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Matthias Müller Porsche Capital Market Porsche Capital Market Day Leipzig, 10th April 2014 Matthias Müller Chairman of the Executive Board, Porsche AG This presentation contains forward‐looking statements and information on the business development of the Volkswagen 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, Brazil 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 renminbi 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 Such statements are valid on the date of publication and can be superceded. This information does not constitute an offer to exchange or sell or an offer to exchange or buy any securities. 1 Secure brand strength • Expansion of the exclusive customer experience Increase product • Staying true to the typical Porsche product characteristics 2 attractiveness • Cope with tighter CO2 requirements aligned with brand positioning • Maintaining focus on costs and flexibility 3 Maintain profitability Growth and • Implement cycle plan whilst maintaining profitability standards technological • Design and implement the use of the modular toolkit system change 4 Master complexity while preserving lean structures and processes • Ensure quality within growth Win the best employees • Encourage achievers 5 and increase loyalty • Find the right employees at the right time • Eliminating debt 6 Strengthen solid finances • Solid funding of growth based on robust balance sheet • Ensure minimum liquidity as economic cycle buffer Value-enhancing integration Integration 7 • Realize synergies without diluting the brand identity into the Volkswagen Group Highlights 2013 – Another record year for Porsche (January to December 2013 vs. 2012) Deliveries Production Revenue Operating profit vehicles vehicles € million € million + 15% + 9% + 3% + 6% 162,145 165,808 151,999 14,326 141,075 13,865 2,429 2,579 2012 2013 2012 2013 2012 2013 2012 2013 Continued high investment levels to secure product and technology leadership Investments in property, plant and equipment ■ Total investment of around €700 m at headquarters € million / in % of sales revenue in Stuttgart-Zuffenhausen, including the planned 1,337 construction of a new engine plant for V8 engines, Capex level of the establishment of manufacturing facility for the at least €1 bn p.a. 1,055 production of the 918 Spyder super sports car (from 939 2014) & new training center (H2 2015) ■ Investment of around €500 m in expanding the 9.3% 8.6% Leipzig facility into a full-fledged plant with its own 7.6% paint shop and body shell production ■ New high-tech wind tunnel and new design studio currently under construction in Weissach (ready for use in mid-2014, total investment of more than €150 m) 2011 2012 2013 2014 …. The Leipzig Plant is now a full-scale plant 10 17 11 15 1 12 2 4 16 14 3 6 Main factory 2 13 1 Unloading station 4 5 2 Supply centers 7 3 De-coupling module 8 4 Assembly line New factory areas 5 Final assembly 10 Body shop 9 6 Pilot and analytical center 11 Paint shop 7 Restaurant 12 Expansion of supply center 15 Integration center West 8 Integration center 13 New engine pre-assembly 16 Pedestrian bridge 9 Customer service center 14 New finish line 17 Car body bridge Heart and home – €700 m investments planned in Stuttgart-Zuffenhausen The plan incorporates the production of the hand-built new 918 Spyder super sports car More than €150 m invested in the Research & Development Center Weissach Significant increase in employees supports continued success 19,500 + 53% 12,700 2010 2013 Workforce development Porsche Macan – An important pillar of our Strategy 2018 Market DNA Porsche Customer The Macan – The first Porsche model to break into the compact SUV segment… … poised to set new standards in the field of driving dynamics and enjoyment – on both paved streets and off-road. The integration in the Volkswagen Group has already generated considerable synergies Areas for synergies Total synergy potential . Mid-term targeted operating profit . Purchasing improvement of more than €1 billion . Technology sharing per year within the Volkswagen Group . Joint research and development . Ordinary components/platforms . Sales and marketing . Administration . Financial Services The Panamera S E-Hybrid – The first plug-in hybrid vehicle in the luxury class The 918 Spyder will act as the gene pool for the Porsche sports cars of the future The 919 Hybrid is the most complex race car that Porsche ever put on wheels The real winner of Porsche’s factory racing is already clear: It is the customer! Even a 911 Turbo S has a NEDC fuel consumption below 10 litres per 100 kilometers We are already reflecting on tomorrow's products today to generate value-creating growth in the future Porsche’s current product portfolio Body style Sedan SUV Coupé Cabrio/Roadster D Panamera 911 911 C Cayenne Price and Size B Macan Cayman Boxster Substantial costs in product and technology Research & Development costs Key technologies (excl. depreciation & amortization) € billion 1.58 Direct fuel injection 1.31 Electric mobility 1.05 Recuperation Intelligent light-weight construction Hybrid engine 2011 2012 2013 Capitalized development costs Start-stop function Research & non-capitalized development costs (excl. d&a) Porsche Capital Market Day Leipzig, 10th April 2014 Matthias Müller Chairman of the Executive Board, Porsche AG.
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