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14 Daimler 360 DEGREES – Facts on Sustainability 2008 Labour Practice and Decent Work 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 Principle 1, 6 Principle 1, 6 Print (page) Web Further information 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.
15 Daimler 360 DEGREES – Facts on Sustainability 2008 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 Print (page) Web Further information 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.).
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