Sustainable management
In 2010, we incorporated sustainability into our strategic target system, thereby formally confirming its focal importance for our business operations.
 |
|
A structured and integrated understanding of sustainability. The formal value assigned to sustainability in our Daimler target system is in line with our aim of continuously developing and refining the details of our group-wide sustainability strategy. |
Six central pillars for more sustainability
In our sustainability strategy we have previously defined five key areas of action ("Sustainability dimensions“):
-
Sustainable supplier relations management
-
Fuel consumption and CO2 emissions, product safety, customer satisfaction
-
CO2 emissions and energy efficiency, pollutant and noise emissions within the production
-
Employer appeal on the basis of the Commitment Index, and our positioning in HR marketing rankings
-
Good contacts to stakeholders, social commitment, donations, sponsorship, foundations, volunteering
To additionally emphasize the great importance of sustainable and ethical business practices in the company, in 2012 we added a sixth central pillar ("Ethical Responsibility"). Targets were defined for each of these dimensions. All targets taken together constitute our medium- to long-term "Sustainability Program 2010-2020", which provides us with a standard against which we can measure ourselves and be measured by others.
Systematically manage and implement sustainability strategy
One of the main tasks of the cross-sectional dimension 'Management Responsibility' is therefore the systematic management and verifiable implementation of the targets of our sustainability program derived from the strategy. Continuous dialog with our stakeholders has an important function in the development and adjustment of our sustainability strategy.
Continuous development of our sustainability strategy
We continuously develop our sustainability strategy and in doing so place special emphasis on the pooling of the various strategies and initiatives of the specialist units into a group-wide process aimed at ensuring improved coordination, transparency and verifiability.
The framework for this is provided by our group-wide sustainability management system, in which the sustainability activities of the specialist units are presented in the form of measures that are tied to measurable target indicators.
Identify and implement timely measures
Since 2011, we utilize a sustainability scorecard as an instrument for controlling the key sustainability targets. The scorecard uses a traffic light system to assess targets based on quantitative and qualitative indicators. It then signals any need for action, so ensuring that effective measures can be taken with the direct involvement of corporate management.
Tools & Services
Download
Top