Activities and goals

Our responsibility to our customers: Acitivities and goals

As an automaker and provider of vehicle-related services, we consider good customer relationships that are based on mutual trust to be an essential basis for our business. We see every decision to purchase a Daimler product not only as a confirmation of this trust, but also as an obligation. Our customers demand the highest standards, and they have a right to expect that we make the pledge contained in our brands a tangible experience.

Our aim is to offer clean, safe, and fascinating premiumsegment passenger cars; efficient, environmentally friendly commercial vehicles; and outstanding services that complement all aspects of these products. With this in mind, we have, for example, defined six disciplines at Mercedes-Benz Cars in which we intend to be the industry leader. Excellence in these disciplines is essential when it comes to maintaining good customer relations. They are quality, safety, comfort, design, environmental friendliness, and customer satisfaction with our sales and service.

Our overall goal is to ensure that our customers can experience driving enjoyment with a clear conscience. And our CSI No. 1 program, which is designed to help us become the leader in customer satisfaction in the premium segment by 2010, stands for this commitment.

Customers

Goals Activities/status Goal attainment Link
Mercedes-Benz intends to be Number 1 in customer satisfaction in the premium segment by the end of 2010 The “CSI No. 1” program for significant improvement in customer satisfaction was launched in 2006. It includes consistent controlling and planning instruments.
  • The target values for 2007 were based on the values recorded for 2006 and on our competitive position. The internal Mercedes- Benz CSI targets were met or surpassed on nearly all markets. And the competitive position improved in almost all markets. The competitive position will also be used to determine the target values for the years ahead.
  • In the areas of sales and aftersales we have redefined the customer contact processes. We have also determined key indicators as target values for the European markets.
  • The lead times (customer waiting times) have been shortened. Here, we significantly exceeded the 2007 target values.
  • Aftersales personnel worldwide are to receive qualification and certification on the basis of clearly defined qualification profiles at Mercedes-Benz and smart by 2008.
  • The workshop processes and logistics processes for improving service and customer care quality at Mercedes-Benz and smart will be enhanced and standardized by 2010.
 Goal still applies Link

Social responsibility: Activities and goals

Every company is a part of the society in which it operates. Business decisions often affect many people in tangible ways, while events and processes of change in society can also have an enduring impact on business success. Daimler believes it is the company’s best interest to be a good corporate citizen that actively contributes to society and supports worthy causes. Our objective is to consistently increase and strengthen our commitment in our area of influence, through our various areas of expertise as an international manufacturer of motor vehicles.

This is why we have defined the following focal points for efforts and initiatives that address social issues: commitment at our production and sales locations; volunteer activities on the part of our employees at our plants; road safety education for children; and the promotion of education, training, and scientific research – particularly in relation to our natural environment and technology. Our global business operations provide us with a heightened awareness of the great importance of mutual understanding between countries and cultures. This is why we are also engaged in intercultural dialogue and support cultural and sports activities. To ensure that we apply our energies and resources in the right way, and to provide funding that is based on clear criteria, we have further developed the areas of donations and sponsorships. Here, one of the measures implemented involved the creation of a database.

One major undertaking at present is a broadening of our dialogue with our stakeholders, as we are aware of the importance of having good, trusting relationships in the environments in which we operate. We intend to improve transparency and to conduct a more open dialogue with our partners.

Stakeholder involvement and dialogue

Goals Activities/status Goal attainment Link
Strengthening the stakeholder dialogue.
  • Hold a stakeholder dialogue event with the relevant interest groups by the end of 2008.
  • Introduce a channel of communication designed to regularly provide the relevant stakeholders with information regarding sustainability at Daimler (by the end of 2008).
 New Goal Link
Redefinition of stakeholder contacts, especially in the NAFTA region A restructuring is needed as a result of the sale of majority ownership of the Chrysler Group. An overall plan and initial steps are to be presented by the end of 2008. New Goal Link
New approach for Daimler corporate volunteering The restructuring is necessary due to the sale of majority ownership of the Chrysler Group. An overall plan and initial steps are to be presented by the end of 2008. New Goal Link
Introduction of a corporate guideline for responsible lobbying. The development and internal discussion of the guideline was completed in 2007. Goal attained Link

Commitment to society

Goals Activities/status Goal attainment Link
Donations and sponsorships: step-bystep registration of financial expenditures worldwide The BoM Donations and Sponsoring Committee was constituted in September 2006. A Group-wide database is currently being set up, and collection of the relevant data has commenced worldwide. Data collection must be modified in the NAFTA region as a result of the sale of majority ownership of the Chrysler Group. Goal still applies Link
Expansion of the Daimler training network into the emerging markets In regions where contributions to social and political stability are needed, facilities that have been established since 2006 are to be enhanced (Palestine, South Africa) and new ones are to be built. Thanks to the creation of sustainable business processes, it will be possible for the training facilities to operate on their own after about three years. Goal still applies Link