Sustainability as a Business Case

The need for sustainable social development today enjoys worldwide recognition. The business sector, and not least the automobile industry, is increasingly called upon to come up with sustainable solutions. Companies that succeed in meeting these requirements and proactively transforming sustainability into a business case, instead of considering it a cost and risk factor as in the past, will create an opportunity for themselves to bring about a substantial increase in value added. A sustainable corporate strategy means greater efficiency in the production sector, clears the way to more innovative products, and thus represents a key competitive edge in many markets.

The 1-litre car – innovative leightweigt design

Sustainability as a Group Value
The Volkswagen Group has been quick to embrace this point of view. In our strategy, we have geared our business policy to generating sustainable success and earnings; have established harmonised processes across the Group; and have made sustainability one of our seven core Corporate Values. One focal point is the responsible treatment of our employees. With the prevailing trend towards the increasing use of technology, their qualifications and personal commitment are increasingly becoming a source of competitive advantage. We prepare the ground accordingly by providing attractive working conditions and a safe and healthy workplace environment.

Integrated environmental protection
In addition, the Volkswagen Group is committed to integrated environmental protection. This extends over the entire product life cycle, including the production process. We train our employees, reward personal commitment to the environment and continuously monitor resource consumption at our production plants around the world. This responsible approach to conserving resources ultimately not only protects the environment but also cuts costs.

A leading innovator
It is above all by offering attractive, innovative, economical and value-for-money vehicles that we will in future be able to sustain our vital competitive edge. This will also ensure our success in the high volume markets of the future. In 2006, this approach led to initiatives such as the BlueMotion models from the Volkswagen brand, while 2007 brought the introduction of the ‘e’ badge at Audi.

Back in 1989 our Audi subsidiary began production of a hybrid drive vehicle in the shape of the first-generation Audi duo. 1998 brought the Lupo 3L, the world’s first “3-litre” model (100 kilometres on three litres of fuel), followed in 2001 by the Audi A2 1.2 TDI, the first four-door “3-litre” model. In 2002, we then presented the initial prototype of a “1-litre” car. In terms of fuels, we are pursuing the diversification of energy sources or feedstocks, and aiming to gradually replace fossil feedstocks with fuels that present low CO2 emissions and, ultimately, fuels that are CO2 neutral. In terms of powertrains, we have targeted efficiency leadership in each of the respective vehicle classes, while our long-term target is electrification. Through this policy and with a broad portfolio of vehicles in all classes, we will be able to build on our leading position as a sustainable automaker.