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.

Diversity management

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 298,000 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 previous CAReer trainee program.

Our aim is to increase the share of women in management positions to at least 20 % by the year 2020. Currently more than 18 % of our executives in middle and upper management 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 2018 was 42.7 years (2017: 42.8). Our employees at Daimler AG were 44.8 years old on average (2017: 44.7). 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 STEM educational initiative, “Genius”, offers many activities that get children and young people enthusiastic about technology topics. Genius also helps teachers make their classes varied and future-oriented by offering them practice-related instructional materials, interactive technology workshops and advanced training courses.

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 INspire, a series of varied international talent training programs. Each one of our talent training programs offers cross-unit insights, first-class training and personal coaching. For example, “INspire — the Leaders’ Lab” is designed for young professionals with initial practical experience who would like to specifically prepare for management positions at the company.

Daimler has offered an in-house trainee program called CAReer since 2007. The talent training program “INspire — the Leaders’ Lab”, which replaced CAReer in 2018, is directed at participants who are more focused on careers in management. In 2018 we hired 23 trainees through our INspire program. About 48 % of the trainees were women and 40 % were international participants. In addition, 40 participants, including 24 women and 17 international candidates, began their CAReer program during the transition period.

In Germany, we recruit most of the young talent we need through our industrial-technical and commercial apprenticeships and the courses of study at the Cooperative State University, which had more than 180 students in 2018.

E.04 Share of women

  2018 2017
In percent    
Share of women (worldwide) 19.1 18.5
Share of women (Daimler AG) 16.6 16.1
Share of women in Level 4 management positions (Daimler AG) 19.2 18.0
Women in senior management positions Levels 1–3 (worldwide) 18.8 17.6
Share of women at the second
management level below that of the
Board of Management (Daimler AG)


Share of women at the first management level below that of the Board of
Management (Daimler AG)


Share of women on the Board of


Share of women on the Supervisory Board 30.0 25.0

E.05 Accident figures 1

    2018 2017
Incidence of accidents      
Number of accidents (worldwide)   3,152 2,766
Incidence of accidents
(worldwide, number of work-related ­accidents that resulted in at least one lost day per 1 million hours of attendance)



Accident downtime
(worldwide, number of lost days per 1 million hours of attendance)

Number of deaths as a result of ­work-related accidents   1 1
Number of employee deaths as a result of work-related accidents 2   1 0
Number of deaths of third-party employees as a result of work-related accidents  


1 Reporting rate of Daimler production locations (Mercedes-Benz Cars, Daimler Trucks, Daimler Buses, Mercedes-Benz Vans) worldwide: > 99 %.

2 Tragically, an employee suffered a fatal work-related accident in Germany in 2018.

We had 8,061 trainees throughout the Group at the end of 2018 (2017: 8,097). Of this number, 4,009 were in a training program at Daimler AG (2017: 4,409). During the year under review, 1,265 (2017: 1,278) young people began an apprenticeship at Daimler AG; 1,191 (2017: 1,197) were hired after completing their apprenticeships. The costs for vocational training for Daimler AG totaled €124 million in 2018 (2017: €114 million).

Programs such as “Skilled Worker in Focus” and the 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 the young talents’ leadership potential at our PV44 in-house assessment center and in the team leader development program, both of which use a uniform standard for all of our locations. 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 our trainees.


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 guarantees that they can return to the company. In 2018, around 430 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. In 2018, more than 800 Mercedes-Benz trainers in over 100 countries instructed approximately 210,000 participants. A total of 1.3 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 2018, the Corporate Academy enabled a total of 65,800 specialized employees and managers worldwide to continue their personal and professional development. At Daimler AG, we spent €123 million on the training and qualification of our employees in the year under review (2017: €121 million). On average, every employee spent 3.2 days on qualification courses in 2018 (2017: three days).

Health management and safety at the workplace
High attractiveness as an employer