Automotive   |   Mercedes-Benz Group AG
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Annual Report 2000  
Key Figures  
DaimlerChrysler Group  
0
0
00  
99  
98  
00:99  
change in %  
amounts in millions  
1
US $ )  
Revenues  
152,446  
162,384  
50,348  
25,988  
95,939  
84,503  
16,097  
416,501  
7,395  
149,985  
49,960  
28,393  
87,083  
78,104  
12,942  
466,938  
7,575  
131,782  
44,990  
24,918  
72,681  
65,300  
14,111  
441,502  
6,693  
+8  
+1  
European Union  
47,267  
24,399  
90,067  
79,331  
15,112  
of which: Germany  
North America  
(8)  
+10  
+8  
of which: US  
Other Markets  
+24  
(11)  
(2)  
Employees (at year-end)  
Research and Development Costs  
6,942  
Investments in Property, Plant and  
Equipment  
9,756  
15,037  
9,155  
4,894  
4,115  
(1,023)  
7,411  
7.39  
10,392  
16,017  
9,752  
5,213  
4,383  
(1,090)  
7,894  
7.87  
9,470  
18,023  
11,012  
10,316  
7,032  
2,140  
5,746  
5.73  
8,155  
16,681  
8,593  
8,583  
6,359  
1,753  
4,820  
5.03  
+10  
(11)  
(11)  
(49)  
(38)  
-
Cash Provided by Operating Activities  
Operating Profit  
2
Operating Profit Adjusted )  
Net Operating Income  
Value Added  
Net Income  
+37  
+37  
(44)  
(44)  
0
Per Share (in US $/)  
2
Net Income Adjusted )  
3,268  
3.26  
3,481  
3.47  
6,226  
6.21  
5,350  
5.58  
2
Per Share (in US $/) )  
Total Dividend  
2,214  
2,358  
2.35  
2,358  
2.35  
2,356  
2.35  
Dividend per Share (in )  
0
1
)
Rate of exchange: 1 = US $0.9388 (based on the noon buying rate on Dec. 29, 2000).  
Excluding one-time effects, see pages 56-60.  
2
)
amounts in millions  
0
0
00  
99  
%
Mercedes-Benz Passenger Cars & smart  
US $  
2,014  
2,698  
41,026  
1,968  
2,104  
change  
Operating Profit  
2,145  
2,874  
43,700  
2,096  
2,241  
2,703  
2,703  
38,100  
2,228  
2,043  
(21)  
+6  
Operating Profit Adjusted  
Revenues  
+15  
(6)  
Investments in Property, Plant and Equipment  
R & D  
+10  
+7  
Unit Sales  
1,154,861 1,080,267  
Employees (Dec. 31)  
100,893  
99,459  
+1  
0
US $  
0
00  
99  
%
Chrysler Group  
Operating Profit  
change  
470  
501  
531  
5,051  
5,190  
64,085  
5,224  
2,000  
(90)  
(90)  
+7  
Operating Profit Adjusted  
Revenues  
499  
64,188  
5,951  
2,306  
68,372  
6,339  
2,456  
Investments in Property, Plant and Equipment  
R & D  
+21  
+23  
(6)  
Unit Sales  
3,045,233 3,229,270  
Employees (Dec. 31)  
121,027  
124,837  
(3)  
0
0
00  
99  
%
Commercial Vehicles  
Operating Profit  
US $  
1,042  
1,081  
27,054  
1,024  
861  
change  
1,110  
1,151  
1,067  
1,067  
26,695  
770  
+4  
+8  
Operating Profit Adjusted  
Revenues  
28,818  
1,091  
+8  
Investments in Property, Plant and Equipment  
R & D  
+42  
+11  
(1)  
917  
827  
Unit Sales  
548,955  
94,999  
554,929  
90,082  
Employees (Dec. 31)  
+5  
0
0
00  
99  
%
Services  
US $  
2,307  
602  
change  
Operating Profit  
2,457  
641  
2,039  
1,026  
12,932  
324  
+21  
(38)  
+36  
(13)  
(63)  
Operating Profit Adjusted  
Revenues  
16,453  
265  
17,526  
282  
Investments in Property, Plant and Equipment  
Employees (Dec. 31)  
9,589  
26,240  
0
0
00  
99  
%
Aerospace  
US $  
3,524  
423  
change  
Operating Profit  
3,754  
451  
730  
730  
+414  
(38)  
(41)  
(32)  
(47)  
(84)  
Operating Profit Adjusted  
Revenues  
5,057  
215  
5,387  
229  
9,191  
336  
Investments in Property, Plant and Equipment  
R & D  
992  
1,057  
7,162  
2,005  
46,107  
Employees (Dec. 31)  
0
US $  
0
00  
99  
%
Other  
change  
Operating Profit  
(58)  
(62)  
(282)  
6,262  
355  
(399)  
(221)  
5,852  
588  
+84  
(28)  
+7  
Operating Profit Adjusted  
Revenues  
(265)  
5,879  
333  
Investments in Property, Plant and Equipment  
R & D  
(40)  
+3  
679  
724  
700  
Employees (Dec. 31)  
45,974  
46,080  
(0)  
Strong brands, ground-breaking  
technologies, innovative products  
and first-class services have made  
DaimlerChrysler one of the most  
respected companies in the world.  
Products  
& Services  
Chairman’s Letter 2  
The Board of Management 10  
Business Review 12  
The DaimlerChrysler Shares 16  
Outlook 18  
Improving Profitability 22  
DaimlerChrysler Worldwide 24  
Operating Activities 26  
Asian Opportunities 44  
the  
At DaimlerChrysler we share a vision future  
for the future.  
E-Business Activities 46  
Doing what we have always done – but  
Research and Technology 48  
even more efficiently. Harnessing our  
DaimlerChrysler and the Environment 50  
expertise, energy, experience and global  
Global Procurement and Supply 52  
resources. Partnering with other  
Human Resources 54  
technology leaders to build the best cars,  
trucks and buses – for all our customers,  
Analysis of the Financial Situation 56  
Financial Statements 68  
in all our markets.  
Supervisory Board 113  
All this to deliver the future first. And to  
Report of the Supervisory Board 114  
deliver long-term value for shareholders.  
Major Subsidiaries 116  
Five-Year Summary 118  
International Representation Offices 119  
Addresses / Information 120  
Chairman’s Letter  
Operating profit of €9.8 billion (1999: €11.0 billion) reflects significant one-time effects  
totaling €4.5 billion  
Net income rose by 37% to €7.9 billion. Adjusted for one-time effects, net income fell  
from €6.2 billion to €3.5billion  
Earnings per share rose by 37% to €7.87; adjusted for one-time effects, earnings per  
share were down from €6.21 to €3.47  
Revenues adjusted increased by 12% to €162.4 billion  
Worldwide 4.75 million cars, light trucks and commercial vehicles sold  
(1999: 4.86 million units)  
Comprehensive measures to increase profitability initiated  
Jürgen E. Schrempp  
Chairman  
Dear Shareholders,  
The year 2000 was one in which decisive  
strategic decisions were taken. At the  
same time the company was faced with  
enormous operational challenges in  
North America. These arose principally  
from the dramatic fall in profits at the  
Chrysler Group.  
It is important to look at the bigger  
DaimlerChrysler picture in making a  
realistic assessment of the company’s  
potential.  
Performance in 2000  
In its history of more than a century the  
Mercedes-Benz brand has never sold as  
many cars in a single year. We also  
achieved record figures for revenues and  
profitability. All the indicators point to  
further profitable growth in the years  
ahead.  
2
CHAIRMAN’S LETTER  
With its extended range of products and  
expansion into new markets, the smart  
has successfully established itself as an  
appealing young brand in Europe. This  
positive trend should continue in the  
future.  
With our support, an effective program  
of restructuring has been initiated at  
Mitsubishi Motors. Mitsubishi also  
expects to break-even during the 2001  
financial year.  
Strategic Thrust  
As the world’s largest manufacturer of  
commercial vehicles, DaimlerChrysler  
last year again increased annual profits.  
This was achieved regardless of a dra-  
matic decline in North American sales,  
which specifically hit the regional market  
leader, Freightliner.  
In the long term our aim is to make  
DaimlerChrysler the world’s leading auto-  
mobile manufacturer and we have de-  
vised the right strategy to achieve this.  
Last year we continued to focus on the  
automotive business. We now earn over  
90 percent of our revenue in this sector.  
EADS’ successful listing on the stock ex-  
change, the joint venture between debis  
Systemhaus and Deutsche Telekom and  
With Freightliner strengthened by the  
acquisition of the Canadian commercial  
vehicle manufacturer, Western Star, we  
are now in a powerful strategic position  
in North America. Moreover, the takeover the initiation of Adtranz’ sale to Bombar-  
of Detroit Diesel has further reinforced  
our global position as the leading manu-  
facturer of diesel engines.  
dier were all steps towards reinforcing  
this focus. They also demonstrated our  
ability in recent years to create further  
value in our businesses.  
Results for DaimlerChrysler Services  
were also negatively affected by the  
downward trend in used vehicle prices  
and higher refinancing costs in the US.  
Our strategy for the automotive business  
has four key elements:  
1. A strong presence in the markets  
After two very successful years, sales and of Europe, America and Asia.  
profits for the Chrysler Group fell off  
sharply during the second half of 2000.  
This was caused by the deterioration of  
the market in North America and our in-  
Our global presence will enable us to  
profit from the world’s growth markets  
and counteract regional fluctuations.  
ternal cost structures. Thus, at the end of Complementing our European and US  
February, we set out specific milestones  
with a clearly defined turnaround  
timeframe. By 2002 the Chrysler Group  
will reach break-even and in 2003 the  
company will report significant profits.  
operations, the alliance with Mitsubishi  
Motors and our stake in Hyundai will now  
provide us with broad access to the mar-  
kets in Asia, which we would not have  
been able to penetrate with our existing  
CHAIRMAN’S LETTER  
3
brands and products. More-  
over we have the option to  
increase our shareholding in  
3. A comprehensive product range to  
satisfy every customer.  
Mitsubishi to any level after With products ranging from the smallest  
three years.  
vehicle through premium cars to heavy-  
duty trucks, from the smart to the PT  
Cruiser, the Jeep or the Mercedes-Benz  
S-Class to the Freightliner Century Class,  
we can now offer all customers products  
No other automotive company has such  
a positive balance in its global structure.  
Indeed, the close collaboration between  
our international businesses continues to tailored to their lifestyles, as well as  
invigorate this organisation in every  
sense.  
financial and professional requirements.  
4
. Technological and innovative  
2
. A full-line portfolio of highly attractive  
leadership.  
brands.  
DaimlerChrysler is working today on an-  
swers to questions which will be asked  
tomorrow. Over the next three years  
alone we will invest 45 billion Euro to  
reinforce our position as technological  
leader in the automotive industry.  
With its range of six car and eight com-  
mercial vehicle brands DaimlerChrysler  
now covers almost all the important  
markets and customer segments from  
volume to premium brands.  
Each of our brands is clearly positioned  
and enjoys a leading position in its  
respective segment or is on course to  
achieve this status. Their full potential  
will be unlocked through a well-targeted  
multi-brand management.  
This will enable us to supply our custom-  
ers with clear practical benefits such  
as active and passive safety, or so-called  
“intelligent” vehicles which, at an early  
stage, are able to recognize hazards and  
support the driver.  
In this respect, DaimlerChrysler’s size  
provides us with another decisive advan-  
tage. The passing on of Mercedes-Benz  
innovations to other brands in the Group  
4
CHAIRMAN’S LETTER  
World Automotive Markets 2000  
(
Passenger Cars and Commercial Vehicles)  
1.5 %  
16.1 %  
1.4 %  
6.6%  
9
.5%  
0.0 %  
Western Europe 8.0 %  
2
.0%  
0.9 %  
0
.9%  
NAFTA 17.6 %  
Japan 10.4%  
9.0%  
0.5%  
2.7%  
8.0%  
6.1%  
9
.1%  
Africa 3.2%  
0.9 %  
4
.4%  
0.8 %  
Rest of Asia/Pacific 6.9%  
South America 5.3%  
Market shares  
DaimlerChrysler  
Mitsubishi Motor Company  
Expected annual market growth  
2
000 – 2005 in %  
Source: DRI 01/01  
No other automotive company has such a positive balance  
in its global structure. Indeed, the close collaboration  
between our international businesses continues to  
invigorate this organisation in every sense.”  
CHAIRMAN’S LETTER  
5
will enable us to continue in- One of the primary objectives of the EAC  
vesting heavily in research will be to ensure implementation of these  
and technology and improve projects in a manner sympathetic to  
our rates of amortization. the positioning of the respective brands.  
This at the same time creates This means there will be no dilution of  
competitive advantages for our products  
our brands – and of Mercedes-Benz in  
particular.  
and offers our suppliers and partners  
larger volumes. We will then be able to  
retain these innovations exclusively  
within our Group for longer periods.  
Milestones for the Future  
We have outlined to you as the share-  
holders of our company, as well as to the  
general public, the specific milestones  
Group Management  
We have set up the Executive Automotive the Board of Management has committed  
Committee (EAC), a Board of Manage-  
ment Committee, which I will be heading,  
together with Jürgen Hubbert.  
itself to reach over the next three years.  
During this period we will:  
The EAC will always act in the overall  
interest of the Group, its customers and  
shareholders.  
 increase the lead position enjoyed  
by Mercedes-Benz in the premium  
segment,  
We will standardize the electronic archi-  
tecture in our vehicles. We will use  
 successfully complete the Chrysler  
turnaround,  
similiar modules, components and aggre-  
gates across many of our products. And  
we will halve the number of platforms  
within the Group over the next 10 years.  
 secure the success of all our activities  
in commercial vehicles, while building  
on our position as global market leader  
and returning Freightliner to profit,  
improve the profitability of the services  
sector,  
and establish a close and profitable  
alliance with Mitsubishi Motors.  
6
CHAIRMAN’S LETTER  
Our Automotive Brands  
Our Strategic Partners  
Each of our brands is clearly positioned and enjoys a  
leading position in its respective segment or is on course  
to achieve this status. Their full potential will be unlocked  
through a well-targeted multi-brand management.”  
CHAIRMAN’S LETTER  
7
In 2003 we will approach  
again our previous high  
level of profitability.  
There is a deep personal commitment on  
our part to meet the challenges of the  
future, and our central responsbility to  
shareholders, in a way that adds real  
growth to this companies value.  
It is undoubtedly unusual  
in this industry to set out specific  
milestones in this way. We are doing so  
because we are totally convinced that  
DaimlerChrysler through a series of  
clearly defined and logical, consistent  
steps, will, within the foreseeable future,  
achieve its goal of becoming the leading  
automobile manufacturer.  
Everything in our power will be done to  
achieve this.  
That is our pledge.  
Jürgen Schrempp  
We have exceptionally professional  
people; development programs for our  
top managers, and a broadly-based offen-  
sive to raise qualifications across the  
whole company still further. These fac-  
tors ensure that we have the people and  
the necessary resources to make our  
strategy work.  
The challenges have been clearly identi-  
fied, the responses defined. The Board of  
Management, together with our 416,000  
employees are already hard at work  
implementing the solutions. We owe all  
our employees our gratitude.  
8
CHAIRMAN’S LETTER  
Our Employees  
We have the people and the necessary  
resources to make our strategy work.”  
Goal-oriented management and decentralized responsibility  
Performance-related remuneration and incentives  
Global executive management development  
More than 3,300 new graduates and young professionals in the company  
Among the leaders for vocational training  
Employees by Region  
Dec. 31, 2000  
Africa  
5,545  
3,759  
Asia  
Australia  
1,221  
Europe  
232,192  
158,557  
15,227  
416,501  
North America  
South America  
DaimlerChrysler  
C H A IR M A N  S L E T T E R
9
The Board of Management  
MANFRED BISCHOFF  
Aerospace & Industrial Businesses,  
Board Member Mitsubishi Motors  
Corporation  
Appointed until 2003  
ECKHARD CORDES  
Commercial Vehicles  
Appointed until 2003  
GÜNTHER FLEIG  
Human Resources & Labor Relations Director  
Appointed until 2004  
MANFRED GENTZ  
Finance & Controlling  
Appointed until 2003  
JÜRGEN HUBBERT  
Mercedes-Benz Passenger  
Cars & smart  
Appointed until 2003  
WOLFGANG BERNHARD  
Chief Operating Officer Chrysler Group,  
Deputy Member of the Board  
Appointed until 2003  
Retired from the Board of Management:  
Robert J. Eaton, March 31, 2000  
James P. Holden, November 18, 2000  
Thomas C. Gale, December 31, 2000  
1
0
THE BOARD OF MANAGEMENT  
JÜRGEN E. SCHREMPP  
Chairman of the Board of Management  
Appointed until 2003  
THOMAS W. SIDLIK  
Procurement & Supply Chrysler  
Group & Jeep Operations, Board  
Member Hyundai Motor Company  
Appointed until 2003  
KLAUS MANGOLD  
Services  
Appointed until 2003  
GARY C. VALADE  
Global Procurement & Supply  
Appointed until 2003  
KLAUS-DIETER VÖHRINGER  
Research & Technology  
Appointed until 2003  
DIETER ZETSCHE  
Chrysler Group  
Appointed until 2003  
THE BOARD OF MANAGEMENT 11  
Business Review  
Expanded Global Presence  
Operating profit of €9.8 billion reflects significant one-time effects totaling €4.5 billion,  
and is below last year’s level (€11.0 billion)  
Adjusted for one-time effects, operating profit fell €5.1 billion to €5.2 billion, mainly due to  
tougher conditions in the US market and the specific difficulties encountered by Chrysler  
Group, where operating profit was €0.5 billion (1999: €5.1 billion)  
Net income rose by 37% to €7.9 billion. Adjusted for one-time effects, net income fell from  
€6.2 billion to €3.5 billion. Earnings per share rose by 37% to €7.87; adjusted for one-time  
effects, earnings per share were down from €6.21 to €3.47  
A dividend of €2.35 per share is proposed (1999: €2.35)  
Revenues, adjusted for changes in the consolidated group, increased by 12% to €162.4 billion,  
a record level for the Group  
Sharper focus on automotive businesses  
CHALLENGES IN NORTH AMERICA. Daimler-  
DaimlerChrysler’s net income increased 37% to  
€7.9 billion, earnings per share rose to €7.87  
(1999: €5.73). Adjusted for one-time effects, net  
income fell to €3.5 billion (1999: €6.2 billion) and  
earnings per share to €3.47 (1999: €6.21).  
Chrysler’s operating profit of was €9.8 billion in  
the year under review, as compared to €11.0 bil-  
lion in 1999. After adjusting for one-time effects  
of €4.5 billion, operating profit fell to €5.2 billion  
(
1999: €10.3 billion). The decrease was primarily  
a result of lower earnings at Chrysler Group and  
the Services division. Intense competition in the  
Net operating income, the basis for calculating  
return on net assets, totaled €4.4 billion, falling  
US, higher marketing costs and start-up costs for short of last year’s high figure of €7.0 billion. The  
new products as well as increased refinancing resulting rate of return of 7.4% (1999: 13.2%) was  
costs and lower residual values on leased vehicles below the 9.2% required to cover the cost of  
for Financial Services put particular pressure on  
earnings. Operating profit adjusted for one-time  
effects increased once again at the Mercedes-  
Benz Passenger Cars & smart and the Commercial  
Vehicles divisions.  
capital. (see pp. 56-60)  
Operating Profit  
0
US $  
0
00  
99  
in millions  
DaimlerChrysler Group  
9,155  
9,752  
11,012  
Mercedes-Benz  
Passenger Cars & smart*)  
2,698  
2,874  
2,703  
Chrysler Group*)  
Commercial Vehicles*)  
Services*)  
499  
1,081  
602  
531  
1,151  
641  
5,190  
1,067  
1,026  
730  
Aerospace*)  
423  
451  
Other*)  
(265)  
4,894  
(282)  
5,213  
(221)  
DaimlerChrysler Group*)  
) adjusted for one-time effects  
10,316  
*
1
2
BUSINESS REVIEW  
COMPANY-WIDE COST-REDUCTION PROGRAM. In  
order to ensure the competitiveness of our pro-  
ducts and increase future earnings, in the year  
under review we examined cost structures at all  
divisions and corporate departments and intro-  
duced measures designed to reduce costs. The  
programs cover all stages of the value chain. We  
have introduced a comprehensive turnaround  
program at the Chrysler Group. This program  
should help Chrysler return to profitability,  
despite an extremely competitive environment.  
INTENSIFIED COMPETITION IN THE AUTOMOTIVE  
INDUSTRY. Despite generally favorable economic  
conditions, competition in the automotive industry  
intensified significantly and the consolidation  
process continued. This is primarily due  
to excess capacity worldwide, rising interest  
rates and fuel prices, and the very high demand  
of recent years. The latter resulted in most of the  
vehicles on the road being replaced with new  
automobiles in many markets. (see pp. 26, 30, 34)  
(see p. 22-23)  
REVENUES INCREASED BY 12%. On a comparative  
basis, revenues at DaimlerChrysler increased by  
12% to €162.4 billion in 2000. This figure takes  
into account the fact that the companies of the  
DaimlerChrysler Aerospace Group (with the  
exception of MTU Aero Engines) and debis IT  
Services were removed from the consolidated  
group on July 1 and October 1, respectively. We  
achieved growth in revenues in the US (€84.5 bil-  
lion; +8%), in the European Union (€24.4 billion;  
+13%) and in Asia (€5.9 billion; +23%). Mercedes-  
2.35 DIVIDEND. We are proposing to our share-  
holders a dividend of €2.35 per share (1999:  
2.35). With a total dividend payout of €2,358  
million, DaimlerChrysler is paying the highest  
dividend among the companies included in the  
German DAX 30 index.  
FAVORABLE GLOBAL ECONOMIC TRENDS. Global  
economic developments were generally favorable  
in 2000. When weighted to reflect the share of the Benz Passenger Cars & smart and Services were  
Group’s revenues generated in each country,  
economic expansion in DaimlerChrysler’s  
markets increased from 3.3% in 1999 to 4.4% in  
the major contributors to revenue growth.  
VEHICLE SALES AT PREVIOUS YEAR’S LEVEL.  
the year under review. This was primarily a result Despite the difficulties in the US passenger car,  
of continued growth in North America, recovery  
in Western Europe and a return to greater  
light truck and commercial vehicle markets, total  
sales of DaimlerChrysler vehicles reached 4.75  
stability in various emerging markets in Asia and million units in 2000, around the same level as in  
South America. The Japanese economy recovered  
from its stagnation of the previous year,  
recording growth of almost 2%.  
the previous year (4.86 million).  
Mercedes-Benz Passenger Cars & smart boosted  
unit sales by 7% to a new high of 1.15 million  
vehicles, strengthening its position in nearly all  
In terms of exchange rates, the euro remained  
weak in 2000. Over the year, the euro depreciated of its key markets. Although the German market  
1
3.3% against the US dollar, 7.5% against the  
shrank overall, we increased our market share to  
13.2% (1999: 11.1%). (see pp. 26-29)  
British pound and 18% against the yen.  
Revenues  
Consolidated Revenues  
0
US $  
0
00  
99  
in millions  
in billions of €  
150  
DaimlerChrysler Group  
152,446  
162,384  
149,985  
125  
Mercedes-Benz  
Passenger Cars & smart  
41,026  
43,700  
38,100  
100  
Chrysler Group  
Commercial Vehicles  
Services  
64,188  
27,054  
16,453  
5,057  
68,372  
28,818  
17,526  
5,387  
64,085  
26,695  
12,932  
9,191  
7
5
0
5
Aerospace  
Other  
5,879  
6,262  
5,852  
Other Markets  
USA  
25  
European Union  
9
6
97  
98  
99  
00  
BUSINESS REVIEW 13  
Unit sales by Chrysler Group fell to 3.05 million  
units (1999: 3.23 million) as a result of the  
extremely competitive US market and the  
introduction of numerous new models. (see pp.  
EADS SUCCESSFULLY LAUNCHED. On July 10,  
2000, shares of the European Aeronautic Defence  
and Space Company (EADS) were traded for the  
first time at the stock exchanges in Frankfurt,  
Paris and Madrid. The IPO also marked the suc-  
cessful completion of the merger of Aerospatiale  
Matra, Construcciones Aeronáuticas S.A. (CASA)  
and DaimlerChrysler Aerospace (Dasa).  
DaimlerChrysler holds approximately 33% of  
EADS, making it the company’s largest  
shareholder. EADS itself owns 80% of the Airbus  
Integrated Company (AIC) as well as 75% of the  
European space technology company, Astrium,  
which was launched in May.  
30-33)  
Despite a sharp drop in demand for heavy trucks  
in the US, unit sales at the Commercial Vehicles  
division totaling 549,000 trucks, vans and buses  
were similar to the high levels of the previous  
year (1999: 554,900). (see pp. 34-37)  
EXPANSION OF FINANCIAL SERVICES. The  
Services division recorded a 36% increase in  
revenues to €17.5 billion (+51% on a comparative  
basis), despite the consolidation of debis IT Ser-  
vices only through September 30, 2000. The  
revenue increase was largely attributable to the  
financial services business in North America.  
In November 2000, it was decided to further  
develop the financial services business by  
expanding the existing Mercedes-Benz Finanz  
GmbH into a full bank. The DaimlerChrysler  
Bank will offer its customers traditional vehicle  
leasing and financing packages, but also a  
comprehensive range of banking services.  
TARGETED ACQUISITIONS IN NORTH AMERICA. In  
October 2000, we acquired the remaining shares of  
Detroit Diesel Corporation (DDC), a company in  
which DaimlerChrysler already had a 21.3% equity  
interest. DDC is one of the world’s leading manu-  
facturers of diesel engines for heavy trucks and  
off-highway applications. The integration of the  
Powertrain business unit, MTU/Diesel Engines  
and DDC to form the new DaimlerChrysler  
Powersystems business unit within the  
Commercial Vehicles division will make  
(
see pp. 38-39)  
DaimlerChrysler the world’s leading producer of  
heavy-duty diesel engines for on and off-highway  
applications. The planned cooperation with  
Caterpillar in the field of medium-sized diesel  
engines and fuel systems opens up new opportu-  
nities in the engines business and will further  
expand our leading position.  
GROWTH CONTINUES AT OTHER BUSINESSES.  
After adjusting for changes in the consolidated  
group, revenues at the Aerospace division  
increased by 4%. Growth at the MTU Aero  
Engines and Civil Aircraft business units played  
a key role. (see pp. 40-41)  
The acquisition of the Canadian truck and bus  
Adtranz contributed €3.9 billion (+9%) to the total manufacturer, Western Star, further strengthens  
revenues of €6.3 billion of DaimlerChrylser’s  
other industrial businesses. Automotive Electron-  
ics accounted for €1.1 billion (+20%) and MTU/  
Diesel Engines €1.0 billion (+8%). (see pp. 42-43)  
our position in North America in the premium  
segment for heavy trucks and buses.  
SETTING A NEW COURSE IN ASIA. In order to  
further expand our global market position and  
FOCUS ON THE AUTOMOTIVE BUSINESS. As part of seize opportunities available in the fast-growing  
our strategy of focusing on the automotive busi-  
ness, we transferred the information technology  
activities of DaimlerChrysler Services AG to a  
Asian markets, we made important strategic  
moves in the year under review. (see pp. 44-45)  
new joint venture with Deutsche Telekom. To this In October 2000, we acquired 34% of Mitsubishi  
end, Deutsche Telekom acquired 50.1% of debis  
IT Services through a capital increase. And in  
August 2000, we reached an agreement whereby  
the international aeronautics and rail-technology  
company, Bombardier, will acquire Daimler-  
Chrysler Rail Systems GmbH (Adtranz). We ex-  
pect the transaction to be completed in the first  
half of 2001, pending approval by European  
antitrust authorities.  
Motors Corporation (MMC). The alliance with  
MMC covers the design, development, production  
and sale of passenger cars and light trucks. One  
aspect of our cooperation will be the development  
and production of a small car for the European  
market at the Netherlands Car B.V., Nedcar,  
company, which will be operated as a 50:50 joint  
1
4
BUSINESS REVIEW  
venture. This project, known as Z car, has already division and 9% by other businesses. We contin-  
®
been approved and will extend DaimlerChrysler’s ued to develop our Extended Enterprise pro-  
smart car family.  
gram and launched numerous pilot projects to  
reduce costs throughout the entire value chain as  
part of our comprehensive “Total Cost of Owner-  
ship” approach. (see pp. 52-53)  
DaimlerChrysler also acquired a stake  
of 9% in the Hyundai Motor Company (HMC).  
Among other things, cooperation with  
Hyundai may involve a 50:50 joint venture in  
South Korea for the development, production  
and marketing of commercial vehicles.  
€17.8 BILLION TO SECURE THE FUTURE. In the  
year under review, DaimlerChrysler invested  
€10.4 billion in property, plant and equipment  
and €7.4 billion in research and development.  
Due to the integration of DaimlerChrysler  
Aerospace into EADS on July 1, 2000, these  
figures are not comparable with those of the  
E-BUSINESS ACTIVITIES CONSOLIDATED. In  
October 2000, DaimlerChrysler established  
DCXNET Holding in order to more strongly  
promote the transformation of the company into a preceding year. More than 92% of the investment  
completely networked enterprise. All the Group’s  
current and future e-business investments and  
equity interests are to be consolidated into  
DCXNET Holding, which forms the core of the  
Group-wide “DCXNET Initiative.” The latter is  
in property, plant and equipment was accounted  
for by the automotive business. In the Mercedes-  
Benz Passenger Car & smart division, the biggest  
share was invested in the new C-Class models.  
Among the most important projects for Chrysler  
designed to make all areas of the company – from Group were preparations for the new minivan, the  
purchasing to sales – faster, more efficient and  
more competitive. (see pp. 46-47)  
Dodge Stratus, the Chrysler Sebring models, the  
Dodge Ram and the Jeep Liberty. The major  
®
investments at the Commercial Vehicles division  
were for the assembly of the Sprinter in North  
4
16,501 EMPLOYEES. At the end of 2000,  
DaimlerChrysler had a total workforce of 416,501 America and for the production of the new Vaneo  
employees (1999: 466,938). Adjusted for compact van. At the end of the year 2000, more  
changes in the consolidated group, the number of than 30,000 people were employed in research  
employees decreased by 1,252. (see pp. 54-55)  
and development at DaimlerChrysler worldwide.  
More than 75% of the investment in this area was  
directed at securing the future of the automotive  
business. (see pp. 48-49)  
HIGHER EFFICIENCY IN PURCHASING. Daimler-  
Chrysler purchased goods and services worth  
113.3 billion in 2000. 28% of the procurement  
volume was accounted for by the Mercedes-Benz  
Passenger Cars & smart division, 44% by  
Chrysler Group, 19% by the Commercial Vehicles  
Investments in Property, Plant and Equipment  
Research and Development Costs  
0
US $  
0
00  
99  
00  
US $  
00  
99  
in millions  
in millions  
DaimlerChrysler Group  
9,756  
10,392  
9,470  
DaimlerChrysler Group  
6,942  
7,395  
7,575  
Mercedes-Benz  
Passenger Cars & smart  
Mercedes-Benz  
Passenger Cars & smart  
1,968  
2,096  
2,228  
2,104  
2,241  
2,043  
Chrysler Group  
Commercial Vehicles  
Services  
5,951  
1,024  
265  
6,339  
1,091  
282  
5,224  
770  
324  
336  
588  
Chrysler Group  
Commercial Vehicles  
Aerospace  
2,306  
861  
2,456  
917  
2,000  
827  
992  
1,057  
724  
2,005  
700  
Aerospace  
215  
229  
Others  
679  
Others  
333  
355  
BUSINESS REVIEW 15  
The DaimlerChrysler Shares  
A Broad Shareholder Base  
Declining trend of international stock markets  
MSCI World Automobile Index down 25% by the end of 2000  
Challenging US business a drag on the DaimlerChrysler share price  
More information provided to stockholders on the Internet  
WEAKER EQUITY MARKETS. After large fluctua-  
tions during the year, stock exchanges in North  
America and Europe closed the year 2000 on a  
weaker note. The Dow Jones Industrial Average  
DAX fell 8% to 6,434. International stock markets  
had slightly recovered by the middle of February.  
In the first few weeks of the year 2001, both the  
DAX and the Dow Jones rose by 2% and 1%,  
was 6% lower than at the end of 1999. The Nasdaq respectively. The Euro Stoxx automotive industry  
Composite, a technology, media and telecom-  
index improved by 14%.  
munications index, fell by 39%, the Dow Jones  
Euro Stoxx 50 Index lost 3% by the end of the year DAIMLERCHRYSLER SHARE-PRICE MOVEMENTS.  
and the British FTSE 100 Index was 10% lower  
than a year before. Japan’s Nikkei Index fell by  
DaimlerChrysler’s stock started 2000 at its peak  
for the year of €79.97. As the year progressed, un-  
favorable expectations for the future profit  
situation in North America had a negative impact  
on the stock’s developments. The share price hit  
a low of €42.70 on December 28, 2000, after  
analysts reduced their profit forecasts for  
2
7% to 13,786. The auto industry index of the  
Dow Jones Euro Stoxx fluctuated between 220  
and 250 for most of the year 2000, by the end of  
the year it had fallen 17% to 219.  
The German stock index (DAX) reached its peak  
DaimlerChrysler in 2000 and 2001 due to lower  
for the year of 8,136 on March 7, 2000. After that, earnings expectations in the second half of the  
prime lending-rate increases by the US Federal  
Reserve Board and the European Central Bank  
combined with the fall of the euro against the  
dollar caused a drop to a level between 7,000 and  
year, tougher competition in North America and  
uncertainty about the restructuring measures  
being formulated for Chrysler Group. Daimler-  
Chrysler shares ended the year 2000 at a price of  
€44.74 – 42% lower than at the end of 1999. By  
February 15, 2001, the price had recovered, with  
the shares trading at €55.23 (+23%).  
7
,400. The strong rise in the price of crude oil  
that started in late summer, more cautious  
assessments of corporate profits and the falling  
euro triggered another round of sinking stock  
prices in autumn. Over the whole of the year, the  
HIGH TRADING VOLUMES. At the end of 2000,  
DaimlerChrysler ranked eighth in the German  
DAX 30 share index with a weighting of 5.1%. In  
the Dow Jones Euro Stoxx 50 index it had a  
weighting of 1.8%. Trading in DaimlerChrysler  
stock worldwide amounted to a volume of about  
Share Price Index  
120  
1
.0 billion shares in 2000 (1999: 1.1 billion). Of  
this figure, about 127 million shares were traded  
on US stock exchanges (1999: 177 million) and  
about 888 million in Germany, including Xetra  
trading (1999: 872 million).  
1
05  
9
0
5
0
7
6
Jan. 3 March May  
00 00  
July  
00  
Sep.  
00  
Nov. Feb. 15  
00 01  
0
0
DaimlerChrysler  
DAX  
MSCI  
Automobiles Index  
1
6
THE DAIMLERCHRYSLER SHARES  
BROAD SHAREHOLDER BASE. DaimlerChrysler has  
a broad shareholder base of over 1.9 million  
shareholders. Institutional investors, including  
Deutsche Bank (12%) and the Emirate of Kuwait  
(
2
7%), hold around 75% of total share capital, with  
5% being held by individual investors. The  
proportion of European investors increased to  
about 75%, while approximately 17% of our capital  
stock is in US hands.  
INVESTOR RELATIONS MAKE MORE USE OF NEW  
MEDIA. In the year 2000 we continued to send  
quarterly information and news of other impor-  
tant events as Investor Relations releases to  
approximately 2000 investors and analysts by  
e-mail and fax. The same information was simul-  
taneously provided to the news agencies and  
posted on the Internet.  
In the year 2000, the work of our Investor Rela-  
tions department in general and our Internet site  
in particular again received numerous awards  
and first prizes, for example, from the business  
magazines, Capital, Focus and Wirtschaftswoche,  
and from the investors’ newspaper, Börse Online.  
www.daimlerchrysler.com) we offer a wide range Nonetheless, we are committed to continue  
improving DaimlerChrysler’s investor relations  
work.  
More than 13,000  
shareholders attended  
the DaimlerChrysler  
Annual Meeting in 2000  
to keep fully informed on  
their company’s  
On our Investor Relations site on the Internet  
(
of information. Basic information helps  
newcomers to get to know the company and its  
shares. Investor and analyst conferences, the  
activities.  
management report from the annual shareholders’ At the 2000 shareholders’ meeting we were the  
meeting and other important events are trans-  
mitted live on the Internet. Up-to-date company  
news and intraday share prices can be accessed  
at wap.dcx.com with compatible mobile phones.  
All stockholders and interest groups therefore  
enjoy equal and simultaneous access to identical  
information.  
first European company to offer shareholders the  
service of casting proxy votes on the Internet.  
This electronic facility with maximum security  
provides stockholders with more time to place  
their votes as they wish.  
Statistics per Share  
DaimlerChrysler Market Capitalization  
0
0
00  
99  
US $  
3.26  
3.24  
1
Net Income (basic) )  
3.47  
3.45  
6.21  
6.16  
in billions of €  
75  
1
Net Income (diluted) )  
Dividend  
6
4
3
0
5
0
2.35  
2.35  
Stockholders’ Equity (Dec. 31)  
39.68  
42.27  
35.94  
Number of Shares  
in millions (Dec. 31)  
1,003.3 1,003.3  
4
1 1/5  
8 11/16  
7 7/8  
44.74  
79.97  
42.70  
77.00  
95.79  
63.26  
Share price: Year-end  
7
15  
High  
Low  
3
March June Sep. Dec. Feb.  
31  
00  
30  
00  
30  
00  
31  
00  
15  
01  
1
)
Excluding one-time effects.  
THE DAIMLERCHRYSLER SHARES 17  
Outlook  
Global Networks  
Due to difficult market conditions in North America, Group operating profit in 2001 expected  
to be below previous year’s level  
Continued growth anticipated at Mercedes-Benz Passenger Cars & smart  
Commercial Vehicles expected to be affected by market downturn in North America  
Comprehensive turnaround plan to be implemented at Chrysler Group will result in a  
significant restructuring charge. Operating loss at Chrysler Group expected in 2001  
Refocusing Mitsubishi Motors is expected to create opportunities in Asia  
Concentration of our Services business on the automotive value chain  
Investment of €43 billion in the future of DaimlerChrysler  
GENERALLY STABLE ECONOMIC CONDITIONS.  
For the planning period of 2001 through 2003  
we expect generally satisfactory macroeconomic  
conditions in our most important markets.  
However, after recording above-average growth  
rates in 2000, not only the North American  
economies but also those of Western Europe are  
likely to weaken in 2001. The Japanese economy  
is growing again, but is unlikely to recover its  
former dynamism in the next few years. On the  
TOUGHER COMPETITION IN THE AUTOMOTIVE  
INDUSTRY. We expect a continuation of relatively  
high unit-sales levels in automotive markets  
during the period 2001 through 2003, although  
demand in North America is likely to weaken  
considerably compared to the extremely high unit  
sales in 1999 and 2000. We anticipate  
stabilization at a high level in Western Europe  
during the planning period, and expect demand  
to rise significantly in Asia and South America.  
other hand, high growth rates are expected in the Advancing globalization, shorter product life  
Asian emerging markets, in South America and  
in Eastern Europe. Overall, we anticipate that the  
global economy will expand by about 3% annually  
during the 2001-2003 planning period.  
cycles, high production capacities and rising pres-  
sure on costs will cause competition to intensify  
in all market segments, despite high unit sales  
worldwide, thus providing impetus for more con-  
solidation within the industry.  
148 BILLION REVENUES IN 2003. Based on our  
current order situation and on expectations for  
our markets, we plan to achieve revenues of €140  
billion in 2001. The 14% decline compared to the  
record set in 2000 (€162.4 billion) is partly due to  
changes in the consolidated group, but also due  
to the expected market downturn in the US and  
exchange-rate effects. Reductions in revenues  
totaling €9 billion caused by changes in the con-  
solidated group are primarily due to the  
transaction involving Dasa and debis System-  
haus; in the year 2000, these two companies were  
fully consolidated until the end of June and the  
end of September, respectively. Furthermore, the  
revenues of Adtranz are only included in our  
This section, the “Improving Profitability” section and  
other sections in this annual report contain forward-  
looking statements based on beliefs of DaimlerChrysler  
management. The words “anticipate”, “believe”,  
estimate”, “expect”, “intend”, “plan”, “project” and  
should” and similar expressions identify forward-look-  
ing statements. Such statements reflect the current  
views and assumptions of DaimlerChrysler regarding  
the future and are subject to risks and uncertainties.  
Many factors could cause the actual results and perfor-  
mance of DaimlerChrysler 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, planning until the expected date of sale of this  
inability to meet efficiency and cost reduction objectives  
and changes in business strategy. Actual results may  
American market our forecast of a higher  
vary materially from those projected here.  
unit. As a result of the difficult situation in the  
valuation of the euro against the US dollar, we  
assume that lower revenues will be generated in  
the US. This will particularly impact Chrysler  
Group and Freightliner.  
DaimlerChrysler does not intend or assume any obliga-  
tion to update these forward looking statements.  
1
8
OUTLOOK  
By 2003, despite tougher competition in the  
automotive industry, we expect revenues to reach the smart brand, and in 2004 we will launch a  
around €148 billion. These projections are based four-seater model, termed the Z car, which is to be  
on an assumed moderate appreciation of the euro developed together with our partner, Mitsubishi  
In the coming years we will selectively expand  
against the US dollar, the British pound and the  
Japanese yen. We expect to achieve our highest  
growth rates in Asia, South America and Eastern  
Europe.  
Motors. Mitsubishi will also offer a vehicle under  
its own brand name using the same platform and  
major components.  
TURNAROUND PLAN AT THE CHRYSLER GROUP.  
On the basis of a comprehensive turnaround plan,  
the Chrysler Group expects to improve its  
competitive position and long-term profitability.  
In addition to the measures already implemented  
to reduce costs, new products and intensified  
cooperation both within the DaimlerChrysler  
Group and with our partners in Asia will help us  
to achieve this goal.  
BETTER EARNINGS IN 2002. Due to difficult  
market conditions in North America, earnings for  
the current year are not expected to equal those  
attained in 2000. There will also be a significant  
charge related to the turnaround plan at Chrysler  
Group in 2001. In addition, the refocusing of  
Mitsubishi Motors, which is included in our  
financial statements at equity, is expected to  
negatively impact our operating profit. However,  
as a result of these programs and increased  
efficiencies through the networking of our global  
activities, we expect the Group’s operating profit  
to improve again in 2002.  
In order to adapt its cost structures and  
production levels to current market conditions by  
the end of 2002, Chrysler Group intends to close  
or idle six plants and, by the end of 2003, to  
reduce its workforce by about 26,000 employees.  
With a two-stage plan we also want to cut the  
costs of materials and services. The first stage is  
to reduce prices by 5% in 2001. Then, in  
cooperation with suppliers, cost-saving potential  
of an additional 10% is to be realized by the end of  
2002. (see pp. 22-23)  
FURTHER GROWTH AT MERCEDES-BENZ PASSEN-  
GER CARS & SMART. Mercedes-Benz Passenger  
Cars & smart will carefully expand its product  
range in the coming years and thus strengthen  
its market position worldwide. This year, the  
successful new C-Class will be supplemented by  
the new station wagon and sport-coupe versions.  
Mercedes-Benz will also launch the new SL  
roadster. New products in the year 2002 will  
include the new E-Class and the Maybach luxury  
sedan, which will reinforce DaimlerChrysler’s  
leading position in the top market segment.  
Chrysler Group will invest around €13 billion in  
property, plant and equipment, and will spend  
around €6 billion on research and development  
from 2001 through 2003, So that it can continue  
to provide innovative and high-quality products.  
Revenues  
2
001  
Plan  
2003  
Target  
in billions of €  
DaimlerChrysler Group  
140  
43  
148  
Mercedes-Benz  
Passenger Cars & smart  
46  
Chrysler Group  
Commercial Vehicles  
Services  
57  
27  
15  
4
59  
32  
15  
4
Others  
OUTLOOK 19  
OPPORTUNITIES FOR COMMERCIAL VEHICLES. The  
Commercial Vehicles division will continue to ex-  
tend the international reach of its activities. We  
expect growth impetus particularly from the new  
Vaneo compact van and the launch of the Sprinter  
under the Freightliner brand in North America in  
A look into the future: With two  
new vehicles DaimlerChrysler  
demonstrates the progress made  
with the development of fuel-cell  
engines. Both the NECAR 5 (New  
Electric Car), which is based on  
the Mercedes-Benz A-Class, and  
2
001. We also see further potential in vehicle-  
related services, which will transform our wide  
range of commercial vehicles into a comprehen-  
sive transport system.  
the Jeep Commander 2 use this  
®
In the component business, long-term cost  
advantages and new growth opportunities will  
arise through the merger of the Powertrain  
business unit, MTU/Diesel Engines and Detroit  
Diesel Corporation to form the new Powersystems  
business unit.  
technology for environment-  
friendly and unusually quiet  
driving.  
REFOCUSING OF MITSUBISHI MOTORS.  
The refocusing of Mitsubishi Motors aims to  
achieve a rapid turnaround and to secure positive  
and improving results in the future. Appropriate  
cost-cutting measures have been initiated, such  
as negotiations with suppliers to obtain  
substantial price reductions of 15% within three  
years. Production capacity is to be decreased by  
2
0% and the workforce will be adjusted  
accordingly. And in the coming years, Mitsubishi business trend in the coming years, particularly  
Motors will launch new, innovative products in all due to a record order backlog of 1,626 aircraft at  
market segments with significant volume.  
see p. 23)  
Airbus Industrie and the decisions to build both  
the A400M military transport aircraft and the  
new A380 wide-body airliner.  
(
REORIENTATION OF SERVICES. In the future, the  
Services division will concentrate even more on  
providing services along the automotive value  
chain and supporting the sales of the Group’s  
products by means of innovative financial  
services. There will be additional long-term  
growth potential from the development of  
Mercedes-Benz Finanz GmbH into Daimler-  
Chrysler Bank, which will be able to provide a  
substantially wider range of banking services.  
With a modified leasing strategy in North  
America, we will achieve a more differentiated  
penetration for certain models, while promoting  
the sale of used vehicles by means of innovative  
marketing measures. In this way we intend to  
achieve a significant improvement in the profit-  
ability of the leasing business in the NAFTA  
region throughout the planning period.  
INCREASING REVENUES AT OTHER BUSINESSES.  
Aircraft manufacturers’ high order backlogs as  
well as positive decisions on the A400M  
transport aircraft, the Eurofighter program and  
the production of the A380 wide-body aircraft,  
Investments in Property,  
Plant and Equipment  
2
001  
Plan  
2001-03  
Target  
in billions of €  
DaimlerChrysler Group  
9.5  
2.5  
25.2  
Mercedes-Benz  
Passenger Cars & smart  
7.7  
Chrysler Group  
Commercial Vehicles  
Services  
5.2  
1.4  
0.1  
0.3  
13.1  
3.5  
0.2  
0.7  
CONTINUED GROWTH AT EADS. EADS (European  
Aeronautic Defence and Space Company) is  
included in our consolidated financial statements  
at equity, in line with our 33% stake in the  
company. EADS expects a generally positive  
Others  
2
0
OUTLOOK  
mean that the MTU Aero Engines business unit  
can expect continuous and profitable growth dur-  
ing the 2001-2003 planning period.  
all market segments. In the coming years we will  
realize our full potential, optimize our product  
portfolio and leverage the company worldwide.  
To do this we will utilize the opportunities of  
e-business more intensively to redesign our  
internal processes and our relations with  
customers and suppliers.  
In the coming years, the Automotive Electronics  
unit will continue to profit from the increasing  
share of electronic components in cars.  
GLOBAL NETWORKS. It is our goal to be the  
world’s premier and most profitable automobile  
manufacturer. We have laid the foundations for  
this with the extension of our global presence,  
our alliance with Mitsubishi Motors and our  
stake in Hyundai Motor. We are now represented  
in all of the world’s key markets. We have the  
right brands with which we can offer our  
€43 BILLION TO SECURE THE FUTURE. During  
the planning period 2001 through 2003,  
DaimlerChrysler plans expenditures of €43 billion  
on investments in property, plant and equipment,  
and on research and development. One of the key  
areas for these expenditures will be the develop-  
ment and preparation for production of about 60  
new passenger car and commercial vehicle mod-  
els, which are to be launched by 2005. This  
means that more than 80% of our current models  
will be replaced within the next five years. Major  
investments are also planned in the moderniza-  
tion of production facilities.  
customers tailored products worldwide in almost  
Research and Development  
2001 2001-03  
in billions of €  
Plan  
Target  
DaimlerChrysler Group  
5.8  
17.4  
Mercedes-Benz  
Passenger Cars & smart  
2.3  
6.9  
Chrysler Group  
Commercial Vehicles  
Others  
2.0  
1.0  
0.5  
5.9  
3.0  
1.6  
OUTLOOK 21  
Improving Profitability  
Chrysler Group extected to return to profit in 2002  
Increasing annual benefits of restructuring measures at the Chrysler Group  
planned to reach €7.2 billion (US $8.1 billion) by 2003  
Refocusing of Mitsubishi Motors initiated  
Advantages from sharing common components  
Extensive measures to cut costs at Freightliner  
Together with the operative planning, the Board of  
Management presented a comprehensive turnaround  
plan for the Chrysler Group to the Supervisory Board,  
which approved the plan on February 26, 2001. The  
should be completed by the end of 2001. We antici-  
pate that in addition to adjusting volumes, these mea-  
sures will lead to increased productivity. As a result  
plant costs will be cut by €0.5 billion (US $0.5 billion)  
Supervisory Board also reviewed a program to refocus in the year 2001 and by an annual €0.6 billion (US  
the operations of Mitsubishi Motors Corporation, and $0.7 billion) from the year 2003, and the capacity uti-  
discussed measures aimed at improving the profi-  
tability of Freightliner Corporation.  
lization required for breakeven will be reduced from  
113% to approximately 83%.  
Chrysler Group – turnaround plan  
FIXED COSTS. Chrysler Group intends to reduce fixed  
costs by €0.7 billion (US $0.7 billion) in the year 2001  
and €0.8 billion (US $0.9 billion) by the year 2003, in  
particular by more efficient processes in research and  
development department and at the head office.  
The number of employees working at the head office  
is expected to be reduced by 20% and the size of the  
research and development staff is expected to be  
reduced by 10%, involving a total of 5,000 persons.  
In addition, Chrysler Group intends to sell certain  
The turnaround plan for Chrysler Group is composed  
of a number of measures, aimed both at cutting costs  
and boosting revenues, and is designed to improve  
financial performance and market position, and to lay  
the foundations for sustained positive results in the  
future. In total, the turnaround plan is intended to  
generate addtitional benefits through annual savings  
and profit improvement of €3.3 billion (US $3.1  
billion) in 2001, rising to €5.2 billion (US $5.7 billion) non-automotive assets.  
in 2002 and €7.2 billion (US $8.1billion) in 2003. The  
plan covers the entire value chain and includes job  
cuts involving 26,000 employees. In order to further  
improve the competitiveness of the Chrysler Group’s  
products, research and development expenditure will  
be maintained at the current high level.  
INITIATIVES TO IMPROVE PROFITABILITY BY  
REVENUE ENHANCEMENT. In parallel with the cost-  
cutting strategy, Chrysler Group’s turnaround  
program contains a number of measures which aim to  
further increase revenues. These measures include  
increasing exports, introducing new dealer  
MATERIAL COSTS. The costs of purchased materials  
incentives, and expanding the fleet and component  
and services are to be reduced in a two-stage process. businesses. In 2001, these steps and a reduction in  
The first stage is to reduce prices by 5% beginning in cost of sales are expected to lead to a related increase  
the year 2001. In cooperation with suppliers, cost-  
cutting potential of a further 10% is to be realized by  
the end of 2002. In this way, Chrysler Group intends  
to achieve total savings of €3.9 billion (US $4.4  
billion) in 2003. Already in 2001, costs are to be  
reduced by €1.0 billion (US $0.9 billion).  
in profitability of €1.1 billion (US $1.0 billion), rising  
to €1,9 billion (US $2.1 billion) by 2003.  
REVITALIZED PRODUCT STRATEGY. Crucial to  
Chrysler Group’s future, however, will be further  
successful new vehicles that excite our customers.  
Our product strategy is to develop outstanding and  
innovative vehicles at an attractive price for our  
PLANT COSTS. In order to adjust Chrysler Group’s  
production capacity to current market conditions and customers, while earning appropriate returns for our  
maintain a high rate of capacity utilization, Chrysler  
Group will idle or close six plants, reduce the number  
shareholders. To achieve this, Chrysler Group will  
among other steps increasingly cooperate with  
of shifts in four plants and reduce line speeds in eight Mercedes-Benz and Mitsubishi. In this way it will  
further plants. These measures include cutting  
9,500 manufacturing jobs by the year 2003. About  
three quarters of the planned workforce reduction  
benefit from economies of scale, apply new technology  
in its vehicles and fulfill demanding cost targets while  
improving quality. As an example, we intend to  
1
2
2
develop the successors to the Neon model and the  
Sebring and Stratus models on common platforms  
with Mitsubishi Motors. In addition, we plan to use a  
number of Mercedes-Benz components in Chrysler  
Group vehicles such as transmissions, steering  
systems and diesel engines.  
Mitsubishi Motors’ extensive product spectrum, rang-  
ing from mini cars to luxury SUVs, is to be stream-  
lined around a lower number of models that will be  
successful and profitable in their markets. This will  
make more targeted and efficient use of the  
company’s development capacity. Cooperation with  
Chrysler Group and Mercedes-Benz, particularly the  
joint development and use of technologies,  
components and vehicle platforms, will create  
opportunities for both Mitsubishi and Chrysler Group  
to reduce costs while improving the quality and  
design of their vehicles. For example, Mitsubishi and  
smart have decided to jointly develop a new range of  
small cars, including a 4-seat model to extend the  
smart product range.  
EFFECTS ON EARNINGS. For the year 2001, Chrysler  
Group anticipates an operating loss of between €2.2  
billion (US $2.0 billion) and €2.6 billion (US $2.5  
billion). Furthermore, the implementation of the  
planned measures will lead to a restructuring charge  
of around €3.0 billion (US $2.8 billion)in 2001, to be  
booked in the first quarter. In the following years,  
additional restructuring charges of up to €1.0 billion  
(
US $1.1 billion) may be necessary. Chrysler Group  
plans to return to modest profitability in 2002; an  
operating profit of more than €2 billion (more than US  
Freightliner – actions to improve profitability  
$
2.0 billion) is expected in 2003.  
Freightliner was negatively impacted by the sharp fall  
in demand for Class 8 heavy trucks in the US in 2000,  
and we expect further market shrinkage in 2001. For  
this reason, Freightliner already idled selected plants  
in the second half of 2000. Employment-reduction  
measures were initiated in December 1999 and  
largely completed by February 2001, with the result  
that the size of the workforce has been reduced by a  
total of about 8,000 persons (-38%). As well as  
Mitsubishi Motors Corporation – measures to  
refocus the business  
Sharing resources and utilizing economies of scale  
are also among the key elements of Mitsubishi  
Motors’ alliance with DaimlerChrysler in the coming  
years. Mitsubishi has initiated an extensive restruc-  
turing program to achieve a sustained improvement  
adjusting capacity to current market conditions, in  
in the currently dissatisfactory earnings situation and 2001 savings of the magnitude of over €300 million  
to improve product quality. As part of this program, are planned to be made by cutting material costs by  
Mitsubishi Motors intends to reduce its workforce by 3% and fixed costs by 22%.  
,500 persons (-14%) and to cut production capacity  
9
by 20%. In addition, in cooperation with suppliers  
materials costs are to be reduced by 15% by the year  
With its young and attractive range of vehicles and  
the measures it has introduced to improve its earning  
power, Freightliner intends to make profits again in  
2002. The company is excellently positioned for the  
market upswing that is expected in the medium term.  
2
003. With this program, Mitsubishi Motors expects  
to return to profitability in the fiscal year 2001/2002  
ending March 31, 2002) and to achieve a return on  
(
sales of 2.5% and 4.5% in the two following years.  
The new products to be launched by Freightliner in  
the US include the Sprinter as well as the new  
Freightliner owner-operator truck, Coronado, and the  
successor to the Business Class. In addition the  
Unimog from Mercedes-Benz and the Thomas Built  
SLF low-floor bus will follow.  
Turnaround Plan for Chrysler Group  
Planned Restructuring Benefits  
2001  
2002  
2003  
in billions of € (US $)  
Material cost savings  
Plant cost savings  
Fixed cost savings  
Revenues enhancement  
Total  
1.0 (0.9)  
0.5 (0.5)  
0.7 (0.7)  
1.1 (1.0)  
3.3 (3.1)  
2.3 (2.5)  
0.6 (0.6)  
0.8 (0.9)  
1.6 (1.7)  
5.2 (5.7)  
3.9 (4.4)  
0.6 (0.7)  
0.8 (0.9)  
1.9 (2.1)  
7.2 (8.1)  
2
3
DaimlerChrysler Worldwide  
Sales  
Production organization in millions  
of € Workforce  
Revenues  
North America  
locations  
locations  
Mercedes-Benz  
Passenger Cars & smart  
1
465 11,112  
2,010  
Chrysler Group  
Commercial Vehicles  
Services  
41  
19  
5,075 62,814 118,024  
465 10,277 22,719  
47 10,643  
5,360  
460  
Aerospace  
2
1
1,596  
766  
Other  
5
31  
7,878  
Sales  
Revenues  
South America  
Production organization in millions  
locations  
locations  
of € Workforce  
Mercedes-Benz  
Passenger Cars & smart  
1
513  
429  
998  
1,355  
1,201  
Chrysler Group  
Commercial Vehicles  
Services  
4
2
1
215  
513  
10  
1,722 12,078  
245  
8
318  
Aerospace  
Other  
33  
72  
275  
Notes:  
1
2
3
. Segment Revenues.  
. Common sales locations for the Mercedes-Benz Passenger Cars & smart and Commercial Vehicles divisions.  
. Plus a further 36,857 employees engaged in joint sales for  
the Mercedes-Benz Passenger Cars & smart and Commercial Vehicles divisions.  
2
4
DAIMLERCHRYSLER WORLDWIDE  
Sales  
Revenues  
Asia  
Production organization in millions  
locations  
locations  
of € Workforce  
Mercedes-Benz  
Passenger Cars & smart  
3
714  
3,886  
329  
Chrysler Group  
Commercial Vehicles  
Services  
3
1
4
267  
714  
3
581  
763  
103  
138  
450  
23  
1,282  
43  
Aerospace  
Other  
80  
1,603  
Sales  
Revenues  
Europe  
Production organization in millions  
locations  
locations  
of € Workforce  
Mercedes-Benz  
Passenger Cars & smart  
8
3,599 26,945 92,804  
1,344 3,634 1,760  
3,599 15,024 58,036  
Chrysler Group  
Commercial Vehicles  
Services  
2
15  
0
95  
3
6,328  
3,608  
3,609  
6,702  
Aerospace  
1
Other  
42  
84  
4,862 35,843  
Sales  
Revenues  
Africa  
Production organization in millions  
locations  
locations  
of € Workforce  
Mercedes-Benz  
Passenger Cars & smart  
1
248  
800  
4,395  
Chrysler Group  
Commercial Vehicles  
Services  
1
2
1
48  
248  
3
148  
641  
115  
33  
19  
881  
125  
Aerospace  
Other  
2
25  
125  
Sales  
Revenues  
Australia/Oceania  
Production organization in millions  
locations  
locations  
of € Workforce  
Mercedes-Benz  
Passenger Cars & smart  
150  
528  
Chrysler Group  
Commercial Vehicles  
Services  
1
117  
150  
2
197  
391  
92  
3
134  
Aerospace  
4
Other  
34  
87  
250  
DAIMLERCHRYSLER WORLDWIDE 25  
Worldwide Market  
Position Strengthened  
Operating profit adjusted for one-time effects rose 6% to €2.9 billion  
Sales increased 7% to 1.15 million vehicles  
More than 200,000 units sold for the first time in the US  
New C-Class extremely successful  
More than 100,000 smarts sold  
0
US $  
0
00  
99  
amounts in millions  
Operating Profit  
Operating Profit Adjusted  
Revenues  
2,014  
2,698  
2,145  
2,874  
2,703  
2,703  
41,026  
43,700  
38,100  
Investments in Property,  
Plant and Equipment  
1,968  
2,096  
2,241  
2,228  
2,043  
2,104  
R & D  
1
1
,161,601 1,097,142  
,154,861 1,080,267  
Production  
Sales (Units)  
Employees (Dec. 31)  
100,893  
99,459  
2
6 MERCEDES-BENZ PASSENGER CARS & SMART  
WORLD LEADER IN PREMIUM PASSENGER CARS.  
The Mercedes-Benz Passenger Cars & smart  
division is the world’s leading manufacturer of  
premium passenger cars. Our products attract  
customers through their innovative engineering,  
safety, comfort, emotional appeal and pioneering  
design. Our brand recognition is high; in 2000  
the Interbrand rating agency named Mercedes-  
Benz as the top premium automobile brand  
worldwide. In addition to our constant quest for  
technical and aesthetic excellence, we also give  
high priority to the future development of the  
MIXED MARKET DEVELOPMENTS. Conditions in  
the key markets and market segments for the  
Mercedes-Benz Passenger Cars & smart division  
were mixed. Due to a significant market  
downturn in Germany, new registrations of  
passenger cars in Western Europe did not quite  
equal the high level of the previous year. Sales in  
the upper-end segment of the North American  
market surpassed the high figure for 1999, and  
the market situation slightly improved in South  
America and Japan. Strong growth was recorded  
in the emerging markets of Asia and in Eastern  
Advanced technology  
ensures extraordinary  
dynamism and driving  
enjoyment: The new C-Class  
model family with the  
sedan, the sport coupe and  
the station wagon.  
business. The design of Mercedes-Benz cars aims Europe.  
to give visible, trend-setting shape to our  
innovative strengths, while continuing the great  
tradition of the brand through timeless detail  
solutions that are unmistakably Mercedes-Benz.  
This unique balance is the reason why design is  
RECORD SALES, REVENUES AND OPERATING  
PROFIT. The Mercedes-Benz Passenger Cars &  
smart division was able to significantly increase  
unit sales and revenues in nearly all important  
one of many decisive arguments for purchasing a markets in 2000. Revenues set a new record of  
Mercedes-Benz car.  
€43.7 billion (1999: €38.1 billion). Worldwide  
unit sales of passenger cars, SUVs and smart City  
coupes rose to 1,154,900 (1999: 1,080,300).  
Adjusted for one-time effects, operating profit  
increased by 6% to a new high of €2.9 billion.  
However, including the one-time effect of  
establishing an accrual for recycling end-of-life  
vehicles in the EU and one-time costs associated  
with repositioning of the smart brand, operating  
profit was below the high level of the previous  
year. (see pp. 56-57)  
The smart brand stands for a highly emotive,  
individual and unique product that has already  
established itself as market leader in the micro-  
car segment in several European countries.  
MERCEDES-BENZ PASSENGER CARS & SMART 27  
RECORD YEAR FOR MERCEDES-BENZ. The  
Mercedes-Benz brand sold a record 1,052,700  
passenger cars in 2000 (+5%). The biggest  
contributors to this growth were the M-Class,  
the S-Class and the C-Class, but the E-Class and  
the A-Class also performed well in the market.  
With a worldwide market share of 53%, the  
S-Class sedan was again by far the number one  
vehicle in its segment.  
NEW MERCEDES-BENZ TECHNOLOGY CENTER. In  
order to reduce time to market for our product  
innovations, we have restructured our business  
systems in development, production, purchasing  
and sales and we have more closely integrated  
the individual stages of the value-added chain.  
All functions within the various vehicle projects  
are now concentrated at one location – the new  
Mercedes-Benz Technology Center (MTC) in  
Sindelfingen. The new structure will enable us to  
bring new products to the mass production stage  
in less time, with lower costs, and at an even  
higher level of quality than before.  
Sales of Mercedes-Benz passenger cars in Western  
Europe rose 4%. In Germany in particular, we  
significantly outperformed the general market  
trend and recorded large increases. As a result,  
our market share in the comparable segment  
increased to 15.4% in Western Europe (1999:  
GREATER FLEXIBILITY IN PRODUCTION. We have  
also introduced the globally-uniform Mercedes-Benz  
Production System (MPS) as a means of ensuring  
that the high production engineering and quality  
standards demanded by the Mercedes-Benz brand  
are met at all locations. Our goal here is to achieve  
best-practice leadership in core processes  
carried out under comparable conditions. It was  
the use of MPS that allowed us to reach the tar-  
geted daily production rate for the new C-Class  
sedan at the Sindelfingen and Bremen plants in  
half the time needed for the predecessor model.  
1
4.4%) and to 24.3% in Germany (1999: 21.6%).  
With sales of 205,600 units (+9%) we also sold  
more than 200,000 passenger cars in the US for  
the first time and increased our market share in  
the premium segment to 7.6% (1999: 7.4%). This  
was accomplished despite the fact that the new  
C-Class was not launched in the US until the end  
of September. In Japan, where the new C-Class  
was not introduced until the last quarter of 2000,  
registrations of new Mercedes-Benz vehicles  
failed to reach the previous year’s extraordinarily  
high level, falling 4% to 48,500. However, sales  
developed positively in the emerging markets of  
Asia, South America and Eastern Europe as well  
as in Australia and the Middle East.  
EXCELLENT LAUNCH FOR THE NEW C-CLASS. The  
new C-Class sedan was launched in Western  
European markets in May 2000. The vehicle’s  
distinctive features are a newly-developed  
chassis, more powerful engines, an elegant  
design, and a total of 20 innovations as standard.  
Production of the new C-Class was rapidly  
increased after its launch. As a result, we were  
able to sell 147,900 new sedans by the end of the  
year. To enable us to meet the strong demand for  
the vehicle, we began producing a right-hand  
drive version at a new plant in South Africa in  
September 2000. The facility has an annual  
capacity of up to 40,000 vehicles. In 2001, we will  
also begin manufacturing up to 10,000 new C-  
Class vehicles annually in Brazil. Market launch  
of the sport coupe and the new C-Class station  
wagon is scheduled for spring 2001.  
Open in style – from folding  
sunroof to fully convertible.  
The smart convertible was  
developed from the City  
coupe and is available in two  
differently equipped versions.  
2
8
MERCEDES-BENZ PASSENGER CARS & SMART  
Coupe driving culture at its  
most sophisticated:  
The Mercedes-Benz CL  
combines the most  
advanced technology  
available with exclusiveness  
as a standard feature.  
We have also restructured our production facili-  
ties around the world to become more flexible,  
and are therefore better able to quickly adjust ca-  
pacities to fluctuations in the demand for particu-  
lar models.  
the McLaren Mercedes Team finished second in  
the Constructors’ Championship. Mercedes-Benz  
driver Bernd Schneider captured the Drivers’  
Championship in the first year of the German  
Touring Car series and Mercedes-Benz was also  
the top team.  
MORE THAN 100,000 SMARTS SOLD. The innova-  
tive smart vehicle concept, combining fun and  
great utility with a compact yet comfortable and  
safe interior, has proved itself in practice and is  
becoming more and more popular. With sales of  
1
Units  
,000  
00:99  
in %  
Unit Sales 2000*)  
Mercedes-Benz  
of which:A-Class  
C-Class  
1,053  
198  
389  
80  
+5  
(4)  
1
02,100 vehicles (1999: 79,900), smart surpassed  
its target of 100,000 and now enjoys an excellent  
position in the micro-car segment in Western  
Europe. The smart cdi and the smart convertible  
were particularly successful, selling 20,600 and  
+10  
(4)  
of which: CLK  
SLK  
52  
(2)  
1
6,900 units, respectively. The smart cdi is the  
E-Class  
247  
109  
106  
4
+0  
most competitively priced “three-liter car” in  
Western Europe, and is now clearly the market  
leader for such ultra fuel-efficient vehicles.  
Germany is the most important market for smart  
cars, with sales of 47,400 units (+19%), followed  
by Italy with 25,900 (+35%). The smart was also  
introduced in the UK, Japan and Taiwan in 2000.  
S-Class/SL  
M-Class  
+10  
+17  
(10)  
+28  
G-Class  
smart  
102  
Mercedes-Benz and smart  
worldwide  
1,155  
+7  
Europe  
802  
440  
+7  
+6  
SMART COUPE UNVEILED. In September 2000, de-  
signers unveiled the smart roadster coupe at the  
Paris Auto Show. This sporty two-seater is based  
on the roadster that proved so popular when it  
was presented at the International Auto Show in  
Frankfurt in September 1999. It is scheduled for  
market launch in 2003.  
of which:Germany  
Western Europe  
(
excluding Germany)  
348  
+7  
North America  
221  
206  
20  
+4  
+9  
of which: US (retail sales)  
South America  
+22  
+50  
(4)  
SUCCESSFUL MOTOR SPORTS. In Formula 1  
racing, which gave 88 hours exclusive worldwide  
exposure to the McLaren Mercedes Team, Mika  
Häkkinen took second place in the Drivers’ Cham-  
pionship after a tremendously exciting duel.  
David Coulthard took third place in the series and  
Asia / Australia (excl. Japan)  
Japan (new registrations)  
52  
49  
*) Wholesale figures, unless  
otherwise indicated,  
including leased vehicles.  
MERCEDES-BENZ PASSENGER CARS & SMART 29  
Addressing the Challenge  
Operating profit down to €0.5 billion (1999: €5.1 billion)  
Comprehensive measures to improve earnings  
Revenues up to €68.4 billion (1999: €64.1 billion) due to exchange-rate effects  
Unit sales of 3.05 million (1999: 3.23 million)  
Intense competition and high start-up costs for new models  
Various new models introduced  
0
US $  
0
00  
99  
amounts in millions  
Operating Profit  
Operating Profit Adjusted  
Revenues  
470  
499  
501  
531  
5,051  
5,190  
64,188  
68,372  
64,085  
Investments in Property,  
Plant and Equipment  
5,951  
2,306  
6,339  
2,456  
5,224  
2,000  
R & D  
Production (Units)  
Sales (Units)  
2,963,822 3,178,566  
3,045,233 3,229,270  
Employees (Dec. 31)  
121,027  
124,837  
3
0 CHRYSLER GROUP  
ATTRACTIVE NEW PRODUCTS. Chrysler Group  
offers segment-defining passenger cars,  
minivans, sport-utility vehicles and light trucks  
through its Chrysler, Plymouth, Jeep® and Dodge  
brands. The business’s strongest presence is in  
North America. In 2000, Chrysler Group’s market vehicles). Whereas sales decreased by 6% to  
share in the United States and Canada was 14.4%. 2,858,500 vehicles in North America, sales in  
While 2000 was a difficult year for Chrysler  
Group, new products like the Chrysler PT Cruiser by the strong dollar, Chrysler Group achieved  
enjoyed a particularly positive response. The new  
minivan also received excellent reviews from the  
trade press. Other exciting and innovative  
products such as the new Jeep Liberty and the  
Dodge Ram will follow in 2001.  
UNIT SALES OF 3.0 MILLION. Because of the  
competitive market situation in the US and model  
changes for many important products, Chrysler  
Group’s unit sales of 3.05 million vehicles did not  
match the previous year’s level (3.2 million  
The 2002 Jeep® Liberty -  
delivering a unique combination  
of ruggedness, capability and  
superior on-road refinement that  
sets this all-new vehicle  
apart from the pack in true Jeep  
tradition.  
other markets were up 5% to 186,700 units. Aided  
revenues of €68.4 billion in 2000, representing  
an increase of 7% over 1999. A total of 94% of  
its business volume was generated in North  
America, 3% in the European Union, and 3% in  
other markets. Measured in US dollars, Chrysler  
Group’s revenues fell by 8%. Operating profit  
decreased to €0.5 billion (1999: €5.1 billion).  
Chrysler Group’s situation deteriorated in the  
second half of the year, when it reported an  
operating loss of €2.0 billion. The main reasons  
for this development were, as well as the generally  
tough competition in the US market, substantial  
increases in price incentives, particularly on  
older models, declining volumes and the costs  
associated with new products.  
INTENSE COMPETITION IN NORTH AMERICA. Due  
to the combination of positive economic  
conditions and lower prices through higher  
incentives, industry unit sales of cars and light  
trucks in North America increased in 2000. At  
the same time, numerous new models and high  
production capacity substantially increased  
competitive pressure. Nearly all manufacturers  
chose to increase already substantial incentives  
to induce customers to purchase new cars. The  
market segments of minivans, sport-utility  
vehicles and pickups, all particularly important  
for Chrysler Group, were affected by this  
development.  
CHRYSLER GROUP 31  
A NEW DIRECTION FOR CHRYSLER. In 2001, the  
Chrysler Group is undergoing a comprehensive  
turnaround program that will address all aspects  
of the company. The wide-ranging program has  
six areas of focus: material management, plant  
management, fixed-cost management, restruc-  
turing operations, revenue management and  
product strategy. The first element of the  
turnaround plan was a 5% reduction of material  
costs for vehicles and general services, effective  
January 1, 2001, plus a further 10% reduction to  
be identified by the end of 2002. In addition, the  
Chrysler Group will be closing or idling six  
manufacturing facilities through 2002, while it  
reduces its workforce by approximately 20%  
comfort, technology and safety usually associated  
with luxury sedans, once again captured the  
coveted 4-Wheel & Off-Road Magazine’s 4x4 of  
the Year award. Jeep achieved unit sales of  
607,500 in 2000 (1999: 680,700).  
THE DODGE DIFFERENCE. Two new products  
unveiled in early 2001 underscore the Dodge  
brand’s reputation for offering bold, powerful and  
capable vehicles. The debut of the all-new 2003  
Viper at the North American International Auto  
Show in Detroit demonstrated that the brand is  
raising the bar for American high-performance  
sports cars. The Ram pickup has long been  
known for its excellent design, roominess and  
engine power. The completely new Ram for the  
2002 model year builds on these strengths, while  
offering new engines, chassis, suspension and  
brakes. In the compact pickup segment, the  
Dodge Dakota continues to gain market share and  
set sales records. For the fourth year in a row, the  
(
26,000 employees) over the next three years,  
with 75% of that target to be achieved by the end  
of 2001. Key to the success of the turnaround  
plan is teamwork with all of our partners –  
employees, unions, dealers and suppliers.  
PT CRUISER STRENGTHENS CHRYSLER BRAND.  
No vehicle captured more attention in the North  
American market in 2000 than the Chrysler PT  
Cruiser, the North American Car of the Year. The  
highly individual, segment-busting vehicle  
contributed 141,200 sales to a strong year for the  
Chrysler brand, which totaled 694,200 units in  
2
000. Other product innovations also contributed  
to the Chrysler brand’s success. With new  
features and improved engines, the new Town &  
Country and Voyager minivans, which have been  
available since September 2000, are set to main-  
tain their longtime leadership in the minivan  
segment. The Chrysler Sebring family of coupes,  
sedans and convertibles was redesigned for 2001  
with added power and even more elegant designs.  
Since its introduction, more than 248,400  
Sebring Convertibles have been sold, making it  
North America’s best-selling convertible. These  
new models, along with the recently redesigned  
3
00M, LHS and Concorde, provide Chrysler with  
a fresh product line that covers the heart of the  
volume-leading vehicle segments.  
The Dodge Ram provides an  
optimal combination of  
durability, reliability, comfort,  
convenience and safety  
features, which make it equally  
capable for commercial and  
personal use.  
NEW MODEL BUILDS ON JEEP® GLOBAL HERITAGE.  
Marking its 60th year in 2001, Jeep is expanding  
its lineup with the addition of the Liberty, a  
distinctive new sport-utility vehicle combining  
the legendary Jeep off-highway capability with  
superior on-road ride and handling. The Liberty  
will be available in mid-2001 and will ideally  
complement the brand’s other products. The  
Grand Cherokee, the flagship of the brand, which  
combines four-wheel-drive capability with the  
3
2
CHRYSLER GROUP  
The Dodge Viper has  
always been more than  
just a car. With its heart-  
pounding 500 horsepower  
V-10 engine and bolder-  
than-bold look, Viper is  
truly in a class of its own.  
Here a look at the 2003  
model.  
Dakota led its segment in J. D. Power’s Automo-  
tive Performance, Execution and Layout (APEAL)  
study. In 2000, the Dodge brand sold 1,695,400  
vehicles (1999: 1,810,900).  
OPPORTUNITIES IN E-COMMERCE. Advances in  
Chrysler Group product development are being  
driven by the Internet. Fast Car, a ground-  
breaking Internet-based program, enables major  
advances in communication, speed and quality by  
interconnecting the design, engineering, manu-  
facturing, quality, finance, procurement and  
supply, and sales operations on a real-time basis.  
Chrysler Group is also utilizing the Internet to  
benefit its employees. In 2001, Dashboard Any-  
where will allow employees to access the next  
generation of Chrysler Group’s intranet from their  
homes. Five Star Market Centers allow Chrysler  
Group dealers to purchase products and  
CONCEPTS FOR THE FUTURE. A preview of the  
future of Chrysler Group brands is offered by the  
concept vehicles introduced at auto shows in  
early 2001. These include the powerful Chrysler  
Crossfire coupe; the bold, high-performance  
Dodge Super 8 sedan; the hybrid-powered Dodge  
PowerBox sport-utility; and the Jeep® Willys off-  
roader, which celebrates the brand’s heritage  
while respecting environmental concerns. These  
concept cars demonstrate why Chrysler Group is  
the leader in automotive design. Their photo-  
graphs can be seen at www.daimlerchrysler.com.  
commodities via the Web at Group volume prices.  
MANUFACTURING SYNERGIES. From wiring  
harnesses to sprinkler systems, from virtual  
manufacturing to laser welding, improvement  
opportunities are multiplying. For example, by  
installing a flexible conveyor system, previously  
used only by Mercedes-Benz, at its Sterling  
Heights, Michigan, assembly plant, Chrysler  
Group is able to build its new Sebring Convertible  
and its Chrysler Sebring and Dodge Stratus sedans  
on one line. We announced an investment of US  
1
Units  
,000  
00:99  
in %  
Unit Sales 2000*)  
Total  
3,045  
(6)  
(10)  
(5)  
of which: Passenger Cars  
Trucks  
819  
708  
Minivans  
589  
(14)  
3
SUVs (incl. PT Cruiser)  
USA  
929  
2,470  
267  
(8)  
$
455 million in the Indiana Transmission Plant to  
produce a Mercedes-Benz-developed rear-wheel-  
drive transmission for use in future Chrysler,  
Canada  
(0)  
Mexico  
121  
+34  
+5  
Jeep® and Dodge products. Overall, we expect  
flexible manufacturing efforts to facilitate  
savings of hundreds of millions of US $ in  
product launches through 2004.  
Rest of the World  
) Shipments  
187  
*
(
including leased vehicles).  
CHRYSLER GROUP 33  
Enhanced Global Positioning  
Operating profit adjusted increased to €1.2 billion  
1999: €1.1 billion)  
0
0
00  
99  
amounts in millions  
US $  
1,042  
1,081  
27,054  
7,501  
5,828  
(
Operating Profit  
1,110  
1,151  
28,818  
7,990  
6,208  
1,067  
1,067  
26,695  
7,414  
5,421  
Revenues of €28.8 billion above previous year’s level  
Unit sales declined slightly to 548,955 vehicles  
Operating Profit Adjusted  
Revenues  
(1999: 554,929) due to weak market in North America  
Mercedes-Benz Trucks  
Mercedes-Benz Vans  
Acquisition of Western Star and Detroit Diesel  
Mercedes-Benz /Setra  
Buses  
2,929  
3,121  
2,593  
Freightliner, Sterling,  
Thomas Built Buses  
9,422  
3,981  
10,036  
4,240  
10,448  
3,561  
Powertrain  
Investments in Property,  
Plant and Equipment  
1,024  
861  
1,091  
770  
R & D  
917  
552,471  
548,955  
94,999  
827  
555,418  
554,929  
90,082  
Production (Units)  
Sales (Units)  
Employees (Dec. 31)  
3
4
COMMERCIAL VEHICLES  
WORLD LEADER IN COMMERCIAL VEHICLES. The  
In the other markets revenues rose by 41% to  
Commercial Vehicles division, which includes the €4.3 billion. Worldwide, we sold 549,000 trucks,  
brands, Mercedes-Benz, Freightliner, Sterling, vans and buses in the year 2000 (1999: 554,900),  
Western Star, Setra, Thomas Built Buses, Orion and not quite reaching the exceptionally high level of  
With the brands, Freightliner,  
Sterling and Western Star,  
DaimlerChrysler has an  
excellent position in North  
America and is market leader  
for heavy trucks.  
American LaFrance, is the world’s leading manu-  
facturer of commercial vehicles, as well as being  
one of the largest manufacturers of diesel engines profit increased slightly due to the positive  
for commercial vehicles. Our global production  
and development network is located primarily in  
Europe and North and South America.  
the previous year. Despite the distinct decline in  
North America, the division’s overall operating  
results in Europe and South America.  
MERCEDES-BENZ TRUCKS REMAIN VERY  
SUCCESSFUL. The Mercedes-Benz Trucks business  
unit offers trucks over 6 metric tons for long-  
distance and local delivery applications. Its most  
important markets are Western Europe, Turkey  
LOWER DEMAND IN NORTH AMERICA. While  
growth in the Western European commercial  
vehicle market generally remained positive in the  
year under review despite a slight weakening in the and South America. In the year under review,  
German market, the demand for heavy and worldwide unit sales increased by 6% to 121,100.  
medium-sized trucks declined significantly in North In Western Europe we sold 77,700 vehicles  
America. On the other hand, markets in Brazil,  
Turkey, Eastern Europe and most Southeast Asian  
countries improved.  
(1999: 79,400), attaining a market share of 22.1%  
(1999: 24.1%), and therefore maintained the  
position of the leading brand over 6 metric tons.  
At 5,400 units, sales in Turkey more than doubled  
the previous year’s figure, and the 26,300 trucks  
sold in South America represented an increase of  
20%. We are the market leader in Brazil and  
Argentina, where we have market shares of 37%  
(1999: 36%) and 35% (1999: 36%), respectively.  
OPERATING PROFIT INCREASED. In spite of the  
challenging market situation in North America,  
revenues of €28.8 billion exceeded the high level  
of the previous year. We achieved further growth  
in South America (+28% to €1.7 billion) and in  
Western Europe (+7% to €14.0 billion), while our  
revenues in the US declined by 4% to €8.8 billion.  
COMMERCIAL VEHICLES 35  
MERCEDES-BENZ VANS LEAD IN WESTERN EU-  
This also affected DaimlerChrysler’s North Ameri-  
can brands, sales of which declined to 151,100  
units (1999: 191,800). However, our leading mar-  
ket position in the US remained unchallenged.  
For Class 8 vehicles, our market share reached  
36.1% (1999: 37.3%), and in Class 6/7 (from 8.8 to  
15 tons), it was 24.4% (1999: 23.1%).  
ROPE. We sold 240,000 vans worldwide in 2000  
(
1999: 221,000). The most important markets  
were Germany, with 70,600 vehicles (+2%), and  
the other Western European countries (126,500;  
+
5%). Mercedes-Benz was able to maintain its  
leading position in Western Europe in the 2 to 6  
tons category with a market share of 18.5% (1999:  
1
8.8%). Despite the difficult market situation in  
The Sprinter van, which has been very successful  
in Europe, will be introduced under the Freightliner  
brand name in the US in the first half of 2001.  
This will enable us to expand into yet another  
market segment.  
Argentina, our sales in South America reached  
the previous year’s level of 12,000 vans.  
STRONG GROWTH AT MERCEDES-BENZ AND  
SETRA BUSES. In the year 2000, DaimlerChrysler  
sold 27,500 complete buses and bus chassis (1999:  
MARKET POSITION EXTENDED WITH WESTERN  
2
3,000) of the Mercedes-Benz and Setra brands  
STAR. To extend our position in the North  
worldwide. In both Western Europe (+4% to 6,800 American heavy-truck market even further, we  
units) and South America (+15% to 11,900 units), acquired the Canadian premium manufacturer,  
we were able to significantly increase bus sales  
and maintain our leading market position. Our  
market share reached 26.2% in Western Europe  
Western Star. In the future, the Sterling and  
Western Star brands will be offered together all  
over North America through a single dealership  
(
6
1999: 25.0%), 59% in Brazil (1999: 67%) and  
8% in Argentina (1999: 70%).  
NEW MODELS INTRODUCED AT THE IAA. At the  
International Auto Show for Commercial Vehicles  
(
IAA) in Frankfurt, DaimlerChrysler introduced the  
new Unimog module carrier U500, the heavy-duty  
Actros SLT, the Medio minibus and the OC500  
bus chassis. The “Alu Sprinter” prototype demon-  
strated a new concept for the delivery vehicle of  
the future. At the spring auto show RAI in  
Amsterdam we presented the face-lifted Sprinter.  
SERVICES OFFENSIVE. For many years now, we  
have offered customers in Europe a compre-  
hensive service package in the form of Mercedes-  
Benz CharterWay. We also introduced a broad  
spectrum of additional services during the year  
under review. The telematics-based Internet  
service, FleetBoard, gives our customers the  
ability to optimize fleet management through an  
Internet platform. The MercedesService Card for  
van and trucks, and the OMNIPlus Service Card  
for buses are the first full-service cards that fully  
meet the requirements of the shipping and  
transport business. And our “Actros OnRoad  
Service” for trucks registered in Germany is  
unique in the industry: customers are provided  
with a replacement vehicle free of charge if the  
Mercedes-Benz service center needs more than  
eight hours to make the necessary repairs.  
All of our activities in the  
components business will  
in future be concentrated  
in the new DaimlerChrysler  
Powersystems business  
unit.  
FREIGHTLINER, STERLING, THOMAS BUILT BUSES  
EXPERIENCE DIFFICULT ENVIRONMENT. In the  
US, the market for Class 8 trucks (15 metric tons  
and up) fell by 19% to 211,500 vehicles in 2000.  
3
6
COMMERCIAL VEHICLES  
In the 7.5-28 t segment,  
the Atego family offers an  
extremely varied family  
of vehicles for the most  
demanding transport  
applications.  
network. Western Star also includes the bus  
brand, Orion, which complements our range of  
bus products in North America.  
JOINT VENTURE WITH HYUNDAI. As a result of  
DaimlerChrysler’s investment in the Korean  
Hyundai Motor Company, a 50:50 joint venture is  
being negotiated for the development, production  
and marketing of commercial vehicles. The joint  
venture will be an important step toward  
expanding our position in South Korea and  
throughout Asia.  
COMPETITIVE POSITION STRENGHTHENED BY  
COMPONENT STRATEGY. The Commercial  
Vehicles division’s global component strategy  
aims to concentrate expertise, to create new  
growth opportunities and to improve efficiency in  
the development, production and marketing of  
components.  
DETROIT DIESEL STRENGTHENS ENGINE BUSI-  
NESS. The acquisition of Detroit Diesel Corpora-  
tion (DDC) in the US, one of the world’s leading  
manufacturers of heavy-duty diesel engines for  
on-highway applications, is of central strategic  
importance for our commercial vehicles business.  
More stringent emission laws worldwide, shorter  
product cycles and increasing development costs  
are transforming the engine business into a  
crucial factor in reducing costs and achieving  
success. With DDC we will significantly increase  
the number of diesel engines we produce and  
thereby achieve cost reductions. In the future,  
the Powertrain business unit, MTU/Diesel  
Engines and DDC will be gathered together under  
the roof of the Commercial Vehicles division. All  
our activities in the components business will be  
concentrated in the new DaimlerChrysler  
Unit Sales 2000*)  
1,000  
Units  
00:99  
in %  
World  
549  
(1)  
of which: Vans  
(
incl. V-Class)  
249  
+10  
Trucks  
Buses  
249  
49  
(12)  
+10  
(5)  
Unimogs  
2
Europe  
of which: Germany  
Western Europe  
excl. Germany)  
300  
113  
+5  
(1)  
(
168  
+5  
of which: France  
34  
28  
+13  
(3)  
UK  
Powersystems business unit. This will include  
engines of the Mercedes-Benz, DDC and MTU  
brands, as well as the product areas for trans-  
missions, axles and steering units, and coopera-  
tions and alliances in this field. In addition, in  
November 2000 we announced a planned alliance  
in the engines business with Caterpillar covering  
mid-sized diesel engines, fuel systems and other  
powertrain components.  
Italy  
21  
+3  
North America  
154  
132  
51  
(20)  
(23)  
+14  
+23  
+65  
of which: USA  
South America  
of which: Brazil  
37  
Asia/Australia  
25  
*
) Wholesale (incl. leased vehicles).  
COMMERCIAL VEHICLES 37  
Focus on  
Financial Services  
SERVICES ALONG THE AUTOMOTIVE VALUE CHAIN. NEW GROWTH POTENTIAL. Primarily as a result of  
In the 2000 financial year, DaimlerChrysler Ser-  
vices AG restructured its range of services. With  
sales-incentive programs for Chrysler, Dodge and  
Jeep vehicles, new business in North America  
the divestiture of debitel and Deutsche Telekom’s increased significantly to €40.2 billion (1999:  
acquisition of 50.1% of debis IT Services, the  
company will now concentrate on financial  
services and other services along the automotive  
value chain. With the decision to convert  
Mercedes-Benz Finanz GmbH into Daimler-  
Chrysler Bank, another important step was taken  
to expand the division’s financial services. As  
part of this new focus, we have also changed the  
company’s name from debis AG to Daimler-  
Chrysler Services AG.  
€35.6 billion). DaimlerChrysler Services was also  
able to sharply increase its European contract  
volume to €18.6 billion, thereby setting a new  
record and further strengthening its market  
position. The planned DaimlerChrysler Bank will  
enable us to offer our customers even more  
financial services in the future.  
BOOMING CAR FLEET MANAGEMENT. Car Fleet  
Management experienced increased demand for  
integrated, brand-independent fleet solutions,  
such as in South Africa, where we took over fleet  
management for the telephone company, Telkom.  
Car Fleet Management continued to pursue its  
growth strategy of expansion through the  
acquisition of companies in Great Britain and  
Poland and the establishment of new locations in  
numerous markets. Europe’s leading multi-brand  
car fleet operator is now active in nine countries.  
Worldwide we manage 148,000 service contracts  
and a total fleet of 67,000 vehicles.  
STRONG GROWTH IN REVENUES, NEW BUSINESS  
AND CONTRACT VOLUME. Revenues continued to  
grow strongly in 2000, increasing from €12.9  
billion to €17.5 billion. Adjusted for the effect of  
the consolidation of debis Systemhaus only  
through September 30, 2000, there was a 51%  
increase in revenues. Managed contract volume  
rose 27% to a new record of €126.3 billion. New  
business also increased sharply (€56.8 billion;  
+
12%).  
EARNINGS MARKED BY ONE-TIME EFFECTS. At  
CAPITAL SERVICES WITH A NEW FOCUS. For  
Capital Services the financial year was marked by  
a strategic refocus on areas of business with  
long-term profitability. Its managed portfolio rose  
58% to €11.8 billion in 2000. In the segment of  
Aircraft Leasing, the acquisition of Ireland’s  
AerFi Group has made debis AirFinance the  
world’s third-biggest provider of operating leases  
for large commercial aircraft.  
2.5 billion, unadjusted operating profit was  
above last year’s level. Adjusted for one-time  
effects, however, it totaled €0.6 billion, less than  
last year’s figure of €1.0 billion. Particularly in  
the second half of the year, rising refinancing  
costs and more intense competition in financial  
services led to growing pressure on margins and  
a significant decline in earnings in the US. The  
one-time effects were caused, on the one hand, by  
a gain of €2.3 billion from the disposition of a  
controlling interest in debis Systemhaus. On the  
other hand, due to falling used-car prices –  
especially in the US - we had to write down the  
carrying values of our leased vehicles by €0.5  
billion. Special measures have now been taken to  
limit risks. These measures include more  
balanced penetration rates for each model in  
North America, extensive marketing measures  
to promote used-vehicle sales, and greater  
use of leading-edge systems for keeping track  
of residual-value trends in a timely manner.  
3
8
SERVICES  
Revenues increase 36% to €17.5 billion  
Pressure on margins dampened earnings  
New business and contract volume at high levels  
New name: DaimlerChrysler Services  
0
US $  
0
00  
99  
amounts in millions  
Tailor-made solutions through  
intensive consultation:  
Operating Profit  
Operating Profit Adjusted  
Revenues  
2,307  
602  
2,457  
641  
2,039  
1,026  
16,453  
17,526  
12,932  
Car Fleet Management offers  
multi-brand fleet management  
services and is present in all of  
Europe’s key markets.  
Investments in Property,  
Plant and Equipment  
265  
282  
126,314  
9,589  
324  
99,223  
26,240  
Contract Volume  
118,584  
Employees (Dec. 31)  
AEROSPACE RESTRUCTURED. On July 10, 2000,  
DaimlerChrysler Aerospace AG (Dasa),  
Aerospatiale Matra S.A., and Construcciones  
Aeronauticas S.A. (CASA) merged to form the  
European Aeronautic Defence and Space Compa-  
ny (EADS), the largest aerospace company in  
Europe and the third-largest in the world.  
A merger integration team was launched to  
secure the integration and success of EADS in the  
future. Meanwhile, more than 600 projects are  
under review, which will not only foster  
integration but also create substantial additional  
value.  
MILESTONES FOR FUTURE EADS GROWTH. On  
June 23, 2000, the Airbus consortium agreed to  
convert itself into a corporation known as the Air-  
bus Integrated Company (AIC). The conversion  
process will be completed by the establishment of  
AIC in spring 2001. EADS owns 80% of AIC, with  
the remaining 20% being held by the British  
company, BAE Systems. In addition, on December  
19, 2000, Airbus decided to launch the A380  
megaliner (formerly known as the A3XX). By the  
end of 2000, Airbus had received firm purchase  
options for 50 aircraft, thus confirming Airbus’s  
Following the IPO in Frankfurt, Paris and Madrid,  
DaimlerChrysler became the largest EADS  
shareholder with an equity interest of approxi-  
mately 33%. In May 2000, Dasa combined its  
space-systems activities with those of the Anglo-  
French joint venture, Matra Marconi Space, to  
form Astrium, the largest European space-  
systems company, in which EADS controls a 75%  
stake.  
As a result of these changes in ownership, since  
July 1, 2000, Dasa has no longer been included in positive market assessment for this product.  
DaimlerChrysler’s consolidated financial  
statements. Instead, EADS is included at equity,  
in proportion to the stake held in EADS by  
PROFITABLE GROWTH CONTINUES AT MTU AERO  
ENGINES. Together with its partners, the MTU  
DaimlerChrysler. Those activities of Dasa that are Aero Engines business unit develops and  
not integrated into EADS, primarily the Aero  
Engines business unit, will continue to be fully  
consolidated by DaimlerChrysler.  
produces engines for military and civil  
applications. It also performs servicing and  
maintenance on these engines. MTU Aero  
Engines operates at 10 locations worldwide.  
Significant growth in civil engines and the  
expansion of the unit’s maintenance business led  
CONSOLIDATION EFFECTS INFLUENCE REVENUES  
AND OPERATING PROFIT. Due to the consolidation  
effects described above, revenues at the Aerospace to a 21% increase in revenues to €2.1 billion.  
division are only €5.4 billion in 2000 compared to Incoming orders rose 56% to €2.4 billion as a  
9.2 billion in 1999. However, revenues adjusted  
result of the first series production orders for the  
Tiger military helicopter, considerably stronger  
demand for engines for the A320 series (V2500)  
and the growing maintenance business.  
for these effects rose 4%. Operating profit, on the  
other hand, rose sharply to €3.8 billion (1999:  
€0.7 billion). Included in this figure are one-time  
effects from the exchange of a controlling interest  
in Dasa for shares of EADS, which totaled €3.3  
billion. When adjusted for these one-time effects  
and the above-mentioned consolidation effects,  
operating profit decreased to €0.5 billion (1999:  
In order to ensure that this growth is maintained  
in the future, the business unit continued its  
expansion strategy in the maintenance sector in  
2000 by establishing MTU Maintenance do Brasil  
and MTU Maintenance Zhuhai. The latter is  
a joint venture between China Southern Airlines  
and MTU Aero Engines. In addition, MTU  
€0.7 billion).  
EADS: POSITIVE BUSINESS DEVELOPMENT. EADS  
developed positively in its first business year. On is establishing a development center in the US.  
a pro-forma basis, revenues rose from €22.6  
billion to €24.2 billion over the previous year.  
This was due to an increase in deliveries of Air-  
Further milestones in the growth strategy are the  
planned participation on the GP7000 engine for  
the A380 and on the TP400 engine for the A400M  
bus aircraft (+6%) and benefits resulting from the military transporter.  
strong dollar, which continued to appreciate  
against the euro. Incoming orders increased 51%  
to €49 billion. The high number of orders in the  
Airbus program, space systems and helicopters  
(
NH90) were the key factors at EADS. Orders at  
Airbus, for example, reached a record level of  
,626 aircraft.  
1
4
0
AEROSPACE  
0
US $  
0
00  
99  
amounts in millions  
The A380, shown here in a  
wind-tunnel test, will be the  
biggest commercial  
Operating Profit  
Operating Profit Adjusted  
Revenues  
3,524  
423  
3,754  
451  
730  
730  
5,057  
5,387  
9,191  
Investments in Property,  
Plant and Equipment  
aircraft ever produced in  
the world, with a capacity  
of up to 555 seats or  
215  
992  
229  
1,057  
7,162  
336  
2,005  
R & D  
Employees (Dec. 31)  
46,107  
1
50 tons.  
Creation of EADS  
Successful stock market launch of EADS  
Revenues up 4% after adjustment for consolidation effects  
Operating profit influenced by one-time effect  
Decision to build the A380  
AER O S P ACE 41  
Rail Systems, Automotive Electronics,  
MTU / Diesel Engines  
RAIL SYSTEMS TO BE SOLD TO BOMBARDIER. In  
line with its focus on the automotive business  
subway sector in China with an order for an addi-  
tional 156 metro cars for the city of Guangzhou.  
and associated services, DaimlerChrysler will sell Adtranz also received tram orders from numerous  
its Rail Systems business unit, Adtranz, to  
Bombardier, a Canadian-based international  
aeronautics and rail technology company. We  
German cities as well as from Finland, the UK and  
Switzerland. The first vehicles from the new,  
modern tram family, Incentro, were delivered  
expect the transaction to be completed in the first and began operation in Nantes, France. In the  
half of 2001, pending approval by EU antitrust  
authorities. Restructuring measures at Adtranz  
continued during 2000. As had been forcast, in  
the year 2000 the company showed a positive  
operating result. Activities which are not part of  
its core business, such as rail freight cars, train  
control systems, fixed installations, freight  
bogies and wheel sets, will be sold off before  
Adtranz is taken over by Bombardier.  
rapidly growing service sector, Adtranz was able to  
strengthen its leading position by acquiring new  
customers and obtaining numerous orders. It also  
moved forward with the establishment of an inter-  
national service network. For example, Adtranz  
was awarded the contract to service the “Sky  
Line” automatic airport shuttles at Frankfurt  
International Airport for the next nine years.  
In 2000, Adtranz was able to increase revenues  
by 9% to €3.9 billion. Incoming orders were up  
AUTOMOTIVE ELECTRONICS: DYNAMIC GROWTH.  
In 2000, revenues at the Automotive Electronics  
business unit (TEMIC) rose 20% to €1.1 billion.  
Incoming orders also increased to €1.2 billion  
(+13%). TEMIC thus strengthened its position as  
a leading supplier of electronics for powertrains  
and systems for safety and driving comfort.  
TEMIC’s range of products includes electronics  
for powertrains and chassis, occupant comfort,  
occupant safety systems, electronic brake  
technology (ABS), sensor systems, automotive  
electric motors, and intelligent, radar-based  
distance-control systems.  
2
4% to €4.1 billion. Important contracts were  
negotiated for regional and intercity trains in the  
UK, Israel, Sweden, Portugal and Germany. In  
addition, the first contracts to supply Adtranz’s  
new regional train, Itino, were signed in Sweden.  
In the locomotive sector, Adtranz and DB Cargo  
presented the new dual-frequency locomotives.  
Adtranz expanded its market leadership in the  
In the year under review, TEMIC developed many  
innovative products for use in future vehicle  
generations. For example, TEMIC developed an  
electronic parking brake that will replace the  
4
2
OTHER INDUSTRIAL BUSINESSES  
0
US $  
0
00  
99  
amounts in millions  
manually-operated handbrake currently used. In  
the field of direct-injection diesel engines, sys-  
tems were developed that will further reduce fuel  
consumption and pollutant emissions. In the area  
of vehicle occupant safety, the PreCrash-Sensorik  
electronic system, which provides maximum oc-  
cupant protection, was launched. In the field of  
electronic brake technology (ABS), TEMIC deliv-  
ered its 30 millionth ABS regulator in October  
Rail Systems  
Revenues  
3,661  
3,891  
3,900  
4,145  
3,562  
3,331  
Incoming Orders  
Employees (Dec. 31)  
Automotive Electronics  
Revenues  
19,918  
23,239  
1,002  
1,110  
1,067  
1,182  
5,845  
890  
1,046  
5,173  
Incoming Orders  
Employees (Dec. 31)  
MTU/Diesel Engines  
Revenues  
2
000. TEMIC is currently offering a new genera-  
tion of ABS in which all functions – from the anti-  
lock braking system and acceleration (anti-squat)  
control all the way to the electronic stability pro-  
gram (ESP) – are integrated in a single housing.  
We believe TEMIC will continue to grow as a re-  
sult of the increasing number of electronic compo-  
nents in motor vehicles. Taking into account the  
unfavorable US dollar exchange rate - TEMIC  
makes a large proportion of its purchases in the  
US - its earnings were satisfactory.  
971  
1,034  
1,197  
6,028  
959  
1,015  
5,885  
Incoming Orders  
Employees (Dec. 31)  
1,124  
MTU also continued the product offensive it had  
begun for the 2000 and 4000 production series.  
The new 8000 series was introduced at the Ship-  
MTU/DIESEL ENGINES: PRODUCT OFFENSIVE. The building, Machinery and Marine Technology  
MTU/Diesel Engines business unit increased rev- Trade Fair (SMM) in Hamburg in September,  
enues in 2000 by 8% to €1.0 billion, thus growing thereby expanding MTU’s product portfolio into  
faster than the market as a whole. MTU posted  
revenue increases primarily in commercial appli-  
cations for ships and in distributed power sys-  
the upper range. The engine, which has been  
designed so that it can be used equally well in  
ships, distributed power systems and  
tems. Strong demand in the Asian region, coupled locomotives, sets new standards for economy and  
with the US dollar’s appreciation against the euro environmental compatibility. MTU’s L’Orange  
(
which improved MTU’s position in comparison to subsidiary once again demonstrated its  
technological expertise with the development of  
efficient injection systems for diesel engines as  
well as the innovative common rail system. Ear-  
nings by MTU/Diesel Engines continued their  
its American competitors), led to a 29% increase  
in revenues in Asia.  
In 2000, the business unit continued to  
successfully draw upon its experience as a systems positive trend.  
provider in the market for rail vehicles. For  
example, MTU’s “Powerpack” drive module, a  
complete drive unit for modern diesel-engine rail  
cars, was successfully launched. Interest in the  
module is growing, particularly in East and  
Southeast Asia.  
OTHER INDUSTRIAL BUSINESSES 43  
Takashi Sonobe, President  
of Mitsubishi Motors, and  
Rolf Eckrodt, COO, at the  
shareholders’ meeting held  
in Tokyo on January 19, 2001.  
Entering New Segments  
and Growth Markets  
EXPANSION OF STRATEGIC POSITION IN ASIA.  
In order to further strengthen DaimlerChrysler’s  
global market position in terms of product range  
and geographic coverage, and in particular to  
provide better access to the fast-growing markets  
in Asia, DaimlerChrysler acquired a stake of  
approximately 34% in Mitsubishi Motors  
Corporation (MMC) in October 2000 by means of  
a capital increase. We also purchased 9% of the  
stock of the Hyundai Motor Company (HMC) in  
September 2000.  
In order to implement our strategy as quickly as  
possible, we are already working with our  
partners on the sharing of segment-specific  
platforms and components. We will reduce the  
number of axle, transmission and engine variants  
and have initiated programs to combine  
purchasing and production volumes, in order to  
achieve substantially greater efficiency and  
significantly cut costs within our operative  
business.  
THE ALLIANCE WITH MITSUBISHI MOTORS  
CORPORATION. Following the announcement in  
March 2000 of our intention to acquire a stake in  
Mitsubishi Motors Corporation, we conducted  
further negotiations with our partner that  
culminated in the following agreements in  
September 2000:  
These moves are part of our strategy to build a  
portfolio:  
That includes strong regional brands known  
throughout the world, and which have growth  
potential;  
That today already covers nearly all market  
segments for passenger cars and commercial  
vehicles with its existing products;  
The purchase price for the 34% holding in  
Mitsubishi Motors Corporation would be €2.4  
billion (including the purchase of a convertible  
bond).  
That gives us additional expertise in the micro-  
car segment;  
DaimlerChrysler would name four members  
(one non-executive board member and three  
executive board members) to the 11-member  
board of directors of MMC, including the  
position of chief operating officer.  
That will ensure that DaimlerChrysler is less  
susceptible to cyclical, regional and segmental  
demand fluctuations through a well-balanced  
global presence;  
That facilitates the sharing of technologies and  DaimlerChrysler would provide the  
investments; independently operating MMC management with  
additional personnel support.  
That enables us to use common components in  
models with large volumes;  
 After a period of three years, DaimlerChrysler  
would be entitled to increase its stake in MMC  
without limitation.  
That makes it possible for all partners to  
combine their purchasing and production  
volumes.  
4
4
ASIAN OPPORTUNITIES  
Mitsubishi Motors Corporation  
1st half  
1st half  
99/00  
99/00  
Yen  
99/00  
amounts in millions  
00/01  
Yen  
2
Yen  
€ )  
1
2
)
According to Japanese  
GAAP  
1
Operating Income (Loss) )  
(23,222)  
(75,629)  
25,800  
(1,583)  
(38,534)  
24,400  
22,473  
(23,331)  
50,600  
210  
(218)  
1
Net Income (Loss) )  
) Amounts are unaudited  
and have been conver-  
ted into  solely for the  
readers’ convenience at  
an exchange rate of  
1
Capital Expenditures )  
473  
1
Revenues )  
1,542,513 1,565,505 3,334,974  
675,000  
31,191  
Unit Sales  
676,000 1,498,000 1,498,000  
1 = yen106.92, and  
1 = won1,177.08  
(ECB rate Dec. 31, 2000)  
Cooperation with MMC covers the design,  
development, production and sale of passenger  
cars and light trucks. One of the main areas of  
collaboration is the joint development and  
production of a small car for the European  
market. This project will be conducted by the  
Netherlands Car B.V. Nedcar company, a 50:50  
joint venture.  
MEASURES TO IMPROVE PROFITABILITY. In order  
to improve the company’s business situation, in  
February 2001 the board of Mitsubishi Motors  
Corporation presented a new restructuring plan  
to ensure and significantly accelerate the return  
to profitability of Mitsubishi Motors Corporation  
and to achieve a sustained improvement in the  
company’s financial strength.  
BUSINESS DEVELOPMENTS AT MMC. Mitsubishi  
THE HOLDING IN HYUNDAI MOTOR COMPANY. In  
Motors, Japan’s fourth-largest automaker, designs September 2000, DaimlerChrysler acquired a 9%  
and produces small cars, full-size passenger cars, stake in Hyundai Motor Company (HMC) for a  
SUVs, light and heavy trucks and buses. In  
financial year 1999/2000, MMC manufactured  
approximately 1.6 million vehicles (1998/99: 1.7  
million), of which some 40% were manufactured  
outside of Japan – in America, Europe, Asia and  
Oceania. During this period, MMC sold 1,498,000  
units (1998/99: 1,625,000). Of these, 577,000  
units were sold in Japan, 283,000 in Europe and  
purchase price of approximately €450 million.  
Among other things, cooperation with the  
Hyundai Motor Company may involve a 50:50  
joint venture in South Korea to develop, produce  
and market commercial vehicles.  
Hyundai Motor Company is one of the youngest  
companies in the automotive industry. It develops  
and manufactures passenger cars, SUVs, vans,  
light and heavy-duty commercial vehicles and  
buses. In addition, Hyundai Motor Company  
controls approximately 30% of the automaker, Kia  
Motors Corp. Hyundai Motor sold 1.3 million  
vehicles in 1999, generating revenues of 14,245  
2
61,000 in North America. As a result, revenues  
totaled 3,335 billion yen in 1999/2000 (€31.2  
billion). Operating income in 1999/2000 totaled  
2
2.5 billion yen (€210 million), while net income  
at -23.3 billion yen (-€218 million) was negative.  
2
In the first half of the 2000/01 financial year,  
sales of 675,000 units were at roughly the same  
level as the previous year (676,000 units). This  
was due to positive developments in North  
America and the ASEAN countries. However,  
billion won (€12.1 billion ) and net income of 414  
billion won (€352 million) according to Korean  
GAAP.  
POSITIVE TREND CONTINUES AT HYUNDAI. The  
revenues of 1,543 billion yen (€14.4 billion) were positive developments of 1999, when Hyundai  
slightly down on the previous year’s level (1,566  
billion yen). Operating loss in the first half of  
returned to profitability, continued in 2000. In the  
first six months ending June 30, 2000, Hyundai  
sold 722,000 vehicles (1999: 555,000) and  
increased revenues from 6,055 billion won in the  
first half of 1999 to 8,471 billion won (€7.2  
billion). Operating income in the first half of 2000  
2
000/01 was 23.2 billion yen (€217 million),  
significantly worse than the loss in the first half  
of 1999/2000 (1.6 billion yen). A net loss of 75.6  
billion yen (€707 million) was strongly impacted  
by one-time effects in connection with recalls. The increased to 608 billion won (€517 million)  
ordinary loss (income before one-time effects and compared to 340 billion won for the first six  
taxes) was 29.5 billion yen (€276 million) for the  
first half of the year, compared to a loss of 27.2  
billion yen for the respective period in 1999/  
months of 1999, while net income was up from  
110 billion won in the first half of 1999 to 310  
billion won (€263 million) in first half 2000.  
2
000.  
ASIAN OPPORTUNITIES 45  
Making DaimlerChrysler  
the first networked automotive company  
across its entire value chain  
DaimlerChrysler recognized early on that  
e-business would bring about a massive change  
in the business environment requiring three  
kinds of action:  
Only those companies which realize and utilize  
the tremendous competitive advantages  
of e-business will win a leading position in the  
networked economy. For this reason, the Board  
of Management has given top priority to  
e-business.  
To broaden our horizon and accept  
e-business as a real business platform;  
To analyze our activities against the back-  
drop of new challenges;  
Our mission is to make DaimlerChrysler the first  
automotive company to be completely net-  
worked throughout its entire value chain. To this  
end we have consolidated all e-business efforts  
within the DCXNET Initiative, the nucleus of  
which is the DCXNET Holding company.  
To ensure rapid implementation.  
In the spring of 2000, we subjected all business  
units and core functions to an intensive analy-  
sis. The objective was to find out what opportu-  
nities and challenges e-business presents.  
DCXNET COMPONENTS  
The main goal of the DCXNET Initiative is to  
fully utilize the opportunities of the Internet  
along the value chain and to support and mas-  
sively expand our current activities.  
This “eSBD” (e-business Strategic Business  
Dialog) identified many measures  
DaimlerChrysler must undertake to occupy a  
leading position in a networked economy over  
the long term. An initial e-action plan was  
developed for each business unit. This became  
the starting point for all plans the company has  
since developed or expanded.  
The DCXNET Initiative consists of four elements:  
1. B2C – CUSTOMER CONNECT – NETWORKING  
THE CUSTOMER  
Network the customer base:  
THE DCXNET MISSION. The Internet has influ-  
enced all processes in the automotive industry -  
from suppliers, through product development,  
procurement, logistics, production, sales and  
customers.  
Attract customers on the Net  
Get interactive  
Enhance the buying experience  
Extend the customer relationship  
Extend the value chain  
DaimlerChrysler recognizes the Internet as a  
unique opportunity for enhancing its competi-  
tive ability internationally.  
by using the Internet as a new business plat-  
form.  
In the B2C area DaimlerChrysler has made the  
first moves to harness the Internet as a sales  
channel and make better use of it to gain new  
customers and boost customer loyalty.  
4
6
E-BUSINESS  
e-business is connecting  
our people and processes  
throughout the entire  
value chain.  
Be sure to visit our  
homepage at:  
www.dcx.net  
2
. B2B – BUSINESS CONNECT – NETWORKING THE  
VALUE CHAIN  
every company employee can be contacted via  
the Internet. At the same time, employees can  
use DaimlerChrysler’s intranet to access over a  
million pages of services and information in the  
company's knowledge base. Services featured  
include insurance plans, vehicle reservations,  
travel packages and so on.  
Network the value chain:  
Improve speed  
Improve efficiency  
Improve quality  
Reduce costs  
Eliminate waste  
4
. TELEMATICS – VEHICLE CONNECT –  
NETWORKING OUR PRODUCTS  
by wiring all functions throughout the company.  
Network the vehicle:  
In a move to exploit the full potential of B2B,  
DaimlerChrysler is reviewing the full range of  
processes, from purchasing and development to  
production and sales. This process  
reengineering will optimize operations and  
thereby reduce costs. B2B brings advantages  
Offer a new generation of services  
Extend the customer relationship  
Support fleet management  
Assist remote maintenance and logistics  
Extend the value chain  
like reduced stockpiling, accelerated availability by linking up with mobile services.  
of goods, improved planning certainty and  
greater flexibility.  
DaimlerChrysler has been setting technological  
standards in the field of telematics for some  
years now. In the US, more than 200,000 pas-  
senger cars have already been equipped for  
telematics services. When a customer buys a  
new car, this service is provided free of charge  
for the first year. About 94% of our customers  
decide in favor of extending the service after the  
end of the first year.  
3
. B2E/IB – WORKFORCE CONNECT/INTERNAL  
BUSINESS – NETWORKING OUR EMPLOYEES  
Network the workforce:  
Enhance process efficiency  
Reduce overheads and bureaucracy  
Enable employees to take advantage of  
e-business  
Motivate and incentivize for e-work  
Our Freightliner commercial vehicles are fitted  
with the telematics system, Truck Productivity  
Computer . This onboard computer offers the  
by wiring the working environment.  
TM  
When it comes to competitiveness, networking  
within the company itself also plays a vital role.  
driver various services covering all aspects of  
the vehicle. The system is voice-operated in or-  
With this in mind, DaimlerChrysler has widened der to ensure safe operation while on the move.  
the scope of its B2E activities. Today, almost  
E -B U S IN E S S A C T I V I T I E S 47  
Leadership in Innovation  
Approximately €17.4 billion to be spent on research and development between now  
and 2003  
€7.4 billion invested in research and development in 2000  
Considerable progress in fuel cell technology with NECAR 5  
Vision of accident-free driving  
Competitive edge through innovative concepts for drive systems and chassis  
LEADERSHIP IN INNOVATION AND TECHNOLOGY.  
To achieve our goals, we spent €7.4 billion (1999:  
€7.6 billion) in 2000 (see page 15). The slight  
decline is due to the fact that the R&D expendi-  
tures for the activities transferred to EADS were  
no longer included in the consolidated financial  
DaimlerChrysler believes that distinguishing itself  
through innovation is an essential factor for  
continued success in the market. The central  
Research & Technology department is responsible  
for building the technological foundations for this in statements in the second half of the year. To en-  
cooperation with the company’s business units.  
Guaranteeing that DaimlerChrysler is a leader in  
innovation is the goal of more than 2,500  
researchers in the central R&D department and  
over 28,000 men and women in the R&D units at  
our business divisions.  
sure that we will continue to set standards with  
our products in the future, we will invest an addi-  
tional €17.4 billion in research and development  
between now and 2003.  
4
8
RESEARCH AND TECHNOLOGY  
The infrared laser night-sight  
system for vehicles, developed  
by DaimlerChrysler engineers,  
provides greater range of vision  
when driving at night. This also  
makes the roads safer for other  
drivers and pedestrians.  
unique new thermal-air-flow test rig. This facility  
enables our researchers to develop and optimize  
innovative supercharged engines by accurately  
simulating normal operating conditions for the  
whole system.  
THE VISION OF “ACCIDENT-FREE DRIVING.”  
Based on what we know already today, “thinking”  
vehicles could make the vision of accident-free  
driving a reality in the not too distant future. Our  
researchers have already developed two new  
assistance systems.  
In 2000, we introduced the Lane Assistant for  
commercial vehicles. This device warns the driver  
of unintentional lane changes with a rumbling  
sound as if he were driving over lane marker  
bumps. Approximately 38% of all accidents occur  
as a result of the driver becoming distracted or  
falling asleep at the wheel. The Lane Assistant may  
prevent many accidents of this kind.  
The second system, the “electronic crumple  
zone,” is an active brake system that uses radar to  
determine how far a truck is from the vehicle in  
front. If the driver fails to brake, the system inter-  
DRIVE SYSTEMS TECHNOLOGY FOR SUSTAINABLE  
MOBILITY. In 2000, DaimlerChrysler once again  
reached new milestones in fuel-cell drive systems. venes automatically. 80% of rear-end collisions  
NECAR 5 and the Jeep Commander 2 concept car  
both run on methanol that is converted into  
hydrogen by an onboard reformer. In the case of  
NECAR 5, we succeeded in reducing the size of  
the fuel-cell system so that it could be installed in  
the underbody of a Mercedes-Benz A-Class  
vehicle. The car therefore provides around the  
same amount of space as a conventionally  
between trucks and 32% of all truck accidents  
on highways can be avoided with this system.  
ACTIVE CHASSIS AND CRASH-OPTIMIZED  
STRUCTURAL DESIGNS. Now that Active Body  
Control has been brought onto the market in the  
Mercedes-Benz CL, we are turning our attention to  
the further development of the active chassis.  
Among other things, work here is focusing on  
electro-hydraulic systems that can be operated as  
needed. They promise greater fuel efficiency, while  
at the same time improving safety and comfort.  
powered A-Class - an important step toward  
making the vehicle practical for everyday use.  
If hybrid drive systems are to appeal to customers,  
the higher purchasing costs of the vehicles must be These components have already proved themselves  
offset not only by lower fuel consumption but also  
by additional product benefits. To this end, we  
introduced two prototypes during the year under  
in test vehicles.  
We are also working on crash-optimized structural  
review: the “HyPer,” based on the Mercedes-Benz designs in order to improve the protection of  
A-Class, distinguishes itself through good accele-  
ration and four-wheel drive capability. The Dodge  
RAM provides an electrical current when it is not in terms of deformation, energy absorption and  
passengers and drivers. In addition, we are  
optimizing materials and construction techniques  
moving to supply power for tools or recreational  
equipment.  
energy diversion in crashes. The studies are being  
aided by special simulation tools that will enable  
rapid development of inexpensive and weight-  
optimized structural designs.  
We have also considerably expanded our  
expertise in internal combustion engines,  
especially in the area of supercharging  
technology. In mid-2000 we began operating a  
RESEARCH AND TECHNOLOGY 49  
Awards Honor Environ-  
mental Commitment  
Sustained environmental protection agreed on as a corporate goal  
Natural fiber project in South Africa fulfills economic, ecological and infrastructure criteria  
“European Environmental Reporting Award” and “German Environmental Reporting Award”  
for DaimlerChrysler  
Internal Environmental Leadership Award presented for the first time (ELA)  
SUSTAINABILITY. DaimlerChrysler believes that  
corporate strategy and business decision-making  
In the course of the project, sisal was identified  
as the natural fiber most suitable for use in  
should be geared toward increasing the value of the automobile construction. The fiber has the right  
company over the long term. Sustainability is  
particularly important in this context. Long-term  
increases in corporate value are not possible  
without sufficient acceptance from the general  
population, which means taking social and  
ecological factors into consideration. Therefore it  
is not enough to simply monitor profitability,  
social responsibility and environmental  
protection across all value-added stages. We also  
need to make sure that the effects of the  
measures we implement – such as increased  
efficiency, higher levels of staff qualification, or  
reductions in emissions – provide benefits that  
continue far into the future.  
properties and can be found in great quantities  
throughout South Africa, where it is of higher  
quality than sisal from other regions of the world.  
Wider use of this profitable and competitive  
natural fiber product is creating jobs in South  
Africa and enabling rural communities to  
participate in global economic developments. For  
example, the inflow of capital has enabled  
communities to improve their infrastructures and  
therefore their own competitiveness. Farmers  
now have the opportunity to learn about modern  
agricultural technology, which they can also put  
to use in conserving natural resources. The first  
production component in the automotive industry  
made of sisal is the rear shelf in the new  
Accordingly, environmental protection is a top  
priority at DaimlerChrysler. This is reflected in the  
considerable investment we make in this area.  
Currently it amounts about €1 billion a year.  
Mercedes-Benz C-Class produced in our East  
London plant in South Africa.  
We are carrying out a similar project in Brazil.  
This project aims to use renewable natural  
resources to produce mats and filler materials, for  
use as padding in head restraints and seats, for  
example.  
NATURAL FIBER PROJECT IN SOUTH AFRICA. The  
demand for environment-friendly products in  
developed countries is the driving force behind  
the worldwide natural fiber initiative at  
DaimlerChrysler. Developing countries are also  
interested in technologies that provide for sus-  
tainable growth while conserving precious na-  
tional resources. It was for these reasons that  
DaimlerChrysler initiated a natural fiber project  
in South Africa in 1997 as part of its  
NATURAL FIBERS USED IN EXTERIOR PARTS FOR  
THE FIRST TIME. While natural fibers are being  
used in vehicle interiors in South Africa and  
Brazil, our researchers in Germany are already a  
stage further. For the first time, they are using  
participation in the Southern African Initiative of natural fibers to reinforce exterior parts. In the  
German Business (SAFRI). new Travego long-distance bus, the engine and  
5
0
DAIMLERCHRYSLER AND THE ENVIRONMENT  
In South Africa in September  
000, DaimlerChrysler  
2
started using sisal fibers in  
automobiles. As part of this  
project, the company  
transferred technology and  
expertise for the entire  
process chain to South Africa.  
transmission capsule will be strengthened with  
flax fibers. The use of natural fibers in standard  
exterior parts is regarded as a milestone in  
materials science, as such parts are subject to  
substantially higher stresses than interior parts.  
ENVIRONMENTAL LEADERSHIP AWARD (ELA). In  
2000, DaimlerChrysler conducted its first world-  
wide internal competition in environmental pro-  
tection, culminating in the company’s Environ-  
mental Leadership Award. The ELA initiative is  
not only designed to honor and promote employee  
efforts in the area of environmental protection;  
it also aims to identify best practices and  
EUROPEAN ENVIRONMENTAL REPORTING  
AWARD. In the summer of 2000, DaimlerChrysler  
won the “European Environmental Reporting  
Award” of the Chamber of European Auditors for  
implement them as widely as possible, thereby  
contributing to improving the profitability and  
producing a particularly creative, interesting and competitiveness of DaimlerChrysler.  
clearly designed Environmental Report 1999.  
A total of 17 reports from 10 European countries  
reached the final round.  
Most of the entries were projects focusing on the  
close relationship between economics and ecology.  
However, profitability, technological innovation and  
the transferability of projects into practice were  
also key criteria. Of the more than 100 projects  
entered for the award from all parts of the com-  
The international jury praised our report for  
combining a traditional environmental-data  
section and a magazine-style layout providing  
background information on environmental issues pany, a prominent international jury consisting of  
at DaimlerChrysler. In the view of the jury, the  
resulting mix of informative and entertaining  
elements enabled the report to reach a broad  
public and to increase awareness of this very  
important issue. DaimlerChrysler also won the  
internal and external specialists selected five  
winners.  
“German Environmental Reporting Award.”  
DAIMLERCHRYSLER AND THE ENVIRONMENT 51  
Worldwide Networked  
Supply Chain  
Central business organization established  
Total-cost-of-ownership approaches implemented  
E-business offers great potential  
Significant savings achieved  
GLOBAL ORGANIZATIONS DEVELOPED FURTHER.  
throughout the entire supply chain. GP&S contin-  
ues to follow the philosophy of Extended Enter-  
prise as it pursues the goal of maintaining and  
All purchases for our automotive divisions are  
managed by Global Procurement & Supply (GP&S).  
®
In 2000, this volume rose to €103.1 billion (1999: strengthening its good relationships with suppli-  
84.5 billion). The four purchasing organizations  
ers. The main goal is to create the world’s most ef-  
fective supplier network and thus to boost corpo-  
within GP&S, PS (Purchasing Services non-  
production material Germany), MEN (Commercial rate value. To this end we defined four value  
Vehicle Purchasing), MEP (Mercedes-Benz  
Passenger Cars and smart Purchasing) and P&S  
drivers: quality, system costs, technology and  
supply management. They determine the strate-  
gic focus of the company’s procurement activities.  
(Procurement and Supply DaimlerChrysler  
Corporation) operated very successfully: The  
quality of supplier parts improved and  
NEW COST MANAGEMENT APPROACH. In 2000, we  
substantial savings were obtained from suppliers addressed the issue of cost management in a par-  
by further developing our cost-reduction  
measures.  
ticularly intensive manner. The concept of total  
cost of ownership (TCO) contains a completely new  
approach which, rather than concentrating on the  
actual price of a component, focuses on its total  
cost (i.e. for development, design, transport,  
installation and warranties throughout the  
component’s entire life cycle). This comprehensive  
approach enables us to more clearly identify cost  
drivers and thereby to significantly improve our  
overall cost position. A total of 48 pilot projects  
were initiated in the year under review, resulting in  
significant savings.  
To better exploit the potential of Group-wide  
procurement and logistics structures worldwide,  
we expanded centralized functions at GP&S. A  
central e-business organization and a central  
department for new cost-management systems  
were also established. A headquarters staff was  
also created for communications and strategies.  
NETWORKED SUPPLY CHAINS. Business relation-  
ships with our suppliers are based on Extended  
Enterprise , which coordinates links with all sup-  
®
MATERIAL-GROUP STRATEGIES DEFINED. We  
established strategies for more than 60 material  
groups for production and non-production mate-  
rial in the year under review, thereby covering  
about half of total purchasing volume. Our goal is  
to consolidate purchasing volumes across busi-  
ness units, identify suitable suppliers, and utilize  
new cost-reduction opportunities.  
pliers – with the emphasis on cooperation and  
®
networks. Extended Enterprise is not limited to  
first-tier suppliers but extends to all partners,  
5
2
GLOBAL PROCUREMENT  
Merging brands and markets  
under one corporate roof  
also creates new growth  
potential for our suppliers,  
while demanding first-class  
performance from all the  
companies involved.  
E-BUSINESS ACTIVITIES EXPANDED. In the field of  
e-business, we are focusing on electronic pur-  
chasing (e-procurement) and management of  
logistics processes (e-supply chain management).  
PROSPECTS FOR THE FUTURE. Numerous new  
opportunities – particularly for GP&S – are  
unfolding through DaimlerChrysler’s acquisition  
of Detroit Diesel Corporation and cooperation  
We believe that these areas offer great potential for with Mitsubishi Motors Corporation and Hyundai  
improving our cost position and competitiveness.  
There will be better transparency and processes  
will become faster and more efficient. With more  
than 100 on-line auction events taking place in  
Motor Company. Projects are currently being  
developed to identify and share best practices  
and optimize our global supply-base performance.  
2
000, we and our partners gained valuable  
experience in the field of e-procurement. For the  
procurement of non-series materials, in 2000 we  
used Internet-based catalogs for the first time, from  
which purchasing staff can directly order consum-  
able materials. In October 2000, DaimlerChrysler  
started to process e-procurement transactions  
through the business-to-business (B2B) Internet  
marketplace, “Covisint”, which is operated by a  
joint venture between DaimlerChrysler, Ford,  
General Motors and Renault/Nissan. Our e-  
business activities are an important component  
of DaimlerChrysler’s Group-wide DCXNET  
initiative. (see pp. 46-47)  
Purchasing Volume  
113.3 (1999 : €94.9) billion  
Mercedes-Benz Passenger Cars & smart  
Chrysler Group  
28 %  
44 %  
19 %  
9 %  
Commercial Vehicles  
Other  
GLOBAL PROCUREMENT 53  
00  
99  
Employees (Dec. 31)  
DaimlerChrysler Group  
416,501  
466,938  
Mercedes-Benz Passenger Cars  
&
smart  
100,893  
121,027  
94,999  
99,459  
124,837  
90,082  
Chrysler Group  
Commercial Vehicles  
Sales Organization Automotive  
Businesses  
36,857  
9,589  
34,133  
26,240  
46,107  
46,080  
Services  
Aerospace  
7,162  
1
Other )  
45,974  
1
)
Headquarters, Other.  
Global Human Resources  
Activities  
Human resources activities networked worldwide  
Worldwide uniform standards defined for management planning and development  
Over 3,300 junior managers recruited and an increase of 500 in the number of trainees  
GLOBAL HUMAN RESOURCES STRATEGY  
PROJECT E-PEOPLE. DaimlerChrysler will  
ADOPTED. In order to better prepare employees for introduce the Web-based standard software,  
their tasks at DaimlerChrysler, in 2000 we adopted Peoplesoft and PAISY IPW, as a means of better  
a uniform strategy for all human resources  
departments. As a result, our global human  
resources activities will focus on seven  
challenges: contribution to profitability,  
networking human resources activities and their  
administration and preparing the responsible  
departments for e-business. By 2003, 167,000  
employees in Germany will be added to the  
leadership development, building up expertise in 43,000 already administered by Peoplesoft in the  
e-business, enhancing our image as an attractive  
employer, valuing diversity, supporting mergers  
and acquisitions, and recognizing future trends  
at an early stage. Concrete measures developed  
within the framework of this strategy are already  
being implemented. Our declared goal is a uni-  
US. The e-People project will also involve  
expanding self-service features for employees  
beyond the job postings, employee stock  
programs and employee investment funds already  
on offer.  
form human resources policy for the entire Group, E-BUSINESS FOR EMPLOYEES. Last year our  
tailored to the shared needs of all business units.  
employees were able to participate in numerous  
e-business qualification programs. We also decided  
to carry out a renewed qualification offensive  
and to improve access to intranet and Internet  
5
4
HUMAN RESOURCES  
The DaimlerChrysler  
international junior  
management group is a  
human resources program  
with international and  
Group-wide orientation and  
the goal of professional-  
izing the excellent  
potential of our junior  
managers.  
information. A wide range of services provided  
some 70% of whom are engineers or have a  
by the human resources departments can already degree in the natural sciences. In addition to  
be directly accessed and used on our intranet.  
standard recruiting measures, DaimlerChrysler  
was able to establish direct contact with high-  
potential individuals, including recruitments,  
through its groundbreaking presentations at the  
Internet jobfair 24 and the International E-Day.  
LEAD – NEW INSTRUMENT FOR HUMAN  
RESOURCES DEVELOPMENT. With LEAD  
(Leadership Evaluation And Development) we  
have introduced uniform worldwide principles  
and transparent processes for management  
planning and development. LEAD covers the  
entire spectrum, from goal consensus and  
NUMBER OF TRAINEES FURTHER INCREASED. The  
number of trainees increased again in 2000 by  
500 to 10,600, with particularly strong growth in  
performance evaluation to assessment of potential new occupations such as mechatronics specialist,  
and development planning. LEAD thus allows us  
to adjust our management resources to future  
needs.  
automotive business specialist and production  
mechanic. Some 200 trainees were sent on  
foreign assignments in 2000.  
VALUING DIVERSITY. In 2000, we decided on  
numerous measures designed to further promote  
inclusiveness throughout the Group. In this  
context, one of our goals is to better reflect the  
diversity of our customers and sales markets in  
our workforce structures. For example, as part of  
an Equal Opportunity Agreement reached jointly  
with employee representatives in Germany,  
DaimlerChrysler is to significantly increase the  
proportion of female managers.  
416,500 EMPLOYEES WORLDWIDE. As of  
December 31, 2000, DaimlerChrysler employed  
416,501 people worldwide (1999: 466,938).  
Of these, 196,861 (1999: 241,233) worked in  
Germany and 123,633 (1999: 123,928) in the US.  
Adjusted for the changes in the consolidated  
group (primarily Dasa and debis Systemhaus),  
our workforce decreased from 417,753 to  
416,501 employees.  
A THANK YOU TO OUR STAFF. We would like to  
thank all of our employees for their hard work and  
achievements. We also extend our thanks to  
employee representatives for their constructive  
cooperation.  
MORE THAN 3,300 NEW GRADUATES EMPLOYED.  
DaimlerChrysler – one of the world’s most  
attractive employers – was able to hire more than  
3,300 highly qualified new graduates in 2000,  
HUMAN RESOURCES 55  
Analysis of the Financial Situation  
Operating profit of €9.8 billion lower than prior year; adjusted for one-time effects  
decreased to €5.2 billion (1999: €10.3 billion)  
Operating profit affected by intense competition in North America  
Operating profit contribution of Chrysler Group and Services decreased  
due to margin pressure and increased refinancing costs  
Net income increased by 37% to €7.9 billion; adjusted for one-time effects  
decreased to €3.5 billion (1999: €6.2 billion)  
DAIMLERCHRYSLER GROUP OPERATING PROFIT LOWER THAN  
PRIOR YEAR. The Group’s operating profit declined by €1.3  
billion to €9.8 billion, with earnings being greatly  
influenced by one-time effects in both years.  
MERCEDES-BENZ PASSENGER CARS & SMART. The operating  
profit of the Mercedes-Benz Passenger Car & smart segment  
of €2.1 billion was below the result of the previous year of  
€2.7 billion. Operating profit reflects impairment charges  
and other expenses of €0.5 billion recorded based on a  
strategic review of the smart brand stemming from the  
Operating profit was positively impacted by the exchange of  
the Group’s controlling interest in DaimlerChrysler Aerospace recent investment in Mitsubishi Motors Corporation (MMC)  
for shares in the European Aeronautic Defence and Space and the corresponding strategic alliance relating to the  
Company (EADS), which resulted in a gain of €3.3 billion for development of the Z car. As a result of the end-of-life  
the Group. In addition, Deutsche Telekom AG received a 50.1% vehicle directive passed by the European Union, the  
stake in debis Systemhaus, by means of a capital increase,  
which resulted in a gain of €2.3 billion. Furthermore, the  
Mercedes-Benz Passenger Car & smart segment also  
recorded a charge of €0.3 billion in the current year. These  
gain on the sale of Fixed Installations from the Rail Systems charges were offset, in part, by a gain of €0.1 billion from  
business unit and the gain resulting from a reduction of our the reduction of our equity interest in Ballard.  
equity interest in Ballard increased operating profit by a  
total of €0.2 billion.  
Adjusted for these one-time effects, operating profit improved  
by 6.3% to €2.9 billion, with the major contributions coming  
from the successful launch of the new C-Class sedan and the  
excellent market acceptance of the S-Class (including the CL  
coupe). Furthermore, sales of M-Class vehicles increased  
considerably, especially in Europe. The E-Class also performed  
well in its markets. At smart, operating losses, excluding the  
impairment charge, were reduced as a result of higher sales  
and the successful market introduction of the smart cabrio  
and cdi.  
These gains were partially offset by charges totaling €0.8  
billion due to the strategic repositioning of smart and for the  
European Union’s directive regarding the recycling of end-of-  
life vehicles, which requires automobile manufactures to pay  
a substantial portion of the costs of disposal. An impairment  
charge of €0.5 billion was also recorded on the carrying  
values of leased vehicles in the services segment.  
Operating profit adjusted for one-time effects decreased to  
5.2 billion (1999: €10.3 billion). The decline was  
CHRYSLER GROUP. Operating profit from the Chrysler Group  
segment of €0.5 billion was significantly lower than the  
result of €5.1 billion from the preceding year. Due to intense  
competition in the North American market, the Chrysler  
Group had lower unit sales and higher sales incentives on  
many of its models. This situation particularly affected the  
key market segments of the Chrysler Group including  
minivans, sport-utility vehicles and pickup trucks. Also  
adversely impacting operating profit was a shift in product  
mix and increased fixed costs related to new products such  
as the new minivan, the PT Cruiser, the Dodge Stratus  
sedan, and the Chrysler Sebring sedan and convertible.  
This decrease was partially offset by higher vehicle pricing  
and lower profit based compensation costs. Extensive  
restructuring measures are planned to restore the profit-  
ability of the Chrysler Group. As a result, the operating  
profit of the Chrysler Group is expected to be adversely  
affected in 2001.  
principally caused by lower profit contributions from the  
Chrysler Group and Services segments, which were mainly  
the result of the intensified competitive situation in North  
America. The other segments were able to build upon their  
market position.  
Last year’s operating profit also included one-time effects  
totaling €0.7 billion (see p. 48).  
5
6
ANALYSIS OF THE FINANCIAL SITUATION  
COMMERCIAL VEHICLES. The Commercial Vehicles segment  
profited from the strong increase in demand for vans in  
Europe and the recovery of the commercial vehicle business  
Operating Profit by  
Segments  
00  
US $  
00  
99  
in millions  
in South America and Turkey. In particular, unit sales in Brazil Mercedes-Benz  
Passenger Cars & smart  
(
our most important market in South America) rose by 23%  
2,014  
470  
2,145  
501  
2,703  
5,051  
1,067  
2,039  
730  
over the preceding year. The decline in unit sales of Class 8  
heavy trucks in North America also had an impact on Freight-  
liner and led to a considerably lower profit contribution in  
Chrysler Group  
Commercial Vehicles  
Services  
1,042  
2,307  
3,524  
(58)  
1,110  
2,457  
3,754  
(62)  
2
000. Nevertheless, the Commercial Vehicles segment  
reported an operating profit of €1.1 billion – similar to the  
level achieved in 1999. With the continuation of the segment’s  
strategic development through the acquisition of the  
remaining outstanding shares of Detroit Diesel Corporation  
and Western Star Trucks, its competitive position was  
decisively strengthened last year.  
Aerospace  
Other  
(399)  
(179)  
Eliminations  
(144)  
9,155  
4,894  
(153)  
DaimlerChrysler Group  
Adjusted for one-time effects  
9,752 11,012  
5,213 10,316  
SERVICES. The Services segment achieved an increase in  
operating profit of €0.4 billion to €2.5 billion. However,  
operating profit in both years was affected by certain one-time Operating Profit adjusted  
for one-time effects  
00  
US $  
00  
99  
effects. In October 2000, Deutsche Telekom received a 50.1%  
in millions  
interest in debis Systemhaus through a capital investment in  
debis Systemhaus, the segment’s IT services business,  
resulting in a gain of €2.3 billion. The gain from the debis  
Systemhaus transaction was partially offset by charges of  
Industrial Business  
4,338  
556  
4,621  
592  
9,377  
939  
Financial Services  
0.5 billion due to an impairment charge on the carrying  
DaimlerChrysler Group  
4,894  
5,213 10,316  
values of leased vehicles. This one-time charge resulted  
from falling prices for used vehicles in North America and  
model-specific price incentives on new vehicles from the  
Chrysler Group. Operating profit in 1999 was also positively  
affected by €1.0 billion, primarily from the disposal of 42.4%  
of the stock of the segment’s telecommunications business  
fully consolidated in DaimlerChrysler’s financial statements  
and are included in the Aerospace segment. Due to the  
significant changes which occured within the aerospace  
segment, operating profit is not comparable between 1999  
and 2000.  
(debitel).  
Excluding these one-time effects, operating profit declined  
0.4 billion to €0.6 billion. The principal causes of the  
negative earnings trend were the high pressure on margins  
due to tougher competition in North America and higher costs OTHER. The operating result from the Other segment  
of capital.  
improved by €0.3 billion to a loss of €0.1 billion. The  
operating loss was positively affected by one-time income of  
€0.2 billion, mainly due to the sale of Fixed Installations  
from the Rail Systems business unit. The prior year’s result  
was negatively affected by one-time charges of €0.2 billion  
relating to measures taken to reduce capacity at Rail  
Systems.  
Since Deutsche Telekom’s acquisition of a majority stake,  
debis Systemhaus has been included in the consolidated  
financial statements using the equity method of accounting,  
which does not affect the comparability of operating results.  
AEROSPACE. The significant increase in operating profit by  
the Aerospace segment of €3.0 billion to €3.8 billion is  
Adjusted for these one-time effects, the operating result for  
primarily due to the gain from the exchange of the segment’s the Other segment declined by €0.1 billion. The decline was  
controlling interest in DaimlerChrysler Aerospace for shares  
of EADS. Adjusted for this one-time effects, operating profit  
decreased by €0.3 billion to €0.5 billion. Operating profit for  
primarily caused by expenditures for future-oriented  
projects at headquarter level such as the establishment of  
e-business activities. The operating result also reflected the  
Group’s interest in the losses of Mitsubishi Motors  
2000 comprises the results of the former Dasa Group for six  
months and DaimlerChrysler’s 33% share of EADS’ operating Corporation of €46 million. The Rail Systems business unit,  
profit for six months including the share of EADS’ results  
from Aerospatiale Matra Group and CASA. Additionally, the  
activities which were not part of the transaction with EADS,  
in particular the MTU Aero Engines business unit, are still  
which recorded losses in the preceding year, showed a  
ANALYSIS OF THE FINANCIAL SITUATION 57  
Consolidated Statements  
of Income  
slightly positive result for the current year. MTU/Diesel  
Engines achieved an increase in operating profit compared  
to the previous year. The positive contribution to earnings  
from the Automotive Electronics business unit was  
marginally lower compared to 1999.  
00  
US $  
00  
99  
in millions  
Revenues  
152,446 162,384 149,985  
(126,558)(134,808) (120,082)  
Cost of sales  
Selling, administrative and  
other expenses  
(16,772) (17,865) (15,669)  
(5,949) (6,337) (5,737)  
Reconciliation to  
Research and development  
Other income  
Operating Profit  
00  
US $  
00  
99  
889  
4,056  
146  
946  
4,320  
156  
827  
9,324  
333  
in millions  
Income before financial income  
Financial income, net  
Income before financial income  
4,056  
(264)  
4,320  
(281)  
(35)  
9,324  
379  
17  
+
Pension and postretirement  
benefit expenses other than  
service cost  
Inome before income taxes  
and extraordinary items  
4,202  
4,476  
9,657  
+
Operating income from  
affiliated, associated and  
related companies  
Effects of changes in  
German tax law  
(247)  
(263)  
(812)  
(33)  
Income taxes  
(1,630) (1,736) (3,721)  
(1,877) (1,999) (4,533)  
+
+
Gains on disposals of  
businesses  
Total income taxes  
Minority interests  
5,475  
5,832  
(84)  
1,140  
152  
(11)  
(12)  
(18)  
Miscellaneous  
(79)  
Income before extraordinary  
items and cumulative effects  
of changes in accounting  
principles  
Operating Profit  
9,155  
9,752 11,012  
2,314  
2,465  
5,106  
Extraordinary items, net of taxes  
Gains on disposals of businesses  
5,179  
-
5,516  
-
659  
(19)  
Losses on early extinguishment  
of debt  
FINANCIAL INCOME BELOW PREVIOUS YEAR’S LEVEL.  
Financial income decreased by €0.1 billion to €0.2 billion in  
Cumulative effects of changes in  
accounting principles: transition  
adjustments resulting from  
2
000. Investment income reflects the Group’s percentage  
interest in the income or loss of its equity method  
investments in EADS (since July 2000), Mitsubishi Motors  
Corporation and debis Systemhaus (both since October  
adoption of SFAS 133 and EITF  
99-20, net of taxes  
(82)  
(87)  
-
2
000). The effect on operating profit of these investments  
Net income  
7,411  
7,894  
5,746  
amounted to a loss of €43 million and was allocated to the  
respective segment operating profits. However, this loss was  
offset by a positive contribution from other operating  
investments of €8 million.  
Net income adjusted for  
1
one-time effects )  
3,268  
3,481  
6,226  
Interest income, net, decreased due to the establishment of  
the DaimlerChrysler Pension Trust. At the end of 1999 and  
the beginning of 2000, cash and marketable securities  
totaling €5.5 billion were transferred to the Pension Trust,  
thereby reducing interest income. The interest income  
1
)
2000: Exchange of the Group’s controlling interest in DaimlerChrysler  
Aerospace for shares in EADS, investment of Deutsche Telekom  
AG in debis Systemhaus, sale of Fixed Installations, dilution of  
equity interest in Ballard, repositioning of smart, EU directive  
regarding the recycling of end-of-life vehicles, impairment on  
carrying values of leased vehicles, effects of changes in German generated from these assets is no longer included in the  
tax law  
Group’s interest income, but reduces pension and  
postretirement benefit expenses and thus reflected in  
the income before financial income. For purpose of  
reconciliation to operating profit, interest income from  
pension and postretirement benefit expenses is not  
included in operating profit.  
1
999: 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  
Also, financial income, net, was reduced by increased  
interest expense resulting from higher borrowings in the  
industrial business.  
5
8 ANALYSIS OF THE FINANCIAL SITUATION  
Furthermore, financial income, net, in 2000 was affected by were recorded from the adoption of Statement of Financial  
the adoption of a new accounting standard for derivative  
financial instruments (SFAS 133). Due to exchange-rate  
developments in the preceding year, realized and  
unrealized losses from the settlement and valuation of  
Accounting Standards (SFAS) No. 133 (€12 million) and  
Emerging Issues Task Force (EITF) Issue No. 99-20  
(-€99 million). In accordance with EITF 99-20, retained  
interests from the securitization of certain receivables in  
currency hedging transactions, which could not be included the Financial Services business were determined to be  
for accounting purposes in a hedge relationship with an  
underlying transaction, had a negative effect on financial  
income. With the adoption of SFAS 133, a greater  
proportion of the Group’s derivative financial instruments  
qualify for the use of hedge accounting. Last year’s losses  
resulting from the valuation of derivative financial  
instruments were partially offset by gains from the sale of  
securities.  
impaired resulting in a charge in the statement of income.  
According to U.S. GAAP these effects are shown separately.  
Net income adjusted for these one-time effects decreased by  
€2.7 billion to €3.5 billion. Basic earnings per share  
adjusted for these one-time effects amounted to €3.47 for  
2000 and €6.21 for 1999.  
DIVIDEND OF €2.35 PER SHARE. We propose to the Annual  
Meeting on April 11, 2001, that for 2000 a dividend of €2.35  
per share be distributed. With a total of 1,003 million shares  
outstanding, the amount to be distributed is €2,358 million.  
Development of Earnings  
in billions of €  
1
2
PERFORMANCE MEASURES AS AN IMPORTANT COMPONENT  
OF CORPORATE MANAGEMENT. The performance measures  
developed by the DaimlerChrysler Group support manage-  
ment in its tasks of leading and controlling the entire company  
and its individual business units. The performance measures  
allow and encourage decentralized responsibility, inter-  
divisional transparency and capital-market-oriented invest-  
ment performance in all areas of the DaimlerChrysler Group.  
10  
8
6
4
2
1)  
For performance purposes, we differentiate between the  
Group level and the operating levels of the segments and  
business units. At the Group level, we use net operating  
income, a capital-market-oriented after-tax performance  
measure. After deducting the average cost of capital, we  
derive value added as an absolute performance measure.  
Additionally, net operating income is compared to the capital  
employed by the Group for the determination of the Group  
performance measure, return on net assets (RONA). Return  
on net assets demonstrates the extent to which the Daimler-  
Chrysler Group achieves the rate of return required by its  
investors. The required rate of return, or the Group’s average  
cost of capital, is defined as the minimum rate of return that  
investors expect on invested equity and borrowings. These  
capital costs are mainly determined by long-term bond rates  
1997  
1998  
1999  
2000  
Operating Profit  
Net Income  
1)  
Net Income for 1997 includes 2.5 billion  
of special non-recurring tax benefits.  
INCREASE IN NET INCOME INCLUDING ONE-TIME EFFECTS.  
Net income of €7.9 billion is 37% higher than the prior year. combined with a risk premium for investments in stocks.  
Basic earnings per share increased from €5.73 to €7.87.  
Since the merger of Daimler-Benz and Chrysler in 1998 we  
use a weighted average cost of capital of 9.2% after taxes as a  
benchmark for the Group. Compared to current capital  
market conditions, this rate might be too high, however, it has  
Net income was influenced by a number of one-time charges  
and gains as described in the preceding paragraphs with  
respect to operating profit. The after-tax amount of these one- remained unchanged for internal performance measurement  
time effects was €4.8 billion (1999: €0.4 billion). As the  
Group’s German companies are in an overall deferred tax  
asset position, the reduction of the tax rate from 40% to 25%  
to keep a high performance expectation from our business  
units. We are planning to review our cost of capital again in  
2001 and might subsequently adjust the rate for the  
changed capital market conditions.  
(1999: from 45% to 40%) resulted in an expense of €0.3  
billion (1999: €0.8 billion) from the write-down of these net  
deferred tax assets. One-time effects include gains of €5.5  
billion (1999: €0.7 billion) classified as extraordinary due to  
accounting principles involving the use of the pooling-of-  
interests method. Additional one-time effects on earnings  
ANALYSIS OF THE FINANCIAL SITUATION 59  
Net Assets and  
required rate of return. Chrysler and Financial Services did  
not achieve the minimum required rate of return, primarily  
due to the unsatisfactory economic situation in North  
America.  
1
Return on Net Assets )  
00  
99  
00  
%
99  
%
(
annual average, in billions of )  
Net Assets  
Return on Net Assets  
DaimlerChrysler Group  
(
after taxes)  
59.5  
53.2  
7.4  
13.2  
Due to the decreased net operating income and higher net  
assets the DaimlerChrysler Group reported a negative value  
added of €1.1 billion (calculated based on 9.2% cost of  
capital after taxes).  
Industrial business  
before interest and taxes)  
(
48.8  
10.9  
39.0  
9.6  
9.5  
24.0  
28.2  
Mercedes-Benz  
Passenger Cars & smart  
Net assets are determined on the basis of book values, as  
shown in the following table.  
26.3  
Chrysler Group  
25.0  
7.2  
19.5  
6.0  
0.8  
2.2  
2.1  
16.0  
9.5  
25.9  
17.8  
15.0  
33.8  
Commercial Vehicles  
2
Services )  
1.1  
1
Net Assets )  
3
of the DaimlerChrysler Group  
00  
99  
Aerospace )  
2.7  
16.7  
in millions  
Other Industrial  
businesses )  
2)  
Stockholders’ equity  
42,713 36,060  
4
1.9  
1.0  
5.0  
(29.1)  
Minority interests  
519  
650  
Stockholders’ Equity  
Return on Equity5)  
Financial liabilities of the  
industrial segment  
9,508  
4,400  
Financial Services  
6.2  
5.1  
9.6  
18.4  
Pension provisions of the  
industrial segment  
11,114 14,014  
63,854 55,124  
1
)
)
)
Adjusted for one-time effects  
Excluding Financial Services  
Net Assets  
2
3
Due to the exchange of the Group’s controlling interest in DaimlerChrysler  
Aerospace for shares in EADS figures for 1999 are not comparable.  
Rail Systems, Automotive Electronics, MTU/Diesel Engines, Mitsubishi  
Motors Corporation (since October 2000); figures for 1999 are not  
comparable.  
1
)Represents the value at year-end; the average for the year was  
4
5
)
)
59.5 billion (1999: 53.2 billion)  
) Adjusted for the effects from the application of SFAS 133.  
2
Before taxes  
Reconciliation to  
Net Operating Income  
00  
99  
For the industrial business units, we use operating profit as  
an earnings measure, a commonly accepted performance  
measure before interest and taxes, which accurately reflects  
the areas of responsibility under the control of the business  
unit management. The industrial business units also use net  
assets which is defined as assets minus non-interest-bearing  
liabilities as a capital basis. The minimum required rate of  
return on net assets is 15.5%. For our financial services  
activities we apply, as is usual in this sector, return on equity  
in millions  
Net income  
7,894  
5,746  
480  
One-time effects  
(4,413)  
Net income adjusted for one-  
time effects  
3,481  
12  
6,226  
18  
Minority interests  
Interest expense related to  
as a performance measure. The target rate of return on equity industrial activities, after taxes  
241  
127  
is 20% (before taxes).  
Interest cost of pensions related  
to industrial activities, after taxes  
649  
661  
In 2000, net operating income, which is derived from net  
income, totaled €4.4 billion excluding one-time effects  
€8.8 billion including one-time effects). In connection with  
Net Operating Income  
4,383  
7,032  
(
an increase in net assets from €53.2 billion to €59.5 billion,  
return on net assets for the DaimlerChrysler Group  
amounted to 7.4% after taxes. The Mercedes-Benz Passenger  
Cars & smart segment significantly surpassed the 15.5%  
(
before taxes) minimum required rate of return. The  
Commercial Vehicles division also exceeded the minimum  
6
0
ANALYSIS OF THE FINANCIAL SITUATION  
Balance Sheet Structure  
Balance Sheet Structure of the Industrial Business  
in billions of €  
in billions of €  
1
45%  
99  
199  
20%  
107  
37%  
107  
31%  
Fixed Assets  
Stockholders’ Equity  
Property, Plant  
and Equipment  
Stockholders’ Equity  
1
01  
101  
28%  
3
6%  
1
40%  
75  
175  
19%  
1
8%  
Accrued Liabilities  
Liabilities  
2
2%  
3
3
3%  
3%  
Accrued Liabilities  
3
7%  
Other Fixed Assets  
16%  
5
7%  
9%  
Non-fixed Assets  
50%  
5
4%  
53%  
14%  
Inventories  
Receivables  
Liquidity  
14%  
14%  
14%  
3
7%  
Liabilities  
30%  
4
3%  
of which:  
Financial Liabilities  
16%  
10%  
9%  
1
0%  
of which: Liquidity  
11 %  
6
%
Deferred Taxes and  
Prepaid Expenses  
Deferred Taxes  
and Income  
Deferred Taxes and  
Prepaid Expenses  
Deferred Taxes  
and Income  
5%  
6%  
6%  
5%  
5%  
3
%
0
0
99  
99  
00  
0
0
99  
99  
00  
INCREASE IN TOTAL ASSETS. In 2000, the Group’s total  
assets grew by 14% to €199.3 billion. The main reasons for  
this increase were the higher business volume achieved by  
the industrial business, the expansion of the leasing and  
sales-financing business and the stronger dollar compared  
with the preceding year. The assets and liabilities of the  
Group’s US companies were translated on December 31,  
these companies are shown in investments in associated  
companies as part of financial assets. Their individual  
assets and liabilities are therefore no longer included in the  
consolidated balance sheet.  
On the assets side, the expanding leasing and sales-  
financing business is reflected by the growth in equipment  
on operating leases (+24%) and receivables from financial  
services (+26%), which are higher than the percentage  
increases for other asset categories. The two positions total  
€82.4 billion or 41% of our total assets. The growing  
Financial Services business has resulted in correspondingly  
higher financial liabilities of €84.8 billion (1999: €64.5  
billion). The stronger US dollar contributed €3.8 billion to  
2
000 at an exchange rate of €1 = US$0.931 (1999: €1 =  
US$1.005), which resulted in correspondingly higher  
balance sheet positions in euros. Of the aggregate rise in  
total assets, €8.2 billion was explained by currency effects  
alone. In addition, total assets and total liabilities increased  
by €0.8 billion due to the introduction of the new  
accounting standard, SFAS 133, which means that all  
derivative financial instruments are now included at market the increase in the total of equipment on operating leases  
value. Previously, only those derivatives that did not qualify and receivables from financial services.  
for the use of hedge accounting were shown at market  
value. However, total assets and total liabilities decreased by Property, plant and equipment rose by 10% to €40.1 billion.  
approximately €1 billion and structural shifts occurred  
Higher investments in property, plant and equipment at the  
within the consolidated balance sheet due to the changes in Chrysler Group and other production companies outside  
consolidation resulting from the integration of parts of  
DaimlerChrysler Aerospace into EADS and the transaction  
involving debis Systemhaus, which are now shown using  
the equity method of accounting. Our equity interests in  
Germany and positive effects of currency conversion  
contributed approximately 50% to the rise.  
ANALYSIS OF THE FINANCIAL SITUATION 61  
Financial assets increased more than threefold over the  
preceding year and amount to €12.1 billion. This increase is €36.4 billion despite an increase from currency translation.  
primarily due to the inclusion of EADS, debis Systemhaus This decrease was primarily the result of the at-equity  
and Mitsubishi Motors Corporation using the equity method reporting of businesses previously consolidated by the  
The Group’s accrued liabilities decreased by €1.3 billion to  
of accounting.  
Group, principally DaimlerChrysler Aerospace and debis  
Systemhaus. Furthermore, additional cash and marketable  
securities were transferred into the DaimlerChrysler  
Pension Trust in January 2000, reducing accrued liabilities  
for pension obligations. The overall decrease in accrued  
liabilities was partially offset by increased accrued liabilities  
due to higher business volume and the application of SFAS  
133.  
Inventories – net of advance payments received – totaled  
16.3 billion (1999: €15.0 billion) in the consolidated  
balance sheet. As well as the positive currency translation  
effects (€0.5 billion), the increase in inventories is mainly  
due to higher stocks of used vehicles at Commercial  
Vehicles, especially in North America. Mercedes-Benz  
Passenger Cars & smart also contributed to the increase in  
inventories due to the growth in business and upcoming  
new product launches. Inventories as a percentage of total  
assets decreased from 9% to 8%.  
Trade liabilities and other liabilities decreased by €1.2  
billion to €24.9 billion (1999: €26.1 billion). Adjusted for  
currency translation effects and the aforementioned effects  
from DaimlerChrysler Aerospace and debis Systemhaus, an  
Trade receivables and other receivables increased by 4.6% to increase was reported due to the volume of business in the  
22.4 billion. A reduction due to the transition from full  
Mercedes-Benz Passenger Cars & smart and Commercial  
Vehicles segments.  
consolidation to the inclusion of EADS and debis Systemhaus  
using the equity method of accounting was offset by a higher  
volume of business by the Mercedes-Benz Passenger Cars &  
smart and Commercial Vehicles divisions. In addition other  
receivables increased due to the introduction of SFAS 133  
by €0.8 billion and as a result of higher asset-backed  
securities in connection with the securitization of  
CASH FLOW FROM OPERATING ACTIVITIES NEGATIVELY  
AFFECTED BY HIGHER WORKING CAPITAL. In 2000, cash  
provided by operating activities – adjusted for changes in  
the consolidated group and for exchange rate effects –  
declined by 11.1% compared to the very high level of the  
preceding year of €18.0 billion, but almost reached the level  
receivables in the financial services business €0.9 billion.  
The level of liquid funds declined from €18.2 billion to €12.5 of 1998 at €16.0 billion. This resulted primarily from a  
billion. This was a reflection not only of the acquisitions  
carried out in 2000, but also of the cash outflow in  
connection with the integration of DaimlerChrysler  
Aerospace into EADS and an additional transfer of liquid  
funds into the DaimlerChrysler Pension Trust.  
decreased contribution of the Chrysler Group and an  
increase in working capital.  
Cash used for investing activities of €32.7 billion (1999:  
€32.1 billion) was significantly impacted by the continued  
expansion of our leasing and sales-financing business. For the  
Financial Services business, cash used for investing activities  
42.4 billion, resulting from net income of €7.9 billion and a amounted to €20.1 billion, 7.6% lower than in the previous  
year. This was particularly due to a decrease of €2.2 billion  
in net additions to equipment on operating leases, which  
was partly offset by higher receivables from financial  
services (up €0.4 billion to €8.7 billion). The cash flow from  
investing activities in the industrial business includes the  
acquisitions of interests in various companies (Mitsubishi  
Motors Corporation, Detroit Diesel Corporation, Western  
Star Trucks, Hyundai Motor Company and TAG McLaren)  
and the cash outflow in connection with the integration of  
DaimlerChrysler Aerospace into EADS.  
Stockholders’ equity increased 18% from €36.1 billion to  
currency translation effect of €1.4 billion. The first-time  
inclusion of derivative financial instruments according to  
SFAS 133 led to a reduction in equity of €0.4 billion. The  
equity ratio net of dividend distribution rose from 19.3% to  
2
0.1%. The equity ratio for the industrial business rose to  
31.2% from 27.8% in the preceding year.  
6
2 ANALYSIS OF THE FINANCIAL SITUATION  
Cash Flow  
ONGOING INTERNATIONALIZATION OF OUR REFINANCING  
ACTIVITIES. The funding activities of the DaimlerChrysler  
Group increased further in 2000 primarily due to the contin-  
uing growth of the financial services business. To achieve this  
funding, a wide range of money-market and capital-market  
instruments were used, primarily facilitated by our worldwide  
group of regional holding and financing companies in various  
markets.  
in billions of €  
2
0
15  
10  
5
-
5
-
10  
In addition to increasing our issues of global bonds in US  
dollars and benchmark bonds denominated in euros in 2000,  
we also increased our funding activities in Asia in order to  
access new investor groups. We successfully placed an issue  
in the Japanese bond market (Samurai bond) with a total  
volume of 220 billion yen (approximately €2.4 billion) and  
completed a transaction in Singapore dollars. Furthermore, in  
June we issued the world’s first corporate e-bond, for which  
not only subscription but also secondary trading took place on  
the Internet. Considering prevailing market conditions funds  
were also raised in other currencies such as the Australian  
dollar, Canadian dollar, Norwegian krone, Pound Sterling and  
Swiss franc. The securitization of sales financing receivables,  
particularly in the US, was also continuously used as a source  
of funding.  
-15  
-
-
-
-
20  
25  
30  
35  
Cash Provided by  
Operating Activities  
Cash Used for  
Investing Activities  
1
998  
999  
000  
Cash Provided by  
Financing Activities  
1
2
Primarily to cover the capital needs of our growing  
The 364-day tranche of the global credit facility was extended  
by another 364 days in 2000 with unchanged terms, and was  
increased by US dollars 1 billion. This facility, established in  
1999, comprises a total of three tranches with differing  
maturities and a current total volume of US dollars 18 billion.  
The Group has not yet used the credit lines available under  
this facility.  
Financial Services business, we entered into a considerable  
volume of long-term financial liabilities. Net borrowings  
decreased by €1.2 billion compared to 1999. Thus cash  
provided by financing activities decreased by €1.3 billion to  
€14.5 billion.  
As a result of the developments discussed above, cash and  
cash equivalents with an original maturity of less than  
three months decreased by €1.7 billion to €7.1 billion (after  
adjusting for exchange-rate effects). Total liquidity, which  
also includes investments and securities with longer  
maturities, declined from €18.2 billion to €12.5 billion.  
Our long-term credit rating was downgraded by Moody’s  
Investors Services from A1 to A2, and by Standard & Poor’s  
from A+ to A in the year under review, due to the lower  
operating result at the Chrysler Group, the necessity of  
large scale restructuring measures in this segment and  
expected lower unit sales for the automobile markets in  
North America.  
ANALYSIS OF THE FINANCIAL SITUATION 63  
EARLY RECOGNITION AND CONSISTENT MANAGEMENT OF  
FUTURE RISKS. In view of the global operations of Daimler-  
Chrysler and the increasingly intense competition in all  
markets, the Group’s business units are subject to many  
risks which are directly connected with entrepreneurial  
activity. We have developed and used effective monitoring  
and control systems for the early recognition and  
RISKS FROM GENERAL ECONOMIC DEVELOPMENTS.  
Although the economy developed favorably in 2000, risks  
could arise for DaimlerChrysler’s earnings situation if the  
economic slowdown that is expected this year for Western  
Europe and, in particular, North America were to worsen,  
since these markets are most important to DaimlerChrysler.  
assessment of existing risks and the formulation of  
appropriate responses. With a view to the requirements of  
the German Business Monitoring and Transparency Law  
A prolonged economic decline in the US would result in a  
sustained loss of confidence combined with a downward spiral  
of consumers’ and investors’ expectations. This could trigger a  
KonTraG), we have integrated the Group’s early-recognition collapse of domestic demand and significant stock market  
losses. The financing of the enormous US current-account  
deficit is an additional risk, as would be a renewed increase in  
the price of crude oil. Due to trading and capital-market links,  
an economic downturn or recession in the United States  
would also lead to significant recessionary pressure in Western  
Europe, Asia and South America.  
(
systems into a risk-management system. The risk  
management system is an integral component of the entire  
planning, controlling and reporting process and is  
responsible for systematically identifying, assessing,  
monitoring and documenting risks. Risks are identified by  
management of the business segments and units applying  
predefined risk categories and assessed in terms of their  
probability of occurrence and possible extent of damage.  
The reporting of relevant risks is regulated by limit-levels  
defined by management. Within the framework of risk  
management, we have developed and implemented  
measures to avoid and reduce risks and to safeguard  
against their potential effects. The identified risks are  
regularly monitored by management.  
Another potential risk is the possibility of further economic  
decline in Japan. This would affect not only an important sales  
market, but also DaimlerChrysler’s strategic investment in  
Mitsubishi Motors Corporation. An economic decline in Japan  
would affect the economic situation in some of the emerging  
markets in Asia, which could also have a negative impact on  
DaimlerChrysler’s investment in Hyundai Motor Company.  
The risk-management system of the DaimlerChrysler Group  
aims to ensure that management recognizes significant risks  
at an early stage and initiates appropriate measures. Com-  
pliance with the Group’s uniform guidelines as defined in the  
risk-management manual is safeguarded by our internal  
INDUSTRY- AND COMPANY-SPECIFIC RISKS. The automotive  
sector is marked by intensive global competition, where  
product features such as price, quality, reliability, safety and  
consumption, in addition to customer service and accom-  
panying financing products, play an increasingly important  
auditors. In addition, the external auditors review the early- role.  
recognition system integrated in the risk-management  
system, in terms of its fundamental suitability for  
recognizing at an early stage any developments that might  
jeopardize the continued existence of the company.  
The level of competition prevalent in the automotive  
industry makes it critical to the success of automobile  
manufacturers to meet consumer demand with new vehicles  
developed over increasingly shorter product development  
cycle times. DaimlerChrysler’s ability to strengthen its  
position within its traditional segments while expanding  
into additional market segments with innovative new  
products will play a key role in determining its future  
success. While profit margins for new niche products are  
usually good, a general shift in consumer preferences  
towards smaller low-margin vehicles driven by government  
regulations, environmental issues or increasing fuel prices  
would have a negative impact on DaimlerChrysler’s  
profitability.  
6
4
ANALYSIS OF THE FINANCIAL SITUATION  
In the event of an economic downturn, particularly in North  
America and Europe, decreasing demand for automotive  
vehicles and overcapacity within the industry are likely to  
further intensify competitive pricing pressure. The price  
transparency and harmonization due to the introduction of  
the euro and the development of alternative distribution  
channels, resulting from the Internet or the potential expi-  
ration of the European Union “block exemption” (Gruppen-  
freistellungsverordnung) which allows automobile manufac-  
turers to use exclusive distribution networks until 2002, are  
expected to contribute to further pricing pressure. To ensure  
future profitability in an increasingly competitive environ-  
ment, DaimlerChrysler and other automobile manufacturers  
RISK TRANSPARENCY IN CURRENCY, ASSET AND LIABILITY  
MANAGEMENT. In accordance with international banking  
standards for risk management, we have separated the  
trading areas from the administration functions of  
processing, financial accounting and financial controlling  
in terms of organization, location and systems. Derivative  
financial instruments are used only to hedge market risks  
in assets, liabilities and currency management.  
ASSET AND LIABILITY MANAGEMENT. DaimlerChrysler holds  
a variety of interest-rate-sensitive assets and liabilities to  
manage the operative and strategic liquidity requirements  
of its operations. A substantial volume of interest rate  
may be forced to increase efficiency by further reducing costs sensitive assets and liabilities are related to the lease and  
along the automotive value chain, including suppliers. Cost  
reductions by suppliers, however, could result in additional  
quality risks. Additionally, due to competition and economic  
developments manufacturers may be forced to further in-  
crease sales incentives and decrease production and capacity.  
sales financing business. In particular, the Group’s lease  
and sales financing business principally enters into  
transactions with customers resulting in fixed-rate long-  
term receivables. In order to finance these receivables, the  
Group issues variable-rate long-term debt, medium-term  
notes and commercial paper. These interest rate sensitive  
financial liabilities expose DaimlerChrysler to variability in  
interest payments due to changes in interest rates.  
To restore the profitability of the Chrysler Group, we are  
planning to undertake extensive restructuring measures. The  
future financial performance of the Chrysler Group will  
depend to a large extent on a successful implementation of  
Following modern portfolio theory, DaimlerChrysler also holds  
such measures. This will have an impact on the profitability of investments in various equity securities to improve the return  
the DaimlerChrysler Group.  
on its liquidity.  
Our financial services business is primarily involved in leasing For the assessment and control of the risks connected with  
and financing Group products, mainly vehicles, to our cus-  
the financial instruments held by the Group, we use a risk  
tomers and for our dealerships. Refinancing is carried out to limit set by the Board of Management, derived from the value-  
a considerable extent through external capital markets. This at-risk method, and in accordance with the regulations of the  
gives rise not only to interest-rate changes and risk of  
default, but also to residual-value risks for the vehicles  
Bank for International Settlements. For this method we rely  
on the variance-covariance approach based on the Risk  
®
which are returned back to the Group for remarketing at the Metrics model and the data supplied. In addition to the  
end of their leasing periods.  
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.  
Through our 33% stake in EADS we also participate  
indirectly in the company’s risks. The success of EADS  
mainly depends on the competitiveness and market success  
of the Airbus aircraft. The market for civil aircraft is subject  
to cyclical fluctuations, as the worldwide volume of orders  
for new aircraft is determined by airlines’ profitability and  
fleet-renewal cycles.  
ANALYSIS OF THE FINANCIAL SITUATION 65  
The following table shows the value-at-risk figures  
EXCHANGE-RATE RISKS REDUCED. The international  
calculated on the basis of a confidence level of 99% and a  
orientation of our business activities results in cash receipts  
holding period of five days, quantifying the possible market and payments denominated in various currencies. Net  
fluctuations of interest-rate-sensitive financial instruments  
and the investment portfolio of the DaimlerChrysler Group.  
Risk-reducing effects from the correlation between  
individual market parameters are the reason for the overall  
risk being lower than the total of the individual risks.  
exposure, which is the difference between exports and  
imports in each currency, is regularly monitored within the  
framework of central currency management. Currency  
exposures are hedged with suitable financial instruments  
according to exchange-rate expectations, which are  
constantly reviewed. The net assets of the Group which are  
invested in subsidiaries and affiliated companies outside the  
euro zone are generally not hedged against currency risks.  
Average  
Value-at-Risk  
in millions of €  
for  
12.31.2000  
2000 12.31.1999  
Interest-rate-sensitive financial  
instruments  
Exchange-rate exposure for the DaimlerChrysler Group pri-  
marily exists for the currencies shown in the following table.  
This table shows the negative effects on pretax cash flows  
in 2001 and 2002 resulting from a hypothetical 10%  
appreciation of the euro, after consideration of the existing  
currency hedging through December 31, 2000. The tables  
showing the exchange-rate exposure do not include the  
parts of DaimlerChrysler Aerospace integrated in EADS.  
126  
87  
128  
95  
81  
105  
127  
Stocks and stock derivatives  
Total  
137  
156  
The significant growth in the financial services business  
in 2000 contributed to the overall rise in the value-at-risk  
figures for the interest rate sensitive instruments.  
As a result of the proactive management of our investment  
portfolio, in 2000 market-price risks were limited in  
a difficult stock market environment and thus we achieved  
a certain degree of risk compensation.  
Exchange-rate sensitivities in 2001  
in billions of €  
USD  
CAD  
GBP  
JPY  
Others  
Total  
Gross foreign currency exposure  
Netting  
11.4  
(6.3)  
5.1  
7.7  
(7.9)  
(0.2)  
3.7  
(0.3)  
3.4  
2.1  
(0.2)  
1.9  
3.0  
(0.7)  
2.3  
27.9  
(15.4)  
12.5  
Net currency exposure  
Negative effect of a10%  
appreciation of the euro )  
1
0.09  
-
0.13  
0.05  
0.12  
0.39  
Exchange-rate sensitivities in 2002  
in billions of €  
USD  
CAD  
GBP  
JPY  
Others  
Total  
Gross foreign currency exposure  
Netting  
11.8  
(6.8)  
5.0  
7.5  
(7.5)  
-
3.5  
(0.3)  
3.2  
2.3  
(0.2)  
2.1  
2.9  
(0.7)  
2.2  
28.0  
(15.5)  
12.5  
Net currency exposure  
Negative effect of a 10%  
appreciation of the euro )  
1
0.17  
-
0.21  
0.08  
0.16  
0.62  
1
)
On cash flows before taxes, after consideration of existing hedging contracts  
6
6
ANALYSIS OF THE FINANCIAL SITUATION  
RATING. Our long-term credit rating was downgraded by  
Moody’s Investors Services from A1 to A2, and by Standard the continued existence of the Group.  
Poor’s from A+ to A in the year under review, due to the  
OVERALL RISK. No risks are apparent that could jeopardize  
&
lower result at the Chrysler Group, the necessity of large  
scale restructuring measures in this segment and expected  
lower unit sales for the automobile markets in North  
EVENTS AFTER THE END OF THE 2000 FINANCIAL YEAR. In  
January 2001, the Group sold its remaining 10% interest in  
debitel AG to Swisscom for proceeds of approximately  
America. A further downgrade would result in rising capital €0.3 billion.  
costs.  
On January 18, 2001, the Group issued five separate tranches  
LEGAL RISKS. 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 actions pending against  
companies of the DaimlerChrysler Group – as well as an  
investigation by the European Commission.  
of euro, Pound Sterling and US dollar denominated notes  
bearing interest at rates ranging between 6.0% and 8.5% with  
maturity dates between 2004 and 2031 for net proceeds of  
approximately €7.5 billion.  
In January 2001, DaimlerChrysler decided to restructure the  
operations of the Chrysler Group. During January discussions  
were held with Chrysler’s unions, suppliers and certain of its  
business partners. The results were announced on January  
29, 2001. DaimlerChrysler expects to reduce the segment’s  
workforce by approximately 26,000 people through a  
combination of retirements, special programs, layoffs and  
A number of shareholder lawsuits are pending in the United  
States against DaimlerChrysler and certain members of its  
Supervisory Board and Board of Management that allege the  
defendants violated U.S. securities law and committed fraud attrition. In addition, management intends to idle six manufac-  
in obtaining approval from Chrysler stockholders for the  
business combination between Chrysler and Daimler-Benz  
AG in 1998. The complaints seek relief ranging from  
substantial monetary damages to rescinding the business  
turing plants over the next two years and to reduce shifts and  
line speeds at other facilities. When the detailed restructuring  
plan is sufficiently determined, management intends to make  
a formal announcement and recognize the related charges in  
combination. DaimlerChrysler believes that these claims are the Group’s consolidated financial statements.  
without merit and intends to defend against them  
vigorously.  
No further developments beyond the ones described above  
have occured since the end of the 2000 financial year, which  
are of major significance to DaimlerChrysler and would lead to  
a changed assessment of the Group’s position. The course of  
business in the first two months of 2001 confirms the state-  
ments made in the section Outlook.  
ANALYSIS OF THE FINANCIAL SITUATION 67  
Preliminary Note  
The accompanying consolidated financial statements  
The consolidated financial statements and the consolidated  
business review report as of December 31, 2000 prepared  
in accordance with Section 292 a of the HGB (German  
(
consolidated balance sheets as of December 31, 2000 and  
999, consolidated statements of income, cash flows and  
1
changes in stockholders’ equity for each of the financial years; Commercial Code) and filed with the Commercial Register  
2
000, 1999 and 1998) were prepared in accordance with  
United States generally accepted accounting principles  
U.S. GAAP).  
in Stuttgart under the number, HRB 19 360, will be  
provided to shareholders on request.  
(
In order to comply with Section 292 a of the HGB (German  
Commercial Code), the consolidated financial statements were  
supplemented with a consolidated business review report and  
additional explanations. Therefore, the consolidated financial  
statements, which have to be filed with the Commercial Regis-  
ter 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 German Accounting Standards Committee.  
Statement by the Board of Management  
The Board of Management of DaimlerChrysler AG is  
responsible for preparing the accompanying financial  
statements.  
KPMG Deutsche Treuhand-Gesellschaft Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft audited the consolidated  
financial statements, which were prepared in accordance with  
the United States generally accepted accounting principles,  
We have installed effective controlling and monitoring systems and issued the following auditors’ report.  
to guarantee compliance with accounting principles and the  
adequacy of reporting. These systems include the use of  
Together with the independent auditors, the Supervisory  
uniform guidelines group-wide, the use of reliable software, Board’s Financial Audit Committee examined and discussed  
the selection and training of qualified personnel, and  
regular reviews by our internal auditing department.  
the consolidated financial statements including the business  
review report and the auditors’ report in depth. Subsequently,  
the entire Supervisory Board reviewed the documentation  
related to the financial statements.  
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 Management  
to identify significant risks at an early stage and to initiate  
appropriate measures.  
Jürgen E. Schrempp  
6
8
STATEMENT BY THE BOARD OF MANAGEMENT  
Independent auditors’ report  
The Board of Management  
DaimlerChrysler AG:  
We have audited the accompanying consolidated balance  
sheets of DaimlerChrysler AG and subsidiaries  
In 1998, DaimlerChrysler accounted for a material joint  
venture in accordance with the proportionate method of  
consolidation as is permitted under the Seventh Directive of  
the European Community and the Standards of the Internatio-  
nal Accounting Standards Committee. In our opinion, United  
States generally accepted accounting principles required  
that such joint venture be accounted for using the equity  
method of accounting. The United States Securities and  
Exchange Commission stated that it would not object to  
DaimlerChrysler’s use of the proportionate method of con-  
solidation as supplemented by the disclosures in Note 3.  
(
“DaimlerChrysler”) as of December 31, 2000 and 1999, and  
the related consolidated statements of income, changes in  
stockholders’ equity, and cash flows for each of the years in  
the three-year period ended December 31, 2000. These  
consolidated financial statements are the responsibility of  
DaimlerChrysler’s management. Our responsibility is to  
express an opinion on these consolidated financial statements  
based on our audits. We did not audit the financial statements  
of DaimlerChrysler Corporation or certain of its consolidated  
subsidiaries (“DaimlerChrysler Corporation”), which  
statements reflect total assets constituting 29 percent at  
In our opinion, based on our audits and the report of the other  
December 31, 2000 and 1999, and total revenues constituting auditors, except for the use of the proportionate method of  
4
2 percent, 43 percent and 45 percent for the years ended  
accounting in 1998, as discussed in the preceding paragraph,  
the consolidated financial statements referred to above  
present fairly, in all material respects, the financial position  
of DaimlerChrysler as of December 31, 2000 and 1999, and  
the results of their operations and their cash flows for each  
of the years in the three-year period ended December 31,  
2000, in conformity with United States generally accepted  
accounting principles.  
December 31, 2000, 1999 and 1998, 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.  
We conducted our audits in accordance with United States  
generally accepted auditing standards. Those standards  
require that we plan and perform the audit to obtain  
reasonable assurance about whether the financial statements  
are free of material misstatements. 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.  
As discussed in Note 10 to the consolidated financial  
statements, in 2000 DaimlerChrysler adopted Statement of  
Financial Accounting Standards No. 133, “Accounting for  
Derivative Instruments and Hedging Activities”, and  
Emerging Issues Task Force Issue No. 99-20, “Recognition  
of Interest Income and Impairment on Purchased and  
Retained Beneficial Interests in Securitized Financial  
Assets”.  
Stuttgart, Germany  
February 9, 2001  
KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft  
Prof. Dr. Wiedmann  
Wirtschaftsprüfer  
Schmid  
Wirtschaftsprüfer  
INDEPENDENT AUDITOR’S REPORT 69  
Consolidated Statements of Income  
Consolidated  
Year ended December 31,  
Note  
2000  
Note 1)  
$
2000  
1999  
1998  
(
Revenues  
33  
6
152,446  
(126,558)  
25,888  
162,384  
(134,808)  
27,576  
149,985  
(120,082)  
29,903  
131,782  
(105,303)  
26,479  
Cost of sales  
Gross margin  
Selling, administrative  
and other expenses  
6
(16,772)  
(17,865)  
(15,669)  
(14,592)  
Research and development  
Other income  
(5,949)  
889  
(6,337)  
946  
(5,737)  
827  
(4,971)  
1,099  
(685)  
7,330  
763  
7
1
Merger costs  
Income before financial income  
Financial income (expense), net  
Income before income taxes  
Effects of changes in German tax law  
Income taxes  
4,056  
146  
4,320  
156  
9,324  
333  
8
4,202  
(247)  
(1,630)  
(1,877)  
(11)  
4,476  
(263)  
(1,736)  
(1,999)  
(12)  
9,657  
(812)  
(3,721)  
(4,533)  
(18)  
8,093  
(3,014)  
(3,014)  
(130)  
Total income taxes  
9
Minority interests  
Income before extraordinary items and  
cumulative effects of changes in accounting principles  
2,314  
2,465  
5,106  
4,949  
Extraordinary items:  
11  
Gains on disposals of businesses, net of taxes  
(therein gain on issuance of subsidiary and associated  
company stock of 2,418 in 2000)  
5,179  
5,516  
659  
(19)  
Losses on early extinguishment of debt, net of taxes  
(129)  
Cumulative effects of changes in accounting principles:  
transition adjustments resulting from adoption of  
SFAS 133 and EITF 90-20, net of taxes  
10  
34  
(82)  
(87)  
Net income  
7,411  
7,894  
5,746  
4,820  
Earnings per share  
Basic earnings per share  
Income before extraordinary items and cumulative effects  
of changes in accounting principles  
2.31  
5.16  
2.46  
5.50  
5.09  
0.64  
5.16  
Extraordinary items  
(0.13)  
Cumulative effects of changes in  
accounting principles  
(0.08)  
7.39  
(0.09)  
7.87  
Net income  
5.73  
5.03  
Diluted earnings per share  
Income before extraordinary items and cumulative effects  
of changes in accounting principles  
2.30  
5.10  
2.45  
5.44  
5.06  
0.63  
5.04  
Extraordinary items  
(0.13)  
Cumulative effects of changes in  
accounting principles  
(0.08)  
7.32  
(0.09)  
7.80  
Net income  
5.69  
4.91  
The accompanying notes are an integral part of these Concolidates Financial Statements.  
7
0
CONSOLIDATED STATEMENTS OF INCOME  
Industrial Business  
Financial Services  
Year ended December 31,  
Year ended December 31,  
2
000  
1999  
1998  
2000  
1999  
1998  
1
47,260  
120,912)  
6,348  
139,929  
(111,668)  
28,261  
124,010  
(99,129)  
24,881  
15,124  
(13,896)  
1,228  
10,056  
(8,414)  
1,642  
7,772  
(6,174)  
1,598  
Revenues  
(
Cost of sales  
Gross margin  
2
Selling, administrative  
and other expenses  
(
16,621)  
6,337)  
(14,669)  
(13,714)  
(1,244)  
(1,000)  
(878)  
(
(5,737)  
691  
(4,971)  
993  
104  
136  
106  
Research and development  
Other income  
842  
(685)  
6,504  
740  
Merger costs  
4
,232  
66  
,398  
8,546  
327  
88  
778  
6
826  
23  
Income before financial income  
Financial income (expense), net  
Income before income taxes  
Effects of changes in German tax law  
Income taxes  
1
(10)  
78  
4
8,873  
7,244  
784  
849  
(
2,152)  
11)  
(4,340)  
(16)  
(2,732)  
(128)  
153  
(1)  
(193)  
(2)  
(282)  
(2)  
Total income taxes  
(
Minority interests  
Income before extraordinary items and  
2,235  
4,517  
4,384  
230  
589  
565  
cumulative effects of changes in accounting principles  
Extraordinary items:  
Gains on disposals of businesses, net of taxes  
(therein gain on issuance of subsidiary and associated  
5
,516  
659  
(19)  
company stock of 2,418 in 2000)  
(129)  
Losses on early extinguishment of debt, net of taxes  
Cumulative effects of changes in accounting principles:  
transition adjustments resulting from adoption of  
SFAS 133 and EITF 90-20, net of taxes  
1
0
(97)  
133  
7
,761  
5.157  
4,255  
589  
565  
Net income  
Earnings per share  
Basic earnings per share  
Income before extraordinary items and cumulative effects  
of changes in accounting principles  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
Net income  
Diluted earnings per share  
Income before extraordinary items and cumulative effects  
of changes in accounting principles  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
Net income  
(
in millions of , except per share amounts)  
CONSOLIDATED STATEMENTS OF INCOME 71  
Consolidated Balance Sheets  
Consolidated  
Industrial Business  
At December, 31  
Financial Services  
At December, 31  
At December, 31  
Note  
2000  
2000  
1999  
2000  
1999  
2000  
1999  
(
Note 1)  
$
Assets  
Intangible assets  
12  
12  
18  
13  
2,922  
3,113  
40,145  
12,107  
33,714  
89,079  
16,283  
7,995  
2,823  
36,434  
3,942  
2,907  
40,043  
10,967  
3,047  
56,964  
15,333  
7,617  
2,632  
36,338  
3,079  
2,518  
44,567  
14,036  
8,522  
38  
206  
102  
191  
96  
Property, plant and equipment, net  
Investments and long-term financial assets  
Equipment on operating leases, net  
Fixed assets  
37,688  
11,366  
31,651  
83,627  
15,286  
7,506  
1,140  
30,667  
32,115  
950  
863  
27,249  
70,448  
14,985  
8,840  
24,731  
25,881  
949  
Inventories  
14  
15  
16  
17  
18  
19  
Trade receivables  
378  
318  
Receivables from financial services  
Other receivables  
45,694  
13,515  
5,049  
6,691  
48,673  
14,396  
5,378  
38,735  
12,571  
8,969  
30  
48,643  
7,982  
1,183  
682  
38,697  
6,248  
719  
6,414  
4,195  
6,323  
8,250  
8,197  
Securities  
Cash and cash equivalents  
Non-fixed assets  
7,127  
9,099  
6,445  
40,034  
2,350  
7,782  
902  
93,741  
2,287  
99,852  
2,436  
93,199  
3,806  
45,366  
3,710  
7,076  
59,818  
86  
47,833  
96  
Deferred taxes  
9
Prepaid expenses  
21  
7,423  
7,907  
7,214  
125  
138  
Total assets (thereof short-therm  
2000: €71,300; 1999: €70,111)  
187,078  
199,274  
174,667  
107,130  
100,719  
92,144  
73,948  
Liabilities and stockholders’ equity  
Capital stock  
2,449  
6,840  
27,659  
2,866  
2,609  
7,286  
29,461  
3,053  
2,565  
7,329  
23,925  
2,241  
Additional paid-in capital  
Retained earnings  
Accumulated other comprehensive income  
Treasury stock  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Financial liabilities  
Trade liabilities  
22  
39,814  
487  
42,409  
519  
36,060  
650  
35,825  
506  
30,318  
637  
6,584  
13  
5,742  
13  
24  
25  
26  
27  
34,211  
79,594  
14,323  
9,033  
102,950  
5,145  
36,441  
84,783  
15,257  
9,621  
109,661  
5,480  
4,764  
37,695  
64,488  
15,786  
10,286  
90,560  
5,192  
4,510  
35,772  
9,508  
14,875  
7,068  
31,451  
(639)  
37,155  
4,400  
15,484  
7,655  
27,539  
1,227  
3,843  
669  
540  
75,275  
382  
60,088  
302  
Other liabilities  
2,553  
78,210  
6,119  
549  
2,631  
63,021  
3,965  
667  
Liabilities  
Deferred taxes  
9
Deferred income  
28  
4,471  
4,215  
Total liabilities (thereof short-term  
2
000: €81,516; 1999: €83,315)  
147,264  
187,078  
156,865  
199,274  
138,607  
174,667  
71,305  
70,401  
85,560  
92,144  
68,206  
73,948  
Total liabilities and stockholders’ equity  
107,130  
100,719  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
7
2
CONSOLIDATED BALANCE SHEETS  
Consolidated Statements of Changes in  
Stockholders’ Equity  
Accumulated other  
comprehensive income  
Derivative  
Additional  
paid-in  
Cumulative Available-  
Retained translation for-sale  
earnings adjustment securities  
financial Minimum  
Capital  
stock  
instru-  
ments  
pension  
liability  
Treasury  
stock  
capital  
Total  
Balance at January 1, 1998  
Net income  
2,391  
2,958  
21,892  
4,820  
893  
269  
(19)  
(424)  
27,960  
4,820  
(1,144)  
3,676  
Other comprehensive income (loss)  
Total comprehensive income  
(1,402)  
259  
(1)  
Issuance of capital stock  
Purchase and retirement of capital stock  
Re-issuance of treasury stock  
Dividends  
163  
3,913  
(169)  
482  
4,076  
(169)  
538  
1,020  
(1,086)  
(5,284)  
174  
(1,086)  
(5,284)  
191  
Special distribution  
Other  
7
(135)  
7,274  
111  
Balance at December 31, 1998  
2,561  
20,533  
(509)  
528  
(20)  
30,367  
Net income  
5,746  
5,746  
2,242  
7,988  
Other comprehensive income (loss)  
Total comprehensive income  
2,431  
(181)  
(8)  
Issuance of capital stock  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
4
63  
(86)  
86  
67  
(86)  
86  
(2,356)  
2
(2,356)  
(6)  
Other  
(8)  
Balance at December 31, 1999  
2,565  
7,329  
23,925  
1,922  
347  
(28)  
36,060  
Net income  
7,894  
7,894  
812  
Other comprehensive income (loss)  
Total comprehensive income  
1,363  
(149)  
(408)  
6
8,706  
Increase in stated value of capital stock  
Issuance of capital stock  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
44  
(44)  
1
1
(88)  
88  
(88)  
88  
(2,358)  
29,461  
(2,358)  
42,409  
Balance at December 31, 2000  
2,609  
7,286  
3,285  
198  
(408)  
(22)  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
(
in millions of , except per share amounts)  
CONSOLIDATED STATEMENTS OF CHANGES IN STOCKHOLDERS’ EQUITY 73  
Consolidated Statements of Cash Flows  
Consolidated  
Year ended December 31,  
2
000  
2000  
1999  
1998  
(
Note 1)  
$
Net income  
Income applicable to minority interests  
7,411  
11  
7,894  
12  
5,746  
18  
4,820  
130  
Adjustments to reconcile net income to net cash  
provided by operating activities:  
Gains on disposals of businesses (see also Note 11)  
(5,227)  
(5,568)  
(1,181)  
(296)  
Depreciation and amortization of equipment  
on operating leases  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
Equity income (loss) from associated companies  
Cumulative effects of changes in accounting principles  
6,090  
6,695  
1,145  
229  
6,487  
7,131  
1,220  
244  
3,315  
6,035  
2,402  
(23)  
1,972  
5,359  
1,959  
(59)  
82  
87  
Losses on early extinguishment of debt (extraordinary item)  
Change in financial instruments  
(84)  
(90)  
19  
247  
129  
(191)  
(368)  
251  
(Gains) losses on disposals of fixed assets/securities  
(427)  
21  
(455)  
22  
(1,215)  
495  
Change in trading securities  
Change in accrued liabilities  
1,669  
1,778  
4,001  
1,419  
Changes in other operating assets and liabilities:  
inventories, net  
trade receivables  
trade liabilities  
(822)  
(686)  
(876)  
(731)  
(2,436)  
(733)  
1,331  
2
(976)  
(688)  
(398)  
(424)  
(714)  
1,827  
1,393  
16,681  
other assets and liabilities  
(672)  
Cash provided by operating activities  
15,037  
16,017  
18,023  
Purchases of fixed assets:  
Increase in equipment on operating leases  
Purchases of property, plant and equipment  
Purchases of other fixed assets  
(17,947)  
(9,756)  
(451)  
(19,117)  
(10,392)  
(480)  
(19,336)  
(9,470)  
(645)  
(10,245)  
(8,155)  
(305)  
4,903  
515  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
7,778  
809  
8,285  
862  
6,575  
507  
Payments for investments in businesses  
Proceeds from disposals of businesses  
(4,584)  
292  
(4,883)  
311  
(1,289)  
1,336  
(857)  
685  
Change in cash from exchange of businesses  
Additions to receivables from financial services  
Repayments of receivables from financial services:  
(1,268)  
(1,351)  
(109,377)  
(116,507)  
(102,140)  
(81,196)  
Finance receivables collected  
Proceeds from sales of finance receivables  
41,566  
59,754  
(7,309)  
9,598  
44,276  
63,649  
(7,786)  
10,224  
200  
41,928  
51,843  
(4,395)  
3,719  
33,784  
40,950  
(4,617)  
2,734  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
188  
(743)  
(1,641)  
(23,445)  
Cash used for investing activities  
(30,707)  
(32,709)  
(32,110)  
Change in commercial paper borrowings and short-therm  
financial liabilities  
(3,039)  
(3,238)  
9,333  
2,503  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
Dividends paid (including profit transferred from subsidiaries)  
27,466  
(8,592)  
(2,233)  
29,257  
(9,152)  
(2,379)  
13,340  
(4,611)  
(2,378)  
9,491  
(4,126)  
(6,454)  
Proceeds from issuance of capital stock  
(
including minority interests)  
105  
(83)  
112  
(88)  
164  
(86)  
4,076  
(169)  
1,487  
6,808  
Purchase of treasury stock  
Proceeds from special distribution tax refund  
Cash provided by (used for) financing activities  
13,624  
14,512  
15,762  
Effect of foreign exchange rate changes on cash and  
cash equivalents (maturing within 3 months)  
470  
501  
805  
(397)  
(353)  
Net incrase (decrease) in cash and cash equivalents  
(maturing within 3 months)  
(1,576)  
(1,679)  
2,480  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
At end of period  
8,225  
6,649  
8,761  
7,082  
6,281  
8,761  
6,634  
6,281  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
7
4
CONSOLIDATED STATEMENTS OF CASH FLOWS  
Industrial Business  
Financial Services  
Year ended December 31,  
Year ended December 31,  
2
000  
1999  
1998  
2000  
1999  
1998  
7
,761  
5,157  
16  
4,255  
128  
133  
1
589  
2
565  
2
Net income  
Income applicable to minority interests  
11  
Adjustments to reconcile net income to net cash  
provided by operating activities:  
Gains on disposals of businesses (see also Note 11)  
(
5,568)  
(1,181)  
(296)  
Depreciation and amortization of equipment  
on operating leases  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
Equity income (loss) from associated companies  
Cumulative effects of changes in accounting principles  
2
07  
,047  
90  
85  
68  
5,966  
1,496  
(10)  
45  
5,321  
1,560  
(38)  
6,280  
84  
3,247  
69  
1,927  
38  
7
5
630  
59  
906  
(13)  
399  
(21)  
1
(
10)  
97  
19  
247  
129  
(191)  
(317)  
251  
(14)  
(1)  
Losses on early extinguishment of debt (extraordinary item)  
Change in financial instruments  
(Gains) losses on disposals of fixed assets/securities  
Change in trading securities  
(
76)  
(
454)  
(1,213)  
495  
(2)  
(51)  
2
2
1,742  
3,913  
1,375  
36  
88  
44  
Change in accrued liabilities  
Changes in other operating assets and liabilities:  
(
725)  
(2,387)  
(541)  
(1,040)  
(812)  
1,668  
36  
(151)  
(33)  
74  
(49)  
(192)  
109  
64  
124  
inventories, net  
(698)  
(498)  
(623)  
– trade receivables  
– trade liabilities  
– other assets and liabilities  
Cash provided by operating activities  
Purchases of fixed assets:  
1,222  
(166)  
159  
(91)  
7,104  
168  
1,357  
4,607  
8
,913  
13,101  
12,074  
4,922  
(
10,340)  
422)  
,374  
36  
4,723)  
98  
1,351)  
33  
3,566)  
(2,935)  
(9,407)  
(524)  
3,007  
411  
(2,538)  
(8,118)  
(245)  
2,548  
500  
(15,551)  
(52)  
(16,401)  
(63)  
(7,707)  
(37)  
– Increase in equipment on operating leases  
– Purchases of property, plant and equipment  
– Purchases of other fixed assets  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
Payments for investments in businesses  
Proceeds from disposals of businesses  
(
(
(58)  
(121)  
3,568  
96  
(60)  
2,355  
15  
3
4,911  
26  
8
(
(1,145)  
1,336  
(814)  
682  
(160)  
13  
(144)  
(43)  
3
2
(
Change in cash from exchange of businesses  
1
(28)  
63  
(116,640)  
(102,112)  
(81,259)  
Additions to receivables from financial services  
Repayments of receivables from financial services:  
– Finance receivables collected  
– Proceeds from sales of finance receivables  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
44,276  
63,649  
(2,192)  
1,869  
41,928  
51,843  
(437)  
33,784  
40,950  
(2,602)  
2,487  
(
5,594)  
(3,958)  
3,333  
(462)  
(2,015)  
247  
8
,355  
85  
12,615)  
386  
3
(1,455)  
(11,145)  
(185)  
(281)  
(186)  
(
(10,372)  
(20,094)  
(21,738)  
(12,300)  
Cash used for investing activities  
Change in commercial paper borrowings and short-therm  
financial liabilities  
(
393)  
(260)  
(1,136)  
(2,845)  
9,593  
3,639  
2
,523  
,324  
918  
439  
322  
944  
26,734  
(11,476)  
(9)  
12,422  
(5,050)  
(5)  
9,169  
(5,070)  
(589)  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
Dividends paid (including profit transferred from subsidiaries)  
2
(
2,370)  
(2,373)  
(5,865)  
Proceeds from issuance of capital stock  
(including minority interests)  
(
224)  
82  
3,561  
336  
82  
515  
(
88)  
(86)  
(169)  
1,487  
(856)  
Purchase of treasury stock  
Proceeds from special distribution tax refund  
Cash provided by (used for) financing activities  
1
,772  
71  
1,459)  
(1,280)  
12,740  
17,042  
7,664  
Effect of foreign exchange rate changes on cash and  
cash equivalents (maturing within 3 months)  
4
750  
(371)  
(298)  
30  
55  
(26)  
(55)  
Net incrase (decrease) in cash and cash equivalents  
(maturing within 3 months)  
(
2,199  
(220)  
281  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
At end of period  
7
,859  
,400  
5,660  
7,859  
5,958  
5,660  
902  
682  
621  
902  
676  
621  
6
(
in millions of , except per share amounts)  
CONSOLIDATED STATEMENTS OF CASH FLOWS 75  
Consolidated Fixed Assets Schedule  
Acquisition or Manufacturing Costs  
Balance at  
January 1,  
Change in  
Balance at  
Currency consolidated  
Reclassi-  
December  
31, 2000  
2
000  
change companies Additions  
fications Disposals  
Other intangible assets  
983  
23  
(190)  
163  
9
108  
880  
Goodwill  
4,061  
5,044  
192  
215  
81  
81  
40  
49  
42  
4,413  
5,293  
Intangible assets  
(109)  
244  
150  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
20,232  
30,673  
545  
(1,977)  
(1,421)  
1,336  
3,970  
486  
741  
316  
20,306  
33,734  
Technical equipment and machinery  
1,247  
1,476  
Other equipment, factory and  
office equipment  
20,416  
870  
(1,434)  
3,525  
300  
2,797  
20,880  
Advance payments relating to plant  
and equipment and construction  
in progress  
7,100  
455  
(137)  
1,591  
(1,583)  
125  
7,301  
Property, plant and equipment  
Investments in affiliated companies  
Loans to affiliated companies  
78,421  
1,062  
42  
3,117  
19  
(4,969)  
(68)  
10,422  
339  
(56)  
(35)  
(2)  
(4)  
(1)  
4,714  
405  
49  
82,221  
912  
27  
119  
137  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
546  
19  
5,452  
(106)  
(37)  
2,930  
905  
747  
409  
3
8,196  
1,769  
305  
1,323  
220  
57  
11  
114  
785  
(2)  
142  
8
917  
Other loans  
373  
10  
(89)  
85  
2
188  
1,809  
11,296  
193  
Investments and long-term financial assets  
Equipment on operating leases2)  
4,351  
32,678  
116  
2,082  
5,177  
(21)  
4,634  
19,117  
(40)  
47  
12,429  
42,607  
1
)
)
Currency translation changes with period end rates.  
Excluding initial direct costs.  
2
The accompanying notes are an integral part of these Consolidated Financial Statements.  
7
6
CONSOLIDATED FIXED ASSETS SCHEDULE  
1
Depreciations/Amortization  
Change in  
Book Value )  
Balance at  
January 1,  
Balance at Balance at Balance at  
December December December  
Currency consolidated  
change companies  
Reclassi-  
2
000  
Additions  
fications Disposals  
31, 2000  
31, 2000  
31, 1999  
519  
8
(156)  
153  
(5)  
66  
453  
427  
464  
Other intangible assets  
1
,702  
74  
82  
(328)  
(484)  
279  
432  
8
3
8
1,727  
2,180  
2,686  
3,113  
2,359  
2,823  
Goodwill  
2
,221  
74  
Intangible assets  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
9
,159  
171  
(1,435)  
(1,194)  
823  
6
122  
8,602  
11,704  
12,900  
11,073  
11,098  
19,575  
602  
3,122  
(31)  
1,240  
20,834  
Technical equipment and machinery  
Other equipment, factory and  
office equipment  
13,252  
474  
(1,167)  
2,693  
30  
2,648  
12,634  
8,246  
7,164  
Advance payments relating to plant  
and equipment and construction  
in progress  
1
(1)  
(1)  
7
6
7,295  
7,099  
4
1,987  
1,246  
(3,797)  
(22)  
6,645  
5
(2)  
4,010  
42,076  
40,145  
792  
36,434  
945  
Property, plant and equipment  
Investments in affiliated companies  
Loans to affiliated companies  
117  
33  
6
120  
4
4
137  
38  
16  
2
(19)  
(24)  
(37)  
1
15  
8,196  
1,577  
305  
530  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
216  
1
20  
(6)  
192  
1,107  
182  
3
8
(1)  
1
1
916  
784  
17  
(6)  
2
9
184  
356  
Other loans  
4
09  
2
(108)  
1
54  
(8)  
27  
322  
9,073  
12,107  
33,534  
3,942  
27,104  
Investments and long-term financial assets  
Equipment on operating leases2)  
5
,574  
324  
6,487  
3,313  
(
in millions of , except per share amounts)  
CONSOLIDATED FIXED ASSETS SCHEDULE 77  
Notes to Consolidated Financial Statements  
BASIS OF PRESENTATION  
. THE COMPANY  
statements present, in addition to the consolidated financial state-  
1
ments, information with respect to the financial position, results of  
operations and cash flows of the Group’s industrial and financial  
services business activities. Such information, however, is not re-  
quired by U.S. GAAP and is not intended to, and does not repre-  
sent the separate U.S. GAAP financial position, results of opera-  
tions or cash flows of the Group’s industrial or financial services  
business activities. Transactions between the Group’s industrial  
and financial businesses principally represent intercompany sales  
of products, intercompany borrowings and related interest, and  
other support under special vehicle financing programs. The ef-  
fects of transactions between the industrial and financial services  
businesses have been eliminated within the industrial business  
columns.  
The consolidated financial statements of DaimlerChrysler AG  
“DaimlerChrysler” or the “Group”) have been prepared in  
(
accordance with United States Generally Accepted Accounting  
Principles (“U.S. GAAP”), except that in 1998 the Group accounted  
for a material joint venture in accordance with the proportionate  
method of consolidation (see Note 3). All amounts herein are  
shown in millions of euros and for the year 2000 are also  
presented in U.S. dollars (“$”), the latter being unaudited and  
presented solely for the convenience of the reader at the rate of  
1 = $0.9388, the Noon Buying Rate of the Federal Reserve Bank  
of New York on December 29, 2000.  
Certain prior year balances have been reclassified to conform with  
the Group’s current year presentation. DaimlerChrysler was  
formed through the merger of Daimler-Benz Aktiengesellschaft  
(
“Daimler-Benz”) and Chrysler Corporation (“Chrysler”) in  
November 1998 (“Merger”). Pursuant to the amended and restated  
business combination agreement dated May 7, 1998, 1.005  
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES  
Consolidation – All material companies in which DaimlerChrysler  
Ordinary Shares, no par value (“DaimlerChrysler Ordinary Share”), has legal or effective control are consolidated. Significant  
of DaimlerChrysler were issued for each outstanding Ordinary  
Share of Daimler-Benz and 0.6235 DaimlerChrysler Ordinary  
Shares were issued for each outstanding share of Chrysler  
common stock, stock options and performance shares.  
DaimlerChrysler issued 1,001.7 million Ordinary Shares in  
connection with these transactions.  
investments in which DaimlerChrysler has 20% to 50% of the  
voting rights and the ability to exercise significant influence over  
operating and financial policies (“associated companies”) are  
accounted for using the equity method. For a material joint  
venture in 1998, DaimlerChrysler used the proportionate method  
of consolidation (see Note 3). All other investments are accounted  
for at cost.  
The Merger was accounted for as a pooling of interests and  
accordingly, the historical results of Daimler-Benz and Chrysler for For business combinations accounted for under the purchase  
1
998 have been restated as if the companies had been combined  
accounting method, all assets acquired and liabilities assumed are  
recorded at fair value. An excess of the purchase price over the fair  
value of net assets acquired is capitalized as goodwill and  
amortized over the estimated period of benefit on a straight-line  
basis.  
for all periods presented. In connection with the Merger, €685 of  
merger costs (€401 after tax) were incurred and charged to  
expense in 1998. These costs consisted primarily of fees for  
investment bankers, attorneys, accountants, financial printing,  
accelerated management compensation and other related charges.  
The effects of intercompany transactions have been eliminated.  
Commercial practices with respect to the products manufactured  
by DaimlerChrysler necessitate that sales financing, including  
leasing alternatives, be made available to the Group’s customers.  
Accordingly, the Group’s consolidated financial statements are  
significantly influenced by activities of the financial services  
businesses. To enhance the readers’ understanding of the Group’s  
consolidated financial statements, the accompanying financial  
Foreign Currencies  The assets and liabilities of foreign  
subsidiaries where the functional currency is not the euro are  
generally translated using period-end exchange rates while the  
statements of income are translated using average exchange  
rates during the period. Differences arising from the translation  
of assets and liabilities in comparison with the translation of the  
previous periods are included as a separate component of  
stockholders’ equity.  
7
8
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
The assets and liabilities of foreign subsidiaries operating in  
The Group recognizes unrealized gains or losses attributable to the  
highly inflationary economies are translated into euro on the basis change in the fair value of the retained interests, which are re-  
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.  
The exchange rates of the significant currencies of non-euro  
countries used in preparation of the consolidated financial  
statements were as follows (amounts for the year 1998 have been  
restated from Deutsche Marks into euros using the Official Fixed  
Conversion Rate of €1 = DM1.95583):  
corded in a manner similar to available-for-sale securities, net of  
related income taxes as a separate component of stockholders’ eq-  
uity until realized. The Group is not aware of an active market for  
the purchase or sale of retained interests, and accordingly, deter-  
mines the estimated fair value of the retained interests by dis-  
counting the expected cash flow releases (the cash out method) us-  
ing a discount rate which is commensurate with the risks involved.  
In determining the fair value of the retained interests, the Group  
estimates the future rates of prepayments, net credit losses and  
forward yield curves. These estimates are developed by evaluating  
the historical experience of comparable receivables and the spe-  
cific characteristics of the receivables purchased, and forward  
yield curves based on trends in the economy. An other-than-tempo-  
rary impairment adjustment to the carrying value of the retained  
interests generally is required if the expected cash flows decline  
below the cash flows inherent in the cost basis of an individual re-  
tained interest (the pool by pool method). Other-than-temporary  
impairment adjustments are recorded as a component of revenue.  
Exchange rate at  
December 31,  
Annual average  
exchange rate  
2
000  
1999  
€1 =  
2000  
€1 =  
1999  
1998  
€1 =  
Currency:  
€1 =  
€1 =  
Brazil  
BRL  
GBP  
1.84  
1.80  
1.69  
1.93  
1.29  
Great  
Britain  
0.62  
0.62  
0.61  
0.66  
0.67  
Japan  
USA  
JPY  
106.92  
0.93  
102.73  
1.00  
99.47  
0.92  
121.25  
1.07  
144.96  
1.11  
Product-Related Expenses – Provisions for estimated product  
warranty costs are recorded in cost of sales at the time the related  
sale is recognized. Non-cash sales incentives that do not reduce  
the transaction price to the customer are classified within cost of  
USD  
Revenue Recognition  Revenue is recognized when persuasive evi- sales. Shipping and handling costs are recorded as cost of sales.  
dence of an arrangement exists, delivery has occurred or services  
Expenditures for advertising and sales promotion and for other  
have been rendered, the price of the transaction is fixed and deter- sales-related expenses are charged to selling expense as incurred.  
minable, and collectibility is reasonably assured. Revenues are rec-  
ognized net of discounts, cash sales incentives, customer bonuses  
and rebates granted. Cash sales incentives are recorded as a  
reduction of revenue when the related revenue is recorded.  
Research and Development  Research and development costs are  
expensed as incurred.  
Sales of Subsidiary Stock – Gains resulting from the issuance of  
stock by a Group subsidiary or equity method investment which  
reduces DaimlerChrysler’s percentage ownership are recorded in  
the statement of income.  
Sales under which the Group conditionally 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 performance. Revenue from  
finance receivables is recorded on the interest method.  
Earnings Per Share  Basic earnings per share is calculated by  
dividing net income by the weighted average number of shares  
outstanding. Diluted earnings per share reflects the potential  
dilution that would occur if all securities and other contracts to  
issue Ordinary Shares were exercised or converted (see Note 34).  
Net income represents the earnings of the Group after minority  
interests. Basic and diluted earnings per Ordinary Share for the  
year ended December 31, 1998 have been restated to reflect the  
conversion of Daimler-Benz and Chrysler shares into  
DaimlerChrysler Ordinary 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 22).  
Receivable Sales and Retained Interests in Sold Receivables  The  
Group sells significant amounts of finance receivables as asset-  
backed securities through securitization. The Group sells a  
portfolio of receivables to a trust and remains as servicer, and 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  
beneficial interest in principal balances of sold receivables and  
certain cash deposits provided as credit enhancements for  
investors. Gains and losses from the sales of finance receivables  
are recognized in the period in which sales occur. In determining  
the gain or loss for each qualifying sale of finance receivables, the  
investment in the sold receivable pool is allocated between the  
portion sold and the portion retained based upon their relative fair  
values.  
(
in millions of €, except per share amounts)  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 79  
Intangible Assets – Purchased intangible assets, other than good-  
will, are valued at acquisition cost and are amortized over their re-  
spective useful lives (3 to 40 years) on a straight-line basis. Good-  
will derived from acquisitions is capitalized and amortized over 3  
to 40 years. The Group periodically assesses the recoverability of  
its goodwill based upon projected future cash flows.  
Marketable Securities and Investments  Securities and investments  
are accounted for at fair values, if readily determinable. Unrealized  
gains and losses on trading securities, representing securities  
bought principally for the purposes of selling them in the near  
term, are included in income. Unrealized gains and losses on avail-  
able-for-sale securities are included in accumulated other compre-  
hensive income, net of applicable deferred income taxes. All other  
securities are recorded at cost. Unrealized losses on all marketable  
securities and investments that are other than temporary are  
recognized in income.  
Property, Plant and Equipment – Property, plant and equipment is  
valued at acquisition or manufacturing costs less accumulated  
depreciation. Depreciation expense is recognized either using the  
declining balance method until the straight-line method yields  
larger expenses or the straight-line method. The costs of internally  
produced equipment and facilities include all direct costs and  
allocable 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.  
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”).  
Certain of the Group’s U.S. inventories are valued using the last-in,  
first-out method (“LIFO”). Manufacturing costs comprise direct  
The following useful lives are assumed: buildings – 17 to 50 years; material and labor and applicable manufacturing overheads,  
site improvements – 8 to 20 years; technical equipment and  
machinery – 3 to 30 years; and other equipment, factory and office  
equipment – 2 to 15 years.  
including depreciation charges.  
Financial Instruments  DaimlerChrysler uses derivative financial  
instruments such as forward foreign exchange contracts, swaps,  
options, futures, swaptions, forward rate agreements, caps  
and floors for hedging purposes. Effective January 1, 2000,  
DaimlerChrysler adopted SFAS 133, “Accounting for Derivative  
Instruments and Hedging Activities,” as amended by SFAS 137  
and 138 (see Note 10). SFAS 133 requires that all derivative  
instruments are recognized as assets or liabilities on the balance  
sheet and measured at fair value, regardless of the purpose or  
intent for holding them. Changes in the fair value of derivative  
instruments are recognized periodically either in income or  
stockholders’ equity (as a component of other comprehensive  
income), depending on whether the derivative is designated as a  
hedge of changes in fair value or cash flows. For derivatives  
designated as fair value hedges, changes in fair value of the  
hedged item and the derivative are recognized currently in  
earnings. For derivatives designated as cash flow hedges, fair  
value changes of the effective portion of the hedging instrument  
are recognized in accumulated other comprehensive income on  
the balance sheet until the hedged item is recognized in earnings.  
Leasing – The Group is a lessee of property, plant and equipment  
and lessor of equipment, principally passenger cars and  
commercial vehicles. All leases that meet certain specified criteria  
intended to represent situations where the substantive risks and  
rewards of ownership have been transferred to the lessee are  
accounted for as capital leases. All other leases are accounted for  
as operating leases. Equipment on operating leases, where the  
Group is lessor, is valued at acquisition cost and depreciated over  
its estimated useful life of 3 to 14 years using the straight-line  
method.  
Long-Lived Assets – The Group accounts for long-lived assets in  
accordance with the provisions of Statement of Financial  
Accounting Standards (“SFAS”) 121, “Accounting for the  
Impairment of Long-Lived Assets and for Long-Lived Assets to Be  
Disposed Of.” This Statement requires that long-lived assets and  
certain identifiable intangibles be reviewed for impairment  
whenever events or changes in circumstances indicate that the  
carrying amount of an asset may not be recoverable. Recoverability The ineffective portion of the fair value changes are recognized in  
of assets to be held and used is measured by a comparison of the  
carrying amount of an asset to future net cash flows expected to  
be generated by the asset. If such assets are considered to be  
impaired, the impairment to be recognized is measured by the  
amount by which the carrying amount of the assets exceeds the  
earnings immediately. SFAS 133 also requires that certain  
derivative instruments embedded in host contracts be accounted  
for separately as derivatives.  
Prior to the adoption of SFAS 133, derivative instruments which  
fair value of the assets. Assets to be disposed of are reported at the were not designated as hedges of specific assets, liabilities, or firm  
lower of the carrying amount of fair value less costs to sell.  
commitments were marked to market and any resulting unrealized  
gains or losses recognized in income. If there was a direct  
connection between a derivative instrument and an underlying  
transaction and a derivative was so designated, a valuation unit  
was formed. Once allocated, gains and losses from these valuation  
units, which were used to manage interest rate and currency risks  
of identifiable assets, liabilities, or firm commitments, did not  
affect income until the underlying transaction was realized.  
Further information of the Group’s financial instruments is  
included in Note 31.  
Non-fixed Assets  Non-fixed assets represent the Group’s  
inventories, receivables, securities and cash, including amounts to  
be realized in excess of one year. In the accompanying notes, the  
portion of assets and liabilities to be realized and settled in excess  
of one year has been disclosed.  
8
0
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
Accrued Liabilities – The valuation of pension liabilities and  
postretirement benefit liabilities is based upon the projected unit  
credit method in accordance with SFAS 87, “Employers’  
Accounting for Pensions,” and SFAS 106, “Employers’ Accounting  
for Postretirement Benefits Other Than Pensions.” An accrued li-  
ability for taxes and other contingencies is recorded when an obli-  
gation to a third party has been incurred, the payment is probable  
and the amount can be reasonably estimated. The effects of ac-  
is recorded by the entity or (2) the date at which the sales  
incentive is offered. The Issue also requires that when recognized,  
the reduction in or refund of the selling price of the product or  
service resulting from any cash sales incentive should be  
classified as a reduction of revenue. If the sales incentive is a free  
product or service delivered at the time of the sale, the cost of the  
free product or service should be classified as cost of sales. The  
consensus reached in the Issue is effective for DaimlerChrysler in  
crued liabilities relating to personnel and social costs are valued at its financial statements beginning April 1, 2001, with earlier  
their net present value where appropriate.  
adoption encouraged. DaimlerChrysler will apply the consensus  
prospectively in 2001. DaimlerChrysler is currently determining  
the impact of the adoption of Issue 00-14 on the Group’s  
consolidated financial statements.  
Use of Estimates – Preparation of the financial statements requires  
management to make estimates and assumptions that affect the  
reported amounts of assets and liabilities and disclosure of  
contingent assets and liabilities at the date of the financial  
statements and reported amounts of revenues and expenses  
during the reporting period. Actual results could differ from those  
estimates.  
3. SCOPE OF CONSOLIDATION  
Scope of Consolidation - DaimlerChrysler comprises 485 foreign  
and domestic subsidiaries (1999: 549) and 1 joint venture (1999:  
16); the latter is accounted for on a pro rata basis. A total of 108  
(1999: 55) subsidiaries are accounted for in the consolidated  
financial statements using the equity method of accounting.  
New Accounting Pronouncements – In September 2000, the FASB  
issued SFAS 140, “Accounting for Transfers and Servicing of  
Financial Assets and Extinguishments of Liabilities – a  
replacement of FASB Statement No. 125.” This statement revises  
the standards for accounting for securitizations and other transfers During 2000, 45 subsidiaries and 1 joint venture were included in  
of financial assets and collateral and requires certain financial  
statement disclosures. SFAS 140 is effective for transactions  
occurring after March 31, 2001. The new disclosure requirements  
are effective for fiscal years ending after December 15, 2000.  
Adoption of this replacement standard is not anticipated to have a  
material effect on DaimlerChrysler’s consolidated financial  
statements (see Note 32).  
the consolidated financial statements for the first time. A total of  
113 subsidiaries and 16 joint ventures were no longer included in  
the consolidated group. Significant effects of changes in the  
consolidated group on the consolidated balance sheets and the  
consolidated statements of income are explained further in the  
notes to the consolidated financial statements. A total of 255  
subsidiaries (“affiliated companies”) are not consolidated as their  
combined influence on the financial position, results of operations,  
and cash flows of the Group is not material (1999: 343). The effect  
of such non-consolidated subsidiaries for all years presented on  
consolidated assets, revenues and net income of DaimlerChrysler  
was approximately 1%. In addition, 6 (1999: 7) companies  
administering pension funds whose assets are subject to  
restrictions have not been included in the consolidated financial  
statements. The consolidated financial statements include 74  
associated companies (1999: 109) accounted for at cost and  
recorded under investments in related companies as these  
companies are not material to the respective presentation of the  
financial position, results of operations or cash flows of the Group.  
As of July 1, 2000, DaimlerChrysler adopted Emerging Issues Task  
Force Issue No. 99-20 (“EITF 99-20”), “Recognition of Interest  
Income and Impairment on Purchased and Retained Beneficial  
Interests in Securitized Financial Assets.” EITF 99-20 specifies,  
among other things, how a transferor that retains an interest in a  
securitization transaction, or an enterprise that purchases a  
beneficial interest, should account for interest income and  
impairment (see Note 10).  
In July 2000, the Emerging Issues Task Force reached a final  
consensus on Issue 00-10, “Accounting for Shipping and Handling  
Fees and Costs.” The Issue requires that all amounts billed to the  
customer in a sale transaction related to shipping and handling, if  
any, represent revenues earned for the goods provided and should  
be classified as revenue. DaimlerChrysler adopted the consensus  
effective October 1, 2000. Adoption of Issue 00-10 did not have a  
material impact on the Group’s consolidated financial statements.  
With the adoption of EITF 00-10, DaimlerChrysler has elected to  
reclassify shipping and handling costs from selling expenses to  
cost of sales for all years presented. DaimlerChrysler classifies  
amounts billed to a customer in a sale transaction related to  
shipping and handling as revenue.  
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  
$472 (€441). The acquisition was accounted for under the  
purchase method of accounting. The purchase price was allocated  
to assets acquired and liabilities assumed based on their estimated  
fair values. This allocation resulted in goodwill of €100, which is  
being amortized on a straight-line basis over 17 years. Prior to the  
acquisition in 1999, the Group accounted for its investment in  
Adtranz, including its 65 subsidiaries, using the proportionate  
method of consolidation. Accordingly, the consolidated financial  
statements of DaimlerChrysler for the year ended December 31,  
1998 included DaimlerChrysler’s 50% interest in the assets and  
liabilities, revenues and expenses and cash flows of Adtranz.  
During 2000, the Emerging Issues Task Force reached a final con-  
sensus on Issue 00-14, “Accounting for Certain Sales  
Incentives.” The Issue requires that an entity recognizes sales  
incentives at the latter of (1) the date at which the related revenue  
(
in millions of €, except per share amounts)  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 81  
Under U.S. GAAP, DaimlerChrysler’s investment in Adtranz was re- 4. EQUITY METHOD INVESTMENTS  
quired to be accounted for using the equity method of accounting.  
At December 31, 2000, the significant investments in companies  
The differences in accounting treatment between the proportionate accounted for under the equity method were the following:  
and equity methods would not have affected reported stockholders’  
Ownership  
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,  
Adtranz would have impacted the Group’s reported cash flows only  
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  
requested and received permission from the United States Securi-  
ties and Exchange Commission to prepare its 1998 consolidated  
financial statements with this departure from U.S. GAAP.  
Company  
Percentage  
European Aeronautic Defence and Space Company (“EADS”)  
Mitsubishi Motors Corporation (“MMC”)  
debis Systemhaus (“dSH”)  
33.0%  
34.0%  
49.9%  
Further information with respect to the transactions which  
resulted in the Group’s holdings in EADS, MMC and dSH is  
presented in Note 5 (Acquisitions and Dispositions) and Note 11  
(Extraordinary Items). The aggregate quoted market prices as of  
December 31, 2000, for DaimlerChrysler’s shares in EADS and  
MMC were €5,974 and €1,543, respectively.  
Summarized consolidated financial information of Adtranz follows  
for the year ended December 31, 1998. The amounts represent  
those used in the DaimlerChrysler consolidation, including  
The carrying value of the significant investments exceeded  
DaimlerChrysler’s share of the underlying reported net assets by  
goodwill resulting from the formation of Adtranz. Other companies approximately €1,268 at December 31, 2000. The excess of the  
included in the consolidated financial statements according to the  
proportionate method are not material.  
Group’s initial investment in equity method companies over the  
Group’s ownership percentage in the underlying net assets of  
those companies is attributed to fair value adjustments, if any,  
with the remaining portion classified as goodwill. The fair value  
adjustments and goodwill are accounted for in the respective  
equity method investment balances. Under the equity method,  
investments are stated at initial cost and are adjusted for  
subsequent contributions and DaimlerChrysler’s share of earnings,  
losses and distributions. Goodwill is being amortized over 20  
years.  
Year ended  
December 31,  
Statement of income information  
1998  
Revenues  
1,658  
(322)  
(316)  
1
Operating loss )  
Net loss  
1
)
The operating loss for 1998 includes impairment charge on goodwill  
of 64.  
The following tables present the combined, summarized financial  
information for the Group’s significant equity method investments  
Year ended  
December 31,  
1998  
(
amounts shown on a 100% basis):  
Cash flow information  
Periods ended  
December 31,  
2000  
Cash flows from:  
Income statement information (for period included at equity):  
Operating activities  
(130)  
(84)  
161  
(2)  
Revenues  
Net loss  
19,213  
(590)  
Investing activities  
Financing activities  
Effect of foreign exchange on cash  
Change in cash (maturing within 3 months)  
Cash (maturing within 3 months) at beginning of period  
Cash (maturing within 3 months) at end of period  
At December 31,  
(55)  
155  
100  
Balance sheet information:  
2000  
Fixed assets  
34,161  
43,423  
77,584  
Non-fixed assets  
Total assets  
In 1998, cash maturing within 3 months includes €30 held by  
DaimlerChrysler AG in connection with internal cash  
concentration procedures.  
Stockholders’ equity  
Minority interests  
16,377  
358  
Accrued liabilities  
16,718  
44,131  
77,584  
In August 2000, DaimlerChrysler entered into an agreement to sell  
Adtranz (see Note 35).  
Other Liabilities  
Total liabilities and stockholders’ equity  
8
2
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS  
5
. ACQUISITIONS AND DISPOSITIONS  
In September 2000, DaimlerChrysler acquired 100% of the out-  
standing shares of the Canadian company Western Star Trucks  
Holdings Ltd. for approximately €500. The acquisition was ac-  
counted for under the purchase method of accounting and resulted  
in goodwill of approximately €380, which is being amortized on a  
straight-line basis over 20 years.  
Information on the sale of Adtranz’ fixed installations business is  
included in Note 11.  
On October 18, 2000, DaimlerChrysler acquired a 34% equity  
interest in MMC for approximately €2,200. At the closing date of  
the transaction, the Group also purchased MMC bonds with an  
aggregate face value of JPY19,200 and a stated interest rate of 1.7% Information on the exchange of the Group’s controlling interest in  
for €206, which are convertible into shares of MMC stock. The DaimlerChrysler Aerospace for shares of EADS and the related  
bonds are only convertible by DaimlerChrysler in the event that its initial public offering of EADS is included in Note 11.  
ownership percentage would be diluted below 34% upon  
conversion of previously issued convertible bonds. To the extent  
not converted, the bonds and accrued interest are due on April 30,  
Due to an initial public offering in March 1999 as well as to the  
selling of a substantial portion of its remaining interests in  
September 1999, debis AG, a wholly-owned subsidiary of  
DaimlerChrysler, reduced its remaining interest in debitel AG to  
10% (see Note 11).  
2
003.  
In October 2000, DaimlerChrysler acquired all the remaining  
outstanding shares of Detroit Diesel Corporation for approximately  
500. The acquisition of the remaining 78.6% interest in Detroit  
Information on the acquisition of the remaining outstanding  
Diesel was accounted for under the purchase method of accounting shares of Adtranz in 1999 is included in Note 3.  
and resulted in goodwill of approximately €250, which is being  
amortized on a straight-line basis over 20 years.  
In March 1998, the Group’s semiconductor business was sold to an  
American company, Vishay Intertechnology, Inc. Also, during 1998  
the Group sold further interests, including the sale of 30% of its  
In October 2000, DaimlerChrysler and Deutsche Telekom  
combined their information technology activities in a joint venture. interests in LFK-Lenkflugkörpersysteme GmbH and 100% of its  
As part of the agreement, Deutsche Telekom received a 50.1% interests in CMS, Inc. and two real-estate-project-companies. The  
interest in debis Systemhaus through a capital investment in debis total pretax gains from these dispositions were approximately  
Systemhaus (see Note 11).  
€300.  
In September 2000, DaimlerChrysler purchased a 9% equity  
interest in Hyundai Motor Company for approximately €450.  
DaimlerChrysler is accounting for its investment in Hyundai  
as an available-for-sale security.  
(
in millions of €, except per share amounts)  
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 83  
Notes to Consolidated Statements of Income  
6
. FUNCTIONAL COSTS AND OTHER EXPENSES  
Personnel expenses included in the statement of income are  
comprised of:  
Selling, administrative and other expenses are comprised of the  
following:  
Year ended December 31,  
Year ended December 31,  
2000  
1999  
1998  
2
000  
1999  
1998  
Wages and salaries  
Social levies  
21,836  
3,428  
21,044  
3,179  
19,982  
2,990  
Selling expenses  
11,423  
5,726  
9,881  
5,145  
8,463  
5,217  
Administration expenses  
Net periodic pension cost  
(see Note 24a)  
Goodwill amortization and  
write-downs  
327  
830  
79  
931  
783  
1,126  
866  
279  
437  
215  
227  
Net periodic postretirement benefit  
cost (see Note 24a)  
Other expenses  
428  
685  
17,865  
15,669  
14,592  
Other expenses for pensions  
and retirements  
221  
69  
26,500  
26,158  
25,033  
Other expenses in 1998 includes €229 related to settlement  
payments of Airbus obligations by DaimlerChrysler Aerospace  
Airbus GmbH to the Federal Republic of Germany.  
Number of employees (annual average):  
Year ended December 31,  
Based on its investment in MMC and the corresponding strategic  
alliance entered into in the fourth quarter 2000, DaimlerChrysler  
conducted a review of its Compact Car Strategy in view of the  
2
000  
1999  
1998  
Hourly employees  
Salaried employees  
Trainees/apprentices  
270,814  
165,117  
13,663  
279,124  
170,539  
13,898  
268,764  
152,415  
12,760  
Z-Car” project, and concluded that it was necessary to revise the  
current strategic plan for the smart brand, including restructuring  
of supplier contracts. As a result, the carrying values of certain of  
the brand’s long-lived assets were determined to be impaired as  
the identifiable, undiscounted future cash flows from the operation  
of such assets were less then their respective carrying values. In  
accordance with SFAS 121, DaimlerChrysler recorded an  
impairment charge of €281. The impairment charge represents the  
amount by which the carrying values of such assets exceeded their  
respective fair market values. The impairment relates principally  
to the carrying values of the manufacturing facility, equipment  
and tooling. In addition, charges of €255 were recorded related to  
fixed cost reimbursement agreements with MCC smart suppliers.  
The charges were recorded in cost of sales (€494) and other  
expenses (€42).  
4
49,594  
463,561  
433,939  
In 2000, 28 people (1999: 14,851 people; 1998: 36,024 people)  
were employed in joint venture companies.  
In 2000, the total remuneration paid by Group companies to the  
members of the Board of Management of DaimlerChrysler AG  
amounted to €52.6, and the remuneration paid to the members of  
the Supervisory Board of DaimlerChrysler AG totaled €1.2.  
Disbursements to former members of the Board of Management of  
DaimlerChrysler AG and their survivors amounted to €29.5. An  
amount of €137.4 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,  
2000, no advances or loans existed to members of the Board of  
Management of DaimlerChrysler AG.  
In 2000, DaimlerChrysler recorded an impairment charge in cost  
of sales of approximately €500 for certain leased vehicles in the  
Services segment. Declining resale prices of used vehicles in the  
North American and the U.K. markets required the Group to re-  
evaluate the recoverability of the carrying values of its leased  
vehicles. This re-evaluation was performed using product specific  
cash flow information. As a result, the carrying values of these  
leased vehicles were determined to be impaired as the identifiable  
undiscounted future cash flows from such vehicles were less than  
their respective carrying values. In accordance with SFAS 121, the  
resulting pre-tax impairment charges represent the amount by  
which the carrying values of such vehicles exceeded their  
respective fair market values.  
8
4
NOTES TO CONSOLIDATED STATEMENTS OF INCOME  
7. OTHER INCOME  
9. INCOME TAXES  
Other income includes gains on sales of property, plant and  
equipment (€106, €132 and €99 in 2000, 1999 and 1998,  
respectively) and rental income, other than relating to financial  
services leasing activities (€178, €153 and €138 in 2000, 1999 and  
Income before income taxes consists of the following:  
Year ended December 31,  
2
000  
1999  
1998  
1
998, respectively). In 1998 gains on sales of companies of €389  
Income before income taxes  
Germany  
were recognized in other income.  
2,729  
1,747  
2,688  
6,969  
9,657  
2,229  
5,864  
8,093  
Foreign  
4,476  
8
. FINANCIAL INCOME, NET  
Income tax expense (benefit) are comprised of the following  
components:  
Year ended December 31,  
2
000  
73  
1999  
1998  
Year ended December 31,  
Income (loss) from investments  
of which from affiliated companies  
19  
(111)  
2000  
1999  
1998  
24 (1999: 41; 1998: (20))  
Current taxes  
Germany  
Gains, net from disposals of  
investements and shares in  
affiliated and associated companies  
(45)  
1,074  
1,538  
(267)  
Foreign  
1,160  
1,322  
1
41  
(19)  
23  
37  
(55)  
59  
Deferred taxes  
Germany  
Write-down of investments and shares  
in affiliated companies  
1,490  
(606)  
836  
1,085  
4,533  
967  
992  
(54)  
Foreign  
Income (loss) from companies  
included at equity  
1,999  
3,014  
(244)  
Income (loss) from investments, net  
(224)  
1,268  
64  
(70)  
In 2000, the German government enacted new tax legislation  
which, among other changes, will reduce the Group’s statutory  
corporate tax rate for German companies from 40% on retained  
earnings and 30% on distributed earnings to a uniform 25%,  
effective for the Group’s year beginning January 1, 2001. The  
significant other tax law change is the exemption from tax for  
certain gains from the sale of shares in affiliated and unaffiliated  
companies. The effects of the reduction in the tax rate and other  
changes on the deferred tax assets and liabilities of the Group’s  
German companies were recognized in the year of enactment.  
As a result, a net charge of €263 is included in the consolidated  
statement of income in 2000. The effects of the reduction in the  
tax rate resulted in deferred tax expense of €373. The exemption  
from tax for certain gains from the sale of shares resulted in  
deferred tax benefit of €110 due to the elimination of the net  
deferred tax liabilities on the net unrealized gains.  
Other interest and similar income  
of which from affiliated companies  
1,382  
1,327  
20(1999: 17; 1998: 13)  
Interest and similar expenses  
(988)  
280  
(729)  
653  
(702)  
625  
Interest income, net  
Income from securities and long-term  
receivables  
161  
913  
231  
Write-down of securities and  
long-term receivables  
(3)  
(17)  
(10)  
Other, net  
(58)  
100  
(1,280)  
(384)  
333  
(13)  
208  
763  
Other financial income (loss), net  
156  
In 1999, realized and unrealized losses on derivative financial  
instruments of €1,078 were included in other, net.  
In 1999, the tax laws in Germany were changed including a  
reduction in the retained corporate income tax rate from 45% to  
4
0% and the broadening of the tax base. The effects of the changes  
The Group capitalized interest expenses related to qualifying  
construction projects of €181 (1999: €163; 1998: €186).  
in German tax laws were recognized as a net charge of €812 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 companies as of December 31, 1998  
amounted to €290. The broadening of the tax base resulted in tax  
expense of €522.  
(
in millions of €, except per share amounts)  
NOTES TO CONSOLIDATED STATEMENTS OF INCOME 85  
For the year ending December 31, 2000, the German corporate tax  
law applied a split-rate imputation with regard to the taxation of  
the income of a corporation. In accordance with the tax law in  
effect for fiscal year 2000, retained corporate income is initially  
subject to a federal corporate tax of 40% (1999: 40%; 1998: 45%)  
plus a solidarity surcharge of 5.5% for each year on federal  
corporate taxes payable. Including the impact of the surcharge, the  
federal corporate tax rate amounts to 42.2% (1999: 42.2%; 1998:  
Deferred income tax assets and liabilities are summarized as  
follows:  
December 31,  
2
000  
1999  
Property, plant and equipment  
Equipment on operating leases  
Inventories  
463  
800  
1,217  
920  
47.475%). Upon distribution of certain retained earnings generated  
664  
1,424  
993  
in Germany to stockholders, the corporate income tax rate on the  
earnings is adjusted to 30%, plus a solidarity surcharge of 5.5% for  
each year on the distribution corporate tax, for a total of 31.65% for  
each year, by means of a refund for taxes previously paid. Under  
the new German corporate tax system, during a 15 year transition  
period beginning on January 1, 2001, the Group will continue to  
receive a refund or pay additional taxes on the distribution of  
retained earnings which existed as of December 31, 2000.  
Receivables  
2,200  
915  
Net operating loss and tax credit carryforwards  
Retirement plans  
1,011  
3,539  
4,756  
1,113  
3,984  
4,248  
1,482  
1,246  
568  
Other accrued liabilities  
Liabilities  
Deferred income  
1,330  
471  
Other  
For German companies, the deferred taxes at December 31, 2000  
are calculated using a federal corporate tax of 25% (1999: 40%;  
16,251  
(335)  
15,916  
(3,609)  
(7,569)  
(2,386)  
(481)  
17,093  
(363)  
16,730  
(3,346)  
(5,600)  
(3,278)  
(508)  
(2,187)  
(671)  
Valuation allowances  
Deferred tax assets  
Property, plant and equipment  
Equipment on operating leases  
Receivables  
1998: 45%) plus a solidarity surcharge of 5.5% for each year on  
federal corporate taxes payable plus the after federal tax benefit  
rate for trade tax of 12.125% (1999: 9.3%; 1998: 8.525%). Including  
the impact of the surcharge and the trade tax, the tax rate applied  
to German deferred taxes amounts to 38.5% (1999: 51.5%; 1998:  
5
6%). The effect of the tax rate reductions in 2000 and 1999 on  
Prepaid expenses  
deferred tax balances are reflected separately in the  
reconciliations presented below.  
Retirement plans  
(2,325)  
(1,010)  
Other accrued liabilities  
A reconciliation of income taxes determined using the German  
corporate tax rate of 42.2% (1999: 42.2%; 1998: 47.475%) plus the  
after federal tax benefit rate for trade taxes of 9.3% (1999: 9.3%;  
Taxes on undistributed earnings of foreign  
subsidiaries  
(486)  
(520)  
Other  
(1,094)  
(18,960)  
(3,044)  
(2,006)  
(18,116)  
(1,386)  
1998: 8.525%) for a combined statutory rate of 51.5% in 2000  
(
1999: 51.5%; 1998: 56%) is as follows:  
Deferred tax liabilities  
Deferred tax liabilities, net  
Year ended December 31,  
2
000  
1999  
1998  
Expected expense for income taxes  
Effect of changes in German tax laws  
Credit for dividend distributions  
Foreign tax rate differential  
2,305  
263  
4,973  
812  
4,532  
At December 31, 2000, the Group had corporate tax net operating  
losses (“NOLs”) and credit carryforwards amounting to €2,309  
(1999: €2,232) and German trade tax NOLs amounting to €1,882  
(486)  
(346)  
(500)  
(966)  
(515)  
(1,012)  
(
1999: €1,352). The corporate tax NOLs and credit carryforwards  
relate to losses of foreign and domestic non-Organschaft  
companies and are partly limited in their use to the Group. The  
valuation allowances on deferred tax assets of foreign and  
domestic operations decreased by €28. In future periods,  
depending 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  
decrease.  
Changes in valuation allowances on  
German deferred tax assets  
23  
112  
Effects of equity method investments  
113  
(12)  
(30)  
Amortization of non-deductible  
goodwill  
52  
98  
33  
78  
Other  
170  
(151)  
Actual expense  
for income taxes  
1,999  
4,533  
3,014  
Income tax credits from dividend distributions reflected mainly  
the tax benefits from the dividend distributions of €2.35 per  
Ordinary Share to be paid for each year.  
8
6
NOTES TO CONSOLIDATED STATEMENTS OF INCOME  
Net deferred income tax assets and liabilities in the consolidated  
balance sheets are as follows:  
10. CUMULATIVE EFFECTS OF CHANGES IN ACCOUNTING  
PRINCIPLES  
Beneficial Interests in Securitized Financial Assets: Adoption of EITF  
December 31, 2000  
December 31, 1999  
9
9-20  As of July 1, 2000, DaimlerChrysler adopted EITF 99-20  
Total  
thereof  
non-  
Total  
thereof  
non-  
which specifies, among other things, how a transferor that retains  
an interest in a securitization transaction, or an enterprise that  
purchases a beneficial interest, should account for interest income  
and impairment. The cumulative effect of adopting EITF 99-20 was  
a charge of €99 (net of income tax benefits of €58).  
current  
current  
Deferred tax assets  
2,436  
1,576  
3,806  
2,937  
Deferred tax liabilities  
(5,480)  
(4,938)  
(5,192)  
(4,689)  
Deferred tax  
liabilities, net  
Derivative Financial Instruments and Hedging Activities: Adoption of  
SFAS 133 and SFAS 138 – DaimlerChrysler elected to adopt SFAS  
(3,044)  
(3,362)  
(1,386)  
(1,752)  
133 on January 1, 2000. Upon adoption of this Statement,  
DaimlerChrysler recorded a net transition adjustment gain of €12  
(net of income tax expense of €5) in the statement of income and a  
DaimlerChrysler provided foreign withholding taxes of €351  
(
1999: €343) on €7,028 (1999: €6,868) in cumulative undistributed net transition adjustment loss of €349 (net of income tax benefit of  
earnings of foreign subsidiaries and additional German tax of €135 €367) in accumulated other comprehensive income. Adoption of  
(
1999: €177) on the future payout of these foreign dividends  
SFAS 138 did not have an impact on the Group’s consolidated  
statement of income.  
because these earnings are not intended to be permanently  
reinvested in those operations. Beginning in 1999, the German tax  
law requires that deductible expenses are reduced by 5% of foreign  
dividends received.  
The Group did not provide income taxes or foreign withholding  
11. EXTRAORDINARY ITEMS  
taxes on €15,543 (1999: €13,224) in cumulative earnings of foreign In October 2000, Adtranz sold its fixed installations business  
subsidiaries because these earnings are intended to be indefinitely which primarily focuses on rail electrification and traction power  
reinvested in those operations. It is not practicable to estimate the  
amount of unrecognized deferred tax liabilities for these  
undistributed foreign earnings.  
to Balfour Beatty for €153 resulting in an extraordinary after-tax  
gain of €89 (net of income tax expense of €52).  
In October 2000, DaimlerChrysler and Deutsche Telekom  
Including the items charged or credited directly to related  
components of stockholders’ equity, the expense (benefit) for  
income taxes consists of the following:  
combined their information technology activities in a joint venture.  
In accordance with an agreements announced on March 27, 2000,  
Deutsche Telekom received a 50.1% interest in dSH through an  
investment of approximately €4,600 for new shares of dSH. The  
agreements require a minimum annual dividend to be paid to  
DaimlerChrysler for each year through 2004. The agreements also  
confer on Deutsche Telekom the option to acquire from the Group,  
and on DaimlerChrysler the option to sell to Deutsche Telekom, the  
Group’s remaining 49.9% interest in dSH. The Deutsche Telekom  
option is exercisable from January 1, 2002 through January 1,  
2005, with the exercise period subject to a delay of up to two years  
at the option of the Group. The DaimlerChrysler option is  
Year ended December 31,  
2
000  
1999  
1998  
Expense for income taxes  
before extraordinary items  
1,999  
4,533  
3,014  
Income tax expense (benefit) of  
extraordinary items  
324  
(53)  
470  
(78)  
Changes in accounting principles  
exercisable from October 1, 2000 through January 1, 2005. The  
price for the purchase of the remaining 49.9% interest ranges from  
Stockholders’ equity for employee  
stock option expense in excess  
of amounts recognized for financial  
purposes  
4,600 to €4,900, depending upon when the option is exercised  
and various other factors. In 2000, the transaction resulted in an  
extraordinary after-tax gain of €2,345.  
(31)  
(212)  
Stockholders’ equity for items of  
other comprehensive income  
(338)  
(155)  
4,817  
296  
1,932  
3,020  
(
in millions of €, except per share amounts)  
NOTES TO CONSOLIDATED STATEMENTS OF INCOME 87  
In July 2000, the Group exchanged its controlling interest in  
DaimlerChrysler Aerospace for shares of EADS, which  
In March 1999, debis AG, a wholly-owned subsidiary of  
DaimlerChrysler, sold a portion of its interests in debitel AG in an  
subsequently completed its initial public offering. EADS is a global initial public offering of its ordinary shares for proceeds of €274.  
aerospace and defense company which was established through a  
merger of Aerospatiale Matra S.A., DaimlerChrysler Aerospace AG  
and Construcciones Aeronauticas S.A. (“CASA”). DaimlerChrysler  
In September 1999, debis AG sold an additional portion of its  
remaining interests in debitel AG to Swisscom for proceeds of  
€924. The sales resulted in an extraordinary after-tax gain of €659  
accounted for the shares of EADS received in the exchange at their (net of income tax expense of €481) and reduced debis’ remaining  
fair value on that date and recorded an extraordinary gain of  
3,009. The Group accounts for its 33% interest in EADS using the  
interest in debitel to 10%.  
equity method of accounting. DaimlerChrysler has the right to sell  
all of its ownership interest in EADS to certain French  
shareholders. This put option may be exercised immediately in the  
event of a voting deadlock on certain matters or at certain times  
after three years. The price is based on the average closing mid-  
market price of EADS shares during the 30 trading days prior to  
the exercise of the put option.  
The gains from each of the foregoing transactions are reported as  
extraordinary items because U.S. GAAP requires such presentation  
when a significant disposition of assets or businesses occurs  
within two years subsequent to accounting for a business  
combination using the pooling-of-interests method of accounting.  
In 1999 the Group extinguished €51 of long-term debt resulting in  
an extraordinary after tax loss of €19 (net of income tax benefit of  
€11).  
In 2000, Ballard Inc., a developer of fuel cells and related power  
generation systems, issued additional common shares to its  
shareholders. DaimlerChrysler elected not to purchase additional  
shares thereby reducing its ownership interest in Ballard to 19%.  
The dilution of its ownership interest resulted in an extraordinary  
gain of €73.  
In December 1998, DaimlerChrysler extinguished €257 of the  
outstanding 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  
extraordinary after tax loss of €129 (net of income tax benefit of  
78).  
8
8
NOTES TO CONSOLIDATED STATEMENTS OF INCOME  
Notes to the Consolidated balance sheets  
12. INTANGIBLE ASSETS AND PROPERTY,  
14. INVENTORIES  
PLANT AND EQUIPMENT, NET  
At December 31,  
Information with respect to changes in the Group’s intangible  
assets and property, plant and equipment is presented in the  
Consolidated Fixed Assets Schedule included herein. Intangible  
assets represent principally goodwill and intangible pension  
assets.  
2
000  
1999  
Raw materials and manufacturing supplies  
2,495  
5,232  
2,602  
6,285  
Work-in-process  
thereof relating to long-term contracts  
and programs in process 1,967 (1999: 2,000)  
Property, plant and equipment includes buildings, technical  
equipment and other equipment capitalized under capital lease  
agreements of €140 (1999: €368). Depreciation expense and  
impairment charges on assets under capital lease arrangements  
were €188 (1999: €32; 1998: €38).  
Finished goods, parts and products  
held for resale  
10,726  
309  
9,887  
Advance payments to suppliers  
518  
1
8,762  
19,292  
Less: Advance payments received  
thereof relating to long-term contracts  
and programs in process 608 (1999: 1 ,1 66)  
(2,479)  
(4,307)  
14,985  
13. EQUIPMENT ON OPERATING LEASES, NET  
16,283  
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, €32,639 represent automobiles and commercial vehicles  
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 €1,058  
(
1999: €26,409).  
(
1999: €691).  
Noncancellable future lease payments due from customers for  
equipment on operating leases at December 31, 2000 are as  
follows:  
1
5. TRADE RECEIVABLES  
2
2
2
2
2
001  
002  
003  
004  
005  
6,924  
4,663  
1,954  
678  
At December 31,  
2
000  
1999  
Receivable from sales of goods and services  
8,506  
8,859  
241  
Long-term contracts and programs, unbilled,  
net of advance payments received  
thereafter  
265  
200  
779  
14,725  
8
,706  
(711)  
,995  
9,638  
(798)  
8,840  
Allowance for doubtful accounts  
7
As of December 31, 2000, €261 of the trade receivables mature af-  
ter more than one year (1999: €469).  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 89  
16. RECEIVABLES FROM FINANCIAL SERVICES  
17. OTHER RECEIVABLES  
At December 31,  
At December 31,  
2
000  
1999  
2000  
1999  
Receivables from:  
Sales financing  
Finance leases  
Receivables from affiliated companies  
1,341  
1,379  
850  
1
37,193  
19,031  
32,696  
11,440  
44,136  
143  
Receivables from related companies )  
1,250  
Retained interests in sold receivables and  
subordinated asset backed certificates  
4,872  
4,006  
5
6,224  
177  
Initial direct costs  
Other receivables and other assets  
7,761  
15,353  
(957)  
7,592  
13,698  
(1,127)  
12,571  
Unearned income  
(8,021)  
1,183  
(5,977)  
1,032  
Unguaranteed residual value of leased assets  
Allowance for doubtful accounts  
4
9,563  
(890)  
39,334  
(599)  
14,396  
Allowance for doubtful accounts  
1
)
Related companies include entities which have a significant ownership in  
4
8,673  
38,735  
DaimlerChrysler or entities in which the Group holds a significant  
investment.  
As of December 31, 2000, €28,138 of the financing receivables  
mature after more than one year (1999: €21,194).  
As of December 31, 2000, €2,101 of the other receivables mature  
after more than one year (1999: €3,390).  
Sales financing and finance lease receivables consist of retail  
installment sales contracts secured by automobiles and  
commercial vehicles. Contractual maturities applicable to  
receivables from sales financing and finance leases in each of the  
years following December 31, 2000 are as follows:  
18. SECURITIES, INVESTMENTS AND LONG-TERM FINANCIAL  
ASSETS  
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:  
2
2
2
2
2
001  
002  
003  
004  
005  
22,235  
10,416  
8,249  
5,053  
2,662  
7,609  
At December 31,  
2
000  
1999  
Debt securities  
2,791  
601  
4,347  
938  
thereafter  
Equity securities  
Equity-based funds  
Debt-based funds  
5
6,224  
397  
1,191  
2,493  
8,969  
1,589  
Actual cash flows will vary from contractual maturities due to  
future sales of finance receivables, prepayments and charge-offs.  
5
,378  
9
0
NOTES TO THE CONSOLIDATED BALANCE SHEETS  
Carrying amounts and fair values of debt and equity securities  
included in securities and investments for which fair values are  
readily determinable are classified as follows:  
At December 31, 2000  
Unrealized  
At December 31, 1999  
Unrealized  
Fair  
Fair  
Cost  
value  
Gain  
Loss  
Cost  
value  
Gain  
Loss  
Available-for-sale  
Trading  
4,859  
451  
4,918  
460  
246  
9
187  
8,114  
487  
8,486  
483  
522  
150  
4
Securities  
5,310  
5,378  
255  
187  
8,601  
8,969  
522  
154  
Investments and long-term  
financial assets available-for-sale  
843  
1,304  
6,682  
737  
992  
276  
463  
296  
784  
488  
6
,153  
8,897  
9,753  
1,010  
154  
The aggregate costs, fair values and gross unrealized holding gains  
and losses per security class are as follows:  
At December 31, 2000  
Unrealized  
At December 31, 1999  
Unrealized  
Fair  
Fair  
Cost  
value  
Gain  
Loss  
Cost  
value  
Gain  
Loss  
Equity securities  
1,333  
1,880  
855  
308  
977  
1,662  
698  
13  
Debt securities issued by the German  
government and its agencies  
122  
24  
123  
25  
1
1
159  
20  
167  
20  
8
Municipal securities  
Debt securities issued by  
foreign governments  
652  
656  
5
1
1,682  
1,654  
13  
41  
Corporate debt securities  
Equity-based funds  
Debt-based funds  
536  
323  
537  
397  
6
80  
14  
5
6
1,234  
935  
1,210  
1,191  
2,495  
616  
276  
15  
24  
20  
46  
6
1,692  
178  
1,590  
180  
116  
1
2,526  
622  
Asset-backed securities  
Other marketable debt securities  
Available-for-sale  
3
842  
834  
18  
26  
463  
255  
255  
5,702  
451  
6,222  
460  
983  
9
8,410  
487  
9,270  
483  
1,010  
150  
4
Trading  
6,153  
6,682  
992  
463  
8,897  
9,753  
1,010  
154  
The estimated fair values of investments in debt securities, by  
contractual maturity, are shown below. Expected maturities may  
Proceeds from disposals of available-for-sale securities were  
€9,422 (1999: €2,481; 1998: €2,734). Gross realized gains from  
differ from contractual maturities because borrowers may have the sales of available-for-sale securities were €275 (1999: €627; 1998:  
right to call or prepay obligations with or without penalty.  
€98), while gross realized losses were €140 (1999: €4; 1998: €8).  
DaimlerChrysler uses the specific identification method as a basis  
for determining cost and calculating realized gains and losses.  
At December 31,  
Available-for-sale  
2000  
1999  
Other securities classified as cash equivalents were approximately  
Due within one year  
2,704  
735  
430  
76  
3,968  
1,806  
477  
4,300 and €5,400 at December 31, 2000 and 1999, respectively,  
Due after one year through five years  
Due after five years through ten years  
Due after ten years  
and consisted primarily of purchase agreements, commercial  
paper and certificates of deposit.  
166  
3,945  
6,417  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 91  
19. CASH AND CASH EQUIVALENTS  
22. STOCKHOLDERS’ EQUITY  
Cash and cash equivalents include €45 (1999: €338) of deposits  
with original maturities of more than three months.  
Number of shares issued and outstanding  
DaimlerChrysler had issued and outstanding 1,003,271,911  
registered, Ordinary Shares of no par value at December 31, 2000.  
Each share represents a nominal value of €2.60 of capital stock.  
2
0. ADDITIONAL CASH FLOW INFORMATION  
Special Distribution  
Liquid assets recorded under various balance sheet captions are as On May 27, 1998 the Daimler-Benz shareholders approved, and on  
follows:  
June 15, 1998 Daimler-Benz paid, a special distribution of €10.23  
€10.04 after adjustment to reflect the approximately 20% discount  
to market value at which the Daimler-Benz Ordinary Shares and  
ADS were sold in the rights offering) per Ordinary Share/ADS.  
(
At December 31,  
2
000  
1999  
1998  
Cash and cash equivalents  
originally maturing within 3 months  
Rights Offering  
7,082  
45  
8,761  
338  
6,281  
308  
In June 1998, Daimler-Benz issued to holders of Daimler-Benz  
Ordinary Shares, ADS and convertible debt securities, rights to  
acquire up to an aggregate of 52.4 million newly issued Daimler-  
Benz Ordinary Shares and on June 25, 1998, Daimler-Benz issued  
and sold 52.4 million Daimler-Benz Ordinary Shares for net  
proceeds of €3,827. The rights issued by Daimler-Benz entitled the  
holders to purchase Daimler-Benz Ordinary Shares at  
approximately a 20% discount to the market price of Daimler-Benz  
Ordinary Shares. Basic and diluted earnings per Ordinary Share  
Cash and cash equivalents  
originally maturing after 3 months  
Securities  
Other  
5,378  
5
8,969  
133  
12,160  
324  
12,510  
18,201  
19,073  
The following represents supplemental information with respect to have been restated to reflect the dilutive effect resulting from the  
cash flows:  
discount to market value at which the Daimler-Benz Ordinary  
Shares were sold in the rights offering.  
Year ended at December 31,  
2
000  
1999  
1998  
Treasury Stock  
In 2000, DaimlerChrysler purchased and re-issued approximately  
Interest paid  
5,629  
775  
3,315  
1,883  
2,553  
993  
1.4 million Ordinary Shares in connection with an employee share  
Income taxes paid  
purchase plan.  
During the second half of 1999, DaimlerChrysler purchased  
approximately 1.2 million of its Ordinary Shares and re-issued the  
shares to employees in connection with an employee share  
purchase plan.  
21. PREPAID EXPENSES  
Prepaid expenses are comprised of the following:  
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.  
At December 31,  
2
000  
1999  
Prepaid pension cost  
6,799  
1,108  
6,236  
978  
Preferred Stock  
Other prepaid expenses  
On July 24, 1998, Chrysler redeemed all of the outstanding  
Chrysler Depositary Shares representing its Series A Convertible  
Preferred Stock.  
7,907  
7,214  
As of December 31, 2000, €6,819 of the total prepaid expenses  
mature after more than one year (1999: €6,118).  
Authorized and conditional capital  
Through April 30, 2003, the Board of Management is authorized,  
upon approval of the Supervisory Board, to increase capital stock  
by a total of up to an aggregate nominal amount of €256 and to  
issue Ordinary Shares of up to an aggregate nominal amount of  
26 to employees.  
9
2
NOTES TO THE CONSOLIDATED BALANCE SHEETS  
In April 2000, the Group’s shareholders agreed to increase the  
nominal amount of capital stock per share from approximately  
nominal amount of €508 including 7,600,000 notes which may be  
converted into 0.86631 newly issuable shares before June 4, 2002.  
Notes not converted by this date will be mandatorily converted at a  
2.56 (originating from the conversion of Deutsche Marks into  
euros) to €2.60. This resulted in an increase of capital stock and an conversion rate between 0.86631 and 1.25625 Ordinary Shares per  
equivalent decrease of additional paid-in capital of €44. The  
conditional and authorized capital as described in the Articles of  
Association were adjusted accordingly. DaimlerChrysler is  
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 2000, 92 (1999: 665; 1998: 3,713) DaimlerChrysler  
authorized to issue convertible bonds and notes with warrants in a Ordinary Shares were issued upon exercise.  
nominal volume of up to €15,000 with a term of up to 20 years by  
April 18, 2005. The convertible bonds and notes with warrants  
shall grant to the holders or creditors option or conversion rights  
for new shares in DaimlerChrysler in a nominal amount not to  
exceed €300 of capital stock. DaimlerChrysler is also entitled to  
grant up to 96,000,000 rights (representing up to a nominal  
amount of approximately €250 of capital stock) with respect to the  
DaimlerChrysler Stock Option Plan by April 18, 2005. Finally,  
DaimlerChrysler is authorized through October 18, 2001, to  
acquire treasury stock for certain defined purposes up to a  
maximum nominal amount of €256 of capital stock, representing  
approximately 10% of issued and outstanding capital stock.  
During 1996, DaimlerChrysler Luxembourg Capital S.A., a wholly-  
owned subsidiary of DaimlerChrysler, issued 4.125% bearer notes  
with appertaining warrants due July 5, 2003, in the amount of  
€383 with a nominal value of €511 each, including a total of  
7,690,500 options which, on the basis of the option agreement (as  
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  
2000, options for the subscription of 10,416 (1999: 1,517,468; 1998:  
5,027,002) newly issued DaimlerChrysler Ordinary Shares have  
been exercised.  
Convertible notes  
Comprehensive income  
In June 1997, DaimlerChrysler issued 5.75% subordinated  
mandatory convertible notes due June 14, 2002 with a nominal  
amount of €66.83 per note. These convertible notes represent a  
The changes in the components of other comprehensive income  
(loss) are as follows:  
Year ended December 31,  
2
000  
1999  
Tax  
1998  
Tax  
Tax  
Pretax  
Effect  
Net  
Pretax  
Effext  
Net  
Pretax  
Effect  
Net  
Unrealized gains (losses) on securities:  
Unrealized holding gains (losses)  
(250)  
46  
(204)  
292  
(163)  
129  
659  
(354)  
305  
Reclassification adjustments for  
(
gains) losses included in net income  
61  
(6)  
40  
55  
(623)  
(331)  
313  
150  
(310)  
(181)  
(103)  
556  
57  
(46)  
259  
Net unrealized gains (losses)  
(189)  
(149)  
(297)  
Net gains (losses) on derivatives hedging  
variability of cash flows:  
Unrealized derivative gains (losses)  
(1,932)  
1,113  
978  
(954)  
546  
Reclassification adjustments for (gains)  
losses included in net income  
(567)  
Net derivative gains (losses)  
(819)  
1,474  
8
411  
(111)  
(2)  
(408)  
1,363  
6
2,431  
(13)  
2,431  
(8)  
(1,402)  
(2)  
(1,402)  
(1)  
Foreign currency translation adjustments  
Minimum pension liability adjustments  
Other comprehensive income (loss)  
5
1
474  
338  
812  
2,087  
155  
2,242  
(848)  
(296)  
(1,144)  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 93  
Miscellaneous  
Stock Appreciation-Based Plans  
Minority stockholders of Dornier GmbH have the right to exchange In the first half of 1999, DaimlerChrysler established a stock  
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.  
appreciation rights plan (the “SAR Plan 1999”) which provides  
eligible employees of the Group with the right to receive cash  
equal to the appreciation of DaimlerChrysler Ordinary Shares  
subsequent to the date of grant. The 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 SARs expire ten years from the grant date. The  
exercise price of a SAR is equal to the fair market value of  
DaimlerChrysler’s Ordinary Shares on the date of grant. On  
February 24, 1999, the Group issued 11.4 million SARs at an  
exercise price of €89.70.  
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  
reported in its statutory financial statements determined in  
accordance with the German commercial code  
(
Handelsgesetzbuch). For the year ended December 31, 2000,  
DaimlerChrysler management has proposed a distribution of  
2,358 (€2.35 per share) of the 2000 earnings of DaimlerChrysler  
AG as a dividend to the stockholders.  
As discussed below, in the second quarter of 1999  
DaimlerChrysler converted all options granted under its existing  
stock option plans from 1997 and 1998 into SARs.  
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  
2
3. STOCK-BASED COMPENSATION  
The Group currently has various stock appreciation rights (“SARs”) fixed stock options that were converted to DaimlerChrysler  
plans, two stock option plans and a performance-based stock award Ordinary Shares as of the consummation of the Merger. SARs  
plan. Prior to the Merger, Chrysler had both fixed stock option and  
performance-based stock compensation 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 interpretations.  
which replaced stock options that were exercisable at the time of  
the consummation of the Merger were immediately exercisable at  
the date of grant. SARs related to stock options that were not  
exercisable at the date of consummation of the Merger became  
exercisable in two installments; 50% on the six-month and one-  
year anniversaries of the consummation date.  
A summary of the activity related to the Group’s SAR plans as of  
and for the years ended December 31, 2000, 1999 and 1998 is  
presented below (SARs in millions):  
2
000  
1999  
Weighted-avg.  
1998  
Weighted-avg.  
Weighted-avg.  
Number exercise  
Number exercise  
Number  
of SARs  
exercise  
price  
of SARs  
price  
of SARs  
price  
Outstanding at beginning  
of year  
45.8  
€80.25  
22.2  
11.4  
€64.58  
89.70  
Granted  
22.3  
64.58  
Exchange of Stock Options  
for SARs  
15.2  
79.79  
Exercised  
(.)  
(1.3)  
44.5  
82.42  
78.52  
82.87  
(2.2)  
(0.8)  
45.8  
64.91  
76.07  
80.25  
(0.1)  
64.58  
Forfeited  
Outstanding at year-end  
22.2  
64.58  
SARs exercisable  
at year-end  
33.6  
€80.63  
26.8  
€72.77  
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 perfor-  
mance period is based on the degree of achievement of corporate  
goals. The Group issued 0.7 million performance-based stock  
awards in both 2000 and 1999.  
9
4
NOTES TO THE CONSOLIDATED BALANCE SHEETS  
Compensation expense or benefit on SARs and performance-based  
stock awards is recorded based on changes in the market price of  
DaimlerChrysler Ordinary Shares and, in the case of performance-  
based stock awards, the attainment of certain performance goals.  
For the years ended December 31, 2000 and 1999, the Group  
recognized compensation benefit of €44 and €106, respectively,  
and for the year ended December 31, 1998 recognized  
compensation expense of €251 for SARs and performance-based  
stock awards.  
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 for the purchase  
of DaimlerChrysler Ordinary Shares to certain members of  
management. The options granted under the Plans are evidenced  
by non-transferable convertible bonds with a principal amount of  
€511 per bond due ten years after issuance. During certain  
specified periods each year, each convertible bond may be  
converted into 201 DaimlerChrysler Ordinary Shares, if the market  
price per share on the day of conversion is at least 15% higher  
than the predetermined conversion price and the options (granted  
in 1998 and 1997) have been held for a 24 month waiting period.  
The specific terms of these plans are as follows:  
Stock Option Plans  
In April 2000, the Group’s shareholders approved the  
DaimlerChrysler Stock Option Plan 2000 (the “Plan”) which  
provides for the granting of stock options for the purchase of  
DaimlerChrysler Ordinary Shares to eligible employees. Options  
granted under the Plan are exercisable at a reference price per  
DaimlerChrysler Ordinary Share determined by the Supervisory  
Board plus a 20% premium. The options become exercisable in  
equal installments on the second and third anniversaries from the  
date of grant. All unexercised options expire ten years from the  
date of grant. If the market price per DaimlerChrysler Ordinary  
Share on the date of exercise is at least 20% higher than the  
reference price, the holder is entitled to receive a cash payment  
equal to the original exercise premium of 20%. During the first  
half of 2000, the Group issued 15.2 million options at a reference  
price of €62.30. In May 2000, certain shareholders challenged the  
approval of the Plan at the stockholders’ meeting on April 19,  
Stated  
interest  
rate  
Conversion  
price  
Bonds granted in  
Due  
1
996  
997  
998  
July 2006  
July 2007  
July 2008  
5.9%  
€42.62  
€65.90  
€92.30  
1
5.3%  
4.4%  
1
In the second quarter of 1999, DaimlerChrysler converted all  
options 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.  
2
000. In October 2000, a regional court in Stuttgart (the  
Landgericht) dismissed the case. The shareholders have  
subsequently appealed the decision.  
Analysis of the stock options issued to eligible employees is as  
follows (options in millions):  
2
000  
1999  
1998  
Average  
Average  
Average  
Number of conversion Number of conversion Number of conversion  
Stock  
price per  
share  
Stock  
price per  
share  
Stock  
price per  
share  
Options  
Options  
Options  
Balance at beginning of year  
Options granted  
Bonds sold  
0.1  
15.2  
€42.62  
15.5  
€79.63  
7.5  
€65.60  
74.76  
8.2  
(.)  
92.30  
42.62  
Converted  
Forfeited  
(.)  
74.76  
Repayment  
(0.2)  
(15.2)  
0.1  
0.1  
79.10  
79.79  
42.62  
€42.62  
(0.2)  
72.22  
Exchanged for SARs  
Outstanding at year-end  
Exercisable at year-end  
15.3  
0.1  
74.65  
€42.62  
15.5  
0.1  
79.63  
€42.62  
Compensation expense of €13 was recognized in 2000 in  
connection with the stock option plans (1998: €38). No  
compensation expense was recognized in 1999.  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 95  
Chrysler Fixed Stock Option Compensation Plans  
The fair value of the DaimlerChrysler stock options issued in  
conjunction with the 2000 and 1998 Stock Option Plans was  
calculated at the grant date based on a trinomial tree option  
pricing model which considers the terms of the issuance. The  
underlying assumptions and the resulting fair value per option are  
as follows (at grant dates):  
A summary of the status of fixed stock option grants under  
Chrysler’s stock-based compensation plans as of and for the year  
ended December 31, 1998 is presented below (options in millions):  
1
998  
Chrysler Weighted-  
shares average  
under conversion  
2
000  
1998  
option  
price  
Expected dividend yield  
Expected volatility  
3.8 %  
25.0 %  
4.8 %  
3
2.45 %  
35.2 %  
4.09 %  
2
Outstanding at beginning of year  
Granted  
30.7  
9.2  
$27.71  
39.82  
23.38  
30.60  
31.24  
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
Exercised  
(3.8)  
(0.1)  
(36.0)  
€ 9.50  
€19.38  
Forfeited  
Converted to DaimlerChrysler shares  
Outstanding at end of year  
Options exercisable at year-end  
The fair value of each Chrysler fixed stock option grant is  
estimated on the date of grant using the Black-Scholes option-  
pricing model with the following weighted-average assumptions  
used for grants and resulting fair values in 1998:  
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.  
1
998  
Expected dividend yield  
Expected volatility  
4.0 %  
29 %  
5.7 %  
5
Chrysler Performance-Based Stock Compensation Plan  
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
Chrysler’s stock-based compensation plans also provided for the  
awarding of Performance Shares, which rewarded attainment of  
performance objectives. Performance Shares were awarded at the  
commencement of a performance cycle (two to three years) to each  
eligible executive (officers and a limited number of senior  
executives). At the end of each cycle, participants earned no  
Performance Shares or a number of Performance Shares, ranging  
from a set minimum to a maximum of 150% of the award for that  
cycle, as determined by a committee of Chrysler’s Board of  
Directors based on the Chrysler’s performance in relation to the  
$9.20  
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  
performance goals established at the beginning of the performance Performance Share grants were vested as of the date of the  
cycle.  
Merger, for purposes of SFAS 123, all remaining compensation  
expense was recognized in 1998.  
Compensation expense recognized for Performance Share awards  
was €65 for 1998. Unearned Chrysler Performance Share awards  
outstanding at the date of the Merger were 1.9 million. As a result  
of the Merger, all Performance Shares were vested and converted  
into DaimlerChrysler Ordinary Shares.  
Miscellaneous  
If compensation expense for stock-based compensation had been  
based upon the fair value at the grant date, consistent with the  
methodology prescribed under SFAS 123, “Accounting for Stock  
Based Compensation,” the Group’s net income and basic and  
diluted earnings per share would have been reduced by  
approximately €12 and €127 (basic earnings per share: €0.01 and  
0.13; diluted earnings per share: €0.01 and €0.13) in 2000 and  
1998, respectively. No additional compensation expense would  
have been recorded for the year ended December 31, 1999 under  
SFAS 123.  
9
6
NOTES TO THE CONSOLIDATED BALANCE SHEETS  
2
4. ACCRUED LIABILITIES  
At December 31, 2000, plan assets were invested in diversified  
portfolios that consisted primarily of debt and equity securities, in-  
cluding 8.2 million shares of DaimlerChrysler Ordinary Shares  
with a market value of €361 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  
benefits and administer the plans.  
Accrued liabilities are comprised of the following:  
At December 31,  
1999  
2
000  
Due after  
one year  
Due after  
Total  
Total  
one year  
Pension plans and similar  
obligations (see Note 24a)  
The following information with respect to the Group’s pension  
plans is presented by German Plans and Non-German Plans  
11,151  
2,192  
10,200  
474  
14,048  
2,281  
13,075  
77  
Income and other taxes  
Other accrued liabilities  
(
principally comprised of plans in the U.S.):  
At December 31,  
At December 31,  
1999  
(
see Note 24b)  
23,098  
7,901  
21,366  
37,695  
7,813  
2
000  
36,441  
18,575  
20,965  
Non-  
German  
Plans  
Non-  
German  
Plans  
German  
German  
Plans  
Plans  
a) Pension plans and similar obligations  
Pension plans and similar obligations are comprised of the  
following components:  
Change in Projected  
benefit obligations:  
Projected benefit  
obligations at  
At December 31,  
2
000  
1999  
beginning of year  
13,123  
19,578  
1,403  
12,599  
16,010  
2,664  
Foreign currency  
exchange rate changes  
Pension liabilities (pension plans)  
1,838  
5,588  
Accrued postretirement health and life  
insurance benefits  
Service cost  
242  
696  
433  
1,570  
148  
267  
756  
430  
1,185  
1,983  
(2,142)  
8,636  
677  
7,756  
Interest cost  
Other benefit liabilities  
704  
Plan amendments  
Actuarial gains  
Dispositions  
2
11,151  
14,048  
(732)  
(3,365)  
144  
(257)  
(31)  
(28)  
Acquisitions and other  
Benefits paid  
411  
68  
518  
In the fourth quarter of 1999, DaimlerChrysler AG established the  
DaimlerChrysler Pension Trust” to provide for future pension  
benefit payments in Germany. DaimlerChrysler AG contributed  
4,059 of securities to the Pension Trust, thereby reducing  
(531)  
(1,377)  
(539)  
(1,070)  
Projected benefit obliga-  
tions at end of year  
9,579  
21,878  
13,123  
19,578  
accrued pension liabilities. In 2000, DaimlerChrysler AG  
contributed an additional €1,419 of cash and securities to the  
Pension Trust. The reduction of the pension liabilities in 2000  
principally results from the transactions involving dSH and  
DaimlerChrysler Aerospace.  
Change in plan assets:  
Fair value of plan assets  
at beginning of year  
7,034  
25,823  
1,897  
2,898  
19,424  
3,309  
Pension Plans  
Foreign currency  
exchange rate changes  
The Group provides pension benefits to substantially all of its  
hourly and salaried employees. Plan benefits are principally based  
upon years of service. Certain pension plans are based on salary  
earned in the last year or last five years of employment while  
others are fixed plans depending on ranking (both wage level and  
position).  
Actual return on plan  
assets  
458  
(755)  
30  
226  
3,463  
166  
Employer contributions  
1,419  
4,059  
Plan participant  
contributions  
29  
27  
Dispositions  
(579)  
(15)  
303  
498  
Acquisitions and other  
Benefits paid  
(409)  
(1,365)  
(149)  
(1,064)  
Fair value of plan assets at  
end of year  
7,908  
25,962  
7,034  
25,823  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 97  
A reconciliation of the funded status to the amounts recognized in  
the consolidated balance sheets is as follows:  
At December 31,  
At December 31,  
1999  
2
000  
Non-  
German  
Plans  
Non-  
German  
Plans  
German  
German  
Plans  
Plans  
Funded status*)  
1,671  
(123)  
(4,084)  
1,102  
6,089  
(6,245)  
3,859  
Unrecognized acturarial  
net gains (losses)  
(691)  
(7)  
Unrecognized prior  
service cost  
(8)  
(3,496)  
(3,530)  
Unrecognized net  
obligation at date of  
initial application  
(153)  
(252)  
Net amount recognized  
1,540  
(6,631)  
5,391  
(6,168)  
Amounts recognized in  
the consolidated balance  
sheets consist of:  
Prepaid pension cost  
(6,799)  
(6,236)  
Accrued pension  
liability  
1,540  
298  
(95)  
5,391  
197  
(98)  
Intangible assets  
Accumulated other  
comprehensive  
income  
(35)  
(31)  
Net amount recognized  
1,540  
(6,631)  
5,391  
(6,168)  
*) Difference between the projected benefit obligations and the fair value of  
plan assets.  
The measurement dates for the Group’s pension plans in Germany  
are September 30 and in the U.S. are November 30 or December  
31. 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  
economic conditions of the country in which the pension plans are  
situated. The weighted-average assumptions used in calculating  
the actuarial values for the principal pension plans were as follows  
(
in %):  
German Plans  
Non-German Plans  
2
000  
1999  
1998  
2000  
1999  
1998  
Weighted-average assumptions:  
Discount rate  
6.5  
7.9  
3.0  
6.0  
7.7  
2.8  
6.0  
7.7  
3.0  
7.7  
10.2  
5.5  
7.5  
9.8  
5.9  
6.5  
9.8  
6.0  
Expected return on plan assets  
Rate of compensation increase  
9
8
NOTES TO THE CONSOLIDATED BALANCE SHEETS  
The components of net periodic pension cost were as follows:  
2
000  
1999  
Non-  
1998  
Non-  
Non-  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
Service cost  
242  
696  
433  
1,570  
267  
756  
430  
1,185  
258  
732  
429  
1,033  
Interest cost  
Expected return on plan assets  
Amortization of:  
(625)  
(2,487)  
(223)  
(1,872)  
(203)  
(1,514)  
Unrecognized net actuarial losses (gains)  
Unrecognized prior service cost  
Unrecognized net obligation  
Other  
3
1
(18)  
371  
146  
(6)  
1
41  
214  
129  
2
(2)  
80  
187  
126  
3
1
1
(3)  
782  
Net periodic pension cost  
318  
9
802  
129  
344  
The projected benefit obligations and fair value of plan assets for  
pension plans with accumulated benefit obligations in excess of  
plan assets were €1,764 and €343, respectively, as of December 31,  
The following information is presented with respect to the Group’s  
postretirement benefit plans:  
At December 31,  
2
000 and €13,934 and €7,818, respectively, as of December 31,  
2
000  
1999  
1999.  
Change in accumulated postretirement benefit  
obligations:  
Other Postretirement Benefits  
Certain DaimlerChrysler operations in the U.S. and Canada  
provide postretirement health and life insurance benefits to their  
employees. Upon retirement from DaimlerChrysler the employees  
may become eligible for continuation of these benefits. The  
benefits and eligibility rules may be modified periodically.  
Accumulated postretirement benefit  
obligations at beginning of year  
10,527  
9,886  
Foreign currency exchange rate changes  
Service cost  
829  
208  
873  
1,645  
209  
Interest cost  
702  
At December 31, 2000, plan assets were invested in diversified  
portfolios that consisted primarily of debt and equity securities.  
Plan amendments  
444  
523  
107  
246  
Actuarial (gains) losses  
Acquisitions and other  
Benefits paid  
(1,687)  
51  
(654)  
(525)  
Accumulated postretirement benefit  
obligations at end of year  
12,857  
10,527  
Change in plan assets:  
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual return on plan assets  
Employer contributions  
2,816  
224  
(55)  
16  
1,574  
273  
241  
732  
(4)  
Benefits paid  
(6)  
Fair value of plan assets at end of year  
2,995  
2,816  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 99  
A reconciliation of the funded status to the amounts recognized in  
the consolidated balance sheets is as follows:  
The following schedule presents the effects of a one-percentage-  
point change in assumed health care cost trend rates:  
At December 31,  
1-Percen- 1-Percen-  
tage  
tage  
2
000  
1999  
Point  
Point  
Increase Decrease  
Funded status*)  
9,862  
(270)  
(956)  
8,636  
7,711  
574  
Unrecognized acturarial net gains (losses)  
Unrecognized prior service cost  
Net amount recognized  
Effect on total of service and interest cost  
components  
(529)  
7,756  
141  
(115)  
Effect on accumulated postretirements benefit  
obligations  
1,395  
(1,163)  
*) Difference between the accumulated postretirement obligations and the  
fair value of plan assets.  
Assumed discount rates and rates of increase in remuneration  
used in calculating the accumulated postretirement benefit  
obligations 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  
calculating the actuarial values for the postretirement benefit  
plans were as follows (in %):  
Prepaid Employee Benefits  
In 1996 DaimlerChrysler established a Voluntary Employees’  
Beneficiary Association (“VEBA”) trust for payment of non-pension  
employee benefits. At December 31, 2000 and 1999, the VEBA had  
a balance of €3,586 and €3,231, respectively, of which €2,864 and  
€2,698, respectively, were designated and restricted for the  
payment of postretirement health care benefits. Contributions to  
the VEBA trust during the years ended December 31, 1999 and  
2
000  
1999  
1998  
1998 were €727 and €292, respectively. No contributions to the  
VEBA trust were made in 2000.  
Weighted-average assumptions as  
of December 31:  
b) Other accrued liabilities  
Other accrued liabilities consisted of the following:  
Discount rate  
7.7  
7.7  
6.5  
Expected return on plan assets  
10.4  
7.5  
10.0  
10.0  
At December 31,  
Health care inflation rate in  
following (or “base”) year  
2000  
1999  
5.8  
5.0  
6.0  
5.0  
Accrued warranty costs and price risks  
7,715  
804  
7,505  
993  
Ultimate health care inflation  
rate (2005)  
5.0  
Accrued losses on uncompleted contracts  
Restructuring  
260  
595  
Accrued personnel and social costs  
2,503  
3,588  
8,228  
3,098  
3,409  
2,429  
6,435  
21,366  
The components of net periodic postretirement benefit cost were  
as follows:  
Accrued sales incentives  
Other  
2
000  
1999  
1998  
2
Service cost  
208  
873  
209  
702  
189  
646  
(6)  
Interest cost  
Additions to and refunds from the accrued liability for sales  
incentives amounted to €8,386 and €7,413, respectively, for the  
year ended December 31, 2000.  
Expected return on plan assets  
Amortization of:  
(308)  
(169)  
Unrecognized net actuarial losses  
Unrecognized prior service cost  
Other  
5
54  
(2)  
10  
31  
14  
23  
Net periodic postretirement benefit  
cost  
830  
783  
866  
1
00 NOTES TO THE CONSOLIDATED BALANCE SHEETS  
Accruals for restructuring comprise certain employee termination  
benefits and costs which are directly associated with plans to exit  
specified activities. The changes in these provisions are  
summarized as follows:  
25. FINANCIAL LIABILITIES  
At December 31,  
2
000  
1999  
Termination  
benefits  
Exit  
Total  
Notes/Bonds  
8,094  
19,917  
6,294  
345  
7,892  
20,879  
5,941  
466  
costs  
liabilities  
Commercial paper  
Liabilities to financial institutions  
Liabilities to affiliated companies  
Loans, other financial liabilities  
Balance at January 1, 1998  
Utilizations and transfers  
Reductions  
555  
(242)  
(12)  
259  
560  
(321)  
(15)  
183  
173  
(110)  
(19)  
31  
728  
(352)  
(31)  
205  
257  
Liabilities from capital lease and  
residual value guarantees  
Additions  
290  
635  
(300)  
(24)  
284  
595  
(285)  
(77)  
27  
985  
1,286  
Balance at December 31, 1998  
Utilizations and transfers  
Reductions  
75  
Short-term financial liabilities  
21  
(due within one year)  
35,840  
36,721  
(9)  
Maturities  
Additions  
101  
188  
(56)  
(34)  
11  
Notes/Bonds  
of which due in more than five years:  
2002–  
2097  
40,773  
6,800  
149  
21,440  
5,398  
145  
Balance at December 31, 1999  
Utilizations and transfers  
Reductions  
407  
(229)  
(43)  
16  
7,673 (1999: 5,781)  
Liabilities to financial institutions  
of which due in more than five years:  
2002–  
2019  
Additions  
2,088 (1999: 2,455)  
Balance at December 31, 2000  
151  
109  
260  
Liabilities to affiliated companies  
of which due in more than five years:  
– (1999: –)  
In connection with the Group’s restructuring, provisions were re-  
corded for termination benefits of €16 (1999: €183; 1998: €259), in  
Loans, other financial liabilities  
of which due in more than five years:  
118  
192  
2
000 principally within the Automotive Business of the former  
51 (1999: 53)  
Daimler-Benz Group, in 1999 principally within directly managed  
businesses and DaimlerChrysler Aerospace and in 1998  
principally within the Automotive Business of the former Daimler-  
Benz Group and DaimlerChrysler Aerospace. In connection with  
these restructuring efforts, the Group effected workforce  
Liabilities from capital lease and  
residual value guarantees  
of which due in more than five years:  
1,103  
592  
226 (1999: 258)  
reductions of approximately 2,600 employees (1999: 2,400; 1998:  
Long-term financial liabilities  
48,943  
27,767  
64,488  
7,100) and paid termination benefits of €135 (1999: €239; 1998:  
84,783  
413), of which €120 (1999: €168; 1998: €242) were charged  
against previously established liabilities. At December 31, 2000  
the Group had liabilities for estimated future terminations for  
approximately 3,700 employees.  
Weighted average interest rates for notes/bonds, commercial paper  
and liabilities to financial institutions are 7.0%, 6.3% and 5.6%,  
respectively, at December 31, 2000.  
Exit costs in 2000, 1999 and 1998 primarily result from the  
restructuring of directly managed businesses.  
Commercial paper is denominated in euros and U.S. dollars and  
includes accrued interest. Bonds and liabilities to financial  
institutions are largely secured by mortgage conveyance, liens and  
assignment of receivables of approximately €1,858 (1999: €1,599).  
(
in millions of €, except per share amounts)  
NOTES TO THE CONSOLIDATED BALANCE SHEETS 101  
Aggregate nominal amounts of financial liabilities maturing during  
the next five years and thereafter are as follows:  
2
001  
2002  
2003  
2004  
2005  
there-  
after  
Financial liabilities  
35,784  
16,123  
8,989  
4,823  
7,975  
10,895  
At December 31, 2000, the Group had unused short-term credit  
lines of €15,216 (1999: €12,821) and unused long-term credit lines  
of €12,819 (1999: €11,046). The credit lines include an $18 billion  
revolving credit facility with a syndicate of international banks.  
The credit agreement is comprised of a multi-currency revolving  
credit facility which allows DaimlerChrysler AG and several  
subsidiaries to borrow up to $5 billion until 2006 and a revolving  
credit facility which allows DaimlerChrysler North America  
Holding Corporation, a wholly-owned subsidiary of  
DaimlerChrysler AG, to borrow up to $13 billion ($6 billion until  
2004 and $7 billion until 2001). The $13 billion revolving credit  
facility serves as a back-up for commercial paper drawings.  
2
6. TRADE LIABILITIES  
At December 31, 2000  
At December 31, 1999  
Due after Due after  
one year five years  
Due after Due after  
one year five years  
Total  
Total  
Trade liabilities  
15,257  
33  
1
15,786  
26  
1
2
7. OTHER LIABILITIES  
At December 31, 2000  
Due after Due after  
one year five years  
At December 31, 1999  
Due after Due after  
one year five years  
Total  
Total  
Liabilities to affiliated companies  
Liabilities to related companies  
Other liabilities  
536  
794  
1
1
411  
1,193  
56  
3
56  
8,291  
1,283  
1,284  
161  
162  
8,682  
10,286  
229  
288  
9
9
,621  
65  
In 1999, liabilities to related companies were primarily obligations  
to Airbus Industrie G.I.E., Toulouse.  
28. DEFERRED INCOME  
As of December 31, 2000, €1,057 of the total deferred income is to  
be recognized after more than one year (1999: €907).  
As of December 31, 2000, other liabilities include tax liabilities of  
683 (1999: €871) and social benefits due of €713 (1999: €758).  
1
02 NOTES TO THE CONSOLIDATED BALANCE SHEETS  
Other Notes  
2
9. LITIGATION AND CLAIMS  
A number of shareholder lawsuits are pending in the United States Contingent liabilities principally represent guarantees of  
against DaimlerChrysler and certain members of its Supervisory  
Board and Board of Management that allege the defendants  
violated U.S. securities law and committed fraud in obtaining  
approval from Chrysler stockholders for the business combination  
between Chrysler and Daimler-Benz AG in 1998. The complaints  
seek relief ranging from substantial monetary damages to  
rescinding the business combination. DaimlerChrysler believes  
that these claims are without merit and intends to defend against  
them vigorously.  
indebtedness of non-consolidated affiliated companies and third  
parties and commitments by Group companies as to contractual  
performance by joint venture companies and certain non-  
incorporated companies, partnerships and project groups.  
DaimlerChrysler is subject to potential liability under government  
regulations and various claims and legal actions which are  
pending or may be asserted against DaimlerChrysler concerning  
environmental matters. Estimates of future costs of such  
environmental matters are inevitably imprecise due to numerous  
uncertainties, including the enactment of new laws and  
Various other claims and legal proceedings have been asserted or  
instituted against the Group, including some purporting to be class regulations, the development and application of new technologies,  
actions, and some which demand large monetary damages or other the identification of new sites for which DaimlerChrysler may have  
relief which could result in significant expenditures. Litigation is  
subject to many uncertainties, and the outcome of individual  
matters 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  
effect on the Group’s consolidated operating results for the  
particular reporting period in which an adjustment of the  
estimated reserve is recorded, the Group believes that any  
resulting adjustment should not materially affect its consolidated  
financial position.  
remediation responsibility and the apportionment and collectibility  
of remediation costs among responsible parties.  
DaimlerChrysler establishes reserves for these environmental  
matters when a loss is probable and reasonably estimable. It is  
reasonably 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 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  
resulting adjustment should not materially affect its consolidated  
financial position.  
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  
3
0. COMMITMENTS AND CONTINGENCIES  
Contingencies are presented at their contractual values and  
include the following:  
At December 31,  
2
000  
1999  
uncertainties, including the enactment of new laws and  
Guarantees  
8,018  
21  
6,026  
33  
regulations, the number of vehicles affected by a service or recall  
action, and the nature of the corrective action which may result in  
adjustments to the established reserves. It is reasonably possible  
that the ultimate cost of these service and recall actions may  
require DaimlerChrysler to make expenditures, in excess of  
established reserves, over an extended period of time and in a  
range of amounts that cannot be reasonably estimated. Although  
the ultimate cost of these service and recall actions could have a  
material effect on DaimlerChrysler’s consolidated operating results  
for the particular reporting period in which an adjustment of the  
estimated reserve is recorded, DaimlerChrysler believes that any  
such adjustment should not materially affect its consolidated  
financial position.  
Notes payable  
Contractual guarantees  
Pledges of indebtedness of others  
354  
455  
303  
373  
8,848  
6,735  
(
in millions of €, except per share amounts)  
OTHER NOTES 103  
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  
committed volumes are not purchased. As discussed in Note 6, the  
Group’s smart division recorded charges of €255 in December 2000  
related to fixed cost reimbursement agreements with suppliers. The  
Group has also committed to investments in the construction and  
maintenance of production facilities to a usual extent.  
Based on regulations issued by regulatory authorities for financial  
institutions, the Group has established guidelines for risk  
assessment procedures and controls for the use of financial  
instruments, including a clear segregation of duties with regard to  
operating financial activities, settlement, accounting and  
controlling.  
Market risk in portfolio management is quantified according to the  
“value-at-risk” method which is commonly used among banks.  
Using historical variability of market values, potential changes in  
value resulting from changes of market prices are calculated on  
the basis of statistical methods. The maximum acceptable market  
risk is established by the board of management in the form of risk  
Total rentals under operating leases, charged as an expense in the  
statement of income, amounted to €881 (1999: €964; 1998: €984).  
Future minimum lease payments under rental and lease  
agreements which have initial or remaining terms in excess of one capital, approved for a period not exceeding one year. Adherence to  
year at December 31, 2000 are as follows:  
risk capital limitations is regularly monitored.  
Operating  
leases  
b) 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  
reference to available market information at the balance sheet date  
and the valuation methodologies discussed below. Considering the  
variability of their value-determining factors, the fair values  
presented herein may not be indicative of the amounts that the  
Group could realize under current market conditions.  
2
2
2
2
2
001  
002  
003  
004  
005  
590  
429  
339  
258  
194  
725  
thereafter  
The carrying amounts and fair values of the Group’s financial  
instruments are as follows:  
At December 31,  
At December 31,  
31. INFORMATION ABOUT FINANCIAL INSTRUMENTS AND  
2000  
1999  
Carrying  
Fair  
Carrying  
Fair  
DERIVATIVES  
amount  
value  
amount  
value  
a) Use of financial instruments  
The Group conducts business on a global basis in numerous major  
international currencies and is, therefore, exposed to adverse  
movements in foreign currency exchange rates. The Group also  
issues bonds, commercial paper and medium-term-notes in various  
currencies. As a consequence of issuing these types of financial  
instruments, the Group may be exposed to risks from changes in  
interest and currency exchange rates. In the course of day-to-day  
financial management, DaimlerChrysler purchases financial  
instruments, such as financial investments, variable- and fixed-  
interest bearing securities and equity securities. DaimlerChrysler  
uses derivative financial instruments to reduce various types of  
market risks. Without the use of these instruments the Group’s  
market risks would be higher.  
Financial instruments  
other than derivative  
instruments):  
(
Assets:  
Financial assets  
1,930  
1,930  
1,360  
1,360  
Receivables from  
financial services  
48,673  
5,378  
49,377  
5,378  
38,735  
8,969  
38,835  
8,969  
Securities  
Cash and cash  
equivalents  
7,127  
5
7,127  
5
9,099  
133  
9,099  
133  
Other  
Liabilities:  
Financial liabilities  
Derivative instruments:  
Assets:  
84,783  
86,265  
64,488  
64,954  
Currency contracts  
Interest rate contracts  
Liabilities:  
306  
556  
306  
556  
57  
34  
74  
348  
Currency contracts  
Interest rate contracts  
1,257  
1,004  
1,257  
1,004  
944  
61  
2,109  
590  
1
04 OTHER NOTES  
In determining the fair values of derivative instruments at  
December 31, 1999, certain compensating effects from underlying  
transactions (e.g. firm commitments and anticipated transactions)  
were not taken into consideration. At December 31, 1999, the  
Group had deferred net unrealized losses on forward foreign  
exchange contracts and options of €(1,148), purchased  
c) Notional amounts (prior to SFAS 133) and credit risk  
The contract or notional amounts shown below do not always  
represent amounts exchanged by the parties and, thus, are not  
necessarily a measure for the exposure of DaimlerChrysler  
through its use of derivatives.  
against firm foreign currency denominated sales commitments.  
At December 31, 1999 the notional amounts of off-balance sheet  
financial instruments were as follows:  
The carrying amounts of cash and other receivables approximate  
fair values due to the short-term maturities of these instruments.  
Currency contracts  
28,974  
25,911  
The methods and assumptions used to determine the fair values of  
other financial instruments are summarized below:  
Interest rate contracts  
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.  
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.  
Receivables from Financial Services – The carrying amounts of  
variable rate finance receivables were estimated to approximate  
fair value since they are priced at current market rates. The fair  
values of fixed rate finance receivables were estimated by  
d) Accounting for and reporting of financial instruments  
discounting expected cash flows using the current interest rates at (other than derivative instruments)  
which comparable loans with identical maturity would be made as  
of December 31, 2000 and 1999.  
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  
revenues. Interest expense on financial liabilities related to leasing  
and sales financing activities are recognized as cost of sales.  
The carrying amounts of the financial instruments (other than  
derivative instruments) are included in the consolidated balance  
sheets under their related captions.  
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 interest rates.  
Financial Liabilities  The fair value of publicly traded debt was  
estimated using quoted market prices. The fair values of other  
long-term notes and bonds were estimated by discounting future  
cash flows using interest rates currently available for debt with  
identical 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.  
Interest Rate Contracts – The fair values of existing instruments to  
hedge interest rate risks (e.g. interest rate swap agreements) were  
estimated by discounting expected cash flows using market  
interest rates over the remaining term of the instrument. Interest  
rate options are valued on the basis of quoted market prices or on  
estimates based on option pricing models.  
Currency Contracts  The fair values of forward foreign exchange  
contracts were based on European Central Bank reference  
exchange rates adjusted for the respective interest rate  
differentials (premiums or discounts). Currency options were  
valued on the basis of quoted market prices or on estimates based  
on option pricing models.  
(
in millions of €, except per share amounts)  
OTHER NOTES 105  
e) Accounting for and reporting of derivative instruments  
and hedging activities (SFAS 133)  
The Group assesses interest rate risk by continually identifying  
and monitoring changes in interest rate exposures that may  
adversely impact expected future cash flows and by evaluating  
hedging opportunities. The Group maintains risk management  
control systems independent of Corporate Treasury to monitor  
interest rate risk attributable to both DaimlerChrysler’s  
outstanding or forecasted debt obligations as well as its offsetting  
hedge positions. The risk management control systems involve the  
use of analytical techniques, including value-at-risk analyses, to  
Foreign Currency Risk Management  
As a consequence of the global nature of DaimlerChrysler’s  
businesses, its operations and its reported financial results and  
cash flows are exposed to the risks associated with fluctuations in  
the exchange rates between the euro, the U.S. dollar and other  
world currencies. DaimlerChrysler’s businesses are exposed to  
transaction risk whenever revenues are denominated in a currency estimate the expected impact of changes in interest rates on the  
other than the currency in which the costs relating to those  
revenues are incurred. This risk exposure primarily affects the  
Mercedes-Benz Passenger Cars & smart segment. In that segment,  
revenues are denominated in the currencies of the countries in  
which cars are sold, but manufacturing costs are denominated  
primarily in euros.  
Group’s future cash flows.  
The Group also holds investments in various equity and fixed  
income securities to improve the return on its liquidity. These  
securities subject DaimlerChrysler to risks due to changes in  
quoted market prices. Management believes it is prudent to limit  
the variability of a portion of the potential changes in market  
prices. To a much lesser extent than the risks from changing  
interest rates, DaimlerChrysler uses derivative financial  
In order to mitigate the impact of currency exchange rate  
fluctuations, DaimlerChrysler continually assesses its exposure to  
currency risks and hedges a portion of those risks through the use instruments including futures and options to manage the risks  
of derivative financial instruments, principally forward foreign  
exchange contracts and currency options. The Group does not  
enter into these types of derivative financial instruments for  
purposes other than risk management. Responsibility for  
managing DaimlerChrysler’s currency exposures and use of  
currency derivatives is centralized within the Group’s Currency  
Committee. The Currency Committee is comprised of members of  
senior management from each of the respective business units as  
well as from Corporate Treasury and Risk Controlling. Decisions  
concerning foreign currency hedging taken by the Currency  
Committee are implemented by Corporate Treasury. Risk  
Controlling regularly informs the Board of Management of the  
decisions of the Currency Committee as well as the actions of  
Corporate Treasury.  
arising from changes in equity prices.  
The Group assesses equity price risk and fixed income securities  
price risk (interest rate risk) by continually monitoring changes in  
key economic, industry and market information and maintains risk  
management control systems independent of Corporate Treasury  
to monitor risks attributable to both DaimlerChrysler’s  
investments as well as its offsetting hedge positions. The risk  
management control systems involve the use of analytical  
techniques, including value-at-risk analyses, to estimate the  
potential loss and manage the risks of the Group’s investments.  
Information with Respect to Fair Value Hedges  
Gains and losses in fair value of recognized assets and liabilities  
and firm commitments of operating transactions as well as gains  
and losses on derivative financial instruments designated as fair  
value hedges of these recognized assets and liabilities and firm  
commitments are recognized currently in revenues, as the  
principal transactions being hedged involve sales of the Group’s  
products. Net gains and losses in fair value of both recognized  
financial assets and liabilities and derivative financial instruments  
designated as fair value hedges of these financial assets and  
liabilities are recognized currently in financial income, net.  
Interest Rate and Equity Price Risk Management  
DaimlerChrysler holds a variety of interest rate sensitive assets  
and liabilities to manage the liquidity and cash needs of its day-to-  
day operations. A substantial volume of interest rate sensitive  
assets and liabilities is related to the leasing and sales financing  
business. In particular, the Group’s leasing and sales financing  
business enters into transactions with customers resulting in  
fixed-rate or floating-rate receivables. DaimlerChrysler’s policy is  
to match funding in terms of maturities and interest rates for a  
substantial portion of these assets using bank loans, bonds and  
commercial paper. DaimlerChrysler uses derivative financial  
instruments including swaps, swaptions, forward rate agreements,  
futures, caps and floors to achieve the desired asset/liability  
structure. The Group does not enter into these types of derivative  
financial instruments for purposes other than risk management.  
1
06 OTHER NOTES  
For the year ended December 31, 2000, net gains of €15 were  
recognized in revenues and financial income, net, representing  
principally the component of the derivative instruments’ gain or  
Information with Respect to Hedges of the Net Investment in a  
Foreign Operation  
In specific circumstances, DaimlerChrysler seeks to hedge the  
loss excluded from the assessment of hedge effectiveness and, to a currency risk inherent in certain of its long-term investments,  
much lesser extent, the amount of hedging ineffectiveness.  
where the functional currency is other than the euro, through the  
use of derivative and non-derivative financial instruments. For the  
year ended December 31, 2000, net gains of €104 hedging the  
Group’s net investments in certain foreign operations were  
included in the cumulative translation adjustment.  
Information with Respect to Cash Flow Hedges  
Changes in the value of forward foreign exchange contracts  
designated and qualifying as cash flow hedges of forecasted  
transactions are reported in accumulated other comprehensive  
income. These amounts are subsequently reclassified into  
earnings, as a component of the value of the forecasted  
transaction, in the same period as the forecasted transaction  
affects earnings. Changes in the fair value of interest rate swaps  
designated as hedging instruments of variability of cash flows  
associated with variable-rate long-term debt or financing  
receivables are also reported in accumulated other comprehensive  
income. These amounts are subsequently reclassified into interest  
expense or financial income, respectively, as a yield adjustment in  
the same period in which the related interest on the floating-rate  
debt obligations or financing receivables affect earnings.  
f) Accounting for and reporting of financial instruments  
(prior to SFAS 133)  
For periods prior to January 1, 2000, financial instruments,  
including derivatives, purchased to offset the Group’s exposure to  
identifiable and committed transactions with price, interest or  
currency risks were accounted for together with the underlying  
business transactions (“hedge accounting”). Gains and losses on  
forward contracts and options hedging firm foreign currency  
commitments were deferred off-balance sheet and were recognized  
as a component of the related transactions, when recorded (the  
“deferral method”). However, a loss was not deferred if deferral  
would have lead to the recognition of a loss in future periods.  
For the year ended December 31, 2000, net losses of €3,  
representing principally the component of the derivative  
instruments’ gain/loss excluded from the assessment of the hedge  
effectiveness and, to a much lesser extent, the amount of hedging  
In the event of an early termination of a currency exchange  
agreement designated as a hedge, the gain or loss continued to be  
deferred and was included in the settlement of the underlying  
ineffectiveness, were recognized in revenues and financial income, transaction.  
net.  
Interest differentials paid or received under interest rate swaps  
In 2000, DaimlerChrysler reclassified €267 of net losses  
net of income tax benefit of €268) from accumulated other  
purchased to hedge interest risks on debt were recorded as  
adjustments to the effective yields of the underlying debt (“accrual  
(
comprehensive income into the statement of income relating to the method”).  
transition adjustment included in accumulated other  
comprehensive income on January 1, 2000 because the underlying In the event of an early termination of an interest rate related  
transactions to which the reclassified amounts relate were  
recognized.  
derivative designated as a hedge, the gain or loss was deferred and  
recorded as an adjustment to interest income, net over the  
remaining term of the underlying financial instrument.  
Also included in earnings are gains of €2 for the year ended  
December 31, 2000, reclassified from accumulated other  
comprehensive income as a result of the discontinuance of foreign  
currency cash flow hedges because it was probable that the  
original forecasted transaction would not occur.  
All other financial instruments, including derivatives, purchased to  
offset the Group’s net exposure to price, interest or currency risks,  
but which were not designated as hedges of specific assets,  
liabilities or firm commitments were marked to market and any  
resulting unrealized gains and losses were recognized currently in  
financial income, net. The carrying amounts of derivative  
instruments were included under other assets and accrued  
liabilities.  
It is anticipated that €301 of net losses included in accumulated  
other comprehensive income at December 31, 2000, will be  
reclassified into income during the next year. As of December 31,  
2
000, DaimlerChrysler had purchased derivative financial  
instruments with a maximum maturity of 48 months to hedge its  
exposure to the variability in future cash flows with foreign  
currency forecasted transactions.  
Derivatives purchased by the Group under macro-hedging  
techniques, as well as those purchased to offset the Group’s  
exposure to anticipated cash flows, did not generally meet the  
requirements for applying hedge accounting and were, accordingly  
marked to market at each reporting period with unrealized gains  
and losses recognized in financial income, net. When the Group  
met the requirements for hedge accounting and designated the  
derivative financial instrument as a hedge of a committed  
transaction, subsequent unrealized gains and losses were deferred  
and recognized along with the effects of the underlying  
transaction.  
(
in millions of €, except per share amounts)  
OTHER NOTES 107  
3
2. RETAINED INTERESTS IN SOLD RECEIVABLES, AT FAIR  
VALUE AND SALES OF FINANCE RECEIVABLES  
Static pool losses are calculated by summing the actual and  
projected future credit losses and dividing them by the original  
balance of each pool of assets. The amount shown above for each  
year is a weighted average for all securitizations during that year  
and outstanding at December 31, 2000.  
The fair value of retained interests in sold receivables was as  
follows:  
At December 31,  
Certain cash flows received and paid to securitization trusts for  
the year ended December 31, 2000:  
2
000  
1999  
Fair value of estimated residual cash flows,  
net of prepayments, from sold receivables,  
before expected future net credit losses  
Proceeds from new securitizations  
15,883  
4,319  
(389)  
3,930  
3,588  
(257)  
3,331  
Proceeds from collections reinvested in previous wholesale  
securitizations  
Expected future net credit losses  
on sold receivables  
46,285  
Amounts reinvested in previous wholesale securitizations  
Servicing fees received  
(46,122)  
283  
Fair value of net residual cash flows  
from sold receivables  
Receipt of cash flows on retained interest in  
securitized receivables  
Restricted cash accounts  
202  
684  
169  
268  
435  
Retained subordinated securities  
Retained interests in sold receivables, at fair value  
4,816  
3,768  
The outstanding balance, delinquencies and net credit losses of  
sold receivables and other receivables, of those financial services  
businesses that sell receivables, as of and for the year ended  
December 31, 2000, were as follows:  
At December 31, 2000, the significant assumptions used in  
estimating the residual cash flows from sold receivables and the  
sensitivity of the current fair value to immediate 10% and 20%  
adverse changes are as follows:  
Outstanding  
balance at  
Delin- Net credit  
quencies losses for  
>
60 days  
at  
the year  
ended  
Impact on Fair Value  
Based on Adverse  
Retail receivables  
46,377  
17,747  
232  
19  
576  
2
Assumption  
Percentage  
10%  
20%  
change  
change  
Wholesale receivables  
Total receivables managed  
Less: receivables sold  
Receivables held in portfolio  
64,124  
(37,904)  
26,220  
251  
(117)  
134  
578  
(251)  
327  
Prepayment speed, annualized  
1.3%  
0.7%  
(3)  
(6)  
Estimated net credit losses as a  
percentage of receivables sold  
(31)  
(63)  
Residual cash flow discount rate,  
annualized  
12.0%  
5.9%  
(70)  
(38)  
(138)  
(71)  
During the year ended December 31, 2000, DaimlerChrysler sold  
17,122 and €38,778 retail and wholesale receivables, respectively.  
From these transactions, the Group recognized gains of €181 and  
156 on sales of retail and wholesale receivables, respectively.  
Interest rates on variable and  
adjustable notes  
Significant assumptions used in measuring the residual interest  
resulting from the sale of retail and wholesale receivables, were as  
follows (weighted average rates for securitizations completed  
during the year) for the year ended December 31, 2000:  
These sensitivities are hypothetical and should be used with  
caution. The effect of a variation in a particular assumption on the  
fair value of the retained interest is calculated without changing  
any other assumption; in reality, changes in one assumption may  
result in changes in another, which might magnify or counteract  
the sensitivities.  
Retail Wholesale  
Prepayment speed assumption (annual rate)  
Estimated remaining lifetime net credit losses  
1.0-1.5%  
)
Actual and projected credit losses for receivables securitized were  
as follows:  
(an average percentage of sold receivables)  
1.2%  
0.0%  
Residual cash flows discount rate (annual rate)  
12.0%  
10.0%  
Actual and Projected Credit Losses  
Percentage as of:  
Receivables Securitized in  
1997  
1998  
1999  
2000  
1.2%  
)
For the calculation of wholesale gains, the Group estimated the average  
wholesale loan liquidated in 210 days.  
December 31, 2000  
December 31, 1999  
3.0%  
2.7%  
2.1%  
1.6%  
1.1%  
1.0%  
1
08 OTHER NOTES  
3
3. SEGMENT REPORTING  
Other. Represents principally the directly managed businesses  
Information with respect to the Group’s industry segments follows: including the Group’s share in MMC, rail systems (including 50%  
interest in Adtranz in 1998), automotive electronics and MTU/  
Mercedes-Benz Passenger Cars & smart. This segment includes  
activities related mainly to the development, manufacture and sale  
of passenger cars and off-road vehicles under the brand names  
Mercedes-Benz and smart as well as related parts and accessories.  
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  
significant accounting policies (U.S. GAAP). The Group measures  
the performance of its operating segments through “Operating  
Profit.” Segment Operating Profit is defined as income before  
financial income included in the consolidated statement of income,  
modified to exclude certain pension and postretirement benefit  
costs, to include certain financial income, net and to include or  
exclude certain miscellaneous items, principally representing  
merger costs in 1998. The pre-tax gains on the sales of shares in  
debitel of €1,140 (see Note 11) have been included in the  
Chrysler Group. This segment includes the research, design,  
manufacture, assembly and sale of cars and trucks under the  
brand names Chrysler, Plymouth, Jeep and Dodge and related  
®
automotive parts and accessories.  
Commercial Vehicles. This segment is involved in the development,  
manufacture and sale of vans, trucks, buses and Unimogs as well  
as related parts and accessories. The products are sold mainly  
under the brand names Mercedes-Benz and Freightliner.  
measurement of the Services segment operating profit in 1999  
since such amounts were included in the Group’s measurement  
of the segment’s performance. In 2000, in particular gains  
of €3,303 on the exchange of the Group’s controlling interest in  
DaimlerChrysler Aerospace for shares of EADS and of €2,315 on  
the transaction involving debis Systemhaus were included in the  
Aerospace segment and the Services segment, respectively (see  
Services.  
The activities in this segment extend to the marketing of services  
related to financial services (principally retail and lease financing  
for vehicles and dealer financing), insurance brokerage, trading,  
information technology and telecommunications and media in  
1998. In October 2000, the information technology activities were  
contributed into a joint venture. The Group’s 49.9% interest in dSH Note 11).  
is included at equity subsequent to that date.  
Aerospace. The Aerospace segment is comprised of the continuing  
activities of the MTU Aero Engines business unit and, through July  
1
0, 2000, the date that the Group’s controlling interest in  
DaimlerChrysler Aerospace was exchanged for shares in EADS  
see Note 11), the activities of the aerospace business. Subsequent  
(
to that date, the Group’s 33% interest in EADS is accounted for  
using the equity method. In 1999 and 1998, this division  
comprised the development, manufacture and sale of commercial  
and military aircraft and helicopters, satellites and related space  
transportation systems, defense-related products, including radar  
and radio systems, and propulsion systems.  
(
in millions of €, except per share amounts)  
OTHER NOTES 109  
Sales and revenues related to transactions between segments are  
generally recorded at values that approximate third-party selling  
prices.  
Revenues are allocated to countries based on the location of the  
customer; long-term assets, according to the location of the  
respective units.  
Capital expenditures represent the purchase of property, plant and  
equipment.  
Segment information as of and for the years ended December 31,  
2
000, 1999 and 1998 follows:  
Mercedes-Benz  
Passenger Cars  
Chrysler Commercial  
Aero-  
Elimi-  
Consoli-  
dated  
&
smart  
Group  
Vehicles  
Services  
space  
Other  
nations  
2
000  
Revenues  
40,822  
2,878  
67,405  
967  
27,621  
1,197  
15,322  
2,204  
17,526  
2,457  
94,369  
282  
5,368  
19  
5,846  
416  
(7,681)  
(7,681)  
(153)  
162,384  
Intersegment sales  
Total revenues  
43,700  
2,145  
68,372  
501  
28,818  
1,110  
5,387  
3,754  
8,435  
229  
6,262  
(62)  
162,384  
9,752  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
19,355  
2,096  
2,038  
53,660  
6,339  
3,878  
14,826  
1,091  
809  
26,916  
355  
(18,287)  
199,274  
10,392  
13,587  
6,603  
166  
297  
(204)  
1999  
Revenues  
35,592  
2,508  
38,100  
2,703  
17,611  
2,228  
1,580  
63,666  
419  
25,480  
1,215  
26,695  
1,067  
11,549  
770  
10,662  
2,270  
12,932  
2,039  
77,266  
324  
9,144  
47  
5,441  
411  
(6,870)  
(6,870)  
(179)  
149,985  
Intersegment sales  
Total revenues  
64,085  
5,051  
49,825  
5,224  
3,346  
9,191  
730  
5,852  
(399)  
26,970  
589  
149,985  
11,012  
174,667  
9,470  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
11,934  
336  
(20,488)  
(1)  
677  
3,348  
290  
275  
(187)  
9,329  
1998  
Revenues  
30,859  
1,728  
56,350  
62  
22,374  
788  
10,371  
1,039  
11,410  
985  
8,722  
48  
3,106  
420  
(4,085)  
(4,085)  
(79)  
131,782  
Intersegment sales  
Total revenues  
32,587  
1,993  
56,412  
4,255  
38,121  
3,920  
2,837  
23,162  
946  
8,770  
623  
3,526  
(130)  
20,055  
797  
131,782  
8,593  
136,149  
8,155  
7,291  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
17,098  
11,936  
832  
49,625  
285  
12,970  
326  
(13,656)  
1,995  
1,310  
692  
2,038  
289  
293  
(168)  
1
10 OTHER NOTES  
Capital expenditures for equipment on operating leases for 2000,  
999 and 1998 for the Services segment amounted to €15,551,  
16,401 and €7,707, respectively.  
the equity method, representing the Group’s percentage share of  
those companies’ Operating Profit (see Note 4). At December 31,  
2000, the identifiable assets of the Services segment, the  
Aerospace segment and Other segment include investments in  
significant equity method investees of €2,152, €3,286 and €1,857,  
respectively.  
1
For the year ended December 31, 2000, Operating Profit (Loss) of  
the Services segment, the Aerospace segment and Other includes  
1, €2 and €(46) from significant companies accounted for under  
A reconciliation to Operating Profit follows:  
2
000  
1999  
9,324  
379  
1998  
7,330  
688  
Income before financial income  
4,320  
(281)  
Pension and postretirement benefit expenses  
other than service costs  
Operating income from affiliated, associated  
and related companies  
(35)  
17  
(15)  
Gains on disposals of businesses  
Miscellaneous  
5,832  
(84)  
1,140  
152  
590  
Consolidated operating profit  
9,752  
11,012  
8,593  
Revenues from external customers presented by geographic region  
are as follows:  
Other  
European  
Union*)  
Americas  
Other  
Consoli-  
dated  
Revenues  
Germany  
U.S. countries  
Asia  
countries  
2
000  
999  
998  
25,988  
28,393  
24,918  
24,360  
21,567  
20,072  
84,503  
14,762  
11,727  
11,519  
5,892  
4,796  
4,311  
6,879  
5,398  
5,662  
162,384  
149,985  
131,782  
1
78,104  
65,300  
1
)
Excluding Germany.  
Germany accounts for €17,450 of long-term assets (1999: €14,711;  
998: €12,953), the U.S. for €51,996 (1999: €43,036;  
998: €25,344) and other countries for €19,633 (1999: €12,701;  
998: €11,309).  
1
1
1
(
in millions of €, except per share amounts)  
OTHER NOTES 111  
3
4. EARNINGS PER SHARE  
An income tax charge of €263 and €812 relating to changes in  
German tax laws was included in the consolidated statement of  
income for the years ended December 31, 2000 and 1999,  
respectively, and resulted in a reduction of basic and diluted  
earnings per share of €0.26 and €0.26 in 2000 and €0.81 and  
The computation of basic and diluted earnings per share for  
Income before extraordinary items and cumulative effects of  
changes in accounting principles” is as follows (in millions of € or  
millions of shares, except earnings per share):  
0.80 in 1999, respectively (see Note 9). In 1998, merger costs of  
401 (net of tax) impacted basic and diluted earnings per share by  
Year ended December 31,  
2
000  
1999  
1998  
a decrease of €0.42 and €0.41.  
Income before extraordinary items  
and cumulative effects of changes  
in accounting principles – basic  
In 1998, convertible bonds issued in connection with the 1998  
Stock Option Plan were not included in the computation of diluted  
earnings per share because the options’ underlying target stock  
price was greater than the market price for DaimlerChrysler  
Ordinary Shares on December 31, 1998.  
2,465  
18  
5,106  
18  
4,949  
20  
Interest expense on convertible  
bonds and notes (net of tax)  
Income before extraordinary items  
and cumulative effects of changes  
in accounting principles – diluted  
2,483  
5,124  
4,969  
3
5. PENDING TRANSACTION  
Weighted average number of shares  
outstanding – basic  
In August 2000, DaimlerChrysler signed a sale and purchase  
agreement with the Canadian company Bombardier Inc. for the  
acquisition of DaimlerChrysler Rail Systems GmbH (“Adtranz”), for  
cash consideration. According to the sale and purchase agreement,  
the purchase price of $725 is subject to adjustments to reflect the  
proceeds from potential disposals of Adtranz’ fixed installations  
and signaling businesses and adjustments based on the financial  
performance of Adtranz through the closing date of the  
1,003.2  
1,002.9  
959.3  
19.8  
Dilutive effect of convertible bonds  
and notes  
10.7  
10.7  
Shares issued on exercise of  
dilutive options  
18.3  
Shares purchased with proceeds  
of options  
transaction. The sale of Adtranz to Bombardier is still subject to  
appropriate regulatory approval by the European Commission.  
(11.8)  
Shares applicable to convertible  
preferred stock  
0.2  
1.3  
Shares contingently issuable  
Weighted average number of shares  
outstanding – diluted  
3
6. SUBSEQUENT EVENTS  
1,013.9  
1,013.6  
987.1  
In January 2001, DaimlerChrysler decided to restructure the  
operations of the Chrysler Group. During January discussions were  
held with Chrysler’s unions, suppliers and certain of its business  
partners. The results were announced on January 29, 2001.  
DaimlerChrysler expects to reduce the segment’s workforce by  
approximately 26,000 people through a combination of  
retirements, special programs, layoffs and attrition. In addition,  
management intends to idle six manufacturing plants over the  
next two years and to reduce shifts and line speeds at other  
facilities. When the detailed restructuring plan is sufficiently  
determined, management intends to make a formal announcement  
and recognize the related charges in the Group’s consolidated  
financial statements.  
Earnings per share before  
extraordinary items and cumulative  
effects of changes in accounting  
principles  
Basic  
2.46  
2.45  
5.09  
5.06  
5.16  
5.04  
Diluted  
Options issued in connection with the 2000 Stock Option Plan  
were not included in the computation of diluted earnings per share  
because the options’ underlying exercise price was greater than  
the average market price for DaimlerChrysler Ordinary Shares on  
December 31, 2000.  
On January 18, 2001, the Group issued five separate tranches of  
euro, Pound Sterling and US dollars denominated notes bearing  
interest at rates ranging between 6.0% and 8.5% with maturity  
dates between 2004 and 2031 for net proceeds of approximately  
€7,500.  
In January 2001, the Group sold its remaining 10% interest in  
debitel AG to Swisscom for proceeds of approximately €300.  
1
12 OTHER NOTES  
Members of the Supervisory Board  
Hilmar Kopper  
Frankfurt am Main  
Chairman of the Supervisory  
Board of Deutsche Bank AG  
Helmut Lense *)  
Stuttgart  
Chairman of the Works Council,  
Untertürkheim Plant,  
DaimlerChrysler AG  
Bernhard Walter  
Frankfurt am Main  
Former member of  
the Board of Management  
of Dresdner Bank AG  
Committees of the  
Supervisory Board:  
Mediation Committee  
(Committee pursuant to  
Chairman  
§
27 Sec. 3 MitbestG  
Peter A. Magowan  
San Francisco  
President of  
Lynton R. Wilson  
Toronto  
Chairman of the Board  
of CAE Inc.  
(Codetermination Act))  
Erich Klemm *)  
Sindelfingen  
Chairman of the Corporate  
Works Council,  
DaimlerChrysler AG and  
DaimlerChrysler Group  
Hilmar Kopper (Chairman)  
Erich Klemm  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
San Francisco Giants  
Gerd Rheude *)  
Wörth  
Chairman of the Works Council,  
Wörth Plant,  
Dr.-Ing. Mark Wössner  
Gütersloh  
Former CEO and Chairman  
of the Supervisory Board  
of Bertelsmann AG  
Presidential Committee  
Deputy Chairman  
Hilmar Kopper (Chairman)  
Erich Klemm  
DaimlerChrysler AG  
Robert E. Allen  
Short Hills, N.J.  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Wolf Jürgen Röder *)  
Frankfurt am Main  
Member of the Executive  
Council of German  
Retired Chairman of the  
Board and Chief Executive  
Officer of AT&T Corp.  
Bernhard Wurl *)  
Frankfurt am Main  
Head of Department,  
Executive Council,  
Financial Audit Committee  
Hilmar Kopper (Chairman)  
Erich Klemm  
Willi Böhm  
Metalworkers’ Union  
Willi Böhm *)  
Wörth  
Senior Manager, Wage  
Accounting, Member of the  
Works Council, Wörth Plant,  
DaimlerChrysler AG  
German Metalworkers’ Union  
(
since November 14, 2000)  
Stephen P. Yokich *)  
Detroit  
President of UAW,  
International Union United  
Automobile, Aerospace and  
Agricultural Implement  
Workers of America  
Bernhard Walter  
Dr. rer. pol.  
Manfred Schneider  
Leverkusen  
Chairman of the Board of  
Management of Bayer AG  
Sir John P. Browne  
London  
Group Chief Executive Officer  
of BP Amoco plc.  
Peter Schönfelder *)  
Augsburg  
Chairman of the Works Council,  
Augsburg Plant,  
*) Employee-elected  
representatives  
Manfred Göbels *)  
Stuttgart  
EADS Deutschland GmbH  
Director, Services and Mobility  
Concept, Chairman of the  
Management Representative  
Committee, DaimlerChrysler  
Group  
Stefan Schwaab *)  
Gaggenau  
Vice Chairman of the Works  
Council, Gaggenau Plant,  
DaimlerChrysler AG  
Retired from the  
Supervisory Board:  
Rudolf Kuda *)  
Frankfurt am Main  
Retired Head of Department  
reporting to the Executive  
Council, German  
(
since October 26, 2000)  
Robert J. Lanigan  
Toledo  
Chairman Emeritus  
of Owens-Illinois, Inc.,  
Founder Partner, Palladium  
Equity Partners  
G. Richard Thoman  
Stamford  
Former President and Chief  
Executive Officer of Xerox  
Corporation, Senior Advisor  
to Evercore Partners  
Metalworkers’ Union  
retired October 5, 2000  
Herbert Schiller *)  
Frankfurt am Main  
Chairman of the Corporate  
Works Council,  
DaimlerChrysler Services AG  
retired October 11, 2000  
MEMBERS OF THE SUPERVISORY BOARD 113  
Report of the Supervisory Board  
Mitsubishi Motors Corporation (MMC) and  
Hyundai Motor Company (HMC); the acquisition  
of Detroit Diesel Corporation and Western Star  
Holding; and the planned alliance with Caterpil-  
lar. Withdrawl from the non-automotive business  
was also reviewed. Other issues covered in finan-  
cial year 2000 included questions concerning  
product quality and brand management as well as  
discussions surrounding the Group’s e-business  
activities and the further development of corpo-  
rate governance at DaimlerChrysler.  
The meeting in February 2000 dealt with the  
1
999 consolidated and individual financial  
The Supervisory Board and the Board of Manage-  
ment met in four ordinary and one extraordinary  
statements at DaimlerChrysler AG and  
preparations for the Annual Meeting. At the  
meeting during the 2000 business year to discuss February meeting, the Supervisory Board also  
the state of DaimlerChrysler, the strategic develop- approved the early retirement of Robert J. Eaton  
ment of the Group and its divisions, and various  
other topical issues.  
from the Board of Management, effective  
March 31, 2000.  
The Presidential Committee met three times in  
In March, the Supervisory Board approved the  
merger between debis IT Services and the IT Ser-  
vices division of Deutsche Telekom in the form of  
a joint venture. This transaction has provided  
debis IT Services with a strong partner with whom  
2
000 to address Board of Management issues as  
well as questions concerning the company’s  
corporate governance. The Financial Audit  
committee convened twice with the independent  
auditors to discuss in detail the financial statements we will further expand information-technology  
for 1999 and the financial statement for the first  
half of 2000. The committee also engaged the  
KPMG Deutsche Treuhand-Gesellschaft  
activities as a strategic business division.  
In the April 2000 meeting, which took place  
shortly before the Annual Meeting, the Supervisory  
Aktiengesellschaft, an auditing firm, with the  
annual audit, and also determined the audit empha- Board approved the acquisition of a 34% share of  
sis for the business year. The Mediation Committee, the Japanese company, MMC, as well as the  
a body stipulated by German industrial co-determi-  
nation law, was not required to convene in 2000.  
finalization of associated contracts. It is the view of  
the Supervisory Board that this transaction offers a  
good opportunity for the company to expand its  
activities in the Asian market and enter into  
The Board of Management kept the Supervisory  
Board continually informed of the business and fi- various promising alliances, particularly in the  
nancial state of the company, the personnel situa- small-car segment. In this context the Supervisory  
tion, business developments at the company and  
Board received in-depth information on the  
its holdings, and investment plans and basic busi- strategic situation in the Group’s automotive  
ness policy questions through a comprehensive  
status report at each meeting as well as through  
business. The Supervisory Board was also given a  
detailed explanation of the DaimlerChrysler Risk  
monthly reports in writing. In addition, the Chair- Management System, which is designed in accor-  
man of the Supervisory Board was regularly kept dance with the requirements of KonTraG (German  
informed of matters through separate discussions Business Monitoring and Transparency Law).  
with the Board of Management.  
In the July meeting, the Supervisory Board  
approved the alliance with the Korean company,  
HMC, in the form of an initial 10% holding in the  
The agenda of the Supervisory Board was  
dominated by the strategic development of the  
company, particularly its focus on the automotive company. HMC is a suitable partner to help  
business, as well as further globalization  
DaimlerChrysler expand its growing presence in  
the Asian market, particularly in terms of the  
important Korean market and the commercial-  
vehicle business throughout Asia. In the same  
measures at all business units. The major issue  
was the expansion of activities in Asia, primarily  
through the acquisition of equity interests in  
1
14 REPORT OF THE SUPERVISORY BOARD  
meeting, the Supervisory Board also approved the The DaimlerChrysler financial statements for  
acquisitions of the Canadian company, Western  
Star Holding, and the Detroit Diesel Corporation.  
This decision was assisted by a comprehensive  
2000 and the business review report were audited  
by KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft, Berlin and Frankfurt/Main,  
presentation of the strategy and business develop- and certified without qualification.  
ments at all of DaimlerChrysler’s commercial-  
vehicle units.  
The same applies to the consolidated financial  
statements according to US GAAP, which are  
supplemented by a business review report and  
In October, the Supervisory Board reviewed the  
strategic focus of the Services division in terms of additional notes pursuant to Section 292a of the  
further development of business and existing  
customer potential. In the same meeting, the Su-  
pervisory Board approved the sale of Adtranz to  
German Commercial Code (HGB). In accordance  
with Section 292a, the US GAAP consolidated  
financial statements presented in this report grant  
Bombardier Inc. as well as the sale by Adtranz of its exemption from the obligation to produce  
Fixed Installations unit to Balfour Beatty plc. The consolidated financial statements according to  
Supervisory Board also approved the establishment German law.  
of DCXNET as a holding company for e-business  
oriented investment and holding activities by  
DaimlerChrysler AG. In addition, the Supervisory  
Board approved the early retirement of Thomas C.  
Gale from the DaimlerChrysler AG Board of  
Management, effective December 31, 2000.  
All financial statements and the appropriation of  
earnings proposed by the Board of Management,  
as well as the auditors’ reports, were submitted to  
the Supervisory Board. These were inspected by  
the Financial Audit Committee and the Supervi-  
sory Board and discussed in the presence of the  
In an extraordinary meeting in November, the Su- auditors. The Supervisory Board has declared it-  
pervisory Board was informed of the planned alli-  
ance with Caterpillar Inc. However, the focus of  
discussions between the Supervisory Board and  
the Board of Management was the situation at the  
self in agreement with the results of the statutory  
audit and has established that there are no objec-  
tions to be made.  
Chrysler Group in financial year 2000, particularly In its meeting on February 23, 2001, the Supervi-  
in view of the negative developments in the second sory Board took note of the consolidated financial  
half of the year. In this context the Supervisory  
Board approved the premature departure of James  
P. Holden, effective November 18, 2000, and the  
statements for 2000, approved and thereby  
adopted the financial statements of Daimler-  
Chrysler AG for 2000, and consented to the  
transfer of his responsibilities to Dr. Dieter Zetsche, appropriation of earnings proposed by the Board of  
whose position at the Commercial Vehicles division Management. Further major issues at the meeting  
were assumed by Dr. Eckard Cordes. Dr. Wolfgang  
Bernhard was named deputy member of the Board  
were the medium-term corporate planning for  
2001 – 2003, including investment, human  
of Management for a period of three years, allowing resources and earnings objectives, and also the  
him to assume the position of Chief Operating  
Officer of Chrysler Group. It is the view of the  
Supervisory Board that Chrysler Group now has a  
management team capable of returning it to its  
former strength. In this connection, the Super-  
visory Board emphasized its approval of the global  
strategic focus of the company and assured the  
Board of Management of its full support.  
scope of financing limits for the year 2001.  
The Supervisory Board expresses its gratitude  
to the DaimlerChrysler Board of Management  
and the company’s employees for their tremendous  
individual efforts.  
Stuttgart-Möhringen, February 2001  
The Supervisory Board  
At the end of the year, the Supervisory Board re-  
viewed the marketing success and the progress  
made with the A380 and approved the production  
of this wide-body airliner. A preliminary financing  
framework was decided upon for the period up to  
the Supervisory Board meeting on February 23,  
2001.  
Hilmar Kopper  
Chairman  
REPORT OF THE SUPERVISORY BOARD 115  
Major Subsidiaries of the DaimlerChrysler Group  
3
Stockholders’  
Equity in  
Revenues )  
Employment  
at Year-End  
1
Ownership )  
in millions of €  
2
in %  
millions )  
of €  
00  
99  
00  
99  
Mercedes-Benz Passenger Cars & smart  
9
Micro Compact Car smart GmbH, Renningen )  
100.0  
100.0  
86.0  
76  
273  
51  
775  
499  
728  
1,795  
329  
1,448  
1,780  
328  
Mercedes-Benz U.S. International, Inc., Tuscaloosa  
Mercedes-Benz India Ltd., Poona  
3,025  
42  
2,281  
30  
4
DaimlerChrysler South Africa (Pty.) Ltd., Pretoria )  
100.0  
215  
1,325  
985  
4,395  
3,503  
Chrysler Group  
DaimlerChrysler Corporation, Auburn Hills )  
4
100.0  
100.0  
100.0  
100.0  
18,751  
68,372  
64,085  
125,953 129,395  
7
* ) 16,2776) 14,1826)  
DaimlerChrysler Canada, Inc., Windsor  
17,242  
1,401  
17,331  
1,464  
7
5206)  
8056)  
Eurostar Automobilwerk GmbH & Co. KG, Graz  
DaimlerChrysler de Mexico S.A. de C.V., Mexico City  
* )  
7
8,5916)  
6,0056)  
* )  
10,919  
11,235  
Commercial Vehicles  
4
EvoBus GmbH, Stuttgart )  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
95.0  
333  
31  
2,036  
259  
1,887  
256  
11,302  
1,308  
4,950  
6,238  
16,332  
1,197  
10,865  
1,143  
1,251  
4,175  
10,337  
1,387  
4,992  
6,660  
18,940  
2,683  
10,677  
1,209  
1,246  
3,427  
Mercedes-Benz Lenkungen GmbH, Düsseldorf  
Mercedes-Benz España S.A., Madrid  
267  
522  
1,280  
59  
2,601  
2,075  
9,945  
778  
2,448  
2,213  
10,355  
523  
5
Detroit Diesel Corporation, Detroit )  
4
Freightliner LLC, Portland )  
4
Mercedes-Benz Mexico S.A. de C.V., Mexico-City )  
DaimlerChrysler do Brasil Ltda., São Bernando do Campo  
446  
265  
47  
2,018  
698  
1,427  
469  
4
DaimlerChrysler Argentina S.A., Buenos Aires )  
4
P.T. DaimlerChrysler Indonesia, Jakarta )  
138  
59  
Mercedes-Benz Türk A.S., Istanbul  
66.9  
188  
827  
471  
1
16 MAJOR SUBSIDIARIES OF THE DAIMLERCHRYSLER GROUP  
3
Stockholders’  
Equity in  
Revenues )  
Employment  
at Year-End  
1
Ownership )  
in millions of €  
2
in %  
millions )  
of €  
00  
99  
00  
99  
Vehicle Sales Organization  
4
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  
270  
162  
76  
10,907  
3,002  
1,135  
1,148  
3,957  
286  
8,607  
2,577  
948  
1,508  
1,990  
622  
1,457  
1,751  
554  
579  
937  
310  
312  
598  
307  
153  
597  
849  
4
DaimlerChrysler France S.A.S, La Chesnay )  
DaimlerChrysler Belgium Luxembourg S.A., Brussels  
4
DaimlerChrysler Nederland B.V., Utrecht )  
59  
1,032  
3,307  
262  
647  
4
DaimlerChrysler UK Ltd., Milton Keynes )  
118  
21  
1,120  
344  
DaimlerChrysler Danmark AS, Copenhagen  
DaimlerChrysler Sverige AB, Malmo  
14  
478  
348  
421  
4
DaimlerChrysler Italia Holding S.p.A, Rome )  
178  
60  
2,676  
1,072  
222  
2,293  
777  
528  
DaimlerChrysler Schweiz AG, Zurich  
Mercedes-Benz Hellas S.A., Athens  
DaimlerChrysler Japan Co. Ltd., Tokyo  
397  
42  
174  
157  
37  
2,705  
1,001  
2,222  
773  
412  
4
DaimlerChrysler Australia/Pacific Pty. Ltd., Mulgrave/Melbourne )  
161  
834  
Services  
DaimlerChrysler Services AG, Berlin  
Mercedes-Benz Finanz GmbH, Stuttgart  
Mercedes-Benz Leasing GmbH, Stuttgart  
Chrysler Financial Company L.L.C., Southfield  
Mercedes-Benz Credit Corporation, Norwalk  
Chrysler Capital Company L.L.C., Stamford  
Chrysler Insurance Company, Southfield  
debis Financial Services Inc., Norwalk  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
989  
545  
36  
-
280  
-
232  
309  
206  
840  
1,024  
7
7
1,557  
4,799  
2,583  
90  
1,325  
3,016  
1,829  
168  
* )  
* )  
526  
998  
753  
249  
230  
4,059  
3,846  
7
7
* )  
* )  
46  
134  
185  
47  
167  
213  
207  
196  
330  
197  
Other Major Subsidiaries8)  
DaimlerChrysler Rail Systems GmbH, Berlin  
100.0  
100.0  
88.4  
516  
336  
484  
664  
3,900  
1,067  
1,034  
2,106  
3,562  
890  
19,918  
5,845  
6,028  
7,162  
23,239  
5,173  
5,885  
6,875  
TEMIC TELEFUNKEN microelectronic GmbH, Nuremberg  
MTU Motoren- und Turbinen-Union Friedrichshafen GmbH, Friedrichshafen  
MTU Aero Engines GmbH, Munich  
959  
100.0  
1,742  
1
)
)
)
)
)
)
)
)
)
Relating to the respective parent company.  
Stockholders’ equity taken from national financial statements; stockholders’ equity converted at year-end exchange rates.  
Converted at average annual exchange rates.  
2
3
4
5
6
7
8
9
Preconsolidated financial statements.  
Only consolidated from October, 2000; full-year figure for revenues.  
Included in the revenues of the preconsolidated financial statements.  
Included in the consolidated financial statements of the parent company.  
Amounts of individual business units according to US GAAP.  
Preconsolidated financial statements in the previous year.  
MAJOR SUBSIDIARIES OF THE DAIMLERCHRYSLER GROUP 117  
Five-Year-Summary  
in millions of €  
96  
97  
98  
99  
00  
From the statements of income:  
Revenues  
101,415  
21,648  
17,143  
5,751  
6,212  
6.1%  
408  
117,572  
23,370  
18,656  
6,501  
6,230  
5.3%  
131,782  
25,033  
19,982  
6,693  
8,593  
6.5%  
149,985  
26,158  
21,044  
7,575  
11,012  
7.3%  
162,384  
26,500  
21,836  
7,395  
9,752  
6.0%  
Personnel expenses  
of which: Wages and salaries  
Research and development costs  
Operating profit  
Operating margin  
Financial results  
633  
763  
333  
156  
Income before income taxes and extraordinary items  
Net operating income  
5,693  
6,145  
4,946  
10.9%  
6,547  
8,093  
6,359  
12.7%  
4,820  
5.03  
9,657  
7,032  
13.2%  
5,746  
5.73  
4,476  
4,383  
7.4%  
Net operating income as % of net assets (RONA)  
Net income  
4,022  
4.09  
4.05  
4.24  
4.20  
7,894  
7.87  
1
Net income per share ()  
4.28 )  
1
Diluted net income per share ()  
Net income per share (excluding one-time effects) ()  
Diluted net income per share (excluding one-time effects) ()  
Cash dividend  
4.21 )  
4.91  
5.69  
7.80  
4.28  
5.58  
6.21  
3.47  
4.21  
5.45  
6.16  
3.45  
2,356  
2.35  
2,358  
2.35  
2,358  
2.35  
Cash dividend per share ()  
2
Cash dividend including tax credit ) per share ()  
3.36  
3.36  
3.36  
From the balance sheets:  
Property, plant and equipment, net  
Leased equipment  
23,111  
7,905  
54,888  
12,851  
101,294  
22,355  
2,444  
31,988  
41,672  
25,496  
114%  
28,558  
11,092  
68,244  
17,325  
124,831  
27,960  
2,391  
29,532  
14,662  
75,393  
19,073  
136,149  
30,367  
2,561  
36,434  
27,249  
93,199  
18,201  
174,667  
36,060  
2,565  
40,145  
33,714  
99,852  
12,510  
199,274  
42,409  
2,609  
Current assets  
of which: Liquid assets  
Total assets  
Stockholders’ equity  
of which: Capital stock  
Accrued liabilities  
35,787  
54,313  
34,375  
123%  
34,629  
62,527  
40,430  
133%  
37,695  
90,560  
64,488  
179%  
36,441  
109,661  
84,783  
200%  
Liabilities  
of which: Financial liabilities  
Debt to equity ratio  
Mid- and long-term provisions and liabilities  
Short-term provisions and liabilities  
Current ratio  
36,989  
41,950  
45,953  
50,918  
85%  
47,601  
58,181  
79%  
55,291  
83,315  
66%  
75,349  
81,516  
67%  
Net assets (average of the year)  
Credit rating, long-term  
45,252  
50,062  
53,174  
59,489  
Standard & Poor’s  
A +  
A 1  
A +  
A 1  
A
Moody’s  
A 2  
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 exchanges:  
6,721  
4,891  
4,427  
1,159  
9,956  
(8,745)  
8,051  
7,225  
8,155  
10,245  
4,937  
9,470  
19,336  
5,655  
10,392  
19,117  
6,645  
5,683  
1,456  
1,972  
3,315  
6,487  
12,337  
(14,530)  
16,681  
(23,445)  
18,023  
(32,110)  
16,017  
(32,709)  
Share price at year-end Frankfurt ()  
83.60  
77.00  
44.74  
New York (US $)  
96 1/16  
78 1/4  
41 1/5  
Average shares outstanding (in millions)  
Average dilutive shares outstanding (in millions)  
Average annual number of employees  
981.6  
994.0  
949.3  
968.2  
959.3  
987.1  
1,002.9  
1,013.6  
463,561  
1,003.2  
1,013.9  
449,594  
419,758  
421,661  
433,939  
1
)
)
Excluding one-time positive tax effects, especially due to extra distirbution of 10.23 per share.  
For our stockholders who are taxable in Germany.  
2
1
18 FIVE-YEAR-SUMMARY  
International Representation Offices  
Berlin  
Phone: +49 30 2594 1100  
Istanbul  
Phone: +90 212 482 3500  
Seoul  
Phone: +82 2 735 3496  
Fax:  
+49 30 2594 1109  
Fax:  
+90 212 482 3521  
Fax:  
+82 2 737 8965  
Bonn  
Kiev  
Singapore  
Phone: +49 228 5404 100  
Phone: +380 44 235 5251  
Phone: +65 849 8321  
+65 849 8493  
Fax:  
+49 228 5404 109  
Fax:  
+380 44 235 5288  
Fax:  
Abidjan  
Ljubljana  
Skopje  
Phone: +389 91 114 016  
Fax: +389 91 114 754  
Phone: +225 2175 1001  
Phone: +386 1 1883 797  
Fax:  
+225 2175 1090  
Fax:  
+386 1 1883 799  
Bangkok  
London  
Sofia  
Phone: +359 2 91988  
Fax: +359 2 9454014  
Phone: +66 2 676 6222-1000  
Phone: +44 193 286 7350  
Fax:  
+66 2 676 5550  
Fax:  
+44 193 286 0738  
Beijing  
Madrid  
Taipei  
Phone: +886 2 2783 9745  
Fax: +886 2 2788 6965  
Phone: +86 10 6590 0158  
Phone: +34 91 484 6161  
Fax:  
+86 10 6590 0159  
Fax:  
+34 91 484 6019  
Brussels  
Phone: +32 2 23311 33  
Melbourne  
Phone: +61 39 566 9266  
Tashkent  
Phone: +998 71 120 6374  
Fax:  
+32 2 23311 80  
Fax:  
+61 39 566 9110  
Fax:  
+998 71 120 6674  
Budapest  
Mexico City  
Tel Aviv  
Phone: +361 346 0303  
Phone: +52 5081 7376  
Phone: +972 9957 9091  
+972 9957 6872  
Fax:  
+361 315 1423  
Fax:  
+52 5081 7674  
Fax:  
Buenos Aires  
Phone: +54 11 4801 3585  
Moscow  
Phone: +7 095 797 5350  
Teheran  
Phone: +98 21 204 6047  
Fax:  
+54 11 4808 8702  
Fax:  
+7 095 797 5352  
Fax:  
+98 21 204 6126  
Cairo  
New Delhi  
Tokyo  
Phone: +81 3 5572 7172  
Fax: +81 3 5572 7126  
Phone: +20 2 524 6127  
Phone: +91 1 1410 4959  
Fax:  
+20 2 524 6700  
Fax:  
+91 1 1410 5226  
Caracas  
Paris  
Warsaw  
Phone: +58 2 573 5945  
Phone: +33 1 39 23 5400  
Phone: +48 22 697 7040  
+48 22 654 8633  
Fax:  
+58 2 576 0694  
Fax:  
+33 1 39 23 5442  
Fax:  
Dubai  
Pretoria  
Washington D.C.  
Phone: +971 4 332 7333  
Phone: +27 12 677 1502  
Phone: +1 202 414 6747  
+1 202 414 6716  
Fax:  
+971 4 332 7755  
Fax:  
+27 12 666 8191  
Fax:  
Hanoi  
Rome  
Windsor, Ontario  
Phone: +84 8 8958 710  
Phone: +39 06 41 898405  
Phone: +1 519 973 2101  
+1 519 973 2226  
Fax:  
+84 8 8958 714  
Fax:  
+39 06 41 219097  
Fax:  
Hong Kong  
São Paulo  
Zagreb  
Phone: +385 1 489 1500  
Fax: +385 1 489 1501  
Phone: +85 2 2594 8876  
Phone: +55 11 4173 7171  
Fax:  
+85 2 2594 8801  
Fax:  
+55 11 4173 7118  
Sarajevo  
Phone: +387 33 664 376  
Fax:  
+387 33 664 469  
INTERNATIONAL REPRESENTATION OFFICES 119  
Addresses  
DaimlerChrysler AG  
0546 Stuttgart  
Germany  
TEMIC TELEFUNKEN  
microelectronic GmbH  
90411 Nürnberg  
7
Phone +49 711 17 0  
Fax +49 711 17 94022  
www.daimlerchrysler.com  
Germany  
Phone.+49 911 9526 0  
Fax +49 911 9526 354  
www.temic.de  
MTU Friedrichshafen GmbH  
DaimlerChrysler Corporation  
Auburn Hills, MI 48326-2766  
USA  
Phone +1 248 576 5741  
www.daimlerchrysler.com  
8
8040 Friedrichshafen  
Germany  
Phone +49 7541 90 0  
Fax +49 7541 90 2247  
www.mtu-friedrichshafen.com  
MTU Aero Engines GmbH  
DaimlerChrysler Services AG  
Postfach 500640  
1
0875 Berlin  
80976 München  
Germany  
Germany  
Phone +49 30 2554 0  
Fax +49 30 2554 2525  
www.daimlerchryslerservices.com  
Phone +49 89 1489 0  
Fax +49 89 1489 5500  
www.mtu.de  
DaimlerChrysler  
Rail Systems GmbH  
13627 Berlin  
Germany  
Phone +49 30 3832 0  
Fax +49 30 3832 2000  
www.adtranz.com  
Information  
Publications for our shareholders:  
DaimlerChrysler Annual Report  
These publications can be requested from:  
(
German, English, French short version)  
Form 20-F  
English)  
DaimlerChrysler Services Annual Report  
German and English)  
DaimlerChrysler Interim Reports for 1st, 2nd and  
rd quarters (German, English)  
DaimlerChrysler Environmental Report  
German and English)  
DaimlerChrysler AG  
70546 Stuttgart  
Germany  
(
(
The information can also be ordered by phone or  
fax under the following number:  
+49 711 17 92287  
3
(
The financial statements of DaimlerChryler  
Aktiengesellschaft prepared in accordance with  
German GAAP were audited by KPMG Deutsche  
Treuhand-Gesellschaft Aktiengesellschaft Wirt-  
schaftsprüfungsgesellschaft and an unqualified  
opinion was rendered thereon. These financial  
statements will be published in the Bundesanzeiger  
The complete Annual Report, Form 20-F and  
the interim reports are available on the Internet.  
The most important financial charts can also be  
accessed. Our address is:  
www.daimlerchrysler.com  
(
Federal Official Gazette) and filed at the  
Commercial Register in Stuttgart.  
The financial statements may be obtained from  
DaimlerChrysler free of charge.  
1
20 ADRESSES/INFORMATION  
DaimlerChrysler online  
Additional information on DaimlerChrysler is  
available on the Internet:  
www.daimlerchrysler.com  
www.daimlerchrysler.com  
Investor Relations  
Financial Diary  
2
001  
contact  
Annual Results Press Conference  
February 26, 2001  
Stuttgart  
Phone  
++49 711 17 92286  
7 92261  
7 95277  
1
0:00 a.m.  
1
1
Mercedes-Benz Technology Center (MBTC)  
Sindelfingen  
Fax  
++49 711 17 94075  
7 94109  
Analysts’ and Investors’ Conference  
February 26, 2001  
2:00 p.m.  
1
Stuttgart-Möhringen  
Auburn Hills  
Phone  
Fax  
++1 248 512 2950  
++1 248 512 2912  
Annual Meeting  
April 11, 2001  
1
0:00 a.m.  
Messe Berlin (Berlin Exhibition Center)  
Interim Report Q1/3 Month Results  
April 25, 2001  
Interim Report Q2/Half Year Results  
July 26, 2001  
Interim Report Q3/9 Month Results  
October 23, 2001  
DaimlerChrysler AG  
Stuttgart, Germany  
Auburn Hills, USA  
www.daimlerchrysler.com  


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