Business Unit                               Products                                                 Customers and Markets...
1999 Highlights

q Completed the replacement of the entire auto-
  motive product line as part of a $1.7 billion
A powerful performance...

              Cummins Engine Company, Inc.
              is a leading worldwide designer

     Cummins Engine Company, Inc.

     $ Millions, except per share amounts            1999       1998

Our revenue and profit diversifi-
Information technology, which is
                                        revolutionizing business, is enabling
The Policy Committee leads the focus
    on performance.

    Members of the Committee:
    (from left to right) Christine...
The Cummins management team
Today’s global business environment                                            invites you to ...
Gulf Freight Services, based in Australia, depends on Cummins
automotive and industrial engines to move mountains.
Performance required. Road optional.
Cummins continues to expand
Engine Business                                                                               ...
In addition to sales growth,
 reduced levels of expense on sell-
 ing, research and engineering,
 and manufacturing costs ...
Nedalo, an ESCO (Energy Supply Company), specializes in greenhouse systems
              and uses Cummins Power Generation...
Power Generation growth in profits...
Power Generation

1999 Sales $1.3 Billion

Left: Strong performance
 by employees at our
 Fridley, Minnesota facility
 has led to a turnaround
 in North America.
Our Filtration business

              Cummins’ commitment to joint ventures, such as Tata Cummins,
   provides the acc...
improves equipment performance…
Filtration Business
 and Other                                          At 11.5 percent of sales, earnings
To reduce emissions, we continue
 to aggressively invest in advanced     Our global capability gives cus-
 aftertreatment ...
Management’s Discussion and Analysis
of Results of Operations and Financial Condition

Overview                         ...
International distributor sales included in this
were 3 percent higher than in 1998 and 30 per-
according to the provisions of SFAS No. 121,
The Company’s gross margin percentage was
21.4 percent in 1999, and 21.4 perc...
Provision for Income Taxes:                          preventive approach to Year 2000 issues.
The Company’s income tax pro...
During 1999, net cash provided from operating       Market Risk:
activities was $307 million, reflecting the          The C...
Therefore, actual outcomes and results may
B. Interest Rates
                                                     differ m...
Cummins Engine Company, Inc.
Consolidated Statement of Earnings

Millions, except per share amounts                      ...
Cummins Engine Company, Inc.
Consolidated Statement of Financial Position

Millions, except per share amounts            ...
Cummins Engine Company, Inc.
Consolidated Statement of Cash Flows

Millions                                              ...
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
cummins  1999 ar
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  1. 1. Business Unit Products Customers and Markets Engine Business q Medium-duty engines q Two broad classes of customers: Original Largest supplier of diesel ISB and ISC for light commercial automotive, equipment manufacturers (OEMs) who install engines for the North American truck, transit bus, RVs, and specialty vehicles. Cummins engines in their vehicles and heavy-duty truck market and Automotive applications are available in equipment, and end-use customers who use leading global supplier of diesel diesel and alternate-fueled versions from the Cummins-powered equipment in their and natural gas engines for 175 horsepower to 350 horsepower. business endeavors. heavy-duty trucks, medium-duty trucks, buses, and recreational B3.3, B3.9, B5.9, QSB, QSC for agriculture, vehicles (RVs). Exclusive supplier construction and marine applications from of diesel engines for the Dodge 55 to 340 horsepower. Ram pickup truck. q Heavy-duty engines A leading global supplier ISL, ISM, N14, ISX and Signature Series of engines for the agriculture, for trucking applications from 280 to 650 construction, government, horsepower. mining, rail and marine markets. QSM, M11, N14 and QSX15 engines for construction, mining, marine, and agriculture applications from 225 to 600 horsepower. q High-horsepower engines QSK19, V903, QST30, K38/50, QSK45 and QSK60 for marine, rail, mining and government applications from 295 to 2,700 horsepower. Power Generation q Power Systems q Public- and investor-owned utilities; telecom- Global supplier of diesel and Diesel and natural gas-powered generator sets; munications providers; self-generating natural gas-powered generator digital control systems; paralleling switchgear. manufacturers; any business or public facility sets and generator set components with a need for self-generated or standby power. from 5kW to multi-megawatt q Mobile Systems installations. North American market q RV, specialty vehicle and marine Onan gasoline, liquified propane, and diesel- leader in auxiliary generator sets fueled auxiliary generator sets from 3kW to pleasurecraft OEMs. for recreational vehicles (RVs) and 12.5kW and associated controls. q Alternators for industrial, marine, commercial, recreational marine applications. q Alternators construction, telecommunications, mining and Newage synchronous AC alternators and other standby or continuous power applications. associated control systems. Filtration and Other Global leader of advanced integrated q Heavy-Duty Systems q OEMs, distributors, dealers and end users of filtration systems for heavy-duty Air intake filtration, emission and noise heavy-duty on- and off-highway diesel-powered equipment, both on- and off-highway. reduction, engine filtration and mobile hydraulic equipment. Leading North American supplier filtration systems. q OEMs of small engine systems for recreational, of filtration and silencing systems for q Small Engine Systems and lawn and garden equipment, both gasoline- gas turbine, industrial, small engine Air intake filtration and exhaust systems. and diesel-powered. and passenger car applications. q Other Systems q OEMs of gas turbine generators, industrial “Other”includes Holset turbochargers Air intake and silencing systems for gas turbine machinery, passenger cars and industrial and company-owned distributorships. applications, in-tank filtration for passenger cars hydraulic equipment including distribution. and hydraulic filtration for industrial applications. q Turbochargers for Cummins, Cummins joint q All integrated systems sold under the ventures and selected OEM customers. Fleetguard and Nelson brand names. q Cummins ownership of 16 distributorships links q Turbochargers us closely to our end-use customers in strategic Holset variable geometry, variable wastegate, locations worldwide. power turbine, high pressure ratio and multi- stage solutions.
  2. 2. 1999 Highlights q Completed the replacement of the entire auto- motive product line as part of a $1.7 billion investment from 1994 –1999, which included the ISB, ISC, ISL, ISM, ISX and Signature 600 engines. q Introduced the QSM full authority electronic engine for marine markets. q Introduced the QSK60 engine with up to 2,700 horsepower for powering mine haul trucks up to 300 tons and 90 cubic yard front-end loaders. q Supplied a record number of ISB engines for the Dodge Ram pickup, powering over 100,000 trucks. q Supplied 800 natural gas-powered engines for Beijing city buses. q Expanded the QuickServe program to provide superior parts and service support to customers in all market segments. q Profitability growth in excess of 100 percent due to restructuring steps taken during 1998. q Introduced new generator set rental program in North America. q Introduced new 2,000 kW generator set. q Opened new national RV service center concept facility in North America. q Unveiled natural gas-powered 81 and 91 liter engines to tap a market for clean, cost-effective heat and power systems. q Launched global original equipment sales program, which led to increased market penetration in heavy-duty systems. q Expanded small engine business by 27 percent. q Introduced on-line catalogs, and continued to provide support from 12 worldwide customer service centers, capable of speaking 16 languages. q Offered new million-mile exhaust system and coolant packages extending performance for the long term.
  3. 3. A powerful performance... Cummins Engine Company, Inc. is a leading worldwide designer and manufacturer of diesel engines from 55 to 2,700 horsepower and the world’s largest producer of diesel engines above 200 horsepower. The company provides products and services for customers in markets worldwide for engines, power generation and filtration, including engine components, natural gas engines, filtration systems and information products and services. In 1999, Cummins reported sales of $6.6 billion and employed 28,500 people.
  4. 4. Highlights Cummins Engine Company, Inc. $ Millions, except per share amounts 1999 1998 Net sales $ 6,639 $ 6,266 Gross profit 1,418 1,249 Selling and administrative expenses 781 787 Research and engineering expenses 245 255 Other expense (income), net 8 (13) Earnings before interest and taxes: Before unusual charges 356 282 As reported 296 65 Net earnings (loss) 160 (21) Basic earnings (loss) per share 4.16 (0.55) Diluted earnings (loss) per share 4.13 (0.55) Dividends per share 1.125 1.10 Contents 2 Letter to the Shareholders 6 Engine Business 10 Power Generation Business 14 Filtration Business and Other 18 Management’s Discussion and Analysis 24 Statement of Earnings 25 Statement of Financial Position 26 Statement of Cash Flows 27 Statement of Shareholders’ Investment 28 Notes to Consolidated Financial Statements 40 Responsibility for Financial Statements 40 Report of Independent Public Accountants 41 Five-Year Supplemental Data 42 Board of Directors 44 Executives and Officers 45 Shareholder Information 46 Cummins Worldwide Locations
  5. 5. Our revenue and profit diversifi- cation continues to pay off. In 1999, Dear Fellow Shareholders: strength in the North American heavy-duty truck market, record sales to DaimlerChrysler and Our 1998 Annual Report emphasized improved profitability in power VALUE, the fundamental by which generation offset weakness any endeavor is judged.At Cummins in agricultural and mining markets. we recognize that companies On the following pages, leaders delivering superior value to their of our three businesses — Engine, shareholders over time are the Power Generation, and Filtration — ones that deliver superior value to describe results and the outlook their customers. To increase the Sales by Segment for their organizations. 1999 Sales $6.6 Billion value we deliver to shareholders Power Generation Business and customers, we focused on Performance for Our Shareholders 20% PERFORMANCE throughout 1999. Our emphasis on performance enabled us to move toward our Cummins 1999 performance financial goal of earning nine Filtration Engine represents a significant step toward percent before interest and taxes. Business Business and Other 64% achieving our financial goals. 16% Revenue grew by six percent to In 1998, we introduced several $6.6 billion, thereby setting a initiatives which were designed record for the eighth consecutive to improve profitability. These year. Exclusive of a $60 million initiatives included improvement in charge associated with the disso- product cost, operating expense Sales by Geographic Region lution of our joint venture with and cash flow. Our people have Wärtsilä, Cummins Earnings made solid progress towards each 12% Asia /Australia Before Interest and Tax (EBIT) of intiative. We have benefited from 12% Europe/CIS Focused on performance, 7% Canada 6% 61% Mexico/Latin America United States 2% $356 million were a record, and lower production costs as volumes Africa/Middle East net earnings per share were increase for our new engines. We $5.29, a 46 percent increase over have achieved substantial savings in 1998, excluding unusual charges. material costs and we continue to As reported, Cummins’ EBIT work hard to improve product cover- Sales $ Millions was $296 million and net earnings age costs. We have completed a per share were $4.13 in 1999. highly successful program to reduce 7000 the costs of goods and services like As a result of stronger profits office supplies, computers, freight, 6000 and a significant reduction in capital travel and health care, and teams are spending, free cash flow was now cycling through the categories 5000 $84 million, and we reduced our again, seeking further savings. debt-to-capital ratio by three per- 4000 1997 1998 1999 centage points to 46 percent. We The restructuring we announced in also returned value to our share- the third quarter of 1998 was nearly holders in 1999 by increasing our complete by year-end 1999. Late Earnings Before Interest and Tax* $ Millions dividend, and we repurchased in 1999, we concluded the sale of 650,000 shares of Cummins stock. Atlas Crankshaft to ThyssenKrupp Automotive, one of the world’s 300 leading automotive suppliers. As a 200 major supplier of crankshafts and camshafts, the new company, 100 known as TKA Atlas, will continue to be an important supplier to 0 Cummins. 1997 1998 1999 *Excludes unusual charges 2
  6. 6. Information technology, which is revolutionizing business, is enabling Cummins to create a comparative In addition, as we announced in advantage for our customers. December, Cummins and Wärtsilä We are the exclusive supplier of NSD of Finland have agreed to software for the electronic control dissolve the joint venture formed modules on all our engines, and People — the Key to Performance in 1995 to design and develop two we are actively devising more ways As a global company, we understand families of high-speed, high-horse- to offer value over the product that having a diverse, achievement- power engines. Now that engine lifecycle by using the Internet and oriented workforce is the key to development has been completed, continuously improving performance. increasingly sophisticated commu- each company will focus its Our people in plants, offices and nication methods and service tools. sales and distribution network on distributorships around the world We continue to use information the engines that have the greatest are extraordinarily talented and technology to operate more effi- potential for growth in its own dedicated. To enable them to give ciently, improve customer service markets. Cummins will retain their best, we are committed to and accelerate growth in business responsibility for diesel and natural providing a safe working environ- and consumer markets, thereby gas engines produced at our ment, clear performance creating sustainable value for our plant in Daventry, England, and expectations and two-way com- shareholders. Cummins and Wärtsilä will continue munication which enables them to be customers and suppliers of to share ideas. In addition, we are working hard each other. to build on our alliances with OEM customers, moving beyond simple Performance for the Future We continue to be pleased with buy-sell relationships to partner- Around the world, businesses in the growth prospects and profit ships which involve, in many cases, the industries which we supply, opportunities of our other joint product design, manufacturing and including many of our customers, ventures around the world. distribution. One successful are consolidating. In addition, driven by results. Performance for Our Customers many countries are mandating that example is our partnership with Cummins has the most advanced diesel engines meet increasingly Iveco and CNH Global NV (formerly and complete engine product line Case and New Holland) through the stringent emissions requirements, in the industry. In 1999, we com- European Engine Alliance (EEA), and natural gas-fueled engines are pleted the major cycle of product which was formed to design and emerging as an attractive option development which we began in manufacture midrange engines, for more and more customers. 1994 — upgrading or replacing as well as a new generation of As a global, independent engine every engine in our product line and one-litre-per-cylinder diesel engines. manufacturer, Cummins is uniquely adding new engines at both ends Another important alliance partner well equipped to thrive in this new of our horsepower spectrum. Our is Komatsu Ltd., with whom environment. Our comprehensive engines, which range from 55 to we have three joint ventures, the product line, which includes natural 2,700 horsepower, feature advanced scope of which includes the joint gas engines over a wide range electronics, combustion, and manufacture of midrange and high- of horsepower levels, is the most fluid- and air-handling technology. horsepower engines as well as advanced in the industry. Our Our engines, generator sets, turbo- technical collaboration regarding leadership in air-handling systems, chargers and filtration technologies the design and development of fuel systems, electronics and give our customers cost-effective new engines for industrial markets. emissions control makes Cummins performance while contributing a logical supplier and alliance partner to a cleaner environment. As the to companies in many markets industry’s technical leader, we worldwide. will continue to invest substantial resources to meet increasingly tough emissions standards and rising customer expectations. 3
  7. 7. The Policy Committee leads the focus on performance. Members of the Committee: (from left to right) Christine Vujovich, Kiran Patel, Jack Edwards, Jean Blackwell, Tim Solso, Mark Gerstle, Joe Loughrey, Pamela Carter, Frank McDonald, Rick Mills 4
  8. 8. The Cummins management team Today’s global business environment invites you to join us on Tuesday, is fiercely competitive. Tomorrow’s international markets. We also April 4 for our annual shareholders’ will be even more so. We believe expect continuing, intense cost meeting to learn more about that this environment is tailor-made reduction efforts to contribute to today’s performance and tomor- for Cummins’ continued success. higher margins. row’s potential. We are focused on continuing to Cummins enters the new millen- improve our financial performance nium as a balanced, global company in 2000. While there is uncertainty positioned well to weather down- and possible decline in the North turns. We have a diverse, seasoned Tim Solso American heavy-duty truck market, group of managers in place, and we Chairman and we expect to offset any revenue are focusing relentlessly on per- Chief Executive Officer and margin loss with gains from our formance for our customers and Cummins Engine Company, Inc. power generation, filtration, and our shareholders. March 1, 2000 Transition Cummins’ entry into the twenty- the company’s product line. challenges, and he will be remem- first century is marked by some We would not have achieved the bered, along with Irwin Miller and significant transitions, including record results or be positioned Jim Henderson, as a builder of the retirement of three members as well as we are for the future Cummins’ reputation for business of our Board of Directors. without Jim’s leadership and excellence and ethical behavior in the vision. On behalf of the company latter half of the twentieth century. At the end of 1999, Jim Henderson and its customers, I thank Jim retired from Cummins after serving for his contributions and wish him Harold Brown, Counselor at the five years as Chairman and Chief the very best in retirement. Center for Strategic and International Executive Officer, eighteen as Studies, a partner in E.M. Warburg, President and Chief Operating Two other directors will be retiring Pincus & Co., and formerly U.S. Officer and twenty-six as a member from the Board in April. Secretary of Defense, has reached of the Board of Directors. Through- age 72, the mandatory age for out his thirty-five years with the Henry Schacht, Director and Senior retirement from the Cummins company, Jim has been dedicated Advisor of E.M. Warburg, Pincus Board. During his fifteen years as to innovation and involving Cummins & Co., formerly Chairman and CEO a member of the Board, Harold’s people in improvement for our of Lucent Technologies and a profound grasp of science, tech- customers. In the 1970s, Jim led member of the Cummins Board nology and world affairs has been the way in introducing team-based since 1969, has decided not to of inestimable value to Cummins. work systems to U.S. industry. stand for re-election in April. Henry In addition to serving as Chair of the Faced with competition from Japan has been associated with Cummins Board’s Technology Committee, in the 1980s, Jim initiated a for 35 years, serving as President Harold has been Chairman of Total Quality Systems approach, from 1969 to 1977, as CEO from Cummins Science and Technology Customer Led Quality, which 1973 to 1994 and as Chairman of the Advisory Council, a group of emi- achieved substantial gains in both Board from 1977 to early 1995. nent scientists whose expertise quality and productivity. During Throughout his career, Henry has encompasses a wide range of his tenure as Chief Executive, Jim demonstrated foresight, wisdom technical developments. We are brought a renewed focus on share- and courage in the face of tough pleased that we will continue to holder value as he led the most benefit from Harold’s leadership aggressive investment in Cummins of the Council after his retirement history to modernize and expand from the Board. 5
  9. 9. Gulf Freight Services, based in Australia, depends on Cummins automotive and industrial engines to move mountains.
  10. 10. Performance required. Road optional.
  11. 11. Cummins continues to expand Engine Business the availability of information products in all markets, in order to help our customers manage their Engine Business revenues of businesses more successfully. $4.2 billion grew by six percent in During 1999, we released updated 1999. Profitability increased 34 per- versions of our Inform and Insite cent compared to 1998. Shipments software and a new version of our of engines to the heavy-duty truck in-cab computer, RoadRelay4, market increased by 18 percent which assist customers with the while unit sales to the medium-duty service and business management truck markets also increased by of their engines. eight percent in 1999, reflecting strong market conditions. In addition, Advisor software assists industrial OEMs in designing Shipments of engines in industrial more reliable equipment with our markets declined by six percent engines, and INTERCEPT provides in 1999 as agriculture and mining comprehensive parts and service markets fell sharply, driven by information, reducing search times generally lower commodity prices. by up to 90 percent. Shipments to the construction markets remained near 1998 levels Throughout the world, Cummins as a result of strong sales in North supplies engines for buses in urban America, offsetting continued weak- areas that demand the least possible ness in Asian markets.The number emissions. In Beijing, China, we of engine shipments to the marine will supply 800 natural gas-powered 1999 Sales $4.2 Billion segment increased by 16 percent, engines for buses, and Cummins reflecting strong demand for recre- powers over 3,000 low emissions Industrial products ational marine products. diesels in Hong Kong. 24% Heavy-duty trucks 42% Performance for our Medium-duty trucks 12% DaimlerChrysler, Cummins’ Bus and light largest customer, for the first time commercial vehicles 22% purchased more than 100,000 ISB engines for the Dodge Ram Sales pickup truck. In addition, Cummins $ Millions expanded its overall share in the Class A recreational vehicle market 4000 from 18 percent to 24 percent, reflecting the trend from gasoline- 3750 powered vehicles to diesel. Cummins maintains a 75 percent 3500 share of the diesel segment as a Cummins’ investment in new prod- 3250 result of strong customer preference. 1997 1998 1999 ucts provides the best capability for current and future emissions 1999 marked the 27th consecutive requirements, consistent with Earnings Before Interest and Tax* year of market leadership in the $ Millions our long-standing commitment to North American heavy-duty truck the environment. market. Two new engine platforms, 250 the ISL and ISX, were introduced 200 The B3.3 engine, available from in 1999, completing the Interact 150 55 –85 horsepower, further extends System automotive engine product the product range in the industrial 100 line and positioning Cummins as markets and builds upon the intro- 50 the industry leader in technology, duction of the QSB, QSC, and QSK60 0 fuel economy and performance. 1997 1998 1999 electronic engines, completed in *Excludes unusual charges 1999. Cummins continues to offer the broadest product range of any manufacturer in industrial markets. 8
  12. 12. In addition to sales growth, reduced levels of expense on sell- ing, research and engineering, and manufacturing costs helped to offset the start-up costs on new products. Initiatives to reduce material and plant conversion costs, launched in 1999, provided additional benefits but will have even more significant favorable impact in 2000. Cummins continued to expand QuickServe in order to provide superior support to customers in all market segments. By providing the best products and outstanding customer support we will earn the customer loyalty we aspire to achieve. Joe Loughrey Executive Vice President President, Engine Business customers to run hard and dream big. Left: Marine sales revenue Over 200 owners of Signature engines jumped 24 percent thanks to converged in late August for the first a strong performance in Signature Owners Appreciation Days, the recreational boat market. held at the Columbus Engine Plant.
  13. 13. Nedalo, an ESCO (Energy Supply Company), specializes in greenhouse systems and uses Cummins Power Generation natural gas generating sets to maximize efficiency and minimize environmental impact. Carbon dioxide and heat, both normally waste by-products of generating electricity, are instead used to promote plant growth. With electricity being sold into the grid, this makes a beautiful environmental solution.
  14. 14. Power Generation growth in profits...
  15. 15. Power Generation Business 1999 Sales $1.3 Billion Alternators 11% Mobile systems 16% …led by an outstanding Power systems 73% In 1999, the Power Generation Cummins also introduced Business made an outstanding PowerRent, a power generator improvement in performance for rental business in North America shareholders by doubling profits targeted at providing responsive Sales on relatively flat sales. temporary power to a broad range $ Millions of customers — from industrial 1200 Our strong performance was led and commercial businesses to large 1000 by the major turnaround in North event organizers. 800 America where we reaped the 600 benefits from our restructuring, While Asian markets remained flat, 400 the immediate acceptance of down from record sales levels in 200 our new products and a buoyant 1997, Cummins continued to hold 0 marketplace. its strong market share position 1997 1998 1999 in both India and China. The robust North American Earnings Before Interest and Tax* economy boosted the recreational Newage, our UK-based alternator $ Millions vehicle market where our Onan subsidiary, contributed an excellent 50 brand of mobile generator sets has year by providing our customers 40 over 80 percent market share. with improved efficiencies on our 30 Our 1998 consolidation of two plants traditionally high performance prod- 20 into one resulted in the most ucts. In 1999, Newage introduced 10 cost-effective product offerings in a new high output range of alter- 0 the booming mobile market. nators, extending the product range –10 well beyond its previous levels. 1997 1998 1999 *Excludes unusual charges 12
  16. 16. Left: Strong performance by employees at our Fridley, Minnesota facility has led to a turnaround in North America. We improved our performance significantly in 1999 by making decisions closer to customers, focusing on the vital few projects around the globe, involving our people and providing customers better products and support. In 1999, Cummins Power Generation introduced a new generator set The future is bright for Cummins range with outputs up to two mega- Power Generation Group; the watts. These generator sets are restructuring is complete and based on the new Cummins QSK60 most markets remain healthy. engine. Also unveiled in1999 were the new 81 and 91 liter gas gener- We look forward to improving our ator sets, which deliver clean, performance for our customers cost-effective power to a growing and shareholders with excitement market segment. The market for and anticipation. natural gas-fueled power will grow more rapidly than the overall power generation markets in the coming years as customers (such as the greenhouse on the previous page) Jack K. Edwards look for clean, cost-effective Executive Vice President power and heat recovery systems. Group President, Power Generation performance in North America. 13
  17. 17. Our Filtration business Cummins’ commitment to joint ventures, such as Tata Cummins, provides the access to developing markets for the company’s entire product range. In India, our engine joint venture established in 1992 has been a springboard for other joint ventures in filtration and exhaust products.
  18. 18. improves equipment performance…
  19. 19. Filtration Business and Other At 11.5 percent of sales, earnings before interest and taxes for the segment continued to be strong in 1999 despite level sales. we set have been achieved. By Filtration Business combining the leading supplier of Certain sectors remained strong exhaust systems and the leading all year. Sales to lawn and garden supplier of filtration systems, equipment and recreational vehicle Cummins’ Filtration Business has manufacturers increased 27 per- created a product platform that cent. Sales grew seven percent in positions us for continued growth. the North American heavy- and medium-duty truck markets. Japan During 1999, we developed new and Africa continued to be robust, products and technologies to finishing up 16 percent from 1998. enhance vehicle performance and Agricultural equipment markets, increase customer value. Our however, together with mining and innovative Open Flow air filtration some construction markets, con- system, for example, increases tinued to be depressed throughout filtration capacity 30 percent while 1999, with sales declining by five reducing airflow restriction. percent. In addition, we developed new Volumes for our China joint venture applications of our proprietary 1999 Sales $1.1 Billion finished the year up 45 percent. StrataPore-filtration media, intro- Company-owned Our Kuss subsidiary set another duced advanced high-pressure distributors 18% record for both sales and profits. spin-on filters for hydraulic appli- Holset … by providing a single 8% Filtration 74% Last year, we successfully com- cations, developed a new abrasivity pleted the integration of Nelson sensor, and introduced our new Industries. The acquisition has million-mile exhaust system and been accretive to earnings from million-mile coolant package. Sales the start, and all of the objectives $ Millions 1200 1000 The Filtration Business 800 provides superior performance 600 by designing integrated 400 air intake, engine filtration 200 and exhaust systems. 0 1997 1998 1999 Earnings Before Interest and Tax* $ Millions 120 100 80 60 40 20 0 1997 1998 1999 *Excludes unusual charges Fleetguard s Nelson s 16
  20. 20. To reduce emissions, we continue to aggressively invest in advanced Our global capability gives cus- aftertreatment technologies. tomers a single supplier that can The new aftertreatment system provide broad product platforms we developed in 1999 enables and support services worldwide. our customers to meet stringent Intensive global OEM sales efforts emissions standards worldwide. with our new product platforms This system can be expected to are expected to deliver additional add to future volumes. sales growth in the years ahead. We are constantly improving cus- Today, Cummins Filtration tomer service worldwide through Business is better positioned than our new Internet catalogs and any of our major competitors to our customer assistance centers capitalize on the coming decade’s providing support in16 languages global economy and market to customers worldwide. expansion. Going forward, we are Distributorships and Holset focused on execution — perfor- The Holset Turbocharger Business Our ability to manufacture more cost mance for our customers and supplies state-of-the-art turbo- effectively by localizing production performance for our shareholders. chargers to Cummins, Cummins around the world grew in 1999. We expect to grow and maintain Joint Ventures and selected OEM Our acquisition of Tubengineers Pty. global leadership, and we face the customers to meet their increasingly Ltd., Australia’s leading exhaust future with confidence. stringent performance, durability system manufacturer, was accretive and emissions requirements. in its first year. In addition, we extended our global manufacturing Cummins’ ownership of 16 distribu- base through building or expanding Rick Mills torships links us closely to our Vice President, Filtration plants in India, Mexico, Brazil and end-user customers in strategic President, Fleetguard, Inc. South Africa. locations worldwide. source for integrated product platforms. 17
  21. 21. Management’s Discussion and Analysis of Results of Operations and Financial Condition Overview The Company’s net sales for each of its key Net sales were a record $6.6 billion in 1999, segments during the last 3 years were: 6 percent higher than in 1998, and 18 percent higher than in 1997. Earnings before interest $ Millions 1999 1998 1997 and taxes of $356 million in 1999, or 5.4 percent Automotive markets $ 3,203 $ 2,928 $2,622 of sales, were also a record, excluding a Industrial markets 1,022 1,054 1,044 $60 million pretax charge in connection with Engine Business 4,225 3,982 3,666 the dissolution of the Cummins Wärtsilä Power Generation joint venture. This compares to $282 million Business 1,356 1,230 1,205 Filtration Business in 1998, excluding charges of $217 million and Other 1,058 1,054 754 pretax for product coverage costs, restructuring and exit activities and a settlement with $ 6,639 $ 6,266 $5,625 the U.S. Environmental Protection Agency. As reported, earnings before interest and taxes Cummins’ Engine Business, the Company’s were $296 million in 1999, $65 million in largest business segment, produces engines 1998 and $312 million in 1997. Net earnings and parts for sale to customers in both auto- in 1999 were $160 million or $4.13 per share motive and industrial markets. Engine Business compared to a net loss of $21 million or customers are each serviced through $(.55) per share in 1998 and net earnings of the Company’s worldwide distributor network. $212 million or $5.48 per share in 1997. The engines are used in trucks of all sizes, buses and recreational vehicles, as well as a Results of Operations variety of industrial applications including Net Sales: construction, mining, agriculture, marine, rail In 1999, the Company attained its eighth con- and military. Engine Business revenues secutive year of record sales, totaling $6.6 bil- were $4.2 billion in 1999, a 6 percent increase lion. Revenues from sales of engines were over 1998 and 15 percent over 1997. 55 percent of the Company’s net sales in 1999, with engine revenues 6 percent higher than Sales of $3.2 billion in 1999 for automotive in 1998 and 15 percent above 1997. The markets were 9 percent higher than in 1998 Company shipped a record 426,100 engines and 22 percent higher than in 1997. In 1999, in 1999, compared to 403,300 in 1998 and heavy-duty truck engine revenues were 369,800 in 1997 as follows: 18 percent higher than in 1998 due to the strong market in North America, partially Unit shipments 1999 1998 1997 offset by reduced demand in international Midrange engines 298,400 287,400 264,300 heavy-duty truck markets. Within the North Heavy-duty engines 117,900 106,100 94,900 American heavy-duty truck market, unit High-horsepower shipments were up 21 percent over 1998, engines 9,800 9,800 10,600 and Cummins continued to be the market 426,100 403,300 369,800 leader. International unit shipments for the heavy-duty market in 1999 were 7 percent Revenues from non-engine products, which lower than in 1998 due primarily to reduced were 45 percent of net sales in 1999, were demand in Mexico. 6 percent higher than in 1998. The major increases within non-engine revenues were Revenues from the sales of engines for achieved in sales of generator sets and medium-duty trucks in 1999 were 1 percent PowerCare sales (which include new parts lower than in 1998 on an 8 percent increase and remanufactured engines and parts). in units. This variance reflected a mix shift Sales of the remaining non-engine products, towards smaller 4-cylinder engines, which in the aggregate, were essentially level have a lower selling price and margin, as with 1998. well as the impact of the devaluation of the Brazilian Real, which reduced revenues in this market. For the bus and light commercial vehicle mar- ket, engine revenues in 1999 were 7 percent higher than in 1998, on a 7 percent increase in unit shipments. Record unit shipments to DaimlerChrysler for the Dodge Ram pickup 18
  22. 22. International distributor sales included in this were 3 percent higher than in 1998 and 30 per- segment decreased 1 percent from 1998, cent higher than in 1997. The Company also while sales of Holset turbochargers increased had record shipments to the North American 13 percent as compared to a year ago. bus and recreational vehicle market, where volumes were 30 percent higher than in 1998 Net sales by marketing territory for each of and 39 percent higher than in 1997. Shipments the last 3 years were: for international bus markets declined 10 per- cent from 1998, due to lower sales into Mexico. $ Millions 1999 1998 1997 In 1999, revenues of $1.0 billion from industrial United States $ 4,064 $ 3,595 $3,123 markets were 3 percent lower than in 1998 Asia/Australia 818 806 898 Europe/CIS 800 791 796 and 2 percent lower than in 1997, due to Canada 473 459 318 decreased volume and a shift in product mix. Mexico/Latin America 375 468 364 Engine revenues for this market were down Africa/Middle East 109 147 126 6 percent on a 6 percent decrease in units. $ 6,639 $ 6,266 $5,625 Construction equipment business was 2 percent higher than the year-ago level, while agricul- tural equipment demand decreased 46 percent In total, international markets accounted for from 1998 as a result of very weak markets. 39 percent of the Company’s revenues in 1999. Sales to marine markets increased 24 percent Europe and the CIS, representing 12 percent from 1998, with strength in both North of the Company’s sales in 1999, were 1 percent American and international markets. Mining higher than in 1998 and 1997. Sales to Canada, market sales declined 8 percent as compared representing 7 percent of sales in 1999, were to last year. 3 percent higher than in 1998. Asian and Australian markets, in total, represented 12 per- Revenues of $1.3 billion in 1999 for the Power cent of the Company’s sales in 1999, with Generation Business were 10 percent higher increases in sales to Asia more than offsetting than in 1998 and 13 percent higher than in a decline in sales to Australia. In Asia, sales 1997. Approximately $40 million of the sales to Southeast Asia increased 28 percent, sales increase in 1999 related to demand for stand-by to Korea were 25 percent higher and sales power in case of Year 2000 problems; how- to Japan were 9 percent above 1998 levels, ever, the Company expects that nearly half of while sales to China decreased 6 percent and this increase is sustainable with revenues India was essentially flat compared to 1998. from new markets, including the rental and Business in Mexico and Latin America, home stand-by power businesses. Sales of the representing 6 percent of sales in 1999, was Company’s generator sets in 1999 increased 20 percent lower than in 1998. This decrease 21 percent from 1998, continuing to reflect was due, in part, to the devaluation of the growth in North America, which more than Brazilian Real. offset declines in demand for generator sets in Asia and Latin America. Engine sales to Gross Margin: generator set assemblers were down 8 percent As disclosed in Note 3 to the Consolidated from the prior year, due primarily to lower Financial Statements, the Company recorded demand in Asia. Alternator sales decreased special charges of $92 million in 1998 for 2 percent as compared to 1998. Sales of small product coverage costs and inventory write- generator sets for recreational vehicles and downs. The product coverage special charges other consumer markets remained strong in of $78 million include $43 million primarily North America, increasing 12 percent from 1998. attributable to base warranty costs and $35 million for extended warranty programs. Sales of $1.1 billion in 1999 for the Filtration The special charges recorded in 1998 also Business and Other were essentially flat with included $14 million for inventory write-downs 1998 and 40 percent higher than in 1997, with associated with the Company’s restructuring Nelson Industries, acquired in January 1998, and exit activities. These write-downs reflected accounting for the majority of the increase amounts of inventory rendered excess or from 1997. In 1999, new business at small unusable due to the closing or consolidation equipment, truck and agricultural equipment of facilities. manufacturers offset a decrease in sales resulting from the end of a specific catalyst business, which totaled $35 million. 19
  23. 23. according to the provisions of SFAS No. 121, The Company’s gross margin percentage was 21.4 percent in 1999, and 21.4 percent in 1998, using expected discounted cash flows as excluding the special charges recorded for the estimate of fair value. The majority of the product coverage and inventory write-downs, impaired assets are to be held and used and 22.8 percent in 1997. Gross margin per- in the Company’s Power Generation Business, centage in 1998 including the special charges with depreciation continuing on such assets. was 19.9 percent. Gross margins in 1999 benefited from higher volumes and product As disclosed in Note 4 to the Consolidated cost improvements, offset by higher product Financial Statements, the Company recorded coverage costs. Product coverage costs were charges in 1998 totaling $125 million, com- 3.7 percent of net sales in 1999, compared to prised of $100 million of costs associated with 3.3 percent in 1998, excluding the special the Company’s plan to restructure, consoli- charges, and 2.6 percent in 1997. date and exit certain business activities and $25 million for a civil penalty resulting Operating Expenses: from an agreement reached with the U.S. Selling and administrative expenses were Environmental Protection Agency and the 11.8 percent of net sales in 1999, compared to Department of Justice regarding diesel 12.5 percent in 1998 and 13.2 percent in 1997. engine emissions. On the 6-percent sales increase in 1999, these expenses, which include volume-variable The Company is continuing the restructuring components, decreased 1 percent in absolute plan implemented in the third quarter of dollars. This improvement reflects benefits 1998. As of December 31, 1999, approximately of the Company’s cost reduction programs and $81 million had been charged against the restructuring actions. liabilities associated with these actions. The Company funded the restructuring actions Research and engineering expenses were using cash generated from operations. Of the 3.7 percent of net sales in 1999, compared to planned workforce reduction of 1,100 employees, 4.1 percent in 1998 and 4.6 percent in 1997. approximately 900 people left the Company This decrease is primarily due to new products prior to December 31, 1999. The remaining moving into production and the Company’s actions to be completed consist primarily of cost reduction and productivity initiatives. the outsourcing of certain manufacturing operations and payment of severance commit- The Company’s losses from joint ventures and ments to terminated employees. The program alliances were $28 million in 1999, compared is expected to be essentially complete in early to losses of $30 million in 1998 and income of 2000 and yield approximately $50 million in $10 million in 1997. In 1999, higher losses at annual savings at completion. The Company the Company’s joint venture with Wärtsilä were does not currently anticipate any material more than offset by improved performance changes in the original charges recorded for at the Company’s other joint ventures. The dif- these actions. ference from 1997 was due primarily to the consolidation of Cummins India Limited in the Other: fourth quarter of 1997 and increased losses Interest expense of $75 million was $4 million at the Company’s joint venture with Wärtsilä. higher than in 1998 and $49 million higher than in 1997. Lower capitalization of interest In December 1999, the Company recorded a in 1999 accounted for the increase as com- charge of $60 million in connection with pared to 1998. The increase from 1997 was due the dissolution of the Cummins Wärtsilä joint to the increased level of borrowings to support venture. The charge included $17 million to working capital on the higher sales level write off the Company’s remaining investment and to complete the acquisition of Nelson. in the joint venture, $29 million for impairment Other expense went from $13 million of of assets transferred from the joint venture income in 1998 to $8 million of expense in 1999, and $14 million for additional warranty and primarily due to increased non-operating other liabilities assumed by the Company. partnership costs and lower interest income The joint venture termination was effective in 1999, and certain tax refunds and other December 31, 1999, with the Company taking non-recurring transactions recorded in 1998. over the operations and assets of the product line manufactured in Daventry, England. The asset impairment loss was calculated 20
  24. 24. Provision for Income Taxes: preventive approach to Year 2000 issues. The Company’s income tax provision in Sites continue to conduct process verifications 1999 was $55 million, an effective tax rate of that critical systems are operating properly. 25 percent, reflecting reduced taxes on export sales and research tax credits. In 1998, the Costs and Risks of Company’s Company’s tax provision was $4 million, with Year 2000 Issues: the tax benefits from export sales and the The Company will incur total expenditures of research credit more than offset by the approximately $45 million in connection unfavorable tax effects of nondeductible losses with its Year 2000 program and remediation in foreign joint ventures and nondeductible efforts. The Company is funding its Year EPA penalty and goodwill amortization. 2000 costs with its normal operating cashflow. The Company’s effective tax rate in 1997 was 26 percent. There can be no assurances that the systems or products of third parties relied upon by Minority Interest: the Company, such as suppliers, vendors or Minority interest in net earnings of consoli- significant customers, were timely converted dated entities was $6 million in 1999, a decrease or that a failure by such third parties, or a of $5 million from 1998 and an increase of conversion that is incompatible with the $6 million from 1997. The decrease from 1998 Company’s systems, would not have a mater- was primarily due to lower net earnings of ial adverse effect on the Company. Other Cummins India Limited in 1999 and the part- undiscovered factors related to the Year 2000 ner’s share of losses from the joint venture issue may also have potential for an adverse with Scania. The change in minority interest effect on the Company. Such adverse effects from 1997 was due to the consolidation of may include an adverse effect on the Cummins India Limited beginning in the fourth Company’s revenues. The time of completion quarter of 1997, when the Company increased and success of the Company’s Year 2000 its ownership interest to 51 percent. program and compliance efforts, and the related expenses, are based upon manage- Year 2000: ment’s best estimates, which in turn are The Company experienced no negative effects based on assumptions about future events, on customers, employees or suppliers from including the availability of certain resources, the Year 2000 date change. No problems with third party modification plans and other the Company’s products were reported. The factors. There can be no assurances that these Company monitored the status of its worldwide results and estimates will be achieved, sites during the “millennium rollover” through and the actual results could materially differ the operation of three communication centers from those anticipated. Specific factors that located in Australia, England and Columbus, might cause such material differences Indiana. Teams of experts were on-hand and include, but are not limited to, the availability additional resources were available on a of trained personnel, the ability to locate stand-by basis to assist sites, if needed. Service and correct all relevant computer code, and and engineering groups were available on- the failure by third parties to address their call in case customer requests arose. The Year 2000 problems. Company’s sites, including its manufacturing facilities and distribution channels, are Cash Flow and Financial Condition working without any disruptive impact from Key elements of cash flows were: the Year 2000 date change. $ Millions 1999 1998 1997 The Company also participated in an infor- Net cash provided by mation gathering process designed by the operating activities $307 $ 271 $ 200 Net cash used in Automotive Industry Action Group (AIAG) investing activities (166) (752) (354) and reported a “green” status throughout the Net cash (used in) requested Year 2000 AIAG reporting phase provided by in early January. financing activities (105) 471 96 Effect of exchange While Year 2000 results to-date are positive, rate changes on cash — (1) (1) there are key dates yet to monitor. The Net change in cash $ 36 $ (11) $ (59) communication centers will watch Leap Year Day, February 29, and financial closes during the first quarter. The Company continues its 21
  25. 25. During 1999, net cash provided from operating Market Risk: activities was $307 million, reflecting the The Company is exposed to financial risk Company’s strong net earnings and the non- resulting from volatility in foreign exchange cash effect of depreciation and amortization, rates, interest rates and commodity prices. reduced by increases in working capital. This risk is closely monitored and managed Net working capital as a percent of sales was through the use of derivative contracts. As 13.0 percent in 1999, compared to 12.8 percent clearly stated in the Company’s policies and in 1998 and 11.6 percent in 1997. Net cash used procedures, financial derivatives are used in investing activities in 1999 of $166 million expressly for hedging purposes, and under no included planned capital expenditures of circumstances are they used for speculating or $215 million, partially offset by $54 million of for trading. Transactions are entered into only proceeds from the sale of the Company’s with banking institutions with strong credit Atlas Crankshaft business. Capital expenditures ratings, and thus the credit risk associated with were $271 million in 1998 and $405 million these contracts is considered immaterial. in 1997, during the Company’s peak product Hedging program results and status are reported development period. The higher level of net to senior management on a monthly and cash requirements in 1998 was due primarily quarterly basis. to the acquisition of Nelson. Investments in joint ventures and alliances in 1999 of The following section describes the $36 million reflected the net effect of capital Company’s risk exposures and provides contributions and cash generated by certain results of sensitivity analyses performed on joint ventures. December 31, 1999. The sensitivity tests assumed instantaneous, parallel shifts in for- Net cash used in financing activities was eign currency exchange rates, commodity $105 million in 1999. This cash was used for prices and interest rate yield curves. dividend payments, repurchases of the Company’s stock and payments on borrowings. A. Foreign Exchange Rates As disclosed in Note 7 to the Consolidated Due to its international business presence, Financial Statements, the Company issued the Company transacts extensively in foreign $765 million face amount of notes and deben- currencies. As a result, corporate earnings tures in 1998 under a $1 billion registration experience some volatility related to move- statement filed with the Securities and Exchange ments in exchange rates. In order to exploit Commission in December 1997. Net proceeds the benefits of global diversification and were used to finance the acquisition of Nelson naturally offsetting currency positions, foreign and to pay down other indebtedness out- exchange balance sheet exposures are standing at December 31, 1997. Based on the aggregated and hedged at the corporate level Company’s projected cash flow from operations through the use of foreign exchange for- and existing credit facilities, management ward contracts. The objective of the foreign believes that sufficient liquidity is available to exchange hedging program is to reduce meet anticipated capital and dividend require- earnings volatility resulting from the trans- ments in the foreseeable future. lation of net foreign exchange balance sheet positions. A hypothetical, instantaneous, Legal/Environmental Matters: 10 percent adverse movement in the foreign The Company and its subsidiaries are defen- currency exchange rates would decrease dants in a number of pending legal actions earnings by approximately $4 million in the that arise in the normal course of business, current reporting period. The sensitivity including environmental claims and actions analysis ignores the impact of foreign exchange related to use and performance of the movements on Cummins’ competitive Company’s products. Such matters are more position as well as the remoteness of the fully described in Note 17 to the Consolidated likelihood that all foreign currencies will Financial Statements. In the event the Company move in tandem against the U.S. dollar. The is determined to be liable for damages in analysis also ignores the offsetting impact connection with such actions or proceedings, on income of the revaluation of the underlying the unreserved portion of such liability is balance sheet exposures. not expected to have a material adverse effect on the Company’s results of operations, cash flows or financial condition. 22
  26. 26. Therefore, actual outcomes and results may B. Interest Rates differ materially from what is expressed or The Company currently has in place three inter- forecasted in such forward-looking statements. est rate swaps that effectively convert fixed-rate Cummins undertakes no obligation to update debt into floating-rate debt. The objective of the publicly any forward-looking statements, swaps is to more efficiently balance borrowing whether as a result of new information, future costs and interest rate risk. A sensitivity analy- events or otherwise. sis assumed a hypothetical, instantaneous, 100 basis-point parallel increase in the floating Future Factors include increasing price and interest rate yield curve, after which rates product competition by foreign and domestic remained fixed at the new, higher level for a competitors, including new entrants; rapid one-year period. This change in yield curve technological developments and changes; the would correspond to a $4 million increase in ability to continue to introduce competitive interest expense for the one-year period. This new products on a timely, cost-effective basis; sensitivity analysis does not account for the the mix of products; the achievement of change in the Company’s competitive environ- lower costs and expenses; domestic and ment indirectly related to changes in interest foreign governmental and public policy rates and the potential managerial action taken changes, including environmental regulations; in response to these changes. protection and validity of patent and other intellectual property rights; reliance on large C. Commodity Prices customers; technological, implementation and The Company is exposed to fluctuation in cost/financial risks in increasing use of large, commodity prices through the purchase of multi-year contracts; the cyclical nature of raw materials as well as contractual agree- Cummins’ business; the outcome of pending ments with component suppliers. Given the and future litigation and governmental historically volatile nature of commodity proceedings; and continued availability of prices, this exposure can significantly impact financing, financial instruments and financial product costs. The Company uses commodity resources in the amounts, at the times and swap agreements to partially hedge exposures on the terms required to support Cummins’ to changes in copper and aluminum prices. future business. Given a hypothetical, instantaneous 10-percent depreciation of the underlying commodity These are representative of the Future price, with prices then remaining fixed for Factors that could affect the outcome of the a 12-month period, the Company would forward-looking statements. In addition, experience a loss of approximately $3 million such statements could be affected by general for the annual reporting period. This amount industry and market conditions and growth excludes the offsetting impact of decreases rates, general domestic and international in commodity costs. economic conditions, including interest rate and currency exchange rate fluctuations, Forward-looking Statements: and other Future Factors. This Management’s Discussion and Analysis of Results of Operations and Financial Condition, other sections of this Annual Report and the Company’s press releases, teleconferences and other external communi- cations contain forward-looking statements that are based on current expectations, estimates and projections about the industries in which Cummins operates and manage- ment’s beliefs and assumptions. Words, such as “expects, “anticipates, “intends, “plans,” ” ” ” “believes, “seeks, “estimates, variations of ” ” ” such words and similar expressions are intended to identify such forward-looking statements. These statements are not guaran- tees of future performance and involve certain risks, uncertainties and assumptions (“Future Factors”) which are difficult to predict. 23
  27. 27. Cummins Engine Company, Inc. Consolidated Statement of Earnings Millions, except per share amounts 1999 1998 1997 Net sales $ 6,639 $ 6,266 $ 5,625 Cost of goods sold 5,221 4,925 4,345 Special charges — 92 — Gross profit 1,418 1,249 1,280 Selling and administrative expenses 781 787 744 Research and engineering expenses 245 255 260 Net expense (income) from joint ventures and alliances 28 30 (10) Interest expense 75 71 26 Other expense (income), net 8 (13) (26) Restructuring and other non-recurring charges 60 125 — Earnings (loss) before income taxes 221 (6) 286 Provision for income taxes 55 4 74 Minority interest 6 11 — Net earnings (loss) $ 160 $ (21) $ 212 Basic earnings (loss) per share $ 4.16 $ (.55) $ 5.55 Diluted earnings (loss) per share 4.13 (.55) 5.48 The accompanying notes are an integral part of this statement. 24
  28. 28. Cummins Engine Company, Inc. Consolidated Statement of Financial Position Millions, except per share amounts December 31, 1999 1998 Assets Current assets: Cash and cash equivalents $ 74 $ 38 Receivables, net of allowance of $9 and $13 1,026 833 Inventories 787 731 Other current assets 293 274 2,180 1,876 Investments and other assets: Investments in joint ventures and alliances 131 136 Other assets 143 144 274 280 Property, plant and equipment: Land and buildings 577 590 Machinery, equipment and fixtures 2,375 2,320 Construction in process 168 185 3,120 3,095 Less accumulated depreciation 1,490 1,424 1,630 1,671 Goodwill, net of amortization of $28 and $17 364 384 Other intangibles, deferred taxes and deferred charges 249 331 Total assets $4,697 $ 4,542 Liabilities and shareholders’ investment Current liabilities: Loans payable $ 113 $ 64 Current maturities of long-term debt 10 26 Accounts payable 411 340 Accrued salaries and wages 88 99 Accrued product coverage and marketing expenses 246 209 Income taxes payable 40 13 Other accrued expenses 406 320 1,314 1,071 Long-term debt 1,092 1,137 Other liabilities 788 1,000 Minority interest 74 62 Shareholders’ investment: Common stock, $2.50 par value, 48.3 and 48.1 shares issued 121 120 Additional contributed capital 1,129 1,121 Retained earnings 760 648 Accumulated other comprehensive income (109) (167) Common stock in treasury, at cost, 6.8 and 6.1 shares (274) (240) Common stock held in trust for employee benefit plans, 3.4 and 3.6 shares (163) (172) Unearned compensation (35) (38) 1,429 1,272 Total liabilities and shareholders’ investment $ 4,697 $ 4,542 The accompanying notes are an integral part of this statement. 25
  29. 29. Cummins Engine Company, Inc. Consolidated Statement of Cash Flows Millions 1999 1998 1997 Cash flows from operating activities: Net earnings (loss) $ 160 $ (21) $ 212 Adjustments to reconcile net earnings (loss) to net cash from operating activities: Depreciation and amortization 233 199 158 Restructuring and other non-recurring actions 38 110 (24) Equity in (earnings) losses of joint ventures and alliances 35 38 (1) Receivables (200) (10) (80) Inventories (60) (26) (65) Accounts payable and accrued expenses 162 56 (18) Deferred income taxes (31) (65) 22 Other (30) (10) (4) Total adjustments 147 292 (12) 307 271 200 Cash flows from investing activities: Property, plant and equipment: Additions (215) (271) (405) Disposals 22 7 21 Investments in joint ventures and alliances (36) (22) (47) Acquisitions and dispositions of business activities 57 (468) 76 Other 6 2 1 (166) (752) (354) Net cash provided by (used in) operating and investing activities 141 (481) (154) Cash flows from financing activities: Proceeds from borrowings 28 711 281 Payments on borrowings (90) (161) (50) Net borrowings (payments) under short-term credit agreements 49 (30) (12) Repurchases of common stock (34) (14) (75) Dividend payments (47) (46) (45) Other (11) 11 (3) (105) 471 96 Effect of exchange rate changes on cash — (1) (1) Net change in cash and cash equivalents 36 (11) (59) Cash and cash equivalents at beginning of year 38 49 108 Cash and cash equivalents at end of year $ 74 $ 38 $ 49 Cash payments during the year for: Interest $ 82 $ 56 $ 21 Income taxes 56 73 42 The accompanying notes are an integral part of this statement. 26