GRI Index
The information in the "Sustainability" section mainly refers to the 2006 reporting year. It thus may not always reflect the company's current situation.
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4. Governance Structure and Management Systems |
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GRI ref. |
Indicator |
Global Compact
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Print (pages) |
Web |
Further information / if not reported or reported differently |
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C 4.1 |
Governance structure of the organisation, including committees under the board of directors responsible for setting strategy and for organizational oversight |
12 |
see also Annual Report 2006, p.110ff | ||
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C 4.2 |
Indication whether the Chair of the highest governance body is also an executive officer (if so, his function in the organization and the reasons for this arrangement) |
According to German law, the role of the Chairman of the Board of Management (Executives) and that one of the Chairman of the Supervisory Board (Non-Executives) is strictly split. | |||
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C 4.3 |
Percentage of the board of directors that are independent, non-executive directors |
According to German law, the role of the Chairman of the Board of Management (Executives) and that one of the Chairman of the Supervisory Board (Non-Executives) is strictly split (see also Annual Report 2006, p. 122ff). | |||
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C 4.4 |
Mechnism for shareholders and employees to provide recommendations or direction to the board of directors |
12, 13, 14 |
see Annual Report 2006, p. 122f | ||
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C 4.5 |
Linkage between executive compensation and achievement of the organisation’s financial and non-financial goals (e.g., environmental performance, labour practices) |
47 |
Compensation of BoM members consists of three components. These are non performance-based, short-term performance based, and performance based elements that include medium and long-term bonus incentives (see Annual Report 2005, pp. 110, 111). Because of DaimlerChrysler's voluntary commitment to sustainability, the success of the Group is inevitably linked to corresponding content, which in this regard represents an indirect component of the fundamental goals for achieving success. | ||
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C 4.6 |
Processes in place for the board of directors to ensure conflicts of interest are avoided |
There is a process in place for the Board of Management to ensure that conflicts of interest are avoided. A report on that process can be found in the Annual Report 2006on page 129. | |||
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C 4.7 |
Process for determining the qualifications and expertise of the members of the board of directors for guiding the organization's strategy on economic, environmental, and social performance |
13, 60 |
In line with the respective recommendation of the German Corporate Governance Code there is a process in place to ensure qualifications and expertise within the board of directors. For DaimlerChrysler's Declaration of Compliance with the Code see p. 126f of the Annual Report 2006 | ||
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C 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and their status of implementation |
12, 13, 14 |
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C 4.9 |
Procedures of the board of directors for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles |
14, 15 |
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C 4.10 |
Processes for evaluating the board of directors' own performance, particularly with respect to economic, environmental, and social performance |
12, 13, 14 |
In line with the respective recommendation of the German Corporate Governance Codex an efficiency evaluation is provided on a regular basis. Performance-related compensation of board members is disclosed in the Annual Report 2006, p.120f | ||
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C 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organisation |
12, 13, 14 |
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C 4. 12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses |
12, 13, 14, 51 |
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C 4.13 |
Memberships in association and/or national/international advocacy organizations in which the organization is on the board, participates in projects or committees, provides substaintive funding beyond routine membership dues or views membership as strategic |
16, 17, 44-46 |
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C 4.14 |
List of stakeholder groups engaged by the organization |
16, 17 |
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C 4. 15 |
Basis for identification and selection of stakeholders with whom to engage |
16, 17 |
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C 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group |
16, 17 |
Due to the multitude of stakeholer contacts nationally and internationally in different business units, the frequency and engagement type are just partially recorded. | ||
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C 4.17 |
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting |
16, 17 |
