Audi 2015 Annual Report Download - page 140

BASIS OF THE AUDI GROUP
STRATEGY // MANAGEMENT SYSTEM
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The large number of patent applications is a reflection of the
successful Audi innovation strategy. We also received several
awards during the past fiscal year for our innovative technolo-
gies and progressive design.
Further information on awards for our products and
technologies can be found under “Research and
development” on pages 149 ff.
// ATTRACTIVE EMPLOYER WORLDWIDE
“Vorsprung” originates in the mind – which is why we con-
sistently pursue our strategic corporate goal of “Attractive
employer worldwide” and provide modern workplaces, innova-
tive tasks, commensurate pay and varied individual opportuni-
ties for advancement together with high job security at our
locations. Through some 200 flexible working hours models
and a wide variety of arrangements to balance family and work,
we also recognize the individual life phases of our employees.
A responsible and exemplary leadership style, trust and appre-
ciation are central pillars of our corporate culture. We regularly
conduct in-house surveys in order to gauge the satisfaction of
our workforce and to ensure that we keep them satisfied in the
future as well.
In light of our continuing internationalization, we also want to
be ranked among the top employers in those regions where we
have our main locations. Several national and international
rankings already reflect our strong appeal as an employer and
company.
Further information on top rankings in employee
attractiveness surveys can be found under “Attractive
employer worldwide” on page 182 f.
// SUSTAINABILITY OF PRODUCTS AND PROCESSES
Through the corporate objective “Sustainability of products
and processes,” we aim to reconcile social and economic bene-
fits in all core processes, use resources sparingly, be mindful of
the future in our actions, and secure the long-term competi-
tiveness of the Company. From that starting position, the
individual divisions build their sustainability goals into the
strategies and processes for their specific area. One priority is
to reduce CO2 emissions from our products and their produc-
tion processes. In the Strategy section of the Audi Corporate
Responsibility Report, we highlight not only the goals and
measures, but also the degree of implementation achieved for
the sake of greater transparency.
We are consistently seeking to realize organizational and proce-
dural potential for improvement that has come to light as a
result of the diesel issue. We also promote the development of
an open and transparent corporate culture in this respect.
Detailed information on the topic of sustainability
can be found under “Corporate responsibility” on
p
ages 174 ff. and at www.audi.com/cr.
MANAGEMENT SYSTEM
The Audi Group uses central indicators to manage and monitor
its strategic and operational goals. As well as important finan-
cial key figures, the Audi Group management system includes
non-financial performance indicators. The internal manage-
ment process is outlined below. We also describe the key per-
formance indicators in the management system that are de-
rived from our strategic goals.
/MANAGEMENT PROCESS IN THE AUDI GROUP
The Audi Group is incorporated as an integral part into the
Volkswagen Group’s management process. Management of the
Audi Group encompasses AUDI AG and its subsidiaries. Appro-
priate account is taken of the complex value chains and organi-
zational structures as well as the legal requirements. The basis
for the management of the Audi Group is the medium-term
planning prepared once a year, always for a five-year period.
This incorporates the significant aspects of our operational
planning.
In order to shape the future of the Company, the individual
planning topics are defined on the basis of their time horizons:
>The product range is the strategic and long-term determi-
nant of corporate policy.