SUSTAINABILITY PROGRAMME

Partly achieved by establishment of a Group-wide anti-corruption system

Partly achieved through extended cooperation with our partners IOGEN and CHOREN

Partly achieved through introduction of Santana 3000 with CNG drive

ongoing 2008 2009 2008 2008 2008 ongoing ongoing ongoing 2007 2010 ongoing ongoing ongoing ongoing ongoing ongoing before 2010 2008 ongoing Introduce a CSR management system and an

anti-corruption system

Promote a “certified” environmental management system for component suppliers

Integrate sustainability aspects into quality assurance supplier audits across the Group

Set up a supplier training concept on the subject of sustainability

The Volkswagen Group attains a leading position in national and international sustainability indices and rankings

Deploy a “technical capabilities” roadshow at three locations in the USA

Further optimisation of the CCS powertrain to run on sulphur-free, aromatics-free raw petrol

Provide active support for second generation biofuels

Take EcoFuel vehicles forward in the direction of TSI engines running on natural gas

Offer liquefied gas (LPG) vehicles in China, in particular for taxi use

Realise the HT fuel cell in a vehicle

Transfer the fuel-saving powerful twin-charger technology (TSI) presented in the Golf to other classes of vehicle

Systematic preparation of engines for a continuous increase in the admixture of renewable feedstocks to petrol and diesel fuels Fuel-saving enhancement of the successfully introduced direct-shift gearbox to make this a building block in our CO2reduction strategy

Make more use of fuel-saving model versions

Each model to present better environmental properties than its predecessor

Extend the range of model versions that use alternative fuels Cut fuel consumption and CO2emissions in China by 20%

Establish an information and communication platform as a tool for a Group-wide knowledge network

Inclusion of current topics, such as climate change, sustainability or biodiversity on the agenda of the Regional Conferences

The Volkswagen Group has set itself Group-wide goals to improve its sustainable development. The brands and com- panies use these goals as the basis for their own operational goals. In the Sustainability Programme set out here, both existing and newly defined goals are summarised.

The Programme can also be found on our Group portal

www.volkswagen-sustainability.com. The goals of the Volks- wagen brand are presented on our brand portal www.mobility- and-sustainability.com. The Sustainability Programme below documents goals that are of strategic significance to the whole Group, together with the accompanying management actions.

Improve internal organisational structures

Enhance responsible supply chain management

Boost sustainable shareholder value

Improve internal and external sustainability communications

Reduce CO2emissions and

energy consumption

Optimise environmental management

Environmental compatibility Responsible management

Goal Action Status Deadline

Goal Action Status Deadline

Optimise environmental management

Cut airborne pollutants

Safeguard jobs

Improve human resources development

Establish employee data recording

Expand employee surveys

Intensify university marketing

Improve employee health

Enhance occupational health and safety

Improving road safety

Increasing profits

Increasing returns

Ensuring liquidity

Introduce transparent Group structures

Partly achieved through the ongoing implementation of the Volkswagen Way

Achieved in Germany, being imple- mented at plants outside Germany Partly achieved, implemented at Audi, further plants to follow probably in Q4 2007

Partly achieved (at AUDI AG for example); probable introduction from autumn 2007 at Volkswagen plants in Germany and from 2008 at Volks- wagen plants outside Germany Partly achieved, as both initial advisory visits and reviews have taken place in South Africa, Mexico and Brazil Partly achieved: in 2005 Group Research set up a road accident research unit in Jiading District Shanghai together with Tongji University Shanghai Integration of Life Cycle Assessments into the analysis of various

research and development concepts

Use the findings of comparative Life Cycle Assessments in the ongoing development of corporate strategy

The target date for certifying the environmental management systems at all existing production plants has been put back to the end of 2007 Meet legal requirements for a reduction in NO_xin advance by means of an NOxstorage catalytic converter and SCR

Implement and enhance the collective wage agreement, for example by designing a factory agreement on innovative working practices

Develop and deploy a Group-wide harmonised HR development strategy focused on:

• the talent pipeline • talent selection and promotion

• development tracks for wage-earners • development tracks into and within management for specialists and executives

Reinforce the overall understanding of core processes and the value chain through systematic job rotation

Entry programmes for university graduates, Start Up entry programme

Establish the Group-wide recording system ZEUS for employment data to optimise Human Resources supervision at Group level

Implement the employee mood barometer across the Group

Direct approach to universities, university fairs, recruiting events at universities

The general health check-up 2007 will be introduced at the Volkswagen plants in Germany (probably beginning in the autumn). At some Group companies (e.g. AUDI AG) this is already practised

Carry out an integrated project with ILO, GTZ and local authorities to improve occupational health and safety on suppliers' premises in emerging nations

Develop an accident research function in China with the aim of optimising interaction between product, driver and the environment

In 2007, increase revenues and improve operating profit compared to previous year’s operating profit before special items. Minimum targeted profit before tax for 2007 is € 5.1 billion

Aim to pursue a return on investment (ROI) after tax of 9% for the Automotive Division

Aim to pursue a return on equity (ROE) before tax of 20% for the Financial Services Division

Generate a positive free cash flow in the Automotive Division

Breaking up the brand groups restores full autonomy and responsibility for all their own business to the individual brands

Economic agility Social responsibility Environmental compatibility ongoing ongoing 2007 before 2010 ongoing 2008 ongoing ongoing 2008 ongoing ongoing ongoing 2008 ongoing 2007 ongoing ongoing ongoing achieved