A competitive workforce
We can only be successful if we have a skilled and high-performing workforce. We therefore aim to continuously develop our employees and make sure they stay competitive. We are pursuing this goal by implementing measures in four overarching areas of action: diversity management, the securing of young talent, qualification, and health management and occupational safety.
Daimler promotes the diversity and heterogeneity of its employees, because they serve as the basis of a high-performing company. As a result, diversity management is included in our corporate strategy. The various skills and talents of our workforce enable us as a global company to effectively reflect the diversity of our customers, suppliers and investors around the world.
Daimler’s more than 289,000 employees from over 160 countries provide the Group with a vibrant mixture of cultures and ways of life. We utilize this diversity to put together optimized teams. Most of our managers abroad come from the respective regions. We promote the cultural diversity of our employees with worldwide staff assignments, mentoring, intercultural skills training and targeted recruiting measures. International candidates account for more than one third of the people recruited through our CAReer trainee program.
Our aim is to increase the share of women in management positions to 20% by the year 2020. More than 17% of our executives in middle and upper management currently are women. For Daimler AG, we signed a company-wide agreement for the advancement of women. It stipulates a target corridor for the proportion of women in the total workforce, in vocational training and in Level 4 and 5 management positions. In order to achieve our goals, we have installed an ongoing internal reporting and planning system.
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. The average age of our global workforce in 2017 was 42.8 years (2016: 42.7). Our employees at Daimler AG were 44.7 years old on average (2016: 44.5). Demographic development will cause the average age to continue to rise in the years ahead. However, the proportion of older employees will decrease again over the long term because many baby boomers will retire from the company. We consider this transformation to be 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 as well as for promoting cooperation between people of different ages.
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.
Securing young talent
Daimler takes a holistic approach to securing young talent. Our “Genius” initiative gives children and teenagers valuable insights into future technologies and information about jobs in the automotive industry. Along with technical and commercial apprenticeships and courses of study at the Cooperative University, we also conduct various activities that address young talents. We offer extensive possibilities to personally interact with the company via social media, hackathons, competitions and internships. After completing their college degrees, graduates can directly join our company or launch their careers at Daimler by taking part in our global CAReer training program.
In 2017 we hired 97 trainees through our CAReer program. About 47% of the trainees were women and more than one third were international participants.
We recruit most of the young talent we need through our industrial-technical and commercial apprenticeships and the courses of study at the Cooperative University, which had 194 students in 2017.
At the end of 2017, we had 8,097 trainees throughout the Group (2016: 7,960), 4,409 (2016: 4,824) of them at Daimler AG. During the year under review, 1,278 (2016: 1,662) young people began an apprenticeship at Daimler AG; 1,197 (2016: 1,448) were hired after completing their apprenticeships. The costs for vocational training for Daimler AG totaled €114 million in 2017 (2016: €110 million).
Programs such as “Facharbeiter im Fokus” and the new team leader development program ensure that employees are extensively qualified according to uniform standards. The participants are given the opportunity to obtain good career prospects and plan concrete development goals. Our company’s sustained success is closely linked to the high quality of our managers. That’s why we focus especially on the development of talented young managers. We validate young employees’ leadership potential in our PV44 in-house assessment center, which uses a uniform standard for all of our locations.
E. 04 Share of women
|Share of women (worldwide)||18.5||17.7|
|Share of women (Daimler AG)||16.1||15.5|
|Share of women in Level 4 management positions (Daimler AG)||18.0||17.2|
|Women in senior management positions Levels 1–3 (worldwide)||17.6||16.7|
|Share of women at the second management level below that of the Board of Management (Daimler AG)||11.9||12.4|
|Share of women at the first management level below that of the Board of Management (Daimler AG)||8.7||8.1|
|Share of women on the Board of Management||25.0||12.5|
|Share of women on the Supervisory Board||25.0||25.0|
E.05 Accident figures1
|Incidence of accidents|
|Number of accidents (worldwide)||2,766||3,444|
|Incidence of accidents (worldwide, number of work-related accidents that resulted in at least one lost day per 1 million hour of attendance)||Rate||7.5||9.4|
|Accident downtime (worldwide, number of lost days per 1 million hours of attendance)||106||123|
|Number of deaths as a result of work-related accidents||1||4|
|Number of employee deaths as a result of work-related accidents||0||2|
|Number of deaths of third-party employees as a result of work-related accidents2||1||2|
1 Coverage rate of Daimler production locations (Mercedes-Benz Cars, Daimler Trucks, Daimler Buses, Mercedes-Benz Vans) worldwide: >98%
2 Unfortunately, a third-party employee suffered a fatal work-related accidents in the United States in 2017.
The Board of Management member responsible for human resources regularly receives reports about the measures and results of our training activities and the development paths of the people who enter the company via our CAReer program.
We provide our staff with training and continuing education opportunities for their professional and personal development throughout their careers. At least once a year, employees discuss qualification topics with their managers and agree on appropriate measures. The company agreement on qualification regulates continuing education at Daimler AG. This agreement also stipulates that employees can leave the company for up to five years in order to learn additional skills and are guaranteed that they can return. In 2017, around 370 employees availed themselves of this opportunity.
Our production locations are responsible for the qualification of managers and specialized employees in manufacturing. The Global Training unit safeguards and increases the skills of our employees at the Mercedes-Benz sales organization by having 700 trainers instruct about 200,000 participants each year at 100 training locations in 80 countries around the world. A total of 1.2 million training courses are held each year. The Daimler Corporate Academy program helps the Group develop a new management culture and world of work. In 2017, the Corporate Academy enabled a total of 63,000 specialized employees and managers from more than 50 locations to develop themselves further personally and professionally. At Daimler AG, we spent €121 million on the training and qualification of our employees in the year under review (2016: €122 million). On average, every employee spent three days on qualification courses in 2017 (2016: three days).