Goals & Actions
The following goals refer essentially to the Volkswagen Group and are based on our future program TOGETHER – Strategy 2025. Besides the Group-wide sustainability management, the goals will be categorized in accordance with the dimensions of strategy and coordination, economy, people and the environment. In addition the important brands and companies of the Volkswagen Group have formulated their own detailed sustainability goals in coordination with the Group goals. These can be found in the respective publications that are linked in the headings “Brands” and “Regions”.
Strategy & Coordination
|Action areas||Goals and action||Deadline||Implementation status|
|Management||Ensure similar management of sustainability within the Group and by the brands||2015||Management structure introduced at Volkswagen Commercial Vehicles |
|Sharpen positioning of brands||2025||Ongoing|
|Transparency||Establish IT-based sustainability management system at Group, brand and company level||2016||Already in use |
|Stakeholder Dialogue ||Establish IT-based stakeholder management system at Group, brand and company level||2016||Definition of criteria and indicators for the Stakeholder Relationship Management System|
|Market||Transform core business||2025||New|
|Build Mobility Solutions business||2025||New|
|Secure funding and strengthen innovation power||2025||New|
|Fields of action||Goals and measures||Deadline||Status|
|Customer satisfaction ||Top customer satisfaction in the core markets of product, dealer and last workshop visit ||2025||New goals were formulated as part of Strategy 2025. |
Customer satisfaction index score: 8.80 in 2015.
|Quality||Strengthen innovation and technology leadership||2019||2015- 2019 investment program: €85.6 billion earmarked for intelligent innovations and technologies. |
Investments of €11.9 billion in R&D in 2015.
|Stability & profitability ||Operative turnover returns before erratic items 7 – 8%||2025||New|
|Return on capital: Automotive Division before erratic items >15%||2025||New|
|Fixed asset investment ratio Automobile Group sector ~6%||2025||New|
|Increases in efficiency: Increase operative excellence in all Group sectors and brands. R&D ratio ~6% Increase general sales and administrative costs efficiency. Ratio to turnover under 12% ||2025||New|
|Compliance||Networking of the compliance organization and activities between the brands||Ongoing|| |
Regular Governance, Risk & Compliance (GRC) exchange of experiences with all Group brands, network meeting GRC-Wiki as an information and exchange platform of the GRC organization
|Further deepen compliance knowledge and compliance culture ||Ongoing||Target-group-specific information occurs via various media in diverse brands and companies|
|Continuous optimization of the Compliance Management System (CMS) ||Ongoing||Further development of CMS taking into account international legislation and Group-internal benchmarks|
|Ongoing optimization of the integrity review of business partners (business partner check)||Ongoing||Further development and roll-out in new companies|
|Conduct and further develop Group-wide compliance training for various target groups||Ongoing||Risk-based alignment for on-site and online training sessions|
|Restructuring of the Group-wide whistleblower system||Ongoing|| |
Group-wide minimum standards established, external internet presence, further rollout to brands and companies
|Risk management and internal control system (RMS/ICS)||Operation and further development of the RMS/ICS of the operative business sectors||Ongoing||Advising operative business sectors within the context of further implementation of the guideline on RMS/ICS|
|Standardization and further development of the risk management methods and of the risk management and internal control process to ensure the continuance of the Volkswagen Group||Ongoing||Intensification of the risk quarterly reporting introduced in 2016 across all management board provinces of the Volkswagen AG and all brands |
Further development of the GRC IT system for uniform and standardized reporting of risks
|Supplier Relations ||Expansion of e-learning tool and sustainability questionnaire ||Ongoing||Turnover-based coverage of 82% for e-learning and 88% for sustainability questionnaire; planned expansion of turnover-based coverage to 83% for e-learning and 93% for sustainability questionnaire in 2017|
|More in-depth audits on sustainability||Ongoing||Conducting 45 audits in the period under review; 45 audits are planned in 2017|
|Supplier training on sustainability ||Ongoing||Qualifying more than 900 suppliers on the topic of sustainability|
|Implementing OECD Due Diligence Guidance||Ongoing||Continuation of activities|
|Action areas||Goals and actions||Deadline||Implementation status|
|Attractive employer||Strategic goal: Excellent employer||Ongoing/ 2025||The Volkswagen Group and its 12 brands aim to be attractive employers for all groups of employees. |
Particularly the Volkswagen brand – due to the diesel scandal – has lost trust that needs to be won back.
As part of our workforce strategy we are working on numerous projects and initiatives, for instance on flexible work and how to balance family and career, which should increase our attractiveness as an employer.
|Qualification||Strategic goal: Skilled and committed employees ||Ongoing||Strengthening of commitment and entrepreneurship with targeted measures: |
In 90% of the 36 Volkswagen career families, career-family-specific qualification programmes have already been introduced. Development work continues to be done in the remaining 10%.
Qualifying for the transformation: extensive skill-shift in the direction of electric mobility, piloted driving and digital services.
Improving participation instruments: Modernizing idea management and use of digital tools (e.g. shift-planning app)
|Participation||Personnel policy: Enhance performance and ensure all employees share in success: establish three-part pay system with basic pay, performance-related component and entitlement to profit-sharing as Group standard||Ongoing||Across the Volkswagen Group, the three-part pay system is increasingly being established as a standard, among others by Audi, ŠKODA, the Volkswagen Group Rus (Kaluga plant), and Volkswagen de México.|
|Work organization||Strategic goal: Work organization fit for the future ||Ongoing||Pilots and blueprints for innovative office space concepts. |
Keeping factory work attractive: New working time concepts, above all for the shop floor (accounting models, shift work in part-time). Expanded use of agile working methods.
|Leadership & culture||Strategic goal: Exemplary leadership and corporate culture ||2018||Expansion of diversity management and sustainable increase in percentage of women. |
Implementation of code of collaboration and corporate values.
Implementation of a new management mission statement and new staff development.
“Best in class” for company health management.
|Organization of personnel management ||Strategic goal: First-rate HR organization ||2019||Modernization of the HR role and expansion to an all-round change and transformation driver. |
Development of new competence model for HR staff.
Modern and intuitive services “to go” for all employees.
|Fields of action||Goals and measures||Deadline||Status|
Continuous reduction of carbon footprint
Volkswagen welcomes the ratification of the Paris Agreement on Climate Change, in which the ambitious goal of keeping global warming under 2 degrees Celsius was established.
Our Board Chairman Matthias Müller, when referring to international climate agreements, demands that the automotive industry will "have to continuously lower the CO2 emissions of their fleets in the direction of zero by 2050". The Group is setting itself "science-based targets" in support of the goal.
|2020 / 2050|| |
Status of CO2 fleet value 2016:
China: 153g/km (VGIC+SVW+FAW-VW) accord. 6.51 l/100km; Brazil: 131g CO2/km;
USA: 162g/km (Audi/VW calendar year. Not VWoA.)
|Continuous reduction in the carbon footprint ||2025||Reduction of all CO2 emissions (Scope 1.2.3) in total from 33.3 t/a in 2015 to 33.0 t/a in 2016|
|CO2 reduction of European new-car fleet to 95g CO2/km||2020||CO2 EU fleet value in 2016: |
|Top spots in selected product rankings, ratings and awards ||2016||Environmental awards 2016: |
ADAC EcoTest Skoda Octavia Combi 1.4 TSI G-TEC, with best rating of 5 stars with the new measurement methodology;
China Eco-Car Assessment Programme (C-ECAP): VW Golf TSI with platinum medallion best-possible classification;
VCS environmental ranking 2017: VW up!, Skoda Citigo and Seat Mii placed top 3 in the mini-class, Audi A3 Sportback TFSI g-tron and VW Golf TGI on 1st and 2nd place in the lower mid-size class and for
the vans with 5 seats VW Caddy TGI as the winner.
|Electrification initiative||Until 2025||The new e-up! and new e-Golf (with a range extended to 300km in the NEFZ) came on the market in 2016. At the Paris Motor Show the Volkswagen concept car I.D. was presented, a highly automated electric car, range up to 600 kilometres. A concept vehicle of the new e-Crafter was already introduced at the IAA Commercial Vehicles Show 2016. The series solution stands for emission-free urban delivery activity, without restricting hold volume with a range up to 160 kilometres. The initial vehicles will be delivered to customers the end of 2017.|
|Reduction in the greenhouse gas emissions in the energy supply of production in Germany by 40% per produced unit ( base year 2010) by 2020.||2020||Around € 26 million was already invested in renewable energies by 2016 – wind turbines and photovoltaic installations. Additionally, as part of the fuel changeover VW Kraftwerk GmbH invested around € 15 million in a combined heat and power plant in Braunschweig and around € 65 million in a gas and steam turbine plant in Kassel. A few German production locations of the Volkswagen Group were converted to a power supply from Volkswagen Naturstrom® as part of the plant-engineered changes. Planned for the coming years leading up to 2022 are investments by the VW Kraftwerk GmbH in a new gas and steam turbine plant in Wolfsburg and in the further expansion of renewable energies. It was already possible to reduce the CO2 emissions per vehicle in production in Germany by approx. 30% since 2010 due to measures in the sector of energy provision as well as energy efficiency and other effects, such as lower heating requirements as a consequence of milder weather.|
|Continuous reduction of resource consumption ||HF2: 25% less energy and water consumption, waste and emissions per unit produced Group-wide ( base year: 2010)||2018||Status of environmental pollution from production 2016: 25.3% for private and light commercial vehicles|
|On principle, emission tests are checked externally and independently. Introduction of random tests close to reality regarding emission behaviours on the road||2025||Step-by-step from 2017 onwards all Group fleet TSI and TFSI engines with direct injection will be equipped with closed particulate filters (OPF - Ottopartikelfilter). This will reduce the emission of fine soot particulates by up to 90%.|
|HF 3: TSI and TFSI engines are equipped with particulate filters.||2017||Start in 2017|
|Leading provider of sustainable mobility||H4: New business field: New mobility solutions are to be rapidly expanded. Ride hailing as top priority with expansion into other market segments, turnover goal up in the substantial billions. ||2025||Expansion of strategic partnerships (e.g. with GETT) |
|Leading provider of autonomous vehicles – rapid market introduction planned: ||2025||Introduction of Sedric at the Geneva Motor Show 2017|
|Forecast and analysis of mobility development, deriving challenges and approaches to solutions for the mobility of tomorrow.||ongoing|