Without it, our earnings in 2018 would have been 1.1 billion euros worse. To achieve it, we are addressing the entire value chain.Now it is about implementation.
The R8’s future, however, remains undecided.
But – to stay in the picture of the surfer – we immediately started training again.In 2019, we want to bring our well-filled product pipeline with a further 20 models to customers better. Audi Q3. The second training component is our Transformation Plan. That is why we are creating a customer advisory committee. We only invest in projects that promise an appropriate return.
In addition, we now decide at an earlier stage which ideas from our innovation exchanges we want to implement – and which not. May 12, 2020 Changing priorities, partly driven by the slowing market and partly by VW 's diesel emissions scandal, Volkswagen Group made the call to discontinue the Audi TT sports coupe … We want to become stronger for our employees, more innovative for our customers, more transparent and environmentally aware for society. It also includes the Group-wide Together 4 Integrity program, which combines all our initiatives for corporate culture, compliance and integrity. This is also where we will place the entire digital service business. That there was significant growth for us in the C and D segments. And in this way to generate added value. They want to seamlessly continue their digital communication inside the car. This will not be comfortable – but we put the profit zone clearly before the comfort zone. The Sportback concept is a unique selling point of Audi – unmistakably Audi – just like our Q models, which will become even more important in the future. We are setting ourselves new, higher targets – we want to make Audi more profitable with our new strategy. I want to have a new attitude. We will use every single point of contact with the customers to turn them into Audi fans. And a more valuable company for you, our shareholders.The Audi spirit has made this brand strong. Additional features will follow. However, we took targeted measures to improve our investment discipline and achieved a net cash flow of 1.2 billion euros. Since I joined Audi, I have been talking to many employees day after day: in development, in design, on the assembly lines, at the reception desk, in sales and at the racetrack. And in order to shorten long journeys or waiting times, we are launching our digital infotainment offering also with streaming content in 2020. How will things develop in 2019?In a turbulent environment, we are stabilizing our performance. Despite our pride in our own expertise, it would be foolish not to make use of this potential. I would like to take this opportunity to say that we are very much looking forward to working with Mrs. Wortmann.We know from our customers that they particularly like two car concepts. The operating return on sales of 8 percent is still very satisfactory in the current environment and compared with the competition. We know what it takes to win, and who it takes. Bram Schot will present it to you.One point is particularly close to my heart for the year 2018: Thank you to the Audi team! The spectrum of Audi on demand will range from short-term rentals to all-year leasing. We have therefore drawn up golden rules for vehicle development, separated certification organizationally from the rest, strengthened the principle of multiple control, tightened our processes all the way through to documentation, and developed Group-wide principles of conduct all the way to punishing misconduct.We have followed the recommendations of US monitor Larry D. Thompson. The next generation of the Audi A8* might well be all-electric. Differentiation in other fields is becoming increasingly difficult. She won her first competition when she was five years old. Here is an example: Together with the works council, we have decided to cancel a night shift at the Ingolstadt plant.
Total deliveries were up by 51 percent in 2018, with many new customers.
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