DaimlerChrysler Creates New Management Model

Transcription

1 Contact Han Tjan DaimlerChrysler Creates New Management Model Press Information Date January 24, 2006 Integration leads to organization that is faster, more flexible, leaner and more efficient Together with other ongoing efficiency programs, G&A costs are expected to be reduced by1.5 billion per year, G&A staff reduced by up to 20 percent over three years Supervisory Board agrees to realignment of functions within the Board of Management Teleconference to explain initiative will begin at 2:30 pm CET (8:30 am EST) Stuttgart DaimlerChrysler today introduced a new management model designed to enhance competitiveness and promote further profitable growth. The new model will further integrate the company s functions, focus the operations within DaimlerChrysler on core processes, and encourage internal collaboration. Moreover, it will reduce redundancies and remove management layers. Our objective in taking these actions is to create a lean, agile structure, with streamlined and stable processes that will unleash DaimlerChrysler s full potential, said Dieter Zetsche, Chairman of the Board of Management (BoM) of DaimlerChrysler AG. We re going to build on a strong product portfolio. In 2005 alone, DaimlerChrysler launched 17 new products, giving it one of the youngest product lines in the automotive industry. The company plans to continue its aggressive level of investment.

2 Over the last several years, we focused on our automotive business and started to streamline the core processes in our divisions, said Zetsche. But to safeguard our future in this competitive global industry, we need to apply that same equation across all general and administrative (G&A) functions with the added dimension of adapting to the needs of our business. Page 2 The preliminary work for this new model began in mid-2005 with a high-level internal team. The program focuses on the company organization and the processes that are used throughout the DaimlerChrysler enterprise. Among structural changes is a consolidation and integration of G&A functions, such as Finance and Controlling, Human Resources and Strategy. These areas will be centralized to report to the respective head of that function throughout the entire company. Redundancies between staff functions at the corporate and operating levels will be eliminated, thereby reducing the complexity of the organization. A more integrated G&A organization will result in more consistent processes, and reporting and decision-making will become shorter, faster and more efficient. We want our divisions to concentrate on the automotive core processes - development, production and sales, added Zetsche. The consolidation of corporate functions will occur throughout the company. The earlier decision for Dieter Zetsche to serve a dual role as Chairman of the Board of Management and concurrently as Head of the Mercedes Car Group, will now be reflected in the organizational structure as well. BoM members Bodo Uebber and Rudiger Grube will also continue to have dual roles: Uebber for Finance and Controlling,

3 as well as DaimlerChrysler Financial Services; Grube for Corporate Development (including Information Technology) and DaimlerChrysler s participation in EADS (European Aeronautic Defense and Space company). That will effectively reduce the number of BoM members to nine (from 12 about one year ago). Page 3 The address on the corporate letterhead will also change. The German BoM members currently based in Stuttgart-Moehringen will relocate in May 2006, along with their staffs, to Stuttgart-Untertuerkheim, and therefore closer to production. This means the DaimlerChrysler headquarters function will be located in Stuttgart-Untertuerkheim and Auburn Hills, Michigan. Several support functions and non-g&a functions will stay in Stuttgart-Moehringen. On the basis of the new structure, the company will standardize the most important processes within and across divisions, according to best-practice criteria. Cooperation between the Mercedes Car Group and the Chrysler Group will become markedly closer, according to Zetsche, but a clear priority within this effort will continue to further strengthen brand identity. You can expect to see more examples of collaboration especially when we can transfer knowledge between the groups, much as Chrysler Group tapped the rear-wheel-drive expertise of Mercedes-Benz in the development of the Chrysler 300C. Beyond that, added Zetsche, you will also see more examples of clearly defined project houses where engineers from different divisions work together for the benefit of the whole company. A current example is the joint project to develop hybrids, where Mercedes-Benz and Chrysler engineers are working side-by-side (with General Motors and BMW specialists). This joint team is creating a new two-mode hy-

4 brid system that will power future vehicles from the brands of both divisions. A second example is the collaboration on the world s cleanest diesel technology called BlueTec, between Commercial Vehicles, Mercedes Car Group, and Chrysler Group. Page 4 Several other organizational changes will also be made. Corporatewide Research and Technology will be merged with product development of Mercedes Car Group under BoM member Thomas Weber. The new organization Group Research & MCG Development -- will continue as the research center of competence for the entire company. Within this realignment, the new function will take on more responsibility for advanced engineering activities of all automotive divisions. This action is expected to reduce the time-to-market of future technologies, keep research focused on customer-relevant innovations, and eliminate redundancies. The Commercial Vehicles Division, headed by BoM member Andreas Renschler, will also undergo changes. It will focus on commercial trucks as its core business and operate under the name Truck Group, while the Bus and Van business will be reported elsewhere. The following operations will continue in Truck Group: Trucks Europe/Latin America (Mercedes-Benz), Trucks NAFTA (Freightliner, Sterling, Thomas Built Buses), Mitsubishi Fuso Bus and Truck Corporation, and Truck Product Creation. The new structure will create further synergies between the regional truck units and brands, and allow the Truck Group to accelerate its profit potential initiative called Global Excellence. Meanwhile, the financial and operating results of Bus and Van operations will be reported in a new segment called Van, Bus, Others. The direct management of the Bus and Van businesses will permit a

5 stronger orientation toward the unique needs of customers and markets in these product segments. Due to the commonality of powertrain and components, the Bus business will report to the head of the Truck Group; the Van business to the head of the Mercedes Car Group. Page 5 In total, the new management model will reduce the cost of administrative functions at DaimlerChrysler, in an effort to reach benchmark levels. Together with other ongoing efficiency programs (such as MCG s CORE program), G&A costs are expected to be reduced by 1.5 billion per year. The net effect of today s announcement will be 1 billion per year. Preparation to implement this comprehensive program will start immediately, and take three years to fully implement. It is expected to require an overall expenditure of about 2 billion from 2006 to the end of Due to the elimination of redundancies, consolidation of staffs and optimization of processes, headcount will be reduced by about 6000 employees over the three-year span. This represents roughly 20 percent of general and administrative staff (30 percent at management levels). These reductions will take place in G&A functions around the world. At a meeting today, the DaimlerChrysler Supervisory Board agreed to the realignment of functions in the Board of Management, which will be implemented by March 1st, The specific measures required to put the new actions into place are expected to be presented to the Supervisory Board for approval by the end of April.

6 This document 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 forwardlooking statements. Such statements are subject 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 successful implementation of the CORE program by the Mercedes Car Group and the new business model for smart; 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 uncertainties occur (some of which are described under the heading "Risk Report" in DaimlerChrysler's most recent Annual Report and under the heading "Risk Factors" in DaimlerChrysler s most recent 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 materially 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. Page 6 Further information from DaimlerChrysler is available on the internet at:

7 ... Page 7 TELECONFERENCE... Tuesday, January 24 th, 2006 TODAY Tuesday, January 24 th, 2006 Global Conference Call (live) on DaimlerChrysler s New Management Model 02:30 04:00 p.m. CET / 08:30 10:00 a.m. EST On January 24 th, 2006, Dr. Dieter Zetsche, Chairman of the Board of Management of DaimlerChrysler and Head of Mercedes Car Group will explain DaimlerChrysler s New Management Model. Dr. Zetsche and Bodo Uebber, Member of the Board of Management responsible for Finance & Controlling/ Financial Services will then be available for questions. We would like to invite you to participate in this global conference call for analysts, investors and the media. For your convenience a live audio web-cast will be made available to you. 02:30 04:00 p.m. CET Investor Relations & Corporate Communications Conference Call 08:30 10:00 a.m. EST International, UIFN *) Phone: For USA Phone: For any participants, who can not access the free call numbers above: For UK Phone: +44 (0) For Germany Phone: +49 (0) :30 04:00 p.m. CET / Audio Webcast of this Global Conference Call 08:30 10:00 a.m. EST Lines will be open 15 minutes in advance, please dial in early. Please avoid using cell phones as this can affect the quality of the overall conference acoustics. If you need any assistance, please dial: +44 (0) If you would like to ask a question during the Question and Answer session, please press 1, if you would like to withdraw your question, please press # on your telephone.

8 Replay of the Global Conference Call January 24 th, 2006 from 05:30 p.m. CET / 11:30 a.m. EST for 5 days For German participants Phone: +49 (0) German Toll Free: Phone: For US participants: Phone: US Toll Free: Phone: For international participants: Phone: +44 (0) Pin code: Page 8 If you have any problems or if you need assistance, in Germany please dial: , or alternatively for any other country dial: +44 (0) If you have any questions, please contact Katja Wolf (phone: ). *) Please note the attached file regarding the Universal International Free Phone Numbers. Attachment UIFN - Universal International Freephone Numbers: Currently Universal Freephone is available from the countries via the International carriers listed below. In some cases where more than one carrier operates internationally from a country, each carrier has its own International Access Code. Where this applies, the appropriate carrier is named in brackets after the code in the International Access Code column below. To correctly dial a Universal Freephone number, place the relevant International Access Code in front of the 800. Do not place a country code in front of the number! For example, to call the Universal Freephone number from England dial To call the same number from Australia, dial Please note that each number is only accessible through the relevant carrier listed below. If the caller s telephone network does not route through the carriers listed, then connection to conference call will not be achievable via UIFN. In this circumstance connection must be made through the regular international toll number: +44 (0) or +49 (0) , which is also stated on the invitation.

9 Country International Access Code (+) International Carrier Australia 0011 Telstra, Optus Belgium 00 Belgacom Canada 011 Teleglobe Canada Denmark 00 TeleDanmark Finland 00 Sonera Finland France 00 France Telecom Germany 00 Deutsche Telekom Hong Kong 001 Hong Kong Telecom Japan 001 (KDD); 0041 (ITJ); 0061 (IDC) KDD, ITJ, IDC Netherlands 00 KPN Netherlands Norway 00 Telnor Singapore 001 Singapore Telecom Spain 00 Telefonica Sweden 00 Telia UK 00 British Telecom, Cable & Wireless Page 9