Note: The following table appears in the printed Annual Report on the
facing page of the Chairman's Letter and is referred to in that letter.
附注：下表系董事长致股东信的参考资料，并载于年度报告的封面。

Berkshire's Corporate Performance vs. the S&P 500

Berkshire vs S&P 500指数的比较表

	Annual Percentage Change
Year	in Per-Share 　in Per-Share 　　　　　　Book Value of 　　　　　　Berkshire 　　　　　　　　　　(1)　(1)	in S&P 500 　in S&P 500 　　　　　　with Dividends 　　　　　　Included 　　　　　　　　　　(2)　(2)	Relative 　Relative 　　　　　　Results 　　　　(1)-(2)
1965	23.8　23.	10.0　10.	13.8　13.
1966	20.3　20.	(11.7)	32.0　32.
1967	11.0　11.	30.9　30.	(19.9)
1968	19.0　19.	11.0　11.	8.0　8.
1969	16.2　16.	(8.4)	24.6　24.
1970	12.0　12.	3.9　3.	8.1　8.
1971	16.4　16.	14.6　14.	1.8　1.
1972	21.7　21.	18.9　18.	2.8　2.
1973	4.7　4.	(14.8)	19.5　19.
1974	5.5　5.	(26.4)	31.9　31.
1975	21.9　21.	37.2　37.	(15.3)
1976	59.3　59.	23.6　23.	35.7　35.
1977	31.9　31.	(7.4)	39.3　39.
1978	24.0　24.	6.4　6.	17.6　17.
1979	35.7　35.	18.2　18.	17.5　17.
1980	19.3　19.	32.3　32.	(13.0)
1981	31.4　31.	(5.0)	36.4　36.
1982	40.0　40.	21.4　21.	18.6　18.
1983	32.3　32.	22.4　22.	9.9　9.
1984	13.6　13.	6.1　6.	7.5　7.
1985	48.2　48.	31.6　31.	16.6　16.
1986	26.1　26.	18.6　18.	7.5　7.
1987	19.5　19.	5.1	14.4　14.
1988	20.1　20.	16.6　16.	3.5　3.
1989	44.4　44.	31.7　31.	12.7　12.
1990	7.4　7.	(3.1)	10.5　10.
1991	39.6　39.	30.5　30.	9.1　9.
1992	20.3　20.	7.6　7.	12.7　12.
1993	14.3　14.	10.1　10.	4.2　4.
1994	13.9　13.	1.3　1.	12.6　12.
1995	43.1　43.	37.6　37.	5.5　5.
1996	31.8　31.	23.0　23.	8.8　8.
1997	34.1　34.	33.4　33.	.7　.
1998	48.3　48.	28.6　28.	19.7　19.
1999	.5　.	21.0　21.	(20.5)
2000	6.5　6.	(9.1)	15.6　15.
2001	(6.2)	(11.9)	5.7　5.
Average Annual Gain - 1965-2001	22.6%	11.0%	11.6%
Overall Gain - 1964-2001	194,936%	4,742%	190,194%

Notes:

Data are for calendar years with these exceptions: 1965 and 1966, year ended 9/30;
1967, 15 months ended 12/31.
数据以历年制为准，除了1965年及1966年系至9/30;1967年则为至12/31的15个月。

Starting in 1979, accounting rules required insurance companies to value the equity
securities they hold at market rather than at the lower of cost or market, which was
previously the requirement. In this table, Berkshire's results through 1978 have been
restated to conform to the changed rules. In all other respects, the results are calculated
using the numbers originally reported.
从1979年开始，会计原则规定保险公司持有的股权投资必须采用市价法取代原先的成本与市价
孰低法，在本表中，1978年以前的数据已依照该原则重新调整，除此之外，其它的数字皆依照
原则的结果未作更动。

The S&P 500 numbers are pre-tax whereas the Berkshire numbers are after-tax. If a
corporation such as Berkshire were simply to have owned the S&P 500 and accrued the
appropriate taxes, its results would have lagged the S&P 500 in years when that index
showed a positive return, but would have exceeded the S&P in years when the index
showed a negative return. Over the years, the tax costs would have caused the
aggregate lag to be substantial.
S&P 500指数系以税前为准，而Berkshire的数字则属于税后，如果Berkshire直接投资S&P 500
并依此课征相关税负，则当S&P 500的报酬为正时，Berkshire的表现将不如S&P 500，相反地
若S&P 500的报酬为负时，Berkshire的表现将优于S&P 500，就长期而言，Berkshire额外负
担的税负成本将使得中间的差异日益扩大。

BERKSHIRE HATHAWAY INC.
波克夏海瑟崴股份有限公司

To the Shareholders of Berkshire Hathaway Inc.:
致Berkshire公司全体股东:

Berkshire’s loss in net worth during 2001 was $3.77 billion, which
decreased the per-share book value of both our Class A and Class B
stock by 6.2%. Over the last 37 years (that is, since present management
took over) per-share book value has grown from $19 to $37,920, a rate
of 22.6% compounded annually.*

本公司2001年的净值减少了37.7亿美元，每股A股或B股的账面净值减少了
6.2%，累计过去37年以来，也就是自从现有经营阶层接手之后，每股净值由当
初的19元成长到现在的37,920美元，年复合成长率约为22.6%*。

*All figures used in this report apply to Berkshire's A shares, the successor to the only stock that
the company had outstanding before 1996. The B shares have an economic interest equal to
1/30th that of the A.
*1在年报中所谓的每股数字系以A级普通股约当数为基础，这是本公司在1996年以前流通在
外唯一的一种股份，B级普通股则拥有A级普通股三十分之一的权利。

Per-share intrinsic grew somewhat faster than book value during these
37 years, and in 2001 it probably decreased a bit less. We explain
intrinsic value in our Owner’s Manual, which begins on page 62. I urge
new shareholders to read this manual to become familiar with
Berkshire’s key economic principles.

过去37年以来，每股实质价值成长的速度一直高于账面净值增加的幅度，不过
时至2001年情况可能有所改变，有关实质价值的说明请参见62页的股东手
册，我建议新加入的股东多看看这本手册，如此方能对Berkshire的一些主要经
营原则有所了解。

Two years ago, reporting on 1999, I said that we had experienced both
the worst absolute and relative performance in our history. I added that
"relative results are what concern us," a viewpoint I’ve had since forming
my first investment partnership on May 5, 1956. Meeting with my seven
founding limited partners that evening, I gave them a short paper titled
"The Ground Rules" that included this sentence: "Whether we do a good
job or a poor job is to be measured against the general experience in
securities." We initially used the Dow Jones Industrials as our
benchmark, but shifted to the S&P 500 when that index became widely
used. Our comparative record since 1965 is chronicled on the facing
page; last year Berkshire’s advantage was 5.7 percentage points.

两年前，在1999年的报告中，我曾提到当时「我们经历了有史以来最惨烈的表
现，不论是从绝对或相对的角度来看」，我还说「我们比较重视相对的结果」，
这个观念从我在1956年5/5成立第一个投资合伙事业时就已成形，犹记得当
天晚上，我与7位有限合伙人开会时，我给了在场的每个人一张便条纸，上面
罗列了一些「基本原则」，其中有一条是这样写的：「我们的成绩到底好不好，
要看整体股市表现而定」，一开始我们是以道琼工业指数为标竿，后来则改用接
受度较高的S&P 500指数，两者从1965年迄今的比较记录列示在年报的首页
上，去年Berkshire以5.7%的差距胜出。

Some people disagree with our focus on relative figures, arguing that
"you can’t eat relative performance." But if you expect - as Charlie
Munger, Berkshire’s Vice Chairman, and I do - that owning the S&P 500
will produce reasonably satisfactory results over time, it follows that, for
long-term investors, gaining small advantages annually over that index
must prove rewarding. Just as you can eat well throughout the year if
you own a profitable, but highly seasonal, business such as See’s (which
loses considerable money during the summer months) so, too, can you
regularly feast on investment returns that beat the averages, however
variable the absolute numbers may be.

有些人并不认同我们将重点摆在相对数字的做法，认为"相对绩效并不保证就能
获利"，但如果你抱持与查理跟我本人一样的观念，预期S&P 500指数长期的绩
效应该会相当不错的话，则就长期而言，只要投资人的绩效每年都能比它好一
点，其结果自然而然也颇为可观，就如同喜斯糖果那般，虽然一年四季营运波动
很大(基本上每年夏天它都是在亏钱)，但每年结算都获利的公司，拥有它保证可
以让你躺着收钱。

Though our corporate performance last year was satisfactory, my
performance was anything but. I manage most of Berkshire’s equity
portfolio, and my results were poor, just as they have been for several
years. Of even more importance, I allowed General Re to take on
business without a safeguard I knew was important, and on September
11th, this error caught up with us. I’ll tell you more about my mistake
later and what we are doing to correct it.

虽然去年我们企业的整体表现还算令人满意，但我个人的表现却刚好相反，我本
身管理Berkshire大部分的股票投资，但其成绩却乏善可陈，而且这情况已经维
持好几年了，更要命的是，我竟允许通用再保在没有安全保障的情况下做生意，
而911事件的发生正好把我们逮个正着，后面我还会向大家报告我所犯的错
误，以及我们要如何来改正它。

Another of my 1956 Ground Rules remains applicable: "I cannot promise
results to partners." But Charlie and I can promise that your economic
result from Berkshire will parallel ours during the period of your
ownership: We will not take cash compensation, restricted stock or
option grants that would make our results superior to yours.

另外还有一条1956年的基本原则，现在看来倒还适用，那就是「我个人不敢保
证绩效」，不过查理跟我可以向各位保证，在持有Berkshire股票期间所得到的
效益，绝对会与我们本身的相同，我们不会靠领取奖金或股票选择权等方式，使
得我们所得到的利益优于各位。

Additionally, I will keep well over 99% of my net worth in Berkshire. My
wife and I have never sold a share nor do we intend to. Charlie and I are
disgusted by the situation, so common in the last few years, in which
shareholders have suffered billions in losses while the CEOs, promoters,
and other higher-ups who fathered these disasters have walked away
with extraordinary wealth. Indeed, many of these people were urging
investors to buy shares while concurrently dumping their own,
sometimes using methods that hid their actions. To their shame, these
business leaders view shareholders as patsies, not partners.

此外，我也将继续将个人99%以上的身家财产摆在Berkshire上面，我和我内
人过去从来就没有卖过任何Berkshire的股份，而且以后也没有打算要卖，查理
跟我对于近年来，许多让公司亏损累累的经理人与公司高层，竟然能够带着丰厚
的利润弃股东们扬长而去感到相当不耻，这些人在公开场合鼓励投资人高价买进
公司股份的同时，自己却暗中将股票倒到市场上，这些可耻的企业领导人简直把
股东当作是自己的禁脔而非伙伴。

Though Enron has become the symbol for shareholder abuse, there is
no shortage of egregious conduct elsewhere in corporate America. One
story I’ve heard illustrates the all-too-common attitude of managers
toward owners: A gorgeous woman slinks up to a CEO at a party and
through moist lips purrs, "I’ll do anything - anything - you want. Just tell
me what you would like." With no hesitation, he replies, "Reprice my
options."

虽然恩隆公司已经成为企业弊案的典型案例，但这种贪婪的行为在美国企业当中
却绝非特例，就像我个人就曾听过一个故事，显示经理人心中普遍存在对待股东
的一种心态，在一场宴会上，有位美丽媱娇的女士溜到一位总裁的面前，用那性
感的嘴唇说到，「只要你想要，我愿意为你做任何事!」，只见这位总裁立刻毫
不犹豫地回答说：「那好，请给我更多的股票选择权!」

One final thought about Berkshire: In the future we won’t come close to
replicating our past record. To be sure, Charlie and I will strive for
above-average performance and will not be satisfied with less. But two
conditions at Berkshire are far different from what they once were:
Then, we could often buy businesses and securities at much lower
valuations than now prevail; and more important, we were then working
with far less money than we now have. Some years back, a good $10
million idea could do wonders for us (witness our investment in
Washington Post in 1973 or GEICO in 1976). Today, the combination of
ten such ideas and a triple in the value of each would increase the net
worth of Berkshire by only ? of 1%. We need "elephants" to make
significant gains now - and they are hard to find.

最后再补充一点看法，那就是往后Berkshire将很难再维持以往的盛况，虽然查
理跟我仍然会尽力维持水准以上的表现，且永远不会感到自满，无奈现今有两个
环境条件已与过去截然不同，在以前我们可以很容易的就买到许多价廉物美的公
司及股票，同时我们当时运用的资金规模也比现在少得多，许多年以前，一个
1,000万美金的好案子就可以让我们雀跃不已，比如说像1973年的华盛顿邮
报或1976年的GEICO保险等投资，然而时至今日，就算是30个这样的案子，
也仅仅能让Berkshire的净值增加0.25%而已，我们需要像大象般的大案子才
有可能使得净值大幅成长，只不过这样的个案实在是少之又少。

On the positive side, we have as fine an array of operating managers as
exists at any company. (You can read about many of them in a new book
by Robert P. Miles: The Warren Buffett CEO.) In large part, moreover,
they are running businesses with economic characteristics ranging from
good to superb. The ability, energy and loyalty of these managers is
simply extraordinary. We now have completed 37 Berkshire years
without having a CEO of an operating business elect to leave us to work
elsewhere.

从好的方面来看，我们拥有一群坚强的经理人阵容，(大家可以在Robert Miles
刚出版的新书-华伦巴菲特的经理人-中，读到更多有关他们的事迹)，而且大部
分由他们所经营的事业，其竞争力在各自的产业中，可以说都是数一数二的，他
们的能力、精力与忠诚度都属最优等，个人经营Berkshire 37年以来，旗下还
没有任何一位经理人离开我们跳槽到别家公司的。

Our star-studded group grew in 2001. First, we completed the
purchases of two businesses that we had agreed to buy in 2000 - Shaw
and Johns Manville. Then we acquired two others, MiTek and XTRA, and
contracted to buy two more: Larson-Juhl, an acquisition that has just
closed, and Fruit of the Loom, which will close shortly if creditors
approve our offer. All of these businesses are led by smart, seasoned
and trustworthy CEOs.

我们星光满布的经营团队在2001年又增添了一群生力军，首先我们完成了二件
从2000年就开始谈的案子，Shaw地毯及Johns Manville，此外又买下了另外
两家公司-MiTek及XTRA，同时手上还有其它两件个案-Larson-Juhl最近才刚
结案以及Fruit of the Loom纺织，后者只等债权人会议通过我们的提案，以上
这些企业皆由兼具智慧、理性以及值得信赖的CEO所领导。

Additionally, all of our purchases last year were for cash, which means
our shareholders became owners of these additional businesses without
relinquishing any interest in the fine companies they already owned. We
will continue to follow our familiar formula, striving to increase the
value of the excellent businesses we have, adding new businesses of
similar quality, and issuing shares only grudgingly.

此外，去年所有的购并案全部皆以现金买断，这代表我们的股东可以不必牺牲原
先就拥有优秀企业的任何权益，同时还能成为这些新加入公司的幕后老板，往后
我们仍将继续维持这个策略，在想尽办法增加现有优秀企业的价值，以及寻找新
的优秀企业加入的同时，还能不轻易的增加流通在外的股份。

Acquisitions of 2001
2001年的购并案

A few days before last year’s annual meeting, I received a heavy package
from St. Louis, containing an unprepossessing chunk of metal whose
function I couldn’t imagine. There was a letter in the package, though,
from Gene Toombs, CEO of a company called MiTek. He explained that
MiTek is the world’s leading producer of this thing I’d received, a
"connector plate," which is used in making roofing trusses. Gene also
said that the U.K. parent of MiTek wished to sell the company and that
Berkshire seemed to him the ideal buyer. Liking the sound of his letter, I
gave Gene a call. It took me only a minute to realize that he was our kind
of manager and MiTek our kind of business. We made a cash offer to the
U.K. owner and before long had a deal.

就在去年股东会的前几天，我收到从圣路易寄来的一个大包裹，里面装了一块看
不出做何用途的金属，包裹里还有一封信，署名Gene Toombs-他是一家叫做
MiTek公司的总裁，他解释说MiTek是专门制造这玩意儿的世界级领导厂商，
也就是用来做屋梁的连接板，他进一步表示MiTek的英国母公司有意出售这家
公司，他认为Berkshire应该是最合适的买家，我相当欣赏他写这封信的语气，
所以当下打电话给他，几分钟的谈话，我就发觉他是属于我们类型的经理人，而
MiTek也是我们想要的公司类型，于是我们报了一个价给其英国母公司，没多
久后就正式成交。

Gene’s managerial crew is exceptionally enthusiastic about the
company and wanted to participate in the purchase. Therefore, we
arranged for 55 members of the MiTek team to buy 10% of the company,
with each putting up a minimum of $100,000 in cash. Many borrowed
money so they could participate.

Gene所带领的经营团队对于公司相当有信心，愿意参与这次的购并交易，所以
最后我们安排由55位经营成员取得10%的股权，每人最低的投资金额为10万
美元，其中很多人都是靠借钱参与投资。

As they would not be if they had options, all of these managers are true
owners. They face the downside of decisions as well as the upside. They
incur a cost of capital. And they can’t "reprice" their stakes: What they
paid is what they live with.

这些没有认股选择权的经理人真的称得上是公司的拥有者，完全站在股东的立场
设想，他们真正愿意与公司同甘共苦，自己承担资金成本，也没有办法让自己的
认股价格重新修正，要怎么收获先怎么栽。

Charlie and I love the high-grade, truly entrepreneurial attitude that
exists at MiTek, and we predict it will be a winner for all involved.

查理跟我欣赏存在MiTek的这种高格调、真正的企业家精神，我们相信这绝对
可以创造出多赢的局面。

* * * * * * * * * * * *

In early 2000, my friend, Julian Robertson, announced that he would
terminate his investment partnership, Tiger Fund, and that he would
liquidate it entirely except for four large holdings. One of these was
XTRA, a leading lessor of truck trailers. I then called Julian, asking
whether he might consider selling his XTRA block or whether, for that
matter, the company’s management might entertain an offer for the
entire company. Julian referred me to Lew Rubin, XTRA’s CEO. He and I
had a nice conversation, but it was apparent that no deal was to be
done.

2000年初，我的好朋友Julian Robertson宣布将结束其投资合伙事业-老虎基
金，除了四项主要的持股投资之外，其余的投资将全部予以结算，其中包含了
XTRA公司-货柜拖车租赁的领导业者，于是我打电话给Julian问到他及公司的
经营团队是否有意将整家公司出售，Julian建议我直接连络XTRA的总裁-Lew
Rubin，后来我们两个人相谈甚欢，可惜的是双方似乎很难达成交易。

Then in June 2001, Julian called to say that he had decided to sell his
XTRA shares, and I resumed conversations with Lew. The XTRA board
accepted a proposal we made, which was to be effectuated through a
tender offer expiring on September 11th. The tender conditions included
the usual "out," allowing us to withdraw if the stock market were to
close before the offer’s expiration. Throughout much of the 11th, Lew
went through a particularly wrenching experience: First, he had a son-
in-law working in the World Trade Center who couldn’t be located; and
second, he knew we had the option of backing away from our purchase.
The story ended happily: Lew’s son-in-law escaped serious harm, and
Berkshire completed the transaction.

之后到了2001年六月，Julian打电话给我表示他决定出售XTRA的股份，于是
我恢复与Lew的谈判，终于XTRA的董事会接受了我们的提案，由我们对外提
出公开收购，截止日订为9/11，这项公开收购案订有一项例行条款，约定买方
有退出的权利，如果在收购截止日前，股市有重大异常的变化，谁也没想到9/11
当天，Lew竟经历了上上下下煎熬的难忘经验，一开始，他有一位在纽约世贸
中心上班的女婿下落不明，其次，他很清楚我们有权取消整个收购案，所幸最后
故事有个圆满的结局，Lew的女婿侥幸逃过一劫，而Berkshire则如原先预期
完成了收购案。

Trailer leasing is a cyclical business but one in which we should earn
decent returns over time. Lew brings a new talent to Berkshire, and we
hope to expand in leasing.

货柜车租赁业的景气循环相当明显，不过它仍是一个我们预期能够得到长期合理
报酬的行业，Lew为Berkshire带来一项我们欠缺的Know-how，我们期望将
来能够扩张在租赁业的布局。

* * * * * * * * * * * *

On December 3rd, I received a call from Craig Ponzio, owner of Larson-
Juhl, the U.S. leader in custom-made picture frames. Craig had bought
the company in 1981 (after first working at its manufacturing plant
while attending college) and thereafter increased its sales from $3
million to $300 million. Though I had never heard of Larson-Juhl before
Craig’s call, a few minutes talk with him made me think we would strike
a deal. He was straightforward in describing the business, cared about
who bought it, and was realistic as to price. Two days later, Craig and
Steve McKenzie, his CEO, came to Omaha and in ninety minutes we
reached an agreement. In ten days we had signed a contract.

12/3我收到Larson-Juhl老板Craig Ponzio的一通电话，该公司是美国订制
相框的领导厂商，Craig是在1981年买下这家公司的(这也是他大学时代打工
的第一家公司)，自此公司的营业额从300万美元成长到3亿美元，虽然在Craig
打电话给我之前，我完全不知道有这家公司的存在，不过几分钟的谈话令我感到
我们很有可能达成交易，他对于企业现况坦率直言，同时也在乎买方的来历背
景，至于所提价格也相当合理，两天之后，Craig跟公司总裁Steve McKenzie
来到奥玛哈，前后只花了90分钟双方就达成共识，并于十天后正式签订合约。

Larson-Juhl serves about 18,000 framing shops in the U.S. and is also
the industry leader in Canada and much of Europe. We expect to see
opportunities for making complementary acquisitions in the future.

Larson-Juhl提供服务给全美18,000家相馆，同时也是加拿大及欧洲大部分地
区的领导厂商，我们期望在不久的未来还有类似的购并机会。

* * * * * * * * * * *

As I write this letter, creditors are considering an offer we have made for
Fruit of the Loom. The company entered bankruptcy a few years back, a
victim both of too much debt and poor management. And, a good many
years before that, I had some Fruit of the Loom experience of my own.

在我写这封信的同时，Fruit of the Loom的债权人正在考虑接受我们的提案，
这家公司由于负债过于沉重加上管理不当，在几年前宣布破产，而事实上，在许
多年以前，我个人也曾与Fruit of the Loom有过接触的经验。

In August 1955, I was one of five employees, including two secretaries,
working for the three managers of Graham-Newman Corporation, a
New York investment company. Graham-Newman controlled
Philadelphia and Reading Coal and Iron ("P&R"), an anthracite producer
that had excess cash, a tax loss carryforward, and a declining business.
At the time, I had a significant portion of my limited net worth invested
in P&R shares, reflecting my faith in the business talents of my bosses,
Ben Graham, Jerry Newman and Howard (Micky) Newman.

1955年八月，当时我还是纽约一家投资公司，葛拉罕-纽曼公司仅有的五位员
工之一(包含三位经理加上二位秘书)，当时葛拉罕-纽曼所掌控一家专门生产无
烟煤，名叫费城碳铁的公司(P&R)，该公司拥有多余的资金、可扣抵的税务亏损
以及日益下滑的业务，在当时我将个人有限资金的大部份投资在这家公司上头，
此举充分反映我对老板们-包含班哲明葛拉罕、杰瑞纽曼以及霍华纽曼等人投资
哲学的信仰。

This faith was rewarded when P&R purchased the Union Underwear
Company from Jack Goldfarb for $15 million. Union (though it was then
only a licensee of the name) produced Fruit of the Loom underwear. The
company possessed $5 million in cash - $2.5 million of which P&R used
for the purchase - and was earning about $3 million pre-tax, earnings
that could be sheltered by the tax position of P&R. And, oh yes: Fully $9
million of the remaining $12.5 million due was satisfied by non-
interest-bearing notes, payable from 50% of any earnings Union had in
excess of $1 million. (Those were the days; I get goosebumps just
thinking about such deals.)

这样的信仰在P&R决定以1,500万美元从Jack Goldfarb手中买下联合内衣公
司时获得了丰厚的回报，联合公司(虽然它只是被授权生产的厂商)当时专门生产
Fruit of the Loom的内衣，该公司拥有500万美元的现金-其中250万美元被
P&R用来购并用，另外每年约300万美元的税前盈余，将因P&R本身亏损部位
而得到免税的利益，另外更棒的是在剩下的1,250万美元尾款当中，有整整900
万美元是开出免付利息的票据，由联合公司日后年度盈余超过100万美元时提
拨半数支付，(真是令人怀念的往日时光，每当想起这类的交易就让我雀跃不
已)。

Subsequently, Union bought the licensor of the Fruit of the Loom name
and, along with P&R, was merged into Northwest Industries. Fruit went
on to achieve annual pre-tax earnings exceeding $200 million.

后来，联合公司进一步买下Fruit of the Loom的商标权，同时跟着P&R并入
西北工业，Fruit后来累计的税前获利超过2亿美元。

John Holland was responsible for Fruit’s operations in its most bountiful
years. In 1996, however, John retired, and management loaded the
company with debt, in part to make a series of acquisitions that proved
disappointing. Bankruptcy followed. John was then rehired, and he
undertook a major reworking of operations. Before John’s return,
deliveries were chaotic, costs soared and relations with key customers
deteriorated. While correcting these problems, John also reduced
employment from a bloated 40,000 to 23,000. In short, he’s been
restoring the old Fruit of the Loom, albeit in a much more competitive
environment.

John Holland是Fruit营运最辉煌时期的经营者，然而John却于1996年宣布
退休，之后的管理当局竟大幅举债，其中部份的资金被用来购并一堆没有效益的
公司，公司最后终于宣布破产，John后来又回锅走马上任，并对于营运进行大
幅改造，在John回来之前，交货总是一团混乱、成本激增、与主要客户之间的
关系日益恶化，而John在陆续解决这些问题之后，也开始裁减公司不当的冗员，
将员工人数由40,000人减为23,000人，简言之，他又让Fruit of the Loom
回复到原来的模样，只是外在的产业环境竞争却日益激烈。

Stepping into Fruit’s bankruptcy proceedings, we made a proposal to
creditors to which we attached no financing conditions, even though our
offer had to remain outstanding for many months. We did, however,
insist on a very unusual proviso: John had to be available to continue
serving as CEO after we took over. To us, John and the brand are Fruit’s
key assets.

在Fruit进入破产程序之后，我们提出了一项提案，其中并无任何融资计划，且
有效期间长达数个月，不过在此同时我们也坚持几项特殊的条款，首先我们要求
在接手之后，John必须继续担任公司的总裁，因为在我们看来，John跟Fruit
的商标是该公司最主要的资产。

I was helped in this transaction by my friend and former boss, Micky
Newman, now 81. What goes around truly does come around.

在这项合并交易中，我得到昔日老板兼好友，现年61岁的麦克纽曼相当多的帮
助，我们的友情常在。

* * * * * * * * * * * *

Our operating companies made several "bolt-on" acquisitions during
the year, and I can’t resist telling you about one. In December, Frank
Rooney called to tell me H.H. Brown was buying the inventory and
trademarks of Acme Boot for $700,000.

我们旗下的子公司在去年也进行了几项购并案，其中有一件我一定要提，去年十
二月，Frank Rooney 打电话给我表示H.H. Brown正打算以70万美元买下
Acme 靴子的存货及商标权。

That sounds like small potatoes. But - would you believe it? - Acme was
the second purchase of P&R, an acquisition that took place just before I
left Graham-Newman in the spring of 1956. The price was $3.2 million,
part of it again paid with non-interest bearing notes, for a business with
sales of $7 million.

这听起来好像没什么大不了， 但你知道吗? Acme是继P&R之后的第二件购并
案，时间大约是我在1956年春天离开葛拉罕-纽曼公司之前不久，当时的交易
价格是320万美元，其中也包含无息分期支票，买下年营业额700万美元的公
司。

After P&R merged with Northwest, Acme grew to be the world’s largest
bootmaker, delivering annual profits many multiples of what the
company had cost P&R. But the business eventually hit the skids and
never recovered, and that resulted in our purchasing Acme’s remnants.

而在P&R与西北公司合并后，Acme持续成长跃居全世界规模最大的靴子制造
商，每年的获利是当初P&R投资成本的好几倍，不过后来该公司的营运还是不
免逐渐走下坡，乃至于剩下最后残存的资产被我们所收买。

In the frontispiece to Security Analysis, Ben Graham and Dave Dodd
quoted Horace: "Many shall be restored that now are fallen and many
shall fall that are now in honor." Fifty-two years after I first read those
lines, my appreciation for what they say about business and
investments continues to grow.

在葛拉罕与托德所著的证券分析一书中，开头引用Horace的一句名言，「十年
河东，十年河西。」在我头一次听到这句话的52年后，我个人对于这句话描写
企业与投资真理的体认日益加深。

* * * * * * * * * * * *

In addition to bolt-on acquisitions, our managers continually look for
ways to grow internally. In that regard, here’s a postscript to a story I
told you two years ago about R.C. Willey’s move to Boise. As you may
remember, Bill Child, R.C. Willey’s chairman, wanted to extend his
home-furnishings operation beyond Utah, a state in which his company
does more than $300 million of business (up, it should be noted, from
$250,000 when Bill took over 48 years ago). The company achieved this
dominant position, moreover, with a "closed on Sunday" policy that
defied conventional retailing wisdom. I was skeptical that this policy
could succeed in Boise or, for that matter, anyplace outside of Utah.
After all, Sunday is the day many consumers most like to shop.

除了这些附带的购并案，我们的经理人仍然不断的寻找内部自我成长的方法，关
于这一点，这里有一则两年前我告诉各位R.C.Willey进军Boise的后话，大家
应该还记得，R.C.Willey的董事长Bill Child想将业务拓展到犹他州以外的地
区，他的公司在当地的年营业额超过3亿美元，(Bill在48年前接手时的营业额
只有25万美元)，这家公司是在违反商业法则，坚持星期天不营业的情形下达成
独霸的地位，然而我还是很怀疑这项原则是否也能在Boise地区或是任何犹他州
以外的地方成功推行，毕竟星期天是许多消费者出外血拼的日子。

Bill then insisted on something extraordinary: He would invest $11
million of his own money to build the Boise store and would sell it to
Berkshire at cost (without interest!) if the venture succeeded. If it failed,
Bill would keep the store and eat the loss on its disposal. As I told you in
the 1999 annual report, the store immediately became a huge success -
and it has since grown.

Bill 当时很坚持一件特别的事，那就是他希望先用自己的钱投资1,100万美元
成立Boise的分店，然后等分店经营顺遂后，再以成本卖回给Berkshire(而且
不算利息)，而万一如果失败，Bill将自行负担开店的损失，而正如我在1999年
年报中提过的，该店事后证明相当成功而且业绩持续成长。

Shortly after the Boise opening, Bill suggested we try Las Vegas, and this
time I was even more skeptical. How could we do business in a
metropolis of that size and be closed on Sundays, a day that all of our
competitors would be exploiting? Buoyed by the Boise experience,
however, we proceeded to locate in Henderson, a mushrooming city
adjacent to Las Vegas.

在Boise分店开张后不久，Bill又建议可以到Las Vegas试试看，这次我则抱持
更怀疑的态度，我们怎么可能在这个规模如此大的城市开店，同时还在同业大发
利市的星期天打烊，不过受到Boise经验的鼓舞，我们还是决定进军Hendersn-
一个邻近Las Vegas的新兴城市。

The result: This store outsells all others in the R.C. Willey chain, doing a
volume of business that far exceeds the volume of any competitor and
that is twice what I had anticipated. I cut the ribbon at the grand
opening in October - this was after a "soft" opening and a few weeks of
exceptional sales - and, just as I did at Boise, I suggested to the crowd
that the new store was my idea.

结果是：这家店的营业额打破R.C.Willey其它连锁店的记录，业绩比当地所有
的竞争对手都还要好，业绩达到我原先预估的两倍，在进行几个礼拜的试卖会
后，我受邀在10月的正式开幕仪式莅临剪彩，而如同我在Boise时一样，向在
场来宾暗示这是我个人的构想。

It didn’t work. Today, when I pontificate about retailing, Berkshire
people just say, "What does Bill think?" (I’m going to draw the line,
however, if he suggests that we also close on Saturdays.)

不过此举显然无效，现在每当我对于零售业侃侃而谈时，公司的人一定会说，喔!
那Bill又是怎么想呢? (不过我必须先说明我最后的底线，如果他敢提议星期六也
休息就给我走着瞧)。

The Economics of Property/Casualty Insurance

产物意外险的经营

Our main business - though we have others of great importance - is
insurance. To understand Berkshire, therefore, it is necessary that you
understand how to evaluate an insurance company. The key
determinants are: (1) the amount of float that the business generates;
(2) its cost; and (3) most critical of all, the long-term outlook for both of
these factors.

我们最主要的本业就是保险，当然其它事业也相当重要，想要了解Berkshire，
你就必须知道如何去评估一家保险公司，其中主要的关键因素有(1)这个行业所??
能产生的浮存金数量(2)以及它的成本(3)最重要的是这些因素长期的展望。

To begin with, float is money we hold but don't own. In an insurance
operation, float arises because premiums are received before losses are
paid, an interval that sometimes extends over many years. During that
time, the insurer invests the money. This pleasant activity typically
carries with it a downside: The premiums that an insurer takes in usually
do not cover the losses and expenses it eventually must pay. That leaves
it running an "underwriting loss," which is the cost of float. An insurance
business has value if its cost of float over time is less than the cost the
company would otherwise incur to obtain funds. But the business is a
lemon if its cost of float is higher than market rates for money.

首先浮存金是一项我们持有但却不属于我们的资金，在保险公司的营运中，浮存
金产生的原因在于保险公司在真正支付损失理赔之前，一般会先向保户收取保
费，在这期间保险公司会将资金运用在其它投资之上，当然这样的好处也必须要
付出代价，通常保险业者收取的保费并不足以支应最后支付出去的相关损失与费
用，于是保险公司便会发生承保损失，这就是浮存金的成本，而当一家公司取得
浮存金成本，就长期而言低于从其它管道取得资金的成本时，它就有存在的价
值，否则一旦保险事业取得浮存金的成本远高于货币市场利率时，它就像是一颗
极酸的柠檬。

Historically, Berkshire has obtained its float at a very low cost. Indeed,
our cost has been less than zero in about half of the years in which we've
operated; that is, we've actually been paid for holding other people's
money. Over the last few years, however, our cost has been too high,
and in 2001 it was terrible.

根据过去的记录显示，Berkshire 一向能够以很低的成本取得浮存金，确实在
Berkshire经营的这些年来，有半数以上的年头，浮存金的成本甚至低于零，也
就是说这实际上等于是别人要付费请我们帮他们保管资金，然而最近这几年，我
们的成本大幅飙涨，而2001年尤其恐怖。

The table that follows shows (at intervals) the float generated by the
various segments of Berkshire's insurance operations since we entered
the business 35 years ago upon acquiring National Indemnity Company
(whose traditional lines are included in the segment "Other Primary").
For the table we have calculated our float - which we generate in large
amounts relative to our premium volume - by adding net loss reserves,
loss adjustment reserves, funds held under reinsurance assumed and
unearned premium reserves, and then subtracting insurance-related
receivables, prepaid acquisition costs, prepaid taxes and deferred
charges applicable to assumed reinsurance. (Got that?)

下表中所显示的数字是，Berkshire自取得国家产险公司经营权，进入保险事业
35年以来所贡献的浮存金，(其中传统业务包含在其它主险项下)，在这张计算
浮存金的表中，(相对于收到的保费收入，我们持有的浮存金部位算是相当大的)
我们将所有的损失准备、损失费用调整准备、再保预先收取的资金与未赚取保费
加总后，再扣除应付佣金、预付购并成本、预付税负以及取得再保业务的相关递
延费用，得出浮存金的数额，弄清楚了吗??

Yearend Float (in $ millions)
Year	GEICO	General Re	Other Reinsurance	Other Primary	Total
1967				20	20
1977			40	131	171
1987			701	807	1,508
1997	2,917		4,014	455	7,386
1998	3,125	14,909	4,305	415	22,754
1999	3,444	15,166	6,285	403	25,298
2000	3,943	15,525	7,805	598	27,871
2001	4,251	19,310	11,262	685	35,508

Last year I told you that, barring a mega-catastrophe, our cost of float
would probably drop from its 2000 level of 6%. I had in mind natural
catastrophes when I said that, but instead we were hit by a man-made
catastrophe on September 11th - an event that delivered the insurance
industry its largest loss in history. Our float cost therefore came in at a
staggering 12.8%. It was our worst year in float cost since 1984, and a
result that to a significant degree, as I will explain in the next section,
we brought upon ourselves.

去年我曾告诉各位，除非发生什么重大的灾难，否则我们浮存金的成本将可由
2000年6%的高档往下降，当时我心里想到的是自然天灾之类的意外，但任谁
也想不到发生的竟是911恐怖份子攻击事件这样的人祸，它造成保险业有史以
来最重大的损失，也让我们的浮存金成本大举飙高到12.8%，这是自1984年
以来最惨的记录，而且大部分的责任，在后段我还会再详加解释，要归咎于我们
自己。

If no mega-catastrophe occurs, I - once again - expect the cost of our
float to be low in the coming year. We will indeed need a low cost, as will
all insurers. Some years back, float costing, say, 4% was tolerable
because government bonds yielded twice as much, and stocks
prospectively offered still loftier returns. Today, fat returns are nowhere
to be found (at least we can't find them) and short-term funds earn less
than 2%. Under these conditions, each of our insurance operations, save
one, must deliver an underwriting profit if it is to be judged a good
business. The exception is our retroactive reinsurance operation (a
business we explained in last year's annual report), which has desirable
economics even though it currently hits us with an annual underwriting
loss of about $425 million.

如果没有发生重大的灾害，我个人再度预期，明年度我们的浮存金成本将会大幅
降低，我们确实极需要降低成本，我想其它业者也是一样，几年前，4%的浮存
金成本还算可以忍受，因为当时政府的公债利率是其两倍以上，而股市预期也能
提供相当不错的报酬，然而时至今日，丰厚的投资报酬已不复见(至少我们无法
找到)，短期资金的报酬低于2%，在这种情况下，我们旗下所有的保险事业，除
了追溯再保险业务(去年的年报曾详加介绍过，虽然目前一年让我们必须额外承
担4.25亿美元的承保损失，但就长期而言却有相当的经济价值)，都必须能够创
造出承保获利才能称得上是好公司。

Principles of Insurance Underwriting

保险业承保的几项原则

When property/casualty companies are judged by their cost of float,
very few stack up as satisfactory businesses. And interestingly - unlike
the situation prevailing in many other industries - neither size nor
brand name determines an insurer's profitability. Indeed, many of the
biggest and best-known companies regularly deliver mediocre results.
What counts in this business is underwriting discipline. The winners are
those that unfailingly stick to three key principles:

当产物意外险公司以浮存金成本来判定公司的好坏时，很少有公司的成绩可以令
人感到满意，而有趣的是，不像一些产业普遍存在的现象，规模或品牌并非保险
公司获利的关键，事实上许多最大最有名的保险公司其成绩表现大多平平，这个
行业最要紧的是承保的纪律原则，真正成功的公司必须坚守以下三项重要原则：

They accept only those risks that they are able to properly
evaluate (staying within their circle of competence) and that, after
they have evaluated all relevant factors including remote loss
scenarios, carry the expectancy of profit. These insurers ignore
market-share considerations and are sanguine about losing
business to competitors that are offering foolish prices or policy
conditions.

1.他们只接受能够妥善衡量的风险，(也就是谨守自己的能力范围)，在谨慎评
估所有相关因素，包含最微小的损失可能在内，然后得出获利的期望值，这
些公司从来不以市场占有率为意，同时在看到同业为抢夺客户而杀价竞争或
提供不合理的理赔条件时，也不会跃跃欲试。

They limit the business they accept in a manner that guarantees
they will suffer no aggregation of losses from a single event or
from related events that will threaten their solvency. They
ceaselessly search for possible correlation among seemingly-
unrelated risks.

2.要严格限制承接的业务内容，以确保公司不会因为单一意外及其连带事件
而累积理赔损失，导致公司的清偿能力发生疑虑，同时不遗余力地寻找任何
看似不相关的风险间，彼此可能的潜在关联。

They avoid business involving moral risk: No matter what the rate,
trying to write good contracts with bad people doesn't work.
While most policyholders and clients are honorable and ethical,
doing business with the few exceptions is usually expensive,
sometimes extraordinarily so.

3.他们避免涉入可能引发道德风险的业务，不管其费率多么诱人，不要妄想
在坏人身上占到任何便宜，大部分的客户其诚信都值得信赖，所以不必要与
有道德疑虑的人打交道，事后证明通常其成本远比想象中的高。

The events of September 11th made it clear that our implementation of
rules 1 and 2 at General Re had been dangerously weak. In setting prices
and also in evaluating aggregation risk, we had either overlooked or
dismissed the possibility of large-scale terrorism losses. That was a
relevant underwriting factor, and we ignored it.

911事件的发生证明在通用再保，我们对于第一条与第二条的执行力相当的差，
在设定费率及评估累计的可能风险，我们不是忽略就是低估了大规模恐怖事件发
生的可能性，那是一项相当要紧的承保因素，偏偏我们竟把它给忽略了。

In pricing property coverages, for example, we had looked to the past
and taken into account only costs we might expect to incur from
windstorm, fire, explosion and earthquake. But what will be the largest
insured property loss in history (after adding related business-
interruption claims) originated from none of these forces. In short, all of
us in the industry made a fundamental underwriting mistake by
focusing on experience, rather than exposure, thereby assuming a huge
terrorism risk for which we received no premium.

举例来说，产险在订定价格时，我们通常都会参酌过去的经验，只预期可能会遇
到过去发生诸如飓风、火灾、爆炸及地震等灾害，不过谁也没有想到产险史上最
大的理赔损失(在加上其它相关的业务中断理赔)与上述原因都没有任何关系，简
言之，产险业的所有从业人员都犯下了最基本的承保错误，那就是过于注重过去
的经验，而未顾及真正暴露的风险，其结果导致我们在承担庞大的恐怖份子活动
风险的同时，却没有为此收取任何一分的保费。

Experience, of course, is a highly useful starting point in underwriting
most coverages. For example, it's important for insurers writing
California earthquake policies to know how many quakes in the state
during the past century have registered 6.0 or greater on the Richter
scale. This information will not tell you the exact probability of a big
quake next year, or where in the state it might happen. But the statistic
has utility, particularly if you are writing a huge statewide policy, as
National Indemnity has done in recent years.

经验，当然是承保大部分风险最有用的出发点，举例来说，保险公司在承保加州
地震险时，绝对必须了解过去一百年来，当地地震规模在芮氏六级以上发生的次
数，虽然这类信息无法明确地告诉你明年发生地震的确实机率，或者是可能发生
的地点，但统计数字还是有其效用，尤其当你像国家产险最近几年那样，承受整
个州的地震险时更是如此。

At certain times, however, using experience as a guide to pricing is not
only useless, but actually dangerous. Late in a bull market, for example,
large losses from directors and officers liability insurance ("D&O") are
likely to be relatively rare. When stocks are rising, there are a scarcity of
targets to sue, and both questionable accounting and management
chicanery often go undetected. At that juncture, experience on high-
limit D&O may look great.

不过在某些时候，运用过去的经验当作依据来订定保费价格，不但没有用，有时
反而相当的危险，举例来说，前几年股市正旺时，董事及经理人的责任险(D&O)
实际上发生重大损失的机率少之又少，当股票价格上涨，很难找到适合的目标可
以告，而此时作假帐及管理舞弊通常不会引起太多的注意，在此种情势下，业者
在高上限D&O的经验肯定相当不错。

But that's just when exposure is likely to be exploding, by way of
ridiculous public offerings, earnings manipulation, chain-letter-like
stock promotions and a potpourri of other unsavory activities. When
stocks fall, these sins surface, hammering investors with losses that can
run into the hundreds of billions. Juries deciding whether those losses
should be borne by small investors or big insurance companies can be
expected to hit insurers with verdicts that bear little relation to those
delivered in bull-market days. Even one jumbo judgment, moreover,
can cause settlement costs in later cases to mushroom. Consequently,
the correct rate for D&O "excess" (meaning the insurer or reinsurer will
pay losses above a high threshold) might well, if based on exposure, be
five or more times the premium dictated by experience.

不过这正是风险暴露可能爆炸的时候，离谱的公开释股、盈余操控、连环信式的
股票拉抬以及一些无聊的举动等行为大举出笼，然而等到股价暴跌时，所有的罪
恶都一一浮现，总计超过数千亿美元的损失使得投资人一败涂地，而决定这些损
失到底该由小额投资人或是大型保险公司来承担的陪审团，其打击保险公司所采
用的证词是过去股票市场当红时所听不到的，只要出现一个大案子，就有可能导
致以后的理赔损失大幅增加，因此D&O超额保险的正确费率(意思是保险业者及
再保业者赔偿超过上限)若真要考量暴露的风险，极有可能是现行依照经验所订
保费的五倍以上。

Insurers have always found it costly to ignore new exposures. Doing
that in the case of terrorism, however, could literally bankrupt the
industry. No one knows the probability of a nuclear detonation in a
major metropolis this year (or even multiple detonations, given that a
terrorist organization able to construct one bomb might not stop there).
Nor can anyone, with assurance, assess the probability in this year, or
another, of deadly biological or chemical agents being introduced
simultaneously (say, through ventilation systems) into multiple office
buildings and manufacturing plants. An attack like that would produce
astronomical workers' compensation claims.

保险业者往往会发现没有注意到新暴露风险的代价相当的高，而若是遇到恐怖活
动这种情况，更可能造成保险公司实质上的破产，没有人知道今年在主要大都会
发生核子爆炸的可能性(或甚至是连环爆炸，假若恐怖份子组织一旦有能力制造
的话，铁定不会只有一颗)，而也没有人能百分之百确定，今年或明年，致命的
生物武器被大量运用(比如说透过空调系统)进入办公大楼及工厂的机率有多
高，诸如此类的攻击事件有可能造成天文数字的劳保理赔金额。

Here's what we do know:
在这里我们确信：

The probability of such mind-boggling disasters, though likely
very low at present, is not zero.

a.这类震慑人心灾难的可能性，现在虽然很低，但绝非没有可能。

The probabilities are increasing, in an irregular and immeasurable
manner, as knowledge and materials become available to those
who wish us ill. Fear may recede with time, but the danger won't -
the war against terrorism can never be won. The best the nation
can achieve is a long succession of stalemates. There can be no
checkmate against hydra-headed foes.

b.这种可能性，正以一种不规则且难以衡量的速度逐渐增加当中，随时仇视
我们的敌人渐渐掌握伤害我们的信息及资源，恐惧的心理或许会随着时间慢
慢淡化，但危险却依然存在，对抗恐怖活动的战争永远不会结束，我们能够
得到最好的结果是让问题控制在一定程度之下，对于铲除仇视我们的狂热份
子绝无根治之道。

Until now, insurers and reinsurers have blithely assumed the
financial consequences from the incalculable risks I have
described.

c.直到目前为止，保险及再保业者仍然不自知地承担以上我提到的这种无法
预估风险的财务后果。

Under a "close-to-worst-case" scenario, which could conceivably
involve $1 trillion of damage, the insurance industry would be
destroyed unless it manages in some manner to dramatically limit
its assumption of terrorism risks. Only the U.S. Government has
the resources to absorb such a blow. If it is unwilling to do so on a
prospective basis, the general citizenry must bear its own risks
and count on the Government to come to its rescue after a
disaster occurs.

d.在最坏的状况下，有可能产生1兆美元的经济损失，整个保险产业将因此
崩溃，除非经营者能够将恐怖攻击风险承担的上限大幅压低在一定的水准以
下，我想只有美国政府本身有能力承受如此大的重击，如果政府不愿意积极
地担下此重责大任，任由人民负担所有的风险，则只有等灾难真的发生之后，
再由政府出面来收拾残局。

Why, you might ask, didn't I recognize the above facts before
September 11th? The answer, sadly, is that I did - but I didn't convert
thought into action. I violated the Noah rule: Predicting rain doesn't
count; building arks does. I consequently let Berkshire operate with a
dangerous level of risk - at General Re in particular. I'm sorry to say
that much risk for which we haven't been compensated remains on
our books, but it is running off by the day.

或许有人会问，为何我不在911事件发生之前，就提出这项警讯?? 我的回
答是，我确实有想到这点，但可惜的是我并未将想法化为举体的行动，关于
这点我严重违反了诺亚的原则，「能够准确预测下雨不厉害，重要的是要去
建方舟」，我等于是让Berkshire在相当危险的情况下经营，尤其是通用再
保，而且我必须承认，截至目前我们还在免费为大家承担无可预测的风险，
所幸这种情况已随着时间慢慢减少。

At Berkshire, it should be noted, we have for some years been willing to
assume more risk than any other insurer has knowingly taken on. That's
still the case. We are perfectly willing to lose $2 billion to $2? billion in
a single event (as we did on September 11th) if we have been paid
properly for assuming the risk that caused the loss (which on that
occasion we weren't).

在Berkshire，有一点必须说明的是，多年以来我们一直有强烈的意愿承担比其
他业者更多的风险，即便是现在也是如此，前提是保费要合理，对于单一事件我
们愿意承担最多20亿到25亿美元的可能损失(就像是911那样的损失规模，
只可惜那时我们没有收到一毛钱的保费)。

Indeed, we have a major competitive advantage because of our
tolerance for huge losses. Berkshire has massive liquid resources,
substantial non-insurance earnings, a favorable tax position and a
knowledgeable shareholder constituency willing to accept volatility in
earnings. This unique combination enables us to assume risks that far
exceed the appetite of even our largest competitors. Over time, insuring
these jumbo risks should be profitable, though periodically they will
bring on a terrible year.

确实我们勇于承担巨额损失的意愿，使得我们的竞争优势大幅提高，Berkshire
拥有大量的流动资产、极高的非保险事业盈余、有利的租税架构以及愿意容忍盈
余上下变动的优秀股东阵容，这种独特的组合，让我们可以承担远比其它竞争对
手更高的潜在风险，长期而言，接受这类巨型风险肯定有利可图，虽然在某些年
度的成绩可能惨不忍睹。

The bottom-line today is that we will write some coverage for
terrorist-related losses, including a few non-correlated policies with
very large limits. But we will not knowingly expose Berkshire to losses
beyond what we can comfortably handle. We will control our total
exposure, no matter what the competition does.

目前我们的底限是愿意承接恐怖份子攻击事件的保单，包含一些非相关事件极高
的风险上限，但我们绝不愿意让Berkshire在不知情的情况下，曝露于我们无法
妥善处理的损失，我们会将整体的风险部位控制在一定程度之内，不论外在的市
场竞争状况如何都一样。

Insurance Operations in 2001

2001年保险事业营运状况

Over the years, our insurance business has provided ever-growing,
low-cost funds that have fueled much of Berkshire's growth. Charlie and
I believe this will continue to be the case. But we stumbled in a big way
in 2001, largely because of underwriting losses at General Re.

多年以来，我们旗下的保险事业提供了Berkshire大量低成本，成长所需的资
金，查理跟我都认为这样的态势仍将继续维持下去，谁知道我们竟在2001年跌
了一大跤，主要的原因就在于通用再保大幅的承保亏损。

In the past I have assured you that General Re was underwriting with
discipline - and I have been proven wrong. Though its managers'
intentions were good, the company broke each of the three
underwriting rules I set forth in the last section and has paid a huge
price for doing so. One obvious cause for its failure is that it did not
reserve correctly - more about this in the next section - and therefore
severely miscalculated the cost of the product it was selling. Not
knowing your costs will cause problems in any business. In long-tail
reinsurance, where years of unawareness will promote and prolong
severe underpricing, ignorance of true costs is dynamite.

过去我一再保证，通用再保的承保一向相当有原则，事实证明我的看法有误，虽
然管理阶层的出发点甚佳，但公司还是违反了前面我提到的三项原则，更为此付
出极大的代价，其中一个失败的主要原因就在于损失准备提列不当，在后段我还
会再详细说明，从而因此严重低估了某些尚在销售的保单成本，对许多企业来
说，搞不清楚自己的成本是相当严重的问题，在长天期的再保险业，多年的无知
将导致保费订价过低的影响加重，不了解成本结构就像是一颗不定时的炸弹。

Additionally, General Re was overly-competitive in going after, and
retaining, business. While all concerned may intend to underwrite with
care, it is nonetheless difficult for able, hard-driving professionals to
curb their urge to prevail over competitors. If "winning," however, is
equated with market share rather than profits, trouble awaits. "No" must
be an important part of any underwriter's vocabulary.

此外，通用再保过于热衷追求或保有客户，即便所有人都知道要小心谨慎地承接
业务，但还是很难让有才干又肯努力的杰出经理人克制压倒竞争对手的欲望，但
如果胜利的定义是争取市场占有率而非获利率的话，那么麻烦就随时准备上门，
勇敢地说"不"字，是任何保险从业人员字典里应该必备的一个字。

At the risk of sounding Pollyannaish, I now assure you that underwriting
discipline is being restored at General Re (and its Cologne Re subsidiary)
with appropriate urgency. Joe Brandon was appointed General Re's CEO
in September and, along with Tad Montross, its new president, is
committed to producing underwriting profits. Last fall, Charlie and I
read Jack Welch's terrific book, Jack, Straight from the Gut (get a copy!).
In discussing it, we agreed that Joe has many of Jack's characteristics:
He is smart, energetic, hands-on, and expects much of both himself
and his organization.

虽然听起来有点过度乐观，不过我还是向各位保证通用再保(以及其子公司科隆
再保)的承保纪律目前正在恢复当中，Joe Brandon已在九月被任命为通用再保
的新任总裁，再加上新任总经理Tad Montross皆致力于转亏为盈，去年秋天，
查理跟我在读了奇异总裁-杰克威尔许的新书-直言无讳(赶快去买一本来看)，在
经过讨论后，我们都认为Joe拥有许多杰克谈到的特点，他相当聪明、有活力、
经验也够，同时对本身及组织都有深切的自我期许。

When it was an independent company, General Re often shone, and now
it also has the considerable strengths Berkshire brings to the table. With
that added advantage and with underwriting discipline restored,
General Re should be a huge asset for Berkshire. I predict that Joe and
Tad will make it so.

当她还是一家独立的公司时，通用再保就相当出色，如今她又有Berkshire在背
后提供许多奥援，在增添助力以及承保纪律逐渐恢复的情况下，我们想通用再保
应该可以成为Berkshire最重要的资产之一，我预期Joe跟Tad一定办得到。

* * * * * * * * * * * *

At the National Indemnity reinsurance operation, Ajit Jain continues to
add enormous value to Berkshire. Working with only 18 associates, Ajit
manages one of the world's largest reinsurance operations measured by
assets, and the largest, based upon the size of individual risks assumed.

I have known the details of almost every policy that Ajit has written since
he came with us in 1986, and never on even a single occasion have I
seen him break any of our three underwriting rules. His extraordinary
discipline, of course, does not eliminate losses; it does, however,
prevent foolish losses. And that's the key: Just as is the case in
investing, insurers produce outstanding long-term results primarily by
avoiding dumb decisions, rather than by making brilliant ones.

在国家产险的再保业务方面，Ajit Jain继续为Berkshire增添了许多价值，只靠
着18位同仁的协助，Ajit管理全世界前几大(以资产计)的再保险业务，而若以
承担的整体风险来算，更是全世界第一，自从他1986年加入以来，对于他承接
的所有保单，我知之甚详，但我从来没有发现他违背前述三项原则，虽然他严格
的纪律无法保证绝不会发生损失，但他确实可以避免不必要的错误，这就是关
键，就像是我们在投资时一样，保险业者想要有优异的长期绩效，靠的不是少数
的成功个案，而是如何持续避免做出愚蠢的决定。

Since September 11th, Ajit has been particularly busy. Among the
policies we have written and retained entirely for our own account are
(1) $578 million of property coverage for a South American refinery
once a loss there exceeds $1 billion; (2) $1 billion of non-cancelable
third-party liability coverage for losses arising from acts of terrorism at
several large international airlines; (3) ￡500 million of property
coverage on a large North Sea oil platform, covering losses from
terrorism and sabotage, above ￡600 million that the insured retained or
reinsured elsewhere; and (4) significant coverage on the Sears Tower,
including losses caused by terrorism, above a $500 million threshold.
We have written many other jumbo risks as well, such as protection for
the World Cup Soccer Tournament and the 2002 Winter Olympics. In all
cases, however, we have attempted to avoid writing groups of policies
from which losses might seriously aggregate. We will not, for example,
write coverages on a large number of office and apartment towers in a
single metropolis without excluding losses from both a nuclear
explosion and the fires that would follow it.

自从911事件发生之后，Ajit就变得异常忙碌，在我们承接且全部自留在公司
帐上的保单，主要有(1)南美洲炼油厂损失超过10亿美元以上的5.78亿美元意
外险(2)数家国际航空公司10亿美元恐怖份子攻击事件不得撤销第三责任险(3)
北海原油平台5亿英镑恐怖份子攻击及恶意破坏的产物意外险，以及超过6亿
英镑以上业者自留或再保损失(4)芝加哥Sears大楼恐怖份子攻击事件超过5亿
美元以上的损失等；此外我们也接了许多项超大型的意外险，例如世界杯足球赛
以及2002年冬季奥运等，但不论是那一件个案，我们都尽量避免会发生连锁反
应大量累积损失的保单，比如说，我们不会一口气接下位于同一个大都会的办公
及住宅大楼大量的意外险，除非排除核子爆炸及后续可能引发的火灾损失。

No one can match the speed with which Ajit can offer huge policies.
After September 11th, his quickness to respond, always important, has
become a major competitive advantage. So, too, has our unsurpassed
financial strength. Some reinsurers - particularly those who, in turn, are
accustomed to laying off much of their business on a second layer of
reinsurers known as retrocessionaires - are in a weakened condition
and would have difficulty surviving a second mega-cat. When a daisy
chain of retrocessionaires exists, a single weak link can pose trouble for
all. In assessing the soundness of their reinsurance protection, insurers
must therefore apply a stress test to all participants in the chain, and
must contemplate a catastrophe loss occurring during a very
unfavorable economic environment. After all, you only find out who is
swimming naked when the tide goes out. At Berkshire, we retain our
risks and depend on no one. And whatever the world's problems, our
checks will clear.

提到承接巨额保单的速度，没有人可以比得上Ajit，在911事件发生之后，他
的快速反应，就变成一个相当重要的竞争优势，当然还有我们引以为傲的财务实
力，某些再保同业，尤其是那些习惯将大部分的风险转嫁给其它再保业者俗称倒
退派的保险公司的情况都相当凄惨，而且很有可能无法在承受第二次大灾难的发
生，当致命的连锁关系产生时，一个微妙的关连可能导致全面的崩溃，当保险业
者在衡量自身再保安排的健全性时，必须谨慎地试探整个连环所有参与者的抗压
性，并深切地思考当一件大灾难万一在非常困难的经济状况下发生时该如何自
处，毕竟只有在退潮时，你才能够发现到底是谁在裸泳，在Berkshire，我们将
所有的风险自留，独立承担绝不依赖他人，而不论世上发生什么问题，我们的支
票保证永远都能够兑现。

Ajit's business will ebb and flow - but his underwriting principles won't
waver. It's impossible to overstate his value to Berkshire.

Ajit的业务量或许会有潮起潮落，但他的承保原则绝不改变，他在Berkshire的
价值永远不可限量。

* * * * * * * * * * * *

GEICO, by far our largest primary insurer, made major progress in 2001,
thanks to Tony Nicely, its CEO, and his associates. Quite simply, Tony is
an owner's dream.

GEICO我们目前最大的初级保险公司，在该公司总裁Tony Nicely及所有同仁
的努力下，于2001年有重大进展，毫无疑问，Tony是老板心目中的明星经理
人。

GEICO's premium volume grew 6.6% last year, its float grew $308
million, and it achieved an underwriting profit of $221 million. This
means we were actually paid that amount last year to hold the $4.25
billion in float, which of course doesn't belong to Berkshire but can be
used by us for investment.

GEICO去年的保费收入成长了6.6%，浮存金净增加3.08亿美元，并贡献了2.21
亿美元的承保利益，这代表去年我们在帮别人保管42.5亿资金的同时，还有一
笔额外的收入，虽然这笔浮存金不属于Berkshire所有，但却可以为我们运用，
进行各项投资。

The only disappointment at GEICO in 2001 - and it's an important one -
was our inability to add policyholders. Our preferred customers (81% of
our total) grew by 1.6% but our standard and non-standard policies fell
by 10.1%. Overall, policies in force fell .8%.

在2001年，GEICO唯一让人感到失望的是我们无法进一步增加保户数量，我
们的指定保户(约占总保户的81%)成长了1.6%，但标准型与非标准型的保单则
下滑了10.1%，总的来说，有效保单数量减少了0.8%。

New business has improved in recent months. Our closure rate from
telephone inquiries has climbed, and our Internet business continues its
steady growth. We, therefore, expect at least a modest gain in policy
count during 2002. Tony and I are eager to commit much more to
marketing than the $219 million we spent last year, but at the moment
we cannot see how to do so effectively. In the meantime, our operating
costs are low and far below those of our major competitors; our prices
are attractive; and our float is cost-free and growing.

最近几个月，新保单业务有复苏现象，我们的电话行销成交率正在攀升之中，至
于网络行销业务则稳定成长，因此我们预期2002年的保单数量至少将可维持些
许的成长，Tony跟我都急于想要投入比去年2.19亿美元还要多的行销预算，
但直到目前为止，我们仍然找不到如何有效运用的方法，在此同时，我们的营运
成本依旧远低于其它主要的竞争对手，我们的价格相当具吸引力，而我们的浮存
金依旧不须成本且持续成长当中。

* * * * * * * * * * * *

Our other primary insurers delivered their usual fine results last year.
These operations, run by Rod Eldred, John Kizer, Tom Nerney, Michael
Stearns, Don Towle and Don Wurster had combined premium volume of
$579 million, up 40% over 2000. Their float increased 14.5% to $685
million, and they recorded an underwriting profit of $30 million. In
aggregate, these companies are one of the finest insurance operations
in the country, and their 2002 prospects look excellent.

我们其它初级的保险公司去年的表现依旧出色，由Rod、John、Don、Tom、
Michael等人带领的各家保险事业，总计贡献了5.79亿美元的保费收入，较
2000年成长了四成，浮存金则增加14.5%成为6.85亿美元，外加3,000万美
元的承保利益，总的来说，这些公司堪称全美最好的保险公司之一，展望2002
年他们的前景依然可期。

"Loss Development" and Insurance Accounting
损失调整及保险业会计。

Bad terminology is the enemy of good thinking. When companies or
investment professionals use terms such as "EBITDA" and "pro forma,"
they want you to unthinkingly accept concepts that are dangerously
flawed. (In golf, my score is frequently below par on a pro forma basis: I
have firm plans to "restructure" my putting stroke and therefore only
count the swings I take before reaching the green.)

不当的名词是正确思考的敌人，当一家公司或基金经理人使用诸如"EBITDA"(扣
除利息税负及折旧摊销前的盈余)及"pro forma"(拟制)等名词时，通常代表他们
意图引导你错误地接受某些严重偏差的概念，(在高尔夫球场上，我的成绩通常
拟制性地低于par标准杆：关键在于推杆，由于我正在进行一套改造计划，因此
我只将到达果岭以前的杆数列入计算)。

In insurance reporting, "loss development" is a widely used term - and
one that is seriously misleading. First, a definition: Loss reserves at an
insurer are not funds tucked away for a rainy day, but rather a liability
account. If properly calculated, the liability states the amount that an
insurer will have to pay for all losses (including associated costs) that
have occurred prior to the reporting date but have not yet been paid.
When calculating the reserve, the insurer will have been notified of many
of the losses it is destined to pay, but others will not yet have been
reported to it. These losses are called IBNR, for incurred but not
reported. Indeed, in some cases (involving, say, product liability or
embezzlement) the insured itself will not yet be aware that a loss has
occurred.

在保险业的会计制度中，"损失调整"是被广泛运用的工具，但同时也是被严重误
导的名词，首先，关于是它的定义：保险业者提列的损失准备并非业者提拨以备
雨天不时之需的资金，实际上它应该是一个负债科目，如果能经由合理地估算，
这项负债代表业者在财务报表截止日已经发生所有损失但尚未支付的可能金额
(包含所有相关成本)，在计算损失时，保险业者除了已经被正式告知必须支付的
损失外，还必须包含那些尚未被告知的潜在损失，后者通称为IBNR(意即已经发
生但尚未告知)的损失，事实上，在某些情况下(比如说产品责任险或员工忠诚
险)，被保人本身甚至还不知道损失已经发生了。

It's clearly difficult for an insurer to put a figure on the ultimate cost of
all such reported and unreported events. But the ability to do so with
reasonable accuracy is vital. Otherwise the insurer's managers won't
know what its actual loss costs are and how these compare to the
premiums being charged. GEICO got into huge trouble in the early
1970s because for several years it severely underreserved, and
therefore believed its product (insurance protection) was costing
considerably less than was truly the case. Consequently, the company
sailed blissfully along, underpricing its product and selling more and
more policies at ever-larger losses.

对于保险公司来说，实在是很难事先去准确地算出这些已告知及未告知意外事件
的最终成本，但具备合理估计的能力却相当重要，否则保险业的经理人将无从得
知本身真实的经营成本，从而订定合理的保费，GEICO在1970年代发生经营
危机，就是因为它连续好几年严重低估了损失准备，因而大大低估了其产品的成
本，导致公司在不知情的状况下，以不当的价格出售其保单，卖得越多，亏得就
越多。

When it becomes evident that reserves at past reporting dates
understated the liability that truly existed at the time, companies speak
of "loss development." In the year discovered, these shortfalls penalize
reported earnings because the "catch-up" costs from prior years must
be added to current-year costs when results are calculated. This is what
happened at General Re in 2001: a staggering $800 million of loss costs
that actually occurred in earlier years, but that were not then recorded,
were belatedly recognized last year and charged against current
earnings. The mistake was an honest one, I can assure you of that.
Nevertheless, for several years, this underreserving caused us to believe
that our costs were much lower than they truly were, an error that
contributed to woefully inadequate pricing. Additionally, the overstated
profit figures led us to pay substantial incentive compensation that we
should not have and to incur income taxes far earlier than was
necessary.

当保险公司在期后发现，损失准备明显地与现实的潜在负债不一致时，公司便将
"损失调整"这个科目搬出来，这些以前年度遗留下来的补提成本，却必须在实际
发现的年度报表上认列，这正是2001年通用再保身上所发生的案例，以前年度
总计8亿美元的累积损失，一口气在去年的财务报表上显现出来，我可以向各
位保证，这个数字应该是相当中肯的了，尽管如此，多年来的准备提列不当，让
我们误以为我们的成本远低于实际数字，这又导致我们不当的订价，除此之外，
过度高估的盈余数字，也让我们为此支付额外的奖金以及所得税。

We recommend scrapping the term "loss development" and its equally
ugly twin, "reserve strengthening." (Can you imagine an insurer, upon
finding its reserves excessive, describing the reduction that follows as
"reserve weakening"?) "Loss development" suggests to investors that
some natural, uncontrollable event has occurred in the current year, and
"reserve strengthening" implies that adequate amounts have been
further buttressed. The truth, however, is that management made an
error in estimation that in turn produced an error in the earnings
previously reported. The losses didn't "develop" - they were there all
along. What developed was management's understanding of the losses
(or, in the instances of chicanery, management's willingness to finally
fess up).

因此我们强烈建议废除"损失调整"这个会计科目，以及另外一个类似的丑陋字眼
"强化损失准备"(那么要是有保险公司因为发现其先前提列的准备过高，而在冲回
损失准备时，是不是该用"削减损失准备"的字眼呢?)。表面上，"损失调整"告诉
投资人，某些自然，不可控制的事件在最近年度发生，至于"损失准备强化"则暗
示损失准备已被适当地补提增强。然而事实却是，管理当局在先前的估计发生错
误，导致以前年度的盈余不实，损失本身并没有任何改变，它一直都在哪里，改
变的是管理当局对于损失的认知(或是在管理当局明知故犯的情况下，最后终于
承认其所犯的错误)。

A more forthright label for the phenomenon at issue would be "loss
costs we failed to recognize when they occurred" (or maybe just "oops").
Underreserving, it should be noted, is a common - and serious -
problem throughout the property/casualty insurance industry. At
Berkshire we told you of our own problems with underestimation in
1984 and 1986. Generally, however, our reserving has been
conservative.

我认为关于这种现象更贴切的名词应该是"未能及时发现的损失成本"或者可以
简称为"哦!哦!"，必须说明的是损失提列不足是产险业界普遍存在的严重问题，
在Berkshire，我们就曾在1984年及1986年告诉大家，我们发生过的估计不
足问题，不过通常来说，我们的损失提列政策算是相当的稳健保守。

Major underreserving is common in cases of companies struggling for
survival. In effect, insurance accounting is a self-graded exam, in that
the insurer gives some figures to its auditing firm and generally doesn't
get an argument. (What the auditor gets, however, is a letter from
management that is designed to take his firm off the hook if the
numbers later look silly.) A company experiencing financial difficulties -
of a kind that, if truly faced, could put it out of business - seldom proves
to be a tough grader. Who, after all, wants to prepare his own execution
papers?

损失严重提列不足的现象在经营状况不佳的保险公司尤其常见，事实上，保险业
的会计可以说是一项自己评分的考试，对于保险业者自结的财务报表数字，查核
的会计师通常都不会有太大的意见，(会计师要的通常是一封，万一数字发生重
大偏差，可以用来撇清关系的客户声明书)，一家面临财务困难的公司，通常对
于自我评分的要求都不会太高，以免真得经营不下去，毕竟没有人会想要替自己
签下处以死刑的判决书。

Even when companies have the best of intentions, it's not easy to
reserve properly. I've told the story in the past about the fellow traveling
abroad whose sister called to tell him that their dad had died. The
brother replied that it was impossible for him to get home for the
funeral; he volunteered, however, to shoulder its cost. Upon returning,
the brother received a bill from the mortuary for $4,500, which he
promptly paid. A month later, and a month after that also, he paid $10
pursuant to an add-on invoice. When a third $10 invoice came, he called
his sister for an explanation. "Oh," she replied, "I forgot to tell you. We
buried dad in a rented suit."

而且就算公司有足够的诚意，还是很难保证能够适当地提列损失，我曾经说过一
个关于一位旅居海外人士的故事，话说有天这位仁兄接到姐姐告知父亲过世的消
息，他回复表示可能无法回到家乡参加父亲的葬礼，不过倒是愿意负担所有的丧
葬费用，后来他果然收到一张4,500元美金的账单，二话不说他立即付清，可
是谁知不久之后，他又收到一张10美元的收据，月覆一月，皆是如此，他不解
的询问姐姐到底是怎么一回事，他姐姐回复道：「哦!我忘了告诉你，爸的寿衣
是用租的。」

There are a lot of "rented suits" buried in the past operations of
insurance companies. Sometimes the problems they signify lie dormant
for decades, as was the case with asbestos liability, before virulently
manifesting themselves. Difficult as the job may be, it's management's
responsibility to adequately account for all possibilities. Conservatism is
essential. When a claims manager walks into the CEO's office and says
"Guess what just happened," his boss, if a veteran, does not expect to
hear it's good news. Surprises in the insurance world have been far from
symmetrical in their effect on earnings.

在保险业经营中，有许多这类租来的寿衣，有时候这类的问题甚至会隐藏数十年
不被发现，就像是石绵赔偿问题，但一发就不可收拾，虽然这项工作有点棘手，
但管理当局有责任适当的将所有可能性列入考量，保守稳健绝对有其必要，当损
失理赔部门的经理走进总经理的办公室说到：「猜猜发生了什么事?」他的老板，
如果是老鸟，应该知道肯定不会是什么好消息，保险世界的意外，对于盈余的影
响通常不会非常一致。

Because of this one-sided experience, it is folly to suggest, as some are
doing, that all property/casualty insurance reserves be discounted, an
approach reflecting the fact that they will be paid in the future and that
therefore their present value is less than the stated liability for them.
Discounting might be acceptable if reserves could be precisely
established. They can't, however, because a myriad of forces - judicial
broadening of policy language and medical inflation, to name just two
chronic problems - are constantly working to make reserves
inadequate. Discounting would exacerbate this already-serious
situation and, additionally, would provide a new tool for the companies
that are inclined to fudge.

也由于存在着这种偏差的经验，所以当有人盲目地认为产物意外险的损失准备由
于反应的是未来必须支付的款项，所以在经过现值折算后，应该会小于实际上的
负债，我个人认为这种想法有点可笑，当然损失准备若系经过准确估算，按现值
加以折现或许可以接受，但由于几项不可抗力的因素-举两个存在已久的问题，
保单条款的任意延伸以及医疗通膨，使得损失准备长期以来处于提列不当的景
况，折现只会让原来存在的问题变得更加严重，并且让某些不肖公司平添回旋的
空间。

I'd say that the effects from telling a profit-challenged insurance CEO to
lower reserves through discounting would be comparable to those that
would ensue if a father told his 16-year-old son to have a normal sex
life. Neither party needs that kind of push.

我必须说，告诉一家在获利边缘挣扎的保险公司总经理可以透过折现将损失准备
降低，其结果就好像是一位父亲告诉自己16岁的儿子可以自由地享受正常的性
生活一般，我想两者都不需要这种揠苗式的助长。

Sources of Reported Earnings

帐列盈余的来源

The table that follows shows the main sources of Berkshire's reported
earnings. In this presentation, purchase-accounting adjustments
(primarily relating to "goodwill") are not assigned to the specific
businesses to which they apply, but are instead aggregated and shown
separately. This procedure lets you view the earnings of our businesses
as they would have been reported had we not purchased them. In recent
years, our "expense" for goodwill amortization has been large. Going
forward, generally accepted accounting principles ("GAAP") will no
longer require amortization of goodwill. This change will increase our
reported earnings (though not our true economic earnings) and simplify
this section of the report.

下表显示Berkshire帐列盈余的主要来源，在这张表中商誉的摊销数与购买法会
计调整数会从个别被投资公司分离出来，单独加总列示，之所以这样做是为了让
旗下各事业的盈余状况，不因我们的投资而有所影响，近年来我们在商誉摊销的
金额相当庞大，从今以后，一般公认会计原则将不再要求商誉必须摊销，此举将
提高我们的账面盈余(虽然实质的经济盈余一点变动都没有)，并大幅简化这部份
的报告。

	(in millions)
	Pre-Tax Earnings		Berkshire's Share of Net Earnings (after taxes and minority interests)
	2001	2000	2001	2000
Operating Earnings:
Insurance Group:
Underwriting - Reinsurance	$(4,318)	$(1,416)	$(2,824)	$(911)
Underwriting - GEICO	221　22	(224)	144　14	(146)
Underwriting - Other Primary	30　3	25　2	18　1	16　1
Net Investment Income	2,824　2,82	2,773　2,77	1,968　1,96	1,946　1,94
Building Products(1)	461　46	34　3	287　28	21　2
Finance and Financial Products Business	519　51	530　53	336　33	343　34
Flight Services	186　18	213　21	105　10	126　12
MidAmerican Energy (76% owned)	600　60	197　19	230　23	109　10
Retail Operations	175　17	175　17	101　10	104　10
Scott Fetzer (excluding finance operation)	129　12	122　12	83　8	80　8
Shaw Industries(2)	292　29	--　-	156　15	--　-
Other Businesses	179　17	221　22	103　10	133　13
Purchase-Accounting Adjustments	(726)	(881)	(699)	(843)
Corporate Interest Expense	(92)	(92)	(60)	(61)
Shareholder-Designated Contributions	(17)	(17)	(11)	(11)
Other	25	39	16	30
Operating Earnings	488　48	1,699　1,69	(47)
936　93
Capital Gains from Investments	1,320	3,955	842	2,392
Total Earnings - All Entities	$1,808　$1,80	$5,654　$5,65	$ 795　$ 79
$3,328　$3,32
	====　===	====　===	====　===
====　===

(1) Includes Acme Brick from August 1, 2000; Benjamin Moore from December 18, 2000; Johns Manville from February 27, 2001;
and MiTek from July 31, 2001.

(2) From date of acquisition, January 8, 2001.

Here are some highlights (and lowlights) from 2001 relating to our
non-insurance activities:
以下是2001年我们非保险事业相关的重点摘要：

Our shoe operations (included in "other businesses") lost $46.2
million pre-tax, with profits at H.H. Brown and Justin swamped by
losses at Dexter.

我们的制鞋事业营运(包含在其它事业当中)税前损失为4,620万美元，其
中H.H.Brown有获利，但Justin仍深陷在损失泥沼当中。

I've made three decisions relating to Dexter that have hurt you in
a major way: (1) buying it in the first place; (2) paying for it with
stock and (3) procrastinating when the need for changes in its
operations was obvious. I would like to lay these mistakes on
Charlie (or anyone else, for that matter) but they were mine.
Dexter, prior to our purchase - and indeed for a few years after -
prospered despite low-cost foreign competition that was brutal. I
concluded that Dexter could continue to cope with that problem,
and I was wrong.

至于在Dexter方面，我当初的三项决定，让大家损失惨重：(1)是把她买
下来(2)是用Berkshire股票做交换(3)是在明显需要做改变的时刻却犹豫
迟疑，我实在很想将这些过错推到曼格身上(或者其它任何一个人都可
以)，但无奈这确实是我的错，Dexter在我们正式买下的前后几年，确曾
享受过几年的好光景，一直到面临海外低成本产品的激烈竞争，当时我认
为Dexter应该有能力解决这样的问题，没想到我的判断错误。

We have now placed the Dexter operation - which is still
substantial in size - under the management of Frank Rooney and
Jim Issler at H.H. Brown. These men have performed
outstandingly for Berkshire, skillfully contending with the
extraordinary changes that have bedeviled the footwear industry.
During part of 2002, Dexter will be hurt by unprofitable sales
commitments it made last year. After that, we believe our shoe
business will be reasonably profitable.

现在我们将Dexter的营运重任交付给H.H.Brown的Frank及Jim，这
些人在Berkshire表现优异，即便在鞋业剧烈的产业波动下，仍能运用各
项技巧生存下来，在2002年的前半段，Dexter仍将受到先前所签订不
赚钱的合约所影响，但在那之后，我们的鞋业可望回到合理的获利水准。

MidAmerican Energy, of which we own 76% on a fully-diluted
basis, had a good year in 2001. Its reported earnings should also
increase considerably in 2002 given that the company has been
shouldering a large charge for the amortization of goodwill and
that this "cost" will disappear under the new GAAP rules.

我们持股76%的中美能源公司，在2001年的表现相当不俗，虽然必须
承担大笔的商誉摊销费用，但预期2002年获利仍将大幅成长，而依照一
般公认会计原则，以后这类账面成本将不再出现。

Last year MidAmerican swapped some properties in England,
adding Yorkshire Electric, with its 2.1 million customers. We are
now serving 3.6 million customers in the U.K. and are its 2nd
largest electric utility. We have an equally important operation in
Iowa as well as major generating facilities in California and the
Philippines.

去年中美能源买进了一些位于英国的产业，其中包含拥有210万用户的
约克夏电力，目前我们在英国拥有360万的用户，在全英国排名第二位，
此外我们在爱荷华州、加州及菲律宾都拥有重大的发电设施。

At MidAmerican - this may surprise you - we also own the
second-largest residential real estate brokerage business in the
country. We are market-share leaders in a number of large cities,
primarily in the Midwest, and have recently acquired important
firms in Atlanta and Southern California. Last year, operating
under various names that are locally familiar, we handled about
106,000 transactions involving properties worth nearly $20
billion. Ron Peltier has built this business for us, and it's likely he
will make more acquisitions in 2002 and the years to come.

在中美能源公司底下，说来各位可能会相当惊奇，我们还拥有全美第二大
的房屋中介公司，我们在许多大都市的排名都居首位，尤其是中西部的城
市，最近还买下了亚特兰大及南加州几家相当大的中介公司，去年以当地
知名的品牌经营，我们总共处理了10万6,000多件的房屋交易，总成交
值高达200亿美元，负责为我们建立这项事业的是Ron Peltier，而且我
们在2002年以后的几年内，还有可能再继续买下更多的中介公司。

Considering the recessionary environment plaguing them, our
retailing operations did well in 2001. In jewelry, same-store sales
fell 7.6% and pre-tax margins were 8.9% versus 10.7% in 2000.
Return on invested capital remains high.

即便在景气衰退的大环境底下，我们的零售业在2001年的表现仍可圈可
点，其中珠宝业的单店平均营业额虽然下滑了7.6%，税前获利由2000
年的10.7%降为8.9%，不过股东投资报酬率仍然相当的高。

Same-store sales at our home-furnishings retailers were
unchanged and so was the margin - 9.1% pre-tax - these
operations earned. Here, too, return on invested capital is
excellent.

至于家具的单店营业额则维持不变，税前营利依然保持在9.1%的高档，
整体的股东投资报酬依旧相当出色。

We continue to expand in both jewelry and home-furnishings. Of
particular note, Nebraska Furniture Mart is constructing a
mammoth 450,000 square foot store that will serve the greater
Kansas City area beginning in the fall of 2003. Despite Bill Child's
counter-successes, we will keep this store open on Sundays.

不论是在珠宝或是家具业，我们仍然持续扩张，其中要特别提到的是内布
拉斯加家具店NFM目前正在兴建一座45万平方公尺超大的旗舰店，预
计在2003年秋天落成，届时将可服务堪萨斯市广大的群众，虽然有Bill
Childs成功的反面例证在前面，我们还是决定在星期天开张营业。

The large acquisitions we initiated in late 2000 - Shaw, Johns
Manville and Benjamin Moore - all came through their first year
with us in great fashion. Charlie and I knew at the time of our
purchases that we were in good hands with Bob Shaw, Jerry Henry
and Yvan Dupuy, respectively - and we admire their work even
more now. Together these businesses earned about $659 million
pre-tax.

至于我们在2000年底进行的几项购并案-Shaw地毯、Johns Manville
耐火材料及Benjanmin油漆等公司，都顺利圆满地渡过了与我们在一起
的第一个年头，查理跟我在买下她们的当头，就知道Bob Shaw、Jerry
Henry及Yvan Dupuy都是个别产业的个中好手，但现在我们更感谢他
们为我们所做的一切，这些公司去年总计为我们赚进了6.59亿美元的税
前盈余。

Shortly after yearend we exchanged 4,740 Berkshire A shares (or
their equivalent in B shares) for the 12.7% minority interest in
Shaw, which means we now own 100% of the company. Shaw is
our largest non-insurance operation and will play a big part in
Berkshire's future.

在年度结束的不久之后，我们又以4,740股的Berkshire A股(或等值的
B股)买下Shaw地毯剩余的12.7%股权，意思是说在此之后，我们将持
有该公司100%的股权，Shaw地毯目前是我们非保险的最大事业，在未
来也将在Berkshire扮演重要角色。

All of the income shown for Flight Services in 2001 - and a bit
more - came from FlightSafety, our pilot-training subsidiary. Its
earnings increased 2.5%, though return on invested capital fell
slightly because of the $258 million investment we made last year
in simulators and other fixed assets. My 84-year-old friend, Al
Ueltschi, continues to run FlightSafety with the same enthusiasm
and competitive spirit that he has exhibited since 1951, when he
invested $10,000 to start the company. If I line Al up with a bunch
of 60-year-olds at the annual meeting, you will not be able to
pick him out.

2001年的航空服务所有盈余都来自我们的飞行员训练子公司-飞安公
司，实际盈余数字还超过此数，虽然股东投资报酬因为去年大笔投资2.58
亿美元在添购飞行仿真器等设备上而略微下降，但盈余仍成长了2.5%，
我84岁的老友Al Ueltschi继续以当初在1951年用1万美元创立公司
时，同样的热情与毅力来经营飞安公司，如果我在股东会上让Al跟一群
60几岁的老先生坐在一起，你可能分辨不出他来。

After September 11th, training for commercial airlines fell, and
today it remains depressed. However, training for business and
general aviation, our main activity, is at near-normal levels and
should continue to grow. In 2002, we expect to spend $162
million for 27 simulators, a sum far in excess of our annual
depreciation charge of $95 million. Those who believe that
EBITDA is in any way equivalent to true earnings are welcome to
pick up the tab.

911事件发生之后，商业飞机训练业务受到严重影响，而且截至目前为
止依旧没有改善的迹象，不过我们的业务大宗-商务及一般飞行的训练则
维持在近乎正常的水准，并有可能继续维持成长，展望2002年，我们预
计斥资1.62亿美元添购27架飞行仿真器，这笔投资金额远超过我们一
年的9,500万美元的折旧金额，我们欢迎那些爱用EBITDA(扣除利息税
负及折旧摊销前的盈余)的人士来为我们买单。

Our NetJetsR fractional ownership program sold a record number
of planes last year and also showed a gain of 21.9% in service
income from management fees and hourly charges. Nevertheless,
it operated at a small loss, versus a small profit in 2000. We made
a little money in the U.S., but these earnings were more than
offset by European losses. Measured by the value of our
customers' planes, NetJets accounts for about half of the industry.
We believe the other participants, in aggregate, lost significant
money.

去年我们的NetJets飞机部份所有权计划卖出了创纪录的飞机架数，同时
管理费收入及钟点费也大幅成长了21.9%，但即便如此，相较于2000
年的小赚，其营运还是呈现小幅亏损，虽然我们在美国的业务有获利，但
这些盈余却不足以弥补我们在欧洲发生的损失，若以我们客户拥有的飞机
价值来看，NetJets的占有率大概超过整个产业的半数，因此我们推断其
他竞争对手肯定大幅亏损。

Maintaining a premier level of safety, security and service was
always expensive, and the cost of sticking to those standards was
exacerbated by September 11th. No matter how much the cost, we
will continue to be the industry leader in all three respects. An
uncompromising insistence on delivering only the best to his
customers is embedded in the DNA of Rich Santulli, CEO of the
company and the inventor of fractional ownership. I'm delighted
with his fanaticism on these matters for both the company's sake
and my family's: I believe the Buffetts fly more fractional-
ownership hours - we log in excess of 800 annually - than does
any other family. In case you're wondering, we use exactly the
same planes and crews that serve NetJet's other customers.

要维持高等级的安全服务水准，其代价肯定相当高昂，这种情况在911
事件发生之后更是如此，不过不论成本有多高，我们还是努力在这些方面
成为产业趋势的领导者，对于服务丝毫不打折扣的坚持早已深植在该公司
总裁兼飞机部份所有权创始人Rich Santulli的基因里头，于公于私，我
个人对于Santulli的执着皆感到相当欣慰，我相信巴菲特家族是全世界使
用飞机部份所有权时数最频繁的家庭-去年整个家族的飞行总时数超过
800个小时，大家不必怀疑，我们所使用的飞机与机组员与其它所有客
户并无二致。

NetJets experienced a spurt in new orders shortly after September
11th, but its sales pace has since returned to normal. Per-
customer usage declined somewhat during the year, probably
because of the recession.

在911事件发生之后，NetJets的订单曾经出现短暂爆增的情况，但不久
之后其销售速度就回到正常的水准，每位客户平均使用的时数甚至略微下
滑，我想这多少跟景气不佳有些关联。

Both we and our customers derive significant operational benefits
from our being the runaway leader in the fractional ownership
business. We have more than 300 planes constantly on the go in
the U.S. and can therefore be wherever a customer needs us on
very short notice. The ubiquity of our fleet also reduces our
"positioning" costs below those incurred by operators with
smaller fleets.

由于NetJets在产业的领导地位，使得我们及客户皆受益良多，目前我们
拥有遍布全美300架飞机，让客户在很短的时间内就能得到想要的服
务，这种特性让我们可以大幅减少飞机停在地面上的成本。

These advantages of scale, and others we have, give NetJets a
significant economic edge over competition. Under the
competitive conditions likely to prevail for a few years, however,
our advantage will at best produce modest profits.

我们拥有的规模经济等优点让NetJets在面临竞争时拥有强大的优势，只
是在前几年竞争如此激烈的情况下，这些优势顶多只能让我们获得些许利
润。

Our finance and financial products line of business now includes
XTRA, General Re Securities (which is in a run-off mode that will
continue for an extended period) and a few other relatively small
operations. The bulk of the assets and liabilities in this segment,
however, arise from a few fixed-income strategies, involving
highly-liquid AAA securities, that I manage. This activity, which
only makes sense when certain market relationships exist, has
produced good returns in the past and has reasonable prospects
for continuing to do so over the next year or two.

在财务及金融商品业务方面，我们目前包含XTRA、通用再保证券(目前
正处于逐渐结束的状态)以及其它一些规模比较小的业务，这部份的资产
与负债的发生，包含我个人亲自管理的三A超高评等的有价证券，起源
于维持固定收益的策略，这部份的业务只有在市场符合某些特定状况存在
时才有用，过去以来一直为我们贡献不错的报酬，展望未来几年内，仍将
维持这样的态势。

Investments
股票投资

Below we present our common stock investments. Those that had a
market value of more than $500 million at the end of 2001 are itemized.

下表是Berkshire 2001年市价超过5亿美元以上的股票投资。

		12/31/01
Shares	Company	Cost	Market
		(dollars in millions)
151,610,700	American Express Company	$ 1,470	$ 5,410
200,000,000	The Coca-Cola Company	1,299	9,430
96,000,000	The Gillette Company	600	3,206
15,999,200	H&R Block, Inc.	255	715
24,000,000	Moody's Corporation	499	957
1,727,765	The Washington Post Company	11	916
53,265,080	Wells Fargo & Company	306	2,315
	Others	4,103	5,726
	Total Common Stocks	$8,543	$28,675
		=====	=====

We made few changes in our portfolio during 2001. As a group, our
larger holdings have performed poorly in the last few years, some
because of disappointing operating results. Charlie and I still like the
basic businesses of all the companies we own. But we do not believe
Berkshire's equity holdings as a group are undervalued.

我们的投资组合在2001年几乎没有什么变动，总的来说，我们主要的投资部位
近几年来的表现乏善可陈，有些本身的营运本就不尽理想，然而查理跟我还是相
当喜爱这些公司的本业经营现况，不过我们也不认为现在这些投资组合的股价有
受到任何的低估。

Our restrained enthusiasm for these securities is matched by decidedly
lukewarm feelings about the prospects for stocks in general over the
next decade or so. I expressed my views about equity returns in a
speech I gave at an Allen and Company meeting in July (which was a
follow-up to a similar presentation I had made two years earlier) and an
edited version of my comments appeared in a December 10th Fortune
article. I'm enclosing a copy of that article. You can also view the Fortune
version of my 1999 talk at our website www.berkshirehathaway.com.

Charlie and I believe that American business will do fine over time but
think that today's equity prices presage only moderate returns for
investors. The market outperformed business for a very long period,
and that phenomenon had to end. A market that no more than parallels
business progress, however, is likely to leave many investors
disappointed, particularly those relatively new to the game.

我们对于持有股票保留的态度与我们对于当前股市未来十年内的前景不表乐观
的看法相一致，我在七月份一场Allen公司举办会议中的演讲，表达了个人对于
投资股市的看法，(早在两年前我就已经表达过类似的看法)，同时在同年12/10
的财富杂志中有关于个人看法的修正版，我也将之检附在年报之后，各位也可以
在公司的网站上www.berkshirehathaway.com 看到财富杂志1999年版文
章，查理跟我相信就长期而言，我们仍看好美国企业的发展，但目前股票的价格
注定了投资人只能得到一般的报酬，股市的表现已有好一段时间优于公司本身的
表现，而这种现象终将结束，市场不可能永远超越企业本身的发展，我想这将让
许多投资人大失所望，尤其是那些股市新手。

Here's one for those who enjoy an odd coincidence: The Great Bubble
ended on March 10, 2000 (though we didn't realize that fact until some
months later). On that day, the NASDAQ (recently 1,731) hit its all-time
high of 5,132. That same day, Berkshire shares traded at $40,800, their
lowest price since mid-1997.

当然也有一些人偶尔可以享受到特别的例外，就像是在2000/3/10正式结束的
大泡沫(虽然我们实际要等到好几个月后才发现这项事实)，在那天纳斯达克指数
创下5,132点的历史新高(现在约为1,731点)，在同一天，Berkshire的股价则
以自1997年以来的最低价40,800美元收盘。

* * * * * * * * * * * *

During 2001, we were somewhat more active than usual in "junk"
bonds. These are not, we should emphasize, suitable investments for
the general public, because too often these securities live up to their
name. We have never purchased a newly-issued junk bond, which is the
only kind most investors are urged to buy. When losses occur in this
field, furthermore, they are often disastrous: Many issues end up at a
small fraction of their original offering price and some become entirely
worthless.

2001年我们在垃圾债券市场的活动较以往频繁，但我们必须强调，这类投资并
不适合一般投资大众，因为在通常的情况下，这些债券正如其名，我们从来没有
买过一般投资人最热衷的初次发行垃圾债券，因为一旦发生违约，其损失必定惨
重，有许多债券投资者最后仅能收回一小部份的资金，有的最后甚至变成壁纸，
使得投资人血本无归。

Despite these dangers, we periodically find a few - a very few - junk
securities that are interesting to us. And, so far, our 50-year experience
in distressed debt has proven rewarding. In our 1984 annual report, we
described our purchases of Washington Public Power System bonds
when that issuer fell into disrepute. We've also, over the years, stepped
into other apparent calamities such as Chrysler Financial, Texaco and
RJR Nabisco - all of which returned to grace. Still, if we stay active in
junk bonds, you can expect us to have losses from time to time.

Occasionally, a purchase of distressed bonds leads us into something
bigger. Early in the Fruit of the Loom bankruptcy, we purchased the
company's public and bank debt at about 50% of face value. This was an
unusual bankruptcy in that interest payments on senior debt were
continued without interruption, which meant we earned about a 15%
current return. Our holdings grew to 10% of Fruit's senior debt, which
will probably end up returning us about 70% of face value. Through this
investment, we indirectly reduced our purchase price for the whole
company by a small amount.

尽管风险颇大，我们不时还是可以找到少数-非常少数能够引起我们兴趣的垃圾
债券，而截至目前为止，总计个人50多年的垃圾债投资经验感觉还算不错，在
1984年的年报中，我们曾提到当初投资经营发生状况的华盛顿公用电力系统公
司债，而这些年来我们也陆续介入其它有问题的公司债，诸如克赖斯勒金融公
司、德士古石油及RJR 纳贝斯可饼干等，事后这些公司也都能重返光采，然而
如果我们一直积极投入垃圾债券市场的话，总有一天我们会发生损失，不过偶尔
买进一些问题债也有可能让我们钓到大鱼，在Fruit of the Loom宣布破产的初
期，我们以相当于面额50%的价格买进该公司的债券与银行债权，该公司的破
产个案相当特殊，因为公司并未停止支付有担保债务的利息，这等于让我们一年
得到约当15%的收益，目前我们持有Fruit of the Loom有担保债权的比例提高
到10%，而且最后我们很有可能收回相当于面额70%的本金，经由这笔投资，
我们等于间接降低了整个购并案的投资金额。

In late 2000, we began purchasing the obligations of FINOVA Group, a
troubled finance company, and that, too, led to our making a major
transaction. FINOVA then had about $11 billion of debt outstanding, of
which we purchased 13% at about two-thirds of face value. We expected
the company to go into bankruptcy, but believed that liquidation of its
assets would produce a payoff for creditors that would be well above
our cost. As default loomed in early 2001, we joined forces with
Leucadia National Corporation to present the company with a
prepackaged plan for bankruptcy.

在2000年底，我们开始陆续买进FINOVA公司的债权，那是一家发生问题的
财务金融公司，而此举又间接促成了另一笔投资案，FINOVA当时约有110亿
美元的债务流通在外，我们以面额三分之二的价位买进了其中约13%的债权，
我们预估这家公司将难逃破产的命运，但确信在清算这家公司之后，债权人估计
可以收回的金额将超过当初投资的成本，而该公司果然在2001年初无法清偿债
务，于是我们乃联合Leucadia公司向FINOVA提出一项解决方案。

The plan as subsequently modified (and I'm simplifying here) provided
that creditors would be paid 70% of face value (along with full interest)
and that they would receive a newly-issued 7?% note for the 30% of
their claims not satisfied by cash. To fund FINOVA's 70% distribution,
Leucadia and Berkshire formed a jointly-owned entity - mellifluently
christened Berkadia - that borrowed $5.6 billion through FleetBoston
and, in turn, re-lent this sum to FINOVA, concurrently obtaining a
priority claim on its assets. Berkshire guaranteed 90% of the Berkadia
borrowing and also has a secondary guarantee on the 10% for which
Leucadia has primary responsibility. (Did I mention that I am
simplifying?).

这个提案后来经过修正(过程简单说明如下)，每位债权人可以先拿到面额70%的
本金(以及所有利息)，至于剩下的30%则领取利率7.5%的分期应付票据，而为
了让FINOVA顺利支付这70%的本金，Leucadia跟Berkshire合组一家新公司
-结合两者取了一个相当好听的名字Berkadia，由这家新公司向FleetBoston
金融公司借了56亿美元，然后再将这笔资金转借给FINOVA，并由其取得
FINOVA资产第一顺位的抵押权，Berkshire则提供Berkadia 借款金额90%的
保证，剩下的10%则由Leucadia负责担保，Berkshire则为第二顺位的保证人
(我刚刚有说要简单说明了吗?)。

There is a spread of about two percentage points between what
Berkadia pays on its borrowing and what it receives from FINOVA, with
this spread flowing 90% to Berkshire and 10% to Leucadia. As I write
this, each loan has been paid down to $3.9 billion.

在Berkadia付给FleetBoston的利息费用与收到FINOVA的利息收入间，有
2%的差距，这2%的利差分成90%与10%由Berkshire与Leucadia分配，而截
至我写年报为止，这笔借款已经还到剩下39亿美元。

As part of the bankruptcy plan, which was approved on August 10,
2001, Berkshire also agreed to offer 70% of face value for up to $500
million principal amount of the $3.25 billion of new 7?% bonds that
were issued by FINOVA. (Of these, we had already received $426.8
million in principal amount because of our 13% ownership of the
original debt.) Our offer, which was to run until September 26, 2001,
could be withdrawn under a variety of conditions, one of which became
operative if the New York Stock Exchange closed during the offering
period. When that indeed occurred in the week of September 11th, we
promptly terminated the offer.

在2001/8/10通过的破产计划中，Berkshire同意以面额70%的价格买下
FINOVA预备发行总额32.5亿美元7.5%的分期票券中的5亿美元，(在这之前，
我们已先收到4.268亿美元，这是我们先前投资13%债权所收回的本金)，我们
这项报价除了几项特殊的状况外，在2001/9/26前都有效，其中一条就是纽约
证券交易所在报价期间不会关闭，谁知后来竟发生911事件，于是我们马上取
消这项提案。

Many of FINOVA's loans involve aircraft assets whose values were
significantly diminished by the events of September 11th. Other
receivables held by the company also were imperiled by the economic
consequences of the attack that day. FINOVA's prospects, therefore, are
not as good as when we made our proposal to the bankruptcy court.
Nevertheless we feel that overall the transaction will prove satisfactory
for Berkshire. Leucadia has day-to-day operating responsibility for
FINOVA, and we have long been impressed with the business acumen
and managerial talent of its key executives.

FINOVA许多贷款的价值系于飞机资产，在911事件发生后，这些资产价值大
为减损，而其它应收帐款在该事件发生后也产生相当大的质变，也因此FINOVA
的本质与前景已不若当初我们向破产法庭提案时那般，尽管如此，我们还是觉得
整个交易对Berkshire来说还算有利，Leucadia对于FINOVA每日的营运付全
责，我们一直对于其主要经理人精细的商业判断能力与管理才能印象深刻。

* * * * * * * * * * * *

It's deja vu time again: In early 1965, when the investment partnership I
ran took control of Berkshire, that company had its main banking
relationships with First National Bank of Boston and a large New York
City bank. Previously, I had done no business with either.

Fast forward to 1969, when I wanted Berkshire to buy the Illinois
National Bank and Trust of Rockford. We needed $10 million, and I
contacted both banks. There was no response from New York. However,
two representatives of the Boston bank immediately came to Omaha.
They told me they would supply the money for our purchase and that we
would work out the details later.

又到了似曾相识的时间了，早在1965年，当投资合伙事业正式入主Berkshire
时，公司主要的往来银行是波士顿的第一国家银行以及纽约花旗银行，不过在此
之前我个人与这两家并无往来，后来到了1969年，当Berkshire有意买下伊利
诺州国家银行以及洛克福信托公司时，我们需要1,000万美元的资金，于是我
连络这两家银行，花旗银行方面没有任何响应，但另一方面波士顿银行却立即派
了两位代表到奥玛哈，他们明确表示愿意提供购并所需的资金，至于详细细节可
以等稍后再谈。

For the next three decades, we borrowed almost nothing from banks.
(Debt is a four-letter word around Berkshire.) Then, in February, when
we were structuring the FINOVA transaction, I again called Boston,
where First National had morphed into FleetBoston. Chad Gifford, the
company's president, responded just as Bill Brown and Ira Stepanian had
back in 1969 - "you've got the money and we'll work out the details
later."

在这之后的数十年内，我们几乎不向银行借钱，(债务对Berkshire来说不过是
一个普通的名词而已)，不过到了去年二月，当我们在规划FINOVA的投资架构
时，我再度打电话给位于波士顿的这家银行，当时的第一国家银行已经改名为
FleetBoston，该银行的总裁-Chad Gifford的回应与当初1969年Bill Brown
及Ira Stepanian一模一样，"没关系!钱你先拿去用，细节稍后再谈"。

And that's just what happened. FleetBoston syndicated a loan for $6
billion (as it turned out, we didn't need $400 million of it), and it was
quickly oversubscribed by 17 banks throughout the world. Sooooo . . . if
you ever need $6 billion, just give Chad a call - assuming, that is, your
credit is AAA.

事情一如这般，由FleetBoston出面主办的一项60亿美元的联贷案(结果实际
上也没有用到那么多)，立刻得到全世界17家银行的超额认购，所以如果你需要
60亿美元的资金，可以打电话给Chad，…只要你的信用评等是三A最高等级。

* * * * * * * * * * * *

One more point about our investments: The media often report that
"Buffett is buying" this or that security, having picked up the "fact" from
reports that Berkshire files. These accounts are sometimes correct, but
at other times the transactions Berkshire reports are actually being
made by Lou Simpson, who runs a $2 billion portfolio for GEICO that is
quite independent of me. Normally, Lou does not tell me what he is
buying or selling, and I learn of his activities only when I look at a GEICO
portfolio summary that I receive a few days after the end of each month.
Lou's thinking, of course, is quite similar to mine, but we usually end up
in different securities. That's largely because he's working with less
money and can therefore invest in smaller companies than I. Oh, yes,
there's also another minor difference between us: In recent years, Lou's
performance has been far better than mine.

关于投资还有一点要说明，报章媒体经常报导说"巴菲特正在买进"这支或那支股
票，其中大多是媒体经由Berkshire向主管机关申报的文件中推敲出蛛丝马迹，
这些报导有时正确，但有时Berkshire申报的交易也有可能是Lou Simpson的
杰作，他个人独立管理GEICO 20亿美元的投资部位，通常Lou不会告诉我，
他正在买进或卖出什么股票，而通常我是在每个月结束后几天看到投资月报表时
才知道他的进出动作，当然Lou的思考模式与我非常相近，但通常我们买进的
股票截然不同，主要的原因在于他管理的资金相较于我这边规模小了许多，因此
他只能投资一些小型类股，哦! 当然我们之间还有一点不太相同，那就是他的投
资绩效比起我来要好太多了。

Charitable Contributions
慈善捐赠

Berkshire follows a highly unusual policy in respect to charitable
contributions - but it's one that Charlie and I believe is both rational and
fair to owners.

关于慈善捐赠，Berkshire所采取的做法与其它企业有显著的不同，但这却是查
理跟我认为对股东们最公平且合理的做法。

First, we let our operating subsidiaries make their own charitable
decisions, requesting only that the owners/managers who once ran
these as independent companies make all donations to their personal
charities from their own funds, instead of using company money. When
our managers are using company funds, we trust them to make gifts in
a manner that delivers commensurate tangible or intangible benefits to
the operations they manage. Last year contributions from Berkshire
subsidiaries totaled $19.2 million.

首先，我们让旗下个别的子公司依其个别状况决定各自的捐赠，只要求先前经营
该企业的老板与经理人在捐赠给私人的基金会时，必须改用私人的钱，而非公
款，当他们运用公司的资金进行捐赠时，我们则相信他们这么做，可以为所经营
的事业增加有形或无形的收益，总计去年，Berkshire的子公司捐赠金额高达
1,920万美元。

At the parent company level, we make no contributions except those
designated by shareholders. We do not match contributions made by
directors or employees, nor do we give to the favorite charities of the
Buffetts or the Mungers. However, prior to our purchasing them, a few
of our subsidiaries had employee-match programs and we feel fine
about their continuing them: It's not our style to tamper with successful
business cultures.

至于在母公司方面，除非股东指定，否则我们不进行任何其它形式的捐赠，我们
不会依照董事或任何其它员工的意愿进行捐赠，同时我们也不会特别独厚巴菲特
家族或曼格家族相关的基金会，虽然在买下公司之前，部份公司就存在有员工指
定的捐赠计划，但我们仍支持他们继续维持下去，干扰经营良好公司的运作，并
不是我们的作风。

To implement our owners' charitable desires, each year we notify
registered holders of A shares (A's represent 86.6% of our equity capital)
of a per-share amount that they can instruct us to contribute to as many
as three charities. Shareholders name the charity; Berkshire writes the
check. Any organization that qualifies under the Internal Revenue Code
can be designated by shareholders. Last year Berkshire made
contributions of $16.7 million at the direction of 5,700 shareholders,
who named 3,550 charities as recipients. Since we started this program,
our shareholders' gifts have totaled $181 million.

为了落实股东们的捐赠意愿，每年我们都会通知A股股东的合法登记人(A股约
占Berkshire所有资本的86.6%)，他们可以指定捐赠的每股金额，至多可分给
三家指定慈善机构，由股东指名慈善机构，Berkshire则负责开支票，只要国税
局IRS认可的慈善机构都可以捐赠，去年在5,700位股东的指示下，Berkshire
捐出了1,670万美元给3,550家慈善机构，自从这项计划推出之后，累计捐赠
的金额高达1.81亿美元。

Most public corporations eschew gifts to religious institutions. These,
however, are favorite charities of our shareholders, who last year named
437 churches and synagogues to receive gifts. Additionally, 790 schools
were recipients. A few of our larger shareholders, including Charlie and
me, designate their personal foundations to get gifts, so that those
entities can, in turn, disburse their funds widely.

大部分的上市公司都回避对宗教团体的捐赠，但这却是我们股东们最偏爱的慈善
团体，总计去年有437家教会及犹太教堂名列受捐赠名单，此外还有790间学
校，至于包含查理跟我本人在内的一些大股东，则指定个人的基金会作为捐赠的
对象，从而透过各自的基金会做进一步的分配运用。

I get a few letters every week criticizing Berkshire for contributing to
Planned Parenthood. These letters are usually prompted by an
organization that wishes to see boycotts of Berkshire products. The
letters are invariably polite and sincere, but their writers are unaware of
a key point: It's not Berkshire, but rather its owners who are making
charitable decisions - and these owners are about as diverse in their
opinions as you can imagine. For example, they are probably on both
sides of the abortion issue in roughly the same proportion as the
American population. We'll follow their instructions, whether they
designate Planned Parenthood or Metro Right to Life, just as long as the
charity possesses 501(c)(3) status. It's as if we paid a dividend, which
the shareholder then donated. Our form of disbursement, however, is
more tax-efficient.

每个星期，我都会收到一些批评Berkshire捐赠支持计划生育的信件，这些信件
常常是由一个希望Berkshire受到抵制的单位所策划推动，这些信件的措词往往
相当诚挚有礼，但他们却忘了最重要的一件事，那就是做出此项捐赠决定的并非
Berkshire本身，而是其背后的股东，而这些股东的意见可想而知本身就非常的
分歧，举例来说，关于堕胎这个问题，股东群中支持与反对的比例与美国一般民
众的看法比例相当，我们必须遵从他们的指示，不论他们决定捐给计划生育或者
是生命之光，只要这些机构符合税法501(c)(3)的规定，这就等于是我们支付股
利，然后由股东自行捐赠出去一样，只是这样的形式在税负上比较有利。

In neither the purchase of goods nor the hiring of personnel, do we ever
consider the religious views, the gender, the race or the sexual
orientation of the persons we are dealing with. It would not only be
wrong to do so, it would be idiotic. We need all of the talent we can find,
and we have learned that able and trustworthy managers, employees
and suppliers come from a very wide spectrum of humanity.

不论是在采购物品或是聘用人员，我们完全不会有宗教上、性别上、种族上或性
向上的考量，那样的想法不但错误，而且无聊，我们需要人才，而在我们能干又
值得信赖的经理人、员工与供货商当中，充满了各式各样的人士。

* * * * * * * * * * *

To participate in our future charitable contribution programs, you must
own Class A shares that are registered in the name of the actual owner,
not the nominee name of a broker, bank or depository. Shares not so
registered on August 31, 2002 will be ineligible for the 2002 program.
When you get the contributions form from us, return it promptly.
Designations received after the due date will not be honored.

想要参加这项计划者，必须拥有A级普通股，同时确定您的股份是登记在自己
而非股票经纪人或保管银行的名下，同时必须在2002年8月31日之前完成登
记，才有权利参与2002年的捐赠计划，当你收到表格后，请立即填写后寄回，
逾期恕不受理。

The Annual Meeting
年度股东大会

This year's annual meeting will be on Saturday, May 4, and we will again
be at the Civic Auditorium. The doors will open at 7 a.m., the movie will
begin at 8:30, and the meeting itself will commence at 9:30. There will
be a short break at noon for food. (Sandwiches can be bought at the
Civic's concession stands.) Except for that interlude, Charlie and I will
answer questions until 3:30. Give us your best shot.

今年的股东会将在5/4星期六举行，地点还是在市立体育馆，大门会在当天早
上七点开放，同时电影短片照例会在八点半播放，正式会议则从九点半开始，扣
除中午短暂的休息时间， (会场外有供应三明治等各类点心)，除了中午休息时
间外，查理跟我本人会在现场回答大家各类问题直到下午三点半，记得将你的问
题准备好。

For at least the next year, the Civic, located downtown, is the only site
available to us. We must therefore hold the meeting on either Saturday
or Sunday to avoid the traffic and parking nightmare sure to occur on a
weekday. Shortly, however, Omaha will have a new Convention Center
with plenty of parking facilities. Assuming that we then head for the
Center, I will poll shareholders to see whether you wish to return to the
Monday meeting that was standard until 2000. We will decide that vote
based on a count of shareholders, not shares. (This is not a system,
however, we will ever institute to decide who should be CEO.)

至少在明年以前，位于市中心的市立体育馆仍将是我们唯一的选择，而为了解决
交通与停车问题，我们只能在星期六或星期天举行，以避开平日的交通阻塞，所
幸在不久之后，奥玛哈将会有一个大型的新会议中心诞生，拥有宽敞的停车场，
等到这个会议中心完成之后，我会再发问券询问大家将会议时间改回2000年以
前在星期一开会的惯例，届时我们将以股东投票人数而非股权比例来决定。(当
然这并非一般的做法，各位休想比照此做法选出新任总裁)

An attachment to the proxy material that is enclosed with this report
explains how you can obtain the credential you will need for admission
to the meeting and other events. As for plane, hotel and car
reservations, we have again signed up American Express (800-799-
6634) to give you special help. They do a terrific job for us each year,
and I thank them for it.

后面附有股东会开会投票的相关数据，向各位解释如何拿到股东会入场及其它活
动必须的识别证，至于有关机位、住宿、租车等预订服务，我们很高兴与美国运
通(电话800-799-6634)再次签约为您提供相关安排，每年他们都为大家提供
非常好的服务，在此谨代表大家向他们说声谢谢。

In our usual fashion, we will run buses from the larger hotels to the
meeting. Afterwards, the buses will make trips back to the hotels and to
Nebraska Furniture Mart, Borsheim's and the airport. Even so, you are
likely to find a car useful.

如同以往，我们会安排巴士接送大家往返各大旅馆与会场之间，并在会后接送大
家到内布拉斯加家具店与波仙珠宝店或是到饭店与机场，当然即便如此你可能会
觉得如果有一辆车会更方便。

We have added so many new companies to Berkshire this year that I'm
not going to detail all of the products that we will be selling at the
meeting. But come prepared to carry home everything from bricks to
candy. And underwear, of course. Assuming our Fruit of the Loom
purchase has closed by May 4, we will be selling Fruit's latest styles,
which will make you your neighborhood's fashion leader. Buy a lifetime
supply.

今年由于我们又新加入了许多公司，所以我就不再详细说明在现场会提供什么产
品供大家选购，总之从糖果到砖块应有尽有，当然还有内衣，假设Fruit of the
Loom的购并能在5/4以前顺利结案的话，我们也会在现场销售Fruit的最新款
式，保证让你在街坊邻居间成为时尚领导，记得一次买个够。

GEICO will have a booth staffed by a number of its top counselors from
around the country, all of them ready to supply you with auto insurance
quotes. In most cases, GEICO will be able to give you a special
shareholder discount (usually 8%). This special offer is permitted by 41
of the 49 jurisdictions in which we operate. Bring the details of your
existing insurance and check out whether we can save you money.

GEICO公司会再度派出各地区最优秀的业务员，在会场设立摊位，随时提供股??
东们汽车保单的报价，在大多数的情况下，GEICO都可以提供给你一个相当优??
惠的股东折扣(大约8%)，这个特别优惠在我们有营业据点的49州中的41州都
有效，各位记得将自己现在的投保资料带来，看看是否能帮自己省下一笔钱。

At the Omaha airport on Saturday, we will have the usual array of aircraft
from NetJetsR available for your inspection. Just ask a representative at
the Civic about viewing any of these planes. If you buy what we consider
an appropriate number of items during the weekend, you may well need
your own plane to take them home. And, if you buy a fraction of a plane,
we might even throw in a three-pack of briefs or boxers.

星期六在奥玛哈机场，我们仍将展示一系列的机队供大家参观，请到市立体育馆??
向EJA的业务代表洽询参观的事宜，如果你股东会买了一大推相关产品，我相信??
你一定也需要用自己的飞机把它们带回家，如果你真的买下飞机的部份所有权，
我们还会附赠几个大行李箱。

At Nebraska Furniture Mart, located on a 75-acre site on 72nd Street
between Dodge and Pacific, we will again be having "Berkshire Weekend"
pricing, which means we will be offering our shareholders a discount
that is customarily given only to employees. We initiated this special
pricing at NFM five years ago, and sales during the "Weekend" grew from
$5.3 million in 1997 to $11.5 million in 2001.

位于道奇街与太平洋街的内布拉斯加家具店NFM，再度会有Berkshire周特卖，??
我们将特别提供给股东原先只有员工可以享有的优惠价，我们在五年前首次推出
这种促销活动，营业额更一举从1997年的530万美元成长到2001年的1,150??
万美元。

To get the discount, you must make your purchases on Thursday, May 2
through Monday, May 6 and also present your meeting credential. The
period's special pricing will even apply to the products of several
prestigious manufacturers that normally have ironclad rules against
discounting but that, in the spirit of our shareholder weekend, have
made an exception for you. We appreciate their cooperation. NFM is
open from 10 a.m. to 9 p.m. on weekdays and 10 a.m. to 6 p.m. on
Saturdays and Sundays.

想要享有折扣记得在5/2星期四到5/6星期一间采购，并出示股东开会证明，
在这期间的特卖活动也适用于许多原本从不打折的顶级品牌，这可是为了股东会
才特别破例，我们很感谢他们的配合，NFM的营业时间平日从早上10点到下
午9点，星期六及星期日则从早上10点到下午6点。

Borsheim's - the largest jewelry store in the country except for Tiffany's
Manhattan store - will have two shareholder-only events. The first will
be a cocktail reception from 6 p.m. to 10 p.m. on Friday, May 3. The
second, the main gala, will be from 9 a.m. to 5 p.m. on Sunday, May 5.
Shareholder prices will be available Thursday through Monday, so if you
wish to avoid the large crowds that will assemble on Friday evening and
Sunday, come at other times and identify yourself as a shareholder. On
Saturday, we will be open until 6 p.m. Borsheim's operates on a gross
margin that is fully twenty percentage points below that of its major
rivals, so the more you buy, the more you save (or at least that's what
my wife and daughter tell me). Come by and let us perform a
walletectomy on you.

波仙珠宝-全美单店营业额仅次于纽约曼哈顿蒂芬妮的珠宝店，在股东会期间将
会有两场专为股东举办的展览会，第一场是在5/3星期五的鸡尾酒会，时间从
下午6点到晚上10点，第二场主秀则在5/5星期天举行，从早上9点到下午6
点，从星期四到星期一的股东会期间，波仙都将提供股东特惠价，所以如果你希
望避开星期五晚上到星期天的拥挤人潮，你可以在其它的时间上门光顾，记得表
明股东的身分，星期六我们会营业到晚上7点，波仙的营业毛利要比其它主要
竞争对手要低20个百分点以上，所以买得越多省得越多，(这是我的家人告诉我
的)，记得来到现场，让我们替你的荷包减减肥。

In the mall outside of Borsheim's, we will have some of the world's top
bridge experts available to play with our shareholders on Sunday
afternoon. We expect Bob and Petra Hamman along with Sharon Osberg
to host tables. Patrick Wolff, twice U.S. chess champion, will also be in
the mall, taking on all comers - blindfolded! Last year, Patrick played as
many as six games simultaneously - with his blindfold securely in place
- and this year will try for seven. Finally, Bill Robertie, one of only two
players who have twice won the backgammon world championship, will
be on hand to test your skill at that game. Come to the mall on Sunday
for the Mensa Olympics.

星期天下午，我们照例会在波仙珠宝店外面大厅为股东们举办的一场桥牌大赛，
邀请多位世界级桥牌顶尖高手与大家同乐，Hamman兄弟及Sharon Osberg
预期都将出席，另外Patrick Wolff-美国棋两度冠军，也会再度在会场蒙眼与所
有挑战者对奕，去年他一口气同时与六位对手下棋，今年他将同时挑战七位对
手，最后两度世界双陆旗冠军-Bill Robertie，也会莅临测试各位双陆旗的实力，
记得星期天到现场参加奥林匹亚棋艺大赛。

Gorat's - my favorite steakhouse - will again be open exclusively for
Berkshire shareholders on Sunday, May 5, and will be serving from 4
p.m. until 10 p.m. Please remember that to come to Gorat's on Sunday,
you must have a reservation. To make one, call 402-551-3733 on April
1 (but not before). If Sunday is sold out, try Gorat's on one of the other
evenings you will be in town. Show your sophistication by ordering a
rare T-bone with a double order of hash browns.

我个人最爱的牛排馆-Gorat's为了Berkshire股东年会破例在5/5日星期天开
门营业，从下午4点开始营业，一直到晚上10点，请记得星期天事先若没有订
位的人请勿前往以免向隅，要预约请在4/1以后打电话(402-551-3733)，若
订不到星期天的位子，也可以试试其它晚上，记得你点的是丁骨\牛排加上双份
的牛肉丸，如此人家就知道你是识途老马。

The usual baseball game will be held at Rosenblatt Stadium at 7 p.m. on
Saturday night. This year the Omaha Royals will play the Oklahoma
RedHawks. Last year, in an attempt to emulate the career switch of Babe
Ruth, I gave up pitching and tried batting. Bob Gibson, an Omaha native,
was on the mound and I was terrified, fearing Bob's famous brush-back
pitch. Instead, he delivered a fast ball in the strike zone, and with a Mark
McGwire-like swing, I managed to connect for a hard grounder, which
inexplicably died in the infield. I didn't run it out: At my age, I get
winded playing a hand of bridge.

例行的棒球赛将于星期六晚上7点在Rosenblatt体育馆举行，今年奥玛哈皇家
队将对上奥克拉荷玛红鹰队，去年为了仿效贝比鲁斯的传奇挥击，我弃投从打，
在奥玛哈出身的选手-Bob Gibson站上投手丘后，我当场被吓坏了，因为Bob
以内角上飘球著名，谁知道他最后投出的竟是正中直球，那时只见我用力使出马
奎尔式的挥击，击出内野方向的软弱滚地球，我并没有往一垒跑，因为以我这个
年纪，只适合在桥牌桌上驰骋。

I'm not sure what will take place at the ballpark this year, but come out
and be surprised. Our proxy statement contains instructions for
obtaining tickets to the game. Those people ordering tickets to the
annual meeting will receive a booklet containing all manner of
information that should help you enjoy your visit in Omaha. There will
be plenty of action in town. So come for Woodstock Weekend and join
our Celebration of Capitalism at the Civic.

我不确定今年球场会发生什么事，记得到现场体验惊奇，股东会资料将告诉大家
如何取得球赛入场的门票，所有决定参加股东会的股东将会收到一大本册子，内
含大量有关奥玛哈的旅游信息，股东会期间将有许多活动，所以一定要来参加资
本家的伍斯达克嘉年华会，并到市立体育馆参与资本主义的飨宴。

* * * * * * * * * * * *

Finally, I would like to thank the wonderful and incredibly productive
crew at World Headquarters (all 5,246.5 square feet of it) who make my
job so easy. Berkshire added about 40,000 employees last year,
bringing our workforce to 110,000. At headquarters we added one
employee and now have 14.8. (I've tried in vain to get JoEllen Rieck to
change her workweek from four days to five; I think she likes the
national recognition she gains by being .8.)

最后我要感谢Berkshire企业总部(占地约5,246平方英呎)那群最棒、生产力最
高的员工，是他们让我的工作轻松愉快，Berkshire去年增加了40,000名员工，
使得员工总数增加到110,000人，为此总部人员编制增加一名成为14.8人(虽
然我试图说服JoEllen Rieck将她的每周上班天数从4天改为5天，不过我想她
还是喜欢当那个0.8)。

The smooth handling of the array of duties that come with our current
size and scope - as well as some additional activities almost unique to
Berkshire, such as our shareholder gala and designated-gifts program -
takes a very special group of people. And that we most definitely have.

以我们目前的规模，为了要顺利处理好所有的日常业务，同时还要加上
Berkshire特有的一些活动-诸如股东盛会及指定捐赠计划等，我们绝对必须有
一群特别的人，而可以肯定的是我们已经找到合适的对象。

华伦．巴菲特

董事会主席

2002年2月28日