Objectives and achievements

Our sustainability program for 2010 – 2020.

In 2010 we incorporated sustainability as an objective into our system of strategic targets. In this way we’re emphasizing the fact that economic, environmental, and social responsibility are all interconnected at Daimler.

Sustainability is a key guidepost for our business operations, which is why we continuously analyze our corporate interests and business targets in relation to our stakeholders’ expectations in order to prioritize the different areas in which we are pursuing sustainability. The conclusions we have reached are depicted in our relevance matrix for 2011. We have derived concrete targets based on these defined areas of activity, and we want to be judged in terms of these targets.

We do not regard this sustainability program for 2010 to 2020 as unchanging. We must continuously adapt to new market conditions in a dynamic competitive environment; similarly, the demands expressed by our stakeholders within the framework of our stakeholder dialogue also change from year to year. Our sustainability program for 2010 to 2020 therefore indicates the key target horizons of our sustainability efforts in the years ahead, while at the same time showing enough flexibility so that we can react at short notice to new challenges.

A downloadable list of all of the targets and measures: PDF, 145 KB

Sustainable management

Target	Achievements	Measures	Target horizon	Status quo
Sustainable management
Sustainability Competence Team. Creation of an organizational entity for Group-wide sustainability management at Daimler.	New target. Building on the success achieved to date by the Sustainability Office (CSO).	Pooling the previously decentralized sustainability expertise and resources to ensure the fast and efficient management of relevant sustainability issues.	mid-2012	Partial target achieved
Stakeholder dialogue. Internationalization of the dialogue with stakeholders.	Seven events (Germany, China, U.S.). – 2011: Four Sustainability Dialogue events held in Stuttgart, two in Beijing, and the first one in Washington, D.C.	– Continuation of the dialogue events in China and the U.S., as well as work during the year on the key issues that have been defined	2014	Partial target achieved
Stakeholder management. Development of a Daimler-specific approach to the identification and inclusion of stakeholders.	New target	Further development of systematic stakeholder incorporation into work on specific issues (relationship management) and greater consideration of this in reporting	2014	New target
Strategy process. Formulation of the Group-wide Daimler sustainability strategy.	Strategy development. – Development of a Daimler sustainability strategy in a cross-unit process.	Implementation and communication of planned measures Use of the newly developed internal controlling instrument	2011	Target achieved
Raising employee awareness. Strengthening employees’ awareness of, and knowledge about, the Group’s sustainability targets and activities.	Broad range of communication activities. – Systematic communication of sustainability issues in Daimler’s in-house media. – Six Daimler EXECUTIVE Series – green events in 2011. – Intensified executive communication (Levels 5 to 1) by means of the Executive Journal/Executive Newsletter, with a focus on the sustainability strategy, sustainability management, and sustainability within the Daimler target system.	Expansion and intensification of management communication (Levels 5 to 1), particularly on the topics of sustainability strategy sustainability management the significance of sustainability in the Daimler target system	2012	Partial target achieved
Incentive systems. Expansion of the non-financial remuneration parameters through the introduction of the topic cluster “Integrity and UN Global Compact” for the members of the Daimler Board of Management.	Targets valid for 2012.	From 2012: Firmly establishing “Integrity and UN Global Compact” as a new permanent target in the variable remuneration system for BoM members Focus in the first year on the basic process related to Integrity (rollout) and the UN Global Compact (increasing awareness among managers). To be followed by a focus on key topics.	2012	Partial target achieved

Integrity

Target	Achievements	Measures	Target horizon	Status quo
Integrity
Compliance training. Group-wide continuation of the training program with more than 150,000 participants and extension of the training programs to our business partners.	Almost all of the targeted individuals took part in the training programs. – Risk-based focus on selected target groups and new issues (e.g. antitrust law). – The Integrity Code training program was postponed to 2012.	Global rollout of Web-based corruption prevention and antitrust law training program (new) Classroom training program on corruption prevention (worldwide) Antitrust law training courses for managers (new) Content development for training program for business partners (new) “Compliance and Leadership” seminars for newly appointed managers	2011	Partial target achieved
Raising awareness. Improving employees’ knowledge of the relevant agreements and guidelines.	Clear guidelines. – Revision of the compliance guidelines as part of the guideline optimization project.	Review and simplification of the compliance guidelines	2012	Partial target achieved
Whistleblower system. Improvement of the whistleblower system and Group-wide expansion of the service spectrum of the Business Practices Office (BPO).	Thorough reworking of the BPO whistleblower system. – Focus is particularly on severe violations and on cases that are very damaging for the company. – Improved accessibility. – Available in various languages.	Establishment of a free hotline with a translation service and communication of the availability of this service	Until 2012	Partial target achieved
Business partners. Optimization and expansion of the Group-wide integrity monitoring of the business partners that operate on behalf of Daimler.	New processes. – Introduction of new processes in the divisions and business units. – Planning of process training programs.	Restructuring and improvement of the processes for identifying and removing business partners’ integrity risks	2011	Target achieved
Communication. Worldwide internal communication campaign “fairplay” on integrity-related issues.	fairplay. – Worldwide introduction of the campaign in 19 languages and – more than 40 countries, with communication to all employees. – Continuation of campaign using additional topics.	Group-wide communication campaign in 19 languages for employees and managers using traditional communication media Objectives: To achieve a common understanding on the part of all Daimler employees regarding correct and incorrect behavior Promotion of a corporate culture of interaction and cooperation based on trust	2013	Partial target achieved
Human rights risk management. Worldwide expansion of risk management at 18 Daimler production locations in line with UN requirements so that possible human rights violations can be detected early on.	Development of an overall concept. – Political analysis of countries; Human Rights Compliance Assessments of Germany, Mexico, and Egypt. – The creation of central and local lines of responsibility has begun.	Utilization of the developed system for 7 additional countries in 2012 Further development of central and local lines of responsibility	2013	Partial target achieved
Data protection for employee details. Make all managers (Levels 5 to 2) in Germany aware of data protection issues related to the handling of health data by 2012.	Brochures and training programs. – Creation of a manager brochure for publication in October. – Continued classroom instruction.	Continuation of classroom training at industrial locations in Germany Implementation of a standard tool for continual skills upgrading for new managers (Levels 5 to 2) in Germany regarding health data	2012	Target achieved
Data protection worldwide. Development of a Group-wide awareness concept within the Daimler Group by 2015.	Creation of a Group-wide awareness concept. – Development of training standards.	Development of a Group-wide awareness concept (2011) Development and implementation of Group-wide training standards for data protection (2012-2015)	2015	Partial target achieved
Protection of customer data. Optimization of data protection in the Mercedes-Benz sales units of Daimler AG through the implementation of new national guidelines.	Raising awareness. – Adjustment of the consent clause to fit the current legal situation. – Comprehensive awareness campaign with a roadshow for the sales staff in Germany.	Implementation of the new data protection guidelines and stipulations (in particular those derived from Germany’s Federal Data Protection Act) throughout the entire sales chain, by means of training for relevant employees implementation of the revised processes optimization of customer data	2011	Target achieved

Product responsibility

Target	Achievements	Measures	Target horizon	Status quo
Product responsibility
CO₂ emissions from cars. Reduction of CO₂ emissions (based on the NEDC) generated by the new-vehicle fleet in Europe to around 140 g CO₂/km by 2012 and to 125 g CO₂/km by 2016. This corresponds to a reduction in CO₂ emissions of approximately 21 percent over the five-year period from 2007 to 2012 and around 30 percent from 2007 to 2016. We will make further substantial reductions of CO₂ emissions by 2020. However, we will not be able to set concrete target values for this period until various unresolved regulatory and political issues (e.g. the framework conditions for e-mobility and the test cycle) have been clarified.	Reduction by more than 5 percent compared to the previous year. 150 g CO₂/km of overall average emissions for the Mercedes-Benz Cars fleet in Europe in 2011. Fuel consumption was reduced by up to 24 percent, thanks to new BlueDIRECT V6 and V8 engines, the ECO start-stop function, and the enhanced 7G-TRONIC PLUS automatic transmission. The new M-Class’ entire model lineup consumes 25 percent less fuel on average than its predecessor.	Technical measures for further improving powertrain efficiency, including innovative new combustion processes Introduction of various hybrid solutions Launch of the series-produced smart electric drive in 2012 “Best in Class” with at least one new model from a high-volume series each year whose CO₂ emissions are at least 8 or 15 percent lower than those of the corresponding predecessor model	2012 / / 2016	Partial target achieved
CO₂ emissions of light commercial vehicles. Reduction of the CO₂ emissions of the new-vehicle fleet in Europe by over 10 percent by 2014 compared to 2010.	228 g CO₂/km. The Mercedes-Benz fleet of light commercial vehicles in Europe had overall average emissions of 228 g CO₂/km in 2011.	Technical measures for further improving powertrain efficiency; optimization of engine processes Vito E-CELL small batch (production of 2,000 units) Introduction of a new and efficient small van in 2012 Introduction of new CO₂ technologies for standard and special equipment for the Sprinter starting in 2013 Introduction of new CO₂ technologies for standard and special equipment for the successor model of the Vito and the Viano in 2014	2014	Partial target achieved
Reduction of the fuel consumption of heavy-duty commercial vehicles in Europe. Reduction of the fuel consumption of N3 trucks (in liters per ton-kilometer) in Europe by an average 20 percent by 2020 compared to the base year of 2005 (Euro III vehicles).	Reduction by around 9 percent. Fuel consumption of long-haul trucks was reduced by around 9 percent between 2005 and 2011. Actros had lower fuel consumption than the predecessor model (6 to 7 percent lower for the Euro V variant, 3 to 4 percent lower for the Euro VI variant).	Further development and optimization of the powertrain through a lowering of friction losses, for example Introduction of new engines that weigh less and boast greater fuel efficiency Aerodynamic improvements to the driver’s cab and the entire vehicle	2020	Partial target achieved
Reduction of the fuel consumption of heavy-duty commercial vehicles in the NAFTA region. Reduction of the fuel consumption of the Cascadia truck by more than 20 percent by 2015 compared to the base year 2007.	Greenhouse Gas 14 standard — Certification of Daimler Trucks North America according to the Greenhouse Gas 14 standard, which will go into effect with the 2013 model year.	Definition of a fuel consumption optimization package Aerodynamic improvements Use of lightweight components Reduction of friction losses in the powertrain	2015	Partial target achieved
The Euro 6 standard for cars. Early compliance with the Euro 6 standard by 50 percent of all Mercedes-Benz and smart new vehicles in Europe by the end of 2014.	1.8 percent. – The Euro 6 standard was met by 1.8 percent of the Mercedes-Benz cars sold in Europe in 2011.	Refinement of engines and emission-reduction technologies in gasoline and diesel vehicles in order to comply with emission limits	2014	Partial target achieved
EEV engines for light commercial vehicles. Introduction of EEV engines (parallel to Euro V) in all van production series by the end of 2013 // Introduction of Euro VI, Group I for N1 vehicles starting with the successors of the Vito/Viano if there is sufficient market demand.	EEV for all diesel engines. – All diesel-powered models will also be offered as EEV versions.	Refinement of engines and emission-reduction technologies in gasoline and diesel vehicles in order to comply with emission limits	from 2013	Partial target achieved (early com-pliance)
Euro VI for heavy-duty commercial vehicles. Euro VI type approval for 30 percent of Daimler commercial vehicles (buses, trucks, and semitrailer rigs) in Europe by 2013, on the condition that this plan is supported by the relevant political decisions.	First vehicle to meet Euro VI. – The new Actros already met the demanding Euro VI emissions limits in 2011.	Refinement of engines and SCR technologies for emission reductions in order to comply with emission limits	2013	Partial target achieved
EEV engines for heavy-duty commercial vehicles. Expansion of the lineup of EEV vehicles to more than 90 percent of the model spectrum by the end of 2011.	More than 90 percent available with the EEV option. EEV availability for the production series Actros, Atego, Axor, and Econic (more than 90 percent of the model spectrum) and all engine families.	Refinement of engines and SCR technologies for emission reductions in order to comply with emission limits	2011	Target achieved
Resource conservation. A 25 percent increase by 2015 of the total volume of parts and components in each Mercedes-Benz passenger car series for which the use of renewable raw materials and recycled materials is approved with 2010 as the base year.	Greater use of recycled materials and renewable raw materials. – A 9.8 percent increase of the share of recycled plastics used; a 14.7 percent increase of the share of renewable raw materials used (based on a reference fleet), as compared to 2010.	Further testing and approval of recycled materials for components	2015	Partial target achieved
Interior emissions. Continual improvement of air quality in vehicle interiors.	Complete vehicle measurements. – Creation of a test chamber at the Sindelfingen plant for measurement of the entire vehicle.	Continual emission reductions; assessment, during the vehicle development stage, of materials, components, and entire vehicles for all future Mercedes-Benz passenger car series. Creation of the required internal measuring capabilities.	2012	Partial target achieved
Product development. Systematic integration of environmental aspects into Mercedes-Benz product development in line with ISO TR 14062 Design for Environment.	External validation. – Successful implementation of internal and external product-related environmental audits in the C-/E-Class segment and for the smart/A-/B-Class. – Environmental certificates published for the SLK-, B-, and M-Class.	Review of DfE process effectiveness through internal and external product-related environmental audits. Publication and external validation of product-related environmental information on the new Mercedes-Benz passenger cars introduced in 2011 (life cycle environmental certificates)	2011	Target achieved
Increasing the utilization of car2go. Tenfold increase by 2015 in the number of trips taken and the number of active users, as compared to 2011.	Acceleration rollout.	Expansion of the system to additional cities and regions Increasing the appeal to users through the provision of additional vehicles, the addition of new types of drive systems (electric vehicles), and links with other mobility modes and/or service providers	2015	Partial target achieved
Promoting the creation of a hydrogen infrastructure. Implementation of pilot projects for establishing a hydrogen infrastructure. Construction and commissioning of 20 hydrogen filling stations in Germany to supply fuel cell vehicles with hydrogen from renewable sources.	Acceleration rollout.	Cooperation with the Linde Group on the construction of 20 filling stations to supply hydrogen from renewable sources	2014	Partial target achieved
Power from renewable sources for battery-operated electric vehicles. Proof of feasibility of “0 grams of CO₂ well-to-wheel” mobility and raising customer awareness of the importance of charging electric vehicles with energy produced exclusively from renewable sources.	New target	Provision of additional “green” electricity not promoted by the German Renewable Energy Act for all third-generation smart fortwo electric drive vehicles sold in Germany Construction and commissioning of a new wind power facility in Germany	2012	New target
Passenger car safety. Enhancing Daimler's leading position – achieving a five-star rating in the Euro NCAP crash test for new model series with requirements raised starting in 2012, 2013, 2014, and 2015. // Being the Top Safety Pick in the IIHS crash test ratings with the Small Overlap Crash beginning in 2012.	Target is more demanding than in the prior year.	Further measures depending on the vehicle concept in question, e.g. windshield airbags in addition to the active front hood, body-in-white reinforcement, individual restraint systems Expanded standard equipment with active assistance systems Influencing front wheel kinematics in the event of a crash	from 2012 // 2013 // 2014 // 2015	Partial target achieved
Light commercial vehicle safety. Achieving good crash performance and confirming the results in ratings such as the NCAP protocol for tests of heavy-duty vehicles. Introduction of additional active assistance systems, taking into account the actual accidents in 2013 and successively increasing the proportion of vehicles equipped with such systems until 2015.	Further improvement. - Development of an enhanced ESP for the Mercedes-Benz Sprinter. - Market launch on March 14, 2012.	Utilization of additional systems such as the active front hood with actuators (depending on the vehicle concept in question) Evaluation of traffic and accident data	from 2012	Partial target achieved
Assistance systems for heavy-duty commercial vehicles. Successive increase of the proportion of heavy-duty commercial vehicles equipped with assistance systems. For example, in 2009 approximately 10 percent of vehicles were equipped with Active Brake Assist; we would like to double that figure by October 2015.	Doubling the share of vehicles equipped with Brake Assist. – Equipping 20 percent of Actros long-haul trucks in Germany with Active Brake Assist 2.	Purchasing incentives through Package deals such as the Safety Pack Classic and the Safety Pack Top, both of which cut the cost of buying assistance systems by about one-third compared to buying the systems individually Various insurance providers offer reduced premiums for trucks equipped with certain safety systems Direct subsidies from some employers’ liability insurance associations	2015	Partial target achieved

Operations-related environmental protection

Target	Achievements	Measures	Target horizon	Status quo
Operations-related environmental protection
CO₂ emissions in production. Continual reduction of specific CO₂ emissions from production operations, to result in 20 percent lower emissions in 2015 as compared to 2007.	Reduction of specific CO₂ emissions from 2007 levels: – Daimler Buses –24%. – Mercedes-Benz Cars –22%. – Mercedes-Benz Vans –11%. – Daimler Trucks –2.5%. (analogous comparison with reference year; excluding fuels, excluding Atlantis Foundry.)	Continuation of current projects for identifying energy-saving potential Prompt implementation of prioritized measures Higher energy efficiency requirements for new production facilities	2015	Partial target achieved
CO₂ emissions in production. Determination of an absolute CO₂ reduction target for European plants in the year 2020.	New target	Definition of farther-reaching measures for lowering energy consumption and CO₂ emissions (including an associated profitability analysis)	2012	New target
Biodiversity. Development and testing, by 2013, of a concept for assessing a vehicle production location’s impact on biodiversity.	Concept developed. – Implementation of a “biodiversity check” at the Sindelfingen plant. – Development of a biodiversity performance indicator.	Pilot project at the Sindelfingen plant in cooperation with the Global Nature Fund Development of a key performance indicator for the ecological assessment of sites	2013	Partial target achieved
Environmental performance indicators. Development by 2013 of a comprehensive system for using environmental performance indicators to formulate targets and monitor target achievement across all locations.	Pilot project launched. – The further development of indicators and reporting systems is being tested. – Practicability test.	Development of appropriate management processes at the divisional and plant levels at Trucks and Buses Development of new indicators and reporting processes within the Green Production project at Mercedes-Benz Cars Consolidation of divisional processes at the Group level	2013	Partial target achieved

Our employees

Target	Achievements	Measures	Target horizon	Status quo
Our employees
Life balance. Development of ways to permanently balance employees’ private and professional lives and embedding these practices in the Daimler corporate culture.	Life balance studies. Development of new analytic methods. Implementation of a survey (held at two separate times; sample survey of 6,239 managers and employees at all levels; daily journal study with managers and employees). Communication of results. Implementation of internal workshops and conferences.	Additional workshops and conferences Optimization of existing measures and processes Testing and evaluation of planned measures	2013	Partial target achieved
Regular assessment of employee commitment. Increasing employee satisfaction and identification with the company through measures implemented in response to periodic employee surveys.	Stabilizing the Employee Commitment Index at 63 points. – Increasing the index result from 58 (2008) to 64 points (2010); – Stabilization at 63 points in 2011. – Implementation of planned measures. – Full surveys and sample polls to be carried out alternately.	Further periodic ECI measurements Implementation of measures derived from the results of the employee survey Use of medium-term ECI target values as a point of reference; consolidation of the high level achieved so far; 2013 target: >64 Daimler Pulse Check (sample poll) in the fall of 2012	2015	Partial target achieved
HR marketing. Strengthening our position as an attractive employer by focusing HR marketing on the strategic future-oriented fields of “green recruiting” and “emerging markets.”	Focus on green. – Focusing Daimler’s employer branding on “green recruiting” in all media. – Recruiting and image events with a green focus in 2011.	Focusing on “green recruiting” in the high-potential Chinese growth market Implementation of additional recruiting and image events with a green focus	2012	Partial target achieved
Transparent and competitive remuneration according to globally uniform principles // Competitive management remuneration. Implementation of a globally uniform, variable, and transparent remuneration policy that focuses on performance-based elements oriented toward the medium and long terms.	Further standardization. – Introduction of a global remuneration guideline as part of the effort to standardize the basis of remuneration worldwide. – Standardization of the basic criteria for benefits.	Implementation of a global remuneration guideline Standardization of the basic criteria for benefits Worldwide review of local guidelines regarding company cars on the basis of the global company car guidelines	2012	Partial target achieved
Strategic diversity target. Daimler seeks to become a leader in terms of diversity management in the automotive industry. Diversity is therefore to be embedded in human resources processes and the corporate culture.	Diversity as a core element of HR processes. – Embedding diversity-related issues as evaluation criteria in assessments of performance and potential. – Embedding diversity targets in the goal agreements with executives.	Top management’s commitment to diversity management at the Group Transparent processes for filling open positions and issuing promotions Increasing awareness and intensification of diversity management measures through Group-wide and divisional workshops, conferences, and training programs Company agreements on equal opportunity, career and family etc. Use of diverse flexible working time models Establishment of company daycare centers Utilization of internal and external communication modes and media	2020	Partial target achieved
Increasing the share of women in the workforce – A) to 20 percent in executive positions worldwide at the Daimler Group (by 2020); – B) to between 14 and 18 percent at management Level 4 at Daimler AG (2015); – C) to 35 percent for CAReer hirings at the Daimler Group (by 2011); and – D) to between 12.5 and 15 percent in the Daimler AG workforce, to between 22 and 26 percent for trainees, and to between 13 and 16 percent for employees in commercial/technical apprenticeships (by 2015).	Increases at all levels. – A) 10.7 percent share of women in executive positions worldwide at the Daimler Group (2010: 8.9 percent). – B) 12.9 percent share of women in mid-level management (Level 4) at Daimler AG (2010: 12.4 percent). – C) 34 percent share of women among CAReer hirings by 2011. – D) 13.9 percent share of women in the Daimler AG workforce (2010: 13.5 percent); 20.4 percent share of female trainees (total) (2010: 20.6 percent), and 11.3 percent share of commercial/technical apprenticeships at Daimler AG (2010: 11.3 percent). (Status: Dec. 31, 2011)	Women at marketing, information, and recruiting events; mentoring and coaching programs especially for women; implementation of training programs and sensitization workshops, consulting services for managers and HR departments; availability of diverse flexible working time models; cross-divisional and external sharing of best practices; continued pursuit of internal targets through transparent processes for filling vacant positions and awarding promotions	2020, 2015, 2011, 2015	Partial target achieved Partial target achieved Partial target achieved Partial target achieved
Generation management. Establishment of a generation management system. Embed demographic issues in our corporate culture and leadership processes.	Focus on areas of activity. Workshops carried out in May and November 2011 for identifying areas where action needs to be taken, with participation by HR, General Works Council, and planning departments. Continuation of the HR Resource Management rollout at the Sindelfingen and Rastatt plants.	Implementation of the communication concept based on the slogan “Take experience into the future” Initiation of pilot projects dealing with generation management	from 2012	Partial target achieved
Increasing the international makeup of management personnel. Maintenance of at least the current proportion of non-German executives and promotion of intercultural skills among all managers.	Approximately 30 percent share of non-Germans in executive positions in 2011.	Targeted international recruitment of young talent via CAReer Expansion of the TANDEM mentoring program to include intercultural understanding Sensitization and qualification of employees and managers	2015	Partial target achieved
Securing highly qualified young talent. Safeguarding the recruitment, promotion, and further training of managers with an academic background.	Highly qualified young talent. – Hiring of approximately 500 college graduates and young people with initial work experience worldwide through the CAReer trainee program. – Five students enrolled in the new Business Information Technology program at the Cooperative State University in Baden-Württemberg. – 40 active employees began a parallel program of study as part of the Daimler Academic Program.	Securing and supporting highly qualified young employees through CAReer – The Talent Program (e.g. via targeted recruiting events such as the CAReer Days); hiring of several hundred trainees via CAReer in 2012 as well Safeguarding the recruitment and support of talented new employees via the Cooperative State University (e.g. through current courses of study in the core functions of technology and business management, increasing the number of students in the new Business Information Technology program, and implementation of the Daimler Students Day in order to attract school pupils to the dual work/study program at Daimler Further expansion of the Daimler Academic Program aimed at (further) academic qualification in line with the competency profiles in key strategic and specialist areas, such as Green Mobility Engineering, Alternative Drives, and Compliance. Increasing the number of employee participants in the Daimler Academic Program	2011	Partial target achieved
Green HR strategy. // Comprehensive planning for employees with know-how // Resource management. Strategic initiative for anticipating and handling human resources-related challenges brought on by the transformation of drive-system and lightweight-design technologies.	Various initiatives. – Managing the “Electric Mobility and Employment” study (ELAB). – Skills qualification for approximately 22,000 experts (along the value chain) and trainees. – Integration of aluminum and plastics expertise into existing profession profiles.	ELAB: Study organized by Group management and the General Works Council to investigate the effect of powertrain electrification on employment and the environment of business locations. Creation of a “Green HR Steering Committee” to coordinate HR activities at the Group level Manager information and sensitization through Daimler’s “Executive Series Green” (see Green Recruiting, HR marketing partial target)	2012	Partial target achieved
Needs-based training. New prioritization and optimization of the training programs with the aim of further boosting the company’s innovative strength and development potential while taking future needs into account.	4.4 percent share of trainee positions within the active workforce – Increasing the share of trainee positions in the electrical and electromechanical professions in the passenger car plants to around 50 percent.	Increasing the proportion of professional training programs that are of higher quality and have an electrical/electronic focus Adjusting the share of trainee positions in the coming years on the basis of a continual and sustained examination of the number of planned new hirings and the requirements of the plants and Daimler dealerships Close coordination in the technical departments with the results of HR Resource Management (HR RM) processes	2015	Partial target achieved
Ergonomics. Embedding ergonomics-related activities into planning and production processes.	Comprehensive ergonomics analyses. – in the Mercedes-Benz Cars and Daimler Trucks vehicle units.	Systematic ergonomic analyses at other Daimler AG units: Powertrain, Vans, Buses	2015	Partial target achieved
Safeguarding jobs through Daimler guarantees. Extending the necessary flexibility in order to increase options for reacting to changing conditions.	No business-related layoffs – for the entire workforce until 2016. – Further development of the DMove personnel rotation system for flexible assignments.	– Development of a flexibility KPI as a means of increasing transparency and identifying areas where action needs to be taken. Internal “pro-flexibility” image development through employee-focused communication (print/ intranet)	2012	Target achieved

Supplier relations

Target	Achievements	Measures	Target horizon	Status quo
Supplier relations
Training programs. Improved embedding of Daimler’s sustainability requirements with the help of training sessions for suppliers.	>100 participants at training sessions conducted jointly with other automakers. – India: Six training sessions, 40 participants from Daimler suppliers. – Brazil: One training session, 30 participants from Daimler suppliers. – Turkey: Two training sessions, 13 participants from Daimler suppliers. – Mexico: Four training sessions, 17 participants from Daimler suppliers.	Establishment of training sessions for suppliers as a standard tool for procurement at defined locations worldwide	2013	Target achieved
Supplier self- assessment. Monitoring the implementation of Daimler’s sustainability requirements at suppliers with the help of information from the suppliers.	Supplier self- assessment – Survey of 77 suppliers of the cleaning services commodity.	Continuing use of the self-assessment tool for additional high-risk commodities or selected countries	2012	Partial target achieved
Contractual stipulations. Embedding the Daimler Sustainability Guideline in binding contractual stipulations.	Sustainability requirements in contract stipulations. – Corresponding changes to contracts made in Argentina, Australia, China, Indonesia, Mexico, Singapore, South Africa, Thailand, Hungary, Vietnam, and Turkey.	Step-by-step adjustment of contract documents at other business locations worldwide	2013	Partial target achieved

Our customers

Target	Achievements	Measures	Target horizon	Status quo
Our customers
Customer satisfaction. Maintaining Mercedes-Benz’ status as the brand with the highest level of customer satisfaction in the premium segment.	Top performance in customer satisfaction – Mercedes-Benz once again achieved top marks in various comparative surveys and studies of premium brands in 2011.	Optimization of customer relations processes in sales and service as part of the CSI No. 1 program launched in 2006 Utilization of the resulting standards in customer relations and for repair center and logistics processes Sustained securing and improvement of achievements (e.g. top ranking for Mercedes-Benz in the J.D. Power Vehicle Owners Satisfaction Study) though the implementation of quality-related measures for increasing customer satisfaction in line functions and the integration of targets into goal agreements and business unit strategies	ongoing target	Partial target achieved
Quality of service and parts. Safeguarding and increasing service quality for customers served by the Mercedes-Benz sales network, especially in the growing market for older vehicles.	Sustained improvement in service quality. – A rating of “very good” once again in the ADAC Service Center Test 2011; highest possible total points. – A positive result once again in the Service Award competition organized by kfz-betrieb magazine (for both passenger cars and commercial vehicles). – Mercedes-Benz was No. 1 for the third consecutive year in J.D. Power’s VOSS Deutschland survey of customer satisfaction in the premium segment.	Process improvements Comprehensive care for vehicles and customers (e.g. through an innovative customer relations management (eCRM) program) for taking a differentiated approach toward addressing and retaining customers Precise alignment of product development and product-related services with specific customer requirements Enabling service centers to meet demanding requirements – e.g. with the help of the “My Mercedes” online service portal for improving customer care, which increases service quality and customer satisfaction	Ongoing target	Partial target achieved

Target

Achievements

Measures

Target horizon

Status quo

Our customers

Customer satisfaction.
Maintaining Mercedes-Benz’ status as the brand with the highest level of customer satisfaction in the premium segment.

Top performance in customer satisfaction
– Mercedes-Benz once again achieved top marks in various comparative surveys and studies of premium brands in 2011.

Optimization of customer relations processes in sales and service as part of the CSI No. 1 program launched in 2006
Utilization of the resulting standards in customer relations and for repair center and logistics processes

Sustained securing and improvement of achievements (e.g. top ranking for Mercedes-Benz in the J.D. Power Vehicle Owners Satisfaction Study) though the implementation of quality-related measures for increasing customer satisfaction in line functions and the integration of targets into goal agreements and business unit strategies

ongoing target

Partial target achieved

Quality of service and parts.
Safeguarding and increasing service quality for customers served by the Mercedes-Benz sales network, especially in the growing market for older vehicles.

Sustained improvement in service quality.
– A rating of “very good” once again in the ADAC Service Center Test 2011; highest possible total points.
– A positive result once again in the Service Award competition organized by kfz-betrieb magazine (for both passenger cars and commercial vehicles).
– Mercedes-Benz was No. 1 for the third consecutive year in J.D. Power’s VOSS Deutschland survey of customer satisfaction in the premium segment.

Process improvements

Comprehensive care for vehicles and customers (e.g. through an innovative customer relations management (eCRM) program) for taking a differentiated approach toward addressing and retaining customers
Precise alignment of product development and product-related services with specific customer requirements

Enabling service centers to meet demanding requirements – e.g. with the help of the “My Mercedes” online service portal for improving customer care, which increases service quality and customer satisfaction

Ongoing target

Partial target achieved

Social commitment

Target	Achievements	Measures	Target horizon	Status quo
Social commitment
Traffic safety instruction. Traffic safety instruction and training in proper behavior to improve safety among elementary school pupils in Germany.	Training for thousands of children. – Participation by 320 elementary school classes from Germany and more than 10,000 children at the MobileKids training event. – Participation by tens of thousands of children in the MobileKids traffic safety training event at the Ravensburger Spieleland amusement park and a variety of other information and training events in Germany. – Training for children at 250 events with the traffic safety puppet show in cooperation with Stuttgart Traffic Safety Association.	MobileKids will continue after the current series of events for schoolchildren ends in June 2012; the goal is to reach 10 percent more pupils Continuation of MobileKids traffic safety instruction at the Ravensburger Spieleland amusement park Expansion of training materials for schools to include an additional module Continuation of the traffic safety puppet show Development of a MobileKids app with the goal of combining virtual and real school instruction	2012	Partial target achieved
Art and culture. Regional, location-based patronage of art and culture as part of the “good neighbor” approach; cultural education programs for employees.	Some 30 offerings for employees and their families. – Support for the Staatsgalerie Stuttgart, the Kunsthalle Tübingen, the Domnick Foundation, and the Ludwigsburger Schlossfestspiele (theater festival) – A total of some 30 (always fully booked) programs such as evening academies, tours, Meet the Artist events, and concerts to promote art and culture. – The programs were utilized by more than 2,000 employees and their families.	Continuation of support for institutions in the Stuttgart region and company programs to promote knowledge of, and interest in, art and culture among employees and their families. The goal here is to continue to reach more than 2,000 employees and their families	2012	Partial target achieved
Commitment to education. Expansion and consolidation of educational activities for children and teenagers in Germany through the Genius initiative. // Sustained promotion and retaining of young talents “from the beginning.”	Expansion of the Genius program. – Expansion of Genius into a nationwide program (workshops, children’s and youth programs at the IAA 2011, preparation for tours for children at the Sindelfingen plant, presence at shows and congresses). – Expansion of the target groups and further development of activities (exhibition at the Ravensburger Spieleland amusement park, children’s university with Dr. Zetsche, a competition for technical high schools, teacher training programs regarding drive system technologies and driver assistance systems, second textbook on “Safety,” 2nd Genius teacher conference).	Further development and nationwide expansion of Daimler’s Genius education initiative Use of Genius to increase public awareness of Daimler as a corporate citizen Expansion of the target groups and further development of activities Contribution to modern and target group-oriented employer branding within the framework of Genius through the systematic use of new communication media (social media) Expansion of instructional materials and continuing education programs. Participation in ThyssenKrupp’s Idea Park 2012	2012	Partial target achieved
Corporate volunteering approach. Promotion and support of employees’ volunteer work with the “We move it! – 125 employee projects for sustainability” program as part of Daimler’s activities to celebrate the 125th anniversary of the invention of the automobile. Implementation of employee-initiated social and environmental projects throughout Germany.	We move it! – 1,062 project ideas submitted. – 125 winning projects from 16 locations. Up to €5,000 in award money for each selected project. – Implementation of the selected projects that focused on various aspects of sustainability in 2011.	Voting for employees’ favorites among the 125 winning sustainability projects Awards for the 125 winning projects and the employee favorites in February 2012 in Stuttgart	2012	Partial target achieved
Corporate volunteering. Implementation of a company-supported volunteering program at Daimler AG.	Daimler ProCent. Implementation of the “ProCent” program at all Daimler AG locations by the end of 2011. Cent contribution from monthly paychecks as a donation to the Daimler ProCent development fund. Employee contributions are matched by the Group. The money collected is used to fund charitable projects proposed by employees in their regions, as well as Group-wide projects in Germany and abroad.	Extensive communication to the entire workforce Appointment of, and training for, ProCent coordinators at individual locations Management of project content by charitable donation department Availability of additional budget outlays for the Group’s matching contributions	2013	Partial target achieved
Corporate volunteering initiatives. Expansion of existing corporate volunteering projects at Daimler Financial Services.	Day of Caring in 12 countries in 2011. – Approximately 2,200 employees from around the world were involved (previous year: 1,200 employees). – New additions: India, Italy, South Korea, Portugal, Russia, Thailand. – Continued activity: Argentina, Germany, Croatia, Poland, Spain, Czech Republic.	Further expansion of worldwide Day of Caring initiatives Development and implementation of skills-based volunteering in the area of “financial literacy” Evaluation of new local Day of Caring partners and projects	2012	Partial target achieved
International empowerment activities. Expansion of existing empowerment initiatives of Daimler Financial Services in Ethiopia (Mercedes-Benz Bank AG) and South Africa (Mercedes-Benz Financial Services South Africa Ltd.).	South Africa CARE is safeguarding livelihoods and issuing microloans. – Development and implementation, in cooperation with CARE, of a comprehensive training program that focuses on safeguarding the livelihood of people in need. – Healthcare training on the topics of AIDS and tuberculosis. – Accounting classes as a basis for the accompanying microloan program. South Africa: Youth Entrepreneurship Program. – Nationwide program for promoting an entrepreneurial mindset among young office workers in order to create new jobs (since 2002). – Training in business operations and the development of business plans as a means of helping young businessmen and women between the ages of 18 and 35 help themselves. Ethiopia microloan program in the Midda region. – Program initially established in January 2009; support at that time and since then from Mercedes-Benz Bank. – Approximately 2,000 women have successfully participated in the basic courses to date.	South Africa: Continuation of successful program for supporting up-and-coming entrepreneurs, which has now been expanded to four provinces (target: 1,000 participants). Integration of independent training components for fighting crime and unemployment Ethiopia: Following the establishment of various education and training facilities, implementation of a microloan project for women (target: 2,500 participants) to be organized in cooperation with our partner organization Menschen für Menschen	2011 2013 2012	Target achieved Partial target achieved Partial target achieved
Global sustainability challenges. Activities to establish and operate ten additional national UN Global Compact networks.	Active support. Participation in the UN Global Compact networks in Germany, Egypt, and Poland.	Daimler Group representatives around the world are provided with information about this topic and are called on to support additional national UN Global Compact networks Five additional networks to be supported in 2012	2013	Partial target achieved
Donation policy. Part of the expansion of our donation strategy is the introduction of globally applicable donation guidelines and principles that take local customs and traditions into account.	Determination of the key points of a global list of criteria.	Formulation of a worldwide list of criteria and rollout of this list at all Daimler locations worldwide	2013	Partial target achieved