Crisis as a chance Taking the lead via Vorsprung durch Technik

Transcription

1 Investor Visit, BHF Bank, Ingolstadt, 14 May 2009 Crisis as a chance Taking the lead via Vorsprung durch Technik Axel Strotbek CFO, Member of the Board, AUDI AG

2 Development in deliveries to customers Audi [in thousand vehicles] + 4.1% ,

3 Audi Group Revenue and Operating Profit (IFRS) [in EUR billion] + 1.7%

4 Challenges for the automotive industry Downsizing, CO 2 Unstable development in exchange rates and raw-material prices Worldwide decline in volume automotive industry Risks of insolvency: suppliers/dealerships Refinancing

5 Visions and Goals Strategy 2015 The Audi strategy Increasing market share Most attractive employer Customer enthusiasm and image leader for emotion and quality High profitability

6 Market shares Audi 2008 Jan.-Mar Jan.-Mar. Change %-points Western Europe [percent] Spain [percent] Italy [percent] France [percent] USA [Import high group] [percent]

7 Novelties 2008 New models A3 Cabriolet Q5 Product improvements A3 TTS/TT TDI S3 Sportback A6 A4 Avant RS6 Sedan RS6 Avant Successors

8 Audi S4 / S4 Avant

9 Audi A4 allroad quattro

10 Audi A5 Cabriolet / Audi S5 Cabriolet

11 Audi R8 V10

12 TT RS Coupé / TT RS Roadster

13 Visions and Goals Strategy 2015 The Audi strategy Increasing market share Most attractive employer Customer enthusiasm and image leader for emotion and quality High profitability

14 The Audi brand profile sporty sophisticated Vorsprung durch Technik progressive

15 91 awards in 2008

16 ams survey: The Best Cars of 2009 Midsize class 1st Audi A % Upper midsize class 1st Audi A % SUV 1st Audi Q %

17 ams survey: The Best Cars of 2009 Luxury class Sports car Compact class 2nd Audi A % 2nd Audi R % 2nd Audi A %

18 Significant increases in efficiency Audi A3 Fuel economy improved by up to 15 percent* Audi A4 Fuel economy improved by up to 18 percent* Audi A6 Fuel economy improved by up to 15 percent* *compared with previous model * compared with previous model * compared with previous model

19 Continuous efficiency optimization further reduction of fuel consumption and emissions adding new components to the efficiency program: automatic start/stop efficiency program in Driver information system ultra-efficient air conditioning etc.

20 Environmental highlight 2009 Audi A4 2.0 TDI e: Most efficient midsize sedan available

21 CO 2 regulation as opportunity to increase competitive edge continuous extension of Vorsprung durch Technik especially in the areas: electric drive lightweight construction TDI and TFSI maintaining the marketing budget at a high level

22 Visions and Goals Strategy 2015 The Audi strategy Increasing market share Most attractive employer Customer enthusiasm and image leader for emotion and quality High profitability

23 Audi Group Key Figures 1st quarter Jan.-Mar Jan.-Mar. Change Deliveries Audi [thousand vehicles] % Revenue [EUR million] 8,294 6, % Operating profit [EUR million] %

24 Employees Audi Group (average, in thousand) vs. Deliveries to customers Audi (in thousand vehicles) ,

25 Visions and Goals Strategy 2015 The Audi strategy Increasing market share Most attractive employer Customer enthusiasm and image leader for emotion and quality High profitability

26 Employer appeal during this crisis adjustment of production to market conditions use of production and human resources turntable training employees for new vehicle launches Audi Future : jobs for permanent staff are secure through 2011 no hiring freeze

27 Axel Strotbek CFO, Member of the Board, AUDI AG

28 Disclaimer This presentation contains forward-looking statements and information on the business development of the Audi Group. These statements may be spoken or written and can be recognized by terms such as expects, anticipates, intends, plans, believes, seeks, estimates, will or words with similar meaning. These statements are based on assumptions relating to the development of the economies of individual countries, and in particular of the automotive industry, which we have made on the basis of the information available to us and which we consider to be realistic at the time of going to press. The estimates given involve a degree of risk, and the actual developments may differ from those forecast. Consequently, any unexpected fall in demand or economic stagnation in our key sales markets, such as in Western Europe (and especially Germany) or in the USA or China, will have a corresponding impact on the development of our business. The same applies in the event of a significant shift in current exchange rates relative to the US dollar, sterling, yen, Brazilian real, Chinese rinminbi and Czech koruna. If any of these or other risks occur, or if the assumptions underlying any of these statements prove incorrect, the actual results may significantly differ from those expressed or implied by such statements. We do not update forward-looking statements retrospectively. Such statements are valid on the date of publication and can be superceded.