DaimlerChrysler Achieves $7.3 Billion Operating Profit in 2006
Wednesday February 14, 7:51 am ET
- Net income of $4.3 billion (2005: $3.8 billion)
- Earnings per Share of $4.17 (2005: $3.70)
- Revenues up 1% to $200.1 billion
STUTTGART, Germany and AUBURN HILLS, Mich., Feb. 14 /PRNewswire-FirstCall/ -- DaimlerChrysler (NYSE: DCX - News) today published its preliminary Group and divisional results for the year 2006.
(Logo: http://www.newscom.com/cgi-bin/prnh/20020212/DCXLOGO )
DaimlerChrysler recorded an operating profit of $7,281 million in 2006, compared with $6,843 million in 2005.
The development of the Group's operating profit was primarily impacted by the significant decline in earnings at the Chrysler Group. This was more than offset by the substantial earnings improvement at the Mercedes Car Group and the repeated increase in earnings at the Truck Group and the Financial Services division. The contribution to earnings from the Van, Bus, Other segment was lower than in the prior year. The earnings trend was affected by special items in both years, which are shown in the table on page 15.
Net income increased by $0.5 billion to $4.3 billion (2005: $3.8 billion). Based on the reported net income, earnings per share amounted to $4.17 compared with $3.70 in 2005.
The Board of Management will propose to the Supervisory Board that a dividend of euro 1.50 per share should be distributed for the year 2006 (2005: euro 1.50). This proposal takes account not only of the development of operating profit and cash flow in 2006, but also of expectations for the coming years.
Unit sales and revenues
DaimlerChrysler sold a total of 4.7 million vehicles in 2006 (2005: 4.8 million), while the Group's total revenues increased by 1% to $200.1 billion. Adjusted for exchange-rate effects and changes in the consolidated Group, the increase in revenues amounted to 2%.
The workforce
As of December 31, 2006, DaimlerChrysler employed a workforce of 360,385 people worldwide (2005: 382,724). Of this total, 166,617 were employed in Germany (2005: 182,060) and 94,792 in the United States (2005: 97,480).
The implementation of the new management model is running according to plan. By the end of January 2007, approximately 2,000 employees worldwide had either signed voluntary severance agreements or had already left the Group. DaimlerChrysler has been working with the new structures since August 1, 2006. Important processes have been made faster and more efficient, allowing substantial efficiency gains. The total expenditure for the implementation of the program in the years 2006 through 2008 is likely to be in the region of $2.6 billion. Of this total, $519 million was incurred in the year 2006.
Investing to safeguard future
Worldwide, the DaimlerChrysler Group invested a total of $7.8 billion in property, plant and equipment in 2006 (2005: $8.7 billion). Capital expenditure at the Mercedes Car Group of $2.2 billion was slightly higher than in the prior year ($2.1 billion). To continue its product offensive and to make its production facilities more flexible, the Chrysler Group invested $3.8 billion in property, plant and equipment (2005: $4.1 billion). The Truck Group invested $1,197 million in 2006, mainly related to new technologies, powertrains and safety concepts (2005: $1,275 million).
Expenditure for research and development totaled $7.0 billion in 2006 (2005: $7.5 billion). The most important projects at the Mercedes Car Group were the new generation of the E-Class, the new version of the CL-Class, and preparations for the model change for the C-Class in 2007. The Chrysler Group's focus was on the development of the new minivan generation as well as on hybrid vehicles. The Truck Group's major projects included the successor models for the Mercedes-Benz Actros and Axor, for the Freightliner Premium Class and for the Mitsubishi Fuso Super Great. Additional key areas of R&D activities at DaimlerChrysler were the further development of powertrain technologies, alternative propulsion systems such as hybrid drive and fuel cells, and electronic systems for the improvement of vehicle safety.
During the planning period of 2007 through 2009, DaimlerChrysler will presumably invest a total of $23.1 billion in property, plant and equipment and $21.4 billion in research and development activities. This adds up to total of investment in safeguarding the future of $44.5 billion.
Mercedes Car Group
The Mercedes Car Group division, comprising the brands Mercedes-Benz, Maybach, smart, Mercedes-Benz AMG and Mercedes-Benz McLaren, sold 1,251,800 vehicles in 2006 (2005: 1,216,800).
Revenues of $72.0 billion were 9% higher than the prior year's level.
The Mercedes Car Group achieved an operating profit of $3,187 million in 2006, compared with an operating loss of $666 million in the prior year. The results of both years were significantly affected by special items. There were expenses of $1,248 million in connection with the discontinuation of production of the smart forfour in 2006, while the realignment of the smart business model in 2005 resulted in charges of $1,466 million. Charges relating to staff reductions at Mercedes-Benz Passenger Cars in the context of the CORE program decreased to $377 million in 2006 (2005: $752 million). Additional special items with effects on the results of both years are shown in the table on page 14.
The substantial increase in the division's operating profit is due in particular to the efficiency improvements achieved in the context of the CORE program. Other positive factors were the higher unit sales of Mercedes-Benz passenger cars and the improved model mix due to the launch of the new S-Class as well as the M- and GL-Class models. A negative impact on operating profit in 2006 resulted from currency effects.
The Mercedes-Benz brand increased unit sales in the year under review by 5% to 1,149,100 vehicles. As a result, the brand was able to boost its market share in key regions, despite tougher competition. This positive result was primarily due to the very successful new model launches in 2005, particularly of the new S-Class, which went on sale in the United States in February 2006. Like the new CL- and GL-Class models, the updated E- and SL-Class vehicles launched in 2006 were also very well received by the market and contributed to the Mercedes-Benz brand's success in the year under review. On October 15, 2006, the division launched the E320 BLUETEC -- the world's cleanest diesel passenger car -- in the United States and Canada.
The extensive measures being implemented to further improve the quality of DaimlerChrysler's vehicles are having very positive effects. This claim is supported by internal analyses and many external studies. The J.D. Power Initial Quality Study 2006 concluded that the Mercedes-Benz brand has a positive trend in the category of initial quality. Improvements were achieved in nearly all of the issues that were addressed in last year's study (IQS 2005).
Unit sales of the smart brand totaled 102,700 vehicles in the year under review (2005: 124,300). Unit sales of the smart fortwo developed especially well throughout the year, with the model's production volume once again exceeding the planned target in the vehicle's ninth year of production. More than 750,000 smart fortwos have been sold since the vehicle's market launch. Despite an increase in production at the beginning of the year, nearly all smart fortwo models built had been sold by the end of 2006. Sales of the last smart roadsters and smart forfour models proceeded according to plan; nearly all remaining stocks of these vehicles had been sold by the end of the year under review.
In November 2006, smart unveiled the new smart fortwo, which will be launched in Europe in April 2007. Starting in 2008, the new smart fortwo will also be available in the United States, which has become a promising market for smart due to increasing traffic volumes and rising fuel prices. The second-largest automobile retail organization in the United States - the UnitedAuto Group - will act as the exclusive importer of smart brand vehicles.
Chrysler Group
Worldwide, the Chrysler Group shipped 2.7 million Chrysler, Jeep® and Dodge branded passenger cars, sports tourers, minivans, SUVs and light trucks to its dealerships in 2006 (2005: 2.8 million). Worldwide retail sales decreased by 5% in 2006 to 2.7 million units.
As a result of lower volumes and a weaker US dollar on average for the year, the Chrysler Group's revenues for the year of $62.2 billion were significantly lower than in 2005 ($66.1 billion).
The Chrysler Group posted an operating loss of $1,475 million in 2006, compared with an operating profit of $2,024 million in 2005.
The deterioration in operating results was primarily the result of negative net pricing, unfavorable product and sales market mix, and a decline in factory unit sales in the United States. These factors reflect the continuing difficult market environment in the United States during 2006 marked by an overall decline in market volume, a shift in consumer demand towards smaller, more fuel-efficient vehicles due to higher fuel prices, as well as the impact of higher interest rates. These negative factors were partially offset by the market success of the new models, most of which were launched in the second half of the year. Several of these vehicles target this shift in consumer demand, resulting in a positive contribution to earnings in the fourth quarter of the year.
In addition, the financial support provided to supplier Collins & Aikman led to a charge of $87 million in 2006, compared to $131 million in 2005. The Chrysler Group's prior-year operating profit was positively impacted by a $317 million gain on the sale of the Arizona Proving Grounds vehicle testing facility. Further special items that affected earnings in 2005 are shown in the table on page 15.
The Chrysler Group launched a total of ten attractive new models in 2006, and significantly expanded its sales outside the NAFTA region (+22% to 214,400 vehicles). Dodge launched its compact five-door car -- the Dodge Caliber, as well as its first mid-size SUV -- the Dodge Nitro, and the new Dodge Ram 3500 Chassis Cab. The new positioning of the Jeep® brand portfolio continued with the launch of the compact Jeep® Compass. Other new models launched were the Jeep® Grand Cherokee SRT8, the new Jeep® Wrangler, the four-door Jeep® Wrangler Unlimited and the Jeep® Patriot. The Chrysler brand launched the Aspen, its first full-size SUV, while the new Chrysler Sebring is intended to strengthen the Chrysler Group's competitive position in the mid-size sedan category.
The Chrysler Group also made more progress in the field of vehicle quality in 2006. Internal measurements show that the quality of the division's vehicles is better than ever before, a fact which is confirmed by external quality studies: The Chrysler brand ranked in the top ten in the 2006 J.D. Power Initial Quality Study.
All three Chrysler Group brands also made gains in the 2006 J.D. Power Vehicle Dependability Study, showing that customer perception of quality continues to improve as new vehicles replace older models in the product range.
The new manufacturing flexibility strategies have helped to improve the Chrysler Group's efficiency, allowing the division to better utilize its assets, such as the Belvidere (Illinois) Assembly Plant, where the Dodge Caliber is built with the use of highly flexible robots and free of vehicle- specific heavy tooling. Over the four years of 2002 through 2005, the Chrysler Group posted a cumulative 24% productivity improvement, with a 6% improvement in 2005, as confirmed by the 2006 Harbour Report, a recognized industry study that measures the productivity of North American automotive manufacturers.
One year after the start of production by the Global Engine Manufacturing Alliance (GEMA), the second World Engine plant opened in Dundee (Michigan) in October 2006. The two plants in Dundee are part of a five-factory global venture developed by DaimlerChrysler, Hyundai Motor and Mitsubishi Motors.
Truck Group
In 2006, the Truck Group built on the very successful developments of the prior year, increasing unit sales by 1% to a new record of 537,000 vehicles.
The higher sales volume and an improved model mix also led revenues to rise sharply by 5% to $42.2 billion.
The Truck Group achieved an operating profit of $2,666 million in 2006, a significant increase from the previous year's result of $2,119 million. The operating profit posted in 2005 included exceptional income of $364 million from the settlement reached with Mitsubishi Motors Corporation relating to expenditure for quality actions and recall campaigns at Mitsubishi Fuso Truck and Bus Corporation. The impact of other special factors on the earnings of the two years is shown in the table on page 16.
The increase in operating profit was primarily the result of efficiency improvements realized in the context of the Global Excellence Program as well as improved product positioning and model mix. In addition, higher unit sales, which were mainly the result of purchases brought forward because of stricter emission limits in important markets, contributed to the higher earnings. Higher expenses for new vehicle projects, for the fulfillment of future emission regulations as well as currency effects had a negative impact on operating profit.
Trucks Europe/Latin America (Mercedes-Benz) once again increased its unit sales in the core markets of Western Europe. However, due to a market downturn in Brazil and lower sales in the Near and Middle East, total unit sales of 142,100 vehicles were slightly below the prior year's high level. Operating in a very positive market environment, the Trucks NAFTA unit (Freightliner, Sterling, Western Star, Thomas Built Buses) increased its sales by 3% in 2006 to the record level of 208,300 vehicles. Trucks Asia (Mitsubishi Fuso) sold 186,600 vehicles in 2006, a sharp increase (+4%) on the prior year.
In the summer of 2006, as part of a roadshow through 12 major European cities the division presented the Mercedes-Benz Safety Truck, which combines all of the currently available assistance and safety systems, including Active Brake Assist (emergency braking support), Lane Assistant, Adaptive Cruise Control, and the Stability Program. Large-scale trials have shown that accident frequency can be reduced by 50% by the Mercedes-Benz Safety Package. Furthermore, The Truck Group's Hybrid Technology Competence Center passed one of its first milestones with the introduction of Fuso's Canter Eco Hybrid in Japan.
In 2006, to ensure that it is ideally prepared to face future challenges, the Truck Group began to build a Development and Testing Center in the vicinity of the Worth, Germany, truck assembly plant. The first stage of construction is scheduled to be completed during the year 2007.
Coinciding with Group-wide implementation of the new management model, the Truck Group was launched on August 1, 2006 with a modified organizational structure. The division now consists of three operating units: Trucks Europe/Latin America, Trucks NAFTA, and Trucks Asia, each of which is responsible for production and sales operations in its respective region. In order to more extensively exploit synergies as early as the product creation phase - and to allow the enhanced harmonization of parts and components - the former Truck Product Creation unit was split into two powerful units: Truck Product Engineering, which is responsible for the three vehicle development centers in Stuttgart, Portland and Kawasaki as well as the integrated development of large components, and Truck Powertrain Operations & Manufacturing Engineering, which oversees worldwide component production and production planning for vehicle and component plants.
Financial Services
The Financial Services division once again developed positively and further improved its market position in 2006. Financial Services significantly improved its operating profit from $1,937 million in 2005 to $2,262 million in 2006, thus achieving record earnings for the fifth consecutive year. The increase in operating profit was the result of higher new business and ongoing efficiency improvements. These factors more than offset higher expenses resulting from higher interest rates and increased cost of risk. In addition, the business development at Toll Collect also contributed to the positive earnings trend.
New business increased by 10% to $69.9 billion, while contract volume of $149.5 billion was 4% lower than in the prior year. Adjusted for exchange-rate effects, contract volume rose by 5%. At the end of 2006, Financial Services' portfolio comprised 6.5 million leased and financed vehicles.
The Americas region (North and South America) managed a total contract volume of $106.1 billion at the end of 2006 (end of 2005: $113.4 billion). This was once again the highest volume recorded by any Financial Services region, accounting for 71% of the total portfolio. Adjusted for exchange-rate effects, the portfolio in the region expanded by 4%. The Europe, Africa & Asia/Pacific region also developed positively in 2006. Contract volume of $43.4 billion was 3% higher than the prior year's level.
In Germany, DaimlerChrysler Bank further improved its market position: contract volume at the biggest European national company rose by 5% to $21.1 billion. DaimlerChrysler Bank welcomed its one-millionth customer in May 2006.
DaimlerChrysler Financial Services expanded its financing activities for commercial vehicles in Japan by establishing the new Fuso Financial business unit. Since September 2006, Fuso Financial is in charge of Mitsubishi Fuso's entire dealer network in Japan.
Van, Bus, Other
Within the framework of the new management model, DaimlerChrysler decided that the vans and buses activities, which until 2005 were part of the Commercial Vehicles division, would be directly managed as separate units. In addition, the Corporate Research department and the development departments of the Mercedes Car Group were merged; as a result, they are now directly allocated to the Mercedes Car Group.
The Van, Bus, Other segment recorded an operating profit of $1,205 million in 2006 (2005: $1,440 million). Operating profit in 2006 includes charges of $519 million for the implementation of the new management model. These charges were mainly incurred for workforce reductions in the DaimlerChrysler Group's administrative areas. Exceptional income was achieved in 2006 from the sale of real estate not required for operating purposes $176 million) and the consummation of the sale of the off-highway business ($327 million). Operating profit for 2005 included a positive contribution from the off-highway business of ($190 million). The Van and Bus operating units again achieved positive results. The impact of special items on the earnings of both years is shown in the table on page 16.
Unit sales at the Vans unit totaled 256,900 vehicles worldwide in the year under review (2005: 267,200). This slight decrease in sales was due to the Sprinter model changeover and associated production bottlenecks at the Dusseldorf plant. DaimlerChrysler Buses comprises the bus operations of the Mercedes-Benz, Setra and Orion brands. The unit sold 36,200 buses and chassis worldwide in 2006 (2005: 36,200). The Buses unit thus repeated the high level of unit sales it achieved in the prior year and maintained its position as the global market leader.
EADS contributed $856 million to the segment's operating profit, which was below the prior-year result of $999 million. The reduction is primarily related to delays with the delivery of the Airbus A380. EADS will publish its results for the 2006 financial year on March 9, 2007.
Outlook
On the basis of the divisions' planning, DaimlerChrysler expects the Group's total unit sales to increase slightly in the year 2007. DaimlerChrysler assumes that total revenues in 2007 will be at least in the magnitude of the prior year.
Based on the divisions' projections, DaimlerChrysler should achieve a significant increase in profitability in the planning period of 2007 through 2009.
A fundamental condition for the targeted increase in earnings is a generally stable economic and political situation, as well as the moderate rise in the worldwide demand for passenger cars and commercial vehicles expected for the years 2007 through 2009. Opportunities and risks may arise from the development of currency exchange rates and raw-material prices.
In the year 2007, DaimlerChrysler will change over its accounting and financial reporting to the International Financial Reporting Standards (IFRS). The present main performance measure, operating profit according to US GAAP, will then be replaced with EBIT (earnings before interest and taxes). The earnings outlook will be put into more detail with the publication of the interim report on the first quarter of 2007.
In both 2006 and 2005, the development of earnings was affected by special items, which are shown in detail in the following table:
Amounts in millions of $ 2006 2005
Mercedes Car Group
Expenses relating to the
discontinuation of the smart
forfour and the realignment
of the smart business model -1,248 -1,466
Expenses relating to staff
reductions in the context of CORE -377 -752
Income due to the adjustment
of a provision for early
retirement obligations 120 -
Income due to the release of a
provision after a favorable verdict
in a case concerning the infringement
of EU competition law - 79
Chrysler Group
Gain on the sale of the Arizona
Proving Grounds vehicle testing facility - 317
Expenses relating to financial
support for supplier Collins & Aikman -87 -131
Contractual penalties and asset
impairment charges in connection
with the reduction of purchasing
volumes for the Chrysler Crossfire - -141
Lower depreciation expense for
production equipment - 139
Amounts in millions of $ 2006 2005
Truck Group
Income from the settlement with
Mitsubishi Motors Corporation (MMC)
concerning expenses for quality
actions at Mitsubishi Fuso Bus
and Truck Corporation (MFTBC) - 364
Impairment charges associated with
the sale of American LaFrance - -115
Income due to the adjustment of a
provision for early retirement obligations 73 -
Gain on the disposal of the
off-highway business 17 -
Van, Bus, Other
Expenses associated with the
new management model -519 -
Gain on the disposal of the
off-highway business 327(1) -
Income from the sale of real estate
no longer required for operating purposes 176 -
Income due to the adjustment of a
provision for early retirement obligations 26 -
(1) Including ongoing result of euro 35 million
The figures in this document are preliminary and have neither been approved yet by the Supervisory Board nor audited by the external auditor.
For the reader's convenience, the financial information has been translated from euros into U.S. dollars at an assumed rate of euro 1 = $1.3197 (noon buying rate on December 29, 2006). The convenience translation does not mean that the euro amounts actually represent the corresponding dollar amount stated or could be converted into dollars at the assumed rate.
This document contains forward-looking statements that reflect our current views about future events. The words "anticipate," "assume," "believe," "estimate," "expect," "intend," "may," "plan," "project", "should" and similar expressions are used to identify forward looking statements. These statements are subject to many risks and uncertainties, including an economic downturn or slow economic growth, especially in Europe or North America; changes in currency exchange rates and interest rates; the introduction of competing products and possible lack of acceptance of our products or services; competitive pressures which may limit our ability to reduce sales incentives and raise prices; price increases in fuel, raw materials, and precious metals; disruption of production or delivery of new vehicles due to shortages of materials, labor strikes, or supplier insolvencies; the ability of the Chrysler Group to reduce costs, especially in light of restructuring activities underway at some of our major competitors in the NAFTA region, and to respond to shifts in market demand towards smaller, more fuel-efficient vehicles; effective implementation of cost-reduction and efficiency- optimization programs, including our new management model; the business outlook of our equity investee EADS, including the financial impact of delays in and potentially lower volume of future aircraft deliveries; changes in laws, regulations and government policies, particularly those relating to vehicle emissions, fuel economy and safety, the resolution of pending governmental investigations and the outcome of pending or threatened future legal proceedings; a decline in resale prices of used vehicles; and other risks and uncertainties, some of which we describe in the current Annual Report under the heading "Risk Report". If any of these risks and uncertainties materialize, or if the assumptions underlying any of our forward looking statements prove incorrect, then our actual results may be materially different from those we express or imply by such statements. We do not intend or assume any obligation to update these forward looking statements. Any forward looking statement speaks only as of the date on which it is made.
Further information about DaimlerChrysler is available on the Internet at: www.media.daimlerchrysler.com
DaimlerChrysler - Figures for 2006 (in US-$)
"All values, including the 2005 figures, are converted from euro figures with
the exchange rate of 1 euro = US-$ 1.3197 (based on the noon buying rate on
December 29, 2006)."
DaimlerChrysler Group 2006 2005
Revenues, in millions of US-$ 200,052 197,659
Operating profit, in millions of US-$ 7,281 6,843
Net income, in millions of US-$ 4,259 3,756
Earnings Per Share (EPS), in US-$ 4.17 3.70
Dividend proposed, in euro euro 1.50 euro 1.50
Employees (at year-end) 360,385 382,724
Operating profit (loss) by divisions 2006 2005
in millions US-$ US-$
Mercedes Car Group 3,187 (666)
Chrysler Group (1,475) 2,024
Truck Group 2,666 2,119
Financial Services 2,262 1,937
Van, Bus, Other 1,205 1,440
Revenues by divisions 2006 2005
in millions US-$ US-$
Mercedes Car Group 72,028 66,005
Chrysler Group 62,179 66,141
Truck Group 42,215 40,077
Financial Services 22,638 20,375
Van, Bus, Other 17,735 19,578
Unit sales by divisions and operating units 2006 2005
DaimlerChrysler Group(1) 4,700,400 4,829,200
Mercedes Car Group 1,251,800 1,216,800
Chrysler Group 2,654,700 2,813,000
Truck Group 537,000 529,500
Vans 256,900 267,200
Buses 36,200 36,200
(1) Due to eliminations (Sprinter vans sold under the Freightliner and
Dodge brand), the sum of the divisions does not add up to the Group
total. Mitsubishi L200 pickup and Mitsubishi Pajero vehicles
manufactured in South Africa are included only at Group level.
These figures are preliminary and have neither been approved yet by the
Supervisory Board nor audited by the external auditor.
DaimlerChrysler - Figures for the 4th Quarter 2006 (in US-$)
"All values, including the 2005 figures, are converted from euro figures with
the exchange rate of 1 euro = US-$ 1.3197 (based on the noon buying rate on
December 29, 2006)."
DaimlerChrysler-Group Q4/2006 Q4/2005
Revenues, in millions of US-$ 53,667 54,707
Operating profit, in millions of US-$ 2,477 1,383
Net income (Loss), in millions of US-$ 761 1,275
Earnings Per Share (EPS), in US-$ 0.74 1.25
Employees (at year-end) 360,385 382,724
Operating Profit (Loss) by divisions Q4/2006 Q4/2005
in millions US-$ US-$
Mercedes Car Group 1,709 1
Chrysler Group (164) 565
Truck Group 643 190
Financial Services 527 458
Van, Bus, Other 21 265
Revenues by divisions Q4/2006 Q4/2005
in millions US-$ US-$
Mercedes Car Group 20,302 19,322
Chrysler Group 16,591 17,768
Truck Group 10,601 10,154
Financial Services 5,894 5,473
Van, Bus, Other 4,853 6,069
Unit sales by divisions and operating units Q4/2006 Q4/2005
DaimlerChrysler Group(1) 1,246,000 1,227,900
Mercedes Car Group 337,400 350,900
Chrysler Group 693,200 670,700
Truck Group 137,100 127,000
Vans 72,800 79,100
Buses 9,400 10,100
(1) Due to eliminations (Sprinter vans sold under the Freightliner and
Dodge brand), the sum of the divisions does not add up to the Group
total. Mitsubishi L200 pickup and Mitsubishi Pajero vehicles
manufactured in South Africa are included only at Group level.
These figures are preliminary and have neither been approved yet by the
Supervisory Board nor audited by the external auditor.
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