DOCSLIB.ORG

28. Mar 2017 Sustainability Report 2016

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
28. Mar 2017 Sustainability Report 2016 Sustainability Report Overview 2016 Strategy and Ethical Management Responsibility Product Corporate Environ- Responsibility mental Protection Employees Suppliers Social Target Program Responsibility Foreword Dr. Dieter Zetsche Chairman of the Board of Management of Daimler AG, Head of Mercedes-Benz Cars Biography Renata Jungo Brüngger Member of the Board of Management of Daimler AG, Integrity & Legal Affairs, Co-Chairman of the Daimler Sustainability Board Biography Dear readers, Ola Källenius Member of the Board of Management of Daimler AG, Group Research & You might be familiar with the following Chinese saying: “When the Changes create not only new opportunities but also new responsibilities, Mercedes-Benz Cars Development, wind of change blows, some build protective walls, but others build which we are emphatically taking on. In all of our activities, we behave Co-Chairman of the Daimler Sustain- windmills.” Today, the wind of change is rapidly picking up speed in our with integrity and take the effects on society and the environment into ability Board industry as well. In response, we’re not building any windmills — but account. Among the important guidelines for these activities are the Biography we are building vehicles that operate with innovative drive concepts. principles laid down in the UN Global Compact, the Sustainable Develop- In the period until 2025 we will launch the series production of ten new ment Goals of the United Nations, and the accords reached in the Paris electric cars and invest approximately E10 billion to expand our fleet Agreement. of electric vehicles. As you read this report, you will find out where we stand today and what But the electrification of the drivetrain is by no means the only change we plan to do in the future. Dear readers, please continue to support us that is challenging and inspiring us at Daimler. We’re also focusing on through your constructive criticism as we move into the future. We are digitization, autonomous driving, and new mobility concepts — especially convinced that, thanks to our concerted efforts, the wind of change will concepts for urban areas. Taken together, these trends represent the become a following wind that takes all of us forward together. biggest transformation of mobility in more than 130 years. Our aim is to shape these changes for the benefit of our customers, business partners, Best regards, stakeholders, and employees. And in order to do that, we’re not building any protective walls — on the contrary. At our new CASE unit, we are addressing future-oriented topics holistically. Here we are using new and flexible forms of cooperation such as swarm organizations. Dr. Dieter Zetsche Renata Jungo Brüngger Ola Källenius 02 www.daimler.com/sustainability Contents The Basis 60 Corporate Environmental Protection 04 Materiality analysis 63 Energy efficiency and low-CO2 production 126 Report profile 68 Air purification 130 External assurance 69 Waste and resource management Navigation system. To help you navigate through this report, 131 UN Global Compact 70 Water pollution control we have inserted hyperlinks into this PDF file. The gray bar at the 133 Imprint and contact 70 Logistics and employee transport top of the page lets you jump from any page to the chapter you 72 Nature conservation, land use, and biodiversity click on. The chapter you are currently in is highlighted. The icons in this report function like those on a Website: 07 Strategy and Management 73 Employees Home 08 Our strategic approach 09 Main fields of action 77 Employer of choice Contents 09 Sustainable management 79 Diversity management 1 3 Sustainability ratings 83 Development and advancement Back 1 3 Stakeholder dialog 87 Health management and occupational safety 1 7 Risk management Forward 92 Suppliers 19 Ethical Responsibility Guidance system. You can also go directly to a specific chapter by clicking on it in the table of contents. On the extreme left 93 Our Sustainability Standards of each chapter is an overview of the linked sub-chapters. The 20 A culture of integrity 96 Prevention and risk management following icons in the text are also helpful: 22 Human rights 23 Compliance programs Reference to online information 26 Legal responsibility 97 Social Responsibility 26 Data protection Reference to a page within this report or to a page of the Daimler Annual Report. The pages of the online Annual 99 Promoting science Report are linked in so that you can be taken directly to 99 Education 28 the respective page. Product Responsibility 100 Traffic safety 100 Nature conservation Reference to a table or graphic 34 Environmentally responsible product development 101 Art and culture 35 Climate protection 102 Community and charitable commitment 36 Innovative vehicle and powertrain technologies 103 Dialog and understanding 104 Corporate volunteering 39 Fuel consumption and CO2 emissions You can find the key figures for this report in our 46 Fuels online key figures tool: 48 Product safety www.daimler.com/sustainability/key-figures2016.html 48 Pollutant emissions 106 Target Program 50 Interior emissions 50 Noise 50 Vehicle safety GRI Reference to GRI G4 Materiality Disclosures 52 Conservation of resources 55 Mobility concepts and services 56 Customers 03 www.daimler.com/sustainability Daimler Sustainability Report 2016 Strategy and Ethical Product Corporate Environ- Employees Suppliers Social Target Program Management Responsibility Responsibility mental Protection Responsibility Materiality analysis Our sustainability strategy also takes the expectations of our stakeholders into Determining materiality. With the help of a materiality analysis, we compare the results of account. We use a multi-step materiality analysis to identify the fields of action that the online survey — which in the year under review was supplemented with about 60 in-depth are relevant to us and to our stakeholders. interviews with sustainability experts from Germany and abroad — with those of an internal survey of the members of our company’s sustainability bodies and of the entire Board of This report is oriented toward the G4 guidelines of the Global Reporting Initiative (GRI) and Management of Daimler AG. These internal bodies discuss which topics have material effects thus takes the materiality principle into account as well. We consider fields of action to on our company from a social, ecological, ethical, human-rights, and economic perspective. be “material” if they are important for the company as well as for our stakeholders. We use a multi-step materiality analysis to help us determine what the different assessments, which Consistent action. The materiality analysis shows us the areas to which we have to pay do not always coincide, have in common. particular attention. As a result, we further intensified our sustainability management activi- ties in 2016, focusing particularly on the key topics of the materiality analysis, which we also Specifying fields of action. We evaluate a variety of sources in order to obtain as precise a took into account when selecting topics for our annual “Daimler Sustainability Dialogue.” In picture of our stakeholders’ concerns as possible. This involves evaluating readers’ feedback the year under review, we began to orient our sustainability strategy even more strongly to- regarding this report; surveys of customers, employees, and interest groups; workshops ward clearly defined focus themes based on the main future-oriented topics of the materiality in the specialist units; dialogs with individual stakeholder groups; and events such as the analysis. We will systematically continue this process in the year ahead. The tables on the “Daimler Sustainability Dialogue.” We also conduct symposia in order to gather input from following pages depict the fields of action that were evaluated in our last assessment in 2015. our stakeholders, and we take into account the analyses of our News and Issues Management The fields are clustered by topic and arranged in descending order according to stakeholder team and our Society and Technology Research Group. In this way, we identify fields of action priorities. that influence our company and that we can, in turn, influence ourselves. More on the stakeholder dialog: pp. 13 ff. Stakeholder surveys. To enable a priority ranking of the identified fields of action, we GRI G4-18, G4-22, G4-23, G4-24, G4-25, G4-26, G4-27 conduct an international open stakeholder survey every two years. The target groups are not preselected in advance. For more than one month, all interested parties can take part in the survey on our Website at www.daimler.com, and name and evaluate topics that are important to them. In our assessment of the results, we give special consideration to the great significance of our primary stakeholder groups (shareholders and investors, customers, suppliers, and employees) as well as to non-governmental organizations. We had received more than 700 replies by the end of the last survey in the summer of 2015. The next survey will be held in 2017. 04 www.daimler.com/sustainability Daimler Sustainability Report 2016 Strategy and Ethical Product Corporate Environ- Employees Suppliers Social Target Program Management Responsibility Responsibility mental Protection Responsibility 01a Materiality analysis 2016 Material fields of action Stakeholders* I Company** Page Product responsibility Fuel consumption and CO2 emissions 90 (85) 98 (98) 30 f. 39 ff. 63 ff. 113 ff. The material fields of action of sustain- ability management in 2015/2016 (2014) Innovative vehicle and powertrain technologies 90 (86) 94 (92) 29 ff. 36 ff. 117 were rated between 0 (=immaterial) Vehicle safety 86 (86) 93 (92) 50 f. 56 ff. 118 and 100 (=very material). Customer satisfaction 85 (87) 100 (100) 56 ff. 112 116 *The evaluation of issues of particular Conservation of resources 85 (84) 85 (83) 52 ff. 117 relevance for the stakeholder dimension Pollutant emissions 84 (82) 95 (86) 48 f. 116 reflects the results of the open stake- Environmentally responsible product development 82 (82) 81 (81) 34 f. 117 holder survey.
Load more

Recommended publications
  • Mercedes-Benz W221.II S-Class
    Press Kit: The 2009 Mercedes-Benz S-Class Contents Page Press Information Short version 19 October 2009 The 2009 Mercedes-Benz S-Class Pacemaker in automotive development 2 At a glance Australian prices for the 2009 S-Class 10 At a glance Technical highlights of the 2009 Mercedes-Benz S-Class 12 Long version Model range Wide range of high-tech systems in series production 19 Market success Number One in the luxury segment 26 Drive system Serene and efficient 32 Active and passive safety "Intelligent partners" 39 Design and equipment Perfection to the last detail 61 Chassis and suspension Safe and relaxed arrival 75 Mercedes-Benz Australia/Pacific Corporate Communications A Daimler Company The 2009 Mercedes-Benz S-Class: Press Information Pacemaker in automotive development 19 October 2009 After four years in production and sales of 270,000 units, Mercedes- Benz is now presenting the 2009 S-Class. With an even more dynamic design, even more comfort and path-finding innovations, this extensively updated new series of the world's most successful luxury saloon is reiterating its claim to be the standard for automotive progress. The engine range includes six up-to-date petrol and diesel units, which generate the same, high output as in the preceding series but require up to seven percent less fuel. The high safety standard typical of the S-Class is further improved by a unique combination of new camera and radar based driver assistance systems, with innovations such as ATTENTION ASSIST drowsiness detection and Adaptive Highbeam Assist. More agility and driving enjoyment is ensured by Direct-Steer and modified Active Body Control with crosswind stabilisation for the eight- and twelve-cylinder models.
    [Show full text]
  • Corporate Responsibility Report 2010/2011
    MUNICH RE CORPORATE RESPONSIBILITY Contents Page Strategy and challenges 2 Statement by the CEO 4 Guiding concept and mission 5 Fields of action and objectives 6 Milestones 8 Stakeholder dialogue 12 Challenges 14 Management 20 Responsible corporate governance 21 Sustainable investments 29 Responsibility towards staff 36 Our environmental awareness 50 Solutions 58 Strategic approach 59 Reinsurance 60 Primary insurance 67 Munich Health 72 Asset management 75 Commitments 77 New corporate citizenship concept 78 Focal areas – Investing in the future 79 Foundations – Making a difference 85 Facts and figures 89 About the corporate responsibility portal 90 Key performance indicators 91 GRI and Global Compact Communication on Progress 99 SRI-Indices and awards 134 Partnerships, initiatives and foundations 136 MUNICH RE Corporate Responsibility Contact Privacy Statement Legal Notice Imprint CORPORATE RESPONSIBILITY MUNICH RE STRATEGY AND CHALLENGES MANAGEMENT SOLUTIONS COMMITMENT FACTS AND FIGURES Corporate Responsibility in Figures STRATEGY AND CHALLENGES Munich Re is committed to its corporate responsibility. To ensure that we meet 28,000 this commitment, responsible action is a mainstay of our strategy, firmly ingrained in our organisation, and thus addresses the major challenges of our More than 28,000 entries are time. » more tracked within NatCatSERVICE, our collection of natural catastrophe database. » more STATEMENT BY THE CEO CURRENT NEWS Quick Links » Statement by the CEO EARNING TRUST 08.08.2011 » Guiding concept and mission Project cooperation on corporate responsibility » A forward-looking and responsible approach has Sustainable investments between Munich University of Applied » been focused by Munich Re for many years. Responsibility towards staff Sciences and Munich Re » Corporate Responsibility is and has always been Foundations » an integral part of Munich Re’s Group strategy.
    [Show full text]
  • Daimler Sustainability Newsletter
    November 2009 Daimler Sustainability Newsletter 2nd Daimler Sustainability Dialogue Contents in brief 3 billion euro investment: Daimler’s clear commitment to the » 2 Exchange of ideas and German locations Groundbreaking in Kecskemét: Production is set to commence in 2012 at » 3 dialogue with stakeholders the new passenger car plant in Hungary Daimler maintains dialogue with its stakeholders throughout the world. In early Employees: November, national and international stakeholders met up with representatives 2,300 young people commence apprentice - » 3 from Daimler at the “Daimler Sustainability Dialogue” for an exchange of ideas and ship – Web-based “Code of Conduct” training critical discussion in matters of sustainability. smart fortwo electric drive: Large-series production will start at the » 4 STUTTGART – By staging this event, it is for determining the Group’s position, and Hambach plant in 2012 Daimler’s intention to acquire practical in - – whenever necessary – as an incentive to sights for further enhancing its sustaina- undertake corrective measures.” Sprinter “BlueEFFICIENCY”: bility performance. The “Daimler Sustaina- New engines and transmissions for greater » 4 bility Dialogue,” established on a long-term The objective of last year’s Sustainability fuel economy and reduced emissions basis, serves to promote regular discussion Dialogue was to get to know the stakehold - Customers: with the Group’s stakeholders. Following ers and to become acquainted with their ex - Daimler opens a new Commercial » 5 the first event of its kind in 2008, the Dia - pectations and demands vis-à-vis Daimler, Vehicle Center – Premiere for logue was held for the second time this year. and thus to derive impulses for further the “TruckWorks” service scheme improving sustainability performance.
    [Show full text]
  • Mercedes-Benz Chairman Dieter Zetsche Sees a Future for the Auto Industry of 'Endless Possibilities'
    Mercedes-Benz Chairman Dieter Zetsche Sees a Future for the Auto Industry of 'Endless Possibilities' Dr. Dieter Zetsche Chairman of the Board of Management, Daimler AG Head of Mercedes-Benz Cars Division November 5, 2015 Excerpts from Dr. Zetsche's Remarks On the state of the U.S. economy: It’s funny: For decades, people have predicted the downfall of the American economy. In the ’80s, many feared that Japan would soon be the leading economy in the world. In the 2000s, they say the same thing about China. Yet, despite all of those bleak predictions, the U.S. continues to be the locomotive of the world economy. On German hardware: German hardware is just as exciting as American software. On electric cars: Five years ago most people assumed that virtually every auto manufacturer in the world would mostly sell electric vehicles. Today, five years later, we know high purchase prices, cheap gas, range anxiety, a limited number of charging stations – these and many other factors slowed down the rise of electric mobility. Plus to this day, no manufacturer has actually made money on electric vehicles. Daimler was and I think still is the first exception, because we sold our stake in Tesla with a $750 million gain. [Laughter.] On learning cars: Our long-term vision is a learning car that progressively tailors itself to the driver. And that’s important because the more functions the car is equipped with, the more complex it becomes. On car sharing: Daimler is the first auto manufacturer in the car-sharing business. When we launched our service Car2Go, many people thought it was crazy to share cars instead of selling them.
    [Show full text]
  • Der Globale Green New Deal. Warum Die Fossil Befeuerte
    DER GLOBALE GREEN NEW DEAL Die amerikanische Originalausgabe The Green New Deal: Why the Fossil Fuel Civilization Will Collapse by 2028, and the Bold Economic Plan to Save Life on Earth erschien 2019 bei St. Martin’s Press, New York. Copyright © 2019 by Jeremy Rifkin All rights reserved including the right of reproduction in whole or in part in any form. Jeremy Rifkin ist einer der bekanntesten gesellschaftlichen Vorden- ker. Er ist Gründer und Vorsitzender der Foundation on Economic Trends in Washington. Seine Bücher sind internationale, in 35 Spra- chen übersetzte Bestseller und lösten weltweite Debatten zu den großen gesellschaftlichen und ökonomischen Fragen aus, siehe auch Das Ende der Arbeit, Access und zuletzt Die Null-Grenz kosten- Gesellschaft. Rifkin berät zahlreiche Organisationen und Regierungen – unter anderem Deutschland, die EU, China – und unterrichtet an der re- nommierten Wharton School der University of Pennsylvania. Jeremy Rifkin DER GLOBALE GREEN NEW DEAL Warum die fossil befeuerte Zivilisation um 2028 kollabiert – und ein kühner ökonomischer Plan das Leben auf der Erde retten kann Campus Verlag Frankfurt/New York ISBN 978-3-593-51135-1 Print ISBN 978-3-593-44288-4 E-Book (PDF) ISBN 978-3-593-44289-1 E-Book (EPUB) Das Werk einschließlich aller seiner Teile ist urheberrechtlich geschützt. Jede Verwertung ist ohne Zustimmung des Verlags unzulässig. Das gilt insbesondere für Vervielfältigungen, Übersetzungen, Mikroverfilmungen und die Einspeicherung und Verarbeitung in elektronischen Systemen. Trotz sorgfältiger inhaltlicher Kontrolle übernehmen wir keine Haftung für die Inhalte externer Links. Für den Inhalt der verlinkten Seiten sind ausschließlich deren Betreiber verantwortlich. Copyright © 2019 Campus Verlag GmbH, Frankfurt am Main.
    [Show full text]
  • Daimler Annual Report 2009
    Pioneers of Sustainable Mobility. Annual Report 2009. Key Figures Daimler Group 2009 20082007 09/08 Amounts in millions of € % change Revenue 78,924 98,469 101,569 -20 1 Western Europe 36,458 46,276 49,753 -21 thereof Germany 18,788 21,832 22,582 -14 NAFTA 19,380 23,243 25,136 -17 thereof United States 16,569 19,956 21,846 -17 Asia 12,435 13,840 11,918 -10 thereof China 4,349 3,226 1,951 +35 Other markets 10,651 15,110 14,762 -30 Employees (December 31) 256,407 273,216 272,382 -6 Investment in property, plant and equipment 2,423 3,559 2,927 -32 Research and development expenditure 4,181 4,442 4,148 -6 thereof capitalized 1,285 1,387 990 -7 Cash provided by (used for) operating activities (including discontinued operations) 10,961 (786) 7,146 . EBIT (1,513) 2,730 8,710 . Value added (including discontinued operations) (4,644) (1,147) 1,380 . Net profit (loss) (2,644) 1,414 3,985 . Net profit (loss) from continuing operations (2,644) 1,704 4,855 . Earnings (loss) per share (in €) (2.63) 1.41 3.83 . Earnings (loss) per share, continuing operations (in €) (2.63) 1.71 4.67 . Total dividend 0 556 1,928 . Dividend per share (in €) 0.00 0.60 2.00 . 1 Adjusted for the effects of currency translation and changes in the consolidated group, decrease in revenue of 21%. With the B-Class F-CELL, Mercedes-Benz is the world’s first manufacturer to put a fuel-cell car on the road that was produced under series conditions.
    [Show full text]
  • IR Release: Daimler Net Profit Almost Doubles in First Quarter of 2014
    Investor Relations Release April 30, 2014 Daimler: Net profit almost doubles in first quarter of 2014 • Total unit sales of 565,800 vehicles at record level in first quarter • Revenue up by 13% to €29.5 billion • Disproportionately high increase in Group EBIT to €1,787 million (Q1 2013: €917 million) • Net profit of €1,086 million (Q1 2013: €564 million) • Significant growth in unit sales and revenue expected • Group EBIT from ongoing business anticipated to be significantly higher than in 2013 • Dr. Dieter Zetsche: “Our strategy is paying off; our investments are bearing fruit. We made a good start to the year, as expected.” Stuttgart, Germany – Daimler AG (ticker symbol DAI) started the year 2014 with significant growth in unit sales, revenue and earnings. Worldwide, the Group sold 565,800 cars and commercial vehicles in the first quarter – more than ever before – and thus increased its unit sales by 13% compared with the prior-year period. Despite unfavourable exchange rate developments, revenue increased by 13% to €29.5 billion. Group EBIT rose to €1,787 million (Q1 2013: €917 million). Net profit reached €1,086 million Daimler Investor Relations, www.daimler.com/investor (Q1 2013: €564 million), and thus nearly doubled compared with the page 2 prior-year period. “Our strategy is paying off; our investments are bearing fruit,” stated Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars. “We made a good start to this year, as expected. As the year progresses, we will continue working systematically on our profitable growth path.” The significant increase in earnings at the beginning of the year was influenced by the very positive development of unit sales and revenue, a better model mix and further efficiency gains at all divisions.
    [Show full text]
  • Polishing the Star
    Polishing the INTERVIEW WITH DAIMLER’S DIETER ZETSCHE Star EIN INTERVIEW MIT DAIMLER-CHEF DIETER ZETSCHE rom his first days of prominence during the “merger of equals” be- Ftween Chrysler Corporation and the former Daimler-Benz AG in 1998 — a $36-bil- lion acquisition, more accurately, of the former by the latter — Dieter Zetsche put the global auto industry on notice that he stood apart from Germany’s executive ranks. Born in Turkey of German parents, he grew up near Frankfurt and graduated as an electrical engineer from University of Karl- sruhe in 1976. He was awarded his doctorate in mechanical engineering in 1982 from the University of Paderborn, having already been employed as an engineer for what was then called Daimler-Benz, the world’s oldest maker of vehicles. He rapidly advanced through a series of engineering and leadership posts, in- cluding stints in Brazil and Argentina. His first U.S. assignment was to run the company’s maker of heavy trucks, Freightliner. Assigned by Daimler chief executive Der Stern Juergen E. Schrempp to integrate Chrysler’s U.S. operations into the new DaimlerChrysler, Zetsche proved to be anything but the ste- reotypical rigid, micromanaging overlord wird poliert from Stuttgart. Affable and well-liked, with a talent for listening intently and team-building, he gained trust and promoted accessibility eit er Bekanntheit erlangte im Rahmen der „Fusion by making a point of speaking English with unter Gleichen“ zwischen der Chrysler Corporation fellow German executives as a courtesy to S und der ehemaligen Daimler-Benz AG im Jahre American Chrysler executives.
    [Show full text]
  • Daimler Financial Year 2015 IR Release
    Investor Relations Release Daimler continues along successful path: February 4, 2016 record figures for unit sales, revenue and earnings in 2015 – highest ever dividend proposed – ongoing positive outlook Record unit sales with 2.9 million vehicles sold (+12%) Group revenue up by 15% to €149.5 billion (2014: €129.9 billion) Substantial increase in Group EBIT to €13.5 billion (2014: €10.8 billion) EBIT from ongoing business substantially higher than prior year at €13.8 billion (2014: €10.1 billion) Net profit of €8.9 billion (2014: €7.3 billion) Highest ever dividend proposed of €3.25 per share (2014: €2.45) Outlook 2016: growth expected in unit sales, revenue and EBIT from ongoing business Stuttgart, Germany – Daimler AG (ticker symbol DAI) grew profitably once again in 2015 and once more achieved record levels of unit sales and revenue, as well as EBIT from the ongoing business, Group EBIT and net profit, with contributions from all divisions. For the year 2016, due to the very attractive and highly competitive product ranges of all the divisions, the Group assumes that it will profit to an above-average extent from the anticipated slight growth in global demand for automobiles, thus strengthening its position in major markets and further increasing its unit sales. Accordingly, further growth is expected in revenue and EBIT from the ongoing business. “2015 was a good year for Daimler,” stated Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars, upon opening the 2016 Annual Press Conference. “We know from experience: Getting to the top is hard, but staying at the top is even harder.
    [Show full text]
  • S-Klasse BR 222 Maybach / Nachtrag 27-36 Pdf 765
    GSP/TPR After-Sales Technik PKW Zulässige Rad-/Reifenkombinationen für die S-Klasse (Maybach) (Baureihe 222) Rad-/Reifenkombinationen 18" VA 245/50 R18 100W Verkaufsbez., VA + HA 8Jx18H2 ET: 41 Baumuster 245/50 R18 100W HA (erste 6 Ziffern der FIN) 8Jx18H2 ET: 41 275/45 R18 103W 9.5Jx18H2 ET: 43,5 S 400 4MATIC MAYBACH X X 1) 222967 S 450 4MATIC MAYBACH X X 1) 222964 S 500 4MATIC MAYBACH X X 1) 222985 S 500 MAYBACH X X 1) 222982 S 560 4MATIC MAYBACH X X 1) 222986 S 560 MAYBACH X X 1) 222983 Daimler AG, Stuttgart, Germany Daimler AG Sitz und Registergericht/Domicile and Court of Registry: Stuttgart, HRB-Nr./Commercial Register No. 19 360 71059 Sindelfingen Vorsitzender des Aufsichtsrats/Chairman of the Supervisory Board: Manfred Bischoff Telefon/Phone +49 70 31 90-0 Vorstand/Board of Management: Dieter Zetsche (Vorsitzender/Chairman), Telefax/Fax +49 711 17 2 22 44 Martin Daum, Renata Jungo Brüngger, Ola Källenius, Wilfried Porth, [email protected] Britta Seeger, Hubertus Troska, Bodo Uebber www.daimler.com Mercedes-Benz – sind eingetragene Marken der Daimler AG, Stuttgart, Deutschland/ are registered 2/7 trademarks of Daimler AG, Stuttgart, Germany GSP/TPR After-Sales Technik PKW Zulässige Rad-/Reifenkombinationen für die S-Klasse (Maybach) (Baureihe 222) Rad-/Reifenkombinationen 19" VA 245/45 R19 102Y XL Verkaufsbez., VA + HA VA + HA 8.5Jx19H2 ET: 36 Baumuster 245/45 R19 102V XL M+S 245/45 R19 102V XL M+S HA (erste 6 Ziffern der FIN) 8.5Jx19H2 ET: 36 8.5Jx19H2 ET: 38 275/40 R19 101Y 9.5Jx19H2 ET: 43,5 S 400 4MATIC MAYBACH X X X 1) 222967 S 450 4MATIC MAYBACH X X 2) X 1) 222964 S 500 4MATIC MAYBACH X X X 1) 222985 S 500 MAYBACH X X X 1) 222982 S 560 4MATIC MAYBACH X X 2) X 1) 222986 S 560 MAYBACH X X 2) X 1) 222983 S 600 MAYBACH X X X 1) 222976 S 650 Maybach X X 2) X 1) 222980 Daimler AG, Stuttgart, Germany Daimler AG Sitz und Registergericht/Domicile and Court of Registry: Stuttgart, HRB-Nr./Commercial Register No.
    [Show full text]
  • Daimler Annual Report 2013
    Annual Report 2013. Key Figures. Daimler Group 2013 2012 2011 13/12 Amounts in millions of euros % change Revenue 117,982 114,297 106,540 +3 1 Western Europe 41,123 39,377 39,387 +4 thereof Germany 20,227 19,722 19,753 +3 NAFTA 32,925 31,914 26,026 +3 thereof United States 28,597 27,233 22,222 +5 Asia 24,481 25,126 22,643 -3 thereof China 10,705 10,782 11,093 -1 Other markets 19,453 17,880 18,484 +9 Employees (December 31) 274,616 275,087 271,370 -0 Investment in property, plant and equipment 4,975 4,827 4,158 +3 Research and development expenditure 5,385 5,644 5,634 -5 thereof capitalized 1,284 1,465 1,460 -12 Free cash flow of the industrial business 4,842 1,452 989 +233 EBIT 2 10,815 8,820 8,755 +23 Value added 2 5,921 4,300 3,726 +38 Net profit 2 8,720 6,830 6,029 +28 Earnings per share (in €) 2 6.40 6.02 5.32 +6 Total dividend 2,407 2,349 2,346 +2 Dividend per share (in €) 2.25 2.20 2.20 +2 1 Adjusted for the effects of currency translation, increase in revenue of 7%. 2 For the year 2012, the figures have been adjusted, primarily for effects arising from application of the amended version of IAS 19. Cover photo: The new Mercedes-Benz S-Class. The S-Class is not only the technological spearhead of Mercedes-Benz, but also the pacemaker for automotive development in general.
    [Show full text]
  • Supplying to Mercedes Benz Supplierbusiness
    IHS AUTOMOTIVE Supplying to Mercedes Benz SupplierBusiness 2015 edition supplierbusiness.com SUPPLYING THE OEMS Mercedes Benz Julian Buckley Principal Analyst SAMPLE IHS Automotive | Supplying Ford Contents Overview 6 – South Africa 55 Global market overview 7 – Mexico 56 Financial data 7 – India 56 Financial overview 8 – Russia 57 Internal supply network 57 Product Strategy 9 Modularisation strategy 58 Company history and strategy review 10 Supplier parks 59 Major model programmes 12 Cluster of reference 60 – Mercedes-Benz C-Class 12 Strategies for manufacturing efficiency 60 – Mercedes-Benz E-Class 15 – Mercedes-Benz Sprinter 18 Purchasing Strategy 62 – Mercedes-Benz A-Class 20 Purchasing strategy overview 63 – Mercedes-Benz GLK 22 Levels of vertical integration and outsourcing 63 – Mercedes-Benz M-Class 24 Purchasing offices 65 – Mercedes-Benz B-Class 27 – Daimler AG 65 – Mercedes-Benz S-Class 28 Key purchasing personnel 65 – Mercedes-Benz CLA-Class 32 Purchasing budget 66 – Smart fortwo 33 Supplier Selection 67 Vehicle Platforms 36 Supply base development 68 Platform strategy 37 Major and strategic suppliers 68 Major platforms 38 Supplier eligibility 73 – 1. MFA 38 Supplier evaluation criteria 74 – 2. W212 39 Working with Mercedes-Benz 74 – 3. MRA MID-SIZE 39 – 4. W204 40 Global Sourcing 75 – 5. NCV3 41 Policy and plans 76 – 6. W164/V251/W166 41 – EMEA 76 – 7. W222 42 – NAFTA 77 – 8. NCV2 43 – APAC 78 – 9. BR451; also Edison ( 43 – LATAM 78 – 10. Canter 44 Pricing Policy 80 Component sharing 45 Cost reduction strategies 81 Volume planning 46 Raw material price management 81 Production Strategy 47 Payment terms 82 Production strategy overview 48 Quality Management 83 Manufacturing network 48 Quality level 84 – Germany 48 Quality management systems 84 – United States 50 Supplier integration into product development 86 – China 51 SAMPLEManagement of suppliers and sub-suppliers 87 – Hungary 53 Supplier awards 88 – Spain 53 – France 54 IHS™ AUTOMOTIVE Copyright notice and legal disclaimer © 2015 IHS.
    [Show full text]