Company

Company Profile

Automobile OEM

Daimler AG

Total score

Total score : 53
5
3
  • Poor

    0

    20

  • Unsatisfactory

    21

    40

  • Fair

    41

    60

  • Good

    61

    80

  • Excellent

    81

    100

Transparency score
72%
Transparency score: 72%

US$ 172.5 billion

Total aggregate sales

US$ 14.4 billion

Average monthly sales

43,860

Number of current employees who will die from a NCDs between the ages of 30-70*

*Based on WHO Regional Comparable Estimates

EUR €12.8 million

Total spending on CSR (health and community)

279,972

Total number of employees

Men

85.1%

Women

14.9%

Employee Overlay

Probability of dying from NCDs per country/region

Wellness program

The Daimler BKK (Daimler health insurance scheme)

www.daimler-bkk.com

Vision/mission:

The Daimler BKK is a company health insurance fund insuring Daimler employees and their family members .

Available in:

Germany

Year started:

1974

Program activities:

  • The program supports workplace health promotion and prevention measures from Daimler BKK by subsidizing two prevention initiatives each year with a focus on the following areas: Physical activity, Diet, Stress relief/relaxation and Addiction and substance abuse.
  • Program also includes: LowFett 30 program - an online nutrition program. Personal reflection exercises, individual nutritional advice, educational videos, etc.
  • An umbrella organization called SG Stern Deutschland brings together sports clubs at Daimler's German plants and sales & service outlets and offers over 80 different sporting activities.
  • Incentive:

    Offers workplace health promotion reward scheme and free use of medical service; Rewarding health-conscious employees through 100 PRO AKTIV - a reward scheme for health conscious employees in three age groups which will be paid up to a maximum of €100 each year for proven participation in healthcare programs

    DaimlerChrysler/UAW National Wellness Program

    Vision/Mission:

    The Program provides high quality, cost-effective wellness activities that empower employees to improve their health and become wise health care consumers while containing health care costs.

    Program goals:

    • Empower employees to be wise health care consumers and improve their health;
    • Keep low-risk employees in the low-risk category;
    • Target high-risk employees with focused interventions;
    • Provide cost effective wellness activities designed to contain health costs.

    Available in:

    Daimler USA

    Year started:

    1985

    Number employees, family members, other dependents participated:

    44,298 employees have participated (32,752 currently actively enrolled).

    Compulsory/Voluntary:

    Employees voluntarily participate.

    Incentive:

    Incentives offered include:

    • gifts distributed at health screenings;
    • well-bucks "money" earned for participating in activites that can be redeemed for prizes such as gym bags, sweat pants, first aid kits, and polo shirts;
    • targeted marketing based on prior participation;
    • incentives for participating employees who bring in new participants;
    • Convenient access to health screenings in the worksite;
    • interactive, fun and non-threatening activities.

    Program activities:

    • The program consists of targeted education programs, based on identified health risks and interests; provided an opportunity for individual health improvements; interventions tailored to individual sites customize the program for each population while maintaining the objectives and quality standards required of all sites.
    • Program formats may include one-time workshops, multi-session classes, individual counseling, or self-directed modules. Maintenance strategies include ongoing awareness, interactive campaigns, group support, incentive opportunities, follow-up and cultural support with on-site services (e.g., fitness facilities, cafeteria/vending programs, and walking routes).
    • The focused intervention model, NextStepsTM, a personalized case management program administered via telephone risk counseling, supplements these efforts. Employees are further educated on self-management through publications on available hospital services and worksite self-care education.

    Monitoring and evaluation/ follow up process:

    Participant Satisfaction surveys are conducted upon completion of programs (courses, screenings, and work-shops) on an ongoing basis. Satisfaction rates exceeded 95% in both 1998 and 1999.

    Financial outcome:

    Impact of StayWell Programs on Chrysler Health Care Costs: in 1999 Results show that HRA completion is associated with significant and substantial cost reductions. Employees who completed one, two or three HRAs on average had lower 1997 health care costs of $112.89, $152.29 and $134.22, respectively. Employees who had completed at least one HRA and participated in an additional wellness activity had an average cost savings of $200.35 per year.

    Financial outcome (continued):

    StayWell Impact Analysis in 1997: Savings estimates revealed that Wellness Program participation was associated with significant savings in dollars per employee from 1991 to 1995, with the highest dollar savings achieved in 1995 ($16 per employee per month). 3. Health Risks and their Impact on Medical Costs, 1995 Results showed individuals with the following health risks had higher claims costs as compared to those at low-risk:

    • Smokers, 31% higher
    • Unhealthy eating habits, 41% higher
    • Stress, 24% higher
    • Mental health risks, 13% higher
    • Employees outside the healthy weight range, 143% higher hospital inpatient utilization

    Future goals:

    The program focuses on the following goals:

    • Empower employees to be wise health;
    • health care consumers and improve their health;
    • keep their low risk employees in the low risk category;
    • target high risk employees with focused interventions;
    • provide cost-effective wellness activities designed to maintain health costs.

    Health screening frequency :

    Health screening is conducted annually.

    Achievements:

    The program focuses on the following goals:

    • Governor's Council on Physical Fitness (Gold Award, 1997)
    • Well Workplace Gold Awards (WELCOA, 23 in 1998, 8 in 1999)
    • Innovation in Prevention Awards (Healthy Workforce Large Employer category for the National Wellness Program, 2004)
    • Healthiest Corporate Cafeteria (Physicians Committee for Responsible Medicine, 1997)
    • 2000 C. Everett Koop National Health Award

    Vision/mission:

    The core components of Driving DCX are: confidential onsite health screening that includes average blood sugar level, cholesterol and blood pressure tests

    Year started:

    Piloted at the Auburn Hills headquarters, Michigan, USA from August 2005 to February 2006

    Year started:

    DaimlerChrysler's Auburn Hills headquarters, Sterling Heights Assembly plant, USA

    Number of people participated:

    More than 160 people participated in the pilot.

    Incentive:

    Participants received gift certificates

    Program activities:

    • The program consists of: confidential depression screening and follow-up treatment administered by ValueOptions;
    • Six individual coaching sessions with certified diabetes educators from Henry Ford Medical Group that focus on achieving personal health goals and managing medications and diet to control blood glucose levels

    Strategy:

    Offers free access to Novo Nordisk's online diabetes education program "Keeping Well with Diabetes"

    Monitoring and evaluation:

    Encourages continuous glucose monitoring services for employees wishing to further assess their glucose control

    Health outcome:

    The pilot program generated impressive results in clinical outcomes and overall health: Participants' knowledge about diabetes care increased by 18.6%

    Participants showed statistically significant improvements in controlling their cholesterol and achieving their target Body Mass Index.

    Participants who kept their blood glucose levels at the desired level increased from 68% to 77%.

    Run by (vendors, etc.):

    The DCX program pairs innovative work from Henry Ford Medical Group (HFMG) with the existing workplace wellness infrastructure maintained by StayWell at the Chrysler Group. Novo Nordisk provided the funding support. Health Alliance Plan provides the overall project management.