Group Management Report

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Goals and Key Performance Indicators of the Group’s strategy

The twelve newly defined Group initiatives describe how we intend to achieve our goals of sustainable mobility not only for today’s, but also for tomorrow’s generations. Our strategy will continue to be guided by four overarching target dimensions: excited customers, excellent employer, role model for environment, safety and integrity, and competitive profitability. We want to grow sustainably by consistently pursuing these objectives.

The target dimensions apply throughout the whole Group. The strategic KPIs that we use to measure how well we have implemented our Group strategy are dependent on the respective business model.

As the new Group strategy NEW AUTO is currently being concretized and enhanced, the content of the strategic KPIs and the correspondingly adjusted targets for 2030 in the target dimensions are still being determined. As part of this, the relevance of the KPIs will be reviewed at Group level and their focus will be continuously monitored and adjusted as necessary. We report on the originally defined nonfinancial strategic KPIs in the chapter entitled “Sustainable Value Enhancement”.

Target dimension: excited customers

This target dimension focuses on the diverse needs of our customers and on tailor-made mobility solutions. We aspire to exceed our customers’ expectations, thus generating maximum customer benefit. This requires not only the best products, the most efficient solutions and the best service, but also flawless quality and an outstanding image. We want to excite our existing customers, win over new ones and retain their loyalty in the long term – because only loyal and faithful customers will recommend us to others.

The strategic KPIs consist of the conquest rate and KPIs pertaining to loyalty, customer satisfaction and quality.

Target dimension: excellent employer

To achieve sustainable success, we need skilled and dedicated employees. We aim to boost their satisfaction and motivation by means of equal opportunities, an attractive and modern working environment, and a forward-looking approach to the organization of work. An exemplary leadership and corporate culture forms the basis for this, allowing us to retain our core workforce and attract new talents.

The strategic KPIs of this target dimension cover internal employer attractiveness determined by means of the opinion survey, external employer attractiveness, an external employer ranking and the diversity index.

Target dimension: role model for environment, safety and integrity

Every day, we at the Volkswagen Group assume and exercise responsibility in issues relating to the environment, safety and society. This commitment should be reflected both in our thoughts and actions and in all our decisions. We pay particular attention to the use of resources and the emissions of our product portfolio as well as those of our sites and plants, with the goal of continuously improving our carbon footprint and lowering pollutant emissions. Through innovations and outstanding quality, we aim for maximum product safety.

Our primary objectives in this process include complying with laws and regulations, establishing secure processes and dealing openly with mistakes so that they can be avoided or rectified in the future. In terms of integrity, Volkswagen aims to become a role model for a modern, transparent and successful enterprise.

The strategic KPIs of this target dimension consist of the decarbonization index and fleet CO2 emissions figures, compliance, a culture of dealing openly with mistakes, and integrity.

Target dimension: competitive profitability

Investors judge us by whether we are able to meet our obligations as regards interest payments and debt repayments. As equity holders, they expect appropriate dividends and a long-term increase in the value of their shares.

We make investments with a view to achieving profitable growth and strengthening our competitiveness, thus keeping the Volkswagen Group on a firm footing for the future and ensuring it remains an attractive investment option.

The goals we have set ourselves are operational excellence in all business processes and becoming the benchmark for the entire industry.

The strategic KPIs are operationalized for internal management purposes: target and actual data are derived from Volkswagen Group figures.












Operating return on sales1




8 to 9%

Research and development ratio (R&D ratio) in the Automotive Division





Ratio of capex to sales revenue in the Automotive Division





Net cash flow in the Automotive Division


€8,887 million


>€10 billion

Payout ratio





Net liquidity in the Automotive Division


€24,522 million, 11.5%


~10% of consolidated sales revenue

Return on investment (ROI) in the Automotive Division






2015 before special items.