Mercedes 2001 Annual Report Download - page 54

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50 Human Resources
Global human-resources strategy implemented. In
2001, we focused primarily on implementing the global
human-resources strategy adopted in the previous year.
Key activities included supporting turnaround plans,
integrating various corporate units, and securing our
next generation of managers by attracting top talent.
We also focused on the future by developing new hu-
man-resources tools designed to cope with an aging so-
ciety and workforce, and by supporting various activi-
ties in Asia through appropriate recruitment activities
and assistance for expatriates. Our human-resources
strategy supports our employees in creating value for
the Group and thus strengthens DaimlerChrysler’s
position as an attractive employer.
More flexible capacity utilization and working times.
The use of tools designed to ensure flexible human-
resources management is becoming increasingly impor-
tant at DaimlerChrysler. This enables us to quickly
adapt our capacity utilization to changes in demand so
that we can better compensate for seasonal or cyclical
variations. In the context of short- and medium-term ca-
pacity management, DaimlerChrysler has implemented
a range of highly flexible arrangements, including
various models for working hours and plant operating
times, as well as the use of temporary employment
contracts when necessary. In this way we can react
promptly to fluctuations in incoming orders while
providing sufficient work for our highly qualified core
workforce even if orders decline temporarily.
Employees prepared for future challenges
■Company agreement on long-term working-time accounts boosts motivation and flexibility
■Increasing use of internal e-business applications by our employees
■372,470 employees worldwide (2000: 416,501); reduction due to consolidation effects
and turnaround activities
An important element of our long-term human-
resources planning was the conclusion of a general
labor-management agreement covering long-term
worked-hours accounts in Germany: Starting in 2002,
this will enable our employees to record additional
hours worked in the form of time credits which can
later be used for further training, early retirement or
time off. This ensures that we have the right amount
of manpower in all situations while responding to the
needs of all groups of employees.
New e-business applications for human resources. In
2001, we combined all employee-related e-business
activities in our “DC eLife” initiative. This means that
the workforce will soon be able to access all individual
e-business applications through a single registration
procedure via the employee portal. The system is
gradually being introduced at all of our locations in
Germany. Not only does the portal benefit all of the
workforce by providing a better general overview, but
use of the portal also helps to improve employees’
e-business skills. In this way, employees of all age
groups are automatically prepared for the e-business
applications of the future.
DaimlerChrysler Group
Mercedes-Benz Passenger Cars & smart
Chrysler Group
Commercial Vehicles
Sales Organization Automotive Businesses
Services
Other1)
Employees (Dec. 31) 20002001
416,501
100,893
121,027
101,027
36,857
9,589
47,108
372,470
102,223
104,057
96,644
38,733
9,712
21,101
1) MTU Aero Engines, corporate research department, real estate activities,
and holding and finance companies