Progressive Performance Audi on the way to the leading premium brand

Transcription

1 Progressive Performance Audi on the way to the leading premium brand Axel Strotbek, Member of the Board of Management for Finance and Organization, AUDI AG Deutsche Bank Field Trip, June 3,2013

2 World car market vs. Audi deliveries to customers Jan. Apr. (vehicles) World car market +4.0% 22.9 million 22.0 million 471, % 502, / / / /2013

3 Car markets worldwide vs. Audi deliveries to customers Jan. Apr vs (in %) North America +14.5% +6.5% Car market South America +4.7% +4.1% Western Europe -0.7% -7.0% Car market Africa/Middle East +10.8% +13.6% Car market Central & Eastern Europe -3.2% Car market +9.4% Asia Pacific +7.8% +15.1% Car market Car market

4 Audi deliveries to customers Western Europe Jan. Apr. (vehicles) Western Europe -0.7% 234, ,266 Germany United Kingdom France Italy Spain Jan. Apr Jan. Apr Change 82,277 82, % 45,102 49, % 22,174 20, % 17,783 16, % 14,539 14, % 1-4/ /2013

5 Audi deliveries to customers Eastern Europe Jan. Apr. (vehicles) Eastern Europe Jan. Apr Jan. Apr Change Russia 10,461 11, % 18, % 19, / /2013

6 Audi deliveries to customers North America Jan. Apr. (vehicles) North America +14.5% 57,392 50,136 Jan. Apr Jan. Apr Change USA 40,991 47, % 1-4/ /2013

7 Audi deliveries to customers Asia Pacific Jan. Apr. (vehicles) Asia Pacific +15.1% 169, ,320 China Japan India Jan. Apr Jan. Apr Change 124, , % 7,810 9, % 2,831 3, % 1-4/ /2013

8 Financial performance indicators, Audi Group EUR million Revenue Operating profit Operating return on sales 12, % 11.4% 11.1% -7.3% 11,734 1,410 * 1, / / / / / /2013 * Previous year s figure adjusted

9 Analysis of operating profit of the Audi Group (IFRS) (EUR million) 1,410* -7.3% 1,307 Value drivers product costs exchange rates thereof: Motorcycles segment EUR 20 million Negative effects on profit thereof: Automotive segment EUR 1,287 million markets / increasing competition investments in global production structures development of technologies and products 1-3/ /2013 * Previous year s figure adjusted

10 Audi Group intends to continue its growth path Outlook 2013 Deliveries to customers [thousand veh.] 950 1,092 1,303 1, Increase of deliveries of the Audi brand Growth of market shares in numerous sales markets Revenue [EUR million] 29,840 35,441 44,096 48,771 11,734 Slight rise in revenue due to higher sales volume Operating return on sales [in %] Operating return on sales at the upper end of the strategic target corridor of 8-10% despite major challenges / e 2012

11 Major challenges for the automotive industry Politics Markets Structures/capacity Technology changed market conditions Urbanization Values Climate Resources

12 Strategy 2020 Vision Audi the premium brand Mission We define innovation We live responsibility We create experiences We delight customers worldwide We shape Audi Goals Superior financial strength Continuous growth Top image position and customer mix Leaders in innovation Attractive employer worldwide Substainability of products and processes

13 CO 2 efficiency becomes a basic requirement Society Customer Global warming Peak oil TCO (incl. CO 2 tax) + fuel cost Politics Legislation National energy policies Fleet emission legislation Competitors CO 2 heros E-mobility

14 Audi s holistic long-term vision of CO 2 -neutral mobility Consideration of the entire product lifecycle Audi future lab: mobility Recycling Production Audi future engines Use A Audi future energies Audi urban future

15 Audi modular efficiency toolbox Audi ultra lightweight construction Auxiliaries Assistance systems Driving and rolling resistance Engines Transmission Energy management

16 Lightweight construction Audi turns back the weight spiral Audi ultra

17 weight[kgs] Audi ultra Lightweight performance A3 1,320 A3 (2nd Generation) 1,270 Lightweight performance A3 1,220 A3 (1st Generation) minus 80 kgs 1,170 1,120 A3 (3rd Generation)

18 Audi hybrid fleet a clear road ahead to the electric era

19 Efficiency today 121 Audi model variants < 140 grams CO 2 /kilometer ( g/mile) 47 Audi model variants < 120 grams CO 2 /kilometer ( g/mile) 6 Audi model variants < 100 grams CO 2 /kilometer ( g/mile)

20 Electric mobility a no-compromises driving experience Audi e-tron

21 Life cycle CO 2 emissions Internal combustion engine gasoline 5.5 l/100 km diesel 4.1 l/100 km Electric Vehicle ~ 20 % ~ 80% ~ 80% ~ 20 % ~ 80% < 1% Production Use (well-to-wheel) Recycling Assumptions: Compact-class car Distance driven: 200,000 km Gasoline engine consumption: 5.5 l/100 km Electric power consumption: 15 kwh / 100 km better worse than reference value internal combustion engine Ecological benefit depends on the use of regenerative energy. At the same time the importance of the production phase increases.

22 Audi e-gas project: schematic principle Power grid The wind energy is fed into the public power grid Methanation The hydrogen reacts with carbon dioxide in a methanation plant. The result: e-gas (synthetic natural gas) CO 2 Gas network The e-gas is stored in the public gas network and can therefore also supply households and industry with energy from renewable sources Wind energy The starting point for the Audi e-gas project is renewably generated electricity Electrolysis The electrolysis plant, which is operated by wind power, splits water into oxygen and hydrogen CO 2 CNG filling station The amount of e-gas fed into the system is equivalent to the gas supplied to Audi customers via existing natural gas filling stations

23 Conclusions

24 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 China or the USA, 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 and Chinese rinminbi. 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.