Dear readers, This report describes what Daimler means by ...

Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 

Daimler Nachhaltigkeitsbericht 2008 / Editorial 

Dear readers, 

This report describes what Daimler means by “sustainability.” For us, it means a “360 - DEGREE” corporate 

responsibility that applies to local and global economics, society, and ecology and extends to all of our activities 

with a sharp focus on our operations. The following pages show how we are putting our commitment into 

practice. 

It has taken more than 100 years to put the first 800 million vehicles on the road worldwide, but it will take less 

than 30 years to at least double that number. The reason is that automobiles are now affordable to a rapidly 

increasing percentage of people who live in China, India or other emerging markets. 

That’s a very positive trend, as it offers more people social and economic development opportunities. However, 

this rapid motorization will only be environmentally acceptable if we continue to make passenger cars and 

commercial vehicles cleaner. We consider this to be a perfect challenge for Daimler: 

� We invented the automobile, the truck, and the bus. 

� Customers rely on us to provide solutions – and we are ready to accept a pioneering role when it comes to 

clean and safe mobility. 

� And, finally, we have the necessary innovative strength to succeed. 

In 2007, Daimler invested € 4.1 billion in research and development and €1.8 billion in environmental protection. 

Over the next few years we will further increase these budgets. In fact, by 2010 we will have invested nearly €14 

billion in research and development. 

These efforts are all the more important because no single technology is clearly superior to all others. There’s no 

obvious route to tomorrow’s mobility. Therefore we based our “road map for sustainable mobility” on three 

pillars: 

� the ongoing optimization of our vehicles with internal combustion engines; 

� the further improvement of efficiency through hybridization – in other words, the combination of a 

combustion engine with an electric motor; and 

� zero-emission driving with fuel cell and battery drive systems. 

What’s more, we’re also actively involved in the search for future energy sources. 

All of this illustrates our determination to be the driving force behind sustainable mobility. This is one of our most 

important goals. 

We also pay close attention to the overall consequences of our actions beyond the realm of environmental 

protection. Business interests and social responsibility have to go hand in hand – and the practical application of 

this principle begins with each and every one of us. That’s why, for example, we are helping our employees to 

balance the demands of career and family. By the end of 2008 we will have set up additional childcare facilities 

for 350 children under three years of age throughout Germany.


Daimler Nachhaltigkeitsbericht 2008 / Editorial 

What’s more, in 2007 we once again trained more young people than we require in our own company. In fact, 

some 40 percent of all trainees in the German automotive industry are learning their profession at Daimler. 

But Daimler’s sense of responsibility doesn’t end at the plant gates. We also support numerous initiatives in the 

areas of education, training, science, and culture around the globe. In South Africa we’ve long supported the 

struggle to prevent the spread of HIV/AIDS. Through our worldwide “MobileKids” initiative, we are helping to 

improve road safety for children – yet another of our responsibilities as an automaker. 

Finally, we also help promote creative thinking and global understanding. For example, in conjunction with 

UNESCO, we stage international student competitions as part of our Mondialogo initiative. We support 

intercultural exchange programs for engineering students and traditionally sponsor the Donors’ Association for 

the Promotion of Sciences and Humanities in Germany. We’re also involved in a broad range of social and 

cultural activities. 

All of our activities are grounded in our corporate values of passion, respect, integrity, and discipline. They apply 

to all of our operations worldwide, at all times, and without reservations. We have explicitly committed ourselves 

to the Global Compact of the United Nations and its principles concerning human rights, employer-employee 

relations, environmental protection, and the struggle against corruption. We have implemented these principles 

in binding internal guidelines. Daimler simply does not, and will not, engage in business operations that do not 

comply with these principles. Through our Corporate Compliance department, which we have further expanded, 

we ensure that our employees apply these principles in their daily work. 

In the future we will coordinate our diverse sustainability activities even more closely. To this end, we have set up 

a coordination committee that reports directly to me. “360 DEGREES of responsibility” — that’s the standard we 

aim to live up to in all of our efforts. 

Sincerely, 

Dr. Dieter Zetsche 

Chairman of the Board of Management and 

Head of Mercedes-Benz Cars


Daimler Nachhaltigkeitsbericht 2008 / The company 

The company. Our success is based on leading brands, superior products, and high- 

performing inspired people. With our global presence, a pioneering spirit, and 

competence in innovations and technology, we can look to the future with 

confidence.


Daimler Nachhaltigkeitsbericht 2008 / The company / The company 

The company 

The name “Daimler” has been inseparable from the history of the automobile for more than 120 years. With the 

sale of the majority of shares in the Chrysler Group, Daimler, whose headquarters are in Stuttgart, is one of the 

world’s leading manufacturers of premium passenger vehicles and the world’s largest producer of commercial 

vehicles. Customized services for these products complement its product range. 

Today the annual revenues of Mercedes-Benz Cars and Daimler Trucks are twice as high as they were ten years 

ago. Mercedes-Benz Cars now produces seven additional model series and three new brands: Maybach, smart, 

and AMG. Daimler Trucks has incorporated the brands Mitsubishi Fuso, Detroit Diesel, Sterling, and Western 

Star. The portfolio of Daimler Financial Services has more than doubled over the past decade. In recent years, 

Daimler has broadened its international base and now operates in almost every country of the world. We have 

production plants in 19 countries and a worldwide network of approximately 7,300 sales locations. The 

worldwide networking of our research and development activities and of our production and sales locations gives 

us considerable potential to enhance efficiency and gain advantages in a competitive global environment. 

Approximately 272,000 men and women work at Daimler today. 

In 2007, Daimler posted annual revenues of € 99.4 billion. Of this total, 52 percent was contributed by 

Mercedes-Benz Cars, 26 percent by Daimler Trucks, 8 percent by Daimler Financial Services, and 14 percent by 

the Vans, Buses, Other segment. 

After selling the majority of its shares in the U.S. automaker Chrysler to Cerberus Capital Management in August 

2007, Daimler still holds 19.9 percent of the shares in Chrysler Holding LCC. At the end of 2007, Daimler also 

held a 24.9 percent interest in the European Aeronautic Defence and Space Company (EADS), one of the world’s 

leading companies in the field of aerospace and defense technology.



The Daimler Group 

Brands: Mercedes-Benz, smart, Mercedes-AMG, Mercedes-Benz McLaren, Maybach, Freightliner, Sterling, 

Western Star, Mitsubishi Fuso, Thomas Built Buses, Orion, Setra, Detroit Diesel, Mercedes-Benz Bank, Mercedes- 

Benz Financial, Daimler Trucks Financial 

Legal form: Stock company (AG) incorporated under the laws of the Federal Republic of Germany 

Board of Management: Dieter Zetsche (Chairman of the Board of Management and Head of Mercedes-Benz 

Cars), Günther Fleig (Human Resources and Labor Relations Director), Rüdiger Grube (Corporate Development), 

Andreas Renschler (Daimler Trucks), Bodo Uebber (Finance & Controlling/Daimler Financial Services), Thomas 

Weber (Group Research and Development Mercedes-Benz Cars) 

Supervisory Board: Comprising of ten shareholders’ representatives and ten employees’ representatives. The 

Supervisory Board appoints the members of the Board of Management and approves important corporate 

decisions. 

Headquarters: Stuttgart, Germany 

Employees: 272,382 at the end of 2007 

Trainees: 9,300 at the end of 2007 

Market capitalization: About € 67.4 billion (as of December 31, 2007) 

Total assets: €135.1 billion 

Global stock: The Daimler share is listed on the stock exchanges in Frankfurt, New York, and Stuttgart. 

Shareholders: Daimler has a broad shareholder base of approximately 1.2 million shareholders. At the end of 

2007, the largest shareholder was the Kuwait Investment Authority with a 7.2 percent shareholding. In total, 

institutional investors held 75.9 percent of the Group’s equity and private investors held 16.9 percent. Around 

71 percent of the capital stock was in the hands of European investors and around 21 percent was held by U.S. 

investors. 

Automotive sales: Daimler sold 2.1 million vehicles in business year 2007 (2006: 2.1 million). 

Mercedes-Benz Cars: 1,293,184 (+ 3 percent) 

Daimler Trucks: 467,667 (- 9 percent) 

Mercedes-Benz Vans: 289,600 (+15 percent) 

Mercedes-Benz Buses: 38,200 (+ 3 percent) 

Daimler Financial Services: Management of a leasing and sales financing portfolio of € 59.1 billion (+ 4 percent)



Daimler Group – key figures 

Revenue 95,209 99,222 99,399 0 1 

Western Europe 44,620 46,999 49,289 + 5 

thereof Germany 20,726 21,652 22,582 + 4 

NAFTA 26,756 27,857 23,499 - 16 

thereof United States 23,930 24,943 20,270 - 19 

Other markets 23,833 24,366 26,611 + 9 

Employees (Dec. 31) 293,839 274,024 272,382 - 1 

Investment in property, plant, and equipment 3,445 3,005 2,927 - 3 

Research and development expenditure 3,928 3,733 4,148 +11 

thereof capitalized 591 715 990 + 38 

Cash provided by operating activities 

(including discounted operations) 11,032 14,337 13,088 - 9 

EBIT 2,873 4,992 8,710 + 74 

Value added 

(including discounted operations) 1,452 631 1,380 + 119 

Net profit 4,215 3,783 3,985 + 5 

Net profit from continuing operations 2,253 3,166 4,855 + 53 

Earnings per share (in €) 4.09 3.66 3.83 + 5 

Earnings per share, continuing operations (in €) 2.16 3.06 4.67 + 53 

Total dividend 1,527 1,542 2,028 + 32 

Dividend per share (in €) 1.50 1.50 2.00 + 33 

1 Adjusted for the effects of currency translation, increase in revenue of 3 %. 

2005 2006 2007 2007/2006 

Amounts in € millions Change in %


Daimler Nachhaltigkeitsbericht 2008 / The company / Our product range 

Our product range 

The products supplied by Mercedes-Benz Cars range from the high-quality MicroCars of the smart brand to the 

premium vehicles of the Mercedes-Benz, Mercedes- AMG, and Mercedes-Benz McLaren brands, as well as the 

Maybach luxury sedans. Mercedes-Benz Cars has more than 17 production locations all over the world, with 

most of the division’s vehicles being produced in Germany. Approximately 97,000 men and women work in this 

division. The division’s most important sales markets in 2007 were Germany with 27 percent, the other markets 

of Western Europe (34 percent), the U.S. (19 percent), and Japan (4 percent). 

Daimler Group - business portfolio 

Daimler Trucks is the world’s leading truck manufacturer. In a global network consisting of more than 80,000 

employees, it develops and produces vehicles under the brands Mercedes-Benz, Freightliner, Sterling, Western 

Star, and Mitsubishi Fuso. Its product range covers light, medium, and heavy-duty trucks - for local and longdistance 

transport and construction sites - as well as the Unimog and Econic special vehicles. In addition to the 

buses of the Thomas Built Buses and Mitsubishi Fuso brands, the portfolio includes Detroit Diesel brand engines. 

The division’s production locations, numbering 35 in all, are located primarily in North America, Western Europe, 

Asia, and Latin America. 

Its most important sales markets in 2007 were Asia (31 percent), the NAFTA region (24 percent), Western 

Europe (19 percent), and Latin America (excluding Mexico) with 11 percent. 

The Mercedes-Benz Vans unit has production facilities at seven locations in Germany, Spain, the U.S., Argentina, 

and Vietnam for the model series Vito/Viano, Sprinter, and Vario. In the U.S., the Sprinter is sold under the 

Dodge and Freightliner brands. Its main sales markets are Western Europe (71 percent) and the NAFTA region 

(10 percent). 

Daimler Buses offers travel coaches, city buses, and rural service buses as well as chassis of the Mercedes- 

Benz, Setra, and Orion brands. They are produced at 12 production plants, located mainly in Germany, Turkey, 

Brazil, and North America. Daimler Buses generates 49 percent of its revenues in Western Europe, 14 percent in 

the NAFTA markets, and 20 percent in Latin America (not including Mexico). 

The Daimler Financial Services division supports the sales of Daimler Group vehicles with customized financing 

and leasing services for dealers and end customers. Its range of services also includes insurance, fleet 

management, investment products, and credit cards. Its main areas of operation are North America and Western 

Europe. 

Daimler Financial Services holds a 45 percent share in the Toll Collect consortium, which launched a system for 

electronic toll collection for trucks with a GVW of over 12 tons in Germany in January 2005. 

For more information on the Daimler Group and the individual divisions, go to here.


Daimler Nachhaltigkeitsbericht 2008 / The company / Our product range / Information on Daimler* 

Information on Daimler* 

The following links will allow you to call up individual tables with current company data and business and 

financial figures. Downloading the “Daimler Overview” brochure (PDF, 6.1 MB), provides you with a complete 

overview of the tables. 

Key financial figures Daimler Group 

Amounts in millions of EUR 2006 2007 

EBIT 4,992 8,710 

Value Added 631 1,380 

Net Profit 3,783 3,985 

Earnings per share (in EUR) 3.66 3.83 

Investment in property, plant and equipment 3,005 2,927 

Research and development expenditure 3,733 4,148 

Revenue Daimler Group 


Total 99,222 99,399 

By regions 

Western Europe 46,999 49,289 

thereof Germany 21,652 22,582 

NAFTA 27,857 23,499 

thereof USA 24,943 20,270 

Other markets 24,366 26,611 

By divisions and operating segments 

Mercedes-Benz Cars 51,410 52,430 

Daimler Trucks 31,789 28,466 

Daimler Financial Services 8,106 8,711 

Vans, Buses, Other 13,151 14,123 

Employees Daimler Group 

(Dec. 31) 2006 2007 

Total 274,024 272,382 

By regions 

Germany 166,592 166,679 

USA 27,629 24,053 

Rest of World 79,803 81,650 

By divisions and operating segments 





Sales Organization 46,952 48,078



Key financial figures Mercedes-Benz Cars 


EBIT 1,783 4,753 

Revenue 51,410 52,430 

Value Added 915 3,892 

Investment in property, plant and equipment 1,698 1,910 

Research and development expenditure 2,274 2,733 

Employees Mercedes-Benz Cars 

(Dec. 31) 2006 2007 

Total 99,343 97,526 

By regions 

Germany 87,272 85,322 

USA 4,012 3,869 

Rest of World 8.059 8,335 

Unit Sales Structure Mercedes-Benz Cars 

(units) 1 2006 2007 

Mercedes-Benz 1,149,100 1,180,000 

A-Class/B-Class 292,500 275,400 

C-Class/CLK-Class/SLK-Class 328,600 386,500 

E-Class/CLS-Class 243,400 230,900 

S-Class/CL-Class/SL-Class/SLR/Maybach 108,000 107,000 

ML-Class/R-Class/GL-Class/G-Class 176,600 180,200 

smart 102,700 103,100 

Mercedes-Benz Cars 2 1,251,800 1,293,200 


thereof Germany 353,300 342,900 

NAFTA 271,800 276,100 

thereof USA (retail sales) 248,100 253,400 

Asia/Pacific 124,700 139,400 

thereof Japan 48,500 46,300 

1 Group sales (including leased vehicles) 

2 Mitsubishi L200 Pickup and Mitsubishi Pajero vehicles manufactured in South Africa have been included under Mercedes-Benz Cars since Q1/2007; these 

vehicles had previously only been included at Group level.



Employees Mercedes-Benz Cars by location 

(Dec. 31) From MBC On Site 

Sindelfingen 26,308 1 

Untertürkheim 17,132 3 

Production vehicles Mercedes-Benz Cars 

Production components Mercedes-Benz Cars 

36,390 2 

23,287 2 

Bremen 11,229 4 13,271 

Rastatt 5,957 6,170 

Berlin 2,992 3,115 

Hamburg 2,324 4 2,608 

Tuscaloosa 3,869 3,869 

East London 2,825 2,825 

Juiz de Fora 1,267 1,267 

Hambach 828 828 

1 incl. chassis parts production of Hamburg and Bremen plants as well as Untertürkheim plant Gastronomy Services and Corporate Security functions 

2 incl. Research & Development 

3 excl. Untertürkheim plant Gastronomy Services and Corporate Security functions 

4 excl. chassis parts production 

(units) 

Sindelfingen 436,211 

Bremen 225,011 

Rastatt 282,518 

Tuscaloosa 174,356 

East London 23,335 

Juiz de Fora 8,225 

Hambach 102,663 

(units) 

Untertürkheim 

Berlin 

Engines 1,019,746 

Rear axles 686,083 

Front axles 638,242 

Transmissions 1,348,185 

Engines 280,937 

Hamburg 

Rear axles 503,062 

Front axles 483,353



Major markets Mercedes-Benz Cars 

(units) 1 2006 2007 

1. Germany ( 1.) 324,000 309,900 

2. United States (retail sales) ( 2.) 248,100 253,400 

3. United Kingdom ( 3.) 83,700 79,800 

4. Italy ( 4.) 75,100 78,100 

5. France ( 5.) 60,500 59,900 

6. Spain ( 7.) 45,700 48,900 

7. Japan ( 6.) 47,000 46,200 

8. South Africa ( 8.) 24,300 27,600 

9. China ( 10.) 16,400 26,800 

10. Belgium ( 9.) 22,600 23,200 

11. Canada ( 12.) 14,500 15,700 

12. Russia ( 16.) 9,700 15,600 


Key financial figures Daimler Trucks 


EBIT 1,851 2,121 

Revenue 31,789 28,466 

Value Added 1,107 1,447 

Investments in property, plan and equipment 912 766 

Research and development expenditures 1,038 1,047 

Employees Daimler Trucks 

(Dec. 31) 2006 2007 

Total 83,237 80,067 

By regions 

Germany 27,617 28,975 

USA 20,339 16,667 

Rest of World 35,281 34,425 

Unit Sales Structure Daimler Trucks 

(units) 1 2006 2007 

Total 516,100 467,700 


Germany 38,800 41,000 

United Kingdom 7,800 7,100 

France 11,100 11,400 

Italy 5,300 5,400 

NAFTA 187,800 114,000 

USA 163,700 94,600 

Latin America (excluding Mexico) 39,700 53,000 

Brazil 21,800 27,900 

Asia/Australia 151,800 153,200 

1 Group sales (including leased vehicles)



Employees Daimler Trucks by location 

(Dec. 31) From Daimler Trucks On Site 

Wörth 10,909 10,909 

São Bernardo do Campo (Brazil) 10,417 10,417 

Aksaray (Turkey) 1,595 1,595 

Mannheim 5,141 5,141 

Kassel 3,077 3,077 

Gaggenau 6,477 6,477 

Molsheim (France) 532 532 

Portland (USA) 2,852 2,852 

Cleveland (USA) 3,065 3,065 

Mount Holly (USA) 1,238 1,238 

St. Thomas (Canada) 1,485 1,485 

Santiago Tianguistenco (Mexico) 2,512 2,512 

Kawasaki (Japan) 4,589 4,589 

Toyama (Japan) 639 639 

Tramagal (Portugal) 380 380 

Oye/Nagoya (Japan) 200 200 

Bangkok (Thailand) 161 161 

Major markets Daimler Trucks 

(units) 1 2006 2007 

1. United States ( 1.) 163,700 94,600 

2. Japan ( 2.) 71,100 54,000 

3. Germany ( 3.) 38,800 41,000 

4. Indonesia ( 5.) 20,900 29,900 

5. Brazil ( 4.) 21,800 27,900 

6. Turkey ( 6.) 18,300 18,900 

7. U.A.E. Dubai ( 10.) 10,800 16,200 

8. France ( 9.) 11,100 11,400 

9. Canada ( 7.) 16,900 10,800 

10. Australia ( 12.) 7,500 10,000 

11. Mexico ( 14.) 7,200 8,600 

12. Saudi Arabia ( 15.) 6,000 8,000 


Key financial figures Daimler Financial Services 


EBIT 807 630 

Revenue 8,106 8,711 

New business 27,754 27,611 

Contract volume 57,030 59,143 

Value Added 218 33 

Investments in property, plant and equipment 17 29



Employees Daimler Financial Services 

(Dec. 31) 2006 2007 

Total 6,813 6,743 

By regions 

Germany 2,503 2,410 

USA 1,040 1,088 

Rest of World 3,270 3,245 

Key financial figures Vans, Buses, Other 


EBIT 1,327 1,956 

Revenue 13,151 14,123 

thereof Vans 8,277 9,341 

thereof Buses 4,042 4,350 

Value Added 277 988 

Investments in property, plant and equipment 378 241 

Research and development expenditures 421 368 

Unit sales Vans 256,900 289,100 

Unit sales Buses 36,200 39,000 

Employees (Dec. 31) 37,679 39,968 

Employees Daimler Buses 

(Dec. 31) From Buses On Site 

Mannheim 3,369 3,369 

Ulm/Neu-Ulm 3,711 3,711 

Dortmund 181 181 

Istanbul-Ho¸sdere (Turkey) 3,263 3,263 

Ligny-en-Barrois (France) 415 415 

Oriskany (USA) 662 662 

São Bernardo do Campo (Brazil) 1,882 1,882 

Employees Mercedes-Benz Vans 

(Dec. 31) From Vans On Site 

Düsseldorf 7,485 7,544 

Ludwigsfelde 2,653 2,653 

Vitoria/Barcelona (Spain) 3,683 3,683 

González Catan (Argentinia) 2,361 2,361 

Charleston (USA) 154 154 

* Content on this page is available exclusively on the Internet.


Daimler Nachhaltigkeitsbericht 2008 / The company / Values and strategy 

Values and strategy 

Daimler intends to continue offering its customers top performance in all segments in the future. We aim to be 

one of the world’s leading automotive manufacturers and a company that is valued by its customers, business 

partners, and employees. A major principle underlying our efforts is the vision of sustainability, which calls for a 

practicable balance between economic, ecological, and social considerations. 

In our automotive business we aim to achieve an average return on sales of 9 percent across all market and 

product cycles. In order to reach our goals, we have defined the Daimler target system as a strategic framework. 

This target system consists of six strategic dimensions (see graphic) and is based on the four core values of 

passion, respect, integrity, and discipline. 

Within the framework of the Daimler target system, we have defined four strategic areas of activity for the years 

ahead: 

� We will strive for excellence in our business operations. Our determination to deliver top performance will 

form an essential part of our corporate culture. 

� We aim to expand our core business activities and open up new markets in the major growth regions of the 

world. 

� We aim to extend the range of services we offer our customers and to work on refining innovative vehicle 

technologies. 

� Lastly, we aim to take advantage of new opportunities for growth in automobile-related areas. 

Commitment to excellence


Daimler Nachhaltigkeitsbericht 2008 / The company / Values and strategy / Daimler target system and strategic areas of activity* 

Daimler target system and strategic areas 

of activity* 

Strategy 

We have reviewed the strategic focus of Daimler AG and adjusted it to the new situation. As a pacemaker for 

technological progress in the automobile industry, we focus on our traditional strengths: we want to inspire our 

customers with 

� first-class premium automobiles that set the benchmark, 

� commercial vehicles that are the best in their respective competitive environment, and 

� outstanding service solutions related to these products. 

Target system. The goal of the new Daimler AG is unchanged: We intend to achieve sustainable profitable growth 

in all of our divisions and thus to increase the value of the Group. Daimler has solid foundations in all of its 

businesses and has a leading market position in each relevant segment. We aim to be one of the world’s leading 

automotive manufacturers and a company that is valued by its customers, business partners and employees. We 

have set ourselves challenging targets also in financial terms: We aim to earn an average return on sales of 9% in 

the automobile business over the market and product cycles. In order to achieve these targets we have defined a 

strategic framework – the Daimler target system – which, as shown in the above diagram, consists of six 

strategic dimensions and is based on the four key values of passion, respect, integrity and discipline. We believe 

that these values are a prerequisite to deliver excellent performance - and we therefore act in accordance with 

them. 

For both the Group and the individual divisions, we have defined the actual situation and the target for each of 

these individual strategic dimensions. 

Commitment to excellence 

Daimler ScoreCard. The Daimler ScoreCard supports the implementation of our corporate strategy. It is the link 

between our target system and the operational management of the businesses by evaluating the progress made 

towards our strategic goals. The Daimler ScoreCard serves as an additional management instrument: it 

supplements the financial controlling instruments with the application of non-financial performance indicators. 

Four strategic focus areas for action. To achieve our strategic targets, within the framework of the Daimler target 

system we have laid down four strategic focus areas for the coming years:


Daimler Nachhaltigkeitsbericht 2008 / The company / Values and strategy / Daimler target system and strategic areas of activity* 

� Operational excellence and a high performance culture. Our goal is to develop, produce and sell superior 

products using processes with above-average efficiency. We establish clear structures and lean processes 

and use the opportunities of standardization and modularization for further productivity increases in all 

businesses. For this purpose, in recent years we have started efficiency programs in all of our divisions, some 

of which have already been completed. Two examples are the CORE program at Mercedes-Benz Cars and the 

Global Excellence program at Daimler Trucks. Our success with process optimization has also been 

confirmed by external awards such as first place overall for our Untertürkheim plant in the 2007 

“Manufacturing Excellence Award”. Furthermore, as a result of the new management model we initiated in 

2006, structures and processes have been newly organized also in the supporting functions, facilitating the 

focus of our business on the core automotive functions. The implementation of the new management model 

is progressing according to plan. Improving efficiency will remain a key strategic focus in the future. 

In order to achieve these ambitious corporate goals and to promote the implementation of a high 

performance culture, we need highly motivated and high-performing employees who are aware of their 

contribution to the Group’s success and who act with a focus on success and customer satisfaction. We 

therefore initiated a wide-ranging Excellence Process throughout the Group in the autumn of 2007. 

Gradually, all levels of the hierarchy will be included. In this way, we intend to ensure that all of our 

employees throughout the Group focus their actions even more closely on our corporate goals. 

� Expansion of core business in traditional market segments and utilization of new opportunities on a regional 

basis. Superior products and customer services are crucial for us to continue growing in our traditional core 

segments. The market success of our vehicles shows that we are on the right track in terms of quality, 

customer satisfaction, customer perception and product appeal. Numerous prizes demonstrate the excellent 

market position of our vehicles: The S-Class and the SL-Class were both voted “Best Car of the Year 2007” in 

their respective categories by the German automobile magazine “Auto Motor Sport”. The emergency braking 

assistance (Active Brake Assist) of the Mercedes-Benz Actros was awarded ADAC’s “Yellow Angel” prize and 

the European Safety Prize. Mercedes-Benz and Setra buses unit received the “Best Bus 2007” award in their 

respective class. In the United States, J.D. Power awarded Mercedes-Benz Financial first place among the 

captive financial services providers. Our expertise in the area of environmentally friendly automobiles is 

underscored by awards such as the TÜV environmental certificate for the C-Class sedan and station wagon in 

Germany and the “World Green Car” award for the E 320 BLUETEC in the United States. We intend to utilize 

additional potential in the markets of the future with products whose character and marketing are tailored to 

the special requirements of each market. Our recent activities in China and India are topical examples of the 

enhancement of our local market position. For example, in China the foundation stone has been laid for a 

new van plant in Fuzhou. In India, we have started production of the Mercedes-Benz Actros heavyduty truck 

and have agreed on a joint venture for the production of trucks with the Hero Group. In addition, Daimler 

Buses has agreed to cooperate with Sutlej Motors on the production of buses in India. 

� Further development of innovative and customer-oriented services and technologies. We are working 

intensively on the development of innovative, customer-oriented technologies along the entire automotive 

value chain. It makes sense to utilize innovations in different businesses throughout the Group. For example, 

we applied BLUETEC, the world’s cleanest diesel technology, first in commercial vehicles and later also in 

passenger cars, underscoring our leading role. In the future, we intend to make even more use of such 

opportunities for the Group-wide transfer of innovations. 

Our research and development work in the coming years will focus on developing environmentally friendly 

alternative drive systems. In addition to optimizing conventional drive systems, we are working on various 

alternative systems such as hybrid drive, fuel-cell drive, and so-called “DIESOTTO” engines, which are 

designed to combine the economy of diesel engines with the low emissions of modern gasoline engines. Not 

only are we the undisputed global market leader for hybrid buses, but with more than 100 vehicles, we have 

the world’s biggest fleet of fuel-cell vehicles in use. Our involvement as majority shareholder of the newly 

founded “Automotive Fuel Cell Cooperation” shows the importance we place on extending our expertise in 

this area. As early as the year 2010, we intend to start production of fuel-cell vehicles with a small series of 

the B-Class. Parallel to the technological development of our product range, we plan to expand the range of 

services we offer in connection with these products. In cooperation between Daimler Financial Services and 

the automotive divisions, new methods will therefore be prepared in order to utilize the promising business 

potential offered by the services sector. 



Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability 

Managing sustainability. On the basis of our vision of sustainability, we have 

developed specialized management systems, which we have systematically 

embedded in our daily operations. These systems are helping us to achieve our 

sustainability targets.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Expanding sustainability management 

Expanding sustainability management 

By creating a Sustainability Board at the top management level, Daimler has further systematized and optimized 

its sustainability management. In line with a Board of Management resolution from April 2008, the Group 

combines all of the management processes relevant to sustainability in the Sustainability Board. This committee, 

which is directly responsible to the Chairman, coordinates significant sustainability measures throughout the 

Group and supports the operating units as they put solutions into practice. 

The Sustainability Board complements existing management structures and committees within the Group, such 

as the Corporate Environmental Protection unit, the Business Practices Committee in the Legal & Compliance 

unit, and the Global Diversity Office in the area of human resources. In addition, the Sustainability Board 

supports the strategic and operative control of sustainability-related activities at every level – from the Board of 

Management to the individual workstation. Sustainability management in the area of corporate environmental 

protection, in the area of compliance, and in the area of human resources. 

The Sustainability Board is managed by the Board of Management member responsible for corporate 

development/ strategy. The Sustainability Board’s proposals for more extensive activities are submitted to the 

Board of Management for approval. 

The Daimler Sustainability Board, which meets at least four times a year, consists of eight representatives of 

Daimler’s top management. The cross-divisional functions represented include: 

� Communications 

� Corporate Development/Strategy 

� Corporate Research & Environmental Protection 

� Global Procurement 

� Human Resources 

� Investor Relations 

� Legal & Compliance 

� Public Policy and External Affairs


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Expanding sustainability management 

Sustainability governance structure 

The Daimler Sustainability Board is supported by a cross-divisional team (Sustainability Office) at the operational 

level. Depending on the issue, high-ranking representatives from Mercedes-Benz Cars, Daimler Trucks, 

Mercedes-Benz Vans, Daimler Buses, and Daimler Financial Services are actively integrated into the sustainability 

management process.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management 

Responsible corporate management 

As a company listed on the stock exchanges, Daimler has an obligation to its shareholders and stakeholders. 

Responsible and continually evolving corporate management with smoothly functioning organs and efficient tools 

for guidance and control is needed in order to systematically exploit development potential and minimize 

business risks.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Corporate Governance 

Corporate Governance 

Because our corporate headquarters are in Germany, the formal structure of our corporate governance has 

primarily been defined by German law. We also need to comply with the additional requirements placed on us by 

the fact that we are listed on the New York Stock Exchange. The competencies of our three corporate bodies – 

the Annual Meeting, the Board of Management, and the Supervisory Board – are regulated by legal provisions. 

The dual management system in accordance with German stock corporation law is approved through the strict 

separation between the executive (Board of Management) and monitoring (Supervisory Board) organs. (see the 

diagram below). 

Corporate governance at Daimler


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Our standards of business conduct 

Our standards of business conduct 

We have formulated our benchmarks for good corporate management in our standards of appropriate business 

conduct, which include laws as well as internal policies and guidelines. Ensuring compliance with these 

standards in all of our business processes is the task of corporate management. Three units in particular are 

involved in this area: 

� The Legal department communicates the basic legal principles with which the company, its employees and, 

in particular, senior managers must comply; 

� Corporate Compliance (CCO) develops and communicates guidelines and procedures for application in daily 

business operations; 

� Corporate Auditing conducts monitoring and audits within the organization in order to find out whether any of 

our business processes harbor unusual risks for the Group and whether they are in line with general legal 

requirements as well as our internal policies and guidelines. 

In 1999 we formulated the Daimler Integrity Code, a comprehensive set of guidelines for professional conduct 

that applies to all employees without exception. In 2003 we supplemented the Integrity Code with our Principles 

of Social Responsibility and our Code of Ethics. 

The basic principles underlying our guidelines for professional conduct are translated into regulations for 

employee behavior by specific Group policies and guidelines. These Corporate Policies & Guidelines, which were 

laid down in 2006, are an important aid to orientation regarding the Group’s complex business operations. In 

2007 our compliance organization supplemented the compliance program with a set of central corporate policies 

and corporate guidelines. For example, it worked closely with the Human Resources department to institute our 

“zero tolerance” corporate policy as well as a guideline regarding the uniform, fair, and transparent application of 

disciplinary measures. 

Our target for 2008 is to further improve the clarity and transparency of our standards of business conduct. In a 

policy cleanup process, we will examine all of our guidelines to ensure that they are up to date and optimize or 

discontinue any guidelines and policies which are no longer current. We have defined comprehensive criteria to 

this end. The optimized and standardized rules and regulations will in future be known as the “House of Policies.”


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Compliance 

Compliance 

We reject on principle any kind of business activity that is illegal or is in contravention with our values and 

fundamental principles. The task of Corporate Compliance at Daimler is to promote and demand appropriate 

business conduct in line with this principle among all employees. 

Corporate Compliance (CCO) was established in early 2006. It is headed by the Chief Compliance Officer, 

appointed in 2008, who is also head of the Legal department and reports directly to the Board of Management. 

CCO creates framework conditions and develops measures aimed at safeguarding Daimler and its employees 

from unethical decisions and preventing inappropriate conduct. 

At the beginning of 2006, the Daimler Board of Management appointed a Compliance Committee comprising 

high-ranking managers from various units. This committee defines and manages the implementation of our 

compliance program. It also reviews and initiates the systematic integration of compliance aspects into our 

business processes and authorizes all related corporate guidelines. 

Framework 

The Chief Compliance Officer regularly informs the Board of Management, the Compliance Committee, and the 

Audit Committee of the Supervisory Board about the current status of compliance activities within the Group. In 

addition, we have appointed an independent external consultant who monitors the efficiency and effectiveness of 

the compliance program and advises the Supervisory Board, the Audit Committee, and the Board of 

Management. 

We’ve made good progress in our efforts to create a culture of sustained compliance in our company. With the 

CCO, we have created a strong management organization. We have also initiated a transformation of our 

corporate culture that is in line with our corporate values and will establish compliance in all of our business 

units and business processes.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Compliance 

Promoting awareness 

We have instituted a variety of measures to ensure that the rules for compliance are clearly implemented in our 

day-to-day business operations. For example, compliance issues are continually communicated in our internal 

media and are on the agenda of manager training sessions, informational and qualification events, and special 

qualification programs. In the last two years, Daimler AG has conducted in-depth classroom courses for 

approximately 9,000 employees, approximately half of whom were managers. In addition, 3,000 employees 

completed a precisely defined e-learning program and 26,000 employees used an animated compliance 

communication tool. At its business locations all over the world, Daimler has appointed more than 50 

Compliance Managers who support the local business units. It has also introduced new processes such as 

mandatory consultation in the case of business dealings with government parties and due diligence (verifying the 

integrity of new business partners). 

The Compliance Consultation Desk (CCD) is available to answer all questions submitted by employees on a 

strictly confidential basis; employees can also ask their questions anonymously if they wish. The CCD has 

processed more than 12,000 inquiries so far. Our employees and external partners can also report suspected 

inappropriate conduct to the Business Practices Office (BPO). The Business Practices Committee (BPC),which 

comprises representatives of top management, investigates all reported cases and takes appropriate measures. 

To ensure timely identification of risks and ensure an appropriate response, the CCO has introduced a 

compliance risk management system. Since the beginning of 2006, compliance reviews have been carried out in 

more than 30 sales companies or business units in over 25 countries. Moreover, in more than 50 companies or 

business units we have set up standardized control systems that are monitored by internal audit professionals.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Risk management system 

Risk management system 

Within the framework of global operations, Daimler’s divisions are exposed to a large number of risks that are 

inextricably linked with their business activities. For the early detection, evaluation, and consistent management 

of risks, we use effective management and control instruments that are combined into a uniform risk 

management system which meets the applicable legal requirements. The main risk categories are economic 

risks, sector-specific risks (including environmental and social risks), and financial market risks.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Risk management system / 

Structure of the risk management system* 

Structure of the risk management system* 

The risk management system is an integral part of the overall planning, control, and reporting process in all the 

relevant legal entities and central functions. It is based on a risk management handbook that describes in detail 

the methodological and procedural framework of risk management at Daimler AG. 

The aim of the process is to identify risks and evaluate them in terms of their probability and the amount of 

damage they could cause. Key risk categories that are monitored individually and in terms of their combined 

effect include the following: 

� economic risks (for example, risks due to overall economic development in the core markets or the 

development of raw material prices); 

� sector-specific and company-specific risks, including the images of all the Daimler brands, product quality, 

legal requirements and political circumstances, supplier risks, unforeseen events, and environmental risks — 

with regard to products (integration of environmental protection into the development process) as well as 

production; 

� risks connected with financial markets (including market risks due to fluctuating exchange rates, interest 

rates, and share prices) 

The responsible persons also have the task of developing, and initiating as required, measures to avoid, reduce, 

and hedge risks, and to monitor risks within the framework of a regular controlling process. The risk 

management system enables the Board of Management to identify key risks at an early stage and to initiate 

suitable countermeasures. The Corporate Auditing department supports the Board of Management in monitoring 

the various functions and business units of our company. The integrated early warning system for risks, as well 

as the structure and implementation of risk management, are reviewed not only by the Corporate Auditing 

department but also by the auditors of our Consolidated Financial Statement. 

By means of risk-oriented reviews, the Corporate Auditing department helps to make corporate processes 

efficient and effective and to improve management quality in a sustained manner. As part of its review activities, 

the Corporate Auditing department informs the Board of Management, the Audit Committee, and the auditors of 

our Consolidated Financial Statement about its conclusions, suggestions for improvement, and the extent to 

which the suggestions have been implemented. 

As part of a reorganization process, the Corporate Audit department centralized all auditing functions, which had 

previously been distributed among various locations, in 2006. This made it possible to standardize and uniformly 

apply auditing processes throughout all the business areas and functions and to strengthen the independence of 

the Corporate Auditing department within the Group. We continued this process in 2007 and intensified it by 

creating a functionally oriented organization. By increasing the rotation of the employees in Corporate Auditing, 

we ensure, on the one hand, that the department has the requisite knowledge of all Group functions and 

business areas and, on the other, that the people going back into the business units promote risk awareness 

there. 

Further information is available in our Annual Report 2007. 



Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Risk management system / 

Compliance with competition law* 

Compliance with competition law* 

Daimler's policy on antitrust issues is stipulated in its Integrity Code (page 20). Here it is stated that the 

company "complies fully with all applicable antitrust and trade laws and the corresponding laws on price setting, 

competition law, and consumer protection." It is further stated that these laws regulate "the company's relations 

with its competitors, suppliers, dealers, and customers. They prohibit agreements and other activities that fix or 

influence prices or conditions, divide up sales territories or customers, or illegally restrict free and open 

competition." Employees who have questions about these laws are asked to contact the Legal Affairs 

department. 

� Integrity Code (PDF, 148 KB) 

� Daimler AG Code of Ethics (PDF, 96 KB) 



Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / Dialogue with public policy-makers 

Dialogue with public policy-makers 

In line with a Board of Management decision made in 2006, the Public Policy and External Affairs department is 

the coordination center for all dialogue with political decision- makers on issues relevant to our company. This 

department carries out advance monitoring of our lobbying activities to ensure compliance with our legal 

obligations and ethical standards. In addition, in 2007 we put in place specific standards for responsible 

lobbying. These guidelines are currently being reworked and will soon be downloadable at this site.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Responsible corporate management / 

Principles regarding donations and sponsorship 

Principles regarding donations and 

sponsorship 

For sponsorships and donations, Daimler has put into place clearly defined responsibilities, transparent donation 

processes, and efficient control systems. The company’s donation activities are coordinated and steered by the 

Legal department on the basis of our corporate guideline on charitable contributions. In 2006, the company 

established the “Review Board on Sponsorship & Donations,” which approves substantial requests for donations 

and sponsorships. A database compiles information on the company’s sponsorship and donation activities on a 

global scale to achieve greater transparency. In 2007, the company supported institutions and projects for 

charitable causes with social sponsorships and donations amounting to € 35.89 million (project budget only, 

figures without U.S. due to the transfer of our majority interest in Chrysler in 2007). 

In some countries Daimler supports its own foundations in order to consolidate the company’s activities directed 

toward social goals. Brand and product-related sponsorship is coordinated by the business units and Corporate 

Sponsoring. 

Starting in 2008, instead of offering gifts to guests at our vehicle presentations around the world, we are 

donating the money we normally spend on such presents (altogether approximately € 90,000) to nonprofit 

organizations. 

In 2006 we introduced a separate set of rules as a guideline for donations to political parties. According to these 

rules, donations to political parties require authorization from the Board of Management on principle and are 

currently only permitted for parties in Germany.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Corporate management 

Corporate management 

The Board of Management controls the Group’s business activities jointly in accordance with the principle of 

collegiality.Notwithstanding the joint responsibility of Board of Management, each Board member manages his 

own portfolio on his own responsibility. After the demerger from Chrysler, the number of Daimler Board of 

Management members was reduced from nine to six. The Board’s functions include the strategic guidance of the 

Group and management of its daily business operations. It is also responsible for preparing the Annual Report 

and the corporate and interim reports, as well as for setting up and monitoring the risk management system. 

Daimler informs shareholders, financial analysts, shareholders’ associations, the media, and interested public 

about the situation of the Group and about any significant changes in its business.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Environmental management system 

Environmental management system 

Protecting the environment is a primary objective of the Daimler Group. It is a fixed component of our corporate 

strategy with basic objectives defined in the Group’s environmental protection guidelines, which are passed by 

the Board of Management and are binding for all of our employees and business locations (see box). A detailed 

version of the environmental guidelines is available as a PDF file in the Download Center. 

As an automaker we must keep environmental protection in mind throughout the entire lifecycle of our products 

- from deliveries by our suppliers to development, logistics, production, sales and utilization, as well as the 

disposal or recycling of end-of-life vehicles. 

The Group’s environmental protection guidelines 

� We face the environmental challenges of the future by working continuously to improve the environmental 

performance of our products and operations. 

� We strive to develop products which in their respective market segments are highly environmentally 

responsible. 

� We plan all stages of manufacturing to provide optimal environmental protection. 

� We endeavor to achieve exemplary environmental performance worldwide. 

� We provide our employees and the public with comprehensive information on environmental protection. 

Production-related environmental protection. The certification of all our locations around the world in line with 

ISO 14001 and additional validation of our German locations by the EU’s Eco-Management and Audit Scheme 

(EMAS) are important elements of our environmental management system. The efficacy of the system is regularly 

audited by external experts. Today, more than 96 percent of our worldwide workforce is employed in production 

facilities with certified environmental management systems. 

The merging of the management systems for quality, environmental protection, and occupational health and 

safety into a single system is an important goal at Daimler. As a result, environmental protection tasks are being 

integrated even more fully into the core functions and processes of the respective units, instead of being dealt 

with as separate processes. An integrated concept has already been implemented since 2002 in the production 

facilities of Mercedes-Benz Cars around the world. 

In addition, our process for evaluating the environmental risks connected with our production facilities 

throughout the world helps us to identify environmental risks on the basis of uniform standards, minimize them, 

and thus to refine our preventive measures for environmental protection. These audits involve regular and 

systematic monitoring and assessment of the location’s environmental management system as well as the key 

areas of environmental protection, such as atmospheric emissions, wastewater, waste disposal, and handling of 

hazardous materials. Elimination of any existing environmental risks is a component of the target agreements 

concluded between the Board of Management and plant managements. 

Environmental protection in product development. Vehicle development takes place in a standardized process in 

which the vehicle specifications and quality gates (milestones in the development process) form the 

cornerstones. Environmental protection issues and requirements (fuel consumption, emissions, prohibited or 

prescribed materials, and recycling requirements) are an integral part of the vehicle specifications and are taken 

into account and managed throughout the entire product creation process within the framework of the quality 

gates.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Environmental management system / Organization of environmental management 

Organization of Group-wide environmental 

management 

We have developed clear structures, processes, and areas of responsibility which enable systematic pursuit of 

our environmental targets and make specific improvements (see the graphic). On behalf of the Board of 

Management of Daimler AG, the Board member responsible for Group Research and Mercedes-Benz Cars 

Development is also entrusted with the company’s environmental protection activities. In addition, we have 

established four functions or organizational units that are in charge of the central management of our 

environmental protection activities, as well as the cross-unit networking and communication of these activities: 

Corporate organization – environmental protection 

� A Chief Environmental Officer has been appointed to coordinate environmental management throughout the 

Group. He has also been commissioned by the Board of Management to oversee the central environmental 

management system and to advise the Board on environmental issues. 

� The corporate environmental protection unit (GR/ VGE) coordinates the operational requirements of Groupwide 

environmental management, including the analysis and implementation of legal requirements, 

monitoring progress toward environmental targets, defining and refining environmental standards, ensuring 

regular reporting on environmental issues, and risk management connected with environmental protection. 

� The Global Product Environmental Council comprises the environmental officers for products as well as 

representatives of the Corporate Strategy, Public Policy and External Affairs, and Communications functions. 

The Council analyzes product-related environmental issues, sets targets, coordinates cross-unit 

environmental protection tasks, and initiates overarching environmental protection projects. 

� Production-related environmental protection issues are dealt with by various regionally oriented committees 

that are coordinated by the Corporate Environmental Protection unit in cooperation with the Chief 

Environmental Officer.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Environmental management system / Environmental award for employees* 

Environmental award for employees* 

All of our employees are responsible for the success of our environmental protection measures. That’s why we 

organize training programs in the area of environmental protection for our workforce. In addition, every two years 

we run a Group-wide competition for the “Environmental Leadership Award” (ELA), which is granted in 

recognition of projects that promote environmental protection within the Group (see also “An award that 

promotes environmental protection”, below). 

An award that promotes environmental protection 

Since 2006, the Mercedes production plant in Untertürkheim has saved around 52 million kilowatt-hours of 

electric energy, 130 million kilowatt-hours of heat, and 500,000 cubic meters of drinking water. That’s a huge 

success for the environment and the company, thanks to the initiatives taken by an environmentally conscious 

and active workforce. A project team from the plant established a number of highly diverse approaches to saving 

energy; this was acknowledged with Daimler’s 2007 Environmental Leadership Award (ELA). 

Every two years, the company invites Group employees to compete for the ELA in the categories “Productionrelated 

environmental protection,” “Product-related environmental protection,” and “Outstanding environmental 

commitment.” Pioneering projects for advancing environmental protection and sustainability within the company 

are acknowledged with awards from the Board of Management. In this way, we are promoting the interest of our 

workforce in environmental protection and honoring their environmental commitment. The award winners in 

Untertürkheim optimized not only energy utilization in buildings and production facilities but also administrative 

processes. They also involved the workforce and the management in measures to implement their holistic 

concept for saving energy. By sensitizing their fellow employees to these issues, they achieved significant energy 

savings. 

Two other projects received the glass ELA trophies in 2007. In one of these projects, employees developed an 

emissions aftertreatment system for BLUETEC buses which fulfills the voluntary European Enhanced 

Environmentally Friendly Vehicles (EEV) standards and also applies to company vehicles. The other project 

successfully utilized an innovative technology for cleaning groundwater. In 2007, Daimler awarded the ELA for 

the sixth time, choosing the winners from the 67 projects that were submitted. 

Every two years since 2000, Daimler has been presenting its Environmental Leadership Award (ELA) to 

employees who have actively promoted environmental protection at the company. This brochure presents the 

finalists and winners in 2007. 

Environmental leadership award 07. Finalists and Winners (PDF, 2.9 MB) 



Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Human resources management / Organization and management 

Organization and management 

The Human Resources organization of Daimler is an integral part of the Group’s management structure. The 

approximately 7,000 people working in this organization all over the world are responsible for all our employeerelated 

functions and processes. Daimler pursues a global human resources strategy that is in line with its 

corporate goals. It is based on five pillars: Profitability, Competitive Workforce, Leadership Capabilities, Employer 

of Choice, and Operational Excellence. 

HR management scheme – integrated HR functions 

The Board of Management member responsible for Human Resources, who is also the Group’s Labor Relations 

Director, is responsible for the human resources operations within the Group. The Human Resources 

organization is divided into three key areas: 

� Group functions, which are responsible for human resources strategy, policy, and guidelines throughout the 

Group; 

� divisional human resources functions, which are responsible for human resources work in the business units 

and Group locations, and for the implementation of the company’s human resources strategy; 

� service centers, which provide human resources services at the regional level. 

The highest decision-making body in the Human Resources organization is the Human Resources Executive 

Committee. It consists of the heads of the corporate, divisional, and service functions within the Human 

Resources organization, and is headed by the Board of Management member responsible for Human Resources. 

The “Global Human Resources Scorecard” is an important management tool in this area. It, in turn, is an integral 

part of the strategic scorecard of the Group as a whole. Through the success factors and their performance 

measurement criteria (currently 14) – which are known as the key performance indicators (KPIs) – it is possible 

to compile global key figures concerning human resources in a targeted manner. This makes it possible to 

measure the success of human resources processes and strategies. The information gained in this manner is 

used to design the most important functional human resources measures in the goal agreement process of all 

human resources directors. The Global Human Resources Scorecard provides targeted support for the business 

strategies and processes in the divisions and creates the foundation for a continual mutual learning process 

within the Group through best practices.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Human resources management / Organization and management 

Global HR Scorecard – Erfolgsfaktoren und Key Performance Indicators (KPIs)


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Human resources management / Principles of manager development 

Principles of manager development 

The development of managers at Daimler is carried out in strict accordance with a uniform process at all levels of 

the company worldwide: the Leadership, Evaluation, and Development Process, or LEAD for short. It has been 

refined and adjusted to the long-term strategic goals of the Group. In addition to simplifying the structure of the 

LEAD processes and making them more efficient, the refinement process focused on formulating the seven new 

“leadership competencies.” Derived from the corporate values, they provide a conceptual framework for 

managerial activities and a basis for evaluating and developing the Daimler management team. 

A manager 

� thinks and acts strategically and provides orientation; 

� acts in accordance with the needs of customers and markets; 

� promotes innovation and structures processes of change; 

� demands and promotes top performance and actively fosters employee development; 

� promotes diversity and creates a culture of cooperation and learning; 

� implements decisions and achieves agreed-upon objectives; and 

� takes on responsibility and acts in a credible manner. 

The more detailed descriptions of the leadership competencies also include aspects such as sustainability, 

diversity, and social responsibility. 

A manager 

� develops a realistic strategy for the sustainable further development of his or her own area of responsibility; 

� acts with a sense of responsibility toward society, the environment, and all of the important interest groups; 

� sets an example of ethically correct and responsible behavior, and also expects it from others; 

� actively promotes the inclusion of different points of view and creates added value through diversity.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Management of supplier relations 

Management of supplier relations 

The global procurement strategy rests on three pillars: 

1. the ambition to achieve economies of scale worldwide 

2. successfully managing a global supplier base 

3. employing efficient processes and a tried and tested infrastructure. 

Because the transatlantic ties of the previous procurement organization GP&S were particularly strong in the 

area of processes and systems, the focus in 2008 is on creating new concepts and processes. 

We employ a global, performance-oriented approach in our dealings with suppliers. The focus here is on the four 

value drivers of quality, technology, costs, and logistics. Conduct also plays an important role, whereby the 

pertinent guidelines are derived from our principles of social responsibility. It is therefore crucial that an open 

and continuous exchange takes place regarding goals, requirements, and the progress that has been made. Just 

as we are committed to integrity, we also expect our suppliers to behave in accordance with ethical standards.


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Dialogue with our stakeholders 

Management of dialogue with our 

stakeholders 

Daimler engages in dialogue with its stakeholders all over the world and includes them in its business operations. 

A critical factor for us in the identification and evaluation of our stakeholders is the question of whether, and to 

what extent, a specific group of people is affected by our company’s activities. The following major issues have 

turned out to be particularly important for this dialogue, and the Group has contact persons who are responsible 

for each of these issues. 

� The Investor Relations unit is responsible for communicating with investors and shareholders; 

� Corporate Environmental Protection coordinates the dialogue with stakeholders about environmental issues; 

� the development units of the divisions are in charge of vehicle safety issues; 

� Human Resources is responsible for contact and communication with the employees regarding personnel 

issues that affect them (both at headquarters and at the Group locations); 

� our procurement organization engages in an ongoing dialogue with our suppliers and other automakers 

concerning social and environmental issues that are relevant to procurement; 

� Public Policy and External Affairs and the Corporate Development team coordinate the dialogue with elected 

officials and governmental bodies and with associations regarding political and Group-related issues; 

� Corporate Communication deals with media inquiries. 

The newly established Sustainability Board will play a key role in multi-issue and cross-divisional coordination. It 

will also consider the use of new and more extensive measures. 

Stakholders at Daimler – two-way relationships


Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Dialogue with our stakeholders / Dialogue with interest groups* 

Dialogue with interest groups* 

Since 2007 we have intensified our contacts with important stakeholder groups and initiated cooperative 

activities in key areas related to sustainability: 

Environment: 

� We are working together with the United Nations Environmental Programme (UNEP), WWF, and the Ministry 

for Nutrition and Rural Areas of the German state of Baden-Württemberg on a project to define sustainability 

standards for the cultivation of biomass for biofuels. 

� For many years now, Daimler has been a member of the German Environmental Management Association 

(B.A.U.M.); "econsense", a network of companies dedicated to sustainability; and the Forum for Sustainable 

Development. 

� We've been working together with the Öko-Institut in Berlin since 2003 on the issues of reporting and 

environmental performance. 

� We're also cooperating with environmental organizations, including the Global Nature Fund. In our dialogue 

with various environmental organizations such as BUND, Germanwatch, Greenpeace, and the European 

Federation for Transport and Environment, Daimler focuses in particular on the issues of CO 2 and emissions. 

Procurement/suppliers: 

� In 2006 Daimler launched a two-year cooperative project called "Transparency in the Supply Chain" in order 

to generate sustainability reports by a select number of our suppliers. The project was initiated by the Global 

Reporting Initiative (GRI) and German Technical Cooperation (GTZ). In 2007 we carried out the associated 

workshops on site; the selected suppliers subsequently prepared their initial reports. 

� As part of the further development of our cooperation model with the suppliers (Extended Enterprise) there 

were discussions at the top management level between the Daimler procurement organization and the 

suppliers. The participants of these discussions were specifically asked to provide feedback about the 

cooperation. Societal and environmental issues are also being discussed in an ongoing process of 

information exchange about daily business between suppliers and the procurement organization. 

� In order to define the most uniform possible future standards for dealing with sustainability issues in the 

supply chain, Daimler AG is working closely with representatives of a number of other automakers. The aim 

of these talks is to share experiences and combine activities. 

Society: 

More information about concrete projects and cooperative activities is available in the section „Customers and 

Society“. 



Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Customer relations management 

Customer relations management 

Through our brand positioning we have clearly defined what our customers can expect from Mercedes-Benz 

passenger cars: appreciation! In order to reliably fulfill this promise in all areas, Mercedes-Benz Cars established 

the long-term program “Customer Satisfaction No. 1” – “CSI No. 1” for short – in 2006. We cultivate customer 

satisfaction, and customer loyalty in particular, by endeavoring to exceed our customers’ expectations in terms 

of sales and service. Our objective is to attain the top position in customer satisfaction in the premium segment 

by the end of this decade. Because our customers always regard Mercedes-Benz as a unit, the CSI No. 1 program 

has been precisely defined with a concrete target. CSI No. 1 comprises the following: 

� a specific, clearly structured, and prioritized program of action that begins with clear process descriptions at 

the point of sale 

� a purposeful training program and customized consulting 

� measurable performance criteria, and new incentive models that offer the right kind of motivation. 

For Mercedes-Benz Cars, CSI No. 1 is therefore a strategy that differentiates us from our competitors and lays 

the groundwork for sustainable growth and profitability, so that we can exceed our customers’ expectations in 

sales and after-sales (service). 

At Daimler Trucks as well, customer satisfaction is a top priority. “Our passion is to make our customers 

successful with our products and services,” according to a Truck Group statement about its values. On the basis 

of this claim, Daimler Trucks has established a customer relations management system that is tailored to the 

specific needs of customers from diverse sectors. It takes account of customer satisfaction not only in 

purchasing, but over a vehicle’s entire service life.


Daimler Nachhaltigkeitsbericht 2008 / Economy 

Economy. Our goal is to continuously create value for our shareholders, customers, 

and employees. We are therefore focusing our efforts on strengthening our 

competitiveness and ensuring our long-term business success.


Daimler Nachhaltigkeitsbericht 2008 / Economy / Foreword 


The year 2007 was marked by an extensive reorganization of our company. By relinquishing our majority holding 

in Chrysler and renaming the Group Daimler, we launched a new chapter in the history of our company. Daimler 

is beginning its existence as a strong and financially sound enterprise. 

Everything we do is geared toward our long-term business success. That’s because only a successful company 

can achieve growth from a position of strength, offer its shareholders outstanding prospects, and provide its 

employees with secure jobs. Using this solid business foundation as a starting point, we will be able to intensify 

our environmental protection measures and invest extensively in alternative drive system technologies. 

To ensure our sustained success, we have not only put into place strategies for the individual divisions and 

business units, but also hammered out long-term goals following extensive internal discussions. These objectives 

are: 

� to achieve an average return on sales of 10 percent at the Mercedes-Benz Cars division from 2010 on, 

� to achieve an average return on sales of 8 percent across all business cycles at Daimler Trucks beginning in 

2010, 

� to increase profitability at Mercedes-Benz Vans, 

� to further consolidate our leading global position at Daimler Buses, and 

� to achieve a return on equity of at least 14 percent at the Daimler Financial Services division. 

� Based on these targets for the operating units, Daimler seeks to achieve a return on sales of 9 percent in its 

automotive business across all market and product cycles. 

In 2007, external evaluators recognized the efforts we’ve made to align our business activities with the principles 

of sustainability. The Daimler AG share was included in the Dow Jones Sustainability Index (DJSI) for the third 

consecutive year, for example, and was also listed in the European Dow Jones STOXX Sustainability Index. In 

addition, Daimler received favorable marks for its commitment to sustainability from the sustainability rating 

agencies Oekom, Vigeo, and AccountAbility. 

Thanks to our financial strength and the expertise of our company and its employees in the field of drive systems 

for sustainable mobility, we’re excellently equipped to meet the challenges our industry will face in the future. 

Bodo Uebber 

Member of the Board of Management 

Finance and Controlling/Daimler Financial Services


Daimler Nachhaltigkeitsbericht 2008 / Economy / Business development in 2007 

Business development in 2007 

The 2007 business year was characterized by the comprehensive restructuring of our company. The sale of the 

majority of Chrysler Holding LLC and the renaming of DaimlerChrysler as Daimler opened up a new chapter in 

our company’s history. The new Daimler AG was launched as a strong and financially healthy company. With 

Mercedes-Benz Cars, Daimler Trucks, Mercedes- Benz Vans, Daimler Buses, and Daimler Financial Services, we 

are focusing on successful business areas with well-defined strategies and good prospects. 

The Daimler Group sold a total of 2.1 million vehicles in 2007, or 1 percent more than in the prior year. Revenues 

of € 99.4 billion were at the prior year’s level. When adjusted for exchange-rate effects, revenues rose by 3 

percent. For the year as a whole, the company’s business development was very positive in 2007, with earnings 

before interest and taxes (EBIT) totaling € 8.7 billion. This result surpassed the year’s earnings target of at least € 

8.5 billion. 

Unit sales structure 

The Mercedes-Benz Cars division posted a new sales record in 2007, when its sales of passenger cars increased 

by 3 percent to 1,293,200 units. Sales of Mercedes-Benz brand cars also rose by 3 percent, to 1,180,100 units, 

mainly due to the extraordinary success of the new C - Class. Sales of the smart brand, amounting to 103,100 

units, matched the previous year’s figure even though the product range was reduced from three production 

series to one with an exclusive focus on the smart fortwo. The new fortwo model has met with a high level of 

customer acceptance since it first became available in April 2007. For this reason, sales of the smart fortwo 

increased by 50 percent to 102,100 units overall. 

At the International Motor Show (IAA) in Frankfurt in September 2007, we demonstrated that comfort 

requirements and environmental consciousness are not mutually exclusive. Under the motto “Fascination and 

Responsibility,” Mercedes-Benz presented a wide range of new models that are extremely clean and fuelefficient. 

Besides the F 700 research vehicles with DIESOTTO and hybrid drives, the so-called “Road to the Future” 

featured 19 future models, including seven hybrids from five model series and the B-Class F-Cell equipped with a 

zero-emission fuel cell drive. We will continue to offer our customers luxurious, safe, and environmentally 

compatible automobiles in the future.



Unit sales structure 

In 2007, Daimler Trucks sold a total of 467,700 (2006: 516,100) heavy, medium and light-duty vehicles. The 

primary reason for this expected drop in sales was the lower demand for trucks in the U.S., Canada, and Japan, 

where tighter emissions standards caused many companies to purchase vehicles earlier than planned in 2006. 

Another factor impacting the truck business was the general downturn of the U.S. market. As a result of these 

developments, sales of the Trucks NAFTA unit dropped by 36 percent to 119,000 vehicles. Trucks Europe/Latin 

America, on the other hand, posted an increase of 13 percent to 159,900 vehicles. At Trucks Asia, the Mitsubishi 

Fuso brand sold 188,700 vehicles and thereby performed more or less on a par with the prior year. 

In 2007, Daimler Trucks continued to focus on reducing the fuel consumption and exhaust emissions of 

commercial vehicles. In November 2007, as part of the “Shaping Future Transportation” initiative, we presented 

vehicles from the Mercedes-Benz, Freightliner, Mitsubishi Fuso, Orion, and Thomas Built Buses brands that are 

equipped with alternative drive systems and operate with alternative fuels. Daimler is the global market leader 

when it comes to commercial vehicles with hybrid drives. 

Daimler Financial Services experienced generally stable development in 2007. The business year was impacted 

by the separation of Chrysler’s financial services business in North America, which had become necessary due to 

the transfer of a majority interest in Chrysler. Global contract volume rose by 4 percent to € 59.1 billion; 

adjusted for exchange-rate effects, it increased by 9 percent. At the end of 2007, the division’s portfolio included 

2.3 million leased and financed vehicles. New business totaling € 27.6 billion was at roughly the same high level 

as in the prior year. When adjusted for exchange rate effects, new business actually increased by 3 percent. 

In 2007, Daimler Financial Services also launched a range of new products in various markets in response to 

customer demands for package solutions. Besides financing or leasing, these mobility packages also include 

insurance, maintenance, and other vehicle-related services that are charged at a single monthly rate. 

The Mercedes-Benz Vans unit posted a new sales record by selling 289,100 vehicles (+13 percent) in the year 

under review. The new Sprinter was particularly successful, boosting sales by 17 percent to 184,300 units. The 

Vito/Viano also performed well, with sales increasing by 6 percent to 104,600 vehicles. 

The Daimler Buses unit exceeded the prior year’s high sales level by 8 percent. The unit successfully defended its 

leading market position by selling a total of 39,000 complete buses and chassis of the Mercedes- Benz, Setra, 

and Orion brands. 

We expect a moderate increase in business volume in 2008, to which all operations will probably contribute. The 

focus of expansion is likely to be mainly in the growth markets of Asia and Eastern Europe. Our medium- term 

goal is to exploit additional sales and revenue potential in all of our vehicle segments. To this end, we defined 

and published clear targets for all divisions. Our goal at Mercedes-Benz Cars is to achieve an average return on 

sales of 10 percent by 2010 at the latest. At 8 percent over the entire business cycle, the target for Daimler 

Trucks is somewhat lower. Finally, Daimler Financial Services plans to continue to achieve a return on equity of 

at least 14 percent in the future.



On the basis of the divisions’ confirmed projections, in 2008 we expect the Daimler Group to post EBIT from 

ongoing operations of well above the prior-year level. Effects related to Chrysler are not included therein. In the 

year 2007, earnings included positive contributions in particular from the transfer of shares in EADS and negative 

contributions from Chrysler and related to the New Management Model. In our automotive business we aim to 

achieve an average return on sales of 9 percent across all market and product cycles. 

Daimler: A Strong and Optimistic New Beginning 

Our company’s key event of 2007 is also reflected in our name. Following the transfer of a majority interest in 

Chrysler and of the associated financial services business to the investment company Cerberus, an Extraordinary 

Shareholders’ Meeting decided to rename DaimlerChrysler as Daimler. 

After deliberating all of the risks and opportunities involved, the shareholders came to the conclusion that the 

transfer of the Chrysler shares was the best solution. The strengthening of our company’s financial basis has 

provided it with additional scope for shaping business developments and making investments. The demerger has 

made us less dependent on the volatile North American volume market and substantially reduced the risks we 

face from Chrysler’s healthcare and pension liabilities. As a result, Daimler’s profitability has increased 

substantially. 

We can now fully concentrate our efforts on doing what we do best: making firstclass cars and commercial 

vehicles and developing a comprehensive range of product-related services.


Daimler Nachhaltigkeitsbericht 2008 / Economy / Business development in 2007 / Consolidated revenues according to division and region* 

Consolidated revenues according to 

division and region* 



Daimler Nachhaltigkeitsbericht 2008 / Economy / The Daimler share in sustainability indexes 

The Daimler share in sustainability indexes 

In the course of 2007, the price of the Daimler share increased by 42 percent to € 66.50. The share price 

considerably outperformed the German stock index (DAX) and the European automotive sector as a whole. 

Our efforts to organize our business operations in accordance with the principle of sustainability were also 

honored in business year 2007 in external evaluations of our performance. The Daimler share (DAI) was listed for 

the third time in a row in the Dow Jones Sustainability Index (DJSI), one of the world’s most renowned 

sustainability indexes. The index rates a company’s commitment to sustainability according to economic, 

environmental, personnel, and social criteria. This assessment confirmed the inclusion of the Daimler share in 

the Dow Jones STOXX Sustainability Index (DJSI StOXX), which reports on the share price performance of 

European companies that are particularly committed to sustainability. In addition, Daimler’s commitment was 

also positively assessed by the sustainability rating agencies Oekom, Vigeo, and AccountAbility. 

Sustainability rating agencies and indexes 

Rating agencies 2005/2006 2006/2007 

Sustainable Asset Management (SAM) Evaluated (09/2006) Evaluated (09/2007) 

Vigeo Evaluated (04/2006) Evaluated (04/2006) 

AccountAbility 15th place (10/2006) 10th place (11/2007) 

Imug/eiris Evaluated (08/2006) Evaluated (08/2006) 

SiRi (scoris) – DAX 30 sustainability rating 2 nd (06/2005) 12 th place (12/2007) 

Oekom research – automotive industry 5 th (06/2006) 5 th place (06/2006) 

Core Ratings – automotive industry Evaluated Evaluated 

Indexes 2005/2006 2007 Internet address 

Dow Jones Sustainability Index Listed (09/2006) Listed (09/2007) www.sustainability-indexes.com 

ASPI Index Listed (04/2006) Listed (04/2006) www.vigeo.fr 

FTSE4 Good Index Not listed Not listed www.ftse.com/ftse4good/


Daimler Nachhaltigkeitsbericht 2008 / Economy / The economic significance of the automotive industry 

The economic significance of the 

automotive industry 

The automotive industry is an engine for growth, revenues, employment, and prosperity all over the world. 

Passenger cars are the basis of individual mobility, while trucks ensure that goods can be supplied globally. In 

this way, the industry, and with it our company, has a big impact on the global economy. Daimler’s revenues 

alone are comparable to the gross domestic products of countries like Hungary and Ukraine. 

With nearly 750,000 employees, the German auto industry was once again one of the country’s biggest 

employers in 2007. In fact, the industry now has about 70,000 more employees than it had ten years earlier. 

Germany’s position as the world’s leading export nation is due primarily to the automotive industry, which 

accounted for more than half (€105 billion) of the country’s trade surplus. 

In addition, the auto industry makes a major contribution to investments in the German economy. For example, 

the sector’s gross investments in plant and equipment rose last year by almost 15 percent to more than €10 

billion. At more than €18 billion, the German automotive industry’s expenditures for research and development 

(R&D) are above average, and account for around one-third of the manufacturing sector’s total R&D outlay. In 

2007, Daimler invested € 4.1 billion in R&D activities worldwide. 

Daimler AG’s economic strength particularly benefits the German state of Baden-Württemberg and the city of 

Stuttgart, where the company is based. In fact, the state accounts for a quarter of all the jobs in the German 

automotive industry, and its unemployment rate is far below the national average. 

Daimler’s tax payments in 2007 totaled €1.0 billion. But that’s only a fraction of the payments that the Group 

makes directly or indirectly to the public authorities. The state also benefits in other ways from the company’s 

funds – for example, from personnel expenses and social contributions (€ 20.1 billion) as well as from taxes on 

dividends and revenues. In addition, tax is paid by the supplier industry, financing companies, dealerships, and 

service providers. 

Above and beyond our core business operations – selling automobiles – Daimler also benefits the economy and 

society in other ways. For example, the Group provides financial support to community projects and promotes 

infrastructure services by setting up its own sports centers. 

Indirect influences of the global automotive industry


Daimler Nachhaltigkeitsbericht 2008 / Economy / Global procurement 

Global procurement 

After the demerger from Chrysler, the global DaimlerChrysler procurement system, Global Procurement & 

Supply, was transformed into a new procurement organization called Corporate Procurement Services (CPS). It 

combines the three procurement units Procurement Mercedes-Benz Cars and Vans (PMC), Procurement Trucks 

and Buses (PTB), and International Procurement Services (IPS). The tasks and areas of responsibility are clearly 

distributed among the purchasing departments of the units and Daimler Trucks and Buses (PMC and PTB). 

The operational responsibility for the procurement of production materials lies with the procurement units of 

Mercedes-Benz Cars and Vans and of Daimler Trucks (PMC and PTB). The globally oriented organization 

International Procurement Services (IPS) purchases materials not related to production for the entire Group. CPS 

is responsible for procurement issues such as communication, supplier management, and processes. This 

structure has been designed to enable the best possible balance between a functional approach and 

responsibility for financial results - which lies directly with the business units. 

Now that Daimler and Chrysler are two separate companies, special regulations are needed for the exchange of 

confidential purchasing information, for example regarding prices and conditions, or joint procurement activities. 

That’s why all contracts and agreements previously valid for both of these former Group entities have been - or 

are being - reworked to ensure separation. We will continue to look for and exploit areas where we can cooperate 

with Chrysler to the extent that the associated activities make business sense and are legally permissible. 

Sustainable supplier relationship management. We particularly wish to promote our collaboration with suppliers. 

That’s because we can only achieve our goals with the help of cooperative and reliable partners who share our 

views regarding sustainable partnership - not only economically, but also with respect to environmental 

protection and social concerns. To this end, a strategy group was established to more firmly integrate social 

responsibility and sustainability aspects in our procurement activities. 

We communicate our principles and guidelines at our global Daimler supplier portal, which is accessible to 

around 40,000 registered users. One of the most frequently used applications is the globally standardized 

External Balance Scorecard (EBSC), which translates our strategic goals for purchased products and services into 

measurable figures, thus enabling the employees at our procurement department and our suppliers to make 

objective comparisons. It is of crucial importance to Daimler that its suppliers implement its code of conduct and 

strive to perform in line with the aforementioned four value drivers that are employed for the EBSC. Other 

aspects can also be included in the evaluation, including human rights issues, and environmental and social 

concerns, such as the development of environmentally friendly materials and production methods. 

Because we take our responsibilities seriously, we responded to the drop in earnings experienced by many 

automotive suppliers last year by closely monitoring their business development as part of our supplier risk 

management activities. If a supplier is in difficulty, Daimler then decides whether it should institute support 

measures on its own or in concert with other automakers. 

Our procurement department is represented at more than 30 locations worldwide.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety 

Environmental protection, innovation, and safety. Our efforts to achieve sustainable 

mobility focus on using resources efficiently, reducing emissions, and enhancing road 

safety. Our innovations have a key role to play in all of these areas.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Foreword 


Dr. Thomas Weber Prof. Dr. Herbert Kohler 

We believe that one of our core missions is to make mobility sustainable and future-oriented. After all, we 

invented the automobile and we are passionate about shaping its future. We are ready and willing to accept a 

pioneering role when it comes to clean and safe automobiles. We therefore increased our investments in 

environmental protection by more than ten percent to € 1.85 billion in 2007. 

The strategic approach we have described in our “road map for sustainable mobility” is based on three pillars: 

� the ongoing optimization of our vehicles with innovative internal combustion engines; 

� the additional improvement of efficiency through hybridization – in other words, the combination of a 

combustion engine with an electric motor; 

� and zero-emission driving with fuel cell and battery drive systems. 

One focus of our road map is the reduction of our vehicles’ fuel consumption and thus their CO 2 emissions as 

well. In fact, because of our holistic approach our goal is to reduce all emissions across the board. 

For example, through our innovative BLUETEC technology for diesel engines we have set worldwide benchmarks. 

This technology effectively reduces all emissions, especially nitrogen oxides, and makes diesels as clean as 

gasoline engines. Since the introduction of BLUETEC in our commercial vehicles in 2005, we’ve sold more than 

150,000 BLUETEC trucks in Europe. We introduced this innovative technology in our passenger vehicles in the 

U.S. in October 2006. In Europe, BLUETEC has been available since the end of 2007 in the E 300 BlueTEC. 

BLUETEC diesel vehicles have the potential to generate even fewer emissions than the world’s most stringent 

emissions standards. In recognition of this achievement, the E 320 BlueTEC in the U.S. was named “World Green 

Car of the Year 2007.” BLUETEC has helped the diesel engine to stage a comeback in the U.S. that may have 

been surprising to many. For our passenger car model series with a diesel option, the proportion of diesels sold 

in the U.S. in 2007 was already 16 percent, and the success of our BLUETEC trucks in Europe shows that our 

environmentally friendly high-tech innovations are also winners in the market. The focus of our “Road to the 

Future” strategy is to enhance the fuel economy and reduce the emissions of our vehicles through modular 

technological concepts. We are successfully doing just that through our BlueEFFICIENCY models, for example, 

which we will introduce in various model series starting in 2008. This campaign was launched in February 2008 

when we presented our two C - Class models, the C 180 KOMPRESSOR BlueEFFICIENCY and the C 200 CDI 

BlueEFFICIENCY. 

BlueEFFICIENCY consists of various packages of measures, from aerodynamic fine-tuning to energy 

management. Depending on the model in question, these measures generate fuel savings of up to 12 percent 

compared to the basic model without any reduction of safety or comfort. Starting in 2009 we will also 

successively launch various hybrid models on the market: BlueHYBRIDs with a gasoline engine and BlueTEC 

HYBRIDs with a diesel engine. The combination of an internal combustion engine and an electric motor makes it 

possible to reduce fuel consumption by up to 30 percent.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Foreword 

A central role is played here by lithium-ion battery technology, a field in which we recently achieved a significant 

breakthrough. We are the world’s first manufacturer to have succeeded in adapting lithium-ion technology to the 

demanding requirements of automotive applications. The technology was previously used primarily in the field of 

consumer electronics. We have safeguarded this achievement by taking out 25 patents, and we will launch our 

development on the market as early as 2009 in the S 400 BlueHYBRID. 

Dr. Thomas Weber 


Group Research and Development Mercedes-Benz Cars 

Prof. Dr. Herbert Kohler 

Vice President Group Research and Advanced Engineering 

Vehicle and Powertrain, Chief Environmental Officer


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Environmental protection in the product lifecycle 

Environmental protection in the product 

lifecycle 

As a globally operating automobile manufacturer, we have a special responsibility to help design viable systems 

for mobility in the future. Our overriding goal here is to continually and consistently improve the environmental 

soundness of our products and business activities. To this end, we focus on the environmental impact of our 

products over their entire lifecycle, from development and production to service and recycling. We thus pursue a 

holistic approach that takes into account all aspects and lifecycle phases of our automobiles. We refer to this 

approach at Daimler as “TrueBlueSolutions” for sustainable mobility. 

The following chapters review the individual stages of the product lifecycle and describe the measures we 

employ in each one to conserve resources and minimize pollutant emissions. 

Product lifecycle 

The graphic on this page is available exclusively on the Internet.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety 

Innovation, development and safety 

The key objectives associated with sustainable mobility include the reduction of fuel consumption and CO 2 

emissions, the minimization of other pollutant emissions, and the further optimization of our vehicles’ safety 

features. Daimler has made significant progress in all of these areas over the last few years and will continue to 

do so in the future. To this end, approximately 18,000 men and women are currently employed by our research 

and development departments. At the moment, our development activities are centered on achieving further 

reductions in CO 2 emissions. In order to achieve this goal, the Group is focusing on two fields of activity: vehicles 

and powertrains on the one hand (core activities), and fuels on the other (support activities).


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / 

Climate protection and CO 2 * 


In 2007, the Intergovernmental Panel on Climate Change (IPCC) presented its Fourth Assessment Report. The 

report’s key findings are: 

� The concentration of CO 2 measured in the atmosphere today is significantly higher than it was at the dawn of 

the Industrial Revolution (1750). What's more, such a high concentration has not been present for thousands 

of years. 

Climate change 

� The climate changes can be measured on the basis of increasing air and water temperatures, the melting of 

snow and ice, and a rising sea level. 

� It is considered highly probable that climate change is primarily the result of anthropogenic greenhouse gas 

emissions. 

� By contrast, the contribution made to global warming by natural processes such as volcanism and 

fluctuations in solar activity is much smaller and therefore cannot explain the type, pace, and scope of the 

climate changes occurring. 

� It is also considered highly probable that if CO 2 emissions either remain at current levels or rise, the impact 

such emissions will have on the global climate in the 21st century will be more severe than the influences 

observed in the 20th century. 

It is now widely accepted that the Earth’s climate is changing overall and that human actions are largely 

responsible for this development. Transportation is responsible for around 24 percent of the CO 2 emissions 

generated by human beings in Europe. Passenger car traffic is responsible for 12 percent of the total. 

In February 2007, the EU Commission presented a strategy paper that calls on all manufacturers in Europe to 

introduce modifications in their new car models to reduce their fleet CO 2 emissions to an average of 130 grams 

per kilometer by 2012. A further reduction of 10 grams is to be achieved by additional measures such as 

improving the efficiency of vehicle components (tires, for example) and a gradual transition to fuels containing 

less CO 2 . In December 2007, the EU Commission published an initial draft proposal for reducing CO 2 emissions 

from passenger cars and light trucks. The legislation process is expected to be completed by 2009, after which 

the regulation will apply in every EU member state. 

Especially in view of the facts outlined above, our strategy continues to aim at further reducing CO 2 emissions 

and fossil fuel consumption. Whatever form the EU's still unclear draft proposal for reducing CO 2 emissions of 

new vehicles may take, Daimler will further reduce the emissions of its European fleet, with the aim of also 

meeting the EU fleet consumption target.




Since 1995, we have reduced the CO 2 emissions of Mercedes vehicles sold in Europe by 21 percent; this 

reduction is nearly 50 percent higher than the average decrease for all European manufacturers. In Germany, the 

fuel consumption of our passenger cars has even declined by 32 percent since 1990. In addition, model updates 

have always involved an improvement of the vehicle's fuel consumption characteristics, thus further reducing 

CO 2 emissions. The CO 2 emissions of the new C-Class, for example, were reduced by 15 percent over the 

vehicle's entire lifecycle, by comparison to its predecessor. In the area of diesel engine development, the 

introduction of CDI technology has made it possible to significantly reduce fuel consumption. For gasoline 

engines, we achieved considerable fuel savings in comparison to previous engine types, thanks to the launch of a 

new generation of V6 engines, downsized supercharged drives, and direct gasoline injection (CGI). In addition, 

Daimler has developed the world's most successful three-liter car in the shape of the smart fortwo cdi, which has 

established itself on the market and is now being continued in the second generation. These examples vividly 

demonstrate the successful steps we have taken in terms of technology and product policy in order to reduce 

our fleet consumption. Despite such advances, the company has no plans to ease up in its efforts. 

Climate protection is one of Daimler’s areas of responsibility and is taken into account in its “road map for 

sustainable mobility.” Our initial focus here is the improvement of conventional drive systems. In addition, hybrid 

concepts offer greater fuel efficiency, primarily in city traffic. Zero-emission driving with battery-powered or fuel 

cell vehicles offers huge potential especially in large metropolitan areas. However, some obstacles still have to 

be overcome before these systems can be used in series-produced vehicles. We must continue to develop 

renewable processes for producing hydrogen and we must ensure that the vehicle technology is marketable at 

competitive prices. The first 100 smart ed models ever produced have been undergoing tests under everyday 

conditions in London since November 2007. In the summer of 2010, Mercedes-Benz will launch the B-Class F- 

Cell — the world’s first series-produced car with a fuel cell drive that produces zero emissions locally. 




Sustainable mobility strategy for passenger cars 

Sustainable mobility strategy and 

implementation for passenger cars 

The Group’s long-term strategy for passenger cars involves the consistent further development of economical and 

environmentally friendly vehicles that make no sacrifices in terms of safety and comfort. Here, we’re pursuing a 

three-stage approach in order to conserve resources throughout the entire value creation process and minimize 

pollutant emissions (see chart: “Daimler’s road map to sustainable mobility”). 

1. Concerted development and optimization of our internal combustion engines. 

2. Further enhanced efficiency through hybridization. 

3. Emission-free driving with fuell cell and batterypowered vehicles. 

The combustion engine and its hybridization will continue to play a key role on the path to zero-emission mobility. 

The innovations and technologies that contribute to further reductions in fuel consumption and CO 2 emissions are 

summarized below: 

� Optimized combustion engines. CGI (stratified charge gasoline injection). Second- generation gasoline direct 

injection systems ensure optimal fuel utilization, thereby generating fuel economy potential. Here, fuel is sprayed 

around the spark plugs in the shape of a hollow cone, which enables precise fuel dosages and thus optimized 

combustion. For example, as a result of the CGI system the Mercedes-Benz E 350 CGI now consumes 8.7 to 9.2 

liters of fuel per 100 kilometers – around 10 percent less than a vehicle equipped with a conventional V6 

gasoline engine that operates with duct injection. The CLS 350 CGI, which was introduced in April 2006, was the 

world’s first vehicle to feature spray-guided direct injection, a system that was then implemented in 2007 in the E 

350 CGI as well. We will begin converting our four-cylinder gasoline engines to this direct injection system in 

2009. 

DIESOTTO. DIESOTTO is a completely new engine concept from Mercedes-Benz that combines the best features 

of diesel and gasoline engines. In particular, it boasts outstanding fuel economy and thus reduced CO 2 emissions 

as well as lower nitrogen oxide emissions (NOx). The technology used is based on the principle of operating a 

gasoline engine in certain situations with auto ignition, like a diesel. The system also includes CGI gasoline direct 

injection combined with turbocharging, variable valve control, a lower number of cylinders, lower displacement, 

and an automatic start/stop feature. In 2007, the DIESOTTO engine was presented for the first time in the F 700 

research vehicle. The F 700, which is similar in size and appearance to the current S-Class series, achieves fuel 

consumption of only 5.3 liters per 100 kilometers, which corresponds to CO 2 emissions of just 127 grams per 

kilometer. The core elements of the DIESOTTO concept are now gradually being incorporated into the individual 

model series from Mercedes-Benz. 

NGT (Natural Gas Technology). Today, natural gas is considered a sensible alternative to conventional drive 

system concepts from both an economic and an ecological perspective. Natural gas contains less carbon than 

normal gasoline or diesel fuel, for example, and its combustion also produces less pollutant emission. Our NGT 

vehicles are equipped with a bivalent drive system that enables them to operate on either natural gas or 

premium-grade gasoline. The technology has been available since mid-2004 in the Mercedes-Benz E 200 NGT. A 

new model – the B 170 NGT BlueEFFICIENCY – will be launched in the summer of 2008. 

� “BlueEFFICIENCY” package. Our “BlueEFFICIENCY” package of innovative measures is based on a holistic 

approach to vehicle optimization and the use of intelligent solutions for improving the fuel economy of our 

vehicles even further. All of the measures employed are optimally aligned with one another, thereby resulting in 

substantial fuel savings totaling approximately 10 percent. These measures include for example an extended 

gear ratio, a lower chassis, extremely low rolling resistance tires, and aerodynamic improvements. The first 

BlueEFFICIENCY models – the Mercedes-Benz C 180 Kompressor BlueEFFICIENCY and the C 200 CDI 

BlueEFFICIENCY – will be launched on the market in June 2008.




� Model-specific hybrid modules. The combination of optimized combustion engines and customized hybrid 

modules enables further reductions in fuel consumption and CO 2 emissions. The first of three different hybrid 

solutions developed by the Group for the passenger car market has been available since October 2007 in the 

smart fortwo micro hybrid drive (mhd) model. The vehicle’s economical threecylinder gasoline engine is linked 

with an intelligent start/stop function that reduces fuel consumption from 4.7 to 4.3 liters per 100 kilometers. 

That corresponds to CO 2 emissions of 103 grams per kilometer. Additional models equipped with hybrid modules 

will be launched on the market in 2009. 

� Electric drives with fuel cells and battery. 

Fuel cell. Hydrogen-powered fuel cell vehicles offer the most promising possibility for zero-emission mobility that 

conserves resources, especially if the hydrogen used is produced from renewable sources. Inside a fuel cell, the 

chemical reaction between hydrogen and oxygen is converted into electrical energy, producing only water vapor 

as a byproduct in the process. At the same time, the vehicle-internal efficiency of fuel cell drives is around twice 

as high as that of today’s combustion engines. 

Daimler’s road map to sustainable mobility 

The latest generation of hydrogen-powered vehicles – the A-Class F-Cell, fuel cell Sprinters, and Citaro urban 

buses – is now proving itself in a global testing program. Daimler operates the largest fuel cell fleet of all 

manufacturers worldwide. Every day, these vehicles deliver vital data that will flow into the development of the 

next generation of vehicles and future fleet tests. In the summer of 2010, Mercedes-Benz will launch the B-Class 

F-Cell – the world’s first series-produced car with a locally emissionfree fuel cell drive. 

Battery operation. Along with fuel cells, electric drive systems with batteries form an integral part of our 

sustainable mobility strategy. With energy consumption of only 12 kilowatt-hours per 100 kilometers, the smart 

fortwo ed with electric drive is the most economical and climate-friendly vehicle alternative for urban driving. The 

electric two-seater can travel approximately 115 kilometers on a fully charged battery, and dead batteries can be 

recharged up to 1,000 times or more using any 230-volt socket. The battery can therefore last as long as ten 

years. The first 100 smart ed models ever produced have been undergoing tests under everyday conditions in 

London since November, and in February 2008 the Group handed over its first smart ed test vehicle for Germany 

to the fleet of the energy supply company RWE. Our goal here is to begin series production of the model as soon 

as lithium-ion technology that meets all of our expectations becomes available.




Concepts for reducing CO 2 

In February 2007, the European Commission presented a strategy paper that calls for the introduction of improved 

vehicle technology in order to reduce the CO 2 emissions of new cars in Europe to an average of 130 grams per 

kilometer by 2012. A further reduction of 10 grams is to be achieved through additional measures such as improving 

the efficiency of vehicle components and a step-by-step transition to fuels containing less carbon. At the end of 

2007, the Commission presented draft legislation for a new regulation that would govern such reductions. 

Daimler takes its responsibility here seriously and has already launched significant initiatives to help achieve these 

goals. It is very important, however, to maintain a consistent focus on overall vehicle concepts and attain an optimal 

balance between aspects such as improved fuel economy, the technology and costs associated with such 

improvements, and customer utility. In recent years the Group has taken effective steps that have considerably 

reduced the average CO 2 emissions of its fleet. 

Further reductions in fuel consumption and CO 2 emissions will be achieved through the introduction of our 

BlueEFFICIENCY passenger car models. Of exemplary character here are our two extremely economical 

BlueEFFICIENCY sedans, the C 180 KOMPRESSOR BlueEFFICIENCY and the C 200 CDI BlueEFFICIENCY, both of 

which will be added to the C-Class program in the spring of 2008. These vehicles illustrate how we were able to 

harness potential from all development units to create a package of intelligent measures and technologies that have 

reduced fuel consumption by up to 12 percent compared to corresponding production model variants. 

Overview of BlueEFFICIENCY measures in the C-Class series: 

Lightweight construction 

� Weight-optimized laminated windscreen 

� Firewall insulation with materials of varying thickness 

� Forged lightweight wheels 

Aerodynamics 

� Full underbody panelling with a smoth surface 

� Partially shrouded radiator grille 

� Sealed joints at the headlamps 

� Streamlined exterior mirror housings 

� Lowered suspension 

Rolling resistance 

� Newly developed tires with 17 percent less rolling resistance 

Energy management 

� Energy-saving control of the power steering’s servo pump 

Drive 

� Lower-displacement four-cylinder gasoline engine 

� Six-speed manual transmission with overdrive feature 

� Rear differentials with low-friction bearings and differential pinion 

� Longer rear axle ratio 

� Spray-guided gasoline direct injection in the C 350 CGI (end of 2008) 

Display concept 

� New display of real-time fuel consumption on the instrument panel with shift recommendation




Drive technologies from Daimler 

Percentage share Vehicles with 

gasoline engine 

Vehicles with 

diesel engine 

Europe1 31.4 68.5 X X 

NAFTA 61.2 38.9 X X 

Japan 44.6 55.4 X X 

1 Approximately 0.4 percent of the vehicles with gasoline engines manufactured for Europe were manufactured as natural gas variants. 

2 0.05 percent of the vehicles sold worldwide were equipped with hybrid drive systems. 

3 Daimler operates the largest fuel cell vehicle fleet (cars, vans, and buses) of all manufacturers worldwide. 

Vehicles with 

hybrid drive 2 

Vehicles with 

fuel cell drive 3



Sustainable mobility strategy for passenger cars / Model-specific hybrid modules* 

Model-specific hybrid modules* 

Automatic start-stop function. When the vehicle is not moving, the start-stop function automatically switches off 

the engine, thus avoiding unnecessary idling while the car is stationary. This not only results in substantial fuel 

savings in city driving but also reduces exhaust gas emissions and noise. In 2008, the belt-driven starter 

generator will initially be introduced in the A- and B-Class. The following models will be available from September 

2008: 

� A 150 BlueEFFICIENCY 

� A 170 BlueEFFICIENCY 

� B 150 BlueEFFICIENCY 

� B 170 BlueEFFICIENCY 

Mild hybrids. Mild hybrids are equipped with a disc-shaped electric motor. Located between the engine and the 

transmission, the motor acts as a starter as well as a generator. The electric motor serves as a generator during 

braking and stores the recuperated energy in a compact lithium-ion battery. The convenient start-stop feature 

also reduces fuel consumption by using the electric motor to boost the engine when the vehicle begins to 

accelerate at low engine speeds. Purely electric driving is, however, not possible. The combination of an 

automatic start-stop feature, brake energy recovery, and a boost function will be introduced to the European 

market for the first time in mid-2009, in the Mercedes-Benz S 400 BlueHYBRID. 

Full hybrids (two-mode hybrids). The two-mode hybrid is equipped with an electronically controlled transmission 

that connects an internal combustion engine and two electric motors with the wheel drives. Power can be 

variably distributed between the engine and the electric motors, enabling purely electric driving as well. The 

system has two driving modes, one of which is optimized for city driving, while the other is geared toward longdistance 

traveling. In this way, the system maximizes the fuel savings potential. Daimler will be introducing the 

two-mode hybrid to the market in 2009, in the Mercedes-Benz ML 450 BlueHYBRID. 

BlueTEC HYBRID. A further hybrid option is one that combines the diesel exhaust treatment system BLUETEC 

with a hybrid drive. The specific advantages that diesel engines offer in terms of fuel economy make BLUETEC 

hybrids much more efficient than any gasoline hybrid developed to date. This combination will be used in the 

Mercedes-Benz 

C 300 BlueTEC HYBRID and the S 400 BlueTEC HYBRID, both of which are scheduled to commence series 

production in 2010. 




Sustainable mobility strategy for commercial vehicles 

Sustainable mobility strategy and 

implementation for commercial vehicles 

Daimler’s road map for sustainable transportation 

Freight transport volume continues to increase, and the rate of expansion is particularly high for its most flexible 

form, road transport. Experts are predicting that the transport volume will have doubled from its 2000 levels by 

the year 2030. Ensuring that efficient mobility remains the foundation of social development for future 

generations as well will require us to use our resources wisely, reduce emissions, and provide for the highest 

possible levels of traffic safety. Daimler’s commercial vehicle units are shaping the future of mobility with clean 

and efficient drive systems and alternative fuels. Their efforts in these areas are combined in the “Shaping Future 

Transportation” initiative. The “road map to sustainable transportation,” involves numerous steps that focus on 

four main areas (see chart below):



Sustainable mobility strategy for commercial vehicles 

� Resolute further development and optimization of our internal combustion engines. Experts are certain that 

diesel engines will remain the backbone of heavy-duty commercial vehicle drive systems for decades to 

come. This certainty stems from the fact that a comprehensive global infrastructure for diesel fuel and diesel 

engine production and servicing already exists – not to mention the great reliability and unsurpassed 

economy that diesel engines offer. The BLUETEC technology that has been available in our commercial 

vehicles since January 2005 saves between 1,500 and 2,000 liters of diesel fuel in long-distance truck 

operation per vehicle and year, as compared to other exhaust-gas treatment systems. This means that trucks 

equipped with BLUETEC, which currently number about 150,000, save approximately 300 million liters of fuel 

per year. Further fuel economy improvements can also be achieved by optimizing transmissions and 

powertrains. For example, the current generation of Mercedes PowerShift automated transmissions in 

Mercedes-Benz trucks leads to very low levels of fuel consumption. 

Natural gas is a good alternative to diesel drive systems in urban applications. The Mercedes-Benz Citaro 

CNG (compressed natural gas) is built as both a single and an articulated bus with a natural gas engine; there 

are currently around 900 such busses in use. The Citaro CNG was the first urban bus with a natural gas drive 

to comply with the strict EEV (Enhanced Environmentally Friendly Vehicle) emissions standard. Today there 

are 600 Mercedes-Benz Econic NGT models throughout Europe that are used for garbage collection and 

other municipal applications, and also serve as delivery vehicles. Like the Citaro CNG, the Econic NGT has 

lower emissions than those required by the Euro V or EEV standards, and also stands out through its low 

noise emissions. The use of natural gas vehicles does remain limited, however, by the complexity involved in 

storing their fuel in heavy pressurized tanks, as well as by the lack of a fuel infrastructure. 

� Hybrid vehicles. Hybrid drive systems display their superior fuel efficiency most clearly in everyday use in city 

traffic. Urban buses with hybrid drives are more environmentally friendly, and if they are equipped with a 

storage battery they even operate emissionfree over short stretches. Hybrid drive systems can also reduce 

the fuel consumption of light trucks for short-range distribution and heavy-duty long-distance trucks, 

depending on the topography involved. For the future, Daimler is also considering testing hybrid operation in 

long-houlage trucks and touring buses. 

� Emission-free drives on the basis of the fuell cell and purely electrical drives. A major test of 36 Mercedes- 

Benz Citaro fuel cell buses in ten European cities, as well as in Beijing (China) and Perth (Australia), has 

demonstrated that fuel cell drives function reliably under a broad range of practical conditions. In the next 

stage of development, the Citaro G BlueTec Hybrid model will serve as the basis for a Citaro fuel cell hybrid 

bus. 

Drive technologies from Daimler 

Percentage share Vehicles with 

gasoline engine 

Vehicles with 

diesel engine 

Europe1 31.4 68.5 X X 

NAFTA 61.2 38.9 X X 

Japan 44.6 55.4 X X 

1 Approximately 0.4 percent of the vehicles with gasoline engines manufactured for Europe were manufactured as natural gas variants. 

2 0.05 percent of the vehicles sold worldwide were equipped with hybrid drive systems. 

3 Daimler operates the largest fuel cell vehicle fleet (cars, vans, and buses) of all manufacturers worldwide. 

Vehicles with 

hybrid drive 2 

Vehicles with 

fuel cell drive 3



Sustainable mobility strategy for commercial vehicles / Hybrid drives in commercial vehicles* 

Hybrid drives in commercial vehicles: Our 

models in tests and in day-to-day 

operation* 

With 1,500 Orion VII HybriDrive city buses already on the road in North America, 460 pending delivery, and new 

orders of 1,100 units, Orion has received 2,600 orders since the launch of the Orion hybrid bus in 2003. That 

makes Daimler Buses the world's leading supplier of hybrid buses worldwide. 

The Mitsubishi Fuso Aero low-floor hybrid buses are already in regular service in three Japanese cities. At the end 

of September 2007, Mitsubishi Fuso presented the second generation under the name Aero Star Eco Hybrid. 

Daimler Buses is implementing a technologically pioneering hybrid system in the low-floor Citaro G BlueTec 

Hybrid articulated bus. Rather than providing continuous driving power, the bus’s diesel engine operates as a 

generator to produce electrical power when required. The electrical power is stored in lithium-ion batteries 

mounted on the roof of the Citaro. In addition, the energy recovered from braking is stored in the batteries as 

well. The actual drive power to the wheels of the bus is provided by four electric wheel hub motors on the center 

and rear axles of the vehicle. The energy recovered from braking when approaching bus stops or red lights is 

used to start up the vehicle again and to supply the bus with power when it is stationary. As a result, the hybrid 

bus can run solely on electricity and therefore operate almost emission-free and with far less noise when it is 

stationary, waiting at bus stops, or accelerating. The aim of this innovation is to allow the Citaro G BlueTec 

Hybrid to cover almost half of its demanding inner-city route while running solely on electricity and without 

switching on its diesel engine. Depending on how the vehicle is used, the developers expect the Citaro G BlueTec 

Hybrid to consume between about 20 and 30 percent less fuel than a conventional diesel-powered bus. The 

vehicle will make its regular-service debut with a customer later this year, and is scheduled to go into series 

production in 2009. 

A hybrid version of a Thomas Built school bus, the Saf-T-Liner C2 Hybrid, will be launched on the North American 

market in 2009. 

Short-radius distribution. Our development activities in this area focus on further reducing fuel consumption and 

drastically lowering emissions for vehicles that are used all over the world in inner-city areas with particularly 

limited access for traffic. Around 200 Mitsubishi Fuso Canter Eco Hybrid light trucks have rolled off the assembly 

line since the vehicle was first presented in summer 2006. This vehicle is the first light truck to comply with 

Japan’s stringent emissions standards. In addition, the truck is extremely fuel-efficient, consuming around 20 

percent less fuel than if it were equipped with a comparable diesel engine. The Canter Eco Hybrid achieves this 

high fuel efficiency by switching between operating modes, depending on the driving situation. The electric motor 

is used to get the truck moving, and the diesel engine kicks in during rapid acceleration. The diesel engine is also 

responsible for driving power when the truck rolls along at a steady rate. 

The Mercedes-Benz Atego BlueTec Hybrid 7.5 t introduced in 2007 is equipped with the same power train as the 

Fuso Eco Canter. In early 2008, two of these vehicles were transferred to the delivery company DHL for 

customer testing. The developers expect the truck to achieve fuel savings of up to 20 percent. 

The medium-duty Freightliner M2 Hybrid truck combines a compact Mercedes-Benz six-cylinder inline engine 

with an electric motor. The vehicle not only uses the drive system’s electric motor as an alternative or to 

complement the engine, but also as a power source for the accessory units. The system can achieve fuel savings 

of between 25 and 30 percent. Freightliner currently plans to produce 150 hybrid M2s this year, with series 

production commencing in 2009. 

The Mercedes-Benz Atego BlueTec Hybrid 12 t combines the electric motor from the Freightliner M2 with a 

Mercedes-Benz four-cylinder diesel engine. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / Fuels for the future 

Fuels for the future: New fuels will replace 

fossil fuels 

High-quality and alternative fuels represent a further component in the effort to achieve an optimal 

environmental balance for the overall drive system. Our path to the fuel of the future will take us from clean 

conventional fuels to second-generation synthetic biofuels and the use of hydrogen to power fuel cell drive 

systems. 

Bioethanol and biodiesel as additives. The current practice of blending fossil fuels and crop-derived fuels such as 

ethanol and biodiesel is already helping to enhance the environmental balance sheet for road traffic. Daimler has 

committed itself to supporting activities that exploit the potential of biofuels more consistently than has 

previously been the case. More specifically, Daimler is committed to creating technologies which ensure that 

vehicles can run on fuels with up to 10 percent of biofuel admixtures. All of the gasoline engines in our current 

Mercedes-Benz and smart models are already suitable for operation with biogenic fuels containing up to 10 

percent ethanol (E10). Plans call for such fuels to be introduced in Germany in mid-2008. By far the majority of 

all older Mercedes-Benz and smart models can also run on E10 fuel. Excluded here are vehicles with firstgeneration 

four-cylinder gasoline direct injection engines from the years 2002–2005. Also excluded are models 

produced ex works without a three-way catalytic converter, or with a carburetor. These vehicles are generally 

more than 23 years old. 

Biomass-to-liquid (BTL) – the second, latest generation of biofuels. The testing of Mercedes-Benz diesel engines 

has shown that switching to synthetic fuels such as BTL would reduce particulate emissions by as much as 30 

percent and cut emissions of carbon monoxide and hydrocarbons by up to 90 percent. BTL fuels are 

manufactured through the gasification of all types of biogenic waste materials, which means that their 

production does not compete with food crop cultivation. BTL fuels can also be used with all current and future 

diesel engines without any need for retrofitting. 

Daimler and Volkswagen have been shareholders in CHOREN Industries GmbH in Freiberg, Germany, since 

October 2007. CHOREN is pursuing the market introduction of climate-friendly second-generation synthetic 

biofuels produced through gasification. CHOREN developed SunDiesel ® fuel, which has a high cetane number 

and thus delivers much better ignition performance than conventional diesel. SunDiesel ® is completely free of 

sulfur and aromatics and significantly reduces pollutant emissions. SunDiesel ® can also be used without any 

adjustment of existing infrastructure or engine systems, and the fuel is largely CO 2 -neutral as well. The 

environmental “balance sheet” of SunDiesel shows that, compared to conventional fuels, as much as 90 percent 

of CO 2 emissions can be prevented along the entire BTL value chain comprising cultivation, fuel production, and 

use. Mercedes-Benz intends to fill the tanks of all new diesel vehicles leaving its production plants with 

SunDiesel ® as soon as an adequate supply of the fuel is available. 

CHOREN commissioned the world’s first commercially operated BTL production facility in April 2008. When it 

reaches full capacity, the plant, which is located in the German state of Saxony, will produce 18 million liters of 

BTL fuel per year. That’s enough to fill the tanks of 15,000 passenger cars. A second facility with an annual 

capacity of 250 million liters is now being planned. 

Hydrogen – the fuel of the future. Before the fuel cell drive can be brought to market, progress has to be made 

regarding the production of hydrogen from renewable sources and the establishment of a suitable hydrogen 

supply infrastructure. Both of these tasks call for extensive cooperation between governments, the oil industry, 

the energy sector, and other potential investors. In order to promote such an effort, Daimler is taking part in the 

Clean Energy Partnership (CEP) in Europe.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / Fuels for the future 

Daimler’s fuel road map 

Daimler’s fuel road map 

1. Conventional fuels such as gasoline and diesel will continue to be used in the years ahead, which is why they 

must be continually optimized. The goal here is the worldwide use of sulfur-free fuel that contains low levels of 

aromatic compounds. 

2.Daimler believes that CNG (compressed natural gas) is a viable option for certain applications, because it 

contains less carbon than gasoline or diesel. 

3. Beside BTL (biomass-to-liquid) fuels, GTL (gas-to-liquid) fuels are the cleanest and highest-quality fuels for 

diesel engines. This is because GTL diesel is free of sulfur and aromatic compounds – although not CO 2 -neutral – 

and can be adapted to meet many of the requirements associated with internal combustion engines. 

4. Hydrogen will power the fuel cell vehicles of the future. In the fuel cell, the hydrogen reacts with oxygen to 

form water. Global hydrogen requirements have until now been largely met through steam reformation from 

natural gas. However, since this process still gives rise to CO 2 emissions due to the carbon content of the gas, 

suitable economically viable processes for H2 production from renewable sources must be developed. 

5. Bioethanol and biodiesel are intelligent options for the short to medium term when blended with conventional 

fossil fuels. However, such crop-derived fuels have a lower energy content, so their fuel economy is not as 

favorable as that of fossil fuels. In addition, the aggressiveness and viscosity of biodiesel, and a more 

pronounced clogging of the particulate filter, make its use in pure form prohibitive in modern diesel automobiles. 

6. BTL fuels made from biomass will soon grow in importance, initially as an admixture blended with gasoline and 

diesel fuel. The Group is currently working on ways to further the development and use of largely CO 2 -neutral 

synthetic biofuels. These fuels represent the optimal use of biomass, contain no sulfur or aromatic compounds, 

and their production does not compete with the cultivation of food crops. In addition, they can be excellently 

matched to the requirements of internal combustion engines. 

7. The fuel of the future is hydrogen from renewable sources, which in combination with the fuel cell will 

guarantee mobility free of emissions and CO 2 . Suitable production processes involve electrolysis using electricity 

derived from renewable sources (hydroelectric, wind, solar, and geothermic power) or from the gasification of 

biomass.



Design for the environment 

Environmentally responsible product 

development 

The continual improvements made to the environmental compatibility of Daimler vehicles are now part of our 

development specifications. Serving as a cross-divisional team, the Group’s DfE (Design for Environment) experts 

are involved in all stages of the vehicle development process. Their job is to evaluate new component and vehicle 

concepts for future Mercedes-Benz passenger cars and commercial vehicles by developing overall lifecycle 

assessments. 

Environmentally responsible product development begins with the selection of suitable raw materials and ends 

with recycling-friendly design and production processes. These make it possible to reuse or recycle used 

components at a later stage. Thanks to efficient disassembly and recycling concepts, Daimler is forced to 

dispose of fewer and fewer parts from end-of-life passenger cars and commercial vehicles. Wherever possible, 

high-quality secondary (recycled) raw materials are used in place of expensive and precious primary resources. In 

the plastics sector, preference is given to recycled raw materials or recyclable materials. To date, the Group has 

successfully tested the use of recycled raw materials for approximately 10 percent of the volume of plastics 

employed in its vehicles. These materials have subsequently been approved for series production applications. 

Materials used in the C-Class station wagon according to VDA 231-106 

Environmentally responsible car development. In 2005 the Mercedes-Benz S-Class became the world’s first 

automobile to receive an environmental certificate. The certificate, which is issued by TÜV Management Service 

GmbH in Munich, was also granted to the new C-Class in 2007, thereby confirming that the model was 

developed in line with high environmental standards. Compared to the previous version, the new C-Class station 

wagon model has made advances across the entire product lifecycle with regard to important aspects such as 

fuel consumption, exhaust emissions, and choice of materials.



Design for the environment 

Environmental profile of the new Mercedes-Benz C-Class station wagon 

Primary energy requirement. Calculations of the overall lifecycle of the new C-Class yield a primary energy 

consumption of approximately 746 gigajoules (GJ) – corresponding to the energy content of around 23,000 liters 

of premium gasoline and atmospheric emissions of approximately 50 tons of carbon dioxide (CO 2 ). In 

comparison to the predecessor model variant, savings amounting to 161 gigajoules (around 4,900 liters of 

gasoline) and approximately 12 tons of CO 2 have been achieved. The phase of utilization by the vehicle customer 

is the decisive factor in calculating CO 2 emissions and primary energy consumption, as this phase accounts for 

approximately 85 percent of these parameters. 

Emissions: 

Carbon dioxide: - 19 percent 

Oxides of nitrogen: - 26 percent 

Sulfur dioxide: - 5 percent 

Carbon monoxide: + 8 percent 

Volatile hydrocarbons: - 20 percent 

The higher figure for CO emissions in comparison with the predecessor model arises from the slight increase in 

emissions from driving operation; however, these still remain as much as 75 percent below both the currently 

valid Euro 4 and the future Euro 5 and Euro 6 European emission limits. 

Recycling. According to the ISO 22628 calculation model, 85 percent of the material from the new C-Class 

station wagon is recyclable and 95 percent is reusable. 

Material composition. Steel and iron account for 61 percent of the overall weight of the new C-Class. 

Recycled parts. In the new C-Class station wagon, a total of 39 components with a combined weight of 43.6 

kilograms can be manufactured with a share of high-quality recycled plastics. The mass of the components 

approved for this process has thus been increased by around 36 percent from the predecessor model. 

Renewable raw materials. A total of 32 components for the new C-Class station wagon with a total weight of 14 

kilograms are produced using renewable raw materials. The overall weight of the components made from natural 

materials has thus been reduced by some 26 percent in comparison to the previous model variant. This 

development is mainly due to the use of plastic components in place of natural fibers for the door linings, which 

was necessitated by design considerations. 

Environmentally responsible car development. In 2005 the Mercedes-Benz S-Class became the world’s first 

automobile to receive an environmental certificate. The certificate, which is issued by TÜV Management Service 

GmbH in Munich, was also granted to the new C-Class in 2007, thereby confirming that the model was 

developed in line with high environmental standards. Compared to the previous version, the new C-Class station 

wagon model has made advances across the entire product lifecycle with regard to important aspects such as 

fuel consumption, exhaust emissions, and choice of materials.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / Safety 

Safety 

Vehicle safety is a central component of Daimler’s product strategy, and it’s also one of our core areas of 

expertise. No other manufacturer worldwide invests more in the development of life-saving driver assistance and 

safety systems. For more than 60 years, Daimler’s developments have led the way in vehicle safety for passenger 

cars, trucks, vans, and buses. 

Daimler regards its commitment to enhancing road safety as a responsibility toward society that is also in the 

interest of all road users. The Group is therefore committed to turning the “vision of accident-free driving” step 

by step into reality. These efforts will also serve to support the European Union’s goal to cut the number of road 

fatalities in half in the period between 2001 and 2010, despite drastically increasing traffic volumes. 

Mercedes-Benz' “integral safety philosophy” defines safety as a holistic goal whose achievement involves much 

more than successfully completing standardized crash tests. This philosophy focuses on four safety-critical 

phases: 

Safe driving: Avoiding danger, timely warnings, and assistance functions. Preventing accidents is the overriding 

goal of our safety philosophy – and systems like ESP® and the Brake Assist System BAS are already making an 

important contribution to enhanced traffic safety. Our Adaptive Brake Light system helps prevent rear-end 

collisions by blinking rapidly to warn drivers following behind when a vehicle in which the system is installed 

initiates an emergency braking maneuver. The Intelligent Light System incorporates five different lighting 

functions, which are configured for typical driving and weather conditions and provide the driver with a 

significantly longer range of visibility. The system thus helps to reduce the high risk of nighttime accidents in 

particular. Safety during night driving is also considerably enhanced with Night View Assist. The road ahead is 

optimally illuminated by infrared headlights, and the image is presented in the instrument cluster display. A 

further, newly developed assistance system from Mercedes-Benz provides even greater protection during lanechanging. 

The system recognizes when another vehicle is driving in a parallel lane of traffic in the exterior 

mirror’s “blind spot.” In such situations, the system alerts the driver first with a visual signal, and then 

additionally by means of an audible warning. 

Our safety strategy 

Hazardous situations: The PRE-SAFE® preventive occupant protection system. A major focus of our work 

involves creating synergy effects between active and passive safety systems. The key component of such 

networking for accident prevention goes by the name of PRE-SAFE®, a system that uses vehicle safety features 

such as ESP® and Brake Assist in combination with system sensors as a basis for registering an impending 

accident; it then optimally prepares the vehicle’s occupants for an impact: Electric actuators prepare the 

mechanical seat belt tensioners for deployment, the seat squab and backrest are brought into a position that 

ensures maximum safety, and the sliding roof and windows are closed. If a collision is avoided at the last 

moment, the vehicle can immediately continue driving normally, since all precautionary PRE-SAFE® measures 

are reversible. Mercedes-Benz has provided PRE-SAFE® in the new C-Class since its launch in 2007.



When accidents happen: Occupant protection on multiple levels. In the development of safety systems, 

Mercedes-Benz is guided by data generated during 38 years of accident research; our objective is “real-life 

safety” – in other words, vehicle safety that is relevant to the everyday hazardous situations encountered in road 

traffic. Mercedes-Benz also carries out a large number of different crash tests that go far beyond meeting the 

requirements of legislation and ratings, in order to conduct differentiated analyses of various types of collision. 

Mercedes-Benz models have attained an exemplary degree of safety over the years, thanks to the development 

and introduction of the airbag, automated seatbelts, seatbelt tensioners, seatbelt force limiters, and many other 

innovations. Today, the new C-Class station wagon comes with seven airbags as standard equipment. The crashactive 

NECK-PRO head restraint is yet another special safety feature offered in the new C-Class and in many 

other Mercedes-Benz model series. Like other brand innovations, NECK-PRO’s development was also based on 

analysis of actual accidents. The system is equipped with sensors that register rear-end collisions of a predefined 

impact force, which is followed by the release of pre-tensioned springs in the headrests, causing the upholstery 

inside to shift forward and upward in just a few milliseconds, thus supporting the heads of the driver and front 

passenger in time to prevent injury. 

After an accident: Ensuring faster response by rescue personnel; preventing wake-effect collisions. This safety 

phase involves preventing even more damage or injury following an accident, and getting help to accident victims 

as quickly as possible. The sedan and station wagon versions of the new C-Class, for example, are equipped with 

a system that automatically cuts off the flow of fuel to the engine in the event of a serious accident. The same 

system also automatically engages the hazard lights to warn approaching vehicles and prevent further accidents. 

If the front airbags have inflated, the front windows will automatically open slightly in order to air out the interior. 

At the same time, the door locks will be released so that injured passengers can be rescued more quickly. 

Many systems introduced to the market by Mercedes- Benz have subsequently been adopted by other 

automakers. The resulting widespread use of these systems has helped to prevent many accidents, or to mitigate 

the effects of those that do occur, which has reduced costs to the overall economy as well. The innovative safety 

solutions from Daimler thus not only offer immediate advantages to the Group’s own customers; they also 

benefit society as a whole over the long term. 

At the beginning of 2007, Mercedes-Benz received the “Car of the Year Award” from the British magazine “What 

Car” for the brand’s pioneering safety achievements. That same year, Rodolfo Schöneburg, head of Passive 

Safety Development at Mercedes-Benz, was honored by the National Highway Traffic Safety Administration 

(NHTSA) in the U.S. for the outstanding contribution he has made to vehicle safety. These awards make it clear 

to us that we are on the right track as we move closer to attaining accident-free driving. 

Assistance systems for active safety



Commercial vehicles. According to experts, Daimler produces the world’s safest vehicles in its commercial 

vehicle market segments for trucks, buses, and vans. Nevertheless, safety technology will only be put to 

appropriate use by transport companies if it proves to be economical. High quality safety technologies, their 

universal application, and their economy thus constitute an integral whole that forms a key focus of Daimler’s 

activities as the world’s largest commercial vehicle manufacturer. 

Mercedes-Benz has already introduced pioneering driver assistance systems to the market that help drivers 

avoid accidents in critical situations, or minimize the severity of the consequences of accidents that do occur. 

More systems were added in 2006, including Adaptive Cruise Control and the Lane Assistant for touring buses. 

The Active Brake Assist system for the Mercedes-Benz Actros truck initiates an emergency braking manouver in 

the event. As passive safety measures for the protection of the driver and other road users, the company has 

also developed crash-optimized cabs, belt tensioners, front underride protection elements, and improved load 

securing systems for trucks. 

While safety technology must be controllable for drivers, it should not divest them of their responsibility for safe 

driving. Safety is thus not merely a question of technology but also of training: For 40 years, Mercedes-Benz has 

been offering training and driving safety courses for professional truck and bus drivers. Together with the 

German technical inspection association DEKRA, Daimler has also initiated a “Safety Plus” certification for vans 

and trucks. “Safety Plus” is awarded in two versions – one for the safety characteristics of the vehicle itself, the 

other for drivers with appropriate training. A number of insurance companies have acknowledged this measure 

by offering reduced premiums. 

Daimler was honored with several awards for its innovative safety technologies in 2007. The Mercedes-Benz 

Actros Safety Truck, for example, which is equipped with the Mercedes-Benz Brake Assist system, was chosen 

for the “Gelber Engel 2007” award presented by the German automotive association ADAC, and the “Safety 

Award 2007” issued by the Belgian Association of Motoring and Commercial Vehicle Journalists. In addition, 

Jürgen Trost, who developed the Active Brake Assist system for commercial vehicles, was awarded the European 

Safety Prize in 2007. 

Improved road safety, reduced fatalities, and increased economy – attaining these ambitious goals requires the 

concerted efforts of many sectors of society. As the leading producer of commercial vehicles, Daimler has taken 

the initiative and created the appropriate basis with active and passive safety technology. As a result, the trucks, 

vans, and buses produced by the Group demonstrate the high levels of safety that are already attainable today. 

The social responsibility as an automotive manufacturer. Daimler provides a wide range of services to encourage 

the responsible use of its products, thereby promoting sustainable mobility solutions. 

Safe and environment-friendly driving. In training courses, Daimler demonstrates to its customers how they can 

make their own contribution to safe, environmentfriendly vehicle use: 

� Mercedes-Benz passenger cars. Mercedes-Benz has been offering its customers driving safety courses for 

more than three decades. During this time, Mercedes-Benz personnel have trained customers in over 20 

countries. The driving programs are a significant element of our integrated safety philosophy, and they play 

an important role in accident prevention. The Group also began offering eco-training courses in environmentfriendly 

driving as early as 1995. 

� Commercial vehicles. The Daimler Trucks division has been providing training courses in economical driving 

and safety worldwide since the beginning of the 1990s. These courses have been attended by more than 

65,000 professional drivers from 50 countries each year, and this figure includes special package courses for 

entire shipping companies. In 2007 alone, a total of 800 bus drivers participated in safety training courses, 

while an additional 300 attended eco-training sessions. Customers who purchase a new Sprinter, Vito, or 

Viano van receive a coupon allowing them to take part in a special training course. In addition to teaching 

participants how to effectively use modern safety technology, the training also focuses on development of an 

economical and anticipatory driving style. In addition, the Group is certified as a trainer for advanced training 

courses for professional commercial vehicle drivers, which will be mandatory as of 2009.



Road safety. Although vehicle safety is one of Daimler’s core competencies, the company has nevertheless 

adopted an approach that extends far beyond basic vehicle safety: 

� Daimler supports the European Road Assessment Programme (EuroRAP), which is setting out to make the 

entire road system safer – for example, by pointing out and eliminating accident hot-spots. EuroRAP has 

proved so successful that the number of participants has now risen from the four original countries to 20 

(including the U.S. and Australia). 

� By means of numerous programs and initiatives based on sound scientific principles (e.g. the Global Road 

Safety Partnership, MobileKids, Road Ready Teens, Seat Check, Mothers against Drunk Driving), Daimler also 

prepares children for safe conduct in traffic, enhances parental awareness of safety, and stages road safety 

campaigns for the general public.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / Safety / 

Safety milestones at Daimler* 

Safety milestones at Daimler* 

For more than 60 years now, we have set milestones in the development of innovative safety systems for both 

cars and commercial vehicles. These milestones are listed in the following two overviews. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Innovation, development and safety / Safety / 

Emergency rescue and towing services* 

The Daimler service portals for rescue and 

towing services* 

Quick response times are a must during emergencies. That’s why we provide rescue services with detailed multilanguage 

information on our vehicles and safety systems. Since special knowledge is required for the quick and 

professional recovery and towing of commercial vehicles, we also provide multi-language guidelines for these 

services. 

� Information for rescue services 

� Recovery and towing of commercial vehicles 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Suppliers 

Suppliers 

Daimler’s aim of making production operations as environmentally compatible as possible is not restricted to its 

own production facilities, but also applies to materials and components purchased from suppliers. Special 

attention is paid in this respect to material selection criteria and recycling requirements. An integral focus of the 

discussions with top management from the supplier companies thus involves a joint effort to ensure 

environmentally compatible production processes that conserve resources. Many of our suppliers have been 

certified according to the ISO 14001 standard.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Logistics 

Logistics 

Vehicles that transport deliveries to and from production plants also have an environmental impact. Daimler’s 

goal in this area is to minimize the emissions they produce by ensuring the most efficient logistics systems 

possible – and the inclusion of railroad and ship transport. In 2007, approximately 4.4 million tons of 

commodities destined for production in Daimler’s German car and commercial vehicle plants, and at the Group’s 

facility in Vitoria, Spain, were transported by trucks over a total of 151 million kilometers (not counting door-todoor 

deliveries). Based on the current handbook on emission factors for road traffic (HBEFA 2.1), this translates 

into approximately 133,000 tons of CO 2 emitted into the atmosphere, which corresponds to around five percent 

of the total CO 2 emissions generated through production activities at all plants receiving such deliveries.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Production-related environmental strategy 

The production-related environmental 

strategy 

Daimler sees itself as a company that sets the pace for eco-compatible innovations in production and process 

engineering. In line with the third environmental guideline, the corporate goal is to make all stages of production 

as environmentally sound as possible. The main environmental fields of activity for the Group in the production 

sector are climate protection, air pollution prevention, and resource conservation. In concrete terms, this means 

� reducing direct and indirect CO 2 emissions 

� reducing solvent emissions 

� raising resource efficiency and avoiding production of waste materials. 

In order to reach these goals, Daimler has established control processes that are embedded in the certified 

environmental management systems at its production plants. The production locations that have been certified 

according to the European EMAS system for environmental auditing publish certified annual environmental 

reports concerning their environmental policies, their targets and implementation measures, and their 

environmental data. 

Resource consumption, emissions and production waste are largely determined by production volume. For better 

comparison purposes, data is therefore collected on the specific figures for each vehicle produced.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Production-related environmental strategy 

Group-wide data on production-related environmental protection 

Total energy consumption GWh 10,746 10,185 - 5.2 

of which: 

electricity GWh 4,636 4,695 1.3 

natural gas GWh 4,505 4,168 - 7.5 

district heating GWh 1,055 923 - 12.5 

heating oil, LPG GWh 325 219 - 32.6 

coal GWh 225 180 - 19.9 

CO 2 emissions mill. t 3.885 3.782 - 2.7 

Emissions into the atmosphere 

Solvents (VOC) t 7.328 7.242 -1,2 

Sulfur dioxide (SO 2 ) t 59 51 - 13.0 

Carbon monoxide (CO) t 2,049 2,310 12.7 

Nitrogen oxides (NO X ) t 932 873 - 6.4 

Dust (total) t 203 257 27.1 

Waste volumes 

Waste for disposal 1,000 t 84 74 - 11.7 

Waste for reuse (without scrap metal) 1,000 t 195 199 2.1 

Scrap metal for reuse 1,000 t 768 801 4.4 

Hazardous waste for disposal 1,000 t 26 21 - 18.9 

Hazardous waste for reuse 1,000 t 84 70 - 16.1 

Water consumption 

Drinking water (externally supplied) mill. m3 8.78 8.99 2.4 

Well water (derived on site) mill. m3 5.32 5.56 4.5 

Surface water mill. m3 0.64 0.64 0.1 

Costs related to environmental protection 

2006 2007 Change in % 

Investments € mill. 57 85 50.5 

Current expenditure € mill. 452 434 - 4.0 

R&D expenditure € mill. 1,187 1,418 19.4 

Some of the input data was incorrectly calculated and had to be corrected following the printed report's editorial deadline. 

This data will therefore deviate from that found in the printed report.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Production-related environmental strategy / 

Overview of data* 

Overview of Data Related to Environmental 

Protection in Production* 

The following overview provides the most important details according to production-related environmental 

protection measures, in the form of timeline diagrams covering periods of up to 16 years. In addition, our Quick 

Analyzer (Environmental Data - Quick Analyser respectively Specific Environmental Data - Quick Analyser) will 

enable you to compile data from the last six years, in a targeted manner and in accordance with your specific 

needs. This data can be issued in graphic or table form, or downloaded as an Excel file. 

Energy consumption Specific energy consumption 

Greenhouse gas emissions Specific carbon dioxide emissions




Solvent emissions Specific solvent emissions 

Sulfur dioxide emissions Nitrogen oxide emissions 

Carbon monoxide emissions Dust emissions




Water consumption Specific water consumption 

Wastewater Waste 

Waste – scrap metal for reuse Specific waste disposal




Specific hazardous waste disposal Investments related to environmental protection 

Expenditure related to environmental protection R&D expenditure related to environmental 

* Content on this page is available exclusively on the Internet. 

protection



Environmental management* 

Environmental management* 

EMAS 

In addition to obtaining ISO 14001 certification of their environmental management systems, all Daimler AG 

production locations in Germany, the EvoBus GmbH plants in Neu-Ulm and Mannheim, and the smart production 

facility in Hambach, France, voluntarily participate in the European Eco-Management and Audit Scheme (EMAS). 

The environmental statements released by the production locations are validated by independent experts and 

contain all important environmental data, goals, and measures (and their state of implementation) for the facility 

in question. 

These statements are put together and released to the public every three years. In the interim, so-called updated 

environmental statements are provided that include annual environmental statistics, reports on the 

implementation of the environmental program, and any changes that may have been made to the environmental 

management system. 

The environmental statements are released at different times by the various locations. You will find the plants' 

latest environmental statements on this page. Please note that this information is only available in German. 




Environmental data collection* 

Environmental data collection* 

Since resource consumption and emissions depend on the production volume, we calculated specific values for 

the individual divisions. To do so, we used the number of vehicles produced by a division in conjunction with the 

corresponding data from the production plants. Following the reorganization of the commercial vehicle units, the 

specific values of the Truck Group, Vans and Buses were calculated separately. To generate consistent time 

series, this distribution was also used, as far as possible, to calculate past values. 

The specific data generated by this means can only serve as a general guideline because it does not take into 

account differences in the development of vertical integration, product diversity, and the distinctive features of 

the production network, which partially extends across several divisions. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Energy and climate protection 

Energy and climate protection 

Direct and indirect CO 2 emissions from production 

To reduce energy consumption at its plants, and thus CO 2 emissions, Daimler employs a dual approach that calls 

not only for ensuring the most environmentally sound energy supply processes possible for the production 

plants, but also efficient use of energy in production. The Group’s production locations are heated with natural 

gas, which is a low-carbon energy carrier, for example, and one plant uses shredded waste wood to achieve 

nearly CO 2 - free heating. Coke is used only where technologically necessary, which means for smelting cast iron. 

Many production plants are supplied with heat and power by highly efficient cogeneration plants operated either 

by Daimler or by regional power companies. For its new construction, expansion, and modernization projects, 

Daimler makes use of innovative low-CO 2 energy supply concepts and electricity generated from renewable 

sources. A new photovoltaic system at the Gaggenau plant, for instance, and existing photovoltaic facilities in 

Bad Cannstatt (Untertürkheim) and Sindelfingen (MTC Design building) regeneratively produced nearly 900 

megawatt-hours of electricity in 2007. 

Daimler’s worldwide energy consumption totaled 10.2 million megawatt-hours in 2007, a decrease of 5.2 

percent from the previous year. Along with generally mild weather, this reduction was mainly due to 

improvements in energy efficiency brought about by many energy-saving projects at our production plants. One 

outstanding example of our energy-saving achievements is offered by our Untertürkheim plant. Here, a facilitywide 

interdisciplinary project team set itself the goal of exploiting all possibilities for reducing energy 

consumption in areas as diverse as machine and facility planning, production infrastructure, and building 

systems, while also addressing the impact of employee behavior on energy use. The team approved and 

implemented a wide range of measures that proved very successful: 

� Raising the temperature of cooling lubricants cut the annual electricity consumption of refrigeration 

machinery by 15,000 megawatt-hours, without any detrimental effect on production quality. This same 

measure also significantly reduced cooling-water consumption. 

� Optimization of heat recovery equipment by means of improved controls, adjustments in line with 

requirements, and use of alternative heat sources led to annual heat energy savings of 11,000 

megawatthours. Current plans call for further heat recovery savings totaling 18,000 megawatt-hours.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Energy and climate protection 

� Another very successful measure involved a reduction of suction flow volumes in processing machines with 

the help of computer-based simulation calculations. The optimizations achieved here lowered such flow 

volumes by 20–30 percent, saving 30,000 megawatt-hours of energy. 

� Ventilation at one production hall was adjusted to conform to actual needs by using a more efficient 

ventilation system and new electronically controlled motors. This resulted in annual savings of 1,200 

megawatt-hours of electricity and 3,800 megawatthours of heat. 

� A key administrative measure was a synchronization of ventilation and lighting with actual production times, 

using an operating-time system. This led to annual savings of 21,000 megawatt-hours of electricity and 

27,000 megawatt-hours of heat. 

� Increased employee awareness of the need to conserve energy also yielded savings, with Intranet campaigns 

and posters and flyers sensitizing employees and encouraging them to get involved. 

� A newly introduced sticker identifies “disengageable machines,” making staff more aware of equipment that 

can be completely shut down when not being used for production. 

Specific CO 2 emissions from production 

Altogether, in 2007 the energy efficiency project in Untertürkheim reduced electricity consumption by 51,700 

megawatt-hours and heat consumption by 130,200 megawatt-hours compared to the reference year of 2005. 

The project also cut water consumption by 500,000 cubic meters. In recognition of these accomplishments, the 

project team was presented with Daimler’s Environmental Leadership Award (ELA) in November 2007. 

CO 2 emissions. Total energy-related CO 2 emissions at all plants decreased by 2.7 percent to 3.78 million tons in 

2007 (see chart above). The lower decline in emissions compared to energy consumption was due to the fact 

that particularly high savings were achieved in the areas of fuels and district heating requirements, while 

consumption of electrical energy, which accounts for a high proportion of indirect CO 2 emissions, rose slightly. 

The graph above left, which shows CO 2 emissions from production plants in relation to the number of vehicles 

produced, makes it clear that energy-saving projects at the Mercedes-Benz Cars were already beginning to have 

an impact in the second year of implementation. Thanks to new and efficient production equipment and a sharp 

increase in production, the Group’s “Vans, Buses, Other” segment once again recorded lower specific CO 2 

emissions than in the prior year. At the same time, the specific CO 2 figures for Daimler Trucks rose due to the 

decline in production at that division. 

Emissions of other greenhouse gases, such as coolants, are negligible. The greenhouse effect resulting from such 

gases is less than one one-thousandth of the total figure for greenhouse gas emissions generated by Daimler.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Energy and climate protection / 

Successful energy savings projects* 

Successful energy savings projects at 

individual facilities* 

Saving energy was a top priority at many of our plants last year. The plant in Rastatt, for example, initiated more 

than 250 individual measures, which together resulted in annual savings of 12,000 megawatt-hours of electricity 

and 16,000 megawatt-hours of heat. The facility also managed to cut down substantially on the amount of 

demineralized water. The factors that contributed to this success included an automated control system for 

ensuring that ventilation, air conditioning, and lighting were only used when actually needed. Additional savings 

were generated by a temperature- and humidity-dependent control system for recovering heat from the paint 

booths as well as by a new heat recovery system for the exhaust from driers. Due to these improvements, the 

Rastatt plant was one of the finalists in the 2007 Environmental Leadership Awards competition. 

The plant in Sindelfingen managed to improve its energy efficiency considerably in 2006 compared to the prior 

year, saving 12,400 megawatt-hours of electricity and 17,600 megawatt-hours of heat in the process. The 

measures that contributed to this success included an optimized lighting control system, a concept for ensuring 

that energy supply on weekends was better attuned to the actual needs of maintenance work, as well as more 

energy-efficient operation of the painting facilities. 

In 2007, the energy-saving measures focused on optimized operation of the ventilation systems. Huge heat 

savings of over 15,000 megawatt-hours per year were achieved by improving existing measurement and control 

systems, some of them at older facilities. In addition, a heat recovery facility was commissioned for the air 

compressor. The facility supplies more than 6,000 megawatt-hours of recovered heat each year to ventilation 

systems at two building complexes. The plant also further improved the paint shop’s weekend-mode control 

processes in 2007. By means of consistent energy management at the drying ovens, an additional 20,000 

megawatt-hours of heating energy were saved compared to the previous year. 

Two new heat recovery systems were built in the Bremen plant that save as much as 24,000 megawatt-hours of 

heating energy per year. 

In late 2007, the Kreditanstalt für Wiederauf (Reconstruction Credit Institute) — or KfW for short — presented its 

energy efficiency prize to three companies in recognition of exemplary energy-saving initiatives they had 

introduced. The EvoBus GmbH plant in Neu-Ulm took the second place prize for reducing an assembly hall’s 

heating energy consumption by 23 percent. The decisive factors behind this success were the channeling of 

residual heat from compressors into ceiling-mounted radiators, as well as airlocks, fast-closing gates for 

preventing heat loss, and optimized control technology. 

The modern Mercedes Technology Center (MTC) in Sindelfingen consumes a large amount of electricity for air 

conditioning and office lighting. Thanks to detailed recording of the consumption and an electronic building 

management system, it was possible to achieve the considerable energy savings of 14,000 megawatt-hours per 

year. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Energy and climate protection / 

Computation of CO 2 Emissions* 

Computation of CO2 Emissions* 

CO 2 emission values are calculated and presented in accordance with the standard of the GHG Protocol 

Initiative. ("A Corporate Accounting and Reporting Standard," rev. Edition, 2004, www.ghgprotocol.org). The 

organizational perspective includes all relevant majority holdings in their entirety (control approach), while the 

operational perspective takes into account all direct CO 2 emissions from stationary sources (Scope 1), as well as 

indirect emissions resulting from the generation of purchased electricity (Scope 2) and district heating. 

The emission factors utilized have in some cases been updated or adjusted in accordance with regional 

differences. 

Direct emissions from the combustion of heating oil, gas, and liquefied gas are calculated using fixed factors 

(WBCSD or DEHSt). With regard to coal, the factors that are employed in the calculation vary between Germany 

and the U.S. 

Indirect emissions resulting from the use of district heating and electricity are differentiated according to time 

and region when calculated with the GHG Protocol Initiative factors, provided more precise data is not available. 

The time axis of the German Heat and Power Association (AGFW) is used for the calculation of emissions from 

district heating in Germany, while the Institute for Applied Ecology's time axis is employed for calculating 

emissions from electricity production. 

In the U.S., the factors related to electricity production published by the EPA are applied to each individual state. 

In order to maintain a consistent time axis, these calculations are repeated each year for every industrial facility, 

even though this can result in differences between new figures and previously published data. 

Emissions of greenhouse gases other than CO 2 can not be calculated across the Group at this time. Calculations 

regarding climate-relevant coolants used at German plants do, however, reveal only a negligible portion in the 

parts per thousand range. 

Other indirect (Scope 3) CO 2 emissions stemming from the product utilization phase are expressed as specific 

vehicle emissions. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Air pollution control 

Air pollution control 

Production processes employed at Daimler plants lead to the creation of several air pollutants, most notably in 

the form of solvents (VOC) that are released from the paint shops. Other pollutants, such as sulfur dioxide (SO2), 

carbon monoxide (CO), nitrogen oxides (NO x ), and dust, are produced primarily through combustion processes in 

furnaces and at engine test beds. It remains the company’s goal to maintain the low level of emissions achieved 

in recent years, and to reduce emissions even further wherever this is technically and economically possible. 

Specific emissions of solvents 

The introduction of water-based paints had already reduced solvent emissions by some 70 percent at the 

passenger car production plants as early as the 1990s. In the year under review, solvent emissions per 

manufactured vehicle increased by 2.8 percent at Daimler Trucks plants and by 3.0 percent at plants operated 

by Mercedes-Benz Cars compared to the prior year. Such increases are technically related to new production 

launches and remain within normal annual fluctuation corridors. Further efforts to reduce solvent emissions will 

need to be made at commercial vehicle production locations especially. Several projects, such as the one 

involving UV hardening in the axle paint shop at the Mercedes-Benz plant in Gaggenau, have already been 

initiated to this end. 

Additional data on air pollution control can be found here. 




Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Waste prevention and recycling 

Waste prevention and recycling 

Waste Waste – Scrap metal for reuse 

When it comes to waste management, Daimler believes that prevention and recycling are better than disposal. 

Accordingly, the reconditioning and reuse of raw, process, and operating materials has been standard practice at 

the Group for many years now. Moreover, innovative technologies and eco-friendly production planning 

processes are used in order to avoid the creation of waste from the outset. 

Total waste resulting from production-related activities in 2007 amounted to 1.166 million tons, which was 

roughly the same level as in the previous year. Of this total, 69 percent consisted of almost completely recycled 

scrap metal, 24 percent was industrial waste (72 percent of which was recycled), and 8 percent was hazardous 

waste (78 percent of which was recycled). The substantial increase in the percentage of waste that was recycled 

as compared to the previous year resulted primarily from a decline in the share of the total waste (both 

hazardous and non-hazardous) that had to be disposed of. 

Additional data on waste prevention and recycling can be found here. 




Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Water protection 

Water protection 

Daimler’s aim in terms of water protection is to use this precious commodity as sparingly as possible and to 

avoid contaminating water resources. In order to conserve water, resource-efficient techniques such as closedloop 

systems are used. As a result, the specific water consumption per vehicle built at Daimler has fallen 

dramatically in recent years. 

Water protection 

In 2007, Daimler consumed 15.2 million cubic meters of water. Compared with the previous year (14.7 million 

cubic meters), this represents an increase in consumption of approximately 3 percent, which was largely due to 

new production launches. 

Most of the production plants do not channel their wastewater into rivers, but instead into local water treatment 

plants through the public sewer system. However, because of the multitude of possible materials contained in 

wastewater and the differences between local regulations, Daimler does not comprehensively document the 

relevant statistics. Detailed local figures can, however, be found in the environmental reports of the various 

production plants. 

Additional data on water consumption can be found here.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Soil conservation and remediation 

Soil conservation and remediation 

Keeping soil and groundwater clean is one of the most important aspects of environmental protection at Daimler. 

The primary goal in this area is to prevent any contamination from the outset. Technical equipment such as 

catchment trays, double-walled containers, sealed floor coverings, and leakage warning systems help prevent 

water-polluting fluids from leaking into the ground. Because legal stipulations vary greatly worldwide, the Group 

has put together internal guidelines that will establish minimum standards for soil and groundwater protection at 

all of its facilities around the globe.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Production / Noise abatement 

Noise abatement 

Daimler has set itself the aim of reducing as far as possible the noise levels to which its employees and the 

neighbors of its production locations are subjected. When planning new facilities, the Group’s noise abatement 

concepts ensure that noise is prevented to the greatest extent possible. Sound sources and levels at Group 

production sites are also closely monitored and reduced where possible by the installation of sound-absorbing 

elements and noise abatement walls, for example..


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Sales and dealerships 

Sales and dealerships 

Environmental protection activities at sales outlets are also based on the Daimler Group’s Environmental 

Guidelines. Within this strategic framework, the Mercedes- Benz German Sales Organization (MBVD) has its own 

environmental policy, which it pursues with great commitment, practicing proactive environmental protection at 

its Berlin headquarters, company-owned sales and service outlets, and dealerships. As part of the MBVD 

environmental policy, company-owned sales and service outlets set their own local environmental targets and 

determine the activities required to reach them. A total of 20 MBVD centers with 54 outlets, as well as the 

organization’s headquarters in Berlin, have already had their operations officially certified in line with the 

European Eco-Management and Audit Scheme (EMAS).


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Products and product use / 

Fuel consumption and CO 2 emissions 


The Group has already made substantial progress in reducing fuel consumption and CO 2 emissions in both its 

passenger cars and commercial vehicles through continual optimization of the internal combustion engine. 

Fuel consumption in Germany 1990 – 2007 

Reduced fleet consumption. Daimler has reduced the average fuel consumption of its fleet of newly registered 

passenger cars and station wagons in Germany by 32 percent since 1990. In 2007, fleet consumption also 

declined 3 percent compared with the previous year, to 7.0 liters per 100 kilometers. Average CO 2 emissions fell 

to 174 grams per kilometer. 

Development of CO 2 emissions for the European Daimler fleet (average) 1995 – 2007 

CO 2 emissions of Daimler’s fleet in Europe have fallen by 21 percent since 1995; this reduction is nearly 50 

percent higher than the average decrease for all European manufacturers. Overall average CO 2 fleet emissions in 

Europe totaled 181 grams per kilometer in 2007 (Mercedes-Benz Cars, including vans). 

These savings were made possible for example by the introduction and refinement of CDI diesel technology and 

of second-generation gasoline direct injection, by downsizing concepts with superchargers, and by the sevenspeed 

automatic transmission 7G-TRONIC. 

Reasons for the specific reduction in 2007 included the launch of the new C-Class, which boasted significantly 

better fuel economy than the predecessor model, and the launch of the new smart fortwo. The measures and 

technologies described in Chapter "Sustainable mobility strategy and implementation for passenger cars" will 

help us further reduce the fuel consumption and CO 2 emissions of our fleet.




Daimler CAFE* values for passenger cars and light trucks 1996 – 2007 in the U.S. 

In the U.S., the Corporate Average Fuel Economy (CAFE) standards set the legal framework for improving energy 

efficiency. According to these standards, manufacturers’ passenger car fleets are weighted in line with sales. For 

model year 2008, they must have average values below 8.6 liters per 100 kilometers (27.5 miles per gallon) for 

cars, and 10.6 liters per 100 kilometers (22.2 miles per gallon) for light trucks. Standards for both passenger 

cars and light trucks have been tightened in the U.S. in recent years. As a result, the requirements will gradually 

be increased in the period between 2011 and 2020 to an average of 6.7 liters per 100 kilometers (35 miles per 

gallon). 

Average fuel economy for each model year is determined by the number of vehicles sold and the fuel economy 

value for each. Manufacturers that fail to achieve the set economy value must pay US $5.50 per every 0.1 miles 

per gallon they fall below the standard. Last year, the Group thus had to pay penalties totaling US $30.3 million 

for slightly more than 200,000 Mercedes vehicles imported into the U.S. by Mercedes-Benz in 2006, due to the 

fall in the number of FlexFuel vehicles in connection with model realignment measures. 

In Japan the “Top Runner” concept has fixed binding upper limits for fuel consumption from 2010 on for nine 

passenger car classes grouped according to gross vehicle weight. This standard will be extended to 16 car 

classes in 2015. The targets for 2010 have already been achieved in two vehicle classes. 

With long-distance trucks like the Mercedes-Benz Actros, Daimler has been leading the field for years in terms of 

fuel economy. Refined and even more efficient engines, improvements to tires and aerodynamic properties, 

variable axle drive ratios, and the introduction of BLUETEC technology have all led to substantial reductions in 

the fuel consumption of our commercial vehicles over the last few years. Orion VII hybrid buses, for example, 

consume up to 45 percent less fuel than conventional diesel buses, while the Mitsubishi Fuso Canter Eco Hybrid 

consumes 20 percent less fuel than a conventional truck. 

Impact of driving style on fuel consumption. Studies have shown that when a driver tries to anticipate events and 

drives with economy in mind, he or she can achieve fuel savings of as much as 10 percent over the long term. 

Exploiting such savings potential is the goal of the eco-training courses offered by Mercedes-Benz to drivers of 

both passenger cars and commercial vehicles.



Fuel consumption and CO 2 emissions / The EU draft for CO 2 regulation* 

The EU draft for CO 2 regulation* 

EU proposal for limiting mean CO 2 emissions of the European new car fleet to 130 g/km 

In February 2007, the EU Commission presented a strategy paper that calls for the CO 2 emissions of new cars 

from all manufacturers in Europe to be reduced through appropriate vehicle measures to an average of 

130 grams per kilometer by 2012. A further reduction of 10 grams is to be achieved by additional measures such 

as improving the efficiency of vehicle components (for example, tires) and a gradual transition to fuels containing 

less carbon. In December 2007, the EU Commission published the draft proposal for reducing CO 2 emissions 

from passenger cars and light trucks. The legislation process is expected to be completed by 2009 at the latest, 

after which the regulation will apply in every EU member state. 




Fuel consumption and CO 2 emissions / CAFE standards in the U.S.* 

CAFE standards in the U.S.* 

CAFE standards for passenger cars and light commercial vehicles in the U.S 

In December 2007, U.S. Congress resolved legislation prescribing a CAFE figure for passenger cars and light 

commercial vehicles (mean value for all manufacturers) of 6.7 liters/100 km (35 miles per gallon) for model year 

2020. Separate fleet goals will come into effect for passenger cars and for light commercial vehicles, defined on 

the basis of specific criteria. The government’s plans provide for categorization according to a vehicle’s 

“footprint” (wheelbase x mean track width). 

In April 2008, the National Highway Traffic Safety Administration (NHTSA) published a legislative draft that 

implemented the Congress figure from December 2007 and nominated CAFE values for model years 2011 to 

2015; this draft provides for mean CAFE values for all manufactures of 6.6 liters/100 km (35.7 mpg) for 

passenger cars and 8.2 liters/100 km (28.6 mpg) for light commercial vehicles of model year 2015. The 

regulations are to be definitively resolved by April 1, 2009. 




Fuel consumption and CO 2 emissions / Eco-training courses* 

Environmentally conscious driving: Our Eco 

training courses* 

People who drive in a fuel-saving manner contribute to environmental protection and save money. This applies to 

drivers of cars as well as of buses and trucks. Our Eco driver training courses will teach you how to effectively 

reduce your vehicle's fuel consumption without having to lengthen your journey. 

� Eco training course for car drivers. 

� Eco training course for truck drivers. 

� OMNIplus EcoTraining for bus customers. 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Products and product use / Airborne emissions 

Airborne emissions 

Besides carbon dioxide and water vapor, automobile exhaust emissions include carbon monoxide (CO), nitrogen 

oxides (NOx), and hydrocarbons (HC). Diesel vehicles have the same emissions plus particulates. Vehicle 

emissions have a significant impact on air quality, especially in cities with heavy traffic. 

In recent years, Daimler has significantly reduced the various types of emissions across its entire passengercar 

range with the help of improved engine designs and highly efficient emission control systems. Since 1995, for 

example, NOx emissions have been cut by about 70 percent and diesel particulate emissions by more than 95 

percent. Over the course of the past decade, the Group has also succeeded in dramatically reducing emissions of 

nitrogen oxides, hydrocarbons, and particulates in its commercial vehicles by improving the control of 

combustion processes in engines, and by optimizing carburation. The aim now is to apply state-of-the-art 

technologies to achieve further reductions and thus be able to comply as far in advance as possible with future 

emission limits in Europe, Asia, and the U.S. 

Low-emission passenger cars. The EU regulation governing the Euro 5 and 6 emission limits went into effect in 

July 2007. The Euro 5 standard will become valid for new models on September 1, 2009 and for all commercial 

vehicles and January 1, 2011, and will have more stringent particulate and NOx limits for new passenger cars and 

vans. Euro 6, which sets significantly lower limits for NOx emissions from diesel vehicles, will come into force for 

new models on September 1, 2014 and for all commercial vehicles on September 1, 2015. 

In order to combine all technical solutions for reducing diesel engine emissions into a sensible package, Daimler 

is implementing a multi-staged plan that includes the following points: 

� Optimized engine and combustion processes reduce raw emissions to the greatest extent possible. This 

includes the use of electronic engine control systems, four-valve technology, third-generation common-rail 

direct injection with piezo injectors, turbocharging with variable geometry, and exhaust gas recirculation 

systems. 

� Oxidizing catalytic converters minimize emissions of carbon monoxide (CO) and uncombusted hydrocarbons 

(HC). 

� Diesel particulate filters reduce particulate emissions by up to 98 percent. As a result, such emissions are 

significantly lower than the current Euro 4 particulate limits and already meet the Euro 5 and Euro 6 limits. 

The currently valid emission standards in the U.S. are also met in combination with the BLUETEC exhaust 

treatment system. Since the summer of 2005, all Mercedes-Benz diesel passenger cars sold in Germany, 

Austria, Switzerland, and the Netherlands have been equipped with particulate filters as standard. In 

addition, Mercedes-Benz now offers maintenance-free retrofitting systems for reducing particulate emissions 

in all A-, C-, and EClass models with four-cylinder diesel engines, and in M-Class models with five-cylinder 

diesel engines. We also offer retrofitting solutions for nearly all CDI models in cooperation with partners. 

The new smart fortwo cdi already complies with legal requirements (Euro 4), even without a diesel particulate 

filter. In addition, the smart fortwo cdi is being equipped with a diesel particulate filter (open system) as standard 

in Germany, Italy, and Switzerland. Starting in 2008, the fortwo cdi will also be offered with a closed system, 

whose incorporation into the engine control system basically permits an even higher reduction of particulates in 

the exhaust than an open particulate filter system.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Products and product use / Airborne emissions 

Percentage share of Mercedes-Benz and smart diesel passenger cars sold in Europe in 2007 that meet 

mandatory and planned emissions standards 

CO 

in g/km 

HC NOx 

in g/km 

Limit values 

NOx 

in g/km 

Particulates 

in g/km 

Percentage share of Mercedes- 

Benz and smart diesel 

passenger cars that meet 

the respective limit values 

Euro 4 0.50 0.25 0.30 0.025 91 percent 

Euro 5 1 0.50 0.18 0.23 0.005 9 percent 

1 The Euro 5 limits are binding for all new vehicles as of January 1, 2011. At present no vehicle has been registered on the basis of Euro 5. 

BLUETEC is helping us achieve our goal of making diesels as clean as gasoline engines and thus ready for future 

emission limits worldwide. 

In the BLUETEC system, Daimler brings together various technical features for reducing all relevant emission 

components in diesel passenger cars and commercial vehicles. The system includes optimized combustion 

engines, an oxidizing catalytic converter, and a diesel particulate filter. It also uses innovative technologies to 

reduce nitrogen oxide emissions (either an enhanced DeNOx storage catalytic converter with an SCR catalytic 

converter, or the latter plus injection of an additive known as AdBlue). 

In October 2006, the world’s first BLUETEC passenger car – the Mercedes-Benz E 320 BlueTEC (with a DeNOx 

storage catalytic converter and an SCR catalytic converter) – was launched on the North American market. 

It was followed in December 2007 by the E 300 BlueTEC in Europe. Starting in 2008, three other BLUETEC 

models will be offered on the U.S. market – in the R-Class, the M-Class, and the GL-Class. All three will initially 

be available in the U.S. only, where they meet the extremely stringent Bin 5 and ULEV emission standards. 

Mercedes-Benz is thus the first manufacturer able to offer diesel SUVs in all 50 U.S. states. Beginning in 2010, 

BLUETEC will also be available as a technology package in combination with a hybrid module, initially in the E 

300 BlueTEC HYBRID and the S 400 BlueTEC HYBRID. 

Low-emission commercial vehicles. Thanks to BLUETEC, Daimler commercial vehicles already comply with the 

Euro V emission limits that will not go into effect until 2009 for new vehicles. With this technology base, such 

vehicles are also ready for the next phase of emission legislation – Euro VI. We’re also utilizing the technology to 

ensure that our commercial vehicles and buses comply with the stringent emission limits that will go into effect 

in the NAFTA region and Japan (EPA 10 and JP 09, respectively). 

The foundation for BLUETEC is provided by further optimized engines featuring higher peak pressure and 

compression ratios that result in cleaner combustion, fewer particulates, and – depending on the engine variant 

– higher output. Such engines also consume up to 6 percent less fuel than those installed in Euro III vehicles. 

Once exhaust gases leave the engine, they are brought into contact with AdBlue that is injected from a special 

tank into the hot exhaust gas flow, where it reacts to form ammonia. The gases are treated in an SCR catalytic 

converter before they are emitted into the atmosphere. Here, a catalytic reaction transforms nitrogen oxides into 

harmless nitrogen and water. The AdBlue itself is stored in a separate tank that can be refilled using a normal 

pump. Around one liter of AdBlue is required for 25 liters of diesel fuel. 

More than 150,000 commercial vehicles equipped with the AdBlue system have been handed over to customers 

since series production of BLUETEC technology was launched at the end of 2004. Starting with heavy-duty longdistance 

trucks, we have gradually expanded our range of BLUETEC 5 vehicles right down to light trucks for 

short-range distribution.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Products and product use / Airborne emissions / 

EU emission standards* 

Development of EU-wide emission 

standards* 

With its Euro limits, the European Union (EU) imposes binding emissions values for cars and commercial vehicles. 

After imposing initial standards known as Euro 0 (for commercial vehicles) and Euro 1 (for cars), the EU 

successively amended the directives, reducing the limits in the process. The following diagrams depict the 

development of the EU emissions limits. 

Development of EU emissions limits for diesel- 

powered cars 

* Content on this page is available exclusively on the Internet. 

Development of EU emissions limits for gasoline- 

powered cars 

Development of EU emissions limits for trucks and buses (heavy-duty commercial vehicles)



BLUETEC technology at Daimler* 


BLUETEC technology at Daimler 

Cleaner diesel 

Extracting maximum performance out of every drop of diesel fuel burned, while at the same time minimizing 

pollutant emissions, is a challenge Mercedes-Benz is addressing with its fuel-efficient diesel engines and 

revolutionary BLUETEC diesel technology. BLUETEC is a modular exhaust gas treatment system that combines 

engineinternal and downstream aftertreatment measures in order to minimize emissions. 

Daimler has developed two versions of BLUETEC: In passenger cars like the E 320 BlueTEC and E 300 BlueTEC, 

the system comprises an oxidizing catalytic converter, an enhanced DeNOx storage catalytic converter, and a 

diesel particulate filter with an SCR (selective catalytic reduction) catalytic converter. The E 320 BlueTEC, which 

has been available in the U.S. since the fall of 2006, thus boasts emissions lower than the maximum permitted 

by the Bin 8 standard. With consumption of 6.7 liters per 100 kilometers, it’s also the most fuel-efficient vehicle 

in its class in the country. The same technology from the E 320 BlueTEC is utilized in the E 300 BlueTEC, which 

was launched in Europe in December 2007 and already meets the Euro 5 emission standard, which won’t go into 

effect until 2009.




BLUETEC with DeNOx storage catalytic converter 

The second version of BLUETEC, which has been proving its worth in the truck and bus segment since 2005, will 

also be featured in the new GL-, ML-, and R-Class models to be launched in the U.S. in 2008. Here, an additive 

known as AdBlue is injected into the exhaust gas flow in order to release ammonia, which reacts with nitrogen 

oxides in the downstream SCR catalytic converter to form harmless nitrogen and water. This second BLUETEC 

version is thus even more effective, and the vehicles that use it not only meet the stringent Bin 5 standard but 

also have the potential to achieve emission levels below the limits stipulated by the future Euro 5 and Euro 6 

standards. 

BLUETEC with AdBlue 



Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Products and product use / Noise emissions 

Noise emissions 

Along with the airflow, a vehicle’s axles, steering system, tires, engine, and powertrain also have a major impact 

on acoustic comfort. Cooperation between aero-acoustic experts and vehicle body and engine developers has 

led to a reduction in both interior and exterior noise emissions in Daimler vehicles. The problem of traffic-related 

noise cannot be solved by measures affecting the vehicles alone, however. Other important factors here are 

increasing traffic densities, construction along roadways, driving habits, the surfaces and conditions of roads, 

and tire properties. In general, the main contributory factors to noise in commercial vehicles are the mostly 

rough tread patterns on truck tires, as well as vehicle bodies and the loads the trucks carry. Low-vibration 

design, optimum engine encapsulation, and aerodynamically efficient cabs are key parameters that Daimler can 

directly influence. The Group also works closely with body manufacturers to achieve optimum alignment of the 

entire vehicle with a view to reducing noise emissions to a minimum.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / End of life 

End of life 

MeRSy conserves resources. The Mercedes-Benz Recycling System (MeRSy) helps ensure that a growing number 

of end-of-life parts are recycled on a voluntary basis, thus reducing the volume of waste. Old vehicle fluids are 

also reprocessed. In 2007, for example, we recycled around 630,000 liters of coolant and brake fluid each. 

MeRSy also manages the collection and recycling of auto parts and end-of-life materials from passenger car and 

commercial vehicle service centers for the Mercedes-Benz and smart brands. What began in a few workshops in 

1993 is today well established throughout Germany, Austria, and Switzerland. In 2007, MeRSy collected a total 

of 29,720 tons of end-of-life parts and materials for recycling. 

Take-back network for end-of-life vehicles. Daimler is establishing a take-back network for end-of-life vehicles in 

cooperation with local importers and national disposal companies in all EU countries. This ensures that the 

Group’s customers can dispose of their vehicles easily and conveniently. It also guarantees not only the high 

quality of all recycling operations but also that they conform with applicable laws.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / Activities and goals 

Activities and goals 

Our environmental commitment: Activities and goals 

One of the key environmental challenges involves the impact of human beings on the climate and the air quality 

in the major metropolitan areas of the industrialized world and – more importantly – in the megacities of 

emerging markets and developing countries. We are addressing this challenge, and others. We therefore have an 

obligation to develop product and process innovations that reduce the environmental impact of our business 

activities. 

We have made substantial progress in reducing productionrelated emissions of CO 2 over the last few years 

through the utilization of lower-carbon energy sources and heat-power co-generation units, as well as through 

energy conservation, efficiency gains, and heat recovery systems. Integrated and downstream measures such as 

the introduction of waterbased paints have also helped reduce solvent emissions. Through our “Road to the 

Future” and “Shaping Future Transportation” initiatives, we are working hard to lower the fuel consumption and 

exhaust gas emissions of our passenger cars and commercial vehicles. CDI technology, gasoline direct injection 

(CGI), our seven-speed automatic transmission, and the new-generation smart fortwo offer examples of 

technologies and products that have already led to a significant improvement in the fuel economy of our 

passenger cars. Our innovative BLUETEC technology, which we introduced initially in our commercial vehicles 

and now also in our diesel passenger cars, has made a major contribution to reducing particulate and nitrogen 

oxide emissions. And the technology package of BLUETEC combined with hybrid modules will lower vehicle 

emissions even further in the future. Hybrid technology is becoming more important in the commercial vehicle 

segment as well, where it can reduce diesel fuel consumption by as much as one-third, depending on how the 

vehicle in question is used.



Fleet consumption 

Goals Activities/status Goal 

Regardless of what form the EU’s 

draft legislation on reducing CO 2 

emissions in new vehicles ultimately 

takes, Daimler will implement 

measures to further lower such 

emissions for its vehicle fleet in 

Europe, in order to meet the EU’s 

fleet consumption objectives. 

Daimler aims to be “best in class” in 

terms of the CO 2 emissions of its 

vehicles. Beginning in 2007, the 

Group plans to introduce at least 

one vehicle per year in each of the 

large-volume series (S-, C -, E-, A- 

/B- and M-Class and smart) with 

CO 2 emissions significantly lower 

than those of the respective 

predecessor model from 2006. 

Reductions will total at least 

8 percent for the small-car segment 

(smart, A-/ B -Class) and at least 

15 percent for the middle and 

upper-range segments. 

Our efforts to reduce fuel consumption will be further intensified. 

Here, downsizing and turbocharging will play an important role 

with regard to the engine. The principal measures include: 

� rollout of direct gasoline injection in our four-cylinder 

gasoline engines as of 2010 (consumption reduction 

potential approx. 10 percent) – this technology has already 

been available in the CLS 350 since 2006 and the E 350 CGI 

since 2007 and will be available in the C350 CGI by the end 

of 2008. 

� introduction of start-stop systems, initially in the smart 

(2007), followed by the A-/B-Class (consumption reduction 

potential approxiamately 8 percent); 

� four-cylinder gasoline and diesel engines with optimized 

consumption as of 2008/2009 (savings potential 5 – 

10 percent); 

� development of the so-called DIESOTTO concept 

(consumption reduction potential of 15 – 20 percent) – 1st 

stage by 2012; 

� improvement of energy management (5 –10 percent) 

Compared with the reference year 1995, the average fuel 

consumption of Mercedes vehicles has been reduced by 

21.3 percent as a result of various measures; this reduction rate 

is almost 50 percent higher than the ACEA average. 

We are employing technical measures to improve the efficiency of 

the drive train – e.g. new combustion processes. The fuel 

consumption of the gasoline engine with stratified direct 

injection, also available in the E-Class since 2007, is around 

10 percent lower. The high injection pressure and newly 

developed seven-hole injectors of the latest-generation CDI 

engine, introduced in the new-generation smart fortwo in 2007, 

make for a 13-percent reduction in fuel consumption. With the 

launch of BlueEFFICIENCY vehicles (starting with the C-Class in 

2008) we will reach, and in some cases clearly surpass, our 

reduction targets for the medium and upper-range segments. The 

C 200 CDI BlueEFFICIENCY launched in April 2008 boasts a CO 2 

emission level 17 percent lower than that of the predecessor 

model, and the CO 2 emissions of the C 180 KOMPRESSOR 

BlueEFFICIENCY (also launched in April 2008) have been reduced 

by 15 percent. 

attainment 

Further 

development of 

the current 

consumption 

goals for 

Europe 

Goal still 

applies 

Link 

Link 

Link 

Link



Climate protection 

Link 

Goals Activities/status Goal attainment Link 

Beginning in 2007: 

Introduction of various 

hybrid solutions to be 

offered either 

individually or in 

combination, 

depending on vehicle 

class, type of use, and 

customer 

requirements. 

Further development of 

fuel cell vehicles with 

the aim of increasing 

vehicle range and 

achieving series- 

production capability 

for passenger car fuel 

cell drives. 

Continual reduction of 

specific productionrelated 

CO 2 emissions 

at Mercedes-Benz 

Cars, Daimler Trucks, 

and Vans, Buses, 

Other. 

� An alliance has existed with General Motors, Chrysler, and BMW 

since 2005 for the joint development of a hybrid drive system in 

the U.S. 

� Since March 2007 the BMW Group has collaborated with Daimler 

AG to develop a hybrid module for rear-wheel-drive passenger cars 

in the premium segment. 

� Introduction of hybrid production cars in mid-2009. 

� Market launch of the Freightliner M2 Hybrid in 2008. 

� Series production launch of the Citaro G BlueTec Hybrid bus in 

2009. 

The smart mhd (micro hybrid drive) with a start-stop system was 

launched on the market in October 2007 (consumption reduction 

8 percent). Orion hybrid buses and the Fuso Eco Canter truck are 

already being used by customers. Daimler is the world market leader for 

hybrid buses. The introduction of the Fuso Aero Star Eco Hybrid in 

September 2007 marked the launch of the second generation of 

Mitsubishi Fuso hybrid buses. 

� Increasing the range of the fuel-cell passenger car trial fleet from 

177 km today to 400 km by 2010. 

� Launch of small-lot production of the B-Class F-Cell in early 2010. 

� The second generation of fuel cell buses in the form of Citaro fuel 

cell hybrids based on the Citaro BlueTec Hybrid is launched. 

In 2005 we presented the F 600 HYGENIUS research vehicle featuring 

an optimized fuel cell system with a smaller but more powerful stack 

and excellent cold-start properties. 

Data collection and evaluation have been improved and the method of 

calculating CO 2 emissions has been standardized throughout the Group. 

Benchmarking and savings projects have already led to success at all 

business units. We are now conducting feasibility studies on measures 

for improving energy efficiency as well as on other issues such as 

cogeneration, biomass, and photovoltaics. At the plant level, we have 

launched programs to exploit specific potential for improving energy 

efficiency and reducing energy consumption and CO 2 emissions at each 

location. Compared to the period 2006 – 2007, CO 2 emissions per 

vehicle manufactured declined by 6 percent at Mercedes-Benz Cars and 

by 11 percent at Mercedes-Benz Vans. At Daimler Trucks, on the other 

hand, specific CO 2 emissions rose 3 percent due to a drop in 

production. Absolute CO 2 emissions for the Group as a whole fell by 

1.9 percent during the same period. 

Goal still applies Link 

Link 


Goal still applies Link



Air pollution control 


Commercial vehicles: Cutting NO x 

emissions by launching BLUETEC in 

Mercedes-Benz trucks and buses 

sold in Europe, and advance 

compliance with the Euro IV 

emission standard (valid from 

October 2006) via BLUETEC 4 

vehicles, and Euro V (valid from 

October 2009) via BLUETEC 5 

models. 

Passenger cars: Reduction of NOx emissions via the series-production 

launch of BLUETEC technology in 

the first Mercedes-Benz passenger 

car model in the U.S. in fall 2006 

and in Europe in 2008. 

Gradual introduction of BLUETEC for Euro IV and BLUETEC 

for Euro V. Development of engines to further increase 

efficiency and thus fuel economy, while retaining at least 

the same long service life. Following the launch of 

BLUETEC in the Mercedes-Benz Actros, the technology is 

now available in all commercial vehicle and bus models. 

More than 150,000 Mercedes-Benz trucks and buses 

equipped with the new exhaust gas technology have been 

delivered to customers since early 2005. 

Step-by-step introduction of BLUETEC technology in an 

initial group of Mercedes-Benz passenger car models and 

enhancement of this technology for all model series. 

Market launch of the E 320 BlueTEC commenced in North 

America in October 2006 and in Europe in September 

2007. Three more V6 BLUETEC models will be launched in 

the U.S. starting in 2008 in the R-Class, M-Class, and GL- 

Class. 




Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / External statement 

External statement 

Daimler at the “Tipping Point”: The Group’s Future Success Hinges on Effective Climate Protection. When used in 

connection with the global climate, the term tipping point refers to the point in time when indicators of climate 

change suddenly give way to drastic negative events. From the perspective of the Institute for Applied Ecology 

(Öko-Institut) in Germany, Daimler’s executive management team has also reached a tipping point, as the priority 

assigned to climate protection in the transportation sector by both governments and businesses in the near 

future will have a decisive impact on the Group’s success over the long term. 

The following report details Daimler’s climate protection achievements and outlines the challenges that remain. 

The report marks the fourth time that Daimler has asked the Institute for Applied Ecology to comment on the 

company’s progress in this area and identify the strategic changes that still need to be made. I Our institute has 

been pointing out for quite some time that sustainable mobility and climate protection are issues that need to be 

more closely monitored and coordinated by executive management bodies. We therefore expressly welcome 

Daimler’s establishment of a Sustainability Board. We also recognize that by restructuring its procurement 

system through a strategy committee, Daimler is seeking to enhance its systematic sustainability management 

and promote environmental protection in its relationships with its suppliers. Outfitting the Sustainability Board 

with all the necessary authority and incorporating social stakeholder groups into the process will also play a role 

in determining how successful the cooperation with established bodies will be for the achievement of ambitious 

goals, such as climate protection targets for production, logistics, and the supply chain, which we unfortunately 

once again find lacking this year. 

Nevertheless, the “Roadmap” Daimler has presented for its product range, which includes the introduction of 19 

new models for its high-volume series by 2011, does create the impression that the Group now realizes just how 

important climate protection is. The associated positive message being sent that many technologies – up to and 

including diesel hybrid drives – will be ready for market launch in the near future underscores Daimler’s 

determination to be a technology leader in this area as well. Whether or not the planned technology packages 

can actually enable Daimler to achieve its “best-in-class” objective remains questionable. The models presented 

to date still do not live up to this claim. 

The current controversy regarding the proper strategy for increasing the share of biofuels in the fuel mix is 

putting additional pressure on the company to further enhance the fuel efficiency of its vehicles as its primary 

objective. The nature of this debate does, however, confirm that Daimler is on the right track with its activities 

involving second-generation biofuels, such as its cooperation with CHOREN and its joint efforts with the WWF to 

establish sustainability standards for both domestic and, above all, imported biofuels.


Daimler Nachhaltigkeitsbericht 2008 / Environmental protection, innovation, and safety / External statement 

In 2007 the Institute for Applied Ecology suggested that Daimler should target an fleet average of 130 – 140 g 

CO 2 /km by 2012 for Mercedes-Benz and smart combined. According to independent studies, on the basis of the 

current EU draft directive Daimler’s target should be 136 g/km by 2012, which is 25 percent lower than today’s 

average. We welcome the fact that Daimler plans to achieve this EU fleet target in spite of uncertainties 

regarding the specifics of how this should be done. Still, it is difficult to believe that average fleet consumption 

for Mercedes Benz and smart can be reduced by more than 25 percent over the next few years, when only two of 

13 engine variants of a new model series are offered as BlueEFFICIENCY versions, as is the case with the new C- 

Class sedan. This is particularly the case in view of the fact that the 11 other more powerful engine variants in 

the C-Class have emissions up to 80 percent higher than those of the C 200 CDI BlueEFFICIENCY. 

It will not be possible to lower fleet consumption without the successful marketing of BlueEFFICIENCY models. 

Such successful marketing in turn requires the Group to focus its business model more strongly on fuel-efficient 

high-volume model series. The responsible and successful marketing of fuel-efficient vehicles will also require 

clearer advertising messages. In 2007, for example, Daimler promoted the E 320 BlueTEC in Germany with the 

slogan “climate protection as standard.” This highlighted the model’s contribution to climate protection, despite 

the fact that BLUETEC technology primarily aims to lower nitrogen oxide emissions. While we are very pleased by 

the successful transfer of BLUETEC technology from commercial vehicles to passenger cars, as this is an 

important contribution to improving air quality, we must nevertheless point out that marketing campaigns such 

as the one used for the E 320 BlueTEC can mislead customers. 

We know very well that an automaker’s model policy is a sensitive issue that is frequently considered 

“untouchable.” However, the possibility of an approaching tipping point of the global climate leaves little room 

for taboos. Whether or not it will be possible in the future to continue defining premium-segment comfort and 

luxury solely in terms of engine output and vehicle size is a question Daimler also has to answer for itself as it 

seeks to develop a business model that will keep the Group successful over the long term. 

Christian Hochfeld 

Berlin, May 2008 

Christian Hochfeld is Deputy Director, Öko-Institut e.V. 

Öko-Institut e.V. is one of Europe’s leading independent research and consultancy institutes for a sustainable future.


Daimler Nachhaltigkeitsbericht 2008 / Employees 

Employees. Innovative measures for safeguarding the future, effective health 

management, occupational safety, and the targeted promotion of diversity are key 

elements of our sustainable human resources policy.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Foreword 


Our employees play a key role in our business success, which is why Daimler’s commitment to social 

responsibility begins with the men and women who work for us. Even in the aftermath of the Chrysler demerger, 

Daimler remains a globally operating company with more than 272,000 employees. We took on more than 

13,000 new members of staff around the world in 2007, 5,500 of whom were hired in Germany. At the same 

time, some 14,500 employees left the company in 2007 (5,400 in Germany) either voluntarily or after having 

reached retirement age. Restructuring measures remain necessary for maintaining our competitiveness. Only by 

achieving business success can we continue to develop jobs over the long term. 

The Human Resources department makes an important contribution to the sustained positive development of the 

company. That’s why we have created the HR Sustainability Committee, which will address key personnel issues 

and developments more closely in the future. The professional development of our employees will be a major 

focus here, which is why we’re investing heavily in the associated measures. If we are able to further promote 

employees’ talents and their intercultural and personal skills in line with our present and future needs, we will 

remain successful as an organization. Daimler has also been making substantial investments to assist families 

with children through our high-quality “Sternchen” daycare centers. In addition, our strategic human resources 

planning units are currently assessing our future personnel needs in terms of both quality and quantity. By 

comparing today’s situation with future scenarios that take into account the coming demographic changes, we 

are obtaining the knowledge we need in order to plan future hiring operations, training measures, health 

management policies etc. Providing excellent training opportunities remains a permanent obligation at the 

Group, one that also benefits society as a whole. As a result, Daimler will continue to account for almost 40 

percent of all trainee positions available in the German automotive industry. 

Our corporate pension system is taking on much greater importance at the company as a result of demographic 

developments. We are therefore cooperating with employee representatives to modernize this system and 

prepare it for the future. The diversity of our workforce also requires professional management – and this is 

especially true in Germany with regard to the percentage of women in managerial positions. 

Another important human resources issue at Daimler is employee satisfaction, which we regularly measure 

through employee surveys. Our overall employee satisfaction results in 2007 matched those of the prior year, 

and in order to ensure that we continue to make progress in the future, we will utilize the survey results to 

develop and implement specific measures. 

Our employees are our future. They not only make our company what it is but also help to shape society in a 

variety of ways, both inside and outside the organization. At the moment, for example, 96 Daimler staff members 

are teaching at universities while continuing to perform their jobs at our company. 

Günther Fleig 


Human Resources and Labor Relations Director


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Workforce development 

Workforce development 

On December 31, 2007, Daimler had 272,382 employees worldwide (2006: 274,024). Of these, 166,679 were 

employed in Germany (2006: 166,592) and 24,053 were employed in the United States (2006: 27,629). The 

number of trainees in 2007 was 9,300 (2006: 9,352). The decrease in workforce numbers compared with 2006 

was primarily due to implementation of the New Management Model and other efficiency enhancement 

measures. 

Mercedes-Benz Cars employed 97,526 people at the end of last year (2006: 99,343). The development of 

staffing levels varied within the Daimler Trucks division. Whereas headcounts in Europe and Brazil increased 

sharply as a result of strong demand, we had to reduce employment levels in North America due to the market 

downturn. At the end of 2007, Daimler Trucks employed 80,067 persons (2006: 83,237). At 6,743, the number 

of employees at Daimler Financial Services in 2007 was 1 percent lower than in the prior year (6,813). Especially 

as a result of strong worldwide demand for the Sprinter model, we significantly increased the headcount at 

Mercedes-Benz Vans to 17,524 employees (2006: 15,591), above all at the Düsseldorf plant. The number of 

employees at Daimler Buses also increased, to 17,286 (2006: 16,884). 

Total workforce by region 

Implementation of the New Management Model, presented in January 2006, continued according to plan in 2007 

– administrative functions around the world were consolidated and processes standardized. Workforce 

adjustments in administrative departments also proceeded on schedule. 

Total workforce by division 

Year- end 2006 and 2007 2006 2007 





Sales Organization 46,952 48,078


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Fluctuation 

Fluctuation 

The Daimler Group’s worldwide employee fluctuation rate in 2007 was 7.1 percent, a decrease of 0.7 percentage 

points from the prior year. The fluctuation rate in Germany was 3.6 percent (2006: 7.8 percent), while in the U.S. 

it was 17.8 percent (2006: 5.5 percent), and in the rest of the world 10.9 percent (2006: 9.1 percent). These 

figures include human resources measures such as early retirements, voluntary severance agreements, part-time 

phased early retirement contracts (especially in Germany), and layoff contracts in the U.S. The decline in the 

fluctuation rate in Germany was primarily due to the conclusion of CORE restructuring measures. The sharp 

increase in fluctuation of 12.3 percent in the U.S. resulted from workforce reductions related to the aftereffects 

of advanced purchases due to the introduction of the more stringent EPA 07 emission limits.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Flexible use of human resources 

Flexible use of human resources 

Thanks to many tools that promote flexibility, Daimler can react to fluctuations in demand by increasing or 

decreasing its human resources capacities without having to adjust its core workforce. These tools include a 

variety of worktime models, employee delegation via “Dmove” (an internal personnel exchange system), and the 

hiring of employees with limited-term contracts. Another tool is provided by flexible approaches to organizing 

worktime. The number of part-time employees at the Group’s German locations has decreased: A total of 8,006 

employees (2006: 8,299) – in other words, 5.2 percent of the total workforce (2006: 5.4 percent) – worked parttime 

in 2007. 

Workforce capacity requirements at the plants are subject to variation. In order to react to fluctuations in a 

versatile manner, the Group has agreed with the General Works Council on the “Safeguarding the Future 2012” 

program for regulating the number of temporary workers at German plants, with an upper limit of 2,500. 

Temporary workers receive the same basic hourly wage as permanent employees.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Flexible use of human resources / "Safeguarding the Future: 2012"* 

"Safeguarding the Future: 2012"* 

In July 2004, the company management and the general works council agreed on a comprehensive reform 

package known as "Safeguarding the Future: 2012." The reform package encompasses a large number of longterm 

measures that increase the company's profitability and thereby help to secure jobs in Germany. An 

overview of the reform package was published for the former DaimlerChrysler AG at the time the agreement was 

reached in 2004. 

� Zukunftssicherung 2012 (PDF, 1 MB) 

Unfortunately, this brochure exists only in German. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Employee satisfaction 

Employee satisfaction 

Daimler regularly conducts employee surveys at all of its plants and other locations. In November 2007, we also 

carried out the Global Employee Commitment Survey (GECS) for the second time since 2006. This survey uses a 

uniform method to obtain a representative worldwide sample that reflects employees’ commitment to, and 

identification with, the company. It also measures employees’ satisfaction with their work situation and leaders, 

as well as their familiarity with the Corporate Values and compliance regulations. Special attention in this ethicallegal 

area was paid to feedback from executive managers. 

Employee commitment is measured through the HR Scorecard system, with values ranging from 0 to 100. The 

Employee Commitment Index (ECI) value of 58 from the latest survey (2007/2008) indicates a relatively 

homogenous result, which nevertheless corresponds to the average in external comparisons. Results of the 

survey section on satisfaction with the work and leadership situation were generally positive.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Employee satisfaction / Key results of the Employee Survey* 

Key results of the Employee Survey* 

The “Global Employee Commitment Survey” (GECS) provides the Group and its individual divisions with a clear 

and globally differentiated overview of the opinions and attitudes of their employees and managers. The survey is 

meant to assist in the evaluation of the change processes carried out in 2006 and, where applicable, to provide 

information on what further improvements need to be made. 

The results of the survey show a high level of awareness among staff with regard to our Corporate Values, which 

the great majority of our employees also identify with. Employees also have clear expectations of how managers 

should serve as role models. Specific measures for improvement will be discussed and approved throughout the 

course of 2008. 

The survey section on Compliance revealed across-the-board positive assessment of this issue and a high level of 

sensitivity, both of which are reflected in employee actions. Our ethical and legal standards are thus now firmly 

entrenched throughout the company. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / Social security 

Social security: Retirement benefits and 

health care 

A sound financial base, coupled with adequate risk assessments, forms the foundation of Daimler’s provisions for 

a secure retirement, or for the event that employees become unable to work anymore. The “Global Pension 

Guidelines” outline the way these goals should be reached. A special governance structure controls the Group’s 

worldwide pension plans, and any Group company wishing to change an existing pension scheme or introduce a 

new one must obtain approval to do so from the Global Pension Committee. 

Provisions for retirement benefits and health care 

in € billion 2006 2007 

Provision for retirement 

benefits and health care 19.01 3.9 

Social security contributions 

of which in Europe 2.0 1.9 

NAFTA countries 0.9 0.4 

rest of world 0.4 0.3 

1 2006 incl. Chrysler 

All data acc. to IFRS


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce / The “Aging Workforce” initiative 

The “Aging Workforce” initiative 

Current demographic developments present strategic challenges for the Group’s human resources management 

system. A shifting age structure and the German government’s raising of the retirement age to 67 will increase 

the average age of the Daimler workforce over the next 10 years from 42 to approximately 47. The elimination of 

government subsidies for part-time work by employees approaching retirement will reduce the opportunities for 

such part-time employment. Another challenge associated with demographic developments is the declining 

number of skilled potential employees in Germany. Daimler is relying on two proven packages of measures to 

address these issues: One of these involves furthering the performance capabilities of our employees, no matter 

what their age, while the other aims to safeguard the knowledge possessed by the entire workforce (see table 

below). 

Beyond that, we also launched an HR Resource Management Project at several Group locations in 2007 in order 

to increase the transparency of our resources at the company and initiate the required developmental steps for 

improvement. At one organizational unit, the Group’s complete expertise and demographic distribution are 

registered and assessed. These factors are categorized in accordance with criteria such as the vehicle model mix 

or technological developments. This enables us to determine our recruiting and training requirements in a timely 

manner, and then act accordingly. 

Demographic development as a strategic challenge – our instruments 

For example, at our Wörth pilot plant, we adjusted the number of professions for which training is offered – as 

well as the structure of the training programs themselves – in line with the strategic requirements of the future, 

and then initiated targeted measures for the further training of our existing workforce. We also ensured that 

skilled production workers were given permanent employment contracts, and that qualified production trainees 

were offered positions at the company once they completed their programs.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Dialogue with employee representative interestgroups 

Dialogue with employee representative 

interest groups. 

Daimler cooperates closely with internal and external employee representatives in works councils and trade 

unions, within and beyond national boundaries. The most important bodies here are the World Employee 

Committee (WEC), which was formed on a voluntary basis in 2002, and the European Works Council, which dates 

back to 1996. In Germany, ten members of the Daimler AG Supervisory Board are employee representatives, in 

accordance with German co-determination legislation. 

Daimler recognizes the basic right of workers to organize themselves in trade unions in accordance with the 

labor laws of each country. The Group also ensures that freedom of association is guaranteed at its facilities, 

even in countries that do not explicitly grant such freedom. All of these policies are laid out in our Principles of 

Social Responsibility, where our expectation is also formulated that such principles be introduced at our 

suppliers as well. Any business partner who violates one of these principles will be warned by the Group. Daimler 

also reports regularly to the WEC on such violations.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Performance and remuneration 

Performance and remuneration 

Daimler rewards good work by means of performance-oriented and success-oriented compensation in line with 

local conditions. Binding Group-wide remuneration agreements are in force for employee assignments abroad 

and for retirement benefits. This system ensures that we remain competitive and attractive in diverse markets. It 

also allows us to take into account what are in some cases very different economic conditions in various 

locations. 

Expenditures for human resources at Daimler in 2007 totaled € 16 (€ 20.3) billion, most of which was accounted 

for by wages and salaries. Of that total, € 11.4 billion was spent in Germany, € 1.7 (€ 6) billion in the NAFTA 

region, and € 2.9 billion in the remaining countries. All figures in brackets represent human resources 

expenditure that includes Chrysler up until deconsolidation on August 7, 2007. 

A uniform worldwide model is used for the remuneration of managers. This model consists of both base and 

variable elements, with the rate of the variable compensation growing in line with a manager’s increased level of 

responsibility. Variable performance-based elements also include stock option packages. Daimler can deny 

allocation of variable remuneration and performance phantom shares to any employee who violates codes of 

conduct such as the Integrity Code, for example. 

Remuneration for employees subject to collective bargaining agreements is based on regional or national 

agreements. All of the Group’s worldwide employees who are covered by collective bargaining agreements also 

receive full compensation for their mandatory and completed overtime. 

In 2007, Daimler introduced a new uniform collective framework agreement for hourly and salaried employees in 

Germany. Known as ERA, it is based on the agreement reached in the German state of Baden-Württemberg, and 

is now binding at all Daimler locations in Germany. ERA eliminates the distinction between hourly and salaried 

employees, as the work performed by qualified specialists and many salaried employees has become 

increasingly similar as of late. Daimler now pays supplemental wage or salary components to ensure that no one 

in the workforce is disadvantaged by the introduction of ERA. The collective bargaining system remuneration 

component, which is an important part of ERA, is paid out to most of the workforce on the basis of performance. 

The level of compensation is determined on an annual basis by means of a new leadership process known as 

NAVI, which is designed to intensify dialogue between management staff and their employees. Start, status, and 

assessment meetings between an employee and his or her supervisor must each take place at least once a year 

as part of the NAVI program.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Management development 

Management development 

The development and promotion of managers at Daimler is carried out in strict accordance with a uniform 

process at all levels of the company worldwide: the Leadership, Evaluation and Development Process, or LEAD 

for short. The goal of LEAD is to develop managers at all levels of the Group to such an extent that they possess 

both the business and personal skills required for their leadership tasks.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Vocational training and development 

Vocational training and professional 

development 

Vocational training and professional development are strategically important factors for sustained corporate 

success. Accordingly, Daimler promotes lifelong learning for its employees worldwide. In 2006, as part of a 

company agreement, the Group began offering a package of qualification and educational measures for all 

employees in Germany, with the exclusion of executive managers. Among other things, this agreement defines 

how an employee’s qualification requirements are to be determined in meetings with supervisors. One element 

of the system allows employees to leave the company for up to three years to pursue specific education and 

qualification goals, and then return to the Group once these have been achieved. 

Daimler AG invested € 213 million in training and qualification measures in Germany in 2007 (2006: € 212 

million). At the end of 2007, the Group had 9,300 trainees worldwide. We also gave jobs to about 2,600 trainees 

in Germany in 2007. The trainee hiring figure thus remained at the same high level as in the prior year. Daimler 

currently trains more young people than it needs within its own divisions in order to help meet the strong 

demand for traineeships in Germany. Last year, our “CAReer” program offered approximately 650 young people 

worldwide – including candidates who directly joined the company without completing a training program – a 

firstclass start to their professional careers at Daimler. 

The Group’s DAS training system, which will be launched initially in Germany at the end of 2008, will help 

improve training quality and reduce the differences between the various locations. DAS will cover aspects such 

as the selection and eventual hiring of trainees, the various career profiles to be made available, and training 

content and structure. The system will also provide instructors with online access to training concepts and all 

required data and media. 

Daimler Corporate Academy. The new Daimler Corporate Academy, which was created between 2006 and 2007, 

combines the programs offered by the Leadership Academy (leadership and management qualification at all 

levels worldwide) and the Business Academy (specialist qualification in the corporate functions of Finance, Global 

Procurement, and Global Human Resources and Compliance, as well as interdisciplinary qualifications in 

Germany). It has thus become possible for the first time to provide education and training to employees around 

the world using efficient teaching architectures based on uniform Daimler standards. The consolidation of all 

activities in the Daimler Corporate Academy also expands the range of programs on offer, while significantly 

reducing the outlay required for external service providers. 

Some 1,800 managers at more than 60 locations participated in Leadership Academy programs in 2007, and 

more than 12,000 employees attended the Business Academy. In addition, in 2007, some 2,500 interdisciplinary 

qualification events attracted more than 25,000 participants. 

In 2008, the Daimler Corporate Academy will continue to focus on helping the divisions and corporate functions 

handle the change processes resulting from the Daimler Excellence process.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Vocational training and development / 

Training and qualification programs* 

Training and qualification programs* 

“CAReer — The Talent Program” is a Group-wide training program designed to recruit and further develop 

qualified college graduates and so-called early professionals. Among other things, the program’s innovative 

concept ensures standardized recruitment processes throughout the entire company. CAReer offers motivated 

and talented individuals the opportunity to obtain an overview of the Group in a short period of time, lock into 

broad-based networks, and achieve the necessary qualifications for a successful career at Daimler. Program 

sessions begin each month and last between 12 and 15 months. The sessions consist of three project 

assignments and two internationally focused training modules that include seminars and special courses. During 

the program, each trainee is supported by a mentor from a functional unit and a coach from the Human 

Resources department. CAReer covers the following eight training fields: engineering, research and development, 

production, procurement, sales and marketing, finance and controlling, information technology, and human 

resources. 

Leadership Academy: Management training as an integral element of human resources 

development 

For the first time ever, the Daimler Corporate Academy is now offering a globally integrated overall program. This 

means that regardless of their location, all managers will be able to take advantage of training programs with 

identical content and quality, although there will be differences in accordance with local languages. 

This year will thus mark the first time that the roughly 800 managers promoted to Level 4 positions each year will 

participate in the same standardized program to prepare them for their new roles and assignments. Regional 

differences and issues specific to individual divisions will continue to be taken into account through "Divisions 

Days" in order to retain the benefits offered by programs that were previously carried out separately at the 

various divisions and at headquarters. The programs in question offer information relevant to the issues of 

diversity, the Corporate Values, and compliance, thus ensuring that newly appointed managers in particular will 

be well versed in such matters. 

A further example of consolidation is provided by the previously locally organized training sessions on coaching, 

which are offered by external experts. Here, a joint project conducted with the relevant human resources 

departments has led to the creation of a worldwide coaching pool consisting of some 250 internal and external 

coaches. This pool ensures rapid global availability of coaches, standardized quality assurance, and greater 

transparency with regard to contractual conditions. Despite the new centralization, local contact partners at the 

various plant human resources departments will continue to be available to offer advice and assistance. 

Business Academy: Specialized qualification and training worldwide, expert qualification 

throughout Germany 

The Group-wide activities carried out by the former Finance Academy have been fully incorporated into the 

Business Academy along with the "Fit for Profession" human resources and procurement program, and elements 

from the new compliance qualification program. In 2007, a process was begun to determine the required core 

areas of expertise for Business Academy activities and to align the training program accordingly. The results of 

this process were used to draw up an overall program for the employees and managers from the Finance, 

Procurement, Human Resources, and Compliance functional units who are to become qualified. The program was 

produced in several languages, and plans call for its international scope to be expanded in 2008, when finance 

and human resources training will gradually be offered to more and more employees in Japan, China, and the 

U.S. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Occupational health and safety 

Occupational health and safety 

Daimler management has worked together with the World Employee Committee to develop basic principles for 

overall occupational health and safety at the Group. These principles are based on the current legislation for 

each country and the guidelines issued by the International Labour Organization (ILO) for occupational health and 

safety (ILO/OSH-MS 2001). 

Our Group-wide Health & Safety unit combines all health management functions. To support its activities, all 

Daimler companies carefully document their accident rates and sickness figures. Current plans call for the Group 

to produce the first standardized key figures concerning occupational health and safety by the end of 2008. In 

2007, the share of employees in Germany who did not miss a single day through illness remained at 36 percent. 

The sickness rate for the entire workforce was 4.5 percent (hourly employees: 5.4 percent; salaried employees: 

2.7 percent). 

Health management. In a nationwide study of occupational health management systems in Germany, carried out 

in 2007 by the market research firm EuPD Research in cooperation with Handelsblatt magazine, Daimler was 

found to have the best health management program of all manufacturing companies in the country. Our 

exemplary health management system was also honored with the “Company Health Award” by the Move Europe 

campaign and we continue to work with various universities and institutions in order to expand our lead in health 

management. 

We are currently restructuring our international health management activities, whereby a new holistic approach 

for production locations worldwide is enabling us to not only exchange best practices but also to conduct 

performance assessments based on uniform criteria.



Health management activities 

Protecting the health of non-smokers was a major health management issue at Daimler in 2007. As part of an 

agreement reached between the Board of Management and the General Works Council, smoking is now banned 

in all Group buildings, making Daimler a pioneer in the battle against second-hand smoke. We provide outdoor 

shelters for smokers to use in inclement weather; and as stipulated by German law, no one under the age of 18 

may smoke within the perimeter of any Daimler facility. Smokers who wish to quit can receive help from staff at 

plant medical centers – a service that many employees are now taking advantage of. 

The importance of occupational health and safety at Daimler AG is reflected by the fact that more than 250 

employees and managers participated in the 2007 Health & Safety Forum in Stuttgart. Speaking at the event, 

Daimler Chairman Dieter Zetsche stressed the crucial role played by occupational health and safety at the 

company. Human Resources head Günther Fleig was on hand to present the Group’s Health & Safety Award to 

the Ludwigsfelde plant. The forum’s program also included a mixture of presentations, discussions with health 

and safety experts, a health and safety marketplace, and reports on actual programs. Participants were thus able 

to learn how experts from Health & Safety provide assistance and support at Group locations. 

Facts and figures on health care 

Proportion of first-aid trainees approx. 4 percent 

Safety officers 2.1 percent 

SG Stern, Daimler sport association 33,000 members 

772,000 participants 

Social counseling contacts approx. 4,600 

Preventive medical check-ups 

by the corporate medical service approx. 47,000 

Offers for health training courses 

shift workers 1,296 

management staff 645 

senior management staff 140 

Offers for periods of preventive care treatment 

shift workers 250 

management staff 200 

senior management staff 50 

Incidence of accidents and accident-related costs



Occupational accidents. We have significantly reduced the number of accidents in Germany over the past few 

years. Despite numerous production start-ups, which involve new processes and therefore a higher risk of 

accidents, the figure for accidents in 2007 was once again slightly lower than in the prior year. Further 

information on other focal points for occupational health and safety can be found in the diagram.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Occupational health and safety / Health 

& Safety Report* 

Health & Safety Report* 

Our annual “Health & Safety Report” provides detailed information about our occupational safety and health 

protection activities. The publication contains all the important health-related statistics for last year, coverage of 

Group-wide measures and programs, and reports from the national subsidiaries. 

� Health & Safety Report 2007 (PDF, 2 MB) 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Occupational health and safety / 

Preventing accidents with EVA* 

Preventing accidents with EVA* 

Studies have shown that most accidents at work result from incorrect behavior on the part of employees rather 

than technical errors. To help prevent this type of accidents, Daimler has developed a program known as 

“Changing Attitudes and Behavior to Ensure Work Safety” (German acronym: EVA). The program has already 

been successfully implemented in Hamburg, Sindelfingen, and Untertürkheim, and we are gradually establishing 

it as the standard for all of our plants in Germany. EVA is based on the well-known safety principles of 

prevention, inspections, standards, management culture, attitudes, and behavior. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Occupational health and safety / 

Activities against HIV/AIDS* 

Our activities against HIV/AIDS at our 

national subsidiaries* 

The fight against HIV/AIDS 

Daimler has been actively involved in the fight against HIV/AIDS since the early 1990s. Cooperation with a South 

African regional chamber of commerce and Germany’s DEG development agency has enabled us to persuade 

many medium- sized companies to participate in our HIV/AIDS initiatives in South Africa. The fight against 

HIV/AIDS also continues in Germany, where information on AIDS forms part of the curriculum in all training 

programs. 

Activities at our national subsidiaries 

In 1991, Daimler South Africa paved the way by drawing up a guideline that recognizes HIV/AIDS as a workplace 

issue and protects those infected by the disease from discrimination. Since 2005, activities at our subsidiaries 

have been based on Group-wide global guidelines, whereby we employ three different approaches: In those 

countries that have experienced only a moderate outbreak of the disease, our work focuses on education and 

sensitization; in countries where HIV/AIDS is on the rise, we seek to prevent it from spreading even further; in 

countries where HIV/AIDS is widespread, we have implemented extensive workplace programs. 

Within the framework of this approach, we launched various activities at our subsidiaries in 2007 that ranged 

from lectures on the disease to the provision of medical consultation services for those who have become 

infected. Efforts at our subsidiaries in Brazil and Spain also focus on employees’ family members, and in Malaysia 

even extend to our suppliers. The instruments we employ in our efforts include information material that is made 

available at numerous subsidiaries. In Brazil, India, Malaysia, and Thailand, we organize information sessions and 

workshops. We also distribute free condoms in Thailand, and a week before Brazil’s annual Carnival festival, we 

conducted a campaign on HIV/AIDS prevention. In addition, subsidiaries in India, Thailand, and Malaysia are 

cooperating with external partners such as NARI SAHARA AALHAD, the Thailand Business Coalition on AIDS 

(TBCA), and the Malaysian AIDS Foundation. 

At the end of 2007, we successfully launched the SIYAKHANA project in South Africa following an 18-month pilot 

phase. The project is now being implemented at 17 companies, where it has reached 26,000 men and women. 

SIYAKHANA — a public-private partnership initiated by Daimler — is designed to reduce the prevalence of HIV in 

small and medium-sized companies and to improve the lives of the people who work there. The project is based 

on a workplace program that’s been in place at Mercedes-Benz’ East London plant since 2001. The experience 

thus gained through that project is now being put to work by Daimler to help other companies in the region. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Diversity 

Diversity management at Daimler 

As a globally operating company, Daimler values the diversity of its employees and the variety of their personal 

skills, talents, and capabilities. Since 2005, the Group has pursued a diversity management approach designed 

to exploit employee differences and variety for the success of the company. Daimler aims to become one of the 

most highly respected automakers with regard to diversity and inclusion management by 2010. Our immediate 

objective in Germany is to increase the proportion of women in management positions. We’re utilizing a large 

range of measures here. For example, we’ve conducted diversity workshops for more than 1,500 managers since 

2006, we currently have mentoring programs for 200 female participants, and we seek to promote women to 

management positions in numbers defined by firm target corridors (see table). 

Proportion of women employees at Daimler AG 

in % Dec. 31, 2006 Dec. 31, 2007 Target corridor of the 

previous company agreement 

(2000 – 2005) 

Target corridor of the new 

company agreement 

(2006 – 2010) 

Workforce 12 12 12.5 – 15 12.5 – 15 

White - collar 24 24 – – 

Trainees 19 19 18 – 20 20 – 24 

Commercial-technical apprentices 11 11 09 – 11 11 – 14 

Level 4 management 10 11 08 – 12 10 – 14 

Diversity masterplan and measures


Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Diversity / Diversity management activities* 

Diversity management activities* 

Diversity and AGG workshops. Since 2006, some 1,500 managers have attended mandatory workshops on 

diversity management and Germany’s General Equal Treatment Act (AGG). Among other things, the workshops 

present diversity management as a business issue. We at Daimler are dedicated to achieving a broad 

understanding of diversity throughout the Group, because we are aware that the creativity and abilities of all our 

employees are essential to our long-term business success. Daimler managers have also become acquainted 

with the principles and goals of diversity management in the five diversity conferences that have been held to 

date by both HR units and the divisions. 

Flexible work. Flexible work models are becoming increasingly important in the competition to obtain the most 

talented employees. We already utilize a variety of work time models and are now cooperating more closely with 

the business units to further increase the acceptance of such flexible setups. Studies have shown that the ability 

to alter work time through mobile working, part-time work, or job sharing increases employee efficiency. 

Mentoring programs for women in managerial positions. The TANDEM mentoring program has been available to 

assist female managers at various hierarchical levels since 2007. Nearly 200 women are now taking advantage 

of the opportunity the program offers them to discuss Group-specific topics, and personal and professional 

development with an experienced executive from a unit other than their own. 

Increasing the proportion of women in management positions. The selection of candidates to fill vacant 

management positions, as well as the professional development of managers, is governed by the Aspirational 

Guidelines — a set of voluntary annual targets agreed on by the divisions for increasing the proportion of women 

in management positions. At the Group level, we are striving to achieve an annual increase of one percentage 

point each year. Women currently account for approximately 7.5 percent of all managers at the Group worldwide. 

The Group-wide “General Works Council Agreement on the Promotion of Women” also sets targets to be 

achieved by 2010 (see table). 

Childcare at Daimler. The Daimler Board of Management has authorized the creation of daycare facilities near 

Group locations by 2009, to provide services for up to 350 employee children. In addition to meeting currently 

valid quality standards for preschool education, these daycare centers must also offer a dual language program 

and extremely flexible opening hours and registration processes. Such sternchen (“Little Star”) centers have 

already been opened in Wörth, Untertürkheim, Bremen, and Sindelfingen, and others will follow in 2008. Daimler 

also offers employees spots for their children in external kindergartens, as well as short-notice daycare and 

alternative childcare services. 

Diversity Charter. In 2007, we also stepped up activities in Germany related to the Diversity Charta that we drew 

up in December 2006 with the German federal government, Deutsche Bank, Deutsche Telekom, and Deutsche 

BP. More than 200 companies, associations, municipalities, and clubs have since signed the Charta, thereby 

underscoring the economic and social significance of diversity. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Workforce and management relations / Diversity / Diversity strategy for procurement* 

Diversity strategy for procurement* 

In connection with our purchasing activities, it is important that we open up opportunities in the world’s markets 

to minority suppliers and disadvantaged social groups – and this objective has been secured in our internal goal 

agreements. Daimler has been cooperating successfully with workshops for the disabled for more than 30 years. 

In order to support the economic development of South Africa’s historically disadvantaged black population, 

Daimler is also continuing its strategy of “Broad-Based Black Economic Empowerment” (BBBEE) in conjunction 

with local suppliers. Daimler also expects its suppliers to increase their procurement volumes from minority-run 

companies. 

Placing orders with workshops for the disabled 

We placed orders with approximately 40 workshops for the disabled in 2007. Such orders include the production 

of Mercedes-Benz components and complete vehicle modules, the quality of which meet all requirements. We 

also purchased logistics services from our partner workshops. One of our main suppliers here is the 

Gemeinnützige Werkstätten und Wohnstätten GmbH (GWW) organization, which was founded in 1973. Of the 

1,200 people employed by GWW in 2007, approximately 180 worked on orders for Daimler products. 

Black economic empowerment 

To promote the economic development of South Africa’s historically disadvantaged black population in a 

sustainable manner, Daimler South Africa is continuing its strategy of “Broad-Based Black Economic 

Empowerment (B-BBEE)” in conjunction with local suppliers. Activities in 2008 will focus on implementing the 

new B-BBEE Codes mandated by the South African government last year into an integrated approach. Daimler 

South Africa’s primary goal here is to continually help foster economic growth and stability in the country and 

surrounding region. 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Human rights 

Human rights 

Daimler is committed to upholding human rights, which is why we support the proliferation of such rights 

wherever possible and allow human rights issues to influence investment decisions. Reference texts include the 

ILO’s Tripartite Declaration Concerning Multinational Enterprises and Social Policy as well as the OECD 

Guidelines. Much of the content of these documents has been adopted in Daimler’s own guidelines for 

conducting business. Such content can also be found in our Integrity Code and Principles of Social 

Responsibility. In addition, Daimler is a signatory to the ten principles of the Global Compact. 

Our suppliers need to act in an ethically correct manner as well. That’s why the global Daimler supplier portal 

contains our Environmental Guidelines, Principles of Social Responsibility, Integrity Code, and other information 

related to compliance issues. We realize that much work still needs to be done to raise awareness of human 

rights in many regions of the world, and that we must insist upon adherence to our social policy standards. 

Daimler cooperates with partners such as the World Employee Committee to rectify any human rights violations. 

We also plan to work with other automakers to develop effective guidelines for the supplier sector.


Daimler Nachhaltigkeitsbericht 2008 / Employees / Human rights / Standards, principles, and guidelines* 

Standards, principles, and guidelines* 

Principles of Social Responsibility 

With the introduction of its Principles of Social Responsibility in 2002, Daimler committed itself to upholding the 

Global Compact Principles and therefore to protecting human rights worldwide. These principles, which were 

approved by the World Employee Committee, also set binding standards for basic workers' rights throughout our 

company worldwide. In early 2008, we augmented the principles to cover our relations with sales partners. As a 

result, we now expect our partners to introduce similar principles and adhere to them. 

The brochure on the Principles of Social Responsibility is currently being updated. Here's the text of the brochure 

published in 2003. 

Prologue 

The process of globalization offers companies and their employees enormous opportunities and challenges. 

Forming the globalization process is a task of all those involved in a company. Corporate management and the 

World Employee Committee want to give globalization a human face. This will happen last but not least by 

creating and maintaining employment and working conditions that secure livelihood and respect human dignity. 

In September 2002 corporate management and the World Employee Committee agreed with each other on this 

mutual understanding and the principles of social responsibility at DaimlerChrysler. The principles of social 

responsibility at DaimlerChrysler are fully in line with the initiative of UN Secretary-General Kofi Annan for a 

Global Compact and continue to apply them at a corporate level. In the principles of social responsibility 

DaimlerChrysler is committed to the compliance with human rights worldwide and sets standards for basic 

employees' rights. Human rights and basic employees' rights are not only respected within the company. 

Compliance with these rights is also expected from the business partners that are associated with 

DaimlerChrysler. Implementation of the principles of social responsibility in practice is our most important goal. 

We are asking all of our employees and managers in our worldwide Group and our business partners and 

government and non-government organizations for their support. 

Stuttgart, July 2003 

DaimlerChrysler (Board of Management) 

Jürgen E. Schrempp 

Günther Fleig 

World Employee Committee 

Erich Klemm 

Nate Gooden



Preamble 

Daimler acknowledges its social responsibility and the nine principles that form the basis of the Global Compact. 

In order to achieve these shared goals, Daimler has agreed upon the following principles with the international 

employee representatives. 

We support the United Nations' initiative and want to work with other companies and institutions to prevent the 

irreversible process of globalization from causing fear and alarm among the people all over the globe; we want to 

show the human face of globalization, among other things by creating and preserving jobs. 

We are convinced that social responsibility is an important factor for the long-term success of our company. This 

also applies to our shareholders, business partners, customers and employees. Only then can we contribute 

towards world peace and prosperity in the future. 

Heeding this responsibility, however, requires that we be competitive and remain so in the long term. Taking 

social responsibility is indispensable for a value-based company management. 

The following principles, that are orientated at the conventions of the International Labor Organization, have 

been implemented by Daimler worldwide, and in establishing them, diversity in culture and social values have 

been duly acknowledged and heeded 

Human Rights 

Daimler respects and supports compliance with the internationally accepted human rights. 

� Forced Labor 

Daimler condemns all forms of forced and compulsory labor. 

� Child Labor 

Daimler supports the effective abolition of exploitative child labor. 

Children must not be inhibited in their development. Their health and safety must not be adversely affected. 

Their dignity must be respected. 

� Equal opportunities 

Daimler undertakes to uphold equal opportunities with respect to employment and to refrain from 

discrimination in any form unless national law expressly provides for selection according to specific criteria. 

Discrimination against employees based on gender, race, disability, origin, religion, age or sexual orientation 

is not acceptable 

� Equal pay for work of equal value 

Within the scope of national legislation, Daimler respects the principle of "equal pay for work of equal value", 

e.g. for men and women. 

Relations with employees and employee representatives 

� Daimler acknowledges the human right to form trade unions. During organization campaigns the company 

and the executives will remain neutral; the trade unions and the company will comply with basic democratic 

principles and thus, they will ensure the employees can make a free decision. Daimler respects the right to 

collective bargaining. 

� Elaboration of this human right is subject to national statutory regulations and existing agreements. Freedom 

of association will be granted even in those countries in which freedom of association is not protected by 

law. 

� Cooperation with employees, employees' representatives and trade unions will be constructive. The aim of 

such cooperation will be to seek a fair balance between the commercial interests of the company and the 

interests of the employees. Even where there is disagreement, the aim will always be to work out a solution 

that permits constructive cooperation in the long term. 

� It is the aim of the company to involve and inform the individual employees as directly as possible. Conduct 

towards and communication with employees shall be characterized by respect and fairness.



Working Conditions 

Daimler is opposed to all exploitative working conditions. 

� Protection of health 

Daimler ensures health and safety at the workplace to a level no less than required by national legislation 

and supports the continuous improvement of working conditions. 

� Compensation 

Daimler honors the right to reasonable compensation of a level no less than the legally established minimumwage 

and the local job market. 

� Working hours 

Daimler guarantees compliance with national provisions and agreements regarding working hours and 

regular, paid holidays. 

� Training 

Daimler supports training of employees with the aim of good performance and high quality work. 

� Suppliers 

Daimler supports and encourages its suppliers to introduce and implement equivalent principles in their own 

companies. Daimler expects its suppliers to incorporate these principles as a basis for relations with Daimler. 

Daimler regards the above as a favorable basis for enduring business relations. 

Implementation Procedure 

These principles are binding upon Daimler throughout the world. For all employees, including executives, the 

principles will be set down in the Integrity Code and then implemented. 

These principles will be made available to all employees and their representatives in an appropriate form. The 

methods of communication will be previously discussed with the employee representatives. 

The senior managers of each business unit are responsible for ensuring compliance with these principles; they 

will take appropriate measures in respect of implementation. They will designate contacts to whom business 

partners, customers and employees can turn in case of difficulty. Any complaint brought to the managers' 

attention in this way shall not result in adverse consequences for the complainant. 

Corporate Audit will also examine compliance with these principles in its reviews and will include them in the 

audit criteria. In addition, Corporate Audit has established a general open line. This shall be the point to accept 

allegation of non-compliance with these principles at a decentralized level. Upon indication of violation, 

Corporate Audit will take appropriate action. 

The corporate management will regularly report to and consult with the international employee representatives 

on social responsibility of the company and the implementation of these principles. 

This agreement was signed by corporate management and the World Employee Committee - also on behalf of the 

International Metalworkers' Federation (IMF) - in September 2002. 

Points of contact for questions, complaints or in cases of non-compliance with these principles: 

Stuttgart - Business Practices Office 

Daimler AG, 

HPC: CA, Z133, D-70546 Stuttgart 

Phone: +49 (0)711/17-9 65 28 or 0 800/2 89 46 43 

Fax: +49 (0)711/17-79 05 43 23 

Email: Extern 

BPO.Germany@daimler.com Intern 

BPO Germany Pool-ID/096/DCAG/DCX 

Internet 

www.Daimler.com/go/csr_e 



Daimler Nachhaltigkeitsbericht 2008 / Employees / Activities and goals 


Our responsibility as an employer: Acitivities and goals 

As a globally operating automotive Group, we are active in an international marketplace that presents a broad 

spectrum of challenges. We have to act, for example, in the best interests of our more than 272,000 employees 

worldwide, who are committed to our company and have invested their trust in Daimler as an employer. 

The development of our workforce is a key element for Daimler – and we invest in it on a grand scale. If we 

succeed in further developing our employees’ skills and intercultural and personal expertise in line with our 

needs and with the trends of the future, we will remain competitive and successful. 

One important area of activity for Daimler as an employer is diversity, which must be dealt with in an 

unprejudiced – and thus productive – manner. Another one involves the challenges arising from demographic 

change, where we are adopting a more targeted approach to the different age groups in our workforce (age 

management). In addition, as an employer, Daimler also has a special responsibility for occupational health and 

safety.



By 2010, Daimler aims to be one of the most highly respected automakers in the areas 

of diversity and inclusion management. 


Using the CAReer 

program to ensure that 

enough young people are 

attracted to the company; 

targeted recruiting of 

women 

Increasing the proportion 

of women in top 

management positions 

Group-wide by 1 percent 

annually 


of women in mid-level 

management positions 


of women in the 

workforce as a whole 

Improving the ability to 

balance the demands of 

career and family 

Thanks to our CAReer training program, which was launched 

throughout the Group in 2007, we have created 300 new positions, 

30 percent of which are occupied by women. We plan to offer 500 

trainee positions worldwide in 2008, 35 percent of which are to be 

occupied by women. 

Our most important measures: 

� Mentoring programs: by consulting with experienced managers, 

women in management positions can gain the knowledge they 

need to advance personally and professionally. 

� Diversity workshops for raising the awareness of all managers. 

It is important for male and female managers alike to have a 

greater awareness of diversity issues. 

The share of women in mid-level management positions (Level 4) was 

increased by about 1 percent to nearly 11 percent in 2007 compared 

to the figure for the previous year. In addition to the aforementioned 

measures, target values were agreed upon with the General Works 

Council. According to the terms of this new agreement (for the 

period 2006 to 2010) the proportion of women should be between 

10 and 14 percent by 2010. 

Overall, the proportion of women in the total workforce and among 

trainees and salaried employees remained stable compared to the 

level of the previous year (total workforce: 12 percent, trainees: 19.5 

percent). See the measures above. Target corridors according to the 

new works agreement (2006 – 2010): total workforce: 12.5 –15 

percent; trainees 20 – 24 percent; technical apprentices: 11–14 

percent. 

Boosting the Group’s attractiveness as an employer 

Daimler aims to move from a fifth 

place ranking to fourth place among 

engineering graduates, and from a 

tenth place ranking to eighth place 

among business graduates. 

� Creation of daycare openings for 350 children at Daimler’s 

location in Germany in 2008. 

� Providing flexible work models. 

Greater focus on target group-specific appeals and 

marketing events in areas of concrete needs. Plans call 

for measures including a new personnel image 

campaign, an expansion of in-house recruiting events, 

and a higher profile in media coverage. 

New Goal Link 


Goal still applies 




Link



Responses to demographic change 


Targeted career 

development for older 

employees 

Targeted HR planning 

of assignments for 

older employees 

Greater transparency 

and optimal 

coordination of 

existing and future 

HR needs 

Forward-looking 

planning for training 

and specialist 

personnel 

Stronger focus on the 

issue of 

demographics in the 

management process 

Implementation of a catalogue of activities as part of the Aging Workforce 

initiative 

Integration of older employees in the existing processes by assessing 

employment opportunities that take aging aspects into account. Initial 

analyses and evaluations in 2008, as well as gradual implementation at 

all locations. 

As part of the HR Resource Management Project, which was launched in 

2007 at the Wörth, Mannheim, and Bremen locations, existing employee 

skills are evaluated in comparison with future workplace needs. Results 

from the analyses of the pilot plants are now available. These results 

served as a basis for measures designed to ensure a forward-looking 

approach to demographic challenges. Decisions regarding 

implementation are slated for the second quarter of 2008. 

Launch of a pilot project at the Untertürkheim plant; evaluation by March 

2008, followed by a decision regarding an expansion to other locations. 

Inclusion of the demographics topic in management discussions, for 

example concerning performance appraisal (NAVI) and qualifications. 

Definition of the prerequisites in the first half of 2008. 





New Goal Link



Occupational health and safety 


Improving Group-wide control of 

health and safety management 

Ensuring Group-wide 

compliance with country- 

specific requirements for 

occupational health and safety 

management 

Introduction of a Group-wide 

accident reporting system 

Smoke-free workplace 

guarantee 

Preventing particularly frequent 

types of accident 

Continuing commitment to the 

struggle against HIV/AIDS 

Development of standardized 

integration management 

In 2007 the Health & Safety activities were combined in an 

organizational unit of the same name. 

Improved control and a better basis for comparison are to be 

achieved by using and adopting best practices in Health & 

Safety. Plans call for an analysis and planning phase in 2008. 

Definitions concerning accident statistics (database, basis for 

calculations) are to be determined. Initial data collection 

measures are scheduled for the pilot areas at Mercedes-Benz 

U.S. International and Mercedes-Benz South Africa by the end 

of 2008. 

Management and the General Works Council agreed to 

implement a general smoking ban in all Daimler AG buildings, 

effective September 1, 2007. 

Implementation of the program “Changes in attitude and 

behavior for ensuring work safety” (EVA) at selected 

production locations in Germany by 2008/2009. 

Overall approach and activities of the national subsidiaries in 

2007: 

� in countries where there is a moderate rate of infection: 

concentration on education and raising awareness 

� in countries where the rate of infection is on the rise: 

concentration on prevention 

� in countries where there is a high rate of infection: a 

comprehensive workplace program 

Concept for optimizing the assignment of employees with 

health problems (comparison of the job requirement profiles of 

the workplaces and the abilities profiles of the employees = 

profile comparison process) 

Goal attained Link 

New Goal Link 


Goal attained Link 



Goal still applies


Daimler Nachhaltigkeitsbericht 2008 / Employees / External statement 

External statement 

Daimler’s responsibility to its employees. The Daimler AG Board of Management believes the Group’s business 

objectives can also be partially achieved by reducing personnel costs in order to increase productivity. The 

design of the programs developed to this end – Safeguarding the Future 2012, CORE, and New Management 

Model (NMM) – reflect the sense of responsibility the company has toward its employees. The extent of this 

responsibility is documented by the job security situation at the Group, as demonstrated by its pledge not to lay 

off employees for business reasons before December 31, 2011. It is also reflected by the income security that 

has been granted to the Group’s core workforce. Nevertheless, some of the measures implemented by the Group 

are problematic from a labor point of view. 

For example, following workforce reductions and the associated higher demands placed on staff in terms of 

working hours and performance, it appears that the potential to further reduce personnel costs is limited, 

particularly as the volume of work remains high. The expanded use of flexibility instruments here could negatively 

affect employee motivation and product quality. The limitations placed on temporary work and shortterm 

employment contracts should be supplemented by limits on the utilization of outside companies. 

The introduction of the new uniform collective framework agreement (ERA) has redefined salary and wage 

groups. A portion of the workforce perceived this process and its results as an expression of a decline in 

management’s appreciation of their work – despite an agreement with the General Works Council that no 

employee would experience a loss of income. The results of the paygrade assignments led to a large number of 

employee complaints, most of which have been dealt with by now. 

The specific targets for the workforce reductions, coupled with what in some cases were multiple offers to staff 

members to voluntarily leave the company, were taken by employees as a sign that they were becoming 

“redundant” and “superfluous.” According to the General Works Council, this attitude could lead to lower 

motivation and reduced feelings of identification with the company. A credible display of appreciation of its 

employees would be in the interest of the Group in terms of its business success. Human resources planning 

should therefore be geared more toward the long term and the goal of keeping workforce levels constant, rather 

than simply acting as a response to short-term business cycles.


Daimler Nachhaltigkeitsbericht 2008 / Employees / External statement 

In 2002, the World Employee Committee, the International Metalworkers’ Federation, and Daimler AG agreed on 

the “Principles of Social Responsibility,” which include obligations to suppliers and dealerships. A total of 16 

complaints regarding violations of these principles has been lodged since that time, whereby the General Works 

Council reports that 14 of these have been satisfactorily settled. Two recent complaints are still being 

addressed. Although the Principles of Social Responsibility are based on the Global Compact and ILO 

conventions, the loose formulation of the principles appears to pose a problem. A special review of how to 

adhere to the principles and the obligations they stipulate toward second and third tier suppliers has yet to be 

conducted. The approach to be taken in countries that deny workers the right to organize in trade unions 

represents another key challenge. 

Daimler is addressing these issues by negotiating to join the Automotive Industrial Action Group, which, for 

example, offers training programs for suppliers in emerging markets. Daimler has also been working with other 

European automakers since summer 2007 to develop uniform CSR standards for the entire supply chain. 

Employee representatives must be included in these processes, as they helped develop the principles in the first 

place. 

Dr. Beate Feuchte 

Düsseldorf, May 2008 

Dr. Beate Feuchte is an academic consultant of the Hans Böckler Foundation’s CSR project team. 

The Hans Böckler Foundation deals with co-determination, research linked to the world of work, and the support of students 

on behalf of the Confederation of German Trade Unions (DGB). The foundation promotes co-determination as a key principle 

of a democratic society and seeks to expand the scope of co-determination wherever possible.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society 

Customers and society. Daimler views itself as an active member of society, which is 

why our commitment to our customers, neighbors, and other groups is geared toward 

their long-term satisfaction and well-being.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Customer relations 

Improving and maintaining customer 

relations 

Focus on the customer at Daimler 

Customer satisfaction is a key corporate goal at Daimler. Accordingly, the wishes of customers are taken into 

consideration throughout the entire product cycle – from product development right up to the environmentally 

compatible disposal and recycling of end-oflife vehicles. Through its customer relationship management (CRM) 

system, the Group has created an effective framework and developed key figures for customer satisfaction 

evaluation.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Mercedes-Benz und smart 

Managing customer relations at Mercedes- 

Benz and smart 

Integrated customer relationship management at Mercedes-Benz and smart sets out to win over new customers 

and to maintain the loyalty of existing customers over the long term. Of particular importance here is the 

development of an emotional bond on the part of the customer that goes beyond simple fascination for the 

vehicle. To this end, Daimler has introduced worldwide discussion programs that take into account individual 

customer requirements and preferences to an even greater extent. 

In August 2006, we therefore launched the “CSI No. 1” program in order to systematically ensure customer 

satisfaction in sales and aftersales through targeted monitoring. The name “CSI No. 1” is derived from the term 

Customer Satisfaction Index. Our objective with the program is to attain the top position for customer 

satisfaction in the premium segment by the end of this decade. 

CSI No. 1 groups together all initiatives that improve customer care in direct contact – i.e. where the customer 

can best experience personal appreciation – or by means of support in systems and processes. 

Standards of conduct have been defined, for example, for customer care and for making contact with customers 

in sales (e.g. test drives, aftersales customer care) and in service (e.g. service orders, service follow-up). In 

addition to sustainable process and system optimization (such as the integration of all customer contacts in a 

uniform customer database), the focus here is on long-term ongoing training for all employees who have contact 

with customers. During the CSI No. 1 program’s initial phase, more than 35,000 management employees and 

staff from sales and service units took part in training sessions dealing with customer satisfaction topics. We 

also offer dealers onsite consulting to ensure a sustained focus on the customer. 

Securing the top position in the premium segment is an ambitious goal. In order to achieve it, Mercedes- Benz 

already commissions regular audits by external and internal reviewers, and measurement and controlling 

methods for CSI No. 1 are also all standardized. Depending on the initial situation and national requirements, a 

market-specific CSI schedule is drawn up from a number of individual measures, and its implementation is then 

monitored. 

Since the launch of CSI No. 1, we have succeeded in substantially improving our competitive position in sales in 

nearly all markets. In the U.S., for example, Daimler made a sharp improvement in the rankings of a very 

important comparative study, moving from 10th to 5th place. We also performed extremely well in similar studies 

in Japan (2nd place) and China, where we finished number one. 

A comparative analysis of CSI figures for Mercedes- Benz aftersales service also shows improvement in customer 

satisfaction. Mercedes-Benz has moved up from 8th to 3rd place in passenger car aftersales service rankings in 

South Africa, and the brand has also secured 2nd place in Japan, despite more intense competition in that 

country. Mercedes-Benz’ aftersales service in the Czech Republic improved from 4th to 1st in rankings in that 

country, while Mercedes-Benz Turkey rose four slots in its customer service rankings to reach 2nd place.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Mercedes-Benz trucks 

Customer relationship management for 

Mercedes-Benz trucks 

These days, a decisive portion of a transport operator’s investment comprises expenditure on the purchase and 

operation of a truck. In addition to the price of a vehicle, purchasing decisions are therefore influenced by 

running costs and resale value. Emotional factors such as brand image, service quality, and a customer-friendly 

attitude also play a major role here, despite the fact that a truck is basically a capital good. 

Another crucial factor is the sum of all costs incurred throughout the vehicle’s lifecycle (total cost of ownership). 

As a result, customers will only accept those manufacturers as partners who can show that an investment in 

their vehicle will be an economical one, and who can make offers precisely tailored to individual customer needs. 

In comparison with competitor brands, Mercedes-Benz offers a product and service range of unparalleled 

diversity for all types of customer requirements. Reliable technology, long maintenance intervals, and a versatile 

range of services make for optimum vehicle availability. 

All Mercedes-Benz trucks are fitted with fuel-saving BLUETEC technology, which has been shown to reduce 

costs, while at the same time lowering pollutant emissions. Trucks from Mercedes-Benz are also the market 

leaders in cab comfort and accident prevention, as they are equipped with assistance and safety systems that 

protect the driver, the vehicle, and its load, thus providing a stress-free atmosphere for truckers and a reduced 

risk of downtime. 

In addition, Mercedes-Benz Bank can provide tailormade financing and leasing packages to customers, while 

short-term requirements and order peaks can be addressed by renting vehicles from Mercedes-Benz CharterWay. 

Mercedes-Benz also offers special driver training courses for economical driving and resource conservation, and 

information and control instruments such as FleetBoard further enhance fuel economy and greatly facilitate 

vehicle fleet organization. CSI comparative analyses of aftersales activities at the Truck unit show improvement 

for Mercedes-Benz in countries such as Spain, where it now ranks 3rd.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Mitsubishi Fuso Truck & Bus Corporation 

Customer relationship management at the 

Mitsubishi Fuso Truck & Bus Corporation 

“All for you” – the new slogan for Mitsubishi Fuso Truck & Bus Corporation (MFTBC) – was presented for the first 

time at the Tokyo Motor Show in the fall of 2007. The slogan underscores our determination to make MFTBC the 

number one company for customer satisfaction in its market segment. In order to achieve this goal, MFTBC 

incorporates customer requirements into the development process for new models from the very beginning, 

thereby ensuring that we can always offer the right products to those who need them. The products themselves 

are subjected to stringent quality checks within the framework of the Fuso Product Development System. 

Based on global standards from Daimler, this development system ensures punctuality and excellent quality. 

Following their purchase, customers are supported by a comprehensive service network, both in Japan and 

around the world. In Japan, Mitsubishi Fuso also offers mobile service repair shops known as “Moving Pits,” some 

100 of which are currently on the road to provide rapid assistance in the event of a breakdown. In October 2007, 

MFTBC restructured its sales organization in a manner that enables its 11 regional centers to implement brand 

initiatives more rapidly. The new structure also makes it easier to organize assignments at the 11 centers so as 

to ensure that service specialists are always available. For vehicle purchases, MFTBC Fuso Finance offers 

customized financing packages in cooperation with Daimler Financial Services.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Customers / Daimler Trucks North America 

Customer relationship management at 

Daimler Trucks North America 

Daimler Trucks North America provides its dealers with efficient instruments for managing their relationships 

with customers. The Webbased Retail Prospect Management System (RPM), for example, enables a uniform 

market presentation of the three brands operated by Daimler Trucks North America (DTNA): Freightliner, 

Sterling, and Western Star. The system helps dealers find potential new customers in their region, and to this end 

it includes various applications, sector information, and other market data, all of which support dealers with 

initial customer contacts, and also facilitate further planning. 

DTNA also incorporates important customers into critical phases of the product development process and works 

with them on testing new and updated models. Market launch of the Cascadia, the new heavy-duty Class 8 

flagship truck, was for example preceded by such tests, thereby allowing us to better take customer wishes into 

consideration.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Social commitment 

Social commitment 

Daimler is a globally operating company, and we view this status as both an opportunity and an obligation to 

assume broad responsibility for society. Our objective here is to preserve an environment that helps foster 

dialogue and understanding in today’s globalized world in an atmosphere that allows us to create value for all of 

our stakeholders. To achieve this goal, we must, on the one hand, set clear Group-wide priorities, while at the 

same time responding in a flexible and sensitive way to special local and regional conditions. Because of the 

complex nature of this challenge, we focus on those activities where we can best put our knowledge and 

experience as a global automaker to work in a manner that will benefit society to the greatest extent possible. 

We work hard: 

� To support the locations where we are active. We seek to promote a greater sense of community, which is 

why we cooperate closely with local authorities and nonprofit organizations. We also get involved in different 

kinds of projects, such as those for expanding childcare centers located near our plants. Daimler will 

therefore provide around 350 additional daycare slots in Germany for children under three by 2009. 

� Together with our employees. Daimler knows it can count on the voluntary help of its employees in projects 

and programs like the “Day of Caring,” during which employees and managers helped renovate a youth 

center in Berlin, whereby Daimler Financial Services paid for all materials. The “Moved by Ideas” program, 

with which the Mercedes-Benz Bank supports and promotes voluntary social activities by its employees in 

Germany, carried out 16 charitable projects at various locations. 

� In a social and humanitarian manner all over the world. Around the world – and even at home – there are 

people who suffer from poverty and illness, and who also often lack even the basic necessities of life. We try 

to help out where we can, and we’ve found we can be most effective in those communities where our 

production and service locations are situated and we are therefore familiar with the local situation. Our 

assistance takes the form of donations of both money and vehicles, and we also frequently participate in 

joint initiatives with partners from government, industry, and various associations. 

One of our main areas of activity involves the provision of immediate assistance in the event of natural or 

man-made disasters. Examples in 2007 included financial donations and the provision of vehicles following 

extensive flooding in Indonesia and Tabasco, Mexico, and a cyclone in Bangladesh. The sum of €130,000 – 

made up of € 80,000 from Daimler employees and a further € 50,000 from the company – was donated 

through the reconstruction foundation “Daimler hilft e.V.” to rebuild the School of Hope in Sri Lanka, which 

had been destroyed in the 2004 tsunami and was officially reopened in January 2007. 

� To promote education and training beyond the confines of our plants. Our support for education and training 

primarily takes the form of public-private partnerships. In 2007, we further expanded our training network in 

selected regions and staged, among other things, Girls’ Days and special “Children’s University” events. 

� To educate children about the dangers of road traffic. The MobileKids road safety initiative for children is 

based on the principle of learning through play. We established MobileKids in 2001 in cooperation with 

international road safety experts. The MobileKids program includes the 3D animated TV series “The 

Nimbols,” the online city “Mokitown,” and the MobileKids Tour. The latter is an entertaining roadshow whose 

patron is Helmut Rau, Minister of Education in the German state of Baden-Württemberg. During the 2007/08 

school year, the Mobile- Kids Tour stopped at 50 schools in Baden-Württemberg to visit third- and fourthgrade 

students. 

� For intercultural dialogue. As an internationally operating company, Daimler appreciates the importance of 

open relationships free of prejudices across all language and cultural barriers. It’s also true that such 

relationships are crucial to our business success. We therefore support projects that stimulate interest for 

other countries and establish a sense of cultural understanding, especially among young people. One of 

these is the Mondialogo initiative, which runs an international competition for school and university students. 

Daimler is also active in programs that provide stipends and exchange programs for gifted students.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Social commitment 

� To promote science and scientific exchange. It is very important to us to promote the transfer of knowledge 

between universities, research institutes, and industrial companies as a means of stimulating innovation. For 

many years, we have been one of the biggest supporters of the Donors’ Association of German Science, in 

which we maintain our own special Daimler Fund, which is used to endow, among other things, the German 

Future Prize, one of the most important scientific awards in Germany. Since 1986, we have also maintained 

the Gottlieb Daimler and Karl Benz Foundation to provide an interdisciplinary forum for addressing issues 

related to the interaction between mankind, the environment, and technology. 

� To promote culture and the arts. Art and culture are an important part of social life. That’s why Daimler 

actively supports the fine arts, theater, music, literature, and film, and also organizes its own art and cultural 

events. Among other things, Daimler maintains one of the oldest and most im portant corporate art 

collections in Germany. We also present awards to up-and-coming artists and sponsor and otherwise 

financially support a variety of ensembles and cultural events, such as the Junge Musikpodium Dresden, the 

International Bach Academy in Stuttgart, the Ludwigsburger Schlossfestspiele, and the New Pop Festival in 

Rastatt. 

� To promote sports and physical fitness. Sports are not only good for one’s health; they also have a unique 

ability to bring people of the most diverse backgrounds together in friendly competition. Daimler therefore 

promotes athletic activities and projects on both the professional and private levels. The Group’s initiatives 

here include a Soccer Integra tion Award jointly presented by Mercedes-Benz and the German Football 

Association (DFB), a longstanding partnership with the International Olympic Committee, and support for the 

Laureus Sport for Good Foundation. 

� In various foundations. In order to ensure that our funding is used for clearly defined long-term purposes, we 

have established our own foundations in several countries. These foundations support diverse activities 

ranging from research and education to the promotion of culture, health, and international understanding. In 

several countries, our foundations serve as the centers for all activities related to social commitment (see 

table on p. 66). 

Foundations 

Foundation Focus of activities Funds 2007 

Gottlieb Daimler and Karl Benz Foundation 

(1986) 

Daimler Fonds im Stifterverband für 

die Deutsche Wissenschaft (1975) 

Funding science and research in the fields of 

mankind, environment, and technology 

Sponsoring the research, training and 

international collaboration of science 

and technology students 

Daimler Foundation in Japan (2002) Supporting cultural programs and 

philanthropic activities 

Mercedes-Benz France Foundation (1986) Promoting intercultural understanding between 

France and Germany, support for up-and-coming 

young artists, communal projects 

€1.5 million 

(2006: €1.2 million) 

€1.38 million 

(2006: € 2.2 million) 

¥ 25,000,000 

(2006: ¥ 29,300,000) 

€ 81,500 

(2006: €115,000) 

In 2007, we decided to reorganize our marketing practices to ensure a greater degree of social responsibility. 

Specifically, this means that instead of offering gifts to guests at vehicle presentations around the world, we will 

now donate the money we usually spend on such presents (approximately € 90,000) to non-profit organizations. 

The donation for 2008 will be given to education projects for SOS Children’s Villages in France, the U.S., Austria, 

and Germany.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Social commitment / Social and cultural projects* 

Our social and cultural projects* 

for our business locations: 

Expansion of daycare centers near our plants and offices 

The first four sternchen (“Little Star”) childcare centers in Stuttgart-Untertürkheim, Sindelfingen, Bremen, and 

Berlin opened successively beginning in September 2007. Daimler is cooperating in this initiative with both 

church-based and independent providers of daycare services. We also continue to expand the provision of 

company childcare centers for our employees. Childcare at the centers is offered in accordance with working 

times and the needs of parents, and all staff members are specially qualified to look after children up to three 

years of age. Among other things, the childcare concept employed focuses on the development of language skills 

through dual and multi-language instruction, while center activities are also designed to foster creativity and 

promote exercise and healthy eating habits. 

As part of its initiative to expand daycare services near its plants and offices, Daimler participated in a family 

policy conference organized by the city of Stuttgart on June 25 and 26, 2007, during which the European “cities 

for children” partnership network was established. The goal of this cross-border network is to develop holistic 

approaches for creating child and family-friendly environments in urban centers. Daimler is supporting “cities for 

children“ in various ways. This year, for example, the Group hosted the network’s annual meeting, which took 

place in May at the Mercedes-Benz Museum in Stuttgart. 

together with our employees: 

StreetUniverCityBerlin 

“StreetUniverCityBerlin” (SUB) is housed in a youth center in the Kreuzberg section of Berlin. The organization’s 

motto is “Study as if you were at university, while becoming streetwise and learning lessons for life.” While SUB 

is not a substitute for professional training, its scope of activities does go far beyond traditional streetwork. 

SUB’s pilot semester featured workshops, seminars, and excursions related to societal and political education, 

social skills, career options, art, and sports. More specifically, SUB provided job-application training and also 

offered anti-conflict seminars and theater workshops, among other things. Its students also produced their own 

short film. One specialized SUB workshop sponsored by Daimler Financial Services taught participants how to 

work in teams, deal responsibly with money, and develop new business ideas, whereby several of the company’s 

employees voluntarily served as instructors. Daimler Financial Services continues to act as a partner to SUB in 

2008. 

The green classroom: Trainees help out at a zoo 

Learning in a zoo can be a lot of fun for children and teenagers, which is why Zooschule Landau (Landau Zoo 

School) offers an educational program targeted specifically at those groups. The school, which is located in 

Germany’s Palatinate region, was established through a partnership between the University of Koblenz-Landau 

and Landau Zoo. As many as 40 specially trained students teach kindergarten and school classes at Zooschule 

Landau. The curriculum includes lectures on interesting types of plants and wild animals in Germany and faraway 

places. Following the completion of a new school building, activities in 2007 focused on the creation of an openair 

classroom. Daimler paid for all the required materials here, and trainees from the Mercedes-Benz plant in 

Wörth pitched in to help build an amphitheater-like structure for the outdoor classroom. They and training 

director Stefan Jakobi then installed benches and laid pavement at the site.



“Im Tennental”: Trainees team up with severely handicapped persons to build a house 

The partnership between Mercedes-Benz’ Sindelfingen plant and the “Im Tennental” village community has a long 

tradition. Some 200 people, including 110 severely disabled individuals between the ages of 16 and 56, live and 

work in the community, which is located in the town of Deckenpfronn near Böblingen. For more than ten years 

now, Daimler trainees have spent a week during their second year of training at “Im Tennental.” During this time, 

they help the disabled with projects designed to improve life in the village. Among other things, trainees have 

worked with community members to build new footpaths and a pond with a barbecue area. The partners have 

also constructed a hay drying facility and expanded a cheese dairy on the site. Back in 2006, Daimler trainees 

got together with disabled residents to erect a wood-frame house with a total area of 250 square meters that 

now serves as a school for training disability support workers. The house had previously been used as a 

construction shed at the Daimler plant in Sindelfingen, and the Group provided €10,000 toward the cost to move 

it. The latest cooperation project involves the expansion of a woodworking shop at “Im Tennental.” The existing 

shop, in which the disabled residents make wooden toys, had become too small to accommodate its output. 

Along with retirees from the Mercedes-Benz Sindelfingen plant, the Daimler trainees spent three months 

expanding the workshop — and were helped out wherever possible by the residents themselves. This voluntary 

effort saved the community €50,000. Most of the material costs here were covered with a €20,000 donation 

from the STAR CARE Stuttgart association, whose chairman, Volker Stauch, also manages the Mercedes-Benz 

plants in Untertürkheim, Berlin-Marienfelde, Hamburg, and Kölleda. 

STAR CARE helps kids in need 

STAR CARE is an association established by Daimler employees to help sick, handicapped, neglected, and 

otherwise needy children. The association is divided into five chapters within Germany that stage benefit 

performances and other events to raise money for the cause. Last year, for example, the Stuttgart chapter held 

its STAR CARE Night 2007. Proceeds totaling €40,000 were donated to the Diakonie Stetten organization, which 

supports the disabled. The funds thus raised are making it possible for a group of young mentally handicapped 

people to take part in the Special Olympics National Games to be held in Karlsruhe in June 2008. STAR CARE 

Hessen also launched an initiative with the Mercedes-Benz plant in Kassel and other partners that has benefited 

five young individuals from troubled backgrounds who had previously searched in vain for a trainee position. On 

September 3, 2007, these new trainees began a two-year apprenticeship at the Kassel plant that will end with 

their certification as machinists through a program recognized by the German Chamber of Commerce. Further 

information on STAR CARE assistance projects can be found here. 

for humanitarian causes all over the world 

Food for the needy: Bundesverband Deutsche Tafel e. V. drives Mercedes-Benz 

Although Germany has a surplus of food, many people in the country simply don’t have enough money to buy the 

food they need. The Bundesverband Deutsche Tafel e. V. aid organization is addressing this problem: Under the 

motto “Everyone gives what they can,“ voluntary helpers collect leftovers that, although still of good quality, can 

no longer be sold at bakeries, outdoor markets, and supermarkets. The food is then distributed either directly by 

the organization or else via other groups that also assist the needy. Daimler has been one of the main sponsors 

of Bundesverband Deutsche Tafel e. V. since 1998. The Group originally got involved by donating 100 used 

Mercedes-Benz Vito vans complete with service contracts. Since the year 2000, however, our company has also 

been offering the organization refrigerated Vito and Sprinter vans at very low prices. Daimler is therefore helping 

to ensure that Bundesverband Deutsche Tafel e. V. remains on the move and can get the food it collects to those 

who need it.



Forgotten Harvest — Food for the needy in Detroit 

Forgotten Harvest is an aid organization based in Detroit that was established in 1990 to battle hunger and 

waste in the city. As is the case with Bundesverband Deutsche Tafel e. V., voluntary helpers from Forgotten 

Harvest collect leftover food from supermarkets, outdoor markets, restaurants, and caterers, and then distribute 

it to soup kitchens for the needy in the region. The Daimler AG subsidiary Daimler Financial Services Americas, 

which is headquartered in the Detroit metropolitan area, has extensively supported the organization for several 

years now. In this regard, Daimler Financial Services Americas and Daimler remain good corporate citizens and 

neighbors even in the aftermath of the Chrysler de-merger. Among other things, we’ve donated three new 

Freightliner trucks to Forgotten Harvest, and have contributed $100,000 to a food donation drive. We also held a 

competition that resulted in the collection of more than 2,000 kilograms of food. 

Helping Africa: Daimler and the German Foundation for World Population (DWS) 

The German Foundation for World Population (DWS) is an international development organization that seeks to 

help people free themselves from poverty. DWS, which is politically and religiously independent, focuses on 

family planning and sex education as a way of breaking the cycle of poverty. It is also the only non-governmental 

organization of any significance in Germany to address the often-neglected issue of overpopulation. Daimler has 

helped launch DWS youth and educational projects in five African countries to date. We do this because we are 

convinced that only people who can protect themselves from unwanted pregnancies and HIV/AIDS will have the 

chance to lead healthier and better lives. 

School of Joy — Helping children and adolescents in Palestine 

The “School of Joy” is a private school in Beit Sahour, Palestine, which is attended by around 60 children and 

adolescents with learning difficulties or psychological disorders. Some of the students are orphans, while others 

are in families that live in abject poverty. The school operates mainly on the basis of donations. Together with the 

German children's charity Die Sternsinger, Daimler last year presented the school with a Mercedes-Benz Vito for 

use as a school bus. This was actually the second vehicle that we’ve made available to the School of Joy. Today, 

the Vito is helping transport those children who live far away to and from the school. Every year, Daimler also 

helps out by selling olive wood carvings made by the school’s students to employees in Germany. The proceeds 

go directly to the school, where they help — along with additional funding from our company — to keep it up and 

running. 

For terminally ill children: Daimler supports Hospitz St. Nikolaus 

In November 2006, the first children’s hospice in southern Germany — Hospitz St. Nikolaus — opened in the town 

of Bad Grönenbach. Daimler helped fund the hospice knowing that terminally ill children and their families would 

find loving support there. Hospitz St. Nikolaus takes the burden of 24-hour childcare away from parents, thus 

giving them the opportunity to prepare for the difficult time ahead.



to promote education and training outside our plants 

“Each Girl Is a Star” — Making technology fun 

“Each Girl Is a Star“ is an award-winning program designed to get Turkish girls interested in technical 

professions. The program is run by Mercedes-Benz Turkey in cooperation with CYDD, a Turkish organization that 

supports young girls and women. “Each Girl Is a Star“ is designed to encourage young women from poor families 

in particular to pursue careers traditionally dominated by men. As such, the program offers female students and 

trainees the opportunity to participate in practical seminars at Mercedes-Benz as part of a four-year professional 

training program, with the possibility of later being hired by our company or else by one of our dealers or 

suppliers. The program was launched in the 2004/2005 training year with an initial 200 participants. A total of 

850 Turkish girls between the ages of 15 and 18 from 36 different cities have since completed training, bringing 

the program closer to its initial target of 1,000. “Each Girl Is a Star” has also won two awards: In 2006, the 

program received the “Best Social Responsibility Award” from the highly respected Turkish business magazine 

Platin, and in 2007, it took first place in the “Corporate Social Responsibility — Education” category for the 6th 

Golden Compass Public Relations Award, which is organized each year by the Turkish PR company TUHID. 

“Copying Allowed!” — On a tour of discovery with the Mercedes-Benz Children’s University 

Copying isn’t allowed in school — but it's encouraged at the Mercedes-Benz Children’s University. “Copying 

Allowed!” is therefore the title of an exhibition the university stages for young researchers between the ages of 

six and 12, who are given the opportunity to learn about the fascinating links between nature and technology. 

More specifically, the kids learn about the tricks and techniques developed by some animals to adapt themselves 

perfectly to their surrounding environments, and how some of these tricks can be used in technological 

applications, such as automotive development. The scientific discipline that addresses this “copying from nature” 

is known as bionics — and Mercedes-Benz engineers have already successfully applied it in several instances. The 

Mercedes-Benz Bionic Car research vehicle, for example, was modeled on the boxfish, a tropical fish whose 

angular shape belies the fact that it’s actually quite aerodynamically efficient and deft. Moreover, the fish’s highly 

stable skeleton serves as a model for modern lightweight automotive design. The traveling exhibition, which was 

developed in cooperation with Darmstadt Technical University’s Bionics Center, is making stops in various 

German cities. 

for intercultural dialog 

Mondialogo — International contest for high school and college students 

We work with UNESCO to support the establishment of networks among young people around the globe in the 

Mondialogo project. Mondialogo consists of two international contests for high school and college students, as 

well as an Internet portal in five languages. Altogether, 2,600 schools from 144 countries — a new record — have 

registered for the contest in 2008. Mondialogo also sponsors an Engineering Award, the third round of which 

begins this year, as engineering students from around the world are being called upon to come up with 

sustainable technological solutions for fighting poverty and climate change.



Students in Stuttgart learn Chinese to build bridges to Asia 

Three high schools in the Stuttgart area have been participating since 2004 in the “China — Language, Economy, 

Culture” project sponsored by the Robert Bosch Foundation, Daimler AG, and Porsche AG. All those involved in 

the project describe it as a successful vehicle for building bridges from Europe to Asia. The three schools — the 

Ferdinand-Porsche Gymnasium in Stuttgart, the Heinrich-Heine Gymnasium in Ostfildern, and the 

Stiftsgymnasium in Sindelfingen — have set up working groups for a total of 100 students in different grades. The 

groups receive Chinese language instruction from native speakers and also learn about Chinese culture and the 

country’s economy. Participants have also been able to extend their knowledge by taking trips to China. Our 

company has donated €30,000 to the project, and we also provide China experts who serve as instructors for 

the economics courses. Our commitment here is driven by our belief that in today’s tightly networked world (in 

both the economic realm and beyond), it is crucial to have an understanding of different cultures and customs. 

The foundation for such an understanding in this project is provided by outstanding language instruction and 

courses that highlight Chinese traditions. 

Takenoko Fund — Japanese-German exchange program for high school students 

Back in 2005, Daimler initiated a Japanese-German student exchange program that was extended for a further 

three years in November 2007. Our intention here is to get young people in each country interested in the 

partner nation and its culture, thereby promoting sustained cultural dialog between Germany and Japan. The 

program was created through a cooperation agreement between Daimler and the Japanese-German Center Berlin 

(JDZB) governing the establishment of the Takenoko Fund. The name takenoko means “young bamboo shoot” in 

Japanese, and this name was chosen because of the speed with which the bamboo plant grows and forms a 

forceful network. Over the last three years, the Takenoko Fund has enabled 120 Japanese students to travel to 

Germany and 204 students from Germany to visit Japan. Daimler sponsors the project along with its Japanese 

subsidiary, Mitsubishi Fuso Truck & Bus Corporation. The financial support they provide is used mainly to cover 

airfare, which is very expensive due to the huge distances involved. The program also gives students the 

opportunity to tour a Daimler plant in Germany or a Mitsubishi factory in Japan. Students wishing to apply for the 

sponsored exchange program are required to come from schools that either offer Japanese/German instruction, 

have set up intercultural working groups, or have initiated an exchange project. 

Daimler-Byrnes Scholarship sends German students to the U.S. 

Every year, several high school students from the Stuttgart area receive a Daimler-Byrnes Scholarship that allows 

them to spend 12 months in the U.S. This exchange program is sponsored by Forum Region Stuttgart, the 

Deutsch-Amerikanisches-Zentrum/James-F.-Byrnes-Institut, Daimler AG and, since 2008, IHK Region Stuttgart 

(chamber of commerce) and Stihl AG. Project organization is handled by the American Field Service (AFS). The 

scholarship is named for James F. Byrnes, who as U.S. secretary of state encouraged reconciliation between 

Germany and the U.S. following the Second World War. The program thus seeks out students who possess skills 

in overcoming prejudice and building personal networks. The 16-year-old students who participate in the 

program are not sent to the U.S. just to learn, but are also required to give presentations about where they come 

from, and thus serve as young ambassadors for the Stuttgart region. Since 2007, the scholarship presentation 

ceremony has been held at the Mercedes-Benz Museum, a venue that underscores Daimler’s importance to the 

Stuttgart region.



Cultural sponsorship through DeutschMobil 

Daimler has provided ten Mercedes-Benz Vito vans to support the “DeutschMobil” campaign organized by the 

Federation of German-French Cultural Centers. The goal of the campaign is to bring people in the neighboring 

countries of Germany and France closer together. In the program, which was launched in 2000 in cooperation 

with the Robert Bosch Foundation, students studying to become German teachers travel in “DeutschMobiles” to 

French elementary and secondary schools to provide language instruction and information on Germany and its 

culture. The idea is to motivate a greater number of French students to choose German as their first or second 

foreign language. Since then, interest has grown by at least 25 percent and in some cases by as much as 90 

percent. 

to promote science 

The Gottlieb Daimler and Karl Benz Foundation — New approaches to research 

The dynamic interrelationships between man, the environment, and technology are presenting new challenges to 

the scientific community, which is thus increasingly under pressure to come up with interdisciplinary answers to 

the various problems we face. The Gottlieb Daimler and Karl Benz Foundation, which was established in 1986 by 

the former Daimler-Benz AG (now Daimler AG), pursues such an interdisciplinary approach by combining 

scientific discourse on socially relevant issues with new research methods. One of the foundation’s most 

important forums is the “Ladenburg Discourse.” Here, scientists and experts from industry discuss the suitability 

of specific issues as research topics in the foundation’s sponsorship program. Based on the results of this 

discourse, scientists from various disciplines work with experts in a three-to-five-year research program on one 

of the selected topics at the “Ladenburg Collegia.” Such research teams thus have the opportunity to implement 

projects that their own organizations are either unable to finance, or else cannot find suitable partners for. Since 

the sponsorship program began, a total of 11 Collegia have been held to address issues such as “Settling and 

Living in the City” and “Understanding and Shaping Globalization.“ Research results are published on a regular 

basis. The foundation also supports the international exchange of doctoral candidates, as well as several projects 

in selected Southeast Asian nations. A scholarship program designed to encourage young scientists to gain 

experience outside their home countries is also offered. The Gottlieb Daimler and Karl Benz Foundation is 

financially independent. It currently operates with total capital of €37.5 million and provides €1.5 million in 

sponsorship funding each year. 

to promote the arts and culture 

The Daimler Art Collection on tour around the world: 2003-2010 

The Daimler Art Collection — one of the most esteemed corporate collections in Germany — was founded in 1977 

and currently comprises approximately 1,800 works of art from some 600 international artists. Since 2003, a 

selection of some 150 famous works by artists ranging from Josef Albers to Andy Warhol and Sylvie Fleury has 

been traveling around the world. Stops to date include museums in Japan, South Africa, Brazil, and many other 

countries. The Daimler Art Collection is continuing its world tour in 2008 with exhibitions in Madrid and 

Singapore. The “MAXImin” exhibition, which opened in February 2008 at the famous Juan March museum in 

Madrid, offers an overview of 100 years of abstract avant-garde art. Each exhibition on the world tour is 

accompanied by a special educational program for students.



Internationale Bachakademie — Supporting the musical arts 

Music plays a key role in Daimler’s cultural support activities. Among other things, we provide funding to the 

International Bachakademie Stuttgart, a foundation established in 1981 by Helmuth Rilling, who also continues 

to serve as its artistic director. The Bachakademie holds concerts both in Germany and abroad, conducts 

workshops for young musicians around the world, and offers seminars and symposiums on music theory and 

practice. It also operates a research and education center, which is primarily dedicated to the work of Johann 

Sebastian Bach. 

Deutscher Musikrat — Daimler promotes highly talented young musicians 

The Deutsche Musikrat is an association that promotes all different types of music in Germany and seeks to 

elevate the status of music in society as much as possible. With more than eight million members, the Deutsche 

Musikrat is the largest cultural association in Germany. A key focus of the organization is to discover young 

talented musicians and support their further development. Daimler assists Deutsche Musikrat financially by 

sponsoring its Bundesjugendorchester (national youth orchestra), which brings together Germany’s youngest 

high quality musicians three times each year for a period of ten to 14 days, during which time they work with 

famous conductors and experienced music teachers. Both singers and players of musical instruments can apply 

for membership in the Bundesjugendorchester, and those who pass its audition can further develop their skills 

under the direction of famous jazz artists for a period of two years, whereby the maximum age for membership is 

24. The orchestra plays concerts, goes on tours abroad, and records CDs. Daimler also supports the 

Bundesjazzorchester, which since its inception has helped more than 400 young musical talents establish 

themselves on the German music scene. Till Brönner and Roger Cicero are just two of today’s artists who got 

their start with the Bundesjazzorchester. The Bundesjazzorchester, which was honored with the Deutscher 

Musikpreis award in 1997, is celebrating its 20th anniversary this year. 

Award for South African Culture 

In 1999, Daimler established what is now known as the Mercedes Benz Award for South African Culture, which 

remains the most important cultural prize in South Africa today. The award gives young culturally creative people 

their first international exposure and enables them to stage major presentations of their work in South Africa as 

well. The award is presented in a different category each year; since 2000, prizes have been given for 

Contemporary Art, Jazz, Sculpture, Choreography, Photography, Poetry, and Architecture. The 2008 award will be 

presented in the category of Art in Public Spaces, to be followed in later years by Fashion Design and Rhythm 

and Blues/Young Urban Music. The award aims to honor and promote South African culture as a reflection of the 

country’s social and political development and maturity. The plan for 2010, when the World Soccer 

Championship will take place in South Africa, is to stage a retrospective in Pretoria and Berlin of the works of all 

the nominees ever selected, which by that time will number around 100. 

SWR3 New Pop Festival: “Dance of the Robots” at the Mercedes-Benz plant in Rastatt 

What do Joe Cocker, Udo Lindenberg, Maroon 5, Katie Melua, Wir sind Helden, Sasha, and Zucherro have in 

common? They’ve all performed at one time or another in front of dancing robots. For more than ten years now, 

the Mercedes-Benz plant in Rastatt has hosted the SWR3 New Pop Festival presented by the SWR broadcasting 

network. When the show comes to town for three evenings, some 6,500 enthusiastic spectators can be found at 

a location where the Mercedes-Benz A- and B-Class normally roll off the line. Given this industrial backdrop, it’s 

not surprising that most concertgoers first look to the assembly line rather than the stage when they enter the 

hall. As a result, they’re treated to the sight of various automobile parts, which are put together here to form 

Mercedes-Benz A-Class vehicles. Naturally, the body-in-white comes to a halt when the show begins, as the 

flexible production system in the assembly hall adjusts to the changed conditions during the three days of the 

festival. Creating this spectacular concert venue requires 200 tons of material to be moved in order to free up 

space for the stage, the audience, and backstage areas. The result of this process is the creation of a completely 

new world covering an area of nearly 7,000 square meters in just a few days.



Ludwigsburger Schlossfestspiele/Internationale Festspiele Baden-Württemberg 

The Ludwigsburger Schlossfestspiele, one of oldest music and theater festivals in the German-speaking world, 

celebrated its 75th anniversary in 2007. Daimler will again serve as one of the main sponsors of the event in 

2008. Daimler’s longstanding support for the Schlossfestspiele demonstrates its very close ties to the Stuttgart 

region and its cultural identity. The Group sponsors selected performances and concerts, which in 2008 will 

consist of events taking place from April 4-13, May 30-July 27, and November 22-30. As an official state festival, 

the Ludwigsburger Schlossfestspiele cooperates with many other international festivals and thus represents the 

cultural richness of the German state of Baden-Württemberg. 

to promote sports and physical fitness 

Soccer Integration Award from Mercedes-Benz and the German Soccer Association (DFB) 

“Soccer: Many Cultures — but a Single Passion” is the motto of the Soccer Integration Award established in June 

2007 by the German Soccer Association (DFB) and DFB general sponsor Mercedes-Benz. The initiative 

associated with the award seeks to support projects and activities that use soccer to reach out to children and 

teenagers (especially girls) in an effort to promote cultural integration. The initiative was launched during the 

European Championship qualification match between Germany and San Marino on June 1, 2007. A total of 181 

schools and soccer clubs had entered the competition for the award by September 2007. In December, a DFB 

panel selected the winners in the two categories of Soccer Clubs and Schools, and also presented special 

awards for soccer associations and cultural integration initiatives beyond the world of organized soccer. 

The first place finishers in each category received a Mercedes-Benz Vito van, which will be used to help safely 

and comfortably transport children and teenagers to events and tournaments. Second place finishers were each 

awarded €10,000 to further their work in the area of integration, and those who finished third were given €5,000 

for the same purpose. 

The awards were presented at the Sindelfingen Glaspalast (Glass Palace) on January 4, 2008, during the 

Mercedes-Benz Junior Cup soccer tournament. The tournament featured the junior squads from international top 

clubs such as Dinamo Zagreb, AS Monaco, FC Basel, Fenerbahce Istanbul, and the under-19 team from 2010 

World Cup host South Africa. These teams competed alongside junior German teams from Hertha BSC Berlin, 

Schalke 04, VfB Stuttgart, and others. The Mercedes-Benz Junior Cup event also included a tournament featuring 

ten Daimler trainee teams. 

IOC partnership: Global social commitment within the Olympic framework 

For 12 years now, Daimler has served as the only commercial partner to the International Olympic Committee’s 

(IOC) “Olympic Solidarity” development program. The relationship between Daimler and the IOC goes far beyond 

sponsorship here, as both view their cooperation as one element of a strategic partnership. That’s because 

Daimler, which does business in around 200 countries, and the IOC, which is the world’s leading athletic 

organization, share common ideals regarding fair and open competition, international dialog, social responsibility, 

peaceful coexistence, outstanding athletic performance, enthusiasm, and discipline. 

Cooperation between the IOC and Daimler takes many forms. For example, Daimler works with the IOC to 

support physical fitness among children and adolescents in poor regions around the globe that have little or no 

athletic infrastructure, few training facilities, and no money to promote young athletes. Since 1998, financial 

support from Daimler has helped build more than 50 athletic and educational facilities, most of them in Africa, 

Asia, and Oceania.



Another key element of the partnership is the donation of vehicles to National Olympic Committees (NOCs). The 

Mercedes-Benz mini-buses thus provided are used to transport athletes to and from venues and training centers. 

Daimler has donated 100 Mercedes-Benz Sprinter vans to date, the last of which was given to Vietnam’s NOC in 

2007. 

Daimler also supports outstanding athletes in developing countries. Here, the Group has helped finance High 

Performance Training Centers, most of which have already produced Olympic champions. 

Laureus Sport for Good Foundation 

“Sport has the power to change the world,” said Laureus’ patron Nelson Mandela during the very first 

presentation of the Laureus World Sports Awards in 2000. “Sport can create hope where once there was only 

despair.” This philosophy has since become the driving force behind the Laureus Sport for Good Foundation, the 

founding partners of which are Daimler and the luxury goods manufacturer Richemont. The two companies also 

established the Laureus World Sports Awards, whereby Daimler is officially represented by Mercedes-Benz here. 

Also part of the foundation is the Laureus World Sports Academy — a unique association of international sporting 

legends whose mission is to get young people to participate in sports, while at the same time drawing public 

attention to global social problems. The Laureus Sport for Good Foundation currently supports more than 50 

sports projects worldwide dedicated to causes such as battling AIDS, drug abuse, violence, and racial and 

religious discrimination. Such projects also promote social integration. The Laureus World Sports Awards is a 

unique annual event that honors the best male and female athletes in all disciplines. The award’s name comes 

from the Latin word for “bay laurel,” which is the universal symbol of victory and peace. 

Mercedes-Benz is the national sponsor of Stiftung Deutsche Sporthilfe 

At Germany’s annual Sports Ball, which was held in early February 2008 in Wiesbaden, Mercedes-Benz presented 

itself for the first time as the national sponsor of the Stiftung Deutsche Sporthilfe foundation. This move further 

expanded our commitment to sports. Mercedes-Benz has been a partner of Stiftung Deutsche Sporthilfe for 

many years now. The foundation, which was established in 1967, is dedicated to supporting young sportsmen 

and sportswomen. We sponsor events such as the Sports Ball, the Goldene Sportpyramide award, and the Fest 

der Begegnungen international and intercultural festival. For example, the grand prize in this year’s Sports Ball 

raffle was a silver Mercedes-Benz S-Class provided by Daimler. 

Guests at the ball, whose patron was German president Horst Köhler, included the “Mercedes-Benz Olympic 

Partners” — selected Olympic and Paralympic athletes who are being assisted by Mercedes-Benz as they make 

their way to the 2008 Olympic Games. Among other things, we are providing these 12 athletes with vehicles 

during the entire Olympic preparation period, thereby safeguarding their mobility and flexibility in a phase 

marked by frequent commutes between home, training centers, and competitive venues. Mercedes-Benz 

Olympic Partners include equestrian show jumper Meredith Michaels Beerbaum, track-and-field athlete Tobias 

Unger, flatwater canoer Tim Wieskötter, and Paralympics athletes Wojtek Czyz and Daniel Arnold. Additional 

information on our sponsorship activities for Stiftung Deutsche Sporthilfe can be found here. 



Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Social commitment / Automotive Academy* 

Automotive Academy* 

Development assistance through training 

Training skilled workers, offering young individuals solid prospects for the future, and contributing to social 

stability: The Daimler Automotive Academy Network is a global association of training centers that make 

available our core expertise in automobile production, thus making a valuable contribution to assisting local 

youth and providing support to underdeveloped regions. 

The idea for the network originated in 1999, and the first training center was opened in Ulaan Baatar, Mongolia. 

Today, the network has accredited centers in Kabul (Afghanistan), Perm (Russia), and Kuwait, as well as more 

recently established centers in Hoedspruit (South Africa) and Beit Sahour (Palestine), both of which opened in 

2007. All facilities are organized as public-private partnerships, which means financing from local governments 

supplements our own investment. The training centers offer courses in automotive repair, mechatronics, 

electronic systems, management, and marketing, some of which are combined with theoretical and practical 

internships in Stuttgart. Students also have the possibility to pursue a Master’s degree. Curricula are tailored to 

the conditions of each country, and the program’s conceptual design focuses on ensuring that academy 

graduates are able to go to work immediately, and that the facilities themselves can operate on their own after 

an initial period of approximately three years. 

German Automotive Academy Afghanistan "Gottlieb Daimler"* 

A key means of rebuilding Afghanistan is to support, qualify and train young people in the region. In a project 

initiated in cooperation with Deutsche Investitions- und Entwicklungsgesellschaft (DEG) and the Arbeitsgruppe 

für Entwicklung und Fachkräfte (AGEF), Daimler has already finished training more than 50 mechanics and 

technicians in Afghanistan. 

In each training course, 16 young people receive nine months of basic instruction that provides them with strong 

theoretical and practical knowledge of general motor vehicle technology. All of the participants receive 

apprenticeship pay during training. To enable the trainees to support their families, this pay corresponds to what 

a skilled worker would earn in Afghanistan. After successfully completing the theoretical part of their training, 

each participant also receives a Daimler overall that he or she wears when working on the vehicles during the 

subsequent phase of practical training. In addition, Daimler provides AGEF with a Mercedes-Benz-Vito that is 

used to transport the participants to the training sessions. 

After the participants have successfully completed their training, the focus is on getting them jobs. For example, 

they often find a job at local repair shops or at international organizations because the types of vehicles used 

during practical training are generally the same as those operated by such potential employers. The employees 

can therefore immediately begin working without requiring any further instruction. The Academy's first graduates 

all found jobs immediately after completing their training. 



Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Public policy 

Public policy 

Daimler maintains a consistent open dialogue with representatives from the political sphere on all issues that 

affect the Group’s operations. Our activities here are based on our Guidelines for Responsible Lobbying, which 

were drawn up in 2007. These guidelines are currently being reworked and will soon be downloadable at this 

site. 

More specifically, our dialogue with the political sphere focuses on: 

� Climate change, pollutant emissions, and environmental protection 

� Transportation policy 

� Road and vehicle safety 

� International trade and investment issues 

� Issues related to implementation of technical innovations 

� Intellectual property rights 

� Global harmonization of standards and regulations 

� Economic development discussions 

Along with political dialogue on a national level, Daimler also endeavors to make a contribution to the promotion 

of international, above all transatlantic, cooperation; to this end Daimler became a partner in the German 

Marshall Fund’s Brussels Forum in 2006. The forum sponsors an annually held series of meetings for political, 

business, and social leaders. Daimler also supports the Center for Transatlantic Relations in Washington D.C. in 

its annual study of the transatlantic economy, as well as programs at numerous think tanks worldwide.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Public policy / Supporting the democratic process 

Supporting the democratic process 

When it comes to making contributions to political parties, Daimler maintains strict compliance with legislation 

and with the Group’s internal guidelines on political contributions that were introduced in 2006. In 2007, the 

Daimler Board of Management authorized the payment of contributions totaling € 400,000 to the German 

political parties CDU, CSU, SPD, FDP, and BÜNDNIS 90/DIE GRÜNEN. In Daimler’s second home market, the 

U.S., contributions of corporate funds to politicians or political parties are not allowed. However, voluntary 

donations by management staff may be made via political action committees (PACs), and this practice is widely 

employed by companies with a strong business presence in the country. The company ensures that employees 

neither benefit from, nor are disadvantaged by, contributions to, or involvement in, political action committees. 

In 2007 (up until the sale of its majority interest in the Chrysler Group), the “DaimlerChrysler PAC” donated a 

total of US $ 402,275 to political parties and candidates for political office in the U.S. Now known as the 

“Chrysler PAC,” this committee is no longer open to Daimler employees. Plans for the establishment of a Daimler 

PAC are currently being reviewed.


Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Activities and goals 


Our responsibility to our customers: Acitivities and goals 

As an automaker and provider of vehicle-related services, we consider good customer relationships that are 

based on mutual trust to be an essential basis for our business. We see every decision to purchase a Daimler 

product not only as a confirmation of this trust, but also as an obligation. Our customers demand the highest 

standards, and they have a right to expect that we make the pledge contained in our brands a tangible 

experience. 

Our aim is to offer clean, safe, and fascinating premiumsegment passenger cars; efficient, environmentally 

friendly commercial vehicles; and outstanding services that complement all aspects of these products. With this 

in mind, we have, for example, defined six disciplines at Mercedes-Benz Cars in which we intend to be the 

industry leader. Excellence in these disciplines is essential when it comes to maintaining good customer 

relations. They are quality, safety, comfort, design, environmental friendliness, and customer satisfaction with 

our sales and service. 

Our overall goal is to ensure that our customers can experience driving enjoyment with a clear conscience. And 

our CSI No. 1 program, which is designed to help us become the leader in customer satisfaction in the premium 

segment by 2010, stands for this commitment. 

Customers 


Mercedes-Benz intends to 

be Number 1 in customer 

satisfaction in the 

premium segment by the 

end of 2010 

The “CSI No. 1” program for significant improvement in customer 

satisfaction was launched in 2006. It includes consistent controlling 

and planning instruments. 

� The target values for 2007 were based on the values recorded 

for 2006 and on our competitive position. The internal 

Mercedes- Benz CSI targets were met or surpassed on nearly all 

markets. And the competitive position improved in almost all 

markets. The competitive position will also be used to 

determine the target values for the years ahead. 

� In the areas of sales and aftersales we have redefined the 

customer contact processes. We have also determined key 

indicators as target values for the European markets. 

� The lead times (customer waiting times) have been shortened. 

Here, we significantly exceeded the 2007 target values. 

� Aftersales personnel worldwide are to receive qualification and 

certification on the basis of clearly defined qualification profiles 

at Mercedes-Benz and smart by 2008. 

� The workshop processes and logistics processes for improving 

service and customer care quality at Mercedes-Benz and smart 

will be enhanced and standardized by 2010. 




Social responsibility: Activities and goals 

Every company is a part of the society in which it operates. Business decisions often affect many people in 

tangible ways, while events and processes of change in society can also have an enduring impact on business 

success. Daimler believes it is the company’s best interest to be a good corporate citizen that actively 

contributes to society and supports worthy causes. Our objective is to consistently increase and strengthen our 

commitment in our area of influence, through our various areas of expertise as an international manufacturer of 

motor vehicles. 

This is why we have defined the following focal points for efforts and initiatives that address social issues: 

commitment at our production and sales locations; volunteer activities on the part of our employees at our 

plants; road safety education for children; and the promotion of education, training, and scientific research – 

particularly in relation to our natural environment and technology. Our global business operations provide us with 

a heightened awareness of the great importance of mutual understanding between countries and cultures. This is 

why we are also engaged in intercultural dialogue and support cultural and sports activities. To ensure that we 

apply our energies and resources in the right way, and to provide funding that is based on clear criteria, we have 

further developed the areas of donations and sponsorships. Here, one of the measures implemented involved the 

creation of a database. 

One major undertaking at present is a broadening of our dialogue with our stakeholders, as we are aware of the 

importance of having good, trusting relationships in the environments in which we operate. We intend to improve 

transparency and to conduct a more open dialogue with our partners. 

Stakeholder involvement and dialogue 


Strengthening the 

stakeholder dialogue. 

Redefinition of stakeholder 

contacts, especially in the 

NAFTA region 

New approach for Daimler 

corporate volunteering 

Introduction of a corporate 

guideline for responsible 

lobbying. 

� Hold a stakeholder dialogue event with the relevant interest 

groups by the end of 2008. 

� Introduce a channel of communication designed to regularly 

provide the relevant stakeholders with information regarding 

sustainability at Daimler (by the end of 2008). 

A restructuring is needed as a result of the sale of majority 

ownership of the Chrysler Group. An overall plan and initial steps 

are to be presented by the end of 2008. 

The restructuring is necessary due to the sale of majority 

ownership of the Chrysler Group. An overall plan and initial steps 

are to be presented by the end of 2008. 

The development and internal discussion of the guideline was 

completed in 2007. 

New Goal Link 

New Goal Link 

New Goal Link 

Goal attained Link



Commitment to society 


Donations and 

sponsorships: step- 

bystep registration of 

financial expenditures 

worldwide 

Expansion of the Daimler 

training network into the 

emerging markets 

The BoM Donations and Sponsoring Committee was constituted in 

September 2006. A Group-wide database is currently being set up, 

and collection of the relevant data has commenced worldwide. Data 

collection must be modified in the NAFTA region as a result of the 

sale of majority ownership of the Chrysler Group. 

In regions where contributions to social and political stability are 

needed, facilities that have been established since 2006 are to be 

enhanced (Palestine, South Africa) and new ones are to be built. 

Thanks to the creation of sustainable business processes, it will be 

possible for the training facilities to operate on their own after about 

three years. 




Daimler Nachhaltigkeitsbericht 2008 / Customers and society / Report profile 

Report profile 

The report 360 DEGREES – Facts on Sustainability 2008 (Facts 2008) provides an overview of Daimler’s activities 

with respect to sustainability. The period under review is the financial year 2007. 

Facts 2008 takes its lead from the guidelines of the Global Reporting Initiative (GRI), which DaimlerChrysler 

joined in 2006 as an organizational stakeholder. In accordance with the new GRI guidelines Version 3.0 (G3), the 

information and data contained in this report were compiled in line with the principles of balance, comparability, 

accuracy, timeliness, reliability, and clarity. Facts 2008 has been classified as a Level A+ report in line with the 

G3 definition, as assessed and confirmed by the GRI. 

A comprehensive version of the GRI Index can be found here. This website contains a list of all the GRI indicators, 

as well as detailed information and explanations of all indicators. Our website also contains a GRI Global 

Compact Index, which cross-references the “communication on progress” as specified by the Global Compact 

with G3 reporting. 

Scope of reporting and data acquisition methods 

Economy. The information on economic interrelationships presented in Facts 2008 is essentially based on data 

from the 2007 Daimler Annual Report. The Management Report and Notes sections, from which we have quoted 

in this report, were audited by the financial auditing firm KPMG Deutsche Treuhand-Gesellschaft AG. (For details 

see Annual Report 2007) 

Ecology. Daimler has been systematically compiling key environmental data from its German plants since 1992. 

In 1997 and 1998 its data acquisition was gradually extended to include production plants outside Germany. 

Since 2002, the acquisition and analysis of the data have been handled with the aid of a database. The data in 

this report reflect the structure of the Group in financial year 2007 and include all relevant production plants. To 

ensure comparability with data for previous years as far as possible, the data for the entire period covered do not 

include those parts of the company in which Daimler is no longer the majority shareholder. For this reason, the 

timelines may differ from those of previously published data. New parts of the company have been included from 

the time at which they became part of Daimler. The environmental data for 2007 refer to a total of 62 entire or 

partial business locations. 

Employees. The facts and figures related to the topic of Employees/ Human Resources are based on the 2007 

Daimler Annual Report. The reporting on human resources data is primarily conducted by means of the “HR 

ePARS” electronic human resources planning and reporting tool, which employs data from all consolidated 

companies within the Daimler Group. This information is complemented by data acquired with the aid of the 

“ePeople” electronic human resources management system. In the copy and diagrams in the “Workforce” 

section, it is indicated whether the data relate to the entire Group or only to parts thereof. 

Current developments. This report focuses on the current situation with regard to sustainability for the business 

year 2007. The data from the period following the sale of the majority shares of Chrysler refer to the continued 

activities of the Daimler Group. Unless otherwise indicated, the corresponding Chrysler data have been removed 

from the calculations. 

Liability disclaimer. The compilation of the data in this report has been carried out by Daimler with extreme care. 

Nevertheless, errors cannot be entirely excluded. Insofar as Facts 2008 contains forward-looking statements, 

these are based exclusively on data currently available and on assumptions founded on current forecasts. 

Although such projections are drawn up with the greatest care, a great variety of unforeseeable factors may lead 

to deviations. We neither intend nor assume an obligation to continually update statements concerning future 

developments. The content of the report was examined and released by the responsible professional staff. There 

was no examination by a third party, such as a financial auditing firm. 

Please note that the term employee refers to both male and female staff members at Daimler. 

Daimler published the last sustainability report in July 2007 under the title Facts on Sustainability 2007. 

Editorial deadline for this report: May 15, 2008

1 Daimler 360 DEGREES – Facts on Sustainability 2008 

GRI Index 

Strategy and Analysis 

C 1.1 

C 1.2 

Organizational Profile 

C 2.1 

C 2.2 

C 2.3 

C 2.4 

C 2.5 

C 2.6 

C 2.7 

C 2.8 

C 2.9 

C 2.10 

Statement from the most senior decision-maker of 

the organization (e. g., CEO, chair, or equivalent 

senior position) about the relevance of sustainability 

to the organization and its strategy. 

Description of key impacts, risks and opportunities 

Name of reporting organization 

Primary brands, products and/or services 

Operational structure of the organization including 

main divisions, operating companies, subsidiaries, 

and joint ventures 

Location of the organization’s headquarters 

Number of countries where the organization operates, 

and names of countries with either major operations 

or that are specifically relevant to the sustainability 

issues covered in the report. 

Nature of ownership and legal form 

Markets served (including geographic breakdown, 

sectors served, and types of customers/beneficiaries) 

Scale of the reporting organization, including: 

• Number of employees; 

• Net sales (for private sector organizations) or net 

revenues (for public sector organizations); 

• Total capitalization broken down in terms of debt 

and equity (for private sector organizations); and 

• Quantity of products or services provided. 

Significant changes during the reporting period 

regarding size, structure, or ownership including: 

• The location of, or changes in operations, including 

facility openings, closings, and expansions; and 

• Changes in the share capital structure and other 

capital formation, maintenance, and alteration 

operations (for private sector organizations). 

Awards received in the reporting period 

Global 

Compact 

Print (page) Web Further information 

Degree 

4, 5 

14 ff. 

7 

7, 8, 9 

7, 8, 9 

7, 8, 9 

10, 11 

5 

10, 11 

7, 8, 23–27 

25 

x 

x 

x 

x 

x 

x 

x 

x 

x 

x 

x 

x 

Transfer of a majority interest in Chrysler. On 

August 3, 2007, the transaction transferring a 

majority interest in the Chrysler Group and the 

related financial services operations in North 

America is concluded: Cerberus takes 80.1 % of 

the new Chrysler Holding LLC; Daimler retains 

an equity interest of 19.9 %. 

Awards received are reported within the 

respective chapters. 

– 

– 

– 

– 

– 

– 

– 

– 

– 

–


Report Parameters 

C 3.1 

C 3.2 

C 3.3 

C 3.4 

C 3.5 

C 3.6 

C 3.7 

C 3.8 

C 3.9 

C 3.10 

Reporting period for information provided 

Date of most recent previous report 

Reporting cycle 

Contact point for questions regarding the report or its 

content 

Process for defining report content, including: 

• Determining materiality; 

• Prioritizing topics within the report; and identifying 

stakeholders the organization expects to use the 

report. 

Boundary of the report 

State any specific limitations on the scope of the 

report 

Basis for reporting on joint ventures, subsidiaries, 

leased facilities, outsourced operations, and other 

entities that can significantly affect comparability 

from period to period and/or between organizations 

Data measurement techniques and the bases of 

calculations, including assumptions and techniques 

underlying estimations applied to the compilation of 

the Indicators and other information in the report 

Explanations of the effect of any re-statements of 

information provided in earlier reports, and the 

reasons for such re-statement 

Global 

Compact 


Degree 

Profile 

Profile 

Profile 

Imprint 

Profile 

65 

65 

Profile 

Profile 

Profile, 25 

x 

x 

x 

x 

x 

x 

x 

x 

x 

x 

– 

– 

– 

– 

The GRI-oriented annual report “Facts on 

Sustainability” and the associated Internet 

presentation are created by means of a 

systematic process as an integral part of the 

work performed by the Daimler Sustainability 

Office. This office (the successor of the 

Sustainability Task Force) is a component of the 

governance structure that was newly established 

in 2007 and corresponds to the work level of the 

Sustainability Board (see p. 13, Facts 2008). The 

Sustainability Office brings together the units 

related to sustainability (corresponding to their 

membership in the Sustainability Board). Their 

work is coordinated by the Communications, 

External Affairs and Public Policy, and 

Environmental Protection departments. 

The definition and creation of GRI and sustainability-related 

content (keyword: Materiality) is 

thus carried out on the basis of stipulations 

formulated by top management, the Sustainability 

Board (including the Sustainability 

Office), and the responsible specialist 

departments. Reviews and discussions with 

external experts (above and beyond external 

statements), as well as coordination with top 

management, are also established elements of 

the overall process. 

See also Annual Report, pp. 34, 110–112, 114, 

126 

See the Report Profile 

– 

– 

–


Report Parameters 

C 3.11 

C 3.12 

C 3.13 

Significant changes from previous reporting periods 

in the scope, boundary, or measurement methods 

applied in the report 

Table identifying the location of the standard 

disclosures in the report 

Policy and current practice with regard to seeking 

external assurance for the report (including scope 

and basis of any external assurance provided, and 

explanation of the relationship between the reporting 

organization and the assurance provider(s)) 

Governance Structure and Management Systems 

C 4.1 

C 4.2 

C 4.3 

C 4.4 

Governance structure of the organization, including 

committees under the board of directors responsible 

for setting strategy and for organizational oversight 

Indication whether the Chair of the highest 

governance body is also an executive officer (if so, his 

function in the organization and the reasons for this 

arrangement) 

Percentage of the board of directors that are 

independent, non-executive directors 

Mechanism for shareholders and employees to 

provide recommendations or direction to the board of 

directors 

Global 

Compact 

Principle 

1-10 

Principle 

1-10 

Principle 

1-10 

Principle 

1-10 


Degree 

Profile 

Overview 

Profile 

14 

20, 21 

x 

x 

x 

x 

x 

x 

x 

See the Report Profile 

– 

The external statements published in the 

Sustainability Report reflect the independent 

opinions of the respective external experts on a 

specific topic area (environment, employees). 

These independent opinions of the external 

experts do not necessarily reflect those of 

Daimler AG. The external experts base their 

statements on the information they receive from 

the company as well as on the findings gained 

and conclusions reached during their discussions 

with individuals from various departments at 

Daimler. To this end, the basis for each external 

statement is specified in a memorandum of 

understanding with the external expert in 

question. The organizations or individuals 

making the statements are in no way dependent 

on Daimler. The authors of the statements are 

not remunerated in any way. The company has 

merely reimbursed the travel costs that have 

accrued in the course of preparing the external 

statements. 

According to German law, the role of the 

Chairman of the Board of Management and that 

of the Chairman of the Supervisory Board are 

strictly separated (see also Annual Report, 

p. 110; www.daimler.com/corpgov_e). 

According to German law, the role of the 

Chairman of the Board of Management and that 

of the Chairman of the Supervisory Board are 

strictly separated (see also Annual Report, 

p. 110; www.daimler.com/corpgov_e). 

See Annual Report, p. 110, 

www.daimler.com/corpgov_e 

–



C 4.5 

C 4.6 

C 4.7 

C 4.8 

C 4.9 

C 4.10 

C 4.11 

C 4.12 

Linkage between executive compensation and 

achievement of the organization’s financial and nonfinancial 

goals (e. g., environmental performance, 

labour practices) 

Processes in place for the board of directors to 

ensure conflicts of interest are avoided 

Process for determining the qualifications and 

expertise of the members of the board of directors for 

guiding the organization’s strategy on economic, 

environmental, and social performance 

Internally developed statements of mission or values, 

codes of conduct, and principles relevant to 

economic, environmental, and social performance 

and their status of implementation 

Procedures of the board of directors for overseeing 

the organization’s identification and management of 

economic, environmental, and social performance, 

including relevant risks and opportunities, and 

adherence or compliance with internationally agreed 

standards, codes of conduct, and principles 

Processes for evaluating the board of directors’ own 

performance, particularly with respect to economic, 

environmental, and social performance 

Explanation of whether and how the precautionary 

approach or principle is addressed by the organisation 

Externally developed economic, environmental, and 

social charters, principles, or other initiatives to 

which the organization subscribes or endorses 

Global 

Compact 

Principle 

1-10 

Principle 

1-10 

Principle 

1-10 

Principle 

1-10 

Principle 

1-10 

Principle 7 

Principle 

1-10 


Degree 

54, 55 

14, 15 

14, 15 

15, 16 

13–16 

13–16 

13–16, 58 

x 

x 

x 

x 

x 

x 

x 

x 

The remuneration of BoM members consists of 

three components. These are non-performancebased, 

short-term performance-based, and 

performance-based elements that include 

medium and long-term bonus incentives (see 

Annual Report 2007, pp. 116-121). Because of 

Daimler’s voluntary commitment to sustainability, 

the success of the Group is inevitably linked 

to the corresponding content, which is thus an 

indirect component of the fundamental goals for 

achieving success. 

Within the Board of Management there are 

processes to ensure that conflicts of interest are 

avoided. These processes are documented in 

the Rules of Procedure for the Board of 

Management (see also Annual Report, p. 110 ff.). 

In line with the recommendations of the German 

Corporate Governance Code, processes are in 

place to ensure high qualifications and 

professional expertise within the Board of 

Management. For Daimler’s Declaration of 

Compliance with the Corporate Governance 

Code, see pp. 122-123 of the Annual Report. 

– 

The Board of Management has processes that 

help it manage sustainability at the company. 

These processes are sustainably supported by 

the Sustainability Board, which was established 

in 2007. The Sustainability Board is headed by 

the Board of Management member for Corpo rate 

Development and reports to the Chairman. 

In line with the recommendations of the German 

Corporate Governance Code, efficiency 

evaluations are made on a regular basis. The 

performance-related remuneration of Board of 

Management members is disclosed in the 

Annual Report, p. 117. 

– 

–



C 4.13 

C 4.14 

C 4.15 

C 4.16 

C 4.17 

Economy 

EC0 DMA 

EC1 Core 

EC2 Core 

Memberships in association and/or national/ 

international advocacy organizations in which the 

organization is on the board, participates in projects 

or committees, provides substantive funding beyond 

routine membership dues or views membership as 

strategic 

List of stakeholder groups engaged by the organization 

Basis for identification and selection of stakeholders 

with whom to engage 

Approaches to stakeholder engagement, including 

frequency of engagement by type and by stakeholder 

group 

Key topics and concerns that have been raised 

through stakeholder engagement, and how the 

organization has responded to those key topics and 

concerns, including through its reporting 

Direct economic value generated and distributed, 

including revenues, operating costs, employee 

compensation, donations and other community 

investments, retained earnings, and payment to 

capital providers and governments 

Financial implications and other risks and 

opportunities for the organization‘s activities 

due to climate change 

Global 

Compact 

Principle 

1, 4, 6 and 7 

Principle 7 


Degree 

20, 21 

20, 21 

20, 21 

20, 21 

20, 21 

13–21 

24, 27, 54–56, 

65, 66 

16–18, 30–46 

x 

x 

x 

x 

x 

x 

x 

x 

– 

– 

– 

Due to the multitude of stakeholder contacts at 

the local, national, and international levels in the 

different business units (and their departments), 

the frequency and type of contact are recorded 

centrally only in part. To find out about the 

further development of Daimler’s dialogue with 

its stakeholders, see also the goals section 

(p. 70). 

– 

For further information about the economic 

management approach, see also the Annual 

Report (responsibilities of the Board of Management 

members, pp. 8-9; Corporate Strategy. pp. 

36-39; internal financial controlling measures, 

pp. 47 f.). 

See also the Annual Report, p. 137 

Statements in the “Risk Report” of the Annual 

Report


Economy 

EC3 Core Coverage of the organization’s defined benefit plan 

obligations 

Global 

Compact 


Degree 

53 x The GRI indicator EC3 refers to the type of pension 

offered to employees. We think it unlikely 

that defined benefits to pensions can be more 

effectively assessed than defined contributions. 

By providing company pension schemes, a corporation 

has substantial long-term obligations 

toward its employees. It is crucial for the company 

that the promised services are predictable, 

achievable, and low-risk. 

It is difficult to portray all of the pension-related 

data for the entire Group, because the pension 

plans in the various countries and companies 

differ greatly with regard to legal requirements 

and market needs. The figures for liabilities and 

coverage are taken from the Consolidated 

Financial Statements for 2007. It is also very 

questionable whether the pension plan’s 

sustainability can be assessed on the basis of 

the current funded status, since the funds are 

very volatile when they are invested in assets. 

Such fluctuations can result in a lower level of 

funding at the end of the year. 

The company offers retirement benefits in the 

form of pension plans. Daimler offers defined 

benefit pension plans as well as defined contribution 

plans. In Germany, it is illegal to offer 

retirement benefits solely as defined contribution 

plans. Daimler AG offers defined contribution 

plans to its executives, and defined benefit plans 

to employees subject to collective bargaining 

agreements. Daimler provides retirement benefits 

through external measures as well as through 

direct offerings. The capital for covering the 

liabilities of the employer’s direct offerings are 

invested in separate, outsourced funds. As of 

December 31, 2007, the present value of the 

Daimler Group’s defined benefit obligations was 

€ 15,686 million. Deducting fair value of plan 

assets of € 13,774 million leaves a funded status 

of € 1,912 million. The balance sheet lists € 3,038 

million in provisions for pensions and similar 

obligations. In addition, there are provi-sions 

totaling € 790 million for post-employment 

health and life-insurance benefits. The figures 

were taken from the Notes to the Consolidated 

Financial Statements. According to Daimler’s 

Pension Policy, the Group’s pension plans should 

be designed to conform with the general market 

usage of the country in question. Since pension 

levels vary greatly worldwide, it’s not possible to 

say how high they generally are as a percentage 

of the employees’ wages and salaries. In addition, 

the Daimler Group also offers retirement benefits 

that are not dependent on an employee’s 

remuneration. General statements cannot be 

made regarding these benefits. In Germany, for 

example, all permanent employees of Daimler 

AG have a right to a pension. The figures were 

taken from the Notes to the Annual Report.


Economy 

EC4 Core 

EC5 Add 

EC6 Core 

EC7 Core 

EC8 Core 

EC9 Add 

Significant financial assistance received from 

government 

Range of ratios of standard entry level wage 

compared to local minimum wage at significant 

locations of operation 

Policy, practices, and proportion of spending on 

locally-based suppliers at significant locations of 

operation 

Procedures for local hiring and proportion of senior 

management hired from the local community at 

locations of significant operation 

Development and impact of infrastructure 

investments and services provided primarily for 

public benefit through commercial, in-kind or pro 

bono engagement 

Understanding and describing significant indirect 

economic impacts, including the extent of impacts 

Global 

Compact 

Principle 1 

Principle 6 


Degree 

54 

27 

26 

26, 65–68 

26–27 

x 

x 

x 

x 

x 

x 

Financial assistance can be provided not only by 

the German federal government but also by 

state, local, and municipal governments, and the 

form such support takes can vary (e. g. direct 

subsidies, sale of property at reduced prices, tax 

breaks, etc.). But a detailed provision of such 

information is strictly business confidential. 

See Annual Report, p. 137 f. 

Reporting on the Group’s purchasing volume 

represents only one of many possibilities for 

quantifying procurement performance. In 

addition, there are several different ways to 

define and interpret such figures, which results 

in less clarity and transparency. Daimler 

therefore no longer reports on its procurement 

volumes. 

– 

As an international company, Daimler harnesses 

the diversity of its employees, without which it 

could not be as innovative and creative in its 

products and markets. The great majority of 

Daimler’s executives worldwide were developed 

and promoted from the company’s local 

management. These executives have gone 

through local, regional and, in some cases, 

international stages of development in a wide 

variety of the company’s competence and 

decision-making centers and divisions. 

Temporary regional and international assignments 

are crucial in this regard, as they not only 

enable the executives to gain the required 

knowledge and skills but also provide assistance 

to the business units that are in need of 

knowledge transfer and direct support. These 

assignments go hand in hand with the many 

successful and ongoing efforts to promote local 

talents and high potentials through direct 

recruitment and Daimler’s globally uniform 

trainee program CAReer. 

– 

–


Environment 

EN0 DMA 

EN1 Core 

EN2 Core 

EN3 Core 

EN4 Core 

EN5 Add 

EN6 Add 

EN7 Add 

EN8 Core 

EN9 Add 

EN10 Add 

Materials used by weight or volume 

Percentage of materials used that are recycled input 

materials 

Direct energy consumption by primary source 

Indirect energy consumption by primary source 

Energy saved due to conservation and efficiency 

improvements 

Initiatives to provide energy-efficient or renewable 

energy based products and services, and 

reductions in energy requirements as a result of 

these initiatives 

Initiatives to reduce indirect energy consumption 

and reductions achieved 

Total water withdrawal by source 

Water sources significantly affected by withdrawal 

of water 

Percentage and total volume of water recycled and 

reused 

Global 

Compact 

Principle 

7, 8, 9 

Principle 8 

Principle 8, 9 

Principle 8 

Principle 8 




Principle 8 

Principle 8 



Degree 

16–18 

35 

39–40 

39–40 

40 

30–35 

41 

x 

x 

x 

x 

x 

x 

x 

x 

x 

– 

Not reported on, as it is not relevant for Daimler. 

Providing a simple figure of mass makes little 

sense in the automotive industry, because unlike 

the basic and raw materials industries, the 

automotive sector mainly processes complex 

elements which themselves consist of various 

types of raw material components. 

Mass of approved recycled components 

– 

Only consumption of secondary energy. (Because 

of the multitude of international locations, there 

is no itemization of all consumption of primary 

energy through the external production of heat 

and electricity. However, the CO calculation 

2 

takes into account the CO factors that differ in 

2 

terms of time and region.) 

– 

– 

A Group-wide survey has not been conducted. 

Water is not taken from areas with sensitive 

ecosystems. 

– 

The water circulation systems are state-of-theart 

and data on them is not recorded throughout 

the entire Group.


Environment 

EN11 Core 

EN12 Core 

EN13 Add 

EN14 Add 

EN15 Add 

EN16 Core 

EN17 Core 

EN18 Add 

EN19 Core 

EN20 Core 

Localization and size of land owned, leased, 

managed in, or adjacent to, protected areas and 

areas of high biodiversity value outside protected 

areas 

Description of significant impacts of activities, 

products, and services on biodiversity in protected 

areas of high biodiversity value outside protected 

areas 

Habitats protected or restored 

Strategies, current actions, and future plans for 

managing impacts on biodiversity 

Number of IUCN Red List species and national 

conservation list species with habitats in areas 

affected by operations, by level of extinction risk 

Total direct and indirect green house gas emissions 

by weight 

Other relevant indirect greenhouse gas emissions 

by weight 

Initiatives to reduce greenhouse gas emissions and 

reductions achieved 

Emissions of ozone-depleting substances by weight 

NO, SO, and other significant air emissions by type 

and weight 

Global 

Compact 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 

7, 8, 9 

Principle 8 

Principle 8 


Degree 

39–41 

39 

38–41 

39–41 

x 

x 

x 

x 

x 

x 

x 

Not reported on, as it is not relevant for Daimler. 

Internal assessments of environmental risk 

conducted at Daimler list all the production 

facilities located in protected or environmentally 

endangered areas. At the moment, only the 

production plant in Rastatt, Germany, is located 

near a nature reserve (as defined by EU Directive 

92/43/EEC of May 21, 1992 on the Conservation 

of Natural Habitats and of Wild Fauna and 

Flora). Appropriate measures in this regard were 

decided upon during the planning stage for the 

production facility. The facility plan also set 

aside special areas at the location to accommodate 

rare and endangered species. The associated 

measures received a positive review from 

independent external auditors ten years after 

the launch of production activities in Rastatt. 

No direct effects on biodiversity. 

See the note to EN11 

See the note to EN11 

Not reported because it is irrelevant. 

Partially reported with regard to logistics. 

– 

– 

In accordance with the Montreal Protocol on 

Substances That Deplete the Ozone Layer, as 

well as various national regulations, the use of 

substances that damage the ozone layer is 

limited to the amounts needed to maintain the 

operation of existing production equipment that 

requires them. The particularly dangerous 

substances R11 and R12 have been replaced 

worldwide with less critical materials. No 

measurements are made of the quantity of 

ozone-depleting substances used for the 

operation of existing production equipment at 

international production locations. 

Only solvent emissions are reported on in the 

brochure; other airborne emissions are reported 

on in the Internet.


Environment 

EN21 Core 

EN22 Core 

EN23 Core 

EN24 Add 

EN25 Add 

EN26 Core 

EN27 Core 

EN28 Core 

EN29 Add 

EN30 Add 

Total water discharge by quality and destination 

Total weight of waste by type and disposal method 

Total number and volume of significant spills 

Weight of transported, imported, exported, or 

treated waste deemed hazardous under the terms 

of the Basel Convention Annex I, II, III and VIII, and 

percentage of transported waste shipped internationally 

Identity, size, protected status, and biodiversity 

value of water bodies and related habitats 

significantly affected by the reporting organization’s 

discharges of water and runoff 

Initiatives to mitigate environmental impacts of 

products and services, and extent of impact 

mitigation 

Percentage of products sold and their packaging 

materials that are reclaimed by category 

Monetary value of significant fines and total number 

of non-monetary sanctions for non-compliance with 

environmental laws and regulations 

Significant environmental impacts of transporting 

products and other goods and materials used for 

the organization’s operations, and transporting 

members of the workforce 

Total environmental protection expenditures and 

investments by type 

Global 

Compact 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 8 

Principle 

7, 8, 9 


Principle 8 

Principle 8 

Principle 

7, 8, 9 


Degree 

39 

42–43 

40 

x 

x 

x 

x 

x 

x 

x 

x 

Not reported, because very few plants discharge 

waste water directly into surface waters and 

these plants have to meet widely varying 

requirements. (See the environmental statements 

for the plants in Wörth and Gaggenau.) 

Waste management is only differentiated with 

regard to disposal (dumping or incineration) and 

recycling. 

No significant incidents over the period under 

review; minor incidents are not recorded on a 

worldwide basis. 

Waste is not exported as defined by the Basel 

Convention. 

The impact on bodies of water is negligible. 

No packaging for vehicles is needed. 

CAFE penalty payment for Daimler. 

No Group-wide survey possible. 

The numbers are published on the Internet, 

although they have not been broken down by 

category. 

–


Labour Practice and Decent Work 

LA DMA 

LA1 Core 

LA2 Core 

LA3 Add 

LA4 Core 

LA5 Core 

LA6 Add 

Total workforce by employment type, employment 

contract, and region 

Total number and rate of employee turnover by age 

group, gender, and region 

Benefits provided to full-time employees that are 

not provided to temporary or part-time employees, 

by major operations 

Percentage of employees covered by collective 

bargaining agreements 

Minimum notice period(s) regarding operational 

changes, including whether it is specified in 

collective agreements 

Percentage of total workforce represented in joint 

management-worker health and safety committees 

that help monitor and advice on occupational health 

and safety programs 

Global 

Compact 

Principle 

1, 3, 6 

Principle 6 


Principle 3 

Principle 1 


Degree 

13–16, 18–20 

52–53 

52 

53 

54 

x 

x 

x 

x 

x 

x 

x 

– 

– 

– 

Basically, all benefits provided to full-time 

employees are also available to part-time staff. 

One exception here is the provision of company 

cars. If a manager at Daimler AG in Germany 

works less than 20 hours of the normal working 

time (full time) on average, he or she is not 

eligible for a company car. There are a number of 

special rules for temporary employees. 

More than 90 % of the Group’s employees in 

Germany are covered by collective bargaining 

agreements. Some of Daimler’s companies are 

not subject to collective bargaining agreements. 

The Works Council is to be informed by the 

company of all cases of significant operational 

changes. Depending on specific legally defined 

threshold values, the company is to negotiate a 

bargaining agreement with the Works Council 

concerning the operational changes and their 

consequences. All Daimler employees receive 

timely information (via internal communication 

media) concerning significant operational 

changes. 

The company has work safety committees that 

meet once every three months: 

– There is such a committee at every production 

location (11 in all, excluding those at LLCs) at 

the level of the plant director 

– There’s a committee at every retail branch (34 

locations) at the level of the branch director 

The committees’ activities, resolutions, etc. are 

disseminated by location-specific organizations 

(e. g. unit work safety committees) and/or 

specific groups of employees (e. g. managers, 

safety officers). This approach ensures that all 

employees are notified. Because the committees 

contain representatives from management and 

the labor councils, all of a location’s employee 

groups are represented on the work safety 

committee. 

– Direct participants in the work safety 

committee: up to 25 % 

– Percentage of employees who are directly 

affected by the work safety committee’s 

activities: between 25 % and 50 % 

– Percentage who are affected by the 

committee’s decisions: more than 75 %



LA7 Core 

LA8 Core 

Rates of injury, occupational diseases, lost days, 

and absenteeism, and number of work-related fatalities 

by region 

Education, training, counselling, prevention and 

risk-control programs in place to assist workforce 

members, their families, or community members 

regarding serious diseases 

Global 

Compact 

Principle 1 

Principle 1 


Degree 

55–56 

55–56 

x 

x 

Drawing up the report: 

2.1 The following presentation of the accident 

figures for all Daimler AG locations in 2007 was 

made in accordance with the definitions laid 

down by the German automotive industry. The 

figures refer to the (previous) wage-earning staff. 

2.2 Incl. minor cases, i. e. injuries without a visit 

by an accident insurance consultant (per 1 

million hours): 145 

2.3 Missed days are based on the (planned) 

number of working days 

– Missed days are counted from the day after 

the one on which the accident occurred 

2.4 Note: excluding employees and workers from 

external companies. Figures for all Daimler AG 

locations in 2007: 

– Accident log cases (per 1 million hours): 171 

– Minor cases (per 1 million hours): 145 

– Total number of accident insurance consultant 

cases (per 1 million hours): 26 

– Number of accident insurance consultant 

cases with missed days (per 1 million 

hours): 15.3 

– Number of missed days (per 1 million 

hours): 152 

– Number of missed days (per 1 million 

hours): 152 

(The rates of absenteeism and work-related illnesses 

are not included in the work safety report) 

2.5 Number of fatal industrial accidents in 

2007: 0 (Note: 2 fatal accidents of employees 

from external companies) 

2.6 The accident documentation/information 

system Cubus-Safety is used at most Daimler AG 

locations. 

The measures against HIV/AIDS (including those 

outside South Africa) have already been explained 

in the section Facts/Goals. Additional information 

on the table regarding the support programs (2.1): 

South Africa (all categories should be answered 

with “YES”). The HIV/AIDS workplace program in 

South Africa encompasses education measures, 

advice for those diagnosed with infections, prevention 

and risk controls, and treatment. The target 

group includes employees and their family members. 

The program has also been expanded to 

cover suppliers and dealers. General practitioners, 

practitioners of traditional medicine, and peer 

educators in schools have been trained. In addition, 

support has been provided for social projects. 

In Germany, other indications, such as diabetes, 

are countered with awareness-raising measures, 

preventive examinations, and targeted prevention 

programs. Other national subsidiaries (e. g. 

China) also are conducting awareness-raising 

activities. The company is combating the dangers 

of stress (plant physician, employee health 

improvement programs, personal counseling).



LA9 Add 

LA10 Core 

LA11 Add 

Health and safety topics covered in formal 

agreements with trade unions 

Average hours of training per year per employee by 

employee category 

Programs for skills management and lifelong 

learning that support the continued employability of 

employees and assist them in managing career 

endings 

Global 

Compact 

Principle 1 54–56 


Degree 

47, 48 

55, 56 

x 

x 

x 

There are formal agreements with the Works 

Council that govern matters of occupational 

safety. The following formal general agreements 

are in place: 

1. Framework directive for occupational safety 

management 

2. Occupational health and safety guidelines 

3. Occupational safety directive for noise 

abatement 

4. Occupational safety directive for security 

personnel 

5. Occupational safety directive for personal 

protective equipment 

6. General Works Agreement on conducting 

hazard assessments 

7. Works agreement governing working with 

monitors and computer displays 

The following local agreements are in place: 

8. Local regulations regarding the committees 

9. Voluntary General Works Agreement 

governing employee qualification programs 

Personal protective equipment (see 5.). 

Work safety committee (see 8.). 

Participation in occupational safety inspections, 

audits, ... (see 6.). 

Vocational training and development (see 9.). 

Complaint process (see 2.). 

The right to refuse unsafe work assignments 

(see 2.). 

Regularly scheduled inspections (see 6.). 

– 

The company essentially offers a variety of 

alternatives for qualification. The General Works 

Agreement “Qualifications”, for example, offers 

a wide variety of options for personal and career 

development. According to the terms of this 

company agreement, employees are entitled to 

take up to three years’ leave of absence from the 

company to continue their training or education. 

Similar opportunities are provided by the 

company agreement governing part-time 

employment, which also allows a limited leave of 

absence (sabbatical) from the company. Daimler 

AG offered professional outplacement 

consulting services to improve career prospects 

outside the Group for managers and employees 

affected by implementation of the New 

Management Model (NMM). More than 130 

executive managers and about 150 non-exempt 

employees have taken advantage of this offer to 

date. Ninety percent of the individual consulting 

cases for managers were successfully concluded 

during the 12-month separation process that 

was contractually agreed on as part of the 

voluntary severance agreement. The average 

consulting period for individual cases was seven



LA12 Add 

LA13 Core 

LA14 Core 

Percentage of employees receiving regular 

performance and career development reviews 

Composition of governance bodies and breakdown 

of employees per category according to gender, age 

group, minority group membership, and other 

indicators of diversity 

Ratio of basic salary of men to women by employee 

category 

Global 

Compact 




Degree 

55, 56 

56–58 

56–58 

x 

x 

x 

months. Sixty percent of the management 

personnel affected have taken jobs in various 

industrial sectors, and about 40 percent have 

elected to become self-employed. 

100 percent of managers (worldwide). Approximately 

50 percent of non-exempt employees. 

Information regarding non-management foreign 

employees (worldwide) is obtainable only at a 

prohibitively high cost. Daimler AG uses the 

standardized LEAD process for the evaluation 

and development of its management personnel. 

All Group managers are covered by this process, 

which also covers office workers who have the 

potential to move into entry-level management 

positions. A goal for 2008 is to ensure that 

Daimler AG’s external communication measures 

on the LEAD process are even more transparent 

than ever before. The ERA remuneration will be 

in effect for Daimler AG’s non-exempt employees, 

effective from 2008. The NAVI performance 

appraisal process is to be implemented for 

technical and administrative positions 

(approximately 50 percent of the workforce), 

with a variability of between zero and 30 percent 

of the basic scale salary. The annual management 

process also deals with qualification and 

career development. DFS Germany (Daimler 

Financial Services) uses a comparable 

performance appraisal for 100 percent of the 

non-exempt employees in Germany (= 5,000 

employees). Until 2010 there will be a fixed 

remuneration structure in production and 

production-related areas of Daimler AG, and the 

NAVI performance appraisal process will not be 

in use until that time. Employee qualification 

measures will be planned and implemented 

within the framework of the production system. 

Disclosure of the composition of the Board of 

Management and the Supervisory Board 

according to gender, age group, and minority 

group membership can be found on the Internet 

at www.daimler.com/corpgov_e, in the Annual 

Report (pp. 8–9, 124–125) and in Form 20F (p. 2). 

According to internal experts, the indicator 

LA 14 is not an appropriate factor. It would be 

preferable to begin with the fundamental 

question of whether all employees in a specific 

employee category are subject to the same 

remuneration system.


Human Rights 

HR DMA 

HR1 Core 

HR2 Core 

HR3 Add 

HR4 Core 

Percentage and total number of significant 

investment agreements that include human rights 

clauses or that have undergone human rights 

screenings 

Percentage of significant suppliers and contractors 

that have undergone screening on human rights and 

action taken 

Total hours of employee training on policies and 

procedures concerning aspects of human rights 

that are relevant to operations, including the 

percentage of employees trained 

Total number of incidents of discrimination and 

actions taken 

Global 

Compact 

Principle 1, 

2, 3, 4, 5, 6 

Principle 1, 

2, 3, 4, 5, 6 

Principle 1, 

2, 3, 4, 5, 6 

Principle 1, 

2, 3, 4, 5, 6 

Principle 

1, 2, 6 


Degree 

13–16, 58 

15 

58 

x 

x 

x 

x 

x 

Information on the management approach is 

integrated into individual subchapters (e. g. see 

p. 43 ff., p. 80 ff.). 

For a globally operating company like Daimler, 

the registration of such an index would only be 

possible with unreasonable effort. Generally we 

consider human rights issues in all our business 

engagements and relations. For a further 

improvement concerning human rights related 

issues in our company we recently established a 

task force. It must be pointed out that Daimler 

has coordinated the principles of social responsibility 

with the World Employee Committee. 

These principles include the requirement placed 

on suppliers and business partners to implement 

corresponding principles in their turn. 

Active communication with our suppliers is 

carried out via the Daimler Supplier Portal, 

mailings, and the Global Supplier Magazine. All 

suppliers also receive the Daimler Integrity Code 

and pledge to abide by it. There is no active 

monitoring of such compliance. 

Quantifiable data is not available here, as the 

expense and effort required to collect it cannot 

be justified. Daimler’s Principles of Social 

Responsibility are reflected in detail in internal 

guidelines such as the Daimler Integrity Code, 

which is provided to each new employee when 

he or she begins work. Executive management 

receives particularly extensive training in this 

area. 

On the basis of Daimler’s Principles of Social 

Responsibility and the Daimler Integrity Code, 

an initiative has been launched which is called 

“Fairer Umgang am Arbeitsplatz” (brochure 

available only in German). The BPO (Business 

Practices Office), which is responsible for 

receipt and documentation of complaints and 

information concerning suspected violations 

against legal regulations and internal rules, 

received very few complaints in 2007. If 

incidents occur the BPO provides professional 

advice on the appropriate treatment of conflicts 

of interest and other relevant BPO issues, and 

reports the results and measures undertaken by 

the Business Practices Committee to the Audit 

Committee and, if applicable, to the Chairman of 

the Board. The social counceling reported an 

infinitesimal amount of incidents. Concrete 

numbers are at hand but they are business 

confidential. For the implementation and reviews 

of compliance, please refer to the section on 

Compliance (p. 114 f.).


Human Rights 

HR5 Core 

HR6 Core 

HR7 Core 

HR8 Add 

HR9 Add 

Operations identified in which the right to exercise 

freedom of association and collective bargaining 

may be at significant risk, and actions taken to 

support these rights 

Operations identified as having significant risk for 

incidents of child labor, and measures taken to 

contribute to the elimination of child labor 

Operations identified as having significant risk 

for incidents of forced or compulsory labor, and 

measures to contribute to the elimination of forced 

to compulsory labor 

Percentage of security personnel trained in the 

organization’s policies or procedures concerning 

aspects of human rights that are relevant to 

operations 

Total number of incidents of violations involving 

rights of indigenous people and actions taken 

Global 

Compact 

Principle 

1, 2, 3 

Principle 

1, 2, 5 

Principle 

1, 2, 4 




Degree 

58 

x 

x 

x 

x 

x 

Daimler recognizes the human right of workers 

to organize along the lines of national legal 

regulations. The right to freedom of association 

is assured even in countries where freedom of 

association is not protected. This policy is based 

on our principles of social responsibility. In the 

case of violations of this principle, the business 

partner in question is reminded that Daimler 

expects it to respect Daimler’s principles of 

social responsibility and to put the corresponding 

principles in place in its own organization. All 

reported cases refer to suppliers. For this reason 

we cannot give further information. In addition, 

these cases are regularly reported to the World 

Employee Committee (WEC) (cf. HR 1) and could 

be solved in the sense of the WEC. 

As no cases of child labour occured we have no 

operations identified. 

As no cases of forced compulsory labour 

occured we have no operations identified. 

No quantifiable data is available, since the 

compilation of it would require unjustifiable 

expenses. 

not reported


Society 

DMO 

Society 

SO1 Core 

SO2 Core 

Nature, scope, and effectiveness of any programs 

and practices that assess and manage the impact of 

operations on communities, including entering, 

operating, and exiting 

Percentage and total number of business units 

analysed for risk related to corruption 

Global 

Compact 

Principle 10 

Principle 10 


Degree 

13–16, 20–21, 

65–68 

58 

14–16 

x 

x 

– 

– 

In the process of setting up our compliance 

organization, we first identified the risks of 

corruption within the Daimler Group. We then 

classified and prioritized the resulting tasks in 

line with the scale of the risks. This was carried 

out according to countries and business units. 

In the months that followed, the resulting 

compliance measures plan, which was agreed 

upon with the supervisory committees, was 

systematically implemented. Since the beginning 

of 2006, for example, we have conduced 

“compliance reviews” in more than 30 sales 

companies and business units in over 25 

countries. In 47 sales companies and/or 

business units (including 20 units in 2007) we 

established standardized control systems that 

help to ensure behavior that is in keeping with 

the highest legal and ethical standards. 

Following the successful introduction of new 

processes and control systems, the affected 

business units are once again subjected to our 

internal auditing measures. The relevant risk 

parameters are regularly determined by means 

of central databases, so that the compliance 

status that has been achieved is also sustained. 

Compliance due diligence measures are used to 

check the integrity of new sales partners. The 

relevant information is collected, processed, and 

analyzed by means of questionnaires and 

in-depth background research. When this 

preliminary investigation is concluded, a clear 

recommendation is issued by Corporate 

Compliance Operations and the Legal 

department. In addition, all general distributors, 

dealers, and agents have anti-corruption clauses 

in their contracts.


Society 

SO3 Core 

SO4 Core 

SO5 Core 

SO6 Add 

SO7 Add 

SO8 Core 

Percentage of employees trained in the 

organization’s anti-corruption policies and 

procedures 

Actions taken in response to incidents of corruption 

Public policy positions and participation in public 

policy development and lobbying 

Total value of financial and in-kind contributions to 

political parties, politicians and related institutions 

by country 

Total number of legal actions for anti-competitive 

behavior, anti-trust, and monopoly practices and 

their outcomes 

Monetary value of significant fines and total number 

of non-monetary sanctions for non-compliance with 

laws and regulations 

Global 

Compact 

Principle 10 

Principle 10 

Prinicple 

1-10 

Principle 10 


Degree 

14–16 

14–16 

68 

68 

x 

x 

x 

x 

x 

x 

In the last two years, Daimler AG has conducted 

in-depth classroom courses for approximately 

9,000 employees, approximately half of whom 

were managers. In addition to a precisely defined 

e-learning program, which more than 3,000 

employees have completed, an animated 

compliance communication tool available on the 

intranet uses clear examples to convey the 

principles and aims of an effective compliance 

program. Over 26,000 employees have already 

used this intranet tool, and at the beginning of 

2008 it was made available in six additional 

languages, giving the training program an even 

wider range. As of December 31, 2007, about 14 

percent of the Groupcs 272,000 employees had 

received the training. Compliance-related content 

is also an integral element of the Group’s 

management training programs, information 

events, and specialized qualification programs. 

To provide even greater assurance that legal 

regulations and voluntarily applied principles are 

complied with, at the start of 2006 we began to 

develop a worldwide compliance organization, 

which today employs over 50 people. In addition, 

more than 40 local compliance managers have 

been appointed and trained. The extensive array 

of measures includes courses and training 

programs, a program of active communication 

and information for the benefit of employees and 

management, a comprehensive expansion of 

services and consulting, the creation of hotlines, 

the establishment of a worldwide network of 

compliance managers, a process of supplementing 

guidelines and standards and making 

them even more precise, and the appointment of 

a high-ranking external consultant for the 

Supervisory Board, the Board of Management, 

and the Audit Committee. The employment of 

several managers and employees has been 

terminated as a result of routine internal 

investigations. 

see Annual Report, pp. 112 

Fundamental legal disputes and proceedings as 

well as the connected risks are reported in the 

Annual Report (p. 179–180) 

– 

–


Product Responsibility 

DMA 

Product 

Responsibility 

PR1 Core 

PR2 Add 

PR3 Core 

Life cycle stages in which health and safety impacts 

of products and services are assessed for 

improvement, and percentage of significant 

products and services categories subject to such 

procedures 

Total number of incidents of non-compliance with 

regulations and voluntary codes concerning health 

and safety impacts of products and services during 

their life cycle, by type of outcomes 

Type of product and service information required by 

procedures, and percentage of significant products 

and services subject to such information requirements 

Global 

Compact 

Principle 

1 and 8 

Principle1 

Principle 1 

Principle 8 


Degree 

13–16, 

53–56 x 

x 

x 

Due to the complexity of multiple brands within 

the Group, information on the management 

approach is integrated into different subchapters 

of this section (see, among others, the sections 

on vehicle safety on pp. 53-57, customer 

relationship management on p. 58 f., and goals on 

pp. 60-64). 

– 

Daimler makes extensive information available on 

all its products. This is carried out in accordance 

with clearly laid out principles within the 

individual business units. Representatives of 

automakers and suppliers worldwide have 

compiled a shared handbook on the EU regulation 

REACH (Registration, Evaluation, and Authorization 

of Chemicals). Daimler is currently in contact 

with suppliers in order to ensure that this 

regulation is being implemented within the Group 

and in the supplier chain actively and in line with 

legal requirements. Starting in mid-2008 the 

suppliers are required to previously register with 

the European Chemicals Agency in Helsinki all of 

their pure substances which will be put on the 

market in the EU. 

As a manufacturer of motor vehicles, Daimler AG 

is obligated to provide the users of its products 

with appropriate information regarding the proper 

utilization of such products and the risks 

associated with their use. The company must also 

warn users of the potential dangers associated 

with its products, particularly in relation to 

incorrect utilization — to the extent that such 

improper use can be foreseen. Safe, responsible, 

and secure operation of Daimler AG products is 

ensured by the provision of an operating manual 

that conforms to the level of knowledge 

possessed by the user. This owner’s manual is 

supplemented by additional information on how 

restraint and driver assistance systems function, 

as well as by technical information available on 

the Internet. 

One particular challenge here involves explaining 

how to operate ever-more complex functions and 

systems in a clear manner and working to ensure 

that the associated customer literature doesn’t 

become too difficult to understand. Effectively 

addressing this challenge ensures that customer 

acceptance of products will remain high. One 

approach used here is to reduce the amount of 

labeling on vehicle components — especially in 

the interior — to the minimum allowed by law.



PR4 Add 

PR5 Add 

PR6 Core 

PR7 Add 

PR8 Add 


regulations and voluntary codes concerning product 

and service information and labeling, by type of 

outcomes 

Practices related to customer satisfaction including 

results of surveys measuring customer satisfaction 

Programs for adherence to laws, standards, and 

voluntary codes related to marketing communications, 

including advertising, promotion, and 

sponsorship 


regulations and voluntary codes concerning 

marketing communications, including advertising, 

promotion, and sponsorship 

Total number of substantiated complaints 

regarding breaches of customer privacy and 

losses of customer data 

Global 

Compact 

Principle 8 

Principle 1 


Degree 

63–65 

14–16 

x 

x 

x 

x 

x 

A publication approval process that includes 

specialist and legal assessments of customer 

literature ensures that requirements with regard 

to product liability are met in such publications, in 

particular in vehicle operating and maintenance 

manuals. 

see PR2 

– 

– 

Sustained communication activities are 

indispensable for our premium brand, 

Mercedes-Benz. Important milestones in the 

overall communication development process have 

taken the form of various measures that ensure 

standardization of communication with both 

internal and external customers. More 

specifically, this involves adherence to a code of 

ethics when discussing assignments and the 

implementation of various approval processes in 

cooperation with the Legal Affairs department 

and other internal experts. We also ensure the 

appropriateness of our advertising measures by 

conducting an extensive series of tests. All 

employees involved in sponsorship activities and 

events are required to coordinate with the 

Compliance Hotline in advance. In addition, each 

project manager must participate in a special 

compliance training program. 

With its data protection guideline, “Data 

Protection and Privacy — The Daimler Code of 

Conduct”, the Group has created a standardized 

level of data protection for the entire organization. 

This guideline, which applies to all personal 

data relating to employees, customers and 

suppliers, complies with the provisions of the 

European Data Protection Directive and other 

national regulations. The code defines the 

conditions under which data may be compiled, 

processed and used, as well as the regulations 

that are to be observed when conducting such 

activities. Under the direction of the Chief 

Corporate Data Protection Officer, a worldwide 

network of local data protection coordinators 

ensures compliance with the regulations. 

Customers’ increasing sensitivity with regard to 

this issue is reflected in a growing (but still low) 

number of inquiries and complaints. All 

complaints are investigated immediately, but only 

a few individual cases of actual violation of 

privacy have been discovered. All information 

gained from such activities is used to optimize 

data protection processes.



PR9 Core Monetary value of significant fines for noncompliance 

with laws and regulations concerning 

the provision and use of products and services 

Automotive Supplement 

A4 

A5 

A6 

A7 

A8 

A10 

Numbers of vehicles sold, broken down by type, 

fuels, power train technologies, and region. Explain 

definition used for different vehicle types. 

Breakdown by region/country of the compliance of 

vehicles sold with the respective existing and next 

defined emissions standards. 

Average fuel economy by type of vehicle* broken 

down by region, as applicable. Explain definition 

used for different vehicle types (apply same 

definitions as used in indicator P1).* For manufacturers 

of commercial vehicles “type of vehicle” 

refers to vehicle segment. 

Average carbon dioxide emissions by type of 

vehicle* broken down by region, as applicable. 

Explain definition used for different vehicle types 

(apply same definitions as used in indicator P1).* 

For manufacturers of commercial vehicles “type of 

vehicle” refers to vehicle segment. 

Breakdown by region/country of compliance of 

vehicles sold with the respective existing and next 

defined noise standard 

Weight of vehicle and percentage breakdown of 

generic, recyclate, and renewable material of a best 

selling vehicle 

Global 

Compact 


Degree 

33 

44 

43 

43 

35 

x Fundamental fines and non-monetary sanctions 

are disclosed in the Annual Report, if they occur 

in a significant amount. (See Annual Report 2007, 

p. 179–180.) 

x 

x 

x 

x 

x 

x 

– 

Proportion of the Mercedes-Benz and smart 

diesel passenger cars sold in Europe in 2007 that 

satisfy currently valid and future emissions 

standards 

Fleet fuel consumption in Germany 1990–2007, 

Daimler CAFE value for passenger cars and light 

trucks and vans 1996–2007 in the United States 

Average development of CO emissions in 

2 

Daimler’s European fleet 1995–2007 

All legal requirements and standards are 

complied with. 

–

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