Audi: the number one premium brand

Transcription

1 Investor Visit to AUDI AG, Ingolstadt, 24 nd September 2010 Audi: the number one premium brand Martin Primus Head of Financial Communication/Financial Analysis, AUDI AG

2 Development in deliveries to customers Audi [in thousand vehicles] -5.4% ,

3 Operating profit/operating return Audi Group [EUR million/percent] 2,705 2,772 2,015 1,032 1,385 1,301 1,051 1,238 1,407 1,

4 Strategy 2020 Vision Audi: the number one premium brand via expertise, passion and agility. Mission We via the best brand experience. delight customers worldwide via innovative and emotional products. Goals Continuous growth Image leader Superior financial strength Most attractive employer

5 Development in deliveries to customers Audi [in thousand vehicles] , , HY 2010 FC 2010

6 Audi deliveries to customers January-August [in thousand vehicles] North America +24.7% Overall market +8.1% South America +69.2% Western Europe +3.7% Overall market -2.5% Africa/Middle East +42.1% Overall market +9.2% Eastern Europe +13.6% Overall market +0.3% Asia-Pacific +56.0% Overall market +30.9% Overall market +10.2%

7 Market launches in 2010 S5 Sportback A8 RS 5 A1 R8 V8 Spyder A7 Sportback January February March April May June July August September October November December R8 Spyder A3 TT A8 L A8 L W12

8 Audi A8

9 Audi A8 Superior efficiency Fuel efficiency increased by up to 22% Audi A8 3.0 TDI: 6.0 liters of diesel / 100 kilometers (39.20 US mpg) 159 grams of CO 2 / kilometer ( g/mile) New-generation Audi Space Frame: 40% lighter than steel body Extended modular efficiency platform

10 Audi A1

11 Audi A7 Sportback

12 Strategy 2020 Vision Audi: the number one premium brand via expertise, passion and agility. Mission We via the best brand experience. delight customers worldwide via innovative and emotional products. Goals Continuous growth Image leader Superior financial strength Most attractive employer

13 Over 100 awards in 2009

14 The Best Cars 2010 Midsize Convertibles Offroad vehicles 1. Audi A % 2. BMW 3 Series 19.8 % 3. MB C-Class 17.6 % 1. Audi R8 Spyder 13.7 % 2. MB SL 13.2 % 3. Porsche % 1. Audi Q % 2. MB G-Class 9.6 % 3. BMW X1 9.0 %

15 The Best Cars 2010 Upper midsize class Sports cars Compact class 1. MB E-Class 35.8 % 2. Audi A % 3. BMW 5 Series 20.8 % 1. MB SLS AMG 21.1 % 2. Audi R % 3. Porsche % 1. VW Golf 28.9 % 2. Audi A % 3. BMW 1 Series 17.7 %

16 Prize-winning efficiency

17 Audi A4 2.0 TDI e 4.6 liters of diesel / 100 kilometers (51.13 US mpg) 119 grams CO 2 / kilometer ( g/mile) Modular efficiency platform Start-stop system Final drive ratio Low-rolling resistance tires Energy recovery On-board computer with efficiency program

18 Audi A8 hybrid Full hybrid 6.2 liters of gasoline / 100 kilometers (37.94 US mpg) 144 grams of CO 2 / kilometer ( g/mile)

19 Audi e-tron

20 Strategy 2020 Vision Audi: the number one premium brand via expertise, passion and agility. Mission We via the best brand experience. delight customers worldwide via innovative and emotional products. Goals Continuous growth Image leader Superior financial strength Most attractive employer

21 Audi Group Key Figures 1st half Jan.-Jun Jan.-Jun. Change Revenue [EUR million] 14,527 17, % Operating profit [EUR million] 823 1, % Profit before tax [EUR million] 994 1, %

22 Audi Group Key Figures 1st half 2010 [percent] Operating return on sales 1-6/ /2010 Return on sales before tax 1-6/ /2010

23 Production turntable Brussels Ingolstadt Neckarsulm Győr

24 Transition to modular toolkit strategy Previously Introduction of modular toolkit strategy Body Platform Module D C B A A0 A00 Synergies E D C B A A0 A00 Synergies Body Vehicle specific Platform Modules 100% vehicle

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

26 Strategy 2020 Vision Audi: the number one premium brand via expertise, passion and agility. Mission We via the best brand experience. delight customers worldwide via innovative and emotional products. Goals Continuous growth Image leader Superior financial strength Most attractive employer

27 Universum/trendence graduate barometers 2010

28 Strategy 2020 Audi: the number one premium brand 6.Potential upside Product portfolio extension North American expansion and market recovery 5.Synergy potential Leveraging best practices within the Group Purchasing, production and distribution benefits 1.Growth market focus Increased market penetration Emerging markets expansion Balanced global footprint Most attractive employer Image leader Superior financial strength Continuous growth 4.Operating profit measures Strong cost control Process / product optimization Regional scale effects 2. Modular toolkit strategy Reduction in investment, development and unit costs Scale and efficiency effects Increased production flexibility Reduced time to market 3. Capital discipline >18% RoI target >8% profit before tax margin Around 6% capex in PPE/sales

29 Martin Primus Head of Financial Communication/Financial Analysis, AUDI AG

30 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, intends, plans 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.