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Audi Sustainability Report 2016

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Audi Sustainability Report 2016 Audi Sustainability Report 2016 Pursuant to the GRI G4 Guidelines 2 Dear Readers, print for the entire life cycle of our automobiles. We are working on material cycles that leave no room for waste. We plan, for instance, for the energy supply Digitalization, sustainability and urbanization define for our plant in Brussels to be carbon­neutral – which our lives. Everything is connected. Many things have for us is a natural basic condition for the production become faster and simpler, many have become more site of the first electric model from Audi. complex, and some have become more complicated. It is important to be mindful in the handling of resources We are also working to ensure that each stage of the as well as of one’s own time. More and more people are value chain offers added social value. For example, looking for solutions that are efficient as well as sus­ Audi suppliers must fulfill twelve sustainability criteria. tainable, that make their daily lives easier, and that pro­ These include protecting the environment, human vide room for what is truly important. rights and working conditions, among others. As a premium manufacturer, our aim is to formulate Our view of sustainability stretches from product and attractive individual products and services that meet the product­related environmental aspects to social issues. needs of our customers. At the same time, our social We have for many years been supporting social proj­ responsibilities include doing our part to meet the press­ ects at our worldwide sites that help employees and ing challenges of today and tomorrow. Scarcity of people in our communities. resources and climate change, safety and social justice are issues that concern us. The future of Audi is created from our present. This also continues to be largely shaped by the diesel issue. We We take worldwide social and political requirements are serious in our promise to learn from the insights into account in our corporate strategy Audi Vorsprung. gained over the past year and a half. These have left We are transforming into a provider of sustainable, deep impressions on us and have caused us to scrutinize individual premium mobility. We remain true to our many things internally. This has resulted in improved DNA: Vorsprung is our promise. We fulfill this promise processes, reallocated responsibilities and adjustments with our products, mobility offerings and services. to our organization. We have, for instance, begun estab­ lishing a new and expanded compliance structure with To us, sustainability means future viability. As a result, new reporting and control systems. With this, we are we are consistently advancing the development of alter­ strengthening the position of the Chief Compliance native drive concepts. By 2020, we will have three elec­ Officer. In addition to Compliance/Integrity, he is now tric models in our product lineup. Starting in 2021, we also responsible for Risk Management and for a cen­ will successively electrify our core product lines. And tral Project Management Office, which in particular at­ we are confident enough to predict that by the middle tends to the requirements of the U.S. Department of of the next decade, one out of every three cars Audi Justice. For this, he will provide the external monitor delivers will be partially or fully electrically driven. assigned to Volkswagen AG with all the information required to gain an understanding of the measures. We are continuously advancing the development of In the Technical Development division, we have now charging technologies and charging infrastructure. strictly separated product development from the In 2016, the Volkswagen Group with the brands Audi homologation and approval process. and Porsche as well as other automotive manufac­ turers signed a declaration of intent in order to estab­ We are fully committed to our responsibility and are lish fast charging stations on Europe’s most import­ doing our part to ensure all open questions are com­ ant transport routes. pletely and conclusively answered. Our stakeholders can depend on our cooperation – just as customers and We are shaping the future of mobility holistically. fans of the Four Rings can depend on exciting products For instance, we are investing in alternative fuels like and services for their own, personal future mobility. Audi e­gas, e­gasoline or e­diesel, which will make climate­neutral driving possible in the future. The next major phase of our drive system roadmap is hydrogen as an energy source. Sustainability doesn’t stop at the factory gates – quite the contrary. Our sites are the cornerstones of change within our company. We are systematically reducing the environmental impacts of our production. In addi­ Prof. Rupert Stadler tion, we have calculated and certified the carbon foot­ Chairman of the Board of Management of AUDI AG Foreword 3 For the first time, we have structured the Sustainability Report pursuant to the G4 guidelines of the Global Reporting Initiative (GRI). The report was prepared in accordance with the “core” option of GRI G4 and con­ firmed by GRI with the Materiality Disclosures Service. General Standard Disclosures Strategy and Analysis G4 -1 Declaration from Economic risks and opportunities Industry risks and opportunities the Board of Management Risks and opportunities from operating activities Legal risks The declaration from the Board of Management can be Information and IT risks and opportunities found here. Financial risks and opportunities Risks and opportunities for the motorcycles segment G4-2 Key impacts, risks, The management of risks and opportunities is explained and opportunities in detail in the Report on Risks and Opportunities in the Audi 2016 Annual Report, p. 140 ff. The key risks and opportunities of the Audi Group are broken down in the Audi 2016 Annual Report (p. 144) into the following categories: Organizational profile G4-3 Name of for AUDI AG, other Volkswagen Group companies and for third­party companies. With effect from January 1, the organization 2017, Audi Hungaria Motor Kft. was merged with Audi Hungaria Services Zrt. In connection with this, AUDI AG Audi Hungaria Services Zrt. was renamed Audi Hun­ garia Zrt. On the basis of the reporting period, which ends on December 31, 2016, reference will be made G4-4 Primary brands, to Audi Hungaria Motor Kft. in the following. products and services G4-5 Headquarters The Audi Group, with its brands Audi, Ducati and Lambor­ ghini, is one of the most successful manufacturers of Ingolstadt, Germany automobiles and motorcycles in the premium segment. Neckarsulm is also home to the company headquarters G4-6 Countries where of Audi Sport GmbH (formerly quattro GmbH), which, the organization operates as well as the high­performance models of the R8 car line and the RS models, offers a broad range of custom­ ization options and high­quality accessories. The following diagram shows the sites at which cars of the Audi and Lamborghini brands as well as motor­ In addition to vehicle production, Audi Hungaria Motor cycles of the Ducati brand were manufactured in the Kft., Győr (Hungary), develops and manufactures engines 2016 reporting year. General Standard Disclosures 4 STRUCTURE // BASIS OF THE AUDI GROUP / MAIN PRODUCTION SITES Read more online about our product portfolio on The following diagram shows the sites at which cars of the our brand websites www.audi.com, Audi and Lamborghini brands as well as motorcycles of the www.lamborghini.com and www.ducati.com. Ducati brand were manufactured in the 2016 reporting year. Brussels/Belgium Ingolstadt/Germany Győr/Hungary Sant’Agata Changchun/China Audi Brussels AUDI AG Audi Hungaria Motor Kft. Bolognese/Italy FAW-Volkswagen S.A./N.V. > A3 > S4 Avant > A3 Sedan > TT Roadster Automobili Automotive > A1 > A3 Sportback > A5 Sportback > A3 Cabriolet > TTS Coupé Lamborghini Company, Ltd. > A1 Sportback > S3 > A5 Coupé > S3 Sedan > TTS Roadster S.p.A. > A4 L Sedan > S1 > S3 Sportback > S5 Sportback > S3 Cabriolet > TT RS Coupé > Huracán Coupé > A6 L Sedan > S1 Sportback > RS3 Sportback > S5 Coupé > RS3 Sedan > TT RS Roadster > Huracán Spyder > Q3 > A4 Sedan > RS5 Coupé > TT Coupé > Aventador Coupé > Q5 > A4 Avant > Q2 > Aventador Roadster > A4 allroad quattro > Q5 Bratislava/ Kaluga/Russia Foshan/China > S4 Sedan > SQ5 Slovakia OOO VOLKSWAGEN FAW-Volkswagen VOLKSWAGEN Group Rus Automotive SLOVAKIA, a.s. > A6 Sedan Company, Ltd. > Q7 > A7 Sportback > A3 Sedan > SQ7 > A8 L > A3 Sportback > Q7 San José Chiapa/ Martorell/ Mexico Spain Audi México SEAT, S.A. S.A. de C.V. > Q3 > Q5 > RS Q3 > SQ5 Neckarsulm/Germany São José dos Pinhais/ Manaus/Brazil Bologna/Italy Aurangabad/ Amphur AUDI AG, Audi Sport GmbH Brazil DAFRA da Amazônia Ducati Motor India Pluakdaeng/ Audi do Brasil > A4 Sedan > A7 Sportback Indústria e Comércio Holding S.p.A. ŠKODA AUTO Thailand > A5 Cabriolet > S7 Sportback Indústria e de Motocicletas Ltda. > Scrambler INDIA PVT, LTD. Ducati Motor > S5 Cabriolet > RS7 Sportback Comércio > Scrambler > Diavel > A3 Sedan (Thailand) Co., Ltd. > A6 Sedan > A8 de Veiculos Ltda. > Diavel > Monster > A4 Sedan > Scrambler > A6 Avant > A8L > Monster > Hypermotard > A6 Sedan > Diavel > A6 allroad quattro > S8 > A3 Sedan > Hypermotard > Multistrada > Q3 > Monster > S6 Sedan > R8 Coupé > Q3 > Multistrada > Superbike > Q5 > Hypermotard > S6 Avant > R8 Spyder > Superbike > SuperSport > Q7 > Multistrada > RS 6 Avant > Superbike NeckarsulmG4 -7 isNature also home to Audi of Sport ownership GmbH, a fully owned G4-8In addition toMarkets vehicle production, served AUDI HUNGARIA MOTOR subsidiaryand oflegal AUDI AG. Audiform Sport GmbH was established in Kft., Győr (Hungary), develops and manufactures engines for the 2016 fiscal year through the renaming of quattro GmbH. TheAUDI Audi AG, Group other Volkswagensells its vehicles Group worldwide companies andthrough third-party AsVolkswagen well as the high-performanceAG is the major shareholder models of the of R8 AUDI car lineAG Groupcompanies.­owned sales companies and also through part­ andand the controls RS models, approximately Audi Sport GmbH99.55 offers percent a broad of the range share of nerships with local importers.
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