A motivated and committed workforce is a precondition for sustained business success. Our extensive range of training and continuing education programs supports the personal development of our employees and improves their qualifications and on-the-job performance. The use of flexible work models is becoming more and more important in today’s environment of increasingly volatile markets. Daimler employs such models in order to meet the company’s business requirements — and also to help employees balance their professional and private lives.
|Employees (December 31)||% change|
|Sales & Marketing Organization||50,683||49,699||+2|
|Daimler Financial Services||7,779||7,065||+10|
Workforce development. As of December 31, 2012, Daimler AG employed 275,087 men and women worldwide, which represents an increase of 3,717 compared with the end of 2011. This increase in workforce numbers enabled us to expand our production capacities in line with the higher demand for our products. (See table 5.01)
The number of people employed in Germany at the end of 2012 was 166,363 (2011: 167,684). We also employed 21,720 people in the United States (2011: 20,702), 14,610 in Brazil (2011: 14,533) and 11,286 in Japan (2011: 11,479). Our consolidated subsidiaries in China had 2,730 employees at the end of last year (2011: 2,121). You can find further information about the development of our workforce in the individual divisions in the Management Report of this Annual Report.
Employee qualifications. “An investment in knowledge always pays the best interest.” This motto of Benjamin Franklin serves as a guiding principle for the further development of our employees and the enhancement of their skills and qualifications. We therefore provide our
staff with training and continuing education opportunities throughout their entire careers. Our range of qualification measures includes practical training courses, seminars, workshops, specialist conferences and instruction with digital media. In Germany alone, we spent €112 million on the training and qualification of our employees in 2012 (2011: €101 million). On average, every employee spent 4.0 days on qualification measures in 2012 (2011: 3.8 days).
Securing young talent. Daimler adopts a holistic approach when it comes to recruiting and promoting talented young people. For example, our Genius initiative provides children and teenagers with valuable insights into the technologies of the future and career opportunities
in the automotive industry. School leavers can apply to participate in a technical or commercial training program at one of our locations, or to study at the Cooperative State University. They can also apply directly to our company for an entry-level position via our CAReer program.
In 2012, CAReer once again enabled approximately 400 college graduates from around the world to begin a career. The program focuses on graduates in technical and commercial fields with above-average grades and initial practical experience. The proportion of women in CAReer is currently around 33% and our trainees come from approximately 30 different nations.
Within the framework of our “Training Abroad” strategic initiative, we are supporting the establishment and sustainable expansion of Daimler training centers around the world, with a focus on the BRIC countries. We intend to strengthen our production and sales activities, especially in growth markets, by securing highly skilled employees as needed.
We had 8,267 trainees worldwide at the end of 2012 (2011: 8,499). A total of 2,109 young people began traineeships at Daimler in Germany last year (2011: 2,067). The number of people we train and subsequently hire is based solely on our company’s needs and its future development. In 2012, 91% of the apprentices and trainees in Germany were hired after completing their programs (2011: 91%).
Promoting talent and retaining expertise within the company. The Daimler Academic Programs are an important instrument when it comes to lifelong learning and promoting a holistic and forward-looking approach to human resources development. The programs offer
employees with or without a college education the opportunity to obtain academic degrees and certificates through a full-time or part-time course of study. This ensures that talented employees and the company as a whole will be prepared for the challenges of the future.
Our new “FacTS” support program offers highly talented staff from technical fields the opportunity to further their careers. This pilot program was launched in 2012 with an initial group of 20 participants at four company locations in Germany.
Diversity management. We have launched a variety of activities as part of our diversity management initiative. They range from diversity workshops and mentoring programs to the establishment of employee networks. Our commitment to such activities underscores
our determination to make diversity a value factor in our human resources processes and our corporate culture. Our main goals at the moment are to increase the proportion of women in managerial positions (gender diversity), raise intercultural awareness and promote effective generation management.
Our instruments for supporting the targeted promotion of women include flexible working-time models, childcare facilities close to work and special mentoring programs. Daimler has committed itself to increasing the proportion of women in senior management positions throughout the Group to 20% by 2020. The proportion of women in such positions has continually risen over recent years and reached almost 12% by the end of last year (2011: 10%). As a technologically oriented company, when we defined our targets we took into account industry-specific conditions as well as the current proportion of women at Daimler AG (14.4%) and at the Daimler Group (16.2%).
In order to enhance intercultural awareness, we organize special regional diversity conferences. In 2012, these events took place in South Africa; Portland, Oregon (USA); and Singapore. Additional measures in this context include training programs and workshops on intercultural cooperation, international job assignments and the targeted recruitment of employees and managers with an international background. Our networking efforts also make an important contribution to the further internationalization of our workforce.
Flexible working arrangements. Increasingly volatile markets are making it ever more important to establish flexible working arrangements that allow us to exploit market opportunities and reduce risks. Within the framework of our human resources and employment strategy,
we utilize instruments such as flexible working-hour models, working-time account management systems, personnel rotations and temporary work programs. Working-time accounts in particular make it possible to variably distribute working time in line with workload fluctuations and the needs of individual employees. Temporary work enables the company to react quickly and flexibly to fluctuations in demand, and therefore to safeguard the core workforce.
A “thank you” to our workforce. This year too, the Daimler Board of Management would once again like to thank all the members of the workforce for their commitment. The performance and dedication of our employees enabled us to make 2012 a successful business year,
even though the economy weakened as the year progressed. We can expect to face various business challenges in the future as well. However, we are convinced that our employees’ motivation and expertise will remain the most important assets of our company. Building on this foundation, we will be able to achieve long-term success and cope with any difficult market conditions that we encounter.
We would also like to thank the employee representatives for their commitment and constructive cooperation in the past year.