Around 280,000 people worldwide are using their power and skills to contribute to the success of our company. Fair and trusting relationships with employees are more than just an ethical and legal requirement for us: Without them we would not be able to conduct our business successfully.

Human resources strategy and objectives. Our human resources strategy is firmly anchored in our Group-wide sustainability strategy. It is geared towards five strategic objectives: profitability, competitive workforce, excellent management skills, high attractiveness as an employer, and professional HR organization.

  • HR target system

    Strategic pillars of HR

Areas of action. We have derived twelve key areas of action from these objectives — ranging from generations management to topics such as diversity and equal opportunity or to life balance and the qualification training of specialists in the growth markets. For each area of action we have defined specific objectives that are also reflected in the target agreements of our managers.

  • All HR key figures

  • Management approach and HR organizational structure

    Management approach to HR - integrated HR functions
  • The HR Scorecard management tool

    Global Human Resources Scorecard - success factors and key performance indicators (KPIs)

Principles and guidelines. In our internal principles and guidelines, such as our “Principles of Social Responsibility,” we commit ourselves to observance of employee rights, among other things. We also require the same from our business partners and suppliers. For violations of our principles, we have established a complaints process together with the employee representatives in which each case is centrally documented and processed.

Safeguarding employment. We strive to safeguard the employment of our employees on a permanent basis. Our “Safeguarding of the Future of Daimler” agreement contributes to achieving this aim. In addition, we also use flexible working-time models and collectively agreed framework conditions, which enable us to make use of market opportunities and absorb fluctuations in demand better. At the same time, these agreements help us respond more effectively to rising manpower requirements in certain areas.

  • Work more flexibly, safeguard the future

    More flexible working-time regulations safeguard employment

    To prevent lay-offs and safeguard employment for the long term, we are continually developing our working-time regulations with a view to achieving the greatest possible flexibility for our employees – with respect to time and location, as well as work contents. With this goal in mind, we are involved in committees and professional associations.

    Early indicators of the development of demand and production enable us to manage our personnel capacity in an even more forward-looking manner. We actively involve the employee representatives in the implementation of the respective concepts.

    Company agreement on safeguarding the future. In November 2011, the company’s management and the General Works Council approved our company agreement “Safeguarding the Future of Daimler,” which precludes business-related lay-offs until December 31, 2016. The agreement became effective on January 1, 2012 and applies for all employees of Daimler AG.

    Mercedes-Benz is preparing its corporate sales network in Germany for the future. The aim is to ensure the best possible support for our customers, to enable operating economically and profitably in the long term, and in so doing to safeguard jobs in the largely saturated German market. This will involve combining branches to form district sales offices, and parting ways with a number of manufacturer-owned dealerships in the short and medium term. This does not lead to any changes for our customers.
  • Employees by regions and business divisions

    Workforce by regions and business divisions:
      2012 2013 2014
    Workforce (number of employees)      
    Europe 201,119 202,410 205,055
    North America incl. Mexico (NAFTA) 29,606 28,303 30,935
    South and Central America 17,009 16,538 14,902
    Africa 6,482 6,529 6,878
    Asia 19,743 19,654 20,913
    Australia 1,128 1,182 1,289
    Total workforce worldwide 275,087 274,616 279,972
    Total workforce Mercedes-Benz Cars      
    Worldwide 98,020 96,895 129,106
    Europe 89,738 90,535 111,633
    NAFTA 3,258 3,446 7,268
    Latin America 0 0 136
    Asia 0 0 3,901
    Australia/Pacific 0 0 733
    Africa 5,024 2,914 5,435
    Total workforce Daimler Trucks      
    Worldwide 80,519 79,020 82,743
    Europe 32,567 32,515 34,830
    NAFTA 20,609 19,221 21,357
    Latin America 13,537 13,043 11,376
    Asia 12,636 13,195 13,693
    Australia/Pacific 0 0 329
    Africa 1,170 1,046 1,158
    Total workforce Financial Services      
    Worldwide 7,779 8,107 8,878
    Europe 4,516 4,611 5,095
    NAFTA 1,373 1,515 1,646
    Latin America 419 421 427
    Asia 1,016 1,096 1,248
    Australia/Pacific 167 169 194
    Africa 288 295 268
    Total workforce Vans      
    Worldwide 14,916 14,838 15,782
    Europe 13,246 13,172 13,868
    NAFTA 99 104 190
    Latin America 1,571 1,562 1,674
    Asia 0 0 0
    Australia/Pacific 0 0 33
    Africa 0 0 17
    Total workforce Buses      
    Worldwide 16,901 16,603 16,631
    Europe 14,752 14,625 14,802
    NAFTA 660 435 450
    Latin America 1,482 1,512 1,289
    Asia 7 31 90
    Australia/Pacific 0 0 0
    Africa 0 0 0
    Total workforce Sales & Marketing Automotive      
    Worldwide 50,683 52,455 0
    Europe 41,178 41,640 0
    NAFTA 3,586 3,558 0
    Latin America 0 0 0
    Asia 4,958 3,970 0
    Australia/Pacific 961 1,013 0
    Africa 0 2,274 0
    Total worforce others      
    Worldwide 6,269 6,698 26,832
    Europe 5,122 5,312 24,827
    NAFTA 21 24 24
    Latin America 0 0 0
    Asia 1,126 1,362 1,981
    Australia/Pacific 0 0 0
    Africa 0 0 0


Fluctuation rate
  2012 2013 2014
In percent      
Group (worldwide) 4.9 4.4 4.9
Germany 3.4 2.1 2.7
USA 7.2 9.5 5.8
Rest of world 7.3 7.5 9.3
Women (worldwide) 5.3 5.2 5.7

Employee representation and co-determination. Our employees have the right to organize themselves in labor unions. We also ensure this right in countries in which the freedom of association is not protected. More than 95 percent of our employees in Germany and more than 80 percent of our employees worldwide are covered by collective bargaining agreements. Our employees in Germany have extensive co-determination rights which are regulated by the German Labor Management Relations Act. We work closely together with the employee representatives both regionally and at the international level. At the corporate level, ten members of the Supervisory Board represent employee interests. Moreover, we maintain a continuous dialog with our social partners even beyond the scope of the legal co-determination rights.

  • Employee rights and employee representation

    Employee rights and employee representatives

    Vested rights. Our “Principles of Social Responsibility,” which are based on the principles of the UN Global Compact, serve to establish key employee rights: from the right of employees to organize in labor unions to the respect for equal opportunity and the right to equal pay for equal work. We oppose forced labor and support measures to abolish exploitative child labor.

    Partnership with employee representatives. We work closely together with the works councils and trade unions. Key partners in this process are the World Employee Committee (WEC) and the European Works Council. At the corporate level, the employees’ interests are represented on the Supervisory Board by ten Supervisory Board members as required by law. In addition, a representative of the General Works Council supports our Human Resources CSR Committee, which deals in particular with sustainability issues in the area of human resources.

    Employee co-determination. In Germany, where 90 percent of the Group’s employees are covered by collective bargaining agreements, works council representatives exercise extensive co-determination rights for the workforce via the German Labor Management Relations Act (BetrVG), for example, related to the company wage and salaries structure, and issues related to company organization. Works councils also operate in accordance with this law in Group affiliates where there is no collective bargaining agreement.

    Information and communication. We inform the works council about all significant changes in the company and conclude agreements with it regarding their effects – where required by the Labor Management Relations Act. We notify our employees of important changes in the company at an early stage. Furthermore, the company informs the various employee representative committees at the Group and company level (Group Joint Management – Employee Economic Committee, WEC) about the economic situation and significant changes within the Group and at the affiliates. In addition, we regularly report to the WEC on any breaches of our “Principles of Social Responsibility.”

    Dialog with social partner organizations. We maintain a dialog with our social partner organizations that extends beyond the legal requirements in order to arrive at appropriate solutions together. In the event of company changes that could permanently affect the workforce, together with the works council we strive for amicable provisions which facilitate a reconciliation of interests and regulate any potential disadvantages in a social compensation plan.

Human rights and employee rights

Commitment to international principles and initiatives

BPO — a point of contact for whistleblowers

Employee rights and supplier management