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 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 2
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 i
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 sinc
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 i
E.04 Share of women
|Share of women (worldwide)||19.1||18.5|
|Share of women ( ||16.6||16.1|
|Share of women in Level 4 management positions ( ||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 (
|Share of women at the first management level below that of the Board of |
|Share of women on the Board of |
|Share of women on the Supervisory Board||30.0||25.0|
E.05 Accident figures 1
|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: > 9
2 Tragically, an employee suffered a fatal work-related accident in Germany i
We had 8,061 trainees throughout the Group at the end o
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
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. I
The Daimler Corporate Academy program helps the Group develop a new management culture and world of work. I