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Titel    Sustainability Report 2008
Herausgeber    Daimler
Jahr    2008
URL    http://sustainability.daimler.com/daimler/annual/2014/nb/English/pdf/1557758_daimler_sust_2008_reports_sustainabilityreport2008magazine_en.pdf

Literaturverz.   

no
Fußnoten    yes
Fragmente    3


Fragmente der Quelle:
[1.] Msc/Fragment 071 05 - Diskussion
Zuletzt bearbeitet: 2014-12-23 15:29:05 Hindemith
BauernOpfer, Daimler Sustainability Report 2008, Fragment, Gesichtet, Msc, SMWFragment, Schutzlevel sysop

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Seite: 71, Zeilen: 5-46
Quelle: Daimler Sustainability Report 2008
Seite(n): 9, Zeilen: left col.: 6 ff.
Rüdiger Grube, chairman of the recently established Sustainability Board, points out in the Sustainability Report 2008 that conducting business in line with the principles of sustainability was alwaways a key element of Daimler’s corporate strategy. For example, Daimler established binding corporate values many years ago and they also have sustainability principles in place. Another example of Daimler’s long-standing commitment to sustainability was offered by Environmental Guidelines, which were approved by the Board of Management back in 1990. For quite some time now, the Group has also been operating corporate functions that have been very successful in monitoring and controlling the three dimensions of sustainability - economy, ecology, and social responsibility. Environmental protection, for example, is not only addressed at the top management level by the Chief Environmental Officer; it was also an integral part of the activities at the Research & Development department, which since 1990 has played a crucial part in helping to ensure that environmental protection measures are successfully implemented throughout the entire product lifecycle – from product development and production to sales. For Daimler Sustainability requires addressing the big picture, which means that the concept behind it extends well beyond the environmental protection activities. As a major automobile manufacturer, Daimler accepts to focus not only on ecological aspects but also on key social and economic challenges. Sustainability therefore for Daimler also involves community projects, social commitment, traffic safety issues, supplier relations, and being a good corporate citizen toward neighbors at the locations where they operate. Ultimately, successful sustainability management means achieving a successful balance between the three dimensions mentioned before. And although these dimensions may sometimes have conflicting interests, Daimler sees no possibility to afford to address them separately. In the future Daimler intends to coordinate their diverse sustainability activities even more closely. They actually took the first step toward consolidating our strengths and intensifying our top management approach to this issue back in 2005, when they established the Sustainability Task Force. This interdisciplinary team initially focused on improving Daimler sustainability reporting system. Since then, they’ve been producing an annual integrated sustainability report that conforms to internationally recognized reporting guidelines. Because the quality of reporting is dependent on their activities as a company, they’ve been focusing more and more on Daimler‘s performance in key areas related to sustainability, and the new Sustainability Board will now systematically integrate the relevant operational disciplines into our sustainability management approach. Over the last three years we [sic] have created new management functions such as our Global Diversity Management system, which is supervised by the head of Human Resources and Labor Relations, Günter Fleig. Daimler also established a compliance organization back in 2006, and they have continually expanded the scope of its activities since that time. This organization also reports directly to the chairman of the Board of Management. The Sustainability Board is wanted to more closely align and coordinate the activities of these various functions and enable us to respond more effectively to interdisciplinary situations where action needs to be taken. It was therefore very important to ensure that the new Sustainability Board would report directly to Daimler’s CEO, Dieter Zetsche. The first thing they did was to identify the specific areas where they need to improve coordination and take action in order to improve sustainability management. Then ambitious 72 goals were formulated for each topic area and developed measures to achieve them. Rüdiger Grube: No, not at all. Conducting our business in line with the principles of sustainability has always been a key element of our corporate strategy. For example, we established binding corporate values many years ago and we also have sustainability principles in place. Another example of our long-standing commitment to sustainability is offered by our Environmental Guidelines, which were approved by the Board of Management back in 1990. For quite some time now, the Group has also been operating corporate functions that have been very successful in monitoring and controlling the three dimensions of sustainability – economy, ecology, and social responsibility. Environmental protection, for example, is not only addressed at the top management level by our Chief Environmental Officer; it’s also an integral part of the activities at the Research & Development department, which since 1990 has played a crucial part in helping to ensure that environmental protection measures are successfully implemented throughout the entire product lifecycle – from product development and production to sales.

——— It sounds as though you already have a well-functioning management system in place – so why set up a new corporate body now?

Sustainability requires addressing the big picture, which means that the concept behind it extends well beyond our environmental protection activities. As a major automobile manufacturer, we need to focus not only on ecological aspects but also on key social and economic challenges. Sustainability therefore also involves community projects, social commitment, traffic safety issues, supplier relations, and being a good corporate citizen toward our neighbors at the locations where we operate. Ultimately, successful sustainability management means achieving a successful balance between the three dimensions I mentioned before. And although these dimensions may sometimes have conflicting interests, we can’t afford to address them separately.

——— Are you saying that the new top-level organization will address the balance between the three dimensions?

Yes, but it will also do more, because in the future we will be coordinating our diverse sustainability activities even more closely. We actually took the first step toward consolidating our strengths and intensifying our top management approach to this issue back in 2005, when we established the Sustainability Task Force. This interdisciplinary team initially focused on improving our sustainability reporting system. Since then, we’ve been producing an annual integrated sustainability report that conforms to internationally recognized reporting guidelines. Because the quality of our reporting is dependent on our activities as a company, we’ve been focusing more and more on our performance in key areas related to sustainability, and the new Sustainability Board will now systematically integrate the relevant operational disciplines into our sustainability management approach.

——— Can you give us some examples of what you mean here?

Over the last three years we have created new management functions such as our Global Diversity Management system, which is supervised by the head of Human Resources and Labor Relations, Günter Fleig. We also established a compliance organization back in 2006, and we have continually expanded the scope of its activities since that time. This organization also reports directly to the chairman of the Board of Management. The Sustainability Board will more closely align and coordinate the activities of these various functions and enable us to respond more effectively to interdisciplinary situations where action needs to be taken. It was therefore very important to ensure that the new Sustainability Board would report directly to our CEO, Dieter Zetsche.

——— What specific type of work will the Sustainability Board carry out?

The first thing we did was to identify the specific areas where we need to improve coordination and take action in order to improve sustainability management. We then formulated ambitious goals for each topic area and developed measures to achieve them.

Anmerkungen

The source is given in the beginning, but the reader would not suspect that the following two and a half pages are taken from it verbatim.

The replacement "we" --> "they" has not been done consistently in the dissertation: " Over the last three years we [sic] have created new management functions such as our Global Diversity Management system"

Sichter
(SleepyHollow02), Hindemith

[2.] Msc/Fragment 072 01 - Diskussion
Zuletzt bearbeitet: 2014-12-23 15:34:51 Hindemith
BauernOpfer, Daimler Sustainability Report 2008, Fragment, Gesichtet, Msc, SMWFragment, Schutzlevel sysop

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Seite: 72, Zeilen: 1ff (entire page)
Quelle: Daimler Sustainability Report 2008
Seite(n): 9. 10. 11, Zeilen: 9: right col.: 14 ff.; 10: 14ff; 11: 2ff
[Then ambitious] goals were formulated for each topic area and developed measures to achieve them. The Sustainability Board will now coordinate the implementation of these measures and evaluate their effectiveness, whereby the implementation will be carried out by the corporate functions and business units responsible for each particular issue. They already have the experts and the expertise we [sic] need for this in place at those organizations, so the real challenge is to utilize existing structures and areas of responsibility more effectively. One important measure of success in the opinion of Mr. Grube is the sustainability ratings issued by accredited agencies. Scoring well in such rankings would demonstrate that external experts believe they’re on the right track and have taken the proper measures. That’s also why Daimler authorities are so pleased to have Daimler been listed on the Dow Jones Sustainability Index (DJSI) for the third consecutive year in 2007. Mr. Grube accepts that there’s always room for improvement. Daimler’s goal is to receive worldwide approval for business activities not just from rating agencies but, more importantly, from their various stakeholders, by which customers, employees, shareholders, politicians, government agencies, NGOs, the media, and direct neighbors are meant. Daimler needs to improve here, and one way to do this will be to intensify and restructure the system of engaging in dialogue with their stakeholders. It’s very important not only to tell the stakeholders what they‘re already doing right but also to discuss with them what could be done better in the future.

Some achievements of Daimler 2007 (2008):

Green Car of the year 2007: in New York the Mercedes-Benz E 320 BlueTEC beat out 14 competitors for the title of “World Green Car 2007“. The E 320 BlueTEC is among the cleanest and most economical vehicles in its class.

Daimler share in the DJSI world: The Daimler AG share has been listed for the third time in a row in the Dow Jones Sustainability Index (DJSI World).

Art on world tour: The “from bauhaus to (now!)” traveling exhibition from the Daimler Art Collection was displayed at the Brazilian national gallery MASP from August to October 2007. The exhibition featured around 100 paintings, installations, sculptures, photographs, and video creations from the 1920s to the present.

City buses in practical tests with biodiesel: Mercedes-Benz do Brasil has tested the biodiesel compatibility of its entire engine range. To this end, Mercedes-Benz city buses traveled a total distance of 420,000 km (260,000 miles) on “B5” fuel (5 percent biodiesel admixture).

Environment Grand Prize for the diesoTTo engine concept: The 2007 “Environment Grand Prize” was awarded in Paris to the DIESOTTO engine developed by Mercedes-Benz. The prize honors technological achievements in environmental protection and safety, and their integration into automotive design.

First practical testing of hybrid trucks in Europe (Stuttgart): Deutsche Post World Net is testing the use of hybrid trucks in its business operations in Germany and the UK. At the beginning of 2008, the tests commenced with a Mercedes-Benz Atego BlueTec Hybrid and a Mitsubishi Fuso Canter Eco Hybrid, with the aim of demonstrating the vehicles’ efficiency potential to reduce fuel consumption by up to 20 percent. Additional vehicles are intended to follow.

Compliance officer: Daimler has taken a further step toward sustainably reinforcing its self [surveillance with a view to ethically appropriate corporate management and has established in Stuttgart a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.]

We then formulated ambitious goals for each topic area and developed measures to achieve them. The Sustainability Board will now coordinate the implementation of these measures and evaluate their effectiveness, whereby the implementation will be carried out by the corporate functions and business units responsible for each particular issue. We already have the experts and the expertise we need for this in place at those organizations, so the real challenge is to utilize existing structures and areas of responsibility more effectively.

——— How will you assess the performance of the sustainability management system?

One important measure of success is the sustainability ratings issued by accredited agencies. Scoring well in such rankings demonstrates that external experts believe we’re on the right track and have taken the proper measures. That’s also why we’re so pleased to have been listed on the Dow Jones Sustainability Index (DJSI) for the third consecutive year in 2007. Still, there’s always room for improvement.

——— What are the major challenges Daimler faces with regard to sustainability management?

Our goal must be to receive worldwide approval for our business activities not just from rating agencies but, more importantly, from our various stakeholders, by which I mean customers, employees, shareholders, politicians, government agencies, NGOs, the media, and of course our direct neighbors. We need to improve here, and one way to do this will be to intensify and restructure our system of engaging in dialogue with our stakeholders. It’s very important to me to not only tell our stakeholders what we’re already doing right but also to discuss with them what we can do better in the future.

[page 10:]

“Green Car of the Year 2007”: E 320 BlueTEC. In the contest for the title of “World Green Car 2007,” the Mercedes-Benz E 320 BlueTEC beat out 14 com- petitors. The E 320 BlueTEC is among the cleanest and most economical vehicles in its class.

Daimler share in the DJSI World. The Daimler AG share has been listed for the third time in a row in the Dow Jones Sustainability Index (DJSI World).

Art on world tour. The “from bauhaus to (now!)” traveling exhibition from the Daimler Art Collection was displayed at the Brazilian national gallery MASP from August to October 2007. The exhibition featured around 100 paintings, installations, sculptures, photographs, and video creations from the 1920s to the present.

City buses in practical tests with biodiesel. Mercedes-Benz do Brasil has tested the biodiesel compatibility of its entire engine range. To this end, Mercedes-Benz city buses traveled a total distance of 420,000 km (260,000 miles) on “B5” fuel (5 percent biodiesel admixture).


[page 11:]

“Environment Grand Prize” for the DIESO TTO engine concept. The 2007 “Environment Grand Prize” was awarded to the DIESOTTO engine developed by Mercedes-Benz. The prize honors technological achievements in environmental protection and safety, and their integration into automotive design.

First practical testing of hybrid trucks in Europe. Deutsche Post World Net is testing the use of hybrid trucks in its business operations in Germany and the UK. At the beginning of 2008, the tests commenced with a Mercedes-Benz Atego BlueTec Hybrid and a Mitsubishi Fuso Canter Eco Hybrid, with the aim of demonstrating the vehicles’ efficiency potential to reduce fuel consumption by up to 20 percent. Additional vehicles will follow.

A new position: Chief Compliance Officer. Daimler has taken a further step toward sustainably reinforcing its self-surveillance with a view to ethically appropriate corporate management and has established a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.

Anmerkungen

The source is given on p. 71 once without indication that altogether two and a half pages are taken from the source.

The replacement "we" --> "they" has not been done consistently in the dissertation: "They already have the experts and the expertise we [sic] need for this in place at those organizations"

Sichter
(SleepyHollow02), Hindemith

[3.] Msc/Fragment 073 01 - Diskussion
Zuletzt bearbeitet: 2014-12-23 15:37:26 Hindemith
BauernOpfer, Daimler Sustainability Report 2008, Fragment, Gesichtet, Msc, SMWFragment, Schutzlevel sysop

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[Compliance officer: Daimler has taken a further step toward sustainably reinforcing its self] surveillance with a view to ethically appropriate corporate management and has established in Stuttgart a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.

New plant in Fuzhou (China): In October 2007, Fujian Daimler Automotive Ltd. laid the foundation stone for a new van plant in Fuzhou in the southern Chinese province of Fujian. Construction of this plant is proceeding rapidly, and the facility is scheduled to begin producing Mercedes-Benz vans for China and other Asian markets in 2009.

Joint venture between Daimler Trucks and hero Group (India): In the second quarter of 2008, Daimler Trucks and the Indian company Hero Group will finalize the establishment of the Daimler Hero Motors Corporation Ltd. joint venture.

HIV/AIDS prevention in South Africa: Mercedes-Benz South Africa has extended its HIV/AIDS job program for its own employees and their families in South Africa to include small and medium-sized supplier companies in the Buffalo City region. Following a pilot phase lasting a year and a half, the so-called Siyakhana Project was fully established in 17 companies by the end of 2007 and now encompasses some 6,700 blue- and white-collar employees of these firms and their families (26,000 people in all). A further 50 companies are to be integrated into the project in 2008/09.

A new position: Chief Compliance Officer. Daimler has taken a further step toward sustainably reinforcing its self-surveillance with a view to ethically appropriate corporate management and has established a newly created, promoted position of “Chief Compliance Officer” at Senior Vice President level, directly below the Board of Management.

New Sprinter plant in Fuzhou. In October 2007, Fujian Daimler Automotive Ltd. laid the foundation stone for a new van plant in Fuzhou in the southern Chinese province of Fujian. Construction of this plant is proceeding rapidly, and the facility is scheduled to begin producing Mercedes-Benz vans for China and other Asian markets in 2009.

HIV/AIDS prevention in South Africa. Mercedes-Benz South Africa has extended its successful HIV/AIDS job program for its own employees and their families in South Africa to include small and medium-sized supplier companies in the Buffalo City region. Following a pilot phase lasting a year and a half, the so-called Siyakhana Project was fully established in 17 companies by the end of 2007 and now encompasses some 6,700 blue- and white-collar employees of these firms and their families (26,000 people in all). A further 50 companies are to be integrated into the project in 2008/09.

Joint venture between Daimler Trucks and Hero Group. In the second quarter of 2008, Daimler Trucks and the Indian company Hero Group finalized the establishment of the Daimler Hero Motors Corporation Ltd. joint venture.

Anmerkungen

The source is given on p. 71 once without indication that altogether two and a half pages are taken from it.

Sichter
(SleepyHollow02), Hindemith

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