Information is reviewed by multiple stakeholders (e.g., representatives of groups prioritized in stakeholder analysis)

Information is assured by independent assurors (e.g., accounting or consulting firm) against recognized assurance standard (e.g., ISAE3000, AA1000AS, other national or industry-specific standard)

Other established or emerging best practices

Our sustainability efforts are reviewed continuously by our stakeholders during, for example, our Sustainability Dialogue events or our materiality survey among stakeholders. Our sustainability reporting reflects this stakeholder feedback.

Applies the GRI Sustainability Reporting Guidelines or the GRI Standards

Is 'in accordance - comprehensive' with GRI Standards

Provides information on the company’s profile and context of operation

Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts

Communicate policies and expectations to suppliers and other relevant business partners

Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence

Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners

Other established or emerging best practices

The Sustainable Business Strategy include implications for the value chain, especially within the themes climate protection & air quality, resource conservation and Human Rights and therefore are explicitely addressed.. (see Sust. Report 30 ff).

Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives

Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy

Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary

Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs

Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts

Other established or emerging best practices

Daimler’s Sustainable Business Strategy addresses all divisions. For more information please refer to the Daimler Sustainability Report 2020, p. 30 ff.

Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1)

Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5)

Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1)

Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5)

Other established or emerging best practices

Human Rights is one of the central themes in the new sustainable Business strategy. Further measures into a cohesive system, namely the "Daimler Human Rights Respect System", are under way and continuously further developed. (see Sust. Report p.11ff)

Process to ensure that internationally recognized human rights are respected

On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3)

Internal awareness-raising and training on human rights for management and employees

Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4)

Allocation of responsibilities and accountability for addressing human rights impacts

Internal decision-making, budget and oversight for effective responses to human rights impacts

Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4)

Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6)

Other established or emerging best practices

Beyond the individual information given, the integration of all the named elements and additional measures into a cohesive system, namely the Daimler Human Rights Respect System, is currently under way and continuously further developed.

System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)

Monitoring draws from internal and external feedback, including affected stakeholders

Leadership review of monitoring and improvement results

Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4)

Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4)

Outcomes of integration of the human rights principles

Other established or emerging best practices

Beyond the individual information given, the integration of all the named elements and additional measures into a cohesive system, namely the Daimler Human Rights Respect System, is currently under way and continuously further developed.

Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies

Reflection on the relevance of the labour principles for the company

Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national).

Inclusion of reference to the principles contained in the relevant international labour standards in contracts with suppliers and other relevant business partners

Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation

Participation and leadership by employers’ organizations (international and national) to jointly address challenges related to labour standards in the countries of operation, possibly in a tripartite approach (business – trade union – government).

Structural engagement with a global union, possibly via a Global Framework Agreement

Other established or emerging best practices

Dialogue with politics, NGOs and social movements is one of our key tasks. To accompany the transformation of the automotive industry, various formats are in place to discuss future issues beyond the automotive core topics (see Sust. Report p.156 ff)

System to track and measure performance based on standardized performance metrics

Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future

Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards

Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices

Outcomes of integration of the Labour principles

Other established or emerging best practices

For our non executive and non-production employees, we have established the standardized “NAVI” process consisting of feedbacks/interviews/discussions, interim results during the year and final feedbacks/interviews/discussions. (see Sust. Report 2020, p.1

Risk and impact assessments in the area of labour

Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards

Allocation of responsibilities and accountability within the organization

Internal awareness-raising and training on the labour principles for management and employees

Active engagement with suppliers to address labour-related challenges

Grievance mechanisms, communication channels and other procedures (e.g., whistleblower mechanisms) available for workers to report concerns, make suggestions or seek advice, designed and operated in line with the representative organization of workers

Other established or emerging best practices

We respond to the needs of our employees and provide working models such as remote working, reduced working hours, part-time, job sharing for executives as well as time off for sabbaticals, qualification and care. (see Sust. Report 2020, p. 131 ff.)

System to track and measure performance based on standardized performance metrics

Leadership review of monitoring and improvement results

Process to deal with incidents

Audits or other steps to monitor and improve the environmental performance of companies in the supply chain

Outcomes of integration of the environmental principles

Other established or emerging best practices

Compliance with requirements and is checked and audited (ISO 14001, EMAS, ISO 50001), incl.waste management, air emissions, soil/groundwater pollution, wastewater, and the utilization of materials. (Sust. Report, p. 67; p. 78/79; p. 163)

Reference to relevant international conventions and other international instruments (e.g. Rio Declaration on Environment and Development)

Reflection on the relevance of environmental stewardship for the company

Written company policy on environmental stewardship

Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners

Specific commitments and goals for specified years

Other established or emerging best practices

In our “Ambition 2039” we have set ourselves the target of making our fleet of new passenger cars CO₂-neutral over the vehicles’ entire life cycle by 2039. Also for Daimler Trucks & Buses targets are set. For more Information see Sust. Report, p. 46)

Environmental risk and impact assessments

Assessments of lifecycle impact of products, ensuring environmentally sound management policies

Allocation of responsibilities and accountability within the organisation

Internal awareness-raising and training on environmental stewardship for management and employees

Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts

Other established or emerging best practices

In the environmental and energy Guidelines, we resolved to develop products that are environmentally/energy-efficient in their market segments.((https://www.daimler.com/sustainability/corporate-environmental-protection/environmental-statements/)

Publicly stated formal policy of zero-tolerance of corruption (D1)

Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2)

Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2)

Detailed policies for high-risk areas of corruption (D4)

Policy on anti-corruption regarding business partners (D5)

Other established or emerging best practices

Daimler’s commitment/expectation are described in our Integrity Code (p.119 ff) – incl. we do not give or take bribes, we do not leave any room for corruption or when dealing with government authorities, we avoid the mere appearance of an undue influence.

Leadership review of monitoring and improvement results (D12)

Process to deal with incidents (D13)

Public legal cases regarding corruption (D14)

Use of independent external assurance of anti-corruption programmes (D15)

Outcomes of integration of the anti-corruption principle

Other established or emerging best practices

We have an annual monitoring to review the adequacy/effectiveness of the CMS, e.g. to check whether requirements are met, to monitor core processes on KPI-basis and to adapt to developments, changed risks, and new legal requirements (Sust. Report p.122)

Support by the organization’s leadership for anti-corruption (B4)

Carrying out risk assessment of potential areas of corruption (D3)

Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8)

Internal checks and balances to ensure consistency with the anti-corruption commitment (B6)

Actions taken to encourage business partners to implement anti-corruption commitments (D6)

Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7)

Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9)

Internal accounting and auditing procedures related to anticorruption (D10)

Other established or emerging best practices

Additional best practices, not exhaustive: - Risk-based global network of Local Compliance Officer and Responsibles - Additional Transaction Checks for high risk transactions - Compliance Internal Controls as part of Daimlers Internal Control System

Align core business strategy with one or more relevant UN goals/issues

Develop relevant products and services or design business models that contribute to UN goals/issues

Adopt and modify operating procedures to maximize contribution to UN goals/issues

Other established or emerging best practices

Daimler’s Sustainable Business Strategy has been developed considering the SDGs (those where we can make a significant contribution). For more information, see Daimler Sustainability Report 2020, p.36ff

Publicly advocate the importance of action in relation to one or more UN goals/issues

Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues

Other established or emerging best practices

Daimler is engaged nationally and internationally in multiple organizations (e.g. at econsense – the sustainability forum of German Industry as patron for the human rights working group) or in the steering committee of the German Global Compact Network.

Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy

Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors

Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups

Other established or emerging best practices

Human rights project with “Bon Pasteur” in the DRC to improve living conditions for more than 19,000 children and women by 2022. A new cooperation with the NGO "Terres des Hommes" NL in 2020 to eradicate child labour in India’s mica mining regions.

Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy

Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain

Other established or emerging best practices

Human rights project with “Bon Pasteur” in the DRC to improve living conditions for more than 19,000 children and women by 2022. A new cooperation with the NGO "Terres des Hommes" NL in 2020 to eradicate child labour in India’s mica mining regions.

Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact

CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards

Make sustainability criteria and UN Global Compact principles part of goals and incentive schemes for CEO and executive management team

Other established or emerging best practices

With the Group Sustainability Board (GSB) and the newly established Sustainability Competence Office (SCO) Daimler has set-up a new and effective governance structure (for more and detailed information see Daimler Sustainability Report 2020, p.39

Publicly recognize responsibility for the company’s impacts on internal and external stakeholders

Define sustainability strategies, goals and policies in consultation with key stakeholders

Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance

Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns

Other established or emerging best practices

Best Practice incl. the Sustainability Dialogue in Stuttgart and Beijing, which brings together annually stakeholders from all groups (see Sustainbility Report, p.42). A key institution is also the Advisory Board for Integrity and CR (Sust. Report p.42)

Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance

Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.

Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress)

Other established or emerging best practices

Our management committee for sustainability is the Corporate Sustainability Board, which is headed by Renata Jungo Brüngger and Ola Källenius, who are both members of the Board of Management, chaired by CEO Ola Källenius.

Supplier diversity programme

Support for women business owners and women entrepreneurs

Supplier monitoring and engagement on women's empowerment and gender equality including promotion of the Women's Empowerment Principles to suppliers

Gender-sensitive marketing

Gender-sensitive product and service development

Achieving and maintaining gender equality in senior management and board positions

Achieving and maintaining gender equality in middle management positions

Equal pay for work of equal value

Flexible work options

Access to child and dependent care

Support for pregnant women and those returning from maternity leave

Recruitment and retention, including training and development, of female employees

Gender-specific health and safety issues

Gender-based violence and harassment

Education and training opportunities for women workers

Creating and maintaining workplace awareness of gender equality and, inclusion and non-discrimination for all workers

Mentoring and sponsorship opportunities for women workers

Other established or emerging best practices

There are many different activities and policies for supporting women's empowerment and advancing gender equality in the workplace. See Sustainability Report 2020, Page 131ff

Achieving and maintaining gender equality in senior management and board positions

Achieving and maintaining gender equality in middle management positions

Equal pay for work of equal value

Flexible work options

Access to child and dependent care

Support for pregnant women and those returning from maternity leave

Recruitment and retention, including training and development, of female employees

Gender-specific health and safety issues

Gender-based violence and harassment

Education and training opportunities for women workers

Creating and maintaining workplace awareness of gender equality and, inclusion and non-discrimination for all workers

Mentoring and sponsorship opportunities for women workers

Designing community stakeholder engagements that are free of gender discrimination/stereotyping and sensitive to gender issues

Gender impact assessments or consideration of gender-related impacts as part of its social and/or human rights impact assessments

Ensuring female beneficiaries of community programmes

Community initiatives specifically targeted at the empowerment of women and girls

Strategies to ensure that community investment projects and programmes (including economic, social and environmental) positively impact women and girls

Strategies to ensure that community investment projects and programmes (including economic, social and environmental) include the full participation of women and girls

SDG 3: Ensure healthy lives and promote well-being for all at all ages

SDG 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

SDG 5: Achieve gender equality and empower all women and girls

SDG 6: Ensure availability and sustainable management of water and sanitation for all

SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all

SDG 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

SDG 10: Reduce inequality within and among countries

SDG 11: Make cities and human settlements inclusive, safe, resilient and sustainable

SDG 12: Ensure sustainable consumption and production patterns

SDG 13: Take urgent action to combat climate change and its impacts

SDG 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development

SDG 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

SDG 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

SDG 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development

Opportunities and responsibilities that one or more SDGs represent to our business

Where the company’s priorities lie with respect to one or more SDGs

Goals and indicators set by our company with respect to one or more SDGs

How one or more SDGs are integrated into the company’s business model

The (expected) outcomes and impact of your company’s activities related to the SDGs

If the companies' activities related to the SDGs are undertaken in collaboration with other stakeholders