Our targets and our objective

For Daimler, a corporate management system based on values and the principles of sustainability must also include social responsibility with regard to our workforce. For this reason, the concerns of our employees in Germany and around the world play a major role in our business decision-making processes. That’s not only because we feel obligated to uphold values such as respect and fairness but also because we know that our business success is founded solely upon the expertise and dedication of our employees.

We therefore seek to create the best possible working conditions for our staff. Our approach here includes appropriate remuneration, high standards of occupational safety and health management, flexible working-time models, and extensive opportunities for education and training. Within the framework of our diversity management activities, we also strive to make diversity a value factor in our human resources processes and our cor-porate culture.

Our focus in 2010 was primarily on increasing the share of women in the workforce and managing demographic change — and we were quite successful in both areas. For example, the proportion of women in senior management positions at Daimler reached 9.0 percent in the year under review. With regard to demographic change, we launched a strategic initiative in 2010 and we have begun to implement it in pilot projects.

Our targets

	Target	Target horizon/ Status Quo	Achievements 2010	Measures

1. Employer attractiveness
	Work-life balance. Development of ways to permanently balance employees' private and professional lives and embedding these practices in the Daimler corporate culture on the basis of defined areas of activity.	2013	In 2010, around 6,200 managers and employees from all levels were surveyed (reply rate of 72 percent). Experts from Daimler AG used these results to identify initial areas of activity.	As part of a strategic HR initiative at Daimler AG and the "Work-Life-Balance (WLB)" research project funded by Germany's Ministry of Education and Research, the company identifies areas where action should be taken, evaluates existing measures and processes, and optimizes or completely redesigns them where needed. All of this is done in cooperation with Heidelberg University on the basis of two employee surveys.
	Employee commitment. Increasing employee satisfaction and identification with the company as a result of measures implemented in response to employee surveys.	2015	The Employee Commitment Index (ECI) value in the 2010 employee survey was 10 percent higher than in 2008 (increase from 58 points to 64 points). // Planned measures were implemented. // Decision was made to conduct full surveys and sample polls in alternate years.	Further periodic ECI measurements. // Implementation of measures derived from the results of the 2010 employee survey. // Definition of medium-term ECI target values in March 2011 and consolidation of the high values already achieved. // 2011 target: >64 // Firm targets for the period up to 2013 will be defined in the first half of 2011 and then regularly updated. // Decision made on implementation of complete and sample surveys in an annual rotation — i.e. full survey in the fall of 2011, Pulse Check in the fall of 2012 etc.
	HR marketing. Strengthening our position as an attractive employer by focusing our HR marketing on the strategic future-oriented fields of "Green Recruiting" and "Emerging Markets".	2012	Daimler "Employer Branding" focused on "Green Recruiting" in Germany and China.	Intensification of the focus on "green recruiting" in markets of the future such as China, Russia, and India. // Increase of the number of trainee positions in China from the current 72 to 500. // Increase of the number of training partners (schools) in China from the current five to 21.
2. Competetive labor costs
	Competitive management remuneration. Implementation of a globally uniform and transparent remuneration policy that focuses on performance-based elements oriented toward the medium and long terms.	2012	A) Daimler Executive Bonus: The bonus is paid in proportion to the company's performance (time period: 1 year). // Globally uniform, transparent system. // B) Payment of a share-based remuneration in line with the company's performance (time period: 4 years). Obligation to keep shares over the long term.	Daimler Executive Bonus: Worldwide implementation for all managers. // Derivation of the annual targets relevant to the bonus on the basis of medium-term corporate targets. // Stock-based compensation: Internal targets and comparative targets (from competitors) are the foundation; misconduct and violations of compliance regulations have an effect on the bonus payout
3. Diversity
	Diversity management. In the area of diversity management, Daimler aims to be one of the leading companies in the German automotive industry and to remain on top. Diversity is therefore to be embedded in human resources processes and the corporate culture.	2020	Around 4,400 managers had taken part in diversity workshops by the end of 2010.	Organized establishment and incorporation of diversity management principles. // Manager training and sensitization. // Utilization of diversity criteria for assessments of performance and potential.
	Increasing the proportion of women in the workforce. A) The Daimler Group plans to increase the proportion of women in senior management positions to 20 percent worldwide by 2020. B) Daimler AG plans to increase the share of women in Level 4 management positions to between 14 and 18 percent by 2015. C) The Daimler Group plans for 35 percent of the people hired via CAReer to be women (by the end of 2011). D) Daimler AG plans to increase women's share of the workforce to between 12.5 and 15 percent by 2015, while also increasing the proportion of women trainees to between 22 and 26 percent, and of women trainees for commercial-technical professions to between 13 and 16 percent.	A) 2020 B) 2015 C) 2011 D) 2015	A) At the Daimler Group, women fill 9.0 percent of the senior management positions worldwide. // Around 900 mentees and mentors have taken part in the Group-wide TANDEM monitoring program since 2007. // B) Women account for 12.4 percent of midlevel managers (Level 4) at Daimler AG. // C) Women account for 35 percent of the people recruited via CAReer. // D) Women's share of the workforce at Daimler AG increased to 13.5 percent in 2010. At Daimler AG, 20.6 percent of the trainees and 11.3 percent of the trainees for commercial-technical professions were women in 2010.	Clear communication with young women via marketing materials at marketing and informational events. // Recruiting events for female college graduates. // Measures for recruiting women to professional training programs. // Girls' Day and Girls' Week. // Internal and external communication of all these measures. // Mentoring programs. // Reworking of the company agreement, with higher target ranges in some cases: 12.5 percent to 15 percent share of women in the total workforce (2010 target range: 12.5 percent to 15 percent); share of women among trainees: 22 percent to 26 percent (target range up until 2010: 20 percent to 24 percent); share of women in commercial-technical training programs: 13 percent to 16 percent (target range up until 2010: 11 percent to 14 percent); share of Level 4 women managers: 14 percent to 18 percent (target range up until 2010: 10 percent to 14 percent).
	Internationalization of management. At least maintenance of the current share of non-German senior managers to more than 30 percent and promoting the international orientation of all managers.	2015	Share of non-German senior managers: 30 percent (2009: 29 percent). // Targeted international recruitement by means of CAReer.	Targeted international recruitment of young talent via CAReer. // Promotion of assignments abroad. // Promotion of exchange programs. // Sensitization and qualification of employees and managers.
	Generation management. Greater consideration of demographic issues in our corporate culture and leadership processes.	2012	Further rollout of HR resource management at our location in Berlin and launch of a pilot program for the administrative units of the Wörth plant. // Integration of generation management into diversity workshops.	Implementation of a centralized workshop by HR, the General Works Council, and planning units in 2011 in order to identify areas in which action needs to be taken regarding generation management at Daimler AG
4. Employee development and support
	Securing highly qualified young talent. Ensuring that academically educated managers are recruited, supported, and properly qualified.	2011	In 2010 around 500 college graduates and young people with initial work experience were recruited for the company through the CAReer trainee program. // In 2010 the Cooperative State University in Baden-Württemberg created a concept for a new course of study for business information systems. The course will be offered in cooperation with Daimler in October 2011 for the first time.	Safeguarding the recruitment and support of talented new employees via CAReer. // Safeguarding the recruitment and support of talented new employees via the Cooperative State University: New course of study in Business Information Technology; ongoing core programs for technology and business. // Expansion of the Daimler Academic Program aimed at (further) academic qualification in line with the competency profiles in key strategic and specialist areas.
	Green HR strategy. A strategic initiative for anticipating and handling human resources-related challenges brought on by the transformation of drive technologies.	2012	Launch of the ELAB study. // A technology module for trainees was launched in fall 2010 as part of a real-life assignment. // A technology module for trainees was launched in fall 2010 as part of a real-life assignment. // Qualification of around 18,000 experts along the value chain as well as trainees. // "Green" Daimler Career Days.	ELAB: Study commissioned by the Board of Management and the General Works Council to examine the effect of powertrain electrification on employment and production environments. // Study carried out by three research institutes: the Fraunhofer Institute for Industrial Engineering (IAO), the IMU Institute, and the Institute of Vehicle Concepts at the German Aerospace Center (DLR). The project is financed and managed by Daimler AG, the IG Metall Baden-Württemberg trade union, and the Hans Böckler Foundation.
	Needs-based training. New prioritization, optimization, and expansion of the training programs on offer.	2015	Share of the active workforce involved in training programs rose to 4.7 percent. In the passenger car plants, the share of trainee positions in the electrical and electromechanical professions rose to 50 percent in 2010.	Daimler AG (Germany): Increase in the proportion of professional training programs that are of higher quality and have an electrical/electronic focus. // // The share of trainees as a percentage of the total workforce should be maintained at the 2010 level in the coming years. However, factors such as demographic developments and the degree of production automation will also be taken into consideration. // Further development of the Production Learning System (PLS) at Trucks units.
5. Occupational health and safety
	Ergonomics activities. Incorporation of ergonomics activities in planning and production processes.	2015	Systematic assessment of ergonomics in future plans for new vehicle models at Mercedes-Benz Cars and Daimler Trucks; e.g. plans for a new compact class and a new truck generation. Training of ergonomics officers from the Mercedes-Benz Cars and Daimler Trucks divisions in the use of ergonomic analysis tools	Implementation of systematic ergonomic analyses and, if necessary, timely introduction of workplace-design measures to prevent health risks. // Ensuring Group-wide ergonomic processes: in production units for major components (axles, transmissions, engines) at MBC and Trucks; // at Vans and Buses; // in series production operations at all business units.
6. Workforce
	Workforce. Increasing human resources flexibility at Daimler AG through the use of temporary personnel.	2012	The use of flexibly assignable temporary personnel and more flexible working hours enabled us to keep our permanent workforce.	Company-wide agreement on a share of temporary employees of as much as eight percent (May 6, 2010).