Daimler promotes the diversity and heterogeneity of its employees, because they serve as the basis of a successful, high-performing company. As a result, diversity management is included in our corporate strategy. Our associated objectives and areas of action are:

  1. Best mix: Forming best teams based on equal opportunities and anti-discrimination.
  2. Work culture: Creating a supportive and inclusive working environment.
  3. Customer access: Understanding, appreciating and approaching customers in their individuality.

All of the members of the Daimler Board of Management support our Diversity Statement and actively advocate the realization of its principles:

  • Promoting diversity. We respect and appreciate the diversity of our employees. We encourage them to contribute this diversity to the company.
  • Creating connections. We utilize the multifaceted experiences, perspectives and skills of our employees around the world. They reflect the diversity of our customers, suppliers and investors.
  • Shaping the future. Each individual makes a contribution to creating an environment characterized by respect and mutual appreciation. This is how we are shaping Daimler’s future together.

Once every quarter, the Board of Management discusses our diversity management activities and the associated results. We also hold discussions with external stakeholders as part of our involvement in the Diversity Charter, of which we are a founding member.
Diversity brochure “Ready to Be Different” (PDF)

Internationality. Daimler’s more than 298,000 employees from over 160 countries provide the Group with a vibrant mixture of cultures and ways of life. Most of our managers abroad come from the respective regions. Our employees’ diverse cultural backgrounds help us to better understand the wishes of the customers in each region and tailor our products accordingly. We support our employees with worldwide staff assignments, mentoring, intercultural skills training and targeted recruiting measures. Our company’s intercultural scope is also increased by the fact that international candidates account for more than a third of the people recruited through our trainee program.

Worldwide employee assignments. To promote global thinking, personal development, and understanding of new cultures and worlds of work, around 2,000 Daimler employees from nearly 50 countries are taking part in international assignments throughout the world. By far the most important country in which assignees from Germany work is China, with a share of about 30 percent. It is followed by the USA at 17 percent and Mexico at around 7 percent. Other important target countries include Hungary, Japan and South Africa.

However, we also promote the assignment of employees from our global locations to Germany so that they can build up networks and deepen their know-how. Such expats from abroad also help to make Daimler in Germany more international. We currently have around 140 global assignees in Germany, with most of them coming from the USA, China, India and Brazil. Employees take on international assignments for a variety of reasons, including the creation of new facilities and the expansion of existing ones. Examples from 2018 are Jawor in Poland and Esipovo in Russia. In this way, we want to preserve our know-how over the long term worldwide and are also close to our customers.

Gender. Our aim is to increase the share of women in senior management positions to at least 20 percent by the year 2020. 18.8 percent of our executives in middle and upper management currently are women. To achieve our objective, we have installed a stringent reporting and forecasting system. Numerous measures implemented along the process chain address everything from recruiting to employees’ further development and career advancement for women employees.

Generations. Demographic development has led to an increase in the average age of employees at our company, which now stands at 44.8 years at Daimler AG in Germany (2017: 44.7 years). This trend is likely to continue in Germany over the next five years up to the point when many employees from the baby boomer generation retire.

The age differences at the company will rise in the future, due to the increase in the retirement age and the extension of people’s working lives. We consider this transformation an opportunity, and we are adjusting the framework conditions accordingly. Our generation management system focuses on measures for maintaining the performance and health of younger and older employees and promoting cooperation between people of different ages.

Focus of our generation management activities.

  • We now perform ergonomics assessments for workstations as early as the workstation planning stage. These assessments, along with ergonomics inspections conducted during production operations, are designed to ensure that employees can work at ergonomically designed workstations without any risk to their health — until their retirement from the company.
  • New technologies such as those for human-robot cooperation will enable us to make work in production units even less physically demanding in the future.
  • In addition, targeted training measures make employees more aware and knowledgeable about the challenges associated with demographic changes.

Strategic human resources planning. How will our workforce develop over the next ten years — and what type of workforce structures will we need to have in the future? These are the questions that we are addressing within the framework of our Strategic Resource Management system. We continued the rollout of this system at our German car production sites in 2018 and also introduced the system methodology at our international car plants. Analyses of specific requirement situations are being conducted and the potential use of the system is being examined at our truck and van manufacturing facilities. This has enabled us to forecast our future workforce requirements more precisely, which helps to ensure that we will be able to implement targeted measures in a timely manner.

Senior experts. Last year we continued and expanded the implementation of our successful concept for senior experts — experienced former employees who come back to work for the company after retirement.

YES! demographics initiative. The “EY ALTER” exhibition, which is part of the demographics initiative YES! (Young and Experienced together Successful) at Mercedes-Benz Cars, encourages people to change the way they think about aging. The exhibition not only presents scientific facts about aging but also highlights the strengths of each generation and helps in calling common stereotypes into question. “EY ALTER” exhibitions were held in Bremen in 2016 and at the Mercedes-Benz Museum in Stuttgart in 2017. The exhibition also finished a run in Berlin in January 2019.

Demographics mirror. As part of the YES! initiative, we have also developed a demographics mirror that is being used at various car production facilities. The demographics mirror is an instrument for holistic demographic management — the goal here is to utilize targeted measures to exploit the opportunities associated with the demographic transformation.

Diversity Day. In line with the slogan “Changing perspectives. Ready to be different.”, we held the sixth Daimler Diversity Day in June 2018. Originally launched within the framework of the German Diversity Charter as a nationwide event in Germany, Diversity Days are now held at Daimler locations on all continents around the globe. Various activities in 2018 once again enabled employees to experience diversity in a variety of ways and also offered them opportunities to change the way they think about the topic.

Employee Resource Groups. Employee Resource Groups enable employees with shared interests, experiences and values to connect and discuss across all divisions and hierarchical levels of the company. Employee Resource Groups help make diversity a firm component of our corporate values and they also support a culture of diversity and appreciation at Daimler. Daimler therefore promotes the establishment of Employee Resource Groups by employees and consistently emphasizes the potential of networking as a key resource for the company. Networks often facilitate the rapid and creative development of solutions and can serve as important partners for projects and events. Some 4,000 employees are currently active in more than 12 Employee Resource Groups at Daimler.

Employees with severe disabilities. Employees with disabilities are an important and fully integrated part of our diverse workforce. Nearly 9,000 employees with disabilities work at Daimler in Germany, and the number of such employees has exceeded the legally mandated quota for many years now. Training for young people with disabilities is particularly important to Daimler. As early as 2006, we began cooperating with the severely handicapped persons’ representative to put together a plan of action for taking on disabled trainees. Over the last five years, more than one hundred young individuals with disabilities have started a Daimler training program.

Daimler Pride Tour 2018. Our international commitment underscores our social contribution to integration and solidarity and demonstrates that Daimler stands for tolerance, appreciation and openness worldwide. In 2018, we expanded our “Christopher Street Day” commitment to 17 pride parades around the world that highlight diversity as it pertains to sexual orientation. Our participation in parades in Germany and abroad is based on an ongoing dialog between the company, employee representatives and Employee Resource Groups.

Trans*@Daimler. The Trans*@Daimler guideline for managers, human resources managers and employees offers an example of how we actively promote equal opportunity and a work environment free of discrimination. The guideline, which was developed in cooperation with our transgender community, explains our in-house regulations and contains a corporate statement for strengthening the status of transgender colleagues. A traveling exhibition on the topic of “Trans* in the working world” that visited German Daimler plants in 2018 has made our employees more aware of the importance of transgender issues.