Download: Daimler China Sustainability Report 2013

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Download: Daimler China Sustainability Report 2013
Foreword
Dear Readers,
尊敬的读者:
Having the old Chinese saying “a business will not prosper without
to not only bringing the latest in technology to China, but also to
中国古语有云“业无信不兴”,对此我深表认同。基于此,我
的多种清洁能源产品,不仅将最新的技术引入了中国,为中国
integrity” in mind, I want to welcome you to the third edition of
contributing to the economic growth in the country as well as the
诚挚地欢迎您阅读第三期戴姆勒大中华区年度可持续发展报
经济发展做出了积极贡献,同时也推动了本土人才的培养,有
Daimler Greater China’s annual Sustainability Report that assesses
talent development that helps raise the bar for China’s industry for
the economic, environmental and social impacts of our business
an even brighter future.
告。在报告中,我们将全面阐述戴姆勒在华商业运营对中国经
力促进了中国汽车产业整体水平的提高,实现更加辉煌的未来。
济、环境以及社会的影响,全方位展现戴姆勒在华为可持续发
operations in 2013 whilst giving comprehensive insights into our
company’s sustainability endeavors.
As an integral part of our presence in the country, we also share our
展所付出的努力。
sustainable ideals with China by supporting continuously diverse
At Daimler we understand that trust is the most important currency
educational, environmental and cultural programs that tie us even
and an impeccable reputation the best capital a company could
closer to Chinese society and vice versa. And it goes without saying
ask for in its quest for sustainable business development. This is
that our corporate culture is integral to these ideals as well.
especially true in China, a country best characterized by speed, scale
作为戴姆勒在华践行可持续发展的重要组成部分,我们还通过
一系列教育、环保以及文化保护项目不断融入中国,回馈中国
为了确保可持续的业务发展,戴姆勒深知“信任”乃一切之本,
社会。这也是体现戴姆勒企业文化的重要组成部分。
良好的声誉更是公司最为宝贵的无形财富。在中国这个幅员辽
阔、发展迅速的国家更是如此。多年来,通过长期合作,我们
在本报告中,您将全方面了解戴姆勒在华的理念及业务运营,
已经与中国合作伙伴建立了高度互信、广泛深入的合作关系。
并将对我们如何与中国建立密切的合作关系、实现可持续发展
close relationships in and with China even more sustainable and
同时,我们一直全面地定义我们对社会创造的价值,不仅仅依
有更加深入的认识。
responsible.
靠财务数据,并且通过评估对环境和社会的影响来衡量公司是
and scope. And as a long term partner of China, we have established
In the following pages you may read in detail about these ideals
trustworthy, deep-rooted partnerships here, whilst defining value
and our business operations that have helped us to make our
creation holistically and measuring the success of our business
operations not only in terms of financial figures but also by its
environmental and social benefits for and acceptance in the country.
否成功。
Daimler ’s various ventures form strong and closely bound
alliances with their respective partners in China with a principle of
sustainability and related initiatives being at the core of these. With
戴姆勒与在华合作伙伴紧密合作,建立了多家合资公司,这些
our continuously increasing local production footprint, representing
合资公司均以实现可持续发展为原则,并以此为核心开展实施
the highest influential standard for environmentally friendly industrial
Hubertus Troska
production facilities and our wide line-up of green and clean
Member of the Board of Management of Daimler AG
products, ranging from hybrid to electric drives, we are committed
Chairman and CEO of Daimler Greater China Ltd.
唐仕凯
了众多相关举措。同时,戴姆勒不断扩大国产范围,采用代表
戴姆勒股份公司董事会成员
最高环保标准的工业生产设施,并提供从混合动力到纯电动车
戴姆勒大中华区投资有限公司董事长兼首席执行官
02
03
About the Report
Materiality Analysis
This is the third sustainability report released by Daimler Greater
Stakeholder Survey
Materiality Matrix
to sustainability ideas, strategies and management in China. It also
In the preparation of this report, we attentively listened to our
Based on the feedback of the Stakeholder Survey, we selected and evaluated 35 relevant issues from the perspective of being both important to our
explains how we have transformed our economic, environmental and
stakeholders’ opinions. As an effective means of communication,
company and important to our stakeholders. Upon the final approval of the senior Management of DGRC, the materiality matrix is charted as following:
social value in 2013.
the Stakeholder Survey provided a vivid and exact picture of
China Ltd. (DGRC). The report provides information on our adherence
stakeholders’ expectations. To better learn the comments of
Your suggestions will be warmly welcomed and highly appreciated.
Reporting Period
The report covers information from January 1 to December 31, 2013, and
also includes additional information beyond the stated reporting period.
stakeholders on DGRC’s sustainability practice, we conducted an
extensive stakeholder survey and interview. The Survey was designed
Vehicle Safety
Transparency
not only in reference to the content, classification of stakeholders
Compliance
and materiality matrix in Daimler AG’s sustainability report, but
also in comparison with the topics and materiality matrix of other
Environmental and Social Responsibility Requirement to Suppliers
Highest
sustainability reports (CSR reports) in the industry to ensure reliable
Reporting Cycle
The sustainability report is published annually.
Reporting Boundary
All data in the report are taken from official documents and statistics
reports of the Daimler Group and Daimler Greater China Ltd..
Supporting the Small and Medium Suppliers
Careful analysis of the feedback provided an insight into the
stakeholders’ perceptions and expectations on DGRC’s sustainability,
as well as their opinions on our sustainability practice. The survey
Report Compilation Principles
facilitated the communication between DGRC and stakeholders,
The report was developed in accordance with the Global Reporting
Initiative (GRI) Sustainability Reporting Guidelines (G4), the
International Standard Organization (ISO) ISO 26000: Guidance on
Social Responsibility (2010) and the Chinese Academy of Social
Sciences (CASS) China Corporate Social Responsibility Reporting
Guidelines (CASS-CSR3.0).
gathered the ideas and suggestions of stakeholders, and provided
Salaries and Benefits
Energy Conservation
Integrity and Compliance
Management on Suppliers
Water Conservation
Integrity and Compliance Management on Dealers
Supporting the Growth of Dealers
Diversity Management
Supplier Qualification Auditing
Vehicle Emissions Standards
Service Quality
Training for Dealers
Professional Training
Cooperation with Dealers in CSR Activities
Social Welfare Projects and Activities
Foundation Operation
Employee Voluntary Activities
Higher
Data Source
Environmental -friendly Products
customers, suppliers, dealers, employees, the public, media, NGOs
Xinjiang, Tibet, Fujian, Guangdong and Hong Kong.
Pollutant Emissions and Waste Management
Occupational Health and Safety
December 30, 2013. We collected the opinions and suggestions from
response was received from all over China in Beijing, Shanghai, Sichuan,
Career Development
Advanced Technique Appliance
DGRC conducted the Stakeholder Survey from November 22 to
and partners through online survey, field survey and interview. Positive
Integrity
Resource Conservation and Recovery
Local Purchase
New Energy Vehicles
Importance for Daimler
The report covers all relevant information of Daimler Greater China
Ltd., and its shareholding and participating subsidiaries.
and accurate results.
Product Quality
Work-Life Balance
Maintaining Biodiversity
Cooperation with Social Organizations
reference for our sustainability management and practice. We
exquisitely selected the content of the report according to
the Stakeholder Survey to ensure an accurate and compliant
Donations &Sponsorships
High
sustainability report.
Reference
In order to facilitate the presentation and reading, the words "we",
"us", "our", "DGRC" or "the company" refer to Daimler Greater China
Ltd.; "Group" or "Daimler" refer to the Daimler Group in this report.
High
Higher
Importance for stakeholders
Highest
04
05
Major Events in 2013
January 30, 2013
March 1, 2013
Mercedes-Benz took four titles in the Best Car
Beijing Mercedes-Benz Sales Service Co., Ltd.
awards selected by leading German magazine – AMS
(BMBS) went live
April 1, 2013
April 17, 2013
Daimler Trucks and Buses (China) Ltd. (DTBC)
Chengdu Training Center opened, the biggest of
went live
its kind outside Germany
April 20, 2013
More than 40 fascinating models were
displayed on Auto China 2013 in Shanghai
May 7, 2013
BBAC Engine Plant, Daimler’s first Engine Plant
outside Germany, has kicked off trial operation
March 28, 2013
FBAC opened the new product development
center-the first center of Mercedes-Benz Vans
outside Germany
April 19, 2013
The all-new A-Class launched in Shanghai
June 19, 2013
June 27, 2013
July 24, 2013
July 29, 2013
Daimler opened Joint Research Center for Sustainable
DENZA cooperated with three China’s leading
"Star of Tibet" opened, the highest-altitude auto
Transportation with Tsinghua University
automobile dealership groups
dealership in the world of Daimler
August 30, 2013
September 22, 2013
The new Face-Lift E-Class and the local-produced
DGRC held the celebration of its centennial
E-class launched in Chengdu
history in China
November 3, 2013
November 19, 2013
September 28, 2013
The all-new S-Class launched in Shanghai
December 13, 2013
DGRC published its second Sustainability
Daimler Northeast Asia Parts Trading and Services
Daimler AG is 12% shareholder in Chinese
DGRC was rated among the TOP 15 best
Report
Co., Ltd. (DPTS) celebrated its 5th anniversary
partner BAIC Group
employers in China
CONTENTS
Foreword
About the Report
Materiality Analysis
Major Events in 2013
Sustainability Management Responsibility Topic 1
New Demand, New Landscape, New Start
Responsibility Topic 2
Visiting New BBAC
Responsibility Topic 3
Invent New Vehicles with Smart Technologies
Responsibility Topic 4
Standing with Ya’an
01
02
02
04
08
14
Future-Oriented Operation
18
20
26
Our Approach and Strategy
27
Foundation Consolidation and Integrity
27
Further Localization for Higher Value
29
Getting Mutual Benefits with Industry Chain Partners
32
22
Operation-related
Environmental Protection
46
Our Approach and Strategy
47
Addressing Climate Change
48
Air Purification
50
Water Management
50
Waste and Resource Management
51
Conservation of Nature, Land Use, and Biodiversity
51
Logistics and Employee Transport
51
Our Employees
52
Our Approach and Strategy
53
Respect for Employees
53
Team of Excellence
55
As an Attractive Employer
56
CSR Main Projects Planning 2014
65
Key Figures of the Daimler Group in 2013
66
GRI Index
68
24
Products & Services
34
Social Commitment
58
Our Approach and Strategy
35
Our Approach and Strategy
59
The Path to Emission-free Mobility
35
Focus on Education Empowering Better Future
59
The Road to Accident-free Driving
38
Communicating a Road Safety Culture
61
Environment Friendly Production
41
Arts and Sports
62
Local Service
43
Building Green Communities
63
Social Care
64
08
09
Building to Last
Headquartered in Stuttgart, Germany, Daimler AG is one of the world’s most successful auto
Sales centers
manufacturers, and among the world’s biggest premium car and van manufacturers. Daimler
8,000
Group consists of all the subsidiaries directly or indirectly controlled by Daimler AG around the
world, through which it provides a wide range of services.
Daimler is now active in almost every country around the world, offering a series of strong
brands represented by Mercedes-Benz, innovative products and a portfolio of tailor-made
automotive services. As of December 31, 2013, it operated a network of production facilities
in 19 countries and above 8,000 sales centers. In total, Daimler has 274,616 employees
About Us
worldwide.
Sold
2.35
million vehicles
In 2013, the Group sold 2.35 million vehicles and its revenue totaled €117.982 billion.
Currently, its portfolio consists of Mercedes-Benz cars, Daimler trucks, Mercedes-Benz vans,
Daimler buses, auto finance and spare parts services.
Revenue totaled
117.982
€
billion
Century-Long History in China
The company’s founders, Gottlieb Daimler and Carl Benz, made history with the invention
of the automobile in the year 1886, ushering in a new mode of mobility and spawning
In 1913, German merchant Franz Oster introduced the first Mercedes-Benz car into China and
became the Head of Mercedes-Benz sales department, marking the beginning of Daimler’s
revolutions in production and living. Innovation serves as the engine that drives our
presence in this country. Over the past 100 years, Daimler brought many innovative products
growth. At Daimler, nothing is more exciting than to produce superior automobiles.
the profound changes of China.
As a pioneer of automotive engineering, we continue to shape the future of mobility today.
Never has Daimler been more exciting than it is today.
and technologies to this market, and in the meantime, witnessed the opening up reform and
“
On September 22, 2013, DGRC held the ceremony themed “Tradition, Commitment, Vision”
Daimler’s confidence in China and our
at the Mercedes-Benz (Beijing) Center in celebration of its centennial history in China, and
commitment to this country are today higher
announced that DGRC is going to establish the Mercedes-Benz Culture Center in Beijing, which
than ever. With great products, services, and
included the second Mercedes-Benz Museum in the world outside Germany. In the future, we
strong partners, we have everything we need
will produce more models in China to fuel the country’s ambitions for sustainability and the
to pave the way forward for the next 100 years.
“China Dream” and turn China into the second home of Daimler.
”
—— Hubertus Troska
Member of the Board of Management
of Daimler AG, Chairman and CEO
of Daimler Greater China Ltd.
Begins
Expanding the Product Portfolio
German merchant Franz
Oster introduced the first
Mercedes-Benz cars into
China.
1913
More than 2,800 Mercedes-Benz
trucks were manufactured in
assembly factories in Shanghai
and Hong Kong.
1924~1939
Placing Customers First
Moving Forward in China
Based in Beijing, Daimler
Ser vice department for B e n z AG e s t a b l i s h e d
Mercedes-Benz vehicles representative office.
was founded in Beijing
to deliver even bette r
excellence in service to
Chinese customers.
1980
1995
Laying the Foundation for the Future
Realizing Your Dreams
Daimler Chrysler China Ltd. was
established in Beijing, serving
th e d e m a n d fo r M e r c e d e s Benz passenger cars and vans,
D a i m l e r t r u c ks a n d b u s e s ,
financial services, parts and R&D
on the mainland, Hong Kong,
Macau and Taiwan. Today this
company is known as Daimler
Greater China Ltd..
Mercedes-Benz Auto Finance
Ltd. (MBAFC) was established to
help make the dream of owning
a Mercedes-Benz come true for
even more Chinese customers,
by providing auto financing and
insurance services across China.
In 2012 Mercedes-Benz Leasing
Co. Ltd. was established, adding
leasing services to the product
portfolio.
2001
Outstanding Logistics
Services for China
Entry Ticket to the
Medium/Heavy-Duty Truck Segment
Laying the Foundation for
Mercedes-Benz’s Future Growth
Daimler Northeast Asia Parts
Trading and Services Co., Ltd.
(DPTS) was founded as single
entity that today manages 5
warehouses across China, serving
as the backbone for the logistics
supply of spare parts.
Beijing Foton Daimler Automotive
Co., Ltd. (BFDA) formed with Beiqi
Foton Motor Co., Ltd. to locally
produce medium and heavy-duty
trucks in Beijing for the world’s
biggest commercial vehicle market.
Beijing Mercedes-Benz Sales Service Co.,
Ltd. (BMBS) was founded to combine and
streamline functions of sales and services
across a broad level of departments to
cover both imported and locally-produced
Mercedes-Benz cars in China, setting a
new course for future growth. The company
became operationally-effective on March 1,
2013.
2005
2008
100 Years
Begins
1924
1956
Gaining Ground in the First Years
Joining Hands with Chinese Partners
The sales department of
Mercedes Automotive China
Agency for Mercedes cars was
established in Shanghai.
Joint venture was established for
selling Mercedes-Benz cars in
China between German Otto Wolff
Automotive Ltd. and local partner in
Hong Kong.
1986
Growing Strength of the
Three-Pointed Star in China
Mercedes-Benz China Ltd.
was founded in Hongkong as
a wholly-owned subsidiary of
Daimler Benz AG that oversaw
all imported passenger vehicle
products under the MercedesBenz brand in the mainland,
Hong Kong and Macau.
2007
2011
Built in China, for China
Premium Vans for China
Leading to the Future with EmissionFree Mobility
M o U s i g n e d b y M r. J ü r g e n E .
Schrempp to establish joint venture
between Daimler and BAIC for local
production of Mercedes-Benz C- and
E-Class. Only two years later, local
production took off with the E-Class,
with the establishment of Beijing
Benz Automotive Co., Ltd. (BBAC).
Daimler Vans Hong Kong Limited
and Fujian Motor Industry Group
Co., Ltd. started joint venture
partnership for local production
of Mercedes-Benz Sprinter, Viano,
and Vito in Fuzhou.
Shenzhen BYD Daimler New Technology
Co., Ltd. (BDNT) was established, a
joint venture with BYD to build the first
Chinese electric vehicle, marketed
under the new brand DENZA and tailormade for China.
2003
2012
Delivering Trucks You Can Trust
Daimler Trucks and Buses (China) Ltd.
(DTBC) was established in Beijing for
business operations of imported trucks,
special trucks and buses in China.
2013
100 Years Anniversary of Daimler
in China
On September 22, 2013, DGRC
held a ceremony themed “Tradition,
C o m m i t m e n t , V i s i o n ” a t th e
Mercedes-Benz (Beijing) Center
in celebration of its centennial
history in China, and announced
that DGRC is going to establish the
Mercedes-Benz Culture Center in
Beijing, which started the second
Mercedes-Benz Museum in the
world outside Germany.
Daimler in China
Joint ventures in China :
China is one of the largest markets of Daimler in the world, Daimler has estabished the products, sales and service companies and joint ventures
Mercedes-Benz (China) Ltd. (MBCL)
to provide innovative products and services for China.
Beijing Mercedes-Benz Sales Service Co., Ltd. (BMBS)
Beijing Benz Automotive Co., Ltd. (BBAC)
Beijing Foton Daimler Automotive Co., Ltd. (BFDA)
Companies of Daimler in China :
Shenzhen BYD Daimler New Technology Co., Ltd. (BDNT)
Daimler Greater China Ltd. (DGRC)
Fujian Benz Automotive Co., Ltd. (FBAC)
Daimler Trucks and Buses (China) Ltd. (DTBC)
Daimler Culture Development Co., Ltd. (DCDC)
Mercedes-Benz Auto Finance Ltd. (MBAFC)
Mercedes-Benz Leasing Co., Ltd. (MBLC)
Daimler Northeast Asia Parts Trading and Services Co., Ltd. (DPTS)
Beijing
Daimler Greater China Ltd.(DGRC)
Daimler Trucks and Buses (China) Ltd. (DTBC)
Established in January 2001 and headquartered in
The Mercedes-Benz truck business has flourished in
Beijing, Daimler Greater China Ltd. (DGRC), originally
China for over 50 years. Now DTBC, established in 2012,
named Daimler Northeast Asia Ltd., is responsible for
further builds upon Mercedes-Benz Trucks’ status as
the operations of Mercedes-Benz Cars, Mercedes-Benz
the long-standing leader in the premium import truck
Vans, Daimler Trucks and Buses, Mercedes-Benz Financial
segment and as the third largest import market for
(including Mercedes-Benz Auto Finance and Mercedes-
Mercedes-Benz. Starting as a business unit in China,
Benz Leasing), Daimler Spare Parts and R&D Centers in
Mercedes-Benz Trucks began with two employees, and
Mainland China, Hong Kong, Macau and Taiwan.
has grown to over 120 staff across 17 departments,
Established in 2005 with only 54 employees, today the
company employs 430 staff across 11 departments
at MBAFC, and five departments within MBLC. The
team is committed to delivering the most innovative
Fuzhou
customers to enjoy their Mercedes-Benz with even
renowned Actros that holds the Guinness World Record
for lowest fuel consumption, to the Unimog, recognized
as a “living legend”. Additionally, DTBC is also actively
developing its bus business in China.
Mercedes-Benz Leasing Co., Ltd.(MBLC)
Established in January 2012, Mercedes-Benz Leasing
industry, the company today serves almost 250,000
Co., Ltd. (MBLC) is the first automotive brand in China to
finance and insurance customers. MBAFC is the first
provide leasing services to both individuals and businesses.
automotive group within Asia to receive the 2011 VDA
This ground-breaking product is designed to provide
6.2 certification from TÜV SÜD - a leading German-
customers with individualized and flexible leasing solutions
based certification agency, for its service excellence,
that meet the highest levels of financial standards.
benchmark to a new level.
The joint venture between Daimler and BAIC Motor
Ltd. (MBCL) is a joint venture wholesale company, which
commenced operations on March 1, 2013. The company
imports almost the entire Mercedes-Benz passenger car
markets, distributes and services both locally-produced
product line to mainland China, and manages distribution
and imported Mercedes-Benz cars under a single
for Mercedes-Benz car products in this market. For
integrated strategy, through an organized network
long-term and sustainable growth in China, Daimler has
delivering a unified image to all dealers and customers.
increased its share of the import company Mercedes-Benz
With over 1,000 employees at an average age of 35, the
(China) Ltd..
ambitious and talented team is headquartered in Beijing,
Ltd. (DPTS)
Established in April 2008, DPTS is headquartered in
Beijing. The company consolidates after-sales parts
logistics for the entire Mercedes-Benz and smart product
and services range in China. DPTS began with 118
employees, and now has grown to 419 working across
10 departments. DPTS has achieved the certification as
“Corporate AA” by the Chinese Customs Authority, which
is the highest certification level that can be best owed for
Import/Export companies. From the smallest parts such
as nuts and bolts to a full Actros truck cabin, DPTS has
approximately 40,000 parts in stock. The longest delivery
distance is about 4,000 km – from Beijing to Urumqi.
Beijing Benz Automotive Co., Ltd. (BBAC)
in Guangzhou, Shanghai and Chengdu. Featuring the
Established in 2005, BBAC operates the local production of
largest Mercedes-Benz product portfolio ever and perfectly
Mercedes-Benz passenger cars in China, currently producing
complemented by smart and AMG products, BMBS serves
C-Class, the long wheelbase E-Class, and GLK-Class. The
every passenger car customer segment.
company has achieved tremendous staff growth, from 2,900
employees in 2005 to over 8,800 employees this year.
Beijing Foton Daimler Automotive Co., Ltd. (BFDA)
Daimler and Chinese partner are investing four billion EUR
BFDA was officially established in 2011 and provided
to more than double production capacity within the next few
Daimler with access to the attractive medium and heavy-
years. BBAC is destined to become the biggest car plant in
duty truck segment in the world’s largest commercial
scale for Mercedes-Benz worldwide. The GLA-Class will be
vehicle market. Currently, BFDA produces Foton Auman-
the fourth Mercedes-Benz star to be born in Beijing, and the
branded medium and heavy-duty trucks. Auman trucks
BBAC site also houses the first ever Mercedes-Benz engine
with Mercedes-Benz engines (Mixed Trucks), will be
plant outside of Germany.
launched in the market in the near future, and will become
a leading heavy-duty truck in the Chinese market. In the
Daimler Northeast Asia Parts Trading and Services Co.,
greater freedom. As a pioneer in China’s auto finance
and persistent verification in 2012, setting the industry
Shenzhen
the portfolio of the company ranges from the world-
products and one-stop tailor-made services that allow
Beijing Mercedes-Benz Sales Service Co., Ltd. (BMBS)
Established in September 2005, Mercedes-Benz (China)
with regional outposts strategically located across China
creating more than 1,500 jobs in China along the way .Today
Mercedes-Benz Auto Finance Ltd. (MBAFC)
Mercedes-Benz (China) Ltd. (MBCL)
Fujian Benz Automotive Co., Ltd. (FBAC)
near future, Mercedes-Benz OM457 heavy-duty engines
Shenzhen BYD Daimler New Technology Co., Ltd.
Officially established in 2007 in Fujian Province, the
(BDNT)
beginnings of the company reveals quite a story – with
Established in 2011, Daimler’s partnership with BYD was
only two temporary offices made of mobile tents that
the first all-electric vehicle R&D joint venture to be created
were flooded by a typhoon, a solid team spirit was built
in China.The partners joined hands with a clear mission: to
through working closely together during challenging
Daimler Culture Development Co., Ltd.
develop the safest and most reliable electric vehicle - in China
circumstances. Along with the principles of discipline,
Established in November 2012, Daimler Culture Development
and for China. The company has grown to 300 employees
responsibility, passion and respect, the company
Co., Ltd. (DCDC) is a joint venture between Daimler Greater
across 9 different departments in just three short years.The
has grown to a full-fledged structure with over 1,500
China Ltd. and Republic Holding Co., Ltd.. DCDC will estalish
dream of bringing the all-electric vehicle to China is about to
employees across 32 departments, with the remarkable
the second Mercedes-Benz Museum in the world outside
become reality: 2013 will see production initiation; in 2014
achievement of producing its first Mercedes-Benz van,
Germany.
the first cars will be delivered to customers. The first DENZA
rolling off the local assembly line after only 20 months.
dealerships will be in Shenzhen, Shanghai, and Beijing.
Today, FBAC is responsible for both imported and locallyproduced Mercedes-Benz van products.
will be produced locally at BFDA’s production facilities in
Huairou, Beijing. By 2020, the company targets the #1
position in China’s heavy-duty truck market.
14
15
Sustainability Strategy
“
Daimler Group attaches great importance to China. In 2013, it expanded the board of
Sustainable development and the role of a
management for its China operations and appointed Mr. Hubertus Troska as the Chairman and
good corporate citizen go hand-in-hand. With a
CEO of Daimler Greater China. As a result, DGRC can directly participate in the policy-making
comprehensive lineup of products and services,
process of the Group and for its turn, the Group can directly listen to voices from China.
and various environmental, educational and
charity programs, we continue to make our
We always focus on Corporate Social Responsibility and business sustainability by operating
contribution to China’s business and society.
”
in an ethical and compliant fashion. By maintaining multilateral dialogs, we seek the common
development with local partners, facilitate the advance of China’s automobile industry and
—— Hubertus Troska
Member of the Board of Management
of Daimler AG, Chairman and CEO
of Daimler Greater China Ltd.
create new opportunities.
Sustainability Management
Dimensions of Our Sustainability Strategy
Group-wide sustainability strategy
Content
dimensions
Sustainability management remains a fixed component of Daimler’s business
activities. At Daimler, we understand sustainability as responsible corporate
Our claim
behavior that leads to long-term business success and is in harmony with the
Responsible
business partners
Product
responsibility
Production
responsibility
Employee
responsibility
Ethical
responsibility
Social
responsibility
We are committed
to upholding legal
and ethical standards,
and we ask our
business partners
and suppliers to do
the same.
We develop safe,
clean and fuelefficient vehicles in
order to provide
customers with
sustainable mobility
solutions.
In line with our
environmental
management system,
we invest in
environmentally
compatible production
and process
technologies.
We offer attractive
working conditions
in order to express
our appreciation
of our employees
and promote their
development.
We set a good
example, orient our
business operations
in line with sustainability, and aim to
achieve the greatest
possible success
via ethically correct
methods.
We undertake
activities outside of
our business
operations in order
to benefit the
communities
in which we are
located.
environment and society.
Management responsibility
Involvement of stakeholders affected by Group activities, transparent reporting, development and implementation of
a Group-wide sustainability program, monitoring of sustainability measures
At DGRC, the notion of sustainability is incorporated into our strategies and
daily management to spearhead the sustainability of China’s automobile
industry and grow in harmony with local community.
Key issues
and target
indicators
Sustainable
supplier
relations
management
Fuel consumption
and CO 2 emissions,
product safety,
customer
satisfaction
CO2 emissions
and energy
efficiency,
pollutant and noise
emissions
Employer appeal
on the basis of the
Commitment
Index (from
employee surveys)
and our position
in HR marketing
rankings
Measures to firmly
establish sustainable
and ethical actions
in our company,
assessed by means
of internal surveys
and the Advisory
Board for Integrity
and Corporate
Responsibility
Good contacts
to stakeholders,
social commitment,
donations,
sponsorship,
foundations and
volunteering
Opportunities and Challenges
There are profound changes of China’s automobile industry in 2013, which set higher requirements on DGRC’s sustainable development.
The complicated and changeable of China market with its legal environment, business culture, market scale, growth potential and consumer
preference, combined with the restriction policies on automobile ownership and traffic in many cities, bring immense pressure to China’s
automobile industry. The ever-escalating resource and environmental pressure also raised new demands for more fuel-efficient and
environmental-friendly automobiles to DGRC’s joint ventures in China.
On the other hand, China’s automobile industry keeps growing with expanding customer bases and increasing market potential. The requirements
on energy and environment bring the risks as well as opportunities, particularly for new technologies. Mobility, autonomous driving and electric
driving will propel and define the future growth of automobiles, which will also bring a huge opportunity for us.
16
17
Our Stakeholders
Future Growth
Daimler will further pioneer and shape the automobile industry through technological innovation, and that the company’s future investment will
Stakeholder communication and engagement is an important path to realize the sustainable development of enterprises. DGRC continue
focus on new models, energy-efficient and environmental-friendly drive systems and safety technologies.
to expand and create channels with customers, employees, communities and other stakeholders to form a mutual trust and commitment
Daimler will continue its localization in the China market which is the most important part in its target to become the world’s largest luxury
mechanism. We respect the opinions from our and stakeholders, and reflect demands of stakeholder into the enterprise management operation
automaker by 2020. In 2013, it kicked off the plan to invest €2 billion within 2 years and launch about 20 new and updated models in China.
to achieve harmony and win-win relationship with the stakeholders.
Moreover, it will further enhance its strategic partnership, production, sales and training of local employees in China to advance the sustainable
development of China’s automotive industry.
Stakeholders
Sustained growth performance
Improvement of profitability
Stable and sound business operations
Reporting works
Sites visit
Employees
Career development
Salaries and benefits
Capacity building
Diversity management
Employee survey
Labor Union
Communication on internal websites
Face to face communication
Customers
High-quality products and services
Safety, environmental -friendly products
Advanced technique appliance
Customer satisfaction survey
Phone, mail, fax and Internet feedback
After-sales services
Open, fair and impartial procurement
Qualification auditing
Supporting the development
Integrity & Compliance management
Suppliers meeting
Dealers conference
Daily business communication
Seminar
Sustainability Governance Structure
Shareholders
Board of Management
Dr. Dieter
Zetsche
Chairman of the
Board of
Management and
Head of
Mercedes-Benz
Cars
Dr. Wolfgang
Bernhard
Dr. Christine
Hohmann-Dennhard
Head of Daimler
Integrity and
Trucks
Legal Affairs
Wilfried Porth
Human
Resources and
Labor Relations
Director &
Mercedes-Benz
Vans
Hubertus
Troska
Andreas※
Renschler
Manufacturing
and Procurement,
Mercedes-Benz
Cars
& Mercedes-Benz
Vans
Prof. Dr. Thomas
Weber
Bodo Uebber
Finance
&Controlling/
Greater China
Daimler
Financial
Services
Group Research
& Mercedes-Benz
Cars
Development
China Executive Board
Product chain& partners
Frank Deiss
Juergen Hartwig
Bjorn Hauber
Chairman & CEO of
Executive Vice President & Executive Vice President of
Daimler Greater China Ltd. CFO of Beijing Foton Daimler Daimler Greater China Ltd.,
Automotive Co., Ltd.
Head of Daimler Financial
Services Truck Project
President & CEO of
Beijing Benz Automotive
Co., Ltd.
Executive Vice President
of Daimler Greater China
Ltd., Head of Human
Resources
President & CEO of
Fujian Benz Automotive
Co., Ltd.
Klaus Mannsperger
Helmut Ruhl
Nicholas Speeks
Robert Veit
Hubertus Troska
Stefan Albrecht
Dr. Wolf Bay
Channels
Demands and Expectations
Questionnaires
Alexandre Mallmann
Arno Roehringer
Social development engagement
Social caring activities
Environmental protection
Educational arts and sports support
Employee voluntary activities
Donations &Sponsorships
Supporting the disaster area
Press release
Important events of the company
Future planning
Media calls and visits
Media meeting
Microblog
Research institutions
Technical innovation
Joint training of talent
Mutual benefit and win-win
Theories and subject studies
Daily communication
Seminar
Environment
Saving energy
Reducing emission
Recycling and reutilization
Environmental protection activities
Sustainability report and
according communication
Integrity & Compliance
Orderly operations
Sites visit
Communities
Media
Executive Vice President of
Daimler Greater China Ltd.,
Head of RD China
Executive Vice President
of Daimler Greater China
Ltd.,
Head of RD China
COO of Shenzhen BYD
Daimler New Technology
Co., Ltd.
CFO of Daimler Greater
China Ltd.
President & CEO of Beijing
Mercedes-Benz
Sales Service Co., Ltd.
President and CEO of
Daimler Trucks and Buses
(China) Ltd.
Daimler Greater China Ltd. Sustainability Working Group
External Affairs & Public Policies
※: stepped down on January 28, 2014
Corporate Office
Media Communications & Public Relations
Government
Reporting works
18
1
19
Responsibility Topic :
New Demand, New Landscape, New Start
Daimler has been operating in China for over a century. The rapid expansion of Chinese automobile market is driving
us to reflect on how to better serve local consumers and meet their demands. China’s automobile industry now shows
Service System Innovation
Concerted Action
The establishment of the sales company marked the first step we
Employees are the focal point of our effort to deal with customers
made in integrating our sales channels in China. However, we still
and to convey our notions via dealers. We wish to deliver services
have a long way to go to integrate the teams, enhance cooperation
of higher quality to end users by getting our “Customer Oriented”
with dealers and improve customer relations.
and “Customer Foremost” notions recognized by employees, and
conveying such notions to affect dealers.
a new development momentum. In this context, we need to make changes in the dimensions of products, brands,
To fulfill “Customer Satisfaction in the First” is the goal and outcome
sales, service and corporate social responsibility to empower our future growth.
we pursue, which demands coordinated routine work plans and
In 2013, BMBS launched internal PMI (Post-Merger Integration)
process designs. As the bridge between customers and us, dealers
program in an effort to build a new corporate culture oriented
are crucial to our sustainability. We conducted a dealer satisfaction
to customer need, and further enhance the cohesion of the new
For a long time, Mercedes-Benz operated two separate sales channels for imported and
survey in 2013 to obtain an in-depth understanding of what dealers
company’s employees. The company also set up the Labor Union
locally-made passenger cars. However, this “independent” sales pattern has become the
think and expect from us in terms of product service support, order
which serves as the platform where employees from different cultural
major obstacle to its further expansion in China’s rapidly-growing automobile market. In March
cycle time, etc. and eventually help them improve their service level.
background can learn about and understand each other. The Labor
“
We are more and more aware of what
of 2013, Beijing Mercedes-Benz Sales Service Co., Ltd. (BMBS), a joint venture between DGRC
China means to Mercedes-Benz. It will
and BAIC Motor, was officially established, which combines the functions of sales & marketing,
We provide a wide range of training programs for dealers on
for Chinese and western employees in 2013. Employees actively
become the largest market for Mercedes-
after-sales service, dealership expansion, used-car and fleet-car sales, as well as dealer and
service skills, marketing strategies, management guidelines and
participated the Family Day with the theme of “Love Share, Share
Benz. In some sense, the future growth of
workshop training, covering both imported and locally-produced Mercedes-Benz cars in China.
brand culture. In addition, we carry out strong Mercedes-Benz
Love” and many sports activities to enhance mutual understanding,
Mercedes-Benz in global market is highly
With the establishment of BMBS, DGRC has reached a crucial milestone in China and set a
branding campaigns to help dealers expand and maintain frequent
thus becoming more expectant of future cooperation and enthusiastic
depending on its development in China.
new course for long-term development and sustainable growth.
communication with them. In 2013, we upgraded the E-star microblog
about work with a stronger sense of identity. This has established a
platform for daily communication with dealers to provide more regular
solid foundation for us to better serve China’s development and meet
With the establishment of the new sales company, our past glory is renewed and future growth
and interactive service training. Moreover, we set up a taskforce
the demands of local customers.
ensured. Mmoreover, a sales management department was set up to coordinate the product
consisting of backbone forces from sales, product management,
marketing, pricing and sales activities for DGRC at HQ. The main aim is to bundle all sales
marketing, PR, after-sales service and training departments to
relates activities to and from HQ and support DGRC with more internal resources.
address questions raised by dealers on the microblog, sort out and
”
—— Nicholas Speeks
President & CEO,
Beijing Mercedes-Benz Sales Service Co., Ltd.
Union also organized Christmas party and Spring Festival celebration
push product-related information on a regular basis.
"Customer Foremost"
As the Chinese automobile market gets more mature and developed, Daimler is gradually
shifting its focus here. We know that our customers in China have different tastes by the
expansion of customers group and the change of customers' age frame. Our Goal is to offer
the best to everyone, so we integrate the notion of “Customer Foremost” into every aspect
of operation, doing our utmost to find what Chinese customers need. The maintenance of
customer communication will enable better localization plans in terms of number of vehicles
introduced, technical specifications and parameters so as to better address the need of
Chinese customers and the Chinese market.
Guided by the “Customer Foremost” development strategy, we will adopt more unified
standards for our services. We hope that the effort we make for Chinese customers can be
recognized. We will maintain frequent communication with customers in the next two years to
further increase customer satisfaction and better serve the development of an auto society for
sustainable development of both Daimler and China.
PMI Programs of BMBS
20
2
21
Responsibility Topic :
And early 2015 the GLA-Class, a premium product for the fast-growing compact SUV segment,
Visiting New BBAC
plant that will produce the front-wheel-architecture vehicle was laid in September 2012.
will become the next Mercedes-Benz star to be born in Beijing. The cornerstone for the NGCC
The Mercedes-Benz passenger car production side BBAC is a successful example on an ecological and economical
Mercedes-Benz quality standards
successful development, as it is backed up by continuous investment and improvement - destined to become the
Quality Management is an integral part of the Mercedes-Benz global production network.
biggest Mercedes-Benz production facility worldwide in future. Grounded on the most modern equipment and adhering
Globally acknowledged Mercedes-Benz quality standards have been built into every step of the
to global quality standards, about 50% of Mercedes-Benz’ China sales were produced locally at BBAC in 2013. This
production process at BBAC, following the Mercedes-Benz Production System MPS, extending
figure is expected to grow to at least two-thirds in 2015. For this, Daimler and its partner are investing in total 4 billion
Euros.
throughout the complete supply chain and being supported by significant investments into
state of the art technologies. The most modern and highly sophisticated Coordinate Measure
Machine in the industry is just one proof. It measures physical and geometrical characteristics
of parts and vehicles to make sure that these comply with defined requirements. So even
the smallest non-conformities in dimension and fitting can be detected, if need be even on a
dimension level below 0.1 mm. By this it is assured that the produced cars exemplify and live
BBAC successfully passed the ISO/TS16949
certification audit and become the first and
the only certified Joint venture automobile
manufacturers of China in October ,2013
up to the Mercedes-Benz value of ‘The best or nothing’ in exactly the same way as vehicles
from any other Mercedes-Benz plant worldwide.
In fact, this has been also recognized beyond the BBAC site: J.D. Power Asia Pacific’s 2013
China Initial Quality Study ranks Mercedes-Benz as the brand with the highest initial quality
among 65 international and domestic automakers surveyed. The locally produced MercedesBenz’ core model ranges E-Class and C-Class dominated their respective segments ranking
number one.
Produced 119,815 vehicels in 2013
and the annual growth is
20.7 %
Number of employees of 2013 :
8,818
Greener products through green production
MRA plant completed
3 - in -1 production site
Starting with the signing of the framework agreement on the strategic cooperation between
Daimler and BAIC Motor in 2003, BBAC has today grown to become a main production hub
for Mercedes-Benz. In fact, BBAC is not just a production hub, but – thanks to its unique and
combined location strategy – 3 plants in 1:
Aside from the long-wheelbase E-Class, the first and to this day only Mercedes-Benz tailor-made
for a single country, BBAC produces two more rear-wheel drive vehicles (MRA) that are the
backbone of Mercedes-Benz development in China: since 2008, the C-Class and, since 2011,
the GLK-Class. In 2014 the all-new C-Class will make its debut with a long-wheelbase version.
Since November 2013, the BBAC site houses the first ever Mercedes-Benz engine plant outside
of Germany that has been built up by an investment of 400 million Euros and with an annual
capacity of 250,000 engines in the 1st phase. The 4- and 6-cylinder engines are deployed
Engine plant
“
Producing cars in-line with Daimler’s value of sustainable mobility, the BBAC plant itself embodies wide
We provide our customers with fascinating
spectrum of “greener production solutions”:
products and first-class solutions in line with
Back in 2005, BBAC invested in “isolation layers” beneath its shop floors that protects the ground
below from being polluted. Also, BBAC installed solar panels on the roof of its new assembly shop to
generate more than 3 million kilowatt-hours of electricity a year, equivalent to saving 1,200 tons of coal
consumption and about 3,000 tons of carbon dioxide emissions per year. In addition, the new assembly
shop is designed with a geo-exchange heating and cooling system which helps to reduce the emission of
carbon and reduces total energy consumption by 40 percent.
BBAC’s rainwater collection system covers 1.6 million square meters of its facilities and
minimizes water consumption by allowing up to 800,000 tons to be reused annually. And, to
further minimize the emission of volatile solvents harmful to the environment during the vehicle
painting process, BBAC applies a state-of-the art process in its new paint shop to dispose of
pollutants by condensation and then combustion, bringing the added benefit of converting
pollutants to heat energy for reuse. And even the small details have been worked on: the
company has replaced halogen lamps with Low Voltage Discharge Lamps to save over 50
percent of lighting costs.
in locally produced Mercedes-Benz passenger cars and vans. Additionally, key machined
BBAC will continue to invest in the installation of environment-friendly technology in its
components will be exported to Germany starting 2014.
manufacturing facilities, representing Daimler’s sustainable partnerships in China.
Mercedes - Benz global standards, build
facilities representing the latest technological
development and offer more monetization
opportunities and economies of scale to our
partners while diversifying our product portfolio.
”
—— Frank Deiss
President and CEO of Beijing Benz
Automotive Co., Ltd.
22
3
23
Responsibility Topic :
Smart Connection Service
Invent New Vehicles with Smart Technologies
Sparked by evolving communication technologies, vehicle service is now experiencing an
With the advent of S500 Smart Drive,
unprecedented revolution. Driven by the user-focus notion, Daimler launched Tele Aid -
Mercedes-Benz took the lead in making
the first-generation remote information system based on mobile phone, satellite and radio
“
vehicles capable of Autonomous driving in
As the digital technology advances, the impact of social informatization is seen in every aspect of
people’s life. While bringing convenience to us, smart devices profoundly change our way of life and
habits. In this context, as the inventor of the automobile, Daimler starts to reflect on how to deepen
the positive impact of digital waves on safety, energy consumption, utilization of new energy, driving
experience and other factors of mobility so as to increase the transport efficiency of the whole
society.
technologies in 1999, to enable users to share information on road and vehicle conditions.
Autonomous Driving
The exchange of information between vehicles is also important for Daimler smart service.
first vehicle. Thus, we have re-invented the
Daimler is focusing on the research of car-to-X communication (C2X), which monitors distant
vehicle and reached another milestone
areas around the vehicle. C2X communication enables vehicles to share information with one
in history. Technically, this represents a
another and with the traffic infrastructure so that automobiles can look ahead and “around
major step toward Autonomous driving.
complex urban and inter-city road conditions.
Daimler hopes that this can serve as the launching pad to turn vehicles into access ports
As the inventor of the automobile, we made
to the era of Internet of Things and the core of mobile life. The vehicle-mounted smart
the world’s first vehicle driven by internal
information system connects vehicles with the back-office data center and the call center to
combustion engine 130 years ago. Now, the
provide a wide range of information services, including trip consultancy, POI (Point of Interest)
S500 Smart Drive which is equipped with
search and recommendation, information pushing to vehicles, prompt on parking space,
state-of-the-art technologies developed by
automatic collision notification and emergency aid. In the future, the system will be constantly
Mercedes-Benz has successfully finished
improved to deliver a better user experience.
a 100km self-driving test along the route
travelled by Mrs. Bertha Benz on the worlds’
Safety has always been the core of Daimler’s sustainability concept.
Daimler plans to introduce autonomous driving systems step by step
With the development of intelligence technology, the active safety
by enhancing its existing driver assistance systems and developing
driving with more efficient is realized. The self-driving vehicles in the
completely new (semi-) autonomous driving functions to help realize
future will have clear advantages over human drivers. Computer-
the vision of accident-free driving. Autonomous driving uses a wide
assisted systems never tire and can continuously monitor a
range of data — for example, in order to determine the exact location
360-degree view of the vehicle’s surroundings. Moreover, they can
of the vehicle and issue accurate driving commands. When using this
react to potentially dangerous situations much faster and more
data, Daimler observes the applicable data protection regulations. If
precisely than a human being, increasing the safety of all road users.
necessary, it is also willing to enhance them to protect its customers’
Autonomous driving can achieve high levels of fuel efficiency,
privacy. Technical and organizational measures to ensure data
which is another key advantage by driving in perfectly coordinated
security will be implemented.
columns or by looking very far ahead. The fuel savings will also lead
to corresponding reductions of the autonomous models’ pollutant
For our first step to achieve the autonomous driving, the S500
emissions and thus benefit the environment. Autonomous driving
INTELLIGENT DRIVE system is based on sensor technologies that
also has great potential when it comes to safety, profitability and
connected with a highly detailed 3D map of the route and used
efficiency in the logistics and freight forwarding sectors. What’s
sophisticated algorithms to calculate all autonomously performed
more, mobility concept such as car2go, which enable customers to
driving maneuvers. The next step will be to gradually expand the
rent vehicles on the spur of the moment, can be made even more
range of intelligent assistance systems that can increasingly perform
flexible and sustainable with the help of autonomous driving functions.
autonomous driving tasks (e.g. on highways).
the corner.” C2X systems can make traffic more efficient and environmentally compatible by
helping to optimize traffic flows. Daimler recognized the potential of C2X early on. For decades
now, it has been a driving force in the research and development of this technology for use in
series-production vehicles.
Smart Future
Daimler believes that future automobiles will integrate many smart technologies. To realize the
evolution from self-driving to automatic driving, Daimler submits the largest number of patent
applications in the industry every year, and gradually applies smart technologies, including
communication between vehicles and surroundings, inter-vehicle information exchange and
reception of external signals to its vehicles. In addition, it maintains frequent exchanges with
information communication companies to explore a path to future smart vehicles.
In 2013, Daimler reached partnership with many technology companies, including Nokia and
smart watch maker Pebble in an effort to make breakthroughs in smart devices and smart
The most direct impact of autonomous driving will be on comfort.
driving. We hope that the collaboration with hardware manufacturers and software providers
Motorists will be able to delegate monotonous driving tasks to the
in different fields can provide an example for existing and late-coming smart vehicle makers to
onboard computer at the push of a button. A strong argument for the
facilitate the attainment of smart mobility.
further development of autonomous driving functions is the need to
provide more mobility options for handicapped and elderly people
To investigate the future impact of autonomous driving on society as a whole, the Daimler
who are unable to operate a vehicle on their own due to physical
and Mercedes-Benz Foundation is providing €2 million of funding for the interdisciplinary
impairments. That’s another reason why a key development objective
Villa Ladenburg research project. The project focuses on research of social and psychological
for all of the Mercedes-Benz autonomous driving systems is to support
motorists and reduce driver stress to the greatest extent possible.
For our first step to achieve the autonomous driving, the S500 INTELLIGENT
DRIVE system is based on sensor technologies that connected with a
highly detailed 3D map of the route and used sophisticated algorithms to
calculate all autonomously performed driving maneuvers. The next step will
be to gradually expand the range of intelligent assistance systems that can
increasingly perform autonomous driving tasks (e.g. on highways).
issues as well as economic and legal aspects. The final report will be presented and made
available to the public at the end of 2014.
”
—— Hubertus Troska
Member of the Board of Management
of Daimler AG, Chairman and CEO
of Daimler Greater China Ltd.
24
4
25
Responsibility Topic :
New Home for Baby Pandas
Standing with Ya’an
As early as 2007, Ya’an became the first recipient of Green Legacy Program - a MercedesBenz environmental program designed to preserve world natural heritage sites. We donated
3 million RMB and joined hands with China Conservation and Research Centre for the Giant
On April 20 of 2013, after learning that Lushan of Ya’an was devastated by a 7.0-magnitude
earthquake, BMBS and BBAC held emergency consultations promptly and donated 20 million RMB
to support disaster relief effort. With the support of our long-term charity partners, we paid a visit to
disaster-hit areas to learn what was needed. After that, we decided to finance 4 projects to fuel local
sustainable development. These projects will be completed by the end of 2015, and benefit tens of
thousands of local residents and children.
Panda (CCRCGP) in strategic partnership. Half of our donation, i.e. 1.5 million RMB was used
for the reconstruction of Bifengxia panda center, and the other 1.5 million RMB was used
to renovate some facilities and fund some research projects at Dujiangyan panda center,
including the scientific knowledge corridor and equipment for panda behavior training to help
popularize knowledge on panda protection, enhance people’s awareness of protecting this
endangered species and its living environment, and promote the research on pandas.
“
During the charity tour to Ya’an, we further
increased our investment in the protection of
world natural heritage sites, and extend our
charity to multiple areas, including education,
Better Growth Environment
health and community development, and
expand the coverage to benefit more
Education was the focus of our disaster relief effort. No.1 Central
recipients. In addition, the Star Fund
Primary School of Shiyang Town, Tianquan County of Ya’an was
Ambassador volunteers have pooled much
severely damaged during the earthquake. We committed 9 million
more social resources than ever. This made
RMB to rebuild it, making it the first Hope School project launched
us very delighted and excited. Mercedes-Benz
after the earthquake in Ya’an, and the second Hope School funded by
is ready to contribute to China’s sustainable
us in Sichuan after the Mercedes-Benz Primary School in Shifang.
development through fruitful actions.
After completion, the school, designed to withstand 8.0-magnitude
earthquakes, will cover a floor space of 6,800 square meters and
consist of two teaching complexes whose floor space totals 4,500
After adopting pandas Xinghui and Xingrui in 2009, we adopted two baby pandas and named Xingya and
Xing'an in 2013
square meters, complemented by a Mercedes-Benz Happy Music
Classroom, a multimedia classroom, a Happy sports center, a Happy
arts classroom, and a Hope kitchen, to ensure a better learning and
We are together with the students of Hope School
growth environment for more than 1,000 students of the school.
Eco-Friendly Pilot Village
Medical Assistance
Ya'an is one of the important world heritage sites. In the past 5 years, the heritage site was
damaged by 2 major earthquakes. Therefore, we donated 2 million RMB to support the 2013
Ya’an earthquake relief program launched by UNESCO. The program was designed to provide
Seeing that many villagers had to travel a long way for medical
guidance and help for the post-disaster reconstruction and sustainable development of the
treatment since some local medical institutions failed to receive
world heritage site and enhance the protection of the world natural heritage site, particularly
timely assistance, we decided to donate 6 million RMB, and in
the ability of disasters prevention and risk management through relevant training programs.
partnership with China Foundation for Poverty Alleviation (CFPA), to
We planned to explore the best way to recover the ecological sustainability in the Lushan pilot
build 4 health centers in Daxing Town of Yucheng District, Zhongli
village, adopt a sustainability plan and refine the experience drawn from the pilot village into
Town of Yucheng District, Yuquan Township of Tianquan County
a sustainability mode that can be applied to other communities, and submit to the provincial
and Daxi Township of Baoxing County, all of which are designed to
withstand 8.0-magnitude earthquake. The assistance program will,
in line with the actual health condition in disaster-hit areas, provide
reconstruction, equipment and training support to improve health
condition and benefit nearly 40,000 people.
government for wider application.
Star ambassador lectured local residents on how to prevent diseases and
interacted enthusiastically with them at Daxi Township of Baoxing County
”
—— Henry Li
Senior Executive Vice President of
BMBS and Chairman
of Star Fund Management Committee
27
Our Approach and Strategy
DGRC strives for higher efficiency through forward-looking strategic targets, integrity in steadfast operation and workflow optimization. The
increasingly localized production and R&D, technology innovation and multi-channel cooperation have helped us incorporate sustainability into
every operation aspect.
Foundation Consolidation and Integrity
Business sustainability is underpinned by high ethical standards. Bearing this in mind, DGRC adheres to business ethics, abides by laws and
regulations, clings to compliance and integrity, strongly opposes bribery and other corrupt practices, upholds fair competition and contributes to
a harmonious business environment.
Integrity and Compliance
Integrity is one of the core values of Daimler brands. We carry out business activities in strict compliance with the New Integrity Code adopted by
the Board of Management. Adhering to the corporate culture of integrity, DGRC organizes integrity dialogues with the Management, employees
and their representatives. We also provide regular and specific training on integrity. In October of 2013, the Group launched a full-scale Integrity
@Daimler training online to supplement the integrity dialogues. The online training was designed to guide and help employees identify compliance
issues in their daily work to mitigate compliance risks. We further facilitate the introduction of Daimler’s basic compliance into the joint ventures,
and support joint ventures to build compliance teams and train talents. So far, we have successfully organized 3 seminars for compliance staff
from Daimler joint ventures.
fairplay Posters
28
29
Link: BPO’s Whistleblower System
To better ensure compliance and consistency in our routine
business activities, we continue to improve our Compliance
Further Localization for Higher Value
We have established a Business Practice Of fice (BPO) and
Internal Controls (CIC) management system and optimize internal
whistleblower system. BPO is the central contact point to which
control environment . We keep optimizing the reporting process
employees and external parties can report any serious violations of
and modifying non-compliance evaluation criteria. On May 6,
laws or internal regulations. BPO is obliged to keep information from
2013, a streamlined Mandatory Consultancy Process (MCP) was
whistleblowers confidential, and protect the whistleblowers from any
adopted, which significantly improved our operational efficiency.
discrimination. Anonymous reports are also accepted.
In addition, an independent FCPA internal control system is
To contact BPO:
in place to strengthen CIC, minimize the risk of corruption
Tel: 400 - 881 - 1272
in our business operation, prevent misconducts and ensure
E-mail: [email protected]
compliance and integrity. So far, 97% of DGRC’s employees have
In November of 2013, Daimler reached a milestone agreement with its decade-long partner, Beijing Automotive Group Co., Ltd., (BAIC Group).
received training on anti-corruption policies and procedures.
Daimler acquired a 12-percent share of BAIC Motor, the passenger car division of the BAIC Group. Mr. Hubertus Troska and Mr. Bodo Uebber,
Receipt of
tip-off
In 2013, China was the only country in the world that produced and sold more than 20 million vehicles. The rapid growth of China’s automotive
industry will fuel the realization of the “China dream”. We strive to become an indispensable part of this process, sharpen our innovation edge
and enhance cooperation with local partners. In doing so, we will advance the growth of China’s automotive industry, achieve sustainability and
eventually increase the value of our investment.
Deepen Strategic Cooperation
members of Board of Management of Daimler, became new board members of BAIC Group. Daimler became the first foreign automaker that has
Attaching great importance to creating a healthy and ethical
a large equity in a local auto company.
business environment, we investigate the compliance of our
Preliminary assessment by
BPO if a potential violation of laws
or regulations is given
Investigation by
Investigative Unit
Review and decision of
investigation result by BPO
suppliers via Supplier Integrity Check (SIC) by probing the
BAIC Group held the stakes of joint venture manufacturing enterprises - BBAC increased from 50% to 51%. Daimler held the stakes of joint
risk levels of countries where they operate and their business
venture sales enterprises - BMBS increased from 50% to 51%. The strategic cooperation between BAIC Group and Daimler covering capital,
models to define their risk levels. Reputations and business
technology and business, not only make the Daimler's full support to the development of independent brands of BAIC Group, at the same time,
conducts of our suppliers must comply with the highest business
it strengthens and deepens the development strategy of Daimler in China. It marked the first time in Chinese history that a foreign automaker
ethic criteria and requirements. Also, we only cooperate with
obtained a stake in a national manufacturer. This paved the way for new approaches and took the already strong and close partnership to the
suppliers that demonstrate sound records of compliance.
next strategic level.
Risk Control
Comprehensive risk control serves as a decisive prerequisite for
business sustainability. DGRC has established a standardized
sustainability risk control system to better control management
Decision by HR about sanctions in
cases closed with merit
risks. Based on the comprehensive compliance risk analysis, DGRC
identifies and analyzes compliance risks (mostly corruption) by
assessing the concerns of stakeholders in a systematic manner, and
Case closing
by BPO
BPO-Process
adopts relevant control measures. In 2013, DGRC further improved
its compliance risk analysis process, streamlined the risk assessment
survey and improved the quality of information gathering. We
gradually put in place an independent FCPA internal control system
in entities of higher compliance risks, and break the implementation
down to specific business units (including finance, tax, procurement
and sales) enables us to minimize corruption risks in business
operations by Preventative Control and Detective Control, prevent
misconducts, and thus ensure compliant and legal operation.
Celebration of Daimler’s acquisition of a 12-percent share in BAIC Motor, the group’s passenger car division
F.l.t.r.: Bodo Uebber, Hubertus Troska, Dr. Dieter Zetsche, Xu Heyi, Zhang Xiyong, Ma Chuanqi
30
31
“
Localized R&D Team
Cultivation of Professionals
Facilitating Social Development
By increasing R&D investment and strengthening the competence of
Daimler firmly believes that only the most outstanding people
DGRC supports China’s ongoing infrastructure construction by offering environmental-friendly,
For a long time, I have been dreaming
local R&D team, DGRC strives to develop new technologies that will
can make the most extraordinary products. We launch a series of
reliable and efficient products and services to advance economic growth and improve people’s
of building an integrated market in
get closer to the Chinese market to deliver more premium products
programs to cultivate excellent talents for ourselves and sow the
living standards. DGRC actively involved in China’s social development, facilitating the upgrade
China, where customers use Mercedes –
and services to Chinese consumers. So far, we have set up 7 R&D
seeds of hope for China’s automobile industry. Through this endeavor,
of China’s logistics industry and seeking common growth with local logistics companies.
Benz cars and their companies choose
centers in China, including DGRC Mercedes-Benz China R&D Center,
we hope to build a team of local professionals that can lead China’s
Daimler’s trucks now account for 60% imported trucks in China. They are widely used in
Daimler trucks to create more values for
Mercedes-Benz Advanced Design Center, BBAC R&D Center, FBAC
automobile industry into the future.
a number of areas, including firefighting, rescue, oil transportation, municipal service and
themselves.
R&D Center, the technology center co-established with Shenzhen-
construction. With strong rescue abilities and high efficiency, our rescue vehicles provide a
based BYD Group, BFDA R&D Center, and DGRC Mercedes-Benz
DGRC launches EMBA, New Manager, SCORE and other programs to
Engineering Support Office.
develop more talents to support its sustainable development in China.
solid guarantee for people’s safety and contribute to social stability and development in China.
In view of the mobility of workplaces, Carl Benz Academy co-launched
BFDA offered a fleet of purposely-built Auman heavy-duty trucks for China's space project, which
The R&D center of FBAC went live and the R&D center of BBAC was
a “Cloud University” program with Chinese partners in 2013, which
demonstrated outstanding performance in transporting the Shenzhou-10 spacecraft. To ensure
completed in 2013 , which made a growing R&D team to explore the
adopts innovative online teaching to break the restrictions on
absolutely safe transportation, the speed of the trucks must remain strictly below 35 km/h, the
road of the sustainable development of China auto industry.
teaching locations. The program combines the advantages of German
maintenance of such a low and constant speed requires extremely smoothness and maneuverability,
mixed teaching style and online communication, providing much
which poses a daunting challenge. We helped enhance the logistics of China's space project by our
The R&D center of FBAC is the first such facility of Mercedes-Benz
more flexibility in the selection of teaching locations and curricular
premium, safe, reliable and maneuverable products.
Vans outside Germany. A total of 500 million RMB was invested in
arrangements to facilitate the cultivation of high-end talents for
the new center. The overall vehicle R&D department is located on
partners.
approximately 11,000 square meters of built-up area. It consists of
As the world's most advanced auto maker and an ardent advocate of global sustainability, Daimler
pioneers in the development and application of innovative automotive technologies to shape the
two parts, i.e. the R&D facility at the Qingkou product plant, and the
In May of 2013, the first training center of Daimler China Automobile
future of mobility. The perfect combination of Daimler's expertise on electric car platforms and BYD's
R&D facility at the Haixi Hi-tech Park in Fuzhou. The two R&D facilities
College was opened to bring new vocational education approaches
battery technology empowers the DENZA electric vehicle which is made in China and for China. The
adopt a PDM (Product Data Management), encompasses a design and
to China. The college adopts Germany’s dual-system vocational
new model is well positioned to advance city mobility with energy-efficient and environmental-friendly
computation department, a proving ground, several component and
education mode, which emphasizes the combination of in-class
features, pave a way for clean energy and help China's transition to a low-carbon economic society.
complete-vehicle test rigs, an electromagnetic compatibility (EMC) lab,
theory learning and hands-on practice. The comprehensive and
an exhaust gas lab, a prototype production department, an endurance
extensive curriculum covers the whole vehicle manufacturing process.
testing workshop, and other facilities. The center strictly follows
In addition, DGRC provides equipment and vehicles for the college so
Daimler’s technical standards and equipment specifications in terms
that students can have more practice opportunities and enjoy a better
of design, construction and equipment selection. It also confirms
vocational education experience.
the design release and shares test data with the Daimler’s R&D head
office. Presently, it is the most advanced and best equipped vehicle
We have launched the Mercedes-Benz Star Education Program
R&D center and platform of international technology cooperation of
in Beijing, Shanghai and Fuzhou, inviting German experts to give
Haixi in Fujian.
lectures to Chinese students. We also sponsor students exchange
programs between vocational schools in China and Germany to help
more Chinese students learn and experience the vocational education
in Germany, and support Chinese partners to cultivate high-quality
and highly skilled professionals. As a result, many graduates will
become the backbone workforce of China’s automobile maintenance
enterprises.
The R&D center of FBAC went live
DTBC was cited with the 2013 China Logistics Social Responsibility Award jointly issued by China
Federation of Logistics & Purchasing and China Logistics & Purchasing magazine for its TCO storyline. It
also received the 2013 China Equipment Innovation Pioneer • Marketing Innovation Award from the China
Machinery & Electric Industry magazine.
”
—— Robert Veit
CEO& President
Daimler Trucks and Buses (China) Ltd.
32
33
Case: Daimler opened Joint Research Center for Sustainable
Transportation with Tsinghua University
“
DGRC keeps enhancing the exchange
In June of 2013, Daimler signed an agreement with Tsinghua University in an effort to jointly
and cooperation with academic
set up a Joint Research Center for Sustainable Transportation for in-depth research into vehicle
institutions in China. We have maintained
safety and traffic information system in China. Daimler will provide 3 million RMB each year to
communication with the Party School of
study a number of forward-looking subjects related to safety system, traffic accident analysis,
the Central Committee of CPC for years,
comprehensive communication service etc. to explore a path for sustainable communication
sharing our views on the development of
in line with the road traffic conditions in China.
On April 12, the 2013 Mercedes-Benz Suppliers Conference was held in Beijing. There were
more than 260 existing and potential suppliers from across China engaged the conference and
a CSR seminar was also held. DGRC vowed to create more opportunities for the involvement of
local suppliers in international cooperation and competition and to facilitate their sustainable
growth in overseas markets.
China’s economy with its students. The
mutually beneficial interaction not only
enables us to have a better understanding
of China and the Chinese market, but also
helps students broaden their horizons by
sharing our concepts and technologies on
automobiles.
”
—— Dr. Li Jie
Executive Vice President
Daimler Greater China Ltd.
Getting Mutual Benefits with Industry Chain Partners
DGRC’s deep-rooted growth in China won’t be possible without ever-increasing localization.
Through comprehensive industry chain management, DGRC shares its advanced management
standard and experience with Chinese partners to facilitate the sustainable development
of the whole industry chain, and eventually create more values for customers, partners and
ourselves.
The 2013 Mercedes-Benz Suppliers Conference
Supporting the Dealers
As the important partners in the pursuit of business sustainability, our dealers join hands
with us in serving customers, thus playing an increasingly important role in our value creation
process. We are committed to maintaining long-term close partnership with dealers and
providing them with vigorous support in terms of management, marketing and technology.
For passenger cars, in 2013, we established 75 outlets and extended to 46 new regional
Upholding the principles of fairness, reliability and integrity, DGRC is committed to mutually
beneficial and win-win cooperation with suppliers. We strictly observe the Group’s General
Terms and Conditions on Purchasing Goods and Services. We also formulate the Guiding
Principles on Suppliers Sustainability, and Supplier Quality Examination Process. Moreover, in
line with the Group’s Rules on Sustainability and Environmental Protection, we define specific
requirements for suppliers from the dimensions of working standards, employment, business
ethics and industry chain development. In turn, suppliers keep improving their product
quality and management experience through the partnership with DGRC. This results in the
communication and practice of Daimler’s concept of sustainability among dealers.
Daimler always considers integrity as the core of its corporate value and an important standard for
supplier selection. The Group’s compliance department developed the SIC process to identify any
issue that may lead to conflicts with potential business relations. DGRC follows strict evaluation
standards and procedures when selecting suppliers to ensure that all our business operations comply
with codes of business operation.
Passenger car outlets covers
337
markets, marking the rapidest dealership growth in history. Therefore, by the end of 2013, we
have in total 337 passenger car outlets covering 161 cities. Our dealership has been gradually
expanding to tier-2/3 cities, and even tier-4 cities to cover more areas and segments. In
Improving the Supplier Management
At end of 2013
addition, we will continue to optimize the dealership approval standards and process for higher
efficiency. We will also offer more favorable conditions for dealers, and open a green passage
to streamline the dealership approval process as much as possible.
Cities
161
New outlets
75
New regional markets
46
United in Victory-Mercedes–Benz International Dealers Conference Autumn 2013
35
Our Approach and Strategy
We maintain stringent safety targets for cars, trucks, vans and buses, and concretes service goals for customer satisfaction and service quality,
whose situation of completion and updating will be yearly tracked. We have established a product development management model incorporates
collaboration among multi-departments to create a comprehensive Daimler product and service system.
Board of Management
Truck/Bus
Van
Mercedes-Benz Cars
CO2 Steering Committee
CO2 Steering Committee
CO2 Steering Committee
Lawmakers:
Development
EU,
Development
Development
CO2-Model Series Champions
Product planning
Product planning
Product planning
Certification
Certification
Certification
Sales
Sales
Sales
NAFTA,
Japan,
China,
...,
Customers,
Environmental
stakeholders
Development: CO2 savings in series
Research: CO2-saving technologies
Use the theme of CO2 reduction as an example. A wide variety of internal and external influencing factors are taken into account,
such as legal requirements, the customers and environmental stakeholders in the various markets.
The Path to Emission-free Mobility
Daimler’s goal is to create mobility for the coming generations by offering our customers safe, efficient, and low emission vehicles and services.
This is why we want to announce the vision of “The path to emission-free mobility” as using an intelligent mix of drive systems. We have anchored
the key development emphases for new, particularly fuel-efficient, and environmentally compatible powertrain technologies in all automotive
divisions. It included:
• Further development of our vehicles with state-of-the-art combustion engines
with the goal of achieving significant reductions in consumption and emissions
• Further efficiency increase through hybridization
• Electric vehicles with battery and fuel cell drive
36
37
Enhanced Gasoline and Diesel Engines
Hybrid Vehicles
Electric Vehicles
Despite the leap-forward progress in the development and application
Hybrid vehicle is an important milestone on the way to emission-free
Our long-term goal is to achieve emission-free mobility through the popularity of electric vehicles. Electric vehicle suitable for local transport is a
of new energies, efficient internal combustion engines will continue
mobility. We have developed a modular hybrid system that can be
trend for the development of vehicles in the future. Daimler has put into operation the smart, Mercedes-Benz A and B electric series around the
to play the most significant role in coping with climate change. In the
expanded in a variety of ways in terms of its performance and types
world.
past 20 years, Daimler has reduced the fuel consumption rate of its
of batteries. Together with the ordinary fuel engine, such hybrid can
cars by more than 40%, and it is expected to achieve the greatest
reduce emission while improving the driving performance.
emission reduction effect in the next 20 years.
Shenzhen BYD Daimler New Technology Co., Ltd. launched China’s first auto brand dedicated exclusively to new energy vehicles: DENZA, a
new energy vehicle brand that adopts world-class craftsmanship to deliver a convenient, comfortable and safe user experience. In December of
The advantages of hybrid commercial vehicles really come into their
2013, DENZA went into pilot production and received a green light from the Ministry of Industry and Information Technology, and is expected to
Daimler adopts the integrated BlueEFFICIENCY technology in its
own in cities where vehicles generally have to make frequent stops.
be commercially available in 2014. The seamless cooperation between Chinese and German engineers helped ensure high quality in the whole
complete vehicle portfolio. Through integration and optimization
The braking energy recovery system we developed can reduce the
process – from R&D to production. We believe that this will provide a reference model for future development of electric vehicles in China.
of various designs and technologies, lightweight engineering,
fuel consumption by 10~20%, and even 30% for urban buses. We will
aerodynamic improvements and ECO start-stop function, this
continue our research to make this technology more mature for wider
technology can save fuel consumption by over 20% without
application.
compromising vehicle performance, thus effectively reducing fuel
consumption and greenhouse gas emissions.
Case: Enabler of Higher Energy Efficiency - ECO Technology
The key to Daimler’s ECO technology is that it can adjust the engine
operation in a real time manner according to the stop/start status
so as to reduce fuel consumption. When the vehicle comes to a
standstill and the brake is engaged (such as when the red traffic light
is on), the ECO technology will automatically switch off the engine,
and then re-start the engine when the brake is released. Meanwhile,
the ECO display in the dashboard can provide support information for
the driver.
Case: New Flagship of Mercedes-Benz Hybrids
In 2013, Mercedes-Benz unveiled the second Plug-in Hybrid - S500 at
the Frankfurt Auto Show. All second-generation hybrid drive systems
share the seamless integration into the powertrain. The combustion
engine can be completely decoupled from the electric motor. Further
features are the second-generation recuperative braking system and
the anticipatory Intelligent Hybrid energy management system.
It can be recharged by the internal combustion engine or external
battery. In the hybrid mode, the official NEDC (New European Driving
Cycle) fuel consumption of the Mercedes-Benz S 500 Plug-in Hybrid
is an astonishing 3 liters per 100 km, and it releases only 69 g of CO2
In 2013, we cloned the ECO technology which used to be a standard
emissions per km. Production of this model is expected to start in
feature of S-Class vehicles to A-Class and B-Class vehicles. As a
2014.
DENZA
result, the new A180 CDI ECO SE and B180 CDI ECO SE deliver better
fuel economy, now at 3.7 liters and 3.9 liters per 100 km respectively,
helping more Daimler users lower their fuel consumption.
Case: Smart Electric Drive Hit China
In 2013, along with three smart models, Daimler officially unveiled
the smart fortwo Electric Drive, becoming the first European auto
maker that officially introduced electric cars to China.
As the third-generation smart electric model, the vehicle has a range
of 145 kilometers. Thanks to the charging solution with electric wall
boxes as the core, the battery can be recharged in consumers’ spare
time within 7 hours. We plan to expand our network of smart sales
outlets to deliver pollution-free mobility to more urban consumers.
38
39
Road to Accident-free Driving
1931
Vehicle safety is one of our core areas of expertise, as well as a central component of our product strategy. For a long time, we paid attention to
the protection of drivers, and strived to ensure the safety of all road users through driving safety assistance technologies.
Hydraulic braking system and independent front and rear wheel suspension
1959
World's first safety body with robust passenger cell and integrated crumple zones for passenger cars
For Daimler, the road to accident-free driving lies in accident prevention. We have been following China’s annual statistics on traffic accidents
to analyze and re-orient the direction of our research and development. In 2013, thanks to the adoption of tougher punishment criteria, China
reported a dramatic decline in traffic accidents. No major road traffic accident was reported in the year for the first time since the statistics
started in 1999, and no major accident on New Year’s Day, Spring Festival and the National Day since the “golden week” holiday scheme was
implemented in 1999. Realizing that better safety awareness among drivers can significantly lower the rate of traffic accidents, we will continue
to help drivers get rid of potential risks by providing psychological counseling and assistance. In addition, we will enhance the safety awareness
of all road users through training, publicity and education campaigns.
1964
First bus with wear-free brake (retarder)
1978
World premiere of anti-lock braking system (ABS) for passenger cars; Daimler launched the first ABS for
commercial vehicles in 1981
1981
Airbag and belt tensioner available for a standard production passenger car for the first time
The Footprint of Daimler Safety Technology
1987
Daimler has emphasized on safety technology for a long time. As the innovator and promoter of the industry’s car crash test system, safe
belt, etc., Daimler has made remarkable achievement in developing safety technologies and facilitating their application in the industry. In this
process, the analysis and study of accidents play an important role. Daimler built up independent accident analysis groups for cars, trucks,
buses and vans. Mercedes-Benz experts have been conducting in-house accident research on critical traffic situations and real accidents with
Mercedes-Benz vehicles since 1969. That is why our comprehensive “Integral Safety” concept is consistently reconciled with real traffic and
accident data. The concept is focused on the synergy between active and passive safety.
Actively mastering difficult
situations with the vehicle
1995
First Electronic Stability Program (ESP®); all Mercedes-Benz passenger cars have been equipped with ESP® as standard since 1999
1996
First TRIDION safety cell in smart car
Maximizing safety for all
road users
ABS
Brake Assist introduced as standard – a world-first for passenger cars
1998
The Road to Accident-free Driving
Banishing driver stress
First acceleration skid control (ASR) system for commercial vehicles
2000
First Lane Keeping Assist system for trucks
2001
Intelligent stability control for trucks and buses
We believe the driver is the key factor.
The driver’s job is easier thanks to
high-performance systems which make
him aware of his driving responsibilities
and heighten his senses.
Assistance systems detect dangerous
situations at an early stage, signal them to
For over 50 years, innovative vehicle
concepts and intelligent protection
2002
the driver, and intervene to provide
assistance in order to minimize accidents
and mitigate their consequences. The car
becomes part of the "thinking process".
systems have been helping to mitigate
the consequences of accidents for all road
users.
2006
First anticipatory occupant protection system for passenger cars: PRE-SAFE®
PRE-SAFE® Brake for passenger cars: autonomous partial braking; Active Brake Assist for Mercedes-Benz trucks
2009
Drowsiness detection (ATTENTION ASSIST) for passenger cars; PRE-SAFE® Brake: with the option of autonomous
emergency braking; Night View Assist with pedestrian detection for cars
2010
Emergency braking system (Active Brake Assist 2) for trucks brakes when stationary obstacles are encountered
2012
ABA (Active Brake Assist) 3 in Mercedes-Benz commercial vehicles
2013
Launched PRE-SAFE ®, an extended preventive safety system, to enhance the protection offered by the brakes and seat belts.
Key Daimler Safety Innovations at a Glance
40
41
Safety System
Case: Safety Details - Vehicle LED Technology
Our safety obligations apply during production and sales as well as after the handover of the vehicles. The Daimler “Product Safety” policy
regulates the related requirements, tasks, activities, and responsibilities. With the help of our worldwide product monitoring system, we can
In addition to providing adequate accident prevention and safety
detect potential risks at an early stage. The processes and procedures for suitable countermeasures such as warnings, customer service
protection technologies for drivers, Daimler has been considering
measures, etc. are defined.
traffic safety in details from the perspective of road users. In 2013,
the new Mercedes-Benz S-Class became the first vehicle in the world
Prevention
Reaction
Protection
Protection Rescue
whose interior and exterior do without a single light bulb and saw
Mercedes-Benz building on its pioneering role in the lighting sector.
Our DfE experts are involved in all stages of vehicle development as a
cross-divisional team. In addition, we systematically integrate product
design into our environment and quality management systems
according to ISO 14001 and ISO 9001. Since 2012, Mercedes-Benz
has been in full compliance with the ISO 14006 standard. In addition,
since 2005 Mercedes-Benz has also been certified according to
ISO TR 14062, the standard for environmentally oriented product
development.
Almost 500 LEDs illuminate the road, the vehicle, the interior and the
ESP® system
PRE-SAFE® is a key
The mobile safety systems, such
Depending on the type and
Brake Assist system
anticipatory occupant
as the airbags, ABS, which was
severity of the accident, the
protection concept that
created by Daimler, have
supply of fuel to the engine can
represents helps active and
become mobile industry
be shut off and the hazard
passive safety and aids
standards.
warning lights can be switched on
Lane Keeping Assist system
The ATTENTION ASSIST system
Proximity control system
drivers to react in time to
to warn traffic and prevent
Special light system
unsafe situations.
follow-up accidents.
Safety instructions handbook.
boot.
Besides cutting the vehicle energy consumption by up to 70%, the
LED illuminating system plays a more important role in working with
the Adaptive Highbeam Assist and the tail light control system to
minimize the vehicle impact on surroundings.
If the Adaptive Highbeam Assist Plus and the camera pick up a
vehicle that is oncoming or driving ahead, it actuates a mechanism
in the headlamp module. This module masks the portion of the LED
headlamps' cone of light where there are other vehicles to prevent
Daimler Integral Safety Philosophy
their drivers being dazzled. Consequently, the main-beam headlamps
can be turned on at all times without irritating or even endangering
other road users. If road users are detected outside the area that can
Accident prevention remains the core of our safety technologies. In 2013, Daimler conducted more in-depth research on Pre-safe® preventive
be masked – for instance when cornering with multiple vehicles in
safety system, upgrading accident early warning through better braking, alerting and precautionary measures.
the headlamps' beams – the system will switch to the familiar system
of headlamp range control using the low-beam headlamps. The
PRE-SAFE® active protection system
brake lights and indicators are operated with varying light intensity,
depending on the driving situation and ambient lighting. If the driver
PRE-SAFE® break system
PRE-SAFE® plus system
PRE-SAFE® safe belt technology
presses the brake pedal while stopping at traffic lights at night, the
brightness of the brake lights will be automatically dimmed to avoid
dazzling anyone behind.
Detect pedestrians and initiate autonomous
Recognize an imminent rear-end collision
This can additionally reduce the risk of
braking to avoid a collision at speeds up to
and warn the following traffic by activating
secondary accidents. Immediately before
50 km/h.
the rear hazard warning lights at a high
impact, the PRE-SAFE® anticipatory
frequency. If the danger of a collision
occupant protection measures, especially
persists, the system can also firmly apply
the reversible belt tensioners, are deployed.
Environmentally Responsible Product Development
We will continue to optimize vehicle weight and further reduce the
impact of materials used in production on the environment. Without
prejudice to the high standards of safety and comfort, we are
increasingly employing new, lightweight materials and components
that are made from natural fibers and recycled materials to reduce
the vehicle weight and increase energy efficiency.
• Conservation of resources
Our business is naturally associated with a high use of materials.
Therefore, one of our development tasks is to keep the requirement
for natural resources as small as possible. In particular, we strive
to limit the use of raw materials, which are not readily available and
are frequently associated with a great “ecological burden” in the
early stages of development. In addition to the economical use of
resources, the reconditioning of components and the recycling of
used materials play an important role.
• Consistently high recyclability
During vehicle development we also prepare a recycling concept, in
which all components and materials are examined with a view to their
suitability for the various stages of the recycling process. As a result,
all Mercedes-Benz models are 85 percent recyclable and 95 percent
Environment Friendly Production
A vehicle’s environmental impact is largely pre-determined in the first
the stationary vehicle's brakes and thus
stages of development. By integrating environmentally responsible
minimize the risk of whiplash injuries by
product development (Design for Environment, DfE) at the earliest
reducing the forward jolt caused by the
stage of the development processes, it is possible to minimize the
impact.
impact on the environment more efficiently.
recoverable.
The key aspects of our activities in this area are:
– Resale of tested and certified used parts through the MercedesBenz Used Parts Center (GTC).
– Pretreatment of remanufactured parts.
– Workshop waste disposal system MeRSy Recycling Management.
42
• Light-weight construction
Based on the test and developing experience, we are increasingly
using high-strength and ultra-strength alloys instead of the
conventional types of steel to reduce the body weight. Modern
aluminum alloys can compensate for the previous deficiencies in the
strength of the material; today, it is also possible to make partial use
of aluminum recyclate. In the luggage compartment of the MercedesBenz SL, for example, we are using an alloy that is manufactured
with over 90 percent aluminum recyclate. NANOSLIDE technologies
used for our 6-cylinder engines optimize the friction in the engine
and simultaneously lower the engine weight. Thus, for example, the
NANOSLIDE technology used in the Mercedes-Benz M-Class leads to
a fuel saving of around 3 percent.
43
Improve Energy Efficiency
Over a passenger car’s lifecycle, the vehicle utilization phase
registers 80% of the energy consumption and CO2 emissions. This
We believe that customer satisfaction is crucial to our sustainability.
points out the direction of “The Road to Emission-free Mobility”.
In our stakeholder survey, we listen to the opinions and suggestions
of our customers on product &service quality, compliance, integrity
In 2012, Chinese Ministry of Industry and Information Technology
and corporate social responsibility. We will, based on the feedback,
started to adopt the Third Phase National Standards on Limits of
continue to optimize our service management system and expand
Passenger Car Fuel Consumption. The new standard stipulates
the channels of communication with users for idea sharing on more
that the comprehensive energy consumption of vehicles should be
topics.
reduced by 20%, and ultimately, the fuel consumption should be
more effective energy saving technologies and continue to develop
electric and other vehicles to reduce the energy consumption of
Pollutant Emissions
Noise
pollutants discharged by cars and commercial vehicles. Daimler has
In 2013, the new aeroacoustic wind tunnel, which located in
emission standard. We introduced BLUETEC, the world's cleanest
diesel engine technology, and first put it into application, minimizing
nitrogen oxides and suspended particulate matter in the exhaust.
Case: Green and Smart Slag Truck
Listening to Customers
most severe urban environmental problem haunting many Chinese
cities. As a major contributor of PM2.5 and PM10 particles, slag
trucks used for urban construction should take more environmental
responsibilities. In December of 2013, BFDA successfully introduces
Auman GTL third-generation smart slag trucks, and co-signed an
initiative with the government and industry association to prevent air
pollution and start green slag transport.
To address the pollution caused by cast, sprinkling and leakage
commonly seen in old slag trucks, BDFA redesigned the axle, frame,
suspension and other wearing parts, and applied a green and smart
slag transport system to monitor the operation of slag trucks, identify
and fix any potential environmental problems. In addition, BFDA will,
through its one-stop butler-style service program, provide service
and technical support for the operation of slag trucks at night.
luxury car maker that provided such services in China. In addition,
we provide consumers with services on warranty period, roadside
assistance and spare cars better than China’s mandatory standards.
To embrace our core value of “Customer Foremost”, we keep
innovating our services models in line with customer demands. In
December of 2013, we launched an exclusive auto finance solution
for college students and workplace newbies, and hence received
Finance Annual Conference. College students of 879 colleges and
universities, including Project 211 universities and students that have
By localizing our industry chain and introducing more vehicle models
graduated for less than 2 years can rent Mercedes-Benz A-Class,
to China, we strive to meet the demand of Chinese consumers in
B-Class or smart cars at no interest rate and low down payment.
about the driving habits, living habits and surrounding preferences
To deliver more convenient and efficient service for customers,
of consumers, and enhance the communication with partners and
DGRC opened an advanced myMBFS online service system, whereby
dealers.
customers can pinpoint the nearest dealer, contact customer service
Sindelfingen, Germany, started to operate. By Investments of €230
representatives, customize monthly payment schedules and check
million, the facility built on an area of 4,000 square meters is setting
In 2013, we introduced the new Mercedes-Benz S-Class cars into
the ongoing promotions offered by the auto finance service segment.
new standards for flow quality and measuring technology. This is
China. At the development stage, we invited 100 Chinese car owners
In addition, we developed an industry-leading finance and insurance
where we perform air resistance measurements, acoustic studies,
to our head office in Germany to get their feedback on the design
calculator to enable customers to manage their auto finance
and flow field measurements for speeds up to 265 km/h. The results
prototype. We are also considering further customization to meet the
whenever and wherever they want. In 2013, the customer service
will provide the basis for further reductions of the air resistance and
diversified demands of different customer bases.
department of MBAFC was commended with the “Golden Earphone
wind noises of our vehicles.
Cup”, the highest award for call centers in China.
We hope that our customers, while using the best-quality product,
Since the beginning of 2013, deteriorating haze has become the
on the warranty responsibilities of private cars, becoming the first
more areas. Particularly, when designing a new car, we would learn
The adoption of the most advanced technology will further reduce
truck and passenger cars. All of its products meet the fourth national
(Mercedes-Benz, AMG and smart) in line with China’s regulations
the “Best Auto Finance Product” title at the 2013 China Auto
limited to within 6.9 L/100 km by 2015. In this context, we will apply
vehicles.
achieved the highest environmental compatibility and economy in its
Local Service
However, not all challenges can be solved in the wind tunnel.
can enjoy the highest service standards. In August of 2013, we
Primarily in commercial vehicles there are technical areas in which
announced in partnership with all dealers, to provide repair,
reducing noise and lowering fuel consumption are at odds. Thus,
replacement and return services for all Mercedes-Benz car brands
for example, an encapsulation of the powertrain dampens the
engine noise. At the same time, however, it requires a stronger
cooling system, which raises the fuel consumption. The additional
consumption can be countered by higher injection pressure levels,
which however in turn lead to more noise on combustion.
44
45
Distribution centers in China by 2013
cover
109
cities
Technological Supporting Service
Improvement of Customer Service
Creating Value for Customers
We follow the Group’s Workshop Process Standard, and prepare world-class test and repair
As an integral part of the Daimler Strategy 2020, we focus on
From initial purchase, repair and insurance claim to upgrade,
facilities and original components at our spare parts distribution centers to better serve all
delivering better services for improved service experience to Daimler
premium service experience and vehicle quality underpin our effort
users of Daimler cars. By the end of 2013, we have set up 5 DGRC spare parts distribution
users. In practice, we constantly embrace the changing customer
to continue the product values. We hope to create more values for
centers in China, which cover 109 cities and register a 96% fill rate. In the future, we will
demands to expand our service network, train service personnel and
customers.
establish more distribution centers for customized components.
design customer care programs.
As they operate in peculiar industries, our truck and car users need
Spare parts supply fill rate
To better address the issue of time cost for Chinese consumers, in addition to establishing
It is our faith that high-quality training can significantly increase the
to constantly increase the operating efficiency and cost-effectiveness
96%
spare parts distribution centers, we also increase the share of local spare parts to replace
service ability of frontline service staff. To this end, we spent a total
of their fleets and build safe and efficient businesses. Therefore, we
imported components so as to save time. According to our plan, we will sell 300,000 cars
of 150 million RMB training the employees of our dealers in China
are attentive to the characteristics of logistics users and helping
in China in 2015 and two thirds of them will be locally manufactured. This means that we
on dealership, after-sales service, technology and enhancing training
them address operation and cost effectiveness issues by developing
will establish a network of more localized tier-2, 3 and 4 suppliers. We will do our utmost to
quality management to ensure best-in-class service for customers.
more efficient tools. In 2013, we upgraded the online TCO (Total
localize the production of spare parts and increase the share of home-made components in
In 2013, we opened the sixth training center in Chengdu, which is
Cost of Ownership) application service to provide integrated help for
spare parts distribution center from 5% to 40%.
Daimler’s largest training facility in the world outside Germany. It
logistics customers break down their costs, identify hidden costs and
adds the final touch to the largest training system of Daimler around
increase operating efficiency so as to improve their management for
In 2012, we opened the Mercedes-Benz Technology Text Center (MBTEC) at Mercedes-Benz
the world: we provided a total of 140,000 days of training for our
further business growth.
(Beijing) Center, which will leverage state-of-the-art inspection and repair tools and employ
Chinese dealers, up 40% over 2012.
experienced and highly skilled technicians to offer the most systematic and extensive support
to solve vehicle-related technical issues, conduct research on complicated vehicle diagnosis
and repair methods, and provide vehicle inspection service.
In 2013, after our communication with dealers and customers, we decided to cut the price of
Mercedes-Benz spare parts and maintenance service by 20%, and extended the warranty of
vehicles to 3 years or 100,000 km. In the future, we will continue to provide the most costeffective services and render more support to our dealers.
To supplement the management tools, we also provide training for
Case: Star of Tibet
In July of 2013, the first Mercedes-Benz 4S store in Lhasa was opened
to business. The 4S store at the world’s highest altitude marks the
further expansion of our customer service coverage. In 2013, we
opened 11 4S stores in China’s west, and the number of 4S store in
this region will be increased to 44 so as to provide convenient and
efficient service for more and more customers in China’s western
region.
truck and car drivers, introducing EU-certified driving courses to
China and organizing training and driving programs. In May of 2013,
we launched a driver training camp themed “Safe and Efficiency”,
which combined theory learning and hands-on driving. Professional
trainers lectured on how to better leverage auto technologies,
cultivate good driving habits of damage-free braking, preventive
driving, speed selection and control, as well as gear control to
maximize running performance and minimize fuel consumption. We
hope that corporate users can take advantage of the training system
on driver safety, efficiency and frugality built on years of practice,
guidance given by the lectures, driver practice and experience to
improve their operating efficiency.
46
47
Our Approach and Strategy
Training
Daimler regularly organizes awareness and training programs for its
Daimler pursues an integrated approach to environmental protection.
employees and managers with a focus on the practical applications
We examine the causes of possible environmental effects. We
of operations-related environmental protection and questions
minimize negative effects from our activities with the help of
concerning environmental responsibility. In addition, we train our
effective environmental management systems and state-of-the-art
auditors on audits of our environmental management systems of
technologies. We promote climate protection, conserve valuable
our plants. In addition, our “refresher courses” on environmental
resources, and contribute to the preservation of a livable environment
management allow participants to exchange ideas and experiences.
– at our locations and beyond.
We have formulated our requirements for a comprehensive system for
Control
environmental protection in the Daimler Environmental and Energy
In order to eliminate or contain environmental risks in advance, we
Guidelines. Detailed specifications for the Groupwide Environmental
regularly audit our locations in accordance with globally uniform
Management System are defined in the Environmental Management
standards. Suppliers must observe our sustainability requirements
Manual. In addition, there are in-house standards for the handling
and are expected to operate with an environmental management
of hazardous materials, waste management, soil and groundwater
system that is certified according to ISO 14001, EMAS or other
contamination, and other issues.
comparable standards. In addition, our Mercedes-Benz specifications
define requirements for the environmental compatibility of our
Organization
components. Specifications concerning materials selection, banned
substances, and recycling requirements, as well as compliance
On behalf of the Daimler Board of Management, the Board of
with environmental legislation are contained in the Mercedes-Benz
Management member responsible for Group Research & Mercedes-
contract conditions.
Benz Cars Development is also charged with the environmental
protection activities of the Group. Different organizational units
ensure the central management, networking, and communication of
Certification
environmental issues:
Our production locations worldwide are certified in accordance with
ISO 14001 and are regularly audited to determine whether they meet
The Chief Environmental Officer is mandated by the Board
the requirements of this environmental management system. As a
of Management to coordinate the Group-wide environmental
result, over 98 percent of all employees work in the framework of a
management activities and to advise the company’s management
certified environmental management system.
on environmental issues.
The Corporate Environmental Protection Unit coordinates
the operational requirements of the Group-wide environmental
Environmental Protection Costs
management function. Its tasks include analyses of the legal
Our investments in environmental protection plant and facilities with
requirements, definition, and further development of environmental
integrated environmental protection features amounted to around
protection standards, preparation of the Environmental Report, and
€140 million in 2013 (previous year: €84 million), whereby integrated
production-related risk management associated with environmental
environmental protection features are not clearly separable. Current
protection.
environmental protection expenditures for personnel, operations, and
Regional Committees in Europe, Asia, North and South America
ensure that local and regional conditions are taken into account
in production-related environmental protection measures and that
the related activities are appropriately managed in coordination
with the Corporate Environmental Protection unit and the Group’s
Chief Environmental Officer.
waste disposals were at €432 million (previous year: €414 million).
Our Group-wide expenditures for development projects relating to
environmental protection, such as alternative drive systems, state-ofthe-art exhaust treatment technologies, and efficiency increases in
the vehicle amounted to €2.5 billion (previous year: €2.4 billion).
48
49
Principles of Data Collection
Scope2
In our recording of environmental and energy data we take into
account all relevant locations which are majority owned by the
In
Natural gas
District heat
Heating oil
For the heating supply of our plants we use low-carbon natural gas and, where available, district heating. In many locations, we have highly
LPG
efficient cogeneration facilities in use, which are operated by Daimler or by a regional provider. The concerted expansion of decentral combined
Coal
heat and power (CHP) units is an important pillar of our eco-friendly energy supply system. From 2011 to 2013 we set up more than 25 CHP
1.000 t
Daimler Group. Details on the approach and procedure are provided
Fuels
4.000.000
in the internet.
Climate-friendly Energy Supply
Scope1
Electricity
modules with a capacity of around 150 MW. With these modules alone, we can cover around 5 percent of our electricity and heating requirement
3.500.000
under optimized CO2 conditions.
3.000.000
2.500.000
Addressing Climate Change
2.000.000
DGRC has fully taken local environmental factors into account in the planning and construction of its plants. As a result, temperature fluctuations
1.500.000
and design parameters do not differ greatly from those of our European plants. However, in summer the facilities can become somewhat hotter
To cope with climate change is the environmental goal which is given
1.000.000
500.000
and more humid than their European counterparts. Measuring approximately 220,000 m², the largest assembly and logistics hall at the MRA I
top priority in our production process. We adopt various methods
to ensure energy-efficient production and environmentally friendly
plant has a geothermal energy system that is close to the surface. The system has three heat pumps and more than 1,000 drill holes in the area
1992-94 2008
power supply so as to support the emission reduction targets set
2009
2010
2011
2013
2012
of the parking lots. The geothermal facility supplies energy to a low-temperature heating system that covers approximately two-thirds of the
Daimler Group - Direct and indirect CO2 emissions from production
by the Group, that is, to reduce the CO2 emissions from production
assembly hall. In summer, the overall system exploits the ground’s cooling effect to control the temperature in the hall. The plant also has solarthermal systems for heating the water used in the sanitary facilities. In addition, a photovoltaic system covers part of the hall roof.
activities by 20% per vehicle by 2015 from the 2007 levels.
1992-94
2008
2009
2010
2011
2012
2013
1,000 t
Saving Energy
Emissions
Scope 1
541
1,009
823
932
955
960
1,052
Our energy projects at all locations are operated on the basis of exact record-keeping through a dense network of automatic electricity meters.
With the increased production, owing to our energy efficiency
Scope 2
1,895
2,770
2,212
2,550
2,481
2,376
2,304
In line with this, we design our energy-saving measures in accordance with four points:
measures the increase in energy consumption in 2013 was
Total
2,436
3,779
3,035
3,482
3,436
3,336
3,356
disproportionately low, while CO2 emissions remained approximately
Daimler Group - Direct and indirect CO2 emissions
the same.
2012
2011
2010
2009
2008
GWH
315
322
325
328
272
Coal/coka
69
139
181
169
140
191
Liquid gas
108
99
96
92
119
100
284
Heating oil
78
84
104
97
135
161
Natural gas
4,971
4,305
4,161
4,072
3,523
4,412
District heat
Electricity
Furthermore, we are dealing with energy waste through compressed air leaks, heat losses and excessive process requirements (e.g.
temperature specifications). In these areas, there is reduction potential not only in the production processes themselves, but also in the
2013
Fuels
To avoid unnecessary use of energy during production breaks, we use intelligent switch-off and stand-by controls.
973
949
913
1,085
907
989
4,545
4,870
4,685
4,456
3,856
4,788
For the business unit Mercedes-Benz Cars for the first time we report
building infrastructure with heating, air conditioning, and ventilation.
upstream and downstream CO2 - Emissions (scope 3). For the upstream
We achieve the most significant efficiency increases by replacing old production facilities with modern plant technology and new building
production phase this are 10.5 million tons CO2. For the usage phase
construction.
(150,000 km) of the vehicles sold in 2013 these are 31.5 million tons.
The success of an energy project depends not least on the employees’ commitment. That is why we are sensitizing our employees and
managers on energy issues.
Daimler Group - Energy consumption
The heat recovery boxes in the machining process
50
51
Air Purification
Water Management
Waste and Resource Management
Conservation of Nature, Land Use, and Biodiversity
Solvents (volatile organic compounds or VOCs) are released during
Our goal is to prevent water pollution. We keep the use of the natural
The recycling and reuse of raw materials, indirect materials, and
We use existing techniques to prevent soil or groundwater
vehicle production. In addition sulfur dioxide (SO2), carbon monoxide
resource "water" as low as possible, especially in countries with dry
supplies in our plants has been a self-evident activity for years. In
contamination. Technical equipment — such as catchment trays,
(CO), nitrogen oxides (NOx), and particulates are also emitted into
climates. The great majority of our plants do not channel their waste
the interim, we have already achieved a recycling rate of 90 percent.
doublewalled containers, special sealed floor coverings, and leakage
the atmosphere. Damaging substances are emitted into the ozone
water directly into lakes and rivers, but only after pretreatment in
Our innovative technical processes and ecologically conformant
warning systems — prevents water-polluting liquids from seeping
layer in negligible residual amounts after we introduced the almost
local water treatment plants via the public sewage system.
production planning additionally enable us to avoid waste from the
into the ground. Our in-house guidelines provide minimum standards
very start. With a view to meeting our special responsibility as waste
for dealing with contaminated soil or groundwater at all of our
exclusive use of refrigerants that are not damaging to the ozone layer.
Over the last few decades, we have already achieved a drastic
Rainwater used
producer, we regularly audit the waste disposal operators for our
locations. Compliance with these standards, which go beyond local
reduction in solvent emissions as a trailblazer in the introduction of
Surface water
production plants in accordance with an established process. Waste
legal requirements at many plants, is evaluated in our global audits.
Well water
exports into other countries do not take place.
In 2013 we registered no significant accidents which damaged
largely solvent-free paint systems; in particular at Mercedes-Benz
Million m³
External supply(drinking water)
Cars we are benchmark in the competitive comparison. We are also
unlocking further reduction potential through the use of state-of-theart technologies, primarily in the painting of commercial vehicles and
major components.
2013
16
14
Buses
6
Trucks
4
Vans
2
2009
2010
2011
2012
Metallic materials
4.4
4.0
3.9
3.4
2.7
3.9
Other materials
1.3
1.2
1.1
1.0
0.8
1.1
leave out the slag removal process. By applying recycle DI water system,
2010
2011
2012
2013
Daimler Group - Specitfic solvent emissions (VOC) per vehicle
For example, the paint shop in the BBAC MRA-II assembly plant
accounts for around two-thirds of the facility’s energy consumption
and is also the main source of the air pollution generated as a result
Logistics and Employee Transport
2013
2012
2011
2010
2009
2008
the employees’ work and business travel also affect our total
environmental balance through emissions, noise, and use of
1,000 t
resources. We minimize the environmental effects of such transport
Waste for disps
through the use of an efficient logistics system and the use of rail and
65
68
64
43
69
Waste
for disposal
废弃物循环使用量
(without
scrap metal)
(不包括废旧金属)
222
254
214
191
144
228
BBAC has installed a rainwater harvesting system that greatly reduces the
Scrap
metal for recycling
废旧金属循环使用量
821
778
790
698
544
751
strain on the municipal sewage system and enables the integrated use
CO2 emissions due to travel of our employees between their homes
Hazardous waste for disposal
42
22
17
32
25
19
and workplaces are estimated at around 400,000 tons CO2 annually.
Hazardous waste
for recyling
68
66
63
52
44
60
5
2009
feasible biodiversity indicators so that we can quantify our ecological
74
the sewage disposal will be reduced by 70%.
2008
the soil or the groundwater. In addition, we are actively exploring
The inward and outward transport of deliveries in our plants and
2013
BBAC implemented dry spray-paint room to avoid water consumption and
10
2008
performance and evaluate the environmental impact of our plants.
Daimler Group - Water consumption
15
2009
Daimler Group - Materials used in vehicle production
2008
20
2010
12
8
Cars
2011
Million t
10
kg/unit
2012
of rainwater. A biological pre-treatment system was installed as well. As
a result, the pre-cleaned wastewater can be discharged into the plant’s
gray water system, which also receives water from the municipal sewage
waterway transport. We replace business travel by telephone, video
Daimler Group - Waste volumes
treatment facility. This water can be used for irrigation, for example, as well
as for flushing toilets and for filling the firefighting tanks.
As a company from an industrial sector which consumes large
amounts of materials, we strive to plan material use carefully and
of production operations. To create China’s first zero discharge paint
to employ finite resources as sparingly as possible. We purchase
shop for top coats, the latest energy-efficient technologies were
a large part of the materials used in our vehicles from suppliers
installed into the plant’s painting system. The use of dry deposition
in the form of components. Although the environmental effects of
to apply top coats reduces energy and water consumption, and
purchased components are not directly included in the assessment
substantially decreases the generation of paint-related ash. The
of our environmental performance, they are taken into account in
resulting painting process and the use of a circulating water
our holistic assessment of product development and selection of
treatment system for the other types of process water reduce the
materials. Under this assessment method, which we have used
amount of wastewater produced. The facility has an outstanding oil
for our passenger cars thus far, we extrapolate the entire use of
separation rate of 97 percent and has cut the amount of emulsified
materials in the production chain in additional consideration of the
mixture that is discharged in half.
waste flows. Due to the size and complexity of the Daimler Group,
it is impossible to analyze the material flows in greater detail in the
context of the sustainability reporting. Details on individual model
series are provided in the respective life cycle reports.
or online conferences wherever possible and expedient. The global
53
Our Approach and Strategy
Recruitment
We have German roots, international expertise and a global
We bear in mind our commitment and responsibility in China.
outlook. We launched several recruitment campaigns for local and
To commit to creating something special in this market, DGRC
overseas talents, campus recruitments for graduates and employer
designates the most suitable person to each position so that
branding activities so that job hunters can better understand us.
customers can enjoy the best products and flawless experience. To
We also organized several visits to BBAC plant and Mercedes-Benz
this end, we adopt the following HR strategy:
dealerships in China. In 2013, we recruited 325 employees.
Firstly, we recognize and care for employees, who can take advantage
of various training programs. Some of them are sent to work overseas
The 6th and 7th AHK Career Fair
and then bring back more international experience. Secondly, we
Asian Career Fair
remain open to colleagues from around the world to help them better
DGRC Online Dream Salon
understand the Chinese market and enable Daimler to get more
adapted to international operation. Thirdly, we fill some vacancies,
senior management in particular, through internal selection and
external recruitment, so that we can find the best candidates and
provide solid HR support for DGRC’s sustainable development.
Club Activities
Tongji Daimler Day
DGRC’s recruitment campaigns
Respect for Employees
The relation between DGRC and employees goes far beyond what
is defined by morals and laws. It is more about fair treatment and
mutual trust. We strictly abide by the fundamental principles of the
Global Compact, exercise fairness, observe the principle of equal
pay for equal work and maintain “diversified management”. The
adherence to values of “Passion, Respect, Integrity and Discipline”,
helps extend our respect not only to customers, shareholders
and partners, but also to our employees. Moreover, we fulfill our
commitment to the auto industry and adopt the highest ethical
standards, so as to become an industry model and embrace a bright
future with our employees.
October 2013 in Beijing, Daimler/Mercedes-Benz participated AHK
recruitment event
54
55
Team of Excellence
Cultural Diversity
Employees from diverse cultural background can bring more
Total number of employees (including
DGRC, fully-owneded companies and
BMBS) 2,850
Average days of paid leaves
15.5 days
unique and valuable perspectives to the company, which in turn
The China market is full of potential and so are our employees in China. DGRC attaches great importance to creativity and team work, providing
constitutes a crucial part of DGRC’s operational culture. A platform
sufficient guidance and room for the growth of our team members. We also beef up training to turn employees into a source of power that boosts
is built for the interaction of diverse cultures, where employees are
the company’s sustainability. Our employees are encouraged to learn all their life. Thanks to in-house and external training programs, as well as
encouraged to exchange their ideas in an open and free manner,
exchange activities, our employees can accumulate more knowledge, working experience and managerial expertise.
and the management can listen to employees and support their
work. Employees are involved in a wide range of exchanges between
local and foreign employees as well as between senior and frontline
Total length of training (hours)
Number of participants
Number of employees covered
88,734
5,198
1,663
employees. By virtue of these interactions and exchanges, a strong
sense of identity is built among employees from different countries
and diverse cultural background; in the meantime, the enthusiasm of
all employees is unleashed.
Male to female ratio1:1
Staff turnover rate 6.64%
Age 29 or below
Age29
30ortobelow
39
Age
Age40
50toor49
above
Age
Age 30 to 39
Age 50 or above
54.3%
Senior management of
male to female ratio 3:1
Percentage of employees
participate in Labor
Union 84%
Age 40 to 49
54.3%
3.6%
3.6%
13.0%
13.0%
29.1%
29.1%
Age description of employees
Multi-Dimensional Career Path
Comprehensive Training
The depth and breadth of localization is decisive to how fast and
At DGRC, HR investment is deemed essential, because we believe
steadily we can move forward in the Chinese market, and HR
that the wisdom and experience of high-caliber employees will
localization serves as a guide in our corporate strategy. At DGRC,
empower more cost-effective products and services. We will bring
Chinese employees account for 83.7% of the whole workforce, and
more training experience from around the world to China to broaden
Chinese senior managers take up 40% of the management team.
the vision and improve the professional competence of local
As our business grows, DGRC will see more Chinese employees,
employees. Moreover, we will also help employees to improve their
particular senior managers who know the local market better.
soft skills, including the ability to solve problems, communication
Besides, Daimler will dispatch more elites from other countries to
and self-motivation to build an excellent team of employees with
China to support and advance the development of human capital in
comprehensive skills.
China operations.
Post-specific training programs for employees of all levels.
DGRC renders active support to its employees by helping them obtain
career planning experience, build confidence in career, prepare
Master degree or above
College or special
secondary school
College or special
secondary
school
High school
or below
University
Master
degree or above
University
Percentage of Chinese
employees 83.7%
High school or below
Percentage of employees
covered with
labor contracts 100%
future career plans, and track the attainment of development targets.
Our employees can avail themselves of the face-to-face dialogues
with senior management on their career path and problems that
bottleneck their upward mobility. As practice, DGRC always first lists
new recruitment plans on internal website to provide opportunities
for employees to be transferred to other positions to enhance their
comprehensive abilities.
58%
58%
1%
8%
1%
8%
Education level of employees
The Leadership program provided by Daimler University, including
coursed developed by the head office to ensure consistent
standard for global leadership growth, and courses by regional
operations to better meet the need of leadership growth in
regional markets.
Comprehensive and flexible in-house training resources,
supplemented by external training sessions.
Multiple learning approaches, combining in-class training and
online learning.
Corporate Academy Leadership Programs
& Executive Coaching
33%
Management Programs
33%
Foundation & Professionalism Programs
Percentage of Chinese among
senior managers 40%
Percentage of employees
covered with
social insurance 100%
Dedicated Training
Mini Lecture & Internal Knowledge Sharing
In-House employee training
Training system of DGRC university
56
57
As an Attractive Employer
Direct Employment
Attractive Working Conditions
In 2013, DGRC signed contracts of direct employment with all
To better protect the physical health of employees, DGRC equips
We care for the mental and physical health of our employees by
employees, putting an end to the practice of employees signing
each office with an IQAir purifier to absorb formaldehyde and filter
offering a pleasant working environment and better integrating
contracts with HR outsourcing companies to further enhance their
dust. The core of the cleaner is replaced on a regular basis for better
them into the Daimler family. Our employees are supported to,
sense of belonging. Due to the huge workload involved, we started
cleaning results. The indoor air conditioning system is complete with
while addressing their own work and life challenges, grow with
to make preparations in 2009. After several years of hard work, we
a humidity controller to keep the room temperature and humidity in a
the company and better their wellbeing. In 2013, DGRC was rated
kicked off the project in 2013. The new contracts adopt the same
most comfortable range. In 2013, all employees were covered in the
among the TOP 15 best employers in China. MBAFC was among the
term of employment as original contracts to better ensure the
annual health check which found no case of occupational disease.
Great Place to Work in China list produced by Great Place to Work®
demands of employees for future remuneration, benefits, training
Institute.
and career development. The project received positive response and
cooperation of all employees.
Employees with a long-term horizon are well recognized at DGRC.
Each year, some veteran employees are rewarded for their continuous
contribution to our business growth. In 2013, 208 employees were
commended for 5 years of service, 24 employees were recognized
for 10 years of service and 5 employees were honored for 20 years
of service. Employees making outstanding contribution to our growth
are also recognized. At BMBS and MBAFC, excellent employees and
Daimler single club program
for reading, breastfeeding, yoga exercise, table tennis and so on.
We also provide rest rooms for employees who do not feel well.
The direct employment keeps employees and graduates clear of the
Moreover, our employees can enjoy fresh fruits and green plants in
sense of distance arising from the contract signed with the third
the office area.
party, helps DGRC better retain the human capital and eliminates the
potential operational risks caused by dispatching employees to joint
ventures.
Case: BMBS Employees’ Various Activities
In 2013, BMBS Labor Union organized a series of employee activities
Work- Life Balance
We set up the Labor Union In DGRC and BMBS for employees, and
teams are commended by an annual award of excellence.
to build a platform for staff experience exchange and crossdepartment communication.
there are more than 100 representativesin DGRC’s Labor Union. The
Remuneration and Benefit
senior management participates in the annual report of Labor Union
We have put in place a comprehensive remuneration and benefit
every year.In addition to review the annual work, they also make
system to attract, retain and reward hardworking employees for their
contribution to our sustainable innovation and long-term growth. Each
year, we would compare our remuneration with 15-20 enterprises
in the same industry or "blue chip" companies in other industries to
The ceremony of Employee of the Year on BMBS Paragon Award in 2013
On top of adequate office space, we have rooms in the office facility
recognition to the activists. DGRC’s Labor Union Committee has won
the honor of "Staff Family" in 2013.
We believe it is of significance to maintain a balance between work
ensure that our remuneration is competitive in the market.
and life. With this faith, we are supportive to our employees in their
We also implement and improve a benefit system. To free employees
and elegance. We organized large-scale beer festival, photography
from worrying about retirement, in 2008, we started to adopt a
Supplemental Pension Saving Plan for employees. In 2013, after
careful selection and comparison, we outsourced a well-selected
investment platform which will increase the supplemental pension
funds to enable better benefit options for employees.
quest for the coexistence of preciseness and passion, vibrancy
contest, football match, badminton match, single club program and
The opening ceremony of football premier league – the sub-event of 1st
Women’s Day activity for female employees. In addition, children
employee culture festival of BMBS
under the age of 14 of our employees received a gift from us on
the Children’s Day. More than 2,500 employees and their families
participated in the Daimler Family Day activity.
The theme event of Cohesive Red Power for a Star Future was arranged by
The ceremony of Employee of the Year on MBAFC China Excellence Award in 2013
BMBS Labor Union
September 2013 in Beijing, DGRC Labour Union organized Beer Festival with
more than 1,000 employees participated
59
Our Approach and Strategy
In virtue of innovative charity models, we are gradually extending the implication of corporate social responsibility, putting in place an all-round,
multi-faceted and sustainable social responsibility system that covers education support, driving culture, arts & sports, environmental protection
and social care. We further deepen the “development-oriented charity” through high-level integration, extensive mobilization and constant
intensification, in a bid to attract more people, media, dealers, customers and employees to engaged into various charity programs and build up
more strength to explore new frontiers.
Case: Management of Star Fund
The Star Fund initiated by Mercedes-Benz China is the largest amount of start-up fund among Daimler AG globally. Its establishment and
development is attributable to the concerted efforts of Mercedes-Benz and its dealers across China. Exerting their subjective initiatives as
corporate citizens, these dealers make great contribution to maximizing the social value of the Daimler family. In 2013, the new Star Fund
Management Committee took office, committed to benefiting society with more efficient execution and more localized perspectives.
Focus on Education Empowering Better Future
Education and children is the key to China’s future sustainability. Good education can enlighten people, tap their potentials, exert a favorable
influence on their characters and unleash their creativity. For us, education is the focal point of our social contribution. We are committed to
sponsoring quality-oriented education, vocational education and public education to boost the advance of society.
Journey of Hope
When the Project Hope Youth Growth Program was initially launched,
we organized a 4-day growth experience journey as a unique
Children’s Day gift for nearly 200 children from Hope Schools and
rural areas of 8 provinces. The children experienced the MobileKids
Program at the Star Fund road safety education base, visited
the showroom of a Mercedes-Benz dealer, Shanghai World Expo,
Shanghai Science and Technology Museum and participated the
lectures which have largely motivated them. These programs were
designed to broaden their horizons, increase their knowledge and
help them embark on a journey to a better future.
Children of Hope Schools visit a Mercedes-Benz dealer showroom
Happy Music Classroom
According to a survey conducted in 2010, music class is not available in 80% Hope Schools. To address this shortage, we decided to sponsor
music classrooms and provide musical instruments to some Hope Schools so as to create a sound environment for the overall development of
local children. Since the program was launched in 2010, we have established Happy Music Classrooms in 400 Hope Schools of 29 provinces,
enabling 160,000 children of poverty-stricken areas to receive music education as their equal opportunities and giving them wings to fly their art
dreams.
60
61
Happy Music Classrooms :
400
29
Hope Schools
provinces
Case: Training of Music Teachers for Hope Project
Communicating a Road Safety Culture
The 4th training session of music teachers for Hope Project started in December of 2013 in
We are committed to communicating a road safety culture to boost harmonious development
Beijing. 60 music teachers from 60 recipient schools of Happy Music Classroom program
of people, vehicles and society. We not only popularize knowledge on road safety among
received 1-week professional training, where musicians lectured on keyboard instruments,
adults, but also introduce MobileKids, the world’s earliest and most popular children road
small percussion instruments, vocal and traditional Chinese music, to build a stronger faculty
safety education program into China, in an effort to help children between 6 and 10 years old
for the Happy Music Classrooms.
learn about and get adapted to ever-changing road environment. Over the past 10 years, this
program has successfully provided road safety education for 1.3 million children in more than
10 countries around the world.
Benefiting
160,000
MobileKids Program
Star Fund further deepens the MobileKids Program which has been implemented in China for
MobileKids Program in 2013
more than 1 year so as to popularize road safety knowledge among children and shape them
Children
into responsible traffic participants. In 2013, the second Moki City was set up at Xingqiba
Town of Shanghai, where children can not only learn how to adapt to complicated and
changeable traffic conditions through DIY, role play and other games, but also “pass through
the time tunnel” and envision future traffic.
Covering:
200
schools
The MobileKids Program has been launched in nearly 30 primary schools in Beijing, Shanghai
and Suzhou in the form of text book. So far, more than 10,000 students have received road
safety education by the advanced authoritative text books. In the next 2 years, the program
will be extended to 170 primary schools across China and benefit over 70,000 students.
In addition, the program mobilized many volunteers to stage project training, knowledge
Support to Higher and Vocational Education
Support to college students is one of the key areas of our contribution to education in China.
popularization and community interaction campaigns for seamless coverage of children in both
Building in Mercedes-Benz
dealers showrooms:
and excellence to reward society in the end. Our cooperation with universities and colleges
8
in China could date back to 1994, when we became one of the first multinational companies
that cooperated with Peking University. Over the years, we have rendered long-term and
strong support to Peking University by launching the Mercedes-Benz Scholarship &Financial
Aid, providing financial support to the Peking University Library, the journal of the university,
Daimler Forum, repair of the western gate and donating Mercedes-Benz cars. While deepening
our support to colleges and universities, we hope to bring along more partners to help these
colleges and universities cultivate outstanding students and help poor students fulfill their
college dreams.
Our dealers in Tianjin and Zhengzhou also provide Mercedes-Benz Scholarship &Financial Aid
to support outstanding but poor students at local colleges and universities. BBAC has set up
four Benz production classes in Beijing Polytechnic, providing Mercedes-Benz scholarships of
different levels. In Quzhou of Zhejiang Province, we joined hands with our local dealer Quzhou
Oulong Automobile Co., Ltd. in donating 1.5 million RMB to the Hope Project and setting up
years. FBAC gives some used vehicles and spare parts to local vocational schools, colleges and
universities for teaching purpose, and provides scholarships for two local vocational schools.
70,000
urban and rural areas in road safety training.
Through a range of programs, we encourage the young elites to pursue academic achievement
Quzhou Oulong Benz Financial Aid to help poor local students fulfill their college dreams in 10
Benefiting:
The second Moki City of China was set up in Shanghai in May ,2013
Moki Corners
students
62
63
Conveying the Excellent Driving Culture
Public commitments to safe driving
The cultivation of good driving habits among drivers is crucial to road safety. In 2013, we
Collected over
introduced the “This, I promise” to the site of China Open and collected more than 5,000
15,000
public commitments to safe driving on site, and involved over 500 audience into the “Advocate
Auto Society Civilization and Carry on the Excellent Driving Culture” initiative.
In another development, FBAC launched a road safety publicity campaign, and helped the
administrative committee of an investment zone in Fujian Province set warning and speed
We are fully committed to boosting the development of tennis sport by sponsoring the China
Open, Mercedes-Benz Cup and Tennis Masters Cup Shanghai. To bring more opportunities
for children to learn tennis, and improve the qualities of young people, we operate the only
nationwide tennis development program for young people in China – Star of Tomorrow. In
addition, we launch a Tour of Tennis to Campus program to provide a comprehensive platform
for the development of tennis sport in China.
Building Green Communities
limit signs on major roads. BFDA, in addition to furnishing safety facilities on roads to improve
road and transport environments, co-launched a road safety publicity campaign and training
Green symbolizes the circle of life of humanity and the home to all human races. As an auto
Protecting world heritage sites in China
session with Huairou District traffic detachment in Beijing.
maker that boasts a history of more than 100 years, we always bear in mind our corporate
6
social responsibility, striving for a balance between technological advance and environmental
Arts and Sports
protection. Our strong “Green Competitiveness” is empowered by unremitting green efforts.
As part of the community, we are actively involved in activities related to environmental
protection, and constantly enhancing our communication with residents in communities where
Held near 300 weekend concerts at
NCPA, benefiting
Arts can improve our creativity, aesthetic attainment and cultural cognition. The fighting
500,000
century, Daimler maintains an indissoluble bond with arts and sports. We launch a number of
general public
Invited to experience NCPA
music performance
About
2,250
teachers and students
we operate to check potential impacts on the environment.
Sponsored environmental
protection research activities
National and Ecological Protection
Over
spirit and the faith to take up challenges are the source that inspires dreams. For over a
philanthropic programs to help people appreciate the unique charm of sports and arts.
In 2007, we kicked off long-term partnership with UNESCO and the Chinese government,
10
Our partnership with National Centre for the Performing Arts (NCPA) can be traced back to
launching the Green Legacy Program and becoming the first auto maker that contributes to
6 years ago. The continuous and seamless cooperation between the two parties has brought
the protection of world natural heritage sites in China. In the same year, we started a donation
Organizing training workshops
many world-class artists and their wonderful performance to China to help more people
program for natural heritage sites, which consists of two phases with each phase lasting 3
appreciate arts and facilitate the sustainable development of arts in China.
years. So far, we have donated 29 million RMB to the program. As a result, the protection of
30
natural heritage sites in China has been greatly advanced and fruitful results have been made.
For the 40 students we financed at Xishacheng Central Primary School, Huai'an County of
Over the years, we have paid continuous attention to the protection of pandas, and make
Zhangjiakou, tennis was an inexperienced sport, and Beijing was rife with uncertainties. To
outstanding achievements in this regard. A scientific and comprehensive protection framework
help them unleash their dreams at a grander stage, we brought them to the 2013 China Open,
is in place, covering reproduction, cultivation, study and outdoor survival. We not only helped
where they communicated and took photos with Li Na, a star Chinese tennis player, and set off
build an advanced panda habitat database system, but also set up 8 outdoor monitoring
on a journey of hopes.
stations and 3 ecological corridors, whose lengths total 49 km. Upgraded software offers
a reliable guarantee for the sustainable development of the reserve and enables better
protection for more than 300 pandas living in the 3,870-square-kilometer habitat. We have
successfully set up a comprehensive shield for China’s national treasure, where pandas can
grow in a more comfortable environment.
Green Proposal
To celebrate the 42nd World Environmental Day, BBAC launched a “Promote Cleaner
Production & Save Resource” proposal, to convey the information of building green company
and saving energy. BBAC hopes that every employee should have strong environmental
protection in mind and continuously enhance the saving and cleaner production awareness as
to form a green live and work habit and striving for a green BBAC.
Inviting Hope School students to China Open
300
Li Na has friendly communication with children from Hope Schools at China Open
We also brought “Green” into China Open in 2013 by staging an environmental arts show
outside the tennis court, where architects and artists were invited to draw with dishes and
food to arouse people’s attention to environmental protection and join hands with us in
marching toward a greener society.
Training site staff
Over
1,000
Involving young people
Over
2,000
64
65
Social Care
CSR Main Projects Planning 2014
Built 4 hospitals to cover
The care for love and the courage to shoulder responsibility is the power that drives us to
40,000
fulfill the social responsibility of an excellent corporate citizen. We not only render full support
local residents
Area
to post-disaster reconstruction efforts in China, but also materialize our reward to China by
Brief Description
Mercedes-Benz Scholarship & Financial Aid at Peking University
reaching out to the underprivileged.
The Drum Corps Contest ——Mercedes-Benz Happy Music Classroom Program
In 2013, after the earthquake hit Ya’an, we immediately initiated the Star Fund disaster relief
Mercedes-Benz Youth CSR Leadership Program (Star Fund Lecture / CSR Project Competition)
approval process, and donated 20 million RMB to the disaster-devastated area. On December
Built 2 Hope Schools in Shifang and
Ya’an, benefiting
23-25, led by the Management team, a team of more than 150 Star Fund Ambassador
1,570
social celebrities and media paid a 3-day charity visit to Ya’an, with our care to local people.
students
volunteers, including representatives of dealers, employees, customers, NGOs, the public,
Education
Bring MPS &6S programs and engineers supports on vocational student education.
happiness. In 2013, MBAFC donated a Mercedes-Benz van to the Bethel and arranged blind
Provide scholarship for students in 2 local vocational schools.
painted with them, which made them more cheerful and lively. The donation of a Mercedes-
Culture / Sport
China Open: Continuous Sponsorship
Benz van helped them know what we are doing every day. In addition to the donation of toys,
Employee Care
Develop a variety of sports and entertainment events
clothes and food, we helped the orphanage with farm work to cut their labor costs in harvest
“
with 20-24 students/class)
Re-education program: 1,350 blue collars attended the program after passing the entrance test in 2014
We also care for the most disadvantaged orphans by contributing to their health and
orphans from the orphanage to a visit to the company. We cooked, made art handicrafts, and
Continue the vocational education program and provide the scholarship ( additional 7 classes planned
The Three Parallel Rivers Forum
time.
Today, I am quite gratified to see Mercedes-Benz
BBAC has donated 560,000 RMB to the Severe Illness Aids Charity Fund for Children every
launch its post-earthquake reconstruction relief
year since 2010 and the project will continue until 2014. In 2013, we participated in the “Love
program for Ya’an, which showcases the most
Knows No Borders” international charity bazaar, a non-profit philanthropic program that
beautiful mind of a world-renowned multinational
attracted the wives of many foreign ambassadors. It was designed to pool the loving hearts of
company. After the earthquake, Mercedes-Benz
people from all walks of life, carry forward the virtue of poverty alleviation, and help people in
made an immediate response by visiting local
impoverished areas and the most vulnerable in society improve their living conditions.
Environment/
Energy Saving
MRA II project adopts the thermal swing honeycomb zeolite concentrator to reduce the volatile organic
compound (VOCs) emissions from waste gases in paint shop
Implement water-borne for primer coat to minimize impact to environment
Oven system modification in paint shop, utility and canteen. Use LNG instead of diesel to save fuel and water
"MobileKids" Road Safety Education Star Base in Guangzhou
people and offering the most-needed assistance.
Mercedes-Benz Moki Corner Pilot Program at 8 Dealerships
Undoubtedly, this injects a great impetus into post-
Road Safety
disaster reconstruction and highlights the model
role that Mercedes-Benz plays as a responsible
Auto Society Blue Book Forum
CCTV CSR Advertisement Shooting: shoot a CSR Advertisement of Road Safety by cooperating with CCTV
corporate citizen.
aiming at raising public awareness of children road safety in particular
”
Build vehicle parking yard to ensure road safety around FBAC plant
--- Tu Meng
General Secretary of China Youth
Development Foundation
Entering Ya'an CSR Trip-2014
"Day of Caring" - will be organized in September or October to help Bethel with harvesting, painting,
Charity
cleaning work, etc.
Organize regular contact with Bethel and inter-activities with their kids throughout the year.
Donation for the "Severe Illness Aids Charity Fund for Children"
Academic
The “Love Knows No Borders” international charity bazaar
Partnership with CCPS
The 5th Mercedes-Benz CSR Partnership Award
66
67
Key Figures of the Daimler Group in 2013
Unit
2011
2012
2013
Corporate profile
Unit
2011
2012
2013
271,370
275,087
274,616
8,499
8,267
8,630
Our employees
Number of employees (worldwide)
Revenue
in millions of €
106,540
114,297
117,982
Operating profit/EBIT
in millions of €
8,755
8,615
10,815
Number of trainees (worldwide)
Result before taxes on income
in millions of €
8,449
7,718
10,139
Average age of the workforce
in years
41.9
41.9
42.3
in millions of €
6,029
6,495
8,720
Personnel expenses (worldwide)
in billions of €
17.4
18.0
18.8
2.1
2.2
2.35
Average days of training and advanced development (per employee/year)
in days
3.8
4.0
4.1
1,381,416
1,451,569
1,565,563
Costs for training and advanced professional development
in millions of €
231.4
241.0
235.5
Unit sales of Daimler Trucks
425,756
461,954
484,211
Proportion of women (Daimler AG)
in percent
13.9
14.4
14.6
Unit sales of Mercedes-Benz Vans
264,193
252,418
270,144
Proportion of women in Level 4 management positions (Daimler AG)
in percent
12.9
13.8
14.6
39,741
32,088
33,705
Workforce turnover (worldwide)
in percent
4.2
4.9
4.4
71.7
80.0
83.538
Proportion of part-time employees (Daimler AG)
in percent
6.9
7.1
7.4
Sickness figures
in percent
5.3
5.4
9.6
Provisions for retirement benefits and healthcare
in billions of €
3.2
3.0
5.6
in millions of €
59.0
58.0
60.0
Group net income
Total vehicle sales
in millions
Unit sales of Mercedes-Benz Cars
Unit sales of Daimler Buses
Contract volume of Daimler Financial Services
in billions of €
Product responsibility
Research and development expenditure on environmental protection
in millions of €
CO2 emissions of the European fleet (vehicles from Mercedes-Benz Cars)
in g CO2 /km
2,159
2,369
2,471
150
140
134
Social commitment
Cost of foundations, donations, and sponsorships
Operations-related environmental protection
in GWh
10,256
10,878
11,059
of which electricity
in GWh
4,590
4,865
4,545
of which natural gas
in GWh
4,108
4,397
4,971
CO2 emissions (total, scope 1 and 2)
in 1,000 t
3,148
3,165
3,356
CO2 emissions (total) per vehicle produced (Mercedes-Benz Cars)
in kg/vehicle
1,062
1,003
1,043
CO2 emissions (total) per vehicle produced (Daimler Trucks)
in kg/vehicle
2,708
2,701
2,438
CO2 emissions (total) per vehicle produced (Mercedes-Benz Vans)
in kg/vehicle
912
988
997
CO2 emissions (total) per vehicle produced (Daimler Buses)
in kg/vehicle
2,245
2,499
2,386
Solvents (VOC), total
in t
6,342
6,462
6,907
Solvents (VOC) per vehicle produced (Mercedes-Benz Cars)
in kg/vehicle
1.02
1.04
1.18
Solvents (VOC) per vehicle produced (Daimler Trucks)
in kg/vehicle
8.25
8.16
7.88
Solvents (VOC) per vehicle produced (Mercedes-Benz Vans)
in kg/vehicle
3.60
3.78
4.02
Solvents (VOC) per vehicle produced (Daimler Buses)
in kg/vehicle
8.56
9.43
10.63
Waste (recovery rate)
in percent
93
93
90
Water consumption (total)
in millions of m³
15,294
15,293
15,175
Energy consumption (total)
68
69
GRI Index
General Standard Disclosures
Page
Strategy and Analysis
1
Employment
53-54,56
Organizational Profile
8-13,53-54
Labor/Management Relations 56
Identified Material Aspects and Boundaries
2-3
Occupational Health and Safety 54
Stakeholder Engagement
17
Training and Education 55
Report Profile
2
Diversity and Equal Opportunity 54
Governance
14-16
Equal Remuneration for Women and Men Not Applicable
Ethics and Integrity
27-28
Supplier Assessment for Labor Practices 33
Labor Practices Grievance Mechanisms 28
Page
Investment
55
Economic Performance
9,56
Non-discrimination
54
Market Presence 54
Freedom of Association and Collective Bargaining
57
Indirect Economic Impacts 16,24-25,30
Child Labor
Not Applicable
Procurement Practices Not Applicable
Forced or Compulsory Labor
Not Applicable
Materials
51
Security Practices
56-57
Energy 48
Indigenous Rights
Not Applicable
Water 50
Assessment
Not Applicable
Biodiversity 51
Supplier Human Rights Assessment
32
Emissions 48
Human Rights Grievance Mechanisms
Not Applicable
Effluents and Waste
51
Local Communities
24-25
Products and Services
41
Anti-corruption 27-28
Compliance
47
Public Policy
25
Transport
51
Anti-competitive Behavior 32
Overall
47
Compliance
27
Supplier Environmental Assessment
51
Supplier Assessment for Impacts on Society 28,32-33
Environmental Grievance Mechanisms
Not Applicable
Grievance Mechanisms for Impacts on Society Not Applicable
Customer Service and Safety
38-42
Product and Service Labeling 43
Marketing Communications 35-42 Customer Privacy 41-42
Compliance 42
Specific Standard Disclosures
Economic
Environmental
Page
Specific Standard Disclosures
Labor Practices and Decent Work
Human Rights
Society
Product Responsibility