we are
product leaders
product leaders
2 0 0 3
a n n u a l
r e p o r t
AUDI A4
HUMMER H2
VW GOLF
FORD EXPEDITION
NISSAN XTERRA
GEELY MERRIE
SSANG YONG MUSSO
PUEGEOT 307
HYUNDAI SANTA FE
AUDI TT
CADILLAC SRX
BENTLEY CONTINENTAL GT
MACK TRUCK
TATA SAFARI
VOLVO V70
we are
we are
enhancing the
enhancing the
PORSCHE 911
HONDA ACCORD
DODGE CARAVAN
RENAULT MEGANE
JAGUAR
JEEP® LIBERTY
FORD EXPLORER
BMW 325ix
MERCEDES CL600
FORD F-150
GM MALIBU
DODGE RAM PICKUP
CHERY QQ
HONDA PILOT
VW TOURAN
TOYOTA CAMRY
TOYOTA CAMRY
driving experience
enhancing the driving experience
ACURA MDX
BUGATTI VEYRON
MAHINDRA & MAHINDRA SCORPIO
KIA SORENTO
LEXUS RX330
FORD F-150
SATURN VUE
HONDA CIVIC HYBRID
CASE NEW HOLLAND
MERCEDES SPRINTER
F i n a n c i a l H i g h l i g h t s
millions of dollars, except employee and per share data
2003
2002
% Change
Net sales
Net earnings before cumulative effect of accounting change
Cumulative effect of change in accounting principle, net of tax
Net earnings (loss)
Net earnings per share before cumulative effect of accounting change — diluted
Net earnings (loss) per share — diluted
Average number of shares outstanding — diluted (millions)
Capital spending
Research & Development
Debt
Stockholders’ equity
Number of employees
$3,069.2
174.9
—
174.9
6.40
6.40
27.3
172.0
118.2
644.0
1,260.4
14,300
$2,731.1
149.9
(269.0)
(119.1)
5.58
(4.44)
26.9
138.4
109.1
646.7
981.4
14,000
12.4%
16.7%
14.7%
24.3%
8.3%
(0.4)%
Technology aimed at the fastest growing segments
of the vehicle market has driven profitable growth.
STRONG
SALES
GROWTH
millions of dollars
03
02
01
00
99
$3,069
$2,731
$2,352
$2,646
$2,459
2
B o r g W a r n e r t h a n k s a l l o f o u r c u s t o m e r s f o r t h e u s e o f t h e i r v e h i c l e i m a g e s t h r o u g h o u t t h i s r e p o r t .
we are leaders in advanced powertrain solutions for vehicle
makers worldwide. Our products play a key role in the fuel-efficient
and reliable operation of engines, transmissions and four-wheel drive
systems to deliver growth that outpaces that of our industry.
FOCUSED
CAPITAL
SPENDING
percentage of sales
03
02
01
00
99
5.6%
5.1%
6%
6.3%
5.8%
DEBT
IMPROVEMENTS
debt, net of cash
and cash equivalents,
in millions of dollars
03
02
01
00
99
$531
$610
$704
$773
$959
COMMITMENT
TO RESEARCH
& DEVELOPMENT
millions of dollars
03
02
01
00
99
$118
$109
$105
$112
$92
3
t o o u r s h a r e h o l d e r s
2 0 0 3 was a year of significant
milestones — financial, technologi-
cal, cultural and personal.
(cid:127)
(cid:127)
Our record sales broke the $3 billion
mark. Earnings were $6.40 per
share, another record. We reduced
debt to its lowest level since 1998.
Our stock price rose significantly.
All this in an industry with no
growth in 2003.
The past year was our 10th anniver-
sary as a public company and marked
75 years since the formation of the
first Borg-Warner. John Fiedler, the
man who nurtured us through our
years of survival in the mid-90s and
led the growth surge in recent years,
retired. We all benefited from John’s
successful career at BorgWarner
and appreciate his contributions.
(cid:127)
Our technology flourished. Our
innovative DualTronic transmission
modules launched with VW and Audi
to the rave reviews of the European
press and the delight of our customer.
The accolades for this first-to-market
technology enhanced the pride of
our people and the enthusiasm of
our shareholders. You have to drive
DualTronic to believe it.
(cid:127)
Because of tremendous growth with
customers like Honda, Hyundai
and VW/Audi, our sales to the non-
“Big Three” automakers exceeded
50% of sales in 2003 including our
unconsolidated joint ventures. This
strategic focus proves beneficial as
market shares among the global
automakers shift in favor of our
faster growing customers.
(cid:127)
To prepare for the next wave of
growth, we reaffirmed our vision of
product leadership and reiterated
our long-established values. These
are qualities that are more impor-
tant today than ever before.
➤ respect for each other
➤ power of collaboration
➤ passion for excellence
➤ personal integrity
➤ responsibility to our communities
(cid:127)
We renewed our focus on operating
efficiency as a key enabler of product
leadership. True product leadership
is product technology married to
manufacturing excellence. This com-
bination is our real competitive
advantage, and the reason we can
survive and thrive in a price-
conscious environment.
we are
creating shareholder value
creating shareholder value
4
Geographic Breadth
sales include unconsolidated joint ventures
15% A sia
28% E urope
57% A mericas
Customer Diversity
sales include unconsolidated joint ventures
All Others 22%
PSA 3%
Honda 4%
Hyundai / Kia 4%
Renault / Nissan 6%
Toyota 7%
VW / Audi 7%
21% Ford
15% DaimlerChrysler
11% General Motors
Confidence and Collaboration
We enter our second decade as a
public company with confidence.
Our growth goals build on our
strengths — a strong balance sheet,
one of the most diverse customer
bases in the industry, broad geo-
graphic presence, and technology
and operating know-how that can
deliver internal growth and nurture
a product leadership culture. We have
worked hard to establish our financial
credentials — and Wall Street reward-
ed us for our efforts.
We have enabled increased collabor-
ation with the formation of our Engine
and Drivetrain Groups. These groups
are charged with harvesting synergies,
along with driving cross-business
innovation and growth. Our road map
for continued profitable growth
emerged from a meeting of our top
worldwide managers last fall. We
looked at where we are as a company,
assessed the key factors impacting our
business and identified our strengths
and weaknesses in light of these factors.
As a result, we developed broad
frameworks for driving growth. Our
long-term goals of 8% to 11% sales
growth and 12% to 16% earnings
growth were tested in our growth
every da
every day
very day
model and are achievable. To answer
the question of how we will grow, we
identified and agreed upon key
“Enterprise Strategies.” These strate-
gies fall into the broad categories of
people, cooperative action or syner-
gy, and global growth, both internally
and externally. We believe we have a
powerful plan to drive sustained prof-
itable growth — in the midst of some
pretty tough economic conditions and
in a brutal automotive marketplace.
We are BorgWarner
This report is a look at who we
are as we embark upon the next leg
of our growth journey, and why we
are well-positioned to provide value
to our shareholders, customers and
employees. Our 14,300 employees
at more than 40 locations in 14
their
countries are
Know-how, Passion and Innovation
into the next generation of new con-
cepts and integrated systems. I thank
them for their efforts. I also appreci-
ate the support and guidance of our
board of directors.
leveraging
To be successful, BorgWarner must
adapt to the challenges of a dynamic
marketplace. I envision BorgWarner
as the powerhouse of the powertrain
business. We play to set records, not
simply to win the game. We strive to
post better results year after year.
That’s why we push ourselves for
growth and profitability.
BorgWarner applies its broad engine
and drivetrain expertise to address
vehicle makers’ most pressing needs
— increased fuel efficiency, reduced
emissions and enhanced vehicle
stability and performance. These
needs are not going away anytime
soon. For the person behind the
wheel, our technology also enhances
the driving experience. BorgWarner
has the right resources, in the right
places, to continue to excel.
Timothy M. Manganello
Chairman and CEO
5
b u s i n e s s p r o f i l e
2 0 0 3 H I G H L I G H T S
K E Y T E C H N O L O G I E S
Sales rose 13%, boosted by continued strong demand for turbochargers for European passenger
cars and commercial vehicles. The demand for small, fuel-efficient diesel engines enhanced by
our products again made Europe our fastest growing market. This growth offset the chain and
emissions portions of the group, which experienced softness as a result of weaker auto
production, particularly in North America. Increased turbocharger production and productiv-
ity improvements boosted margins, partially offset by start-up costs for new products and
operations for chain products.
G R O W T H D R I V E R S A N D O P P O R T U N I T I E S
(cid:127) Stricter emission regulations for Europe, North America and Asia
(cid:127) Continued growth of diesel engines in European passenger cars
(cid:127) Tighter emission regulations related to commercial diesels
(cid:127) Engine downsizing for improved fuel consumption and emissions in gasoline engines
(cid:127) Electronic controls
(cid:127) Continued popularity of light trucks and SUVs
(cid:127) Engine timing systems moving from belts to chains
(cid:127) Development of variable cam timing systems
(cid:127) Growth of overhead cam engines
(cid:127) Systems integration; alternative technologies
Chain Products Global leader in the design and manufacture of
automotive chain systems for engine timing, automatic transmission and
torque transfer including four- and all-wheel drive applications. Fully
integrated timing chain system supplier including chains, sprockets,
tensioners, control arms and guides, and variable cam timing phasers.
Boosting Systems Leading designer and manufacturer of turbocharg-
ers and boosting systems for the passenger car and commercial
vehicle markets.
Emissions and Thermal Systems Leading designer and supplier of
components and systems for engine air and thermal management
designed to control emissions.
S A L E S
millions
of dollars
03
02
01
00
99
$1,869.7
$1,648.2
$1,426.6
$1,568.3
$1,316.9
engine
engine
g r o u p
The Engine Group develops strategies and products to manage engines for fuel
efficiency, reduced emissions and enhanced performance. BorgWarner’s expertise
in engine timing, boosting, air and noise management, cooling and controls is the
foundation for this collaboration.
✦
Pl ants Tec hni cal Cen te rs
✴
P L A N T S A N D
Americas
Asia
Europe
T E C H N I C A L
C E N T E R S
Asheville, North Carolina ✦ ✴
Dixon, Illinois ✦
Sallisaw, Oklahoma ✦
Changwon, South Korea ✦
Nabari City, Japan ✦ ✴
Arcore, Italy ✦ ✴
Auburn Hills, Michigan ✴
Fletcher, North Carolina ✦
Simcoe, Ontario, Canada ✦
Chennai, India ✦
Ningbo, China (JV) ✦
Bradford, England ✦
Cadillac, Michigan ✦
Guadalajara, Mexico ✦
Water Valley, Mississippi ✦
Chennai, India (JV) ✦
Tainan Shien, Taiwan ✦
6
Campinas, Brazil ✦
Ithaca, New York ✦ ✴
Cortland, New York ✦
Marshall, Michigan ✴
Hitachinaka City, Japan (JV) ✦
Kakkalur, India (JV) ✦
Kirchheimbolanden,
Germany ✦ ✴
Markdorf, Germany ✦ ✴
Oroszlany, Hungary ✦
2 0 0 3 H I G H L I G H T S
K E Y T E C H N O L O G I E S
Revenue increased 11% driven by sales of four-wheel and all-wheel drive systems to General
Motors, Honda and Hyundai, and steady demand for transmission components and systems. These
sales gains were offset by automotive production declines in Europe and North America. Operating
margins were affected by start-up costs for our transmission technology, a less favorable
product mix and an increase in pension and health care costs. During the year, a new facility in
Arnstadt, Germany, opened to produce our newly launched DualTronic transmission technology
for VW and Audi.
G R O W T H D R I V E R S A N D O P P O R T U N I T I E S
(cid:127) Introduction of new automated transmission systems for Europe and North America
(cid:127) Introduction of new five- and six-speed transmissions
(cid:127) Shift from components to modules
(cid:127) European and Korean market growth of automatic transmissions
(cid:127) Subsystems for continuously variable transmissions (CVT)
(cid:127) Substitution of modular wet starting clutches for torque converters
(cid:127) Growing popularity of four-wheel drive and all-wheel drive passenger cars and crossover vehicles
(cid:127) Continued application of electronically controlled torque management devices in four-wheel
drive and all-wheel drive vehicles
(cid:127) Expanded customer base in rear-wheel drive based four-wheel drive segment
(cid:127) Growing focus on improved shiftability within manual transmission
Transmission Products “Shift quality” components and systems
including one-way clutches, transmission bands, friction plates,
clutch pack assemblies and controls supplied to virtually every
automatic transmission maker in the world.
Torque Management Leading global designer and producer of
torque distribution and management systems — 4WD transfer cases,
InterActive Torque Management (ITM) devices and synchronizer
systems. These systems enhance vehicle stability, drivability, shift
quality and handling.
S A L E S
millions
of dollars
03
02
01
00
99
$1,245.6
$1,122.1
$937.2
$980.0
$1,003.1
drivetrain
drivetrain
g r o u p
The Drivetrain Group harnesses our 100-year legacy as an industry innova-
tor in transmission and four-wheel drive technology. The group will leverage
this understanding of powertrain torque management to develop interactive
control systems and strategies for our traditional mechanical products.
P L A N T S A N D
T E C H N I C A L
C E N T E R S
✦
Pl ant s Tech ni cal C enters
✴
Americas
Asia
Europe
Auburn Hills, Michigan ✴
Lombard, Illinois ✦
Beijing, China (JV) ✦
Pune, India (JV) ✦
Arnstadt, Germany ✦
Eumsung, South Korea (JV) ✦
Sirsi, India (JV) ✦
Heidelberg, Germany ✦
Bellwood, Illinois ✦
Frankfort, Illinois ✦
Longview, Texas ✦
Muncie, Indiana ✦
Eumsung, South Korea ✦
Livonia, Michigan ✦
Seneca, South Carolina ✦
Fukuroi City, Japan (JV) ✦ ✴
Ketsch, Germany ✦ ✴
Margam, Wales ✦
Tulle, France ✦
7
we are
enginegi
group
8
chain timing systems
turbochargers
variable cam timing
emission controls
air management
thermal management
VW GOLF
HONDA CIVIC
GM MALIBU
MERCEDES SPRINTER
NISSAN XTERRA
9
g
n
i
m
i
T
m
a
C
e
l
b
a
i
r
a
V
3x3x
Patented Variable Cam Timing systems use camshaft oscillation
to deliver extremely high actuation rates, independent of engine
speed, oil pressure and oil temperature. The resulting benefit over
competitive technologies is twice the emissions reduction and three
times the fuel-efficiency improvement over that recommended in the
U.S. EPA cycle.
t
n
e
m
e
g
a
n
a
M
r
i
A
4141%%
Air management systems and inte-
grated cooling modules combine
electronics with mechanical func-
tionality for reliability, durability and
fast and accurate response. The result
is precision control, increased power
and reduced emissions — as much as a
41% reduction in hydrocarbons in the
case of our secondary air systems.
e
enginegggggii
10
3355%%
s
r
e
g
r
a
h
c
o
b
r
u
T
Advanced boosting systems provide world-class torque, power
and drivability while improving fuel economy up to 15 percent.
Demand for passenger-car turbochargers is expected to grow
35% in five years to almost 15 million units worldwide, primarily
from direct-injected gasoline and diesel engine applications in
Europe and Japan.
Chain timing systems prolong the life of an engine, as
well as increase fuel efficiency and reduce emissions.
Other benefits include increased power and durability,
noise reduction and more compact packaging. By 2005, we
estimate that 70% of the global market will use chain timing.
s
m
e
t
s
y
S
g
n
i
m
7700 %%
i
T
e
n
i
g
n
E
11
ggngigeng eineginggine
engineg
g r o u p
we are arwe we arererre
Global Consistency Nabari City, Japan
Demand for durable chain systems that fit the strict packaging, wear and
low noise requirements of Japanese automakers poses unique manu-
facturing challenges. The people of Nabari have risen to the task. With
a global presence, we serve customers both in their home market and
throughout the world.
12
Lean Manufacturing Asheville, NC, USA
Using lean manufacturing principles, the Asheville team has integrated the
production, welding and assembly of a new generation of turbochargers
with error-proofing systems. These actions enable quality while reducing
work in process and floor space requirements.
making it happen
making it happen
aking it happen
ppeapp
k n o w - h o w
p a s s i o n
i n n o v a t i o n
Fast To Market Markdorf, Germany
Engineering and manufacturing work together in a simultaneous process
that leads both to shorter development times and more advanced thermal
management product designs. State-of-the-art facilities plus unique, special-
ized programs help the Markdorf team be proactive in finding efficiencies,
improving performance and researching new cost-reduction measures.
Safety First Dixon, IL, USA
With an increased focus on safety, the Dixon team has significantly reduced
the number of work-related injuries. The facility has also been recognized
as a Star Work Site under OSHA’s Voluntary Protection Program. The keys to
this stellar performance are training, prevention and promotion.
13
we are
n
drivetrain
i
t
d i
4
14
automatic transmission components
friction clutch modules
transmission control modules
dual clutch transmission technology
active torque management
four-wheel drive systems
TOYOTA CAMRY
HYUNDAI SANTA FE
FORD F-150
CADILLAC SRX
AUDI TT
15
1100x00x
e
u
q
r
o
T
t
e
n
v
i
t
c
A
r
e
t
n
I
e
m
e
g
a
n
a
M
Better traction and improved stability are benefits of this
patented technology that electronically senses front-wheel slip-
page, and instantaneously transfers power from front to rear axles
and from side to side. Our electronically controlled systems are
more than 100 times more responsive than mechanical systems.
ii
drivetrain
tt
dd ii
16
Exciting new technology offers drivers the convenience of an
automatic transmission with the efficiency and sportiness of
a manual transmission — up to 15% more fuel economy in
a responsive, fun-to-drive package. Just launched, the tech-
nology could capture 20% of the European market by 2015.
Volkswagen DSG with BorgWarner modules is shown.
c
i
n
o
r
T
l
a
u
D
1155%%
7700%%
Added automatic transmission speeds and the shift from compo-
nents to subsystems offer growth opportunities for BorgWarner. We
supply “shift quality” components and systems to all of the world’s
automatic transmission makers. By 2013, over 70% of vehicles
produced globally will have some type of automatic transmission.
s
m
e
t
s
y
S
y
t
i
l
a
u
Q
t
f
i
h
S
e
v
i
r
D
l
e
e
h
W
-
r
u
o
F
2266%%
The popularity of light trucks,
sport-utility and crossover
vehicles means continued
growth for BorgWarner, a
leading supplier of electronic
torque
four-wheel drive
management systems. The
market for these systems for
both rear-wheel and front-
wheel drive vehicles is expected
to grow 26% by 2008.
17
drivetrain g r o u p
drivetrain
we are arwe we arererre
Integrated Assemblies Ketsch, Germany
To meet the growing demand in Europe for automatic transmission
components and systems, integrated assembly techniques are core to
manufacturing in Ketsch. Almost 20% of European vehicles are now
produced with automatic transmissions.
Tooling Savings Seneca, SC, USA
Combining expert machining and engineering experiences, this Seneca
team achieved a greater than 60% reduction in scrap and improved tooling
savings by more than 80%. The operation has doubled productivity and signifi-
cantly improved quality and cost in the production of all-wheel drive systems.
18
making it happen
making it happen
aking it happen
ppeapp
k n o w - h o w
p a s s i o n
i n n o v a t i o n
Balanced Investment Muncie, IN, USA
Producing complete four-wheel drive systems in a tough competitive envi-
ronment requires creativity and flexibility in investing for new programs and
maintaining existing business. The people of Muncie are focused on the
challenge to provide quality products to customers while improving returns
to shareholders.
Automation Flexibility Bellwood, IL, USA
With the flexibility to run several products, the automated clutch assembly
system developed by the Bellwood Team provides value-added assembly,
integrated quality assurance and product tracking features. Machine flexibility
benefits customers, enabling faster and more frequent product enhancements.
19
>>
1880
1901
1904
1909
Morse Equalizing Spring Company,
forerunner of Morse Chain, is founded.
Warner Gear is founded.
First products are differentials.
Borg & Beck is founded. Develops and
manufactures smooth shifting, durable
automotive clutches.
George and Earl Holley begin producing
carburetors.
First manual transmission is
manufactured by Warner Gear.
Silent automobile chain for chain-
driven front ends is developed
for Cadillac.
1964
1973
1983
1993
NSK-Warner joint venture is established
with NSK Limited to supply the rapidly
growing Japanese automotive industry.
A modern, full-time four-wheel drive
transfer case that incorporates Hy-Vo®
chain and a torque-biasing
differential is developed.
Lightweight Maji-Band® brake band
assembly is developed for automatic
transmissions.
We become a separate,
independent company.
2000
2001
2002
2003
The fi rst application of computer-
controlled all-wheel drive for
passenger cars and crossover
vehicles is introduced.
Fuel-effi cient DualTronic™
transmission technology is selected
for 2003 production by a major
European automaker.
The fi rst phases of major multi-year
contracts with Ford and Honda for
engine timing systems are launched.
Contracts for four-wheel drive
business are won with Honda and
Kia; the fi rst GM four-wheel drive
production is announced.
Company is organized into Engine and
Drivetrain Groups to spur collaboration
and growth.
DualTronic™ transmission
technology debuts on the Audi TT
and VW Golf R32.
Turbocharger technology advances
create new business opportunities
with VW/Audi, Peugeot, Ford and
Renault.
Demand for engine and four-wheel
drive systems drive record results.
10-year anniversary
we are
proud of our history of innovation
proud of our history of innovation
20
1928
Borg-Warner Corporation is formed.
Founding companies included Borg &
Beck, Marvel Carburetor, Warner Gear
and Mechanics Universal Joint.
Morse Chain joins the next year.
1936
1940
1950
1952
The Borg-Warner Indianapolis 500
Trophy makes its debut when
it is presented to race winner
Louis Meyer.
Warner Gear begins manufacturing
four-wheel drive transfer cases.
A three-speed, automatically shifted
transmission for passenger cars, the
Ford-O-Matic, is introduced.
Schwitzer turbocharger is introduced
at Indy 500.
AG KK&K develops turbochargers
in Germany.
1994
1996
1997
1998
1999
Morse Gemini™ chain system goes into
production and overhead camshaft
timing systems business is expanded
for V6 and V8 engines.
Production of Torque-on-Demand®
four-wheel drive transfer cases begins.
2004-2006
Fuel-effi cient engine and drivetrain
technology drives growth. $1.3 billion in
new business expected for 2004–2006.
Three automotive businesses are
acquired from Coltec Industries,
including Holley Automotive.
Ownership interest in German
turbocharger business is acquired.
Plastic air-induction modules are
produced for Chrysler vehicles.
Acquisitions expand turbocharger and
cooling systems growth platforms.
NSK-Warner introduces carbon-
impregnated friction materials for
transmissions in all Lexus V8 models.
Front-wheel drive/four-wheel drive
system is patented.
Four new cross-business programs are
launched. New concepts to automate
transmissions are developed.
more
innovations
to come
proud of our history of innovation
We celebrated our 10-year anniversary as a public company in 2003. A lot has changed since our first inventions for the emerging
automotive industry. Tin Lizzies. Tail Fins. Turbo Technology. What hasn’t changed is BorgWarner’s passion for innovation. Every day,
over 14,000 BorgWarner people continue on the journey to enhance the driving experience.
21
respect
for others
the power of
collaboration
we are
committed to our values
committed to our values
passion for
excellence
personal
integrity
responsibility to our
communities
While we’ve updated the words, our BorgWarner Beliefs embody those
timeless qualities that have always characterized the people of BorgWarner
and our daily dealings with each other, our customers and our communities.
23
Every day, millions of drivers throughout the world rely on BorgWarner
products. With a global reach nurtured by a local presence in 14 coun-
tries, we are addressing the universal needs for fuel efficiency, air quality
and vehicle reliability with solutions tailored to regional concerns.
20
Locations
13
Locations
10Locations
Americas
Asia
Europe
we are
everywhere there are roads
everywhere there are roads
24
Management’s Discussion and Analysis of Financial Condition and Results of Operations
BorgWarner Inc.
and Consolidated Subsidiaries
I NTR O D U CTI O N
BorgWarner Inc. and Consolidated Subsidiaries (the “Company”) is a leading
global supplier of highly engineered systems and components primarily for
powertrain applications. Our products help improve vehicle performance, fuel
efficiency, air quality and vehicle stability. They are manufactured and sold
worldwide, primarily to original equipment manufacturers (OEM) of passenger
cars, sport-utility vehicles, trucks and commercial transportation products. We
operate manufacturing facilities serving customers in the Americas, Europe and
Asia, and are an original equipment supplier to every major OEM in the world.
R ES U LTS O F O PER ATI O N S — 2 0 0 3 V S . 2 0 0 2 V S . 2 0 01
BorgWarner reported net earnings for 2003 of $174.9 million, or $6.40 per
diluted share. The Company’s net loss in 2002 was $119.1 million, or $(4.44) per
diluted share, which included an after-tax charge of $269.0 million or $10.02
per diluted share for the cumulative effect of an accounting change related to
goodwill. The 2002 net earnings before cumulative effect of accounting change
were $149.9 million or $5.58 per share. Net earnings in 2001 were $66.4 million
or $2.51 per diluted share.
Overall, our sales increased 12.4% from 2002 and increased 16.1% from 2001 to
2002. The main causes of the sales increase in 2003 were increased demand for
turbochargers, especially in Europe, increased volumes from new applications
particularly in the four-wheel drive area, and the impact of currency. The sales
increase in 2003 came in spite of a decrease in worldwide production, based
upon data from Ward’s Auto and LMC Automotive Services. As a comparison,
worldwide light vehicle production decreased 1.6% in 2003 and increased by
2.3% in 2002. North American production decreased 3.0% in 2003 and increased
5.7% in 2002. Japanese production decreased 0.7% in 2003 and increased by
3.8% in 2002. Western European production decreased 1.4% in 2003 and 1.5% in
2002. The effect of changing currency rates was also an impact in 2003. In 2003,
the increase in the Euro and other currencies added $161.9 million to sales and
$14.5 million to net income.
Earnings increased in 2003 due to increased volumes and applications, cur-
rency, lower interest rates, and a lower effective tax rate. The positive earnings
before cumulative effect of accounting change comparison for 2002 to 2001 was
due to increased sales, operating leverage, no goodwill amortization, lower
interest expense, and a lower tax rate.
Our outlook for 2004 is positive. It is anticipated that North American auto
production will be slightly better than 2003. Additionally, we have several
newer applications that will be launching or ramping up during 2004. Sales are
expected to grow assuming a flat to slightly positive global production rate, as
well as the continuation of several trends: continued shift in Europe to diesel
engines, which utilize turbochargers; continued shift in Europe to automatic
transmissions; continued popularity in the U.S. of four-wheel drive vehicles; and
continued shift from timing belts to timing chains. Each of these trends is posi-
tive for the Company. Assuming no major changes to the above assumptions,
the Company expects long-term growth rates in the target ranges of 8-11% for
revenues and 12-15% in net income.
Results By Operating Segment
The Company adopted Statement of Financial Accounting Standards (SFAS)
No. 142, “Goodwill and Other Intangible Assets,” effective January 1, 2002.
Accordingly, the segment EBIT table below only has goodwill amortization for
the year 2001 in the amount of $42.0 million. In 2003 and 2002, goodwill was
not amortized pursuant to SFAS No. 142. See Note Fourteen to the Consolidated
Financial Statements for further details on the Company’s implementation of
SFAS No. 142.
Net Sales
Year ended December 31,
Drivetrain
Engine
Divested operations and businesses held for sale
Inter-segment eliminations
Net sales
Earnings Before Interest and Taxes (EBIT)
Year ended December 31,
Drivetrain
Engine
Divested operations and businesses held for sale
Earnings before interest and taxes
millions of dollars
2003
2002
2001
$ 1,245.6
1,869.7
—
(46.1)
$3,069.2
$1,122.1
1,648.2
—
(39.2)
$2,731.1
$ 937.2
1,426.6
18.0
(30.2)
$2,351.6
millions of dollars
2003
2002
2001
$ 98.4
239.6
—
$338.0
$ 99.9
215.9
—
$315.8
$ 70.1
142.7
(0.2)
$212.6
The Drivetrain business’ revenue increased 11.0% from 2002 to 2003, but EBIT
declined 1.5% for the same period. The sales gains were due to four-wheel drive
transfer case programs with General Motors, increased sales of the Company’s
Interactive Torque Management™ all-wheel drive systems to Honda and Hyundai,
and steady demand for transmission components and systems, especially with
increased automatic transmission adoption in Europe. These sales gains were
offset by declines in European and North American automotive production. The
decrease in EBIT was due to start-up costs for the Company’s new DualTronic™
transmission product, including the opening of a new assembly facility in Europe.
Profitability also suffered from a less favorable product mix and an increase in
pension and retiree health care costs over the previous year.
0303
25
Management’s Discussion and Analysis of Financial Condition and Results of Operations
The Drivetrain business’ revenue increased 19.7% and EBIT increased 42.5%
from 2001 to 2002. The increase in sales was due to increased transfer case
volumes to Hyundai and Kia, as well as increased volumes of the Interactive
Torque Management system application for the Acura MDX and Honda Pilot.
Additionally, there were new transfer case applications for some GM vehicles.
The transmission products portion of the business saw sales increases due to a
combination of market conditions and new applications, both in North America
and overseas. The EBIT increase was due to higher volumes and cost controls.
We expect moderate growth from this segment in 2004. We anticipate transfer
case demand for four-wheel drive vehicles to remain strong. We also anticipate
increased adoption of automatic transmissions in Europe, and the start of a
sales ramp-up for our new DualTronic™ product. We anticipate a higher level of
EBIT due to higher volumes and a lower impact of start-up costs.
The Engine business’ 2003 revenue increased 13.4% over 2002 and EBIT increased
11.0% over the same period. This segment benefited from continued demand for
the Company’s turbochargers for European passenger cars and commercial
vehicles. This growth offset the chain and emissions portions of the group,
which experienced softness as a result of weaker auto production, particularly
in North America. The EBIT was impacted by increased productivity and produc-
tion in the turbocharger business, which translated into higher profitability. This
was partially offset by start up costs for Variable Cam Timing systems, which will
launch in 2004 and for new Korean operations.
The Engine business’ sales increased 15.5% and EBIT increased 51.3% from 2001
to 2002. The primary factors for the sales increase were increased usage of
turbochargers, particularly for European passenger cars; increased penetration
into non-North America markets, and an overall increase in light vehicle produc-
tion. The EBIT increase was due to higher volumes, better productivity, and no
goodwill amortization in 2002, compared to approximately $38 million in 2001.
The EBIT increase would have been higher, except for royalty expenses related
to the Honeywell agreement in 2002 discussed in more detail in the gross profit
section below.
For 2004, we anticipate continued growth for this business. We anticipate
further adoption of diesel engines in Europe, which will continue to increase
demand for turbochargers. We expect our market share for European passenger
car turbochargers will be flat to higher in 2004. We anticipate other portions of
this group to be slightly up as well, due to anticipated small increases in produc-
tion for North American light vehicles as well as medium and heavy trucks.
Divested operations and businesses held for sale includes the results of Fuel Systems,
which was sold in 2001. This business did not fit our strategic goals, and
we believe our resources are better spent on our core technologies in highly
engineered powertrain components and systems. The sale of the Fuel Systems
business did not result in a significant gain or loss. Divested operations and
businesses held for sale contributed sales of $18.0 million and EBIT of $(0.2)
million in 2001.
Corporate is the difference between calculated total Company EBIT and the
total from the segments and represents corporate headquarters expenses and
expenses not directly attributable to the individual segments and is offset by
equity in affiliate earnings. This net expense was $48.0 million in 2003, $44.3
million in 2002, and $26.5 million in 2001. The main reasons for the increase
from 2002 to 2003 is increased pension and post retirement health care costs
for discontinued operations, which are recorded at the corporate level. The
increase from 2001 to 2002 was due to a decrease in excess of earnings from
pension assets over U.S. pension costs of $5.3 million, and an increase in post-
retirement health benefits for previously discontinued operations. Corporate
headquarters expense was $22.6 million in 2003, $24.0 million in 2002, and
$20.5 million in 2001.
Our top ten customers accounted for approximately 77% of consolidated sales
in 2003, 2002, and 2001. Ford continues to be our largest customer with 23%
of consolidated sales in 2003, compared to 26% in 2002 and 30% in 2001.
DaimlerChrysler, our second largest customer, represented 17% of consolidated
sales in 2003, compared to 20% in 2002 and 21% in 2001; and General Motors
accounted for 12% in 2003, 2002, and 2001. No other customer accounted for
more than 10% of sales in any of the periods presented.
Over the past several years, our customers have continued to consolidate.
While we have reduced our dependence on Ford and DaimlerChrysler, we have
increased our sales to other global OEMs, bringing us more in line with custom-
ers’ share of global vehicle market.
Other Factors Affecting Results of Operations
The following table details our results of operations as a percentage of sales:
Year Ended December 31,
2003
2002
2001
Net sales
Cost of sales
Gross profit
Selling, general and administrative expenses
Goodwill amortization
Non-recurring charges
Other, net
Operating income
100.0%
80.9
19.1
10.3
—
—
—
8.8%
100.0%
79.7
20.3
11.1
—
—
—
9.2%
100.0%
80.4
19.6
10.6
1.8
1.2
(0.1)
6.1%
26
BorgWarner Inc.
and Consolidated Subsidiaries
Gross Profit for 2003 was 19.1%, down from 20.3% in 2002 and the 19.6% in
2001. The decrease in gross profit in 2003 was due to several factors, including
a change in sales mix and additional costs due to the ramp up of new programs.
The impact of sales mix was due to stronger sales growth in some of our lower
margin businesses such as turbochargers and transfer cases. Margins are lower
in these businesses due to a higher percentage of purchased content for these
products. Another mix impact in other businesses was a shift to more systems
versus components. The margins on complete systems are typically lower than
for a component. An example is in timing chains, where we are selling more com-
plete timing systems, which increases revenue, but decreases the gross profit
percentage. Another example was a lower percentage of aftermarket sales;
these sales did not grow as quickly as our direct sales, and aftermarket sales
typically carry a higher margin. The ramp-up of new programs also impacted
gross margins, and includes new facilities in Europe and Korea. The increase
from 2001 to 2002 was due mainly to higher volumes. We anticipate 2004 mar-
gins to be slightly higher than 2003 margins, as there should be a flattening out
of the sales mix impact. Additionally, spending on new programs and facilities
should increase at a slower rate than the projected sales increase.
Also impacting gross margins in 2003 and 2002 is the effect of a royalty agree-
ment the Company entered into with Honeywell International for certain variable
turbine geometry (VTG) turbochargers after a German court ruled in favor of
Honeywell in a patent infringement action. In order to continue shipping to its
OEM customers, the Company and Honeywell entered into two separate royalty
agreements, signed in July 2002 and June 2003, respectively. The June 2003
agreement runs through 2006 and calls for a minimum royalty to be paid over
stated volume levels, meaning the royalty will increase for any units sold above
the stated amounts in the royalty agreement.
The royalty agreement costs recognized under the agreement were $13.5 million
in 2002 and $23.2 million in 2003. These costs were all recognized as part of
cost of goods sold. It is anticipated that these costs will decrease in 2004 and
be at minimal levels in 2005 and 2006 as the Company’s primary customers
are anticipated to convert to the Company’s next generation VTG turbocharger
beginning in mid-2004.
The combination of price reductions to customers and cost increases for mate-
rial, labor, and overhead totaled approximately $86 million in 2003, compared
to $75 million in 2002 and $37 million in 2001. We were able to partially offset
the impact of these reductions by actively pursuing cost reductions from our
suppliers, making changes in product design and by using process technology
to remove cost and/or improve manufacturing capabilities.
Selling, general and administrative expenses (SG&A) as a percentage of sales
decreased to 10.3% from 11.1% in 2002 and 10.6% in 2001. While SG&A spending
in dollars increased slightly, we were able to slow that growth to a level below
the growth in sales. We were able to do this through cost controls, and leverag-
ing the existing infrastructure to support the increased sales.
Research and Development (R&D) is a major component of the Company’s SG&A
expenses. R & D spending was $118.2 million or 3.9% of sales in 2003, com-
pared to $109.1 million or 4.0% of sales in 2002, and $104.5 million or 4.4% of
sales in 2001. We have continued to increase our absolute spending in R & D,
although the growth rate has been somewhat lower than our sales growth rate.
We continue to invest in a number of cross-business R & D programs, as well as
a number of other key programs, all of which are necessary for short- and long-
term growth. Our long-term target for R & D spending is approximately 4% of
sales. We intend to maintain our commitment to R & D spending while continuing
to focus on controlling other SG&A costs.
Goodwill amortization was zero in 2003 and 2002 and $42.0 million in 2001. As
discussed more fully in Note Fourteen to the Consolidated Financial Statements,
the Company adopted the provisions of SFAS No. 142, “Goodwill and Other
Intangible Assets,” which discontinued the amortization of goodwill effective
January 1, 2002.
Non-recurring charges were $28.4 million in 2001. The 2001 non-recurring charges
primarily include adjustments to the carrying value of certain assets and liabili-
ties related to businesses acquired and disposed of over the past three years.
Of the $28.4 million of pretax charges in 2001, $5.0 million represented non-
cash charges. Approximately $3.3 million was spent in 2001, $8.4 million was
transferred to environmental reserves in 2001, $8.4 million was spent in 2002,
and $3.3 million was spent in 2003. The 2001 non-recurring charges included
$8.4 million of environmental remediation costs related to sold businesses and
$12.0 million of product quality costs for issues with products that were sold by
acquired businesses prior to acquisition, all of which have been corrected in the
currently produced products. The Company funded the total cash outlay of these
actions from operations.
0303
27
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Components of the non-recurring charges are detailed in the following table
and discussed further below.
Balance, January 1, 2001
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2001
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2002
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2003
millions of dollars
Asset
Exit costs
and other non-
write-downs recurring charges
Total
$ —
5.0
—
(5.0)
—
—
—
—
—
—
—
—
$ —
$ —
23.4
(11.7)
—
11.7
—
(8.4)
—
3.3
—
(3.3)
—
$ —
$ —
28.4
(11.7)
(5.0)
11.7
(8.4)
—
3.3
—
(3.3)
—
$ —
Other, net decreased to $0.1 million of income in 2003, from $0.9 million of
income in 2002 and $2.1 million in 2001.
Equity in affiliate earnings, net of tax increased by $0.6 million from 2002, and
increased by $4.6 million between 2002 and 2001. This line item is primarily
driven by the results of our 50% owned Japanese joint venture, NSK-Warner.
For more discussion of NSK-Warner, see Note 5 of the Consolidated Financial
Statements.
Interest expense, net decreased by $4.4 million in 2003 and decreased by
$10.1 million between 2002 and 2001. The decreases in 2003 and 2002 were
due to lower interest rates as well as lower debt levels, as we used cash
generated from operations to pay off debt. In 2003, our balance sheet debt
decreased $2.7 million, and we reduced the amount of securitized accounts
receivable sold by $40.0 million. In 2002, we paid down $90.3 million of bal-
ance sheet debt and reduced the amount of securitized accounts receivable
sold by $30.0 million. We took advantage of lower interest rates through the
use of interest rate swap arrangements described more fully in Note Seven
to the Consolidated Financial Statements. At the end of 2003, the amount of
debt with fixed interest rates was 44% of total debt, including the impact of
the interest rate swaps.
The provision for income taxes resulted in an effective tax rate for 2003 of 28.5%
compared with rates of 33.0% in 2002 and 36.1% for 2001. Our effective
tax rates have been lower than the standard federal and state tax rates
due to the realization of certain R&D and foreign tax credits; foreign rates,
which differ from those in the U.S.; and offset somewhat by non-deductible
expenses. The decrease in rates is also a result of certain changes in the
Company’s legal structure. In 2004, we anticipate a small increase in the
effective tax rate, due to a change in tax laws in certain countries in which
the Company operates.
LI Q U I D ITY A N D C A PITA L R ES O U R C ES
Net cash provided by operating activities of $306.9 million was primarily
used to fund $172.0 million of capital expenditures, reduce accounts receiv-
able financing by $40.0 million, pay $19.4 million of dividends to our share-
holders, and increase cash and cash equivalents by $76.5 million.
Operating Activities
Operating cash flow of $306.9 million is $45.5 million more than in 2002. The
$306.9 million consists of net income of $174.9 million, non-cash charges
of $210.5 million and is offset by a $78.5 million increase in net operating
assets and liabilities. Non-cash charges are primarily comprised of $161.3
million in depreciation and amortization.
Accounts receivable increased a total of $122.8 million, of which $32.4
million was due to currency. $40.0 million of the increase was due to the
reduction in securitized accounts receivable sold. The bulk of the remaining
increase was due to higher business levels, particularly in Europe. Certain of
our European customers tend to pay later than our North American custom-
ers. Additionally, one of our major North American customers made a one-
time change in payment terms that had a net effect of adding several days to
their payment terms.
Investing Activities
Net cash used in investing activities totaled $228.2 million, compared with
$130.0 million in the prior year. Capital spending totaling $172.0 million in
2003 was $33.6 million higher than in 2002. The impact of foreign exchange
rates year over year was $12.0 million of the $33.6 million increase.
Approximately 60% of the 2003 spending was related to expansion, with the
remainder for cost reduction and other purposes. Heading into 2004, we plan
to continue to spend on capital to support the launch of our new applications
and for cost reductions and productivity improvement projects. Our target
for capital spending is to be approximately 5.5% of sales.
28
The 2003 investing uses of cash includes $12.8 million of payments to
resolve a valuation dispute regarding the value of the turbocharger business
of Aktiengesellschaft Kühnle, Kopp & Kausch (AGKK&K). The valuation pay-
ment resulted from the settlement in 2003 of a lawsuit brought by certain
minority shareholders of AGKK&K related to the automotive turbocharger
business of AGKK&K, which the Company purchased from AGKK&K in 1998.
Since the settlement of the dispute, the Company has spent $14.4 million
to purchase additional shares of AGKK&K, an unconsolidated subsidiary of
the Company, which has been recorded as an “Investment in Business Held
for Sale” in the consolidated balance sheets. The Company also extended a
formal tender offer to purchase all of the outstanding common and preferred
shares of AGKK&K from the remaining shareholders.
Financing Activities and Liquidity
Stockholders’ equity increased by $279.0 million in 2003. The increase
was caused by net income of $174.9 million along with currency translation
adjustments of $67.8 million, stock option exercises of $39.3 million and
stock issuances to retirement plans of $12.9 million, offset by dividends of
$19.4 million, and purchase of treasury stock of $2.5 million. In relation to
the dollar, the currencies in foreign countries where we conduct business,
particularly the Euro, strengthened, causing the currency translation compo-
nent of other comprehensive income to increase in both 2003 and 2002.
Our total capitalization as of December 31, 2003 of $1,904.4 million is com-
prised of short-term debt of $10.0 million, long-term debt of $634.0 million
and stockholders’ equity of $1,260.4 million. Capitalization at December 31,
2002 was $1,628.1 million. During the year, we reduced our balance sheet
debt to capital ratio to 33.8% from 39.9% in 2002.
The Company has a $350 million revolving credit facility that extends until
July 21, 2005. Additionally, we also have $300 million available under a shelf
registration statement on file with the Securities and Exchange Commission
through which a variety of debt and/or equity instruments may be issued.
The Company also has access to the commercial paper market through an
accounts receivable securitization facility which is rolled over annually. From
a credit quality perspective, we have an investment grade credit rating of
BBB+ from Standard & Poor’s and Baa2 from Moody’s.
BorgWarner Inc.
and Consolidated Subsidiaries
The Company’s significant contractual obligation payments at December 31,
2003, are as follows:
Notes payable and
long-term debt
Other postretirement
benefitsa
Non-cancelable
operating leases
Minimum royalty
paymentsb
Total
millions of dollars
Total
2004
2005-2006
2007-2008
After 2008
$ 646.8
$ 10.0 $ 195.0
$ 12.4
$429.4
537.4
28.4
60.9
63.0
385.1
43.6
4.2
25.9
2.4
11.1
17.5
$1,245.3
16.0
$58.6
1.5
$283.3
—
$77.8
—
$825.6
(a) Other postretirement benefits includes anticipated contributions to cover expected benefit pay-
ments for other postretirement defined benefit plans. Since the timing and amount of payments
for pension plans is not certain for outgoing years, such payments have been excluded from this
table. The Company expects to contribute a total of $25 million to $30 million into all pension plans
during 2004. See Note Nine to the Consolidated Financial Statements for disclosures related to the
Company’s pension and other postretirement benefits.
(b) The minimum royalty payments are related to the Honeywell Royalty Agreement discussed more
fully in Note Thirteen to the Consolidated Financial Statements. The Company has other royalty
agreements that are based on sales volumes. These royalty agreements do not have minimum roy-
alty payments and are typically cancelable and have been excluded from the amounts in the table.
The Company does not have any long-term or fixed purchase obligations for
inventories.
The Company has a credit agreement that contains numerous financial
and operating covenants including, among others, covenants requiring the
Company to maintain certain financial ratios and restricting its ability to
incur additional indebtedness. The Company was in compliance with all cov-
enants at December 31, 2003.
We believe that the combination of cash from operations, cash balances, and
available credit facilities will be sufficient to satisfy our cash needs for our
current level of operations and our planned operations for the foreseeable
future. We will continue to balance our needs for internal growth, external
growth, debt reduction, dividends, and share repurchase.
Off Balance Sheet Arrangements
As of December 31, 2003, the accounts receivable securitization facility was
sized at $50 million and has been in place with its current funding partner
since January 1994. This facility sells accounts receivable without recourse.
0303
29
Management’s Discussion and Analysis of Financial Condition and Results of Operations
The Company has certain leases that are recorded as operating leases. Types
of operating leases include leases on the headquarters facility, vehicles,
and certain office equipment. The Company also has a lease obligation for
production equipment at one of it facilities. The total future lease obligation
for this production equipment at the end of 2003 was $26.6 million. See Note
Thirteen to the Consolidated Financial Statements for more information on
operating leases, including future minimum payments.
The Company has guaranteed the residual values of the leased machinery
and equipment. The guarantees extend through the maturity of the underly-
ing lease, which is in 2005. In the event the Company exercised its option not
to purchase the machinery and equipment, the Company has guaranteed a
residual value of $16.3 million. We do not believe we have any loss exposure
due to this guarantee.
Pension and Other Postretirement Benefits
Generally, the Company’s defined benefit pension plans are non-contribu-
tory. The Company’s policy is to fund its pension plans in accordance with
applicable U.S. and UK government regulations and to make additional con-
tributions when management deems it appropriate. At December 31, 2003,
all legal funding requirements had been met. The company contributed $17.1
million to its pension plans in 2003 and $11.7 million in 2002. The Company
expects to contribute a total of $25 million to $30 million in 2004.
Funded status is derived by subtracting the value of the projected benefit obli-
gation at December 31, 2003 from the end of year fair value of plan assets.
The funded status of the pension benefits deteriorated from $(119.6) million
at the end of 2002 to $(142.2) million at the end of 2003. The decline was
primarily due to actuarial losses of $55.0 million and interest cost of $28.0
million, offset by positive returns on plan assets of $68.0 million and com-
pany contributions of $17.1 million.
Other postretirement benefits primarily consist of postretirement health care
benefits. The Company funds these benefits as retiree claims are incurred.
Other post retirement benefits had a funded status of $(537.4) million at the
end of 2003, and $(446.5) million at the end of 2002. The change was primar-
ily due to actuarial losses of $89.2 million.
A primary factor in the actuarial losses in all plans was a decline in the
interest rate assumptions used to calculate the ending liabilities for each of
the plans. The Company believes it will be able to fund the requirements of
these plans through cash generated from operations or other sources for the
foreseeable future.
OTH ER M ATTER S
Environmental/Contingencies
The Company and certain of its current and former direct and indirect cor-
porate predecessors, subsidiaries and divisions have been identified by
the United States Environmental Protection Agency and certain state envi-
ronmental agencies and private parties as potentially responsible parties
(PRPs) at various hazardous waste disposal sites under the Comprehensive
Environmental Response, Compensation and Liability Act (Superfund) and
equivalent state laws and, as such, may presently be liable for the cost of
clean-up and other remedial activities at 43 such sites. Responsibility for
clean-up and other remedial activities at a Superfund site is typically shared
among PRPs based on an allocation formula.
Based on information available to us, which in most cases, includes: an esti-
mate of allocation of liability among PRPs; the probability that other PRPs,
many of whom are large, solvent public companies, will fully pay the cost
apportioned to them; currently available information from PRPs and/or federal
or state environmental agencies concerning the scope of contamination and
estimated remediation costs; remediation alternatives; estimated legal fees;
and other factors, we have established a reserve for indicated environmental
liabilities with a balance at December 31, 2003 of approximately $19.6 million.
We expect this amount to be expended over the next three to five years.
The Company believes that none of these matters, individually or in the
aggregate, will have a material adverse effect on its financial condition or
future operating results, generally either because estimates of the maximum
potential liability at a site are not large or because liability will be shared
with other PRPs, although no assurance can be given with respect to the
ultimate outcome of any such matter.
In connection with the sale of Kuhlman Electric Corporation, we agreed
to indemnify the buyer and Kuhlman Electric for certain environmental
liabilities relating to the past operations of Kuhlman Electric. During 2000,
Kuhlman Electric notified us that it discovered potential environmental
contamination at its Crystal Springs, Mississippi plant while undertaking an
expansion of the plant.
The Company has been working with the Mississippi Department of
Environmental Quality and Kuhlman Electric to investigate the extent of
and remediate the contamination. The investigation revealed the presence
of polychlorinated biphenyls (PCBs) in portions of the soil at the plant and
neighboring areas. Clean-up began in 2000 and is continuing. Kuhlman
Electric and others, including the Company, have been sued in several
30
related lawsuits that claim personal and property damage. We have moved
to be dismissed from some of these lawsuits.
We believe that the reserve for environmental liabilities is sufficient to cover
any potential liability associated with this matter. However, due to the nature
of environmental liability matters, there can be no assurance that the actual
amount of environmental liabilities will not exceed the amount reserved.
Critical Accounting Policies
The Consolidated Financial Statements are prepared in conformity with
accounting principles generally accepted in the United States of America.
The preparation of these financial statements requires the use of estimates,
judgments and assumptions that affect the reported amounts of assets and
liabilities at the date of the financial statements and the reported amounts
of revenues and expenses during the periods presented. In preparing these
financial statements, management has made its best estimates and judg-
ments of certain amounts included in the financial statements, giving due
consideration to materiality. The significant accounting principles which
management believes are the most important to aid in fully understanding
our financial results are included below. Management also believes that all
of the accounting policies are important to investors. Therefore, the Notes to
the Consolidated Financial Statements provide a more detailed description
of these and other accounting policies of the Company.
Revenue Recognition
The Company recognizes revenue upon shipment of product when title and
risk of loss pass to the customer. Although the Company may enter into long-
term supply agreements with its major customers, each shipment of goods
is treated as a separate sale and the price is not fixed over the life of the
agreements.
Sales of Receivables
The Company securitizes and sells certain receivables through third party
financial institutions without recourse. The amount sold can vary each
month based on the amount of underlying receivables. In the fourth quarter
of 2003, the Company reduced the maximum size of the facility from $90
million to $50 million.
Impairment of Long-Lived Assets
The Company periodically reviews the carrying value of its long-lived assets
held and used and assets to be disposed of, including other intangible
BorgWarner Inc.
and Consolidated Subsidiaries
assets, when events and circumstances warrant such a review. This review
is performed using estimates of future cash flows. If the carrying value of a
long-lived asset is considered impaired, an impairment charge is recorded
for the amount by which the carrying value of the long-lived asset exceeds
its fair value. Management believes that the estimates of future cash flows
and fair value assumptions are reasonable; however, changes in estimates of
such cash flows and fair value could affect the evaluations.
Goodwill
The Company annually reviews its goodwill for impairment in the fourth quar-
ter of each year for all of its reporting units or when events and circumstances
warrant such a review. This review requires us to make significant assump-
tions and estimates about the extent and timing of future cash flows, discount
rates, and growth rates. The cash flows are estimated over a significant future
period of time, which makes those estimates and assumptions subject to an
even higher degree of uncertainty. We also utilize market valuation models
and other financial ratios, which require us to make certain assumptions and
estimates regarding the applicability of those models to our assets and busi-
nesses. We believe that the assumptions and estimates used to determine the
estimated fair values of each of our reporting units are reasonable. However,
different assumptions could materially affect the estimated fair value.
Product Warranty
Provisions for estimated expenses related to product warranty are made at
the time products are sold. These estimates are established using histori-
cal information about the nature, frequency, and average cost of warranty
claims as related to the warranty provisions of our sales agreements with
customers. We actively study trends of warranty claims and take action to
improve product quality and minimize warranty claims. We believe that the
warranty accrual is appropriate; however, actual claims incurred could differ
from the original estimates, requiring adjustments to the reserve.
Other Loss Reserves
The Company has numerous other loss exposures, such as environmental
claims, workers’ compensation claims, litigation, recoverability of assets,
and loan and accounts receivable reserves. Establishing loss reserves for
these matters requires the use of estimates and judgment in regards to the
risk exposure and ultimate liability. We estimate losses under the programs
using consistent and appropriate methods; however, changes to our assump-
tions could materially affect our recorded liabilities for loss.
0303
31
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Pension and Other Postretirement Benefits
The Company provides postretirement benefits to a substantial portion of its
employees. Costs associated with postretirement benefits include pension
and postretirement health care expenses for employees, retirees and surviv-
ing spouses and dependents. The Company’s employee pension and postre-
tirement heath care expenses are dependent on management’s assumptions
used by actuaries in calculating such amounts. These assumptions include
discount rates, health care cost trend rates, inflation, long-term return on plan
assets, retirement rates, mortality rates and other factors. Health care cost
trend assumptions are developed based on historical cost data, the near-term
outlook, and an assessment of likely long-term trends. The inflation assump-
tion is based on an evaluation of external market indicators. Retirement and
mortality rates are based primarily on actual plan experience.
The Company’s approach to establishing the discount rate is based upon
corporate bond indices. In the United States, the discount rate assumption is
based upon the Moody’s Aa Corporate Bond Index as of December 31, 2003,
rounded up or down to the nearest 25 basis points. Based on this approach,
at December 31, 2003, the Company lowered the discount rate for its U.S.
pension and other benefit plans to 6.00% from 6.75% at December 31,
2002. For the UK plans, the discount rate assumption is based on the iBoxx
AA rated bonds, and rounded up or down to the nearest 25 basis points. At
December 31, 2003, the discount rate used was 5.25%. For other locations,
similar indices and methods are used.
The Company determines its expected return on plan asset assumptions
by evaluating both historical returns as well as estimates of future returns.
Specifically, the Company analyzed the average historical broad market
returns for various periods of time over the past 100 years for equities and
over a 30-year period for fixed income securities, and adjusted the computed
amount for any expected changes in the long-term outlook for the equity and
fixed income markets. The Company’s expected return on assets was based
on expected equity and fixed income returns weighted by the percentage of
assets allocated to each plan. The Company’s estimate of the long-term rate
of return on assets for its U.S. pension is 8.75% for 2003 and 2002. The rate
was 9.50% for 2001. The Company does not anticipate a change in the long-
term rate of return on asset for pension benefits in 2004. For the UK plan, the
expected return is based upon the relative weight of equity and debt invest-
ments, and the recent performance of those investments. The Company’s
estimate of the long-term rate of return on assets for its UK pension is 6.75%
for 2003, 7.0% for 2002, and 6.5% for 2001.
See Note Nine to the Consolidated Financial Statements for more information
regarding costs and assumptions for employee retirement benefits.
New Accounting Pronouncements
In June 2001, the Financial Accounting Standards Board (“FASB”) issued
Statement of Financial Accounting Standards (“SFAS”) No. 143, “Accounting
for Asset Retirement Obligations.” This standard requires that legally
enforceable and unavoidable obligations related to asset retirements be rec-
ognized as an increase in the carrying amount of the related long-term asset
when incurred. The Company adopted SFAS No. 143 on January 1, 2003. The
adoption of this standard did not have any impact on the Company’s results
of operations, financial condition or cash flows.
In June 2002, the FASB issued SFAS No. 146, “Accounting for Costs Associated
with Exit or Disposal Activities.” This standard requires companies to recog-
nize costs associated with exit or disposal activities when they are incurred
rather than at the date of a commitment to an exit or disposal plan. Examples
of costs covered by the standard include lease termination costs and certain
employee severance costs that are associated with a restructuring, discon-
tinued operation, plant closing, or other exit or disposal activity. SFAS No.
146 is to be applied prospectively to exit or disposal activities initiated after
December 31, 2002. The Company adopted SFAS No. 146 on January 1, 2003,
which did not have a material impact on the Company’s results of operations,
financial position or cash flows.
In November 2002, the FASB issued Interpretation (“FIN”) No. 45 “Guarantor’s
Accounting and Disclosure Requirements for Guarantees, Including Indirect
Guarantees of Indebtedness to Others,” which expands previously issued
accounting guidance and disclosure requirements for certain guarantees. FIN
No. 45 requires the Company to recognize an initial liability for fair value of an
obligation assumed by issuing a guarantee. The provision for initial recogni-
tion and measurement of the liability will be applied on a prospective basis
to guarantees issued or modified after December 31, 2002. The adoption
of FIN No. 45 on January 1, 2003 did not have any impact on the Company’s
financial position, operating results or liquidity and resulted in additional
disclosures in the Company’s Consolidated Financial Statements.
In December 2002, the FASB issued SFAS No. 148, “Accounting for Stock-
Based Compensation—Transition and Disclosure—an amendment of FASB
Statement No. 123.” This Statement amends FASB Statement No. 123 to
32
provide alternative methods of transition for a voluntary change to the fair
value based method of accounting for stock-based employee compensation
and amends the disclosure requirements to require prominent disclosures in
both annual and interim financial statements about the method of account-
ing for stock-based employee compensation and the effect of the method
used on reported results. The Company adopted SFAS No. 148 January 1,
2003, and selected to continue to account for stock-based compensation in
accordance with Accounting Principles Board Opinion No. 25, “Accounting of
Stock Issued to Employees.” The Company has provided the required disclo-
sure in Note One to the Consolidated Financial Statements.
In January 2003, the FASB issued FIN No. 46, “Consolidation of Variable
Interest Entities,” which was revised in December 2003. FIN No. 46 requires
that the assets, liabilities and results of the activity of variable interest entities
be consolidated into the financial statements of the entity that has the control-
ling financial interest. FIN No. 46 also provides the framework for determining
whether a variable interest entity should be consolidated based on voting
interest or significant financial support provided to it. For the Company, this
Interpretation, as revised, is effective January 1, 2004. The Company is in
the process of evaluating the adoption of FIN No. 46 and the impacts on the
Company’s results of operations, financial position or cash flows.
In December 2003, the FASB issued a revised SFAS No. 132, “Employer’s
Disclosures About Pensions and Other Postretirement Benefits.” SFAS
No. 132 changes employers’ disclosures about pension plans and other post-
retirement benefits and requires additional disclosures about assets, obliga-
tions, cash flows and net periodic benefit cost. The Statement is effective for
annual and interim periods ended after December 15, 2003. The Company
adopted SFAS No. 132 as of December 31, 2003, resulting in additional dis-
closures in the Company’s Consolidated Financial Statements. See Note Nine
of the Notes to Consolidated Financial Statements.
In April 2003, the FASB issued SFAS No. 149, “Amendment of Statement
133 on Derivative Instruments and Hedging Activities,” which amends and
clarifies accounting and reporting for certain derivative instruments. The
Company adopted this Statement effective July 1, 2003 and currently reports
cash received from, or paid to, derivative contracts consistent with the
underlying assets on its Statement of Cash Flow.
In May 2003, the FASB issued SFAS No. 150, “Accounting for Certain
Financial Instruments with Characteristics of both Liabilities and Equity,”
which establishes standards for how an issuer classifies and measures
BorgWarner Inc.
and Consolidated Subsidiaries
certain financial instruments with characteristics of both liabilities and
equity. The Company adopted this Statement effective October 1, 2003. This
Statement had no impact on the Company’s results of operations, financial
condition, and cash flows.
In January 2004, the FASB issued FASB Staff Position (“FSP”) No. 106-1,
“Accounting Disclosure Requirements Related to the Medicare Prescription
Drug, Improvement, and Modernization Act of 2003.” FSP No. 106-1 permits
a sponsor to make a one-time election to defer accounting for the effects of
the Medicare Prescription Drug, Improvement and Modernization Act of 2002
(the Act). The Act, signed into law in December, 2003, establishes a prescrip-
tion drug benefit under Medicare (Medicare Part D) and a federal subsidy to
sponsors of retiree health care benefit plans that provide a benefit that is at
least actuarially equivalent to Medicare Part D. The Act introduces two new
features to Medicare that must be considered when measuring accumulated
postretirement benefit costs. The new features include a subsidy to the plan
sponsors that is based on 28% of an individual beneficiary’s annual prescrip-
tion drug costs between $250 and $5,000 and an opportunity for a retiree
to obtain a prescription drug benefit under Medicare. The Act is expected to
reduce the Company’s net postretirement benefit costs.
The Company has elected to defer the adoption of FSP No. 106-1 due to lack of
specific accounting guidance. Therefore, the net post retirement benefit costs
disclosed in the Consolidated Financial Statements do not reflect the impact of
the Act on the plans. The deferral will continue to apply until specific authorita-
tive accounting guidance for the federal subsidy is issued. Authoritative guid-
ance on the accounting for the federal subsidy is pending and, when issued,
could require information previously reported in the Company’s Consolidated
Financial Statements to change. The Company is currently investigating the
impacts of FSP No. 106-1’s initial recognition, measurement and disclosure
provisions on its Consolidated Financial Statements.
Qualitative and Quantitative Disclosure About Market Risk
The Company’s primary market risks include fluctuations in interest rates
and foreign currency exchange rates. We are also affected by changes in the
prices of commodities used or consumed in our manufacturing operations.
Some of our commodity purchase price risk is covered by supply agree-
ments with customers and suppliers. Other commodity purchase price risk
is addressed by hedging strategies, which include forward contracts. We do
not engage in any derivative instruments for purposes other than hedging
specific risks.
0303
33
Management’s Discussion and Analysis of Financial Condition and Results of Operations
We have established policies and procedures to manage sensitivity to inter-
est rate, foreign currency exchange rate and commodity purchase price risk,
which include monitoring the level of exposure to each market risk.
Interest Rate Risk
Interest rate risk is the risk that we will incur economic losses due to adverse
changes in interest rates. Our earnings exposure related to adverse move-
ments in interest rates is primarily derived from outstanding floating rate debt
instruments that are indexed to floating money market rates. A 10% increase
or decrease in the average cost of our variable rate debt would result in a
change in pre-tax interest expense for 2003 of approximately $1.0 million, and
$0.5 million in 2002.
We also measure interest rate risk by estimating the net amount by which
the fair value of all of our interest rate sensitive assets and liabilities would
be impacted by selected hypothetical changes in market interest rates. Fair
value is estimated using a discounted cash flow analysis. Assuming a hypo-
thetical instantaneous 10% change in interest rates as of December 31, 2003,
the net fair value of these instruments would increase by approximately
$26.8 million if interest rates decreased and would decrease by approxi-
mately $24.5 million if interest rates increased. Our interest rate sensitivity
analysis assumes a parallel shift in interest rate yield curves. The model,
therefore, does not reflect the potential impact of changes in the relationship
between short-term and long-term interest rates. Interest rate sensitivity at
December 31, 2002, measured in a similar manner, was slightly greater than
at December 31, 2003.
Foreign Currency Exchange Rate Risk
Foreign currency risk is the risk that we will incur economic losses due to
adverse changes in foreign currency exchange rates. Currently, our most
significant currency exposures relate to the Euro, the British pound, the
Canadian dollar, and the Japanese Yen. We mitigate our foreign currency
exchange rate risk principally by establishing local production facilities in
markets we serve, by invoicing customers in the same currency as the source
of the products and by funding some of our investments in foreign markets
through local currency loans and cross currency swaps. Such non-U.S. dollar
debt was $184.0 million as of December 31, 2003 and $152.0 million as of
December 31, 2002. We also monitor our foreign currency exposure in each
country and implement strategies to respond to changing economic and
political environments. In addition, the Company periodically enters into
forward currency contracts in order to reduce exposure to exchange rate risk
related to transactions denominated in currencies other than the functional
currency. In the aggregate, our exposure related to such transactions was
not material to our financial position, results of operations or cash flows in
both 2003 and 2002.
Commodity Price Risk
Commodity price risk is the risk that we will incur economic losses due to
adverse changes in the cost of raw materials used in the production of our
products. Commodity forward and option contracts are executed to offset
our exposure to the potential change in prices mainly for various non-ferrous
metals and natural gas consumption used in the manufacturing of automo-
tive components. As of December 31, 2003, and 2002, we had contracts with
a total notional value of $1.1 and $0.1 million, respectively.
D I S C LO S U R E R EG A R D I N G FO R WA R D - LO O K I N G STATEM ENTS
Statements contained in this Management’s Discussion and Analysis of
Financial Condition and Results of Operations may contain forward-looking
statements as contemplated by the 1995 Private Securities Litigation Reform
Act that are based on management’s current expectations, estimates and
projections. Words such as “expects,” “anticipates,” “intends,” “plans,”
“believes,” “estimates,” variations of such words and similar expressions
are intended to identify such forward-looking statements. Forward-looking
statements are subject to risks and uncertainties, which could cause actual
results to differ materially from those projected or implied in the forward-
looking statements. Such risks and uncertainties include: fluctuations in
domestic or foreign automotive production, the continued use of outside
suppliers, fluctuations in demand for vehicles containing BorgWarner prod-
ucts, general economic conditions, as well as other risks detailed in the
Company’s filings with the Securities and Exchange Commission, including
the Cautionary Statements filed as Exhibit 99.1 to the Form 10-K for the fiscal
year ended December 31, 2003.
34
Management’s Responsibility
for Consolidated Financial Statements
Independent
Auditors’ Report
The information in this report is the responsibility of management. BorgWarner
Inc. and Consolidated Subsidiaries (the “Company”) has in place reporting
guidelines and policies designed to ensure that the statements and other infor-
mation contained in this report present a fair and accurate financial picture of
the Company. In fulfilling this management responsibility, we make informed
judgments and estimates conforming with accounting principles generally
accepted in the United States of America.
The accompanying Consolidated Financial Statements have been audited by
Deloitte & Touche LLP, independent auditors. Management has made available
all the Company’s financial records and related information deemed necessary by
Deloitte & Touche LLP. Furthermore, management believes that all representations
made by it to Deloitte & Touche LLP during its audit were valid and appropriate.
Management is responsible for maintaining a comprehensive system of inter-
nal control through its operations that provides reasonable assurance that
assets are protected from improper use, that material errors are prevented or
detected within a timely period and that records are sufficient to produce reli-
able financial reports. The system of internal control is supported by written
policies and procedures that are updated by management as necessary. The
system is reviewed and evaluated regularly by the Company’s internal auditors
as well as by the independent auditors in connection with their annual audit of
the financial statements. The independent auditors conduct their evaluation
in accordance with auditing standards generally accepted in the United States
of America and perform such tests of transactions and balances as they deem
necessary. Management considers the recommendations of its internal auditors
and independent auditors concerning the Company’s system of internal control
and takes the necessary actions that are cost-effective in the circumstances.
Management believes that, as of December 31, 2003, the Company’s system of
internal control was adequate to accomplish the objectives set forth in the first
sentence of this paragraph.
The Company’s Finance and Audit Committee, composed entirely of directors of
the Company who are not employees, meets periodically with the Company’s
management and independent auditors to review financial results and pro-
cedures, internal financial controls and internal and external audit plans and
recommendations. In carrying out these responsibilities, the Finance and Audit
Committee and the independent auditors have unrestricted access to each other
with or without the presence of management representatives.
Timothy M. Manganello
President and Chief Executive Officer
William C. Cline
Vice President and Controller
February 27, 2004
To The Board of Directors and Stockholders of BorgWarner Inc.:
We have audited the consolidated balance sheets of BorgWarner Inc. and
Consolidated Subsidiaries (the “Company”) as of December 31, 2003 and
2002, and the related consolidated statements of operations, cash flows, and
stockholders’ equity for each of the three years in the period ended December
31, 2003. These financial statements are the responsibility of the Company’s
management. Our responsibility is to express an opinion on these financial
statements based on our audits.
We conducted our audits in accordance with auditing standards generally
accepted in the United States of America. Those standards require that we
plan and perform the audit to obtain reasonable assurance about whether the
consolidated financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and
disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by management, as
well as evaluating the overall financial statement presentation. We believe that
our audits provide a reasonable basis for our opinion.
In our opinion, such consolidated financial statements present fairly, in all
material respects, the financial position of BorgWarner Inc. and Consolidated
Subsidiaries at December 31, 2003 and 2002, and the results of their opera-
tions and their cash flows for each of the three years in the period ended
December 31, 2003 in conformity with accounting principles generally accepted
in the United States of America.
As discussed in Note Fourteen to the Consolidated Financial Statements, effec-
tive January 1, 2002, the Company adopted Statement of Financial Accounting
Standards (SFAS) No. 142, “Goodwill and Other Intangibles,” and accordingly,
discontinued the amortization of goodwill to conform to the provisions of this
standard. Note Fourteen provides transitional disclosures regarding the impact
of the adoption of SFAS No. 142.
Chicago, Illinois
February 27, 2004
0303
35
Consolidated Statements of Operations
Year Ended December 31,
Net sales - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cost of sales - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Gross profit - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Selling, general and administrative expenses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Goodwill amortization - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Other, net - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Non-recurring charges - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Operating income - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Equity in affiliate earnings, net of tax - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Interest expense and finance charges - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Earnings before income taxes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Provision for income taxes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Minority interest, net of tax - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings before cumulative effect of accounting change - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cumulative effect of change in accounting principle, net of tax - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings/(loss) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings/(loss) per share – Basic
Net earnings per share before cumulative effect of accounting change - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cumulative effect of accounting change - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings/(loss) per share - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings/(loss) per share – Diluted
Net earnings per share before cumulative effect of accounting change - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cumulative effect of accounting change - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings/(loss) per share - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Average shares outstanding (thousands)
Basic - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Diluted - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
2003
$3,069.2
2,482.5
586.7
316.9
—
(0.1)
—
269.9
(20.1)
33.3
256.7
73.2
8.6
174.9
—
$ 174.9
$ 6.46
—
$ 6.46
$ 6.40
—
$ 6.40
27,058
27,302
See Accompanying Notes to Consolidated Financial Statements.
millions of dollars, except per share amounts
2002
$2,731.1
2,176.5
554.6
303.5
—
(0.9)
—
252.0
(19.5)
37.7
233.8
77.2
6.7
149.9
(269.0)
$ (119.1)
$ 5.63
(10.10)
$ (4.47)
$ 5.58
(10.02)
$ (4.44)
26,625
26,854
2001
$2,351.6
1,890.8
460.8
249.7
42.0
(2.1)
28.4
142.8
(14.9)
47.8
109.9
39.7
3.8
66.4
—
$ 66.4
$ 2.52
—
$ 2.52
$ 2.51
—
$ 2.51
26,315
26,463
36
Consolidated Balance Sheets
December 31,
A s s e t s
Cash and cash equivalents - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Receivables - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Inventories - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Deferred income taxes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Investment in business held for sale - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Prepayments and other current assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total current assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Land - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Buildings - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Machinery and equipment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Capital leases - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Construction in progress - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Less accumulated depreciation - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net property, plant and equipment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Tooling, net of amortization - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Investments and advances - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Goodwill - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Deferred income taxes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Other noncurrent assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total other assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total assets - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Li a b i l i t i e s a n d S t o c k h o l d e rs’ Eq u i t y
Notes payable and current portion of long-term debt - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Accounts payable and accrued expenses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Income taxes payable - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total current liabilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Long-term debt - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Long-term liabilities:
Retirement-related liabilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Other - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total long-term liabilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Minority interest in consolidated subsidiaries - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Commitments and contingencies - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Capital stock:
Preferred stock, $.01 par value; authorized shares: 5,000,000; none issued - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Common stock, $.01 par value; authorized shares: 50,000,000; issued shares: 2003, 27,614,927
and 2002, 27,398,891; outstanding shares: 2003, 27,578,595; 2002, 26,580,004 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Non-voting common stock, $.01 par value; authorized shares: 25,000,000; none issued and outstanding - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Capital in excess of par value - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Retained earnings - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Management shareholder notes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Accumulated other comprehensive income/(loss) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Common stock held in treasury, at cost: 2003, 36,332 shares; 2002, 818,887 shares - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total stockholders’ equity - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Total liabilities and stockholders’ equity - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
See Accompanying Notes to Consolidated Financial Statements.
BorgWarner Inc.
and Consolidated Subsidiaries
millions of dollars
2003
2002
0303
$ 113.1
414.9
201.3
32.8
32.0
30.5
824.6
42.3
327.4
1,216.0
2.8
77.2
1,665.7
680.4
985.3
90.5
177.3
852.0
—
109.2
1,229.0
$3,038.9
$ 10.0
460.3
—
470.3
634.0
503.0
154.0
657.0
17.2
—
—
0.3
—
756.3
491.3
—
14.0
(1.5)
1,260.4
$3,038.9
$ 36.6
292.1
180.3
25.5
14.2
31.9
580.6
40.6
288.0
1,060.0
2.7
76.5
1,467.8
572.9
894.9
82.0
153.1
827.0
37.1
108.2
1,207.4
$2,682.9
$ 14.4
435.6
1.2
451.2
632.3
478.3
125.2
603.5
14.5
—
—
0.3
—
737.7
335.8
(2.0)
(54.5)
(35.9)
981.4
$2,682.9
37
Consolidated Statements of Cash Flows
Year Ended December 31,
2003
2002
2001
millions of dollars
$ 174.9
$(119.1)
$ 66.4
Operating
Net earnings/(loss) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Adjustments to reconcile net earnings/(loss) to net cash flows from operations:
Non-cash charges (credits) to operations:
Depreciation - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Goodwill amortization - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Amortization of tooling - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Non-cash non-recurring charges - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cumulative effect of change in accounting principle, net of tax - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Employee retirement benefits - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Deferred income tax provision - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Other, principally equity in affiliate earnings - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net earnings adjusted for non-cash charges - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Changes in assets and liabilities, net of effects of divestitures:
Increase in receivables - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
(Increase) decrease in inventories - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
(Increase) decrease in prepayments - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Increase (decrease) in accounts payable and accrued expenses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Increase (decrease) in income taxes payable - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net change in other long-term assets and liabilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net cash provided by operating activities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Investing
Capital expenditures - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Tooling outlays, net of customer reimbursements - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net proceeds from asset disposals - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Proceeds from sale of businesses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Tax refunds related to businesses sold - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Payments for businesses acquired, net of cash acquired - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Investment in business held for sale - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net cash used in investing activities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Financing
Net decrease in notes payable - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Additions to long-term debt - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Reductions in long-term debt - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Payments for purchase of treasury stock - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Proceeds from stock options exercised - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Dividends paid - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net cash used in financing activities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Effect of exchange rate changes on cash and cash equivalents - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net increase in cash and cash equivalents - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cash and cash equivalents at beginning of year - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Cash and cash equivalents at end of year - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Supplemental Cash Flow Information
Net cash paid/(refunded) during the year for:
124.5
—
36.8
—
—
12.9
40.0
(3.7)
385.4
(90.4)
(9.1)
7.3
(0.3)
(0.2)
14.2
306.9
(172.0)
(42.4)
8.0
5.4
—
(12.8)
(14.4)
(228.2)
(5.5)
0.3
(16.1)
(2.5)
39.3
(19.4)
(3.9)
1.7
76.5
36.6
$ 113.1
Interest - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Income taxes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
$ 34.5
24.4
Non-cash financing transactions:
Issuance of common stock for Executive Stock Performance Plan - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
$ 3.3
38
See Accompanying Notes to Consolidated Financial Statements.
108.1
—
29.3
—
269.0
20.8
30.4
(4.1)
334.4
(67.4)
(29.3)
(3.4)
(14.7)
14.1
27.7
261.4
(138.4)
(27.7)
12.3
3.3
20.5
—
—
(130.0)
(22.8)
2.3
(85.3)
(18.1)
9.8
(16.0)
(130.1)
2.4
3.7
32.9
$ 36.6
$ 39.5
(11.0)
$ 1.2
104.2
42.0
23.7
5.0
—
19.8
3.1
(25.9)
238.3
(48.6)
10.1
0.1
23.0
(12.7)
27.6
237.8
(140.9)
(42.0)
6.5
14.4
—
(3.3)
—
(165.3)
(16.5)
34.0
(64.3)
(0.7)
2.8
(15.8)
(60.5)
(0.5)
11.5
21.4
$ 32.9
$ 50.2
28.1
$ 1.1
Consolidated Statements of Stockholders’ Equity
BorgWarner Inc.
and Consolidated Subsidiaries
millions of dollars
Number of Shares
Stockholders’ Equity
Issued
common
stock
Common
stock in
treasury
Issued
common
stock
Capital in
excess of
par value
Management
shareholder
notes
Treasury
stock
Accumulated
other
Retained comprehensive
income/(loss)
earnings
0303
Comprehensive
income/(loss)
Balance, January 1, 2001 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Purchase of treasury stock - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Dividends declared - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Management shareholder notes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under stock option plans - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under executive stock plan - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Kuhlman shares retired - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Net income - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Adjustment for minimum pension liability - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Currency translation adjustment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Balance, December 31, 2001 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Purchase of treasury stock - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Dividends declared - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under stock option plans - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under executive stock plan - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under retirement savings plans - - - - - - - - - - - - - - - - - - - - - - - - -
Net loss - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Adjustment for minimum pension liability - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Currency translation adjustment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Balance, December 31, 2002 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Purchase of treasury stock - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Dividends declared - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Management shareholder notes - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under stock option plans - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under executive stock plan - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Shares issued under retirement savings plans - - - - - - - - - - - - - - - - - - - - - - - - -
Net income - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Adjustment for minimum pension liability - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Currency translation adjustment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Balance, December 31, 2003 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
See Accompanying Notes to Consolidated Financial Statements.
27,040,492
—
—
—
—
(524)
—
—
—
27,039,968
—
—
—
—
358,923
—
—
—
27,398,891
—
—
—
—
—
216,036
—
—
—
(815,209)
(15,000)
—
—
129,550
25,860
—
—
—
—
(674,799)
(385,000)
—
217,632
23,280
—
—
—
—
(818,887)
(41,930)
—
—
758,604
65,881
—
—
—
—
$0.3
—
—
—
—
—
—
—
—
—
$0.3
—
—
—
—
—
—
—
—
$0.3
—
—
—
—
—
—
—
—
—
$715.7
—
—
—
—
—
—
—
—
—
$715.7
—
—
0.9
0.3
20.8
—
—
—
$737.7
—
—
—
5.3
0.4
12.9
—
—
—
$(33.3)
(0.7)
—
—
5.3
1.1
—
—
—
—
$(27.6)
(18.1)
—
8.9
0.9
—
—
—
—
$(35.9)
(2.5)
—
—
34.0
2.9
—
—
—
—
27,614,927
(36,332)
$0.3
$756.3
$(1.5)
$(2.5)
—
—
0.5
—
—
—
—
—
—
$(2.0)
—
—
—
—
—
—
—
—
$(2.0)
—
—
2.0
—
—
—
—
—
—
$ —
$422.9
—
(15.8)
—
(2.5)
(0.1)
—
66.4
—
—
$470.9
—
(16.0)
—
—
—
(119.1)
—
—
$335.8
—
(19.4)
—
—
—
—
174.9
—
—
$(16.0)
—
—
—
—
—
—
—
(18.7)
(18.4)
$(53.1)
—
—
—
—
—
—
(42.3)
40.9
$(54.5)
—
—
—
—
—
—
—
0.7
67.8
—
—
—
—
—
—
—
$ 66.4
(18.7)
(18.4)
$ 29.3
—
—
—
—
$ (119.1)
(42.3)
40.9
$(120.5)
—
—
—
—
—
$ 174.9
0.7
67.8
$491.3
$14.0
$243.4
39
Notes to Consolidated Financial Statements
INTRODUCTION
BorgWarner Inc. and Consolidated Subsidiaries (the “Company”) is a lead-
ing global supplier of highly engineered systems and components primarily
for powertrain applications. These products are manufactured and sold
worldwide, primarily to original equipment manufacturers of passenger cars,
sport-utility vehicles, trucks, commercial transportation products and indus-
trial equipment. Our products fall into two reportable operating segments:
Drivetrain and Engine.
NOT E11 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The following paragraphs briefly describe significant accounting policies.
Use of estimates The preparation of financial statements in conformity with
accounting principles generally accepted in the United States of America
requires management to make estimates and assumptions. These estimates
and assumptions affect the reported amounts of assets and liabilities and
disclosure of contingent assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the
reporting period. Actual results could differ from those estimates.
Principles of consolidation The consolidated financial statements include all sig-
nificant majority-owned subsidiaries. All significant intercompany accounts
and transactions have been eliminated in consolidation. Certain prior amounts
have been reclassified to conform to the current year presentation.
Cash and cash equivalents Cash and cash equivalents are valued at cost, which
approximates market. It is the Company’s policy to classify investments with
original maturities of three months or less as cash and cash equivalents.
Accounts receivable The Company securitizes and sells certain receivables
through third party financial institutions without recourse. The amount sold
can vary each month based on the amount of underlying receivables. In
the fourth quarter of 2003, the Company reduced the maximum size of the
facility from $90 million to $50 million. During the year ended December 31,
2003, total cash proceeds from sales of accounts receivable were $1,010.0
million, and the amount of receivables sold ranged from $50 to $90 mil-
lion at any time during the year. The Company paid a servicing fee of $1.3
million, $2.5 million, and $6.5 million in 2003, 2002, and 2001, respec-
tively, related to these receivables. These amounts are recorded in interest
40
expense and finance charges in the Consolidated Statements of Operations.
At December 31, 2003, the Company had sold $50 million of receivables
under a Receivables Transfer Agreement for face value without recourse. At
December 31, 2002, the amount sold was $90 million.
Inventories Inventories are valued at the lower of cost or market. Cost of U.S.
inventories is determined by the last-in, first-out (LIFO) method, while the
foreign operations use the first-in, first-out (FIFO) method. Inventory held by
U.S. operations was $97.1 million in 2003 and $96.0 million in 2002. Such
inventories, if valued at current cost instead of LIFO, would have been greater
by $3.6 million in both 2003 and 2002.
Property, plant and equipment and depreciation Property, plant and equipment
are valued at cost less accumulated depreciation. Expenditures for mainte-
nance, repairs and renewals of relatively minor items are generally charged
to expense as incurred. Renewals of significant items are capitalized.
Depreciation is computed generally on a straight-line basis over the esti-
mated useful lives of the assets. Useful lives for buildings range from 15 to
40 years and useful lives for machinery and equipment range from 3 to 12
years. For income tax purposes, accelerated methods of depreciation are
generally used.
Goodwill and other intangible assets The Company adopted SFAS No. 142,
“Goodwill and Other Intangible Assets,” effective January 1, 2002. Under
SFAS No. 142, goodwill is no longer amortized; however, it must be tested
for impairment at least annually. Amortization continues to be recorded for
other intangible assets with definite lives. See Note Fourteen for further
details on the adoption of SFAS No. 142.
The Company had intangible assets with a cost of $14.7 million, less accumu-
lated amortization of $8.7 million and $7.6 million at December 31, 2003 and
2002, respectively. The intangible assets are being amortized on a straight-
line basis over their legal lives, which range from 10 to 15 years. Annual
amortization expense recognized was $1.1 million in each of the years 2003,
2002, and 2001. The estimated future annual amortization expense for each
of the successive years 2004 through 2008 is $1.1 million.
Revenue recognition The Company recognizes revenue upon shipment of prod-
uct when title and risk of loss pass to the customer. Although the Company
may enter into long-term supply agreements with its major customers, each
shipment of goods is treated as a separate sale and the price is not fixed over
the life of the agreements.
Financial instruments Financial instruments consist primarily of investments
in cash, short-term securities, receivables and debt securities, and obliga-
tions under accounts payable, accrued expenses and debt instruments. The
Company believes that the fair value of the financial instruments approxi-
mates the carrying value, except as noted in Note Six.
The Company received corporate bonds with a face value of $30.3 million as
partial consideration for the sales of Kuhlman Electric and Coleman Cable in
1999. These bonds were recorded at their fair market value of $12.9 million
using valuation techniques that considered cash flows discounted at current
market rates and management’s best estimates of credit quality. In 2001, the
sale agreement with Coleman Cable was finalized, resulting in the exchange
of the corporate bonds along with a purchase price receivable, for $3 million
in cash and a $2 million note, which was collected in 2002. The fair value of
the remaining Kuhlman Electric bonds was estimated to be $8.8 million at
December 31, 2003 and December 31, 2002. The contractual maturities of
these bonds is October 2007.
Foreign currency The financial statements of foreign subsidiaries are trans-
lated to U.S. dollars using the period-end exchange rate for assets and liabil-
ities and an average exchange rate for each period for revenues, expenses,
and capital expenditures. The local currency is the functional currency for
substantially all the Company’s foreign subsidiaries. Translation adjust-
ments for foreign subsidiaries are recorded as a component of accumulated
other comprehensive income in stockholders’ equity.
Product warranties The Company provides warranties on some of its products.
The warranty terms are typically from one to three years. Provisions for esti-
mated expenses related to product warranty are made at the time products
are sold. These estimates are established using historical information about
the nature, frequency, and average cost of warranty claims. Management
actively studies trends of warranty claims and takes action to improve
vehicle quality and minimize warranty claims. Management believes that
the warranty reserve is appropriate; however, actual claims incurred could
differ from the original estimates, requiring adjustments to the reserve. The
reserve is represented in both long-term and short-term liabilities on the
balance sheet.
BorgWarner Inc.
and Consolidated Subsidiaries
Below is a table that shows the activity in the warranty accrual accounts:
Beginning balance
Provisions
Payments
Ending balance
millions of dollars
2003
2002
$23.7
12.4
(7.4)
$28.7
$ 19.5
14.2
(10.0)
$ 23.7
2001
$16.5
18.3
(15.3)
$19.5
Classified in the Consolidated Balance Sheets as:
Accounts payable and accrued expenses
Other long-term liability
$ 17.6
$ 11.1
$ 14.4
$ 9.3
$14.1
$ 5.4
Derivative financial instruments The Company recognizes that certain normal
business transactions generate risk. Examples of risks include exposure to
exchange rate risk related to transactions denominated in currencies other
than the functional currency, changes in cost of major raw materials and
supplies, and changes in interest rates. It is the objective and responsibility
of the Company to assess the impact of these transaction risks, and offer
protection from selected risks through various methods including financial
derivatives. All derivative instruments held by the Company are designated
as hedges, have high correlation with the underlying exposure and are
highly effective in offsetting underlying price movements. Accordingly,
gains and losses from changes in derivative fair values are matched with
the underlying transactions. The Company does not engage in any derivative
instruments for purposes other than hedging specific risk.
Stock-based compensation SFAS No. 123, “Accounting for Stock-Based Com-
pensation” and SFAS No. 148, “Accounting for Stock-Based Compensation
—Transition and Disclosure,” encourage, but do not require, companies to
record compensation cost for stock-based employee compensation plans at
fair value. The Company has chosen to continue to account for stock-based
compensation in accordance with Accounting Principles Board Opinion (APB)
No. 25, “Accounting for Stock Issued to Employees,” and related interpreta-
tions. Accordingly, no compensation cost has been recognized for fixed stock
options because the exercise prices of the stock options equal the market
value of the Company’s common stock at the date of grant. Further disclosure
about the Company’s stock compensation plans can be found in Note Ten.
The following table illustrates the effect on the Company’s net income (loss)
and earnings (loss) per share if the Company had applied the fair value rec-
ognition provision of SFAS No. 123.
0303
41
Notes to Consolidated Financial Statements
Net earnings/(loss), as reported
Add: Stock-based employee compensation expense
millions of dollars,
except per share amounts
2003
2002
2001
$174.9
$(119.1)
$66.4
included in net income, net of income tax
2.7
4.5
3.6
Deduct: Total stock-based employee
compensation expense determined under
fair value based method for all awards, net
of income tax
Pro forma net earnings/(loss)
Net earnings/(loss) per share:
Basic – as reported
Basic – pro forma
Diluted – as reported
Diluted – pro forma
(7.7)
$169.9
(10.7)
$(125.3)
(7.8)
$62.2
$ 6.46
$ 6.28
$ 6.40
$ 6.22
$ (4.47)
$ (4.71)
$ (4.44)
$ (4.67)
$2.52
$2.36
$ 2.51
$ 2.35
New accounting pronouncements In June 2001, the Financial Accounting Standards
Board (“FASB”) issued Statement of Financial Accounting Standards (“SFAS”)
No. 143, “Accounting for Asset Retirement Obligations.” This standard
requires that legally enforceable and unavoidable obligations related to
asset retirements be recognized as an increase in the carrying amount of the
related long-term asset when incurred. The Company adopted SFAS No. 143
on January 1, 2003. The adoption of this standard did not have any impact on
the Company’s results of operations, financial condition or cash flows.
In June 2002, the FASB issued SFAS No. 146, “Accounting for Costs Associated
with Exit or Disposal Activities.” This standard requires companies to recog-
nize costs associated with exit or disposal activities when they are incurred
rather than at the date of a commitment to an exit or disposal plan. Examples
of costs covered by the standard include lease termination costs and certain
employee severance costs that are associated with a restructuring, dis-
continued operation, plant closing, or other exit or disposal activity. SFAS
No. 146 is to be applied prospectively to exit or disposal activities initiated
after December 31, 2002. The Company adopted SFAS No. 146 on January 1,
2003, which did not have a material impact on the Company’s results of
operations, financial position or cash flows.
In November 2002, the FASB issued Interpretation (“FIN”) No. 45 “Guarantor’s
Accounting and Disclosure Requirements for Guarantees, Including Indirect
Guarantees of Indebtedness to Others,” which expands previously issued
accounting guidance and disclosure requirements for certain guarantees.
42
FIN No. 45 requires the Company to recognize an initial liability for fair value
of an obligation assumed by issuing a guarantee. The provision for initial
recognition and measurement of the liability will be applied on a prospec-
tive basis to guarantees issued or modified after December 31, 2002. The
adoption of FIN No. 45 on January 1, 2003 did not have any impact on the
Company’s financial position, operating results or liquidity and resulted in
additional disclosures in the Company’s Consolidated Financial Statements.
In December 2002, the FASB issued SFAS No. 148, “Accounting for Stock-
Based Compensation—Transition and Disclosure—an amendment of FASB
Statement No. 123.” This Statement amends FASB Statement No. 123 to
provide alternative methods of transition for a voluntary change to the fair
value based method of accounting for stock-based employee compensation
and amends the disclosure requirements to require prominent disclosures in
both annual and interim financial statements about the method of account-
ing for stock-based employee compensation and the effect of the method
used on reported results. The Company adopted SFAS No. 148 January 1,
2003, and selected to continue to account for stock-based compensation in
accordance with Accounting Principles Board Opinion No. 25, “Accounting of
Stock Issued to Employees.” The Company has provided the required disclo-
sure in Note One to the Consolidated Financial Statements.
In January 2003, the FASB issued FIN No. 46, “Consolidation of Variable
Interest Entities,” which was revised in December 2003. FIN No. 46 requires
that the assets, liabilities and results of the activity of variable interest entities
be consolidated into the financial statements of the entity that has the control-
ling financial interest. FIN No. 46 also provides the framework for determining
whether a variable interest entity should be consolidated based on voting
interest or significant financial support provided to it. For the Company, this
Interpretation, as revised, is effective January 1, 2004. The Company is in
the process of evaluating the adoption of FIN No. 46 and the impacts on the
Company’s results of operations, financial position or cash flows.
In December 2003, the FASB issued a revised SFAS No. 132, “Employer’s
Disclosures About Pensions and Other Postretirement Benefits.” SFAS
No. 132 changes employers’ disclosures about pension plans and other post-
retirement benefits and requires additional disclosures about assets, obliga-
tions, cash flows and net periodic benefit cost. The Statement is effective for
annual and interim periods ended after December 15, 2003. The Company
adopted SFAS No. 132 as of December 31, 2003, resulting in additional dis-
closures in the Company’s Consolidated Financial Statements. See Note Nine
of the Notes to Consolidated Financial Statements.
In April 2003, the FASB issued SFAS No. 149, “Amendment of Statement
133 on Derivative Instruments and Hedging Activities,” which amends and
clarifies accounting and reporting for certain derivative instruments. The
Company adopted this Statement effective July 1, 2003 and currently reports
cash received from, or paid to, derivative contracts consistent with the
underlying assets on its Statement of Cash Flow.
In May 2003, the FASB issued SFAS No. 150, “Accounting for Certain
Financial Instruments with Characteristics of both Liabilities and Equity,”
which establishes standards for how an issuer classifies and measures
certain financial instruments with characteristics of both liabilities and
equity. The Company adopted this Statement effective October 1, 2003. This
Statement had no impact on the Company’s results of operations, financial
condition, and cash flows.
In January 2004, the FASB issued FASB Staff Position (“FSP”) No. 106-1,
“Accounting Disclosure Requirements Related to the Medicare Prescription
Drug, Improvement, and Modernization Act of 2003.” FSP No.106-1 permits
a sponsor to make a one-time election to defer accounting for the effects of
the Medicare Prescription Drug, Improvement and Modernization Act of 2002
(the Act). The Act, signed into law in December, 2003, establishes a prescrip-
tion drug benefit under Medicare (Medicare Part D) and a federal subsidy to
sponsors of retiree health care benefit plan s that provide a benefit that is at
least actuarially equivalent to Medicare Part D. The Act introduces two new
features to Medicare that must be considered when measuring accumulated
postretirement benefit costs. The new features include a subsidy to the plan
sponsors that is based on 28% of an individual beneficiary’s annual prescrip-
tion drug costs between $250 and $5,000 and an opportunity for a retiree
to obtain a prescription drug benefit under Medicare. The Act is expected to
reduce the Company’s net postretirement benefit costs.
The Company has elected to defer the adoption of FSP No. 106-1 due to lack of
specific accounting guidance. Therefore, the net post retirement benefit costs
disclosed in the Consolidated Financial Statements do not reflect the impact of
the Act on the plans. The deferral will continue to apply until specific authorita-
tive accounting guidance for the federal subsidy is issued. Authoritative guid-
ance on the accounting for the federal subsidy is pending and, when issued,
could require information previously reported in the Company’s Consolidated
Financial Statements to change. The Company is currently investigating the
impacts of FSP No. 106-1’s initial recognition, measurement and disclosure
provisions on its Consolidated Financial Statements.
N O T E22 RESEARCH AND DEVELOPMENT COSTS
BorgWarner Inc.
and Consolidated Subsidiaries
0303
The Company spent approximately $118.2 million, $109.1 million, and $104.5
million in 2003, 2002 and 2001, respectively, on research and development
(R&D) activities included in selling, general, and administrative expenses in
the Consolidated Statements of Operations. Not included in these amounts
were customer-sponsored R&D activities of approximately $22.3 million,
$14.2 million, and $20.0 million in 2003, 2002, and 2001, respectively.
N O T E33 OTHER INCOME
Items included in other income consist of:
Year Ended December 31,
Gains on sales of business
Interest income
Loss on asset disposals, net
Other
N O T E44 INCOME TAXES
millions of dollars
2003
$ 0.5
0.8
(1.7)
0.5
$ 0.1
2002
$ —
1.7
(1.5)
0.7
$ 0.9
2001
$ —
1.4
(0.2)
0.9
$ 2.1
Earnings before taxes and provision for taxes consist of:
millions of dollars
2003
Non-
U.S.
U.S.
Total
U.S.
2002
Non-
U.S.
Total
U.S.
2001
Non-
U.S.
Total
Earnings before
taxes
$99.0 $157.7 $256.7 $ 150.7 $83.1 $233.8 $ 23.3 $86.6 $109.9
Income taxes:
Current:
Federal/
foreign
State
Deferred
Total income
$18.5 $13.1 $31.6 $ 11.1 $10.6 $21.7 $ 9.8 $24.7 $34.5
2.1
36.6
3.1
—
14.2 10.6
7.6
44.8
2.1
—
11.9 24.7
1.1
2.0
3.1
24.8
52.4
1.6
33.2
40.0
1.6
20.1
18.5
—
13.1
21.5
3.1
taxes
$38.6 $34.6 $73.2 $59.0 $18.2 $77.2 $13.9 $25.8 $39.7
43
Notes to Consolidated Financial Statements
The analysis of the variance of income taxes as reported from income taxes
computed at the U.S. statutory rate for consolidated operations is as follows:
Income taxes at U.S. statutory rate of 35%
Increases (decreases) resulting from:
Income from non-U.S. sources
Business tax credits, net
Affiliate earnings
Non-temporary differences and other
Income taxes as reported
millions of dollars
2003
2002
$ 89.8
$ 81.8
(16.0)
(1.7)
(7.0)
8.1
$ 73.2
(6.8)
(4.7)
(6.8)
13.7
$ 77.2
2001
$38.5
(0.1)
(7.2)
(5.2)
13.7
$39.7
Following are the gross components of deferred tax assets and liabilities as
of December 31, 2003 and 2002:
Year Ended December 31,
Deferred tax assets — current:
Foreign tax credits
Research and development credits
Employee related
Warranties
Other
Net deferred tax asset — current
Deferred tax assets — noncurrent:
Pension and other postretirement benefits
Other comprehensive income
Employee related
Goodwill
Litigation and environmental
Other
Deferred tax liabilities — noncurrent:
Fixed assets
Net deferred tax asset/(liability) — noncurrent
millions of dollars
2003
2002
$ 7.1
7.6
5.8
5.7
6.6
$ 32.8
$ 90.4
33.1
8.7
13.9
7.9
1.0
155.0
$ 8.4
3.0
5.5
4.7
3.9
$ 25.5
$ 90.3
31.7
10.1
26.0
8.9
5.1
172.1
163.8
135.0
$ (8.8)
$ 37.1
The foreign tax credits of $5.4 million and $1.7 million will expire in 2007 and
2008, respectively. The R&D tax credit carryforward of $4.3 million and $3.3
million will expire in 2022 and 2023, respectively.
44
No deferred income taxes have been provided on undistributed earnings of
certain foreign subsidiaries totaling $69.1 million and $59.2 million in 2003
and 2002, respectively, as the amounts are essentially permanent in nature.
Any such potential liability would be substantially offset by foreign tax cred-
its with respect to such undistributed foreign earnings.
N O T E55 BALANCE SHEET INFORMATION
Detailed balance sheet data are as follows:
December 31,
Receivables:
Customers
Other
Gross receivables
Less allowance for losses
Net receivables
Inventories:
Raw material
Work in progress
Finished goods
Total inventories
Investments and advances:
NSK-Warner
Other
Total investments and advances
Other noncurrent assets:
Deferred pension assets
Other
Total other noncurrent assets
Accounts payable and accrued expenses:
Trade payables
Payroll and related
Insurance
Warranties
Non-recurring charges
Other
Total accounts payable and accrued expenses
Other long-term liabilities:
Environmental reserves
Deferred income taxes
Other
Total other long-term liabilities
millions of dollars
2003
2002
$374.6
46.0
420.6
5.7
$414.9
$ 95.5
65.1
40.7
$201.3
$ 172.1
5.2
$ 177.3
$ 90.8
18.4
$109.2
$300.0
63.7
24.0
17.6
—
55.0
$460.3
$247.9
49.3
297.2
5.1
$292.1
$ 85.3
57.6
37.4
$180.3
$148.3
4.8
$ 153.1
$ 91.0
17.2
$108.2
$257.0
70.9
26.1
14.4
3.3
63.9
$435.6
$ 19.6
8.8
125.6
$154.0
$ 20.3
—
104.9
$125.2
Dividends and other payments received from affiliates accounted for under
the equity method totaled $9.7 million in 2003, $8.4 million in 2002, and
$8.9 million in 2001.
The Company has a 50% interest in NSK-Warner, a joint venture based in Japan
that manufactures automatic transmission components. The Company’s
share of the earnings or losses reported by NSK-Warner is accounted for
using the equity method of accounting. NSK-Warner has a fiscal year-end of
March 31. The Company’s equity in the earnings of NSK-Warner consists of
the 12 months ended November 30 so as to reflect earnings on as current a
basis as is reasonably feasible.
Following are summarized financial data for NSK-Warner, translated using
the ending or periodic rates as of and for the years ended November 30,
2003, 2002 and 2001:
Balance sheets:
Current assets
Noncurrent assets
Current liabilities
Noncurrent liabilities
Statements of operations:
Net sales
Gross profit
Net income
millions of dollars
2003
2002
2001
$210.7
173.3
108.8
14.8
$ 176.0
151.0
85.2
10.7
$356.5
71.4
34.5
$303.8
69.8
34.0
$ 125.3
133.5
62.9
7.5
$300.4
61.8
25.2
The equity of NSK-Warner as of November 30, 2003, was $260.3 million and
there was no debt.
N O T E66 NOTES PAYABLE AND LONG-TERM DEBT
Following is a summary of notes payable and long-term debt. The weighted
average interest rate on all borrowings for 2003 and 2002 was 4.9% and
5.2%, respectively.
0303
BorgWarner Inc.
and Consolidated Subsidiaries
millions of dollars
2003
2002
Current
Long-
Term
Current
Long-
Term
$ 2.9 $ 42.5 $ 8.0 $ 40.4
7.1
31.4
6.4
31.5
—
139.4
—
139.3
—
164.7
—
164.9
—
133.9
—
134.2
—
122.0
$10.0 $634.0 $14.4 $632.3
122.1
—
December 31,
Bank borrowings and other
Term loans due through 2011 (at an average rate
of 3.3% in 2003 and 3.1% in 2002; and 3.4% at
December 31, 2003)
7% Senior Notes due 2006, net of unamortized
discount ($139 million converted to floating rate of
2.9% by interest rate swap at December 31, 2003)
6.5% Senior Notes due 2009, net of unamortized
discount ($100 million converted to floating rate of
3.3% by interest rate swap at December 31, 2003)
8% Senior Notes due 2019, net of unamortized
discount ($75 million converted to floating rate of
3.8% by interest rate swap at December 31, 2003)
7.125% Senior Notes due 2029, net of
unamortized discount
Total notes payable and long-term debt
Annual principal payments required as of December 31, 2003 are as follows
(in millions of dollars):
2004
2005
2006
2007
2008
after 2008
Total payments
Less: Unamortized discounts
Total
$ 10.0
35.7
159.3
6.2
6.2
429.4
646.8
(2.8)
$644.0
The Company has a revolving credit facility which provides for borrowings up
to $350 million through July, 2005. At December 31, 2003, there were no bor-
rowings outstanding and no obligations under standby letters of credit under
the facility. At December 31, 2002, there were no borrowings and $7.1 million
of obligations under standby letters of credit outstanding under the facility.
The credit agreement contains numerous financial and operating covenants
including, among others, covenants requiring the Company to maintain certain
financial ratios and restricting its ability to incur additional indebtedness. The
Company was in compliance with all covenants at December 31, 2003.
45
Notes to Consolidated Financial Statements
N O T E77 FINANCIAL INSTRUMENTS
The Company’s financial instruments include cash and cash equivalents,
trade receivables payable, and notes payable. Due to the short-term nature
of these instruments the book value approximates fair value. The Company’s
financial instruments also include long-term debt, interest rate and currency
swaps, commodity forward and option contracts, and foreign currency for-
ward contracts.
As of December 31, 2003 and 2002, the estimated fair values of the
Company’s senior unsecured notes totaled $635.0 million and $610.7 million,
respectively. The estimated fair values were $74.9 million higher in 2003,
and $50.3 million higher in 2002, than their respective carrying values. Fair
market values are developed by the use of estimates obtained from brokers
and other appropriate valuation techniques based on information available
as of year-end. The fair value estimates do not necessarily reflect the values
the Company could realize in the current markets.
The Company has entered into interest rate and currency swaps to manage
interest rate and foreign currency risk. A summary of these instruments out-
standing at December 31, 2003 follows (currency in millions):
Interest rate swaps a
Fixed to floating
Fixed to floating
Fixed to floating
Cross currency swap
(matures in 2006)
Floating $
to floating ¥
Hedge Type
Notional
Amount Receive
Floating Interest
Rate Basis
Pay
Interest Ratesb
Fair value
Fair value
Fair value
$139
$100
7.0% 2.9% 6 month LIBOR+1.7%
3.3% 6 month LIBOR+2.1%
6.5%
$75 8.0% 3.8% 6 month LIBOR+2.6%
Investment
$100
¥12,192
2.2% —
—
6 mo. USD LIBOR+1.0%
1.3% 6 mo. JPY LIBOR+1.2%
(a) The maturity of the swaps corresponds with the maturity of the hedged item as noted in the debt
summary, unless otherwise indicated.
(b) Interest rates are as of December 31, 2003.
The ineffective portion of the swaps was not material. As of December 31,
2003, the fair value of the fixed to floating interest rate swaps was $11.5
million. Cross currency swaps were recorded at their fair value of $(4.2)
million. Fair value is based on quoted market prices for contracts with
similar maturities.
46
The Company also entered into certain commodity derivative instruments to
protect against commodity price changes related to forecasted raw material
and supplies purchases. The primary purpose of the commodity price hedg-
ing activities is to manage the volatility associated with these forecasted
purchases. The Company primarily utilizes forward and option contracts with
maturities of less than twelve months, which qualify as cash flow hedges.
These instruments are intended to offset the effect of changes in commodity
prices on forecasted purchases. As of December 31, 2003, the Company had
forward and option commodity contracts with a total notional value of $1.1
million and a favorable fair value of $0.1 million. There were no material com-
modity contracts outstanding as of December 31, 2002. The net gain (loss)
deferred in other comprehensive income which was $0 million, net of tax as
of December 31, 2003 and is anticipated to be reclassified into income in 2004
as the related inventories are sold. During 2003, 2002, and 2001, cash flow
hedge ineffectiveness of these contracts were not material. All commodity
forward contracts outstanding at December 31, 2003 will mature in 2004.
The Company uses foreign exchange forward contracts to hedge future
purchases of materials consumed in the production process, and the receiv-
ables related to sales through December 2005. Foreign currency contracts
require the Company, at a future date, to either buy or sell foreign currency
in exchange for primarily U.S. dollars, Euros, and British Pound Sterling.
Contracts outstanding as of December 31, 2003 will mature over the next
two years and had net sales contract notional amounts of $20.4 million and
66.8 million Euro and a fair value of $0.3 million. Contracts outstanding as
of December 31, 2002 had contract notional amounts of $21.9 million and
3.0 million Euro and a favorable fair value of $1.1 million. There was no net
gain (loss) deferred in other comprehensive income as of December 31, 2003.
Typically, this amount is reclassified into income as the related inventories
are sold.
N O T E88 NON-RECURRING CHARGES
Non-recurring charges of $28.4 million were incurred in the fourth quarter
of 2001. The charges primarily include adjustments to the carrying value of
certain assets and liabilities related to businesses acquired and disposed of
over the past three years. Of the $28.4 million of pretax charges, $5.0 million
represented non-cash charges. Approximately $3.3 million was spent in 2001,
$8.4 million was transferred to environmental reserves in 2001, $8.4 million
was spent in 2002, and $3.3 million was spent in 2003. The Company funded
the total cash outlay of these actions with cash flow from operations.
Components of the 2001 non-recurring charges are detailed in the following
table and discussed further below.
Balance, January 1, 2001
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2001
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2002
Provisions
Incurred
Non-cash write-offs
Balance, December 31, 2003
millions of dollars
Exit costs
and other
non-recurring
charges
$ —
23.4
(11.7)
—
$11.7
—
(8.4)
—
$ 3.3
—
(3.3)
—
$ —
Total
$ —
28.4
(11.7)
(5.0)
$ 11.7
—
(8.4)
—
$ 3.3
—
(3.3)
—
$ —
Asset
write-
downs
$ —
5.0
—
(5.0)
$ —
—
—
—
$ —
—
—
—
$ —
Exit costs and other non-recurring charges are primarily non-employee related
exit costs for certain non-production facilities the Company has previously
sold or no longer needs and non-recurring product quality related charges. The
2001 non-recurring charges include $8.4 million of environmental remediation
costs related to sold businesses and $12.0 million of product quality costs for
issues with products that were sold by acquired businesses prior to acquisi-
tion, all of which have been fixed in the currently produced products.
N O T E99 RETIREMENT BENEFIT PLANS
The Company has a number of defined benefit pension plans and other
postretirement benefit plans covering eligible salaried and hourly employ-
ees. The other postretirement benefit plans, which provide medical and life
insurance benefits, are unfunded plans. The measurement date for all plans
is December 31. The following provides a reconciliation of the plans’ benefit
obligations, plan assets, funded status and recognition in the Consolidated
Balance Sheets.
BorgWarner Inc.
and Consolidated Subsidiaries
millions of dollars
Pension
Benefits
Other
Postretirement
Benefits
2003
2002
2003
2002
0303
Change in benefit obligation:
Benefit obligation at beginning of year
Service cost
Interest cost
Plan participants’ contributions
Amendments
Net actuarial loss
Currency translation adjustment
Curtailments
Benefits paid
Benefit obligation at end of year
$ 443.1 $ 385.7 $ 446.5 $ 407.1
5.0
28.8
—
(2.3)
37.9
—
(0.5)
(29.5)
$ 533.6 $ 443.1 $ 537.4 $ 446.5
7.6
26.3
0.2
—
32.7
17.3
—
(26.7)
5.3
29.7
—
—
89.2
—
(0.8)
(32.5)
10.0
28.0
0.3
—
55.0
24.7
—
(27.5)
Change in plan assets:
Fair value of plan assets at beginning of year $ 323.5
68.0
Actual return on plan assets
17.1
Employer and other contributions
0.3
Plan participants’ contributions
10.0
Currency translation adjustment
(27.5)
Benefits paid
$ 391.4
Fair value of plan assets at end of year
$358.2
(27.7)
11.7
0.2
7.8
(26.7)
$ 323.5
Reconciliation of funded status:
Funded status (underfunded)
Unrecognized net actuarial loss
Unrecognized transition asset
Unrecognized prior service cost
Net amount recognized
Amounts recognized in the
consolidated balance sheets:
Prepaid benefit cost
Accrued benefit liability
Additional minimum liability
Intangible asset
Accumulated other comprehensive income
Net amount recognized
$(142.2) $(119.6) $(537.4) $(446.5)
131.4
—
(2.6)
$ 13.8 $ 34.3 $(325.3) $ (317.7)
214.4
—
(2.3)
142.9
(0.1)
11.1
146.4
0.2
9.4
$81.7
(67.9)
(103.3)
9.1
94.2
$ 13.8
$ 80.3 $ — $ —
(317.7)
(325.3)
—
—
—
—
—
—
$ 34.3 $(325.3) $ (317.7)
(46.0)
(106.0)
10.7
95.3
Total accumulated benefit obligation,
end of year
$ 511.1 $ 427.1
47
Notes to Consolidated Financial Statements
The funded status of pension plans included above with accumulated benefit
obligations in excess of plan assets at December 31 is as follows:
Accumulated benefit obligation
Plan assets
Deficiency
millions of dollars
2003
2002
$418.1
270.0
$148.1
$343.8
216.7
$ 127.1
The $148.1 million deficiency in 2003 consists of $56.7 million related to U.S.
plans, $30.0 million related to UK plans, $55.5 million related to German
plans, and $5.9 million related to Japanese plans. The 2002 deficiency of
$127.1 million consists of $60.7 million related to U.S. plans, $25.0 million
related to UK plans, and $41.4 million related to German plans.
The Company’s pension plan weighted average asset allocations at December
31, 2003 and 2002, and target allocations by asset category, are as follows:
Cash & cash equivalents and other
Fixed income securities
Equity securities
percent
2003
2002
3
33
64
5
41
54
Target
Allocation
0-10
30-45
50-70
The Company’s investment strategy is to maintain actual asset weightings
within a preset range of target allocations. The Company believes these
ranges represent an appropriate risk profile for the planned benefit pay-
ments of the plans based on the timing of the estimated benefit payments.
Within each asset category, separate portfolios are maintained for additional
diversification. Investment managers are retained within each asset category
to manage each portfolio against its benchmark. Each investment manager
has appropriate investment guidelines. In addition, the entire portfolio is
evaluated against a relevant peer group. The pension plans did not hold any
Company securities as investments as of December 31, 2003 and 2002.
The Company expects to contribute a total of $25 million to $30 million into
all of its pension plans during 2004.
48
millions of dollars
Pension
Benefits
Other
Postretirement
Benefits
2003
2002
2001
2003
2002
2001
$10.0 $ 7.6 $ 7.1
25.0
26.3
28.0
(32.1)
(30.7)
(26.4)
$ 5.3 $ 5.0 $ 4.4
25.0
28.8
29.7
—
—
—
Year ended December 31,
Components of net
periodic benefit cost:
Service cost
Interest cost
Expected return on plan assets
Amortization of unrecognized
transition asset
0.3
(0.2)
(0.1)
—
—
—
Amortization of unrecognized
prior service cost
Amortization of unrecognized
(gain)/loss
Settlement loss
Net periodic benefit cost
1.7
1.6
2.2
(0.2)
(0.1)
(0.1)
9.6
—
—
0.1
$ 23.2 $ 6.8 $ 2.2
2.2
—
5.9
—
—
—
$40.7 $37.7 $29.3
4.0
—
The Company’s weighted-average assumptions used as of December 31, in
determining the net periodic benefit cost and the benefit obligation liabilities
shown above were as follows:
Year ended December 31,
2003
2002
2001
2003
2002
2001
percent
Pension
Benefits
Other
Postretirement
Benefits
U.S. plans:
Discount rate
Rate of compensation increase
Expected return on plan assets
Foreign plans:
Discount rate
Rate of compensation increase
Expected return on plan assets 4.5-6.75
6.00
3.5
8.75
2.5-6.0 5.5-6.0 5.5-6.0
0.0-4.0 2.5-4.0 2.5-4.0
6.5
7.0
6.00
6.75
7.25
6.75
4.5
8.75
7.25
4.5
9.5
The return on assets assumption was developed through analysis of histori-
cal market returns, current market conditions, target allocations among asset
classes and past experience. Overall, it was projected that the funds could
achieve an 8.75% net return over time, based upon the targeted asset alloca-
tion. This assumes no benefit from manager selection strategies.
The estimated future benefit payments for the pension and other post retire-
ment benefits are as follows:
A summary of the plan’s shares under option at December 31, 2003, 2002
and 2001 follows:
BorgWarner Inc.
and Consolidated Subsidiaries
Year
2004
2005
2006
2007
2008
2009-2013
millions of dollars
Pension Benefits
Other
Postretirement Benefits
$ 29.1
29.3
29.7
30.2
30.7
164.5
$ 28.4
30.1
30.8
31.3
31.7
162.6
The weighted-average rate of increase in the per capita cost of covered
health care benefits is projected to be 9.2% in 2004 decreasing to 4.5% by
the year 2009. A one-percentage point change in the assumed health care
cost trend would have the following effects:
millions of dollars
One Percentage Point
Increase
Decrease
$68.8
$ 5.8
$(57.1)
$ (4.7)
Effect on postretirement benefit obligation
Effect on total service and interest cost components
N O T E1100 STOCK INCENTIVE PLANS
Stock option plans Under the Company’s 1993 Stock Incentive Plan, the
Company may grant options to purchase shares of the Company’s common
stock at the fair market value on the date of grant. In 2000, the Company
increased the number of shares available for grant by 1,200,000 to
2,700,000 shares. The options vest over periods up to three years and have
a term of ten years from date of grant. As of December 31, 2003, there are
1,340,260 outstanding options under the 1993 Stock Incentive Plan. The
plan expired as of December 31, 2003; therefore, there are no options
available for future grants.
The Company accounts for stock options in accordance with Accounting
Principles Board Opinion No. 25, “Accounting for Stock Issued to Employees.”
Accordingly, no compensation cost has been recognized for fixed stock
options because the exercise price of the stock options exceeded or equaled
the market value of the Company’s common stock at the date of grant.
2003
2002
2001
Weighted-
average
exercise
price
Weighted-
average
exercise
price
Weighted-
average
exercise
price
Shares
(thousands)
Shares
(thousands)
Shares
(thousands)
1,825 $46.57
65.47
43.60
50.05
341
(759)
(67)
1,493 $44.67
50.67
45.22
(67) 46.26
616
(217)
1,248 $41.22
47.99
22.51
45.18
442
(129)
(68)
1,340
$52.88
1,825 $46.57
1,493 $44.67
277 $45.15
594 $45.21
423 $46.81
0
Outstanding at
beginning of year
Granted
Exercised
Forfeited
Outstanding at
end of year
Options exercisable at
year-end
Options available for
future grants
The following table summarizes information about stock options outstanding
at December 31, 2003:
Options Outstanding
Options Exercisable
Number
outstanding
(thousands)
Weighted-
average
remaining
contractual life
116
842
382
1,340
5.8
7.9
8.8
8.0
Weighted-
average
exercise
price
$36.07
50.08
64.13
$52.88
Number
exercisable
(thousands)
112
102
63
277
Weighted-
average
exercise
price
$35.95
49.56
54.28
$45.15
Range of
exercise prices
$22.50-42.25
$48.28-53.13
$53.88-66.08
$22.50-66.08
The weighted average fair value at date of grant for options granted during
2003, 2002, and 2001 were $23.81, $20.26, and $17.28, respectively, and
were estimated using the Black-Scholes options pricing model with the fol-
lowing weighted average assumptions:
2003
2002
2001
Risk-free interest rate
Dividend yield
Volatility factor
Weighted average expected life
3.58%
1.27%
34.38%
5.02%
1.49%
32.73%
6.5 years 6.5 years 6.5 years
4.34%
1.32%
33.66%
0303
49
Notes to Consolidated Financial Statements
Executive stock performance plan The Company has an executive stock perfor-
mance plan which provides payouts at the end of successive three-year
periods based on the Company’s performance in terms of total stockholder
return relative to a peer group of automotive companies. Payouts earned
are payable 40% in cash and 60% in the Company’s common stock. For the
three-year measurement periods ended December 31, 2003, 2002 and 2001,
the amounts earned and expensed under the plan were $2.7 million, $4.5 mil-
lion, and $3.6 million, respectively. Under this plan, 65,881 shares, 23,280
shares, and 25,860 shares were issued in 2003, 2002 and 2001, respectively.
Estimated shares issuable under the plan are included in the computation of
diluted earnings per share as earned.
Earnings per share In calculating earnings per share, earnings are the same for
the basic and diluted calculations. Shares increased for diluted earnings per
share by 244,000, 229,000, and 148,000 for 2003, 2002 and 2001, respec-
tively, due to the effects of stock options and shares issuable under the execu-
tive stock performance plan.
N O T E1111 OTHER COMPREHENSIVE INCOME
The tax effects of the components of other comprehensive income/(loss) in
the Consolidated Statements of Stockholders’ Equity are as follows:
Year ended December 31,
Foreign currency translation adjustment
Income taxes
Net foreign currency translation adjustment
Minimum pension liability adjustment
Income taxes
Net minimum pension liability adjustment
Other comprehensive income/(loss)
millions of dollars
2003
2002
2001
$68.8
(1.0)
67.8
1.1
(0.4)
0.7
$68.5
$ 55.9
(15.0)
40.9
(65.4)
23.1
(42.3)
$ (1.4)
$(14.6)
(3.8)
(18.4)
(29.7)
11.0
(18.7)
$(37.1)
The components of accumulated other comprehensive loss, net of tax, in the
Consolidated Balance Sheets are as follows:
Year ended December 31,
Foreign currency translation adjustment
Minimum pension liability adjustment
Accumulated other comprehensive income/(loss)
N O T E1122 CONTINGENCIES
millions of dollars
2003
2002
$ 74.5
(60.5)
$ 14.0
$ 6.7
(61.2)
$(54.5)
The Company and certain of its current and former direct and indirect corporate
predecessors, subsidiaries and divisions have been identified by the United
States Environmental Protection Agency and certain state environmental
agencies and private parties as potentially responsible parties (PRPs) at vari-
ous hazardous waste disposal sites under the Comprehensive Environmental
Response, Compensation and Liability Act (Superfund) and equivalent state
laws and, as such, may presently be liable for the cost of clean-up and other
remedial activities at 43 such sites. Responsibility for clean-up and other
remedial activities at a Superfund site is typically shared among PRPs based
on an allocation formula.
Based on information available to the Company, which in most cases,
includes: an estimate of allocation of liability among PRPs; the probability
that other PRPs, many of whom are large, solvent public companies, will
fully pay the cost apportioned to them; currently available information from
PRPs and/or federal or state environmental agencies concerning the scope of
contamination and estimated remediation costs; remediation alternatives;
estimated legal fees; and other factors, the Company has established a
reserve for indicated environmental liabilities with a balance at December 31,
2003 of approximately $19.6 million. The Company expects this amount to be
expended over the next three to five years.
The Company believes that none of these matters, individually or in the
aggregate, will have a material adverse effect on its financial condition or
future operating results, generally either because estimates of the maximum
potential liability at a site are not large or because liability will be shared with
other PRPs, although no assurance can be given with respect to the ultimate
outcome of any such matter.
50
BorgWarner Inc.
and Consolidated Subsidiaries
In connection with the sale of Kuhlman Electric Corporation, the Company
agreed to indemnify the buyer and Kuhlman Electric for certain environ-
mental liabilities relating to the past operations of Kuhlman Electric. During
2000, Kuhlman Electric notified the Company that it discovered potential
environmental contamination at its Crystal Springs, Mississippi plant while
undertaking an expansion of the plant.
The Company has guaranteed the residual values of certain leased machin-
ery and equipment at one of its facilities. The guarantees extend through the
maturity of the underlying lease, which is in 2005. In the event the Company
exercised its option not to purchase the machinery and equipment, the
Company has guaranteed a residual value of $16.3 million. We do not believe
we have any loss exposure due to this guarantee.
The Company has been working with the Mississippi Department of
Environmental Quality and Kuhlman Electric to investigate the extent of
and remediate the contamination. The investigation revealed the presence
of polychlorinated biphenyls (PCBs) in portions of the soil at the plant and
neighboring areas. Clean-up began in 2000 and is continuing. Kuhlman
Electric and others, including the Company, have been sued in several
related lawsuits which claim personal and property damage. The Company
has moved to be dismissed from some of these lawsuits.
The Company believes that the reserve for environmental liabilities and any
insurance recoveries are sufficient to cover any potential liability associ-
ated with this matter. However, due to the nature of environmental liability
matters, there can be no assurance that the actual amount of environmental
liabilities will not exceed the amount reserved.
N O T E1133 LEASES AND COMMITMENTS
Certain assets are leased under long-term operating leases. These include
machinery and equipment at one plant, rent for the corporate headquarters,
and a leased plane. Most leases contain renewal options for various periods.
Leases generally require the Company to pay for insurance, taxes and main-
tenance of the leased property. The Company leases other equipment such
as vehicles and certain office equipment under short-term leases. Total rent
expense was $13.4 million in 2003, $11.4 million in 2002, and $8.3 million in
2001. The Company does not have any material capital leases.
Future minimum operating lease payments at December 31, 2003 were
as follows:
2004
2005
2006
2007
2008
After 2008
Total minimum lease payments
millions of dollars
$ 4.2
24.5
1.4
1.2
1.2
11.1
$ 43.6
In June 2003, the Company entered into a royalty agreement with Honeywell
International Inc. (“Honeywell”) to extend the Company’s right to produce
certain variable turbine geometry (VTG) turbochargers under certain pat-
ents owned by Honeywell. The 2003 agreement extends the Company’s
license to use these patents under a 2002 agreement with Honeywell, which
resulted from the settlement of a patent dispute, and expired on June 30,
2003. The new agreement requires payments totaling $29.1 million for
minimum forecasted production of almost one million OEM and service pro-
duction units over the period July 1, 2003 through December 31, 2006. The
Company paid $11.6 million towards this royalty in 2003. Future payments
under the agreement are $16.0 million in 2004 and $1.5 million in 2005. The
Company does not anticipate that it will produce affected VTG turbocharg-
ers in excess of the minimums under this agreement.
0303
51
Notes to Consolidated Financial Statements
N O T E1144 GOODWILL
In July 2001, the Financial Accounting Standards Board issued SFAS No. 142,
“Goodwill and Other Intangible Assets.” SFAS No. 142, effective January 1,
2002, specifies that goodwill and certain intangible assets will no longer
be amortized but instead will be subject to periodic impairment testing.
SFAS No. 142 also requires that, upon adoption, goodwill be allocated to
the Company’s reporting units and a two-step impairment analysis be per-
formed.
The Company adopted SFAS No. 142 effective January 1, 2002. Under the
transitional provisions of the SFAS, the Company allocated goodwill to its
reporting units and performed the two-step impairment analysis. The fair
value of the Company’s businesses used in determination of the goodwill
impairment was computed using the expected present value of associated
future cash flows. As a result of this analysis, the Company determined that
goodwill associated with its Cooling Systems and Air/Fluid Systems operat-
ing businesses was impaired due to fundamental changes in their served
markets, particularly the medium and heavy truck markets, and weakness
at a major customer. A resulting pre-tax charge of $345 million, $269 million
after tax, was recorded. The impairment loss was recorded in the first quarter
of 2002 as a cumulative effect of change in accounting principle. The changes
in the carrying amount of goodwill for the twelve months ended December 31,
2003, are as follows:
Balance at January 1, 2002
Change in accounting principle
Translation adjustment
Balance at December 31, 2002
Contingent valuation payment
on acquired business
Translation adjustment
Balance at December 31, 2003
millions of dollars
Drivetrain
Engine
Total
$ 133.7
—
—
133.7
$1,026.9
(345.0)
11.4
693.3
$1,160.6
(345.0)
11.4
827.0
—
0.6
$134.3
12.8
11.6
$ 717.7
12.8
12.2
$ 852.0
Also as a result of the adoption of SFAS No. 142, the Company did not amortize
goodwill in 2002. The following table provides adjusted net earnings/(loss)
and earnings per share data for the years ended December 31, 2003, 2002,
and 2001 as if goodwill had not been amortized during these periods:
52
Year ended December 31,
Reported net earnings before cumulative
effect of change in accounting principle
Goodwill amortization, net of tax
Adjusted net earnings before cumulative
effect of change in accounting principle
Cumulative effect of change in accounting
principle, net of tax
Adjusted net earnings/(loss)
Basic earnings/(loss) per share:
Reported net earnings before cumulative
effect of change in accounting principle
Goodwill amortization
Adjusted net earnings before cumulative
effect of change in accounting principle
Cumulative effect of change in accounting
principle, net of tax
Adjusted net earnings/(loss)
Diluted earnings/(loss) per share:
Reported net earnings before cumulative
effect of change in accounting principle
Goodwill amortization
Adjusted net earnings before cumulative
effect of accounting change
Cumulative effect of change in accounting
principle, net of tax
Adjusted net earnings/(loss)
millions of dollars
2003
2002
2001
$174.9
—
$ 149.9
—
$66.4
26.5
174.9
149.9
92.9
—
$174.9
(269.0)
$ (119.1)
—
$92.9
$ 6.46
—
$ 5.63
—
$2.52
1.00
6.46
5.63
3.52
—
$ 6.46
(10.10)
$ (4.47)
—
$3.52
$ 6.40
—
$ 5.58
—
$2.51
1.00
6.40
5.58
3.51
—
$ 6.40
(10.02)
$ (4.44)
—
$3.51
N O T E1155 OPERATING SEGMENTS AND RELATED INFORMATION
For purposes of this footnote, the Company’s business was comprised of
two operating segments: Drivetrain and Engine. These reportable segments
are strategic business units which are managed separately because each
represents a specific grouping of automotive components and systems.
The Company evaluates performance based on earnings before interest and
taxes, which emphasizes realization of a satisfactory return on the total
capital invested in each operating unit. Intersegment sales, which are not
significant, are recorded at market prices. This footnote presents summary
segment information.
Operating Segments
Customers
Inter-segment
Net
Sales
2003
Drivetrain
Engine
Inter-segment eliminations
Total
Corporate
Consolidated
$ 1,245.5
1,823.7
—
3,069.2
—
$3,069.2
$ 1,245.6
1,869.7
(46.1)
3,069.2
—
$3,069.2
$ 0.1
46.0
(46.1)
—
—
$ —
Sales
Customers
Inter-segment
Net
2002
Drivetrain
Engine
Inter-segment eliminations
Total
Corporate
Consolidated
$ 1,122.1
1,609.0
—
2,731.1
—
$ 2,731.1
$ 1,122.1
1,648.2
(39.2)
2,731.1
—
$ 2,731.1
$ —
39.2
(39.2)
—
—
$ —
Sales
2001
Drivetrain
Engine
Divested operations and
businesses held for salea
Inter-segment eliminations
Total
Corporate
Restructuring and other
non-recurring charges
Consolidated
(a) Fuel Systems was sold in 2001.
Customers
Inter-segment
Net
$ 937.2
1,396.4
18.0
—
2,351.6
—
—
$ 2,351.6
$ —
30.2
—
(30.2)
—
—
—
$ —
$ 937.2
1,426.6
18.0
(30.2)
2,351.6
—
—
$ 2,351.6
BorgWarner Inc.
and Consolidated Subsidiaries
0303
millions of dollars
Earnings
Before
Interest
and Taxes
$ 98.4
239.6
—
338.0
(48.0)
$290.0d
Earnings
Before
Interest
and Taxes
$ 99.9
215.9
—
315.8
(44.3)
$ 271.5d
Earnings
Before
Interest
and Taxes
$ 70.1
142.7
(0.2)
—
212.6
(26.5)
(28.4)
$ 157.7d
Year End
Assets
Depreciation/
Amortization
Long-Lived
Asset
Expendituresc
$ 778.8
1,925.1
—
2,703.9
335.0b
$3,038.9
$ 60.1
93.8
—
153.9
7.4
$161.3
$ 66.4
133.3
—
199.7
14.7
$214.4
Year End
Assets
Depreciation/
Amortization
Long-Lived
Asset
Expendituresc
$ 733.8
1,712.5
—
2,446.3
236.6b
$2,682.9
Year End
Assets
$ 647.8
1,937.0
—
—
2,584.8
186.1b
—
$ 2,770.9
$ 50.0
81.3
—
131.3
6.1
$ 137.4
$ 54.4
91.8
—
146.2
19.9
$166.1
Depreciation
Amortization
Long-Lived
Asset
Expendituresc
$ 52.1
115.4
0.2
—
167.7
2.2
$ 66.0
106.5
—
—
172.5
10.4
—
$169.9
—
$182.9
(b) Corporate assets, including equity in affiliates, are net of trade receivables sold to third parties, and include cash, marketable securities, deferred taxes and investments and advances.
(c) Long-lived asset expenditures includes capital spending and additions to non-perishable tooling, net of customer reimbursements.
(d) Earnings before interest and taxes above is net of interest expense and finance charges of $33.3, $37.7, and $47.8 million in 2003, 2002 and 2001, respectively. Had these amounts been included in the table above,
earnings before income taxes for the years 2003, 2002, and 2001 would be $256.7, $233.8, and $109.9 million, respectively.
53
Notes to Consolidated Financial Statements
G EO G R A P H I C I N FO R M ATI O N
S A LES TO M A J O R C U STO M ER S
No country outside the U.S., other than Germany, accounts for as much as
5% of consolidated net sales, attributing sales to the sources of the product
rather than the location of the customer. For this purpose, the Company’s
50% equity investment in NSK-Warner (see Note Five) amounting to $172.1
million at December 31, 2003 is excluded from the definition of long-lived
assets, as are goodwill and certain other noncurrent assets.
millions of dollars
Net Sales
Long-Lived Assets
2003
2002
2001
2003
2002
2001
$1,889.2 $1,859.1 $1,687.4
$ 636.9 $643.0 $638.5
637.7
314.0
951.7
228.3
347.5
162.2
509.7
154.5
$3,069.2 $2,731.1 $2,351.6
453.4
236.0
689.4
182.6
234.6
114.7
349.3
89.6
148.5
64.4
212.9
75.5
$1,075.8 $978.5 $926.9
182.3
72.4
254.7
80.8
United States
Europe:
Germany
Other Europe
Total Europe
Other foreign
Total
Consolidated sales included sales to Ford Motor Company of approxi-
mately 23%, 26%, and 30%; to DaimlerChrysler of approximately 17%,
20%, and 21%; and to General Motors Corporation of approximately 12%,
12%, and 12% for the years ended December 31, 2003, 2002 and 2001,
respectively. No other single customer accounted for more than 10% of
consolidated sales in any year between 2001 and 2003. Such sales con-
sisted of a variety of products to a variety of customer locations world-
wide. Both of our operating segments had significant sales to all three of
the customers listed above.
I NTERI M FI N A N CI A L I N FO R M ATI O N ( U N A U D ITED )
The following information includes all adjustments, as well as normal
recurring items, that the Company considers necessary for a fair presen-
tation of 2003 and 2002 interim results of operations. Certain 2003 and
2002 quarterly amounts have been reclassified to conform to the annual
presentation.
millions of dollars, except per share amounts
2003
Quarter Ended
March 31
June 30
Sept. 30
Dec. 31
Year 2003
March 31
June 30
Net sales
Cost of sales
Gross profit
Selling, general and administrative expenses
Other, net
Operating income
Equity in affiliate earnings, net of tax
Interest expense, net
Income before income taxes
Provision for income taxes
Minority interest, net of tax
Net earnings before cumulative effect
of accounting change
Cumulative effect of accounting changea
Net earnings/(loss)
Net earnings/(loss) per share — Basic
Net earnings/(loss) per share — Diluted
$775.7
624.2
151.5
83.6
—
67.9
(6.4)
9.0
65.3
18.9
2.2
$ 44.2
—
$ 44.2
$ 1.66
$ 1.65
$769.5
622.8
146.7
77.0
0.1
69.6
(5.2)
8.7
66.1
19.2
2.1
$ 44.8
—
$ 44.8
$ 1.66
$ 1.65
$725.2
595.9
129.3
72.7
0.1
56.5
(3.6)
8.1
52.0
14.2
1.9
$ 35.9
—
$ 35.9
$ 1.32
$ 1.30
$798.8
639.7
159.1
83.5
(0.4)
76.0
(4.8)
7.5
73.3
20.9
2.4
$ 50.0
—
$ 50.0
$ 1.82
$ 1.80
$3,069.2
2,482.5
586.7
316.9
(0.1)
269.9
(20.1)
33.3
256.7
73.2
8.6
$ 174.9
—
$ 174.9
$ 6.46
$ 6.40
$ 633.9
504.2
129.7
74.5
(0.5)
55.7
(3.4)
9.8
49.3
16.3
1.5
$ 31.5
(269.0)
$ (237.5)
$ (8.98)
$ (8.90)
$712.4
561.4
151.0
76.5
0.1
74.4
(6.0)
9.5
70.9
23.6
1.6
$ 45.7
—
$ 45.7
$ 1.72
$ 1.70
2002
Sept. 30
$684.0
556.1
127.9
73.2
(0.2)
54.9
(4.5)
9.3
50.1
16.4
1.8
$ 31.9
—
$ 31.9
$ 1 .19
$ 1.18
Dec. 31
Year 2002
$700.8
554.8
146.0
79.3
(0.3)
67.0
(5.6)
9.1
63.5
20.9
1.8
$ 40.8
—
$ 40.8
$ 1.52
$ 1.52
$2,731.1
2,176.5
554.6
303.5
(0.9)
252.0
(19.5)
37.7
233.8
77.2
6.7
$ 149.9
(269.0)
$ (119.1)
$ (4.47)
$ (4.44)
(a) In 2002, the Company recorded a $269.0 million after tax charge for cumulative effect of change in accounting principle related to goodwill. This charge was $10.02 per diluted share.
54
Selected Financial Data
BorgWarner Inc.
and Consolidated Subsidiaries
Year Ended December 31,
2003
2002
2001
2000
1999
millions of dollars, except per share data
0303
Statement of Operations Data
Net sales
Cost of sales
Gross profit
Selling, general and administrative expenses
Goodwill amortization
Other, net
Restructuring and other non-recurring charges
Operating income
Equity in affiliate earnings, net of tax
Interest expense, net
Income before income taxes
Provision for income taxes
Minority interest, net of tax
Net earnings before cumulative effect of accounting change
Cumulative effect of change in accounting principle, net of tax
Net earnings/(loss)
Net earnings/(loss) per share — Basic
Average shares outstanding (thousands) — Basic
Net earnings/(loss) per share — Diluted
Average shares outstanding (thousands) — Diluted
Cash dividend declared per share
Balance Sheet Data (at end of period)
Total assets
Total debt
$3,069.2
2482.5
586.7
316.9
—
(0.1)
—
269.9
(20.1)
33.3
256.7
73.2
8.6
174.9
—
$ 174.9
$ 6.46
27,058
$ 6.40
27,302
$ 0.72
$ 2,731.1
2,176.5
554.6
303.5
—
(0.9)
—
252.0
(19.5)
37.7
233.8
77.2
6.7
149.9
(269.0)a
$ (119.1)
$ (4.47)a
26,625
$ (4.44)a
26,854
$ 0.63
$2,351.6
1,890.8
460.8
249.7
42.0
(2.1)
28.4b
142.8
(14.9)
47.8
109.9
39.7
3.8
66.4
—
$ 66.4
$ 2.52b
26,315
$ 2.51b
26,463
$ 0.60
$2,645.9
2,090.7
555.2
258.7
43.3
(8.1)
62.9c
198.4
(15.7)
62.6
151.5
54.8
2.7
94.0
—
$ 94.0
$ 3.56c
26,391
$ 3.54c
26,487
$ 0.60
$2,458.6
1,968.3
490.3
214.8
32.1
(2.4)
—
245.8
(11.7)
49.2
208.3
74.7
1.3
132.3
—
$ 132.3
$ 5.10
25,948
$ 5.07
26,078
$ 0.60
$ 3038.9
644.0
$2,682.9
646.7
$2,770.9
737.0
$2,739.6
794.8
$ 2,970.7
980.3
(a) In 2002, upon the adoption of SFAS No. 142, the Company recorded a $269.0 million after tax charge for cumulative effect of accounting principle related to goodwill. This charge was $10.02 per diluted share.
(b) In 2001, the Company recorded $28.4 million in non-recurring charges. Net of tax, this totaled $19.0 million or $0.72 per diluted share.
(c) In 2000, the Company recorded $62.9 million in restructuring and other non-recurring charges. Net of tax, this totaled $38.7 million or $1.47 per diluted share.
55
Corporate Information
Company Information
BorgWarner Inc.
200 South Michigan Avenue, Chicago, IL 60604
312-322-8500
www.bwauto.com
Stock Listing
Shares are listed and traded on the New York Stock Exchange.
Ticker symbol: BWA.
Fourth Quarter 2003
Third Quarter 2003
Second Quarter 2003
First Quarter 2003
Fourth Quarter 2002
Third Quarter 2002
Second Quarter 2002
First Quarter 2002
High
Low
$85.50
73.36
66.25
55.39
$ 53.65
62.73
68.95
66.10
$68.27
63.43
47.35
43.31
$ 38.38
47.89
55.48
49.91
Dividends
The current dividend practice established by the directors is to declare regular
quarterly dividends. The last such dividend of 25 cents per share of common
stock was declared on November 14, 2003, payable February 17, 2004, to stock-
holders of record on February 2, 2004. The current practice is subject to review
and change at the discretion of the Board of Directors.
Shareholder Services
Mellon Investor Services is the transfer agent, registrar and dividend
dispersing agent for BorgWarner common stock.
Mellon Investor Services for BorgWarner
85 Challenger Road
Ridgefield Park, NJ 07660
www.melloninvestor.com
Communica tions concerning stock transfer, change of address, lost stock
certificates or proxy statements for the annual meeting should be directed to
Mellon Investor Services at 800-851-4229.
Dividend Reinvestment and Stock Purchase Plan
The BorgWarner Dividend Reinvestment and Stock Purchase Plan has been
established so that anyone can make direct purchases of BorgWarner common
stock and reinvest dividends. We pay the brokerage commissions on purchases.
Questions about the plan can be directed to Mellon at 800-851-4229. To receive
a prospectus and enrollment package, contact Mellon at 800-842-7629.
56
Annual Meeting of Stockholders
The 2004 annual meeting of stockholders will be held on Wednesday,
April 21, 2004, beginning at 10:00 a.m. on the 19th floor of our headquarters at
200 South Michigan Avenue in Chicago.
Stockholders
As of December 31, 2003, there were 2,889 holders of record and an esti-
mated 9,000 beneficial holders.
Investor Information
Visit www.bwauto.com for a wide range of company information. For investor
information, including the following, click on Investor Information.
(cid:127) BorgWarner News Releases
(cid:127) BorgWarner Stock Quote
(cid:127) Earnings Release Conference Call Calendar
(cid:127) Webcasts
(cid:127) Analyst Coverage
(cid:127) Shareholder Services
(cid:127) Corporate Governance
(cid:127) BorgWarner In The News Articles
(cid:127) Annual Reports
(cid:127) Proxy Statement and Card
(cid:127) Dividend Reinvestment/Stock Purchase Plan
(cid:127) Financials and SEC Filings (including the Annual Report on Form 10K)
(cid:127) Request Information Form
News Release Sign-up
At our Investor Information web page, you can sign up to receive BorgWarner’s
news releases. Here’s how to sign up:
1. Go to www.bwauto.com
2. Click Investor Information
3. Click News Release Sign-up and follow the instructions
Investor Inquiries
Investors and securities analysts requiring financial reports, interviews or
other information should contact Mary E. Brevard, Vice President of Investor
Relations and Corporate Communications at BorgWarner headquarters,
312-322-8683. For copies of printed material, call our BorgWarner Investor
Relations Hot Line at 312-322-8524.
BorgWarner Inc. owns U.S. trademark registrations for: BorgWarner, ,
MAJI-BAND, HY-VO and TORQUE-ON-DEMAND. BorgWarner owns the following trademarks: ITM, InterActive
Torque Management, Morse Gemini and DualTronic.
,
Phyllis O. Bonanno (2)
President and Chief Executive Officer,
International Trade Solutions, Inc.
Dr. Andrew F. Brimmer (2)
President
Brimmer & Company, Inc.
William E. Butler (3,4)
Chairman and Chief Executive Officer,
Retired
Eaton Corporation
Jere A. Drummond (1,3,4)
Vice Chairman, Retired
BellSouth Corporation
Dire ct ors
Exe c utive
Offic er s
Pro d uct
Ide nti fication
Paul E. Glaske (3,4)
Chairman, President and
Chief Executive Officer, Retired
Blue Bird Corporation
Ivan W. Gorr (4)
Chairman and
Chief Executive Officer, Retired
Cooper Tire & Rubber Company
Timothy M. Manganello (1)
Chairman and Chief Executive Officer,
BorgWarner Inc.
Alexis P. Michas (1,2)
Managing Partner
Stonington Partners, Inc.
Ernest J. Novak, Jr. (2)
Managing Partner, Retired
Ernst and Young
John Rau (2,3)
President and Chief Executive Officer,
Miami Corporation
Timothy M. Manganello
Chairman and
Chief Executive Officer
John J. McGill
Vice President,
President and
General Manager,
TorqTransfer Systems
Alfred Weber
Vice President,
President and
General Manager,
Emissions/
Thermal Systems
F. Lee Wilson
Vice President,
President and
General Manager,
Turbo Systems
Roger J. Wood
Vice President,
President and
General Manager,
Morse TEC
Mary E. Brevard
Vice President,
Investor Relations
and Corporate
Communications
Committees of the Board
1 Executive Committee
2 Finance and Audit Committee
3 Compensation Committee
4 Corporate Governance Committee
William C. Cline
Vice President
and Controller
Kimberly Dickens
Vice President,
Human Resources
Anthony D. Hensel
Vice President,
Business Development
and Acquisitions
Laurene H. Horiszny
Vice President,
General Counsel
and Secretary
Jeffrey L. Obermayer
Vice President
and Treasurer
Front
Cover
ROW 1
DualTronic Transmission Control Module
Engine Timing System
13-54 4WD Transfer Case
ROW 2
Synchronizer Rings
Solenoid EGR Valve
Fan Clutch
Engine Timing System
Torque-On-Demand Clutch Pack Assembly
ROW 3
Interactive Torque Management II
Turbocharger BV50
44-11 4WD Transfer Case
Turbocharger K03
Air Flow System
ROW 4
DualTronic Modules in VW DSG
Binary Oil Pump
Turbocharger KP35
Diesel EGR
Back
Cover
ROW 1
44-06 4WD Transfer Case
One-Way Clutch Assemblies
44-24 4WD Transfer Case
e-Booster
Electronic Throttle Body
ROW 2
Ring Fan with Viscous Fan Drive
Synchronizer Rings
Turbocharger K24
DualTronic Dual Clutch Module
Cam Phaser
ROW 3
Turbocharger S410V
Engine Timing System
Viscous Heater
VCT Cam Phaser with Variable Force Solenoid
High-Performance Engine Timing System
ROW 4
Transmission Control Module
Turbocharger with Electronic Actuator
Gemini Chain System
Transmission Band Assemblies
Interactive Torque Management I
2 0 0 S o u t h M i c h i g a n | C h i c a g o , I L 6 0 6 0 4