For one thing, we are electrifying our cars, trucks, vans, and buses. In the car segment in particular, we will electrify our complete portfolio.
With purchase orders of battery cells for more than EUR 20 billion, we ensure the supply of our global battery production network today and until the year 2030.
Together with Geely Holding, we will form a 50-50 joint venture in order to further develop smart as a manufacturer of all-electric vehicles.
Connected vehicles and digital services are already an important purchasing criterion today. With Mercedes me in the car segment, Mercedes PRO in vans, and Mercedes-Benz Uptime in trucks, we offer comprehensive access to brand worlds and extensive services. And with our constantly enhanced MBUX infotainment system we’ve taken the theme of connectivity to the next level. Thanks to artificial intelligence, MBUX is capable of learning and with over the air functionality it is always up to date. Thanks to recognizing movements MBUX eases natural operation.
We have moved a big step forward on the road to autonomous driving through our updated Mercedes-Benz S-Class model. And with the new Actros Daimler Trucks was first to offer partially automated driving of level 2 in series trucks and announced to invest in the development of highly automated trucks (SAE level 4) in the next years.
2008 we were first in free-floating car-sharing. About one decade later, we are bundling our mobility services with BMW in order to jointly offer even more comprehensive mobility services from one hand - from car-sharing and ride-hailing up to parking und charging of electric vehicles. Our vision is to merge these services into a single mobility service portfolio with an all-electric, self-driving fleet of vehicles that charge and park autonomously and interconnect with the other modes of transport.
As combining of autonomous driving and shared mobility will become increasingly important in the future, we are not only joining forces with BMW. Together with Bosch we will test an automated on-demand ride-hailing service in a first pilot city in the second half of 2019.
3. CULTURE — adapting our corporate culture
At the cultural level, we are responding to the transformation of the auto industry by adapting our corporate culture to the new challenges. The increasing dynamism and the challenges of the automotive sector require a fast pace of innovation and agile action that is aligned with markets and customers. In cooperation with our employees, we have developed a new leadership culture under the overarching Leadership 2020 program. We are reinforcing the entrepreneurial spirit, becoming faster, and creating more space for innovation. We are promoting new development methods and new models of interdisciplinary cooperation in a targeted way. We are supporting the promising innovations of our employees and external partners and ensuring that they are implemented. We’re developing additional business ideas through innovation platforms such as STARTUP AUTOBAHN and Lab1886. With DigitalLife@Daimler we are pushing ahead the digital change on a superordinate level, allowing to experience technologies and promoting connected collaboration between the employees.
4. COMPANY — reinforcing the divisional structure
At the Annual General Meeting on 22 May in Berlin, a large majority of the shareholders of Daimler AG approved the reorganization of the Daimler Group. This will clear the way for Daimler to transfer its Cars and Vans business as well as its Trucks and Buses business into legally independent entities. The new Group structure will take effect when the hive-down is entered in the commercial register. Daimler aims to launch the new corporate structure on 1 November 2019.
From this time forward, Mercedes-Benz AG will be responsible for the current Mercedes-Benz Cars and Mercedes-Benz Vans divisions, while the Daimler Trucks and Daimler Buses divisions will be joined in Daimler Truck AG. Daimler Financial Services AG, which is already legally independent, will be named Daimler Mobility AG beginning 24 July 2019.
With three powerful companies under a common umbrella, the Group is giving itself a more flexible and focused structure. With this new set-up, Daimler intends to give its divisions greater entrepreneurial freedom, strengthen their market and customer orientation, and allow them to enter new partnerships more easily and quickly. By focusing the new companies on their customers, markets and core competencies, new growth and earnings potential can be tapped. In addition, strengthening Daimler's divisional structure serves the goal of securing the long-term commitment of current and future investors and partners.
Through our strategic components CORE, CASE, CULTURE, COMPANY and CUSTOMER we want to successfully transform our company from a leading automaker also to a leading provider of mobility.