版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進行舉報或認領(lǐng)
文檔簡介
Porsche
Experience
Center
Hockenheimring21June2023?INTERNALDisclaimerThe
following
presentations
as
well
as
remarks/comments
and
explanations
in
this
context
contain
forward-lookingstatements
on
the
business
development
of
the
Volkswagen
Group.
These
statements
are
based
on
assumptions
relating
tothe
development
of
the
economic,
political
and
legal
environment
in
individual
countries,
economic
regions
and
markets,and
in
particular
for
the
automotive
industry,
which
we
have
made
on
the
basis
of
the
information
available
to
us
and
whichwe
consider
to
be
realistic
at
the
time
of
going
to
press.
The
estimates
given
entail
a
degree
of
risk,
and
actual
developmentsmaydifferfromthose
forecast.
Allfigures
arerounded,so
minordiscrepancies
mayarisefromaddition
ofthese
amounts.At
the
time
of
preparing
these
presentations,
it
is
not
yet
possible
to
conclusively
assess
the
specific
effects
of
the
latestdevelopments
in
the
Russia-Ukraine
conflict
on
the
Volkswagen
Group’s
business,
nor
is
it
possible
to
predict
with
sufficientcertainty
to
what
extent
further
escalation
of
the
Russia-Ukraine
conflict
will
impact
on
the
global
economy
and
growth
inthe
industry
in
fiscal
year2023.Any
changes
in
significant
parameters
relating
to
our
key
sales
markets,
or
any
significant
shifts
in
exchange
rates,
energyand
other
commodities
or
the
supply
with
parts
relevant
to
the
Volkswagen
Group
will
have
a
corresponding
effect
on
thedevelopment
of
our
business.
In
addition,
there
may
also
be
departures
from
our
expected
business
development
if
theassessments
of
the
factors
influencing
sustainable
value
enhancement
and
of
risks
and
opportunities
presented
develop
in
away
other
than
we
are
currently
expecting,
or
if
additional
risks
and
opportunities
or
other
factors
emerge
that
affect
thedevelopmentofourbusiness.We
do
not
update
forward-looking
statements
retrospectively.
Such
statements
are
valid
on
the
date
of
publication
and
canbesuperseded.This
information
doesnot
constitute
an
offertoexchange
orselloran
offertoexchange
orbuyanysecurities.Note:The
figuresforfuelconsumption,electricrange,energyconsumption
andCO2
emissions
areincludedin
the
glossary.2?INTERNALToday’spresentersOliverBlumeArnoAntlitzVolkswagenGroupCEOVolkswagenGroupCOOsince
09/2022since
09/2022PorscheCEOVolkswagenGroupCFOsince
10/2015since
04/20213?INTERNALMacroeconomic
backdrop
&
technology
transformationEconomicuncertaintyFrom
global-to
BEV
&
digitalization
Newentrants®ionalization
reshaping
industry
competitors4?INTERNALStatusquo
assessmentToday’s
strengthsToday’schallengesPortfolio
of
exciting
&complementary
brandsTransitioningtechnology
baseLeading
scale&global
presenceGroupcomplexityEntrepreneurial
teamready
to
executeFixedcosts&capital
intensity5?INTERNALOur
promiseNewteam:
Entrepreneurial
spirit
withclear
sustainability
commitment12
Technologyatscale:
Speed,agility
&performance3
Unleashed
brands:Unrivalled
portfoliowithfocus
on
entrepreneurship4
Regional
leadership:
Winning
globallywithtailored
regionalstrategies5
Newsteering
model:Fostering
entrepreneurship
&
faster
decision-making6
Financials:
Cashflow,
profitability
&
capitalefficiency
atcentre
stage6?INTERNAL1NEW
TEAMEntrepreneurial
spiritwith
clearsustainability
commitment7?INTERNAL1New
Team23456Entrepreneurialspiritwithclearsustainability
commitmentNewNewmanagement
team
leadership
principlesNewFirst
strategicstepssteering
framework
successfully
executed8?INTERNAL1New
Team23456Newexecutive
teamtomaster
thetransformationGunnarMarkusArnoAntlitzGroupCFO
&COOHaukeManfredKilianDuesmannStarsD?ssGroupHR,Brand
GroupGroupITGroupIntegrity&Legal
AffairsBrand
GroupTrucks
Progressive
&CEOAudiThomasRalfOliverBlumeThomasSch?ferSchmall-von
Brandst?tterWesterholtGroupTechnologyGroup
ChinaGroupCEO&Brand
Brand
GroupCoreGroupSport
Luxury
&CEO
VWbrand9?INTERNAL1New
Team23456Dual
rolestoexpandknow-how
from
brandstoGroup
levelChristianVollmerProductionHildegardWortmannSalesMichaelSteinerDevelopmentSebastianRudolphCommunicationDirkGro?e-LoheideProcurementMichaelNeumayerQualityMichaelMauerDesignNew
leadershipprinciples‘Dual
role’Enhancedcoordination‘Best
owner’approach10concept?INTERNAL1New
Team23456Cornerstonesof
Volkswagen
Group’soperatingmodelBrandidentityGroup
scaleDifferentiated
designsAppealing
products
&UXCommitment
to
qualityCombined
technologyStandardizationCustomercentricityCostleadershipSpeed,agility
&
performance11?INTERNAL1New
Team23456Systematicapproach:
TOP10
Group
program01020304NAR0905Planning
round
ProductsChina08CARIAD100607Platform
/TechnologyBattery&
ChargingMobilitySolutionsSustainability
Capital
Market12?INTERNAL1New
Team23456Implementationof
measures
reflectedinimprovedESG
ratingsTarget2025Agencies20202023StatusMSCICCCBBBB<22Sustainalytics1
4126ISS
ESGCC+C+~10%
BEVdeliveriestarget
share230%
emissionreduction
by
2030ontrack‘PAI‘3ScorecardpublishedIndependentXinjiangauditplanned1.Copyright?2023
Morningstar
Sustainalytics.
Allrightsreserved.This
slidecontains
informationdeveloped
by
Sustainalytics
().
Such
informationanddataareproprietaryofSustainalytics
and/or
itsthirdpartysuppliers
(Third
Party
Data)
andareprovided
forinformationalpurposesonly.
Theydonotconstituteanendorsementofanyproductor
project,noraninvestmentadviceandarenotwarranted
tobecomplete,
timely,accurateorsuitable
for
aparticular
purpose.Their
useis
subjectto
conditions
available
at/legal-disclaimers
|2.Outlook
2023|3.Principle
Adverse
ImpactsINTERNAL13?1New
Team234561NEW
TEAM:
KeytakeawaysNewmanagement
teamwithanewspiritEntrepreneurship,
accountability
&execution
focusNewoperating
modelcombining
brand
identity
&GroupscaleAccelerateddecisionmaking
–many
critical
topics
addressedSustainability:
implementation
infullswing…andthereismoretocome!14?INTERNAL2TECHNOLOGYATSCALESpeed,
agility
&
performance15?INTERNAL12Technology
atScale3456Speed,
agility&
performanceNewFocusonspeed,steering
principles
agility
&performanceScale
forcostcompetitivenessFourkey
technology
areas16?INTERNAL12Technology
atScale3456Four
keytechnology
areascentered
around
customerneedsArchitectureBatterySSPassinglefuture
backboneUnifiedcell
withtailoredregionalapproachSoftwareMobility
solutionsPlatform
scale
&
speedthroughsmart
partnershipsOne
platform
forall
mobilityneeds17?INTERNAL12Architecture3456Clearpathto
BEV
competitiveness&
one
architectureOneBEVarchitectureSSPSSPMEB+2
BEVarchitecturesPPEe-tronJ13
“Pioneer”BEVarchitecturesMEBMQBMLBMSBNSF4
ICE
architectures2024/252007
2019Today:
Complexity
duetomultiple
platformsBEV
competitivenesswith
MEB+
&
PPEFuture:
SSPassinglebackboneINTERNALText18?12Architecture3456Advancementsalong
our
pathto
one
architectureDimensionsMEBPPEMEB+SSPMainsegmentsA-BB-D140-700~21A0-B110-290~20A0-D120-1,300~12Engine
power,
kW
110-220Chargingtime,
min1ADAS~35Up
toL2+
L2++
&
more
Up
toL2++Some
Selective
SelectiveUp
toL4MostMarginparity2191.Minimum
charging
time10-80%SoC(StateofchargeforMEB/PPE/MEB+),5-80%forSSPdepending
on
specific
setoffactors(e.g.
batterysize,temperature)|2.Comparison
ofBEVandcorresponding
ICEmodel,parityalwaysdepending
onspecific
setoffactors(e.g.
rawmaterialpricefluctuation
&production
location)INTERNAL?12Battery3456Morethan
450
GWh
Volkswagen
Group
demandin
2030>450>150~100~50%20232025203020?INTERNAL12Battery3456Keypillars
of
our
battery
strategySuperior&
flexibleUnifiedCellRegionalsourcingstrategyTailoredmixofmake
&
buyPowerCo:CompetitivesupplierVerticalintegrationwithpartners21?INTERNAL12Battery3456Unified
Cell:
Powering
upto
80%
of
all
our
BEVs
in2030Cost
reduction
of
up
to50%1through
strategicinitiatives
(e.g.
dry
coating)1.
LFP
basedchemistryaspresentedatbatterystrategydayin
11/2021Adaptabletoall
leadingchemistriesTailoredtosegments
&architectures22?INTERNAL12Battery3456PowerCo:Competitivesupplierfor
NAR&
Europe-30
%
Capex
per
GWhvs.state-of-the-art3
factories
totallingOptionality
forstage-gatedramp-up~200
GWh23?INTERNAL12Battery3456Verticalintegration:
Balanced
approach
tosecure
supplyInstrumentsAlready
secureduntil
20301FinancialhedgingUp
to
~30%Long-termagreementsforall
criticalBEV
rawmaterialsInvestments&partnerships1.Mixcalculation
foreach
materialasaverageacrossdifferentinstrumentsforGroup
GWhdemand24?INTERNAL12Software3456CARIAD:
Plan
for
comprehensivere-alignmentRestructuring
Accelerated&
stronger
ties
execution
of
focus
on
SDV1
technologytolead
brands
E31.2
platformStructuralIntensified
New
leadership&
collabo-ration
model25for
E32.0partnerships1.SoftwaredefinedvehicleINTERNAL?12Software3456E3:
Restructuringalong
softwareplatformsSDVSteeringBoardledbyOliverBlume
&
MichaelSteinerE3
1.1
E3
1.2E3
2.0newChief
SDVOfficerSDVLead&
SDVLead&Vehicle
Lead
Vehicle
LeadChief
LaunchOfficerStrong
partnersLifecycleLaunchNext-Gen
SDV
Architecture26?INTERNAL12Software3456Partners:Global
&
regional
partnershipsChinaGlobalAppsADASQ4/2019Q1/2022ADASConnectivity
&Q4/2022InfotainmentQ2/2023SemiconductorsADASQ2/2022Q2/202327?INTERNAL12Technology
atScale34562TECHNOLOGY
ATSCALE:
KeytakeawaysNewsteering
basedonbestowner
approach
&partnershipsSuperior
architecture
with
SSPas
singlefuturebackboneIndustry-leading
battery
strategywith
fulloptionalityResetof
softwarestrategy
todeliver
competitive
productsOnemobility
platformpositioned
to
capturefuture
upside28?INTERNAL3UNLEASHEDBRANDSUnrivalled
portfolio
withfocus
on
entrepreneurship29?INTERNAL123Unleashed
brands456Unrivalled
portfolio
with
focus
on
entrepreneurshipUnmatchedbrand
portfolioCoherentdesign
strategyMomentuminproductpipelineFourentrepreneurialbrand
groups30?INTERNAL123BG
Core456Brand
Group
Core31?INTERNAL123BG
Core456VWbrand:
ACCELERATE
FORWARD
|
Road
to6.5Product
positioning(mix,
content,
pricing)3.6%Return
on
Sales6.5%Return
on
Sales2026Cost
initiatives(material,
fixed,production,
sales,R&D
costs)2022Structural
synergies(overhead,distribution,
new
businessopportunities)Specificgoalsaimedatcost
&complexity
reduction~€10bnsustainableimprovementTo
bedevelopedwithemployee
repre-sentatives
involved32?INTERNAL123BG
Core456Financial
targets
–BrandGroup
CoreKey
PerformanceIndicatorLast
ReportedMid-term
StrategicTarget~€114bn3.6%SalesRevenue~8%~60%~35%>8%>60%>50%Returnon
Sales1Cash
ConversionRate2BEV
Penetration330%~8%331.Beforespecialitems|2.ReportedNetCash
Flow
divided
byOperatingResult
afterspecial
itemsoftheAutomotiveDivision
|3.Excluding
atequityaccountedcompaniesChina
notincluded
in
theconsolidated
figuresINTERNAL?123BG
Progressive456Brand
Group
Progressive34?INTERNAL123BG
Progressive456Financial
targets
–BrandGroup
ProgressiveKey
PerformanceIndicatorLast
ReportedMid-term
StrategicTarget~€62bnSalesRevenue12.3%~12%~75%~40%~14
%~75%~75%Returnon
Sales1Cash
ConversionRate3BEV
Penetration410.5%264%~11%351.Beforespecialitems|2.Excludes
~€1.1bn
offairvalue
effects
|3.ReportedNetCash
Flow
divided
byOperating
Result
afterspecial
itemsoftheAutomotiveDivision
|4.Chinaevaluated
separatelyINTERNAL?123BG
Sport
Luxury456Brand
Group
SportLuxury36?INTERNAL123BG
Sport
Luxury456Financial
targets
–BrandGroup
SportLuxuryKey
PerformanceIndicatorLast
ReportedMid-term
StrategicTarget~€35bnSalesRevenue118.0%
17-19
%
>20%Returnon
Sales2,360%>60%6n/a7Cash
ConversionRate4,5BEV
Penetration8~11%>50%>80%1.Basedon
PorscheAutomotiveonly|2.Beforespecialitems|3.Basedon
PorscheGroup
operatingprofit(incl.
Financial
Servicessegment)|4.ReportedNet
Cash
Flow
divided
byOperatingResultafter
special
itemsoftheAutomotiveDivision
|5.Basedon
AutomotiveNetCash
FlowandAutomotiveoperatingprofit(excl.Financial
Servicessegment)|6.Basedon
Porsche
Automotiveonly,
correspondsto
PorscheNetCash
Flow
Marginambition
of12.5-14%asMid-termtarget;
CCR
is
nokeyKPIforPorscheAG;
therespectivevaluesshownarederivedbyVolkswagen
AG
|7.PorscheAG
hascurrentlynotprovided
astrategicNet
Cash
flow
Marginambition
|8.
Mid-Termincludes
PHEVandrefers
to2025;
Strategic
targetrefersto
BEV
penetrationin
203037?INTERNALINTERNAL123BG
Trucks456Brand
Group
Trucks38?INTERNAL123BG
Trucks456Financial
targets
–BrandGroup
TrucksKey
PerformanceIndicatorLast
ReportedMid-term
StrategicTarget~€40bn4.0%n/aSalesRevenue1~9%3~9%3Returnon
Sales2~70%~70%Cash
ConversionRate4,51.Basedon
TRATON
Operationsonly|2.Beforespecial
items|3.Basedon
TRATON
Operationsonly,
correspondstoTRATON
Group
strategictargetof9%in
2024|4.
Reported
NetCash
Flow
divided
byOperating
Result
after
special
itemsoftheAutomotiveDivision
|5.Basedon
TRATON
OperationsNet
Cash
Flow
andoperatingprofitINTERNAL39?123Unleashed
brands4563UNLEASHED
BRANDS:
KeytakeawaysFour
efficient
&entrepreneurial
brand
groupsAchieve
6.5%
RoS
for
VW
brand
in2026Realizefullpotential
of
Audi
inelectrified
eraContinue
to
exploit#1
position
inluxuryFurther
executionon
TRATON’s
strategic
&financial
trajectory40?INTERNAL4REGIONAL
LEADERSHIPWinning
globally
withtailored
regional
strategies41?INTERNAL1234Regional
Leadership56Winning
globally
withtailoredregional
strategiesGlobal
®ional#1
internationalpowerhouseOEM
inChinaExtend
leadingpositioninEuropeDouble-downeffortsforNARprofitpools42?INTERNAL1234China56Strategic
priorities#1
international
OEM&
amongTOP
3inChinese
marketTailored,superiorICVproduct
offeringsTargetproportionate
OPmid-term
>€2.5bn1431.Proportionateoperatingresultaccountedatequitywithinfinancial
resultover
themid-term(until
2027)INTERNAL?1234Europe56Strategic
prioritiesSustain
#1inhome
marketAligninvestwith
profit
poolAdjust
productionDigitizedealer
network44capacity?INTERNAL1234NorthAmerica56Scout
to
complementtheproduct
portfolioExpectedUS
market
profit
poolsin
2030BodystylePickupSUVSedanHatchAddressed
by
VolkswagenGroupAddressed
by
ScoutUnaddressedSegmentABCMostpromisingfuture
profit
poolsSource:OwnanalysisDedicatedSUV
&pick-up
portfolioRevivalof
iconicScout
brand45?INTERNAL1234NorthAmerica56Strategic
prioritiesProduction
plantLocal
hubOntarioSeattle(Battery)(CloudComputing)HerndonSilicon
Valley(CARIAD)(NARHQ)ChattanoogaMexicoSouthCarolinaTailored
productportfolioNew
regionalgovernanceLocalizationof
valuechainNew
plantinSouth
Carolina46?INTERNAL1234Regional
Leadership564REGIONAL
LEADERSHIP:
KeytakeawaysLeading
global
scale
®ionally
tailoredstrategiesChina:#1international
OEM
–today
&tomorrowEurope:#1inhome
market
&reduced
asset
intensityNorth
America:Address
untapped
market
potentialOverseas:
Seekingadditional
profit
poolsworldwide47?INTERNAL5NEW
STEERING
MODELFostering
entrepreneurship
&faster
decision-making48?INTERNAL12345New
Steering
Model6Fosteringentrepreneurship
&
fasterdecision-makingLegacy
paradigmNew
steering
model“Value
over
volume”Clearfocusonprofitability,fixed
costs
&
&
disciplinedcash
flowCapitalefficiencyFocusedapproachtoequityAlignedmanagementincentivi-zationBased
onIntegrity
&corporatevaluesinvestments
investments49?INTERNAL12345New
Steering
Model6Platforms
fostering
group-widecooperationCoreProgressiveSport
LuxuryTrucksArchitectureSoftwarere-designedre-alignedexpandeddevelopedBattery,
Charging&
EnergyVolkswagen
Group
MobilityGroupsetsframe
forinterplayPlatforms
provideleadingtechnologyatcompetitive
termsBrand
groupsto
offersuperior
products
&deliver
scale
benefits50?INTERNAL12345New
Steering
Model6NewCoreKPI-Settounleash
entrepreneurial
spiritPrinciplesCoreKPI-SetValue
overvolumeSalesrevenue
growth(in%p.a.)Profitability
focus&cost
disciplineOperating
result1Returnon
Sales1(in€bn)(in%)Cash
flowfocusCapitalefficiencyNet
cash
flow2Cash
Conversion
Rate4(in€bn)(in%)Investment
ratio3ROI2(in%)(in%)511.Beforespecialitems|2.fortheAutomotiveDivision
|3.Capex&R&D
combinedforAutomotiveDivision
as%ofAutomotiverevenueI4.ReportedNetCash
Flow
divided
byOperating
Result
afterspecial
itemsoftheAutomotiveDivisionINTERNAL?12345New
Steering
Model6Steering
towardsbenchmark
profitability
&
CCRReturnon
Sales1&
Cash
Conversion
Rate2(FY2022)VWPeers
%
CCR229%30%
~55%64%
~55%10.5%~12%Progressive360%
>60%3n/a
~70%18.0%>20%38.1%Group
RoS7.3%~8%~7%4.0%3.6%TrucksAutoCoreSport
Mid-termLuxury4
Target5Benchmark
asminimum
ambitionGroup-wideperformance
programsFunctional&structuraldimension1.Beforespecialitems|2.ReportedNetCash
Flow
divided
byOperatingResult
afterspecial
itemsoftheAutomotiveDivision
(for
peerswherepossible)
|3.Excludes
~€1.1bn
offairvalue
effects
|4.Basedon
PorscheGroup
operatingprofit(incl.
Financial
Servicessegment)|5.Mid-termTargetforPorscheAG;
CCR
BasedonPorscheAutomotiveonly,correspondsto
PorscheNetCash
Flow
Marginambition
of12.5-14%
asMid-termtarget;CCRis
nokeyKPI
forPorscheAG;
therespectivevaluesshownarederivedbyVolkswagenAGINTERNAL52?12345New
Steering
Model6All
brandsstarted
ambitious
performanceprogramsRoStargetsSportCoreProgressiveTrucks1Luxury14%Road
to
148%20%9%6.5%Accelerateforward6%GRIP203012%Efficiencyinitiatives8%Efficiencyinitiatives13%20%14%20%Roadto
2010%NextLevelEfficiency+10%Goto
10%9%Efficiencyinitiatives8%Efficiencyinitiatives25%531.Basedon
TRATON
Operationsonlycorrespondsto
TRATONGroup
strategictargetof9%in
2024INTERNAL?12345New
Steering
Model6Structuralmeasurestooptimize
capacityutilization
inEuropeFactorycapacityin
EuropeIngolstadt
Neckarsulm
Wolfsburg………-25%-25%3to
2shiftsforselective
linesDemandMid-TermAligned
withrealisticvolume
assumptions1.-10%vs.
thetechnically
installed
capacityRealignment
towardspermanentworkforcesReduce
factorycapacity
bynet
~10%154?INTERNAL12345New
Steering
Model6Clearcapital
allocation
strategy
acrossfunctions
&
brandsCapex&
R&D
combined
for
the
Automotive
Division
as%ofAutomotive
revenue;
cum.
over
the
mid-term1Σ
~12%(€180bn)Group
strategictopics(e.g.Growth
NAR)TemporaryadditionalBatteriesinvestmentsCompetitiveness~9%ContinuousBasebaselineCompetitivetop-downcapitalallocation1.Basedon
2023-27Focusoncore
brands
Batteries
&
strategicGroup&
competitivenesstopicstemporarily
‘ontop’55?INTERNAL12345New
Steering
Model6Tangibleleversfor
marginparity
on
selected
projectsDecliningdemand
for
ICETightening
EmissionsRegulations
/
Euro
7TaxAmbition1:DisadvantagesICEmarginClosing
themargin
gap
in2026ICE
complexityreductionEfficiencies
frommulti-brand
factoriesMQB
substance&scaleScale
&
lowerfactory
costsBattery
costsavingsBEVmarginLower
R&D
withplatform
synergies561.Comparison
ofBEVandcorrespondingICEmodel,
parityalwaysdepending
on
specificsetoffactors(e.g.
rawmaterialpricefluctuation
&production
location)INTERNAL?12345New
Steering
Model6Activeequityinvestmentmanagementapproach
for
NCS1~
€15bn
>
250BookvalueNon-controlled
shareholdingson
Group
levelClusters
of
strategic&financialinvestments1.
Non-controlledshareholdingsBest-owner
principleasguiding
elementClear
reportinglinesforeachasset
cluster57?INTERNAL12345New
Steering
Model65NEW
STEERING
MODEL:
KeytakeawaysLeadership
principles
translatedinto
financial
frameworkBrand
groups
target
benchmark
profitability
&cash
flowCapital
allocationwith
clearorientationon
profitpoolsActive
equity
investments
management
approachIncentivization
alignedto
brand
&
brandgroup
performance58?INTERNAL6FINANCIALSCash
flow,
profitability
&
capitalefficiency
at
centre
stage59?INTERNAL123456FinancialsCash
flow,
profitability
&
capital
efficiency
atcentrestageProfitability
trackrecord
&very
stable
balance
sheetStrong
startinto
2023Delivery
of
financial
targetsplusactive
approach
toNCSFocus
onattractiveshareholder
returns60?INTERNAL123456FinancialsVolkswagen
Group
financial
targetsLast
disclosure2022Guidance
asanchor
2023Mid-term2027StrategicTarget2030Grouprevenue(in%
p.a.–CAGR
fromanchor
year)€279.2bn€22.5bn8.1%€307-321bn5-7%In-linewith
industryGroupOperating
Profit1GroupReturn
onSales1Automotive
Investment
ratio2,5Automotive
CCR3,4,57.5-8.5%~14.5%~35%8-10%<11%~60%9-11%~9%13.7%28.9%>60%Automotive
Netcash
flow5€4.8bn€6-8bn1.Beforespecialitems|2.Capex&R&D
combinedforAutomotiveDivision
as%ofAutomotiverevenueI3.ReportedNetCash
Flowdivided
byOperating
Result
afterspecial
itemsoftheAutomotiveDivision
|4.
Calculated
againstmid-point
ofGuidance|5.
AutomotiveDivision
includes
thePassengercar&commercialvehicles(incl.
Power
Engineering)
businessINTERNAL61?123456FinancialsTangibleleverstoimprovecash
flow
generationCashConversionRate3,429%~35%~60%>60%15105~14.5%AutomotiveInvestmentratio2,413.7%<11%~9%GroupReturn
onSales18.1%7.5-8.5%8-10%9-11%02022A2023EMid-TermStrategicTargetBrandspecificmargintargetsGroupRoSexpansionFocusedStrict
workinginvestment
strategy
cap.
management621.Beforespecialitems|2.Capex&R&D
combinedforAutomotiveDivision
as%ofAutomotiverevenueI3.ReportedNetCash
Flowdivided
byOperating
Result
afterspecial
itemsoftheAutomotiveDivision
|4.
Automotive
Division
includes
thePassenger
car
&commercialvehicles
businessINTERNAL?123456FinancialsSupportedbytargets
on
individual
brand
grouplevelCoreProgressiveSportLuxury1Trucks1Mid-
Strategicterm
TargetMid-
Strategicterm
TargetMid-
Strategicterm
TargetMid-
Strategicterm
TargetReturn
onSales28%12%14%19%420%49%6Cash
Conversion
Rate360%75%60%570%7BEVShare8[%]35%50%40%75%50%980%91.NotthesametimehorizonasfortheGroup,becauseseparatelistedentities
havetheir
owncapital
marketguidance
in
place|2.Beforespecial
items|3.ReportedNetCash
Flow
divided
byOperatingResult
afterspecial
itemsoftheAutomotiveDivision
|4.Basedon
PorscheGroup
operatingprofit(incl.
Financial
Servicessegment)|5.Basedon
PorscheAutomotiveonly,correspondsto
PorscheNetCash
Flow
Marginambition
of12.5-14%
asMid-termtarget|6.Basedon
TRATON
Operationsonly,
correspondsto
TRATONGroup
strategictargetof
9%by2024|7.Basedon
TRATON
OperationsNet
Cash
Flow
andoperatingprofit|8.ChinaevaluateddifferentlybetweenBrandgroups|9.Including
PHEVandincluding
deliveries
in
China
included
in
theconsolidated
figures63?INTERNAL123456FinancialsTailoredtargets
for
PowerCo&
CARIADStrategicTargetStrategicTargetSalesRevenues1Operating
Result2OP
break-even>€20bn>10%2029>€4bn>10%20272028Cash
flowbreak-even2030641.Revenuetargetfor2030
ascommunicatedatSalzGiga
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預覽,若沒有圖紙預覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負責。
- 6. 下載文件中如有侵權(quán)或不適當內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 郵件包裹運輸中的逆向物流管理策略考核試卷
- 客運索道操作人員培訓考核試卷
- 食用植物油加工廠的突發(fā)事件應(yīng)急預案考核試卷
- 計算機電源設(shè)計與優(yōu)化考核試卷
- 半導體器件的衛(wèi)星通信應(yīng)用考核試卷
- 鎳鈷冶煉廠生產(chǎn)過程中的物料平衡與調(diào)整考核試卷
- 2024年度貴州省安全員之A證(企業(yè)負責人)過關(guān)檢測試卷A卷附答案
- 2024年度湖南省安全員之C證(專職安全員)題庫練習試卷A卷附答案
- 2024年度甘肅省安全員之B證(項目負責人)題庫綜合試卷B卷附答案
- 簡單的婚姻協(xié)議合同(2篇)
- 金融大數(shù)據(jù)課程教學大綱
- 精品建設(shè)工程招投標與合同管理全套課件(PPT 421頁)
- MastercamX2應(yīng)用教程第9章--二維加工與線架加工課件
- sc457805003完工裝載手冊谷物
- 天津特色風味小吃
- 擠塑板建筑節(jié)能檢測概述
- 設(shè)備物資部-管理提升活動實施計劃和方案初
- 一年級《10以內(nèi)的加法口算題(共100道)》專項練習題
- 五年級上冊勞技教案
- 廢舊物資競價出售文件(完整版)
- 醫(yī)院新員工試用期考核表(共3頁)
評論
0/150
提交評論