Employer attractiveness

Our activities and measures for enhancing our attractiveness as an employer are designed to enable us to recruit and retain a sufficient number of specialized employees and qualified managers in the competition for talented staff. Our primary objectives here are to ensure attractive and fair compensation and to establish and maintain a work culture that enables outstanding performance and a high level of motivation and satisfaction among our employees.

Fair remuneration

We remunerate work in accordance with the same principles at all Group companies around the world. Our Corporate Compensation Policy, which is valid for all groups of employees, establishes the framework conditions and minimum requirements for the design of the remuneration systems. Internal audits are conducted on a random basis to make sure these conditions and requirements are met. In our desire to offer salaries and benefits that are customary in the industry and the respective markets, we also give consideration to local market conditions within the specified framework. The salaries are determined on the basis of each employee’s tasks and performance and in line with their qualifications and experience. In setting the remuneration of the employees we are not guided by gender or origin, but exclusively by the employee’s function and responsibility.

Employees who have complaints regarding remuneration can report these to their immediate manager. If the questions cannot be resolved satisfactorily in this way, employees can contact their HR department or the Works Council. In companies subject to collective bargaining agreements, such as Daimler AG, for example, the agreements that have been reached grant employees additional rights, including the right to object to their placement in a specific wage/salary group or to the results of their performance assessment.

In employment relationships subject to a collective bargaining agreement Daimler AG and its subsidiaries usually offer additional voluntary benefits that are agreed upon with the respective employees’ representative bodies. These benefits include employer-funded contributions to retirement benefits and, in many cases, profit-sharing agreements for the respective company as well. For example, the eligible employees of Daimler AG, Mercedes-Benz AG, and Daimler Truck AG will receive a profit-sharing participation of €597 for 2019 (for this scope, a one-time appreciation bonus of up to €500 was also agreed as a thank you and recognition for the commitment in 2019).

In 2019 the Group spent:

  • € 18.336 billion on wages and salaries
  • € 3.536 billion on social welfare services, and
  • € 0.8 billion on retirement benefits for a workforce numbering 301,839 on average.

We conduct income reviews for employees and managers on a regular basis. The associated integration rounds with the managers in question are carried out under the direction of the human resources units in a manner that ensures salary decision-making transparency. This is done in order to prevent any possibility of discrimination. The remuneration guidelines and tables for employees paid according to collective bargaining wage tariffs, for example at Daimler AG, can be viewed on the Social Intranet. We are now providing to employees additional information relating to the implementation of Germany’s remuneration transparency act. This includes information that shows employees the various remuneration components of comparable groups of both genders.

The hourly wage we pay temporary workers in the commercial and industrial units corresponds to the wage offered to newly hired employees with temporary or permanent contracts in the same units. This policy, which is based on the master/ERA collective bargaining agreement for the metalworking industry in the state of Baden-Württemberg, is adapted in line with the requirements of the job profile in question.

Modern working conditions

Modern forms of living and working now also include new work models such as mobile work, reductions in working hours, part-time work, job sharing for managers, and leave of absence programs for sabbaticals, training, and home health care.

We have introduced numerous measures and programs that allow our employees to organize their working times flexibly in line with their individual situation and enable them to reconcile their professional and personal responsibilities. For example, Daimler offers its employees throughout Germany child care places at 14 company facilities, and additional child care places are available via partnerships.

We also offer our employees opportunities to further develop their skills and qualifications and to integrate new working methods and learning techniques into their daily activities.

In order to remain successful in the future, we work constantly to improve our management culture and the way we cooperate. This is also why we launched the “Leadership 2020” initiative in 2016. Employees from more than 23 countries and all levels of the hierarchy, and of all ages and genders, have participated in the process of shaping our future management culture. The initiative has led to the definition of the following new management principles: Pioneering Spirit, Agility, Purpose, Learning, Empowerment, Co-creation, Customer Orientation, and “Driven to Win.” Among other things, these principles are intended to make the company faster and more flexible and boost its innovative potential. We have also set up eight sub-projects within the framework of our “Leadership 2020” initiative. These game changers are geared toward questioning and changing procedures and structures that range from decision-making processes and organizational structures to work methods and tools. The “Leadership 2020” initiative will continue over the next few years as “Leadership 20X.”

We have also launched a human resources development and performance process for managers and executives known as “IMPULSE,” in which managers work with their teams to define the contribution they wish to make to the success of the company, and then monitor the effectiveness of the associated measures. We have established the NAVI process for non-production employees at Daimler AG, Mercedes-Benz AG, and Daimler Truck AG. NAVI is a standardized leadership process consisting of initial leadership discussions, reviews conducted during the year, and final discussions.

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A competitive workforce
Partnership with the employees