Audi 2013 Annual Report Download - page 155

BASIS OF THE AUDI GROUP
STRATEGY // MANAGEMENT SYSTEM
MANAGEMENT REPORT
152
A
The participants of a survey conducted by management con-
sultants Aon Hewitt and the international student organiza-
tion AIESEC voted the Hungarian subsidiary AUDI HUNGARIA
MOTOR Kft., Győr, the country’s most attractive employer for
the fifth time in a row (www.budapester.hu/2013/03/09/audi-
hungaria-weiterhin-bester-arbeitsplatz/ – link only available
in German).
In Belgium, a poll on the Internet platform Références/Vacature
in association with the personnel consulting agency Acerta and
the Vlerick Business School awarded AUDI BRUSSELS S.A./N.V.
the title of “Employer of the Year 2013” for the first time ever.
This was the outcome of a survey carried out among some
9,000 young professionals, combined with the ratings of a panel
of experts (www.bruessel.diplo.de/Vertretung/bruessel/de/
06_20Wirtschaft/Aktuelles_20aus_20der_20Wirtschaft/Seite__
Employeroftheyear2013.html – link only available in German).
// SUSTAINABILITY OF PRODUCTS AND PROCESSES
Early in 2013, Strategy 2020 was expanded to include the
corporate goal “Sustainability of products and processes.”
The ambition to make all products and processes sustainable
along the entire value chain reflects Audi’s perception of its
own entrepreneurial actions. We aim to further reduce CO2
emissions in our products’ phase of use, and use natural
resources sparingly during our production processes.
An overview of the measures in the area of
“Corporate Responsibility” can be found at
www.audi.com/cr.
MANAGEMENT SYSTEM
To realize our ambitious strategic objectives, we use a variety
of key figures to manage the Audi Group and evaluate our
performance and level of target achievement. In this section,
we use our strategic goals as the starting points to present
how the management process within the Audi Group takes
place and what key figures we use as the main points of refer-
ence. The management system includes both purely financial
key figures and also non-financial indicators. The priority key
figures within this management system are also explained in
greater detail below.
/ MANAGEMENT PROCESS IN THE AUDI GROUP
The Audi Group is incorporated as an integral part of the
Volkswagen Group’s management process. In addition to the
parent company, management of the Audi Group also encom-
passes its subsidiaries, and consequently takes account of the
complex value chains and organizational structures as well as
legal requirements. The basis for managing the Audi Group is
the medium-term planning, which is drawn up once a year and
serves as the core element of our operational planning over a
five-year period.
In order to shape the future of the Company, the individual
planning topics are determined on the basis of their time
horizon:
>The strategic, long-term determinant of corporate policy
is the product range.
>The long-term sales plan highlights market and segment
trends and is the basis for identifying the Audi Group’s
delivery volume.
>The individual locations are allocated on the basis of the
capacity and utilization plan.
The financial medium-term planning incorporates the coordi-
nated results of the upstream planning processes. This includes
investment planning as an input for determining future alter-
natives for products and courses of action, financial planning
of the income statement, financial and balance sheet planning,
as well as profitability and liquidity planning.
The budget for the coming year is determined on the basis of
the first year from the medium-term planning and is planned
in binding detail for the individual months of the year, down to
operational cost-center level.