Mercedes Benz
How We Acheived it
Dr Hansgeorg Niefer, President and CEO of MBSA points out: “Some of the most critical elements needed for meaningful black economic empowerment are education and training.”
MBSA spends over R20million a year towards a comprehensive employee development programme, while at the same time nearly 40 percent of its annual corporate social investment fund is spent in education and training. Internally, training extends across all employment levels - from online training of senior MBSA employees through the global Daimler Academy to on-the-job training on the shop-floor.
Complementing the employee programmes are numerous social responsibility programmes. “We adopt a longer-term sustainable approach and fulfil our corporate responsibility as a business imperative, sincere in our belief that we have to ‘nurture’ the society we want for the future,” adds Niefer. “This is our contribution, making a difference in the lives of some 6 000 employees and 35 000 community beneficiaries,” says Niefer.
MBSA is recognised as a leader in the automotive industry, and a consummate contributor to transforming the social fabric of South Africa.
Our Team
Prof Dr hc JE Schrempp* (Chairman)
CA Carolus
N Moola
Dr H Niefer * (CEO: MBSA)
JF Evertse (Human Resources)
BE Schwendtke* (Finance)
RE Schmueckle *(Vice-chairman)
AA Epple*
M Leuhrs*
F Lindenberg*
* German
| Contact Details |
| Wierda Road (R576/M10 West) |
| Zwartkop |
| Centurion |
| Johannesburg |
| +27 (0)12 677 1500 |
MBSA CSR strategy
A number of long-standing nation-building partnerships have been established with the Business Trust, Business Against Crime, National Business Initiative, Business Leadership SA and Business Unity SA where challenges facing South Africa are addressed by leveraging the combined skills and resources of government and the corporate sector.
In addition to the aforementioned initiatives, MBSA funds a portfolio of significant long-term CSR projects in four key focus areas of education, the environment, HIV and AIDS and safer communities, through commitments entered into with registered Public Benefit Organisations and government partners.
* 77% of the annual CSR budget is divided equally between industry-focused education and HIV and AIDS projects;
* 21% is invested in projects aimed at creating safer communities with a specific focus on road safety and crime prevention;
* Dedicated budget provisions are made annually for employee volunteerism;
* 46% is committed to projects based in the Border Kei Region of the Eastern Cape, home of the Mercedes-Benz manufacturing plant.
The five key focus areas of MBSA CSR initiatives are:
* Education
* Environment
* HIV and AIDS
* Safer Communities
* Employee Volunteerism
Press Room
8 May 2012
Pretoria - Celebrations are afoot at the Zwartkop offices of Mercedes-Benz Financial Services South Africa (MBFS), as the company celebrates its crystal anniversary.
Mercedes-Benz South Africa's Technical Training Centre celebrates 30 years' service to industry
13 Mar 2012
"An investment ... in and for its people," this was the crux of a statement issued at the time of the inauguration of the East London-based Mercedes-Benz South Africa (MBSA) Technical Training Centre in 1981. Thirty years on, the MBSA Technical Training Centre can proudly claim a significant contribution to not only affording opportunities for people who would otherwise not have received technical training, but also to alleviating the shortage of qualified artisans in the Eastern Cape.
Mercedes-Benz South Africa’s ‘green’ drive pays off
30 Sep 2010
MBSA reduces its carbon footprint by 15%
East London/ Mercedes-Benz South Africa (MBSA) has once again proven its commitment to a safer, greener environment by reducing its carbon footprint by 15%, well ahead of the global group target. This has been achieved in the short space of three years, since 2006. The environmental implications of the savings in kilowatts of gas and electricity, translates to a reduction of 12 703 tonnes of CO2.
Transformation is an Ongoing Tough Journey, not a Destination
30 Sep 2010
Transformation is a journey, not a destination, and companies that claim to have 'arrived' in terms of the BEE scorecard do not always understand that the ongoing process is about far more than a list of measurable and shares. It has a complex human face.