Diversity management

Our employees and our customers are becoming increasingly international and diverse. This diversity challenges us and at the same time provides us with a valuable resource. Under the motto “I’m one of you,” Diversity Management creates the general conditions for a culture of diversity, which include clear rejection of any form of discrimination, the creation of a work environment that is free of prejudice as well as awareness-building and training measures, particularly for our managers.

Diversity Management begins on the Board of Management and extends to each individual employee. All members of the Board of Management support our Diversity Statement and actively advocate for the realization of its principles:

  • Promoting diversity. At Daimler, we respect and appreciate the diversity of our employees. We encourage them to contribute this diversity to the company.
  • Creating connections. We utilize the multifaceted experiences, perspectives, and skills of our employees around the world. They reflect the diversity of our customers, suppliers, and investors.
  • Shaping the future. Each individual makes a contribution to creating an environment characterized by respect and mutual appreciation. This is how we are shaping Daimler’s future together.

In order to implement all of this in the company, our Diversity Management concentrates on four fields of action: Gender Diversity, Generations Management, Interculturality, and Work Culture.

Promotion of women in management positions. Daimler has the self-designated goal of increasing the share of women in management positions in the Group by 20 percent by the year 2020. Right now about 14 percent of our executives in middle and upper management are women. To achieve our objective, we are promoting women through special programs. This applies in particular to female professionals from engineering and technology. In 2014, 40 percent of the trainees who entered the company through our CAReer program were women.

  • Development of the percentage of women

    Percentage of women in the Daimler Group
      2012 2013 2014
    Europe 31,784 32,373 33,491
    North America incl. Mexico (NAFTA) 5,636 5,584 6,236
    South and Central America 1,744 1,759 1,690
    Africa 1,406 1,484 1,675
    Asia 3,724 3,299 3,530
    Australia 273 294 326
    Total female workforce worldwide 44,567 44,793 46,948
    Mercedes-Benz Cars 11,743 11,538 20,042
    Daimler Trucks 9,379 9,282 10,393
    Daimler Financial Services 4,050 4,240 4,618
    Mercedes-Benz Vans 1,365 1,358 1,692
    Daimler Buses 2,145 2,073 2,095
    Sales & Marketing 12,682 12,891 -
    Other 3,203 3,411 8,108

Generation management. The demographic transformation will lead to changed employee structures in the next ten years. While the average age of our employees at present is 44 years, it will rise to about 47 years by 2024. One in two employees of Daimler in Germany will then be 50 years or older. In addition, with the increase in the retirement age the generation diversity in our businesses will also increase. Today, our teams are staffed by four generations of employees with their own ideas, abilities, and strengths, who present special challenges for the work environment. To enable us to benefit from the advantages of this generational diversity for the company, we are encouraging mutual respect among all age groups in their everyday work, and promote productive collaboration.

With the help our Generations Management we are dealing with these challenges by adapting the framework conditions to the changing employees. In addition, we strive to raise our managers’ awareness and strengthen employees’ personal responsibility, with a view to maintaining the health and performance capability of employees of all generations on a lasting basis.

  • Generations Management activities

    Our generations management activities

    Inform and communicate. Under the motto “Experienced into the future” we are engaged in communication measures aimed at preparing managers and employees for changes in the company related to demographic change.

    Raising manager awareness. Managers must have a particularly sensitive hand in working with people from different generations. This so-called intergenerational sensitivity is a central topic in our diversity management activities in addition to HR development approaches that take life experiences into consideration. We address both topics in diversity workshops and the appointment seminars, in which our managers prepare themselves for a higher position.

    Ensuring performance. Generations management pilot projects are in progress in many locations where specialists, managers, works council representatives, and employees work together on the development and implementation of measures that help employees to perform well on a permanent basis. These include ergonomic measures and health promotion offerings as well as qualification training in the context of “lifelong learning.” In addition, pilot projects for examining new approaches to working hours and break-time structuring were initiated.

    Improving work organization. With respect to work organization we pay special attention to relief-oriented rotation recommendations in the production working teams. We conduct ergonomic assessments as early as in the planning of work systems in order to prevent high, lopsided strains.

    Structuring staff according to requirements. After the successful introduction of HR Resource Management at most of Daimler’s German locations, we also began to create the conditions for implementing this analysis methodology in pilot projects at the international locations in 2014. HR Resource Management enables us to orient our employee and qualification structure to future requirements – and thus supports us in securing talented young employees. It enables identification of demographically related capacity risks at an early stage and their avoidance through preventive measures. This ensures that the right number of employees with the right qualifications are available for each task at the right time.
    Projects of our HR Resource Management
    Projects of our HR Resource ManagementSafeguarding knowledge and experience. Our concept “Senior Experts” ensures that the know-how of retired employees will not be lost to the company. It enables the relevant employees to contribute their practical experience as part of project assignments, for example.

Interculturality. Daimler earns 80 percent of its revenues outside Germany. We are present at 90 locations on five continents. Our employees come from more than 140 countries and a wide variety of cultures. The majority of our managers abroad come from the respective regions. Our employees’ diverse cultural backgrounds help us to better understand the wishes of customers in the various regions and to tailor our products accordingly. We support our employees with worldwide staff assignments, mentoring, intercultural skills training, and targeted recruiting measures. For example, international applicants account for about one-third of new employees hired through our CAReer trainee program. Our goal: Their quota is to rise to around 50 percent by the year 2020.

  • International mentoring program

    In 2012, the Mercedes-Benz Bank Service Center in Berlin rolled out an international mentoring program. With great success: In the two years of its existence the program has already arranged for 60 sponsorships between new employees from Germany and abroad. The goal is to make moving to another country easier for employees and to help them in their new jobs, with an emphasis on helping them to better get to know the people, language, and culture of the respective country.

Flexible working arrangements. Today, many employees attach great value to the ability to structure their working hours individually. Frequently, this is the only way they can balance their professional and personal lives. Our goal is to offer them appropriate conditions for this. Accordingly, Daimler in Germany provides more than 300 different flexible working arrangements. This is a special plus for us as Employer of Choice when it comes to attracting qualified young trainees and managers.

All our employees in Germany are entitled to parental leave. Of those who took advantage of this possibility in 2014, around 60 percent were women and 40 percent were men. Almost all our employees who took parental leave later returned to their jobs in the company. Furthermore, works agreements additionally enable employees to suspend their careers for up to five years — with the guarantee that they can return to Daimler afterwards.

In Germany alone we have set up 570 nurseries for children under the age of three in the close proximity of our sites. In addition, a quality-certified online platform is available to support employees in finding appropriate childcare solutions, ranging from nannies to “surrogate grandparents.”

To enable managers at the level of team and department manager to work in more flexible arrangements, we promote a system of job sharing. Currently, more than 30 job-sharing pairs take advantage of this possibility at Daimler with respective working arrangements of up to 30 hours per week.

  • Examples of flexible work

    HR management oriented to life phases
    Enlarge
  • Weekly working hours and overtime

    The length of our employees’ work week is generally regulated by the company or by a collective bargaining agreement. For wage earners in Germany the work week is 35 hours. Departures are possible only on the basis of agreed regulations. Overtime is generally assigned only in the framework of forward-looking requirements planning and must be approved. At all our locations, we pay overtime in accordance with the local regulations. In general, we design working hours in a way that ensures that the pay will remain stable even at times of changing work volumes. This is ensured by a system of time accounts.
  • Diversity key figures

    Diversity key figures
      2012 2013 2014
    Employees with fixed-term employment contracts (worldwide) 8,357 7,853 9,268
    Employees by groups (worldwide):      
    Industrial 145,198 143,943 146,031
    Administration 115,540 115,774 119,115
    Trainees 8,267 8,630 8,346
    Interns/diploma students/doctoral students 6,082 6,269 6,480
    Female employees by groups (worldwide):      
    Industrial 9,161 9,058 9,593
    Administration 31,577 31,677 33,184
    Trainees 1,734 1,859 1,795
    Female interns/diploma students/doctoral students 2,095 2,199 2,376
    Percentage of women in total workforce (DAG) 14.4 14.6 14.9
    Percentage of women in management positions (worldwide) 11.9 12.7 14.1
    Percentage of severely disabled persons (DAG) 6.01 6.13 6,09
    Part-time employment rate in Germany 7.0 7.3 7.5
    Average days of training and continuing education per employee 4.0 4.1 4.1
    Average age of workforce (worldwide) 41.9 42.3 42.4
    Percentages of age groups (worldwide):      
    under 25 4.8 4.5 4.5
    25 to under 35 22.0 21.6 22.0
    35 to under 45 29.3 28.6 27.8
    45 to under 50 17.0 16.6 16.1
    50 to under 55 14.9 15.4 15.6
    55 and older 12.0 13.3 14.0