Automotive   |   Mercedes-Benz Group AG
Answers for questions to come  
Annual Report 2001  
Key Figures  
DaimlerChrysler Group  
Amounts in millions  
01  
01  
00  
99  
01:00  
1
US $ )  
Change in %  
Revenues  
136,072  
40,624  
20,612  
81,814  
72,216  
13,634  
152,873  
45,640  
23,157  
91,916  
81,132  
15,317  
372,470  
6,008  
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  
-62)  
-9  
European Union  
of which: Germany  
North America  
-11  
-4  
of which: USA  
-4  
Other markets  
-5  
Employees (at year-end)  
Research and development costs  
-11  
-19  
5,348  
Investments in property, plant  
and equipment  
7,918  
14,192  
(1,173)  
1,197  
(589)  
(0.59)  
650  
8,896  
15,944  
(1,318)  
1,345  
(662)  
(0.66)  
730  
10,392  
16,017  
9,752  
5,213  
7,894  
7.87  
9,470  
18,023  
11,012  
10,316  
5,746  
5.73  
-14  
-0  
Cash provided by operating activities  
Operating profit (loss)  
.
3
Operating profit adjusted )  
-74  
.
Net income (loss)  
per share (in US $/ )  
.
3
Net income adjusted )  
3,481  
3.47  
6,226  
6.21  
-79  
-79  
-57  
-57  
3
per share (in US $/ ) )  
0.65  
0.73  
Total dividend  
893  
1,003  
1.00  
2,358  
2.35  
2,358  
2.35  
Dividend per share (in  
)
1
)
)
)
Rate of exchange: 1 = US $0.8901 (based on the noon buying rate on Dec. 31, 2001).  
A 1% decrease after adjusting for changes in the consolidated Group.  
Excluding one-time effects, see pages 54-60.  
2
3
A product range with infinite possibilities  
Divisions  
Mercedes-Benz Passenger Cars & smart  
Amounts in millions  
01  
01  
00  
%
US $  
change  
Operating profit  
2,627  
2,636  
42,462  
1,834  
2,138  
2,951  
2,961  
47,705  
2,061  
2,402  
2,145  
2,874  
43,700  
2,096  
2,241  
+38  
+3  
+9  
-2  
Operating profit adjusted  
Revenues  
Investments in property, plant and equipment  
Research and development  
Unit sales  
+7  
+6  
+1  
1,229,688 1,154,861  
Employees (Dec. 31)  
102,223  
100,893  
Chrysler Group  
Amounts in millions  
01  
01  
00  
%
US $  
change  
Operating profit (loss)  
Operating profit (loss) adjusted  
Revenues  
(4,701)  
(1,943)  
56,506  
4,524  
(5,281)  
(2,183)  
63,483  
5,083  
501  
531  
.
.
68,372  
6,339  
2,456  
-7  
Investments in property, plant and equipment  
Research and development  
Unit sales  
-20  
-10  
-10  
-14  
1,959  
2,201  
2,755,919 3,045,233  
Employees (Dec. 31)  
104,057  
121,027  
Commercial Vehicles  
Amounts in millions  
01  
01  
00  
%
US $  
change  
Operating profit (loss)  
Operating profit adjusted  
Revenues  
(458)  
45  
(514)  
51  
1,212  
1,253  
.
-96  
-4  
25,432  
1,321  
903  
28,572  
1,484  
29,804  
1,128  
Investments in property, plant and equipment  
Research and development  
Unit sales  
+32  
+4  
1,015  
974  
492,851  
96,644  
548,955  
101,027  
-10  
-4  
Employees (Dec. 31)  
Services  
Amounts in millions  
01  
01  
00  
%
US $  
change  
Operating profit  
545  
514  
612  
578  
2,457  
641  
-75  
-10  
-4  
Operating profit adjusted  
Revenues  
14,999  
100  
16,851  
112  
17,526  
282  
Investments in property, plant and equipment  
Employees (Dec. 31)  
-60  
+1  
9,712  
9,589  
Other Activities  
Amounts in millions  
01  
01  
00  
%
US $  
change  
Operating profit  
1,051  
182  
1,181  
205  
3,590  
67  
-67  
+206  
-58  
Operating profit adjusted  
Revenues  
4,012  
150  
4,507  
168  
10,615  
547  
Investments in property, plant and equipment  
Research and development  
Employees (Dec. 31)  
-69  
347  
390  
1,753  
47,108  
-78  
21,101  
-55  
Our Passenger Car  
Brands  
Our Commercial Vehicle  
Brands  
Our Alliance  
Partner  
Our Strategic  
Partner  
1
Answers for questions to come  
2
6
8
2
Chairman’s Letter  
Board of Management  
Business Review  
Outlook  
With its strong brand portfolio,  
its comprehensive product range and its global  
presence, DaimlerChrysler is a company  
with almost infinite possibilities.  
1
16 The Executive Automotive Committee  
1
8
0
DaimlerChrysler Worldwide  
Special Section:  
2
We aim to enthuse our customers with our  
products and services, and to apply innovative  
technology to make the traffic of tomorrow  
even safer, as well as more economical and  
environment friendly.  
The “Vision of Accident-Free Driving”  
Operating Activities  
2
6
26  
Mercedes-Benz Passenger Cars & smart  
Chrysler Group  
30  
34  
38  
40  
Commercial Vehicles  
Services  
Other Activities  
To these ends we focus our global resources  
and the knowledge, experience and energy  
of our employees.  
44 Research and Technology  
46  
48  
50  
52  
54  
68  
DaimlerChrysler and the Environment  
Global Procurement and Supply  
Human Resources  
The DaimlerChrysler Shares  
Analysis of the Financial Situation  
Financial Statements  
1
1
1
1
1
1
17 Supervisory Board  
18 Report of the Supervisory Board  
20 Major Subsidiaries  
22 Six-Year Summary  
23 International Representative Offices  
24 Addresses & Information  
2
Chairman‘s Letter  
No one will forget 2001. The shocking and deeply regrettable tragedies of September 11 have since  
inspired a set of values and memories that will enshrine forever the lessons of that day.  
The attacks unleashed an unprecedented and decisive global response to terrorism. It was an answer  
strengthened by passionate solidarity and marked by the firm, unbreakable resolve of a united  
international community.  
DaimlerChrysler’s reaction during the immediate aftermath was characterized by spontaneous and  
heartfelt support for all those affected by the attacks. We also expressed our grief and compassion through  
substantial material aid. Our company remains profoundly and acutely connected to the grim realities of  
that day.  
Notwithstanding this, it was essential for us to meet our commitments for 2001.  
Performance in 2001. It is now a matter of record that with an operating profit of €1.3 billion, we reached  
our anticipated earnings range for 2001.  
We are certainly not satisfied with this result, but it should be considered that it was achieved in an  
extremely difficult environment, particularly in the later part of the year.  
For Mercedes-Benz and smart, however, 2001 was an excellent year with new records in revenue, sales  
and profit. With over 1.1 million vehicles sold, Mercedes-Benz is today the world’s leading luxury car  
brand. The resounding success of the C-Class family and strong demand for the new SL were two of the  
factors driving growth to unprecedented levels and further enhancing the brand’s position. The now  
well established smart brand also overachieved its sales targets.  
At Chrysler Group we implemented our ambitious turnaround program with real signs of success.  
Despite highly competitive market conditions in 2001, Chrysler Group exceeded the objectives set for its  
cost reduction program and surpassed slightly the upper end of its earnings’ predictions.  
In a US market artificially fuelled by high cash discounts and zero percent financing we managed to  
introduce a selective incentive program. New and extremely appealing products, exemplified by the Jeep  
Liberty, the Chrysler PT Cruiser and the Dodge Ram, as well as many others in the pipeline, are good  
reason for optimism at Chrysler Group.  
The results of our Commercial Vehicles division, the world’s largest manufacturer of vans, trucks and  
buses, mirrors the downturn in North America and the weakening markets of Europe.  
At Freightliner, the new management announced an effective turnaround plan in October. By the end of  
last year the changes had shown early results. Inventories on new and used trucks were brought back  
considerably.  
Other areas of our Commercial Vehicles division were able to continue their excellent performance.  
Our van operation, for example, already market leader in Europe, extended its product range by introducing  
the very successful Sprinter in North America.  
At DaimlerChrysler Services, the increased pressure on margins in the US market had a negative impact.  
Our Services division will continue adding value to the automotive business through even stronger support  
of our operations. It will also pursue its policy of divesting non-core activities.  
Chairman‘s Letter  
3
Finally, at our strategic partner Mitsubishi Motors Corporation (MMC), we have increased our stake  
to 37.3%. We now have the potential to cooperate with the Commercial Vehicles division of MMC, as well.  
The turnaround plans at Mitsubishi Motors are yielding promising results. Initiatives aimed at increasing  
productivity and quality, along with considerable improvements in cost structures, are under way.  
The management of MMC is confident that it will reach break-even during that company’s current financial  
year ending March 2002. For the rest of 2002, one will have to take into consideration the extremely  
difficult market conditions prevailing in Japan.  
Group outlook 2002. The global automotive business is currently experiencing the toughening markets the  
Chrysler Group started to feel as early as 2000. We said then, at the onset of the American industry’s  
downturn, that while Chrysler Group may have to be one of the major automobile manufacturers to enter  
this valley, we would also be first out. That, we believe, is beginning to happen.  
The year in view, however, promises to be another demanding one, with several major economies facing  
weaker growth. The world economy has moved off a solid base.  
Consequently, DaimlerChrysler has reviewed and updated its planning assumptions to take into account  
the consequences of a weaker economic and market environment. In February 2001, the Group set targets  
for 2002 and beyond based on assumptions that were reasonable at that time, but which no longer apply.  
The reality is that the fundamentals for 2002 have become more uncertain and the task more challenging.  
Consequently, our current planning is conservative.  
DaimlerChrysler nevertheless expects Group operating profit for 2002 to be significantly in excess  
of twice the level of 2001.  
However, we remain confident that we will achieve results similar to those projected in February 2001,  
although at slightly later dates.  
DaimlerChrysler has taken the right steps to deal with the uncertain times that many predict lie ahead.  
4
Chairman‘s Letter  
We are thus confident that our company’s strategy, set several years ago, will lead to our targeted  
occupation of the automotive industry’s number one spot.  
The strategy. DaimlerChrysler’s strategy is based on the four pillars of:  
Global presence through the development of dynamic operations in all important automotive markets,  
to profit from regional growth and to attract new customers;  
Strong brands, creating efficient and effective market pull at the same time as they promote customer  
loyalty;  
A broad product range, serving all customer needs, exploring and profiting from new market niches or  
segments and allowing savings through significant economies of scale; and finally  
Leadership in technology, underpinning DaimlerChrysler’s position as the world automotive industry’s  
foremost innovator and providing the key to further product differentiation.  
Stunning future products planned for the passenger car and commercial vehicle divisions emphasize  
the fact that ours remains the most exciting automotive company in the world. Our products are proof of  
the excellent performance level of DaimlerChrysler.  
DaimlerChrysler’s mix of premium brands and those suited for a wider market is one of the best balanced  
in our business. Backed by strong research and development, these brands will be at the cutting edge  
of technology in their respective segment, offering our customers the best there is in terms of innovation,  
design, safety, quality, service and the sheer enjoyment of owning one of our products.  
Implementation and execution. We are nevertheless conscious that even the best strategy needs energetic  
commitment to proper execution. For us, 2002 will therefore be another important year of implementation.  
What exactly do we mean by implementation? Perhaps it is best described as the productive drawing  
together and integrating of the many, complex strands that make up the unique fabric of DaimlerChrysler  
our most vital process.  
In this regard, the impact of DaimlerChrysler’s Executive Automotive Committee (EAC) on management of  
product portfolios, technology, production capacities, as well as sales and marketing activities, has begun  
to pay off.  
The EAC continuously finds ways of saving costs and sharing technological know-how. This process allows  
us to develop and launch new products faster and even more efficiently.  
Another major focus is on multi-brand management. For us, the clear positioning of our brands is a key  
factor in the success of our automotive business.  
We have carefully positioned every one of our brands against its natural competitors. At the same time  
we have taken care to ensure that all of our brands are clearly separated from each other. Like no other  
competitor we cover the entire spectrum of products.  
In its totality, our brand portfolio is the strongest in the industry. We will build on this advantage.  
For 2002, the EAC will maintain its focus on the consistent and rigorous implementation of our strategy.  
Chairman‘s Letter  
5
An unconditional commitment to our shareholders. DaimlerChrysler counts some 370,000 highly creative  
and multi-talented employees to whom I would like to express my sincere thanks for their outstanding  
commitment.  
These are the people who create the benchmarks that distinguish our company in the many markets it  
serves. First class execution, high energy levels, innovative thinking and excellent management are the  
qualities that will see us through the challenges of 2002 and the years that follow.  
We continue to rate as one of the world’s most respected employers. As a result the company attracts the  
best people who also understand and endorse DaimlerChrysler’s powerful commitment to its shareholders.  
Cautious optimism. We emphasize the caliber of these great human assets because of their critical  
importance in these times.  
In our opinion, the difficult economic climate of 2001 has clearly spilled over into 2002. Several factors over  
which we have little or no control will influence the global automotive industry’s short-term performance.  
Notwithstanding these uncertainties, we remain confident that our determination and ability to handle  
short-term demands will deliver outstanding medium to long-term results.  
For more than a century we have characteristically met corporate challenges with cool heads and resolved  
them with a high degree of accomplishment.  
This experience, backed by unequalled products and a magnificent team, will help generate the higher  
levels of profit our shareholders expect and deserve.  
Against this background, my colleagues on the Board of Management and I are firmly convinced that the  
years that lie ahead will bring great success to your company.  
Sincerely Yours  
Jürgen E. Schrempp  
6
The Board of Management  
Manfred Bischoff  
Age: 59  
Aerospace & Industrial Businesses  
Board Member Mitsubishi Motors  
Corporation  
Manfred Gentz  
Age: 60  
Finance & Controlling  
Appointed until 2003  
Appointed until 2003  
Günther Fleig  
Age: 53  
Human Resources  
&
Labor Relations Director  
Appointed until 2004  
Eckhard Cordes  
Age: 51  
Jürgen Hubbert  
Age: 62  
Commercial Vehicles  
Appointed until 2003  
Mercedes-Benz Passenger Cars & smart  
Appointed until 2005  
Rüdiger Grube  
Age: 50  
Corporate Development  
Deputy Member of the Board of Management  
Appointed until 2004  
The Board of Management  
7
Jürgen E. Schrempp  
Age: 57  
Klaus-Dieter Vöhringer  
Age: 60  
Chairman of the Board of Management  
Appointed until 2005  
Research & Technology  
Appointed until 2003  
Klaus Mangold  
Age: 58  
Services  
Appointed until 2003  
Gary C. Valade  
Age: 59  
Global Procurement & Supply  
Appointed until 2003  
Dieter Zetsche  
Age: 48  
Chrysler Group  
Appointed until 2003  
Thomas W. Sidlik  
Wolfgang Bernhard  
Age: 52  
Age: 41  
Procurement & Supply Chrysler Group  
Board Member Hyundai Motor Company  
Appointed until 2003  
Chief Operating Officer Chrysler Group  
Deputy Member of the Board of Management  
Appointed until 2003  
8
Business Review  
Earnings target achieved despite difficult  
market conditions  
Successful restructuring programs  
Operating profit (adjusted for one-time effects) of €1.3 billion, within the target range  
Net loss of €0.7 billion (2000: net income of €7.9 billion);  
excluding one-time effects, net income of €0.7 billion (2000: €3.5 billion)  
Proposed dividend: €1.00 per share (2000: €2.35)  
Earnings impacted by restructuring charges and  
market weakness. In 2001, DaimlerChrysler achieved  
an operating profit excluding one-time effects of €1.3  
billion (2000: €5.2 billion). This was within the target  
range announced in February 2001, despite a signifi-  
cantly more difficult environment. Particularly as a re-  
sult of the charges for turnaround activities at Chrysler  
Group, Freightliner and Mitsubishi Motors, there were  
negative one-time effects in a total amount of €2.7 bil-  
lion. Operating profit in 2000 was influenced by posi-  
tive one-time effects in a total amount of €4.5 billion.  
Including one-time effects, there was thus an operating  
loss of €1.3 billion (2000: operating profit €9.8 billion).  
The Mercedes-Benz Passenger Cars & smart divi-  
sion again increased its earnings. The earnings of the  
Commercial Vehicles and Services divisions decreased,  
however, and Chrysler Group reported an operating  
loss excluding one-time effects of €2.2 billion. The main  
reasons for the decline in earnings at Group level were  
the extremely competitive US market for passenger  
cars, minivans and light trucks, the dramatic contrac-  
tion of demand for heavy trucks in North America,  
The Group sustained a net loss of €0.7 billion  
(2000: net income €7.9 billion) and a loss per share of  
€0.66 (2000: earnings per share €7.87). Excluding one-  
time effects, both income and earnings per share were  
positive, but lower than in the prior year at €0.7 billion  
and €0.73 respectively (2000: €3.5 billion and €3.47  
respectively). (see pp. 54-60).  
€1.00 dividend. The Board of Management and the  
Supervisory Board will propose to the shareholders at  
the Annual Meeting that a dividend of €1.00 per share  
is distributed (2000: €2.35). The total dividend distribu-  
tion will therefore amount to €1,003 million (2000:  
€2,358 million). The dividend level proposed is related  
to the year’s earnings. However, DaimlerChrysler is  
confident that it will take profits to much higher levels  
in the future.  
Extensive measures to improve profitability. In order  
to return DaimlerChrysler to a position of strong and  
sustainable profitability, even with difficult market  
conditions, and to improve the competitive position  
continued pressure on margins in the financial services of the company, we initiated extensive restructuring  
business, and weakening demand in important  
markets.  
programs during the year under review.  
Operating Profit  
In millions  
2001  
2001  
2000  
US $  
DaimlerChrysler Group  
(1,173)  
(1,318)  
9,752  
Mercedes-Benz  
Passenger Cars & smart*)  
2,636  
(1,943)  
45  
2,961  
(2,183)  
51  
2,874  
531  
Chrysler Group*)  
Commercial Vehicles*)  
Services*)  
1,253  
641  
514  
578  
Other Activities*)  
DaimlerChrysler Group*)  
182  
205  
67  
1,197  
1,345  
5,213  
*
) adjusted for one-time effects  
Business Review  
9
Chrysler Group’s turnaround plan has been  
implemented faster than we anticipated, with better  
savings and profitability effects being achieved in  
There were only small exchange-rate movements  
during the period under review. The euro lost 5% of  
its value against the US $ and 2% against the British  
pound. However, it appreciated by 8% against the  
Japanese yen.  
2
001 than originally planned. As a result, and despite  
the negative impact of lower unit sales and revenues,  
Chrysler Group was able to achieve an operating loss  
(
excluding one-time effects) of €2,183 million, slightly  
Difficult markets worldwide. Competition in the inter-  
national automotive industry continued to intensify in  
2001 for both passenger cars and commercial vehicles  
in nearly all market segments. This was primarily  
due to weaker demand in important markets, the  
resulting drop in capacity utilization and numerous  
new models in established market segments.  
better than we announced on February 26, 2001  
(
an operating loss in the range of €2.2-2.6 billion).  
At Freightliner, our North American truck  
subsidiary, the cost-cutting measures started in 2000  
have been significantly reinforced by a comprehensive  
turnaround plan which was announced on October 12,  
2
001. With this plan we should be able to achieve  
The US market for passenger cars and light trucks  
continuously increasing positive effects on profitability, shrank by 1% or 0.2 million units to 17.1 million  
amounting to US $850 million annually from the year  
004.  
vehicles, despite significant increases in sales incentives.  
New registrations of passenger cars in Western Europe  
only equaled the levels of the previous year, particu-  
2
Key elements are savings on material costs,  
production costs and fixed costs. Within the framework larly due to the weakness of demand in Germany, and  
of measures designed to improve the existing business  
model, in the future Freightliner will concentrate on  
generating profitable business rather than increasing  
market share.  
the markets of Asia, South America and Eastern Europe  
did not provide any significant impetus.  
The commercial vehicles sector was impacted by  
the dramatic shrinkage of demand in North America  
and Argentina. Particularly in the United States, follow-  
ing the weakening of the market for heavy and medium  
trucks in the prior year (-12%), there was a severe  
Global economic weakness. Prospects for the world  
economy deteriorated throughout 2001. Weighted for  
each country’s share of the Group’s revenues, economic decline in 2001 (-26%). Demand in Western Europe  
growth in DaimlerChrysler’s sales markets fell to 1.2%  
from 3.9% in 2000. As a consequence of the general  
also declined during the course of the year.  
economic weakness in North America, Western Europe, Consolidated revenues close to prior year’s figure. In  
and South America, and the subsequent effects on the  
world economy of the terrorist attacks on September  
2001, DaimlerChrysler achieved total revenues of  
€152.9 billion. Adjusted for changes in the consolidated  
Group, revenues were nearly at the same level as in  
1
1, growth rates were significantly lower than in the  
prior year. The Japanese economy was in recession and 2000.  
Asian emerging markets were unable to equal their  
dynamic growth of previous years.  
Revenues  
In millions  
Consolidated Revenues  
In billions of €  
2001  
2001  
2000  
US $  
1
50  
25  
00  
DaimlerChrysler Group  
136,072  
152,873  
162,384  
1
Mercedes-Benz  
Passenger Cars & smart  
1
42,462  
56,506  
25,432  
14,999  
4,012  
47,705  
63,483  
28,572  
16,851  
4,507  
43,700  
68,372  
29,804  
17,526  
10,615  
7
5
Chrysler Group  
Commercial Vehicles  
Services  
5
0
25  
Other markets  
USA  
97  
98  
99  
00  
01  
Other Activities  
European Union  
1
0
Business Review  
DaimlerChrysler Aerospace and debis Systemhaus  
were partially included in the prior year’s figures. In  
addition, TEMIC (Automotive Electronics) and Adtranz  
EADS should also significantly increase revenues  
and earnings in its first full financial year. At the end of  
2001, its order backlog climbed to a new peak of  
€183.7 billion. With a total of 1,575 aircraft on order,  
Airbus further improved its strong position in the world  
market for civil aircraft. (see pp. 41-42).  
(
Rail Systems) were no longer consolidated from April  
and May 2001 respectively.  
While the Mercedes-Benz Passenger Cars & smart  
division was able to increase revenues by 9%, at  
Chrysler Group and the Commercial Vehicles division  
they were lower than in the prior year. Services’  
revenues also declined slightly, but on a comparable  
basis there was growth of 12%.  
As expected, Mitsubishi Motors’ revenues and  
unit sales decreased in the first half of the company’s  
2001/2002 financial year (ending on March 31, 2002).  
The restructuring measures are being implemented as  
planned, and the management expects to break even in  
the full 2001/2002 financial year. Mitsubishi Motors’  
long-term competitiveness should improve as a result  
4
.5 million vehicles sold. DaimlerChrysler’s unit sales  
of 4.5 million vehicles were lower than in the prior year of an extensive product offensive. (see pp. 42-43).  
4.7 million).  
The Mercedes-Benz Passenger Cars & smart divi-  
(
Concentration on the automotive business. In 2001,  
DaimlerChrysler maintained its strategy of focusing on  
the automotive business and related services.  
In January 2001, we sold the remaining 10% of the  
shares of debitel AG to the Swiss telecommunications  
company, Swisscom.  
On April 3, 2001, the European antitrust authori-  
ties approved the sale of Adtranz, our Rail Systems  
business unit, to the aeronautics and rail-technology  
group, Bombardier. This had been negotiated in August  
2000. Adtranz was therefore removed from the  
DaimlerChrysler Group’s consolidation effective May 1,  
sion performed very well again, with record unit sales  
of more than 1.2 million vehicles (+6%), strengthening  
its position as the leading brand in the premium  
segment. (see pp. 26-29).  
Unit sales by Chrysler Group of the Chrysler,  
Jeep and Dodge brands fell to 2.8 million vehicles  
(
2000: 3.0 million). (see pp. 30-33).  
Unit sales by the Commercial Vehicles division  
of 492,900 trucks, vans and buses were also lower  
than the high level of the prior year (549,000).  
(
see pp. 34-37).  
2
001.  
On April 9, 2001, we agreed to sell an initial 60%  
Consolidation phase at Services division. In the period  
under review, the Services division focused even more  
on sales financing and leasing for the products of the  
DaimlerChrysler Group. It achieved total revenues  
of €16.9 billion (2000: €17.5 billion). On a comparable  
basis (adjusted for the revenues of debis Systemhaus,  
which were still included at DaimlerChrysler Services  
in the first nine months of the prior year) the division’s  
revenues climbed by 12%. Total contract volume of  
of the shares of TEMIC to Continental. We have an  
option to sell the remaining 40% to Continental at an  
agreed price between 2002 and 2005. TEMIC was  
therefore removed from the consolidated Group  
effective April 1, 2001 and has since been included  
at equity in line with our 40% stake. With this sale  
we have integrated TEMIC into a strong automotive  
supplier group with a wide range of products,  
increasing its potential for future growth.  
131.8 billion reached the level of the prior year ad-  
justed for exchange-rate effects, while, as planned, we  
limited our new business to €54.9 billion (2000: €56.8  
billion). (see pp. 38-39).  
In January 2002, we exercised our contractually  
agreed option to sell to Deutsche Telekom AG our  
49.9% equity interest in T-Systems ITS (formerly debis  
Systemhaus AG). The sale of this investment is to be  
concluded by March 2002.  
Also in January 2002, DaimlerChrysler and GE  
Capital agreed that GE Capital would acquire a part of  
DaimlerChrysler Services’ capital services portfolio in  
the United States. The items to be transferred to GE  
Capital consist mainly of commercial real estate and  
the asset-based lending portfolio.  
Other Activities fulfill expectations. Despite the nega-  
tive effects of the terrorist attacks on September 11,  
MTU Aero Engines was able to continue its positive  
trend of the previous years and achieved further  
increases in revenues and earnings. (see pp. 40-41).  
Business Review 11  
Strong  
brands  
efficient processes  
and innovative technologies  
Stronger position in Asia. In the year under review, we  
Intensive cooperation with suppliers. In 2001,  
enhanced our position in the growth markets of Asia.  
In June 2001, we acquired from AB Volvo its 3.3%  
equity interest in Mitsubishi Motors, including all  
rights from the previous cooperation agreement  
between Mitsubishi Motors and Volvo in the field of  
DaimlerChrysler purchased goods and services world-  
wide worth €106.5 billion. Of this, 33% was accounted  
for by the Mercedes-Benz Passenger Cars & smart  
division, 43% by Chrysler Group, 19% by Commercial  
Vehicles and 5% by the other units. In close cooperation  
commercial vehicles. We thus created the right conditions with our suppliers we have succeeded in significantly  
for developing a strong competitive position in the  
Asian commercial vehicle markets. DaimlerChrysler  
now holds 37.3% of Mitsubishi Motors’ equity. Within  
the framework of our cooperation with Mitsubishi  
FUSO, the commercial vehicles division of Mitsubishi  
Motors, in December 2001 DaimlerChrysler took over  
the sales of the FUSO light truck, Canter, in selected  
European markets.  
reducing the prices of materials. Parallel to this,  
together with our partners we have intensified our  
efforts to further improve the quality of our products.  
(see pp. 48-49).  
€14.9 billion invested in the future. Last year the  
DaimlerChrysler Group invested €8.9 billion in property,  
plant and equipment and €6.0 billion in research and  
development. Expenditures were reduced as a result  
With Hyundai Motor Company (HMC) of South  
Korea, in which DaimlerChrysler holds a 10% equity in- of the more efficient cross-divisional concentration  
terest, we agreed in June on the establishment of a joint of resources that was brought about by the turnaround  
venture for the production of medium-class commercial activities. Major investments were made in the  
vehicle engines of the Mercedes-Benz 900 series in  
South Korea. Construction of the production facility  
started immediately after the contract was signed.  
Mercedes-Benz Passenger Cars & smart division to  
prepare for the production of the new E-Class and the  
new SL. At Chrysler Group, preparations for the Jeep  
Liberty and the new Dodge Ram were among the more  
important projects. In the Commercial Vehicles division  
the focus was on investments for the production of the  
Vaneo and the Axor.  
3
72,470 employees. At the end of 2001,  
DaimlerChrysler employed 372,470 people. The reduc-  
tion compared with the prior year was partially due to  
the fact that TEMIC and Adtranz employees are no  
DaimlerChrysler’s research and development  
longer included in the workforce of the DaimlerChrysler departments employed more than 28,000 people at the  
Group. In addition, there were workforce reductions  
as a result of measures taken to improve profitability,  
in particular at Chrysler Group and Freightliner.  
end of 2001. In addition to developing new products,  
priority was given to developing new drive systems  
and electronic systems to enhance traffic safety.  
(see pp. 20-25 and 44-45).  
(
see pp. 50-51).  
Investments in Property, Plant and Equipment  
Research and Development Costs  
In millions  
2001  
2001  
2000  
In millions  
2001  
2001  
2000  
US $  
US $  
DaimlerChrysler Group  
7,918  
8,896  
10,392  
DaimlerChrysler Group  
5,348  
6,008  
7,395  
Mercedes-Benz  
Passenger Cars & smart  
Mercedes-Benz  
Passenger Cars & smart  
1,834  
4,524  
1,321  
100  
2,061  
5,083  
1,484  
112  
2,096  
6,339  
1,128  
282  
2,138  
1,959  
903  
2,402  
2,201  
1,015  
390  
2,241  
2,456  
974  
Chrysler Group  
Commercial Vehicles  
Services  
Chrysler Group  
Commercial Vehicles  
Other Activities  
347  
1,753  
Other Activities  
150  
168  
547  
1
2
Outlook  
Continuous improvement in profitability  
DaimlerChrysler Group: significant earnings improvement  
expected in 2002 and beyond  
Executive Automotive Committee (EAC) established as an implementation platform  
for Group strategy  
Further growth at Mercedes-Benz Passenger Cars & smart  
Turnaround measures reinforced at Chrysler Group and Freightliner  
Services division to continue focusing on automotive business  
Investment in products and innovation to secure competitiveness  
Slow recovery of world economy. As a consequence of  
than last year, whereas demand in the US market  
the generally difficult economic conditions in the world, might continue to fall. The worldwide economic revival  
which have further deteriorated since the terrorist  
attacks on the United States, we have re-examined and  
expected to begin in the second half of 2002 should  
have positive effects on automotive markets, with sales  
adjusted our assumptions for the development of global increasing in 2003 and 2004. Generally difficult market  
economic activity, particularly for the year 2002. We  
now assume that the economic upturn originally ex-  
pected for the end of 2001 is only likely to begin in the  
second half of 2002, and then gather pace. We antici-  
pate global economic growth of 1.4% in 2002, 3.4% in  
conditions, shorter product lifecycles and high produc-  
tion capacities will intensify competition and increase  
the pressure to cut costs in all market segments, which  
in turn should accelerate consolidation in the industry.  
2
003 and 3.2% in 2004. The economies of the United  
Continuous improvement in profitability at  
States and Western Europe should return to a path of  
stable growth within the planning period, whereas the  
Japanese economy will probably only begin to emerge  
DaimlerChrysler. In order to counteract unfavorable  
market developments we will continue to implement  
the restructuring measures introduced in 2001, and  
from recession. We do not expect above-average growth will actually strengthen them in some areas. However,  
in the emerging economies of Asia, South America or  
Eastern Europe before 2003.  
the fundamentals have now become more difficult and  
the task more challenging. DaimlerChrysler neverthe-  
less expects Group operating profit for 2002 excluding  
one-time effects to exceed twice the 2002 level by a  
very significant amount. We are confident that we will  
achieve the results announced in February 2001, but at  
slightly later dates. Not only the turnaround plans will  
contribute to this, but also the enhanced coordination  
of our global activities and the resulting cost reduc-  
Intensified competition in the automotive industry.  
Against this macroeconomic backdrop we have also  
revised our projections for automotive markets. In the  
year 2002 we now expect a significant decline in the  
market for passenger cars and light trucks in North  
America, and a moderate weakening of demand in  
Western Europe and Japan. Demand in Western Europe tions, a more favorable market situation, and many  
for trucks over 6 tons is likely to be distinctly lower attractive new products.  
The Outlook section and other sections in this Annual Report contain forward-looking statements that reflect the current views of  
DaimlerChrysler management with respect to future events. The words “anticipate,” “believe,” “estimate,” “expect,” “intend,” “may,” “plan,”  
“project” and “should” and similar expressions are intended to identify forward-looking statements. Such statements are subject to risks and  
uncertainties, including, but not limited to: changes in general economic and business conditions, especially an economic downturn in  
Europe or North America; changes in currency exchange rates and interest rates; introduction of competing products; lack of acceptance of  
new products or services, including increased competitive pressures on the general level of sales incentives and pricing flexibility; inability  
to implement the turnaround plans for the Chrysler Groupand Freightliner promptly and successfully, especially an inability to meet  
revenue enhancement, efficiency and cost reduction initiatives; the ability of Mitsubishi Motors to implement its restructuring plan  
successfully; and decline in resale prices of used vehicles. If any of these or other risks and uncertainties occur (some of which are described  
under the heading “Analysis of the Financial Situation” in this Annual Report) , or if the assumptions underlying any of these statements  
prove incorrect, then actual results may be materially different from those expressed or implied by such statements. DaimlerChrysler does  
not intend or assume any obligation to update these forward-looking statements. Any forward-looking statement speaks only as of the date  
on which it is made.  
Outlook 13  
With new concepts  
for a successful future  
Revenues of €156 billion in the year 2004. On the basis  
of the current order situation and market expectations,  
we anticipate revenues of €142 billion in 2002 (2001:  
The work of the EAC will continue to support the  
implementation of our strategy in 2002.  
(see pp. 16-17).  
153 billion). The decline of 7% compared with the  
prior year is mainly due to unfavorable market pros-  
Further growth at Mercedes-Benz Passenger Cars &  
pects, which will particularly affect Chrysler Group and smart. The Mercedes-Benz Passenger Cars & smart di-  
the commercial vehicles business, but also to changes  
in the consolidated Group and the projected exchange-  
rate effects.  
vision plans to expand its product range in the coming  
years and penetrate new market segments, in order  
to ensure continued growth throughout the planning  
period. New products in 2002 include the new  
E-Class sedan and the CLK coupe. In addition, at the  
end of 2002 we will launch a luxury sedan under  
the Maybach brand, which will once more underscore  
DaimlerChrysler’s leading position in the premium  
segment. The smart model range will be extended in  
2003 with a roadster and in 2004 with a four-seater  
mini car.  
As a result of improving market conditions and  
primarily due to the introduction of attractive new ve-  
hicles, we expect revenues to increase to €156 billion  
by 2004. This figure assumes a moderate increase in  
the value of the euro against the US dollar, the British  
pound and the Japanese yen. The most rapid growth in  
revenues is likely to be achieved in Asia, South  
America and Eastern Europe.  
EAC: a strategy-implementation platform. The Execu-  
tive Automotive Committee (EAC) is the platform for  
the implementation of our strategy, with a focus on the  
four key pillars of global presence, strong brands, wide  
product range and technological leadership. Headed by  
Jürgen E. Schrempp and Jürgen Hubbert, this commit-  
Chrysler Group: return to profitability. Due to unfavor-  
able economic conditions, the assumptions for 2002  
underpinning Chrysler Group’s turnaround plan have  
also been adjusted. In particular, expectations for the  
US market have been revised from 16 million passen-  
ger cars and light trucks to approximately 15 million  
tee has been used to coordinate the Group’s automotive vehicles. In order to break even in 2002 in the face of  
business since the beginning of 2001.  
weaker market conditions, Chrysler Group has intensi-  
fied and accelerated some aspects of the turnaround  
plan that was announced on February 26, 2001.  
Furthermore, various new, innovative models  
such as the Dodge Viper, the Chrysler Crossfire, the  
Chrysler Pacifica and the new Dodge Durango should  
ensure that Chrysler Group’s competitive position  
improves significantly in an extremely difficult market  
environment. Closer cooperation both within the  
DaimlerChrysler Group and with our partner  
Mitsubishi Motors should also help improve our cost  
position and margins, as well as the innovative  
potential of Chrysler Group.  
Its goal is the effective exchange of technologies,  
innovations, components and processes between the  
divisions. This should result in the continuous improve-  
ment of the Group’s cost position, while strictly  
maintaining the identity of individual brands.  
Many important decisions were taken by the EAC  
in 2001, two examples being a common platform for  
the next-generation Chrysler Neon and Mitsubishi  
Lancer, and the use of Mercedes-Benz components in  
the Chrysler Crossfire.  
Revenues  
In billions  
Plan 2002 Target 2004  
DaimlerChrysler Group  
142  
156  
Mercedes-Benz  
Passenger Cars & smart  
46  
56  
28  
16  
2
50  
59  
33  
19  
3
Chrysler Group  
Commercial Vehicles  
Services  
Other Activities  
1
4
Outlook  
Consolidation in the commercial vehicles business. In  
002, the Commercial Vehicles division will continue  
Mitsubishi Motors: Growth with new products.  
2
Mitsubishi Motors (MMC) will continue to implement  
its restructuring program, which has already led to  
significantly better results in the 2001/2002 financial  
year. At the same time, innovative new models should  
ensure long-term profitability and growth for the impor-  
tant volume segments. The company will launch a total  
of 16 new model variants in the financial years from  
2001 to 2003, including different variants for Japan,  
the United States, Europe and Asia. This ambitious plan  
to adjust its capacities and cost structures to lower  
demand worldwide. As announced, another top priority  
will be to further implement the Freightliner turn-  
around plan. In order to strengthen its position as  
global market leader for commercial vehicles, in the  
year 2002 the division will present six new or revised  
vehicles, including the successor model in the  
Freightliner Business Class, the double-decker of the  
new Setra TOPClass 400 family of luxury buses, and re- will be supported by close cooperation between  
vised versions of the successful Mercedes-Benz models, Mitsubishi Motors and DaimlerChrysler and particu-  
Actros and Sprinter. Important new products are also  
planned in the area of components, particularly the  
larly the Chrysler Group. And due to our acquisition of  
AB Volvo’s equity interest in MMC in June 2001, there  
launch of the new OM 457 engine with turbobrake. Our will also be new possibilities for cooperation between  
long-term strategy is to achieve cost savings by taking  
more advantage of our position as the world’s largest  
manufacturer of commercial vehicles. We see further  
potential to reduce costs and penetrate new markets,  
particularly the growth markets of Asia, as a result of  
the cooperation with our partners, Mitsubishi Motors  
and Hyundai.  
DaimlerChrysler’s Commercial Vehicles division and  
MMC’s FUSO unit.  
Changed environment in the aeronautics industry. The  
terrorist attacks on September 11 have significantly  
altered the economic environment of the aeronautics  
industry.  
Against this background, the MTU Aero Engines  
business unit anticipates a decline in revenues in the  
civil aircraft business in 2002. However, MTU Aero  
Engines aims to ensure its future profitability by means  
of targeted measures such as the analysis of planned  
investments, cost and development budgets, as well as  
the adjustment of existing capacities by flexible staff-  
ing. The foundation for this was already laid by expand-  
ing the maintenance business and participating in new  
Continued specialization at Services. The Services divi-  
sion will continue its strategy of focusing on automo-  
tive financial services, and will further improve its  
processes and structures in order to secure a sustained  
increase in profitability. At the same time, its product  
range will be more closely oriented towards the cus-  
tomers of the Group’s various vehicle brands. Within  
the context of this strategy, in Germany from the  
middle of 2002, the DaimlerChrysler Bank will offer de- programs.  
posit and savings facilities, investment funds and cus-  
tomer credit cards, in addition to its existing products.  
We also intend to extend our activities in the areas of  
automotive and personal insurance, in fleet manage-  
ment and with telematics services.  
EADS has also taken steps to maintain its profit-  
ability. These measures include keeping its Airbus  
manufacturing capacities at the level achieved in 2001  
instead of the originally planned expansion, prudent  
human-resources planning and the accelerated imple-  
Investments in Property, Plant and Equipment  
In billions  
Plan 2002 2002–2004  
DaimlerChrysler Group  
8.0  
22.9  
Mercedes-Benz  
Passenger Cars & smart  
2.7  
3.7  
1.3  
0.1  
0.2  
8.0  
10.4  
3.8  
Chrysler Group  
Commercial Vehicles  
Services  
0.2  
Other Activities  
0.5  
Outlook 15  
Impressive premieres: In Detroit DaimlerChrysler  
presented concept cars by Mercedes-Benz,  
Jeep and Dodge.  
®
Left picture: from left to right, Jeep Willys2,  
Jeep Compass, Dodge Razor, and Dodge M80.  
Right picture: Mercedes-Benz Vision GST  
(
Grand Sports Tourer)  
mentation of cost-cutting programs. In conjunction  
with its highly flexible production system, EADS  
expects that these measures will enable it to remain  
profitable despite sharper fluctuations in Airbus pro-  
duction. In 2002, EADS expects to deliver 300 Airbus  
aircraft (2001: 325). The development of the A380 is  
proceeding as planned.  
facilities in the automotive business and on the  
development of new technologies that will enhance  
the safety, environmental compatibility and economy  
of road transport.  
With our investments and extensive research and  
development activities, the turnaround plans, and the  
cross-divisional activities of the Executive Automotive  
Committee, we are laying the foundations for continu-  
ously growing earnings at DaimlerChrysler.  
Investment secures competitiveness. In the planning  
period of 2002 to 2004, DaimlerChrysler expects to in-  
vest €41 billion in property, plant and equipment, and  
research and development. A large part of this expendi-  
ture will be on the development and preparation for  
production of new passenger car and commercial ve-  
hicle models. In addition, we are planning significant  
spending on the modernization of manufacturing  
Research and Development Costs  
In billions  
Plan 2002 2002–2004  
DaimlerChrysler Group  
5.9  
17.6  
Mercedes-Benz  
Passenger Cars & smart  
2.4  
2.1  
1.0  
0.4  
6.9  
6.5  
3.1  
1.1  
Chrysler Group  
Commercial Vehicles  
Other Activities  
1
6 Executive Automotive Committee  
Executive Automotive Committee:  
driving the implementation process  
Key steering instrument for worldwide automotive business  
Preparation of cross-divisional decisions and initiatives  
Numerous projects defined and addressed; many already successfully completed  
Successful start for EAC. The Executive Automotive  
Committee (EAC), which was formed at the beginning  
of 2001 under the joint leadership of Jürgen E.  
Schrempp and Jürgen Hubbert, has already introduced  
several pioneering initiatives and has established itself  
as an effective, efficient and goal-oriented instrument  
for coordinating our global automotive business.  
The activities of the EAC are intended to optimize  
and strengthen the Group’s entire automotive business.  
Enormous cost-reducing potential can be realized  
through joint projects by the Group’s three automotive  
divisions and our partner, Mitsubishi Motors, and  
through the resulting knowledge transfer.  
The overall steering of DaimlerChrysler’s automo-  
tive business now takes place – with due consideration  
being paid to our alliance partners – in accordance with  
standard rules and processes. It is also an advantage  
that cross-divisional projects are discussed in detail in  
the EAC. This detailed coordination will enable us to  
keep ahead of the competition with our next generation  
of vehicles.  
Product portfolio: cross-divisional segment strategy.  
In some vehicle segments the foundations have already  
been laid for the realization of synergies between the  
various products of the Group. For example, engineers  
from DaimlerChrysler and Mitsubishi Motors are work-  
The variety of DaimlerChrysler’s brands is the  
basis for us to selectively target our customers – and to ing on a shared design concept for a small car in the  
fulfill their individual wishes. In this context, the task  
of the EAC is to secure the uniqueness and identity of  
each individual brand.  
so-called B-segment. The smart four-seater and the two  
Mitsubishi variants that are based on this platform are  
to be launched as early as 2004.  
Another decision was taken to develop a common  
C-segment platform, with an estimated production  
volume of more than 500,000 vehicles per year, for the  
Chrysler Neon and the Mitsubishi Lancer and derived  
product variants.  
Chrysler Group and MMC have also defined a  
third platform for full-sized sedans in the D-segment,  
that is, for the successors to their Stratus/Sebring and  
Galant models.  
To achieve this, the EAC concentrates on the  
following areas of work:  
-
-
Coordinating and optimizing the product portfolio  
Identifying new technologies and innovations and  
selecting the products and brands in which they will  
be applied  
-
-
Standardizing components  
Steering the global production capacities of the  
DaimlerChrysler Group  
-
Coordinating our global sales and marketing activities Definition of a long-term innovation calendar. A Group-  
wide innovation plan has been prepared as a joint  
Quick and flexible decisions. The EAC meets at  
monthly intervals.  
project by the research and development departments.  
On this basis, the EAC has prioritized and coordinated  
the current innovation projects. The result is an innova-  
tion calendar which defines when each innovation is to  
be applied in which brand and in which product.  
In the year 2001, 45 projects were defined and  
analyzed, and reports on their progress were regularly  
submitted to the Committee. 19 of these projects were  
either already successfully completed in the first year  
or are now in their final stages. There are examples of  
the success of the EAC throughout its whole range of  
activities.  
Executive Automotive Committee 17  
Groundbraking  
initiativesfor the future  
The role of the EAC within DaimlerChrysler  
Standardization and exchange of components. Under  
the leadership of the EAC, interdisciplinary component  
teams of development engineers and purchasing man-  
agers have already identified numerous components  
which can be bought or made in larger numbers in  
the future, and which will therefore be significantly  
cheaper. These include electronic control units,  
batteries and fuel pumps.  
Board of Management  
EAC  
Schrempp  
Hubbert  
Mercedes-Benz  
Passenger  
Cars & smart  
Mitsubishi  
Motors  
Corporation  
Chrysler Group  
Commercial  
Vehicles  
Corporate  
Development  
A good example of the cross-divisional exchange  
of components is the Mercedes-Benz five-speed auto-  
matic transmission, which will be used in a modified  
form in Chrysler Group vehicles and for this purpose  
will be produced at a new gearbox plant in Indiana,  
USA, starting in the year 2004.  
Hubbert  
Zetsche  
Cordes  
Bischoff  
Grube  
Divisions  
Mercedes-Benz  
Mitsubishi  
Motors  
Corporation  
Passenger  
Chrysler Group  
Commercial  
Vehicles  
Cars & smart  
A product example is the Chrysler Crossfire, in  
which Mercedes-Benz components are also used. In  
this case in particular, a crucial condition was that the  
interests of both brands, Chrysler and Mercedes-Benz,  
were fully taken into consideration.  
The EAC four major areas of work  
Executive Automotive Committee  
Coordination of sales and marketing activities. Cross-  
divisional, regional strategies are being developed  
together with representatives of our global sales and  
marketing organizations.  
Cross-divisional coordination of  
An important goal here is to investigate possibili-  
ties for standardization, while determining which areas  
have to remain unique for reasons of brand identity or  
to protect our customers’ interests. Some of the issues  
to be dealt with are the further development of the  
distribution network, the organization of after-sales  
and service activities, and customer communication.  
The coordination of sales and marketing activities is  
one of the main tasks of the EAC for 2002.  
Product  
portfolio  
Technology  
Production  
capacities/Pur-  
chasing & supply  
Sales  
and marketing  
organization  
Areas for cross-divisional synergies  
Car  
Speciality  
SUV  
Sports tourer  
Multi Purpose Vehicle  
Van  
Pickup  
FWD manual  
Continued implementation in 2002. The EAC has  
already proven its worth as a central platform for the  
implementation of our strategy of encouraging the in-  
tensive exchange of technologies, innovations, compo-  
nents and processes within the Group. In this way we  
can continuously improve our cost position and quality  
standards, and ultimately also the attractiveness of our  
products for the customers of DaimlerChrysler.  
With this goal in mind, the EAC will successfully  
continue its work in the year 2002.  
Manual RWD/4WD  
Automatic RWD  
Automatic FWD  
IL-4 gasoline  
Chassis  
Exterior  
Interior  
Electronics  
Products  
Powertrain  
Commodities  
Out of this assessment the EAC initiated various projects to realize cross-divisional effects  
1
8 DaimlerChrysler Worldwide  
A Global Company – DaimlerChrysler  
DaimlerChrysler products are sold in more than 200 countries  
Manufacturing facilities in 37 countries  
Broad access to the fast-growing Asian markets through our strategic partners  
Mitsubishi Motors and Hyundai Motor  
Europe  
Production  
Revenues in  
locations Sales outlets millions of  Employees  
Mercedes-Benz  
Passenger Cars & smart  
8
2
– 29,894 93,807  
– 3,785 2,261  
– 15,313 63,080  
Chrysler Group  
Commercial Vehicles  
17  
Sales Organization  
Automotive Businesses  
2
5,012  
– 35,293  
Services  
95 4,768 3,817  
Other Activities  
3
2,221 16,898  
NAFTA  
Production  
Revenues in  
locations Sales outlets millions of  Employees  
Mercedes-Benz  
Passenger Cars & smart  
1
41  
19  
– 11,891 2,111  
– 58,210 101,027  
Chrysler Group  
Commercial Vehicles  
9,463 18,615  
Sales Organization  
Automotive Businesses  
2
5,522  
2,200  
Services  
48 11,596 5,231  
Other Activities  
1
2,012 4,030  
South America  
Production  
Revenues in  
locations Sales outlets millions of  Employees  
Mercedes-Benz  
Passenger Cars & smart  
1
2
2
347 1,508  
725 748  
1,456 12,024  
Chrysler Group  
Commercial Vehicles  
Sales Organization  
Automotive Businesses  
691  
9
212  
72  
305  
Services  
Other Activities  
1
Note:  
Unconsolidated revenues of each division (segment revenues)  
DaimlerChrysler Worldwide 19  
A
global presence  
with strong brands and products  
Asia  
Australia/Oceania  
Production  
Revenues in  
Production  
Revenues in  
locations Sales outlets millions of  Employees  
locations Sales outlets millions of  Employees  
Mercedes-Benz  
Passenger Cars & smart  
Mercedes-Benz  
Passenger Cars & smart  
3
2
2
4,236  
443  
347  
16  
561  
152  
396  
Chrysler Group  
Chrysler Group  
Commercial Vehicles  
1,170 1,496  
Commercial Vehicles  
531  
Sales Organization  
Automotive Businesses  
Sales Organization  
Automotive Businesses  
1,054  
109  
167  
511  
76  
343  
2
95  
15  
729  
132  
Services  
3
2
Services  
Other Activities  
173  
Other Activities  
Africa  
Production  
Revenues in  
locations Sales outlets millions of  Employees  
Mercedes-Benz  
Passenger Cars & smart  
1
1
2
776 4,450  
Chrysler Group  
168  
774  
5
Commercial Vehicles  
898  
Sales Organization  
Automotive Businesses  
210  
3
71  
20  
151  
Services  
Other Activities  
2
0
The “Vision of Accident-free Driving”  
The “Vision of Accident-free Driving”  
Road accidents are generally regarded as inevitable.  
Electronic systems, on the other hand, have  
However, many of them can be prevented, and  
almost no reaction time. In about two-thirds of all road  
DaimlerChrysler, a pioneer in the application of innova- accidents, they could be in a position to recognize cer-  
tive technologies, with its premium brand Mercedes-  
Benz is pursuing its “Vision of Accident-free Driving.”  
Our researchers and developers are working towards  
increasing the safety of future automobile generations  
to a level which only a few years ago would have been  
regarded as unattainable: Our objective is to prevent  
most accidents or at least to alleviate their conse-  
quences. In matters of safety, Mercedes-Benz has been  
tain critical situations in good time. They register the  
surroundings of the vehicle and transmit this data to a  
special electronic system, where it is evaluated and in-  
terpreted. Such driver assistance systems can help  
people to perceive hazardous situations and to act  
safely in road traffic. Sensors can help alert the driver  
and increase the opportunity to prevent an accident.  
at the forefront for decades. And our commitment to the Innovation through electronics. Today, 80% of all inno-  
Vision of Accident-free Driving” should be an encour-  
vations in the automotive industry are influenced by  
electronics. Thanks to high-powered microchips and in-  
creasingly efficient computer architecture, computation  
speeds have doubled annually over the past few years  
and this has been a decisive factor in the development  
of driver-assistance systems. DaimlerChrysler research-  
ers have made pioneering advances that can interpret  
images in near real-time. A rapid, efficiently-organized  
data-processing system is employed which accesses net-  
worked tables instead of having to carry out intricate  
computations. Images can thus be recognized consider-  
ably more quickly than with methods used previously.  
agement to the entire automotive industry.  
DaimlerChrysler intends traffic to be safer, more  
convenient and more environment-friendly overall.  
At least every second road accident might be  
prevented if the vehicles involved were fitted with  
appropriate driver-assistance systems. The number of  
fatalities and injuries could thus be drastically reduced  
over the coming 15 to 20 years. On the other hand,  
driver-assistance systems should not restrict drivers’  
freedom in critical situations or diminish their ultimate  
responsibility.  
Putting critical fractions of a second to use. In the year  
2
4
000, some three million people were injured and  
2,000 killed in accidents on US roads; during the  
same period, there were 500,000 injuries and 7,700  
fatalities in Germany. Nine out of ten road accidents  
resulting in injury or death are the result of human  
error. Even if a driver recognizes a hazard, he or she  
often lacks sufficient time for an appropriate reaction  
as a result of the surprise situation.  
The carof tomorrow  
will think with you  
The reliable recognition of traffic  
signs also works in conditions of  
diffuse light and during the night at  
distances of 30 to 40 meters.  
The “Vision of Accident-free Driving” 21  
Night vision: Two headlights  
illuminate the road with beams of  
invisible infrared light. An infrared  
video camera captures the  
reflected light and the image is  
shown on an LCD screen.  
Our researchers also make use of so-called teach-  
able methods. So the emphasis is no longer on drafting  
and testing, but on the selection and training of certain  
systems. Like humans, it is possible for systems to  
learn by example and thus they can become increas-  
ingly versatile.  
Matching man and machine. Research also makes use  
of findings from the fields of psychology, anthropology,  
ergonomics and neurophysiology. Drivers do not react  
the same way in all situations. When taking evasive  
action at high speed, for example, drivers tend to exag-  
gerate steering movements. In such a situation, he or  
she often reacts in a reflex manner. If a driver is trying  
to read a map or is distracted by a child in the rear seat,  
he or she could fail to notice other, objectively more  
important occurrences.  
Research in the field of “human-machine interac-  
tion” is important for the development of practice-orien-  
ted information systems capable of individualization.  
The goal of such systems is to help drivers become  
more attentive without diverting their attention from  
the traffic situation.  
Causes of  
fatal road accidents*)  
Sleep  
Inattention  
Medical causes  
Vehicle in front  
Physiological factors 38%  
False assessment 46%  
Vehicle dynamics  
Weather  
Veering off course  
Stationary vehicle  
Pedestrian/occupant/animal  
Accident  
*
) On highways in Bavaria in 1991  
Source: GDV, Institut für  
Fahrzeugsicherheit, München  
Unexpected behavior 11%  
Technical problems 5%  
Other persons  
Other factors  
(
Institut for Automotive Safety, Munich)  
0
%
5%  
10%  
15%  
20%  
25%  
2
2
The “Vision of Accident-free Driving”  
DaimlerChrysler is committed to a total safety concept  
Pioneers in safety. DaimlerChrysler is an innovator in  
automotive safety research and increasingly employs  
assistance systems which help drivers recognize haz-  
ardous situations. Mercedes-Benz engineers are now  
braking system (ABS) in 1978: For the first time, sen-  
sors were used to monitor the rotation of each wheel  
and control brake pressure accordingly. This was fol-  
lowed by inventions such as acceleration skid control  
working on new intelligent systems which will enhance (ASR), brake assist, and the electronic stability program  
active and passive safety even further.  
(ESP). Today, DaimlerChrysler is committed to a holistic  
safety concept. Active safety in particular still offers  
considerable potential.  
At DaimlerChrysler, safety has consistently been  
accorded utmost priority from the earliest days of  
the company’s history. The first safety features were  
developed by Mercedes-Benz as early as 1939. The  
safety cell with crumple zones in the front and in the  
rear of a car as well as improved restrained systems  
like automatic seat belts, seat belt pretensioners and  
airbags have long been standard equipment for many  
The “Vision of Accident-free Driving” today.  
DaimlerChrysler already offers driver-assistance sys-  
tems that help increase safety in many of its production  
passenger cars and commercial vehicles. Crucial stop-  
ping distance can be wasted if drivers fail to apply suf-  
of its passenger vehicles. For decades, the company has ficient pressure to the brake pedal in critical situations.  
enhanced the concepts of “passive safety” for mitigat- Brake Assist recognizes a hazardous situation on the  
ing the consequences of an accident and “active safety” basis of how quickly the driver depresses the pedal,  
for accident prevention. As early as the seventies, pat-  
tern recognition – the multidimensional recognitition  
and interpretation of objects by computer – was a  
major focus of research at Mercedes-Benz. Advances  
in brake technology paved the way for the anti-lock  
and immediately applies full braking pressure.  
Skidding is another critical factor. Sooner than  
even the most experienced driver, the Electronic Stabil-  
ity Program (ESP) recognizes when a vehicle is tending  
to skid. The system then intervenes to help stabilize  
the vehicle by issuing precisely-metered braking  
impulses or by reducing engine output. ESP therefore  
helps unite the functions of other driving dynamics  
regulation systems such as brake assist, the anti-lock  
braking system (ABS) and acceleration skid control  
(
ASR).  
Sensotronic Brake Control (SBC) is an electronic  
system that also helps stabilize vehicles and reduces  
braking distances. SBC transmits the driver’s braking  
commands to a microcomputer which calculates the  
optimum brake force for each wheel. Maximum brake  
force is applied more rapidly thanks to a high-pressure  
reservoir and electronically controlled valves.  
The electronic brake system encompasses other  
valuable features such as the dry braking function  
which eliminates the film of water which forms on the  
brake disks during wet weather, and the new soft-stop  
function which allows more gentle stopping in inner-  
city driving.  
The stereo-vision camera is the  
sensor for the City Assistant.  
The picture of the surroundings  
must be passed on in high definition  
to image processing for instant  
evaluation.  
The “Vision of Accident-free Driving” 23  
We are driven by visions  
of the future  
Distronic, a comfort system, also eases the burden  
on the driver. A radar sensor located in the radiator  
grille measures the distance to the vehicle in front.  
The sensor can observe the traffic scenario up to 150  
meters (almost 500 feet) ahead. If the car approaches a  
recognized vehicle in front too closely, Distronic can  
automatically disengage the accelerator and – if  
necessary – gently apply the brakes.  
Our “Vision of Accident-free Driving” tomorrow. Safety  
systems which are already on board of road vehicles  
have helped to bring about a considerable reduction in  
accidents. Even more might be prevented if drivers  
were supported by additional ‘eyes.’ Future develop-  
ments will therefore help enhance visibility, especially  
at night and in complex traffic situations.  
Many accidents occur in darkness, rain, fog and in  
the dazzling light of oncoming vehicles. With the Night  
Vision infrared system, the driver has a range of vision  
Drifting from a traffic lane on motorways is a  
major cause of accidents, especially when trucks and  
buses are involved. The Lane-departure Warner can alert of up to three times as long as that provided by conven-  
the driver to the danger of leaving a recognized lane of  
traffic with a signal – the distinctive sound of a vehicle  
crossing a line of marker studs on the road. The driver  
then steers the vehicle back on course. The vehicle’s  
position is analyzed by a high-powered computer on  
the basis of camera images and lane markings.  
tional low-beam headlights. Night Vision can help  
drivers recognize the topography of the road, obstacles  
and darkly clothed pedestrians 150 meters (almost 500  
feet) away. Conventional low-beam headlights, on the  
other hand, illuminate the road ahead for only 40  
meters (130 feet).  
Nose-to-tail collisions resulting from driver fatigue  
or distraction can have devastating consequences.  
Many accidents, especially those involving heavy  
trucks, could be prevented by the development of intel-  
ligent systems. The so-called Electronic Crumple Zone  
can prevent up to 80% of rear-end collisions involving  
two trucks and over 30% of all truck accidents on  
motorways. This system can help brake a vehicle if it  
approaches the vehicle in front too closely and the  
driver fails to react.  
More efficient road utilization, a 15% reduction in  
fuel consumption and improved working conditions in  
the truck cockpit are provided by the Electronic Draw-  
bar. This means greater safety for other road users as  
well. With this system, two trucks are coupled by elec-  
tronic means: The leading vehicle is driven as usual,  
while the second truck automatically follows it without  
a mechanical connection. Either vehicle can terminate  
the link at any time.  
Proven in the test car: In critical  
situations a driver can react faster  
with sidesticks than with  
accelerator and brake pedal.  
2
4
The “Vision of Accident-free Driving”  
Many minor accidents in inner-city traffic are also  
with the results being conveyed to the driver or directly  
to the brake and steering systems or the cruise control  
unit.  
With the Lane-change Assistant, displays in the ex-  
terior mirror warn the driver when detected overtaking  
vehicles are in his or her ‘blind spot.’ For this purpose,  
video cameras are fitted behind the rear-view mirror  
and on the vehicle exterior; the images they provide are  
analyzed in real-time.  
avoidable. Relief from stress in this complex environ-  
ment and in bumper-to-bumper traffic is provided by  
the City Assistant: Vehicles fitted with this system can  
follow the car in front at a previously selected distance  
under normal conditions. It can help to identify stop  
signs, traffic lights, moving objects and pedestrians:  
Several recognition modules operating in parallel ana-  
lyze the characteristic shapes and image sequences  
Engineers are investigating how the driver’s  
peripheral field of vision can be improved with the  
Bubble-top Car. Human beings process 90% of all infor-  
mation visually. A Mercedes-Benz CLK convertible  
fitted with a glass bubble roof is helping researchers to  
analyze how often and for how long a driver fixes his  
or her gaze in a particular direction, and to use this  
information for example to optimize the contours of the  
A-pillars or in developing new vehicle concepts.  
In the future, the PRE-SAFE occupant-protection  
concept from Mercedes-Benz can help reduce injury  
risk in certain critical situations. The protective systems,  
such as seat belt pretensioners, react within a matter of  
milliseconds; the human recognition phase, on the other  
hand, is in the order of seconds. Taking advantage of  
this reduction in time will open up a new dimension in  
vehicle-occupant protection. Thus, PRE-SAFE may acti-  
vate special protective systems such as seat belt pre-  
tensioners and automatically adjustable seats in certain  
critical situations. If no accident occurs, all systems  
return to their original status. Extendable bumpers,  
deployable crash boxes or movable interior elements  
are also being researched. The system is analogous to  
nature: a falling cat will turn in flight so as to assume  
the most favorable position on landing.  
The CLK convertible  
with a glass bubble roof  
is used to investigate  
vision requirements  
when driving. The test  
drivers’ viewing behavio
can be analyzed with a  
variety of simulated  
A columns.  
Infinite possiblities. Driver-assistance systems will be  
even more efficient once they are capable of processing  
and transmitting location based data. The telematic  
control complex PASS (Position Aware Safety Systems),  
currently being researched, uses an automated  
Pedestrians are recognized from  
their typical leg movements.  
The system uses picture sequences  
for identification.  
The “Vision of Accident-free Driving” 25  
Position Aware Safety Systems  
PASS) will optimize car driving:  
(
vehicles could automatically help  
to avoid obstacles that suddenly  
appear, such as rocks on the road.  
exchange of information between traffic participants  
whose positions are provided by the Differential Global  
Positioning System (DGPS). The assistance systems on  
board a vehicle receive all this data, evaluate it and  
may react by steering or braking. Information on road  
conditions is acquired by special computers on board  
the vehicles which build up an increasingly precise  
The “Vision of Accident-free Driving” at  
DaimlerChrysler: vehicles will become increasingly  
skilled at understanding their surroundings. They will  
recognize the traffic in their vicinity, and they may be  
fitted with microphones so that we can talk to them;  
they may be able to interpret road signs and react of  
their own accord when necessary. Their ability to  
database. In the future, vehicles might be able to inform “think along with the driver” will help prevent many  
each other of hazards or traffic jams. In addition to accidents or mitigate their consequences. These  
enhancing safety, this vehicle-to-vehicle communication assistance systems, which are constantly on the alert  
will improve route planning.  
and are never distracted, will support the driver and  
make road traffic considerably safer.  
A further future safety element is provided by the  
Drive by Wire electronic system. Accelerating, braking  
and steering can be carried out electronically without  
any mechanical connections. Like aircraft, road vehicles  
can be controlled by purely electronic means using  
sidesticks’ – two ergonomically contoured joysticks  
which perform the functions of the steering wheel and  
pedals. Mechatronic sensors register how much pres-  
sure the driver applies to the sidestick and in which  
direction, filter out excessively sharp steering move-  
ments and give the driver the feeling of direct contact  
with the road. The sidesticks thus help the driver to  
brake more rapidly or even to better avoid obstacles.  
The driver does not tire as quickly and can have a  
better view of the instruments. The electronically  
controlled brake system (Brake by Wire) is already  
available in certain Mercedes-Benz production vehicles.  
Our goal is accident-free  
road transport  
2
6 Mercedes-Benz Passenger Cars & smart  
Another record year for Mercedes-Benz and smart  
Adjusted operating profit adjusted up 3% to €3.0 billion  
New sales record of more than1.2 million units (+6%)  
New SL-Class with pioneering technology  
Growth continues at smart  
Record sales, revenues and operating profit. The  
Mercedes-Benz Passenger Cars & smart division in-  
a high level, despite difficult market conditions in the  
US. With a worldwide market share of more than 50%,  
creased sales, revenues and operating profit once again the S-Class sedan was once again by far the number-  
in the year under review. Worldwide, 1,229,700 ve-  
hicles were sold (2000: 1,154,900). Revenues increased  
one vehicle in its segment.  
The Mercedes-Benz brand continued to grow in  
9
% to €47.7 billion (2000: €43.7 billion). Despite higher nearly all markets in 2001. Sales of Mercedes-Benz ve-  
costs associated with the development and launch  
of new models and the last full year of the current  
E-Class, operating profit adjusted for one-time effects  
increased by 3% to €3.0 billion – also a new record.  
hicles in Western Europe rose 6%. In Germany, despite  
a weakening market, we nearly equaled our sales level  
of the previous year, while further increasing market  
share to 11.9% (2000: 11.8%). We sold 206,600 passen-  
ger cars in the US, thereby surpassing the record set  
in 2000 by 0.5%. In Japan, the success enjoyed by the  
new C-Class led to a significant increase in new  
Success continues at Mercedes-Benz. The Mercedes-  
Benz brand posted a new record in 2001 by selling  
1
,113,500 vehicles, a 6% increase. The C-Class family  
registrations of Mercedes-Benz vehicles (+5%). Sales  
also developed positively in other regions, particularly  
in the emerging markets of Asia and Eastern Europe.  
was particularly successful. The series includes the  
C-Class sedan, the new version of the station wagon,  
and the brand new sports coupe, more than 59,000  
units of which have already been delivered since the  
vehicle was launched last spring. The excellent perfor-  
mance of the C-Class more than offset the lifecycle-  
First cycle of the product offensive successfully com-  
pleted. The launch of the new SL in the fall of 2001  
marked the successful completion of the first cycle of  
related decline of the E-Class. The A-Class, which under- the product offensive begun in 1993. Sales have more  
went a model update in June and is now also available  
in a long-wheelbase version, has done very well in the  
market. The M-Class underwent a substantial model  
update in the fall of 2001, and unit sales again reached  
than doubled since the program was initiated.  
Mercedes-Benz now has one of the youngest model  
ranges in the premium class, with an average age of  
only 2.6 years (excluding the G-Class SUV). Completely  
new models which had no predecessor series in 1993  
now account for 46% of total unit sales. The A-Class and  
M-Class make up 26% of total unit sales.  
Amounts in millions  
2001  
2001  
2000  
US $  
Operating profit  
Operating profit adjusted  
Revenues  
2,627  
2,636  
2,951  
2,961  
2,145  
2,874  
42,462  
47,705  
43,700  
Investment in property,  
plant and equipment  
1,834  
2,138  
2,061  
2,402  
2,096  
2,241  
Research and development  
Production (units)  
Unit sales  
1,249,951 1,161,601  
1,229,688 1,154,861  
Employees (Dec. 31)  
102,223  
100,893  
Mercedes-Benz Passenger Cars & smart 27  
Worldwide  
luxurybrand No.1  
A dream come true: The new SL is  
Mercedes-Benz’ interpretation of a  
thoroughbred sports car – it offers roadster  
exhilaration combined with maximum safety  
and supreme comfort.  
2
8 Mercedes-Benz Passenger Cars & smart  
A continuing passion:  
The new E-Class.  
Greater efficiency with the Mercedes-Benz Production  
System. Assembly of the SL at DaimlerChrysler’s plant  
in Bremen, Germany, is setting new standards, thanks  
to the new Mercedes-Benz Production System (MPS).  
With this system the necessary quality gates in produc-  
tion were achieved much earlier than was previously  
the case due to a higher level of standardization and  
more extensive integration of production processes into  
the vehicle development stage. The improved processes  
enabled us to reach optimal capacity after only four  
months. We will therefore probably be able to produce  
3
0,000 SLs in 2002.  
Mercedes-Benz portal launched. Since September 2001,  
customers and others interested in the Mercedes-Benz  
brand have been able to obtain extensive mobility  
services via the new Mercedes-Benz portal at  
www.mercedes-benz.t-online.de or from a special  
call center (tel. in Germany: 0190/78 88 80). Services  
include detailed route planning with up-to-the-minute  
traffic and weather reports, professional office applica-  
tions, customizable appointment calendars, an exten-  
sive range of information and various transaction and  
reservation features. The Mercedes-Benz portal is oper-  
ated by StarMobility GmbH, a joint venture between  
DaimlerChrysler (51%) and T-Online (49%).  
The second cycle of the product offensive will also  
involve penetrating market segments that are new to  
Mercedes-Benz as a means of ensuring further the  
profitable growth of our premium vehicles. The “Vision  
GST” concept car presented at the Detroit Auto Show  
in January 2002 illustrates the opportunities generated  
by this approach.  
Pioneering innovation in the new SL-Class. In the fall of  
100 years of Mercedes-Benz. In December 1900,  
2
001, Mercedes-Benz embarked on a new chapter in  
Emil Jellinek commissioned Wilhelm Maybach, chief  
the tradition of the SL roadster by introducing a stylisti- engineer of the Daimler Motoren Gesellschaft (DMG), to  
cally fascinating new sports car with state-of-the-art  
engineering.  
build 36 vehicles for resale. Jellinek used the pseudonym  
Mercedes (his daughter’s name) for his cars when they  
were driving in races. The numerous racing successes  
recorded by the “Mercedes cars” led the Daimler  
Motoren Gesellschaft to begin marketing all of its  
vehicles under the Mercedes name in 1901. According  
to Interbrand’s ranking, Mercedes-Benz is today the  
world’s most valuable premium automobile brand and  
twelfth among all kinds of brands worldwide.  
The most important technical milestone in the SL  
is its Sensotronic Brake Control (SBC) electronic-  
hydraulic braking system. Mercedes-Benz was the first  
in the world to offer this system. SBC represents the  
first element of future by-wire systems that use elec-  
tronic signals to carry out drivers’ commands, instead  
of conventional mechanical parts or hydraulics.  
It works together with the proven electronic stabil-  
ity program (ESP) and the Active Body Control (ABC)  
chassis system that reduces body movements to a  
minimum in bends or during braking. (see pp. 20-25).  
This unique combination of modern electronic chassis  
systems gives the new SL dynamic handling like no  
other vehicle as well as offering the highest level of  
safety.  
Successful in motor sports. Mercedes-Benz was among  
the top brands in motor sports in the year under  
review. The McLaren-Mercedes team finished second in  
the Constructors’ Championship of the Formula 1  
racing series, which is seen by an average 300 million  
television viewers and spectators per race. David  
Coulthard finished second in the Drivers’ Champion-  
In addition, the newly developed Vario roof makes ship, while Mika Häkkinen, in whose placed Kimi  
driving the SL a truly fascinating experience that com-  
bines the driving pleasure of an open roadster with the  
excellent comfort of a Mercedes-Benz coupe.  
Raikkönen will be racing next season, finished fifth.  
Mercedes-Benz also won eight of ten races in the  
German Touring Car series, capturing both the drivers’  
and the team championships.  
Mercedes-Benz Passenger Cars & smart 29  
smart:  
unique  
driving experience and great practicality  
Individually open – from the folding sliding roof to fully  
convertible: The smart convertible & passion  
represents a flexible, future-oriented mobility concept.  
More than 116,000 smarts sold. The innovative smart  
car concept, combining fun and great practicality with a  
compact yet spacious and safe interior, was particularly  
successful in 2001. Smart sold 116,200 city coupes  
and convertibles (up 14%) in the year under review.  
Increased demand within the smart brand occurred  
mainly from sales of the smart cdi and smart convert-  
ible, selling 27,700 and 23,300 units. The smart cdi  
remains the best selling and best-priced “three-liter car”  
(
fuel consumption better than 67 miles per US gallon)  
in Western Europe. Germany is its most important  
market, with sales of 46,700 vehicles, followed by Italy  
(30,000), and France (8,700). The successful introduc-  
tion of the smart in the UK and Greece was followed by  
its launch in Japan in the year under review. The smart  
city coupe has been available as a right-hand-drive  
vehicle since October 2001, and is also now offered as a  
kei car” version subject to a lower vehicle tax in Japan.  
Upcoming new smart products. Following the presenta-  
tions of the smart roadster and roadster coupe concept  
vehicles in 1999 and 2000 respectively, additional fu-  
ture model variants of the smart were presented at the  
International Auto Show in Frankfurt. Among the high-  
lights was the world premiere of the smart tridion4  
show car. The car demonstrates the versatility of the  
brand and shows that a model with four seats and five  
doors can still be a true smart. We also introduced an  
alternative drive concept known as the smart hyper.  
It features both a diesel engine and an electric motor.  
This combination allows noticeably lower fuel con-  
sumption and emissions than a conventional drive  
system.  
Unit Sales 2001 *)  
1
,000  
01:00  
Units  
(in %)  
Mercedes-Benz  
of which: A-Class  
C-Class  
1,114  
191  
507  
65  
+6  
-4  
+30  
-20  
-19  
.
of which: CLK  
SLK  
42  
Sport Coupe  
59  
E-Class  
201  
107  
102  
6
-18  
-2  
S-Class/SL  
M-Class  
-3  
Maybach: new luxury-car brand with tradition. Supreme  
individuality, stylish elegance and ultimate exclusive-  
ness combined with maximum space and comfort –  
these are the goals of the newly established Maybach  
brand. Maybach is to be revitalized as an independent  
top brand in the ultra-luxury segment. Product develop-  
ment is running according to plan. The Maybach  
G-Class  
+53  
+14  
smart  
116  
Mercedes-Benz  
and smart worldwide  
1,230  
854  
+6  
+7  
-1  
Europe  
of which: Germany  
Western Europe  
436  
factory will start operations in the fall of 2002, and will  
use a flexible manufacturing system to produce up to  
(excluding Germany)  
402  
229  
207  
16  
+16  
+4  
1
,500 limousines a year.  
NAFTA  
USA (retail sales)  
+0  
South America  
-20  
+12  
+13  
Asia/Australia (excluding Japan)  
Japan (new registrations)  
) Group figures, unless otherwise indicated,  
58  
55  
*
(
including leased vehicles)  
3
0 Chrysler Group  
Turnaround plan meets expectations  
Operating loss excluding one-time effects of €2,183 million is lower  
than previously announced  
Better cost reductions and efficiency improvements offset decline in unit sales and revenues  
Successful launch of new Jeep Liberty and Dodge Ram  
Earnings goal achieved. Despite the difficult market  
conditions in North America, Chrysler Group’s operat-  
ing loss excluding one-time effects of €2,183 million  
Efficiency and creativity in product development. New  
and attractive products offered at competitive prices  
are the foundation of the future success of Chrysler  
(
2000: operating profit of €531 million) was lower than Group. Established in 1989, Chrysler Group’s Platform  
the target range set at the beginning of the year (oper-  
ating loss of €2.2–2.6 billion). The implementation of  
the turnaround plan achieved cost savings and effi-  
ciency improvements that were substantially greater  
than originally planned, offsetting the negative impact  
of declining unit sales and revenues. Due to the  
intensely competitive market situation with further  
increases in sales incentives, unit sales in the United  
States fell by 11% to 2,196,000 vehicles, and market  
share slipped to 13.0% from 14.2% in the prior year.  
Team concept revolutionized the product-creation pro-  
cess for high-volume manufacturers. Building on that  
experience we have now formed Product Innovation  
Teams to more closely link the entire organization. This  
new approach aims for “disciplined pizzazz” at all lev-  
els of the product-creation process in order to achieve  
reduced vehicle development times, improved quality  
and sustained profitability. At the same time, we will  
maintain the attractive design and ability to discover  
new market niches that Chrysler has become known  
Worldwide, Chrysler Group sold 2.76 million cars, for, and which is the basis for the success of our  
minivans, SUVs and light trucks in 2001 (2000: 3.05  
million). These figures reflect Chrysler Group’s short  
term strategy of improving profits rather than protect-  
ing market share at any price. New and additional  
products will provide for market share growth in the  
medium to long term. Revenues declined by 7% to  
brands.  
The Chrysler Crossfire: from concept to reality. The  
Chrysler Crossfire concept vehicle continues Chrysler  
Group’s strategy of developing breakthrough vehicle  
concepts and turning them into reality. Following in the  
footsteps of the Dodge Viper, Chrysler Prowler and  
63.5 billion.  
Amounts in millions  
2001  
2001  
2000  
US $  
Operating profit (loss)  
(4,701)  
(5,281)  
(2,183)  
63,483  
501  
531  
Operating profit (loss) adjusted (1,943)  
Revenues  
56,506  
68,372  
Investment in property,  
plant and equipment  
4,524  
1,959  
5,083  
2,201  
6,339  
2,456  
Research and development  
Production (units)  
Unit sales  
2,679,411 2,963,822  
2,755,919 3,045,233  
Employees (Dec. 31)  
104,057  
121,027  
Chrysler Group 31  
The American  
way of life...  
Convincing for customers:  
Stunning design and innovative  
features put the all-new 2002 Dodge  
Ram 1500 at the head of its class.  
3
2 Chrysler Group  
North American Car of the Year:  
The segment-busting Chrysler PT Cruiser  
with its head-turning design and high  
versatility.  
Successful launch of Jeep Liberty. The all-new Jeep  
®
Liberty provides a distinctive Jeep design that delivers  
efficient space utilization, enhanced versatility and new  
levels of innovation, while paying homage to the  
brand’s 60-year heritage. With these best-in-class capa-  
bilities, Liberty has gone on to set new sales records  
each month since its launch in spring 2001 – all with-  
out sales incentives. Unit sales of the new Jeep Liberty  
in North America totaled 141,700 in 2001. In Europe  
the Liberty was presented under the Cherokee name at  
the Frankfurt International Motor Show in September  
2
001.  
The Jeep Liberty is produced for the world market  
at the new Toledo North Assembly Plant (TNAP) in  
Ohio. DaimlerChrysler began to design TNAP at the  
time of the merger in 1998. It now represents the cul-  
mination of best practices from the company’s world-  
wide manufacturing operations and is a great example  
of incorporating new technology from Mercedes-Benz.  
Unit sales of the Jeep brand were 523,000  
Chrysler PT Cruiser, the series version of the Crossfire  
will give the Chrysler brand another exciting and  
aspirational vehicle. It joins the Chrysler PT Cruiser,  
vehicles in 2001 (2000: 607,500).  
3
00M and Town & Country in reinforcing the brand’s  
Presentation of pioneering automotive concepts. Build-  
ing on the momentum of its award-winning Jeep Willys  
concept vehicle, Chrysler Group designers presented  
the radical Jeep Willys2 design study concept at the  
innovative appeal. As an image car, Chrysler Crossfire  
demonstrates Chrysler Group’s flexibility and speed  
in decision-making. DaimlerChrysler will produce the  
Chrysler Crossfire together with the Karmann company Tokyo Motor Show in October 2001. Willys2 was  
in Osnabrück, Germany. Many Mercedes-Benz compo-  
nents will be used in this car, which is to be launched  
in 2003, just 18 months after the production decision  
was taken in August 2001. The Chrysler Crossfire is  
a good example of the potential that cross-divisional  
cooperation initiated by the Executive Automotive  
Committee is making available to the Group.  
also designed with unsurpassed imagination and an  
adventurous flair. Its usefulness and versatility were  
developed to exist in harmony with nature, while being  
perfectly suited for the rigors of an active lifestyle.  
Other concept vehicles introduced at auto shows  
in early 2002 were the Dodge M80 pickup truck, the  
Dodge Razor and the Jeep Compass. Chrysler Group’s  
2
002 concept vehicles all target the Millenial Genera-  
2
14,300 Chrysler PT Cruisers sold. In response to the  
tion, the next large emerging group of consumers.  
They were designed to be aspirational, emotional,  
minimalist and practical. By incorporating many  
strong global demand for the PT Cruiser, we have  
steadily increased production of this innovative and  
versatile vehicle since it was launched at the beginning corporate off-the-shelf components, all concepts will be  
of 2000. The popular PT Cruiser offers the interior vol-  
ume of a full-size sedan or sport-utility vehicle with a  
length shorter than many compact cars. After unit sales  
of 141,200 in its first year, 214,300 PT Cruisers were  
sold in 2001.  
affordable if produced.  
In total, the Chrysler brand achieved unit sales of  
775,500 vehicles (2000: 694,200).  
Chrysler Group 33  
Excellent designand  
convincing functionality  
The ultimate SUV: Jeep Liberty combines  
legendary off-road abilities with on-road comfort.  
In addition, the Chrysler Pacifica concept  
vehicle premieried in early 2002. This all-wheel-drive  
vehicle is particularly well suited for long trips and  
combines the spatial comfort of a minivan with the  
versatility of an SUV as well as the smooth driving  
qualities of a sedan. A series version of the Chrysler  
Pacifica, which will be very similar to the concept  
study, will be presented by Chrysler Group in 2002.  
Production should then begin in the first half of 2003.  
New 2002 Ram continues Dodge brand’s success story.  
The all-new 2002 Ram 1500 was launched in Septem-  
ber 2001 and sets new standards for the competition.  
Compared to the previous model the Dodge Ram was  
improved significantly in every area, from design to  
handling, from performance to capability, while main-  
taining the core qualities of every Ram. This was dem-  
onstrated by Four Wheeler magazine’s selection of the  
all-new Dodge Ram for its prestigious “Pickup Truck of  
the Year” award.  
Unit Sales 2001 *)  
Due to this model changeover and the generally  
difficult market conditions, however, unit sales by the  
Dodge brand were 1,457,400 vehicles (2000:  
1
,000  
01:00  
units  
(in %)  
1
,695,400).  
Total  
2,756  
698  
596  
592  
870  
- 10  
- 15  
- 16  
+ 1  
- 6  
of which: Passenger Cars  
Light Trucks  
Minivans  
More than nine million minivans sold. Eighteen years  
after Chrysler Corporation invented the minivan  
segment, Chrysler Group celebrated production of the  
nine-millionth minivan in April 2001. It came off the  
assembly line at the European manufacturing facility  
in Graz, Austria. Chrysler Group sells nearly 600,000  
minivans a year in more than 70 countries around the  
world. With three minivan assembly plants, Chrysler  
Group has the capacity to build more than 2,700  
minivans per day. The Dodge and Chrysler brands have  
over 35% of the minivan segment in the United States,  
despite having over 15 competitors.  
SUVs**)  
USA  
2,196  
241  
- 11  
- 10  
+ 10  
- 0  
Canada  
Mexico  
133  
Rest of the world  
) Shipments (including leased vehicles)  
186  
*
*
*) Including the PT Cruiser  
U-Connect – new vehicle communication system. Start-  
ing in 2002, DaimlerChrysler will be the first auto-  
maker to offer an innovative communication system  
featuring hands-free voice recognition. An affordable  
solution designed specifically for Chrysler Group  
customers. U-Connect is multilingual (English, Spanish  
and French) and recognizes various voices (up to five).  
Unlike competing products, U-Connect is based on a  
customer’s mobile telephone and works both inside and  
outside the vehicle. An after-market version of the new  
system will be available in the spring of 2002, with  
factory installation starting in early 2003.  
3
4 Commercial Vehicles  
Still the world leader  
Business developments significantly impacted by weak market  
in North America  
Adjusted operating profit slightly positive at €51 million  
492,900 commercial vehicles sold (–10%)  
Restructuring measures well underway at Freightliner  
Strategic partnerships strengthen market presence in Asia  
Consolidation in the Commercial Vehicles division.  
Despite a difficult year for the sector as a whole, Com-  
mercial Vehicles sold 492,900 (2000: 549,000) trucks,  
buses and vans worldwide of the brands Mercedes-  
prize in the sector, the “Coach of the Year 2002” award.  
The range of vans was expanded through the addition  
of a six-ton variant of the successful Sprinter model and  
a new version of the vehicle for the North American  
Benz, Freightliner, Sterling, Western Star, Thomas Built market. We also introduced the new Vaneo compact  
Buses, Setra, Orion and American LaFrance. We there-  
fore succeeded in maintaining our position as the  
world’s leading manufacturer of commercial vehicles.  
Revenues totaled €28.6 billion (-4%). A slight decline in  
van at the International Motor Show in Frankfurt as a  
premium product in the fast-growing compact-van  
segment.  
Western Europe (-1% to €14.4 billion) was accompanied Mercedes-Benz Trucks remain successful in a difficult  
by drops in North America (-9% to €9.5 billion) and  
South America (-16% to €1.5 billion). Operating profit  
adjusted decreased significantly to €0.1 billion (2000:  
market environment. Unit sales of 107,900 Mercedes-  
Benz trucks in the year under review were down 11%  
from 2000. The decline was primarily due to sharply  
lower demand in the troubled markets of Turkey and  
Argentina as well as a drop in demand in Western  
Europe, although this was partially offset by growth  
in other markets outside Europe. Nevertheless, with  
67,300 units sold (2000: 77,700) and a market share  
of 22% (2000: 23%), Mercedes-Benz was once again the  
leading brand in Western Europe for trucks over 6  
1.3 billion). This was primarily due to the losses at  
Freightliner in the United States, where we introduced  
an extensive turnaround program in October 2001.  
Full-line product range expanded. The Mercedes-Benz  
truck portfolio was expanded in September 2001 with  
the introduction of the new Axor truck series, which is  
positioned between the Actros and the Atego. In addition, metric tons. Mercedes-Benz Trucks also maintained its  
the new Setra TopClass 400 luxury coach family has  
met with a tremendous response. In October, the bus  
leading position in the most important South American  
markets of Brazil and Argentina, with market shares  
was also honored with the most important international of 34% (2000: 37%) and 35% (2000: 36%), respectively.  
Amounts in millions  
2001  
2001  
2000  
US $  
Operating profit (loss)  
Operating profit adjusted  
Revenues  
(458)  
45  
(514)  
51  
1,212  
1,253  
25,432  
28,572  
29,804  
Investments in property,  
plant and equipment  
1,321  
903  
1,484  
1,015  
1,128  
974  
Research and development  
Production (units)  
Unit sales  
494,866  
492,851  
96,644  
552,471  
548,955  
101,027  
Employees (Dec. 31)  
Commercial Vehicles 35  
Customized transport  
for our customers  
solutions  
Specific range of application: The new  
Mercedes-Benz Axor semi-trailer truck is  
designed to fulfill customer requirements  
such as low weight, low fuel consumption,  
attractive price and maximum economy.  
3
6 Commercial Vehicles  
The most modern long-distance bus in the world:  
The Setra TopClass 400 generation of long-  
distance buses offers innovative technology,  
high economy and exemplary comfort.  
the previous year with unit sales of 11,000 vehicles  
2000: 11,900). We nevertheless remained the leader  
in Western Europe, with a market share of 26%  
2000: 26%), as well as in Brazil (52%; 2000: 59%),  
(
(
and Argentina (72%; 2000: 68%).  
Mercedes-Benz Vans expand global presence. A total  
of 243,200 vans were sold in the year under review,  
thereby surpassing the record set in 2000 by 1%.  
Unit sales in Western Europe were up 3% to 202,100  
vehicles, while market share once again reached 19%.  
Mercedes-Benz thus maintained its leading position  
in the 2 - 6 metric ton segment in Western Europe.  
In South America, where unit sales fell to 7,800 vehicles  
(
2000: 12,000), Mercedes-Benz remained the market  
leader in the comparable segment. The Mercedes-Benz  
Sprinter was launched in the US market under  
the Freightliner brand name in mid 2001 and sales  
reached more than 2,200 by the end of the year.  
Restructuring at Freightliner, Sterling, and Thomas  
Built Buses. The collapse of demand in North America  
led to a substantial reduction in sales of our North  
American brands in 2001 (-34% to 100,400 units). Our  
leading position in the segment for Class 8 heavy  
trucks (15 tons and up) nevertheless remained unchal-  
Global components strategy continues successfully.  
DaimlerChrysler is one of the world’s leading  
manufacturers of diesel engines for commercial ve-  
hicles. We recently gathered together the worldwide  
component activities of Mercedes-Benz, MTU/Diesel  
lenged in the US. Our market share for Class 8 vehicles Engines and Detroit Diesel Corporation in the  
reached 39% (2000: 36%), while in Class 6/7 (from 8.8  
to 15 tons), it was 27% (2000: 24%).  
DaimlerChrysler Powersystems business unit. This has  
enabled us to more efficiently structure the develop-  
ment, production and marketing of diesel engines and  
components. Long-term synergies have already been  
identified and realized, particularly in purchasing.  
Our global components strategy, which is de-  
signed to increase the share of Group components in  
our brands, was further pursued throughout 2001.  
The engine for the Mercedes-Benz Axor truck, for  
example, is built by a production network involving São  
Bernardo do Campo, Brazil, and Mannheim, Germany.  
To ensure a return to long-term profitability as  
quickly as possible, Freightliner presented a turna-  
round program in October. With this plan we should be  
able to achieve continuously increasing positive effects  
on profitability, amounting to an annual US $850  
million from the year 2004. Numerous measures  
are already being implemented and showing positive  
results.  
Mercedes-Benz and Setra Buses defend market position. Further economies of scale will be achieved through  
Last year 26,700 complete buses and bus chassis of the the decision to produce transmissions and steering sys-  
Mercedes-Benz and Setra brands were sold worldwide  
2000: 27,500), making DaimlerChrysler by far the  
world’s leading bus manufacturer once again. Unit  
sales in Western Europe (including Turkey) were down  
tems along with engines and axles in Brazil. In addition,  
our operations in the US are being expanded through the  
establishment of a manufacturing plant for drive shafts  
and steering systems. The integration of our diesel-  
engine activities in the off-highway business also had a  
positive effect. With the added benefit of a clear brand  
strategy we are present in this market with an attractive,  
(
1
6% on the record year of 2000 to 6,600 vehicles as a  
result of generally negative market developments,  
particularly in the segment of tourist buses, and the  
severe decline of the important Turkish market. In South competitive range of diesel engines covering the entire  
America, we did not maintain the high sales level of  
output spectrum.  
Commercial Vehicles 37  
The world’s leadingmanufacturer  
of commercial vehicles  
The star among the compact vans:  
The multifunctional Mercedes-Benz Vaneo  
is a family sedan, recreational vehicle and  
spacious station wagon all in one.  
Strategic partnership with MMC. In June 2001,  
DaimlerChrysler acquired AB Volvo’s 3.3% interest in  
Mitsubishi Motors Corporation (MMC), including all  
legal rights arising from the cooperation between  
Mitsubishi FUSO Truck & Bus Company (MFTB) and  
Volvo. With worldwide sales of more than 140,000  
trucks and buses and a market share of over 30% in  
Japan, MFTB is particularly well represented in the  
Asian commercial vehicles market. Being able to work  
together with MFTB gives us the opportunity to  
strengthen our position in Japan and other Asian  
markets over the long term. In December 2001,  
DaimlerChrysler assumed control of sales and service  
of MMC’s Canter light truck in five countries. The  
model is now available with its own brand presentation  
at selected Mercedes-Benz dealerships in the United  
Kingdom, France, Italy, Sweden and Poland. In the  
future, our strategy will include joint investment and  
development programs within the commercial vehicle  
field.  
Unit Sales 2001 *)  
1
,000  
01:00  
Engine joint venture with Hyundai. We took the first  
firm step toward commercial vehicle collaboration with  
our partner Hyundai in June 2001, by establishing the  
joint venture “Daimler Hyundai Truck Corporation.”  
The company was set up to produce Series 900  
Mercedes-Benz diesel engines in South Korea. A large  
proportion of Hyundai commercial vehicles will be  
equipped with these engines in the future. Planning of  
a production facility in the immediate vicinity of  
Hyundai’s state-of-the-art plant in Chonju was begun  
shortly after the joint-venture contract was signed.  
Units  
(in %)  
World  
493  
-10  
of which: Vans  
(
incl. V-Class)  
258  
189  
43  
+3  
-24  
-12  
+32  
-3  
Trucks  
Buses  
Unimogs  
3
Europe  
of which: Germany  
Western Europe  
excl. Germany)  
293  
106  
-6  
(
170  
36  
+1  
+6  
+3  
+4  
-31  
-32  
-15  
-9  
of which: France  
UK  
29  
Italy  
22  
North America  
106  
89  
of which: USA  
South America  
of which: Brazil  
Asia/Australia  
43  
34  
26  
+2  
*
) Wholesale (including leased vehicles).  
3
8 Services  
Financial Services well positioned for the future  
Adjusted operating profit only slightly below prior year's level despite difficult situation  
in North America  
As expected, new business slightly down from prior year at €54.9 billion  
Strategic refocus of Services  
Well positioned with Group-focused financial services.  
DaimlerChrysler Services is well positioned for the  
future in the dynamic growth markets of financial and  
by North America (€95.0 billion). As a result of the  
global presence of the Financial Services division, one  
of every three DaimlerChrysler vehicles sold was  
mobility services. The division continues to concentrate financed by DaimlerChrysler Services. The size of the  
on DaimlerChrysler’s core automotive business, and  
uses its innovative products to extend the value chain  
of the Group’s brands. DaimlerChrysler Services also  
offers fleet management programs, mobility services  
and target-group focused insurance solutions. Great  
success has been achieved in using services to support  
the sales of vehicles by the Mercedes-Benz Passenger  
non-automotive portfolio was reduced in 2001.  
Adjusted earnings slightly below prior year’s level  
despite difficult market conditions in North America. In  
2001, the division achieved an operating profit of €0.6  
billion – significantly lower than the previous year  
(€2.5 billion), which was positively affected by one-time  
Cars & smart, Chrysler Group and Commercial Vehicles effects totaling €1.8 billion. Operating profit in 2001 in-  
divisions. With more than 100 operating companies in  
8 countries in the four regions of North America,  
cluded one-time income of €0.3 billion arising from the  
sale of the remaining debitel AG shares to Swisscom,  
3
Europe, Asia/Pacific, and South America/Africa/Middle a Swiss telecommunications company, as well as one-  
East, DaimlerChrysler Services is one of the world’s  
leading providers of automotive financial services.  
time losses of €0.1 billion caused by the devaluation of  
the Argentinean peso against the US $ and of €0.2  
billion for the sale of parts of the capital services port-  
folio in the United States that was agreed on in January  
2002. Excluding one-time effects, there was an operat-  
ing profit of €0.6 billion, slightly lower than the level  
of the prior year. Business was impacted by continuing  
pressure on margins, provisions for risks associated  
with the commercial vehicle portfolio, and residual-  
value losses in connection with Chrysler Group ve-  
hicles. Competitive pressures have intensified in the  
Further increase in revenues at Financial Services.  
DaimlerChrysler Services posted revenues of €16.9 bil-  
lion in 2001 (2000: €17.5 billion). Excluding the rev-  
enues of debis Systemhaus (IT services), which were  
fully consolidated in the first nine months of the prior  
year, revenues increased by 12%. New business was  
slightly lower than in the prior year at €54.9 billion, as  
we had anticipated. With a share of €35.7 billion, the  
US remained DaimlerChrysler Services’ most important financial services business due to the entry of new  
market for new business (2000: €35.4 billion). companies and the merger of established firms. These  
Worldwide contract volume reached €131.8 billion negative factors were offset by the efficient utilization  
(
2000: €126.3 billion); adjusted for exchange-rate  
of the available refinancing instruments, and by an  
optimized cost structure resulting from measures  
designed to improve profitability.  
effects, the portfolio was around the same size as a  
year earlier. Again, the largest share was accounted for  
Amounts in millions  
2001  
2001  
2000  
US $  
Operating profit  
Operating profit adjusted  
Revenues  
545  
514  
612  
578  
2,457  
641  
14,999  
117,340  
16,851  
131,828  
17,526  
126,314  
Contract volume  
Investments in property,  
plant and equipment  
100  
112  
282  
Employees (Dec. 31)  
9,712  
9,589  
Services 39  
Leasing and financing all  
aroundthe automobile  
You can hear the smile. Friendly and  
competent service-liners look after our  
customers from the call center in  
Dallas, USA.  
Services focused on core business. Since the beginning of off-lease vehicles, programs have been developed in  
of 2001, the Services division has been operating under cooperation with dealers that offer customers various  
the DaimlerChrysler corporate brand name, thereby  
alternatives at the end of the leasing period. This has  
underscoring the important role played by financial ser- made it possible to boost customer loyalty.  
vices in the sale of Group vehicles. Following a decade  
of dynamic growth, in 2001 we decided to focus on the  
consolidation of our operations. In order to boost the  
earnings of the Services division, we focused our  
activities even more strongly on supporting the sales  
of DaimlerChrysler vehicles, while at the same time  
controlling our growth in the automotive leasing and  
financing business with a clear focus on profitability.  
Activities expanded. In 2001, we further expanded our  
fleet management operations. We were able to attract  
new customers by offering innovative fleet programs,  
particularly in Germany, where our total fleet of man-  
aged vehicles increased to more than 110,000 units.  
Our vehicle financing operations have been concen-  
trated in the new DaimlerChrysler Bank, and after we  
Against a backdrop of increasing loan defaults and receive a full banking license DaimlerChrysler Services  
losses on the sale of ex-lease vehicles, a stronger  
emphasis was laid on the evaluation and control of the  
risks inherent in our business. We further improved  
our risk-management system by, among other things,  
standardizing our credit principles. The losses  
sustained on the sale of off-lease vehicles primarily  
involved Chrysler and Freightliner products.  
will further expand its product range. Our goal is  
to begin offering our customers a range of banking  
services in 2002 that go beyond those available through  
the financing and leasing packages of a typical auto-  
motive bank.  
We expanded our presence in the eastern Medi-  
terranean by establishing a financial services company  
in Greece.  
Measures introduced to increase profitability. In order  
The Mobility Management Services unit also  
to increase profitability, the division introduced numer- further expanded its activities, focusing primarily on  
ous measures to cut costs, boost the efficiency of busi-  
ness processes, and optimize internal routines. The  
customer-focused coordination of products and services  
was further improved by means of closer cooperation  
between the leasing and financing companies and the  
sales organizations of the automotive divisions. Activi-  
ties throughout the Services division were also more  
closely aligned with its goals. In addition, we reduced  
costs by merging administrative back-office functions  
in various countries. In order to improve the remarketing  
the development and operation of telematics services  
for toll-collection systems on highways.  
4
0
Other Activities  
Other Activities  
MTU Aero Engines  
Amounts in millions  
2001  
2001  
2000  
Amounts in millions  
2001  
2001  
2000  
US $  
US $  
Operating Profit  
1,051 1,181 3,590  
182 205 67  
Revenues  
2,214 2,487 2,105  
1,943 2,183 2,409  
7,839 7,162  
Operating Profit Adjusted  
Incoming Orders  
Employees (Dec. 31)  
The Other Activities segment comprises the MTU  
Aero Engines business unit, our equity interests in  
Global partnerships. Together with its partners, the  
MTU Aero Engines business unit develops and pro-  
EADS, TEMIC, Mitsubishi Motors Corporation, and until duces engines for civil and military applications. It also  
April 2001 included the Rail Systems business unit,  
which was sold last year. It also includes our Corporate  
Research department, our real estate activities, and  
the holding and finance companies.  
performs servicing and maintenance on engines at 11  
locations worldwide. MTU Aero Engines is the world's  
largest independent provider of maintenance services  
for civil aviation engines. The company's customers  
In 2001, the Other Activities segment achieved an include users and manufacturers of aircraft engines  
operating profit of €1.2 billion (2000: €3.6 billion). This  
included one-time income totaling €1.0 billion resulting  
from the sale of Adtranz (€0.3 billion) and 60% of the  
stock in TEMIC (€0.2 billion), our proportionate share  
and industrial gas turbines around the world.  
Further growth in revenues and earnings. MTU Aero  
Engines continued to increase revenues and earnings  
despite the negative effects of the terrorist attacks of  
September 11. In 2001, the business unit's revenues  
(
€0.9 billion) of the gain arising from EADS in connec-  
tion with the formation of Airbus SAS, and our share of  
the restructuring charge at Mitsubishi Motors (€0.4 bil- grew by 18% to reach €2.5 billion. This was primarily  
lion). In the year 2000, there was one-time income of  
3.5 billion, primarily due to the exchange of a control-  
due to an increased demand for civil-aircraft engines  
and significantly higher revenues by the maintenance  
plants, but also to the stronger US $. Civil applications  
particularly benefited from the growth of the CF-6  
programs and higher sales of V2500 engines, as well  
as from strong demand for LM6000 industrial gas  
turbines. On the military side, MTU Aero Engines  
delivered the first series production engines for the  
Eurofighter (EJ200) during the year under review.  
Incoming orders at MTU Aero Engines also devel-  
oped positively again in 2001, reaching a total of €2.2  
billion. As expected, they did not match the previous  
year's extraordinarily high level (2000: €2.4 billion)  
which was influenced, among other things, by the first  
series production orders for the Tiger military helicop-  
ter. The business unit registered strong demand for  
CF-6 and V2500 replacement parts in 2001, and also  
gained new customers for its civil maintenance  
services for V2500 engines in the US and Middle  
East markets.  
ling interest in DaimlerChrysler Aerospace for shares  
in EADS.  
Excluding one-time effects, operating profit  
amounted to €205 million (2000: €67 million).  
As a result of these positive developments, earn-  
ings at MTU Aero Engines GmbH again surpassed the  
figure for the previous year.  
Other Activities 41  
Stronger competitive  
positionin a difficult market  
With the new Airbus A380  
family, EADS can introduce new  
technologies while securing  
long-term competitiveness in  
the field of large civil aircraft.  
The Eurofighter has two EJ200 jet  
engines. MTU is the system leader  
for this engine in Germany.  
New projects secure growth and competitiveness.  
MTU Aero Engines is steadily expanding its mainte-  
nance business in order to participate in the good  
growth prospects in that sector. For example, MTU  
Maintenance Zhuhai - a 50:50 joint venture between  
MTU Aero Engines and China Southern Airlines –  
received its business license in April 2001. Starting in  
November 2002, it will be able to repair engines close  
to the Asian customer base.  
The business unit is also investing in new pro-  
grams that will strengthen its position as an engine  
manufacturer. For example, MTU Aero Engines is par-  
ticipating in the GP 7000 engine program for the Air-  
bus A380. In 2001, Air France became the first airline  
to order GP 7000 engines for the Airbus aircraft it has  
ordered. We expect this to be followed by orders from  
other airlines. The PW6000 engine developed with  
EADS  
Successfully meeting market challenges. EADS is the  
world’s second largest aerospace and defense company.  
Since its establishment in July 2000, it has been  
included in DaimlerChrysler's consolidated financial  
statements at equity, in proportion to our 33% stake.  
Despite a difficult market in 2001, particularly follow-  
ing the events of September 11, EADS expects to reach  
its revenue and earnings targets in its first full year of  
operation. The company made substantial progress  
with its two major projects - the Airbus A380 for the  
civil aircraft market and the Airbus A400M military  
transport aircraft. EADS also entered into numerous  
cooperative agreements and partnerships that will result  
in sustained improvements in its competitiveness.  
Pratt & Whittney was certified for the Airbus A318 . The Repeated strong growth in revenues, incoming orders  
first flight of the Airbus A318 took place on January 15, and earnings. EADS’ revenues of €30.8 billion were  
2
002.  
27% higher than the pro-forma figure of the prior year  
€24.2 billion). A large part of this growth is explained  
(
by the fact that since the formation of Airbus SAS, BAe  
Systems’ share of Airbus revenues is also included,  
which was not the case in the prior year. Adjusted for  
this effect, revenues rose by 10%. The main factors  
behind the rise were the above-average increases in  
revenues at Airbus SAS, which delivered a record 325  
aircraft (2000: 311), and in the Military Transport  
Aircraft and Defence & Civil Systems divisions. Positive  
effects also came from higher revenues in the  
Aeronautics division and from changes in the value of  
the US $. On the other hand, the Space division did not  
quite equal the prior year’s figure.  
4
2
Other Activities  
Incoming orders increased to € 60.2 billion in 2001  
2000: €49.1 billion). Adjusted for the consolidation  
effect of Airbus SAS, incoming orders rose by 5%.  
In the first nine months of 2001, mainly due to the Motors Corporation (MMC), Japan's fourth-largest auto  
Mitsubishi Motors  
Mitsubishi Motors' worldwide presence. Mitsubishi  
(
growth in business at Airbus, there was a 32% increase  
in earnings before taxes and interest (EBIT) to €1.1 bil-  
lion. The company also expects full-year earnings ad-  
justed for one-time effects and goodwill amortization to  
be significantly higher than the previous year's figure.  
maker, designs and produces small cars, full-size pas-  
senger cars, SUVs, light and heavy trucks, and buses.  
The company has production plants in 13 countries,  
including seven assembly and component plants in  
Japan. More than 50% of all Mitsubishi vehicles are sold  
outside Japan, primarily in Asia, America and Europe.  
Order backlog at record level. EADS’ order backlog  
reached a new record level of €183.7 billion for 2001  
year-end, which is equivalent to the revenues of more  
than six years. Airbus further consolidated its leading  
position in the civil-aircraft market with a record  
order backlog of 1,575 aircraft. In terms of the number  
of units on order, this corresponds to a market share  
of 54%. In the defense sector, at the end of December  
Further expansion of alliance with MMC. At the begin-  
ning of 2001, DaimlerChrysler had a 34% stake in  
Mitsubishi Motors Corporation. At that time the field of  
cooperation was limited to passenger cars and light  
commercial vehicles. However, in June 2001 we  
acquired Volvo's 3.3% interest in Mitsubishi Motors,  
including all legal rights arising from the previous  
cooperation between Mitsubishi Motors and Volvo in  
the area of medium and heavy commercial vehicles.  
We and Mitsubishi Motors thereby placed our alliance  
on a significantly broader base encompassing all ve-  
2
001, eight European countries decided to procure 196  
military transport aircraft of the type Airbus A400M,  
with a total value of about €18 billion.  
Partnerships strengthen competitiveness. In July 2001, hicle segments. DaimlerChrysler has included its 37.3%  
Airbus SAS was established with retroactive effect from stake in MMC in its consolidated financial statements  
January 1, thereby combining into one company all pre- at equity.  
vious activities of the former Airbus consortium. EADS  
owns 80% of the new company, with the remaining 20% Turnaround measures cut losses. In the first half of the  
held by BAE Systems.  
2001/2002 financial year (which ends on March 31,  
2002), sales of Mitsubishi Motors vehicles totaled  
658,000 units, lower than the 675,000 units recorded  
during the same period of the previous financial  
year. This decline was due to the fact that although  
sales remained stable in North America, there was a  
noticeable drop in sales in the Japanese, European and  
Asian markets.  
MBDA, which was established in December 2001,  
combines the guided missile activities of EADS, BAE  
Systems and Finmeccanica. EADS has a 37.5% stake in  
MBDA, which is the world's second largest manufac-  
turer of guided missiles and covers all market  
segments in the sector.  
One of EADS’ most important strategic goals is to  
expand its presence in the US market. To this end,  
EADS and Northrop Grumman have signed cooperative  
Revenues according to Japanese GAAP totaled  
1,533 billion yen. (€14.2 billion), falling slightly short  
agreements for the fast-growing sectors of defense elec- of the previous year's figure of 1,543 billion yen. As ex-  
tronics and the maintenance and servicing of Airbus  
fleets in the US. Joint projects with other US partners  
are also being examined. EADS generated revenues of  
approximately US $4 billion in the US in 2001.  
pected, MMC recorded an operating loss in the first half  
of the 2001/02 financial year of 13.1 billion yen (€121  
million). That loss was 44% less than the figure for the  
first six months of 2000/01 (23.2 billion yen). This  
significant improvement was largely a result of the  
turnaround measures introduced in February 2001.  
The loss before one-time effects and taxes totaled  
2
7.4 billion yen (€253 million), representing a 7%  
improvement on the half-year results of 2000/01  
a loss of 29.5 billion yen).  
(
Other Activities 43  
New  
potential  
through global alliance  
Car of the Year in Japan in the mini-car  
The exciting Space Liner concept car  
segment - the Mitsubishi ek Wagon,  
introduced in October 2001.  
gives a preview of Mitsubishi Motors’  
upcoming minivan generation.  
Long-term improvement in earning power. In February  
001, the Board of Management of Mitsubishi Motors  
Growth through new products. In addition to its re-  
structuring measures, Mitsubishi Motors plans to en-  
sure future profitability and long-term growth primarily  
through the introduction of new, innovative products  
for key volume segments. Mitsubishi Motors offered a  
preview of its future model program at the Tokyo Motor  
Show in October 2001. In addition to the S.U.P. and  
Space Liner concept cars, the company presented the  
CZ2 and CZ3, two models very similar to the com-  
pletely new compact car that will be launched in Japan  
in late 2002. With this automobile MMC will broaden  
its range in the important compact-car segment, which  
is expected to grow substantially in the medium to long  
term. The vehicle combines space and style, and is both  
sporty and elegant. In addition to the new compact  
car's fresh styling, spaciousness and attractive interior,  
it features an array of other appealing customer  
benefits.  
2
Corporation introduced a comprehensive turnaround  
plan designed to return the company to sustained prof-  
itability and long-term growth. Organizational and per-  
sonnel changes were crucial elements of the rapid and  
effective implementation of this program. Accordingly,  
Mitsubishi Motors reduced the number of management  
levels to four, cut executive management positions by  
2
5%, and replaced approximately 60% of its executive  
and senior executive officers.  
The company also introduced measures designed  
to reduce material costs, and fixed costs. Mitsubishi  
Motors is on schedule with regard to fixed costs, and  
the company is confident it will surpass the 2001/02  
cost-cutting targets for materials. The planned work-  
force reductions (9,500 employees by the end of the  
2
003 financial year) are also progressing faster than  
expected. By the end of 2001, 7,500 persons had  
already left the company, 3,000 more than was  
originally planned.  
Last year, MMC launched the Airtrek (a sedan/  
SUV) and the eK Wagon mini-car in Japan. The all-new  
eK Wagon sets new standards, especially in terms of  
safety, in this very important market segment in Japan.  
Only three months after its market launch in early  
October, orders for more than 45,000 of this car had  
been placed.  
Due to the progress achieved with the turnaround  
plan to date, the MMC Board of Management is confi-  
dent that the positive developments of the first half of  
the 2001/02 financial year will continue in the second  
half. MMC therefore expects to achieve its goals for the  
financial year 2001/02, which ends on March 31, 2002.  
As previously announced, MMC should be able to reach  
breakeven for the 2001/02 financial year.  
44 Research and Technology  
Close cooperation between operating units  
and research  
F 400 Carving: a further design study for the car of the future  
Progress with hybrid and fuel-cell drive systems  
Focus on lighter materials, lower fuel consumption and reduced emissions for the  
benefit of customers and the environment  
Taking the lead through innovation. Innovation plays  
The F 400 Carving is also equipped with a  
pioneering steering system that does not require  
conventional mechanical steering technology. The  
system electronically registers the driver’s steering  
movements and transforms them into commands for  
the electrically driven steering gear.  
a key role in distinguishing DaimlerChrysler from its  
competitors. The technological basis for innovation is  
provided by Corporate Research and the divisional de-  
velopment departments. In 2001, DaimlerChrysler in-  
vested €6.0 billion (2000: €7.4 billion) in the research  
and development of new products and technologies.  
Expenditure on research and development was lower  
than in the previous year due to the deconsolidation of  
Dasa, Temic and Adtranz. At the end of the year, 2,700  
people were employed at Corporate Research, while  
another 25,400 employees worked in the various  
divisional development departments.  
Improved drive technology for a mobile future. The  
main objectives in the development of drive systems  
continue to be greater fuel efficiency and lower emis-  
sions. To achieve these goals, DaimlerChrysler is simul-  
taneously working on improving internal-combustion  
engines, determining the optimal configuration for  
hybrid drive systems, and fuel-cell technology.  
F400 Carving continues the series of innovative con-  
Research is focusing on new combustion methods,  
cept vehicles. The F 400 Carving concept car first dem- improved recharging technology, and innovative  
onstrated at the Tokyo Motor Show incorporates many  
pioneering innovations. The tilt of the vehicle's wheels  
can be adjusted by up to 20 degrees, allowing more  
force to be applied to the road surface. Newly devel-  
oped asymmetrical tires improve handling characteris-  
tics even further. When driving into bends, the vehicle  
achieves lateral acceleration of up to 1.28 g (g mea-  
sures accelerative force expressed in terms of the  
earth’s gravitation) thereby enabling it to outperform  
current sports cars by about 25 percent. The vehicle's  
safety can be further enhanced through the installation  
of active safety systems developed by DaimlerChrysler  
such as the Electronic Stability Program (ESP), Active  
Body Control (ABC) and Sensotronic Brake Control  
exhaust-gas treatment systems. In the future, smart  
technology for managing systems that charge batteries,  
combust fuels, and treat exhaust gases will become  
significantly more important.  
Hybrid drive system being tested. Corporate Research  
is currently testing and researching hybrid drive  
concepts aimed at reducing fuel consumption and  
emissions without diminishing driving pleasure,  
comfort or a vehicle’s utility value.  
The “smart hyper,” for example, is equipped with  
an electric motor and a CDI diesel engine that work in  
tandem by optimally adjusting the output of each to the  
driving situation. Both drive systems are turned off  
when the vehicle is not moving, thereby ensuring that  
no fuel is consumed and no emissions produced. To get  
the car moving again, the electric motor is turned on  
first, allowing the smart to travel silently while con-  
serving energy. If greater speed or acceleration is  
needed, the diesel engine is automatically activated.  
When the vehicle is braked, the electric motor becomes  
a generator that recharges the batteries. The hybrid  
system reduces fuel consumption by more than 10%  
on average and noticeably improves the vehicle's  
acceleration. Similar results have been achieved with  
the “A-Class hyper” and the “Dodge Durango TTR.”  
(
SBC). During the development of the F 400 Carving,  
engineers at DaimlerChrysler Research were able to  
draw on the expertise gained with previous concept  
cars such as the F 200 Imagination and the F 300 Life-  
Jet, particularly with regard to driving safety and han-  
dling. The chassis is tuned with the help of an active  
hydro-pneumatic system that optimally adjusts the  
vehicle's suspension and shock absorbers to the road  
surface and the driving situation.  
Research and Technology 45  
Leading-edge  
technologyand a tradition of innovation  
Car of the future: The F 400 Carving  
research vehicle is a concrete example of  
technologies and innovations to come.  
Further development of fuel-cell technology. Our activi-  
ties in the development of fuel-cell technology are  
aimed at reducing costs and improving the efficiency of  
fuel cells and other components.  
In addition to working on hydrogen-based drive  
technology, we are developing innovative direct metha-  
nol systems that can easily transform liquid methanol  
into electric power. DaimlerChrysler has already dem-  
onstrated a fuel-cell powered go-cart – the world’s first  
small vehicle to use this technology.  
Modern production technology. The extensive use of  
light materials can significantly reduce fuel consump-  
tion and emissions, thereby providing benefits for  
customers and the environment alike. Depending on  
the type of engine and its performance, every 100-kg  
decrease in weight reduces fuel consumption by up  
to 0.4 liters per 100 kilometers. In addition to new,  
extremely light materials such as aluminum, magnesium,  
ceramics and fiber-reinforced plastics, improved  
high-strength steel components can be employed for  
far better lightweight construction than is currently  
possible with conventional steel.  
The processing properties of new materials are an  
important factor that has to be taken into account when  
using them in production. This not only requires exper-  
tise in materials, production technology and new meth-  
ods of construction, but also the knowledge of how best  
to combine them. In addition to meeting higher stan-  
dards with regard to safety, comfort, quality and price,  
the new materials have to be environmentally compat-  
ible. An environmental audit is therefore conducted  
primarily on the materials used, the amount of energy  
needed to manufacture the product, the length of the  
materials’ lifecycles, and their recyclability.  
Thanks to new simulation software currently be-  
ing developed at DaimlerChrysler Research, it will be-  
come possible to combine technical data on the proper-  
ties of materials, processes and production techniques  
with the specifications of individual components. This  
will allow the wide differences between materials to be  
evaluated in a virtual environment, thereby eliminating  
the need for expensive and time-consuming develop-  
ment and the construction of prototypes.  
4
6
DaimlerChrysler and the Environment  
Focus on sustainable and environment  
friendly mobility  
Lower fuel consumption with hybrid and fuel-cell technology  
Further development of new renewable fuels  
Awards received for exemplary environmental reporting  
Efficient use of resources — the key to sustainable  
mobility. In view of the sharply increasing demand for  
energy – particularly in developing countries and the  
emerging markets – as well as continuing climatic  
Agreements were reached with ten major Euro-  
pean cities to test Mercedes-Benz municipal buses  
equipped with fuel cells. The first such vehicles will be  
built at the end of 2002; plans call for the delivery of a  
changes due to the use of fossil fuels, the importance of total of 30 Citaro city buses throughout Europe by the  
environment-friendly energy sources is growing signifi-  
cantly. If we want to safeguard mobility over the long  
end of 2003. DaimlerChrysler is therefore the first  
automobile manufacturer to sell fuel-cell vehicles to its  
term, we will have to continuously lower fuel consump- customers.  
tion while at the same time reducing our dependence  
on fossil fuels. In order to achieve these goals and  
strengthen its competitive position over the long run,  
DaimlerChrysler is investing substantially in new tech-  
nologies such as hybrid drive systems and fuel cells.  
The use of fuel-cell technology leads to signifi-  
cantly greater fuel economy, as vehicles with fuel-cell  
drive have much higher internal efficiency ratings (the  
standard measurement for efficiency of energy conver-  
sion) than do conventional internal-combustion en-  
gines. Currently, fuel cells that operate with hydrogen  
are 50% more efficient than optimized diesel engines.  
Our overall goal is to further increase fuel-cell  
efficiency once again by more than 10% in the next  
phase of development.  
Pilot projects have also been agreed for passenger  
cars. In the US, DaimlerChrysler plans to provide 15  
vehicles for the California Fuel Cell Partnership project,  
which aims to demonstrate the suitability of fuel-cell  
vehicles for practical applications. At the beginning of  
2001, the world’s first methanol-powered fuel-cell-  
vehicle equipped with technology suitable for everyday  
use was tested on public roads in Japan. The vehicle  
was the NECAR 5 which is based on the Mercedes-Benz  
A-Class.  
First production vehicle with hybrid technology in the  
near future. Hybrid technology complements long-term  
fuel-cell development when it comes to the potential  
for boosting fuel economy in the near term.  
DaimlerChrysler is therefore accelerating development  
of a marketable hybrid drive technology and plans to  
produce various hybrid vehicles, such as the Dodge  
Durango and the “RAM Contractor Special.” The hybrid  
vehicles under development at DaimlerChrysler  
improve fuel economy by more than 25% compared to  
Fuel-cell technology in practical tests. DaimlerChrysler  
continued its development of fuel cells in 2001,  
focusing particularly on field tests of fuel-cell driven  
vehicles.  
An important milestone on the road toward the  
first marketable fuel-cell vehicle was the delivery of the similar vehicles with conventional drive systems.  
first fuel-cell van – a Mercedes-Benz Sprinter – to the  
Hermes Versand Service parcel delivery company. The  
vehicle is equipped with an asynchronous electric  
motor in the front and pressurized-hydrogen tanks  
beneath the floor. This concept does not restrict cargo  
space in any way. It does, however, offer great driver  
comfort and allows for quiet, high-torque acceleration.  
And, as is typical of fuel- cell systems, it also ensures  
zero emissions of CO, NO and particulates.  
x
DaimlerChrysler and the Environment 47  
Active environmental  
protectionfor sustainable  
corporate success  
Practical trials in city traffic:  
The first Mercedes-Benz Sprinter  
with fuel-cell technology was  
delivered to a customer in 2001.  
Renewable fuels: an opportunity for the future. Techno-  
DaimlerChrysler’s environmental commitment hon-  
logical progress should not be limited to the vehicle  
itself. Advances also need to be made in the fuels used.  
The successful establishment of new fuels on the  
market – from sulfur-free gasoline to biofuels – will  
ored. In 2001, DaimlerChrysler was honored with a  
number of awards in recognition of its efforts to pro-  
mote sustainable mobility. The company’s Environmen-  
tal Report, for example, received the Society of Ameri-  
require the combined efforts of the automotive industry, can Engineers’ Environmental Communications Prize  
oil companies and government authorities. The use of  
renewable fuels, such as methanol made from  
biomass, is a promising alternative for substantially  
for the second consecutive year. DaimlerChrysler also  
received the international Environmental Communica-  
tion Award from the United Nations Environmental Pro-  
reducing CO emissions. At the same time, the extraction gram (UNEP). In addition, DaimlerChrysler was named  
2
and processing of biomass will create new jobs and  
will thus have a positive economic, ecological and  
social impact. DaimlerChrysler actively supports the  
development of biofuels and is helping to finance the  
the automotive company with the best sustainability  
reporting by the UNEP partner organization Sustain-  
ability. Finally, DaimlerChrysler was listed in the Dow  
Jones Sustainability Index as “Sustainability Leader”  
construction of a pilot facility for producing bio-methanol in the automotive sector.  
and bio-diesel.  
We have also achieved important successes with  
conventionally powered vehicles: The diesel variant  
of the smart (smart cdi), for example, is the undisputed  
German market leader in the so-called three-liter  
segment (fuel consumption better than 67 miles per  
US gallon) for especially fuel-efficient vehicles.  
4
8
Global Procurement & Supply  
Utilizing the potential of supplier networks  
Total purchasing volume of €106.5 billion  
Further increase in online transactions  
Optimization of processes with suppliers  
Close cooperation with suppliers. DaimlerChrysler  
purchased goods and services worth €106.5 billion  
from suppliers in 2001 (2000: €113.3 billion). In 2001,  
Global Procurement & Supply (GP&S) purchased goods  
and services totaling €101.2 billion (2000: €103.1 bil-  
lion) for our automotive divisions, these figures include  
non-production materials.  
e-business gains in importance. GP&S uses e-business  
to optimize and accelerate processes as well as to make  
them more transparent. e-business enabled significant  
purchasing cost reductions. We see exceptional poten-  
tial in the areas of e-procurement and logistics (supply  
network collaboration). Total e-business was up sharply  
in 2001.  
Due to competitive pressures, our procurement  
activities in 2001 again focused on cost-reduction  
measures. We streamlined processes and achieved  
significant cost savings through better exploitation of  
expertise throughout the Group. For example, on the  
model of Mercedes-Benz we strengthened the links  
between development and procurement at Chrysler  
Group.  
Online bidding again played an important role  
in procurement. Online bidding facilitates price optim-  
ization and provides tremendous time saving. Such  
bidding events also benefit suppliers by enabling them  
to better assess their position with respect to their  
competitors.  
In one of the largest online bidding events, we  
purchased 1,200 different body-in-white parts in 80 dif-  
ferent subgroups. Covisint, a company whose share-  
holders include DaimlerChrysler and several other au-  
tomotive manufacturers, provided the technology and  
was also responsible for carrying it out. Covisint is a  
service company that, among other things, manages an  
Internet exchange for online bidding events in the  
US and Europe.  
Savings at the Chrysler Group. The short-term unit-cost  
reductions set out for 2001 in the Chrysler Group turn-  
around plan for 2001 were surpassed. This achieve-  
ment was due to Chrysler Procurement’s ability to  
obtain significant cost reductions from suppliers. The  
second phase of this program, which is already under  
way, involves the substantial reduction of long-term  
system costs.  
The Supply Network Collaboration unit, which  
collects precise data on all processes – from supply to  
production – in near real-time, conducted several  
promising pilot projects in North America and Europe  
in 2001.  
Purchasing Volume  
106.5 bilion (2000: €113.3 billion)  
Mercedes-Benz  
Passenger Cars & smart  
3
3 %  
Chrysler Group  
43 %  
19 %  
5 %  
Commercial Vehicles  
Other  
Global Procurement and Supply 49  
Optimized procurement and logistics through  
web-based  
technology  
Auction on the Internet:  
Online bidding as a modern  
instrument of global procurement.  
Cost reduction through commodity strategies. Com-  
modity strategies also gained significantly in impor-  
tance in 2001 and are helping us to reach our targets.  
Such strategies involve the standardized description  
and definition of material groups and the application of  
these definitions to derive strategic goals for procure-  
Expanding networks. Intense competition in the auto-  
motive industry will continue to have a major impact  
on the forms of cooperation adopted in supplier net-  
works. Effective management of such networks is of  
crucial importance for the long-term success of us and  
our partners. Our goal is to create the world’s most  
ment activities. Sixty material groups were identified in effective supply network, and use the tools at our dis-  
2
000, equivalent to half of total purchasing volume in  
posal to continue the successful cooperation we have  
experienced within the framework of our Extended  
Enterprise program.  
that year. Another 21 groups were added in 2001.  
®
Assessing supplier potential with the External  
Balanced Scorecard method. The External Balanced  
Scorecard method enables DaimlerChrysler to measure  
the performance of suppliers in terms of quality,  
system costs, technology and delivery effectiveness  
in a structured manner. These measurements can  
then be analyzed and, if necessary, used to develop  
new approaches to improve weak areas. This method  
supports the joint goal-agreement process and therefore  
represents an important instrument for enhancing  
performance.  
We also improved the Global Procurement and  
Supply Information System (GPSIS), which obtains data  
worldwide from the operative procurement, logistics  
and invoicing systems. The system provides valuable  
performance measures and other information to  
support the decision-making process at Global  
Procurement & Supply.  
5
0
Human Resources  
Employees prepared for future challenges  
Company agreement on long-term working-time accounts boosts motivation and flexibility  
Increasing use of internal e-business applications by our employees  
372,470 employees worldwide (2000: 416,501); reduction due to consolidation effects  
and turnaround activities  
Global human-resources strategy implemented. In  
001, we focused primarily on implementing the global resources planning was the conclusion of a general  
human-resources strategy adopted in the previous year. labor-management agreement covering long-term  
An important element of our long-term human-  
2
Key activities included supporting turnaround plans,  
integrating various corporate units, and securing our  
next generation of managers by attracting top talent.  
We also focused on the future by developing new hu-  
man-resources tools designed to cope with an aging so-  
ciety and workforce, and by supporting various activi-  
ties in Asia through appropriate recruitment activities  
and assistance for expatriates. Our human-resources  
strategy supports our employees in creating value for  
the Group and thus strengthens DaimlerChrysler’s  
position as an attractive employer.  
worked-hours accounts in Germany: Starting in 2002,  
this will enable our employees to record additional  
hours worked in the form of time credits which can  
later be used for further training, early retirement or  
time off. This ensures that we have the right amount  
of manpower in all situations while responding to the  
needs of all groups of employees.  
New e-business applications for human resources. In  
2001, we combined all employee-related e-business  
activities in our “DC eLife” initiative. This means that  
the workforce will soon be able to access all individual  
e-business applications through a single registration  
procedure via the employee portal. The system is  
More flexible capacity utilization and working times.  
The use of tools designed to ensure flexible human-  
resources management is becoming increasingly impor- gradually being introduced at all of our locations in  
tant at DaimlerChrysler. This enables us to quickly  
adapt our capacity utilization to changes in demand so  
that we can better compensate for seasonal or cyclical  
Germany. Not only does the portal benefit all of the  
workforce by providing a better general overview, but  
use of the portal also helps to improve employees’  
variations. In the context of short- and medium-term ca- e-business skills. In this way, employees of all age  
pacity management, DaimlerChrysler has implemented groups are automatically prepared for the e-business  
a range of highly flexible arrangements, including  
various models for working hours and plant operating  
times, as well as the use of temporary employment  
contracts when necessary. In this way we can react  
promptly to fluctuations in incoming orders while  
providing sufficient work for our highly qualified core  
workforce even if orders decline temporarily.  
applications of the future.  
Employees (Dec. 31)  
2001  
2000  
DaimlerChrysler Group  
Mercedes-Benz Passenger Cars & smart  
Chrysler Group  
372,470  
102,223  
104,057  
96,644  
416,501  
100,893  
121,027  
101,027  
36,857  
9,589  
Commercial Vehicles  
Sales Organization Automotive Businesses 38,733  
Services  
9,712  
1
Other )  
21,101  
47,108  
1
)
MTU Aero Engines, corporate research department, real estate activities,  
and holding and finance companies  
Human Resources 51  
Qualification and  
motivation  
lead to success  
Top marks for vocational training:  
The foundation for our competent and  
committed workforce.  
The ePeople project links up HR processes. Within the  
again, more than 2,800 young people began a training  
framework of the ePeople project, in 2001 we began to  
raise the efficiency of web-based human-resources pro-  
program at DaimlerChrysler in Germany. Some 10,400  
people are presently being trained worldwide by  
cesses, to ensure global consistency, and to extensively DaimlerChrysler in approximately 75 professions or  
network our human resources departments. In this  
way, the ongoing globalization of our company is  
reflected and supported by our human-resources  
activities.  
programs of study.  
372,470 employees worldwide. At December 31, 2001,  
DaimlerChrysler employed 372,470 people worldwide  
(
2000: 416,501). 191,158 worked in Germany (2000:  
Executive development with LEAD. We use the LEAD  
196,861) and 104,871 in the US (2000: 123,633). The  
decrease in the number of employees by 44,000 was  
largely due to deconsolidation (primarily Adtranz  
(
Leadership Evaluation And Development) system to  
standardize executive assessment and development  
worldwide, and to give the best individuals the possibil- and TEMIC) and measures taken in connection with  
ity to develop their potential throughout the Group. In  
001, this system was applied at all management levels  
turnaround programs.  
2
throughout the Group for the first time. As a result we  
are able to identify management potential at an early  
A thank-you to our employees. We would like to thank  
all our employees for their initiative, commitment and  
stage and utilize it where it is needed, thereby ensuring achievements. We are convinced that their skills,  
that our management requirements are optimally cov-  
ered. LEAD is now firmly anchored in the management  
culture of DaimlerChrysler.  
enthusiasm and energy will enable us to successfully  
shape the future of the Group. We also extend our  
thanks to the representatives of the employees and of  
the management committees for their constructive  
cooperation.  
Securing top talent for DaimlerChrysler.  
DaimlerChrysler again succeeded in recruiting young,  
highly qualified individuals in 2001, not least due to  
the activities of our national and international compa-  
nies and locations. The focus was on contacts with uni-  
versities and schools, the networks of access to interns  
and graduates. By directly approaching specific target  
groups and executing special applicant programs in  
various locations we make contact with the best candi-  
dates so that we can attract them to our company. Once  
5
2
The DaimlerChrysler Shares  
Stock markets depressed by fear of recession  
Declining stock markets for second consecutive year  
Price falls triggered by terrorist attacks in September  
Strong recovery in the fourth quarter  
MSCI World Index Automobiles down 9% over the year  
DaimlerChrysler shares performed better than DAX and MSCI World Index Automobiles in 2001  
Further falls in equity prices. Shareholders’ hopes for a  
Increase in DaimlerChrysler share price.  
stock-market recovery were disappointed in 2001,  
DaimlerChrysler’s stock began 2001 at the low level of  
mainly due to the US recession and the terrorist attacks €44.41. In most of the first half of the year, the price  
of September 11. At the same time, economic growth  
slowed in Europe and Japan.  
fluctuated between €50 and its peak for the year of  
€58.19, which was reached on May 3. However, from  
the middle of July the price of our shares could not  
escape the sharp downward trend of the market, espe-  
cially after the effects of the terrorist attacks, and fell to  
a low of €27.24 over the two months to September 21.  
The subsequent 77% recovery to €48.35 by the end of  
the year was significantly stronger than that of the  
DAX (+46%) and of the MSCI World Index Automobiles  
International share indices reached their lowest  
point for the year after the attacks in the United States.  
The bear market was followed by a temporary strong  
recovery, as investors became convinced that the  
medium- and long-term economic effects of the attacks  
would not be as severe as they had initially feared. The  
fact that the US central bank lowered its Fed Funds  
Rate eleven times to 1.75%, the lowest level since 1961, (+24%). During this period, DaimlerChrysler’s shares  
was also regarded as positive. In addition, the oil price  
fell sharply after the events of September 11, and com-  
panies worldwide implemented extensive cost-cutting  
measures, both of which are expected to have positive  
effects on earnings.  
Despite the strong recovery in the fourth quarter,  
most important share indices declined for the second  
consecutive year in 2001. (see table on page 53).  
recorded the second highest price rise of all automotive  
shares. Over the whole of the year, DaimlerChrysler’s  
share price rose by 8%, making it one of only four DAX  
stocks with an increase in value during 2001. However,  
by the end of January 2002, our share price had fallen  
by about 3% in line with a generally weak stock market.  
Trading volume in DaimlerChrysler stock world-  
wide was about 1.3 billion shares in 2001 (2000: 1.0  
billion) of which 130 million shares were traded on US  
stock exchanges (2000: 127 million) and 1,169 million  
in Germany (2000: 888 million).  
Prize for best communication with investors. At the  
end of October 2001, DaimlerChrysler received the  
Share Price Index  
Investor Relations Magazine Euro Award 2001” for the  
best communication with private investors. The prize  
was awarded in recognition of the Investor Relations  
department’s intensive support work in individual  
dialogue and organized events, as well as for the  
quality of the Investor Relations section of the corporate  
web-site, which is frequently used by both private and  
institutional investors as well as by analysts.  
1
40  
30  
20  
10  
00  
1
1
1
DaimlerChrysler  
1
MSCI Automobiles Index  
DAX  
9
8
7
6
0
0
0
0
Jan. 3  
001  
March  
2001  
May  
2001  
July  
2001  
Sep.  
2001  
Nov.  
2001  
Jan. 31  
2002  
2
The DaimlerChrysler Shares 53  
Development of Important Indices  
Status  
Status  
% Change  
End of 2001 End of 2000  
Dow Jones Industrial Average  
Nasdaq Composite  
FTSE 100  
10,022  
1,950  
5,217  
10,543  
3,806  
5,160  
224  
10,787  
2,471  
6,223  
13,786  
4,772  
6,434  
226  
-7  
-21  
-16  
-24  
-20  
-20  
-1  
Nikkei  
Dow Jones Euro Stoxx 50  
DAX 30  
Dow Jones Stoxx Auto Europe  
MSCI World Index Automobiles  
For comparison:  
83  
91  
-9  
DaimlerChrysler Share Price (high/low) in €  
DaimlerChrysler share (in )  
48.35  
44.74  
+8  
6
5
5
4
4
3
3
2
2
0
5
0
5
0
5
0
5
0
Statistics  
December 31  
01  
01  
00  
US $  
Capital stock (in millions)  
Number of shares (in millions)  
Market capitalization (in billions)  
Number of shareholders (in millions)  
Weighting on share index  
DAX 30  
2,322  
41.81  
2,609  
1,003.3  
48.51  
1.9  
2,609  
1,003.3  
44.89  
1.9  
Jan. Feb. March April May June  
July  
Aug. Sep. Oct. Nov. Dec. Jan.  
2
001 2001 2001 2001 2001 2001 2001 2001 2001 2001 2001 2001 2002  
6.8%  
2.2%  
5.1%  
1.8%  
DJ Euro Stoxx 50  
Shareholders Structure as of Dec. 31, 2001  
Credit rating, long-term  
Standard & Poor’s  
BBB+  
A3  
A
12%  
Deutsche Bank AG  
7
%
Kuwait Investment Authority  
Moody’s  
A2  
Institutional  
investors  
5
2
4%  
7%  
Statistics per Share  
Free float  
1%  
8
0
1
01  
00  
US $  
1
Retail investors  
Net income (basic) )  
0.65  
0.65  
0.73  
0.73  
1.00  
3.47  
3.45  
2.35  
1
Net income (diluted) )  
Dividend  
Stockholders’ equity (Dec. 31)  
34.60  
38.88  
42.27  
Rest of the world  
8
%
41.672)  
48.353)  
44.743)  
Share price: year-end  
high  
low  
52.722)  
25.602)  
58.193)  
27.243)  
79.973)  
42.703)  
USA  
7%  
1
Europe  
5%  
1
2
3
)
)
)
Excluding one-time effects  
New York Stock Exchange.  
Frankfurt Stock Exchange.  
7
5
4
Analysis of the Financial Situation  
Analysis of the Financial Situation  
Operating loss €1.3 billion (2000: €9.8 billion operating profit);  
adjusted for one-time effects operating profit of €1.3 billion (2000: €5.2 billion)  
Operating result significantly impacted by restructuring measures and intense competition  
in North America  
Net loss €0.7 billion (2000: €7.9 billion net income);  
adjusted to exclude one-time effects net income of €0.7 billion (2000: €3.5 billion)  
Group operating loss impacted by one-time effects  
and intense competition in North America. For 2001,  
DaimlerChrysler reported an operating loss of €1.3  
billion, compared to an operating profit of €9.8 billion  
Mitsubishi Motors, a proportionate share of its restruc-  
turing charges amounting to €0.4 billion was recorded  
in 2001. A charge of €0.2 billion related to the recover-  
ability of lease receivables was recorded on portfolios of  
in the prior year. The year under review was particularly Capital Services in 2001. An impairment charge of  
affected by sizeable expenses for restructuring mea-  
sures and the extremely competitive market in North  
America. Earnings in both years were significantly  
influenced by one-time effects.  
€0.1 billion relating to e-business activities was recog-  
nized and allocated to the segments Mercedes-Benz  
Passenger Cars & smart, Chrysler Group and Commer-  
cial Vehicles. Due to the decision of the Argentine gov-  
ernment to reform its financial system and monetary  
policy, which has resulted in a floating exchange rate  
against the U.S. dollar since January 2002, the Group  
recognized a loss of €0.1 billion in 2001, which mainly  
affected the segments Services and Commercial  
Vehicles.  
A positive impact of €0.9 billion resulted from the  
Group’s share of the one-time gain arising at EADS in  
connection with the formation of Airbus SAS. In addition,  
gains resulted from the sale of the Rail Systems business  
unit to Bombardier (€0.3 billion), from the sale of the  
remaining equity interest in debitel to Swisscom  
(€0.3 billion), and from the sale of 60% of the Group’s  
interest in TEMIC to Continental (€0.2 billion).  
Last year’s operating profit also included one-time  
effects totaling €4.5 billion.  
In February 2001, the Supervisory Board of  
DaimlerChrysler AG approved the turnaround plan for  
Chrysler Group, which resulted in a charge of €3.1  
billion. In addition, operating profit was impacted by a  
charge of €0.5 billion at the Freightliner, Sterling and  
Thomas Built Buses business unit resulting from the  
initiation of the turnaround plan and special costs  
associated with unforeseen market developments.  
Furthermore, as a result of the Group’s investment in  
Operating Profit (Loss) by Segments  
0
US $  
1
01  
00  
In millions  
Mercedes-Benz  
Passenger Cars & smart  
2,627  
2,951  
2,145  
501  
The one-time effects reported in the 2001 and  
Chrysler Group  
(4,701) (5,281)  
2
000 financial years are shown by segment in the table  
Commercial Vehicles  
Services  
(458)  
545  
(514)  
612  
1,212  
2,457  
3,590  
(153)  
9,752  
5,213  
on page 55.  
Other Activities  
1,051  
(237)  
1,181  
(267)  
Eliminations  
DaimlerChrysler Group  
Adjusted for one-time effects  
(1,173) (1,318)  
1,197 1,345  
Note: The chapters “Business Review”, “Analysis of the Financial  
Situation” and “Outlook” correspond to the consolidated business  
review report of DaimlerChrysler Group based on the Financial  
Statements compiled according to United States generally  
accepted accounting principles (U.S. GAAP).  
Analysis of the Financial Situation 55  
Adjusted to exclude one-time effects, the Group  
recorded an operating profit of €1.3 billion, which was  
significantly lower than the comparable prior year’s  
Operating results of Chrysler Group negatively  
impacted by restructuring and intense competition.  
Chrysler Group posted an operating loss of €5.3 billion  
operating profit of €5.2 billion. This decline was mainly in 2001 compared to an operating profit of €0.5 billion  
attributable to the forecasted loss at Chrysler Group  
and the slightly positive result of Commercial Vehicles.  
in 2000. The 2001 operating loss includes restructuring  
charges of €3.1 billion recorded in connection with the  
These segments suffered in particular from the intensely turnaround plan implemented in 2001 in response to  
competitive situation in the North American markets.  
A further reduction in operating profit resulted from  
the Group’s share of the operating result at Mitsubishi  
Motors, which was mainly affected by declining unit  
sales.  
an increasingly competitive and weakening U.S. auto-  
motive market. The turnaround plan is designed to  
improve Chrysler Group’s financial performance and  
market position. The restructuring charges primarily  
related to workforce reductions, asset write-downs and  
contract cancellation costs. The operating loss also  
includes impairment charges allocated to Chrysler Group  
relating to DaimlerChrysler’s e-business activities.  
Operating profit in 2000 included a charge resulting  
from the initial application of the European Union’s  
end-of-life vehicle directive.  
Operating profit of Mercedes-Benz Passenger Cars &  
smart above previous year’s level. The Mercedes-Benz  
Passenger Cars & smart division achieved an operating  
profit of €3.0 billion, exceeding the prior year’s result  
by €0.8 billion. Operating profit for 2001 includes an  
impairment charge allocated to the segment relating to  
the Group’s e-business activities. The prior year’s oper-  
ating profit included one-time charges of €0.7 billion  
mainly due to the strategic review of the smart brand  
and the initial application of the European Union’s  
end-of-life vehicle directive.  
One-Time Effects included in Operating Profit (Loss)  
by Segments  
01  
01  
00  
In millions  
US $  
Mercedes-Benz  
Adjusted for these one-time effects, the division’s  
operating profit was slightly higher than in the prior  
year. The continued excellent demand for the S-Class,  
particularly after the successful market launch of the  
new SL, and the C-Class, with its strong rise in unit  
sales for the sedan as well as the new station wagon and  
sport-coupe launched in March 2001, contributed to  
the positive development in operating profit. However,  
this trend was partially offset by a decline in unit sales  
of E-Class vehicles due to life-cycle changes.  
Passenger Cars & smart  
(9)  
(10)  
(729)  
(30)  
Chrysler Group  
Commercial Vehicles  
Services  
(2,758) (3,098)  
(503)  
30  
(565)  
34  
(41)  
1,816  
3,523  
-
Other Activities  
Eliminations  
870  
-
976  
-
DaimlerChrysler Group  
(2,370) (2,663)  
4,539  
The operating loss at smart was significantly  
reduced due to further sales increases of the city coupe  
and smart cabrio.  
Operating Profit (Loss) adjusted for One-time Effects  
01  
US $  
01  
00  
In millions  
Industrial Business  
Financial Services  
696  
501  
782  
563  
4,621  
592  
DaimlerChrysler Group  
1,197  
1,345  
5,213  
5
6
Analysis of the Financial Situation  
Adjusted to exclude one-time effects, the 2001  
The MTU/Diesel Engines business unit – previ-  
ously included in the Other segment – is reported  
within the new Powersystems business unit as part of  
the Commercial Vehicles segment since the beginning  
of 2001. The respective prior year’s results have been  
reclassified in order to achieve comparability.  
operating loss amounted to €2.2 billion (2000: €0.5  
billion operating profit). The decline mainly resulted  
from lower factory unit sales, an unfavorable shift in  
product mix, increased sales incentives, and higher  
customer satisfaction, depreciation and amortization  
costs. The decrease in unit sales, higher sales incentives  
and decline in market share were mainly attributable  
Operating result of Services slightly below prior year.  
to intense competitive pressures in the North American The Services division recorded an operating profit of  
market. This situation particularly affected two of  
Chrysler Group’s historically more profitable market  
segments of upper-middle sport utility vehicles and  
pick-up trucks. The deterioration in operating results  
was partially offset by cost reduction initiatives and  
other actions taken as part of the turnaround plan.  
Improvements resulting from higher vehicle pricing  
were more than offset by the higher sales incentives.  
€0.6 billion in 2001 compared to €2.5 billion in the  
prior year. Those results are influenced by one-time  
effects in both years. Operating profit for 2001 includes  
a one-time gain of €0.3 billion from the sale of the  
remaining 10% equity interest in debitel to Swisscom,  
which was partially offset by a charge of €0.1 billion  
relating to the monetary crisis in Argentina. In addition,  
a charge of €0.2 billion related to the recoverability  
of lease receivables was recorded in connection with  
the intended sale of parts of the portfolio of Capital  
Services in 2002. The operating profit of the prior year  
was positively impacted by one-time effects totalling  
€1.8 billion, which was the net result of a dilution gain  
Operating profit of Commercial Vehicles impacted by  
North American market. In 2001, the Commercial Ve-  
hicles segment posted an operating loss of €0.5 billion,  
compared with an operating profit of €1.2 billion in the  
prior year. The operating loss in 2001 includes one-time in connection with Deutsche Telekom’s investment in  
charges of €0.5 billion at the Freightliner, Sterling and  
Thomas Built Buses business unit relating to the initia-  
tion of the turnaround plan and special costs associated  
with unforeseen market developments. In addition, the  
operating loss includes charges of €0.1 billion mainly  
relating to the depreciation of the Argentine peso  
against the U.S. dollar as a result of the economic crisis  
in Argentina and allocated charges from the Group’s  
e-business activities. In the prior year, the segment’s  
operating profit was impacted by expenses relating to  
the initial application of the end-of-life vehicle directive  
passed by the European Union.  
Adjusted for these one-time effects, the segment’s  
operating profit was slightly positive (€0.1 billion),  
compared to an operating profit of €1.3 billion in 2000.  
This decline in operating profit was primarily caused  
by the sharp contraction of the market for commercial  
vehicles in North America, which led to significant  
debis Systemhaus and an impairment charge on the  
carrying value of leased vehicles.  
Excluding these one-time effects, operating profit  
was €0.6 billion in 2001, slightly below prior year’s  
level. The result was negatively influenced by continuing  
pressure on margins, loss reserves for the receivables  
of the Commercial Vehicles portfolio and residual value  
losses of Chrysler Group vehicles. These negative  
effects were offset by the use of more favorable  
refinancing instruments, benefits from asset/liability  
management and savings which were realized due  
to cost reduction measures initiated within the Services  
segment.  
Operating profit of the Other Activities segment influ-  
enced by EADS and Mitsubishi Motors. At the beginning  
of 2001, the Aerospace segment, which consisted of  
the equity method investment in EADS and the fully  
price reductions for new and used vehicles and to a 34% consolidated MTU Aero Engines business unit, was  
decline in unit sales for the Freightliner, Sterling and  
Thomas Built Buses business unit.  
Further factors negatively impacting earnings  
were the drop in vehicle demand due to the economic  
crises in Argentina and Turkey and the lower demand  
for trucks in Western Europe.  
reclassified to the Other Activities segment. The previ-  
ous year’s figures have been adjusted accordingly. This  
segment also includes our equity method investments  
in Mitsubishi Motors and TEMIC, as well as holding  
and finance companies, real-estate activities and the  
Group’s corporate research. The Rail Systems business  
unit was included in the segment until its disposition  
to Bombardier.  
Analysis of the Financial Situation 57  
Consolidated Statements of Income (Loss)  
The operating profit of €1.2 billion achieved by  
01  
US $  
01  
00  
the Other Activities segment was below the prior  
year’s level of €3.6 billion. The results of both years  
were strongly influenced by one-time effects. In 2001,  
operating profit was positively impacted by EADS  
€0.9 billion) due to the Group’s share of the one-time  
gain arising at EADS in connection with the formation  
In millions  
Revenues  
136,072 152,873 162,384  
(114,283)(128,394)(134,370)  
Cost of sales  
(
Selling, administrative and  
other expenses  
(16,317) (18,331) (18,303)  
(5,281) (5,933) (6,337)  
Research and development  
Other income  
Reconciliation to Operating Profit (Loss)  
1,079  
1,212  
946  
01  
US $  
01  
00  
Turnaround plan expenses –  
Chrysler Group  
In millions  
(2,727) (3,064)  
(1,457) (1,637)  
-
Income (loss) before financial  
income  
Income (loss) before  
financial income  
4,320  
156  
(1,457) (1,637)  
4,320  
(228)  
(35)  
Financial income, net  
137  
154  
+ Pension and postretirement  
benefit expenses other than  
service cost  
Income (loss) before income  
taxes  
(401)  
459  
(450)  
516  
(1,320) (1,483)  
4,476  
+
Operating income from  
affiliated, associated and  
related companies  
Effects of changes in  
German tax laws  
-
692  
692  
39  
-
(263)  
Income taxes  
777 (1,736)  
777 (1,999)  
+
Gains on disposals of  
businesses  
Total income taxes  
Minority interests  
260  
(34)  
292  
(39)  
5,832  
(137)  
9,752  
44  
(12)  
+ Miscellaneous  
Income (loss) before  
extraordinary items and  
cumulative effects of  
changes in accounting  
principles, net of taxes  
Operating profit (loss)  
(1,173) (1,318)  
(589)  
-
(662)  
-
2,465  
5,516  
of Airbus SAS, from the sale of 60% of the Group’s  
interest in TEMIC to Continental (€0.2 billion) and from  
the sale of the Rail Systems business unit (€0.3 billion).  
However, charges of €0.4 billion due to the restructuring  
program at Mitsubishi Motors had a negative impact  
on operating profit. In 2000, one-time income totaling  
€3.5 billion resulted from the exchange of the Group’s  
controlling interest in DaimlerChrysler Aerospace for  
shares in EADS and from the sale of the Fixed Installa-  
tions business by the Rails Systems business unit.  
Adjusted to exclude these one-time effects, the  
Other Activities segment achieved an operating profit  
of €0.2 billion in 2001, which is slightly above the  
comparable result of €0.1 billion in the prior year. The  
positive contributions from MTU Aero Engines and  
from EADS, whose earnings were mainly influenced by  
increased Airbus deliveries, compensated for the  
Group’s proportionate share of the loss at Mitsubishi  
Motors.  
Extraordinary items - gains on  
disposals of businesses,  
net of taxes  
Cumulative effects of changes  
in accounting principles:  
transition adjustments resulting  
from adoption of SFAS 133  
and EITF 99-20, net of taxes  
-
-
(87)  
Net income (loss)  
(589)  
(662)  
7,894  
Net income (loss) adjusted  
for one-time effects )  
1
650  
730  
3,481  
1
)
2001: Turnaround plan Chrysler Group, restructuring of Freightliner,  
Sterling and Thomas Built Buses business unit, Mitsubishi  
Motors restructuring, charge related to the recoverability of  
lease receivables of the Capital Service’s portfolio,  
impairment charge relating to e-business activities and  
the economic crisis in Argentina, gain arising at EADS in  
the connection with the formation of Airbus SAS, sale of  
the remaining 10% equity interest in debitel, sale of 60%  
of the Group’s interest in TEMIC, sale of Adtranz.  
2
000: Exchange of the Group’s controlling interest in  
DaimlerChrysler Aerospace for shares in EADS, investment of  
Deutsche Telekom in debis Systemhaus, sale of Fixed  
Installations business, gain from 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 tax law.  
5
8
Analysis of the Financial Situation  
Financial income at prior year’s level. Financial income  
of €0.2 billion was comparable to the prior year. In  
001, financial income was impacted by one-time  
Net income after adjustments to exclude one-time  
effects. The 2001 net loss was €0.7 billion, compared  
with net income of €7.9 billion in the prior year. The  
Group reported a loss per share of €0.66 after earnings  
per share of €7.87 in 2000.  
The one-time charges and gains as described in  
the preceding paragraphs with respect to operating  
profit and financial income had a net negative effect of  
€1.4 billion on the net loss in the year under review  
(2000: €4.8 billion net positive effect). In addition, the  
prior year was affected by a one-time charge from the  
write-down of deferred tax assets in connection with  
the tax reform in Germany and effects on earnings  
from the first application of Statement of Financial  
Accounting Standards (SFAS) No. 133 and Emerging  
2
effects totaling €0.7 billion. Investment income, which  
primarily reflects the Group’s equity method invest-  
ments in EADS and Mitsubishi Motors, improved  
mainly due to the gain at EADS in connection with the  
formation of Airbus SAS. This gain was partially offset  
by the negative impact from the Group’s share of the  
net loss at Mitsubishi Motors mainly resulting from  
restructuring expenses recorded in 2001.  
In addition, expenses of €0.1 billion resulted from  
the effects of the depreciation of the Argentine peso  
against the U.S. dollar due to the economic crisis in  
Argentina.  
The higher interest expense was mainly caused by Issues Task Force (EITF) No. 99-20. In the prior year,  
increased borrowing in the industrial business.  
The effects on operating profit of the operative  
investments were allocated to the respective segment  
operating profits. In 2001, this resulted in a net positive  
contribution to operating profit of €0.5 billion, of which  
due to accounting regulations on the use of the pooling-  
of-interest method, gains from the sales of businesses  
were recorded as extraordinary items.  
Net income adjusted for these one-time effects  
decreased by €2.8 billion to €0.7 billion. Basic earnings  
per share adjusted for these one-time effects amounted  
0.7 billion was accounted for by the investments in  
EADS and Mitsubishi Motors and negative contributions to €0.73, compared with €3.47 in 2000.  
of €0.2 billion by other investments.  
Dividend of €1.00 per share. We propose to the Annual  
Meeting on April 10, 2002, that for 2001 a dividend  
of €1.00 per share be distributed. The amount to be  
distributed is €1,003 million.  
Analysis of the Financial Situation 59  
Performance measures as an important component of  
corporate management. The performance measures  
implemented by DaimlerChrysler encourage decentral-  
ized responsibility, cross-divisional transparency and  
capital-market-oriented investment performance in all  
areas of the Group, thereby supporting management in  
its tasks of leading and developing the entire company  
and its individual business units.  
Development of net assets and return on net assets.  
In 2001, net operating income, which is derived from  
net income, totaled €1.6 billion excluding one-time  
effects (€0.3 billion including one-time effects). In con-  
nection with an increase in net assets from €6.4 billion  
to €65.9 billion (annual average), return on net assets  
for the DaimlerChrysler Group amounted to 2.5% after  
taxes. The Mercedes-Benz Passenger Car & smart  
division again significantly surpassed the 15.5% (before  
For performance purposes, we differentiate  
between the Group level and the operating levels of the taxes) minimum required rate of return. Chrysler  
segments and business units. At the Group level, value Group, Commercial Vehicles and Financial Services did  
added is calculated as an absolute performance measure not achieve the minimum required rate of return,  
by deducting weighted average cost of capital from net  
operating income, an after-tax performance measure.  
For the determination of the Group performance  
measure, return on net assets (RONA), net operating  
income is compared to the capital employed by the  
Group. Return on net assets demonstrates the extent  
to which the DaimlerChrysler Group achieves or  
surpasses 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, risk-free, fixed-interest bond rates combined with  
a risk premium for investments in stocks. At the Group  
level in 2001, a cost-of-capital rate of 9.2% was used,  
which has been unchanged since 1998. For the  
industrial divisions and business units, operating profit  
is used 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 businesses also use net assets, defined as  
assets minus non-interest-bearing liabilities, as a  
capital basis. The minimum required rate of return on  
net assets was 15.5% before taxes. For financial  
services activities, as is usual in this sector, return on  
equity is applied as a performance measure. The target  
rate of return on equity was 17% before taxes. The  
decrease of three percentage points compared to the  
prior year resulted from a lower average tax rate for  
Financial Services.  
primarily due to the unsatisfactory economic situation  
in North America. During 2001, Chrysler Group and  
the Freightliner, Sterling, Thomas Built Buses business  
unit implemented comprehensive programs designed  
to improve their profitability.  
Net Assets and Return on Net Assets1)  
01  
00  
01  
%
00  
%
(
annual average, in billions of )  
Net Assets Return on Net Assets  
DaimlerChrysler  
Group  
(after taxes)  
65.9  
54.7  
59.5  
48.8  
2.5  
1.4  
7.4  
9.5  
Industrial business  
(before interest and  
taxes)  
Mercedes-Benz  
Passenger Cars &  
smart  
11.1  
26.6  
9.2  
10.9  
25.0  
7.6  
26.7  
(8.2)  
0.6  
26.3  
2.1  
Chrysler Group  
Commercial Vehicles  
Services2)  
16.5  
9.5  
2.2  
1.1  
1.9  
Other Industrial  
Activities )  
3
5.6  
4.2  
7.2  
10.8  
Stockholders’ Equity  
Return on Equity4)  
Financial Services  
9
.6  
6.2  
5.9  
9.6  
1
) Adjusted for one-time effects.  
2
)
Excluding Financial Services (due to the investment of Deutsche  
Telekom in debis Systemhaus figures are not comparable with the prior  
year).  
Due to the addition and disposition of a number of investments,  
figures are not comparable with the prior year. The other industrial  
activities include the investments in Mitsubishi Motors (since October  
3
)
2
000) and EADS (since July 2000) as well as MTU Aero Engines. The  
sold business unit Rail Systems was included through April 2001 and  
the business unit Automotive Electronics was included through March  
2
001, thereafter at equity.  
4
)
Before taxes.  
6
0
Analysis of the Financial Situation  
Due to decreased net operating income and higher  
In view of a series of changes both in the Group’s  
capital structure and in the requirements of the capital  
markets, capital costs were recalculated beginning with  
the year 2002. The various parameters of capital costs  
according to the capital-asset-pricing model led to a net  
reduction in the Group’s cost of capital rate to 8% after  
taxes. This results in a minimum required rate of  
return of 13% (before taxes) for the industrial business  
activities, and 14% (before taxes) for financial services  
activities. The requirements of the business units are  
derived by benchmarking them against the best compa-  
rable companies. In general, they significantly surpass  
the minimum rate of return and are not affected by  
changes in capital costs. An adequate cost-of-capital rate  
encourages investment in value-adding projects and  
utilizes appropriate growth opportunities. The goal of  
creating sustained value for our shareholders continues  
to be pursued.  
net assets, the DaimlerChrysler Group reported a  
negative value added of €4.4 billion (calculated on the  
basis of a 9.2% cost of capital after taxes).  
Net assets are derived from the consolidated  
balance sheet, as shown in the following table.  
1
Net Assets )  
of the DaimlerChrysler Group  
0
1
00  
In millions  
Stockholdersequity2)  
39,184 42,713  
Minority interests  
417  
519  
Financial liabilities of the industrial  
segment  
15,701  
9,508  
Pension provisions of the industrial  
segment  
12,608 11,114  
67,910 63,854  
Net assets  
Increase in total assets. In 2001, the Group’s total  
assets grew by 4% to €207.4 billion. The main reason  
for this increase was the higher value of the US dollar  
compared with the prior year. The assets and liabilities  
of the Group’s U.S. companies were translated on De-  
cember 31, 2001 at an exchange rate of €1 = U.S. dollar  
0.881 (2000: €1 = U.S. dollar 0.931), which resulted in  
correspondingly higher balance sheet positions in  
euros. Of the aggregate rise in total assets, €6.2 billion  
was explained by currency effects. The sale of the Rail  
Systems business unit to Bombardier led to the  
1
)
Represents the value at year-end; the average for the year was  
65.9 billion (2000: 59.5 billion).  
Adjusted for the effects from the application of SFAS 133.  
2
)
Reconciliation to Net Operating Income  
0
1
00  
In millions  
Net income (loss)  
(662)  
7,894  
One-time effects  
1,392 (4,413)  
Net income (loss) adjusted for  
one-time effects  
deconsolidation of Adtranz in April 2001, and therefore  
to a reduction in total assets of €1.9 billion.  
730  
(44)  
3,481  
12  
Minority interests  
The increases in equipment on operating leases  
(
7%) and receivables from financial services (2%) were  
Interest expense related to industrial  
activities, after taxes  
422  
241  
mainly caused by the changes in exchange rates. At  
year end, the two positions totaled €85.5 billion or 41%  
of our total assets. These asset positions were offset  
by financial liabilities of €90.9 billion at the end of the  
year. Currency effects caused €3.0 billion of the increase  
in financial liabilities.  
Interest cost of pensions related to  
industrial activities, after taxes  
539  
649  
Net operating income  
1,647  
4,383  
Analysis of the Financial Situation 61  
Balance Sheet Structure  
In billions of €  
Balance Sheet Structure of the Industrial Business  
In billions of €  
2
45%  
07  
207  
18%  
109  
37%  
109  
26%  
Fixed assets  
199  
45%  
199  
20%  
Stockholders’ equity  
Accrued liabilities  
Property, plant  
and equipment  
Stockholders’ equity  
Accrued liabilities  
1
07  
107  
31%  
3
7%  
2
0%  
18%  
3
7%  
3
3%  
Other fixed assets  
Inventories  
16%  
5
4
6%  
4%  
Liabilities  
5
4
7%  
3%  
16%  
Non-fixed assets  
50%  
5
0%  
of which:  
Financial liabilities  
14%  
13%  
14%  
3
5%  
Liabilities  
Receivables  
Liquidity  
33%  
14%  
10%  
10%  
of which: Liquidity  
7
%
6
%
Deferred taxes and  
prepaid expenses  
Deferred taxes  
and income  
10%  
Deferred taxes and  
prepaid expenses  
9%  
Deferred taxes  
and income  
6
%
5%  
5%  
5%  
3%  
2
%
01  
00  
00  
01  
01  
00  
00  
01  
Property, plant and equipment increased by 3%  
to €41.2 billion during the period under review. The  
increase resulted mainly from currency effects, which  
Trade receivables and other receivables increased  
slightly to €22.6 billion (2000: €22.4 billion). A reduction  
of €1.6 billion in trade receivables occurred mainly due  
were partially offset by higher depreciation in particular to the deconsolidation of Adtranz (€0.7 billion) and a  
at Chrysler Group in connection with the restructuring  
activities.  
Financial assets increased slightly over the  
preceding year, reaching an amount of €12.4 billion  
decrease (€0.3 billion) at the Mercedes-Benz Passenger  
Cars & smart segment, while other receivables rose  
by €2.2 billion. Besides positive currency effects, an  
increase occurred in other receivables because of the  
higher market values of derivative financial instruments  
and higher retained interests in sold receivables.  
The level of liquid funds rose by 16% to €14.5  
(
2000: €12.1 billion). This increase was primarily  
due to the one-time gain arising at EADS in connection  
with the formation of Airbus SAS, which accordingly  
increased the book value of our equity method invest-  
ment in EADS. On the other hand, the book value of  
billion. This was largely a reflection of the increase in  
cash and cash equivalents to €11.4 billion (2000: €7.1  
our equity method investment in Mitsubishi Motors fell billion), which was primarily due to a higher cash flow  
due to the negative earnings at that company.  
Inventories – net of advance payments received –  
from receivables sold by the financial services business  
and a general shift from securities into cash. The value  
totaled €16.8 billion (2000: €16.3 billion) in the consoli- of securities fell by 43% to €3.1 billion.  
dated balance sheet. As well as the positive currency  
translation effects (€0.2 billion), the increase in invento-  
ries was primarily caused by the market launch of new  
products in the Mercedes-Benz Passenger Cars & smart  
segment (€0.9 billion). The deconsolidation of the  
Adtranz Group had an offsetting effect of €0.5 billion.  
6
2
Analysis of the Financial Situation  
Stockholders’ equity declined by 8% to €39.0  
Statement of cash flows impacted by financial services  
business. Cash provided by operating activities  
remained substantially unchanged in 2001 at €15.9  
billion (2000: €16.0 billion). This resulted from the  
decrease in cash-effective operating result, which was  
nearly offset by positive effect of change in working  
capital.  
The substantial decrease in cash used for investing  
activities to €13.3 billion (2000: €32.7 billion) was  
primarily impacted by the intentionally lower expansion  
of the financial services business. For Financial Services,  
billion (2000: €42.4 billion). This decline was mainly  
due to the dividend distribution for the 2000 financial  
year (€2.4 billion) and the net loss of €0.7 billion. The  
equity ratio, net of dividend distribution, fell by 1.8  
percentage points to 18.3%. The equity ratio for the  
industrial business was 25.7% (2000: 31.2%). The main  
reason for this decline, aside from the net loss, was a  
capital increase carried out at Financial Services, with  
a corresponding reduction in equity in the industrial  
business.  
The Group’s accrued liabilities rose by €5.1 billion cash used for investing activities declined by €12.6  
to €41.6 billion. This increase was primarily the result  
of higher provisions for warranty claims, additions to  
accrued liabilities in connection with the turnaround  
plan at Chrysler Group, and increased risk reserves at  
the Freightliner, Sterling and Thomas Built Buses  
business unit. In addition, accrued liabilities rose due  
to currency effects by a total of €1.1 billion.  
billion to €7.5 billion (2000: €20.1 billion). This was  
particularly due to a decrease of €7.6 billion in net  
additions to receivables from financial services and a  
€3.4 billion lower increase in equipment on operating  
lease. The decrease in cash used for investing activities  
in the industrial business was primarily a result from  
the net dispositions of businesses in 2001 compared to  
the net acquisitions of businesses in the previous year.  
Due to the reduced growth of the leasing and sales  
Trade liabilities and other liabilities decreased by  
0.5 billion to €24.4 billion. Adjusted for positive cur-  
rency translation effects (€0.7 billion), the decrease was financing business, which is typically financed with  
mainly explained by the deconsolidation of Adtranz a high proportion of debt, cash provided by financing  
€0.8 billion) and the reduction of trade liabilities in the activities decreased from €14.5 billion to €1.4 billion.  
(
Mercedes-Benz Passenger Cars & smart and Commer-  
cial Vehicles divisions.  
Cash and cash equivalents with an original matu-  
rity of three months or less increased from €7.1 billion  
to €11.4 billion in the reporting period. Total liquidity,  
which also includes long-term investments and securi-  
ties, increased from €12.5 billion to €14.5 billion.  
Cash Flow  
In billions of €  
2
0
15  
10  
5
-
5
-
10  
15  
-
-
-
-
20  
25  
30  
Cash provided by  
operating activities  
1999  
Cash used for  
investing activities  
2
2
000  
001  
Cash provided by  
financing activities  
Analysis of the Financial Situation 63  
Refinancing at the DaimlerChrysler Group. On February Early recognition and consistent management of future  
6, 2001, the corporate rating of the DaimlerChrysler risks. In view of the global operations of Daimler-  
2
Group was reduced by the Standard & Poor’s (S&P)  
rating agency from A to A-, and by Moody’s Investors  
Service (Moody’s) from A2 to A3. The simultaneous  
downgrading of the short-term credit rating from A-1  
to A-2 (S&P) and from P-1 to P-2 (Moody’s) not only  
had the effect of making our short-term borrowing  
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 moni-  
toring and control systems for the early recognition and  
assessment of existing risks and the formulation of  
appropriate responses. With a view to the legal require-  
ments, we have integrated the Group’s early-recognition  
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 the management of the business segments and units  
applying predefined risk categories and assessed in  
(
commercial paper) more expensive, but also reduced  
the volume of commercial paper that can be placed,  
particularly in the United States. In January 2001,  
DaimlerChrysler therefore began to replace short-term  
financing with longer-term borrowings reaffirming the  
strategy implemented in the second half of 2000  
through the issue of a multi-currency, multi-tranche  
corporate bond in the amount of U.S. dollar 7.1 billion.  
In March 2001, the Group continued and almost  
completed this strategy with the issue of a multi-tranche terms of their probability of occurrence and possible  
bond totaling €6.5 billion. extent of damage. The reporting of relevant risks is  
After these two large transactions, as the year pro- regulated by limit levels defined by management.  
gressed DaimlerChrysler was able to cover its current Within the framework of risk management, we have  
financing requirements with smaller transactions in the developed and implemented measures to avoid and  
capital markets. These transactions took place through reduce risks and to safeguard against their potential  
medium-term note programs in the form of public bonds effects. The identified risks are regularly monitored  
and private placements. In the area of public bonds,  
DaimlerChrysler was able to reach new market seg-  
ments and groups of investors in the international  
capital markets by means of a first issue of bonds in  
Polish zloty, Slovakian koruna and Hungarian forint,  
by management.  
The risk-management system of the Daimler-  
Chrysler Group aims to ensure that management reco-  
gnizes significant risks at an early stage and initiates  
compensating measures. Compliance with the Group’s  
and in a local capital market with a bond issue in South uniform guidelines as defined in the risk management  
African rand.  
The 364-day tranche of the global credit facility  
was converted into a 2-year working capital line in  
001. Altogether, the facility established in 1999  
comprises three tranches with varying periods totaling  
U.S. dollar 18 billion. Since its inception, this credit  
facility has not been utilized.  
manual is safeguarded by our internal auditors. In addi-  
tion, the external auditors review the early-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.  
2
Primarily as a result of weak demand in the US  
automotive market, at the end of October 2001, Standard  
&
Poor’s again lowered our long-term rating from  
A- to BBB+. Moody’s Investors Services, however, left  
our rating unchanged at A3.  
6
4
Analysis of the Financial Situation  
Risks from general economic developments. In 2001,  
Industry- and company-specific risks. In addition to  
general economic developments and weakening sales  
markets, a risk factor also arises from increasing  
competitive pressures. It is no longer only the traditional  
product features that are decisive for the sales success  
of a product, but to a greater extent also its price and  
sales promotion offers. Particularly in the U.S. automo-  
tive markets, after the events of September 11, 2001,  
the world economy deteriorated significantly, and  
expectations for the full-year 2002 are still rather  
subdued. In view of the unusually high uncertainty  
concerning economic developments, risks exist for  
DaimlerChrysler’s profit outlook if the upturn we  
expect for the second half of 2002 does not materialize  
or is substantially weaker.  
A possible cause of prolonged economic decline in price incentives on new cars were substantially raised  
the United States would be a renewed loss of confidence and financing conditions were improved. Because these  
among consumers and investors with a downward spiral activities prevented stronger than originally expected  
of expectations. This could lead to a stronger drop in  
U.S. domestic demand and significant stock-market  
losses. Due to trading and capital-market links, with  
such a scenario the assumed economic recovery in the  
Group’s important markets of Western Europe would  
not occur. Significant growth losses would probably  
also occur in Asia and South America.  
market shrinkage, the danger of sustained reductions  
in margins and lower profitability exists. If the economic  
upturn does not come as expected, there is also the risk  
that purchases will be merely brought forward with  
additional sales incentives, thus increasing the probab-  
ility of lower unit sales in future periods. This situation  
could also necessitate further reductions in production  
Another potential risk is the possibility of a deeper capacities in the passenger car and commercial vehicle  
and longer recession in Japan than has been forecast.  
This would not only affect one of our important export  
markets, but would make the restructuring process at  
businesses.  
The future success of DaimlerChrysler is particu-  
larly dependent on the extent to which traditional  
Mitsubishi Motors more difficult. A sustained decline of product and market segments can be extended and  
the Japanese economy would also worsen the situation  
in some of the emerging markets in Asia, which could  
have a negative impact on our investment in Hyundai  
Motor Company.  
new markets can be penetrated with innovative  
products. The growth of the various segments depends  
not least on legislation regulating consumption and  
emissions, as well as on energy prices. If there is a shift  
in demand towards smaller vehicles with lower profit  
Further local risk potentials lie in a sustained  
economic decline in certain emerging markets in South margins or the need for significantly higher technologi-  
America, Asia and Eastern Europe.  
cal expenditures, the profitability of DaimlerChrysler  
will be affected.  
A further risk could arise connected with stronger  
international competition due to increasing price  
transparency, alternative sales channels such as the  
Internet, or the revision of the European Union block-  
exemption directive. The directive, which expires at  
the end of September 2002, allows automobile manu-  
facturers to use selective and exclusive distribution  
networks. The approval of a revised block-exemption  
directive is expected by the middle of 2002.  
Like other automobile manufacturers, Daimler-  
Chrysler is combating these risks by, among other  
things, efficiency improvements all along the value  
chain including changes to the sales organization.  
Cost reductions by suppliers, however, could result in  
additional quality risks.  
Analysis of the Financial Situation 65  
The success of the turnaround plans for Chrysler  
Group, the Freightliner, Sterling and Thomas Built  
Buses business unit as well as Mitsubishi Motors  
depends crucially upon the extent to which manage-  
ment can continue to successfully implement the  
based on the variance-covariance approach and assume  
a 99% confidence level and a holding period of five days.  
Estimates of volatilities and correlations are primarily  
drawn from the RiskMetrics™ datasets and supple-  
mented by additional exchange rate, interest rate and  
planned measures despite worsened market conditions. equity price information.  
DaimlerChrysler’s financial services business  
The Group does not use financial instruments for  
primarily consists of the leasing and financing of Group trading or other speculative purposes.  
products, mainly vehicles. Refinancing is carried out to  
Following organizational standards in the inter-  
a considerable extent through external capital markets, national banking industry, DaimlerChrysler maintains  
which involves the risk of interest rate movements.  
In addition, a risk of default exists in the financing  
business as well as residual value risks in the leasing  
business when vehicles are sold by the Group at the  
end of their leases.  
risk management control systems independent of  
Corporate Treasury and with a separate reporting line.  
Foreign exchange rate management. The international  
orientation of our business activities results in cash  
Through our 33% stake in EADS, we also participate receipts and payments denominated in various curren-  
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 air-  
cies. Cash inflows and outflows balance themselves  
out if they are denominated in the same currency.  
Within the framework of central currency management,  
craft is subject to cyclical fluctuations, as the worldwide currency exposures are regularly assessed and hedged  
volume of orders and deliveries of new aircraft are  
determined by airlines’ profitability and fleet-renewal  
cycles.  
with suitable financial instruments according to ex-  
change rate expectations, which are constantly reviewed.  
The net assets of the Group which are invested in sub-  
sidiaries and affiliated companies outside the euro zone  
remain generally not hedged against currency risks.  
However, in specific circumstances, DaimlerChrysler  
seeks to hedge the currency risk inherent in certain of  
its long-term investments.  
Transparency of market risks. The DaimlerChrysler  
Group is exposed to market risks from changes in  
foreign currency exchange rates, interest rates and  
equity prices. These changes may adversely affect  
DaimlerChrysler’s operating results and financial  
condition. The Group seeks to manage these risks  
through its regular operating and financing activities  
and, when deemed appropriate, through the use of  
derivative financial instruments. DaimlerChrysler  
controls and manages foreign exchange risk, interest  
rate risk and equity price risk by continually monitoring  
changes in key economic indicators and market  
information.  
In order to quantify the foreign exchange risk,  
interest rate risk and equity price risk of the Group on  
a continuous basis, DaimlerChrysler’s risk management  
control systems employ value-at-risk analyses as  
recommended by the Bank for International Settlements.  
The value-at-risk calculations employed by Daimler-  
Chrysler express potential losses in fair values and are  
The following table shows value-at-risk figures for  
DaimlerChrysler’s 2001 and 2000 portfolio of foreign  
exchange rate sensitive derivative instruments.  
Value-at-Risk  
Average  
for  
Average  
for  
In millions of €  
12.31.2001  
2001 12.31.2000  
2000  
Exchange rate  
sensitive derivative  
financial instruments )  
1
368  
430  
541  
574  
1
)
Forward foreign exchange contracts, foreign exchange swap  
contracts, currency options.  
6
6
Analysis of the Financial Situation  
The average and period-end values-at-risk of  
In 2001, the average and period-end values-at-risk  
derivative financial instruments used to hedge exchange of DaimlerChrysler’s portfolio of interest rate sensitive  
rate risk decreased in 2001, primarily as a result of  
lower foreign exchange rate volatilities and a slightly  
decreased foreign exchange derivatives volume.  
DaimlerChrysler changed the presentation of  
financial instruments increased significantly, primarily  
due to higher volatilities and an increased mismatch  
funding of the Group’s leasing and sales financing  
business.  
exchange rate risk from the sensitivity analysis used  
in previous reports to value-at-risk to have a uniform  
method for the measurement of exchange rate risk,  
interest rate risk and equity price risk that allows  
Equity price risk management. DaimlerChrysler also  
holds investments in equity securities. These securities  
subject DaimlerChrysler to risks due to changes in  
comparisons between the different types of market risks. quoted market prices. DaimlerChrysler uses derivative  
financial instruments including futures and options to  
Asset and liability management. DaimlerChrysler holds manage the risks arising from changes in equity prices.  
a variety of interest rate sensitive assets and liabilities  
to manage its operative and strategic liquidity require-  
The following table shows value-at-risk figures  
for DaimlerChrysler’s 2001 and 2000 portfolio of equity  
ments. In addition, a substantial volume of interest rate securities.  
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 trans-  
actions with customers primarily resulting in fixed rate  
receivables. DaimlerChrysler’s general policy is to  
match funding in terms of maturities and interest rates.  
However, for a limited portion of the receivables port-  
folio funding does not match in terms of maturities and  
interest rates. As a result, DaimlerChrysler is exposed  
to risks due to changes in interest rates.  
Value-at-Risk  
Average  
for  
2001 12.31.2000  
Average  
for  
2000  
In millions of €  
12.31.2001  
3
Equity securities and  
related derivatives  
22  
87  
95  
In 2001, DaimlerChrysler changed its asset  
allocation policy and reduced the portfolio of equity  
securities. Consequently, the average and period-  
end values-at-risk of the equity portfolio decreased  
DaimlerChrysler coordinates funding activities of  
the industrial business and financial services on the  
Group level. It uses interest rate derivative instruments significantly.  
such as interest rate swaps, forward rate agreements,  
swaptions, caps and floors to achieve the desired  
interest rate maturities and asset/liability structures.  
The following table shows value-at-risk figures for  
DaimlerChrysler’s 2001 and 2000 portfolio of interest-  
rate sensitive financial instruments.  
Ratings. During 2001, DaimlerChrysler’s long-term  
corporate rating was lowered from A to BBB+ by the  
Standard & Poor’s (S&P) rating agency and from A2  
to A3 by Moody’s Investors Service (Moody’s). At the  
same time, our short-term rating was reduced from  
A-1 to A-2 (by S&P) and from P-1 to P-2 (by Moody’s).  
A further downgrade would result in rising  
capital costs.  
Value-at-Risk  
Average  
for  
Average  
for  
In millions of €  
12.31.2001  
334  
2001 12.31.2000  
2000  
Interest-rate-sensitive  
financial instruments  
272  
126  
128  
Analysis of the Financial Situation 67  
Legal risks. Like all internationally active automobile  
manufacturers, the DaimlerChrysler Group is affected  
by intensifying legal regulations in its various markets  
Events after the end of the 2001 financial year. Follow-  
ing a decision of DaimlerChrysler’s Board of Manage-  
ment in 2001, DaimlerChrysler and GE Capital reached  
concerning the exhaust emissions and fuel consumption an agreement in January 2002 for GE Capital to  
of its range of cars as well as their safety standards.  
Furthermore, there are several actions, in particular  
purchase a portion of the DaimlerChrysler’s Capital  
Services portfolio in the United States. DaimlerChrysler  
relating to product liability, pending against companies will receive approximately €1.3 billion for the sale,  
of the DaimlerChrysler Group. In the event of adverse  
decisions in these proceedings, DaimlerChrysler could  
be required to pay substantial compensatory and  
punitive damages, or to undertake service actions,  
recall campaigns or other costly actions.  
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 in obtaining  
approval from Chrysler stockholders for the business  
combination between Chrysler and Daimler-Benz AG  
in 1998. The complaints seek relief ranging from sub-  
stantial monetary damages to rescinding the business  
combination. DaimlerChrysler believes that these  
claims are without merit and is defending against them  
vigorously.  
which represents a further step towards focusing on  
the automotive business. The transaction is expected to  
be completed in the first quarter of 2002.  
In January 2002, DaimlerChrysler decided to exit  
the debis Systemhaus joint venture in March 2002 by  
exercising its option to sell to Deutsche Telekom the  
Group’s 49.9% interest in T-Systems ITS (formerly  
debis Systemhaus) for proceeds of €4.7 billion.  
No further developments beyond the ones  
described above have occurred since the end of the  
2001 financial year which are of major significance to  
DaimlerChrysler and would lead to a changed assess-  
ment of the Group’s position. The course of business  
in the first two months of 2002 confirms the statements  
made in the section Outlook.  
Overall risk. No risks are apparent that could jeopardize  
the continued existence of the Group.  
6
8
Statement by the Board of Management  
Preliminary Note  
The accompanying consolidated financial state-  
ments (consolidated balance sheets as of December 31,  
001 and 2000, consolidated statements of income  
loss), cash flows and changes in stockholders’ equity  
for each of the financial years; 2001, 2000 and 1999)  
were prepared in accordance with generally accepted  
accounting principles in the United States of America  
U.S. GAAP).  
In order to comply with Section 292a of the HGB  
German Commercial Code), the consolidated financial  
have to be filed with the Commercial Register and pub-  
lished 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.  
The consolidated financial statements and the  
consolidated business review report as of December 31,  
2001 prepared in accordance with Section 292a of the  
HGB (German Commercial Code) and filed with the  
Commercial Register in Stuttgart under the number,  
HRB 19 360, will be provided to shareholders  
2
(
(
(
statements were supplemented with a consolidated  
business review report and additional explanations.  
Therefore, the consolidated financial statements, which on request.  
Statement by the Board of Management  
The Board of Management of DaimlerChrysler AG  
KPMG Deutsche Treuhand-Gesellschaft Aktien-  
is responsible for preparing the accompanying financial gesellschaft Wirtschaftsprüfungsgesellschaft audited  
statements.  
We have installed effective controlling and moni-  
the consolidated financial statements, which were  
prepared in accordance with generally accepted  
accounting principles in the United States of America,  
and issued an unqualified audit report.  
Together with the independent auditors, the Su-  
pervisory Board’s Financial Audit Committee examined  
and discussed the consolidated financial statements  
including the business review report and the auditors’  
report in depth. Subsequently, the entire Supervisory  
Board reviewed the documentation related to the  
toring systems to guarantee compliance with account-  
ing principles and the adequacy of reporting. These  
systems include the use of uniform guidelines group-  
wide, the use of reliable software, the selection and  
training of qualified personnel, and regular reviews by  
our internal auditing department.  
Taking the legal requirements into consideration  
we have integrated the group’s early warning systems  
into a risk management system. This enables the Board financial statements. The result of this examination is  
of Management to identify significant risks at an early  
stage and to initiate appropriate measures.  
included in the Report of the Supervisory Board.  
Jürgen E. Schrempp  
Manfred Gentz  
Independent Auditors’ Report 69  
Independent Auditors’ Report  
The Supervisory Board  
DaimlerChrysler AG:  
We have audited the accompanying consolidated  
In our opinion, based on our audits and the report  
balance sheets of DaimlerChrysler AG and subsidiaries  
“DaimlerChrysler”) as of December 31, 2001 and  
000, and the related consolidated statements of in-  
come (loss), changes in stockholders’ equity, and cash  
flows for each of the years in the three-year period  
of the other auditors, the consolidated financial state-  
ments referred to above present fairly, in all material  
respects, the financial position of DaimlerChrysler as of  
December 31, 2001 and 2000, and the results of their  
operations and their cash flows for each of the years in  
(
2
ended December 31, 2001. These consolidated financial the three-year period ended December 31, 2001, in con-  
statements are the responsibility of DaimlerChrysler’s  
management. Our responsibility is to express an opin-  
ion on these consolidated financial statements based on  
our audits. We did not audit the financial statements of  
DaimlerChrysler Corporation or certain of its consoli-  
dated subsidiaries (“DaimlerChrysler Corporation”),  
which statements reflect total assets constituting 29  
percent at December 31, 2000, and total revenues con-  
formity with generally accepted accounting principles  
in the United States of America.  
As discussed in Note 10 to the consolidated finan-  
cial 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  
stituting 42 percent and 43 percent for the years ended on Purchased and Retained Beneficial Interests in  
December 31, 2000 and 1999, of the related consoli-  
dated 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 in-  
cluded for DaimlerChrysler Corporation, is based solely  
on the report of the other auditors.  
Securitized Financial Assets.”  
We conducted our audits in accordance with gen-  
erally accepted auditing standards in the United States  
of America. Those standards require that we plan and  
perform the audit to obtain reasonable assurance about  
whether the financial statements are free of material  
misstatement. An audit includes examining, on a test  
Stuttgart, Germany  
February 8, 2002  
basis, evidence supporting the amounts and disclosures KPMG Deutsche Treuhand-Gesellschaft  
in the financial statements. An audit also includes as-  
sessing 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.  
Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft  
Prof. Dr. Wiedmann  
Wirtschaftsprüfer  
Schmid  
Wirtschaftsprüfer  
7
0
Consolidated Statements of Income (Loss)  
Consolidated Statements of Income (Loss)  
Consolidated  
Year ended December 31,  
Note  
2001  
Note 1)  
$
2001  
2000  
1999  
(
(in millions, except per share amounts)  
Revenues  
32  
5
136,072  
152,873  
162,384  
149,985  
Cost of sales  
Gross margin  
(114,283) (128,394) (134,370) (119,688)  
21,789  
24,479  
28,014  
30,297  
Selling, administrative  
and other expenses  
5
(16,317)  
(5,281)  
1,079  
(18,331)  
(5,933)  
1,212  
(18,303)  
(6,337)  
946  
(16,063)  
(5,737)  
827  
Research and development  
Other income  
6
7
Turnaround plan expenses – Chrysler Group  
Income (loss) before financial income  
(2,727)  
(1,457)  
(3,064)  
(1,637)  
4,320  
9,324  
Financial income (expense), net (therein gain on issuance of  
associated company stock of 747 in 2001)  
8
137  
(1,320)  
154  
(1,483)  
156  
4,476  
(263)  
333  
9,657  
(812)  
Income (loss) before income taxes  
Effects of changes in German tax law  
Income taxes  
692  
777  
(1,736)  
(1,999)  
(12)  
(3,721)  
(4,533)  
(18)  
Total income taxes  
9
692  
777  
Minority interests  
39  
44  
Income (loss) before extraordinary items and  
cumulative effects of changes in accounting principles  
(589)  
(662)  
2,465  
5,106  
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)  
5,516  
659  
(19)  
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 99-20, net of taxes  
10  
33  
(87)  
Net income (loss)  
(589)  
(662)  
7,894  
5,746  
Earnings (loss) per share  
Basic earnings (loss) per share  
Income (loss) before extraordinary items and cumulative  
effects of changes in accounting principles  
(0.59)  
(0.66)  
2.46  
5.50  
5.09  
0.64  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
(0.09)  
7.87  
Net income (loss)  
(0.59)  
(0.66)  
5.73  
Diluted earnings (loss) per share  
Income (loss) before extraordinary items and cumulative  
effects of changes in accounting principles  
(0.59)  
(0.66)  
2.45  
5.44  
5.06  
0.63  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
(0.09)  
7.80  
Net income (loss)  
(0.59)  
(0.66)  
5.69  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
Consolidated Statements of Income (Loss) 71  
Industrial Business*  
Financial Services*  
Year ended December 31,  
Year ended December 31,  
2
001  
2000  
1999  
2001  
2000  
1999  
(in millions)  
1
36,020  
147,260  
139,929  
16,853  
(15,052)  
1,801  
15,124  
(13,896)  
1,228  
10,056  
(8,414)  
1,642  
Revenues  
(
113,342) (120,474) (111,274)  
Cost of sales  
Gross margin  
2
2,678  
26,786  
28,655  
Selling, administrative  
and other expenses  
(
16,756)  
(17,059)  
(6,337)  
842  
(15,063)  
(5,737)  
691  
(1,575)  
(1,244)  
(1,000)  
(
5,933)  
,160  
52  
104  
Research and development  
Other income  
1
136  
(
(
3,064)  
1,915)  
Turnaround plan expenses – Chrysler Group  
4,232  
8,546  
278  
88  
778  
Income (loss) before financial income  
Financial income (expense), net (therein gain on issuance of  
1
46  
166  
327  
8
(10)  
78  
6
associated company stock of 747 in 2001)  
(
1,769)  
4,398  
8,873  
286  
784  
Income (loss) before income taxes  
Effects of changes in German tax law  
Income taxes  
7
43  
(2,152)  
(11)  
(4,340)  
(16)  
34  
(2)  
153  
(1)  
(193)  
(2)  
Total income taxes  
4
6
Minority interests  
Income (loss) before extraordinary items and  
(
980)  
2,235  
4,517  
318  
230  
589  
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 company stock  
of 2,418 in 2000)  
5,516  
659  
(19)  
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 99-20, net of taxes  
10  
(97)  
133  
(
980)  
7,761  
5,157  
318  
589  
Net income (loss)  
Earnings (loss) per share  
Basic earnings (loss) per share  
Income (loss) before extraordinary items and cumulative  
effects of changes in accounting principles  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
Net income (loss)  
Diluted earnings (loss) per share  
Income (loss) before extraordinary items and cumulative  
effects of changes in accounting principles  
Extraordinary items  
Cumulative effects of changes in  
accounting principles  
Net income (loss)  
*
) Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
7
2
Co n s o l ida ted Ba l a n ce Sheets  
Consolidated Balance Sheets  
Consolidated  
At December 31,  
Industrial Business* Financial Services*  
At December 31, At December 31,  
Note  
2001  
2001  
2000  
2001  
2000  
2001  
2000  
(
Note 1)  
(in millions)  
$
Assets  
Intangible assets  
12  
2,548  
2,863  
3,113  
2,662  
2,907  
201  
149  
206  
102  
Property, plant and equipment, net  
Investments and long-term financial assets  
Equipment on operating leases, net  
Fixed assets  
12 36,641 41,165 40,145 41,016 40,043  
18 11,015 12,375 12,107 11,349 10,967  
1,026  
1,140  
13 32,046 36,002 33,714  
3,004  
3,047 32,998 30,667  
82,250 92,405 89,079 58,031 56,964 34,374 32,115  
Inventories  
14 14,913 16,754 16,283 15,338 15,333  
1,416  
296  
950  
378  
Trade receivables  
15  
5,723  
6,430  
7,995  
6,134  
26  
7,617  
Receivables from financial services  
Other receivables  
16 44,071 49,512 48,673  
17 14,409 16,188 14,396  
30 49,486 48,643  
7,512  
2,636  
8,057  
6,414  
4,195  
6,445  
8,676  
441  
7,982  
1,183  
682  
Securities  
18  
2,739  
3,077  
5,378  
7,127  
Cash and cash equivalents  
Non-fixed assets  
19 10,172 11,428  
3,371  
92,027 103,389 99,852 39,703 40,034 63,686 59,818  
Deferred taxes  
9
2,679  
7,660  
3,010  
8,606  
2,436  
7,907  
2,930  
8,480  
2,350  
7,782  
80  
86  
Prepaid expenses  
20  
126  
125  
Total assets (thereof short-therm  
2001: €68,676; 2000: €71,300)  
184,616 207,410 199,274 109,144 107,130 98,266 92,144  
Liabilities and stockholders’ equity  
Capital stock  
2,322  
6,485  
2,609  
7,286  
2,609  
7,286  
Additional paid-in capital  
Retained earnings  
23,536 26,441 29,461  
Accumulated other comprehensive income  
Treasury stock  
2,374  
2,668  
3,053  
Stockholders’ equity  
Minority interests  
21 34,717 39,004 42,409 29,009 35,825  
371 417 519 403 506  
23 37,001 41,570 36,441 40,534 35,772  
24 80,917 90,908 84,783 15,701  
25 12,601 14,157 15,257 13,773 14,875  
9,995  
14  
6,584  
13  
Accrued liabilities  
1,036  
669  
Financial liabilities  
9,508 75,207 75,275  
Trade liabilities  
384  
382  
Other liabilities  
26  
9,135 10,262  
9,621  
7,431  
7,068  
2,831  
2,553  
Liabilities  
102,653 115,327 109,661 36,905 31,451 78,422 78,210  
Deferred taxes  
9
4,318  
5,556  
4,851  
6,241  
5,480 (2,212)  
4,764 4,505  
(639)  
4,215  
7,063  
1,736  
6,119  
549  
Deferred income  
27  
Total liabilities (thereof short-term  
2
001: €80,874; 2000: €81,516 )  
149,899 168,406 156,865 80,135 71,305 88,271 85,560  
184,616 207,410 199,274 109,144 107,130 98,266 92,144  
Total liabilities and stockholders’ equity  
*
) Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
Consolidated Statements of Changes in Stockholders‘ Equity 73  
Consolidated Statements of Changes in Stockholders’ Equity  
Accumulated other  
comprehensive income (loss)  
Derivative  
Additional  
paid-in Retained translation for-sale  
capital earnings adjustment securities  
Cumulative Available- financial Minimum  
Capital  
stock  
instru- pension Treasury  
(in millions of €)  
ments  
liability  
stock  
Total  
Balance at January 1, 1999  
Net income  
2,561  
7,274 20,533  
(509)  
528  
(20)  
30,367  
5,746  
2,242  
7,988  
5,746  
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)  
(2,356)  
2
86  
(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)  
(2,358)  
42,409  
Balance at December 31, 2000  
2,609  
7,286 29,461  
3,285  
198  
(408)  
(22)  
Net loss  
(662)  
(662)  
(385)  
Other comprehensive income (loss)  
Total comprehensive loss  
565  
(137)  
71  
(884)  
(1,047)  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
(66)  
66  
(66)  
66  
(2,358)  
(2,358)  
39,004  
Balance at December 31, 2001  
2,609  
7,286 26,441  
3,850  
61  
(337)  
(906)  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
7
4
Consolidated Statements of Cash Flows  
Consolidated Statements of Cash Flows  
Consolidated  
Year ended December 31,  
2
001  
2001  
2000  
1999  
(
Note 1)  
(in millions)  
$
Net income (loss)  
Income (loss) applicable to minority interests  
(589)  
(39)  
(662)  
(44)  
7,894  
12  
5,746  
18  
Adjustments to reconcile net income (loss) to net cash  
provided by operating activities:  
Gains on disposals of businesses  
(684)  
(768)  
(5,568)  
(1,181)  
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  
Change in financial instruments  
6,457  
6,250  
(942)  
(86)  
7,254  
7,022  
(1,058)  
(97)  
6,487  
7,131  
1,220  
244  
87  
3,315  
6,035  
2,402  
(23)  
(364)  
(534)  
(4)  
(409)  
(600)  
(4)  
(90)  
(455)  
22  
247  
(1,215)  
495  
4,001  
(Gains) losses on disposals of fixed assets/securities  
Change in trading securities  
Change in accrued liabilities  
Turnaround plan expenses - Chrysler Group  
Turnaround plan payments - Chrysler Group  
Changes in other operating assets and liabilities:  
2,515  
2,727  
(325)  
2,825  
3,064  
(365)  
1,778  
inventories, net  
trade receivables  
trade liabilities  
(645)  
552  
(725)  
620  
(876)  
(731)  
(2,436)  
(733)  
1,331  
21  
(746)  
649  
(838)  
729  
(424)  
other assets and liabilities  
(714)  
Cash provided by operating activities  
14,192  
15,944  
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  
(15,978)  
(7,918)  
(583)  
9,828  
928  
(17,951)  
(8,896)  
(655)  
11,042  
1,043  
(821)  
1,680  
(19,117)  
(10,392)  
(480)  
(19,336)  
(9,470)  
(645)  
6,575  
507  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
Payments for investments in businesses  
8,285  
862  
(731)  
1,495  
(4,883)  
311  
(1,289)  
1,336  
Proceeds from disposals of businesses  
Change in cash from exchange of businesses  
Additions to receivables from financial services  
Repayments of receivables from financial services:  
(1,351)  
(116,481) (130,863) (116,507) (102,140)  
Finance receivables collected  
Proceeds from sales of finance receivables  
47,399  
68,237  
(400)  
53,251  
76,662  
(449)  
44,276  
63,649  
(7,786)  
10,224  
200  
41,928  
51,843  
(4,395)  
3,719  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
2,250  
2,528  
127  
142  
(743)  
Cash used for investing activities  
(11,827)  
(13,287)  
(32,709)  
(32,110)  
Change in commercial paper borrowings and short-term  
financial liabilities  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
(11,065)  
23,661  
(9,252)  
(2,107)  
(12,431)  
26,582  
(3,238)  
29,257  
(9,152)  
(2,379)  
9,333  
13,340  
(4,611)  
(2,378)  
(10,394)  
(2,367)  
Dividends paid (including profit transferred from subsidiaries)  
Proceeds from issuance of capital stock  
(
including minority interests)  
67  
(59)  
75  
(66)  
112  
(88)  
164  
(86)  
Purchase of treasury stock  
Cash provided by (used for) financing activities  
1,245  
1,399  
14,512  
15,762  
Effect of foreign exchange rate changes on cash and  
cash equivalents (maturing within 3 months)  
230  
259  
501  
805  
Net increase (decrease) in cash and cash equivalents  
(
maturing within 3 months)  
3,840  
4,315  
(1,679)  
2,480  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
6,304  
7,082  
8,761  
7,082  
6,281  
8,761  
At end of period  
10,144  
11,397  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
Consolidated Statements of Cash Flows 7
Industrial Business*  
Financial Services*  
Year ended December 31,  
Year ended December 31,  
2
001  
2000  
1999  
2001  
2000  
1999  
(in millions)  
(
980)  
46)  
7,761  
11  
5,157  
16  
318  
2
133  
1
589  
2
Net income (loss)  
Income (loss) applicable to minority interests  
(
Adjustments to reconcile net income (loss) to net cash  
provided by operating activities:  
Gains on disposals of businesses  
(
762)  
(5,568)  
(1,181)  
(6)  
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  
Change in financial instruments  
(Gains) losses on disposals of fixed assets/securities  
Change in trading securities  
2
90  
207  
7,047  
590  
185  
(10)  
(76)  
(454)  
22  
68  
5,966  
1,496  
(10)  
6,964  
105  
537  
(7)  
6,280  
84  
630  
59  
97  
(14)  
(1)  
3,247  
69  
906  
(13)  
6
,917  
(
1,595)  
(90)  
(
(
365)  
600)  
3
247  
(1,213)  
495  
3,913  
(44)  
(2)  
(7)  
353  
2
,472  
,064  
1,742  
36  
88  
Change in accrued liabilities  
3
Turnaround plan expenses - Chrysler Group  
Turnaround plan payments - Chrysler Group  
Changes in other operating assets and liabilities:  
– inventories, net  
– trade receivables  
– trade liabilities  
(
(
(
365)  
549)  
(725)  
(698)  
(498)  
(623)  
8,913  
(2,387)  
(541)  
(176)  
80  
(151)  
(33)  
(49)  
(192)  
109  
540  
831)  
1,222  
(147)  
(7)  
74  
(
1,444)  
,659  
2,173  
10,285  
(91)  
168  
– other assets and liabilities  
Cash provided by operating activities  
5
13,101  
7,104  
4,922  
Purchases of fixed assets:  
(
(
3,617)  
8,785)  
(3,566)  
(10,340)  
(422)  
(2,935)  
(9,407)  
(524)  
3,007  
411  
(14,334)  
(111)  
(91)  
(15,551)  
(52)  
(58)  
4,911  
26  
(16,401)  
(63)  
(121)  
3,568  
96  
– Increase in equipment on operating leases  
– Purchases of property, plant and equipment  
– Purchases of other fixed assets  
(
564)  
,951  
91  
801)  
3
3,374  
836  
7,091  
52  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
Payments for investments in businesses  
Proceeds from disposals of businesses  
Change in cash from exchange of businesses  
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  
9
(
(4,723)  
298  
(1,145)  
1,336  
(20)  
(160)  
13  
(144)  
1,456  
224  
(1,351)  
133  
207  
(28) (131,070) (116,640) (102,112)  
53,251  
76,662  
(220)  
44,276  
63,649  
(2,192)  
1,869  
41,928  
51,843  
(437)  
(
229)  
,378  
67  
5,746)  
(5,594)  
8,355  
385  
(3,958)  
3,333  
(462)  
1
1,150  
(125)  
386  
2
(185)  
(281)  
(
(
(12,615)  
(10,372)  
(7,541)  
(20,094)  
(21,738)  
Cash used for investing activities  
Change in commercial paper borrowings and short-term  
financial liabilities  
Additions to long-term financial liabilities  
Repayment of financial liabilities  
1
,264  
,100  
(393)  
2,523  
(260)  
918  
(13,695)  
23,482  
(10,047)  
(11)  
(2,845)  
26,734  
(11,476)  
(9)  
9,593  
12,422  
(5,050)  
(5)  
3
(
347)  
2,324  
439  
2,356)  
(2,370)  
(2,373)  
Dividends paid (including profit transferred from subsidiaries)  
Proceeds from issuance of capital stock  
(including minority interests)  
Purchase of treasury stock  
(
88)  
66)  
(224)  
(88)  
82  
(86)  
163  
336  
82  
(
1,507  
1,772  
(1,280)  
(108)  
12,740  
17,042  
Cash provided by (used for) financing activities  
Effect of foreign exchange rate changes on cash and  
cash equivalents (maturing within 3 months)  
206  
471  
750  
53  
30  
55  
Net increase (decrease) in cash and cash equivalents  
(maturing within 3 months)  
1,626  
(1,459)  
2,199  
2,689  
(220)  
281  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
6
,400  
,026  
7,859  
6,400  
5,660  
7,859  
682  
902  
682  
621  
902  
8
3,371  
At end of period  
*
) Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
7
6
Consolidated Fixed Assets Schedule  
Consolidated Fixed Assets Schedule  
Acquisition or Manufacturing Costs  
Change  
in consoli- Balance at  
January 1, Currency dated Reclassi- December 31,  
change companies Additions fications Disposals 2001  
Balance at  
(in millions of €)  
2001  
Other intangible assets  
Goodwill  
880  
4,413  
5,293  
17  
170  
187  
(104)  
(724)  
(828)  
248  
137  
385  
52  
59  
16  
75  
1,034  
3,980  
5,014  
Intangible assets  
52  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
20,306  
33,734  
384  
(532)  
(615)  
483  
600  
242 20,999  
Technical equipment and machinery  
1,034  
1,162  
3,475  
1,844 36,946  
Other equipment, factory and  
office equipment  
20,880  
627  
295  
(313)  
(40)  
1,118  
3,386  
1,964 23,734  
Advance payments relating to plant  
and equipment and construction  
in progress  
7,301  
6,143 (7,513)  
272  
5,914  
Property, plant and equipment  
82,221  
2,340 (1,500)  
8,906  
(52)  
4,322 87,593  
Investments in affiliated companies  
Loans to affiliated companies  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
912  
137  
33  
(4)  
(5)  
254  
105  
1,072  
490  
51  
15  
150  
95  
1,059  
143  
8,196  
1,769  
305  
(122)  
42  
105  
(56)  
(3)  
(12)  
674  
362  
26  
8,574  
1,871  
341  
11  
917  
548  
24  
369  
Other loans  
193  
4
(56)  
(12)  
251  
2,223  
368  
Investments and long-term financial assets  
Equipment on operating leases2)  
12,429  
(36)  
1,879 12,725  
14,274 48,388  
42,607  
2,105  
(1) 17,951  
1
)
Currency translation changes with period end rates.  
Excluding initial direct costs.  
2)  
The consolidated fixed assets schedule is part of the Notes to Consolidated Financial Statements.  
Consolidated Fixed Assets Schedule 77  
1
Depreciation/Amortization  
Book Value )  
Change  
Balance at  
January 1, Currency  
in consoli-  
Balance at Balance at Balance at  
December December December  
dated  
Reclassi-  
2
001  
change companies Additions fications Disposals 31, 2001 31, 2001 31, 2000  
(in millions of €)  
4
53  
9
63  
72  
(58)  
(359)  
(417)  
172  
184  
356  
34  
6
542  
1,609  
2,151  
492  
2,371  
2,863  
427  
2,686  
3,113  
Other intangible assets  
Goodwill  
1
,727  
,180  
2
40  
Intangible assets  
Land, leasehold improvements and  
buildings including buildings on  
land owned by others  
8
,602  
100  
497  
(163)  
(383)  
745  
(9)  
(6)  
101  
9,174 11,825 11,704  
2
0,834  
3,611  
1,499 23,054 13,892 12,900  
Technical equipment and machinery  
Other equipment, factory and  
office equipment  
1
2,634  
299  
(224)  
3,101  
20  
1,756 14,074  
9,660  
5,788  
8,246  
7,295  
Advance payments relating to plant  
and equipment and construction  
in progress  
6
2
123  
(5)  
126  
42,076  
898  
(770)  
7,580  
3,356 46,428 41,165 40,145  
Property, plant and equipment  
1
20  
23  
(7)  
3
13  
2
9
13  
(4)  
3
130  
929  
143  
792  
137  
Investments in affiliated companies  
Loans to affiliated companies  
Investments in associated companies  
Investments in related companies  
Loans to associated and related companies  
Long-term securities  
(8)  
(30)  
(2)  
210  
8,576  
1,661  
8,196  
1,577  
192  
51  
1
9
1
1
1
1
1
1
340  
368  
358  
305  
916  
184  
10  
Other loans  
3
22  
24  
(44)  
(1)  
70  
22  
350 12,375 12,107  
Investments and long-term financial assets  
Equipment on operating leases2)  
9
,073  
488  
7,254  
4,216 12,598 35,790 33,534  
78  
Notes to Consolidated Financial Statements  
Notes to Consolidated Financial Statements  
Basis of Presentation  
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 (loss)  
and the statements of cash flows 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 period  
are included as a separate component of stockholders’  
equity.  
The assets and liabilities of foreign subsidiaries  
operating in highly inflationary economies are trans-  
lated into euro on the basis of period-end rates for mon-  
etary assets and liabilities and at historical rates for  
non-monetary items, with resulting translation gains  
1. Summary of Significant Accounting Policies  
General – The consolidated financial statements of  
DaimlerChrysler AG (“DaimlerChrysler” or the  
Group”) have been prepared in accordance with  
Generally Accepted Accounting Principles in the  
United States of America (“U.S. GAAP”). All amounts  
herein are shown in euros and for the year 2001  
amounts 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 = $0.8901,  
the Noon Buying Rate of the Federal Reserve Bank of  
New York on December 31, 2001.  
Certain prior year balances have been reclassified  
to conform with the Group’s current year presentation.  
Commercial practices with respect to the products and losses being recognized in earnings. Further, in  
manufactured by DaimlerChrysler necessitate that such economies, depreciation and gains and losses  
sales financing, including leasing alternatives, be made from the disposal of non-monetary assets are deter-  
available to the Group’s customers. Accordingly, the  
Group’s consolidated financial statements are also sig-  
nificantly influenced by activities of the financial ser-  
vices business. To enhance the readers’ understanding  
mined using historical rates.  
Due to the economic and political situation in  
Argentina, assets and liabilities of Argentine subsidiar-  
ies at December 31, 2001 were translated from Argen-  
of the Group’s consolidated financial statements, the ac- tine peso (“ARP”) into euro using the first subsequent  
companying financial statements present, in addition to rate after the balance sheet date at which exchanges  
the consolidated financial statements, unaudited infor-  
mation with respect to the financial position, results of  
operations and cash flows of the Group’s industrial and  
could be made (€1 = ARP 1.498). In addition,  
DaimlerChrysler recognized losses due to lower esti-  
mated net realizable values of assets denominated in  
financial services business activities. Such information, Argentine peso and to remeasure foreign currency  
however, is not required by U.S. GAAP and is not  
intended to, and does not represent the separate U.S.  
GAAP financial position, results of operations or cash  
flows of the Group’s industrial or financial services  
business activities. Transactions between the Group’s  
industrial and financial services business activities  
principally represent intercompany sales of products,  
intercompany borrowings and related interest,  
and other support under special vehicle financing  
programs. The effects of transactions between the  
industrial and financial services businesses have been  
eliminated within the industrial business columns.  
Consolidation – All material companies in which  
DaimlerChrysler has legal or effective control are  
consolidated. Significant investments in which  
DaimlerChrysler has 20% to 50% of the voting rights or  
the ability to exercise significant influence over operat-  
ing and financial policies (“associated companies”) are  
accounted for using the equity method. The effects of  
intercompany transactions have been eliminated.  
For business combinations accounted for using  
the purchase method, all assets acquired and liabilities  
assumed are recorded at fair value at the date of  
acquisition.  
assets and liabilities of Argentine subsidiaries. The  
total pretax effect recognized in 2001 from these  
adjustments amounted to €177 million.  
Notes to Consolidated Financial Statements 79  
The exchange rates of the significant currencies of  
non-euro countries used in preparation of the consoli-  
dated financial statements were as follows:  
The Group recognizes unrealized gains or losses  
attributable to the change in the fair value of the  
retained interests, which are recorded in a manner simi-  
lar to available-for-sale securities, net of related income  
taxes as a separate component of stockholders’ equity  
until realized. The Group is not aware of an active mar-  
ket for the purchase or sale of retained interests, and  
accordingly, determines the estimated fair value of the  
retained interests by discounting the expected cash  
flow releases (the cash-out method) using 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 specific 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 ex-  
pected cash flows decline below the cash flows inher-  
ent in the cost basis of an individual retained 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
€1 =  
001  
2000  
€1 =  
2001  
€1 =  
2000  
€1 =  
1999  
€1 =  
Currency:  
Brazil BRL  
2.05  
1.84  
2.11  
1.69  
1.93  
Great  
Britain GBP  
0.61  
0.62  
0.62  
0.61  
0.66  
Japan  
JPY  
115.33 106.92 108.69  
99.47 121.25  
United  
States USD  
0.88  
0.93  
0.90  
0.92  
1.07  
Revenue Recognition – Revenue is recognized  
when persuasive evidence of an arrangement exists,  
delivery has occurred or services have been rendered,  
the price of the transaction is fixed and determinable,  
and collectibility is reasonably assured. Revenues are  
recognized 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.  
Sales under which the Group conditionally guar-  
antees the minimum resale value of the product are  
accounted for as operating leases with the related rev-  
enues 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-comple-  
tion method based upon contractual milestones or  
performance. Revenue from finance receivables is  
recorded on the interest method.  
Estimated Credit Losses – The allowance for doubt-  
ful accounts represents management’s estimate of the  
amount of asset impairment in the portfolios of finance,  
trade and other receivables. The Group determines the  
allowance for doubtful accounts based on periodical  
review and evaluation performed as part of the credit-  
risk evaluation process, historical loss experience, the  
size and composition of the portfolios, current eco-  
nomic events and conditions, the fair value and ad-  
equacy of collateral, and other pertinent factors. Credit  
exposures deemed to be uncollectible are charged  
against the allowance for doubtful accounts.  
Receivable Sales and Retained Interests in Sold  
Receivables – The Group sells significant amounts of  
finance receivables as asset-backed securities through  
Product-Related Expenses – Provisions for esti-  
securitization. The Group sells a portfolio of receivables mated product warranty costs are recorded in cost of  
to a non-consolidated trust and remains as servicer,  
sales at the time the related sale is recognized. Non-  
and is paid a servicing fee. Servicing fees are earned on cash sales incentives that do not reduce the transaction  
a level-yield basis over the remaining term of the price to the customer are classified within cost of sales.  
related sold receivables. In a subordinated capacity, the Shipping and handling costs are recorded as cost of  
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 qualify-  
ing 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.  
sales. Expenditures for advertising and sales promotion  
and for other sales-related expenses are charged to  
selling expense as incurred.  
Research and Development – Research and  
development costs are expensed as incurred.  
Sales of Newly Issued Subsidiary Stock – Gains  
resulting from the issuance of stock by a Group subsid-  
iary or equity method investment which reduces  
DaimlerChrysler’s percentage ownership (“dilution  
gains”) are recorded in the statement of income (loss).  
80 Notes to Consolidated Financial Statements  
Earnings Per Share – Basic earnings per share is  
and straight-line depreciation is preferable in these  
circumstances. The effect of this change on the net loss  
of 2001 was not significant.  
Leasing – The Group is a lessee of property, plant  
and equipment and lessor of equipment, principally  
calculated by dividing net income by the weighted av-  
erage number of shares outstanding. Diluted earnings  
per share reflects the potential dilution that would  
occur if all securities and other contracts to issue Ordi-  
nary Shares were exercised or converted (see Note 33). passenger cars and commercial vehicles. All leases that  
Net income represents the earnings of the Group after  
minority interests.  
Intangible Assets – Purchased intangible assets,  
other than goodwill, are valued at acquisition cost and  
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  
are amortized over their respective useful lives (2 to 10 accounted for as operating leases. Equipment on  
years) on a straight-line basis. Goodwill derived from operating leases, where the Group is lessor, is valued  
acquisitions that were completed before July 1, 2001, is at acquisition cost and depreciated over its estimated  
capitalized and amortized over 3 to 40 years. The  
Group periodically assesses the recoverability of its  
goodwill based upon projected future undiscounted  
useful life of 1 to 30 years using the straight-line  
method.  
Long-Lived Assets – The Group accounts for long-  
cash flows. Goodwill acquired in business combinations lived assets in accordance with the provisions of SFAS  
after June 30, 2001, and intangible assets with an 121, “Accounting for the Impairment of Long-Lived  
indefinite useful life acquired after June 30, 2001, were Assets and for Long-Lived Assets to Be Disposed Of.”  
not amortized in accordance with Statement of Finan- This Statement requires that long-lived assets and cer-  
cial Accounting Standards (“SFAS”) 142, “Goodwill and tain identifiable intangibles be reviewed for impairment  
Other Intangible Assets” (see New Accounting Pro-  
nouncements). Goodwill acquired in business combina-  
tions that were completed before July 1, 2001, and  
intangible assets with an indefinite useful life acquired  
whenever events or changes in circumstances indicate  
that the carrying amount of an asset may not be recov-  
erable. Recoverability of assets to be held and used is  
measured by a comparison of the carrying amount of  
before July 1, 2001, were amortized until December 31, an asset to future net cash flows expected to be gener-  
2
001.  
Property, Plant and Equipment – Property, plant  
ated by the asset. If such assets are considered to be  
impaired, the impairment to be recognized is measured  
as the amount by which the carrying amount of the  
assets exceeds the fair value of the assets. Assets to  
be disposed of are reported at the lower of the carrying  
and equipment is valued at acquisition or manufactur-  
ing costs less accumulated depreciation. Depreciation  
expense is recognized using either the declining bal-  
ance method until the straight-line method yields larger amount or fair value less costs to sell.  
expenses or the straight-line method. The costs of inter-  
nally produced equipment and facilities include all di-  
rect costs and allocable manufacturing overhead. Costs  
of the construction of certain long-term assets include  
capitalized interest which is amortized over the esti-  
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 li-  
abilities to be realized and settled in excess of one year  
mated useful life of the related asset. The following use- has been disclosed.  
ful lives are assumed: buildings – 10 to 50 years; site  
improvements – 5 to 33 years; technical equipment  
and machinery – 3 to 30 years; and other equipment,  
factory and office equipment – 2 to 33 years.  
For the Group’s subsidiaries in Germany, depre-  
ciation expense for property, plant and equipment  
Marketable Securities and Investments – Securities  
and investments are accounted for at fair value, if  
readily determinable. Unrealized gains and losses on  
trading securities, representing securities bought princi-  
pally for the purpose of near term sales, are included in  
earnings. Unrealized gains and losses on available-  
placed in service before January 1, 2001 is being recog- for-sale securities are included in accumulated other  
nized using either the straight-line method or the comprehensive income, net of applicable taxes. All  
declining balance method until the straight-line method other securities are recorded at cost. Unrealized losses  
yields larger expenses. Property, plant and equipment  
placed in service at these companies after December  
on all marketable securities and investments that are  
other than temporary are recognized in earnings.  
3
1, 2000 is depreciated using the straight-line method  
of depreciation. This change in accounting principle for  
new additions beginning January 1, 2001 was made to  
reflect improvements in the design and flexibility of  
manufacturing machinery and equipment and improve-  
ments in maintenance practices. These improvements  
have resulted in more uniform productive capacities  
and maintenance costs over the useful life of an asset,  
Notes to Consolidated Financial Statements 81  
Inventories – Inventories are valued at the lower of  
Accrued Liabilities – The valuation of pension and  
acquisition or manufacturing cost or market, cost being postretirement benefit liabilities is based upon the pro-  
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 com-  
prise direct material and labor and applicable manufac-  
turing overheads, including depreciation charges.  
Financial Instruments – DaimlerChrysler uses de-  
rivative financial instruments such as forward foreign  
jected 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 liability for taxes  
and other contingencies is recorded when an obligation  
to a third party has been incurred, the payment is  
probable and the amount can be reasonably estimated.  
Accrued liabilities relating to personnel and social costs  
exchange contracts, swaps, options, futures, swaptions, are valued at their net present value where appropriate.  
forward rate agreements, caps and floors for hedging  
purposes. Effective January 1, 2000, DaimlerChrysler  
adopted SFAS 133, “Accounting for Derivative Instru-  
ments and Hedging Activities,” as amended by SFAS  
Use of Estimates – Preparation of the financial  
statements requires management to make estimates  
and assumptions that affect the reported amounts of as-  
sets 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. Due to current economic conditions  
and events in 2001, it is possible that these conditions  
and events could have a significant effect on such  
estimates made by management.  
1
37 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 instru-  
ments are recognized periodically either in earnings  
or stockholders’ equity (as a component of other com-  
prehensive income), depending on whether the deriva-  
New Accounting Pronouncements – In September  
tive is designated as a hedge of changes in fair value or 2000, the Financial Accounting Standards Board  
cash flows. For derivatives designated as fair value  
hedges, changes in fair value of the hedged item and  
(“FASB”) issued SFAS 140, “Accounting for Transfers  
and Servicing of Financial Assets and Extinguishments  
the derivative are recognized currently in earnings. For of Liabilities – a replacement of FASB Statement No.  
derivatives designated as cash flow hedges, fair value  
changes of the effective portion of the hedging instru-  
ment are recognized in accumulated other comprehen-  
sive income on the balance sheet until the hedged item  
is recognized in earnings. The ineffective portion of the  
fair value changes are recognized in earnings immedi-  
ately. SFAS 133 also requires that certain derivative  
instruments embedded in host contracts be accounted  
for separately as derivatives.  
125.” This statement revised the standards of account-  
ing for securitizations and other transfers of financial  
assets and collateral and requires certain financial  
statement disclosures. SFAS 140 was effective for  
transactions occurring after March 31, 2001. Adoption  
of this replacement standard did not have a material  
effect on DaimlerChrysler’s consolidated financial  
statements (see Note 31).  
During 2000, the Emerging Issues Task Force  
Prior to the adoption of SFAS 133, derivative  
reached a final consensus 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 is recorded by the  
entity or (2) the date at which the sales incentive is of-  
fered. 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 ser-  
instruments which were not designated as hedges of  
specific assets, liabilities, or firm commitments were  
marked to market and any resulting unrealized gains  
or losses recognized in earnings. If there was a direct  
connection between a derivative instrument and an  
underlying transaction and a derivative was so desig-  
nated, a valuation unit was formed. Once allocated,  
gains and losses from these valuation units, which  
were used to manage interest rate, equity price and  
currency risks of identifiable assets, liabilities, or firm  
commitments, did not affect earnings until the underly- vice should be classified as cost of sales. The consensus  
ing transaction was realized.  
Further information on the Group’s financial  
instruments is included in Note 30.  
reached in the issue was effective for DaimlerChrysler  
in its financial statements beginning April 1, 2001.  
DaimlerChrysler applied the consensus prospectively  
in 2001. The adoption of Issue 00-14 did not have a  
material impact on the Group’s consolidated financial  
statements.  
82 Notes to Consolidated Financial Statements  
In July 2001, the FASB issued SFAS 141, “Busi-  
In connection with the transitional impairment  
evaluation, SFAS 142 requires DaimlerChrysler to per-  
form an assessment of whether there is an indication  
that goodwill is impaired as of January 1, 2002. To ac-  
complish this, DaimlerChrysler is currently (1) identify-  
ing its reporting units, (2) determining the carrying  
value of each reporting unit by assigning the assets and  
liabilities, including the existing goodwill and intan-  
gible assets to those reporting units, and (3) determin-  
ing the fair value of each reporting unit. This first step  
ness Combinations,” and SFAS 142. SFAS 141 requires  
that the purchase method of accounting be used for all  
business combinations initiated after June 30, 2001.  
SFAS 141 also specifies the types of acquired intan-  
gible assets that are required to be recognized and  
reported separately from goodwill and those acquired  
intangible assets that are required to be included in  
goodwill. SFAS 142 requires that goodwill no longer be  
amortized, but instead tested for impairment at least  
annually. SFAS 142 also requires recognized intangible of the transitional assessment is required to be com-  
assets with a definite useful life to be amortized over pleted by June 30, 2002. If the carrying value of any  
their respective estimated useful lives and reviewed for reporting unit exceeds its fair value, then detailed fair  
impairment in accordance with SFAS 121 and subse-  
quently, SFAS 144 after its adoption (see below). Any  
recognized intangible asset determined to have an  
indefinite useful life will not be amortized, but instead  
tested for impairment in accordance with SFAS 142  
until its life is determined to no longer be indefinite.  
DaimlerChrysler adopted the provisions of SFAS  
values for each of the assigned assets (excluding good-  
will) and liabilities will be determined to calculate the  
amount of goodwill impairment, if any. This second  
step is required to be completed as soon as possible,  
but no later than December 31, 2002. Any transitional  
impairment loss resulting from the adoption will be  
recognized as the effect of a change in accounting prin-  
ciple in the Group’s statement of income (loss). Because  
of the extensiveness of the efforts needed to comply  
1
41 as of July 1, 2001, and SFAS 142 is effective Janu-  
ary 1, 2002. Goodwill that was acquired in a business  
combination completed after June 30, 2001, and any in- with the adoption of these statements, it is not practi-  
tangible asset determined to have an indefinite useful  
life that was acquired after June 30, 2001 were not  
amortized. Goodwill acquired in business combinations  
completed before July 1, 2001, and intangible assets  
with indefinite useful lives acquired before July 1,  
cable to reasonably estimate the impact on the Group’s  
financial statements.  
In June 2001, the FASB issued SFAS 143, “Ac-  
counting for Asset Retirement Obligations.” The state-  
ment applies to legal obligations associated with the  
retirement of tangible long-lived assets that result from  
the acquisition, construction, development and (or) the  
normal operation of a long-lived asset, except for cer-  
2
001, were amortized until December 31, 2001.  
SFAS 142 requires the Group to evaluate its exist-  
ing intangible assets and goodwill and to make any  
necessary reclassifications in order to conform with the tain obligations of lessees. SFAS 143 requires that the  
new separation requirements at the date of adoption.  
Upon adoption of SFAS 142, the Group is also required  
to reassess the useful lives and residual values of all  
fair value of a liability for an asset retirement obligation  
be recognized in the period in which it is incurred if a  
reasonable estimate of fair value can be made. The  
intangible assets and make any necessary amortization associated asset retirement costs are capitalized as part  
period adjustments by March 31, 2002.  
of the carrying amount of the long-lived asset and subse-  
quently allocated to expense over the asset’s useful life.  
The Group expects to adopt SFAS 143 on January 1,  
2
003. DaimlerChrysler is currently determining the  
impact of the adoption of SFAS 143.  
Notes to Consolidated Financial Statements 83  
In August 2001, the FASB issued SFAS 144, “Ac-  
counting for the Impairment or Disposal of Long-Lived  
Assets.” SFAS 144 retains the current requirement to  
recognize an impairment loss only if the carrying  
amounts of long-lived assets to be held and used are  
not recoverable from their expected undiscounted  
future cash flows. However, goodwill is no longer  
required to be allocated to these long-lived assets when  
determining their carrying amounts. SFAS 144 requires  
that a long-lived asset to be abandoned, exchanged for  
a similar productive asset, or distributed to owners  
in a spin-off be considered held and used until it is  
disposed. SFAS 144 requires the depreciable life  
of an asset to be abandoned be revised. SFAS 144  
requires all long-lived assets to be disposed of by sale  
be recorded at the lower of its carrying amount or fair  
3. Equity Method Investments  
At December 31, 2001, the significant investments in  
companies accounted for under the equity method were  
the following:  
Ownership  
percentage  
Company  
European Aeronautic Defence and Space  
Company EADS N.V. (“EADS”)  
33.0%  
37.3%  
Mitsubishi Motors Corporation (“MMC”)  
Further information with respect to the transac-  
tions which resulted in the Group’s holdings in EADS  
and MMC is presented in Note 4 (Acquisitions and Dis-  
positions) and Note 11 (Extraordinary Items). The aggre-  
value less cost to sell and to cease depreciation (amorti- gate quoted market prices as of December 31, 2001, for  
zation). Therefore, discontinued operations are no  
longer measured on a net realizable value basis, and  
future operating losses are no longer recognized before  
they occur. SFAS 144 is effective January 1, 2002. The  
DaimlerChrysler’s shares in EADS and MMC were  
€3,637 million and €1,056 million, respectively.  
The carrying value of the significant investments  
exceeded DaimlerChrysler’s share of the underlying  
adoption of SFAS 144 is not expected to have a material reported net assets by approximately €1,049 million at  
impact on the Group’s financial statements.  
December 31, 2001. The excess of the 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 ad-  
justments, if any, with the remaining portion classified  
2
. Scope of Consolidation  
Scope of Consolidation – DaimlerChrysler comprises  
70 German and non-German subsidiaries (2000: 485)  
4
and 1 joint venture (2000: 1). A total of 102 (2000: 108) as goodwill. The fair value adjustments and goodwill  
companies are accounted for in the consolidated finan-  
cial statements using the equity method of accounting.  
During 2001, 98 subsidiaries were included in the con-  
solidated financial statements for the first time. A total  
of 113 subsidiaries were no longer included in the con-  
solidated group. Significant effects of changes in the  
consolidated group on the consolidated balance sheets  
and the consolidated statements of income (loss) are  
are accounted for in the respective equity method  
investment balances. Under the equity method, invest-  
ments are stated at initial cost and are adjusted for sub-  
sequent contributions and DaimlerChrysler’s share of  
earnings, losses and distributions. Because the finan-  
cial statements of EADS and MMC are not available  
sufficiently timely for the Group to apply the equity  
method currently, DaimlerChrysler’s share of the  
explained further in the notes to the consolidated finan- earnings or losses of EADS and MMC are recorded on  
cial statements. A total of 296 subsidiaries (“affiliated  
companies”) are not consolidated as their combined in-  
fluence on the financial position, results of operations,  
a three month lag. Goodwill relating to the Group’s in-  
vestments in EADS and MMC was being amortized us-  
ing an useful life of 20 years until December 31, 2001.  
and cash flows of the Group is not material (2000: 255). After December 31, 2001, such goodwill will no longer  
The effect of such non-consolidated subsidiaries for all  
years presented on consolidated assets, revenues and  
net income (loss) of DaimlerChrysler was approxi-  
mately 1%. In addition, 5 (2000: 6) companies adminis-  
tering pension funds whose assets are subject to  
restrictions have not been included in the consolidated  
financial statements. The consolidated financial state-  
ments include 96 associated companies (2000: 74) ac-  
counted 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.  
be amortized as a result of adopting SFAS 142. The  
total investment, including goodwill, will continue to  
be evaluated for impairment when conditions indicate  
that a decline in fair value below the carrying amount  
is other than temporary.  
84 Notes to Consolidated Financial Statements  
The following tables present summarized  
U.S. GAAP financial information for EADS and MMC  
amounts shown on a 100% basis in millions of €)  
which are the basis for applying the equity method in  
the Group’s consolidated financial statements:  
4. Acquisitions and Dispositions  
On October 18, 2000, DaimlerChrysler acquired a 34%  
equity interest in MMC for approximately €2,200 mil-  
lion. At the closing date of the transaction, the Group  
also purchased MMC bonds with an aggregate face  
value of JPY19,200 million and a stated interest rate of  
1.7% for €206 million, which are convertible into  
shares of MMC stock. The bonds are only convertible  
by DaimlerChrysler in the event that its ownership per-  
centage 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, 2003. In June 2001, Volvo AB sold its 3.3%  
interest in MMC, plus its operational contracts with  
MMC, to DaimlerChrysler for $297 million (€343 mil-  
lion) increasing DaimlerChrysler’s interest in MMC to  
(
EADS  
For  
the period  
from  
Twelve months  
ended acquisition  
December to Decem-  
31,  
ber 31,  
Income statement information:  
2001  
2000  
Revenues  
27,004 10,578  
2,598 (482)  
Net income (loss)  
At December 31,  
Balance sheet information:  
2001  
2000  
3
7.3%.  
In August 2000, DaimlerChrysler signed a sale  
Fixed assets  
26,505 20,563  
22,119 21,592  
48,624 42,155  
and purchase agreement with the Canadian company  
Bombardier Inc. for the sale of DaimlerChrysler Rail  
Systems GmbH (“Adtranz”). With the closing of the  
transaction on April 30, 2001, control over the opera-  
tions of Adtranz was transferred to Bombardier on May  
Non-fixed assets  
Total assets  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Other liabilities  
11,409  
598  
9,262  
328  
1
, 2001. Accordingly, the operating results of Adtranz  
are included in the consolidated financial statements of  
DaimlerChrysler through April 30, 2001. The sales  
price of $725 million was received during 2001. Bom-  
bardier has asserted claims for sales price adjustments  
under the terms of the sale and purchase agreement as  
well as claims for alleged breaches of contract and  
misrepresentation, and seeks total damages of approxi-  
mately €1 billion. The sale and purchase agreement  
limits the amount of such price adjustments to €150  
million, and to the extent legally permissible, the  
amount of other claims to an additional €150 million.  
The Group intends to defend itself vigorously against  
such claims. The agreement calls for submission of  
disputes to arbitration and Bombardier has notified  
DaimlerChrysler that it intends to do this with respect  
to its claims. Due to uncertainties with respect to the  
ultimate outcome of these claims, the Group has recog-  
nized a partial after-tax gain of €237 million on the  
sale of Adtranz, representing the maximum possible  
adjustment to the sales price and the aforementioned  
maximum amount with respect to any further claims  
in accordance with the sale and purchase agreement.  
11,149 10,450  
25,468 22,115  
Total liabilities and stockholders’  
equity  
48,624 42,155  
MMC  
For  
the period  
from  
Twelve months  
ended acquisition  
December to Decem-  
3
1,  
ber 31,  
2000  
Income statement information:  
2001  
Revenues  
Net loss  
30,057  
(1,209)  
7,754  
(124)  
At December 31,  
2001  
Balance sheet information:  
2000  
Fixed assets  
11,974 12,802  
12,697 16,452  
24,671 29,254  
Non-fixed assets  
Total assets  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Other liabilities  
1,528  
(61)  
2,840  
21  
5,800  
5,626  
17,404 20,767  
Total liabilities and stockholders’  
equity  
24,671 29,254  
Notes to Consolidated Financial Statements 85  
In April 2001, DaimlerChrysler completed the sale  
of 60% of the interest in its Automotive Electronics  
activities to Continental AG for €398 million, resulting  
In September 2000, DaimlerChrysler acquired  
100% of the outstanding shares of the Canadian com-  
pany Western Star Trucks Holdings Ltd. for approxi-  
in a pretax gain of €209 million. The agreement confers mately €500 million. The acquisition was accounted for  
on Continental the option to acquire from the Group,  
and DaimlerChrysler the option to sell to Continental,  
the Group’s remaining 40% interest in the Automotive  
Electronics activities. The DaimlerChrysler option is  
exercisable from April 1, 2002 through July 31, 2004.  
using the purchase method of accounting and resulted  
in goodwill of approximately €380 million, which was  
being amortized on a straight-line basis using an useful  
life of 20 years until December 31, 2001. After Decem-  
ber 31, 2001, goodwill will no longer be amortized, but  
The Continental option is exercisable from November 1, instead tested for impairment at least annually.  
004 through October 31, 2005. The price for the re-  
Information on the exchange of the Group’s con-  
maining 40% interest ranges from €225 million to €235 trolling interest in DaimlerChrysler Aerospace for  
million, depending upon when the option is exercised  
shares of EADS and the related initial public offering of  
and various other factors. DaimlerChrysler accounts for EADS in July 2000 is included in Note 11.  
2
the remaining interest in its Automotive Electronics ac-  
Due to an initial public offering in March 1999 as  
tivities using the equity method subsequent to the sale. well as to the selling of a substantial portion of its re-  
In October 2000, DaimlerChrysler acquired all the  
remaining outstanding shares of Detroit Diesel Corpo-  
ration for approximately €500 million. The acquisition  
of the remaining 78.6% interest in Detroit Diesel was  
maining interests in September 1999, DaimlerChrysler  
Services AG, a wholly-owned subsidiary of  
DaimlerChrysler, reduced its remaining interest in  
debitel AG to 10% (see Note 11). In January 2001, the  
accounted for using the purchase method of accounting Group sold its remaining 10% interest in debitel AG to  
and resulted in goodwill of approximately €310 million, Swisscom for net proceeds of €305 million. The trans-  
which was being amortized on a straight-line basis us-  
ing an useful life of 20 years until December 31, 2001.  
After December 31, 2001, goodwill will no longer be  
amortized, but instead tested for impairment at least  
annually.  
action resulted in a pretax gain of €292 million which  
is included in financial income (expense), net.  
In the first quarter of 1999, DaimlerChrysler  
acquired the remaining outstanding shares of Adtranz  
from Asea Brown Boveri for €441 million.  
In October 2000, DaimlerChrysler and Deutsche  
Telekom combined their information technology  
activities in a joint venture. As part of the agreement,  
Deutsche Telekom received a 50.1% interest in  
T-Systems ITS (formerly debis Systemhaus) through  
a capital investment in T-Systems ITS (see Note 11 and  
Note 34).  
In September 2000, DaimlerChrysler purchased  
a 9% equity interest in Hyundai Motor Company for  
approximately €450 million. DaimlerChrysler holds  
a 10% ownership interest at December 31, 2001 and  
is accounting for its investment in Hyundai as an  
available-for-sale security.  
8
6
Notes to Consolidated Statements of Income (Loss)  
Notes to Consolidated Statements of Income (Loss)  
5
. Functional Costs and Other Expenses  
The impairment relates principally to the carrying val-  
ues of the manufacturing facility, equipment and tool-  
ing. In addition, charges of €255 million were recorded  
related to fixed cost reimbursement agreements with  
MCC smart suppliers. The charges were recorded in  
cost of sales (€494 million) and other expenses (€42  
million) for the year 2000.  
In 2000, DaimlerChrysler recorded an impairment  
charge in cost of sales of approximately €500 million  
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  
Selling, administrative and other expenses are com-  
prised of the following:  
Year ended December 31,  
2001  
(in millions of €)  
2000  
1999  
Selling expenses  
11,823  
5,539  
11,666 10,087  
Administration expenses  
5,921  
5,333  
Goodwill amortization and  
write-downs  
184  
785  
279  
437  
215  
Other expenses  
428  
18,331 18,303 16,063  
As discussed in Note 7, the DaimlerChrysler Su-  
pervisory Board approved a multi-year turnaround plan were determined to be impaired as the identifiable  
for the Chrysler Group in February 2001. The related  
undiscounted future cash flows from such vehicles  
charges are presented as a separate line item on the ac- were less than their respective carrying values. In ac-  
companying consolidated statements of income (loss)  
and are not reflected in cost of sales or selling, admin-  
istrative and other expenses.  
cordance with SFAS 121, the resulting pre-tax impair-  
ment charges represent the amount by which the car-  
rying values of such vehicles exceeded their respective  
fair market values.  
Personnel expenses included in the statement of  
income (loss) are comprised of:  
In October 2001, the DaimlerChrysler Board of  
Management approved a turnaround plan for its North  
American truck subsidiary Freightliner. The turn-  
around plan is designed to return Freightliner to sus-  
tainable profitability and comprises four main ele-  
ments: material cost savings, production cost savings,  
overhead reductions and improvements to the existing  
business model. The implementation of the turnaround  
plan resulted in charges of €310 million, reflecting  
employee termination benefits of €83 million, asset  
impairment charges of €170 million, and other costs  
to exit certain activities of €57 million (see Note 23b).  
The charges were recorded in cost of sales (€173 mil-  
lion) and selling, administrative and other expenses  
Year ended December 31,  
(in millions of €)  
2001  
2000  
1999  
Wages and salaries  
Social levies  
20,073 21,836 21,044  
3,193  
630  
1,173  
26  
3,428  
327  
830  
79  
3,179  
Net pension cost  
(
see Note 23a)  
931  
Net postretirement benefit  
cost (see Note 23a)  
783  
221  
Other expenses for pensions  
and retirements  
(
€137 million) in 2001. Employee termination benefits  
25,095 26,500 26,158  
related to voluntary and involuntary severance mea-  
sures affect 4,440 hourly and salaried employees.  
Based on its investment in MMC and the corre-  
sponding strategic alliance entered into in the fourth  
quarter 2000, DaimlerChrysler conducted a review of  
its compact car strategy in 2000, 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 million. The impairment charge repre-  
sents the amount by which the carrying values of such  
assets exceeded their respective fair market values.  
Notes to Consolidated Statements of Income (Loss) 87  
Number of employees (annual average):  
The net charges recorded for the plan in 2001  
were €3,064 million (€1,934 million net of taxes) and  
are presented as a separate line item on the accompa-  
nying consolidated statement of income (loss) (€2,555  
million and €509 million would have otherwise been  
reflected in cost of sales and selling, administrative and  
other expenses, respectively).  
Year ended December 31,  
2001  
2000  
1999  
Hourly employees  
Salaried employees  
Trainees/apprentices  
244,938 270,814 279,124  
122,094 165,117 170,539  
12,512 13,663 13,898  
The initial charges of €3,047 million were  
recorded in February 2001 with the approval of the  
turnaround plan. Additional charges of €268 million  
resulted from the subsequent impairment and disposal  
costs associated with a component plant as well as  
costs for a special early retirement program. The return  
to income adjustments of €251 million include revi-  
sions of estimates based upon information currently  
available or actual settlements. These adjustments  
reflect lower than anticipated costs associated with  
workforce reduction initiatives, including the involun-  
tary severance benefits, and favorable resolution of  
supplier contract cancellation claims.  
3
79,544 449,594 463,561  
In 2001, 28 people (2000: 28 people; 1999:  
4,851 people) were employed in joint venture compa-  
1
nies.  
In 2001, the total remuneration paid by Group  
companies to the members of the Board of Manage-  
ment of DaimlerChrysler AG amounted to €22.0 mil-  
lion, and the remuneration paid to the members of the  
Supervisory Board of DaimlerChrysler AG for services  
in all capacities to the Group totaled €2.4 million. Dis-  
bursements to former members of the Board of Man-  
agement of DaimlerChrysler AG and their survivors  
amounted to €14.7 million. An amount of €155.0 mil-  
lion has been accrued for pension obligations to former  
members of the Board of Management and their  
survivors. As of December 31, 2001, no advances or  
loans existed to members of the Board of Management  
of DaimlerChrysler AG.  
The pretax amounts for turnaround plan charges  
consisted of the following:  
Asset  
write-  
downs  
(in millions of €)  
Workforce  
reductions  
Other  
costs  
Total  
Reserve balance  
at January 1, 2001  
1,403  
93  
836  
148  
808  
27  
3,047  
268  
Initial charges  
Additional charges  
Adjustments  
Net charges  
6
. Other Income  
Other income includes gains on sales of property, plant  
and equipment (€104 million, €106 million and €132  
million in 2001, 2000 and 1999, respectively) and  
rental income, other than relating to financial services  
leasing activities (€191 million, €178 million and €153  
million in 2001, 2000 and 1999, respectively). In 2001,  
gains on sales of companies of €465 million were rec-  
ognized in other income.  
(122)  
1,374  
(211)  
(129)  
706  
(154)  
(251)  
3,064  
(365)  
984  
Payments  
Amount charged  
against assets  
(695)  
38  
(984)  
(63) (1,742)  
Currency translation  
adjustment  
21  
59  
Reserve balance at  
December 31, 2001  
506  
510  
1,016  
7
. Turnaround Plan for the Chrysler Group  
The DaimlerChrysler Supervisory Board approved a  
multi-year turnaround plan for the Chrysler Group in  
February 2001. Key initiatives for the turnaround plan  
over the period 2001 through 2003 include a workforce  
reduction of 26,000 employees and an elimination of  
excess capacity. The workforce reduction is being  
achieved through retirements, special programs, attri-  
tion and layoffs. The reduction affected represented  
and non-represented hourly and salary employees. To  
eliminate excess capacity, the Chrysler Group is idling,  
closing or disposing of certain manufacturing plants,  
eliminating shifts and reducing line speeds at certain  
manufacturing facilities, and adjusting volumes at com-  
ponent, stamping and powertrain facilities.  
8
8 Notes to Consolidated Statements of Income (Loss)  
Workforce reduction charges relate to early retire-  
8. Financial Income, net  
ment incentive programs (€725 million) and involun-  
tary severance benefits (€649 million). The voluntary  
early retirement programs, accepted by 9,261 employ-  
ees as of December 31, 2001, are formula driven based  
on salary levels, age and past service. In addition,  
Year ended December 31,  
(
in millions of €)  
2001  
2000  
1999  
Income (loss) from investments  
of which from affiliated  
companies (2) (2000: 24;  
24  
73  
19  
7
,174 employees were involuntarily affected by the  
1
999: 41 )  
plan. The amount of involuntary severance benefits  
paid and charged against the liability in 2001 was  
Gains, net from disposals of  
investments and shares in  
affiliated and associated  
companies  
131 million.  
As a result of the planned idling, closing or dis-  
320  
(109)  
97  
1
(54)  
41  
(19)  
23  
posal of manufacturing facilities, the carrying values of  
the assets held for use at these plants were determined  
to be impaired as the identifiable, undiscounted future  
cash flows from the operation of such assets were less  
than their respective carrying values. In accordance  
with the provisions of SFAS 121, the Chrysler Group  
recorded an impairment charge of €984 million. The  
impairment charge represents the amount by which  
the carrying values of the property, plant, equipment  
and tooling exceeded their respective fair market  
values as determined by third party appraisals or  
comparative market analyses developed by the  
Chrysler Group.  
Write-down of investments and  
shares in affiliated companies  
Income (loss) from companies  
included at equity  
(244)  
(224)  
1,268  
Income (loss) from  
investments, net  
332  
64  
Other interest and similar  
income  
of which from affiliated  
companies 31  
1,483  
1,382  
(
2000: 20; 1999: 17)  
Interest and similar expenses  
(1,760)  
(277)  
(988)  
280  
(729)  
653  
Interest income, net  
Other costs primarily include supplier contract  
cancellation costs.  
Income from securities and  
long-term receivables  
291  
161  
913  
Other key initiatives of the plan include additional  
cost reduction and revenue enhancing measures. Spe-  
cifically, in an effort to reduce costs, suppliers are be-  
ing requested to voluntarily reduce the prices charged  
for materials and services over the period January 1,  
Write-down of securities and  
long-term receivables  
(16)  
(3)  
(17)  
Other, net  
(176)  
(58) (1,280)  
Other financial income  
(loss), net  
99  
100  
156  
(384)  
333  
2
001 through 2002. Under the revenue enhancement  
154  
measures of the turnaround plan, certain dealer pro-  
grams were replaced with a new performance-based  
incentive program under which dealers may earn cash  
payments based on levels of achievement compared  
to pre-assigned monthly retail sales objectives.  
In 2001, EADS, an equity method investment of  
the Group, created a new company, Airbus SAS, and  
contributed all of its Airbus activities into the new  
company for a 100% ownership interest. Also in 2001,  
Airbus SAS issued new shares to BAe Systems in ex-  
change for all of its Airbus activities. As a result of this  
transaction, EADS’ ownership interest in Airbus SAS,  
which is consolidated by EADS, was diluted to 80%.  
DaimlerChrysler recognized under U.S. GAAP its share  
of the gain resulting from the formation of Airbus SAS  
in the amount of €747 million in income (loss) from  
companies included at equity.  
In 1999, realized and unrealized net losses on  
derivative financial instruments of €1,078 million  
were included in other, net.  
The Group capitalized interest expenses related  
to qualifying construction projects of €275 million  
(
2000: €181 million; 1999: €163 million).  
Notes to Consolidated Statements of Income (Loss) 89  
9
. Income Taxes  
In 2000, the German government enacted new tax  
Income (loss) before income taxes consists of the  
following:  
legislation which, among other changes, reduced the  
Group’s statutory corporate tax rate for German compa-  
nies from 40% on retained earnings and 30% on distrib-  
uted earnings to a uniform 25%, effective for the  
Group’s year beginning January 1, 2001. The signifi-  
cant other tax law change is the exemption from tax for  
certain gains and losses from the sale of shares in  
affiliated and unaffiliated companies. The effects of the  
reduction in the tax rate and other changes on the de-  
ferred 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 million is included in  
the consolidated statement of income (loss) in 2000.  
The effects of the reduction in the tax rate resulted in  
deferred tax expense of €373 million. The exemption  
from tax for certain gains from the sale of shares  
resulted in deferred tax benefit of €110 million due to  
the elimination of the net deferred tax liabilities on the  
net unrealized gains.  
In 1999, the tax laws in Germany were changed  
including a reduction in the retained corporate income  
tax rate from 45% to 40% and the broadening of the tax  
base. The effects of the changes in German tax laws  
were recognized as a net charge of €812 million in the  
consolidated statement of income (loss) in 1999. The ef-  
fects 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 million.  
The broadening of the tax base resulted in tax expense  
of €522 million.  
Year ended December 31,  
(in millions of €)  
2001  
2000  
1999  
Germany  
4,498  
2,729  
1,747  
4,476  
2,688  
6,969  
9,657  
Non-German countries  
(5,981)  
(
1,483)  
Income tax expense (benefit) are comprised of the  
following components:  
Year ended December 31,  
(in millions of €)  
2001  
2000  
1999  
Current taxes  
Germany  
793  
(45)  
1,074  
1,538  
Non-German countries  
Deferred taxes  
Germany  
(512)  
1,160  
637  
1,490  
(606)  
1,999  
836  
1,085  
4,533  
Non-German countries  
(1,695)  
(
777)  
For German companies, the deferred taxes at De-  
cember 31, 2001 are calculated using a federal corpo-  
rate tax rate of 25% (2000: 25%; 1999: 40%) plus a soli-  
darity surcharge of 5.5% for each year on federal corpo-  
rate taxes payable plus the after federal tax benefit rate  
for trade tax of 12.125% (2000: 12.125%; 1999: 9.3%).  
Including the impact of the surcharge and the trade  
tax, the tax rate applied to German deferred taxes  
amounts to 38.5% (2000: 38.5%; 1999: 51.5%).  
The effect of the tax law changes in Germany in  
2000 and 1999 are reflected separately in the reconcili-  
ations presented below.  
For the years ending December 31, 2000 and  
1999, the German corporate tax law applied a split-rate  
imputation with regard to the taxation of the earnings  
of a corporation. In accordance with the tax law in  
effect for those fiscal years, retained corporate income  
was initially subject to a federal corporate tax of 40%  
plus a solidarity surcharge of 5.5% for each year on fed-  
eral corporate taxes payable. Including the impact of  
the surcharge, the federal corporate tax rate amounted  
to 42.2%. Upon distribution of certain retained earnings  
generated in Germany to stockholders, the corporate in-  
come tax rate on the earnings was 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  
1
5 year transition period beginning on January 1, 2001,  
the Group will continue to receive a refund on the  
distribution of retained earnings which existed as of  
December 31, 2000.  
9
0 Notes to Consolidated Statements of Income (Loss)  
A reconciliation of expected income taxes to actual  
income tax expense (benefit) determined using the ap-  
plicable German corporate tax rate of 25% (2000: 40%;  
999: 40%) plus a solidarity surcharge of 5.5% on fed-  
eral corporate taxes plus the after federal tax benefit  
rate for trade taxes of 12.125% (2000: 9.3%; 1999: 9.3%) Property, plant and equipment  
Deferred income tax assets and liabilities are  
summarized as follows:  
At December 31,  
1
(in millions of €)  
2001  
2000  
365  
463  
for a combined statutory rate of 38.5% in 2001 (2000:  
1.5%; 1999: 51.5%) is as follows:  
Investments and long-term financial  
assets  
5
2,135  
689  
1,986  
800  
Equipment on operating leases  
Inventories  
Year ended December 31,  
(in millions of €)  
2001  
2000  
1999  
697  
664  
Receivables  
1,369  
1,400  
Expected expense (benefit)  
for income taxes  
(571)  
96  
2,305  
(346)  
4,973  
(966)  
Net operating loss and tax credit  
carryforwards  
3,078  
3,682  
6,340  
1,113  
1,162  
423  
1,669  
3,442  
4,756  
1,114  
1,330  
427  
Tax rate differential with non-  
German countries  
Retirement plans  
Other accrued liabilities  
Liabilities  
Gains from sales of business  
interests (Adtranz, TEMIC,  
debitel)  
(191)  
(50)  
Deferred income  
Other  
Trade tax rate differential  
(28)  
(24)  
Changes in valuation  
allowances on German  
deferred tax assets  
21,053 18,051  
(145) (335)  
29  
(25)  
5
113  
52  
23  
(12)  
33  
Valuation allowances  
Deferred tax assets  
Property, plant and equipment  
Equipment on operating leases  
Inventories  
Tax effect of equity method  
investments  
20,908 17,716  
(4,095) (3,609)  
(8,286) (7,569)  
Amortization of non-deductible  
goodwill  
Tax free income and non-  
deductible expenses  
(385) (303)  
(2,542) (2,341)  
(76)  
48  
36  
Receivables  
Effect of changes in German  
tax laws  
Securities  
(448)  
(482)  
(33)  
263  
812  
Prepaid expenses  
(481)  
Dividend distribution credit at  
DC AG  
(491)  
83  
(505)  
163  
Retirement plans  
(4,794) (4,409)  
(673) (1,010)  
Other  
6
Other accrued liabilities  
Actual expense (benefit)  
for income taxes  
Taxes on undistributed earnings of  
non-German subsidiaries  
(777)  
1,999  
4,533  
(514)  
(530)  
(486)  
(519)  
Other  
Deferred tax liabilities  
Deferred tax liabilities, net  
(22,749) (20,760)  
(1,841) (3,044)  
In 2000 and 1999, income tax credits from  
dividend distributions reflected the tax benefits from  
the dividend distributions of €2.35 per Ordinary Share  
to be paid for those years.  
At December 31, 2001, the Group had corporate  
and trade tax net operating losses (“NOLs”) amounting  
to €4,668 million (2000: €4,061 million) and credit  
carryforwards amounting to €1,552 million (2000:  
€776 million), determined in accordance with U.S.  
GAAP. The corporate tax NOLs and credit  
carryforwards relate to losses of non-German compa-  
nies and German non-Organschaft companies and are  
partly limited in their use to the Group. The valuation  
allowances on deferred tax assets of German and non-  
German operations decreased by €190 million. The re-  
duction in the valuation allowance is mainly due to the  
sale of Adtranz. 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.  
Notes to Consolidated Statements of Income (Loss) 91  
Year ended December 31,  
Net deferred income tax assets and liabilities in  
the consolidated balance sheets are as follows:  
(in millions of €)  
2001  
2000  
1999  
Expense (benefit) for income  
taxes before extraordinary  
items  
At December 31,  
001  
Total thereof  
non-  
At December 31,  
2000  
Total thereof  
non-  
2
(777)  
1,999  
324  
4,533  
470  
Income tax expense of  
extraordinary items  
(in millions of €)  
current  
current  
Deferred tax assets  
3,010  
425  
2,436  
1,576  
Income tax benefit from  
changes in accounting  
principles  
Deferred tax liabilities  
(4,851) (4,761) (5,480) (4,938)  
(53)  
Deferred tax  
liabilities, net  
Stockholders’ equity for  
employee stock option  
expense in excess of amounts  
recognized for financial  
purposes  
(1,841) (4,336) (3,044) (3,362)  
DaimlerChrysler recorded deferred tax liabilities  
for non-German withholding taxes of €371 million  
(31)  
Stockholders’ equity for items  
in other comprehensive  
income  
(
2000: €351 million) on €7,421 million (2000: €7,028  
million) in cumulative undistributed earnings of non-  
German subsidiaries and additional German tax of  
(507)  
(338)  
1,932  
(155)  
4,817  
(
1,284)  
143 million (2000: €135 million) on the future payout  
of these foreign dividends because the earnings are not  
intended to be permanently reinvested in those opera-  
tions.  
10. Cumulative Effects of Changes in Accounting  
Principles  
The Group did not provide income taxes or non-  
German withholding taxes on €13,899 million (2000:  
Beneficial Interests in Securitized Financial Assets: Adop-  
tion of EITF 99-20 - As of July 1, 2000, DaimlerChrysler  
15,543 million) in cumulative earnings of non-German adopted EITF 99-20 which specifies, among other  
subsidiaries because the earnings are intended to be in- things, how a transferor that retains an interest in a  
definitely reinvested in those operations. It is not prac-  
securitization transaction, or an enterprise that pur-  
ticable to estimate the amount of unrecognized deferred chases a beneficial interest, should account for interest  
tax liabilities for these undistributed foreign earnings.  
income and impairment. The cumulative effect of adopt-  
Including the items charged or credited directly to ing EITF 99-20 was a charge of €99 million (net of  
related components of stockholders’ equity and the ex-  
income tax benefits of €58 million).  
pense (benefit) for income taxes of extraordinary items  
Derivative Financial Instruments and Hedging  
and from changes in accounting principles, the expense Activities: Adoption of SFAS 133 and SFAS 138 -  
benefit) for income taxes consists of the following:  
DaimlerChrysler elected to adopt SFAS 133 on January  
, 2000. Upon adoption of this Statement,  
(
1
DaimlerChrysler recorded a net transition adjustment  
gain of €12 million (net of income tax expense of €5  
million) in the statement of income (loss) and a net  
transition adjustment loss of €349 million (net of in-  
come tax benefit of €367 million) in accumulated other  
comprehensive income. Adoption of SFAS 138 did not  
have an impact on the Group’s consolidated statement  
of income (loss).  
9
2 Notes to Consolidated Statements of Income (Loss)  
1
1. Extraordinary Items  
In 2000, Ballard Power Systems Inc., a developer  
of fuel cells and related power generation systems, is-  
sued additional common shares to its shareholders.  
DaimlerChrysler elected not to purchase additional  
shares thereby reducing its ownership interest. The  
dilution of its ownership interest resulted in an extra-  
ordinary gain of €73 million.  
In October 2000, Adtranz sold its fixed installations  
business which primarily focuses on rail electrification  
and traction power to Balfour Beatty for €153 million  
resulting in an extraordinary after-tax gain of €89 mil-  
lion (net of income tax expense of €52 million).  
In October 2000, DaimlerChrysler and Deutsche  
Telekom combined their information technology activi-  
In March 1999, DaimlerChrysler Services AG sold  
ties in a joint venture. In accordance with an agreement a portion of its interests in debitel AG in an initial pub-  
announced on March 27, 2000, Deutsche Telekom re- lic offering of its ordinary shares for proceeds of €274  
ceived a 50.1% interest in T-Systems ITS through an in- million. In September 1999, DaimlerChrysler Services  
vestment of approximately €4.6 billion for new shares  
of T-Systems ITS. In 2000, the transaction resulted in  
an extraordinary after-tax gain of €2,345 million. The  
agreements also confer on Deutsche Telekom the op-  
AG sold an additional portion of its remaining interests  
in debitel AG to Swisscom for proceeds of €924 million.  
The sales resulted in an extraordinary after-tax gain of  
€659 million (net of income tax expense of €481 mil-  
tion to acquire from the Group, and on DaimlerChrysler lion) and reduced DaimlerChrysler Services AG’s inter-  
the option to sell to Deutsche Telekom, the Group’s  
9.9% interest in T-Systems ITS. DaimlerChrysler  
est in debitel to 10%. See Note 4 for the sale of the  
remaining 10% interest in 2001.  
4
accounts for its interest in T-System using the equity  
method. The DaimlerChrysler option was exercised in  
January 2002 (see Note 34).  
The gains from each of the foregoing transactions  
are reported as extraordinary items in the consolidated  
statements of income (loss) for the years 1999 and  
2000 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.  
In July 2000, the Group exchanged its controlling  
interest in DaimlerChrysler Aerospace for shares of  
EADS, which subsequently completed its initial public  
offering. EADS is a global 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 accounted for the shares of EADS  
In 1999 the Group extinguished €51 million of  
long-term debt resulting in an extraordinary after tax  
loss of €19 million (net of income tax benefit of €11  
received in the exchange at their fair value on that date million).  
and recorded an extraordinary gain of €3,009 million.  
The Group accounts for its 33% interest in EADS using  
the 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.  
Notes to Consolidated Balance Sheets 93  
Notes to Consolidated Balance Sheets  
1
2. Intangible Assets and Property, Plant and  
Equipment, net  
14. Inventories  
At December 31,  
Information with respect to changes in the Group’s in-  
tangible 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.  
(
in millions of €)  
2001  
2000  
Raw materials and manufacturing  
supplies  
2,251  
3,038  
2,495  
5,232  
Work-in-process  
Property, plant and equipment includes buildings,  
technical equipment and other equipment capitalized  
under capital lease agreements of €148 million (2000:  
thereof relating to long-term  
contracts and programs in process  
– (2000: 1,967)  
Finished goods, parts and products  
held for resale  
140 million). Depreciation expense and impairment  
11,904 10,726  
97 309  
charges on assets under capital lease arrangements  
were €13 million (2000: €188 million; 1999: €32 mil-  
lion).  
Advance payments to suppliers  
17,290 18,762  
(536) (2,479)  
Less: Advance payments received  
thereof relating to long-term  
1
3. Equipment on Operating Leases, net  
Information with respect to changes in the Group’s  
equipment on operating leases is presented in the Con-  
solidated Fixed Assets Schedule included herein. Of the  
total equipment on operating leases, €35,015 million  
represent automobiles and commercial vehicles  
contracts and programs in process  
110 (2000: 608)  
16,754 16,283  
(
2000: €32,639 million).  
Certain of the Group’s U.S. inventories are valued  
Noncancellable future lease payments due  
from customers for equipment on operating leases at  
December 31, 2001 are as follows:  
using the LIFO method. If the FIFO method had been  
used instead of the LIFO method, inventories would  
have been higher by €1,102 million (2000: €1,058 mil-  
lion).  
(
in millions of €)  
1
5. Trade Receivables  
2002  
2003  
2004  
2005  
2006  
8,560  
4,425  
2,528  
812  
At December 31,  
(in millions of €)  
2001  
2000  
Receivables from sales of goods and  
services  
7,052  
8,506  
244  
Long-term contracts and programs,  
unbilled, net of advance payments  
received  
thereafter  
352  
1
6,921  
24  
200  
8,706  
(711)  
7
,076  
(646)  
,430  
Allowance for doubtful accounts  
6
7,995  
As of December 31, 2001, €136 million of the  
trade receivables mature after more than one year  
(
2000: €261 million).  
9
4 Notes to Consolidated Balance Sheets  
1
6. Receivables from Financial Services  
17. Other Receivables  
At December 31,  
At December 31,  
2001 2000  
(in millions of €)  
2001  
2000  
(in millions of €)  
Receivables from:  
Sales financing  
Finance leases  
Receivables from affiliated companies  
Receivables from related companies1)  
1,250  
1,041  
1,341  
1,379  
38,882 37,193  
17,400 19,031  
Retained interests in sold receivables  
and subordinated asset backed  
certificates  
5
6,282 56,224  
248 177  
(6,833) (8,021)  
5,482  
9,141  
4,816  
7,817  
Initial direct costs  
Unearned income  
Other receivables and other assets  
1
6,914 15,353  
(726) (957)  
6,188 14,396  
Unguaranteed residual value  
of leased assets  
Allowance for doubtful accounts  
1,417  
1,114 49,563  
(1,602) (890)  
9,512 48,673  
1,183  
1
5
1
Allowance for doubtful accounts  
) Related companies include entities which have a  
significant ownership in DaimlerChrysler or entities in  
which the Group holds a significant investment.  
4
As of December 31, 2001, €35,551 million of the  
financing receivables mature after more than one year  
2000: €28,138 million).  
As of December 31, 2001, €2,584 million of the  
other receivables mature after more than one year  
(2000: €2,101 million).  
(
Sales financing and finance lease receivables  
consist of retail installment sales contracts secured by  
automobiles and commercial vehicles. Contractual  
18. Securities, Investments and Long-Term Financial  
Assets  
Information with respect to the Group’s investments  
maturities applicable to receivables from sales financing and long-term financial assets is presented in the  
and finance leases in each of the years following  
December 31, 2001 are as follows:  
Consolidated Fixed Assets Schedule included herein.  
Securities included in non-fixed assets are comprised  
of the following:  
(in millions of €)  
At December 31,  
(in millions of €)  
2001  
2000  
2
2
2
2
2
002  
003  
004  
005  
006  
16,820  
10,484  
9,005  
6,932  
4,310  
Debt securities  
1,632  
120  
2,791  
601  
Equity securities  
Equity-based funds  
Debt-based funds  
91  
397  
1,234  
1,589  
5,378  
thereafter  
8,731  
3,077  
56,282  
Actual cash flows will vary from contractual  
maturities due to future sales of finance receivables,  
prepayments and charge-offs.  
Notes to Consolidated Balance Sheets 95  
Carrying amounts and fair values of debt and  
equity securities included in securities and invest-  
ments for which fair values are readily determinable  
are classified as follows:  
At December 31, 2001  
Fair Unrealized  
Gain Loss  
At December 31, 2000  
Fair  
Unrealized  
(in millions of €)  
Cost  
value  
Cost  
value  
Gain  
Loss  
Available-for-sale  
Trading  
2,645  
460  
2,613  
464  
34  
6
66  
2
4,859  
451  
4,918  
460  
246  
9
187  
Securities  
3,105  
3,077  
40  
68  
5,310  
5,378  
255  
187  
Investments and long-term  
financial assets available-for-sale  
731  
987  
316  
60  
843  
1,304  
6,682  
737  
992  
276  
463  
3
,836  
4,064  
356  
128  
6,153  
The aggregate costs, fair values and gross unreal-  
ized holding gains and losses per security class are as  
follows:  
At December 31, 2001  
Fair Unrealized  
At December 31, 2000  
Fair Unrealized  
(in millions of €)  
Cost  
value  
Gain  
Loss  
Cost  
value  
Gain  
Loss  
Equity securities  
819  
1,083  
333  
69  
1,333  
1,880  
855  
308  
Debt securities issued by the German government  
and its agencies  
112  
27  
112  
27  
122  
24  
123  
25  
1
1
Municipal securities  
Debt securities issued by non-German governments  
Corporate debt securities  
Equity-based funds  
131  
134  
3
652  
656  
5
1
301  
96  
305  
91  
7
3
536  
537  
6
5
5
323  
397  
80  
14  
3
6
Debt-based funds  
1,239  
241  
1,234  
247  
5
1,692  
178  
1,590  
180  
116  
1
Asset-backed securities  
Other marketable debt securities  
Available-for-sale  
7
1
410  
367  
43  
126  
2
842  
834  
18  
983  
9
26  
463  
3,376  
460  
3,600  
464  
4,064  
350  
6
5,702  
451  
6,222  
460  
Trading  
3
,836  
356  
128  
6,153  
6,682  
992  
463  
The estimated fair values of investments in debt  
securities, by contractual maturity, are shown below.  
Expected maturities may differ from contractual matu-  
rities because borrowers may have the right to call or  
prepay obligations with or without penalty.  
(
in millions of €)  
At December 31,  
2001 2000  
Available-for-sale  
Due within one year  
1,412  
390  
422  
202  
2,704  
735  
Due after one year through five years  
Due after five years through ten years  
Due after ten years  
430  
76  
2,426  
3,945  
9
6 Notes to Consolidated Balance Sheets  
Proceeds from disposals of available-for-sale secu-  
rities were €2,432 million (2000: €9,422 million; 1999:  
2,481 million). Gross realized gains from sales of  
available-for-sale securities were €419 million (2000:  
275 million; 1999: €627 million), while gross realized  
As of December 31, 2001, €7,632 million of the  
total prepaid expenses mature after more than one  
year (2000: €6,819 million).  
21. Stockholders’ Equity  
losses were €144 million (2000: €140 million; 1999: €4 Number of Shares Issued and Outstanding  
million). DaimlerChrysler uses the specific identifica-  
tion method as a basis for determining cost and calcu-  
lating realized gains and losses.  
Other securities classified as cash equivalents  
were approximately €7.3 billion and €4.3 billion at De-  
cember 31, 2001 and 2000, respectively, and consisted  
primarily of purchase agreements, commercial paper  
and certificates of deposit.  
DaimlerChrysler had issued and outstanding  
1,003,271,998 registered Ordinary Shares of no par  
value at December 31, 2001 (2000: 1,003,271,911).  
Each share represents a nominal value of €2.60  
of capital stock.  
Treasury Stock  
In 2001, DaimlerChrysler purchased approximately 1.4  
million (2000: 1.4 million; 1999: 1.2 million) Ordinary  
Shares in connection with an employee share purchase  
plan, of which 1.2 million (2000: 1.4 million; 1999: 1.2  
million) were re-issued to employees and the remaining  
1
9. Liquid Assets  
Liquid assets recorded under various balance sheet  
captions are as follows:  
0
.2 million in 2001 were resold in the market.  
At December 31,  
(in millions of €)  
2001  
2000  
1999  
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 million and to issue Ordinary  
Shares of up to an aggregate nominal amount of  
Cash and cash equivalents*)  
originally maturing within  
3
months  
11,397  
7,082  
8,761  
originally maturing after  
3
months  
31  
11,428  
3,077  
20  
45  
7,127  
5,378  
5
338  
9,099  
8,969  
133  
26 million to employees.  
Total cash and cash equivalents  
In April 2000, the Group’s shareholders agreed to  
Securities  
Other  
increase the nominal amount of capital stock per share  
from approximately €2.56 (originating from the conver-  
sion of Deutsche Marks into euros) to €2.60. This re-  
sulted in an increase of capital stock and an equivalent  
decrease of additional paid-in capital of €44 million.  
The conditional and authorized capital as described in  
the Articles of Association were adjusted accordingly.  
DaimlerChrysler is authorized to issue convertible  
bonds and notes with warrants in a nominal volume of  
up to €15 billion 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 million of  
capital stock. DaimlerChrysler is also entitled to grant  
up to 96,000,000 rights (representing up to a nominal  
amount of approximately €250 million of capital stock)  
with respect to the DaimlerChrysler Stock Option Plan  
by April 18, 2005.  
14,525 12,510 18,201  
*
) Cash and cash equivalents are mainly comprised of cash  
at banks, cash on hand and checks in transit  
The following represents supplemental informa-  
tion with respect to cash flows:  
Year ended December 31,  
(in millions of €)  
2001  
2000  
1999  
Interest paid  
4,616  
(624)  
5,629  
775  
3,315  
1,883  
Income taxes paid (refunded)  
2
0. Prepaid Expenses  
Prepaid expenses are comprised of the following:  
At December 31,  
2001  
(in millions of €)  
2000  
DaimlerChrysler is authorized through October  
1
1, 2002, to acquire treasury stock for certain defined  
Prepaid pension cost  
7,584  
1,022  
6,799  
1,108  
7,907  
purposes up to a maximum nominal amount of €260  
million of capital stock, representing approximately  
Other prepaid expenses  
1
0% of issued and outstanding capital stock.  
8,606  
Notes to Consolidated Balance Sheets 97  
Convertible Notes  
During 1996, DaimlerChrysler Luxembourg Capi-  
In June 1997, DaimlerChrysler issued 5.75% subordi-  
nated mandatory convertible notes due June 14, 2002  
with a nominal amount of €66.83 per note. These con-  
vertible notes represent at the date of issue a nominal  
amount of €508 million including 7,600,000 notes  
which may be converted into 0.86631 newly issuable  
shares of DaimlerChrysler AG before June 4, 2002.  
Notes not converted by this date will be mandatorily  
converted at a conversion rate between 0.86631 and  
tal S.A., a wholly-owned subsidiary of DaimlerChrysler,  
issued 4.125% bearer notes with appertaining warrants  
due July 5, 2003, in the amount of €613 million (with a  
nominal value of €511 each) entitling the bond holders  
to subscribe for a total of 12,366,324 shares (7,728,048  
of which represent newly issued shares totaling €383  
million) of DaimlerChrysler. According to the note  
agreements the option price per share is €42.67 in con-  
sideration of exchange of the notes or €44.49 in cash.  
During 2001, no options for the subscription of newly  
issued DaimlerChrysler Ordinary Shares (2000: 10,416;  
1999: 1,517,468) were exercised.  
1
.25625 Ordinary Shares of DaimlerChrysler AG per  
note to be determined on the basis of the average mar-  
ket price for the shares during the last 20 trading days  
before June 8, 2002. During 2001, 87 (2000: 92; 1999:  
6
65) DaimlerChrysler Ordinary Shares were issued  
Comprehensive Income  
upon exercise.  
The changes in the components of other comprehensive  
income (loss) are as follows:  
Year ended December 31,  
2
001  
Tax  
2000  
Tax  
1999  
Tax  
(in millions of €)  
Pretax  
effect  
Net  
Pretax  
effect  
Net  
Pretax  
effect  
Net  
Unrealized gains (losses) on securities:  
Unrealized holding gains (losses)  
(129)  
149  
20  
(250)  
46  
(204)  
292  
(163)  
129  
Reclassification adjustments for (gains)  
losses included in net income (loss)  
(46)  
(111)  
38  
(157)  
(137)  
61  
(6)  
40  
55  
(623)  
(331)  
313  
150  
(310)  
(181)  
Net unrealized gains (losses)  
(175)  
(189)  
(149)  
Net gains (losses) on derivatives hedging  
variability of cash flows:  
Unrealized derivative gains (losses)  
(708)  
257  
(451) (1,932)  
978  
(954)  
Reclassification adjustments for (gains)  
losses included in net income (loss)  
829  
121  
(307)  
(50)  
(33)  
552  
507  
522  
71  
1,113  
(819)  
1,474  
8
(567)  
411  
546  
(408)  
1,363  
6
Net derivative gains (losses)  
Foreign currency translation adjustments  
Minimum pension liability adjustments  
Other comprehensive income (loss)  
598  
565  
(111)  
(2)  
2,431  
(13)  
2,431  
(8)  
(1,436)  
(892)  
(884)  
(385)  
5
474  
338  
812  
2,087  
155  
2,242  
Miscellaneous  
this new shareholding for cash or for DaimlerChrysler  
Ordinary Shares. This right has already been partially  
exercised.  
Under the German corporation law (Aktiengesetz),  
the amount of dividends available for distribution to  
shareholders is based upon the unappropriated accu-  
mulated earnings of DaimlerChrysler AG (parent com-  
pany only) as reported in its statutory financial state-  
ments determined in accordance with the German com-  
The minority stockholders of Dornier GmbH, a subsid-  
iary of DADC Luft- und Raumfahrt Beteiligungs AG,  
have the right, exercisable at any time, to exchange  
their shareholdings in Dornier for cash or holdings in  
DaimlerChrysler AG or its subsidiary DaimlerChrysler  
Luft- und Raumfahrt Holding Aktiengesellschaft. Some  
of the Dornier minority stockholders partially  
exercised this right in 2001 and exchanged some of  
their shareholdings in Dornier for cash and/or holdings mercial code (Handelsgesetzbuch). For the year ended  
in DaimlerChrysler Luft- und Raumfahrt Holding  
Aktiengesellschaft. To the extent that they have made  
use of their right to exchange their shareholdings for  
holdings of DaimlerChrysler Luft- und Raumfahrt Hold-  
ing Aktiengesellschaft, they have the right to exchange  
December 31, 2001, DaimlerChrysler management has  
proposed a distribution of €1,003 million (€1 per share)  
of the 2001 earnings of DaimlerChrysler AG as a  
dividend to the stockholders.  
9
8 Notes to Consolidated Balance Sheets  
2
2. Stock-Based Compensation  
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.  
The Group currently has various stock appreciation  
rights (“SARs”) plans, two stock option plans and  
a performance-based stock award plan.  
In conjunction with the consummation of the  
merger between Daimler-Benz and Chrysler in 1998,  
the Group implemented a SAR plan through which 22.3  
million SARs were issued at an exercise price of $75.56  
each. The initial grant of SARs replaced Chrysler fixed  
Stock Appreciation-Based Plans  
In 1999, DaimlerChrysler established a stock apprecia-  
tion rights plan (the “SAR Plan 1999”) which provides  
eligible employees of the Group with the right to re-  
ceive cash equal to the appreciation of DaimlerChrysler stock options that were converted to DaimlerChrysler  
Ordinary Shares subsequent to the date of grant. The  
stock appreciation rights granted under the SAR Plan  
Ordinary Shares as of the consummation of the merger.  
SARs which replaced stock options that were exercis-  
1
999 vest in equal installments on the second and third able at the time of the consummation of the merger  
anniversaries from the date of grant. All unexercised  
were immediately exercisable at the date of grant.  
SARs expire ten years from the grant date. The exercise SARs related to stock options that were not exercisable  
price of a SAR is equal to the fair market value of at the date of consummation of the merger became ex-  
DaimlerChrysler’s Ordinary Shares on the date of grant. ercisable in two installments; 50% on the six-month and  
On February 24, 1999, the Group issued 11.4 million  
SARs at an exercise price of €89.70.  
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,  
2
001, 2000 and 1999 is presented below (SARs in  
millions):  
2
001  
2000  
Weighted-  
average  
1999  
Weighted-  
average  
Weighted-  
average  
Number exercise Number exercise Number exercise  
of SARs price of SARs price of SARs  
price  
Outstanding at beginning of year  
Granted  
44.5 €82.87  
45.8 €80.25  
22.2 €64.58  
11.4  
15.2  
(2.2)  
(0.8)  
45.8  
89.70  
79.79  
64.91  
76.07  
80.25  
Exchange of stock Options for SARs  
Exercised  
Forfeited  
(2.0)  
42.5  
85.93  
84.75  
(1.3)  
44.5  
78.52  
82.87  
Outstanding at year-end  
SARs exercisable at year-end  
42.5 €84.75  
33.6 €80.63  
26.8 €72.77  
The Group grants performance-based stock  
awards to certain eligible employees with performance  
periods of three years and track the value of  
DaimlerChrysler Ordinary Shares. The amount ulti-  
mately earned in cash compensation at the end of a  
performance period is based on the degree of achieve-  
ment of corporate goals. The Group issued 0.9 million  
performance-based stock awards in 2001 (2000: 0.7  
million; 1999: 0.7 million).  
Compensation expense or benefit (representing  
the reversal of previously recognized expense) 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 year ended December 31, 2001, the  
Group recognized compensation expense of €17 million  
and for the years ended December 31, 2000 and 1999,  
the Group recognized compensation benefits of €44  
million and €106 million, respectively, for SARs and  
performance-based stock awards.  
Notes to Consolidated Balance Sheets 99  
Stock Option Plans  
DaimlerChrysler Ordinary Shares to certain members  
In April 2000, the Group’s shareholders approved the  
DaimlerChrysler Stock Option Plan 2000 which pro-  
vides for the granting of stock options for the purchase  
of DaimlerChrysler Ordinary Shares to eligible  
employees. Options granted under the Stock Option  
Plan 2000 are exercisable at a reference price per  
DaimlerChrysler Ordinary Share determined in ad-  
vance plus a 20% premium. The options become exer-  
cisable 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%.  
In May 2000, certain shareholders challenged the ap-  
proval of the Stock Option Plan 2000 at the stockhold-  
ers’ meeting on April 19, 2000. In October 2000, the  
Stuttgart District Court (Landgericht Stuttgart) dis-  
missed the case and the Stuttgart Court of Appeals  
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:  
Stated  
interest  
rate  
Conver-  
sion  
price  
Bonds granted in  
Due  
1
996  
997  
1998  
July 2006  
July 2007  
July 2008  
5.9% €42.62  
5.3% €65.90  
4.4% €92.30  
1
(
Oberlandesgericht Stuttgart) dismissed an appeal in  
In the second quarter of 1999, DaimlerChrysler  
June 2001. The shareholders appealed the decision of  
the Stuttgart Court of Appeals (a Revision) to the Fed-  
eral Supreme Court (Bundesgerichtshof) in July 2001.  
Since the approval of the Stock Option Plan 2000, the  
Group issued 33.9 million options during the years  
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.  
Analysis of the stock options issued to eligible  
2
001 and 2000 at reference prices of €55.80 and  
62.30, respectively.  
DaimlerChrysler established, based on share-  
holder approvals, the 1998, 1997 and 1996 Stock  
Option Plans (former Daimler-Benz plans), which  
provide for the granting of options for the purchase of  
employees is as follows (options in millions):  
2001  
2000  
1999  
Average  
Average  
Average  
Number conversion Number conversion Number conversion  
of stock price per of stock price per of stock price per  
options  
share options  
share options share  
Balance at beginning of year  
Options granted  
Bonds sold  
15.3 €74.65  
0.1 €42.62  
15.5 €79.63  
18.7  
66.96  
15.2  
74.76  
Converted  
70.08  
Forfeited  
(0.4)  
Repayment  
(0.2)  
(15.2)  
0.1  
79.10  
79.79  
42.62  
Exchanged for SARs  
Outstanding at year-end  
Exercisable at year-end  
33.6  
70.43  
15.3  
74.65  
0.1 €42.62  
0.1 €42.62  
0.1 €42.62  
1
00 Notes to Consolidated Balance Sheets  
Compensation expense of €19 million was recog-  
a) Pension Plans and Similar Obligations  
Pension plans and similar obligations are comprised of  
the following components:  
nized in 2001 in connection with the stock option  
plans (2000: expense of €13 million). No compensa-  
tion expense was recognized in 1999.  
At December 31,  
(in millions of €)  
2001  
2000  
Miscellaneous  
DaimlerChrysler applies APB Opinion 25, “Ac-  
counting for Stock Issued to Employees,” and related  
interpretations in accounting for its stock-based com-  
pensation plans. If compensation expense had been  
based upon the fair value at the grant date, consistent  
with the methodology prescribed under SFAS 123, “Ac-  
counting for Stock Based Compensation,” the Group’s  
net loss and basic and diluted loss per share in 2001  
would have increased by approximately €72 million  
Pension liabilities (pension plans)  
2,612  
1,838  
Accrued postretirement health and  
life insurance benefits  
9,442  
593  
8,636  
677  
Other benefit liabilities  
1
2,647  
11,151  
As described in Note 5 and Note 7,  
DaimlerChrysler implemented in 2001 restructuring  
plans at Freightliner and Chrysler Group, including  
certain workforce reduction initiatives. The impacts  
from settlements and curtailments of these turnaround  
plans on the pension and postretirement obligations  
are contained in the following disclosures.  
(
basic loss per share: €0.07; diluted earnings loss per  
share: €0.07). In 2000, the Group’s net income and  
basic and diluted earnings per share would have been  
reduced by approximately €12 million (basic earnings  
per share: €0.01; diluted earnings per share: €0.01).  
No additional compensation expense would have been  
recorded for the year ended December 31,1999 under  
SFAS 123.  
The fair value of the DaimlerChrysler stock op-  
tions issued in 2001 and 2000 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):  
Pension Plans  
The Group provides pension benefits to substantially all  
of its hourly and salaried employees. Plan benefits are  
principally based upon years of service. Certain pen-  
sion 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).  
At December 31, 2001, plan assets were invested  
in diversified portfolios that consisted primarily of debt  
and equity securities, including 2.0 million shares of  
DaimlerChrysler Ordinary Shares with a market value  
of €93 million in a U.S. plan. Assets and income accru-  
ing on all pension trust and relief funds are used solely  
to pay pension benefits and administer the plans.  
2
001  
2000  
Expected dividend yield  
Expected volatility  
4.6 %  
3.8 %  
33.0 % 25.0 %  
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
4.2 %  
3
4.8 %  
3
€12.15  
€9.50  
2
3. Accrued Liabilities  
Accrued liabilities are comprised of the following:  
At December 31,  
2001  
2000  
Due after  
Total one year  
Due after  
Total one year  
(in millions of €)  
Pension plans and  
similar obligations  
(
see Note 23a)  
12,647 11,650  
11,151 10,200  
Income and other  
taxes  
2,393  
651  
2,192  
474  
Other accrued  
liabilities  
(
see Note 23b)  
26,530 10,104 23,098  
7,901  
41,570 22,405 36,441 18,575  
Notes to Consolidated Balance Sheets 101  
The following information with respect to the  
Group’s pension plans is presented by German Plans  
and non-German Plans (principally comprised of plans  
in the U.S.):  
A reconciliation of the funded status to the  
amounts recognized in the consolidated balance sheets  
is as follows:  
At December 31,  
At December 31,  
2000  
At December 31,  
2001  
At December 31,  
2000  
2001  
Non-  
Non-  
Non- Non-  
German German German German  
German German German German  
(in millions of €)  
Plans Plans Plans Plans  
(in millions of €)  
Plans  
Plans  
Plans Plans  
Funded status*)  
2,980  
14  
1,671 (4,084)  
Change in projected  
benefit obligations:  
Unrecognized  
actuarial net gains  
Projected benefit  
obligations at  
beginning of year  
(
losses)  
(2,168) (4,112)  
(5) (3,261)  
(123)  
1,102  
9,579 21,878 13,123 19,578  
Unrecognized prior  
service cost  
(8) (3,496)  
Foreign currency  
exchange rate  
changes  
Unrecognized net  
obligation at date of  
initial application  
198  
612  
1
1,026  
404  
242  
696  
2
1,403  
433  
(24)  
(153)  
Service cost  
Net liability (asset)  
recognized  
Interest cost  
1,696  
109  
1,570  
148  
807 (7,383)  
1,540 (6,631)  
Plan amendments  
Actuarial (gains)  
losses  
Amounts recognized  
in the consolidated  
balance sheets  
consist of:  
613  
563  
(732)  
(257)  
(31)  
Dispositions  
(179)  
(765) (3,365)  
Acquisitions and  
other  
140  
2
25  
144  
411  
Prepaid pension  
cost  
(7,584)  
(6,799)  
Settlement/  
curtailment loss  
964  
Accrued pension  
liability  
2,164  
448  
1,540  
298  
(95)  
Benefits paid  
(483) (1,761)  
(531) (1,377)  
Intangible assets  
(137)  
Projected benefit obli-  
gations at end of year  
10,483 24,139  
9,579 21,878  
Accumulated other  
comprehensive  
income  
(1,357)  
(110)  
(35)  
Change in plan assets:  
Net liability (asset)  
recognized  
Fair value of plan  
assets at beginning  
of year  
807 (7,383)  
1,540 (6,631)  
7,908 25,962  
7,034 25,823  
*
) Difference between the projected benefit obligations and  
the fair value of plan assets.  
Foreign currency  
exchange rate  
changes  
1,199  
458  
1,897  
(755)  
30  
Actual return on  
plan assets  
(720) (1,309)  
Employer  
contributions  
713  
843  
1,419  
Plan participant  
contributions  
25  
29  
Dispositions  
(865)  
(579)  
Acquisitions and  
other  
17  
(15)  
303  
Benefits paid  
(398) (1,747)  
(409) (1,365)  
Fair value of plan  
assets at end of year  
7,503 24,125  
7,908 25,962  
1
02 Notes to Consolidated Balance Sheets  
The measurement dates for the Group’s pension  
term rates of return on plan assets vary according to  
plans in Germany are September 30 and in the U.S. are the economic conditions of the country in which the  
November 30 or December 31. Assumed discount rates  
and rates of increase in remuneration used in calculat-  
pension plans are situated. The weighted-average as-  
sumptions used in calculating the actuarial values for  
ing the projected benefit obligations together with long- the principal pension plans were as follows (in %):  
German Plans  
Non-German Plans  
2000 1999  
2
001  
2000  
1999  
2001  
Weighted-average assumptions:  
Discount rate  
6.0  
7.9  
3.0  
6.5  
7.9  
3.0  
6.0  
7.4  
10.1  
5.4  
7.7  
7.5  
9.8  
5.9  
Expected return on plan assets  
Rate of compensation increase  
7.7  
2.8  
10.2  
5.5  
The components of net pension cost were as follows for  
the years ended December 31, 2001, 2000 and 1999:  
2
001  
2000  
1999  
Non-  
Non-  
Non-  
German German German German German German  
(in millions of €)  
Plans  
Plans  
Plans  
Plans  
Plans  
Plans  
Service cost  
198  
612  
404  
242  
696  
433  
267  
756  
430  
Interest cost  
1,696  
1,570  
1,185  
Expected return on plan assets  
Amortization of:  
(649) (2,750)  
(625) (2,487)  
(223) (1,872)  
Unrecognized net actuarial (gains) losses  
Unrecognized prior service cost  
Unrecognized net obligation  
Other  
(11)  
356  
148  
3
1
(18)  
371  
146  
(6)  
9
1
41  
214  
129  
2
1
1
Net periodic pension cost (benefit)  
Settlement/curtailment loss  
Net pension cost  
161  
1
(157)  
625  
468  
318  
802  
129  
162  
318  
9
802  
129  
The accumulated benefit obligations and fair value  
of plan assets for pension plans with accumulated  
benefit obligations in excess of plan assets were €10,224  
million and €7,934 million, respectively, as of Decem-  
ber 31, 2001 and €1,697 million and €343 million,  
respectively, as of December 31, 2000.  
Other Postretirement Benefits  
Certain DaimlerChrysler operations in the U.S. and  
Canada provide postretirement health and life insur-  
ance 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.  
At December 31, 2001, plan assets were invested  
in diversified portfolios that consisted primarily of debt  
and equity securities.  
Notes to Consolidated Balance Sheets 103  
The following information is presented with  
Assumed discount rates and rates of increase in  
respect to the Group’s postretirement benefit plans:  
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  
At December 31,  
(in millions of €)  
2001  
2000  
Change in accumulated postretirement  
benefit obligations:  
postretirement benefit plans were as follows (in %):  
Accumulated postretirement benefit  
obligations at beginning of year  
12,857 10,527  
2
001  
2000  
1999  
Foreign currency exchange rate  
changes  
652  
257  
829  
208  
873  
444  
523  
Weighted-average assumptions  
at December 31:  
Service cost  
Interest cost  
1,033  
(18)  
Discount rate  
7.4  
7.7  
10.4  
7.5  
7.7  
10.0  
5.8  
Plan amendments  
Actuarial losses  
Expected return on plan  
assets  
10.5  
6.9  
941  
Health care inflation rate in  
following (or “base”) year  
Settlement/curtailment loss  
Acquisitions and other  
Benefits paid  
186  
(13)  
107  
(654)  
Ultimate health care  
inflation rate (2005)  
5.0  
5.0  
5.0  
(800)  
Accumulated postretirement benefit  
obligations at end of year  
15,095 12,857  
The components of net postretirement benefit cost  
were as follows for the years ended December 31,  
2
001, 2000 and 1999:  
Change in plan assets:  
Fair value of plan assets at beginning  
of year  
(in millions of €)  
2001  
2000  
1999  
2,995  
2,816  
Service cost  
257  
1,033  
(346)  
208  
873  
209  
702  
Foreign currency exchange rate  
changes  
167  
(181)  
9
224  
(55)  
16  
Interest cost  
Actual losses on plan assets  
Employer contributions  
Expected return on plan assets  
Amortization of:  
(308)  
(169)  
Benefits paid  
(8)  
(6)  
Unrecognized net actuarial  
(gains) losses  
(7)  
5
10  
Fair value of plan assets at end of year  
2,982  
2,995  
Unrecognized prior service  
cost  
82  
54  
(2)  
31  
A reconciliation of the funded status to the liabil-  
ity recognized for accrued postretirement health and  
life insurance benefits in pension plans and similar  
obligations is as follows:  
Other  
Net periodic postretirement  
benefit cost  
1,019  
154  
830  
783  
Settlement/curtailment loss  
At December 31,  
Net postretirement benefit  
cost  
(in millions of €)  
2001  
2000  
1,173  
830  
783  
Funded status*)  
12,113  
(1,828)  
(843)  
9,862  
(270)  
(956)  
8,636  
Unrecognized actuarial net losses  
Unrecognized prior service cost  
Net liability recognized  
9,442  
*) Difference between the accumulated postretirement  
obligations and the fair value of plan assets.  
1
04 Notes to Consolidated Balance Sheets  
The following schedule presents the effects of a  
one-percentage-point change in assumed health care  
cost trend rates:  
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:  
1
-Percen- 1-Percen-  
tage tage  
Point  
Point  
(in millions of €)  
Increase Decrease  
Termination  
benefits  
Exit Total  
costs liabilities  
(in millions of €)  
Effect on total of service and interest  
cost components  
170  
(140)  
Balance at January 1, 1999  
Utilizations and transfers  
Reductions  
560  
(321)  
(15)  
75  
21  
635  
(300)  
(24)  
284  
Effect on accumulated postretirement  
benefit obligations  
1,681 (1,421)  
(9)  
Additions  
183  
101  
188  
(56)  
(34)  
11  
Balance at December 31, 1999  
Utilizations and transfers  
Reductions  
407  
595  
(285)  
(77)  
27  
Prepaid Employee Benefits  
(229)  
(43)  
In 1996 DaimlerChrysler established a Voluntary  
Employees’ Beneficiary Association (“VEBA”) trust for  
payment of non-pension employee benefits. At Decem-  
ber 31, 2001 and 2000, the VEBA had a balance of  
Additions  
16  
Balance at December 31, 2000  
Utilizations and transfers  
Reductions  
151  
109  
260  
3,648 million and €3,586 million, respectively, of  
(947)  
(135)  
1,504  
573  
(275) (1,222)  
which €2,848 million and €2,864 million, respectively,  
were designated and restricted for the payment of  
postretirement health care benefits. Contributions to  
the VEBA trust during the year ended December 31,  
(144)  
927  
617  
(279)  
2,431  
1,190  
Additions  
Balance at December 31, 2001  
1
999 were €727 million. No contributions to the VEBA  
trust were made in 2001 and 2000.  
In connection with the Group’s restructuring,  
provisions were recorded for termination benefits of  
€1,504 million (2000: €16 million; 1999: €183 million),  
in 2001 principally within Chrysler Group (see Note 7)  
and Freightliner (see Note 5), in 2000 principally  
within Mercedes-Benz Passenger Cars & smart and  
Commercial Vehicles and in 1999 principally within in-  
dustrial businesses and DaimlerChrysler Aerospace. In  
connection with these restructuring efforts, the Group  
effected workforce reductions of approximately 17,700  
employees (2000: 2,600; 1999: 2,400) and paid termi-  
nation benefits of €269 million (2000: €135 million;  
b) Other Accrued Liabilities  
Other accrued liabilities consisted of the following:  
At December 31,  
(in millions of €)  
2001  
2000  
Accrued warranty costs and price risks  
9,213  
7,715  
Accrued losses on uncompleted  
contracts  
549  
1,190  
2,386  
3,771  
9,421  
804  
260  
Restructuring  
Accrued personnel and social costs  
Accrued sales incentives  
Other  
2,503  
3,588  
8,228  
1
999: €239 million), of which €227 million (2000: €120  
million; 1999: €168 million) were charged against pre-  
viously established liabilities. At December 31, 2001  
the Group had liabilities for estimated future termina-  
tions for approximately 6,800 employees.  
2
6,530 23,098  
Exit costs in 2001 primarily result from the  
restructuring within Chrysler Group and Freightliner.  
In 2000 and 1999 exit costs primarily result from the  
restructuring of industrial businesses.  
Notes to Consolidated Balance Sheets 105  
2
4. Financial Liabilities  
Aggregate nominal amounts of financial liabilities  
maturing during the next five years and thereafter are  
as follows:  
At December 31,  
(in millions of €)  
2001  
2000  
(
in millions  
there-  
after  
Notes/Bonds  
17,726  
8,094  
of €)  
2002  
2003  
2004  
2005  
2006  
Commercial paper  
7,480 19,917  
Financial  
Liabilities to financial  
institutions  
liabilities 33,900 15,953 9,372 8,849 8,421 13,615  
7,183  
6,294  
Liabilities to affiliated  
companies  
361  
86  
345  
205  
At December 31, 2001, the Group had unused  
short-term credit lines of €5,796 million (2000:  
Loans, other financial liabilities  
Liabilities from capital lease  
and residual value guarantees  
15,216 million) and unused long-term credit lines of  
20,322 million (2000: €12,819 million). The credit  
1,106  
985  
Short-term financial liabilities  
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  
(due within one year)  
33,942 35,840  
Maturities  
Notes/Bonds  
of which due in more than  
five years: 10,712 (2000:  
2003– 47,632 40,773  
2097  
2
006, a U.S. dollar revolving credit facility which al-  
7,673)  
lows DaimlerChrysler North America Holding Corpora-  
tion, a wholly-owned subsidiary of DaimlerChrysler  
AG, to borrow up to $6 billion available until 2004, and  
a multi-currency revolving credit facility for working  
capital purposes which allows DaimlerChrysler AG and  
several subsidiaries to borrow up to $7 billion until  
2003. A part of the $18 billion facility serves as a  
back-up for commercial paper drawings.  
Liabilities to financial  
institutions  
of which due in more  
than five years:  
2003–  
2019  
8,194  
6,800  
2,702 (2000: 2,088)  
Liabilities to affiliated  
companies  
of which due in more than  
five years: – (2000: –)  
71  
82  
149  
118  
Loans, other financial liabilities  
of which due in more than  
five years: 66 (2000: 51 )  
Liabilities from capital lease  
and residual value guarantees  
of which due in more than  
five years 209  
987  
1,103  
(2000: 226)  
Long-term financial liabilities  
56,966 48,943  
0,908 84,783  
9
Weighted average interest rates for notes/bonds,  
commercial paper and liabilities to financial institutions  
are 6.3%, 3.3% and 5.4%, respectively, at December 31,  
2
001.  
Commercial paper is denominated in euros and  
U.S. dollars and includes accrued interest. Bonds and li-  
abilities to financial institutions are largely secured by  
mortgage conveyance, liens and assignment of receiv-  
ables of approximately €1,804 million (2000: €1,858  
million).  
1
06 Notes to Consolidated Balance Sheets  
2
5. Trade Liabilities  
At December 31, 2001  
Due after Due after  
Total one year five years  
At December 31, 2000  
Due after Due after  
Total one year five years  
(in millions of €)  
Trade liabilities  
14,157  
12  
1
15,257  
33  
1
2
6. Other Liabilities  
At December 31, 2001  
Due after Due after  
Total one year five years  
At December 31, 2000  
Due after Due after  
Total one year five years  
(in millions of €)  
Liabilities to affiliated companies  
Liabilities to related companies  
Other liabilities  
416  
293  
_
_
536  
794  
1
1
9,553  
828  
828  
232  
232  
8,291  
9,621  
1,283  
1,284  
161  
162  
1
0,262  
As of December 31, 2001, other liabilities include  
tax liabilities of €620 million (2000: €683 million) and  
social benefits due of €877 million (2000: €713 million).  
2
7. Deferred Income  
As of December 31, 2001, €1,911 million of the total  
deferred income is to be recognized after more than  
one year (2000: €1,057 million).  
Other Notes 107  
Other Notes  
2
8. Litigation and Claims  
Contingent liabilities principally represent guaran-  
tees of indebtedness of non-consolidated affiliated com-  
panies and third parties and commitments by Group  
companies as to contractual performance by joint ven-  
ture companies and certain non-incorporated compa-  
nies, 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 environmen-  
tal matters are inevitably imprecise due to numerous  
uncertainties, including the enactment of new laws and  
regulations, the development and application of new  
technologies, the identification of new sites for which  
DaimlerChrysler may have remediation responsibility  
and the apportionment and collectibility of remediation  
costs among responsible parties.  
A number of shareholder lawsuits, including a class ac-  
tion lawsuit, are pending in the United States against  
DaimlerChrysler and certain members of its Supervi-  
sory Board and Board of Management. The lawsuits  
allege that 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  
class action lawsuit also alleges that DaimlerChrysler  
made false and misleading statements in 1999 and  
2
000 regarding its prospects for the year 2000. The  
complaints seek relief ranging from substantial mon-  
etary damages to rescinding the business combination.  
DaimlerChrysler believes that these claims are without  
merit and is defending itself against them vigorously.  
Motions to dismiss all lawsuits are pending before the  
court.  
Various other claims and legal proceedings have  
DaimlerChrysler establishes reserves for these  
been asserted or instituted against the Group, including environmental matters when a loss is probable and  
product liability and other lawsuits, some of which reasonably estimable. It is reasonably possible that the  
purport to be class actions. In the event of adverse deci- final resolution of some of these matters may require  
sions in these proceedings, DaimlerChrysler could be  
required to pay substantial compensatory and punitive  
damages, or undertake service actions, recall cam-  
paigns or other costly actions. Litigation is subject to  
DaimlerChrysler to make expenditures, in excess of es-  
tablished reserves, over an extended period of time and  
in a range of amounts that cannot be reasonably esti-  
mated. Although the final resolution of any such mat-  
many uncertainties, and the outcome of individual mat- ters could have a material effect on DaimlerChrysler’s  
ters is not predictable with assurance. It is reasonably  
possible that the final resolution of some of these mat-  
ters may require the Group to make expenditures, in  
consolidated operating results for the particular report-  
ing period in which an adjustment of the estimated  
reserve is recorded, DaimlerChrysler believes that any  
excess of established reserves, over an extended period resulting adjustment should not materially affect its  
of time and in a range of amounts that cannot be rea-  
sonably estimated. The term “reasonably possible” is  
used herein to mean that the chance of a future trans-  
action or event occurring is more than remote but less  
than likely. Although the final resolution of any such  
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  
matters could have a material effect on the Group’s con- reserves for product warranty, including the estimated  
solidated operating results for the particular reporting  
period in which an adjustment of the estimated reserve  
is recorded, the Group believes that any resulting  
cost of these service and recall actions, when the re-  
lated sale is recognized. The estimated future costs of  
these actions are based primarily on prior experience.  
adjustment should not materially affect its consolidated Estimates of the future costs of these actions are inevi-  
financial position.  
tably imprecise due to numerous uncertainties, includ-  
ing the enactment of new laws and regulations, the  
number of vehicles affected by a service or recall ac-  
tion, 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 ser-  
vice 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 con-  
solidated operating results for the particular reporting  
2
9. Commitments and Contingencies  
Contingent liabilities not recognized on the consoli-  
dated balance sheets are presented at their contractual  
values and include the following:  
At December 31,  
(in millions of €)  
2001  
2000  
Guarantees  
3,669  
32  
8,018  
21  
Notes payable  
Contractual guarantees  
Pledges of indebtedness of others  
408  
430  
354  
455  
4,539  
8,848  
1
08 Other Notes  
period in which an adjustment of the estimated reserve  
is recorded, DaimlerChrysler believes that any such  
Market risks are quantified according to the  
“value-at-risk” method, which is commonly used among  
adjustment should not materially affect its consolidated banks. Using historical variability of market data,  
financial position.  
In connection with certain production programs  
potential changes in value resulting from changes of  
market prices are calculated on the basis of statistical  
the Group has committed to certain levels of outsourced methods.  
manufactured parts and components over extended  
periods at market prices. The Group may be required  
b) Fair value of Financial Instruments  
to compensate suppliers in the event the committed vol- The fair value of a financial instrument is the price at  
umes are not purchased. The Group has also committed which one party would assume the rights and/or duties  
to investments in the construction and maintenance of  
production facilities to a usual extent.  
of another party. Fair values of financial instruments  
have been determined with reference to available mar-  
ket information at the balance sheet date and the valua-  
Total rentals under operating leases, charged as  
an expense in the statement of income (loss), amounted tion methodologies discussed below. Considering the  
to €819 million (2000: €881 million; 1999: €964 mil-  
lion). Future minimum lease payments under noncan-  
cellable rental and lease agreements which have initial  
or remaining terms in excess of one year at  
December 31, 2001 are as follows:  
variability of their value-determining factors, the fair  
values presented herein are only an estimation of the  
amounts that the Group could realize under current  
market conditions.  
The carrying amounts and fair values of the  
Group’s financial instruments are as follows:  
Operating  
(in millions of €)  
leases  
At December 31,  
At December 31,  
2001  
2000  
2
2
2
2
2
002  
003  
004  
005  
006  
603  
457  
369  
307  
279  
813  
Carrying  
amount  
Fair Carrying  
value amount  
Fair  
value  
(
in millions of €)  
Financial instruments  
other than derivative  
(
instruments):  
Assets:  
thereafter  
Financial assets  
1,209  
1,209  
1,930  
1,930  
Receivables  
from financial  
services  
3
0. Information About Financial Instruments and  
Derivatives  
49,512 49,678 48,673 49,377  
Securities  
3,007  
3,007  
5,378  
5,378  
a) Use of Financial Instruments  
Cash and cash  
equivalents  
The Group conducts business on a global basis in nu-  
merous major international currencies and is, therefore,  
exposed to adverse movements in foreign currency ex-  
change rates. The Group also issues bonds, commercial  
paper and medium-term-notes in various currencies.  
As a consequence of issuing these types of financial in-  
struments, the Group is exposed to risks from changes  
in interest and foreign currency exchange rates.  
DaimlerChrysler holds financial instruments, such as  
financial investments, variable- and fixed-interest bear-  
ing securities and equity securities that subject the  
Group to risks from changes in interest rates and mar-  
ket prices. DaimlerChrysler manages the various types  
of market risks by using derivative financial instru-  
ments. Without these instruments, the Group’s market  
risks would be higher.  
11,428 11,428  
20 20  
7,127  
5
7,127  
5
Other  
Liabilities:  
Financial  
liabilities  
90,908 94,513 84,783 86,265  
Derivative  
instruments:  
Assets:  
Currency  
contracts  
477  
477  
306  
306  
Interest rate  
contracts  
1,011  
4
1,011  
4
556  
3
556  
3
Equity contracts  
Liabilities:  
Based on regulations issued by regulatory authori-  
ties for financial institutions, the Group has established  
guidelines for risk controlling procedures and for the  
use of financial instruments, including a clear segrega-  
tion of duties with regard to operating financial activi-  
ties, settlement, accounting and controlling.  
Currency  
contracts  
8
06  
806  
1,257  
1,257  
Interest rate  
contracts  
1,434  
4
1,434  
4
1,004  
1
1,004  
1
Equity contracts  
Other Notes 109  
The carrying amounts of cash and other receiv-  
ables approximate fair values due to the short-term  
maturities of these instruments.  
The methods and assumptions used to determine  
the fair values of other financial instruments are sum-  
marized below:  
Financial Assets and Securities – The fair values of  
securities were estimated using quoted market prices.  
The Group has certain equity investments in related  
and affiliated companies not presented in the table, as  
these investments are not publicly traded and determi-  
nation of fair values is impracticable.  
c) Credit Risk  
The Group is exposed to credit-related losses in the  
event of non-performance by counterparties to financial  
instruments. Counterparties to the Group’s financial in-  
struments represent, in general, international financial  
institutions. DaimlerChrysler does not have a signifi-  
cant exposure to any individual counterparty, based on  
the rating of the counterparties performed by estab-  
lished rating agencies. The Group believes the overall  
credit risk related to utilized derivatives is insignifi-  
cant.  
Receivables from Financial Services – The carrying  
amounts of variable rate finance receivables were  
estimated to approximate their fair values since the  
contract rates of those receivables approximate current  
market rates. The fair values of fixed rate finance re-  
ceivables were estimated by discounting expected cash  
flows using the current interest rates at which compa-  
d) Accounting for and Reporting of Financial  
Instruments (Other than Derivative Instruments)  
The income or expense of the Group’s financial instru-  
ments (other than derivative instruments), with the  
exception of receivables from financial services and fi-  
nancial liabilities related to leasing and sales financing  
activities, is recognized in financial income, net. Inter-  
rable loans with identical maturity would be made as of est income on receivables from financial services and  
December 31, 2001 and 2000.  
gains and losses from sales of receivables are recog-  
nized as revenues. Interest expense on financial liabili-  
ties related to leasing and sales financing activities are  
recognized as cost of sales. The carrying amounts of  
the financial instruments (other than derivative instru-  
ments) 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 mar-  
ket interest rates. 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  
e) Accounting for and Reporting of Derivative  
Instruments and Hedging Activities  
Foreign Currency Risk Management  
As a consequence of the global nature of  
DaimlerChrysler’s businesses, its operations and its re-  
ported financial results and cash flows are exposed to  
the risks associated with fluctuations in the exchange  
rates of the U.S. dollar, the euro and other world cur-  
rencies. The Group’s businesses are exposed to trans-  
action risk whenever revenues of a business are  
options are valued on the basis of quoted market prices denominated in a currency other than the currency  
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 which the business incurs the costs relating to those  
revenues. This risk exposure primarily affects the  
Mercedes-Benz Passenger Cars & smart segment.  
The Mercedes-Benz Passenger Cars & smart segment  
generates its revenues mainly in the currencies of the  
countries in which cars are sold, but it incurs  
manufacturing costs primarily in euros.  
Equity Contracts – The fair values of existing  
instruments to hedge equity price risk (e. g. futures  
or options) were determined on the basis of quoted  
market prices or on estimates based on option pricing  
models.  
1
10 Other Notes  
In order to mitigate the impact of currency ex-  
change rate fluctuations, DaimlerChrysler continually  
assesses its exposure to currency risks and hedges a  
portion of those risks through the use of derivative  
financial instruments. Responsibility for managing  
DaimlerChrysler’s currency exposures and use of  
currency derivatives is centralized within the Group’s  
Currency Committee. The Currency Committee, which  
The Group maintains risk management control  
systems independent of Corporate Treasury to monitor  
interest rate risk attributable to both DaimlerChrysler’s  
outstanding or forecasted interest rate exposures as  
well as its offsetting hedge positions. The risk manage-  
ment control systems involve the use of analytical tech-  
niques, including value-at-risk analyses, to estimate the  
expected impact of changes in interest rates on the  
consists of two separate subgroups, one for the Group’s Group’s future cash flows.  
vehicle businesses and one for MTU Aero Engines, is  
comprised of members of senior management from  
each of the respective businesses as well as from Cor-  
porate Treasury and Risk Controlling. Corporate Trea-  
DaimlerChrysler also holds investments in equity  
securities. These securities subject DaimlerChrysler to  
risks due to changes in quoted market prices.  
DaimlerChrysler uses derivative financial instruments  
sury implements decisions concerning foreign currency including futures and options to manage the risks  
hedging taken by the Currency Committee. Risk Con-  
trolling regularly informs the Board of Management of  
the actions of Corporate Treasury based on the deci-  
sions of the Currency Committee.  
arising from changes in equity prices.  
The Group assesses equity price risk by continu-  
ally 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 in-  
vestments 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.  
Interest Rate and Equity Price Risk Management  
DaimlerChrysler holds a variety of interest rate sensi-  
tive assets and liabilities to manage the liquidity and  
cash needs of its day-to-day operations. In addition a  
substantial volume of interest rate sensitive assets and  
liabilities is related to the leasing and sales financing  
business which is operated by DaimlerChrysler  
Services. In particular, the Group’s leasing and sales  
financing business enters into transactions with  
Information with Respect to Fair Value Hedges  
Gains and losses in fair value of recognized assets and  
customers, primarily resulting in fixed rate receivables. liabilities and firm commitments of operating transac-  
DaimlerChrysler’s general policy is to match funding in tions as well as gains and losses on derivative financial  
terms of maturities and interest rates. However, for a  
instruments designated as fair value hedges of these  
limited portion of the receivables portfolio funding does recognized assets and liabilities and firm commitments  
not match in terms of maturities and interest rates. As  
a result, DaimlerChrysler is exposed to risks due to  
changes in interest rates. DaimlerChrysler coordinates  
funding activities of the industrial business and finan-  
cial services on the group level. The Group uses inter-  
est rate derivative instruments such as interest rate  
swaps, forward rate agreements, swaptions, caps and  
floors to achieve the desired interest rate maturities  
and asset/liability structures.  
are principally 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 de-  
rivative financial instruments designated as fair value  
hedges of these financial assets and liabilities are  
recognized currently in financial income, net.  
For the year ended December 31, 2001, net losses  
of €17 million (2000: net gains of €15 million) were  
DaimlerChrysler does not enter into these types of recognized in revenues and financial income, net, re-  
derivative financial instruments for purposes other  
than risk management.  
presenting principally the component of the derivative  
instruments’ gain or loss excluded from the assessment  
of hedge effectiveness and the amount of hedging  
The Group assesses interest rate risk by continu-  
ally identifying and monitoring changes in interest rate ineffectiveness.  
exposures that may adversely impact expected future  
cash flows and by evaluating hedging opportunities.  
Other Notes 111  
Information with Respect to Cash Flow Hedges  
f) Accounting for and Reporting of Financial  
Instruments (Prior to Adoption of SFAS 133)  
For periods prior to January 1, 2000, financial instru-  
ments, including derivatives, purchased to offset the  
Changes in the value of forward foreign currency ex-  
change contracts and currency options designated and  
qualifying as cash flow hedges of forecasted transac-  
tions are reported in accumulated other comprehensive Group’s exposure to identifiable and committed trans-  
income. These amounts are subsequently reclassified  
into earnings, as a component of the value of the fore-  
actions with price, interest or currency risks were  
accounted for together with the underlying business  
casted transaction, in the same period as the forecasted transactions (“hedge accounting”). Gains and losses on  
transaction affects earnings. Changes in the fair value  
of interest rate swaps designated as hedging instru-  
ments of variability of cash flows associated with vari-  
able-rate long-term debt are also reported in accumu-  
lated other comprehensive income. These amounts are  
subsequently reclassified into financial income, net,  
as a yield adjustment in the same period in which the  
related interest on the floating-rate debt obligations  
affect earnings.  
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.  
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  
For the year ended December 31, 2001, net losses settlement of the underlying transaction.  
of €12 million (2000: net losses of €3 million), repre-  
senting principally the component of the derivative in-  
struments’ gain/loss excluded from the assessment of  
the hedge effectiveness and the amount of hedge inef-  
fectiveness, were recognized in revenues and financial  
income, net.  
Interest differentials paid or received under  
interest rate swaps purchased to hedge interest risks  
on debt were recorded as adjustments to the effective  
yields of the underlying debt (“accrual method”).  
In the event of an early termination of an interest  
rate related 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 €1 million  
for the year ended December 31, 2001 (2000: gains of  
2 million), reclassified from accumulated other com-  
prehensive 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.  
It is anticipated that €101 million of net losses in-  
cluded in accumulated other comprehensive income at  
December 31, 2001, will be reclassified into earnings  
during the next year.  
As of December 31, 2001, DaimlerChrysler held  
derivative financial instruments with a maximum  
maturity of 44 months to hedge its exposure to the  
variability in future cash flows from foreign currency  
forecasted transactions.  
All other financial instruments, including deriva-  
tives, 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.  
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  
Information with Respect to Hedges of the Net Investment market at each reporting period with unrealized gains  
in a Foreign Operation  
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 unreal-  
ized gains and losses were deferred and recognized  
along with the effects of the underlying transaction.  
In specific circumstances, DaimlerChrysler seeks to  
hedge the currency risk inherent in certain of its long-  
term investments, 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, 2001, net gains of €53 million  
(
2000: net gains of €104 million) hedging the Group’s  
net investments in certain foreign operations were  
included in the cumulative translation adjustment.  
1
12 Other Notes  
3
1. Retained Interests in Sold Receivables and Sales of  
Finance Receivables  
Actual and projected credit losses for receivables  
securitized were as follows:  
The fair value of retained interests in sold receivables  
was as follows:  
Actual and projected  
credit losses  
Percentages as of:  
Receivables securitized in  
1998  
1999  
2000  
2001  
At December 31,  
(in millions of €)  
2001  
2000  
December 31, 2001  
December 31, 2000  
December 31, 1999  
2.8%  
2.1%  
1.6%  
2.2%  
1.1%  
1.0%  
1.7%  
1.2%  
2.4%  
Fair value of estimated residual cash  
flows, net of prepayments, from sold  
receivables, before expected future net  
credit losses  
5,311  
(787)  
4,319  
(389)  
Expected future net credit losses  
on sold 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, 2001.  
Fair value of net residual cash flows  
from sold receivables  
4,524  
2
3,930  
202  
Restricted cash accounts  
Retained subordinated securities  
956  
684  
Certain cash flows received and paid to  
securitization trusts were as follows:  
Retained interests in sold receivables,  
at fair value  
5,482  
4,816  
(in millions of €)  
2001  
2000  
At December 31, 2001, the significant assump-  
tions 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:  
Proceeds from new securitizations  
18,219 15,883  
56,040 46,285  
(56,040) (46,122)  
Proceeds from collections reinvested in  
previous wholesale securitizations  
Amounts reinvested in previous  
wholesale securitizations  
Impact on fair value  
based on adverse  
Servicing fees received  
353  
283  
Assumption  
percentage change change  
10%  
20%  
Receipt of cash flows on retained  
interest in securitized receivables  
(in millions of €)  
580  
435  
Prepayment speed, monthly  
1.5%  
(8)  
(14)  
Estimated net credit losses as  
a percentage of receivables  
sold  
1.3%  
(66)  
(65)  
(132)  
(127)  
Residual cash flow discount  
rate, annualized  
12.0%  
These sensitivities are hypothetical and should be  
used with caution. The effect of a variation in a particu-  
lar 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.  
Other Notes 113  
The outstanding balance, delinquencies and net  
credit losses of sold receivables and other receivables,  
of those financial services businesses that sell receiv-  
ables, as of and for the years ended December 31, 2001  
and 2000, respectively, were as follows:  
Outstanding  
balance at  
Delinquencies  
> 60 days at for the year ended  
Net credit losses  
2
001  
2000  
2001  
2000  
2001  
2000  
Retail receivables  
58,224 46,377  
17,448 17,747  
75,672 64,124  
(42,763) (37,904)  
32,909 26,220  
584  
24  
232  
19  
691  
18  
576  
2
Wholesale receivables  
Total receivables managed  
Less: receivables sold  
Receivables held in portfolio  
608  
(182)  
426  
251  
(117)  
134  
709  
(310)  
399  
578  
(251)  
327  
During the year ended December 31, 2001,  
DaimlerChrysler sold €19,290 million (2000: €17,122  
million) and €57,372 million (2000: €38,778 million)  
retail and wholesale receivables, respectively. From  
these transactions, the Group recognized gains of €414  
million (2000: €181 million) and €182 million  
ties segment. In January 2001, DaimlerChrysler com-  
bined the operations of MTU/Diesel Engines, which  
was previously part of the Other Activities segment,  
with the Mercedes-Benz powertrain business in a new  
Powersystems business unit within Commercial Ve-  
hicles segment. DaimlerChrysler has reclassified prior  
period amounts to conform its segment presentation to  
the new structure. Information with respect to the  
Group’s industry segments follows:  
(
2000: €156 million) on sales of retail and wholesale  
receivables, respectively.  
Significant assumptions used in measuring the  
residual interest resulting from the sale of retail and  
wholesale receivables, were as follows (weighted aver-  
Mercedes-Benz Passenger Cars & smart. This seg-  
ment includes activities related mainly to the develop-  
age rates for securitizations completed during the year) ment, manufacture and sale of passenger cars and off-  
at December 31, 2001 and 2000:  
road vehicles under the brand names Mercedes-Benz  
and smart as well as related parts and accessories.  
Chrysler Group. This segment includes the re-  
Retail  
Wholesale  
2001  
2000  
2001  
*)  
2000  
search, design, manufacture, assembly and sale of cars  
and trucks under the brand names Chrysler, 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 acces-  
sories. The products are sold mainly under the brand  
names Mercedes-Benz and Freightliner.  
Prepayment speed  
assumption (monthly  
rate)  
1.0-1.5% 1.0-1.5%  
*)  
Estimated remaining  
lifetime net credit  
losses (an average  
percentage of sold  
receivables)  
2.4%  
1.2%  
0.0%  
0.0%  
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 and in-  
formation technology. In October 2000, the information  
technology activities were contributed into a joint  
venture. The Group’s 49.9% interest in T-Systems ITS  
is included at equity subsequent to that date. For the  
exercise in January 2002 of DaimlerChrysler’s option  
to sell its interest, see Note 34.  
Residual cash flows  
discount rate (annual  
rate)  
12.0%  
12.0%  
10.0%  
10.0%  
*) For the calculation of wholesale gains, the Group  
estimated the average wholesale loan liquidated in 210 days.  
3
2. Segment Reporting  
In 2001, DaimlerChrysler reorganized some of its busi-  
ness segments resulting in changes in the composition  
of its reportable segments. Following the exchange in  
July 2000 of the Group’s controlling interest in  
Other Activities. Represents principally the indus-  
trial businesses including MTU Aero Engines and the  
DaimlerChrysler Aerospace for a non-controlling equity Group’s equity method investments in MMC, EADS and  
method interest in EADS, DaimlerChrysler transferred  
the remaining businesses of the former Aerospace seg-  
ment and the investment in EADS to the Other Activi-  
Automotive Electronics. Other Activities also contains  
corporate research, real estate activities and holding  
and financing companies.  
1
14 Other Notes  
The Group’s management reporting and control-  
ling systems are substantially the same as those de-  
Sales and revenues related to transactions be-  
tween segments are generally recorded at values that  
scribed in Note 1 in the summary of significant account- approximate third-party selling prices.  
ing policies (U.S. GAAP). The Group measures the per-  
formance of its operating segments through “Operating  
Profit.” Segment Operating Profit is defined as income  
Revenues are allocated to countries based on the  
location of the customer; long-term assets are allocated  
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, 2001, 2000 and 1999 follows:  
(
loss) before financial income included in the consoli-  
dated statement of income (loss), modified to exclude  
pension and postretirement benefit expenses other  
than service costs, to include pretax operating income  
(
loss) from affiliated and associated companies, to in-  
clude financial income (loss) from related companies,  
and to include or exclude certain miscellaneous items.  
Mercedes-Benz  
Passenger Cars Chrysler mercial  
& smart Group Vehicles Services Activities nations  
Com-  
Other  
Elimi- Consoli-  
(in millions of €)  
dated  
2001  
Revenues  
44,002 62,676 27,084 14,975  
3,703 807 1,488 1,876  
47,705 63,483 28,572 16,851  
2,951 (5,281) (514) 612  
20,558 63,325 16,232 100,570 31,200 (24,475) 207,410  
4,136  
– 152,873  
Intersegment sales  
Total revenues  
371 (8,245)  
4,507 (8,245) 152,873  
1,181 (267) (1,318)  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
2,061  
1,853  
5,083  
5,364  
1,484  
922  
112  
168  
197  
(12)  
8,896  
7,071  
(217) 15,190  
2
000  
Revenues  
40,822 67,405 28,521 15,322 10,314  
162,384  
Intersegment sales  
Total revenues  
2,878 967 1,283 2,204 301 (7,633)  
43,700 68,372 29,804 17,526 10,615 (7,633) 162,384  
2,145 501 1,212 2,457 3,590 (153) 9,752  
19,355 53,660 15,879 94,369 34,298 (18,287) 199,274  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
2,096  
2,038  
6,339  
3,878  
1,128  
847  
282  
547  
425  
10,392  
6,603  
(204) 13,587  
1999  
Revenues  
35,592 63,666 26,328 10,662 13,737  
149,985  
Intersegment sales  
Total revenues  
2,508 419 1,281 2,270 347 (6,825)  
38,100 64,085 27,609 12,932 14,084 (6,825) 149,985  
2,703 5,051 1,157 2,039 241 (179) 11,012  
17,611 49,825 12,498 77,266 37,955 (20,488) 174,667  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
2,228  
1,580  
5,224  
3,346  
809  
715  
324  
886  
527  
(1)  
9,470  
9,329  
3,348  
(187)  
Other Notes 115  
Capital expenditures for equipment on operating  
leases for 2001, 2000 and 1999 for the Services seg-  
ment amounted to €14,334 million, €15,551 million  
and €16,401 million, respectively.  
The Operating Profit of the Mercedes-Benz  
Passenger Cars & smart segment for the year ended  
December 31, 2000, includes €470 million of non-cash  
charges related to the adoption of the European  
Union’s directive regarding end-of-life vehicles and  
related to fixed cost reimbursement agreements with  
MCC smart suppliers.  
For the year ended December 31, 2001, Operating  
Loss of the Chrysler Group segment includes €1,715  
million of non-cash turnaround plan charges, other  
than depreciation and amortization.  
The Operating Loss of the Commercial Vehicles  
segment for the year ended December 31, 2001,  
includes €353 million of non-cash turnaround plan  
and other charges, other than depreciation and amorti-  
zation.  
ITS. In addition, Operating Profit of the Services seg-  
ment for the year ended December 31, 2000, includes a  
€2,315 million gain on the transaction involving T-Sys-  
tems ITS (see Note 11). For the year ended December  
31, 1999, Operating Profit of the Services segment  
includes pretax gains on the sales of shares in debitel  
of €1,140 million (see Note 11). At December 31, 2001  
and 2000, the identifiable assets of the Services  
segment includes €2,193 million and €2,152 million,  
respectively, of the investment in T-Systems ITS.  
For the year ended December 31, 2001, Operating  
Profit of the Other Activities segment includes €694  
million from EADS and MMC, the significant compa-  
nies accounted for using the equity method, including  
a €876 million gain from the formation of Airbus SAS.  
For the year ended December 31, 2000, Operating  
Profit of the Other Activities segment includes €3,259  
million from EADS and MMC, including a €3,303 mil-  
lion gain in connection with the exchange of the  
Group’s controlling interest in DaimlerChrysler Aero-  
For the years ended December 31, 2001 and 2000, space for shares in EADS (see Note 11). At December  
Operating Profit of the Services segment includes €41  
million and €1 million, respectively, from the equity  
investment in T-Systems ITS, representing the Group’s  
percentage share of the Operating Profit of T-Systems  
31, 2001 and 2000, the identifiable assets of the Other  
Activities segment includes €5,393 million and €5,143  
million, respectively, of investments in these equity  
method investees.  
A reconciliation to Operating Profit (Loss) follows:  
(in millions of €)  
2001  
2000  
1999  
Income (loss) before financial  
income  
(1,637)  
4,320  
9,324  
Pension and postretirement  
benefit expenses other than  
service costs  
(450)  
516  
(228)  
(35)  
379  
17  
Operating income (loss)  
from affiliated, associated  
and related companies  
Gains on disposals of  
businesses  
292  
(39)  
5,832  
(137)  
1,140  
152  
Miscellaneous  
Consolidated operating Profit  
(loss)  
(1,318)  
9,752 11,012  
Revenues from external customers presented by  
geographic region are as follows:  
Other  
European United American  
Germany Union States countries  
Other Consoli-  
dated  
(in millions of €)  
*
)
Asia countries  
2
001  
000  
23,157 22,483 81,132 13,585  
25,988 24,360 84,503 14,762  
28,393 21,567 78,104 11,727  
6,208  
5,892  
4,796  
6,308 152,873  
6,879 162,384  
5,398 149,985  
2
1999  
*) Excluding Germany.  
1
16 Other Notes  
Germany accounts for €20,584 million of long-  
Stock options issued in 2001 and 2000 were not  
term assets (2000: €17,450 million; 1999: €14,711 mil- included in the computation of diluted earnings per  
lion), the United States for €58,850 million (2000:  
51,996 million; 1999: €43,036 million) and other  
countries for €12,971 million (2000: €19,633 million;  
share for the years ended December 31, 2001 and  
2000, because the options’ underlying exercise prices  
were greater than the average market prices for  
DaimlerChrysler Ordinary Shares on December 31,  
1
999: €12,701 million).  
2
001 and 2000, respectively.  
3
3. Earnings (Loss) per Share  
Income tax charges of €263 million and €812 mil-  
The computation of basic and diluted earnings (loss)  
per share for “Income (loss) before extraordinary items  
and cumulative effects of changes in accounting  
principles” is as follows:  
lion relating to changes in German tax laws were in-  
cluded in the consolidated statement of income (loss)  
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 €0.80 in 1999, respectively (see Note 9).  
(in millions of € or millions of shares  
Year ended December 31,  
2001 2000 1999  
except earnings (loss) per share)  
Income (loss) before extra-  
ordinary items and cumulative  
effects of changes in account-  
ing principles – basic  
34. Subsequent Events  
In January 2002, DaimlerChrysler exercised its option  
to sell to Deutsche Telekom the Group’s 49.9% interest  
in T-Systems ITS for proceeds of €4.7 billion. The sale  
is expected to close in March 2002 with the termina-  
tion of the joint venture.  
(662)  
2,465  
18  
5,106  
18  
Interest expense on  
convertible bonds and notes  
(
net of tax)  
Following a decision of DaimlerChrysler’s  
Income (loss) before extra-  
ordinary items and cumulative  
effects of changes in account-  
ing principles – diluted  
Board of Management in 2001, DaimlerChrysler and  
GE Capital reached an agreement in January 2002  
for GE Capital to purchase a portion of the  
(662)  
2,483  
5,124  
DaimlerChrysler’s Capital Services portfolio in the  
United States. DaimlerChrysler will receive approxi-  
mately €1.3 billion for the sale. The transaction is  
expected to be completed in the first quarter of 2002.  
Weighted average number of  
shares outstanding – basic  
1,003.2 1,003.2 1,002.9  
Dilutive effect of convertible  
bonds and notes  
10.7  
10.7  
Weighted average number of  
shares outstanding – diluted  
1,003.2 1,013.9 1,013.6  
Earnings (loss) per share  
before extraordinary items  
and cumulative effects of  
changes in accounting  
principles  
Basic  
(0.66)  
(0.66)  
2.46  
2.45  
5.09  
5.06  
Diluted  
Because the Group reported a loss before extraor-  
dinary items and cumulative effects of changes in  
accounting principles for the year ended December 31,  
2
001 the diluted loss per share does not include the  
antidilutive effects of convertible bonds and notes. Had  
the company reported income before extraordinary  
items and cumulative effects of changes in accounting  
principles for the year ended December 31, 2001, the  
weighted average number of shares outstanding would  
have potentially been diluted by 10.7 million shares  
resulting from the conversion of bonds and notes.  
Members of the Supervisory Board 117  
Members of the Supervisory Board  
Hilmar Kopper  
Udo Richter*)  
Stephen P. Yokich *)  
Frankfurt am Main  
Chairman of the Supervisory Board of  
Deutsche Bank AG  
Chairman  
Bremen  
Detroit  
Chairman of the Works Council,  
Bremen Plant, DaimlerChrysler AG  
(since December 14, 2001)  
President of International Union United  
Automobile, Aerospace and  
Agricultural Implement Workers of  
America (UAW)  
Erich Klemm *)  
Wolf Jürgen Röder *)  
Sindelfingen  
Frankfurt am Main  
Member of the Executive Council of  
German Metalworkers’ Union  
Committees of the  
Supervisory Board:  
Chairman of the Corporate Works  
Council, DaimlerChrysler Group  
and DaimlerChrysler AG  
Deputy Chairman  
Committee pursuant to Section 27,  
Subsection 3 of the German  
Codetermination Act  
Hilmar Kopper (Chairman)  
Erich Klemm  
Dr. rer. pol. Manfred Schneider  
Leverkusen  
Chairman of the Board of Management  
of Bayer AG  
Manfred Göbels *)  
Stuttgart  
Director, Services and Mobility  
Concept, Chairman of the Management  
Representative Committee,  
DaimlerChrysler Group  
Peter Schönfelder *)  
Augsburg  
Chairman of the Works Council,  
Augsburg Plant,  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Presidential Committee  
Hilmar Kopper (Chairman)  
Erich Klemm  
Dr. rer. pol. Manfred Schneider  
Bernhard Wurl  
Earl G. Graves  
New York  
Chairman and CEO of  
Earl G. Graves Ltd.  
EADS Deutschland GmbH  
Stefan Schwaab *)  
Gaggenau  
Vice Chairman of the Corporate Works  
Council, DaimlerChrysler AG,  
Vice Chairman of the Works Council,  
Gaggenau Plant, DaimlerChrysler AG  
(
since April 12, 2001)  
Financial Audit Committee  
Hilmar Kopper (Chairman)  
Erich Klemm  
Stefan Schwaab  
Bernhard Walter  
Prof. Victor Halberstadt  
Amsterdam  
Professor of Public Economics at Leiden  
University,  
G. Richard Thoman  
Stamford  
Former President and former Chief  
Executive Officer of Xerox Corporation,  
Senior Advisor to Evercore Partners  
Netherlands  
(
since April 12, 2001)  
Retired from the  
Supervisory Board:  
Robert J. Lanigan  
Toledo  
Robert E. Allen  
Short Hills, N.J.  
Retired Chairman of the Board and  
Chief Executive Officer of AT&T Corp.  
retired April 11, 2001  
Bernhard Walter  
Frankfurt am Main  
Former Chairman of the Board of  
Managing Directors of Dresdner Bank AG  
Chairman Emeritus of Owens-Illinois,  
Inc.; Founder Partner, Palladium Equity  
Partners  
Helmut Lense *)  
Stuttgart  
Chairman of the Works Council,  
Untertürkheim Plant,  
DaimlerChrysler AG  
Lynton R. Wilson  
Toronto  
Chairman of the Board of CAE Inc.;  
Chairman of the Board of Nortel  
Networks Corporation  
Willi Böhm *)  
Wörth  
Senior Manager Wage Accounting,  
Member of the Works Council,  
Wörth Plant, DaimlerChrysler AG  
retired December 13, 2001  
Peter A. Magowan  
San Francisco  
President of San Francisco Giants  
Dr.-Ing. Mark Wössner  
Gütersloh  
Former CEO and former Chairman of the  
Supervisory Board of Bertelsmann AG  
Lord Browne of Madingley  
London  
Group Chief Executive  
of BP p.l.c.  
Gerd Rheude *)  
Wörth  
Chairman of the Works Council,  
Wörth Plant, DaimlerChrysler AG  
Bernhard Wurl *)  
Frankfurt am Main  
Head of Department reporting to the  
retired April 11, 2001  
Executive Council, German Metalworkers’ *) Representative of the employees  
Union  
1
18 Report of the Supervisory Board  
Report of the Supervisory Board  
The Supervisory Board and the Board of Manage-  
ment met in five meetings during the 2001 financial  
year to discuss intensively the business situation of  
DaimlerChrysler, the future strategic development of  
the Group and its divisions, and various other issues.  
The Presidential Committee met four times  
in 2001, primarily to deal with Board of Management  
issues, and to prepare the meetings of the Supervisory  
Board. The Financial Audit Committee convened twice  
with the independent auditors to discuss the financial  
statements for 2000 and the financial statements for  
the first half of 2001. The Committee engaged KPMG  
Deutsche Treuhand-Gesellschaft Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft, an auditing firm,  
for the annual audit, and also determined the audit  
emphasis for 2001. The Mediation Committee, a body  
stipulated by the German Law of Industrial  
The meeting in February 2001 dealt with the 2000  
consolidated and individual financial statements, prepa-  
rations for the Annual Meeting, and medium-term  
planning including the extent of refinancing for 2001.  
Particular attention was paid to Chrysler Group’s  
turnaround plan, and the Supervisory Board received  
detailed reports on the situation at Mitsubishi Motors  
Corporation (MMC). The current stage of plans to build  
a small car with MMC was also discussed in this  
context. Furthermore, the Supervisory Board consented  
to the sale of a majority interest in the TEMIC Group  
to Continental AG.  
In April 2001, the strategy of the Mercedes-Benz  
Passenger Cars & smart division was discussed inten-  
sively. There was also a detailed report on the imple-  
mentation of the turnaround plan at Chrysler Group. In  
addition, the Supervisory Board consented to the acqui-  
sition of a 3.3% equity interest in MMC from Volvo and  
the continuation of existing contracts between Volvo  
and MMC. This made it possible to extend the strategi-  
cally important cooperation with MMC from passenger  
cars to commercial vehicles.  
Codetermination, was not required to convene in 2001.  
In each of its meetings the Supervisory Board was  
fully informed by the Board of Management regarding  
the situation of the company, particularly its business  
and financial status, the personnel situation, business  
developments at the company and its holdings,  
In the July meeting, the Supervisory Board dis-  
investment plans and basic business-policy questions.  
In addition, there was regular monthly reporting in  
which the company’s key performance figures were  
presented, and written reports were submitted on  
special matters. The Chairman of the Supervisory  
Board was also regularly kept informed through  
separate discussions with the Board of Management.  
In 2001, the agendas of the Supervisory Board  
were dominated by the further implementation of the  
strategy pursued since 1995 of concentration on the  
automotive business and related services. The course  
was set for the company’s future also in terms of per-  
sonnel with the reappointment of Jürgen E. Schrempp  
and Jürgen Hubbert, and the continuity and stability of  
top management were secured. Another major topic  
was the implementation of restructuring measures in  
various business units. After the terrorist attacks of  
September 11, their consequences for DaimlerChrysler  
cussed the future strategy of the Commercial Vehicles  
division, with a focus on the cooperation in Asia with  
MMC and the South Korean Hyundai Motor Company,  
particularly in the engine business. The interim report  
on the first half of 2001 was presented, and information  
was given on the appointment of KPMG as independent  
auditors for the 2001 financial year and on the main  
areas of this audit. At the end of the meeting the Super-  
visory Board consented to the restructuring of the  
fuel-cell alliance with Ford and Ballard Power Systems  
in order to simplify future cooperation in this field.  
The meeting at the end of September was domi-  
nated by discussion of the consequences of the terrorist  
attacks in the United States. The Supervisory Board  
expressed its deep shock and sadness, and emphasized  
its feelings of solidarity with the victims of the attacks.  
Future political and economic developments and their  
significance for the company were intensively dis-  
were discussed in detail. Some of the other matters that cussed with the Board of Management. The situation of  
were dealt with were personnel questions and the  
planned successors to important positions, as well as  
corporate governance at the DaimlerChrysler Group.  
the aerospace activities were also on the agenda. In ad-  
dition, the Supervisory Board was informed of manage-  
ment developments within the Group. In this meeting  
Report of the Supervisory Board 119  
the Supervisory Board unanimously extended into the  
year 2005 the appointments of Jürgen E. Schrempp as  
Chairman of the Board of Management and Jürgen  
Hubbert as member of the Board of Management with  
responsibility for the Mercedes-Benz Passenger Cars &  
smart division. Rüdiger Grube was appointed as deputy  
member of the Board of Management for a period of  
three years with responsibility for corporate develop-  
ment.  
In December, the Supervisory Board discussed the  
premises for economic developments in the following  
years in order to create a basis for the next medium-  
term planning in February 2002. There was also a pre-  
sentation on the work of the newly established Execu-  
tive Automotive Committee (EAC). This focused mainly  
on the potential for further intensive cooperation  
between the individual brands and divisions.  
The DaimlerChrysler financial statements for  
2
001 and the business review report were audited by  
KPMG Deutsche Treuhand-Gesellschaft Aktiengesell-  
schaft Wirtschaftsprüfungsgesellschaft, Berlin and  
Frankfurt/Main, and certified without qualification.  
The same applies to the consolidated financial  
In April 2001, Mr. Robert E. Allen and Lord  
Browne of Madingley retired from their positions as  
members of the Supervisory Board representing the  
shareholders. In the 2001 Annual Meeting Mr. Earl G.  
Graves and Prof. Victor Halberstadt were elected as  
statements according to US GAAP. These are prepared  
in euros and supplemented by a business review report their successors. In December 2001, Mr. Willi Böhm  
and additional notes pursuant to Section 292a of the  
German Commercial Code (HGB). In accordance with  
Section 292a of the HGB, the US GAAP consolidated  
financial statements presented in this report grant  
exemption from the obligation to produce consolidated  
financial statements according to German law.  
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. They were inspected by the  
Financial Audit Committee and the Supervisory Board  
and discussed in the presence of the auditors. The  
Supervisory Board has declared itself in agreement with  
the results of the statutory audit and has established  
that there are no objections to be made.  
retired from the Supervisory Board after many years  
as a representative of the employees. Mr. Udo Richter  
was appointed as his successor.  
The Supervisory Board expresses its gratitude to  
the retired members, the DaimlerChrysler Board of  
Management and the company’s employees for their  
exceptional individual efforts in the year 2001.  
Stuttgart-Möhringen, February 2002  
The Supervisory Board  
In its meeting on February 19, 2002, the Supervi-  
sory Board took note of the consolidated financial state- Hilmar Kopper  
ments for 2001, approved, and thereby adopted, the  
financial statements of DaimlerChrysler AG for 2001,  
and consented to the appropriation of earnings pro-  
posed by the Board of Management. Further major top-  
ics at that meeting were the medium-term corporate  
planning for 2002-2004, including investment, human  
resources and earnings objectives, as well as the scope  
of financing limits for the year 2002.  
Chairman  
1
20 Major Subsidiaries of the DaimlerChrysler Group  
Major Subsidiaries of the DaimlerChrysler Group  
Stockholders’  
equity in  
1
3
Ownership )  
Revenues )  
Employment  
at year-end  
2
in %  
millions )  
in millions of €  
of €  
2
001  
2000  
2001  
2000  
728  
Mercedes-Benz Passenger Cars & smart  
Micro Compact Car smart GmbH, Renningen  
Mercedes-Benz U.S. International, Inc., Tuscaloosa  
DaimlerChrysler India Private Limited, Poona  
100.0  
100.0  
100.0  
100.0  
76  
277  
60  
996  
3,155  
62  
775  
3,025  
42  
1,037  
1,888  
347  
1,795  
329  
4
DaimlerChrysler South Africa (Pty.) Ltd., Pretoria )  
221  
1,807  
1,325  
4,450  
4,395  
Chrysler Group  
4
DaimlerChrysler Corporation, Auburn Hills )  
100.0  
100.0  
100.0  
17,098  
63,483  
15,692  
9,414  
68,372  
16,2775)  
8,5915)  
107,369  
13,052  
10,287  
125,953  
17,242  
10,919  
DaimlerChrysler Canada Inc., Windsor  
6)  
6)  
DaimlerChrysler de Mexico S.A. de C.V., Mexico City  
Commercial Vehicles  
4
EvoBus GmbH, Stuttgart )  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
95.0  
274  
29  
1,986  
261  
2,036  
259  
10,969  
1,295  
5,262  
6,342  
12,810  
967  
11,302  
1,308  
4,950  
6,238  
16,332  
1,197  
10,865  
1,143  
1,251  
4,175  
6,028  
Mercedes-Benz Lenkungen GmbH, Düsseldorf  
Mercedes-Benz España S.A., Madrid  
Detroit Diesel Corporation, Detroit  
Freightliner LLC, Portland4)  
250  
484  
355  
94  
2,752  
1,849  
8,072  
626  
2,601  
2,075  
9,945  
778  
4
Mercedes-Benz Mexico S.A. de C.V., Mexico City )  
DaimlerChrysler do Brasil Ltda., São Bernardo do Campo  
366  
88  
1,731  
322  
2,018  
698  
10,958  
957  
4
DaimlerChrysler Argentina S.A., Buenos Aires )  
4
P.T. DaimlerChrysler Indonesia, Jakarta )  
56  
153  
138  
1,231  
3,364  
6,200  
Mercedes-Benz Türk A.S., Istanbul  
66.9  
121  
442  
478  
827  
MTU Friedrichshafen GmbH, Friedrichshafen  
88.4  
1,128  
1,034  
Major Subsidiaries of the DaimlerChrysler Group 121  
Stockholders‘  
equity in  
1
3
Ownership )  
Revenues )  
Employment  
at year-end  
2
in %  
millions )  
in millions of €  
of €  
2001  
2000  
2001  
2000  
Vehicle Sales Organization  
Mercedes-Benz USA, Inc., Montvale4)  
DaimlerChrysler France S.A.S., Le Chesnay4)  
DaimlerChrysler Belgium Luxembourg S.A., Brussels  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
272  
171  
71  
11,396  
3,252  
1,160  
1,193  
4,769  
289  
10,907  
3,002  
1,135  
1,148  
3,957  
286  
1,549  
2,190  
655  
1,508  
1,990  
622  
4
DaimlerChrysler Nederland B.V., Utrecht )  
56  
679  
647  
4
DaimlerChrysler UK Ltd., Milton Keynes )  
128  
22  
1,535  
361  
1,120  
344  
DaimlerChrysler Danmark AS, Copenhagen  
DaimlerChrysler Sverige AB, Malmo  
22  
459  
478  
439  
421  
DaimlerChrysler Italia S.p.A., Rome4)  
199  
52  
2,934  
1,128  
199  
2,676  
1,072  
222  
537  
528  
DaimlerChrysler Schweiz AG, Zurich  
419  
397  
Mercedes-Benz Hellas S.A., Athens  
38  
157  
157  
DaimlerChrysler Japan Co., Ltd., Tokyo  
DaimlerChrysler Australia/Pacific Pty. Ltd., Mulgrave/  
97  
2,511  
2,705  
457  
412  
4
Melbourne )  
100.0  
187  
967  
1,001  
729  
834  
Services  
DaimlerChrysler Services AG, Berlin  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
100.0  
989  
545  
36  
0
342  
0
280  
314  
1,483  
6)  
309  
1,024  
6)  
DaimlerChrysler Bank GmbH, Stuttgart  
DaimlerChrysler Services Leasing GmbH, Stuttgart  
DaimlerChrysler Services North America L.L.C., Southfield  
Chrysler Capital Company L.L.C., Stamford  
DaimlerChrysler Insurance Company, Southfield  
debis Financial Services Inc., Norwalk  
1,712  
11,200  
112  
1,557  
4,799  
90  
7,654  
944  
173  
206  
4,341  
23  
4,059  
46  
121  
207  
97  
134  
185  
348  
330  
152  
Other Activities  
MTU Aero Engines GmbH, Munich4)  
100.0  
33.0  
489  
2,487  
2,106  
7,839  
7,162  
European Aeronautic Defence and Space Company EADS,  
9,852  
14,043  
10,585  
100,187  
88,028  
7
N.V., Amsterdam )  
8
Mitsubishi Motors Corporation, Tokyo )  
37.3  
1,990  
14,176  
15,296  
66,700  
72,000  
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.  
Preconsolidated financial statements.  
Included in the revenues of the preconsolidated financial statements.  
Included in the consolidated financial statements of the parent company.  
Details based on the financial statements of the group of June 30, 2001  
2
3
4
5
6
7
(
stockholders’ equity at June 30, 2001; revenues in first half of 2001 resp. 2000; employees at June 30, 2001 resp. June 30, 2000)  
Details based on the financial statements of the group of September 30, 2001  
stockholders’ equity at September 30, 2001; revenues April through September 2001 resp. 2000; employees at September 30, 2001  
resp. September 30, 2000)  
8
)
(
1
22 Six-Year Summary  
Six-Year Summary  
Amounts in millions of €  
1996  
1997  
1998  
1999  
2000  
2001  
From the statements of income:  
Revenues  
101,415  
21,648  
17,143  
5,751  
6,212  
6.1%  
408  
5,693  
117,572 131,782 149,985 162,384 152,873  
Personnel expenses  
23,370  
18,656  
6,501  
6,230  
5.3%  
633  
25,033  
19,982  
6,693  
8,593  
6.5%  
763  
26,158  
21,044  
7,575  
11,012  
7.3%  
26,500 25,095  
21,836 20,073  
of which: Wages and salaries  
Research and development costs  
Operating profit (loss)  
7,395  
6,008  
9,752 (1,318)  
Operating margin  
6.0%  
156  
(0.9%)  
154  
Financial results  
333  
Income (loss) before income taxes and extraordinary items  
Net operating income  
6,145  
4,946  
10.9%  
6,547  
4.281)  
4.211)  
4.28  
4.21  
8,093  
6,359  
12.7%  
4,820  
5.03  
9,657  
7,032  
13.2%  
5,746  
5.73  
4,476 (1,483)  
4,383  
7.4%  
7,894  
7.87  
1,647  
2.5%  
(662)  
(0.66)  
(0.66)  
0.73  
0.73  
1,003  
1.00  
Net operating income as % of net assets (RONA)  
Net income (loss)  
4,022  
4.09  
4.05  
4.24  
4.20  
Net income (loss) per share ()  
Diluted net income (loss) per share ()  
Net income per share (excluding one-time effects) ()  
Diluted net income per share (excluding one-time effects) ()  
Cash dividend  
4.91  
5.69  
7.80  
5.58  
6.21  
3.47  
3.45  
2,358  
2.35  
3.36  
5.45  
6.16  
2,356  
2.35  
2,358  
2.35  
Cash dividend per share ()  
2
Cash dividend including tax credit ) per share ()  
3.36  
3.36  
From the balance sheets:  
Property, plant and equipment  
Leased equipment  
23,111  
7,905  
28,558  
11,092  
68,244  
17,325  
29,532  
14,662  
75,393  
19,073  
36,434  
27,249  
93,199  
18,201  
40,145  
41,165  
33,714 36,002  
99,852 103,389  
12,510 14,525  
Current assets  
54,888  
12,851  
of which: Liquid assets  
Total assets  
101,294 124,831 136,149 174,667 199,274 207,410  
Stockholders’ equity  
22,355  
2,444  
31,988  
41,672  
25,496  
114%  
36,989  
41,950  
27,960  
2,391  
30,367  
2,561  
36,060  
2,565  
42,409 39,004  
of which: Capital stock  
2,609  
2,609  
Accrued liabilities  
35,787  
54,313  
34,375  
123%  
34,629  
62,527  
40,430  
133%  
37,695  
36,441  
41,570  
Liabilities  
90,560 109,661 115,327  
of which: Financial liabilities  
Debt-to-equity ratio  
64,488  
179%  
84,783 90,908  
200%  
233%  
Mid- and long-term provisions and liabilities  
Short-term provisions and liabilities  
Current ratio  
45,953  
50,918  
85%  
47,601  
58,181  
79%  
55,291  
83,315  
66%  
75,349  
87,532  
81,516 80,874  
67% 64%  
59,489 65,882  
Net assets (average of the year)  
Credit rating, long-term  
45,252  
50,062  
53,174  
Standard & Poor’s  
A +  
A 1  
A +  
A 1  
A
BBB+  
A3  
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  
8,051  
7,225  
5,683  
1,456  
12,337  
8,155  
10,245  
4,937  
9,470  
19,336  
5,655  
10,392  
19,117  
6,645  
6,487  
8,896  
17,951  
7,580  
7,254  
1,972  
3,315  
16,681  
18,023  
16,017 15,944  
(8,745) (14,530) (23,445) (32,110) (32,709) (13,287)  
Share price at year-end Frankfurt ()  
83.60  
96.06  
77.00  
78.25  
44.74  
41.20  
48.35  
41.67  
New York (US $)  
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  
1,003.2 1,003.2  
1,013.9 1,003.2  
419,758 421,661 433,939 463,561 449,594 379,544  
1
)
)
Excluding one-time positive tax effects, especially due to extra distribution of €10.23 per share.  
For our stockholders who are taxable in Germany. There is no tax credit from 2001 due to a change in the corporate income tax system.  
2
International Representative Offices 123  
International Representative Offices  
Berlin  
Kiev  
Phone +380 44 235 5251  
Fax +380 44 235 5288  
Seoul  
Phone +82 2 735 3496  
Fax  
Phone +49 30 25 94 11 00  
Fax  
+49 30 25 94 11 09  
+82 2 737 8965  
Abidjan  
Ljubljana  
Singapore  
Phone +225 21 75 1001  
Fax +225 21 75 1090  
Phone +386 61 1883 797  
Phone +65 849 8321  
Fax  
+386 61 1883 799  
Fax  
+65 849 8493  
Abu Dhabi  
London  
Skopje  
Phone +97 14 8833 200  
Phone +44 193 28 67 350  
Phone +389 2 114 016  
Fax  
+97 14 8833 201  
Fax  
+44 193 28 60 738  
Fax  
+389 2 114 754  
Bangkok  
Madrid  
Sofia  
Phone +662 676 6222 1000  
Phone +34 91 484 6161  
Fax +34 91 484 6019  
Phone +359 2 91 988  
Fax  
+662 676 5550  
Fax  
+359 2 945 40 14  
Beijing  
Melbourne  
Taipei  
Phone +86 10 6590 0158  
Phone +61 39 566 9104  
Phone +886 2 2783 9745  
Fax +86 10 6590 6237  
Fax  
+61 39 566 6210  
Fax +886 2 2788 6965  
Brussels  
Mexico City  
Tashkent  
Phone +32 2 23311 33  
Phone +52 5081 7376  
Phone +998 71 120 6374  
Fax  
+32 2 23311 80  
Fax  
+52 5081 7674  
Fax  
+998 71 120 6674  
Budapest  
Moscow  
Teheran  
Phone +361 451 2233  
Phone +7 095 797 5350  
Phone +98 21 204 6047  
Fax  
+361 451 2201  
Fax  
+7 095 797 5352  
Fax  
+98 21 204 6126  
Buenos Aires  
New Delhi  
Tel Aviv  
Phone +54 11 4801 3585  
Phone +91 1 1410 4959  
Phone +972 9957 9091  
Fax  
+54 11 4808 8702  
Fax  
+91 1 1410 5226  
Fax  
+972 9957 6872  
Cairo  
Paris  
Tokyo  
Phone +20 2 524 6127  
Fax +20 2 524 6700  
Phone +33 1 39 23 5400  
Fax +33 1 39 23 5442  
Phone +81 3 5572 7172  
Fax +81 3 5572 7126  
Caracas  
Pretoria  
Warsaw  
Phone +58 241 87 444 60  
Phone +27 12 677 1502  
Phone +48 22 697 7040  
Fax  
+58 241 87 444 62  
Fax  
+27 12 666 8191  
Fax  
+48 22 654 8633  
Hanoi  
Rome  
Washington D.C.  
Phone +84 8 8958 710  
Fax +84 8 8958 714  
Phone +39 06 4144 2405  
Fax +39 06 4121 9097  
Phone +1 202 414 6747  
Fax  
+1 202 414 6716  
Hong Kong  
São Paulo  
Windsor, Ontario  
Phone +85 2 2594 8876  
Phone +55 11 4173 7171  
Phone +1 519 973 2851  
Fax  
+85 2 2594 8801  
Fax  
+55 11 4173 7118  
Fax  
+1 519 973 2460  
Istanbul  
Sarajevo  
Zagreb  
Phone +90 212 482 3500  
Phone +387 33 664 376  
Phone +38 51 489 1500  
Fax +38 51 489 1501  
Fax  
+90 212 482 3521  
Fax  
+387 33 664 469  
1
24 Addresses & Information  
Addresses  
DaimlerChrysler AG  
Information  
Publications for our shareholders:  
7
0546 Stuttgart  
Germany  
Phone  
Fax  
DaimlerChrysler Annual Report  
(German, English)  
+49 711 17 0  
+49 711 17 94022  
www.daimlerchrysler.com  
Form 20-F  
(
English)  
DaimlerChrysler Corporation  
Auburn Hills, MI 48326-2766  
USA  
DaimlerChrysler Interim Reports for 1st, 2nd and  
3rd quarters (German, English)  
Phone  
+1 248 576 5741  
www.daimlerchrysler.com  
DaimlerChrysler Environment Report  
(
German and English)  
DaimlerChrysler Services AG  
1
0875 Berlin  
The financial statements of DaimlerChrysler  
Aktiengesellschaft prepared in accordance with  
German GAAP were audited by KPMG Deutsche  
Treuhand-Gesellschaft Aktiengesellschaft,  
Wirtschaftsprüfungsgesellschaft, and an unqualified  
opinion was rendered thereon.  
Germany  
Phone  
Fax  
+49 30 2554 0  
+49 30 2554 2525  
www.daimlerchryslerservices.com  
MTU Aero Engines GmbH  
Postfach 500640  
These financial statements will be published in  
the Bundesanzeiger (Federal Official Gazette)  
and filed at the Commercial Register in Stuttgart.  
The financial statements may be obtained from  
DaimlerChrysler free of charge.  
8
0976 Munich  
Germany  
Phone  
Fax  
+49 89 1489 0  
+49 89 1489 5500  
www.mtu.de  
These publications can be requested from:  
DaimlerChrysler AG  
7
0546 Stuttgart  
Germany  
The information can also be ordered by phone  
or fax under the following number:  
+
49 711 17 92287  
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  
DaimlerChrysler online  
Additional information on DaimlerChrysler is available on the Internet: www.daimlerchrysler.com  
Financial Diary  
Investor Relations  
2
002  
contact  
Annual Results Press Conference  
February 20, 2002  
Stuttgart  
1
0:00 a.m.  
Phone  
Fax  
+49 711 17 92261  
17 95277  
+49 711 17 94075  
Mercedes-Benz Technology Center (MBTC)  
Sindelfingen  
17 94109  
Analysts’ and Investors’ Conference  
February 20, 2002  
3
:00 p.m.  
New York  
Stuttgart-Möhringen  
Phone  
Fax  
+1 212 909 9081  
+1 212 909 9085  
Annual Meeting  
April 10, 2002  
1
0:00 a.m.  
Messe Berlin (Berlin Exhibition Center)  
Auburn Hills  
Interim Report Q1 2002  
April 30, 2002  
Phone  
Fax  
+1 248 512 2950  
+1 248 512 2912  
Interim Report Q2 2002  
July 18, 2002  
Interim Report Q3 2002  
October 23, 2002  
DaimlerChrysler AG  
Stuttgart, Germany  
Auburn Hills, USA  
www.daimlerchrysler.com  


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