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Daimler-Benz Annual Report 1992

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Daimler-Benz Annual Report 1992 Supervisory Board HERMANN J. ABS DIPL.-ING. RICHARD BOLLMANN *) DR. RER. POL. WOLFGANG ROLLER Frankfurt am Main Mannheim Frankfurt am Main Honorary Chairman, Senior Manager , Deputy Chairman Speaker for the Deutsche Bank AG of the Senior Managers' Committee, Board of Management, Dresdner Bank AG Honorary Chairman Mercedes-Benz AG PROF. DR.-lNG. E.H. SIEGFRIED SAUTER *) HILMAR KOPPER WERNER BREITSCHWERDT Frankfurt am Main Frankfurt am Main Stuttgart Deputy Chairman of the Corporate Member of the Board of Labor Council, Daimler-Benz AG Management, DR. RER. POL. HORST I. BURGARD Chairman of the Joint Labor Council, Deutsche Bank AG Frankfurt am Main AEG Aktiengesellschaft Chairman Member of the Board of Management, DR. JUR. ROLAND SCHELLING KARL FEUERSTEIN *) Deutsche Bank AG Stuttgart Mannheim Attorney at Law Chairman of the Corporate Labor HELMUT FUNK *) Council, Daimler-Benz AG Stuttgart PETER SCHONFELDER *) Chairman of the Joint Labor Council, Chairman of the Labor Council, Augsburg Mercedes-Benz AG Untertlirkheim Plant and Main Member of the Labor Council, Deputy Chairman Office, Deutsche Aerospace AG Mercedes-Benz AG PROF. DR. JUR. JOHANNES SEMLER PROF. DR. RER. NAT. GERD BINNIG Munich ERICH KLEMM *) Kronberg/Taunus Head of IBM Physics Group Calw Member of the Board of Member of the Labor Council, Management, Sindelfingen Plant, Mercedes Aktiengesellschaft Mercedes-Benz AG Holding MARTIN KOHLHAUSSEN FRANZ STEINKUHLER *) Frankfurt am Main Frankfurt am Main Speaker for the First Chairman, Board of Management, Metal-Workers' Union Commerzbank AG HERMANN-JOSEF STRENGER RUDOLF KUDA *) Leverkusen Frankfurt am Main Chairman of the Departmental Manager within the Board of Management, Board of Management, Bayer AG Metal-Workers' Union BERNHARD WURL *) HUGO LOTZE *) Mainz Reinhardshagen Departmental Manager within the Chairman of the Labor Council, Board of Management, Kassel Plant, Mercedes-Benz AG Metal-Workers' Union DIPL.-ING. HANS-GEORG POHL Hamburg Deutsche Shell AG *) Elected by the employees. Board of Management EDZARD REUTER DR. RER. POL. GERHARD LIENER Stuttgart Stuttgart Finance and Materials Chairman JURGEN E. SCHREMPP PROF. DR.-ING. E.H. DR. H.C. Munich WERNER NIEFER Deutsche Aerospace (DASA) Stuttgart Mercedes-Benz ERNST G. STOCKL Deputy Chairman Frankfurt am Main AEG DR. JUR. MANFRED GENTZ Berlin/Stuttgart HELMUT WERNER Daimler-Benz InterServices Stuttgart (debis) Mercedes-Benz DR. JUR. HANS-WOLFGANG PROF. DR.-ING. HARTMUT WEULE HIRSCHBRUNN Stuttgart Stuttgart Research and Technology Personnel The Corporate Principles of Daimler-Benz Our work at Daimler-Benz Our customers are the focus serves people and their en­ of our efforts. We must strive vironment. We aim to offer the not just to meet their expecta­ world's most advanced products, tions, but to exceed them. Co­ systems and services. operation and the open exchange This requires a continual com­ of know-how throughout all areas mittment to technical, business, of our companies are central to and social innovation as well as meeting this goal. a corporate culture characterized Just as we are accountable not by complacency, but by to our customers, we are equally creative unrest. responsible to the companies' In a world increasingly com­ owners as well as to the public. plex, with promising opportunities This means we must be willing to - but also risks - even minor provide feedback to others and to events can take on consequences assess ourselves openly and hon­ of major proportions. Therefore, estly. we must carefully weigh our every action. We aim to learn better and We owe it to future genera­ faster than our competitors. tions to use our natural resources To achieve this, we need not prudently and sparingly. This sense only flexible organizational struc­ of responsibility must be reflected tures but also employees who in all our thoughts and activities think entrepreneurial^. throughout the Group. Key to our success are em­ ployees with a sense of respon­ sibility, independence, creativity, drive, teamwork, and openness to new ideas. We therefore promote every employee's personal devel­ opment to the best of our abilities. Daimler-Benz does business Furthermore, we are active in in all corners of the globe. certain specialized areas, such as We are convinced of the advan­ applied microelectronics, domestic tages to everyone of open trade appliances, selected financial ser­ borders throughout the world. vices, and countertrading, where Therefore, we view competition as we aim to be highly competitive. a welcome proving ground. The To a great extent, these activities measure of our success is the re­ interlink our core business areas. cognition our work receives, and Each of our business areas economic success is an undenia­ falls under the responsibility of one ble part of this recognition. of our four corporate units. Thus, Inherent to our philosophy is Mercedes-Benz, AEG, DASA, and respect for other cultures. As an Daimler-Benz InterServices (debis) international company, we reject work together under the umbrella all forms of discrimination. This of Daimler-Benz, the managing principle applies, moreover, to the holding company of our group. filling of management positions, where we will extend equal oppor­ Our cooperation tunities to every employee regard­ aims to: less of nationality. Combine know-how and experience to create new Daimler-Benz is an integrated dimensions - Responsibly technology group. This means promoting progress for that our various business areas are everyone linked by cross cutting technolo­ gies and system structures. We We are proud to continue a place a special emphasis on our distinguished tradition guided know-how and experience in traffic by these principles. management systems and trans­ portation technologies. Our core businesses include vehicles for passenger and freight transportation, rail systems, aero­ space, propulsion systems, de­ fense systems, automation, power transmission and distribution, and information-technology services. In these areas, Daimler-Benz strives to be a world leader. Executive Management and Daimler-Benz Group Representatives Executive Management and Daimler-Benz Group Daimler-Benz Group Representatives Representatives Berlin DR. JUR. BOY-JURGEN ANDRESEN PETER-HANS KEILBACH Personnel and Social Policy Englerallee 40 D-1000 Berlin 33 HANSJORG BAUMGART Daimler-Benz Art Possessions Bonn MARTIN BERGER ALFONS PAWELCZYK Annual Accounts and Disclosure Friedrich-Ebert-Allee 26 D-5300 Bonn 1 DR. RER. POL. ROLF A. HANSSEN *) Corporate Planning and Controlling Brussels DR. IUR. HANNS R. GLATZ MATTHIAS KLEINERT *) 133, Rue Froissart - Bte 29 Public Relations and Economic B-l 040 Brussels Policy Hong Kong DR.-ING. MICHAEL KRAMER (until December 31, 1992) Research 1 KLAUS B. BEHRENDT DR. RER. NAT. VOLKER LEHMANN 6th Floor Ruttonjee House Research 2 11 Duddell Street, Central Hong Kong WERNER POLLMANN Technology, Environmental Officer Tokyo Daimler-Benz RAINER JAHN SVAX TT Building JORG SEIZER 3-11-15 Toranomon Subsidiaries and Affiliated Minato-ku, Tokyo 105 Companies Japan KONRAD STRAUB Washington D.C. Corporate Auditing RICHARD H. IMUS DR. OEC. PUBL. PAUL WICK *) Suite 800, 1350 I Street, N. W. Finance and Taxes Washington D. C. 20005 U.S.A. DR. IUR. SOLMS WITTIG *) Staff Lawyer GERD WORIESCHECK Personnel Development for Senior Executives *) With general power of procurement. To the Stockholders and Friends of our Company for the international business cycle 1993 will also bring far more to recover from its slump and once trials and tribulations than we could again spur export opportunities. As have foreseen at the start of 1992. a result, we find that almost all our For the way things stand now, an West European trade partners are upturn in the economy will not come also suffering from this economic about as quickly as had been hoped. downturn. Moreover, public con­ We can expect exports to pick up in tracts and orders have dropped off the second half of the year at the sharply, while politicians respon­ earliest, but even then it will be too sible seem unsure about which basic soon to hope for an increase in do­ future sourcing policies to pursue. mestic demand. In addition, recon­ Finally, the turmoil the European struction of the new Eastern German Monetary System is undergoing has states is making demands on all of Up until the middle of the 1992 dramatically worsened the situation us that are greatly above and beyond financial year, we were firmly con­ of the German economy. that which has already been pro­ vinced that our corporate approach The key fields of activity of your vided. On the whole, it looks as if would again lead to strong growth in company have not been spared by much of what German business and our operating results. But things these upheavals. In particular, the industry could just manage to mas­ have turned out much differently demand for passenger cars and com­ ter in the past few years now simply than anyone could have expected. mercial vehicles has plunged, hurt­ overstrains its capacities. What happened, and why? ing us seriously. In every respect, therefore, 1993 A number of unforeseeable With the inclusion of Deutsche will not be easy. But even given to­ events occurred in 1992; a constella­ Aerospace Airbus, now consolidated day's much more difficult scenario, tion of circumstances that affected for the first time, Group turnover we still have reason to be confident. not only us, but nearly all of German was projected for more than DM We have made excellent progress to­ industry. 105,000,000,000. As it was, we just wards reaching our strategic goals of One of the major incidents here missed reaching the magic number internationalization, of honing our has been the drastic decline, since of DM 100 billion. It was expected competitive edge on the European mid-1992, in domestic demand in that consolidated net income of the home market, of refurbishing and the Federal Republic of Germany. At Group, as well as operating results, supplementing our product ranges. the same time, we are still waiting would rise strongly, but instead they Then there are the many measures - fell by 25%.
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