Together4Integrity

Here at Audi, we firmly believe that our company has changed since the diesel crisis. We have realigned our corporate strategy, adjusted our organizational structure, clarified responsibilities, and expanded our compliance processes. At the same time, we have put a substantial amount of work into improving our leadership and corporate culture. Our structures and processes are more robust today, and our corporate culture has changed for the better. Compliance and integrity are just as important as our economic goals. The efforts we have made over the past years have had a positive impact. They are irreversible, and we will continue to advance them consistently in the future, too. Our Group-wide program “Together4Integrity (T4I)” is helping us with this endeavor): With this program, we are bundling all measures related to compliance and integrity and implementing them at Audi and to the same extent at all our subsidiaries.

Martin Turinsky, responsible for the implementation of T4I at Audi, explains:

“The methodological design of T4I follows the five fundamental and widely recognized principles of the international Ethics & Compliance Initiative (ECI)“

  • strategy,
  • risk management,
  • good conduct,
  • an open culture of discussion,
  • and accepting responsibility even in the case of misconduct.
With T4I, integrity and compliance are anchored for all five principles in the day-to-day work of all corporate functions in the long term through concrete measures.

Martin Turinsky

T4I thus creates the regulatory framework for acting with integrity and in compliance with regulations. T4I also includes the aspect of cultural change in that it gets through to people and strengthens their own drive to act with integrity.

The cultural change is based upon the seven Volkswagen Group Essentials. These essentials define how we want to work together at Audi and in the Group. They complement the  Code of Conduct, which specifies the general rules of conduct with regard to compliance with laws and internal guidelines.

Numbers, facts, and figures

T4I will be rolled out in the 115 operationally active company units of the Audi Group, by 2025. By that, T4I has already reached 95 percent of the just over 90,000 employees. Over 100 measures that are to be implemented by each company unit independently form the core content of T4I.

This creates robust systems and processes that prevent compliance and integrity risks in all functional areas and also eliminates the causes that allowed serious misconduct to arise in the past.

“Aside from the implementation of measures, T4I thrives on the exchange between employees: To this end, we organize kick-off events, which are followed by what are known as perception workshops. Both events are held in every company unit and involve both employees and managers/supervisors as players in the change process. The intensive discourse sharpens the participants’ awareness for the valuable contribution each individual makes to the success of the change. In addition, it allows participants to ask critical questions and clearly point out problems.”

– Martin Turinsky

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