For us, the foundation for a successful and high-performing company is the diversity and heterogeneity of its employees. As a result, diversity management is included in our corporate strategy. Digitalization continues to affect all areas of our company. As a global automotive company, we also want to be our industry’s leader in terms of digitalization. We want to equip our workforce with skills and the necessary awareness to master the challenges of digitalization.

We therefore help all of our employees to “think digitally” in their work areas and to integrate new work methods and learning techniques into their daily lives. Moreover, we encourage all employees and managers to use digital tools and methods in order to promote digital communication and cooperation.

Diversity management
Leadership 2020 Game Changer “Digital Transformation”
Qualification of personnel for the digital transformation
Active sourcing
Global employer branding

The success of Daimler AG and its subsidiaries is largely dependent on the skills and commitment of our employees. More than 298,000 people promote our company’s success worldwide by contributing their concepts and ideas to their tasks and work processes and by helping to make improvements and create innovations. Trusting relationships with employees are therefore more than just an ethical and legal requirement for us — without them, we would not be able to conduct our business successfully.

HR strategy, activities and goals. In order to recruit, develop and retain highly qualified staff, we are continuously striving to further improve our attractiveness as an employer. Because our executives and managers should motivate their employees to achieve top performance, it is crucial that we equip them with outstanding leadership skills. In addition, we want to take on social responsibility and let diversity flourish in our global company.

A professional HR organization and efficient operating processes form the basis for the implementation of these overarching goals, from which we have derived key areas of action. The main control tool we use is our HR Scorecard, which uses key performance indicators concerning demographic development, diversity and sick rates to provide information about the sustainability of human resources measures and processes in the individual areas of action.


Partnership with the employees. We want to work together with our employees as partners, respect their interests and get them involved in the company by continuously providing them with information and enabling them to participate in decision-making processes. To achieve these goals, we are guided not only by the International Labour Organization’s (ILO) work and social standards but also by our Principles of Social Responsibility. In these principles, we commit ourselves, among other things, to respecting key employee rights – from the provision of equal opportunities to the right to receive equal pay for equal work. Violations of these principles can be reported to the whistleblower system BPO, which addresses further investigations to the pertinent units.

Our employees also have the right to organize themselves in labor unions. We also ensure this right in countries in which freedom of association is not legally protected. We work together constructively with the employee representatives and the labor unions. Important partners here include the local works councils, the European Works Council and the World Employee Committee (WEC). We have signed collective bargaining agreements for all of the employees at Daimler AG, and this also applies to the majority of our employees throughout the Group.

In different committees, we regularly inform the employee representatives about the economic situation and all of the key changes at Daimler AG and the Group. We conclude agreements with the respective workers’ representative bodies concerning the effects of decisions on the employees. In Germany, comprehensive regulations to this effect are contained in the Works Constitution Act. We notify our employees about far-reaching changes early on.

One result of the ongoing dialog between the corporate management and the employees’ association was the renewal of the company-wide “Safeguarding the Future of Daimler” works agreement in 2015. This accord, which is valid until 2020, enables the company to respond to the “future plan” agreements that have been reached at many of the locations of Daimler AG with concrete investment commitments, flexible personnel assignment models and the possibility of selectively increasing staffing requirements. As a result, we can make use of market opportunities and better absorb fluctuations in demand. The company-wide works agreement essentially protects all of the employees of Daimler AG in Germany from being laid off until the end of 2020.

The expansion of this Safeguarding the Future works agreement is also an integral part of “Project Future” for restructuring our Group, and it is being implemented in close cooperation with the employee representatives. If Project Future is implemented, Daimler AG’s Safeguarding the Future works agreement will be extended until 2029. As a result, terminations for operational reasons would be excluded on principle until December 31, 2029 for all employees who are affected by a transition of operations resulting from the new Group structure and who do not contest their transfer to the new organization.