Our targets

Sustainability management

	Target	Target horizon/ Status Quo	Achievements 2010	Measures

1. Integrity and compliance
	Compliance training. Group-wide continuation of the training program with more than 150,000 participants and extension of training programs to business partners.	2011	In 2010, over 111,000 staff members took part in Webbased training sessions that addressed Daimler’s behavioral guidelines. More than 21,000 staff members from the various companies and units that deal with sales completed our Web-based corruption-prevention training program. A total of 140 hands-on training sessions with more than 3,500 participants were conducted worldwide. In addition, the Group’s top managers completed a precisely targeted anti-corruption training program.	Implementation of the new Code of Conduct; online training programs for the behavioral guidelines. // Implementation of an anti-corruption online training program for Germany; (a similar international program was launched in 2009). // Additional training courses for high-level executives (Senior Vice Presidents; Sales Directors). // Training sessions for business partners. // “Compliance and Leadership” seminars for new (senior) managers abroad.
	Sharpening awareness. Improving employees’ knowledge of the relevant agreements and guidelines.	2012	We designed and carried out an initial investigation. The results were analyzed — also at the unit level — and communicated Group-wide, for example in the Employee Portal.	Group-wide evaluation of the behavioral and anti-corruption guidelines. // Development of, Group-wide agreement on, and implementation of communication and informational measures for improving the employees’ knowledge base.
	Reporting system. Improvement of the reporting system and Group-wide expansion of the service spectrum of the Business Practices Office (BPO).	2011	In the Asia and Australia-Pacific region we have expanded the range of the reporting system. We have also raised the profile of the BPO and created more transparency with regard to the reported tips concerning suspected misbehavior, while safeguarding anonymity.	Provision of an online form for the global whistleblower system; toll-free hotlines in eight additional languages (other languages to follow in 2011). // Expansion of global BPO communication activities in internal print and online media. // Quarterly reporting of anonymous complaints to top executives.
	Business partners. Optimization and expansion of the Group-wide integrity monitoring of the business partners that operate on behalf of Daimler.	2011	In 2010 we defined and documented standard processes for new business partners. We decided on a risk matrix for evaluating business partners on the basis of country-specific and business risks.	Elimination of exceptions for NAFTA dealers. // Expansion of communication on current issues and reviews. // Improvements to, and central provision of, implementation assistance for the due diligence process. // Definition of criteria and development of guidelines for due diligence implementation. // Development and introduction of a global IT-supported due diligence process.
	Communication. Our worldwide internal communication campaign “fairplay.” on integrity-related issues.	2013	New target	Group-wide communication campaign in 19 languages for employees, managers, and business partners. // Utilization of traditional forms of communication. // Objective: firmly establishing the corporate value of Integrity as a foundation for all of our actions.
2. Data protection
	Data protection for employee details. Sensitization of all managers (Level 5 to Level 2) in Germany to data protection issues related to the handling of health data until 2012.	2012	New target	Implementation of onsite training at all plant locations in Germany. Rollout and implementation of a standard tool for continual skills upgrading in the area of health data (for new managers in Germany — Level 5 to Level 2).
	Data protection worldwide. Development of a Group-wide awareness concept within the Daimler Group by 2015.	2015	New target	Development of a Group-wide awareness concept (implementation: 2011), development and implementation of Group-wide training standards for data protection (implementation: 2012-2015).
	Protection of customer data. Optimization of data protection in the Mercedes-Benz sales units of Daimler AG through the implementation of new national guidelines.	2011	New target	Introduction of new data protection guidelines and stipulations (in particular those derived from Germany’s Federal Data Protection Act) throughout the entire sales chain. Training for relevant employees; implementation of the revised processes and optimization of customer data.
3. Supplier relations management
	Training. Improved embedding of Daimler’s sustainability requirements with the help of training sessions for suppliers.	2013	In Turkey and Brazil, Daimler has joined forces with other automakers to conduct pilot training sessions on social standards, human rights, environmental requirements, and business ethics. Turkey: two training sessions; the participants included 13 Daimler suppliers. Brazil: ten training sessions; the participants included 40 Daimler suppliers.	Introduction of supplier training programs that address social standards, human rights, environmental protection standards, and business ethics in selected countries at risk. Focus in 2011: India and Brazil (40 suppliers in each country)
	Information about suppliers. Monitoring the implementation of Daimler’s sustainability requirements at the suppliers with the help of information from the suppliers.	2012	The Daimler questionnaire was tested with suppliers all over the world; an online version of it is available.	Distribution and evaluation of forms for voluntary disclosure of information on the part of selected suppliers in countries at risk, as well as those dealing with high-risk commodities: Focus in 2011: Cleaning services IPS (approximately 50 suppliers)
	Contractual stipulations. Embedding of the Daimler Sustainability Guideline in binding contractual stipulations.	2013	The Sustainability Guideline was integrated into the Mercedes-Benz Special Terms, which applies to suppliers active in the passenger car and commercial vehicle sector in Germany. It was also integrated into the procurement conditions for suppliers of non-production materials.	Gradual integration of sustainability guidelines into contractual documents worldwide.
4. Stakeholder dialogue processes
	Stakeholder dialogue. Internationalization of the dialogue with stakeholders.	2014	The central, globally oriented stakeholder dialogue event in Stuttgart (the „Sustainability Dialogue“) was supplemented in 2010 with a regionally oriented event in China.	Beginning in 2011, an additional annual regional stakeholder dialogue event (similar to the one in China) is to be held in the U.S.
5. Sustainability strategy
	Strategy process. Formulation of the Group-wide Daimler sustainability strategy.	2011	New target	Group-wide process with supplementary plans for measures and reporting (by the end of 2011). // Approval, implementation, and communication of plans for measures (by the end of 2012).
6. Sustainability awareness
	Communication. Strengthening employees’ awareness of, and knowledge about, the Group’s sustainability targets and activities.	2012	New target	Expansion and intensification of communication with managers (Level 5 to Level 1) on sustainability topics — in particular sustainability strategy, sustainability management, and the importance of these issues for the achievement of Daimler’s objectives.