Sustainability is an essential element of our business activities that is firmly anchored in our system of strategic objectives. We regularly compare our business objectives with our stakeholders’ expectations and set our priorities for our vital sustainability areas on this basis. The results we achieve are presented in our materiality analysis. From the defined fields of action, we have derived concrete targets against which we measure ourselves.
We anchor our sustainability objectives in our management and leadership system in all stages of the value chain, from product development and production to sales and marketing. The target agreements between employees and their superiors specify the sustainability targets for the respective task, such as CO2 emissions or diversity objectives, on a consistent basis and are thus relevant for employee remuneration. The targets are reviewed annually as part of our sustainability management and are adjusted as required. In this context, through our systematic stakeholder management, we additionally respond to the requirements of internal and external interest groups which we actively involve in our sustainability activities through surveys and dialogs.
Our Sustainability Program is dynamic. Just as we are called on to adapt ourselves continuously to new market conditions in the dynamic competitive environment, we must also satisfy the requirements imposed on us by our stakeholders. That is why we have further modified, detailed, and prioritized the Sustainability Program for 2020 over 2013. The new program presents the main target horizons of our sustainability commitment until 2020, but is still flexible enough to enable addressing new challenges within a short time. We present only our TOP objectives in the printed copy of the Sustainability Report.
The complete Sustainability Program 2020 including all objectives and measures for download: PDF file (334 KB)
Target Achievements Measures in 2015 Deadline Status
(Change from 2013)
Stakeholders Stakeholder dialog. Make the stakeholder dialog more international in scope. Holding the 7th Daimler Sustainability Dialogue in Stuttgart with an international group of participants. There was no separate international event in 2014, but the concept of a dialog in 2015 was presented in various markets. The target horizon was expanded. Besides organizing the eighth Daimler Sustainability Dialogue in Stuttgart, we will hold another Sustainability Dialogue event in an international market. 2016 75% Stakeholder management and dialog Create a concept for the further development of a systematic and differentiated communication campaign and a continuous dialog in order to share ideas with stakeholders Developing a concept for the structured sharing of ideas with stakeholders at the corporate level, and initiation of pilot projects in selective corporate responsibility functions in 2015/2016 2015: Implementation of a think-tank research project about the further development of the dialog concerning issues of corporate responsibility 2016 New target
Target Achieved Measures 2015 Date Status
(Change from 2013)
Integrity and compliance Training programs. Advancement and implementation of an integrated target group-specific training program on integrity, compliance, and law. Implementation of an annual risk- and target-oriented training plan on integrity, compliance, and law; implementation of the qualification program for staff with responsibility for compliance. In 2013, a web-based training was rolled out throughout the Group for more than 100,000 employees. In 2014, nearly 40,000 employees from different hierarchical levels completed extensive web-based training on integrity, compliance and law. Since 2013, training has been offered to selected business partners based on a risk assessment performed by the responsible divisional compliance unit. In 2014, the business partner training was further advanced using a risk- and target group-oriented approach. Advancement of the qualification training program for responsible experts from the Integrity and Legal Affairs division. Integration of topic-specific training measures into a consolidated, target-oriented overall program. Strengthening of decentralized multipliers by the provision of target-group-oriented training materials and methodological aids. Implementation and roll-out of the further advanced training for external business partners including a new web-based training course with a focus on corruption prevention. ongoing 85% Top target:
Discussion of our values and principles. Continuation of company-wide dialog. Focus in 2014: introduction of an awareness tool (online game) throughout the Group for raising employee awareness of the content of the Integrity Code. Assessment of feedback on the awareness tool and derivation of follow-up measures. Introduction of an advisory office, which is available to employees for clarification of questions on acting with integrity in daily operations. The dialog on the corporate value of integrity is being continued and integrated into the activities of the units. ongoing 85% Top target:
Sustainable integration of compliance at Daimler. Integration of compliance. Further increase of the effectiveness of the Compliance Management System. Further integration of compliance as an integral element of our value chain. More efficient design of compliance processes in the company. Expansion of the set of tasks. Prevention of money laundering as a distributor of goods. Group-wide review of sanctions lists (EU and U.S.) Continuous reinforcement of the awareness for compliance to ensure a sustainable culture of integrity as the basis for daily business. ongoing 95% Whistleblower system. Optimization of the BPO whistleblower system. New reporting concept created and rolled out. As part of the continuous improvement process a review of data protection requirements was carried out; all required notifications at the data protection authorities were initiated. Sustainable communication concept is created and implementation has started. New IT system design for case processing and reporting. Creation of optimized modular process documentation and implementation of a continuous improvement process are complete. Data protection project: finalization of notifications, to the extent required. Continuation of worldwide communication measures. Implementation of redesigned IT system for case processing and BPO reporting. Ongoing optimization of existing processes. 2015 90% The view from outside. Integrity measures accompanied by the "Advisory Board for Integrity and Corporate Responsibility". The Advisory Board for Integrity and Corporate Responsibility, which was established in September 2012, met three times in 2014 and was informed about measures to foster integrity at Daimler during the year. Wilm Herlyn was appointed as a new member of the Advisory Board in the fall of 2014. The members of the Advisory Board are independent of Daimler and have an advisory function. The Advisory Board convenes for three regular meetings a year and additionally as required. It discusses matters internally, with members of the Board of Management and other Daimler representatives. The members of the Advisory Board regularly receive information on the company’s integrity activities and on other current topics that affect the Group. At the request of the Supervisory Board of Daimler AG, the members of the Advisory Board evaluate the Group’s integrity activities. ongoing 90% Data protection Revision of corporate policies for handling the data of employees and the data of customers and partners. Updates of corporate policies International roll-out after coordination with supervisory authorities. Group-wide supporting communication and implementation advice. 2014 100% Training programs. Continuation and expansion of the classroom training offered to employees, training of data protection coordinators and other multipliers Target group-specific and requirement-based preparation of training materials. Expansion of learning opportunities for knowledge multipliers. 2014 100% Building awareness. Continued implementation of the Group-wide awareness concept by 2015. Distribution of an information package to managers of Daimler AG who are newly appointed or returning to Daimler AG after a leave of absence or foreign assignments. Continuous building of employee awareness for data protection issues. Adjustment of the Group-wide awareness concept for the development of a new web-based training program. Optimization of the international training and information materials. 2015 80% Human rights Top target: (NEW)
Human Rights Respect System.
Development and implementation of a concept for an extended systematic management approach to human rights – including risk identification, program management, monitoring, and reporting. In addition to the countries with majority-owned Daimler production locations, this will be expanded with selected potential risk countries. Concept development and discussion with stakeholders. Performance of feasibility and requirements analyses on the basis of the HRCA. Development of a conceptual risk management cycle for safeguarding the continuity of the risk analysis. Discussion of conceptual elements with external stakeholders in the working group on “Human Rights” at the Seventh “Daimler Sustainability Dialogue” and their integration into the practical approach. By 2015, finalization of the concept for the human rights approach and preparation for implementation. From 2016: start of implementation. 2020 10% Top target:
Human Rights Compliance Assessment (HRCA).
Worldwide expansion of human rights risk management in 19 countries with Daimler production locations in line with UN requirements to enable early detection of possible human rights violations. Realization of Human Rights Compliance Assessments (HRCA). 2012: risk assessment initially carried out for Germany, Mexico, and Egypt 2013: HRCAs in Japan, France, Hungary, South Africa, Brazil, India, Spain, and the USA. 2014: Czech Republic, Turkey, Argentina, Canada, and Indonesia. Consequently, 16 of the 19 countries have been analyzed as planned by the end of 2014 (with the remaining three to be analyzed in 2015). In 2015, HRCAs will be carried out in Portugal, Romania, and the United Kingdom. 2015 80%
Target Achieved Measures 2015 Date Status
(Change from 2013)
Fuel consumption and CO2 emissions – main markets Top target:
CO2 emissions passenger cars in Europe.
Reduction of CO2 emissions (basis NEDC) of the EU new-vehicle fleet to 125 g of CO2/km by 2016 (corresponds to a reduction by around 30 percent in the period from 2007 to 2016). Consistent further electrification of the powertrain for achievement of Daimler-specific EU fleet targets in the year 2020. Further reduction by 4 percent. After the achievement of the designated interim target for 2012, the CO2 emissions in the European fleet in 2014 were reduced by another 5 grams to 129 g of CO2/km, a reduction by 27.5 percent vs. 2007. Highlights at the product level: New consumption-optimized 9-speed automatic transmission introduced in additional model series. Roll-out of new S-Class with significant fuel consumption reductions (–20 percent). Launch of new C-Class with significant fuel consumption reduction of up to 20 percent. Launch of additional hybrid vehicles and launch of S 500 PLUG-IN HYBRID. Continuation of passenger car engine optimization and ongoing introduction in the model series. Introduction of 9-speed automatic transmission NAG3 in other model series. Market introduction of the S 500 PLUG-IN HYBRID. Market launch of the new C-Class: all diesel models in efficiency class A or A+. 2016 90% Top target: (NEW)
Reduced fuel consumption for passenger cars in the USA (PC and LDT).
Reduction of fleet consumption in the period from 2012 (base year for currently valid consumption regulation) to 2019 by 25 percent for each segment (basis are the respective model years 2012 and 2019). Reduction of fleet consumption of PC by 6 percent, LDT by 6 percent in comparison with the respective model year. Significant improvement of the fuel economy of the new S-Class, C-Class, CLA-Class. Continuation of passenger car engine optimization and ongoing introduction in the model series. Introduction of 9-speed automatic transmission NAG3 in other model series. Market introduction of the S 500 PLUG-IN HYBRID. Market launch of the new C-Class: all diesel models in efficiency class A or A+. 2019 25% Top target: (NEW)
Reduced fuel consumption for imported and domestic passenger cars in China.
Reduction of fleet consumption in the period from 2012 (base year of currently valid consumption regulation) to 2019 by 25 percent for each fleet. Reduction of fleet consumption of imported cars by 11 percent, domestic cars by 9 percent in comparison with the base year. Significant improvement of the fuel economy of the new S-Class, C-Class. Continuation of passenger car engine optimization and ongoing introduction in the model series. Introduction of 9-speed automatic transmission NAG3 in other model series. Market introduction of the S 500 PLUG-IN HYBRID. Market launch of the new C-Class: all diesel models in efficiency class A or A+. 2019 35% Top target:
CO2 emissions of light-duty commercial vehicles.
Reduction of CO2 emissions of the EU new-vehicle fleet by more than 10 percent by 2014 from the 2010 levels. 11.5 percent reduction since 2010. Overall fleet average at 199 g of CO2/km (Mercedes-Benz fleet of light-duty commercial vehicles (N1) in Europe in 2014). New V-Class with high-efficiency 4-cylinder diesel engines and significantly lower fuel consumption than the predecessor model. New Vito with low-loss front-wheel-drive powertrain; extensive fuel efficiency measures such as stop-start function, energy recovery, fuel-economy alternator, efficient electric fuel pump, and aerodynamic improvements. The new V-Class (market launch in 2014) with high-efficiency 4-cylinder diesel engines and significantly lower fuel consumption than the predecessor model. New Vito (market launch 2014) available with low-loss front-wheel-drive powertrain that enables downsizing. Extensive fuel efficiency measures to be implemented, such as stop-start function, energy recovery, fuel-economy alternator, efficient electric fuel pump, and aerodynamic improvements through tires and underbody paneling. 2014 100% NEW: Reduction of CO2 emissions of the EU new-vehicle fleet by more than 10 percent by 2018 from the 2014 levels. 2018 Top target:
Reduced consumption of heavy-duty commercial vehicles in Europe.
Reduced consumption (liters per ton-km) for the N3 trucks in Europe by an average of 20 percent by the year 2020 compared with the base year 2005 (Euro III vehicles). Significant improvement. More than 9 percent reduced consumption for long-distance-transport reference trucks compared with 2005. Continued propagation of the “Predictive Powertrain Control” fuel-saving system and expansion of road network coverage. 2020 40% Top target:
Reduced consumption of heavy-duty commercial vehicles in NAFTA.
Reduction of the fuel consumption of Cascadia trucks by more than 20 percent by the year 2015 compared with the base year 2007. Significantly reduced fuel consumption. Reduced consumption by 20 percent for long-distance-transport Cascadia reference vehicle. Intelligent Power Management (road profile-optimized gearshift strategy). Realizing additional synergies in the area of fuel-saving technologies from the worldwide portfolio of Daimler Trucks. 2015 100% Exhaust emissions Top target:
Early compliance with Euro 6 for passenger cars.
Early compliance with Euro 6 emissions standards by 50 percent of all new Mercedes-Benz and smart vehicles in Europe by the end of 2014. More passenger cars certified to Euro 6 standards. More than 55 percent of Mercedes-Benz and smart cars sold in Europe are in compliance with Euro 6 emissions standards. In Germany the figure is already 62 percent. Introduction of Euro 6 in model series previously not included, e.g. Mercedes-Benz V-Class (market launch in 2014). 2014 100% Top target:
Comprehensive assessment and reduction of the environmental impact of Mercedes-Benz passenger car models.
Reduction of CO2 and nitrogen oxide emissions over the entire life cycle for each new model generation by 10 to 20 percent compared with the predecessor. Overall environmental targets set for all Mercedes-Benz Cars development projects. Review of targets within the Mercedes-Benz development process in accordance with ISO TR 14062 (design for environment) and ISO14006 (product-related environmental management system) Reduction of CO2 emissions and nitrogen oxide emissions over the entire life cycle of the new C-Class compared with the predecessor (see Environmental Certificate C-Class). C-Class Diesel (C 220 BlueTEC):
CO2 emissions: minus 26 percent,
NOx emissions: minus 45 percent.
C-Class gasoline engine (C 180):
CO2 emissions: minus 28 percent,
NOx emissions: minus 6 percent.
The over-fulfillment of NOx limits for diesel engines compensates for the slightly below target levels of the gasoline engine models. Ongoing review of targets within the Mercedes-Benz development process in accordance with ISO TR 14062 (design for environment) and ISO14006 (product-related environmental management system). Confirmation of development process for the GLA- and C-Class (market launch 2014) through environmental certificates. Ongoing until 2020 100% Mobility concepts Top target:
Increased use of car2go.
Ten times the number of trips and number of active users by 2015 compared with the year 2011. Expansion of car2go. car2go in 29 cities worldwide (+18 cities compared with 2011). User numbers have doubled vs. 2013 (2014: about 1,000,000 registered users). About 30 million rentals (+29 million compared with 2011). Further increase in the number of car2go locations. Expansion of business territory of existing locations. Increase of size of vehicle fleets at the locations. 2015 100% Top target:
Promotion of the construction of a hydrogen infrastructure.
Realization of pilot projects: construction and start of operations of 20 hydrogen fueling stations in Germany for supply of fuel-cell vehicles running on hydrogen from renewable resources. Construction of 100 hydrogen fueling stations by 2017 and 400 hydrogen fueling stations by 2023 in Germany, foundation of a joint venture for the erection and operation of hydrogen fueling stations Hydrogen fueling stations. Two hydrogen fueling stations commissioned, erection and completion of remaining H2 fueling stations expected in 2015. Continuation of the installation of hydrogen fueling stations together with the project partner Linde Continued buildup of a network of hydrogen fueling stations Formal foundation of an enterprise and start of business 2014 60% 16 hydrogen fueling stations as part of publicly subsidized pilot projects in Germany were co-initiated and commissioned as first stage of project, initiation of closing process towards the formation of an enterprise. 2023 15% Vehicle safety Top target:
Passenger car safety.
Five-star rating in the Euro NCAP crash test for new model series with respectively higher requirements from 2012, 2013, 2014, and 2015. Achieved “Top Safety Pick” result in IIHS crash test rating with small overlap crash starting in 2012. Interim target achieved for all Mercedes-Benz vehicles tested in 2014. New C-, GLA- and V-Class receive top rating of five stars in the Euro NCAP crash test. In addition, the Mercedes-Benz C-Class received the Euro NCAP Advanced Reward for two safety systems: the ATTENTION ASSIST drowsiness detection system (serial) and the preventive occupant protection system PRE-SAFE® (optional). M-Class and E-Class distinguished as a “Top Safety Pick+” (TSP+) in more demanding crash test conducted by the U.S. Insurance Institute for Highway Safety (IIHS). C-Class (2014) rated as “superior” by IIHS. The C-Class is available with assistance systems from the E-Class and S-Class starting in 2014: DISTRONIC PLUS proximity control system, BAS PLUS brake assist system, Active Lane Keeping Assist, Traffic Sign Assist with wrong-way warning function. Ongoing 100%
Operational Environmental Protection
Target Achieved Measures 2015 Date Status
(Change from 2013)
Climate protection in production operations Reduction of specific CO2 emissions. Continuous reduction of specific CO2 emissions in production by 20 percent vs. 2007 by 2015. Decrease in specific CO2 emissions in production vs. 2007: Daimler Buses –17 percent; Mercedes-Benz Cars –33 percent; Mercedes-Benz Vans –29 percent; Daimler Trucks –14 percent (comparison with reference year 2007 without Atlantis Foundry). Continuous implementation of measures for the reduction of specific CO2 emissions from production operations. 2015 90% Reduction of absolute CO2 emissions. Reduction of absolute CO2 emissions in European plants by 20 percent in the period from the early 1990s to 2020 (time frame of EU climate targets) despite a significant increase in production volume. Overall reduction of specific CO2 emissions of the European locations by two-thirds (use of comparable technologies for CO2 reduction in non-European plants). Decrease in absolute CO2 emissions. Reduction by 14 percent compared with the base year, 5.6 percent compared with the previous year. Efficiency measures, CO2-optimized own cogeneration facilities and the mild winter in Europe despite strong production increases led to a drop in CO2 emissions. Continuous implementation of measures for the reduction of absolute CO2 emissions from production. 2020 60%
Target Achieved Measures 2015 Date Status
(Change from 2013)
Diversity Top target:
Daimler aims to remain one of the leading German automakers in terms of diversity management. Anchoring of diversity management. Firm anchoring of diversity management in HR processes, corporate and leadership cultures, and expansion of the key topic of internationalization. The trendence Graduate Barometer 2014: Daimler is the only automotive company to be considered an equally potential employer of choice by both men and women. 63 percent of workforce approval rate on diverse composition of teams in 2014. 2nd German Diversity Day: A total of 5,512 employees voted in recognition and appreciation of diversity in the company. 14.1 percent women in executive management positions in 2014 (2013: 12.7 percent). Promotion of initiatives for the increase of flexibility in when and where to work. Increase in the share of part-time management staff at Daimler AG to 3.3 percent (2013: 3.1 percent). Around 700 company-own childcare places across Germany (and around 150 additional places at various locations). Further reinforcement of diversity management in the leadership culture with the aim of demanding and promoting diversity (among others through requirements-based qualification training). Further reinforcement of flexible work arrangements (incl. flexible working, online-based matching platform for job sharing). Increase in worldwide share of women in management positions in the Daimler Group to 15 percent in 2015. Expansion of global talent pool with 40 percent international CAReer hires by 2017. 2020 65% Employer attractiveness Top target:
Confirmation of employee commitment at above-average level. 63 points. Excellent participation rate over the years (2014: 70 percent) demonstrates continued high acceptance and deliberate use of the employee survey of the Group as a feedback tool. Confirmation of employee commitment level at above-average level compared with the benchmark in the industrial sector (2014: benchmark median at 61 ECI points). Promotion and stabilization of employee commitment as element of management task through definition of concrete division-specific targets. Concrete measures based on the current employee survey will be updated as soon as the data are available (name top three measures). The next worldwide employee survey will be conducted in September 2016. 2016 90% Generation management Top target:
Anchoring of the issue of demographics in the corporate culture and leadership process. Activities in generation management. Performance of ergonomic analyses in production areas at almost all locations around the world. Introduction and development of a pool of 482 “senior experts,” including 150 senior experts who have been on assignment since March 2013. Roll-out of the “Job Match” system centered on finding the best-suited jobs for production workers in consideration of their medical situation. Continuation of five decentralized demographic projects. Realization of training measures and awareness workshops for management staff in at least two locations. Realization of two international pilots for “Jobfit,” a strategic qualitative staff planning initiative. Realization of two location pilots for demographically oriented working hours/break-time structuring for production areas. 2020 65%
Target Achieved Measures 2015 Date Status
(Change from 2013)
Prevention and risk management Top target: (NEW)
Proof of a certified environmental management system will be provided by 70 percent of production material suppliers (based on revenue) by 2018. Component of contract terms. Sustainability and environmental requirements are integral elements of contract terms worldwide. Inclusion of the requirement for a certified environmental management system in the contract terms. Implementation of an online system for the documentation of certificates by suppliers. 2018 50% Top target: (NEW)
Review of the implementation of sustainability standards through an online self-assessment questionnaire to be completed by 40 percent of production material suppliers (based on revenue) by 2016. Successful piloting. Development and successful piloting of a self-assessment online questionnaire on sustainability standards, developed jointly with other automotive manufacturers. Request for main suppliers to complete the online questionnaire. Supporting communication measures via the Daimler Supplier Portal. 2016 20%