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    O N E C O M P A N Y E A T O N C O R P O R A T I O N 2 0 0 0 A N N U A L R E P O R T


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    Z E R O Eaton Corporation is a global $8 billion diversified industrial manufacturer that sees no limits to its future growth. Our ability to leverage the company’s size, strength and scope to drive superior results is the power of one Eaton. Eaton is a leader in fluid power systems, electri- cal power quality and control, automotive air management and fuel economy, and intelligent truck components for fuel economy and safety. The company’s 59,000 employees work in 24 countries on six continents. For more information about Eaton, visit www.eaton.com.


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    L I M I T S


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    Net Sales Dollars in millions 8,988 8,402 7,563 6,961 6,625 6,515 7,104 6,358 8,005 8,309 1996 1997 1998 1999 2000 O N E O F A K I N D Net Income (excluding unusual items) Dollars in millions Stephen R. Hardis, Eaton’s ninth Chairman, retired 495 473 393 439 on July 31st after 21 years of service with the com- 381 pany. In his roles as Chief Financial Officer, Vice Chairman and Chairman, Steve championed the 336 472 446 425 383 development of truly differentiated strategies throughout Eaton and the more rigorous perform- ance objectives necessary to achieve them. Rec- ognized for his humanity and intellect, Steve also 1996 1997 1998 1999 2000 approached his work with a dry sense of humor and an honest zest for the demands of a high- Net Income per Common performance company — qualities appreciated Share –assuming dilution (excluding unusual items) Dollars by those who worked closely with him. 6.52 Perhaps most important to Eaton, however, 6.33 5.41 5.95 was Steve’s personal advocacy of change. Steve’s 4.87 fervent belief that change could be a source of 4.29 6.03 6.14 5.76 5.28 increased value and organizational vitality helped to transform this company. Too often individuals and companies make the mistake of associating stability with progress, when in fact, the opposite 1996 1997 1998 1999 2000 is true: today’s business environment demands that successful organizations welcome change as a source of strength. The vitality that attracts and Return on retains outstanding talent is often a direct result Share holders’ Equity (excluding unusual items) Percent of the organization’s willingness to embrace change and new ideas. Steve Hardis knew this and he helped Eaton live it. His legacy is Eaton’s increased willingness to challenge the status quo, to set stretch goals and 18.4 22.6 20.2 20.1 17.6 to embrace change as the very blood that pulses through the heart of a successful organization. Continuing Operations 1996 1997 1998 1999 2000 Continuing and Discontinued Operations


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    H 1 G H L I G H T S Excluding unusual items As reported For the year 2000 1999 2000 1999 (Millions except for per share data) Continuing operations Net sales $ 8,309 $ 8,005 $ 8,309 $ 8,005 Income before income taxes 582 633 552 943 Income after income taxes $ 383 $ 425 $ 363 $ 603 Income from discontinued operations 90 14 90 14 Net income $ 473 $ 439 $ 453 $ 617 Net income per Common Share – assuming dilution Continuing operations $ 5.28 $ 5.76 $ 5.00 $ 8.17 Discontinued operations 1.24 .19 1.24 .19 $ 6.52 $ 5.95 $ 6.24 $ 8.36 Cash earnings per Common Share – assuming dilution Continuing operations $ 6.37 $ 6.74 $ 6.09 $ 9.15 Discontinued operations 1.35 .30 1.35 .30 $ 7.72 $ 7.04 $ 7.44 $ 9.45 Average number of Common Shares outstanding –assuming dilution 72.6 73.7 Cash dividends paid per Common Share $ 1.76 $ 1.76 Market price per Common Share High $ 86.56 $103.50 Low 57.50 62 At the year - end Total assets $ 8,180 $ 8,342 Total debt 3,004 2,885 Shareholders’ equity 2,410 2,624 Shareholders’ equity per Common Share $ 35.29 $ 35.44 Common Shares outstanding 68.3 74.0 The consolidated financial statements have been restated to present the semiconductor equipment operations as a discontinued operation for all periods presented. These operations were spun-off to Eaton shareholders on December 29, 2000. Income from continuing operations as reported includes the following unusual items: Income was reduced by pretax charges related to acquisition integration and restructuring charges of $52 million in 2000 ($34 million after-tax, or $.47 per Common Share) and $30 million in 1999 ($20 million after-tax, or $.27 per Common Share). Income in 2000 was increased by pretax gains related to the sales of corporate assets of $22 million ($14 million after-tax, or $.19 per Common Share). Income in 1999 was increased by pretax gains related to the sales of businesses of $340 million ($198 million after-tax, or $2.68 per Common Share). Cash earnings per Common Share represent income per Common Share before non-cash amortization expense for goodwill and other intangible assets.


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    O N E C H A N G E D C O M P A N Y E N V I S I O N E V O L V E A C H I E V E “We now manage our enterprise as one integrated operating company, not four individual businesses. It’s the power of one Eaton: harnessing Eaton’s size, strength and scope through the common tools and processes of the Eaton Business Sys- tem to drive change and rapidly leverage best practices across the organization.” To Our Shareholders: Eaton is a changed company. before unusual items. While Eaton’s markets and broadened our systems vehicle segments remain important ele- capability. We also announced our intent Five years ago we set out to transform ments of our company, the strength of to purchase Sumitomo Heavy Industries, Eaton and that systematic, strategic our other businesses enables us to Ltd.’s 50 percent interest in Sumitomo repositioning has paid off. It shows in maintain improved profitability through- Eaton Hydraulics Co., Ltd., our hydraulics our portfolio of businesses. It shows in out the economic cycle. joint venture in Japan, which will position our senior leadership. And it shows in We are well positioned in the growth Eaton as a hydraulic systems leader in our results: the year 2000 was one of areas of all our businesses, having shed the Asia-Pacific region. In other moves remarkable achievement for Eaton lower-growth, capital intensive, strategi- designed to sharpen our strategic focus, because we delivered record operating cally disadvantaged businesses and we announced the planned divestiture of results despite a drastic weakening of acquired new businesses that comple- our Vehicle Switch/Electronics Division the North American truck market and ment our strategic focus or broaden our and concluded the sale of our power weakness in our light-vehicle markets product lines in high-growth markets. tool switch product line. during the fourth quarter. Our cornerstone acquisitions of Aeroquip- At year end, Eaton concluded the Vickers, Inc. and the Westinghouse spin-off of its semiconductor equipment BUSINESS BALANCE Distribution & Controls Business Unit, business, Axcelis Technologies, Inc., cre- Now Fluid Power and Industrial & for example, were game changing moves ating more than $1 billion in shareholder Commercial Controls are Eaton’s largest in their markets. This year, we acquired value. We wish our former colleagues at business segments, accounting for 62 three more Fluid Power businesses, Axcelis the very best as they begin a new percent of our 2000 operating profit which provided entrée to new geographic chapter as an independent company.


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    REINVIGORATED LEADERSHIP exceeded our longstanding target of 10 with major product content on commer- Now we have a leadership team that percent return on sales. CHESS, the new cial, business and regional jets. We combines the best of the old and the Cutler-Hammer engineering services are also a strong player in the industrial new: 47 percent of Eaton’s senior man- and systems business, achieved a prof- and mobile equipment markets, with agers are new to their positions in the last itable fourth quarter and is well posi- the proven capability to become the year. Seasoned and skilled, they bring tioned for improved profitability in 2001. system supplier of choice. experience in a variety of industries with Sales in the Automotive segment Our Industrial & Commercial Controls some of the world ’s most successful were down year to year, due largely to segment is focusing on the burgeoning companies. This infusion of fresh thinking the weak euro exchange rate and a need for power quality, which is a and objectivity is the perfect complement weakening of light-vehicle markets. Our significant area today in view of deregu- to the in-depth specialized knowledge of business has grown on average 11 per- lation and the ever-increasing demand longer-tenured Eaton leaders. cent per year for nine years in a row, a for electrical power. Eaton products This leadership team is making a high- true rarity in this market. distribute power to today’s server performance culture pervasive at Eaton. Sales in the Truck segment declined farms and cell towers, and provide Harnessing the power inherent in our by 11 percent, primarily due to a 25 per- integrated facility solutions for retail size, strength and scope to drive results, cent drop in NAFTA heavy-duty truck operations to handle all aspects of our leadership team is shifting our organi- production. Restructuring plans for this energy management. zational mindset to a customer-centric segment will create a business model Eaton’s Truck segment continues focus. Most important, our energies that is less vertically integrated, takes to be recognized by original equipment are increasingly focused on only those better advantage of our global presence, manufacturers as their fuel economy, actions that will drive breakout perform- and focuses on those areas where uptime and safety partner, producing ance and ultimately, success. Eaton brings distinctive value to the products that have enabled fleets marketplace. The result will be a more to reduce accidents by as much as REAL RESULTS flexible, more profitable organization that 100 percent. As promised, Eaton delivered record is less affected by the inevitable cycles operating earnings per share this year of this market. THE POWER OF ONE EATON despite the severe downturn in the North Having become a truly diversified American heavy-truck market. This was GROWTH MARKETS industrial company, our target is now a first. We also delivered exceptional We have continued to act on our to join the ranks of the premier diversi- value to our owners via the initial public strategic belief – that we will be of great- fied industrials. To do this required offering and later spin-off of Axcelis. est value to our customers by solving that we change our business model. Profits in the Fluid Power segment their most challenging application prob- We now manage our enterprise as were up 41 percent from a year ago, lems. In Automotive, for example, we one integrated operating company, before restructuring charges attributable have industry-leading technology to not four individual businesses. It ’s to our acquisition of Aeroquip-Vickers, solve two of the biggest challenges in the the power of one Eaton: harnessing Inc. Additionally, we completed the most automotive industry today: fuel economy Eaton’s size, strength and scope difficult aspects of integrating the and emissions. Eaton is “ the green through the common tools and Aeroquip-Vickers manufacturing facili- machine,” developing air management processes of the Eaton Business ties. Overall, this acquisition added systems that result in superior fuel econ- System to drive change and rapidly about 70 cents to Eaton’s earnings per omy, higher performance and better leverage best practices across the share in 2000, 20 cents more than previ- emissions control. organization. This significant change ously promised. Integration actions to In Fluid Power, in a two-year time in how we run our company requires be completed in 2001 will yield additional period, Eaton has emerged as one of a fundamental change in how we accretion of 25 cents per share. the worldwide leaders with full-service develop our business and functional The Industrial & Commercial Controls capability for our industrial, on- and off- leaders. To accelerate this change, we segment delivered a truly impressive highway vehicle and aerospace cus- have established Eaton University, a performance. Segment profits were 39 tomers. Eaton is actively participating in coordinated management and leader- percent higher than last year and we the fast-growing aerospace market, ship training institute.


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    “ It is easy to be proud of this company. There are extraordinary sources of power in Eaton that will enable us to achieve our goals and deliver value to our owners, our customers, our employees, our suppliers and the communities in which we operate. As one Eaton, there are no limits to what we can accomplish.” Our office of the Chief Operating Officer The Eaton leadership team is united, critical to this company becoming an has been reconfigured: we have energized and committed to achieving outstanding performer. We are more assigned corporate responsibilities for new goals for significantly improved than capable of earning a multiple that is marketing, innovation, quality, supplier performance that will earn us a place competitive with those of the premier resource management and geographic among the premier diversified industrials. diversified industrials. I firmly believe that programs to the executives who run To reach this goal, we believe that in the the premium nature of Eaton will merit a Eaton’s four businesses, each of whom next five years we will have to achieve revaluation of our entire franchise that must drive change and results in his at least 10 percent growth through the more accurately reflects its present and corporate-wide responsibilities. Cross- economic cycle, improve our profitability potential value. company integration also is accelerating by 30 percent and reduce our capital It is easy to be proud of this company. in finance, information technology, com- intensity by 15 percent. There are extraordinary sources of power munications, human resources and As economic growth in North Amer- in Eaton that will enable us to achieve our other staff functions. ica and Europe slows, we are putting an goals and deliver value to our owners, We are starting to truly embrace even higher premium on cross-company our customers, our employees, our sup- change as a source of strength in every- innovation and productivity in thinking, pliers and the communities in which we thing we do. Eaton people recognize that in processes and in operations. Acquisi- operate. As one Eaton, there are no limits Eaton has changed, and are seeing the tions will continue to be another impor- to what we can accomplish. benefits in our attitude and in our results. tant component of Eaton’s growth But in the midst of dramatic change and strategy, particularly as we capitalize on our zest to become a high-performance the expanding markets where we enjoy company, we have not lost our ongoing distinctive positions. focus on ethical business practices. At The power of one Eaton is the key to Alexander M. Cutler Eaton, we care about how we get results. our drive for higher profitability, and it ’s Chairman and Chief Executive Officer


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    Information pumps through control centers all across the world at lightning speed, including at this cellular communications control center. Eaton’s power quality and control products ensure that the exchange of information occurs seamlessly in all networked systems because we work with each customer to develop unique, reliable solutions to fit leading edge requirements. O P P O R T U N I T I E S E X P L O R E D I S C O V E R S E I Z E Opportunities abound for a company They require power distribution and Another exciting growth market for with no limits. Already well positioned power quality equipment to support Eaton is in aerospace, an industry that in many fast-growing markets, Eaton’s Web infrastructure and cellular net- is expected to experience a 10 percent future growth potential is unlimited. Our work development. Eaton answers the growth rate in 2001. The Aerospace strategy involves a proactive approach demand with integrated product business of our Fluid Power segment to positioning our businesses at the epi- approaches, and by standardizing is already making tremendous gains center of high-growth opportunities, design and reducing cycle times in this market as a total systems ranging from industry consolidation and through lean enterprise efforts. As a provider. Several key contract wins market shifts, to the emergence of new result, in 2000, we gained key cus- in 2000 exemplify our full-service capa- markets and technologies. tomers such as IBM , Sprint, AT&T, bilities. For example, we partnered For example, the surging demand Qwest and Exodus Communications in with Lockheed Martin to provide the for more electrical power is putting the data center market, and in telecom- total hydraulic power generation system Eaton solutions right in the heart of a munications, we tripled our business. and the utility actuation and control national crisis. As various parts of the The light commercial construction subsystem for its new Joint Strike United States experience major power sector represents yet another significant Fighter aircraft program. Eaton is also shortages, the need mounts for growth area for Industrial & Commercial the hydraulic systems designer, devel- remote power generation, energy moni- Controls. We expect to grow our share of oper, manufacturer and integrator toring and power quality metering. this sector by more than 30 percent over on Raytheon Aircraft ’s newest global Our Industrial & Commercial Controls the next three years with value-driven business jet, the Hawker Horizon. segment is actively involved in fulfilling solutions such as our Integrated Facilities Within the automotive industry, the technological needs of a deregu- System (IFS), a program that provides environmental consciousness is lated power industry, and ultimately national retail chains with custom-engi- a major industry driver. Eaton’s Auto- maximizing the efficiencies of power neered solutions to reduce electrical motive segment is developing innova- usage. Record sales continue, particu- backroom space up to 50 percent. By tive product platforms unmatched larly in energy sourcing, energy cost, integrating the electrical and mechanical by competitors. For example, and power quality solutions in the systems, Eaton helps retailers achieve lower emissions and environmental industrial, commercial, construction more selling room, reduced energy costs benefits are gained with our advanced and utility sectors. and more comfortable environments. In fuel vapor controls, common rail Today’s burgeoning data center 2001, IFS is being expanded further into diesel fuel controls, diesel exhaust and telecommunications industries also commercial, industrial, institutional and gas re-circulation valves and fluid have a growing demand for power. international markets. condition monitors.


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    Innovation is a driving force at Eaton. A powerful innovation we drove in 2000 is our highly devel- oped engine technology in variable valve actuation, which helps engine manufacturers reduce the environmental impact of fuel consumption and exhaust emissions in automobiles.The impact is most signific ant in the SUV and light-truc k segment, where this breakout tec hnology is im p roving fuel ec onom y and enab ling c ountless m iles of uninterrup ted road travel. O R I G I N A T E I M A G I N E I N C U B A T E I N N O V A T E Imagination has no limits. By pushing companies, to manufacture and market fog, rain, or snow, the VORAD system the Eaton imagination, our nearly 5,000 cylinder heads for North American warns a driver if he or she is following a engineers and two world-class Innova- light-vehicle OEM s. Eaton also landed a vehicle too closely or if there is a vehicle tion Centers are generating breakout significant contract in 2000 to begin in the blind spot. It also warns of poten- products in areas such as environmental supplying cylinder heads for Ford Motor tial hazards, such as stopped or slow- performance, reliability and safety. Company’s Duratec engines. moving vehicles ahead through a The Eaton imagination at work can We saw strong growth in our circuit radar-powered collision warning system be seen in our Air Management Systems breaker business with the debut of our linked to an on-board computer. With strategy. Developed by our Automotive new Magnum air circuit breaker. Devel- well over 10,000 units sold, we have segment, the Air Management strategy oped by the Industrial & Commercial amassed more than 1 billion miles of uses technologies that optimize airflow Controls segment, the Magnum breaker safer road service with this system. The characteristics into and through an supports customers requiring highly reli- numbers show just how crucial the engine’s combustion chamber.The Air able electrical products to control and VORAD system is to improving safety on Management strategy involves Eaton protect critical facilities such as hospi- the roads. Three years of data on more superchargers, valve actuation prod- tals, airports and data centers. Its robust than 1,900 vehicles revealed a 78 per- ucts, exhaust gas re-circulation valves design can withstand and interrupt large cent reduction in accidents. Six moni- and cylinder heads, and results in supe- systems faults in an extremely small, tored truck fleets reported 100 percent rior fuel economy, higher performance space-saving package. Magnum break- reductions. and better emissions control. ers can also communicate through com- An enhancement to the VORAD Colli- Eaton innovation not only results in puter networks, which monitor system sion Warning System is the SmartCruise breakout products, it ultimately leads to status and warn of impending outages. feature available in 2001. This adaptive growth. As part of our Air Management In 2000, Eaton more than doubled inter- cruise control feature enables a vehicle Systems cylinder head capability, national sales of low voltage circuit to automatically slow to match speed Eaton’s Automotive segment is leaping breakers and expanded North American and establish distance when slower mov- forward into a new business model as market share at an unprecedented rate ing traffic is in a driver’s path. When traffic original equipment manufacturers behind our Magnum breaker. is clear, the SmartCruise feature then (OEM s) expand their module strategies. Another Eaton innovation is our Truck re-engages to the pre-set speed. With its In 2000, we launched Cyltec, L.L.C., a segment ’s VORAD (Vehicle On-board patented monopulse radar, it also tracks joint venture with the Uni Boring family of RADar) Collision Warning System. Dust, vehicles around highway curves.


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    The global business jet market is taking off and so is Eaton. In 2 0 0 0 , this market experi- enced more than 70 0 aircraft deliveries worth more than $ 10 billion. 2 0 01 is expected to b e even b etter. Eaton ’s Aerosp ac e b usiness is strategic ally p ositioned to c ap ture a greater share of this market by expanding its business base from a component supplier to a to tal s ys tem integ rato r p artner w ith m ajo r o rig inal eq uip m ent m anufac turers. B O U N D L E S S S T E P L E A P S O A R A business without borders knows no Air-Dro and Hydrowa brand names. SEHYCO will be Eaton’s first wholly- limits. Eaton’s presence across the The acquisition enabled us to expand owned business in Japan. global landscape is vast, extending from our presence in the United States, Italy Fluid Power was not the only Eaton Shenandoah, Iowa, to Tokyo, Japan, and The Netherlands, and to give our segment to expand its global reach and from Tczew, Poland, to São Paulo, customers a broader selection of single- alliances in 2000. Our Industrial & Com- Brazil. In 2000, we made several strate- source products that can be easily inte- mercial Controls segment initiated the gic moves that strengthened our posi- grated into a complete Eaton system. Cutler-Hammer Alliance Partners pro- tion in the global marketplace. Third, we purchased the privately gram with overseas switchgear manu- Eaton completed three key acquisi- held business of Australia-based Freder- facturing companies, strengthening our tions in 2000, enabling our Fluid Power ick Duffield PTY Ltd., a leading manufac- relationships through mutual strategic, segment to become uniquely positioned turer of metal hydraulic fittings and market and product planning. The pro- in many new and emerging markets, adapters. The acquisition also included gram had an outstanding year, exceed- particularly in the Asia-Pacific region. Duffield ’s international operations in ing all its growth objectives, with First, we acquired the clamps, South Africa, New Zealand and Singa- international sales of electrical compo- flanges, seals and flexible joint business pore. Earlier this year in Singapore, we nents growing 22 percent. of Honeywell International, Inc. The dedicated a new 186,000-square-foot Our Automotive segment continued acquisition builds on Eaton’s capabilities hose manufacturing facility to better the expansion of Shanghai Eaton Engine to serve the aerospace industry by pro- serve the Asia-Pacific markets. Components Company as a leading viding significant product synergies with Also in 2000, we announced our OEM engine valve supplier in China. our existing fluid connectors business, intent to purchase Sumitomo Heavy And, our Truck segment signed a multi- and by providing additional market pres- Industries, Ltd.’s 50 percent interest in year, $250 million agreement to supply ence in Europe. Sumitomo Eaton Hydraulics Co., Ltd. medium-duty truck transmission com- Second, we acquired the industrial (SEHYCO), our Japanese hydraulic ponents to DaimlerChrysler AG in Brazil, cylinder business of International Motion products joint venture. Our control of adding to our significant leadership posi- Control Inc., which manufactures and SEHYCO stands out as a significant tion in mechanical medium-duty truck sells products to industrial equipment step in our strategy to become the transmissions in European and South manufacturers under the Hydro-Line, hydraulic systems leader in the region. American markets.


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    In a demanding marketplace, the Eaton Business System has answers. The Eaton Business Sys- tem is cultivating a high-performance culture focused on innovation, organizational flexibility, and a rapid response to safety, quality and customer issues at all of our locations worldwide. Already, the Eaton Business System helped our heavy-duty truck transmission manufacturing facility in South Bend, Indiana, improve on-time deliveries from 75 percent in 1998 to nearly 99 percent in 2000. P E R F O R M A N C E I D E N T I F Y S O L V E D E L I V E R With a high-performance culture, there tion, innovation, quality, supplier perform- we have achieved significant synergies are no limits to a company’s success. ance and employee satisfaction. The by closing 16 facilities, selling five prod- At Eaton, we continually raise the bar third element is the rigorous assessment uct lines, and consolidating nearly 21 for performance in order to join the ranks of results, including self-analysis and a other product lines. This acquisition of the premier diversified industrial further review by independent internal added about 70 cents to Eaton’s earn- companies. examiners. In 2000, we revamped our ings per share in 2000, which was Our primary framework for accom- Eaton Business Excellence certification above original expectations. plishing this is the Eaton Business Sys- program and began a systematic review The acquisition not only brought syn- tem. The Eaton Business System helps of each of our 195 locations around the ergies, but also new skills and experience to harness Eaton’s size, strength and world. The fourth element is the adoption to Eaton. A number of best practices scope through common tools and of a common set of tools across the were identified in the integration process processes that drive change and learn- company, such as lean manufacturing and then adopted across Eaton. ing across the organization. It is our and Six Sigma. Combined, these ele- Behind every success story are the infrastructure for growth. ments help ensure that knowledge, people of Eaton. To help ensure our Four elements serve as the foundation experience and best practices are cap- employees reach their full potential, we of the Eaton Business System: planning tured, shared and transferred throughout are instituting new corporate-wide pro- disciplines, execution metrics, assess- the Eaton enterprise. grams for professional development. ment processes and common tools. The Year after year, the successful inte- For example, Eaton University, which we first element enables each of our busi- gration of acquisitions continues to created to promote the development of nesses to clarify its vision and develop a demonstrate one of Eaton’s core com- skills and competencies required for robust blueprint for growth. The second petencies and represents a major area business success, is poised for growth element aligns the planning and execu- of outstanding performance. Our Fluid in 2001. Performance-based compensa- tion processes through common tools Power segment proved this again in tion and reward programs reinforce that are used all across Eaton, such as 2000 with the further integration of the company expectations and help us drive our balanced scorecard. This particular former Aeroquip-Vickers, Inc. business, the high-performance culture we see as tool tracks metrics on customer satisfac- which we acquired in 1999. Thus far, vital to future success.


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    On the ground and in the air, Eaton’s innovative arc fault circuit interrupter (AFCI) technology is c ruc ial to improving safety. AFCI tec hnology c an help prevent potential fires from ever starting by detec ting dangerous arc ing faults in elec tric al wiring in homes and airc raft. Developed first for residential applic ations, AFCI tec hnology was adapted for the aero- spac e industry in 2 0 0 0 , marking a c lassic example of the fruit of Eaton ’s c onvergenc e. C O N V E R G E N C E F A C I L I T A T E C O M M U N I C A T E I N T E G R A T E Knowledge knows no limits. At Eaton, circuit interrupter (AFCI), pioneered by Aging or damaged wiring and wire we know that harnessing knowledge is Eaton’s Cutler-Hammer business, uses bundles in aircraft can create short- critical to our success. With more than a microcomputer embedded in a con- lived electrical arcing that is unde- 40,000 products across four global busi- ventional breaker to detect arcing events tectable by conventional aerospace ness segments operating in a variety of in electrical wiring. Not only did the new circuit breakers. Several aircraft fires in markets, sharing knowledge and best technology win UL approval, it helped recent years have been related to arc practices is key to achieving the power lead to the National Electrical Code faults in the electrical system. The solu- of one Eaton. mandate requiring AFCI electrical break- tion to detecting these arcing events A prime facilitator of our convergence ers in bedroom circuits of all new homes lies in our miniaturized version of the is the Eaton Business System, which built after April 2002. innovative residential AFCI design, which drives competence across Eaton and Using principles from the Eaton fits into existing aircraft circuit panels. enables employees to learn from and Business System, we determined that We are currently flight-testing the new replicate successes. One of the most this technology had other applications. 400 Hz technology. exciting examples of the Eaton Business Over the past year, the Aerospace busi- Eaton’s next cross-business tech- System in action began with the devel- ness of our Fluid Power segment has nology jump will be to our Automotive opment of an innovative technology to invested more than $3 million, including segment, where we will explore detect arc faults in residential wiring and a $1 million grant from the United States the possibility of incorporating AFCI household electrical systems in order to Navy Air Command and the Federal technology into a car’s electrical prevent potential fire hazards. Aviation Administration, to adapt the system to improve passenger safety Known as the Fire-Guard breaker, Cutler-Hammer AFCI technology for use by detecting potential fire hazards the commercially-available arc fault on civil and military aircraft. before they occur.


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    Whether you are shopping for hoses and fittings or searching for a new job, Eaton is wired w ith m ad e- to - o rd er c ap ab ilities. O ur new ly- ratio nalized IT infrastruc ture is enab ling Eaton to deliver effic ienc ies to all of our stakeholders via the Web. By 2 0 0 3 , we expec t 90 percent of all of our employee, customer and supplier interactions to be Web-enabled. e - P R O M I N E N C E E X P E R I M E N T D E V E L O P M A S T E R A business without walls knows no lim- conducted over $1 billion in sales over all orders are placed via the Web; and its. We view the “ E” in Eaton as a symbol the Internet. More than 95 percent of all distributor calls have been reduced for the virtually unlimited growth poten- construction items are configured, engi- by 23 percent between February and tial enabled by the Internet. neered, and priced electronically; 80 December 2000. In Eaton’s Web-enabled environment, percent of all stock items are ordered by Internally, e-business initiatives are customers, distributors, suppliers, the customer online; and total volume expedited through the Eaton Business employees and shareholders already processed via pricing and configuration System, which links our worldwide busi- can get quotes, check inventory, place software has increased by more than nesses and employees via the Internet orders, access account status, get 200 percent since 1998. to provide a common set of manage- product information and support, look Eaton’s award-winning Van Wert, ment tools for achieving a more stream- for jobs, develop professional skills, Ohio, facility installed an Internet-based lined organization. check stock price, participate in discus- business-to-business system so cus- We’ re also using the Web to create sion forums and more. tomers can use the Internet to see what a learning environment. This year, we Looking ahead, our goals are ambi- parts are available and order customized founded Eaton University for our 59,000 tious. By 2003, we expect that 90 percent products for same-day shipping. As a employees worldwide. Largely a virtual of all employee, customer and supplier result, on-time delivery to customers has university, it enables employees to access interactions will be Web-enabled. soared from 63 percent in 1990 to 96 information about internal, external and Externally, e-business at Eaton is percent in 2000. e-learning training programs. Employment not about creating a storefront. It’s about E-business results are equally opportunities at Eaton are also Web- delivering efficiencies in the value chain. impressive for Eaton’s Aeroquip busi- enabled through www.eatonjobs.com, All across Eaton, the proof of success ness, now a part of our Fluid Power where both current and prospective is in the numbers. In 2000, our Industrial segment: more than 77 percent of all employees can obtain up-to-the-minute & Commercial Controls segment order lines are electronic; 51 percent of information about jobs available at Eaton.


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    I N F I N I T E O P P O R T U N I T I E S 21 Report of Management 42 Quarterly Data 21 Report of Independent Auditors 43 Five -Year Consolidated Financial Summary 22 Consolidated Financial Statements 44 Directors 26 Financial Review 44 Corporate Officers 35 Business Segment Information 44 Appointed Officers 37 Management’s Discussion and Analysis 45 Shareholder Information


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    REPORT OF M AN AGEM EN T We have prepared the accompanying consolidated financial statements with a minimum of duplicate effort and cost. The independent auditors and related information included herein for each of the three years in the receive copies of all reports issued by the internal auditors at the same period ended December 31, 2000. The primary responsibility for the in- time they are released to management and have access to all internal tegrity of the financial information included in this annual report rests audit work papers. with management. Such information was prepared in accordance with The Company maintains high standards when selecting, training generally accepted accounting principles appropriate in the circum- and developing personnel, to ensure that management’s objectives stances, based on our best estimates and judgments and giving due of maintaining strong, effective internal accounting controls and unbi- consideration to materiality. The opinion of Ernst & Young LLP, the ased, uniform reporting standards are attained. We believe our policies Company’s independent auditors, on those financial statements is and procedures provide reasonable assurance that operations are con- included herein. ducted in conformity with law and with our Company’s commitment The Company maintains internal accounting control systems which to a high standard of business conduct. provide reasonable assurance that assets are safeguarded from loss or The Board of Directors pursues its responsibility for the quality of unauthorized use, and which produce reliable accounting records for the Company’s financial reporting primarily through its Audit Committee preparation of financial information. There are limits inherent in all sys- which is composed of four outside directors. The Audit Committee meets tems of internal accounting control based on the recognition that regularly with management, the internal auditors and independent audi- the cost of such systems should not exceed the benefits to be derived. tors to ensure that they are meeting their responsibilities and to discuss We believe the Company’s systems provide this appropriate balance. matters concerning internal accounting control systems, accounting and The systems and controls and compliance therewith are reviewed by financial reporting. The internal auditors and independent auditors have an extensive program of internal audits and by our independent audi- full and free access to senior management and the Audit Committee. tors. Their activities are coordinated to obtain maximum audit coverage Alexander M. Cutler Adrian T. Dillon Billie K. Rawot Chairman and Chief Executive Officer; Executive Vice President – Vice President and President Chief Financial and Planning Officer Controller January 19, 2001 REPORT OF I N D EPEN D EN T AU D I TORS To the Shareholders Eaton Corporation We have audited the consolidated balance sheets of Eaton Corporation In our opinion, the financial statements referred to above present as of December 31, 2000 and 1999, and the related statements of con- fairly, in all material respects, the consolidated financial position of solidated income, shareholders’ equity, and cash flows for each of the Eaton Corporation at December 31, 2000 and 1999, and the consolidated three years in the period ended December 31, 2000. These financial results of its operations and its cash flows for each of the three years in statements are the responsibility of the Company’s management. Our the period ended December 31, 2000 in conformity with accounting prin- responsibility is to express an opinion on these financial statements ciples generally accepted in the United States. based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the 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 as- sessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement Cleveland, Ohio presentation. We believe that our audits provide a reasonable basis January 19, 2001 for our opinion. E A T O N C O R P O R A T I O N 21


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    C O N S O L 1 D AT E D B A L A N C E S H E E T S December 31 2000 1999 (Millions) Assets Current assets Cash $ 82 $ 79 Short-term investments 44 83 Accounts receivable 1,219 1,165 Inventories 872 876 Deferred income taxes 147 161 Other current assets 207 188 2,571 2,552 Property, plant & equipment Land & buildings 792 728 Machinery & equipment 3,255 3,116 4,047 3,844 Accumulated depreciation (1,773) (1,550) 2,274 2,294 Goodwill 2,026 1,853 Other intangible assets 556 598 Deferred income taxes & other assets 753 714 Net assets of discontinued operations 331 $ 8,180 $ 8,342 Liabilities & Shareholders’ Equity Current liabilities Short-term debt $ 447 $ 958 Current portion of long-term debt 110 12 Accounts payable 485 487 Accrued compensation 199 277 Accrued income & other taxes 191 255 Other current liabilities 675 579 2,107 2,568 Long-term debt 2,447 1,915 Postretirement benefits other than pensions 679 666 Deferred income taxes & other liabilities 537 569 Shareholders’ equity Common Shares (68.3 in 2000 and 74.0 in 1999) 34 37 Capital in excess of par value 1,266 1,041 Retained earnings 1,410 1,804 Accumulated other comprehensive income (loss) (267) (220) Shares in trust — deferred compensation plans (33) (38) 2,410 2,624 $ 8,180 $ 8,342 The Financial Review on pages 26 to 36 is an integral part of the consolidated financial statements. 22 E A T O N C O R P O R A T I O N


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    S TAT E M E N T S O F C O N S O L 1 D AT E D I N C O M E Year ended December 31 2000 1999 1998 (Millions except for per share data) Net sales $ 8,309 $ 8,005 $ 6,358 Costs & expenses Cost of products sold 6,092 5,792 4,528 Selling & administrative 1,299 1,248 974 Research & development 269 262 252 7,660 7,302 5,754 Income from operations 649 703 604 Other income (expense ) Interest expense — net (177 ) (152 ) (88 ) Gain on sales of businesses 340 43 Other — net 80 52 57 (97) 240 12 Income from continuing operations before income taxes 552 943 616 Income taxes 189 340 186 Income from continuing operations 363 603 430 Income (loss) from discontinued operations 90 14 (81 ) Net income $ 453 $ 617 $ 349 Net income per Common Share –assuming dilution Continuing operations $ 5.00 $ 8.17 $ 5.91 Discontinued operations 1.24 .19 (1.11 ) $ 6.24 $ 8.36 $ 4.80 Average number of Common Shares outstanding 72.6 73.7 72.7 Net income per Common Share –basic Continuing operations $ 5.06 $ 8.31 $ 6.02 Discontinued operations 1.25 .20 (1.13 ) $ 6.31 $ 8.51 $ 4.89 Average number of Common Shares outstanding 71.8 72.5 71.4 Cash dividends paid per Common Share $ 1.76 $ 1.76 $ 1.76 The Financial Review on pages 26 to 36 is an integral part of the consolidated financial statements. E A T O N C O R P O R A T I O N 23


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    S TAT E M E N T S O F C O N S O L 1 D AT E D C A S H F L O W S Year ended December 31 2000 1999 1998 (Millions) Net cash provided by operating activities of continuing operations Income from continuing operations $ 363 $ 603 $ 430 Adjustments to reconcile to net cash provided by operating activities Depreciation & amortization 364 332 254 Amortization of goodwill & other intangible assets 98 89 58 Deferred income taxes 44 52 106 Gain on sales of businesses & corporate assets (22) (340) (43) Other non-cash items in income (20) (34) Changes in operating assets & liabilities, excluding acquisitions & sales of businesses Accounts receivable (39) (59) (63) Inventories (13) 17 (55) Accounts payable & other accruals (139) (33) (26) Accrued income & other taxes (86) 67 5 Other — net (31) (20) (9) 519 708 623 Net cash used in investing activities of continuing operations Expenditures for property, plant & equipment (386) (480) (468) Acquisitions of businesses, less cash acquired (115) (1,602) (117) Proceeds from initial public offering of subsidiary 349 Sales of businesses & corporate assets 122 544 375 Other — net 6 (83) (56) (24) (1,621) (266) Net cash (used in) provided by financing activities of continuing operations Borrowings with original maturities of more than three months Proceeds 1,555 1,917 1,409 Payments (1,560) (1,517) (982) Borrowings with original maturities of less than three months — net 150 519 (303) Cash dividends paid (127) (128) (126) Purchase of Common Shares (417) (5) (349) Sale of Common Shares 147 Other — net 11 25 17 (388 ) 958 (334 ) Cash provided by continuing operations 107 45 23 Net cash (used in) provided by discontinued operations (104) (43) 2 Total increase in cash 3 2 25 Cash at beginning of year 79 77 52 Cash at end of year $ 82 $ 79 $ 77 The Financial Review on pages 26 to 36 is an integral part of the consolidated financial statements. 24 E A T O N C O R P O R A T I O N


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    S TAT E M E N T S O F C O N S O L 1 D AT E D S H A R E H O L D E R S ’ E Q U I T Y Shares in trust Accumulated Common Shares Capital in other Deferred Total excess of Retained comprehensive compensation shareholders’ Shares Dollars par value earnings income (loss) ESOP plans equity (Millions) Balance at January 1, 1998 74.7 $ 37 $ 844 $ 1,385 $ (148 ) $ (20 ) $ (27 ) $ 2,071 Net income 349 349 Other comprehensive income 38 38 Total comprehensive income 387 Cash dividends paid, net of ESOP tax benefit (126) (126) Issuance of shares under employee benefit plans, including tax benefit .5 25 (1) 14 38 Put option obligation, net 16 16 Purchase of shares (3.7) (1) (42) (286) (329) Issuance of shares to trust, net .2 10 (10) 0 Balance at December 31, 1998 71.7 36 853 1,321 (110 ) (6 ) (37 ) 2,057 Net income 617 617 Other comprehensive income (loss) (110 ) (110 ) Total comprehensive income 507 Cash dividends paid, net of ESOP tax benefit (128 ) (128 ) Issuance of shares under employee benefit plans, including tax benefit .8 49 (1 ) 6 54 Put option obligation, net (7 ) (7 ) Sale of shares 1.6 1 146 147 Purchase of shares (.1 ) (5 ) (1 ) (6 ) Balance at December 31, 1999 74.0 37 1,041 1,804 (220 ) 0 (38 ) 2,624 Net income 453 453 Other comprehensive income (loss) (47 ) (47 ) Total comprehensive income 406 Cash dividends paid (127 ) (127 ) Issuance of shares under employee benefit plans, including tax benefit .3 57 (1 ) 56 Put option obligation, net 7 7 Purchase of shares (6.0 ) (3 ) (112 ) (302 ) (417 ) Issuance of shares 5 5 Initial public offering and spin-off of subsidiary 272 (416 ) (144 ) Other —net 1 (1 ) 0 Balance at December 31, 2000 68.3 $ 34 $ 1,266 $ 1,410 $ (267 ) $ 0 $ (33 ) $ 2,410 The Financial Review on pages 26 to 36 is an integral part of the consolidated financial statements. E A T O N C O R P O R A T I O N 25


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    F1N AN C I AL R EVI EW All references to net income per Common Share assume dilution, In the normal course of business the Company’s operations are also unless otherwise indicated. exposed to fluctuations in interest rates. Interest rate swaps, forward in- terest rate agreements and other instruments are used to reduce the cost Accounting Policies of, and exposure to, interest rate fluctuations. Accrued gains or losses Consolidation The consolidated financial statements include accounts on interest rate swaps and other instruments are included in interest ex- of the Company and all majority-owned subsidiaries. The equity method pense since they hedge interest on debt. Gains and losses on forward of accounting is used for investments in associate companies and joint interest rate agreements are deferred and subsequently recognized in ventures where the Company has a 20% to 50% ownership interest. net income when interest expense on the hedged debt is recognized in net income. Cash premiums related to these financial instruments are Foreign Currency Translation The functional currency for principally all amortized to interest expense over the life of the respective agreement. subsidiaries outside the United States is the local currency. Financial statements for these subsidiaries are translated into United States dollars Statement of Financial Accounting Standard No. 133, “Accounting for at year-end exchange rates as to assets and liabilities and weighted-aver- Derivative Instruments and Hedging Activities,” as amended, requires all age exchange rates as to revenues and expenses. The resulting transla- derivative instruments to be recognized on the balance sheet at fair value. tion adjustments are recorded in shareholders’ equity in accumulated The standard must be adopted by the Company effective January 1, 2001. other comprehensive income (loss). Adoption will not have a material effect on the consolidated results of operations or financial position of the Company. Inventories Inventories are carried at lower of cost or market. Inven- tories in the United States are generally accounted for using the last-in, Options for Common Shares The Company applies the intrinsic value first-out (LIFO) method. Remaining United States and all other inventories based method described in Accounting Principles Board Opinion No. 25 are accounted for using the first-in, first-out (FIFO) method. to account for stock options granted to employees to purchase Common Shares. Under this method, no compensation expense is recognized Depreciation and Amortization Depreciation and amortization are on the grant date, since on that date the option price equals the market computed by the straight-line method for financial statement purposes. price of the underlying Common Shares. Cost of buildings is depreciated over forty years and machinery and equipment over principally three to ten years. Goodwill and intangible Revenue Recognition Substantially all revenues are recognized when assets, primarily consisting of patents, trademarks, tradenames are products are shipped to unaffiliated customers. amortized over a range of five to forty years. Software is amortized In December 1999, the Securities and Exchange Commission (SEC) over its estimated useful life, generally three to five years, but not to issued Staff Accounting Bulletin (SAB) No. 101, “Revenue Recognition”. exceed five years. SAB 101 clarifies the SEC staff’s views on application of generally accepted Goodwill and other long-lived assets are reviewed for impairment accounting principles to revenue recognition. The Company has concluded whenever events or changes in circumstances indicate the carrying its revenue recognition policy continues to be appropriate and in accor- amount may not be recoverable. Events or circumstances that would dance with generally accepted accounting principles and SAB 101. result in an impairment review primarily include operations reporting The Company’s accounting policy with respect to shipping and han- losses or a significant change in the use of an asset. The asset would dling costs billed to the customer is to include the amounts billed in net be considered impaired when the future net undiscounted cash flows sales and the related costs in cost of products sold. generated by the asset are less than its carrying value. An impairment loss would be recognized based on the amount by which the carrying Estimates Preparation of financial statements in conformity with gen- value of the asset exceeds its fair value. erally accepted accounting principles requires management to make estimates and assumptions in certain circumstances that affect amounts Financial Instruments The Company selectively uses straightforward, reported in the accompanying consolidated financial statements and nonleveraged financial instruments as part of foreign exchange and inter- notes. Actual results could differ from these estimates. est rate risk management programs. Financial instruments are not bought and sold solely for trading purposes except for nominal amounts autho- Financial Presentation Changes Certain amounts for prior years have rized under limited, controlled circumstances. Credit loss has never been been reclassified to conform to the current year presentation. experienced, and is not anticipated, as the counterparties to various financial instruments are major international financial institutions with Discontinued Operations strong credit ratings and due to control over the limit of positions entered On June 30, 2000, the Company’s semiconductor equipment operations into with any one party. Although financial instruments are an integral were reorganized into a wholly-owned subsidiary, Axcelis Technologies, part of the Company’s risk management programs, their incremental effect on financial condition and results of operations is not material. Inc. (Axcelis). In July 2000, Axcelis completed an initial public offering The Company and its subsidiaries are exposed to fluctuations in foreign (IPO) for the sale of 17,050,000 shares of common stock at $22 per share. currencies in the normal course of business. Foreign currency forward The proceeds from the IPO, net of an underwriting discount and other exchange contracts and other instruments are used to reduce exposure offering expenses, were $349 million and, together with cash from other to foreign currency fluctuations. Accrued gains or losses on those financial sources available to Axcelis, were used to pay a $300 million dividend to instruments which hedge net investments in subsidiaries outside the Eaton. On December 29, 2000 Eaton distributed its remaining interest in United States are recorded in shareholders’ equity. Gains or losses on Axcelis to Eaton shareholders as a dividend (spin-off). The distribution those financial instruments which hedge specific transactions are deferred was tax-free to Eaton and its shareholders for United States income tax and subsequently recognized in net income when the gains or losses on purposes. The $272 million gain on the IPO was recorded as a direct in- the hedged foreign currency transaction are recognized in net income. crease to shareholders’ equity. The spin-off was recorded as a $416 mil- Cash premiums and discounts related to these financial instruments are lion direct reduction of shareholders’ equity. amortized to other income-net over the life of the respective agreement. The consolidated financial statements have been restated to present the semiconductor equipment operations as a discontinued operation. Results reported separately by Axcelis are reported on a stand-alone 26 E A T O N C O R P O R A T I O N


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    basis and differ from results of discontinued operations. Operating re- The acquisition integration liabilities for Aeroquip-Vickers were based sults of discontinued operations are summarized as follows: on Eaton’s integration plan which focuses on: 1) manufacturing process and supply chain rationalization, including plant closings, 2) elimination (Millions) 2000 1999 1998 of redundant administrative overhead and support activities, and 3) re- Net sales $ 679 $ 397 $ 267 structuring and repositioning of the sales/marketing and research and Income (loss) before income taxes $ 132 $ 20 $ (131) development organizations to eliminate redundancies. Workforce reduc- Income taxes (benefit) 42 6 (50) tions primarily related to plant closings and consolidations, for which Net income (loss) $ 90 $ 14 $ (81) decisions were finalized in the first quarter of 2000. Adjustments to these liabilities will be 1) recorded as a reduction of net income, if the ultimate Acquisitions of Businesses amount of the liability exceeds the estimate, or 2) recorded as a reduction The Company acquired businesses for a combined net cash purchase of goodwill, if the ultimate amount of the liability is below the estimate. price (in millions) of $115 in 2000, $1,602 in 1999 and $117 in 1998. All acquisitions were accounted for by the purchase method of accounting Sales of Businesses & Corporate Assets and, accordingly, the Statements of Consolidated Income include the The Company sold businesses, product lines and certain corporate results of the acquired businesses from the effective dates of acquisition. assets for aggregate cash proceeds (in millions) of $122 in 2000, $544 in In September 2000, the industrial cylinder business of International 1999 and $375 in 1998. The sale of certain corporate assets and product Motion Control Incorporated was acquired for $75 million. This business, lines in 2000 resulted in a pretax gain of $22 million ($14 million after-tax which had 1999 sales of $63 million, manufactures industrial cylinders or $.19 per Common Share). which are primarily used by machine and equipment builders to transfer Divestitures in 1999 included the sale of the Engineered Fasteners and apply fluid power. The operating results of this business are reported division in August and the Fluid Power division in October. The sales of in Business Segment Information in Fluid Power. these businesses, and adjustments related to businesses sold in prior In April 1999, the Company acquired Aeroquip-Vickers, Inc. The periods, resulted in a pretax gain of $340 million ($198 million after-tax, operating results are reported in Business Segment Information in Fluid or $2.68 per Common Share). In December, substantially all of Vickers Power. The assets acquired and liabilities assumed in the acquisition of Electronic Systems was sold, which was acquired in the acquisition of Aeroquip-Vickers were recorded at estimated fair values as determined Aeroquip-Vickers, resulting in no gain or loss. by Eaton’s management. The Company obtained independent appraisals Divestitures in 1998 included the sale of the Axle and Brake business of the fair values of the acquired property, plant and equipment, and iden- in January and the automotive leaf spring business in April. The sales of tified intangible assets, and their remaining useful lives and has com- these businesses, and adjustments related to businesses sold in prior pleted the review and determination of the fair values of the other assets periods, resulted in a pretax gain of $43 million ($28 million after-tax, or acquired and the liabilities assumed. A summary of the assets acquired $.38 per Common Share). and liabilities assumed in the acquisition follows: The operating results of businesses sold in 1999 and 1998 are reported in Business Segment Information as Divested Operations. (Millions) Recorded fair values Unusual Charges Assets acquired $ 1,724 During 2000 and 1999, in connection with the integration of Aeroquip- Liabilities assumed (1,217) Vickers, Eaton incurred various costs, primarily plant consolidation and Goodwill (amortized by the straight-line method over forty years) 1,116 other expenses, including outside consulting fees, travel expenses and the relocation of inventory and equipment. In accordance with generally Purchase price 1,623 accepted accounting principles, these acquisition integration costs, which Less cash acquired & liability for outstanding shares (30) are associated with the generation of future revenues and have future Net cash paid $ 1,593 economic benefit, were recorded as expense. Acquisition integration expenses related to Aeroquip-Vickers, and restructuring charges in 2000, As a result of the acquisition of Aeroquip-Vickers, Eaton incurred 1999, and 1998 related to other business segments, are included in the acquisition integration costs for the incremental expenditures to exit and Statements of Consolidated Income in Income from Operations and re- consolidate activities at Aeroquip-Vickers locations, to involuntarily termi- duced operating profit of the related segment and are described below. nate Aeroquip-Vickers employees and to integrate operating locations and other activities of Aeroquip-Vickers with Eaton. Acquisition integra- 2000 Charges Income from continuing operations in 2000 was reduced tion costs, which are not associated with the generation of future revenues by charges of $52 million ($34 million after-tax, or $.47 per Common and have no future economic benefit, have been reflected as assumed Share), which included $47 million associated with the integration of liabilities in the purchase price allocation. The components of the acqui- Aeroquip-Vickers and $5 million of corporate related charges. Integra- sition integration liabilities are as follows: tion charges consisted of $46 million of plant consolidation and other ex- Workforce reductions Plant penses and $1 million for workforce reductions. The workforce reduction consolidation (Millions of dollars) Employees Dollars & other Total charges consist of severance and other related employee benefits and include the expected termination of approximately 110 employees, pri- 1999 470 $ 31 $ 1 $ 32 Utilized in 1999 (460) (28) (1) (29) marily manufacturing personnel. Balance at December 31, 1999 10 3 0 3 1999 Charges Income from continuing operations in 1999 was reduced 2000 2,075 72 10 82 by charges of $30 million ($20 million after-tax, or $.27 per Common Utilized in 2000 (1,060) (33) (3) (36) Share), which included $23 million associated with the integration of Balance remaining at Aeroquip-Vickers as discussed above and $7 million of restructuring December 31, 2000 1,025 $ 42 $ 7 $ 49 charges related to the Truck segment. E A T O N C O R P O R A T I O N 27


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    F1N AN C I AL R EVI EW Integration charges of $23 million related to the acquisition of Aeroquip- Debt and Other Financial Instruments Vickers included $21 million for plant consolidation and other expenses. At December 31, 2000, short-term debt was $447 million, of which $368 In addition, a $2 million liability for workforce reductions, severance and million related to United States operations. Credit facilities of $600 million, other related employee benefits, was recorded and included the expected which mature April 2001, are available to support this short-term debt. termination of 70 employees, primarily manufacturing personnel. Subsidiaries outside the United States have lines of credit, primarily short- As part of the ongoing effort to restructure European operations in term, aggregating $128 million from various banks worldwide. At Decem- the Truck segment, a restructuring liability of $7 million was recorded. The ber 31, 2000, $79 million was outstanding under these lines of credit. Company is completing the closure of a manufacturing facility in Aycliffe, United Kingdom and consolidating production into an existing facility in Long-term debt at December 31, excluding the current portion, follows: Poland. This charge related to workforce reductions, severance and other (Millions) 2000 1999 related employee benefits, for the expected termination of 190 employ- 6.95% notes due 2004 $ 250 $ 250 ees, primarily manufacturing personnel. 8% debentures due 2006 86 86 8.9% debentures due 2006 100 100 1998 Charges Income from continuing operations in 1998 was reduced by 6% Euro 200 million notes due 2007 186 charges of $68 million ($44 million after-tax, or $.61 per Common Share) 8.1% debentures due 2022 100 100 which included $58 million to restructure certain business segments 7 5⁄8 % debentures due 2024 66 94 and $10 million for a contribution to the Company’s charitable trust. 6 1⁄2 % debentures due 2025 Restructuring charges of $58 million primarily related to workforce (due 2005 at option of debenture holders) 145 150 reductions, inventory write-downs, and other costs in the Automotive, 7.875% debentures due 2026 82 82 Industrial and Commercial Controls, and Truck segments. The charges 7.65% debentures due 2029 200 200 included $33 million for workforce reductions, primarily severance and 6.4% to 7.6% medium-term notes due at other related employee benefits, for the expected termination of 2,525 various dates ranging from 2002 to 2018 257 167 employees, mainly manufacturing personnel. Certain plants in these Commercial paper 900 500 segments were closed and production was consolidated into other Other 75 186 existing facilities. $ 2,447 $ 1,915 Restructuring Liabilities Movement of the various components of The Company has a multi-year credit facility of $900 million, $500 million restructuring liabilities of continuing operations are as follows: of which expires in 2003 and $400 million expires in 2005. Commercial Inventory & Plant paper of $900 million is classified as long-term debt because the Com- Workforce other asset consolidation (Millions of dollars) Employees reductions write-downs & other Total pany intends, and has the ability under this agreement, to refinance these 1998 2,525 $ 33 $ 16 $ 9 $ 58 notes on a long-term basis. Utilized in 1998 (600) (5) (16) (6) (27) In March 2000, the Company entered into a seven-year Euro 200 Balance remaining million interest rate swap to convert the 6% Euro 200 million notes from at December 31, 1998 1,925 28 0 3 31 a fixed-rate to a floating-rate based upon the six-month Euro Interbank 1999 260 9 0 0 9 Offered Rate (4.8% at December 31, 2000). Utilized in 1999 (1,825) (22) 0 (2) (24) In 1999, the Company entered into a five-year $100 million interest Balance remaining rate swap and a thirty-year $150 million interest rate swap. These swaps at December 31, 1999 360 15 0 1 16 effectively convert a portion of the 6.95% notes and the 7.65% debentures 2000 0 0 0 0 0 to floating rates based on the six-month London Interbank Offered Rate Utilized in 2000 (180) (7) 0 (1) (8) (6.2% at December 31, 2000). Balance remaining In 1999, the Company entered into an agreement expiring in May at December 31, 2000 180 $ 8 $ 0 $ 0 $ 8 2002, which effectively converts $50 million of United States dollar float- ing-rate debt into Japanese Yen denominated debt with interest payable at a floating-rate (.849% at December 31, 2000). In 1999, the Company also entered into an agreement expiring in October 2001, which effec- tively converts $50 million of United States dollar floating-rate debt into Euro denominated debt based on the three-month Euro Interbank Offered Rate (4.9% at December 31, 2000). The weighted-average interest rate on short-term borrowings, includ- ing commercial paper classified in long-term debt, was 6.5% and 6.2% at December 31, 2000 and 1999, respectively. Aggregate mandatory sinking fund requirements and annual maturi- ties of long-term debt are as follows (in millions): 2001, $110; 2002, $131; 2003, $504; 2004, $255; and 2005, $415. Interest capitalized as part of the acquisition or construction of major fixed assets (in millions) was $22 in 2000, $21 in 1999 and $16 in 1998. Inter- est paid (in millions) was $205 in 2000, $163 in 1999 and $102 in 1998. 28 E A T O N C O R P O R A T I O N


  • Page 24

    The carrying values of cash, short-term investments and short-term Components of plan obligations and assets and the recorded asset debt in the Consolidated Balance Sheet approximate their estimated fair (liability) of continuing operations at December 31 are as follows: values. The estimated fair values of other financial instruments outstand- Other ing at December 31 are as follows: postretirement Pension benefits benefits 2000 1999 (Millions) 2000 1999 2000 1999 Notional Carrying Fair Notional Carrying Fair (Millions) amount amount value amount amount value Benefit obligation at beginning of year $ (1,754) $ (1,600) $ (835) $ (767) Marketable debt securities $ 48 $ 48 $ 63 $ 63 Service cost (63) (67) (16) (15) Long-term debt, current Interest cost (119) (108) (60) (54) portion of long-term Effect of divestitures 2 25 3 13 debt & foreign currency Effect of acquisitions (179) (106) principal swaps (2,557) (2,621) (1,927) (1,963) Actuarial (loss) gain (7) 40 19 36 Foreign currency forward Benefits paid 160 146 67 60 exchange contracts $ 271 6 7 $ 20 Effect of translation 29 3 Interest rate swaps Other (10) (14) (5) (2) Fixed to floating 436 20 250 (7) Fixed to fixed 75 1 (1) Benefit obligation at end Floating to floating 100 50 (1) of year $ (1,762) $ (1,754) $ (827) $ (835) Fair value of plan assets at The estimated fair values of financial instruments are principally based beginning of year $ 2,386 $ 2,004 on quoted market prices. The fair value of foreign currency forward ex- Actual return on plan assets (24) 341 change contracts, which primarily mature in 2001, and foreign currency Employer contributions 28 20 $ 65 $ 58 Effect of divestitures (26) principal and interest rate swaps are estimated based on quoted market Effect of acquisitions 192 prices of comparable contracts, adjusted through interpolation where Benefits paid (160) (146) (67) (60) necessary for maturity differences. Effect of translation (24) (1) Other 3 2 2 2 Retirement Benefit Plans The Company has defined benefit pension plans and other postretire- Fair value of plan assets at end of year $ 2,209 $ 2,386 $ 0 $ 0 ment benefit plans, primarily health care and life insurance. In the event of a change in control of the Company, excess pension plan assets of Pension plan assets in excess of North American operations may be dedicated to funding of health and benefit obligations $ 447 $ 632 Obligations with no plan assets $ (827) $ (835) welfare benefits of employees and retirees. Unamortized Net (gain) loss (213) (469) 128 156 Prior service cost 35 36 (9) (15) Other (12) (14) Recorded asset (liability) $ 257 $ 185 $ (708) $ (694) The projected benefit obligation, accumulated benefit obligation and fair value of plan assets for pension plans with accumulated benefit oblig- ations in excess of plan assets (in millions) were $281, $247 and $136, re- spectively, as of December 31, 2000, and $146, $136 and $23, respectively, as of December 31, 1999. E A T O N C O R P O R A T I O N 29


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    F1N AN C I AL R EVI EW The components of net periodic benefit income (cost ) of continuing manufacturing facilities are becoming certified under ISO 14001, an inter- operations for the years ended December 31 are as follows: national standard for environmental management systems. The Company routinely reviews EHS performance at each of its facilities and continu- Pension benefits ously strives to improve pollution prevention at its facilities. (Millions) 2000 1999 1998 As a result of past operations, the Company is involved in remedial Service cost $ (63) $ (67) $ (57) response and voluntary environmental remediation at a number of sites, Interest cost (119) (108) (98) including certain currently-owned or formerly-owned plants. The Com- Expected return on plan assets 200 179 158 pany has also been named a potentially responsible party (PRP) under Other 6 (3) (4) the Federal Superfund law at a number of waste disposal sites. 24 1 (1) A number of factors affect the cost of environmental remediation, in- Curtailment (loss) gain (2) (5) 8 cluding the number of parties involved at a particular site, the determi- Settlement gain 18 18 41 nation of the extent of contamination, the length of time the remediation $ 40 $ 14 $ 48 may require, the complexity of environmental regulations, and the con- tinuing advancement of remediation technology. Taking these factors into Other postretirement benefits account, the Company has estimated (without discounting) costs of 2000 1999 1998 remediation, which will be incurred over a period of several years. The Service cost $ (16) $ (15) $ (12) Company accrues an amount consistent with the estimates of these costs Interest cost (60) (54) (49) when it is probable that a liability has been incurred. At December 31, Net amortization (3) (2) 2000 and 1999, the Consolidated Balance Sheet included a liability for (76) (72) (63) these costs (in millions) of $58 and $52, respectively. With regard to some Curtailment gain 1 1 1 of the matters included in the liability, the Company has rights of recov- Settlement loss (4) (5) ery from non-affiliated parties for a portion of these estimated costs. $ (75) $ (75) $ (67) Based upon the Company’s analysis and subject to the difficulty in estimating these future costs, the Company expects that any sum it may be required to pay in connection with environmental matters is not The curtailment and settlement gains and losses reflect the sales of reasonably likely to exceed the liability by an amount that would have a the Engineered Fasteners and Fluid Power divisions in 1999 and the Axle material adverse effect on its financial condition, results of operations, and Brake business in 1998. or liquidity. All of these estimates are forward-looking statements and, Actuarial assumptions used in the calculation of the recorded asset (liability) are as follows: given the inherent uncertainties in evaluating environmental exposures, actual results can differ from these estimates. 2000 1999 Discount rate 7.75% 7.50% Shareholders’ Equity Return on pension plan assets 10.00% 10.00% There are 300 million Common Shares authorized ($.50 par value per Rate of compensation increase 4.75% 4.50% share). At December 31, 2000, there were 11,847 holders of record of Projected health care cost trend rate 5.25% 6.00% Common Shares. Additionally, approximately 28,000 current and former Ultimate health care trend rate 5.50% 5.25% employees were shareholders through participation in the Eaton Share Year ultimate health care trend rate is achieved 2001 2001 Purchase and Investment Plan (SPIP), and the Aeroquip-Vickers Savings & Profit Sharing Plan. Assumed health care cost trend rates have a significant effect on the The Company has plans which permit eligible employees and directors amounts reported for other postretirement benefits. A one-percentage- to defer a portion of their compensation. The Company has deposited $61 point change in the assumed health care cost trend rate would have the million of marketable securities and its Common Shares into a trust to fund following effects: a portion of these liabilities. The marketable securities are included in other 1% 1% assets and the Common Shares are included in shareholders’ equity. (Millions) Increase Decrease 2000 benefit cost $ 3 $ (2) Stock Options Stock options have been granted to certain employees, Recorded liability at December 31, 2000 32 (29) under various plans, to purchase Common Shares at prices equal to fair market value as of date of grant. Historically, the majority of these The Company also has various defined-contribution benefit plans, options vest ratably during the three-year period following the date of grant and expire ten years from the date of grant. primarily consisting of the Eaton Share Purchase and Investment Plan During 1998 and 1997, the Company granted special performance- and the Aeroquip-Vickers Savings and Profit Sharing Plan. Total contri- vested stock options with a ten-year vesting term in lieu of more standard butions related to these plans charged to expense were (in millions) $75 employee stock options. These options have a provision for accelerated in 2000, $34 in 1999 and $9 in 1998. vesting when the Company achieves certain net income and Common Protection of the Environment Share price targets. If the targets are not achieved, these options become The Company has established policies to ensure that its operations are exercisable ten days before the expiration of their ten-year term. As of conducted in keeping with good corporate citizenship and with a posi- December 31, 2000, 2.5 million special performance-vested stock options tive commitment to the protection of the natural and workplace environ- were outstanding of which 1.0 million were exercisable. ments. For example, each manufacturing facility has a person responsible for environmental, health and safety (EHS) matters. All of the Company’s 30 E A T O N C O R P O R A T I O N


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    As a result of the spin-off of Axcelis on December 29, 2000, all out- The Company has adopted the disclosure-only provisions of State- standing stock options were adjusted to reflect the effect of the spin- ment of Financial Accounting Standard (SFAS) No. 123, “ Accounting for off. Outstanding options were adjusted so that the intrinsic values of the Stock-Based Compensation” . If the Company accounted for its stock op- options after the spin-off were equivalent to the intrinsic values of the tions under the fair value method of SFAS No. 123, net income (in millions) options immediately before the spin-off (intrinsic value represents the and net income per Common Share would have been as indicated below: difference between market value and option price on a per share basis 2000 1999 1998 extended by the number of shares). The intrinsic value was maintained Net income by a combination of a reduction of the exercise price relative to the mar- As reported $ 453 $ 617 $ 349 ket price of Eaton Common Shares subsequent to the spin-off and an Assuming fair value method 435 602 338 increase in the number of shares underlying the outstanding options. Net income per Common Share – A summary of stock option activity follows: assuming dilution As reported $ 6.24 $ 8.36 $ 4.80 2000 1999 1998 Assuming fair value method 5.99 8.16 4.65 Average Average Average price per price per price per Net income per Common Share – basic (Shares in millions) share Shares share Shares share Shares As reported $ 6.31 $ 8.51 $ 4.89 Outstanding, January 1 $ 65.89 8.7 $ 61.46 7.5 $ 55.85 6.8 Assuming fair value method 6.06 8.30 4.73 Granted 71.90 1.5 74.53 2.2 87.81 1.2 Exercised 33.76 (.3) 44.95 (.8) 43.40 (.4) The fair value of each option grant was estimated using the Black- Canceled 83.05 (.6) 75.12 (.2) 71.11 (.1) Scholes option pricing model with the following assumptions: Options outstanding at 2000 1999 1998 December 29, before spin-off of Axcelis $ 66.89 9.3 Dividend yield 3% 3% 3% Cancellation of options Expected volatility 23% 21% 22% of Axcelis employees 72.39 (.5) Risk-free interest rate 6% to 6.8% 4.7% to 6.1% 5.5% to 5.7% Adjustment for spin-off Expected option life in years 4 or 5 4 or 5 4, 5 or 6 of Axcelis 1.4 Weighted-average per share fair value of options Outstanding, December 31 $ 57.30 10.2 $ 65.89 8.7 $ 61.46 7.5 granted during the year $15.47 $12.99 $18.73 Exercisable, December 31 $ 51.51 5.8 $ 55.39 4.6 $ 51.91 4.8 Reserved for future Preferred Share Purchase Rights In 1995, the Company declared a grants, December 31 2.0 2.4 4.4 dividend of one Preferred Share Purchase Right for each outstanding Common Share. The Rights become exercisable only if a person or The following table summarizes information about stock options out- group acquires, or offers to acquire, 20% or more of the Company’s standing at December 31, 2000 after the spin-off of Axcelis: Common Shares. The Company is authorized to reduce the 20% thresh- old for triggering the Rights to not less than 10% . The Rights expire on Weighted- average Weighted- July 12, 2005, unless redeemed earlier at one cent per Right. remaining average When the Rights become exercisable, the holder of each Right, other Number contractual exercise price (Shares in millions) outstanding life (years) per share than the acquiring person, is entitled (1) to purchase for $250, one one- Range of exercise prices per share hundredth of a Series C Preferred Share, (2) to purchase for $250, that $20.79 – $29.99 .5 .9 $ 27.21 number of the Company’s Common Shares or common stock of the ac- $30.00 – $39.99 .5 2.1 33.88 quiring person having a market value of twice that price, or (3) at the option $40.00 – $49.99 2.2 4.1 45.64 of the Company, to exchange each Right for one Common Share or one $50.00 – $59.99 .1 8.6 57.44 one-hundredth of a Preferred Share. $60.00 – $69.99 5.6 7.5 61.70 $70.00 – $79.99 1.1 7.3 75.67 $80.00 – $88.41 .2 8.3 86.55 The following table summarizes information about stock options that are exercisable at December 31, 2000 after the spin-off of Axcelis: Weighted- average Number exercise price (Shares in millions) exercisable per share Range of exercise prices per share $20.79 – $29.99 .5 $ 27.21 $30.00 – $39.99 .5 33.88 $40.00 – $49.99 2.2 45.64 $50.00 – $59.99 .1 55.52 $60.00 – $69.99 2.1 61.86 $70.00 – $79.99 .3 76.01 $80.00 – $88.41 .1 87.73 E A T O N C O R P O R A T I O N 31


  • Page 27

    F1N AN C I AL R EVI EW Comprehensive Income The components of accumulated other com- Reconciliations of income taxes of continuing operations at the United prehensive income (loss) as reported in the Statement of Consolidated States Federal statutory rate to the effective income tax rate for the years Shareholders’ Equity are as follows: ended December 31 follow: Foreign Unrealized currency gain (loss) on (Millions) 2000 1999 1998 translation available for (Millions) adjustments sale securities Total Income taxes at the United Balance at January 1, 1998 $ (139) $ (9) $ (148) States statutory rate 35.0% 35.0% 35.0% 1998 adjustment, net of income taxes (2) 6 4 State & local income taxes 2.7 .6 1.8 Recognition in income of adjustment Amortization of goodwill & intangible assets 2.6 1.3 1.1 related to divested businesses 34 34 Adjustment of worldwide tax liabilities 5.0 1.3 .3 Possessions credit related to Puerto Balance at December 31, 1998 (107) (3) (110) Rican operations (8.4) (3.2) (6.5) 1999 adjustment, net of income taxes (116) 3 (113) Credit for increasing research activities (3.2) (.9) (1.5) Recognition in income of adjustment Effective income tax rate differential related to divested businesses 3 3 related to: Balance at December 31, 1999 (220) 0 (220) Sales of businesses 2.5 1.7 2000 adjustment, net of income taxes (47) (4) (51) Foreign source income 1.2 1.5 .3 Adjustment for spin-off of Axcelis 4 4 Earnings of consolidated subsidiaries Balance at December 31, 2000 $ (263) $ (4) $ (267) and associate companies outside the United States (3.5) (2.2) (.4) Other — net 2.8 .2 (1.6) Income Taxes For financial statement reporting purposes, income from continuing oper- 34.2% 36.1% 30.2% ations before income taxes, based on the geographical location of the Significant components of current and long-term deferred income operation to which such earnings are attributable, is summarized below. taxes of continuing operations at December 31 follow: Certain foreign operations are branches of Eaton Corporation and are, therefore, subject to United States as well as foreign income tax regula- Current Long-term Long-term (Millions) assets assets liabilities tions. As a result, pretax income by location and the components of in- 2000 come tax expense by taxing jurisdiction are not directly related. Accruals & other adjustments (Millions) 2000 1999 1998 Employee benefits $ 59 $ 195 United States $ 417 $ 773 $ 588 Depreciation & amortization $ (8) (451) Non-United States 135 173 62 Other 81 65 Write-off of foreign currency Operating loss carryforwards 3 47 3 translation adjustments related Other items 7 14 26 (3) (34) Valuation allowance (3) (47) (27) to divested businesses $ 552 $ 943 $ 616 $ 147 $ 6 $(189) 1999 Accruals & other adjustments Income tax expense of continuing operations for the years ended Employee benefits $ 51 $ 2 $ 205 December 31 follows: Depreciation & amortization (5) (431) (Millions) 2000 1999 1998 Other 101 28 Operating loss carryforwards 57 3 Current Other items 9 16 (4) United States Valuation allowance (56) Federal $ 85 $ 223 $ 22 State & local 19 13 15 $ 161 $ 14 $(199) Non-United States 51 51 41 At December 31, 2000, certain non-United States subsidiaries had 155 287 78 Deferred operating loss carryforwards aggregating $146 million. Carryforwards of United States $99 million have no expiration dates and the balance expires at various Federal 28 30 102 dates from 2001 through 2010. Non-United States The Company has manufacturing facilities in Puerto Rico which oper- Change in valuation allowance (8) ate under United States tax law incentives that will no longer be available Operating loss carryforwards 2 17 (1) after 2005. Other 12 6 7 No provision has been made for income taxes on undistributed earn- 34 53 108 ings of consolidated non-United States subsidiaries of $701 million at $ 189 $ 340 $ 186 December 31, 2000, since the earnings retained have been reinvested by the subsidiaries. If distributed, such remitted earnings would be subject to withholding taxes but substantially free of United States income taxes. Worldwide income tax payments (in millions) were $210 in 2000, $169 in 1999 and $30 in 1998. 32 E A T O N C O R P O R A T I O N


  • Page 28

    The Internal Revenue Service (IRS) has asserted the Company owes Net Income per Common Share The calculation of net income per additional taxes and interest for 1993 relating to the treatment of trans- Common Share – assuming dilution and basic follows: actions involving company-owned life insurance. A similar issue exists (Millions except for per share data) 2000 1999 1998 for 1994–1998. The Company strongly disagrees with the IRS and is vig- Net income $ 453 $ 617 $ 349 orously contesting the matter. Management believes resolution of this matter will not have a material adverse effect on the Company’s results Average number of Common Shares outstanding –assuming dilution 72.6 73.7 72.7 of operations, financial condition and cash flows. Less dilutive effect of stock options .8 1.2 1.3 Other Information Average number of Common Shares Assets Accounts receivable are net of an allowance for doubtful accounts outstanding–basic 71.8 72.5 71.4 of $24 million at the end of 2000 and $23 million at the end of 1999. Net income per Common Share The components of inventories at December 31 follow: Assuming dilution Continuing operations $ 5.00 $ 8.17 $ 5.91 (Millions) 2000 1999 Discontinued operations 1.24 .19 (1.11) Raw materials $ 310 $ 287 $ 6.24 $ 8.36 $ 4.80 Work in process 290 332 Finished goods 311 295 Net income per Common Share Basic Gross inventories at FIFO 911 914 Continuing operations $ 5.06 $ 8.31 $ 6.02 Excess of current cost over LIFO cost (39) (38) Discontinued operations 1.25 .20 (1.13) Net inventories $ 872 $ 876 $ 6.31 $ 8.51 $ 4.89 Gross inventories accounted for using the LIFO method (in millions) Employee stock options to purchase 6.0 million Common Shares in were $568 at the end of 2000 and $555 at the end of 1999. 2000, 1.5 million in 1999 and 3.7 million in 1998 were outstanding but Accumulated amortization of goodwill and intangible assets (in mil- were not included in the computation of net income per Common Share- lions) was $277 and $159 at the end of 2000 and $230 and $126 at the assuming dilution, since they would have had an antidilutive effect on end of 1999, respectively. earnings per share. The Company has company-owned life insurance policies insuring the lives of a portion of active United States employees. The policies Business Segment and Geographic Region Information accumulate asset values to meet future liabilities including the payment The Company is a global manufacturer of highly engineered products, of employee benefits such as health care. At December 31, 2000 and which serve the industrial, vehicle, construction, commercial and aero- 1999, the investment in the policies included in other assets (in millions) space markets with 59,000 employees and 195 manufacturing sites in was $33 and $53, net of policy loans of $405 and $397, respectively. Net 24 countries around the world. life insurance expense (in millions) of $6 in 2000, $8 in 1999 and $7 in The Company’s segments are based on the way that management 1998, including interest expense of $35 in 2000, $32 in 1999 and $33 in aggregates products and business units for making operating decisions 1998, is included in selling and administrative expense. and assessing performance. Major products included in each segment and other information follows. Lease Commitments Minimum rental commitments for 2001 under noncancelable operating leases, which expire at various dates and Automotive Valve train systems, intake and exhaust valves, lash com- in most cases contain renewal options, are $76 million and decline pensation lifters and lash adjusters, cylinder heads, superchargers, lim- substantially thereafter. ited slip and locking differentials, transmission dampers, precision gear Rental expense (in millions) was $118 in 2000, $108 in 1999 and $85 forgings, air control valves, climate controls, convenience switches (for in 1998. power windows, door locks, mirrors, lights, etc.), engine sensors, mirror actuators, transmission controls, keyless entry systems, daytime running lamps, speed-sensitive steering systems, on-board vapor recovery valves, check valves, fuel level sensors and pressure control valves Fluid Power All pressure ranges of hose, fittings, adapters, couplings and other fluid power connectors; hydraulic pumps, motors, valves, cylinders, power steering units, transaxles and transmissions; electronic and hydraulic controls; electric motors and drives; filtration products and fluid-evaluation products and services; aerospace products and systems–hydraulic and electrohydraulic pumps, motors, electric motor pumps, hydraulic motor driven generators and integrated system pack- ages, hydraulic and electromechanical actuators, flap and slat sys- tems, nose wheel steering systems, cockpit controls, power and load management systems, sensors, fluid debris monitoring products, illumi- nated displays, integrated displays and panels, relays and valves; clutches and brakes for industrial machines; golf grips and precision molded and extruded plastic products E A T O N C O R P O R A T I O N 33


  • Page 29

    F1N AN C I AL R EVI EW Industrial and Commercial Controls To control and protect electric Geographic Region Information motors — drives, contactors, starters, and other motor control products; Ongoing operations for position sensing — a wide range of sensors; to control machine logic Operating Long-lived — automation personal computers and programmable logic controllers; (Millions) Net sales profit assets* to permit human interface with machines — a full range of operator 2000 interface hardware and software; to manage distribution of electricity United States $ 6,672 $ 688 $ 1,550 in homes, businesses and industrial facilities — vacuum interrupters, a Canada 182 15 14 wide range of circuit breakers and a variety of power distribution and Europe 1,364 47 412 control assemblies and components; to support customer power and Latin America 421 48 217 control system requirements — engineering systems and diagnostic Pacific Region 254 20 81 and support services; for commercial and military applications — ther- Eliminations (584) mal circuit breakers and power control and conversion equipment $ 8,309 $ 818 $ 2,274 Truck Heavy-, medium-, and light-duty mechanical transmissions, 1999 heavy-duty automated transmissions, heavy- and medium-duty clutches, United States $ 6,310 $ 721 $ 1,598 traction control systems, transfer boxes, power take-off units, splitter Canada 172 12 11 boxes, gearshift mechanisms, transmissions for off-highway construction Europe 1,294 66 398 equipment, intelligent cruise control systems, collision warning systems Latin America 365 29 206 and transportation logistics management systems Pacific Region 213 1 81 Eliminations (557) Other Information The principal markets for Automotive, Fluid Power, $ 7,797 $ 829 $ 2,294 and Truck are original equipment manufacturers and after-market cus- 1998 tomers of heavy-, medium-, and light-duty trucks, passenger cars, United States $ 4,902 $ 571 $ 1,148 off-highway vehicles, industrial equipment and aerospace products Canada 159 11 9 and systems. These original equipment manufacturers are generally Europe 841 58 275 concentrated in North America and Europe; however, sales are made Latin America 411 23 223 globally. Most sales of these products are made directly to such Pacific Region 123 (7) 50 manufacturers. Eliminations (391) The principal markets for Industrial and Commercial Controls are $ 6,045 $ 656 $ 1,705 industrial, construction, commercial, automotive and government cus- tomers. These customers are generally concentrated in North America; *Long-lived assets consist of property, plant, and equipment – net. however, sales are made globally. Sales are made directly by the Company and indirectly through distributors and manufacturers’ representatives Operating profit was reduced by unusual items as follows: to such customers. No single customer represented more than 10% of net sales of con- (Millions) 2000 1999 1998 tinuing operations in 2000, 1999 or 1998. Sales from ongoing United United States $ 42 $ 21 $ 42 States and Canadian continuing operations to customers in foreign Europe 4 7 7 countries (in millions) were $599 in 2000, $625 in 1999 and $744 in 1998 Latin America 1 1 (7% of sales in 2000, 8% in 1999 and 12% in 1998). Pacific Region 8 The accounting policies of the segments are generally the same as the policies described under “ Accounting Policies” in the Financial Review, except that inventories and related cost of products sold of the segments are accounted for using the FIFO method and the segment results only reflect the service cost component related to pensions and other postretirement benefits. Intersegment sales and transfers are ac- counted for at the same prices as if the sales and transfers were made to third parties. Identifiable assets exclude general corporate assets, which princi- pally consist of short-term investments, deferred income taxes, certain accounts receivable, certain property, plant and equipment, and certain other assets. 34 E A T O N C O R P O R A T I O N


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    Business Segment Information 2000 1999 1998 (Millions) Net sales Automotive $1,825 $1,857 $1,741 Fluid Power 2,607 2,036 681 Industrial & Commercial Controls 2,421 2,274 2,145 Truck 1,456 1,630 1,478 Total ongoing operations 8,309 7,797 6,045 Divested operations 208 313 Total net sales $8,309 $8,005 $6,358 Operating profit Automotive $ 225 $ 236 $ 198 Fluid Power 235 177 117 Industrial & Commercial Controls 251 181 140 Truck 107 235 201 Total ongoing operations 818 829 656 Divested operations 44 49 Amortization of goodwill & other intangible assets (98) (89) (58) Interest expense — net (177) (152) (88) Gain on sales of businesses 340 43 Corporate & other — net 9 (29) 14 Income from continuing operations before income taxes $ 552 $ 943 $ 616 Income from continuing operations before income taxes was reduced by unusual items as follows: Automotive $ 12 Fluid Power $ 47 $ 21 1 Industrial & Commercial Controls 28 Truck 7 17 Corporate 5 2 10 E A T O N C O R P O R A T I O N 35


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    F1N AN C I AL R EVI EW (Millions) 2000 1999 1998 Identifiable assets Automotive $1,056 $1,020 $1,012 Fluid Power 1,518 1,504 359 Industrial & Commercial Controls 1,099 1,109 1,090 Truck 710 767 725 Total ongoing operations 4,383 4,400 3,186 Goodwill 2,026 1,853 970 Other intangible assets 556 598 182 Corporate 1,215 1,160 834 Divested operations 125 Net assets of discontinued operations 331 273 Total assets $8,180 $8,342 $5,570 Expenditures for property, plant & equipment Automotive $ 111 $ 123 $ 115 Fluid Power 95 118 43 Industrial & Commercial Controls 71 76 144 Truck 81 120 126 Total ongoing operations 358 437 428 Corporate 28 34 26 Divested operations 9 14 Total expenditures for property, plant & equipment $ 386 $ 480 $ 468 Depreciation of property, plant & equipment Automotive $ 79 $ 81 $ 80 Fluid Power 97 78 24 Industrial & Commercial Controls 74 73 64 Truck 57 51 52 Total ongoing operations 307 283 220 Corporate 21 26 18 Divested operations 7 10 Total depreciation of property, plant & equipment $ 328 $ 316 $ 248 36 E A T O N C O R P O R A T I O N


  • Page 32

    M A N A G E M E N T ’ S D 1 S C U S S I O N A N D A N A LY S I S O F F I N A N C I A L C O N D I T I O N A N D R E S U LT S O F O P E R AT I O N S All references to net income per Common Share assume dilution. resources at the same pace as orders dropped. Sales of the Automotive segment were $1.825 billion in 2000, down $32 million from 1999, reflecting Overview of Operating Results for 2000 flat year-over-year light vehicle production in North America and in Eu- Worldwide net sales of continuing operations reached a record $8.309 rope, and helped by sales from introductions of new products. billion in 2000, 4% ahead of 1999. Income from continuing operations Net sales in the United States and Canada in 2000 increased to $6.854 was $363 million in 2000 ($5.00 per Common Share), down from $603 billion, 6% over 1999, primarily the result of the acquisition of Aeroquip- million in 1999 ($8.17 per share). Excluding unusual items in both years, Vickers and the strong performance of certain of the Company’s North income from continuing operations was $383 million in 2000 ($5.28 per American markets. In Europe, sales rose 5% to $1.364 billion, reflecting share), down from $425 million in 1999 ($5.76 per share). Unusual items solid European economic performance with a 1% gain in light vehicle included acquisition integration and restructuring charges, and gains on production, an 8% rise in medium and heavy truck production, and a sales of businesses and corporate assets reported in both years. Total 5% increase in industrial production during 2000. Sales in Latin America net income was $453 million, or $6.24 per share in 2000 compared to rose 15% to $421 million, primarily due to the Latin American economic $617 million, or $8.36 per share in 1999. rebound with 4% economic growth in the region. In the Pacific Region, Eaton’s semiconductor equipment operations were reorganized into sales increased 19% in 2000 to $254 million, a reflection of that area’s a wholly-owned subsidiary, Axcelis Technologies, Inc. on June 30, 2000. continuing recovery from the economic crisis that occurred in Asia in In July, Axcelis completed an initial public offering for 17.6% of its common 1998. As a result of the increases in sales at international operations, stock, and on December 29 th Eaton distributed its remaining interest in related operating profits increased 20% to $130 million. Axcelis to Eaton shareholders. Accordingly, the consolidated financial As displayed in the Statement of Consolidated Income, continuing statements have been restated to present the semiconductor equipment operations reported Income from Operations of $649 million in 2000 (7.8% operations as a discontinued operation. For 2000, net sales of discontinued of sales), down from $703 million in 1999 (8.8% of sales). These results re- operations were $679 million, up 71% from 1999. Income from discontinued flect the benefit of Eaton’s diversification, with excellent performances operations rose to $90 million in 2000, up sharply from $14 million in 1999. by the Industrial & Commercial Controls and Fluid Power segments off- Sales and net income per share before unusual items for continuing setting extremely difficult conditions in the Truck segment. and discontinued operations combined were new records in 2000. Income Income from Operations in 2000 was reduced by restructuring charges from continuing and discontinued operations before unusual items reached of $52 million ($34 million after-tax, or $.47 per Common Share) compared $473 million, or $6.52 per Common Share, on combined sales of $8.988 to similar charges of $30 million in 1999 ($20 million after-tax, or $.27 per billion. Comparable 1999 earnings were $439 million, or $5.95 per share, share). The restructuring charges in 2000 and 1999 were primarily asso- on combined sales of $8.402 billion. These results were achieved despite ciated with the integration of Aeroquip-Vickers, and also included $7 mil- the increasingly challenging economic environment experienced in the lion in 1999 for the restructuring of certain European operations of the second half of 2000. For the first time, the Company reported record an- Truck segment. These charges reduced operating profit of the Fluid Power nual earnings per share before unusual items despite a severe downturn segment, except for the $7 million charge in 1999 mentioned previously in the North American heavy truck market. The Company’s diversification which reduced operating profit of the Truck segment, and charges re- strategy paid off in 2000, with notable performances by the Industrial lated to general corporate ($5 million for 2000 and $2 million for 1999). & Commercial Controls and Fluid Power segments offsetting results re- Income in 2000 included a net gain on the sales of corporate assets flective of the extraordinarily difficult conditions in the Truck segment. of $22 million ($14 million after-tax, or $.19 per Common Share). In 1999, Additionally, the continuing recovery of markets for semiconductor capital the divestitures of the Engineered Fasteners and Fluid Power divisions equipment and benefits of the restructuring of this business initiated in resulted in a pretax gain of $340 million ($198 million after-tax, or $2.68 the second half of 1998 benefited the results of discontinued operations. per share). These gains were included in the Statements of Consoli- dated Income in Other income— net and in Business Segment Informa- 2000 Compared to 1999 –Continuing Operations tion below business segment operating profit. Results of Operations Net sales of continuing operations were $8.309 Income from continuing operations was $363 million in 2000 ($5.00 per billion in 2000, an increase of 4% over 1999. The increase in sales was Common Share), down from $603 million in 1999 ($8.17 per share). Exclud- primarily the result of the acquisition of Aeroquip-Vickers, Inc. in the ing unusual items in both years, earnings were $383 million in 2000 ($5.28 second quarter of 1999, which more than offset sales decreases of $208 per share), down from $425 million in 1999 ($5.76 per share). The benefits million related to businesses sold in 1999. The acquisition of Aeroquip- of the Company’s diversification were also reflected in cash earnings Vickers was the primary driver of the 28% increase in sales of the Fluid per share (earnings per share before non-cash amortization of acquisi- Power segment to $2.607 billion in 2000, compared to 1999. Sales of the tion-related goodwill and other intangible assets). Excluding unusual Industrial & Commercial Controls segment rose 6.5% to $2.421 billion in items in both years, cash earnings per share of continuing operations in 2000 over 1999, in line with overall growth in underlying markets that 2000 were $6.37, compared to $6.74 in 1999. Cash earnings per share have were paced by strong non-residential building in North America. However, been included because it is commonly used by financial analysts as one these increases in sales were largely offset by extraordinarily difficult measure of operating performance. Cash earnings per share are not de- conditions in markets for truck components that caused sales of the termined using generally accepted accounting principles and, therefore, Truck segment to fall 11% to $1.456 billion compared to 1999. Preliminary are not necessarily comparable to other companies. Cash earnings per data for class 8 trucks in the NAFTA region show that production fell from share should not be considered in isolation or as a substitute for, or more 333,000 units in 1999 to 252,000 in 2000, a decline of about 25% . As an meaningful than, measures of performance determined in accordance industry leader in truck components, this segment was adversely af- with generally accepted accounting principles. fected by extraordinary volatility in this market and was unable to reduce E A T O N C O R P O R A T I O N 37


  • Page 33

    M A N A G E M E N T ’ S D 1 S C U S S I O N A N D A N A LY S I S O F F I N A N C I A L C O N D I T I O N A N D R E S U LT S O F O P E R AT I O N S Business Segments Truck Truck segment sales in 2000 were $1.456 billion, 11% below 1999. Automotive Automotive segment sales were $1.825 billion in 2000, 2% This compares to a 25% decline in NAFTA production of class 8 trucks, a below 1999, in large part because of the weak Euro exchange rate. A 2% 5% drop in NAFTA medium-duty truck production, an 8% rise in European increase in volume compared favorably with trends in Eaton’s light vehi- medium and heavy truck output and a 30% increase in South American cle markets, including a 2% drop in production in the NAFTA region, a 1% commercial vehicle production. This segment reported operating profits increase in Europe, and a 19% rise in South American output. The above- of $107 million in 2000 compared to profits of $242 million in 1999, before market volume performance was largely related to new product intro- restructuring charges of $7 million in 1999. ductions. Operating profit in 2000 was $225 million (12.3% of net sales), The North American heavy truck industry suffered a 25% drop during down $11 million from $236 million (12.7% of sales) in 1999. 2000, with the entire production decline occurring in the second half of During 2000, Eaton began an expansion of its supercharger capacity the year. This decline was unprecedented, especially during a period of in Brazil and announced it would divest its Vehicle Switch/Electronics generally favorable macroeconomic conditions. As an industry leader, Division, which had 2000 sales of $323 million, because the business no Eaton was fully affected by this extraordinary volatility, and was unable longer fit its longer-term strategic objectives. to reduce resources at the same pace as orders dropped. This segment continues to win new business on a global scale. However, the Company Fluid Power Fluid Power sales were $2.607 billion in 2000, up 28% over has determined that the costs of serving demanding customer needs in 1999. The increase resulted primarily from the acquisition of Aeroquip- the context of unprecedented volatility have become unacceptably high. Vickers in the second quarter of 1999 and other acquisitions in 2000. This As a result, in January 2001, the Company announced its plan to restruc- increase in sales was offset to some extent by a weaker Euro’s impact ture the Truck segment in order to begin to evolve to a business model on sales. The change in sales was also affected by a 3% increase in North that is less vertically integrated, takes better advantage of its global American fluid power markets and a 9% decline in aerospace markets. presence, and focuses on those areas where it brings distinctive value Operating profit in 2000 was $235 million compared to $177 million in to the marketplace. Eaton expects to take a $55 million charge during 1999. Before acquisition integration charges of $47 million in 2000 and 2001 to restructure this business, with about $40 million recognized in the $21 million in 1999, operating profit was $282 million (10.8% of net sales), first quarter of 2001 and the balance of the expense recognized over the up 42% from $198 million (9.7% of sales) in 1999. In the context of soft in- remainder of the year. Recurring annual savings from the restructuring dustry conditions and the on-going integration of Aeroquip-Vickers, the are anticipated to reach $40 million, with a payback period of approxi- segment performed reasonably well. The most difficult aspects of the mately 18 months. The result is expected to be a more flexible, more manufacturing integration of this acquisition have been completed. Over- profitable organization that is less affected by the inevitable ups and all, the acquisition added about 70 cents to earnings per share in 2000. downs of this dynamic, growth market, and can better serve the needs During 2000, Eaton announced it agreed to purchase Sumitomo Heavy of its customers, suppliers, employees and owners. Industries, Ltd.’s 50% interest in Sumitomo Eaton Hydraulics Company, During 2000, the Company announced a multi-year, $250 million Ltd. (SEHYCO), the two companies’ Japanese hydraulic products joint agreement to supply medium-duty truck transmission components to venture. During the year, Eaton also completed three other acquisitions; DaimlerChrysler AG in Brazil from Eaton’s facility in Mogi Mirim, Brazil. the industrial cylinder business of International Motion Control Incorpo- rated, Frederick Duffield PTY Ltd., an Australian-based manufacturer of Non-operating Income (Expense) Amortization of goodwill and other metal hydraulic fittings and adapters, and the clamps, flanges, seals and intangible assets was $98 million in 2000, up $9 million from $89 million flexible joint business of Honeywell International. in 1999. The increase was largely attributable to the recognition of a The Company remains cautious about the prospects for fluid power full year of amortization related to the acquisition of Aeroquip-Vickers, markets in 2001, given the current stagnant trend in industry orders, how- compared to nine months in 1999. ever aerospace markets should be at least 10% above 2000. Volumes Net interest expense was $177 million in 2000 compared to $152 should exceed market trends due to the three acquisitions completed million in 1999. The increase was largely due to the recognition of a full- over the course of 2000, and the addition SEHYCO, which is expected year of interest for borrowings required to finance the acquisition of to close during the first quarter of 2001. Profits in 2001 should also bene- Aeroquip-Vickers in the second quarter of 1999. fit from the expected additional 25 cents per share accretion generated Corporate and other expenses netted to income of $9 million in 2000 by completion of the Aeroquip-Vickers integration. compared to net expense of $29 million in 1999, or a net change of $38 million. The change was primarily related to a $22 million gain on the Industrial & Commercial Controls Industrial & Commercial Controls sale of corporate assets recorded in 2000. sales and profits in 2000 were at record levels. Sales of $2.421 billion were 7% ahead of 1999, consistent with the increase in North American Changes in Financial Condition shipments of distribution equipment and industrial controls. Operating Eaton continues to generate substantial cash from operating activities, profit of $251 million (10.4% of net sales) was 39% higher than 1999 oper- the primary source of funds to finance the needs of the Company. Con- ating profit of $181 million (8.0% of sales). tinuing operations generated operating cash flow of $519 million in 2000 Fourth quarter Cutler-Hammer orders were up 6% with dispropor- compared to $708 million in 1999. Spending in 2000 included higher tionate strength in distribution equipment offsetting weakness in industrial income tax payments related to taxes payable for gains on businesses controls. CHESS, the engineering services business, was in the black sold in 1999 and increased expenditures related to the integration of during the fourth quarter of 2000, the first full quarter of profitability. While Aeroquip-Vickers. volume growth in 2001 is expected to be moderate compared to 2000, Eaton expects another record year from Industrial & Commercial Con- trols in 2001. At the end of 2000, the power tool switch product line, with annual sales of about $40 million, was sold. 38 E A T O N C O R P O R A T I O N


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    Net working capital was $464 million at the end of 2000 with a current value through the streamlining of product lines, manufacturing capacity ratio of 1.2. The primary cause of the increase in working capital was the and organization structure. This should enable the combined businesses $413 million net reduction of short-term debt and current portion of long- to obtain synergy of complementary product offerings, operations and term debt. This reduction reflected the reclassification of $400 million of technical expertise for many years to come. short-term debt to long-term debt, the result of a new $400 million long- The Company records deferred income tax assets and liabilities for term credit facility entered into during 2000. the differences between the financial accounting and income tax basis Total debt was $3.004 billion at the end of 2000, up $119 million from of assets and liabilities. Recorded deferred income tax assets and liabili- $2.885 billion at the end of 1999. The increase reflected the use of $417 ties are described in detail under “ Income Taxes” in the Financial Review. million of cash in 2000 to repurchase Common Shares, offset by a $300 Deferred tax assets are expected to be realized through the reduction of million dividend received from Axcelis. Axcelis paid the dividend to Eaton future taxable income. Significant factors considered by management in using proceeds received from the initial public offering of its common the determination of the probability of realization of deferred tax assets stock in July 2000 and other cash resources available to it. In March 2000, include historical operating results, expectations of future earnings and Eaton sold Euro 200 million of 6% notes due 2007 and in August 2000, taxable income and the extended period of time over which the postre- issued $100 million of 7.05% medium-term notes due 2002. Net proceeds tirement health care liability will be paid. from the sale of the notes were used to refinance outstanding commer- Eaton is subject to various inherent financial risks attributable to op- cial paper and short-term notes. erating in a global economy. Systems to measure and assure that these As discussed under “ Debt and Other Financial Instruments” in the exposures are comprehensively evaluated have been developed so that Financial Review, the Company’s domestic multi-year credit facilities appropriate and timely action can be taken to reduce risk, if necessary. were $900 million at the end of 2000, of which $500 million expires in Monitoring of exposures and the evaluation of risks includes approval 2003 and $400 million expires in 2005. These credit facilities support of derivative activities on a discrete basis by senior management. Man- outstanding commercial paper of $1.275 billion at the end of 2000 of agement performs a monthly oversight review of exposures and derivative which $900 million was classified as long-term debt, up from $500 mil- activities. Derivative financial instruments are utilized to manage exposures lion at the end of 1999 because of the new $400 million facility entered in both the interest and foreign exchange markets. The counterparties into in 2000. used in these transactions have been diversified in order to minimize Cash dividends paid in 2000 were $127 million and represented the impact of any potential credit loss in the event of nonperformance 27.9% of net income. Annual per share dividends of $1.76 in 2000 were by the counterparties. Although derivatives are an integral part of risk consistent with 1999. Eaton has paid dividends on Common Shares management programs, their incremental effect on financial condition annually since 1923. and results of operations is not material. Derivative activities are de- In January 2000, to avoid the dilution of earnings per share resulting scribed in greater detail under “ Debt and Other Financial Instruments” from the exercise of stock options, Eaton’s Board of Directors authorized in the Financial Review. the purchase of up to $500 million of Common Shares over a five-year Operations of the Company involve the use and disposal of certain period. This authorization replaced the expiring five million share repur- substances regulated under environmental protection laws. On an on- chase program authorized in 1994. In July 2000, the Board of Directors going, regular basis, certain processes continue to be modified in order authorized the repurchase of an additional $500 million of Common to reduce the impact on the environment, including the reduction or Shares. The Company intended to purchase these shares in the open elimination of certain chemicals used in and wastes generated from market and, market conditions permitting, expected to complete these operations. Liabilities related to environmental matters are further dis- repurchases by year-end 2000. In light of softening general economic cussed under “ Protection of the Environment ” in the Financial Review. conditions, and in order to strengthen its balance sheet, in January 2001, Eaton announced that it was suspending purchases under the July pro- 1999 Compared to 1998 –Continuing Operations gram. During 2000, under both programs described above, 6 million 1999 proved to be a very eventful and significant year with Eaton report- shares were repurchased for $417 million. ing record sales, net income and net income per Common Share. While Emphasis continues to be focused on the ongoing physical capital the most significant contribution to the increase in sales was the addition investment program designed to enhance product quality, manufacturing of Aeroquip-Vickers, increases were registered by all businesses. Each productivity and business growth, reduce costs and, selectively, to add of Eaton’s four business segments, Automotive, Fluid Power, Industrial capacity. Capital expenditures for 2000 were $386 million. Capital spend- and Commercial Controls, and Truck, reported record sales in 1999. ing in 2001 is expected to continue at the level reached in 2000. On April 9, 1999, Eaton acquired Aeroquip-Vickers, Inc., the largest Goodwill and other intangible assets totaled $2.582 billion at the end acquisition in the Company’s history. Aeroquip-Vickers had 1998 sales of of 2000 and represented 32% of total assets. The majority of these assets $2.1 billion. This significant acquisition, as discussed under “ Acquisitions resulted from the $1.1 billion acquisition in 1994 of the electrical distribu- of Businesses” in the Financial Review, built upon and extended Eaton’s tion and controls business unit of Westinghouse, and the $1.6 billion already strong position in mobile and industrial hydraulics. Aeroquip-Vick- acquisition in 1999 of Aeroquip-Vickers. Goodwill for these businesses ers is a global leader in industrial hydraulics that fundamentally comple- is amortized over 40 years since these businesses have a long history ments Eaton’s existing strengths in mobile hydraulics to position the of operating success and profitability, which Eaton expects to continue. combined business as a world leader in serving both mobile and industrial Each business holds a significant market position in the majority of their hydraulics customers. Aeroquip-Vickers also complements Eaton’s exist- product lines and their products are well accepted by customers, which ing global hydraulics market strengths with a significant complementary should continue in the future. These products are not subject to rapid product line contribution of hoses and couplings that serve mobile, indus- technological or functional obsolescence, which should result in contin- trial, aerospace and automotive customers. Together, Eaton and Aeroquip- uous strong demand for products for many years. The integration of Vickers created an aerospace and hydraulics business and a systems these businesses and product lines into Eaton has created permanent capability across all hydraulics applications. E A T O N C O R P O R A T I O N 39


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    M A N A G E M E N T ’ S D 1 S C U S S I O N A N D A N A LY S I S O F F I N A N C I A L C O N D I T I O N A N D R E S U LT S O F O P E R AT I O N S Results of Operations Operating profits reached a record $177 million in 1999, an increase Worldwide sales of continuing operations reached a record $8.005 billion of 51% from 1998. During 1999, operating profits were reduced by charges in 1999, 26% ahead of 1998. The increase in sales in 1999 was primarily of $21 million related to the integration of Aeroquip-Vickers. Before unusual attributable to the acquisition of Aeroquip-Vickers. Sales in the United charges in both years, operating profit in 1999 was 68% ahead of 1998. States and Canada increased 28% to $6.482 billion and rose 54% in Europe to $1.294 billion. In Latin America, sales decreased 11% to $365 Industrial & Commercial Controls Sales of Industrial and Commercial million as this region continued to struggle with economic weaknesses Controls reached a record $2.274 billion in 1999, 6% ahead of 1998 and in Mexico, Brazil, and Argentina. Sales in the Pacific Region increased exceeding the 3% rise in the North American market for electrical distrib- 73% in 1999 to $213 million, reflecting a partial recovery from the eco- ution equipment and industrial controls. Sales growth was attributable nomic crisis that occurred in Asia in 1998. to strong residential and commercial construction markets, new multi- As displayed in the Statement of Consolidated Income, continuing product “ solutions” packaging, and a sharp increase in shipments in the operations reported Income from Operations of $703 million in 1999, an Navy Controls business. The new Engineering Services business unit increase of 16% over 1998. Income from continuing operations, including whose sales nearly tripled from the previous year boosted results in 1999. the gain on sales of businesses and restructuring charges, of $603 million Operating profits of $181 million in 1999 were also a record, 29% in 1999 increased 40% from 1998 and 1999 earnings per share were $8.17, above 1998. This increase was the result of increased sales and benefits 38% above 1998. of 1998’s restructuring initiatives partially offset by the costs of building The improved performance in 1999 was primarily the result of the the new Engineering Services business unit. Before 1998 restructuring acquisition of Aeroquip-Vickers, robust conditions in the Truck, Automo- charges of $28 million, operating profit in 1999 was 8% ahead 1998. tive, and Industrial and Commercial Controls markets, and the benefits of 1998’ s restructuring actions. Although conditions in the Fluid Power Truck Truck segment sales in 1999 reached a record $1.630 billion, in- business remained very weak, excellent progress was made in the inte- creasing 10% over 1998. This sales growth compared with a 20% rise in gration of Aeroquip-Vickers. During 1999, the Aeroquip and Vickers busi- NAFTA class 8 factory sales, flat European commercial truck production, nesses added about $.27 to earnings per share before unusual charges. and a decline of 25% in South American truck output. The Company In 1999, the divestitures of the Engineered Fasteners and Fluid Power took advantage of boom conditions in North American truck markets divisions resulted in the recognition of a pretax gain of $340 million ($198 and worked hard to meet the challenge of surging demand. million after-tax, or $2.68 per Common Share). The Engineered Fasteners Operating profits reached a record of $235 million in 1999, 17% ahead and Fluid Power divisions had 1998 sales of $94 million and $189 million, of 1998. Before restructuring charges in both years, operating profits were respectively. Unusual charges of $30 million were recorded in 1999 ($20 11% ahead of last year. These improved results were primarily due to in- million after-tax, or $.27 per share). These charges were associated with creased sales offset by operating inefficiencies stemming from unpre- the integration of Aeroquip-Vickers and the restructuring of certain Euro- cedented demand. pean operations in the Truck segment. In 1999, a restructuring charge of $7 million was recorded related to In 1998, a pretax gain of $43 million ($28 million after-tax, or $.38 per the announced closure of the Aycliffe, United Kingdom medium-duty Common Share) was recognized related to business divestitures, net of transmission plant. This closure was a part of 1998’s $150 million cost- adjustments related to businesses sold in prior periods. During 1998, un- out program. usual pretax charges of $68 million were recorded ($44 million after-tax, or $.61 per share), which included $58 million to restructure operations within Non-operating Income (Expense) Amortization of goodwill and certain business segments and $10 million for a contribution to Eaton’s other intangible assets of $89 million in 1999 increased by $31 million charitable trust. The restructuring charges principally related to work- over 1998. This increase was largely attributable to the acquisition of force reductions, inventory and other asset write-downs, plant closing Aeroquip- Vickers. and other costs. Net interest expense of $152 million in 1999 increased by $64 million over 1998. The increase was primarily due to borrowings required to Business Segments finance the acquisition of Aeroquip-Vickers. Automotive The Automotive segment achieved record sales of $1.857 As previously discussed, a gain on the sales of businesses of $340 billion in 1999, 7% above 1998. This increase compared to increases million was recorded in 1999 compared to $43 million in 1998. of 9% in North American light vehicle production and 2% in European Corporate and other expenses of $29 million in 1999 increased by output and a 20% decrease in South American output. This above-mar- $43 million over 1998. The year-to-year change was related primarily to ket performance was attributable to penetration gains across certain incentive compensation and deferred compensation accruals. A $24 product lines. million increase in incentive compensation accruals related to the record Operating profit reached a record $236 million, an increase of 19% over performance in 1999 compared to the disappointing operating results 1998. This record performance was primarily due to increased sales and experienced in 1998, resulting in higher compensation expense. A $19 benefits of 1998’s restructuring initiatives. Before restructuring charges of million increase in deferred compensation accruals was due to an in- $12 million in 1998, operating profit in 1999 was 12% ahead of 1998. crease in the stock price during 1999 from the year-end level of 1998, which drove an increase in the accrual in 1999. Fluid Power The Fluid Power segment achieved record sales of $2.036 billion in 1999, well above 1998 sales of $681 million. The increase in sales was primarily due to the acquisition of Aeroquip-Vickers. Aero- quip ’s fluid conveyance business also finished 1999 on a strong note. 40 E A T O N C O R P O R A T I O N


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    Market Risk Disclosure The Company has established a steering committee to review strate- Eaton is subject to interest rate risk as it relates to long-term debt. gic and tactical areas arising from the Euro conversion. Their efforts fo- The table below presents principal cash flows (in millions) and related cused on those aspects of the Euro conversion required to conduct weighted-average interest rates by expected maturity dates of long- Euro-denominated business transactions beginning in 1999. Those as- term debt, excluding foreign currency principal swaps and immaterial pects included transacting business in the Euro, the competitive impact long-term debt of certain international operations. on product pricing and adjustments to billing systems to handle parallel currencies. Systems are in place which are capable of transacting busi- December 31, 2000 Expected Maturity Date ness in Euro’s during the transitional period until December 31, 2001. Con- There- Fair (Millions) 2001 2002 2003 2004 2005 after Total Value tinuing analysis and development efforts by the steering committee and Long- term debt, project teams at the business units continue to ensure that the full imple- including current portion mentation, systems upgrades, policy and procedural changes for Euro Fixed rate (US $) $ 100 $ 126 $ 253 $ 15 $1,135 $1,629 $1,693 functionality are adopted in line with the timetable and regulations estab- Average interest rate 9.0% 7.0% 6.9% 6.4% 7.4% 6.9% lished by the EU by January 1, 2002. Commercial paper (US $) $ 500 400 900 900 Based on current estimates, the Company does not expect the costs Average interest rate 6.4% 6.4% 6.4% incurred to address the Euro will have a material impact on the financial December 31, 1999 Expected Maturity Date condition or results of operations. There- Fair (Millions) 2000 2001 2002 2003 2004 after Total Value Forward-Looking Statements Long-term debt, This Annual Report to Shareholders contains forward-looking state- including current portion ments concerning earnings per share in 2001, the sale of its Vehicle Fixed rate (US $) $ 10 $ 102 $ 27 $ 254 $ 1,008 $ 1,401 $ 1,443 Switch/Electronics Division, sales volume and profits in the Fluid Power Average interest rate 12.5% 9.0% 6.6% 6.9% 7.6% 7.5% segment, volume growth in the Industrial and Commercial Controls seg- Commercial paper (US $) $ 500 500 500 ment, expected restructuring charge, recurring annual savings from re- Average interest rate 6.1% 6.1% structuring and future prospects for the Truck segment, the Company’s capital spending in 2001, synergy related to the integration of Aeroquip- See “ Changes in Financial Condition” in Management ’s Discussion Vickers Inc., an agreement to supply medium-duty truck transmission and Analysis of Financial Condition and Results of Operations for details components to Daimler Chrysler AG in Brazil and the realization of tax on the Company’s primary market risks, and the objectives and strategies assets through the reduction of future taxable income. These statements used to manage these risks. Also, see “ Financial Instruments” under are subject to various risks and uncertainties, many of which are outside Accounting Policies in the Financial Review for additional information the Company’s control. The following factors could cause actual results on market risks. to differ materially from those in the forward-looking statements: difficul- ties in negotiating the sale of the Vehicle Switch/Electronics Division, Euro unanticipated costs or impediments in implementing the restructuring On January 1, 1999, eleven of the fifteen member countries of the Euro- of the Truck business and the operations of that business thereafter, pean Union (EU) began a three-year transition phase during which the unanticipated changes in the heavy- and medium-duty truck markets, Euro was adopted as their common legal currency. The Euro is traded the fluid power markets or the industrial and commercial controls mar- on currency exchanges and is available for non-cash transactions. Dur- kets, a significant downturn in the economy or in business relationships ing the transition period, public and private parties may pay for goods with customers or unanticipated reductions in their purchases from the and services using either the Euro or the participating country’s legacy Company, competitive pressure on sales and pricing, increases in the currency on a “ no compulsion, no prohibition” basis. The conversion cost of material and other production costs that cannot be recouped in rates between the existing legacy currencies and the Euro were fixed on product pricing and deterioration of economic conditions in the United January 1, 1999. The legacy currencies will remain legal tender for cash States and around the world. Eaton does not assume any obligation to transactions between January 1, 1999 and June 30, 2002 by which date update these forward-looking statements. all legacy currencies will have been withdrawn from circulation and the new Euro denominated bills and coins will be used for cash transactions. The Company has several operations within the eleven participating countries that have adopted the Euro as the legal currency of the coun- try. These operations and operations in other European countries and elsewhere in the world are conducting business transactions with cus- tomers and suppliers denominated in the Euro. Euro denominated bank accounts have been established to accommodate Euro transactions. Exposure to changes in European foreign exchange rates has reduced as a result of the Euro conversion. E A T O N C O R P O R A T I O N 41


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    Q U A R T E R LY D ATA (U N AU D1T E D ) Quarter ended 2000 Quarter ended 1999 (Millions except for per share data) Dec. 31 Sept. 30 June 30 Mar. 31 Dec. 31 Sept. 30 June 30 Mar. 31 Continuing operations Net sales $ 1,948 $ 2,008 $ 2,169 $ 2,184 $ 2,081 $ 2,118 $ 2,202 $ 1,604 Gross margin 493 516 605 603 549 575 618 471 Percent of sales 25% 26% 28% 28% 26% 27% 28% 29% Income before income taxes 85 105 186 176 354 274 177 138 Income after income taxes $ 58 $ 69 $ 123 $ 113 $ 215 $ 175 $ 118 $ 95 Income (loss) from discontinued operations 26 24 22 18 9 9 7 (11) Net income $ 84 $ 93 $ 145 $ 131 $ 224 $ 184 $ 125 $ 84 Net income per Common Share – assuming dilution Continuing operations $ .83 $ .95 $ 1.66 $ 1.52 $ 2.86 $ 2.34 $ 1.62 $ 1.32 Discontinued operations .37 .33 .30 .25 .12 .12 .09 (.15) $ 1.20 $ 1.28 $ 1.96 $ 1.77 $ 2.98 $ 2.46 $ 1.71 $ 1.17 Net income per Common Share – basic Continuing operations $ .84 $ .96 $ 1.69 $ 1.55 $ 2.91 $ 2.39 $ 1.65 $ 1.33 Discontinued operations .37 .33 .30 .25 .13 .13 .09 (.15) $ 1.21 $ 1.29 $ 1.99 $ 1.80 $ 3.04 $ 2.52 $ 1.74 $ 1.18 Cash dividends paid per Common Share $.44 $.44 $.44 $.44 $.44 $.44 $.44 $.44 Market price per Common Share High $ 76.31 $ 73.81 $ 86.56 $ 81.44 $ 89.13 $103.50 $ 94.69 $ 74 Low 57.50 58.94 66.25 60.13 67.50 85.38 71.69 62 Reconciliation of income from continuing operations to operating earnings of continuing operations follows: Income from continuing operations $ 58 $ 69 $ 123 $ 113 $ 215 $ 175 $ 118 $ 95 Excluding (after-tax) Unusual charges 14 8 7 5 12 5 2 Gain of sales of businesses (117) (81) Gain on sales of corporate assets (7) (7) Operating earnings from continuing operations $ 72 $ 77 $ 123 $ 111 $ 110 $ 99 $ 120 $ 95 Income from continuing operations per Common Share – assuming dilution $ .83 $ .95 $ 1.66 $ 1.52 $ 2.86 $ 2.34 $ 1.62 $ 1.32 Per share impact of unusual items .20 .12 (.01) (.02) (1.39) (1.01) .03 Operating earnings per Common Share Continuing operations 1.03 1.07 1.65 1.50 1.47 1.33 1.65 1.32 Discontinued operations .37 .33 .30 .25 .12 .12 .09 (.15) $ 1.40 $ 1.40 $ 1.95 $ 1.75 $ 1.59 1.45 $ 1.74 $ 1.17 Cash operating earnings per Common Share Continuing operations $ 1.31 $ 1.34 $ 1.92 $ 1.77 $ 1.72 $ 1.61 $ 1.94 $ 1.48 Discontinued operations .40 .35 .33 .28 .15 .15 .12 (.13) $ 1.71 $ 1.69 $ 2.25 $ 2.05 $ 1.87 $ 1.76 $ 2.06 $ 1.35 Cash earnings per Common Share represent income per Common Share excluding unusual items, before amortization expense for goodwill and other intangible assets. 42 E A T O N C O R P O R A T I O N


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    F 1 V E - Y E A R C O N S O L I D AT E D F I N A N C I A L S U M M A R Y For the year 2000 1999 1998 1997 1996 (Millions except for per share data) Continuing operations Net sales $ 8,309 $ 8,005 $ 6,358 $ 7,104 $ 6,515 Income before income taxes 552 943 616 730 428 Income after income taxes $ 363 $ 603 $ 430 $ 526 $ 305 Percent of net sales 4.4% 7.5% 6.7% 7.4% 4.7% Extraordinary item – redemption of debentures (54) Income (loss) from discontinued operations 90 14 (81) (62) 44 Net income $ 453 $ 617 $ 349 $ 410 $ 349 Net income per Common Share – assuming dilution Continuing operations $ 5.00 $ 8.17 $ 5.91 $ 6.72 $ 3.89 Extraordinary item (.69) Discontinued operations 1.24 .19 (1.11) (.79) .57 $ 6.24 $ 8.36 $ 4.80 $ 5.24 $ 4.46 Average number of Common Shares outstanding 72.6 73.7 72.7 78.2 78.2 Net income per Common Share – basic Continuing operations $ 5.06 $ 8.31 $ 6.02 $ 6.85 $ 3.93 Extraordinary item (.71) Discontinued operations 1.25 .20 (1.13) (.80) .57 $ 6.31 $ 8.51 $ 4.89 $ 5.34 $ 4.50 Average number of Common Shares outstanding 71.8 72.5 71.4 76.8 77.4 Cash dividends paid per Common Share $ 1.76 $ 1.76 $ 1.76 $ 1.72 $ 1.60 Market price per Common Share High $ 86.56 $ 103.50 $ 99.63 $ 103.38 $ 70.88 Low 57.50 62 57.50 67.25 50.38 At the year-end Total assets $ 8,180 $ 8,342 $ 5,570 $ 5,497 $ 5,290 Long-term debt 2,447 1,915 1,191 1,272 1,062 Total debt 3,004 2,885 1,524 1,376 1,092 Shareholders’ equity 2,410 2,624 2,057 2,071 2,160 Shareholders’ equity per Common Share $ 35.29 $ 35.44 $ 28.69 $ 27.72 $ 28.00 Common Shares outstanding 68.3 74.0 71.7 74.7 77.1 For the year Reconciliation of income from continuing operations to operating earnings of continuing operations follows: Income from continuing operations $ 363 $ 603 $ 430 $ 472 $ 305 Excluding (after-tax) Unusual charges 34 20 44 69 31 Gain of sales of businesses (198) (28) (69) Gain on sales of corporate assets (14) Operating earnings from continuing operations $ 383 $ 425 $ 446 $ 472 $ 336 Income from continuing operations per Common Share – assuming dilution $ 5.00 $ 8.17 $ 5.91 $ 6.03 $ 3.89 Per share impact of unusual items .28 (2.41) .23 .40 Operating earnings per Common Share Continuing operations 5.28 5.76 6.14 6.03 4.29 Discontinued operations 1.24 .19 (.73) .30 .58 $ 6.52 $ 5.95 $ 5.41 $ 6.33 $ 4.87 Cash earnings per Common Share – excluding unusual items assuming dilution Continuing operations $ 6.37 $ 6.74 $ 6.75 $ 6.55 $ 4.77 Discontinued operations 1.35 .30 (.63) .31 .58 $ 7.72 $ 7.04 $ 6.12 $ 6.86 $ 5.35 Cash earnings per Common Share represent income per Common Share excluding unusual items, before amortization expense for goodwill and other intangible assets. E A T O N C O R P O R A T I O N 43


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    D1R EC T O R S Michael J. Critelli John R. Miller Chairman and Chief Executive Officer, Pitney Bowes Chairman and Chief Executive Officer, Petroleum Inc., Stamford, CT, a provider of messaging and Partners, Inc., Cleveland, OH, a provider of advanced business communications solutions outsourcing services to the petroleum industry Alexander M. Cutler Furman C. Moseley Chairman and Chief Executive Officer; President, Chairman, Sasquatch Publishing Company, Seattle, WA Eaton Corporation Victor A. Pelson Ernie Green Senior Advisor, UBS Warburg LLC, New York, NY, President and Chief Executive Officer, EGI, Inc., investment bankers Dayton, OH, a manufacturer of automotive components A. William Reynolds Ned C. Lautenbach Chief Executive, Old Mill Group, Hudson, OH, a private Partner, Clayton, Dubilier & Rice, Inc., New York, NY, investment firm a Private Equity investment firm specializing in Gary L. Tooker leveraged buyouts Former Chairman and Chief Executive Officer, Motorola, Deborah L. McCoy Inc., Schaumburg, IL, a manufacturer of electronics Senior Vice President, Flight Operations, Continental equipment Airlines, Inc., Houston, TX C O R P O R AT E O F F 1 C E R S Alexander M. Cutler Thomas W. O’Boyle Stanley V. Jaskolski Chairman and Chief Executive Officer; President Senior Vice President and Group Executive – Vice President –Technical Management Truck Components Adrian T. Dillon John S. Mitchell Executive Vice President – Chief Financial and Kristen M. Bihary Vice President –Taxes Planning Officer Vice President – Communications Robert E. Parmenter Craig Arnold Donald H. Bullock Vice President and Treasurer Senior Vice President and Group Executive – Vice President – Information Technologies Fluid Power Billie K. Rawot Susan J. Cook Vice President and Controller Stephen M. Buente Vice President – Human Resources Senior Vice President and Group Executive – Ken D. Semelsberger Automotive Earl R. Franklin Vice President – Strategic Planning Secretary and Associate General Counsel Randy W. Carson Senior Vice President and Group Executive – J. Robert Horst Cutler-Hammer Vice President and General Counsel AP P O 1N T ED O F F I C ER S David M. Adams Laurence M. Iwan David D. Renz Vice President – Acquisition Integration Vice President – Engine Components Operations Vice President – Truck Sales and Marketing Siisi Adu-Gyamfi Daniel E. Kimmet William F. Sackrider Vice President – Marketing Vice President – Aeroquip Operations Vice President – Hydraulics Operations David S. Barrie Jean-Pierre Lacombe James E. Sweetnam Vice President – Asia/Pacific Vice President – Europe Vice President – Heavy Duty Transmission, Clutch, and Aftermarket Operations Arnaldo Comisso James L. Mason Vice President – Latin America Vice President – Public and Community Affairs William R. VanArsdale Vice President – Cutler-Hammer Sales and Marketing Steven K. Eisenberg Stanley V. Mickens Vice President – Aerospace Operations Vice President – Supplier Resource Management Jerry R. Whitaker Vice President – Power and Control Systems William C. Hartman Frank Navratil Operations Vice President – Investor Relations Vice President – Electrical Distribution Products 44 E A T O N C O R P O R A T I O N


  • Page 40

    S H A R E H O L D E R 1 N F O R M AT I O N Address Eaton Corporation Eaton Center Cleveland, Ohio 44114-2584 216.523.5000 www.eaton.com Annual Meeting The company’s 2001 annual meeting of shareholders will be held at 10:30 a.m., local time, on Wednesday, April 25, 2001, at the Cleveland Marriott Downtown at Key Center, 127 Public Square, Cleveland, Ohio. Formal notice of the meeting, a proxy statement and proxy form will be mailed to each shareholder of record on or about March 16, 2001. Annual Report on Form 10-K Any shareholder may, upon written request to the Investor Relations Office, obtain without and Other Financial Reports charge a copy of Eaton’s Annual Report on Form 10-K for 2000 as filed with the Securities and Exchange Commission. The report will be available after March 31, 2001. The Annual Report on Form 10-K and all other public financial reports are also available at Eaton’s Internet address, shown above. Interactive Annual Report Eaton Corporation’s 2000 Annual Report, in an interactive format, can be found at: www.eaton.com/annualreport Quarterly Financial Releases Eaton’s financial results are available approximately two weeks after the end of each quarter through Eaton Corporation Shareholder Direct, 888.EATON11 (888.328.6611) Common Shares Listed for trading: New York, Chicago, Pacific and London stock exchanges (Ticker Symbol: ETN) Transfer Agent, Registrar, Dividend First Chicago Trust Co., a division of EquiServe, Disbursing Agent and Dividend P.O. Box 2500, Jersey City, New Jersey 07303-2500 Reinvestment Agent 800.317.4445 TDD: 201.222.4955 (Hearing Impaired ) E-M ail Address: equiserve@equiserve.com www.equiserve.com Dividend Reinvestment Plan A dividend reinvestment plan is available at no charge to record holders of Eaton common shares. Through the plan, record holders may buy additional shares by reinvesting their cash dividends or investing additional cash up to $60,000 per year. Interested shareholders of record should con- tact First Chicago Trust Co., a division of EquiServe, above. Direct Deposit of Dividends Shareholders of record may have their dividends direct deposited to their bank accounts. Interested shareholders of record should contact First Chicago Trust Co., a division of EquiServe, above. Investor Relations Contact Investor inquiries may be directed to 888.328.6647. Charitable Contributions A report of Eaton’s charitable contributions is available upon written request to the Office of Pub- lic and Community Affairs at the Eaton Corporation address shown above. Portraits: Tim Redel Design: Nesnadny + Schwartz, Cleveland + New York + Toronto Trademarks of Eaton Corporation and its subsidiaries mentioned in this report include but are not limited to Eaton, , Aeroquip, CHESS, Cutler-Hammer, Fire-Guard, Integrated Facili- ties System, Magnum, SmartCruise, Supercharger (& design), Vickers and Vorad. Duratec is a trademark of Ford Motor Company. Hawker Horizon is a trademark of Raytheon Company. Eaton extends thanks to the Cavs/Gund Arena Company for being featured in this report. © 2001 Eaton Corporation All Rights Reserved.


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    Eaton Corporation Eaton Center Cleveland, Ohio 44114-2584 216.523.5000 www.eaton.com Printed on recycled paper. Printed in U.S.A.


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