Automotive   |   Mercedes-Benz Group AG
Driven by Values  
Annual Report 2005  
Key Figures  
DaimlerChrysler Group  
2
005  
2004  
2003  
05/04  
Amounts in millions of €  
Change in %  
Revenues  
149,776  
47,337  
20,948  
77,611  
67,015  
24,828  
142,059  
48,845  
22,315  
73,266  
64,232  
19,948  
136,437  
51,157  
24,182  
73,477  
64,757  
13,736  
(1,933)  
362,063  
6,614  
+5  
-3  
Western Europe  
of which: Germany  
-6  
NAFTA  
+6  
+4  
+24  
of which: United States  
Other markets  
Discontinued operations  
Employees (at year-end)  
Investments in property, plant and equipment  
Research and development expenditure  
Cash provided by operating activities  
Operating profit  
382,724  
6,580  
5,649  
12,353  
5,185  
2,846  
2.80  
384,723  
6,386  
5,658  
11,060  
5,754  
2,466  
2.43  
-1  
+3  
-0  
5,571  
13,826  
5,686  
448  
+12  
-10  
+15  
+15  
+1  
0
Net income  
per share (in €)  
0.44  
Total dividend  
1,527  
1.50  
1,519  
1,519  
Dividend per share (in €)  
1.50  
1.50  
Divisions  
>>  
Unit Sales  
Structure  
>>  
Divisions  
2
005  
2004  
2003  
05/04  
Amounts in millions of €  
Change in %  
Mercedes Car Group  
Operating profit (loss)  
(505)  
50,015  
1,666  
49,630  
3,126  
51,446  
.
+1  
-30  
-8  
Revenues  
Investments in property, plant and equipment  
Research and development expenditure  
Unit sales  
1,629  
2,343  
2,939  
2,418  
2,634  
2,687  
1,216,838  
104,345  
1,226,773  
105,857  
1,216,938  
104,151  
-1  
Employees (Dec. 31)  
-1  
Chrysler Group  
Operating profit (loss)  
Revenues  
1,534  
50,118  
1,427  
49,498  
2,647  
(506)  
49,321  
2,487  
+7  
+1  
Investments in property, plant and equipment  
Research and development expenditure  
Unit sales  
3,083  
+16  
+9  
1,710  
1,570  
1,689  
2,812,993  
83,130  
2,779,895  
84,375  
2,637,867  
93,062  
+1  
Employees (Dec. 31)  
-1  
Commercial Vehicles  
Operating profit  
2,093  
40,634  
1,743  
1,332  
34,764  
1,184  
811  
26,806  
958  
+57  
+17  
+47  
+4  
Revenues  
Investments in property, plant and equipment  
Research and development expenditure  
Unit sales  
1,281  
1,226  
946  
824,867  
117,183  
712,166  
114,602  
500,981  
88,014  
+16  
+2  
Employees (Dec. 31)  
Financial Services  
Operating profit  
1,468  
15,439  
117,724  
45  
1,250  
13,939  
102,399  
91  
1,240  
14,037  
98,199  
76  
+17  
+11  
+15  
-51  
-1  
Revenues  
Contract volume  
Investments in property, plant and equipment  
Employees (Dec. 31)  
11,129  
11,224  
11,035  
Other Activities  
Operating profit  
591  
2,396  
109  
456  
2,200  
134  
1,329  
4,084  
169  
+30  
+9  
Revenues  
Investments in property, plant and equipment  
Research and development expenditure  
Employees (Dec. 31)  
-19  
+5  
240  
228  
420  
18,164  
20,636  
20,192  
-12  
Unit Sales Structure  
Mercedes Car Group  
S-Class/SL/Maybach  
E-Class/CLS  
6%  
22%  
33%  
21%  
8%  
C-Class/CLK/SLK/Sport Coupe  
A-Class/B-Class  
M-Class/R-Class/G-Class  
smart  
10%  
Chrysler Group  
Passenger cars  
Light trucks  
Sports tourers  
Minivans  
23%  
21%  
11%  
19%  
26%  
SUVs  
Commercial Vehicles  
Trucks  
Vans  
62%  
33%  
5%  
Buses  
Doing business means creating values that last. One of these  
values is mobility – our customers’ independence to get to  
wherever they want to go, whenever and in whatever manner  
they choose. To fulfill our customers’ desire for mobile  
independence, we have been developing and producing inno-  
vative passenger cars and powerful commercial vehicles for  
120 years. We also offer our customers a full range of sophisti-  
cated financial services. We at DaimlerChrysler are working  
on this all over the world. Responsible and open to innovation,  
we deliver top performance day after day.  
Mercedes Car Group  
Chrysler Group  
Commercial Vehicles  
DaimlerChrysler  
Financial Services  
Contents  
Annual Report 2005  
4
28  
70  
88  
Essentials  
Management  
Report  
Divisions  
Cross-Divisional  
Activities  
4
7
Our Values  
Driven by Values  
28 Overview  
30 Business and Strategy  
37 Profitability  
47 Liquidity and Capital  
Resources  
72 Mercedes Car Group  
76 Chrysler Group  
80 Commercial Vehicles  
84 Financial Services  
86 Other Activities  
90 Sustainability at  
DaimlerChrysler  
92 Human Resources  
94 Research and  
Technology  
16 Chairman’s Letter  
2
2
0 Board of Management  
2 Important Events  
24 DaimlerChrysler Shares  
53 Financial Position  
96 DaimlerChrysler and  
the Environment  
98 Global Procurement  
and Supply  
5
5
5 Capital Expenditure  
5 Research and Develop-  
ment  
5
5
5
6 Procurement and Supply  
6 Workforce  
7 Events after the End of  
the 2005 Financial Year  
8 Risk Report  
100 Social Responsibility  
5
6
4 Outlook  
What defines the world of Daimler-  
Chrysler – and what makes us different  
from other companies?  
The Management Report is prepared  
in accordance with German  
Accounting Standard DRS 15 and is  
audited by independent auditors.  
DaimlerChrysler comprises four  
divisions.  
DaimlerChrysler is committed to the  
principles of sustainability.  
This chapter describes the business  
developments of the divisions. In  
addition, we report here on new pro-  
ducts, major investments and the  
measures we have initiated to enhance  
quality and efficiency.  
This chapter provides details of the  
Group’s cross-divisional activities.  
Economic, ecological and social respon-  
sibility are the basis of our actions.  
This chapter provides fundamental and  
personal information, helping you to  
get to know and understand the world  
of DaimlerChrysler.  
In this chapter, the Board of Manage-  
ment provides information on the busi-  
ness situation, the Group’s finances,  
cash flow and profitability, and the  
opportunities and risks of future deve-  
lopments.  
2
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities |102 Corporate Governance |122 Consolidated Financial Statements | 203 Additional Information  
1
02  
122  
203  
Additional  
Corporate  
Consolidated  
Financial Statements Information  
Governance  
1
04 Corporate Governance  
122 Overview  
203 Transition to  
International Financial  
Reporting Standards  
(IFRS)  
204 Ten-Year Summary  
206 Glossary  
207 Index  
208 International Represen-  
tative Offices  
Report  
124 Statement by the  
Board of Management  
125 Report of Independent  
Registered Public  
Accounting Firm  
126 Consolidated Financial  
Statements  
110 Compensation Report  
114 Declaration of Compli-  
ance with the German  
Corporate Governance  
Code  
116 Report of the  
Supervisory Board  
120 Members of the  
Supervisory Board  
21 Report of the Audit  
Addresses/  
Information/  
Internet  
1
Committee  
DaimlerChrysler  
Worldwide  
Financial Calendar 2006  
The system of corporate management  
and supervision at DaimlerChrysler  
is oriented towards the German Cor-  
porate Governance Code and inter-  
national standards.  
DaimlerChrysler’s consolidated finan-  
cial statements are prepared in accor-  
dance with US Generally Accepted  
Accounting Principles (US GAAP) and  
are audited by independent auditors.  
In this section, you will find more  
facts and figures, supplementary  
information and practical suggestions  
for other sources of information.  
This chapter explains the functions,  
interactions and compensation of the  
bodies of the company, especially  
the Board of Management and the  
Supervisory Board.  
In this chapter, the consolidated finan-  
cial statements are shown in full detail.  
3
Top Performance  
Developing outstanding and durable technologies, producing  
innovative and appealing products, offering customer-oriented  
services and consistently delivering top performance in all of  
these areas – that’s what we are doing to ensure that Daimler-  
Chrysler maintains and enhances its leading position in global  
markets. We are working on this with all our strength, tremendous  
commitment and a clear focus on the future.  
4
Responsibility  
As automotive pioneers, we take responsibility and meet the  
challenges connected with the automobile, which has become  
an indispensable part of our daily lives. We are continually  
developing new and sustainable solutions for greater traffic safety,  
lower fuel consumption, reduced pollutant and noise emissions,  
and future-oriented transportation concepts. We act responsibly,  
transparently and reliably – both inside and outside our company.  
5
Open-mindedness  
We have clear ideas about the future of our company, and we  
pursue our goals for the benefit of our customers, shareholders  
and employees. Our continued success depends on our ability  
to respond creatively to change. We know that the world is con-  
stantly on the move, and we are prepared to alter our thoughts  
and actions if a situation calls for it. After all, only those who are  
open to change can be successful over the long term.  
6
Driven by Values  
Ever since Gottlieb Daimler and Carl Benz invented the auto-  
mobile, their strong pioneering spirit has inspired us to deliver  
outstanding automotive innovations. Through our product design,  
automotive engineering and safety technology, we are pioneering  
innovators developing groundbreaking automotive concepts  
that promote individual mobility for millions of people all over the  
world. So that our customers experience the fascinating values  
embodied by our exceptional automobiles — now and in the future.  
7
Christoph Goeser has big ambitions  
and the right partner.  
Innovative  
Our customers expect innovative advisory services. They have high  
demands, which we have been satisfying for many years. They trust  
us and recommend us to others. I am aware of this responsibility  
and do my best every day - in my own company, as chairman of the  
REM AG and as Honorary Consul for the Republic of Slovakia. As well  
as performance, I place great importance on personal appearance.  
Both aspects should ideally complement each other. That’s also what  
I like about my car. You could say that the S-Class suits me perfectly.”  
Carl Benz and Gottlieb Daimler invented the automobile almost  
simultaneously in the year 1886. This pioneering spirit is a constant  
spur for our engineers to develop the safest and most innovative  
automobiles in the world.  
9
For Janice Ford-Johnson and her Jeep Commander  
®
there is always something new to discover.  
Individual  
There are no two days alike in my life. My job and my lively family  
make sure of that. My grandchildren Tamir and Taariq are the liveliest  
of all: fishing for salmon, inline skating, playing the drums – it’s a good  
thing that Grandma’s so active and has a car you can fit nearly every-  
thing and everybody into: Just yesterday I had half a baseball team  
in it. But my Jeep Commander is comfortable as well as practical.  
®
It does everything you ask of it and has a lot of character – like me!  
Maybe that’s why I like it so much.”  
A lot has happened since the first Jeep was developed in 1941.  
®
An uncomfortable military vehicle was then adapted to civilian use,  
allowing owners like Janice Ford-Johnson to enjoy the freedom,  
adventure, mastery, authenticity and capability of Jeep vehicles.  
®
1
1
You can rely on Jürgen Behm  
and his Actros.  
Reliable  
“I only slow down when I have to. In my business the important thing  
is to keep moving, one day after another. Waiting around doesn’t get  
you anywhere: get in the cab and drive, that’s what it’s all about.  
Direct-gear transmission, injection pressure, planetary hubs – that’s  
all very well. But when I’m on the road only one thing counts: getting  
myself and the goods to the right place at the right time in good  
condition. In a word: ‘reliability’. That’s why I decided on the Actros  
BlackEdition. And I would do the same thing again. Because it’s  
never let me down.”  
In 1896, Gottlieb Daimler built the first motorized truck in Stuttgart.  
Up to the present day, Mercedes-Benz trucks have always been  
among the most reliable in the world. So that people like Jürgen Behm  
can do their job.  
1
3
For over twenty years Bill Golling has offered his  
customers the right vehicle with the right financing  
solution by Chrysler Financial.  
Excellent  
For over twenty years, DaimlerChrysler Financial Services, specifically  
Chrysler Financial, has served as my automotive finance partner of  
choice. Because of their dedication to the success of my business,  
I consider them one of my most important business relationships.  
Whether it’s financial solutions for my dealership operations or retail or  
lease offerings, I have found that their people, products and processes  
are solely dedicated to helping me sell more vehicles. Currently, Chrysler  
Financial finances more than 90 percent of our retail and lease  
customers. They provide an outstanding blend of customer service and  
innovative automotive financing solutions. Now that’s what I consider  
excellent value.”  
Since the introduction of the Dodge Polara with the powerful HEMI  
engine in 1964, Chrysler Financial has provided dealers like Bill Golling  
with the finest automotive financing products and services to help  
drive sales of Chrysler, Jeep and Dodge vehicles.  
®
15  
I have held the top position at DaimlerChrysler since the beginning of this year.  
For me, it is the most interesting job in the entire automotive industry and a great  
professional challenge. With this letter, I address you personally for the first time  
in a DaimlerChrysler Annual Report.  
This Annual Report provides you with detailed information on business develop-  
ments, our financial situation and DaimlerChrysler in general. I’ll begin with a brief  
overview of the current situation.  
DaimlerChrysler is one of the world’s most renowned automotive companies,  
offering a broad spectrum of unique brands. With our comprehensive range of  
passenger cars and commercial vehicles, we are represented worldwide in nearly  
all markets and market segments. Last year alone, we launched 17 new models.  
We safeguard our market position through innovation and pioneering technologies.  
Examples include new systems designed to improve traffic safety such as  
®
BAS PLUS brake assistance and PRE-SAFE occupant protection, as well as  
BlueTec – the cleanest diesel engines in the world.  
Although we are not yet where we want to be, our strengths give us confidence  
in our future. We know that we need to do more to improve our profitability.  
Last year we did not cover our cost of capital, and this is something we are  
striving to change. We can only create the right conditions for a sustainable  
increase in the value of our company – and thus also for the positive development  
of our share price – through long-term profitable growth.  
In view of the difficult competitive environment, this is an ambitious goal.  
We have therefore initiated a far-reaching transformation process throughout  
DaimlerChrysler so that we can permanently improve our competitiveness.  
1
7
All of the measures taken in this context have one thing in common:  
We will get faster, more flexible, leaner and more efficient, and seek to achieve  
operational excellence in everything we do.  
At the same time, we are working on improving our cost structure in order to  
match the level of our best competitors. However, it would be shortsighted to look  
only at costs. Our focus is on products. In this area we want to achieve even more  
-
with the more efficient use of our resources. We aim to combine our strengths  
within DaimlerChrysler to develop, produce and sell compelling top-quality  
products that provide maximum customer benefit. Ultimately, our products will be  
the measure of our success. And we are already making progress in this regard.  
The Mercedes-Benz brand now has the youngest and most comprehensive  
product range in its long history. With the S-, B-, M- and R-Class, Mercedes-Benz  
launched four completely new model series in 2005 – more than ever before.  
With its new vehicles, the Chrysler Group is increasingly setting itself apart from  
its North American competitors in terms of quality, innovation and design.  
Last year, it launched the Dodge Charger, the Ram Mega Cab, the Viper Coupe and  
the Jeep Commander, as well as the powerful and sporty SRT vehicles.  
®
Our Commercial Vehicles division profits from its global reach and will continue  
to supply vehicles tailored to local markets at competitive prices. Thanks to strong  
products – such as the new vehicles of the Axor and Atego families, the new  
Mercedes-Benz and Setra buses and the FUSO Canter – we set new records for unit  
sales of commercial vehicles in 2005. We are pioneers in the market with our  
hybrid drive and BlueTec diesel technology.  
1
8
In total, we will launch approximately 50 new vehicles in the years 2005 through  
008. To do this, we will invest nearly €35 billion in the next three years. This will  
2
be the foundation for our future success.  
Our Annual Report motto is “Driven by Values”. Top performance, responsibility  
and open-mindedness are the principles behind our actions. We place a top  
priority on adherence to ethical principles. We intend to live these values –  
internally and externally - enabling our customers to experience “driving values”  
with our products.  
I have great confidence in our company. DaimlerChrysler undoubtedly has the  
potential to create sustainable value for you, our shareholders, and concurrently  
for our customers, our employees and society in general. My colleagues and  
I will make every effort to ensure that we realize this potential.  
I cordially invite you to join us on this path forward.  
Yours sincerely,  
Dieter Zetsche  
1
9
Board of Management  
Jürgen E. Schrempp | 61  
Dieter Zetsche | 52  
Chairman of the Board of Management until December 31, 2005  
Chairman of the Board of Management /  
Head of Mercedes Car Group | Appointed until 2010  
Thomas W. LaSorda | 51  
Andreas Renschler | 47  
Chrysler Group | Appointed until 2007  
Truck Group | Appointed until 2007  
Bodo Uebber | 46  
Thomas Weber | 51  
Finance&Controlling/Financial Services | Appointed until 2011  
Group Research&Mercedes Car Group Development | Appointed until 2010  
2
0
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Günther Fleig | 57  
Rüdiger Grube | 54  
Human Resources&Labor Relations Director | Appointed until 2009  
Corporate Development | Appointed until 2007  
Eric R. Ridenour | 47  
Thomas W. Sidlik | 56  
Chief Operating Officer (COO) Chrysler Group | Appointed until 2008  
Global Procurement&Supply | Appointed until 2008  
Retired from the Board of Management:  
Jürgen E. Schrempp | 61  
retired on December 31, 2005  
Eckhard Cordes | 55  
retired on August 31, 2005  
Jürgen Hubbert | 66  
retired on April 6, 2005  
2
1
Important Events in 2005  
New Van Technology Center  
VTC) opened. A total of  
,000 jobs from the Stuttgart  
(
1
Two world premieres in  
Detroit. At the North American  
International Auto Show, the  
Mercedes Car Group presents  
the new M-Class and the  
Chrysler Group presents the  
new Dodge Charger.  
region are brought together at  
the new VTC. The VTC will  
enable the Vans business unit  
to further enhance its quality  
and efficiency, thus creating  
the right conditions for global  
growth.  
january  
february march  
april  
may  
july  
Mercedes Car Group starts  
CORE program. The Merce-  
des Car Group initiates a com-  
prehensive program to improve  
efficiency and increase earn-  
ings. As a result of the CORE  
program, the Mercedes Car  
Group intends to achieve a  
return on sales of 7% by 2007.  
World premiere of Mercedes-  
Benz R-Class in New York.  
The grand sports tourer is a  
combination of well-known  
vehicle categories such as  
sporty sedan, station wagon,  
van and sport utility vehicle  
(SUV), creating a new, unique  
profile.  
Presentation of new busi-  
Supervisory Board decides  
ness model for smart brand. on changes to top manage-  
The new business model aims  
to reduce fixed costs while  
increasing productivity.  
ment. Dr. Dieter Zetsche  
becomes Chairman of the Board  
of Management of Daimler-  
Chrysler AG as of January 1,  
2006.  
Successful maiden flight of  
Airbus A380. The successful  
first flight on April 27, 2005  
of the world’s biggest passen-  
ger aircraft, the Airbus A380,  
is a milestone in the history of  
civil aviation.  
Chrysler Group improves  
productivity. The highly  
respected Harbour Report  
North America shows that the  
Chrysler Group increased  
productivity by 4.2% in 2004.  
Over the last three years, the  
Chrysler Group has improved  
its manufacturing productivity  
by an industry-leading 19%.  
2
2
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler obtains  
largest order for hybrid bus- Financial Services starts  
One year of reliable opera-  
tions for Toll Collect. Toll  
Collect’s electronic toll system  
for trucks over 12 metric tons  
has been running smoothly since  
starting on January 1, 2005.  
Its functions are expanded with  
the new On-Board-Unit 2 soft-  
ware on January 1, 2006.  
Pioneering innovations at the  
es. DaimlerChrysler Commer-  
Commercial Vehicles Show in cial Buses North America  
financing company in  
China. DaimlerChrysler Auto-  
motive Finance (China)  
Amsterdam. Amongst others  
BlueTec diesel technology  
for the Atego and Axor truck  
receives an order to supply  
500 Orion VII buses with hybrid Ldt. starts business providing  
drive to the New York transport financing for passenger cars  
series and the new hybrid-drive authorities. This is the world’s  
Canter light truck are presented biggest order for hybrid buses  
and commercial vehicles,  
including insurance and dealer  
financing.  
for the first time.  
to date.  
september  
october  
november  
december  
World premiere of new  
S-Class at Frankfurt Motor  
Show. The new S-Class is  
fitted with around a dozen pio-  
neering innovations to offer  
the highest levels of automotive  
safety and comfort.  
New factory for World  
DaimlerChrysler sells  
shareholding in Mitsubishi  
Motors. DaimlerChrysler sells  
its shareholding in MMC for  
€970 million. The alliance  
projects with MMC are to be  
continued.  
Sale of DaimlerChrysler Off-  
Highway business unit to  
EQT. As part of the strategic  
focus on the core business,  
DaimlerChrysler sells its busi-  
ness unit that produces large  
diesel engines. The transaction  
is to be closed during 2006.  
Engine. In Dundee, Michigan,  
series production starts of  
the World Engine, developed  
together with partners Mit-  
subishi Motors and Hyundai  
Motor. This new 4-cylinder  
gasoline engine will benefit from  
substantial economies of scale.  
Board of Management de-  
cides on staff reductions at  
the Mercedes Car Group.  
The Board of Management  
approves a package of mea-  
sures with the goal of reducing  
the Mercedes Car Group’s  
workforce in Germany by  
8
,500 jobs.  
2
3
DaimlerChrysler Shares  
Positive development of international stock markets | Significant gains for  
DaimlerChrysler’s share price | Some 70,000 shareholders use our Personal  
Internet Service  
Development of DaimlerChrysler Shares  
and Important Indices  
End of  
2005  
End of  
2004  
05/04  
% change  
Upward trend for international stock exchanges. European  
and Asian stock exchanges climbed significantly during the  
year 2005. However, the US indices Dow Jones, Nasdaq and S&P  
500 did not rise sharply until the end of the year, following a  
weaker phase. In general, markets profited from distinctly stron-  
ger buyer interest – a result of continuing solid economic  
growth in the United States and Asia, and also in some Europe-  
an countries. The moderate level of interest rates and the  
significant appreciation of the US dollar against the euro and  
the yen also had a positive impact in 2005. The gains made  
by German stocks were partially a result of their still relatively  
low levels compared internationally. On the other hand, the  
development of stock prices in the automotive sector was nega-  
tively affected by the high prices of raw materials, especially  
oil – in New York the price of crude oil climbed from about US $40  
to US $61 per barrel during the year. As a result of the hurri-  
canes in the Gulf of Mexico and the Southern states of the USA,  
the oil price was actually around US $70 per barrel for a while.  
DaimlerChrysler shares (in €)  
43.14  
35.26  
+22  
DAX 30  
5,408  
3,579  
10,718  
16,111  
231  
4,256  
2,951  
10,783  
11,489  
193  
+27  
+21  
-1  
Dow Jones Euro Stoxx 50  
Dow Jones Industrial Average  
Nikkei  
+40  
+20  
-41  
Dow Jones Stoxx Auto Index  
S&P Automobiles Industry Index  
94  
159  
Stock Exchange Data of DaimlerChrysler Shares  
International securities identification number  
German securities identification number  
CUSIP  
DE0007100000  
710000  
D1668R123  
DCX  
In this situation, automobile manufacturers’ share prices deve-  
loped very differently: US producers’ stocks fell significantly  
due to the increasingly intense competition in the United States,  
falling profits and repeated downgrading by the rating agencies.  
On the other hand, the stocks of European and Asian automa-  
kers rose, in some cases quite significantly. This was also reflec-  
ted by the development of the auto indices: in the year 2005,  
Stock-exchange abbreviation  
Reuters ticker symbol  
DCXGn.DE, DCX.N  
DCX:GR  
Bloomberg ticker symbol  
the US index S&P Automobiles Industry fell by 41%, while the Euro  
-
pean Dow Jones Stoxx Auto Index rose by 20%.  
Positive development of DaimlerChrysler’s share price. At  
the beginning of last year, DaimlerChrysler’s share price did  
not continue its strong climb of the end of 2004. This was parti-  
ally due to significant increases in raw-material prices, overall  
higher customer incentives in the US car market and rising inte-  
rest rates in the United States. Many investors were afraid that  
the Chrysler Group would no longer be able to generate sustai-  
2
4
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler Share Price (high/low)  
Share Price Index  
(
in €)  
DaimlerChrysler  
Dow Jones STOXX Auto Index  
DAX  
4
4
4
3
3
3
3
5.00  
140  
130  
120  
110  
100  
90  
2.50  
0.00  
7.50  
5.00  
2.50  
0.00  
80  
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec  
Dec 30  
004  
Feb 28 April 29 June 30  
2005 2005 2005  
Aug 31  
2005  
Oct 31  
2005  
Dec 30  
2005  
2
ned positive earnings in this environment. Another factor was  
the weakness of the Mercedes Car Group in terms of profitability.  
Pressure to sell DCX was predominant, particularly in April,  
with the result that our stock was at a low for the year of €29.78  
at the end of that month. Although our profits for the first  
quarter exceeded market expectations, the share price did not  
benefit due to the weakening stock-market sentiment at that  
time.  
Significantly higher free float. DaimlerChrysler has a broad  
shareholder base of approximately 1.5 million shareholders.  
At the end of 2005, the biggest shareholder was the Kuwait In-  
vestment Authority with a holding of 7.2%. In total, institutional  
investors held 70.4% of our equity and private investors held  
22.4%. Around 74% of our capital stock was in the hands of Euro-  
pean investors and around 17% was held by US investors.  
Deutsche Bank reduced its shareholding in DaimlerChrysler  
during 2004, at first from 10.4% to 6.9% in July, and then  
from 6.9% to 4.4% in November. As this holding is no longer  
regarded as a strategic investment, compared with the prior  
year, the free float increased by 10.4 percentage points to 92.8%.  
The weighting of DaimlerChrysler shares in various indices  
therefore rose.  
A significant upward trend started in May, and accelerated follo-  
wing the announcement of the figures for the second quarter  
and the change in the management decided upon by the Super-  
visory Board. The share price benefited not only from an impro-  
ved stock-market environment, but also from the growing  
confidence that the CORE efficiency-improving program at the  
Mercedes Car Group would be successfully implemented and  
that business was developing positively in the Commercial Vehi-  
cles and Financial Services divisions. The equity market also  
honored the fact that the Chrysler Group achieved appropriate  
earnings in a difficult environment. Although Deutsche Bank  
placed 35 million DaimlerChrysler shares with institutional invest-  
ors at the end of July, the upward trend continued during the  
summer months: our share price gained approximately 50% from  
May until the end of September. On September 28, it reached  
a high for the year of €45.92 (US $55.15), followed by increased  
profit taking. Another negative factor was the growing fear of  
inflation and a difficult car market in the United States. After this  
weaker phase, the share price at first climbed more signifi-  
cantly in November, but came under pressure once again at the  
end of that month due to the sale of another 25 million shares  
by Deutsche Bank. Distinctly firmer stock markets, reductions in  
raw-material prices and a considerably stronger US dollar had  
a positive impact in December. The closing price at the end of  
In the German DAX 30 index, DaimlerChrysler’s shares were  
ranked in fifth position at the end of 2005 with a weighting of  
7.0%. In the Dow Jones Euro Stoxx 50 index, our stock was  
represented with a weighting of 2.2%. Global trading volume in  
DCX amounted to around 1.7 billion shares in 2005 (2004:  
1.5 billion), of which about 111 million were traded in the United  
States (2004: 123 million) and 1,577 million in Germany (2004:  
1,336 million).  
2
005 was €43.14 in Frankfurt (Xetra) and US $51.03 in New  
York. The generally positive development of DaimlerChrysler’s  
share price continued at the beginning of 2006.  
2
5
Statistics  
End of  
005  
End of  
2004  
05/04  
% change  
Extensive Investor Relations activities. As in the prior year,  
the Investor Relations department provided timely information on  
the company to analysts, institutional investors, rating agencies  
and private shareholders.  
2
Capital stock (in millions of €)  
Number of shares (in millions)  
Market capitalization (in billions of €)  
Number of shareholders (in millions)  
Weighting in share indices  
DAX 30  
2,647  
1,018.2  
43.9  
2,633  
1,012.8  
35.7  
+1  
+1  
+23  
-12  
Our communication activities for institutional investors and  
analysts included roadshows in the major financial centers of  
Europe, North America and Asia, as well as a large number  
of one-on-one meetings in Stuttgart and Auburn Hills. We also  
carried out presentations of the company at the international  
motor shows in Detroit, Frankfurt, Geneva and Tokyo. We provi-  
ded information to the capital market on our quarterly results  
and important changes at the company by means of conference  
calls, which were simultaneously transmitted on the Internet.  
The key areas of capital-market communication included the  
Group’s current development, the outlook for full-year 2005,  
the positioning of the divisions in their respective competitive  
environments and the strategic orientation of the Group.  
1.5  
1.7  
7.0%  
2.2%  
6.4%  
1.9%  
Dow Jones Euro Stoxx 50  
Long-term credit ratings  
Standard & Poor’s  
BBB  
A3  
BBB  
A3  
Moody’s  
Fitch  
BBB+  
A-  
BBB +  
A –  
Dominion Bond  
Statistics per Share  
2005  
2004  
05/04  
% change  
Expanded Investor Relations information service on the  
Internet. As a part of DaimlerChrysler’s corporate website,  
the Investor Relations section at www.daimlerchrysler.com/  
investor was accessed more than 40,000 times a month  
last year, equivalent to around 1,300 visitors each day. 42%  
of visitors accessed the German version, while 58% accessed  
the pages in English.  
Net income (basic)  
Net income (diluted)  
Dividend  
2.80  
2.80  
2.43  
2.43  
+15  
+15  
-
1.50  
1.50  
Stockholders’ equity (Dec. 31)  
Share price: year-end  
high  
35.80  
43.14 1  
45.92 1  
29.78 1  
33.10  
+8  
35.26 1  
39.41 1  
31.63 1  
+22  
+17  
-6  
low  
We continued expanding our Internet information service for  
shareholders in 2005. For example, via DaimlerChrysler’s  
IR section, users are able to access the reports, analyses and  
profit estimates that are published on external finance web-  
sites by investment companies and financial analysts. At the end  
of the year, detailed information on bonds was included in our  
Internet service.  
1
Frankfurt Stock Exchange  
2
6
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Shareholder Structure as of Dec. 31, 2005  
By type of shareholder  
By region  
Kuwait Investment Authority  
Institutional investors  
Retail investors  
7.2%  
70.4%  
22.4%  
Germany  
47.5%  
26.7%  
16.5%  
9.3%  
Europe excluding Germany  
USA  
Rest of the world  
Strong visitor interest in the Annual Meeting. More than 8,400  
shareholders attended the Annual Meeting of DaimlerChrysler  
AG held at the International Congress Center (ICC) in Berlin on  
April 6, 2005. Approximately 38% of the equity capital was  
represented at the Annual Meeting. In the voting on the nine items  
on the agenda, the Annual Meeting adopted the recommenda-  
tions of the management with large majorities. More than 40  
shareholder spokespersons asked a total of nearly 350 questions  
at the Annual Meeting, which were answered by the Board of  
Management and the Supervisory Board. In addition, Daimler-  
Chrysler’s shareholder service replied by telephone or e-mail  
to some 5,000 inquiries on the Annual Meeting and other issues  
connected with our stock.  
The Personal Internet Service is also available to the sharehol-  
ders with additional attractive functions outside the period of  
the Annual Meeting, acting as an additional platform for electronic  
communication by Investor Relations. For example, it allows  
personal data in the share register to be viewed and processed  
online. In addition, shareholders can gain information on the  
company in electronic form even more effectively than before.  
Access to the Personal Internet Service and further information  
on it can be found at https://register.daimlerchrysler.com.  
Shareholders go online. Our electronic information and com-  
munication service, which we are continually expanding and  
improving for our shareholders, is becoming increasingly popular:  
The number of shareholders registered in DaimlerChrysler’s  
Personal Internet Service increased by 40% to some 70,000  
in the year 2005.  
For the first time, 35,000 shareholders received their invita-  
tions to the 2005 Annual Meeting by e-mail instead of by  
post.  
A quarter of the entrance tickets for the Annual Meeting were  
ordered online.  
14,000 shareholders took advantage of the possibility  
to exercise their voting rights at the Annual Meeting via  
the Internet.  
And around 50,000 shareholders have already decided  
to have their documents for the 2006 Annual Meeting sent  
by e-mail.  
As a part of our comprehensive approach, DaimlerChrysler’s  
Personal Internet Service provides support to the shareholders  
on all aspects of the Annual Meeting. In this way, we make it  
easier for our shareholders to exercise their voting rights, cut  
costs and protect the environment by reducing the use of paper.  
2
7
Management Report  
Business developments at DaimlerChrysler in the year 2005 were  
generally satisfactory in view of the difficult market conditions.  
Revenues and unit sales increased again. We achieved the earnings  
target we had set for the Group – despite the substantial burdens  
of restructuring expenses, significant increases in material and oil  
prices, and less favorable euro/US dollar hedging rates than in  
the prior year. In order to improve the Group’s profitability over the  
long term, during the year under review we implemented measures  
designed to increase efficiency in all divisions. The Mercedes Car  
Group is to be returned to a path of sustainable competitiveness  
and profitability as a result of the CORE program. We consistently  
continued our strategy of focusing on our core competencies by  
disposing of operations that are not part of our core business.  
2
8
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contents  
3
0 Business and Strategy  
55 Capital Expenditure  
55 Research and Development  
56 Procurement and Supply  
56 Workforce  
The company  
New management model  
Strategy  
Economy and the industry  
Business developments  
37 Profitability  
57 Events after the End of the  
2
005 Financial Year  
Statements of income  
Dividend  
Operating profit  
Performance measures  
Return on net assets and  
value added  
58 Risk Report  
Risk management system  
Economic risks  
Industry and business risks  
Finance market risks  
Legal risks  
Overall risks  
47 Liquidity and Capital Resources  
Principles and objectives of  
financial management  
Cash flow  
Refinancing  
Ratings  
64 Outlook  
The world economy  
Automotive markets  
Unit sales  
5
3 Financial Position  
Revenues and earnings  
Capital expenditure  
Research and development  
Workforce  
2
9
Business and Strategy  
The company  
Future production facilities will also include China. The Group’s  
most important markets in 2005 were Germany with 29% of  
unit sales, the other markets of Western Europe (35%), the United  
States (19%) and Japan (4%).  
DaimlerChrysler AG was formed in November 1998 as a result  
of the merger between Daimler-Benz AG and Chrysler Cor-  
poration. The Group can look back on a tradition of more than  
one hundred years, featuring pioneering achievements in  
automotive engineering by both of its predecessor companies.  
Today, DaimlerChrysler is a leading supplier of superior pas-  
senger cars, sport-utility vehicles, sports tourers, minivans and  
pick-ups, and the world’s largest manufacturer of commercial  
vehicles. In addition, DaimlerChrysler holds a 33% interest in the  
European Aeronautic Defence and Space Company (EADS),  
one of the world’s leading companies in the field of aerospace  
and defense technology.  
The Chrysler Group develops, produces and distributes pas-  
senger cars, sports tourers, minivans, sport-utility vehicles and  
light trucks under the Chrysler, Jeep and Dodge brands. In  
®
addition, the Chrysler Group manufactures and markets spare  
parts and accessories for the MOPAR brand. Most of its pro-  
duction facilities are in the United States, Canada and Mexico.  
In 2005, 82% of its vehicles were sold in the United States,  
8% in Canada and 4% in Mexico. 6% of its vehicles were expor-  
ted to markets outside the NAFTA region.  
With its strong brands and a comprehensive portfolio of automo-  
biles ranging from small cars to heavy trucks, supplemented  
by tailored services along the automotive value chain, Daimler-  
Chrysler is active in nearly all of the world’s markets. The  
Group has production facilities in a total of 20 countries. The  
worldwide networking of research and development activities  
and of production and sales locations gives DaimlerChrysler  
considerable potential to enhance efficiency and gain advan-  
tages in an internationally competitive environment.  
Within a worldwide network, DaimlerChrysler’s Commercial  
Vehicles division develops and produces trucks, vans and  
buses under the brands Mercedes-Benz, Freightliner, Sterling,  
Western Star, FUSO, Setra, Thomas Built Buses and Orion.  
The product range covers small vans, medium and heavy-duty  
trucks for local and long-distance deliveries and for con-  
struction sites, as well as tourist, urban and overland buses.  
It also supplies vehicles for special applications and the  
Unimog multi-function vehicle. The division’s most important  
sales markets are the United States, with 22% of unit sales  
in 2005, Germany (13%), the other markets of Western Europe  
(20%), Asia (22%) and South America (7%).  
Of DaimlerChrysler’s total revenues of €149.8 billion in the year  
2005, 31% was generated by the Mercedes Car Group, 33% by  
the Chrysler Group, 26% by Commercial Vehicles, 9% by Finan-  
cial Services and 1% by Other Activities.  
The Financial Services division supports the unit sales of the  
DaimlerChrysler Group’s automotive brands in 39 countries.  
Its product portfolio mainly comprises tailored financing and lea-  
sing packages for dealers and customers, but it also provides  
services such as insurance and fleet management. The focus of  
Financial Services’ activities is in North America and Western  
Europe. In Germany, in addition to automotive financial services,  
the division’s product portfolio also includes investment pro-  
ducts and credit-card services. DaimlerChrysler Financial Services  
also holds a 45% interest in the Toll Collect consortium, which  
on January 1, 2005 launched an electronic toll system for trucks  
over 12 metric tons on autobahns in Germany.  
At the end of 2005, DaimlerChrysler employed more than  
3
82,700 people worldwide.  
The products supplied by the Mercedes Car Group range from  
the high-quality small cars of the smart brand to the premium  
vehicles of the brands Mercedes-Benz, Mercedes-Benz AMG and  
Mercedes-Benz McLaren, and the Maybach luxury sedans.  
Most of these vehicles are produced in Germany, but the division  
also has production facilities in the United States, France, South  
Africa, Brazil, India, Malaysia, Thailand, Vietnam and Indonesia.  
3
0
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Consolidated Revenues by Division  
DaimlerChrysler – Business Portfolio  
(
as of March 1, 2006)  
Mercedes Car Group  
Chrysler Group  
31%  
33%  
26%  
9%  
Mercedes  
Car Group  
Chrysler  
Group  
Truck  
Group  
Financial  
Services  
Van, Bus,  
Others  
Commercial Vehicles  
Financial Services  
Other Activities  
Mercedes-Benz Chrysler  
Passenger Cars  
Trucks Europe/ Americas  
Latin America  
EADS (33%)  
1%  
Jeep  
®
Europe, Africa Vans  
Asia/Pacific  
smart  
Trucks NAFTA  
FUSO  
Dodge  
Buses &  
Coaches  
Maybach  
The Other Activities segment primarily comprises our 33%  
shareholding in the European Aeronautic Defence and Space  
Company (EADS). In line with our strategy of focusing on our  
core business, in December 2005, we reached an agreement  
with the Swedish financial investor EQT covering the sale of  
the Off-Highway business unit.  
Also starting in March 2006, Commercial Vehicles will focus  
on its core business of trucks, with the new name of “Truck  
Group”; buses and vans will be directly managed as separate  
units and will be included in the new Van, Bus, Others seg-  
ment in the future. The new structure will create additional  
synergies between the truck brands as well as a sharper focus  
on customers and the competition. The direct management  
of the bus and van operations will facilitate a stronger orien-  
tation towards the specific requirements of customers and  
markets in these segments. Due to the commonality of power-  
trains and components, the Bus unit will report to the head  
of the Truck Group and the Van unit will report to the head of  
the Mercedes Car Group.  
New management model  
On January 24, 2006, DaimlerChrysler presented a new manage-  
ment model designed to improve the Group’s competitiveness  
and promote further profitable growth. The new model will fur-  
ther integrate the Group’s functions, focus operations areas  
more closely on their core processes, and encourage internal  
collaboration. In addition, it will reduce the duplication of  
activities.  
Furthermore, the location of the Group’s headquarters in  
Germany will be transferred from Stuttgart-Möhringen to Stutt-  
gart-Untertürkheim. The central administrative functions will  
therefore be located in Stuttgart-Untertürkheim (Germany) and  
Auburn Hills (United States).  
The structural changes include the consolidation and integration  
of all administrative functions, such as Finance and Controlling,  
Human Resources and Strategy. These functions will be centra-  
lized to report to the responsible Board of Management mem-  
ber for each function throughout the Group. The duplication of  
activities between the corporate level and the operating level  
will be eliminated, thereby reducing complexity within the Group.  
The integration of administrative functions will result in shorter,  
faster and leaner reporting channels and decision-making.  
With the implementation of the new management model, we  
intend to reduce our administrative expenses, which are currently  
significantly higher than the industry average, by an annual  
€1.5 billion per year. €0.5 billion of this total will be realized by  
other efficiency programs already running, like CORE in the  
Mercedes Car Group.  
In order to achieve the goals of the new management model,  
personnel capacities will also have to be adjusted. This will lead  
to a total reduction of up to 20% in the number of persons  
employed in administrative departments during the years of 2006  
through 2008, and 30% in management positions. This is equi-  
valent to 6,000 jobs worldwide.  
Within the framework of the new management model, we have  
also decided to merge the product development of the Mercedes  
Car Group and the Board of Management area of Research &  
Technology in the new Board of Management area of Group Re-  
search & Mercedes Car Group Development as of March 1,  
2
006. The new area will take on more responsibility for the pre-  
development activities of all the automotive divisions.  
Preparations for implementing the new management model  
began immediately after its announcement in January 2006. The  
total expenditure incurred for the implementation of the pro-  
gram in the years 2006 through 2008 is likely to be in the region  
of €2 billion.  
3
1
Strategy  
ship is demonstrated by pioneering safety innovations such as  
PRESAFE preventive occupant protection and DISTRONIC  
®
DaimlerChrysler’s strategy has the goal of increasing corporate  
value through profitable growth. We intend to assume a leading  
role in the worldwide automotive industry. With regard to the  
quality of our products and services, the positioning of our brands  
and our profitability, we are striving to achieve a top position in  
international competition.  
PLUS proximity and cruise control from Mercedes-Benz, Blue-  
Tec diesel technology and Active Brake Assist for commercial  
vehicles, and the innovative Stow’n Go™ seating and storage  
system offered by the Chrysler Group’s minivans. Most of the-  
se innovations benefit not just one of the Group’s brands,  
but create competitive advantages in worldwide competition  
for all of our vehicles.  
Our strategy is therefore based on the following four pillars:  
Global Presence & Network: We are a strong, globally active  
automobile manufacturer with networked operations. This  
enables us also to participate in the dynamic growth of the  
emerging markets outside North America, Western Europe  
and Japan. We intend to achieve a sustained improvement in  
our cost position as a result of rising unit sales and our world-  
wide network of production plants and research and develop-  
ment facilities.  
Superior Products & Customer Experience: We aim to sup-  
ply top-quality products supported by excellent services that  
our customers perceive as being superior to the competition.  
Some examples are fascinating vehicles such as the new  
S-Class, the R-Class and the B-Class from Mercedes-Benz, the  
Chrysler 300C, the Dodge Charger, the Actros heavy-duty  
truck and the Citaro city bus. Our customers’ excellent respon-  
se to these vehicles and the numerous national and interna-  
tional awards they have won demonstrate their exceptional  
position.  
Prerequisites for the achievement of these strategic goals are:  
Operational Excellence: We intend to attain a leading posi-  
tion in international competition with regard to operational  
excellence. We are therefore creating clear structures, lean  
processes and short paths in all areas of the company and  
at all stages of the value chain, and are making full use of the  
possibilities offered by standardization and modularization.  
Leading Brands: We strive to establish clearly positioned  
brands with excellent reputations, which complement each  
other to form a tremendous product portfolio. Consistent  
brand management ensures that the identity of the individual  
brands is protected while economies of scale are utilized.  
Innovation & Technology Leadership: We aim to secure the  
mobility of tomorrow and set ourselves apart from the com-  
petition through innovation and technology leadership. Our  
highly qualified research and development engineers create  
the technological basis for innovations that set new trends and  
offer customers genuine added value. Our innovation leader-  
 High-Performing, Inspired People: The creativity, moti-  
vation and commitment of our workforce is the foundation of  
our success.  
3
2
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler ScoreCard. These six strategy elements are  
the essential features of the DaimlerChrysler ScoreCard. In  
addition to conventional financial performance measures, we  
also use non-financial parameters such as quality statistics,  
customer and employee satisfaction, brand image, market share  
and productivity developments. These parameters are assessed  
at the divisional level with the use of measurable performance  
indicators.  
Activities in Northeast Asia. Our activities in Northeast Asia  
will be at the focus of our regional expansion in the coming  
years. In 2005, DaimlerChrysler set up a regional management  
organization for Northeast Asia, covering China, Taiwan and  
South Korea, in order to expand business operations in this  
region more effectively.  
We made further progress with the development of Daimler-  
Chrysler’s business operations in China last year.  
The Group’s medium-term and long-term goals are broken down  
in the ScoreCard to the respective reporting periods. The goals  
are linked with concrete measures for the individual functions  
down to the departmental level. These goals are then integrated  
into the employees’ personal target agreements.  
Beijing Benz-DaimlerChrysler Automotive Co. Ltd., a joint ven-  
ture between DaimlerChrysler and Beijing Automotive Industry  
Holding Company (BAIC), obtained a license to produce the  
Mercedes-Benz C-Class and E-Class cars in August 2005. It is  
planned to produce 20,000 vehicles annually in China in the  
medium term. These models are to be produced at a new plant  
in the southeast of Beijing. The existing production in China  
By means of the DaimlerChrysler ScoreCard, the Board of  
Management is informed in a timely and comprehensive manner  
about the current position of the Group and its divisions along  
the entire value chain. Deviations are recognized at an early sta-  
ge and any required corrections are immediately initiated.  
of Jeep sport-utility vehicles is also to be transferred to this  
®
new plant. Furthermore, in 2005, the Chrysler Group made  
firm plans to produce the Chrysler 300C in China as well as  
minivans in China and Taiwan.  
The DaimlerChrysler ScoreCard helps us to achieve our goals,  
so that we can continue increasing DaimlerChrysler’s corporate  
value through profitable growth.  
In September 2005, the Chinese banking authorities approved  
the establishment of a financing company for passenger cars  
and commercial vehicles. As a result, DaimlerChrysler Automo-  
tive Finance (China) Ltd. commenced operations already two  
months later in November.  
In order to further improve the transparency, measurability and  
control of our human resources work worldwide, we are currently  
introducing a “Global Human Resources ScoreCard”. The defi-  
ned success factors include employee satisfaction and our ima-  
ge as an employer, which are also part of the DaimlerChrysler  
ScoreCard. In addition, indicators are recorded for the business  
units within the “Global Human Resources Score-Card” such  
as the staff turnover rate, which was 7.3% worldwide in 2005  
By taking these steps, we have created important conditions for  
the expansion of our sales in the markets of Northeast Asia.  
(
2004: 5.3%). The increase was primarily a result of the measures  
taken at the Mercedes Car Group in 2005 for socially accep-  
table staff reductions and the efficiency-improving programs at  
the other divisions.  
3
3
Economic Growth  
Global Automotive Markets  
Gross domestic product, growth rate (in %)  
2004  
2005  
Unit sales growth rate  
005/2004 (in %)  
Passenger cars  
Commercial vehicles  
2
1
0
8
6
4
2
NAFTA  
Source: Global Insight  
Western Europe  
Japan  
Asia  
excluding Japan  
Other markets  
Western Europe  
Japan  
USA 1  
South America 1  
China  
Source: German Association of the  
Automotive Industry (VDA)  
1 Segment passenger vehicles  
including light trucks  
Portfolio changes. In March 2005, DaimlerChrysler and Mitsu-  
bishi Motors Corporation (MMC) reached a settlement concer-  
ning expenses incurred as a result of quality actions and recall  
campaigns at Mitsubishi Fuso Truck and Bus Corporation  
Economy and the industry  
The world economy. Following strong growth in the year 2004,  
the growth of the world economy slowed down last year. This  
development was primarily due to the sharp increase in energy  
and raw-material prices, rising interest rates and less expan-  
sive public-sector spending. Economic developments in North  
America, Japan and most of the emerging economies were  
comparatively favorable. However, growth rates in Western Euro-  
pe failed to meet expectations. Once again, developments in  
the euro zone were disappointing, particularly in Germany.  
Overall, the global economic imbalance actually increased. The  
United States’ trade deficit rose to more than 6% of its gross  
domestic product. At the same time, the trade surpluses of  
China and the oil-exporting countries increased significantly.  
In total, the economies of DaimlerChrysler’s sales markets,  
weighted for each country’s share of the Group’s revenues, grew  
by 3.0%. Although this was in line with the long-term trend, it  
was significantly lower than the strong growth of 3.7% recorded  
in the prior year.  
(
MFTBC). As a part of this settlement, an additional 20% of the  
shares in MFTBC were transferred to DaimlerChrysler free of  
charge, thus increasing our shareholding in MFTBC to 85%. Fur-  
thermore, DaimlerChrysler and MMC agreed on future opera-  
tional cooperation between the two companies in various areas.  
Effective November 17, 2005, DaimlerChrysler sold its stake in  
MMC for €970 million. Our shareholding had fallen during 2005  
from 19.7% to 12.4% due to the issue of new shares by MMC.  
Existing cooperative projects between DaimlerChrysler and MMC  
will not be affected by the sale and will continue unchanged.  
The possibility of cooperating on other new projects is also being  
investigated.  
As a part of the Group’s focus on its core business, debis Air-  
Finance, one of Financial Services’ business units, was sold to  
Cerberus Capital Management on June 30, 2005.  
During the course of the year, the euro depreciated against  
the US dollar by approximately 13%, but much less significantly  
against the British pound and the Japanese yen.  
In September 2005, DaimlerChrysler acquired the minority of  
shares in MTU Friedrichshafen GmbH that were still held by  
the family shareholders, thus creating the right conditions to  
dispose of the Off-Highway business unit. In December 2005,  
we reached an agreement with EQT, a Swedish financial investor,  
on the sale of the business unit. The transaction includes both  
MTU Friedrichshafen GmbH and the off-highway activities of  
Detroit Diesel Corporation (DDC). The transfer of ownership is  
likely to take place in the first quarter of 2006.  
Automotive markets. The overall expansion of global automo-  
bile markets slowed down slightly in 2005. This was partially  
due to the significant increase in the price of oil and the conse-  
quential loss of customers’ purchasing power. In this situation,  
demand was influenced more than ever by manufacturers’ pro-  
duct and price strategies. However, as a result of lively invest-  
ment activity, worldwide markets for commercial vehicles expan-  
ded again in 2005.  
The business portfolio of Commercial Vehicles was also further  
rationalized in the context of the “Global Excellence” strategic  
initiative. In December 2005, we sold our fire-truck and rescue-  
vehicle operations under the brand of American LaFrance to  
Patriarch Partners, LLC, a financial investor.  
3
4
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Sales Structure  
Mercedes Car Group  
Chrysler Group  
Commercial Vehicles  
S-Class/SL/Maybach  
E-Class/CLS  
6%  
22%  
33%  
21%  
8%  
Passenger cars  
Light trucks  
Sports tourers  
Minivans  
23%  
21%  
11%  
19%  
26%  
Trucks  
Vans  
62%  
33%  
5%  
C-Class/CLK/SLK/Sport Coupe  
A-Class/B-Class  
Buses  
M-Class/R-Class/G-Class  
smart  
SUVs  
10%  
Sales of passenger cars and light trucks decreased in the United  
States towards the end of 2005 as a result of the repeated  
increase in fuel prices and lower sales incentives. However, the  
total market reached the previous year’s volume of 16.9 million  
vehicles. The market of Western Europe stagnated with total  
sales of 14.5 million passenger cars. Growth in Germany and  
France was offset by lower demand in Italy and the United  
Kingdom. Following a decrease in demand in Japan towards the  
end of the year, full-year sales were about the same as in the  
prior year. The emerging markets of South America continued  
to show strong growth rates. There were differing develop-  
ments of unit sales in the markets of Central and Eastern  
Europe: Demand in the new EU member states decreased overall  
due to the high inflow of used vehicles, whereas the Russian  
market continued to expand. Driven by double-digit growth rates  
in the Chinese automobile market, the emerging markets of  
Asia were once again the main source of growth for the global  
automotive industry.  
Business developments  
Unit sales. DaimlerChrysler sold a total of 4.8 million vehicles  
in 2005, surpassing the prior-year figure by 3%. We achieved  
new record unit sales for both passenger cars and commercial  
vehicles.  
Unit sales by the Mercedes Car Group of 1.2 million vehicles  
were similar to the level of 2004. The Mercedes-Benz brand  
launched the S-Class and M-Class successor models in 2005,  
as well as opening up a new market segment with its new  
B-Class and R-Class sports tourers. In addition, the range of  
gasoline and diesel engines was enhanced with a new gene-  
ration of V6 and V8 engines. Building on the success of these  
new products, the Mercedes-Benz brand’s business revived  
significantly in the second half of the year. Unit sales by Mer-  
cedes-Benz Passenger Cars therefore increased by 2% to  
1,092,500 vehicles despite somewhat difficult market conditions.  
In the year under review, 124,300 smart branded cars were  
shipped to dealers (2004: 152,100); retail sales totaled 143,100  
units (2004: 139,600). The brand thus slightly improved its  
position in a significantly declining market for small cars (see  
pages 72 ff).  
The world’s major markets for commercial vehicles continued  
to expand in 2005. In North America, there was another sharp  
rise in demand for heavy-duty and medium-duty trucks, and  
unit sales also increased in Western Europe due to continuing  
strong demand from transport companies. However, rates of  
expansion were lower than in the prior year. In Japan, sales of  
commercial vehicles revived in the second half of 2005 due  
to purchases brought forward as a reaction to new national and  
regional emission regulations, leading to a slight increase in  
total market volume.  
The Chrysler Group continued its product offensive in 2005  
with all-new models such as the Dodge Charger, the Jeep Com-  
mander and the new Dodge Ram Mega Cab pickup. Unit sales  
increased by 1% to 2.8 million vehicles of the Chrysler, Jeep and  
Dodge brands. In an extremely competitive US market, retail  
sales increased by 4% to 2.3 million vehicles. The Chrysler 300/  
®
®
3
00C, the Dodge Magnum, the Jeep Grand Cherokee and  
®
the Chrysler and Dodge minivans with their innovative Stow’n  
Go™ seating and storage system all continued their positive  
sales trends. The Chrysler Group improved its position in the US  
market in the segments of passenger cars and sports tourers  
as well as minivans and sport-utility vehicles. Market share in the  
Unites States increased from 12.8% to 13.2% (see pages 76 ff).  
3
5
Consolidated Revenues  
(
in billions of €)  
Western Europe  
USA  
Other markets  
1
75  
50  
25  
00  
1
1
1
7
5
2
5
0
5
2
001  
2002  
2003  
2004  
2005  
The Commercial Vehicles division continued its very positive  
development of the prior year, increasing unit sales by 16% to a  
new record of 824,900 trucks, vans and buses. This was prima-  
rily a result of the division’s attractive product range, in addition  
to ongoing favorable market conditions. Growth in the Trucks  
business segment was particularly strong (+25% to 509,300 vehi-  
cles). Sales of vans (+2% to 267,200 units) and buses (+10%  
to 36,200 units) also increased. The FUSO business unit contri-  
buted 178,900 vehicles to the Truck business segment’s unit  
sales in 2005. Due to the date of its first-time consolidation,  
FUSO’s unit sales were only included for eight months of the  
prior year (118,100 vehicles) (see pages 80 ff).  
Revenues. DaimlerChrysler’s total revenues increased by 5% to  
€149.8 billion in 2005. After a weaker first half, the Mercedes  
Car Group’s revenues for the full year slightly exceeded the level  
of the prior year as a result of the market success of the new  
models launched during 2005. The Chrysler Group’s revenues  
increased due to higher unit sales by 1% to €50.1 billion. The  
Commercial Vehicles division increased its revenues by 17% to  
€40.6 billion. This was due to the positive sales development,  
as well as the consolidation for the full year of the FUSO busi-  
ness unit, which had only been consolidated for eight months in  
2004. Without the FUSO business unit, there would have been  
an increase of 13%. The Financial Services division contributed  
15.4 billion to the Group’s total revenues (2004: €13.9 billion).  
The Financial Services division developed very positively in all  
of its regions in 2005. Contract volume increased by 15% to  
The revenues of €2.1 billion generated by the DaimlerChrysler  
Off-Highway business unit, which is included in the Other Activi-  
ties segment, were 18% higher than in the prior year.  
117.7 billion; adjusted for the effects of currency translation,  
the increase amounted to 3%. At the end of 2005, the worldwide  
portfolio comprised 6.4 million leased and financed vehicles.  
New business decreased from €50.9 billion to €48.2 billion, lar-  
gely due to the above-average volume of special-financing pro-  
grams in 2004 (see pages 84 f).  
In regional terms, DaimlerChrysler’s revenues in the NAFTA  
region increased by 6% to €77.6 billion, while revenues of €47.3  
billion in Western Europe were slightly lower than in 2004  
(-3%). In the rest of the world, we expanded our business volu-  
me by 24% to €24.8 billion.  
Revenues  
2005  
2004  
05/04  
In millions of €  
% change  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
Commercial Vehicles  
Financial Services  
Other Activities  
.
149,776  
50,015  
50,118  
40,634  
15,439  
2,396  
142,059  
49,630  
49,498  
34,764  
13,939  
2,200  
+5  
+1  
+1  
+17  
+11  
+9  
3
6
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Profitability  
Statements of income  
Research and development expenses amounted to €5.6  
billion in 2005 compared to €5.7 billion in 2004. Research and  
development expenses as a percentage of revenues were 3.8%  
in 2005 compared to 4.0% in 2004.  
The Group’s revenues increased by 5% from €142.1 billion in  
2
004 to €149.8 billion in 2005.  
In 2005, cost of sales was €122.9 billion compared to €114.6  
billion in 2004, a 7% increase. The increase in cost of sales was  
largely proportionate to the increase in revenues. In addition,  
gross margin decreased from 19.4% in 2004 to 17.9% in 2005,  
mainly as a result of expenses incurred in connection with the  
realignment of the smart business model (€0.8 billion) and  
the headcount reduction program at the Mercedes Car Group  
Other income was €1.0 billion in 2005 and €0.9 billion in 2004.  
In 2005, other income included a gain of €0.2 billion from the  
sale of Chrysler Group’s Arizona Proving Grounds vehicle testing  
facility. The prior-year figure included a gain of €0.1 billion from  
the settlement of the dispute with Bombardier relating to the sale  
of DaimlerChrysler Rail Systems GmbH (Adtranz).  
(
€0.5 billion).  
Financial income for 2005 was €0.2 billion, compared with a  
financial loss of €1.1 billion in 2004. The distinct improvement  
was primarily a result of the €1.5 billion improvement in the  
income from investments.  
Selling expenses were €12.0 billion in 2005 compared to €11.4  
billion in 2004, a 5% increase. The increase in selling expenses  
primarily reflects the fact that Mitsubishi Fuso Truck and Bus Cor-  
poration (MFTBC) was included in the Group’s consolidated  
results for twelve months in 2005 and for only eight months during  
Income from investments for the year under review includes a gain  
of €0.7 billion realized on the sale of the shares in Mitsubishi  
Motors Corporation (MMC). There was an additional positive effect  
on income from investments from the substantially improved per-  
formances of Toll Collect and EADS, whereas the result for the  
prior year was significantly worsened by the Group’s investment in  
MMC: the total loss contributed by MMC amounted to €0.6 bil-  
lion. The disposal of the Group’s 10.5% equity interest in Hyundai  
Motor Company (HMC) resulted in a gain of €0.3 billion in 2004.  
2
004. It is also due to additional expenses relating to both the  
realignment of the smart business model (€0.1 billion) and the  
headcount reduction program at Mercedes Car Group (€0.1 billion).  
Selling expenses as a percentage of revenues were 8% in each  
of 2005 and 2004.  
General administrative expenses reached €6.1 billion in 2005  
compared to €6.0 billion in 2004, a 1% increase. Changes in  
the scope of consolidation (primarily MFTBC) and increased legal  
and other consulting costs were the primary drivers for the  
increase. General administrative expenses as a percentage of  
revenues were 4.1% in 2005, a slight decrease compared to  
4
.2% in 2004.  
Other expenses were €0.9 billion in 2005 and €0.6 billion in  
004. This increase was primarily due to €0.2 billion in expenses  
related to the realignment of the smart business model.  
2
3
7
Development of Earnings  
Dividend per Share  
(
in billions of €)  
(in €)  
Operating profit  
Net income  
7
6
4
3
1
.5  
.0  
.5  
.0  
.5  
1.50  
1.00  
0.50  
2
001  
2002  
2003  
2004  
2005  
2001  
2002  
2003  
2004  
2005  
The net interest expense of €0.6 billion was €0.3 billion higher  
than in the prior year, primarily due to unrealized losses from  
the mark-to-market valuation of derivative financial instruments  
that did not qualify for hedge accounting treatment.  
The DaimlerChrysler Group recorded net income of €2.8  
billion in 2005, compared with €2.5 billion in the prior  
year. Based on the reported net income, earnings per share  
amounted to €2.80, compared with €2.43 in 2004.  
The other financial loss amounted to €0.1 billion (2004: €0.2  
billion). In 2005, charges were recognized relating to the valua-  
tion of derivative hedging transactions, partially offset by increa-  
sed income from the sale of securities. In addition, the other  
financial loss was negatively impacted in the prior year particu-  
larly by the write-down of loan receivables due from debis Air-  
Finance.  
Unlike operating profit, which decreased primarily due to substan-  
tial expenses from the realignment of smart and the headcount  
reduction initiative at Mercedes-Benz Passenger Cars, net income  
for the year increased by 15%. This increase was partially influ-  
enced by the result of our shareholding in MMC. In 2005, the sale  
of MMC shares resulted in a net gain of €0.5 billion, whereas the  
year 2004 was impacted by non-operating expenses of €0.6 billion.  
The income tax expense amounted to €0.5 billion in 2005  
(
2004: €1.2 billion). Related to income before income taxes of  
3.4 billion (2004: €3.5 billion), the effective tax rate was 14.9%,  
Dividend  
compared with 33.3% in the prior year. The effective tax rate was  
reduced in both years by profit contributions from EADS, which  
are mainly exempt from income tax, and by tax-free gains inclu-  
ded in net periodic pension costs and net postretirement benefit  
costs.  
The Board of Management and the Supervisory Board will re-  
commend the distribution of €1,527 million of unappropriated  
profits of DaimlerChrysler AG or €1.50 per share to the share-  
holders for their approval at the Annual Meeting to be held on  
April 12, 2006. The proposed dividend takes account not only  
of the development of operating profit and cash flow in 2005,  
but also of our expectations for the coming years.  
The comparatively low effective tax rate in 2005 primarily reflec-  
ted the composition of the Group’s pre-tax earnings, which  
included largely tax-free income from the settlement agreement  
associated with our investment in MFTBC, the sale of Daimler-  
Chrysler’s shares in MMC, and the sale of other securities.  
Opposing effects resulted primarily from tax expenses arising  
due to the distribution of earnings, which had previously been  
retained, by non-US companies to their parent company in the  
United States.  
A dividend of €1,519 million or €1.50 per share was distributed  
in 2004.  
In 2004, the effective tax rate was additionally reduced by the  
tax-free gain realized on the sale of the Group’s 10.5% share-  
holding in HMC. Opposing effects resulted primarily from non-  
tax-deductible losses arising from our investments in MMC  
and debis AirFinance.  
Additional information on income taxes can be found in Note 9  
of the Notes to the Consolidated Financial Statements.  
3
8
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Operating profit  
positive development of unit sales in all business units. Finan-  
cial Services improved its operating profit, mainly due to signifi-  
cantly lower charges from the involvement in Toll Collect. Other  
Activities’ operating profit exceeded the prior year’s result.  
Operating Profit (Loss) by Segment  
2005  
2004  
05/04  
Amounts in millions of €  
% change  
Mercedes Car Group  
Chrysler Group  
(505)  
1,534  
2,093  
1,468  
591  
1,666  
1,427  
1,332  
1,250  
456  
.
+7  
The Mercedes Car Group posted an operating loss of €505  
million for 2005, compared with an operating profit of €1,666  
million in the prior year. Charges on earnings totaling €1,111  
million arose in connection with the realignment of the smart  
business model. These were primarily due to compensation  
payments to dealers and suppliers, impairments recognized on  
production facilities, risk provisions for contractual commit-  
ments and the write-down of vehicle inventories. In addition, ex-  
penses of €570 million were incurred relating to the headcount  
reduction program at Mercedes-Benz Passenger Cars, for both  
voluntary severance agreements and early retirements, which  
had been accepted by approximately 5,000 employees by the  
end of 2005. The operating result was negatively impacted  
by the continuation of measures initiated within the framework  
of the quality improving program.  
Commercial Vehicles  
Financial Services  
Other Activities  
+57  
+17  
+30  
.
Eliminations  
4
(377)  
5,754  
DaimlerChrysler Group  
5,185  
-10  
DaimlerChrysler posted an operating profit of €5,185 million in  
005, compared with €5,754 million in the prior year. Exclu-  
ding charges relating to the realignment of the smart business  
model (€1,111 million), there was an increase in the Group’s  
operating profit.  
2
Higher prices for materials and crude oil affected operating  
results in all of the industrial divisions. In addition, less favorable  
euro-dollar hedging conditions than in 2004 burdened ear-  
nings at the Mercedes Car Group and the Commercial Vehicles  
Division.  
Further charges in the operational business resulted from less  
favorable currency-hedging rates than in the prior year (particu-  
larly for the US dollar), a less favorable model mix and higher  
raw-material prices. The model mix was negatively impacted by  
the S-Class model changeover in the fall and by volume growth  
in the low-margin segments of the A-Class and the B-Class. There  
were positive effects on earnings from the 2% increase in unit  
sales by the Mercedes-Benz brand overall; in total, the division’s  
unit sales were at the same level as in the prior year, despite  
lower sales by smart.  
At the Mercedes Car Group, the measures taken to improve  
efficiency as a part of the CORE program had a positive impact  
on operating results during the course of the year; nonetheless,  
earnings for the full year were negative. The worsened profi-  
tability was primarily due to charges relating to the realignment  
of the smart business model and the costs of the headcount re-  
duction program at the Mercedes Car Group. In a difficult market  
environment, the Chrysler Group achieved an increase in unit  
sales and a higher operating profit than in 2004. The Commer-  
cial Vehicles Division also developed positively in 2005; ope-  
rating profit increased primarily as a result of the continued very  
3
9
The efficiency-enhancing measures taken as a part of the CORE  
program led to a constant improvement in operating results  
during the year. As a result of the positive verdict by the Euro-  
pean Court in the case concerning the alleged infringement  
of EU competition rules, a provision of €60 million that had been  
accrued for this purpose was released with a corresponding  
effect on earnings.  
The Commercial Vehicles division continued its positive  
development of the prior year and increased its operating profit  
from €1,332 million to €2,093 million.  
The increase in earnings was due primarily to the positive deve-  
lopment of unit sales in all business units, especially the inter-  
national market success of the products of the Trucks business  
segment, as well as the efficiency improvements achieved  
by implementing the “Global Excellence” program. In total, unit  
sales increased by 16% to 824,900 trucks, vans and buses  
in 2005. The operating profit achieved in the year 2005 includes  
exceptional income of €276 million from the settlement  
reached with MMC relating to charges for quality actions and recall  
campaigns at MFTBC. In addition, impairments of €87 million  
were recognized relating to the sale of all the major parts of the  
US subsidiary American LaFrance.  
Although market conditions remained difficult in North America,  
the Chrysler Group posted an operating profit of €1,534  
million in 2005, compared with an operating profit of €1,427  
million in the prior year.  
Positive effects on 2005 operating profit include an increase  
in worldwide factory unit sales, a €240 million gain on the sale of  
the Arizona Proving Grounds vehicle testing facility and a decre-  
ase in turnaround plan charges and charges for workforce re-  
duction actions, as well as lower tooling amortization expense  
of €105 million. These effects were partially offset by negative  
net pricing, shifts in market mix, charges of €99 million related  
to financial support provided to supplier Collins & Aikman and  
contractual penalty and asset impairment charges of €107 million  
primarily as a result of a decision to reduce contractual purcha-  
se volumes of the Chrysler Crossfire.  
Substantial charges from price increases for raw materials,  
especially the sustained high price of steel, and negative currency  
effects were more than offset.  
Prior-year earnings were impacted by charges of €475 million  
arising at MFTBC. On the other hand, there was income of €60  
million from the termination of the engine joint venture with HMC.  
The Chrysler Group’s 2004 operating profit was negatively im-  
pacted by restructuring charges totaling €283 million, incurred  
in connection with the turnaround plan and other workforce  
reduction charges and was favorably impacted by an adjustment  
of €95 million to correct the calculation of an advertising accrual.  
In 2005, income of €36 million was recorded as a result of  
adjustments to prior estimates associated with the turnaround  
plan.  
4
0
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
In the past financial year, the operating profit posted by  
Financial Services improved by 17% to €1,468 million.  
The segment’s prior-year earnings were affected by a series of  
special items. The agreement reached with Bombardier to settle  
all disputes relating to the sale of DaimlerChrysler Rail Systems  
GmbH (Adtranz) resulted in income of €120 million. An impair-  
ment of €70 million was recognized on the value of the invest-  
ment of DASA AG in debis AirFinance, and MMC contributed an  
operating loss of €27 million.  
The earnings development in 2005 was a result of increased  
revenues generated by attractive financial services products, the  
positive development of risk costs and improved efficiency.  
There was a negative impact from higher interest rates, parti-  
cularly in the United States.  
The increase also reflects lower charges from the division’s  
involvement in Toll Collect (€54 million versus €472 million in  
Eliminations with an effect on the income statement resulted  
primarily from the leasing business in Germany and the in-  
crease in inventory financing of European dealers. Any gains  
or losses arising from vehicle deliveries between the divi-  
sions have no effect at the Group level and have therefore been  
eliminated.  
2
004). This reduction is related to startup losses in 2004 and  
the successful start of the system on January 1, 2005.  
In addition, prior-year earnings were negatively affected by  
an impairment recognized on the investment in debis AirFinance  
(
€102 million). This investment was sold in 2005 within the  
context of the strategic focus on automotive financial services.  
The Other Activities segment increased its operating profit by  
135 million to €591 million in 2005.  
The improved performance was primarily due to the significantly  
increased profit contribution from EADS resulting from higher  
Airbus deliveries and stronger earnings by the Space division.  
The DaimlerChrysler Off-Highway business unit also made a  
higher contribution to the operating profit of Other Activities.  
4
1
Consolidated Statements  
of Income  
2005  
2004  
05/04  
Reconciliation of Group Operating Profit  
to Income before Financial Income  
2005  
2004  
05/04  
Amounts in millions of €  
% change  
Amounts in millions of €  
% change  
Revenues  
149,776  
(122,894)  
26,882  
142,059  
(114,567)  
27,492  
+5  
-7  
-2  
Cost of sales  
Gross profit  
Operating profit  
5,185  
5,754  
(845)  
-10  
-39  
Pension and postretirement benefit  
expenses, other than current and  
prior service costs and settlement/  
curtailment losses  
Selling, administrative and other  
expenses  
(18,984)  
(5,649)  
966  
(17,972)  
(5,658)  
895  
-6  
0
(1,175)  
Research and development  
Other income  
Operating (profit) loss from  
+8  
.
affiliated and associated companies  
and financial (income) loss from  
related operating companies  
Goodwill impairment  
(30)  
-
(640)  
(149)  
3,221  
87  
(384)  
4,612  
.
+61  
-30  
Turnaround plan  
Chrysler Group  
36  
3,221  
217  
(145)  
4,612  
(1,077)  
3,535  
(1,177)  
108  
.
-30  
.
Miscellaneous items  
Income before financial income  
Financial income (expense), net  
Income before income taxes  
Income tax expense  
Income before financial income  
3,438  
(513)  
(74)  
-3  
+56  
.
Minority interests  
Income from continuing operations  
2,851  
2,466  
+16  
Cumulative effects of changes in  
accounting principles: transition  
adjustment resulting from adoption  
of FIN 47  
(5)  
.
Net income  
2,846  
2,466  
+15  
Pension and postretirement benefit expenses, other than current  
The reconciliation item “Operating (profit) loss from affiliated  
and associated companies and financial (income) loss from re-  
lated operating companies” includes the contributions to ear-  
nings from our operating investments which are reported as a  
component of financial income (expense), net, in the consoli-  
dated statements of income. These contributions are allocated  
to the operating profit (loss) of the respective divisions. In  
2005, this resulted in a positive overall contribution to opera-  
ting profit of €640 million (2004: a negative contribution of  
and prior service costs and settlement/curtailment losses” is  
the sum of the interest cost, the expected return on plan assets,  
and the amortization of unrecognized net actuarial gains or  
losses. Operating profit excludes these components of the net  
periodic pension and postretirement benefit expense, since  
they are driven by financial factors and are not within the respon-  
sibility of the divisions.  
€87 million). The increase was primarily a result of the improved  
proportionate share of the earnings of Toll Collect and EADS.  
An additional factor is that the prior-year result included impair-  
ment charges relating to the Group’s investment in debis  
AirFinance.  
4
2
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Daimler-  
Chrysler  
Group  
Reconciliation by Reportable Segment of Operating  
Profit to Income (Loss) before Financial Income  
Mercedes  
Car Group  
Chrysler  
Group  
Commercial  
Vehicles  
Financial  
Services  
Other  
Activities  
Total  
Segments Eliminations  
Amounts in millions of €  
2
005  
Operating profit (loss)  
(505)  
(33)  
1,534  
2,093  
(55)  
1,468  
(6)  
591  
(51)  
5,181  
4
-
5,185  
Pension and postretirement benefit expenses, other  
than current and prior service costs and settlement/  
curtailment losses  
(1,030)  
(1,175)  
(1,175)  
Operating (profit) loss from affiliated and associated  
companies and financial (income) loss from related  
operating companies  
(14)  
-
(1)  
-
(47)  
(42)  
38  
(5)  
(706)  
(102)  
(268)  
(730)  
(149)  
3,127  
90  
-
(640)  
(149)  
3,221  
Miscellaneous items  
Income (loss) before financial income  
(552)  
503  
1,949  
1,495  
94  
2
004  
Operating profit (loss)  
1,666  
(34)  
1,427  
(697)  
1,332  
(55)  
1,250  
(5)  
456  
(54)  
6,131  
(845)  
(377)  
5,754  
(845)  
Pension and postretirement benefit expenses, other  
than current and prior service costs and settlement/  
curtailment losses  
Operating (profit) loss from affiliated and associated  
companies and financial (income) loss from related  
operating companies  
2
9
(5)  
(9)  
(364)  
904  
549  
(4)  
(539)  
(11)  
12  
(384)  
4,914  
75  
87  
(384)  
4,612  
Miscellaneous items  
Income (loss) before financial income  
1,634  
734  
1,790  
(148)  
(302)  
In 2004, the reconciliation item “Miscellaneous items” consisted  
almost solely of the share of minority interests in the expenses  
for the quality actions and recall campaigns at MFTBC. These  
expenses were allocated to minority interests and not to ope-  
rating profit as they were caused by quality problems at MFTBC  
which arose before the acquisition of shares in that company  
by DaimlerChrysler.  
4
3
Performance measures  
Profit measure. The profit measure used at Group level is net  
operating income, which can be derived from net income as  
shown in the income statement. At the level of divisions/busi-  
ness units, operating profit is used. Operating profit can be  
derived from income before financial income, and reflects the  
specific earnings responsibility of the divisions/business units.  
The performance measures used at the DaimlerChrysler Group  
are oriented towards our investors’ interests and expectations,  
and provide a basis for value-based management.  
Value added. For purposes of performance measurement,  
DaimlerChrysler differentiates between Group and division/  
business unit level. Value added is one element of the perfor-  
mance measurement system at both levels and is calculated  
as the difference between the operating result and the cost of  
capital of the average net assets in that period.  
Net assets. Net assets are calculated at Group level from the  
balance sheet components of stockholders’ equity (including  
minority interests) and the financial liabilities and accrued pen-  
sion obligations of the industrial business. At the division/  
business unit level of the industrial business, net assets are cal-  
culated on the basis of the allocable operating components  
of assets and liabilities. In the financial services business, per-  
formance measurement is on an equity basis, in line with the  
usual practice in the banking business. The average net assets  
are calculated as an average of the net assets at the beginning  
and the end of the financial year.  
Profit  
Measure  
Net  
Assets  
Cost of  
Capital (%)  
Value Added  
=
×
Cost of Capital  
Alternatively, value added can be calculated from the return on  
net assets (RONA) by multiplying the difference between RONA  
and the cost of capital rate by the average net assets in that  
period.  
Cost of capital. The required rate of return on net assets and  
thus the cost of capital are derived from the minimum returns  
that investors expect on their invested capital. Due to their  
long-term financing character, unfunded pension obligations  
are included in addition to equity and debt when calculating  
the Group’s cost of capital. The cost of equity is calculated  
according to the capital asset pricing model (CAPM), using  
the interest rate for long-term, risk-free securities (such as  
government bonds and other fixed-interest securities) plus  
a risk premium reflecting the specific risks of an investment in  
DaimlerChrysler shares. The cost of debt is derived from the  
required rate of return for obligations entered into by the Group  
with external lenders. The cost of capital of the unfunded pen-  
sion obligations is calculated on the basis of discount rates used  
according to US GAAP. The Group’s cost of capital is then a  
result of the weighted average of the individually required rates  
of return; in the year under review, the cost of capital amounted  
to 7% after taxes. At industrial division/business unit level, the  
cost of capital amounted to 11% before taxes; for the financial  
services business a cost of equity of 14% before taxes was used.  
 Return on Net  
Value Added = ⎜  
Cost of  
Capital (%)  
Net  
Assets  
⎟ ×  
 Assets (RONA)  
Value added shows to which extent the Group and its divisions/  
business units have achieved or exceeded the minimum return  
requirements of the shareholders and creditors, thus creating  
additional value. The methodology of value added is based on  
the figures provided by external reporting in accordance with  
US GAAP. This secures transparency both within the Daimler-  
Chrysler Group and towards shareholders and creditors.  
4
4
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Return on Net Assets (RONA) DaimlerChrysler Group (after taxes)  
(
in %)  
9
7
4
1
.5  
6
.5  
3
.5  
2
001  
2002  
2003  
2004  
2005  
Cost of Capital  
2005  
2004  
Return on net assets and value added  
In %  
Net operating income amounted to €3.6 billion in 2005, com-  
pared with €3.2 billion in the prior year. In combination with  
nearly unchanged average net assets of €55.3 billion, this led  
to a return on net assets for the Group of 6.6% (2004: 5.7%).  
Value added thus increased by €1.1 billion to minus €0.2 billion.  
Group, after taxes  
7
11  
14  
8
13  
14  
Industrial divisions, before taxes  
Financial Services, before taxes  
The Mercedes Car Group division’s return on net assets of minus  
3.8% in 2005 was lower than the minimum required rate of  
return. The significant decrease compared with the prior year  
was primarily a result of changes in earnings due to the re-  
alignment of the business model at smart and expenses relating  
to the headcount reduction program at the Mercedes Car  
Group. Additional charges arose from changed currency hedg-  
ing rates, a less favorable model mix and higher raw-material  
prices. The slight reduction in net assets could not offset the  
lower earnings. The development of net assets was due to  
liabilities relating to the workforce reduction initiative, higher  
provisions for product guarantees as well as impairments  
recognized in connection with the realignment of the business  
model at smart.  
Return on net assets. The profitability ratio return on net assets  
RONA) has a special significance as a fundamental component  
(
of value added in DaimlerChrysler’s performance measurement  
system. As a quotient of the profit measure and average net  
assets, RONA allows a statement to be made on the profitability  
of the Group or the industrial divisions/business units. To  
assess the profitability of the financial services business, return  
on equity (ROE) is used.  
The Chrysler Group division’s return on net assets of 18.2%  
(2004: 16.4%) significantly surpassed the minimum required  
rate of return. The increase compared with the prior year was  
partially due to the lower net assets, but was mainly a result  
of the improved operating profit as a consequence of higher  
unit sales. Additional factors were income from the sale of  
fixed assets and lower expenses from the turnaround plan.  
With a return on net assets of 19.0%, Commercial Vehicles also  
significantly exceeded the minimum required rate of return,  
despite a higher level of net assets. As well as efficiency impro-  
vements, this positive result was primarily due to the market  
success of the Trucks business segment.  
As a result of Other Activities’ increased earnings, its return on  
net assets rose from 13.4% to 18.8%.  
4
5
The Financial Services division recorded an increase in return  
on equity to 16.2% (2004:14.8%). The factors behind this impro-  
vement included lower risk costs and an increased volume of  
leasing and sales-financing business, as well as lower charges  
from the division’s involvement in Toll Collect. These positive  
effects were partially offset by higher interest rates. The minimum  
required rate of return was surpassed, as in the prior year.  
Reconciliation to Net Operating Income  
2005  
2004  
05/04  
Amounts in millions of €  
% change  
Net income (loss)  
2,846  
74  
2,466  
(108)  
+15  
.
Minority interests  
Interest expense related to industrial  
activities, after taxes  
192  
295  
-35  
Interest cost of pensions related to  
industrial activities, after taxes  
523  
512  
+2  
Net operating income  
3,635  
3,165  
+15  
Value Added  
2005  
(236)  
2004  
05/04  
Amounts in millions of €  
% change  
DaimlerChrysler Group  
(1,306)  
+82  
Net assets are derived from the consolidated balance sheet –  
as shown in the following table.  
Net Assets 1  
of the DaimlerChrysler Group  
2005  
2004  
05/04  
Net Assets and Return  
on Net Assets  
2005  
2004  
2005  
2004  
(
Annual average, in billions of €)  
Net assets  
%
Amounts in millions of €  
% change  
Return on net assets  
Stockholders’ equity 2  
Minority interests  
35,824  
653  
31,460  
909  
+14  
-28  
DaimlerChrysler Group,  
after taxes)  
(
55.3  
55.9  
6.6  
5.7  
Financial liabilities of the  
industrial segment  
4,146  
8,330  
-50  
Industrial divisions,  
Pension provisions of the  
industrial segment  
(
before interest and taxes)  
Mercedes Car Group  
Chrysler Group  
15,413  
56,036  
13,867  
54,566  
+11  
+3  
13.2  
8.4  
13.5  
8.7  
9.7  
4.7  
(3.8)  
18.2  
19.0  
18.8  
12.3  
16.4  
13.8  
13.4  
Net assets  
1
2
Represents the value at year-end; the average for the year was €55.3 billion (2004: €55.9 billion).  
Adjusted for the effects from the application of SFAS 133.  
Commercial Vehicles  
Other Activities 1  
11.0  
4.8  
Stockholders’ equity  
9.1 8.4  
Return on equity 2  
Financial Services  
16.2 14.8  
1
2
Other Activities contain the Off-Highway business unit and the equity investment in EADS.  
Before taxes.  
4
6
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Liquidity and Capital  
Resources  
Principles and objectives of financial  
management  
Cash management determines cash requirements and sur-  
pluses on a worldwide basis. The number of external bank  
transactions is minimized by the Group’s internal netting of  
cash requirements and surpluses. Netting is done by cash-  
concentration or cash-pooling procedures. DaimlerChrysler  
has established standardized processes and systems in order  
to control its bank accounts and the execution of automated  
payment transactions.  
Financial management at DaimlerChrysler consists of capital  
structure management, cash and liquidity management, pension  
asset management, market price risk management (foreign  
exchange rates, interest rates, and commodities) and credit and  
financial country risk management.  
Financial management is performed worldwide in a standardized  
way for all Group entities by Treasury. Financial management  
is guided by a framework of guidelines, limits and benchmarks.  
Financial management is separated from other financial func-  
tions such as financial controlling, reporting, settlement and  
accounting. These functions are not covered by Treasury but  
by the controlling and accounting departments in the companies  
of the Group.  
Liquidity management secures DaimlerChrysler’s ability to  
meet its payment obligations at any time. For this purpose,  
liquidity planning provides information about all cash flows  
from operating and financial activities for a rolling planning  
period of twelve months. Resulting financing requirements are  
covered by the use of appropriate instruments for liquidity  
management. Liquidity surpluses are invested in the money  
market to optimize return. Besides operational liquidity,  
DaimlerChrysler keeps liquidity reserves, which are available  
on a short-term basis. These liquidity reserves include a  
pool of receivables from the financial services business which  
are readily available for securitization in the capital market,  
as well as confirmed syndicated credit lines with varying  
maturities.  
Capital structure management designs the capital structure  
for the Group and all of its subsidiaries. Decisions regarding the  
capitalization of Financial Services companies, production, dis-  
tribution, financing or regional holding companies are based on  
standardized Group guidelines. The capital resources of Group  
companies also depend on refinancing conditions in local banking  
markets. In addition, it is necessary to adhere to the provisions  
of the law as well as to so-called thin-capitalization rules in the  
taxation legislation of various countries, as well as various capital  
transaction restrictions on the transfer of capital and currencies  
imposed by various countries.  
Management of market price risk aims at minimizing the  
impact of fluctuations in foreign exchange rates, interest rates  
and commodity prices on the results of the divisions and the  
Group. The Group’s overall exposure to these market price risks  
is determined to provide the basis for hedging decisions. These  
cover the selection of the hedging instrument and the definition  
of the hedging volume and corresponding period. Decisions on  
foreign exchange rates, interest rates, commodities and asset-  
liability management are regularly made by the respective  
committees.  
4
7
Management of pension funds comprises the optimal invest-  
ment in terms of the risk-return profile of pension assets to  
cover the corresponding pension liabilities. The major part of  
pension assets is held in separate pension funds and is not  
available for general business purposes. The funds are allocated  
to different asset classes such as equities and bonds based on  
an optimization process which takes into account the expected  
growth of pension liabilities. The performance of the asset  
management is measured by comparing with defined benchmark  
indices. Decisions on ordinary and extraordinary capital con-  
tributions to the pension funds are centralized worldwide in the  
newly established “Global Pension Committee”. Further infor-  
mation on pension liabilities is available in Note 25a of the Notes  
to the Consolidated Financial Statements.  
Financial country risk management includes various risk  
aspects: the risk from investments in subsidiaries and joint  
ventures, the risk from cross-border financing of Group compa-  
nies in risk countries and the risk from direct sales to end  
customers in these countries. DaimlerChrysler has developed  
an internal limit system which divides all countries with  
DaimlerChrysler operations into risk categories. Credit volu-  
mes are restricted according to the country classification  
or higher guarantees are considered. Available instruments for  
hedging country risk such as Hermes insurance are frequently  
employed. On top of that, a committee sets and restricts the level  
of hard-currency risk for Financial Services companies in risk  
countries.  
The risk volume which is subject to credit risk management  
includes all worldwide creditor positions of DaimlerChrysler  
with financial institutions, issuers of securities and end custo-  
mers. Credit risk with financial institutions and issuers arises  
primarily from the trading of derivative financial instruments  
and the investments executed by liquidity management. The  
management of this credit risk is based on an internal limit  
system, which reflects the creditworthiness of the respective  
financial institution or issuer. The credit risk with end cus-  
tomers results from granting a payment period for goods and  
services. Similarly, an internal assessment of the customers’  
creditworthiness provides the basis for quantifying the associa-  
ted risk. In order to hedge these risks, bank guarantees are  
often demanded before delivery is initiated.  
Cash flow  
Cash provided by operating activities of €12.4 billion was  
higher than in the prior year (€11.1 billion). The increase was  
primarily due to the inventory-related receivables from financial  
services, which had risen significantly in 2004 as a result of  
higher stocks of vehicles held by dealers, reducing cash provi-  
ded by operating activities in that period. In 2005, the nega-  
tive effect from changes of these receivables on cash provided  
by operating activities was significantly lower. Cash provided  
by operating activities also increased due to the generally lower  
cash outflows for tax payments, caused in particular by de-  
creasing taxable income in Germany. Tax payments in the United  
States were higher than in the prior year, however, as the tax-  
loss carryforwards had been used up. An additional factor was  
the shift in the financial services business from finance lease  
to operate lease contracts which led to increased cash provided  
by operating activities. The reason for this is that with finance-  
leasing contracts, only the interest portion of the leasing install-  
ments is reflected in cash provided by operating activities,  
while the amortization portion is reflected within investment  
activities. With operate lease contracts, however, the entire  
leasing installments are recognized in cash provided by opera-  
ting activities. Opposing effects reducing cash provided by  
operating activities resulted from changes in the volumes of  
trade receivables and trade liabilities and increased inven-  
tories. Contributions to pension funds of €1.7 billion were also  
slightly higher than in the prior year (€1.6 billion).  
4
8
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Net Increase (Decrease) in Cash and Cash Equivalents  
maturing within 3 months or less)  
(
(
in millions of €)  
1
2,353  
7
,381  
620  
7,619  
-
11,222  
Cash  
-
1,513  
Cash and  
cash  
equivalents  
2/31/2004  
Cash  
Cash  
Effect of  
foreign  
exchange  
Cash  
and cash  
equivalents  
provided by  
operating  
activities  
used for  
investing  
activities  
used for  
financing  
activities  
1
rate changes 12/31/2005  
The reduction of €5.5 billion in cash used for investing acti-  
vities to €11.2 billion was primarily attributable to the develop-  
ment of receivables from financial services provided to end  
customers. This was due not only to a lower volume of new finan-  
cing contracts, but also to increased payments received on  
existing receivables. Proceeds from the sale of such receivables  
decreased, however. Additionally, the acquisition and sale of  
securities reduced the cash outflow for investing activities, pri-  
marily due to the sale of the Group’s remaining shares in MMC.  
There were opposing effects increasing the cash outflow for  
investing activities caused by the increase in equipment on ope-  
rating leases and higher payments for the acquisition of shares  
in subsidiaries and associated companies, mainly due to the ac-  
quisition of the remaining shares in MTU Friedrichshafen and  
capital injections for joint ventures. Furthermore, proceeds from  
the sale of shares in subsidiaries and associated companies  
decreased; in the prior year this item had been boosted by the  
disposal of the Group’s shares in HMC. Capital expenditure for  
property, plant and equipment increased slightly.  
Free cash flow of the industrial business, the parameter  
used by DaimlerChrysler to measure the financing capability  
increased by €0.3 billion to €2.1 billion.  
Free Cash Flow Industrial Business  
2005  
2004  
05/04  
Amounts in billions of €  
Change  
Cash provided by operating  
activities  
6.2  
3.8  
2.4  
Cash used for investing  
activities  
(4.8)  
(2.9)  
(1.9)  
Changes in cash and cash equivalents  
(maturing after 3 months) and  
short term securities  
0.7  
2.1  
0.9  
1.8  
(0.2)  
0.3  
Free cash flow industrial  
business  
The increase was mainly due to lower cash outflows for tax pay-  
ments as a result of decreasing taxable income in Germany.  
An additional factor was that increased payments were received  
by the industrial business from companies in the financial ser-  
vices business in connection with tax groups in the United States.  
The free cash flow was also increased by the sale of the Group’s  
remaining shares in MMC and its interest in debis AirFinance  
during 2005. In the prior year, the corresponding increase from  
the sale of the Group’s shares in HMC was lower. There were  
negative effects from the stronger increase in working capital  
and the realignment of the business model at smart. In addi-  
tion, the free cash flow was reduced in 2005 by the increased  
utilization of provisions, also in connection with quality actions.  
Taking into consideration the dividends paid by Financial Services  
to the industrial business, the free cash flow of the industrial  
business significantly surpassed the total dividend distribution  
planned by DaimlerChrysler to its shareholders for the 2005  
financial year.  
The cash flow from financing activities resulted in a net cash  
outflow of €1.5 billion in 2005. This was mainly a result of the  
dividend distribution at DaimlerChrysler AG for 2004 (€1.5 bil-  
lion). Borrowing and the repayment of financial liabilities were  
nearly in balance, with a slight shift towards short-term refinan-  
cing. In the prior year, the net increase in financial liabilities  
offset the dividend distribution. In 2005 the exercise of stock  
options resulted in a cash inflow from the issue of shares of  
0.2 billion.  
Cash and cash equivalents with an original maturity of three  
months or less increased by €0.2 billion compared with Decem-  
ber 31, 2004 as a result of currency translation effects. Total  
liquidity, which also includes long-term investments and securi-  
ties, increased from €11.7 billion to €12.6 billion.  
4
9
The net liquidity of the industrial business, which is equi-  
valent to liquidity less nominal debt on the balance sheet date,  
increased by €5.1 billion to €7.3 billion.  
Refinancing  
DaimlerChrysler’s refinancing measures are primarily determi-  
ned by the Group’s financial services activities. To cover a  
relatively low requirement for additional funding compared with  
the prior year and to refinance debts becoming due, Daimler-  
Chrysler once again used a broad spectrum of financial and  
capital-market instruments. The book value of the main refinan-  
cing instruments and the weighted average interest rates for  
the year 2005 are shown in the table below:  
Net Liquidity Industrial Business  
2005  
6.8  
2004  
05/04  
Amounts in billions of €  
Change  
Cash and cash equivalents  
(
maturing within 3 months)  
Cash and cash equivalents  
maturing after 3 months)  
6.4  
0.4  
(
0.1  
4.5  
0.4  
3.5  
(0.3)  
1.0  
1.1  
Short-term securities  
Average Book value Book value  
Liquidity  
11.4  
(4.1)  
7.3  
10.3  
(8.1)  
2.2  
interest  
rates 2005  
Dec. 31,  
2005  
Dec. 31,  
2004  
Nominal debt 1  
Net liquidity  
4.0  
5.1  
in %  
amounts in millions of €  
1
Bookvalue of financial liabilities adjusted for market valuation  
Bonds/notes  
5.70  
4.08  
47,432  
9,104  
44,679  
6,824  
Commercial paper  
Liabilities to  
banks  
4.54  
17,472  
17,664  
The significant increase in net liquidity is mainly due to the  
positive free cash flow as well as the effects of currency trans-  
lation. An additional factor was the dividends paid by the finan-  
cial services business to the industrial business. Opposing  
effects resulted primarily from the dividend distribution by  
DaimlerChrysler AG for the 2004 financial year.  
The financial instruments shown in the above table as of Decem-  
ber 31, 2005 are mainly denominated in the following currencies:  
57% in US dollars, 21% in euros, 8% in Canadian dollars, 3% in  
British pounds and 3% in Japanese yen.  
The financial liabilities shown in the consolidated balance sheet,  
which in particular also include deposits from direct banking  
business as well as liabilities from capital lease and residual value  
guarantees, amounted to €80,932 million on December 31, 2005  
(
2004: €76,270 million). Of the financial liabilities, €76,786 mil-  
lion or 95% was accounted for by the financial services business  
2004: €67,940 million or 89%). Detailed information on the  
amounts and terms of the financial liabilities is available in Note  
6 of the Notes to the Consolidated Financial Statements.  
(
2
5
0
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
In 2005, DaimlerChrysler successfully issued benchmark notes  
denominated in US dollars and euros. There were also smaller  
issues of medium-term note programs in the form of private place-  
ments. In addition, the securitization of receivables, mainly in the  
field of financial services, was utilized particularly in the United  
States, but also in Canada and Germany. In 2005, DaimlerChrysler  
sold retail receivables in an amount of €11,575 million (2004:  
A part of this US$18 billion credit facility serves as collateral  
for borrowings within the commercial-paper program.  
In order to hedge the liquidity of an asset-backed commercial-  
paper program in North America, DaimlerChrysler has an ad-  
ditional credit facility with a consortium of international banks,  
which was increased to a volume of US$6.2 billion in 2005  
(2004: US$5.2 billion). This liquidity hedging can only be utilized  
by the trusts to which DaimlerChrysler sold receivables in the  
context of this program.  
€10,294 million). Within the context of a revolving credit facility for  
securitizing wholesale receivables, DaimlerChrysler also sold  
wholesale receivables in an amount of €33,922 million (2004:  
€35,414 million) to trusts and received proceeds of €33,892 mil-  
lion (2004: €35,393 million). With these transactions, the Group  
received income of €182 million in 2005 and €250 million in  
The liquid reserves, short-term and long-term credit lines and  
the possibility to generate cash inflows by securitizing receiv-  
ables give the Group sufficient financial flexibility of above €50  
billion to cover its refinancing needs at any time.  
2004. See Note 34 of the Notes to the Consolidated Financial  
Statements for further information on the sale of receivables.  
At the end of 2005, DaimlerChrysler had short-term and long-  
term credit lines totaling €35.4 billion, of which €17.9 billion  
was not utilized. These credit lines include a US$18 billion syn-  
dicated global credit facility with international banks in a total  
of three tranches: the first tranche comprises a 5-year credit  
line maturing in May 2008, allowing DaimlerChrysler AG and va-  
rious subsidiaries to draw a total of US$7 billion under this  
facility. DaimlerChrysler North America Holding can draw a total  
of US$6 billion under a 364-day facility maturing in May 2006.  
The originally 7-year tranche with a volume of US$5 billion and  
maturing in July 2006 was transformed earlier than necessary  
in 2004 into a new facility of DaimlerChrysler AG with the same  
volume and a term of five years, i.e. until December 2009. In  
December 2005, we made use of our contractual option to ex-  
tend this credit facility by another year (until 2010). In December  
2
006, the term can again be extended until December 2011.  
5
1
Ratings  
On July 19, 2005, Fitch Ratings (Fitch) revised the outlook on  
DaimlerChrysler’s BBB+ rating to stable from positive. The  
short-term rating was affirmed at F2. The outlook revision re-  
flected Fitch’s view that given the recent performance of the  
Mercedes Car Group and competitive pressures at the Chrysler  
Group, an upgrade of the ratings for DaimlerChrysler is unlikely  
in the short term. Fitch noted that the financial profile of the  
Group remains strong.  
2
005  
2004  
Short-term credit ratings  
Standard & Poor’s  
Moody’s  
A-2  
P-2  
F2  
A-2  
P-2  
F2  
Fitch  
Dominion Bond  
R-1-  
R-1-  
On August 2, 2005, Dominion Bond Rating Service (Dominion)  
changed the outlook of the long-term rating of DaimlerChrysler  
to negative from stable. Dominion stated that the change re-  
flects the fact that profitability, although acceptable, is weak for  
the rating and that they believe that the near term prospects  
at DaimlerChrysler’s main businesses are mixed. Business diver-  
sity has enabled DaimlerChrysler to stay profitable and is a  
key strength supporting the ratings.  
Long-term credit ratings  
Standard & Poor’s  
Moody’s  
BBB  
A3  
BBB  
A3  
Fitch  
BBB+  
A-  
BBB+  
A-  
Dominion Bond  
During the year 2005, the rating agency Standard & Poor’s  
Rating Services (S&P) kept its long-term rating of BBB and its  
short-term rating of A-2 unchanged. The outlook of the long-  
term rating remained stable.  
On August 1, 2005, Moody’s Investor Service (Moody’s) confir-  
med the A3 long-term and the P-2 short-term rating of Daimler-  
Chrysler but changed the outlook of the long-term rating to nega-  
tive from stable. Moody’s stated that the change reflects the  
challenges DaimlerChrysler is facing to strengthen margins going  
forward in particular of the Mercedes Car Group division and  
to reach a break-even position at smart. In addition, Moody’s  
mentioned the pressure the Chrysler Group is facing in the  
United States to maintain a trend of improving profitability as a  
result of rising incentives and competitive pressures and the re-  
liance on the current robustness of the performance of the Com-  
mercial Vehicles division. Moody’s highlighted that Daimler-  
Chrysler’s A3/P-2 ratings continue to reflect the overall strength  
of the Group’s franchise, particularly Mercedes-Benz’s market  
position as a global luxury passenger car brand, the Group’s scope  
and geographically well-spread operations.  
5
2
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Balance Sheet Structure  
Financial Position  
(
in billions of €)  
2
02 183 183 202  
Fixed assets  
41%  
18% Stockholders’ equity  
and minority interests  
4
0% 18%  
3%  
2
3% Accrued liabilities  
2
Non-fixed assets  
54%  
53% Liabilities  
0% of which:  
5
7% 54%  
2%  
4
4
Financial liabilities  
of which: Liquidity  
Other assets  
Other liabilities  
6
5
%
%
6%  
3%  
5%  
6%  
2
005 2004 2004 2005  
The Group’s total assets increased by 10% compared with the  
prior year to €201.6 billion, primarily due to the appreciation  
of the US dollar. The assets and liabilities of our US companies  
were translated into euros using the exchange rate of €1 = US$  
Inventories – less advance payments received – increased  
to €19.1 (2004: €16.8) billion. The increase was due not only to  
currency translation effects, but also to the launch of new  
models and intense competition in the market.  
1.1797 as of December 31, 2005 (prior year: €1 = US$1.3621  
as of December 31, 2004). This lower exchange rate resulted  
in correspondingly higher balance sheet amounts in euros. €15.2  
billion of the increase in total assets resulted from the effects  
of currency translation. Adjusted for currency translation effects,  
total assets increased by €3.6 billion.  
Receivables from financial services amounted to €61.1 billion  
on December 31, 2005 (2004: €56.8 billion). Adjusted for  
currency translation effects, the decrease amounted to €1.5  
billion. The outstanding balance of sold and securitized re-  
ceivables from financial services, which are accounted off-balan-  
ce, was including effects from currency translation, higher  
than in the prior year. For additional information, see Note 34  
of the Notes to the Consolidated Financial Statements.  
The financial-services business accounted for €99.6 billion of  
the balance sheet total (2004: €88.0 billion). This was equi-  
valent to 49% of the DaimlerChrysler Group’s total assets and  
liabilities (2004: 48%).  
The decrease in other assets from €12.9 billion to €8.7 billion  
was primarily due to the valuation and redemption of deriva-  
tives.  
On the assets side of the balance sheet, property, plant and  
equipment increased by 8% to €36.7 billion. This development  
was primarily caused by currency translation, with opposing  
effects from the impairment of assets in an amount of €0.5 billion  
relating to the realignment of the smart business model.  
Total liquidity increased, as intended, by 8% to €12.6 billion,  
and comprised cash and cash equivalents (€7.7 billion) and  
marketable securities (€4.9 billion).  
Financial assets decreased by 10% to €6.4 billion. One reason  
for this decrease was the sale of the Group’s remaining shares  
in MMC. The lower net carrying amount of our investment in  
EADS primarily resulted from the evaluation of derivative finan-  
cial instruments at EADS. This effect was only partially offset  
by the Group's proportionate share of the net income of EADS,  
which is accounted for using the equity method.  
As of December 31, 2005, assets and liabilities held for sale  
related to the Off-Highway business unit, the sale of which will  
probably be completed in the first quarter of 2006.  
At the balance sheet date 37% of all assets had a maturity of  
less than one year (2004: 38%).  
On the liabilities side stockholders’ equity amounted to €36.4  
billion (2004: €33.5 billion). The increase was mainly due to the  
Group’s net income as well as currency translation effects.  
There were opposing effects from distribution of the dividend  
for the 2004 financial year and the valuation of derivative  
financial instruments (which had no effect on the income state-  
ment). The equity ratio, adjusted for the proposed dividend  
distribution for the 2005 financial year (€1.5 billion), remained  
almost unchanged and was 17.3% (2004: 17.5%). The equity ratio  
for the industrial business amounted to 24.8% (2004: 25.2%).  
Leased equipment increased by €7.5 billion to €34.2 billion,  
due to altered exchange rate parities as well as the growth of  
the operate lease business. The latter was partially caused by a  
shift from sales-financing contracts, which are entered under  
receivables from financial services, to increased operate lease  
contracts.  
5
3
Balance Sheet Structure of the Industrial Business  
(
in billions of €)  
1
02  
95  
95  
102  
Property, plant and  
equipment  
36% 36% 26% 25% Stockholders’ equity  
and minority interests  
4
3
3% 45% Accrued liabilities  
Other fixed assets  
Inventories  
14% 15%  
17% 16%  
Receivables  
Liquidity  
12% 17%  
0% 26%  
Liabilities  
1
1
1%  
0%  
1
1%  
Other assets  
Other liabilities  
5
%
1%  
4%  
2
005 2004 2004 2005  
The decrease in minority interests resulted primarily from the  
change in the Group’s equity interest in Mitsubishi Fuso Truck  
and Bus Corporation (MFTBC). As of December 31, 2005,  
DaimlerChrysler held 85% of MFTBC’s shares (2004: 65%).  
The funded status of the Group’s pension obligations chan-  
ged from being underfunded by €6.6 billion to being under-  
funded by €7.2 billion in 2005. On the balance sheet date, the  
Group’s pension obligations amounted to €41.5 billion, com-  
pared with €34.4 billion at the end of the prior year. The increa-  
se was primarily a result of the currency translation effects of  
€3.4 billion and the reductions in discount rates for pension plans  
by 0.8 of a percentage point to 4.0% for German plans, and by  
0.4 of a percentage point to 5.4% for non-German plans. The plan  
assets available to finance the pension obligations increased  
due to currency translation effects (€3 billion) and the good per-  
formance of the stock markets from €27.8 billion to €34.3  
billion. The yield realized on the German plan assets in 2005  
was 16.9%; the foreign plan assets returned a yield of 12.1%. In  
addition, the plan assets increased due to contributions of  
€1.7 billion (2004: €1.6 billion).  
Accrued liabilities increased from €41.9 billion to €46.7 billion,  
mainly due to currency translation effects. The increase in other  
accrued liabilities was caused by the changed market valuation  
of derivatives due to the appreciation of the dollar against the  
euro as well as higher accruals for product guarantees. The in-  
crease in accruals for product guarantees was partially related  
to the quality offensive at the Mercedes Car Group.  
The Group’s financial liabilities amounted to €80.9 billion on  
the balance sheet date (2004: €76.3 billion). Adjusted for the  
effects of currency translation, this item decreased by €0.5  
billion. The financial liabilities shown in the consolidated balance  
sheet primarily serve to refinance the leasing and sales finan-  
cing business.  
The funded status of the other postretirement benefit obli-  
gations changed from an undercover of €12.8 billion to an  
undercover of €15.8 billion in 2005. The obligations totaled  
€17.7 billion on the balance sheet date (2004: €14.4 billion).  
€2.3 billion of the increase was due to the effects of currency  
translation. The obligations also increased as a result of the  
reduction in the discount rate of 0.3 of a percentage point to  
5.7%. The other changes resulted from the normal annual in-  
crease less payments to beneficiaries. Other postretirement  
benefit obligations were covered by plan assets of €1.9 billion  
(2004: €1.5 billion).  
The change in trade liabilities from €12.9 billion to €14.6 billion  
was mainly caused by currency translation effects.  
Deferred income increased to €8.3 billion (2004: €6.3 billion),  
due not only to currency translation, but also to higher advance  
rental payments resulting from the expanded operate lease  
portfolio and higher sales of vehicles with guaranteed residual  
values.  
At the balance sheet date 43% of all liabilities had a maturity of  
less than one year (2004: 42%).  
Additional information on pension plans and similar obliga-  
tions is available in Note 25a of the Notes to the Consolidated  
Financial Statements.  
5
4
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Capital Expenditure  
Research and Development  
The DaimlerChrysler Group invested a total of €6.6 billion in  
property, plant and equipment in 2005 (2004: €6.4 billion). For  
the Mercedes Car Group, the focus was on preparing for the  
production of the new M-Class and R-Class at the plant in Tusca-  
loosa, USA, the new V6 and V8 engines and the successors  
to the C-Class and the smart fortwo. The main areas for the  
Chrysler Group were the preparation of production facilities  
for new model introductions and further improvements in plant  
efficiency and flexibility. The volume of investment in the Com-  
mercial Vehicles division was significantly higher than in the prior  
year. This was primarily due to preparations for the production  
startup of the new Sprinter and investments related to new truck  
generations and new low-emission engines fulfilling worldwide  
emission regulations.  
Research and development expenditure totaled €5.6 billion in  
2005 (2004: €5.7 billion). The Mercedes Car Group’s most  
important projects were the successor models for the C-Class  
and the smart fortwo. Research and development work at the  
Chrysler Group was once again influenced by the product offen-  
sive, in particular the renewal and extension of the Jeep and  
®
Dodge model ranges. The Commercial Vehicles division’s key  
projects included the new generation of trucks for Europe, the  
United States and Japan, and various new low-emission engines.  
Some additional areas of R&D activities were new drive-system  
technologies, especially hybrid drive and fuel-cell drive, and elec-  
tronic systems designed to enhance traffic safety.  
At the end of 2005, more than 28,200 people worked in Daimler-  
Chrysler’s research and development departments, of whom  
2
,600 were employed in the corporate Research and Technology  
Investments in Property, Plant and Equipment  
department and 25,600 were employed in the divisions (see  
page 94).  
2
005  
2004  
05/04  
Amounts in millions of €  
% change  
We spent a total of €1.5 billion on environmental protection in  
2005. Most of these funds were applied to reduce the fuel  
consumption and emissions of our vehicles. For example, we  
reduced the consumption of our fleet of vehicles in Germany  
by 30% in the period of 1990 to 2005. DaimlerChrysler there-  
fore made an above-average contribution to achieving the  
voluntary commitment declared by the German Automotive  
Industry Association (VDA) of a 25% reduction. For the con-  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
6,580  
1,629  
3,083  
1,743  
45  
6,386  
2,343  
2,647  
1,184  
91  
+3  
-30  
+16  
+47  
-51  
Commercial Vehicles  
Financial Services  
Other Activities  
109  
134  
-19  
tinuing reduction of CO emissions, we are also utilizing the  
2
potential of biofuels. We are modifying our vehicles so that  
the blend of biofuel to conventional fuel can be doubled from  
5
% to 10%.  
Research and Development Expenditure  
2005  
2004  
05/04  
Amounts in millions of €  
% change  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
5,649  
2,418  
1,710  
1,281  
240  
5,658  
2,634  
1,570  
1,226  
228  
-0  
-8  
+9  
+4  
+5  
Commercial Vehicles  
Other Activities  
5
5
Procurement and Supply  
Workforce  
Employees by Division  
DaimlerChrysler Group  
382,724  
Mercedes Car Group  
Chrysler Group  
104,345  
83,130  
117,183  
48,773  
11,129  
18,164  
Commercial Vehicles  
Sales Organization  
Financial Services  
Other Activities  
Our Procurement and Supply organization has the goal of build-  
ing up the world’s most effective supply chain, thus contributing  
to an increase in corporate value. In the year 2005, we identi-  
fied and utilized additional synergy potential. In order to contin-  
uously improve the efficiency and effectiveness of our work,  
we defined three strategic areas for action: leveraging our global  
scale, the efficient management of our global supply base,  
and the use of globally uniform IT structures and processes.  
Employment situation. As of December 31, 2005, Daimler-  
Chrysler employed 382,724 people worldwide (end of 2004:  
384,723). Of this total, 182,060 were employed in Germany  
(2004: 185,154) and 97,480 in the United States (2004:  
98,119). The number of trainees at year-end was 9,880 (2004:  
10,047). Compared with the prior year, employment increased  
by 2% at Commercial Vehicles, where employees were recruited  
due to the high demand for trucks, particularly in the Trucks  
Europe/Latin America and Trucks NAFTA business units. At the  
Mercedes Car Group (-1%), the Chrysler Group (-1%) and Finan-  
cial Services (-1%), employment levels were slightly lower than  
at the end of the prior year (see page 92).  
By bundling our purchasing worldwide, we maximize our volumes  
and the resulting price advantages. For this purpose, we estab-  
lished the Material Strategy and Innovation Council (MSIC). The  
MSIC coordinates the worldwide activities of our vehicle divi-  
sions in the fields of engineering, procurement, cost analysis,  
and research and technology. For example, with the aid of the  
MSIC, many opportunities have already been identified for cost  
reduction and innovation.  
Staff reductions at the Mercedes Car Group. At the end of  
September 2005, the Board of Management approved a pack-  
age of measures to be taken at the Mercedes Car Group aiming  
to reduce the workforce in Germany by 8,500 jobs. The staff  
reductions are to be achieved as a result of voluntary severance  
agreements over a period of twelve months, and will contri-  
bute to increasing the productivity of the Mercedes Car Group  
and thus helping to secure the competitiveness of its facilities  
in Germany. DaimlerChrysler stands by the “Safeguarding  
the Future 2012” agreement reached in the year 2004, which  
provides for voluntary retirement as a first step in the case  
of any need for personnel reductions. By the end of 2005, ap-  
proximately 5,000 Mercedes Car Group employees had either  
already left the company or had signed agreements on their  
departure (see pages 74 and 92).  
The rising prices of raw materials and the growing danger of  
insolvencies in the supply industry were particularly important  
for our work in 2005. In order to limit the impact of rising raw  
material prices on our material costs at an early stage, we care-  
fully monitor the market prices of raw materials. In addition,  
we cooperate with our suppliers to achieve continuous improve-  
ments in products and processes so that lasting price advan-  
tages can be realized. Whenever necessary, we enter into long-  
term agreements to guarantee reliable supplies and limit the  
effects of future price increases; this also enhances planning  
security for our suppliers.  
A modern system of risk management helps us to identify and  
analyze the financial situation of our suppliers. This allows us to  
react to suppliers’ financial difficulties in good time, thus mini-  
mizing the financial risks and any impact on DaimlerChrysler’s  
production (see page 98 f).  
5
6
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Events after the End of the 2005  
Financial Year  
New management model for DaimlerChrysler. On January  
24, 2006, DaimlerChrysler presented a new management model  
designed to improve the Group’s competitiveness and promote  
further profitable growth.  
More detailed information on this subject can be found on page  
31 of this Annual Report.  
Further events after the end of the 2005 financial year.  
Since the end of the 2005 financial year, there have been no  
further occurrences that are of major significance to Daimler-  
Chrysler and which would lead to a modified assessment of the  
Group’s position. The course of business in the first two months  
of 2006 confirms the statements made in the chapter, “Outlook”.  
5
7
Risk Report  
Risk management system  
The risk management system enables the Board of Management  
to identify key risks at an early stage and to initiate suitable  
countermeasures. By carrying out targeted audits, the Corporate  
Audit department monitors compliance with the statutory frame-  
work and the Group’s internal guidelines as defined in the  
Risk Management Manual, and, if required, initiates appropriate  
action. In addition, the external auditors test the system for  
the early detection of risks that is integrated into the risk man-  
agement system in terms of its fundamental suitability for  
the early recognition of developments that could jeopardize the  
continued existence of the company.  
Within the framework of their global activities and as a result  
of increasingly intense competition in all markets, Daimler-  
Chrysler’s divisions and business units are exposed to a large  
number of risks, which are inextricably linked with their busi-  
ness activities. Effective management and control instruments  
are combined into a uniform risk management system, meeting  
the requirements of applicable law and subject to continuous  
improvement, which is employed for the early detection, evalua-  
tion and management of risks. The risk management system  
is integrated into the value-based management and planning  
system. It is an integral part of the overall planning, control  
and reporting process in all relevant legal entities and central  
functions, and aims to systematically identify, assess, control  
and document risks. Taking defined risk categories into account,  
risks are identified by the management of the divisions and  
business units, the key associated companies and the central  
departments, and assessed regarding their probability of oc-  
currence and possible extent of damage. The assessment of the  
possible extent of damage usually takes place in terms of the  
risks’ effect on operating profit. The communication and repor-  
ting of relevant risks is controlled by value limits set by manage-  
ment. The responsible persons also have the task of developing,  
and initiating as required, measures to avoid, reduce and hedge  
risks. Major risks and the countermeasures taken are moni-  
tored within the framework of a regular controlling process. As  
well as the regular reporting, there is also an internal reporting  
obligation within the Group for risks arising unexpectedly. The  
Group’s central Risk Management department regularly reports  
on the identified risks to the Board of Management and the  
Supervisory Board.  
Economic risks  
Following the dynamic development of the world economy in  
2004, economic expansion slowed down in all regions in 2005.  
Although general conditions were relatively unfavorable and  
potential risks increased, global growth was only slightly below  
the long-term trend. Two factors with a particularly negative  
impact were the continuation of high raw-material prices and  
the rapid growth of the United States’ current-account deficit.  
The stable growth of the world economy in 2006 that is antici-  
pated by most economists and also by DaimlerChrysler depends  
significantly upon how these factors develop in the future. Daimler-  
Chrysler’s financial position, results of operations and cash flows  
are therefore still exposed to substantial economic risks. Due to  
the great importance for the global economy of developments in  
the United States, an isolated severe slowdown of economic expan-  
sion there would have negative consequences for the rest of  
the world.  
5
8
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The US economy is increasingly dependent on the inflow of for-  
eign capital to finance its rapidly growing current-account deficit,  
and this situation has become a source of considerable risk po-  
tential. If the capital inflows cease to be available in the required  
volumes, the country’s current-account deficit will have to be  
corrected. This could be done by means of higher interest rates  
and a drastic depreciation of the US dollar, leading to signifi-  
cantly lower growth in the United States and thus also in other  
regions of the world. Additional risks that would weaken eco-  
nomic growth in the United States are a further increase in capi-  
tal-market interest rates and a fall in real-estate values, which  
to a certain extent are inflated by speculation. Both of these fac-  
tors would substantially reduce private consumption.  
A marked reduction in growth rates in China would also be  
strategically relevant for the Group, as this is currently the most  
dynamic automobile market in the world and has enormous  
potential for the future. In view of China’s economic power and  
the sharp increase in the flows of international investment and  
trade with China, such a slump would not only have serious con-  
sequences for the whole of Asia, but could also cause signifi-  
cant growth losses for the world economy, with negative effects  
on DaimlerChrysler’s projects. Potential economic crises in the  
other emerging markets in which the Group has production faci-  
lities could also be of particular relevance. But crises in emer-  
ging markets where the Group is solely active in a sales function  
would result in a more limited risk exposure.  
Disappointing economic developments in large parts of the Euro-  
pean Union, especially Germany, have considerable risk poten-  
tial due to the region’s importance as a major sales market for  
DaimlerChrysler. In particular, if the ongoing weakness of do-  
mestic demand leads to stagnation, this could have a substantial  
impact on demand for automobiles. The situation of the Japa-  
nese economy is similar, although its prospects have improved  
somewhat. A renewed weakening of the Japanese economy  
would not only reduce the Group’s exports to Japan, but would  
also place a substantial burden on the earnings trend of our  
subsidiary, Mitsubishi Fuso Truck and Bus Corporation.  
Risks for market access and the global networking of the Group’s  
facilities could arise as a result of the failure or significant  
delay of multilateral trade liberalization, in particular due to the  
weakening of international free trade in favor of regional trade  
blocks or a return to protectionist tendencies. A sharp rise in  
bilateral free-trade agreements outside the European Union  
could affect DaimlerChrysler’s position in key foreign markets,  
particularly in Southeast Asia, where Japan is increasingly  
gaining preferred market access.  
Finally, the world economy could be negatively influenced by a  
sustained deterioration in consumer and investor confidence.  
This could be triggered by geopolitical and military instability,  
concern about a possible sharp drop in share prices, the  
battle against terrorism and the fear of an influenza pandemic.  
An additional important potential risk is to be seen in the high  
level of raw-material prices, particularly crude oil. If prices  
remain high or actually continue rising, the assumed economic  
development will be jeopardized. Private households’ purcha-  
sing power would fall and companies’ costs would increase, and  
these two factors combined would have a negative impact on  
growth in the oil-importing countries. With a long-term rise in  
the price of oil, some economies could even slip into recession.  
5
9
Industry and business risks  
Legal and political frameworks also have a considerable impact  
on DaimlerChrysler’s future business success. Regulations  
concerning exhaust emissions and fuel consumption and the  
development of energy prices play a particularly important  
role. The Group monitors these factors and attempts to antici-  
pate foreseeable requirements during the phase of product  
development.  
Weak economic developments, overcapacity in the automotive  
industry and sluggish consumer demand could have an impact  
on vehicle manufacturers. This would primarily affect Daimler-  
Chrysler’s major markets in Western Europe and the NAFTA  
region. In the United States, which is still the engine of the glo-  
bal economy, high competitive pressure in the automobile  
market in recent years has led to the proliferation of special  
financing offers and price incentives. Continued weak econo-  
mic developments could make such discount financing and  
price incentives necessary in the future, at similar or even higher  
levels. This would not only reduce our earnings from the sale  
of new vehicles, but would also lead to lower prices in the used-  
car market and thus to falling residual values. As a result of  
intensifying competition in Western Europe, the practice of offe-  
ring discount financing and price incentives is spreading also  
in this region. In order to achieve the targeted level of prices,  
factors such as brand image and product quality as well as  
additional technical features resulting from innovative research  
and development are becoming increasingly important.  
DaimlerChrysler counteracts procurement risks through targe-  
ted commodity and supplier risk management. But in view  
of developments in international supply markets, the effects of  
these measures are limited. If prices remain at their current  
level for a long time, or actually continue to rise, this would re-  
sult in a negative impact on the Group’s profitability. Increa-  
sing pressure in procurement and sales markets could also  
seriously jeopardize the financial situation and continued  
operations of suppliers and dealers. To an increasing extent,  
individual or joint support actions will be required by auto-  
mobile manufacturers such as DaimlerChrysler in order to safe-  
guard production and sales. If important suppliers should get  
into difficulties due to their financial situation, this could have  
a negative effect on the production and sales of vehicles and  
thus also on DaimlerChrysler’s profitability.  
In view of increasing price pressure, it is essential for the Group’s  
future profitability to realize efficiency improvements while ful-  
filling DaimlerChrysler’s own high quality standards. This also  
applies to the successful implementation of the CORE program  
and the restructuring initiated in this context for the realign-  
ment of the smart business model. Product quality has a major  
influence on a customer’s decision to buy a particular brand  
of passenger car or commercial vehicle. Technical problems  
could lead to further recall and repair campaigns, or could even  
necessitate new developments requiring type approval from  
the relevant authorities. Furthermore, deteriorating product qua-  
lity can also lead to higher warranty and goodwill costs.  
Production and business processes could also be disturbed by  
unforeseeable events such as natural disasters or terrorist  
attacks. Consumer confidence would be significantly affected,  
and production could be interrupted by supplier problems and  
intensified security measures at territorial borders. In addition,  
our manufacturing processes could be disturbed by failures at  
the data centers. Security measures and emergency plans have  
been prepared for such eventualities. Although other IT risks  
in the fields of network, application and system management or  
outsourcing and supplier management have a very low probabi-  
lity of occurrence, the effect of such a case arising would also  
have a negative impact on earnings.  
6
0
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler’s Financial Services division is primarily invol-  
ved in the provision of financing and leasing for Group products,  
as well as insurance and services in the field of fleet manage-  
ment. The international orientation of this business and the  
raising of capital are linked with credit, exchange rate and inte-  
rest rate risks. DaimlerChrysler counteracts these risks by  
means of appropriate market analyses and the use of derivative  
financial instruments. In addition, the U.S. Internal Revenue  
Service (IRS) has challenged the tax treatment of certain leveraged  
leases by various companies, including DaimlerChrysler, and we  
are currently in discussions with the IRS. Although we believe that  
our tax treatment is appropriate and in compliance with appli-  
cable tax law and regulations, the resolution of this matter could  
have a significant negative impact on our cash flows.  
DaimlerChrysler bears a proportionate share of the risks of  
its subsidiaries and its associated and affiliated companies in  
line with its share of their equity capital.  
Finance market risks  
The DaimlerChrysler Group is exposed to market risks from  
changes in foreign currency exchange rates, interest rates and  
equity prices. Furthermore, commodity price risks arise from  
procurement. These market risks may adversely affect Daimler-  
Chrysler’s operating results, financial condition and cash flow.  
The Group seeks to manage and control these risks primarily  
through its regular operating and financing activities, and if ap-  
propriate, through the use of derivative financial instruments.  
Additional information on financial instruments and derivatives  
is available in Note 33 of the Notes to the Consolidated Finan-  
cial Statements. DaimlerChrysler evaluates these market risks  
by monitoring changes in key economic indicators and market  
information on an ongoing basis.  
Due to DaimlerChrysler’s involvement in the development of a  
system to record and charge tolls for the use of highways in  
Germany by trucks with more than 12 metric tons gross vehicle  
weight, we are exposed to a number of risks which could have  
negative effects on the Group’s financial situation, cash flows  
and profitability. The development and operation of the elec-  
tronic toll collection system is the responsibility of the operator  
company, Toll Collect GmbH, in which DaimlerChrysler holds a  
To quantify the exchange rate risk, interest rate risk and equity  
price risk of the Group on a continuous basis, DaimlerChrysler’s  
risk management systems employ value-at-risk analyses as re-  
commended by the Bank for International Settlements. The value-  
at-risk calculations employed by DaimlerChrysler express potential  
losses in fair values assuming a 99% confidence level and a  
holding period of five days. This method is based on the variance-  
covariance approach of the RiskMetrics™ model. Estimates of  
volatilities and correlations are drawn from the RiskMetrics™  
datasets and supplemented by additional exchange rate, inte-  
rest rate and equity price information. The Group does not use  
derivative financial instruments for speculative purposes.  
4
5% ownership interest and which is included in the consolida-  
ted financial statements using the equity method of accounting.  
In addition to DaimlerChrysler’s membership of the consortium  
and its equity interest in Toll Collect GmbH, guarantees were  
issued supporting obligations of Toll Collect GmbH towards the  
Federal Republic of Germany concerning the completion and  
operation of the toll system. The toll system went into operation  
on January 1, 2005 with slightly reduced functionality. On  
January 1, 2006, the toll system was installed with full functio-  
nality as specified in the operator contract. Risks can arise  
primarily due to lower tolls derived from the system, offsetting  
alleged claims by the Federal Republic of Germany, or a refusal  
to grant the final operating license. Additional information on  
the electronic toll collection system and the related risks can be  
found in the Notes to the Consolidated Financial Statements:  
see Note 3 (Significant Equity Method Investments), Note 31 (Legal  
Proceedings) and Note 32 (Contingent Obligations and Other  
Commercial Commitments).  
Any market sensitive instruments, including equity and fixed in-  
terest bearing securities, that DaimlerChrysler holds for pension  
plans or similar obligations are not included in this quantitative  
and qualitative analysis. Please refer to Note 25a of the Notes to  
the Consolidated Financial Statements for additional information  
regarding the Group’s pension plans.  
6
1
In accordance with the organizational standards in the international  
banking industry, DaimlerChrysler maintains risk management  
control systems independent of Corporate Treasury and with a sep-  
arate reporting line.  
The average value-at-risk of our derivative financial instruments  
used to hedge exchange rate risks in 2005 is almost unchanged  
to that of 2004. The increase in the period-end value-at-risk is  
primarily a result of a higher foreign exchange derivatives’ volume  
in US dollars.  
Exchange rate risks. The global nature of DaimlerChrysler’s  
business activities results in cash receipts and payments deno-  
minated in various currencies. For the assessment of currency  
exposures, the cash inflows and outflows of the business seg-  
ments are offset and netted out if they are denominated in  
the same currency. Currency exposures are regularly assessed  
and gradually hedged with suitable financial instruments, pre-  
dominantly foreign exchange forwards and currency options,  
according to exchange rate expectations, which are constantly  
reviewed. The net assets of the Group which are invested in  
subsidiaries and affiliated companies outside the euro zone are  
generally not hedged against currency risks. However, in spe-  
cific circumstances, DaimlerChrysler hedges the currency risk  
inherent in certain of its long-term investments. Besides this,  
DaimlerChrysler does not generally hedge the currency transla-  
tion risk which arises from our subsidiaries which report their  
revenues and results in a functional currency other than the euro.  
Due to exchange rate fluctuations, especially of the US dollar  
and other major currencies against the euro, DaimlerChrysler is  
exposed to exchange rate risks and resultant transaction risks.  
These transaction risks primarily affect the Mercedes Car Group  
division, as a significant portion of its revenues are generated  
in foreign currencies while most of its costs are incurred in euros.  
The Commercial Vehicles division is also exposed to such trans-  
action risks, but only to a minor degree because of its worldwide  
production network. Chrysler Group’s transaction risks are low,  
as most of its revenues and costs are generated in US dollars.  
Interest rate risks. DaimlerChrysler holds a variety of interest  
rate sensitive financial instruments to manage its liquidity and  
the cash needs of the day-to-day operations. A substantial vol-  
ume of interest rate sensitive assets and liabilities is related to  
the leasing and sales financing business operated by Daimler-  
Chrysler Financial Services. The leasing and sales financing busi-  
ness enters into transactions with customers which primarily  
result 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 portfolio, the  
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.  
The following table shows value-at-risk figures for DaimlerChrysler’s  
2005 and 2004 portfolio of derivative financial instruments used  
to hedge the underlying currency exposure. We have computed the  
average exposure based on an end-of-quarter basis.  
Average  
for  
2005  
Average  
for  
2004  
Value-at-Risk  
Dec. 31,  
2005  
Dec. 31,  
2004  
Amounts in millions of €  
DaimlerChrysler coordinates the funding activities of the Indus-  
trial Business and Financial Services at the Group level. It uses  
interest 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 struc-  
tures (asset and liability management).  
Exchange rate sensitive  
derivative financial  
instruments 1  
281  
253  
148  
256  
1
Forward foreign exchange contracts, foreign exchange swap contracts, currency options.  
The following table shows value-at-risk figures for DaimlerChrysler’s  
2005 and 2004 portfolio of interest rate sensitive financial  
instruments. We have computed the average exposure based on  
an end-of-quarter basis.  
6
2
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Average  
for  
2005  
Average  
for  
2004  
Legal risks  
Value-at-Risk  
Dec. 31,  
2005  
Dec. 31,  
2004  
Amounts in millions of €  
Various legal proceedings are pending against DaimlerChrysler.  
In our view, most of these proceedings constitute ordinary,  
routine litigation that is incidental to our business. However, the  
possibility cannot be excluded that the final resolution of some  
of these lawsuits could cause DaimlerChrysler to incur substan-  
tial costs and cash outflows. Although the final resolution of  
any such lawsuit could have a material effect on the Group’s  
earnings in any particular period, DaimlerChrysler believes  
that any resulting obligations are unlikely to have a sustained  
effect on the Group’s financial position, results of operations  
and cash flow. Information on various legal proceedings can be  
found in Note 31 of the Notes to the Consolidated Financial  
Statements.  
Interest-rate-sensitive  
financial instruments  
89  
90  
73  
75  
In 2005, the average and the period-end values-at-risk of our  
portfolio of interest rate sensitive financial instruments in-  
creased, primarily due to more volatile interest rates and a  
weaker euro mainly in relation to the US dollar.  
Equity price risks. DaimlerChrysler holds investments in equity  
securities and equity derivatives. In accordance with internatio-  
nal banking standards, DaimlerChrysler does not include invest-  
ments in equity securities that the Group classifies as long-  
term investments in the equity price risk assessment. Equity  
derivatives used to hedge the market price risk of investments  
accounted for using the equity method are also not included  
in this assessment. Changes in the fair market value of these  
derivatives essentially offset changes in the fair market value  
of the underlying investment. The remaining equity price risk in  
Overall risks  
There are no discernible risks that, either alone or in combina-  
tion with other risks, could jeopardize the continued existence  
of the company.  
2
005 and 2004 was not, and is currently not, material to the  
Group. Thus, DaimlerChrysler does not present the value-at-risk  
figures for the remaining equity price risk.  
Commodity price risks. Associated with DaimlerChrysler’s busi-  
ness operations, the Group is exposed to changes in prices of  
commodities. DaimlerChrysler addresses those procurement  
risks by a concerted commodity and supplier risk management.  
To a minor extent, DaimlerChrysler uses derivative commodity  
instruments to reduce some of the Group’s commodity price  
risk, mainly the risk associated with the purchase of precious  
metals. The risk resulting from these derivative commodity in-  
struments in 2005 and 2004 was not, and is currently not, sig-  
nificant to the Group. Therefore, DaimlerChrysler does not  
separately present the value-at-risk figures for its derivative  
commodity instruments.  
6
3
Outlook  
The statements made in the Outlook section are based on the  
operative planning of the DaimlerChrysler Group for the years  
Our planning is based on the assumption that compared with  
average exchange rates during 2005, in the coming years,  
the euro will appreciate against the US dollar and the British  
pound, and will remain fairly stable against the Japanese yen.  
2
006 through 2008. This planning is based on premises regard-  
ing the economic situation resulting from assessments made  
by renowned economic institutes, as well as the ambitious targets  
of our divisions. The forecasts for future business developments  
are oriented towards the opportunities and risks offered by  
the anticipated market conditions and the competitive situation  
during the planning period.  
Automotive markets  
In line with the development of the world economy, growth in  
global demand for automobiles in 2006 will be at about the  
same rate as in 2005. Whereas demand for passenger cars in  
nearly all of the emerging markets is likely to increase signifi-  
cantly, the best that can be expected for the North American  
market for passenger cars and light trucks and the Western  
European markets for passenger cars is that volumes will remain  
at the same level as in 2005. Slight growth is anticipated for  
Japan, the world’s second-largest market for passenger cars, as a  
result of further improvements in economic conditions in Japan.  
The world economy  
Present economic conditions and global indicators for consumer,  
business and investor sentiment suggest that the world eco-  
nomy will expand in 2006 at about the same rate as last year.  
This should be assisted by ongoing stable growth in the United  
States, although US interest rates are likely to continue rising  
with a resulting negative impact on domestic demand. Growth  
in Western Europe, and in particular in Germany, might acce-  
lerate slightly, but from a relatively low level. It is still uncertain  
whether or not Japan has really overcome its growth weakness,  
but economic opportunities now seem to outweigh the risks.  
Growth in the emerging markets will probably slow down a little  
in 2006, mainly due to slightly less dynamism in the rapidly  
expanding Chinese economy and rather lower growth rates in  
the Middle East. Northeast Asia will continue to be the region  
with the strongest growth, followed closely by India and Eastern  
Europe. Growth is likely to accelerate in particular in the new  
EU member states of Central and Eastern Europe in 2006. Over-  
all, the world economy should expand at a rate of slightly more  
than 3%, like in 2005 and in line with the long-term trend. Risks  
for the global economy are to be seen in rising raw-material  
prices, especially of oil, and the possible correction of the US  
foreign-trade deficit, which would result in weaker domestic  
demand in the United States and the significant depreciation of  
the US dollar.  
Global demand for commercial vehicles should remain at a high  
level for the year 2006. As a result of purchases brought for-  
ward in connection with new emission regulations due to come  
into force in the year 2007, the North American market for heavy  
trucks could expand again slightly in full-year 2006. A similar  
pattern of demand is emerging in Japan. Demand in Western  
Europe should remain stable in 2006. For the year 2007, we anti-  
cipate a significantly lower market volume due to the cyclical  
weakening of the major markets for commercial vehicles, exac-  
erbated by stricter emission regulations in the United States  
and Japan.  
Most of the growth in worldwide demand for vehicles in the  
coming years will continue to be in the emerging markets of Asia,  
in South America, and increasingly in Central and Eastern  
Europe, due to the dynamic growth in purchasing power, improved  
infrastructures and the generally increasing need for mobility in  
those regions.  
6
4
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler assumes that competitive pressure will inten-  
sify due to the industry’s worldwide over-capacity. Additional  
factors are stricter safety and environmental regulations, the  
fulfillment of which will cause substantial costs for all produc-  
ers. Therefore, one of the factors for success in the future will  
be the ability to achieve competitive advantages through inno-  
vative products and strong brands. In this context, it will also  
become increasingly important to have a worldwide market  
presence with the possibility to participate in the growth of the  
emerging markets.  
The Chrysler Group plans to further improve its competitive  
position in the coming years. With an array of attractive new  
models, we intend to achieve world-class levels of performance  
in customer experience and operational excellence, i.e. pro-  
duct quality and productivity. To achieve this, the Chrysler Group  
will launch ten all-new models in 2006 followed by several  
more new vehicles in the following years. This should strength-  
en our market position in the highly competitive North Ame-  
rican market. But the Chrysler Group also intends to sell more  
vehicles outside the NAFTA region, assisted by the Dodge brand,  
which we are now launching in Europe. The product range for  
export markets will be significantly expanded in the coming years.  
One focus of the Chrysler Group’s regional expansion is in  
China, where minivans and the Chrysler 300 and 300C are to be  
produced in the future in addition to the existing production of  
Unit sales  
Only weak growth the major passenger car markets is anticipa-  
ted in the coming years. The Mercedes Car Group plans for  
unit sales in 2006 at a similar level to the prior year, combined  
with an improved model mix. Unit sales should then increase  
again in 2007 and 2008. This expansion will be based on the new  
products already launched in the year 2005 and those sched-  
uled for the next few years. With the new B-Class and R-Class  
models we are opening up the sports-tourer market segment for  
the Mercedes-Benz brand and thus attracting new customers.  
The new S-Class, which will be fully available in 2006, under-  
Jeep vehicles. In the coming years, we will further improve the  
®
efficiency and flexibility of our manufacturing processes. Fur-  
thermore, the Chrysler Group will reduce costs by making more  
use of the existing know-how within the DaimlerChrysler Group  
and thus standardizing components and using shared vehicle  
architecture for several models. As a result of its generally im-  
proved competitiveness and the new products launched in  
2006, the Chrysler Group anticipates stable unit sales in 2006  
but significantly higher volumes in the following years.  
scores the innovation and technology leadership of the Mercedes  
Benz brand. We intend to further extend our leading market  
position in the premium segment with this superb automobile.  
Improved penetration of the Asian markets should also con-  
-
tribute to growing sales. We see opportunities above all in China,  
where the Mercedes Car Group plans to assemble its C-Class  
and E-Class models and to further develop its sales organization.  
Unit sales of the smart brand should be boosted by the suc-  
cessor model to the smart fortwo in 2007. The possibility of  
launching the new model in the US market is being investi-  
gated. As a result of the CORE efficiency-improving program and  
the new business model for the smart brand, the profitability  
of the Mercedes Car Group should increase continuously during  
the planning period of 2006 through 2008. We aim to achieve  
a
return on sales of 7% in the year 2007. Parallel to the measures  
being taken to improve profitability, the Mercedes Car Group  
continues to implement its quality offensive.  
6
5
In 2006, the Commercial Vehicles division aims to achieve unit  
sales at the same high level as in the prior year. Due to a weak-  
ening of demand in Western Europe, North America and Japan,  
unit sales are expected to fall in 2007, with the possibility of  
an increase in 2008. We intend to make the commercial vehicles  
business less dependent on cyclical market fluctuations in the  
future as a result of the Global Excellence optimization program,  
so that sustained positive earnings can be achieved also under  
difficult market conditions. In this way, we intend to utilize our  
cost advantages as the world’s biggest manufacturer of com-  
mercial vehicles better than in the past. In addition, we will  
strengthen Commercial Vehicles’ competitive position in the years  
The Financial Services division will continue to make an impor-  
tant contribution to vehicle sales and to the financial success  
of the DaimlerChrysler Group. The key challenges in the coming  
years are growing competition from internationally active  
banks and from alternative sales channels on the Internet, inten-  
sified competition in the automobile markets, and, from today’s  
perspective, increasing levels of interest rates all over the world.  
In order to meet these challenges, the Financial Services division  
will further enhance its process quality and efficiency, aided by  
the improvement of its risk-management system. The growth in  
Asian markets targeted by DaimlerChrysler’s vehicle brands is  
to be supported with tailored financial services. For example, in  
November 2005 the division started business operations in  
China, where we are the first provider to offer customers and  
dealers financing and insurance packages for passenger cars  
and commercial vehicles from one source. In total, we antici-  
pate a slight increase in contract volume during the planning  
period.  
2
006 through 2008 with numerous new products. These in-  
clude the successor model to the Sprinter, the new Premium  
Class from Freightliner, and the new touring buses from Mer-  
cedes-Benz. Within the context of our worldwide growth strategy,  
we will push forward with the integration of FUSO and utilize  
the opportunities presented in Asia, especially in China. Within  
the framework of the new management model (see page 31),  
as of March 2006, the Commercial Vehicles division will focus  
on the development, production and distribution of trucks,  
and the division will therefore be renamed “Truck Group”. Buses  
and vans will be directly managed as separate units and will  
be included in the Van, Bus, Others segment. The new structure  
should create additional synergies and facilitate a stronger  
orientation towards the specific requirements of customers and  
markets in the individual segments.  
EADS anticipates a generally stable development of the world-  
wide civil-aircraft market with strong demand in the years 2006  
through 2008. Due primarily to rising Airbus deliveries, EADS’  
volume of business should continue to grow in the coming years.  
This development will be assisted by the new A380 wide-body  
aircraft, which should be delivered to customers starting at the  
end of the year 2006. EADS also expects generally positive  
developments for its defense and space operations, despite the  
continuation of very tight government budgets.  
On the basis of the divisions’ planning, in 2006 we expect  
DaimlerChrysler’s unit sales to be in the magnitude of the  
prior-year. We anticipate positive sales impetus in the following  
years, primarily as a result of the new products launched  
by the Chrysler Group and upcoming new products from the  
Mercedes Car Group.  
6
6
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Investments in Property, Plant and Equipment 2006-2008  
(
in billions of €)  
DaimlerChrysler Group  
19.1  
Mercedes Car Group  
Chrysler Group  
7.2  
7.7  
3.8  
0.1  
0.3  
Commercial Vehicles  
Financial Services  
Other Activities  
Revenues and earnings  
Capital expenditure  
Adjusted for exchange-rate effects, revenues in 2006 will proba-  
bly increase slightly. In the following years, we expect revenues  
to increase significantly in line with rising unit sales. In regional  
terms, the main source of growth will be the dynamic markets  
of Asia.  
During the planning period of 2006 through 2008, Daimler-  
Chrysler expects to invest a total of approximately €19 billion  
on property, plant and equipment. At the Mercedes Car Group,  
the focus of investment will be on advance expenditure for the  
successor models to the present C-Class and E-Class. Principle  
investments by the Chrysler Group will be in the modernization  
of its plants and the continuation of the product offensive. At  
the Commercial Vehicles division, major investments are planned  
in connection with the new modular platforms for heavy-duty  
and medium-duty trucks and for a new family of engines for  
heavy-duty trucks. DaimlerChrysler also plans to invest substan-  
tial funds in the further expansion of its business activities in  
China.  
DaimlerChrysler anticipates an improvement in profitability in  
2
006, with continuous increases in operating profit during the  
following years.  
The driving force of this positive earnings trend is on the one hand  
our product offensive with more than 50 new vehicles in the  
period of 2005 through 2008. On the other hand, an important  
contribution will come from the efficiency-improving programs  
that we have initiated in all of the divisions and which are being  
pushed steadily forward. The Mercedes Car Group in particular  
should be able to substantially boost its profitability as a result  
of its CORE efficiency-improving program. An additional factor  
that should have a positive impact on earnings in the coming  
years is the closer networking of our worldwide activities  
and in particular the knowledge transfer and closer cooperation  
within the Group.  
Investments in property, plant and equipment  
In billions of  
2005  
2006-2008  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
6.6  
1.6  
3.1  
1.7  
0.1  
0.1  
19.1  
7.2  
7.7  
3.8  
0.1  
0.3  
Commercial Vehicles  
Financial Services  
Other Activities 1  
A fundamental condition for the targeted increase in earnings  
is a generally stable economic and political situation and the  
moderate increase in the worldwide demand for automobiles  
expected for the years of 2006 through 2008. Opportunities  
and risks may arise from the development of currency exchange  
rates, interest rates and raw-material prices.  
1
Excluding the Off-Highway business unit in the period of 2006 through 2008  
An important step to achieve our goals is the new management  
model for DaimlerChrysler, which we announced in January  
2006. By implementing this program, we intend to generally im-  
prove the Group’s competitiveness and create the right condi-  
tions for further profitable growth (see page 31).  
6
7
Research and Development Expenditure 2006-2008  
(
in billions of €)  
DaimlerChrysler Group  
15.5  
Mercedes Car Group  
Chrysler Group  
6.4  
4.7  
3.8  
0.6  
Commercial Vehicles  
Other Activities  
Research and development  
Research and development expenditure  
In billions of €  
2005  
2006-2008  
Within the framework of DaimlerChrysler’s new management  
model, we are merging our Group-wide area of Research and  
Technology with the product development of the Mercedes Car  
Group to form the new Board of Management area of Group  
Research & Mercedes Car Group Development. This new area  
will continue to work as a research competence center for the  
entire Group, and will take on more responsibility for the prede-  
velopment activities of all the automotive divisions. This will  
shorten the launch periods for future technologies, enhance our  
customer focus and avoid the duplication of work.  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
5.6  
2.4  
1.7  
1.3  
0.2  
15.5  
6.4  
4.7  
3.8  
0.6  
Commercial Vehicles  
Other Activities 1  
1
Excluding the Off-Highway business unit in the period of 2006 through 2008  
During the period of 2006 through 2008, DaimlerChrysler will  
invest a total of €15.5 billion in its research and development  
activities. As a result of the targeted efficiency improvements,  
the annual expenditure will be slightly below the level of recent  
years in all of the automotive divisions. One focus of Daimler-  
Chrysler’s research and development expenditure will be on  
the new models planned by the Mercedes Car Group and the  
Chrysler Group. Some of the key projects in the Commercial  
Vehicles division are the new truck platforms and new engines  
fulfilling future emission regulations in the United States, West-  
ern Europe and Japan.  
With this new organization, we will be able to apply our research  
and development expenditure more efficiently in the coming  
years. We are optimizing work processes and concentrating on  
those projects that create the maximum added value for our  
customers. In addition, we are intensifying the cooperation bet-  
ween the various internal research and development departments  
and with the supplier industry. We will establish more so-called  
project houses” in which engineers from different countries  
and divisions will work together. We will increasingly utilize the  
possibilities of modularization and standardization, wherever  
this is compatible with the identity of our brands. For example,  
we will reduce the number of vehicle architectures in the com-  
ing years while significantly increasing the number of versions  
based on shared vehicle architectures. This strategy will en-  
able us to continue to offer a wide range of attractive new mod-  
els while achieving substantial savings with regard to material  
and development costs and further enhancing the quality of our  
products.  
Significant expenditure is also planned for new technologies  
with which we intend to improve the safety, environmental com-  
patibility and fuel economy of road vehicles.  
6
8
0
4 Essentials |28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Workforce  
As a result of the anticipated production volumes and productivi-  
ty advances, DaimlerChrysler assumes that compared with the  
end of 2005, the size of its workforce will decrease continuously  
during the planning period of 2006 through 2008. Due to the  
sale of the Off-Highway business unit, the number of employees  
is likely to fall by around 7,000 in the first quarter of 2006. The  
staff-adjustment measures being taken at the Mercedes Car  
Group for its locations in Germany will result in a reduction of  
approximately 8,500 jobs by the end of September 2006. And  
the implementation of the new management model will lead to  
a reduction of around 6,000 jobs in administrative functions  
worldwide by the end of 2008.  
Forward-looking statements in this Annual Report:  
This Annual Report contains forward-looking statements that reflect management’s  
current views with respect to future events. The words “anticipate”, “assume”,  
“believe”, “estimate”, “expect”, “intend”, “may”, “plan”, “project” and “should” and  
similar expressions identify forward-looking statements. Such statements are sub-  
ject to risks and uncertainties, including, but not limited to: an economic downturn in  
Europe or North America; changes in currency exchange rates, interest rates and in  
raw material prices; introduction of competing products; increased sales incentives; the  
effective implementation of our New Management Model, and the CORE program,  
including the new business model for smart, at the Mercedes Car Group; renewed pres-  
sure to reduce costs in light of restructuring plans announced by our major competitors  
in NAFTA; supply interruptions of production materials, resulting from shortages, labor  
strikes or supplier insolvencies; the resolution of pending governmental investigations;  
and decline in resale prices of used vehicles. If any of these or other risks and uncer-  
tainties occur (some of which are described under the heading “Risk Report” on pages  
58 ff in this Annual Report and under the heading “Risk Factors” in the Annual Report  
on Form 20-F filed with the Securities and Exchange Commission), or if the assumptions  
underlying any of these statements prove incorrect, then actual results may be materi-  
ally different from those expressed or implied by such statements. We do not intend or  
assume any obligation to update any forward-looking statement, which speaks only as  
of the date on which it is made.  
6
9
Divisions  
DaimlerChrysler sold a total of 4.8 million vehicles in 2005 (+3%).  
The increase was primarily due to the success of the numerous  
new models that we launched during that year. Although its major  
new models were not available until the second half of the year,  
the Mercedes Car Group posted unit sales similar to the level of the  
prior year. The Chrysler Group slightly increased its unit sales  
compared with 2004, and the Commercial Vehicles division posted  
a significant rise. The Financial Services division continued its  
strategy of focusing on the core automotive business and supported  
the automotive divisions with tailored financial services. Our  
associated company, EADS, continued developing very positively  
during the year under review.  
7
0
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contents  
72 Mercedes Car Group  
84 Financial Services  
Attractive new models generate  
sales momentum  
Positive business developments  
in 2005  
Greater efficiency due to CORE  
program  
Contract volume increases to  
€117.7 billion  
Quality offensive takes effect  
Operating profit negatively impacted  
by necessary workforce reductions  
and restructuring measures  
Market presence established to  
China  
Toll Collect system running  
smoothly in Germany; conversion  
to new OBU 2 software completed  
Increase in operating profit  
76 Chrysler Group  
Positive business developments  
in a difficult market  
86 Other Activities  
Improved manufacturing productivity  
and flexibility  
New products successful in the  
market  
Next product offensive in 2006  
Slight increase in operating profit  
Significantly higher contribution  
to earnings from EADS  
Agreement reached on sale of  
DaimlerChrysler Off-Highway  
business unit  
Disposal of shares in Mitsubishi  
Motors Corporation  
8
0 Commercial Vehicles  
Favorable developments in global  
commercial-vehicle markets  
Positive trend continues for all  
business units  
Implementation of “Global Excellence”  
initiative  
Numerous new products presented  
Very high operating profit  
7
1
Mercedes Car Group  
Attractive new models generate sales momentum | Greater efficiency through  
CORE program | Quality offensive takes effect | Operating profit negatively impacted  
by necessary workforce reductions and restructuring measures  
2
005  
2004  
05/04  
Mercedes-Benz successfully launches new models. The  
Mercedes-Benz brand introduced four important new models  
in 2005: the successor models for the M-Class and S-Class,  
and the new B-Class and R-Class Sports Tourers. Engine line-  
ups were significantly upgraded with the launch of the new  
generation of V6 and V8 gasoline and diesel engines. Thanks to  
the success of the new models and engines, unit sales of the  
Mercedes-Benz brand rose 2% to 1,092,500 vehicles in 2005,  
despite difficult market conditions. Unit sales in the United  
States increased by 4%, and sales in Western Europe excluding  
Germany were up 2% from the figure recorded in 2004. In  
Germany, however, an intensely competitive environment and  
consumers’ reluctance to buy in the run-up to model change-  
overs led to a 5% decline in sales. The Mercedes-Benz brand  
was particularly successful in Asia in the year under review.  
Unit sales in Japan increased by 18% in 2005, and we sold 11,500  
vehicles in the rapidly growing Chinese market, an increase of  
18% from the figure recorded in 2004.  
Amounts in millions of €  
% change  
Operating profit (loss)  
Revenues  
(505)  
1,666  
.
50,015  
49,630  
+1  
Investments in property,  
plant and equipment  
1,629  
2,343  
-30  
Research and development  
expenditure  
2,418  
1,214,855  
1,216,838  
104,345  
2,634  
1,246,726  
1,226,773  
105,857  
-8  
-3  
-1  
-1  
Production  
Unit sales  
Employees (Dec. 31)  
Business developments affected by new models and re-  
structuring measures. The Mercedes Car Group, comprising  
the brands Mercedes-Benz, Maybach, smart, Mercedes-Benz  
AMG and Mercedes-Benz McLaren, sold 1,216,800 vehicles in  
2
005 (2004: 1,226,800). The success of the new models  
launched in the market led to significantly higher revenues for  
the Mercedes-Benz brand in the second half of the year. As  
a result, unit sales in 2005 were slightly higher than the figure  
recorded in 2004. Revenues of €50.0 billion slightly exceeded  
the prior year’s level.  
Unit sales of the S-Class in 2005 did not reach the prior year’s  
level due to consumers’ reluctance to buy prior to the model  
changeover in October. Although model lifecycle factors led to  
a decline in C-Class sales, the new V6 gasoline and diesel en-  
gines – as well as the new Sport Edition – generated positive  
sales momentum in the second half of the year. Although unit  
sales did not equal the prior-year figure, the E-Class remained  
the clear leader in its segment with a global market share of  
27% in 2005. The CLS coupe was a particularly successful mem-  
ber of the E-Class model family, recording sales of 51,600  
units (2004: 8,100). Unit sales of the new A-Class, of which the  
successor model was launched in 2004, were much higher in  
2005 than in the prior year, and sales of M-Class vehicles rose  
significantly following the model changeover.  
Within the framework of the CORE program, the Mercedes Car  
Group initiated various measures to boost efficiency during  
2
005, leading to a substantial improvement in profitability as  
the year progressed. Nevertheless, the division posted an  
operating loss of €505 million for the full year (2004: operating  
profit of €1.7 billion). This decline in profitability was primarily  
caused by two factors: on the one hand the special charges of  
1.1 billion associated with the realignment of the business  
model at smart, and on the other hand expenses of €570 million  
related to the announced workforce reductions at the Mercedes  
Car Group’s locations in Germany (see page 39).  
7
2
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
With the innovative R-Class,  
Mercedes-Benz affirms its role  
as a technology leader and  
trendsetter in the automotive  
industry.  
New S-Class features numerous innovations. The Mercedes  
Car Group unveiled the new S-Class at the International Motor  
Show (IAA) in Frankfurt in September 2005. The model was sub-  
sequently launched in Western Europe and has met with an ex-  
tremely positive response from customers and the press. With  
its numerous innovations, the new S-Class continues the tradi-  
tion established by the world’s most successful sedan in the lux-  
ury segment. Exemplary safety and the highest levels of comfort  
remain the outstanding attributes of the S-Class. Following in  
the footsteps of its predecessors, the new S-Class introduces  
numerous technical innovations as standard features: the “anti-  
cipatory” Brake Assist BAS PLUS system, DISTRONIC PLUS prox-  
The space-saving arrangement of the engine and transmission  
in the B-Class is based on the sandwich concept used in the  
A-Class. It enables the new Sports tourer to offer the interior  
spaciousness of larger sedans and station wagons despite  
its compact outer dimensions. The model’s EASY-VARIO system  
makes it possible to alter the design of the interior in a great  
variety of ways with just a few manual adjustments.  
The R-Class, which we launched in the United States in Septem-  
ber 2005, is outstanding for its innovative interior concept, extra-  
ordinary design, and the dynamic handling of an upper-range  
automobile. The highest levels of safety are provided by perma-  
nent all-wheel drive, pneumatic suspension at the rear axle or  
all-round AIRMATIC suspension, the 4ETS electronically controlled  
®
imity cruise control, the PRE-SAFE precautionary occupant  
protection system, and the new night vision system offer the  
latest advanced technology for accident prevention. At the  
same time, the highest levels of driving comfort are guaranteed  
by a new dynamic multi-contour seat, the Active Body Control  
system (ABC), the further refined AIRMATIC suspension system,  
and an all-new automatic climate control system. As a preview  
of the drive systems of the future, we also presented two visions  
of the new S-Class with hybrid drive at the IAA: the Direct Hybrid  
®
traction system, and ESP . A total of 8,300 R-Class sports tour-  
ers were sold in the United States in the year under review.  
A shorter version of the model will go on sale in Western Europe  
in the spring of 2006.  
Refined power in the new M-Class. The new M-Class has met  
with a very positive response among customers and the press.  
A total of 66,900 new M-Class vehicles have been sold since the  
model was launched in the United States in April 2005 and in  
Western Europe the following August. The new M-Class under-  
scores its exceptional position in the off-road segment with its  
state-of-the-art technology and three powerful new engines. The  
model was one of the first SUVs to be awarded five stars (the  
best possible result) in both the front and side-impact tests con-  
ducted by the National Highway Traffic Safety Administration in  
the United States.  
(
(
in combination with a gasoline engine) and the BlueTec Hybrid  
with a diesel engine). Sales of the new S-Class sedan totaled  
2
0,500 units by the end of the year under review.  
B-Class and R-Class launch the Sports tourer segment.  
The Mercedes-Benz brand expanded its range of products in 2005  
to include two completely new vehicles: the B-Class and the  
R-Class. These two sports tourer models combine the advantages  
of sporty sedans, station wagons, vans and sport-utility vehicles  
(
SUV) into an independent individual profile, thereby enabling us  
to win over new customer groups for the Mercedes-Benz brand.  
The B-Class, which has been available in Europe since June 2005,  
met with a very positive response from our customers and the  
media, a fact that was reflected in the excellent unit sales figure  
of 62,200 vehicles for the model’s first year on the market.  
7
3
The Maybach 57 combines luxury and  
driving dynamics at the highest level:  
state-of-the-art technology and high per-  
formance with the perfection appropriate  
for this brand.  
Product offensive continues with launch of numerous at-  
tractive new products. The E 320 BLUETEC was unveiled at the  
North American Auto Show in Detroit in January 2006. Featur-  
ing the world’s cleanest diesel engine, this car will be launched  
in the United States in the fall of 2006. With this first series-  
version BLUETEC passenger car, Mercedes-Benz will establish  
Consistent implementation of the CORE program. In Feb-  
ruary 2005, we launched the efficiency-improving CORE program  
as a means of returning the Mercedes Car Group to lasting  
competitiveness. Our objective here is to achieve a return on  
sales of 7% by 2007. We systematically examined the entire  
value chain of the Mercedes Car Group in seven different task  
areas in terms of efficiency, costs and quality. Then, in the ini-  
tial phase of CORE, we began implementing measures designed  
to achieve a short-term improvement in earnings. Examples  
of such measures included reducing expenditures for materials,  
personnel, energy and information technology, and simplifying  
warehouse logistics systems. In addition, we examined all our  
current projects and canceled those vehicle and engine pro-  
jects that promised to be unprofitable. Some of these measures  
began taking effect in 2005, as reflected in the development of  
earnings throughout the year. The second phase of CORE, which  
began in September 2005, involves the implementation of  
structural measures, whereby our ultimate goal is to be able to  
develop, produce and sell first-class products of the highest  
quality under competitive conditions. To do this, we have to make  
our processes faster, leaner and better, reduce our costs, and  
focus on the essentials.  
BLUETEC” as the name of a generation of particularly econo-  
mical and clean diesel engines. To great acclaim, Mercedes-Benz  
also presented the new GL-Class, a new model in the growth  
segment of large SUVs. The R-Class with a wheelbase appropri-  
ate to European requirements debuted in February 2006. As  
the year progresses, we will launch the technically all-new gen-  
eration of the E-Class, the new high-end coupe – the CL-Class,  
and the upgraded SL-Class.  
A successful year for Mercedes-Benz in motor sport. 2005  
was a successful year in motor sport for Mercedes-Benz. The  
brand finished second in both the Formula One Drivers’ and Con-  
structors’ championships, first in the Driver, Team, and Manu-  
facturer classifications in the German Touring Car Masters (DTM),  
and first in the Drivers’ and Constructors’ championships in the  
Formula 3 Euro Series. Mercedes-Benz won 36 of the 49 races  
the brand participated in: McLaren-Mercedes drivers finished  
first in ten of 18 Formula One Grand Prix races, the C-Class  
was the winning vehicle in eight of eleven DTM races, and  
Mercedes engines were victorious in 18 of 20 Formula 3 races.  
Workforce reductions at German locations. In view of the on-  
going difficult market situation and intensely competitive con-  
ditions, an adjustment of capacities at the Mercedes Car Group  
in conjunction with efforts to increase productivity had become  
unavoidable. For this reason, at the end of September 2005, the  
Board of Management approved a package of measures calling  
for workforce reductions of 8,500 persons at the Mercedes Car  
Group locations in Germany. This headcount reduction, to be  
achieved through voluntary agreements within a period of twelve  
months, is designed to help secure the competitiveness of Ger-  
man locations — and thus the success of the Mercedes Car  
Group – over the long term. By the end of 2005, approximately  
5,000 employees had signed agreements on their departure  
from the Mercedes Car Group or had already left. This means  
that just three months after the start of the voluntary program,  
about 60% of the twelve-month goal had been already been  
achieved. €570 million of the approximately €950 million in  
total charges associated with the workforce reductions were  
already recognized in the fourth quarter of 2005.  
Quality offensive takes effect. The extensive measures being  
implemented within the framework of our quality offensive en-  
abled us to significantly improve the quality of our vehicles in the  
year under review. Internal analyses as well as numerous ex-  
ternal studies have shown this to be the case. In the 2005 J.D.  
Power Initial Quality Study, for example, the Mercedes-Benz  
brand moved up five notches and is now once again among the  
top five vehicle brands. Mercedes-Benz passenger cars were  
also rated among the best automobiles in three vehicle classes  
in the German ADAC breakdown statistics. These successes  
represent only an initial step, however, as we continue to pursue  
our objective of making our products number one in the world  
when it comes to quality.  
7
4
0
4 Essentials | 28 Management Report |70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The smart fortwo convertible is less than  
three meters long, stylish in all situations, and  
has built-in safety: the smart fortwo has got  
what it takes. And with fuel consumption of  
3
.4 liters per 100 kilometers, the cdi version  
is the world’s best-selling “three-liter” car.  
Maybach expands its product range. The Maybach high-end  
luxury brand expanded its range of models in 2005, thereby  
further boosting the brand’s appeal. The exclusive Maybach 62  
and 57 models were joined by the even more powerful and  
versatile Maybach 57 S at the end of the year. Since the brand  
was revived, Maybach has delivered some 1,500 vehicles around  
the world in an economic environment that has been challeng-  
ing also for the luxury car sector. 300 of these automobiles were  
delivered in 2005.  
smart implements its restructuring program. Within the  
framework of the restructuring program initiated for smart in  
April 2005, we discontinued production of the smart roadster  
and development of the planned smart SUV. The workforce was  
reduced from 1,350 to 750 employees at smart headquarters,  
and there was a reduction of 125 employees at the Hambach  
plant. We also restructured our marketing activities and ex-  
panded our dealership network from 930 to 1,120 sales outlets.  
In addition, we incorporated smart’s procurement, design,  
aftersales and IT into the Mercedes-Benz organization. As a re-  
sult of these measures, we succeeded in reducing fixed costs  
at smart by 26% in the year under review.  
smart improves its position in a contracting market. Unit  
sales of the smart brand totaled 124,300 vehicles in the year  
under review (2004: 152,100). This figure can be broken down  
into 43,700 smart forfour vehicles (2004: 59,100), 75,300  
smart fortwo cars (2004: 79,500), and 5,300 smart roadsters  
Unit sales 2005 1  
1,000  
05/04  
(2004: 13,600). As retail sales increased to a total of 143,100  
units  
% change  
vehicles (2004: 139,600), dealers’ inventories were significantly  
reduced during the year. The most important sales markets for  
the smart brand remained Germany (35,000 units; -28%) and Italy  
Mercedes-Benz  
of which: S-Class/SL/Maybach/SLR  
E-Class/CLS  
C-Class  
1,093  
72  
+2  
-17  
-10  
-16  
-27  
+10  
-29  
+84  
+27  
-16  
-18  
-1  
(30,800 units; -22%). A big success for the smart brand was the  
265  
398  
58  
launch of the smart fortwo cdi in Canada, where we sold 4,100  
units of that model in 2005 – significantly more than originally  
anticipated.  
of which: CLK  
SLK  
59  
Sports coupe  
A/B-Class  
33  
The smart fortwo cdi remains the world’s best-selling “three-liter”  
car (with fuel consumption of 3.4 liters per 100 kilometers).  
Beginning in the spring of 2006, it will be possible to retrofit  
diesel-particulate filters in all smart diesel cars. At the same  
time, our smart forfour diesel models will be fitted with diesel  
filters; smart fortwo diesel models have been fitted with this  
equipment since January 2006.  
263  
90  
M/R-Class  
G-Class  
5
smart  
124  
1,217  
355  
422  
254  
224  
10  
Mercedes Car Group  
of which: Germany  
-8  
Western Europe (excluding Germany)  
-3  
NAFTA  
+6  
United States (retail sales)  
South America  
+1  
-2  
Asia/Oceania (excluding Japan)  
Japan  
74  
+11  
+17  
48  
1
Group sales, unless otherwise indicated (including leased vehicles)  
7
5
Chrysler Group  
Positive business developments in a difficult market | Improved manufacturing  
productivity and flexibility | New products successful in the market | Next product  
offensive in 2006 | Slight increase in operating profit  
2
005  
2004  
05/04  
Continuation of positive business developments. Although  
market conditions remained difficult in North America, business  
developments at the Chrysler Group were generally positive in  
2005, primarily due to successful new products and measures  
taken to reduce costs and improve quality. This was also re-  
flected by the division’s operating profit, which increased slight-  
ly to €1.5 billion (2004: €1.4 billion) (see page 40).  
Amounts in millions of €  
% change  
Operating profit  
Revenues  
1,534  
1,427  
+7  
+1  
50,118  
49,498  
Investments in property, plant  
and equipment  
3,083  
2,647  
+16  
Research and development  
expenditure  
1,710  
2,760,467  
2,812,993  
83,130  
1,570  
2,652,186  
2,779,895  
84,375  
+9  
+4  
+1  
-1  
Worldwide, the Chrysler Group posted factory unit sales (ship-  
Production  
ments to dealers) of 2.8 million Chrysler, Jeep and Dodge  
®
Unit sales  
brand passenger cars, sports tourers, minivans, sport-utility  
vehicles and light trucks in 2005, an increase of 1% compared  
to the prior year. The United States was the largest market  
with 2.3 million vehicles (+1%), followed by Canada with 209,900  
vehicles (-1%) and Mexico with 122,500 vehicles (+11%). The  
Chrysler Group also shipped 175,200 vehicles to markets out-  
side the NAFTA region, an increase of 3% over the prior year.  
Employees (Dec. 31)  
Worldwide retail and fleet sales increased by 5% to 2.8 million  
vehicles, with fleet sales accounting for 26% of total US sales  
(
2004: 22%).  
Due to higher unit sales, the Chrysler Group’s revenues of €50.1  
billion were 1% above the prior-year level.  
7
6
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The 2007 Dodge Caliber is a five-door  
vehicle that provides a new slant  
on one of the world’s most competitive  
segments.  
Improved position in the US market. The Chrysler Group in-  
creased its retail and fleet sales in the US market by 4% to 2.3  
million vehicles. Its market share rose to 13.2% (2004: 12.8%).  
It improved its market position not only in the passenger-car  
and sports-tourer segments, but also with minivans and SUVs.  
Successful models once again were the Chrysler 300/300C  
with sales of 144,000 vehicles (+35%), the Dodge Magnum with  
The Jeep Commander, the first Jeep with three rows of seats,  
® ®  
has drawn strong reviews from the general public and the  
media. And the Dodge Ram Mega Cab pickup truck with its  
best-in-class interior room, maximum power and payload  
capability secured Truckin’ magazine’s “Truck of the Year” title.  
Finally, to satisfy the growing demand for vehicles with all-  
round high performance, the Chrysler Group expanded its SRT  
(Street and Racing Technology) line-up with five new vehicles:  
the Chrysler 300C SRT8, the Dodge Charger SRT8, the Dodge  
Magnum SRT8 and the Dodge Viper SRT10 sports coupe; the  
Jeep Grand Cherokee SRT8, the most powerful Jeep vehicle  
5
2,500 vehicles sold (+34%), and the Jeep Grand Cherokee  
®
with 213,600 units (+18%). Unit sales of Chrysler and Dodge mini-  
vans increased due to the ongoing success of the innovative  
TM  
Stow’n Go seating and storage system by 5% to 407,500 vehi-  
cles. The Chrysler Group also achieved sales increases with  
the models Dodge Sprinter (+92%) and Chrysler PT Cruiser (+15%).  
However, sales of the Dodge Durango and the Dodge Ram  
decreased by16% and 6%, respectively. Although they were not  
available until May and September, 44,800 and 17,000 units  
®
®
ever, will arrive in dealerships in early 2006.  
Expanded product range also outside North America.  
Midterm, the Chrysler Group plans to further develop its pres-  
ence in international markets. In 2005, the Chrysler Group also  
expanded its range of products available in international mar-  
kets with diesel and right-hand-drive versions of the Chrysler  
300C and the improved PT Cruiser with a significantly upgraded  
2.2-liter diesel engine. In the second quarter of 2005, the Jeep®  
Grand Cherokee was introduced for customers outside North  
America with an all-new V6 diesel engine.  
were sold of the all-new Dodge Charger and Jeep Commander  
®
respectively.  
At the end of the year, dealers in the United States had inven-  
tories totaling 598,200 vehicles, equivalent to 85 days’ supply  
(
end of 2004: 600,600 vehicles and 81 days).  
Product offensive in 2005. In addition to improving efficiency  
and product quality, another strategic goal of the Chrysler Group  
is to achieve a sustained improvement in its competitive posi-  
tion as a result of launching new models. Therefore, the Chrysler  
Group continued its product offensive in 2005 with award-win-  
Since July 2005, the new Jeep Grand Cherokee has been as-  
®
sembled for international markets by Magna Steyr in Graz, Aus-  
tria. This plant also produces sedan and touring versions of  
the Chrysler 300C, as well as the Chrysler Voyager and Grand  
TM  
ning products such as the Dodge Charger, the Jeep Commander  
Voyager minivans with the Stow’n Go seating and storage  
®
and the new Dodge Ram Mega Cab pickup truck.  
system. In total, 79,500 vehicles were produced under license  
in Graz in 2005 (2004: 64,000). Starting in early 2006, the Jeep®  
Commander will also be built in Graz. Additionally, Chrysler  
Group will launch the Dodge brand in markets outside North  
America and plans to substantially add to the portfolio of  
products offered.  
The Dodge Charger sports sedan was selected as “Best Vehicle”  
in the large-car category by Consumer Guide magazine. The  
police-car versions of the Dodge Charger and Dodge Magnum  
models, equipped with either a 3.5-liter V6 or a 5.7-liter HEMI-  
V8 engine, achieved best-in-class rankings in the Michigan State  
Police vehicle evaluation program.  
7
7
®
The 2007 Jeep Compass with its modern,  
urban styling, is designed to appeal  
to a new class of entry-level Jeep buyers.  
In September 2005, the Chrysler Group announced that Beijing-  
Benz-DaimlerChrysler Automotive, Ltd. (BBDCA), a joint venture  
between DaimlerChrysler AG, DaimlerChrysler (China), Ltd. and  
Beijing Automotive Industry Holding Co., Ltd. (BAIC), will begin  
production of the Chrysler 300 sedan for the Chinese market at  
the end of 2006. In addition, license agreements have been  
finalized for the production of minivans in China and Taiwan.  
More flexibility in the plants. In order to make the plants even  
more flexible and competitive, new manufacturing technologies  
and processes have been added, so that multiple vehicles can be  
assembled on the same line. The latest example of this is the  
Toledo North Assembly Plant (TNAP) in Ohio, where the new  
Dodge Nitro will be produced alongside the Jeep Liberty. And  
®
in 2006, the Belvidere Plant will lead the Chrysler Group in  
manufacturing flexibility, starting with the Dodge Caliber and  
Increased manufacturing productivity. By the year 2007, the  
Chrysler Group aims to close the gap with the best competitors  
in the North American market in terms of vehicle quality and pro-  
ductivity. In 2005, additional measures were taken to achieve  
further productivity improvements and to optimize manufactur-  
ing processes, including more intensive support and training  
for assembly employees. In cooperation with the United Automo-  
bile, Aerospace, and Agricultural Implement Workers of America  
the Jeep Compass and a third model in late 2006.  
®
Pioneering agreement signed with trade union. Another  
important factor to increase flexibility and reduce costs in the  
Company’s Canadian plants is the new three-year collective-  
bargaining agreement signed with the National Automobile, Aero-  
space, Transportation and General Workers Union of Canada  
(CAW) in September 2005. This agreement reduces the annual  
rate of increase in wages and retirement-pension and health-  
care costs by more than half compared with historic trends, while  
giving the Chrysler Group enhanced flexibility with regard to  
personnel deployment and workplace practices.  
(
UAW), new workplace practices are being introduced that are  
designed to foster greater creativity and innovation among pro-  
duction staff while improving their working environment.  
The results of the measures that have been implemented in  
recent years can be seen in the Harbour Report North America  
Production start of World Engine. The Chrysler Group is forging  
new paths in the development and manufacture of engines. In  
October 2005, the Global Engine Manufacturing Alliance (GEMA),  
a joint venture between the Chrysler Group, Hyundai Motor  
Company and Mitsubishi Motors, started the series production  
of the World Engine at a new manufacturing facility in Dundee,  
Michigan. This engine was jointly developed by the three partners  
and forms a platform for small, economical and low-emission  
four-cylinder gasoline engines.  
2
005 – a highly respected report measuring the productivity  
of automobile manufacturers in North America. Harbour’s latest  
study shows that the Chrysler Group once again reduced its  
overall hours per vehicle, by 4.2% to 35.85 hours in 2004, and  
Chrysler Group plants are at the top of their respective seg-  
ments: subcompact cars, minivans, front- and rear-wheel drive  
transmissions, and engine production. Over the last three years,  
the Chrysler Group has improved its manufacturing productivity  
by an industry-leading 19%.  
7
8
0
4 Essentials | 28 Management Report |70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The 2007 Chrysler Aspen – the first  
Chrysler SUV – offers elegant Chrysler  
styling, capability, performance  
and abundant premium amenities.  
The new World Engine family, with 1.8, 2.0 and 2.4-liter versions,  
will be offered by the Chrysler Group starting in 2006 with the  
Dodge Caliber, followed by other models. At the end of 2006, a  
second plant will commence production in Dundee, Michigan.  
Together with two other World Engine plants in South Korea and  
a plant in Japan, the maximum production capacity for the  
World Engine will be approximately 1.8 million units. GEMA is  
a completely new business model, bundling the strengths of  
the individual partners and achieving substantial cost advanta-  
ges from the high volume of output. Due to the flexible use of  
highly-qualified personnel and state-of-the-art manufacturing  
technology, GEMA is expected to set new productivity stan-  
dards for engine production.  
At the Frankfurt International Motor Show (IAA) in September  
2005, the Jeep brand hinted at its planned portfolio expansion  
®
with the world premiere of the Jeep Patriot and the Jeep®  
®
Compass concept vehicles. In 2006, the Chrysler Group will  
begin production of two new SUVs for global markets inspired  
by these vehicles. The powerful yet fuel-efficient 2.4-liter World  
Engine and the state-of-the-art 2.0-liter turbo-diesel (for inter-  
national markets) will be available for these compact SUVs.  
Unit sales 20051  
1,000  
05/04  
units  
% change  
Total  
2,813  
644  
589  
298  
551  
+1  
+6  
-12  
+6  
+7  
+3  
Attractive new products in 2006. The Chrysler Group will  
launch 10 all-new products in 2006 – more than in any other  
year in its history – including the Chrysler Aspen, the Jeep®  
thereof: Passenger cars  
Light trucks  
Sports tourers  
Minivans  
Wrangler, the Jeep Compass, the Dodge Caliber and the Dodge  
®
Nitro.  
SUVs  
731  
The 2007 Chrysler Aspen – the first Chrysler SUV – offers  
elegant Chrysler styling, capability, performance and abundant  
premium amenities. It is the latest addition to the Chrysler  
brand showroom - a premium SUV that’s a value alternative to  
luxury-priced competitors.  
United States  
Canada  
2,305  
210  
+1  
-1  
Mexico  
123  
+11  
+3  
Other markets  
175  
1
Factory shipments (including leased vehicles)  
The all-new Dodge Caliber combines a sporty, coupe-like profile  
with the strength and functionality of an SUV. It will be the first  
compact vehicle from the Chrysler Group to be offered with  
all-wheel drive, and the first Chrysler Group vehicle to be fitted  
with all versions of the new World Engine.  
In Europe and other markets outside North America, the Dodge  
Caliber will be offered with a 2.0-liter turbo-diesel engine. The  
five-passenger Dodge Nitro will be a mid-size SUV designed to  
attract a customer seeking distinctive style, sporty performance  
and cargo flexibility.  
7
9
Commercial Vehicles  
Favorable developments in global commercial-vehicle markets | Positive trend  
continues for all business units | Implementation of “Global Excellence” initiative |  
Numerous new products presented | Very high operating profit  
2
005 2004  
05/04  
Unit sales, revenues and operating profit up sharply. In 2005,  
the Commercial Vehicles division built on the very positive  
developments of the prior year, increasing unit sales by 16% to  
a new record of 824,900 trucks, vans and buses. Revenues  
at the division rose by 17% to €40.6 billion. At €2.1 billion,  
operating profit was significantly higher than the €1.3 billion  
recorded in 2004 (see page 40).  
Amounts in millions of €  
% change  
Operating profit  
Revenues  
2,093  
1,332  
+57  
+17  
40,634  
34,764  
Investments in property, plant  
and equipment  
1,743  
1,184  
+47  
Research and development  
expenditure  
1,281  
834,657  
824,867  
117,183  
1,226  
718,787  
712,166  
114,602  
+4  
+16  
+16  
+2  
Very positive development of truck sales in all major mar-  
kets. The Trucks business segment again posted a significant  
increase in sales in the year under review: Unit sales of 509,300  
trucks exceeded the prior year’s figure by 25%. This positive  
development was due not only to ongoing very favorable devel-  
opments in all key markets, but also to the great success en-  
joyed by our attractive products as well as the consolidation for  
the full year of the FUSO business unit, which was only consoli-  
dated for eight months of the prior year.  
Production  
Unit sales  
Employees (Dec. 31)  
Sales record at Trucks Europe/Latin America. Unit sales at  
the Trucks Europe/Latin America business unit totaled 148,000  
vehicles, an increase of 8% from the prior year – and also a new  
record. High rates of growth were recorded in all important  
Western European markets, as well as in Turkey and the Near  
and Middle East.  
In Western Europe, the Mercedes-Benz brand maintained its  
leading position in the segment for medium and heavy-duty  
trucks by posting unit sales of 74,100 vehicles (2004: 66,100)  
and gaining a market share of 22% (2004: 22%). With unit  
sales of 36,000 vehicles (2004: 32,900), Germany was the most  
important market for Mercedes-Benz trucks in Western Europe.  
Market share in Germany reached 42% in 2005 (2004: 42%).  
Sales of the high-quality Actros truck developed particularly well  
throughout the year.  
8
0
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
From the premium product portfolio  
of DaimlerChrysler, the world's largest  
manufacturer of commercial vehicles  
with strong, attractive brands: the  
Mercedes-Benz Actros, the Freight-  
liner Coronado and the FUSO Canter.  
(
from left to right)  
Truck sales also increased slightly in Latin America (excluding  
Mexico) to 31,300 units. We confirmed our leading position  
in Brazil in the year under review, attaining a market share of  
FUSO strengthens market position in Asia. The FUSO busi-  
ness unit sold 178,900 trucks and buses worldwide in 2005.  
A total of 59,000 of these vehicles were sold in the brand’s home  
market of Japan, while 119,900 were sold in other countries.  
Due to the date of FUSO’s first-time consolidation, the prior-year  
figure of 118,100 vehicles sold applies only to eight months of  
31%. This was due in particular to our successful products  
featuring high levels of customer utility in the category of heavy-  
duty trucks.  
2
004.  
Sharp increase in North American sales. The Trucks NAFTA  
business unit posted a 20% increase in sales to 182,400 units  
in 2005. Market volume rose particularly sharply in the Class 8  
segment (heavy-duty trucks over 15 metric tons gross vehicle  
weight). Sales of the Freightliner, Sterling and Western Star brands  
in this segment were up 28% to 111,900 units, and market  
share for those brands rose from 35% to 36%. The Trucks NAFTA  
unit sold 51,200 vehicles in Classes 5-7 (medium-duty trucks),  
gaining a market share of 23% (2004: 50,500 vehicles and 25%  
market share). As part of the “Global Excellence” initiative  
and the associated portfolio review, Commercial Vehicles sold its  
American LaFrance firefighting and rescue-vehicle business to  
the investment firm Patriarch Partners, LLC in December 2005.  
Market volume for commercial vehicles declined in Japan in the  
first half of 2005, only to recover sharply as a result of higher  
demand in the second half of the year. This recovery also resulted  
from purchases brought forward due to the upcoming JPN 05  
emission regulations, which will have to be fulfilled by all com-  
petitors as of September 2007. FUSO’s market share in Japan  
fell from 27% to 23% as a result of the 2004 recall measures and  
the temporary exclusion of the brand from public-sector invita-  
tions to tender. Sales outside Japan rose, however, primarily dri-  
ven by the solid development of export markets, purchases  
brought forward in advance of more stringent emission regula-  
tions, and the introduction of the new generation of the Canter  
light truck.  
Development activities at the division in the year under review  
focused on chassis, cabs and engines. Among other things,  
this was due to the preparations associated with the more strin-  
gent emission regulations planned in the US (EPA07), which  
will come into force in January 2007. The share of Group-pro-  
duced major components used in Freightliner and Sterling  
trucks was further increased.  
8
1
The new Mercedes-Benz Sprinter  
is a pioneer for automotive safety.  
The safest van in its class, the  
Mercedes-Benz Viano was awarded  
five stars in the EURO NCAP test.  
Record sales by the Vans business unit. The Vans business  
unit also set a new sales record, selling 267,200 vehicles world-  
wide, an increase of 2%. This sales growth was mainly due to  
significantly higher demand for the Sprinter van, which set a new  
sales record of 164,000 units in its last year of production  
Presentation of pioneering new products and technologies.  
In early 2005, we began offering the Viano van with a diesel-  
particulate filter as standard equipment. And the Vito van is the  
only vehicle in its class to offer such a filter as an option. We  
presented the new Viano 4MATIC with all-wheel drive at the In-  
ternational Motor Show (IAA) in Frankfurt in September 2005.  
(
2004: 151,300). More than 1.3 million Sprinter vans were sold  
throughout the model’s entire product lifecycle, underscoring  
the Mercedes-Benz Sprinter’s position as the benchmark for its  
class over the last ten years. We have unveiled the successor  
to the Sprinter at the end of the year 2005 to the press. Whereas  
unit sales of vans in Europe were slightly lower than in the prior  
year, sales increased in the NAFTA region. With a market share  
of 16% (2004: 17%), the business unit maintained its leading  
position in the segment for medium and large vans in Western  
Europe in the year under review.  
At the Amsterdam Commercial Vehicle Show in October 2005,  
the Trucks Europe/Latin America business unit presented a  
range of impressive new truck products, such as the Actros  
“Cruiser” 1860 LS concept truck and equipment for new appli-  
cations for Axor construction vehicles. We also unveiled our  
BlueTec diesel technology for the Atego and Axor truck series  
and presented the new hybrid-drive Canter light truck. 8,600  
trucks with BlueTec were already sold in 2005. The Vito 4x4 van  
with all-wheel drive also debuted in Amsterdam.  
As a result of their excellent handling, comfort, functionality  
and design, the Vito and Sprinter models were named “Courier,  
Express and Parcel Van of the Year 2005” in their respective  
segments. The trade magazine “Firmenauto” also presented both  
models with awards for their active-safety systems. In addition,  
the Viano van received five stars (the top rating) for its high safety  
standards in a comparative test conducted by Dekra, a German  
certification organization.  
At the technology conference in Papenburg in the fall of 2005,  
we presented safety innovations such as an emergency braking  
system for the Actros truck, which will be available as of June  
2006 as the “Active Brake Assist”, as well as alternative drive con-  
cepts such as natural gas and hybrid drive for trucks and vans.  
Bus and coach sales increase. Worldwide sales by the Buses  
business unit with the brands Mercedes-Benz, Setra and Orion  
rose by 10% to 36,200 buses, coaches and chassis. The success  
of our products enabled us to expand our leading position in  
the class of buses over 8 metric tons gross vehicle weight by  
increasing our global market share to 17% from 16% in 2004.  
The Buses business unit sold 8,400 vehicles (2004: 8,800) in Eu-  
rope. Unit sales in South America were up 2% to 14,600 vehicles.  
With a market share of 49%, we were able to maintain our leading  
position in this region as well. In Mexico, we succeeded in ex-  
panding our leading market position with sales of 5,800 buses,  
coaches and chassis (up28%) and a market share of 55% (2004:  
5
3%). The Buses business unit was also very successful in  
the Middle East region, selling 2,300 units (2004: 400), most  
of which were chassis built in Brazil.  
8
2
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
A new era for large city  
buses: the Mercedes-  
Benz “CapaCity” - 19.54  
meters long.  
The Buses segment continued its product offensive in Europe.  
The unit’s full-line range of products was expanded in the fall of  
Unit sales in 20051  
in 1,000  
05/04  
units  
% change  
2005 to include the new generation of the Mercedes-Benz Tra-  
vego travel coach, the new Mercedes-Benz Citaro Low Entry urban  
and overland bus, and the new Setra MultiClass 400 overland  
bus. Our broad range of environmentally friendly drive systems,  
such as the fuel-cell drive used in Mercedes-Benz Citaro urban  
buses and the hybrid drive used in Orion-brand buses in North  
America, once again confirmed our leadership in innovation and  
technology for buses in the year under review.  
Total  
825  
267  
502  
44  
+16  
+2  
thereof: Vans  
Trucks 2  
+24  
+18  
+12  
+1  
Buses & Coaches  
Other products3  
12  
Europe  
thereof: Germany  
Western Europe (excluding Germany)  
322  
111  
166  
36  
-0  
+2  
Success with “Global Excellence”. The Commercial Vehicles  
division presented its “Global Excellence” program in June 2005.  
This program is based on four initiatives and should improve  
the competitiveness of all of the division’s business units.  
thereof: United Kingdom  
-2  
France  
Italy  
32  
+7  
18  
+1  
NAFTA  
218  
183  
62  
+23  
+21  
+11  
-2  
thereof: United States  
South America  
The “Optimizing the Business Model” initiative includes measu-  
res to reduce the division’s susceptibility to cyclical fluctuations  
and to ensure that it remains profitable even in years when com-  
mercial vehicle markets are sluggish. The “Operational Excel-  
lence” initiative focuses on reducing material costs and fixed  
costs, optimizing processes worldwide and creating greater  
flexibility at the division’s production plants. The primary focus  
of the “Growth in Global Commercial Vehicle Markets” initia-  
tive is on intensifying activities in Asian markets with high growth  
potential. The FUSO business unit plays a key role in the latter  
initiative, which will integrate it more firmly into the Trucks seg-  
ment. The goal of the fourth initiative – “Future Product Gene-  
rations” – is to consolidate and expand the division’s innovation  
leadership through the introduction of new technologies and  
products.  
thereof: Brazil  
35  
Asia/Australia  
181  
+39  
1
2
3
Group sales (including leased vehicles)  
Including school buses from Thomas Built Buses and chassis from Freightliner  
Mitsubishi L200 pickup and Mitsubishi Pajero manufactured in South Africa  
8
3
Financial Services  
Positive business developments in 2005 | Contract volume increases to €117.7  
billion | Market presence established in China | Toll Collect system running  
smoothly in Germany; conversion to new OBU 2 software completed | Increase in  
operating profit  
2
005  
2004  
05/04  
Improved cooperation with dealers and vehicle brands in  
North and South America. As part of an organizational re-  
structuring program, we combined all of our financial services  
activities in North and South America into the “Americas” re-  
gion. Contract volume in this region increased by 18% to €85.9  
billion, accounting for 73% of the total portfolio; when adjusted  
for exchange-rate effects, the increase was 1%. New business in  
the region decreased from €35.1 billion to €31.8 billion. This  
was a result of adjustments made to incentive programs in the  
form of the Bonus Cash program at Chrysler Financial. Such  
changes had caused a substantial increase in new business in  
the prior year.  
Amounts in millions of €  
Change in %  
Operating profit  
Revenues  
1,468  
15,439  
117,724  
1,250  
13,939  
+17  
+11  
+15  
Contract volume  
102,399  
Investments in property, plant  
and equipment  
45  
91  
-51  
-1  
Employees (Dec. 31)  
11,129  
11,224  
Stable business development at DaimlerChrysler Financial  
Services. The Financial Services division once again developed  
very positively in all regions in 2005. Contract volume rose by 15%  
to €117.7 billion; when adjusted for exchange-rate effects, con-  
tract volume increased by 3%. At the end of the year, Financial  
Services’ global portfolio comprised 6.4 million leased and fi-  
nanced vehicles. New business totaled €48.2 billion in an ex-  
tremely competitive market environment in 2005 (2004: €50.9  
billion).  
We further expanded our close cooperation with the Group’s  
vehicle brands in 2005. Detailed discussions with dealers led to  
the creation of new financial products for contract extensions  
(bridge leases) and for the signing of new leasing and financing  
contracts ahead of time (lease pull-ahead). Demand for Freight-  
liner trucks was very high in the year under review. In order to  
accelerate delivery of Freightliner trucks to customers, we op-  
timized our credit-approval processes in the Truck Financial unit  
by carrying out creditworthiness checks at an earlier stage. In  
addition, we expanded the passenger-car financing process to  
include a new module for electronic contracts (eContracts),  
which was tested in pilot operation. Processes for credit appli-  
cations and checking contract data underwent further auto-  
mation in the year under review, resulting in even better quality  
of service for our dealers. Surveys of Chrysler and Mercedes-  
Benz dealerships conducted by J.D. Power and Associates con-  
firmed that our dealers are very satisfied with the financial  
services we provide.  
Operating profit rose by 17% from the prior year to €1.5 billion.  
DaimlerChrysler Financial Services employed 11,129 people  
worldwide at the end of 2005, similar to the number a year earlier  
(see page 41).  
In line with our strategy of clearly focusing on financial services  
along the automotive value chain, we renamed the division  
DaimlerChrysler Financial Services at the beginning of 2005.  
The new name reinforces the identity of Financial Services.  
It also sends a clear message that the division is a global provider  
of excellent financial services and a source of effective sales  
support for the automotive brands within the DaimlerChrysler  
Group.  
8
4
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler Financial Services  
is the first choice provider of financial  
services for all of the Group's brands,  
and now has more than six million leasing  
and financing contracts.  
Positive business development in the Europe, Africa, Asia/  
Pacific region. The Europe, Africa, Asia/Pacific region also  
developed positively in 2005. At €31.8 billion, contract volume  
was up 8% from the prior year. Business developments were  
particularly dynamic in South Africa, Turkey and Thailand. The  
portfolio in the core European markets of the United Kingdom,  
Italy and France remained stable at €7.3 billion. Contract vol-  
ume in the eastern European countries of Poland, Hungary, the  
Czech Republic, Slovakia and Slovenia rose by 7% to €0.9 bil-  
lion. In Germany, DaimlerChrysler Bank, our largest company in  
this region, provided attractive products that once again led to  
an increase in leased and financed vehicles’ share of the total  
number of Group-brand vehicles sold. The bank managed a con-  
tract volume of €15.2 billion at the end of the year under re-  
view (2004: €14.5 billion), serving some 987,000 customers, or  
Fleet Management expands its international presence. The  
Fleet Management unit benefited from the growing demand  
for comprehensive multi-brand fleet management solutions in  
the year under review. The unit offers everything from con-  
sulting and vehicle procurement services (including financing  
and leasing solutions) to fleet-related activities such as fleet-  
vehicle resale and disposal services and the provision of infor-  
mation for supporting fleet management. The services pro-  
vided by Fleet Management are geared toward local fleet opera-  
tors as well as companies that operate large international  
fleets. Our objective with regard to both customer groups is to  
provide optimal service to new and existing customers and to  
make them better acquainted with the products of the Daimler-  
Chrysler Group. We further expanded our presence in Europe  
with the inclusion of fleet management in the product portfolio  
of our Swiss subsidiary, and we now offer fleet management  
solutions and services in 12 countries around the world.  
7
% more than in 2004. Contract volume in the Africa and Asia/  
Pacific region increased by 23% to €5.4 billion.  
New financial products and our penetration of new markets en-  
abled us to further consolidate our position as a captive financial  
services provider in 2005. By standardizing processes for cre-  
dit and contracts, we were able to improve our cost situation and  
thus also our competitive position.  
Toll Collect system for trucks is running smoothly. The toll  
collection system successfully launched in Germany at the be-  
ginning of 2005 for trucks over 12 metric tons gross vehicle  
weight has proved to be reliable and has remained extremely sta-  
ble even when pushed to maximum capacity. A total of 482,000  
of the first-version on-board units (OBU 1) were in use in the  
year under review, with the Toll Collect system registering 24  
billion kilometers traveled. The new OBU 2 on-board unit soft-  
ware, which makes it possible to update operating information  
via mobile telephony, was gradually installed in trucks through-  
out 2005, and the switch from OBU 1 to OBU 2 took place on  
schedule on January 1, 2006. DaimlerChrysler Financial  
Services holds a 45% share in the Toll Collect consortium.  
We are now the first automotive financial services company to  
have launched a European platform for asset-backed securities  
(
ABS). This platform enables our European subsidiaries to  
securitize automotive credit receivables and place them on the  
capital market.  
In November 2005, the division became the first financial servi-  
ces company to offer passenger car and truck financing, as  
well as insurance, in China. The offerings target both dealers  
and retail customers. Through its activities, Financial Services  
is supporting the DaimlerChrysler Group as it enters this stra-  
tegically important market. Our activities in China will initially  
focus on the fast-growing business centers of Beijing, Shang-  
hai and Guangzhou.  
8
5
Other Activities  
Significantly higher contribution to earnings from EADS | Agreement reached  
on sale of DaimlerChrysler’s Off-Highway business unit | Disposal of shares  
in Mitsubishi Motors Corporation  
2
005  
591  
2004  
05/04  
EADS  
Amounts in millions of €  
% change  
Impressive growth continues at EADS. EADS, one of the  
world’s leading aerospace and defense companies, continued  
to grow in 2005, and expects both revenues and earnings to  
surpass its prior-year figures once again. The company will pub-  
lish its results for the 2005 financial year on March 8, 2006.  
Operating profit  
Revenues  
456  
+30  
+9  
2,396  
2,200  
Investments in property, plant  
and equipment  
109  
134  
-19  
Research and development  
expenditure  
240  
228  
+5  
During the first nine months of 2005, revenues at EADS as de-  
fined by the International Financial Reporting Standards (IFRS)  
rose from €21.5 billion to €23.4 billion. A major reason for this  
positive development was the increase in Airbus aircraft deli-  
veries. In addition, both the Space division and the Defence &  
Security Systems division increased their business volumes  
during this period.  
Employees (Dec. 31)  
18,164  
20,636  
-12  
Continued focus on core business operations. The Other  
Activities segment mainly comprises our 33% holding in the  
European Aeronautic Defence and Space Company (EADS) and  
the DaimlerChrysler Off-Highway business unit. It also includes  
Corporate Research, our real estate activities, and our holding  
and finance companies.  
Between January and September 2005, EADS achieved an EBIT  
(earnings before interest, taxes, goodwill amortization and  
exceptional items) of €2.1 billion (Jan.-Sept. 2004: €1.5 billion).  
Since June 30, 2004, our holding in Mitsubishi Motors (MMC) has  
been included in the consolidated financial statements as a  
financial investment shown at fair value. The further exercise  
of options on MMC mandatory convertible bonds led to a re-  
duction of our holding in MMC from 19.7% to 12.4% as the year  
progressed. Then, on November 17, 2005, we sold our entire  
stake in MMC (see page 34). As part of our strategy of focusing  
even more closely on our core business operations, we reached  
an agreement in December 2005 with EQT, a Swedish financial  
investor, on the sale of the DaimlerChrysler Off-Highway busi-  
ness unit. The transaction includes both MTU Friedrichshafen  
GmbH and the off-highway activities of Detroit Diesel Corpo-  
ration (DDC). The transfer of ownership is likely to take place in  
the first quarter of 2006.  
Incoming orders at EADS increased by 88% in the first nine  
months of the year, to €38.8 billion (Jan.-Sept. 2004: €20.6 bil-  
lion). At €210.4 billion, the order backlog at the end of Sep-  
tember was substantially higher than the €184.3 billion recorded  
at the end of the 2004 financial year. EADS thus had the largest  
order backlog in the aerospace and defense industry.  
For full-year 2005, EADS expects revenues to increase to  
more than €33 billion and EBIT to rise to €2.75 billion (2004:  
€31.8 billion and €2.4 billion respectively).  
Airbus maintains global market leadership. Airbus delivered  
378 aircraft in 2005 (2004: 320), thus outperforming its main  
competitor, Boeing, for the third consecutive year. With 1,055 firm  
orders received, Airbus set a new record for incoming orders  
in the aircraft industry. The enormous success of Airbus is also  
reflected by its order backlog of 2,177 civil aircraft as of Decem-  
ber 31, 2005 (Dec. 31, 2004: 1,500).  
8
6
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Airbus’ 21st century flagship, the  
A380, introduces a new era of airline  
transportation, carrying 555  
passengers aboard the most spacious  
and efficient aircraft in the world.  
New Airbus projects for future growth. The Airbus A380, the  
world’s largest passenger aircraft, successfully completed its  
maiden flight on April 27, 2005. By the beginning of January 2006,  
more than 220 test flights had been successfully conducted  
with three A380 aircraft. At the end of 2005, Airbus had received  
Despite tight defense budgets in Europe, EADS expects to  
achieve further growth in its defense business. Germany’s parti-  
cipation in the development of the MEADS ground-based air  
defense system illustrates the fact that urgently needed projects  
for modernizing and strengthening armed forces can only be  
conducted within an international and transatlantic framework.  
At the same time, activities in the services sector – providing  
secure communication systems for example – are becoming in-  
creasingly important for long-term business developments.  
159 firm orders and commitments from 16 customers for the  
new Airbus flagship.  
The program for the new A350 long-distance aircraft was officially  
launched on October 6, 2005. EADS is continuing its strategy  
of internationalization with the new aircraft, as partners from  
China and other countries participate in the A350 program.  
At the end of 2005, Airbus had received 172 firm orders and  
commitments for the A350.  
DaimlerChrysler Off-Highway  
Growth continues in a difficult market environment. Despite  
higher prices for oil and raw materials, the off-highway diesel-  
engine market expanded in the year under review, although at a  
lower rate than the growth recorded in 2004. Developments  
were particularly positive in the segments for commercial ship-  
ping, raw-materials transport and infrastructure projects.  
In addition, six Chinese airlines ordered a total of 150 aircraft  
of the A320 family in December 2005. This is the largest order  
Airbus has received from China to date, and it underscores the  
tremendous importance of the rapidly growing Chinese market.  
Positive developments at other EADS divisions. The Eurocop-  
ter division also maintained its leading position in the helicopter  
market in 2005. No other helicopter manufacturer can boast  
such a broad product range in both the civil and military sectors.  
Eurocopter operates in all growth regions around the world: In  
Strong growth in revenues and incoming orders. Revenues  
at the DaimlerChrysler Off-Highway business unit increased  
by 18% to €2.1 billion in the year under review. This growth was  
primarily due to the Power Generation segment (engines for  
stationary electricity generators), engines for use in mining,  
agricultural and construction vehicles and the Marine segment.  
2
005, the division reached an agreement with Chinese partners  
to jointly develop and produce a new transport helicopter.  
Incoming orders at the Off-Highway business unit rose by  
27% to €2.3 billion in the year under review. Nearly all segments  
contributed to this positive development.  
Signs of market recovery have been confirmed in the space  
sector. The Space division reached breakeven in 2004, and EADS  
expects it to make a positive contribution to earnings in full-  
year 2005. Moreover, the decisions made by the ESA Council  
of Ministers Conference in December 2005 will open up new  
business opportunities for the German aerospace industry. The  
agreement to further develop the Ariane program and recent  
European Mars research initiatives are particularly positive sig-  
nals in this regard.  
8
7
Cross-Divisional Activities  
DaimlerChrysler’s financial success is based on the trust of the  
people in all of the countries in which the Group is present. This  
is why economic, ecological and social responsibility is firmly  
anchored in our corporate strategy. We are convinced that entre-  
preneurial success and social responsibility go hand in hand, and  
that value creation always depends on value orientation within society.  
Our actions are based on these principles.  
8
8
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contents  
9
0 Sustainability at DaimlerChrysler  
96 DaimlerChrysler and the  
Environment  
Committed to the principle of  
sustainability  
€1.5 billion spent on environmental  
protection  
Activities in 2005  
Mercedes-Benz S-Class is first  
vehicle to receive environmental  
certification  
9
2 Human Resources  
Number of employees worldwide at  
prior year’s level  
BlueTec technology for the world’s  
cleanest diesel engine  
Further enhancement of Global  
Human Resources Strategy  
Workforce reduction program being  
implemented at Mercedes Car Group  
and in preparation for Group  
administrative functions  
Driving with the environment  
in mind: hybrid drive concepts  
Environmental Leadership Awards  
for our employees’ commitment to  
the environment  
Implementation of “Safeguarding the  
Future 2012” agreement  
Approximately 9,900 traineeships  
worldwide  
98 Global Procurement and Supply  
Advanced global alignment of  
purchasing activities  
Additional cost advantages and  
progress with efficiency  
94 Research and  
Technology  
Managing rising raw-material  
prices  
Investment of €5.6 billion in  
research and development  
Global Supplier Awards presented  
On the road to accident-free driving  
with innovative safety systems  
Alternative drive systems for  
sustainable mobility  
Innovative materials reduce costs  
and help protect the environment  
100 Social Responsibility  
Worldwide social commitment  
Enhancement of “Global Sustain-  
ability Network”  
Comprehensive dialogue with  
policy makers, the business  
community and society  
Help for disaster victims  
Action to improve traffic safety  
for children  
8
9
Sustainability at DaimlerChrysler  
In order to ensure the long-term success of the DaimlerChrysler Group,  
we have committed ourselves to the guiding principle of sustainability.  
This commitment entails an awareness of responsibility in three areas:  
We bear responsibility for our Group’s business performance and longterm  
economic success.  
We conserve the earth’s resources and help to preserve an intact envi-  
ronment for present and future generations.  
We live up to our responsibilities toward our customers, employees,  
shareholders and society as a whole; the DaimlerChrysler Group regards  
itself as an integral part of all the communities within which it operates.  
9
0
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Sustainability Profile 2005” is our  
first report on the Group’s manifold  
activities in the important field of  
sustainability.  
Committed to the principle of sustainability. At Daimler-  
Chrysler, profitable growth and a sense of responsibility for  
society and the environment are two sides of the same coin.  
That’s why sustainability is an important guiding principle of  
our business operations – in the interests of our customers,  
employees, shareholders and society.  
Activities in 2005. Sustainability management at Daimler-  
Chrysler was significantly enhanced during 2005. In order to  
further enhance the Group’s sustainability profile, the  
various sustainability initiatives were strategically combined.  
Specific sustainability goals and measures were defined  
within DaimlerChrysler’s economic, ecological and social respon-  
sibility. And as part of an improved process of sustainability  
reporting, we published a report entitled “DaimlerChrysler Sus-  
tainability Profile 2005” in July.  
As a vehicle manufacturer with worldwide operations, Daimler-  
Chrysler bears a great burden of responsibility. Several hundred  
thousand people are involved in the production and distribution  
of our products all over the globe. Our vehicles are on the road  
in almost every country in the world. They satisfy people’s need  
for mobility and offer flexible alternatives for transporting goods.  
By laying the foundation for individual mobility and independence,  
they play a significant role in modern societies.  
We regard the reappearance of DaimlerChrysler’s shares in  
the renowned Dow Jones Sustainability Index (DJSI) in Septem-  
ber 2005 as confirmation that our work in this area has been  
effective.  
At the same time, the manufacture and operation of our vehicles  
requires the use of natural resources, and our business opera-  
tions influence society in many different ways. The growing net-  
working of the world economy and people’s increasing need  
for mobility is altering the economic, ecological, social and poli-  
tical conditions in which we live. Striking the right balance be-  
tween these conditions and DaimlerChrysler’s business success  
is a global challenge for the future.  
You will find a comprehensive summary of our activities in the  
field of sustainability in the report “DaimlerChrysler Sustainabi-  
lity Profile 2005” and on our website at  
www.daimlerchrysler.com/sustainability.  
The guiding principle of sustainability is an integral part of our  
corporate strategy. It is in line with our internal guidelines and is  
a key component of our corporate values and business strategy,  
whose objectives are to ensure the Group’s long-term business  
success.  
9
1
Human Resources  
Number of employees worldwide at prior year’s level | Further enhancement of Global  
Human Resources Strategy | Workforce reduction program being implemented  
at Mercedes Car Group and in preparation for Group administrative functions |  
Implementation of “Safeguarding the Future 2012” agreement | Approximately 9,900  
traineeships worldwide  
2
005  
2004  
ment and expansion of our business operations in China in the  
“Human Resources China Book”, which establishes uniform  
standards and increases efficiency. The introduction of a global  
“Human Resources ScoreCard” will enable us to more effec-  
tively measure and monitor the work of our human resources  
activities all over the world.  
Employees (at December 31)  
DaimlerChrysler Group  
Mercedes Car Group  
Chrysler Group  
382,724  
104,345  
83,130  
117,183  
48,773  
11,129  
384,723  
105,857  
84,375  
114,602  
48,029  
11,224  
Commercial Vehicles  
Sales Organization Automotive Businesses  
Financial Services  
Workforce reductions at the Mercedes Car Group, new  
management model for DaimlerChrysler. At the end of Sep-  
tember 2005, the Board of Management set a goal for the  
Mercedes Car Group of reducing the number of employees at  
its German locations by 8,500. The plan calls for these work-  
force adjustments to be completed over a period of twelve months  
Other Activities1  
18,164  
20,636  
1
DaimlerChrysler Off-Highway business unit, Corporate Research, real-estate activities  
and holding and finance companies  
(
by the end of September 2006) through voluntary severance  
3
82,700 employees at year-end, slightly lower than prior-  
year figure. On December 31, 2005, DaimlerChrysler employed  
82,724 people worldwide (2004: 384,723). Of this total,  
82,060 worked in Germany (2004: 185,154) and 97,480 in the  
United States (2004: 98,119). The number of trainees totaled  
,880 (2004: 10,047). Commercial Vehicles posted a particularly  
agreements. The achieved increase in productivity will consider-  
ably improve the competitiveness of Mercedes-Benz. Daimler-  
Chrysler will adhere to the “Safeguarding the Future 2012”  
agreement, which was concluded in 2004 and calls for voluntary  
measures in the initial phase of a headcount reduction. The  
actions taken for voluntary departures and early retirements  
should lead to expenses of approximately €950 million, €570  
million of which was already booked in 2005. Within the frame-  
work of implementing the new management model announced  
in January 2006, the number of persons employed in administra-  
tive functions will be reduced by up to 20% by the end of 2008.  
3
1
9
large increase in the number of employees compared to the  
prior year (+2%). The increase in hiring in this division was due  
to strong demand for trucks, especially in the Europe/Latin  
America and Trucks NAFTA regions. The number of employees  
at the Mercedes Car Group (-1%), the Chrysler Group (-1%)  
and Financial Services (-1%) was slightly lower than the previous  
year’s figures.  
Implementation of the “Safeguarding the Future 2012”  
agreement. DaimlerChrysler plans to use the “Safeguarding  
the Future 2012” agreement reached in summer 2004 bet-  
ween the Group’s management and the General Labor Council  
primarily to achieve the following goals: improving competi-  
tiveness, strengthening innovation power, increasing employee  
flexibility and safeguarding jobs in Germany. With the aim of  
achieving the agreed cost savings of €500 million annually in the  
medium term, initial steps were taken toward implementing  
appropriate measures in the year under review. The most impor-  
tant of these measures were:  
Further enhancement of the Global Human Resources  
Strategy. Our Global Human Resources Strategy defines uni-  
form principles, standards and processes for our business  
operations worldwide. It does this in line with the requirements  
of our business units, which are also globally oriented. That’s  
why DaimlerChrysler defined uniform core challenges for its hu-  
man resources departments all over the world. For the core  
challenge, “Outstanding Performance and Productivity”, it insti-  
tuted measures aimed at strengthening DaimlerChrysler’s com-  
petitiveness. Important issues in this area were the reduction  
and limitation of labor costs and the maintenance and enhance-  
ment of our employees’ productivity and competitiveness. We  
have defined the personnel principles supporting the establish-  
– For all employees covered by the collective bargaining agree-  
ment with DaimlerChrysler AG, compensation levels will  
be reduced by 2.79% as of January 1, 2006. The compensation  
levels for new employees were already reduced in 2005.  
9
2
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The diversity of our cus-  
tomers is reflected by the  
diversity of our workforce,  
which contributes to  
DaimlerChrysler’s success.  
For senior executives in Germany, the variable compensation  
for 2006 will be reduced by 10% in addition to the reduction of  
their regular monthly salaries.  
Diversity of our workforce will enable us to achieve long-  
term success. In order to boost its competitiveness, Daimler-  
Chrysler deliberately employs men and women with different  
areas of expertise, types of experience and points of view. The  
diversity of our employees in terms of age, gender or nationality  
ensures that they complement one another and is one of the  
keys to our success. Women are traditionally underrepresented  
in technology-oriented companies, especially in Germany. Our  
Global Diversity Council has taken action to help remedy this  
situation. In an initial step, it set a target corridor for each divi-  
sion regarding the proportion of women in management posi-  
tions, with the aim of achieving these targets by 2008.  
In 2005, we worked on a comprehensive restructuring of the  
compensation system, in connection with implementing the  
Compensation Framework Agreement (ERA) beginning in 2007.  
Extensive measures were taken at all production locations  
in Germany in order to introduce a uniform compensation  
system for salaried employees and wage earners.  
In industry-related service units, we have so far transferred  
approximately 4,000 employees to the services-sector earn-  
ings agreement.  
In 2005, approximately 3,500 new skilled workers were trans-  
ferred to the internal staff-rotation program (“DCmove”). Of  
this total, 350 were deployed in jobs at various locations in  
Germany. This program increases the flexibility of staff assign-  
ments at DaimlerChrysler and simplifies the exchange of  
employees between different production locations. The young  
skilled workers in the program are given systematic support  
and have the opportunity to enhance their expertise in a var-  
iety of work situations.  
Image campaign – “Pioneers Welcome”. Global operations  
can be successfully supported by human resources depart-  
ments that recruit, integrate and train well-qualified and moti-  
vated employees. DaimlerChrysler has launched a new per-  
sonnel image campaign called “Pioneers Welcome” in order  
to recruit outstanding university graduates and other skilled  
workers even in economically difficult times.  
Training programs ensure top employee performance over  
the long term. In 2005, approximately 2,600 men and women  
completed their traineeships at DaimlerChrysler locations in  
Germany, matching the very high figure of the previous year.  
In addition, 472 gratuates entered junior management training  
programs. We are thus offering young people career prospects  
while underscoring our responsibility to society. Daimler-  
Chrysler currently employs approximately 8,300 trainees in  
Germany and 9,900 worldwide. Providing job training to young  
people will continue to be a focus of our human-resources work  
in the future.  
Progress in health care and workplace safety. At the Chrysler  
Group, we have cooperated with the labor unions to continue  
improving workplace safety and company healthcare programs.  
These measures have been positively received. For example,  
in 2005, the Chrysler Group received an award from the US Acad-  
emy for Occupational and Environmental Medicine in recogni-  
tion of its innovative healthcare and workplace safety programs  
and the significant decrease in work-related injuries at its pro-  
duction locations.  
Management Development: LEADing the way to success.  
Management development at DaimlerChrysler, which we are stan-  
dardizing at our locations throughout the world with the help  
of our management tool LEAD (Leadership Evaluation and Deve-  
lopment), ensures compliance with Group-wide quality standards.  
We have supplemented the LEAD program with the “Individual  
Development Plan.” The courses offered by the DaimlerChrysler  
Corporate University help our top managers ensure that their  
qualifications remain world-class.  
A thank you to our employees. The Board of Management  
thanks all of DaimlerChrysler’s employees for their initiative,  
commitment and achievements. We are convinced that their  
ability, enthusiasm and energy will secure a successful future  
for the Group. We also extend our thanks to the employee re-  
presentatives for their constructive cooperation in 2005.  
9
3
Research and Technology  
Investment of €5.6 billion in research and development | On the road to  
accident-free driving with innovative safety systems | Alternative drive systems  
for sustainable mobility | Innovative materials reduce costs and help protect  
the environment  
Research safeguards competitiveness. The Group’s research  
units provide the impetus for the technological expertise that  
will ensure a bright future for DaimlerChrysler. All of our activities  
here are geared toward the goals of safeguarding individual  
mobility, conserving resources, creating innovations that benefit  
our customers, and securing competitive advantages. To this  
end, DaimlerChrysler invested a total of €5.6 billion in research  
and development in 2005 (2004: €5.7 billion).  
braking force needed to avoid a collision and then warn the driver  
of the imminent danger. When Brake Assist PLUS is combined  
with the PRE-SAFE occupant protection system, the result is a  
unique anticipatory safety system that supports drivers even  
more effectively than before.  
®
In addition, the new night vision assistant provides for greater  
safety on dark roads. This system has two infrared headlights that  
illuminate the road, significantly extending the driver’s range of  
vision. An infrared camera records the reflected image of the  
road ahead and displays this on the dashboard. These and other  
systems are gradually transforming our vision of accident-free  
driving into reality.  
At the end of 2005, Corporate Research employed 2,600 people  
(
2004: 2,900), and a further 25,600 men and women were  
employed in the development departments at the Mercedes Car  
Group, Chrysler Group, and Commercial Vehicles (2004: 26,100).  
Their research and development work focused on five core tech-  
nology fields in 2005:  
Further advances are being made with the next generation of  
assistance systems. These will focus on intersections as a  
common site of accidents. To this end, we have refined our anti-  
cipatory systems within the framework of the publicly funded  
INVENT project. More specifically, we have examined how drivers  
can best be supported in dangerous situations, especially  
those that occur at intersections. At the 2005 International Motor  
Show (IAA) in Frankfurt, we presented the prototype of a video-  
based assistance system that demonstrated for the first time how  
accidents at intersections can be prevented in the future. At  
the heart of the system is a module containing image process-  
ing algorithms that recognize traffic lights and signs, as well  
as a second module that analyzes the movements of cross traffic.  
Drivers who fail to react to a dangerous situation are warned  
of it in several stages – first visually, then acoustically, and, if  
necessary, even by means of a brief automatic emergency  
braking maneuver. Our goal here is to develop intelligent assis-  
tance systems that can interpret critical situations before an  
accident becomes unavoidable, utilizing the extra time gained  
to make a decisive contribution to the realization of accident-  
free driving.  
Drive technology  
Vehicle layout and the human-machine interaction  
Production and materials technology  
Electric/electronic systems and intelligent transportation  
systems  
Software and process technology  
The results of this research work are applied by all of the busi-  
ness units in the Group’s various product brands. Our research  
units also focus on the general issues of diagnostics, testing  
procedures and prevention. In addition, we conduct analyses  
throughout the Group of the various social developments and  
trends that result from the introduction of new technologies, so  
that we can identify in a timely manner the new demands that  
will be placed on our products and our company in the future.  
The vision of accident-free driving. Our long-term objective  
is to develop vehicles for our customers so that they can drive  
accident-free. As we work toward this goal, the new S-Class and  
its innovative systems are once again setting standards, parti-  
cularly in the field of active safety.  
The most frequent types of accident involving commercial ve-  
hicles are rear-end accidents and vehicles leaving the road.  
Rear-end accidents alone account for a quarter of all truck acci-  
dents. We will achieve a drastic reduction in this kind of accident  
with the new emergency braking system that is to be offered  
The new Brake Assist PLUS system, for example, uses radar tech-  
nology to monitor the area in front of the vehicle. If the vehicle  
gets too close to the car in front, the system will calculate the  
9
4
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
F 600 HYGENIUS  The new  
research vehicle with  
pioneering fuel-cell drive and  
customer-oriented innovations  
for safety and driving pleasure.  
on all Mercedes-Benz trucks as of 2006. And our Lane Assistant  
gives a warning when a vehicle is about to leave its lane. This  
innovative system will be available also on the new generation  
of Setra and Mercedes-Benz travel buses starting in 2006.  
corresponds to consumption of 2.9 liters of diesel fuel per  
100 kilometers. We also succeeded in significantly improving  
the cold-start capability of the fuel cell in the F600 HY  
GENIUS  
to -25°C.  
Pioneer in the development of fuel cells. DaimlerChrysler  
believes that fuel-cell drive will make a unique contribution to  
sustainable mobility. Our fuel-cell buses, which have covered  
more than one million kilometers in over 70,000 hours of opera-  
tion in the most diverse climates and terrains, have convincingly  
demonstrated the reliability and robustness of fuel-cell drive.  
Optimized human-machine interaction. Another focus of our  
research involves the question of how to optimize the interac-  
tion between humans and machines. Our answer in the F600  
GENIUS  
HY  
is an instrument cluster consisting of two high-reso-  
lution color displays that serve as virtual instruments. These in-  
struments appear to be 1.4 meters in front of the driver, which  
eliminates the need for the driver’s eyes to constantly adjust to  
changing distances, resulting in much less driver fatigue. A fur-  
ther innovation is the dual-mode operating concept, with controls  
on the instrument panel and the COMAND unit located on the  
armrest. This new vehicle and operating concept is linked to a  
user-recognition system and allows for more rapid, more intui-  
tive and safer control than conventional systems.  
A new operational test began in Beijing in 2005 with three Mer-  
cedes-Benz Citaro fuel-cell buses. As a result, there are now  
36 Citaro buses with fuel-cell drive on the road in regular service  
around the world – by far the largest test fleet. In the year under  
review, more than 100 of our fuel-cell vehicles were in use with  
customers, a figure that cannot be matched by any other com-  
pany in the automotive industry. Much more important than the  
number of vehicles on the road, however, are the results of the  
practical tests for which they have been put to use. These tests  
are helping to accelerate the development of fuel-cell technology  
toward marketability.  
Paint technology improved with paint foils. DaimlerChrysler  
is taking a completely new approach when it comes to manu-  
facturing painted plastic exterior components. The solution here  
is to use plastic components coated with paint foils. The first  
step involves forming a paint-coated foil into a thin outer skin that  
gives the component its final shape. After the paint hardens,  
the component is filled with foam. The result is a stable painted  
part that can be directly used in the assembly of a vehicle’s exte-  
rior. We are now preparing the application of this technique in  
the series production of passenger cars and commercial vehicles.  
The alliance between DaimlerChrysler, Ballard and Ford for the  
further development of fuel-cell technology has now been reorga-  
nized: DaimlerChrysler and Ford have acquired Ballard Power  
Systems AG in Nabern, Germany, and established the NuCellSys  
GmbH joint venture in order to move ahead even more quickly  
with the integration of fuel-cell drive into motor vehicles.  
This innovative technology offers both economic and ecological  
benefits. For example, the fact that we no longer conduct wet  
painting operations means there are no paint residues or fumes  
that have to be recycled or disposed of at great expense. This  
also conserves resources and eases the burden on the environ-  
ment. In addition, there is no loss of quality, as the paint foils  
fulfill all criteria for exterior components with respect to color  
and resistance to scratching and chemicals.  
F600 HYGENIUS  the fuel cell moves a step closer to series  
GENIUS  
production. The F600 HY  
marks a major step toward series  
production by fuel-cell drive systems, which we hope to achieve  
sometime between 2012 and 2015. To this end, we refined the  
fuel-cell drive concept for this family-friendly research vehicle.  
One result of this work is that the F600 HYGENIUS has a power out-  
put of 85 kW (115 hp). The fuel-cell stacks used in the car are  
also 40% smaller than was previously the case, yet generate 30%  
GENIUS  
more power and consume 16% less energy. The F600 HY  
can travel more than 400 kilometers on a tank of hydrogen, which  
9
5
DaimlerChrysler and the Environment  
1.5 billion spent on environmental protection | Mercedes-Benz S-Class is first vehicle  
to receive environmental certification | BlueTec technology for the world’s cleanest  
diesel engine | Driving with the environment in mind: hybrid drive concepts |  
Environmental Leadership Awards for our employees’ commitment to the environment  
DaimlerChrysler takes on responsibility. At DaimlerChrysler,  
environmental protection is an integral aspect of sustainable  
mobility and of our corporate strategy, which is oriented toward  
long-term value enhancement. That’s why we take a holistic ap-  
proach toward our measures to protect the environment, across  
the entire value creation process. In both the production and  
application of our products, we aim to save resources and avoid  
emissions. To achieve this goal, we spent €1.5 billion on environ-  
mental protection in 2005.  
are currently testing the application of SCR technology in passen-  
ger cars in many countries throughout the world. In June 2005,  
we introduced the first diesel passenger car with SCR technology  
at the Innovation Symposium in Washington. The vehicle invol-  
ved – the Mercedes-Benz “bionic car” – is a concept vehicle.  
In September 2005 we presented the S320 BLUETEC HYBRID  
at the International Auto Show in Frankfurt to demonstrate the  
capabilities of BlueTec in the luxury segment.  
Both cars are currently the cleanest diesel-operated vehicles in  
the world, and they comply with all of the future emission limits  
known to us today. BlueTec is clearly playing a key role in mak-  
ing diesel-operated vehicles more environmentally friendly than  
ever before.  
Environment-oriented product development. As the recipi-  
ent of the world’s first environmental certificate for an automo-  
bile, the new S-Class is setting benchmarks for environmental  
protection as well as in other areas. For example, the new S350  
more than meets the currently valid emission limits, with nitro-  
gen oxide emissions that are more than 85% below permissible  
levels and hydrocarbon emissions that are approximately 75%  
lower than the limit. What’s more, we are using an even larger  
proportion of renewable raw materials and recycled materials  
in the new S-Class than in its predecessor model. As a result,  
we already reached the 95% quota of recyclable materials that  
will be required by law in 2015; that also applies to the new  
A-Class, which was introduced in 2004.  
Drive concepts of the near future: direct hybrid, BlueTec  
hybrid and two-mode hybrid. In city traffic, the advantages  
of hybrid technology lead to noticeably lower fuel consumption  
and lower emissions. At the IAA 2005 we employed the new  
S-Class to demonstrate how hybrid technology can be used to  
achieve significant additional reduction in both fuel consump-  
tion and emissions. Our objective is to make gasoline engines  
as efficient as diesel engines, and diesel engines as clean as  
gasoline engines.  
In the certificate, the certification board of TÜV Management  
GmbH confirmed that we have integrated environmental protection  
considerations into the development process of the S-Class.  
The S320 BLUETEC HYBRID is clear proof that the combination  
of BlueTec and hybrid technology not only results in lower nitro-  
gen oxide emissions but also reduces diesel fuel consumption  
by an additional 20%. The intelligent combination of direct injec-  
tion and hybrid technology in the S350 DIRECT HYBRID reduces  
gasoline consumption by 25% compared to the previous model.  
Both concept vehicles – BLUETEC HYBRID and DIRECT HYBRID –  
are thus paving the way for the drive technologies of tomorrow  
and have the potential for higher efficiency and environmental  
compatibility while boosting driving comfort and enjoyment.  
BlueTec technology firmly established in the market. In  
2
004, we celebrated the market launch of BlueTec engines for  
Mercedes-Benz commercial vehicles. These engines employ  
Selective Catalytic Reduction (SCR) technology. The use of BlueTec  
technology can reduce nitrogen oxide emissions by up to 80%.  
As a result, these engines already comply with the emission limits  
set by the Euro 4 and Euro 5 standards, which will go into effect  
in 2006 and 2009 respectively.  
We are cooperating with General Motors Corporation on the  
development of hybrid technology. In our Hybrid Competence  
Center in Troy, Michigan, USA, we are working together to de-  
velop a two-mode hybrid drive system. At the end of 2005, the  
BMW Group joined this alliance of equal partners. By pooling  
What’s more, in 2005 we introduced particulate filters as stan-  
dard equipment in all diesel-powered Mercedes-Benz passenger  
car models. In the next step, we also intend to exploit the tre-  
mendous potential of BlueTec in passenger cars. To this end, we  
9
6
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
BlueTec – Innovative and  
modern emission treatment for the  
world’s cleanest diesel engine.  
our development know-how, we can offer our customers superior  
vehicles with an attractive performance and appealing comfort,  
fuel consumption and emission levels at competitive prices. Be-  
cause these features are interpreted differently for each model,  
the distinctive product characteristics and the different brand  
attributes remain untouched.  
mass-to-liquid (BTL) fuels and biodiesel. In the field of BTL fuels  
(SunDiesel), we are cooperating with Choren Industries and  
Volkswagen. SunDiesel has proven its suitability as an alterna-  
tive fuel for passenger cars and commercial vehicles both on  
the engine test bench and in practical use. The cooperation  
agreed upon in 2005 between Choren Industries and Shell is an  
important step on the way to the large-scale production and  
marketing of SunDiesel.  
The two-mode hybrid drive system uses smaller electric motors  
than the existing single-mode system, and therefore requires  
significantly less space in a vehicle. A vehicle with a two-mode  
system can operate either with the two electric motors, with  
only the combustion engine, or with both drive systems simulta-  
neously. That makes it possible to fully exploit the fuel savings  
and performance potential of the hybrid drive system – in city  
driving, at higher constant speeds on country roads and high-  
ways, when passing, on steep slopes or when pulling a trailer.  
In the United States, the tank of every Jeep Liberty CRD is already  
filled up in the assembly plant with B5 fuel (diesel with a 5%  
blend of biodiesel). We have entered into a partnership with Bio-  
diesel Industries Inc. and NextEnergy Inc. in order to push for-  
ward with the development of biodiesel technology. We are al-  
ready very successful with the Flex-Fuel vehicles of the Chrysler  
Group - for example with minivans, the Dodge Ram 1500, the  
Dodge Stratus and the Chrysler Sebring. These are vehicles with  
engines that can run on either conventional gasoline or a mix-  
ture of gasoline and 85% bioethanol (E85). The Chrysler Group  
has already sold 1.5 million such vehicles, which also offer sig-  
nificant consumption and emission advantages.  
Environmentally friendly hybrid buses in everyday use.  
Our Orion brand hybrid buses demonstrate that hybrid techno-  
logy opens up plenty of potential not only for passenger cars  
but also for commercial vehicles. They also underscore our long-  
term commitment to innovative products and environmentally  
friendly technologies. Compared to diesel buses with conventio-  
nal drive systems, the Orion hybrid buses not only significantly  
reduce emission values and fuel consumption, but also deliver  
better driving performance. In 2005, we received a major order  
for 500 Orion VII hybrid city buses from the local public trans-  
portation authorities of New York City. This supplements past  
orders from New York City Transit and the Metropolitan Trans-  
portation Authority (MTA Bus) for 200 and 125 Orion hybrid buses  
respectively. In addition, we supply the Aero HEV low-entry city  
bus from FUSO with hybrid drive. Hybrid Sprinters are also in  
the trial stage and are being used by customers in everyday  
operations. And the FUSO Canter truck with hybrid drive is  
about to go into series production.  
DaimlerChrysler Environmental Leadership Award. In 2005  
we once again honored our employees’ commitment to preserv-  
ing the environment with our annual Environmental Leadership  
Award. The following projects received the Environmental Lead-  
ership Award for 2005:  
 Dry treatment at the Untertürkheim plant. This is a new pro-  
cess for the treatment of metals for mass production which  
allows us to dispense with the previously used “cooling lubri-  
cant” chemical mixture.  
 Abaca natural fibers for passenger car exteriors. The fibers of  
the abaca plant stand up to the extremely high stress to  
which vehicle exteriors are subjected. The world’s first use of  
these fibers in series-produced car exteriors was in the spare  
tire well covers of A-Class vehicles.  
Alternative fuels as a future energy source. Alternative fuels  
can make a significant contribution to environmentally compati-  
 Jatropha plant from India delivers biodiesel. The extremely  
undemanding tropical plant jatropha curcas has been cultiva-  
ted since January 2004 on previously useless wasteland in  
India. It provides oil-rich seeds from which biodiesel can be  
extracted.  
ble mobility due to their more favorable CO balance, as well  
2
as reducing dependence on fossil fuels. We are therefore working  
hard in this area, for example to develop applications for bio-  
9
7
Global Procurement and Supply  
Advanced global alignment of purchasing activities | Additional cost advantages  
and progress with efficiency | Managing rising raw-material prices | Global Supplier  
Awards presented  
Global alignment of procurement and supply activities. Our  
Group-wide organization, Global Procurement & Supply, is re-  
sponsible for purchasing goods and services at DaimlerChrysler.  
It includes the units Procurement Mercedes-Benz Passenger  
Cars/smart, Procurement and Supply Chrysler Group and Procu-  
rement Commercial Vehicles, as well as International Procure-  
ment Services, which is responsible for purchasing non-production  
materials and services.  
For all of our main commodities we have defined how they are  
to be purchased – locally like body stampings, globally coordi-  
nated like air conditioning devices (Lead Buying) or centrally like  
leather (Central Buying).  
In addition, we established the Material Strategy and Innovation  
Council (MSIC), which coordinates the global activities of our  
automotive divisions in the fields of engineering, procurement,  
cost analysis and research and technology. MSIC has already  
identified and implemented many opportunities to combine volu-  
mes and reduce costs, while improving quality and innovation.  
Our primary objective is to increase corporate value by optimi-  
zing the Group’s supply chain network. In concrete terms, this  
means creating an effective global procurement network to fur-  
ther improve the quality, cost, technology and supply of the  
purchased goods and services.  
We also develop commodity strategies for major grouping of  
purchases. These plans define the procurement for all of the  
DaimlerChrysler business units. More than 80% of our total  
spend with suppliers worldwide is covered by commodity stra-  
tegies.  
Our strategic goals. In order to continuously improve the  
efficiency and effectiveness of our operations, we have defined  
three strategic areas for action:  
Global supplier management with Extended Enterprise™.  
Our global supplier management is based on three key instru-  
ments:  
Global Scale Leverage. We are constantly identifying and reali-  
zing new synergy potentials within our global organization.  
Global Supply Base Management. We analyze, evaluate and  
support our suppliers on the basis of quantitative parameters  
as well as conduct-related aspects. On an annual basis, we  
present awards to the best performing suppliers.  
First, supplier management with Extended Enterprise™. This  
program identifies the four value drivers quality, cost, technology  
and supply as a basis for the global performance-based coope-  
ration. In addition, it integrates the conduct-related aspects in-  
tegrity, commitment and communication, which both sides –  
DaimlerChrysler and its suppliers – acknowledge as a basis for  
cooperation. In top-level executive meetings with our suppliers,  
we discuss individual performance, supplier capabilities and agree  
on measures for continuous improvement.  
Global Infrastructure and Processes. We provide our suppliers  
and divisions with a globally integrated purchasing system.  
In order to achieve these goals, we actively involve our suppliers  
in the processes and infrastructures of procurement and supply.  
Advantages from bundling purchasing volumes. By bundling  
our purchasing volumes worldwide, we achieve the maximum  
possible volumes enabling us to realize significant price advan-  
tages. This globally coordinated procurement (lead buying)  
gives us substantial economies of scale when purchasing goods  
and material. We also have central buying for select commodi-  
ties, managed through “one face to the supplier” for a specific  
commodity, supported by brand representatives from the parti-  
cipating purchasing units.  
9
8
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The DaimlerChrysler Supplier  
Portal provides our suppliers with  
full online transparency of their  
performance. The External  
Balanced Scorecard (EBSC) has  
become a valuable tool internally  
and externally averaging 18,000  
page hits per month.  
Second, our External Balanced Scorecard (EBSC) was further  
developed so that it now covers 80% of our supplier base. With  
the help of EBSC, our suppliers can compare their performance  
relative to the competition in the categories of cost, quality,  
technology and supply; in this way we provide our suppliers with  
an honest and fair evaluation process which is available online.  
In addition, managing the continued increase in raw-material  
prices has developed into a key competitive factor. As a result  
of ongoing high demand, mounting speculation in the commo-  
dity markets and unforeseen natural disasters, raw-material prices  
in 2005 remained at the historically high levels reached in the  
second half of 2004. We permanently monitor the prices of raw  
materials and react appropriately in this situation. We also  
work with our suppliers to ensure that we achieve continuous  
improvements in products and processes, as well as realizing  
lasting price advantages. Wherever appropriate, we enter into  
long-term agreements to maintain our supply of materials and  
to minimize the impact of future price rises; this also enhances  
planning security for our suppliers.  
Third, effective communication. This is the foundation for all of  
the supporting measures. In 2005, we saw a continuation of  
intense global competition, continued rises in raw-material prices  
and changing market conditions. We therefore intensified com-  
munication with our suppliers to prepare solutions and offsets  
to enhance our joint competitiveness. As a result, we were able  
to secure our production processes in this more difficult envi-  
ronment.  
DaimlerChrysler Global Supplier Awards 2005. To its best  
suppliers, Global Procurement and Supply presented the  
DaimlerChrysler Global Supplier Awards for 2005. With these  
awards, we recognize outstanding performance on the basis  
of the External Balanced Scorecard as well as in the areas of  
communication, commitment and integrity. All global suppliers  
providing over €1 million in volume to at least two of the Group’s  
automotive business units were eligible for the awards. The  
awards were presented to the top suppliers in the following cate-  
gories:  
Increased efficiency through standardization. Through the  
global alignment of processes and infrastructures, we provide  
our internal and external partners with a globally integrated and  
cost-optimized procurement network. For example, our global  
supplier portal provides worldwide access to almost all of the  
Group’s supplier applications. With a single sign-on and a com-  
mon framework, we currently offer more than 160 procurement  
and supply applications to over 50,000 active users. The conti-  
nuous rollout of a common procurement system is another area  
of standardized infrastructure that enables us to cover nearly  
our total volume of business worldwide.  
– Powertrain: Denso  
– Exterior: Gentex  
Chassis: Mubea  
Risk-management systems guarantee continuous supply.  
In the year under review, financially distressed suppliers and a  
significant increase in supplier bankruptcies were a major chal-  
lenge. We met these challenges with the help of risk-manage-  
ment systems that we had already introduced in previous years.  
With these tools and processes, we are able to continuously  
evaluate the financial health of our suppliers and to react in suf-  
ficient time. We thus minimized the impact on production and  
financial risks.  
– Interior: Johnson Controls  
– Electric/Electronic: Yazaki  
– General Goods & Services: Dell  
– Manufacturing Goods & Services: Marposs  
– Logistics: NYK Line  
9
9
Social Responsibility  
Worldwide social commitment | Enhancement of “Global Sustainability Network” |  
Comprehensive dialogue with policy makers, the business community and  
society | Help for disaster victims | Action to improve traffic safety for children  
DaimlerChrysler assumes social responsibility. Through  
its worldwide operations, DaimlerChrysler has a positive impact  
on society and on people’s living conditions. Therefore, we  
strengthened our social commitment once again in 2005, because  
stable societies are a precondition for a good business environ-  
ment. As one of the founding members of the UN “Global Com-  
pact” initiative, we are committed to supporting and promoting  
its guidelines. We have anchored the spirit of the Global Compact  
in our Principles of Social Responsibility and our Integrity Code.  
Numerous initiatives demonstrate how seriously we take these  
principles.  
And in June 2005, DaimlerChrysler organized an event at the  
Convention Center in Washington DC showcasing our products  
and underscoring our impact on American society – from the  
creation of jobs to the transport of school children.  
Help your neighbor. The DaimlerChrysler Corporation Fund  
and the Group’s employees provide support to many communi-  
ty-based organizations through our “Good Neighbors, Good  
®
Citizens ” program in the United States. Since 1953, we have  
assisted numerous non-profit organizations and charities in  
the four areas of community vitality, public policy, future work-  
force and employee volunteerism. Support is provided in the  
form of active help as well as substantial financial donations.  
Through this kind of partnership with numerous charitable or-  
ganizations, we contribute to improving social stability. Further-  
more, our employees throughout the United States donated  
over US $8.6 million to the United Way charity in 2005.  
Expanded “Global Sustainability Network”. By using the  
locally grown abaca fibers in the Philippines as a substitute for  
glass fibers in components for the A-Class, we have imple-  
mented another project for the increased utilization of natural  
materials in vehicle production. For several years now, Daimler-  
Chrysler has been using coconut fibers from the Brazilian rain  
forest as a part of the POEMA project. In India, we support  
research on the jatropha plant as a source of biodiesel. Through  
the “Global Sustainability Network”, DaimlerChrysler helps  
people locally by creating qualified jobs, protecting the environ-  
ment and ecosystems, and increasing the share of renewable  
resources in industrial production (see page 97).  
In 2004, DaimlerChrysler employed 8,400 disabled people in  
Germany, significantly exceeding the minimum rate stipulated by  
law. In addition, the Group ordered goods and services worth  
€43 million from companies primarily employing disabled per-  
sons. For example, we are the biggest customer of the disabled  
workshops in Sindelfingen, purchasing 40% of their output.  
Intensified transatlantic dialogue. Good and strong trans-  
atlantic relations are a key element of DaimlerChrysler’s role as  
a German-American company – this is why we continuously  
help foster dialogue on both sides of the Atlantic involving all of  
the important groups and decision-making bodies. Most promi-  
nently in 2005, we hosted the US-German Round Table, an annual  
symposium organized by the Association of German Industry  
The Group also follows the good corporate citizen approach in  
other areas – for example, through our longstanding partnership  
with the International Olympic Committee (IOC). Furthermore,  
in the context of the Olympic Solidarity development aid program  
established in 1996, DaimlerChrysler is constructing new sports  
facilities in primary and middle schools in China and Tibet, pri-  
marily to the benefit of less privileged groups.  
(BDI) and the US-based International Management and Develop-  
ment Institute (IMDI). At this event, US congressmen and  
German business leaders debated key issues of the twenty-first  
century.  
In Germany, we supported various cultural events in 2005  
with the aim of helping young artists to achieve their interna-  
tional breakthrough.  
1
00  
0
4 Essentials | 28 Management Report | 70 Divisions |88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
For the future of Afghanistan:  
a Mercedes-Benz Vito for a  
DaimlerChrysler training project  
in Kabul.  
Disaster relief efforts. In 2005, DaimlerChrysler responded  
quickly and effectively to a series of natural disasters. For  
example, the victims of the tsunami disaster in Southeast Asia  
received aid worth more than €2 million in addition to numerous  
donations from our employees all over the world. Furthermore,  
our local subsidiaries provided transportation for rescue as well  
as supplying drinking water and other goods. Also, a special  
reconstruction fund was set up to help rebuild facilities such as  
schools, hospitals and orphanages.  
acquire a sound training as mechanics. In addition, Daimler-  
Chrysler supports an agricultural training center in Harar  
(Ethiopia) run by the aid organization “People for People”.  
Mondialogo: intercultural learning and sustainable devel-  
opment. Together with UNESCO, DaimlerChrysler has founded  
the Mondialogo initiative. The goal of Mondialogo is to improve  
the dialogue between various cultures. In addition, we aim to fos-  
ter understanding, respect and acceptance among young people.  
In May 2005, we presented the Mondialogo Engineering Award  
to young engineers who had developed joint concepts to combat  
poverty and promote sustainable development. The second  
Mondialogo School Contest, initiated in November 2005, attrac-  
ted more than 35,000 students from 138 countries.  
In the weeks following the destruction caused by hurricane Kat-  
rina in the United States, DaimlerChrysler and its employees  
once again demonstrated their support with donations totaling  
more than US$7 million. This included 100 new vans and  
sport utility vehicles that were sent to the area fully loaded with  
relief goods. A benefit concert organized by DaimlerChrysler  
raised a sum of US$500,000, which was donated to the chari-  
table organization “Habitat for Humanity” to help build housing  
for flood victims.  
More safety for children in road traffic. Playful learning is  
the principle behind MobileKids, DaimlerChrysler’s unique traf-  
fic-safety initiative designed for children between the ages of  
eight and twelve. It includes a TV cartoon series (“The Nimbols”)  
and an interactive Internet game platform (“Mokitown”) with  
more than half a million registered users. Children in Italy, Sin-  
gapore, India, Israel, Malaysia and China are able to participate  
in numerous MobileKids activities. We also promote children’s  
safety in road traffic with other worldwide initiatives such  
as the “Global Road Safety Program” and “Seat-Check” in the  
United States.  
Ongoing commitment to the fight against HIV/AIDS. As a  
major employer, we are concerned about the wellbeing of our  
employees. Therefore, DaimlerChrysler is deeply committed to  
the battle against the immune weakness, AIDS. Within the  
framework of our “Workplace Initiative on HIV/AIDS”, we pro-  
vide free medical treatment to employees in South Africa and  
their families. We also promote education and prevention. The  
positive results of this initiative encouraged us to extend our  
fight – adjusted to local conditions – to other countries and Group  
companies. In 2005, we developed a global HIV/AIDS policy  
to provide a framework for tailored programs throughout all  
operations.  
Responsible partnerships create mutual trust. Since the  
social development of economies is also in the interest of the  
DaimlerChrysler Group, we are entering into an increasing  
number of “responsibility partnerships” with politics, society  
and non-government organizations (NGOs). These partner-  
ships foster trust, reduce alienation and build bridges between  
different cultures and value systems, ultimately supporting  
our overall goal – the success of DaimlerChrysler.  
Training gives young people a valuable opportunity. Job  
training not only helps individuals to make a living, it also con-  
tributes to the economic development and stability of these  
societies. This is particularly true in regions with a risk of insta-  
bility. Therefore, DaimlerChrysler has begun to establish a  
network of training centers. In Kabul (Afghanistan), Beit Sahour  
(
Palestine) and Perm (Russia), we enable young people to  
1
01  
Corporate Governance  
The Board of Management and the Supervisory Board of  
DaimlerChrysler are committed to the principles of good corporate  
governance. National and international investors rightly expect the  
company to be managed and supervised responsibly, transparently,  
and with a long-term orientation.  
We orient our actions towards these expectations and have therefore  
designed our system of corporate governance to reflect international  
standards and to be transparent. On the following pages, the Board  
of Management and the Supervisory Board explain the principles of  
corporate governance at DaimlerChrysler. Further information can  
be found on our website at www.daimlerchrysler.com/corpgov_e.  
1
02  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contents  
104 Corporate Governance Report  
116 Report of the Supervisory Board  
General conditions  
Cooperation between the Supervisory  
Board and the Board of Management  
Issues discussed at the meetings in the  
year 2005  
DaimlerChrysler’s corporate bodies  
Principles guiding our actions  
Directors’ Dealings  
Report on the work of the committees  
Personnel changes in the Supervisory  
Board and the Board of Management  
110 Compensation Report  
Compensation of the Board of Management  
Compensation of the Supervisory Board  
120 Members of the Supervisory  
Board  
114 Declaration of Compliance with the  
German Corporate Governance Code  
121 Report of the Audit Committee  
Deviations from the Recommendations  
of the German Corporate Governance Code  
Deviations from the Suggestions of the  
German Corporate Governance Code  
Issues discussed at the meetings of the  
Audit Committee  
1
03  
Corporate Governance Report  
General conditions  
DaimlerChrysler’s corporate bodies  
DaimlerChrysler is a stock corporation with its domicile in Ger-  
many. The legal framework for corporate governance there-  
fore derives from German law, particularly the Stock Corpora-  
tion Act, the Codetermination Act and legislation concerning  
capital markets, as well as from the Memorandum and Articles  
of Incorporation of DaimlerChrysler AG.  
Shareholders and the Annual Meeting. The company’s share-  
holders exercise their rights and cast their votes at the Annual  
Meeting. Each share in DaimlerChrysler AG entitles its owner to  
one vote. There are no shares with multiple voting rights, no  
preferred or privileged stock, and no maximum voting rights.  
Various important decisions can only be made by the Annual  
Meeting. These include the decision on the appropriation of dis-  
tributable profits, the ratification of the actions of the members  
of the Board of Management and the Supervisory Board, the  
election of the independent auditors and the election of mem-  
bers of the Supervisory Board. The Annual Meeting also makes  
decisions on amendments to the Memorandum and Articles  
of Incorporation, capital measures, and the approval of certain  
intercompany agreements. The influence of the Annual Meet-  
ing on the management of the company is limited by law, how-  
ever. The Annual Meeting can only make management deci-  
sions if it is requested to do so by the Board of Management.  
As our shares are listed on stock exchanges outside Germany,  
and in particular on the New York Stock Exchange (NYSE),  
we also have to adhere to those countries’ capital-market legis-  
lation and the listing requirements applicable at those stock  
exchanges. We are therefore in favor of the convergence of inter-  
national stock-exchange regulations.  
A description of the differences between DaimlerChrysler’s cor-  
porate-governance principles and those applicable to US com-  
panies under NYSE corporate-governance listing standards can  
be seen on our website at  
www.daimlerchrysler.com/corpgov_e.  
Separation of corporate management and supervision.  
DaimlerChrysler AG is obliged by the German Stock Corporation  
Act to apply a dual management system featuring the strict  
separation of the two boards responsible for managing and for  
supervising the company (two-tier board). With this system,  
the company’s Board of Management is responsible for the exec-  
utive functions, while the Supervisory Board monitors the  
Board of Management. No person may be a member of these  
two boards at the same time.  
Supervisory Board. In accordance with the German Codeter-  
mination Act, the Supervisory Board of DaimlerChrysler AG  
comprises 20 members. Half of them are elected by the share-  
holders at the Annual Meeting. The other half comprises  
members who are elected by the company’s employees in Ger-  
many. The members representing the shareholders and the  
members representing the employees are equally obliged by  
law to act in the company’s best interests.  
1
04  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Annual Meeting  
»
Supervisory Board  
»
Board of Management  
each share in DaimlerChrysler AG  
entitles its owner to one vote  
election of shareholder  
representatives  
10 shareholder representatives +  
10 employee representatives  
appointment,  
monitoring and advisory  
The Supervisory Board monitors and advises the Board of Man-  
agement in its management of the company. Its duties also  
include appointing and recalling members of the Board of Man-  
agement, as well as deciding on their compensation, whereby  
the details of the compensation of the Board of Management’s  
members are delegated to the Presidential Committee. How-  
ever, the Supervisory Board reviews and advises on the struc-  
ture of the system of compensation whenever this is neces-  
sary. It also reviews the individual and consolidated annual  
financial statements and reports to the Annual Meeting on the  
results of its review.  
tions to the Supervisory Board, concerning the appropriation  
of distributable profits and capital measures for example. Final-  
ly, the Audit Committee approves services provided by the  
independent auditors or affiliated companies to DaimlerChrysler  
AG or to companies of the DaimlerChrysler Group that are not  
directly related to the annual audit.  
The Supervisory Board is convinced of the independence of the  
members of Audit Committee representing the shareholders.  
The Chairman of the Audit Committee, Mr. Bernhard Walter, has  
special expertise and experience in the application of account-  
ing principles and internal monitoring systems. Therefore, the  
Supervisory Board has appointed Mr. Walter as Financial Expert.  
The work of the Supervisory Board is coordinated by its Chair-  
man. The Supervisory Board has formed three committees:  
the Presidential Committee, the Audit Committee and the Medi-  
ation Committee.  
The Mediation Committee is formed solely to perform the func-  
tions laid down in Section 31, Subsection 3 of the German  
Codetermination Act. Accordingly, it has the task of making  
proposals for the appointment of members of the Board of  
Management if a previous proposal did not obtain the legally  
required majority of votes.  
The Presidential Committee has particular responsibility for the  
contractual affairs of the members of the Board of Manage-  
ment and determines their compensation. It also supports and  
advises the Chairman of the Supervisory Board and his  
deputy and prepares the meetings of the Supervisory Board.  
Board of Management. As of December 31, 2005, the Board  
of Management of DaimlerChrysler AG comprised ten members.  
The duties of the Board of Management include setting the  
Group’s strategic focus and managing its business. It is also  
responsible for preparing the individual and consolidated  
annual financial statements and the quarterly financial state-  
ments, and for installing and monitoring a risk-management  
system. The Rules of Procedure define the areas of responsibili-  
ty of the Board of Management and its members; these are  
described on pages 20 and 21 of this Annual Report.  
The Audit Committee deals with questions of accounting and  
risk management. It discusses the effectiveness of the internal  
control systems and regularly receives reports on the work of  
the Corporate Audit department. It also discusses the interim  
financial statements and the annual financial statements,  
individual and consolidated, of DaimlerChrysler AG. The Audit  
Committee makes recommendations concerning the selec-  
tion of independent auditors, assess such auditors’ suitability  
and independence, and, after the independent auditor is  
elected by the Annual Meeting, commissions it to conduct the  
annual audit of the individual and consolidated financial  
statements, negotiates an audit fee and determines the focus-  
es of that audit. The Audit Committee receives reports from  
the independent auditors on any accounting matters that might  
be regarded as critical and on any differences of opinion with  
the Board of Management. In addition, it makes recommenda-  
1
05  
Supervisory Board  
Audit Committee  
Presidential Committee  
Mediation Committee  
Principles guiding our actions  
The Sales Practices Hotline, which was established in 2005,  
is also allocated to the Corporate Compliance organization. Our  
officers have again been notified in several events and written  
communications of the special significance of the Integrity Code  
to our company. The Sales Practices Hotline is particularly res-  
ponsible for replying to questions from sales personnel regard-  
ing the correct business approach to public-sector institutions,  
and in this context also accepts information on any questionable  
events for further investigation.  
Integrity Code and compliance activities. The Integrity Code  
is a guideline for behavior which has been in effect since  
1999 and which was revised in 2003 that defines a binding  
framework for the actions of all our employees worldwide.  
Among other things, the guidelines define correct behavior in  
international business and in any cases of conflicts of inter-  
est, questions of equal treatment, proscription of corruption,  
the role of internal monitoring systems and the duty to con-  
form with applicable law and other internal and external regula-  
tions. DaimlerChrysler expects all of its employees to adhere  
strictly to the Integrity Code.  
Reports are regularly submitted to the Audit Committee of  
the Supervisory Board on the complaints received by the BPO  
and the Sales Practices Hotline and the processing of such  
complaints.  
Already in the year 2003, the Audit Committee of the Super-  
visory Board established a Business Practices Office (BPO) at  
the DaimlerChrysler Group with two contact centers in  
Stuttgart and Auburn Hills. Employees can submit confidential  
complaints to the BPO concerning suspected violations of  
accounting regulations or the Integrity Code.  
Code of Ethics. In July 2003, we approved a “Code of Ethics”.  
This code addresses the members of the Board of Management  
and a large number of senior officers who have a significant  
influence on planning and reporting in the context of the annual  
and interim financial statements. The provisions of the code  
aim to prevent mistakes by the persons addressed and to pro-  
mote ethical behavior as well as the complete, appropriate,  
accurate, timely and clear disclosure of information on the  
Group. The wording of the Code of Ethics can be seen on our  
website at www.daimlerchrysler.com/corpgov_e.  
In addition, the Corporate Compliance Operations department  
was established at the beginning of 2006 with the objective  
of securing a uniform compliance organization throughout the  
Group. This organization will ensure that DaimlerChrysler’s  
business practices in the entire Group are examined in detail  
and that guidelines are updated and implemented as neces-  
sary. Possible violations of anti-corruption laws, internal guide-  
lines and rules of conduct are examined; necessary counter-  
measures are initiated and their implementation is monitored.  
Compliance managers will be deployed in DaimlerChrysler  
subsidiaries and certain regions. In addition, training programs  
will be designed with a focus on corporate compliance and  
will be executed worldwide. The Corporate Compliance organi-  
zation will report directly to the Chairman of the Board of  
Management of DaimlerChrysler.  
Risk management. DaimlerChrysler has a risk-management  
system commensurate with its position as a company with  
global operations (see pages 58 ff). The risk-management sys-  
tem is one component of the overall planning, controlling  
and reporting process. Its goal is to enable the company’s man-  
agement to recognize significant risks at an early stage and  
to initiate appropriate countermeasures in a timely manner. The  
Chairman of the Supervisory Board has regular contacts with  
the Board of Management to discuss not only the Group’s strat-  
egy and business development but also the issue of risk man-  
agement. The Corporate Audit department monitors adherence  
to the legal framework and Group standards by means of  
targeted audits, and, if required, initiates appropriate actions.  
1
06  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Accounting principles. The consolidated financial statements  
of the DaimlerChrysler Group are prepared in accordance  
with the United States Generally Accepted Accounting Princi-  
ples (US GAAP). Details of US GAAP can be found in the  
Notes to the Consolidated Financial Statements (see Note 1).  
Ad-hoc publicity. In addition to its regular scheduled repor-  
ting, DaimlerChrysler discloses, in accordance with applicable  
law without delay, any so-called inside information which  
directly affects the Group.  
Major shareholdings. DaimlerChrysler also reports without  
delay after receiving notification that by means of acquisition,  
disposal or any other method, the shareholding in Daimler-  
Chrysler AG of any person or institution has reached, exceeded  
or fallen below 5, 10, 25, 50 or 75 percent of the company’s  
voting rights.  
The annual financial statements of DaimlerChrysler AG, which  
is the parent company, are prepared in accordance with the  
accounting guidelines of the German Commercial Code (HGB).  
Both sets of financial statements are audited by independent  
auditors.  
Transparency. DaimlerChrysler regularly informs its share-  
holders, financial analysts, shareholders’ associations, the  
media and the interested public on the situation of the Group  
and on any significant changes in its business. We have posted  
an overview of all the significant information disclosed in the  
year 2005 on our website at www.daimlerchrysler.com/ir/  
annualdoc05.  
Shares held by the Board of Management and the Supervi-  
sory Board. As of December 31, 2005, the members of the  
Board of Management held a total of 8.5 million shares, options  
or stock appreciation rights of DaimlerChrysler AG (0.833%  
of the shares issued). As of the same date, the members of the  
Supervisory Board held a total of 0.1 million shares, options  
or stock appreciation rights of DaimlerChrysler AG (0.012% of  
the shares issued).  
Fair disclosure. In principle, all new facts that are communi-  
cated to financial analysts and institutional investors are simul-  
taneously also made available to all shareholders and the  
interested public. If any information is made public outside Ger-  
many as a result of the regulations governing capital markets  
in the respective countries, we also make this information avail-  
able without delay in Germany in the original version, or at  
least in English. In order to ensure that information is provided  
quickly, DaimlerChrysler makes use of the Internet and of  
other methods of communication.  
Directors’ Dealings. In 2005, the following securities trans-  
actions took place involving members of the Board of Manage-  
ment and the Supervisory Board and certain senior officers  
who regularly have access to inside information and who are  
authorized to make significant business decisions (and, in  
accordance with the provisions of the German Securities  
Trading Act, involving persons in a close relationship with the  
aforementioned persons). DaimlerChrysler discloses these  
transactions without delay after receiving notification of them.  
This information is also available on our website at  
Financial calendar. All the dates of important disclosures  
www.daimlerchrysler.com/corpgov_e.  
(
e.g. the Annual Report, interim reports, the Annual Meeting) are  
announced in advance in a Financial Calendar. The Financial  
Calendar can be seen inside the rear cover of this Annual Report  
and on our website at www.daimlerchrysler.com/ir/calendar.  
1
07  
Directors’ Dealings  
Date  
Name  
Function  
Type and place of transaction  
Number  
of shares 1  
Price  
Total  
volume  
rounded)  
€91,920  
€45,585  
$23,188  
$52,520  
$76,741  
$97,574  
(
May 2, 2005  
May 4, 2005  
May 25, 2005  
May 25, 2005  
May 25, 2005  
May 26, 2005  
July 11, 2005  
July 15, 2005  
Mr. Bodo Uebber  
Board of Management  
Senior officer  
Acqusition of shares, Frankfurt  
Acqusition of shares, Frankfurt  
Acqusition of shares, New York  
Acqusition of shares, New York  
Acqusition of shares, New York  
Acqusition of shares, New York  
Sale of shares, New York  
3,000  
1,500  
570  
€30.64  
€30.39  
$40.68  
$40.40  
$40.39  
$40.27  
$40.42  
€34.40  
Dr. Michael Mühlbayer  
Mr. Thomas W. LaSorda  
Mr. Thomas W. LaSorda  
Mr. Thomas W. LaSorda  
Mr. Thomas W. LaSorda  
Ms. Christine K. Cortez  
Mr. Gary E. Dilts  
Board of Management  
Board of Management  
Board of Management  
Board of Management  
Senior officer  
1,300  
1,900  
2,423  
3,000  
22,500  
$121,278  
€774,000  
Senior officer  
Acqusition of shares by exercise  
of options, off-exchange  
July 15, 2005  
July 19, 2005  
Mr. Gary E. Dilts  
Ms. Nancy Rae  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
22,500  
24,000  
€34.74  
€34.40  
€781,650  
€825,600  
Acqusition of shares by exercise  
of options, off-exchange  
July 19, 2005  
July 28, 2005  
July 29, 2005  
Ms. Nancy Rae  
Senior officer  
Sale of new shares, Frankfurt  
Sale of shares, New York  
24,000  
7,000  
€35.20  
$48.11  
€34.40  
€844,800  
$336,770  
Mr. Robert G. Liberatore  
Dr. Eckhard Cordes  
Senior officer  
Board of Management  
Acquisition of shares by exercise  
of options, off-exchange  
92,500  
€3,182,000  
July 29, 2005  
July 29, 2005  
Dr. Eckhard Cordes  
Mr. Günter Egle  
Board of Management  
Senior officer  
Sale of new shares, Frankfurt  
92,500  
15,000  
€39.58  
€34.40  
€3,661,150  
€516,000  
Acqusition of shares by exercise  
of options, off-exchange  
July 29, 2005  
July 29, 2005  
Mr. Günter Egle  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
15,000  
20,000  
€39.80  
€34.40  
€597,000  
€688,000  
Mr. Wolfgang Diez  
Acqusition of shares by exercise  
of options, off-exchange  
July 29, 2005  
July 29, 2005  
Mr. Wolfgang Diez  
Mr. Ulrich Walker  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
20,000  
20,000  
€40.20  
€34.40  
€804,000  
€688,000  
Acquisition of shares by exercise  
of options, off-exchange  
July 29, 2005  
July 29, 2005  
Mr. Ulrich Walker  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
20,000  
20,000  
€40.04  
€34.40  
€800,800  
€688,000  
Mr. Herbert Kauffmann  
Acqusition of shares by exercise  
of options, off-exchange  
July 29, 2005  
Aug. 1, 2005  
Mr. Herbert Kauffmann  
Mr. Harald Bölstler  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
20,000  
10,000  
€39.63  
€34.40  
€792,600  
€344,000  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 1, 2005  
Aug. 1, 2005  
Mr. Harald Bölstler  
Senior officer  
Sale of new shares, Frankfurt  
10,000  
50,000  
€40.52  
€34.40  
€405,200  
Mr. Thomas W. Sidlik  
Board of Management  
Acqusition of shares by exercise  
of options, off-exchange  
€1,720,000  
Aug. 1, 2005  
Aug. 1, 2005  
Mr. Thomas W. Sidlik  
Dr. Albert Kirchmann  
Board of Management  
Senior officer  
Sale of new shares, Frankfurt  
50,000  
8,500  
€40.52  
€34.40  
€2,026,000  
€292,400  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 1, 2005  
Dr. Albert Kirchmann  
Senior officer  
Sale of new shares, Frankfurt  
8,500  
€40.46  
€343,910  
1
The information pertains to no par value registered shares of DaimlerChrysler AG with a pro rata amount of €2.60 of the capital stock.  
1
08  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Date  
Name  
Function  
Type and place of transaction  
Number  
of shares 1  
Price  
Total  
volume  
(
rounded)  
Aug. 1, 2005  
Mr. David H. Olsen  
Senior officer  
Acqusition of shares by exercise  
of options, off-exchange  
9,000  
€34.40  
€309,600  
Aug. 1, 2005  
Aug. 2, 2005  
Mr. David H. Olsen  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
9,000  
€40.01  
€34.40  
€360,090  
€412,800  
Mr. Peter M. Rosenfeld  
Acqusition of shares by exercise  
of options, off-exchange  
12,000  
Aug. 2, 2005  
Aug. 2, 2005  
Mr. Peter M. Rosenfeld  
Ms. Christine K. Cortez  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
12,000  
22,500  
€41.36  
€34.40  
€496,320  
€774,000  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 2, 2005  
Aug. 3, 2005  
Ms. Christine K. Cortez  
Mr. Paul S. Halata  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
22,500  
20,000  
€40.52  
€34.40  
€911,700  
€688,000  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 3, 2005  
Aug. 3, 2005  
Mr. Paul S. Halata  
Senior officer  
Sale of new shares, Frankfurt  
20,000  
15,000  
€41.26  
€34.40  
€825,200  
€516,000  
Mr. Hans-Heinrich Weingarten Senior officer  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 3, 2005  
Aug. 4, 2005  
Mr. Hans-Heinrich Weingarten Senior officer  
Sale of new shares, Frankfurt  
15,000  
27,500  
€41.08  
€34.40  
€616,200  
€946,000  
Dr. Rolf Bartke  
Senior officer  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 4, 2005  
Aug. 4, 2005  
Dr. Rolf Bartke  
Senior officer  
Sale of new shares, Frankfurt  
27,500  
25,000  
€40.65  
€34.40  
€1,117,875  
€860,000  
Mr. Thomas W. Sidlik  
Board of Management  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 4, 2005  
Aug. 5, 2005  
Mr. Thomas W. Sidlik  
Mr. George Murphy  
Board of Management  
Senior officer  
Sale of new shares, Frankfurt  
25,000  
22,500  
€40.65  
€34.40  
€1,016,250  
€774,000  
Acqusition of shares by exercise  
of options, off-exchange  
Aug. 5, 2005  
Aug. 8, 2005  
Aug. 18, 2005  
Sept. 5, 2005  
Mr. George Murphy  
Mr. Susan J. Unger  
Mr. Frank J. Ewasyshyn  
Dr. Gerald Weber  
Senior officer  
Senior officer  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
Sale of shares, New York  
Sale of shares, New York  
22,500  
18,200  
2,500  
€40.36  
$50.84  
$51.63  
€34.40  
€908,100  
$925,288  
$129,075  
€584,800  
Acqusition of shares by exercise  
of options, off-exchange  
17,000  
Sept. 5, 2005  
Sept. 12, 2005  
Nov. 22, 2005  
Dr. Gerald Weber  
Mr. Earl G. Graves  
Mr. Hubertus Troska  
Senior officer  
Sale of new shares, Frankfurt  
Sale of shares, New York  
17,000  
501  
€40.70  
$52.08  
€34.40  
€691,900  
$26,092  
€137,600  
Supervisory Board  
Senior officer  
Acqusition of shares by exercise  
of options, off-exchange  
4,000  
Nov. 22, 2005  
Dec. 12, 2005  
Mr. Hubertus Troska  
Mr. Steven A. Torok  
Senior officer  
Senior officer  
Sale of new shares, Frankfurt  
4,000  
€44.17  
€34.40  
€176,680  
€688,000  
Acqusition of shares by exercise  
of options, off-exchange  
20,000  
Dec. 13, 2005  
Dec. 21, 2005  
Mr. Steven A. Torok  
Mr. Helmut Lense  
Senior officer  
Sale of new shares, Frankfurt  
Sale of shares, Frankfurt  
20,000  
224  
€42.90  
€42.81  
€858,000  
€9,589  
Supervisory Board  
1
The information pertains to no par value registered shares of DaimlerChrysler AG with a pro rata amount of €2.60 of the capital stock.  
1
09  
Compensation Report  
As an element of the Corporate Governance Report, the Com-  
pensation Report summarizes the principles that are applied to  
determine the compensation of the Board of Management of  
DaimlerChrysler AG and explains the level and structure of its  
members’ compensation.  
In order to ensure the competitiveness and appropriateness of  
Board of Management compensation, its structure, the indivi-  
dual components and the total compensation are reviewed each  
year in relation to a benchmark group of companies in the  
United States and Europe. For this purpose, the Presidential  
Committee is regularly assisted by external consultants.  
Furthermore, the principles and level of the compensation of  
the Supervisory Board are also described.  
Structure of Board of Management compensation. Board  
of Management compensation in 2005 comprised three compo-  
nents, set out below:  
Compensation of the Board  
of Management  
The fixed base salary, paid in twelve monthly installments,  
is related to the area of responsibility of each Board of  
Management member.  
Responsibility. Responsibility for determining the structure  
and level of compensation of the Board of Management of  
DaimlerChrysler AG is delegated by the Supervisory Board to  
the Presidential Committee (see page 105). The principles  
to be applied have been laid down by the Supervisory Board in  
the Rules of Procedure for the Presidential Committee. If  
requested by the Committee, the Supervisory Board also holds  
discussions on the structure of the compensation system for  
the Board of Management and regularly reviews this structure.  
 The annual bonus is variable cash compensation, the level of  
which is related to the fixed base salary and varies in relation  
to the degree to which DaimlerChrysler’s planned operating  
profit is achieved. Additional targets may also be taken into  
account, such as the development of total shareholder return  
in relation to comparable automotive companies. When set-  
ting the level of the annual bonus, the Presidential Committee  
of the Supervisory Board also has the possibility to reflect  
the Board of Management members’ individual performance,  
which is not directly reflected in the performance of the  
Group, with a supplementary payment or deduction of up to  
25%. The operating-profit target is determined annually in  
advance on the basis of the planning approved by the Super-  
visory Board.  
Goals. The aim of the compensation system for the Board  
of Management is to compensate the members of the Board of  
Management commensurately with their areas of activity and  
responsibility when compared internationally. The system  
should also clearly and directly reflect in the variability of com-  
pensation the joint and individual performance of the Board  
of Management members and the success of the Group.  
As of the 2006 financial year, the level of the annual bonus  
is related not only to the achievement of the operating-profit  
target, but in equal measure also to the comparison of the  
achieved operating profit with the respective prior-year result.  
For this purpose, the compensation system comprises a base  
salary, an annual bonus and an element of stock-based compen-  
sation as variable compensation with a long-term incentive  
effect and risk component.  
1
10  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The new model of stock-based compensation, which was  
applied for the first time in the 2005 financial year, is the so-  
called Performance Phantom Share Plan. This plan is  
linked to the long-term development of corporate value and  
is based on the factors of performance orientation, bench-  
mark comparison and share ownership. This new component  
of compensation replaced the two components granted in  
Guidelines for share ownership. As a supplement to these  
three components of Board of Management compensation, the  
Presidential Committee of the Supervisory Board of Daimler-  
Chrysler AG has approved Stock Ownership Guidelines for the  
Board of Management, under which the members of the Board  
of Management are required to invest a portion of their private  
assets in DaimlerChrysler shares within a period of several  
years and to hold these shares until the end of their Board of  
Management membership. The real shares acquired in the  
context of the new stock-based compensation are generally to  
be used to fulfill the provisions of these guidelines, but the  
shares can also be acquired in a different way.  
2
004 for the last time, the medium-term incentive plan and  
the stock option plan.  
The new model takes into consideration all of the key criteria  
recommended in connection with good corporate gover-  
nance. With a term of four years, the plan is oriented toward  
mid-term performance targets, while also having a long-  
term effect through the obligation to hold shares. With this  
model, target achievement is measured in terms of the  
return on net assets that is actually achieved by the Group  
and its return on sales compared with the relevant com-  
petitors, which are BMW, Ford, GM, Honda, Iveco, Toyota,  
Volvo and VW. Due to the allocation of phantom shares at the  
beginning of the four-year period, the development of Daimler-  
Chrysler’s share price is taken into consideration; these phan-  
tom shares are also entitled to a dividend during the four-  
year period. After three years, the final number of phantom  
shares is calculated from the degree of target achievement.  
These phantom shares must then be held for one more year.  
After four years, the amount to be paid out is calculated by  
multiplying the number of phantom shares by the share price  
relevant at that time. The members of the Board of Man-  
agement have to use a quarter of this gross amount paid out  
to purchase “real” DaimlerChrysler shares, so that the  
stipulations arising from the guidelines for share ownership  
are fulfilled (see below).  
Total Board of Management compensation in 2005.  
The total compensation paid by Group companies to the mem-  
bers of the Board of Management of DaimlerChrysler AG is  
calculated from the amount of compensation paid in cash and  
from the non-cash benefits in kind.  
€9.3 million was paid as fixed compensation, €24.6 million  
as short-term and medium-term performance-related compen-  
sation, and €1.0 million as long-term performance-related  
compensation. This totaled an amount of €34.9 million in 2005.  
In 2005, the members of the Board of Management were grant-  
ed a total of 454,914 phantom shares within the framework  
of the long-term stock-based compensation, the so-called Per-  
formance Phantom Share Plan. Payment is made for these  
phantom shares, depending on internal and external perfor-  
mance targets for continuous activity in the Board of Manage-  
ment, in the year 2009. The reference share price for the  
allocation of the phantom shares is the average price of Daimler-  
Chrysler shares between January 1, 2005 and the day before  
the first meeting of the Presidential Committee in which the  
allocation is decided upon. This value was €35.41 per phantom  
share in 2005. Disclosure of those amounts will then take  
place in connection with the performance-related compensation  
for the year 2009.  
No retroactive change in the defined performance targets  
or the comparative parameters is possible in connection with  
allocating the stock-based compensation.  
1
11  
Stock options were exercised in 2005 relating to the stock  
option plans of previous years. Members of the Board of Man-  
agement exercised a total of 167,500 options from the Stock  
Option Plan 2003.  
Sideline activities of the Board of Management members.  
Members of the Board of Management require the consent  
of the Supervisory Board before commencing any sideline activ-  
ities. This ensures that neither the time required nor the  
compensation paid for such activities lead to any conflict with  
the members’ duties to the Group.  
Further details of directors’ dealings can be found in the  
Corporate Governance Report (see page 107 ff). Information  
on stock-based compensation is given in Note 24 of the  
Notes to the Consolidated Financial Statements.  
Insofar as such sideline activities are memberships of other  
supervisory boards or comparable boards, these are disclosed  
in the annual financial statements of DaimlerChrysler AG and  
on the Internet.  
Board of Management Members whose term of office ended in  
2
005 were entitled to receive compensation earned before  
the respective retirement date from current mid-term and the  
new 2005 long-term share-based remuneration components  
calculated on a pro-rata basis. We also had expenditures in  
connection with certain previously accrued retirement benefit  
obligations of other Board of Management members. The aggre-  
gate amount of both items is €23.8 million.  
No compensation is paid to Board of Management members for  
other positions held at companies of the Group.  
Compensation of the Supervisory Board  
Supervisory Board compensation in 2005. The compen-  
sation of the Supervisory Board is determined by the Annual  
Meeting of DaimlerChrysler AG and is governed by the com-  
pany’s Articles of Incorporation. The current regulation spec-  
ifies that the members of the Supervisory Board receive, in  
addition to the refund of their expenses and the costs of any  
value-added tax incurred by them in the performance of their  
office, a fixed compensation of €75,000, three times this  
amount for the Chairman of the Supervisory Board, twice this  
amount for the Deputy Chairman of the Supervisory Board  
and the Chairman of the Audit Committee, 1.5 times this  
amount for the chairmen of other Supervisory Board commit-  
tees and 1.3 times this amount for members of Supervisory  
Board committees. If a member of the Supervisory Board exer-  
cises several of the aforementioned functions, he shall be  
remunerated solely for the function with the highest compen-  
sation. The individual compensation of the members of  
the Supervisory Board is shown in the table on the right.  
Pensions. The pension agreements of the Board of Manage-  
ment members with DaimlerChrysler AG in 2005 included  
a commitment to an annual retirement pension, which is calcu-  
lated as a percentage of the fixed annual base salary.  
In 2005, disbursements to former members of the Board of  
Management of DaimlerChrysler AG and their survivors  
amounted to €16.9 million. An amount of €292.2 million has  
been accrued for pension obligations to former members  
of the Board of Management and their survivors.  
As of the 2006 financial year, the pension agreements of the  
Board of Management members with DaimlerChrysler AG have  
been changed over to defined-contribution pension plans.  
1
12  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The members of the Supervisory Board and its committees  
receive a meeting fee of €1,100 for each Supervisory  
Board meeting and committee meeting that they attend.  
Compensation of the members of the Supervisory Board  
Name  
Function  
Total 2005  
Hilmar Kopper  
Erich Klemm 1  
Chairman of the Supervisory Board  
243,700  
Deputy Chairman of the  
Supervisory Board  
Except for the compensation paid to the employee representa-  
tives within the Supervisory Board in accordance with their con-  
tracts of employment, no compensation was paid for services  
provided personally beyond the aforementioned board and com-  
mittee activities, in particular for advisory or agency services.  
168,700  
80,500  
79,400  
77,200  
Heinrich Flegel  
Nate Gooden 2  
Earl G. Graves  
Victor Halberstadt  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
(
retired April 6, 2005)  
20,826  
The compensation paid in 2005 to the members of the  
Supervisory Board of DaimlerChrysler AG for their services  
to the Group therefore totaled €2.0 million.  
Thomas Klebe 1, 3  
Member of the Supervisory Board  
and of the Presidential Committee  
107,400  
Arnaud Lagardère 5  
Member of the Supervisory Board  
(
since April 6, 2005)  
56,579  
80,500  
80,500  
80,500  
80,500  
80,500  
80,500  
80,500  
80,500  
Jürgen Langer 1  
Robert J. Lanigan  
Helmut Lense 1  
Peter A. Magowan  
William A. Owens  
Gerd Rheude 1  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Member of the Supervisory Board  
Loans to members of the Board of Management or the  
Supervisory Board. In 2005, no advances or loans existed to  
members of the Board of Management or the Supervisory  
Board of DaimlerChrysler AG.  
Udo Richter 1  
Wolf Jürgen Röder 1  
Manfred Schneider  
Member of the Supervisory Board  
and of the Presidential Committee  
106,300  
111,800  
Stefan Schwaab 1  
Bernhard Walter  
Member of the Supervisory Board  
and of the Audit Committee  
Member of the Supervisory Board  
and Chairman of the Audit Committee  
164,300  
80,500  
80,500  
Lynton R. Wilson 4  
Mark Wössner  
Member of the Supervisory Board  
Member of the Supervisory Board  
1
The members representing the employees have stated that their compensation should be paid to  
the Hans-Böckler Foundation, in accordance with the guidelines of the German Trade Union  
Federation.  
2
3
4
5
Mr. Gooden abstained from receiving his compensation and meeting fees.  
At his request, these amounts were paid to the Hans-Böckler Foundation.  
Dr. Klebe also received €2,000 in meeting fees for his activity as a member of the Supervisory  
Board of DaimlerChrysler Luft- und Raumfahrt Holding AG  
Mr. Wilson also received €18,900 for committee activities at Mercedes-Benz Canada and  
DaimlerChrysler Canada Inc.  
Mr. Lagardère also receives compensation for his activity as Chairman of the Board of Directors of  
EADS N.V.. For 2004, the total amount was €320,000. Due to variable compensation components,  
the respective amount for 2005 is not yet available.  
1
13  
Declaration of Compliance  
with the German Corporate Governance Code  
Section 161 of the German Stock Corporation Act (AktG) requi-  
res the Board of Management and the Supervisory Board of  
a listed stock corporation to declare each year that the recom-  
mendations of the “German Corporate Governance Code  
Government Commission” published by the Federal Ministry of  
Justice in the official section of the electronic Federal Gazette  
have been and are being met or, if not, which recommendations  
have not been or are not being applied. Shareholders must be  
given permanent access to such declaration.  
The Board of Management and the Supervisory Board of  
DaimlerChrysler AG declare that both the recommendations and  
the suggestions of the “German Corporate Governance Code  
Government Commission”, have been and are being met. The  
Board of Management and the Supervisory Board also intend to  
follow the recommendations and suggestions of the German  
Corporate Governance Code in the future. The following recom-  
mendations and suggestions are the only ones not been or  
being applied:  
The German Corporate Governance Code (“Code”) contains rules  
with varying binding effects. Apart from outlining aspects of  
the current German Stock Corporation Act, it contains recom-  
mendations from which companies are permitted to deviate.  
However, if they do so, they must disclose this each year. The  
Code also contains suggestions which can be ignored without  
giving rise to any disclosure requirement.  
I. Deviations from the Recommendations of the German  
Corporate Governance Code  
1. Deductible with the D&O insurance (Code Clause 3.8,  
Paragraph 2) The Directors’ and Officers’ Liability (D&O) insu-  
rance obtained by DaimlerChrysler AG for the Board of Manage-  
ment and the Supervisory Board does not provide any insurance  
cover for intentional acts and omissions or for breaches of duty  
knowingly committed.  
The Board of Management and the Supervisory Board of  
DaimlerChrysler AG have decided to disclose not only deviations  
from the Code’s recommendations (see I.) but also – without  
being legally obliged to do so – deviations from its suggestions  
Insurance cover is limited to negligent breaches of duty by  
members of the Board of Management and Supervisory Board,  
so that this is the only context in which the question of the  
agreement of a deductible arises.  
(
see II.).  
For the period from December 2004 until July 20, 2005, the fol-  
lowing declaration refers to the Code in effect as of May 21,  
It is not advisable to agree on a deductible for negligence on  
the part of the members of the Supervisory Board, as Daimler-  
Chrysler AG endeavors to staff its Supervisory Board with  
prominent members of the community from Germany and ab-  
road who have extensive business experience, and the company  
may be impeded in this aim if members of its Supervisory Board  
have to accept far-reaching liability risks for potential negligen-  
ce. The fact that a deductible is fairly unusual in other countries  
makes this even more of a problem.  
2
003. For the corporate governance practice of DaimlerChrysler  
AG since July 21, 2005, this declaration refers to the require-  
ments of the Code in effect as of June 2, 2005, published in the  
electronic Federal Gazette on July 20, 2005.  
1
14  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
On the part of members of the Board of Management, the D&O  
insurance of DaimlerChrysler AG envisages a deductible for  
cases of ordinary or gross negligence. Moreover, in cases of a  
grossly negligent breach of duty by a member of the Board  
of Management, the Presidential Committee of the Supervisory  
Board which is responsible for the Board of Management’s  
service contracts may agree to make a percentage deduction  
from the variable portion of the compensation of the member  
of the Board of Management concerned. In terms of its overall  
financial result, this would be the same as an additional  
deductible. In the view of DaimlerChrysler AG, this rule enables  
individual cases to be judged more fairly on their merits than  
the blanket approach of the Code.  
3. Approval of sideline activities (Code Clause 4.3.5) For  
reasons of practicality, approval of sideline activities by mem-  
bers of the Board of Management has been granted by the  
Chairman of the Supervisory Board. In future the Supervisory  
Board will reach a decision regarding approval in its entirety.  
4. Compensation of the Supervisory Board  
(Code Clause 5.4.7, Paragraph 2) As long as the ways by which  
criteria for the assessment of success can adequately be  
structured are still subject to substantial legal uncertainties, no  
performance-related compensation shall be set.  
II.Deviations from the Suggestions of the German Corpora-  
te Governance Code  
2
. Individualized reporting of Board of Management  
compensation (Code Clause 4.2.4) As in the past, the com-  
pensation for the Board of Management is not reported indi-  
vidually. The compensation of the Board of Management for the  
1. Broadcast of the Annual Meeting (Code Clause 2.3.4) The  
Annual Meeting of DaimlerChrysler AG will be broadcast on  
the Internet until the end of the Board of Management’s report.  
Continuing the broadcast after this point, particularly the  
broadcast of individual shareholders’ spoken contributions could  
be construed as interference in those shareholders’ privacy  
rights. For this reason the company will further on not broad-  
cast this part of the Annual Meeting.  
2
005 fiscal year will also be reported, broken down into fixed  
and variable elements and into components with a long-term  
incentive effect. This information is crucial for assessing  
whether the division of such compensation between fixed and  
performance-related components is appropriate and whether  
the structure of such compensation provides adequate incenti-  
ves for the Board of Management. As the Board of Manage-  
ment operates according to the principle of collective responsi-  
bility, the incentives provided for the Board of Management  
as a whole are the decisive factor, not those for each individual  
member.  
2. Variable compensation of the Supervisory Board rela-  
ting to the company’s long-term success (Code Clause  
5.4.7) We draw attention to the comments on I. 4. with regard  
to the introduction of performance-related compensation.  
Stuttgart, December 2005  
For the 2006 fiscal year, the compensation will be published in  
accordance with the provisions of the German Law on the  
Disclosure of the Compensation of Members of the Board of  
Management (Vorstandsvergütungsoffenlegungsgesetz).  
The Board of Management  
The Supervisory Board  
1
15  
Report of the Supervisory Board  
In five meetings during the 2005 financial year, the Supervisory  
Board dealt in detail with the business situation of Daimler-  
Chrysler and the strategic development of the Group and its  
divisions. In addition to important personnel decisions, the  
agendas of the meetings also included various individual issues  
that were dealt with and discussed together with the Board  
of Management.  
Issues discussed at the meetings in the year 2005. In the  
meeting held in February 2005, the Supervisory Board dealt  
with the audited 2004 financial statements of DaimlerChrysler  
AG, the 2004 consolidated financial statements, the 2004 man-  
agement report of DaimlerChrysler AG, the 2004 Group man-  
agement report and the proposal made by the Board of  
Management on the appropriation of earnings. The Supervisory  
Board also received information on the settlement agreement  
approved a short time before with Mitsubishi Motors Corpora-  
tion concerning compensation payments to DaimlerChrysler for  
charges incurred in connection with the acquisition of Mitsu-  
bishi Fuso Truck & Bus Corporation. Other issues dealt with at  
the meeting were a discussion about the development of alter-  
native drive systems and a report on the Group’s interest in  
debis AirFinance, the sale of which was approved by the Super-  
visory Board later in the same year.  
Cooperation between the Supervisory Board and the Board  
of Management. In its meetings, the Supervisory Board was  
regularly and fully informed by the Board of Management about  
the situation of the Group, particularly its business and  
financial developments, personnel situation, investment plans  
and questions of fundamental business policy and strategy.  
The Board of Management presented the Group’s key perfor-  
mance figures to the Supervisory Board in the form of monthly  
reports, and submitted in good time those issues requiring the  
specific approval of the Supervisory Board. The Supervisory  
Board approved these issues after reviewing various documents,  
making inquiries with the Board of Management and holding  
intensive discussions with the members of the Board of Manage-  
ment. The Supervisory Board was also kept fully informed of  
specific matters between its meetings, and in urgent cases it  
was requested to pass resolutions in writing. In addition,  
the Chairman of the Board of Management informed the Chair-  
man of the Supervisory Board in regular individual discussions  
about all important developments and forthcoming decisions.  
Whenever necessary, the Supervisory Board also convened  
without the Board of Management.  
The main topic dealt with in the meeting in April 2005 was the  
situation of the Mercedes Car Group. The Supervisory Board  
received a presentation of the restructuring plans for smart, and  
subsequently approved the program after detailed discussion of  
the required personnel reductions and the effects on the quar-  
terly results. In line with its principle of dealing with strategic  
issues in each regular meeting, the Supervisory Board was given  
a presentation by the Board of Management on the strategy of  
the Commercial Vehicles division and business activities  
planned or already implemented in Asia, particularly in China.  
The meeting held in July focused on the personnel decisions in  
the Board of Management and on the interim report on the first  
half of the year. In this context, the business development and  
strategy of the Financial Services division was described in  
detail. Approval was granted for DaimlerChrysler Financial Ser-  
vices to apply for a license to establish an industrial bank in the  
United States. Another item on the agenda was information con-  
cerning the engagement of KPMG Deutsche Treuhand-Gesell-  
schaft Aktiengesellschaft, Wirtschaftsprüfungsgesellschaft, to  
conduct the independent audit and the important audit issues  
determined by the Audit Committee in conjunction with KPMG.  
In an environment featuring generally stable growth of the world  
economy, but at lower rates than in the prior year due to the  
higher level of interest rates and above all the repeated sharp  
rise in the price of crude oil, the Supervisory Board dealt in  
2
005 in depth with the development of the individual divisions.  
One major focus of discussions throughout the year was the  
development of the Mercedes Car Group, both of Mercedes-  
Benz Passenger Cars and of the smart brand. In the middle  
of the year, a personnel decision was made with great signifi-  
cance for the Group’s future: the appointment of the new Chair-  
man of the Board of Management as of January 1, 2006.  
1
16  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Hilmar Kopper  
Chairman of the Supervisory Board  
In addition, the Supervisory Board discussed the effects of  
bridge financing that had previously been approved in writing  
for an insolvent supplier, as well as various internal corporate  
restructuring measures in North America.  
Corporate governance. A number of corporate-governance  
issues were also dealt with in the December meeting. In this  
context, pursuant to Section 161 of the German Stock Corpora-  
tion Act, the declaration of compliance with the German  
Corporate Governance Code in its version of June 2, 2005 was  
approved.  
In the meeting held in September, consultations centered on  
the staff-reduction program at the Mercedes Car Group. The  
Supervisory Board approved the funds required to achieve  
the reduction goals set by the Board of Management. Further-  
more, the Board of Management reported on the completed  
acquisition of the remaining shares in MTU Friedrichshafen GmbH,  
which had previously been approved by the Supervisory Board  
in writing. Approval was granted for the planned sale of a  
vehicle testing facility in the United States and for additional  
investments for the production of vehicles in China by the  
Chrysler Group. The Supervisory Board received reports on  
the course of business and the competitive situation at the  
Chrysler Group, the strategy of the Procurement department  
and new legal developments in the field of corporate gover-  
nance.  
Following one of the Code’s recommendations, the Supervisory  
Board stated that in its view, it is capable of independently  
advising and monitoring the Board of Management provided  
that more than half of the members representing the share-  
holders are independent directors. After due investigation, it  
stated that this condition is also fulfilled at DaimlerChrysler  
AG and that the members of the Audit Committee representing  
the shareholders also fulfill the criterion of independence.  
Any possible conflicts of interest connected with the Group’s  
involvement in Toll Collect or the sale of the Off-Highway  
business unit caused by other board positions held by some  
members of the Supervisory Board were avoided, since  
those members disclosed such positions to the entire Super-  
visory Board and did not participate in the discussions or  
voting on the relevant topics.  
In December, the main subjects for discussion were the  
operative planning for the period of 2006 through 2008 and  
the approval of a financing limit for the 2006 financial year.  
The planning data was backed up by extensive documentation  
and was debated in depth. In this context, the Board of Man-  
agement also reported to the Supervisory Board in detail on the  
company’s risk-monitoring system and its results. A report  
was given on the sale of shares in Mitsubishi Motors Corpora-  
tion, which the Supervisory Board had previously approved.  
In addition, the Supervisory Board gave its approval for the sale  
of the DaimlerChrysler Off-Highway business unit, which  
includes MTU Friedrichshafen, subject to a defined limit for  
the ongoing negotiations.  
Two members of the Supervisory Board, Mr. Earl G. Graves and  
Mr. Arnaud Lagardère, attended fewer than half of the meetings  
held during 2005.  
Report on the work of the committees. The Presidential  
Committee convened six times in 2005, and dealt in detail with  
various Board of Management matters and compensation  
issues. Another major topic was the discussion about changing  
the pension plan for the members of the Board of Manage-  
ment from a defined-benefit to a defined-contributions plan.  
At the beginning of 2006, the Committee was involved in the  
plans for a new management structure and the changes in Board  
of Management members’ responsibilities intended in this  
context.  
1
17  
In addition, the Presidential Committee prepared the plenary  
meetings and dealt with questions of corporate governance.  
In July 2005, the Supervisory Board accepted the early retire-  
ment of the Chairman of the Board of Management, Mr. Jürgen  
E. Schrempp, effective December 31, 2005. It also resolved to  
appoint Mr. Dieter Zetsche Chairman of the Board of Manage-  
ment effective January 1, 2006, and to extend his membership  
by another five years. With an unchanged period of office until  
2007, Mr. Thomas W. LaSorda was appointed CEO of the Chrysler  
Group as successor to Mr. Zetsche. Mr. LaSorda’s previous  
position of Chief Operating Officer of the Chrysler Group was  
allocated to Mr. Eric R. Ridenour, who was newly appointed  
as a member of the Board of Management for an initial period  
of three years.  
The Audit Committee met nine times in 2005. Details of these  
meetings are given in a separate report of this committee  
(
see page 121). The Mediation Committee, a body formed in  
accordance with the stipulations of the German Codetermina-  
tion Act, was not required to convene last year. The Supervisory  
Board was regularly informed about the work, and especially  
the decisions, of the committees.  
Personnel changes in the Supervisory Board. After Mr. Hal-  
berstadt announced that he would retire from the Supervisory  
Board for personal reasons with effect as of the 2005 Annual  
Meeting, in April 2005, that Annual Meeting approved the  
proposal to appoint Mr. Arnaud Lagardère as a member of the  
Supervisory Board representing the shareholders for a period  
of 5 years.  
In August 2005, the Supervisory Board accepted the early retire-  
ment of Mr. Eckhard Cordes, effective August 31, 2005, and in  
this context resolved that Mr. Zetsche would become CEO of the  
Mercedes Car Group effective September 1, 2005 and that  
Mr. LaSorda and Mr. Ridenour would already assume their new  
duties on that date.  
Personnel changes in the Board of Management. During the  
year, the Supervisory Board made decisions on various Board of  
Management matters.  
In January 2006, the Board of Management reported to the  
Supervisory Board on plans for a new management structure at  
the Group and the schedule prepared for its implementation.  
In this context, the Supervisory Board approved various changes  
in Board of Management members’ responsibilities.  
In February 2005, the Supervisory Board resolved to reappoint  
Mr. Thomas Weber for a period of five years as of January 1,  
2
006 with unchanged responsibility for the area of “Research  
and Technology”.  
In February 2006, the Supervisory Board resolved to reappoint  
Mr. Bodo Uebber for a period of five years as of December 16,  
2006 with unchanged responsibility for the area of “Finance &  
Controlling/Financial Services.”  
Mr. Jürgen Hubbert, previously responsible for the “Executive  
Automotive Committee”, retired from the Board of Management  
of DaimlerChrysler AG upon the expiry of his period of office  
on April 6, 2005.  
Audit of the 2005 financial statements. The DaimlerChrysler  
AG financial statements and the management report for 2005  
were audited by KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft, Wirtschaftsprüfungsgesellschaft, Berlin and  
Frankfurt am Main, and were given an unqualified audit opinion.  
The same applies to the consolidated financial statements  
prepared according to US GAAP, which were supplemented with  
a group management report and additional notes. Pursuant to  
Articles 57 and 58 of the Introductory Law of the German Com-  
mercial Code (EGHGB) in connection with Section 292a of  
1
18  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
the German Commercial Code (HGB), the US GAAP consolidated  
financial statements presented in this report grant exemption  
from the obligation to prepare consolidated financial statements  
in accordance with German law.  
The financial statements and the appropriation of earnings pro-  
posed by the Board of Management, as well as the auditors’  
report, were submitted to the Supervisory Board. They were  
thoroughly inspected by the Audit Committee and the Super-  
visory Board and discussed in the presence of the auditors, who  
reported on the results of their audit. The Supervisory Board  
has declared itself in agreement with the results of the audit  
and has established that there are no objections to be made.  
The Supervisory Board has approved the financial statements  
presented by the Board of Management. The financial state-  
ments are thereby adopted. Finally, the Supervisory Board has  
also examined the appropriation of earnings proposed by the  
Board of Management and is in agreement with that proposal.  
Appreciation. The Supervisory Board expresses its gratitude  
to the management and the departing members of the Super-  
visory Board and the Board of Management. Particular thanks  
are due to Mr. Jürgen E. Schrempp for more than 40 years’  
successful work for DaimlerChrysler, thereof more than 10  
years as the Chairman of the Board of Management. He rende-  
red outstanding services to the Group.  
The Supervisory Board also thanks the employees of the Daimler-  
Chrysler Group for their outstanding personal commitment and  
their achievements in 2005.  
Stuttgart-Möhringen, February 2006  
The Supervisory Board  
Hilmar Kopper  
Chairman  
1
19  
Members of the Supervisory Board  
Udo Richter 1  
Bremen  
Chairman of the Works Council,  
Bremen Plant, DaimlerChrysler AG  
Hilmar Kopper  
Arnaud Lagardère  
Paris  
General Partner and  
CEO of Lagardère SCA  
(since April 6, 2005)  
Committees of the Supervisory  
Board:  
Frankfurt am Main  
Chairman of the Supervisory Board  
of DaimlerChrysler AG  
Chairman  
Committee pursuant to Section 31,  
Subsection 3 of the German Law  
of Industrial Codetermination  
Hilmar Kopper (Chairman)  
Erich Klemm  
Wolf Jürgen Röder 1  
Frankfurt am Main  
Member of the Executive Board of  
the German Metalworkers’ Union  
(IG Metal)  
Erich Klemm 1  
Sindelfingen  
Chairman of the Corporate Works  
Council, DaimlerChrysler Group  
and DaimlerChrysler AG  
Deputy Chairman  
Jürgen Langer 1  
Frankfurt am Main  
Chairman of the Works Council of  
the Frankfurt/Offenbach Dealership,  
DaimlerChrysler AG  
Dr. rer. pol. Manfred Schneider  
Dr. Thomas Klebe  
Presidential Committee  
Hilmar Kopper (Chairman)  
Erich Klemm  
Dr. rer. pol. Manfred Schneider  
Leverkusen  
Robert J. Lanigan  
Toledo  
Chairman Emeritus of Owens-Illinois,  
Inc.; Founding Partner, Palladium Equity  
Partners  
Chairman of the Supervisory Board  
of Bayer AG  
Dr. rer. pol. Manfred Schneider  
Dr. Thomas Klebe  
Prof. Dr. Heinrich Flegel 1  
Stuttgart  
Director Research Materials and  
Manufacturing, DaimlerChrysler AG,  
Chairman of the Management  
Representative Committee,  
DaimlerChrysler Group  
Stefan Schwaab 1  
Gaggenau  
Vice Chairman of the Corporate  
Works Council, DaimlerChrysler  
Group and DaimlerChrysler AG,  
Vice Chairman of the Works Council  
Gaggenau Plant, DaimlerChrysler AG  
Audit Committee  
Bernhard Walter (Chairman)  
Hilmar Kopper  
Erich Klemm  
Stefan Schwaab  
Helmut Lense 1  
Stuttgart  
Chairman of the Works Council,  
Untertürkheim Plant,  
DaimlerChrysler AG  
Nate Gooden 1  
Detroit  
Retired from the  
Vice President of the International  
Union, United Automobile, Aerospace  
and Agricultural Implement Workers  
of America (UAW)  
Supervisory Board:  
Prof. Victor Halberstadt  
Amsterdam  
Professor for Public Economics  
at Leiden University, Netherlands  
Bernhard Walter  
Frankfurt am Main  
Former Spokesman of the Board of  
Management of Dresdner Bank AG  
Peter A. Magowan  
San Francisco  
President of San Francisco Giants  
(
retired April 6, 2005)  
Earl G. Graves  
New York  
William A. Owens  
Lynton R. Wilson  
Publisher, Black Enterprise Magazine  
Kirkland  
Toronto  
Retired President and Chief Executive  
Officer of Nortel Networks Corporation  
Chairman of the Board of CAE Inc.;  
Chairman Emeritus, Nortel  
Networks Corporation  
1 Representative of the employees  
Dr. Thomas Klebe 1  
Frankfurt am Main  
Director Department for General Shop  
Floor Policy and Codetermination,  
German Metalworkers’ Union (IG Metal)  
Gerd Rheude 1  
Wörth  
Chairman of the Works Council,  
Wörth Plant, DaimlerChrysler AG  
Dr.- Ing. Mark Wössner  
Munich  
Former CEO and Chairman of the  
Supervisory Board of Bertelsmann AG  
1
20  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Report of the Audit Committee  
Bernhard Walter  
Chairman of the Audit Committee  
The Audit Committee convened nine times in 2005. In February  
The Audit Committee’s work in the year 2005 focused in partic-  
ular on the investigations taking place in the company that  
were initiated by the United States Securities and Exchange  
Commission (SEC). In each regular meeting, as well as in  
the additional special meetings convened for that purpose, the  
Audit Committee received information about the progress of  
the investigations from the company’s management and the  
lawyers and external auditors involved in the investigations. This  
included receiving reports on the existence, application and  
monitoring of international guidelines and rules of conduct, the  
further development of compliance management, and the  
elimination of deficits identified at the Group. The Audit Com-  
mittee also met several times to discuss these matters with-  
out any other representatives of the company. The willingness  
of DaimlerChrysler’s management to cooperate fully in these  
investigations also applies to the Audit Committee.  
2
005, in the presence of the external auditors the Audit Com-  
mittee reviewed the financial statements and the consolidated  
financial statements for 2004 with the respective management  
reports, including the annual report on Form 20-F, and the  
proposal on the appropriation of earnings made by the Board  
of Management. The audit reports and important accounting  
matters were discussed in detail with the external auditors.  
The Audit Committee then recommended that the Supervisory  
Board agree to the Board of Management’s proposal on the  
appropriation of distributable profits and approve the financial  
statements. In further meetings during the course of the year,  
the Audit Committee held detailed discussions with the Board of  
Management attended by the external auditors concerning the  
2
005 half-year financial statements and the interim reports on  
the first and third quarters of 2005.  
The Audit Committee regularly examined the qualifications  
and independence of the external auditors, and, in a particular  
matter, their efficiency. In this context, during the year, the  
Audit Committee monitored the implementation of the princi-  
ples decided upon for the approval of services provided by  
the external auditors. After receiving the approval of the Annual  
Meeting, the Audit Committee engaged KPMG Deutsche Treu-  
hand-Gesellschaft Aktiengesellschaft, Wirtschaftsprüfungsge-  
sellschaft, Berlin and Frankfurt am Main, to conduct the annual  
audit, negotiated the audit fee of the external auditors and  
determined the important audit issues for the year 2005.  
In addition, the Audit Committee dealt regularly with complaints  
and criticism with regard to accounting, the internal monitoring  
systems and the annual audit that were received confidentially,  
and if so desired anonymously, from DaimlerChrysler employ-  
ees, and received information separately concerning violations  
of Section 302, Subsection 5 of the Sarbanes-Oxley Act. The  
Audit Committee also received regular reports, taking into con-  
sideration any justified complaints or criticism, about he intro-  
duction and effectiveness of the internal monitoring of financial  
reporting relating to the correct implementation of the provi-  
sions of the Sarbanes-Oxley Act.  
Furthermore, in the year 2005, the Audit Committee was occu-  
pied with new accounting standards and their interpretation,  
as well as with the status of the introduction within the compa-  
ny of the International Financial Reporting Standards. The Audit  
Committee was also occupied with the risk-monitoring system,  
the company’s risk reports and the risks from legal proceedings,  
the reports and programs of the Corporate Audit department,  
the Group’s effective tax rate and tax structure, new statutory  
developments of relevance for the Audit Committee, and the  
Group’s interest-rate and exchange-rate management.  
Once again in the year 2005, the Audit Committee conducted  
a specific self-evaluation of its activities.  
Stuttgart-Möhringen, February 2006  
The Audit Committee  
Bernhard Walter  
Chairman  
1
21  
Consolidated Financial Statements  
The accompanying consolidated financial statements (consolidated ba-  
lance sheets as of December 31, 2005 and 2004, consolidated statements  
of income, cash flows and changes in stockholders’ equity for each of  
the financial years 2005, 2004 and 2003 as well as notes to consolidated  
financial statements) were prepared in accordance with generally  
accepted accounting principles in the United States of America (U.S. GAAP).  
In order to comply with Section 57 and 58 of the EGHGB (Introductory  
Law to German Commercial Code) in conjunction with Section 292a of  
the HGB (German Commercial Code), the consolidated financial state-  
ments were supplemented with the Group management report and  
additional explanations. Therefore, the consolidated financial statements,  
which have to be filed with the Commercial Register and published in the  
Federal Gazette, comply with the Fourth and Seventh Directive of the  
European Community. For the interpretation of these directives we relied  
on Article 2 of the German Amendment Accounting Standard No. 2 issued  
by the German Accounting Standards Committee. The consolidated financial  
statements and the Group management report as of December 31, 2005,  
prepared according Section 57 and 58 of the EGHGB in conjunction with  
Section 292a of the HGB and filed with the Commercial Register in  
Stuttgart under the number HRB 19 360, will be provided to shareholders  
on request.  
1
22  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contents  
1
22 Overview  
Notes to Consolidated Financial  
Statements –  
1
24 Statement by the Board of  
Management  
134 Basis of Presentation  
1
1
25 Report of Independent Registered  
Public Accounting Firm  
151 Notes to Consolidated State-  
ments of Income (Loss)  
26 Consolidated Statements of  
Income (Loss)  
160 Notes to Consolidated Balance  
Sheets  
1
1
28 Consolidated Balance Sheets  
182 Notes to Consolidated  
Statements of Cash Flows  
29 Consolidated Statements of  
Changes in Stockholders’ Equity  
182 Other Notes  
1
1
30 Consolidated Statements of  
Cash Flows  
32 Consolidated Fixed Assets  
Schedule  
1
23  
Statement by the Board of  
Management  
The Board of Management of DaimlerChrysler AG is responsible  
for preparing the accompanying financial statements.  
We have implemented effective controlling and monitoring  
systems to guarantee compliance with accounting principles  
and the adequacy of reporting. These systems include the  
application 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.  
In accordance with German legal requirements we have inte-  
grated the group’s early warning systems into a risk management  
system. This enables the Board of Management to identify  
significant risks at an early stage and to initiate appropriate  
measures. KPMG Deutsche Treuhand-Gesellschaft Aktienge-  
sellschaft Wirtschaftsprüfungsgesellschaft audited the consoli-  
dated financial statements, which were prepared in accordance  
with US generally accepted accounting principles, and issued an  
unqualified audit report.  
Together with the independent auditors, the Supervisory Board’s  
Audit Committee examined and discussed the consolidated  
financial statements including the business review report and  
the auditors’ report in depth. Subsequently, the entire Super-  
visory Board reviewed the documentation related to the conso-  
lidated financial statements. The result of this examination is  
included in the Report of the Supervisory Board.  
Bodo Uebber  
1
24  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Report of Independent Registered Public Accounting Firm  
The Supervisory Board  
DaimlerChrysler AG:  
As described in Note 11 to the consolidated financial state-  
ments, DaimlerChrysler adopted FASB Interpretation No. 47,  
Accounting for Conditional Asset Retirement Obligations –  
We have audited the accompanying consolidated balance sheets  
of DaimlerChrysler AG and subsidiaries (“DaimlerChrysler”) as  
of December 31, 2005 and 2004, and the related consolidated  
statements of income, changes in stockholders’ equity, and  
cash flows for each of the years in the three-year period ended  
December 31, 2005. These consolidated financial statements  
are the responsibility of DaimlerChrysler’s management. Our re-  
sponsibility is to express an opinion on these consolidated  
financial statements based on our audits.  
an interpretation of FASB Statement No. 143” in 2005. As de-  
scribed in Note 1 to the consolidated financial statements,  
DaimlerChrysler changed its method of accounting for stock-  
based compensation in 2003. As described in Notes 3 and 11  
to the consolidated financial statements, DaimlerChrysler also  
adopted the required portions of FASB Interpretation No. 46  
(revised December 2003), “Consolidation of Variable Interest  
Entities – an interpretation of ARB No. 51”, in 2003.  
We conducted our audits in accordance with the standards of  
the Public Company Accounting Oversight Board (United States).  
Those standards require that we plan and perform the audit  
to obtain reasonable assurance about whether the financial state-  
ments are free of material misstatement. An audit includes  
examining, on a test basis, evidence supporting the amounts  
and disclosures in the financial statements. An audit also in-  
cludes assessing the accounting principles used and significant  
estimates made by management, as well as evaluating the  
overall financial statement presentation. We believe that our  
audits provide a reasonable basis for our opinion.  
Stuttgart,  
February 23, 2006  
KPMG Deutsche Treuhand-Gesellschaft  
Aktiengesellschaft  
Wirtschaftsprüfungsgesellschaft  
In our opinion, the consolidated financial statements referred  
to above present fairly, in all material respects, the financial posi-  
tion of DaimlerChrysler as of December 31, 2005 and 2004,  
and the results of their operations and their cash flows for each  
of the years in the three-year period ended December 31, 2005,  
in conformity with generally accepted accounting principles in the  
United States of America.  
Nonnenmacher  
Wirtschaftsprüfer  
Krauß  
Wirtschaftsprüfer  
1
25  
Consolidated Statements of Income (Loss)  
Consolidated  
Year ended December 31,  
(
in millions of €, except per share amounts)  
Note  
2005  
2004  
2003  
Revenues  
35.  
5.  
149,776  
(122,894)  
26,882  
(18,984)  
(5,649)  
966  
142,059  
(114,567)  
27,492  
(17,972)  
(5,658)  
895  
136,437  
(109,926)  
26,511  
(17,772)  
(5,571)  
689  
Cost of sales  
Gross profit  
Selling, administrative and other expenses  
Research and development  
Other income  
5.  
6.  
12.  
7.  
Goodwill impairment  
(30)  
Turnaround plan Chrysler Group  
Income before financial income  
Impairment of investment in EADS  
36  
(145)  
(469)  
3,221  
4,612  
3,388  
(1,960)  
Other financial income (expense), net (therein loss on issuance of  
associated company stock of €135 million in 2004 and gain on issuance  
of related company stock of €24 million in 2003)  
217  
217  
3,438  
(513)  
(74)  
2,851  
(1,077)  
(1,077)  
3,535  
(1,177)  
108  
(832)  
(2,792)  
596  
Financial income (expense), net  
8.  
9.  
Income (loss) before income taxes  
Income tax (expense) benefit  
(979)  
(35)  
Minority interests  
Income (loss) from continuing operations  
Income from discontinued operations, net of taxes  
Income on disposal of discontinued operations, net of taxes  
2,466  
(418)  
14  
10.  
10.  
882  
Cumulative effects of changes in accounting principles: transition  
adjustments resulting from adoption of FIN 47 and FIN 46R, net of taxes  
11.  
(5)  
(30)  
448  
Net income (loss)  
2,846  
2,466  
Earnings per share  
36.  
Basic earnings per share  
Income (loss) from continuing operations  
Income from discontinued operations  
Income on disposal of discontinued operations  
Cumulative effects of changes in accounting principles  
Net income  
2.80  
2.43  
(0.41)  
0.01  
0.87  
(0.03)  
0.44  
2.80  
2.43  
Diluted earnings per share  
Income (loss) from continuing operations  
Income from discontinued operations  
Income on disposal of discontinued operations  
Cumulative effects of changes in accounting principles  
Net income  
2.80  
2.43  
(0.41)  
0.01  
0.87  
(0.03)  
0.44  
2.80  
2.43  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
1
26  
0
4 Essentials |28 Management Report |70 Divisions |88 Cross-Divisional Activities |102 Corporate Governance |122 Consolidated Financial Statements |203 Additional Information  
Industrial Business 1  
Financial Services 1, 2  
Year ended December 31,  
Year ended December 31,  
2
005  
2004  
2003  
2005  
2004  
2003  
(in millions of €, except per share amounts)  
1
34,340  
110,326)  
4,014  
17,725)  
5,649)  
21  
30)  
128,133  
(103,771)  
24,362  
(16,741)  
(5,658)  
833  
122,397  
(98,937)  
23,460  
(16,374)  
(5,571)  
637  
15,436  
13,926  
14,040  
Revenues  
(
(12,568)  
(10,796)  
(10,989)  
Cost of sales  
2
2,868  
3,130  
3,051  
Gross profit  
(
(1,259)  
(1,231)  
(1,398)  
Selling, administrative and other expenses  
Research and development  
Other income  
(
9
45  
62  
52  
(
Goodwill impairment  
3
6
(145)  
(469)  
1,654  
Turnaround plan Chrysler Group  
Income before financial income  
Impairment of investment in EADS  
1
,567  
2,651  
1,683  
(1,960)  
1,961  
1,705  
Other financial income (expense), net (therein loss on issuance of  
associated company stock of €135 million in 2004 and gain on issuance  
of related company stock of €24 million in 2003)  
1
1
92  
92  
(1,043)  
(1,043)  
1,608  
(442)  
113  
(775)  
(2,735)  
(1,052)  
(352)  
(30)  
25  
25  
(34)  
(34)  
1,927  
(735)  
(5)  
(57)  
(57)  
1,648  
(627)  
(5)  
Financial income (expense), net  
1
1
,759  
33  
63)  
1,679  
(646)  
(11)  
1,022  
Income (loss) before income taxes  
Income tax (expense) benefit  
1
(
Minority interests  
,829  
1,279  
(1,434)  
14  
1,187  
1,016  
Income (loss) from continuing operations  
Income from discontinued operations, net of taxes  
Income on disposal of discontinued operations, net of taxes  
882  
Cumulative effects of changes in accounting principles: transition  
adjustments resulting from adoption of FIN 47 and FIN 46R, net of taxes  
(
5)  
(30)  
1
,824  
1,279  
(568)  
1,022  
1,187  
1,016  
Net income (loss)  
Earnings per share  
Basic earnings per share  
Income (loss) from continuing operations  
Income from discontinued operations  
Income on disposal of discontinued operations  
Cumulative effects of changes in accounting principles  
Net income  
Diluted earnings per share  
Income (loss) from continuing operations  
Income from discontinued operations  
Income on disposal of discontinued operations  
Cumulative effects of changes in accounting principles  
Net income  
1
2
Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
Contains the financing and leasing business of the Financial Services segment without Mobility Management and activities of DaimlerChrysler Financial Services AG.  
1
27  
Consolidated Balance Sheets  
Consolidated  
Industrial Business 1  
At December 31,  
Financial Services 1, 2  
At December 31,  
Note  
At December 31,  
(
in millions of €)  
2005  
2004  
2005  
2004  
2005  
2004  
Assets  
Goodwill  
12.  
13.  
14.  
20.  
15.  
1,881  
3,191  
2,003  
2,671  
34,017  
7,039  
26,711  
72,441  
16,805  
7,001  
1,822  
3,133  
36,565  
6,084  
3,629  
51,233  
17,674  
7,348  
1,945  
2,602  
33,851  
6,763  
3,099  
48,260  
15,330  
6,805  
59  
58  
58  
69  
Other intangible assets  
Property, plant and equipment, net  
Investments and long-term financial assets  
Equipment on operating leases, net  
Fixed assets  
36,739  
6,356  
34,238  
82,405  
19,139  
7,595  
174  
166  
272  
276  
30,609  
31,172  
1,465  
247  
23,612  
24,181  
1,475  
196  
Inventories  
16.  
17.  
Trade receivables  
Receivables from financial services  
Other assets  
18.  
19.  
20.  
21.  
61,101  
8,731  
56,785  
12,931  
3,884  
7,782  
105,188  
4,213  
61,101  
4,077  
434  
56,785  
3,715  
410  
4,654  
4,502  
6,894  
41,072  
7,060  
1,299  
1,374  
9,216  
3,474  
6,782  
41,607  
4,071  
953  
Securities  
4,936  
7,711  
Cash and cash equivalents  
Non-fixed assets  
817  
1,000  
63,581  
142  
109,213  
7,249  
68,141  
189  
Deferred taxes  
9.  
22.  
10.  
Prepaid expenses  
1,391  
1,030  
92  
77  
Disposal group Off-Highway, assets held for sale  
Total assets  
1,374  
(
thereof short-term 2005: €74,909; 2004: €68,679)  
201,632  
182,872  
102,038  
94,891  
99,594  
87,981  
Liabilities and stockholders’ equity  
Capital stock  
2,647  
8,221  
31,688  
(6,107)  
2,633  
8,042  
30,361  
(7,514)  
Additional paid-in capital  
Retained earnings  
Accumulated other comprehensive loss  
Treasury stock  
Stockholders’ equity  
Minority interests  
23.  
36,449  
653  
33,522  
909  
26,859  
614  
25,445  
885  
9,590  
39  
8,077  
24  
Accrued liabilities  
25.  
26.  
27.  
28.  
46,682  
80,932  
14,591  
9,053  
104,576  
4,203  
8,298  
771  
41,938  
76,270  
12,920  
8,745  
97,935  
2,312  
6,256  
45,389  
4,146  
14,381  
6,561  
25,088  
(2,309)  
5,626  
771  
40,864  
8,330  
12,710  
6,110  
27,150  
(3,854)  
4,401  
1,293  
76,786  
210  
1,074  
67,940  
210  
Financial liabilities  
Trade liabilities  
Other liabilities  
2,492  
79,488  
6,512  
2,672  
2,635  
70,785  
6,166  
1,855  
Liabilities  
Deferred taxes  
9.  
29.  
10.  
Deferred income  
Disposal group Off-Highway, liabilities held for sale  
Total liabilities  
(
thereof short-term 2005: €86,399; 2004: €77,158)  
165,183  
201,632  
149,350  
182,872  
75,179  
69,446  
94,891  
90,004  
99,594  
79,904  
87,981  
Total liabilities and stockholders’ equity  
102,038  
1
2
Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
Contains the financing and leasing business of the Financial Services segment without Mobility Management and activities of DaimlerChrysler Financial Services AG.  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
1
28  
0
4 Essentials |28 Management Report |70 Divisions |88 Cross-Divisional Activities |102 Corporate Governance |122 Consolidated Financial Statements |203 Additional Information  
Consolidated Statements of Changes in Stockholders’ Equity  
Accumulated other comprehensive loss  
Additional  
paid-in  
capital  
Cumulative  
translation  
adjustment  
Available-  
for-sale  
securities  
Derivative  
financial  
instruments  
Minimum  
pension  
liability  
Capital  
stock  
Retained  
earnings  
Treasury  
stock  
(
in millions of €)  
Total  
Balance at January 1, 2003  
Net income  
2,633  
7,819  
30,485  
448  
465  
(74)  
1,065  
(7,317)  
35,076  
448  
Other comprehensive income (loss)  
Total comprehensive income  
(1,628)  
407  
1,162  
444  
385  
833  
Stock based compensation  
95  
95  
Issuance of shares upon conversion  
of notes  
1
(28)  
28  
1
(28)  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
28  
(1,519)  
29,414  
(1,519)  
34,486  
Balance at December 31, 2003  
2,633  
7,915  
(1,163)  
333  
2,227  
(6,873)  
Net income  
2,466  
2,466  
(2,038)  
428  
Other comprehensive loss  
Total comprehensive income  
(715)  
(206)  
(369)  
(748)  
Stock based compensation  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
127  
(30)  
30  
127  
(30)  
30  
(1,519)  
30,361  
(1,519)  
33,522  
Balance at December 31, 2004  
2,633  
8,042  
(1,878)  
127  
1,858  
(7,621)  
Net income  
2,846  
2,846  
1,407  
4,253  
Other comprehensive income (loss)  
Total comprehensive income  
2,727  
(18)  
(1,223)  
(79)  
Stock based compensation  
Issuance of new shares  
Purchase of capital stock  
Re-issuance of treasury stock  
Dividends  
87  
141  
87  
155  
14  
(21)  
21  
(21)  
21  
(1,519)  
(1,519)  
(49)  
Other  
(49)  
8,221  
Balance at December 31, 2005  
2,647  
31,688  
849  
109  
635  
(7,700)  
36,449  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
1
29  
Consolidated Statements of Cash Flows *  
Consolidated  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Net income (loss)  
2,846  
74  
2,466  
(108)  
448  
35  
Income (loss) applicable to minority interests  
Cumulative effects of changes in accounting principles  
Gains on disposals of shares in companies  
Impairment of investment in EADS  
5
30  
(732)  
(281)  
(956)  
1,960  
5,579  
5,838  
644  
Depreciation and amortization of equipment on operating leases  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
6,341  
6,312  
(809)  
(103)  
298  
5,445  
5,817  
(593)  
933  
Equity (income) loss from equity method investments  
Change in financial instruments  
538  
(275)  
(520)  
(26)  
160  
(
Gains) losses on disposals of fixed assets/securities  
(1,370)  
(4)  
(424)  
71  
Change in trading securities  
Change in accrued liabilities  
170  
1,344  
145  
1,015  
469  
Turnaround plan expenses (gains) – Chrysler Group  
Turnaround plan payments – Chrysler Group  
Net changes in inventory-related receivables from financial services  
Changes in other operating assets and liabilities:  
(36)  
(92)  
(207)  
(219)  
(2,455)  
(279)  
(2,670)  
Inventories, net  
(1,519)  
(443)  
802  
(1,393)  
242  
(293)  
(441)  
Trade receivables  
Trade liabilities  
1,186  
(648)  
11,060  
1,081  
1,021  
13,826  
Other assets and liabilities  
820  
Cash provided by operating activities  
12,353  
Purchases of fixed assets:  
Increase in equipment on operating leases  
Purchases of property, plant and equipment  
Purchases of other fixed assets  
(20,236)  
(6,580)  
(272)  
(17,678)  
(6,386)  
(514)  
(15,604)  
(6,614)  
(303)  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
11,643  
1,098  
(552)  
10,468  
741  
11,951  
643  
Payments for investments in businesses  
(264)  
(1,021)  
1,209  
(10,432)  
10,260  
(28,946)  
16,577  
9,196  
Proceeds from disposals of businesses  
516  
1,218  
Investments in/collections from wholesale receivables  
Proceeds from sale of wholesale receivables  
Investments in retail receivables  
(5,195)  
5,288  
(27,073)  
21,262  
8,612  
(5,978)  
6,331  
(30,488)  
17,148  
9,531  
(4,211)  
3,481  
(81)  
Collections on retail receivables  
Proceeds from sale of retail receivables  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
(10,773)  
11,025  
15  
(5,175)  
4,785  
(134)  
Cash used for investing activities  
(11,222)  
1,407  
(16,682)  
2,453  
15,013  
(13,370)  
(1,547)  
30  
(13,608)  
129  
Change in commercial paper borrowings and short-term financial liabilities  
Additions to long-term financial liabilities  
14,322  
(15,867)  
(1,575)  
227  
16,436  
(12,518)  
(1,537)  
44  
Repayment of long-term financial liabilities  
Dividends paid (including profit transferred from subsidiaries)  
Proceeds from issuance of capital stock (including minority interests)  
Purchase of treasury stock  
(27)  
(30)  
(36)  
Cash provided by (used for) financing activities  
Effect of foreign exchange rate changes on cash and cash equivalents  
(1,513)  
2,549  
2,518  
(
maturing within 3 months)  
620  
238  
(313)  
(1,069)  
1,667  
Net increase (decrease) in cash and cash equivalents (maturing within 3 months)  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
(3,386)  
7,381  
7,619  
10,767  
7,381  
9,100  
At end of period  
10,767  
The accompanying notes are an integral part of these Consolidated Financial Statements.  
*
For other information regarding Consolidated Statements of Cash Flows, see Note 30.  
1
30  
0
4 Essentials |28 Management Report |70 Divisions |88 Cross-Divisional Activities |102 Corporate Governance |122 Consolidated Financial Statements |203 Additional Information  
Industrial Business 1  
Financial Services 1, 2  
Year ended December 31,  
Year ended December 31,  
2
005  
2004  
2003  
2005  
2004  
2003  
(in millions of €)  
1
,824  
1,279  
(113)  
(568)  
30  
1,022  
11  
1,187  
5
1,016  
5
Net income (loss)  
6
3
5
Income (loss) applicable to minority interests  
Cumulative effects of changes in accounting principles  
Gains on disposals of shares in companies  
Impairment of investment in EADS  
30  
(
732)  
(281)  
(956)  
1,960  
609  
6
67  
544  
5,674  
61  
4,901  
124  
618  
(18)  
13  
4
4,970  
103  
450  
(1)  
19  
Depreciation and amortization of equipment on operating leases  
Depreciation and amortization of fixed assets  
Change in deferred taxes  
6
,251  
5,693  
(1,211)  
951  
5,735  
194  
(
356)  
92)  
97  
1,320)  
3)  
(453)  
(11)  
1
(
539  
Equity (income) loss from equity method investments  
Change in financial instruments  
2
(288)  
(524)  
(29)  
141  
(
(424)  
82  
(50)  
(1)  
77  
(Gains) losses on disposals of fixed assets/securities  
Change in trading securities  
(
3
(11)  
(83)  
9
3
1,198  
145  
1,098  
469  
146  
Change in accrued liabilities  
(
(
36)  
92)  
Turnaround plan expenses (gains) – Chrysler Group  
Turnaround plan payments – Chrysler Group  
Net changes in inventory-related receivables from financial services  
Changes in other operating assets and liabilities:  
– Inventories, net  
(219)  
(2,455)  
(279)  
(2,670)  
(
207)  
(
1,518)  
419)  
(1,535)  
210  
(502)  
(500)  
1,082  
715  
(1)  
(24)  
142  
32  
209  
59  
(
– Trade receivables  
8
9
06  
89  
1,193  
(805)  
3,753  
(4)  
(7)  
(1)  
– Trade liabilities  
(169)  
6,133  
157  
7,307  
306  
7,041  
– Other assets and liabilities  
6
,220  
6,785  
Cash provided by operating activities  
Purchases of fixed assets:  
(
4,181)  
6,537)  
253)  
(3,828)  
(6,298)  
(496)  
(3,973)  
(6,539)  
(250)  
(16,055)  
(43)  
(13,850)  
(88)  
(11,631)  
(75)  
– Increase in equipment on operating leases  
– Purchases of property, plant and equipment  
– Purchases of other fixed assets  
(
(
(19)  
(18)  
(53)  
4
,996  
,066  
4,514  
4,577  
606  
6,647  
32  
5,954  
36  
7,374  
37  
Proceeds from disposals of equipment on operating leases  
Proceeds from disposals of fixed assets  
Payments for investments in businesses  
Proceeds from disposals of businesses  
Investments in/collections from wholesale receivables  
Proceeds from sale of wholesale receivables  
Investments in retail receivables  
1
705  
(
566)  
86  
6,963  
(244)  
(967)  
14  
(20)  
(54)  
1
1,176  
1,179  
330  
42  
30  
2
29,911  
(27,849)  
4,457  
(3,848)  
(115)  
37,346  
(34,938)  
3,829  
(3,206)  
(361)  
(32,158)  
32,534  
(30,891)  
24,086  
9,116  
(35,889)  
34,180  
(34,945)  
20,996  
9,646  
(1)  
(47,778)  
45,198  
(32,775)  
19,783  
9,557  
(212)  
98  
(
27,246)  
,818  
2,824)  
504)  
10,773)  
1,017  
3
(
Collections on retail receivables  
(
Proceeds from sale of retail receivables  
Acquisitions of securities (other than trading)  
Proceeds from sales of securities (other than trading)  
Change in other cash  
(
(4,210)  
3,445  
(189)  
(4,963)  
4,687  
(207)  
1
8
36  
75  
(60)  
108  
73  
(
4,763)  
48  
,297  
4,609)  
287)  
95  
27)  
1,583)  
(2,869)  
1,481  
2,661  
(6,953)  
(585)  
(3,180)  
(1,392)  
5,469  
(4,229)  
(908)  
(6,459)  
559  
(13,813)  
972  
(10,428)  
1,521  
10,967  
(8,289)  
(629)  
264  
Cash used for investing activities  
8
Change in commercial paper borrowings and short-term financial liabilities  
Additions to long-term financial liabilities  
Repayment of long-term financial liabilities  
Dividends paid (including profit transferred from subsidiaries)  
Proceeds from issuance of capital stock (including minority interests)  
Purchase of treasury stock  
2
12,025  
(11,258)  
(1,288)  
32  
12,352  
(6,417)  
(962)  
285  
(
(
(
1
(255)  
(220)  
(
(30)  
(36)  
(3,681)  
(1,316)  
70  
6,230  
3,834  
Cash provided by (used for) financing activities  
Effect of foreign exchange rate changes on cash and cash equivalents  
(maturing within 3 months)  
5
4
48  
22  
(291)  
(981)  
1,308  
72  
(22)  
(88)  
359  
(3,088)  
(184)  
(298)  
Net increase (decrease) in cash and cash equivalents (maturing within 3 months)  
Cash and cash equivalents (maturing within 3 months)  
At beginning of period  
6
,381  
9,469  
6,381  
8,161  
1,000  
816  
1,298  
1,000  
939  
6
,803  
9,469  
1,298  
At end of period  
1
2
Additional information about the Industrial Business and Financial Services is not required under U.S. GAAP and is unaudited.  
Contains the financing and leasing business of the Financial Services segment without Mobility Management and activities of DaimlerChrysler Financial Services AG.  
1
31  
Consolidated Fixed Assets Schedule  
Acquisition or Manufacturing Costs  
Balance at  
Balance at  
January  
1, 2005  
Change in  
Currency consolidated  
change companies Additions  
Reclassifica-  
tions Disposals  
December  
31, 2005  
(
in millions of €)  
Goodwill  
3,049  
3,477  
6,526  
361  
417  
778  
16  
176  
274  
450  
169  
169  
520  
205  
725  
3,082  
4,132  
7,214  
Other intangible assets  
Intangible assets  
16  
Land, leasehold improvements and buildings  
including buildings on land owned by others  
20,995  
32,536  
1,145  
2,766  
(15)  
4
270  
847  
377  
393  
22,379  
36,275  
Technical equipment and machinery  
1,976  
1,854  
Other equipment, factory and  
office equipment  
22,797  
2,242  
5
1,502  
1,517  
1,856  
26,207  
Advance payments relating to plant and  
equipment and construction in progress  
4,268  
80,596  
1,026  
247  
494  
6,647  
17  
16  
10  
4,002  
6,621  
165  
(4,053)  
(183)  
9
47  
4,150  
126  
4,680  
89,541  
930  
Property, plant and equipment  
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  
(161)  
(108)  
21  
47  
48  
138  
4,334  
1,033  
242  
15  
140  
(14)  
5
513  
3,983  
768  
8
(22)  
312  
568  
10  
11  
190  
73  
611  
29  
147  
180  
607  
Other loans  
258  
(4)  
15  
201  
201  
(187)  
244  
226  
Investments and long-term financial assets  
Equipment on operating leases  
7,751  
35,080  
79  
(274)  
275  
837  
20,236  
1,869  
14,933  
6,725  
44,896  
4,425  
1
Currency translation changes with period end rates.  
The consolidated fixed assets schedule is part of the Notes to Consolidated Financial Statements.  
1
32  
0
4 Essentials |28 Management Report |70 Divisions |88 Cross-Divisional Activities |102 Corporate Governance |122 Consolidated Financial Statements |203 Additional Information  
Depreciation/Amortization  
Book Value 1  
Balance at  
January  
Change in  
Currency consolidated  
change companies Additions  
Balance at Balance at Balance at  
December December December  
Reclassifica-  
tions  
1, 2005  
Disposals  
31, 2005  
31, 2005  
31, 2004  
(in millions of €)  
1
,046  
06  
,852  
130  
57  
(5)  
(5)  
30  
201  
231  
2
2
5
120  
125  
1,201  
941  
1,881  
3,191  
5,072  
2,003  
2,671  
4,674  
Goodwill  
8
Other intangible assets  
Intangible assets  
1
187  
2,142  
Land, leasehold improvements and buildings  
including buildings on land owned by others  
9
,570  
465  
9
671  
(7)  
(9)  
207  
10,501  
24,328  
11,878  
11,947  
11,425  
11,100  
21,436  
1,596  
(3)  
3,005  
1,697  
Technical equipment and machinery  
Other equipment, factory and  
office equipment  
15,497  
1,448  
3
2,351  
57  
1,484  
17,872  
8,335  
7,300  
Advance payments relating to plant and  
equipment and construction in progress  
7
6
15  
9
12  
(2)  
39  
3,388  
72  
101  
52,802  
164  
6
4,579  
36,739  
766  
4,192  
34,017  
815  
4
6,579  
11  
3,524  
6,039  
Property, plant and equipment  
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  
2
1
(8)  
(6)  
7
32  
10  
2
132  
237  
(
2)  
53  
64  
5
10  
3,973  
588  
4,336  
780  
2
(17)  
4
60  
180  
1
1
1
164  
11  
72  
78  
12  
1
606  
599  
6
4
(4)  
(28)  
56  
3
56  
7
219  
194  
Other loans  
712  
6
42  
363  
5,102  
369  
10,658  
6,356  
34,238  
7,039  
26,711  
Investments and long-term financial assets  
Equipment on operating leases  
8
,369  
1,035  
6,341  
(41)  
1
33  
Notes to Consolidated Financial Statements  
Basis of Presentation  
1
. Summary of Significant Accounting Policies  
Commercial practices with respect to certain products manu-  
factured by DaimlerChrysler necessitate that sales financing,  
including leasing alternatives, be made available to the Group’s  
customers. Accordingly, the Group’s consolidated financial  
statements are also significantly influenced by activities of its  
financial services business. To enhance the readers’ under-  
standing of the Group’s consolidated financial statements, the  
accompanying financial statements present, in addition to  
the audited consolidated financial statements, unaudited infor-  
mation with respect to the results of operations and financial  
position of the Group’s industrial and financial services busi-  
ness activities. Such information, however, is not required by  
U.S. GAAP and is not intended to, and does not represent the  
separate U.S. GAAP results of operations and financial position  
of the Group’s industrial or financial services business  
activities. Information concerning the financial services busi-  
ness activities of the Group contains the financing and leasing  
business of the Financial Services segment without Mobility  
Management and the activities of DaimlerChrysler Financial Ser-  
vices AG. Transactions between the Group’s industrial and  
financial services business activities principally represent inter-  
company sales of products, intercompany borrowings and  
related interest, and other support under special vehicle financ-  
ing programs. The effects of transactions between the industrial  
and financial services businesses have been eliminated within  
the industrial business columns.  
General. The consolidated financial statements of Daimler-  
Chrysler AG and subsidiaries (“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 are presented in millions of euros (“€”).  
Certain amounts reported in previous years have been reclassi-  
fied to conform to the 2005 presentation. In connection  
with an internal investigation of certain accounts, transactions  
and payments, DaimlerChrysler made adjustments to its  
January 1, 2003 stockholders’ equity balance to correct for  
misstatements in years prior to 2003 and recognized charges  
in its 2005 consolidated financial income statement to correct  
for misstatements in the years 2003 and 2004 (see Note 31).  
DaimlerChrysler also adjusted its January 1, 2003 stockholders’  
equity balance and recognized charges in its 2005 income  
relating to the years 2003 and 2004 to correct the accounting  
for certain derivative instruments that did not qualify for  
hedge accounting treatment, deferred income taxes of its U.S.  
subsidiaries, and other minor misstatements. The charges  
recognized for 2003 and 2004 had the effect of reducing oper-  
ating profit by €55 million, financial income by €58 million,  
tax expense by €7 million, and 2005 net income by €106 million  
in the 2005 statement of income. The total adjustments  
relating to the years prior to 2003 had the effect of increasing  
stockholders’ equity as of January 1, 2003 by €72 million.  
The 2003 and 2004 misstatements were not material to those  
years and the charges recognized in 2005 to correct the mis-  
statements of those years were not material to the consolidated  
statement of income for 2005. In addition, the adjustments  
to January 1, 2003 stockholders’ equity to correct the cumula-  
tive misstatements as of that date were not material to be-  
ginning stockholders’ equity as of January 1, 2003.  
Use of Estimates. Preparation of the financial statements in  
conformity with U.S. GAAP requires management to make  
estimates and assumptions related to the reported amounts of  
assets and liabilities and the disclosure of contingent assets  
and liabilities at the date of the consolidated financial statements  
and the reported amounts of revenues and expenses for the  
period. Significant items related to such estimates and assump-  
tions include recoverability of investments in equipment on  
operating leases, collectibility of sales financing and finance lease  
receivables, realizability of investments in associated compa-  
nies, warranty obligations, sales incentive obligations, valuation  
of derivative instruments, and assets and obligations related  
to employee benefits. Actual amounts could differ from those  
estimates.  
1
34  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Risks and uncertainties. DaimlerChrysler’s financial position,  
results of operations, and cash flows are subject to numerous  
risks and uncertainties. Factors that could affect Daimler-  
Chrysler’s future financial statements and cause actual results  
to vary materially from expectations include, but are not limited  
to, adverse changes in global economic conditions; overcapa-  
city and intense competition in the automotive industry; depen-  
dence on suppliers of parts and services, primarily single  
source suppliers; the concentrations of DaimlerChrysler’s rev-  
enues derived from the United States and Western Europe;  
the significant portion of DaimlerChrysler’s workforce subject to  
collective bargaining agreements; fluctuations in currency  
exchange rates, interest rates and commodity prices; significant  
legal proceedings and environmental and other government  
regulations.  
Foreign Currencies. The assets and liabilities of foreign opera-  
tions where the functional currency is not the euro are gen-  
erally translated into euro using period-end exchange rates. The  
resulting translation adjustments are recorded as a component  
of accumulated other comprehensive loss. The statements  
of income and the statements of cash flows are translated using  
average exchange rates during the respective periods.  
The exchange rates of the U.S. dollar, as the significant foreign  
currency, used in preparation of the consolidated financial  
statements were as follows:  
2005  
2004  
2003  
€1 =  
€1 =  
€1=  
Principles of Consolidation. The accompanying consolidated  
financial statements include the financial statements of  
DaimlerChrysler AG and all of its material, majority-owned sub-  
sidiaries and certain variable interest entities for which Daimler-  
Chrysler is determined to be the primary beneficiary (see  
Note 2).  
Exchange rate at December 31,  
Average exchange rates  
First Quarter  
1.1797  
1.3621  
1.2630  
1.3113  
1.2594  
1.2199  
1.1897  
1.2497  
1.2046  
1.2218  
1.2977  
1.0735  
1.1355  
1.1248  
1.1885  
Second Quarter  
Third Quarter  
Fourth Quarter  
All significant intercompany accounts and transactions relating  
to consolidated subsidiaries and consolidated variable interest  
entities have been eliminated.  
The assets and liabilities of foreign operations in highly infla-  
tionary economies are translated into euro on the basis of peri-  
od-end rates for monetary assets and liabilities and at histori-  
cal rates for non-monetary items, with resulting translation gains  
and losses recognized in earnings. Further, for foreign opera-  
tions in such economies, depreciation and gains and losses from  
the disposal of non-monetary assets are determined using  
historical rates. In all periods presented the Group had foreign  
operations in one economy that was considered highly inflation-  
ary.  
Investments in Associated Companies. Significant equity  
investments in which DaimlerChrysler does not have a control-  
ling financial interest, but has the ability to exercise signifi-  
cant influence over the operating and financial policies of the  
investee (“associated companies”) are accounted for using  
the equity method.  
The excess of DaimlerChrysler’s initial investment in equity  
method companies over the Group’s ownership percentage in  
the underlying net assets of those companies is attributed to  
certain fair value adjustments with the remaining portion recog-  
nized as goodwill (“investor level goodwill”) which is not amor-  
tized.  
A decline in fair value of an investment in any associated com-  
pany below its carrying amount that is deemed to be other  
than temporary results in a reduction in carrying amount of the  
investment to fair value. The impairment is charged to earnings  
and a new cost basis for the investment is established.  
The European Aeronautic Defence and Space Company EADS  
N.V. (“EADS”) represents a significant associated company.  
Because the financial statements of EADS are not made avail-  
able timely to DaimlerChrysler in order to apply the equity  
method of accounting, the Group’s proportionate share of the  
results of operations of this associated company are included  
in DaimlerChrysler’s consolidated financial statements on a  
three month lag.  
1
35  
Revenue Recognition. Revenue for sales of vehicles, service  
parts and other related products 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 incen-  
tives, customer bonuses and rebates granted. Non-cash sales  
incentives that do not reduce the transaction price to the cus-  
tomer are classified within cost of sales. Shipping and handling  
costs are recorded as cost of sales in the period incurred.  
When below market rate loans under special financing programs  
are used to promote sales of vehicles and the Financial Ser-  
vices segment finances the vehicle, the effect of the rate differ-  
ential at the contract origination date is deducted from rev-  
enues and recorded as unearned income in the consolidated  
balance sheet. The Financial Services segment amortizes  
the unearned income balance into earnings using the interest  
method over the original (contractual) life of the receivables.  
Upon prepayment or sale of the receivable, the unamortized un-  
earned income is recognized into earnings.  
DaimlerChrysler uses price discounts to adjust market pricing  
in response to a number of market and product factors, includ-  
ing: pricing actions and incentives offered by competitors,  
economic conditions, the amount of excess industry production  
capacity, the intensity of market competition, and consumer  
demand for the product. The Group may offer a variety of sales  
incentive programs at any point in time, including: cash offers  
to dealers and consumers, lease subsidies which reduce  
the consumer’s monthly lease payment, or reduced financing  
rate programs offered to consumers.  
Sales under which the Group guarantees the minimum resale  
value of the product, such as in sales to certain rental car  
company customers, are accounted for similar to an operating  
lease in accordance with Emerging Issues Task Force (“EITF”)  
95-1, “Revenue Recognition on Sales with a Guaranteed Mini-  
mum Resale Value.” The guarantee of the resale value may take  
the form of an obligation by DaimlerChrysler to pay any defi-  
ciency between the proceeds the customer receives upon resale  
in an auction and the guaranteed amount or an obligation to  
reacquire the vehicle after a certain period of time at a set price.  
Gains or losses from resale of these vehicles are included in  
gross profit.  
The Group records as a reduction to revenue at the time of  
sale to the dealer the estimated impact of sales incentives pro-  
grams offered to dealers and consumers. This estimated im-  
pact represents the incentive programs offered to dealers and  
consumers as well as the expected modifications to these pro-  
grams in order for the dealers to sell their inventory.  
Revenue from operating leases is recognized on a straight-line  
basis over the lease term.  
Revenue from sales financing and finance lease receivables  
is recognized using the interest method. Recognition of revenue  
is generally suspended when a finance or lease receivable be-  
comes contractually delinquent for periods ranging from 60 to  
120 days.  
The Group offers extended, separately priced warranty con-  
tracts for certain products. Revenues from these contracts are  
deferred and recognized into income over the contract period  
in proportion to the costs expected to be incurred based on  
historical information. In circumstances in which there is insuffi-  
cient historical information, income from extended warranty  
contracts is recognized on a straight-line basis. A loss on these  
contracts is recognized in the current period if the sum of  
expected costs for services under the contract exceeds unearn-  
ed revenue.  
For transactions with multiple deliverables, such as when vehi-  
cles are sold with free service programs, the Group allocates  
revenue to the various elements based on their relative fair val-  
ues when criteria for separation are met.  
1
36  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Sales of receivables. The Group transfers significant amounts  
of automotive finance receivables in the ordinary course of  
business to trusts in “asset-backed securitizations” and “whole  
loan sales” and usually remains as servicer for a servicing fee.  
The accounting for securitized sold receivables is based upon  
the financial component approach that focuses on control  
according to the provisions of Statement of Financial Account-  
ing Standards (“SFAS”) 140, “Accounting for Transfers and Ser-  
vicing of Financial Assets and Extinguishment of Liabilities.”  
Income taxes. Current income taxes are determined based on  
respective local taxable income and tax rules. In addition,  
current income taxes include adjustments for uncertain tax pay-  
ments or tax refunds for periods not yet assessed. Deferred  
tax reflects the changes in deferred tax assets and liabilities ex-  
cept for changes recognized in other comprehensive loss.  
Deferred tax assets or liabilities are determined based on tem-  
porary differences between financial reporting and the tax  
basis of assets and liabilities including differences from consoli-  
dation, loss carry forwards and tax credits. Amortization of  
these differences or realization of loss carry forwards and tax  
credits are based on enacted local tax rules and tax rates.  
DaimlerChrysler recognizes a valuation allowance on deferred  
tax assets if it is more likely than not that the benefit from the  
deferred tax asset will not be realized.  
Servicing fees are recognized on a consistent yield basis over  
the remaining term of the related receivables sold.  
Gains and losses from the sale of finance receivables are recog-  
nized as revenues in the period in which the sale occurs. In  
determining the gain or loss for each qualifying sale of finance  
receivables, the investment in the receivable pool sold is allo-  
cated between the portion sold and the portion retained based  
upon their relative fair values.  
Discontinued Operations. The results of operations of dis-  
continued Group components and gains or losses from their dis-  
posal are each presented separately net of tax in the Group’s  
statement of income for all periods presented. A Group compo-  
nent is considered a discontinued operation if its operations  
and cash flows have been or will be eliminated from the ongoing  
activities of the Group as a result of the disposal transaction,  
the Group will not have any significant subsequent continuing  
involvement with the component, and the component can be  
clearly distinguished operationally and for financial reporting  
purposes. If not disposed of by the balance sheet date, to  
qualify as discontinued operations, a component must also meet  
the conditions to be classified as held for sale. Net assets  
of a discontinued Group component classified as held for sale  
are measured at the lower of its carrying amount or fair value  
less cost to sell. Gains from the sale of a discontinued Group  
component are recognized in the period realized and report-  
ed separately.  
Further information on the Group’s securitized sold receivables  
is included in Note 34.  
Estimated Credit Losses. DaimlerChrysler determines its allo-  
wance for credit losses based on an ongoing systematic review  
and evaluation performed as part of the credit-risk evaluation  
process. The evaluation performed considers historical loss ex-  
perience, the size and composition of the portfolios, current  
economic events and conditions, the estimated fair value and  
adequacy of collateral and other pertinent factors. Certain  
homogeneous loan portfolios are evaluated collectively, taking  
into consideration primarily historical loss experience adjust-  
ed for the estimated impact of current economic events and con-  
ditions, including fluctuations in the fair value and adequacy  
of collateral. Other receivables, such as wholesale receivables  
and loans to large commercial borrowers, are evaluated for  
impairment individually based on the fair value of the underlying  
collateral. Credit exposures deemed to be uncollectible are  
charged against the allowance for doubtful accounts. Daimler-  
Chrysler generally does not originate or purchase receivables  
for resale. Loans that are classified as held for sale are carried  
at the lower of cost or market when it is determined that mar-  
ket price for the loan represent the estimated future cash flows  
on the loan.  
Research and Development and Advertising. Research and  
development and advertising costs are expensed as incurred.  
Sales of Newly Issued Subsidiary Stock. Gains and losses re-  
sulting from the issuance of stock by a Group subsidiary to  
third parties that reduce DaimlerChrysler’s percentage owner-  
ship (“dilution gains and losses”) and DaimlerChrysler’s share  
of any dilution gains and losses reported by its investees  
accounted for under the equity method are recognized in the  
Group’s consolidated statement of income in the line item  
Other financial income (expense), net.”  
1
37  
Pension and Other Postretirement Plans. The measurement  
of pension and postretirement benefit liabilities is based upon  
the projected unit credit method in accordance with SFAS 87,  
Earnings Per Share. Basic earnings per share are calculated  
by dividing income from continuing operations and net income,  
respectively, by the weighted average number of shares out-  
standing. Diluted earnings per share reflect the potential dilu-  
tion that would occur if all securities and other contracts to  
issue ordinary shares were exercised or converted (see Note  
36).  
Employers’ Accounting for Pensions,” and SFAS 106, “Employ-  
ers’ Accounting for Postretirement Benefits Other Than Pen-  
sions,” respectively. As permitted under SFAS 87 and SFAS 106,  
changes in the amount of either the projected benefit obliga-  
tion (for pension plans), the accumulated benefit obligation (for  
other postretirement plans) or differences between actual and  
expected return on plan assets and from changes in assumptions  
can result in gains and losses not yet recognized in the Group’s  
consolidated financial statements. The expected return on  
plan assets is determined based on the expected long-term rate  
of return on plan assets and the fair value or market-related  
value of plan assets. Amortization of an unrecognized net gain  
or loss is included as a component of the Group’s net peri-  
odic benefit plan cost for a year if, as of the beginning of the year,  
that unrecognized net gain or loss exceeds 10 percent of  
the greater of (1) the projected benefit obligation (for pension  
plans) or the accumulated postretirement benefit obligation  
Goodwill and Other Intangible Assets. The Group accounts  
for all business combinations initiated after June 30, 2001,  
using the purchase method of accounting. Goodwill represents  
the excess of the cost of an acquired entity over the fair val-  
ues assigned to the assets acquired and the liabilities assumed  
after taking into consideration the types of acquired intan-  
gible assets that are required to be recognized and reported  
separately from goodwill.  
Goodwill acquired and intangible assets determined to have an  
indefinite useful life are not amortized, but instead are tested  
for impairment. DaimlerChrysler evaluates the recoverability of  
its goodwill at least annually or when significant events occur  
or there are changes in circumstances that indicate the fair val-  
ue of a reporting unit of the Group is less than its carrying val-  
ue. The Group determines the fair value of each of its reporting  
units by estimating the present value of their future cash flows.  
In addition, any recognized intangible asset determined to have  
an indefinite useful life is tested at least annually for impair-  
ment until its life is determined to no longer be indefinite. Intan-  
gible assets with estimable useful lives are valued at acquisition  
cost, are amortized on a straight-line basis over their res-  
pective estimated useful lives (2 to 10 years) to their estimated  
residual values, and are reviewed for impairment whenever  
events or changes in circumstances indicate that the carrying  
amount of the asset or asset group may not be recoverable.  
(
for other postretirement plans) or (2) the fair value or market-  
related value of that plan’s assets. In such case, the amount  
of amortization recognized by the Group is the resulting excess  
divided by the average remaining service period of active  
employees expected to receive benefits under the plan (see  
Note 25a).  
DaimlerChrysler elected retroactive application as of January 1,  
2
004, to account for subsidies provided under the Medicare  
Prescription Drug, Improvement and Modernization Act of 2003  
“Medicare Act”). Under certain conditions, the Medicare Act  
(
provides for subsidies related to postretirement healthcare ben-  
efits that reduce the accumulated postretirement benefit obli-  
gation (“APBO”) of companies in the United States. See Note  
2
5a for further information about the impact of the Medicare  
Act on the Group’s consolidated financial statements.  
1
38  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Property, Plant and Equipment. Property, plant and equipment  
is valued at acquisition or manufacturing costs plus the fair  
value of related asset retirement costs, if any and if reasonably  
estimable, less accumulated depreciation. Plant and equipment  
under capital leases are stated at the lower of present value  
of minimum lease payments or fair value less accumulated amor-  
tization. Depreciation expense is recognized using the straight-  
line method. The costs of internally produced equipment and  
facilities include all direct costs and allocable manufacturing  
overhead including depreciation charges as well as the fair val-  
ue of related asset retirement cost, if any. Costs of the con-  
struction of certain long-term assets include capitalized interest,  
which is amortized over the estimated useful life of the related  
asset. Property, plant and equipment are depreciated over the  
following useful lives:  
Impairment of Long-Lived Assets. Long-lived assets held  
and used, such as property, plant and equipment and purchased  
intangible assets subject to amortization, are reviewed for  
impairment whenever events or changes in circumstances indi-  
cate that the carrying amount of an asset or group of assets  
may not be recoverable. Recoverability of assets to be held and  
used is measured by comparing the carrying amount of an  
asset or asset group to the estimated future undiscounted cash  
flows expected to be generated by the asset or group of  
assets. If the carrying amount of an asset or group of assets  
exceeds its estimated future undiscounted cash flows, an  
impairment charge is recognized in the Group’s financial state-  
ments by the amount by which the carrying amount of the  
asset or group of assets exceeds fair value of the asset or group  
of assets.  
Assets and liabilities held for sale. Long-lived assets and  
disposal groups classified as held for sale (including discontin-  
ued operations) are disclosed separately. Long-lived assets  
held for sale are reported at the lower of the carrying amount or  
fair value less costs to sell, and are no longer depreciated.  
See Notes 4 and 10 for further information.  
Buildings  
10 to 50 years  
5 to 40 years  
3 to 30 years  
2 to 33 years  
Site improvements  
Technical equipment and machinery  
Other equipment, factory and office equipment  
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 to be realized in excess of one year  
has been disclosed.  
Leasing. Leasing includes all arrangements that transfer the  
right to use specified property, plant or equipment for a stated  
period of time, even if the right to use such property, plant  
or equipment is not explicitly described in an arrangement. The  
Group is a lessee of property, plant and equipment and lessor  
of equipment, principally passenger cars and commercial vehi-  
cles. All leases that meet certain specified criteria intended  
to represent situations where the substantive risks and rewards  
of ownership have been transferred to the lessee are accounted  
for as capital leases. All other leases are accounted for as  
operating leases. Rent expense on operating lease where the  
Group is lessee is recognized over the respective lease terms  
using the straight-line method. Equipment on operating leases  
where the Group is lessor is carried initially at its acquisition  
or production cost and is depreciated over the contractual term  
of the lease, using the straight-line method, to its estimated  
residual value. The estimated residual value is initially deter-  
mined using published third party information as well as projec-  
tions based on historical experience about expected resale  
values for the types of equipment leased.  
Inventories. Inventories are valued at the lower of acquisition  
or manufacturing cost or market, cost being generally deter-  
mined on the basis of an average or first-in, first-out method  
(“FIFO”). Certain of the Group’s U.S. inventories are valued  
using the last-in, first-out method (“LIFO”). Manufacturing costs  
comprise direct material and labor and applicable manufactur-  
ing overheads, including depreciation charges.  
1
39  
Marketable Securities and Investments. Securities and cer-  
tain investments are accounted for at fair value, if fair value  
is readily determinable. Unrealized gains and losses on trading  
securities, representing securities bought and held principally  
for the purpose of near term sales, are included in earnings.  
Unrealized gains and losses on available-for-sale securities are  
included as a component of accumulated other comprehensive  
loss, net of applicable taxes, until realized. All other securi-  
ties and investments are recorded at cost. A decline in value of  
any available-for-sale security or cost method investment below  
cost that is deemed to be other than temporary results in  
an impairment charge to earnings that reduces the carrying  
amount of the security or the cost method investment to  
fair value establishing a new cost basis.  
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 similar to available-for-sale securities,  
net of related income taxes as a component of accumulated  
other comprehensive loss until realized. The Group is not aware  
of an active market for the purchase or sale of retained inter-  
ests, and accordingly, determines the estimated fair value of  
the retained interests by discounting the estimated cash  
flow releases (the cash-out method) using a discount rate that  
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 sold, and forward yield  
curves based on trends in the economy.  
Valuation of Retained Interests in Securitized Sold Receiv-  
ables. DaimlerChrysler retains residual beneficial interests in  
certain pools of sold and securitized retail and wholesale  
finance receivables. The retained interest balance represents  
DaimlerChrysler’s right to receive collections on the transferred  
receivables in excess of amounts required by the securitiza-  
tion trust to pay the interest and principal to investors, servicing  
fees, and other required payments. The Group determines the  
value of its retained interests using discounted cash flow mod-  
eling upon the sale of receivables and at the end of each quarter.  
The valuation methodology considers historical and projected  
principal and interest collections on the securitized sold receiv-  
ables, expected future credit losses arising from the collection  
of the securitized sold receivables, and estimated repayment of  
principal and interest on notes issued to third parties and  
secured by the sold receivables.  
An impairment adjustment to the carrying value of the retain-  
ed interests is recognized in the period a decline in the estimat-  
ed cash flows below the cash flows inherent in the cost basis  
of an individual retained interest (the pool-by-pool method) is  
considered to be other than temporary. Other than temporary  
impairment adjustments are generally recorded as a reduction  
of revenue.  
Cash Equivalents. The Group’s liquid assets are recorded  
under various balance sheet captions as more fully described in  
Note 21. For purposes of the consolidated statements of  
cash flows, the Group considers those highly liquid instru-  
ments with original maturities of three months or less to be  
cash equivalents.  
Derivative Instruments and Hedging Activities. Daimler-  
Chrysler uses derivative financial instruments such as forward  
contracts, swaps, options, futures, swaptions, forward rate  
agreements, caps and floors for hedging purposes. The account-  
ing of derivative instruments is based upon the provisions of  
SFAS 133, “Accounting for Derivative Instruments and Hedging  
Activities,” as amended. On the date a derivative contract is  
entered into, DaimlerChrysler designates the derivative as either  
a hedge of the fair value of a recognized asset or liability or of  
an unrecognized firm commitment (fair value hedge), a hedge of  
a forecasted transaction or the variability of cash flows to be  
received or paid related to a recognized asset or liability (cash  
flow hedge), or a hedge of a net investment in a foreign opera-  
tion. DaimlerChrysler recognizes all derivative instruments as  
assets or accrued liabilities on the balance sheet and measures  
them at fair value, regardless of the purpose or intent for hold-  
1
40  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
ing them. Changes in the fair value of derivative instruments are  
recognized periodically either in earnings or stockholders’ equi-  
ty, as a component of accumulated other comprehensive loss,  
depending on whether the derivative is designated as a hedge  
of changes in fair value or cash flows. For derivatives designat-  
ed as fair value hedges, changes in fair value of the hedged  
item and the derivative are recognized currently in earnings.  
For derivatives designated as cash flow hedges, fair value  
changes of the effective portion of the hedging instrument are  
recognized in accumulated other comprehensive loss on  
the balance sheet, net of applicable taxes, until the hedged item  
is recognized in earnings. The ineffective portions of the fair  
value changes are recognized in earnings immediately. Deriva-  
tives not meeting the criteria for hedge accounting are marked  
to market and impact earnings. SFAS 133 also requires that  
certain derivative instruments embedded in host contracts be  
accounted for separately as derivatives.  
The accrued liability for expected warranty-related costs is  
established when the product is sold, upon lease inception, or  
when a new warranty program is initiated. Estimates for accrued  
warranty costs are primarily based on historical experience.  
Because portions of the products sold and warranted by the  
Group contain parts manufactured (and warranted) by suppliers,  
the amount of warranty costs accrued also contains an esti-  
mate of recoveries from suppliers.  
The accrued liability for sales incentives is based on the esti-  
mated cost of the sales incentive programs and the number of  
vehicles held in dealers’ inventory. The majority of vehicles  
held in dealers’ inventory are sold to consumers within the next  
quarter and the sales incentives accrued liability is adjusted  
to reflect recent actual experience.  
In accordance with Financial Accounting Standards Board  
(
“FASB”) Interpretation (“FIN”) 45, “Guarantor’s Accounting and  
Further information on the Group’s financial instruments is  
included in Note 33.  
Disclosure Requirements for Guarantees, Including Indirect  
Guarantees of Indebtedness of Others – an interpretation of  
FASB Statements No. 5, 57 and 107 and rescission of FASB  
Interpretation No. 34” DaimlerChrysler recognizes, at inception  
of a guarantee, a liability for the fair value of the non-contin-  
gent portion of the obligation due to the issuance of the guaran-  
tee. DaimlerChrysler applies these provisions for guarantees  
issued or modified after December 31, 2002. If performance  
under the guarantee is probable and the amount can be reason-  
ably estimated, a liability for the contingent obligation is re-  
cognized for any guarantee regardless of its date of issuance.  
Further information on the Group’s obligations under guaran-  
tees is included in Note 25b and 32.  
Commitments and Contingencies. Liabilities for loss contin-  
gencies are recorded when it is probable that a liability to third  
parties has been incurred and the amount can be reasonably  
estimated. Liabilities for loss contingencies are regularly adjust-  
ed as further information develops or circumstances change.  
DaimlerChrysler records the fair value of an asset retirement  
obligation in the period in which it incurs a legal obligation asso-  
ciated with the retirement of tangible long-lived assets and  
subsequently adjusts the carrying amount for changes in expect-  
ed cash flows and the passage of time.  
Deposits from Direct Banking Business. Demand deposit  
accounts are classified as financial liabilities. Interest paid on  
demand deposit accounts is recognized in cost of sales as  
incurred.  
1
41  
Stock-Based Compensation. DaimlerChrysler adopted the  
fair value recognition provisions of SFAS 123, “Accounting for  
Stock-Based Compensation,” prospectively to all employee  
awards granted, modified, or settled after January 1, 2003.  
Compensation expense for all stock-options granted after De-  
cember 31, 2002, has been measured principally at the grant  
date based on the fair value of the equity award using a modi-  
fied Black-Scholes option-pricing model. Compensation expense  
is recognized over the employee service period with an offset-  
ting credit to equity (paid-in capital). DaimlerChrysler options  
granted prior to January 1, 2003, continue to be accounted for  
using the intrinsic value based approach under Accounting  
Principles Board Opinion (“APB”) No. 25, “Accounting for Stock  
Issued to Employees,” and related Interpretations. Compensa-  
tion expense under APB 25 was measured at the grant date  
based on the difference between the strike price of the equity  
award and the fair value of the underlying stock as of the date of  
grant. The following table illustrates the effect on net income  
and earnings per share if the fair value based method had been  
applied to all outstanding and unvested awards in each period.  
New Accounting Standards Not Yet Adopted. In December  
2004 the FASB issued SFAS 123 (revised 2004), “Share-Based  
Payment” (“SFAS 123R”). SFAS 123R establishes the account-  
ing for transactions in which an entity exchanges its equity  
instruments for goods or services. SFAS 123R also addresses  
transactions in which an entity incurs liabilities in exchange  
for goods or services that are based on the fair value of the enti-  
ty’s equity instruments or that may be settled by the issuance  
of those equity instruments. Equity-classified awards are meas-  
ured at grant date fair value and are not subsequently remea-  
sured. Liability-classified awards are remeasured to fair value at  
each balance sheet date until the award is settled. SFAS 123R  
originally applied to all awards granted after July 1, 2005, and to  
awards modified, repurchased or cancelled after that date.  
The effective date of SFAS 123R was deferred by an SEC Rule  
until the beginning of the first annual period beginning after  
June 15, 2005. DaimlerChrysler will adopt SFAS 123R as of Jan-  
uary 1, 2006, using a modified version of prospective applica-  
tion. DaimlerChrysler expects the cumulative effect from the  
adoption of SFAS 123R to increase expense by €9 million in the  
first quarter of 2006.  
Year ended December 31,  
In June 2005 the FASB ratified EITF 05-5, “Accounting for Early  
Retirement or Postemployment Programs with Specific Features  
(
in millions of €)  
Net income  
2005  
2004  
2003  
(
Such As Terms Specified in Altersteilzeit Early Retirement  
2,846  
2,466  
448  
Arrangements).” EITF 05-5 provides guidance on the accounting  
for the German Altersteilzeit (“ATZ”) early retirement program  
and other types of benefit arrangements with the same or simi-  
lar terms. The ATZ program is an early retirement program in  
Germany designed to create an incentive for employees within  
a certain age group, to transition from full or part-time employ-  
ment into retirement before their legal retirement age. The  
ATZ program provides the employee with a bonus which is reim-  
bursed by subsidies from the German government if certain  
conditions are met. According to EITF 05-5, the bonuses provid-  
ed by the employer should be accounted for as postemployment  
benefits under SFAS 112, “Employer’s Accounting for Post-  
retirement Benefits,” with compensation cost recognized over  
the remaining service period beginning when the individual  
agreement is signed by the employee and ending when the  
active service period ends. The government subsidy should be  
recognized when the employer meets the necessary criteria and  
is entitled to the subsidy. The effect of applying EITF 05-5  
should be recognized prospectively as a change in accounting  
estimate in fiscal years beginning after December 15, 2005.  
DaimlerChrysler expects the adoption of EITF 05-5 to result in  
income after taxes of approximately €0.1 billion from the reduc-  
tion of the related provision that will be recognized in the  
income of the first quarter 2006 in the Group’s consolidated  
financial statements.  
Add: Stock-based employee  
compensation expense included in  
reported net income, net of related  
tax effects  
57  
81  
81  
Deduct: Total stock-based  
employee compensation expense  
determined under fair value based  
method for all awards, net of  
related tax effects  
(59)  
(113)  
2,434  
(164)  
365  
Pro forma net income  
2,844  
Earnings per share (in €)  
Basic  
2.80  
2.80  
2.80  
2.79  
2.43  
2.40  
2.43  
2.40  
0.44  
0.36  
0.44  
0.36  
Basic – pro forma  
Diluted  
Diluted – pro forma  
Further information on stock-based compensation is included in  
Note 24.  
1
42  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
2
. Scope of Consolidation and Certain Variable Interest  
Variable Interest Entities. DaimlerChrysler applied the provi-  
Entities  
sions of FIN 46R to special purpose entities as of December 31,  
2
003, and to all other entities as of March 31, 2004. The imple-  
Scope of Consolidation. DaimlerChrysler comprises, besides  
DaimlerChrysler AG, 494 (2004: 485) German and non-  
German subsidiaries as well as 4 (2004: 4) companies (variable  
interest entities) that have been consolidated in accordance  
with the requirements of FASB Interpretation No. 46 (revised  
December 2003) “Consolidation of Variable Interest Entities”  
mentation of FIN 46R resulted in the consolidation of several  
leasing arrangements that were off-balance in the past and  
qualify as special purpose entities as defined in FIN 46R. Daimler-  
Chrysler is the primary beneficiary of those structures and,  
accordingly, consolidated them effective December 31, 2003.  
Under the leasing arrangements, variable interest entities were  
established which raised funds by issuing either debt or equity  
securities to third party investors. The variable interest entities  
used the debt and equity proceeds to purchase property and  
equipment, which is leased by the Group and used in the normal  
course of business. At the end of the lease term, Daimler-  
Chrysler generally has the option to purchase the property and  
equipment or re-lease the property and equipment under new  
terms. Total assets of those consolidated entities amount to  
€0.5 billion and €0.7 billion and total liabilities amount to €0.7  
billion and €0.8 billion as of December 31, 2005 and 2004,  
respectively. The cumulative effect of consolidating these spe-  
cial purpose entities on the Group’s consolidated statement  
of income in 2003 was €(30) million, net of taxes of €35 million  
(€(0.03) per share). The assets consist primarily of property,  
plant and equipment that generally serves as collateral for the  
entities’ long-term borrowings. The creditors of these entities  
do not have recourse to the general credit of the Group, except  
to the extent of guarantees provided.  
(
“FIN 46R”). A total of 96 (2004: 105) companies are accounted  
for in the consolidated financial statements using the equity  
method of accounting. During 2005, 18 subsidiaries were  
included in the consolidated financial statements for the first  
time. A total of 9 subsidiaries were no longer included in the  
consolidated group. The effects of changes in the Group’s con-  
solidated balance sheets and the consolidated statements of  
income, if material, are explained further in the notes to the con-  
solidated financial statements. In addition, 3 (2004: 3) compa-  
nies administering pension funds whose assets are subject to  
restrictions have not been included in the consolidated financial  
statements. The impact of non-consolidated subsidiaries (affili-  
ated companies) and investments that were not accounted  
for using the equity method of accounting (associated compa-  
nies) on the consolidated financial position, results of opera-  
tions or cash flows of the Group was neither material for indi-  
vidual companies nor in the aggregate.  
In addition, DaimlerChrysler has equity or other variable inter-  
ests in a number of other variable interest entities where it  
is not the primary beneficiary. Among these entities are Toll  
Collect, multi-seller bank conduits, and other variable interest  
entities. Note 3 provides disclosure about the Group’s involve-  
ment in Toll Collect, while multi-seller bank conduits are dis-  
cussed in Note 34. DaimlerChrysler’s aggregate maximum expo-  
sure to loss arising from its investments in the other variable  
interest entities was €0.4 billion as of December 31, 2005.  
1
43  
3
. Significant Equity Method Investments  
The carrying amount of DaimlerChrysler’s investment in EADS  
at December 31, 2005 and 2004 was €3,564 million and €3,854  
million, respectively. DaimlerChrysler’s share of the underly-  
ing reported net assets of EADS exceeded the carrying value of  
DaimlerChrysler’s investment at December 31, 2005 and  
2004, by €1,899 million, primarily as a result of the impairment  
recognized in the third quarter of 2003. The market value at  
December 31, 2005, of DaimlerChrysler’s investment in EADS  
based on quoted market prices was €8,507 million.  
EADS. At December 31, 2005, the European Aeronautic Defence  
and Space Company EADS N.V. (“EADS”) was the most  
significant investment accounted for under the equity method.  
The Group’s legal ownership percentage in EADS as of De-  
cember 31, 2005, was 30%.  
On July 7, 2004, DaimlerChrysler entered into a securities lend-  
ing agreement with Deutsche Bank AG concerning 22,227,478  
EADS shares (3% of the voting stock). The securities lending  
has several tranches with terms ranging between three and  
four years. As collateral, DaimlerChrysler received a lien on a  
securities account of equivalent value as the shares loaned by  
DaimlerChrysler. Because this transaction does not meet  
the criteria of a sale, the loaned shares continue to be carried  
as investments on the balance sheet and, accordingly, our  
proportionate share of EADS’ income is still accounted at a per-  
centage of 33%.  
The following table presents summarized U.S. GAAP financial  
information for EADS, which was the basis for applying the equi-  
ty method in the Group’s consolidated financial statements:  
EADS  
(in millions of €)  
2005  
2004  
2003  
Income statement information 1  
Revenues  
32,542  
980  
30,977  
753  
27,650  
348  
As of September 30, 2003, DaimlerChrysler determined that  
the decline in fair value below the carrying value of its investment  
in EADS was other than temporary. To evaluate the fair value  
of the investment the Group used the market price of a share  
of EADS common stock, multiplied by the number of shares  
owned. In making that determination, DaimlerChrysler consider-  
ed the duration and severity of the decline and the reasons  
for the decline. Although EADS is involved in a variety of busi-  
nesses, it is primarily an aircraft manufacturer because of its  
Airbus division, which manufactures commercial aircraft and rep-  
resents more than 60 % of EADS’ revenues. As a consequence,  
EADS’ share price declined as a result of the negative outlook  
for the airline industry in the aftermath of the terrorist attacks  
at September 11, 2001, the outbreak of the SARS disease, the  
war in Iraq and the decline of the U.S. dollar compared to the  
euro which further depressed market participants’ expectations  
for the commercial airline industry. Consequently, Daimler-  
Chrysler reduced the carrying value of its investment in EADS  
by €1.96 billion to its market value, based on the quoted mar-  
ket price, which approximated €3.5 billion at that time. As a  
result of the impairment a new cost basis was established.  
Net income  
Balance sheet information 2  
Fixed assets  
32,462  
36,935  
69,397  
29,331  
34,525  
63,856  
Non-fixed assets  
Total assets  
Stockholders’ equity  
Minority interests  
Accrued liabilities  
Other liabilities  
16,557  
1,811  
17,434  
1,971  
10,825  
40,204  
9,299  
35,152  
Total liabilities and stockholders’  
equity  
69,397  
63,856  
1
2
For the period October 1 to September 30.  
Balance sheet information as of September 30.  
DaimlerChrysler’s equity in the earnings or losses of EADS  
was €324 million, €249 million and €(1,845) million in 2005,  
2
004 and 2003, respectively, including investor-level adjust-  
ments. DaimlerChrysler’s equity in the earnings or losses of  
EADS is shown in the Group’s statements of income within  
Financial income (expense), net,” except for the other than  
temporary impairment of €1,960 million in 2003, which is  
included in a separate caption within “financial income  
(
expense), net.”  
1
44  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
MMC. On April 22, 2004, the Board of Management and the  
Supervisory Board of DaimlerChrysler AG decided to withdraw  
from providing any financial support to Mitsubishi Motors  
Corporation (“MMC”) and not to participate in a recapitalization  
of MMC anticipated to occur in July 2004. At the time of this  
decision, DaimlerChrysler held 37% of MMC’s voting stock and  
was represented by 3 of the 8 (37.5%) of the members of MMC’s  
board of directors.  
Furthermore, all executive officers appointed by Daimler-  
Chrysler resigned and all other DaimlerChrysler expatriates,  
in total more than 50 managers that were assigned to this  
investee, left MMC prior to June 30, 2004, and returned to  
DaimlerChrysler. Even prior to the June 29, 2004 shareholder  
meeting, an announcement was made on May 24, 2004 inform-  
ing MMC employees that DaimlerChrysler’s assignees had  
been released from their managerial responsibilities and had  
delegated their responsibilities to other managers, none of  
whom were related to DaimlerChrysler.  
Between DaimlerChrysler’s Board vote on April 22, 2004, and  
the MMC shareholder meeting on June 29, 2004, MMC worked  
with its other significant shareholders, lenders and potential  
investors on a restructuring plan that included a recapitalization  
of MMC which was presented for vote at the June 29 sharehold-  
er meeting. DaimlerChrysler was not party to those discussions  
nor did DaimlerChrysler participate in any of the measures  
set forth in the restructuring plan; however, DaimlerChrysler’s  
concurrence to the measures was required as its ownership  
level at such time provided it with veto powers.  
Based on the factors outlined above, DaimlerChrysler lost its  
ability to significantly influence MMC’s operating and financial  
policies. Consequently, as of the annual shareholders’ meeting  
of MMC on June 29, 2004, DaimlerChrysler ceased to account  
for its investment in MMC using the equity method and has  
accounted for MMC shares as a marketable security at fair val-  
ue until the disposition of such shares (see Note 20).  
Through June 29, 2004, the results from MMC were included  
in the Group’s consolidated statements of income using the  
equity method of accounting. The Group’s proportionate share  
in the negative results of MMC through June 29, 2004 and  
2003, was €(655) million and €(281) million, respectively. The  
amount for 2004 includes the effects from the dilution of  
the Group’s interest in MMC of €(135) million and related real-  
ized gains from currency hedging of the net investment of  
€195 million (after tax €120 million). These effects from the  
dilution as well as these realized gains from currency hedging are  
reflected in DaimlerChrysler’s consolidated statement of in-  
come in the line item “financial income (expense), net”.  
On June 29, 2004, the shareholders of MMC approved the  
restructuring plan which resulted in a new investor obtaining a  
33.3% interest in MMC’s voting stock, thereby becoming MMC’s  
largest shareholder, and in the issuance of three classes of  
convertible preferred instruments to other investors and some  
existing MMC shareholders (not including DaimlerChrysler).  
The new investor that acquired a 33.3% voting interest entered  
into a contractual agreement with MMC that awarded it the  
unilateral right to make significant operating decisions. In addi-  
tion, the new shareholder acted in concert with other large  
institutional shareholders who together with the new sharehold-  
er own a majority of the voting stock. Accordingly, such Japan-  
ese shareholder groups who acted in concert in the recapitaliza-  
tion were in a position to control MMC.  
In November 2005, DaimlerChrysler sold all of its MMC shares  
for €970 million in cash. Due to the gain on that sale, Daimler-  
Chrysler’s financial income and net income for 2005 increased  
by €681 million and €502 million, respectively.  
The MMC board of directors was comprised of 12 board mem-  
bers in total, with DaimlerChrysler’s board representation re-  
duced to 2 board members (16.7%) which did no longer enable  
DaimlerChrysler to block or veto any matters coming to a vote  
at board level.  
The following table presents summarized U.S. GAAP financial  
information for MMC, which was the basis for applying the equi-  
ty method in the Group’s consolidated financial statements:  
DaimlerChrysler’s ownership interest in voting stock was diluted  
from 37.0% to 24.7% in the second quarter of 2004. The dilution  
below one-third was significant because Japanese laws require a  
one-third minimum quorum to afford shareholder protective  
rights, e.g. in cases of the dissolution of the company, the sale  
of all or substantial part of the business of the company, or  
agreements to merge with other companies. As a result, Daimler-  
Chrysler no longer had the blocking and veto rights that  
DaimlerChrysler believes are essential to exercise significant  
influence by ownership interest. DaimlerChrysler surrendered  
significant rights by agreeing not to oppose the restructuring  
plan. Upon conversion of the mandatory convertible preferred  
instruments issued to other MMC investors, DaimlerChrysler’s  
interest in MMC’s voting stock would have been further diluted  
to below 11%.  
MMC  
(in millions of €)  
2004  
2003  
Income statement information1  
Revenues  
9,858  
27,129  
(759)  
Net loss  
(1,730)  
1 2004 for the period October 1, 2003 to March 31, 2004;  
2003 for the period October 1, 2002 to September 30, 2003, respectively.  
1
45  
Toll Collect. In 2002, our subsidiary DaimlerChrysler Financial  
Services AG (formerly DaimlerChrysler Services AG), Deutsche  
Telekom AG and Compagnie Financiere et Industrielle des  
Autoroutes S.A. (Cofiroute) contracted with the Federal Repub-  
lic of Germany to develop and, within a joint venture company,  
install and operate a system for electronic collection of tolls  
from all commercial vehicles over 12t GVW using German high-  
ways. DaimlerChrysler Financial Services AG and Deutsche Tele-  
kom AG each hold a 45% equity interest and Cofiroute holds  
the remaining 10% equity interest in both the consortium (Toll  
Collect GbR) and the joint venture company (Toll Collect GmbH)  
During the construction period of the toll collection system,  
the most significant assumptions used in accounting for the in-  
vestment in Toll Collect related to the launch date of the toll  
collection system, the estimated cost to design and construct the  
system, and the operation of the system.  
According to the Operating Agreement, the toll collection sys-  
tem was to be operational no later than August 31, 2003. After  
a delay in the launch date of the toll collection system, which  
resulted in a loss of revenue for Toll Collect and in payments of  
contractual penalties for delays, the toll collection system was  
introduced on January 1, 2005, with on-board units that allowed  
for slightly less than full technical performance in accordance  
with the technical specification (phase 1). On January 1, 2006,  
the toll collection system was installed and started to operate  
with full effectiveness as specified in the Operating Agreement  
(phase 2). On December 20, 2005 Toll Collect GmbH received a  
preliminary operating permit as specified in the Operating  
Agreement. Toll Collect GmbH expects to receive a final operat-  
ing permit in April 2006. Failure to obtain the final operating  
permit by January 1, 2007, at the latest, may lead to termina-  
tion of the operating agreement by the Federal Republic of  
Germany.  
(
together “Toll Collect”). DaimlerChrysler accounts for its 45%  
ownership interest in Toll Collect using the equity method of  
accounting. The Group has a significant variable interest in Toll  
Collect, a variable interest entity, but determined that it is not  
the primary beneficiary and therefore not required to consolidate  
Toll Collect. In the operating agreement, each of the consortium  
members (including DaimlerChrysler Financial Services AG) has  
provided guarantees supporting the obligations of Toll Collect  
GmbH towards the Federal Republic of Germany. These guaran-  
tees are described in more detail below. Cofiroute’s risks and  
obligations are limited to €70 million. DaimlerChrysler Financial  
Services AG and Deutsche Telekom AG are jointly obliged to  
indemnify Cofiroute for amounts exceeding this limitation.  
With the successful start of phase 1, for the period beginning  
January 1, 2005, Toll Collect GmbH received remuneration for  
the infrastructure and the operation of the toll collection system  
from the Federal Republic of Germany. Certain immaterial  
penalties have been set off from the remuneration by the Feder-  
al Republic of Germany. According to the implementation  
agreement of April 23, 2004, the Federal Republic of Germany  
paid Toll Collect GmbH only 95% of the fees which would other-  
wise had been payable under the Operating Agreement due to  
the slightly reduced technical functionality during phase 1.  
The following table presents summarized U.S. GAAP financial  
information for Toll Collect, which was the basis for applying  
the equity method in the Group’s consolidated financial state-  
ments:  
Toll Collect  
(
in millions of €)  
2005  
2004  
2003  
Income statement information for  
the year  
Failure to perform various obligations under the Operating  
Agreement may result in penalties, additional revenue reduc-  
tions and damage claims that could become significant over  
time. However, penalties and revenue reductions are capped at  
Revenues  
Net loss  
522  
(143)  
(1,071)  
(206)  
Balance sheet information  
as of December 31  
75 million per year until September 30, 2006, at €150 million  
per year thereafter until the final operating permit has been  
issued, and at €100 million per year following issuance of the  
final operating permit. These cap amounts are subject to a 3%  
increase for every year of operation.  
Noncurrent assets  
Current assets  
Total assets  
457  
467  
924  
458  
77  
535  
Equity  
(789)  
38  
(934)  
1,173  
296  
Noncurrent liabilities  
Current liabilities  
Total liabilities and equity  
1,675  
924  
535  
1
46  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
During phase 1 any offsetting with claims of the Federal Repub-  
lic of Germany stemming from the period before January 1,  
– Equity Maintenance Undertaking. The consortium members  
have the obligation to contribute, on a joint and several basis,  
additional funds to Toll Collect GmbH as may be necessary for  
Toll Collect GmbH to maintain a minimum equity (based on  
German Commercial Code accounting principles) of 15% of  
total assets (so called “Equity Maintenance Undertaking”).  
This obligation will terminate on August 31, 2015, when the  
Operating Agreement expires, or earlier if the agreement is  
terminated. Such obligation may arise if Toll Collect GmbH is  
subject to revenue reductions caused by underperformance,  
if the Federal Republic of Germany is successful in claiming  
lost revenues against Toll Collect GmbH for any period the  
system was not fully operational or if Toll Collect GmbH incurs  
penalties that may become payable under the above men-  
tioned agreements. If such penalties, revenue reductions and  
other events reduce Toll Collect GmbH’s equity to a level  
that is below the minimum equity percentage agreed upon,  
the consortium members are obligated to fund Toll Collect  
GmbH’s operations to the extent necessary to reach the  
required minimum equity.  
2
005, including contractual penalties and damages, was exclud-  
ed. The exclusion of offsetting according to the implementa-  
tion agreement does not cover damages and contractual penal-  
ties arising with the beginning of phase 1. In phase 2 there  
are no limitations to offsetting by the Federal Republic of Ger-  
many. In case of any offsetting Toll Collect GmbH insofar may  
not receive remuneration. In case of offsetting, the consortium  
members may be required to provide Toll Collect GmbH with  
sufficient liquidity.  
The Operating Agreement calls for submission of all disputes  
related to the toll collection system to arbitration. The Federal  
Republic of Germany has initiated arbitration proceedings  
against DaimlerChrysler Financial Services AG, Deutsche Tele-  
kom AG and the consortium. According to the statement of  
claims received in August 2005, the Federal Republic of Germany  
is seeking damages, including contractual penalties and reim-  
bursement of lost revenues that allegedly arose from delays in  
the operability of the toll collection system. See Note 31 for  
additional information.  
While DaimlerChrysler’s maximum future obligation resulting  
from the guarantee of the bank loan can be determined (€600  
million), the Group is unable to accurately estimate its maxi-  
mum exposure to loss resulting from the guarantee of obliga-  
tions and the guarantee in form of the equity maintenance  
undertaking due to the various uncertainties described above.  
Therefore, in addition to the maximum exposure from the  
guarantee of the bank loan and the risks already provided for  
under the established accruals, the Group’s exceeding maxi-  
mum exposure to loss could be material.  
Each of the consortium members (including DaimlerChrysler  
Financial Services AG) have provided guarantees supporting the  
obligations of Toll Collect GmbH towards the Federal Republic  
of Germany relating to the completion and operation of the toll  
collection system, which are subject to specific triggering  
events. In addition, DaimlerChrysler AG has guaranteed bank  
loans obtained by the consortium. The guarantees are describ-  
ed in detail below:  
Guarantee of bank loan. DaimlerChrysler AG issued a guaran-  
tee to third parties up to a maximum amount of €600 million,  
which represents a 50% share of security to bank loans  
obtained by the consortium.  
debis AirFinance. In November 1995, DaimlerChrysler assumed  
a 45% equity ownership interest in debis AirFinance B.V. (“dAF”),  
an Amsterdam registered Private Limited Liability Company  
that was established for purposes of leasing aircraft and related  
technical equipment to airlines and financial intermediaries.  
Several banks held the remaining ownership interests in dAF.  
DaimlerChrysler held significant variable interests in dAF, a  
variable interest entity, but determined that it was not the pri-  
mary beneficiary and therefore not required to consolidate  
dAF. DaimlerChrysler’s involvement with dAF consisted primari-  
ly of its equity interest and also subordinated loans receivable  
and unsecured loans provided to dAF. In the fourth quarter of  
Guarantee of obligations. Towards the Federal Republic of Ger-  
many the consortium members have jointly and severally  
guaranteed the obligations of Toll Collect GmbH resulting  
from the operating agreement concerning the delivery and  
operation of the toll collection system. This guarantee expires  
one year after the successful launch of the completed toll  
collection system which we expect in April 2006.  
2
004, DaimlerChrysler recorded impairment charges of €222  
million relating to its investment which were based on esti-  
mates of the fair value of DaimlerChrysler’s proportionate share  
of dAF’s underlying equity and of the loans provided to dAF.  
1
47  
In June 2005, as part of the Group’s ongoing strategy to focus  
on its core automotive business, DaimlerChrysler sold its 45%  
equity interest in dAF and its outstanding subordinated loans  
receivable and unsecured loans to dAF for €325 million in  
cash to Cerberus Capital Management, L.P., subject to indemni-  
fication for exposures incurred prior to the sale up to a maxi-  
mum of $30 million. The sale did not have a material impact on  
the Group’s net income.  
Subsequent to DaimlerChrysler’s acquisition of a controlling  
interest in MFTBC, a number of quality problems concerning  
MFTBC vehicles spanning production years since July 1974  
were identified. During the second and third quarters of 2004,  
DaimlerChrysler was able to comprehensively assess those  
quality issues and define necessary technical solutions and a  
course of action to implement them. The estimates of cost in  
the interim periods of 2004 were based on the status of the  
investigation and DaimlerChrysler’s best estimate of the proba-  
ble costs to be incurred to address and remedy the identified  
quality issues.  
Prior to the sale, DaimlerChrysler accounted for its investment  
in dAF using the equity method of accounting.  
Of the €1.1 billion quality costs recorded in 2004 by MFTBC,  
(i) €0.1 billion was recognized in “Financial income (expense),  
net” in the statement of income representing DaimlerChrysler’s  
proportionate share of the results of MFTBC, which was in-  
cluded on a one month lag relating to amounts attributed to re-  
finements to estimates that were made before MFTBC was  
fully consolidated, (ii) €0.7 billion to cost of sales representing  
the sum of the 43% attributed to the March 2003 investment  
(for which the purchase price allocation period was closed)  
and the 35% of the costs attributed to minority shareholders of  
MFTBC; (iii) €0.2 billion to goodwill attributed to the 22% inter-  
est acquired in 2004; and (iv) €0.1 billion to deferred tax assets.  
4
. Acquisitions and Dispositions  
Acquisitions  
MFTBC. On March 14, 2003, as part of the Group’s global com-  
mercial vehicle strategy, DaimlerChrysler acquired from MMC  
a 43% non-controlling interest in Mitsubishi Fuso Truck and Bus  
Corporation (“MFTBC”) for €764 million in cash plus certain  
direct acquisition costs. MFTBC is involved in the development,  
design, manufacture, assembly and sale of small, mid-size and  
heavy-duty trucks and buses, primarily in Japan and other  
Asian countries. Also, on March 14, 2003, ten Mitsubishi Group  
companies entered into a separate share sale and purchase  
agreement with MMC pursuant to which they purchased from  
MMC 15% of MFTBC’s shares for approximately €266 million  
in cash. On March 18, 2004, DaimlerChrysler acquired from MMC  
an additional 22% interest in MFTBC for €394 million in cash,  
thereby reducing MMC’s interest in MFTBC to a non-controlling  
DaimlerChrysler assigned €95 million of the aggregate prelimi-  
nary purchase price to registered trademarks that are not  
subject to amortization, €81 million to technology with a useful  
life of 10 years, €49 million to other identifiable intangible  
assets and €14 million to acquired in-process R&D that was ex-  
pensed in the periods the investments were made. In addition,  
DaimlerChrysler assigned €6,206 million to tangible assets  
acquired and €5,469 million to liabilities assumed. The remain-  
ing €275 million was allocated to goodwill of the Commercial  
Vehicles segment and is not expected to be deductible for tax  
purposes.  
2
0%. The aggregate amount paid by DaimlerChrysler for its 65%  
controlling interest in MFTBC was €1,251 million, consisting  
of consideration paid plus direct acquisition costs in 2003 and  
2
004 (€770 million and €394 million, respectively), plus a  
re-allocation of €87 million of the initial purchase price of MMC  
pertaining to MFTBC and previously included in the Group’s  
investment in MMC, which was an equity method investee of  
DaimlerChrysler when the business combination with MFTBC  
was consummated. DaimlerChrysler has included the consoli-  
dated results of MFTBC beginning at the consummation date in  
the Group’s Commercial Vehicles segment. Prior to then, the  
Group’s proportionate share of MFTBC’s results was included in  
the Commercial Vehicles segment using the equity method of  
accounting (see also Note 35).  
1
48  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
During the first quarter of 2005, MFTBC finished investigating  
the product quality reports and finalized its conclusions  
about the issues that required action. The level of information  
reached during this process enabled DaimlerChrysler to refine  
its estimate of the probable cost and an additional amount  
of €5 million was recorded in the first quarter of 2005. MFTBC  
expects to be able to complete the majority of the field cam-  
paigns by the end of the first quarter of 2006.  
Dispositions  
Off-Highway business. In September 2005, DaimlerChrysler  
acquired the 11.65% interest in MTU Friedrichshafen GmbH  
(“MTU-F”) held by minority shareholders for €171 million in cash,  
including direct transaction costs. DaimlerChrysler has subse-  
quently owned 100% of the MTU-F shares. As a result of this  
transaction, DaimlerChrysler recorded a preliminary goodwill of  
€134 million that was allocated to goodwill of the Other Activi-  
ties segment.  
Under the two share purchase agreements under which Daimler-  
Chrysler acquired 43% and 22%, respectively, of MFTBC  
shares, DaimlerChrysler had the right to a price adjustment if  
the warranty reserve recorded on the books of MFTBC proved  
to be inadequate. Negotiations with MMC resulted in a settle-  
ment agreement on March 4, 2005, in which the parties agreed  
on such a price adjustment. Under the terms of the settlement  
agreement, DaimlerChrysler received (i) MMC’s remaining 20%  
stake in MFTBC, (ii) a cash payment of €72 million, (iii) promis-  
sory notes having an aggregate face value of €143 million,  
payable in four equal installments over the next four years and  
On December 27, 2005, as part of the Group’s ongoing strategy  
to focus on its core automotive business, DaimlerChrysler ent-  
ered into a share sale and purchase agreement with the Swedish  
investor group EQT regarding the sale of a major portion of its  
Off-Highway Business Unit, including the MTU-F Group and the  
Off-Highway activities of Detroit Diesel Corporation. The sale  
price, which still has to be determined finally, is based on an  
enterprise value of €1,600 million which is subject to adjust-  
ments for cash, debts, pensions and a standardized net working  
capital.  
(iv) certain other assets and rights pertaining to the distribution  
of MFTBC products in one Asian market. The parties also  
clarified the terms of their cooperation under other, ongoing  
agreements. The fair value assigned to the consideration re-  
ceived from MMC was €0.5 billion and has been allocated to  
income and goodwill consistent with DaimlerChrysler’s account-  
ing for the quality issues subsequent to the business combina-  
tion. Accordingly, €0.3 billion was recognized as a reduction  
of cost of sales in the first quarter of 2005 based on Daimler-  
Chrysler’s proportionate after-tax loss recorded in the second  
and third quarter of 2004 relating to quality measures and €0.2  
billion was recognized as reduction of goodwill.  
The closing of the transaction, which is expected to occur in  
the first quarter of 2006, is subject to certain closing conditions,  
e.g. approval of the relevant anti-trust authorities. Further-  
more, the transaction has to be submitted for review by the  
Federal Ministry of Economics and Technology under the German  
Foreign Trade and Payments Act (see Note 10 for presentation).  
ALF. In the third quarter of 2005, as part of the Group’s ongoing  
strategy to focus on its core automotive business, Freightliner,  
a wholly-owned U.S. subsidiary of DaimlerChrysler, entered into  
an agreement to sell major parts of its subsidiary American  
LaFrance (“ALF”), a fire-truck manufacturer, to an U.S. invest-  
ment company. The sale was closed in the fourth quarter of  
2005. Prior to the sale and based upon the agreed purchase  
price, Freightliner recorded asset impairment charges in 2005  
of €87 million, related to the write-down of inventories and cer-  
tain long-lived assets, which are reflected in cost of sales and  
other operating expenses of the Commercial Vehicles segment.  
As a result of the settlement with MMC, DaimlerChrysler’s  
controlling interest in MFTBC increased from 65% to 85% and  
the aggregate purchase price after giving effect to the price  
reduction was €1,014 million. As of June 30, 2005, goodwill of  
53 million related to final purchase price allocation of MFTBC  
was allocated to the Commercial Vehicles segment. The good-  
will is not expected to be deductible for tax purposes.  
1
49  
Hyundai. In May 2004, as part of the realignment of its strate-  
gic alliance with Hyundai Motor Company (“HMC”), Daimler-  
Chrysler terminated discussions with HMC regarding the forma-  
tion of a commercial vehicles joint venture. Also in May 2004,  
DaimlerChrysler sold its non-controlling 50% interest in Daimler-  
Hyundai Truck Corporation (“DHTC”) to HMC for a total pretax  
gain of €60 million (€27 million was recognized in other income  
and €33 million is recognized in financial income (expense),  
net), which is attributed to the Commercial Vehicles segment.  
In August 2004, as part of the realignment of its strategic  
alliance with HMC, DaimlerChrysler sold its 10.5% stake in HMC  
for €737 million in cash, resulting in a pretax gain of €252 mil-  
lion that is included in financial income (expense), net.  
In September 2003, as part of the Group’s ongoing strategy  
to focus on its core automotive business, DaimlerChrysler sold  
its 50% interest in CTS Fahrzeug-Dachsysteme GmbH to  
Porsche AG for €55 million in cash, resulting in a pretax gain  
of €50 million which is included in financial income (expense),  
net, of the Mercedes Car Group segment. Prior to the sale,  
DaimlerChrysler accounted for CTS Fahrzeug-Dachsysteme  
GmbH using the cost method.  
MTU Aero Engines. On December 31, 2003, as part of the  
Group’s ongoing strategy to focus on its core automotive busi-  
ness, DaimlerChrysler sold its 100% equity interest in MTU  
Aero Engines GmbH (“MTU Aero Engines”) to Kohlberg, Kravis  
Roberts & Co. Ltd. (“KKR”), an investment company. The sales  
price for the operative business of MTU Aero Engines amount-  
ed to €1,450 million. Excluding cash, cash equivalents and  
debts, which remain at MTU Aero Engines, the net sales price  
amounted to €1,052 million. Consideration received by  
DaimlerChrysler included a note receivable from KKR and cash  
of €877 million. As a result of this transaction, DaimlerChrysler  
paid a compensation of $250 million to United Technologies  
Corporation, the parent company of Pratt & Whitney, in January  
2
004. In 2003, DaimlerChrysler realized a gain of €882 million  
from this sale, net of taxes of €149 million. The operating re-  
sults and cash flows from MTU Aero Engines’ business are in-  
cluded in DaimlerChrysler’s consolidated financial statements  
through December 31, 2003. However the operating results  
and gain are presented as discontinued operations in accordance  
with SFAS 144 (see Note 10).  
Other dispositions. In November 2003, as part of the Group’s  
ongoing strategy to focus on its core automotive business,  
DaimlerChrysler sold a 60% interest in Mercedes-Benz Lenkun-  
gen GmbH, its 100% interest in Mercedes-Benz Lenkungen  
U.S. LLC and its 100% interest in the steering activities of  
DaimlerChrysler do Brasil Ltda. to ThyssenKrupp Automotive AG  
(
“ThyssenKrupp”) for €42 million in cash. DaimlerChrysler’s  
remaining 40% interest in Mercedes-Benz Lenkungen GmbH was  
subject to put and call options held by DaimlerChrysler and  
ThyssenKrupp, respectively, of approximately €28 million. The  
sales resulted in an aggregate pretax gain of €11 million in  
2
003, which is included in other income of the Commercial  
Vehicles segment. DaimlerChrysler’s remaining 40% interest in  
Mercedes-Benz Lenkungen GmbH was accounted for using  
the equity method. In November 2005, the Group exercised its  
Put Option to sell its remaining 40%-stake in ThyssenKrupp  
Presta SteerTec (formerly: Mercedes-Benz Lenkungen GmbH) to  
ThyssenKrupp for a purchase price of €28 million.  
1
50  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Notes to Consolidated Statements of Income  
5
. Functional Costs and Other Expenses  
As of December 31, 2005, approximately 5,000 employees  
have signed severance contracts. For the contracts signed prior  
to December 31, 2005, expenditures of €670 million will be  
incurred; €570 million were recorded in income for 2005, primari-  
ly within cost of sales. An amount of €100 million is available  
under the terms of a deferred compensation fund set up under  
the Compensation Framework Agreement (ERA), a collective  
bargaining agreement in Germany. Under this agreement, Daimler-  
Chrysler had to recognize a liability in prior years for ERA as a  
portion of the compensation increase in these years was to be  
unconditionally paid to employees at a later date. In an agree-  
ment with the worker’s council of DaimlerChrysler, it was deter-  
mined that the fund should be used for purposes such as ter-  
mination and early retirement benefits with any unused balance  
distributed to employees otherwise. In 2005, €70 million were  
paid and €600 million remain within other liabilities at Decem-  
ber 31, 2005.  
Selling, administrative and other expenses are comprised of the  
following:  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Selling expenses  
11,960  
6,092  
932  
11,403  
6,008  
561  
11,763  
5,351  
658  
Administration expenses  
Other Expenses  
1
8,984  
17,972  
17,772  
In 2005, selling expenses include advertising costs of €2,512  
million (2004: €2,748 million, 2003: €2,965 million).  
Headcount reduction initiative at Mercedes Car Group.  
In September 2005, DaimlerChrysler initiated a program to  
enhance the competitiveness of the Mercedes Car Group. The  
program is expected to reduce headcount by 8,500 employees  
in Germany, primarily through voluntary termination contracts.  
The initiative is expected to be finalized during the second half  
of 2006. The individual benefits are based on age, salary levels  
and past service.  
smart realignment. Based on the unit sales development of  
the smart roadster and the smart forfour and the downward  
revisions to forecasted sales targets, DaimlerChrysler reduced  
its production and notified suppliers about declining production  
at the beginning of 2005. These developments resulted in  
increased operating and cash flow losses and an expectation  
that losses would continue in future periods. Therefore,  
DaimlerChrysler evaluated the recoverability of the carrying  
amount of the long-lived assets that generate cash flows  
largely independent of other assets and liabilities of the Group.  
The smart roadster had been assembled in a plant in France  
until the decision to cease production, whereas the asset group  
related to the smart forfour consists of owned real estate  
and equipment of a Dutch plant as well as leased equipment  
located with suppliers, but carried on DaimlerChrysler’s balance  
sheet. As a result of the impairment tests, DaimlerChrysler  
recognized charges of €444 million in 2005 in “cost of sales”  
representing the excess of the carrying amount of these long-  
lived assets over their fair value. After the impairment charge,  
the remaining carrying amount of the assets represented the  
estimated fair value of land and buildings and other assets.  
1
51  
As a result of the deterioration of operations in the first quarter  
of 2005, DaimlerChrysler decided to cease production of the  
smart roadster by the end of 2005 and provide incentives to  
dealers related to those vehicles. Thus, also included as a  
reduction of revenue or in “cost of sales” during 2005 were  
In addition, plans to reduce workforce at the locations in Böblin-  
gen (Germany) and Hambach (France) were approved in 2005.  
According to those plans, by December 31, 2005, 185 employ-  
ees have been transferred to other Group operations and con-  
tinue to provide services there while 236 German employees  
had accepted termination benefits in accordance with the terms  
of a collective bargaining agreement consisting of cash sever-  
ance, continued pay for a period after the end of service and job  
placement assistance; the employee services ended with the  
acceptance of the termination benefits. Therefore, charges for  
employee termination benefits of €24 million are included  
in 2005. In addition, charges for consulting services have been  
recorded totaling to €7 million in 2005.  
140 million, to recognize the effects of inventory write-downs,  
higher incentives and lower residual values of vehicles.  
Further costs related to the realignment of smart during 2005,  
amounting to €301 million, arose primarily from supplier claims  
which resulted from the discontinuation of the smart roadster  
and the reduction of the production volume for the smart for-  
four. Estimated payments to the dealer network are also includ-  
ed. These charges were recognized in “cost of sales” and in  
selling expenses”.  
A goodwill impairment charge of €30 million was recognized in  
2
005 (see Note 12).  
In connection with the activities related to the smart business  
unit, DaimlerChrysler also decided in 2005 not to proceed  
with the development of the smart SUV that was scheduled to  
be introduced in 2006. As a result of the decision to abandon  
the smart SUV, tooling and equipment located in the designated  
assembly plant in Brazil and equipment still under construction  
with suppliers for which firm purchase orders were in place,  
All charges related to the realignment of smart, amounting to  
€1,111 million, relate to the Mercedes Car Group segment.  
The development of balances accrued in 2005, which lead to  
payments in subsequent periods, is summarized as follows:  
61 million were written off in 2005 by a charge to “other ex-  
Workforce  
reduction Other costs  
(
in millions of €)  
Total  
penses” to the extent those assets could not be redeployed for  
other purposes. Charges of €104 million were recognized dur-  
ing 2005 related to the liabilities arising from the cancellation  
of supply contracts and were recognized as “other expenses”.  
Balance at January 1, 2005  
Net charges  
24  
552  
576  
Payments  
(16)  
8
(443)  
109  
(459)  
117  
Balance at December 31, 2005  
The Mercedes Car Group expects the remaining balance of  
117 million to be paid in 2006.  
Others. In 2003, DaimlerChrysler recognized an impairment  
charge amounting to €77 million related to certain long-lived  
assets (primarily property, plant and equipment) at a production  
facility in Brazil. The charge is included in cost of sales of the  
Mercedes Car Group segment.  
As discussed in Note 7, the DaimlerChrysler Supervisory Board  
approved a multi-year turnaround plan for the Chrysler Group  
in February 2001. The related charges are presented as a sepa-  
rate line item on the accompanying consolidated statements of  
income (loss) and are not reflected in cost of sales or selling,  
administrative and other expenses.  
1
52  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Personnel expenses and number of employees. Personnel  
6. Other Income  
expenses included in the statement of income are comprised of:  
Other income consists of the following:  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Year ended December 31,  
2004 2003  
(
in millions of €)  
2005  
351  
Wages and salaries  
19,750  
3,371  
1,131  
18,750  
3,294  
948  
18,897  
3,178  
837  
Gains on sales of property, plant and  
equipment  
Social security and payroll costs  
Net pension cost (see Note 25a)  
Net postretirement benefit cost  
94  
58  
Rental income, other than relating to  
financial services  
101  
64  
100  
128  
110  
11  
(
see Note 25a)  
1,331  
148  
1,173  
1,290  
Gains on sales of companies  
Reimbursement of contract costs  
Government subsidies  
Other expenses for pensions and  
retirements  
17  
51  
85  
33  
417  
30  
63  
2
5,731  
24,216  
24,287  
Other miscellaneous items  
543  
895  
430  
689  
9
66  
Number of employees (annual average):  
Other miscellaneous items consist of reimbursements under  
insurance policies, income from licenses, reimbursements of  
certain non-income related taxes and customs duties, income  
from various employee canteens and other miscellaneous  
items.  
2
005  
2004  
2003  
Hourly employees  
232,836  
139,220  
14,409  
229,763  
134,949  
14,307  
226,989  
129,656  
14,039  
Salaried employees  
Trainees/apprentices  
3
86,465  
379,019  
370,684  
Gains on sales of property, plant and equipment for the year  
ended December 31, 2005, include a €240 million gain on the  
sale of the Chrysler Group’s Arizona Proving Grounds vehicle  
testing facility.  
Information on the remuneration to the current and former  
members of the Board of Management and to the current mem-  
bers of the Supervisory Board is included in Note 38.  
Due to the repurchase of a note by its issuer, a gain of €53 mil-  
lion was realized in 2005 and is included in gains on sales of  
property, plant and equipment. The note was issued by MTU  
Aero Engines Holding AG to DaimlerChrysler in the context  
of the sale of MTU Aero Engines GmbH in 2003.  
As result of the settlement agreement in connection with the  
sale of DaimlerChrysler Rail Systems GmbH (Adtranz) in 2004,  
a gain of €120 million which had been deferred since 2001  
was realized as other income.  
1
53  
7
. Turnaround Plan for the Chrysler Group  
Workforce reduction charges in 2005, 2004 and 2003 were  
(15) million, €154 million and €209 million respectively. The  
In 2001, the Supervisory Board of DaimlerChrysler AG approved  
a multi-year turnaround plan for the Chrysler Group. Key initia-  
tives for the multi-year turnaround plan included a workforce  
reduction and an elimination of excess capacity.  
charges for the voluntary early retirement programs, accepted  
by 223, 503 and 1,827 employees in 2005, 2004 and 2003,  
respectively, were formula driven based on salary levels, age  
and past service. Additionally, 618, 5,417 and 1,355 employees  
were involuntarily affected by the plan in 2005, 2004 and  
2003, respectively. The amount of involuntary severance bene-  
fits paid and charged against the liability were €30 million, €51  
million and €20 million in 2005, 2004 and 2003, respectively.  
The net gains recorded for the plan in 2005 were €36 million  
(
€23 million net of taxes) and are presented as a separate line  
item on the accompanying consolidated statements of income  
€34 million and €2 million would have otherwise been reflected  
(
in cost of sales and selling, administrative and other expenses,  
respectively). These adjustments were due to modifications of  
estimates related to workforce reductions and facility closures  
in 2005 and prior years.  
The Chrysler Group recorded impairment charges of €(3) mil-  
lion, €43 million and €249 million in 2005, 2004 and 2003,  
respectively. The 2005 impairment charges represent an adjust-  
ment to prior estimates related to facility closures. The 2004  
and 2003 impairment charges represent the amount by which  
the carrying values of the property, plant, equipment and tool-  
ing exceeded their respective fair market values.  
The net charges recorded for the plan in 2004 were €145 mil-  
lion (€89 million net of taxes) and are presented as a separate  
line item on the accompanying consolidated statements of in-  
come (€139 million and €6 million would have otherwise been  
reflected in cost of sales and selling, administrative and other  
expenses, respectively). These adjustments were due to modifi-  
cations of estimates related to workforce reductions and facili-  
ty closures in 2004 and prior years.  
In addition, accruals for other costs related to divestiture and  
closure actions included net charges and adjustments of €(18)  
million, €(52) million and €11 million during the years ended  
December 31, 2005, 2004 and 2003, respectively.  
During the years ended December 31, 2005, 2004 and 2003,  
the Chrysler Group made cash payments of €92 million, €219  
million and €279 million, respectively, for charges previously  
recorded.  
The net charges recorded for the plan in 2003 were €469 mil-  
lion (€288 million net of taxes) and are presented as a separate  
line item on the accompanying consolidated statements of  
income (loss) (€462 million and €7 million would have other-  
wise been reflected in cost of sales and selling, administrative  
and other expenses, respectively). These adjustments were  
associated with the planned closing, significant downsizing and  
sale of certain manufacturing facilities between 2003 and  
The Chrysler Group expects to make additional cash payments  
of approximately $58 million in 2006 for the previously recorded  
charges. The Chrysler Group may recognize additional adjust-  
ments to the turnaround plan charges in 2006 primarily relating  
to the closure or sale of selected operations.  
2
005. The adjustments were also the result of modifications to  
previous estimates due to actual settlements or additional  
available information.  
As of December 31, 2005, 2004 and 2003, the Chrysler Group  
had workforce reduction reserves of €102 million, €160 million  
and €198 million, respectively. In addition, reserves for other  
costs were €18 million, €60 million and €148 million as of  
December 31, 2005, 2004 and 2003, respectively.  
1
54  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
8
. Financial Income (Expense), net  
In 2003, MTU-F created a new company, MTU CFC Solutions  
GmbH (“MTU CFC”), and contributed all of its fuel cell activities  
into a new company for 100% ownership interest. Also in 2003,  
MTU CFC issued new shares to RWE Fuel Cells GmbH for a  
capital contribution. MTU-F did not participate in this increase  
in share capital causing the ownership interest of MTU-F in  
MTU CFC to dilute to 74.9%. As a result of this transaction,  
DaimlerChrysler realized a gain of €24 million, which is included  
in “gain (loss) from the dilution of shares in affiliated companies  
and investments accounted for under the equity method”.  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Income from investments  
of which from affiliated companies  
28 (2004: €36; 2003: €37)  
55  
86  
37  
44  
Gains, net from disposals of  
investments and shares in affiliated  
and associated companies  
732  
291  
Gain (loss) from the dilution  
of shares in affiliated companies and  
investments accounted for under  
the equity method  
The Group capitalized interest expenses related to qualifying  
construction projects of €73 million (2004: €70 million; 2003:  
(135)  
24  
(1,960)  
(44)  
100 million).  
Impairment of investment in EADS  
(
Note 3)  
Write-down of investments and  
shares in affiliated companies  
(31)  
103  
859  
(50)  
(798)  
(606)  
9
. Income Taxes  
Gain (loss) from companies included  
at equity  
(538)  
Income before income taxes consists of the following:  
Income (loss) from investments,  
net  
(2,437)  
Other interest and similar income  
of which from affiliated companies  
Year ended December 31,  
33 (2004: €5; 2003: €20)  
539  
490  
521  
(
in millions of €)  
2005  
2004  
2003  
Interest and similar expenses  
of which from affiliated companies  
26 (2004: €32; 2003: €16)  
(1,112)  
(573)  
(790)  
(300)  
(911)  
(390)  
Germany  
(103)  
3,541  
3,438  
448  
3,087  
3,535  
(736)  
1,332  
596  
Interest expense, net  
Non-German countries  
Income (loss) from securities and  
long-term receivables of which  
from affiliated companies  
2 (2004: €2; 2003: €1)  
200  
18  
(15)  
Write-down of securities and  
long-term receivables  
The income (loss) in Germany includes the income (loss) from  
companies included at equity if the shares of those companies  
are held by German companies. In 2003, the write-down of the  
investment in EADS of €1,960 million is also included.  
(5)  
(264)  
(69)  
(122)  
(67)  
(19)  
69  
Other, net  
Other financial income (loss), net  
(171)  
35  
2
17  
(1,077)  
(2,792)  
In 2005, DaimlerChrysler sold all of its MMC shares. The gain  
on that sale amounted to €681 million and is included in “Gains,  
net from disposals of investments and shares in affiliated and  
associated companies”.  
In 2004, the dilution of DaimlerChrysler’s interest in MMC  
resulted in a loss of €135 million which is reflected in “Gain (loss)  
from the dilution of shares in affiliated companies and invest-  
ments accounted for under the equity method”. Realized gains  
from DaimlerChrysler’s currency hedging of the net invest-  
ment in MMC of €195 million are included in “Loss from compa-  
nies included at equity”.  
1
55  
Income tax expense is comprised of the following components:  
In 2003, the German government enacted new tax legislation  
which, among other changes, provides that, beginning January 1,  
2
004, 5% of dividends received from German companies and  
Year ended December 31,  
5% from certain gains from the sale of shares in affiliated and  
unaffiliated companies are no longer tax-free while losses  
from the sale of shares in affiliated and unaffiliated companies  
continue to be non-deductible. The change in tax legislation  
resulted in a deferred tax expense due to the deferred tax liabil-  
ities on the unrealized gains. The effect of the increase in the  
deferred tax liabilities of the Group’s German companies was  
recognized in the year of enactment and as a result, a deferred  
tax expense of €64 million was included in the consolidated  
statement of income (loss) in 2003.  
(
in millions of €)  
2005  
2004  
2003  
Current taxes  
Germany  
3
847  
923  
766  
Non-German countries  
Deferred taxes  
Germany  
1,319  
(432)  
(309)  
(500)  
(502)  
(91)  
172  
473  
979  
Non-German countries  
5
13  
1,177  
A reconciliation of expected income tax expense to actual  
income tax expense determined using the applicable German  
corporate tax rate for the calendar year of 25% (2004: 25%;  
2003: 26.5%) plus a solidarity surcharge of 5.5% on federal cor-  
porate taxes payable plus the after federal tax benefit rate for  
trade taxes of 12.125% (2004: 12.125%; 2003: 11.842%) for a  
combined statutory rate of 38.5% in 2005 (2004: 38.5%; 2003:  
39.8%) is included in the following table. In 2003, for the pur-  
pose of financing the flood disaster in Germany and effective  
only for the calendar year 2003, the increased federal corporate  
tax rate of 26.5% instead of 25% was used for calculating the  
current taxes in Germany.  
For German companies, the deferred taxes at December 31,  
005 were calculated using a federal corporate tax rate of 25%  
2004 and 2003: 25%). Deferred taxes were also calculated  
with a solidarity surcharge of 5.5% for each year on federal cor-  
porate taxes plus the after federal tax benefit rate for trade  
tax of 12.125% for each year. Therefore, the tax rate applied to  
German deferred taxes amounted to 38.5% (2004 and 2003:  
2
(
38.5%). For non-German companies, the deferred taxes at  
period-end were calculated using the enacted tax rates.  
In 2004, the U.S. government enacted the American Jobs Cre-  
ation Act of 2004 (“Act”), that provides for a special one-time  
tax deduction of 85% of certain earnings of non-U.S. subsidia-  
ries that are repatriated to the U.S., provided certain criteria are  
met. DaimlerChrysler North America Holding Corporation,  
a wholly-owned U.S. subsidiary of DaimlerChrysler, completed  
in 2005 its evaluation of the Act. In 2005, DaimlerChrysler  
repatriated $2.7 billion of dividends to the U.S., leading to an  
income tax expense of €66 million. In the reconciliation of  
expected income tax expense to actual income tax expense the  
expense is included in the line “foreign tax rate differential”.  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Expected expense for income taxes  
Foreign tax rate differential  
Trade tax rate differential  
1,324  
(544)  
(50)  
1,361  
(357)  
(43)  
237  
(489)  
(37)  
Non-deductible impairment  
of investment in EADS  
780  
159  
Tax effect of equity method  
investments  
(15)  
291  
Tax-free income and non-deductible  
expenses  
(194)  
(88)  
269  
64  
Effect of changes in German tax laws  
Other  
(8)  
13  
(4)  
Actual expense for income taxes  
513  
1,177  
979  
1
56  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
In 2005, tax free income at foreign companies arose relating  
to the compensation for MFTBC, the sale of other securities and  
in connection with the net periodic postretirement benefit  
costs. The reduction of the calculated expected tax expenses on  
those issues is included in the line “foreign tax rate differential”.  
Moreover, the line “foreign tax rate differential” includes all  
other reconciling items between expected and actual expense  
for income taxes at foreign companies.  
The Group has various open income tax years unresolved with  
the taxing authorities in various jurisdictions. The open years  
are either currently under review by certain taxing authorities  
or not yet under examination. In 2003, the line “foreign tax rate  
differential” above included a tax benefit and related interest  
of €571 million which resulted in connection with agreements  
reached with the U.S. tax authorities on a claim pertaining to  
additional research and development credits for tax years 1986  
through 1998. In 2003, the line “tax-free income and non-  
deductible expenses” included a tax expense and related inter-  
est of €318 million pertaining primarily to tax costs associated  
with developments resulting from the examination by the Ger-  
man tax authorities of the Group’s German tax returns for the  
years 1994 to 1998.  
In 2005, DaimlerChrysler sold all of its MMC shares. The real-  
ized gain – with the exception of the net gains from hedging the  
Group’s net investment in MMC – was tax-free. The expected  
tax expense on the tax free gain was reversed in the line “tax free  
income and non-deductible expenses” with an amount of  
82 million. In 2004, the non tax-deductible loss of MMC  
resulting from accounting under the equity method and from  
the dilution of DaimlerChrysler’s interest in MMC affected the  
line “tax effect of equity method investments” negatively by  
Deferred income tax assets and liabilities are summarized as  
follows:  
298 million due to the missing tax benefit.  
At December 31,  
(
in millions of €)  
2005  
2004  
In 2004, DaimlerChrysler sold its investment in HMC and real-  
ized a tax-free gain of €252 million. This led to a positive recon-  
ciling item of €97 million in the line “tax-free income and non-  
deductible expenses”.  
Intangible assets  
401  
520  
55  
699  
Property, plant and equipment  
Investments and long-term financial assets  
Equipment on operating leases  
Inventories  
3,135  
727  
2,678  
651  
Tax-free gains included in net periodic pension costs at the  
German companies also reduced the expected tax expense.  
Moreover, the line “tax-free income and non-deductible expens-  
es” includes all other effects at German companies due to  
tax-free income and non-deductible expenses.  
752  
675  
Receivables  
749  
834  
Net operating loss and tax credit carryforwards  
Pension plans and similar obligations  
Other accrued liabilities  
Liabilities  
1,854  
5,125  
6,477  
2,516  
1,670  
111  
2,814  
4,315  
5,515  
3,000  
1,371  
95  
Deferred income  
Other  
2
4,037  
(640)  
22,702  
(573)  
22,129  
(852)  
(3,798)  
(6,699)  
(4,540)  
(370)  
(2,096)  
(148)  
Valuation allowances  
Deferred tax assets  
23,397  
(932)  
Intangible assets  
Property, plant and equipment  
Equipment on operating leases  
Receivables  
(3,987)  
(7,125)  
(3,482)  
(360)  
Prepaid expenses  
Pension plans and similar obligations  
Other accrued liabilities  
(2,479)  
(311)  
Taxes on undistributed earnings of  
non-German subsidiaries  
(261)  
(1,010)  
(404)  
(307)  
(1,012)  
(406)  
Liabilities  
Other  
Deferred tax liabilities  
Deferred tax assets (liabilities), net  
(20,351)  
3,046  
(20,228)  
1,901  
1
57  
At December 31, 2005, the Group had corporate tax net operat-  
ing losses (“NOLs”) amounting to €1,528 million (2004: €1,705  
million), trade tax NOLs amounting to €129 million (2004: €81  
million) and tax credit carryforwards amounting to €868 million  
The Group did not provide income taxes or non-German with-  
holding taxes on €13,831 million (2004: €9,626 million) in  
cumulative earnings of non-German subsidiaries because the  
earnings are intended to be indefinitely reinvested in those  
operations. It is not practicable to estimate the amount of unrec-  
ognized deferred tax liabilities for these undistributed foreign  
earnings.  
(
2004: €1,640 million). The corporate tax NOLs mainly relate  
to losses of foreign companies and are partly limited in their use  
to the Group. Of the total amount of corporate tax NOLs at  
December 31, 2005, €25 million expire at various dates from  
2
006 through 2009, €704 million in 2010, €275 million expire  
Including the items charged or credited directly to related com-  
ponents of stockholders’ equity and the expense (benefit) of  
discontinued operations and from changes in accounting princi-  
ples, the expense (benefit) for income taxes consists of the  
following:  
at various dates from 2018 through 2025 and €524 million can  
be carried forward indefinitely. The tax credit carryforwards  
mainly relate to U.S. companies and are partly limited in their  
use to the Group. Of the total amount of credit carryforwards at  
December 31, 2005, €107 million expire from 2010 through  
2
015, €181 million expire from 2023 through 2025 and €580  
million can be carried forward indefinitely. The trade tax NOLs  
are not limited in their use. The companies of the Off-Highway  
Business unit, which are shown as held for sale, are included at  
December 31, 2005 in the corporate and trade tax NOLs with  
Year ended Deczember 31,  
(
in millions of €)  
2005  
2004  
2003  
Expense for income taxes of continuing  
operations  
513  
1,177  
979  
202  
21 million each.  
Expense for income taxes of discontinued  
operations  
The valuation allowances, which relate to deferred tax assets  
of foreign companies that DaimlerChrysler believes will more  
likely than not expire without benefit increased by €67 million  
from December 31, 2004 to December 31, 2005. In future peri-  
ods DaimlerChrysler’s estimate of the amount of the deferred  
tax assets considered realizable may change, and hence the  
valuation allowances may increase or decrease.  
Income tax benefit from changes in  
accounting principles  
(3)  
(35)  
Stockholders’ equity for items in  
accumulated other comprehensive loss  
(1,065)  
(754)  
1,055  
Stockholders’ equity for U.S. employee  
stock option expense in excess of amounts  
recognized for financial purposes  
(9)  
(
555)  
414  
2,201  
Net deferred income tax assets and liabilities in the consolidat-  
ed balance sheets are as follows:  
In 2004 and 2003, tax benefits of €2 million and €105 million  
from the reversal of deferred tax asset valuation allowances at  
subsidiaries of MMC were recorded as a reduction of the in-  
vestor level goodwill relating to the Group’s investment in MMC.  
At December 31, 2005 At December 31, 2004  
Total  
thereof  
Total  
thereof  
(
in millions of €)  
non-current  
non-current  
1
0. Disposal Group Off-Highway, Assets and Liabilities  
Deferred tax assets  
Deferred tax liabilities  
Deferred tax assets  
7,249  
2,880  
4,213  
1,944  
Held for Sale and Discontinued Operations  
(4,203)  
(4,099)  
(2,312)  
(2,222)  
(
liabilities), net  
3,046  
(1,219)  
1,901  
(278)  
Disposal Group Off-Highway, Assets and Liabilities Held  
for Sale. On December 27, 2005, DaimlerChrysler entered into  
a share sale and purchase agreement regarding the sale of a  
major portion of its Off-Highway Business Unit. The closing is  
expected to occur in the first quarter of 2006 (see Note 4).  
DaimlerChrysler recorded deferred tax liabilities for non-Ger-  
man withholding taxes of €188 million (2004: €222 million) on  
3,764 million (2004: €4,434 million) in cumulative undistrib-  
As a result of DaimlerChrysler’s significant anticipated continu-  
ing sales of products to the Off-Highway business which are  
expected to continue beyond one year after disposal, the opera-  
tions of the Off-Highway business have not been presented  
as discontinued operations in DaimlerChrysler’s consolidated  
income statements.  
uted earnings of non-German subsidiaries and additional German  
tax of €73 million (2004: €85 million) on the future payout  
of these foreign dividends to Germany because as of today,  
the earnings are not intended to be permanently reinvested  
in those operations.  
However, the assets and the liabilities of the Off-Highway busi-  
ness that are part of the transaction have each been aggregated  
and presented in separate lines on the consolidated balance  
sheet.  
1
58  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The assets held for sale and liabilities held for sale are shown  
on a consolidated basis and are comprised of the following:  
11. Cumulative Effects of Changes in Accounting Princi-  
ples  
Conditional Asset Retirement Obligation. As of December  
31, 2005, DaimlerChrysler adopted the provisions of FIN 47,  
“Accounting for Conditional Asset Retirement Obligations – an  
interpretation of FASB Statement No. 143” pertaining to the  
accounting for legal asset retirement obligations whose timing  
or method of settlement is conditional on a future event. For  
existing conditional asset retirement obligations whose fair value  
could be reasonably determined, DaimlerChrysler recognized  
the liability and related additional long-lived asset and adjusted  
the liability and the asset, respectively, for cumulative accre-  
tion and accumulated depreciation to the date of adoption. The  
cumulative effect of adopting FIN 47 was a reduction of net  
income of €5 million, net of taxes of €3 million (€0.00 per share),  
recognized separately in the consolidated statement of income  
in 2005.  
At December 31,  
(
in millions of €)  
2005  
Assets held for sale  
Intangible assets  
20  
309  
212  
80  
Goodwill  
Property, plant and equipment  
Investments and long-term financial assets  
Inventories  
395  
316  
42  
Receivables and other assets  
Other  
1
,374  
Liabilities held for sale  
Minority interests  
Accrued liabilities  
Liabilities  
4
603  
157  
7
Variable Interest Entities. DaimlerChrysler adopted the provi-  
sions of FIN 46R pertaining to the consolidation of variable  
interest entities that are special purpose entities as of Decem-  
ber 31, 2003, and to all other entities as of March 31, 2004  
Other  
7
71  
(
see Note 2). The cumulative effect of adopting FIN 46R was a  
reduction of net income of €30 million, net of taxes of €35 mil-  
lion (€0.03 per share), recognized in the consolidated state-  
ment of income in 2003.  
Discontinued Operations. The results of MTU Aero Engines  
and the gain on sale are reported as discontinued operations.  
However, for segment reporting purposes, the revenues and  
operating profit of MTU Aero Engines are included in the Other  
Activities segment revenues and operating profit in 2003  
(
see Notes 4 and 35).  
The operating results of the discontinued operations were as  
follows in 2003:  
Year ended December 31,  
(
in millions of €)  
Revenues  
2003  
1,933  
Income before income taxes  
Income taxes  
67  
(53)  
14  
Earnings from discontinued operations  
1
59  
Notes to Consolidated Balance Sheets  
1
2. Goodwill  
will impairment test is performed to measure the amount of  
goodwill impairment loss. As a result of the 2005 goodwill  
impairment test, a goodwill impairment charge at smart of €30  
million was recognized.  
Information with respect to changes in the Group’s goodwill is  
presented in the Consolidated Fixed Asset Schedule included  
herein.  
The carrying amount of goodwill as of December 31, 2005,  
compared to the previous year, decreased by €122 million. This  
decrease relates to goodwill of €309 million attributable to the  
business unit Off-Highway and is included in the separate line  
item “assets held for sale” as of December 31, 2005 (see  
Note 10). Additions to goodwill of €134 million from the acqui-  
sition of the minority interests in MTU-F in 2005 form part of  
that goodwill (see Note 4). Furthermore, the goodwill of MFTBC  
was reduced by €200 million (see Note 4). Currency translation  
effects of €232 million led to an increase of goodwill.  
13. Other Intangible Assets  
Information with respect to changes in the Group’s other intan-  
gible assets is presented in the Consolidated Fixed Asset  
Schedule included herein.  
Other intangible assets comprise:  
At December 31,  
(
in millions of €)  
2005  
2004  
At December 31, 2005 and 2004, the carrying value of goodwill  
allocated to the Group’s reporting segments are (excluding  
investor level goodwill of €55 million and €51 million, respec-  
tively):  
Other intangible assets subject to amortization  
Gross carrying amount  
1,628  
(941)  
687  
1,309  
(806)  
503  
Accumulated amortization  
Net carrying amount  
Other intangible assets not subject to amortization  
2,504  
2,168  
2,671  
3
,191  
Mercedes  
Car Group  
Chrysler Commerc. Financial  
Other  
Group  
Vehicles  
Services Activities  
total  
(
in millions of €)  
DaimlerChrysler’s other intangible assets subject to amortiza-  
tion represent concessions, industrial property rights and  
similar rights (€298 million) as well as software developed or  
obtained for internal use (€342 million). The additions in 2005  
of €244 million (2004: €215 million) with a weighted aver-  
age useful life of 6 years primarily include software developed  
or obtained for internal use. The aggregate amortization expense  
for the years ended December 2005, 2004 and 2003, was  
€201 million, €169 million and €178 million, respectively.  
2
2
005  
004  
199  
1,035  
547  
63  
37  
1,881  
177  
898  
670  
62  
196  
2,003  
The company conducts a goodwill impairment test at least annu-  
ally to identify potential goodwill impairment. In this regard,  
the company compares the fair value of a reporting unit with its  
carrying amount, including goodwill allocated to the respective  
reporting unit. The fair values of the reporting units are calculat-  
ed using discounted future cash flows. If the carrying amount of  
a reporting unit exceeds its fair value, a second step of the good-  
1
60  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Estimated aggregate amortization expense for other intangible  
assets for the next five years is:  
15. Equipment on Operating Leases, net  
Information with respect to changes in the Group’s equipment  
on operating leases is presented in the Consolidated Fixed  
Assets Schedule included herein. Of the total equipment on  
operating leases, €33,644 million represent automobiles and  
commercial vehicles (2004: €26,017 million).  
(
in millions of €)  
2006  
2007  
2008  
2009  
2010  
Amortization expense  
213  
136  
109  
54  
40  
Noncancellable future lease payments due from customers for  
equipment on operating leases at December 31, 2005 amount-  
ed to €15,500 million and are due as follows:  
Other intangible assets not subject to amortization represent  
primarily intangible pension assets.  
2
006  
2007  
2008  
2009  
2010  
there-  
after  
(
in millions of €)  
1
4. Property, Plant and Equipment, net  
Future lease  
payments  
Information with respect to changes in the Group’s property,  
plant and equipment is presented in the Consolidated Fixed  
Assets Schedule included herein.  
7,918  
4,350  
2,225  
738  
149  
120  
Property, plant and equipment includes buildings, technical  
equipment and other equipment capitalized under capital lease  
agreements of €262 million (2004: €245 million). Deprecia-  
tion expense and impairment charges on assets under capital  
lease arrangements were €47 million (2004: €34 million;  
16. Inventories  
At December 31,  
(
in millions of €)  
2005  
2004  
Raw materials and manufacturing supplies  
Work-in-process  
1,906  
1,746  
2,545  
12,805  
75  
2
003: €19 million).  
2,924  
14,414  
47  
Finished goods, parts and products held for resale  
Advance payments to suppliers  
Future minimum lease payments due for property, plant and  
equipment under capital leases at December 31, 2005 amount-  
ed to €472 million and are due as follows:  
1
9,291  
(152)  
9,139  
17,171  
(366)  
Less: Advance payments received  
1
16,805  
2
006  
2007  
2008  
2009  
2010  
there-  
after  
(
in millions of €)  
Certain of the Group’s U.S. inventories are valued using the  
LIFO method. If the FIFO method had been used instead of the  
LIFO method, inventories would have been higher by €753 mil-  
lion (2004: €601 million).  
Future minimum  
lease payments  
75  
72  
53  
33  
30  
209  
The reconciliation of future minimum lease payments from  
capital lease agreements to the corresponding liabilities is as  
follows:  
At December 31, 2005, inventories include €322 million of  
company cars of DaimlerChrysler pledged as collateral to the  
DaimlerChrysler Pension Trust e.V. The pledge was made in  
2
004 due to the requirement to provide collateral for certain  
vested employee benefits in Germany.  
(
in millions of €)  
December 31, 2005  
Amount of future minimum lease payments  
Less interest included  
472  
133  
339  
Liabilities from capital lease agreements  
1
61  
1
7. Trade Receivables  
Receivables from financial services are comprised of the fol-  
lowing:  
At December 31,  
(
in millions of €)  
2005  
2004  
At December 31,  
(
in millions of €)  
2005  
2004  
Receivables from sales of goods and services  
Allowance for doubtful accounts  
8,135  
(540)  
7,592  
(591)  
7,001  
Receivables from:  
Retail  
7
,595  
46,947  
11,961  
3,367  
44,202  
10,670  
3,020  
Wholesale  
Other  
6
2,275  
(1,174)  
1,101  
57,892  
(1,107)  
56,785  
As of December 31, 2005, €115 million of the trade receivables  
mature after more than one year (2004: €283 million).  
Allowance for doubtful accounts  
6
Changes in the allowance for doubtful accounts for trade receiv-  
ables were as follows:  
As of December 31, 2005, receivables from financial services  
with a carrying amount of €37,896 million mature after more  
than one year (2004: €35,598 million). Receivables from finan-  
cial services are generally secured by vehicles or other assets.  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Balance at beginning of year  
Charged to costs and expenses  
Amounts written off  
591  
41  
587  
49  
629  
23  
Maturities. Contractual payments from the receivables from  
financial services at December 31, 2005 amounted to €66,235  
million and are as follows:  
(75)  
(160)  
(48)  
Currency translation and  
other changes  
(17)  
540  
115  
591  
(17)  
587  
Balance at end of year  
2
006  
2007  
2008  
2009  
2010  
there-  
after  
(
in millions of €)  
Maturities  
25,600 13,338 11,014  
6,701  
3,533  
6,049  
1
8. Receivables from Financial Services  
Types of receivables. Retail receivables include loans and  
finance leases to end users of the Group’s products who  
purchased their vehicle either from a dealer or directly from  
DaimlerChrysler.  
Actual cash flows will vary from contractual maturities due to  
future sales of finance receivables, prepayments and write-offs.  
Allowances. Changes in the allowance for doubtful accounts  
Wholesale receivables represent loans for floor financing pro-  
grams for vehicles sold by the Group’s automotive businesses to  
the dealer or loans for assets purchased by the dealer from  
third parties, primarily used vehicles traded in by the dealer’s  
customer or real estate such as dealer showrooms.  
for receivables from financial services were as follows:  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
Balance at beginning of year  
Charged to costs and expenses  
Amounts written off  
1,107  
559  
1,265  
467  
1,559  
553  
Other receivables mainly represent investments in leases in-  
volving the purchase of non-automotive assets by parties other  
than retail customers or the Group’s dealers.  
(420)  
(137)  
(413)  
(84)  
(492)  
(63)  
Reversals  
Currency translation and  
other changes  
65  
(128)  
1,107  
(292)  
1,265  
Balance at end of year  
1,174  
1
62  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Sales-type and direct-financing contracts. Finance leases  
consist of sales-type leases of vehicles to the Group’s direct  
retail customers and direct-financing leases of vehicles to cus-  
tomers of the Group’s independent dealers. Included in retail  
and other receivables are investments in finance leases involv-  
ing minimum lease payments of €15,309 million and €14,072  
million, unearned income of €2,496 million and €2,602 million,  
initial direct costs of €43 million and €47 million and estimated  
unguaranteed residual values of €623 million and €660 million  
at December 31, 2005 and 2004, respectively.  
Presentation in Consolidated Statements of Cash Flows.  
Wholesale receivables from the sale of vehicles from the  
Group’s inventory to independent dealers as well as retail  
receivables from the sale of DaimlerChrysler’s vehicles directly  
to retail customers relate to the sale of the Group’s inventory.  
The cash flow effects of such receivables are presented as “net  
changes in inventory-related receivables from financial servic-  
es” within the consolidated cash flows from operating activi-  
ties. All cash flow effects attributable to receivables from finan-  
cial services that are not related to the sale of inventory to  
DaimlerChrysler’s independent dealers or direct customers are  
classified as investing activities within the consolidated state-  
ments of cash flows.  
Leveraged lease contracts. Investments in leveraged leases  
are included in the line “other”. Leveraged leases are comprised  
of the following:  
Sale of receivables. Based on market conditions and liquidity  
needs, DaimlerChrysler may sell portfolios of retail and whole-  
sale receivables to third parties, which typically results in the  
derecognition of the transferred receivables from the balance  
sheet. Retained interests in securitized sold receivables are  
classified as other assets in the Group’s consolidated balance  
sheets (see Note 19). For additional information on retained  
interests in sold receivables and the sale of finance receivables,  
see Note 34.  
At December 31,  
(
in millions of €)  
2005  
2004  
Rentals receivable (net of principal and interest  
on nonrecourse debt)  
4,586  
(41)  
4,039  
(40)  
Deferred investment tax credits  
4
,545  
588  
3,999  
617  
Unguaranteed residual values  
Unearned income  
(1,780)  
,353  
(1,638)  
2,978  
3
1
9. Other Assets  
At December 31,  
(
in millions of €)  
2005  
2004  
As of December 31, 2005, an amount of €2,775 million (2004:  
2,421 million) of deferred income tax liabilities was related to  
leveraged leases.  
Receivables from affiliated companies  
Receivables from related companies 1  
Retained interests in sold receivables  
Other receivables and other assets  
696  
324  
1,174  
588  
2,215  
5,664  
2,202  
9,228  
13,192  
(261)  
8
,899  
(168)  
,731  
Allowance for doubtful accounts  
8
12,931  
1
Related companies include entities which have a significant ownership in DaimlerChrysler or  
entities in which the Group holds a significant investment.  
As of December 31, 2005, €2,618 million of the other assets  
mature after more than one year (2004: €3,494 million).  
Changes in the allowance for doubtful accounts related to  
receivables included in other assets were as follows:  
Year ended December 31,  
(
in millions of €)  
2005  
261  
2004  
2003  
Balance at beginning of year  
888  
723  
Charges (releases) to costs  
and expenses  
(18)  
(90)  
61  
134  
(2)  
Amounts written off  
(702)  
Currency translation and  
other changes  
15  
14  
33  
Balance at end of year  
168  
261  
888  
1
63  
2
0. Securities, Investments and Long-Term Financial  
Investments without a quoted market price were tested for im-  
pairment when an impairment indicator occurred. In 2005 and  
Assets  
2
004, investments without a quoted market price with carrying  
Information with respect to the Group’s total investments and  
long-term financial assets is presented in the Consolidated  
Fixed Assets Schedule included herein. The carrying amounts of  
participations (investments that are not accounted for under  
the equity method) and long-term (marketable) securities which  
are shown among “Investments and long-term financial assets”  
in the Consolidated Balance Sheets are comprised of the follow-  
ing:  
amounts of €20 million were tested for impairment. In 2005  
and 2004, no impairments were recognized.  
The disclosure of short-term securities is made in the Consoli-  
dated Balance Sheets among “Securities” and is recorded sepa-  
rately in available-for-sale and trading:  
At December 31,  
(
in millions of €)  
2005  
2004  
At December 31,  
(
in millions of €)  
2005  
2004  
Available-for-sale  
Trading  
4,773  
163  
3,725  
159  
Participations with a quoted market price  
Participations without a quoted market price  
Total participations  
332  
256  
588  
503  
277  
780  
Short-term securities  
4,936  
3,884  
As of December 31, 2005, the table below shows the (amor-  
tized) costs, fair values, gross unrealized holding gains and loss-  
es per security class of investments with a quoted market  
price, long-term and short-term available-for-sale securities. The  
aggregate amounts of unrealized losses on investments which  
are in a continuous unrealized loss position for less than 12  
months and the aggregate amounts of unrealized losses on in-  
vestments which are in a continuous unrealized loss position for  
Long-term securities  
606  
599  
The main changes in investments in participations were caused  
by the sale of the stake in MMC (see Note 3).  
1
2 months or longer are shown separately together with their  
appropriate fair values.  
Unrealized Loss  
less1 year  
Unrealized Loss  
1 year or more  
Unrealized  
Unrealized Loss  
total  
Unrealized  
Unrealized  
Unrealized  
(
in millions of €)  
Cost  
Fair value  
gain  
Fair value  
loss  
Fair value  
loss  
Fair value  
loss  
Equity securities  
279  
272  
664  
273  
388  
1
12  
3
12  
3
Equity-based funds  
Debt securities issued by the  
German government and other  
political subdivisions  
205  
205  
Debt securities issued by  
non-German governments  
778  
2,796  
318  
777  
2,796  
317  
9
34  
547  
68  
1
6
26  
35  
3
1
4
34  
573  
103  
1
9
Corporate debt securities  
Mortgage-backed securities  
Securities backed by other assets  
Other debt securities  
1
1
2
190  
190  
260  
260  
Debt-based funds  
228  
229  
1
5
,326  
5,711  
400  
661  
11  
61  
722  
15  
1
64  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
As of December 31, 2004, these values were as follows:  
Unrealized Loss  
less1 year  
Unrealized  
gain  
Unrealized  
(
in millions of €)  
Cost  
Fair value  
Fair value  
loss  
Equity securities  
560  
175  
948  
175  
394  
134  
6
134  
6
Equity-based funds  
Debt securities issued by the  
German government and other  
political subdivisions  
360  
360  
1
1
1
1
1
Debt securities issued by  
non-German governments  
128  
1,718  
361  
132  
1,726  
361  
4
12  
1
96  
41  
4
1
5
7
96  
41  
4
Corporate debt securities  
Mortgage-backed securities  
Securities backed by other assets  
Other debt securities  
1
170  
170  
819  
820  
1
Debt-based funds  
135  
135  
4
,426  
4,827  
413  
137  
135  
272  
12  
The estimated fair values of investments in debt securities  
excluding debt-based funds), 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.  
Proceeds from disposals of long-term and short-term available-  
for-sale securities were €10,336 million (2004: €3,702 million;  
2003: €2,743 million). Gross realized gains from sales of these  
securities were €847 million (2004: €254 million; 2003: €8  
million), while gross realized losses were €8 million (2004: €3  
million; 2003: €15 million). The proceeds and realized gains  
from the sale of the stake in MMC in 2005 (see Note 3) and HMC  
in 2004 (see Note 4) are included in these figures. The pro-  
ceeds from the sale of the stake in HMC are shown in the Con-  
solidated Statements of Cash Flows among the line item “Pro-  
ceeds from disposals of businesses”, the remaining proceeds  
are disclosed in the line item “Proceeds from sales of securities  
(
At December 31,  
(
in millions of €)  
2005  
2004  
Due within one year  
1,164  
1,703  
508  
1,157  
1,624  
330  
Due after one year through five years  
Due after five years through ten years  
Due after more than ten years  
(
other than trading)”.  
1,170  
458  
4
,545  
3,569  
The unrealized losses included in the 2005 statement of income  
related to trading securities were €6 million (2004 and 2003: -).  
There are no unrealized gains in these securities (2004: €2 mil-  
lion; 2003: €10 million).  
DaimlerChrysler uses the weighted average cost method as  
a basis for determining cost and calculating realized gains and  
losses.  
1
65  
2
1. Liquid Assets  
23. Stockholders’ Equity  
Liquid assets recorded under various balance sheet captions  
are as follows:  
Number of Shares Issued and Outstanding as well as Trea-  
sury Stock. DaimlerChrysler had issued and outstanding  
1
,018,172,696 registered Ordinary Shares of no par value at  
December 31, 2005 (2004: 1,012,824,191). This increase  
relates to the issuance of new Ordinary Shares upon exercises  
in connection with the Stock Option Plan 2000 (tranche 2003).  
Each share represents a nominal value of €2.60 of capital  
stock.  
At December 31,  
(
in millions of €)  
2005  
2004  
Cash and cash equivalents 1  
originally maturing within 3 months  
originally maturing after 3 months  
Total cash and cash equivalents  
Securities  
7,619  
92  
7,381  
401  
In 2005, DaimlerChrysler purchased approximately 0.7 million  
7,711  
4,936  
2,647  
7,782  
3,884  
11,666  
(
2004: 0.8 million; 2003: 1.3 million) Ordinary Shares in con-  
nection with an employee share purchase plan, of which 0.7  
million (2004: 0.8 million; 2003: 1.3 million) were re-issued to  
employees.  
1
1
Cash equivalents originally maturing within 3 months include commercial papers, certificates of  
deposit of €5.5 billion and €3.6 billion at December 31, 2005 and 2004, cash at banks, cash on  
hand and checks in transit.  
Authorized and Conditional Capital. On April 6, 2005, the  
annual meeting authorized DaimlerChrysler through October 6,  
2006, to acquire treasury stocks for certain defined purposes  
up to a maximum nominal amount of €263 million of capital  
stock, representing nearly 10% of the issued and outstanding  
capital stock.  
2
2. Prepaid Expenses  
Prepaid expenses are comprised of the following:  
At December 31,  
On April 9, 2003, the annual meeting authorized the Board of  
Management through April 8, 2008, upon approval of the Super-  
visory Board, to increase capital stock by issuing new, no par  
value registered shares in exchange for cash contributions total-  
ing €500 million as well as by issuing new, no par value regis-  
tered shares in exchange for non-cash contributions totaling  
(
in millions of €)  
2005  
2004  
Prepaid pension cost  
595  
796  
246  
784  
Other prepaid expenses  
1
,391  
1,030  
500 million and to increase capital stock by issuing Ordinary  
Shares to employees totaling €26 million.  
As of December 31, 2005, €809 million of the total prepaid ex-  
penses mature after more than one year (2004: €435 million).  
Furthermore, the Board of Management, with the consent of the  
Supervisory Board, was authorized to issue convertible bonds  
and/or notes with warrants with a total face value up to €15 bil-  
lion and with a maturity of no more than twenty years prior to  
April 5, 2010, and to grant conversion or option rights for new  
shares in DaimlerChrysler with an allocable portion of the capi-  
tal stock of up to €300 million as more closely defined in the  
fixed terms and conditions.  
As a result of the overfunded status of the accumulated pension  
benefit obligations of one pension plan, the prepaid pension  
cost increased in 2005 by €0.3 billion.  
From the Stock Option Plan 1996 on December 31, 2005, out-  
standing rights in a nominal volume of €0.1 million could result  
in 22,110 new shares of DaimlerChrysler AG. In 2005, 2004  
and 2003, no options were exercised from this Plan.  
1
66  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Comprehensive Income/(Loss). The changes in the compo-  
nents of accumulated other comprehensive loss are as follows:  
Year ended December 31, 2005  
Year ended December 31, 2004  
Year ended December 31, 2003  
Pretax Tax effect Net  
(
in millions of €)  
Pretax  
Tax effect  
Net  
Pretax  
Tax effect  
Net  
Unrealized gains (losses) on  
securities (incl. retained interests):  
Unrealized holding gains (losses)  
511  
(136)  
375  
277  
(10)  
267  
731  
(146)  
585  
Reclassification adjustments  
for (gains) losses included in  
net income  
(512)  
(1)  
119  
(17)  
(393)  
(18)  
(592)  
(315)  
119  
109  
(473)  
(206)  
(255)  
476  
77  
(178)  
407  
Unrealized gains (losses)  
on securities  
(69)  
Unrealized gains (losses) on  
derivatives hedging variability  
of cash flows:  
Unrealized derivative gains (losses)  
(3,552)  
1,270  
(2,282)  
2,339  
(900)  
1,439  
4,406  
(1,682)  
2,724  
Reclassification adjustments  
for (gains) losses included in  
net income  
1,517  
(458)  
812  
1,059  
(2,957)  
(618)  
1,149  
249  
(1,808)  
(369)  
(2,506)  
1,900  
944  
(1,562)  
1,162  
Unrealized derivative gains (losses)  
(2,035)  
(1,223)  
(738)  
Minimum pension liability  
adjustments  
(170)  
2,548  
342  
91  
179  
(79)  
2,727  
1,407  
(1,224)  
(635)  
476  
(80)  
754  
(748)  
(715)  
662  
(1,598)  
1,440  
(218)  
(30)  
444  
(1,628)  
385  
Foreign currency translation  
adjustments  
Changes in other comprehensive  
income/(loss)  
1,065  
(2,792)  
(2,038)  
(1,055)  
Exchange rate effects on the components of other comprehen-  
sive loss principally are shown within changes of the cumulative  
translation adjustment.  
24. Stock-Based Compensation  
As of December 31, 2005, the Group has awards outstanding  
that were issued under a variety of plans including (1) the 2005  
Performance Phantom Share Plan, (2) the 2000 and 1996  
stock option plans, (3) various stock appreciation rights (“SARs”)  
plans and (4) the medium term incentive awards.  
Effective October 1, 2004, the Chrysler Group prospectively  
changed the functional currency of DaimlerChrysler Canada Inc.  
(
“DCCI”), its Canadian subsidiary, from the U.S. dollar to the  
Canadian dollar. This change resulted from several significant  
economic and operational changes within DCCI, including a  
reduction of U.S. sourced components. The initial implementa-  
tion of this change in functional currency had the effect of  
increasing the value of the net assets of the Group and the  
accumulated other comprehensive loss by €179 million in 2004.  
As discussed in Note 1, DaimlerChrysler adopted the provisions  
of SFAS 123 prospectively for all awards granted after De-  
cember 31, 2002. Awards granted in previous periods will con-  
tinue to be accounted for using the provisions of APB 25 and  
related interpretations.  
Miscellaneous. Under the German corporation law (Aktienge-  
setz), the amount of dividends available for distribution to  
shareholders is based upon the unappropriated accumulated  
earnings of DaimlerChrysler AG (parent company only) as re-  
ported in its statutory financial statements determined in accor-  
dance with the German commercial code (Handelsgesetzbuch).  
For the year ended December 31, 2005, DaimlerChrysler man-  
agement has proposed a distribution of €1,527 million (€1.50  
per share) of the 2005 earnings of DaimlerChrysler AG as a divi-  
dend to the stockholders.  
Performance Phantom Share Plan. In 2005 the Group  
adopted the “Performance Phantom Share Plan” under which  
virtual shares (phantom shares) are granted to eligible employ-  
ees entitling them to receive cash paid out after four years.  
The amount of cash paid to eligible employees is based on the  
number of phantom shares that vest (determined over a three  
year performance period) times the quoted price of Daimler-  
Chrysler’s Ordinary Shares (determined as an average price  
over a specified period at the end of the four-year service). The  
number of phantom shares that vest will depend on the achie-  
vement of Group performance goals as compared with competi-  
tive and internal benchmarks (return on net assets and return  
on sales). The Group will not issue any common shares in con-  
nection with the Performance Phantom Share Plan.  
1
67  
Analysis of the phantom shares issued is as follows:  
In 2005, no options were granted under the Stock Option Plan  
000.  
2
Number of  
phantom shares  
DaimlerChrysler established, based on shareholder approvals,  
the 1998, 1997 and 1996 Stock Option Plans (former Daimler-  
Benz plans), which provided for the granting of options for  
the purchase of DaimlerChrysler Ordinary Shares to certain  
members of management. The options granted under the plans  
(
in millions)  
Outstanding at the beginning of the year  
Granted phantom shares  
3.6  
Forfeitures/Disposals  
1
997 and 1998 were evidenced by non-transferable converti-  
Outstanding at year end  
3.6  
ble bonds with a principal amount of €511 per bond due  
ten years after issuance. During certain specified periods each  
year, each convertible bond could have been converted  
into 201 DaimlerChrysler Ordinary Shares, if the market price  
per share on the day of conversion was at least 15% higher  
than the predetermined conversion price and the options had  
been held for a 24 month waiting period.  
In 2005 the group recognized €30 million of compensation  
expenses related to the Performance Phantom Share Plan. The  
Group considers the Performance Phantom Share Plan in the  
accrued liabilities. Because the payment per vested phantom  
share depends on the quoted price of one DaimlerChrysler Ordi-  
nary Share, the quoted price represents the fair value of each  
phantom share. The proportionate compensation expense for  
005 is determined based on the year-end quoted price of  
DaimlerChrysler Ordinary Shares as well as the estimated target  
achievement grades as of December 31, 2005.  
In the second quarter of 1999, DaimlerChrysler converted all  
options granted under the 1998 and 1997 Stock Option Plans  
into SARs. All terms and conditions of the new SARs are  
identical to the stock options which were replaced, except that  
the holder of a SAR has the right to receive cash equal to the  
difference between the exercise price of the original option and  
the fair value of the Group’s stock at the exercise date rather  
than receiving DaimlerChrysler Ordinary Shares.  
2
Stock Option Plans. In April 2000, the Group’s shareholders  
approved the DaimlerChrysler Stock Option Plan 2000 which  
provides 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 determin-  
ed in advance plus a 20% premium. The options become exer-  
cisable in equal installments on the second and third anni-  
versaries 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 pre-  
mium of 20%.  
All terms and conditions of the options granted under the plan  
1996 are identical to the stock options which were granted  
under the plans 1997 and 1998, except that the plan 1996 in-  
cludes no waiting period. The options granted under the plan  
1996 were not converted into SARs.  
The basic terms of the bonds and the related stock options /  
SARs issued (in millions) under these plans are as follows:  
Related  
stock  
Stock options/SARs  
Stated Conversion  
options At December 31, 2005  
granted outstanding exercisable  
The table below shows the basic terms of options issued (in  
millions):  
interest rate  
Bonds granted in  
price  
1
1
1
996  
997  
998  
5.9%  
5.3%  
4.4%  
€42.62  
€65.90  
€92.30  
0.9  
7.4  
8.2  
.
4.6  
5.3  
.
4.6  
5.3  
Options  
Options  
Reference  
price  
Exercise  
price  
Options outstanding exercisable  
granted  
At December 31, 2005  
Year of grant  
2
2
2
2
2
000  
001  
002  
003  
004  
€62.30  
€55.80  
€42.93  
€28.67  
€36.31  
€74.76  
€66.96  
€51.52  
€34.40  
€43.57  
15.2  
18.7  
20.0  
20.5  
18.0  
13.3  
16.7  
18.5  
13.8  
17.3  
13.3  
16.7  
18.5  
4.3  
The Group will not issue any common shares in connection with  
the plans 1997 and 1998.  
1
68  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Analysis of the stock options issued is as follows:  
2
005  
2004  
Average  
exercise  
price  
2003  
Average  
exercise  
price  
Average  
exercise  
price  
Number of  
stock  
options  
Number of  
stock  
Number of  
stock  
(
options in millions; per share amounts in €)  
per share  
options  
per share  
options  
per share  
Balance at beginning of year  
Options granted  
Exercised  
86.5  
52.78  
71.6  
18.0  
55.18  
43.57  
53.1  
20.5  
63.40  
34.40  
(5.3)  
(0.3)  
(1.3)  
79.6  
52.8  
34.40  
41.42  
60.13  
53.92  
60.82  
Forfeited  
(1.4)  
(1.7)  
86.5  
40.2  
40.79  
65.92  
52.78  
65.92  
(1.2)  
(0.8)  
71.6  
23.1  
51.83  
74.76  
55.18  
71.71  
Expired  
Outstanding at year-end  
Exercisable at year-end  
For the year ended December 31, 2005, the Group recognized  
compensation expense on stock options (before taxes) of €87  
million (2004: €119 million; 2003: €95 million).  
Stock Appreciation Rights Plans. In 1999, DaimlerChrysler  
established a stock appreciation rights plan (the “SAR Plan  
1999”) which provides eligible employees of the Group with the  
right to receive cash equal to the appreciation of Daimler-  
Chrysler Ordinary Shares subsequent to the date of grant. The  
stock appreciation rights granted under the SAR Plan 1999  
vest in equal installments on the second and third anniversaries  
from the date of grant. All unexercised SARs expire ten years  
from the grant date. The exercise price of a SAR is equal to the  
fair market value of DaimlerChrysler’s Ordinary Shares on the  
date of grant. On February 24, 1999, the Group issued 11.4 mil-  
lion SARs at an exercise price of €89.70 each ($98.76 for  
Chrysler employees), of which 8.2 million SARs are outstanding  
and exercisable at December 31, 2005.  
The fair values of the DaimlerChrysler stock options issued in  
2
004 and 2003 were measured at the grant date (beginning  
of April) based on a modified Black-Scholes option-pricing mod-  
el, which considers the specific terms of issuance. For options  
granted to the Board of Management in 2004 and for which  
according to the recommendations of the German Corporate  
Governance Code – the Presidential Committee can impose a  
limit or reserve the right to impose such a limit in the case of  
exceptional and unpredictable developments, are calculated  
with the intrinsic value at December 31. The table below pres-  
ents the underlying assumptions as well as the resulting fair val-  
ues and total values (in millions of €):  
As discussed above (see “Stock Option Plans”), in the second  
quarter of 1999 DaimlerChrysler converted all options granted  
under its existing stock option plans from 1997 and 1998 into  
SARs.  
2
004  
2003  
Expected dividend yield  
Expected volatility  
4.4%  
33%  
5.6%  
35%  
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, of which 10.0 million SARs are  
outstanding and exercisable at December 31, 2005. The initial  
grant of SARs replaced Chrysler fixed stock options that were  
converted to DaimlerChrysler Ordinary Shares as of the con-  
summation of the merger. SARs which replaced stock options  
that were exercisable at the time of the consummation of the  
merger were immediately exercisable at the date of grant. SARs  
related to stock options that were not exercisable at the date  
of consummation of the merger became exercisable in two  
installments; 50% on the six-month and one-year anniversaries  
of the consummation date.  
Risk-free interest rate  
Expected lives (in years)  
Fair value per option  
Total value by award  
2.6%  
3
2.9%  
3
€7.85  
131.9  
€6.00  
123.0  
Unearned compensation expense (before taxes) of all outstand-  
ing and unvested stock options as of December 31, 2005, that  
are not subject to a possible limitation according the recom-  
mendation of the German Corporate Governance Code, totals  
35 million (2004: €125 million; 2003: €122 million).  
1
69  
A summary of the activity related to the Group’s SAR plans as  
of and for the years ended December 31, 2005, 2004 and 2003  
is presented below:  
2
005  
2004  
Weighted  
average  
exercise  
price  
2003  
Weighted  
average  
exercise  
price  
Weighted-  
average  
exercise  
price  
Number  
of SARs  
Number  
of SARs  
Number  
of SARs  
(
SARs in millions; per share amounts in €)  
Outstanding at beginning of year  
Granted  
32.5  
71.37  
36.3  
74.24  
40.3  
79.13  
Exercised  
Forfeited  
(4.5)  
28.0  
28.0  
67.16  
76.65  
76.65  
(3.8)  
32.5  
32.5  
72.54  
71.37  
71.37  
(4.0)  
36.3  
36.3  
75.00  
74.24  
74.24  
Outstanding at year-end  
SARs exercisable at year-end  
Compensation expense or benefit (representing the reversal  
of previously recognized expense) on SARs is recorded based  
on changes in the market price of DaimlerChrysler Ordinary  
Shares. For the years ended December 31, 2005, 2004 and  
25. Accrued Liabilities  
Accrued liabilities are comprised of the following:  
2
003, the Group recognized no compensation expense in con-  
nection with SARs, because the options underlying exercise  
prices were greater than the market price for DaimlerChrysler  
Ordinary Shares at December 31, 2005.  
At December 31,  
2004  
2
005  
Due after  
one year  
Due after  
(in millions of €)  
Total  
Total  
one year  
Medium Term Incentive Awards. The Group granted medium  
term incentives to certain eligible employees with three year  
performance periods. The amount ultimately earned in cash at  
the end of a performance period is primarily based on the de-  
gree of achievement of corporate goals derived from competitive  
and internal planning benchmarks and the value of Daimler-  
Chrysler Ordinary Shares at the end of three year performance  
periods. The benchmarks are return on net assets and return  
on sales. In 2005 no medium term incentive awards (2004: 0.7  
million awards; 2003: 1.3 million awards) were issued.  
Pension plans and  
similar obligations  
(
see Note 25a)  
15,482  
3,396  
12,845  
1,166  
13,923  
3,344  
12,634  
1,884  
Income and other  
taxes  
Other accrued  
liabilities  
(
see Note 25b)  
27,804  
11,839  
25,850  
24,671  
41,938  
8,771  
4
6,682  
23,289  
a) Pension Plans and Similar Obligations  
The Group considers the medium term incentive awards with  
their fair value in the accrued liabilities and recognized €25  
million gains (2004: €12 million expenses; 2003: €35 million  
expenses) from the valuation of this accrued liability.  
Pension plans and similar obligations are comprised of the fol-  
lowing components:  
At December 31,  
(
in millions of €)  
2005  
2004  
Pension liabilities (pension plans)  
Other postretirement benefits  
Other benefit liabilities  
5,275  
9,825  
382  
5,606  
8,021  
296  
1
5,482  
13,923  
The decrease of the pension liabilities of €0.3 billion resulted  
primarily from the transfer of the Group’s Off-Highway pension  
liabilities to “Disposal Group Off-Highway, Liabilities Held for  
Sale” (see Note 10).  
1
70  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The increase in accrued other postretirement benefits of €1.8  
billion resulted mainly from currency exchange rate effects  
and from the annual increase of the accruals less payments to  
beneficiaries.  
Pension Plans  
The Group provides pension benefits to substantially all of its  
hourly and salaried employees. Plan benefits are principally  
based upon years of service. Certain pension plans are based  
on salary earned in the last year or last five years of employ-  
ment while others are fixed plans depending on ranking (both  
wage level and position).  
Funded Status. 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.)  
The funded status of the projected benefit obligations is as  
follows:  
At December 31, 2005  
German Non-German  
At December 31, 2004  
German Non-German  
(
in millions of €)  
Total  
Plans  
Plans  
Total  
Plans  
Plans  
Projected benefit obligations  
Less fair value of plan assets  
Funded status  
41,514  
(34,348)  
7,166  
15,163  
(10,590)  
4,573  
26,351  
(23,758)  
2,593  
34,448  
(27,804)  
6,644  
12,628  
(9,019)  
3,609  
21,820  
(18,785)  
3,035  
A reconciliation of the funded status to the amounts recognized  
in the consolidated balance sheets is as follows:  
At December 31, 2005  
German Non-German  
At December 31, 2004  
German Non-German  
(
in millions of €)  
Total  
Plans  
Plans  
Total  
Plans  
Plans  
Funded status  
7,166  
4,573  
2,593  
6,644  
3,609  
3,035  
Amounts not recognized:  
Unrecognized actuarial net losses  
Unrecognized prior service cost  
Net assets recognized  
(13,270)  
(2,470)  
(8,574)  
(5,299)  
(2)  
(7,971)  
(2,468)  
(7,846)  
(11,356)  
(2,143)  
(6,855)  
(4,166)  
(2)  
(7,190)  
(2,141)  
(6,296)  
(728)  
(559)  
Amounts recognized in the consolidated balance sheets consist of:  
Prepaid pension cost  
(595)  
5,275  
3,141  
321  
(595)  
2,134  
(246)  
5,606  
2,927  
(246)  
2,679  
Accrued pension liability  
Disposal group off-highway, liabilities held for sale  
Intangible assets  
321  
(2,375)  
(11,200)  
(8,574)  
(2,375)  
(7,010)  
(7,846)  
(2,074)  
(10,141)  
(6,855)  
(2,074)  
(6,655)  
(6,296)  
Accumulated other comprehensive loss  
Net assets recognized  
(4,190)  
(728)  
(3,486)  
(559)  
In 2005 DaimlerChrysler used the rates from the 2005 Heubeck  
mortality tables G for the valuation of the German pension obli-  
gations. Previously, DaimlerChrysler used the rates from 1998  
Heubeck mortalitiy tables. The new mortality tables reflect  
longer living expectation for current employees and lower living  
expectation for retirees, which resulted in a minor increase of  
projected benefit obligations for 2005.  
1
71  
The development of the projected benefit obligation and the  
plan assets in 2005 and 2004 is as follows:  
At December 31, 2005  
German Non-German  
At December 31, 2004  
German Non-German  
(
in millions of €)  
Total  
Plans  
Plans  
Total  
Plans  
Plans  
Change in projected benefit obligations:  
Projected benefit obligations at beginning of year  
Foreign currency exchange rate changes  
Service cost  
34,448  
3,391  
739  
12,628  
21,820  
3,391  
443  
32,132  
(1,351)  
681  
11,165  
20,967  
(1,351)  
425  
296  
588  
256  
586  
Interest cost  
1,874  
233  
1,286  
233  
1,878  
67  
1,292  
67  
Plan amendments  
Actuarial losses  
2,923  
53  
2,163  
53  
760  
2,146  
852  
1,110  
58  
1,036  
794  
Acquisitions and other  
Settlement/curtailment loss  
Benefits paid  
49  
49  
134  
3
131  
(2,196)  
41,514  
(565)  
15,163  
(1,631)  
26,351  
(2,091)  
34,448  
(550)  
12,628  
(1,541)  
21,820  
Projected benefit obligations at end of year  
Change in plan assets:  
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual return on plan assets  
Employer contributions  
27,804  
3,038  
3,951  
1,661  
18  
9,019  
18,785  
3,038  
2,433  
1,127  
18  
26,328  
(1,252)  
2,854  
1,649  
19  
8,183  
18,145  
(1,252)  
2,190  
1,011  
19  
1,518  
534  
664  
638  
Plan participant contributions  
Acquisitions and other  
_
188  
188  
Benefits paid  
(2,124)  
34,348  
(481)  
10,590  
(1,643)  
23,758  
(1,982)  
27,804  
(466)  
9,019  
(1,516)  
18,785  
Fair value of plan assets at end of year  
Plan Assets. At December 31, 2005, plan assets were invest-  
ed in diversified portfolios that consisted primarily of debt  
and equity securities. Assets and income accruing on all pension  
trust and relief funds are used solely to pay pension benefits  
and administer the plans. The Group’s pension asset allocation  
at December 31, 2005 and 2004, and target allocation for the  
year 2006, are presented in the following table:  
Plan Assets  
German Plans  
2004  
Plan Assets  
Non-German Plans  
2
006  
2005  
2006  
planned  
2005  
2004  
(
in % of plan assets)  
planned  
Equity securities  
Debt securities  
Alternative investments  
Real estate  
56  
35  
4
56  
36  
2
56  
36  
1
61  
24  
9
61  
25  
7
61  
28  
5
3
2
2
5
5
4
Other  
2
4
5
1
2
2
1
72  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Alternative investments consist of private equity and debt  
investments and, beginning in 2005 investments in commodi-  
ties and hedge funds.  
The entire process is overseen by investment committees which  
consist of senior financial management from treasury and cer-  
tain appropriate executives. The investment committees meet  
regularly to approve the asset allocations, review the risks  
and results of the major pension funds and approve the selec-  
tion and retention of external managers of specific portfolios.  
Every 3–5 years, or more frequently if appropriate, Daimler-  
Chrysler conducts asset-liability studies for its major pension  
funds. DaimlerChrysler uses the expertise of external invest-  
ment and actuarial advisors. These studies are intended to de-  
termine the optimal long-term asset allocation with regard  
to the liability structure. The resulting Model Portfolio allocation  
is intended to minimize the economic cost of defined benefit  
schemes and to limit the risks to an appropriate level.  
The majority of investments are in international blue chip equi-  
ties and high quality government and corporate bonds. To main-  
tain a wide range of diversification and to improve return oppor-  
tunities, up to approximately 20% of assets are allocated to  
private equity, high yield debt, convertible instruments, emerg-  
ing markets, commodities and hedge funds. Internal controlling  
units monitor all investments regularly. External depositary  
banks provide safekeeping of securities and reporting of trans-  
actions and assets.  
The Model Portfolio is then expanded to a medium term Bench-  
mark Portfolio. The Benchmark Portfolio matches the asset  
class weights in the Model Portfolio, but expands the asset class-  
es by adding of sub-asset-classes with corresponding weights  
and assigning specific capital market indices to each sub-asset-  
class.  
Assumptions. The measurement date for the Group’s pension  
obligations and plan assets is generally December 31. The  
measurement date for the Group’s net periodic pension cost is  
principally January 1. Assumed discount rates and rates of  
increase in remuneration used in calculating the projected ben-  
efit obligations together with long-term rates of return on plan  
assets vary according to the economic conditions of the country  
in which the pension plans are situated.  
Modern Portfolio Theory is then applied to determine an optimal  
one-year target allocation, the performance of which is tracked  
against the Benchmark Portfolio.  
The following weighted average assumptions were used to  
determine benefit obligations:  
German Plans  
2003  
Non-German Plans  
2003  
(
in %)  
2005  
2004  
2005  
2004  
Average assumptions:  
Discount rate  
4.0  
3.0  
4.8  
3.0  
5.3  
3.0  
5.4  
4.4  
5.8  
4.5  
6.2  
4.5  
Rate of long-term compensation increase  
The following weighted average assumptions were used to  
determine net periodic pension cost:  
German Plans  
2003  
Non-German Plans  
2003  
(
in %)  
2005  
2004  
2005  
2004  
Average assumptions:  
Discount rate  
4.8  
7.5  
3.0  
5.3  
7.5  
3.0  
5.8  
7.5  
3.0  
5.8  
8.5  
4.5  
6.2  
8.5  
4.5  
6.7  
8.5  
5.4  
Expected return on plan assets (at the beginning of the year)  
Rate of long-term compensation increase  
1
73  
Expected Return on Plan Assets. The expected rate of return  
for German and non-German plan assets is primarily derived  
from asset allocation of pension funds and expected future re-  
turns for the various asset classes in portfolios. The invest-  
ment committees survey banks and large asset portfolio man-  
agers about their expectations of future returns of the relevant  
market indices. The allocation weighted average return expecta-  
tions serves an initial indicator for the expected rate of return  
on plan assets for each pension fund.  
In addition, we consider long-term actual portfolios results and  
historical market returns in evaluation in order to reflect the  
long-term character of the expected rate.  
From January 1, 2003 to December 31, 2005, the expected rate  
of return was 7.5% and 8.5% for German and non-German  
plans, respectively. For 2006, the expected rates of return on  
plan assets for German and non-German plans are the same as  
the respective rates used in 2005.  
Net Pension Cost. The components of net pension cost were  
for the years ended December 31, 2005, 2004 and 2003 as  
follows:  
2
005  
2004  
Non-  
German  
Plans  
2003  
Non-  
German  
Plans  
Non-  
German  
Plans  
German  
Plans  
German  
Plans  
German  
Plans  
(
in millions of €)  
Total  
Total  
Total  
Service cost  
Interest cost  
739  
296  
588  
443  
681  
256  
586  
425  
600  
256  
632  
344  
1,874  
1,286  
1,878  
1,292  
2,029  
1,397  
Expected return  
on plan assets  
(2,377)  
(673)  
(1,704)  
(2,339)  
(614)  
(1,725)  
(2,379)  
(509)  
(1,870)  
Amortization of:  
Unrecognized net  
actuarial (gains) losses  
600  
183  
417  
372  
141  
231  
226  
173  
53  
Unrecognized prior  
service cost  
279  
1,115  
16  
394  
279  
721  
16  
292  
884  
64  
369  
292  
515  
64  
287  
763  
74  
552  
50  
287  
211  
24  
Net periodic pension cost  
Settlement/curtailment loss  
Net pension cost  
1,131  
394  
737  
948  
369  
579  
837  
602  
235  
1
74  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contributions. Employer contributions to the Group’s defined  
benefit pension plans were €1,661 million and €1,649 million  
for the years ended December 31, 2005 and 2004, respectively.  
Employer cash contributions to the Group’s defined benefit pen-  
sion plans are expected to approximate €1.9 billion in 2006, of  
which €0.5 billion is estimated to be needed to satisfy minimum  
funding and contractual requirements and an additional €1.4  
billion is expected to be contributed at the Group’s discretion.  
Other Postretirement Benefits  
Certain DaimlerChrysler operations in the U.S. and Canada pro-  
vide postretirement health and life insurance benefits to their  
employees. Upon retirement from DaimlerChrysler, the employ-  
ees may become eligible for continuation of these benefits.  
The benefits and eligibility rules may be modified.  
Funded Status. The funded status of the accumulated postre-  
tirement benefit obligations is as follows:  
Estimated Future Pension Benefit Payments. Pension bene-  
fits pertaining to the Group’s German and non-German plans  
were €565 million and €1,631 million, respectively during 2005,  
and €550 million and €1,541 million, respectively during  
At December 31,  
(
in millions of €)  
2005  
2004  
2
004. The total estimated future pension benefits to be paid by  
the Group’s pension plans for the next 10 years approximates  
25.4 billion and are expected to be paid as follows:  
Accumulated postretirement benefit obligations  
Less fair value of plan assets  
Funded status  
17,711  
(1,912)  
15,799  
14,355  
(1,547)  
12,808  
2
006  
2007  
2008  
2009  
2010  
2011-  
2015  
(
in billions of €)  
A reconciliation of the funded status to the liability recognized  
for accrued postretirement health and life insurance benefits in  
pension plans and similar obligations is as follows:  
German Plans  
Non-German Plans  
Total  
0.6  
1.7  
2.3  
0.6  
1.8  
2.4  
0.6  
1.8  
2.4  
0.7  
1.8  
2.5  
0.7  
1.9  
2.6  
3.9  
9.3  
13.2  
At December 31,  
(
in millions of €)  
2005  
2004  
Funded status  
15,799  
12,808  
Accumulated Benefit Obligation. For all pension plans that  
have an accumulated benefit obligation in excess of plan assets,  
information pertaining to the accumulated benefit obligation  
and plan assets are presented as follows:  
Amounts not recognized:  
Unrecognized actuarial net losses  
Unrecognized prior service cost  
Net liability recognized  
(6,189)  
215  
(4,721)  
(66)  
9,825  
8,021  
At At  
At  
December 31, December 31, December 31,  
(
in millions of €)  
2005  
2004  
2003  
Projected benefit obligation  
Accumulated benefit obligation  
Plan Assets  
41,099  
39,379  
33,953  
33,749  
32,627  
27,141  
31,487  
30,547  
25,660  
The pretax increase of the minimum pension liability in 2005  
resulted in a reduction of stockholder’s equity by €170 million  
(
2004: €1,224 million) and is included in other comprehensive  
loss.  
1
75  
The development of the accumulated postretirement benefit  
obligations and the plan assets in 2005 and 2004 is as follows:  
Asset allocation is based on a Benchmark Portfolio designed to  
diversify investments among the following primary asset classes:  
U.S. Equity, International Equity and U.S. Fixed Income. The  
objective of the Benchmark Portfolio is to achieve a reasonable  
balance between risk and return.  
At December 31,  
(
in millions of €)  
2005  
2004  
The investment process is overseen by Investment Committees  
which consist of senior financial management and other appro-  
priate executives. The Investment Committees meet regularly to  
approve the asset allocations and review the risks and results  
of the funds and approve the selection and retention of external  
managers of specific portfolios.  
Change in accumulated postretirement  
benefit obligations:  
Accumulated postretirement benefit obligations  
at beginning of year  
14,355  
2,280  
273  
14,910  
(1,053)  
255  
Foreign currency exchange rate changes  
Service cost  
Interest cost  
917  
863  
Plan amendments  
(289)  
1,004  
15  
4
The majority of investments reflect the asset classes designat-  
ed by the Benchmark Portfolio. To maintain a wide range of  
diversification and improve return possibilities, a small percent-  
age of assets (approximately 5%) is allocated to highly promis-  
ing markets such as High Yield Debt and Emerging Markets.  
Internal controlling units monitor all investments regularly.  
External depositary banks provide safekeeping of securities as  
well as reporting of transactions and assets.  
Actuarial losses  
127  
Settlement/curtailment loss  
Benefits paid  
46  
(844)  
(797)  
Accumulated postretirement benefit obligations  
at end of year  
17,711  
14,355  
Change in plan assets:  
Fair value of plan assets at beginning of year  
Foreign currency exchange rate changes  
Actual gains (losses) on plan assets  
Plan participant contributions  
Benefits paid  
1,547  
241  
134  
1
1,531  
(132)  
160  
Estimated Future Subsidies due to Medicare Act. The total  
estimated future subsidies due to Medicare Act for the next  
1
0 years approximate €717 million and are expected to be re-  
(11)  
1,912  
(12)  
1,547  
ceived as follows:  
Fair value of plan assets at end of year  
2
006  
2007  
2008  
2009  
2010  
2011-  
2015  
(
in millions of €)  
Medicare Act  
Plan Assets. At December 31, 2005, plan assets were invested  
in diversified portfolios that consisted primarily of debt and  
equity securities. Assets and income accruing on all pension  
trust and relief funds are used solely to pay benefits and admin-  
ister the plans. The Group’s other benefit plan asset allocation  
at December 31, 2005 and 2004, and target allocations for 2006  
are as follows:  
53  
57  
61  
65  
69  
412  
2
006  
2005  
2004  
(
in % of plan assets)  
planned  
Equity securities  
Debt securities  
Real estate  
65  
35  
67  
33  
68  
32  
1
76  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Contributions. DaimlerChrysler did not make any contributions  
to its other postretirement plans in 2005 or 2004 and does not  
expect to make any contributions in 2006.  
U.S. postretirement benefit plan assets utilize an asset alloca-  
tion substantially similar to that of the pension assets so  
the expected rate of return is the same for both pension and  
postretirement benefit plan asset portfolios. Accordingly,  
the information about the expected rate of return on pension  
plan assets described above also applies to postretirement  
plan assets. For 2006 the expected rate of return on plan assets  
is the same as the rate applied in 2005.  
Assumptions. The measurement date for the Group’s accumu-  
lated other postretirement benefit obligations and plan assets is  
generally December 31. The measurement date for the Group’s  
net periodic postretirement benefit cost is principally January 1.  
Assumed discount rates and rates of increase in remuneration  
used in calculating the accumulated postretirement benefit  
obligations together with long-term rates of return on plan assets  
vary according to the economic conditions of the country in  
which the plans are situated.  
The assumptions have a significant effect on the amounts  
reported for the Group’s health care plans. The following sched-  
ule presents the effects of a one-percentage-point change in  
assumed ultimate health care cost inflation rates as from 2011:  
The weighted average assumptions used to determine the bene-  
fit obligations of the Group’s postretirement benefit plans at  
December 31 were as follows (in %):  
1-Percentage- 1-Percentage-  
Point  
Point  
Decrease  
(
in millions of €)  
Increase  
Effect on total of service and interest  
cost components  
2
005  
2004  
2003  
191  
(129)  
Effect on accumulated postretirement benefit  
obligations  
2,223  
(1,805)  
Average assumptions:  
Discount rate  
5.7  
7.4  
5.0  
6.0  
8.0  
5.0  
6.3  
8.0  
5.0  
Health care inflation rate in following  
(
or “base”) year  
Ultimate health care inflation rate  
2011/2011/2008)  
Net Postretirement Benefit Cost. The components of net  
periodic postretirement benefit cost for the years ended De-  
cember 31, 2005, 2004 and 2003 were as follows:  
(
The weighted average assumptions used to determine the net  
periodic postretirement benefit cost of the Group’s postretire-  
ment benefit plans were as follows (in %):  
(in millions of €)  
2005  
2004  
2003  
Service cost  
273  
917  
255  
863  
278  
983  
Interest cost  
Expected return on plan assets  
Amortization of:  
(155)  
(159)  
(217)  
2
005  
2004  
2003  
Unrecognized net actuarial (gains)  
losses  
301  
(8)  
208  
3
220  
24  
Average assumptions:  
Discount rate  
Unrecognized prior service cost  
6.0  
8.5  
8.0  
5.0  
6.3  
8.5  
8.0  
5.0  
6.8  
8.5  
Net periodic postretirement benefit  
cost  
Expected return on plan assets  
1,328  
3
1,170  
3
1,288  
2
(
at the beginning of the year)  
Settlement/curtailment loss  
Health care inflation rate in  
following (or “base”) year  
10.0  
5.0  
Net postretirement benefit cost  
1,331  
1,173  
1,290  
Ultimate health care inflation rate  
(
2011)  
1
77  
Estimated Future Postretirement Benefit Payments.  
Postretirement benefits paid pertaining to the Group’s plans  
were €844 million and €797 million during 2005 and 2004,  
respectively. The total estimated future postretirement benefits  
to be paid by the Group’s plans for the next 10 years approxi-  
mate €11.6 billion and are expected to be paid as follows:  
The Group issues various types of product guarantees under  
which it generally guarantees the performance of products  
delivered and services rendered for a certain period or term  
(see Note 32). The accrued liability for these product guarantees  
covers expected costs for legally and contractually obligated  
warranties as well as expected costs for policy coverage, recall  
campaigns and buyback commitments. The liability for buy-  
back commitments represents the expected costs related to the  
Group’s obligation, under certain conditions, to repurchase a  
vehicle from a customer. Buybacks may occur for a number of  
reasons including litigation, compliance with laws and regulations  
in a particular region and customer satisfaction issues.  
2
006  
2007  
2008  
2009  
2010  
2011-  
2015  
(
in billions of €)  
Expected payments  
1.0  
1.0  
1.1  
1.1  
1.2  
6.2  
The changes in provisions for those product guarantees are  
summarized as follows:  
Prepaid Employee Benefits. In 1996 DaimlerChrysler estab-  
lished a Voluntary Employees’ Beneficiary Association (“VEBA”)  
trust for payment of non-pension employee benefits. At De-  
cember 31, 2005 and 2004, the VEBA trust had a balance of  
(in millions of €)  
2005  
2004  
2,392 million and €2,023 million, respectively, of which the  
long-term assets in the VEBA trust of €1,835 million and €1,474  
million, respectively, are reported as plan assets for the accumu-  
lated postretirement benefit obligations and not reported in  
DaimlerChrysler’s Consolidated Balance Sheets. The short-term  
assets in the VEBA trust are classified as cash and marketable  
securities in DaimlerChrysler’s Consolidated Balance Sheets.  
No contributions to the VEBA trust were made in 2005, 2004 and  
Balance at January 1  
10,877  
9,230  
Currency change and change in consolidated  
companies  
767  
(5,587)  
5,012  
563  
334  
(4,712)  
4,807  
Utilizations and transfers  
Product guarantees issued in respective year  
Changes from prior period product guarantees issued  
Balance at December 31  
1,218  
11,632  
10,877  
2
003. DaimlerChrysler does not expect to make any contribu-  
tions to the VEBA trust in 2006.  
The amount included in the line item “Product guarantees issued  
in respective year” represents the additions to the accruals  
for product guarantees recognized in the corresponding year for  
products sold in this year.  
b) Other Accrued Liabilities  
Other accrued liabilities consisted of the following:  
At December 31,  
In 2005, “Changes from prior period product guarantees issued”  
are partly offset by payments received from suppliers in settle-  
ment of claims for recovery of the costs for recall campaigns.  
(
in millions of €)  
2005  
2004  
Product guarantees  
11,632  
5,381  
3,219  
1,706  
5,866  
10,877  
4,680  
2,938  
326  
Accrued sales incentives  
Accrued personnel and social costs  
Derivative financial instruments  
Other  
5,850  
24,671  
2
7,804  
1
78  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The Group also offers customers the opportunity to purchase  
separately priced extended warranty and maintenance contracts.  
The revenue from these contracts is deferred at the inception  
of the contract and recognized into income over the contract  
period in proportion to the costs expected to be incurred based  
on historical information. Included in “Deferred income” on  
the Consolidated Balance Sheets, the deferred revenue from  
these contracts is summarized as follows:  
26. Financial Liabilities  
At December 31,  
(
in millions of €)  
2005  
2004  
Short-term:  
Notes/Bonds  
12,530  
9,104  
9,860  
417  
10,760  
6,824  
10,309  
438  
Commercial paper  
Liabilities to financial institutions  
Liabilities to affiliated companies  
Deposits from direct banking business  
Loans, other financial liabilities  
(
in millions of €)  
2005  
2004  
3,045  
27  
2,945  
608  
Balance at January 1  
1,115  
226  
1,129  
(147)  
611  
Liabilities from capital lease and residual value  
guarantees  
Currency change and transfers  
Deferred revenue current period  
Earned revenue current period  
Balance at December 31  
1,500  
1,422  
694  
Short-term financial liabilities (due within one year)  
36,483  
33,306  
(487)  
1,548  
(478)  
1,115  
Long-term:  
Maturities  
2007-2097  
2007-2019  
Notes/Bonds  
of which due in more than five  
years €10,939 (2004: €10,492)  
34,902  
7,612  
76  
33,919  
7,355  
The provisions for derivative financial instruments are mainly  
due to exchange rate risks from financial liabilities and future  
sales revenues. The deviation from previous year is especially  
attributable to the changed currency relation of the Euro in rela-  
tion to the U.S. dollar.  
Liabilities to financial institutions  
of which due in more than five  
years €1,469 (2004: €1,265)  
Liabilities to affiliated companies  
of which due in more than five  
years €– (2004: €–)  
Deposits from direct banking business  
of which due in more than five years  
9 (2004: €9)  
160  
179  
69  
Loans, other financial liabilities  
of which due in more than five years  
– (2004: €–)  
Liabilities from capital lease and  
residual value guarantees  
of which due in more than five years  
210 (2004: €210)  
1,699  
1,442  
42,964  
76,270  
Long-term financial liabilities  
44,449  
8
0,932  
Weighted average interest rates for notes/bonds, commercial  
paper, liabilities to financial institutions and deposits from  
direct banking business are 5.70 %, 4.08 %, 4.54 % and 2.24 %,  
respectively, at December 31, 2005.  
Commercial papers are primarily denominated in euros and U.S.  
dollars and include accrued interest. Liabilities to financial in-  
stitutions are partly secured by mortgage conveyance, liens  
and assignment of receivables of approximately €2,219 million  
(
2004: €2,232 million).  
1
79  
Aggregate nominal amounts of financial liabilities maturing dur-  
ing the next five years and thereafter are as follows:  
2
006  
2007  
2008  
2009  
2010  
there-  
after  
(
in millions of €)  
Financial liabilities  
36,601 13,474 11,760  
4,169  
2,370 12,482  
At December 31, 2005, the Group had unused short-term credit  
lines of €7,099 million (2004: €9,278 million) and unused  
long-term credit lines of €10,806 million (2004: €8,981 million).  
The credit lines include an $18 billion revolving credit facility  
with a syndicate of international banks. The credit agreement is  
comprised of a multi-currency revolving credit facility which  
allows DaimlerChrysler AG to borrow up to $5 billion until De-  
cember 2009 and $4.8 billion until December 2010, respective-  
ly, an U.S. dollar revolving credit facility which allows Daimler-  
Chrysler North America Holding Corporation, a wholly-owned  
subsidiary of DaimlerChrysler AG, to borrow up to $6 billion  
available until May 2006, and a multi-currency revolving credit  
facility for working capital purposes which allows Daimler-  
Chrysler AG and several subsidiaries to borrow up to $7 billion  
until May 2008. A part of the $18 billion facility serves as back-  
up for commercial paper drawings.  
2
7. Trade Liabilities  
At December 31, 2005  
Due after one  
and before  
five years  
Due after  
five years  
(
in millions of €)  
Trade liabilities  
Total  
Total  
14,591  
1
12,920  
2
2
8. Other Liabilities  
At December 31, 2005  
Due after one  
and before  
five years  
Due after  
five years  
(
in millions of €)  
Total  
Total  
Liabilities to affiliated companies  
Liabilities to related companies  
Other liabilities  
334  
96  
5
224  
354  
77  
10  
8,623  
260  
265  
139  
363  
8,314  
8,745  
542  
552  
166  
166  
9
,053  
1
80  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
As of December 31, 2005, other liabilities include tax liabilities  
of €1,147 million (2004: €803 million) and social benefits due  
of €808 million (2004: €774 million).  
2
9. Deferred Income  
As of December 31, 2005, €3,105 million of the total deferred  
income is to be recognized after more than one year (2004:  
2,088 million).  
1
81  
Notes to Consolidated  
Statements of Cash Flows  
Other Notes  
3
0. Consolidated Statements of Cash Flows  
31. Legal Proceedings  
The following cash flows represent supplemental information  
with respect to net cash provided by operating activities:  
Various legal proceedings are pending against the Group. We  
believe that such proceedings in the main constitute ordinary  
routine litigation incidental to its business.  
Year ended December 31,  
The official receiver of Garage Bernard Tutrice S.A., France, a  
former customer of DaimlerChrysler France S.A.S., filed a  
lawsuit against DaimlerChrysler France in the commercial court  
of Versailles in November 2003. The complaint seeks damages  
of €455 million alleged to have resulted from tax fraud committed  
by the former Chairman of Tutrice S.A. who was convicted of  
tax fraud in April, 2001. In January 2006, the court ordered  
DaimlerChrysler France to pay €30 million in compensatory  
damages, and rejected the rest of the claim.  
(
in millions of €)  
2005  
2004  
2003  
Interest paid  
3,652  
700  
3,092  
1,373  
3,207  
937  
Income taxes paid  
For the year ended December 31, 2005, net cash provided by  
financing activities included payments/(proceeds) of early ter-  
minated cross currency hedges, related to financial liabilities, of  
72 million (2004: €(1,304) million; 2003: €(556) million).  
In October 2005, DaimlerChrysler Australia/Pacific Pty. Ltd.  
(
“DCAuP”) settled the previously reported actions filed in the  
Supreme Court of New South Wales by National Australia  
Bank Limited and the liquidator in connection with the financial  
failure of a customer. The settlement agreement provides  
for payment by DCAuP of AUD 55 million and a release from  
all further claims.  
1
82  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
DaimlerChrysler AG in its capacity as successor of Daimler-  
Benz AG is a party to a valuation proceeding (Spruchstellen-  
verfahren) relating to a subordination and profit transfer agree-  
ment that existed between Daimler-Benz AG and the former  
AEG AG (“AEG”). In 1988, former AEG shareholders filed a peti-  
tion to the regional court in Frankfurt claiming that the con-  
sideration and compensation stipulated in the agreement was  
inadequate. In 1994, a court-appointed valuation expert con-  
cluded that the consideration provided for in the agreement  
was adequate. Following a Federal Constitutional Court decision  
in an unrelated case, the Frankfurt court in 1999 instructed  
the expert to employ a market value approach in its valuation  
analysis rather than the capitalized earnings value approach  
previously used. The court also instructed the expert in 2004 to  
take into account additional findings of the Federal Supreme  
Court elaborating further on the valuation issue addressed by  
the Federal Constitutional Court. In September 2004, the  
expert delivered the requested valuation opinion. If the new  
opinion were to be followed by the Frankfurt court, the valuation  
ratio would increase significantly in favour of the AEG share-  
holders. DaimlerChrysler believes the original consideration  
and compensation to be adequate and the second valuation  
opinion to be unwarranted. DaimlerChrysler intends to defend  
itself vigorously against the claims in this proceeding.  
injuries or wrongful death. Adverse decisions in one or more  
proceedings could require DaimlerChrysler or its subsidiaries to  
pay partially substantial compensatory and punitive damages,  
or undertake service actions, recall campaigns or other costly  
actions.  
Seven purported class action lawsuits are pending in various  
U.S. courts regarding alleged front disc brake judder in  
1999–2004 model year Jeep Grand Cherokee vehicles and  
®
the treatment of related warranty claims. Plaintiffs seek  
compensatory and punitive damages, costs of repair or replace-  
ment, attorneys’ fees and costs.  
Three purported class action lawsuits are pending in various U.S.  
courts that allege that the paint applied to 1982–1997 model  
year Chrysler, Plymouth, Jeep® and Dodge vehicles delaminates,  
peels or chips as the result of defective paint, paint primer, or  
application processes. Plaintiffs seek compensatory and puni-  
tive damages, costs of repair or replacement, attorneys’ fees  
and costs. Seven other previously reported class action lawsuits  
regarding paint delamination have been dismissed.  
In November 2004, a jury awarded $3.75 million in compensatory  
damages and $98 million in punitive damages against Daimler-  
Chrysler Corporation in Flax v. DaimlerChrysler Corporation, a  
case filed in Davidson County Circuit Court in the state of  
Tennessee. The complaint alleged that the seat back in a 1998  
Dodge Grand Caravan was defective and collapsed when the  
Caravan was struck by another vehicle resulting in the death of  
an occupant. In June 2005 the trial court reduced the punitive  
damage award to $20 million in response to motions filed by  
DaimlerChrysler Corporation challenging the verdict and the  
damage awards. DaimlerChrysler Corporation is appealing the  
verdict and the damage awards.  
In 1999, former shareholders of Daimler-Benz AG instituted a  
valuation proceeding (Spruchstellenverfahren) against Daimler-  
Chrysler AG at Stuttgart district court. These proceedings relate  
to the merger of Daimler-Benz AG and DaimlerChrysler AG in  
connection with the business combination of Daimler-Benz and  
Chrysler Corporation in 1998. In the course of the merger, 1.8%  
of all shares in Daimler-Benz AG were involuntarily exchanged  
for DaimlerChrysler shares. Some shareholders claim that the  
ratio used in the course of the merger did not correspond to  
the actual value of the Daimler-Benz shares. An expert commis-  
sioned by the court presented his report in December 2005.  
In it, he has calculated various alternative values for payments  
to be made. These alternatives range from confirming the  
appropriateness of the ratio used to considerable payments to  
be made to the former Daimler-Benz shareholders with respect  
to the involuntarily exchanged shares. DaimlerChrysler contin-  
ues to view the exchange ratio set by the company at the time  
as appropriate, and the alternative values calculated by the  
court expert as unfounded. We intend to continue defending  
ourselves vigorously against these claims.  
In October 2005, the Arizona Court of Appeals reversed the $50  
million punitive damages award and affirmed the $3.75 million  
compensatory damages award in Douglas v. DaimlerChrysler Cor-  
poration, a case involving the front seat back strength of a1996  
Dodge Ram club cab pickup. DaimlerChrysler Corporation is  
defending approximately 25 other complaints involving vehicle  
seat back strength.  
Various legal proceedings are pending against DaimlerChrysler AG  
or its subsidiaries alleging defects in various components  
(
including occupant restraint systems, seats, brake systems,  
tires, ball joints, engines and fuel systems) in several different  
vehicle models or allege design defects relating to vehicle stabil-  
ity (rollover propensity), pedal misapplication (sudden acce-  
leration), brakes (vibration and brake transmission shift inter-  
lock), or crashworthiness. Some of these proceedings are filed  
as class action lawsuits that seek repair or replacement of  
the vehicles or compensation for their alleged reduction in value,  
while others seek recovery for damage to property, personal  
1
83  
The U.S. Environmental Protection Agency filed a complaint in  
the U.S. District Court for the District of Columbia against  
DaimlerChrysler Corporation in December 2005 alleging defects  
in catalytic converters and on-board diagnostic systems in  
certain Chrysler Group vehicles, and failure to properly disclose  
defects in such converters. The parties have agreed to the  
terms of a consent decree in settlement of the complaint. The  
settlement requires DaimlerChrysler Corporation to, among  
other things, extend the warranties on catalytic converters in  
certain 1996 – 2000 vehicles, and reprogram the powertrain  
control modules in certain 1996 – 1998 vehicles with updated  
on-board diagnostic systems calibrations. DaimlerChrysler Cor-  
poration also settled a related parallel administrative proceed-  
ing with the California Air Resources Board. The estimated  
cost of such remedial actions and related settlement payments  
is approximately $95 million.  
DaimlerChrysler received a “statement of objections” from the  
European Commission on April 1,1999, which alleged that the  
Group violated EU competition rules by impeding cross-border  
sales of Mercedes-Benz passenger cars to final customers in  
the European Economic Area. In October 2001, the European  
Commission found that DaimlerChrysler infringed EU compe-  
tition rules and imposed a fine of approximately €72 million. On  
September 15, 2005, the Court of First Instance of the Euro-  
pean Court of Justice annulled the decision in part and reduced  
the fine to an amount of €9.8 million. Neither party appealed  
the judgment, which is now final.  
More than 80 purported class action lawsuits alleging viola-  
tions of antitrust law are pending against DaimlerChrysler and  
several of its U.S. subsidiaries, six other motor vehicle manu-  
facturers, operating subsidiaries of those companies in both the  
United States and Canada, the National Automobile Dealers  
Association and the Canadian Automobile Dealers Association.  
Some complaints were filed in federal courts in various states  
and others were filed in state courts. The complaints allege that  
the defendants conspired to prevent the sale to U.S. consumers  
of vehicles sold by dealers in Canada in order to maintain new  
car prices at artificially high levels in the U.S. They seek treble  
damages on behalf of everyone who bought or leased a new  
vehicle in the U.S. since January 1, 2001. DaimlerChrysler believ-  
es the complaints against it are without merit and plans to  
defend itself against them vigorously.  
Like other companies in the automotive industry, Daimler-  
Chrysler (primarily DaimlerChrysler Corporation) have experi-  
enced a growing number of lawsuits which seek compensatory  
and punitive damages for illnesses alleged to have resulted  
from direct and indirect exposure to asbestos used in some ve-  
hicle components (principally brake pads). Typically, these suits  
name many other corporate defendants and may also include  
claims of exposure to a variety of non-automotive asbestos pro-  
ducts. A single lawsuit may include claims by multiple plain-  
tiffs alleging illness in the form of asbestosis, mesothelioma or  
other cancer or illness. The number of claims in these law-  
suits increased from approximately 14,000 at the end of 2001  
to approximately 28,000 at the end of 2005. In the majority  
of these cases, plaintiffs do not specify their alleged illness and  
provide little detail about their alleged exposure to compo-  
nents in DaimlerChrysler’s vehicles. Some plaintiffs do not exhib-  
it current illness, but seek recovery based on potential future  
illness. DaimlerChrysler believes that many of these lawsuits in-  
volve unsubstantiated illnesses or assert only tenuous connec-  
tions with components in its vehicles, and that there is credible  
scientific evidence to support the dismissal of many of these  
claims. Although DaimlerChrysler’s expenditures to date in con-  
nection with such claims have not been material to its financial  
condition, it is possible that the number of these lawsuits  
will continue to grow, especially those alleging life-threatening  
illness, and that the company could incur significant costs in  
the future in resolving these lawsuits.  
DaimlerChrysler Services North America LLC (“DCSNA”) settled  
the two previously reported class action lawsuits alleging  
racially discriminatory credit practices. The court approved set-  
tlements require, among other things, training programs for  
employees, consumer financial literacy programs, and commu-  
nity outreach for African-Americans and Hispanics.  
The Federal Republic of Germany has initiated arbitration pro-  
ceedings against DaimlerChrysler Financial Services AG,  
Deutsche Telekom AG and Toll Collect GbR. The statement of  
claims of the Federal Republic of Germany was received in  
August 2005. The Federal Republic of Germany is mainly seek-  
ing damages, contractual penalties and the transfer of intellec-  
tual property rights to Toll Collect GmbH. In particular, the  
Federal Republic of Germany is claiming lost revenues of €3.51  
billion plus interest (€236 million through July 31, 2005) for  
the period September 1, 2003, through December 31, 2004, and  
contractual penalties of approximately €1.65 billion through  
July 31, 2005 plus interest (€107 million through July 31, 2005).  
Since some of the contractual penalties, among other things, are  
dependent on time and further claims for contractual penalties  
have been asserted by the Federal Republic of Germany, the  
amount claimed as contractual penalties may increase. Daimler-  
Chrysler believes the claims of the Federal Republic of Ger-  
many are without merit and intends to defend itself vigorously  
against these claims.  
A class action lawsuit was filed in 2002 against Mercedes-Benz  
USA, LLC (“MBUSA”), and its wholly-owned subsidiary Mercedes-  
Benz Manhattan, Inc., and is pending in the United States Dis-  
trict Court for the District of New Jersey. The lawsuit alleges  
that those companies participated in a price fixing conspiracy  
among Mercedes-Benz dealers. MBUSA and Mercedes-Benz  
Manhattan continue to defend themselves vigorously.  
1
84  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Freightliner LLC acquired in September 2000 Western Star Trucks  
Holdings Ltd. Prior to its acquisition by Freightliner, Western  
Star had completed the sale of a truck manufacturer, ERF (Hold-  
ings) plc, to MAN AG for CAD195 million. In September 2002,  
MAN filed a claim against Freightliner Ltd. (formerly Western  
Star) with the London Commercial Court for fraud and breach of  
representations and warranties in the share purchase agree-  
ment, alleging that ERF’s accounts and financial statements  
were misstated and seeking damages in excess of GBP300 mil-  
lion. Freightliner Ltd. subsequently filed a contribution claim  
with that court against Ernst & Young, ERF’s and Western Star’s  
auditors. In October 2005, the court ruled that Freightliner  
Ltd. was vicariously liable for fraud by an employee of ERF in  
connection with the preparation of ERF’s financial accounts, and  
also found in favor of Ernst & Young on the contribution claim.  
Freightliner Ltd. has appealed both decisions on liability. In  
December 2005, the court awarded MAN an interim payment of  
GBP250 million, based on a minimum estimate of the parties,  
which amount significantly exceeds Freightliner Ltd.’s net  
assets. A hearing to determine final damages may be deferred  
until resolution of the appeals. In a related matter, MAN sued  
Freightliner LLC in February 2005 alleging that assets were  
fraudulently transferred from Freightliner Ltd. while the above  
described proceeding was pending, and seeking payment from  
Freightliner LLC of the damages awarded against Freightliner  
Ltd. in that proceeding. The complaint, which was amended in  
December 2005, is pending in Multnomah County Circuit  
Court in the state of Oregon. Freightliner LLC intends to defend  
itself vigorously in this matter.  
Several lawsuits, including putative class action lawsuits, were  
filed in 2002 against a large number of companies from a wide  
variety of industries and nationalities asserting claims relating  
to the practice of apartheid in South Africa. One of the lawsuits  
names DaimlerChrysler AG as a defendant and another one names  
a U.S. subsidiary of DaimlerChrysler AG as a defendant. The  
lawsuits were consolidated in the United States District Court  
for the Southern District of New York for pretrial purposes.  
On November 29, 2004, the Court granted a motion to dismiss  
filed by a group of defendants, including DaimlerChrysler.  
Plaintiffs filed notices of appeal of the Court’s decision. The  
appeal has now been fully briefed. Oral argument was held  
in January 2006.  
In August 2004, the U.S. Securities and Exchange Commission  
(“SEC”) opened a formal investigation into possible violations by  
DaimlerChrysler of the anti bribery, record keeping and internal  
control provisions of the U.S. Foreign Corrupt Practices Act  
(FCPA). The U.S. Department of Justice (“DOJ”) has also request-  
ed information in this regard. DaimlerChrysler is voluntarily  
sharing with the DOJ and the SEC information from its own inter-  
nal investigation of certain accounts, transactions and pay-  
ments, primarily relating to transactions involving government  
entities, and is providing the agencies with information pursuant  
to outstanding subpoenas and other requests. Following is a  
summary of information DaimlerChrysler uncovered to date in  
connection with its internal investigation. Further issues may  
arise as the company completes its investigation.  
DaimlerChrysler determined that improper payments were  
made in a number of jurisdictions, primarily in Africa, Asia and  
Eastern Europe. These payments raise concerns under the  
U.S. FCPA, German law, and the laws of other jurisdictions.  
Tracinda Corporation filed a lawsuit in 2000 against Daimler-  
Chrysler AG and some of the members of its Supervisory Board  
and Board of Management alleging that the defendants violated  
U.S. securities law and committed fraud in obtaining approval  
from Chrysler stockholders of the business combination be-  
tween Chrysler and Daimler-Benz in 1998. On April 7, 2005, the  
United States District Court for the District of Delaware ren-  
dered a judgment in favor of the defendants and against Tracin-  
da Corporation on all claims finding that there had been no  
fraud and no violation of U.S. securities laws. Tracinda is appea-  
ling the decision and filed its opening brief with the United  
States Court of Appeals for the Third Circuit in January 2006.  
– In connection with its internal investigation, DaimlerChrysler  
has identified and selfreported potential tax liabilities to tax  
authorities in several jurisdictions. These tax liabilities of  
DaimlerChrysler AG and certain foreign affiliates result from  
misclassifications of, or the failure to record, commissions  
and other payments and expenses.  
– DaimlerChrysler determined that certain payable accounts  
related to consolidated subsidiaries were not eliminated dur-  
ing consolidation.  
A purported class action was filed against DaimlerChrysler AG  
and some members of its Board of Management in 2004 in  
the United States District Court for the District of Delaware on  
behalf of current or former DaimlerChrysler shareholders  
who are neither citizens nor residents of the United States and  
who acquired their DaimlerChrysler shares on or through a  
foreign stock exchange. On January 24, 2006, the Court granted  
DaimlerChrysler’s motion to dismiss the complaint, declining  
to exercise jurisdiction over the case. The complaint, which had  
not yet been served on any member of DaimlerChrysler’s Board  
of Management, contained allegations similar to those in the  
Tracinda complaint and the prior class action complaint. On  
February 17, 2006, the plaintiffs filed a notice of appeal of this  
decision to the United States Court of Appeals for the Third Cir-  
cuit.  
– DaimlerChrysler is taking action to address and resolve the  
issues identified in the course of our investigation to safe-  
guard against the recurrence of improper conduct. This  
includes evaluating and revising its governance policies  
and internal control procedures.  
1
85  
In connection with these issues, DaimlerChrysler recognized  
charges in its 2005 consolidated statement of income to correct  
misstatements relating to the years 2003 and 2004 which had  
the effect of reducing 2005 operating profit by €16 million and  
reducing 2005 net income by €64 million. In addition, Daimler-  
Chrysler adjusted stockholders’ equity as at January 1, 2003  
to correct accumulated misstatements in the periods 1994  
through 2002 which had the effect of reducing the January 1,  
DaimlerChrysler is responding to the SEC’s request. The DOJ has  
also requested information in this regard. In addition, the  
United Nations Independent Inquiry Committee (“IIC”) that  
investigated the administration and management of the United  
Nations Oil-for-Food Program asked DaimlerChrysler to provide  
assistance in the IIC’s evaluation of certain transactions under  
that Program. On October 27, 2005, the IIC issued its final report  
on the United Nations Oil-for-Food Program, which includes  
a narrative describing DaimlerChrysler’s alleged conduct during  
the Program. In its report, the IIC concludes that Daimler-  
Chrysler knowingly made or caused to be made a kickback pay-  
ment of approximately €6,950 to the former Government of  
Iraq, that a DaimlerChrysler employee signed two side agree-  
ments to make additional payments, and that this conduct  
was in contravention of Program rules and the United Nations  
sanctions against Iraq. It is possible that additional payments  
may be identified as a result of the ongoing SEC and DOJ inves-  
tigations. If the DOJ or the SEC determines that violations of  
U.S. law have occurred, it could seek criminal or civil sanctions,  
including monetary penalties, against DaimlerChrysler and  
certain of its employees.  
2
003 balance of stockholders’ equity by €222 million.  
DaimlerChrysler recognized a charge of €125 million in the third  
quarter of 2005 with respect to tax liabilities that had been  
identified in the course of the internal investigation by the date  
the unaudited interim financial statements for the third quarter  
2
005 were issued. Following its continued investigation of  
the misstatements discussed above, DaimlerChrysler subsequent-  
ly determined that any adjustments for pre-2003 periods should  
be reflected in the January 1, 2003 balance of stockholders’  
equity. Accordingly, DaimlerChrysler reversed €100 million of  
the €125 million charge originally recognized in the third quarter  
2
005. This amount is reflected in the €222 million reduction  
of the January 1, 2003 balance of stockholders’ equity.  
DaimlerChrysler’s internal investigation into possible violations  
of law is ongoing. If the DOJ or the SEC determines that viola-  
tions of U.S. law have occurred, it could seek criminal or  
civil sanctions, including monetary penalties, against Daimler-  
Chrysler and certain of its employees, as well as additional  
changes to its business practices and compliance programs.  
The BaFin (German Federal Financial Supervisory Authority) is  
investigating whether DaimlerChrysler AG’s public ad hoc dis-  
closure on July 28, 2005 that Professor Schrempp will leave the  
company at the end of 2005 was timely. If the BaFin determines  
that the company improperly filed such disclosure, it could fine  
DaimlerChrysler up to €1 million. In a related matter, the Dis-  
trict Attorney’s Office in Stuttgart closed the previously report-  
ed investigation of alleged insider trading in DaimlerChrysler  
shares by two DaimlerChrysler senior executives prior to the ad  
hoc disclosure. In January 2006 the District Attorney’s Office  
also opened an investigation of alleged insider tipping by the  
Chairman of our Supervisory Board in advance of such disclosure.  
In February 2006, shareholders of DaimlerChrysler who claim  
damages based on the alleged unduly delayed ad hoc disclosure  
filed an application for a model case pursuant to German law  
(KapMuG).  
DaimlerChrysler also determined that for a number of years a  
portion of the taxes related to compensation paid to expatriate  
employees was not properly reported. In connection with this  
underpayment of taxes, DaimlerChrysler recognized charges in  
its 2005 consolidated statement of income to correct corre-  
sponding overstatements relating to the years 2003 and 2004  
which had the effect of reducing 2005 operating profit by €34  
million and reducing 2005 net income by €25 million. In addition,  
DaimlerChrysler adjusted stockholders’ equity as at January 1,  
2
003 to correct accumulated overstatements of net income in  
the periods 1994 through 2002 which had the effect of reduc-  
ing the January 1, 2003 balance of stockholders’ equity by  
Litigation is subject to many uncertainties and DaimlerChrysler  
cannot predict the outcome of individual matters with assur-  
ance. It is reasonably possible that the final resolution of some  
of these matters could require the Group to make expendi-  
tures, in excess of established reserves, over an extended peri-  
od of time and in a range of amounts that DaimlerChrysler  
cannot reasonably estimate. Although the final resolution of any  
such matters could have a material effect on the Group’s  
consolidated operating results for a particular reporting period,  
DaimlerChrysler believes that it should not materially affect  
its consolidated financial position.  
84 million. DaimlerChrysler voluntarily reported potential tax  
liabilities resulting from these issues to the tax authorities in  
several jurisdictions.  
In November 2004, the SEC issued a formal order of investiga-  
tion concerning 13 named participants in the United Nations  
Oil-for-Food Program seeking to determine whether there had  
been acts in violation of the provisions of the Securities Ex-  
change Act of 1934 requiring the maintenance of books, records  
and accounts, the maintenance of internal accounting controls  
and prohibiting specified payments to foreign officials for improp-  
er purposes. In July 2005, the SEC supplemented the formal  
order of investigation to add DaimlerChrysler to the list of named  
companies. In that regard, DaimlerChrysler received an order  
from the SEC to provide a written statement and to produce  
certain documents regarding transactions in that Program.  
1
86  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
3
2. Contingent Obligations and Commercial Commitments  
Guarantees under buy-back commitments principally represent  
arrangements whereby the Group guarantees specified trade-in  
or resale values for assets or products sold to non-consolidated  
affiliated companies and third parties. Such guarantees pro-  
vide the holder with the right to return purchased assets or prod-  
ucts back to the Group, partially also in connection with a  
future purchase of products or services. The table above excludes  
residual value guarantees related to arrangements for which  
revenue recognition is precluded due to the Group’s obligation  
to repurchase assets sold to unrelated guaranteed parties.  
Contingent Obligations. Obligations from issuing guarantees  
as a guarantor (excluding product warranties) are as follows:  
At December 31,  
Maximum potential  
future obligations  
At December 31,  
Amount recognized  
as a liability  
(
in millions of €)  
2005  
2004  
2005  
2004  
Guarantees for third party  
liabilities  
1,819  
2,653  
412  
486  
Other contingent obligations principally include pledges or  
indemnifications related to the quality or timing of performance  
by third parties or participations in performance guarantees of  
consortiums. Performance guarantees typically provide the pur-  
chaser of goods or services with the right to be reimbursed  
for losses incurred or other penalties if the third party or the con-  
sortium fails to perform. Amounts accrued under performance  
guarantees reflect estimates of probable losses resulting from a  
third party’s failure to perform under obligating agreements.  
Guarantees under buy-back  
commitments  
1,499  
249  
1,646  
273  
406  
125  
943  
536  
178  
Other contingent obligations  
3
,567  
4,572  
1,200  
Guarantees for third party liabilities principally represent guar-  
antees of indebtedness of non-consolidated affiliated compa-  
nies and third parties and commitments by Group companies as  
to contractual performance by joint venture companies and  
certain non-incorporated companies, partnerships, and project  
groups. The terms under these arrangements generally cover  
the range of the related indebtedness of the non-consolidated  
affiliated companies and third parties or the contractual per-  
formance period of joint venture companies, non-incorporated  
companies, partnerships, and project groups. The parent  
company of the Group (DaimlerChrysler AG) provides guaran-  
tees for certain obligations of its consolidated subsidiaries  
towards third parties. At December 31, 2005, these guarantees  
amounted to €54.0 billion. To a lesser extent, consolidated  
subsidiaries provide guarantees to third parties of obligations of  
other consolidated subsidiaries. All intercompany guarantees  
are eliminated in consolidation and therefore are not reflected  
in the above table.  
DaimlerChrysler AG and its wholly owned subsidiary Daimler-  
Chrysler Financial Services AG have provided various guarantees  
towards third parties with respect to the investment in Toll  
Collect. See Note 3 for detailed information regarding Toll Col-  
lect including the guarantees issued. Of the guarantees men-  
tioned in Note 3, only the €600 million guarantee for the bank  
loan is reflected in the above table in the line “Guarantees  
for third party liabilities”. The other guarantees are not reflected  
in the above table since the maximum potential future obliga-  
tion resulting from the remaining guarantees cannot be accurate-  
ly estimated. Accruals established in this regard are also not  
included in the above table.  
When circumstances indicate that payment is probable and  
the amount is reasonably estimable, guarantees made by the  
Group are recognized as a liability in the consolidated balance  
sheet in accordance with SFAS 5 “Accounting for Contingencies”,  
with an offsetting amount recorded as an expense (contin-  
gent obligation). For guarantees issued or modified after Decem-  
ber 31, 2002, the Group records guarantees at fair value,  
unless a higher amount must be accrued for in accordance with  
SFAS 5 (non-contingent obligations). Both contingent obliga-  
tions and non-contingent obligations are included in the column  
“Amount recognized as a liability” in the table above.  
DaimlerChrysler AG provides a guarantee to Deutsche Bank AG  
to cover the obligations of employees that are participating in  
its corporate credit card program for corporate travel expenses  
which is operated by Deutsche Bank AG. To date, Daimler-  
Chrysler has not incurred any significant payments from that  
guarantee which amounted to €651 million as of December 31,  
2
004. In March 2005, DaimlerChrysler AG and Deutsche  
Bank AG concluded an additional agreement that supplements  
the existing framework agreement, limiting the guarantee for  
current and future credit card obligations arising from that pro-  
gram to €20 million.  
In accordance with FIN 45, the obligations associated with pro-  
duct warranties are not reflected in the above table. See Note  
2
5b for accruals relating to such obligations.  
1
87  
Commercial Commitments. In addition to the above guaran-  
tees and warranties, in connection with certain production  
programs, the Group has committed to purchase various levels  
of outsourced manufactured parts and components over ex-  
tended periods at market prices. The Group has also committed  
to purchase or invest in the construction and maintenance of  
various production facilities. Amounts under these guarantees  
represent commitments to purchase plant or equipment at  
market prices in the future. As of December 31, 2005, commit-  
ments to purchase outsourced manufactured parts and compo-  
nents or to invest in plant and equipment are approximately  
Future payments to be received from the subleasing of these  
facilities, plant and equipment to third parties total €297 million.  
In 2003, DaimlerChrysler signed an agreement with the City  
of Hamburg, Germany, a holder of approximately 6% of the com-  
mon shares of DaimlerChrysler Luft- und Raumfahrt Holding  
Aktiengesellschaft (“DCLRH”), a majority-owned subsidiary of  
the Group. Pursuant to the terms of the agreement and upon  
execution of the agreement, DaimlerChrysler holds a call option  
for the City’s interest in DCLRH, exercisable on or after January 1,  
2005, and the City of Hamburg holds a put option exercisable  
at the earlier of October 1, 2007, or upon the occurrence of  
certain events which are solely within the control of Daimler-  
Chrysler. DaimlerChrysler believes the likelihood that these  
certain events will occur is remote. Upon exercise of either option,  
the City of Hamburg would have received a minimum considera-  
tion of its interest in DCLRH of €450 million in cash or shares of  
EADS or a combination of both. The agreement was amended  
in July 2004 with respect to the exercise price of the put option,  
so that the City of Hamburg may only put its interest in DCLRH  
to the Group for €450 million in cash. As a consideration for the  
amendment, the City of Hamburg is entitled to receive an addi-  
tional payment upon execution of the option equal to 10% of the  
appreciation of EADS shares in excess of a share price of €21  
up to a share price of €26.  
€10.1 billion. These amounts are not reflected in the above table.  
Collins & Aikman Corporation (“C&A”), a major tier one supplier  
to the automotive industry, initiated bankruptcy reorganization  
proceedings in the U.S. and similar proceedings in England.  
During 2005, DaimlerChrysler Corporation, along with other  
major customers of C&A, agreed to provide price increases and  
financing to C&A. DaimlerChrysler’s portion of the 2005 price  
increases and funding commitment was $120 million and is  
included in cost of sales on the accompanying consolidated  
statements of income (loss). DaimlerChrysler agreed to provide  
an additional $70 million of price increases for calendar year  
2
006. DaimlerChrysler also agreed to accelerate payments for  
tooling and to fund other DaimlerChrysler program specific  
capital expenditures in 2005 and 2006, as well as to fund launch  
costs as needed throughout 2005. In addition, DaimlerChrysler  
also provided financial support of €13 million in Europe in 2005  
to support the continuation of component deliveries, to finance  
specific investments and to secure launch costs.  
33. Information about Financial Instruments and Deriva-  
tives  
a) Use of Financial Instruments  
DaimlerChrysler would be significantly adversely affected in  
the near term by a sudden and prolonged interruption in the sup-  
ply of components from C&A. Such an interruption would affect  
production of nearly all Chrysler Group vehicles as well as the  
Mercedes Car Group’s M-Class and R-Class vehicles in Alaba-  
ma, and all Commercial Vehicle Division vans in Europe. It would  
also delay the launch of future vehicle projects in our Vans  
business unit.  
The Group conducts business on a global basis in numerous  
international currencies and is therefore exposed to fluctuations  
in foreign currency exchange rates. The Group uses, among  
others, bonds, medium-term-notes, commercial paper and bank  
loans in various currencies. As a consequence of using these  
types of financial instruments, the Group is exposed to risks from  
changes in interest and foreign currency exchange rates.  
DaimlerChrysler holds financial instruments, such as money mar-  
ket investments, variable- and fixed-interest bearing securities,  
and to a lesser extent, equity securities for managing excess liq-  
uidity that subject the Group to risks from changes in interest  
rates and market prices. DaimlerChrysler manages the various  
types of market risks by using, among others, derivative financial  
instruments. In addition, equity investments in publicly traded  
companies also expose the Group to equity price risk, which, if  
deemed appropriate, DaimlerChrysler hedges through the use  
of derivative financial instruments. Without these derivative finan-  
cial instruments the Group’s exposure to these market risks  
would be higher. DaimlerChrysler does not use derivative finan-  
cial instruments for purposes other than risk management.  
The Group also enters into noncancellable operating leases for  
facilities, plant and equipment. Total rentals under operating  
leases charged to expense in 2005 in the statement of income  
amounted to €946 million (2004: €902 million; 2003: €747  
million). Future minimum lease payments under noncancellable  
lease agreements as of December 31, 2005 are as follows:  
there-  
after  
(
in millions of €)  
Operating leases  
2006  
2007  
2008  
2009  
2010  
805  
588  
401  
344  
304  
1,134  
1
88  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Based on regulations issued by regulatory authorities for finan-  
cial institutions, the Group has established guidelines for risk  
controlling procedures and for the use of financial instruments,  
including a clear segregation of duties with regard to operat-  
ing financial activities, settlement, accounting and controlling of  
financial instruments.  
The carrying amounts and fair values of the Group’s financial  
instruments are as follows:  
At December 31,  
2
005  
Fair  
Carrying  
amount  
(
in millions of €)  
value  
Market risks are quantified according to the “value-at-risk”  
method which is commonly used among banks. Using historical  
variability of market data, potential changes in value result-  
ing from changes of market prices are calculated on the basis  
of statistical methods.  
Financial instruments  
(
other than derivative  
instruments):  
Assets:  
Financial assets  
1,361  
1,361  
1,610  
1,610  
Receivables from  
financial services  
DaimlerChrysler is also exposed to market price risks associated  
with the purchase of commodities. To a minor degree, Daimler-  
Chrysler uses derivative instruments to reduce market price  
risks, primarily with respect to precious metals. The risk result-  
ing from derivative commodity instruments is not significant  
to the Group and thus not included in the following discussion.  
61,101  
4,936  
61,246  
4,936  
56,785  
3,884  
57,558  
3,884  
Securities  
Cash and cash  
equivalents  
7,711  
7,711  
7,782  
7,782  
Liabilities:  
Financial liabilities  
Derivative instruments:  
Assets:  
80,932  
82,129  
76,270  
78,244  
The contract volumes at December 31 of derivative financial  
instruments used for hedging currency- and interest-rate risks  
are shown in the table below. The contract or notional amounts  
shown do not always represent amounts exchanged by the  
parties and are not necessarily a measure for the exposure of  
DaimlerChrysler through its use of derivatives.  
Currency contracts  
Interest rate contracts  
Equity contracts  
Liabilities:  
181  
546  
73  
181  
546  
73  
1,287  
2,667  
90  
1,287  
2,667  
90  
Currency contracts  
Interest rate contracts  
Equity contracts  
646  
867  
209  
646  
867  
209  
152  
196  
65  
152  
196  
65  
At December 31,  
(
in millions of €)  
2005  
2004  
Derivative instruments representing assets are included in  
other assets (see Note 19) at fair value, while derivative instru-  
ments representing liabilities are included in other accrued lia-  
bilities (see Note 25b) at fair value.  
Currency contracts  
25,082  
42,407  
20,226  
38,313  
Interest rate contracts  
b) Fair Value of Financial Instruments  
The methods and assumptions used to determine the fair values  
of financial instruments are summarized below:  
The fair value of a financial instrument is the price at which  
one party would assume the rights and/or duties of another par-  
ty pertaining to such instrument. The fair values of financial  
instruments have been determined with reference to market  
information available at the balance sheet date and the valua-  
tion methodologies discussed below. Considering the variability  
of their value-determining factors, the fair values presented  
herein are only an indication of the amounts that the Group could  
realize under current market conditions.  
Financial Assets and Securities. The fair values of securities  
are determined using quoted market prices. The Group has  
certain equity investments in related and affiliated companies  
which are not presented in the table since they are not public-  
ly traded and determination of fair values is impracticable.  
In addition, equity investments in associated companies are also  
not considered in this presentation. For a presentation of the  
carrying amount and fair value of EADS, the most significant  
investment of DaimlerChrysler in associated companies, please  
refer to Note 3.  
1
89  
Receivables from Financial Services. The carrying amounts  
of variable rate finance receivables approximate their fair values  
since the contract rates of those receivables approximate  
current market rates. The fair values of fixed rate finance receiv-  
ables were determined by discounting expected cash flows,  
using the current interest rates at which comparable loans with  
identical maturity could be borrowed as of December 31, 2005  
and 2004.  
d) Accounting for and Reporting of Financial Instruments  
(Other than Derivative Instruments)  
The income or expense arising from the Group’s financial instru-  
ments (other than derivative instruments), is recognized in  
financial income, net, with the exception of receivables from finan-  
cial services and financial liabilities related to leasing and  
sales financing activities. Interest income on receivables from  
financial services and gains and losses from sales of receiv-  
ables are recognized as revenues. Interest expense on financial  
liabilities related to leasing and sales financing activities are  
recognized as cost of sales. The carrying amounts of the financial  
instruments (other than derivative instruments) are included  
in the consolidated balance sheets under their corresponding  
captions.  
Cash and Other assets. The carrying amounts of Cash and  
ther assets approximate fair values due to the short-term matu-  
rities of these instruments.  
Financial Liabilities. The fair value of publicly traded debt  
was determined using quoted market prices. The fair values of  
other long-term bonds were determined by discounting future  
cash flows, using market interest rates over the remaining term.  
The carrying amounts of commercial paper and borrowings  
under revolving credit facilities were assumed to approximate  
fair value due to their short maturities.  
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 opera-  
tions and its reported financial results and cash flows are ex-  
posed to the risks associated with fluctuations in the exchange  
rates of the U.S. dollar and other world currencies against  
the euro. The Group’s businesses are exposed to transaction  
risk whenever revenues of a business are denominated in a  
currency other than the currency in which the business incurs  
the costs relating to those revenues. The Mercedes Car  
Group segment is primarily exposed to such risk. The Mercedes  
Car Group generates its revenues mainly in the currencies of  
the countries in which cars are sold, but it incurs manufacturing  
costs primarily in euros. The Commercial Vehicles segment  
is subject to transaction risk to a lesser extent because of its  
global production network. At Chrysler Group, revenues and  
costs are principally generated in U.S. dollars, resulting in a rel-  
atively low transaction risk for this segment. The Other Activi-  
ties segment is indirectly exposed to transaction risk though its  
equity investment in EADS, which is accounted for using the  
equity method.  
Currency Contracts. The fair values of forward foreign exchange  
contracts were based on European Central Bank reference ex-  
change rates adjusted for the respective interest rate differentials  
(premiums or discounts). Currency options were valued based  
on quoted market prices or option pricing models.  
Interest Rate Contracts. The fair values of instruments to hedge  
interest rate risks (e.g. interest rate swap agreements, cross  
currency interest rate swap agreements) were determined by  
discounting expected cash flows, using market interest rates  
over the remaining term of the instrument. Interest rate options  
are valued based on quoted market prices or option pricing  
models.  
Equity Contracts. The fair values of instruments to hedge equity  
price risk were determined on the basis of quoted market prices  
or option pricing models.  
To mitigate the impact of currency exchange rate fluctuations,  
DaimlerChrysler continually assesses its exposure to currency  
risks and hedges a portion of those risks through the use of  
derivative financial instruments. Responsibility for managing  
DaimlerChrysler’s currency exposures and use of currency  
derivatives is centralized within the Group’s Currency Commit-  
tee. The Currency Committee consists of members of senior  
management from Corporate Treasury, each of the operating  
businesses as well as from Risk Controlling. Corporate Treasury  
implements the decisions concerning foreign currency hedg-  
ing taken by the Currency Committee. Risk Controlling regularly  
informs the Board of Management of the actions of Corporate  
Treasury based on the decisions of the Currency Committee.  
c) Credit Risk  
The Group is exposed to credit-related losses in the event of  
non-performance by counterparties to financial instruments.  
DaimlerChrysler manages the credit risk exposure to financial  
institutions through diversification of counterparties and  
review of each counterparty’s financial strength. Based on the  
rating of the counterparties performed by established rating  
agencies, DaimlerChrysler does not have a significant exposure  
to any individual counterparty. DaimlerChrysler Financial  
Services has established detailed guidelines for the risk manage-  
ment process related to the exposure to financial services  
customers. Additional information with respect to receivables  
from financial services and allowance for doubtful accounts  
is included in Note 18.  
1
90  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Interest Rate and Equity Price Risk Management. Daimler-  
Chrysler holds a variety of interest rate sensitive assets and lia-  
bilities to manage the liquidity and cash needs of its day-to-day  
operations. In addition a substantial volume of interest rate sen-  
sitive assets and liabilities is related to the leasing and sales  
financing business which is operated by DaimlerChrysler Finan-  
cial Services. In particular, the Group’s leasing and sales financ-  
ing business enters into transactions 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 portfolio,  
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. DaimlerChrysler coordinates funding  
activities of the industrial business and financial services on  
the Group level. The Group uses interest rate derivative instru-  
ments such as interest rate swaps, forward rate agreements,  
swaptions, caps and floors to achieve the desired interest rate  
maturities and asset/liability structures.  
For the year ended December 31, 2005, net losses of €58  
million (2004: net losses of €49 million) were recognized in  
operating and financial income, net, representing principally  
the component of the derivative instruments’ gain or loss exclud-  
ed from the assessment of hedge effectiveness and the amount  
of hedging ineffectiveness.  
Cash Flow Hedges. Changes in the value of forward foreign  
currency exchange contracts and currency options designated  
and qualifying as cash flow hedges are reported in accumulated  
other comprehensive loss. These amounts are subsequently  
reclassified into operating income in the same period the under-  
lying transactions affect operating income. Changes in the fair  
value of derivative hedging instruments designated as hedges of  
variability of cash flows associated with variable-rate long-  
term debt are also reported in accumulated other comprehen-  
sive loss. These amounts are subsequently reclassified into the  
income statement as a yield adjustment in the same period in  
which the related interest on the floating-rate debt obligations  
affect earnings. If the interest sensitive hedged items affect  
operating income (including the leasing and sales financing busi-  
ness), the effects from the hedging instruments are also recog-  
nized in operating income. If the interest sensitive hedged items  
affect financial income, net, the corresponding effects from  
the hedging instruments are likewise classified in financial in-  
come, net.  
The Group assesses interest rate risk by continually identifying  
and monitoring changes in interest rate exposures that may  
adversely impact expected future cash flows and by evaluating  
hedging opportunities. The Group maintains risk management  
control systems independent of Corporate Treasury to monitor  
interest rate risk attributable to DaimlerChrysler’s outstanding  
interest rate exposures as well as its offsetting hedge positions.  
The risk management control systems involve the use of ana-  
lytical techniques, including value-at-risk analyses, to estimate  
the expected impact of changes in interest rates on the Group’s  
future cash flows.  
For the year ended December 31, 2005, €41 million losses  
(2004: losses of €6 million), representing principally the compo-  
nent of the derivative instruments’ gain/loss excluded from  
the assessment of the hedge effectiveness and the amount of  
hedge ineffectiveness, were recognized in operating and finan-  
cial income, net.  
Excess liquidity invested in equity securities and the correspon-  
ding risks of derivative financial hedging instruments for  
equities were not material to the Group in the reporting periods  
presented. To a certain extent, the equity price risk from in-  
vestments in publicly traded companies is hedged through deriv-  
ative financial instruments.  
During 2005, DaimlerChrysler recorded expenses of €1 million  
as a result of the discontinuance of cash flow hedges (2004: no  
gains and losses were recorded).  
It is anticipated that €90 million of net gains included in accu-  
mulated other comprehensive loss at December 31, 2005, will  
be reclassified into earnings during the next year.  
Fair Value Hedges. Gains and losses from fluctuations in the  
fair value of recognized assets and liabilities and firm commit-  
ments of operating transactions as well as gains and losses  
arising from derivative financial instruments designated as fair  
value hedges of these recognized assets and liabilities and firm  
commitments are recognized currently in revenues or cost of  
sales, if the transactions being hedged involve sales (including  
the leasing and sales financing business) or production of the  
Group’s products. When the hedged items are recognized in  
financial income, net, net gains and losses from fluctuations in  
the fair value of both recognized financial assets and liabilities  
and derivative financial instruments designated as fair value  
hedges of these financial assets and liabilities are also recognized  
in financial income, net.  
As of December 31, 2005, DaimlerChrysler held derivative  
financial instruments with a maximum maturity of 27 months to  
hedge its exposure to the variability in future cash flows from  
foreign currency forecasted transactions.  
1
91  
Hedges of the Net Investment in a Foreign Operation. In  
specific circumstances, DaimlerChrysler hedges 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, 2005, net gains of €213 million (2004:  
The Group also transfers automotive finance receivables to third-  
party trusts in transactions wherein it does not retain a beneficial  
interest in the transferred receivables (whole loan sales). In  
whole loan sales, all risk of loss related to the sold receivables  
is transferred from DaimlerChrysler to the purchaser.  
120 million) from hedging the Group’s net investment in MMC  
The Group generally remains as servicer for the sold receivables.  
were reclassified into the income statement. For further infor-  
mation, also see the discussion in Note 3. In addition, net loss-  
es of €8 million from hedging the Group’s net investments in  
foreign operations were included in the cumulative transition  
adjustment without affecting DaimlerChrysler’s net income in  
Trusts and Third-Party Entities. Trusts sponsored by Daimler-  
Chrysler are considered Qualifying Special Purpose Entities  
(“QSPEs”) under SFAS 140 and are not consolidated by the  
Group. The third-party entities are multi-seller and multi-col-  
lateralized bank conduits. These trusts are considered to be vari-  
able interest entities (“VIEs”) under FIN 46R. A bank conduit  
generally receives substantially all of its funding from issuing  
asset-backed securities that are cross-collateralized by the  
assets held by the entity. Although its interest in these VIEs is  
significant, DaimlerChrysler has concluded that it is not the  
primary beneficiary of these bank conduits and therefore is not  
required to consolidate them under FIN 46R.  
2
004.  
3
4. Retained Interests in Securitized Sold Receivables and  
Sale of Finance Receivables  
DaimlerChrysler uses securitization transactions to improve  
shareholder returns and diversify its funding sources. In the ordi-  
nary course of the business the Group sells significant portions  
of its automotive finance receivables to trusts and third-par-  
ties entities in “asset-backed securitizations” and “whole loan  
sales”. The information given below relates only to transfers  
of finance receivables which qualified for de-recognition accord-  
ing to the criteria in SFAS 140.  
Assumptions in Measuring the Retained Interests and Sen-  
sitivity Analysis. At December 31, 2005 and 2004, significant  
assumptions used in measuring the residual interest resulting  
from the sale of retail and wholesale receivables were as  
follows (weighted average rates for securitizations completed  
during the respective year):  
Description of Securitization Transactions. Asset-backed  
securitizations (“ABS”) involve the sale of financial assets by  
DaimlerChrysler to trusts that are Special Purpose Entities  
Retail  
2004  
Wholesale  
2004  
2
005  
2005  
(“SPE”). The SPEs purchase the assets with cash raised through  
the issuance of beneficial interests (usually debt instruments)  
to third-party investors. The sold financial assets consist of retail  
receivables with an expected average lifetime of several months  
at the time of the securitization and short-term wholesale receiv-  
ables which are securitized using a revolving-period structure.  
The investors in the beneficial interests have recourse to the  
assets in the trusts and benefit from credit enhancements,  
such as overcollateralization. In a subordinated capacity, the  
Group retains residual beneficial interests in the sold receiv-  
ables designed to absorb substantially all credit, prepayment,  
and interest-rate risk of the receivables transferred to the trusts.  
The retained interest balance represents DaimlerChrysler’s right  
to receive collections on the transferred receivables in excess  
of amounts required by the trust to pay interest and principal to  
investors, servicing fees, and other required payments. To sup-  
port the European ABS-program DaimlerChrysler also provided  
a subordinated loan to one trust. The Group’s maximum expo-  
sure to loss as a result of its involvement with these entities is  
limited to the amount of the carrying value of retained interests  
and the provided subordinated loan.  
Prepayment speed assumption  
monthly rate)  
1.25%-  
1.5%  
1
1
(
1.5%  
18  
Lifetime (in months)  
18  
3
3
Estimated lifetime net credit  
losses (an average percentage  
of sold receivables)  
1.9%  
2.3%  
0.0%  
0.0%  
Residual cash flows discount  
rate (annual rate)  
12.0%  
12.0%  
12.0%  
12.0%  
1
For the calculation of wholesale gains, the Group estimated that all sold wholesale loans would be  
liquidated within 210 days.  
1
92  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Actual and projected net lifetime credit losses for retail receiv-  
ables securitized were as follows:  
These sensitivities are hypothetical and should be used with cau-  
tion. The effect of a variation in a particular assumption on the  
fair value of the retained interests is calculated without changing  
any other assumption; in reality, changes in one assumption  
may result in changes in another, which might magnify or coun-  
teract the sensitivities.  
Actual and projected credit losses  
Perccentages as of  
Receivables securitized in  
2002  
2003  
2004  
2005  
December 31, 2005  
December 31, 2004  
December 31, 2003  
December 31, 2002  
1.8%  
1.9%  
2.4%  
2.6%  
1.6%  
2.0%  
2.5%  
1.8%  
1.9%  
Retained Beneficial Interests in Securitized Sold Receiv-  
ables. As there is no active market for retained interests,  
the Group determines the value of its retained interests using  
discounted cash flow modeling upon the sale of receivables.  
The valuation methodology considers historical and projected  
principal and interest collections on the sold receivables,  
expected future credit losses arising from the collection of the  
sold receivables, and estimated repayment of principal and  
interest.  
2.3%  
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, 2005.  
For more details on the valuation of retained interests in securi-  
tized sold receivables please see Note 1.  
At December 31, 2005, the significant assumptions used in esti-  
mating 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:  
The fair value of retained interests in securitized sold receivables  
was as follows:  
At December 31,  
(
in millions of €)  
2005  
2004  
Impact on fair value  
based on adverse  
Assumption  
percentage  
10%  
20%  
change  
Fair value of estimated residual cash flows,  
net of prepayments, from sold receivables, before  
expected future net credit losses  
(
in millions of €)  
change  
2,266  
(286)  
2,190  
(369)  
Prepayment speed, monthly  
1.5%  
(8)  
(14)  
Expected future net credit losses on sold  
receivables  
Expected remaining net credit  
losses as a percentage of  
receivables sold  
Fair value of net residual cash flows from sold  
receivables  
0.9%  
(23)  
(16)  
(45)  
(32)  
1,980  
233  
2
1,821  
379  
2
Residual cash flow discount rate,  
annualized  
Retained subordinated securities  
Other retained interests  
12.0%  
Retained interests in sold receivables  
2,215  
2,202  
The effect of a 10% and 20% adverse change in the discount  
rate used to compute the fair value of the retained subordinated  
securities would be a decrease of €2 million and €3 million,  
respectively. Similar changes to the monthly prepayment speed  
and the expected remaining net credit losses as a percentage  
of receivables sold for the retained subordinated securities would  
have no adverse effect on the fair value of the retained subor-  
dinated securities.  
At December 31, 2005, the Group also recognized a subordinat-  
ed loan with a carrying value of €25 million to a trust related to  
the European ABS-platform.  
1
93  
The fair value of Retained Interests in sold receivables and the  
subordinated loan are included in other assets (see Note 19).  
Sale of Finance Receivables. During the year ended Decem-  
ber 31, 2005, DaimlerChrysler sold in asset-backed securitization  
transactions €10,059 million (2004: €9,329 million) and  
33,922 million (2004: €35,414 million) of retail and wholesale  
receivables, respectively. From these transactions, the Group  
recognized gains of €11 million (2004: €79 million) and €169  
million (2004: €157 million). During the year ended December  
3
1, 2005, the Group sold €1,516 million (2004: €965 million) of  
retail receivables in whole loan sales and recognized gains of  
2 million (2004: €14 million). As of December 31, 2005, the  
outstanding balance of receivables serviced in connection with  
whole loan sales was €1,931 million (2004: €1,361 million).  
The cash flows in connection with the mentioned transactions  
between DaimlerChrysler and the securitization trusts were as  
follows:  
(
in millions of €)  
2005  
2004  
Proceeds from new securitizations  
15,093  
33,892  
11,360  
35,393  
Proceeds from collections reinvested in  
previous wholesale securitizations  
Amounts reinvested in previous  
wholesale securitizations  
(33,922)  
214  
(35,414)  
183  
Servicing fees received  
Receipt of cash flow on retained interest in  
sold receivables  
998  
686  
The outstanding balance, delinquencies and net credit losses  
of sold receivables and other receivables, of those companies  
that sell receivables, as of and for the years ended December  
3
1, 2005 and 2004, respectively, were as follows:  
Outstanding  
balance at  
2004  
Delinquencies  
> 60 days at  
2004  
Net credit losses  
for the year ended  
(
in millions of €)  
2005  
2005  
2005  
2004  
Managed retail receivables  
48,216  
18,979  
67,195  
(14,677)  
(8,703)  
(23,380)  
33,539  
10,276  
43,815  
38,963  
15,142  
54,105  
(14,287)  
(5,880)  
(20,167)  
24,676  
9,262  
111  
8
116  
6
428  
6
390  
3
Managed wholesale receivables  
Total receivables managed  
119  
(32)  
122  
(24)  
434  
(155)  
(3)  
393  
(144)  
Less: Retail receivables sold  
Less: Wholesale receivables sold  
Total receivables sold  
(32)  
79  
8
(24)  
92  
6
(158)  
273  
3
(144)  
246  
3
Retail receivables recognized in balance sheets  
Wholesale receivables recognized in balance sheets  
Receivables recognized in balance sheets  
33,938  
87  
98  
276  
249  
1
94  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The following summarizes the outstanding balance of the re-  
ceivables sold to the QSPEs and VIEs and the corresponding  
retained interest balances as of December 31, 2005:  
35. Segment Reporting  
Information with respect to the Group’s reportable segments  
follows:  
Retained  
Receivables interest in sold  
Mercedes Car Group. This segment includes activities related  
mainly to the development, design, manufacture, assembly and  
sale of passenger cars and off-road vehicles under the brand  
names Mercedes-Benz, smart and Maybach as well as related  
parts and accessories.  
(
in millions of €)  
sold  
receivables  
Variable interest entities  
3,815  
367  
1,848  
2,215  
Qualifying special purpose entities  
19,565  
2
3,380  
Chrysler Group. This segment includes the development, design,  
manufacture, assembly and sale of cars and trucks under the  
Servicing Assets and Servicing Liabilities. Servicing assets  
Servicing liabilities) represent the present value derived from  
brand names Chrysler, Jeep and Dodge and related automotive  
parts and accessories.  
®
(
retaining the right (obligation) to service securitized receivables  
compared to adequate servicer compensation. During the year  
ended December 31, 2005, the Group recognized servicing  
assets of €7 million (2004: €1 million) and related amortization  
of €2 million (2004: €2 million). The Group also recognized  
servicing liabilities of €10 million (2004: €8 million) and related  
amortization of €13 million (2004: €11 million). At December  
Commercial Vehicles. This segment is involved in the devel-  
opment, design, manufacture, assembly 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, Setra, Freightliner, and Mitsubishi and Fuso.  
3
1, 2005, the fair value of servicing assets on sold receivables  
Financial Services. The activities in this segment primarily  
extend to the marketing of services related to financial services  
(principally retail and lease financing for vehicles and dealer  
financing) and insurance brokerage. This Segment is also engaged  
in toll collection. In 2005, DaimlerChrysler renamed its Services  
segment to Financial Services, to emphasize its focus on the  
financial services business.  
was €6 million (2004: €1 million), and the fair value of servicing  
liabilities was €15 million (2004: €15 million). These values  
were determined by discounting expected cash flows at current  
market rates.  
Liquidity Facilities of Special Purpose Entities. To support  
the Group’s asset-backed commercial paper program in North  
America, a group of financial institutions has provided con-  
tractually committed liquidity facilities aggregating $6.2 billion  
which expire in September 2006, and are subject to annual  
renewal. These liquidity facilities can only be drawn upon by the  
special purpose entity to which the Group’s North American  
financial services companies will sell receivables under this pro-  
gram. As of December 31, 2005, none of the liquidity facilities  
have been utilized.  
Other Activities. This segment comprises businesses, opera-  
tions and investments not allocated to one of DaimlerChrysler’s  
other business segments. It includes the Group’s equity me-  
thod investment EADS, the business unit DC Off-Highway which  
is primarily comprised of the MTU-F Group and the Off-Highway  
activities of Detroit Diesel Corporation, the real estate and  
corporate research activities, the holding companies and financ-  
ing subsidiaries through which the Group refinances the capital  
needs of the operating businesses in the capital markets.  
The Group’s equity investment in MMC is included in this segment  
using the equity method of accounting through June 29, 2004,  
and thereafter as an investment in related companies, accounted  
for at fair value. In November 2005, DaimlerChrysler sold all of  
its MMC shares (see also Note 3). Through December 31, 2003,  
this segment includes the MTU Aero Engines business unit. On  
December 27, 2005, DaimlerChrysler entered into a share sale  
and purchase agreement with the Swedish investor group EQT  
regarding the sale of a major portion of its Off-Highway Business  
Unit. The closing is expected to occur in the first quarter of  
2006 (see also Note 4).  
On January 24, 2006, DaimlerChrysler presented a new manage-  
ment model. As part of the new management model, Daimler-  
Chrysler intends to change the composition of its business seg-  
ments by reporting the van and bus business units with its  
Other Activities. As a result of these changes, the Commercial  
Vehicles segment will be renamed the Truck Group.  
1
95  
Management Reporting and Controlling Systems. The Group’s  
management reporting and controlling systems use accounting  
policies that are substantially the same as those described in  
Note 1 in the summary of significant accounting policies (U.S.  
GAAP), except for revenue recognition between the automotive  
business segments and the Services segment in certain mar-  
kets.  
4) exclude other financial income (loss), net and 5) include or  
exclude certain miscellaneous items. In addition, this result is  
further adjusted to a) include pre-tax income (loss) from dis-  
continued operations, adjusted to exclude or include the recon-  
ciling items 1 to 5 described above, b) include pre-tax gain  
(loss) on the disposal of discontinued operations, and c) include  
the Group’s share of all of the above reconciling items included  
in the net earnings (losses) of investments accounted for at  
equity.  
The Group measures the performance of its operating segments  
through “operating profit”. DaimlerChrysler’s consolidated oper-  
ating profit (loss) is the sum of the operating profits and losses  
of its reportable segments adjusted for consolidation and  
elimination entries. Segment operating profit (loss) is computed  
starting with income (loss) before income taxes, minority in-  
terests, discontinued operations, and the cumulative effect of  
changes in accounting principles, and then adjusting that amount  
to 1) exclude pension and postretirement benefit income or  
expenses, other than current and prior year service costs and  
settlement/curtailment losses, 2) exclude gains from the sale  
of the 12.4% stake in MMC in 2005 and the 10.5% stake in HMC  
in 2004, impairment of investment in EADS in 2003, 3) exclude  
interest and similar income and interest and similar expenses,  
Intersegment sales and revenues are generally recorded at val-  
ues that approximate third-party selling prices.  
Revenues are allocated to countries based on the location of  
the customer. Long-lived assets are disclosed according to the  
physical location of these assets.  
Capital expenditures represent the purchase of property, plant  
and equipment.  
Segment information as of and for the years ended December  
31, 2005, 2004 and 2003 follows:  
Discontinued  
Total Operations/  
Segments Eliminations Consolidated  
Mercedes  
Car Group  
Chrysler Commercial  
Financial  
Services  
Other  
Activities  
(
in millions of €)  
Group  
Vehicles  
2
005  
Revenues  
46,429  
3,586  
50,015  
(505)  
50,086  
32  
38,356  
2,278  
40,634  
2,093  
21,712  
1,743  
1,313  
12,798  
2,641  
15,439  
1,468  
99,635  
45  
2,107  
289  
149,776  
8,826  
(8,826)  
(8,826)  
4
149,776  
Intersegment sales  
Total revenues  
50,118  
1,534  
55,372  
3,083  
3,336  
2,396  
591  
158,602  
5,181  
149,776  
5,185  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
27,081  
1,629  
2,418  
29,251  
109  
233,051  
6,609  
(31,419)  
(29)  
201,632  
6,580  
5,757  
168  
12,992  
(381)  
12,611  
2
004  
Revenues  
46,082  
3,548  
49,630  
1,666  
26,945  
2,343  
1,854  
49,485  
13  
32,940  
1,824  
34,764  
1,332  
20,156  
1,184  
1,058  
11,646  
2,293  
13,939  
1,250  
88,036  
91  
1,906  
294  
142,059  
7,972  
(7,972)  
(7,972)  
(377)  
142,059  
Intersegment sales  
Total revenues  
49,498  
1,427  
45,869  
2,647  
3,368  
2,200  
456  
150,031  
6,131  
142,059  
5,754  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
26,526  
134  
207,532  
6,399  
(24,660)  
(13)  
182,872  
6,386  
4,976  
164  
11,420  
(308)  
11,112  
2
003  
Revenues  
48,025  
3,421  
51,446  
3,126  
24,199  
2,939  
1,789  
49,321  
25,304  
1,502  
26,806  
811  
11,997  
2,040  
14,037  
1,240  
83,239  
76  
3,723  
361  
138,370  
7,324  
(1,933)  
(7,324)  
(9,257)  
(314)  
136,437  
Intersegment sales  
Total revenues  
49,321  
(506)  
47,147  
2,487  
3,927  
4,084  
1,329  
31,227  
169  
145,694  
6,000  
136,437  
5,686  
Operating Profit (Loss)  
Identifiable segment assets  
Capital expenditures  
Depreciation and amortization  
14,713  
958  
200,525  
6,629  
(22,075)  
(15)  
178,450  
6,614  
890  
5,087  
196  
11,889  
(290)  
11,599  
1
96  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Mercedes Car Group. In 2005, the operating profit (loss) of  
the Mercedes Car Group segment includes charges of €570 mil-  
lion for the headcount reduction initiative at Mercedes Car  
Group. Of this amount, €70 million were already cash effective  
in 2005 (see Note 5).  
In 2003, the Chrysler Group’s operating results were negatively  
impacted by a €469 million charge related to the turnaround  
plan. Also during 2003, the Chrysler Group and Financial Ser-  
vices segments agreed to an arrangement regarding the sharing  
of risks associated with the residual values of certain leased  
vehicles. In addition, the Chrysler Group and Financial Services  
segments negotiated reduced pricing on certain retail financing  
programs offered by the Chrysler Group as sales incentives in  
2003. The adjusted pricing reflected the then current favorable  
funding environment as well as Financial Services becoming  
the exclusive provider of selected discount consumer financing  
for the Chrysler Group. Both arrangements resulted in a favor-  
able impact of €244 million on the 2003 operating profit of the  
Chrysler Group, and a corresponding decrease of €244 million  
on the 2003 operating profit of Financial Services. Neither  
arrangement had any effect on the Group's consolidated operat-  
ing results.  
An accrual established in connection with a case alleging infringe-  
ment of EU competition law was reduced by €60 million as a  
result of a favorable decision by the Court of First Instance of  
the European Court of Justice. This amount is included in selling  
expenses in the consolidated statement of income and in the  
operating results of the Mercedes Car Group segment in 2005.  
The operating profit (loss) of the Mercedes Car Group segment  
for 2005 includes charges of €1,111 million associated with the  
realignment of the business model for smart. Thereof €535 mil-  
lion are attributable to impairment charges and write-downs and  
576 million are attributable to expected payments in the cur-  
rent or future periods (see Note 5).  
Commercial Vehicles. As discussed in Note 4, on March 18,  
2004, DaimlerChrysler acquired an additional 22% interest in  
In 2003, operating profit of the Mercedes Car Group includes a  
non-cash impairment charge amounting to €77 million related to  
certain long-lived assets (primarily property, plant and equip-  
ment) at a production facility in Brazil.  
MFTBC from MMC for €394 million in cash, thereby increasing  
the Group’s ownership interest in MFTBC to a controlling 65%.  
As a result of the acquisition and first time consolidation of  
MFTBC in March 2004, the identifiable segment assets of the  
Commercial Vehicles segment increased by €4.3 billion.  
Chrysler Group. In 2005, the Chrysler Group recorded a €240  
million gain on the sale of its Arizona Proving Grounds vehicle  
testing facility and a €36 million benefit as a result of adjustments  
to prior estimates associated with the Chrysler Group turnaround  
plan (see also Note 7), which were partially offset by charges of  
Subsequent to the acquisition of the controlling interest in MFTBC,  
a number of quality problems of MFTBC vehicles that were pro-  
duced before DaimlerChrysler first acquired a stake in MFTBC  
were identified (see Note 4 for additional information). As of  
December 31, 2004, DaimlerChrysler made a true-up based on  
the preliminary evaluation of the probable costs associated with  
the quality measures and recall campaigns at MFTBC which  
substantially confirmed the estimates made in the third quarter  
2004. Total expenses arising from the recall issues reduced  
2004 operating profit of the Commercial Vehicle segment by  
€475 million. The reduction in operating profit consisted of €70  
million classified as financial income (expense), net, in the  
Group’s 2004 statement of operations and €735 million classi-  
fied as cost of sales, net of €330 million attributed to the minor-  
ity interests’ share in those costs. As expenses attributed to  
minority interests are not allocated to operating profit, they are  
included in the line “Miscellaneous items, net” in the reconcili-  
ation of total segment operating profit to consolidated income  
before income taxes, minority interests, and discontinued  
operations. The following settlement with MMC associated with  
the quality issues and recall campaigns at MFTBC resulted  
in a favorable impact of €276 million, which is included in the  
operating profit of the Commercial Vehicles segment in 2005.  
99 million related to the financial support provided to supplier  
Collins & Aikman (see Note 32).  
In 2004, the Chrysler Group’s operating results were negatively  
impacted by a €145 million charge related to the turnaround  
plan, a €138 million charge for early retirement incentives and  
other workforce reductions, partially offset by an adjustment of  
€95 million to correct the calculation of an advertising accrual  
to more accurately reflect expected payments.  
1
97  
Financial Services. In 2005, 2004 and 2003, the Financial  
Services segment recorded charges of €54 million, €472 million  
and €241 million related to the participation in Toll Collect.  
The charges in 2004 were mainly the result of revaluing the  
system’s total costs and extra operating expenses required to  
guarantee the start of the system on January 1, 2005.  
In connection with the sale of Adtranz in 2001, a settlement  
agreement with Bombardier was reached in 2004 with respect  
to all claims asserted. This settlement resulted in a favorable  
impact of €120 million on the 2004 operating profit of the Other  
Activities segment.  
In addition, the operating profit of 2004 of the Other Activities  
segment includes non-cash impairment charges of €70 million  
associated with the investment made in dAF.  
In 2004, the operating profit of the Financial Services segment  
includes non-cash impairment charges of €102 million associat-  
ed with the investment made in dAF.  
The 2003 operating profit of Other Activities includes a gain of  
€1,031 million from the sale of MTU Aero Engines. Following  
the sale transaction, effective December 31, 2003, MTU Aero  
Engines’ assets and liabilities were deconsolidated. Revenues,  
operating profit, capital expenditures, and depreciation and  
amortization of the Other Activities segment include MTU Aero  
Engines through December 31, 2003 (see also Notes 4 and 10).  
Capital expenditures for equipment on operating leases for 2005,  
2
004 and 2003 for the Financial Services segment amounted  
to €16,055 million, €13,850 million and €11,631 million, respec-  
tively.  
With respect to two agreements entered into in 2003 with the  
Chrysler Group segment, the 2003 operating profit of Financial  
Services were unfavorably impacted by €244 million. See dis-  
cussion at Chrysler Group above.  
The reconciliation of total segment operating profit (loss) to  
consolidated income (loss) before income taxes, minority inter-  
ests, discontinued operations and cumulative effects of changes  
in accounting principles is as follows:  
Other Activities. In 2005, operating profit of the Other Activi-  
ties segment includes primarily the Group’s share in the gains  
of EADS of €757 million (see Note 3). In 2004 and 2003, the  
proportionate results of the investments in EADS and MMC  
together amounted to €548 million and €278 million, respec-  
tively. The 2004 amount also included the results from the dilu-  
tion of the Group’s interest in MMC (loss of €135 million) and  
related currency hedging effects (gain of €195 million). Due to  
the loss of significant influence on MMC at June 29, 2004,  
the Group’s share in the losses of MMC is only included for the  
corresponding period (see Note 3 for additional information).  
(in millions of €)  
2005  
2004  
2003  
Total segment operating profit  
5,181  
6,131  
6,000  
Elimination and consolidation  
amounts  
4
(377)  
5,754  
(314)  
5,686  
Total Group operating profit  
5,185  
Pension and postretirement benefit  
expenses, other than current and  
prior service costs and settlement/  
curtailment losses  
(1,175)  
681  
(845)  
(870)  
Gain from the sale of the 12.4%  
stake in MMC  
As a result of the repurchase of a note by MTU Aero Engines  
Holding AG, a gain of €53 million is included in the operating  
profit of the Other Activities segment for 2005 (see Note 6).  
Gain from the sale of the 10.5%  
stake in HMC  
252  
(1,960)  
521  
Impairment of investment in EADS  
Interest and similar income  
Interest and similar expenses  
Other financial income (loss), net  
Miscellaneous items, net  
At December 31, 2005, the identifiable assets of the Other  
Activities segment include €3,564 million related to the carry-  
ing values of the investment in EADS. In 2004 and 2003, the  
carrying values of the investments in EADS and MMC together  
amounted to €4,313 million and €4,542 million, respectively.  
539  
490  
(1,112)  
(69)  
(790)  
(171)  
(384)  
(911)  
35  
(149)  
(308)  
Pre-tax income from discontinued  
operations, adjusted to exclude or  
include the above reconciling items  
(84)  
Pre-tax income on disposal  
of discontinued operations  
(1,031)  
The Group’s share of the above  
reconciling items included  
in the net losses of investments  
accounted for at equity  
(462)  
3,438  
(771)  
3,535  
(482)  
596  
Consolidated income before income  
taxes, minority interests, cumulative  
effects of changes in accounting  
principles and discontinued  
operations  
1
98  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
Revenues from external customers presented by geographic  
region are as follows:  
Other  
American  
countries  
Western  
Europe  
United  
States  
Other Discontinued  
countries operations Consolidated  
1
(
in millions of €)  
Germany  
Asia  
2
2
2
005  
004  
003  
20,948  
22,315  
24,182  
26,389  
26,530  
26,975  
67,015  
64,232  
64,757  
13,919  
11,295  
10,399  
12,525  
10,093  
6,786  
8,980  
7,594  
5,271  
149,776  
142,059  
136,437  
(1,933)  
1
Excluding Germany  
Germany accounts for €20,682 million of long-lived assets  
2004: €21,209 million; 2003: €21,164 million), the United  
States for €44,007 million (2004: €35,250 million; 2003:  
36,430 million) and other countries for €17,716 million  
2004: €15,982 million; 2003: €13,102 million).  
36. Earnings (Loss) per Share  
(
The computation of basic and diluted earnings (loss) per share  
for “Income (loss) from continuing operations” is as follows:  
(
(
in millions of € or millions of shares,  
Year ended December 31,  
2005 2004 2003  
except earnings (loss) per share)  
Income (loss) from continuing  
operations – basic  
2,851  
2,466  
(418)  
Interest expense on convertible  
bonds and notes (net of tax)  
Income (loss) from continuing  
operations – diluted  
2,851  
2,466  
(418)  
Weighted average number of shares  
outstanding – basic  
1,014.7  
3.0  
1,012.8  
1.7  
1,012.7  
Dilutive effect of stock options in  
2
005 and 2004  
Weighted average number of shares  
outstanding – diluted  
1,017.7  
1,014.5  
1,012.7  
Earnings (loss) per share from  
continuing operations  
Basic  
2,80  
2,80  
2.43  
2.43  
(0.41)  
(0.41)  
Diluted  
Because the Group reported a loss from continuing operations  
for the year ended December 31, 2003 the diluted loss per  
share does not include the antidilutive effects of convertible  
bonds and notes. Had the Group reported income from con-  
tinuing operations for the year ended December 31, 2003 the  
weighted average number of shares outstanding would have  
potentially been diluted by 0.5 million shares resulting from the  
conversion of bonds and notes.  
1
99  
Stock options to acquire 65.7 million, 67.1 million and 71.6 mil-  
lion DaimlerChrysler Ordinary Shares that were issued in con-  
nection with the 2000 Stock Option Plan were not included in  
the computation of diluted earnings (loss) per share for 2005,  
In 2003, DaimlerChrysler sold 60% of its equity interest in  
Mercedes-Benz Lenkungen GmbH to ThyssenKrupp Automotive  
AG. Since then, DaimlerChrysler accounted for its remaining  
40% equity interest in the company using the equity method  
of accounting. Mr. Bernhard Walter, a member of Daimler-  
Chrysler’s Supervisory Board, abstained from the voting for  
the approval of the sale since he is also a member of the Super-  
visory Board of ThyssenKrupp AG, the parent company of  
ThyssenKrupp Automotive AG. As described in Note 4, Daimler-  
Chrysler sold its remaining 40% equity interest in the company  
to ThyssenKrupp Automotive AG. The Group continues to pur-  
chase products from this company.  
2
004 and 2003, respectively, because the options’ underlying  
exercise prices were higher than the average market prices of  
DaimlerChrysler Ordinary Shares in these periods.  
3
7. Related Party Transactions  
The Group purchases materials, supplies and services from  
numerous suppliers throughout the world in the ordinary course  
of its business. These suppliers include companies in which  
the Group holds an ownership interest and companies that are  
affiliated with some members of DaimlerChrysler AG’s Super-  
visory Board or Board of Management.  
In May 2002, our wholly owned subsidiary DaimlerChrysler  
Corporation (“DCC”) sold its Dayton Thermal Products Plant to  
Behr Dayton, a joint venture company with Behr America Inc.  
As of May 1, 2004, DCC sold its remaining minority interest in  
the joint venture to Behr America Inc. DCC is required to pur-  
chase products from the former joint venture at competitively-  
based prices under a supply agreement entered into in connec-  
tion with the sale. The supply agreement is valid from April  
2002 through April 2008. Product pricing was based on the  
existing cost structure of the Dayton Thermal Products Plant and  
was comparable to pricing in effect prior to the transaction.  
In recent years, DaimlerChrysler initiated several cooperation  
projects with MMC. In November 2005, DaimlerChrysler sold  
its remaining 12.4% interest in MMC. Current cooperation proj-  
ects will not be affected by the sale, and will continue as  
previously agreed. Examples of such projects are the joint devel-  
opment and production of engines, the shared use of vehicle  
architecture and the joint production of passenger cars, sports  
utility vehicles and pickup trucks in Europe, North America,  
China and South Africa.  
In 2004, Dr. Mark Wössner, a member of DaimlerChrysler’s  
Supervisory Board, received payments for the rental of premis-  
es to Westfalia Van Conversion GmbH, a wholly owned sub-  
sidiary of DaimlerChrysler AG, in the amount of €1 million.  
DaimlerChrysler has an agreement with McLaren Cars Ltd.,  
a wholly owned subsidiary of McLaren Group Ltd., for the pro-  
duction of the Mercedes McLaren super sports car, which  
DaimlerChrysler launched into the markets in 2004. The Group  
owns a 40% equity interest in McLaren Group Ltd.  
DaimlerChrysler engages in commercial transactions negotiated  
at arms length with its equity investee EADS. DaimlerChrysler  
does not consider these transactions to be material to us either  
individually or in the aggregate. Mr. Lagardère, a member of  
the Supervisory Board of DaimlerChrysler AG, is also one of two  
chairmen of the board of directors of EADS.  
As described in more detail in Note 3, DaimlerChrysler provides  
a number of guarantees with respect to Toll Collect, a joint  
venture in which DaimlerChrysler holds an equity interest of  
4
5%. Mr. Bernhard Walter, a member of the Supervisory Board  
From time to time, DaimlerChrysler Group companies may pur-  
chase goods and services (primarily advertising) from, and  
sell or lease vehicles or provide financial services to, Lagardère  
Group companies in the ordinary course. Mr. Lagardère is  
the general partner and chief executive officer of their ultimate  
parent company, Lagardère SCA, a publicly traded company.  
of DaimlerChrysler AG, is also a member of the Supervisory  
Board of Deutsche Telekom AG, one of the other investors in  
Toll Collect.  
2
00  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements | 203 Additional Information  
The following represent transactions with shareholders:  
DaimlerChrysler incurred expenses of approximately $800,000  
in 2005 for advertising and related marketing activities with  
a U.S. magazine. Earl G. Graves, member of DaimlerChrysler’s  
Supervisory Board and shareholder of DaimlerChrysler AG, is  
the Chairman, Chief Executive Officer and sole stockholder of  
the magazine’s ultimate parent company.  
38. Compensation of the Members of the Board of Manage-  
ment and the Supervisory Board and Further Additional  
Information Concerning German Corporate Governance  
Code Compensation. The total compensation paid by Group  
related companies to the members of the Board of Management  
of DaimlerChrysler AG is calculated from the amount of com-  
pensation paid in cash and from benefits in kind.  
In July 2005, DCC and Haden Prism LLC (“Haden”) entered into  
an agreement under which Haden will construct and operate a  
vehicle paint facility within the Chrysler Group’s manufacturing  
complex in Toledo, Ohio, as part of a supplier colocation project  
scheduled to begin operation in 2006. Haden is an indirect sub-  
sidiary of Haden International Group, Inc., which is 75% owned  
by Palladium Equity Partners (“Palladium”), a private investment  
firm with investments in several other companies. Robert J.  
Lanigan, a member of the Supervisory Board of DaimlerChrysler  
AG, is a partner and an investor in Palladium.  
Thereof €9.3 million account for fixed, €24.6 million for short-  
term and mid-term and €1.0 million for long-term incentive  
compensation components. This is correspondent to a sum of  
€34.9 million in 2005.  
In 2005, 454,914 phantom shares were granted to the mem-  
bers of the Board of Management from the long-term share-  
based compensation component. The cash pay-out for these  
shares will be effective in 2009 in the event of continuous  
service on the Board of Management and dependent on the  
achievement of internal and external goals. The information on  
the pay-out will be part of the performance-oriented compensa-  
tion disclosure for the business year 2009. For detailed infor-  
mation on stock-based compensation programs, see Note 24.  
DaimlerChrysler Canada Inc. paid CAD1.2 million to a subsidiary  
of Mosaic Sales Solutions Holding Company for field market-  
ing services pursuant to a competitively bid contract awarded  
in April 2005. The chief executive officer of the subsidiary,  
Tony LaSorda, is the brother of Thomas LaSorda, a member of  
the Board of Management of DaimlerChrysler AG who assumed  
responsibility for the Chrysler Group in September 2005.  
In 2005, stock options granted in 2003 were exercisable. In  
this context, Members of the Board of Management exercised  
167,500 stock options.  
During 2005, Deutsche Bank AG reduced its 11.8% share own-  
ership as of December 31, 2004, and now holds less than  
Board of Management Members, whose term of office expired  
in 2005, were entitled to receive compensation earned before  
the respective retirement date from current mid-term and the  
new 2005 long-term share-based remuneration components  
calculated on a pro-rata basis. We also had expenditures in con-  
nection with certain previously accrued retirement benefit obli-  
gations of other Board of Management Members. The aggregate  
amount of both items is €23.8 million.  
5
% of our outstanding shares. Deutsche Bank AG and its sub-  
sidiaries provided the Group with various financial and other  
services for which they were paid reasonable and customary  
fees. DaimlerChrysler also guarantees the obligations of its  
employees under the company’s corporate credit card program  
for corporate travel expenses with Deutsche Bank AG in the  
event the employees default on their obligations to Deutsche  
Bank AG. This guarantee, which amounted to €651 million  
as of December 31, 2004, was reduced to €20 million during  
2
005. DaimlerChrysler so far has not incurred any major pay-  
ments to Deutsche Bank AG from that guarantee.  
On July 7, 2004, DaimlerChrysler entered into a securities lend-  
ing agreement with Deutsche Bank AG concerning 22,227,478  
of its shares in EADS (approximately 3% of the voting stock).  
As collateral, DaimlerChrysler received a lien on a securities  
account of equivalent value as the shares loaned by Daimler-  
Chrysler.  
2
01  
The aggregate amount of expenditures paid by DaimlerChrysler  
for the year ended December 31, 2005, to provide pension,  
retirement and similar benefits for former members of the board  
of management and their survivors was €16.9 million. An  
amount of €292.9 million has been accrued for pension obliga-  
tions to former members of the Board of Management and  
their survivors.  
39. Principal Accountant Fees and Services  
The fees, billed by the independent auditors KPMG for profes-  
sional services in 2005, 2004 and 2003 are comprised of:  
Year ended December 31,  
(
in millions of €)  
2005  
2004  
2003  
The compensation paid in 2005 to the members of the Supervi-  
sory Board of DaimlerChrysler AG for services in all capacities  
to the Group amounted to €2.0 million. The individual compen-  
sation paid to the members of the Supervisory Board is dis-  
closed as part of the compensation report in accordance with a  
recommendation of the German corporate governance code.  
Except for the compensation paid to employee representatives  
within the Supervisory Board in accordance with their con-  
tracts of employment, no compensation was paid for services  
provided personally beyond the aforementioned Board activi-  
ties, in particular for advisory or agency services.  
Audit fees  
42  
11  
5
39  
14  
6
34  
7
Audit-related fees  
Tax fees  
6
All other fees  
4
5
3
6
2
64  
50  
As of December 31, 2005, no advances or loans existed to  
members of the Board of Management or Supervisory Board of  
DaimlerChrysler AG.  
Transactions with Related Parties. For transactions with  
related parties, which are shareholders of DaimlerChrysler AG,  
see the last section of Note 37.  
Third Party Companies. At December 31, 2005, Daimler-  
Chrysler was shareholder of a significant company, that meet  
the criteria of a third party company according German Cor-  
porate Governance Codex:  
Name of the company  
Headquarters  
Tata Motors Limited  
Mumbai, India  
Stake in % 1  
6.8  
828  
253  
Equity in millions of € 2  
Net income in millions of € 2  
As of December 31, 2005  
1
2
Based on national consolidated financial statements for the year ended March 31, 2005  
2
02  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements |203 Additional Information  
Transition to International Financial Reporting  
Standards (IFRS)  
EU directive on the application of IFRS. In July 2002, the  
European Parliament and the European Council passed a direc-  
tive on the application of IFRS. All companies oriented towards  
the capital market that are domiciled in an EU country are obliged  
to prepare their consolidated financial statements in accordance  
with IFRS for financial years beginning on or after January 1,  
regulations, we assume that the number of differences between  
US GAAP and IFRS with a significant impact on our consolida-  
ted financial statements is low, and that primarily the following  
areas will be affected.  
Research and development expenditure. According to US  
GAAP, research and development costs are generally to be  
recorded as an expense immediately. According to IFRS, a dif-  
ference is to be made between research and development.  
Research costs are to be entered immediately as an expense,  
whereas development costs that fulfill specific criteria are to  
be capitalized and amortized.  
2005. The member states are allowed, however, to postpone the  
mandatory application of IFRS until 2007 for companies that  
are only listed with debt certificates or that already apply inter-  
nationally recognized standards for purposes of stock-exchange  
listings outside the European Union. The latter is applicable in  
particular for companies, such as DaimlerChrysler, which are  
listed on the New York Stock Exchange and therefore prepare  
their consolidated financial statements in accordance with US  
GAAP. In Germany, this postponement option was implemented  
in December 2004 within the context of the Financial State-  
ments Law Reform Act (BilReG). On the basis of current planning,  
at the beginning of 2007, we will probably prepare and publish  
our first consolidated financial statements according to IFRS as  
additional information on the 2006 financial year (including  
Qualifying special-purpose entities (QSPE). Qualifying speci-  
al-purpose entities are established to achieve a defined goal  
such as conducting a leasing transaction or selling receivables.  
According to US GAAP, QSPEs are exempt from the obligation  
to consolidate. But according to IFRS, the general consolidation  
regulations apply. For DaimlerChrysler, this regulation means  
that additional special-purpose companies will be consolidated  
compared with US GAAP, particularly relating to the sale of re-  
ceivables.  
2
005 as a comparative period).  
Effects of the differences between IFRS and US GAAP. In  
September 2002, the International Accounting Standards Board  
Pension obligations. In conformance with IFRS 1, First-time  
Adoption of International Financial Reporting Standards, Daimler-  
Chrysler will not apply the provisions of IAS 19, Employee Be-  
nefits, retroactively to the period since its performance-related  
pension plans were created. Accordingly, the net pension obli-  
gation or the net pension-plan assets for performance-related  
pension plans as of January 1, 2005 is based on the actuarially  
calculated projected benefit obligation, taking future salary  
increases into consideration (defined-benefit obligation – DBO),  
less the market value of the plan assets. Differences to the  
values entered according to US GAAP will be netted off with  
reserves in the IFRS opening balance sheet. Due to the signi-  
ficance of acturial losses not yet recognized, which have accu-  
mulated at DaimlerChrysler in recent years, this effect resulting  
from the introduction of IFRS is likely to have the greatest impact  
on shareholders’ equity.  
(IASB) and the US Financial Accounting Standards Board (FASB)  
included a “Short-term Convergence” project in their project plan  
with the goal of quickly eliminating a number of existing diver-  
gences. In the long term, IASB and FASB continue to pursue the  
goal of reducing or eliminating any remaining differences through  
joint projects and by coordinating future work programs. In  
addition, it was agreed that the respective interpretation com-  
mittees would collaborate on convergence in terms of inter-  
pretation and application. DaimlerChrysler supports the ongoing  
convergence between IFRS and US GAAP. Although progress  
has already been made on the way to achieving a substantial  
reduction in the differences between the two systems, signifi-  
cant differences still exist. DaimlerChrysler expects the applica-  
tion of IFRS to have only limited effects on the comparability  
and continuity of financial reporting. On the basis of the present  
2
03  
Ten-Year Summary  
Amounts in millions of €  
1996  
1997  
1998  
1999  
2000  
2001 1  
2002 1  
2003 1  
2004 1  
2005  
From the statements of income:  
Revenues  
100,233  
21,648  
17,143  
5,616  
6,212  
6.2%  
116,057  
23,370  
18,656  
6,364  
6,230  
5.4%  
130,122  
25,033  
19,982  
6,540  
8,593  
6.6%  
148,243  
26,158  
21,044  
7,438  
11,012  
7.4%  
160,278  
26,500  
21,836  
7,241  
150,422  
25,095  
20,073  
5,848  
(1,346)  
(0.9%)  
131  
147,408  
24,163  
19,701  
5,942  
6,827  
4.6%  
136,437  
24,287  
18,897  
5,571  
142,059  
24,216  
18,750  
5,658  
5,754  
149,776  
25,731  
19,750  
5,649  
5,185  
3.5%  
Personnel expenses  
of which: Wages and salaries  
Research and development expenditure  
Operating profit (loss)  
Operating margin  
9,752  
6.1%  
5,686  
4.2%  
4.1%  
Financial income  
120  
594  
493  
278  
110  
2,746  
(2,792)  
(1,077)  
217  
Income (loss) before income taxes  
and extraordinary items  
5,406  
5,995  
4,946  
7,697  
5,829  
9,473  
6,552  
4,280  
8,796  
(1,703)  
332  
6,439  
6,116  
596  
3,535  
3,165  
3,438  
3,635  
Net operating income  
1,467  
Net operating income as %  
of net assets (RONA)  
4,022  
4.09  
4.05  
10.9%  
6,547  
4.28 2  
4.21 2  
11.6%  
4,820  
5.03  
12.3%  
5,746  
5.73  
14.8%  
7,894  
7.87  
0.5%  
(593)  
(0.59)  
(0.59)  
1,003  
1.00  
9.4%  
5,098  
5.06  
2.5%  
448  
5.7%  
2,466  
2.43  
6.6%  
2,846  
2.80  
Net income (loss)  
Net income (loss) per share (€)  
Diluted net income (loss) per share (€)  
Total dividend  
0.44  
0.44  
1,519  
1.50  
4.91  
5.69  
7.80  
5.03  
2.43  
2.80  
2,356  
2.35  
2,358  
2.35  
2,358  
2.35  
1,519  
1.50  
1,519  
1.50  
1,527  
1.50  
Dividend per share (€)  
Dividend including tax credit 3  
per share (€)  
3.36  
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  
124,831  
27,960  
2,391  
29,532  
14,662  
75,393  
19,073  
136,149  
30,367  
2,561  
36,434  
27,249  
93,199  
18,201  
174,667  
36,060  
2,565  
40,145  
33,714  
99,852  
12,510  
199,274  
42,422  
2,609  
41,180  
36,002  
103,414  
14,536  
207,616  
38,928  
2,609  
36,285  
28,243  
104,104  
12,439  
187,527  
35,076  
2,633  
32,933  
24,385  
103,881  
14,296  
178,450  
34,486  
2,633  
34,017  
26,711  
105,188  
11,666  
182,872  
33,522  
2,633  
36,739  
34,238  
109,213  
12,647  
201,632  
36,449  
2,647  
Current assets  
54,888  
12,851  
101,294  
22,355  
2,444  
of which: Liquid assets  
Total assets  
Stockholders’ equity  
of which: Capital stock  
Accrued liabilities  
32,135  
41,672  
25,496  
114%  
36,007  
54,313  
34,375  
123%  
35,057  
62,527  
40,430  
133%  
38,211  
90,560  
64,488  
179%  
36,972  
109,661  
84,783  
200%  
42,476  
115,337  
91,395  
235%  
43,995  
99,883  
78,824  
225%  
39,544  
95,745  
75,311  
218%  
41,938  
97,935  
76,270  
228%  
46,682  
104,576  
80,932  
222%  
Liabilities  
of which: Financial liabilities  
Debt-to-equity ratio  
Mid- and long-term provisions  
and liabilities  
36,989  
45,953  
50,918  
85%  
47,601  
58,181  
79%  
55,291  
83,315  
66%  
75,336  
81,516  
67%  
87,814  
80,874  
64%  
79,778  
72,673  
72%  
73,422  
70,542  
74%  
72,192  
77,158  
67%  
78,784  
86,399  
65%  
Short-term provisions and liabilities  
Current ratio  
41,950  
Net assets (annual average)  
45,252  
50,062  
53,174  
59,496  
66,094  
65,128  
59,572  
55,885  
55,301  
2
04  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements |203 Additional Information  
Amounts in millions of €  
1996  
1997  
1998  
1999  
2000  
2001 1  
2002 1  
2003 1  
2004 1  
2005  
From the statements of cash flows:  
Investments in property,  
plant and equipment  
6,721  
4,891  
8,051  
7,225  
8,155  
9,470  
10,392  
19,117  
8,896  
7,145  
6,614  
6,386  
6,580  
Investments in leased equipment  
10,245  
19,336  
17,951  
17,704  
15,604  
17,678  
20,236  
Depreciation of property,  
plant and equipment  
4,427  
1,159  
5,683  
1,456  
4,937  
1,972  
5,655  
3,315  
6,645  
6,487  
7,580  
7,254  
6,385  
7,244  
5,841  
5,579  
5,498  
5,445  
6,039  
6,341  
Depreciation of leased equipment  
Cash provided by operating activities 4  
Cash used for investing activities 4  
9,956  
(8,745)  
12,337  
(14,530)  
16,681  
(23,445)  
18,023  
(32,110)  
16,017  
15,944  
(13,287)  
15,909  
(10,839)  
13,826  
(13,608)  
11,060  
(16,682)  
12,353  
(11,222)  
(32,709)  
From the stock exchanges:  
Share price at year-end Frankfurt (€)  
New York (US $)  
83.60  
96.06  
77.00  
78.25  
44.74  
41.20  
48.35  
41.67  
29.35  
30.65  
37.00  
46.22  
35.26  
48.05  
43.14  
51.03  
Average shares outstanding  
(
in millions)  
Average diluted shares outstanding  
in millions)  
981.6  
994.0  
949.3  
968.2  
959.3  
987.1  
1,002.9  
1,013.6  
1,003.2  
1,013.9  
1,003.2  
1,003.2  
1,008.3  
1,013.9  
1,012.7  
1,012.7  
1,012.8  
1,014.5  
1,014.7  
1,017.7  
(
Rating:  
Credit rating, long-term  
Standard & Poor’s  
Moody’s  
A +  
A 1  
A +  
A 1  
A
A 2  
BBB+  
A 3  
BBB+  
A 3  
BBB  
A3  
BBB  
A3  
BBB  
A3  
Fitch  
BBB+  
A-  
BBB+  
A-  
BBB+  
A-  
Dominion Bond  
Average annual number of employees  
419,758  
421,661  
433,939  
463,561  
449,594  
379,544  
370,677  
370,684  
379,019  
386,465  
1
2
3
4
Some amounts and ratios have been adjusted compared with our reporting in previous years. See also Note 1 of the Notes to the Consolidated Financial Statements.  
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.  
Periods before 2002 not adjusted for the effects of inventory-related receivables from Financial Services.  
2
05  
Glossary  
Code of Ethics. The DaimlerChrysler Code of Ethics applies to  
the members of the Board of Management and senior executives  
who have a significant influence on planning and reporting in  
connection with the year-end and quarterly financial statements.  
The regulations contained in the Code are designed to avoid  
misconduct and to ensure ethical behavior and the correct dis-  
closure of information on the Group.  
Free float. Free float is the percentage of a company’s shares  
held by shareholders who hold less than 5% of that company’s  
shares in total (see page 25).  
Goodwill. Goodwill is the term for the amount by which the price  
paid for a company exceeds the value of the shareholders’  
equity of that company when its assets and liabilities are valued  
at current market value.  
Consolidated Group. The consolidated Group is the total of all  
those companies that are consolidated, i.e. fully consolidated  
companies and companies consolidated using the equity method.  
IFRS – International Financial Reporting Standards. IFRS is  
a set of standards and interpretations developed by an inde-  
pendent private-sector committee, the International Accounting  
Standards Board (IASB). IFRS includes regulations for compa-  
nies’ external accounting and reporting. DaimlerChrysler will  
probably prepare and publish consolidated financial statements  
according to IFRS for the first time at the beginning of 2007 for  
the 2006 financial year (see page 203).  
Corporate governance. The term corporate governance applies  
to the proper management and monitoring of a company. The  
structure of corporate governance at DaimlerChrysler AG is deter  
mined by Germany’s Stock Corporation Act, Codetermination  
-
Act and capital-market legislation, as well as international capital-  
market laws and stock-exchange listing regulations.  
Integrity Code. Our Integrity Code has been in use since 1999  
and was revised and expanded in 2003. It sets out a binding  
framework for the actions of all our employees worldwide.  
Cost of capital. The cost of capital is a product of the average  
capital invested and the cost-of-capital rate. The cost-of-capital  
rate is derived from the investors’ required rate of return (see  
page 44).  
Net assets. Net assets are the capital invested by the Group  
and the industrial divisions; they are defined as the total of sha-  
reholders’ equity plus financial liabilities and the accrued pen-  
sion liabilities of the industrial business. The relevant capital base  
for the financial services business is shareholders’ equity (see  
page 44).  
CSR – corporate social responsibility. A collective term for  
the social responsibility assumed by companies, including eco-  
nomical, ecological and social aspects.  
Equity method. Accounting and valuation method for share-  
holdings in associated companies and joint ventures, as well as  
subsidiaries that are not fully consolidated.  
Net operating income. Net operating income is the opera-  
tional profit measure after taxes and the relevant parameter for  
measuring the Group’s operating performance.  
Fair value. The amount for which an asset or liability could be  
exchanged in an arm’s length transaction between knowledgeable  
and willing parties who are independent of each other.  
Operating profit. Operating profit is the operational profit mea-  
sure before taxes (see page 39).  
2
06  
0
4 Essentials | 28 Management Report | 70 Divisions | 88 Cross-Divisional Activities | 102 Corporate Governance | 122 Consolidated Financial Statements |203 Additional Information  
Index  
Rating. An assessment of a company’s creditworthiness issued  
by rating agencies.  
Auditors’ report  
Capital expenditure  
Cash flow  
Code of Ethics  
Compensation system  
Consolidated Group  
CORE  
125  
55, 67  
48, 130 f, 182  
106  
ROE – return on equity. For the financial services business,  
return on investment is measured by means of ROE (return on  
equity). ROE is defined as a quotient of operating profit and  
shareholders’ equity.  
110 ff  
143  
74  
Corporate Governance  
Deferred taxes  
Dividends  
102 ff  
155 ff  
43  
87, 144  
199 f  
144 ff  
42, 155  
160  
106  
26  
179 ff  
44  
RONA – return on net assets. For the Group as a whole and  
for the industrial divisions, return on investment is measured by  
means of RONA (return on net assets). RONA is defined as a  
quotient of net operating income (for the Group) or operating  
profit (for the industrial divisions) and net assets (see page 45).  
EADS  
Earnings per share (EPS)  
Equity method  
Financial income  
Goodwill  
Integrity Code  
Investor Relations  
Liabilities  
Net assets  
Net income  
Operating profit  
Pension obligations  
Portfolio changes  
Profitability  
Sarbanes-Oxley Act. The Sarbanes-Oxley Act was passed in  
the United States in 2002. This new law resulted in additional  
regulations for the protection of investors, including greater  
responsibility for management and the audit committee. In par-  
ticular, requirements concerning the accuracy and complete-  
ness of published financial information have become stricter,  
and disclosure and auditing duties have been expanded.  
43  
39 ff, 196, 198  
170 ff  
33  
US GAAP – United States Generally Accepted Accounting  
Principles. The principles of accounting, evaluation and dis-  
closure that are generally followed in the United States and which  
are applied by DaimlerChrysler.  
37 ff  
74  
52  
Quality  
Ratings  
Revenues  
36, 196, 199  
45  
Value-at-risk. Measures the potential future loss (related to  
market value) for a given portfolio in a certain period and for  
which there is a certain probability that it will not be exceeded.  
RONA - return on net assets  
Safeguarding the Future 2012  
Sarbanes-Oxley Act  
Segment reporting  
Shareholders’ equity  
Shares  
92  
121  
195 ff  
53, 129, 166 f  
24 ff, 166  
111, 167 ff  
32  
Value added. Value added indicates the extent to which the  
operational profit measure exceeds the cost of capital. When  
value added is positive, return on net assets is higher than the  
cost-of-capital (see page 45).  
Stock options  
Strategy  
Toll Collect  
Unit sales  
Value added  
23, 85, 146 f  
35 f, 72, 76, 80  
45  
World Engine  
23, 78  
2
07  
International Representative Offices  
Berlin  
Hanoi  
Mexico City  
Skopje  
Phone +49 30 2594 1100  
Phone +84 8 8958 710  
Phone +52 55 5081 7313  
Phone +389 2 2580 000  
Fax  
+49 30 2594 1109  
Fax  
+84 8 8958 714  
Fax  
+52 55 5081 7479  
Fax  
+389 2 2580 401  
Abidjan  
Hong Kong  
Milton Keynes  
Sofia  
Phone +225 21 75 1001  
Phone +86 10 6598 3388  
Tel.  
+44 190 8245 800  
Phone +359 2 919 8811  
Fax  
+225 21 75 1090  
Fax  
+86 10 6590 6265  
Fax  
+44 190 8245 802  
Fax +359 2 945 4014  
Abu Dhabi  
Istanbul  
Moscow  
Taipei  
Phone +97 1 4 8833 200  
Phone +90 212 482 3520  
Phone +7 495 745 2616  
Phone +886 2 2715 9696  
Fax  
+97 1 4 8833 201  
Fax  
+90 212 482 3521  
Fax  
+7 495 745 2614  
Fax  
+886 2 2719 2776  
Bangkok  
Jakarta  
New Delhi  
Tashkent  
Phone +66 2344 6100  
Phone +62 21 86 899 100  
Phone +91 20 2750 5800  
Phone +998 71 120 6374  
Fax  
+66 2676 5550  
Fax  
+62 21 86 899 611  
Fax  
+91 20 2750 5951  
Fax  
+998 71 120 6674  
Beijing  
Kiev  
Paris  
Teheran  
Phone +86 10 6590 6227  
Phone +380 44 206 8080  
Phone +33 1 39 23 5400  
Phone +98 21 2204 6047  
Fax  
+86 10 6590 6337  
Fax +380 44 206 8088  
Fax +33 1 39 23 5442  
Fax  
+98 21 2204 6126  
Brussels  
Kuala Lumpur  
Pretoria  
Tel Aviv  
Phone +32 2 23311 33  
Phone +603 2246 8811  
Phone +27 12 677 1502  
Phone +972 9 957 9091  
Fax  
+32 2 23311 80  
Fax  
+603 2246 8812  
Fax  
+27 12 666 8191  
Fax  
+972 9 957 6872  
Budapest  
Lagos  
Rome  
Tokyo  
Phone +36 1 8877 002  
Phone +234 1 461 8727  
Phone +39 06 4144 2405  
Phone +81 3 5572 7172  
Fax  
+36 1 8877 001  
Fax  
+234 1 261 2945  
Fax  
+39 06 4121 9097  
Fax  
+81 3 5572 7126  
Buenos Aires  
Ljubljana  
São Paulo  
Warsaw  
Phone +54 11 4808 8719  
Phone +386 1 5883 798  
Phone +55 11 4173 7171  
Phone +48 22 312 7200  
Fax  
+54 11 4808 8702  
Fax  
+386 1 5883 799  
Fax  
+55 11 4173 7118  
Fax  
+48 22 312 7201  
Cairo  
Madrid  
Seoul  
Washington D.C.  
Phone +20 2 529 9120  
Phone +34 91 484 6161  
Phone +82 2 2112 2555  
Phone +1 202 414 6756  
Fax +20 2 529 9105  
Fax  
+34 91 484 6019  
Fax  
+82 2 2112 2644  
Fax  
+1 202 414 6729  
Caracas  
Melbourne  
Singapore  
Windsor, Ontario  
Phone +58 241 613 2460  
Phone +61 39 566 9104  
Phone +65 6849 8321  
Phone +1 519 973 2201  
Fax  
+58 241 613 2462  
Fax  
+61 39 566 9110  
Fax  
+65 6849 8493  
Fax  
+1 519 973 2226  
Zagreb  
Phone +385 1 348 6600  
2
08  
Fax  
+385 1 348 6601  
Addresses/Information/Internet  
DaimlerChrysler AG  
0546 Stuttgart  
Phone +49 711 17 0  
Publications for our shareholders:  
Annual Report (German, English)  
Form 20-F (English)  
7
Fax  
+49 711 17 22244  
Interim Reports for the 1st, 2nd and 3rd quarters  
(German, English)  
www.daimlerchrysler.com  
Environment Report (German, English)  
Social Responsibility Report (German, English)  
DaimlerChrysler Corporation  
Auburn Hills, MI 48326-2766  
USA  
Phone +1 248 576 5741  
www.daimlerchrysler.com  
Sustainability Report (German, English)  
The financial statements of DaimlerChrysler AG prepared in  
accordance with German GAAP were audited by KPMG  
Deutsche Treuhand-Gesellschaft Aktiengesellschaft,  
Wirtschaftsprüfungsgesellschaft, and an unqualified opinion  
was rendered thereon. These financial statements are  
published in the German Federal Gazette and are filed with  
the Commercial Registry of the Stuttgart District Court.  
Investor Relations  
Stuttgart  
Phone +49 711 17 92261  
+
+
49 711 17 95256  
49 711 17 95277  
The aforementioned publications can be requested from:  
DaimlerChrysler AG  
Investor Relations  
HPC 0324  
Fax  
+49 711 17 94109  
49 711 17 94075  
+
70546 Stuttgart  
Auburn Hills  
Germany  
Phone +1 248 512 2812  
Phone +1 248 512 2923  
The documents can also be ordered by phone or fax using the  
following number: +49 711 17 92287  
Fax  
+1 248 512 2912  
www.daimlerchrysler.com/investors  
Additional information on the Internet. Special information  
on our shares and earnings developments can be found in the  
“Investor Relations” section of our website. It includes the  
Group’s annual and interim reports, the company financial  
statements of DaimlerChrysler AG, and reports to the US  
Securities and Exchange Commission (SEC) for all the financial  
years since 1998. You can also find topical reports, presenta-  
tions, an overview of various performance measures, informa-  
tion on the share price, and other services.  
DaimlerChrysler Worldwide  
Sales Organization  
Automotive  
Commercial  
Vehicles  
Mercedes Car Group  
Chrysler Group  
Businesses Financial Services  
Other Activities  
Europe  
Production locations  
10  
-
-
-
19  
-
-
5,333  
-
-
76  
3
209  
Sales outlets  
Revenues in millions of €  
Employees  
30,088  
92,930  
3,060  
244  
17,201  
57,477  
6,208  
4,602  
1,234  
14,795  
42,225  
NAFTA  
Production locations  
Sales outlets  
1
-
30  
-
18  
-
-
4,965  
-
-
33  
2
533  
Revenues in millions of €  
Employees  
12,043  
4,472  
45,439  
82,321  
12,770  
26,838  
8,609  
5,326  
466  
2,777  
1,930  
South America  
Production locations  
Sales outlets  
1
-
2
-
3
-
-
-
9
-
59  
38  
-
611  
Revenues in millions of €  
Employees  
202  
1,083  
438  
560  
1,932  
13,414  
-
-
133  
279  
Africa  
Production locations  
Sales outlets  
1
-
1
1
-
-
-
1
-
43  
27  
-
-
321  
-
232  
Revenues in millions of €  
Employees  
1,358  
5,520  
1,410  
1,081  
-
-
218  
505  
Asia  
Production locations  
Sales outlets  
3
-
1
-
9
-
-
1,152  
-
-
12  
-
151  
357  
839  
Revenues in millions of €  
Employees  
5,531  
340  
461  
5
6,116  
18,340  
109  
194  
2,643  
Australia/Oceania  
Production locations  
Sales outlets  
-
-
-
-
-
243  
-
-
4
-
71  
-
718  
-
-
208  
-
Revenues in millions of €  
Employees  
679  
33  
145  
223  
163  
600  
1,128  
Note: Unconsolidated revenues of each division (segment revenues).  
Financial Calendar 2006  
Annual Press Conference  
Mercedes Event Center (MEC)  
Sindelfingen  
February 16, 2006  
10 a.m. CET  
Analysts’ and Investors’  
Conference Call  
February 16, 2006  
2.30 p.m. CET  
Presentation of the  
Annual Report 2005  
March 6, 2006  
Annual Meeting  
April 12, 2006  
Messe Berlin  
10 a.m. CET  
Interim Report Q1 2006  
Interim Report Q2 2006  
Interim Report Q3 2006  
April 27, 2006  
July 27, 2006  
October 25, 2006  
<
<
<
<
DaimlerChrysler Worldwide  
Addresses  
DaimlerChrysler  
Stuttgart, Germany  
Auburn Hills, USA  
www.daimlerchrysler.com  


© 2022 IncJournal is not affiliated with or endorsed by the U.S. Securities and Exchange Commission