Volkswagen Scaling up Sustainability - Future of Food · 2011. 10. 18. · Volkswagen –Scaling up...
Transcript of Volkswagen Scaling up Sustainability - Future of Food · 2011. 10. 18. · Volkswagen –Scaling up...
Volkswagen – Scaling up SustainabilityDr. Gerhard Prätorius Head CSR and Sustainability
28 April London
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 22
Disclaimer
This publication constitutes neither an offer to sell nor a solicitation to buy or subscribe to
securities.
The information contained herein is not for distribution, directly or indirectly, in or into the
United States of America (including its territories and possessions of any State of the United
States of America or the District of Columbia) and must not be distributed to U.S. persons (as
defined in Regulation S of the U.S. Securities Act of 1933, as amended ("Securities Act")) or
publications with a general circulation in the United States of America. This publication is not
an offer of securities for sale in the United States of America. The securities have not been
and will not be registered under the Securities Act and may not be offered or sold in the
United States of America absent registration or an exemption from registration under the
Securities Act, as amended.
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 3
Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue and
Global Responsibility
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 4
Global Challenges
► Environmental burdenclimate change, scarcity of resources,
water/biodiversity, natural disasters
► Social driftgrowing inequality, demography,
education, infection deceases/pandemia
► Geopolitical risksasymmetric wars, weak zones of
governance
and economic imbalances
energy- und commodity markets,
food markets, capital markets
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 5
cf WBCSD Vision 2050, p. 35
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 6
cf WBCSD Vision 2050, p. 35
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 7
cf WBCSD Vision 2050, p. 2
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 8
cf WBCSD Vision 2050, p. 56
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 9
cf WBCSD Vision 2050, p. 2
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 10
cf WBCSD Vision 2050, p. 2
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 11
Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue and
Global Responsibility
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 12
1
12¹ 49.9% stake since 7 December 2009
Strategy 2018
Economic and environmental
leadership in the global automotive industry
Expansion of brand and product portfolio
Increasing global footprint and
emerging markets presence
Realisation of cost savings, toolkit modularisation
and localisation of production
Continuous improvements in internal
combustion engines
Creation of sustainable value
Economic leadership Environmental leadership
Diversified portfolio of drivetrain technologies
Leadership in alternative powertrain technologies
Brand implementation
High quality standards
Volkswagen Group: Global Automotive Leader by 2018
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Volkswagen Group – Global Figures
Production per Workday
Ø 26.600 Vehicles
Group - Companies
Ca. 400
Employees
369,900
Audi of America
Škoda AutoIndia
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VW - Group Production Sites
Anchieta
Sao Carlos
Taubaté
Curitiba
Puebla
Molsheim
Sant`Agata
Cordoba
Pacheco
Uitenhage
Ingolstadt
Neckarsulm
Györ
Brüssel
Crewe
Martorell
El Prat
Pune
Wolfsburg
Emden
Salzgitter
Braunschweig
Kassel
Zwickau
Chemnitz
Dresden
Pamplona
Setubal
Polkowice
Sarajevo
Bratislava
Martin
Kaluga
Mlada Boleslav
Aurangabad
Kvasiny
Vrchlabi
FAW-VW Changchun
VW-FAW PL Changchun
VW-FAW E Dalian
VW AT Dalian
SVW Nanjing
SVW PT Loutang
SVW Anting
VW TS Jiading
FAW-VW Chengdu
Södertälje
Hannover
Poznan
Chattanooga
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 15
2008
Commission
Diversity
Volkswagen: Milestones of Ecological and Social Innovations
1979 1982 1989 1993 2002
Introduction
Turbo diesel
(Audi A8)
Aluminum
technology
light weight
construction
CitySTROMER
and
Hybrid-Golf
3-litre-
Audi A2
Golf
Ecomatic
1994 1998 1999 2000 2001
VW Lupo FSI
First German
direct-inject-
gasoline engine VW 1-litre-
research-car
Golf Variant
Bi-Fuel
2005 2006
VW-Sicon-
Process
BlueMotion
Line
Audi Duo
Hybrid
2007 2008
Volkswagen
Community Trust
South Africa
Aids Care
Program
Brazil
Fleet
Competence
eCO2
Fundação
Volkswagen
do Brasil
Golf Twin Drive
Fleet project -
E-Mobility
Initiative
“Pro
Ehrenamt“
1988
DSG
Serial production
directly injected
diesel engine (TDI)
Introduction
Biofuel
Initiative
„One Hour
for the Future“
Volkswagen
Education and
Training Institute
South Africa
Partnership
Naturschutzbund
PPP
Wolfsburg AG
Group Global
Works Council
3-litre-Lupo
„Work2Work“
Re-integration
project
Accident research
in China
Social Charta –
“Declaration on
Social Rights
and Industrial
Relationships at
Volkswagen“
2009
Charta on
Labour Relations
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Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue and
Global Responsibility
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 17
Sustainability at Volkswagen Group
Sustainable Products Sustainable Production Sustainable Structural
Development
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 1818
Volkswagen Addresses the Full Spectrum of Fuel and
Powertrain Technologies
SynFuel
SunFuel®
TSI®
Hybrid
TDI®
DSG®
Oil
Natural gasCNG
Renewable
Gasoline
Diesel Fuel
Hydrogen
Electricity
Electrotraction
Fuel Cell
Electrotraction
Battery
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 1919
Environmentally Friendly Products and Technologies under
the BlueMotion Umbrella Brand
DSG
Recuperation
Start-Stop
BlueMotion
(Technology)Blue TDI TSI EcoFuel
Hybrid drive
Electric drive
NOx exhaust
after treatment
EcoFuel
Multifuel
Bifuel
TSI TDI
Umbrella brand encompassing all production-
ready and near-production technologies that
contribute towards saving fuel and reducing
CO2 and other emissions
Excellent products with regard to their fuel
efficiency and emissions
Additional technologies that are
exceptionally environmentally friendly
Energy efficient basic
technologies already available
on all models today
The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 2020
Excellent Position in Fuel Efficiency with more than 170
Model Variants ≤ 140g CO2/km
CO2 emissions–status quo Steps to reduce VW Group fleet emissions1
110
60
No. of VW Group model variants
≤ 100g
CO2/km
100–120g
CO2/km
6
120–140g
CO2/km
176 model
variants
≤ 140g CO2/km
Further optimisation of powertrain technologies
(TDI/TSI/TFSI)
Extension of new gearbox technology (DSG/S tronic)
Start/Stop system
Reduction of mechanical resistances
Broadening use of light weight construction
Optimisation of aerodynamics
120
130
140
150
160
170
180
190
1995 2000 2005 2010 2015 2020
Year
CO
2 e
mis
sio
ns (
g/k
m)
2008: 159
Umbrella brand encompassing all production-
ready and near-production technologies
that contribute toward saving fuel and
reducing CO2 and other emissions
Excellent products with regard to their
fuel efficiency and emissions
Additional technologies
that are exceptionally
environmentally friendly
Energy efficient basic
technologies already
available on all
models today
Source: Company information
Emissions of Volkswagen Group„s European (EU27) car fleet
¹ Selection of tools used to reduce Volkswagen Group fleet emissions
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Proven Innovation Track Record
Engines: TDI/TSI/TFSI/EcoFuel
MMI (Multimedia Interface)
DSG (Direct Shift Gearbox)
PDK (Porsche Doppelkupplung1)
with Start/Stop
DFI (Direct Fuel Injection),
VarioCam
PDCC (Porsche Dynamic
Chassis Control)
PCCB (Porsche Ceramic
Composite Brake)
AVS (Audi Valvelift System)
BlueMotion
4Motion/Audi quattro
Park Assist
Audi A8 Space Frame
1 Porsche Double Clutch
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Clearly Defined Path from Internal Combustion to
Electric Vehicle
Electrification strategy
Mild
hybrid
Electric
vehicle
Combustion
engine
Full
hybrid
Range
extender
Fuel
cell
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Volkswagen Continues to Invest in its Global R&D Activities
VW Group R&D footprint VW Group–number of R&D employees3
Note: Volkswagen has established co-operations with Porsche, e.g. development/production of Touareg / Q7 / Cayenne1 49.9% stake since 7 December 20092 Technical Office Beijing planned3 Excluding Scania4 Represents estimates
VWGoA Chattanooga
operations
VW de
Mexico
Volkswagen
Argentina
VW do Brasil
SCANIA LAM
VW of
South Africa
VW India
Shanghai VW
VTT
FAW-VW
VTB2
VW Group RUS
SkodaVolkswagen
NutzfahrzeugeVolkswagen
SCANIA
Bentley
Bugatti
Porsche1
SEAT
Lamborghini
Audi
ERL
22.922.822.821.721.420.7
2005 2006 2007 2008 2009 2010
(„000 employees)
4.14.6
5.34.9
4.8% 4.8% 5.4% 4.8%
2005 2006 2007 2008 2009 2010
(€ billion) % of automotive sales
VW Group–R&D expense over time3
4 4
4 4
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Growth market focusKey Automotive Growth Markets
19,518,1
12,7
2009 2012 2018
Source: Global Insight (2009 numbers represent actuals with exception of region “Central America”, all other figures represent estimates)
Note: Market numbers represent “Cars” and “LCVs”1 Includes Central America and Caribbean2 Includes Cyprus and Malta3 Includes Turkey
Western Europe2
Eastern Europe
North America
Total
16,715,0 15,2
2009 2012 2018
Market growth 2009–2018 (million units)
+54%
93,7
63,6
79,0
2009 2012 2018
+11%
+47%
6,0
2,8 3,7
2009 2012 2018
+114%
22,7
13,0
17,9
2009 2012 2018
China
+75%
4,54,6 5,0
2009 2012 2018
(1)%
Japan4,7
3,02,1
2009 2012 2018
India
+128%
6,24,4 5,1
2009 2012 2018
+42% 13,4
9,211,1
2009 2012 2018
+46%
Rest of World3
South America1
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The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 25
Regional Environmental Conferences
Regional Conference
Drafting of environmental action plan
432
Internationalenvironmental workshops
1
Kick-off
meeting
Mexico
Argentina
Brazil
South Africa
China
India
Synchronise Group objectives with regional possibilities
5
Review
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Regenerative Energy – e.g. Brasil
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Sustainable Value Chain
Production
Complementary
Products
Think Blue.
Innovative
ProductsFleet Management
Fuel Efficiency
Block Heating Works
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Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue and
Global Responsibility
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
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Sustainability and Supply Chain Management
Supplier Requirements
Risk Management
Monitoring and
Development
Communication
• Environmental standards
• Social standards
• Anti-corruption
• Plausibility check by quality management
• Spot test
• Self assessment and training
• Information and communication via B2B platform:
• Early detection system of risks
• International issue screening
• Expert team: investigation of problem cases
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Sustainability and Supply Chain Management
Risk Management
Monitoring and Development
Communication
Programme „Priority A“
Environmental Protection
1. Creation and application of
environmental management systems
2. Active dealing with ecological
challenges
3. Prevention of environmental damage
and injuries to health
4. Products and processes with low
resource consumption
5. Waste and recycling
6. Training employees
Rights of Employees
1. Freedom of association
2. No discrimination
3. No forced labour
4. No child labour
5. Payment
6. Working hours
7. Health and Safety
Supplier Requirements of Sustainability
Costs, Quality and sustainability
Inclusion of anti-corruption requirements
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The Leasing-Catalyzer – A Project by VW and NABU
Cooperation on a contractual basis as enhancement
of Volkswagen‟s long lasting partnership with NABU
NABU-involvement in the product-design of “CO2-
Leasing“ (FleetCompetence eCO2), which aims at
rapid market penetration with highly fuel-efficient
vehicles (BlueMotion, EcoFuel). The project is
supposed to have a strong impact as fleet vehicles
represent 60% of the market
Sponsoring for biodiversity-/moor-project,
depending on the product‟s success
Product launch FleetCompetence eCO2 by 1/1/09
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Volkswagen‟s Biodiversity Initiative
Environment- and Species-Protection-Projects
Germany
• “Welcome Wolf“ (in cooperation with NABU)
• Renaturation of Lower Aller (in cooperation with city of
Wolfsburg)
• “Ways for the Wildcat” (in cooperation with BUND Lower
Saxony)
Czech, Spain, USA
• Tree plantings
Mexico
• Seepage-/ Renaturation-Project Popocatepetl
• Support for research “Out of Love for the Planet“
Brazil
• Wildlife breeding project Sao Carlos
• Reforestation
China
• Panda breeding
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Cooperation with:
Tongji-University Shanghai,
Local authorities,
Police,
Hospitals
Volkswagen China: Accident Research
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Volkswagen Brazil: The Fundacao Volkswagen
Practiced human-rights policies in the
context of the objectives set out by the
Global Compact help to protect and
promote the individual and are thus an
effective contribution to a country‟s social
and economic development. At its sites in
Brazil, the Volkswagen Group actively
supports people‟s rights to healthcare and
school education.
Schools in a total of 139 communities
in the states of São Paulo and Rio de
Janeiro are currently profiting from
programmes to provide advanced
training for teaching staff, to promote
the culture of reading and to integrate
socially disadvantaged pupils.
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“VWSA HIV“ and „AIDS Workplace Programme”
Programme
Volkswagens HIV/AIDS program
launched in 2002 has the objective of
helping infected employees and
preventing further HIV infections
among employees and their
dependents.
Services
Educational
Advertising
HIV Testing
Consultancy
Medication
Awards
Global Business
Coalition on
HIV/AIDS
Professional
Management
Review Africa:
Corporate Care
Award
Volkswagen South Africa
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International Commitment – Stakeholder Dialogue
Global Compact
International
Europa
National
CSR Laboratories
- Supply Chain (Leader)
- RSCM Portal
- Science in Schools
CSR Collaborative Venture
- Enterprise 2020
- Member of steering committee
- CSR-Memorandum
- company ratings
- workshops
- cooperation contract Volkswagen NABU
- fuel efficient driving
- projects (biodiversity) / dialogue
- Publication „Communications on
Progress“ and „Case Stories“
- Publishing of GC-related brochures
- Focal Point for New York and german
GC-network
- Advisory Group Supply Chain Sustainability
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Corporate Citizenship as a Global Responsibility
Regional Development
Occupation
Education
Culture and Arts
Research and Investigation
Health and Safety
Employee Volunteering
Historic Responsibility
Volkswagen Community
TrustVW AIDS
Care Project
AutoVision
Auto 5000
Work2Work
Ready4work
„One hour for
the future“Fair Trade
Tsunami-
Emergency
AidVolkswagen
Foundation
Brasil
Education
Center Mlada
Boleslav
Auschwitz
Memorial Work
Education
Environment
VW Training
Program
Volunteering
Accident Research
Sound
Foundation
Traffic training
for Kids
Demographic
Change
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Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
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Reputation
Day-to-day Business
Volkswagen‟s CSR Pyramid
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CSR-Ratings – the Annual Performance Test
“Without any doubt, Volkswagen belongs to the top
companies in terms of sustainability in the sector.” (SAM)
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CSR Performance – e.g. Dow Jones Sustainability Index 2009
“Academic research identifies a positive link between ESG factors and
investment performance” (Unicredit)
( in %)
0 10 20 30 40 50 60 70 80 90 100
Total Score
Social Dimension
Environmental Dimension
Economic Dimension
Volkswagen AG
Industry Average
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Reporting Sustainability
Measuring
• GRI A+ Level
(GRI confirmed)
Verifying
• AccountAbilitiy 1000 Assurance Standard
(first time, trendsetting)
Online reportingwww.SustainabilityReport2009.volkswagenag.com
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Agenda
1. Global Challenges on
Sustainability
2. Volkswagen Group – Portrait
3. Creating Sustainable Value
4. Stakeholder Dialogue
5. Reporting and Performance on
CSR and Sustainability
6. Conclusion
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Volkswagen Group Management: Common Vision, Central
Coordination, Local Excellence
Autonomous brand
management and
market approach
Central management
functions build
foundation and
provide scale benefits
Common vision and
goals
>10 million units sold p.a. VW Group PBT margin >8%
Production
& toolkits
Global
purchasing &
local sourcing
Model
cycle planMarketing
Product
development
Financial
Services
1
Strategy
2018
targets
Note: All stated Volkswagen Group figures represent financial targets for 20181 49.9% stake since 7 December 2009
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Volkswagen Group is Well on the Way to Becoming the
Leading Automotive Group Globally
All building blocks in place Execution of strategy The global automotive leader
• Strong brand portfolio
• Platform leverage
• Advanced technology
• Efficiency leadership
• Position of financial strength
• Excellent management model
• Very well positioned to capture
market share globally
• Leverage of modular toolkits
• Benefit from technology evolution
• Attractive growth
• Higher profitability
• Extensive brand and
product portfolio
• Global footprint with BRIC focus
• Unrivalled distribution
• Best-in-class manufacturing
• Technology and quality leader
Strong foundationCapitalise on strategy
implementation
Global economic and
environmental leadership
Creation of
sustainable
value
Today Medium term Strategy 2018
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The information contained herein is not for publication or distribution, directly or indirectly, in or into the United States of America, Canada, Japan or Australia. 46
Conclusion
Customer, the public and capital markets expect tangible efforts
in terms of sustainability and corporate responsibility.
CSR as a strategic concept is the “business case” for sustainability
as a societal goal. Robust CSR/sustainability management
coupled with CSR/sustainability reporting are a requirement for a global
company.
For the Volkswagen Group responsibility and sustainability are core
elements of the whole value chain – including the supplier relations.
Volkswagen has defined requirements for environmental and social
standards and has introduced instruments for an early detection of risk
areas
…and implemented processes to intensify its collaboration with suppliers.
Volkswagen‟s protecting nature and biodiversity initiative is an example
for corporate citizenship as a global responsibility.
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Conclusion cont.
CSR means more than legal compliance,
so that CSR is necessarily voluntary in basic parts and not a matter of regulatory
fact, and is therefore competitively driven
CSR requires and promotes transparency and accountability, and thereby leads
to new internal corporate control systems and information systems
CSR is dialog-oriented internally and externally, with the systematic integration
of
stakeholder dialogues
CSR integrates the earlier philanthropic approach, while going beyond it with a
value-based and strategy-based component, and is tied up with the company's
economic core processes
CSR is not – just – the "social case", it's also a "business case"
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Conclusion cont.
In the age of a globalized economy companies are required to operate more and
more in a political space. Just because there are no global regulatory
frameworks, the challenges for the companies become more "political": The
environment and climatic change, demographic trends and diversity, human
rights and civic duties are just a few of the key concepts compelling companies
to enter the political arena. The more convincing their responses and deeds are
perceived, the greater will be their acceptance as players.
Corporate action needs an ethical basis. Economic activity is a problem-
solving activity for the sake of higher-order purposes and not for its own sake.
Strategic CSR is the implementation concept for ethically based corporate action
and consequently the companies' contribution to a sustainable social market
economy.
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Thank you !
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