
4
4,13
6
Debt securities
4,347
938
4,56
5
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.
1,19
1
2,49
3
1,97
0
4,654
12,160
8,96
9
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
Unreali
zed
At December 31, 1998
Unrealize
d
Fai
r
Fai
r
Cos
t
value
Gain
Loss
Cos
t
value
Gain
Loss
Available-for-sale
Tradin
g
8,11
4
487
8,48
6
483
522
–
150
4
10,50
1
934
11,18
3
977
706
44
24
1
Securit
ies
8,601
8,96
9
522
154
11,4
35
12,16
0
750
25
Investments and long-term
financial assets available-for-sale
296
784
488
–
278
675
397
–
8,89
7
9,753
1,01
0
154
11,713
12,8
35
1,14
7
25
The aggregate costs, fair values and gross unrealized holding gains
and losses per security class are as follows:
At December 31, 1999
Unreali
zed
At December 31, 1998
Unrealize
d
Fai
r
Fai
r
Cos
t
value
Gain
Loss
Cos
t
value
Gain
Loss
Equity securities
977
1,662
698
13
1,116
1,62
3
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
1,68
2
1,654
13
41
892
893
4
3
Corporate debt securities
Equity-based funds
Debt-based funds
1,23
4
935
1,210
1,19
1
2,49
5
616
–
276
15
24
20
46
6
1,45
9
1,76
1
4,30
9
597
1,478
1,97
0
4,65
4
595
31
209
345
1
12
–
2,52
6
622
–
Asset-backed securities
Other marketable debt securities
Available-f
or-sale
–
3
255
255
–
–
134
134
1
1
8,41
0
487
9,27
0
483
1,01
0
–
150
4
10,779
934
11,8
58
977
1,103
44
24
1
Trading
8,89
7
9,753
1,01
0
154
11,713
12,8
35
1,14
7
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-f
or-sale
1999
199
8
cation method as a basis for determining cost and calculating real-
ized gains and losses.
Due within one year
1,47
3
1,80
6
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
3,92
2
3,61
1
(
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
follow
s:
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,
(
199
9
199
8
199
7
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
6,28
1
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
Securitie
s
Other
8,96
9
133
12,160
324
10,18
0
336
1
8,20
1
19,07
3
17,3
25
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
3,31
5
1,883
2,55
3
993
1,95
3
1,69
9
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 St
ock
On July 24, 1998, Chrysler redeemed all of the outstanding
Chrysler Depositary Shares representing its Series A Convertible
Preferred Stock
.
Prepaid pension cost
6,23
6
978
5,30
9
825
Other prepaid expenses
7,214
6,13
4
Authorized and conditional capita
l
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 no
tes
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 in
come
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
199
8
Tax
1997
Tax
Tax
Pretax
Effec
t
Net
Pretax
Effex
t
Net
Pret
ax
Effe
ct
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
)
2,43
1
(13)
150
–
(181)
2,43
1
(8)
556
(1,402)
(2)
(297
)
–
259
(1,402)
(1)
333
1,86
5
1
(176
)
–
157
1,86
5
1
Foreign currency translation adjustments
Minimum pension liability adjustments
Other comprehensive income (loss)
5
1
(.)
2,087
155
2,242
(848
)
(296
)
(1,14
4)
2,199
(176
)
2,02
3
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.
S
tock Appreciation-Based Plan
s
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):
State
d
inter
est
rate
Conversi
on
price
9
4
1
999
1998
Weighted-
avg.
exerci
se
Bonds granted in
Due
Weighted-av
g.
exerci
se
pric
e
Number
of SARs
Number
of SARs
1
996
997
998
July 2006
July 2007
July 2008
5.9%
€42.6
2
€65.9
0
€92.3
0
pric
e
1
5.3%
4.4%
1
Outstanding at beginning
of year
22.2
11.4
€64.58
89.7
0
–
–
Grant
ed
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 Option
s
for SARs
15.2
79.7
9
–
–
Exercised
(2.2
)
(0.8
)
45.8
64.9
1
76.0
7
75.68
(0.1)
–
64.5
8
–
Forfei
ted
Outstanding at end of year
22.2
64.5
8
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
199
8
1997
Avera
ge
Avera
ge
Avera
ge
Number of
conversion Number
of
conversion Number
of
conversion
Stoc
k
price per
shar
e
Stoc
k
price per
share
Stoc
k
price per
share
Option
s
Option
s
Optio
ns
Balance at beginning of year
Bonds sold
15.5
–
€79.6
3
–
7.5
8.2
(.)
€65.6
0
92.3
0
42.6
2
72.2
2
–
0.2
7.4
(0.1
)
(.)
€42.6
2
65.9
0
42.6
2
65.9
0
–
Converted
–
–
Repaymen
t
(0.2
)
(15.2
)
0.1
79.10
79.7
9
42.6
2
€42.6
2
(0.2
)
–
Exchanged for SAR
s
Outstanding at year-end
Exercisable at year-end
–
15.5
0.1
79.6
3
€42.6
2
7.5
0.1
65.6
0
€42.6
2
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
199
7
Weight
ed-
average
Chrysle
r
shar
es
Weighte
d-
averag
e
Chrysle
r
shar
es
under conversion
under conversion
optio
n
pric
e
optio
n
pric
e
Outstanding at beginning of year
Grant
ed
30.7
9.2
$27.7
1
39.8
2
23.3
8
30.6
0
31.2
4
–
28.5
10.
1
(7.8
)
(0.1
)
–
$23.6
8
33.7
2
20.9
2
26.7
0
–
Exercis
ed
(3.8
)
(0.1
)
(36.0
)
–
Forfei
ted
Converted to DaimlerChrysler shares
Outstanding at end of year
Options exercisable at year-end
30.7
13.4
27.7
1
$23.4
3
–
–
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 componen
ts:
At December 31,
1
999
199
8
(
at grant date):
Pension liabilities (pension plans)
5,58
8
9,148
1998
1997
Accrued postretirement health and life
insurance benefits
7,756
704
7,02
0
Expected dividend yield
Expected volatility
2.45 %
35.2 %
4.09 %
2
0.83 %
26.2 %
3.65 %
2
Other benefit liabilities
450
1
4,04
8
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
$9.2
0
$6.7
9
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
Tota
l
one year
Pension plans and similar
obligations (see Note 22a)
14,0
48
2,281
13,07
5
77
16,618
1,12
2
15,714
246
Income and other taxes
Other accrued liabilities
(see Note 22b)
21,366
7,81
3
16,889
34,62
9
6,46
4
37,69
5
20,96
5
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:
199
9
Non
-
German
Plans
Non
-
At December 31,
199
9
At December 31,
199
8
Germa
n
Plans
German
Germa
n
Plans
Plans
Non
-
Non
-
German
Germa
n
Plans
Germa
n
Germa
n
Plans
Change in Projected
benefit obligations:
Plans
Plans
Funded status
*
)
6,08
9
(6,245)
3,85
9
9,701
(3,414)
54
Projected benefit
obligations at
beginning of year
Unrecognized acturarial
net gains (losses)
12,5
99
–
16,010
2,66
4
11,37
8
–
15,9
05
(1,21
2)
(691
)
(7)
(723)
(6)
Foreign currency
exchange rate change
s
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
applica
tion
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
13,12
3
19,57
8
12,59
9
16,01
0
Prepaid pension cost
–
(6,236
)
–
(5,309
)
9
7
Accrued pension
liabil
ity
Change in plan assets:
5,391
–
197
8,972
–
176
(94
)
Fair value of plan assets
at beginning of year
Intangible assets
(98)
2,89
8
–
19,42
4
3,30
9
2,740
–
18,01
2
(1,410
)
Accumulated other
comprehens
ive
inco
me
Foreign currency
exchange rate change
s
–
(31)
–
(20)
Actual return on plan
asset
s
Net amount recognized
5,391
(6,168)
8,972
(5,247
)
226
3,46
3
166
302
–
2,47
8
1,305
*
)
Difference between the projected benefit obligations and the fair value of
plan assets.
Employer contributions
4,05
9
Plan participant
contributi
ons
–
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
25,82
3
2,89
8
19,42
4
(
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 Plan
s
Non-German Pla
ns
199
9
199
8
199
7
199
9
1998
199
7
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
199
8
Non
-
1997
Non
-
Non-
9
8
Germa
n
Plans
Germa
n
Plans
German
Plans
German
Plans
German
Plans
Germa
n
Plans
Service cost
267
756
430
1,185
258
732
429
1,03
3
243
718
295
998
Interest cost
Expected return on plan assets
Amortization of
(223
)
(1,872
)
(203
)
(1,51
4)
(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 Benefit
s
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,
199
9
199
8
Change in accumulated postretirement benefit
obligati
ons:
1
999
1998
199
7
Accumulated postretirement benefit
obligations at beginning of year
9,88
6
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
10,52
7
9,88
6
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
1,57
4
273
91
(24
)
1999
1998
199
7
241
13
Service cost
209
702
189
646
(6)
164
592
(5)
773
1,49
8
(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
1,57
4
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 c
ost
Unrecognized net asset
Other
3
1
23
–
4
(1)
2
–
–
At December 31,
–
1999
199
8
Net periodic postretirement benefit
cos
t
783
866
755
Funded status*)
7,71
1
574
8,31
2
(1,015
)
(277)
Unrecognized acturarial net gains (losses)
Unrecognized prior service cost
Net amount recognized
(529)
7,75
6
7,02
0
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
-Perce
n-
tag
e
1-Perc
en-
tag
e
Point
Point
Increa
se
Decrea
se
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
componen
ts
121
(99)
Effect on accumulated postretirements benefit
obligat
ions
1,117
(870
)
(
in millions of €, except per share amounts)
Prepaid Employee Benef
its
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
7,50
5
993
6,38
6
762
Accrued losses on uncompleted contracts
Restruct
uring
595
635
Accrued personnel and social costs
3,40
9
8,864
1,366
2,26
3
6,843
16,88
9
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,
199
9
1998
1
00
Notes/Bond
s
7,892
20,8
79
5,941
466
3,207
11,01
5
4,99
9
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
Terminati
on
benefits
Exit
Total
257
319
cost
s
liabilitie
s
Liabilities from capital lease and
residual value guarantees
1,28
6
777
Balance at January
1, 1997
Utilizations and transfers
Reductio
ns
570
(269)
(45)
299
363
(187)
(37)
34
933
(456)
(82)
333
Short-term financial liabilities
(due within one year)
36,7
21
20,47
5
Addition
s
Maturities
Notes/Bond
s
of which due in more than five years:
2001
–
2097
21,4
40
5,39
8
145
14,576
4,31
1
171
Balance at December 31, 1997
Utilizations and transfers
Reductio
ns
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
Addition
s
259
290
€2,455 (1998: €2,185)
Balance at December 31, 1998
Utilizations and transfers
Reductio
ns
560
75
635
(321
)
(15
)
21
(300)
(24)
284
Liabilities to affiliated companies
of which due in more than five years:
(9)
€– (1998: €28)
Addition
s
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: €22
8)
Long-term financial liabilities
27,767
19,9
55
40,43
0
64,48
8
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
200
2
2003
2004
there
-
after
Financial li
abilities
36,721
6,617
6,99
6
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 year
s
Due after
one year
Due after
five year
s
Total
Total
Trade liabilities
15,786
26
1
12,84
8
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
Tota
l
Liabilities to affiliated companies
Liabilities to related companies
Other liabilities
411
1,193
8,68
2
56
3
56
–
349
665
–
20
–
11
2
229
288
9
8,23
5
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
Guaran
tees
3,56
4
33
2,449
103
Notes payabl
e
Contractual g
uarantees
Pledges of indebtedness of others
303
373
500
307
4
,273
3,35
9
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:
Operati
ng
lease
s
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
200
2
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-
craf
t.
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 financi
al
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
199
9
199
8
Carry
ing
Fair
Carryin
g
Fair
amoun
t
valu
e
amoun
t
value
Currency contracts
28,974
25,91
1
28,204
26,1
62
Interest rate contracts
Financial instruments
other than derivative
(
instrumen
ts):
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.
Asset
s:
Financial assets
1,36
0
1,36
0
912
912
Receivables from
financial services
38,735
8,96
9
38,83
5
8,96
9
26,46
8
12,16
0
26,46
0
12,160
Securitie
s
Cash and cash
equival
ents
9,09
9
133
9,09
9
133
6,58
9
261
6,58
9
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.
Liabiliti
es:
Financial li
abilities
Derivative in
struments:
Asset
s:
64,48
8
64,9
54
40,43
0
40,45
9
1
04
Currency contracts
Interest rate contracts
Liabiliti
es:
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
2,10
9
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 Contra
cts
–
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 Vehi
cles
. 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-Be
nz
Passenger Cars
Chrysler Commercial
Aero-
spac
e
Elim
i-
Conso
li-
dated
&
smar
t
Grou
p
Vehicle
s
Service
s
Other
nation
s
199
9
Reven
ues
35,59
2
2,50
8
38,100
2,70
3
17,6
11
2,22
8
1,580
63,66
6
419
25,48
0
1,215
26,69
5
1,067
11,549
770
10,6
62
2,27
0
12,93
2
2,03
9
77,266
324
9,14
4
47
5,441
411
–
(6,870)
(6,870
)
(179)
149,98
5
–
Intersegment sales
Total revenues
64,08
5
5,051
49,82
5
5,22
4
3,346
9,19
1
730
5,85
2
(399
)
65,36
8
589
149,98
5
11,01
2
174,66
7
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)
9,32
9
199
8
Revenue
s
30,85
9
1,728
32,587
1,993
17,098
1,995
1,31
0
56,35
0
62
22,3
74
788
10,371
1,039
11,41
0
985
8,722
48
3,106
420
–
(4,085
)
(4,085
)
(79
)
131,782
–
Intersegment sales
Total revenues
56,412
4,25
5
38,12
1
3,92
0
2,837
23,1
62
946
8,770
623
3,52
6
(130)
33,65
3
797
131,782
8,59
3
136,14
9
8,15
5
7,291
Operating Profit (Loss)
Identifiable segment assets
Capital expenditures
Depreciation and amortization
11,9
36
832
49,62
5
285
12,9
70
326
(27,25
4)
–
1
07
692
2,03
8
289
293
(168
)
1997
Revenue
s
25,8
74
1,680
52,02
3
3
19,48
1
531
8,679
725
7,75
1
65
3,764
257
–
(3,26
1)
(3,26
1)
(87
)
117,572
–
Intersegment sales
Total revenues
27,55
4
1,71
6
52,02
6
3,412
38,9
76
4,501
2,28
8
20,01
2
342
9,40
4
777
7,81
6
284
4,02
1
(214
)
23,92
6
635
117,572
6,23
0
124,8
31
8,051
6,22
2
Operating Profit (Loss)
Identifiable segment assets
Capital expenditures
Depreciation and amortization
15,00
3
11,0
00
601
41,921
193
11,17
4
255
(17,169
)
(19
)
1,885
1,16
0
687
1,62
7
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
.
199
9
199
8
199
7
Income before financial income,
income taxes and extraordinary items
9,32
4
7,33
0
5,512
Not allocated:
certain pension and postretirement
benefit costs
379
150
688
746
721
35
miscellaneous (1998: principally
merger costs)
Alloca
ted:
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
11,01
2
8,59
3
6,23
0
(
in millions of €, except per share amounts)
Other
American
countrie
s
Europ
ean
Unio
n
*
)
Other
Consoli
-
date
d
Revenu
es
German
y
U.S.
Asia
countries
1
999
998
997
28,39
3
24,91
8
21,317
21,567
20,072
17,132
78,104
65,30
0
56,615
11,72
7
11,519
10,576
4,79
6
4,311
5,587
5,39
8
5,66
2
6,34
5
149,98
5
131,782
117,572
1
1
*
)
Excluding German
y.
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
199
8
1997
1
08
Income before extraordinary items
Less: preferred stock dividends
5,10
6
–
4,949
–
6,547
(1)
Income before extraordinary items -
basi
c
5,106
5,10
6
4,949
4,949
6,54
6
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 –
dilut
ed
5,124
4,96
9
6,56
6
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
Basi
c
5.09
5.06
5.1
6
5.04
6.90
6.7
8
Dilut
ed
M
E
M
B
E
R
S
O
F
T
H
E
S
U
P
E
R
V
I
S
O
R
Y
B
O
A
R
D
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
Chairma
n
§
27 Sec. 3 MitbestG
Robert J. Lanigan
Toled
o
Chairman Emeritus
of Owens-Illinois, Inc.
Bernhard Wal
ter
Frankfurt am Main
Chairman of the Board of
Managing Directors of
Dresdner Bank AG
(Codetermination Act))
Erich Klemm *)
Sindelfinge
n
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 Plan
t,
DaimlerChrysler
AG
Lynton R. Wilson
Toron
to
Chairman of the Board
of BCE Inc.
Presidential Committe
e
Deputy Chairman
Hilmar Kopper (Chairma
n)
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
Güterslo
h
Chairman of the Supervisory
Board of Bertelsmann AG
1
09
Financial Audit Committee
Hilmar Kopper (Chairma
n)
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 *)
Detroi
t
*) Employee
elected
represent
atives
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 *)
Stuttga
rt
Chairman of the Management
Representative Committee,
DaimlerChrysler Group
DaimlerChrysler Services
Retired from the
Supervisory Board:
(
debis) AG
Dr. rer. pol.
Manfred Schneider
Leverkus
en
Chairman of the Board of
Management of Bayer AG
Karl Feuerstein
†
Mannhe
im
Former Chairman of the
Corporate Works Council,
DaimlerChrysler AG and
DaimlerChrysler Group
Peter Schönfelder *)
Augsbu
rg
Chairman of the Works Council,
Augsburg Plant,
retired April 30, 1999,
deceased November 16, 1999
DaimlerChrysler Aerospa
ce AG
R
E
P
O
R
T
O
F
T
H
E
S
U
P
E
R
V
I
S
O
R
Y
B
O
A
R
D
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 var
ious other issues.
1
10
The Presidential
Committee
met
three
times
in
1999
to
discuss
The
March
1999
Superviso
ry
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. Th
e
committee also addressed the iss
ue 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
determ
ined
the
audit
emphasis
for
the
the
Supervisory Board, effective April 30, 1999. As
his
business year. The Mediation Committ
ee, 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.
Anot
her
topic
at
the
meet
ing
was
the
decis
ion
solidated
business review report and additional notes
in
to promote the Mercedes-Benz S
LR as a unique vehicle
combining typical Mercedes design, pioneering innovation,
safety and performance, thus underscor
ing 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
Manage
ment
as
well
as
the
audit
ors’
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 Sup
ervisory 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
Zets
che
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
Chairma
n
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 qualifi
cation.
M
O
A
F
J
O
R
S
U
B
S
I
D
L
I
A
R
I
E
S
T
H
E
D
A
I
M
E
R
C
H
R
Y
S
L
E
R
G
R
O
U
P
Stockhold
ers’
Equity in
Millio
ns
Revenues
3
)
in Millions of
€
Employme
nt
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
1,64
4
1,448
1,780
328
1,281
1,69
9
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
3,50
3
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
15,55
1
*
5
)
67,8
90
14,1
82
6
)
805
6
)
59,00
3
11,85
0
6
)
750
6
)
129,3
95
17,33
1
1,46
4
981
130,3
29
17,125
1,55
5
931
*
5
)
*
5
)
115
6
)
94
6
)
DaimlerChrysler de Mexico S.A. de C.V., Mexico City
*
5
)
6,00
5
6
)
5,313
6
)
11,235
11,125
1
12
Commercial Vehic
les
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
10,33
7
1,38
7
4,99
2
320
9,93
9
1,45
9
4,47
7
374
Mercedes-Benz Lenkungen GmbH, Mülheim/Ruhr
Mercedes-Benz España S.A., Madrid
NAW Nutzfahrzeuge AG, Arbon
239
16
2,44
8
69
2,25
2
81
4
)
*
5
)
Freightliner Corporation, Portland
Mercedes-Benz Mexico S.A. de C.V., Mexico-City
Mercedes-Benz do Brasil S.A., Sã
o Bernando do Campo
10,3
55
523
6,80
5
420
18,940
2,68
3
10,67
7
1,20
9
1,246
3,42
7
14,8
70
2,16
1
4
)
*
5
)
362
213
65
1,427
469
2,05
8
649
11,03
1
1,68
9
1,225
3,69
6
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 Organiza
tion
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
8,60
7
2,577
948
6,775
2,16
5
831
1,45
7
1,75
1
554
579
937
310
1,35
2
1,64
5
524
4
)
DaimlerChrysler France S.A.S, Rocquencourt
DaimlerChrysler Belgium S.A./N.V. Brussels
4
)
DaimlerChrysler Nederland B.V., Utrecht
1,03
2
3,30
7
262
912
524
4
)
Mercedes-Benz (United Kingdom) Ltd., Milton Keynes
DaimlerChrysler Danmark AS, Hillerød
3,08
0
247
1,03
4
304
DaimlerChrysler Sverige AG, Stockholm
348
297
312
271
4
)
Mercedes-Benz Italia S.p.A, Rome
85
54
24
7
2,29
3
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
2,22
2
773
1,49
8
505
403
778
4
)
DaimlerChrysler (Australia/Pacific) Pty. Ltd., Mulgrave/Melbourne
139
Stockhold
ers’
Equity in
Revenues
3
)
in Millions of
€
Employme
nt
at Year-End
Ownership
1
)
in %
2)
Millio
ns
of
€
99
98
99
98
Servic
es
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
2,30
4
840
*
7
)
168
1,08
6
641
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
100.
0
187
425
34
483
182
232
1,32
5
1,148
*
7
)
930
2,20
7
599
230
1,82
9
3,016
243
1,54
4
2,02
2
183
818
716
3,02
8
47
3,23
2
47
196
171
167
184
Aerosp
ace
DaimlerChrysler Aerospace AG, Munich
DaimlerChrysler Aerospace Airbus GmbH, Hamburg
Dornier GmbH, Friedrichshafen
100.0
100.0
57.6
2,14
7
616
205
17
2,22
1
3,440
334
1,77
2
2,970
347
12,56
2
15,07
3
1,901
1,43
6
5,98
4
3,40
6
5,20
1
1,22
0
1,107
10,994
14,645
1,93
3
1,50
7
6,19
8
3,20
6
5,16
9
1,23
0
953
1
13
Dornier Satellitensysteme GmbH, Munich
Eurocopter S.A., Marignane
100.
0
75.
0
673
683
632
107
124
6
1,139
462
1,17
9
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
1,34
0
295
1,35
9
348
50.0
95
528
351
Other Businesses
8
)
DaimlerChrysler Rail Systems GmbH, Berlin
100.
0
100.
0
88.4
506
333
410
3,56
2
890
3,316
754
921
23,2
39
5
,1
73
23,7
85
4,63
8
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 Corpora
tion, 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
19,59
4
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 financi
al 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
V
E
-
Y
E
A
R
-
S
U
M
M
A
R
Y
–
in millions of € –
95
96
97
98
99
From the statements of income:
Reven
ues
91,04
0
101,41
5
21,64
8
17,14
3
5,75
1
6,21
2
6.1%
408
117,57
2
23,37
0
18,65
6
6,50
1
6,23
0
5.3%
633
131,78
2
25,03
3
19,98
2
6,69
3
8,59
3
6.5%
149,98
5
26,94
0
21,04
4
7,57
5
11,01
2
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
)
5,69
3
–
6,14
5
4,94
6
10.9
%
6,54
7
4.28
1
)
4.21
1
)
4.28
8,09
3
6,35
9
12.7
%
4,82
0
5.03
9,65
7
7,03
2
13.2
%
5,74
6
5.73
–
Net operating income as % of net assets (RONA)
Net income (loss)
–
–
(1,476
)
4,02
2
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
–
2,35
6
2.35
2,35
8
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
–
23,11
1
7,90
5
54,88
8
12,85
1
101,29
4
22,35
5
2,44
4
31,98
8
41,67
2
25,49
6
114
%
28,55
8
11,09
2
68,24
4
17,32
5
124,83
1
27,96
0
2,39
1
29,53
2
14,66
2
75,39
3
19,07
3
136,14
9
30,36
7
2,56
1
36,43
4
27,24
9
93,19
9
18,20
1
174,66
7
36,06
0
2,56
5
–
Current assets
–
of which: liquid assets
–
Total assets
91,59
7
Stockholders
’ equity
19,48
8
of which: capital stock
2,52
5
Accrued liab
ilities
–
–
–
–
–
–
–
–
35,78
7
54,31
3
34,37
5
123
%
34,62
9
62,52
7
40,43
0
133
%
37,69
5
90,56
0
64,48
8
179
%
Liabili
ties
of which: financial liabilities
Debt to equity ratio
Mid- and long-term provisions and liabilities
Short-term provisions and liabilities
Current ratio
36,98
9
41,95
0
–
45,95
3
50,91
8
85%
47,60
1
58,18
1
79%
55,29
1
83,31
6
66%
Net assets (average of the year)
Credit rating, long-term
–
45,25
2
50,06
2
53,17
4
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:
–
–
–
–
–
–
6,72
1
4,89
1
4,42
7
1,15
9
9,95
6
(8,745
)
8,05
1
7,22
5
8,15
5
10,24
5
4,93
7
9,47
0
19,33
6
5,65
5
5,68
3
1,45
6
1,97
2
3,31
5
12,33
7
(14,530
)
16,68
1
(23,445
)
18,02
3
(32,110
)
Share price at year-end
Frankfurt
(€)
New York (US $)
–
–
–
–
–
–
83.6
0
96 1/16
77.0
0
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
463,56
1
419,75
8
421,66
1
433,93
9
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
I
N
T
E
R
N
A
E
T
I
O
N
A
I
L
R
E
P
R
E
S
N
T
A
T
O
N
O
F
F
I
C
E
S
Berli
n
Phone:+49 30 2594 1100
Fax: +49
30 2594
1109
Hong K
ong
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
Seou
l
Phone:+82 2 735 3496
Fax: +82
2 737
8965
Phone:+49 228 5404 100
Fax: +49
228 5404
109
Abidja
n
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
Ljublja
na
Phone:+386 61 1883 797
Fax: +386
61 1883
799
Skopy
e
Phone:+389 91362106
Fax: +389
91362106
1
15
Bangkok
Lond
on
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
Tashke
nt
Phone:+998 71 120 6374
Fax: +998
71 120
6674
Beijin
g
Phone:+86 10 6590 0158
Fax: +86
10 6590
0159
Melbour
ne
Phone:+61 39 566 9266
Fax: +61
39 566
9110
Tel Aviv
Phone:+972 9957 9091
Fax: +972
9957
6872
Brusse
ls
Phone:+32 2 23311 33
Fax: +32
2 23311
80
Mexico
Phone:+525 57 291 376
Fax: +525
53 331
674
Toky
o
Phone:+81 3 5572 7172
Fax: +81
3 5572
7126
Budapes
t
Phone:+361 346 0303
Fax: +361
315
1423
Mosco
w
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, Onta
rio
Phone:+1 519 973 2101
Fax: +1
519 973
2226
Caraca
s
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
Pretor
ia
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
A
D
D
R
E
S
S
E
S
DaimlerChrysl
er AG
0546 Stuttga
rt
German
y
Tel. +49 711 1
7 1
Fax +49 711 17 94022
www.daimlerchrysler.c
om
DaimlerChrysler
Railsystems GmbH
D-13627 Berlin
Tel. +49 30 3832 0
Fax+49 30 3832 2000
www.adtranz
.com
7
DaimlerChrysler C
orporation
Auburn Hills, MI 48326-2766
USA
Tel. +1 248 576 5741
Fax +1 248 576 4742
www.daimlerchrysler.c
om
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.debi
s.com
MTU Friedrichshafen GmbH
D-88040 Fried
richshafen
Tel. +49 7541 90 0
Fax+49 7541 90 2247
www.mtu-friedrichshafen
.com
1
16
DaimlerChrysler Aer
ospace AG
D-81663 Münc
hen
Tel. +49 89 60
7 0
Fax +49 89 607 26481
www.dasa.co
m
I
N
F
O
R
M
A
T
I
O
N
Publications for our shareholders:
DaimlerChrysler Annual Rep
ort
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 R
eport
German and English)
DaimlerChrysler AG
D-70546 Stuttg
art
(
The information can also be ordered by phone or
fax under the following number:
+49 711-1792
287
(
(
3
The complete Annual Report, Form 20-F and the
interim reports are availabl
e 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 i
n 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
Phon
e
Fax
(+49) 711-17 92286
1
7 92261
7 9527
7
1
(+49) 711-17 94075
7 94109
1
Auburn Hills
Phon
e
Fax
(+1) 248 512 2950
(+1) 248 512 2912
DaimlerChrysler
online
Additional information on DaimlerChrysler is available on the Inter
net
www.DaimlerChr
ysler.com
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