Culture of integrity

Integrity is one of four corporate values which form the foundation for our business activities. Accordingly, the advancement and consolidation of integrity is an essential building block of our sustainability management and an element in the target agreements for the Board of Management remuneration. With a view to advancing the culture of integrity in our company we engage in dialog with our employees through a variety of measures. Regular discussions of integrity issues are an integral part of our daily work.

The shared understanding of the values of this dialog is our Integrity Code, which is based on a mind-set developed jointly with our employees. It defines the principles for our business conduct in daily operations, such as fairness, responsibility, mutual respect, transparency, openness, and compliance with laws and rights. The Code, which is valid throughout the Group, is available in 23 languages. A guide providing answers to the most frequently asked questions offers practical support for specific situations in our day-to-day business. In addition, a team of experts is available to answer questions on the Integrity Code.

Communication and training. In September 2014, we introduced the online game “Monster Mission,” which raises the awareness of our employees for the content of the Integrity Code. The game presents typical decision-making situations from the day-to-day business, and invites the players to examine specific aspects of ethical behavior. The game is accessible to all employees worldwide via the Intranet and Extranet. The Integrity Code also forms the foundation for our training program on integrity and compliance. Depending on the risk and target group, we use classroom and web-based training through which we anchor ethical and compliant behavior within the company on a sustainable basis.

Topic “Monster Mission”: PDF file (5.4 MB)

In 2013, we rolled out a web-based training course on our shared values and principles of behaviour for more than 100,000 employees throughout the Group. In 2014, nearly 40,000 more employees from different hierarchical levels completed extensive web-based training on integrity, compliance, and law. Our training strategy has an annual planning cycle for the program — from the needs analysis and execution to the feedback and monitoring process. Our local trainers are provided with modular training documents that can be used for specific target groups according to the risk associated with the participating functions. Each new employee receives an introduction to integrity and compliance as part of their welcome package.

  • Our training programs

    Training program 2014
    Web-based training program Target group Number of participants
    Integrity@Work Employees worldwide with email access 21,796
      of which  
      Administrative employees (incl. level 5) worldwide: 20,003
      Managers (level 4 and up) worldwide: 1,793
    Integrity@Work procurement module Procurement employees worldwide with email access 1,389
      of which  
      Administrative employees in Procurement (incl. level 5) worldwide: 1,210
      Managers in Procurement (level 4 and up) worldwide: 179
    Integrity@Work antitrust law module Employees worldwide with email access 16,060
      of which  
      Administrative employees (incl. level 5) worldwide: 12,585
      Managers (level 4 and up) worldwide: 3,475
      All employees worldwide with email access 39,245
    Classroom training Target group Number of participants Number of events
    Classroom training on antitrust law Managers and administrative employees worldwide 3,095 120
    Classroom training on corruption prevention Managers and administrative employees worldwide 4,597 258
    Classroom training on prevention of money laundering and financing of terrorism Managers and administrative employees in Germany 112 6
    Classroom training for newly appointed and promoted employees incl. modules on Integrity and Compliance Managers (level 4) 401 28
      Senior managers (level 3) 192 9
    Integrity & compliance for students of Cooperative University Students of the Cooperative University in Germany 177 5
      Total 8,574 426

Managers as role models. Our Integrity Code also defines the expectations on our managers, who have a special responsibility to promote the culture of integrity at Daimler as role models. Modules on integrity are included in all seminars for qualification of new managers. In addition, integrity and compliance are important criteria in the annual target agreements and target achievements of our managers.

External perspective through an Advisory Board. The Advisory Board for Integrity and Corporate Responsibility established in September 2012 with external experts from different sectors accompanies the integrity process at Daimler with a constructively critical approach. The Board also met in three regular meetings in 2014 in order to discuss current topics with the representatives of our company.G4-24

Initiating social debate. In the reporting year, Daimler organized two events in order to provide a forum for critical dialog with different stakeholder groups and further promote social discussion. The data protection symposium “The Automobile on the data highway” was organized under the management of Corporate Data Protection. The invited guests from business, science, politics, government organizations, associations, and media engaged with great interest and commitment in discussion on the different aspects of data protection with the speakers and Daimler representatives, and recommended continuing the dialog. In the Sponsoring symposium, experts from business, politics, science, and sports discussed the aspects of responsible sponsoring with specialists from our company.