2458889 Daimler Sustainability Report 2013 | Daimler Ag

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  Sustainability Report 2013. Our interactive online report: http://sustainability.daimler.com  Revenue 1 Operating profit/EBIT 1 Profit before taxes on income 1 Group net income Total vehicle sales Unit sales of Mercedes-Benz Cars Unit sales of Daimler Trucks Unit sales of Mercedes-Benz Vans Unit sales of Daimler Buses Contract volume of Daimler Financial Services 117,98210,81510,1398,7202.351,565,563484,211270,14433,70583,538 114,2978,8208,1166,8302.21,451,569461,954252,41832,08879,986106,5408,7558,4496,0292.11,381,416425,756264,19339,74171,730 274,6168,63042.318.84.1235.514.614. 275,0878,26741.918.04.0241.014.413. 3, 4 5.411.3271,3708,49941.917.43.8231.413.912.94.26.914.4 3 5.37.9Energy consumption (total) of which electricity of which natural gas CO 2 emissions (total, scope 1 and 2) CO 2 emissions (total) per vehicle produced (Mercedes-Benz Cars) CO 2 emissions (total) per vehicle produced (Daimler Trucks) CO 2 emissions (total) per vehicle produced (Mercedes-Benz Vans) CO 2 emissions (total) per vehicle produced (Daimler Buses) Solvents (VOC), total Solvents (VOC) per vehicle produced (Mercedes-Benz Cars) Solvents (VOC) per vehicle produced (Daimler Trucks) Solvents (VOC) per vehicle produced (Mercedes-Benz Vans) Solvents (VOC) per vehicle produced (Daimler Buses) Waste (recovery rate) Water consumption (total) 11,0594,5454,9713,3561,0432,4389972,3866,9071.187.884.0210.639015,175 10,7694,8704,3053,3361,0592,7621,0572,5496,6181.098.703.879.499315,33510,4664,6854,1613,4361,1812,7249322,2466,3551.098.283.758.569314,834Research and development expenditure on environmental protection CO 2 emissions of the European fleet (vehicles from Mercedes-Benz Cars) 2,471134 2,3691402,159150Cost of foundations, donations, and sponsorships 60.0 jjjjjjjjjjljjjjljjljljljljjlllljjljjlljlj 58.059.0in millions of 󲂬 in millions of 󲂬 in millions of 󲂬 in millions of 󲂬 in millions in millions of 󲂬 in years in billions of 󲂬 in days in millions of 󲂬 in percent in percent in percent in percent number of cases in percent in billions of 󲂬 in GWh in GWh in GWh in 1,000 t in kg/vehicle in kg/vehicle in kg/vehicle in kg/vehicle in t in kg/vehicle in kg/vehicle in kg/vehicle in kg/vehicle in percent in millions of m³in millions of 󲂬 in g CO 2 /kmin millions of 󲂬 20112012 2013 Unit 1 For the year 2012, the figures have been adjusted , primarily for effects aring from application of the amended version of IAS 19. 2 Occupational accidents with at least one day of absence per million attendance hours for the production facilities of Daimler AG, EvoBus GmbH and Mercedes-Benz Ludwigsfelde GmbH in Germany 3 Accident figures refer to industrial workers 4 This figure was not shown correctly in the Sustainability Report 2012. We regret this error. 5 For the years 2012 and 2011, the reported figures have been adjusted for effects arising from the application of the amended version of IAS 19. Interactive key figures: Online 001 Corporate profileProduct responsibilityOperations-related environmental protectionOur employeesSocial commitment Key figures 2013. 01 Financial year 2013 Number of employees (worldwide) Number of trainees (worldwide) Average age of the workforce (worldwide) Personnel expenses (worldwide) Average days of training and advanced development (per employee/year, Daimler AG) Costs for training and advanced professional development (Daimler AG)Proportion of women (Daimler AG) Proportion of women in Level 4 management positions (Daimler AG) Workforce turnover (worldwide) Proportion of part-time employees (Daimler AG) Accident frequency 2 Sickness figures (Germany)Provisions for retirement benefits and healthcare 5 Key figures 201302   1656G4-18G4-20G4-211 Materiality analysis. 03Materiality analysis Sustainability management is a continuous improvement process that can be realized successfullyonly in cooperation with our stakeholders.The aim is to find out what expectations stakeholdershave of us as a global automotive group and what demands we place on ourselves in order to be successful on a sustained basis. In this process we concentrate our sustainability management on fields of action that are significant for our stakeholders and for our company. In the preparation of relevant sustainability issues and the con-ceptualization of this report we were guided by the principles ofcompleteness, sustainability context, materiality and stakeholderinclusiveness, formulated in the Global Reporting Initiative (GRI).Significant fields of action are important for our stakeholders as well as for our company. For our determination of the cross-section of perspectives, which do not always coincide, and toenable us to set priorities, we utilize a multi-step materiality analysis. Identification and relevance. In order to obtain an exact pic-ture of the expectations of the various stakeholder groups we also evaluate reader surveys on this report, customer andemployees surveys, specialist unit workshops, dialogs with individual stakeholder groups, and the results of our “Daimler Sustainability Dialogues.” In addition, we also take into accountthe analyses of our “News and Issues Management” and our“Society and Technology Research Group.” The following applies to the fields of action identified in this manner:–They affect our present and future business activities.–We are in a position to influence them – directly or indirectly.We subsequently assign these fields of action to the responsibili-ty dimensions of our sustainability strategy. International open stakeholder survey. In order to prioritizethe fields of action, in 2013 we conducted a second open Stake-holder Survey, for which we again did not preselect the targetgroups with a view to considering as many legitimate stakeholderinterests as possible. In the approximate one-month period fromOctober 28 to December 2, 2013, interested persons could takepart in the survey on our website daimler.com and name and evaluate topics that were important to them. After the end of the survey, more than 800 responses had been received. In ourassessment of results, we gave special consideration to the greatsignificance of our primary stakeholder groups (shareholders and investors, customers, suppliers, and employees) as well as to the expertise of non-government organizations. That is whythese groups are taken into account with a higher weighingfactor. The materiality analysis. The results of the online survey wereincorporated into our materiality analysis for 2013, where theyare compared with the results of a survey and an extensive dis-cussion with the members of our company ’ s sustainability bodiesand the Board of Management of Daimler AG, who set the orderof priorities from the company ’ s perspective. The chart on page 4shows all evaluated fields of action – organized thematically inline with the responsibility dimensions of our sustainability strat-egy and sorted in a decreasing order of stakeholder priorities.Their positioning indicates the major focal areas of our sustaina-bility efforts. The importance of the majority of action fields forour stakeholders and for our company is high or very high. Forgreater transparency, we have reworked and have presented intable form the numerical assessments of the action fields andadded the links to the contents of this Sustainability Report. Continuous improvement process. Using the establishedmethodology for surveying key sustainability topics of materialimportance on the basis of an open survey, we have also modi-fied our performance management and the related reporting:High-priority topics are now given greater attention within thescope of the sustainability program, this report, and our dailywork. The specialist units are also examining the survey results indetail to this end. Through the specific interactive methodologyof our materiality analysis we address the great importanceassigned to materiality considerations in the new G4 ReportingFramework, according to which we are reporting for the first time this year. Since the materiality analysis is carried out andupdated at regular intervals, we are also working on the conti-n-uous improvement and refinement of the surveying andassessment methodology, which was presented for discussion atour last “Daimler Sustainability Dialogue” and was refined jointlywith the participating sustainability experts. G4-22G4-23G4-18G4-22G4-23 GRI Materiality Matters indicators  100 (100)87 (91)98 (92)96 (92)85 (92)82 (87)92 (88)92 ( –)92 (92)92 (88)92 (92)86 (78)90 (90)87 (–)86 (87)86 (91)86 (86)82 (84)81 (81)80 (77)79 (77)73 (76)85 (88)83 (80)85 (85)81 (75)83 (78)85 (85)84 (84)84 (87)82 (85)78 (77)84 (84)84 (88)93 (93)83 (83)75 (64)79 (75)80 (78)88 (84)83 (86)79 (76)75 (74)72 (84)92 (92)88 (88)81 (81)75 (75)84 (87)83 (85)82 (82)75 (76)80 (80)80 (80)75 (80)83 (83)70 (64)82 (87)78 (76)70 (71)68 (76)68 (60)75 (78)73 (73)70 (61)80 (84)74 (71)67 (62)82 (73)70 (69)66 (61)65 (64)64 (64)57 (60) Customer satisfactionFuel consumption and CO 2 emissionsIntegrityHuman rightsData protectionComplianceInnovative vehicle and powertrain technologiesVehicle safetyPollutant emissions (product)Generation managementInclusion of our stakeholdersBusiness partner integrity management Conservation of resources (product)Compliance with standards in the supply chainWater protectionTransparency in the reportingSustainability strategy and organizationEmployer attractivenessEnergy efficiency and CO 2 -free productionConservation of nature, soil, biodiversityMobility concepts and servicesNoise emissions (product)Training and continuing educationOccupational health and safetyEnvironmental product developmentLogistics and employee transportationDisposal and resource managementCo-determinationInvolvement in the political processRegional commitment at our locationsCross-regional commitment for social issuesAir purification (production)Support of social sustainability initiativesSupport of voluntary employee commitmentDiversity managementCommitment through own foundation effortsCompany-initiated projects *The evaluation of issues of particular relevance for the stakeholder dimension reflects the results of the open stakeholder survey.**The evaluation of sustainability topics of particular relevance for the company dimension reflects the evaluation by Daimler (Board of Management, Sustainability Board, Sustainability Office). 5720 f., 32 f., 43 ff.13 ff., 16, 30 f., 67, 7114, 16 f., 55 f. 18, online 00217 f., 37, 55 f., 67, 7120 f., 32 f., 4222 ff., 32 f., 424453, 663, 14 f., 30–33, 51–6017, 55 f. 4555 f.5014, 25, 52, 58, 713, 13-185120 f., 47 ff.5026 f., 4632 f., 4553, 54544050495132 f.15, 5914 f., 32 f., 58 f.4913, 14, 58 f., 70 f.5953, 665858 f. 02 Materiality analysis 2013 Significant action fields for sustainability management Management responsibilityEthical responsibilityProduct responsibilityStakeholders*Company**Production responsibilityEmployee responsibilityResponsible business partners Page Social responsibility (very high 100% / high 75% / medium 50%)Evaluation 2013 (2012) in percent G4-18G4-19G4-20G4-21 04Materiality analysis
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