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Audi strengthens leadership in China and appoints interim Managing Director of Audi Sport
Chinese market while also making changes to the management of Audi Sport GmbH. Effective November 1, 2026, Jeff Zhang will become President of Audi China. Rolf Michl, currently Managing Director of Audi Sport GmbH, will move to China as Chief Operating Officer (COO). As part of the leadership realignment, the structure of the Audi China Board of Management will also be streamlined, with Jeff Zhang and Rolf Michl jointly leading the organization. Rouven Mohr, Member of the Board of Management of AUDI AG responsible for Technical Development, will assume interim leadership of Audi Sport. Johannes Roscheck, the current President of Audi China, will return to Ingolstadt. He has played a key role in shaping Audi’s strategic development in China during a period of profound change.
Key facts
Jeff Zhang will take over as President of Audi China on November 1, 2026, succeeding Johannes Roscheck. Rolf Michl will move to China as Chief Operating Officer (COO). Jeff Zhang and Rolf Michl will jointly form
Annual Report 2019
Audi Financial Report 2019 consis tently 2019 2018 Change in % Production Automotive segment Cars 1) 1,802,073 1,871,386 Engines 1,969,731 1,955,532 Motorcycles segment Motorcycles 51,723 53,320 Deliveries to customers Automotive segment 1,853,833 2,081,418 –10.9 of which Audi brand 2) Cars 1,845,573 1,812,485 1.8 of which Lamborghini brand Cars 8,205 5,750 42.7 Motorcycles segment (Ducati brand) Motorcycles 53,183 53,004 0.3 Workforce Average for the year 90,783 91,477 –0.8 Revenue EUR million 55,680 59,248 –6.0 Operating profit before special items 3) EUR million 4,509 4,705 –4.2 Operating profit EUR million 4,509 3,529 27.8 Profit before tax EUR million 5,223 4,361 19.8 Profit after tax EUR million 3,943 3,463 13.9 Operating return on sales before special items3) Percent 8.1 7.9 Operating return on sales Percent 8.1 6.0 Return on sales before tax Percent 9.4 7.4 Return on investment (ROI) Percent 12.7 10.0 Ratio of capex 4) Percent 4.9 5.9 Research and development ratio Percent 7.9 7
Audi Annual Report 2016
biggest transformation in its history. A challenge we are facing full of confidence – while remaining open, agile and positive. From the revolutionary quattro drive to piloted driving: Change is in our DNA. We view it as an opportunity for continuous improvement. And we have now set new goals for ourselves: turning.moment With this mindset, we live the concept of “Vorsprung” for our customers each day. And look forward to the future. 0 0 3 P H O TO : U li W e b e r 0 0 4 “Vorsprung” is our promise. Sustainable, customized premium automobiles, intelligent mobility offerings and services delight our customers worldwide. That is our vision for Audi in 2025. We are realizing that vision step by step, making rapid yet cautious progress. We are in the midst of the largest transformation in our brand’s history. Changed customer behavior, additional business segments, new competitors – all these are business opportunities associated with the global megatrends of digitalization, sustainability and urbanization
Audi Annual Report 2017
The Audi Annual Report 2017 presents the company’s financial position, business activities and strategic direction.
2017 Annual Report traction Audi e-tron Full speed ahead into the future: The Audi e-tron, our first fully electric SUV, hits the streets in 2018. The car has a range of up to 500 kilometers. T E X T : A U D I A G / / P H O T O S & C O V E R : A yd in B ü yü kt a ş 0 0 2 A change of perspective opens up new ways of thinking. At Audi, we use these to achieve our goals faster and avoid standing still. On the contrary: Challenges stimulate, boldness inspires, complexity motivates. We derive strength from this thirst for action. Strength to create innovations that we put on the streets. Feel the traction! 0 0 3 P H O TO : U li W eb er What keeps you going in turbulent times? Our source of inspiration are delighted customers. We want to surprise them and put a smile on their faces. That is the fundamental compass along which we align our company stra tegy. Our Audi. Vorsprung
Act4Impact Playbook
will co-create solutions and enact positive change throughout the supply chain for a more sustainable future. Over the next pages, we will start by summarizing various statutory requirements as well as the basic expectations arising from our Code of Conduct for Business Partners and the Sustainability Rating process. Use the Act4Impact Playbook as a source of inspiration, a basis for discussion and guidance – together let’s build a robust and more sustainable supply chain. Together let us act as impact agents and make a real difference. 2 As supply chains are essential for achieving a more sustainable economy, working closely together makes all the difference. This is why we launched Act4Impact. The program unites suppliers to make an economic, ecological and social difference. By collaborating with more than 12,400 direct business partners around the globe, we want to develop solutions for our shared challenges. Our aim is to achieve positive change for a more sustainable future. The Act4Impact
Company history
automotive engineering. After graduating from the Technical Academy in Mittweida, Saxony, he initially worked in engine construction and later as operations manager in motor vehicle production at the Carl Benz company in Mannheim. On 14 November 1899, with the establishment of the company A. Horch & Cie. in Cologne, he laid the foundation for what would become a world-famous brand.
A second chance – from Horch to Audi
In 1902, Horch relocated his company to Reichenbach in Saxony. And in 1904, he registered it as a joint-stock company and moved to Zwickau. However, just five years later, he left the company due to differences of opinion and founded a new car company. Because he was not allowed to use his own name again, it was translated into Latin. The idea of using the imperative form of the Latin word for “to hear” – that is, “Audi!” which in German would be “Horch!” – is said to have come from the son of a business partner who was listening in on the quest for a new name while doing
Data Protection Notice regarding Audi connect
of AUDI AG or to the service providers involved. The data is only collected if the associated services are activated in your vehicle. The specific data that are transmitted for the respective service can be found in the description of the services marked as swarm services In addition to this service-specific data, the metadata required to provide the service is transmitted: time stamp, information about the software versions used, map or map tile versions used, key position, ignition on/off, engine on/off. Further details on the specifically processed data categories and the corresponding sources can be found in the following sections for each service section D. Online Services. Please note: If the law of the country in which you are located at the relevant time provides for additional requirements with regard to the legal bases, we will comply with these additional requirements and inform you accordingly. This applies in particular if this law provides for (express) consent to the processing
Active safety functions: Intelligent assistance in complex driving situations
systems. All three areas have the same objective: “We want to use these functions to improve safety on the road for all road users – both for our Audi customers and vehicle occupants as well as for all other road users such as cyclists and motorcyclists.”
Warning, braking and swerving – functions that assist in critical driving situations The driver maneuvers her Audi down a one-way street at just under 40 km/h. A cyclist is riding very unsteadily on the right and a little too far over in the lane. The system calculates and analyzes the situation: a collision would arise if the Audi were to remain on its course. “In the situation described, an Audi would already intervene thanks to our swerve assist function and help the driver to take evasive action by optimizing her steering((( Assistance