[PDF] DaimlerChrysler Annual Report 2001

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Answers for questions to come

Annual Report 2001

A product range with infinite possibilities

Revenues

European Union

of which: Germany

North America

of which: USA

Other markets

Employees

(at year-end)

Research and development costs

Investments in property, plant

and equipment

Cash provided by operating activities

Operating profit (loss)

Operating profit adjusted

3

Net income (loss)

per share (in US $/ )

Net income adjusted

3 per share (in US $/ ) 3

Total dividend

Dividend per share

(in )

000101

US $ 1

Amounts in millions

DaimlerChrysler Group

01:00

Change in %

99

Key Figures

1 ) Rate of exchange: 1 = US $0.8901 (based on the noon buying rate on Dec. 31, 2001). 2 ) A 1% decrease after adjusting for changes in the consolidated Group. 3 ) Excluding one-time effects, see pages 54-60.

162,384

50,348

25,988

95,939

84,503

16,097

416,501

7,395

10,392

16,017

9,752 5,213 7,894 7.87 3,481 3.47 2,358

2.35-6

2 -9 -11 -4 -4 -5 -11 -19 -14 -0 -74 -79 -79 -57 -57149,985

49,960

28,393

87,083

78,104

12,942

466,938

7,575 9,470

18,023

11,012

10,316

5,746 5.73 6,226 6.21 2,358

2.35152,873

45,640

23,157

91,916

81,132

15,317

372,470

6,008 8,896

15,944

(1,318) 1,345 (662) (0.66) 730
0.73 1,003

1.00136,072

40,624

20,612

81,814

72,216

13,634

5,348 7,918

14,192

(1,173) 1,197 (589) (0.59) 650
0.65 893

Mercedes-Benz Passenger Cars & smart

Operating profit

Operating profit adjusted

Revenues

Investments in property, plant and equipment

Research and development

Unit sales

Employees (Dec. 31)2,145

2,874

43,700

2,096 2,241

1,154,861

100,8932,951

2,961

47,705

2,061 2,402

1,229,688

102,2232,6272,636

42,462

1,834 2,138 01 01 US $ change +38
+3 +9 -2 +7 +6 +1 00

Divisions

Chrysler Group

Operating profit (loss)

Operating profit (loss) adjusted

Revenues

Investments in property, plant and equipment

Research and development

Unit sales

Employees (Dec. 31)501

531

68,372

6,339 2,456

3,045,233

121,027(5,281)

(2,183)

63,483

5,083 2,201

2,755,919

104,057(4,701)

(1,943)

56,506

4,524 1,959 01 01 US $ change -7 -20 -10 -10 -14 00

Commercial Vehicles

Operating profit (loss)

Operating profit adjusted

Revenues

Investments in property, plant and equipment

Research and development

Unit sales

Employees (Dec. 31)1,212

1,253

29,804

1,128 974

548,955

101,027(514)

51

28,572

1,484 1,015

492,851

96,644(458)

45

25,432

1,321 903
01 01 US $ change -96 -4 +32
+4 -10 -4 00

Services

Operating profit

Operating profit adjusted

Revenues

Investments in property, plant and equipment

Employees (Dec. 31)2,457

641

17,526

282

9,589612

578

16,851

112

9,712545514

14,999

100
01 01 US $ change -75 -10 -4 -60 +1 00

Other Activities

Operating profit

Operating profit adjusted

Revenues

Investments in property, plant and equipment

Research and development

Employees (Dec. 31)3,590

67

10,615

547
1,753

47,1081,181

205
4,507 168
390

21,1011,051

182
4,012 150
347
01 01 US $ change -67 +206
-58 -69 -78 -55 00

Amounts in millions

Amounts in millions

Amounts in millions

Amounts in millions

Amounts in millions

Our Commercial VehicleBrandsOur Passenger Car

Brands

Our Alliance

Partner

Our Strategic

Partner

1

Answers for questions to come

With its strong brand portfolio,

its comprehensive product range and its global presence, DaimlerChrysler is a company with almost infinite possibilities.

We aim to enthuse our customers with our

products and services, and to apply innovative technology to make the traffic of tomorrow even safer, as well as more economical and environment friendly.

To these ends we focus our global resources

and the knowledge, experience and energy of our employees.

2Chairman"s Letter

6Board of Management

8Business Review

12Outlook

16The Executive Automotive Committee

18DaimlerChrysler Worldwide

20Special Section:

The "Vision of Accident-Free Driving"

26Operating Activities

26Mercedes-Benz Passenger Cars & smart

30Chrysler Group

34Commercial Vehicles

38Services

40Other Activities

44Research and Technology

46DaimlerChrysler and the Environment

48Global Procurement and Supply

50Human Resources

52The DaimlerChrysler Shares

54Analysis of the Financial Situation

68Financial Statements

117Supervisory Board

118Report of the Supervisory Board

120Major Subsidiaries

122Six-Year Summary

123International Representative Offices

124Addresses & Information

2 Chairman's Letter

No one will forget 2001. The shocking and deeply regrettable tragedies of September 11 have since inspired a set of values and memories that will enshrine forever the lessons of that day. The attacks unleashed an unprecedented and decisive global response to terrorism. It was an answer strengthened by passionate solidarity and marked by the firm, unbreakable resolve of a united international community. DaimlerChrysler"s reaction during the immediate aftermath was characterized by spontaneous and

heartfelt support for all those affected by the attacks. We also expressed our grief and compassion through

substantial material aid. Our company remains profoundly and acutely connected to the grim realities of

that day. Notwithstanding this, it was essential for us to meet our commitments for 2001.

Performance in 2001. It is now a matter of record that with an operating profit of €1.3 billion, we reached

our anticipated earnings range for 2001.

We are certainly not satisfied with this result, but it should be considered that it was achieved in an

extremely difficult environment, particularly in the later part of the year. For Mercedes-Benz and smart, however, 2001 was an excellent year with new records in revenue, sales

and profit. With over 1.1 million vehicles sold, Mercedes-Benz is today the world"s leading luxury car

brand. The resounding success of the C-Class family and strong demand for the new SL were two of the factors driving growth to unprecedented levels and further enhancing the brand"s position. The now well established smart brand also overachieved its sales targets. At Chrysler Group we implemented our ambitious turnaround program with real signs of success.

Despite highly competitive market conditions in 2001, Chrysler Group exceeded the objectives set for its

cost reduction program and surpassed slightly the upper end of its earnings" predictions. In a US market artificially fuelled by high cash discounts and zero percent financing we managed to

introduce a selective incentive program. New and extremely appealing products, exemplified by the Jeep

Liberty, the Chrysler PT Cruiser and the Dodge Ram, as well as many others in the pipeline, are good reason for optimism at Chrysler Group.

The results of our Commercial Vehicles division, the world"s largest manufacturer of vans, trucks and

buses, mirrors the downturn in North America and the weakening markets of Europe. At Freightliner, the new management announced an effective turnaround plan in October. By the end of last year the changes had shown early results. Inventories on new and used trucks were brought back considerably. Other areas of our Commercial Vehicles division were able to continue their excellent performance.

Our van operation, for example, already market leader in Europe, extended its product range by introducing

the very successful Sprinter in North America.

At DaimlerChrysler Services, the increased pressure on margins in the US market had a negative impact.

Our Services division will continue adding value to the automotive business through even stronger support

of our operations. It will also pursue its policy of divesting non-core activities.

Chairman's Letter 3

Finally, at our strategic partner Mitsubishi Motors Corporation (MMC), we have increased our stake

to 37.3%. We now have the potential to cooperate with the Commercial Vehicles division of MMC, as well.

The turnaround plans at Mitsubishi Motors are yielding promising results. Initiatives aimed at increasing

productivity and quality, along with considerable improvements in cost structures, are under way.

The management of MMC is confident that it will reach break-even during that company"s current financial

year ending March 2002. For the rest of 2002, one will have to take into consideration the extremely difficult market conditions prevailing in Japan.

Group outlook 2002. The global automotive business is currently experiencing the toughening markets the

Chrysler Group started to feel as early as 2000. We said then, at the onset of the American industry"s

downturn, that while Chrysler Group may have to be one of the major automobile manufacturers to enter

this valley, we would also be first out. That, we believe, is beginning to happen. The year in view, however, promises to be another demanding one, with several major economies facing weaker growth. The world economy has moved off a solid base. Consequently, DaimlerChrysler has reviewed and updated its planning assumptions to take into accountquotesdbs_dbs25.pdfusesText_31

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