Projects of the Audi Board of Management

2019 is an important business year for Audi, a year of transformation. The Audi Board of Management is driving the company’s new departure with these projects.

03/14/2019 Photos: Thomas Dashuber, Matthias Haslauer, Jens Passoth  Talking Business  

Bram Schot

Chairman of the Board of Management of AUDI AG

Bram Schot

Audi CEO Bram Schot has a plan for the Four Rings.

“My aspiration: To set new standards with Audi. We are currently in a challenging phase. Our sustainable economic success, our profitability and our future viability are at stake. That is why 2019 is the year of new beginnings for us. We at Audi are all pitching in and giving our company and the brand with the Four Rings a new direction. We operate with focus and resolve. We are putting our cost structures to the test and are improving these sustainably. At the same time, we will make even more systematic use in the future of the synergies and scaling effects offered by the Volkswagen Group. Setting standards to me means being the benchmark. We will continue to hone our business model in China together with our partners. In this way we wish to keep our leading role in the Chinese premium automotive market in the future. At the same time, the significance of digital services or intermodal mobility concepts is also growing at a rapid rate – and not only in China. We will offer the right solutions for our customers because we listen to them and place their needs at the center of all that we do. To shape the future in this way, we will develop our team and our organization further. Training and agility for me are as much of a focus as the systematic implementation of our plans. But there is one thing that is particularly important to me: I want to pull together with all Audi employees. Only together will we be successful in making Audi the benchmark. We are Audi.”

Alexander Seitz

Member of the Board of Management of AUDI AG

Finance, China and Legal Affairs

CFO Alexander Seitz

CFO Alexander Seitz is firmly advancing the company’s business in China, the largest single market for Audi.

“The future is already becoming reality in China. Many Chinese are enthusiastic about technological innovations. They view their smartphones as portable all-rounders for every area of their lives, including their cars, of course. In part, it is this openness and this hands-on mentality that make China, in my view, the orientation market for the mobility of the future – and they are also the reason why I find this international collaboration so rewarding. I lived and worked in China for many years. I understand the restlessness of the Chinese. We are keeping up with this speed. China is the largest market for Audi. This is why we are driving our business in China forward faster and moving the product even closer to customers’ needs: In the future, we plan to sell more than one million Audi models across China every year. In addition, the local portfolio with our partner FAW will grow to 12 models by 2022. We are also developing further collaborations in order to strengthen our business in China. This is also advancing the Audi Transformation Plan. With this program of measures, we want to free up around 15 billion euros between 2018 and the end of 2022 to make our company fit for the future and safeguard our rates of return.”

Wendelin Göbel

Member of the Board of Management of AUDI AG

Human Resources and Organization

Wendelin Göbel in discussion

For its advanced training initiative, Audi is also placing an emphasis on digital learning formats. Wendelin Göbel in discussion with Audi apprentices about their experiences with the virtual reality headset.

“Thinking differently and daring to try new things are part of our company’s DNA. Nonetheless, the upheaval in the automotive industry is presenting us with major challenges. I am convinced that this transformation will succeed if we embrace it resolutely and play a significant role in shaping it. This requires changed ways of thinking and greater openness for what is new. Essentially, we need to critically examine our processes and make them more customer-oriented. Compliance and integrity are at the center of our corporate culture. Agile ways of working unlock creative potential. As a result, our brand will become faster, more innovative and therefore commercially more successful. In the automotive future, certain key skills will become increasingly more important as digitalization progresses. Here we have committed ourselves to the task of further expanding the expertise of our employees. Because it is the people at Audi, with their ideas and passion, who will fuel our future success. This is why we are counting on targeted internal human resources development and have increased our advanced training budget to about 500 million euros by 2025. Together we will tackle this transformation and the changes it requires – and in this way secure new ‘Vorsprung’.”

Dr. Bernd Martens

Member of the Board of Management of AUDI AG

Procurement and IT

Dr. Bernd Martens in discussions

In discussions with suppliers, Dr. Bernd Martens pays attention not only to quality and cost, but also to their sustainability standards.

“At Audi, sustainability and profitability do not contradict each other: To ensure that we are financially successful, my procurement team and I consistently optimize material costs. But not at any price: We at Audi also take responsibility for the environment and society. That is why we set up a sustainability rating for suppliers in 2017, including an onsite check. The first phase focused in particular on suppliers for the Audi e-tron. Because in making the transition to electrification, it is becoming increasingly more important for us to ensure a sustainable supply chain. Beginning in fall 2019, the rating will be a key factor in the awarding of contracts to suppliers. The selection criterion of sustainability will thus be just as important as costs, quality, technological competence and innovativeness. We place a particular focus on our own carbon footprint. We are optimizing it not just in our own plants. We also want to reduce CO₂ emissions generated in the production of the parts we purchase. For this we have launched a program with our suppliers and are working together with them on the sustainable mobility of the future.”

Hans-Joachim Rothenpieler

Member of the Board of Management of AUDI AG

Technical Development

Hans-Joachim Rothenpieler and Head of Design Marc Lichte in discussion

The mobility experience goes beyond the car itself: Hans-Joachim Rothenpieler (right) and Head of Design Marc Lichte in discussion about the future concept Audi Aicon.

“Audi stands for ‘Vorsprung durch Technik.’ We are redefining this by further developing the car as a central element in a connected ecosystem and thinking in terms of mobility experiences from the customer’s perspective. We will be realigning Technical Development for this purpose. Based on my many years of experience in the Volkswagen Group, the following is important to me: Consistent process discipline and operational excellence are just as valuable as the innovative power that has always characterized Audi. By the end of 2023, we will invest 14 billion euros in electric mobility, digital services and autonomous driving. At the same time, Technical Development is pursuing one clear technological goal for the next few years. We will produce new freedom in mobility for our customers, and the interior will enable unique worlds of experience. An important aspect in this context is autonomous driving. I want to and will work with my team not just to keep up with this turbulent phase of technological change, but to set the pace once again. Because ‘Vorsprung durch Technik’ has to be demonstrated all over again every day. This is our, this is my aspiration.”

Peter Kössler

Member of the Board of Management of AUDI AG

Production and Logistics

Peter Kössler in discussion

Everything at a glance thanks to a digital device: Peter Kössler and an employee in the production area at the Audi plant in Ingolstadt.

“Making the Audi sites fit for the future – that is our joint task in the Production team. To do so, we have set ourselves ambitious goals: For example, we want to increase productivity in our plants by an average of 30 percent by 2025. One contribution to this is made by innovative technologies, which already help us structure our manufacturing processes to be more efficient, connect interfaces optimally with each other and thus make factories more intelligent. One example is the electronic quality check. This digitally maps the production line and ensures a high level of quality in our vehicles. This process optimization supports our team and sustainably increases efficiency. Thanks to mobile end devices, employees gain more time for each car. And the environment also benefits: We now use around ten million fewer pieces of paper a year, or almost 83,000 kilograms less. This shows just how important the mindful use of valuable resources is for us at Audi. Our site in Mexico, for example, manufactures the Audi Q5 entirely without waste water. And we are continuing to work intensively to reduce the carbon footprint of our manufacturing sites. Audi Brussels is a pioneer here: The plant has been manufacturing the first fully electric Audi since 2018 using completely carbon-neutral processes. In the long term, we want production at every site to be completely carbon-neutral. Every one of these milestones makes me proud and allows me to look to the future with optimism. We have chosen the correct path for preparing Audi Production as well as possible for the challenges of the future.”

Hildegard Wortmann

Members of the Board

Hildegard Wortmann

Hildegard Wortmann has been the Member of the Board of Management of AUDI AG responsible for Marketing and Sales since July 1, 2019.

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Let’s talk business

The numbers have to be right. But it takes backgrounds to make the transformation of Audi tangible. Strategic. Substantiated. Compact. Here we are Talking Business.

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