OECD Complaint Against Volkswagen – Main Document, P

Total Page:16

File Type:pdf, Size:1020Kb

OECD Complaint Against Volkswagen – Main Document, P Complaint against Volkswagen AG under the OECD Guidelines for Multinational Enterprises (2000) – Request to the German National Contact Point (Federal Ministry of Economics and Technology) to initiate the procedures for the solution of conflicts and problems in the implementation of the Guidelines Submitted on 7 May 2007 Contents: PART 1 ................................................................................................................................................................... 2 A. Complainant and Respondent........................................................................................................................ 2 B. Climate Change ............................................................................................................................................. 3 C. The role of the transport sector...................................................................................................................... 4 D. Criticised business practices.......................................................................................................................... 5 PART 2 ................................................................................................................................................................... 7 A. Violation of Chapter V.1.a) ........................................................................................................................... 7 1. Violation.................................................................................................................................................... 7 2. Reasons...................................................................................................................................................... 8 B. Violation of Chapter III.1 [Disclosure in accordance with V.1.a)].............................................................. 10 C. Violation of Chapter V.2.a) ......................................................................................................................... 11 1. With regard to information on the models in accordance with V.1.a)..................................................... 11 2. With regard to general information on the impacts of passenger car / road transport on the climate...... 11 D. Violation of Chapter VII.4 .......................................................................................................................... 13 E. Violation of Chapter V.1.b) ......................................................................................................................... 14 1. Violation.................................................................................................................................................. 14 2. Reasons.................................................................................................................................................... 14 F. Violation of Chapter III.4 b) [Objectives in accordance with V.1b)]........................................................... 15 G. Violation of Chapter V.3 ............................................................................................................................. 16 1. Violation.................................................................................................................................................. 16 2. Reasons.................................................................................................................................................... 16 H. Violation of Chapter III.1 (Information on life cycle assessments and their consideration) ....................... 17 I. Violation of Chapter V.2.a) (Information on life cycle assessments and their consideration)...................... 17 J. Violation of Chapter V.6.a) .......................................................................................................................... 17 K. Violation of Chapter V.6.b .......................................................................................................................... 19 L. Violation of Chapter V.6.c........................................................................................................................... 21 M. Violation of Chapter V.8 ............................................................................................................................ 22 1. Violation.................................................................................................................................................. 22 2. Reasons.................................................................................................................................................... 23 N. Violation of Chapter II.11 ........................................................................................................................... 24 O. Violation of Chapter V., chapeau ................................................................................................................ 24 PART 3 ................................................................................................................................................................. 26 Expectations towards the National Contact Point ............................................................................................ 26 Expectations towards VW................................................................................................................................ 27 Annex.................................................................................................................................................................... 28 Annex I: Questionnaire by Transport & Environment on CO2 emissions directed to automobile companies . 29 Annex II: Analysis of the Self Commitment of ACEA and its noncompliance ............................................... 30 Annex III: Analysis of the misinformation by federations and Volkswagen Group ........................................ 33 Annex IV. Consideration of the results of life cycle assessments in decision-making processes .................... 40 Annex V: Lobbying against climate-friendly regulations ................................................................................ 48 Contact: Cornelia Heydenreich, Germanwatch Office Berlin, Voßstr. 1, D-10117 Berlin Tel. +49 (0)30/ 2888 356-4, Fax -1, [email protected] Translation: Inka van Bergen, Peter Roderick (edited) This is an English translation of the German original. In the event of conflict, please refer to the German version. Complaint against Volkswagen AG under the OECD Guidelines for Multinational Enterprises (2000) Request to the German National Contact Point (Federal Ministry of Economics and Technology) to institute proceedings for the solution of conflicts and problems in the implementation of the Guidelines In the framework of the OECD Guidelines, particularly in the framework of Chapter I.C. of the Procedural Guidance, Germanwatch as “party concerned” raises the following issues and claims that Volkswagen AG (hereafter VW) does not implement the Guidelines, sufficiently or at all, in 15 exactly concretised specific instances. The criticised business behaviour and practices (trade and investment in the sense of the OECD Guidelines) contribute to global climate change and demonstrate that VW does not contribute sufficiently to avoiding dangerous climate change in the sense of a fundamental impediment to sustainable global development. The complaints regarding implementation relate largely to four chapters of the Guidelines: V – Environment, III – Disclosure, II – General Policies and VII – Consumer Interests. This document is divided into three parts. - Part 1 consists of a brief preface describing the complainant, an introduction to the problem of anthropogenic climate change, and the role of the automobile industry and the transport sector respectively, as well as a general description of the criticised business behaviour and practices adopted by VW. - Part 2 lists the concrete violations and cases of non-implementation of the Guidelines. - Part 3 includes demands to the National Contact Point regarding implementation of the proceedings, as well as demands and suggestions to VW on how the group can design its business practices in conformity with the Guidelines. PART 1 A. Complainant and Respondent Germanwatch e.V. is a German non-governmental organisation for environment and development which focuses on climate protection and corporate responsibility. On the one hand, the organisation for years has dealt with climate change and the responsibility of politics, the public, finance market and enterprises in Germany and abroad. On the other hand, it has focused its work on the impacts of climate change on affected parties in developing countries. In the area of corporate social responsibility, one focus is on the OECD Guidelines for Multinational Enterprises. Volkswagen is one of the largest car manufacturers in the world. As measured by the number of cars produced, VW - with 4.979.487 cars - was third internationally in 2005, behind Toyota and General Motors.1 The company's production is very international: only 38 percent of the production is carried out in Germany2, most of the cars are produced by worldwide VW business establishments or by VW subsidiary companies like Audi, Seat, Skoda or Bugatti. During the last several years, the production of VW has increased significantly: in the period from 1990 to 2003, worldwide car
Recommended publications
  • Neuer Wilder
    Unternehmen Neuer Wilder olfgang Bernhard (44) mag keine VW Der Marken-Chef Wolfgang Versteckspieler. Sie sind ihm zu- Wwider, die Planer und Entwick- Bernhard räumt auf: schnell, ler, die sich davonstehlen, wenn es an die wirkliche Arbeit geht. Die nur telefonieren, effizient, gnadenlos. Ein Kulturschock in Meetings sitzen und sich gegenseitig wichtige Folien zeigen. Er hat sie bei Mer- erschüttert Wolfsburg. cedes getroffen und bei Chrysler; er schimpft sie bevorzugt „Ver-Tschüsser“. Jetzt bekämpft er sie bei VW. Gleich bei einem der ersten Treffen An- fang Mai überraschte der Chef der Marken- gruppe VW seine Wolfsburger Produktions- und Entwicklungsexperten mit einer schockierenden Order: Alle für ein paar Tage ans Band! Alle raus ins Werk! Die Fer- tigung beschleunigen! Die Qualität verbes- sern! „Geh zur Quelle“, heißt das bei Toyota. Dort ist es Normalität. Bei VW verpuffen solche Vorstöße in der Regel. Bernhard aber meinte es ernst. Schon gegen sieben Uhr am nächsten Mor- gen kam Post vom Chef. Der Inhalt der E-Mails: ein detaillierter Plan für die dreitägigen Vor-Ort-Einsätze. Um di- rekt das nächste Zeichen zu setzen, missachtete Bernhard die Hierar- chiestufen. Er überging die mächtigen Bereichsleiter und verschickte die Botschaften 34 managermagazin 7/2005 FOTOS: JOCHEN LUEBKE/DDP/LLADO/PLAINPICTURE,/ PR/[M] MM-MONTAGE Unterrnehmen VW Zusammenhänge und Technik Mann der Extreme gleichermaßen detailliert beherrsche, Lauwarm sind nur die anderen: Wolfgang Bernhards Welt erinnert sich ein DaimlerChrysler-Mann. „Fast autistisch hat der unsere DE R PR IVATMAN N: Wolfgang Bernhard der Leitung des Mercedes-Vorstands Bedenken ignoriert“, schimpft ein (44) hat früher in den Ferien Straßen- Manfred Remmel, heute Chef des Auto- Betriebsrat.
    [Show full text]
  • Momentum the Volkswagen Group Magazine
    momentum The Volkswagen Group magazine NEW BEGINNING A journey into the mobile future momentum New beginning – Journey into the mobile future 3 The Volkswagen Group is transforming itself from one of the largest car manufacturers into a globally leading provider of sustainable mobility. This metamorphosis is already visible in many areas today: new powertrains, strong partnerships for new forms of mobility, and new digital products and services. This issue of momentum brings you stories about people who have set out to drive this change. The journey into the mobile future has begun. 4 Destinations momentum This issue of momentum takes you to places where the Volkswagen Group is working on the future of mobility. The people our authors and photographers met reflect the many answers to one simple question: how will we move in tomorrow’s world? Hong Kong, Midlands, China ― 26 UK ― 32 London, UK ― 42 Mladá Boleslav, Czech Republic ― 80 Stuttgart-Zuffenhausen, Germany ― 70 Sant’Agata Bolognese, Italy ― 78 Bologna, Italy ― 82 Wolfsburg, Germany ― 86 Potsdam, Germany ― 14 Berlin, Germany ― 8, 76 momentum Destinations 5 Södertälje, Barcelona, Sweden Spain ― 48 ― 64 Molsheim, Reykjavík, France ― 52 Munich, Iceland ― 22 Germany ― 84 Bremen, Las Vegas, Germany ― 66 USA ― 38 Oslo, Norway ― 58 6 Contents momentum A question of values ― 8 New demands on mobility On tour with the Crafter ― 22 Anna María Karlsdóttir: through Iceland with the Crafter AILA and me ― 66 Robot lady AILA: real-life machine Symbiosis ― 52 Etienne Salomé, Bugatti: symbiosis between
    [Show full text]
  • October 2019
    1 OCTOBER 2019 Stealth Missile ISSUE 67/2019 2 Quarterly Newsletter of the Porsche Club of Tasmania A CAMS Affiliated Club Honorary Life Member – Klaus Bischof (2010) Life Member - Leon Joubert (2013) Club Honours - John Pooley (2016) Rob Sheers (2016) CONTENTS Committee…………………………………………… ...............................................3 Editorial………………………………………………. ...............................................4 The Inside Line……….………………………………….............................................5 President’s Report 2019 AGM……………………………...…………………………..6 New Members……………………………………….………………………...…….…...7 Events Calendar.........................………..................................................................8 PCT Club Awards Points 2019………………..………………………...………………9 Club Awards Points Scoring……. ........................................................................10 Karl Ferdinand Piech……………………………………..........................................11 Southern EMR 14 July…..….................................................................................16 Northern EMR 21 July...........................................................................................18 PCT Driver Training Day 28 July ..........................................................................19 N/NW AGM Run 25 August…………….........……………...................................…21 N/NW Run 15 September …..….…..................................................……………….22 Southern EMR To Geeveston 15 September.........................................................24 Porsche Technical:
    [Show full text]
  • Bugatti EB110, Veyron, Chiron – the Trilogy of Modern Bugatti
    Bugatti EB110, Veyron, Chiron – The Trilogy of modern Bugatti MOLSHEIM 31 03 2020 EXCEPTIONAL VEHICLES: THREE BUGATTI SUPER SPORTS CARS FROM THREE DECADES All-wheel drive, four turbochargers and a monocoque made of carbon – Bugatti’s proven and continuously improved ingredients for super sports cars from the last three decades. The Bugatti EB110, Veyron and Chiron1 are seen as milestones in automotive engineering from the 1990s, 2000s and 2010s. Bugatti enthusiasts and owners worldwide dream of having all three vehicles complete in their own collection as “the trilogy of modern Bugatti”. They are both coveted collector’s items and an investment. All three models came together for a photo shoot – unique photos of a collection which rarely exists in the world. Bugatti EB110 Super Sport At the beginning of the 1990s, Romano Artioli created the first super sports car of modern times with the EB110. EB are the initials of Ettore Bugatti, while 110 stands for his 110th birthday. At the presentation in Paris on 15 September 1991 – on Ettore Bugatti’s 110th birthday – Bugatti revealed a vehicle featuring sensational technology: the lightweight monocoque weighs just 125 kilograms, and is the first series-production car to be made of carbon. Aluminium and carbon, among other things, are used for the body, the wheels are cast from magnesium, and the bolts are made of titanium. The car is powered by a 3.5-litre V12 mid-engine with four turbochargers and a maximum engine speed of 8,250 rpm. Sixty valves ensure fast gas exchange, while the four turbochargers operate with a boost pressure of between 1.05 and 1.2 bar and reduce the turbo lag to a minimum.
    [Show full text]
  • Von Koenigsegg at His Factory, Which Housed Fighter Jets for the Swedish Air Force Until 2003
    Von Koenigsegg at his factory, which housed fighter jets for the Swedish Air Force until 2003; the squadron’s logo, a ghost, is visible on the back wall and is appliqued on every Koenigsegg car. every on Koenigsegg appliqued is and wall back the on visible is a ghost, logo, squadron’s the 2003; until Force Air Swedish the for jets fighter housed which factory, at his Koenigsegg Von PHOTO CREDIT TKTKTKTKTTK PHOTO Swede Sensation BY JOsh DEAN How Christian von Koenigsegg took on the ultracompetitive world of supercars— and won PHOTOGRAPhs BY VINCENT FOURNIER PHOTO CREDIT TKTKTKTKTTK PHOTO Von Koenigsegg at his factory, which housed fighter jets for the Swedish Air Force until 2003; the squadron’s logo, a ghost, is visible on the back wall and is appliqued on every Koenigsegg car. 93 A PHOTO IN CHRISTIAN VON KOENIGSEGg’S remote, decommissioned military base, to 35 vehicles. Koenigsegg controls about office shows one of the 41-year-old bring to mind a Bond villain. And the as- 25 percent of the market but has the in- Swede’s limited-edition supercars—a sociation is apt, for while von Koenig- fluence of a far larger brand, at least 2011 Agera R, in fire-engine red—along- segg’s ambitions may not be malevolent, among exotic-car aficionados. At April’s side a sparkly gold abomination that he’s nevertheless bent on world domina- Geneva auto show, the Hundra was looks like it drove off the set of Chitty tion, at least in the realm of seven-figure named “Most Popular Hypercar,” beating Chitty Bang Bang.
    [Show full text]
  • Driving Into Disaster – How the EU's 'Better Regulation' Agenda Fuelled
    Driving Into Disaster How the EU’s Better Regulation agenda fuelled Dieselgate Introduction Dieselgate The ‘Dieselgate’ scandal erupted in September 2015 when United States (US) regulators discovered that German car maker Volkswagen was using ‘defeat device’ software in The European Parliament’s inquiry into ‘Dieselgate’ has revealed that problems with diesel engines to reduce vehicles’ emissions during testing, effectively manipulating emission tests went far beyond Volkswagen’s use of illegal defeat devices. It exposes the results. a culture of looking the other way: the European Commission and Member States turned a blind-eye to industry-wide abuse of the system for emission regulation, Other car manufacturers, including Fiat, Renault, Mercedes, Opel, and Ford, were and, in fact, even invited the car industry to shape the regulatory agenda and its subsequently also found to have been “optimising” test results,2 with on-the-road enforcement. This meant that the car industry’s needs were prioritised in the name of nitrous oxide emission levels 5-10 times higher than legal limits permit, exposing ‘better regulation’ and at the expense of the health and wellbeing of European citizens. European citizens to dangerously high levels of pollution.3 Despite clear evidence of the health impacts of diesel pollution, the car industry was able to delay the implementation of existing standards and to shape new rules in its What the European own favour. As a result, cities across the European Union are left choking, as toxic Parliament’s inquiry found: traffic fumes have led to an air pollution crisis. The Commission and Member States knew in 2004- The report also finds that Member States failed to 2005 that there were discrepancies between the apply financial or legal penalties on car manufacturers An estimated 75,000 people died prematurely due to emission test results obtained from diesel cars in in the aftermath of ‘Dieselgate’.
    [Show full text]
  • CNM Internacional Nº 18/2004
    @ International Bulletin May 04, 2006 Volkswagen to Cut Jobs in Brazil Volkswagen to Cut Jobs in Brazil as Stronger Real Hurts Exports Volkswagen AG, Europe's largest carmaker, plans to cut thousands of jobs in Brazil as the country's strengthening currency makes its exports unprofitable. The unit, which sells 42 percent of its output abroad, said the job cuts will reduce labor costs by 25 percent in the production of new car models. Should the firings take place this year, the unit will post its first operating profit since 2004, said Hans-Christian Maergner, president of VW's Brazilian operation. “The results of the Brazilian company are still not at a satisfactory level,'' Chief Executive Officer Bernd Pischetsrieder told shareholders at the annual meeting today in Hamburg. ``This is because of the strong real and the resulting export losses. Capacity has to be adjusted to reflect this situation.'' VW, Brazil's fifth-largest exporter, forecasts its exports from the country will fall 40 percent through 2008 while output will drop by 100,000 units after the currency gained 71 percent against the dollar since 2003. Exports would again be profitable at an exchange rate from 3.1 reais to 2.9 reais, Maergner said. Higher labor and material costs have also eaten into profits margins on Fox compact cars, which are made in the plant in Sao Bernardo do Campo, in the metropolitan area of Sao Paulo, Maergner said. The company is basing its reorganization plans on a foreign exchange-rate forecast of 2.25 reais per dollar through 2008, Maergner said.
    [Show full text]
  • ANNUAL REPORT 2005 ANNUAL REPORT 2005 Chronik 2005 >>>
    V OLKSWAGEN AG ANNUAL REPORT 2005 ANNUAL REPORT 2005 REPORT ANNUAL chronik 2005 >>> key figures volkswagen group Volume Data 2005 2004 % Vehicle sales (units) 5,192,576 5,142,759 + 1.0 Production (units) 5,219,478 5,093,181 + 2.5 Employees at Dec. 31 344,902 342,502 + 0.7 Financial Data (IFRSs), € million 2005 20041) % Sales revenue 95,268 88,963 + 7.1 Operating profit before special items 3,143 2,037 + 54.3 Special items 351 395 – 11.1 Operating profit after special items 2,792 1,642 + 70.0 Profit before tax 1,722 1,088 + 58.2 Profit after tax 1,120 697 + 60.7 Cash flows from operating activities 10,810 11,457 – 5.6 Cash flows from investing activities 10,466 15,078 – 30.6 Automotive Division2) Cash flows from operating activities 8,112 8,881 – 8.7 Cash flows from investing activities 5,721 7,046 – 18.8 of which: investments in property, plant and equipment 4,316 5,425 – 20.4 as a percentage of sales revenue 5.0 6.8 capitalized development costs 1,432 1,501 – 4.6 as a percentage of sales revenue 1.7 1.9 Net cash flow 2,391 1,835 + 30.3 Net liquidity at Dec. 31 706 – 1,912 x Return ratios in % 2005 20041) Return on sales before tax 1.8 1.2 Return on investment after tax (Automotive Division) 2.6 1.3 Return on equity before tax (Financial Services Division) 18.9 20.0 1) Restated. 2) Including allocation of consolidation adjustments between the Automotive and Financial Services divisions.
    [Show full text]
  • High Performance Coating Materials …
    High Performance Coating Materials … … in the Exclusive Bugatti Veyron 16.4 Sports Car In 1939, French racing driver Pierre Veyron drove a Bugatti to victory in the famous Le Mans 24-hour race. The Volkswagen Group has revived the Bugatti automotive division and brand as part of its luxury car segment. In honor of Pierre Veyron, the new, exclu- sive sports car has been named Bugatti Veyron. The Bugatti Veyron features several exceptional characteristics. With engine power of 1001 hp, the Bugatti has a top speed greater than 400 km / h (250 mph). The W-type engine features 16 cylinders, four exhaust-gas turbo- chargers, and two charge cooling devices. Its extremely compact design saves space and weight to give the Bugatti Veyron its exceptional power- to-weight ratio of 529 bhp / tonne. Photos and logo courtesy of Bugatti Automobiles S.A.S FLY-0024.2 – Bugatti © 2018 Oerlikon Metco 1 The cylinder surfaces of this engine By order of Bugatti, the W-16 engines employ a highly technical coating solu- are coated by Oerlikon Metco CS tionsfriction. This solution favors com- Automotive. These key figures clearly pact engine design, lightweight con- show the performance of the coatings, struction and low friction loss – critical which are applied by means of the factors for this high-performance Metco RotaPlasma™ process. automobile. Oerlikon Metco has very broad experi- Over the last 10 years, Oerlikon Metco ence providing high quality, technical has developed and optimized this tech- solutions for every type of combustion nology for cylinder bores using thermal engine, whether gasoline or diesel, for spray technology.
    [Show full text]
  • Download PDF, 45 Pages, 7.55 MB
    FACTSANDFIGURES NAVIGATOR2008 TABLE OF CONTENTS Table of Contents 3 The Volkswagen Group 4 Board of Management of Volkswagen AG 6 Supervisory Board 7 Key Figures of the Volkswagen Group 8 Five-Year Review 10 Volkswagen Share Key Figures 12 Share Price Development from Dec. 2002 to Dec. 2007 14 Significant Group Companies 16 Production Network 18 Germany 18 Europe 20 North/South America and South Africa 24 Asia/Pacific 25 Deliveries to Customers 26 Competitive Situation 33 Market Shares of New Passenger Car 33 Registrations by Country New Passenger Car Registrations by Market 34 Developments in Workforce 36 Employees in Technical Development 40 General Procurement Information 42 Procurement Volumes by Brand and Company 42 Organisational Charts 43 Volkswagen Passenger Cars 43 Audi 44 Bentley 45 Bugatti 46 Lamborghini 47 SEAT 48 ãkoda 49 Volkswagen Commercial Vehicles 50 Volkswagen Financial Services AG 51 Historical Notes 52 The Current Model Range of the Volkswagen Group 72 Volkswagen Passenger Cars 72 Audi 77 Bentley 80 Bugatti 81 Lamborghini 81 SEAT 82 ãkoda 83 Volkswagen Commercial Vehicles 85 THE VOLKSWAGEN GROUP www.volkswagen-media-services.co m The Volkswagen Group with its headquarters in Wolfsburg is Each brand has its own character and operates as an in­ one of the world’s leading automobile manufacturers and the dependent entity on the market. The product range extends largest carmaker in Europe. In 2007, the Group increased the from low­consumption small cars to luxury class vehicles. number of vehicles delivered to customers to 6.189 million In the commercial vehicle sector, the product offering spans (2006: 5.734 million), corresponding to a 9.8 percent share of pick ups, busses and heavy trucks.
    [Show full text]
  • EB 16.4 Veyron
    EB 16.4 VEYRON EB 16.4 VEYRON The essence of perfection In developing the EB 16.4 Veyron, Bugatti has brought 1001 hp, over 400 km/h top speed with a breathtaking the car’s structure gave the designers the idea of finishing a famous sports-car tradition forward to become an design and a trend-setting use of materials. it in its pure material configuration. The result is the EB unprecedented driving experience. The quest for 16.4 Veyron Pur Sang. technical precision combined with aesthetic perfection Within the tradition of Ettore Bugatti, the search has led to a super car that was once thought unreachable: for the extraordinary never ends. The technical beauty of Carbon and aluminium The EB 16.4 Veyron Pur Sang is a two-tone study of Interestingly, the rawness of the materials highlights pure material showing the car’s true essentials: carbon the dual character of this car even more intensely. This and aluminium. The clear-coated carbon monocoque is performance power coupled with cruising comfort, holds the engine and the passenger cell, while the structure and body, dark and light. polished aluminium panelling is enhanced by reflections in the sculpted bodywork. Individuality and inspiration A closer look at the details reveals the technical logic centre of the clear-coated carbon fibre car. behind the Pur Sang’s stylish appearance. The sophisti- Equally consistent is the use of aluminium panelling. cated monocoque contains all the core structural This gives the car shape and a unique body sculpture, components, including the W16 engine, the passenger covering the wheels in a muscular and powerful cell, the crash box and the wheel linkages.
    [Show full text]
  • The Volkswagen Group, Part a (2002 - Aug 2015): Reaching for the Top Case Study
    The Volkswagen Group, Part A (2002 - Aug 2015): Reaching for the top Case Study Case Study The Volkswagen Group Part A: 2002 - Aug 2015 Reaching for the top In progress: Part B (Sept-Oct 2015) Disaster in the integrated corporation This case was written by Günter Müller-Stewens (University of St Gallen) and Joachim Stonig (University of St. Gallen). We thank Thomas Schlenzig and Manuel Strasser who helped to write, refine and improve the case significantly. The case is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. This case will be part of the University of St. Gallen case collection at the Case Centre: http://www.thecasecentre.org/educators/ordering/whatsavailable/collections/stgallen © Aug 2015, Version 1.1, University of St. Gallen No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. 1 The Volkswagen Group, Part A (2002 - Aug 2015): Reaching for the top Case Study "I'm profoundly convinced that we can be the world's most successful car producers in a few years"1, said Martin Winterkorn in 2007, one year after becoming CEO of Volkswagen AG. "VW conquers the world. Germany’s biggest carmaker is leaving rivals in the dust." was the Economist cover story on 7.7.12. And the 2014 financial year seemed to confirm Winterkorn's prognosis. Sales of € 202.5 bn. (2007: € 108.9 bn.) succeeded in toppling Toyota's status as best selling automobile group (Toyota: 2007: € 159.7 bn.; 2014: € 191.5 bn.) thus attaining Winterkorn's goal in terms of sales.
    [Show full text]