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Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 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 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 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.
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