Klaus Entenmann, Vorstandsvorsitzender der Daimler Financial Services AG, beschreibt beim Great Place to Work® Kongress Kultur der Zukunft 2017, wie Daimler Financial Services zu einem der weltweit besten ausgezeichneten Arbeitgeber mit einer hervorragenden Arbeitsplatzkultur werden konnte. In diesem Vortrag werden die Beweggründe, Herausforderungen und Erfahrungen, die als Meilensteine die Wegstrecke charakterisiert haben, deutlich.

1. GREAT PLACE TO WORK
Kongress -Kulturder Zukunft2017
KlausEntenmann | Vorstandsvorsitzender Daimler FinancialServices AG
16. März2017,Berlin

2. Who are we?

3. Daimler Financial Services – a division of Daimler
Group
Daimler
Buses
Mercedes-Benz
Vans
Daimler
Trucks
Mercedes-Benz
Cars
Daimler Financial
Services

4. Let me introduce ourselves in detail…
DFS
AMERICA
S
DFS
EUROPE
DFS
AAP
DFS
CHINA
40markets
>10,0000
employees
headquartered in
STUTTGA
4regions

5. …from a traditional financial services provider….
FLEET MANAGEMENT FINANCING & BANKING
LEASING INSURANCE

6. …to an innovative & game-changing mobility
services supplier!
car2go mytaxi
MERCEDES-BENZ RENT MOOVEL

7. For the record, 2016 was a great year for Daimler
Financial Services!
133 bn
€
portfolio
1.7 bn €
EBIT
0.93 %
operating ratio
4mn units
insurance portfolio
#1
CSI/DSI Index

8. All of those results are only possible if you have a
highly motivated workforce that exceeds
expectations every day!

9. #LIFE#IS #TOO#SHORT#TO#WORK
#AT#A #BORING#COMPANY
#DFS =
#NOTSOBORING! PROUDTO
WORK
@DFS!!!
9out of 10employeesthink
DFSis a GreatPlace toWork!

10. In 2016, we have been awarded…
#5

11. How did we getthere?

12. And how has our journey
started?

13. VISION&MISSION
Everyjourney beginswithasinglestep…
In the year 2005:
„BECOMING #1“
COREVALUES
KPIs

14. WE WANT TO BE THE FIRST-CHOICE
PROVIDER OF FINANCIAL & MOBILITY
SERVICES FOR OUR CUSTOMERS AND
DEALERS.
Our vision & mission

15. Our values are the foundation of
our success!
INSPIRED,
EMPOWERE
D AND
DIVERSE
PEOPLE FINANCIAL
AND SOCIAL
RESPONIBILI
TY
CUSTOMER
FOCUS
COMMITMEN
T TO
EXCELLENC
E
INTEGRITY,
OPENNESS
&
RESPECT

16. LEADER IN CSI & DSI
LEADER AS AN EMPLOYER
LEADER IN EFFICIENCY
LEADER IN PROFITABILITY
Our KPIs

17. Let‘s take a look at our GPTW trust index
development…
60%
62% 61%
70%
76%
79%
82%
50% 50% 49%
65%
74%
77%
85%
60% 60%
45%
63%
72%
77%
85%
2007 2008 2010 2011 2012 2013 2015
DFS (Overall) Trust Index
DFS HQ (Berlin)
MBB (Stuttgart)
Event #2
Event #3
Event #1

18. …and focus on one major event
60%
62% 61%
70%
76%
79%
82%
50% 50% 49%
65%
74%
77%
85%
60%
60%
45%
63%
72%
77%
85%
2007 2008 2010 2011 2012 2013 2015
DFS (Overall) Trust Index
DFS HQ (Berlin)
MBB (Stuttgart)
Event #1
Event #2
Event #3

19. Event #2: Change Program „Plus 3“
Berlinn
Stuttgartn
HQ
GS Berlinn
GS Hamburgn
n GS München
n GS Leipzign GS Düsseldorf
n GS Frankfurt
n GS Stuttgart
nGS Hannover
CONSOLIDATING THESE BRANCHES INTO
2
MOVE OF OUR HQ FROM BERLIN TO
STUTTGART
CLOSING OF 8 SERVICE CENTERS
n GS Saarbrücken
SC SAARBRÜCKEN
SC BERLIN

20. During this change, our values have
been questioned by our employees…
SERIOUSLY
?!
„THIS MUST BE A
BAD JOKE - I AM
TRULY
QUESTIONING
OUR COMPANIES‘
CORE VALUES!!
INSPIRED,
EMPOWERE
D AND
DIVERSE
PEOPLE
FINANCIAL
AND SOCIAL
RESPONIBILI
TY
CUSTOME
R FOCUS
COMMITME
NT TO
EXCELLENC
E
INTEGRITY,
OPENNESS
&
RESPECT

21. What have we done to accompany the change
process?
Formation of
employment
management with
active interposition
of employees
Tailored training to
individual needs of
employees
Establishment of a
new
„CHANGE
MANAGEMENT“
department
Training of internal
change agents; set
up of a working
group „change“ with
members of all
levels
Bottom-up definition
of DFS future
picture
Commissioning of
external
consultants,
including trainings
for affected
employees

22. With all our eager to go
new directions…

23. …we have underestimated
someimportant things

24. High resistance
of employees
towards change
Accompany-ing
affected
employees
Stronger
involvementof
senior
management

25. Spotlighting our positive development…
60%
62% 61%
70%
76%
79%
82%
50% 50% 49%
65%
74%
77%
85%
60% 60%
45%
63%
72%
77%
85%
2007 2008 2010 2011 2012 2013 2015
DFS (Overall) Trust Index
DFS HQ (Berlin)
MBB (Stuttgart)
Event #2
Event #3
Event #1

26. Our success factors for a GPTW
Top Management
Commitment
Preaching vision,
mission & core values
at every occassion
Intensively working
with the GPTW results,
follow-up toolbox to
support leaders
Global Best Practice
Sharing Platform: How
to become a best
workplace (best
practices from all
regions)
Global Leadership
Programs

27. NEVER GET ARROGANT&COMPLACENT!
LET‘S STAYHUMBLE!
CONTINUETOINVEST IN OURUNIQUE CULTURE!
Theright attitude

28. A COMPANY CULTURE ISTHE ULTIMATE
KEY TO SUCCESS

29. „CULTUREEATSSTRATEGYFOR
BREAKFAST“(Peter Drucker)

30. THANK YOU!

31. #LIFE #IS #TOO #SHORT #TO #WORK
#AT #A #BORING #COMPANY
#DFS =
#NOTSOBORING!