sory Board has set a target of a proportion of at least 30% of international members representing the shareholders, and the resulting proportion of the entire Supervisory Board of at least 15%. Irrespective of the many years of international experience of a great majority of the members representing the shareholders, this target is currently significantly over- achieved due to the international origins of Dr. Paul Achleitner, Sari Baldauf, Petraea Heynike and Andrea Jung on the share- holders’ side (40%) and Valter Sanches on the employees’ entire Supervisory Board. – At least half of the members of the Supervisory Board representing the shareholders should have · neither an advisory nor a board function for a customer, supplier, creditor, or other third party nor · a business or personal relationship to the Company or its boards whose specific details could cause a conflict of interests. During the reporting period, there were no instances of an actual or a potential conflict of interest that might have a ff ected a shareholder representative on the Supervisory Board. The Board of Management has also given itself a set of rules of procedure, which can be viewed on our website at w daimler.com/dai/rop . Those rules describe, for example, the procedure to be observed when passing resolutions and ways to avoid conflicts of interest. The Board of Management has not formed any committees. The Board of Management has committed to diversity manage- ment as a strategic factor of success that safeguards the future of the company, with the signed statement: “Promote diversity. Create links. Shape the future.” The targeted advancement of women had been a key area of action of Daimler’s diversity management even before Ger- many’s law on the equal participation of women and men in executive positions came into force. Among other things, the Company promotes this goal with flexible working-time arrangements, company-owned daycare centers and special mentoring programs. To meet the new legal requirements, the Board of Management has defined targets and deadlines for the proportion of women at the two management levels below the Board of Management. The details are described in a sepa- rate section. Independently of the legal requirements, Daimler continues to a ﬃ rm the goal it already set itself in 2006 of increasing the proportion of women in executive positions at the Group to 20% by 2020. At the end of 2015, this proportion amounted to about 15% (2014: 14.1%). When making appointments to executive positions at the Group, the Board of Management also gives due consideration to age and internationality. The management of teams with a varied makeup requires a conscious approach to the teams’ inherent diversity. A key element of our approach here is there- fore to make executives more aware of the importance of diversity. For this purpose, we also use mentoring programs, communication activities, conferences, workshops and e-learning tools. By continually addressing diversity manage- ment issues, we help to further develop our corporate culture.
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