Sustainable corporate governance
Sustainability strategically integrated
More than 130 years ago, our founding fathers Gottlieb Daimler and Carl Benz invented the world’s first automobile. Today we are a global automaker that is shaping the greatest transformation since the automobile was invented: the sustainable mobility of the future. In this process of transformation, we are taking responsibility for the diverse effects of our company on the environment and on society. With our sustainable business strategy we define our fundamental themes. In line with this strategy, we are focusing on the environmental, social, and governance aspects of our work, and by doing so we are reinforcing our role as a successful driver of innovation in our sector.
Our understanding of sustainability is holistic
At Daimler, sustainability means generating economic, environmental and social value added for all of our stakeholders: customers, investors, employees, business partners and society as a whole. We believe that the solutions we offer form a central component of future mobility systems that will be climate-neutral and sustainable. Together with players from industry, government and society we thus create the foundation for our future business success and value added for all of society, while simultaneously laying the foundation for our future business success. Our strategic approach is holistic. It applies not only to our own manufacturing locations but also to the entire upstream and downstream value chain.
Sustainable at its core – our new sustainable business strategy
The basis of our action is our sustainable business strategy, which was adopted by our Board of Management in 2019. This strategy formulates not only our business targets but also our ambitions, goals, and measures for managing the economic, environmental, and social impact of our business activities. Our strategy is guided by international framework agreements, the needs of our external and internal stakeholders, and global trends. From these points of reference we have derived Group-wide themes and defined areas of responsibility as well as business-specific targets, processes, and measures.
Sustainable Development Goals – our strategic anchor
In 2015 the United Nations defined a blueprint for worldwide sustainable development. It includes 17 sustainable development goals. In order to reach these goals, the business community, with its strong capacity for innovation and investment, is playing a crucial role. We willingly accept this role. That’s why we closely oriented our ideas to the SDGs when we formulated our sustainable business strategy.
We focus on those SDGs that are significantly influenced by our business model and our value chain – areas where we can make the biggest contribution to bringing about change. This mainly affects the following SDGs and the associated sustainability activities:
- SDG 8 Decent Work and Economic Growth: We support the implementation of humane working conditions by developing and implementing a risk-based management approach to respecting and upholding human rights in our own units and our supply chain.
- SDG 9 Industry, Innovation and Infrastructure: We are shaping the sustainable mobility of the future by connecting our CASE areas: Connected, Autonomous, Shared & Services, and Electric. Through the benefits we expect from this process, for example in the areas of safety and climate protection, we are demonstrating the potential of digital innovations for our society.
- SDG 11 Sustainable Cities and Communities: Daimler is promoting sustainable mobility in metropolitan regions through its offers such as electrified city buses and trucks, carsharing, ride hailing, and the multimodal linking of mobility services.
- SDG 12 Responsible Consumption and Production: We are working to increase the efficiency of our vehicles and significantly reduce our use of raw materials. One of our tasks is to reinforce the closed material loops for the primary raw materials that are needed for our electric vehicles. In this way we are laying the groundwork for sustainable production patterns.
- SDG 13 Climate Action: Through our sustainable business strategy and the associated measures and goals for reducing the emissions of our vehicles, plants, and supply chain, we are contributing to global climate protection.
Material topics and goals
Various themes of sustainability are shaping the future of Daimler as a company and as part of society. There are many different reasons for that: In the area of individual mobility, environmental considerations and a sense of social responsibility are increasingly playing a key role in customers’ purchasing decisions. Expectations regarding the sustainable transportation of people and goods are also increasing. Attractive and future-oriented workplaces ensure that employees will be highly motivated. In the capital markets, demands towards sustainable corporate governance are increasing. Lawmakers are increasingly formulating regulations for business, and both the government and society expect business to actively engage in climate protection, the safeguarding of human rights, and many other important social issues.
In order to have long-term success it is crucially important for us to harmonize our economic, social, and environmental responsibilities. Our sustainable business strategy demonstrates our commitment to sustainable business operations at both the Group level and in the individual business divisions. More specifically, our strategic ambitions involve the following six themes:
- Climate protection & air quality: We aim for our new vehicle fleet to be CO2-neutral by 2039, when it will no longer have any relevant impact on air quality in inner cities.
- Resource conservation: We will decouple resource consumption from business volume growth.
- Livable cities: We will offer our leading mobility and transport solutions in order to improve the quality of life in cities.
- Traffic safety: We are working to make our vision of accident-free driving a reality as we develop automated driving systems while also taking social and ethical issues into account.
- Data responsibility: We conduct sustainable data-based business operations, anticipate our customers’ needs, and handle all data responsibly.
- Human rights: We assume responsibility for respecting and upholding human rights along our automotive value chain.
Anchoring these goals successfully and sustainably in our core business operations requires future-oriented cooperation with our partners in business, government, and society at large, as well as with our employees, who will help shape the coming transformation. Accordingly, we have defined three “enablers” that are essential for our success in these six areas of action:
- Integrity: In order to firmly establish integrity at all levels and in all areas, we are engaging in regular dialog. We are also supporting our employees as they make business decisions in order to promote their sense of individual responsibility.
- People: As an attractive employer, we promote the diversity of our workforce and help our employees acquire the skills they need in order to master the challenges of digitalization.
- Partnerships: Our principles regarding political dialog and the communication of our interests form the basis of responsible and reliable action that aims at harmonizing our corporate interests with the interests of society at large.
By adopting the six themes and the three enabler topics, we have firmly established the aforementioned SDGs as a component of our business strategy. We want to make an effective contribution to sustainable development by implementing this strategy.
How we are managing the Group sustainably
Daimler AG is the parent company of the Daimler Group and its headquarters are in Stuttgart. With the new corporate structure, effective as of January 1, 2020, the Group’s business operations under the umbrella of Daimler AG are no longer managed in five divisions, but in three. Mercedes-Benz AG is responsible for the business of Mercedes-Benz Cars & Vans and Daimler Truck AG combines the activities of Daimler Trucks & Buses. Daimler Financial Services, which had already been legally independent for many years, was renamed Daimler Mobility AG in July 2019. With the new structure, Daimler AG carries out the functions of steering and governance and provides services for the companies of the Group. As the parent company, it also defines the Group’s strategy, makes strategic decisions for business operations, and ensures the effectiveness of organizational, legal, and compliance-related functions throughout the Group.
We have used the previous structure of five divisions in our report on financial year 2019, analogously to the reports for the first three quarters of the year. The new reporting structure with three divisions will be used as of the first quarter of 2020.
Our governance structure, which consists of the Board of Management and the Supervisory Board, corresponds to the dual leadership structure required by German law for a stock corporation. The Board of Management manages the company, and the Supervisory Board monitors and advises the Board of Management. The two bodies work together very closely for the welfare of the company and are guided in their efforts by the German Corporate Governance Code.
The short-term and medium-term components of the remuneration – the Daimler Company Bonus – have been further developed for the Board of Management and Level 1 to 3 managers, with effect as of January 1, 2019. These components are linked not only to financial targets but also to sustainability-related transformation targets and non-financial targets that focus on employees, customers, integrity, and diversity. The transformation targets in particular are closely examined within the framework of the annual review of the Daimler Company Bonus, whereby the targets for 2020 will be even more closely aligned with the company’s sustainable business strategy.
In accordance with this strategy, we are pursuing our defined targets in the six areas of action and establishing a continuous improvement process. Our management and organizational structures support this process by means of clear lines of responsibility in all business divisions.
The Group Sustainability Board (GSB) is our central management body for all sustainability issues and reports to the Board of Management. The GSB is headed by Renata Jungo Brüngger (the Board of Management member responsible for Integrity and Legal Affairs) and Markus Schäfer (the Board of Management member responsible for Group Research & Mercedes-Benz Cars Chief Operating Officer). The operational work is done by the Sustainability Competence Office, which consists of representatives from the units managed by the two Co-chairs.
Important signposts: Our policy guidelines
Integrity, compliance, and legal responsibility are the cornerstones of our sustainable corporate governance and serve as the basis of all our actions as defined by our Integrity Code. The Integrity Code is supplemented by other in-house principles and policies.
The House of Policies is our digital platform for policies. All the internal policies of the Group and all the works agreements are compiled here in a user-friendly database that is accessible to all employees. The policies are available in several languages. Our employees can access a compact web-based training course about the policies, and the Group companies can receive advice on local policy management.
The ten principles of the UN Global Compact provide a fundamental guide for our business operations. As a founding member and part of the LEAD group, we are strongly committed to the UN Global Compact. Our internal principles and policies are founded on this international frame of reference and other international principles, including the Core Labor Standards of the International Labour Organization (ILO), the OECD Guidelines for Multinational Enterprises, and the UN Guiding Principles on Business and Human Rights. Within the framework of our participation in the UN Global Compact, our specialist units are active in a variety of working groups – for example, regarding transparency, reporting, and responsibility in global supply chains. Our goal in this process is to pursue the UN Sustainable Development Goals in our work processes and to cooperatively develop approaches to solutions.
Group-wide risk management
The Daimler Group is exposed to a large number of risks that are directly linked with the business activities of Daimler AG and its subsidiaries or which result from external influences. A risk is understood as the danger that events, developments or actions will prevent the Group or one of its segments from achieving its targets. This includes financial and non-financial risks. At the same time, it is important to identify opportunities in order to safeguard and enhance the competitiveness of the Daimler Group. An opportunity is understood as the possibility due to events, developments or actions to safeguard or to surpass the planned targets of the Group or of a segment.
Non-financial risks and opportunities
As a company with worldwide activities, the Daimler Group is at the focus of public interest. The relevant stakeholders’ perception is therefore of crucial importance and can affect the reputation of the entire Daimler Group. A key role in the public’s current perception is played by the company’s approach to environmental, employee and social matters, fighting corruption and bribery, and respecting human rights, and may lead to non-financial risks.
Risks arise above all in connection with the public debate about diesel vehicles and the related fundamental reconsideration of methods for measuring emissions. Due to the replacement of the NEDC (New European Driving Cycle) with the new measuring method WLTP (Worldwide Harmonized Light Vehicles Test Procedure), the fleet CO2 average has worsened. In the light of today’s knowledge, this makes it more difficult to achieve the CO2 targets as of 2020. Furthermore, there has been some pressure in the past two years on diesel technology, which is important for compliance with the challenging CO2 targets in the EU, because of NOX levels exceeding the limits at some measuring stations in cities. The current public focus on vehicle emissions as well as possible certifications stops and recalls jeopardize the reputation of the automotive industry and in particular of the diesel engine, and could result in damage to Daimler’s reputation. With the development of a new generation of diesel engines and their systematic market launch, Daimler aims to achieve a reduction in NOX emissions in real driving conditions (RDE). In general, legal risks – for example in connection with antitrust investigations – as well as possible legal and social violations by partners and suppliers can have a negative impact on the reputation of the entire Daimler Group. As one of the fundamental principles of business activity, Daimler places particular priority – also in the selection of partners and suppliers – on adherence to applicable laws and ethical standards.
Monitoring and control systems
The divisions have direct responsibility for recognizing and managing business risks and opportunities at an early stage. As part of the strategy process, risks connected with planned long-term development and opportunities for continued profitable growth are identified and included in the decision-making process. In order to identify business risks and opportunities at an early stage and to assess and manage them consequently, management and control systems, which are clustered into a risk and opportunity management system, are applied. Risks and opportunities are not offset.
The risk management system is intended to systematically and continually identify, assess, control, monitor, and report risks threatening Daimler’s existence and other material risks, in order to support the achievement of corporate targets and to enhance risk awareness at the Group. The risk management system is integrated into the value-based management and planning system of the Daimler Group and is an integral part of the overall planning, management, and reporting process in the companies, segments, and corporate functions.
The opportunity management system at the Daimler Group is based on the risk management system. The objective of opportunity management is to recognize the possible opportunities arising in business activities as a result of positive developments at an early stage, and to use them in the best possible way for the Group by taking appropriate measures. By taking advantage of opportunities, planned targets should be met or exceeded. Opportunity management considers relevant and realizable opportunities that have not yet been included in any planning.
In the context of the operational planning, risks and opportunities are identified and assessed with the use of appropriate categories for a two-year planning period. Furthermore, the discussions for the derivation of mid-term and strategic targets in the context of strategic planning also include the consideration of risks and opportunities relating to a longer period. Group Risk Management regularly reports on the identified risks and opportunities to the Board of Management and the Supervisory Board. Besides the reporting at specific times, risk and opportunity management is established as a continuous task within the Group. In addition to reporting at specific intervals, risk and opportunity management is established at the Group as a continuous process. There is an internal reporting obligation within the Group for material risks arising unexpectedly.
Furthermore, the employees responsible for risk management have the task of defining measures and, if necessary, initiating such measures to avoid, reduce, or protect the Group against risks. Within the context of opportunity management, measures are to be taken with which opportunities can be seized, improved and (fully or partially) realized.
Evaluation and reporting channels
The organizational embedding and monitoring of risk and opportunity management takes place through the risk management organization established at the Group. In this context, the companies, organizational entities, and corporate functions report on concrete risks and opportunities to the next-highest entity at regular intervals. Through the segments, this information is passed on to Group Risk Management, which processes it and provides it to the Board of Management and the Supervisory Board as well as to the Group Risk Management Committee (GRMC). The GRMC is responsible for the continual improvement of the risk management system and for assessing its efficiency and effectiveness.
The primary responsibility for operational risk management and for the risk management processes lies with the segments, corporate functions, organizational entities and companies. Reports regarding the current risk situation and the effectiveness, functionality, and appropriateness of the internal control and risk management system are regularly presented to the Board of Management and to the Audit Committee of the Supervisory Board of Daimler AG, as well as to the Boards of Management of Mercedes-Benz AG, Daimler Truck AG, and Daimler Mobility AG. Furthermore, the risks and opportunities of business operations are regularly discussed by the responsible persons on the Board of Management of the relevant company.
Local risk management in the area of sustainability
Local risk management plays a crucial role at our locations, especially with regard to environmental and occupational safety risks. In order to identify and address local environmental risks, we operate an Environmental Risk Management system at our Group-owned production facilities. Due diligence assessments are regularly conducted for this purpose. Every five years, the associated teams visit all of the locations and evaluate them according to predefined standardized methods. The results are reported to the plant and divisional managements, and the company annually assesses the specified improvement measures. Our environmental management systems also enable clear areas of responsibility and transparent reporting at all of our production facilities around the world. Approximately 98 percent of our employees work at locations with environmental management systems certified according to ISO 14001.
As part of our local risk management process for occupational safety risks, the Corporate Safety unit conducts safety risk management measures at our Group-owned production facilities. Together with the corporate environmental protection unit, safety engineers from Corporate Safety conduct due diligence audits at all of our production facilities at five-year intervals. These audits address the implementation of our corporate policy regarding occupational safety and health management, especially in the theme fields of safety and accident management and organization, risks arising from dangerous activities, fire and explosion risks, risks posed by ambient conditions, and risks associated with equipment and machinery. After an audit is completed, a report is sent to the respective management body of the plant or the division. In addition, there is an annual audit of the improvement measures that have been agreed on. In 2019, approximately 100,000 employees were working at production locations with a certified management system according to ISO 45001 or OHSAS 18001. That corresponds to around 40 percent of our global workforce at production locations.
Making dialog sustainable
We consider it important to engage in a continuous dialog with all of our interest groups so that we can bring together various perspectives on our involvement with sustainability issues, identify and address future trends early on, and share experiences. We also want to engage in constructive discussions of controversial themes at a very early stage. We always focus on conducting a dialog that is fruitful and productive for both sides. In order to conduct this kind of dialog, we need to identify our stakeholders. We define stakeholders as individuals and organizations that have legal, financial, ethical or ecological expectations regarding Daimler. One of the criteria for identifying and weighting stakeholders is the extent to which a person or group is affected by our company’s decisions or, conversely, can influence such decisions. Our primary stakeholders are our shareholders, employees, customers, and suppliers. However, we also communicate regularly with civil groups such as NGOs, as well as associations, trade unions, the media, analysts, municipalities, residents in the communities where we operate, and representatives of science and government.
Areas of expertise, channels, and tools
We utilize various instruments to identify and select relevant stakeholders. These instruments comprise, on the one hand, proactive methods for initiating a dialog with stakeholders. Examples here include the Daimler Sustainability Dialogue, stakeholder surveys, the Advisory Board for Integrity and Corporate Responsibility, specialist conferences, and thematic dialog sessions that can also take the form of workshops. On the other hand, we employ a monitoring approach that helps us identify specific developments and the associated expectations beyond the dialog events that we have initiated. Examples of this approach include participation in industry-specific and cross-industry networks and initiatives, consulting studies and publications, and media analysis. These measures help us to identify developments and the associated expectations in areas beyond the dialog events we have initiated.
Dialog at the Group level
In order to implement the dialog with our stakeholders throughout the Group, we have defined clear areas of responsibility, communication channels, and specific dialog formats. The proactive dialog with our stakeholders is initiated by experts from the Integrity and Legal Affairs division and coordinated by our corporate sustainability bodies.
“Daimler Sustainability Dialogue”
One essential tool of the dialog with our stakeholders is the “Daimler Sustainability Dialogue,” which has been held annually in Stuttgart since 2008 and brings various stakeholder groups together with members of our Board of Management and executive management. The participants attend a range of workshops, where they discuss selected issues related to sustainability and work together to further develop them. The Daimler representatives responsible for specific themes take up the impulses generated by the discussions and work together with the stakeholders to incorporate these ideas into their work throughout the year. They then report at the following year’s event on the progress made in the interim. We held our twelfth “Daimler Sustainability Dialogue” in Stuttgart during the reporting year. The evening before the event was devoted to the topic of sustainable mobility in cities. On the main day of the event, more than 100 stakeholders together with Daimler representatives split up into seven working groups to discuss themes such as human rights, environmental protection, autonomous driving, and artificial intelligence.
As a global company, we have set ourselves the goal of implementing sustainability standards at our business units and specialist units around the world. For this reason, we organize Daimler Sustainability Dialogue events in other countries and regions as well. Such international dialog events have been held in China, Japan, the United States, and Argentina. During the reporting year, more than 300 stakeholders attended the seventh Daimler Sustainability Dialogue in Beijing, where they discussed topics such as battery recycling, smart cities, and artificial intelligence.
Advisory Board for Integrity and Corporate Responsibility
The Advisory Board for Integrity and Corporate Responsibility has been an important source of input for sustainability activities at Daimler since 2012. The board’s members – external experts from the fields of science and business, as well as from civic organizations – utilize an external point of view to offer us constructive criticism and independent support in questions of integrity and corporate responsibility at Daimler. The board meets at regular intervals and also holds discussions with members of the Board of Management and responsible personnel from the respective specialist units. During the reporting year, the Advisory Board also held a joint meeting with the Supervisory Board. The Advisory Board’s members have extensive expertise and possess diverse specialized knowledge regarding environmental and social policy, various human rights and ethical issues, and the development of transport and mobility. During the reporting year, the Advisory Board focused in particular on the further development of the sustainable business strategy.
We also maintain regular contact with representatives of civic organizations and other companies. In addition to the dialogs we initiate, we also participate in various associations, committees, and sustainability initiatives. Some of the most important initiatives here are the UN Global Compact, econsense – a German Business Forum for Sustainable Development, and the World Business Council for Sustainable Development.
Media and committee work
We also utilize online and print media, discussions with experts, workshops, and local and regional dialog events for our dialog with stakeholders. In addition to the formally structured dialog, we receive inquiries from stakeholders concerning various sustainability-related topics. These inquiries are addressed directly and locally by specific specialist units and business units. This approach brings our stakeholders closer to our business operations and enables specialized knowledge to be directly incorporated into the dialog. Individual inquiries from stakeholders are also reported on in the meetings of our sustainability bodies and committees and are thus taken into consideration in the strategic decisions made by our sustainability management organization. Our sustainability bodies also coordinate the dialog with our stakeholders on interdisciplinary issues. During the reporting year, the dialog focused especially on the themes of climate protection, respect for human rights, livable cities, data responsibility, and artificial intelligence.
Dialogs at the local and regional levels
We also engage in a dialog with the stakeholder groups at our business locations. In connection with specific occasions and projects, we address questions, concerns, criticism, and suggestions made by stakeholders and conduct an open-ended dialog with them. We also stage dialog and information events on current topics. The results of all of our dialog measures are incorporated into decision-making and decision implementation processes at the company. One example of such a result is the Urban Mobility Platform, an initiative launched by nine automotive industry companies and nine German cities. The platform was created in order to establish a continuous process of dialog and cooperation between cities and the automotive industry regarding the design of future mobility systems for urban areas. Daimler is a founding member of this initiative, and it actively participates in its pilot projects.
Sustainable supply chain management
Daimler’s sustainable business strategy applies to our value chain and thus also to the purchase of production materials and the procurement of services. Our vehicles generally contain several thousand parts and components. Accordingly, our supply chain is complex. It comprises approximately 60,000 direct suppliers, especially from the regions Europe, North America, and Asia. And with every innovation and every market development, it dynamically evolves – as has happened during the reporting period. We use a variety of measures and concepts for the sustainable management of our supply chain. That includes the screening of our suppliers, risk-based due diligence analyses, and sustainability training courses for suppliers. Through these measures we aim to enforce compliance with social standards and environmental requirements and to achieve greater transparency in the supply chain.
Sustainable supply chain management offers us many opportunities. It enables us to reinforce our stakeholders’ trust in Daimler as a partner and helps us to establish good business practices in markets all over the world. This benefits the sustainable development of society and the conservation of valuable natural resources.
How we manage sustainability in our supply chain
Our three procurement units – Mercedes-Benz Cars Procurement and Supplier Quality, Global Procurement Trucks and Buses, and International Procurement Services – have been jointly responsible for the Group-wide Daimler Supplier Network cooperation model since 2009. These units work together to ensure responsible procurement of materials and services and the implementation of the Daimler Supplier Sustainability Standards in the supply chain. Our Supplier Sustainability Standards define our requirements for working conditions, upholding human rights, environmental protection, safety, business ethics, and compliance. They also serve as the guidelines for our sustainable supply chain management system. We demand that our direct suppliers commit themselves to observing our sustainability standards, communicating them to their employees and to their upstream value chains, and then checking to ensure that the standards are complied with. For this process, Mercedes-Benz Cars has developed a blockchain prototype that transparently represents the transmission of this information along the entire supply chain and makes it possible to trace it. This prototype is being followed by a further blockchain pilot project in 2020. We support our suppliers’ implementation of information and qualification measures. Our service providers also explicitly recognize these standards as a contractual component of their supplier agreements.
Compliance with the standards is systematically reviewed. For example, the procurement units of Mercedes-Benz Cars and Daimler Trucks & Buses examine new production material suppliers in the course of their on-site assessments, also with regard to sustainability issues. Such examinations are even more thorough in high-risk countries. If there are any doubts regarding the sustainability performance of a new supplier, the responsible team initiates a deeper review. In critical cases we discuss the results of the analyses in management committees and take them into account in decisions on whether to award a contract.
Along with the assessment of new suppliers, we also examine sustainability risks at our existing direct suppliers as part of our regular risk assessments. Among other things, we conduct annual database research to identify any violations of our sustainability and compliance rules by our current suppliers. This is part of our supplier screening process. Mercedes-Benz Cars also conducts corporate social responsibility (CSR) audits and potential analysis of new suppliers. In 2019 Daimler conducted 1,127 on-site audits and assessments.
We systematically follow up reports of violations. In case of anomalies discovered for example during audits or database research, we conduct further reviews and supplier surveys. Mercedes-Benz Cars does this by means of an online questionnaire. These surveys require suppliers to provide information about their sustainability management system and the measures they take to ensure that their own suppliers comply with sustainability standards. If the results of such surveys indicate insufficient sustainability performance, we instruct the supplier in question to improve the relevant processes.
In order to ensure an effective and sustainable supplier management system, we assign high priority to the comparability of the survey results. For this reason, we work with standardized instruments such as the industry-wide sustainability Self-Assessment Questionnaire developed by the European initaitive “Drive Sustainability”.
Supplier development within a partnership
Our company’s success depends in large part on our close and trust-based cooperation with our suppliers all over the world. We not only define our requirements and conduct targeted reviews but also actively support our suppliers’ implementation of our sustainability standards.
Dialog and qualification measures
A shared understanding of sustainability and comprehensive know-how regarding implementation are basic requirements for successful sustainability management in the supply chain. For this reason, we have been organizing supplier training courses in cooperation with other vehicle manufacturers for many years now.
In 2019 we held training courses for suppliers in the focus countries Brazil, Malaysia, and South Africa in cooperation with “Drive Sustainability”. A total of 208 suppliers benefited from the group training courses. In addition, we assisted the “econsense – Forum Nachhaltige Entwicklung der Deutschen Wirtschaft e. V.” sustainability network by supporting the establishment of a platform for further sustainability workshops for suppliers. Suppliers from the focus countries can use this platform to select and book the appropriate workshops from an array that is openly accessible.
Our Daimler Supplier Portal offers existing and potential suppliers a free e-learning program on compliance awareness that enables suppliers to obtain detailed information at any time on sustainability standards and their implementation.
Involvement in associations and sustainability initiatives
We have been involved for a long time in various sector and industrial associations, such as the German Association of the Automotive Industry (VDA) and econsense – German Business Forum for Sustainable Development. These memberships help us to improve sustainability in complex supply chains by jointly implementing the necessary measures.
In addition, we work together with many organizations that aim to promote the sustainable development of supply chains in a targeted manner. These include the European sector initiative of the automotive industry, “Drive Sustainability,” in which we are a lead partner. Through Drive Sustainability, we support the Global Platform for Sustainable Natural Rubber initiative.
The “Automotive Industry Guiding Principles to Enhance Sustainability Performance in the Supply Chain” play an important role here. These principles establish globally recognized minimum social and environmental standards for automotive companies and suppliers.
Furthermore, we are promoting the practical implementation of a sustainable supply chain for raw materials. In this connection we are active in the Responsible Minerals Initiative, the Responsible Steel Initiative, and the Aluminium Stewardship Initiative. These initiatives act as platforms that enable cooperation with relevant stakeholders and make available sophisticated instruments for certifying the safe origin of materials such as cobalt, steel, and aluminum.
You can find specific information about our activities regarding social concerns related to the supply chain in the chapter on Human rights.