SCAN THIS CHART -
Performance Important events
Leipzig site expanded for the Panamera
The second generation of the Panamera is now produced
entirely at the Leipzig site. For this purpose, the company
invested a total of 500 million euro into the fourth expansion
of the Leipzig plant. The production area was increased
to around 60,000 square metres, while the assembly and
infrastructure were also adapted. Among the highlights
of the plant are the body shop with its new, highly innovative
manufacturing methods, as well as the quality centre that is
exemplary for the Group. Completed after a two-year con-
struction period, this latest expansion makes Leipzig one of
the most innovative and environmentally friendly production
centres in the global automotive industry.
New drive and test centre in Weissach
With the new drive test building, Porsche's research and
development centre is laying important foundations for fac-
ing the challenges posed by future technologies. Following
around two years of construction, the building now houses
all areas of the company's drive development, thereby creat-
ing an efficient network at the Weissach site. In addition to
more than 500 office workstations, digital drive development
can call upon special high-performance workstations to work
on virtual solutions for the drives of tomorrow.
Digital GmbH: Porsche commences digital
innovation offensive
Since the end of May 2016, Porsche Digital GmbH in Lud-
wigsburg has been identifying and developing digital
customer experiences, products, business fields and busi-
ness processes. In doing so, Porsche intends to cement
its position as the leading provider of digital mobility solu-
tions in the premium automotive segment. Particularly in
the areas of connectivity, smart mobility and autonomous
driving, Digital GmbH considers itself an interface between
the Porsche brand and innovators from across the globe.
With this in mind, further locations in Berlin, Silicon Valley
and China are planned for the coming years.
11
Digital Lab opened in Berlin
At the end of August 2016, the Porsche Digital Lab, which
works closely with Porsche Digital GmbH, was opened in
the Berlin district of Friedrichshain. The Lab serves as a
platform for Porsche to interact with technology companies,
the world of science and the flourishing start-up scene. The
ever-increasing networking of vehicles and altered mobility
concepts are direct consequences of the digital transforma-
tion of the automotive industry. In the Digital Lab, teams from
Porsche AG and MHP Management- und IT-Beratung GmbH
identify and test innovative information technologies for
internal processes, customer interaction as well as products
and services - all of which will allow the Porsche brand
to use the digital transformation in the automotive industry
to its own advantage. Porsche also took a stake in the
venture capital fund e.ventures and the parking service
provider Evopark.
for the Environment, Nature Conservation and Nuclear Safety)
will advise the company on future questions and challenges
relating to relevant ecological and social trends.
Joint venture for high-performance charging network
At the end of November 2016, Porsche invested in a joint
venture for an ultra-fast, high-performance charging network
for electric vehicles. With this effort, the Volkswagen Group
with Audi and Porsche, Daimler AG, the BMW Group and Ford
Motor Company intend to achieve significant gains in the
long-distance travel capability of vehicles with electric motors.
This year, the automotive manufacturers will begin with
the creation of 400 new charging stations on motorways and
other highly frequented roads along Europe's main travel
routes. As a result, customers whose vehicles are equipped
with the Combined Charging System (CCS) standard will gain
public access to several thousand charging stations by
2020. The new charging network takes the existing technical
standards of AC and DC charging to the next level of perfor-
mance. The planned infrastructure will then enable rapid DC
charging with a capacity of up to 350 kW.
Establishment of the Porsche sustainability
advisory committee
In November 2016, five renowned experts from the world of
science and society met with the Executive Board of Porsche
AG for the inaugural session of the Porsche sustainability
advisory committee. Prof. Dr Maximilian Gege (co-founder of
B.A.U.M., the largest corporate network for sustainable
economies in Europe), Dr Sonja Peterson (Scientific Director
of the Kiel Institute for the World Economy since 2012),
Prof. Dr Lucia A. Reisch (member of the German Council for
Sustainable Development since 2010 and Director of the
Research Centre for Consumers, the Market and Politics at
the Zeppelin University of Friedrichshafen since 2012),
Prof. Dr Ortwin Renn (Scientific Director of the Institute for
Advanced Sustainability Studies e.V. (IASS) in Potsdam)
and Prof. Dr Dr Klaus Töpfer (former German Federal Minister
New Experience Centre in Los Angeles
In mid-November 2016, Porsche opened the world's fifth
Porsche Experience Centre in Los Angeles, in the US state
of California. The company invested 60 million dollars into
the 20-hectare site, on which customers and Porsche fans can
test the power, dynamic performance and safety of the
vehicles and gain first-hand experience of the Porsche brand.
The new Experience Centre also features an ever-changing
race car exhibition and a 6.5-kilometre test and development
track with eight training modules. The site also serves as
the headquarters of Porsche Motorsport North America.
Employees participate in company success
For the successful year 2015, employees at Porsche AG
have received a voluntary bonus of up to EUR 8,911 gross.
There are two components to the bonus: EUR 8,211 was
the defined amount for the positive company result and for
the exceptional performance of staff during the 2015 busi-
ness year. EUR 700 was paid as a special contribution
to the Porsche VarioRente pension scheme or to individual
pension schemes. The bonus for 2015 was paid to around
15,600 employees at Porsche AG, adjusted to their indi-
vidual working hours and length of service at the company.
20 years of environmental certification
Saving energy, avoiding waste, printing paper on both sides
- every Porsche employee can help to save resources and
make a contribution to the ecological sustainability of the
company. In 2016, the level to which Porsche meets its envi-
ronmental duties in operation and production was assessed
by independent TÜV inspectors for the 20th time. As early
as 1996, Porsche was one the first companies in Baden-
Württemberg to introduce an environmental management
system in line with the Eco-Management and Audit Scheme
(EMAS) and was awarded its certification for clearly defined
processes, responsibilities and appropriate implementation.
Responsibility for the Stuttgart region
In close cooperation with the local authorities of the city of
Stuttgart, Porsche is making its own contribution to forward-
thinking mobility in the region. In September 2016, the
sportscar manufacturer presented its own employee trans-
port concept as a means of air pollution control: In the
case of a fine dust alarm, for example, Porsche employees
can use their company pass for free travel in the greater
Stuttgart region via the Verkehrs- und Tarifverbund Stuttgart
GmbH (VVS). The same also applies for commuting between
the main plant in Zuffenhausen and the external location of
Weilimdorf. On September 1, 2016, Porsche introduced a
permanent ten per cent subsidy for the WS company ticket.
For 2017, the company is also planning a car-sharing and
parking app.
Porsche initiates integration year for refugees
At the beginning of March 2016, Porsche AG introduced a
comprehensive programme for the integration of refugees.
Ten men and five women aged 16 to 38 and originating
from Eritrea, Syria, Pakistan, Afghanistan, Iran and Iraq were
given the opportunity to qualify for training or direct employ-
ment via a Porsche-developed, six-month integration pro-
gramme. The programme focused on the German language,
basic manual skills and cultural competencies.
Bonded loan placed
With a total volume of 1.1 billion euro, Porsche placed its
largest ever bonded loan in March 2016. This was done to
refinance a bond that expired in February 2016 as well as
various planned investment projects. Around 150 institutional
investors, including banks, pension funds and insurance
companies, participated in the loan. Demand from foreign in-
vestors was particularly high, contributing around 45 per cent
of the total volume. The originally intended volume of the
bond was exceeded by a significant margin.
Victory at Le Mans and WEC champion again
The 2016 motorsport season could not have gone better
for Porsche. Porsche dominated at the FIA World Endurance
Championship with the 919 Hybrid. Luck was also with
the drivers Romain Dumas, Neel Jani and Marc Lieb, who
achieved Porsche's 18th victory in the 24 Hours of Le Mans
in France - the toughest and most challenging endurance
race in the world and secured their place in the overall
drivers' standings at the end of the WEC. Porsche had
already won the coveted manufacturer's title early on in the
competition. Most notably, the trio of drivers Timo Bernhard,
Brendon Hartley and Mark Webber played their part in this
success with first-place finishes.
Engine plant in Zuffenhausen put into operation
Porsche has invested around 80 million euro into a modern
production facility for eight-cylinder engines at its Zuffenhausen
headquarters. The innovative engine plant, construction
of which began in 2014, was put into operation in July. On a
surface area of 10,000 square metres, Porsche employees
produce up to 200 eight-cylinder V-engines every day - ini-
tially for the new Panamera Turbo. Production takes place at
the highest quality levels and using the most sophisticated
modern technology. Porsche is also setting new sustainabili-
ty benchmarks with the construction and operation of the
engine plant.
In 2017, a further developed LMPI race car is being de-
ployed, as a completely redesigned race car is being used
in the GTE class: the 911 RSR. The vehicle celebrated its
racing première in January 2017 at the 24 Hours of Daytona.
A total of 21 races are planned for 2017, with Porsche race
cars appearing in the WEC and IMSA series.
World première of the new Panamera
Porsche unveiled the new Panamera to the public in June at
a spectacular event in Berlin featuring lights, music and
choreography. More than ever before, the completely
redeveloped second generation of the Gran Turismo
combines two opposing characteristics: It offers the
performance of a sportscar and the comfort of a luxury
saloon. The design language of the new Panamera draws
parallels with the Porsche 911. The powerful biturbo engines
of the Gran Turismo are more economical than ever thanks
to the new eight-speed double-clutch transmission (PDK II).
of Strategy 2025.
7
Important events
Outlook
Business performance
PORSCHE
STUTTGART
FL
FOLLS
PORSCHE
IMPORTANT EVENTS
Course set for first electric Porsche vehicle
At the end of the 2015 business year, the Supervisory Board
of Porsche AG green-lighted the construction of the first
purely electrically powered Porsche. As a result, the future
vehicle generation has been at the centre of activities at
the Zuffenhausen headquarters since 2016. Porsche is cre-
ating an additional 1,200 workplaces and is investing more
than one billion euro into this effort. In the coming years,
a new paint shop is to be created along with a separate as-
sembly plant for the electric vehicle. The new engine plant
opened in July is to be expanded for the manufacture of the
electric drives, while the existing body shop will also be
developed. Materials handling technology will connect the
new paint shop with the final assembly.
Albrecht Reimold appointed to Executive Board
On February 1, 2016 Albrecht Reimold became the new
Member of the Executive Board with responsibility for
Production and Logistics. He succeeded Oliver Blume, who
was appointed Chairman of the Executive Board in 2015.
Reimold is a trained toolmaker and production technician,
who has switched to Zuffenhausen from Bratislava. As Chair-
man of the Executive Board and Board Member with re-
sponsibility for Technology at Volkswagen Slovakia, he spent
four years overseeing the Volkswagen plant at this loca-
tion, which is also where the body of the Porsche Cayenne
is manufactured. In the coming years, Reimold will mainly be
tasked with integrating the production for an electric vehi-
cle at the Zuffenhausen headquarters and safeguarding the
journey of the long-standing site into the automotive future.
10
10
Dialogue and transparency
Due to the various construction measures required for the
new electric vehicle, Porsche is seeking open dialogue
with residents as well as an active exchange with local and
regional politicians. The aim is to allay the concerns and
reservations of all parties involved and to create absolute
transparency. January saw the publication of the first issue of
the residents' journal "targa", containing information on the
current state of planning along with the background behind
the project and development of the main plant. In March
and April, Porsche held an event to inform its neighbours of
the project progress in a face-to-face setting. In addition, the
company is making information about the project available
on a website.
DMG
Michael Steiner appointed new Member of the
Executive Board for Research and Development
In May 2016, the Supervisory Board appointed Michael
Steiner as the successor to Wolfgang Hatz in the role of
Member of the Executive Board with responsibility for
Research and Development. Steiner, who studied mechanical
engineering at the Technical University of Munich, previously
spent 14 years in leading roles at Porsche's research and
development centre. Most recently, he had overseen Com-
plete Vehicle Engineering/Quality Management since 2011.
In his future role, Steiner will primarily be tackling such
issues as electrification, digitalisation and connectivity. The
aim is to combine new technologies with the traditional
Porsche philosophy.
PORSCHE
Strategie 2025
Strategy 2025
With its new corporate strategy, Porsche is setting itself
ambitious targets to be achieved by 2025. The future of
the sportscar - this is the theme of Strategy 2025. At the
heart of the strategy is the future product portfolio. The
sportscar of the future will blend the history and values of
the Porsche brand with innovative technologies, while at
the same time ensuring sustainability. In this regard, topics
such as electromobility, digitalisation and connectivity will
With its new cor-
porate strategy,
Porsche is setting
itself ambitious
targets to be
achieved by 2025.
The future of
the sportscar -
this is the theme
play an important role. These areas will define the exclusive
and sporty mobility of tomorrow. Yet the company will also
continue to focus on its main goal of value-creating growth.
Only by achieving such growth can Porsche make sustain-
able investments in innovative technologies, new products
and the company workforce.
Performance - Letter from the Executive Board of Porsche AG
12
13
by one fifth to 2.0 million - the fourth regressive year in
succession.
In the Asia-Pacific region, the market volume for passenger
cars rose by 11.9 per cent to 35.3 million units. The Chinese
market was once again the clear driver of growth. The tax
reduction introduced in October 2015 affecting the acquisi-
tion of vehicles with a displacement of up to 1.6 litres
contributed to the new Chinese sales record of 22.9 million
vehicles (plus 17.9 per cent). This predominantly benefitted
low-cost, entry-level models.
Record year with new product highlights
In 2016, Porsche enjoyed another record year. This success
is down to its appealing product range and outstanding
customer focus. In every segment where the brand is rep-
resented, Porsche offers the sportiest vehicles - and this
range was expanded in the past year to include further
product highlights.
The newly established 718 model range is a reminder of
historic racing victories, with the new 4-cylinder turbo boxer
engine making it a sportscar suitable for everyday driving.
At 23,620 deliveries, including the predecessor range, the
718 Boxster and 718 Cayman models achieved a very
positive market response, with substantially higher figures
than in the previous year. Together with the iconic Porsche
911 sportscar for which the 2016 figure of 32,409 deliver-
ies (incl. 44 units of the 918 Spyder) also exceeded that
of the previous year - a tangible increase in demand for two-
door sportscars was observed. The special 911 R model.
in particular received a great deal of attention. It represents
the purest form of two-door, road-going sportscar that
Porsche offers. In spring 2016, the limited-edition series not
only met with a fantastic media response, but also extremely
high levels of customer interest.
+6%
In total, the 2016 figure of 237,778 units means that more
new vehicles were sold to customers than ever before in the
history of Porsche.
In November, the market launch of the new Panamera -
under the motto "courage changes everything" - was a
sensation. The second generation of this vehicle type
elegantly combines the seemingly contradictory concepts
of performance and comfort. In the year of the model
change, a total of 15,240 Panamera models were handed
over to customers.
The high level of demand for the SUV models Macan and
Cayenne - once again the best-selling model ranges in
the 2016 financial year - demonstrates Porsche's strong
position in these segments. The Cayenne saw
Economic growth
Percentage change in GDP
China 7.7%
Global economy 2.6%
USA 2.2%
Germany 0.2%
Western Europe 0%
16
Performance - Important events
2013
2014
2015
2016
6.7%
2.3%
1.8%
1.7%
1.6%
17
In the North American markets for passenger cars and
light commercial vehicles (up to 6.35 tonnes), the reporting
year's sales figures of 21.1 million vehicles were 1.8 per
cent above the previous year's record. In the USA, demand
slowed over the course of the year. Nevertheless, with a
figure of 17.6 million units, it surpassed the previous year's
peak level by 0.5 per cent. In Canada (plus 2.6 per cent)
and Mexico (plus 18.6 per cent), sales figures continued
to increase. In Brazil however, the slump in the market
continued: The number of newly registered vehicles dropped
Performance Important events
In 2016, the global automobile market grew by 5.4 per cent
to 81.1 million vehicles. Demand increased in North America,
Western Europe and the Asia-Pacific region, while South
America and Eastern Europe did not attain the level of the
previous year. In Germany, 3.4 million vehicles were regis-
tered as passenger cars in 2016, which shows a rise of
4.5 per cent compared with the previous year. The factors
behind this were the higher level of real earnings, the strong
position of the labour market and favourable financing op-
tions. The French market underwent similar growth, increas-
ing by 5.2 per cent. In the United Kingdom, volume slightly
exceeded the previous year's record level by 2.3 per cent.
By targeting built-up demand, Italy (plus 15.4 per cent)
and Spain (plus 10.9 per cent) even reported double-digit
growth rates.
In the 2016 financial year, global economic growth slowed
slightly to 2.3 per cent (previous year: 2.6 per cent). Growth
diminished particularly in industrial nations. The economic
recovery continued in Western Europe, but growth in gross
domestic product (GDP) was below the previous year
(2.0 per cent) at 1.7 per cent. The United Kingdom's refer-
endum in June 2016 had a subduing effect as a slight
majority opted for the nation's withdrawal from the European
Union (EU). Uncertainty in the financial markets and unclear
economic prospects for both the UK and Europe were
the immediate consequences. In Germany, however, positive
consumer attitudes and the strong labour market prevailed.
GDP in the reporting year grew by 1.8 per cent, which was
slightly stronger than in the previous year (1.5 per cent).
Tailor-made financial services
As partners of the retail organisation, Porsche Financial
Services (PFS) companies offer innovative, tailor-made finan-
cial services in 16 countries. The PFS Group is represented
by a workforce of 262 employees in the key automotive
markets for the Porsche Group. In collaboration with Porsche
AG, PFS regularly examines opportunities to expand its offer-
ing into additional growth markets.
Alongside the core products of leasing and finance, the
comprehensive product range includes insurance products,
the Porsche Card and dealer financing. Exclusive financial
services are offered under the brand names Bentley Financial
Services and Lamborghini Financial Services for the Group
brands Bentley and Lamborghini in countries and regions such
as Germany, Italy, Switzerland, France, Russia, Singapore,
the Middle East, USA and Canada. Bentley Financial Services
is the most recent partnership, launching in Australia in au-
tumn 2016 with a brand-specific offering. Individual solutions
are also being developed for Bugatti customers.
In terms of core business, PFS was able to develop its busi-
ness volume at the same pace as the Porsche new vehicle
business, while the market position in North America, Europe
and Asia was greatly expanded. A total of around 70,000 new
contracts were concluded worldwide. The financial services
division currently manages over 140,000 leasing and finance
contracts, with a volume of more than 5.9 billion euro fi-
nanced in the Financial Services companies. In addition, over
110,000 customers worldwide value the convenience and
exclusive services offered by the Porsche Card and the insur-
ance offers provided by PFS. Due to the increasingly stringent
legal requirements faced by the financial services business,
the PFS companies have developed their processes and meth-
ods in each market accordingly, including in areas such as
risk management.
OUTLOOK
Further growth possible
Our plans are based on the assumption that growth in the
global economy in 2017 will exceed the level of the previous
year. The positive outlook of a continued economic recovery
in most industrial nations gives us cause for optimism.
However, a tendency towards protectionism, possible turbu-
lence on the financial markets and structural deficits in
certain countries all present risks. The outlook is also cloud-
ed by geopolitical tensions and conflicts.
In Western Europe, our forecasts indicate that the eco-
nomic recovery will slow slightly in 2017 in comparison to
the reporting year. The impact of the Brexit negotiations
between the European Union (EU) and the United Kingdom is
a source of uncertainty. However, we expect to see similarly
strong growth in gross domestic product (GDP) in Germany
in 2017 as in the reporting year. It is anticipated that the
labour market will remain stable and continue to support
private consumption. In North America, we expect that the
economy will expand more strongly in 2017 than in the
previous year. According to our forecasts for South America,
Brazil will overcome its recession and record slight growth.
We believe that the Chinese economy will continue to grow,
but at a slower rate than in the previous year.
Mixed picture in the automobile markets
In 2017, we expect the global passenger car markets to
develop at different rates in the individual regions. Overall
demand for new vehicles is likely to increase at a slower rate
than in 2016. In Western Europe, we anticipate that the
market volume will be slightly below the very high level
recorded in the reporting year. This includes our domestic
market in Germany, where we expect the volume in 2017
to be slightly below that of the previous year, following
positive developments in recent years. This is also true of
the passenger car market - including light commercial
vehicles (up to 6.35 tonnes) - in North America as a whole
and the USA in particular, where we do not believe that the
high levels of the previous year will be achieved. Vehicles in
the SUV, pick-up and van segments are likely to remain the
most in-demand models. Demand for passenger cars is
predicted to rise in South America's largest market of Brazil,
which had recorded very heavy losses in previous years.
Our forecasts show that the passenger car markets in the
Asia-Pacific region will continue to grow in 2017, albeit at a
slower rate. In China, demand will grow due to the ever-
increasing need for individual mobility. The rate of growth is
expected to slow in comparison to the previous year as the
tax reduction for vehicles with a displacement of up to
1.6 litres was halved at the end of 2016.
In the 2017 financial year, Porsche AG expects to record
moderate growth in deliveries and revenue compared with
the 2016 reporting year. The attractive product range
offered by Porsche will provide the basis to achieve this aim.
We will gain impetus from the new Panamera, particularly
with its plug-in hybrid versions and the Sport Turismo.
Despite a high level of investment in vehicle projects and in
the expansion and renewal of company sites, continuing
productivity and process improvements coupled with strict.
cost management should ensure that the high earnings
target at Porsche AG will continue to be met.
14
Performance Important events
15
BUSINESS PERFORMANCE
Moderate growth in the global economy
The US economy lost momentum in 2016. At 1.6 per cent,
growth was below the previous year's level of 2.6 per cent,
and the economy was also supported by private consumer
expenditure. The US dollar remained strong, putting pressure
on domestic goods exports. In South America, Brazil experi-
enced a second year of recession. Economic output dropped
by 3.6 per cent. By contrast, the Chinese growth rate was
6.7 per cent, which is virtually the same as the 6.9 per cent
from the previous year.
6
Development forecast
Never has the legend of Porsche been more alive.
Our way-management approaches in our spheres of activity
Employees, Sport and Society
Employees
Sport and society
27
256 5233 312
36
43
44
52
Research and development
57
Sales, Production, Procurement
65
Sales
Production
N82
66
68
72
56000
75
76
78
80
Procurement
Financial Analysis
Net Assets
Financial Position
Stakeholder dialogue
Results of Operations
Sustainability strategy and sustainability management
Strategy and organisation
16
The Executive Board of Porsche AG
how to use the augmented
reality options
Augmented reality makes the
fascination of Porsche an
even more intense experience.
Simply download the Porsche
Newsroom App from the App
Store or Google Play, select the
augmented reality function in
the menu and look out for the
labels SCAN THIS CHART
and SCAN THIS PAGE. View
the labelled tables, diagrams
and pages on the screen of
your smartphone or tablet -
and bring the content to life.
SCAN
THIS CHART
Performance.
Annual and
Sustainability Report
of Porsche AG
2016
PORSCHE
Performance.
Sustainability in practice is an overall strategic
objective for Porsche. Economic success,
environmental awareness and social responsibil-
ity are not opposing concepts for the company.
On the contrary, they are combined to form an
overall idea that defines the company's attitude.
Economic success is one of Porsche's distinc-
tive features, as is social compatibility. As a
manufacturer of exclusive, powerful sportscars,
Porsche is committed to achieving greater
acceptance of its company and products around
the world through socially and environmentally
responsible conduct. Responsible actions that
benefit not only the company, but also the envi-
ronment and society, are not only what is
expected by customers, business partners and
investors - they are also crucial for ensuring
competitiveness.
For the first time, Porsche has published a
combined Annual and Sustainability Report. It
wishes to set an example - that the two sub-
jects belong together - not separately.
Economic strength, innovative vehicles, custom-
er focus, environmental protection and employee
responsibility: Porsche sets the highest stand-
ards in all areas and wishes to undergo continu-
ous, long-term improvement.
You have two volumes in front of you:
"Perspective" is intended to inspire, motivate
and encourage you, to confront, challenge and
familiarise you with the topics and theories that
an automotive company such as Porsche faces
in times of an industrial system breakdown.
What significance do origins have for the future?
What about the spirit of enterprise? How much
empathy do leaders need? Where do the ben-
efits of digitalisation begin and when the control
of people? Does "failure culture" mean allowing
failure to happen or making new ideas possible?
For inspiration, consider the information re-
garding the Porsche philosophy within the
triangle of electrification, digitalisation and net-
working, or consider our innovations in vehicle
production, or how Porsche is helping to
develop a region.
The two volumes may be different, but they
have one thing in common: communication on
different levels. That is why some of the arti-
cles offer you the opportunity to experience
"augmented reality". Information regarding this
can be found on the relevant pages - where
surprises await you.
Letter from the Executive Board of Porsche AG
6
Important events
9
Outlook
15
Business performance
Financial Data
The second volume is called "Performance"
and contains all events from the 2016 finan-
cial year. It contains trends, summaries,
explanations, key performance indicators and
documentation regarding Porsche's overall
commitment to sustainability in all facets of
the company.
Consolidated Statement of Comprehensive Income
Consolidated Statement of Financial Position
Albrecht Reimold
Production
EM
Mural fluimer
Michael
Michael Steiner
Research and Development
daz
J
Lutz Meschke
Deputy Chairman of the Executive Board
Finance and IT
MIMER
вель бини Стильни
Oliver Blume
Chairman of the Executive Board
Deller von
Detlev von Platen
Sales and Marketing
Uwe-Karsten Städter
Procurement
Алонго
Dear all,
Over the course of the last financial year, Porsche
surpassed itself once again. Our attractive product range
enabled us to exceed the high levels from the previous year.
This was the result of a strong team. Focussing on devel-
oping, manufacturing and selling exclusive, highly emotive
sportscars continues to be worthwhile. As a company,
Porsche is in perfect health.
The Porsche Strategy 2018 provided the foundation for
stability and value-creating growth. The company's new
Strategy 2025 will build on this, marking the dawn of a new
era. This strategy is paving the way for our continuing devel-
opment from a manufacturer of exclusive sportscars to a
provider of exclusive and sporty mobility solutions. Digitali-
sation, electrification and connectivity are challenges that
we face and that we regard as opportunities. The main focus
of our strategic conduct is our aim of transposing the emo-
tional connection that our customers have with Porsche to
a changed behaviour in terms of buying, ownership and use.
For almost 70 years, Porsche has been synonymous with
a unique product and driving experience. We see digitalisation
as a historic opportunity to make Porsche even more inno-
vative and efficient, thereby increasing our profitability - a
chance to secure sustainable workplaces, generate value for
customers and bring about benefits for society and the
environment. Porsche is developing into one of the leading
providers of digital mobility solutions in the premium
segment of the automotive industry.
Record employment, new top figures for deliveries and sales,
an operating result maintained at a high level and, even more
important than sales, one of the best returns that the global
automotive industry has generated - these are the ideal
conditions for our company. Our figures for 2016 epitomise
the power of our name, the enthusiasm for our products,
the expertise of our team and the value of Porsche within the
Volkswagen Group. Diminishing economic growth in crucial
sales regions, concerns over political and economic stability
as well as the ongoing discussion regarding the extent and
responsibility of the diesel controversy within the Volkswagen
Group and the general consequences of this cannot hide the
fact that trust in the Porsche brand remains steadfast all
over the world. The positive development across all relevant
markets shows the dynamic effect of our strategy.
The highlights of the last financial year, namely the introduc-
tion of the mid-engine Boxster and Cayman model lines with
the legendary 718 number, the world première and excep-
tionally successful sales launch of the second generation of
our sporty Panamera luxury saloon and the presentation
of our uncompromising 911 R driving machine symbolise our
promise to combine the traditional Porsche spirit with the
power of new technology. New variants of the 911 and
Panamera, such as the Sport Turismo, as well as the new
Cayenne signify our product philosophy of sporty, modern
mobility in 2017. We are now working on hybridising
our vehicle fleet. At the end of the decade, the first purely
battery-powered Porsche Mission E will completely redefine
the segment of pioneering sports saloons in spectacular
fashion.
Our innovations are driven by the world of motor racing.
That's how we're able to secure our competitive edge on
the roads. Our 18th overall victory in Le Mans and our
second time winning the manufacturer and driver titles in
a row at the sportscar World Endurance Championship (WEC)
demonstrate Porsche's superiority in the endurance testing
of new technologies, which are then incorporated directly
into series production.
Remaining permanently successful means that we must
understand and anticipate the needs and requirements of
our customers, align ourselves with these and have the
relevant technology available. We must continue to develop
the skills and quality of our employees. This even means
that we must keep on learning, reinventing ourselves and
cooperating with both large and small companies. Porsche
Digital GmbH and the Porsche Digital Lab are pioneering
this change in thinking. In essence, this strategy means
innovating at every level and in all sectors of the company.
Industry 4.0, networked mobility, intuitive control concepts
and the vehicle architectures of tomorrow are the key ele-
ments of a digital ecosystem in which a host of new services
and business models are developing. In the medium term,
Porsche plans to generate a double-digit percentage of sales
through digital offerings.
Consolidated Income Statement
At Porsche, our future is shaped by our past. Only by being
aware of who we were and who we are will we be able
to determine who we want to be. Tradition is our support.
Passion is our drive. Knowledge is our capital.
Letter from the Executive Board of Porsche AG
5
Andreas Haffner
Human Resources
98
Key Figures
Key economic figures
115
Consolidated Statement of Cash Flows
Consolidated Statement of Changes in Equity
Key figures for environment and energy
100
Key figures for personnel and social matters
102
105
The Supervisory Board
106
Emission and Consumption Information
108
GRI Content Index
Further Information
Porsche AG Group - Brief Overview
110
94
114
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92
86
97
85
112
Legal notice
About this report
State and
federal
ministries
German vehicle
manufacturers'
association
(VDA)
and town
councils at
Municipal
The most important internal and external stakeholders of the company,
as defined on the basis of internal analyses.
Porsche sites
(G4-24, G4-25, G4-26, G4-27)
Stakeholder survey
advisory committee.
Regular stakeholder surveys provide systematic information
on the opinions and expectations of relevant stakeholders
with regard to sustainability. In the autumn of 2015, around
2,600 external stakeholders from Germany - including
customers, business partners, representatives of authorities,
associations, unions and non-governmental organisations,
politicians, scientists and sustainability experts - were
invited to participate in an online survey.
(G4-18, G4-19, G4-20, G4-21, G4-22, G4-24, G4-25,
G4-26, G4-27)
In the future, Porsche also intends to become more involved
in relevant sustainability networks at local, national and
international level. The first step was made with company's
joining of the German Environmental Management Association,
Bundesdeutsche Arbeitskreis für umweltbewusstes Manage-
ment e.V. (B.A.U.M.), in the reporting year. By becoming a
member of this association, Porsche has committed itself to
the B.A.U.M. corporate code and the practice of sustainable
and eco-friendly business activities.
Along with the newly established sustainability advisory
committee, Porsche also interacts with external stakeholders
by a number of other means. Since 2015, the "targa" journal
has been published twice a year to inform residents at the
Porsche site in Weissach and the neighbouring Mönsheim
about current developments and special projects. Separate
publications were also started for residents around the
Zuffenhausen and Leipzig plants in 2016. In addition, our
neighbours are notified of relevant measures, such as con-
struction activity at the sites, in the form of project-specific
letters and events. This gives residents the opportunity to
discuss specific issues directly with the experts on-site. In
2016, two informational events with around 550 participants
took place. Moreover, a e-mail address was set up to im-
prove the complaints management process. To intensify the
dialogue between local politicians and the company, Porsche
continues to be involved in the "inter-municipal working
group" initiated in 2015.
anonymous complaints and reporting of legal violations relat- A central step in
ing to the company. It is also established practice at Porsche
to inform all employees and their elected representatives
about important operational changes both comprehensively
and in a timely manner. Adherence to this corporate practice
is ensured by a number of means, including a Supervisory
Board with equal representation, the works council commit-
tees, regular works meetings and the continuous mainte-
nance of the works agreement database on the Intranet. The
internal stakeholder dialogue, particularly on sustainability
topics, is to be further developed in the future. The develop-
ment and implementation of a corresponding concept is
planned as part of the 2025 corporate strategy.
Südwestmetall
External stakeholder dialogue
(G4-18, G4-19, G4-21, G4-24, G4-26, G4-27)
Our Stakeholders
Politics
Environment &
energy
Authority
State sport
associations
Works Council
the stakeholder
dialogue was made
in November in 2016
with the establish-
ment of the Porsche
sustainability
(IG Metall)
metalworkers
Industrial union of
Trade unions/Associations
society
Federal Motor
Transport
Employees &
Product
responsibility
Business &
customers
Business partners
Banks
Porsche
Centers
Customers
Porsche
Clubs
Authorities
Porsche
the expansion of
(4x annually)
(G4-19, G4-20, G4-24, G4-26, G4-27)
Specifies the content of sustainability reporting procedures
Chair: Sustainability Office
Specifies indicators and lighthouse projects
relating to sustainability
Develops strategic objectives and statements
Expert Committee on Sustainability
Commissions
reports
Defines
sustainability focus
Porsche's Executive Board
(2x annually)
Representatives from all functions and
employee representatives
Sustainability Board =
The sustainability organisation
year in the form of the "Sustainability Board". As well as deci-
ding the company's basic strategic orientation, the commit-
tee also addresses the implementation of milestone projects
and far-reaching sustainability measures. The sustainability
team of the "Politics and External Relations" department acts
as an interface for all sustainability-related topics within the
company. It is tasked with the coordination of all sustainability
activities, implementation of the sustainability strategy,
reporting and inclusion in the Group-wide sustainability activi-
ties of the Volkswagen Group. In addition, it safeguards
internal and external communication as well as the ongoing
development of the stakeholder dialogue. The "body of
experts on sustainability" is responsible for the alignment
and content of the company's sustainability activities and for
devising corresponding proposals for the Executive Board.
It features a cross-departmental structure and convenes four
times a year. The permanent members of the body of ex-
perts represent sustainability-related areas from all company
departments, within which they function as multipliers for
sustainability issues.
The Executive Board of Porsche AG serves as the highest
sustainability committee, which meets at least twice a
ties enables stringent and effective processing of sustain-
ability topics within the company.
A clear internal structure with defined roles and responsibili-
(G4-18, G4-20)
NGOS
Sustainability organisation
at Porsche
Open and direct communication is an important element of
Porsche's corporate culture and is rooted in the management
guidelines. A number of means are available to employees
for voicing their concerns and utilising transparent communi-
cation paths and information channels. In the area of Porsche
ideas management, for example, 19 employees were recog-
nised in the reporting year for their contributions to the im-
provement of business processes, and were honoured in a
special event. A newly devised ombudsman system enables
30
I
Internal stakeholder dialogue
The committee will provide inspiration and ideas for the
Executive Board of Porsche AG. In this capacity, they will
meet at least twice a year to report on current environ-
mental and social developments and to discuss possible
sustainable solutions.
-Prof. Dr Ortwin Renn, Scientific Director of the Institute
for Advanced Sustainability Studies e. V. (IASS)
-Prof. Dr Dr Klaus Töpfer, former German Federal Minister
for the Environment, Nature Conservation and Nuclear
Safety and former Executive Director of the United Nations
Environment Programme (UNEP)
- Prof. Dr Lucia A. Reisch, member of the Council for
Sustainable Development and professor at Copenhagen
Business School
- Dr Sonja Peterson, Scientific Director of the Kiel Institute
for the World Economy
- Prof. Dr Maximilian Gege, co-founder and chairman of the
German Environmental Management Association (B.A.U.M.)
A central step in the expansion of the stakeholder dialogue
was made in November in 2016 with the establishment
of the Porsche sustainability advisory committee. Five inter-
nationally renowned experts from the world of science and
society will support Porsche in its future endeavours to
promote the subject of sustainability within the company:
Establishment of the Porsche sustainability
advisory committee
Performance Sustainability strategy and sustainability management
(G4-19, G4-20, G4-21, G4-24, G4-25, G4-26, G4-27)
Porsche attributes great importance to the exchange with
relevant stakeholders and its continuous development.
The company therefore invites its stakeholders to engage
in a dialogue on accompanying Porsche on the road to
a sustainable future. Since the 2016 reporting year, this com-
mitment has been bundled under the motto "JoinTheRoute".
Porsche is convinced that solutions for sustainable mobility
can only be identified and implemented on a collaborative
basis. The following figure shows the most important internal
and external stakeholders of the company, as defined on
the basis of internal analyses.
STAKEHOLDER DIALOGUE
31
Provide data for the Sustainability Report
Notify the Expert Committee of current issues
Appoint representatives to the Expert
Committee on Sustainability
Departments and specialists
Coordinates sustainability issues
Responsible for sustainability
reporting procedures
Sustainability Office
Stakeholder management
Employees
Importance for the Company
Social
Initiatives
■Medium High
Business and Customers
Product Responsibility
Environment and Energy
■Employees and Community
Compliance
Corporate co-determination
Social commitment
Sustainability communication
Contributing toward regional
economic development
Protecting and preserving nature and biodiversity ■
treatment
and equal
opportunities Work-life balance
Responsibility in the supply chain
Equal
Environmentally
compatible logistics
Performance-
based
remuneration
during production
Energy and emissions
tion during production
34
Performance - Sustainability strategy and sustainability management
35
OUR WAY - MANAGEMENT APPROACHES IN OUR
SPHERES OF ACTIVITY
29
Performance Sustainability strategy and sustainability management
36
in general, Porsche conducts an initial risk assessment
of potential new suppliers by subjecting them to a thorough
integrity check. Using questionnaires, supplier country risk
analyses, audits and e-learning modules/training courses,
continuous supplier monitoring and development takes place
throughout the cooperation. In addition, Porsche provides
all internal managers with regular training concerning the
guidelines for sustainability in the supply chain.
Trustworthy cooperation and common values are also essen-
tial when it comes to the supply chain, particularly in times
of rising sales numbers and the resulting increase in supplied
parts. In this regard, strict compliance with the sustainability
requirements defined in the Volkswagen Group is essential to
the effective cooperation between Porsche and its suppliers.
Within the Volkswagen Group, the concept of "sustainability
in supplier relations" and the corresponding "code of conduct"
ensure that all relevant parties observe and comply with the
high environmental, social and human rights standards in
accordance with the charter of the International Chamber of
Commerce and the OECD guidelines for long-term, sustain-
able development. The relevant core labour laws of the
International Labour Organisation (ILO) serve as the founda-
tion for the sustainability requirements. Suppliers are also
expected to follow the OECD guideline regarding the duty of
care for supporting responsible supply chains for minerals
from conflict and high-risk areas. These sustainability require-
ments form part of the supply contract, violation of which
will result in reviews, representations and, in the worst case,
termination of the business relationship. To exclude the risk
of cooperation that is damaging to business or the company
The strict compliance
with the sustainability
requirements defined
in the Volkswagen
Group is essential to
the effective coopera-
tion between Porsche
and its suppliers.
Porsche also maintains intensive and open dialogue with its
own dealers and suppliers to facilitate the continuous opti-
misation of processes and products. With the implementa-
tion of its "Dealership Sustainability Initiative", Porsche
supports its global branches in the planning, construction and
operation of environmentally sustainable Porsche Centres.
As a main measure of response, an internal and external
point of contact has been established to receive information
regarding any potential legal violations relating to Porsche.
Internally, Porsche managers and employees can report
suspected criminal activity or serious irregularities to the
Compliance Help Desk in a confidential manner. Outside the
company, managers, employees, customers or business
partners of Porsche, public officials or other external parties
can use the ombudsman system to report any legal viola-
tions relating to Porsche in an anonymous fashion. In both
cases, information is followed up with due care and diligence
and any violations identified are responded to appropriately
and in compliance with the relevant employment and co-de-
termination guidelines. This also includes the implementation
of suitable countermeasures and sanctioning of individual
misconduct. The Executive Board of Porsche AG receives
regular reports regarding the status of implementation of the
compliance organisation as well as the preventive and
reactive measures within the Porsche Group.
Pollutants and waste
during production
Porsche's central Compliance Help Desk serves as a contact
point and advisory service for questions regarding compli-
ance and for receiving information from the managers and
employees of the company. To ensure and promote compli-
ant behaviour, managers and employees are regularly
trained and updated on integrity and compliance in a manner
befitting their roles in the company.
measures for prevention are defined on a continuous basis
while taking into account the relevant business model,
applicable environmental conditions and the type of the
business partner relationships. Among the main prevention
measures are the adoption and communication of clear
guidelines, the provision of confidential compliance counsel-
ling as well as the regular training and updating of managers
and employees with regard to relevant compliance topics.
Porsche's compliance programme comprises a range
of measures for prevention and response. Based on a
systematic, Group-wide risk analysis, needs for action and
Adherence to the law and legislation is ensured by a compli-
ance organisation based on the company's business model
as well as legally binding processes and measures for
prevention and response. Porsche currently incorporates ten
compliance subject areas in its compliance management
system. Porsche has established a compliance organisation
to prevent legal violations and support employees in up-
holding the law. It consists of the Chief Compliance Officer,
compliance area managers at Porsche AG as well as the
managing directors as local Compliance Officers within the
Group companies.
customer surveys per year allow Porsche to optimise its
products and processes on an ongoing basis.
> 150,000
To develop good relationships with all stakeholders, interac-
tion and dialogue are of central importance. Since 2014,
Porsche has supplemented classic communication channels
with new means of maintaining customer contact. Apps,
video chats and social media channels allow us to keep cus-
tomers informed in a quick and uncomplicated manner while
also facilitating interaction. It goes without saying that per-
sonal contact remains essential when it comes to ensuring
long-term customer loyalty. Our global customer market
research aims to establish customer requirements and to act
on these needs by incorporating them in the development of
products and services at an early stage. More than 150,000
customer surveys per year allow Porsche to optimise its
products and processes on an ongoing basis. The "forum for
product quality and customer satisfaction" also revolves
around the needs and concerns of customers. The Executive
Board of Porsche AG addresses these issues in close coop-
eration with technicians and representatives from the areas
of quality assurance, customer relations and after sales.
A company lives from its customers. Porsche therefore
attributes utmost importance to maintaining its customer
relationships and endeavours to uphold and enhance the
fascination with the sportscar. In doing so, the company
incorporates not only its customers and interested parties,
but also its employees, suppliers and service providers.
Honest cooperation generates trust, which in turn creates
economic stability and secure workplaces.
Business & customers
The compliance code summarises the most important
principles and expectations relating to lawful, ethical and
sustainable actions within the Porsche Group in a binding
guideline for all managers and employees. It addresses
such matters as handling conflicts of interest, combating
corruption in all its forms, appropriate behaviour inside the
Group and towards customers, business partners and
public officials as well as the assumption of responsibility
for the economy, environment and society. In addition, a
separate directive exists for each compliance topic, such as
handling conflicts of interest, combating corruption, avoiding
cartelisation and preventing money laundering.
Staff development
Resource consump-
Fuel consumption and
vehicle emissions
Materiality analysis
individual Group brands also took part. 15 per cent accept-
ed the invitation. 94 per cent of those surveyed saw no
contradiction in principle between corporate responsibility
and the production of premium sportscars. 91 per cent
consider the development of the company's sustainability
activities as positive. The main challenges facing the
company are the issues of "long-term economic stability",
"long-term customer relations" as well as "fuel consumption
and emissions of vehicles". Further information on the results
can be found in the 2015 Porsche Sustainability Report.
The next stakeholder survey is planned for the autumn of
2017 and will also include two international markets.
Representatives from the Volkswagen Group and the
33
Performance - Sustainability strategy and sustainability management
32
Partner universities
Cultural
Organizations
(G4-18, G4-19, G4-20, G4-21, G4-22, G4-24, G4-27)
A materiality analysis evaluates the results of the stakeholder
survey in detail and considers them in terms of the signifi-
cance of individual sustainability topics for the company.
These topics were established on a systematic basis as part
of an internal workshop with employees from sustainability-
related areas of the company. The focus was on the subjects
of "financial effects", "risks", "reputation" and "current social
debates". This analysis served as the basis for the mate-
riality matrix, which was approved by the body of experts on
sustainability. Detailed information on this matrix is provided
in the 2015 Porsche Sustainability Report. The next material-
ity analysis will take place following the stakeholder survey
scheduled for the autumn of 2017.
für Arbeit-
nehmerrecht in der
Wirtschaft e. V.)
in Business and
Association for
Employees' Rights
relationships"
in supplier
"Sustainability
Suppliers'
network
Academia/Research
Schools
Industry (Gesellschaft
Student
Initiatives
For reasons of clarity, the dimension "low" has been omitted
from the matrix shown here. Subjects were not classified as
insignificant or of minimal relevance in either the internal
analysis or the external survey. The importance that Porsche
attributes to the opinion of its stakeholders is highlighted
by the strategic application of the materiality analysis. The
subjects identified in the analysis serve as the basis for
sustainability aspects that are closely linked with other topics
of the corporate strategy. The objective that can be derived
from this is a matter of course for an ambitious company:
Porsche also strives for continuous improvement in the area
of sustainability.
"Carrera" media for employees (magazine, site newsletters, TV, Intranet)
Introductory session for new employees ("Porsche Warm-Up")
Mood barometer (employee survey)
Long-term customer relationships
Long-term economic
stability
Health and safety
(G4-18, G4-19, G4-20, G4-21, G4-27)
Materiality Matrix
Significance for Stakeholders
Plant tours and presentations on sustainability
"Christophorus" customer magazine
Communication media for internal stakeholders 2016
"targa" residents' journal
Press releases and (virtual) press conferences
Porsche Internet presence (newsroom, corporate website)
Sustainability Report 2015
Communication media for external stakeholders 2016
Annual Report 2015
Porsche information boards
Management and employee training courses
Body of experts on sustainability
Works meetings
Activities in associations/networks and meetings with authorities
Informational events for residents
29
Spain/Portugal: Investment in the growth market
In a similar way to Italy, the passenger car market in Spain
and Portugal grew substantially. Porsche deliveries increased
Excellent profitability:
China: Number one again
Asia
In Scandinavia, sales increased by one fifth to 2,635 vehicles.
The two-door 911, 718 Boxster and 718 Cayman sportscars
(incl. 981 predecessor models) sold 783 units, substantially
surpassing the figure from 2015 by 62 per cent. This ex-
cellent result is partly down to the buzz around motorsport
brought on by the Carrera Cup Scandinavia. Sweden exhib-
ited exceptionally strong growth once more. In Norway, the
proportion of hybrids in the relevant model ranges was at
74 per cent.
Northern Europe: Significantly increased sales
Russia: Stability despite recession
Despite the ongoing difficult market situation and another
substantial deterioration in the Russian passenger car
market, Porsche stabilised its position and delivered 4,961
units, roughly matching the previous year's 5,290. The
top-selling model ranges were the Cayenne (2,606 deliver-
ies) and the Macan (1,730). Regular driving experience
events held at the Porsche Driving Experience Centre at the
Moscow Raceway are reinforcing the brand presence in the
Russian market.
Central and Eastern Europe: A 12 per cent increase
In a diverse market environment featuring geopolitical risks,
Porsche improved on the previous year's result by 12 per
cent, delivering 5,550 units to customers. The best-selling
Macan and Cayenne models achieved 2,540 and 1,847
deliveries respectively. A total of 845 vehicles were delivered
to customers from the 911, 718 Boxster and 718 Cayman
model ranges (incl. 981 predecessor models). In the report-
ing year, the Porsche Driving Centre in Istanbul offered
more than 1,500 visitors the perfect environment in which
to test every Porsche model. The opening of new Porsche
Centres in Lviv (Ukraine), Herzliya (Israel), Istanbul (Turkey),
Skopje (Macedonia) and Almaty (Kazakhstan) further sup-
ports the brand presence in additional parts of the region.
With 1,392 deliveries, Austria surpassed the previous year -
which itself recorded strong sales - by two per cent. Two-
door sportscars were especially successful, selling 538 units
- an exceptional growth level of 80 per cent. The particu-
larly sporty 911 GT3 RS and Cayman GT4 and the new
718 Boxster were the main drivers behind this achievement.
Austria: Two-door models popular
In Switzerland, Porsche was once again able to improve
slightly on the previous year's record, delivering 3,970 vehi-
cles to customers. Demand for 911 Turbo and GT models
was particularly strong (43 per cent). Porsche is continuing
to focus on professionalising and optimising the dealership
network. This includes opening Porsche Centres in Upper
Lake Zurich and Locarno.
Switzerland: High proportion of Turbo and GT models
by eight per cent to 2,797 units. Backed by these success-
es, Porsche is reinforcing its presence in the Spanish market.
One example of this approach is the new build of the
Porsche-owned centre at the Madrid North site. In Barcelona
too, Porsche strengthened its market presence with the
opening of a new city showroom.
37
the Porsche Service Centre Catania into Porsche Classic
partners. This means that there are now four Porsche
Classic partners in Italy.
Italy: Automobile market continues to grow
Despite the ongoing political and economic uncertainty in
the country, the Italian automobile market is growing at a
pace. This development can be seen in the deliveries
of Porsche models, with an increase of seven per cent to
5,162 units. The 911 gained a proportion of more than
50 per cent in its market segment. Other 2016 milestones
were the expansion of the Porsche Centre Rome South and
With vehicle deliveries reaching 5,372 in Belgium, the
Netherlands and Luxembourg, Porsche surpassed the high
number of 4,996 units that was recorded in the previous
year. The 911 models are particularly popular. At 564 units,
the Dutch made up around 30 per cent of the total volume
of 1,889 vehicles. This puts them virtually neck and neck
with the strongest model range: the Macan. In Belgium,
Porsche delivered 2,896 vehicles, representing an increase
of 20 per cent. Luxembourg also observed a double-digit
increase to 587 units. With a mixed share of 37 per cent for
the Panamera and 62 per cent for the Cayenne, the plug-in
hybrid models remained highly popular.
Belgium/Netherlands/Luxembourg:
Hybrid models in demand
In autumn 2016, around a million car enthusiasts attended
the Paris Motor Show. One of the show highlights was the
presentation of the new Panamera. Porsche also made
motorsport history once again in France: In the 24 Hours of
Le Mans, the Porsche works team emerged overall victors
for the 18th time. In terms of sales, the Macan remained
ahead of the Cayenne as the biggest-selling model range in
France. In total, deliveries increased by 12 per cent to
5,592, thereby setting a new record.
With a figure of 65,246 deliveries, China - including Hong
Kong - increased sales in the 2016 financial year by 12 per
cent, making it Porsche's highest-volume sales region
worldwide for the second time in a row. The Macan was the
most attractive model range, with vehicle sales of 34,015,
putting it ahead of the Cayenne, which sold 22,204 units.
Some 1,492 units of the 911 (incl. 918 Spyder) were deliv-
ered, with the mid-engine sportscars reaching a figure of
2,416 units sold to customers. Despite the forthcoming
model change at the start of 2017, the Panamera achieved
the sales volume from the previous year (5,119 delivered
vehicles). China is the main consumer of Macan, Cayenne
and Panamera models. A further six Porsche Centres
commenced operations during the reporting year and at the
end of the year, there were a total of 97 Porsche dealers.
+12%
With a figure of 65,246 deliveries, China - including Hong Kong
- increased sales in the 2016 financial year by 12 per cent.
Japan: Continual growth
1.41
Figures relate to Porsche AG Group
in figures
financial year 2016
Porsche
Australia/New Zealand: Record year again
Porsche Cars Australia again exceeded the record achieved
in the previous year. The sportscar manufacturer delivered a
total of 4,867 vehicles (an increase of eight per cent) to
customers in Australia and New Zealand. Macan sales in-
creased by seven per cent to 2,353 units. The Cayenne saw
1,480 deliveries. The 911 model range, with 480 units sold,
also exceeded the high performance recorded during the
previous year by 11 per cent. The mid-engine 718 Boxster
and 718 Cayman sportscars (incl. 981 predecessor models)
achieved an increase of 22 per cent, with deliveries totalling
505 units - a figure that was boosted by the success of
the Cayman GT4 in particular.
Middle East, Africa and India: Numerous challenges
With 6,504 vehicles delivered in the Middle East, Africa and
India, Porsche was able to overcome some extreme uncer-
tainties in the region. Drastic fluctuations in exchange rates
in India and South Africa, unclear import regulations, political
instability and war, as well as the continued drop in the oil
price, all negatively impacted business and consumer behav-
iour to a significant extent during the reporting year. With
2,878 deliveries of the Cayenne and 1,192 of the Macan,
Porsche SUV models were responsible for 63 per cent of
sales in the region. The regional office in Dubai manages
the 24 diverse markets with 65 Porsche locations. An addi-
tional showroom in Abu Dhabi and a workshop in Beirut
expanded the regional dealership network during 2016.
strongest market in the region, with 3,356 sales recorded.
This result was helped in part by the opening of the Porsche
dealership in Taoyuan - now the largest in the Porsche
Asia-Pacific region.
France: Strong presence in Paris and Le Mans
3.88 billion euro
Performance Important events
20
20
Asia-Pacific: Previous year's standard matched
In the Asia-Pacific region, managed from Singapore, Porsche
confirmed 5,589 customer deliveries, again matching the
very high level of the previous year (5,583 units). The Macan
played an important role in this success, contributing 2,626
vehicles. Deliveries of the Cayenne increased by ten per cent
to 1,819 new vehicles. The 911 model range was in high
demand, with 590 units delivered. Taiwan remained the
It is set to open in spring 2017. In addition, Asia's second-
biggest Porsche Service Centre opened in Seoul at the
Bundang site.
In 2016, Porsche South Korea sold 3,270 vehicles to cus-
tomers (previous year: 3,612). This figure includes 766 rear-
and mid-engine sportscars. Macan sales increased by six
per cent to 806 vehicles. With a new location in Seoul, the
dealership network in South Korea continues to grow.
South Korea: Growth in the dealership network
By delivering a total of 6,745 vehicles, Porsche Japan clearly
improved on the previous year's record performance of
6,527 units. A large proportion of these sales was made up
of the Macan model range, for which sales increased by
19 per cent to 2,538 models. Rear- and mid-engine sports-
cars were also able to expand on the strong figures observed
during the previous year. Porsche supplied 1,533 vehicles
from the 718 Boxster and 718 Cayman (incl. 981 predeces-
sor models) ranges, and 1,420 units of the 911.
21
United Kingdom: Record year despite referendum
In 2016, headlines in the United Kingdom were dominated
by the referendum on the country's withdrawal from the
European Union. Despite a tense political and economic
situation, Porsche Cars Great Britain Ltd. enjoyed its best
year yet with 13,288 customer deliveries, an increase of
nine per cent. The most popular model range was the Macan
(4,618 deliveries). Two-door sportscars also experienced
strong growth of 11 per cent: The 4,836 deliveries of the
911 (incl. 918 Spyder), 718 Boxster and 718 Cayman (incl.
981 predecessor models) underline the British enthusiasm
for Porsche rear- and mid-engine sportscars. Even immedi-
ately following the decision to leave the European Union,
the number of orders received remained consistently above
the previous year's level. Porsche's great popularity among
Britons was also evident at the Porsche Experience Centre
Silverstone, which welcomed almost 19,000 visitors.
Despite a tense political and economic situation, Porsche
Cars Great Britain Ltd. enjoyed its best year yet with
13,288 customer deliveries.
+9%
In the United Sates,
Porsche delivered
54,280 vehicles
In its second year of business operations, the Porsche sub-
sidiary in Brazil significantly exceeded the result from the
previous year. In spite of difficult conditions such as reces-
sion and high import duties, deliveries rose by 38 per cent
to 1,010 units. The greatest volume sold was for the Macan
(352 units), ahead of the Cayenne (341 units). With the arrival
of the new 911 in showrooms, demand increased from the
middle of the year, resulting in 142 sportscars of this type
being delivered by the end of the year - an increase of
137 per cent compared with the previous year. The mid-en-
gine sportscars saw a total of 155 deliveries. The Brazilian
subsidiary with headquarters in São Paulo is currently in
charge of nine Porsche centres, of which three dealerships
in Florianópolis, Campinas and Recife commenced opera-
tions in 2016.
Brazil: Growth in the second year
Fluctuating currency rates and a drop in the oil price were
characteristic for the region and protectionist measures
made importing vehicles difficult. In spite of this, delivering
409 mid-engine sportscars was a great start for the 718
model line, while the previous generation was also success-
fully discontinued. The 911 impressed over the course
of the second generation rollout with an increase of 45 per
cent, reaching 496 sales. The relevant regional office in
Miami handles a total of 23 markets with 40 Porsche centres
and showrooms.
Caribbean. The previous year's level was achieved, with a
total of 3,240 new vehicles delivered to customers. Mexico
alone contributed a 46 per cent share of sales. The Macan
became the highest-volume model range, selling 1,184 vehi-
cles and overtaking the Cayenne's 1,076 deliveries.
ation in Central and South America (excluding Brazil) and the
The reporting year was characterised by a stable sales situ-
South America: Stable sales
to customers in the
reporting year.
November 2016. Work is progressing at full speed at the
Porsche Centre North Toronto - the first Porsche-owned
branch in North America, which will also be home to
the new headquarters and training centre for Porsche Cars
Canada Ltd.
Canada: The record journey continues
The Cayenne received great feedback again with 15,383 de-
liveries. Every eighth model delivered to customers was
an S E-Hybrid. The USA is the largest market for the Porsche
911. The introduction of the most recent model generation
was a great success. The engines, boasting enhanced effi-
ciency and performance, enjoyed huge popularity. A total of
8,902 vehicles (incl. 918 Spyder) were delivered. The com-
pletely overhauled 718 Boxster and 718 Cayman mid-engine
sportscars arrived at US dealers in summer and autumn
2016 respectively. The total number of deliveries for Boxster
and Cayman was 6,260. There was great anticipation for the
completely redesigned second generation of the Panamera,
to be introduced in early 2017. Nevertheless, Porsche
was still able to impress 4,403 customers with first-genera-
tion Panamera vehicles in the reporting year. In November
2016, Porsche opened a Porsche Experience Centre and
test track on a 20-hectare site in Los Angeles. It is the
second centre of its kind after Atlanta.
In the United Sates, Porsche delivered 54,280 vehicles to
customers in the reporting year. This means Porsche has
surpassed the previous year's performance for the seventh
successive year: In the 2016 financial year, growth was
five per cent. The front-runner among Porsche models was
the Macan, with 19,332 vehicles sold. Since August 2016,
the model has been delivered in the USA as a 2.0-litre
turbo variant for the first time.
USA: Porsche growing faster than the
automobile market
America
North America and Europe were able to increase their
deliveries compared with the previous year.
In total, the 2016 figure of 237,778 units means that more
new vehicles were sold to customers than ever before in
the history of Porsche. Growth of six per cent was observed
in comparison to 2015. All the major sales regions of China,
70,867 deliveries. At 95,642 vehicles, the Macan was the
top-selling Porsche model.
In 2016, Porsche Canada achieved a figure of 7,061 new
vehicle deliveries - an increase of ten per cent in compari-
son with the previous year and a new sales record. The
7,000-delivery mark was also reached for the first time. As
in the four years prior, each of the 12 months of 2016 saw
delivery figures higher than those in the corresponding
month of 2015, giving Porsche the longest-standing record
in the Canadian market. At 2,800 vehicles, the Macan over-
took the Cayenne as the top-selling model range. With
946 deliveries (incl. 918 Spyder), the 911 achieved record
sales. A successful market launch was enjoyed by the 718,
with the Boxster in August 2016 and the 718 Cayman in
billion euro
This means Porsche
has surpassed
the previous year's
performance
18
The Porsche Centre Böblingen was opened in 2016. Porsche
Deutschland took over the Porsche Centre Stuttgart Airport,
increasing the number of Porsche-owned branches to six out
of a total of 86 Porsche Centres in Germany.
Customers in Porsche's home market were keen to accept
the completely redeveloped Panamera, with order quantities
far surpassing expectations. With 1,929 vehicles sold,
Porsche delivered more Panamera vehicles in the year of
the model change than in the previous year.
In the 2016 financial year, with 29,247 delivered vehicles
(previous year: 28,953 units), Porsche enjoyed a sixth
successive record year in its home market. At 8,073 vehi-
cles, the Macan was the top-selling model. The launch
of the Macan GTS played a considerable part in this achieve-
ment. Some 6,985 customers chose the Cayenne - an in-
crease of eight per cent compared with 2015. At 8,015
deliveries, the 911 (incl. 918 Spyder) reconfirms its posi-
tion as undisputed number one in the two-door sportscar
segment in Germany. The new mid-engine 718 Boxster and
718 Cayman sportscars had a delivery figure of 4,245 (incl.
previous 981 model range) - an increase of ten per cent
on the previous year.
Germany: The success story continues
Europe
19
Performance - Important events
SCAN
THIS CHART
for the seventh
successive year.
2016
2012
225,121
237,778
141,075
161,982
189,849
of new vehicles
Deliveries
2013 2014 2015
Performance - Sustainability strategy and sustainability management
Investment in material assets
increased by 5 per cent.
The conservation of natural resources is one of the primary
objectives of our company. The environmental impact of
development and manufacturing processes must be kept to
an absolute minimum. With this in mind, environmental
compatibility and the efficient use of energy are checked on
a continuous basis along the entire value chain, and
improvements made where necessary.
3rd Environment & energy
We develop high-quality, innovative and durable products
offering typical Porsche performance. Quality, environmental
compatibility and safety are continuously optimised
throughout the lifecycle of our vehicles.
2nd Product responsibility
Satisfied customers, economic stability, value-creating
growth and socially accepted products are the objectives of
our corporate activities. We combat corruption and embrace
fair competition, respect the observance of internationally
recognised human rights and categorically reject any type of
forced or child labour.
1st Business & customers
The company's activities with regard to sustainability are
guided by four principles, which are based on the aforemen-
tioned subject areas and were approved at the highest
level by the Executive Board of Porsche AG.
(G4-21)
Sustainability principles
In day-to-day activities as well as for far-reaching company
decisions, managers and employees alike are guided by
the overarching principles of corporate governance. These
provide a framework for productive and responsible coop-
eration in accordance with the law and contain guidelines for
decision-making and management processes. The internal
compliance code, for example, facilitates the observance
of legal regulations and company-specific guidelines. As part
of the 2025 corporate strategy, sustainability will be estab-
lished as a central component of the compliance code. The
Porsche culture is covered extensively in the management
guidelines, which serve as the foundation for important inter-
nal topics such as employee development, internationality and
cultural diversity, while also governing the specific matters
of sustainability and social responsibility. In addition, numer-
ous operating agreements as well as Group and company
guidelines provide a regulatory framework.
These not only cover the classic sustainability dimensions
of economy, ecology and social matters, but also consider
the role of Porsche as a manufacturing company. The four
spheres of activity are used to structure all business ac-
tivities and projects with sustainability relevance as well as
the company's strategic considerations and objectives.
- Employees & society
Porsche has defined four topic areas for structuring and
managing the company's sustainability activities:
Spheres of activity and general guidelines
(G4-18, G4-20, G4-21)
The following designations (G4-x) refer to the Global
Reporting Initiative (GRI) standard, Version 4. The sustain-
ability information has been created in accordance with
this standard.
Sustainability is of utmost priority to Porsche. Sustainable
action is a central business objective of the Porsche Strategy
2025. As a cross-sectoral issue, sustainability is firmly an-
chored in all areas of the company. Responsibility for this
matter lies directly with the Chairman of the Executive Board.
For Porsche, the assumption of responsibility for people,
the environment and society is a central task of the company.
Porsche also wants to set new benchmarks in this area.
STRATEGY AND ORGANISATION
4th Employees & society
People are at the heart of Porsche - this applies both to our
employees as well as to our society, of which we consider our-
selves a part. We accept responsibility for these people and
want to invest in their future. In addition to the continuous
development and qualification of our employees, other impor-
tant aspects of this Porsche culture include such matters
as equal opportunities, diversity and co-determination as well
as the ongoing improvement of our employees' work-life bal-
ance along with fair and performance-based remuneration. As
part of our local and international social commitment in the
areas of "social matters", "education and science", "culture"
and "sport", we initiate our own projects and support external
partners in conducting their own important social activities.
Performance - Sustainability strategy and sustainability management
27
ROS > 15%
business practices
sustainable
Innovation and
growth
Value-generating
2025
and brand experience
Environment &
energy
a unique product
and business partner
Excellent employer
Porsche Strategy 2025
28
In the future, sustainability aspects are to be well represented
and promoted in all areas of the company - from develop-
ment to sales. Consequentially, all departmental sub-strate-
gies contain objectives and projects relevant to sustainability.
These include concrete measures for enhancing sustain-
ability in the supply chain, for improving the environmental
compatibility of products throughout their lifecycle and for
the further integration of sustainability in important company
processes, such as risk management. All corresponding
topics are structured according to the four central spheres
of activity for sustainability at Porsche, as well as the addi-
tional work packages "Integration in processes" and "Com-
munication and stakeholder dialogue". Responsibility for the
ongoing definition and measurability of content as well as
the continuous implementation of the cross-sectoral issue
lies with the sustainability team of the "Politics and External
Relations" department in cooperation with the individual
subject managers in the specialist areas.
Porsche enthrals its customers with unique products and
services. The company wants to further strengthen its ex-
cellent reputation as an outstanding employer and business
partner that assumes responsibility for society and the
environment. Profitability, efficiency and social responsibility
are not mutually exclusive for Porsche.
Shaping the future of the sportscar - that is the theme of
the Porsche Strategy 2025. In the 2016 reporting year, the
workforce and management jointly established the new
business strategy for the next decade. At the heart of the
strategy is the future product portfolio. The sportscar of
the future will blend the history and values of the Porsche
brand with innovative technologies, while at the same time
ensuring sustainability. In achieving this, topics such as
electromobility, digitalisation and connectivity will play an
important role. Porsche will assume the task of shaping the
exclusive and dynamic mobility of tomorrow. The company's
main objective is to achieve value-creating growth. Only by
achieving such growth can Porsche make sustainable
investments in innovative technologies, new products and
the company workforce.
Sustainability in the Porsche Strategy 2025
Inspiring customers with
Porsche
Employees &
society
- Environment & energy
Research and development costs
237,778
The operating profit increased by 14 per cent.
Operating profit
95,642
billion euro
2.21
222
R&D costs rose by 3 per cent.
22
Revenue
The number of employees around the
world increased by 13 per cent.
Employees
27,612
22.32 billion euro
Return on sales rose from 15.8 per cent
in the previous year to 17.4 per cent.
Operating return on sales
17.4%
Revenue increased by 4 per cent
over the previous year.
Investment in material assets (vehicle business)
Deliveries of the Macan
Deliveries of new vehicles
- Product responsibility
responsibility
- Business & customers
Product
Business &
customers
Sustainability spheres of activity
26
275/45R20
The Macan was the best-selling Porsche model
with an increase of 19 per cent.
PORSCHE
HE
Our way-management approaches in our spheres of activity
Stakeholder dialogue
Strategy and organisation
Sustainability strategy and sustainability management
23
Performance Important events
In total, 6 per cent more Porsche vehicles were
delivered than in the previous year.
0
Research and development
55
To be well prepared for the challenges facing the automo-
tive industry, Porsche identifies and retains qualified and
enthusiastic professionals. This also includes the continuous
development of the company's training programmes. The
Porsche trainee programme raises the attractiveness of
the company to college and university graduates. Over the
course of their professional life, employees also benefit from
a wide range of programmes for individual development.
Personnel training and development is a central component
of the Porsche management guidelines and an instrument
of the strategic management and planning processes. Indi-
vidual training requirements are identified during annual
employee appraisals, and relevant development opportunities
established on this basis. All training programmes are con-
tinuously evaluated and optimised by means of a standard-
ised feedback process. As a modern employer, Porsche also
offers a range of practical, accessible services to allow
employees to find the perfect work-life balance. The regula-
tory package "labour market of the future" contains corres-
ponding measures, such as life-phase-oriented organisation
of working hours, "home office" facilities and Porsche care
time. The company pension scheme and regulated semi-
retirement allow our older employees to make a smooth
transition into retirement at fair conditions.
2012 2013 2014 2015 2016
22,401
24,481
27,612
19,456
17,502
at the Porsche AG Group
Employee development
a year.
"Ferry Porsche
Prize": 234 young
people received the
coveted award, with
six also enjoying
scholarships for
Awarded for the 15th time, the "Ferry Porsche Prize" recog-
nised the top A-level students in their year from Baden-Würt-
temberg in the core subjects of mathematics, physics and
technology. 234 young people received the coveted award,
with six also enjoying scholarships for a year. The draw
for the six scholarships took place at the award ceremony.
that was held in the Porsche Development Centre.
In the year under review, Porsche continued to focus on
partnerships with key organisations to encourage young
talent. These included Formula Student Germany, an interna-
tional design competition under the patronage of the Asso-
ciation of German Engineers, the Foundation of German
Business, and Femtec, a programme established at TU Berlin
that aims to encourage women to study science and engi-
neering. Providing 42 scholarships, Porsche is also involved
in the Deutschlandstipendium initiative of the German Federal
Ministry of Education and Research and in the "Porsche
Automotive Campus" (PAC) scholarship programme at
Nürtingen-Geislingen University.
The attractiveness of Porsche as an employer is also evident
from applicant numbers. In 2016, the Porsche Group received
more than 166,000 applications, which is a new record.
In the year under review, Porsche again scored highly in
high-profile employer rankings. In the latest Universum study,
the company was placed third in the Business/Commerce
category and gained one place to rank second in the Engi-
neering category. Among students taking automotive-related
courses, Porsche is seen as the best car-maker, winning the
"Automotive Top Career Award". Porsche also received a
"Trendence Employer Branding Award" for the best careers
website and an "HR Excellence Award" for the employer film.
The Trendence study of the most attractive employers in
Germany put Porsche in fourth place for Business/Commerce
students, with prospective engineers placing Porsche third.
Attractiveness as an employer and working
with young talent
things, these simplify inclusion in the core Porsche workforce
and ensure equal pay. New rules governing the number of
agency workers and the maximum duration for which they
can be deployed have been adopted on a departmental basis
by means of the "General works council agreement laying
down conditions for using agency/temporary workers".
With the Mission E, Porsche is also continuing the agree-
ments made for the "labour market of the future". The focus
here is on further increases in flexibility and productivity as
well as a better work-life balance. The fair framework condi-
tions that are already in place at Porsche will also apply
to agency and temporary workers in the future. Among other
At Porsche, innovative technologies are not only being used
in vehicles. They are also opening up new possibilities in
different areas of the company. Extensive integration of man
and machine is just around the corner for production pro-
cesses, for example. Development of the smart factory is
under way. Priority is being given to digitalisation, the safe,
ergonomic design of workstations and doing sustainable,
resource-saving business.
The entire company is pulling together to reach its ambitious
goals in this area. Through the Zukunftsbeitrag or "future
contribution", all employees who are subject to collective
agreements, managers and executives are investing in
Porsche's fitness for the future and in the company's entry
into the alternative powertrain engineering market. For
example, from increases under the regional collective agree-
ment between 2016 and 2025, collectively organised em-
ployees will pay 0.25 per cent into the future contribution.
From salary increases over the same period, managers at
Porsche AG will play their own part by contributing 0.5 per
cent. Starting in 2026, Porsche's pay scale tables will
be adjusted to compensate for the wage increases that
were not passed on to employees.
With the Mission E, Porsche is looking towards the future
and opening doors for new, innovative technologies and an
additional vehicle model. More than 1,400 new jobs are
being created at the Zuffenhausen and Weissach sites, and
existing jobs secured. At the Zuffenhausen headquarters
alone, Porsche is investing an additional 700 million euro in
the Mission E.
Securing of sites and Mission E project for the future
Following arrangements to secure sites in 2015, the Exec-
utive Board and the general works council initiated the frame-
work agreement and future safeguarding for the Mission E
project in 2016. This comprises a ground-breaking package
of measures for securing sites in the long term and envisag-
es the production of several tens of thousands of electric
vehicles at the Zuffenhausen site.
Porsche's success hinges on our employees - their abilities,
their dedication and their passion. They identify with and
embrace the values and objectives of the company. As at
the reporting date of December 31, 2016, Porsche AG
employed 27,612 people. That's an increase just short of
13 per cent on the previous year
EMPLOYEES
Sport and society
Employees
Employees, Sport and Society
41
44
Performance - Sustainability strategy and sustainability management
Performance - Employees, Sport and Society
Training and education
The Porsche Management Programme, which was created
in close collaboration with the European Business School
(EBS), focuses on promoting general management skills,
expanding a shared understanding of leadership and building
networks within the Group. The sixth Porsche Management
Programme was completed in June 2016 with 53 partici-
pants from Porsche AG and the national and international
subsidiaries. A total of 357 managers have already taken
part in the programme.
The Porsche Advanced Management Programme was
developed in collaboration with the Paris École des hautes
études commerciales (HEC). It concentrates on leadership
skills in a global and volatile environment. 19 top manag-
ers from Porsche AG and global subsidiaries of the Porsche
Group successfully completed the programme in
September 2016.
The training on offer at management level in the Porsche
Group includes two high-quality modular programmes, devel-
oped in collaboration with leading international business
schools and tailored to current and future requirements for
Porsche management.
Programmes at management level
A pilot project in this area was still in its infancy in 2015;
following very good results, the department-specific develop-
ment programmes for talented employees in production
are now part of regular operations. The aim is to universally
develop personal and technical skills among production
employees who have between one and five years' professional
experience. The programmes are set to be extended to
other areas of the company in the future.
Development programmes in production
The skills programme to specifically prepare talented em-
ployees for management roles is based on the content and
framework conditions of Strategy 2025: digitalisation,
ability to innovate, internationalisation and life-long learning.
242 employees from Germany and abroad took part in the
eighth running of the programme in 2016. The total number
of employees who have successfully completed the pro-
gramme rose to 750. The next round is due to start in 2017.
Encouraging new talent at Porsche
Under the Porsche Strategy 2025, targeted promotion of
talent is a core element of the personnel development and
skills strategy.
Following the successful completion of the second Porsche
Trainee Programme, the programme started for the third
time in November 2016 with ten participants. The 12-month
programme for young academic talent provides an opportunity
to learn about working processes across departmental and
divisional boundaries. It includes project and practical work
in Germany and abroad.
Trainee Programme
Skills acquisition starts from day one at Porsche: "Porsche
Warm Up" is the induction programme for new employees
and managers. The two-day training programme familiarises
participants with fundamental issues such as sustainability,
health management and the activities of the works council. In
2016, 1,934 people took part in Porsche Warm Up.
Porsche Warm Up
New personnel development concepts take a more system-
atic approach to linking requirements arising from the Porsche
Strategy 2025 with constant improvement in employee
skills. Practical relevance and effective knowledge transfer
are particularly important. Cross-departmental and interna-
tional groups promote the best possible exchange
of experience and networked working.
Work and the strategic approach to personnel development
are being shaped by digitalisation and demographic change.
It is absolutely essential that employees' skills are consist-
ently aligned with company and departmental strategies.
on systematic and future-oriented development of the nec-
essary skills, and prospects and routes for professional
enhancement at all levels and across all stages of employees'
careers. This is supported by means of a high-quality, exten-
sive range of training options and tailor-made personnel
development programmes.
Employee development
Employee and manager development at Porsche supports
life-long learning for all groups of workers. The focus is
Employees who rely on their cars to get to work can now
easily pick up passengers with Porsche. A car-sharing app
puts together car-sharing groups for travel to and from work
and business trips. The app collates requests and creates
individual timetables. Car-sharing reduces the amount of com-
muter traffic and relieves the burden on site infrastructure.
Porsche wants to make it easier for its employees to switch
to the bus and train, and not only during pollution warnings.
The specific improvements include a more attractive connec-
tion to the S-Bahn station at the Zuffenhausen headquarters.
This year, a new track underpass will open near Neuwirthaus
station, to shorten the routes on site - and to the station.
Porsche has been committed to increasing the attractive-
ness of local public transport for many years. The redesign
of the S-Bahn underpass at the Porsche Museum ultimately
stems from a Porsche initiative. The costs for the complex
building measure were shared equally between Deutsche
Bahn, Stuttgart City and Porsche.
Porsche has also been subsidising annual travel passes for
the local public transport network by ten per cent since
September 1, 2016. Employees who live outside the local
network are also benefiting from improved conditions. Cur-
rently DB Job Ticket holders pay for ten months, but can
travel for twelve. Porsche employees now also receive a
further discount off the annual price.
Porsche is synonymous with cutting-edge, environmentally
conscious mobility concepts. Through a host of measures,
the company is also helping to prevent air pollution. As of
last year, employees living in the Greater Stuttgart area can
use local public transport free of charge during a Fein-
staubalarm pollution warning. The company ID card serves
as a travel ticket. The plant ID can also be used as a bus
or train ticket when commuting between the Zuffenhausen
headquarters and the Weilimdorf site.
Free travel with plant ID
On the basis of general selection criteria, many applicants
have little prospect of a training place. But Porsche is in
no way abandoning these applicants. The aim of the founda-
tion qualification - known as the preparatory year - is to
increase their chances on the training market. Since 2012,
42 young adults have completed the preparatory year, with
39 of them qualifying for a subsequent apprenticeship at
Porsche. Following this success, the preparatory year has
now been expanded: 20 participants joined in 2016, which
is nine more than the previous year.
Digitalisation which continues apace in all areas of auto-
motive engineering, electromobility and smart mobility - is
leading to a significant focus on these topics in vocational
training. All trainees must be able to keep up with techno-
logical progress. For this reason, they receive intensive
preparation for new developments.
Against the background of plant expansion and the upcom-
ing production of the Mission E, Porsche is increasing the
number of technical training places from 106 to 156. Along-
side traditional occupations in the automotive industry,
approximately half the extra training places will be for electro-
mechanical engineers in vehicle system and high-voltage
technology and electrical engineers for industrial technology.
Porsche vocational training forms the basis, with a range of
ten technical and commercial occupations that require formal
training, and seven programmes of study in collaboration
with the Baden-Württemberg Cooperative State University
(DHBW). In the last financial year, a total of 220 young people
began their training at Porsche AG in one of the occupations
or programmes offered.
Needs-based training that focuses on future requirements,
on-going skills acquisition, and options and routes for internal
development are cornerstones of Porsche's HR policy.
Porsche offers an extensive programme - starting with voca-
tional training right through to training for top management.
45
40
Investment in environmental
protection at the Zuffenhausen/
Weissach sites
43.57 milion euro
Secure workplaces are of utmost priority at Porsche. This
also applies to safety in the workplace and employee protec-
tion. An organised and structured system for occupational
health and safety ensures targeted and consistent procedures
along with the implementation of legal provisions. This system
helps to prevent accidents at work, occupational illnesses
and work-related health hazards. The central processes
are standardised and regulated by the Group guideline on
"Occupational safety". The latter represents an important
element of the company's compliance management system
and is valid for all employees. The managers ensure that
The special Porsche culture also includes continuous dia-
logue, open and direct communication as well as active
co-determination. These aspects are rooted in the Porsche
management guidelines as central elements of our corpo-
rate principles. The personnel department and the works
council are traditionally very closely linked at Porsche. This
applies to all subject areas that are of relevance to our
employees. Respectful and honest interaction between com-
pany management and the employees or their representa-
tives constitutes an important element of the communication
culture practised at Porsche. Employees have a number of
means of contacting committees or decision-making bodies
- either openly or confidentially via special channels - with
their suggestions, problems or complaints. In return, compa-
ny management updates the workforce on developments at
the company via various channels and on a continuous,
transparent basis.
With 27,612 employees at the end of 2016, Porsche
has reached a new record.
+13%
With 27,612 employees at the end of 2016, Porsche has
reached a new record - never before have so many people
worked for the company. To continue the development of
the unique Porsche culture in the future despite the work-
force growth, we have made our attractiveness as an
employer a central focus of both the 2025 corporate strate-
gy and the human resource strategy. For us at Porsche,
people are a focal point. For every single employee, Porsche
wishes to be an outstanding employer offering excellent and
safe working conditions and opportunities for personal
development. The main spheres of activity are entrenched in
the management guidelines, the compliance code and the
Porsche business rules. Our "Fit for the Future" programme,
which was jointly approved by the Executive Board and the
general works council in 2015, aims to increase productivity,
flexibility and efficiency, all the while maintaining social
standards and providing job security up to mid-2020.
Employees & society
39
Porsche also has very specific requirements when it comes
to logistics. By means of efficient and continuous use of
environmentally friendly modes of transport, Porsche is
reducing its emissions and impact on the environment. All
relevant processes are certified according to DIN ISO 9001
and ISO 14001.
Balanced environmental performance requires measures and
initiatives in a number of subject areas. Careful and economi-
cal use of water, for example, is a particularly important
aspect. By means of circulation systems and multiple reuse,
Porsche utilises this valuable resource as efficiently as possi-
ble. Another focus is on the handling of contaminated waste
water from the company's production facilities. Regularly
updated, decentralised treatment plants greatly undercut the
limit values for water pollution levels. Waste prevention,
low-waste technologies and sustainable disposal solutions
are central aspects of the waste management concept
that is practised both internally and by our suppliers based
on the resource regulation for "environmental protection".
The preservation of biodiversity represents an important
contribution to the long-term protection of our nature and
countryside, whereby conservation work at all sites must
take into consideration the local circumstances typical of the
regional countryside. This is of ever increasing significance,
particularly in the context of the ongoing expansion of our
sites. Porsche's construction management attributes great
importance to the sustainable design of buildings, plants
and workplaces.
Open and transparent dialogue with all stakeholders is an
important success factor, particularly in the area of environ-
mental and energy management. On this basis, employees,
service providers and suppliers, customers and the public
are updated on relevant topics on a regular basis.
hazard response organisation is also in place to ensure early
identification, assessment and rectification of damage cases
involving environmentally hazardous substances. Porsche
checks internal compliance with environmental and energy.
laws as part of annual system and process audits (comp-
liance audits). External environmental and energy auditors
are utilised for these audits, which are subject to very high
standards. A site balance sheet method enables the as-
sessment of the main environmental aspects based on data
and key figures, as well as a grid for classification into
high, medium or low environmental relevance. Based on this
assessment, targeted measures are implemented to reduce
the environmental impact and are integrated in a target
identification process. With the Porsche Environment and
Energy Cockpit (PUEC), the company has established a
cross-departmental committee to conduct regular evalua-
tions of the set targets and to establish necessary measures.
Performance Sustainability strategy and sustainability management
Porsche has based its internal regulations on the interna-
tional environmental management standard ISO 14001, the
standard for energy management ISO 50001 as well as
EMAS (Eco-Management and Audit Scheme), a voluntary
community scheme of the European Union for environmental
management and environmental audits. As early as 1996,
the Zuffenhausen site had its environmental management
system validated according to EMAS, and later became the
first plant in the global automotive industry to meet the
ISO 50001 standard for energy management. Since then,
Porsche Leipzig GmbH, the central parts warehouse in
Sachsenheim as well as the company sites in Ludwigsburg,
Hemmingen, Rutesheim, Asperg and Mönsheim have all
been certified according to the standard. The Porsche
For many years now, Porsche has practised its own environ-
mental policy with clear and binding guidelines, which also
form part of the "environment & energy" sustainability prin-
ciple. Environmental and energy-related aspects must be
taken into consideration for all decisions and by all relevant
parties. All activities along the entire value chain are ana-
lysed with regard to their ecological impact in order to mini-
mise harmful environmental influences where possible. This
is enabled, among other things, by environmental manage-
ment systems. They ensure that specific goals and pro-
grammes are in place and rigorously implemented at all pro-
duction sites. These efforts are supplemented by the Group
guideline on "environmental management". It aims to estab-
lish standardised principles of environmental protection
throughout the Group, to conserve resources and to support
international efforts to solve global environmental issues.
Responsibility for the above, as well as for the systematic
implementation of corresponding measures, lies with the
Member of the Executive Board for Production and Logistics.
As part of the Porsche Strategy 2025, the relevant depart-
mental strategy features a separate strategy field dedicated
to the planning and implementation of sustainable measures
in production. This company division also includes central
environmental and energy management. It ensures that every
employee is aware of the environmental impact of his work
and endeavours to minimise it.
of pollutants and waste.
and across all levels. For Porsche, dedicated environmental
protection and careful use of natural resources are more than
just duties - they are important company objectives. In defin-
ing the main aspects of the above, the stakeholders and
the company have identified the subject areas of energy and
emissions, protection and conservation of nature and biodi-
versity as well as the correct handling
Shaping the mobility of the future in an environmentally friendly
manner requires new entrepreneurial thinking and sustainable
approaches to business activities. Porsche is aware of this
challenge and ready to face it head-on. Environmentally con-
scious and energy-efficient activity is embraced at all sites
Environment & energy
Durability, workmanship, low-wear materials and recycling
are other topics that are of great importance to Porsche.
More than two thirds of all Porsche vehicles ever built
are still used on the road today. In the case of the materials,
large plastic components are labelled with their material
designation to facilitate later recycling. Recycled plastics
are used instead of new materials, provided that they meet
the exacting technical requirements. With Porsche's own
"PN 1002" standard, the company has defined both legal
and internal requirements for recycling-compatible product
development and construction. In addition to other existing
standards, it aims to achieve maximum environmental
compatibility in conjunction with suppliers and their sub-sup-
pliers. A Porsche is up to 95 per cent recoverable and up
to 85 per cent recyclable.
launch the first purely electrically powered sportscar from
Zuffenhausen by the end of the decade.
38
its premium class range. With the Mission E, Porsche will
In the world of low-emission hybrid vehicles, Porsche has
achieved a special status by becoming the world's first
manufacturer to offer three plug-in hybrids as standard in
With regard to lightweight construction, Porsche has been
testing technologies and materials for many years. A low
vehicle weight results in reduced fuel consumption. Despite
the weight gain attributable to fuel-efficient turbo engines
and additional equipment, the powerful S model of the cur-
rent 911 is just 25 kg heavier than its predecessor. Porsche
started its downsizing campaign with the company's front-
engined vehicles, before moving on to the flat engines. Twin
turbocharging and other technologies greatly increase the
efficiency of the engines, resulting in higher performance
figures with lower displacement and reduced fuel consump-
tion. Direct fuel injection, coasting and assistance systems
such as "InnoDrive" enable further optimisation of vehicle
fuel consumption. In addition to consumption optimisation,
the reduction of emissions represents a particularly big
challenge, and modern exhaust after-treatment systems
are used to reduce emissions.
More than any other automotive manufacture, Porsche's
brand and products stand for dynamic performance, power
and exclusivity for the fascination with individual mobility.
Yet society and, consequently, the demands that people place
on high-performance sportscars are changing: Resources are
becoming ever scarcer, emission regulations ever stricter
and conurbations are crying out for new, intelligent mobility
concepts. Fuel efficiency, reduced exhaust emissions, light-
weight construction and reusability of materials are becoming
fundamental characteristics of a modern vehicle architec-
ture. Electrification, digitalisation and connectivity are
bringing about systematic change in the automotive sector
and establishing themselves as essential elements of a
company's competitiveness. Porsche is tackling these chal-
lenges in a resolute manner and is endeavouring to build
sportscars that combine performance with efficiency and
exclusivity with social acceptance. The fuel consumption and
emissions of the vehicles are of central importance to the
company and its stakeholders.
Product responsibility
Internal working groups have been set up to answer the
questions raised by climate change and scarcity of resources
as well as to present potential solutions and implement them
as quickly as possible. First and foremost, the company
is addressing the challenges on the basis of two typical
Porsche principles: performance and efficiency. Developers
are able to achieve high vehicle performance with compara-
tively low consumption values thanks to sophisticated, well-
thought-out concepts, best possible efficiency, minimisation
of energy losses and the use of intelligent technologies.
Concrete product ecology measures are being devised in
all areas.
their employees are familiar with the specifications of this
guideline and comply with its provisions. Specialists in
occupational safety are available to all employees in an
advisory capacity.
Equal treatment of all employees is also of central importance
to Porsche. The company views equal opportunities as a
means for all individuals to take advantage of personal devel-
opment measures so that they can educate and further them-
selves in line with their own individual potential - regardless
of their gender, ethnic origin or age. Of particular importance
in the working environment is the ongoing increase in the
proportion of women at all levels. With this in mind, the com-
pany has implemented special qualification and training
opportunities, facilities for forewomen to exchange experi-
ences as well as mentoring programmes.
For Porsche, placing a focus on people also means making
a sustainable contribution to society. As an international
company with a local presence, Porsche is therefore involved
in a wide range of projects and initiatives in the areas of
social affairs, education and science, culture, the environment
and sport. Examples are the youth sport programme "Turbo
for Talents", education partnerships with local schools and
colleges or the support of social projects at the company
sites and beyond.
Further information regarding Porsche's activities in the
various areas can be found on the Internet page for the
Annual and Sustainability Report:
www.newsroom.porsche.com/reports
Reduced consumption in the Panamera 4 E-Hybrid
(compared with the Panamera S E-Hybrid)
(IN NEDC)
-19%
approx.
Total donations in 2016
million euro
5.0 mill
(compared to previous year)
Reduction in injury rate
-8.5%
Global customer surveys per year
Number of apprentices
655
>150,000
46
- 105t
Number of years Porsche has
held environmental management
certification
20
kWh
800,000
Solar energy per year from the
photovoltaic system on the body
shop in Leipzig
Savings in carbon dioxide emissions
achieved through efficiency
measures in Zuffenhausen, Leipzig
and Sachsenheim
Proportion of new suppliers
assessed on the basis of
ecological criteria
100%
-2,254t
Figures relate to Porsche AG
and Porsche Leipzig GmbH
in figures
sustainability 2016
Porsche
Annual savings in carbon dioxide
emissions thanks to the photovoltaic
system on the new engine plant in
Zuffenhausen
Performance - Employees, Sport and Society
The basis for successful HR work is Porsche's continued
position as an attractive employer and its support for a
number of initiatives to encourage young talent.
Skills management
52
The tennis fairy tale continued. In July, Kerber made it to the
final of Wimbledon and then went on to win a silver medal
at the Summer Olympics in Rio de Janeiro. On September 10,
two days after becoming the new world number one, Kerber
won her second Grand Slam title at the US Open - a dream
come true. It was in New York in 2011 that she reached
the semi-final of a Grand Slam tournament for the first time
in her career. "This is where my journey began. To win the
US Open and be number one five years later is simply fan-
tastic". In the largest tennis stadium in the world, Kerber
beat the Czech Karolina Pliskova 6:3, 4:6, 6:4 in a top-class
match in front of 20,000 spectators. "We are proud of our
brand ambassador", said Oliver Blume, Chairman of the
Executive Board of Porsche AG. "Angelique Kerber is an
amazing sportswoman and a role model for young people".
quently require patience. Almost 20 years after Steffi Graf,
a female German player once again made it to the top of
the ladies' tennis rankings in September 2016: the Porsche
brand ambassador Angelique Kerber. Her extraordinary
winning streak began in January with her first Grand Slam
win at the Australian Open. In April, she took the title at the
Porsche Tennis Grand Prix 2016. In Stuttgart, this young
woman from Kiel managed what no other female German
player before her has ever achieved: a second win in a
row at this tournament.
Careers in elite sport are often a waiting game and fre-
"Simply fantastic"
The Porsche Tennis Grand Prix is not only synonymous with
world class tennis and top-quality entertainment for the
whole family; it is also a model of sustainability and environ-
mental compatibility. For instance, every admission ticket
also doubles as a ticket for use on public transport. And the
clay court, which is laid in the Porsche Arena every year for
the tournament, is reused in road construction rather than
being thrown away after the final match point.
on the worldwide WTA Tour. Stuttgart traditionally attracts
the best female players in the world - in 2016, seven of the
game's top ten stars took part. In front of mostly sell-out
crowds, it delivered thrilling matches featuring some spectac-
ular rallies. It was easy to see why they were keen to take
part, with not only a handsome sum of prize money awaiting
the winner in Stuttgart, but also an exclusive Porsche sports-
car as the first prize. In 2016, Angelique Kerber successfully
defended her title to drive away from centre court in the
winner's car for the second time. The Porsche brand ambas-
sador beat newcomer Laura Siegemund in the first all-German
final in the tournament's history.
The good news from the headquarters of the Women's Ten-
nis Association (WTA) in Florida came just before Christmas,
as the WTA Tour players once again voted the Porsche
Tennis Grand Prix their favourite tournament in its category -
making this the eighth time since 2006. Back then, the move
to Stuttgart's Porsche Arena heralded a new era for the
event, which has been held since 1978. With the support of
Porsche, the tournament has since become a flagship event
HE
The Porsche Tennis Grand Prix
for all partner clubs, with awards for best sporting devel-
opment, best academic achievement and outstanding
social commitment.
of society, regardless of their background and level of
education, and to enable them to gain valuable and formative
experiences for later life. This was also the motivation for the
"Porsche Nacht der Talente" ("Porsche Night of Talent"),
which was held for the first time in the reporting year
All of these commitments are intended to develop talent,
but above all to give young people a positive experience
In ice hockey, Porsche supports young players at the
Bietigheim Steelers. The highlight is the annual ice hockey
camp. In neighbouring Ludwigsburg, more than 2500 chil-
dren and young people play at the Basketball-Akademie
(BBA) an alliance of 55 schools and 12 clubs. Porsche ex-
tended its partnership with the BBA during the reporting year.
The Porsche Coaching Mobil celebrated its debut with the
youngsters at the Stuttgarter Kickers in June of the reporting
year during the Porsche football holiday camp. Children and
young people had fun finding out about fitness training
methods, coordination, endurance and injury prevention.
as well as Stuttgarter Kickers and SG Sonnenhof Großaspach.
The football school at RB Leipzig is aimed at boys and
girls between the ages of 7 and 14. In October of the report-
ing year, some 30 grassroots footballers took part in the
autumn training camp at "Soccerworld" in Leipzig. Ten of the
children came directly from the families of Porsche employ-
ees, while a further 20 came from the projects "Genera-
tionenhof", "Zukunft für Kinder" and "Charity Bulls". Also at
the camp was the Porsche Coaching Mobil, a trailer created
especially for youth development, fitted with sports equip-
ment and instruments for measuring performance data.
Porsche and RB Leipzig also wanted to find out which district
of Leipzig is the best at football. In the second Leipzig
quarter final, the youngsters from the north of Leipzig won
the tournament in the under-elevens category (U11). In the
under-fourteens category (U14), the east of the city won
the coveted trophy for the first time. In total, more than
750 girls and boys in 80 teams battled it out for the title.
"Turbo for Talents" also applies to the partnerships with the
youth teams at German first division football club RB Leipzig,
The training sessions are primarily intended to promote a
love of the game, along with values such as team spirit
and fairness.
Porsche reinforces this initiative every year. For example,
the reporting year saw the start of a collaboration with
the German second division football club VfB Stuttgart,
aimed at promoting youth work. As a result, Porsche is the
main partner of the VfB Fußballschule - a football school
aimed at young football enthusiasts that actively finds
and promotes new talent. The school organises more than
60 camps a year, where VfB coaches professionally train
children and young people at local football clubs.
people, as well as to overcome social divides and promote
skills and enthusiasm. A key element of this commitment
is the "Turbo für Talente" (Turbo for Talents) programme. At
Porsche, this name has long stood for the development of
youth sport primarily in team sports at the different
company sites.
For people to achieve success and fulfilment in their career,
they need to receive the best possible training. Porsche
acts according to this philosophy - including outside its own
company. Porsche considers it part of its social responsibility
to support the personal development of children and young
Even more "Turbo for Talents"
Porsche considers itself part of society both in Germany
and abroad. It sponsors the public celebrations on German
Unity Day and helps young people enter the workforce in
Manila and Cape Town. Many employees choose to continue
helping the disadvantaged in society in their own time and
undertake voluntary work. More than 3000 employees took
part in the six-hour run in Zuffenhausen. For every lap of the
911-metre circuit completed, five euros were donated to
charity. The event raised EUR 180,000, which will do a great
deal of good. The money is urgently needed at the children
and young people's hospice in Stuttgart, as well as the farm
for children and young people in Zuffenhausen.
More than 3,000 employees took part in the six-hour run
in Zuffenhausen. For every lap of the 911-metre circuit
completed, five euros were donated to charity.
€ 180,000
In the field of sport, Porsche is committed to supporting an
extremely diverse range of activities. This includes profes-
sional tennis as well as the promotion of local sports clubs,
enabling children and young people from difficult back-
grounds to integrate into society. Porsche strives to achieve
social acceptance - both for the company and for people
who have had a tough start in life. But Porsche also supports
the disadvantaged in society in other areas - such as young
patients who, due to serious illness, would have to wear
a respirator at all times and practically live in the intensive
care unit. At the "Arche IntensivKinder" children's hospice
in Kusterdingen near Tübingen, Germany, young people are
given the chance to determine their own lives thanks to
the support of Porsche and many others.
SPORT AND SOCIETY
62
Performance - Employees, Sport and Society
53
World-class golf
The collaboration with the Salesians of Don Bosco has en-
joyed success over many years. Since 2008, Don Bosco in
the Philippines has been working with the local Porsche
importer to train young men and women from socially disad-
vantaged backgrounds as service mechatronics engineers.
In the capital Manila, the young people are mainly prepared
for subsequent work abroad at importers in the Middle East.
The income allows them and their families to enjoy a con-
siderably higher standard of living. In 2015, Volkswagen and
Audi joined the pilot project in Manila. Some 120 young
Filipinos are now prepared for a service job every year.
Porsche is breaking new ground in Cape Town, South Africa.
Together with Don Bosco Mondo e.V. and the South African
Porsche importer LSM Distributor, the company will train
young men and women to become service mechatronics
engineers from 2017 onwards. Another important partner is
the Don Bosco Salesian Institute Youth Project, supported by
the Catholic order of the Salesians. Don Bosco is active in
youth work all around the world, predominantly in socially
deprived areas, and is now a trusted cooperation partner of
Porsche. Over three academic years, 75 young people
from socially disadvantaged backgrounds will be given the
opportunity to take part in the newly created vocational
training programme in Cape Town. Porsche will be consciously
training individuals to meet its own needs. In the next three
years, the company will develop the basis for establishing
the profession of service mechatronics engineer in South
Africa. Porsche is developing the necessary syllabuses and
examination regulations, as well as training tutors and
providing the Don Bosco Institute in Cape Town with premises
for theoretical and practical training.
Pilot project at the Cape of Good Hope
centre where people from all backgrounds, cultures and
ages can come together. As well as art, culture and social
assistance, it puts on events for the homeless and other
people in need.
Performance - Employees, Sport and Society
In 2016, Porsche Leipzig also organised a fund-raising
football tournament to benefit three charitable institutions
in Leipzig: "Paulis Momente hilft", "Pavillon der Hoffnung"
and the Bärenherz children's hospice. The "Paulis Momente
hilft" association and the Bärenherz children's hospice
support severely ill children and young people, as well as
their families. The "Pavillon der Hoffnung" is a community
Porsche is involved with a number of initiatives in Leipzig,
including the Generationenhof. The institution has been
working since 2009 to support children, young people and
older people to live and work together under one roof,
under the motto "Jung und Alt - Gemeinsam miteinander"
("Young and old together"). The Generationenhof is particu-
larly focused on providing a temporary or long-term home
for children and young people who are no longer able to live
with their own families, for a multitude of reasons.
The "Kinder- und Jugendhospiz Stuttgart" - a hospice for
children and young people in Stuttgart - is another institu-
tion that receives support from Porsche. The hospice helps
people with terminal or life-limiting illnesses through their
final days by providing both medical and spiritual support.
The inpatient hospice for children and young people is cur-
rently under construction and is expected to open in 2017.
In addition, Porsche supports the "Bürgerstiftung Stuttgart"
civic foundation. This is a charitable institution engaged in
the areas of art, culture, youth issues, social affairs, educa-
tion, science and research, health and sport. It awards a
civic prize that recognises volunteer work, while its
"Ausbildungscampus" (education campus) initiative makes
a sustainable contribution to supporting refugees.
As part of Stuttgart's Unicef city partnership, donations in
the six-figure range were made to the children's relief
organisation. Porsche has also supported the "Mobifant" play
bus in this context. This is aimed specifically at refugee
residences in Stuttgart and offers the children that live there
opportunities to play and exercise.
It then distributes it free of charge or for a symbolic
amount to people in need.
In view of the current refugee situation, Porsche is providing
financial aid to the Deutsche Tafel initiative in Mühlacker,
Stuttgart, Pforzheim and Leipzig. Deutsche Tafel e.V. is a
charitable relief organisation that collects food that is
no longer in circulation and would otherwise be destroyed.
As a successful company, Porsche feels it has an obligation
to society as a whole, and especially to people at its various
sites. That's why Porsche is taking an active role in promoting
social and cultural life in these towns, cities and regions,
making donations to support more than 100 projects at
the sites in 2016.
51
Social commitment at the sites
47
For Porsche, supporting gifted young people and students
is an investment in the future. The aim is to generate enthu-
siasm and create opportunities. For many years, its coop-
eration partners among the schools have been the Ferdinand
Porsche Gymnasium and the Friedrich-Eugens-Gymnasium
in Stuttgart, which are both known as "MINT" high schools
due to their focus on mathematics, IT, natural sciences
and technology. Porsche supports the schools with dona-
tions in kind, specialist lectures, careers information
days and excursions.
Education and science
In Leipzig on two June evenings, more than 25,000 guests
attended the renowned open-air summer concert series
"Klassik airleben" in the Rosental, a spacious green area of
the city. Porsche was the main sponsor of this event for the
third time in a row. Under the title "La Primadonna", Ricardo
Chailly conducted works from musicals, films, operas and
operettas with soprano Simone Kermes.
be able to experience a concert or a dance performance live
at least once in the season. That is why the motto in Stutt-
gart and Leipzig is "outdoors and free". In Stuttgart, Porsche
supports the open-air event "Ballett im Park", where the
audience watches a live broadcast of the performance from
the opera house on a big screen with Dolby surround sound.
As a sponsor of the Leipzig Orchestra and Stuttgart Ballet,
Porsche wants to ensure that many people have the opportu-
nity to enjoy these world-class institutions. Everyone should
School is also ongoing, helped in no small part by a dona-
tion of ten million euros from Porsche AG.
54
In the 1960s, the Stuttgart Ballet won the hearts of its audi-
ences under the artistic direction of John Cranko. Following
international tours, most notably in the USA, critics spoke
of the "Stuttgart ballet miracle". In the reporting year, the
highlights of the season were the galas held by the ballet
company and the John Cranko School as part of a week of
celebrations to mark 20 years under the artistic direction
of Reid Anderson. The construction of the new John Cranko
At the two sites in Stuttgart and Leipzig, Porsche supports
world-class institutions. For generations, the Stuttgart Ballet
and the Leipzig Gewandhaus Orchestra have stood for excel-
lence on the international cultural scene. In 2016, a total of
16 renowned music critics ranked the Leipzig ensemble, in its
272nd year of existence, as the fourth best orchestra in the
world. The concert hall also scooped another award: Riccardo
Chailly, Music Director since 2005, was named the world's
best conductor.
High culture for all
As well as the Porsche European Open, which was held for
the first time in 2015, the company has also been involved in
amateur golf since 1988 with the global Porsche Golf Cup.
Porsche has expanded its commitment to golf this year with
the Porsche Generations Open, an innovative nine-hole
format for amateur golfers from two generations, which is
initially limited to Germany.
In September of the reporting year, the Porsche European
Open teed off for the second time in Bad Griesbach. The
tournament is one of the oldest on the European Tour,
and its global renown is of particular importance to the
professional golfers. The fan favourite in Europe's largest
golf resort was Martin Kaymer of Germany. More than
35,000 spectators took the opportunity to see the two-time
major winner and Germany's number one golfer in action.
A total of 5 major winners as well as 13 former and
2 current Ryder Cup players took part at Bad Griesbach,
along with many tournament winners from previous years.
The latest winner was the Frenchman Alexander Lévy.
Convinced by the great success of the tournament, Porsche
has extended the title sponsorship by three years until 2020.
The future venue will be the Green Eagle golf course in
Winsen near Hamburg.
EAF Berlin and the Technical University of Berlin. Femtec is
the international career platform for women in engineering
and natural sciences. It generates interest in MINT profes-
sions and offers ambitious students excellent career pros-
pects, while also providing qualifications and placements for
outstanding MINT professionals. Another significant benefit
is the fact that the Femtec network has access to well-known
technology companies, leading scientific institutions and
technical universities.
Performance - Employees, Sport and Society
As a cooperation partner in higher education, Porsche
supports the student organisation AIESEC and Femtec, an
international career platform that promotes women in
engineering and natural sciences. Porsche has also been
a supporting member of the Foundation of German Business
(Stiftung der Deutschen Wirtschaft - SDW) for eight years.
Scholarship holders regularly have the opportunity to attend
trips and specialist lectures at Porsche. Porsche has also
been involved for many years in the promotion of women
who study a technical subject. Porsche is a founder member
of the Berlin-based Femtec.GmbH, initiated in 2001 by
Leipzig
Demographic changes and the associated lack of skilled
workers pose a huge challenge for Porsche, just like other
companies. The employability of older employees is key
here. The aim is to keep them employed, while looking after
their health and well-being, until the standard retirement age
is reached. Independently of this, the option of semi-retire-
ment is available at the company. Employees in particularly
demanding jobs have the option of a gradual transition to
retirement. Roles made vacant by semi-retirement are, in
principle, re-filled with permanent staff.
Semi-retirement
In second-tier management, the proportion of women
was 8.1 per cent, slightly above the target of 8.0 per cent.
A target has also been set to raise the proportion of
women in second-tier management to 15 per cent by
December 31, 2021.
The target quota of 9.3 per cent for women in first-tier
management, set by Porsche AG, was not achieved at the
end of the year under review - the figure was 8.2 per cent.
This was due to a tragic accident and the fact that this
senior role could not be filled by a woman at short notice.
Porsche AG is setting a target of 15 per cent for women
in first-tier management by December 31, 2021.
At the time when a specific target had to be set under the
Act, all departments were represented on the Executive
Board by men. As the respective contract terms extend
over several years, the Supervisory Board decided not to
adjust the target for women on the Executive Board as of
December 31, 2016. The status quo of zero was confirmed
until December 31, 2021. The Porsche Supervisory Board
has, however, set itself the goal of increasing the proportion
of women on the Executive Board in the longer term.
Targets for proportion of women on Supervisory
Board, Executive Board and in management
The proportion of women on the Supervisory Board at Porsche
was 10 per cent at the time when a specific target had to be
set under the Act. Owing to the long-term obligation imposed
on its members, the Supervisory Board set 10 per cent as
the target for women on the Supervisory Board by 31 Decem-
ber 2016. This target was reached. The company will retain
the 10 per cent target until the end of the target period on
December 31, 2021.
As part of the Diversity Congress organised by the Baden-
Württemberg State Ministry of Economics, Porsche was
involved in drawing up a recommendation paper for promot-
ing diversity in business and politics. In doing so, the compa-
ny emphasised its intention to continue moving towards a
working environment in which the individual skills and capa-
bilities of all employees can flourish in a corporate culture
characterised by openness and integration. Seminars on
"Diversity and Contribution" involving employees from the
HR team and managers in the company underline this.
a Girls' Month. On Girls' Day, more than 150 female pupils
from surrounding secondary schools were given an insight
into the technical vocational fields at Porsche. A Porsche
project for both male and female pupils at Stuttgart schools,
in collaboration with the European Academy for Women in
Politics and Business (EAF), uncovered differences in the
way in which men and women communicate. Using an online
quiz involving technical questions, Porsche issued a call for
female pupils across Germany to take part in Girls' Month.
Winners of the Ferry Porsche prize also met with tennis start
and Porsche brand ambassador Angelique Kerber.
In April 2016, Porsche expanded its Girls' Day initiative,
which has been established for many years, to include
the company at women-specific fairs such as Jobunication,
Women&Work and careers events for female students. 2016
was the first year that Porsche organised a careers day for
female engineers and IT specialists. 50 selected candidates
gained an insight into the company.
Porsche has been busy informing female students and young
women with work experience about their options for joining
For example, Porsche has successfully expanded its coop-
eration with Femtec, which has been in place for 15 years.
Particular highlights in the year under review were the
Femtec innovation workshop - a practical project spanning
several months - and the Femtec commitment award.
Porsche sponsored the award for three participants.
Fostering young talent is a key tool for increasing the propor-
tion of women in the company. Porsche pursues a large
number of initiatives to address female students at an early
stage so as to encourage a bond with the company.
In 2016, young women accounted for 35 per cent of training
places on the technical/commercial training programme,
more than three times the level just a few years before. The
aim is for an even greater proportion.
Within the space of just four years, Porsche has increased
the proportion of women in management by more than
70 per cent. Measurable, binding equal opportunities are
part of target agreements for all managers at Porsche.
Upskilling and further training measures such as workshops,
seminars and mentoring options are available in connection
with this. At the start of the 2016 training year, the number
of study places for vocational training (dual courses of study
with the Baden-Württemberg Cooperative State University
(DHBW)) was increased from 34 to 50. The aim is clear here
too: to increase the proportion of female engineers and
business data processing specialists. At the end of the year
under review, women accounted for 39.1 per cent of DHBW
students at Porsche - 5 per cent more than in 2015. One
reason for this is that prospective female candidates are
being addressed on a personal level, particularly at second-
ary schools. A DHBW info day was also held at the Porsche
training centre, under the banner "Experience technology",
to get young women interested in studying technical
subjects. A 50 per cent quota was achieved when recruiting
for 2017 students.
Within the space of just four years, Porsche has increased
the proportion of women in management by more than
70 per cent.
+70%
At Porsche, equal opportunities means that employees and
managers are encouraged to progress in their professional
development as far as possible, given their respective
abilities and regardless of gender or origin. More diversity
also means a higher proportion of women at all levels
of the company. This is an important action area in which
Porsche is continually working on improvements.
Porsche AG uses a range of media to inform employees
about the many different offers that are available. The
works council is also a comprehensive platform for informa-
tion and discussion, holding three works meetings a year
at the individual Porsche sites in Germany. Overall, co-deter-
mination is highly valued at Porsche and is a key pillar for
company success.
Co-determination
Porsche is committed to flexible working - in terms of loca-
tion and times. The options range from home-office working
and flexitime aligned to the employee's current phase of life,
through to voluntary periods off in the form of sabbaticals.
Job sharing in leadership roles has also proven to be
successful in a pilot project. These options enable workers
to juggle work and family better. Our commitment in this
area is being noticed: Porsche was named one of the "best
companies for families" in the year under review - a cam-
paign led by "Eltern" magazine for parents.
Porsche places great importance on work-life balance.
Six cooperation partners make sure that there are sufficient
childcare places in nurseries near the sites. As in the previous
year, children of employees enjoyed a holiday club during
the school summer holidays at the Zuffenhausen and Weissach
sites, which included a shuttle service. Childcare was also
available during all other holiday periods, with the exception
of Christmas.
Work-life balance
In the year under review, the sentiment barometer was again
used to conduct a company-wide employee survey at
Porsche AG and in the German subsidiaries. In 2016, more
than 17,000 employees took part in the latest company-
wide sentiment barometer. Employees were asked their
opinion on topics such as cooperation with colleagues and
superiors, quality of work and provision of information on
current developments at Porsche. After the results were
analysed, they were discussed in all areas of the company.
Managers and employees worked together to identify
potential for improvement and defined a number of specific
measures; for example, to improve processes or working
conditions.
Porsche sentiment barometer
4,112
In 2016, the key elements of strategic skills management
were the expansion and targeted anchoring of skills acquisi-
tion in the product creation process. Employees are being
prepared for the new tasks they will be required to complete
in the future. This will help considerably to reach the goals
set out in the Porsche Strategy 2025.
48
Performance - Employees, Sport and Society
Equal opportunities and diversity
50
1,446
49
Bietigheim-Bissingen
482
Sachsenheim
Weissach
Zuffenhausen
9,696
at locations in Germany
Employees
Porsche's success story is actively shaped from one day
to the next by our employees. It is only thanks to their
personal commitment, their love for detail, their courage
and creativity that we can look back on the past year with
pride. The Executive Board would like to extend a very
personal thank-you to all staff for their tireless efforts. This
gratitude is also extended to employee representatives,
who unfailingly champion staff interests and have made such
an active contribution to ensuring that the company is fit
for the future.
A big thank-you to our employees
At many events, such as the Porsche Tennis Grand Prix
or the Porsche Hocketse street party, Porsche Gastronomie
has made for a perfect culinary setting. The high level of skill
was also exhibited in the Porsche Museum and the Leipzig
customer centre in 2016: Through the Open Table booking
website, guests voted the "Christophorus" restaurant in
the museum as the second-best in Germany. In the Michelin
Guide, it ranks alongside the top addresses in Stuttgart.
To keep employees going between meals, self-service
shops and vending machines complete the picture. At the
end of 2016, around 800 vending machines were replaced.
The new generation of machines operates using CFC-free
refrigerant.
6,062
Porsche Gastronomie
Other German
locations 846
Catering provided at the plants is a key benefit enjoyed at
the Porsche Group. In the past financial year, 3.34 million
hot meals were prepared and served at the 14 staff
canteens currently in operation at the German sites. The
canteens focus particularly on the freshness of the ingredi-
ents used and reducing food miles by sourcing from
regional suppliers.
Assistance for refugees
Diversity is a characteristic of our company, and social
responsibility is part of our corporate culture. With the start
of the "integration year for refugees" in the 2016 financial
year, 13 refugees were given the chance of a training or
work place in Germany. The first integration year ended
successfully in August. All those assisted found a job, began
their training or took part in other continuing measures.
From January 2017, Porsche is continuing the programme
in optimised form with 15 participants
13
refugees were given the chance of a training or work place
in Germany in the 2016 financial year with the start of the
integration year.
Employees have also volunteered to support refugees-
from organising clothes donations and looking after
children to arranging shared excursions.
Ludwigsburg
2,037
Health management
Porsche health management is proactively involved in the
cross-departmental development of workplace framework
conditions. The primary aim is to safeguard the health
and fitness of employees and therefore their ability to work
in the long term. One key element is the quick reintegration
of employees who have been ill for an extended period
and the employment of older people in keeping with their
health needs.
Porsche health management develops preventative measures
and runs pilot projects to test their effectiveness for daily
use. Ergonomic assessments, for example, reduce unneces-
sary strain at work that can be prevented in specific situa-
tions. Workstations are designed to support health through
ergonomics and accommodate all age groups. Porsche
has also increased the range of job-related physiotherapy
services, in parallel with holding of training measures to
encourage preventative conduct.
As international activities have increased, the number of
consultations relating to health and well-being for travel and
compulsory medical precautions has risen considerably - by
more than 60 per cent between 2015 and 2016 alone.
Visit "Porsche-hilft.de" to see the projects we are involved
in. Here, you can also find a selection of other measures
supported by the Volkswagen Group.
Bio-energy for the main Porsche plant in Zuffenhausen
In collaboration with the public service authorities in Stuttgart,
Porsche is making a key contribution to the energy concept
of the state capital. Stuttgart intends to be climate-neutral by
2050 at the latest. In a joint letter of intent issued with the
city's public services in the reporting year, Porsche has
declared its intentions, as a regionally headquartered compa-
ny, to switch the heat supply at the main plant in Stuttgart-
Zuffenhausen to bio district heating by the end of 2018 at
the latest. The starting point for the shared energy supply is
a new bio-waste digester that has been set up locally and
151,999
165,808
currently preventing some 5,000 tonnes of carbon dioxide
2012 2013 2014 2015
68
2016
SCAN
THIS CHART
Performance - Sales, Production, Procurement
69
is being operated by Abfallwirtschaft Stuttgart (AWS), a
municipal waste management operation. The project serves
as an example of the development of large-scale local
heating and district solutions with industrial partners and is
At the Zuffenhausen headquarters, the quality and analysis
centre has also made an important contribution to the quality
process since July 2014. Just as in Leipzig, this is an im-
portant prerequisite for ensuring ongoing and sustainable
improvement to the emotional and functional quality of
Porsche vehicles as well as their look and feel. Porsche con-
tinuously faces new challenges, particularly with regard to
trends and technologies such as digitalisation, smart mobility
and electromobility.
Top marks for perfection
The impressive levels of quality originating from Zuffenhausen
have been recognised by the latest "Initial Quality Study" con-
ducted by the US market research institute J.D. Power. In
the plant ratings for Europe/Africa, the main Porsche plant in
Zuffenhausen heads up the rankings of the American market
researchers. The 911 is the highest placed vehicle of the
entire study, which includes a total of 245 models from
33 manufacturers. In addition, the 911 once again achieved
first place in its "Midsize Premium Sporty Car" segment,
making this five victories in succession.
The Macan also defended its place at the top of the rank-
ings. In its second involvement in the study, the youngest
member of the Porsche model range again secured first
place in the "Compact Premium SUV" segment. For the study,
J.D. Power surveyed more than 80,000 private individuals
90 days after receipt of their vehicle. The overall rating
is made up of 233 criteria, including "Driving experience",
"Exterior" and "Interior".
of the new plant commenced in 2014, a modern factory was
created across two levels covering a total of 10,000 square
metres in the western expansion zone of the company head-
quarters. With logistics located on the ground floor, engine
assembly takes place on the floor above. This efficient mesh-
ing of manufacture and automation gives rise to a flexible
production process. The eight-cylinder V-engine will initially
be used in the Panamera Turbo.
The production of a new eight-cylinder V-engine involves
6.2 hours and 110 work cycles. 95 workpiece carriers then
transport the engines along a 432 metre production line.
At full capacity, 200 eight-cylinder V-engines a day can be
produced according to the highest quality standards. Porsche
has invested some 80 million euro into the new production
facility. The company employs the latest systems and tools
as well as digitalisation and consistent data management.
By means of an electronic production network, EC tools are
adapted to the various assembly requirements, making them
practically universally deployable throughout the assembly
process. EC tools are just one of the almost 100 innovations
that Porsche has implemented in the production site. This
also includes autonomous, freely programmable forklift
trucks. Thanks to the multi-functional structure of the produc-
tion area, Porsche is well prepared for growth and future
production processes.
Sustainability plays a very important part in this regard. A
photovoltaic system on the roof of the engine plant produces
up to 242,400 kilowatt hours of electricity every year. This
results in savings of up to 105 tonnes of carbon dioxide per
year when compared to a conventional production facility.
The large-scale roof greening on the building also helps
to improve the air quality at the Zuffenhausen location. These
and other ecological measures, along with exceptional work-
place design and process quality, have been recognised
with top marks from the German Sustainable Building Council
(DGNB). The 28 hectare site was one of the first industrial
quarters in Germany to be awarded a gold pre-certificate
from the DGNB.
Porsche is synonymous with quality, and the new quality
centre in Leipzig serves as the perfect example of the brand
identity embraced by the company. Since June 2016, Porsche
has bundled all vehicle optimisation efforts across the cen-
tre's 6,000 square metre area, all in the name of achieving
utmost perfection in production. In doing so, Porsche contin-
uously tackles the challenge of raising quality with each new
vehicle model. Means of quality measurement include such
methods as the exterior and seam master jig for pilot series
qualification of body parts or the body-in-black for pilot
series qualification of sheet metal parts. Cubing is used for
the optimisation and pilot series qualification of assembly
parts as well as for the functional analysis of add-on parts in
the exterior and interior. The quality centre in Leipzig also
includes a pilot centre for building pilot series vehicles. A
total of 150 employees work at the site.
New plant for eight-cylinder engines in Zuffenhausen
Porsche has achieved a new milestone in engine construction
with the opening of the new production site for eight-cylinder
engines at the main plant in Stuttgart. Since construction
234,497
The Panamera, Macan and Cayenne model lines roll off the
Leipzig production lines every two minutes. In three-shift
operation, the plant's technically installed capacity reaches
up to 150,000 units per year. Porsche already set new bench-
marks in Leipzig with the production of the Macan. To date,
Porsche has invested a total of 1.3 billion euro in the devel-
opment of the Leipzig site. During the fourth plant expan-
sion, the company hired 600 new employees, meaning that
the workforce exceeded the magical number of 4,000 for
the first time.
66
The photovoltaic car port is Porsche AG's second pilot project
in 2016 aimed at developing an environmentally sound
design for Porsche dealerships. Developed in collaboration
with CIP Architekten Ingenieure in Stuttgart, the car port
makes it possible for plug-in hybrid and electric vehicles to
be charged using locally generated, renewable energy.
The intricate support structure with integrated Porsche
Universal Chargers (AC) and a roof made from semi-transpar-
ent dual glass photovoltaic modules generates more than
3,000 kilowatt hours of energy per year - enough electricity
to charge the battery of a Panamera 4 E-Hybrid more than
200 times. This equals a range of approximately 10,000 kil-
ometres. The photovoltaic car port celebrated its debut
on the holiday island of Sylt, allowing plug-in hybrid vehicles
leased on the island by Porsche Drive to be charged. Porsche
plans to offer this concept to all of its dealerships around the
world with a view to implementing it at a later date.
- which is damaging to the environment - from being
generated each year.
Performance Sales, Production, Procurement
67
PRODUCTION
New record: Porsche produced 239,168 vehicles in the
2016 financial year. This represents a 2 per cent increase
over the previous year. All vehicles of the 911 (31,648 units)
and Boxster (12,791 units) model lines rolled off the pro-
duction line in the Stuttgart-Zuffenhausen plant. This is also
where the Cayman (5,303 units) has been manufactured
since August 2016. That means the sportscar manufacturer
produced a total of 49,742 sportscars at its headquarters
in Zuffenhausen. At the Leipzig plant, Porsche manufactured
a total of 158,432 vehicles, representing around 66 per cent
of total production at Porsche. 97,177 units of the Macan
model line originated from Leipzig, along with 47,037 Cayenne
and 14,218 Panamera vehicles. At the multi-brand plant of
the Volkswagen Group in Osnabrück, Porsche manufactured
24,656 Cayenne vehicles. Up to August 2016, 6,788 units
of the Cayman were also produced here.
place at the Leipzig plant. Porsche invested 500 million euro
into this move, which involved an increase in the production
area to around 60,000 square metres and adjustments
to the assembly and infrastructure. Following the fourth up-
grade over an approximately two-year construction period,
the site is now among the most sophisticated and innovative
production facilities in the global automotive industry. One
particular highlight is the multi-material mix in the body of
the new Panamera. It is based on a high aluminium content,
which required many new joining and manufacturing proce-
dures to be implemented in the series production process.
Production volume
Quality at the highest level
vehicles produced
203,097
+2%
New record: Porsche produced 239,168 vehicles
in the 2016 financial year.
Change on the Executive Board
On February 1, 2016, the Supervisory Board appointed
Albrecht Reimold as the new Member of the Executive Board
responsible for Production and Logistics. Oliver Blume's
successor switched to Zuffenhausen from Bratislava. From
2012 to January 2016, the degreed engineer worked in
the Slovakian capital as Chairman of the Executive Board
and Board Member with responsibility for Technology at
Volkswagen Slovakia, where the body of the Porsche Cayenne
is manufactured. From 2009 to 2012, Reimold headed up
the Audi plant in Neckarsulm.
New body manufacture in Leipzig
The world première of the Panamera sports saloon was
among the highlights of 2016. When the Panamera was
launched in 2009, the painted bodies were produced at the
Volkswagen plant in Hanover. Yet now, the entire production
process from the body shop to the paint shop - takes
In its new body shop, Porsche is employing innovative and
energy-efficient technologies, thereby reducing its energy
consumption in a targeted manner. In the paint shop alone,
a rock-flour filter system has allowed the company to reduce
energy consumption by around 60 per cent in comparison
with a water-based system. A photovoltaic system produces
up to 800,000 kilowatt hours of electricity per year from
solar energy. This is roughly equivalent to the annual power
consumption of 150 four-person households in Western
Europe. The special cooling of the robotic welding guns
reduces annual electricity consumption by more than
365,000 kilowatt hours. This makes the Leipzig plant one
of the most environmentally friendly facilities in the world.
239,618
Successful production start in Zuffenhausen
A further milestone project of 2016 is the production of the
718 Cayman. For the first time, Porsche is manufacturing
the third generation of the mid-engine sports coupé entirely
in Zuffenhausen. Going forward, Porsche will therefore
produce all two-door sportscars at its headquarters. The
last Cayman rolled off the production line of the Volkswagen
plant in Osnabrück in August. This is where Porsche manu-
factured the previous generation of this model line. The
current model line boasts higher performance thanks to the
newly developed four-cylinder flat engines with turbocharg-
ing. With the 718 Cayman, production capacity at the
Stuttgart plant has been increased from 220 to more than
240 vehicles per day.
suppliers, an early detection system along the value chain
In line with the company's general growth trajectory, Porsche
is also further expanding its logistics centre in Sachsenheim.
Porsche has now developed the site for the fourth time since
it was opened in 2008 in order to increase its logistics
capacities. Construction for the latest phase began in July
2016 and is to be completed by 2018. Among other things,
Porsche is enhancing its after sales parts logistics, which
includes the installation of an automatic high-bay warehouse
with more than 40,000 new rack and 4,500 container
storage locations. The high-bay warehouse is characterised
by its much improved space utilisation.
the high environmental and social standards among busi-
ness partners: mandatory sustainability requirements for
to identify and minimise risks, and processes for monitoring
and developing suppliers.
Strict compliance with the sustainability requirements is
essential to the effective cooperation between Porsche and
its suppliers. The internationally recognised human rights,
the charter of the International Chamber of Commerce, the
OECD guidelines for long-term, sustainable development
and the relevant core labour laws of the International Labour
Organisation (ILO) serve as the foundation for the sustainability
requirements. Suppliers are now also expected to follow
the OECD guideline regarding the duty of care for supporting
responsible supply chains for minerals from conflict and
high-risk areas. Conflict minerals represent a major problem
area in the context of forming responsible supply chains.
Since the reporting year, suppliers must be prepared to pro-
vide information on the smelting plants and refineries that
they or their sub-suppliers use if requested.
As part of supplier monitoring, all suppliers are required to
complete questionnaires on sustainability issues as well as
submit a written statement if there are grounds for suspicion
or possible deviations from the sustainability requirements
in place. Porsche's own ad-hoc team of experts is responsible
for the auditing, and is authorised to define and implement
further measures in serious cases. In the reporting year, two
ad-hoc cases were opened under the leadership of Porsche.
In 2016, Porsche also introduced the industry-wide Self-As-
sessment Questionnaire (SAQ) across the board for all active
suppliers of production material. The SAQ was developed
together with other automotive companies in the working
group on supply chain sustainability, coordinated by
CSR Europe.
Since the start of the reporting year, Porsche has also
had an independent audit service provider inspect selected
business partners as part of its own sustainability audits.
If violations or development potential are identified during
the audit, an action plan for improvement is agreed upon.
If necessary, Porsche will also provide assistance
Three cornerstones were defined in order to establish
with the implementation of these measures. In the case
of serious violations, an ad-hoc case is opened as well. In
2016, an independent service provider conducted one
audit and has scheduled two further audits. Porsche plans
to continually expand this process as part of the
Strategy 2025.
of cooperation with social organisations is firmly anchored
in the corporate strategy.
Performance Sales, Production, Procurement
Another focal point of the procurement strategy is the
increased use of sustainable materials. In 2016, Porsche
surveyed the main suppliers specifically regarding the
use and availability of sustainable materials. A project on the
subject of sustainable leather was also launched. At present,
the company is also consciously requesting sustainable
alternative materials from suppliers for use in future genera-
tions of vehicles.
73
Financial Analysis
Net Assets
Financial Position
Enhancing the dealership sustainability initiative
With the implementation of its "Dealership Sustainability
Initiative", Porsche AG is supporting the planning, construc-
tion and operation of environmentally sustainable Porsche
Centres. The first reference project for this initiative in 2016
was the construction of a photovoltaic pylon on the site of
the new Porsche Centre in the Berlin-Adlershof technology
park a clear affirmation of a sustainable approach to energy
generation that conserves resources. The 25-metre high,
37-tonne steel construction with a striking convex façade
is fitted with exactly 7,776 monocrystalline solar cells that
generate up to 30,000 kilowatt hours of electricity per
year enough power to meet the Porsche Centre's basic
energy requirements. As a special service, visitors can
charge their electric vehicles for free using solar energy
from the pylon's charging pedestal.
For over 30 years, the Porsche procurement department
at the main plant in Zuffenhausen has worked together with
a facility for physically disabled people from the region. In
2015, Porsche entered into a further cooperation with a
workshop in Zuffenhausen, and another project was launched
in Leipzig in the 2016 reporting year. The ongoing promotion
The consideration of sustainability aspects in the supply
chain is a key focus area for Porsche. The company has
been an active part of the group-wide sustainability procure-
ment network and fully involved in the "sustainability in
supplier relations" concept of the Volkswagen Group since
as far back as 2013.
Sustainability in supplier relations
Since the end of 2015, virtually all brands and companies
that make up the Volkswagen Group have been following
standardised, fully digital processes within procurement.
External partners are able to find the up-to-date information
they require in the available systems at any time. The aim
is to create a global, standardised digital network that maps
all work processes between the procurement department
and suppliers.
Expansion of environmentally friendly logistics
Inevitably, the transportation of goods to and from the plants
involves emissions such as noise and an increased use of
resources. Porsche is addressing this issue with the efficient
and continuous use of environmentally compatible transport
means. Porsche is striving towards the systematic reduction
of emissions and achieving a positive effect on its own
environmental impact. In the reporting year 2016, a Scania
diesel/LPG hybrid truck began operating on the route be-
tween Soest and Zuffenhausen. Based on an annual distance
of around 410,000 kilometres, CO2 emissions were reduced
by around 10 per cent. This equates to savings of around
22,506 kilograms per year. In 2017, the company plans to
employ further vehicles of this type on the route between
Heilbronn/Uhingen and Zuffenhausen/Kornwestheim. More-
over, preparations are currently underway in Leipzig for the
use of an electric truck between the logistics centres and
the plant. The concept phase is to be completed at the
beginning of 2017, at which point the pilot phase will begin.
Tracking down potential savings
Conservation of resources along with environmentally
conscious and energy-efficient activities are fixed compo-
nents of the Porsche corporate strategy. The objective of
maximum efficiency applies not only to the products, but
also to the Zuffenhausen and Leipzig plants themselves. In
2016, for example, Porsche saved around one million euro
in its production efforts thanks to careful use of resources.
A separate team in the Production and Logistics department
- comprising operators, planners, maintenance and environ-
mental experts is devoted to tracking down energy savings
potential in the individual plants. The paint shop at the Leipzig
plant accounts for the lion's share of these savings. When
no painting is taking place, the systems are switched to
standby mode. This measure alone achieves annual savings
of around 120,000 euro. When converted, this equates to
575 Porsche 911 Carrera vehicles covering 30,000 kilome-
tres per year in a carbon-neutral manner. In addition, Porsche
uses the waste heat from a biomass power plant in direct
vicinity of the plant premises to cover 80 per cent of the paint
shop's heat requirements without additional CO2 emissions.
Moreover, switching off the system lighting in the Leipzig
body shop during weekend downtimes produces savings of
more than 50,000 euro per year. The efficiency team also
uncovered savings potential at the paint shop in Zuffenhausen.
When maintaining the compressed air systems, any leaks
are identified and rectified even faster. This alone saves an
annual cost of 50,000 euro.
And this push towards enhanced efficiency extends beyond
the country borders. By way of example, Porsche is employ-
ing an effective air-conditioning system at the technical
training centre in Shanghai. It utilises heat exchangers and
heat pumps to ensure simultaneous cooling and dehumidifi-
cation of the tropically warm ambient air. At the North
American headquarters in Atlanta, Georgia, the building façade
provides thermal insulation in the winter while also serving as
a heat shield in the summer. Elements of the demolished
factory previously located at the site were recycled and used
to construct the off-road track. In 2016, both projects were
awarded a gold certificate in the internationally renowned
LEED (Leadership in Energy and Environmental Design) rating
system for exceptionally ecological and efficient buildings.
70
Performance Sales, Production, Procurement
71
n
PROCUREMENT
For the procurement department of Porsche AG, 2016 was
a year filled with special challenges. The product range was
expanded significantly, and the company supplied a total
number of 237,778 vehicles to customers - a new record.
Thanks to its close, partnership-based cooperation with the
supplier industry, the procurement department was able
to maintain a constant supply of parts at all times.
Outstanding events for the Porsche procurement depart-
ment during the 2016 financial year included the successful
launch of the new mid-engine 718 Boxster and 718 Cayman
sports coupés, equipped with the new four-cylinder turbo
flat engine, as well as the sales launch of the second genera-
tion of the sporty Panamera luxury saloon. A further highlight
was the 911 R. The vehicle, of which just 991 units will
be built, is a striking representation of the traditionally close
relationship between motor racing and series production.
Another highlight of last year was the outstanding motor-
sport season in which Porsche succeeded in defending all
of the titles it had won in the FIA World Endurance Champion-
ship (WEC) in 2015. In collaboration with all specialist areas
involved, the procurement department brought the right
partners on board to ensure this success.
Porsche is continually working on further enhancing the pro-
curement organisation and building on its strengths together
with the suppliers. We strive to be competitive and ensure
optimum performance. The fact that the Porsche Strategy
2018 has already been successfully implemented is testa-
ment to the consistency with which key topics and objectives
are pursued and realised at Porsche. Within the Strategy
2025, the procurement department will play a considerable
part in achieving the company's goals, helping to further
the positive development of recent years. In 2016, further
important foundations were laid for the future of Porsche
with over 700 award decisions.
Four strategic procurement targets can be derived from the
Porsche Strategy 2025 and the global trends on the procure-
ment markets. Firstly, delivering top quality at competitive
conditions by actively developing technical and ecological
innovation processes. Secondly, ensuring efficiency for the
entire life of the products. Thirdly, guaranteeing reliability,
by ensuring constant availability of the procurement volume,
consistently high quality of the purchased parts, as well as
stable and efficient commodity flows. And fourthly, increasing
the attractiveness of the company for talented employees
and ensuring a high level of satisfaction among our employ-
ees by creating the optimum working conditions.
72
Procurement of production material and non-produc-
tion material
As in previous years, the material costs per vehicle were
further optimised during the 2016 financial year. The close
cooperation and early involvement of our business partners
in various cost and product workshops led to substantial
savings being made. In 2016, the material costs of Porsche
AG amounted to 4,129 million euro (2015 financial year:
3,948 million euro).
The procurement department also made an important
contribution during the reporting period towards achieving
the company goals regarding non-production material and
services. Due to the large number of infrastructure projects
under way, investments in the 2016 financial year totalled
1,695 million euro. This development reflects the continued
growth at Porsche (2015 financial year: 1,261 million euro).
Ensuring product quality and sustainability
in procurement
A crucial factor for the success of the Porsche brand is the
consistently high quality of the cars it sells. To ensure that
this requirement can be met in the long term, the implemen-
tation of an optimum quality of purchased parts across all
model lines was once again a focal point in 2016. To this
end, procurement is further expanding the activities designed
to optimise sub-supplier management. In addition, an over-
arching standard to harmonise and implement sustainability
principles in the supply chain was launched. Both the trans-
parency gained and the acceptance of our sustainability
principles are instrumental in helping to identify risk areas
at an early stage and continuing to improve quality. These
efforts were corroborated in 2016 by the extremely posi-
tive feedback from customers in the context of various
quality awards.
Site development in Sachsenheim
is assuming responsibility for all vehicles that have generally
been in production more than ten years. This remit includes
all aspects, from the technical literature to delivery of
52,000 genuine parts, right through to complete restorations.
The international dealership and service network was expand-
ed in 2016 to ensure optimum vehicle maintenance and to
become an expert point of contact for enthusiasts of classic
Porsche cars. Customers and potential buyers have a choice
of a 45 Porsche Classic partners around the world, two
of which are Porsche Classic Centres. These Porsche Classic
Centres bring the areas of services, workshop and classic
sportscar sales together under one roof for the first time. This
concept sees the sportscar manufacturer integrate the main-
tenance and value retention of modern and older classic
cars into a single innovative service concept, which closely
interlinks tradition and innovation.
At the end of the reporting period, the fixed assets of the
Porsche AG group - i.e., the intangible assets, property,
plant and equipment, leased assets, financial assets
accounted for using the equity method and other financial
assets came to 12,841 million euro, compared with
11,009 million euro in the previous year.
Tradition and innovation closely interlinked
Sporty and efficient: the Macan with new drive
The Macan debuted at the New York International Auto Show
at the end of March 2016 with an in-line four-cylinder turbo
engine with up to two bar boost pressure, charge-air cooling,
direct petrol injection and variable valve timing. The latest
entry-level model in the family of compact SUVS offers up
to 185 kW (252 hp). The two-litre turbocharged engine with
a torque of 370 Nm accelerates the Macan from zero to
100 km/h in 6.7 seconds. The Porsche double-clutch trans-
mission (PDK) transforms the power of the engine into a
top speed of 229 km/h. In accordance with the NEDC, the
vehicle has a fuel consumption level of between
7.2 l/100 km and 7.4 l/100 km.
With an empty weight of 1,770 kilograms, the Macan is the
lightest SUV offered by Porsche. Together with the agile
chassis and precise steering, the standard active all-wheel
drive Porsche Traction Management (PTM) ensures that the
Macan's engine power translates into sporty driving dynamics.
Sivs728
00
718 Cayman impresses with striking design and
muscular appearance
At the end of April 2016, Porsche presented the latest
718 Cayman at the Auto China Beijing Motor Show. The re-
developed fourth generation of the mid-engine sport Coupé
offers a similar thrill to the 718 Boxster, with a four-cylinder
flat engine and turbocharging. The result: 18 kW (25 hp)
more power. The entry-level variant of the 718 Cayman pro-
vides 257 kW (300 hp) with two-litre displacement and the
S model provides 257 kW (350 hp) with 2.5-litre displace-
ment. Fuel consumption is between 8.1 litres and 6.9 litres
60
A high-resolution seven-inch touchscreen will be included as
standard in all future Cayenne models. This model line has
also featured the latest generation of Porsche Communica-
tion Management (PCM) since March 2016. The screen's
user interface, which is similar to a smartphone, can be
operated intuitively using multi-touch gestures. The user is
able to integrate their smartphone or storage device via
various interfaces and if iPhone and PCM are connected, it is
also possible to use Apple Carplay®. Furthermore, the
Cayenne is now equipped with a navigation module offering
voice control and a high-resolution map display - now also
available in 3D for the first time depending on the region.
60
In November 2016, the Volkswagen Group announced that
it was planning a joint venture in collaboration with Audi,
Porsche, the BMW Group, Daimler AG and Ford Motor
Company. Together, the partners are hoping to establish the
most powerful charging network for electric vehicles in
Europe. To kick off the joint venture, the partners signed a
Memorandum of Understanding. The planned infrastructure
will support a charging capacity of up to 350 kW, enabling
charging times that are considerably shorter than those
possible with current fast charging networks. Around 400
stations are due to be constructed in 2017 as the first step
in the plan. More than a thousand high-performance charging
stations are planned by 2020, which will considerably
increase the long-distance travel capability and appeal of
electric vehicles. Porsche is thereby actively shaping the
future of sustainable mobility - not only by developing environ-
mentally friendly plug-in hybrid vehicles and purely electric
models, but also by building the necessary infrastructure.
New generation of the best-selling racing car
in the world
The second global debut at the Paris Motor Show was the
911 GT3 Cup. The specially designed four-litre flat engine
of the near-series GT racing car with direct petrol injection
and variable inlet and outlet camshaft control generates
357 kW (485 hp) and impresses with its reduced mainte-
nance costs and improved durability of its naturally aspirated
engine when in racing mode. For the first time in the world's
most manufactured GT racing car, a valve drive with rigidly
mounted rocker arms and a central oil feed have been
installed. Ready to race, the latest 911 GT3 Cup weighs
no more than 1,200 kilograms as a result of the intelligent
aluminium steel composite construction. The optimised
aerodynamics at the front and rear end provide the one-seater
with greater traction.
per 100 kilometres in the NEDC. The acceleration, top
speed and torque of the enclosed two-seaters are identical
to the performance figures of the new generation of
718 Boxster.
Porsche has adjusted the brake system of the previous
Cayman S to the increased performance of the 718 Cayman.
The four-piston callipers of the 911 Carrera have been-
installed on the front axle of the latest S model with six-milli-
metre thicker brake discs.
The ten per cent more direct steering and half-inch wider
rear wheels result in even better stability around corners
in combination with the redeveloped tyres. In the latest
718 Cayman, Porsche has placed great emphasis on preci-
sion and agility. The enhanced driving dynamics are under-
lined by the vehicle's taut proportions, accentuated air
intakes on the front and sides and a low silhouette. The inte-
rior also has a number of new features: The sports steering
wheel in the 918 Spyder design and the individually ex-
pandable Porsche Communication Management (PCM) are
available as standard equipment.
The new Panamera combines performance
and comfort
Joint venture planned for super-fast, high-performance
charging network
Cayenne with modern infotainment
59
Performance Research and development
Results of Operations
RESEARCH AND DEVELOPMENT
Spectacular global innovations
At the North American International Auto Show in Detroit in
January 2016, Porsche presented the new top models from
its 911 model line to the global public: the 911 Turbo and
911 Turbo S. These high-performance sportscars are 15 kW
(20 hp) more powerful than their predecessors and feature
a sharper design and improved equipment. The biturbo six-
cylinder engine with 3.8-litre displacement in the 911 Turbo
now delivers 397 kW (540 hp), while the 911 Turbo S
delivers 427 kW (580 hp). Porsche is still the only manufac-
turer to use turbochargers with variable turbine geometry in
conjunction with petrol engines. These engines are now
equipped with a dynamic boost function to further enhance
the responsiveness of the vehicles, meaning that the boost
pressure is sustained during a load change, i.e. when the
accelerator pedal is released briefly. As a result, there is virtu-
ally no delay in the engine's response when the accelerator
pedal is actuated again. The 911 Turbo S Coupé acceler-
ates to 100 km/h in 2.9 seconds and has a top speed of
330 km/h, whereas the 911 Turbo reaches 100 km/h in
3.0 seconds and has a top speed of 320 km/h. In accord-
ance with the New European Driving Cycle (NEDC), the
Coupés have a fuel consumption of 9.1 l/100 km, while the
Cabriolets have a fuel consumption of 9.3 l/100 km. This
equates to a reduction of 0.6 litres per 100 kilometres for
all variants compared to the predecessor models.
With a two-litre displacement, the 718 Boxster generates
220 kW (300 hp), while the 718 Boxster S performs at
257 kW (350 hp) with a displacement of 2.5 litres. Porsche
has also installed a turbocharger with variable turbine
geometry in the S model - the same used in the 911 Turbo.
Turbocharging increases the torque, which is how the two-
litre engine of the 718 Boxster is able to offer torque of
380 Nm, while the 718 Boxster S reaches up to 420 Nm.
As a result of the Porsche double-clutch transmission (PDK)
and the Sport Chrono Package, the 718 Boxster can go
from zero to 100 km/h in 4.7 seconds, while the S model
can do it in even less time: 4.2 seconds. These vehicles can
reach top speeds of 275 km/h and 285 km/h respectively.
Maximum performance around bends is ensured thanks
to the sports chassis with ten per cent more direct electro-
mechanical steering and the enhanced brakes. In accord-
ance with the NEDC, the fuel consumption level for the
718 Boxster is 6.9 l/100 km and for the 718 Boxster S it
is 7.3 l/100 km.
Research and development costs
in billion euro
1.31
1.58
2.21
2.15
1.95
-13%
Thanks to the redeveloped four-cylinder flat engine with
turbocharging, the latest generation of the 718 Boxster now
delivers 26 kW (35 hp) more power at a fuel consumption
level reduced by 13 per cent.
The 718 Boxster and 911 R celebrated their global debuts
at the Geneva Auto Show in March in conjunction with the
slogan "powerful and efficient". Thanks to the redeveloped
four-cylinder flat engine with turbocharging, the latest
generation of the 718 Boxster now delivers 26 kW (35 hp)
more power at a fuel consumption level reduced by 13 per
cent in accordance with the NEDC. This is the first time that
Porsche has built sportscars with four-cylinder flat engines
since the mid-1980s. Furthermore, Porsche now offers
the mid-engine Roadsters in a fresh design: A more prominent
nose section, a more masculine front with larger cooling
air intakes and redesigned Bi-Xenon main headlights set this
sportscar apart. The wider rear end is decorated by tail
lights with three-dimensional LED technology and four-point
brake lights. Sporty wings and door sills define the side
view of the vehicle, and a redesigned dashboard frames
the cockpit.
The new 911 R: a streamlined and classically
designed sportscar
With its high-speed, six-cylinder naturally aspirated engine
and manual six-speed sports gearbox, the Porsche 911 R is
a driving machine that follows the Porsche principle of purity.
The special edition model, limited to just 991 units, weighs
just 1,370 kilograms with a full tank of fuel, making it the
lightest 911 and a true high-performance sportscar, synony-
mous with consistent lightweight construction, maximum
performance and an unfiltered driving experience. The 911 R
is particularly suited to winding roads. The carbon bonnet
and wings as well as the magnesium roof lower the vehicle's
centre of gravity. The specially configured rear-axle steering
guarantees extremely responsive steering behaviour and
precise handling at a high level of driving stability. The
Porsche Stability Management (PSM) control systems have
been specially optimised for the 911 R. The six-cylinder
flat engine, which was already featured in the 911 GT3 RS,
with four-litre displacement, 368 kW (500 hp) and 460 Nm
of torque, accelerates the vehicle from zero to 100 km/h
in 3.8 seconds, with a top speed of 323 km/h. Total fuel
consumption in the NEDC amounts to 13.3 l/100 km.
2012 2013 2014 2015
58
2016
An early highlight of the 2016 financial year for Porsche
was the spectacular world première of the new Panamera in
Berlin at the end of June. The second generation of the
Panamera Gran Turismo distinctively combines two seemingly
opposing concepts: sportiness and luxury. The entire vehicle,
including its engine and transmission, has been completely
redeveloped. The Panamera is a technology champion with
an optimised design that boldly emphasises the ambition
of a sporty luxury saloon. The flatter front section, adjusted
side sections, a roof line that is even more dynamic, the
flyline and other specific design details such as the three-
dimensional tail lights and multi-material lightweight con-
struction of the vehicle body draw parallels with the iconic
911 sportscar.
In addition to its current models, Porsche's classic vehicles
thrill fans of the brand all over the world. Porsche Classic
With the new generation of the Panamera, Porsche is intro-
ducing its redeveloped V8 petrol engine with turbocharging
to the road. The objective: enhanced performance, in-
creased efficiency, greater power. The new generation offers
three high-performance biturbo V-engines with a bank angle
of 90 degrees, and the engine block has been scaled down
to 9.5 kilograms. In combination with the new eight-speed
double-clutch transmission, Porsche has reduced the fuel
consumption of its latest models by up to 16 per cent, while
at the same time increasing the power. The new transmis-
sion design combines increased torque capacity, the ideal
number of gears, optimum gear gradation and spread
with excellent shift performance and maximum efficiency
plus outstanding economy. In accordance with the NEDC,
the fuel consumption figures for the Panamera Turbo are be-
tween 9.3-9.4 l/100 km, between 8.1-8.2 1/100 km for
the Panamera 4S and between 6.7-6.8 l/100 km for the
Panamera 4S Diesel. All three vehicles have been launched
with all-wheel drive.
Performance Research and development
63
Sales, Production, Procurement
Sales
Production
Procurement
SALES
Awards and recognition from all sides
A wealth of international studies have confirmed that our
efforts to win customer loyalty and satisfaction have
achieved exceptionally successful results. In 2016, Porsche
won first place for the twelfth time running in the overall
evaluation of the "Automotive Performance, Execution and
Layout Study" (APEAL) conducted by J.D. Power, the
renowned American market research company. Power. That
means Porsche remains the most attractive vehicle brand
for customers in the USA. In addition, the Porsche 911,
Boxster and Macan models took first place in their respec-
tive categories. More than 80,000 new car owners took
part in the survey, assessing 245 models from 33 manufac-
turers in 10 categories.
1st place
62
Porsche also came out on top as the best brand in the USA's
"Sales Satisfaction Index" (SSI) in 2016 for the first time.
In Germany, more than 115,000 readers of the car maga-
zine "auto, motor und sport" voted the 911 and the 911 Cab-
riolet into top spot in the sportscar and cabriolet category in
the "Best Cars 2016" list for the second year running. "sport
auto" readers chose Porsche models as the winners in four
out of ten categories. The Boxster S, 911 Turbo S Cabriolet,
911 Carrera S Cabriolet and 911 R triumphed over the
competition in their respective categories. This meant that
Porsche came out on top as the most successful manufac-
turer in the survey. The British magazine "Top Gear" named
the Cayman GT4 as "Sports Car of the Year" and the
Porsche 911 GT3 RS as "Hardcore Car of the Year". The
German marketing prize "Best Brands" awarded Porsche
the title of best corporate brand in Europe - a nod to the
company's commercial success and the appeal of its brand.
Professional service
In keeping with the company's overall strategy in 2016, the
after sales department focused on the market launch of the
new Panamera as well as the global provision of spare parts
for the second generation of the Porsche sports saloon.
There were around 5,000 new parts available to the retail
organisation and its customers at the time of the car's sales
launch
almost three times more than for the 718 Boxster
and 718 Cayman models that were introduced shortly before.
The after sales department is providing the Porsche retail
organisation with the best possible preparation for future
challenges. For example, the retail development team
expanded its global area of operations to 32 countries and
integrated new fields of expertise. The team works with
dealerships on site to help them optimise the processes
and procedures both in their workshops as well as in direct
contact with customers. Consultants analyse individual
weaknesses, then develop solutions in collaboration with
colleagues on site and help to implement them. The retail
development team implemented 75 of these operations
in 2016.
In 2016, the after sales training department shifted the
focus of its work at the Zuffenhausen headquarters. The
team's objective is to qualify the global retail organisation
in view of technical vehicle innovations. The structure of
the team's specialist fields is now streamlined, flexible and
effective, focusing on new training methods, technologies
and responses to modified market requirements. The result
of this is a comprehensive qualification strategy for the
retail organisation, which will follow as the next step. To
implement this strategy, more than 14,000 service employ-
ees working in Porsche Centres are being prepared to
handle increasingly complex vehicle technology, including
electromobility and digitalisation, as well as new customer
requirements. This requires state-of-the-art training methods
and media. "Learning on demand" will become an integral
part of day-to-day work in the future thanks to virtual reality
and new video portal concepts, including via mobile devices.
Another key focus of the team's work in after sales is the
electrification of the drivetrain, which involves expertly
repairing high-voltage batteries. Fundamental to this is a
programme for expanding repair bases at the importer
and retail level. This programme was developed with the help
of local market assistance over the course of the reporting
year and contains concepts for optimising repair costs and
providing customers with reliable long-term care.
Expanding expertise in terms of methodology is essential
for ensuring continuous improvement of vehicle quality and
service. Advanced analytics, for example, automatically
and intelligently detect and draw links between cases and po-
tential focus areas for repair using algorithms as part of
automated learning. This system makes it possible to
observe the entire guarantee and goodwill period for all
existing customer and vehicle data. The result in the medium
term is faster response times and increased efficiency. This
expansion of the necessary infrastructure and relevant exper-
tise enables further applications to be opened up based on
"data and text mining" - the automated analysis of unstruc-
tured or poorly structured data and text.
Porsche also came out on top as the best brand in the USA's
"Sales Satisfaction Index" (SSI) in 2016 for the first time.
The SSI is compiled every year by J.D. Power. It focuses on
customer experiences with dealerships as well as new car
buyers' satisfaction during the buying process. The famous
US consumer magazine "Kelley Blue Book" presented the
Porsche brand with three Brand Image Awards - one for
Porsche in the category "Best Performance Luxury Brand",
one for the Macan in "Best Resale Value - Luxury Compact
SUV/Crossover" and one for the Panamera in "Best Resale
Value - High-End Luxury Car". Readers of the American
car magazine "Car and Driver" chose the Boxster/Cayman
as one of their "10 Best Cars".
62
Motorsport and sustainability - a combination that appears
unlikely at first glance. It is only when you look closer that
the link becomes clearer: Series-production vehicles are the
true winners from motorsport. Race tracks are essentially
a testing ground for Porsche. Testing new technologies and
innovations under extreme pressure facilitates the continuous
technological enhancement of series sportscars - and this
is how Porsche transfers its technology. Racing has had
a particularly noticeable impact on the development fields
of lightweight construction and aerodynamics. However,
Le Mans and other races are also enabling some pioneering
work in other fields, such as developments in battery tech-
nology and the enhancement of exhaust energy recuperation
systems. The result of this work is increased efficiency and
reduced emissions, both on the race track and on the road.
For example, the latest 911 Carrera saves 13 per cent more
energy than its predecessor. The 718 Boxster that was
introduced in spring 2016 also manages with 13 per cent
less energy, despite being more powerful. Sportiness,
performance and efficiency are not sacrificed at Porsche -
these features are supplemented and improved.
From the race track to the road - technology transfer
in motorsport
The new V8 petrol engine in the Panamera is a symbol of
power and agility. The Panamera Turbo top-level version
generates 404 kW (550 hp) from a mere four-litre displace-
ment. This displacement reduction of 0.8 litres demostrates
the continuation of Porsche's successful downsizing
strategy that has already been deployed in its front engine
vehicles and subsequently extended to its flat engines.
The engine reaches 770 Nm of torque at between 1,960
and 4,500 revolutions per minute (rpm), accelerating the
Panamera Turbo from zero to 100 km/h in 3.8 seconds
to a top speed of 306 km/h. For the first time ever, the drive
of this model features adaptive cylinder control. At a speed
range of between 950 rpm and 3,500 rpm and a torque
limit of up to 250 Nm, this eight-cylinder engine transforms
seamlessly into a four-cylinder engine by deactivating four
of its cylinders, reducing fuel consumption in the process.
The Panamera 4S Diesel is driven by a four-litre V8 engine
with 310 kW (422 hp) and 850 Nm of torque. The maximum
torque is available from 1,000 rpm up to 3,250 rpm and this
model accelerates from zero to 100 km/h in 4.5 seconds.
With a top speed of 285 km/h, it is currently the world's
fastest series-production vehicle with a diesel engine. A V6
petrol engine with 2.9-litre displacement and 324 kW
(440 hp) drives the Panamera 4S. Between 1,750 rpm and
5,500 rpm, the six-cylinder engine delivers a powerful torque
of 550 Nm to the drive axles, which helps the model to
accelerate from zero to 100 km/h in 4.4 seconds with a top
speed of 289 km/h.
Porsche has perfected the balancing act between sportscar
and luxury saloon with a new three-chamber air suspension
including the electronic damper control Porsche Active
Suspension Management (PASM) and the new electronic 4D
Chassis Control. The rear-axle steering, which is based on
the 918 Spyder and the 911 Turbo, provides the precision
and handling of a sportscar. The enhanced Porsche Dynamic
Chassis Control Sport (PDCC Sport) including Porsche Torque
Vectoring Plus (PTV Plus) supplements the overall concept.
Electromechanical steering ensures greater driving comfort
and efficiency.
61
Porsche also presents a forward-thinking display and control
concept in this model line, in the form of the Porsche
Advanced Cockpit with touch-sensitive panels and individually
configurable displays. At the same time, the user is able to
benefit from the clearer and more intuitive operation.
E-Performance: New hybrid strategy for the
Panamera 4 E-Hybrid
At Porsche, sustainability and performance are not mutually
exclusive. Hybridisation and electromobility are key princi-
ples for conserving resources and reducing energy require-
ments and emissions. At the same time, Porsche is able
to combine sportiness with the highest level of technologi-
cal ambition in its vehicles. Some winning examples of
this design strategy include the Panamera S E-Hybrid, the
918 Spyder super sportscar and the Cayenne S E-Hybrid.
At the beginning of September 2016, Porsche presented
the Panamera 4 E-Hybrid at the Paris Motor Show. The
hybrid strategy used to control the drive originates from
the 918 Spyder super sportscar.
In the Panamera 4 E-Hybrid, an electric motor and petrol
engine combine harmoniously, so that the 100 kW (136 hp)
of power generated by the electric motor is available at the
first touch of the accelerator. This, together with the new
2.9-litre V6 biturbo engine delivering 243 kW (330 hp),
generates an impressive boost scenario, with the electric
motor generating additional power at all times. This all-wheel
Porsche delivers a system power of 340 kW (462 hp) and
achieves a top speed of 278 km/h. In the redeveloped
"Hybrid Auto" driving mode, the vehicle is able to automati-
cally switch between and combine the two drive sources,
guaranteeing ultimate driving efficiency. The plug-in
hybrid which always starts in purely electric mode - can
cover a range of up to 50 kilometres and reach a maximum
speed of 140 km/h as a zero-emissions vehicle for local
driving. This sporty luxury saloon accelerates from zero to
100 km/h in 4.6 seconds, and can draw on a system torque
of 700 Nm from a standing start. According to the NEDC
for plug-in hybrid models, this model has an energy con-
sumption of 2.5 l/100 km and 15.9 kWh/100 km of electric
energy. The brake system in the Panamera 4 E-Hybrid was
developed from the system in the 918 Spyder and is known
as a "two-box system", consisting of an electromechanical
brake booster and a hybrid-compatible hydraulic unit. The
Panamera 4 E-Hybrid benefits from recuperation, meaning
that it recovers energy via the generator in the electric motor
when the vehicle brakes. When the driver presses the brake
pedal, the active recuperation management determines
whether the car brakes as a result of torque from the elec-
tric motor and/or as a result of the conventional brakes.
The driver cannot tell that this is happening, yet this process
provides the maximum level of recuperation and efficiency.
New Panamera versions in Los Angeles
At the end of November, the long-wheelbase versions
of the Panamera Turbo Executive with 404 kW (550 hp),
the Panamera 4S Executive with 324 kW (440 hp), the
Panamera 4 E-Hybrid Executive with 340 kW (462 hp) and
the Panamera 4 Executive with 243 kW (330 hp) celebrated
their world première at the Los Angeles Motor Show. The
wheelbase of the Executive versions is 150 millimetres
longer than with conventional Panamera models. For the
first time, the Panamera, Panamera 4 and Panamera 4
Executive feature a new three-litre V6 turbo engine with a
performance increase of 15 kW (20 hp) compared to the
first Panamera generation. At the same time, Porsche has
been able to reduce the fuel consumption of the Panamera 4
Executive by up to 1.0 l/100 km in accordance with
the NEDC.
The exclusive standard equipment of the all-wheel drive
Panamera Executive versions includes a large panoramic
roof and electrically adjustable heated comfort seats in the
front and rear, Porsche Active Suspension Management
PASM and roll-up sunblind behind the headrests in the rear.
The Panamera 4S Executive and the Panamera Turbo Execu-
tive also offer rear-axle steering and soft-close doors as
standard. The additional features of the Panamera Turbo
Executive include four-zone climate control, ambient lighting
and LED main headlights including the Porsche Dynamic
Light System (PDLS).
The Panamera and the Panamera 4 also debuted in Los
Angeles. Delivering 243 kW (330 hp), these models
represent the entry-level versions of Porsche's line of
luxury saloons.
Porsche 911 RSR to compete again
The Porsche 911 RSR was another highlight of the Los
Angeles Motor Show. The model is distinguished by its
consistent lightweight construction, new chassis, adjusted
body structure, reworked aerodynamic concept and opti-
mised engine and transmission. The GT racing car is driven
by a modern, naturally aspirated, six-cylinder flat engine in
front of the rear axle. Depending on the size of the restrictor,
this powerhouse delivers up to 375 kW (510 hp). The power
distribution in the vehicle is regulated by the sequential
six-speed constant mesh transmission with magnesium cas-
ing, which is controlled via rocker switches. An extra-large
rear diffuser ensures efficient aerodynamics. The aluminium/
steel hybrid construction reduces the overall weight of the
body, as previously demonstrated in the 911 GT3 Cup.
Porsche has installed the latest assistance systems in the
911 RSR. The "Collision Avoid System" - a radar-assisted
collision warning system - warns the driver of hazardous
situations on the race track via a monitor in the cockpit, even
when driving in the dark.
Responsible expansion of the Porsche Development
Centre in Weissach
Fascinating products and innovative technology have long
been a feature of the Porsche Development Centre in
Weissach. In 2016, Porsche finished construction on the new
drive and test centre in Weissach, which has a total floor
area of 35,000 square metres. A total of 18 test stands
support the development of new hybrid drives, combustion
engines and electric motors. There are 600 Development
Centre employees working in the building complex, where
test stands, workshops and offices are combined under
one roof.
Porsche is offsetting the extra space required for the contin-
ued expansion of the Development Centre with the imple-
mentation of compensatory measures agreed with the local
authorities. Alongside an area-specific compensation meas-
ure, Porsche is implementing supplementary measures for
promoting conservation. In the spring of 2016, a project
was launched with the aim of planting over 30 new trees on
the company grounds. The range of trees included lindens,
field maples, beeches and oaks. With the development of a
forest management concept as another environmental meas-
ure, Porsche is protecting a sufficient number of breeding
sites for the variety of different mating birds that reside on
the testing grounds of the Development Centre. Thanks
to a joint effort by employees and the Porsche works council,
bat boxes were introduced to the site and the surrounding
woods for the first time in the reporting year, supplementing
the numerous nesting boxes already available in the area.
With these projects for protecting nature and the environ-
ment, Porsche is enabling responsible expansion of the
Development Centre in Weissach.
Research and development costs
In the 2016 financial year, research costs and non-capital
development costs (excluding depreciation and amortisation)
at Porsche AG amounted to 981 million euro (previous year:
1.11 billion euro). Capitalised development costs amounted
to 1.23 billion euro (previous year: 1.04 billion euro). The
total research and development costs (excluding deprecia-
tion and amortisation) were 2.21 billion euro (previous year:
2.15 billion euro). In the 2016 financial year, the capitalisa-
tion rate was 56 per cent.
Performance Research and development
76
10,700
%
10
2,361
8
Other provisions
685
2
772
3
Deferred tax liabilities
Financial liabilities
3,213
864
749
2
3,669
11
2,549
9
699
2
776
3
Provisions for pensions and similar obligations
37
37
The equity of the Porsche AG group increased by
1,280 million euro to 11,980 million euro compared
Net Assets
of the Porsche AG Group
million euro
Assets
Intangible assets
Property, plant and equipment
Equity-accounted investments
Other equity investments
Tax receivables
Deferred tax assets
Non-current assets
Inventories
Other receivables
Tax receivables
Securities
Cash and cash equivalents
Current assets
Other financial liabilities
Other liabilities
Non-current liabilities
Provisions for taxes
Other provisions
Tax payables
Current liabilities
Equity and Liabilities
Equity
11,980
3
Cash and cash equivalents increased significantly year on
year, climbing by 404 million euro to 2,889 million euro.
316
265
10
3,127
11
Other liabilities
783
3
850
3
557
3,337
2
1
10.809
34
77
Performance - Financial Analysis
100
29,143
100
32,235
489
Other financial liabilities
8
2,214
1
9,446
29
7,472
26
77
0
63
0
1,636
5
1,460
5
Financial liabilities
1,830
6
2,768
9
Trade payables
2,589
8
1
Current other financial assets increased by 337 million euro
to 1,337 million euro. This was primarily attributable to the
clearing account with Porsche Holding Stuttgart GmbH.
Non-current and current receivables from financial services
rose from 1,887 million euro to 2,010 million euro. This
item mainly contains receivables from finance leases and
receivables from customer and dealer financing.
As a percentage of total assets, current assets amount to
27 compared to 26 per cent in the prior year. Inventories
increased slightly from 2,509 million euro in the prior year
to 2,536 million euro at the end of the reporting period.
4
1,289
5
Other financial assets
Other receivables
8,478
26
8,505
29
31
1,363
0
0
8
0
879
3
727
2
23,592
73
10
Financial services receivables
10
2,761
Dec. 31, 2015
%
3,965
12
3,286
11
5,116
16
4,580
16
333
1
332
1
54
0
50
0
Leased assets
3,373
11
21,548
74
2,536
8
59
0
43
0
2,889
9
2,485
9
8,643
27
7,595
26
32,235
100
29,143
100
NET ASSETS
As of December 31, 2016, the total assets of the Porsche
AG group stood at 32,235 million euro, 11 per cent higher
than on the prior-year reporting date.
Non-current assets increased by 2,044 million euro to
23,592 million euro. The increase relates mainly to fixed
assets and to deferred taxes. Non-current assets expressed
as a percentage of total assets amounted to 73 per cent
(prior year: 74 per cent).
Fixed assets expressed as a percentage of total assets
increased to 40 per cent (prior year: 38 per cent). Intangible
assets increased from 3,286 million euro to 3,965 million
euro. The increase mainly relates to capitalized development
costs. The largest additions relate to the Cayenne, Panamera
and 911. Property, plant and equipment increased in com-
parison to the prior year by 536 million euro to 5,116 million
euro, primarily due to additions to land and buildings, technical
equipment and machinery, and other equipment, operating
and office equipment. These additions consist mainly of tools
and construction work for the new generations of vehicles.
Leased assets increased by 612 million euro in comparison
to the prior year to 3,373 million euro. This item contains
vehicles leased to customers under operating leases.
Deferred income tax assets amounted to 879 million euro
compared with 727 million euro in the prior year.
0
Dec. 31, 2016
145
194
2,509
9
Trade receivables
591
2
486
2
Financial services receivables
647
2
598
2
Other financial assets
1,337
4
1,000
3
390
1
329
1
1
37
10,971
Other financial liabilities
0
-105
370
12 226
0
0
0
0
0
-307
338
-182
130
-437
482
992
363
-1,429
119
125
32
125
-144
32
-101
-65
Deferred tax assets
Tax receivables
Other receivables
Other financial assets
Financial services receivables
Other equity investments
Equity-accounted investments
Property, plant and equipment
Leased assets
Intangible assets
65
Assets
of Porsche AG as of December 31, 2016
Consolidated Statement of Financial Position
90
89
0
2,299
2,298
2,575
2,575
-36
million euro
0
125
32
Available-for-sale financial assets, before tax
Transferred to profit or loss
Fair value changes recognized in other comprehensive income
Available-for-sale financial assets
Cash flow hedges, net of tax
Deferred taxes relating to cash flow hedges
Cash flow hedges, before tax
Transferred to profit or loss
Fair value changes recognized in other comprehensive income
Deferred taxes relating to available-for-sale financial assets
Available-for-sale financial assets, net of tax
Cash flow hedges
Transferred to profit or loss
Unrealized currency translation gains/losses
Exchange differences on translating foreign operations
Items that will not be reclassified to profit or loss
Share of other comprehensive income of equity-accounted investments that will not
be reclassified to profit or loss, net of tax
Pension plan remeasurements recognized in other comprehensive income, net of tax
Pension plan remeasurements recognized in other comprehensive income, before tax
Deferred taxes relating to pension plan remeasurements recognized in other comprehensive income
Pension plan remeasurements recognized in other comprehensive income
Profit after tax
Exchange differences on translating foreign operations, before tax
Deferred taxes relating to exchange differences on translating foreign operations
Exchange differences on translating foreign operations, net of tax
Share of other comprehensive income of equity-accounted investments that
may be reclassified subsequently to profit or loss, net of tax
Items that may be reclassified subsequently to profit or loss
146
-435
0
0
146
-435
-65
184
211
-619
2,335
2,640
FY 2015
FY 2016
Performance - Financial Data
thereof profit attributable to non-controlling interests
thereof profit attributable to shareholders
Total comprehensive income
Other comprehensive income, net of tax
Deferred taxes relating to other comprehensive income
Other comprehensive income, before tax
Non-current assets
Inventories
Trade receivables
Financial services receivables
3,213
Provisions for pensions and similar obligations
10,700
11,980
Equity
2
Non-controlling interests
10,698
11,979
2,361
Equity before non-controlling interests
3,001
Retained earnings
7,857
8,933
45
45
Capital reserves
Subscribed capital
Equity and Liabilities
2,796
Other provisions
685
772
1,636
63
77
7,472
9,446
265
316
Financial liabilities
Other provisions
Provisions for taxes
Non-current liabilities
Other liabilities
776
699
Other financial liabilities
2,549
3,669
Financial liabilities
749
864
Deferred tax liabilities
29,143
million euro
32,235
8,643
1,289
1,363
50
54
332
333
2,761
3,373
4,580
8,478
5,116
3,965
Dec. 31, 2015
Dec. 31, 2016
Current assets
Cash, cash equivalents and time deposits
Securities
Tax receivables
Other receivables
Other financial assets
3,286
8,505
31
10
2,485
2,889
43
59
145
194
329
390
1,000
1,337
598
647
486
591
2,509
2,536
21,548
23,592
727
879
8
7,595
of Porsche AG for the period January 1 to December 31, 2016
Consolidated Statement of Comprehensive Income
88
3,697
Profit before tax
0
-22
0
-180
16
3,404
17
17
3,877
-1,561
-5
-1,140
6
1,286
5
1,206
-4
-908
-7
3,382
16
Income tax income/expense
Administrative expenses
Cost of sales
Gross profit
Distribution expenses
Sales revenue
million euro
of the Porsche AG Group
Results of Operations
The personnel expenses across all functions of the
Porsche AG group increased from 2,605 million euro to
2,875 million euro. The average number of employees
during the year rose by 2,710 to 26,251.
867 million euro. In relation to sales revenue, distribution ex-
penses increased slightly to 8 per cent (prior year: 7 per cent),
while administrative expenses remained level at 4 per cent.
Distribution expenses rose from 1,505 million euro to
1,703 million euro due to the higher volume of sales. Admin-
istrative expenses decreased from 908 million euro to
The cost of sales increased in line with revenue to
15,937 million euro (prior year: 15,441 million euro), which
represents 71 per cent of sales revenue (prior year: 72 per
cent). In absolute terms, the cost of sales rose by 496 million
euro or 3 per cent. This disproportionately small increase
was due to lower depreciation, amortization and impairment
of intangible assets and property, plant and equipment, as
well as lower research and development costs recognized in
profit or loss due to the increase in the capitalization rate
to 56 per cent (prior year: 48 per cent). The disproportionately
small increase in the cost of sales caused the gross margin
to increase from 28 per cent to 29 per cent.
Consolidated revenue at the Porsche AG group amounted
to 22,318 million euro in the reporting period (prior year:
21,533 million euro). In the last financial year, Porsche AG
delivered 232,041 new vehicles. This corresponds to a
6 per cent increase in units sold compared with the previ-
ous year. The principal contributor to the increase in sales
and revenue was the Macan model, with 97,105 units sold.
In terms of regional figures, the Chinese market has shown
particularly positive development, with 67,908 vehicles sold.
This corresponds to a 17 per cent increase in units sold.
The Porsche AG group's profit after tax increased by
305 million euro from 2,335 million euro in the correspond-
ing prior-year period to 2,640 million euro in the reporting
period. The tax rate in the reporting period was 29 per cent
(prior year: 31 per cent).
RESULTS OF OPERATIONS
11
2,335
12
2,640
Profit after tax
-1,047
-5
-1,057
-4
Other operating income
-867
-1,505
22,318
17,205
13,865 14,326
in million euros
Sales revenue
The net available liquidity of the automotive division - i.e.,
its gross liquidity less financial liabilities and excluding the
financial services business in each case - improved from
1,456 million euro as at December 31, 2015 to 1,965 million
euro as at December 31, 2016.
Payments made in respect of profit transfer and dividends
resulted in a cash outflow in the amount of 1,904 million
euro (previous year: 1,232 million euro). This was partly off-
set by a capital contribution amounting to 1,076 million euro
(prior year: 707 million euro) made by Porsche Holding
Stuttgart GmbH.
There was a change in cash flows from financing activities
from minus 838 million euro in the prior year to minus
786 million euro in the current fiscal year.
The cash flows from investing activities resulted in a cash
outflow of 2,724 million euro in the reporting period follow-
ing 2,119 million euro in the prior year. Investments in intan-
gible assets (excluding development costs capitalized) and
property, plant and equipment increased from 1,388 million
euro in the previous year to 1,438 million euro in the period
under review. Additions to capitalized development costs
amount to 1,228 million euro following 1,039 million euro in
fiscal year 2015.
21,533
Cash flows from operating activities amounted to 3,864 mil-
lion euro in the 2016 reporting period following 3,843 million
euro in the prior year. The material effects resulted from
increased profit and lower income taxes paid, and conversely
higher outflows for leased assets.
Current other financial liabilities amounted to 3,337 million
euro (prior year: 3,127 million euro). This mainly results
from an increase in the liability for the profit transfer to
Porsche Holding Stuttgart GmbH.
Trade payables rose to 2,589 million euro after 2,214 million
euro in the previous year. This increase is attributable to
higher volumes of investments and business.
Current liabilities decreased from 10,971 million euro to
10,809 million euro. Current liabilities expressed as a per-
centage of total capital fell from 37 per cent in the prior year
to 34 per cent as of December 31, 2016. Current financial
liabilities declined by 938 million euro, primarily due to the
redemption of a 1,000 million euro bond in February 2016.
Deferred income tax liabilities amounted to 864 million euro
compared with 749 million euro in the prior year.
Non-current other financial liabilities declined by 77 million
euro. This mainly relates to marking derivative financial
instruments to market.
The provisions for pensions and similar obligations rose by
852 million euro. This was primarily attributable to the
change in the discount rate in Germany from 2.7 per cent to
1.8 per cent.
Non-current liabilities relate to financial liabilities, pension
provisions, deferred income tax liabilities, other financial
liabilities, other liabilities and other provisions. They rose by
a significant 1,974 million euro year on year to 9,446 million
euro. Non-current liabilities expressed as a percentage of
total capital increased from 26 per cent in the prior year to
29 per cent at the end of the fiscal year. Non-current finan-
cial liabilities grew by 1,120 million euro, mainly due to the
placement of a debenture bond in March 2016.
By contrast, pension plan remeasurements (net of tax) repre-
sented reductions in equity by 435 million euro.
with the prior-year reporting date. The profit after tax, minus
profit transfer and dividends of 269 million euro, generated
increases in equity together with currency translation
differences, changes in the cash flow hedge (net of tax) and
a capital contribution by Porsche Holding Stuttgart GmbH
amounting to 1,076 million euro.
FINANCIAL POSITION
2012
2013 2014 2015 2016
78
-8
-1,703
28
6,092
29
6,381
-72
100
21,533
-15,441
-71
-15,937
100
22,318
%
FY 2015
%
FY 2016
80
Performance - Financial Analysis
79
SCAN
THIS CHART
-7
1,460
Other operating expenses
Operating profit
Performance - Financial Analysis
-180
Financial result
116
-44
Other financial result
-142
-144
Finance costs
8
-22
Share of profit or loss of equity-accounted investments
Other operating expenses
3,404
3,877
-1,561
-1,140
1,286
1,206
-908
-867
Operating profit
Profit before tax
Income tax income/expense
Current
87
Performance - Financial Data
-1,903
-2,370
0
thereof profit attributable to non-controlling interests
Profit transferred to Porsche Holding Stuttgart GmbH
2,334
2,640
thereof profit attributable to shareholders
2,335
2,640
Profit after tax
90
17
Deferred
-1,137
-1,074
-1,047
-1,057
3,382
3,697
-1,505
Financial result
-1,703
6,381
2012
3,877
3,404
2,429
2,579
2,719
82
in million euros
Operating profit (EBIT)
2013 2014 2015
The healthy cost structure and the sustainably high earnings
power of the group are also reflected in the key performance
indicators. The Porsche AG group achieved an operating
return on sales of 17.4 per cent in the past fiscal year
(prior year: 15.8 per cent). The pre-tax return on sales was
17 per cent (prior year: 16 per cent). The return on capital,
defined as the ratio of the operating result after tax to the
average invested assets of the automotive division, amounted
to 31 per cent (prior year: 31 per cent). The return on equity
after tax was 23 per cent (prior year: 23 per cent).
Operating profit amounted to 3,877 million euro, an increase
of 473 million euro in comparison with the previous year.
Other operating income declined from 1,286 million euro to
1,206 million euro. This was primarily due to lower income
from the reversal of provisions and accruals. Other operating
expenses decreased from 1,561 million euro to 1,140 mil-
lion euro. The decline mainly reflects from lower expenses in
connection with forward exchange transactions.
Depreciation, amortization and impairment across all
functions increased to 2,081 million euro compared with
2,124 million euro in the prior year. This primarily relates
to the depreciation, amortization and impairment of
leased assets.
2015 2016
17.4
15.8
in per cent
Operating return on sales
81
The financial result amounted to minus 180 million euro
(prior year: minus 22 million euro). The decrease in the
financial result was due to higher expenses from fair value
measurement relating principally to exchange rate and
interest rate hedging transactions that are not included in
hedge accounting.
2016
Performance - Financial Analysis
83
-15,441
-15,937
21,533
22,318
FY 2015
FY 2016
Administrative expenses
Other operating income
Distribution expenses
Cost of sales
Gross profit
Sales revenue
million euro
of Porsche AG for the period January 1 to December 31, 2016
Consolidated Income Statement
86
98
Consolidated Statement of Changes in Equity
Consolidated Statement of Cash Flows
Consolidated Statement of Financial Position
Consolidated Statement of Comprehensive Income
Consolidated Income Statement
Financial Data
6,092
2,214
2,707
45
2
10,700
32
32
32
-619
10,698
-619
0
482
482
482
184
0
-619
0
210
-643
Other comprehensive income
7,857
3,806
-577
0
-643
210
10,698
2
10,700
45
7,857
3,806
-577
0
-144
-1,905
40
-435
1,076
1,076
-2,370
-2,370
-2,371
45
1,076
8,933
-1,012
0
-305
242
0
11,979
4,076
2,575
2,575
0
0
338
32
0
-65
-65
2,640
2,640
0
2,640
2,640
-435
0
338
32
40
-1,903
-1,903
707
Accumulated
profit
Other comprehensive income
Revaluations
from pension
plans
Securities
marked to
market
Cash flow
hedges
Currency
translation
Retained earnings
Equity-accounted
investments
Noncontrolling
Group
interests
equity
45
7,150
Equity before
noncontrolling
interests
reserves
Capital
Subscribed
capital
Capital contribution
Profit transfer and dividends
As of December 31, 2015
As of January 1, 2016
Effects of currency translation
Revaluations from pension plans
Financial instruments pursuant to IAS 39
Taxes recognized in other comprehensive income
Other comprehensive income
Profit after tax
Total comprehensive income
Capital contribution
Profit transfer and dividends
As of December 31, 2016
94
3,375
-723
-336
85
-307
125
-36
-36
2,334
2,334
2,335
2,334
146
-307
125
2,298
2,299
707
707
C
11,980
146
65
125
9,596
9,599
125
125
211
211
211
0
-437
-437
-437
-65
0
130
65
Performance - Financial Data
95
Key figures
-542
-595
-220
-29
312
314
405
3
5
-26
2,124
2,081
-1,148
-1,035
-1
602
231
208
-1,228
Additions to capitalized development costs
-1,388
-1,438
and property, plant and equipment
Investments in intangible assets (excluding capitalized development costs),
Cash flows from operating activities
3,843
3,864
-119
-88
-827
-1,171
63
81
3,382
3,697
1,560
2,485
91
Performance - Financial Data
29,143
32,235
10,971
10,809
489
557
Current liabilities
Tax payables
850
783
Other liabilities
3,127
3,337
Consolidated Statement of Cash Flows
-1,039
of Porsche AG for the period January 1 to December 31, 2016
Cash and cash equivalents at beginning of period
FY 2015
FY 2016
Change in financial services receivables
Change in leased assets
Change in other provisions
Change in pension provisions
Change in liabilities (excluding financial liabilities)
Change in receivables (excluding financial services)
Change in inventories
Other non-cash expense/income
Share of profit or loss of equity-accounted investments
Gain/loss on disposal of non-current assets
Depreciation, amortization and impairment losses
Income taxes paid
Profit before tax
million euro
Total comprehensive income
Change in equity investments
-26
-5,317
-5,499
2,752
3,203
267
369
-2,296
Net liquidity
Securities, loans and time deposits
Gross liquidity
2,485
2,834
Cash and cash equivalents at end of period
2,485
2,834
Total third-party borrowings
-2,566
92
Performance - Financial Data
Key economic figures
Key figures for environment and energy
Key figures for personnel and social matters
Trade payables
2,768
1,830
Taxes recognized in otherm comprehensive income
Financial instruments pursuant to IAS 39
Revaluations from pension plans
Effects of currency translation
As of January 1, 2015
of Porsche AG for the period January 1 to December 31, 2016
Consolidated Statement of Changes in Equity
million euro
93
Cash and cash equivalents at end of period
886
354
Net change in cash and cash equivalents
-2,724
Repayment of bonds
Proceeds from issuance of bonds
Profit transfer and dividends
Capital contributions
Cash flows from investing activities
261
-96
Change in loans and time deposits
-4
-17
Change in investments in securities
77
88
Cash received from disposal of intangible assets and property, plant and equipment
-2,119
-33
1,076
-1,904
39
-5
Effect of exchange rate changes on cash and cash equivalents
-838
-786
Cash flows from financing activities
-506
Profit after tax
917
Change in other financial liabilities
-2,343
-3,582
2,536
2,589
-1,232
707
911
million euro
FSC® C006024
Macan
23,211
21,978
24,882
Units
Boxster Cayman
545
375
Units
918 Spyder
31,590
31,373
31,648
9,599
Fixed assets
million euro
12,841
million euro
Depreciation, amortization and impairment losses
10,405
12,095
12,623
million euro
Units
Cost of materials
2,427
2,666
million euro
Capital expenditure 2)
9,691
11,009
2,114
97,177
86,016
59,363
2,605
2,165
Financials
Sales revenue
million euro
22,318
2,875
21,533
Total assets
Equity
million euro
32,235
29,143
26,060
17,205
2,081
million euro
22,401
Cayenne
Units
71,693
79,700
66,005
Units
Personnel expenses
14,218
10,700
Panamera
Employees¹)
number
27,612
24,481
15,055
2,124
1,878
Cash flows from operating activities
Ben Weinberger, Spokesperson, SUVs and Saloons
Hermann-Josef Stappen, Spokesperson, Technology
Anja Wassertheurer, Director Product and Technical Communications
Elena Storm, Spokesperson, Sports Cars
Christian Weiss, Spokesperson, Procurement, Production & Logistics
Matthias Rauter, Spokesperson, Human Resources and Sustainability
Nadine Toberer, Spokesperson, Sales and Marketing
Frank Scholtys, Director Corporate Communications
Daniela Rathe, Director Politics and External Affairs
Michaela Burtsche, Sustainability Management
Consultation
Contact persons
www.newsroom.porsche.com/reports
Tel. +49 711 911-0
D-70435 Stuttgart
Dr. Ing. h.c. F. Porsche AG
Porscheplatz 1
Publisher
Legal notice
Dr Josef Arweck, Vice President Communications
Sabine Schröder, Director Corporate Publishing
114
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11,980
-
(G4-22, G4-23, G4-29, G4-30)
3,060
3,382
3,697
million euro
Profit before tax
2,719
million euro
3,404
million euro
Operating result (EBIT)
3,179
3,843
3,864
million euro
3,877
In future, the combined Annual and Sustainability Report
is expected to be released annually. Previously, a completely
revised sustainability report was published every two years
- most recently in May 2016 – in addition to the annual
report. If corrections have been made to previously reported
information, this has been marked accordingly in footnotes.
2,640
2,201
Reporting cycle
The information on sustainability engagement at Porsche
was authored in compliance with the guidelines of the Global
Reporting Initiative (GRI G4) in accordance with the "Core"
option. In the GRI Content Index, the degree to which the
indicators have been fulfilled and their location in the printed
and online versions of the report are shown. A full external
audit of the information and key indicators for the 2016
financial year has not taken place.
Reporting standard and assurance
(G4-32, G4-33)
This report represents the first time that Porsche has
published a combined Annual and Sustainability Report.
The financial analysis, key figures and data can be
found in concise form at the end of this report and
in detail online in the Porsche Newsroom
(www.newsroom.porsche.com/reports). This is where
Porsche also provides more information regarding its
commitment to sustainability. Data was collected and pro-
cessed using various internal reporting and processing
systems. The subsequent internal consolidation and
verification contribute to the reliability of the data. The
2016 Annual and Sustainability Report relates to the period
of January 1, 2016 to December 31, 2016. Information
from before this time period has been included to ensure
that the report is comprehensive. The end date for all data
is December 31, 2016. The editorial deadline for this
report was in February 2017. All information relates to
Dr. Ing. h.c. F. Porsche AG, unless specified otherwise.
Contents of the report and reporting period
(G4-18, G4-23, G4-28)
About this report
2,335
113
Performance - Further Information
By selecting various parameters such as time period, key figure type or display type, you can generate and
save individual comparisons in different formats.
www.newsroom.porsche.com/charts
Porsche Newsroom provides more information and an interactive comparison of current financial and volume data.
21 Relates to investements in intangible assets and property, plant and equipment.
"As of December 31.
Profit after tax
SCAN
THIS PAGE
22,383
203,097
The key figures concerning deliveries and production relate to the Porsche Group
(including subsidiaries).
7.3
11.2
450
331
911 Targa 4 GTS PDK
56
15.9
2.5
462
340
Panamera 4 E-Hybrid Sport Turismo
220
9.7
7.6
13.3
450
331
911 Targa 4 GTS
56
15.9
2.5
8.7
196
Panamera Turbo S E-Hybrid
500
7.5
11.8
580
427
911 Turbo S
66
16.2
2.9
680
500
462
Panamera Turbo S E-Hybrid Executive
9.1
7.5
11.8
540
397
911 Turbo
66
16.2
2.9
680
212
340
Panamera 4 E-Hybrid Executive
184
combined
[g/km]
CO₂2
consumption emissions
[kWh/
100 km]
[I/100 km]
(combined)
Power
Fuel con-
sumption
Power
[hp]
output [kW]
Power
206
911 Targa 4 PDK
8.9
12.4
370
272
911 Targa 4
196
8.7
7.3
11.2
450
331
6.9
9.1
272
10.3
8.0
6.7
10.4
420
309
911 Targa 4S PDK
56
15.9
2.5
462
370
340
208
9.0
6.8
12.6
420
309
911 Targa 4S
182
7.9
6.5
Panamera 4 E-Hybrid
212
Cayenne S E-Hybrid
306
41, 67-68, 70-71, 100
Full
Energy consumption within the company
EN3
→ Kennzahlen
38, 73
Full
Materials used
EN1
Environmental
→ Kennzahlen
→ Text/Kennzahlen
→ Index/Kennzahlen
→ Index
Full
Full
Full
Spending on local suppliers at significant locations of operation
EC9
Infrastructure investments and services supported
EC7
Proportion of senior management hired from the local community
EC6
→ Index
Partial
10-13, 41, 44, 103, 113
Ratio of standard entry-level wage to local minimum wage
This business and sustainability report takes into consideration the guidelines of the fourth edition (G4) of the Global Reporting Initiative (GRI)
in accordance with the "Core" option and has been checked by the GRI within the framework of a "Materiality Disclosure Service". In the
GRI Content Index below, the degree to which the indicators have been fulfilled and their location in the printed and online versions of the
report are shown. A detailed version of the GRI Content Index is available in the Porsche Newsroom: www.newsroom.porsche.com/reports
Energy intensity
EN15
→ Index/Text
Full
Impact of activities in protected areas
EN12
→ Index/Text
Full
Operational sites in protected areas
EN11
→ Kennzahlen
EN5
39, 101
Total water consumption
EN8
→ Text
39, 42, 67-68, 70-71
Partial
Reduction of energy consumption
EN6
→ Kennzahlen
100
Full
Full
911 Carrera 4 GTS Cabriolet PDK
EC5
Full
108
109
Performance - Further Information
*Range depending on the tyre set used
216
9.3
7.6
12.1
580
427
Performance indicators
911 Turbo S Cabriolet
9.3
7.6
12.1
540
397
911 Turbo Cabriolet
79-75*
20.8-18.6*
3.4-3.3*
416
216
→ Index
GRI Content Index
GRI
Financial assistance received from government
EC4
→ Index/Text
Full
Coverage of the defined benefit pension plan
EC3
→ Text
Partial
Financial implications and other risks and opportunities due to climate change
EC2
Materiality
→ Index/Kennzahlen
Full
Value generated and distributed
EC1
Economic
Online version
Printed report
"Performance"
Level of
achievement
Service
Mar 2017
Disclosures
Dr. Ing. h.c. F. Porsche AG
23, 41, 53-55, 75-95, 103, 113
220
9.7
7.6
309
911 Carrera S Cabriolet PDK
7.4-7.2* 172-167*
9.0-8.7* 212-204*
6.3-6.1* 164-159*
9.2-8.8* 215-207*
7.8-7.4*
360 11.8-11.4*
265
Macan GTS
202
8.8
6.7
420
12.3
309
6.6-6.4*
7.6-7.3*
5.9-5.7*
8.6-8.4*
340 11.6-11.3*
6.9-6.7*
258
190
Macan S Diesel
172
7.5
6.2
9.9
420
370
10.2
7.8
7.0
10.8
450
331
911 Carrera GTS Cabriolet PDK
9.7-9.4* 224-217*
8.0-7.7*
9.2-8.9* 216-208*
7.8-7.5*
400 11.8-11.5*
440 12.6-12.3*
6.5
324
214
9.4
7.3
12.9
450
331
911 Carrera GTS Cabriolet
294
Macan Turbo
178
Macan Turbo Performance Package
8.4
272
Macan S
420
309
9.5-9.4* 217-215*
6.8-6.7* 178-176*
8.3-8.2* 189-187*
7.9-7.8* 180-178*
6.7-6.6*
6.9-6.8*
7.4-7.3*
5.9-5.8*
7.9
422
310
Panamera 4S Diesel Sport Turismo
10.1
199
6,6
12.2
420
309
550 13.1-12.9*
404
Panamera Turbo Sport Turismo
169
7.4
6.0
8,7
250
6.4
174
195
8.5
6.5
11.9
370
272
252
185
Macan
188
7.7
8.3
10,7
450
331
Macan
212
9.4
7.3
12.9
450
331
6.9
Direct greenhouse gas emissions (Scope 1)
190
272
11.5
9.8-9.5* 229-223*
6.8-6.6* 179-173*
6.2-6.0*
8.0-7.8*
7.2-7.0* 8.2-8.0* 215-209*
8.3-8.1* 10.0-9.8* 234-228*
8.9-8.7* 11.5-11.2* 267-261*
8.9
15.9
570
419
7.8-7.6*
13.0-12.4*
10,3-10,1*
13.2-12.9*
15.9-15.5*
520
382
267
440
385
283
420
309
262
193
Cayenne Turbo S
206
8.9
6.9
324
12.4
272
10.3
13.3
450
331
911 Carrera 4 GTS Cabriolet
Model
184
8.0
6.7
10.4
420
370
309
Plug-in hybrids
208
9.0
6.8
12.6
420
309
182
7.9
6.5
911 Carrera 4S Cabriolet PDK
911 Carrera 4
370
Cayenne Turbo
911 Carrera 4S PDK
204
8.9
6.8
12.4
420
309
911 Carrera 4S
Cayenne Diesel
177
911 Carrera 4 GTS
7.7
10.1
370
272
911 Carrera 4 PDK
Cayenne
201
8.7
6.7
12.2
370
6.3
272
911 Carrera 4 GTS PDK
911 Carrera 4 Cabriolet PDK
192
8.5
7.1
10.9
450
331
Cayenne GTS
Cayenne S Diesel
Cayenne S
216
911 Carrera 4 Cabriolet
9.5
13.0
450
331
180
7.9
6.6
10.3
420
309
911 Carrera 4S Cabriolet
7.4
Full
101
→ Kennzahlen
Full
Legal actions for anti-competitive behaviour, anti-trust and monopoly practices
S07
→ Text
32-35
Full
Results of stakeholder dialogue and response by the company
G4-27
→ Index/Text
Full
→ Index
Political contributions
→ Text
32-33
Full
Approaches to stakeholder dialogue
G4-26
→ Index
Full
→ Index/Kennzahlen
36
Full
S06
→ Index
Report profile
Sanctions for non-compliance with laws and regulations
Full
Reporting cycle
G4-30
→ Index
→ Text
32
Full
Grievances in relation to societal impact
S011
114
S08
Full
G4-29
Partial
Screening of suppliers using criteria relating to societal impact
S09
114
Full
Reporting period
G4-28
→ Index
Full
Date of most recent report
114
Full
S05
→ Index/Text
73
→ Index/Text
73
→ Index
→ Index
Full
Partial
Full
Full
41, 73
Operations with an increased risk of child labour
Operations with an increased risk of forced labour
Screening of suppliers using human rights criteria
Grievances in relation to human rights impact
→ Text
HR10
→ Text
27, 30, 32, 34-35
27, 32, 34-35
Full
HR6
Text
32, 34-35
Full
Full
HR12
Operations and sites assessed for risk of corruption
Communication and training on anti-corruption
Incidence of corruption and corrective actions taken
→ Text
32, 34, 114
→ Text
32-33
Full
Selection of stakeholders
G4-25
S04
→ Text
32-34
Full
Stakeholder groups engaged
→ Index
G4-24
Stakeholder engagement
→ Text/Kennzahlen
12, 40-41, 50, 52-55, 103
Full
Impact on the local community
S01
Society
Index
114
Index
S03
Investment agreements that include human rights clauses or underwent human rights screening
Incidents of discrimination and corrective actions taken
Product responsibility
Contact point for questions about the report
44
Units
918 Spyder
30,510
189,849
225,121
31,350
32,365
Units
237,778
Units
566
911
FY 2014
FY 2015
FY 2016
Brief overview
Porsche AG Group
112
111
→ Index
→ Index
→ Index
Deliveries
Index
301
Units
234,497
239,618
Units
Production
24,864
17,207
15,240
Units
65,941
73,119
Boxster/Cayman
70,867
Panamera
Cayenne
44,636
80,216
95,642
Units
Macan
23,597
22,663
23,620
Units
G4-31
Performance - Further Information
Full
Results of customer satisfaction surveys
PR5
114
Partial
External assurance
G4-33
→ Index
→ Index/Text
108-109
Full
Full
Product information and labelling
→ Index
110-111, 114
Full
"In accordance" option and GRI Content Index
G4-32
Full
Assessing products for health and safety impact
PR1
115
Full
PR3
110
36, 41, 66
PR6
Sanctions for non-compliance with laws and regulations regarding the provision
and use of products and services
PR9
→ Index/Text
27-29, 36-37, 39-40
Full
Values, principles, standards and norms of behaviour
G4-56
Ethics and integrity
Partial
Grievances regarding breaches of customer privacy
→ Text
PR8
Standards and voluntary codes of conduct in relation to advertising
PR7
→ Text
6-7, 106-107
Full
Governance structure of the company
G4-34
Full
Sale of banned or disputed products
Corporate governance
Partial
9.9
HR5
→ Text
G4-4
Name of the company
G4-3
→ Kennzahlen
→ Text/Kennzahlen
39, 46, 71, 101
41, 101
Full
Environmental protection expenditure and investments
EN31
Full
Brands, products and services
Environmental impact of transport and logistics
→ Text
28, 36-40
→ Index
Full
Sanctions for non-compliance with environmental laws and regulations
EN29
→ Text
6-7
Full
Full
EN30
→ Text
G4-5
G4-6
G4-19
G4-18
G4-17
Markets
Ownership structures and legal form
G4-16
G4-15
Precautionary principle
G4-14
Changes during the reporting period
Headquarters of the company
G4-13
G4-12
Coverage by collective bargaining agreements
G4-11
Workforce
G4-10
Scale of the company
G4-9
G4-8
G4-7
Countries in which the company operates
Description of the supply chain
Support from external charters, principles and initiatives
10-13, 38, 39, 41, 58-63
Measures for mitigating the environmental impact of products
Printed report
"Performance"
Level of
achievement
General standard information
EN21
→ Kennzahlen
Full
Emissions of ozone-depleting substances
EN20
→ Kennzahlen
Full
Online version
Greenhouse gas emission intensity
→ Kennzahlen
71, 101
Full
Other indirect greenhouse gas emissions (Scope 3)
EN17
→ Kennzahlen
41, 70-71, 101
Full
Indirect energy-related greenhouse gas emissions (Scope 2)
EN16
EN18
Full
NO, SO, and other significant airborne emissions
101
EN27
G4-2
Foreword by the Chairman of the Executive Board
G4-1
Strategy and analysis
Key sustainability effects, risks and opportunities
Company profile
→ Index
Full
Significant spills
Full
EN24
39, 101
Full
Waste by type and disposal method
EN23
→ Index/Kennzahlen
39, 101
Full
Total water discharge
EN22
→ Kennzahlen
→ Kennzahlen
HR3
Memberships of associations and interest groups
Entities included in the consolidated annual financial statements
→ Index/Text
40, 43-50
LA12
→ Index
4, 10-15, 114
→ Text/Kennzahlen
40-41, 47-48, 103
Full
Employee training
LA9
LA13
→ Index/Text
→ Index/Text
40, 50
Full
Incidence and risk of work-related illness
LA7
→ Index
→ Index/Kennzahlen
40, 103
Full
→ Index
36-37, 41, 72-73, 99
Full
Composition of management bodies and breakdown of employees by employee category
Remuneration structure and salaries
6, 10, 49-50, 102, 106-107
27, 30, 32, 34-35, 114
Full
→ Index
98
HR1
Human rights
→ Index/Text
→ Index
Full
Grievances about labour practices
Full
LA16
→ Text
41, 73
Partial
Screening of suppliers using labour practice criteria
LA14
12, 32, 37, 39, 60, 73,
110-111, 114
Full
→ Index
Full
→ Index/Kennzahlen
→ Index
Identified material aspects and boundaries
→ Index
Full
→ Text/Kennzahlen
41, 73, 99
Full
Screening of suppliers using environmental criteria
Negative environmental impact
→ Index/Text
7, 16, 58-62, 108-109
EN34
→ Index
115
EN32
Full
1회회회회회회회
Changes in the scope and aspect boundaries
G4-23
Restatement of information reported previously
G4-22
Aspect boundaries outside the company
G4-21
Aspect boundaries within the company
G4-20
Material aspects identified
Report content and implementation of reporting principles
1회회회회회회회회회회회회 회회
32
36
115
→ Index/Kennzahlen
Full
→ Index/Kennzahlen
40-41, 44-45, 51, 102-103, 113
Full
Total workforce, new hires and employee turnover
Return to work and retention rates after parental leave
Minimum notice periods regarding operational changes
Representation in joint management-worker committees
Injuries, lost days and fatalities
LA6
→ Kennzahlen
23, 40, 44-45, 51, 102-103
LA5
→ Index
→ Kennzahlen
LA4
18-22
LA3
→ Index
LA1
18-22
Full
Full
Full
Labour practices and decent work
16-23, 45, 75-95, 98, 102
370
272
330 10.0-9.9*
440 10.4-10.3*
Of which Porsche Leipzig GmbH"
Of which Porsche AG")
Porsche Group (including subsidiaries)
Total workforce
Unless specified otherwise, the key figures shown below concerning personnel and social matters relate in principle to
Porsche AG and Porsche Leipzig GmbH. A detailed overview of the key figures can be found in the Porsche Newsroom:
www.newsroom.porsche.com/reports
Key figures for personnel and social matters
101
Performance - Key figures
"Investments at the Zuffenhausen and Weissach sites have been included in calculations
27%
"The specified employee figures are based on reports by region
12.30
11.54
47%
20.48
Prevention
1.09
26%
11.40
26%
11.11
18%
27%
7.84
(Porsche AG = Baden-Württemberg, Porsche Leipzig GmbH = Saxony).
Employees by gender
2016
3,061
3,667
3,994
22,401
13,409
24,481
14,569
16,241
27,612
2014
2015
Employee structure
2016
2015
2016
Employee turnover ¹)
Proportion of foreign employees¹)
"Due to the equal payment and attractive framework conditions, the number of temporary employees
has not been reported separately.
Employees exempt from wage agreements and executive employees
Employees subject to wage agreements
Employees by type of employment ¹)
Male
Female
2014
2015
Remedy costs
12.90
1,681
1,957
15,468
17,121
19,312
16,764
18,802
21,269
2014
2015
1,296
2016
645,568
588,050
668,606
594,427
2014
2015
2016
2016
Investments in environmental protection in euro
0.98
0.96
Waste for disposal
577,950
515,578
30%
2015
THIS CHART
30%
12.82
25%
10.89
Emissions control
1.07
17%
7.70
17%
7.26
SCAN
10%
Waste disposal
100%
44.30
100%
42.73
100%
43.57
Total¹)
1.12
2014
4.36
Waste for recycling
2014
2,483
0
0
1
2,605
2,542
1,957
247
165
171
2014
2016
2015
SCAN
THIS CHART
20.6%
14.2%
9.3%
79.4%
85.8%
90.7%
13,833
17,963
18,337
2016
16,764
2,931
2015
Approx. 5.0
Hans Dieter Pötsch
Engineer
Hans-Peter Porsche
Investment management
Dr Ferdinand Oliver Porsche
Lawyer
Dr Hans Michel Piëch
Chairman of the general and group works council of Dr. Ing. h.c. F. Porsche AG
Chairman of the Zuffenhausen/Ludwigsburg/Sachsenheim works council
Deputy chairman of the works council of Porsche Automobil Holding SE
Deputy Chairman
Uwe Hück*
2014
Chairman
of Dr. Ing. h.c. F. Porsche AG
The Supervisory Board
Porsche in Figures - Brief Overview
GRI Content Index
Emission and Consumption Information
The Supervisory Board
Further Information
103
Approx. 6.3
Approx. 4.6
Dr Wolfgang Porsche
Diplom-Kaufmann
2,872
3,768
21,731
2015
2016
Number of accidents, lost days and fatalities ¹)
SCAN
THIS CHART
11 We do not report on the average training hours per employee and year. This information is not
essential to us as it is not relevant for management. The closing dates for the 2014 and 2015 key figures
were 10/02/2015 and 05/02/2016.
Employees exempt from wage agreements and executive employees
Employees subject to wage agreements
Distribution of participants by employee category
Male
Female
2014
Total number of participants
"Employee turnover is not broken down by age group, gender and region. These figures are not essential to us as they are not relevant for management.
The key figure is also calculated without including fixed-term employment contracts, employees entering into receipt of pensions and semi-retired workers.
1,666
1,817
1,923
14,804
16,419
18,312
2,200
14,270
15,753
17,363
Training programme participants ¹)
3,461
Porsche AG
12.0%
21,798
2014
2015
2016
0.76%
0.60%
0.60%
Performance - Key figures
Donations made in million euro
31 Working days are counted as lost days (usually Mo-Fr); the day of the accident is not included (>= 1 lost calendar day).
12.2%
21 Non-serious injuries resulting from minor accidents are not included in the report. Accidents not resulting in lost days
(calendar days) count as minor accidents.
Fatalities
Lost days³)
Accidents 2
102
"We do not report on minorities, as we are not permitted to collect this data due to personality rights.
1.0%
1.0%
0.8%
Porsche Leipzig GmbH
12.0%
"The closing dates for the 2014 and 2015 key figures were 15/01/2015 and 14/01/2016. It is not possible to report
on employees from temporary employment agencies and external companies, or independent contractors.
Diplom-Wirtschaftsingenieur
1.04
Volume of waste in t
Cayenne
59,363
86,016
97,177
Vehicles
Macan
1) Suppliers are considered to be local if they are based in the EU.
Zuffenhausen and Leipzig are considered the main business sites.
23,211
21,978
24,882
Panamera
Vehicles
545
Expenditure for local suppliers at main business sites¹)
Proportion of allocated purchasing budget spent on local suppliers
31,590
203,097
234,497
31,373
375
Vehicles
918 Spyder
31,648
Vehicles
911
Boxster Cayman
239,618
Vehicles
79,700
Supplier screening based on environmental criteria
Proportion of screened suppliers
2014
2015
2016
99%
99%
98%
2014
2015
2016
71,693
Based outside the EU
4.3%
Based outside the EU
98
Since August 1, 2012, Volkswagen AG has been the sole shareholder of Porsche Holding Stuttgart GmbH, which holds 100 per cent of
the share capital in Porsche AG. Dependency agreements and profit transfer agreements exist between Porsche Holding Stuttgart GmbH
and Porsche AG, as well as between Porsche AG and its major domestic subsidiaries. The basis of consolidation at Porsche AG includes a
total of 105 fully consolidated companies, with 25 headquartered in Germany and 80 abroad.
(G4-17)
Basis of consolidation
22,383
15,055
14,218
Vehicles
66,005
2.0%
100%
Vehicles
"Based on the creditor's billing address.
23,597
22,663
23,620
Vehicles
Boxster/Cayman
301
189,849
30,510
31,350
566
32,365
44
Vehicles
Macan
918 Spyder
911
225,121
237,778
Vehicles
Total
2014
2015
2016
Deliveries
The key figures concerning suppliers relate to Porsche AG.
Vehicles
Total
Vehicles
80,216
Based in the EU
98.0%
Suppliers of non-production materials
Based in the EU
95.7%
Suppliers of production materials
Supplier origin 2016¹)
2014
2015
2016
95,642
Production
17,207
15,240
Vehicles
Panamera
65,941
73,119
70,867
Vehicles
Cayenne
44,636
24,864
Total
100%
Performance - Key figures
296,873
Total 21
SCAN
THIS CHART
2014³)
2015
2016
Indirect energy consumption according to primary energy sources in MWh
A method for calculating Scope 3 emissions in logistics is currently under development.
21 The values published in the 2014 key figures update have been partially corrected.
"The emissions indicated relate only to business trips, i.e. made by train (Porsche AG only) and plane.
52,585
1,491,297
282,369
53,530
1,504,843
Fuel (in litres)
64,603
0.27
0.27
0.3
Weight of dust emissions
184,809
199,443
217,104
104.08
1,385,573
110.05
Production sites
222,573
THIS CHART
SCAN
100
11 The values published in the 2014 key figures update have been partially corrected.
2014¹)
2015
2016
Indirect energy consumption in MWh/vehicle (Porsche production sites only)
2014¹)
2015
233,523
2016
3) The values published in the 2014 key figures update have been partially corrected.
Units
21 The indirect energy consumption is comprised of electrical energy and district heating.
"The direct energy consumption is comprised of gas, combustible gas for manufacturing processes,
heating oil, special energy products and fuel.
56,996
59,796
63,350
Other sites
Fresh water and waste water in m³
263,855
206,859
Direct energy consumption in MWh/vehicle (Porsche production sites only)
100%
116.93
250,219
49,659
53,136
Direct GHG emissions in t CO₂ equivalent (Scope 1)
31,556
31,466
34,184
Other sites
104,742
110,795
129,183
46.903
Production sites
142,261
163,367
The key figures shown below concerning environment and energy relate to Porsche AG and Porsche Leipzig GmbH. In some cases,
a distinction is made between production sites (Stuttgart-Zuffenhausen and Leipzig incl. administration) and other sites (Weissach and
Ludwigsburg). A detailed overview of the key figures can be found in the Porsche Newsroom: www.newsroom.porsche.com/reports
Direct and indirect GHG emissions in t CO, equivalent (Scope 1 and 2)
Total
20142)
2015
2016
Emissions in t
Key figures for environment and energy
99
136,298
Weight of volatile organic compounds (VOC)
Indirect GHG emissions in t CO₂ equivalent (Scope 2)
92,602
265,915
293,623
Other sites
Production sites
Total¹)
0.25
0.25
0.28
SOX emissions
37.98
110,231
40.37
NOX emissions
2014³)
2015
2016
Direct energy consumption according to primary energy sources in MWh
6,515
10,650
16,204
Other indirect GHG emissions (Scope 3)")
89,395
45.01
Key economic figures
Chairman of the Executive Board of Porsche Automobil Holding SE
Chairman of the Supervisory Board of Volkswagen AG
Chairman of the Executive Board of Volkswagen AG
Panamera 4 Executive
243
330 10.0-9.9*
718 Boxster S
257
350
10.7
6.5
8.1
184
Panamera 4S
324
440 10.2-10.1*
718 Boxster S PDK
257
350
9.5
6.0
7.3
167
Panamera 4S Executive
324
440 10.4-10.3*
158
Panamera Turbo
6.9
9.0
7.3
167
718 Boxster
220
300
9.9
6.0
7.4
168
Panamera
Panamera
Panamera 4
243
330
9.8-9.7*
6.3
7.6-7.5* 173-171*
243
330
9.9-9.8*
718 Boxster PDK
220
300
5.7
404
550
911 (991 I)
12.7
296
Panamera Sport Turismo
Panamera 4 Sport Turismo
243
911 (991 II)
911 Carrera
911 Carrera PDK
911 Carrera S
911 Carrera S PDK
911 Carrera GTS
911 Carrera GTS PDK
911 Carrera Cabriolet
911 Carrera Cabriolet PDK
911 Carrera S Cabriolet
272
370
11.7
6.3
8.3
190
Panamera 4S Sport Turismo
324
8.9
19.2
500
368
Panamera Turbo Executive
404
550
12.9-12.8*
13.1-12.9*
911 R
368
500
20.1
9.3
13.3
308
Matthias Müller
Panamera 4S Diesel
422
7.9
6.5-6.4*
6.7-6.6*
6.8-6.7*
6.9-6.8*
7.3-7.2*
7.4-7.3*
5.9-5.8*
7.8-7.7* 177-175*
7.9-7.8* 180-178*
8.2-8.1* 186-184*
8.3-8.2* 189-187*
9.4-9.3* 214-212*
9.5-9.4* 217-215*
6.8-6.7* 178-176*
911 GT3 RS
310
6.0
Water consumption (drinking water)
Volume of waste water
168
368
911 GT3
911 GT3 PDK
7.4
6.0
9.9
300
220
718 Cayman PDK
718 Cayman
718
CO₂
emissions
(combined)
[g/km]
[I/100 km] [I/100 km]
(extra-urban) (combined)
(urban)
[I/100 km]
sumption
sumption
sumption
output [kW] [hp]
Fuel con-
Fuel con-
Fuel con-
Power
500
Power
19.4
12.7
257
718 Cayman S PDK
184
8.1
6.5
10.7
350
257
350
718 Cayman S
158
6.9
5.7
9.0
300
220
290
12.9
8.8
19.7
500
368
288
8.8
[I/100 km] [I/100 km]
9.5
emissions
Diplom-Ingenieur (FH)
Peter Schulz*
Manager responsible for members and finances of the IG Metall trade union, Stuttgart
Hansjörg Schmierer*
Member of the works council of Porsche Automobil Holding SE
Member of the group works council and deputy chairman of the general works council
Chairman of the Weissach works council
Manfred Pache*
Section manager, company and industry policy, Executive Board of the IG Metall trade union
Tanja Jacquemin*
Member of the Zuffenhausen/Ludwigsburg/Sachsenheim works council
Member of the works council of Porsche Automobil Holding SE
Member of the general works council
Vice president of Human Resources, Management and Production
Deputy chairman of the group works council
Head of Sales Planning
Wolfgang von Dühren*
Member of the Board of Management of Porsche Holding GmbH
Dr Hans Peter Schützinger
with responsibility for Human Resources and Organisation
Member of the Executive Board of Volkswagen AG
Dr Karlheinz Blessing
[I/100 km]
Frank Witter
Member of the Executive Board of Volkswagen AG
with responsibility for Procurement
Dr rer. pol. h.c. Francisco Javier Garcia Sanz
Betriebswirt
Antonio Girone*
Jordana Vogiatzi*
Member of the Executive Board of Volkswagen AG
with responsibility for Finance and Controlling
Axel Weyland*
Press officer for the IG Metall trade union - Stuttgart Administrative Office
sumption
sumption
(urban)
sumption
CO₂
Fuel con-
Fuel con-
Fuel con-
Power
Power
output [kW] [hp]
Model
(combined)
[g/km]
(extra-urban) (combined)
Emission and Consumption Information
Model
Werner Weresch*
Member of the group works council
Member of the general works council of Dr. Ing. h.c. F. Porsche AG
Head of Drivetrain Division at Porsche Engineering Services GmbH
Deputy chairman of the works council Zuffenhausen/Ludwigsburg/Sachsenheim
Member of the SE works council of Porsche Automobil Holding SE
*Employee representative
106
107
Head of shop stewards' committee
120 GOVERNANCE
190 SALES, PRODUCTION AND PROCUREMENT
Sales
136 EMPLOYEES, SOCIETY,
SPORTS AND COMMUNICATIONS
Employees
Society
Sports
Communications
180 RESEARCH AND DEVELOPMENT
Supply chain responsibility
Governance and transparency
Financial position
Procurement
214 FINANCIAL ANALYSIS
Net assets
Results of operations
224 FINANCIAL DATA
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated statement of financial position
Partner to society
Consolidated statement of cash flows
Production
Diversity
04 LETTER FROM THE EXECUTIVE BOARD
Circular economy
Consolidated statement of changes in equity
Value added statement
PORSCHE
=
Responsibility.
Annual and Sustainability Report
of Porsche AG
2021
38/30-70
01
Mission R
106 SOCIAL
TAG
06 IMPORTANT EVENTS
Business performance
Outlook
72 STRATEGY 2030
76 SUSTAINABILITY MANAGEMENT
Sustainability strategy
Sustainability organisation
Stakeholder communications and dialogue
Stakeholder survey and materiality
88 ENVIRONMENT
Decarbonisation
MICH
17
252 FURTHER INFORMATION
The Supervisory Board
10
S GO 5007
00
DIGITALISATION IN THE CLASSROOM
Digital Turbo for Schools
Porsche supported schools in Baden-
Württemberg and Saxony with a comprehen-
sive aid programme in the midst of the
coronavirus lockdown in March. Porsche
Consulting experts started by visiting various
types of school to examine them and then
categorised them as four different types -
"analogue stragglers", "committed develop-
ers", "resolute catcher-uppers" and "digital
trailblazers". The Digital Turbo for Schools
initiative focused on the first three categories.
Schools which were interested could apply
for the aid programme. Porsche Consulting
provided 15 schools in Baden-Württemberg
and Saxony with up to 10 support days.
The aid programme includes maturity level
analysis, emergency aid and medium- and
long-term planning. More than 180 Porsche
employees from the field of IT and from
Porsche Digital volunteered as a task force,
contributing their knowledge to local schools.
Artificial intelligence for sustainability goals
Porsche, Audi and Volkswagen are champion-
ing greater supply chain transparency. An
algorithm developed by the Austrian start-
up Prewave identifies supplier-related news
sourced from publicly accessible media and
social networks in more than 50 languages
and from over 150 countries and evaluates it.
This enables sustainability risks such as envir-
onmental pollution, human rights violations
and corruption to be forecast not only in rela-
tion to Porsche's direct business partners, but
also lower down in the supply chain. If there
is any indication of relevant risks, the com-
panies are notified. The case is then examined
by Porsche's Procurement department. Artifi-
cial intelligence is used as a proactive early-
warning system. Since the launch of the
pilot project in October 2020, Porsche, Audi
and Volkswagen have primarily been monitor-
ing direct suppliers as well as a selection of
indirect suppliers. In total, there are currently
more than 4,000 suppliers involved.
More than 180 Porsche
employees from the field of
IT and from Porsche Digital
volunteered as a task force in
the Digital Turbo for Schools
initiative.
In memory of Porsche old hand Rolf Sprenger
Rolf Sprenger passed away on 24 February
2021 aged 77. Sprenger played a special
role in the world of Porsche which is
abundant in individualists and specialists,
one-of-a-kinds and non-conformists - he
became a service provider long before
the term became ubiquitous. Ferry Porsche
once personally commissioned him to offer
customers from all over the world assistance
regarding technical matters and requests
for special features. In 1978, Rolf Sprenger
established a programme that enabled
customers to configure the chassis, engine,
body and interior of their very own sports car.
This now goes by the name of Porsche Exclu-
sive Manufaktur. It is people like Rolf Sprenger
who set Porsche apart in terms of technical
excellence and diversity. And it was Rolf
Sprenger's pronounced technical expertise
that paved the way for many unique
Porsche vehicles.
Important events
ROLF SPRENGER
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
11
World premiere of the Taycan Cross Turismo
In March 2021, Porsche unveiled the Taycan
Cross Turismo, the all-rounder among electric
sports cars. Like the Sport Saloon Taycan,
the Cross Turismo features the innovative
800-volt electric powertrain. All-wheel drive
and adaptive air suspension offer driving
pleasure off-road too. Back-seat passengers
enjoy up to 47 millimetres more headroom.
It has a load capacity of 1,200 litres behind
the large tailgate.
Its silhouette is defined by the sporty roof-
line that slopes down to the rear, which the
Porsche designers have christened the
"flyline". The model family ranges from the
Taycan 4 Cross Turismo with 280 kW
(380 PS) to the Taycan Turbo S Cross Turismo
with 460 kW (625 PS). With the Taycan
Cross Turismo model version, Porsche is ex-
panding the portfolio of its first all-electric
sports car model series and is systematically
continuing on its path of sustainable mobility.
911 GT3 IN GUARDS RED
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
Porsche donated 339,000 euros to the
regional sports federations of Baden-Würt-
temberg and Saxony as swift support for
sports clubs. Thirty-eight sports practised at
113 clubs benefited. Each club was awarded
immediate aid of 3,000 euros, the purpose
of the funds being to help maintain sporting
activities during the coronavirus pandemic.
In selecting the clubs, the two regional sports
federations gave positive recognition of the
fact that the clubs were offering young
sportspeople alternative services during the
pandemic, such as digital exercise videos,
live streams and virtual contests. The clubs
selected also focus in particular on youth
work, integration or inclusion and represent
both recreational and competitive sport.
Supporting the clubs in their youth sport work
in difficult times is a matter close to Porsche's
heart. Children and young people need to
be enthusiastic about their sport and club life
during the coronavirus pandemic too.
In February, Porsche once again took on the
sponsorship of various start-up companies
at the ninth Expo Day of the innovation
platform Startup Autobahn. The start-ups
SevenD and Visometry, for example, have
programmed a digital alternative to the
traditional user manual. Augmented reality
technology allows users to interactively
familiarise themselves with the Taycan step
by step. Porsche has been a partner of
Startup Autobahn, the innovation platform
in the field of mobility, since 2017.
a good reason to launch an anniversary model,
the Boxster 25 years, limited to 1,250 vehicles
around the world. This new edition is based
on the 294 kW (400 PS) GTS 4.0 model
with a four-litre six-cylinder boxer engine. The
car includes numerous design features taken
from the Boxster study that heralded the
success story of the open two-seater at the
Detroit Motor Show in 1993. The produc-
tion version was rolled out in 1996. With this
model line, Porsche broadened its model
diversity. The agile mid-mounted engine
roadster was entirely new, as was the water-
cooled six-cylinder production boxer engine,
which subsequently also featured in the
iconic 911 in 1997. This marked the beginning
of a new era, with a shift from air cooling to
water cooling.
This gave the sports car
manufacturer a good reason
to launch an anniversary
model, the Boxster 25 years,
limited to 1,250 vehicles
around the world.
Partnership with TAG Heuer
Porsche and the Swiss luxury watchmaker
TAG Heuer announced a strategic brand
partnership in February. Both companies
are long-standing brands with the highest
expectations of quality regarding their prod-
ucts - Heuer created the very first chrono-
graph; Ferdinand Porsche constructed an
innovative electric wheel hub motor more
than 120 years ago; Heuer received recogni-
tion at the 1889 world's fair, as did the first
Lohner-Porsche Electromobile at the 1900
Paris Exposition. In a nod to the motorsport
history they have in common, Porsche and
TAG Heuer intend to collaborate on various
topics in the future. They started by present-
ing a new watch, the TAG Heuer Carrera
Porsche Chronograph.
8
S.GO 380E
Entry-level Taycan with rear-wheel drive
A fourth version of the all-electric Taycan
sports car was introduced in January 2021.
The Taycan with rear-wheel drive is delivered
with a Performance Battery as standard with
capacity of 79.2 kWh. A Performance Battery
Plus with capacity of 93.4 kWh is also avail-
able upon request. Its range in accordance
with WLTP is up to 431 kilometres with the
small battery and up to 484 kilometres with
the large battery. The new entry-level model
boasts aerodynamically optimised 19-inch
Taycan Aero wheels and black anodised brake
callipers. The nose underside, the side skirts
and the rear diffuser are likewise black.
It features LED main headlights as standard.
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
New 911 GT family member
A new member of the Porsche GT family cele-
brated its premiere in February, in Porsche's
online format NewsTV. Model Line Vice Presi-
dent Frank-Steffen Walliser, Vice President
GT Cars Andreas Preuninger and the Porsche
brand ambassadors Walter Röhrl and Jörg
Bergmeister presented the 911 GT3, the first
GT model based on the latest generation of
the Porsche 911 (992). Its development
focused on motorsport and the transfer of
technology from the racetrack to the road.
The new GT3 boasts significantly improved
performance coupled with greater comfort.
The innovative rear wing originated on the
successful GT racing car 911 RSR, while
the 375 kW (510 PS) four-litre six-cylinder
boxer engine is based on the engine of the
911 GT3 R which has been put through its
paces in endurance racing. The model range
was completed in June by the GT3 with
Touring Package - a model version that does
without the fixed rear wing and which is com-
mitted to understatement.
Three start-up sponsorships
339,000 euros in aid for sports clubs
The year under review began with an anniver-
sary, the 25th birthday of the Porsche roadster
family. This gave the sports car manufacturer
Porsche increases stake in Rimac Automobili
Porsche increased its stake in Rimac Auto-
mobili from 15 to 24 per cent. The Croatian
company develops and produces high-tech
electromobility components, including
high-performance powertrains and battery
systems. It also manufactures electric super
sports cars. Porsche first invested in the
young technology and sports car company in
2018 and increased its stake in the company
to 15 per cent in September 2019. The
company is now investing a further 70 million
euros. Based in Sveta Nedelja near Zagreb,
Rimac Automobili has a workforce of just
under 1,000 and develops and manufactures
super sports cars with up to 2,000 PS and
top speeds of more than 400 km/h. The
company founded by Mate Rimac in 2009
also supplies technologies and systems
to a number of renowned manufacturers of
Porsche took second place in
the Women Career Index,
SOR Poriche Zentrum Wiesba
H&R
25 years of Manthey-Racing
In March, Porsche congratulated Manthey-
Racing on its 25th anniversary. Based in
Meuspath close to the Nürburgring Nord-
schleife, the company was founded by racing
driver Olaf Manthey in 1996 and has enjoyed
close ties with Porsche from the beginning.
In 2013, Manthey merged his company with
Raeder Automotive GmbH. That same year,
Porsche AG consolidated the successful
collaboration with a 51 per cent majority
stake and has been systematically expanding
the cooperation ever since. The company
Manthey-Racing GmbH is managed by the
co-owners Nicolas and Martin Raeder and
has a workforce of approximately 200. It is re-
sponsible among other things for the appear-
ances of the works team's Porsche 911 RSR
in the FIA World Endurance Championship
(WEC) as well as of the 911 GT3 R, otherwise
known as the "Grello", in the Nürburgring
Endurance Series (NLS). Manthey-Racing is
also responsible for Porsche's appearances
in the 24-hour race on the legendary circuit
in Germany's Eifel region.
The update fine-tunes the
driving dynamics, introduces
new smart charging functions
and expands Porsche
Communication Management
(PCM).
Software update for first-generation Taycan
Porsche comprehensively overhauled the
all-electric Taycan for model year 2021.
Taycan customers whose electric sports cars
were delivered in model year 2020 now
benefit from the main upgrades too. Porsche
has made the free software update available
around the world. This fine-tunes the driving
dynamics, introduces new smart charging
functions and adds additional Porsche
Connect services to Porsche Communication
Management (PCM). For Taycan models with
adaptive air suspension, the update also in-
cludes the new Smartlift function. This allows
the Taycan to be programmed to be auto-
matically raised in certain recurring places
such as garage driveways and speed bumps.
The Charging Planner function has likewise
been expanded. The driver can now deter-
mine what charging status the Taycan should
have upon arrival at the destination entered.
16
Porsche encouraging children to read
To mark World Book Day on 23 April, Jörg
F. Maas, Managing Director of the foundation
Stiftung Lesen, spoke in the Porsche News-
room about children's and young people's joy
of reading. Richy Müller had the opportunity
to speak in two capacities - the actor and
racing driver is a Porsche brand ambassador
and reads to children on behalf of the Stiftung
Lesen foundation. Member of the Executive
Board responsible for Human Resources
Andreas Haffner stressed the importance of
getting children to read from an early age:
"Children who do not learn to read well early
on do not only get off to a bad start - they
often also fail to catch up again." Porsche and
the Stiftung Lesen foundation have launched
another five reading clubs at schools in Stutt-
gart, Böblingen and Ludwigsburg. In total,
Porsche supports 12 reading clubs in Baden-
Württemberg and Saxony.
Porsche and the Stiftung
Lesen foundation have
launched another five reading
clubs at schools in Stuttgart,
Böblingen and Ludwigsburg.
200,000 US dollars for a good cause
In an online auction held in Zurich in April,
a Porsche Taycan was auctioned off as a mobile
work of art. The seven-day online auction was
conducted by RM Sotheby's and more than
50 bids were submitted for the mobile work
of art. Porsche Schweiz donated the entire
proceeds in the amount of 200,000 US dollars.
(185,000 Swiss francs) to the Swiss non-
profit organisation Suisseculture Sociale. In
this way, Porsche and the project partners are
supporting Swiss creative artists, a sector
which has been hard hit by the coronavirus
pandemic. With the aid of the car wrapping
specialists at SIGNal Design, American artist
Richard Phillips designed the Taycan Artcar
as a one-off. Phillips applied his large painting
"Queen of the Night" to the Taycan body.
LICHE TIERE
PORSCHE BRAND AMBASSADOR RICHY MÜLLER WANTS TO MAKE READING FUN
Important events
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
THE TEAM AND THE 25-YEAR-OLD MANTHEY-RACING WITH PORSCHE 911 GT3 R CARS
electric cars.
H&R
SBM swiss barge ag
a management tool for the
advancement of women in
business. It recognised
Porsche as an employer that
very much promotes women.
Second place in Women Career Index
Porsche took second place in the Women
Career Index (FKI), a management tool
for the advancement of women in business.
It recognised Porsche as an employer that
very much promotes women. The Women
Career Index jury rates Porsche's mix of
measures as exemplary, be it job sharing
(including in managerial positions), flexible
working time models, mentoring, a women's
network, regular internal and external
communication, maximum individualised
HR development, transparent targets or
numerous diversity initiatives.
Target of balance-sheet CO₂ neutrality in 2030
Sustainability is a pillar of Porsche's Strategy
2030. For Porsche, the term "sustainability"
encompasses economics, the environment and
social affairs. In the area of the environment,
the sports car manufacturer has launched an
extensive decarbonisation programme with
a clear target - Porsche is to achieve balance-
sheet CO₂ neutrality across the entire
value chain by 2030. The major operations in
Zuffenhausen, Weissach and Leipzig have been
balance-sheet CO2-neutral since early 2021.
Porsche has earmarked more than a billion
euros for decarbonisation alone over the next
10 years. The company is gradually avoiding
and reducing CO₂ emissions throughout the
value chain. A residual proportion of emissions
that cannot be avoided will be offset. The
Taycan Cross Turismo is the first vehicle
designed to be balance-sheet CO2-neutral
throughout its service life.
SARAH JASTRAM, RAFFAELA REIN AND ADNAN AMIN JOIN KLAUS TÖPFER, LUCIA REISCH AND ORTWIN RENN (FROM LEFT)
Sustainability Council strengthened
Sarah Jastram, Raffaela Rein and Adnan Amin
have been strengthening Porsche's Sustain-
ability Council since the beginning of the year,
since when they have been collaborating
with the renowned experts Klaus Töpfer and
Ortwin Renn. Lucia Reisch, a professor at
Copenhagen Business School, acts as
spokesperson. In this context, Porsche has
expanded the advisory body from five to six
members. Nicola Leibinger-Kammüller,
Chairwoman of the Management Board of the
mechanical engineering company Trumpf,
additionally attends the meetings and con-
tributes her many years of business experi-
ence. Porsche further expanded the advisory
council's business expertise with the addition
of economist Sarah Jastram, Professor of Inter-
national Business Ethics and Sustainability
at the Hamburg School of Business Adminis-
tration, and businesswoman Raffaela Rein,
who has founded multiple companies and is
a German Startups Association board mem-
ber. The Kenyan diplomat Adnan Amin con-
tributes broad international experience in the
area of energy policy. He is a Senior Fellow at
Harvard University and has 20 years of experi-
ence under his belt with the United Nations
and as Director-General of the International
Renewable Energy Agency.
Porsche expanded its
Sustainability Council from
five to six members. Sarah
Jastram, Raffaela Rein and
Adnan Amin joined the
advisory body at the
beginning of the year.
S.GO 5124E
14
2030
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
GRAN TURISMO
Psche Zentrum Sarand
H&R
25 years of the Porsche Boxster
THE BOXSTER THEN AND NOW: THE STUDY (LEFT) MEETS THE CURRENT MODEL (RIGHT)
IMPORTANT EVENTS
28 headquartered in Germany and 85 abroad.
Responsibility.
"We assume responsibility. For
sustainable activity, for secure.
jobs and for society. Active.
practice, trust and commitment
are what set Porsche apart."
Oliver Blume, 2021
"We shouldn't be throwing
the limited materials we have
in this world away after use."
Ferry Porsche, 1981
LETTER FROM THE EXECUTIVE BOARD OF PORSCHE AG
עם
Mobil
GROUP PHOTO OF THE EXECUTIVE BOARD WITH THE MISSION R IN FRONT OF THE PORSCHE MUSEUM
tchers,
Andreas Haffner
Human Resources
Shivers
Volkswagen AG holds 100 per cent of the share
capital of Porsche Holding Stuttgart GmbH
and is therefore the ultimate parent com-
pany of the Porsche AG Group. A control and
profit transfer agreement has been in place
between Volkswagen AG and Porsche Holding
Stuttgart GmbH since the 2013 financial
year. Porsche AG's subscribed capital is wholly
owned by Porsche Holding Stuttgart GmbH.
Control and profit transfer agreements are in
place between Porsche Holding Stuttgart GmbH
and Porsche AG, and also between Porsche AG
and its principal German subsidiaries. The basis
of consolidation at Porsche AG includes a total
of 113 fully consolidated companies, with
H
→ GRI 102-45
7 www.volkswagenag.com website in German
and English from 15 March 2022.
Emission and consumption information
GRI content index
TCFD index
Porsche AG Group - brief overview
Independent auditor's report
271 LEGAL NOTICE
About this report
Report design
In order to improve readability, all references
are to the masculine form. This formulation
explicitly includes all gender identities. The
photos featured were either taken in accord-
ance with the coronavirus protective measures
applicable at the time or are stock images
which are labelled as such.
Report content and reporting period
→ GRI 102-46, 102-48
This documentation represents the sixth time
that Dr. Ing. h.c. F. Porsche AG has published
a combined Annual and Sustainability Report.
The company published its first report in
this format for the 2016 financial year on
17 March 2017. The report is produced
annually. This documentation covers the period
from 1 January 2021 to 31 December 2021.
Information dating from before this period
is also included for completeness. Unless
otherwise specified, the reporting date
is 31 December 2021. The editorial dead-
line was in February 2022. Unless other-
wise indicated, all information refers to the
Porsche AG Group (Dr. Ing. h.c. F. Porsche AG
incl. subsidiaries). The German version
of the report is binding. If content that had
been previously published has since been
corrected, for example due to changes in
collection methods for key figures and data,
this is indicated. Financial analyses as well as
key figures and data are given in compact
form at the end of the report and online in the
Porsche Newsroom newsroom.porsche.com.
This site also contains further information on
Porsche and on the company's commitment
to sustainability. Management approaches to
major topics in this report are contained in
the sections entitled "Environment", "Social"
and "Governance".
Reporting standard and assurance
→ GRI 102-49
This report was prepared in accordance with
the Core option of the GRI Standards. The
GRI content index at the end of the report
provides details on the reported disclosures
and lists where they are located in the print
and online versions. Within the scope of the
materiality disclosures service, GRI Services
has reviewed whether the GRI content index
is clearly structured and whether the infor-
mation specified for GRI 102-40 to 102-49
corresponds to the respective sections of the
report. In addition to careful data collection and
recording via internal reporting and processing
systems, as well as detailed internal consolida-
tion and inspection of the information and
data contained therein, a business audit pursu-
ant to ISEA 3000 (Revised) was conducted
to obtain limited assurance against the relevant
criteria and requirements of the GRI Standards.
The audited information is marked in the
report with "V". The independent auditor's
report can be found on pages 71 268-269.
Non-financial report
Dr. Ing. h.c. F. Porsche AG makes use of the
exemption provision in Sections 289b (2) and
315b (2) of the German Commercial Code
(HGB) allowing it not to issue a non-financial
report and a non-financial consolidated
report, and refers to the separate non-financial
report of Volkswagen AG for the financial
year 2021, which will be available on the
Basis of consolidation
Дольшивык. 8. Дожил ввінь чини
Deller von
Detlev von Platen
Sales and Marketing
We are aiming to be balance-sheet CO2-neutral all along
the value chain by 2030. We have already begun to
systematically implement the necessary steps for this.
Our plant in Zuffenhausen has been balance-sheet
CO2-neutral since 2020. The Weissach and Leipzig sites
followed suit in 2021. We also require our direct suppliers
to use renewables. And we ourselves are promoting their
expansion - in total, we are budgeting more than a billion
euros to be spent on decarbonisation measures.
Electrification remains at the heart of our strategy.
In 2021, 39 per cent of our new cars delivered to
customers in Europe were electrified, either as hybrids
or with an all-electric drive. Globally, it was almost
25 per cent. We intend to increase this to over 80 per cent
by 2030. We are also moving into the manufacture of
high-performance cell batteries via the joint venture
Cellforce Group.
But merely putting electric vehicles on the road is not
enough. We are also looking at where the energy comes
from which is needed for operations. Our activities will
therefore also focus on the promotion of sustainable
energy sources such as solar arrays and wind turbines.
Another task which we believe needs to be tackled is that
of potentially making internal combustion engines virtually
CO2-neutral with the help of synthetic fuels. We are there-
fore involved in developing eFuels. Our pilot project in
Chile will go into operation this year.
For us, teamwork is a management philosophy. It takes
a well-trained and highly motivated team to delight
our customers day in, day out. We therefore invest in our
employees, their health and their ongoing development.
Because transformation is changing many activities and
qualifications, and this is a change which we are likewise
expediting in an active and targeted manner.
The year 2021 proved that our business model is flexible
and is well set up for turbulent times too. Our brand
continues to have a strong appeal. Our forward-looking
strategy brings together everything that Porsche stands
for-sportiness, innovation, sustainability and profitability.
And we make our customers' dreams come true.
The Executive Board of
Dr. Ing. h.c. F. Porsche AG
4
Letter from the Executive Board of Porsche AG > The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
5
IMPORTANT EVENTS
Business performance
Outlook
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
We once again championed all kinds of different social
issues together with our employees in 2021. And what
can we do to slow down climate change? We believe
this is the most important question of this generation.
We wish to be a trailblazer and a role model and we see
ourselves as a pioneer of sustainable mobility.
We are structuring our company in such a way that it will
remain stably on track for success during the transform-
ation too. Our core business is both robust and flexible.
Accounting for around 90 per cent of total sales, it
serves as our foundations. We are focusing on developing
future-oriented technologies. Our corporate culture is
founded on a solid set of values involving committed action
for the environment and society.
Together with strong partners, we are introducing innov-
ations and are pushing one another to achieve peak
performance. We are advancing the development of high-
performance battery cells, synthetic fuels and electric
super sports cars. We are working together on expanding
the charging infrastructure.
We continue to pursue our forward-looking Porsche
Strategy 2030. We are focusing on what has always made
us strong and set us apart - our customers, the strong
brand, exciting products, and the people who work at
Porsche and are passionately shaping the transformation.
Barbara Frenkel
Procurement
Oliver Blume
Chairman of the Executive Board
P.RE. M
Albrecht Reimold
Production and Logistics
раг виши
238 NON-FINANCIAL KEY FIGURES
Environmental and energy key figures
Personnel and social key figures
Lutz Meschke
Deputy Chairman of
the Executive Board
Finance and IT
Michael Steiner
Research and Development
Dear Reader,
2021 was another year of major challenges. The corona-
virus pandemic and the global semiconductor shortage call
for immense efforts. At the same time, the far-reaching
transformation of the automotive industry continues apace.
We will experience more changes over the next five years
than we have in the past 50 years.
We at Porsche are successfully tackling this transform-
ation actively and with all our energy. We are shaping
the transformation flexibly, boldly and pragmatically.
We have further developed our strategy and have worked
extensively on costs. Our 2025 profitability programme
is bearing fruit. 2021 was therefore not only a challenging
year for Porsche, but also a successful one.
Our success is founded on strong demand for our fascin-
ating products. The Taycan model family grew
considerably in 2021. In addition to an entry-level model,
the Cross Turismo, GTS and GTS Sport Turismo were also
rolled out. In terms of deliveries, the first all-electric
Porsche is already on a par with our iconic 911 sports car,
which itself is more popular than ever.
We delighted our customers yet again with a large number
of new, thrilling combustion engine models - the high-
performance 911 GT3, the dynamic 911 GTS, the extremely
agile 718 Cayman GT4 RS, the Cayenne Turbo GT and the
third generation of the Macan.
Miral fleines
The figures for the financial year are pleasing.
We delivered 301,915 new vehicles to our customers all
over the world that's more than ever before. Operating
profit totalled 5.3 billion euros and the return on sales
came to 16.0 per cent. We are therefore operating highly
profitably. We have exceeded our target and are setting
standards in global automotive competition.
9:11. Porsche. Podcast.
The IONITY joint venture is currently rapidly
accelerating the expansion of its quick-
charging network in Europe - the number of
locations is set to rise from currently just
under 400 to more than 1,000 by 2025. At
the same time, the number of charging points
is set to increase to around 7,000 in total -
189
SALES, PRODUCTION AND PROCUREMENT
Sales
Production
Procurement
0
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
SALES
Satisfied customers
Numerous trade magazines and independent
studies confirm the high quality of Porsche's
products and services and its above-average
customer satisfaction levels, the latter being
due among other things to its customer
relationship management (CRM) programmes.
The company systematically focuses on
the customers' wishes and requirements at
all stages of the customer journey. Below
are some examples of the awards and prizes
received in various markets.
2021 accolades and awards
The well-known US automotive advice maga-
zine Kelley Blue Book awarded the sports car
brand the accolade "Best Resale Value -
Luxury Brand" for the fifth consecutive year
in 2021. In addition, the Macan model won
the prize for the highest resale value in the
category Best Compact Luxury SUV.
At the World Car Awards (WCA), the Porsche
911 was named World Performance Car
of the Year 2021. More than 90 international
automotive journalists act as WCA jurors.
In the Automotive Performance, Execution
and Layout Study (APEAL) conducted
by renowned US market research company
J.D. Power, Porsche once again clinched first
place in the luxury segment, like last year.
The APEAL study looks at the attractiveness
of vehicles in the USA. This involves new car
buyers being surveyed once a year.
The sports car manufacturer also achieved
first place as the best brand in the Sales
Satisfaction Index (SSI) for the USA. Porsche
took first place in this rating in Canada too.
This index is likewise compiled annually
by J.D. Power and determines how satisfied
those interested in buying a new car are
with the authorised dealers during the pur-
chasing process.
In Germany, readers of the trade magazine
auto, motor und sport ranked the 911 first
in the Sports Car category. It was ranked first
in the previous year too. In the Convertibles
category, the 911 Cabriolet and 911 Targa
triumphed. In addition, the Taycan took first
place in the Executive Cars category for
the first time.
In the Golden Steering Wheel, Bild am
Sonntag and Auto Bild named the Panamera
the 2021 winner in the Mid-Range and
Executive Cars category.
For the 18th time, Auto Bild and Schwacke
chose their "value champions". The Porsche
911 Carrera 4S PDK clinched the 2021 title
of Germany's sports car with the most stable
value, with value retention of 57.95 per
cent. In the Auto Bild TÜV-Report 2021, the
Porsche 911 was classified as a "best-seller
that lasts".
At the Sport Auto Awards 2021 in Germany,
Porsche was successful in a total of seven
categories. The Porsche 911 took first place
in no less than four categories. The Taycan
Turbo S was named best electric car, while
the Cayenne Turbo Coupé was named the
sportiest SUV.
The British magazine Top Gear awarded the
Porsche 911 GT3 the title Chris Harris' Car
of the Year 2021 and classified the Porsche
Mission R as Concept of the Year 2021.
The British newspapers The Sunday Times
and The Times additionally named the Taycan
Cross Turismo Adventure Car of the Year
2021 and the 911 GT3 Sports Car of the Year
2021. The lifestyle magazine GQ recognised
the 911 Turbo Cabriolet as Convertible of the
Year in 2021.
PORSCHE DELIGHTS THE OLD AND YOUNG ALIKE
192
PORSCHE
STHA 5866
THE PORSCHE COMMUNITY IS AN IMPORTANT FUTURE FACTOR AND CONSISTS OF PEOPLE WHO SHARE A PASSION FOR PORSCHE
The brand as a success factor
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
The brand is the number one reason why
people buy a Porsche. And this trend is in-
creasing. In a 2015 survey, 41 per cent of the
German buyers of a new Porsche stated that
they chose their vehicle based on the brand.
By 2019, this had already risen to 48 per cent,
in other words almost one in two buyers. The
brand will be even more important as a differ-
entiation factor in the future. It therefore has
a key part to play in Porsche's Strategy 2030.
The Porsche community is an important
future factor. It consists of people who share
a passion for Porsche. The company benefits
from its unique history here - Porsche has
been shaping the future of the sports car for
more than 70 years. More than 230,000 fans
of the brand come together in Porsche Clubs
around the world. The Porsche community
is unique in the automotive world. This special
status needs to be exploited and expanded
among other things to reach out to new target
groups. These are both key brand manage-
ment aims.
Research and development
The digital twin offers
customers advantages
above and beyond vehicle
operation too. The digital
vehicle file can show the
vehicle's residual value,
thereby increasing trans-
parency for the buyers and
sellers of used cars.
Of the individual factors, it is above all the
traction battery which has a major influence
on CO₂ emissions during the life cycle -
around 40 per cent of the carbon dioxide
generated during the manufacture of a single
Taycan can be attributed to the battery.
In other words, the battery size is largely
responsible for an electric vehicle's emis-
sions balance. It also influences the market
success as the dimensions have to meet
the customers' requirements and expectations.
The best results are achieved with a medium-
sized battery where the optimum driving
dynamics balance has been struck between
weight and efficiency.
Future developments will further improve
the driving dynamics and reduce the charg-
ing time. Even greater progress can be
expected with regard to reducing CO₂ emis-
sions. The second generation of electric
vehicles, which will be rolled out shortly, will
release around a quarter fewer carbon diox-
ide emissions over its life cycle than the first
generation. Above all, however, battery tech-
nology will significantly improve the envir-
onmental footprint - new cell technologies
will lower energy consumption, while better
charging capacity will improve efficiency.
The proportion of recycled raw materials
from batteries is set to grow. This is helping
the target set of balance-sheet CO₂ neutrality
throughout the value chain by 2030 to
be achieved.
Moving into the manufacture
of high-performance battery cells
Porsche is actively moving into the manu-
facture of high-performance battery cells
through its investment in the Cellforce Group.
The Cellforce Group is a joint venture be-
tween Porsche and Customcells GmbH.
A planned production facility is scheduled to
have an initial capacity of at least 100 MWh
a year from the end of 2024. This equates to
high-performance battery cells for some
1,000 vehicles. The cells are special lithiumion
battery cells for use in motorsport and in
high-performance vehicles. The chemistry
behind the new high-performance cells re-
volves around silicon as the anode material.
This makes it possible to considerably in-
crease the energy density compared with the
current production batteries. The battery
can be more compact in design while offering
the same energy content. This new chemistry
also reduces the battery's internal resistance,
enabling it to absorb more energy during
energy recuperation and making it more efficient
during fast charging.
Research and development
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
187
Digital chassis twin for predictive driving
functions and component statuses
The performance of the integrated sensor
technology, connectivity and data processing
improves with every new Porsche generation.
New opportunities to use all this information
effectively therefore present themselves
all the time. One of these is what's known as
a digital twin. This is the virtual copy of
a physical counterpart and it allows for data-
driven analysis, monitoring and diagnostics.
A vehicle's digital twin consists not only of
the operating data collated, but also of its
consequences - information which is gathered
during scheduled servicing and unplanned
repairs. Parts of this digital twin therefore
already exist in the memory of control units
and in the Porsche Centre databases.
The huge potential of the digital twin lies in
the fact that its data is pooled in a centralised
intelligence system. Conclusions that benefit
every single vehicle and therefore every indi-
vidual customer can be drawn from data rele-
vant to an entire field. With this big data, an al-
gorithm can then calculate the driving style
on the basis of, for example, sensor data from
A "digital twin" is the
virtual copy of a physical
vehicle and it allows
for data-driven analysis,
monitoring and diagnos-
tics - minus the real-world
costs and constraints.
the engine and chassis and recommend not
only the vehicle's optimum service time, but
also the servicing scope. And more import-
antly, component wear and even potential
failures can be calculated in the same way
even before they actually occur - resulting in
a considerable safety bonus.
For around three years, Porsche's software
specialists have been working on the con-
cept of a digital twin with a focus on the
chassis, that is to say a "chassis twin". This
project is now being continued by CARIAD,
the Volkswagen Group's independent auto-
motive software company. The advantage of
this is that, rather than only Porsche vehicle
data being drawn on, data can be sourced
from all the Group brands, thus increasing the
pool of vehicles by a factor of up to 20.
With a Porsche, it is the chassis that is sub-
jected to the greatest loads, in particular
when racing on circuits. The development of
a digital twin therefore starts with the chas-
sis. Forces are identified in the vehicle imme-
diately and are communicated to the driver
thanks to sensor technology in the vehicle
and the intelligent, self-learning algorithms
PORSCHE HAS BEEN WORKING ON A DIGITAL TWIN CONCEPT FOR AROUND THREE YEARS
188
S.PO 513
THE DIGITAL TWIN DATA IS POOLED IN A CENTRALISED INTELLIGENCE SYSTEM
used for centralised analysis. This increases
passenger safety because certain malfunc-
tions are flagged up immediately before the
vehicle user or the repair shop identifies
the error on the basis of, for example, noises
or vibrations.
Porsche is already putting the digital chassis
to the test in practice. The component
being monitored is the air suspension in the
Porsche Taycan. In the pilot project, body
acceleration data is initially primarily being
used to calculated thresholds. If these
thresholds are exceeded, the PCM system
prompts the customer to have their chassis.
checked at a Porsche Centre. In this way,
it is ensured that the wear limit is not ex-
ceeded and consequential damage is pre-
vented thanks to repairs being performed
promptly. Both at the testing and production
stage, data protection takes top priority.
The customers' consent to anonymised data
being transferred is therefore sought via
the PCM system. Approximately one in two
Taycan customers is participating in this
pilot project, representing very positive feed-
back for this use of the digital chassis.
The digital twin offers customers advantages
above and beyond vehicle operation too.
The digital vehicle file can show the vehicle's
residual value, thereby increasing transpar-
ency for the buyers and sellers of used cars.
In addition, there could conceivably be an
extended approved manufacturer's warranty
based on seamless documentation of com-
ponents or even certification with a price
recommendation for reselling a vehicle.
"PORSCHE ISN'T SIMPLY
A PRODUCT. PORSCHE IS
A PROMISE THE PROMISE
OF A SPECIAL BRAND
AND PRODUCT EXPERIENCE.
BECAUSE THIS IS PRECISELY
WHAT MAKES US UNIQUE."
Detlev von Platen,
Member of the Executive Board -
Sales and Marketing
The digital Porsche Charging Service makes
it easier for Porsche drivers to charge their
electric cars and pay for the electricity. All
of the charging procedures here are balance-
sheet CO2-neutral. Porsche Charging Service
offers a high-performance charging network
with close to 200,000 AC and DC charging
points in 20 European countries, including
just under 6,500 charging points with
DC charging capacity of more than 50 kW.
These include the quick-charging stations
belonging to the IONITY partner network.
There are additional Porsche Charging
Service solutions in the USA, Canada and
China. In the USA and Canada, for example,
there are the Electrify America and Electrify
Canada networks.
more than four times as many as there are
currently (approximately 1,500). Porsche and
the other shareholders will invest 700 million
euros for this up to 2025. Porsche is planning
its own quick-charging stations along key
European traffic routes and motorways to
complement the IONITY network.
Porsche Destination Charging provides AC
charging points at select hotels, restaurants,
airports, shopping centres, sports clubs and
marinas. There are currently around 3,300 of
these charging points in more than 74 coun-
tries. The Porsche Turbo Charging stations
are another practical 800-volt charging op-
tion and can be found at many dealerships
in 54 markets.
The company offers various solutions for
home garages too, such as the Porsche
Mobile Charger Connect with charging
power of up to 22 kW (or 9.6 kW in the case
of the USA). The Porsche Charging Dock
and Porsche Compact Charging Pedestal
are also available upon request, for wall
mounting or for free-standing installation.
The optional Home Energy Manager (HEM)
allows for smooth and convenient charging at
home. This smart control centre is integrated
into your home mains by an electrician. The
HEM optimises the charging process in terms
of power, time and cost. It also offers protec-
tion against overloading the house's mains
network (blackout protection) by reducing
the vehicle's charging power in the event of
an impending overload. Optimised for the
use of self-generated power, the HEM allows
for targeted charging with domestically
produced solar power.
Together with an external partner, Porsche
also offers related services the Porsche
Charging Pre-Check (online) and the Porsche
Home Check. In the case of the latter, an
electrician checks the conditions on-site and
can then subsequently also install the char-
ging equipment.
PORSCHE
Destination
Charging
PORSCHE DESTINATION CHARGING PROVIDES AC CHARGING POINTS AT SELECT HOTELS, RESTAURANTS AND AIRPORTS
196
S.TA 5135E
SINCE 2021, THE ALL-ELECTRIC TAYCAN HAS ALSO BEEN AVAILABLE FROM THE FLEXIBLE MOBILITY SERVICE PORSCHE DRIVE SUBSCRIPTION
Flexible mobility services
The premium manufacturer offers a flexible
mobility concept under the Porsche Drive
umbrella brand. This allows sports cars to be
rented for various periods such as three hours
or at least six months. Depending on the offer,
the vehicle can even be swapped within its
model range at short notice every 48 hours.
Starting in June 2021, the Mobility Services
business division was gradually transferred
to Porsche Financial Services GmbH.
With Porsche Drive Subscription, young used
cars aged between six and 48 months can
be rented, including the all-electric Taycan.
Lasting at least six months, the contract
term is shorter than that of a traditional lease
agreement. The rental price includes every-
thing except for refuelling and charging costs.
The subscription can be terminated with a
notice period of three months.
Porsche Drive Rental allows customers to rent
their dream car for a matter of hours or days.
With this premium short-term rental service,
they can rent their dream car for anything
from three hours to 28 days - an attractive
offer in particular for weddings, anniversaries
or short holidays. The chosen Porsche model
can be collected from 19 sites throughout
Germany. Porsche Cars North America (PCNA)
offers similar car subscriptions in the USA.
Sales, production and procurement
For a flat fee, customers in Los Angeles,
Atlanta, Phoenix and San Diego can hire a
single Porsche model for one or three months
(Porsche Drive - Single-Vehicle Subscrip-
tion). Anyone wishing to hire a sports car
for just a few days can choose "Porsche
Drive
Rental". Last, but not least, "Porsche
Drive Multi-Vehicle Subscription" allows
customers to make unlimited vehicle swaps.
This monthly subscription programme is
app-based. All three offers are available at
Porsche Centres in 14 cities, with other
sites already in the pipeline.
Faster configuration with Al
Since spring 2021, the Porsche Car Config-
urator has been using artificial intelligence
(Al) to offer personalised recommenda-
tions. The Al takes a fraction of a second to
determine which vehicle options from among
an almost unlimited number of possible
combinations might suit a user and then
suggests these to the user. On average, there
is an accuracy rate of more than 90 per cent
in terms of equipment details that match the
customer's interests. This "recommendation
engine" optimises itself on the basis of the
new data it collects, so this rate will improve
further over time.
Sales personnel changes
Marco Schubert became Vice President
Region Europe at Porsche on 1 July 2021.
He was previously President of the Audi
Sales Division China. Schubert follows in the
footsteps of Barbara Frenkel, who moved to
the Executive Board of Porsche AG.
Sarah Simpson became Chief Executive
Officer of Porsche Cars Great Britain on
1 September, replacing Marcus Eckermann,
who took on a new position at Porsche AG.
Sarah Simpson has worked for the Volks-
wagen Group for more than 20 years and has
spent the last 10 years at Bentley Motors.
Likewise on 1 September, Daniel Schmollinger
assumed the position of Chief Executive
Officer of Porsche Cars Australia (PCA) and
the Porsche Retail Group Australia (PRGA).
He succeeds Sam Curtis as Managing
Director and Chief Executive Officer. He was
most recently Vice President of Marketing
at Porsche China.
Jacqueline Smith-Dubendorfer, most recently
Global Vice President Digital Partner
Commerce at adidas, was appointed Vice
President Smart Mobility & Digital Sales on
1 October. As such, she is responsible among
other things for the digital sales channel
launched in 2019.
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197
Dense charging infrastructure
195
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Sales, production and procurement
It is a question of creating unique experi-
ences with Porsche. For example, the
brand can be experienced live and up close
at a Porsche Experience Centre (PEC).
There are currently nine of these special
experience centres around the world, in-
cluding the centre opened in Kisarazu in the
Tokyo metropolitan area on 1 October.
The tenth PEC is currently under construc-
tion in Toronto, Canada. PECs are visited
by around 150,000 customers and Porsche
fans a year. This service further enhances
the brand's appeal.
Innovative brand appearances are also
made in modern formats including urban
events such SCOPES Driven by Porsche.
These events were held in Singapore and
Warsaw in 2021. With SCOPES, Porsche
offers young, dynamic creators and artists
and also innovative companies a platform
where they can discuss the trends and
future topics in their region. It is modern
contact points like this that make the
brand more attractive too.
Sales, production and procurement
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
193
ONE OF THE FIRST TWO PORSCHE STUDIOS WITH THE NEW CONCEPT OPENED IN TAIWAN IN SPRING 2021
Digital convenience in retail
The Sales department is digitalising the
sales process at the dealerships with
Porsche One Sales (POS). POS is an inte-
grated, user-optimised IT system that
brings all the relevant sales steps together
in a single user interface. The new and used
car salespeople at the Porsche Centres
use POS on a variety of devices such as
laptops and tablets, enabling them to focus
entirely on the customer during consult-
ations. As well as configuration, for example,
equipment details can be demonstrated
on display vehicles.
Following a trial period at select German
Porsche Centres, POS was rolled out through-
out Germany in January 2021, followed by
Switzerland and France in July. Local teams
in China and the USA are working on devel-
oping versions which are tailored to their
regions. POS is now being used by 15 deal-
ers in China and 31 in the USA. Its roll-out
to other markets in Europe and overseas will
begin in early 2022.
Customers enjoy a digital premium service
after buying a new or used car too, with all
the services being managed centrally via
the My Porsche customer ecosystem. This
can be used to arrange appointments,
select the service consultant and digitally
plan a vehicle drop-off. A video-based ve-
hicle check is another of its features. Here,
the service consultant records the condi-
tion of the vehicle and documents all
the work needed by video. The customer
can then view the recordings and approve
the corresponding offer with just a few
clicks in My Porsche.
Digital service booking has been available
through all the dealers in Germany, China,
North America, Norway, France and Singa-
pore since autumn 2021. The video-based
vehicle check is already available in a num-
ber of European markets including Spain,
Portugal and Italy. The services will be rolled
out in many more countries in the course
of the year, focusing in particular on North
America, Europe and Asia.
Customers enjoy a digital
premium service after buying
a new or used Porsche too,
with all the services being
managed centrally via
the My Porsche customer
ecosystem.
Inspirational dreams: "Dreamers. On."
The "Dreamers. On." marketing campaign
focuses on lifelong dreams and these dreams
being realised. Its aim is to engage with new
strategic target groups and inspire them
to achieve their personal lifelong dreams. In
addition, the brand purpose Driven by Dreams
is to be firmly embedded in the minds of the
existing and new target groups.
These days, close to half of all the CO₂ emis-
sions generated in the course of an electric
vehicle's life cycle are caused during its
manufacture. This includes raw material ex-
traction and processing. The second biggest
factor is the car's operation, which depends
on the energy mix, its charging and vehicle
efficiency and the driving style. Recycling
at the end of the vehicle's life cycle accounts
for the smallest share of CO2 emissions.
An interactive online mentoring programme
called The Art of Drive was launched as
part of "Dreamers. On." at the end of
July 2021. In short films, articles, inter-
views and digital events, famous faces
such as the American musician Annie Clark
reported on how they realised their dreams
and inspired others in the process. The
mentors encouraged the users to tackle
ambitious projects. The Art of Drive came
about in collaboration with the media
partners Vogue and Wired.
Close to the customers - urban retail formats
Porsche seeks to offer excellent service and
an extra special brand experience across all
of its sales channels, be it at physical dealer-
ships or in the digital marketplace. An omni-
channel approach means being accessible for
the customers everywhere and at all times.
Porsche Sales is in a strong position overall -
the network comprises around 900 strong
and loyal sales partners in 128 markets
around the world. The Destination Porsche
retail concept serves as the umbrella for all
the physical retail formats. The concept will
be rolled out globally and has already been
implemented at 10 Porsche Centres. Over
600 more are set to follow by the end of
the decade. The company has so far invested
more than 500 million euros in this. The
Porsche dealers are likewise making large
financial commitments in order to move away
from the traditional car dealership and more
in the direction of a brand experience venue.
Porsche additionally has a Future Retail strat-
egy - the company wishes to engage not
only with its existing customers, but also with
new, younger target groups and increasingly
also with women. New urban retail formats
such as the Porsche Studios and the Porsche
NOW sales pop-ups have a part to play here.
The idea is that, with city centres becoming
more and more important due to the trend of
urbanisation, Porsche goes to where its target
groups can be found.
The Porsche Studios are primarily found in
heavily frequented city centre locations such
as in shopping centres. The focus is on the
brand experience. In addition to a showroom
there is a fitting lounge where vehicles can
be configured and ordered. Test drives can
also be taken. Small-scale events are also
frequently held there. The first two Porsche
Studios were opened in Taiwan and Vietnam
in spring 2021, followed by a studio in Oslo,
Norway, on 1 July. By 2023, according
to current planning, there will be more than
25 Porsche Studios worldwide.
While the Porsche Studios are permanent,
the Porsche NOW sales pop-ups are used
for a limited period only. In addition to the
cars on display, visitors to the pop-up stores
can sample the Porsche Drivers Selection,
familiarise themselves with the Porsche
Exclusive Manufaktur services and make use
of virtual reality applications and the private
configuration lounge.
Porsche NOW locations opened on Jeju Island
in South Korea and in Zurich, Switzerland, in
summer 2021. So far, there have also been
temporary Porsche stores in Brazil, Germany,
Japan, Canada and Taiwan. Other new open-
ings of these urban formats will follow.
Digital sales channel boosts sales
Porsche and the Porsche dealer organisation
have heavily expanded online sales since
they were introduced in October 2019. In
2020, 1,700 new or used Porsche vehicles
were sold on the digital platform around
the world; by 2021, this had already risen to
5,800. The Porsche dealers' sales in this
area increased threefold in the year under
review too - while sales of 160 million euros
were achieved in 2020 as a whole, the half
a billion euro mark was achieved in the first
half of 2021 alone.
The vehicle finder function is now available
in 101 markets around the world. Authorised
Porsche dealers use this platform to offer
their new and used cars which are available
immediately online. These include basic
models and also rarer versions. In addition,
customers in 24 European markets and in
the USA, Canada and China can order their
dream vehicle online.
In China, used cars offered by Porsche
dealers can even be found and reserved
using the popular smartphone app WeChat.
New vehicles are set to follow early next
year. Certain Porsche Lifestyle products
and driving experiences are also offered
online through the Porsche flagship store
on Tmall, China's largest B2C online
marketplace.
194
Porsche Panamera 4 E-Hybrid
MODEL SELECTION AIDED BY THE DIGITAL VEHICLE FINDER FUNCTION
The Global Gallery was a second project.
Here, up-and-coming artists had the
opportunity to showcase their digital works
on displays in prominent places. The
advertising space used for this was set up
in five cities in North America, Europe
and Asia. The Global Gallery was launched
on 9 October and ran for eight weeks.
Porsche collaborated with König Galerie
for this project.
The goal has been clearly defined - Porsche
is aiming to be balance-sheet CO2-neutral
all along the value chain by 2030. The sched-
ule for the company's Production and Logis-
tics departments has been systematically
aligned with this. The key role will be played
by the progress made with electromobility.
The company also impressively clinched
first place among the premium brands in
J.D. Power's Customer Service Index (CSI).
The CSI indicates how satisfied the customers
are with the authorised dealers' servicing
and repairs.
THE BATTERY IN THE TAYCAN COMBINES RANGE, PERFORMANCE AND SUSTAINABILITY
Carrera
KRAFTAKT
DR. FRANDAMAN MO M
TEMPO GESTATIN SPORTCH
THE CARRERA MAGAZINE REGULARLY PROVIDES THE WORKFORCE WITH INFORMATION ON THE LATEST DEVELOPMENTS
178
#4
Employees, society, sports and communications
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
179
RESEARCH AND DEVELOPMENT
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
RESEARCH AND DEVELOPMENT
Weissach Development Centre -
a driver of innovation for 50 years
Porsche celebrated the 50th anniversary
of the Weissach Development Centre on
1 October 2021. There are now 6,700 em-
ployees developing technologies, components
and vehicles at this think tank. The spectrum
encompasses everything from design and
concept development to model construction
and initial prototypes. "With the Development
Centre, we are setting the global benchmark
in automotive development. Here we are shap-
ing the mobility of today and tomorrow," says
Michael Steiner, Member of the Executive
Board responsible for Research and Develop-
ment at Porsche AG.
The wish for its own test track near to its plant
began to grow at Porsche back in the late
1950s. Ferry Porsche performed the ground-
breaking for the first construction phase of
the new proving ground on 16 October 1961.
Various test tracks were initially created on
which, among others, the Porsche 911 was
taken through to market maturity. Plans for the
construction of an integrated research and de-
velopment centre in Weissach were drawn up
in the 1960s. The idea was to pool the expert-
ise that had until then been spread across the
sites in Zuffenhausen and Weissach. Construc-
tion of the actual Weissach Development
Centre began in 1969. Porsche's Research
and Development department and its own
Motorsport division then moved to Weissach
in 1971. From the outset, the development
centre had a workforce of approximately 500.
The Porsche Style department subsequently
followed in 1972. The building in the shape of
a standard hexagon, which was developed
with optimum work and cooperation possibil-
ities in mind and remains characteristic to
this day, was then completed in 1974. At the
same time, Porsche expanded the develop-
ment centre's testing capacities. Further im-
provements here up to the mid-1980s in-
cluded a measuring centre for environmental
technology and a test building for engines
and power units. In May 1986, Porsche
opened what was then the most modern wind
tunnel in the world.
As automotive engineering advanced, the in-
frastructural demands made of the develop-
ment centre changed too. A second approach
road, a complete vehicle inspection building,
a centre for safety tests and a climatic wind
tunnel are currently under construction in
the south of the research and development
centre. By 2025, the site will have been ex-
panded by 12 hectares. It currently comprises
approximately 100 hectares.
50
1971 2021
PORSCHE
DEVELOPMENT
WEISSACH
THE SKID PAD AT THE WEISSACH DEVELOPMENT CENTRE THEN AND NOW
182
"WITH THE DEVELOPMENT
CENTRE, WE ARE SETTING
THE GLOBAL BENCHMARK IN
AUTOMOTIVE DEVELOPMENT.
HERE WE ARE SHAPING
THE MOBILITY OF TODAY AND
TOMORROW. WITH EVEN
MORE EFFICIENT AND CLEANER
DRIVES, NEW DRIVING
FUNCTIONS AND INNOVATIVE
CONNECTIVITY SOLUTIONS.
IN THIS WAY, WE CONTINUE
TO MAKE DRIVING A PORSCHE
A THRILLING, DYNAMIC
EXPERIENCE."
Michael Steiner,
DRIVEN BY DREAMS
Mission R
DER EXTREMS
#1
VICE PRESIDENT COMMUNICATIONS SEBASTIAN RUDOLPH WELCOMES CHAIRMAN OF THE EXECUTIVE BOARD OLIVER BLUME TO THE 9:11 PODCAST
inks are used for printing and the energy used
is 100 per cent renewable.
Digital services were also significantly ex-
panded last year. The main internal medium is
Carrera Online, a news platform that all the
employees can access at any time via their PC
or a smartphone app.
Carrera Online publishes up to four articles
a day that often feature additional video con-
tent. News about the latest developments
and events relating to the company and its
products can be found here, as can general
information on the company's organisation,
Porsche's Strategy 2030 and qualification
measures. The Chairman of the Executive Board
or his Executive Board colleagues regularly ad-
dress the workforce via video messages to keep
them up to date on key decisions. As such, all
the employees can find comprehensive in-
formation on all the key topics at any time.
The employees are also very
important to the company.
Porsche Communications
therefore dedicates its
attentions to them with just
as much intensity, care and
professionalism as it does with
the external stakeholders.
Transparency generates trust
Porsche Communications is highly efficient
and forward-looking. Its broad, transparent
and cross-media array of information plays
a significant part in people's positive percep-
tion of the company, the brand and its prod-
ucts. The brand's strategic orientation is also
communicated comprehensibly, both intern-
ally and externally.
The trust that Porsche's stakeholders place
in it is therefore strong, as indicated among
other things by the results of the reputation
analysis newly introduced in 2020. This trust
serves as a good basis for making a success
of transformation in these challenging times
of upheaval too.
New podcast formats
Porsche launched a podcast format that
goes by the name of 9:11 in summer 2020.
Its first season comprised 12 episodes.
Season 2 then began with episode 13 to-
wards the end of the year under review.
Once a month, Porsche's Vice President
Communications Sebastian Rudolph wel-
comes famous guests and talks with them
about interesting topics in the fields of busi-
ness, society and sport - always topics that
have some connection to the legend that is
Porsche. The 9:11 podcasts are available to
download from the Porsche Newsroom and
on the company's intranet. They can also
be found on all the usual podcast platforms,
from Apple to Spotify.
There are additionally two other podcast for-
mats to be found in the Porsche Newsroom.
In the Next Visions podcast, forward thinkers
who work on innovations and visions of the
future have their say. An English-only version
also appears under the same name, hosted
by Head of Porsche Digital Christian Knörle
and Tim Leberecht, CEO of the Berlin-based
platform House of Beautiful Business. The
Inside E podcast has a different focus. Here,
insiders offer interesting insights into the first
all-electric racing series, Formula E.
Porsche Communications is
highly efficient and forward-
looking. Its broad, transparent
and cross-media array of
information plays a significant
part in people's positive
perception of the company,
the brand and its products.
Member of the Executive Board -
Research and Development
Transparently informing the employees
The employees are also very important to
the company. Porsche Communications
therefore dedicates its attentions to them
with just as much intensity, care and
professionalism as it does with the exter-
nal stakeholders.
The ecosystem of the Carrera media family
was already hybrid in nature before the
coronavirus pandemic, featuring up-to-date
online and print offerings. The printed Carrera
Magazine and the site newspapers regularly
provide the workforce with information on
the latest developments. Background reports
go into greater depth on topics of relevance
to Porsche.
Like Christophorus, the print versions of the
Carrera media are printed on FSC-certified
paper using cutting-edge methods. The
contracted printing company is likewise cer-
tified in accordance with the FSC and PEFC
sustainability standards. Mineral oil-free
Carrera
PORSCHE
Strategie 2030
4H
Carrera
#2
DYNAMIK
PERFORMANCE
arrera
ZEITREISE
#3
Battery development between range,
performance and sustainability
INNOVATION MANAGEMENT AT PORSCHE
Keeping the workforce continuously, prompt-
ly and transparently up to date regarding all
the relevant decisions, developments and
events generates trust. And this is essential,
in particular at times of transformation.
Porsche Communications has had a tried and
test tool for this to hand for years in the form
of the internal Carrera media.
"An innovation programme does not invest
in patents or inventions. It invests in people."
This maxim uttered by Oliver Blume in 2016
has evolved into a recipe for success. The
Innovation Management department found-
ed by the Chairman of the Executive Board
of Porsche AG is now key to securing the
future of the company. Its task is to assist
with Porsche's transformation into a digital,
electrified future and to reconcile the con-
flict between premium, performance and
luxury on the one hand and sustainability on
the other.
worlds will be created that replicate all the
relevant road situations, serving as test cases
for the driver assistance systems' algorithms
and sensors.
Not only are the test drives in a simulated
environment less expensive, save time and
involve less organisational work. It is also
possible to simulate and adapt critical situ-
ations from real road traffic during the virtual
test drives, based on the needs.
In addition to the real-time capability of the
simulations, an aspect which is at least as im-
portant is that the virtual worlds generated by
the computer produce physically realistic ef-
fects. Digitally replicated objects such as
roads, pavements, building walls and vehicles
have to have precisely the same properties as
can be found in real road traffic - only then
can they provide the camera, lidar, radar and
ultrasound systems with realistic input.
Porsche Engineering uses game engines from
the computer games industry for this. These
frameworks generate photorealistic images
and ensure that the physical behaviour of ob-
jects in computer and video games is correct.
Porsche Engineering develops and tests virtu-
ally automated driving functions with the aid
of these software packages. Together with arti-
ficial intelligence, game engines have a key
role to play, training the driver assistance sys-
tems with synthetic sensor data. This allows
any scenario and every eventuality to be gone
through in detail.
Drives simulated with the aid of game en-
gines have the advantage of it being possible
to repeat them again and again, of being
controllable and of taking less time. They are
additionally used in vehicle construction in
order to reduce the number of actual proto-
types and thus save time and money. For this,
Porsche Engineering uses its internally devel-
oped Visual Engineering Tool, which allows,
for example, questions regarding the optimum
arrangement of parts to be answered quickly
and inexpensively on the basis of CAD data
and augmented reality (AR) or virtual reality
(VR) glasses.
PORSCHE DESIGN
MANY TEST KILOMETRES ARE MOVED TO THE LABORATORY AS COMPUTER SIMULATIONS
184
Research and development
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
185
Commercially available high-voltage
battery repairs
Porsche thinks ahead - the sports car manu-
facturer has pursued a holistic approach in
the area of electric vehicles with high-voltage
batteries since the first generation of
hybrid models was rolled out in 2013. This
approach covers everything - procurement,
manufacturing, advisory services, sales, logis-
tics and recycling.
The repair concept for high-voltage batteries
likewise makes a significant contribution to
sustainability and the conservation of resources.
When developing batteries, Porsche pays at-
tention from the outset not only to efficient
manufacturing possibilities, but also to a set-
up which is so simple that the battery can sub-
sequently be repaired at qualified Porsche
Centres. Either 28 or 33 modules are installed
depending on the Taycan derivative's battery
capacity. The battery housing can be opened
and the cell modules and other components
can be replaced. A custom repair level there-
fore also offers the customer a cost advantage.
Cell modules that still work but which are no
longer suitable for use in the vehicle can be
used for stationary tasks. As part of its second-
life strategy, Porsche is working on a pilot
project that will allow high-voltage batteries
to be reused. They are dismantled down to
the module level and installed in stationary
energy carriers. A series solution is key when
it comes to the long-term, sustainable reuse
of old batteries.
Together with the Volkswagen Group and
other expert partners, Porsche continues to
optimise the existing recycling processes
with the aim of increasing the proportion of
raw materials in circulation and then using
these in new batteries.
If transportation to a suitable repair location
isn't possible, a "flying doctor" steps in. This
is a mobile high-voltage expert who repairs
faulty high-voltage batteries on-site. This
completes the seamless service network for
high-voltage battery repairs.
Last, but not least, a clear breakdown of
the tasks and responsibilities is also neces-
sary when working on the Taycan as the
first production vehicle with system voltage
of 800 volts. Porsche has defined three
qualification levels here - persons trained
in electrical engineering, high-voltage
technicians and high-voltage experts. Per-
sons trained in electrical engineering have
a basic qualification to perform standard
repairs. High-voltage technicians have
training in activating a vehicle's voltage
and in categorising and storing lithium
batteries. Their qualification also includes
the disassembly and packing of high-volt-
age batteries with a "normal" and "warn-
ing" status. High-voltage experts have the
highest level of qualification at a Porsche
Centre. Only they are authorised to per-
form work within high-voltage batteries,
handle high-voltage batteries with insula-
tion defects and prepare and pack such
batteries for transportation.
Porsche analysed priorities
and use cases to identify
the optimum battery size.
Porsche customers set great
store by driving dynamics.
At the same time, they expect
short journey times and
quick recharging when making
long-distance journeys.
HIGH-VOLTAGE BATTERY REPAIRS ARE PERFORMED AT QUALIFIED PORSCHE CENTRES
186
PORSCHE
Turbo for ideas - innovation management
at Porsche
At Porsche Engineering, virtual
worlds will be created that replicate
all the relevant road situations,
serving as test cases for the driver
assistance systems' algorithms and
sensors. Game engines from the
computer games industry are used
for this.
Many test kilometres are therefore moved to
the laboratory in the form of digitalisation
and extensive computer simulations. The en-
gineering services are provided by Porsche
Engineering, a wholly owned subsidiary of
Porsche AG. It has begun with the develop-
ment of the Porsche Engineering Virtual
ADAS Testing Center (PEVATEC) for this pur-
pose. ADAS stands for "advanced driver assist-
ance systems". In this laboratory, virtual
A comprehensive concept has also been put
in place for the servicing of Porsche's all-
electric model as the servicing and repair
requirements of the Taycan are very different
to those of a vehicle with an internal combus-
tion engine. The repair work performed on
electric vehicles calls for specific expertise
and special tools that the Porsche Centres
need to be newly equipped with. The service
concept for electric vehicles therefore com-
prises multiple levels. The basic level is the
high-voltage base set up at a qualified
Porsche Centre. Where there is currently no
high-voltage base in the vicinity, the sports
car manufacturer sets up transregional hubs
for high-voltage vehicle repairs.
Digital validation of driving functions
Sporty performance and automated driving
in one and the same car - approximately
one in four Porsche customers in the key
Porsche markets around the world is consid-
ering buying a vehicle which can itself take
on the responsibility of driving in certain
situations. The sports car manufacturer is
therefore working intensively on concepts
and technologies that will enable automated
driving functions.
Ideas with a future are therefore needed.
Every idea is more than welcome, no matter
where it comes from within the company.
Organisational structures have been modi-
fied to this end and the prerequisites for
cross-functional, cross-departmental work
have been created. The employees are af-
forded the space they need to work creative-
ly. This lays the foundations for innovation.
The concept has found fertile soil - 80 to
100 teams or individual employees apply
themselves with real dedication every year.
Their creative suggestions range from prod-
uct improvements and production line innov-
ations to innovative digital solutions.
However, the sensor technology and data
processing requirements are so complex that
they far exceed the capabilities of conven-
tional development and proving methods with
physical test cycles.
The employees can submit their suggestions
either to their own department's Innovation
Manager or via a special IT tool. The Innov-
ation Management department then arranges
a time for the employee to present their idea
in person and receive immediate feedback.
Research and development
For Porsche to consider an idea an innovation,
it has to fulfil three criteria - it has to be
new and unique, it has to be profitable for
the company and it must offer a relevant
customer benefit.
To have the shortest possible paths,
Porsche AG's seven departments and
Porsche Digital GmbH each appointed
one or two employees to Innovation
Management. The team pursues a defined
innovation agenda to focus its activities
on the future topics that are the most
relevant to Porsche. The target has been
clearly set the company has earmarked
15 billion euros to be spent on electro-
mobility, digital transformation and
sustainable production up to 2025. Of this,
more than 800 million euros a year will be
spent on digitalisation.
The Innovation Management
department founded by
the Chairman of the Executive
Board of Porsche AG is now
key to securing the future of
the company.
Thinking about innovations is not limited to
Porsche as a company. There is a focus in
particular on collaboration with start-ups
and universities. In some cases, Porsche also
invests directly in up-and-coming companies
or launches initiatives to expedite digitalisa-
tion. More than 150 million euros a year
has been earmarked for investment in start-
ups and venture capital companies. Porsche
Ventures was set up as an ecosystem
which can support every start-up, no matter
whether there is currently only the idea
or whether there have already been some
financing rounds. This ecosystem includes
the company builder Forward31 and the
earliest-stage investor APX, a 50:50 joint
venture with Axel Springer, both of which
are based in Berlin. With the venture capital
unit Porsche Ventures and Porsche Digital
GmbH, the company is always on the lookout
for new start-ups that will strategically ad-
vance the brand.
Porsche's pioneering spirit extends far be-
yond its core topic of sports cars. With the
initiative for the major eFuels project, the
sports car manufacturer triggered the pro-
duction of synthetic fuels. These have the
potential to be almost entirely CO2-neutral.
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
183
MICHELIN
If the feedback given is positive, the project
is directly initiated with next to no preliminary
work. Active initiative is required in order for
the ideas to be further developed. The idea
provider also assumes responsibility for
project management, but is, of course, given
assistance. The Innovation Management de-
partment offers assistance with methodology,
invests money if applicable and, if needed,
contacts potential development partners.
These can also be based outside of the com-
pany. In this way, the Innovation Manage-
ment department ensures that innovative
project ideas are validated in a structured
manner and, in the event of success,
can more than likely be further developed
through to series production.
Synergy
Esso
used to turn H₂ and CO2 into e-methanol
(CH₂OH), with MTG synthesis then being
applied to turn this into synthetic naphtha.
With the methanol-to-gasoline (MTG) pro-
cess intended for use in the Haru Oni project,
the consortium is initially focusing on fuels
for petrol engines. Generally speaking, the raw
materials water and carbon dioxide are need-
ed to produce eFuels. Hydrogen is produced
by means of electrolysis, while carbon dioxide
is extracted directly from the air by means of
what's known as direct air capture. Here, huge
fans blow ambient air through filters and the
carbon dioxide in the atmosphere then accu-
mulates in the filters. Methanol synthesis is
Porsche AG. "This goal can be achieved with
green fuels. They are a sensible addition to
electromobility." There are additionally other
transport sectors in which these fuels could be
used such as aviation and the shipping in-
dustry, which are difficult to electrify, if at all.
With eFuels, existing vehicles can play their
part in a quick CO2 reduction too. "We urgently
need a solution for the sustainable operation
of the existing fleets," emphasises Michael
Steiner, Member of the Executive Board re-
sponsible for Research and Development at
Low costs for renewable energy are key to
quickly making eFuels competitive. The wind
turbine at the pilot plant site has a very high
capacity factor of 74 per cent full load hours.
But in addition to the resultant low energy
costs for the production of eFuels in Chile,
the price and therefore also the commercial
success are determined by taxes and levies.
The more the prices of fossil fuels and eFuels
are brought into line with one another in the
future by means of regulatory measures such
as energy taxes or CO2 pricing, the quicker
eFuels will become competitive.
Production at the pilot plant in Chile is
scheduled to start in mid-2022. In addition
to Siemens Energy and Porsche, those in-
volved in the Haru Oni project include the
Italian energy company Enel, ExxonMobil
and the Chilean energy companies Gasco,
ENAP and AME, which is the primary devel-
oper and the owner of the project company
HIF (Highly Innovative Fuels).
eFuels complement e-mobility
Filling up on electricity is possible thanks to
eFuels - the go was given in late summer
2021 for the construction of the first factory
to be co-initiated by Porsche for the produc-
tion of a synthetic fuel. This has the potential
to be almost entirely CO2-neutral. The Haru
Oni joint project involving Porsche, Siemens
Energy and other international partners is
the world's first integrated and commercial
plant for the production of synthetic fuels.
It makes use of the optimum climatic condi-
tions for wind power found in the southern
Chilean Magallanes Province to produce syn-
thetic fuel with the aid of sustainably gener-
ated electricity.
THE PORSCHE 911 GT3 CUP VEHICLES IN THE 2021 PORSCHE MOBIL 1 SUPERCUP WERE POWERED BY RENEWABLE FUELS
RACING FUEL
The pilot plant is expected to produce
around 130,000 litres of eFuels a year from
2022. Porsche will buy this entire volume
and will initially use the green fuel primarily
in its motorsport activities. In addition,
Chile has set itself ambitious goals as part
of its national strategy for green hydrogen.
These include producing the world's most
affordable hydrogen and turning itself into
a leading exporter of green hydrogen and
its derivatives.
In a subsequent step, the virtually CO₂-
neutral fuel is refined such that it complies
with the current fuel standard DIN EN 228.
It can then be used directly in any petrol en-
gine or be added to a fossil fuel. In principle,
it would take only comparatively minor modi-
fications to the plant for it to be able to also
turn e-methanol into, for example, e-kerosene
for aircraft.
Current assets
755
10
4,500
9
4,686
18,552
Cash, cash equivalents and time deposits
2
163
982
Securities
0
0
155
Tax receivables
1
36
1
606
2
15,096
to € 4,517 million at the end of the reporting
period.
100
Non-current other financial liabilities
increased by € 348 million. Of this in-
crease, an amount of € 263 million relates
to marking derivative financial instruments
579
to 30 per cent at the end of the fiscal year.
Provisions for pensions and similar obliga-
tions decreased by € 407 million. The de-
crease is mainly attributable to the increase
in the discount rate from 0.8 per cent to
1.4 per cent.
Non-current liabilities relate to pension
provisions, other provisions, deferred tax
liabilities, financial liabilities, other financial
liabilities, and other liabilities. These rose
by € 1,386 million to € 15,368 million com-
pared to the prior year. Non-current liabilities
expressed as a percentage of total capital
decreased from 31 per cent in the prior year
By contrast, the profit transfer and dividend
payments of € 1,862 million reduced equity.
The equity of the Porsche AG group in-
creased by €2,711 million to € 22,935 mil-
lion compared to the prior-year reporting
date, boosted by the profit after tax, other
comprehensive income net of tax and
the capital contributions by Porsche Holding
Stuttgart GmbH totalling € 4,573 million.
Within other comprehensive income net of
tax, the main increases were the pension
plan remeasurements net of tax and currency
translation, with the change after tax in the
hedge reserve recording a decrease.
Cash, cash equivalents and time deposits
increased year on year by € 186 million to
€ 4,686 million.
Current other financial assets increased by
€ 2,592 million to € 5,353 million. The in-
crease mainly relates to a short-term loan of
€ 2,000 million granted to Volkswagen AG
and the clearing account with Porsche Hold-
ing Stuttgart GmbH of € 242 million.
Non-current and current receivables from
financial services rose from € 3,536 million
to € 4,542 million. The receivables mainly
stem from finance leases and customer and
dealer financing.
As a percentage of total assets, current assets
amounted to 36 per cent compared to 33 per
cent in the prior year. Inventories increased
from € 4,108 million in the prior year
Deferred income tax assets amounted to
€ 867 million compared to € 817 million in
the prior year.
Non-current other financial assets decreased
by € 274 million to € 8,596 million. The de-
crease largely results from marking derivative
financial instruments to market.
Property, plant and equipment increased
year on year by € 68 million to € 8,763 mil-
lion. The increase was primarily due to
additions to buildings and land and to rights
of use to buildings and land, while other
equipment, furniture and fixtures as well as
advance payments made and assets under
construction decreased. Leased assets
rose by € 340 million to € 3,954 million
compared to the prior year. This item con-
tains vehicles leased to customers under
operating leases.
Fixed assets expressed as a percentage
of total assets amounted to 39 per cent
(prior year: 40 per cent). Intangible
assets increased from € 5,437 million to
€ 6,190 million. The increase is largely
attributable to capitalized development
costs, with the largest additions relating to
the Macan, Cayenne and 911 series. Add-
itions to emission rights as well as to other
acquired intangible assets also contributed
to the increase. Acquired rights of use,
on the other hand, decreased.
At the end of the reporting period, the fixed
assets of the Porsche AG group - i.e., the
intangible assets, property, plant and equip-
ment, leased assets, equity-accounted
investments and other financial assets -
amounted to € 19,793 million, compared to
€ 18,130 million in the prior year.
Non-current assets increased by € 2,435 mil-
lion to € 32,830 million. The increase pri-
marily relates to financial services receivables,
equity-accounted investments and intangible
assets. Non-current assets expressed as
a percentage of total assets amounted to
64 per cent (prior year: 67 per cent).
As of December 31, 2021, the total assets of
the Porsche AG group stood at € 51,382 mil-
lion, 13 per cent higher than on the prior-year
reporting date.
NET ASSETS
33
100
45,491
51,382
Other receivables
20
2,761
0
113
8,870
16
8,596
Other financial assets
5
2,414
7
3,461
Financial services receivables
1
217
1
313
Other equity investments
0
167
1
573
to market and an amount of € 44 million
relates to other financial liabilities due
to outstanding contingent share purchase
price payments.
164
6
0
2
11
5,353
Other financial assets
3
1,122
2
1,081
2
1,081
2
1,199
9
4,108
9
4,517
67
30,395
64
32,830
2
817
867
Deferred income tax liabilities amounted to
€ 782 million compared to € 685 million in
the prior year.
2
Non-current and current financial liabilities
increased from € 8,325 million to € 9,727
million. This increase largely relates to the
refinancing of the financial services business
in the form of asset-backed securities
transactions, while the debenture bonds
decreased thanks to a partial repayment.
5
2,335
5
2,447
Trade payables
6
2,657
6
3,128
Financial liabilities
4
1,849
4
2,189
Other provisions
0
111
0
126
31
13,982
Other financial liabilities
30
3,638
2,959
Equity-accounted investments
217
Financial analysis
100
45,491
100
51,382
25
11,285
25
13,079
0
43
0
65
3
1,331
3
1,486
Other liabilities
7
7
Current liabilities increased from € 11,285
million to € 13,079 million, which expressed
as a percentage of total capital as of the
end of the past fiscal year remains unchanged
compared to the prior year at 25 per cent.
15,368
473
44
20,224
45
22,935
Equity
Equity and liabilities
216
Tax payables
Current liabilities
Provisions for taxes
Other liabilities
Non-current liabilities
Other financial liabilities
Financial services receivables
Trade receivables
Inventories
Other receivables
Deferred tax assets
Non-current assets
Intangible assets
Assets
€ million
of the Porsche AG Group
Net assets
Current other financial liabilities amounted to
€ 3,638 million (prior year: € 2,959 million).
The increase primarily relates to the € 607
million increase as a result of marking deriva-
tive financial interests to market.
Provisions for pensions and similar obligations
1
5,525
5,932
1
645
1
285
1
633
12
5,668
13
6,599
Financial liabilities
685
2
782
Deferred tax liabilities
2
939
2
1,184
Other provisions
13
11
8
Lean & Green Management Award 2021
for the Leipzig plant
8
300
202
VEHICLE PRODUCTION UNDER SPECIAL CORONAVIRUS SAFEGUARDS
SIEMENS 21
Early communication with our partners and
suppliers was important. Daily conference calls
were held, sometimes involving more than
100 participants that included finance special-
ists, logisticians and procurement experts.
Porsche continuously consulted all the part-
ners. The experience gathered and agility were
used to rethink and redesign processes.
The coronavirus pandemic remained the
primary challenge in the year under review.
In addition, a global shortage of semicon-
ductor capacities presented the company
with some major difficulties, with creative
solutions being called for in particular in
the Production department. Together with
the Volkswagen Group's task force and all
of the Porsche Group departments, a real
effort was successfully made to minimise
the impacts. Our vehicle models' production
planning was optimised and managed in
such a way that the Zuffenhausen and Leipzig
plants only had to temporarily reduce their
production. Additionally, in the first half
of the year in particular, operation of the
Volkswagen plant in Bratislava had to be
modified only to a minor degree.
Successful crisis management
Albrecht Reimold,
Member of the Executive Board -
Production and Logistics
"WE ACHIEVED A RECORD
RESULT IN 2021 IN SPITE
OF ALL THE CHALLENGES.
THIS SHOWS HOW
EFFICIENT THE PORSCHE
FAMILY IS. MANY THANKS
FOR THE PASSION,
PROFESSIONALISM AND
TEAM SPIRIT."
Production volume
Vehicles
of the Cayenne model series were
produced.
At the Volkswagen Group's multi-brand
to more than one third of Porsche's total
production. There were 84,857 units of the
Macan model series and 33,250 Panamera
produced in Saxony.
3,614
2021 was another year full of challenges.
Total production was 300,081 vehicles,
which corresponds to an increase of
14 per cent compared with the previous
year. For the first time, vehicle production
at both sites was entirely balance-sheet
CO2-neutral as the Leipzig site followed in
the footsteps of the main plant, which
had already switched to balance-sheet
CO2-neutral production in 2020. A total of
38,474 Taycan vehicles were manufactured
in Stuttgart-Zuffenhausen. Additionally, all
the vehicles of the 911 (38,790 units),
718 Boxster (11,726 units) and 718 Cayman
(6,751 units) model series rolled off the
production line at the main plant.
PRODUCTION
201
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Sales, production and procurement
200
site in Bratislava, Slovakia, 86,233 units
274,4631
268,691
263,2361
In Asia, Porsche has its sights set on value-
creating growth. The company is therefore
increasing its presence in South East Asia's
emerging markets - the first cross-border
high-performance charging network is being
developed together with Shell and the sports
car manufacturer is also expanding its pro-
duction network with the addition of a local
assembly line in Malaysia. This was devel-
oped together with its long-term partner
Sime Darby Berhad and expands Porsche's
European production network. From 2022,
Cayenne models which are specially and
exclusively tailored to the Malaysian market
will be produced in the Kulim District. A part-
nership has now existed with Sime Darby for
10 years. The company is an importer and
dealer for Porsche in Malaysia. As a founding
member of ASEAN, Malaysia offers good
business and development opportunities.
The island country also has a well-developed
and established automotive industry.
Assembly capacities in Malaysia
Smart press shop goes into production
The smart press shop, a joint venture of
Schuler and Porsche, went into operation in
mid-2021. The press shop in Halle is one of
the most state-of-the-art and most innova-
tive of its kind in the world. The aim is, in
particular, to achieve even greater dovetailing
of design, development, body planning, tool
manufacture and production, and to make
the logistics paths more efficient and, above
all, balance-sheet CO2-neutral. The smart
press shop also expands the conventional
business line of a press shop with the add-
ition of what's known as laser cutting tech-
nology. This innovative technology is an ideal
solution for manufacturing small batches of
aluminium body parts.
203
Sales, production and procurement
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
2 Incl. 16,953 vehicles not yet eligible for registration at the time
of factory delivery as a result of the semiconductor shortage.
2021
2020
2019
2018
2017
Production figures from 2019 exclude pre-series vehicles;
figures up to 2018 include pre-series vehicles.
0
300,081 1,2
50
50
100
150
200
250
255,683
The Vision Gran Turismo is Porsche's
first concept study specially developed
for use in a computer game. Exhibiting
the brand's typical proportions, the study
takes familiar Porsche design elements
into the future.
Gran Turismo 7 is the latest version of the
popular driving and racing simulation.
The game developed for the PlayStation 4
and the new PlayStation 5 will be released
on 4 March 2022. Porsche sports cars
have featured in the software since 2017,
the most recent vehicle being the Taycan
Turbo S.
First study specifically for a video game
One of the automotive stars of Gran Turismo 7
is the new Porsche Vision Gran Turismo.
This virtual racing car was jointly developed
by Porsche and the video game development
studio Polyphony Digital Inc., a subsidiary
of Sony Interactive Entertainment. The four-
wheel drive vehicle's technical attributes
include a high-performance electric power-
train with up to 950 kW of overboost power
together with launch control.
Version 2.0 of the Duotone Academy App
is the first result of the cooperation
with Duotone and has been available from
Google Play and the App Store since
14 December 2021.
a Porsche Taycan 4S. The Artcar was also
Taycan Artcar by Richard Phillips
The auction house RM Sotheby's auc-
tioned off the Porsche Taycan Artcar
created by New York artist Richard
Phillips for 200,000 US dollars. More
than 50 bids were submitted for the work
of art on wheels. Porsche Schweiz AG
donated the entire proceeds to the Swiss
non-profit organisation Suisseculture
Sociale. In this way, Porsche and its pro-
ject partners are supporting Swiss
creative artists, a sector which has been
especially hard hit by the COVID-19
pandemic. To create the Taycan Artcar,
the artist applied his large painting
"Queen of the Night" to the body of
Creative Director of Balmain in 2011,
aged just 25 - making him the youngest
creative director of a Paris fashion house
since Yves Saint Laurent.
As a first step in the strategic
brand partnership with
TAG Heuer, a new watch was
unveiled - the TAG Heuer
Carrera Porsche Chronograph.
École supérieure des arts et techniques
de la mode (ESMOD) in Paris, then became
an orphanage. He attended the fashion school
born in 1985 and was later adopted from
Porsche collaborated with Olivier Rousteing
on its communication of the Panamera
models. A video series available in social
media tells the extraordinary personal story
of the current Creative Director of the Paris
fashion label Balmain. Olivier Rousteing was
Cooperation with fashion designer
Porsche and the Swiss luxury watchmaker
TAG Heuer agreed on a strategic brand
partnership in early 2021. The premium manu-
facturers intend to jointly develop products
under this comprehensive and long-term
alliance. As a first step, the partners unveiled
a new watch the TAG Heuer Carrera
Porsche Chronograph. TAG Heuer has been
the Porsche Formula E team's title and
timing partner since 2019.
Partnership with TAG Heuer
Exactly 178 entries were submitted to the
"Porsche Awards 2021 - For Young Talents
in Advertising". The jury selected the
winners in mid-July. The winner of the Short
Advertising Content category was the
Polish entry Tight Frame directed by
Katarzyna Jarecka and Jakub Skitek. The
Long Advertising Content category was won
by the team responsible for Get married
again, directed by Eugen Merher. The Driven
by Dreams category is based on Porsche's
eponymous brand purpose and features films
that encourage us to believe in our dreams.
The winner here was the English film Absent
directed by Libby Burke Wilde.
Young film-makers recognised
The Art of Dreams was conceived as a series
of interactive pop-up installations. The
designs and works of art consider dreams as
their motif from a variety of angles. The
French artist Cyril Lancelin kicked off the
series with his work "Remember your dreams".
The large inflatable installation could be
experienced at the Palais Galliera, Musée
de la Mode de la Ville de Paris, from 15 to
24 October. The series of interactive pop-up
installations will continue in cities of culture.
The next planned stop for The Art of Dreams
is an exhibition in Milan in summer 2022.
The agencies Gravity and Peak are supporting
Porsche with this project.
Artistic consideration of dreams
Porsche and the fashion label
Aimé Leon Dore refashioned
a vehicle together once again.
The 911 Super Carrera
celebrated its live premiere
at the flagship store in
New York City.
Porsche Deutschland's first NFT auction
An exclusive design sketch by Exterior
Design Director Peter Varga was auc-
tioned off as a non-fungible token (NFT)
in August. The work of art features two
milestones in Porsche's history combined -
the Taycan Cross Turismo and the 911.
Collectors and Porsche fans had the
opportunity to buy the design sketch via
the US platform SuperRare. The proceeds
at the end of the auction came to 30.25
ether (ETH), which equates to around
80,000 euros. The physical original was
auctioned off too. All the proceeds were
donated to the non-profit organisation
Viva con Agua.
To tie in with this, ALD released a capsule
collection. The 911 SC is the second vehicle
to be created in the course of the partner-
ship. Their first joint project in 2020 was a
restored 911 Carrera 4 (type 964).
The 911 between heritage and fashion
Porsche and the fashion label Aimé Leon
Dore (ALD) refashioned a vehicle together
once again. The restored 911 Super Carrera
celebrated its live premiere at the brand's
flagship store in New York City from 21 to
23 May. This 911 is characterised by olive
paintwork, additional headlights on the
bonnet, Fuchs wheels and a roof rack.
FRÉDÉRIC ARNAULT (TAG HEUER) AND DETLEV VON PLATEN (PORSCHE AG)
D
further customised by the Porsche Exclu-
sive Manufaktur.
Production in Zuffenhausen
PORSCHE AND THE FASHION LABEL AIMÉ LEON DORE (ALD) REFASHIONED A VEHICLE TOGETHER
Sales, production and procurement
Porsche supports kitesurfing
Since November 2021, Porsche has been
sponsoring the renowned Red Bull King
of the Air competition in Cape Town, in
which the world's best kitesurfers compete
to perform extreme jumps. The sports car
manufacturer is additionally cooperating
with the kitesurfing brand Duotone. The
company has also signed two professional
athletes, Liam Whaley and Rita Arnaus,
as kitesurfing representatives. "Kitesurfing
is all about athleticism, precision and
pushing boundaries - which is why this
sport is a perfect fit for Porsche," says
Robert Ader, Vice President Marketing at
Porsche AG. "We see great potential in
kitesurfing as a way to work with attractive
brands and to appeal to new target groups."
This engagement complements Porsche's
long-standing sponsorship of tennis
and golf.
First Sonderwunsch vehicle completed
Paolo Barilla became the first customer to
realise a vehicle project together with
Porsche Exclusive Manufaktur as part of
the Sonderwunsch programme. The Italian
businessman was the overall winner of
Le Mans in 1985. On the occasion of his
60th birthday, he helped design a highly
individual Porsche 911 GT3 (992) and was
heavily involved in its creation. This special
vehicle is based on his Le Mans winning
car in addition to the characteristic racing
look in Summer Yellow, white and black,
the Porsche sports the winning start num-
ber 7 on its bonnet and doors. Other details
such as the rear wing and gearshift lever
were likewise reinterpreted and in part
developed independently. Under the new
Sonderwunsch programme, the customer
took on the role of project manager. Barilla
worked directly on realising his dream car
as a member of the project team comprising
Porsche Exclusive Manufaktur experts and
the Style Porsche design division. The pro-
cess took a total of three years, from the first
design ideas to technical feasibility checks
and construction.
PORSCHE INVITED PEOPLE TO AN OPEN SPACE IN MUNICH INSTEAD OF TO A TRADITIONAL TRADE SHOW STAND
PORSCHE
PORSCHE EXCLUSIVE MANUFAKTUR COMPLETED ITS FIRST SONDERWUNSCH VEHICLE PROJECT
永源
TALD
PORSCHE
NEW
eans
The tenth PEC is under construction in
Toronto, Canada, and is scheduled to
open in 2024.
The new PEC Tokyo is 43 hectares in
size. Its 2.1-kilometre track recreates
famous corners such as the Nürburgring's
Carousel. The PEC also offers six driver
training modules, including a demanding
off-road course.
Italy and Tokyo respectively in autumn. The
new brand experience venue in Franciacorta,
Italy, is approximately 60 hectares in size
and includes a handling circuit with three
different training areas. The customer centre
is futuristic in design. The drivers' paddock
featuring 29 garages is for motorsport events
such as the Porsche Carrera Cup Italia.
Three new PECs around the world
Porsche opened its eighth and ninth Porsche
Experience Centres (PEC) in northern
At the beginning of August, the first South
East Asian edition of the event format
SCOPES Driven by Porsche celebrated
its premiere. The exchange of ideas was
held virtually this time. In the course of
two months, visionaries, artists and young
entrepreneurs told inspirational stories in
documentaries, workshops, podcast series,
interactive live panels and talks.
Porsche is expanding its presence in
South East Asia's emerging markets with a
number of projects. For example, Porsche
Asia Pacific and Shell are installing the
first cross-border charging network in South
East Asia comprising 12 charging points
at six Shell filling stations. And together
with its partner of many years Sime Darby
Berhad, the sports car manufacturer is
developing a local vehicle assembly line
in Malaysia.
Porsche Asia Pacific growth
a traditional trade show stand - in keeping
with the new concept of IAA Mobility in
Munich, Porsche received fans and visitors
interested in innovative mobility in exhibition
space which was open to the public, on
Wittelsbacher Platz square. Numerous star
guests came to the stage to present
the Porsche product range and the latest
developments from Weissach, including
Hollywood actor Michael Fassbender
("X-Men"). The German-Irish hobby racing
driving has been competing for the past two
years, including in the European Le Mans
Series in a Porsche 911 RSR. Another
highlight was the "Dreamers. On." live talk.
Sara Nuru, Tim Bengel, Patrick Dempsey,
Johann König and Alvaro Soler talked to
moderator Steven Gätjen about their journeys
through life and their dreams and about how
they made their dreams come true.
An open-space appearance instead of
Open stage at the IAA
199
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
198
At the main plant in Zuffenhausen, an
average of more than 400 vehicles rolled off
the production line every day - more than
ever before in spite of the semiconductor
shortages. A sophisticated control and pro-
duction principle allows the assembly of all
twodoor sports cars - the 911, 718 Boxster
and 718 Cayman model series - on one
production line. Highly individual customer
wishes can be integrated directly into series
production thanks to the flexible production
system. Put simply, no two vehicles are
exactly the same. This also applies to the
Taycan, which is produced in its own factory
within the factory - without a conventional
assembly line.
At the Leipzig plant, the company produced
a total of 118,107 vehicles, which equates
204
The same goes for the traditional procure-
ment work steps - Porsche is increasingly
embedding its processes in universal end-
to-end logics. This is strengthening cross-
departmental work and placing the overall
company perspective at the forefront of its
actions. A good example here is Purchase-
to-Pay the company is creating a universal
process across procurement, production
and finance that encompasses everything
from the requirements and purchasing to
goods inward and invoicing. This method is
expected to have optimisation potential
of around 10 per cent up to 2030. Porsche
intends to apply end-to-end logics to a
further 12 core processes by 2030.
The concepts developed are presented
twice a year during an Expo Day. The feed-
back has been positive to date, Porsche
has initiated approximately 80 projects
as part of Startup Autobahn. Around a third
of these has led to a concrete product or
service for Porsche customers. Innovation
management and Startup Autobahn are key
components of Strategy 2030 and continue
to be further developed.
Porsche is reducing the time between an idea
and the product with innovation management
which is applied across all departments.
The Procurement department is making an
important contribution here with the Startup
Autobahn innovation platform. This forges
contacts with innovative young businesses.
The company founders are then given the
opportunity to expedite ideas together
with Porsche experts for several months.
Greater efficiency is also the focus of the digit-
alisation of the Procurement department
itself. The employees have been working with
chatbots since 2021. These little communi-
cation programs give automated responses
to questions, thereby eliminating research on
the part of the employees. Bot technology
has been further developed with the Porsche
Procurement Assistant (PPA). Attractive
bot programs are in use within the complex
SAP system, lightening the Porsche pro-
curers' workload. These programs support
the most common operating steps and,
if necessary, also see to standard routines
themselves. Up to 90 per cent of mouse
clicks can be eliminated thanks to PPA. The
system is now significantly more user-friendly.
In particular, it enables new employees
to find their feet in company-specific work
processes more quickly.
Process efficiency and innovation
management
In 2021, the Volkswagen Group signed up
to the cross-industry initiative Catena-X.
This cloud-based data ecosystem is open
to companies in the European automotive
industry as well as their suppliers and
partners. Its purpose is the secure exchange
of data and information all along the value
chain. Its aim is to make supply chains more
transparent, more sustainable and more
efficient on the basis of uniform standards
and shared principles. Twenty-eight com-
panies and organisations are Catena-X
consortium partners, including all the major
German automobile manufacturers.
The innovative pilot project Prewave helps
to identify sustainability risks in the supply
chain. Porsche is making use of artificial intel-
ligence (AI) here. The Prewave system can
forecast such risks in the lower supply chain
levels, with the technology analysing supplier-
related news in more than 50 languages.
The news is sourced from publicly access-
ible media and social networks in more
than 150 countries. As such, Al is serving
as a proactive early-warning system for
violations of the company's sustainability
requirements. The Procurement department
then examines the matter and possibly
introduces countermeasures.
Together with the tyre manufacturer Michelin,
Porsche also promotes sustainable natural
rubber production. The two companies are
championing transparency and better labour
conditions in the production of this raw
material in Sumatra, Indonesia, through the
CASCADE (Committed Actions for Small-
holders Capacity Development) project.
The local smallholders are offered training
in production practices, biodiversity and
occupational health and safety with the aim
of improving their livelihoods and economic
situation in the long term. Indonesia is one of
the world's primary rubber producers. Based
on analyses and talks held locally, Porsche
and Michelin identified potential supply chain
risks related to rubber production. CASCADE
is one of the first projects in the world to
tackle the lowest level of the natural rubber
supply chain. More than 1,000 smallholders
are being given training to make their
production methods more environmentally
friendly and more efficient. Porsche and
Michelin are investing some one million
euros in the project which is initially set to
run until 2024.
As part of Porsche's comprehensive sustain-
ability strategy, procurement is also about
good labour conditions, anti-corruption and
the upholding of human rights throughout
the supply chain. The company has therefore
been a member of the Responsible Mica
Initiative (RMI) since 2020, which champions
better mining conditions in relation to the
raw material mica. These pigments feature
among other things in car paints and are
primarily mined in India. The RMI ran projects
in 80 villages in the primary mining regions in
Jharkhand and Bihar in the last financial year
with the aim of establishing appreciation of
more sustainable mining methods and offer-
ing the mine workers better prospects in life.
Since 2021, Porsche has been assuming
responsibility with a position on the RMI
Board of Directors - the company actively
helps shape the initiative's strategy. Among
other things, Porsche is developing cross-
industry mica mining standards.
financial year in what are known as sustain-
ability dialogues. Together, they defined
concrete CO₂ reduction measures.
(since 19 August 2021)
Member of the Executive Board -
Procurement
Barbara Frenkel,
A CLEAR SUSTAINABILITY
STRATEGY, WHICH WE
ARE IMPLEMENTING
TOGETHER WITH OUR
DIRECT SUPPLIERS. WE ARE
GENERATING IMPORTANT
MOMENTUM ON THE WAY
TO ACHIEVING BALANCE-
SHEET CO₂ NEUTRALITY."
"PROCUREMENT HAS
Since 2019, the suppliers have been bound
not only by costs and quality, but also by
sustainability criteria. This is documented in
the sustainability rating, or S-rating for short.
A large proportion of the suppliers that have
submitted a tender for a contract already
meet the Porsche requirements. In addition,
the Porsche procurers discussed concepts
and innovations with suppliers in the last
A sustainable and transparent supply chain
Porsche is also shaping the path to greater
sustainability on the basis of partnership with
its suppliers. Transformation in the direction
of electromobility will increase the supply
chain's share of the company's CO₂ footprint
from the current 20 per cent to around 40 per
cent by 2030. To counteract this, Porsche has
required its series suppliers to use renewable
energies for all contracts newly awarded
since July 2021. This has been the case for
its battery cell suppliers since 2020. An add-
itional approximately 1,300 series suppliers
will now gradually follow. This measure is an
important step in further reducing the CO2
emissions caused by the supply chain.
INDONESIAN RUBBER FARMERS ARE OFFERED TRAINING IN PRODUCTION PRACTICES, BIODIVERSITY AND OCCUPATIONAL HEALTH AND SAFETY
209
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Sales, production and procurement
MART
208
210
THE STARTUP AUTOBAHN CONCEPTS ARE PRESENTED AT EXPO DAY
3,954
19
8,695
17
8,763
Property, plant and equipment
Leased assets
12
THE PAINT SHOP IN ZUFFENHAUSEN CAN ALSO CATER TO SPECIAL COLOUR REQUESTS
12
6,190
%
Dec. 31, 2020
%
Dec. 31, 2021
Results of operations
Financial position
Net assets
FINANCIAL ANALYSIS
electric
TTER WAY FORWARD
211
Sales, production and procurement
Porsche actively supported its suppliers in
the last financial year. The partners supply
jointly developed parts, some of which
are highly specialised. For this reason too,
Porsche does not abandon its partners in
a crisis. For example, in the case of small
and medium-sized suppliers in particular,
the sports car manufacturer made part
payments for development costs and tools
ahead of the contractually agreed deadlines.
5,437
Porsche is increasingly
embedding its processes in
universal end-to-end logics.
This is strengthening
cross-departmental work
and placing the overall
company perspective at the
forefront of its actions.
the way technologically for the factory of
the future. The 5G network creates the
basis for the instantaneous and secure
transfer of data between people, machines
and vehicles.
in 2021 - a private 5G research network
was put into operation together with
Ericsson. The first of its kind in the Porsche
production environment, it will pave
Around 550 vehicles from the Macan and
Panamera model series were produced
on a daily basis at the Porsche plant in
Leipzig. Meanwhile, the site is also shaping
up for electromobility. The decision to
produce the next generation of the Macan
as an all-electric variant in Leipzig means
that Porsche is investing around 600 million
euros in the site in Saxony. With this latest
plant expansion, the company is creating
the possibility of producing fully electric
vehicles on the existing production line
alongside petrol and hybrid models in future.
In addition, another important step was
taken in the direction of a smart factory
Production in Leipzig
production system, and with its resource
efficiency programme. The processes are
regularly scrutinised in environmental and
energy audits in order to achieve continuous
improvement. From 2014 to 2020, resources
worth just under 3.5 million euros were
saved thanks to the implementation of such
measures. With the Leipzig factory's own
"Environmental impact reduction in Produc-
tion" performance indicator, the plant serves
as a benchmark for the automotive industry.
The plant also scored points for its high
degree of transparency regarding the con-
sumption of resources and its needs-based
control, for example in the area of lighting.
The Porsche plant in Leipzig received a Lean
& Green Management Award in the category
Automotive OEM in 2021. The jury awarded
the Porsche site in Saxony the distinction
Lean & Green World Class. The competi-
tion recognises the most successful lean
management approaches together with
environmental and sustainability aspects.
Two hundred and fifty plants from more
than 10 countries and 20 industries entered.
The Leipzig plant made an impression first
and foremost with the Porsche improvement
process, which is firmly embedded in the
The Porsche plant in Leipzig
received a Lean & Green
Management Award in 2021.
The competition recognises
the most successful lean
management approaches
together with environmental
and sustainability aspects.
FINAL ASSEMBLY OF THE PANAMERA AT THE LEIPZIG PLANT
205
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Sales, production and procurement
At its site in Leipzig, Saxony, Porsche has
been applying a unique grazing concept
across its 132-hectare off-road site since
2002. With its specially created ponds,
wetlands and grazing land, the site offers
a natural habitat for numerous types of flora
and fauna.
On the occasion of World Environment Day
on 5 June 2021, Porsche presented the
first section of land on its way to making the
company grounds at the main site in Zuffen-
hausen near-natural. Approximately 2,000
square metres of space which was previously
occupied by the plant's vehicle sales was
environmentally upgraded. The new green and
blooming environment offers the main plant's
neighbours natural noise control. At the same
time, the company is voluntarily opening this
space up to the public - the area serves the
neighbours as recreational space and offers
the employees better sojourn quality.
Near-natural company grounds at
the main site in Zuffenhausen
At the Taycan paint shop,
the bodywork holes needed
for corrosion protection
are now sealed much more
effectively. The previous
plastic plugs have been
replaced by sticky pads.
Porsche has developed a new production
process in Zuffenhausen in cooperation with
Tesa SE at the Taycan paint shop, the body-
work holes needed for corrosion protection
are now sealed much more effectively; these
holes are needed so that the paint shop can
reach all the hollow spaces. The innovative
solution involves the plastic plugs previously
used being replaced with sticky pads. The
all-electric Taycan is the first vehicle in the
world to feature this new process. A robot
automatically, quickly and reliably positions
more than 100 sticky pads and seals the
bodywork holes, thereby optimising the
efficiency of Porsche production. The paint
shop at the plant in Leipzig was likewise
transitioned to this innovative process in
the year under review.
New production process at
ANUC
NEW PRODUCTION PROCESS USES STICKY PADS INSTEAD OF PLASTIC PLUGS
K
The co-workers in Rutesheim or Weissach
can then gain the same impression as the
employee in the field thanks to a live stream.
Far from being a stopgap measure, digital
supplier inspection delivers excellent results
and will continue to be used by Porsche's
Procurement department in the future.
The Porsche site in
Leipzig is shaping up for
electromobility.
The decision to produce
the next generation of the
Macan as an all-electric
variant in Leipzig means
that Porsche is investing
around 600 million euros
the Taycan paint shop
Porsche Leipzig expands its training centre
The Leipzig site opened the extension of its
training and qualification centre right on
time for the start of the new training year.
The 1,600-square-metre extension directly
adjacent to the existing building comprises
training and communal rooms. Vocational
training has grown together with the Porsche
factory - when the first Porsche Cayenne
rolled off the production line in 2002, there
were five trainees at the site; there are now
more than 120. The training centre built in
2017 has been extended in order to adapt
the training to the ever-changing conditions
in the automotive industry. This will result
in some significant advantages. Until now,
the training workshop for industrial mechanics
and mechatronics engineers was located
in Assembly. Thanks to the extension, all
the apprenticeship trades are now together
under one roof. The new premises also
offer space for the qualification and further
training of employees with career experience.
Training with robots and CNC machines can
therefore be expanded.
in the site in Saxony.
For the department employees, the last finan-
cial year was characterised by mobile working.
"As was also the case in 2020, protecting
people's health took priority. A large proportion
of the employees therefore worked almost
entirely from home again in 2021," says
Barbara Frenkel, Member of the Executive
Board responsible for Procurement. "This was
challenging for everyone - but it worked very
well. We see opportunities in the crisis - we
identified benefits for our organisation from
using digital communication technologies and
we intend to maintain and develop them."
A new kind of collaboration
FAR FROM BEING A STOPGAP MEASURE, DIGITAL SUPPLIER INSPECTION DELIVERS EXCELLENT RESULTS
Barbara Frenkel began her career at Porsche
in 2001 as Head of Quality Systems and
Methods. Following various management
positions, she became of Head of European
Sales in 2017. She increased the retail
volume in Porsche's third-largest sales
region by around 10 per cent and played a
significant part in further developing the
dealer organisation. Barbara Frenkel was
also a member of the Porsche AG Super-
visory Board from 2019, a position which
she stepped down from upon accepting
the Executive Board role.
Change in department leadership
The head of the department changed in
August 2021 when Uwe-Karsten Städter
went into retirement. He had been the
Porsche Executive Board member respon-
sible for Procurement for 10 years. In all,
Städter worked for the Volkswagen Group
for 47 years. He was succeeded by Barbara
Frenkel. Oliver Blume, Chairman of the
Executive Board of Porsche AG, comments
as follows on the change in leadership:
"Uwe-Karsten Städter is one of the most
experienced purchasing experts in the auto-
motive industry. Porsche's procurement was
prepared for the challenges of transformation
in an exemplary manner both operationally
and strategically under his leadership. In
Barbara Frenkel, we found a highly capable
successor within the company ranks."
(until 18 August 2021)
Uwe-Karsten Städter,
Member of the Executive Board -
Procurement
"PROCUREMENT IS READY
FOR THE CHALLENGES
OF TRANSFORMATION -
WE ARE SEIZING OPPOR-
TUNITIES AND ACTIVELY
SHAPING THE COMPANY'S
AUTOMOTIVE FUTURE."
on the basis of greater supply chain trans-
parency. Possible countermeasures include
building up parts inventories and making
use of alternative components. Intensive
communication with potentially critical sup-
pliers has an important part to play here.
BARBARA FRENKEL AND UWE-KARSTEN STÄDTER AT THE PORSCHE MANAGEMENT CONFERENCE
One example here is collaboration with the
suppliers. Previously, a number of experts
had to travel to a supplier in order to opti-
mise or audit the processes. Now only one
Porsche employee is on the road, equipped
with data glasses that they put on at the
destination.
Volatile supply chains
The Procurement department is a key inter-
face at Porsche. Its purchasing volume ex-
ceeded nine billion euros in the last financial
year, equating to approximately 80 per cent
of the company's value creation. Procure-
ment therefore has a significant influence on
environmental protection and sustainability
beyond the factory gates. Together with its
partners, Porsche is committed to achieving
a shift in personal mobility in the direction of
balance-sheet CO2 neutrality. The company's
good collaboration with the suppliers is
demonstrated by the successful launches of
the new passenger vehicle production models
911 GTS, 911 Targa GTS, 911 GT3, 911 GT3
Touring, Boxster 25 years, Cayenne Turbo GT,
Macan Facelift, Taycan Cross Turismo and
Taycan Sport Turismo.
PROCUREMENT
207
The entire industry was hit by shortages in
the semiconductor market in 2021. At the
same time, demand for microchips increased
and vehicle production in the automotive
industry consequently slowed down. Porsche
established a task force within Procurement
early on. This engages in ongoing commu-
nication with the Volkswagen Group, chip
suppliers and tier 1 suppliers. Lessons were
learned from the supply shortages - the im-
pact of material shortages, logistics issues
and geopolitical influences on Porsche's parts
procurement is to be identified and mitigated
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
LEAN & GREEN MANAGEMENT AWARD 2021 FOR THE LEIPZIG PLANT
Sales, production and procurement
206
1 The prior-year figures were adjusted.
220
%
2021
2020
%
Financial analysis
Profit after tax
Cost of sales ¹
Profit before tax
Financial result
Other operating expenses 1
Other operating income
Distribution expenses
Administrative expenses
33,138
Gross profit
Sales revenue
Income tax income/expense
Operating profit
7,540
28,695
-4
1,079
€ million
-1,255
4
-1,426
-7
- 1,881
100
6
26
27
8,857
-74
-21,155
-73
-24,281
100
-2,111
of the Porsche AG Group
LUTZ MESCHKE HAS BEEN MEMBER OF THE PORSCHE AG EXECUTIVE BOARD RESPONSIBLE FOR FINANCE AND IT SINCE 2009
The return on sales
increased to 16.0 per cent,
thereby significantly
surpassing the strategic
target of 15 per cent.
20
23,491
25
25,784
WITH THE 2021 FINANCIAL
YEAR. WE ACHIEVED AN
EXCEPTIONALLY STRONG
RESULT THANKS TO OUR
HEALTHY BALANCE SHEET
AND COST STRUCTURE."
30
of the Porsche AG Group in € million
Sales revenue
Lutz Meschke, Deputy Chairman and
Member of the Executive Board -
Finance and IT
"WE CAN BE VERY HAPPY
The net cash flow of the automotive division,
defined as cash flow from operating activ-
ities less the investing activities of current
operations, increased by € 1,478 million to
€ 3,676 million (prior year: € 2,198 million).
Cash flows from financing activities changed
from cash inflows of € 78 million in the prior
year to cash outflows of € 518 million in the
current fiscal year. Payments made in respect
of profit transfer and dividends resulted in
a cash outflow of € 1,864 million (prior year:
€ 1,802 million). By contrast, capital contri-
butions by Porsche Holding Stuttgart
resulted in a cash inflow of € 471 million
(prior year: € 1,028 million).
for investments in securities € 283 million
(prior year: € 300 million).
Investing activities of current operations -
i.e., the cash flow from investing activities
less investments in securities, loans and
time deposits - increased by € 604 million
to € 3,374 million. Investments in intangible
assets (excluding capitalized development
costs) and property, plant and equipment
decreased from € 1,547 million in the prior
year to € 1,442 million in the current reporting
period. Additions to capitalized development
costs amounted to € 1,601 million following
€ 1,225 million in fiscal year 2020. Cash
outflows from the change in loans and time
deposits amounted to € 2,308 million
(prior year: cash inflows of €51 million) and
Cash flows from operating activities amount-
ed to € 6,416 million in the 2021 reporting
period following € 4,140 million in the
prior year. This is mainly the result of the
higher profit before tax as well as the change
in other provisions, liabilities (excluding
financial liabilities) and receivables (excluding
financial services), partially offset by higher
income tax payments and lower depreciation,
amortization and write-downs.
FINANCIAL POSITION
3
4
The net available liquidity of the automotive
division - i.e., its gross liquidity less financial
liabilities and excluding the financial services
division in each case - improved from
€2,961 million as of December 31, 2020 to
€ 4,970 million as of December 31, 2021.
Results of operations
218
10
Other operating expenses decreased from
€ 1,180 million to € 1,085 million. The
decrease is primarily attributable to lower
expenses from exchange rate changes of
€ 196 million.
Other operating income rose from 953 million
to 1,079 million. The increase is largely due
to the € 98 million rise in income from foreign
exchange gains.
The depreciation and amortization charged
throughout the Porsche AG group, with
the exception of write-downs on investments
included in the financial result, increased
slightly to € 3,256 million compared to
€3,234 million in the prior year. The increase
is mainly attributable to higher depreciation
of property, plant and equipment and
leased assets.
expenses is mainly driven by the rise in the
average number of employees during the year
by 500 to 36,519.
Personnel expenses of the Porsche AG group
increased from € 4,230 million to € 4,478
million in total. The increase in personnel
Distribution expenses increased by € 230
million from € 1,881 million to € 2,111 mil-
lion as a result of the increase in unit sales
and the associated selling costs as well as
sales-related indirect overheads. Administra-
tive expenses rose from € 1,255 million to
€ 1,426 million. In proportion to sales
revenue, distribution expenses were down
slightly at 6 per cent (prior year: 7 per cent),
while administrative expenses remained un-
changed at 4 per cent (prior year: 4 per cent).
Cost of sales increased by € 3,126 million to
€ 24,281 million (prior year: € 21,155 mil-
lion) and accounts for 73 per cent of sales
revenue (prior year: 74 per cent). The slight
decrease in cost of sales in relative terms is
largely attributable to changes in the product
and region mix as well as lower fixed costs.
The capitalization ratio for research and
development costs amounted to 66 per cent
(prior year: 55 per cent). The gross margin
comes to 27 per cent (prior year: 26 per cent).
The Macan is the bestselling series with
86,529 vehicles sold, followed by the
Cayenne with 81,541 vehicles. With an
increase of 17,001 vehicles to a total of
39,222 vehicles sold, the Taycan recorded
the most significant increase in sales, over-
taking the other series 911 (39,068 vehicles),
Panamera (31,679 vehicles) and 718
(19,250 vehicles). In regional terms, China is
still the largest market with 94,826 vehicles
sold. The largest growth in relative terms
of 17 per cent to 74,431 vehicles sold was
recorded on the North American market.
With 61,288 and 26,788 vehicles sold, the
European and German markets likewise
recorded double-digit growth of 11 per cent
and 15 per cent, respectively.
15
Consolidated revenue in the Porsche AG
group amounted to € 33,138 million in the
reporting period (prior year: € 28,695 million).
The Porsche AG group sold 297,289 new
vehicles in the past fiscal year. This corres-
ponds to a 12 per cent increase in unit sales
compared to the prior year.
RESULTS OF OPERATIONS
219
Financial analysis
2017 2018 2019 2020 2021
0
33,138
28,518 28,695
5
The Porsche AG group's profit after tax
increased by € 872 million from € 3,166
million in the corresponding prior-year
period to € 4,038 million in the current fiscal
year. The tax rate in the reporting period was
30 per cent (prior year: 28 per cent).
953
- 1,085
2020
-283
48
-300
Change in loans and time deposits
Cash flows from investing activities
-2,308
51
-5,965
-3,019
21
Capital contributions
Profit transfer and dividends
- 1,864
1,028
-1,802
Capital transactions with non-controlling interest shareholders
Proceeds from issuance of bonds
5,243
3,222
Repayment of bonds
471
-3,814
-46
Change in investments in securities
Property, plant and equipment
Leased assets
Equity-accounted investments
Other equity investments
6,190
5,437
8,763
8,695
3,954
3,614
-352
573
313
217
Financial services receivables
Other financial assets
3,461
2,414
8,596
Cash received from disposal of intangible assets and property, plant and equipment
167
-2,550
Change in other financial liabilities
-444
232
Financial data
233
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
of Dr. Ing. h.c. F. Porsche Aktiengesellschaft for the period January 1 to December 31, 2021
€ million
Balance at Jan. 1, 2020
Profit after tax
5,862
Other comprehensive income, net of tax
Disposal of equity instruments
Capital contribution
Profit transfer and dividends payment
Capital transactions involving a change in ownership interest
Other changes
Balance at December 31, 2020
Balance at Jan. 1, 2021
Profit after tax
Total comprehensive income
8,406
1,518
4,079
282
Repayments of lease liabilities.
-110
-102
Cash flows from financing activities
-518
78
Effect of exchange rate changes on cash and cash equivalents
50
-29
Net change in cash and cash equivalents
-67
1,199
Cash and cash equivalents at end of period
4,327
4,344
Cash and cash equivalents at end of period
Securities, loans and time deposits
Gross liquidity
4,327
4,344
Intangible assets
Other comprehensive income, net of tax
Assets
€ million
-340
Deferred taxes relating to exchange differences on translating foreign operations
Exchange differences on translating foreign operations, net of tax
Hedging
397
-340
Fair value changes recognized in other comprehensive income (OCI I)
-1,523
1,391
Transferred to profit or loss (OCI I)
397
-75
Cash flow hedges (OCI I), before tax
- 1,598
1,108
Deferred taxes relating to cash flow hedges (OCI I)
480
- 332
Cash flow hedges (OCI I), net of tax
Transferred to profit or loss (OCI II)
-283
-1,118
Exchange differences on translating foreign operations, before tax
0
Pension plan remeasurements recognized in other comprehensive income, before tax
Deferred taxes relating to pension plan remeasurements recognized in other comprehensive income
Pension plan remeasurements recognized in other comprehensive income, net of tax
877
6
-261
4
616
10
Fair value valuation of equity instruments that will not be reclassified to profit or loss, net of tax
Share of other comprehensive income of equity-accounted investments that will not be
reclassified to profit or loss, net of tax
-340
-0
43
0
Items that will not be reclassified to profit or loss
Foreign exchange differences
Unrealized currency translation gains/losses
659
9
397
Transferred to profit or loss
-0
776
Fair value changes recognized in other comprehensive income (OCI II)
-391
thereof profit attributable to non-controlling interests
Financial data
-595
458
-101
802
165
-335
thereof profit attributable to shareholders
64
4,102
3,633
4,095
3,629
4
229
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
of Dr. Ing. h.c. F. Porsche Aktiengesellschaft as of December 31, 2021
467
Total comprehensive income
Other comprehensive income, net of tax
Deferred taxes relating to other comprehensive income
-492
570
521
Cash flow hedges (OCI II), before tax
179
29
-54
-7
Cash flow hedges (OCI II), net of tax
125
22
Deferred taxes relating to cash flow hedges (OCI II)
Fair value valuation of debt instruments that may be reclassified to profit or loss
Fair value changes recognized in other comprehensive income
Transferred to profit or loss
Fair value valuation of debt instruments that may be reclassified to profit or loss, before tax
Deferred taxes relating to fair value valuation of debt instruments recognized in other
comprehensive income
Fair value valuation of debt instruments that may be reclassified to profit or loss, net of tax
Share of other comprehensive income of equity-accounted investments that may be reclassified
subsequently to profit or loss, net of tax
Other comprehensive income, before tax
Items that may be reclassified subsequently to profit or loss
Dec. 31, 2021 Dec. 31, 2020
Total comprehensive income
Subscribed
capital
Capital
1,862 18.2%
4,478 43.7%
to employees (wages, salaries, benefits)
2019
2020
8,218
8,568
10,247
-2,128
1,864 21.7%
4,230
-818
-3,044
-3,357
-3,214
-15,956
-16,661
- 19,363
28,518
828
28,695
709
-1,207
33,138
893
1,802 21.9%
4,003
to the company (reserves)
to creditors (interest expense)
Other taxes
no data
no data
no data
no data
no data
49.4%
no data
15.9%
1,311
12.2%
1,044
15.7%
1,605
to the state (taxes, duties)
48.7%
Income tax
2019
2020
2021
14,225
45
Balance at December 31, 2021
Other changes
Capital transactions involving a change in ownership interest
471
-1,862
-1,858
Profit transfer and dividends payment
9,146
471
Disposal of equity instruments
4,102
43
-54
54
125
-1,118
396
4,648
Capital contribution
223
-361
-340
2021
to shareholders (profit transfer)
Appropriation of funds in € million
Value added
Other upfront expenditures
Depreciation, amortization and impairment losses
Cost of materials
Other income
Sales revenue
Source of funds in € million
of Porsche AG for the period 1 January to 31 December 2021
VALUE ADDED STATEMENT
236
235
Financial data
234
22,935
8
-11
Value added
no data
no data
no data
776
22
-340
776
22
22
0
5
-340
17,428
3,166
0
467
A
3,633
1,028
- 1,864
45
4
-487
-19
167
reserves
45
12,726
Retained
earnings
4,991
3,162
10
3,172
1,028
-1,860
Other reserves
Hedging
Currency
translation
Cash flow hedges Deferred costs of
(OCI I)
hedging (OCI II)
Equity and debt
instruments
Equity-accounted Non-controlling
investments
interests
Total equity
13,754
3,166
6,302
757
8,568
100%
10,247
11.8%
966
15.1%
1,292
21.2%
100%
2,176
136
1.6%
138
1.2%
126
no data
no data
no data
1.7%
8,218
100%
Financial data
-465
5
20,224
45
13,754
6,302
-173
757
-465
5
20,224
4,032
6
4,038
616
396
-1,118
125
237
-173
4,038
43
2021
2,959
Other liabilities
1,486
1,331
Tax payables
Current liabilities
65
43
13,079
11,285
51,382
45,491
230
Financial data
231
CONSOLIDATED STATEMENT OF CASH FLOWS
3,638
of Dr. Ing. h.c. F. Porsche Aktiengesellschaft for the period January 1 to December 31, 2021
Other financial liabilities
2,447
Non-current liabilities
Provisions for taxes
Other provisions
645
473
15,368
13,982
126
111
2,189
1,849
Financial liabilities
3,128
2,657
Trade payables
2,335
€ million
2021
2020
-13
Change in inventories
-152
-223
Change in receivables (excluding financial services)
-409
-734
Change in liabilities (excluding financial liabilities)
543
-134
Change in pension provisions
Change in other provisions
Change in leased assets
Change in financial services receivables
471
-222
Other non-cash expense/income
15
23
Cash and cash equivalents at beginning of period
4,344
3,174
Profit before tax
5,729
4,397
Income taxes paid
Other liabilities
-1,552
Depreciation, amortization and impairment losses
3,214
3,357
64
35
49
Share of profit or loss of equity-accounted investments
-837
493
285
Other financial liabilities
Other financial assets
5,353
2,761
Other receivables
579
606
Tax receivables
155
163
Securities
982
755
Cash, cash equivalents and time deposits
4,686
4,500
1,122
Current assets
1,081
1,199
8,870
Other receivables
Deferred tax assets
Non-current assets
Inventories
Trade receivables
Financial services receivables
113
164
867
817
32,830
30,395
4,517
4,108
1,081
18,552
15,096
51,382
Equity
22,935
20,224
Provisions for pensions and similar obligations
5,525
5,932
Other provisions
1,184
939
Deferred tax liabilities
782
685
Financial liabilities
6,599
5,668
5
8
Non-controlling interests
20,219
45,491
Equity and liabilities
Subscribed capital
Capital reserves
45
45
14,225
633
13,754
9,146
6,302
Other reserves
-489
118
Equity before non-controlling interests
22,927
Retained earnings
539
Gain/loss on disposal of non-current assets
-931
Profit after tax
thereof profit attributable to shareholders
thereof profit attributable to non-controlling interests
-299
1 Prior year figures adjusted.
226
Financial data
2021
2020
33,138
-24,281
8,857
28,695
-21,155
7,540
-2,111
-1,881
-1,426
Deferred
-1,255
Current
Profit before tax
CONSOLIDATED INCOME STATEMENT
of Dr. Ing. h.c. F. Porsche Aktiengesellschaft for the period January 1 to December 31, 2021
€ million
Sales revenue
Cost of sales¹
Gross profit
Distribution expenses
1
Administrative expenses
Other operating income
Other operating expenses
Operating profit
Share of profit or loss of equity-accounted investments
Interest income
Interest expenses
Other financial result
Financial result
Income tax income/expense
1.079
- 1,085
953
-1,180
4,038
3,166
4,032
3,162
6
4
- 1,858
-1,860
227
228
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
of Dr. Ing. h.c. F. Porsche Aktiengesellschaft for the period January 1 to December 31, 2021
€ million
Profit after tax
Pension plan remeasurements recognized in other comprehensive income
-233
-163
-998
-1,528
5,314
4,177
-22
-10
421
406
-113
Value added statement
-129
-47
415
220
5,729
4,397
- 1,691
-1,231
129
Consolidated statement of changes in equity
Profit transferred to Porsche Holding Stuttgart GmbH
Consolidated statement of financial position
415
1
220
0
5,729
17
4,397
15
- 1,691
- 1,231
-4
4,038
12
3,166
11
15
4,177
16
5,314
-945
-872
-987
Cash flows from operating activities
6,416
4,140
Investments in intangible assets (excluding capitalized development costs),
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
and property, plant and equipment
-1,442
- 1,601
- 1,547
-1,225
Consolidated statement of cash flows
4
-1,180
- 4
Additions to capitalized development costs
221
Change in equity investments
The financial result amounted to € 415 mil-
lion (prior year: € 220 million). The increase is
mainly due to reversals of write-downs of
4
3
2
1
5,314
0
2017 2018 2019 2020
2021
1 Before special items: 4,397; after
Financial analysis
223
FINANCIAL DATA
Consolidated income statement
Consolidated statement of comprehensive income
Operating profit amounts to € 5,314 million,
up by € 1,137 million on the prior year
(prior year: €4,177 million).
4,177
4,144
special items: 3,862.
4,3971
€ 51 million on the equity-accounted invest-
ment in Bertrandt AG, which had been written
down by € 115 million in the prior year.
4,289
Profit before tax amounted to € 5,729 million
(prior year: €4,397 million).
The healthy cost structure and the sustain-
ably high earnings power of the Porsche AG
group are also reflected in the key perform-
ance indicators. Despite the supply short-
age of semiconductors and the resulting
delivery bottlenecks, the Porsche AG group
generated an operating return on sales of
16.0 per cent in the past fiscal year (prior
year: 14.6 per cent), mainly due to counter-
The operating return on sales for Porsche
AG's automotive division was 16.6 per cent
(prior year: 15.4 per cent). The return on
capital, defined as the ratio of the operating
result after tax to the average invested
assets of Porsche AG's automotive division,
amounted to 21.3 per cent (prior year:
18.1 per cent).
The pre-tax return on equity of Porsche AG's
financial services division was 21.2 per cent
(prior year: 14.7 per cent).
Operating profit totalled
5,314 million euros
measures and cost discipline being introduced
at an early stage as well as the excellent
market performance. The pre-tax return on
sales amounted to 17.3 per cent (prior year:
15.3 per cent).
5
Operating profit (EBIT)
of the Porsche AG Group in € million
SGO 604E
THE NEW 718 SPYDER CONTINUES THE HISTORY OF SUCH FAMOUS ROADSTERS AS THE PORSCHE 550 SPYDER AND THE 718 RS 60 SPYDER
The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
in 2021, compared with
4,177 million euros in
the previous year.
222
Employees by gender
303
259
274
D
1,055
1,098
< 30 years
Region: Asia
Other regions (Australia, Latin America)
30-50 years
20.0%
<30 years
30-50 years
2021 V
2020
2019
> 50 years
22.6%
23.9%
834
819
Porsche Leipzig GmbH
840
2.5%
1,581
17.5%
17.0%
4,309
4,194
4,260
Of which female
2.6%
2.4%
10,308
9,875
Region: North America
9,798
15.3%
15.0%
14.6%
33,089
32,661
31,690
Porsche AG
Region: Europe (excluding Germany)
1,695
1,565
Of which male
251
Panamera 4S Sport Turismo
D
60.0%
61.6%
60.1%
11.3%
10.9%
10.7%
Total
Of which Porsche AG
17.7%
Of which Porsche Leipzig GmbH
Region: Germany
36,996
36,359
35,429
Of which male
48.7%
50.7%
49.4%
Of which other Group companies
22,379
16.2%
5.2%
2021
2020
2019
Porsche AG Group
Total workforce (number of employees)
2021 V
2020
2019
17.6%
< 30 years
Of which male
30-50 years
Of which female
22.1%
20.9%
22.9%
4.5%
4.7%
Of which female
Employees by age structure in %
22,290
> 50 years
G
718 Boxster GTS 4.0
294
400
14.7
8.5
10.8
246
G
10.9
G
718 Boxster GTS 4.0 (PDK)
294
400
13.0
7.6
9.6
219
247
21,371
G
257 12.5-12.1
254 12.3-12.0 278-271
257 12.5-12.1 284-275
17.9%
718 Spyder (PDK)
309
420
13.7
8.1
10.2
232
284-275
10.7
G
911 Turbo
Cabriolet
478
650
15.9
8.6
11.3
242
10.1
Unless specified otherwise, the listed key figures relate to the Porsche AG Group (including subsidiaries).
246
9
3
16
340
434
637
244
2
58
1,058
1
Material consumption in t
2014
2015
2016
2017 2018
2019 2020
2021
74,716
Others
0
112,697
Plastics
743
18
Water consumption of the production sites in m³/vehicle
Hazardous waste
4
3
3.82
3.32
Other sites
3.26
731
3.05
3.17
3.05
Waste for recycling
2.73
Waste for removal
Non-hazardous waste
Non-production-specific waste
30
3.07
PERSONNEL AND SOCIAL KEY FIGURES
15,998
Material consumption
0
0
1 Recycling and disposal of the reported hazardous and non-hazardous waste are exclusively carried out by external disposal companies.
Total volume of waste in t
2021
241,883
Steel/cast iron
2020
0
157,965
Alloys
Non-financial key figures
200
21,755 V
20,787
23,995
3
0
245
2019
Copper
99
44
in 2021
Hazardous waste
Non-hazardous waste
Non-production-specific waste
Metallic waste
Waste for removal
Hazardous waste
Non-hazardous waste
74
Non-production-specific waste
22
61
167
335
458
124
1
15
5
230
G
FURTHER INFORMATION
11.7-11.5
G
Panamera GTS
353
480
15.4
718 Cayman GT4
309
440
420
8.5
10.9
249
11.1
251
G
Panamera GTS Sport Turismo
353
15.0
480
324
G
9.9-9.6
208-201
218-213
207-202
235-228
224-217
F
Panamera 4 Sport Turismo Platinum Edition
243
330
11.4-11.2
G
1,021
Panamera 4S
440
11.6-11.3
F
Panamera 4S Executive
324
440
11.9-11.6
7.8-7.5
7.5-7.4
7.6-7.5
324
200
718 Cayman GT4 (PDK)
420
630
718 Cayman GTS 4.0
294
400
14.7
8.5
10.8
246
463
10.9
G
Panamera Turbo S Sport Turismo
463
630
15.5-15.4
14.9-14.8
15.1-15.0
15.0-14.9
201-197 11.4-10.2 258-232
202-199 11.3-10.4 257-235
202-199 11.3-10.4 257-235
205-202 11.3-10.6 257-240
9.0-8.9 205-202 11.5-10.6 260-241
9.0-8.9 205-202 11.5-10.6 260-241
9.0-8.8 205-201 11.3-10.3 256-234
9.1-9.0 208-205 11.3-10.5 256-238
7.7-7.6
9.2-9.1 210-207 11.5-10.7 260-242
8.2-8.0 10.9-10.7 249-244 13.1-12.1 296-275
8.5-8.3 11.1-10.9 253-248 13.2-12.3 300-280
8.5-8.4 10.8-10.7
247-245 13.2-12.8 298-290
8.7-8.5
11.0-10.9 251-249 13.2-12.9
299-293
8.8-8.7 11.1-11.0 253 251 13.3-13.0 302-295
D
D
247
309
Panamera Turbo S Executive
299
13.7
8.1
10.2
232
10.7
242
G
Panamera Turbo S
G
463
718 Cayman GT4 RS
368
500
17.4
9.3
12.3
281
13.2
630
8.8
7.0
12.3
230
G
Panamera 4
243
330 11.6-11.4
7.5-7.0
7.3-7.1
Panamera 4 Platinum Edition
243
10.1
330
7.3-7.1
718 Cayman
Panamera 4 Executive
243
330 11.3-11.0
7.6-7.4
8.8-8.6
8.8-8.7
8,8-8,7
9.0-8.9
718 Cayman
11.6-11.4
220
219
7.6
Panamera
Boxster 25 years
294
400
14.7
8.5
10.8
246
9.6
10.9
G
Panamera
243
330 11.4-11.1
Boxster 25 years (PDK)
294
400
13.0
247
300
11.8
6.9
718 Cayman S
257
350
13.0
7.5
9.6
218
9.7-9.3
9.2-8.9
9.6-9.4
9.1-8.9
10.3-10.1
185
220-212
Panamera 4 Sport Turismo
243
330
11.4-11.2
7.8-7.5
718 Cayman S (PDK)
257
350
G
8.1
6.5
10.8
8.7
199
718 Cayman (PDK)
220
300
10.6
6.6
8.1
185
718 Cayman T
220
300
11.8
6.9
8.7
200
718 Cayman T (PDK)
220
300
D
D
> 50 years
2020
57.7%
911 Carrera 4 GTS
11.4-11.2
9.1
15.3-14.9
460
338
Cayenne GTS Coupé
G
246-239
10.9-10.5
238
10.4
7.7
15.1
480
353
911 Carrera GTS Cabriolet (MT)
11.6
9.3
15.5
550
353
480
13.5
7.6
319-301
F-E
318-302
F
14.1-13.5 319-307
14.0-13.3
14.1-13.3
F
319-305
D
292-274
12.9-12.1
14.1-13.5
404
225-222
264
264
260-256
260-255
9.1
15.3-14.7
460
338
Cayenne GTS
G
259-245
11.4-10.8
222
9.7
11.4-11.2
F
Cayenne Turbo Coupé
256-248
440
324
Cayenne S Coupé Platinum Edition
G
258-244
11.4-10.7
221
9.7
7.5
13.4
480
353
911 Carrera GTS
D
292-271
225-222 12.9-12.0
9.9-9.7
8.2-7.9
12.8
440
324
12.8
8.2 7.9
911 Carrera GTS (MT)
353
11.3-10.9
224
9.8
7.7
13.5
480
353
911 Carrera GTS Cabriolet
9.9-9.7
11.6
9.3
G
15.5
404
Cayenne Turbo
G
249-236
11.0-10.4
234
10.3
7.4
15.1
480
550
911 Carrera 4 GTS (MT)
353
480
9.9
8.0
13.3
450
331
911 Targa 4S Heritage Design Edition
G
246-236
10.8-10.4
235
10.3
7.6
15.0
450
331
911 Targa 4S (MT)
G
253-244
11.1-10.7
227
9.9
227
11.1-10.7
253-244
G
353
911 Edition 50 Years Porsche Design (MT)
F
257-251
11.3-11.0
227
9.9
7.7
13.7
480
8.0
353
G
246-236
10.8-10.4
235
10.3
7.6
15.0
450
331
911 Targa 4S Heritage Design Edition (MT)
911 Edition 50 Years Porsche Design
13.3
450
331
7.7
13.7
480
353
911 Carrera 4 GTS Cabriolet
F
319
14.1
271
11.9
9.9
9.1
640
471
Cayenne Turbo GT
G
252-240
11.1-10.6
240
10.5
7.7
15.3
16.6
Cayenne S Coupé
226
256-249
911 Targa 4S
F
247-239
10.9-10.5
223
9.8
8.0
12.8
385
283
11.3-11.0
911 Targa 4
251-244
11.1-10.8
242
10.6
7.8
15.4
480
353
911 Carrera 4 GTS Cabriolet (MT)
G
G
480
G
10.8-10.4
265-255
E
D
D
243-228
242-229
200-198
200
225-224 11.7-11.1 265-251
225 11.7-11.3
10.7-10.1
10.7-10.1
8.8-8.7
8.8-8.7
9.9-9.8
9.9
7.6-7.4
7.6-7.5
8.4
8.4
12.3
440
324
12.3
380
280
10.8
265
195
10.9-10.8
265
195
E
911 Carrera S (MT)
331
450
14.7
450
331
911 Carrera S Cabriolet (MT)
Cayenne
G
250-241
11.0-10.6
223
9.8
Macan GTS
7.9
450
331
911 Carrera S Cabriolet
G
243-229
10.7-10.1
227
10.0
7.3
14.5
13.1
7.4
G
11.1-10.5
385
283
911 Carrera
911
Macan
Macan
G
230
10.1
219
9.6
7.6
13.0
400
294
718 Cayman GTS 4.0 (PDK)
F
E
E
F
F
D
12.9
7.4
9.4
215
220
9.6
7.7
12.9
450
331
911 Carrera S
Macan S
G
245-236
251-238
10.8-10.4
9.6
7.6
12.9
385
283
911 Carrera Cabriolet
Macan T
G
245-233
10.8-10.3
218
10.1
230
10.7-10.3
331
911 Carrera 4S Cabriolet
D
D
D
283-259
283-266
283-263
215-210 12.5-11.5
215-210 12.5-11.7
217-214 12.5-11.6
217-214 12.5-11.8
223-220 12.9-11.8
9.4-9.2
9.4-9.2
9.5-9.4
9.5-9.4
9.8-9.7
8.0-7.8
12.8
440
324
Cayenne S
G
245-231
10.8-10.2
231
10.1
7.4
14.8
450
450
13.3
7.9
9.9
234
10.2
7.5
14.9
450
331
911 Carrera 4S Cabriolet (MT)
E-D
E-D
D
331
283-266
292-268
292-274
9.8-9.7
8.0-7.8
12.8
440
324
Cayenne S Platinum Edition
G
252-242
11.1-10.7
225
223-220 12.9-12.1
911 Carrera 4S (MT)
8.3-8.2
11.7-11.4
283
911 Carrera Cabriolet
8.2-8.1
8.2-8.1
340 11.5-11.2
250
Cayenne Platinum Edition
G
247-234
10.9-10.3
218
385
9.6
12.6
385
283
911 Carrera 4
11.5-11.2
340
250
Cayenne
G
243-233
7.8
245-235
12.7
9.7
340
250
Cayenne Coupé Platinum Edition
G
253-239
11.1-10.5
222
9.7
7.8
13.1
8.0
450
911 Carrera 4S
8.3-8.2
11.7-11.4
340
250
Cayenne Coupé
F
246-238
10.8-10.5
221
331
15.5
7.8
10.7
Region: Asia
Other regions (Australia, Latin America)
1,553
180
2,221
3,684
96
127
Total no. of training programme participations
110
78
36
100
93
57
12
16
20
2021
No. of newly hired employees by gender
Female
586
Region: North America
Region: Europe (excluding Germany)
Region: Germany
No. of newly hired employees by region
Porsche's reporting on employee turnover is not broken down by age group, gender and religion as this data is not of a material nature for the company and is not
relevant for control purposes. The reported figure does not include temporary employment contracts, retirements or partial retirement arrangements.
Total number of participations
Female
210,611
39,327
125,297
23,767
107,294
20,056
Male
171,284
101,530
87,238
453
Percentage breakdown of participations by employee category
Employees subject to wage agreements
85.0%
87.3%
Employees exempt from wage agreements and executive employees
14.1%
15.0%
12.7%
2021
176
3,196
2019
Newly hired employees by region, gender and age group
85.9%
1.9%
679
Male
2021
2020
2019
1,534
1,523
1,322
Female
350
281
243
Total
Female
Male
No. of employees returning after parental leave 2
1,184
1,242
1,079
Total
1,434
1,484
1,095
Average number of training hours per participant
2019
2020
2021
1,369
2,051
3,245
No. of newly hired employees by age group
< 30 years
810
1,259
2,034
2019
30-50 years
2020
1,076
> 50 years
69
94
1,819
71
210,611
125,297
107,294
Parental leave and return to the workplace
No. of employees who took parental leave¹
Total
1,151
2.1%
2.4%
Proportion of employees who left the company
Female
18.4%
18.1%
18.2%
Breakdown by age
Male
81.6%
81.9%
81.8%
< 30 years
30-50 years
> 50 years
18.4%
Female
Breakdown by gender
Female
Male
0.0%
0.0%
0.0%
16.1%
15.6%
Percentage breakdown of employees by gender
2019
2020
2021
56.4%
20.1%
19.8%
19.7%
8.5%
10.2%
19.1%
77.2%
76.6%
71.2%
25.8%
14.3%
9.7%
No. of employees by gender
Female
6,808
6,588
Male
30,188
29,771
6,450
28,979
Percentage breakdown of executive employees by age and gender
13.2%
83.9%
84.4%
74.2%
34,297
717
2,699
Employees exempt from wage agreements and executive employees
32,702
4,294
34,010
798
2,349
31,816
33,512
853
1,917
31,075
> 50 years
4,410
4,354
1 Due to equal pay and the framework conditions, Porsche does not report the number of temporary employees separately.
2 Definition of full-time employee: full-time employees are all employees with a contractually agreed weekly working time of at least 35 hours.
Employees subject to wage agreements
In the case of employees in production who are covered by the reduction of working hours under the Labour Market of the Future works agreement, the reduced
working time as agreed is deemed to represent full-time employment. There are no seasonal variations in the size of the workforce.
247
248
Employee turnover in %1
2021 V
2020
2019
No. of training programme participations
2021
2020
2019
Non-financial key figures
Female
Part-time employees
17.9%
9.7%
6.3%
6.5%
90.3%
93.7%
93.5%
Employees in 2021
by gender
81.6%
Male
22.1%
< 30 years
Of which trainees
9.7%
Female
Full-time employees 2
2021 V
2020
2019
Employees in 2021 by
age structure
60.0%
30-50 years
Executive employees in
2021 by gender
90.3%
Male
Employees by type of employment¹
268
244
48
293
220
30
194
0
1 Porsche does not make a distinction according to gender or between employees and workers who are not employees but whose work and/or workplace is
controlled by the organisation, and does not show the individual categories for work-related injuries (level of detail not material).
2 Porsche only reports accidents that were officially recorded. Non-serious injuries (minor accidents) are not reported. Accidents that do not result in lost days
(calendar days) are classed as minor accidents.
3 Missed working days resulting from accidents reported in the reporting period are counted as lost days (usually Monday to Friday); the day of the accident
itself is not included (≥ 1 lost calendar day).
Injury rate¹
2021
2020
2019
1.0%
Registered office outside the EU
Suppliers
of production materials
96.0%
Registered office
in the EU
Suppliers
of non-production
materials
1 Based on creditor's billing address.
Percentage spend with local suppliers by Porsche AG at main places of business 1
Porsche AG
Porsche Leipzig GmbH
23
18
197
0
Fatalities
Lost days 3
214
218
4.0%
1,964
1,733
2,556
Registered office outside the EU
0
0
2
5.7
2.9
185
Lost days 3
1,767
1,440
188
2,362
Fatalities
0
0
2
Porsche Leipzig GmbH
Accidents²
191
6.1
4.0
6.1
2021
Further information
7 www.porsche.com/germany/verbrauchsinformationen
Current consumption figures can be found at
G
252-245
F
257-251
G
252-245
243 11.1-10.8
227 11.3-11.0
243 11.1-10.8
257
10.7
15.5
480
353
911 Targa 4 GTS (MT)
9.9
7.7
13.7
480
353
911 Targa 4 GTS
7.8
203
Non-financial key figures
100%
4.6
Injury rate = accident frequency index: provides information on how frequently reported accidents have occurred within the company relative to the total hours worked.
The calculation formula used is the number of reported work-related accidents multiplied by one million hours, divided by the number of hours worked.
2020
Donations made in € million
2021
2019
1 Local suppliers are defined as suppliers with their registered office in the EU. The main places of business are Stuttgart-Zuffenhausen and Leipzig.
Percentage degree of fulfilment of highest quality standards based on purchasing volume¹ ✓
approx. 11.8 V
0%
1 The degree of fulfilment is the purchasing volume of the direct suppliers of production materials who were in the top assessment category in the S-rating divided
by the total purchasing volume of all the direct suppliers of production materials assessed in the S-rating.
20201
2019
approx. 4.6
1 Of which, donations totalling 2 million euros in foundation assets for the Ferry Porsche Foundation.
69.0%
2021 status
90.0%
2030 target
97.0%
97.4%
97.5%
99.0%
Registered office
in the EU
approx. 21
59.9%
Percentage breakdown of origin of suppliers to Porsche AG in 2021 1
Porsche AG
19.0
12.1
15.9
21.6
12.1
17.4
23.3
10.5
10.4
11.7
16.6
9.7
22.6
Total
1,278
1,454
1,037
Female
Male
223
1,055
236
7.3
11.3
17.2
11.3
Porsche AG
Porsche Leipzig GmbH
Other Group companies
Male
Porsche AG
Male
1,166
1,240
1,047
Porsche Leipzig GmbH
190
No. of returned employees still employed after 12 months2
12.4
15.9
21.6
14.2
15.7
21.7
15.3
17.2
22.4
9.9
Other Group companies
1,218
847
1 The total number of employees entitled to parental leave cannot be determined because employees are not obliged to report a birth.
The year for which the parental leave is recorded is the year in which the period of leave begins.
19.1
20.2
20.3
Porsche Leipzig GmbH
21.3
28.8
28.3
Other Group companies
19.4
13.9
Porsche AG
20.8
249
250
Number of accidents, lost days and fatalities¹
2021
2020
2019
Total
Accidents 2
Lost days 3
Fatalities
Non-financial key figures
Accidents²
20.6
19.2
Average no. of training hours per participant by employee category
2021
2020
2019
² Due to the relatively long duration of parental leave or as a result of leave commencing late in the respective reporting year, not all employees have returned by the
time of data collection. The return to work and retention rate cannot be calculated on an annual basis as employees who returned in a given year did not necessarily
also begin their parental leave in that same calendar year.
Employees subject to wage agreements
11.7
15.5
21.8
Porsche AG
19.9
11.8
23.5
Porsche Leipzig GmbH
10.2
10.1
11.8
Other Group companies
13.9
8.1
21.7
Employees exempt from wage agreements and executive employees
17.0
3,130
2,674
Metallic waste
3,000
Biogas
269,750
Direct energy
consumption by
production site
in 2021
Biogas as combustible gas
for manufacturing processes
72,811
3,226
Gas
2,046
Heating oil
12,105
10,884
14,081
9
0
3,757
4,000
1,748
1,637
1,485
1,757
1,641
1,485
145
205
194
no data
no data
65,555
2,000
1,000
3,185
3,008
12,167
2,895
Production sites
1,009
57,685
26,971
9,090 ✔
Direct and indirect GHG emissions in t of CO2 equivalent
Total
Direct and indirect greenhouse gas emissions of the production sites in kg/vehicle
2019
2020
2021
Emissions in t of CO2 equivalent and significant air emissions in t
Energy consumption of the production sites in kWh/vehicle
242
Non-financial key figures
2020 2021
2019
2018
2016 2017
2015
2014
0
2,485
2,673
2,607
2,763
2,952
241
42,123
64,292
69,697
52,295
58,795
66,476
66,380
74,662
28,201
34,422
51,372
Other sites
Electrical energy1
District heating
Weissach CHP plant
Electrical energy1
District heating
CHP plants and PV arrays
Development sites
327,119
248,820
182,101
204,868
272,976
340,327
266,375
347,832
433,289 V
2019
2020
2021
26,589
30,719
43,527
246,818
229,176
237,283
52,664
2,487
1,228
537
64,437
61,427
69,891
1,214
4,571
2,046
no data
31,697
72,811
65,505
56,936
72,811
30,000
61,222
149,130
199 per cent of the electrical energy is TÜV-certified green electricity. The remaining 1 per cent relates to the acquisition of new buildings and to existing grey
electricity contracts, which were fully transitioned to green electricity on 1 January 2022.
3,095
2,833
3,582
9,249
8,493
8,165
12,344
11,326
11,747
13,275
12,857
13,380
269,750
11.1
1,000
Development sites
0.45
0.24
0.31
0.23
0.18
0.16
8.62
6.68
7.60
33.82
26.2
33.99
42.67
2019 2020 2021
33.06
41.75
2016 2017 2018
2014 2015
0
13,701
15,415
11,303
10
69
50,774
8,402
6,807
Production sites
0.24
0.18
0.36
Weight of dust emissions
0
0
0
Other sites
0
0
0
Development sites
1.0
115.40
105.29
123.29
38
Production sites
115.40
105.29
123.29 V
Weight of volatile organic compounds (VOC)
0
0
0
Other sites
0.09
0.06
0.07
Development sites
VOC emissions of the production sites in kg/vehicle
0.98
0
9,644
250
1,434 v
Indirect GHG emissions in t of CO2 equivalent (Scope 2)
Production sites
323
298
270
Other sites
13,906
13,192
4,561
Development sites
750
42,038
12,166
1,315
2,825
56,267
25,656
851
839
7,656 V
Direct GHG emissions in t of CO2 equivalent (Scope 1)¹
1,150
1,060
1,236
Other sites
14,412
13,744
4,959
Production sites
301,608
1,418
85
239
246
239
74,157
28,753
4,936
9,464
0
27,574
SOx emissions
Other sites
Development sites
Production sites
NOx emissions 4
Significant air emissions in t of
70
Rental cars
Rail 3
Porsche's vehicle fleet²
Other indirect GHG emissions (Scope 3)
Other indirect GHG emissions in t of CO2 equivalent
827
762
966
506
552
398
Other sites
Development sites
500
Air
294,317
332,182
380,428
718 Boxster
combined
[g/km]
combined
[1/100 km]
consumption CO₂ emissions consumption CO₂ emissions Energy
combined combined
efficiency
[1/100 km]
class
[g/km]
consumption
extra-urban
[1/100 km]
consumption
urban
[1/100 km]
[PS]
Power output Power
[kW]
Fuel
Fuel
Fuel
Fuel
WLTP
NEDC
Model
CO2 emissions Energy
combined efficiency
[g/km]
class
combined
[1/100 km]
Fuel
consumption CO₂ emissions consumption
combined combined
[1/100 km] [g/km]
[1/100 km]
[1/100 km]
Fuel
Fuel
consumption
extra-urban
consumption
urban
Power
[PS]
Power output
[kW]
Fuel
718 Boxster
718 Boxster (PDK)
911
220
9.9-9.6
200
8.8
7.0
12.4
350
257
718 Boxster S (PDK)
10.4-10.1
218
9.6
7.6
12.9
WLTP
350
718 Boxster S
9.7-9.4
9.2-8.9
185
8.1
6.6
10.6
300
220
199
8.7
6.9
11.8
300
257
NEDC
Model
EMISSION AND CONSUMPTION INFORMATION1
Member of the Volkswagen AG Board of Management -
Technology
Thomas Schmall-von Westerholt
Director Group Sales Volkswagen AG
Dr Christian Dahlheim
Member of the Volkswagen AG Board of Management -
Finance
Dr Arno Antlitz
Chairman of the Board of Management of Porsche Automobil Holding SE
Chairman of the Supervisory Board of Volkswagen AG
Hans Dieter Pötsch
Member of the Board of Management of Porsche Holding GmbH
Dr Hans Peter Schützinger
Familie Porsche AG Beteiligungsgesellschaft
Member of the Board of Management of
Dr Ferdinand Oliver Porsche
Hiltrud Werner
Hans-Peter Porsche
Engineer
Dr Hans Michel Piëch
Chairman of the Supervisory Board
Dr Wolfgang Porsche
Diplom-Kaufmann
Shareholder representatives
on 31 December 2021
of Porsche AG
THE SUPERVISORY BOARD
Independent auditor's report
Porsche AG Group - brief overview
TCFD index
GRI content index
Emission and consumption information
The Supervisory Board
Lawyer in private practice
718 Boxster T
Member of the Volkswagen AG Board of Management -
Integrity and Legal
Werner Weresch
256
254
of IG Metall Union, Stuttgart
Manager responsible for Members and Finances
Jordana Vogiatzi
Member of the General and Group Works Councils of Porsche AG
Chairman of the Works Council Weissach
Carsten Schumacher
Responsible Manager for Tariff Policy
Trade Union Secretary of IG Metall -
Stefan Schaumburg
Vice President Human Resources Zuffenhausen
Vera Schalwig-Kaufmann
Employee representatives
Member of the Group Works Council of Porsche AG
Knut Lofski
Trade Union Secretary of IG Metall - Administration Office Stuttgart
Nora Leser
Member of Group Works Council of Porsche AG
Member of the Works Council Zuffenhausen
Akan Isik
International VIP and Special Sales Porsche AG
Wolfgang von Dühren
Member of the General and Group Works Councils of Porsche
Member of the Works Council Zuffenhausen
Harald Buck
Chairman of the Works Council Zuffenhausen/Ludwigsburg/Sachsenheim
Chairman of the General and Group Works Councils of Porsche AG
Deputy Chairman of the Supervisory Board
Chairman of the Works Council Porsche Leipzig
0.27
220
11.8
Environmental and energy key figures
NON-FINANCIAL KEY FIGURES
8.6
15.5
650
478
911 Turbo S
G
251
11.1
249
10.9
8.5
15.0
420
309
718 Spyder
11.3
8.9
15.2
580
427
911 Turbo Cabriolet
F
208-202
9.2-8.9
185
Personnel and social key figures
240
ENVIRONMENTAL AND ENERGY KEY FIGURES
The key figures listed refer to Porsche AG and Porsche Leipzig GmbH.
372,023
418,591 v
District heating
Electrical energy¹
Production sites
Total
2019
2020
2021
Indirect energy consumption by primary energy source in MWh
Conversion factor from litres to MWh: petrol 8.72 kWh/l; diesel 9.91 kWh/l.
Fuel¹
Heating oil
8.1
Gas
Heating oil
Of which biogas
Gas
Development sites
Heating oil
Of which biogas
Combustible gas for manufacturing processes
Of which biogas
Gas
Production sites
Total
Direct energy consumption by primary energy source in MWh
The categories of "production sites" (Stuttgart-Zuffenhausen and Leipzig including production-related external sites), "development sites"
(Weissach including development-related external sites) and "other sites" (Korntal-Münchingen, Freiberg, Asperg, Weilimdorf,
Ludwigsburg) correspond to the categories used in internal reporting relevant for control.
Other sites
6.5
10.9
300
911 GT3 with Touring Package (PDK)
G
G
G
293
12.9
304
13.3
9.9
19.2
510
375
911 GT3 (MT)
F
375
294
283
12.4
9.5
17.3
510
375
911 GT3 (PDK)
G
220-212
209-201
235-229
224-218
219-213
9.7-9.4
200
8.8
7.0
13.0
300
510
9.5
220
718 Boxster T (PDK)
G
279-271
254 12.3-12.0
11.1
8.7
15.3
580
427
911 Turbo
G
G
17.3
292
304
13.3
10.0
19.1
510
375
911 GT3 with Touring Package (MT)
G
G
293
12.9
283
12.4
12.9
2,196
D
0.64
2021
Waste by location, type and disposal method in t¹
2019
2020
2021
243
2020
2020 2021
2016
2015
2014
Non-financial key figures
57,685
0
2017 2018 2019
2019
Water intake 1
Total
Development sites
Production sites
Total
Water recirculation²
Other sites
Development sites
Production sites
Of which groundwater
Production sites
694,992
690,066
710,237
701,308
756,783
Of which water from third parties
758,443 ✓
Total
26,971
9,090 ✓
0.2
0.4
Ozone-depleting substances 5
Other sites
0.03
0.04
0.05
0.74
0.81
Development sites
0.8
0.11
0.18
0.22
Production sites
0.14
0.22
0
0
Other sites
0
0
2019
2020
2021
Total direct and indirect GHG emissions in t of CO2 equivalent
5 During the stipulated reporting period, there were no emissions of substances included in Annexes A, B, C or E to the Montreal Protocol on Substances that
Deplete the Ozone Layer.
4 The NOx emissions shown here refer exclusively to production processes, and not to Porsche vehicles.
3 Emissions are generally only produced from local travel, as 100 per cent use is made of green electricity for long-distance travel.
2 The reported emissions relate exclusively to Porsche's own vehicles. These are presented separately because the business-related proportion cannot be distin-
guished from private journeys.
0.6
0.58
0.59
0.66
0.65
1 The reported GHG emissions (Scope 1) include all the direct emissions of Porsche AG and Porsche Leipzig GmbH. Since the 2021 reporting year, this figure has
additionally included emissions from refrigerants and from VOC combustion.
0
0
Porsche only draws fresh water (≤ 1,000 mg/l total dissolved solids (TDS)) from areas with no water stress.
2 Porsche only feeds fresh water (≤ 1,000 mg/l total dissolved solids (TDS)) into areas with no water stress.
Water intake and recirculation in m³
650,579
52
37
12
Non-production-specific waste
81,373
241
90
80
Non-hazardous waste
509,098
491,679
75,728
79,069
539,785
346
630
5,743
885
9,619
Development sites
57
89
Non-production-specific waste
1,666
1,160
937
Non-hazardous waste
986
1,686
1,280
Hazardous waste
1,660
7,156
6,797
5,272
13,288
Hazardous waste
Waste for recycling
577,026
21,755 V
Waste for removal
Metallic waste
Non-production-specific waste
Non-hazardous waste
Hazardous waste
Waste for recycling
13,288
128,437
111,857
100,461
5,743
553,267
4,926
8,929
579,832
603,759
20,787
23,995
9,619
13,556
624,597 V
16,143
D
3,027
2,604
298
705
7,365
341
16,202
7,376
5,183
4,080
5,394
4,481
2.3-2.2
59-47
48-55
50-55
340
462
51-49
24.6-22.8
18.2-17.5
A+++
2.6-2.1
52-56
18.0-17.4
2.2
462
340
A+++
49-56
57-45
2.5-2.0 24.4-22.6
2.7-2.1
A+++
49-47
51-49
24.9 23.1
560
47-54
52-56
Panamera 4S E-Hybrid Sport Turismo
48-52
46-51
65-54
2.9-2.4 24.6-23.0
53-50
19.5-17.6
2.3-2.2
412
Panamera 4S E-Hybrid Executive
60-49
A+++
46-53
64-50
24.5-22.6
2.8-2.2
51-47
18.1-17.4
2.2-2.0
560
412
A+++
51-55
49-54
49-56
69-65
24.4-22.6
CO₂ emissions
combined
combined
consumption
Electric range
consumption consumption CO₂ emissions
Power
Fuel
consumption
combined
Power output Power
[kW]
Power
Fuel
WLTP
NEDC
Model
Plug-in hybrids
258
21,784
20,467
Macan
Units
88,362
78,124
99,944
412
weighted
weighted
combined
combined
2.5-2.0
49-47
17.5-17.0
17.5-17.0
2.2-2.1
2.2-2.1
462
340
462
340
Panamera 4S E-Hybrid
Panamera 4 E-Hybrid Sport Turismo
Panamera 4 E-Hybrid Executive
57-45
Panamera 4 E-Hybrid Platinum Edition
Panamera
Energy
efficiency
class
(EAER city)
[km]
(EAER)
[km]
[kWh/100 km] [g/km]
[1/100 km]
[kWh/100 km] [g/km]
[1/100 km]
[PS]
Electric range urban
weighted
combined
Panamera 4 E-Hybrid
560
3.7-3.2 26.5-25.4
Panamera 4 E-Hybrid Sport Turismo Platinum Edition
340
Cayenne E-Hybrid Coupé Platinum Edition
A+++
43-47
41-43
85-73
Cayenne
60-58
2.6-2.5 22.4-22.0
462
340
Cayenne E-Hybrid Coupé
A+++
44-46
41-43
83-75
A+++
44-48
41-44
83-71
3.7-3.1 26.5-25.1
3.7-3.3 26.5-25.6
58-56
2.5-2.4 22.0-21.6
462
462
2.6-2.5
60-58
Model
Electric vehicles
A+++
A+++
A+++
40-42
41-42
39-40
39-40
92-87
92-86
43-46
41-43
85-75
3.7-3.3 26.5-25.6
4.0-3.8 25.9-25.3
4.1-3.8 25.9-25.4
75-72
76-73
23.5 23.0
3.3-3.2
680
500
Cayenne Turbo S E-Hybrid Coupé
23.3-22.8
3.3-3.2
680
500
Cayenne Turbo S E-Hybrid
22.4-22.0
340
Cayenne E-Hybrid Platinum Edition
58-56
48-50
66-62
2.9-2.7 24.6-24.0
62
21.8
2.7
700
515
Panamera Turbo S E-Hybrid
51-55
47-54
60-49
2.7-2.1 24.9-23.1
51-49
49-53
45-50
67-55
3.0-2.4 24.9-23.1
52-49
19.3-17.4
18.2-17.5
2.3-2.2
462
340
49-50
A+++
A+++
A+++
A+++
Panamera Turbo S E-Hybrid Executive
515
22.0-21.6
2.5-2.4
462
340
Cayenne E-Hybrid
Cayenne
A+++
49-50
46-47
A+++
49
2.2-2.1
47-48
2.9-2.8 24.7-24.2
3.0-2.9 24.9-24.4
63
22.8
2.8
700
515
Panamera Turbo S E-Hybrid Sport Turismo
63
22.7
2.8
700
67-64
Units
17,428
92,860
Responsibilities of the auditor
Our responsibility is to express a conclusion
with limited assurance on the selected
key disclosures that are marked with the
symbol "V" in the report based on our
assurance engagement.
We conducted our assurance engagement
in accordance with International Standard
on Assurance Engagements (ISAE) 3000
(Revised): "Assurance Engagements other
than Audits or Reviews of Historical Financial
Information" issued by the IAASB. This
standard requires that we plan and perform
the assurance engagement to obtain limited
assurance about whether any matters have
come to our attention that cause us to believe
that the selected key disclosures that are
marked with the symbol "V" in the report of
the Company are not prepared, in all material
respects, in accordance with the GRI criteria.
In a limited assurance engagement, the
procedures performed are less extensive
than in a reasonable assurance engagement,
and accordingly, a substantially lower level
of assurance is obtained. The selection of
the assurance procedures is subject to the
professional judgment of the auditor.
In the course of our assurance engagement
we have, among other things, performed
the following assurance procedures and
other activities:
⚫ Gain an understanding of the structure
of the Group's sustainability organization
and stakeholder engagement
Inquiries of employees responsible for the
data capture and consolidation as well as
the preparation of the report in order to
assess the sustainability reporting system,
the data capture and compilation methods
as well as internal controls to the extent
relevant for the limited assurance engage-
ment on the selected key disclosures that
are marked with the symbol "V" in the report,
• Identification of likely risks of material
misstatement
Inspection of the relevant documentation
of the systems and processes for com-
piling, aggregating and validating data,
Inquiries and inspection of documents
on a sample basis of the disclosures
that are marked with the symbol "V" in
the report at the sites Stuttgart
and Leipzig
Analytical procedures at the level of
the Group regarding the quality of the
reported data
• Evaluation of the presentation of the
selected key disclosures that are marked
with the symbol "V" in the report
• Critical review of the draft report to assess
plausibility and consistency
Reconciliation of data with the correspond-
ing data in the annual financial statements.
Assurance conclusion
Based on the assurance procedures per-
formed and the evidence obtained, nothing
has come to our attention that causes us
to believe that the selected key figures that
are marked with the symbol "V" in the report
from 1 January to 31 December 2021 have
not been prepared in all material aspects,
in accordance with the GRI criteria. We do
not express an assurance conclusion on
the prior-year disclosures.
Restriction of use
We draw attention to the fact that the assur-
ance engagement was conducted for the
Company's purposes and that the report is
intended solely to inform the Company about
the result of the assurance engagement.
As a result, it may not be suitable for another
purpose than the aforementioned. Accord-
ingly, the report is not intended to be used
by third parties for making (financial) deci-
sions based on it. Our responsibility is to
the Company alone. We do not accept any
responsibility to third parties. Our assurance
conclusion is not modified in this respect.
General Engagement Terms and Liability
The "General Engagement Terms for Wirt-
schaftsprüfer and Wirtschaftsprüfungsgesell-
schaften [German Public Auditors and Public
Audit Firms]" dated 1 January 2017 are
applicable to this engagement and also govern
our relations with third parties in the context
of this engagement 7 www.de.ey.com/
general-engagement-terms. In addition,
please refer to the liability provisions con-
tained there in no. 9 and to the exclusion of
liability towards third parties. We accept
no responsibility, liability or other obligations
towards third parties unless we have con-
cluded a written agreement to the contrary
with the respective third party or liability
cannot effectively be precluded.
We make express reference to the fact
that we will not update the report to reflect
events or circumstances arising after it
was issued, unless required to do so by law.
It is the sole responsibility of anyone taking
note of the summarized result of our work
contained in this report to decide whether
and in what way this information is useful
or suitable for their purposes and to supple-
ment, verify or update it by means of their
own review procedures.
Munich, 28 February 2022
Ernst & Young GmbH
Wirtschaftsprüfungsgesellschaft
Nicole Richter, Wirtschaftsprüferin
[German Public Auditor)
Hans-Georg Welz, Wirtschaftsprüfer
(German Public Auditor)
268
a comprehensive quality management
system that includes documented policies
and procedures with regard to compliance
with professional ethical requirements,
professional standards as well as relevant
statutory and other legal requirements.
Further information
Our audit firm applies the national legal
requirements and professional pronounce-
ments in particular the BS WP/vBP
["Berufssatzung für Wirtschaftsprüfer/ver-
eidigte Buchprüfer": Professional Charter
for German Public Accountants/German
Sworn Auditors] in the exercise of their
Profession and the IDW Standard on Quality
Management issued by the Institute of
Public Auditors in Germany (IDW): Require-
ments for Quality Management in the Audit
Firm (IDW QS 1) and accordingly maintains
Independence and quality assurance of
the auditor's firm
4,397
4,054
Profit after tax
€ million
4,038
3,166
2,801
1 Including 16.953 vehicles that are not eligible for registration at the time of factory delivery due to the semiconductor supply shortage.
2 As of 31 December.
3 Relates to investments in intangible assets and property, plant and equipment without additions to right of use assets according to "IFRS 16 - Leases".
Porsche Newsroom provides more information and an interactive comparison of our current financial and volume data.
By selecting various parameters such as time period, indicator type or display type, you can generate and save
individual comparisons in different formats.
7 www.newsroom.porsche.com/charts
Further information
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
267
INDEPENDENT AUDITOR'S REPORT
on a limited assurance engagement
The assurance engagement performed
by Ernst & Young (EY) relates exclusively
to the German version of the annual
and sustainability report of Dr. Ing. h.c. F.
Porsche AG. The following text is a trans-
lation of the original German independent
assurance report.
To Dr. Ing. h.c. F. Porsche AG, Stuttgart
We have performed a limited assurance
engagement on selected sustainability
disclosures of the annual and sustainability
report of Dr. Ing. h.c. F. Porsche AG, Stuttgart,
(hereinafter the "Company") for the period
from 1 January 2021 to 31 December 2021.
Our engagement exclusively refers to the
disclosures marked with the "V" symbol in
the German PDF version of the annual and
sustainability report (hereinafter the "report").
Not subject to our assurance engagement
are prior-year disclosures.
Responsibilities of the executive directors
The executive directors of the Company
are responsible for the preparation of the
report in accordance with the Sustainability
Reporting Standards of the Global Reporting
Initiative (hereafter "GRI criteria") as well
as the selection of the criteria to be assessed.
These responsibilities of the Company's
executive directors include the selection and
application of appropriate sustainability
reporting methods and making assumptions
and estimates about individual disclosures
that are reasonable in the circumstances.
Furthermore, the executive directors are
responsible for such internal control as the
executive directors consider necessary to
enable the preparation of a report that is free
from material misstatement, whether due
to fraud (manipulation of the report) or error.
We have complied with the German profes-
sional requirements on independence as well
as other professional conduct requirements.
269
LEGAL NOTICE
Publisher
Kristin Bergemann, Head of Corporate Communications Porsche Leipzig GmbH
Jana-Kristin Jessen, PR Specialist Site Communications Weissach
Project team
Gundula Maronde, Director Communications Strategy and Reputation
Cristian Aleo, Coordinator Sustainability Reporting
Marcus Braue, Specialist Sustainability Reporting and Stakeholder Survey
Sabrina Damme, PR Specialist Corporate and Product Communications
Friederike Gaẞmann, PR Specialist Corporate and Product Communications
Daniela Gutfleisch, Manager Channels and Media Publications
Manuel Zagovec, Manager Film/Photo Editing
Conceptualised by
Meiré und Meiré
Art direction
Meiré und Meiré
Proofreading
Siham Schahadat, copyedit24
Post-production
Publication Partners
Medienkompetenz GmbH
Printing
Druckerei Vogl GmbH & Co. KG
Paper
Lessebo Design Smooth Bright
Römerturm JUPP ECH ÖKO
Römerturm EXTRACT PITCH
External image rights
Maskot, Getty Images (p. 11)
Mischa Keijser/Image Source,
Getty Images (p. 14 and p. 88)
Catherine Delahaye/Digital Vision,
Getty Images (p. 23)
AA+W, Adobe Stock (p. 31)
Alvaro Tejero/EyeEm, Getty Images (p. 81)
Singh Lens, Shutterstock (p. 110)
Westend61, Getty Images (p. 119)
Chrupka, Getty Images (p. 143)
Sitthiphong, Getty Images (p. 183)
7 www.newsroom.porsche.com/reports
Site Communications
Ben Weinberger, Spokesperson Macan, Cayenne and Panamera
Nadine Toberer, Spokesperson Design, Lifestyle and Brand Communications
Christoph Lungwitz, Spokesperson Innovations (acting)
Dr. Ing. h.c. F. Porsche AG
D-70435 Stuttgart
Tel. +49 711 911-0
Dr Sebastian Rudolph, Vice President Communications, Sustainability and Politics
Contact persons
Event and Sports Communications
Thomas Hagg, Director Event and Sports Communications
Marc Lieb, Team Leader Sports Communications
Holger Eckhardt, Spokesperson GT and Customer Sports, Esports
Nicole Hettesheimer, PR Specialist Brand Ambassadors Management
Markus Rothermel, Spokesperson Sports Communications
Viktoria Wohlrapp, Spokesperson Formula E and Brand Ambassadors
Politics and Society
Daniela Rathe, Director Politics and Society
5,729
Maximilian Steiner, Coordinator Stakeholder Management
Frank Scholtys, Manager Strategy, Planning and IR
Corporate and Product Communications
Anja Wassertheurer, Director Corporate and Product Communications
Christian Weiss, Manager Corporate and Brand Communications, Spokesperson Production
and Crisis Communications
Peter Gräve, Spokesperson VW Group Affairs, Corporate Strategy and Procurement
Stefan Mayr-Uhlmann, Spokesperson Finance, Digital and IT
Matthias Rauter, Spokesperson Human Resources and Funding Projects
Nadescha Vornehm, Spokesperson Sales and Marketing
Hermann-Josef Stappen, Spokesperson Research and Development, Technology Communications
Jonas Bierschneider, PR Specialist Model Series 911 and 718
Oliver Hilger, Spokesperson Model Series 911 and 718
Jan Klonz, PR Specialist Connected Car and Future Technologies
Strategy, Planning and IR
€ million
Profit before tax
4,397
84,857
78,490
89,744
Cayenne
Units
86,233
82,137
95,293
Panamera
Taycan
Units
33,250
21,832
31,192
Units
38,474
29,450
1,386
Employees 2
number
36,996
36,359
35,429
Units
Macan
19,263
22,655
92,055
Panamera
Units
30,220
25,051
32,721
Taycan
Units
41,296
20,015
813
Personnel expenses
Production
300,0811
263,236
274,463
911
Units
38,790
28,672
37,585
718 Boxster/Cayman
Units
18,477
Units
83,071
€ million
4,230
€ million
19,363
16,661
15,956
Depreciation, amortization and impairment losses
€ million
3,214
3,357
3,044
Cash flows from operating activities
€ million
6,416
4,140
4,486
Operating profit (EBIT)
€ million
5,314
4,177
3,862
Operating profit (EBIT) before special items
€ million
5,284
4,177
Cost of materials
2,993
2,772
3,043
4,003
Financials
Sales revenue
€ million
33,138
28,695
28,518
Total assets
Equity
Fixed assets
€ million
4,478
51,382
42,366
€ million
22,935
20,224
NEDC
€ million
19,793
18,130
17,982
Investment 3
€ million
45,491
WLTP
GRI 201: Economic Performance (2016)
consumption
80-81
82-87
305-5
Reduction of GHG emissions
305-6
Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOX) and other significant air emissions
97-99
242-243
242-243
242
243
242-243
242
242
GRI 306: Waste (2020)
82-83,86
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
80-81
98-99
4-5,80-81,254
305-4
98-99
98-99
244
244
244
82-84
78-81, 126-129, 131-132
126-127
GRI 304: Biodiversity (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
304-3 Habitats protected or restored
GRI 305: Emissions (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
305-1
Direct (Scope 1) GHG emissions
305-2 Energy indirect (Scope 2) GHG emissions
100
100
305-3
Other indirect (Scope 3) GHG emissions
GHG emissions intensity
118
82-83
→ Online GRI index
306-1
306-5 Waste directed to disposal
GRI 307: Environmental Compliance (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
Non-compliance with environmental laws and regulations
307-1
GRI 308: Supplier Environmental Assessment (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
308-1
308-2
New suppliers that were screened using environmental criteria
Negative environmental impacts in the supply chain and actions taken
GRI 401: Employment (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
401-1
401-3
New employee hires and employee turnover
Parental leave
Further information
For reasons of confidentiality,
Porsche doesnot publish the
required information.
97,126-127
Waste diverted from disposal
Waste generation and significant waste-related impacts
Management of significant waste-related impacts
2,268-269
260-262
98-99
306-2
98-99
306-3
80, 82-83,86
82-83,86-87
Waste generated
245
306-4
303-3 Water withdrawal
303-4 Water discharge
303-5 Water consumption
245
2,86-87
86-87
2,86
2
2
2
271
2,260
245
→ Online GRI index
→ Online GRI index
→ Online GRI index
102-18 Governance structure
102-19 Delegating authority
102-20 Executive-level responsibility for economic, environmental, and social topics
102-21 Consulting stakeholders on economic, environmental, and social topics
Stakeholder engagement
102-40 List of stakeholder groups
102-41 Collective bargaining agreements
102-42 Identifying and selecting stakeholders
102-43 Approach to stakeholder engagement
102-44 Key topics and concerns raised
Reporting practice
102-45 Entities included in the consolidated financial statements
102-46 Defining report content and topic Boundaries
102-47 List of material topics
102-48 Restatements of information
102-49 Changes in reporting
102-50 Reporting period
Leadership
102-51 Date of most recent report
102-17 Mechanisms for advice and concerns about ethics
Ethics and integrity
102-4
Location of operations
102-5
Ownership and legal form
102-6
Markets served
102-7
Scale of the organization
102-8
Information on employees and other workers
102-9 Supply chain
102-10 Significant changes to the organization and its supply chain
102-11 Precautionary principle or approach
102-12 External initiatives
Power
Strategy
102-14 Statement from senior decision-maker
102-16 Values, principles, standards, and norms of behavior
102-52 Reporting cycle
102-53 Contact point for questions regarding the report
102-54 Claims of reporting in accordance with the GRI Standards
126-127
→ Online GRI index
126-127
126-127
98
244
97
240-241
241
GRI 303: Water and Effluents (2018)
64-70
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
98-99
62-70, 139, 216-237,246-251
303-1
114-119, 138-147,246-250
131-132, 208-211,251
8-61, 208-211,251
94-100
82-84, 148-159
303-2
Interactions with water as a shared resource
Management of water discharge-related impacts
→ Online GRI index
value distributed.
131-132
251
Porsche reports comprehensive
216-237 financial key figures and the economic
102-55 GRI content index
102-56 External assurance
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
Page
Omission/comment
271
5,62-75,256-258
271
64-70
Online GRI index
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
Materials used by weight or volume
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
301-1
GRI 302: Energy (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
302-1 Energy consumption within the organization
302-3 Energy intensity
Page
Omission/comment
124
GRI 301: Materials (2016)
131-132
131-132,251
131-132
128-129
→ Online GRI index
126-127, 131-132
Non-compliance with laws and regulations in the social and economic area
→ Online GRI index
Further information
263
264
TCFD INDEX
The requirements of the Task Force on Climate-related Financial Disclosures (TCFD) cover the areas of governance, strategy, risk
management, and metrics and targets. The purpose of the following report, which equates to parts of the TCFD requirements, is
to adequately publicise the risks and opportunities as consequences of climate change and strengthen financial market stability.
Describe the board's oversight of climate-related risks and opportunities:
Pursuant to Section 91 (2) and (3) of Germany's Stock Corporation Act (AktG), the management board of a stock corporation
is obliged to institute a monitoring system in order to allow developments jeopardising the company's continued existence
to be identified at an early point in time. This is implemented at Porsche by means of the existing risk management system.
The risk management system is used to identify and evaluate risks throughout the company as well as handle and monitor their
management. These include "climate-related" risks, for example physical or transitory climate risks insofar as these lie above
the relevance thresholds stipulated in terms of risk policy. The Executive Board of Porsche AG receives quarterly reports on the
current risk exposure (primary individual risks and overall risk assessment) and, based on these, can in particular understand
and assess the current degree of jeopardy for the company's continued existence due to climate-related risks. In addition, the
effectiveness of the risk early-warning system is audited annually by external auditors.
Describe Porsche's processes for identifying and assessing climate-related risks:
At Porsche, every department and every key Group company is directly linked to the risk management system. Every department
therefore has the opportunity (and an obligation) to identify negative deviations from a target figure (= risks). This occurs via the
risk management system processes (risk identification, risk assessment, risk management, risk monitoring).
Describe Porsche's processes for managing climate-related risks:
Climate-related risks are addressed by the relevant departments depending on the content, with risk management measures
then being implemented.
Describe management's role in assessing and managing climate-related risks and opportunities:
128-129
Based on the existing risk management system specifications, which are founded on the well-known Three Lines Model, the
first line (i.e. management of the operating units) is the first entity that evaluates, manages and monitors risks. Managing
and monitoring each risk is the responsibility of the management of the organisational unit which is most suited to the task.
These rules apply to all risks and therefore also to climate-related risks.
134
84
414-2
New suppliers that were screened using social criteria
Negative social impacts in the supply chain and actions taken
GRI 415: Public Policy (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
415-1
Political contributions
GRI 416: Customer Health and Safety (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
416-1
Assessment of the health and safety impacts of product and service categories
GRI 418: Customer Privacy (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
418-1
Substantiated complaints concerning breaches of customer privacy and losses
of customer data
GRI 419: Socioeconomic Compliance (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
419-1
131-132
131-132,251
131-132
84
134
Describe how processes for identifying, assessing, and managing climate-related risks are integrated into Porsche's
overall risk management:
By definition, all of the processes for identifying, assessing and managing climate-related risks are part of Porsche's
risk management.
Describe the climate-related risks and opportunities Porsche has identified over the short, medium, and long term:
Regular revision of Porsche's risk map means it is constantly changing. While climate-related risks are currently identified
first and foremost as the impacts of physical climate change (for example, extreme weather events) and of transitory changes
in the regulations (for example, CO₂ fleet emission regulations), there is currently an undertaking to explicitly designate a
physical and transitory climate risk the impacts of which can then be incorporated into the company's own risks depending
on the result.
BRIEF OVERVIEW
2021
2020
2019
Deliveries
Units
301,915
272,162
280,800
911
Units
38,464
34,328
34,800
718 Boxster/Cayman
Units
20,502
PORSCHE AG GROUP
266
265
Further information
Disclose the metrics used by Porsche to assess climate-related risks and opportunities in line with its strategy and
risk management process:
Porsche's risk strategy does not currently include any specific requirements regarding the management of climate-related risks.
There is merely the requirement that the overall risk must not exceed a certain threshold (risk appetite), in order that the degree
of jeopardy for the company's continued existence can be recognised early on.
Porsche does, however, measure material contributions in the area of climate-related opportunities and risks as part of its
sustainability and environmental management:
> Environmental and energy key figures, pp. 240-245
> Decarbonisation, p. 90
Describe the impact of climate-related risks and opportunities on Porsche's businesses, strategy, and financial planning:
Short-, medium- and long-term climate-related risks and opportunities are highly significant to Porsche's organisation.
To counter these risks, Porsche incorporated the "Decarbonisation" area of action within the sustainability strategy into
the corporate strategy and also into its financial planning. Other climate-related risks and opportunities are addressed
under "Environmental management":
> Production decarbonisation, p. 97
7 Consumption of resources and recycling in production, pp. 98-99
414-1
7 Environmental and energy key figures, pp. 240-245
Strategy 2030, pp. 72-74
7 Sustainability strategy, pp. 78-79
7 Decarbonisation, p. 90
Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios,
including a 2°C or lower scenario:
As part of its risk management, Porsche ensures that the physical and transitory impacts of climate change are recognised
and are addressed accordingly. The scenario-based assessment of various climate-related risks is currently under review.
Describe the targets used by Porsche to manage climate-related risks and opportunities and performance against targets:
The management of sustainability targets also includes topics which are of relevance to climate-related risks and opportunities:
7 Governance and transparency, pp. 122-125
7 Decarbonisation, p. 90
Impacts of climate-related risks and opportunities on strategy, operating activities and financial planning:
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
GRI 414: Supplier Social Assessment (2016)
or that underwent human rights screening
Worker participation, consultation, and communication on occupational health
and safety
118-119
403-5
Worker training on occupational health and safety
118-119
403-6
Promotion of worker health
118-119
403-7
Prevention and mitigation of occupational health and safety impacts directly linked
by business relationships
118-119
403-8
Workers covered by an occupational health and safety management system
118-119
403-9
Work-related injuries
GRI 404: Training and Education (2016)
403-4
118-119
118-119
Hazard identification, risk assessment, and incident investigation
Occupational health services
114-119
248
248
261
262
Material topics
GRI 402: Labor/Management Relations (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
402-1
Minimum notice periods regarding operational changes
GRI 403: Occupational Health and Safety (2018)
Porsche does not make a distinction
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
403-1
Page
Omission/comment
118
118
118-119
118-119
403-2
403-3
Occupational health and safety management system
Location of headquarters
between employees and workers
who are not employees but whose
work and/or workplace is controlled
by the organization.
Porsche does not make a distinction
between employees and workers who
are not employees but whose work
250 and/or workplace is controlled by the
organization, and does not show the
individual categories for work-related
injuries (level of detail not material).
114-117
126-127, 131-132
→ Online GRI index
126-127, 131-132
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor
126-127,131-132
→ Online GRI index
GRI 412: Human Rights Assessment (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
412-2
412-3
Employee training on human rights policies or procedures
126-127, 131-132
126-127,131-132
→ Online GRI index
Significant investment agreements and contracts that include human rights clauses
126-127, 131-132
→ Online GRI index
126-127, 131-132
→ Online GRI index
114-119
112-113
112-113
404-1
Average hours of training per year per employee
249
404-2
Programs for upgrading employee skills and transition assistance programs
116-117
GRI 405: Diversity and Equal Opportunity (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
405-1
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
Diversity of governance bodies and employees
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
407-1
Operations and suppliers in which the right to freedom of association and collective
bargaining may be at risk
GRI 408: Child Labor (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
408-1
Operations and suppliers at significant risk for incidents of child labor
GRI 409: Forced or Compulsory Labor (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
GRI 407: Freedom of Association and Collective Bargaining (2016)
102-3
102-13 Membership of associations
102-1
440
598
26.0
0
24.1-21.0
0
424-490
524-616
A+++
Taycan Turbo
500
680
28.0
0
26.6-22.9
0
383-452
Taycan GTS Sport Turismo
432-498
A+++
439-504
Taycan 4S Cross Turismo
420
571
28.1
0
26.4-22.6
0
388-452
462-532
A+++
Taycan GTS
440
598
25.9
0
23.3 20.3
0
539-625
A+++
Taycan Turbo Sport Turismo
500
0
25.6-24.3
102-2
390-416
434-477
A+++
560
761
26.3
0
24.0-22.5
0
560
761
29.4
0
26.4-24.4
28.5
761
560
A+++
680
26.3
0
24.2-20.9
0
424-491
531 620
A+++
A+++
Taycan Turbo Cross Turismo
Taycan Turbo S Sport Turismo
Taycan Turbo S Cross Turismo
500
680
28.7
0
25.9-22.6
0 395-452
438-510
Taycan Turbo S
0
516-604
0
0
25.4-21.5
Taycan Sport Turismo with Performance battery
300
408
26.8
0
24.2-20.2
0
0
Taycan Sport Turismo with Performance battery Plus
350
476
27.4
0
24.6-21.0
0
Taycan 4 Cross Turismo
28.7
350
476
Taycan with Performance battery Plus
Power output
[kW]
Power
[PS]
combined
CO₂ emissions
combined
[kWh/100 km] [g/km]
Power
consumption CO₂ emissions Electric range Electric range Energy
combined combined combined
[kWh/100km] [g/km]
[km]
urban
[km]
efficiency
class
Taycan
Taycan with Performance battery
300
408
28.0
0
24.8-20.4
0 354-431 382-450
350
476
28.1
0
A+++
Taycan 4S Sport Turismo with Performance battery
390
530
25.7
0
24.6-20.4
0
358-441
449-534
A+++
Taycan 4S Sport Turismo with Performance battery Plus
420
571
26.1
0
24.7-21.0
389-464 437-524
0
26.0-21.9
0
26.4-22.4
0
Taycan 4S with Performance battery
390
530
26.2
0
25.6-21.0
417-498
0
463-541
A+++
A+++
A+++
A+++
A+++
383-466
A+++
Taycan 4S with Performance battery Plus
420
571
27.0
407-484 460-521
358-433 433-518
417-492 493-563
389-456
335-408
430-458
388-419
0
A+++
Porsche Newsroom:
www.newsroom.porsche.com/reports
GRI 204: Procurement Practices (2016)
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
204-1 Proportion of spending on local suppliers
GRI 205: Anti-corruption (2016)
205-2
Communication and training about anti-corruption policies and procedures
This report has been prepared in accordance with the Global Reporting Initiative (GRI) standards on the basis of the "Core" option.
The report was submitted to the GRI services team for implementation of the GRI Materiality Disclosures Service. The description
of the "materiality-related disclosures" (102-40 to 102-49) was confirmed as correct. The service was performed on the
German language version of the report. A detailed version of the GRI Content Index is available in the
GRI 206: Anti-competitive Behavior (2016)
General Disclosures
GRI 101 Foundation (2016)
GRI 102 General Disclosures (2016)
Organizational profile
Name of the organization
Activities, brands, products, and services
518-565
GRI standards
Financial assistance received from government
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
205-1 Operations assessed for risks related to corruption
GRI 103: Management Approach 2016 (incl. 103-1, 103-2, 103-3)
Direct economic value generated and distributed
460-495
201-4
Current consumption figures can be found at
7 www.porsche.com/germany/verbrauchsinformationen
Further information
1 Note
The specified consumption and emission
figures have been calculated according
to the measurement procedures prescribed by
law. On 1 September 2018, the New
European Driving Cycle (NEDC) was replaced
by the Worldwide Harmonised Light Vehicle
Test Procedure (WLTP). Owing to the more
realistic test conditions, the fuel/power
consumption and CO2 emissions measured
according to the WLTP will, in many cases,
be higher than those measured according to
the NEDC. We are currently still required by
law to state the NEDC figures irrespective of
the typing procedure used. Any WLTP figures
specified are given voluntarily. All new vehicles
offered by Porsche are type-approved accord-
ing to the WLTP. The NEFC figures stated are
therefore derived from the WLTP figures. In
cases where the figures are specified as value
ranges, these do not refer to a particular
individual vehicle and do not constitute part
of the sales offering. They are intended
exclusively as a means of comparison between
different vehicle types. Additional equipment
and accessories (e.g. attachments, different
tyre formats, etc.) may change the relevant
vehicle parameters, such as weight, rolling
resistance and aerodynamics, and, in conjunc-
tion with weather and traffic conditions
and individual driving style, may affect fuel/
power consumption, CO2 emissions, range
and the performance figures for the vehicle.
For further information on the differences
between the WLTP and NEDC, please visit
7 www.porsche.com/wltp. Further informa-
tion on official fuel consumption figures
and the official specific CO2 emissions of new
passenger cars can be found in the "Guide
on the fuel economy, CO₂ emissions and power
consumption of all new passenger car models",
which is available free of charge at all sales
dealerships and from DAT.
259
260
A+++
MATERIALITY
201-1
GRI
DISCLOSURES SERVICE
2022
Material topics
GRI CONTENT INDEX
Porsche Formula E team proved itself for the
first time on the Brooklyn Street Circuit in Red
Hook, Brooklyn. Porsche secured important
championship points in two races in the ABB
FIA Formula E World Championship. André
Lotterer came eighth in race 10 in the Porsche
99X Electric. And in race 11, Lotterer and
Pascal Wehrlein were within striking distance
of the frontrunners, but missed out on third
place by less than three seconds. Race 11 was
the best team result for the TAG Heuer Porsche
Formula E team in only its second racing sea-
son. Offering views of Manhattan and the
Statue of Liberty, the street circuit is incred-
ibly attractive. Formula E is the world's first
all-electric racing series and, as an accelerator
of innovative and sustainable mobility technolo-
gies, has been bringing thrilling motorsport to
people in cities since 2014. More automobile
manufacturers competed in this than in any
other racing series this season, which crowned
both a driver and a team champion for the first
time. This made the races all the more inter-
esting and highly competitive.
A great place in New York:
top racing result for
TAG Heuer's and Porsche's
Formula E team.
Development of high-performance batteries
Porsche found a new cooperation partner
for electric powertrains - together with
BASF, the sports car manufacturer will
develop a powerful lithium-ion battery for
electric vehicles. BASF was selected by the
Cellforce Group, which is a joint venture
between Porsche AG and Customcells
Itzehoe GmbH. BASF will provide high-en-
ergy HEDTM NCM cathode materials for
high-performance battery cells designed
to offer quick charging and high energy
density. The Cellforce Group will produce
the high-performance batteries. The
Cellforce Group's production facility is
scheduled to go into operation in 2024
with initial annual capacity of at least
100 MWh, producing batteries for around
1,000 motorsport and high-performance
vehicles. The partnership is a win-win situ-
ation. European sources for the materials
nickel and cobalt offer good security of
supply and short transport journeys.
And production waste will be recycled at
BASF's prototype facility - strong argu-
ments in favour of collaboration with BASF.
A million euros of immediate aid
In July, Porsche AG supported the Aktion
Deutschland Hilft e.V. coalition in its work in
the areas hit by the floods with a donation in
the amount of one million euros. The funds
went towards immediate aid for the flood
victims and strengthened the work of the vari-
ous rescue organisations in the affected
regions. Porsche additionally called upon its
employees to make private donations. The
company has maintained a special relation-
ship with the people in the areas affected by
the floods for many decades. In particular in
the region around the Nürburgring, many
friendships and partnerships have grown on
the basis of motorsport. Oliver Blume: "We are
in close contact with our friends and partners.
We know that the situation there is desperate.
Many have been affected themselves or are
volunteering as relief workers. So it is all the
more important that we pull together now.
Our Motorsport colleagues took emergency
generators and other relief supplies to the
Eifel region as soon as the news broke, for ex-
ample. Our donations will now provide add-
itional help to alleviate some of the suffering."
Passing the baton -
Barbara Frenkel stepped
into Uwe-Karsten Städter's
Executive Board position
in August.
Points for Porsche 99X Electric cars in London
Following his fastest time in the qualifying
session, André Lotterer narrowly missed out
on a third podium finish of the season for the
TAG Heuer Porsche Formula E team in the
London E-Prix. In a strong field of 24 starters,
he clinched fourth place with his Porsche 99X
Electric on the ExCeL Track in East London's
historic Docklands. This marked Porsche's
racing premiere in the British city. The 2.25-
kilometre course is the most spectacular in
Formula E as it includes a section that passes
through an exhibition centre, presenting the
drivers and teams with some very particular
challenges. Pascal Wehrlein of Germany like-
wise picked up points in the second Porsche
99X Electric, finishing in tenth place.
34
35
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Weissach working with 5G since August
Porsche entered the 5G age together with
Vodafone when Hannes Ametsreiter, CEO
of Vodafone Germany, and Michael Steiner,
Member of the Porsche Executive Board
responsible for Research and Development,
switched on a 5G network at the Weissach
Development Centre on 31 August. 5G of-
fers secure and instantaneous transfer of
data between vehicles, people and ma-
chines. This reduces the data interchange
time lag, otherwise known as latency, to
around 10 milliseconds. The 5G network in
Weissach is one of the fastest in Europe. 5G
and multi-access edge computing (MEC)
are set to improve road safety. Ideally, cars
will communicate with one another and give
real-time warnings of accident hazards.
S 5G 2021
HANNES AMETSREITER AND MICHAEL STEINER SWITCHED ON THE 5G NETWORK IN WEISSACH
150 new trainees and students
Porsche in Zuffenhausen welcomed 150
new trainees and students from the Baden-
Württemberg Cooperative State University
(DHBW) at the start of the new training year.
The company offers trainees and students
training in, among other things, 3D printing,
direct printing methods and human-robot
collaboration. Porsche is training 511 young
people in Zuffenhausen. Porsche offers all of
its trainees and students permanent contracts.
Strategic sites in China and Malaysia
Porsche has established an ever-expanding
network of research and development sites. In
August, it announced expansion in China and
Malaysia. A research and development site will
be built in Shanghai starting in 2022. The new
Shanghai site will complement Porsche Digital
China founded at the beginning of the year
and also Porsche Engineering China. "The new
site will give us a better understanding of our
local customers' needs," says Chairman of the
Executive Board Oliver Blume. "The Chinese
market is dynamic and the customer prefer-
ences are highly specific. We want to meet
these demands in the best way possible." In
Malaysia, Porsche is building a local assembly
facility. The Cayenne model series vehicles
manufactured there will be specially tailored
to the Malaysian market and will only be
available for sale there. Together with Shell,
Porsche is also working here on a cross-bor-
der high-performance charging network.
At the beginning of July, the TAG Heuer
Important events
All-electric on the streets of Brooklyn
S.60 6004
UTATTACK MODE
S.GO 6203
CAREER START FOR 150 TRAINEES AND DUAL-STUDIES STUDENTS AT PORSCHE
Macan GTS
S GO 6302
The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
nelx erexenelx pe
KATTA
Board member Uwe-Karsten Städter retires
Uwe-Karsten Städter (65) retired from his
position of Member of the Executive Board re-
sponsible for Procurement in August, with
Barbara Frenkel (57) being named as his suc-
cessor. "Uwe-Karsten Städter is one of the
most experienced purchasing specialists in
the automotive industry," says Chairman of
the Executive Board Oliver Blume. "He is
a synonym for strong leadership, fairness and
teamwork. Porsche's procurement was pre-
pared for the challenges of transformation in
an exemplary manner both operationally and
strategically under his leadership." Städter,
who was born in Wolfsburg and trained as an
industrial business administrator, worked for
the Volkswagen Group for 47 years, joining
Volkswagen AG in 1974 After working abroad
as Head of Procurement for Chemical Prod-
ucts at SEAT in Martorell, Spain, he was
appointed the Volkswagen Group's Head of
Procurement Exterior in 2002. From 2007,
he acted as Head of Group Procurement, Elec-
trics/Electronics, before being appointed
Member of the Executive Board of Porsche AG
responsible for Procurement in 2011. During
his tenure, Porsche AG's purchasing volume
increased from two to over nine billion euros.
At the same time, staff numbers within the
Procurement department doubled to around
580 employees. Born in Hof, Bavaria, Barbara
Frenkel began her career in the international
UWE-KARSTEN STÄDTER
supply industry, working in Purchasing for Valeo
and TRW Automotive. She has held various
management positions at Porsche for 19 years.
As Vice President, Sales Region Europe,
Barbara Frenkel increased the retail volume in
the third-largest sales region by around 10 per
cent in recent years and made a significant
contribution to further expanding the dealer
9
BARBARA FRENKEL
organisation. Frenkel previously held various
management positions such as Head of Quality
Systems and Methods, Head of Worldwide
Dealership Training and Divisional Head of
Sales Management and Development. "Barbara
Frenkel has ample expertise - both on the
supplier and the customer side. For this reason,
she is an excellent choice," says Oliver Blume.
>ATTACK MODE>
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ANDRÉ LOTTERER IN THE PORSCHE 99X ELECTRIC ON THE BROOKLYN STREET CIRCUIT
36
Maxxisctric
Limited-edition circuit racing model
90 years of engineering services
Ninety years of Porsche engineering services
were celebrated in April. Ferdinand Porsche
had his engineering office in Stuttgart added
to the Commercial Register on 25 April 1931.
Porsche Engineering continues this tradition
to this day. The wholly owned subsidiary of
Porsche AG is currently expertly focusing
among other things on digitalisation. The em-
ployees merge their keen understanding of
vehicles with software expertise. Engineers
and software developers analyse global and
local market trends, further develop technolo-
gies and methods, and roll them out in mass
production. Porsche Engineering is a global
development network comprising nearly
1,500 employees at sites in Germany, the
Czech Republic, Romania, Italy and China.
Important events
Ninety years of Porsche
engineering services were
celebrated in April. Ferdinand
Porsche had his engineering
office in Stuttgart added to
the Commercial Register on
25 April 1931.
Cooperation with Penske
Porsche Motorsport and the US racing team
Team Penske agreed on close cooperation
in May. Starting in the 2023 season, the part-
ners will compete in the major endurance
racing series around the world. Using the
spectacular prototypes of the LMDh class,
which are capable of achieving overall wins,
Porsche Penske Motorsport will manage
the works appearances in the FIA World
Endurance Championship (WEC) and the
IMSA WeatherTech SportsCar Championship
(IWSC) in the USA. Two hybrid prototypes
sporting the Porsche colours will compete
in the new top class in both events. The
acronym LMDh stands for Le Mans Daytona
hybrid. The prototypes will also be put to
use by customer teams in both championships
in their first year. The cars weighing
around just 1,000 kilograms are accelerated
by a 500 kW (680 PS) hybrid drive.
19
MACAN DEVELOPMENT DRIVE WITH CAMOUFLAGED VEHICLES
PORSCHE
Panamera 4S
S&GO 604E
Climate action day
On the occasion of Earth Day on 22 April,
Porsche underscored its sustainable business
ambitions. With #Project 1 Hour, the employ-
ees were encouraged to spend an hour ad-
dressing this issue. Porsche put facts about
and the consequences of the climate crisis to-
gether in an online seminar, gave the employ-
ees food for thought with virtual presentations
and invited them to participate in a climate
quiz with the aim of raising people's aware-
ness and broadening their knowledge regard-
ing how they themselves can combat climate
change. The message clearly sent was that
everyone can play a part in preventing CO₂
emissions. #Project 1 Hour is a campaign of
the entire Volkswagen Group, which declared
Earth Day to be Volkswagen Climate Day.
A sustainable career with Porsche
In April, Porsche came "face to face" with sus-
tainability in the Sustainable Career employ-
er campaign, Porsche presented employees
who are helping to reduce the company's envir-
onmental footprint. They are driven by the
goal of making Porsche the most sustainable
brand for exclusive and sporty mobility. The
campaign was launched with three clips on the
topics of CO2 reduction, species conservation
and electrification. It became clear that the
Porsche employees' passion goes above and
beyond sports car construction. They are just
as dedicated to, for example, the company's
own biotopes, its bee colonies which produce
the company's own Turbienchen honey and
a rock dust facility which is helping to turn car
paint residues into cement.
Test-driving of the all-electric Macan
Test-driving of the all-electric Porsche
Macan began in May. The Macan electric
is scheduled to be rolled out in 2023.
Beforehand, the camouflaged prototypes
will complete some three million test kilo-
metres under a variety of conditions around
the world. Before road testing, the technol-
ogy was tested virtually on digital proto-
types, in other words on calculation models
which replicate a vehicle's characteristics.
The Macan electric will be equipped with
the innovative 800-volt architecture. It is
expected to make an impression among
other things with its long range, highly effi-
cient quick charging and reproducible best-
in-class performance figures and is to be
the sportiest model in its segment.
Porsche "electrifies" its managers
Porsche electrified its fleet of company cars in the spring. Many managers have been authorised
to drive a company car and now often get about in a Taycan or a plug-in hybrid. Thanks to at-
tractive offers, more and more employees who are entitled to car leasing are additionally opting
for electric models. This is having a noticeable impact on the Porsche fleet - by the end of
the year, the proportion of electric and plug-in hybrid sports cars had doubled to 50 per cent.
Porsche is pursuing a three-pronged approach consisting of efficient internal combustion
engines, plug-in hybrids and all-electric sports cars. Managers also have the option of choosing
a 911, a 718 or a Macan, all three of which are only available with an internal combustion engine.
20
the 2022/2023 season, when the further
developed Gen3 generation of racing cars
will be used. This was announced by the
sports car manufacturer in March. Fittingly,
Porsche secured its first podium position
of the season at the race in Rome at the
beginning of April, when Pascal Wehrlein
and the TAG Heuer Porsche Formula E
team came third in the Rome E-Prix. André
Lotterer likewise secured a spot on the
podium in the next race held in Valencia,
finishing in second place.
Formula E World Championship again in
Clear commitment to Formula E
Porsche will compete in the ABB FIA
L
In early August, Porsche Motorsport cele-
brated the 25th anniversary of Manthey-
Racing GmbH with an extra special model -
the 911 GT2 RS Clubsport 25. The racing
car was developed for circuit racing and has
been limited to a production run of 30 units.
Based on the 911 GT2 RS Clubsport, this
model is powered by a 3.8-litre six-cylinder
boxer engine offering power of 515 kW
(700 PS). The power is transferred to the
rear wheels by the dual-clutch transmission.
The distinct design of the 911 GT2 RS
Clubsport 25 features many components
taken from familiar Porsche racing cars.
In early August, Porsche
Motorsport celebrated
the 25th anniversary of
Manthey-Racing GmbH with
an extra special model - the
911 GT2 RS Clubsport 25.
Leipzig is Lean & Green World Class
The Porsche plant in Leipzig received a
Lean & Green Management Award in the
category Automotive OEM. The award
was presented at the Green Shift Confer-
ence in Berlin. The jury awarded the pro-
duction site the distinction Lean & Green
World Class. The competition recognises
the most impressive lean management
approaches, taking environmental and
sustainability aspects into account. Two
hundred and fifty plants from more than
10 countries and 20 industries entered.
"The accolade is both recognition and an
incentive for us," says Albrecht Reimold,
Member of the Porsche AG Executive
Board responsible for Production and Lo-
gistics, adding that the plant in Leipzig was
developed with sustainability in mind from
the outset. Gerd Rupp, Chairman of the
Executive Board of Porsche Leipzig GmbH:
"We incorporate sustainable thinking into
all the business areas. Resource efficiency
plays a key role here."
Important events
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
37
TAG
HEUE
PORS
SPECIAL LIMITED-EDITION RACING MODEL: THE 911 GT2 RS CLUBSPORT 25
PORSCHE
ANDRÉ LOTTERER IN THE PORSCHE 99X ELECTRIC
LOT
BOSS
36
36
BOSS
PORSCHE
MICHELIN
In July, Porsche unveiled three versions of the new Macan, all offering more power than their
predecessors. The Macan GTS is especially sporty, boasting a 2.9-litre V6 biturbo engine with
324 kW (440 PS) of power - an increase of 44 kW (60 PS). It is able to accelerate from 0 to
100 km/h in 4.3 seconds and has a top speed of 272 km/h. The Macan S likewise now features
a V6 biturbo engine with displacement of 2.9 litres and power delivery of 280 kW (380 PS) -
an increase of 20 kW (26 PS). This model accelerates to 100 km/h in 4.6 seconds and can hit
a top speed of 259 km/h. A newly developed, supercharged four-cylinder in-line engine with
195 kW (265 PS) serves as a doorway to the Macan world. It can complete a standard sprint in
6.2 seconds and achieves a top speed of 232 km/h. As usual, all the engines are coupled to
Porsche dual clutch transmission (PDK) with seven speeds and the Porsche Traction Management
(PTM) all-wheel drive system.
Mobil
PORSCHE
Three versions of the new Macan
From 1 July, Porsche asked its approximately
1,300 series suppliers to use nothing but
renewable energies for the manufacture of
Porsche components. This applies to all pro-
duction material contracts awarded for new
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
23
MORE OF WHAT YOU LOVE.
Five new 911 GTS models
The 911 family grew with the addition
of five new GTS models, launching the new
generation with more power and more
driving dynamics than ever before. The
six-cylinder boxer engine delivers 353 kW
(480 PS) - 22 kW (30 PS) more than
the current 911 Carrera S or the previous
911 GTS. The GTS models are available
with rear- or all-wheel drive, as a Coupé,
a Cabriolet and a four-wheel drive Targa.
They feature eight-speed Porsche
dualclutch transmission or seven-speed
manual transmission and GTS-specific
suspension with Porsche Active Suspension
Management (PASM) and the 911 Turbo's
high-performance brakes. Black contrast-
ing body elements and darkened head-
lights are characteristic of the sporty yet
understated look.
911 TARGA 4 GTS
AMACAN GTS
ID
GTS
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
CHE
TEQUIPMENT
Mobil
BB GO 6473
GTERS
Nordschleife record set by the 911 GT2 RS
In June, Porsche set a new record for road-
legal production sports cars on the Nord-
schleife of the Nürburgring. In the presence
of a notary, Porsche development driver
Lars Kern achieved a fastest time of
6:43.300 minutes. The 515 kW (700 PS)
911 GT2 RS driven by Kern was fitted with
a Manthey Performance Kit. Driving on
road-legal Michelin Pilot Sport Cup 2 R
tyres, Kern shaved 4.747 seconds off the
previous record and hit an average speed
of 185.87 km/h. Lars Kern succeeded
23
in breaking the record in spite of the
hot summer conditions and an asphalt
temperature of 41 degrees.
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
22
ON A PORSCHE SAFARI WITH THE BEEKEEPER
FLEXIBILITY THANKS TO MOBILE WORKING
More mobile working made possible
Porsche expanded the mobile working op-
tions it offers in May. Previously, employees
were able to work from anywhere or from
home two days a week. Since May, up to
12 days a month have been possible. This
is the company's response to its positive
experience during the pandemic. Employees
have had the right to work from home since
2014. Porsche introduced a variety of meas-
ures early on to achieve a better work-life
balance, including flexible working hours, care
leave and voluntary sabbaticals.
Second engineering site in Romania
Porsche Engineering opened a second site in
Romania in June. With its new research and
development office in Timişoara, the company
is further expanding its innovation network
for development of the smart and connected
vehicle of the future. Porsche Engineering
established its first base in the country's in-
terior in Cluj-Napoca in 2016. This site now
has a workforce of 250 working on high-tech
automotive projects. The plan is for there to
be 200 skilled workers working in Timişoara
in the medium term too. The company is
interested in software developers who can
work on various automotive projects. The
focus is on trends such as highly automated
driving functions, machine learning and
virtual energy management.
Porsche Engineering opened
a second site in Romania in
June. The company is further
expanding its innovation
network with a new research
and development office in
Timişoara.
Taycan added to Porsche Drive Subscription
Porsche Drive Subscription was made even
more attractive in May when it became pos-
sible for new customers and Porsche fans to
also subscribe to the all-electric Taycan. This
offer is aimed among others at curious but as
yet undecided customers. They are able to
put the electromobility experience to the test
for six months.
Porsche Leipzig championing biodiversity
In spring, an initiative of the Saxony State
Foundation for Nature and the Environment
registered more than 12,600 square metres
of Porsche Leipzig's off-road terrain as
flowering meadows. These are to serve as a
habitat for insects. Porsche has been applying
a grazing concept across the 132-hectare
site since 2002, with wild oxen and Exmoor
ponies and specially created ponds and wet-
lands. Until October, there were also 11 Finn-
sheep grazing on the grounds. These grazing
landscape conservationists created a mosaic
of patches with long and short grass, thereby
making a contribution to conserving diverse
habitats. There are also around three million
honey bees living in this off-road biotope,
where they can find plenty of food and polli-
nate the plants.
Porsche has been applying
a grazing concept since 2002.
The site comprises a total of
132 hectares.
Design your own Porsche
The Porsche Exclusive Manufaktur has
expanded its services. Anyone who buys
a Porsche can give it their own, personal
touch. The new options include a variety
of car wraps, personalised start numbers,
printed floor mats, illuminated door entry
strips, logo projectors in the vehicle doors.
and personalised wheel paintwork. If they
wish to, the customer can become a designer,
freely choosing colours, logos, lettering and
texts. Personalised design is made pos-
sible by the Porsche Car Configurator. For
example, the customer's own signature
can be applied to interior elements such as
the leather-lined lid of the centre console.
The portfolio is rounded off by personal-
ised car wraps and the customer's choice
of wheel paintwork.
Porsche sponsors team's young players
In July, Porsche's partner football club FC
Erzgebirge Aue in Saxony became part
of Porsche's youth development programme
Turbo for Talent. Erzgebirge Aue stands
for tradition and is a regional beacon with a
large and loyal fan base. The club allows
children and young people to develop per-
sonally through sports. In addition to their
sporting development, the young people's
schooling is not allowed to fall by the
wayside. FC Erzgebirge Aue is the fifth foot-
ball club to join the Turbo for Talent youth
development programme.
14-15
THE TALENTED YOUNG PLAYERS OF FC ERZGEBIRGE AUE
Important events
31
Sustainability an important factor
A survey conducted by forsa in June on behalf
of Porsche Consulting found that sustainabil-
ity was a success factor in the competition
for talented individuals in the labour market.
The opinion polling institute forsa conducted
a representative survey among employees in
Germany. Among other things, it revealed that
four out of ten employees think their employ-
er is still doing too little in the area of environ-
mental and climate protection and should
make much more of a commitment. A third
of the employees even said they would not
apply to the company now for this reason.
Sustainability has an important part to play
in the day-to-day work of more than half the
German population. However, one in three
said there was no way for them to themselves
do their bit for sustainability within the com-
pany. Six out of ten employees said they
would like to see the topic play a bigger part
in their day-to-day work.
Suppliers switch to green electricity
vehicle projects starting after 1 July 2021.
Suppliers who are not prepared to switch to
certified green electricity will no longer be
considered in Porsche's contract awarding
process in the long term. "Our battery cell
suppliers have been having to use green elec-
tricity since 2020. There now follows the
next important step - our other series sup-
pliers must now likewise produce our compo-
nents using nothing but renewable energies,
thereby further reducing CO₂ emissions. We
are facing up to our responsibility for sustain-
able and transparent supply chains," says
Uwe-Karsten Städter, Member of Porsche
AG's Executive Board responsible for Procure-
ment. The sports car manufacturer's supply
chain is currently responsible for around
20 per cent of its greenhouse gas emissions.
Going forward, the company expects this
proportion to increase to around 40 per cent
by 2030 as electrification increases. This is
something which Porsche is tackling: "By ex-
clusively using electricity from renewable en-
ergy sources, the suppliers are joining us on
our way to achieving balance-sheet CO₂ neu-
trality," says Städter.
TRANSITION TO GREEN ELECTRICITY SUCH AS WIND POWER
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
MONNET
Porsche, Rimac and Bugatti collaborating
Porsche and Rimac agreed to establish a
joint venture with the involvement of Bugatti.
Oliver Blume and Mate Rimac signed
the contracts and announced the name of the
new hypercar manufacturer - Bugatti-Rimac.
Rimac will hold a 55 per cent stake in the
joint venture, and Porsche will hold 45 per
cent. Porsche additionally holds a 24 per cent
stake in Rimac. Bugatti will be brought into
the joint venture through its current owner
Volkswagen, with its shares being transferred
to Porsche. Under the aegis of the new com-
pany, the brands Bugatti and Rimac will
initially produce two hypercar models - the
Bugatti Chiron and the all-electric Rimac
Nevera. Bugatti Automobiles S.A.S. will
continue to exist under the new joint venture.
All Bugatti models will continue to be manu-
factured at the company's own factory in
Molsheim, Alsace. Jointly developed Bugatti
models are envisaged further down the line.
PORSCHE, RIMAC AND BUGATTI ESTABLISH JOINT VENTURE
Porsche and Rimac agreed
to establish a joint venture
with the involvement of
Bugatti. Oliver Blume and
Mate Rimac announced the
name of the new hypercar
manufacturer - Bugatti-Rimac.
Development of a real-time warning system
In June, Porsche, HERE Technologies and
Vodafone announced that they were working
on a feasibility study for real-time warning
systems. They are examining how 5G tech-
nology can be used to identify and locate
hazardous traffic situations in real time. Lives
can be saved if cars are able to warn one
another of hazards. Among other things,
HERE Technologies' Live Sense SDK is being
tested. Integrated into devices with
front-facing cameras, this uses computer
vision and artificial intelligence to identify
objects, changes in the behaviour of other
road users and road conditions. Warnings
then appear in the car in real time with a time
lag of less than 10 milliseconds.
Investment in the technology start-up Griiip
Porsche acquired a minority interest in
the Israeli start-up Griiip. Griiip is seeking
to digitalise motorsport and allow races
to be experienced in a new dimension. Its
target group is drivers, teams, fans and a
younger audience looking for a more inten-
sive and a personalised viewing experience
via digital media. The Griiip developers have
created a cloud-based data platform that
transmits telemetry data directly from the
racing car. The personalised digital media
platform RAMP (Racing Media Platform)
allows viewers to access the drivers' profiles
and view a driver's stress level, the vehicle's
battery status, predicted lap times and
tyre data.
WALTER RÖHRL AND THE 924 CARRERA GTS RALLY IN THE BAVARIAN FOREST
40 years after competing
in the German Rally
Championship in 1981,
Porsche surprised two-time
world champion Walter Röhrl
on his birthday with a newly
restored 924 Carrera GTS.
74th birthday surprise for Walter Röhrl
Forty years after competing in the German
Rally Championship in 1981, Porsche
surprised two-time world champion Walter
Röhrl with a restored 924 Carrera GTS.
This could be discounted as company
sentimentality. But this would be overlooking
the strong bond that exists among Porsche
employees and the close cooperation between
car manufacturers and racing drivers. "The
biggest problem was keeping it a secret," says
Kuno Werner, head of the Porsche Museum
workshop. Röhrl knows a lot of people there,
but everything went according to plan and
Röhrl was speechless: "I stepped out of the car
40 years ago and haven't sat in it again since.
I immediately feel 40 years younger."
30
Important events
LUTZ MESCHKE, MATE RIMAC AND OLIVER BLUME
to securing talent
Vive La
a 471 kW (640 PS) four-litre V8 biturbo engine - that's 67 kW (90 PS) more than the Cayenne
Turbo Coupé. It can hit a top speed of 300 km/h - an increase of 14 km/h. The SUV has an
even sportier look and is available exclusively as a four-seater Coupé. The Cayenne Turbo GT
comes with all the available chassis systems fitted as standard as well as specially developed
performance tyres. The engine and chassis have a distinct set-up resulting in a harmonious
overall concept with excellent circuit characteristics, as demonstrated by Porsche test driver
Lars Kern, who completed a lap of the 20.832 km Nürburgring Nordschleife in 7:38.9 minutes
in a Cayenne Turbo GT, thereby setting a new official SUV record.
Porsche invested a high
double-digit million figure
in the new company
Cellforce Group GmbH.
This joint venture with
the partner Customcells
sees Porsche moving into
the manufacture of high-
performance battery cells.
Joint venture for high-performance
battery cells
Porsche invested a high double-digit million
figure in the new company Cellforce Group
GmbH. This joint venture with the partner
Customcells sees Porsche moving into the
manufacture of high-performance battery
cells. "As a new Porsche subsidiary, the
Cellforce Group will be instrumental in
driving forward the research, development,
production and sale of high-performance
battery cells," says Oliver Blume, Chairman
of the Executive Board of Porsche AG. Porsche
holds an 83.75 per cent majority stake in
the Cellforce Group. The new joint venture
is based in Tübingen. A planned production
facility is set to have annual capacity of
at least 100 MWh. This equates to high-
performance battery cells for 1,000 vehicles.
The workforce is set to swell from its current
approximately 20 jointly recruited employees
to up to 80 by 2025. Project funding of
around 60 million euros is being provided by
the Federal Republic of Germany and the
state of Baden-Württemberg. Customcells
is one of the world's leading companies in the
development of special lithium-ion battery
cells for high performance.
SARAH SIMPSON
New faces in European sales
Marco Schubert became the new Vice
President Region Europe on 1 July, following in
the footsteps of Barbara Frenkel, who moved
to the Porsche Executive Board. Schubert was
President of the Audi Sales Division China
from 2018. Prior to this, he managed Asia and
overseas sales at Škoda. In the preceding
years, he was Managing Director of Audi in
Sweden and also managed the Northern Eur-
ope region. Two months later, on 1 Septem-
ber, Sarah Simpson became Chief Executive
Officer of Porsche Cars Great Britain, taking
over from Marcus Eckermann, who took on a
new role at Porsche AG. Sarah Simpson has
worked for the Volkswagen Group for more
than 20 years and has spent the last 10 years
at Bentley Motors. She became Bentley's Re-
gional Director in its home market, the UK, in
2014. She has also been responsible for other
international regions - initially Asia-Pacific,
followed by the Middle East, Africa and India
from 2020.
MARCO SCHUBERT
Porsche held a themed
week as a signal for tolerance
and against discrimination.
The importance of diversity of
views within the workforce
was emphasised.
Porsche takes a stand for diversity
On the occasion of Diversity Day on 18 May,
Porsche again sent a clear message of backing
tolerance and of being against exclusion and
discrimination. During a themed week, the
company emphasised the importance of diver-
sity of views within the workforce. Twenty-one
digital dialogue formats addressed the value
of and opportunities offered by diversity. In add-
ition, a 911 was decorated with messages on
the topic of Diversity@Porsche. In adding their
signatures to the sports car, the Porsche Execu-
tive Board acknowledged diversity of views
as an integral part of the corporate culture.
Andreas Haffner, Member of the Executive Board
responsible for Human Resources: "Our four
key values are passion, pioneering spirit, sporti-
ness and one family. Like in any good family,
we adopt an open and respectful approach to
others. We accept each other in our diversity
and complement one another with our individual
perspectives and skills, making us even more
creative and effective as a team."
Important events
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
27
Turbo GT
S&GO 9988
First SUV with a GT label - the new Cayenne Turbo GT
The latest Cayenne celebrated its premiere in early July. The Cayenne Turbo GT features
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
20
Derek Bell and the 14-lap lead
Stuck encounters his old love
DANTOS
BOSCY
DUNLOP
17 Shell
DUNLO
BOSS
THOMAS LAUDENBACH
FRITZ ENZINGER
Racing driver Hans-Joachim Stuck waited
35 years for this reunion and was immense-
ly curious when the silk car cover was re-
moved in Weissach in October, revealing a
962 C, Stuck's old love. The racing car from
the Porsche Heritage and Museum depart-
ment was restored to its original 1987 con-
dition over a period of 18 months. Stuck
was moved: "It feels like coming home." It
was with the 962 C that the racing driver
won Germany's prestigious and fiercely
contested ADAC Würth Supercup. During
the inaugural series for Group C sports car
prototypes, he tested the then new Porsche
dual-clutch transmission (PDK) at racing
speed. The 962 C competed in another sea-
son before subsequently becoming a test
car for aerodynamics in Weissach. It most
recently served as a reference vehicle
for the Porsche collection. To make the
car roadworthy again, the underbody was
completely rebuilt and the radiator was
rearranged. Many individual parts had to
be reconstructed.
Porsche Ventures puts its money on iMaker
Porsche Ventures made a strategic invest-
ment outside of the automotive industry,
investing in the Chinese company iMaker.
iMaker is China's leading provider of virtual
influencers and digital ecosystems. The in-
vestment shows that Porsche is carefully
following the new consumer culture and the
latest trends among young Chinese con-
sumers. Porsche's declared strategic objective
is to continuously invest in new application
scenarios for digital content. The sports car
manufacturer is cooperating with iMaker on
digital application scenarios and ecosystems.
The aim is to make vehicles an important part
of people's digital lives and entertainment
and to offer customers a convenient, seam-
less and persuasive experience.
சட்டகம்
Weissach is Porsche's
think tank. There are
6,700 employees working
on innovative and smart
solutions there.
48
Weissach - from a test track to a think tank
The Weissach Development Centre was
opened on 1 October 1971. This resulted in
Porsche creating its own test track 50 years
ago, located in the countryside but also prac-
tically on Porsche's doorstep, 25 kilometres
to the east of Zuffenhausen. It was former
Weissach-based racing driver Herbert Linge
who suggested that Ferry Porsche look for
a building location in Weissach. The first con-
struction phase then began in October 1961.
A circular track was built, together with other
test tracks where prototypes could really be
put through their paces. Weissach is now
where the Porsche think tank is based, com-
prising 6,700 employees who work on innova-
tive and smart solutions. "Since 2010, we
have invested hundreds of millions in the
construction of new buildings and facilities.
A sum in the hundred-million range is also
available for additional projects," says Michael
Steiner, Member of the Executive Board re-
sponsible for Research and Development. By
2025, the site will have been expanded by
12 hectares. Steiner: "We are setting the
global benchmark in automobile development
with the Weissach Development Centre."
AERIAL VIEW OF A SECTION OF THE PLANT IN WEISSACH
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Egon Zimmermann's legendary ski jump over
a Porsche in 1960 was the subject of a worthy
restaging when two-time Olympic cham-
pion Aksel Lund Svindal jumped over a Taycan
parked between walls of snow as tall as houses.
The photography of The Porsche Jump
stands for athleticism, courage and joie de
vivre - and stages the most innovative sports
car of its time. "The jump is a powerful
symbol of the determination with which we
at Porsche pursue our dreams," says Lutz
Meschke, Deputy Chairman and Member of
the Executive Board responsible for Finance
and IT at Porsche AG. "The photo shows how
Porsche interprets future viability - daring to
try new things and boldly forging ahead, al-
ways trusting in itself to go that little bit fur-
ther than the others in order to discover the
best solution." The jump motif featured on
the cover of the September issue of Porsche's
Christophorus magazine. The cover was cre-
ated by American designer Jeffrey Docherty.
The story of the jump was also documented
in the September edition of 9:11 Magazine.
Jumps for posterity
45
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Benecke the new esports champion
In October, Maximilian Benecke was crowned
champion in the Porsche Esports Carrera
Cup Deutschland. In the final held on the
iRacing simulation platform, he won both
races. The races were held on the digital
version of the Circuit de Barcelona-Catalunya
in Spain. The top three drivers in the final
rankings shared total prize money of
25,000 euros - 12,000 euros went to
Benecke for his overall victory, second-placed
Diogo Pinto of Portugal received 8,000 euros
and Christopher Dambietz of Germany in
third place took home 5,000 euros. A total of
21 sim racers lined up on the starting grid in
their Porsche 911 GT3 Cup cars for the sea-
son final. Benecke won nine of the 16 races.
Wessels
11
HANS-JOACHIM STUCK AND HIS RACING CAR, THE 962 C
Important events
DUNLOP
BOSS
WIR KÖNNEN ES KAUM ERWARTEN, DIR
DEINEN WUNSCH ZU 
ERFÜLLEN
Aber bis es soweit ist darfst du deiner
Fantasie freien Lauf lassen und dir überlegen
WUNSCHE
BRINGEN
VIEL
machen dich
STARKER
Winche
UNSERE WUNSCHERFÜLLER FREUEN SICH
SCHON DARAUF DICH 
KENNENZULERNEN
Ein Wunsch ist etwas ganz Besonderes
- Nur für 
dich!
DU DARFST DIR
ETWAS WÜNSCHEN!
Nachrichten für dich...
Wir haben tolle gaaanz tolle
EST
TO HEAR THE GOOD NEWS
ANTHONY IS HAPPY
The sum of 200,000 euros was raised
through the first Porsche Virtual Run. The
money was donated to the international
Make-A-Wish Foundation, which realises
dreams for seriously ill children, young people
and adolescents. The coronavirus restric-
tions meant the six-hour run traditionally
held in Zuffenhausen could not take place.
The Porsche Virtual Run expanded the field
of starters. Runners were invited to rack
up kilometres on actual racing circuits such
as Le Mans (13.626 kilometres), the Nürburg-
ring's Nordschleife (20.83 kilometres) and
even the Targa Florio (72 kilometres). In total,
2,300 Porsche employees around the world
took part between mid-September and early
October. A distance of 67,559 kilometres
was run for a good cause. Porsche AG
originally pledged to donate 50 cents per
kilometre. But as so many employees took
part, and with the needs of sick children
and young people being so great, the com-
pany upped this to three euros per kilometre.
Chairman of the Executive Board Oliver
Blume: "Whether in Taiwan, Switzerland or
Australia, our colleagues in more than 35
countries have drawn motivation from the
numerous wishes. Many have gone the
famous extra mile. True sportsmanship in
the spirit of social responsibility."
Porsche employees run and raise
200,000 euros
Virtual Run. The money was
donated to the Make-A-Wish
Foundation.
The sum of 200,000 euros was
raised through the first Porsche
IMPRESSIONS OF THE VIRTUAL RUN
PORSCHE
49
Important events
Sustainable rubber extraction
Porsche and the tyre manufacturer Michelin
decided to support the sustainable extraction
of natural rubber. They are jointly involved in
the project CASCADE (Committed Actions for
Smallholders Capacity Development), an initia-
tive which aims to achieve transparency re-
garding rubber extraction and improved labour
conditions for more than 1,000 smallholders in
Sumatra, Indonesia. CASCADE offers training,
improves occupational safety and teaches
smallholders about more environmentally
sound and more efficient farming. CASCADE is
one of the first support projects in the world
to tackle the lowest level of the natural rubber
supply chain. Porsche and Michelin have
budgeted around a million euros for the project
which is initially set to run until 2024. "For
Porsche, responsibility begins a long way from
the factory gates. We take a holistic approach
to sustainability. Our supply chain and the
extraction of raw materials are important fac-
tors here," says Barbara Frenkel, Member of
the Executive Board responsible for Procure-
ment. "We take responsibility for our impact on
rubber extraction regions. We want to improve
people's lives with concrete local projects."
Legend Fritz Enzinger vacates the driving seat
Fritz Enzinger stepped down as Vice President
of Porsche Motorsport after 10 years. "We
can't thank him enough for his hugely suc-
cessful work. Fritz Enzinger shaped an era
with incredible triumphs and many title
wins," says Michael Steiner, Member of the
Executive Board responsible for Research and
Development. Enzinger, who is Austrian,
joined Porsche in 2011. He initially built up
the successful LMP1 programme with the
919 Hybrid. Between 2014 and 2017, he
scored three overall victories in the 24 Hours
of Le Mans and also won six world champion-
ship titles. The Enzinger era is marked by
these successes. Porsche also entered
the ABB FIA Formula E World Championship
under Enzinger's leadership. ""I look back
with pride and gratitude on what we have
achieved together," says Enzinger. He was
succeeded by Thomas Laudenbach, who took
over at the helm of Porsche Motorsport on
1 October. A chartered engineer, he has been
with Porsche since 1998. Among other
things, he has overseen motorsport drive de-
velopment and has been involved in various
motorsport and sports car projects.
Вдигов
MAXIMILIAN BENECKE'S 911 GT3 CUP IN THE GAME IRACING
11
Ferry Porsche Foundation helps schools
The Ferry Porsche Foundation funded
56 schools in Baden-Württemberg and Saxony,
paying out 840,000 euros to be spent on
hard- and software. "With initiatives such as
the Ferry Porsche Challenge 2021, we are
supporting schools, teachers and schoolchil-
dren as they move into a digital future. There
are still huge needs, in particular regarding
hard and software. We are therefore stepping
up our engagement here, thereby assuming
social responsibility," says Sebastian Rudolph,
Chairman of the Board of the Ferry Porsche
Foundation. Each school was awarded
15,000 euros, which they used to purchase
items including tablets, laptops and smart
boards. The foundation also supports organisa-
tions such as the Hacker School, the NEO
Academy and "Hey, Alter!" with the aim of com-
prehensively digitalising schools and familiar-
ising schoolchildren with future-oriented skills.
The foundation supports non-profit projects
in the areas of social affairs, the environment,
education and science, culture, and sport.
www.soundnacht.porsche.de. The sound
night was also broadcast live on Porsche's
YouTube and LinkedIn channels. Sound clips
are available on YouTube and on the home
page www.porsche.de/Museum.
The Porsche Sound Orchestra cranks it up
Current and former racing drivers broadcast
engine sounds in a live stream in Septem-
ber. Highlights from Porsche's motorsport
history resonated for two hours. The event
featured contrasting creations such as the
engine of the Porsche 718 Formula 2 from
1960 and the 99X Electric from 2019.
Hans-Joachim Stuck got behind the wheel
of a 962 C and demonstrated what it
sounds like at full throttle. Both the Porsche
Museum in Zuffenhausen and the Weissach
Development Centre served as venues
for this extra special sound spectacle. The
interactive live event was free of charge
and could be accessed by anyone without
the need for prior registration. The event
was broadcast around the world in German,
English and French via the website
performance, design and sustainability." The
vehicle accelerates from a standing start to
100 km/h in 2.5 seconds and can hit a top
speed of over 300 km/h. On the racetrack,
the electric racer puts in the same lap time
performance as the current Porsche 911 GT3
Cup. Thanks to advanced 900-volt technol-
ogy and Porsche Turbo Charging, all the bat-
tery needs is a good 15-minute break from
racing to charge from 5 to 80 per cent state
of charge (SoC).
teristic Porsche lines. The Mission R's two
newly developed electric motors deliver power
of up to 800 kW (1,088 PS). Its battery
capacity of around 80 kWh and an innovative
energy recuperation system allow for sprint
racing without any loss of power. "Porsche is
the brand for people who fulfil their dreams,"
says Chairman of the Executive Board Oliver.
"The concept study is our vision of all-electric
customer motorsport. The Mission R embodies
everything that makes Porsche strong -
Mission R - a spectacular concept study
Porsche afforded a spectacular insight into
the automotive future in early September at
IAA Mobility 2021 in Munich when it unveiled
its Mission R concept study, which combines
cutting-edge technologies with sustainable
materials. The sports car illustrates how
natural fibre-reinforced plastics can prove
their worth in motorsport. As well as progres-
sive design, the decidedly low-slung, all-
electric competition car boasts the charac-
39
Important events
AERIAL VIEW OF THE NEW PORSCHE EXPERIENCE CENTRE IN FRANCIACORTA, ITALY
PORSCH
216201
The Porsche Football Cup was won by RB
Leipzig's U15 team. The Leipzig team beat
Borussia Mönchengladbach's junior players
2:0 at the ADM-Sportpark in Stuttgart.
In the third-place play-off, the Stuttgarter
Kickers' U15 team won 5:2 on penalties
against the junior players of FC Erzgebirge
Aue. The ambassador for Porsche's youth
development programme Turbo for Talent,
Sami Khedira, commented as follows:
"Porsche and its partner clubs share the same
values-team spirit, fairness, passion, respect
and tolerance. I look forward to the second
tournament in the new year." The company
donated 500 euros for every goal scored as
part of the Goals for Charity campaign. With
36 goals being scored, the donation totalled
18,000 euros. The money went to two Stutt-
gart-based sports and activity projects for
children and young people. Porsche upped the
donation amount to 25,000 euros.
Junior Leipzig players win Porsche
Football Cup
racing cars."
New eFuels production plant in Chile
Porsche and Siemens Energy reached the
next milestone - in early September, work
began on an industrial eFuels production
facility in Punta Arenas, Chile. Other inter-
national companies are also involved in the
project. Initially, a pilot plant will be built,
where around 130,000 litres of synthetic
fuel are set to be produced annually starting
in 2022. This has the potential to be almost
entirely CO2-neutral. The volumes are ex-
pected to grow in the future as the capaci-
ties are expanded. Porsche initiated the pro-
ject and, going forward, intends to use
eFuels in its own vehicles with an internal
combustion engine. Michael Steiner, Mem-
ber of the Executive Board responsible for
Research and Development: "Our tests with
renewable fuels are going very successfully.
eFuels have the potential to be almost en-
tirely CO2-neutral in the future. Among other
things, we will be using the first fuel from
Chile in our Porsche Mobil 1 Supercup
Porsche opened a new
Porsche Experience Centre
in Franciacorta, Italy, in
September - the eighth
of its kind in the world. It
combines many of the things
that make Porsche special -
a motorsport atmosphere,
unique design with iconic
architecture and a brand
experience venue for our
global fan base.
Eighth Experience Centre worldwide opened
Porsche opened a new Porsche Experience
Centre (PEC) in Franciacorta, Italy, in Sep-
tember - the eighth of its kind in the world.
Covering approximately 60 hectares, the
facility includes the Autodromo di Francia-
corta handling circuit. It boasts an attractive
location close to the airports in Milan, Ber-
gamo and Verona. "The PEC Franciacorta com-
bines many of the things that make Porsche
special - a motorsport atmosphere, unique
design with iconic architecture and a brand
experience venue for our global fan base,"
says Chairman of the Executive Board Oliver
Blume. "We found the ideal location in
Franciacorta. People in Italy are passionately
enthusiastic about our brand. They can now
indulge their passion here." The handling
circuit is the centrepiece. The corners and
chicanes the length of its 2.5-kilometre main
circuit are perfect for fine-tuning driving
skills. An off-road course with ramps, corners
and a gravel track has been designed with
Cayenne and Macan drivers in mind.
2121 PORS
Santander
38
LUTZ MESCHKE AND SAMI KHEDIRA PRESENT THE TROPHY
Porsche Fußball Cup
2021
PORSCHE PORSCHE
IN THE FINAL, THE LADS FROM RB LEIPZIG BEAT BORUSSIA MÖNCHENGLADBACH
Porsche Turbo Award for junior sportspeople
Eighteen junior players from Porsche's youth
development programme Turbo for Talent
received a Turbo Award for their exceptional
commitment. "At Porsche, we know that
team spirit, passion, fairness and respect
serve as a turbo for success. With our youth
development programme, we aim to pass
these values on to talented and dedicated
young sportspeople," says Sebastian
Rudolph, Vice President Communications,
PENLOP
THE DRIVING AND SOUND EXPERTS WHO PERFORMED LIVE IN WEISSACH
Eighteen junior players
from Porsche's youth
development programme
Turbo for Talent received
a Turbo Award for their
exceptional commitment.
Supp_optimal: meals served to those in need
Porsche AG provided the Supp_optimal pro-
ject of the Bürgerstiftung Stuttgart organisa-
tion with 250,000 euros in funding. To give
some background, more than 12,000 meals
have been served to people in precarious
circumstances in the city since November
2020. The needs were actually much greater
than this, however. The Porsche donation
was used to fund additional temporary serv-
ing stations. The sum donated was raised
thanks to a campaign involving the Porsche
employees, with Porsche Gastronomy inten-
tionally not passing the temporary reduction
in VAT on to the guests as price reductions.
The Executive Board and the Works Council
instead chose to spend this sum on serving
food to those in need.
44
Porsche-assisted research and learning
Porsche AG agreed to a research project
with the TU Dresden university of technology.
The framework agreement was signed in
September. TU Dresden and Porsche have
been cooperating for 15 years. The sports car
manufacturer donated a cockpit for a new
driving simulator to the Chair of Automobile
Engineering. Together with a quick-charging
system, a Porsche Taycan serves as a real
test car which is used for research on the
digital twin project.
Training centre in Leipzig grows
Porsche Leipzig took occupancy of some
new space in time for the start of the new
training year. New training and communal
rooms were developed over space of 1,600
square metres. The new building is connect-
ed to the training and qualification centre
built in 2017. When the first Porsche Cay-
enne rolled off the production line in Leipzig
in 2002, there were five trainees at the site;
there are now more than 120.
FORMER PORSCHE WORKS DRIVER DEREK BELL CELEBRATED HIS 80TH BIRTHDAY
Gult
Desch
Distler's
Former Porsche works driver Derek Bell cele-
brated his 80th birthday on 31 October.
Bell drove for Porsche again and again over
a period of more than 35 years. Of his five
victories in Le Mans, four of them were
achieved in a Porsche. His teammates in-
cluded Jacky Ickx, Hans-Joachim Stuck and
Stefan Bellof. Derek Bell was 30 when he
first competed in Le Mans. And it took him
by surprise. In a test drive, he hit a speed of
396 km/h on the Mulsanne Straight. "I
knew we were fast, but not quite that fast,
because I'd only ever experienced that
speed before during a take-off at Heathrow.
So that was what my initiation with Porsche
at Le Mans looked like!" That was in 1971.
Ten years later, he achieved quite a coup
with the Porsche 936/81 and teammate
Jacky Ickx in Le Mans, when they won
with a 14-lap lead and were almost an hour
faster than the runner-up. Bell hails from
Middle-sex in England. He began his racing
career entering club races in the UK. He was
soon promoted on the basis of his talent,
moving from the Formula 3 Championship
and the European Formula Two Champion-
ship up to Formula 1.
uvex
THE NEW TRAINEES GAIN INSIGHTS
SURF DE
KUKA
"Remember your dreams" by French artist and architect Cyril Lancelin is a large installation
(L x W x H: 10 × 12.4 x 7.6 metres) comprising inflated elements. With The Art of Dreams,
Porsche is commissioning works of art which address the topic of dreams. The company's aim
is to inspire, communicate optimism and contribute to vibrant communities.
The Art of Dreams
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
40
40
Mobil
Valentin Schäffer celebrated his 90th birth-
day on 8 October. He spent 30 years develop-
ing engines for Porsche. The engineer was
involved in developing engines such as the
Carrera four-cylinder type 547 with vertical
shaft drive and the eight-cylinder vertical
shaft type 753 and 771 engines, which
brought Porsche victories in Formula 1, the
European Hill Climb Championship and the
World Sportscar Championship. Schäffer
joined Porsche Motorsport in 1955. From
1956 to 1980, he managed race appearances,
travelling all over the world to do so. In 1971,
he completely reconceptualised the turbo
engine. The 917/30 Spyder was powered by
the 912/52 turbo engine. On 9 August 1975,
Mark Donohue set a world record on the
Talladega Superspeedway, with an average
speed of 355.78 km/h. Schäffer became
known as "Turbo Valentin".
Turbo forward thinker
VALENTIN SCHÄFFER
PORSCH
Sustainability and Politics. Porsche cooper-
ates with seven sports clubs in Germany in
the area of youth development. Children and
young people are trained in various sports.
At the same time, team spirit, fairness and
respect are taught and their personalities are
further developed. The Porsche Turbo Award
accordingly rewards their commitment in
the areas of development in sports, the best
academic achievements and exceptional
social engagement.
KUKA
Make-A-Wish
was dein allergrößter Wunsch ist!
Social engagement for children
718 CAYMAN GT4 RS
S.RS 982
Five world premieres at the LA Auto Show
Porsche unveiled five world premieres at the
LA Auto Show in Los Angeles in November -
the new 718 Cayman GT4 RS as the high-
light of its trade show appearance, the
718 Cayman GT4 RS Clubsport, the Taycan
GTS and Taycan GTS Sport Turismo, and the
Panamera Platinum Edition. "California has
been a second home for Porsche for many
decades," says Oliver Blume, Chairman of the
Executive Board of Porsche AG. "These days,
it's hard to picture the streets of California
without our Taycan electric sports car. Our
young, innovative product range has been
well received in the USA."
5G research network at the Leipzig plant
In November, Porsche put a 5G research net-
work into operation at the Leipzig plant to-
gether with the Swedish mobile network sup-
plier Ericsson. This is the first 5G research
network in a Porsche production environ-
ment. The network transmits signals securely
and in real time. Among other things, process
devices on a robot are now controlled via 5G
rather than via wires. The independent 5G re-
search network utilises a private frequency
spectrum, but is based on the same technol-
ogy used in commercial networks.
Exclusive Manufaktur fulfils special requests
Paolo Barilla became the first customer to
design a highly customised Porsche 911 GT3
(992) together with the Porsche Exclusive
Manufaktur. Barilla was the overall winner of
Le Mans in 1985 in a private Porsche 956.
He made use of Porsche's new Sonderwunsch
programme on the occasion of his 60th birth-
day. In addition to the characteristic racing
look in Summer Yellow, white and black, this
extra special vehicle sports start number 7,
just like his winning 956. The rear wing and
gearshift lever were reinterpreted and in part
developed independently. "Many times in this
project, we would have had good reason to
say 'It's not going to work' or 'It's too compli-
cated'," says Philipp Setter, Head of Sonder-
wunsch Customer Consultation at the
Porsche Exclusive Manufaktur. "We pushed
the boundaries and were able to achieve a lot.
With his clear vision, his grasp of tight sched-
ules and his decisiveness, Paolo Barilla was
the right customer and project manager for
such an ambitious project."
Majority stake in e-bike manufacturer Greyp
Porsche acquired a majority stake in the
e-bike manufacturer Greyp Bikes at short
notice in November. The sports car manufac-
turer exercised its right of first refusal in
order to head off a third-party takeover offer.
Alongside Porsche as the majority share-
holder, only Mate Rimac and other Greyp
founders retain stakes in the company.
Porsche is applying the expertise it has
gained from battery-powered drives to the
attractive and fast-growing e-bike market
too. Electric bikes have a fixed place in the
company's e-mobility strategy and promise
additional potential.
Bugatti-Rimac joint venture started
The Bugatti-Rimac joint venture began its
operations on 1 November. Its shareholders
are the Rimac Group (55 per cent) and
Porsche AG (45 per cent). Chairman of the
Porsche Executive Board Oliver Blume and
Deputy Chairman and Member of the
Executive Board responsible for Finance Lutz
Meschke are on the Supervisory Board.
Bugatti and Rimac Automobili will operate as
independent brands under the aegis of the
joint venture. They manufacture in Molsheim
and Zagreb respectively and will each main-
tain their own sales channels. Bugatti-Rimac
is based in Sveta Nedelja, Croatia.
Exclusive Panamera version showcased
Porsche launched an especially elegant and ex-
clusive version of the Panamera in November.
The Platinum Edition is characterised by subtle
design features in satin-gloss Platinum paint-
work. The refined special edition of the Panamera,
Panamera 4 and Panamera 4 E-Hybrid is offered
at a particularly attractive price. Among other
things, the Platinum Edition features adaptive
air suspension with Porsche Active Suspension
Management (PASM) and exterior mirrors
with automatic dimming as standard. The price
SHPA 422E
includes LED matrix main headlights with
Porsche Dynamic Light System Plus (PDLS
Plus), the panoramic roof system and ParkAssist
with reversing camera. Hybrid models are
fitted with an on-board AC charger with 7.2 kW
charging power. In addition, 20-inch Panamera
Style wheels in Platinum are available as an
option. In Europe, the premium equipment is
also available in the corresponding Sport Turismo
models, while in China, the range will be ex-
panded to include the Executive models with
an extended wheelbase.
54
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
New customer sport racing car for the GT4 category
Porsche revealed the 718 Cayman GT4 RS Clubsport at the LA Auto Show in Los Angeles in
November as an even more powerful customer sport racing car for the GT4 category. The
racetrack car from Weissach is based on the 718 Cayman GT4 RS production model, which
is likewise new. The most striking change is the 4.0-litre six-cylinder boxer engine, which is
identical to the high-revving engine in the 911 GT3 Cup and delivers 368 kW (500 PS) in
the most powerful Cayman racing car - 55 kW (75 PS) more than its predecessor. Depending
on the track and regulations, the new 718 Cayman GT4 RS Clubsport can achieve lap times
that are over two per cent quicker than the previous model. "We incorporated our experience
and customer wishes," says Michael Dreiser, Director of Sales at Porsche Motorsport.
REC
Mobil 1
GTARS Clubsport
GTARS Clubsport
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
50
53
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
54
62
Porsche presented the Leipzig Opera Ball for
the eighth time and also donated the main
tombola prize. It was no coincidence that the
718 Boxster sported Racing Yellow paint-
work and featured a blue top and black
interior-the colour scheme reflects the
Leipzig city colours and is designed to sym-
bolise Porsche's affinity with the city. "The
718 Boxster serves as a great incentive to
encourage people to buy tombola tickets on
the evening of the Opera Ball. Every ticket
sold contributes to social projects being real-
ised," explains Gerd Rupp, Chairman of the
Executive Board of Porsche Leipzig GmbH.
"In particular in view of the current corona-
virus situation, we have a duty to pull together
more and support people in need." The
Important events
tombola proceeds are traditionally donated to
the Leipzig hilft Kindern foundation. Specific-
ally, they were used to fund the association
Bemmchen-Leipzig e.V. and the Wunderfinder
project, which arranges the educational
sponsorship of nursery schoolchildren.
Porsche will present the Leipzig Opera Ball
again in the new year.
Flood aid of 500,000 euros for the Red Cross
Porsche AG supported the German Red
Cross's flood relief efforts with a donation in
the amount of 500,000 euros. The money is
earmarked for work in the regions affected by
the floods in Belgium, the Netherlands and
Austria. The partner organisations the Belgian
Red Cross, the Rode Kruis and the Austrian
Red Cross have been active here since the
floods of June 2021. The donation will be
used to promote reconstruction. The focus
in Belgium is primarily on schools and univer-
sities, with gyms, classrooms and canteens
needing to be re-equipped and teaching
materials needing to be bought. The Rode
Kruis in the Netherlands is looking to the
future and is expanding its emergency fund.
And among other things, the Austrian Red
Cross intends to buy mobile flood barricades.
Additional heatable tents are also needed,
especially for emergency aid.
IONITY expediting quick-charging network
In November, the joint venture IONITY exped-
ited the expansion of high-performance
charging stations in Europe - the number
of locations is set to rise from currently just
under 400 to more than 1,000 by 2025.
In the future, there are to be approximately
7,000 charging points - more than four times
as many as there are currently (approximately
1,500). "We are seeing a clear increase in
electromobility and the associated high-
performance charging infrastructure," says
Oliver Blume, Chairman of the Executive
Board of Porsche AG. "By investing in the
IONITY joint venture, we are sending an im-
portant signal to customers that we are
elevating the comfort and convenience of
travelling in an electric vehicle even further."
The IONITY network is already Europe's big-
gest brand-independent charging network,
both in terms of spread and the number of
charging stations. With the Combined
Charging System (CCS) charging standard,
the Porsche Taycan can charge at a charging
station with up to 270 kW; Taycan drivers
benefit from a significantly discounted price.
PURPLE LIGHT UP INITIATIVE SEES PORSCHE BUILDINGS BEING LIT UP IN PURPLE AS A SYMBOL OF INCLUSION
66
LIS
DIST
URB
LEGEN
PORSCHE
Donation to association for the disabled
On the occasion of the International
Day of Persons with Disabilities on
3 December, Porsche demonstrated its
commitment to inclusion by making
a 170,000-euro donation to Germany's
Federal Association of Protestant Aid
for the Disabled (BeB). The money
is going towards a new project called
Mehr Mit-Bestimmen that offers inclu-
sive teams qualifications as coaches
and advisors. The aim is to improve the
participation of people with disabilities
or mental illness in their institutions.
Porsche is also involved in the global
initiative Purple Light Up, which raises
awareness of the economic self-
determination of people with disabilities.
The Porsche Museum in Zuffenhausen,
the Porsche Tower in Bietigheim and the
customer centre in Leipzig were lit up
52
in purple to highlight the importance
of inclusion in society.
The Federal Association
of Protestant Aid for the
Disabled received
a donation in the amount of
170,000 euros on the
occasion of the International
Day of Persons with
Disabilities on 3 December.
The aim of the donation
is to improve the participation
of people with disabilities
or mental illness in their
institutions.
THE TOMBOLA PROCEEDS RAISED AT THE LEIPZIG OPERA BALL WERE DONATED TO THE FOUNDATION LEIPZIG HILFT KINDERN
Support for Stuttgart Ballet dance project
In November, a sponsorship project was
launched with Stuttgart Ballet's JUNG+ pro-
gramme. The aim of "Keep moving" is to get
schoolchildren excited about dance. Dance
therapists Marieke Lieber and Adrian Turner
will assist year five and six students at the
schools Konrad-Widerholt-Schule in Kirchheim
unter Teck and Jerg-Ratgeb-Realschule in
Herrenberg until May 2022. The dance class
will then perform at the John Cranko School in
Stuttgart at the end of this period to demon-
strate their abilities. It is the schoolchildren
themselves who dictate the content, drawing
on their creativity. The project is being made
possible thanks to the sponsorship of Porsche
Deutschland. The sports car manufacturer
contributed around 10 million euros to the
rebuilding of the John Cranko School. Porsche
Deutschland is supporting "Keep moving"
with a donation of 50,000 euros. Porsche has
been supporting cultural projects as part of
its sustainability strategy for years.
In the markets for passenger vehicles and
light commercial vehicles (up to 6.35 tons)
in the US and in North America as a whole,
we expect new registrations to be slightly up
year-on-year in 2022. However, demand for
vehicles in the SUV and pick-up segments
can be expected to remain high. We are
forecasting moderate growth in Canada's
and Mexico's car markets. The South Ameri-
can car markets are dependent on global
demand for raw materials and are heavily
influenced by how the global economy devel-
ops. We expect new registrations to increase
considerably in 2022 in South America as
a whole and in the largest countries, Brazil
and Argentina.
We are forecasting a noticeable increase in
new vehicle registrations in Western Europe
this year. Semiconductor supply bottlenecks
will likely continue to weigh heavily on the
car market. We nevertheless expect the num-
ber of new car registrations in Germany to
be significantly up year-on-year in 2022. In
the UK and Spain too, we expect to see sig-
nificant increases in 2022. According to our
forecasts, the car markets in France and
Italy will grow slightly. We expect to see
noticeably higher numbers of new registra-
tions in Central and Eastern Europe.
Our forecasts indicate that there will be
slightly different performance trends in the
car markets in the various regions of the
world in 2022. Overall, we expect to see
a moderate increase in new vehicle sales
globally. However, this is premised on the
pandemic being successfully contained and
the shortages of intermediate products and
raw materials being overcome. We expect
demand for passenger vehicles to grow
globally in the years 2023 to 2026 too.
Performance of car markets
We are anticipating relatively strong eco-
nomic growth in the US in 2022. The Federal
Reserve has offered the prospect of rising
interest rates in the course of the year -
albeit at a low level. How inflation continues
to develop is an important factor regarding
potential prime rate increases. We expect to
see a significant increase in economic output
in Canada too, while we are anticipating more
moderate growth rates in Mexico. The same
goes for Brazil. According to our forecasts,
the Chinese economy will continue to grow.
And in Japan, economic output is likely to
enjoy solid growth in 2022.
According to our forecasts, economic growth
in Western Europe will strengthen significant-
ly in 2022. This will also be true for Germany.
We are expecting gross domestic product
(GDP) in Germany and in Western Europe as
a whole to generally outperform 2019, the
last year not to be affected by the pandemic.
We are also forecasting growth in Central
and Eastern Europe, albeit with slightly less
momentum in Eastern Europe and in the
Russian economy.
OUTLOOK
Global economy on a growth path
69
Important events
Passenger car markets in the Asia-Pacific
region are expected to be slightly above the
previous year's level in 2022. Our forecasts
suggest that China's market volume will
likewise be slightly above the figure for 2021.
The market in Japan is expected to improve
The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
68
Our planning is based on the assumption that
global economic output will continue to grow
on the whole in 2022. We believe that the
effects of the pandemic can be sustainably
stemmed. We also assume that the shortages
of intermediate products and raw materials
will be overcome in 2022. We consider pro-
tectionist tendencies, potential turbulence on
the financial markets and structural deficits in
some countries to be a source of risk. At the
same time, growth prospects are being kept
in check by ongoing geopolitical tension and
conflict. Nevertheless, we believe that both
developed economies and emerging markets
will register positive movements in economic
output. We also expect to see continued
growth in the global economy in the years
2023 to 2026.
considerably in 2022.
"In the beginning, I looked around and could
not find quite the car I dreamed of. So I de-
cided to build it myself." With this aspiration,
trailblazer Ferry Porsche set the tone for the
future. It is now more than 70 years since
he built the 356 and created the Porsche
sports car brand. Since then, his words have
lost none of their appeal. Quite the opposite,
in fact. Ferry Porsche's statement perfectly
describes the current mission with which the
company is shaping the future.
in Western Europe as a
whole and in Germany, we
expect to see a noticeable
increase in new registrations
in 2022.
Deliveries of new vehicles
The sports car manufacturer
therefore achieved a year-on-year
increase of 11 per cent.
30 per cent year-on-year.
301,915
16.0%
Return on sales
This figure significantly exceeds
the strategic target of 15 per cent.
According to our forecasts,
economic growth in Western
Europe will strengthen
significantly in 2022. This
will also be true for Germany.
We are expecting gross
domestic product in Germany
and in Western Europe as
a whole to generally out-
perform 2019, the last year
not to be affected by the
pandemic. In the car markets
Vision 2030
The world is becoming increasingly digital,
more connected and also more volatile.
This is inevitably changing markets and what
customers need. Working environments are
growing ever more complex. Climate change
is increasing. Electromobility is becoming
more and more established. Porsche sees
these challenges as an opportunity: "The view
into the future is always tinged with uncer-
tainty. That's exactly why it's important for
the strategy to guide us and connect the
major issues to specific company aims. Our
Strategy 2030 provides an excellent basis
for this," says Oliver Blume, Chairman of the
Executive Board of Porsche AG. Specifically,
it is about making the company's actions
even more sustainable. Giving the customers
a comprehensive product experience. And,
in the process, doing business profitably
and being a good employer. The corporate
strategy shows us the way. Porsche certainly
intends to make a success of transformation.
A brand for those who follow their dreams
PORSCHE STRATEGY 2030
The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
SH CA 8989E
70
Mission 2030
This figure rose by more than
Middle East: significant increase
€5.7 bilion
Porsche AG Group
39.4%
Electrified vehicles
Proportion of all deliveries
in Europe.
о
SPORTS CARS IN EYE-CATCHING COLOURS ARE ESPECIALLY POPULAR IN THE ASIAN MARKETS
ASIA-PACIFIC, AFRICA AND MIDDLE EAST
China: Porsche's largest single market
Porsche delivered its first sports car to main-
land China 20 years ago. China has been the
company's single biggest market since 2015.
China achieved an exceptional overall result
once again in 2021 with an increase of
eight per cent in comparison to its previous
record year, 2020. A total of 95,671 ve-
hicles were delivered to customers in China.
China was also the world's biggest market
for the Cayenne, Panamera and Macan model
series. One in three Macan units delivered
around the world in 2021 went to a Chinese
customer. Female buyers of the compact
SUV accounted for just under 60 per cent
of purchases.
Taiwan: upturn thanks to the Taycan
There was a four per cent increase in deliv-
eries to more than 4,000 in Taiwan in 2021.
As in many other markets, the Taycan
played a significant part in growth in Taiwan.
Taycan units accounted for around one in
five Porsche vehicles delivered in Taiwan
in 2021, with Taycan deliveries totalling 802.
Only the Cayenne and the Macan sold in
greater numbers, with 1,390 and 980 deliv-
eries respectively.
South Korea: Taycan in second place
With 8,425 vehicle deliveries in South Korea
last year, there was a seven per cent increase
in new Porsche ownership there. The Taycan,
which was rolled out in South Korea at the
end of 2020, was one of the success factors -
the electric sports car immediately shot to
second place with 1,288 units delivered,
behind the Cayenne on 3,480 units. The
718 mid-engine model series was relatively
low in comparison at 632 deliveries, but
this still represented a 30 per cent increase
in South Korea.
Japan: Macan the most popular
Following record deliveries in 2020, three
per cent fewer Porsche vehicles were
handed over to customers in Japan last
year (6,900 units). The Macan was the top
model in terms of deliveries in the year
under review with 2,109 vehicles delivered,
followed by the previous year's front-runner,
the 911 (1,529 vehicles). The Taycan was
rolled out in Japan in January 2021 and
784 customers took delivery of their all-
electric sport saloon in 2021.
Porsche delivered a total of 5,374 new vehicles
in the Middle East - a year-on-year increase
of 14 per cent. The Arab Gulf countries had a
comfortable lead in the region in terms of vol-
ume (4,427 deliveries) and outstripped their
prior-year result by 15 per cent. There were
also exactly 333 Taycan models delivered to
customers in the Arab Gulf countries.
Africa: promising outlook
Porsche recorded a total of 1,817 deliveries
in Africa last year. This is equivalent to
a decrease of five per cent compared with
2020. South Africa was the biggest single
market on the continent, with 875 new
Porsche vehicles being delivered to cus-
tomers there in 2021.
Australia: successful start for the Taycan
Porsche Cars Australia celebrated a milestone
anniversary in 2021 - 70 years previously,
the company officially imported the first two
Porsche 356 models there, laying the foun-
dations for the brand's presence in Australia.
In this anniversary year, deliveries were up
four per cent year-on-year at 4,431 vehicles
(2020: 4,243 Porsche vehicles). Approxi-
mately one in two Porsche models delivered
in Australia was a Macan. In the year it was
introduced in Australia, the Taycan accounted
for 531 deliveries to customers.
41,296
Taycan deliveries
Operating profit
(EBIT)
billion
€
This figure rose by more than
15 per cent year-on-year.
Sales revenue
€33.1 €5.3 bilion
Profit before tax
The global workforce grew by just
under two per cent.
36,996
€
from operating activities.
Cash flow
€6.4 billion
More than twice as many units
as in 2020.
Number of employees
2021 financial year in figures
PORSCHE EXCLUSIVE MANUFAKTUR'S PAINT TO SAMPLE
67
2020
2017 2018 2019
0
301,915
272,162
280,800
50
100
150
250
246,375
256,255
64
THE CURRENT PORSCHE PRODUCT RANGE
200
300
of new vehicles
2018
2019
2020
2021
63
Deliveries: a new record
2021
Porsche delivered 301,915 vehicles to
customers around the world in the 2021
financial year, giving the sports car manufac-
turer a year-on-year increase of 11 per cent.
All of the global sales regions contributed
to this increase. Porsche recorded its biggest
increase on the American continent, while
China remained the biggest single market.
Deliveries in Europe improved by seven per
cent. There is a noticeably high level of electric
sports cars in this market. Thirty-nine per
cent of the Porsche vehicles delivered in this
region in 2021 were electric - either plug-
in hybrids or all-electric Porsche Taycan cars.
"DESPITE THE CHALLENGES
POSED BY THE SEMI-
CONDUCTOR SHORTAGE
AND THE DISRUPTION
CAUSED BY THE COVID-19
PANDEMIC, WE HAVE
BEEN WORKING HARD TO
ENABLE MORE CUSTOMERS
THAN EVER BEFORE TO
FULFIL THEIR DREAM OF
OWNING A PORSCHE."
Detlev von Platen,
Member of the Executive Board -
Sales and Marketing
Taycan: deliveries more than doubled
Once again in 2021, Porsche SUVs were the
models in the greatest demand around the
world, with 88,362 customers taking delivery
of a Macan. The Porsche Cayenne followed
in second place with 83,071 units delivered.
The all-electric Porsche Taycan achieved an
outstanding increase - the vehicle was deliv-
ered to 41,296 customers, which equates
to a more than twofold year-on-year increase.
In spring 2021, the sports car manufacturer
presented a second body version, the Taycan
Cross Turismo. Deliveries of a third version,
the Taycan Sport Turismo, will begin in spring
2022, meaning demand can be expected to
continue to rise.
The iconic 911 sports car enjoyed an espe-
cially strong market reception and hit a new
record of 38,464 deliveries. There were
30,220 Panamera vehicle deliveries, while
the 718 Boxster and 718 Cayman models
were delivered to 20,502 customers.
Deliveries
"Despite the challenges posed by the semi-
conductor shortage and the disruption caused
by the COVID-19 pandemic, we have been
working hard to enable more customers than
ever before to fulfil their dream of owning a
Porsche," says Detlev von Platen, Member of
the Executive Board responsible for Sales and
Marketing at Porsche AG. "Demand remains
high and our order books are looking very
robust, so we start 2022 full of momentum
and confidence in all regions of the world."
Deliveries in 2021
America
Year-on-year comparison
66
EUROPE
A total of 86,160 vehicles were delivered to
customers in Europe - seven per cent more
than in 2020. Together, plug-in hybrids and
the all-electric Taycan accounted for 39 per
cent of deliveries in this region. "This result
is promising and shows the strategy to further
electrify our fleet is working and is in line
with demand and the preferences of our
customers," says Detlev von Platen. The top
three European markets for the Taycan were
Germany (5,106 units), the UK (4,062 units)
and Norway (1,714 units).
Germany: 911 remains the top seller
Demand for Porsche vehicles also increased
in its home market in 2021 - Porsche de-
livered 28,565 vehicles to customers,
equating to an increase of nine per cent.
As in the previous year, the Porsche 911
was the undisputed top seller - 7,792 of
this iconic sports car were handed over to
customers. The models ranked in second,
third and fourth place were noticeably
balanced. Accounting for around 20, 19
and 18 per cent of Porsche deliveries re-
spectively, the Macan, Cayenne and Taycan
models enjoyed similar levels of popularity.
In addition to the Taycan with an increase of
55 per cent, the Panamera enjoyed strong
growth in Germany (12 per cent). Just under
three quarters of all the Panamera units
handed over to customers were equipped
with a plug-in hybrid drive.
UK: ranked fourth globally
The United Kingdom of Great Britain and
Northern Ireland is the fourth biggest market
in the world for the sports car manufacturer
based in Stuttgart. Deliveries there fell only
moderately by three per cent in spite of
Brexit and other challenges caused by semi-
conductor supplies and the coronavirus pan-
demic. The Taycan was the top-selling model
series, with deliveries increasing 28 per cent
year-on-year to 4,062 units. The popularity
of the Porsche 911 likewise continued to
increase, with deliveries increasing by 10 per
cent. In what was undoubtedly also a result
of the appeal of the product portfolio, the
new 911 GT3 and the sporty 911 GTS
models were rolled out in the course of the
year around two-and-a-half years after the
launch of the 992.
THE ICONIC 911 SPORTS CAR IS IN GREAT DEMAND IN THE US TOO
Italy: high proportion of convertibles
Porsche delivered 6,274 vehicles in Italy in
2021-eight per cent more than in the previ-
ous year. While deliveries of the Porsche 911
remained relatively stable at 1,248 units, the
delivery figures for the Taycan, Cayenne and
Panamera increased in particular. There was
one Taycan delivery for every two 911 units
delivered to customers in 2021. In addition,
Porsche customers in Italy evidently enjoy
open-top driving, as Cabriolets and Targa
models accounted for 44 per cent of the 718
and 911 models delivered.
France: Cayenne the most popular model
The primary successes in the French
market can be summarised as follows -
a sharp increase in Panamera numbers,
strong Taycan growth and a slight increase
in Cayenne deliveries. The Cayenne never-
theless comfortably remained the front-
runner among all the model series with
a year-on-year increase of four per cent
to 2,371 units delivered.
Switzerland: second best result
Porsche delivered more vehicles in Switzer-
land in 2021 than in the year before the
pandemic. A total of 3,845 delighted Swiss
customers took delivery of their new sports
cars. This equates to an increase of 10 per
cent compared to 2020 and is the second
best result since the sales company was
founded. The most popular model was
the Macan (1,201 units), followed by the
911 (970 units).
Austria: high proportion of electric cars
Deliveries of new cars to customers in Austria
fell by around five per cent in 2021 and
totalled 1,319. Increases in deliveries of the
Porsche 911, Panamera and Taycan were
offset by decreases in deliveries of the 718,
Cayenne and Macan. Of the Cayenne and
Panamera units delivered in Austria in 2021,
96 per cent respectively were plug-in hybrids -
one of the highest proportions in the world.
Important events
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
The company's vision carries Ferry Porsche's
mindset into the future: "The brand for
those who follow their dreams." This explicitly
includes the employees. Chairman of the
Executive Board Oliver Blume says: "Porsche
epitomises freedom and independence -
and the inner drive to achieve goals. To this
day, nothing has changed in that regard.
We want to help our customers realise their
lifelong dreams."
S.TA5133E
THE PORSCHE CAYENNE REMAINS THE MOST POPULAR MODEL IN FRANCE
Canada followed the very positive trend on
the North American continent with an in-
crease of 23 per cent. In total, 9,141 units
were delivered in the year under review,
primarily thanks to the Porsche 911 and
Macan models, which both increased their
prior-year delivery figures in Canada by
more than 45 per cent.
84,657
Europe
86,160
+11% 7
Asia-Pacific, Africa
131,098
Brazil: expedition with the Taycan
Plug & Charge at the Copacabana: follow-
ing the market launch in November 2020,
385 Taycan units were delivered to custom-
ers in Brazil in 2021. The national roll-out
of the Taycan Cross Turismo occurred in
December 2021 with a special campaign -
popular Brazilian sportspeople traversed
14 states in 26 days and clocked up more
than 10,000 all-electric kilometres in
the process. The two models with the
highest delivery figures in Brazil were the
Porsche 911 at 852 units and the Macan
at 821 units.
and Middle East
Important events
65
AMERICA
United States: Taycan as the shooting star
Porsche delivered 80,449 vehicles across the
North American continent in the year under
review. With 70,025 deliveries, the US was
once again Porsche's second largest single
market worldwide. Year-on-year, 22 per cent
more new vehicles were delivered to US
customers. Already comfortably ranked top
in 2020, the Macan considerably boosted its
popularity again, achieving an increase of
33 per cent in deliveries to 24,716 units.
The Taycan was the shooting star in the US
too. Deliveries increased more than twofold
year-on-year to 9,419 units. Demand was
especially high in California, with 29 per cent
of the Taycan deliveries in the US going to
this state in the year under review.
Porsche delivered 80,449
vehicles across the North
American continent in the
year under review. With
70,025 deliveries, the US was
once again Porsche's second
largest single market world-
wide. Year-on-year, 22 per
cent more new vehicles were
delivered to US customers.
Canada: two pillars of success
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
Goals 2030
2.7% Germany
Sustainability is now an even bigger priority.
As a company, Porsche wishes to be bal-
ance-sheet CO2-neutral by 2030 - across
the entire value chain. The sports car manu-
facturer voluntarily has its sustainability
achievements in the areas of the environment,
society and responsible corporate governance
rated annually by the sustainability rating
agency ISS ESG. Porsche has set itself the
goal of being classified as one of the leading
companies in the automotive industry in
this rating.
60
BUSINESS PERFORMANCE
Global economy recovering
The global economy bounced back in 2021,
hitting a growth rate of 5.6 per cent at the
end of the year (previous year: -3.4 per cent).
The average rate of growth in gross domestic
product (GDP) was well above the previous
year's levels in both the developed economies
and the emerging markets. Many govern-
ments took steps to curb the impacts of the
pandemic and economic growth benefited
from these too. For example, the progress that
many countries made with vaccinating their
populations had a positive effect. The prices of
many energy resources and other commodities
increased significantly year-on-year. Raw
material and intermediate product shortages
increased and consumer prices rose more
quickly than in the previous year.
GDP in Western Europe increased by 5.4 per
cent in 2021 (2020: -6.5 per cent). The
German economy recorded growth of 2.7 per
cent in the year under review (2020: -4.9 per
cent). The German labour market recovered
in the course of the year - the unemploy-
ment rate and the number of people on short-
time work fell. Consumers and businesses
alike regained their confidence. GDP in the
economies of Central and Eastern Europe
increased significantly too, by 5.6 per cent
(2020: -2.4 per cent). Economic output
increased by 6.8 per cent in Central Europe
(2020: -2.1 per cent) and by 4.2 per cent
in Eastern Europe (2020: -2.8 per cent).
The situation in Russia was much the same,
where there was an increase of 4.3 per cent
(2020: -2.9 per cent).
The US economy grew by 5.7 per cent
(2020: -3.4 per cent). The US administration
introduced an extensive support package in
the first quarter of 2021 to further bolster
the economy. The Federal Reserve adhered to
its low interest rate. The weekly applications
submitted for unemployment support dropped
and the unemployment rate fell. GDP likewise
increased in the USA's neighbouring countries
- by 4.6 per cent in Canada (2020: -5.2 per
cent) and by 5.5 per cent in Mexico (2020:
-8.4 per cent). The Brazilian economy posted a
4.4 per cent increase in 2021 in spite of a high
rate of infection (2020: -4.2 per cent). Argen-
tina achieved growth of 8.4 per cent (2020:
-9.9 per cent). China felt the negative effects
of the pandemic earlier than other economies.
It had already achieved economic growth of
2.3 per cent in 2020. In 2021, the Chinese
government tackled isolated outbreaks with
a zero-COVID strategy. The Chinese econ-
omy grew by 8.1 per cent in 2021. Japan
recorded a 1.9 per cent increase in economic
performance (2020: -4.5 per cent).
Performance of car markets
The global car market increased by 4.2 per
cent to 70.9 million vehicles in 2021.
However, developments varied greatly in the
car markets around the world, on the one
hand due to the impacts of the pandemic at
the regional level and on the other due to
semiconductor supply bottlenecks. By the
end of the year, the Asia-Pacific region had
achieved growth above the global growth
rate. North America and Central and Eastern
Europe fell just short of the global rate.
Meanwhile, there was a downward trajectory
in Western Europe once again in 2021. In
Germany, new registrations even fell to the
lowest level since reunification.
The volume of the Western European car
market dwindled to 10.7 million vehicles in
the year under review - a drop of 2.0 per cent
compared with 2020. However, demand for
cars had already been weak in the previous
year. For comparison purposes, there
were 14.4 million new vehicle registrations
in 2019. This downward trend was due not
only to the impacts of the pandemic. In the
second half of 2021 in particular, it could
be attributed to the semiconductor shortage,
resulting in there simply being fewer cars
available. At 2.6 million units, the number of
new car registrations in Germany in 2021
consequently fell 10.1 per cent short of the
previous year's weak figure. For comparison
purposes, 3.6 million vehicles were newly
registered in Germany in 2019. The market
developments were slightly more moderate
in Spain (-0.9 per cent), France (0.5 per
cent) and the UK (1.0 per cent). Italy even
achieved an increase of 5.6 per cent.
The market volume in Central and Eastern
Europe increased by 2.8 per cent to a total
of 2.9 million cars, with new registrations
increasing by 1.7 per cent in Central Europe
and by 3.6 per cent in Eastern Europe.
In North America, sales of passenger vehicles
and light commercial vehicles (up to 6.35 tons)
increased by 3.9 per cent to 17.7 million
units in 2021. The US market grew by 3.4 per
cent to 15.1 million units. Sales in Canada's
automobile market rose by 6.7 per cent in
the reporting period, while there was growth
of 6.8 per cent in Mexico. The number of
passenger cars and light commercial vehicles
newly registered in South America increased
by 12.9 per cent to 3.5 million units.
In the Asia-Pacific region, the car market
increased by 5.0 per cent to 32.7 million
vehicles. A large proportion of this higher
volume came from China's car market where
the number of newly registered vehicles was
up 4.4 per cent year-on-year at 20.8 million.
In Japan, meanwhile, the car market fell
3.2 per cent short of the previous year's
figure, at 3.7 million units.
The global economy grew
by 5.6 per cent in 2021.
Of the key economic
regions, China recorded
the strongest growth
of 8.1 per cent. Germany's
gross domestic product
increased by 2.7 per cent
in 2021.
Economic growth
Sustainability organisation
Stakeholder communication and dialogue
Stakeholder survey and materiality
STA 5132E
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
2016
61
5.6% Global economy
5.4% Western Europe
8.1% China
Important events
42
62
0%
Percentage change in GDP
5.7% US
Sustainability strategy
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Laurin Heinrich is the new Porsche Junior
Twenty-year-old Laurin Heinrich of Würzburg
has made it - he will be competing in the 2022
season of the Porsche Mobil 1 Supercup as the
Porsche Junior. The junior driver beat 11 com-
petitors from the worldwide Porsche Carrera
Cups in a selection process held in Aragon, Spain,
at the end of November. Heinrich receives a
sponsorship package for the Porsche Mobil 1
Supercup worth 225,000 euros. Last season, he
clinched the rookie title in the international one-
make cup with the 375 kW (510 PS) 911 GT3
Cup. He won the Porsche Sports Cup in 2019
and secured the rookie championship title in the
Carrera Cup Deutschland the following year.
Maritime Blue, Rubystar and Mint Green
The Porsche Exclusive Manufaktur has ex-
panded its colour spectrum. From 2022, cus-
tomers can have their cars painted in classic
Porsche colours irrespective of the model ser-
ies. The Paint to Sample and Paint to Sample
Plus categories feature countless colours. At
a new colour mixing bench in Zuffenhausen,
the colours are precisely blended down to
the last milligram using dozens of ingredients.
Shades such as Maritime Blue, Rubystar and
Mint Green from the 1990s enjoy cult status
among Porsche fans. In the past, they were
offered for the 911 (type 964). There are
more than 100 additional paintwork colours
to choose from for the 911 and 718 model
lines. For the Panamera, Macan and Cayenne,
there are more than 50 options, while a
further 65 colours complete the range for
Taycan customers.
The Porsche Exclusive
Manufaktur has expanded its
colour spectrum. From 2022,
customers can have their cars
painted in classic Porsche
colours irrespective of the
model series. The Paint to
Sample and Paint to Sample
Plus categories feature
countless colours.
Porsche invests in energy start-up
Porsche expanded its investment portfolio
in the field of smart city technology - the
Stuttgart-based sports car manufacturer's
venture capital unit Porsche Ventures became
a shareholder in 1KOMMA5° in December.
The start-up from Hamburg intends to expand
the market for CO2-neutral energy and air
conditioning technology in private households
in a sustainable and decentralised way.
1KOMMA5° acquires interests in leading
electrical installation companies across
Europe with a focus on renewable energies
(solar self-supply, heat pumps, energy stor-
age), supporting them with digitalisation
efforts and the centralisation of administrative
tasks. It also seeks to promote smart electri-
city tariffs and virtual power plant concepts.
58
First entirely virtual gaming concept study
Porsche and the Japanese video game devel-
opment studio Polyphony Digital Inc. created
the Porsche Vision Gran Turismo in November
as a promising virtual racing car. It is the first
concept study that Porsche has developed
specifically for a computer game. The game
will be release on 4 March 2022. The study is
designed for the PlayStation 4 and the new
PlayStation 5 and features exclusively in the
new Gran Turismo 7 game. Porsche sports
cars have been an integral part of the Gran
Turismo game since 2017. The model to
most recently make an appearance was the
Taycan Turbo S. The seventh release makes
an impression with the first entirely virtual
vehicle. "This opens up exciting possibilities
for us," says Michael Mauer, Vice President
Style Porsche. Possibilities that are otherwise
heavily regimented in the regular design pro-
cess for a production vehicle. The concept car
exhibits the brand's typical proportions with
an especially sporty height-to-width ratio, an
extremely low-set bonnet and very pro-
nounced wings. Gaming is of strategic inter-
est to Porsche. "We can engage young and
digital target groups in the place where their
automotive dreams are born: the world of
gaming," says Robert Ader, Vice President
Marketing at Porsche AG.
PORSCHE
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Porsche mourns the death of Eberhard Mahle
Former racing driver Eberhard Mahle died on
21 December 2021 at the age of 88. Porsche
is in mourning for a man who had strong
affiliations with the company. Eberhard Mahle
was the son of Ernst Mahle, co-founder of the
Stuttgart-based company Mahle GmbH. He
won his first touring car race at the age of 21.
He then bought his first Porsche and came
sixth in the Achalm hill climb near Reutlingen
the following year. At the age of 26, he came
second in the Targa Florio in a Porsche 550
Spyder. By 1963, he had competed in around
210 races and rallies, scoring six overall wins
and celebrating more than 150 class victories.
Following an accident which was no fault of
his own, resulting in a break from racing, he
tackled the European Hill Climb Champion-
ship in 1966. The result - he became Euro-
pean champion.
EBERHARD MAHLE
A
23
ICONS OF PORSCHE FESTIVAL, DUBAI
Historic event in Dubai
fred Schurti
Valentin Schä
a global leader in 3D printing
systems for high-performance
materials.
Porsche Ventures invested in
INTAMSYS. The company is
Important events
MANFRED SCHURTI
Manfred Schurti celebrates his 80th birthday
On 24 December, Porsche wished a
happy birthday to a man who achieved
24 podium finishes in 24 races in a
Porsche 935. Former works driver Manfred
Schurti turned 80 on Christmas Eve.
Born in Lustenau, Austria, Schurti is a
citizen of Liechtenstein and is the princi-
pality's most successful racing driver to
date. His career began on motorbikes and
he became Swiss motocross champion in
the 250 cc category at the age of 21. He
entered Formula Vee at 25. Porsche signed
him up as a works driver when he was
32 and he competed alongside Jacky Ickx,
Jochen Mass and Rolf Stommelen. He
ceased to compete in 1980, since when
he has been managing Liechtenstein's
Motor Vehicle Agency.
Investment in 3D printing company
Porsche Ventures invested in INTAMSYS
in December. The company is a global leader
in 3D printing systems for high-perform-
ance materials. Thanks to years of research
and development, INTAMSYS achieved a
significant breakthrough in the small-batch
production of automobile parts and com-
ponents. The company has evolved into a
leading supplier in this segment since enter-
ing the market in 2016. Among other things,
its products are used in aerospace, the
automotive industry, medicine and scientific
research. Porsche Ventures is Porsche AG's
venture capital unit.
THE YARD diill
Helping refugee women gain employment
Strong women, strong families - together
with the social start-up socialbee, the Ferry
Porsche Foundation is supporting refugee
women as they enter the German labour market.
In autumn, a donation of 300,000 euros was
used to create a three-year qualification and
development programme which boosts the
female participants' independence and steers
them into an independent career. "Education
and qualifications are key to shaping people's
lives. This is especially so for people who have
had to flee from their home country. Helping
refugee women to help themselves has a key
part to play here," says Sebastian Rudolph,
Chairman of the Board of the Ferry Porsche
Foundation. "If refugee women are well inte-
grated in Germany and in the labour market,
this has a positive impact on their entire fam-
ily. We therefore support this initiative and
are strengthening an inclusive approach." so-
cialbee guarantees continuous childcare, en-
abling the participants to focus on their voca-
tional training. In addition, trained mentors
guide them as they enter the labour market.
The aim is the long-term integration of
women and their families.
of two special prizes of 50,000 euros.
The Ferry Porsche Challenge will promote
inclusion in sports. Under the patronage of
Paralympics champion Niko Kappel, sports
clubs big and small in Baden-Württemberg
and Saxony were encouraged to apply in
December. Interstate projects with sports
clubs from Baden-Württemberg and Saxony
can also apply. The top three places will
receive 75,000 euros each, 50,000 euros
have been allocated to each of six second
places and eight third places will each
be awarded 25,000 euros. All the nom-
inees also have the opportunity to win one
Donation for inclusion in sports
Visitors flocked in their thousands to the
Icons of Porsche festival held in Dubai in
November. For Porsche, this was the
biggest exhibition of classic cars from the
museum to be shown outside of Germany
in 2021. Among other things, it featured
the visionary design studies in the Porsche
Unseen series. Hundreds of classic car
owners from the United Arab Emirates,
Bahrain, Kuwait, Saudi Arabia, Lebanon
and Oman travelled to Dubai to present
their cars. Manfred Bräunl, CEO of Porsche
Middle East and Africa: "The region is
home to a variety of rare and unique
Porsche classics."
Cellforce production in Reutlingen-Nord
Porsche AG and Customcells Holding GmbH
selected a site in December - Cellforce
Group GmbH (CFG) intends to develop and
produce high-performance battery cells in
Reutlingen-Nord/Kirchentellinsfurt. Con-
struction is set to begin in 2022 and produc-
tion should be up and running in two years.
The aim is to initially produce high-perform-
ance battery cells for 1,000 vehicles a year.
The Cellforce battery cells could conceivably
be installed in high-performance electric
Porsche models. Porsche is investing a double-
digit million figure in the new Cellforce Group
GmbH. The chemistry behind the new
high-performance cells revolves around sili-
con as the anode material. This makes it pos-
sible to considerably increase the energy
density compared with the current produc-
tion batteries. The battery can be more com-
pact in design while offering the same energy
content. This new chemistry also reduces
the battery's internal resistance, enabling it
to absorb more energy during energy recu-
peration and making it more efficient during
fast charging. The battery cell is also said to
be more resistant to high temperatures. In
addition, all of the manufacturing value cre-
ation occurs in Germany in accordance with
stringent sustainability criteria. Important
raw materials such as nickel and cobalt are
sourced solely in Europe.
SUSTAINABILITY MANAGEMENT
PORSCHE
IN WILLOW SPRINGS, USA
Mission Vision | Targets
CORPORATE STRATEGY
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
INVESTORS
→ Return on investment ≥ 21%
→ Return on sales ≥ 15%
PRESERVE HIGH PROFITABILITY
→ Attractive employer: top 3
→ Employee fascination > 85%
BE THE TOP EMPLOYER OF CHOICE
EMPLOYEES
PORSCHE
S.TA 5123E
72
Ferry Porsche
FERRY PORSCHE (LEFT) WITH HIS SON FERDINAND ALEXANDER
THE CAR I DREAMED OF.
SO I DECIDED TO BUILD
IT MYSELF."
Porsche is also rising to the financial chal-
lenges of transformation. The company is
investing heavily, among other things in
sustainability, innovation, digitalisation and
training. Despite this necessary financial
effort, Porsche is sticking to its strategic
target of a return on sales of at least 15 per
cent and a return on investment of at least
21 per cent.
Goals 2030
CUSTOMERS
LEAD IN CUSTOMER DESIRABILITY
Brand perception #1
→ Customer excitement #1
DRIVE CHANGE FOR A SUSTAINABLE WORLD
CUSTOMER
→ Balance-sheet CO2-neutral value chain
SOCIETY
K72
34
„IN THE BEGINNING,
I LOOKED AROUND AND
COULD NOT FIND QUITE
→ "Best in class" ESG rating
PRODUCTS
SUSTAINABILITY
DIGITALISATION
The "Organisation" cross-cutting strategy
addresses the company's organisational
alignment to optimally prepare it for future
requirements. Processes should be made
as effective and as efficient as possible.
Porsche is also defining strategic value cre-
ation fields which will be developed by the
company itself or by external suppliers in
the future. This will also involve decisions
regarding strategic partnerships.
The focus of the "Transformation" cross-
cutting strategy is on people. They are to be
provided with new ways and methods of
working. Leadership has an important part to
play when it comes to getting the Porsche
employees on board - they should be notified
about changes promptly and be involved in
processes to allow them to jointly expedite
transformation. Long-term thinking and busi-
ness-minded actions are supported here.
Porsche continuously reviews the progress
made with Strategy 2030. The company
already achieved some important milestones
in the last financial year. The Taycan Cross
Turismo rolled out in 2021 is the first
production model designed to be balance-
sheet CO2-neutral over its entire service life.
The sports car manufacturer has defined
clear goals for its products - by 2030, more
than 80 per cent of the vehicles delivered are
to be electric, either as hybrid or all-electric
vehicles. For the company, developing and
making use of eFuels is a sensible addition to
electromobility. Synthetic fuel has the poten-
tial to be almost entirely CO2-neutral. It lends
itself well to vehicles with internal combus-
tion engines. The construction initiated
by Porsche of an eFuels pilot plant in Chile
is going according to plan. The company's
commitment to green petrol produced from
renewable energy falls within the Beyond
Mobility topic of Strategy 2030. This is about
thinking outside of the box regarding vehicle
development and production.
In relation to the topic of "Sustainability" too,
Porsche achieved some strategic goals in
2021 the German sites in Zuffenhausen,
Weissach and Leipzig are now balance-sheet
CO2-neutral. Beyond its own factory gates,
the supply chain was involved more heavily,
with the company requiring its approximately
1,300 series suppliers to use renewable
energies for all contracts newly awarded
since July 2021. "Strategy 2030 will guide
us to a successful future. We want to achieve
balance-sheet CO2 neutrality in all areas by
2030. This sees us assuming responsibility
for the environment and for society," says
Porsche's Chairman of the Executive Board
Oliver Blume.
The "Digitalisation" cross-cutting strategy
focuses on building up the company's own
digital skills and gets partners involved.
Shortening the time to market for new prod-
ucts and business models, an open-platform
strategy and the use of artificial intelligence
and data-driven optimisations should make
a major contribution to the success of
the business.
01
Mobil
D7
ABB
74
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
PORSCHE MISSION R ON THE RACETRACK
Miccin R
Porsche has defined its goals based on the
four stakeholder dimensions of customers,
society, employees and investors. In keeping
with this vision, the company aims to be
the most recognised brand in the world and
one that particularly excites its customers.
The company promotes diversity of views
and makes a commitment to society. Porsche
also promotes sustainability in the supply
chain as well as transparent and responsible
corporate governance.
The "Products" cross-cutting strategy focuses
on the customer requirements of the future,
aligning the product strategy with digital,
connected and innovative products and ser-
vices. In addition to the core business,
individual mobility solutions and financial
services should contribute to growth and
the company's profitability.
ORGANISATION
TRANSFORMATION
Inspiring brand and
Exciting products
customer experience
and services
The "Sustainability" cross-cutting strategy
pursues a holistic approach covering every-
thing from environmental and social aspects
to responsible corporate governance.
Decarbonisation and maintaining a circular
economy along the entire value chain are key.
Sustainability in
the whole value
network
PROFITABILITY PROGRAM
Effective execution and
balanced exploration
Transformation
driving change
TOGETHER4INTEGRITY
Six cross-cutting strategies
The customer, products, sustainability, digit-
alisation, organisation and transformation -
these are the six cross-cutting elements
that make up Porsche's Strategy 2030. They
form the centre of the Porsche strategy house
and feed into the corporate goals. The profit-
ability programme provides the foundations.
Porsche uses this to increase efficiencies and
to tap into additional sources of income. The
second foundation stone is the Volkswagen
Group's Together4Integrity programme,
which aims to bolster the Group's integrity
and compliance across all brands and com-
panies. Cross-functional teams realise
the six topics, each of which is overseen by
two Executive Board members.
The cross-cutting "Customer" strategy fo-
cuses on the relationship with our customers.
Premium customer experiences should
further boost customer loyalty and attract
new audiences to the Porsche brand. Omni-
channel sales and the development of a
strong Porsche community are designed to
connect customers with the brand online
and in the physical world.
Digitally enabled
company, ecosystems
partnering
2017
95
Strategy programme
86
very important
7 pp. 82-87
Stakeholder dialogue
Corporate governance
high
medium
low
Impacts on the economy, the environment and society
important
7 pp. 112-113
Diversity and equal
opportunity
7 pp. 114-115
Attractiveness as an employer
7 pp. 131-132
of human rights
Safeguarding
7 pp. 118-119
Occupational
health and safety
7 pp. 116-117
and socially ethical
transformation
Employee development
7 p. 118
Sustainability management
Social affairs
87
Circular economy
portfolio represents the core
20
40
emissions. The product
environmentally harmful
responsibility for reducing
ment to the climate targets
agreed on in Paris in 2015.
The company assumes
60
Porsche has made a commit-
63.8
65.3
67.3
Tons of CO2
per vehicle
Porsche calculates the volume of its CO2 emissions in tons per vehicle all along the value
chain using the Decarbonisation Index (DKI). This has fallen by around five per cent
since the defined base year, 2019 ( Vehicle decarbonisation, pp. 94-95). As such,
Porsche is contributing to sustainable industrialisation and is playing its part in SDG 9
and 13 being achieved.
The global community wishes to slow
down climate change. This calls for
strategies and action plans to be
developed. The industry players there-
fore need to disclose their strategies
regarding how they are adapting to
the consequences of climate change,
building up resilience and limiting harmful
emissions. CO₂ emissions need to be
reduced in order to protect the climate.
CLIMATE ACTION
13 ◉
Infrastructure and industry are to be
sustainable around the world by 2030.
In addition, resource efficiency is to be
promoted and environmentally sound
technologies are to be expedited. The United
Nations gauges the progress made with
these targets on the basis of CO2 emissions.
The lower these are, the more sustainable
the contribution made to creating a liveable
future for the global community.
INDUSTRY, INNOVATION
AND INFRASTRUCTURE
9
Porsche has made a commitment to the
climate targets agreed on in Paris in 2015.
The company assumes responsibility for re-
ducing environmentally harmful emissions.
The product portfolio represents the core of
its activities - Porsche is seeking to shape
the mobility of the future with innovative
products and technologies and attractive ser-
vices. The premium manufacturer is develop-
ing future-oriented drive concepts in order to
significantly reduce CO2 emissions, focusing
in particular on electromobility. Half of all new
Porsche models are to have an electric motor,
in other words be all-electric or partially elec-
tric, by 2025. Porsche entered this era back
in 2019 with the Taycan, a thrilling sports car
that blends tradition and the future. In add-
ition to its electrification strategy, Porsche
has enshrined the continuous decarbonisa-
tion of its products and business processes
in its strategy. This applies to the entire life
cycle. In addition to the CO₂ emissions
caused by vehicle production, the emissions
in the supply chain and during a vehicle's ser-
vice life are likewise taken into account.
DECARBONISATION
ENVIRONMENT
ENVIRONMENT
Decarbonisation
Environment
Field of activity
Business relevance for Porsche
7 pp. 148-159
Social commitment
the business processes
7 p. 124
Sustainability in
7 pp. 104-105
New mobility concepts
ΜΟΙ
medium
Relevance for stakeholders
high
→ GRI 102-44, 102-46, 102-47
Materiality matrix ✓
'The materiality matrix sets the relevance for stake-
holders (y-axis) against the business relevance for
Porsche (x-axis). The assessments of the impacts of
the business activities on the economy, the environment
and society across the 23 key topics are presented in
the form of circles of three different sizes representing
three levels: "high", "medium" and "low". At the
same time, colour coding is used to classify the three
dimensions "Environment" (white), "Social affairs"
(light grey) and "Corporate governance" (grey).
development of Porsche's
Strategy 2030.
The materiality matrix
exemplifies the most
important topics for
Porsche and its
stakeholders and their
impacts on the economy,
the environment and
social affairs. The findings
of the materiality analysis
make an important
contribution to the further
The results of the materiality analysis were
confirmed by the Environment and Sustain-
ability Steering Group and by the Executive
Board. Porsche presents all the material
topics and how they are handled in the cor-
responding topic sections. Porsche has also
incorporated other topics of relevance to
the company into this report. The findings of
the materiality analysis make an important
contribution to the further development of
Porsche's Strategy 2030.
This exemplifies the most important topics
for Porsche and its stakeholders and their
impacts on the economy, the environment
and social affairs. It also correlates them.
The 2021 materiality matrix presents the
topics with the highest prioritisation in
the top right. A number of them differ from
the 2019 materiality matrix in terms of
their classification. The topic of "Innovations"
was included in the evaluation for the first
time in the year under review and was deemed
a core topic both by the stakeholders and by
the company. Both parties also rated the
relevance of "Long-term customer relations
and satisfaction" more highly. The aspect of
"Consumption of resources and sustainable
raw materials in vehicles" was likewise rated
more highly. The topic of "Digitalisation, data
protection and corporate digital responsibility",
which was featured in the survey for the first
time, was given a similar evaluation. For the
stakeholders, the topic of "Compliance and
integrity" increased in importance.
on the topics' business relevance for Porsche
regarding the opportunities and risks for
business development, the corporate strategy
and the business result. The circle of partici-
pants also evaluated the impacts of Porsche's
business activities on the economy, the envir-
onment and society based on the defined
topics. Porsche combined the results with
the stakeholder evaluations to create
a materiality matrix.1
In late summer 2021, 23 identified sustain-
ability topics were evaluated in detail from
the company's perspective in a multistage
process. Management representatives from
all the relevant departments, representatives
of the corporate strategy and a selection
of key markets evaluated and prioritised the
topics. Their assessment was founded
The members of the Porsche Sustainability
Council also commented on the sustainability
topics relevant to the company in personal
expert interviews. They discussed their input
with the Porsche Executive Board in the year
under review. Overall, they praised the in-
corporation of their input into the corporate
strategy and the Executive Board's active
practising of this. At the same time, they
referenced the topic of diversity and Porsche's
socially ethical transformation.
Before conducting the online survey, the
company modified the selection of sustain-
ability aspects in consultation with internal
and external experts, taking into account
recent changes and incorporating relevant
topics from the Sustainability Strategy 2030.
In all, the survey featured 23 key topics.
In summer 2021, the sports car manufacturer
invited various stakeholders to evaluate
Porsche's sustainability activities in an an-
onymous, international online survey for the
fifth time. In total, 1,440 people responded.
Around 84 per cent of the responses came
from European markets and around 14 per cent
from China. Two per cent of the responses
came from other international markets, but
were included in the European evaluations
due to their low numbers. Alongside custom-
ers, business partners, analysts/investors,
politicians and representatives of public
authorities, media outlets, and representa-
tives from NGOs and academia, Porsche
also surveyed a large number of its employ-
ees. Owing to the abundance of employee
responses, the internal and external stake-
holders were assessed using a 50:50 weight-
ing. The responses from external stake-
holder groups were weighted equally. The
methodology and weightings are comparable
to those of the previous survey conducted
in 2019.
Since 2013, Porsche stakeholders have,
upon request, been offering the company
their views and expectations regarding
sustainability and future challenges. This
exchange and the materiality analysis
process occur every two years and serve as
the cornerstones of reporting on and the
reviewing and further development of the
company's sustainability strategy.
Consumption of re-
sources and sustainable
raw materials in vehicles
7 p.98
Alternative
drive systems
7 pp. 102-103
not so important
Corporate co-determination
7 p. 100
Protection of
biodiversity
7 p. 125
Transparent
corporate governance
recycling in production
7 pp. 98-99
Consumption of resources and
7 p. 134
7 pp. 128-129
Digitalisation, data protection
and corporate digital responsibility
of its activities. Porsche
Customer and vehicle safety
Compliance and
integrity
Long-term
customer relations
and satisfaction
7 p. 133
7 p. 130
Innovations
7 pp. 94-95
Vehicle
decarbonisation
7 p.97
Production
decarbonisation
7 pp. 131-132
in the supply chain
Environmental protection
7 pp. 126-127
is seeking to shape the
0
mobility of the future
Porsche is clearly committed to the goals
of the Paris Agreement. The sports car
manufacturer is to be balance-sheet
CO2-neutral across the entire value chain
from 2030. Porsche is systematically pur-
suing an electrification strategy and is
setting itself ambitious decarbonisation
targets, also in comparison with the rest
of the industry. The CO2 emissions of the
company and its products are to be reduced
throughout the life cycle. The sports car
manufacturer's own production activities
constitute a key part of its decarbonisation
programme. Porsche has therefore add-
itionally developed a target vision of a
zero-impact factory for its production
activities, comprising 11 areas of action.
The consumption of materials and re-
sources is another focal area. The aim is to
achieve closed cycles wherever possible.
PRODUCTION DECARBONISATION ✓
PORSCHE
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Environment
94
24
Porsche's DKI has fallen by around five per
cent since the defined base year, 2019.
The two levers with the biggest influence
on reduction are the electromobility cam-
paign and the renewable energy strategy
for the service lives of vehicles.
Vehicle fleet electrification is a key lever
for DKI reduction. Other leverage points
include making systematic use of green
electricity, definition of the DKI targets for
vehicle projects and the decarbonisation
of production.
All the Volkswagen Group brands calculate
the Decarbonisation Index on the basis of
standardised methodology. It is then con-
solidated as a performance indicator at the
Volkswagen Group level.
the discussion of content and lays the
groundwork for policy decisions in the rele-
vant management and steering committees.
The Porsche management bodies report
the DKI all the way up to the Executive
Board. They also adopt binding targets for
the various business divisions. For example,
the product development process features
target values at the vehicle level.
-5%
THE DECARBONISATION INDEX
HAS FALLEN BY AROUND
FIVE PER CENT SINCE
THE DEFINED BASE
YEAR, 2019.
Vehicle fleet electrification
is a key lever for reduction
of the Decarbonisation
Index (DKI). Other leverage
points include making
systematic use of green
electricity, definition of
the DKI targets for vehicle
projects and the decar-
bonisation of production.
As a strategic performance indicator, the
DKI contributes to the comprehensive
management of the company's progress in
becoming CO2-neutral. All the activities
relevant to the DKI are consolidated within
the Decarbonisation Task Force and are as-
sessed by a group of experts from various
business divisions. The body draws up pro-
posals of targets and tracks the progress
made in each case. It also manages the de-
fined strategic programmes on the basis
of performance indicators and adopted
ramp-up curves. It serves as a forum for
The DKI is subject to regular modification
due to changes in the internal and external
requirements (such as test cycles) and ad-
vancements in findings. DKI values previous-
ly published can therefore be adapted to
new premises and be changed for the pur-
poses of presenting a methodologically
consistent time series.
(Scopes 1 and 2) on the one hand and also
includes other upstream and downstream
CO₂e emissions during a vehicle's life cycle,
in other words from raw material extraction
and use through to the recycling of end-of-
life vehicles (Scope 3).
PORSCHE'S DECARBONISATION PROGRAMME AIMS TO ACHIEVE BALANCE-SHEET CO₂ NEUTRALITY BY 2030
Energy and fuel at
non-production sites,
employee mobility,
waste, logistics, etc.
Energy expenditure
for vehicle recycling
Recycling
Other
End of life
CO2 EMISSIONS PER VEHICLE
REDUCED BY MORE
THAN 90 PER CENT AT
THE COMPANY'S
SUSTAINABILITY MANAGEMENT
97
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Environment
New buildings go far beyond the minimum
statutory energy efficiency requirements.
One plant has already been certified in
accordance with the highest standard stipu-
lated by the German Sustainable Building
Council (DGNB). In addition, minimum cri-
teria have been stipulated for new builds.
Environmental compliance
Environmental protection is one of the six
compliance topics at Porsche. Europe-wide
regulations and directives, German national
laws, federal state laws and ordinances,
and municipal by-laws must be observed.
The Environment and Energy Management
department ensures compliance through
officers who follow and assess all the legal
developments and then notify the company
divisions affected. We are not aware of any
violations of environmental or energy legis-
lation regulations at Porsche sites in the
reporting period.
Porsche is continuously promoting and in-
creasing the proportion of the renewable
energies that the sites generate themselves.
In Leipzig, for example, the company
makes use of the solar energy generated
by a four-megawatt photovoltaic system.
Highly efficient combined heat and power
plants with overall efficiency of more than
83 per cent cover most of the remaining
energy needs.
Efficient use of energy
Independent third parties audit the official
certifications. In addition, Porsche per-
forms annual system and process audits
to determine whether and to what extent
all the applicable environmental and energy
legislation is being observed and adhered
to across the company.
In addition to the Stuttgart-Zuffenhausen
plant, Porsche Leipzig GmbH, the Weissach
Research and Development Centre and its
external sites, the central parts warehouse
in Sachsenheim and Porsche Werkzeugbau
GmbH have all likewise been certified as
compliant with this standard and with the
ISO 14001 environmental management
system. Porsche records the environmental
impacts at the Stuttgart-Zuffenhausen site,
assessing all the relevant environmental
pollution in the air and water, energy con-
sumption and waste volumes.
validation under the Eco-Management
and Audit Scheme (EMAS) for over 20 years.
It has also been in compliance with the
ISO 50001 energy management standard
since 2011.
All the requirements are presented in
Porsche's environmental compliance man-
agement system (ECMS). A guideline stipu-
lates a standardised approach for the
company and its subsidiaries. The ECMS
is part of the company's overall manage-
ment system. It serves to organise and de-
termine the responsibilities and procedures
regarding environmental and energy as-
pects within all the departments and div-
isions. The ECMS requirements are based
on the specifications of the Volkswagen
Group and are incorporated into the
Porsche specifications by the Environment
and Energy Management department. This
ensures that binding obligations are met.
At the same time, the environmental as-
pects of sustainability are to be taken into
account in all business processes. The
Stuttgart-Zuffenhausen plant has enjoyed
شدم
Certified management systems
The Porsche strategy defines short-,
medium- and long-term environmental and
energy management measures. These are
founded on the environment and energy
efficiency strategy and environmental pol-
icy. Top management evaluates these set
targets and measures at least once a year
and accordingly determines what action
is required. The overarching intention is
to achieve ongoing improvements, in
particular implementing the requirements
as per ISO 14001, ISO 50001 and the
EMAS Regulation.
-45%
45 PER CENT
BETWEEN 2014
AND 2025.
BE REDUCED BY
THE ENVIRONMENTAL
POLLUTION CAUSED BY
PRODUCTION IS TO
cent since 2014. The energy supplies at the
two production sites in Stuttgart-Zuffen-
hausen and Leipzig are sourced from green
electricity and biomethane.
The sports car manufacturer has reduced
the CO2 emissions per vehicle at its own
production facilities by more than 90 per
Porsche is working towards the clear goal of
a zero-impact factory that produces without
any negative environmental impacts. The
factory for the all-electric Porsche Taycan
at the main plant in Stuttgart-Zuffenhausen
is the first milestone in this direction. When
expanding the plant, the company add-
itionally optimised the entire site and made
it balance-sheet CO2-neutral. The minimal
remaining CO₂ emissions are offset.
Target: balance-sheet CO₂ neutrality
At Porsche, environmental protection is
determined on the basis of internal policies
and strategic guidelines. The Group's Envir-
onment and Energy Management guideline
defines a standardised approach and the
responsibilities. It assists the Group com-
panies in systematically identifying, fulfilling
and reviewing all the environmental and
energy requirements.
↓CO₂
PLANTS.
OWN PRODUCTION
The Member of the Executive Board re-
sponsible for Production and Logistics is
responsible for systematic implementation
of the necessary measures and is assisted
by the Environment and Energy Manage-
ment department. The projects include
reducing the environmental impact of pro-
duction by 45 per cent between 2014
and 2025. This target figure includes energy
and CO2 per vehicle.
→ GRI 102-40, 102-43, 102-44, 102-46,
102-47, 102-48
Calculation is based on company-specific premises
and values and on data from LCA databases. Vehicle
servicing is not factored into the calculation.
Upstream chains
for fuel extraction
and refining, CO₂
emissions caused
by power generation
THE TAYCAN MODELS ARE AVAILABLE WITH ENTIRELY LEATHER-FREE INTERIORS
Porsche has set itself the
goal of closing materials
cycles, with the resources
used being fed back into
a production process at
the end of a vehicle's
service life. The company
takes the environmental
impacts of the materials it
uses for its products into
account and evaluates the
materials on the basis of
sustainability aspects.
The Porsche footprint can be reduced
by means of the increased use of sec-
ondary materials. By using recycled ma-
terials, Porsche also conserves primary
materials. In this way, the sports car
manufacturer is increasingly helping
SDG 12 and sustainable resource man-
agement to be achieved.
RECYCLED MATERIALS
FOR A REDUCED
MATERIAL FOOTPRINT.
Porsche is reducing its material foot-
print by increasingly using recycled
and sustainable materials. In this way,
the company is systematically in-
creasing the added value of the pro-
duction processes.
The earth's resources are finite. The
United Nations is therefore seeking
to establish sustainable resource
management globally by 2030 and
to ensure that natural resources are
used efficiently. The contributions
made here are assessed by means of
the material footprint.
AND PRODUCTION
RESPONSIBLE CONSUMPTION
12 G
There are two factors which are crucial when
it comes to modern and future-proof vehicle
architecture - sustainable materials and
consideration of the environmental impacts.
Long-lasting Porsche sports cars, quality
workmanship and the use of low-wear
materials are key aspects of the Porsche
principle, which the company wishes to
strengthen through its engagement. Porsche
has set itself the goal of closing materials
cycles, with the resources used being fed
back into a production process at the end of
a vehicle's service life. The company takes
the environmental impacts of the materials
it uses for its products into account and
evaluates the materials on the basis of sus-
tainability aspects. In this way, the circular
economy is further expanded. It represents a
strategic priority. This aspiration is also re-
flected in the vision of the production of the
future. Based on the guiding principle of a
zero-impact factory, negative environmental
impacts should be avoided in the production
processes wherever possible.
CIRCULAR ECONOMY
1 Porsche bases its calculation of the DKI among other things on assumptions which are founded on statistics.
They are model-based calculations that draw on company-specific premises and values and on data from LCA
databases. Total vehicle mileage of 200,000 km is assumed for the Porsche fleet vehicles. Vehicle servicing
is not factored into the calculation. Intrinsic tolerances cannot be ruled out of the modelling. The target of bal-
ance-sheet CO₂ neutrality in 2030 is founded on averaging.
Other
⚫End of life
Tailpipe
Fuel
In-house
Supply chain
2021
2020
2019
90
with innovative products
and technologies and
attractive services.
Environment
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
VEHICLE DECARBONISATION
(DECARBONISATION PROGRAMME)
Driving emissions
Upstream chain
Porsche has initiated an
extensive decarbonisation
programme. Porsche
wishes to achieve balance-
sheet CO2 neutrality across
the entire value chain by
2030.
Service life
Energy expenditure
for vehicle
manufacture
Production
In-house
DECARBONISATION INDEX (DKI)
The DKI therefore comprises the production
sites' direct and indirect CO₂e emissions
the value chain including the energy and fuel
emissions of non-production sites and busi-
ness trip and logistics emissions.
The DKI also records other emissions within
CO₂ emissions from
fuel combustion
during the vehicle's
service life
• Recycling assesses the emissions caused
during disassembly.
• The supply chain and production include the
emissions generated during raw material
extraction, component production and the
manufacturing steps of body construction,
paintwork and assembly.
The Decarbonisation Index (DKI) is Porsche's
most meaningful instrument for measuring
and controlling progress across all the div-
isions. The aim of the DKI is to offer as com-
prehensive an overview as possible of the CO₂
equivalent emissions throughout the value
chain. It is primarily based on life cycle as-
sessments which Porsche performs on the
basis of systematic methods that are stand-
ardised in ISO 14040/44.' A life cycle as-
sessment examines environmental impacts
such as the CO2 footprint caused throughout
a vehicle's life cycle during manufacture, use
and recycling. The scope of consideration of
a vehicle's life cycle encompasses the vehicle
and all of its parts:
Decarbonisation Index
Energy expenditure
for supply chain
further processing
Supplier
Material extraction
and processing
Raw materials
Supply chain
Concrete measures have already been and
will be adopted within the decarbonisation
programme. These will be founded on three
guiding principles, which also represent the
priorities in descending order. At the top of
the list are measures to avoid or reduce CO2
emissions. Second come measures that seek
to switch the energy sources used in the
value chain to less CO₂-intensive or to renew-
able energies. And in accordance with the
third guiding principle, CO2 emissions which
cannot be avoided will be offset through
climate protection projects which meet the
most stringent international standards.
Target: decarbonisation and CO₂ neutrality
The company has initiated an extensive de-
carbonisation programme. Porsche wishes to
achieve balance-sheet CO2 neutrality across
the entire value chain by 2030. This is the
sports car manufacturer's contribution to the
UN's climate targets being achieved.
Advancing climate change means the
global automotive industry has obligations.
Newly developed vehicles and drive
systems need to significantly reduce CO₂
pollution. Porsche intends to continuously
lower its CO2 emissions all along the
value chain, including after its vehicles' life
cycles. The sports car manufacturer is
intensively expediting the electrification
and hybridisation of its product portfolio
to this end. The vehicles are at the heart
of an extensive and comprehensive
decarbonisation programme within the
sports car manufacturer's strategy.
⚫ Service life encompasses the emissions re-
lated to fuel/power supply as well as to ve-
hicle operation over total mileage of
200,000 km per vehicle.
MATERIALITY ✓
93
wa
Publication of a Responsible.
Raw Materials Report by the
Volkswagen Group
Introduction of a human rights
due diligence management system
•Review of identified high-risk raw
materials
•Introduction of an Al tool to monitor
potential sustainability risks in the
supply chain
Measures
S-rating coverage: assessment category
for suppliers' good sustainability
achievements.
Performance assessment
Porsche has set itself the goal of
90 per cent of its purchasing volume
meeting its most stringent quality
standards by 2030.
Goal
Porsche intends to guarantee
compliance with environmental
and human rights standards in its
value chain.
Supply chain responsibility
Vision
7 Circular economy, p. 93
2021 status
Raising the proportion of sustainable
materials in vehicle and project targets.
Measures
Proportion of sustainable materials in
the vehicles.
Performance assessment
Porsche has set itself the goal of
significantly increasing the proportion
of the verifiable secondary materials
used in its vehicles by 2030.
Goal
Porsche intends to use sustainable
materials in its vehicles and close
resource cycles.
Vision
3 Circular economy
Partner to society, p. 109
2021 status
2021 status
7 Supply chain responsibility, p. 122
Diversity
2021 status
• Global roll-out completed of risk
analysis on the topic of human rights
• Integration of the topic of human rights
into the digital learning module
•Raising awareness among the
employees via various information
media as well as responsibilities
and interfaces with the compliance
management system and the Business
and Human Rights functions
Measures
Annual assessment of sustainability
achievements on the basis of the
ISS ESG rating.
Performance assessment
Porsche has itself the goal of being rated
a leading automotive company in the
independent ISS ESG rating by 2030.
Goal
Porsche intends to systematically embed
sustainability aspects in its corporate
management and work towards further
enhancing transparency and responsible
corporate governance.
Governance and transparency
Vision
7 Diversity, p. 108
2021 status
and communication
•Networks and communities
⚫Diversity marketing
Qualification and raising awareness
across all hierarchical and depart-
mental levels
Measures
A performance indicator is currently
under development.
Performance assessment
Porsche has set itself the goal of
quantifiably establishing diversity
within the company by 2030 in terms
of mixed teams.
Goal
Porsche intends to promote a corporate
culture in which everyone is welcome
and can apply their skills.
Vision
hilft volunteering platform
•Further development of the Porsche
• First Porsche Virtual Run
The sports car manufacturer continuously
evaluates the progress it is making in
all six areas of action in its Sustainability
Strategy 2030. The strategy pursued is
then continuously adapted. Porsche regularly
engages in active dialogue with its internal
and external stakeholders and with recog-
nised experts.
the company is promoting new shaping and
innovation opportunities - throughout the
company's value chain.
and the stakeholders' expectations. With its
chosen strategy fields, Porsche is taking
global changes into account. Together with
its suppliers, employees and customers,
The company systematically aligns its engage-
ment with these areas of action. With its
Sustainability Strategy 2030, Porsche is
therefore assuming social responsibility,
bolstering sustainable and value-creating
growth and further reducing its environ-
mental footprint. At all times, the focus is
on the impacts of its business activities
Governance and transparency
Supply chain responsibility
Partner to society
Diversity
Circular economy
☑
3
Decarbonisation
(+00
In its Sustainability Strategy 2030, Porsche
has grouped the company's key challenges
under six strategic areas of action. These are:
Companies are key players in society in
many ways. Their actions have far-reaching
economic, environmental and social effects.
More resources are consumed around the
world annually than can be naturally repro-
duced. The planet's population will likely grow
to over eight billion people by 2030. The
responsible use of natural resources is there-
fore becoming more and more relevant. At
the same time, global competition is becom-
ing more intense. And new challenges are
arising all the time, such as climate change,
political upheaval and the global consequences
of the coronavirus pandemic. The consumers
are generating momentum too with demand
which is changing more and more quickly.
There are also increasing expectations on the
part of various interest groups of an economy
which is oriented towards sustainability.
A key role in how these changes are responded
to is played by the automotive industry - and
therefore also by Porsche.
Sustainability Strategy 2030
reducing its environmental
footprint.
is assuming social
responsibility, bolstering
sustainable and value-
creating growth and further
With its strategy, Porsche
In its Sustainability
Strategy 2030, Porsche
has grouped the company's
key challenges under six
strategic areas of action.
The company systematically
aligns its engagement
with these areas of action.
Porsche further developed its activities
in the area of sustainability in the year
under review. These activities are based on
the company's Strategy 2030. Social and
environmental changes at the global level
are prompting the company to examine
the entire value chain with the aim of con-
tinuously improving sustainability in all
areas of its business activities.
STAKEHOLDER SURVEY AND
SUSTAINABILITY STRATEGY
Porsche also ties the six strategy fields and
its corresponding activities in with the
Sustainable Development Goals (SDGs).
The United Nations' SDGs offer companies
guidance in bringing their targets and activ-
ities into line with sustainable development.
There are 17 global goals at the heart of
the 2030 Agenda. Their aim is to reconcile
economic progress with social justice and
environmental compatibility around the
world. The SDGs apply to this report too and
are tied in with Porsche's strategic focuses.
With ambitious targets, Porsche's sustain-
ability strategy benchmarks itself against
scientific findings and external expectations.
These provide the framework for effective
action. The company also draws on its
inherent values and the brand's aspiration
to be a bold and visionary pioneer of sus-
tainable mobility.
CO₂
Vision
• Projects to potentially improve the
living conditions of people involved in
the extraction of raw materials for
the automotive industry
contribute to the strategic "Partner
to society" goals
to support project ideas which
• Establishment of an internal fund
Measures
Impact assessment of social projects:
establishment of lasting positive change in
people's circumstances at the local level.
Performance assessment
in people's circumstances through its
social projects by 2030.
Porsche has set itself the goal of
achieving a quantifiable improvement
Porsche intends to support people around
the world and actively empower them
through its social engagement.
Partner to society
Governance and transparency, p. 122
Vision
> Vehicle decarbonisation
2021 status
Purchasing of green electricity
Use of sustainable materials
Definition of the DKI targets for
the model lines
• Development of future-oriented
drive concepts
Measures
Annual measurement of CO2
emissions in tons per vehicle using
the Decarbonisation Index (DKI).
Performance assessment
Porsche has set itself the goal of being
balance-sheet CO2-neutral across the
entire value chain by 2030.
Goal
Porsche intends to make its products
and processes balance-sheet CO₂-
neutral across their entire life cycle.
Decarbonisation
(decarbonisation programme), p. 94
78
Goal
79
Dialogue with politics
83
Competitors
and associations
Policymakers
Media
EO
NGOs/non-profit
organisations
Sustainability management
82
and experts
Scientific community
Customers and
business partners
Employees
8=
Residents and
communities
48
The most important Porsche stakeholders
as determined by internal analyses.
→ GRI 102-40, 102-42, 102-43, 102-44
Porsche stakeholders
value
alliance
balancing
ecological and social value. Porsche is
seeking to make its activities in the area
of sustainability effective and incorporate
the topic into its decision-making pro-
cesses more comprehensively in the future.
In joining the initiative, Porsche is also in-
volved in piloting the methodology within
its own organisation. With support from
the Volkswagen Group, Porsche is assum-
ing a leading role across all of the Group's
brands as a core member of the Value
Balancing Alliance.
Porsche operates in a complex and heavily
regulated field. Numerous circumstances
have to be taken into account in business
decisions. The consequences of these
decisions for the stakeholders also have to
be assessed and incorporated into the
process. It is necessary to engage in
transparent and proactive dialogue with
governments, parliaments, authorities,
associations, institutions and representatives
of civil society through political lobbying.
In this way, Porsche helps shape the legal
framework for its business activities.
The Politics and Society department coordin-
ates all the political topics that are relevant
to Porsche. It does this at all levels, whether
local, regional, national or international. It
is also responsible for the company's political
lobbying. The team additionally works with
associations and is in contact with numerous
non-governmental organisations as well as
civil society, political and business represen-
tatives. Its activities include the organisation
of and support for visits by politicians and
political events as well as providing regular
updates on political topics and developments
to the Executive Board. All of Porsche's polit-
ical activities are coordinated via the Govern-
mental Affairs Steering Committee to ensure
a joined-up approach and consistent com-
munications in dialogue with partners. There
is coordination with the Volkswagen Group
via the Group-wide Public Affairs steering
body, which reports regularly to the Board of
Management of the Volkswagen Group.
Principles such as integrity, transparency and
traceability as well as guidelines on contact
with politicians constitute part of the Group-
wide policy. The policy also regulates the
political lobbying process. Accordingly, all
the people responsible for politics at Porsche
and all the brands, foreign markets and
divisions within the Volkswagen Group notify
the Group's Public Affairs department of
their activities. Activities within business and
political associations are likewise handled in
accordance with the principles of openness,
traceability and responsibility. Competition
and antitrust legislation as well as other legal
provisions are taken into account.
Porsche does not maintain any representative
offices of its own. Political lobbying is handled
by the Volkswagen Group's representative
offices in Berlin and Brussels. The list below
74
Sustainability management
strategiedialog
automobiwirtschaft BW
Baden-Württemberg
DIALOGUE IN BADEN-WÜRTTEMBERG
OLIVER BLUME AT THE AUTOMOTIVE INDUSTRY STRATEGY
sdalw.de
dabw.de
dabad
slab de
slab de
In November 2019, Porsche became the
first automobile manufacturer to join
the Value Balancing Alliance, together
with the Volkswagen Group. Its aim is to
develop a standardised way of measuring
and evaluating in money terms the impact
of companies' business activities on the
environment and society. The new method-
ology is being developed in collaboration
with the other member companies and is
supported among others by the OECD and
the European Commission. In addition to
Porsche and the Volkswagen Group, its core
members include BASF, BMW, Deutsche
Bank, Deutsche Post DHL, Michelin,
Mitsubishi Chemical, Novartis, Philip Morris
International, SAP and SK. With this meth-
odology, the value of a business is not
simply expressed in terms of the financial
value it creates, but also incorporates its
strategiedialog
automobilwirtschaft BW
84
the European Green Deal
as a key framework for
the future. Porsche's
activities are directed at
promoting a Europe that
is harmonious, sustain-
able and internationally
competitive. The European
Single Market, cross-border
trade, the free movement
of workers and the sharing
of knowledge determine its
competitiveness.
Porsche supports the Paris
Agreement and welcomes
As a matter of course, Porsche remains
impartial in its dealings with political parties
and interest groups. The company does not
donate to political parties. During the report-
ing year, it incurred no expenditure related
to supporting party events, advertising in
publications affiliated with parties, or exter-
nal lobbying agencies or services.
Porsche's activities are directed at promoting
a Europe that is harmonious, sustainable
and internationally competitive. The European
Single Market, cross-border trade, the
free movement of workers and the sharing
of knowledge determine the company's
competitiveness. Porsche supports the Paris
Agreement and welcomes the European
Green Deal as a key framework for the future.
The company promotes free, fair, sustainable
and rule-based international trading relation-
ships. These then protect human rights and
promote prosperity, employment and growth.
• American Chamber of Commerce in
Germany e.V. (AmCham Germany)
•Society for the Advancement of the Kiel
Institute for the World Economy
⚫ Südwestmetall (Baden-Württemberg
employers' association for the metal
and electrical industry)
■Chamber of Commerce and Industry
of the Stuttgart Region (IHK)
Leipzig Chamber of Commerce and
Industry (IHK)
Industry Association of Baden-
Württemberg (LVI)
Bako Wirtember
provides a selection of Porsche's member-
ships of business and political organisations
and associations:
berg
VALUE BALANCING ALLIANCE
German Association of the Automotive
Industry (VDA)
Memberships and networks
Interface to the
Porsche Sustainability Council
Responsible for stakeholder management
and stakeholder dialogue
Manages sustainability communications
Politics and Society department
Responsible overall for the
topic of sustainability
Porsche Executive Board
An overview of sustainability organisation
A transparent internal
structure with defined
responsibilities allows
material topics to be
handled consistently and
effectively.
Porsche's sustainability
organisation is established
throughout the company.
The Sustainability Council held two meetings
with the Porsche Executive Board in the year
under review. The key topics addressed in-
cluded decarbonisation, ESG management,
sustainable supply chains and human rights.
Council members additionally held regular
meetings with the Sustainability Council office
and with Porsche experts. In regular video-
conferences, members of the Council were
closely involved in further development of the
sustainability strategy and the deepening of
stakeholder dialogue.
Environment and Sustainability
Steering Group
of business, science, politics and civil society.
advise the Executive Board and top man-
agement regarding the strategic focus of
sustainability. The Council members are
independent and not bound by instructions.
The Executive Board has given the Council
far-reaching rights to information and
consultation, as well as rights of initiative.
Since the beginning of the year under review,
this advisory body has consisted of Council
spokesperson Lucia Reisch and Council mem-
bers Sarah Jastram, Raffaela Rein, Adnan Amin,
Ortwin Renn and Klaus Töpfer. The advisory
body is also supported in its meetings with the
Porsche Executive Board by Nicola Leibinger-
Kammüller as an industry partner. She
contributes her many years of business
experience.
On this basis, the Environment and Sustain-
ability Steering Group determines the focuses
and direction of the sustainability strategy,
which are then presented to the Executive
Board to be decided upon. The Steering Group
is composed of the heads of the main divisions
and can be expanded flexibly as required. It
addresses all the topics conducive to the
development and creation of the sustainability
strategy and commissions the Environment
and Sustainability Steering Committee with
preparing and coordinating topics, projects
and initiatives relating to sustainability. The
Environment and Sustainability Steering Group
meets once a quarter and provides regular
reports to the Executive Board.
Group. The Steering Committee makes deci-
sions regarding the roadmap and objectives
within the sustainability strategy. It also
forms working groups to prepare, evaluate
and refine topics, projects and initiatives
relating to sustainability. It generally holds
bimonthly meetings and reports to the
Steering Group above it.
Environment and Sustainability Steering
The Environment and Sustainability Steering
Committee is a cross-departmental body
comprising representatives of all the relevant
departments. It determines and consolidates
the direction and content of the sustainability
strategy, for its subsequent adoption by the
In addition, the Politics and Society depart-
ment of the Communications, Sustainability
and Politics division is responsible for internal
and external sustainability communications,
non-financial reporting and stakeholder
management. It engages in sustainability
networks. The office of the Porsche Sustain-
ability Council and project management for
all activities relating to the Value Balancing
Alliance are also located here.
The Sustainability department within the
General Secretary and Corporate Development
division is responsible for the sustainability
strategy and its continued development.
It realises sustainability projects and manages
the company's sustainability bodies. In line
with the Volkswagen Group Sustainability
Guidelines, it also serves as the interface
with the Volkswagen Group, where it
represents the Porsche brand's sustaina-
bility management.
The Executive Board of Porsche AG is the
highest authority with regard to sustainable
company development. It determines the
fundamental strategic direction and concrete
sustainability targets in regular strategy
workshops. It also decides on the realisation
of far-reaching sustainability measures and
flagship projects.
Porsche's sustainability organisation is
established throughout the company.
A transparent internal structure with defined
responsibilities allows material topics to
be handled consistently and effectively. This
is underpinned by the Group's sustainability
guidelines, which contain binding rules on
organisational processes, topic management,
project implementation, and communication
of all sustainability topics.
As another element of its stakeholder dia-
logue, Porsche promotes economic, environ-
mental and social topics through its involve-
ment in networks, sustainability initiatives
and working groups. The sports car manu-
facturer is involved in a broad spectrum of
areas. For example, the company is a founding
member of the Bündnis für Luftreinhaltung
clean air alliance, a member of the Plattform
Urbane Mobilität and an active participant
in the industry dialogue on the German
National Action Plan for Business and Human
Rights (NAP). It has also been a member
of the German Environmental Management
Association (B.A.U.M.) since 2016. In 2017,
the company joined the European Business
Ethics Network Deutschland (DNWE) and
became a signatory to the state of Baden-
Württemberg's WIN Charter for sustainable
business, marking its commitment to entre-
preneurial responsibility. In 2019, Porsche
became the first automobile manufacturer
to join the Value Balancing Alliance, together
with the Volkswagen Group. In 2020, the
company also joined the Responsible Mica
Initiative (RMI). This cross-industry coali-
tion campaigns for transparency and
improved labour conditions in mica mining.
The company will be heavily involved in
the working groups of its existing networks
in 2022 too and is looking to join more new
sustainability networks.
Sustainability is enshrined as a central
cross-cutting issue in Porsche's Strategy
2030. Responsibility for this lies directly
with the Chairman of the Executive Board,
with additional support from the Member
of the Executive Board responsible for
Production and Logistics and the Member
of the Executive Board responsible
for Procurement.
SUSTAINABILITY ORGANISATION
→ GRI 102-43
Another key body is the Porsche Sustainability
Council, which has been guiding the company
Sets sustainability priorities
and strategic focus
into a more sustainable future since 2016.
Here, external specialists from the fields
Porsche's business activities touch on the
interests of many people around the world.
The company engages in proactive dialogue
with its stakeholders and continuously ex-
pands this dialogue. Mutual understanding
and acceptance can only be established
on the basis of the open and transparent
exchange of information and opinions.
Stakeholder management at Porsche takes
a 360-degree approach that aims to system-
atically record the expectations of each
stakeholder group. Their feedback is then
reflected upon and used in strategic planning.
The interests and perspectives of the various
stakeholders are used to identify and take
into account key social trends. These can
then be incorporated into the company's
decision-making. Vice versa, Porsche trans-
parently communicates what scope for
action the company sees regarding current
changes and which conditions and param-
eters apply.
Environment and Sustainability
Steering Committee
Events such as the Neighbourhood Dialogues
held at the company's sites enable Porsche
to establish personal contact with the stake-
holders. Since 2016, these have given, among
others, local residents the opportunity regu-
larly engage with Porsche experts and raise
specific issues. The coronavirus pandemic
and the legal requirements meant that the
events planned for the reporting year could
not take place as normal. Instead, Porsche
increasingly drew on virtual exchange with
the key figures and groups in order to obtain
direct feedback and input. If necessary,
stakeholders can contact the departments
responsible for sustainability directly using the
email address
meetings, employee information events,
specifically themed weeks and digital
events also form part of the extensive array
of internal communications.
The most important sources of information
for thought leaders, decision makers and
customers include the Porsche magazine
Christophorus, the online Newsroom with its
Twitter and Instagram channels, the web-
based TV channel 9:11 Magazine, the 9:11
Porsche podcasts and the Porsche website.
Porsche's employees also have many ways
of contributing their own thoughts and ideas
and of interacting directly with their line
managers. All internal communications are
published in digital and printed formats
through the Carrera media. The Carrera
Online web pages and the Carrera Magazine
provide the employees with information on
the latest developments in the area of sus-
tainability. Regular works and departmental
Stakeholder management tools
An exchange that is beneficial for all sides
must be based on trust. This serves as the
foundations of any long-term relationship
between Porsche and its dialogue partners.
Trusting exchange with our stakeholders
must be geared towards the long term and
be nurtured on an ongoing basis. Porsche
believes it is important for people to talk to
one another, not about one another. The
company's approach seeks to understand
different positions by adopting different
perspectives, jointly overcome challenges
and foster long-term partnerships. It does
this through various media and dialogue
formats in all kinds of internal and external
communication channels.
Complaints management
→ GRI 102-40, 102-42, 102-43, 102-44
AND DIALOGUE ✓
Porsche logs its internal and external stake-
holders' questions, suggestions and concerns.
The centralised complaints management
function in the Politics and Society and
Environment and Construction Management
departments serves as the central contact
point regarding complaints and suggestions
for improvements at the Porsche sites.
This enables the company to respond more
quickly, if necessary.
PORSCHE
Investors and
analysts
STAKEHOLDER COMMUNICATIONS
Sustainability management
Consolidates measures across
all the departments and
devises the strategic content
for the areas of action
Porsche
Sustainability Council
Provides input
Sustainability department
81
Manages the sustainability strategy
and the sustainability bodies
Interface to the Volkswagen Group's
sustainability management
Subject-specific
working groups
Develop and implement
concrete sustainability measures
and programmes
80
Implements sustainability projects
sustainability@porsche.com.
S-VP 1001
DIVERSITY AND EQUAL OPPORTUNITY ✓
DIVERSITY OF VIEWS IS AN INTEGRAL PART OF THE PORSCHE CORPORATE CULTURE
S.PR 1203E
2155
Porsche actively champions diversity and
inclusion in the workforce. The premium
manufacturer wishes to create an envir-
onment which promotes each and every
person's individuality in the interests
of the company. Porsche firmly believes
that diversity of views drives innovation
and therefore represents a key success
factor. Active diversity management
creates new ideas, a better understand-
ing of the market and greater employer
attractiveness.
PORSCHE RANKED SECOND
IN THE WOMEN CAREER
INDEX AND NAMED
NEWCOMER
Social
110
PORSCHE ALSO OFFERS TRAINING AT INTERNATIONAL SITES IN ACCORDANCE WITH EUROPEAN STANDARDS
FESTO
In the area of transparency and workplace
standards, Porsche was part of a pilot pro-
ject which kick-started traceability using
blockchain technology. Together with the
Responsible Mica Initiative and other repre-
sentatives, Porsche also gave a presentation
to the OECD Forum on the topic of the
responsible procurement of mica, thereby
raising people's awareness of this issue.
Remarkable success was achieved in the
area of community empowerment in spite
of the coronavirus crisis. More than 3,000
households were provided with hygiene
items and food during the pandemic. In total,
some 11,000 people were reached through
the local projects.
111
Significance for stakeholders and society
With this orientation, Porsche wishes to
serve as a role model in the social con-
text. The company therefore promotes
diversity and inclusion outside of the
factory gates too. Its activities here in-
clude social support projects and finding
voluntary placements for employees.
Voluntary engagement serves society
and broadens the helpers' horizons.
In addition, a company complaints desk has
been set up at Porsche, to which employees
can turn in the event of discrimination or to
which they can submit a complaint for review.
Safeguarding and promoting diversity
and equal opportunity are highly import-
ant to Porsche and are enshrined as
corporate principles. It is a matter of
course for Porsche to offer all the em-
ployees the same opportunities. The
company rejects all forms of discrimin-
ation. Porsche is pursuing the goal of es-
tablishing an inclusive culture, promoting
diversity of views and appreciating people's
differences. This enables the employees
to contribute their personalities and
develop their personal potential, which
encourages appreciative and tolerant in-
teraction and taking a positive approach
to different perspectives. This is all
geared towards the achievement of a
high level of productivity, competitive-
ness, innovative capacity, creativity and
efficiency. The employees' sense of be-
longing and communal spirit are to be
bolstered at the same time. This is like-
wise enshrined in the Porsche family's
cultural self-image.
PORSCHE IS PURSUING
THE GOAL OF ESTABLISHING
AN INCLUSIVE CULTURE,
PROMOTING DIVERSITY
OF VIEWS AND
APPRECIATING
PEOPLE'S
DIFFERENCES.
By adding their signature to the Charta der
Vielfalt (Diversity Charter) in 2019, the
Executive Board and Works Council set out
in writing their commitment to diversity as
part of the corporate culture. The Diversity
and Equal Opportunity department is re-
sponsible for the long-term implementation
and safeguarding of equal opportunity and
diversity. This is based within the Learning,
Corporate Culture and Change division as a
source of input and an expert partner.
Porsche has set itself
the goal of increasing
diversity within the company
by 2030. For example,
the premium manufacturer
wishes to establish a quan-
tifiable number of mixed
teams throughout the
organisation. The basis for
this is the strengthening
of a mindset among all
employees that is conducive
to diversity. This involves
creating an awareness of
the positive effects of and
the complexity of diversity.
Porsche has set itself the goal of increasing
diversity within the company by 2030. For
example, the premium manufacturer wishes
to establish a quantifiable number of mixed
teams throughout the organisation. The basis
for this is the strengthening of a mindset
among all employees that is conducive to
diversity. This involves creating an awareness
of the positive effects of and the complexity
of diversity. At the same time, a corporate
culture is to be established which perceives
the employees' differences as an advantage
and a competitive factor for the company -
regardless of gender, nationality, ethnic ori-
gin, religion, disability, age, sexual orientation
or identity.
Porsche has a whistle-blower system in place
via which possible violations of equal oppor-
tunity and equal treatment can be reported.
Possible violations of the rules are followed
up by this system, taking into account data
protection, labour law and co-determination
requirements. If violations are identified, ac-
tion is taken accordingly.
PORSCHE WISHES TO
SIGNIFICANTLY
INCREASE THE
PROPORTION OF
WOMEN IN
MANAGEMENT
POSITIONS
BY 2025.
Targeted promotion of diversity
As a matter of principle, Porsche selects,
hires and promotes its employees according
to their qualifications and skills. Based on
the gender quota required by law, the sports
car manufacturer has set itself the target of
increasing the proportion of women in man-
agement positions by 2025. The proportion
of women at the first and second manage-
ment levels below the Executive Board are
to be increased to 20 per cent and 18 per
cent respectively.
To achieve this, all managers are required to
increase the proportion of women at all
management levels as well as in the pool of
young employees. Likewise to make gender
diversity quantifiable at Porsche, the com-
pany participated in the Women Career Index
(FKI), a management tool for the advance-
ment of women in business, for the second
consecutive year. Porsche was ranked sec-
ond overall and was also named Newcomer
of the Year.
OF THE YEAR.
place Standards and Community Empower-
ment, and on the strategy review task force.
Diversity as a corporate principle
The initiative was founded in Paris in 2017.
In 2021, the initiative published the Global
Mica Standard as a global workplace standard.
It promotes safety and fair labour conditions
and wages at the processing companies.
Companies that join the Responsible Mica
Initiative commit to introducing and imple-
menting these standards. The initiative is
supported by a range of representatives from
the paint, pigment, textile, plastics and
cosmetics industries. In the year under re-
view, Porsche was proactively represented
on the initiative's Board of Directors, in
the programmes Transparency and Work-
Porsche delivers on this target with
its social engagement. As a partner to
society, Porsche has a lasting effect
within communities and proactively con-
tributes to the strengthening of global
partnerships. The company enters into
strategic partnerships with other organ-
isations itself, tackling tasks for groups
within society in a targeted manner.
Porsche gauges the impact of these
projects with the aid of recognised im-
pact assessment methods. In all of its
strategic flagship projects, Porsche
seeks to establish a demonstrable and
quantifiable impact assessment, there-
by making it possible to continuously
improve its engagement. With these
measures, Porsche contributes to the
strengthening of global partnerships
and to SDG 17 being achieved.
Responsible Mica Initiative
4
Back in 2020, Porsche created a core team
comprising representatives of all the relevant
organisational units which promotes social
engagement projects. This body meets
on a monthly basis. The aim is to jointly
determine and implement the strategy and
to network the departments to this end.
The core team set up a company fund in
the year under review with which project
ideas from throughout the company can be
financially supported. In the same year, the
fund was used among other things to help
further develop the Porsche hilft programme
as a volunteering platform.
QUALITY EDUCATION
For Porsche, education is the key to sus-
tainable development. All of the activities
within the "Partner to society" strategy
field are therefore run under the umbrella
of empowerment and education.
FOR PORSCHE,
EDUCATION IS
THE KEY TO
SUSTAINABLE
DEVELOPMENT.
The PAVE programme is a strategic
initiative launched by Porsche. The
impact of this international vocational
training programme for young people
is assessed too.
17
PARTNERSHIPS FOR THE GOALS
To boost sustainable development at
the global level, the United Nations
set the target of promoting effective
public, public-private and civil society
partnerships.
108
Social
PAVE - VOCATIONAL TRAINING IN TECHNICAL PROFESSIONS FOR DISADVANTAGED YOUNG ADULTS
109
Porsche uses projects to
campaign for people whose
social environment is directly
or indirectly related to the
Mica is used as a raw material in many indus-
trial and cosmetic products. Porsche pro-
cesses mica too and is therefore involved in
the Responsible Mica Initiative.
company. This applies both to
The aim is to conserve the
environment, guarantee good
labour and living conditions
and boost social cohesion.
Sustainability Festival
"Shaping the future together" was the motto
of Porsche's first Sustainability Festival held
for all the employees. Over five days, those
responsible presented the strategy fields
"Decarbonisation", "Supply chain responsibil-
ity", "Diversity", "Partner to society" and
"Circular economy". Internal and external
experts gave presentations. The live pro-
gramme, which changed daily, was comple-
mented by many other formats held on an
interactive platform. For example, various
quizzes and an escape game served as points
of entry to the topic of sustainability. Suitable
audio accompaniment came in the form of
a playlist specially compiled for the festival.
The employees were encouraged to become
Porsche sustainability ambassadors. The
festival communicated concrete ideas re-
garding how each and every employee could
contribute to a liveable future. The project
serves as a role model, demonstrating that
sustainability remains a strategic priority for
the company's future even during the corona-
virus pandemic. It is therefore important that
all the employees be informed about and
made aware of sustainability issues. We can
only shape the future together.
Porsche Aftersales Vocational Education
The Porsche Aftersales Vocational Education
(PAVE) programme has been training highly
qualified employees in technical professions
for more than 10 years. They are trained at
international sites in accordance with Euro-
pean standards. The employees are then
appointed to the dealer organisations of
Porsche and other Volkswagen Group brands
around the world. Both the trainees and the
Group benefit from PAVE. For example, it
affords predominantly disadvantaged young
adults access to sound, first-class vocational
training. The dealer organisations are pro-
vided with highly qualified employees. And
thanks to long-term, strategic school part-
nerships, vocational training skills are em-
bedded locally. PAVE therefore has a lasting,
effective impact. At the same time, changes
in vocational training needs are responded
to flexibly and in advance. Promising future
prospects and development opportunities
are created for the programme graduates.
These lead not only to greater self-deter-
mination for the individuals, but also to so-
cial improvements.
CASCADE
Porsche and Michelin are campaigning for
the sustainable extraction of natural rubber.
With the project CASCADE (Committed
Actions for Smallholders Capacity Develop-
ment), the sports car manufacturer and the
tyre manufacturer are championing greater
transparency and better labour conditions
during extraction of this raw material. With
the initiative, the partners are supporting
numerous smallholders involved in rubber
extraction in Sumatra, Indonesia. Training and
education in production practices, biodiver-
sity and occupational health and safety aim
to lastingly improve the smallholders' circum-
stances and economic situations. Indonesia is
one of the world's primary rubber producers.
Porsche and Michelin identified potential
supply chain sustainability risks related to
rubber extraction on the basis of analyses,
conducted among other things with a spe-
cially developed app, and talks held locally.
The initiative is training more than 1,000
smallholders to make their production meth-
ods more environmentally friendly and more
efficient. Porsche and Michelin are jointly in-
vesting some one million euros in the project
which is initially set to run until 2024.
Porsche hilft
Porsche broadened its support in view of
the global consequences of the coronavirus
pandemic. It is in this context that the
Porsche hilft initiative was established last
year. This complements the company's
extensive financial aid with the placement
of voluntary helpers.
A digital placement platform lists organisa-
tions and associations that need the sup-
port of volunteers. Individuals and teams,
be they Porsche newcomers or retirees, can
then quickly and straightforwardly see
where help is needed. The individual pro-
jects and organisations are aligned with the
Porsche strategy and in particular with the
sustainability aspects of engagement and
empowerment. The employees frequently
make use of this service, with hundreds of
hours of voluntary commitment having
already been accrued. Trees have been
planted, reading evenings have been organ-
ised at facilities for the disabled, and dis-
advantaged youths have been prepared for
embarking on a career.
Voluntary engagement is an integral part of
Porsche's cultural self-image. The platform
therefore continues to be developed and the
array of possible assignments expanded.
With Porsche hilft, the company is focusing
more than ever before on people - each
and every one of us can make an important
contribution to society and have a lasting
positive influence on it.
PORSCHE IS INVOLVED IN THE RESPONSIBLE MICA INITIATIVE
its own sites and to its direct
suppliers and business partners.
2
in the year under review.
Working and learning
during the pandemic and
managers' awareness of equal opportunity
and diversity is continuously raised in the
Porsche Leadership Labs. A digital "diversity
toolbox" assists them in their day-to-day
work and management roles and provides
an overview of the relevant performance in-
dicators. The toolbox features a large num-
ber of different measures, tools and ideas
which enable managers and their teams to
make diversity of views experienceable in
all its dimensions and question traditional
patterns of thinking and behaviour. The ma-
jority of the training and event formats were
switched to digital media in 2020 as a con-
sequence of the coronavirus crisis. Other
virtual and hybrid formats were added in
the year under review, including the Diver-
sity Days, which were held for the fifth time,
and initiatives in relation to this year's Inter-
national Women's Day.
The significance of new content offerings
with regard to how the "new normal" is han-
dled therefore increased in the year under
review. Working and learning during the pan-
demic and the transformation advancements
necessitate key skills and new professional
abilities. These were jointly developed by HR
and the departments.
Mindfulness and hybrid management
Working flexibly, be it in the office or from
home, calls for an array of options to be of-
fered to the employees and managers ac-
cordingly. The objective is to ensure that
"hybrid" collaboration within a team goes
smoothly and that the new ways of working
are given the best possible design. For ex-
ample, the simulation of practical examples in
the "Managing hybrid teams" training course
allowed decisions, the team's reaction to
these and their work results to be addressed
in an entertaining and fun way.
It is also important that every member of
a team maintains or improves their own
achievement potential. Here too, virtual work-
shops and tricks were developed which allow
for self-assessment and which provide con-
crete tips regarding how to be more mindful
of oneself and others in day-to-day work.
The topic of mindfulness is in great demand.
In view of this, a podcast entitled "Brennen
statt Ausbrennen" (meaning "Fired up, not
burnt out") was created in the year under re-
view, based on the content of the "Promoting
self-management skills" training course. Com-
prising five episodes, the podcast addresses
various aspects of mindfulness, resilience and
work-life balance, and teaches practical exer-
cises for use in day-to-day work.
Digital learning
The podcast is made available centrally via
the Porsche podcast app, which is offered ex-
clusively to the employees. It serves as a cen-
tral platform for numerous internal podcasts
from various business divisions. The podcast
app therefore expands the array of digital ser-
vices by another important building block and
promotes needs-based learning which is flex-
ible in terms of time and location.
Overall, what's known as the Porsche learning
ecosystem was expanded by a large number
of innovative and user-centric tools and for-
mats in the year under review. For example,
PORSCHE IS EVALUATING THE POTENTIAL OF VR HEADSETS FOR PRESENTATION TRAINING
the 360° Feedback app was used during the
Porsche Leadership Labs once again and was
further professionalised. Online simulations
were also used in the areas of change man-
agement and hybrid management. This in-
volved the potential of VR headsets to assist
with presentation training being evaluated. At
the heart of these activities is the goal of cre-
ating a unique learning experience which use-
fully integrates the formats, tools and
offerings, thereby supporting the employees
in self-managed, social and also trainer-
based learning.
From Fit for Digit@l to the Digital Academy
The Fit for Digit@l knowledge initiative has
reached more than 5,000 employees
throughout the company in recent years
and has familiarised them with digital trans-
formation. In a variety of formats and offer-
ings, the digital world is made tangible and
the company's digitalisation strategy is com-
municated. To date, primarily beginners'
knowledge has been taught in the more
than 170 hours of mainly digital learning
opportunities. This year, however, the array
of professional training with a higher level
of specialisation was also significantly ex-
panded. The Porsche Digital Academy is nei-
ther an academic institution, nor a purely
online service. Rather, it sees itself as an um-
brella operation for all of Porsche's qualifica-
tion opportunities relating to digital skills. In
collaboration with internal and external ex-
perts, the Learning, Corporate Culture and
Change main department provides cross-
The importance of new
online training increased
Many of the training and professional devel-
opment sessions were held virtually in 2020.
the transformation
advancements necessitate
key skills and new
professional abilities.
is therefore an important element of what's
known as Porsche Workforce Transform-
ation, with which Porsche is seeking to
successfully develop and implement new
technologies and business fields. The port-
folio ranges from coding base camps and
hybrid training modules to "nanodegrees"
and certification courses given by recognised
specialists and universities. In the year under
review, up to 1,500 participants were assist-
ed in building up their professional skills in
the areas of software development, Al and
data, IT architecture, cloud computing, digital
security and agile work methods.
Gradual return to face-to-face teaching
After 2020 having been very much domin-
ated by virtualisation of the qualification
portfolio, an increasing number of face-to-
face training modules was offered in the
year under review. With the inauguration of
Schlossgut Harteneck as a new campus,
a new, innovative training site for manage-
ment qualifications was established. This
boasts a learner-centred environment where
no two rooms are alike. The unique design
and layout of the training space meets with
positive feedback across the board from the
participants and the trainers. The Learning
Campus inaugurated in Stuttgart-Zuffen-
hausen in autumn has likewise met with posi-
tive feedback. This new training space is
used for the qualification of employees and
caters to the increasing expectations of an
interactive approach to modern qualification.
The room configuration allows for flexible use
and also facilitates a hybrid training setting.
Start of the new management programme
Porsche introduced a new management pro-
gramme in the year under review based on
the revised requirements for the assumption
of management functions. It is aimed at em-
ployees taking on a management function
for the first time. They are offered intensive
support in their new roles as disciplinary or
functional managers in the form of perfectly
tailored qualification measures. The pro-
gramme focuses on three key areas -
strengthening the management role faced
with the conflicting priorities of operational
versus innovative tasks, managing in-person,
hybrid and virtual teams, and moulding one's
own scope for action to create value.
Survey in the context of Strategy 2030
Porsche's success is founded on the perform-
ance of its employees, who apply their skills
and knowledge to the company. For this to be
the case, it is important that needs-based
development opportunities continue to be
offered in the future too.
How are the current development paths re-
ceived? What expectations do the employ-
ees have regarding their development at
Porsche? The sports car manufacturer ob-
tained answers to these questions in a rep-
resentative employee survey conducted in
October 2021.
The employees were selected at random
from among the entire workforce. Over
60 per cent of them participated. The results
offer a new angle on a career at Porsche.
They are used to derive measures on the
topic of HR development and to elaborate
development paths for what's known as
Porsche Workforce Transformation within
Porsche's Strategy 2030.
Measuring effectiveness
The feedback form developed in 2020 as-
sesses all of Porsche's qualification measures.
It was implemented at the beginning of the
year under review. A new aspect of the form
is that it does not only record learning out-
come directly upon the conclusion of training -
it also records the employees' opinions 90
days later. An assessment can then be made
regarding how what they learned is being ap-
plied in their day-to-day work. The sports car
manufacturer also defined other performance
indicators that shed light on the contribution
made by the interdisciplinary qualification
portfolio. Designed to boost the effective-
ness of the measures, these are summarised
and clearly illustrated. The half-yearly evalu-
ation is made available both to those respon-
sible for the products and to management
representatives. The intention is to improve
the participants' satisfaction with the inter-
disciplinary qualification measures and con-
tinuously improve the processes.
DIGITAL EXPANSION OF THE PORSCHE LEARNING ECOSYSTEM
116
In the year under review, Porsche estab-
lished long-term impact assessment for all
of its strategic flagship projects. With its ac-
tivities in the "Partner to society" strategy
field, the company aims to achieve a high
reach and have a major effect. Determining
the reach makes it easier to understand the
scale of different projects. Specifically, the
sports car manufacturer records the added
value that Porsche projects generate for so-
ciety and whether the measures went far
enough to promote people in the medium
to long term.
Social
departmental qualification options that allow
employees to expand their digital skills. It
EMPLOYEE DEVELOPMENT AND SOCIALLY
ETHICAL TRANSFORMATION
115
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Key elements here in the year under review
were interaction, discussion, intensive
dialogue and exchange within the Porsche
workforce. An International Diversity Com-
munity was founded as a means of exten-
sively promoting diversity. This is a forum
which brings together all the Porsche
subsidiaries around the world and their
respective diversity managers. The com-
munity has a shared fundamental under-
standing of diversity. Its purpose is to
strengthen the global perspective of diver-
sity and equal opportunity as an area of
action within Strategy 2030. It is provided
with tools and ideas for the concrete im-
plementation of diversity of views in the
Porsche markets, enabling them to learn
from one another on the basis of dialogue
and exchange.
Porsche's international women's network
likewise serves as an important platform for
knowledge exchange across the various de-
partments. The network now has more than
1,000 members. As a source of input for
product development from a female per-
spective, it offers a variety of dialogue for-
mats and informal support such as case
advice offered by co-workers. In addition to
the women's network, the Proud@Porsche
Community is an integral part of the
Porsche culture too. Proud@Porsche is an
internal LGBTIQ network which serves the
employees as a platform for networking and
regular exchange. Other exchange formats
include Porsche Mentoring, which was
expanded in 2021, the Diversity Strategy
Talks and the dialogue conducted within
Porsche's Strategy 2030 or at the Sustain-
ability Festival.
112
Social
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
113
ATTRACTIVENESS AS AN EMPLOYER
Employees are one of the four key target
groups in Porsche's overarching Strategy
2030 alongside the customers, society and
investors. Porsche's primary goal in this
area is to remain an attractive and reliable
employer. What this first and foremost
means for the sports car manufacturer is
consistently focusing on the workforce and
assuming responsibility as an employer.
Being an attractive employer is therefore
a core aspect of its HR strategy.
Porsche's corporate culture
Porsche sees a strong corporate culture as
a key foundation. It serves to rise to stra-
tegic challenges and enable the company's
successful transformation. The Porsche
Code offers long-term guidance here as
well as a target vision for the employees and
managers. It allows them to actively co-de-
termine the ongoing further development
of the Porsche culture and contribute to on-
going improvement.
Porsche sees a strong
corporate culture as a key
foundation. It serves to rise
to strategic challenges
and enable the company's
successful transformation.
The Porsche Code offers
long-term guidance here
as well as a target vision
for the employees and
managers.
One of the central goals of Strategy 2030 is
to be an attractive and reliable employer.
For Porsche, this above all means keeping the
promises it makes its employees and turning
them into a tangible reality in everyday work-
ing life. Talented individuals in the labour
market should perceive Porsche as a top em-
ployer. This is dependent on it having a high
degree of credibility. This is the only way
Porsche can attract the most qualified staff
and retain them in the long term. The com-
pany wishes to recruit experienced and cre-
ative IT and digitalisation experts in the fields
of the future and is continuously stepping up
its efforts here.
Porsche is looking for new employees who
will actively help shape the future of mobility
and thus drive social change. The company
has taken various steps to this end, such as
the Sustainable Career employer branding
campaign and partnerships with relevant
universities and organisations, including its
collaboration with Formula Student Ger-
many and the programming schools 42 in
Wolfsburg and Heilbronn. With this special
engagement, Porsche secures talented young
individuals to whom it is especially important
that their work has more meaning than merely
financial incentive.
Work-life balance
Porsche strives to ensure that its staff can
achieve a work-life balance. Employees receive
support from a wide variety of different meas-
ures and options. For example, local cooper-
ation partners ensure that regular childcare
places are available in nurseries close to the
company's sites. Furthermore, in emergencies,
additional childcare places are available at day
care centres in Stuttgart. Parents can also
take their children to work for a few hours.
In summer, the children of employees can
attend a school holiday programme that runs
throughout the holidays. Through its family
service, Porsche offers extensive, free and
individually tailored advice and support on all
aspects of family life, in particular for parents-
to-be and in the area of care for the elderly.
Social
114
BEING AN ATTRACTIVE EMPLOYER IS A CORE ASPECT OF PORSCHE'S HR STRATEGY
Measuring employee satisfaction ✓
It is very important to Porsche that its em-
ployees are actively involved in processes
and that their opinions, views and sugges-
tions are all listened to. The company gauges
the satisfaction levels among its employees
with the mood barometer. This annual em-
ployee survey also determines the company's
attractiveness as an employer internally. The
sports car manufacturer is additionally inter-
ested in the employees' views regarding the
company's integrity and its collaboration
with the Volkswagen Group. The results of
the mood barometer are used to identify po-
tential areas for improvement and provide
managers with information on areas requir-
ing attention in their organisational units. In
fixed follow-up processes, the managers and
their employees jointly define suitable meas-
ures with the support of the team responsible
for the mood barometer, which has various
tools at its disposal. The aim is to secure the
long-term implementation of the derived
measures in the organisational units. More
than 16,000 Porsche employees partici-
pated in the 2021 mood barometer survey,
which corresponds to a participation rate
of 74 per cent. The mood index, one of the
mood barometer's primary metrics, came in
at 79.1 out of a possible 100 index points
in the year under review, thus confirming the
previous year's level.
THE MOOD INDEX CAME IN
AT 79.1 OUT OF 100 INDEX
POINTS.
tration, and IT/computer science). In the
weighted overall ranking comprising all
areas, Porsche was ranked second by the
target group of young professionals. In
the Universum Young Professionals Survey,
the company defended its previous year's
top spot, taking first place once again in the
area of engineering and knocking Google
off the top spot in economics and business
administration. And last, but not least,
Porsche was again voted the most attract-
ive employer in the automotive industry in
a study conducted among students and
future graduates by Automobilwoche and
the Institute of the Automotive Industry
(IfA). The company therefore reaped the
Automotive TopCareer Award again in
2021, as it did in 2020.
Managers have a key role to play in raising
awareness of the importance and added
value of equal opportunity and diversity in
management and the workforce more gen-
erally. Within the Volkswagen Group pro-
gramme Together for Integrity, the
The company's top rankings in the previous
year among the target groups of engineers
and economists were likewise confirmed
once again. In the Trendence Institute's an-
nual student survey, Porsche improved its
scores across all the target groups (engi-
neering, economics and business adminis-
| ||
MORE THAN 130,000
APPLICATIONS IN
RESPONSE TO
OVER 3,800
ADVERTISED
VACANCIES.
Porsche's high level of attractiveness as an
employer is demonstrated by the number of
applicants, which remains high - in 2021,
the Porsche Group received more than
130,000 applications in response to over
3,800 advertised vacancies. Once again dur-
ing the year under review, the sports car
manufacturer was ranked as a top employer
by students in verified employer rankings. In
the Universum Student Survey, Porsche was
again named the most attractive employer
for engineers in 2021.
Further options range from flexible working
hours aligned to the employee's current
phase of life through to care leave to support
family members. Employees may also take
sabbaticals and have the option of working
part-time. Many employees decide to take
parental leave. Porsche then helps these in-
dividuals make a smooth return to work,
arranging further qualifications for them dur-
ing their absence that will simplify the pro-
cess of returning to work.
Porsche takes account of its employees' in-
dividual needs and promotes flexible working
options with regard to workplace and work-
ing hours, giving them a high degree of flexi-
bility regarding their personal circumstances.
This flexibility was further enhanced in 2021
with the amended works agreement regard-
ing mobile working, which allows up to 12 full
days of mobile working per calendar month.
Mobile working by the hour also remains an
option. An exceptional rule was applied in the
year under review due to the coronavirus
crisis, with the permitted time for working
hours being extended and with interns and
trainees being incorporated too. Porsche em-
ployees are free to decide where and, to a
certain extent, when they perform their work
if their role can be carried out remotely.
It is very important to
Porsche that its employees
are actively involved in
processes and that their
opinions, views and
suggestions are all listened
to. The company gauges
the satisfaction levels
among its employees with
the mood barometer. In
total, 74 per cent of the
workforce participated in
the survey.
Do
In all of its strategic projects, Porsche seeks
to establish demonstrable and quantifiable
success monitoring. The sports car manufac-
turer wishes to use targeted measures to im-
prove people's awareness and skills, enabling
them to apply what they have learned in day-
to-day practice. Porsche also maintains con-
tact with the participants after completion of
the project. In this way, the company deter-
mines whether a project is having a lasting
positive influence on their lives and how their
life situations have changed.
SINCE 2014, THE COMPANY
HAS REDUCED THE WATER
CONSUMPTION PER
VEHICLE OF ITS OWN
PRODUCTION ACTIVITIES
BY MORE THAN
16 PER CENT.
PARTNER TO SOCIETY
Eurotrailers are used at the Stuttgart-Zuffen-
hausen site, thus eliminating more than
3,500 trips each year and therefore around
10 per cent of CO2 emissions. Porsche uses
LHVs for deliveries of materials (inbound
logistics) and for finished vehicle transporta-
tion (outbound logistics). These can hold
eight vehicles rather than the usual average
of six or seven, irrespective of how they are
loaded. This allows up to 2,000 HGV trips to
be eliminated a year. The finished vehicles
are transported from the loading stations in
Kornwestheim and Leipzig to the ports of
Emden and Bremerhaven. All of this rail
transportation has used renewable green
electricity since 2018.
THE USE OF EUROTRAILERS AT
THE STUTTGART-ZUFFENHAUSEN
SITE ELIMINATES MORE THAN
3,500 TRIPS EACH YEAR AND
THEREFORE AROUND 10 PER CENT
OF CO2 EMISSIONS.
The Volkswagen Group is one of the first
automobile manufacturers in the world to use
low-emission LNG vessels to ship finished
vehicles, on its route from Emden to North
America. This achieves substantial reductions
in emissions compared with traditional
methods up to 25 per cent for CO₂, up to
30 per cent for nitrogen oxides, up to 60 per
cent for particulates and up to 100 per cent
for sulphur oxides. There are currently two
ships being used to transport Group vehicles.
These can carry up to 4,800 vehicles.
98
Environment
99
PROTECTION OF BIODIVERSITY
As part of the ecosystem, biodiversity is vital
for human life. Protecting biodiversity there-
fore goes much further than mere nature
conservation. It is one of the greatest global
tasks of the modern age, alongside climate
change. Porsche recognises this and is ac-
tively committed to preserving biodiversity
at its sites.
Evaluating and managing biodiversity
Porsche's engagement here focuses on its
sites and their immediate environment. The
company's objective is to protect the occu-
pied and unoccupied natural landscape and
to minimise its own environmental footprint.
Porsche wishes to maintain biodiversity, allow
nature to operate and find its own balance and
secure the future capacity of nature and the
landscape to recover. The company therefore
pays particular attention to these aspects.
In order to better evaluate and manage bio-
diversity at its production sites, Porsche uses
an innovative biodiversity tool developed
by the Volkswagen Group. Since 2021,
Porsche has been one of the first brands in
the Volkswagen Group to use defined
biodiversity criteria to study its Stuttgart-
Zuffenhausen site.
THE BIODIVERSITY INDEX
RATING FOR THE STUTTGART-
ZUFFENHAUSEN SITE
IS CURRENTLY AT
44 PER CENT. THE
AIM IS FOR ALL
Various sustainable drive technologies were
in use in Porsche's logistics transportation
in the year under review including natural
gas HGVs, one hybrid HGV and one all-elec-
tric HGV. The range of LNG HGVs is 600
to 800 kilometres, so they can therefore be
used for long-range trips.
THE SITES TO
CENT BY 2030.
Five areas - surface management, internal
impact, external impact, local factors and
external factors are evaluated. This involves
53 parameters being logged per site in
25 clusters. For example, the biodiversity
rating in the area of surface management
can be improved among other things by ex-
panding flowered areas and by increasing
the number of species in the flowered areas.
A site's biodiversity index is calculated as
somewhere between 0 and 100 per cent.
Porsche's Stuttgart-Zuffenhausen site is cur-
rently at 44 per cent, meaning the target for
the year was achieved. As part of the zero-
impact factory concept, Porsche will seek to
get all of its sites to 100 per cent by 2030.
In the future, the company will increase its
use of environmental principles and near-
natural concepts. On the one hand, Porsche
will take into account the environmental
aspect and the contribution made to bio-
diversity. On the other hand, the maintenance
work required has a role to play too. For
example, highly diverse wild flower meadows
are cut just one to three times a year and
therefore require significantly less mainten-
ance than grass lawns. Other advantages of
near-natural company grounds include the
employees' improved well-being. This is
achieved on the basis of an attractive work
environment and higher building certification
ratings awarded by the German Sustainable
Building Council (DGNB).
Zuffenhausen near-natural company grounds
In summer 2021, an area of 2,000 square
metres was turned into recreational space
for the employees and the neighbourhood
as part of the project Naturnahes Firmen-
gelände. The cultivated pastures and native
plants also serve as a habitat for insects.
Sustainable concept for protection of honey bees
Germany's bee population is considered to
be at risk. More than half of the 560 native
types of bee are in danger of dying out and
more than 50 per cent of the wild bee types
are on the Red List of Threatened Species
(as at 2015). In Baden-Württemberg, it is
45 per cent of the 481 types of wild bee found
there. However, wild bees are indispensable
in the ecosystem as the primary pollinators of
many wild herbs and crops. Many species are
very constrained to specific flowering plants
as their source of pollen and nectar, and re-
quire special nesting places. With their polli-
nation function, wild bees have a significant
influence on the ecosystem and are therefore
classified as a keystone species. The loss of
such species can have serious consequences
for the entire ecosystem.
THE STUTTGART-ZUFFENHAUSEN
SITE IS HOME TO
13 BEE COLONIES,
EACH WITH
AROUND
50,000 BEES.
To conserve nature and species at the
Stuttgart-Zuffenhausen site, the company
therefore introduced 13 bee colonies,
each with some 50,000 bees, to a meadow
orchard located within the grounds in 2020.
Porsche introduced a further five colonies
there in the year under review. In addition,
another bee site was established in Zuffen-
hausen. There are now 10 new bee colonies
established at the edge of the woods be-
tween the central workshops and the former
Bosch grounds. In spite of the tricky weather
conditions, the company harvested the site's
first forest honey in the year under review.
The main plant in Stuttgart-Zuffenhausen is
the second company site to get its own bee
colonies since 2017, some three million
honey bees have occupied the off-road site at
the Leipzig plant which has been returned to
nature. The lives of the honey bees are also
the topic of the Porsche Safari environmental
education programme, which is organised
in cooperation with Auwaldstation Leipzig.
Between March and October, children,
school classes and families can take a tour
of the Porsche Leipzig off-road site and
discover everything there is to know about
its flora and fauna.
Porsche Leipzig's grazing concept is unique
in the automotive industry. In addition to
honey bees, the sports car manufacturer also
introduced Exmoor ponies and wild oxen to
the off-road site in 2002. The 132-hectare
natural space is also home to Finnsheep and
numerous wild animals.
ACHIEVE 100 PER
Throughout the value chain, the company's
logistics operations use the available CO₂ re-
duction potential, thereby making an active
contribution to the Paris Agreement as well
as combating global warming. Sustainability
is therefore a top priority for Porsche's logis-
tics operations. The sports car manufacturer
identified numerous measures and potential
options as part of the Green Logistics strat-
egy and then implemented them.
Green Logistics strategy
All the water pollutants of all hazard classes
produced at Porsche are transported,
filled into containers, stored or reused on
site. The company has reduced the risk of
production interruptions when handling
water-polluting substances by raising aware-
ness among the employees, fitting technical
protective devices to the production systems
and installing binding agent stations at out-
door locations.
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
CONSUMPTION OF RESOURCES AND SUS-
TAINABLE RAW MATERIALS IN VEHICLES
Many of the raw materials used in auto-
mobile production are finite or their extrac-
tion has a direct impact on the environment.
Porsche is therefore working on using
materials efficiently and reducing its primary
raw material needs. The sports car manufac-
turer is thus making use of or developing
environmentally friendly alternatives wher-
ever possible. This is especially important to
the company. Porsche therefore enshrined
targets for the use of sustainable materials
in all newly developed vehicle projects with
electric drives in 2021.
Efficient use of resources
Organisational prerequisites were estab-
lished at the strategic level and in the indi-
vidual departments in order for the targets
set to be systematically tracked. In an op-
erationalisation project, responsibilities were
defined, roles were assigned and target
tracking systems were established. The
company incorporated the vehicle and pro-
ject targets set into the target system for the
model lines and into the corresponding pro-
cesses. All the business divisions (Procure-
ment, Development, Production, Finance) are
involved in their realisation. The relevant en-
vironmental impacts are to be incorporated
even more into the vehicle development pro-
cess as an important decision-making factor.
Porsche wishes to reduce the negative en-
vironmental impacts of its material use. The
company is focusing on using secondary
or renewable raw materials in its vehicles.
Materials are additionally to be extracted and
sourced in environmentally responsible ways.
Porsche has therefore defined the proportion
of sustainable materials at the fleet level
(for example plastic recyclates and second-
ary source metals) as a performance in-
dicator for new vehicle projects as of 2025.
A higher proportion of sustainable materials
also reduces CO2 emissions in the supply
chain, thereby contributing to decarbonisation.
In addition to these approaches, Porsche
continues to work on the topic of light-
weight construction. Vehicle weight is to be
reduced on the basis of reduced material
use, thus also reducing energy consumption
and emissions.
Porsche is optimising methods of recycling
HV batteries together with the Volkswagen
Group and development partners, enabling
even more raw materials to be recycled.
And in a pilot project, used traction batteries
are being examined as part of a second-life
concept. If they are no longer suitable for
use in a vehicle, they can be used as station-
ary energy storage units instead.
Porsche founded the Cellforce Group for this
together with Customcells GmbH. This is
putting advanced approaches to the test.
The cell production waste is recycled by the
partner company BASF and turned directly
into cathode active material.
On the road, electric vehicles help save
the environment and improve air quality in
built-up areas. Given the raw materials and
production processes involved, the environ-
mental impacts of electric vehicles occur
primarily during the manufacturing process.
These can, however, be further reduced in
the future. Porsche is continuously improv-
ing battery production together with its
suppliers, for example by using electricity
from renewable energy sources in the up-
stream supply chain and in battery cell pro-
duction. In this way, the use of raw materials
in traction batteries can be further reduced,
the batteries' energy density and power in-
tensity can be increased and targeted use
can be made of the raw material sources
while having a reduced environmental im-
pact. Concepts allowing modular repairs,
should any be required in the traction bat-
tery, can also help conserve resources.
Sustainable raw materials
The concept of the circular economy is firmly
embedded as an area of action in the com-
pany's sustainability strategy as it seeks to
make more efficient use of resources. Targets
for and reporting on vehicle projects has
been established within strategy develop-
ment. In addition, the circular economy has
been expanded and optimised at the Porsche
sites and reuse and recycling concepts for
high-voltage batteries have been developed.
All the business divisions are involved in
regular dialogue.
Porsche is already increasingly taking envir-
onmental aspects into account in its advance
development. For example, research is being
carried out into the use of sustainable raw
materials and recycled materials for interior
upholstery and support components or when
awarding projects.
CONSUMPTION OF
RESOURCES AND RECYCLING
IN PRODUCTION ✓
Porsche's process facilities such as vehicle
leak testing equipment, washing equipment
and parts washing equipment operate largely
in a closed-loop system. The paint shops
conserve water by using cascade rinsing to
recycle water, while bath treatment helps to
extend life in pretreatment and in dip coat-
ing. The wastewater generated in production
is pretreated in approved systems in order to
remove or reduce pollutants. The effluents
are regularly analysed and monitored in ac-
cordance with the requirements of the au-
thorities. Porsche has installed water-saving
fittings in its bathrooms.
Water and effluents
Water is becoming increasingly scarce as
a resource. Porsche therefore uses it pru-
dently. It aims to reduce water consumption
and the production of effluents, thereby less-
ening the environmental impact of drinking
water and groundwater shortages. Since
2014, the company has reduced the water
consumption per vehicle produced in its own
production activities by more than 16 per
cent. None of the Porsche sites are located in
water stress areas.
Porsche will continue to systematically col-
lect waste which cannot be avoided separ-
ately. Wherever waste is produced, there are
bins which are labelled according to the dif-
ferent types of waste. The valuable materials
in the waste can then be used in the sub-
sequent waste disposal process. In addition,
when looking to award waste contracts,
Porsche gives preference to disposal facili-
ties that offer a materials recycling process.
This is continuously monitored by Porsche's
waste management officers, with improve-
ment potential being identified and tracked.
The levels of waste can be tracked by means
of digital waste logging. This helps with
the tracking of target achievement and
compliance with the statutory documenta-
tion obligations.
Porsche's waste management system is
based on a closed-loop system. Waste is
to be avoided at the zero-impact factory
and materials are to be increasingly recycled,
thereby conserving natural resources.
Waste management
In addition to reducing costs, responsible use
of natural resources has a positive effect on
the environment. Porsche therefore continu-
ously optimises its processes. For example,
the company modified the technical work-
flows at its paint shop, thereby further redu-
cing the use of chemicals in body pretreat-
ment and the consumption of water in its
wastewater treatment. Porsche also reduced
the use of structural adhesives in assembly
and the body shop by shortening the set-up
times, which also reduced the volume of
waste. Information technology was used to
identify and exploit potential for the needs-
based shutdown of drives and ventilation
systems. This saves more than 400,000 kWh
of electricity at the Stuttgart-Zuffenhausen
site a year.
The company is also committed to protecting
biodiversity around the Porsche Development
Centre in Weissach. A guide was developed
to this end together with experts in the fields
of landscape planning and species conserva-
tion. This gives concrete recommendations
for future planting and the creation of green
spaces. The aim of the transformations is to
create a wildlife corridor leading to the local
natural structures and species outside the
development centre. Special attention was
paid here to especially protected species of
wild bee. To improve their conditions of exist-
ence, wild bee pastures were created in the
green spaces along specific park areas and
the southern approach road. Other measures
Resource efficiency
Porsche has established an audited environ-
mental management system which is certi-
fied throughout the company in accordance
Porsche is systematically working on
achieving the targets set as part of its strat-
egy. Important elements here are the reduc-
tion targets regarding energy, CO 2, waste,
water and VOC per vehicle, which are to be
reduced by 45 per cent between 2014 and
2025. Using water as efficiently as possible
on the basis of circulation systems and
multiple reuse and the careful handling of
contaminated production wastewater are
important aspects in this regard. Avoiding
waste, harnessing low-waste technologies
and deploying sustainable disposal solutions
are key elements of Porsche's waste man-
agement concept. The company's Environ-
mental protection resource regulation
serves as an internal guideline and is also
binding on suppliers.
PURSUING THE
VISION OF A
ZERO-IMPACT
FACTORY.
WITH ITS STRATEGY 2030,
PORSCHE IS
Vision: environmentally neutral production
Porsche is striving to achieve environmental-
ly neutral production. With its Strategy
2030, the sports car manufacturer is on its
way to achieving its goal of a zero-impact
factory. This target vision is based on 11
specific areas of action including resource,
material and energy efficiency, and efficient
water usage. Other categories include tech-
nology and processes as well as logistics,
which likewise influence the company's con-
sumption of resources.
Natural resources are finite. But humankind
is consuming significantly more resources
than the earth is able to produce. Industrial
enterprises undertake to do business more
sustainably and reduce their raw material
consumption. In this regard, Porsche is pur-
suing the vision of a zero-impact factory, in
other words production that has no negative
impact on the environment. The company
has also made a commitment to the 1.5-de-
gree target of the Paris Agreement.
with the ISO 14001 environmental standard
and, at the Stuttgart-Zuffenhausen site,
in accordance with EMAS. In addition, energy
management systems in accordance with
ISO 50001 have been implemented at the
Stuttgart-Zuffenhausen, Weissach, Leipzig,
Sachsenheim and Schwarzenberg sites.
Employee participation in these efforts is
essential. The employees' awareness regard-
ing this topic is raised by means of various
activities such as online training. More than
300 individual measures have been imple-
mented since 2015.
in the project Naturnahes Firmengelände are
in the pipeline. In this way, biodiversity and
habitat variety will continue to be promoted
at the Weissach site.
100
UNIQUE GRAZING CONCEPT
Porsche is developing innovative products
and services as an expression of flexible
mobility which is in keeping with the needs
of the times. The aim is to make personal
mobility sustainable and to make smart cities
a reality. It is a question among other things
of demand-oriented car usage options
(for example, flexible usage models and pre-
mium rental) and seamless connection to
other forms of transport.
Electrification of the Porsche fleet therefore
also has an important part to play in the
development of mobility products. All the
services offered under the Porsche Drive
umbrella brand are a response to changes in
the customers' wishes. They reconcile flex-
ible, digital and personalised use with elec-
tric vehicles. Flexible solutions such as
Porsche Drive Flex, Porsche Drive Subscrip-
tion and Porsche Drive Rental are designed
to make it even easier for the customers to
get into electromobility. They allow custom-
ers to experience electric driving for an ex-
tended period without having to immediately
commit to something. Porsche is therefore
closely linking electromobility and mobility.
In the Porsche Drive Flex pilot project,
customers can choose from among various
vehicles within their subscription and define
their choice of vehicle via the app. The
Taycan is also available under Porsche Drive
Subscription, which closes the gap between
short-term rental (up to 28 days) and trad-
itional leasing (from 12 months). The Taycan
model series was offered with special
conditions to generate added incentive.
Targeted collaboration
To keep pace with the changing require-
ments, responsibility for mobility services
was pooled under the auspices of Porsche
Financial Services. The mobility offerings are
developed and scaled globally in close collab-
oration with Porsche AG, the importers, the
subsidiaries of Porsche Financial Services
and other internal and external partners. The
products offered are to be as efficient as pos-
sible so as to afford the customers a premium
user experience. The development of digital
solutions in close cooperation with Porsche
Digital GmbH is therefore a top priority.
Agile, interdisciplinary teams develop con-
cepts that are focused primarily on new cus-
tomer requirements and implement these
in a targeted manner. Success is guaranteed
on the basis of the intensive collaboration
of the company's different departments, an
open information policy, early piloting in
various markets and prompt stakeholder in-
volvement. Synergies within the Group are
systematically exploited in the development
and implementation of services.
Porsche uses a number of tools for fine ad-
justment to continuously optimise the exist-
ing and new mobility services. These include
offsetting the local CO2 emissions of the
Porsche Drive fleet with the Porsche Impact
offsetting service and making increasing use
of digital processes.
Managing mobility at the sites
Another priority is the expansion of a sus-
tainable range of mobility options for the
employees at Porsche sites. The aim of com-
pany mobility management is to make the
employees' commutes and business travel
more sustainable. The company has been
systematically realising various measures for
this since 2015. For example, employees re-
ceive a monthly subsidy for a local transport
season ticket targeting commuters as well
as for a Deutsche Bahn Jobticket. In addition,
travellers on the S-Bahn light rail link be-
tween the company's Weilimdorf and Zuffen-
hausen sites in Stuttgart can present their
Porsche works ID card in lieu of a travel ticket
when on company business. Frequent shuttle
buses run back and forth between the sites
for all other work trips in order to reduce the
amount of individual traffic. Porsche also in-
troduced a company cycling scheme back in
2019, offering the employees attractive sub-
sidised bike purchase options.
PORSCHE IS MAKING ITS
FLEET OF COMPANY AND
LEASED CARS ELECTRIC
AND IS EXPANDING
THE INTERNAL
CHARGING
INFRASTRUCTURE.
To make the transport options even more
flexible, a digital, static parking guidance
and information system was installed in the
year under review and a company-wide
mobility dashboard was established. Here,
the employees are notified of available park-
ing spaces and traffic volumes in real time.
The company makes local public transport
services and Porsche shuttle services avail-
able at the sites. Porsche is also implementing
a pilot project at its Stuttgart-Zuffenhausen
site. Business divisions with greater mobility
needs will be able to use e-bikes for business
purposes in the future.
Due to how the pandemic has developed,
other measures to expand mobility services
are in the pipeline. In addition to a car-
sharing/commuting app being reintro-
duced, these include the expansion of bike
services such as the development of bike
service points.
As part of the expansion of sustainability
and alternative forms of mobility, Porsche is
promoting the electrification of its motor-
ised site traffic. The internal charging infra-
structure is being extended and powered by
certified green electricity and new electric
vehicles are being added to the fleet of
company and leased vehicles all the time. In
addition to the infrastructure, other man-
agement measures and complementary ser-
vices were realised in the year under review.
The impact of the projects on the targets
set is gauged on the basis of employee
surveys and traffic flow analyses. These
show that the total volume of traffic con-
tinues to improve. There has also been a
positive change in the modal split, i.e. the
distribution of traffic across a range of
transport options.
SUSTAINABLE MOBILITY OPTIONS FOR THE EMPLOYEES WHEN COMMUTING OR ON BUSINESS TRAVEL
104
Environment
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
105
SOCIAL
Diversity
Partner to society
By 2030, the global community wishes
to guarantee the social, economic and
political inclusion of all, irrespective of
age, sex, physical or mental disability,
origin, ethnicity, beliefs, or economic or
other status. In particular, the popula-
tion groups with less than 50 per cent
of median income at their disposal are
to be strengthened. A more diverse
workforce boosts everybody's social
and economic inclusion and contrib-
utes to breaking down inequalities.
Porsche is championing mixed teams
and is therefore committed to the
achievement of SDG 10.
REDUCED INEQUALITIES
10 ►>
At Porsche, the focus is
on people. Each and every
employee contributes to
the success of the company
with their unique skills.
Porsche promotes diversity
and guarantees equal
opportunity.
Both of these are prioritised in the sustain-
ability strategy. This focuses on the topics
of the advancement of women and inter-
national diversity, with intergenerational col-
laboration and the LGBTIQ community also
being strengthened. At the same time, people
with disabilities are proactively incorporated.
In this way, Porsche promotes a work envir-
onment which is open, offers equal opportu-
nity and encourages everyone. The strategic
objective is the introduction of mixed teams
in which the different strengths and skills
of all the employees optimally complement
one another, allowing them to realise their
potential as best they can.
Porsche would be nothing without the people
who build it up and shape it. Porsche there-
fore focuses on people. Each and every
employee contributes to the success of the
company with their unique skills. Porsche
promotes diversity and equal opportunity.
Measures that answer existing questions,
including regarding congestion, CO₂ and
noise emissions, lost time and parking space
scarcity, are being prioritised accordingly.
Close collaboration between city councils
and the providers of new mobility solutions
is therefore key.
DIVERSITY
PORSCHE MUSEUM
SOCIAL
ANUFAKTU
EXCL
PORSCHE
PORSCHE
PORSCHE PARTICIPATES IN THE PURPLE LIGHT UP INITIATIVE ON THE INTERNATIONAL DAY OF PERSONS WITH DISABILITIES
As part of a global community of values,
Porsche assists regions and communities
around the world in conserving the environ-
ment, guaranteeing good labour and living
conditions and boosting social cohesion.
The focus here is on young or disadvantaged
people. These are to be nurtured and trained
in order to sustainably and permanently
improve their life situations. The company
campaigns for people whose social environ-
ment is directly or indirectly related to
Porsche. This applies both to its own sites
and to its suppliers and business partners.
The aim is to promote social innovation and
achieve a long-term, quantifiably positive
effect with corporate citizenship projects.
ON SERVICES THAT
WILL MAKE URBAN
MOBILITY MORE
FLEXIBLE AND MORE
CONVENIENT.
Personal mobility in the smart city
Mobility today means so much more than
simply moving from A to B. Owning a car in an
urban environment is raising more and more
questions. Porsche is therefore also working
on services that will make urban mobility
more flexible and more convenient. In cities,
mobility is gaining importance as one of the
most relevant areas in which quality of life can
be improved, making urban planners import-
ant stakeholders in the automotive industry.
AT THE LEIPZIG SITE
ALTERNATIVE DRIVE SYSTEMS
Emotive combustion
The Porsche drive strategy is based on
a technology triumvirate: emotive combus-
tion, powerful hybrids and high-perform-
ance e-mobility. As such, Porsche reflects
the demands and needs of the customers,
the environment and the policymakers.
This triumvirate is complemented by the
use of new technologies available in the
market such as eFuels.
Drive strategy based on three pillars
The company will simultaneously offer ve-
hicles with optimised petrol engines, power-
ful hybrid drives and all-electric sports cars.
The plug-in hybrids in the Panamera and
Cayenne model lines will continue to be
designed with high performance in mind,
with greater electric ranges of more than
80 kilometres. Going forward, very sporty
hybridisation will be possible in the case
of the iconic 911 sports car too. This has
already been seen in motorsport.
Porsche has earmarked around 15 billion
euros in the electrification, digitalisation
and sustainable production of its vehicles
up to 2025. The company is therefore sys-
tematically expanding its range of electro-
mobility offerings. Fifty per cent of all newly
sold cars are to be electrified by 2025, i.e.
be all-electric or plug-in hybrids. An electric
vehicle causes fewer CO2 emissions than a
comparable vehicle with an internal com-
bustion engine. As renewable energies can
be used during an electric vehicle's service
life, one of the biggest levers for reducing
the CO₂ footprint can be found in this area.
Porsche is accordingly looking to use sus-
tainable energy sources such as wind and
solar power.
Powerful hybrids
Based on the advantages of e-mobility, Porsche
has decided to adopt a systematic electrifica-
tion strategy. With this path it has chosen, the
company is seeking to establish itself as a
technology leader. To make the breakthrough,
e-mobility needs an accessible, available
charging infrastructure that meets demand and
provides a customer-friendly charging process.
Porsche is pursuing a holistic approach and
continues to work on refining charging technolo-
gies and developing the charging infrastructure.
The aim is for new products and services to
turn charging into a personal customer experi-
ence that is fast and attractive.
A network of 350 kW quick-charging stations
is being expanded and expedited throughout
Europe with the joint venture IONITY. The
plan is to have 400 charging stations up and
running. At home, Porsche customers can
top up the Taycan's battery overnight using
a Porsche-developed wall box providing up to
22 kilowatts. And on the road, the Porsche
Charging Service already provides users with
access to more than 100,000 charging
points throughout Europe with the possibility
of central billing.
Alternative fuels
Porsche is prioritising its electrification strat-
egy. The company is additionally pursuing
avenues to reduce the CO2 emissions of ve-
hicles with petrol engines and hybrid drives in
certain areas by means of efficiency meas-
ures. Here, Porsche is focusing on what are
known as eFuels. Porsche classifies eFuels as
synthetic, liquid fuels. These are made of hydro-
gen obtained exclusively using renewable
energy and non-fossil carbon dioxide extract-
ed from, for example, the ambient air.
High-performance e-mobility
With eFuels, the traditional Porsche models
could potentially be run virtually CO2-neu-
trally too. Together with partners in science
and industry, the company is working to
develop industrial production of these alter-
native fuels. Porsche is seeking to develop
the best locations around the world for the
use of renewable energy sources in order
to guarantee that these new energy carriers
will be competitive. To further improve the
production processes, Porsche is involved in,
for example, the "eFuels - Kraftstoffe neu
denken" project in Baden-Württemberg,
which was established as part of the
Baden-Württemberg Strategiedialog
Automobilwirtschaft initiated by the
Baden-Württemberg state government.
In collaboration with Siemens Energy and
a number of international businesses, Porsche
developed a pilot project in Chile during the
reporting year. The aim of the project is to
develop the world's first integrated, commer-
cial, large-scale plant to manufacture syn-
thetic, climate-neutral fuels. The plant is
being constructed according to the principles
of environmental and social compatibility.
The pilot phase will involve the production of
some 130,000 litres of eFuels in 2022. The
capacity is then to be increased in two stages
to around 55 million litres in 2024. By 2026,
an additional 550 million litres a year are
planned. Porsche is the main buyer of the
green fuel manufactured by the pilot plant
using electric power generated by the wind.
The project site in Chile boasts very good
parameters in comparison to elsewhere in
the world, with consistent and strong winds.
This results in very low power generation
costs and therefore also low production
costs. Furthermore, additional renewable
energy is generated which does not compete
with other industrial needs.
Diesel
As of February 2018, Porsche no longer in-
cludes any diesel models in its portfolio.
Together with other parts of the Group, the
company is also actively committed to
bringing down nitrogen oxide levels in
German cities. Before Porsche's decision
to stop selling diesel-powered vehicles,
Germany's Federal Motor Transport
Authority, the Kraftfahrtbundesamt (KBA),
had ordered a recall measure to update the
software in certain Porsche diesel vehicles
owing to irregularities in the engine man-
agement software. The relevant recall for all
affected Porsche diesel cars was launched.
In 2017, Porsche Cayenne 3.0-litre V6
diesel cars in the Euro 6 emissions class
were recalled in Germany due to individual
technical characteristics of the engine
management software. In mid-October 2017,
the KBA approved the software update pro-
Scarcity of resources and climate change
are intensifying innovation and market dy-
namics. Vehicles and their usage are adapted
to these. On the one hand, the result is great-
er diversification of drive concepts in the
direction of more efficient versions. And on
the other, innovative, flexible vehicle usage
models are being developed. Meanwhile,
the customers' mobility needs are changing
rapidly too in terms of both car ownership
and car use. Digitalisation, connectivity and
the customers' desire for greater flexibility
and sustainability are accelerating this
change. The customers expect mobility
offerings ranging from hardware concepts
to digital services that enable movement.
NEW MOBILITY CONCEPTS
PORSCHE DEVELOPS INNOVATIVE PRODUCTS AND SERVICES FOR URBAN MOBILITY
103
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Environment
PORSCHE IS WORKING
102
around 98 per cent of the affected vehicles.
Approval was granted by the KBA for soft-
ware updates in respect of the Cayenne
4.2-litre V8 diesel (Euro 5 and Euro 6) in
January 2020 (Euro 5) and July 2020 (Euro 6).
The owners of the vehicles have been con-
tacted by the responsible Porsche partners
and the recall campaign has been launched.
So far, some 88 per cent of the Cayenne
4.2-litre V8 diesel (Euro 5) and Cayenne
4.2-litre V8 diesel (Euro 6) models in Germany
have been updated.
THE AIM IS FOR HALF OF ALL NEW PORSCHE VEHICLES TO BE ELECTRIFIED BY 2025
In addition, the KBA issued Porsche with
recall notices for the Cayenne 4.2-litre V8
diesel (Euro 5 and Euro 6) and Panamera
4.0-litre V8 diesel (Euro 6). Porsche's pro-
posed software update for the Panamera
4.0-litre V8 diesel (Euro 6) was approved by
the KBA in August 2019. The recall cam-
paign started in November 2019 and the
software update has already been applied to
1 August 2018. Porsche has been recalling
these vehicles to workshops for a free soft-
ware update since October 2018. Currently
more than 99 per cent of the vehicles regis-
tered in Germany have been updated.
In July 2018, the KBA ordered cars of the type
Macan 3.0-litre V6 diesel (Euro 6) to undergo
a similar update. The proposed Porsche soft-
ware update received official approval on
posed by Porsche. Porsche has since re-
called the vehicles concerned for a free
software update. More than 99 per cent of
the affected vehicles in Germany have now
been updated.
In addition, Porsche voluntarily announced
that it would produce software updates
for Euro 5 3.0-litre V6 diesel Cayenne and
Panamera models. The KBA approved this
software update in January 2020. The ser-
vice campaign was published immediately in
the market and made available to customers
as a free software update. Currently around
62 per cent of the vehicles registered in
Germany have been updated. The software
update will also be made available in other
EU countries shortly.
117
Dialogue and exchange
PAVE
Organisation
Organisationally speaking, Innovation Man-
agement is embedded as a cross-divisional
team with a manager in each department.
The team pursues a defined innovation agenda
to focus its activities on the future topics
of relevance to Porsche in the areas of the
customer, products and the company. The
topic of sustainability was made an integral
part of the innovation agenda in the year
under review and is to be focused on even
more greatly in the future. The resultant pro-
jects will then contribute directly to Porsche's
sustainability targets being achieved.
production. The Innovation Management
department determines the ideas' success
with the aid of what's known as the transfer
rate. This determines the percentage at
which early-stage projects could be trans-
ferred to series development.
PORSCHE INVESTS IN START-UPS AND VENTURE CAPITAL COMPANIES
APX
An idea has to fulfil three criteria in order for
Porsche to consider it an innovation. It has
to be new and unique, it has to be profitable
and it must also offer a relevant customer
benefit. If the feedback given is positive, the
project is directly initiated with next to no
preliminary work. It takes initiative for the
ideas to be further developed because the
idea provider assumes responsibility for pro-
ject management. The Innovation Manage-
ment department offers assistance with
methodology, invests money if applicable
and, if needed, contacts potential internal
and external development partners. In this
way, the Innovation Management depart-
ment plays its part in innovative project ideas
being validated in a structured manner and,
in the event of success, more than likely
being further developed through to series
IN 2021.
In 2021, Innovation Management had
a budget of 7.7 million euros at its disposal
for the realisation of innovation projects.
However, this sum represents only a small
proportion of what Porsche spends on in-
novation. For example, additional resources
have been exclusively earmarked for the
topic of innovation at the subsidiaries
Porsche Digital and Porsche Engineering.
PROJECTS
THE REALISATION
7.7 MILLION EUROS FOR
The Innovation Management team therefore
continuously realises ideas from throughout
the company. This affords the employees
the space they need to work creatively and
creates the foundations for innovation.
The concept has found fertile soil - 80 to
100 employees apply themselves every year
either individually or in teams. Their inspir-
ational suggestions range from product
improvements and production line changes
to new, digital solutions.
Society's expectations of Porsche as a brand
are ever-changing. New customer groups in
particular will require Porsche to act more
sustainably than ever before in the future and
offer a product portfolio in keeping with this.
At the same time, the products must live up
to people's expectations regarding perform-
ance and quality.
Innovation Management
a success.
OF INNOVATION
The world is becoming more and more com-
plex. A company therefore has to continu-
ously adapt and evolve. Porsche therefore
purposefully builds up new skills and adapts
quickly to new customer requirements.
Only then can the transition to electromobility,
automated driving and digitalisation be
In the context of innovation, there is a focus
to expedite digitalisation. More than 75
million euros a year have been earmarked
for investment in start-ups and venture
capital companies. This ecosystem in-
cludes the company builder Forward31 and
the earliest-stage investor APX, a 50:50
joint venture with Axel Springer, both of
which are based in Berlin. With the venture
capital unit Porsche Ventures and Porsche
Digital GmbH, the company is always on
the lookout for new start-ups that will stra-
tegically advance the brand.
Sustainability is a core component of
Porsche's contract awards. The company
has established its own team within
Procurement which is responsible among
other things for rating the sustainability
performance of direct suppliers.
Implementation
All suppliers are also expected to follow
the OECD Due Diligence Guidance for
Responsible Supply Chains of Minerals from
Conflict-Affected and High-Risk Areas.
Porsche is active here together with the
Volkswagen Group within the Responsible
Minerals Initiative and the Responsible Mica
Initiative. The sustainability requirements
are enshrined in supply contracts. If these
are not complied with, contractually agreed
steps all the way up to termination of the
business relations are initiated.
Demanding sustainability from suppliers
Trust-based cooperation between Porsche
and its direct suppliers is based on shared
values and clear sustainability requirements
as defined in the Volkswagen Group. The
concept of sustainability in supplier rela-
tions and the Code of Conduct compel all
parties to observe environmental, social
and human rights standards. These are
founded on the International Chamber of
Commerce's Charter and the OECD's guide-
lines. The relevant core labour standards
of the International Labour Organization
(ILO) serve as the foundation for the sus-
tainability requirements.
Porsche developed a human rights due dili-
gence management system in collaboration
with the Volkswagen Group in the year under
review. The purpose of this is to systemat-
ically analyse, prioritise and reduce human
rights risks in the supply chain. A key meas-
ure here is extensive training and capacity
building for the direct suppliers, in particular
in countries and regions where there is a
higher risk of human rights violations.
Along with the Volkswagen Group, the com-
pany is actively engaged in industry dialogue
on the German federal government's National
Action Plan for Business and Human Rights.
The aim here is to establish decent labour
conditions throughout the supply chain. Via
the Volkswagen Group, Porsche is also a
member of the World Economic Forum's
Global Battery Alliance. Featuring public and
private partners along the entire battery sup-
ply chain, the Global Battery Alliance strives
to promote social and ecological sustainabil-
ity throughout the whole value chain of the
raw materials used in batteries.
in particular on collaboration with start-ups
and universities. For this reason, Porsche
is also a member of Startup Autobahn and
a partner to the CODE University of Applied
Sciences in Berlin and the Leipzig Graduate
School of Management. In some cases,
Porsche also invests directly in up-and-
coming companies or launches initiatives
Porsche is aware of its position in the supply
chain. The company rejects child labour,
forced labour and compulsory labour as well
as all forms of modern slavery and human
trafficking. Contractually binding sustain-
ability requirements for direct suppliers can
be found in the Code of Conduct for Busi-
ness Partners and serve as the basis for re-
sponsible supplier management. This also
and in particular relates to the upholding of
human rights.
Protection of human rights
Porsche's supply chain is becoming more
and more important. The key factors con-
tributing to this are economic success, the
expanded product portfolio and the tech-
nologies applied. At the same time, the vol-
ume of supply parts is increasing due to
higher delivery figures and the procurement
of innovative components.
SAFEGUARDING OF HUMAN RIGHTS AND
ENVIRONMENTAL PROTECTION IN THE
SUPPLY CHAIN ✓
Innovations contribute to differentiation
between the Porsche vehicles.
They improve the value creation processes
and assist the company in achieving
its sustainability targets. They are there-
fore a key factor that influences long-
term success.
In Strategy 2030, the strategy field "Innova-
tive capabilities" was created as part of
the "Organisation" cross-cutting strategy.
This enhances the various innovation
units' collaboration and focuses it on
common content. Porsche is pursuing the
goal of using the available funds as effi-
ciently as possible (transfer rate > 55 per
cent) in order to be the technology leader
in defined focus areas by 2030.
Internally, vehicle development innovations
have a key part to play in preliminary de-
velopment in particular. At the heart of
preliminary development are the cycle
plan's target vehicles and their concrete
requirements as well as the brand identity
focuses, which include performance, fast
travel, the driver experience, design, quality
and sustainability.
Porsche endeavours to make its supply
chain resilient by adopting a responsible and
cautious approach. Following Porsche's in-
tegration into the Volkswagen Group, much
of its Purchasing division was incorporated
into the Group's procurement structure, with
the existing structures and processes being
adapted accordingly. Porsche closely coord-
inates and agrees on its contract awarding
decisions with the Volkswagen Group.
THE S-RATING IS A MANDATORY
AWARD CRITERION
FOR ALL DIRECT
SUPPLIERS.
INNOVATIONS
Governance
A START-UP
ECOSYSTEM.
DEVELOPING
PORSCHE IS ENHANCING
ITS INNOVATIVE POWER
BY SYSTEMATICALLY
With its digitalisation strategy, Porsche is
enhancing its innovative power outside of
the company too. The sports car manufac-
turer has been systematically building up
a start-up ecosystem to this end for a num-
ber of years. The following units and initia-
tives cooperate closely under the auspices of
Porsche: Porsche Ventures as Porsche's ven-
ture capital arm, the technology unit Porsche
Digital, the company builder Forward31 and
APX, a joint venture for young entrepreneurs
established by Axel Springer and Porsche
Digital as long-term partners. Porsche
covers the entire start-up arena with this
agile quartet. Porsche is also a partner of the
open innovation platform Startup Autobahn,
which serves as an interface between indus-
try-leading businesses and young technol-
ogy companies. Its objective is to test
innovative technologies and take them to
production maturity.
Data security, transparency vis-à-vis the
customer and control over data disclosure
count among the primary principles in all of
Porsche's digitalisation projects. The cus-
tomers have a great deal of confidence in the
Porsche brand. The company therefore
makes a particular commitment to handling
the data entrusted to it as securely and as
responsibly as possible.
tion at the University of Tübingen is involved
in this as a scientific partner. A total of 72
performance indicators allow agile and trad-
itional project work in the areas of perform-
ance, product, teamwork and the individual
to be compared.
Porsche's digital transformation is also to
lead to a sustainable future. For example,
the company is assisting the "aware"
sustainability platform through Forward31,
with Porsche further developing the German
sustainability platform's strategy and busi-
ness model in cooperation with the platform
founders. The Berlin-based start-up is pur-
suing the goal of accompanying businesses
Porsche is supporting a research project to
make the effect of agile work methods quan-
tifiable. The Chair of Strategy and Organiza-
Porsche will spend 15 billion euros on digital
transformation, sustainable production and
electromobility up to 2025. At Porsche, the
operating system used for digitalisation is
agility. A transition to being lean and agile will
allow for creative and innovative collaboration
and will expedite targeted change. In add-
ition, it will give the Porsche customers better
products and services. Digital product organ-
isation is one example of the implementation
of these work methods - self-organised
teams work interdepartmentally, all using the
same methods, principles and processes. A
common rhythm is established in which vari-
ous goals are brought together and a culture
of collaboration is promoted, resulting in
what's known as the "Porsche Takt". In this
way, the company is further developing its
business agility, reducing the time to market
and boosting app ratings.
Investment in digitalisation
MOBILITY.
AND ELECTRO-
PRODUCTION
FIFTEEN BILLION EUROS FOR
DIGITAL TRANSFORMATION,
SUSTAINABLE
Porsche uses the Scaled Agile Framework
(SAFe). With this, the company gives the
agile work methods in all the digital product
teams an overarching framework and caters
to the increasing number of digital projects
with a standardised concept. SAFe combines
lean, agile and DevOps principles and prac-
tices for the iterative development of soft-
ware and digital products. It allows these
principles and practices to be extended
across large organisations, thereby enabling
a company to master complexity far beyond
the team and project levels.
129
and consumers on their path to a sustainable
future on the basis of knowledge transfer
and input from a cross-industry network.
The protection of personal data is an utmost
priority at Porsche. This includes the right
of customers to determine what is done with
their data. Personal data is safeguarded on
the basis of a data protection management
system which is organised globally and man-
aged centrally within the organisation.
Porsche's aim is that all products are devel-
oped with data protection in mind and de-
signed from the outset in a way that ensures
customers can trust that their data is safe.
To this end, data protection has been made
a key component of the product develop-
ment process at Porsche. All functions and
control units are examined by the develop-
ment team early on regarding their data pro-
tection sensitivity. If needed, they are add-
itionally checked by a team of data protection
lawyers, with not only the legal requirements
being taken into account, but also the
objectives of Porsche's data protection strat-
egy, which focuses on the customer.
128
THE PROTECTION OF PERSONAL DATA IS AN UTMOST PRIORITY AT PORSCHE
If agility is Porsche's operating system, digit-
al responsibility is our user experience. Confi-
dence in the performance and quality of the
products constitutes part of the Porsche
brand essence. Transposing this confidence
of all the company stakeholders to the digital
world is the subject of the corporate digital
responsibility (CDR) strategy, which is cur-
rently being developed with the assistance of
MHP-A Porsche Company. Many of the ac-
tivities mentioned above are being consoli-
dated under the umbrella of CDR and the
complete portfolio continues to be expand-
ed. Digital responsibility means transferring
the principle of sustainability from analogue
to digital value creation. Porsche can only
fulfil its responsibilities for its own benefit
and for that of the stakeholders on the basis
of both components.
Corporate digital responsibility
Once again in the year under review, no
complaints regarding data privacy incidents
were lodged with Porsche either externally
or by any authorities. Internally, however,
incidents were identified and reported
thanks to the internal control measures and
vigilant employees. Of these incidents, ap-
proximately 40 per cent proved to be false
reports following investigation. None of the
remaining cases resulted in increased risks
regarding the rights and freedoms of data
subjects. In all of the justified cases, Porsche
took steps to remedy the causes in order
to ideally rule out any such incidents again
in the future. Due to internal confidentiality
rules, no details of specific data privacy cases
are published.
To stay abreast of the developments in digit-
alisation, Porsche established a Privacy
Engineering unit within its data protection
structure in the year under review. This pro-
vides technical data privacy advice and keeps
track of the latest technical developments in
terms of their significance to data privacy.
Customer privacy
the Group's Steering Group on Data Protec-
tion. The objective of the Steering Group is
to ensure uniform application of the statu-
tory data protection requirements across
all brands and to exploit synergies from co-
operation within the Group. It also engages
with various associations and specialist
working groups.
The data protection strategy brings together
data-driven innovation, the ethical use of
data and compliance with the legal require-
ments. It is globally positioned on the basis
of a market survey conducted in 2021. Inter-
nationally, Porsche clearly focuses on a high
level of customer confidence. In the digital
age, the company considers its customers'
digital self-determination to be key to the
company's success. The customers should
not only have complete control of their ve-
hicle, but should also be in the driver's seat on
the information superhighway. In the future,
people's confidence in the Porsche brand
should be characterised not only by the qual-
ity of the products and services. Their con-
viction should also be reflected in their peace
of mind that they themselves can determine
what happens to their data. Corporate digital
responsibility (CDR) features in the goals of
Porsche's data protection strategy and will
be further expanded.
Data protection organisation and strategy
Porsche firmly believes that effective and
evident protection of personal data is es-
sential. In this way, the company maintains
the brand's high reputation, guarantees
product safety and ultimately enables new
business models. Risks are minimised and
professionally managed. The Porsche data
protection strategy therefore pursues the
vision of "Privacy - Accelerating Dreams
& Innovation!" and is embedded within
Strategy 2030's "Digital security and priv-
acy" strategy field.
Porsche has so far avoided any major data
privacy violations thanks to appropriate
technical, organisational and awareness-
raising measures and training. In preparation
for a potential violation, Porsche created an
integrated process via which data privacy
violations can be readily identified and rem-
edied. The company sets great store by
reducing and ideally eliminating any residual
risks for the data subjects. The process
allows potential risks for the customers in
the event of data privacy violations to be
swiftly resolved. At the same time, the cus-
tomer is transparently informed.
data the company holds on them via an in-
formation process. The management system
also implements all requests for the erasure
or rectification of personal information as well
as objections to data processing.
With this management system, Porsche pur-
sues the objective of protecting its custom-
ers' privacy and their right to determine what
happens to their information. The rights of
the customers, employees and suppliers are
taken into account during operation of the
management system. Particularly in the con-
text of the European Union's General Data
Protection Regulation (GDPR), customers are
able to assert their rights in their capacity as
data subjects. For example, they can find out
from the Group Data Protection Officer what
With its Data Protection department,
Porsche creates the basis for the legally
compliant and appropriate handling of per-
sonal data. The data protection manage-
ment system was developed in accordance
with recognised national and international
standards (ISO/IDW/ISEA). Compliance
with the internal processes and rules is veri-
fied by an internal control system (ICS),
the ongoing optimisation, amendment and
further development of which Porsche en-
sures by means of a regular review of the
data protection management system and
its processes (plan-do-check-act, PDCA).
These two mechanisms (ICS and PDCA)
ensure that the data protection manage-
ment system has a user-oriented design
and that it and its components are effec-
tive. At the same time, new data protection
requirements can be updated in each pro-
cess to maintain compliance.
The Data Protection Officer is supported by
a dedicated team and other interdisciplinary
data protection coordinators. As a spokes-
person for the brand, they are a member of
At Porsche, digital innovation and techno-
logical progress are key drivers of the
company's future. Digitalisation is therefore
enshrined in Porsche's Strategy 2030 as a
cross-cutting strategy. Porsche is also invest-
ing heavily in its own digital transformation.
Porsche always conducts integrity checks
before entering into business relations with
new partners. Since the introduction of
the sustainability rating (S-rating) in 2019,
sustainability has been a mandatory award
criterion for all the direct suppliers of pro-
duction materials. This also applies to sup-
pliers in other areas based on risk. The
company's checks include verification of so-
cial and environmental risks, as well as com-
pliance including ethical conduct. When
awarding contracts, sustainability is placed
on an equal footing with other criteria such
as cost, quality, technological capabilities
and logistics.
If the results of the questionnaire are not
satisfactory, a second on-site inspection is
carried out by an independent sustainability
auditor. If any concerns are raised, the sup-
plier is given a negative rating. In collabor-
ation with the supplier, a Corrective Action
Plan is initiated. Based on this, the identi-
fied risks must be quickly remedied. Imple-
mentation of any measures is subject to
central verification. The affected suppliers
are not considered for further contracts until
they comply with and meet the sustain-
ability requirements.
Safety as a pillar of vehicle development
Vehicle safety is a decisive criterion from the
outset in the development of vehicles. Devel-
opment work in the area of vehicle safety
focuses on functions and systems - every-
one who is responsible for the safety of indi-
vidual vehicle components and systems
collaborates in a central function. With re-
gard to "front protection" for example, the
relevant experts come together to focus on
the structure and aggregate design in terms
of energy management and deceleration
characteristic, as well as system develop-
ment, restraint systems and primary safety
components including components such as
airbags and seatbelts. All of the necessary
development tools such as simulations, com-
ponent trials, system and full vehicle testing
are also brought together. The functional
properties are further tuned in multiple iter-
ations on the basis of simulations and test-
ing. This process is continuously improved all
the way through to production maturity.
The requirements and approaches to ve-
hicle safety are discussed and agreed in
several functional corporate working groups.
The Safety working group comprising safety
officers for all of the brands meets regularly.
Porsche's response to vehicle safety extends
far beyond merely meeting the legal require-
ments. The company's focus is always on
providing the best possible level of protec-
tion for its customers on the road.
REQUIREMENTS.
THE LEGAL
AND BEYOND
Assistance systems such as ABS, ESP and
automatic emergency braking can prevent
accidents. Another focus is to reduce the ef-
fects of an accident on the vehicle's occu-
pants. With this in mind, the deformation
behaviour of the vehicle body is precisely de-
fined for a variety of frontal, lateral and rear
end impacts during the development phase
of a new model. Porsche also uses a smart
restraint system consisting of airbags and
seatbelts. Simulations and crash tests are
used to verify the effectiveness of the safety
systems. In crash testing, the entire vehicle
slams into an object such as a wall under
controlled conditions. The crash test dum-
SAFETY ABOVE
Vehicle safety at Porsche encompasses
front, side and rear protection, roof and door
stability, interior and component safety, as
well as protection of pedestrians, cyclists and
motorcyclists. Autonomous or highly auto-
mated driving and corresponding driver as-
sistance systems will additionally contribute
to making the roads even safer in the future.
legal requirements
Vehicle safety that exceeds
Vehicle safety is of the utmost importance
to Porsche, with the safety of the vehicle's
occupants being the top priority. In addition,
making sure that other road users are also
kept safe is another crucial aim.
CUSTOMER AND VEHICLE SAFETY
The company's focus is
always on providing
optimum protection for its
customers on the road.
COMPREHENSIVE VEHICLE
vehicle safety extends far
beyond merely meeting
the legal requirements.
mies used are fitted with sensors which
allow an evaluation of the possible injuries
to the occupants. Specific biomechanical
limits are adhered to, stipulating such
parameters as maximum acceleration or
deceleration of the head.
Porsche level of protection
In addition, the Works Council keeps employ-
ees fully updated about its works meetings at
each of Porsche's sites in Germany and thus
provides an open platform for discussion.
The coronavirus restrictions during the re-
porting year meant that no works meetings
could take place. Communication with the
workforce was therefore maintained via the
intranet, information videos and mailings.
live
Communications
Sports
Society
Employees
Responsibility for the functional targets be-
ing met lies with the corresponding product
development departments. The relevant pro-
ject coordinator for vehicle safety handles
overall product maturity tracking, while final
approval of the function is given by the re-
sponsible head of the specialist area.
EMPLOYEES, SOCIETY, SPORTS AND COMMUNICATIONS
The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
S&TA 5123E
+†
939
ff
The targets in relation to the protection of
vehicle occupants are derived from both the
global legal standards for vehicle safety and
numerous voluntary undertakings, as well as
a range of internal requirements (the vehicle
safety checklist). These guarantee a funda-
mental standard of safety that represents
the state of the art as well as a general level
of protection irrespective of the market and
the model. Porsche therefore constantly
monitors global legislation. Forecasts of new
requirements and field observations from
Porsche's team of accident investigators and
analysts likewise provide the basis for this.
134
As a first step in the S-rating process,
(potential) direct suppliers must submit
a self-declaration on defined sustainability
criteria using a standardised questionnaire
that has become established in the auto-
motive industry.
Porsche's response to
133
Porsche components. This applies to all
production material contracts awarded for
new vehicle projects.
PORSCHE KEEPS TRACK OF ITS RAW MATERIALS, FOR EXAMPLE WHERE ITS LEATHER COMES FROM
Since July 2021, the sports car manufac-
turer has required its series suppliers to use
renewable energies for the manufacture of
CO₂ emissions in the supply chain
Porsche has set itself an ambitious target -
the company wishes to achieve balance-
sheet CO2 neutrality across the entire value
chain by 2030. The sports car manufactur-
er's supply chain is currently responsible for
around 20 per cent of Porsche's CO₂ equiva-
lent emissions, which are used to calculate
the Decarbonisation Index. Porsche expects
this proportion to significantly increase
in line with ever greater electrification.
Porsche uses new technologies in certain
global and complex supply chains. This
increases supply chain transparency and
helps to prevent raw material procurement
risks. Since 2020, Porsche has been en-
gaged in a project together with a start-up.
This uses artificial intelligence to compre-
hensively screen suppliers. The permanent
monitoring of freely available Internet
sources including social media provides
timely indications of possible breaches by
the suppliers. This technical solution pro-
vides an early warning of potential sustain-
ability violations at the lower supply chain
levels. The results of the production-based
pilot testing involving more than 4,000 dir-
ect and indirect suppliers are promising.
Within the Volkswagen Group, existing
approaches and targets are continually
refined to guarantee the responsible pro-
curement of raw materials. An example
here is the product requirements document
for leather, which will be mandatory for all
contracts newly awarded from 2022. The
product requirements document requires
disclosure of the supply chain and makes a
sustainability certificate which is specific
to leather mandatory.
Based on a hotspot analysis, Porsche held
numerous workshops with suppliers from rele-
vant industries in the reporting year. These
serve to coordinate and monitor the CO₂
reduction targets and measures as well as
those for the use of sustainable materials.
Porsche also required more than 1,200 direct
suppliers of production materials to transpar-
ently present their CO2 reduction plans.
During the reporting year, the Volkswagen
Group conducted several projects in which
"high-risk" raw materials were analysed in
turn. Porsche is working in close coopera-
tion with selected direct suppliers to verify
two of the identified high-risk materials.
In this way, the entire supply chain is fol-
lowed back to the origin of the raw material
and all the intermediate suppliers involved
can be identified. This enables Porsche to
detect human rights risks at an early stage
and take action accordingly. The first Re-
sponsible Raw Materials Report was pub-
lished in the year under review, covering the
most important findings and measures.
Governance
130
For example, if human rights violations are
identified during an on-site visit, an action
plan to remedy the shortcomings is agreed
upon with the supplier, which they must then
work through. If this proves not be effective,
Porsche will issue punitive measures.
Responsible procurement of raw materials
Porsche endeavours to uphold human rights
standards in the raw materials supply chain.
Porsche works closely with its immediate
suppliers here and demands the disclosure of
the origins of materials that are potentially
bound up in human rights violations such as
child, compulsory or forced labour as well as
all forms of modern slavery and people traf-
ficking. These occur among other things in
the context of the labour conditions for those
involved in the extraction of raw materials
such as cobalt, mica and natural rubber.
Given the depth of the supply chains, which
can comprise multiple levels, these process-
es are extremely complex. Porsche therefore
always takes a risk-based approach.
All the Porsche Procurement employees are
obliged to complete an S-rating training
module. This embeds sustainability in the
operational procurement processes. An
e-learning module also allows employees in
other departments to find out about the
concept and management options provided
by the S-rating.
In total, 1,796 direct suppliers had sub-
mitted a questionnaire up to the reporting
year. Of these, 657 underwent on-site
audits. A large proportion of the suppliers
that have submitted a tender for a con-
tract already meet Porsche's sustainability
requirements.
131
FOR PORSCHE, VEHICLE SAFETY IS A KEY ISSUE IN ITS VEHICLE DEVELOPMENT
Of all the parts, HV battery cells are the big-
gest driver of CO₂ emissions in the supply
chain for electric vehicles. Therefore, to re-
duce these emissions, targeted measures
were defined which suppliers must hence-
forth meet as requirements for new projects.
To realise the CO2 reduction targets in the
vehicle projects, a comprehensive process
was developed which accommodates all the
interfaces. This applies to all new enquiries.
LONG-TERM CUSTOMER RELATIONS AND
SATISFACTION
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Governance
CUSTOMER FEEDBACK DIRECTLY INFLUENCES THE PRODUCTS AND SERVICES
132
An Executive Board committee receives
a monthly report on the latest develop-
ments in product quality and customer
satisfaction, both at Porsche AG and in
the international sales subsidiaries. This
committee is complemented by regular
coordination between the Sales and
Marketing departments and international
representatives from the markets.
In addition to traditional tools such as
online questionnaires, an array of digital
communication options is used here, in-
cluding discussion forums, short surveys
and online discussions involving Porsche
employees and customers. The Porsche
customers appreciate the opportunity
to actively contribute to the develop-
ment work. And Porsche ensures that it
can continue to offer products with
a high degree of customer acceptance.
In addition, strategic sustainability dialogues
are held with selected tier 1 suppliers, en-
suring there is ongoing exchange regarding
sustainability topics. Together, they consider
the opportunities and challenges, and pro-
mote sustainable activity.
The products and services are evolving
at a rapid pace. The mechanism for cus-
tomers rating ideas and concepts there-
fore needs to be global in design and
fast. How important is product sub-
stance sustainability? How can Porsche
assist with city centre parking? What
colours do Porsche customers prefer?
Questions like these are continuously
answered by many customers in the four
most important markets in the Porsche
Advisors Club.
Porsche continuously expanded its online
digital functions. The company also fun-
damentally overhauled its strategy re-
garding native smartphone apps this year.
In the future, all of the core services are
to be conveniently pooled for the user in a
new My Porsche app. This applies among
other things to Connect, smart mobility,
e-performance and digital customer care.
The app solution makes interaction re-
garding a vehicle easier and facilitates dia-
logue with retail and with the Porsche
brand. Initially, the primary functions of
the previous apps My Porsche Essentials,
Connect and Car Connect will feature.
Further highlights in the areas of e-per-
formance and aftersales will follow before
the end of 2022. The new My Porsche
app was gradually rolled out in just under
50 countries around the world in the year
under review. Regular function expansions
ensure that the new vehicle generations
are supported and that the customers are
offered relevant, exclusive content.
Porsche significantly increased its efforts in
expanding the My Porsche customer portal
and extended the portal's range to more
than 1.2 million Porsche ID users around the
world. A range of new functions were im-
plemented during the reporting year. These
include booking events, such as dealer
events, and service appointments and also
video-based vehicle checks, which are made
available to the customers online by the
servicing dealership.
Extension of digital customer care
Porsche aims to be able to reach its custom-
ers around the clock, whatever their location.
The Sales and Marketing division has there-
fore increased its expansion of digital con-
tact points in recent years. This has proved
to be especially beneficial during the corona-
virus crisis as it has allowed Porsche to
keep in touch with its customers.
is always evolving. It is therefore especially
important that the customers be addressed
individually throughout their vehicle's life
cycle, for example with tailored offers.
Porsche achieves this with a customer rela-
tionship management system that extends
throughout the whole customer relationship.
and services. High levels of customer
satisfaction and close customer relation-
ships have therefore always played an import-
ant role. The range of products and services
Porsche is a supplier of exclusive vehicles
Customer feedback regarding products
and services
DIGITALISATION, DATA PROTECTION AND
CORPORATE DIGITAL RESPONSIBILITY
Co-determination in the workplace con-
tinues to play an important role in the new
digital era. The primary aim here is to cover
all mandatory areas requiring co-determin-
ation by law to ensure compliance. Examples
include the introduction of IT systems that
are capable of monitoring employee conduct
or performance and data protection meas-
ures or rules on the use of electronic media
for communication. Porsche endeavours to
involve the employee representatives early
on in the development process. Close collab-
oration between the company and employee
representatives is also highly important
when it comes to research into operating
solutions for the new digital world of work.
Internal media are used to inform employ-
ees about current topics, especially from
the perspective of the employees and their
elected representatives.
Governance
Porsche sets the highest standards for
itself. For Porsche, ethical behaviour is
essential, not least because the confidence
that the customers, partners and society
have in the company is dependent on this.
Acting and doing business with integrity
therefore serve as the foundations for all
of the company's activities. In this area of
action, Porsche is strategically working
to increase transparency and responsible
corporate governance in all the relevant
areas. The objective is for the sports car
manufacturer to be perceived by the
industry and society as a strong partner and
an exemplary company. Porsche also has
itself rated by external organisations to this
end and bases its improvement measures
on the results of these ratings.
GOVERNANCE AND TRANSPARENCY
122
GOOD, ETHICAL CORPORATE GOVERNANCE IS ESSENTIAL FOR PORSCHE
2300
Porsche has set itself the goal of 90 per
cent of its purchasing volume meeting
the most stringent quality standards by
2030. This goal relates to the direct
suppliers of production materials with a
positive S-rating in the top assessment
category. The degree of fulfilment in the
year under review was 69 per cent. In
this way, Porsche seeks to contribute to
sustainable employment and to the pro-
motion of human rights in the regions
affected by its activities.
17 SUSTAINABLE
EMPLOYMENT AND
THE PROMOTION OF
HUMAN RIGHTS.
With the S-rating, Porsche encourages
its direct suppliers to apply minimum
standards, including the upholding of
human rights at all stages of the value
chain. An increasing proportion of sup-
pliers with a good S-rating contributes
to modern slavery and child labour being
prevented. At the same time, this pro-
motes decent and sustainable employ-
ment in the supply chain.
Human rights are not respected in all
regions around the world. The United
Nations has therefore called for effective
action to be immediately taken in this
regard in order to bring an end to forced
labour, modern slavery, human trafficking
and child labour.
DECENT WORK AND ECONOMIC
GROWTH
8
Porsche's corporate responsibility does
not end at the factory gates - it extends
across the entire value chain. With the
expanded product portfolio and the new
technologies used, the supply chain is
becoming increasingly important. Porsche
is therefore systematically focusing its
strategy on the continuous management
of its supplier relations in terms of sus-
tainability aspects. The sustainability as-
sessment of its direct suppliers has been
a binding criterion for the awarding of
contracts since the introduction of the
sustainability rating (S-rating). It helps to
safeguard sustainable procurement,
compliance with human rights standards
and employment practices, and respon-
sible resource management among the
suppliers. The materials used are also to
be systematically analysed as the current
projects are continued together with
the Volkswagen Group. Here, Porsche
looks for potential risks in relation to ma-
terial origins, production conditions or
raw material extraction.
SUPPLY CHAIN RESPONSIBILITY
COMMITMENT TO SUSTAINABLE
GOVERNANCE
DEVELOPMENT GOALS
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Porsche planned its ESG management sys-
tem in 2021 and incorporated appropriate
evaluation processes into its existing sustain-
ability management. Responsibility for this
lies with the Sustainability department, which
also manages the sustainability strategy.
Adopting an integrated approach, the ESG
management system complements the strat-
egy with additional key topics.
For this reason, Porsche introduced exten-
sive ESG management in the year under re-
view. ESG stands for environment, social and
governance, and represents a set of require-
ments made of companies by the capital
market. It can be used to better understand
and assess companies' performances in the
area of sustainability.
ESG management at Porsche
Porsche is aware of the importance of its
reputation of doing business successfully.
The company therefore takes its stake-
holders' interests into account in its decision-
making and sets great store by living up to
society's expectations.
TRANSPARENT CORPORATE GOVERNANCE
The company has obtained Clean Trans-
portation certification from the Climate
Bonds Initiative (CBI) for the composition
of this portfolio of green projects. This was
carried out in accordance with the Green
Bond Principles of the International Capital
Market Association and was verified by
the sustainability rating agency ISS ESG.
ISS ESG and the CBI confirmed that the
funds had been used correctly and com-
pletely for the project portfolio in post-
issuance certification carried out in
September 2020. The refinanced green
project portfolio supports the United
Nations' Sustainable Development Goals,
specifically targets 9.4 (clean technologies
to reduce CO2 emissions) and 11.2 (access
to sustainable transport systems).
The proportion of sustainable refinancing
in the Automotive subgroup is currently
around 60 per cent. This is to be increased.
to 100 per cent by 2030.
(SDGs)
investments in modern, energy-efficient
production buildings and facilities that will
be used exclusively for manufacturing
and developing battery-powered vehicles.
ture. The cost-effectiveness of strategic
projects and plans in the product portfolio
is therefore prioritised and safeguarded
within defined budgets. Porsche gauges
and reports on the success of its measures
on the basis of financial data and value cre-
ation calculations.
Securing high profitability
Porsche has excellent profitability. It has
set itself the strategic target of achieving
a minimum operating return on sales of 15
per cent and a return on investment of at
least 21 per cent. The sports car manufac-
turer wishes to ensure that it continues to
meet its own profit targets in the future on
the basis of continuous productivity and
process improvements as well as strict
cost management. This applies irrespective
of its high investments in e-mobility and
digitalisation. Porsche's company manage-
ment is focused on maintaining a flexible
and scalable organisational and cost struc-
Effective, sustainable activity is a funda-
mental prerequisite for the economic suc-
cess of a business. Only those that enjoy
economic success have the means to
intercede on behalf of the environment
and society. Porsche therefore builds
on economic stability and value-creating
growth.
THE BUSINESS PROCESSES
SUSTAINABILITY IN
PORSCHE FOCUSING ON SUSTAINABLE FINANCING
Porsche focusing on sustainable financing
In the future, business and the ability to
compete will be heavily dependent on the
transition to climate-neutral and more
closed-loop-oriented products and produc-
tion forms. With the European Union's
Sustainable Finance Strategy, more and
more capital will be directed into sustain-
able investments. Financial products that
are used to pursue sustainable objectives
form part of this trend. Porsche already
embarked on a new path in August 2019
with the refinancing of sustainable projects.
The company is the first automobile manu-
facturer to date to offer a green Schuld-
schein (promissory note), with a volume of
one billion euros. The refinanced project
portfolio includes funds for the develop-
ment of the all-electric Porsche Taycan and
The company established a set of per-
formance indicators which illustrate ma-
terial non-financial ESG contributions and
transparently demonstrate the Porsche
business model's contribution to sustain-
able development. Comprehensive ESG
management will be established beyond
the year under review for a subset of these
performance indicators.
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
119
Workplaces, machinery and equipment are
designed with input from safety engineers
with the aim of preventing accidents and
risks to health. Construction and installation
sites are overseen and monitored by special
construction experts beyond what is required
Safe and humane labour conditions are
particularly important in view of a world of
work which continues to gather pace and
is becoming more demanding as a result of
automation and digital transformation. The
Occupational Safety department is open to
receiving queries from employees. In addition,
it regularly tours workplaces with managers
who have local responsibilities and provides
assistance with risk assessments and stand-
ard operating procedures.
The central processes are standardised
and are set out in the Group guideline on
occupational safety. Occupational safety is
regulated in law in Germany, so the Group
guideline represents a major element of
Porsche's compliance management system.
It applies to the whole workforce. The man-
agers are to ensure that their employees are
familiar and comply with the provisions of
this guideline. Specialists in occupational
safety and works doctors are available to
all employees in an advisory capacity. All
staff members are also represented through
their legally defined representatives in the
occupational safety committees in accord-
ance with Germany's Occupational Safety
Act (ASIG). The Group guideline is currently
being updated. It is to be extended to in-
clude health protection and will then serve
as the basis for a certifiable occupational
health and safety management system.
Regulated occupational safety processes
Occupational safety is a top priority for
Porsche and its employees. An organised
and structured occupational health and safety
management system ensures a uniform
approach and is designed to ensure that
legal provisions are implemented. This helps
to prevent workplace accidents and occupa-
tional diseases as far as possible.
The protection of employee health and
safety is a core responsibility for any
company. It is also a basic prerequisite
for ensuring a motivated and capable
workforce. Porsche's occupational health
and safety management has a key part
to play here, ensuring that the company
can continue to develop, produce and sell
exclusive, in-demand vehicles.
OCCUPATIONAL HEALTH AND SAFETY
by law. Safety standards are subject to on-
going refinement as part of this process.
CORPORATE CO-DETERMINATION
→ GRI 102-41
Porsche has in place collective agreements
on wages and conditions that apply to all full-
time and part-time employees. Remuneration
is made transparent on the basis of the applic-
able pay framework agreement. An additional
Labour Market of the Future package has
been agreed, which brings together numer-
ous working time regulations. These include
flexible working hours, voluntary personal
sabbaticals and care leave. The company is
also a member of the employers' association
Südwestmetall and is therefore part of the
social partnership actively practised between
the metal and electrical industry and the
IG Metall trade union.
Open communication channels
Porsche offers its employees numerous ways
of making suggestions, reporting problems
or registering complaints with committees
Occupational safety is a top
priority for Porsche and its
employees. An organised
and structured occupational
health and safety management
system ensures a uniform
approach and is designed to
ensure that legal provisions
are implemented.
127
and decision-making bodies. One example
includes the union ombudsman structure. It
is also possible to talk directly to individual
members of the Works Council at any time.
Alongside the Works Council, there are inter-
est groups for employees with severe disabil-
ities and representation for young workers
and trainees. Both of these bodies are closely
integrated with the Works Council and in-
volved in its decision-making processes.
One of the key pillars of Porsche's corporate
culture is corporate co-determination. There
is regular dialogue between the employer
and the employees, including on difficult
issues. Open and direct communication
across all hierarchical levels is a long-
standing tradition at Porsche. It provides
the basis for exceptionally constructive
cooperation. Alongside collective bargaining
agreements, corporate co-determination
is a key tool with regard to good work and
employees who apply themselves. The
advantages of corporate co-determination
include better labour conditions, higher and
fairer wages, more training and professional
development opportunities, greater job
security and a good work-life balance.
GOVERNANCE
Supply chain responsibility
Governance and transparency
In the event of workplace accidents, the
causes are analysed in detail and appropri-
ate measures are implemented in the form
of action plans to avoid future accidents.
The occurrence of workplace accidents at
Porsche and in its organisational units is
measured using the injury rate (occupation-
al accident index) and reported monthly.
Porsche endeavours to continuously improve
workplace safety for the employees on the
basis of annual targets.
Health management encompasses all of the
topics that contribute to the health of em-
ployees. In addition to safety systems and the
provision of local medical care for employees
working at the sites, there are services for
preventive health promotion in the workplace.
Porsche Health Management offers courses
on healthy eating, relaxation techniques and
effective self-management. Employees can
also access individual physiotherapy advice
Social
118
Support during the coronavirus pandemic
Porsche's emergency response organisation
dealt in detail with the coronavirus crisis
during the reporting year. It implemented
appropriate measures to protect employee
health. In addition to providing information
to affected internal departments, this also
included communication with public author-
ities. A telephone help desk and a centralised
inbox are used by employees as a point of
contact for all queries relating to the corona-
virus. Employees engaged in administration
activities were able to work remotely for their
own protection. In the course of a 10-week
campaign of vaccinating against COVID-19,
more than 14,000 vaccine doses were ad-
ministered by Porsche's Health Management
division at vaccination centres set up es-
pecially. This service was made available to
employees and their families.
OWN VACCINATION
CENTRES.
AT THE COMPANY'S
DOSES ADMINISTERED
Preventive health management
MORE THAN 14,000 VACCINE
All the employees are represented in occu-
pational safety committees by statutory rep-
resentatives. The site-specific occupational
safety committees meet four times each
year. All the employees receive information
on occupational safety at least once a year.
This ensures that they are kept up to date on
specific hazards and rules of conduct. The
intranet also contains a broad range of infor-
mation and education on health and safety in
the workplace.
Employee integration
Porsche has a targeted occupational reinte-
gration management system in place for re-
storing employees' capabilities after longer
periods of illness. For example, the affected
employees are reintroduced to the strains of
working by means of gradual workplace re-
integration. Porsche's Health Management
division also provides social counselling to
those with psychosocial stress and support
for those in difficult life conditions.
EXTENSIVE VACCINATION SERVICES FOR EMPLOYEES AND THEIR FAMILIES
The Health Management division is re-
sponsible for all health promotion activities,
structures and processes. A number of
company health departments are respon-
sible for providing medical care at work. As
a preventive discipline, occupational health
care plays a key role in occupational health
management. The works doctors' respon-
sibilities include analysis of the effects of
work on employees. They also promote the
employees' health and productivity and as-
sist the employer in planning healthy labour
conditions. Occupational health care also
encompasses emergency paramedics as part
of first-aid organisation, meaning acute and
emergency health care is always guaranteed
at the plants.
at the workplace. On the basis of the Occu-
pational Safety Act, the works doctors assist
with the design of healthy and ergonomic
workplaces. They advise the employees and
carry out preventive checks. In addition, they
assist with the organisation of first aid and
help with the reintroduction of employees to
the workplace after illness.
To avoid risks to other companies' employees
at Porsche sites as much as possible, Porsche
stipulates detailed rules of conduct. These
apply in particular to construction sites, but
also to the procurement and assembly of ma-
chinery and equipment.
Going forward, the ESG management system
should make it easier for the Executive Board
and the departments involved to monitor
and manage their ESG contributions, interpret
results and produce regular reports. It was
decided in the year under review that a cen-
tralised IT system would be established for
this purpose. The Sustainability department
pools this software's output, manages the
monitoring process and assists the depart-
ments with material decisions.
Works Councils and collective agreements
Porsche's main site is in Germany. This means
it is required by law to engage in collective
co-determination. The company has been
systematically meeting this obligation for
decades and has positive experience in this
area. For Porsche, it is natural for employees
and their legal representatives to be informed
as soon as possible and in as much detail as
possible about any significant changes re-
garding operational workflows or the organisa-
tion of the company. This is done in compli-
ance with national laws, applicable collective
bargaining agreements and works agree-
ments, including beyond Germany's borders.
The information channels used here include
the Supervisory Board with equal representa-
tion, the Works Council committees, a range
of communication formats and the works
agreement database on the intranet.
Porsche is voluntarily assessed by the sus-
tainability rating agency ISS ESG at regular
intervals. Here, the company's sustainability
performance in the areas of the environment,
society and responsible corporate govern-
ance is examined. Porsche considers this
independent, external assessment to be an
important tool and source of impetus.
Building on this, it can continuously improve
its sustainability management.
OF CONFLICTS
91 PER CENT OF THE EMPLOYEES
HAVE TRAINING IN THE
AVOIDANCE
A digital learning module on the topic of
fraud prevention was developed and
will be available from 2022. This follows
the established fun approach of the
existing compliance training format and
takes the form of a digital board game.
The participants' knowledge is enhanced
through their solving tasks and practical
cases and their having to confirm that they
have read general information.
the year under review was 91 per cent.
The compliance officers are responsible for
conducting compliance training in collab-
oration with the HR department. A large
number of virtual and face-to-face training
sessions for various target groups were of-
fered in 2021. In addition, the Code of Con-
duct digital learning module was updated
and published. This teaches the principles of
the Code and provides contact details for
the whistle-blower system on the one hand
and, in particular, explains the content of
the Group guideline "Avoidance of conflicts
of interest and corruption" on the other.
Porsche AG's training quota at the end of
Compliance training
OF INTEREST
Both of these codes explicitly bring the
whistle-blower system for potential viola-
tions of the law to people's attention, stating
the relevant internal and external reporting
channels. Detailed information about this
system is also published online, where there
is the option of especially safe, anonymous
whistle-blowing.
• In the workplace: occupational safety and
healthcare; data protection; security and
protection of information, know-how and
intellectual property; IT security; handling
company assets.
• As a business partner: conflicts of interest;
gifts, hospitality and invitations; prohibition
of corruption; dealings with officials and
holders of political office; prohibition of
money laundering and terrorism financing;
accounting and financial reporting; taxes
and customs; fair and free competition; pro-
curement; export control; prohibition of in-
sider trading.
human rights; equal opportunity and equal
treatment; product conformity and prod-
uct safety; environmental protection; do-
nations, sponsorships and charity;
communication and marketing; political
lobbying.
• As a member of society:
The Code of Conduct was updated for the
employees in the year under review. This
governs all aspects of the employees' respon-
sibility for compliance:
Code of Conduct
The Code of Conduct for Business Partners
governs Porsche's expectation that its busi-
ness partners will comply with the law as ap-
plicable. Acknowledgement of principles of
ethical conduct and expectations regarding
acting sustainably are also enshrined in this
binding document.
THE CODES
OF CONDUCT.
AND CORRUPTION.
All compliance training at Porsche is binding.
The training progress made in the course
of the year is monitored, with the final train-
ing status being reported both to the Com-
pliance Council and to the Executive Board
and Supervisory Board. The Compliance
Council coordinates the Porsche Group's
compliance roll-out measures. It also ad-
vises the Chief Compliance Officer regarding
further development of Porsche's compli-
ance management system.
Integrity is an integral part of the current and
future HR development programmes. Dia-
logue events regarding Porsche's values and
culture are held in the organisational units.
ISS ESG rating
126
A catalogue of internal communication
measures is used to continuously raise
awareness of the topic of integrity among
the workforce. The interdisciplinary multi-
plier network covering the brand, culture
and integrity was further expanded in the
year under review. This network serves as
a platform for knowledge exchange, ideas
and presentations, and assists the ambas-
sadors in embedding the topic of integrity
within the departments. A poll on acting
with integrity and lawful behaviour within
the corporate organisation is carried out
annually as part of the Porsche employee
survey. In the event of conspicuous mood
barometer findings, the causes are investi-
gated and appropriate measures are intro-
duced if necessary, with the involvement of
HR and the relevant line manager.
COMPLIANCE WITH
INTEGRITY IS SUPPORTED
BY AMBASSADORS
AND A MULTIPLIER
NETWORK.
Integrity means firmly believing in one's
values and ethical principles and steadfastly
acting in accordance with these. It is an
integral part of the management mission
statement and is a top priority within the
Porsche strategy regarding employee
collaboration. Acting with integrity is also
indispensable in retail. Integrity is therefore
firmly embedded in the Porsche service
standards as a key value. The high level of
attention paid to this topic is also reflected
in the reporting to the Executive Board and
Supervisory Board. It is additionally a focus
in the decision-making processes of all the
top committees.
The compliance officers deliver the training
on the basis of a subject-specific plan which
uses risk analyses to identify the relevant
target groups and key areas of content. This
also defines the number and frequency of
events as well as the capacity needs. A regu-
lar programme of set training events is in
place for (new) managers, junior managers
(format ended in 2021), new employees
and trainees. Training is also provided on
current topics with specific departments or
on request.
Promoting integrity
A TOP PRIORITY
AS AN INTEGRAL PART OF
THE MANAGEMENT
MISSION STATEMENT,
INTEGRITY IS
A key measure in the year under review was
the global roll-out of risk analysis on the
topic of human rights as part of the Porsche
Group's established compliance risk ana-
lysis. The sports car manufacturer also
incorporated human rights aspects into its
training and communication measures,
for example with background information,
warning signs and recommendations for
action in the event of indications of human
rights violations.
As a company that campaigns for diversity
and equal opportunity, the upholding of
internationally recognised human rights is a
matter of course for Porsche. This applies
on the one hand to the company's own sites.
On the other hand, it is also something which
Porsche expects of its direct suppliers, who
are required to also implement the corre-
sponding requirements in their lower supply
chain levels. The sports car manufacturer
rejects child labour, forced labour and com-
pulsory labour as well as all forms of modern
slavery. Porsche develops and produces its
products in accordance with the relevant
conventions, including the labour and social
standards of the International Labour
Organization (ILO) and the OECD Guidelines
for Multinational Enterprises.
Upholding human rights
Further details of the Compliance depart-
ment's training programme and communica-
tions are available to Porsche employees
on the intranet. In addition to the relevant
Group and company guidelines, this features
information on compliance culture and the
compliance organisational structure. It also
provides information about who to contact
with queries or information and about the
reporting channels as well as films, flyers, in-
formation cards and brochures.
AT PORSCHE.
THE EMPLOYEES' AND BUSINESS
PARTNERS' RESPONSIBILITY
FOR COMPLIANCE IS
COMPREHENSIVELY
GOVERNED BY
The topic of "Culture and integrity" is being
rolled out internationally at Porsche by the
Volkswagen Group as part of its Together4-
Integrity (T41) programme. The resultant
long-term measures aim to further strength-
en the integrity culture and will be imple-
mented as scheduled.
The Executive Board and the Supervisory
Board of Porsche AG receive regular reports
on action taken by the compliance organisa-
tion and on the preventive and reactive meas-
ures implemented at the company.
Porsche sets great store by its sustainability
performance being assessed independently.
In October 2021, the company was once
again awarded Prime status by the rating
agency ISS ESG and improved its previous
year's rating of C+ to B-. Prime status is
awarded to companies with ESG perform-
ance that exceeds a stipulated threshold
which is typical for the sector. This means
they meet ambitious performance require-
ments. The sports car manufacturer has set
itself the goal of being classified as one of
the leading companies in the automotive in-
dustry in this rating.
In 2021, compliance communications focused
among other things on intranet posts regard-
ing publication of the digital learning module
"Competition law in procurement" and about
International Anti-Corruption Day. These were
complemented by reporting on other compli-
ance issues in the site newspaper.
ISS ESG rated Porsche's sustainability perform-
ance especially positively in the areas of
"Staff and suppliers", "Society and product re-
sponsibility" and "Environmental management".
Capital market
Corporate ESG
Performance
RATED BY
ISS ESG‣
Prime
ESG stands for environ-
ment, social and govern-
ance, and represents a set
of requirements made of
companies by the capital
market. It can be used
to better understand
and assess companies'
performances in the area
of sustainability. Porsche
introduced extensive ESG
management in the year
under review.
PORSCHE'S ESG FOCUS
山
Analysts
Investors
Porsche is developing future-oriented drive concepts with a focus on
electromobility and decarbonisation and is expediting the development
of key technologies for future generations.
For its assessments in the automotive indus-
try, ISS ESG focuses particularly strongly on
the companies' strategies regarding alterna-
tive drives, in particular electric vehicles. With
the Taycan, the all-electric successor to the
Macan and the company's further electrifica-
tion strategy, Porsche is well placed for the
future in this focus area.
Comprehensive
The effectiveness of the compliance manage-
ment system is audited by the affected de-
partment as part of the governance, risk and
compliance (GRC) process and regularly also
by the Internal Audit department. The com-
pliance management system is also regularly
incorporated into site checks during prepar-
ation of the Annual and Sustainability Report.
THE EFFECTIVE-
NESS OF THE
COMPLIANCE
MANAGEMENT
SYSTEM IS
REGULARLY
AUDITED.
regarding compliance issues. In addition, em-
ployees can report possible violations of the
law to an internal office set up accordingly.
Outside the company, Porsche managers, em-
ployees, customers and business partners, as
well as public officials and other external indi-
viduals, can report possible legal violations
anonymously to two ombudsmen. Porsche
diligently investigates all reports, taking the
applicable data protection regulations into ac-
count. Any violations identified are responded
to in line with the relevant labour and co-de-
termination laws. Suitable countermeasures
can be introduced and individual cases of mis-
conduct can be sanctioned.
Transparent
Porsche's central compliance help desk offers
information and advice internally, answering
all of the managers' and employees' questions
Regular risk analyses are used to determine
where action is needed and derive preventive
measures. Aspects such as the company's
business model, relevant environmental con-
ditions and the relationships with business
partners are taken into account. At Porsche,
binding rules are adopted and communicated
and confidential compliance advice is offered.
These examples count among the key meas-
ures. Fundamentally, the Code of Conduct
sets out the most important rules to be ap-
plied at Porsche. Directed at the managers
and the employees, it documents the expec-
tations of their assuming responsibility for
compliance as members of society, as busi-
ness partners and in the workplace. It also
specifies the rules regarding how to avoid
corruption or violations of antitrust law, how
to handle conflicts of interest or the receipt of
gifts and how to prevent money laundering.
Managers and other employee groups are
given targeted information and training on
compliance and the related risks as a means
of sustainably promoting lawful behaviour.
The point of compliance is to avoid penalties,
fines, claims for damages or other legal con-
sequences for the company or its employees.
Compliance also contributes to protecting
the company's good reputation and prevent-
ing any loss of confidence in the company.
The company promotes legally compliant
conduct by means of a compliance structure
which is based as closely as possible on the
business model. This includes legally water-
tight processes as well as preventive and re-
active measures. Porsche's compliance
management system currently encompasses
six areas of compliance, including anti-cor-
ruption and anti-money laundering measures.
With its adopted compliance structure,
Porsche seeks to prevent violations of the law
and help its employees act in accordance
with the legal and statutory provisions. It in-
cludes a Chief Compliance Officer, compli-
ance officers covering specific topics at
Porsche AG and local compliance officers at
the Group companies.
ISS ESG assesses sustainability performance
on the basis of more than 100 standardised,
industry-specific indicators covering the
environment, society and corporate govern-
ance. ISS ESG annually analyses more than
800 different indicators at over 8,000 com-
panies around the world. Its analysis is based
on information in the public domain or infor-
mation obtained through direct dialogue.
Acting responsibly also involves complying
with the applicable laws and acting with in-
tegrity. Porsche requires compliance of the
employees in the form of conforming to rules
and promotes integrity as a personal attitude.
Established compliance structure
COMPLIANCE AND INTEGRITY ✓
125
124
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Material
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Supp_optimal: meals served to those in need
Porsche provided the Supp_optimal project
of the Bürgerstiftung Stuttgart organisation
with 250,000 euros in funding in 2021. From
November 2020 to June 2021, Supp_optimal
served more than 12,000 meals to people
in precarious circumstances in Stuttgart
city centre. As the needs are even greater in
other districts, the Porsche donation has
now been used to create temporary serving
stations there. The sum donated comes
from the Porsche employees, with Porsche
Gastronomy intentionally not passing the
temporary reduction in VAT on to the guests
as price reductions. The Executive Board
and the Works Council instead chose
to spend Porsche Gastronomy's additional
revenue on serving food to those in need.
The schools are free to choose what litera-
ture they wish to buy. The aim of this support
for reading clubs is to promote equal oppor-
tunity children should be granted educa-
tion opportunities irrespective of their back-
grounds or school conditions.
example, books, magazines or digital media.
Stiftung Lesen promotes equal opportunities
Together with the foundation Stiftung Lesen,
Porsche extended the operation of five read-
ing clubs for another three years in the year
under review. The sports car manufacturer
supports a total of 12 reading clubs in
Baden-Württemberg and Saxony. Schools
use the funds among other things for room
fittings and equipment. Porsche also helps
with the purchase of reading materials, for
Stuttg
13725
BACKSIDE
Ha
ANDREAS HAFFNER HANDS OVER THE KEYS FOR FIVE NEW MOBIFANT PLAYBUSES
150
NEW DRINKING WATER FOREST - PORSCHE SUPPORTS THE PLANTING CAMPAIGN
Porsche plants new drinking water forest
Five hundred hornbeams and 500 small-
leaved lime trees spread across a hectare in
Eberdingen-Hochdorf (Ludwigsburg district)
make up a new mixed deciduous forest.
The planting campaign of the organisation
Trinkwasserwald e. V. was conducted in
October and made possible by a Porsche AG
donation. What made this special was that
the young trees were planted with the active
assistance of 50 Porsche Procurement em-
ployees who volunteered for this good cause
as part of the Porsche hilft programme.
In collaboration with Trinkwasserwald e.V.,
Porsche has created a total of 14 hectares of
new mixed deciduous forest in the Stuttgart
region and in Leipzig since 2017. The major
advantage of deciduous forests is that they
generate 800,000 litres per hectare more
groundwater than coniferous forest mono-
cultures on average - and will be doing so
every year for generations. The joint engage-
ment of Trinkwasserwald e.V. and Porsche
generates more than 11 million litres of
drinking water a year. This is enough to sup-
ply 11,000 people with drinking water for
life. On average, a person needs 1,000 litres
of drinking water a year.
AMSEL Stiftung recognises engagement
In October, the AMSEL Stiftung Ursula Späth
foundation acknowledged committed people
whose actions were sustainably improving
the lives of people with multiple sclerosis at
the Porsche Museum. The company has been
supporting this foundation since 2014.
The 2020 event had to be cancelled due to
the coronavirus. After a delay of a year, the
four awards - the Care Award, Media Award,
Ursula Späth Award and MS Activist Award -
were presented in person once again. The
foundation has been improving the lives of
people with multiple sclerosis through its
work for 40 years.
New children's award
For the tenth time, the Bürgerstiftung Stutt-
gart organisation presented its Citizens'
Award to people and organisations who make
a notable volunteering contribution. Albrecht
Reimold, Member of the Executive Board
responsible for Production and Logistics at
Porsche, welcomed around 250 guests
to the award ceremony held at the Porsche
Museum. In addition to the traditional
awards in the categories of Sustainability
and Innovation, there was a special award for
particular engagement during the pandemic
as well as a public choice award. A new add-
ition in 2021 was the children's award. This
was endowed by Porsche and presented
to the Bees working group by Sebastian
Rudolph, Vice President Communications,
Sustainability and Politics. The bee project
is aimed at children and young people who
have had to endure traumatic experiences
in their lives, are affected by violence and neg-
lect or are unable to participate in main-
stream schooling due to psychological issues.
The project is designed to help children further
develop their personalities and strengthen
their social and emotional skills, independence
and personal responsibility.
Employees, society, sports and communications
a Porsche donation in the amount of
230,000 euros to buy five new Volkswagen
vans. These serve as playbuses that go by
the name of Mobifant for children up to the
age of 12. The Mobifant playbuses are
equipped with all kinds of movement games.
Qualified educators take the playbuses to
places where children have especially limited
space to play. The Mobifant playbuses have
been a firm fixture in Stuttgart for decades.
With the old vehicles having reached the end
of their days, the donation safeguarded the
long-term existence of this social institution.
151
Donation of 60,000 euros at Aces for Charity
The 44th Porsche Tennis Grand Prix was a re-
sounding success with its Aces for Charity
campaign, which has been an integral part of
this traditional tournament for many years.
Due to the special coronavirus circumstances,
Porsche donated 200 euros to a good cause
for every ace served this year - twice the sum
that is usually donated. A total of 260 aces
were served in the course of the week-long
tournament and the company rounded its do-
nation up to 60,000 euros. The money was
shared equally among the tournament's charity
partners, the Agapedia Foundation and the
Baden-Württemberg Sports Federation. The
aim is to fund additional sports opportunities
and activities for children and young people in
order to mitigate the impacts of the pandemic.
An important role in terms of the good dona-
tion result was played by Karolina Pliskova. The
2018 Stuttgart winner served 21 aces in her
match against Jelena Ostapenko alone, thereby
setting a new record for a clay tournament.
Spielmobil
ORN
BE
standard requirements for funding projects
are considered. The aim is for the funds for
CSR sponsorship and donations to be used
in accordance with the law and solely in the
interests of the company. In total, Porsche
made donations to approximately 200 indi-
vidual projects in 2021. There were also
extensive activities in the areas of CSR and
cultural sponsorships. The sports car manu-
facturer is especially keen to repeatedly
make first-class cultural events accessible
to the general public. There were live
streams of the Stuttgart Ballet of Beet-
hoven's ballets in the year under review,
for example. The charitable Ferry Porsche
Foundation was also funded.
New playbuses put into operation
67,560
Porsche donated
kilometres run
IN 201
MOMENTS FROM THE PORSCHE VIRTUAL RUN 2021
200,000
euros donated
SUPPORT PROJECTS
Support for flood victims
The flood disaster in western Germany
touched Porsche personally too as the
region around the Nürburgring was heavily
affected. Porsche has maintained a special
relationship with the people there for
decades. Friendships and partnerships
have grown on the basis of motorsport.
Porsche Motorsport therefore organised
an initial group of volunteers in a matter
of hours who provided emergency gener-
ators, tools and clothing. The sports car
manufacturer additionally supported the
Aktion Deutschland Hilft e. V. coalition
with a million-euro donation. The funds
went towards immediate aid for the flood
victims and strengthened the work of the
various rescue associations in the affected
areas, where the coalition helped to search
for missing people, organised accommo-
dation, assisted with clean-ups and se-
cured dangerous areas. The auxiliary staff
also helped with medical care, sourced
food and arranged catering for the emer-
gency services. Porsche additionally called
upon its employees to make private dona-
tions. Porsche Deutschland GmbH and
its dealer organisation likewise donated
750,000 euros to the Aktion Deutschland
Hilft e.V. coalition. An additional 50,000 euros
were donated by MHP Management- und
IT-Beratung GmbH.
Coronavirus aid for sports federations
Porsche made a point of mitigating the con-
sequences of the coronavirus pandemic
once again in 2021. For example, the regional
sports federations in Baden-Württemberg
and Saxony were awarded a total of
339,000 euros, which they passed on to 113
carefully selected clubs in the form of individ-
ual donations of 3,000 euros each. The clubs
that were supported focus in particular on
youth work, integration or inclusion and of-
fered their junior sports enthusiasts alterna-
tive opportunities during the pandemic. It
made no difference whether the beneficiary
clubs engage in recreational or competitive
sport. A total of 38 sports were supported. In
this way, the role of sports as an inclusive
force in society in particular for children and
young people too was recognised.
Racking up metres for a good cause
More than 2,300 Porsche employees
from 34 countries racked up a total of
67,559 kilometres for a good cause in the
first Porsche Virtual Run held from 17 Sep-
tember to 3 October 2021. Ahead of the
run, Porsche pledged to make a donation of
50 cents per kilometre run to the inter-
national Make-A-Wish Foundation, which
aims to fulfil the dearest wishes of children
in difficult life situations. This goes hand
in hand with the hope that such a positive
experience might mobilise undreamt-of
strength in the children and their families
as they battle their illnesses. More than
500,000 children around the world have
benefited from this to date. Based on the
fantastic level of involvement in the Virtual
Run, Porsche promptly increased its dona-
tion to 200,000 euros. The participants used
the Pumatrac app to log their running per-
formance and could freely select their pace,
frequency and distance. As a little incentive,
the runners were able to tackle three legend-
ary racetracks - Le Mans (13,626 metres),
the Nürburgring Nordschleife (20,830
metres) and the 72-kilometre-long Targa
Florio and were allowed to complete
the courses in stages. A number of wishes
have since been fulfilled. 16-year-old
Fasil was able to engage in a secret mission
with Porsche Motorsport and follow the first
test laps of a future racing car live. In
addition, Porsche works driver Richard Lietz
demonstrated the racing line to Fasil,
who has muscular dystrophy, on a virtual
racetrack in the race simulator.
Culture, sports, education, the
environment and social affairs
represent the five pillars of
Porsche's support measures.
Porsche has always exercised its social re-
sponsibility and has also enshrined this as
a central element of the Porsche sustainabil-
ity strategy within the Partner to Society area
of action. Once again in the year under review,
the company helped to mitigate the conse-
quences of the coronavirus pandemic. Among
other things, the regional sports federations
in Baden-Württemberg and Saxony were
awarded donations to maintain the clubs'
sports activities. The sports car manufacturer
also responded to the flood disaster in the
summer, particularly supporting the Aktion
Deutschland Hilft e. V. association with dona-
tions. In addition to helping in the event of
unforeseen occurrences, Porsche pursues
a fixed plan with its social engagement. Cul-
ture, sports, education, the environment and
social affairs represent the five pillars of
Porsche's support measures. The "Donations
and CSR Sponsorship" Group directive de-
fines all the Porsche processes, responsibil-
ities and approvals. These ensure that the
Porsche made a point of
mitigating the consequences
of the coronavirus pandemic
once again in 2021.
For example, the regional
sports federations in Baden-
Württemberg and Saxony
were awarded a total of
339,000 euros.
148
BW Bank
Lander
aden
DREIHUNDERTUEUU-U339 000-
UUDDREIBIGTAUSEND Stuttgart
Landes sportbund Sachsen 15.02.2021
Landessportverband
Soden-Württemberg
Pring he T
Porsche AG
OLY
PORSCHE AG DONATED A TOTAL OF 339,000 EUROS TO REGIONAL SPORTS FEDERATIONS
Employees, society, sports and communications > The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
149
The Mobifant playbuses
have been a firm fixture in
Stuttgart for decades. With
the old vehicles having
reached the end of their days,
the donation safeguarded
the long-term existence of
this social institution.
Stuttgarter Jugendhaus Gesellschaft used
60,000 euros to the Aces
for Charity campaign that
made up part of the 44th
Porsche Tennis Grand Prix.
The aim of the donation is to
fund sports opportunities
and activities for children
and young people in order
to mitigate the impacts of
the pandemic.
FC Erzgebirge Aue new to Porsche's youth
development
Porsche has been supporting the non-profit
association Weihnachtsmann & Co. for
46 years. Once again in 2021, it donated
10,000 euros for the funding of charitable
facilities and organisations in the Stuttgart
region. The cheque presentation is usually
complemented by voluntary work by the
Porsche trainees at the Weihnachtsmann
& Co. sales stand at the Stuttgart Christmas
market but the coronavirus pandemic pre-
vented this again. The donation first and fore-
most benefits the repair station of the organi-
sation. Here, children and young people are
given guidance by experienced and trained
voluntary helpers and learn how to repair
items such as bikes, toasters and cupboard
hinges. Space was created and workplaces
were equipped with tools for this. Through its
work, the repair station above all supports
children and young people from disadvan-
taged backgrounds. The aim is to foster their
self-confidence through success.
Porsche Jugendförderung
Sieger
Porsche Fußball Cup 2021
RB LEIPZIG, THE WINNERS OF THE PORSCHE FOOTBALL CUP 2021
154
FINAL DAY OF THE LEIPZIG QUARTER-FINALS
Turbo für Talente.
Porsche Jugendförderung.
Porsche
Porsche and Volkswagen extend partnership
with RB Leipzig
The Turbo for Talent youth development pro-
gramme is being continued in Leipzig. The
parties involved have extended the cooper-
ation agreement concluded in 2014 for a fur-
ther three years up to 30 June 2024. As such,
Volkswagen will remain the club's mobility
partner and Porsche will remain its strategic
youth partner. At its production site in
Saxony, Porsche primarily focuses on social
engagement. The club and the company have
set themselves the goal of getting children
and young people excited about team sports,
making it easier for children from more so-
cially disadvantaged families to access club
sport and offering talented junior football
players targeted support.
Their joint projects include the Leipzig
Quarter-Finals, an annual tournament for
junior players. After a one-year hiatus due to
the pandemic, this was able to take place
once again as a hybrid event format involving
digital preliminary rounds and the final
day held on the football pitch. Once a year,
Porsche additionally names the club's best
junior team the Porsche Talent Team. The
concepts of inclusion and integration feature
in the projects too, for example in the form
of an inclusive football school.
Porsche Turbo Awards for junior
sportspeople
The Porsche Turbo Awards have been rec-
ognising talented individuals with the best
sporting development, very good school
achievements and the greatest social en-
gagement since 2016. In the year under re-
view, a total of 18 boys and girls from the six
partner clubs received awards. The Porsche
Turbo Awards were presented at the Porsche
Museum by Sami Khedira, former profession-
al football player and an ambassador for
Porsche's youth development: "Professional
youth development that takes somebody
from being a junior player to a professional
sportsperson is incredibly important. Unfor-
tunately, not all young people have the same
opportunities and the same good fortune
as I had. I therefore think the way in which
Porsche nurtures talented junior players and
offers children and young people the opportu-
nity to develop personally through sport is
very good and also important."
Premiere of the Porsche Football Cup at
Stuttgart's ADM-Sportpark
The first Porsche Football Cup was held on
the Stuttgarter Kickers grounds in Degerloch
in early September. The tournament for the
Porsche partner clubs' U15 teams was held
for the first time in 2021 and is expected to
be hosted annually by a different partner going
forward. RB Leipzig's U15 team secured the
inaugural win at Stuttgart's ADM-Sportpark
in glorious sunshine and perfect football
weather. The Leipzig team beat Borussia
Mönchengladbach's junior players in the final
in front of around 300 spectators.
In addition to sporting competition, the
Porsche Football Cup was also about a good
cause, with Porsche donating 500 euros for
every goal scored as part of the Goals for
Charity campaign. A total of 18,000 euros
was donated on the basis of 36 goals scored.
The money went to two Stuttgart-based
sports and activity projects for children and
young people Sport VereinT and GESund
& GEStärkt. The sports car manufacturer
upped the donation amount to 25,000 euros.
Employees, society, sports and communications
155
DODADDADE DADO
AND DO DODD DOO
DDD DD DE DEDDE
PORSCHE DEUTSCHLAND HAS BEEN A PRINCIPAL SPONSOR OF THE ELBPHILHARMONIE IN HAMBURG SINCE JULY 2021
Partnership with the Leipzig Opera Ball
extended again
The sports car manufacturer Porsche an-
nounced that it would remain by the side of
the Leipzig Opera Ball on the evening of
the ball in October 2021. This engagement
focuses on supporting the greater good.
Porsche has been presenting the dance
evening since 2013 and, in this context, it
donates the main prize in the Opera Ball
tombola in the form of a vehicle. The winner
in the year under review was presented with
a 718 Boxster in Racing Yellow with a blue
top and black interior. In choosing these col-
ours, the company gave a nod to Leipzig's
coat of arms, thereby underscoring its affili-
ation with the region. As is tradition, all the
tombola proceeds went to the foundation
Leipzig hilft Kindern, which supports projects
for children and young people in the region.
The beneficiaries included the Wunderfinder
project of the foundation Stiftung Bürger für
Leipzig, which arranges the educational spon-
sorship of nursery schoolchildren in the east
of Leipzig and in the Grünau district. Financial
support was also given to the association
Bemmchen-Leipzig e.V.
The Beethoven Ballets at
Stuttgart's Schauspielhaus
theatre were broadcast live
this year due to the corona-
virus pandemic. Porsche
made this extraordinary event
possible as the main sponsor
of the Stuttgart Ballet.
Stuttgart Ballet presents Beethoven
Ballets online
As the main sponsor of the Stuttgart Ballet,
the sports car manufacturer made an extra-
ordinary event possible in spring 2021 - the
Beethoven Ballets at the Schauspielhaus the-
atre. The dance homage to Beethoven had to
be cancelled in 2020 due to the coronavirus
pandemic. But in 2021, the ballet company
paid tribute to this great composer by live
stream to belatedly mark his 250th birthday.
It was a dance affair in a virtual age: "We will
make cultural events accessible to the gen-
eral public in the future too - be it virtually or,
hopefully soon, in person once again," says
Andreas Haffner, Member of the Executive
Board responsible for Human Resources at
Porsche. In addition, Stuttgart's John Cranko
School celebrated its 50th anniversary last
year. Porsche contributed 10 million euros to
the rebuilding of one of the world's most re-
nowned ballet schools. The funding was pro-
vided through a foundation that the sports
car manufacturer established in 2013 to-
gether with the city of Stuttgart.
CULTURAL SPONSORSHIP
The sports car manufacturer has been sup-
porting cultural projects for years. The aim
co-workers in 35 markets
around the world
Turbo für Talen
Fostering self-confidence
"FC Erzgebirge Aue stands for tradition and
is a regional beacon with a large and loyal fan
base. The club allows children and young
people to develop personally through sports.
We are therefore delighted to be able to
support FC Erzgebirge Aue as another club,"
says Lutz Meschke, Deputy Chairman and
Member of the Executive Board responsible
for Finance and IT at Porsche AG.
Porsche has been supporting
the youth work of sports
clubs for years with numerous
partnerships run under the
motto of Turbo for Talent.
One particular focus is how
to balance school, sports and
working life.
TC
TECHO
PINTATON
PATO
PINTA
ECHO
PINTATON
TECH
PORSCHE HAS BEEN WORKING WITH THE ORGANISATION UN TECHO SINCE 2012
Porsche and its sales subsidiaries
are involved in projects all over
the world. For example, Porsche
supports socially vulnerable
families in marginalised neighbour-
hoods together with the Latin
American organisation Un Techo.
Taycan turbos ross Turismo
ACES FOR CHARITY -60,000 EUROS FOR A GOOD CAUSE
International commitments
Porsche and its sales subsidiaries are in-
volved in projects all over the world. Porsche
China has been running the Dealer CSR
Fund since 2018, supporting local projects
throughout China. The project proposals
are submitted by Porsche dealers and im-
plemented in collaboration with non-profit
organisations. Over the past four years, al-
most 200,000 people have been supported
by more than 20 initiated projects. In 2021,
for example, Porsche China supported the
Orphan Care Project and the Rural Students
Reading Project.
Through its CSR campaign Porsche Do
Dream, Porsche Korea aims to open up new
opportunities and prospects to disadvan-
taged children and young people. One part
of this programme is Porsche Dream Up,
a scholarship initiative for particularly talent-
ed young people in the fields of art and
sports. Further, Dream Playground creates
play opportunities inside buildings. Other
projects under this initiative include Porsche
Dream Circle for environmental education
in schools, Bee'lieve in Dreams, a honeybee
project for greater biodiversity in Seoul and
Smart Traffic Safety Solution for Children.
Porsche Latin America has been working with
the charitable organisation Un Techo since
2012. This Latin American non-governmental
organisation works to help socially vulnerable
families in marginalised neighbourhoods,
provides housing in areas of extreme poverty
and also offers educational programmes. The
donation made in the reporting year will be
used to fund at least 50 houses in 14 Latin
American countries.
Porsche Cars North America is involved in
the Goodr initiative - as part of its CSR
sponsorship activities, groceries are handed
out to people in precarious life situations at
pop-up stores in Atlanta and Los Angeles.
The impacts of the pandemic entail millions
of unemployed people in the USA. Therefore,
there are progressively more families that
lack the basic necessities such as food.
CSR SPONSORSHIP
Funding of endowed chairs
Porsche regularly supports academic edu-
cation in Germany by working with higher
education institutions. For example, the
Dr. Ing. h.c. F. Porsche AG Chair of Strategic
Management and Digital Entrepreneurship
was created at the HHL Leipzig Graduate
School of Management in 2013. Up to the
end of 2021, more than 2,500 students had
already benefited from the courses, seminars
and projects on offer. The company also sup-
ports teaching, research and the continuous
development of vehicle engineering at
Esslingen University of Applied Sciences.
Start-up contest for school pupils
Jugend gründet is a business plan and simu-
lation contest organised by the Steinbeis
Innovation Center Business Development at
Pforzheim University. Last year, more than
3,000 trainees and school pupils from year
10 and above from all over Germany submit-
ted their start-up proposals. Porsche has
been the main sponsor of the contest since
2016 and also awarded its special Digital Fu-
ture prize for the second time in 2021. The
winners were Nightlight UG with their intelli-
gent reflector post Light Pole. The reflector
post picks up the light from approaching ve-
hicles and lights the road for 15 seconds if
needed. The jury was convinced, saying that
the inventors had picked up on an important
societal need the need for road traffic safety.
What is especially impressive is that the
idea has huge further development potential.
For example, the reflector posts which are
currently self-sufficient could also be turned
into smart reflector posts. They could collect
data and issue warnings, for example if there
is black ice, if animals are crossing or if some-
one is driving the wrong way.
152
Employees, society, sports and communications > The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
153
YOUTH DEVELOPMENT IN SPORTS
Sport has been in the Porsche brand's
DNA since the beginning. It represents
team spirit, passion, fairness and respect
- in other words, values which are also
practised by the sports car manufacturer.
Porsche is aware of its social responsibil-
ity and imparts these principles to young
people. The company has been supporting
the youth work of sports clubs for years
with numerous partnerships run under the
motto of Turbo for Talent. One particular
focus is how to balance school, sports and
working life. The programme also promotes
social aspects and turning talented individ-
uals into personalities.
The Germany-wide CSR programme focuses
on the Porsche sites in Stuttgart and Leipzig.
Its partner clubs in Baden-Württemberg
are SC Bietigheim-Bissingen Steelers (ice
hockey), SV Stuttgarter Kickers, SG Sonnen-
hof Großaspach (football) and the Porsche
Basketball Academy in Ludwigsburg. In
Leipzig, Porsche works with RB Leipzig (foot-
ball). Porsche's youth development network
in the area of football was expanded in
summer 2020 with the addition of Borussia
Mönchengladbach, and this was followed by
Erzgebirge Aue in 2021.
FC Erzgebirge Aue e.V. has been an official
partner club of the sports car manufacturer
since 1 July. This involved Porsche
acquiring the naming rights for the Porsche
Kumpelschmiede boarding school and for
the youth training centre, which now goes
by the name of Porsche Kumpelschmiede -
das Nachwuchsleistungszentrum. As such,
the sports car manufacturer is now involved
in another site for junior sportspeople.
Porsche Werkzeugbau GmbH Schwarzen-
berg, which is a wholly owned subsidiary
of Porsche AG, is located not far from the
Erzgebirgsstadion stadium.
2,324
2021
147
0
2017
2018 2019 2020
2021
Employees, society, sports and communications
139
New apprenticeship indicate transformation
The transformation of the automotive indus-
try is changing vocational training. Examples
here are digitalisation, Industry 4.0, mobility
of the future and electrification. Porsche's
sustainability strategy has an important part to
play too when it comes to preparing the next
generations of employees. The transformation
is evident in the apprenticeship trades in
particular. A vehicle interior designer is now
a vehicle interior mechanic - a skilled worker
who applies their craftsmanship to handling
all kinds of different materials and who is also
able to install numerous interior electronic com-
ponents. Training as a motor vehicle mecha-
tronics technician now focuses on system
and high-voltage technology. And the elec-
tronics technician for industrial engineering is
now an electronics technician for automation
technology. These examples illustrate how
Porsche systematically focuses on the future
in terms of training its skilled workers. This is
rounded off by new focuses on intelligent sys-
tems and data science in the IT study pro-
grammes. Transformation is also changing the
training formats. New digitalised offerings
have evolved to complement the existing
training methods, promoting people's learn-
ing abilities in entirely virtual or hybrid for-
mats. Among others, the 150 new Porsche
employees who met in a virtual meeting in
September ahead of the start of their training
or studies were able to experience this.
Special payment based on new method
Porsche determined the special payment for
employees covered by collective pay agree-
ments on the basis of the new calculation
method for the first time. Porsche employees
faced particular challenges in financial years
2020 and 2021 due to the ongoing corona-
virus crisis. This was due among other things
to the existing supply bottlenecks. The com-
pany succeeded in keeping its profit high
year-on-year thanks to systematic crisis
management and the considerable efforts of
the entire workforce. The calculation allows
the Porsche workforce to fairly and consist-
ently participate in the success of the busi-
ness. In view of this and based on the per-
formance indicators of return on sales (ROS)
and return on investment (ROI), Porsche paid
a bonus of 7,850 euros for financial year
2020 in April 2021. In this way, the company
recognised the particular commitment
of the workforce in a difficult environment.
Safeguarding of Group company sites
In 2020, Porsche AG adopted a pioneering
site safeguarding strategy under the heading
"Tradition. Transformation. Future.". In
2021, other Group companies - Porsche
Deutschland GmbH, Porsche Engineering
Group GmbH, Porsche Engineering Services
GmbH, Porsche Financial Services GmbH
and Porsche Leipzig GmbH - followed suit
with their own site agreements. The agree-
ments safeguard the ability of Porsche AG
and its Group companies to compete and
each include employment protection for the
core workforce up to 2030. The agreements
cover a 10-year period. They are founded on
numerous measures that will boost flexibility
and productivity and sustainably secure
profit. At the Leipzig site, the Executive Board,
management and Works Council also de-
cided to reduce the working week from
38 to 35 hours in two steps up to 2025.
START OF VOCATIONAL TRAINING AT PORSCHE
140
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
SOCIETY
Porsche Ausbild
Clear commitment to diversity
and tolerance
During its fifth Diversity Days, Porsche again
sent a clear message of backing tolerance
and of being against exclusion and discrimin-
ation. During a themed week around German
Diversity Day in May 2021, 21 digital dia-
logue formats addressed the value and op-
portunities of diversity. A diverse project
team also had the idea of a diversity 911
marked with messages and facts about di-
versity at Porsche. In adding their signatures
to the vehicle at the beginning of the Diver-
sity Days, the Porsche Executive Board and
Works Council affirmed their unconditional
backing of diversity and tolerance. Diversity
was also a focal issue during the Sustain-
ability Festival held in October 2021, illus-
trating the importance of diversity of views
as a driver of innovation and a future success
factor. New points of view were also the
focus of Porsche hilft in the year under
review. This placement platform lists volun-
tary engagement options and gives Porsche
employees the opportunity to broaden
their perspectives by enabling them to see
beyond their own noses.
Incorporating change into day-to-day
business
Change is occurring faster than ever. Porsche
sees this development as an opportunity.
The company assists its employees in per-
manently keeping their knowledge up to date
and developing new skills. This is important
in particular with the advancement of digital-
isation in mind as it radically reduces the half-
life of knowledge and skills. Porsche believes
in lifelong learning and an active approach to
change. This offers the employees a unique
opportunity to learn something new and, in so
doing, develop themselves. Learning space
plays a crucial part in Porsche evolving from
a knowing to a learning organisation. The
Porsche Learning Lab stands on the one hand
for the concept of a physical learning room
where the sports car manufacturer creates
space for experimentation, networks people
and gives them guidance on their personal
development. And with the integrated offer
of a virtual studio, the employees also have
the option of recording and sharing what they
have learned. Virtual rooms are also created,
assisting the employees in developing learn-
ability and a growth mindset.
Porsche launched an innovative internal
learning format called the Online Learning
Lab in 2021. Here, up to 100 Porsche em-
ployees jointly hone their mindset, in other
words how they think and their inner atti-
tudes. In the course of six weeks, they learn
how to incorporate learning and change into
their day-to-day work, all with the aim of
shaping change together in times of trans-
formation. The Online Learning Lab is a vir-
tual space where employees can grow with
others both personally and professionally and
enhance their own learning aptitude and
pace. The participants are taught methods
and hacks that make it easier to incorporate
learning into their day-to-day work. They are
also equipped with the tools they need to be
better able to meet strategic requirements.
It is all about a growth mindset (will), learn-
ability (ability) and self-leadership (action).
This is all directly related to Strategy 2030 as
the strategy includes many new topics that
all the Porsche employees will have to ad-
dress in the future. Acquiring new knowledge
and new skills and being able to deal with
change are therefore part and parcel of day-
to-day business.
Employees, society, sports and communications
141
CHANGING WORKING WORLDS
Employees
at the sites in Germany
897
35,429
Other sites
in Germany
36,359 36,996
10
157
Employees, society, sports and communications
STUTTGART BALLET PRESENTS BEETHOVEN BALLETS ONLINE
156
In 2021, Porsche Deutschland expanded its
engagement in the area of cultural sponsor-
ship by becoming a Principal Sponsor of one
of the world's newest and most significant
concert halls. The Elbphilharmonie delights
fans of culture from all over the world. In July
and August 2021, Porsche presented a series
of concerts called Elbphilharmonie Sommer.
This featured something to cater to all tastes,
from great classics and foot-tapping jazz to
silent film concerts - played in some cases
by some of the world's best junior orchestras.
"Porsche and the Elbphilharmonie both stand
for breathtaking performance, a passion for
aesthetics and design, and unforgettable mo-
ments," says Alexander Pollich, Chief Execu-
tive Officer of Porsche Deutschland.
Partnership with the Elbphilharmonie
Porsche and Leipzig Opera House have
entered into a partnership - in summer 2022,
the cultural institution will invite Wagner afi-
cionados from around the world to attend the
Wagner 22 festival. All of the German com-
poser's operas will be performed in the space
of the three-week event. Joint planning for
this major celebration has already begun and
Porsche is supporting the event as a main
sponsor. The partnership will allow Wagner
fans to see two performances for free - there
are plans for public broadcasts of the works
Tannhäuser and Der fliegende Holländer in
Augustusplatz square.
Wagner 22 festival - free opera
a Principal Sponsor of this iconic concert hall
in the port of Hamburg since July 2021.
to date. Porsche Deutschland has been
In addition to its partnerships with the
Stuttgart Ballet and Leipzig's Gewandhaus
Orchestra, the premium manufacturer's
support of the Elbphilharmonie concert hall
is one of its most extensive engagements
is for as many people as possible to be able
to enjoy culture for free. "We at Porsche see
ourselves as a partner to society," says
Andreas Haffner, Member of the Executive
Board responsible for Human Resources.
"Our taking culture to the general public is
an important aspect of this. Because we
firmly believe that a free society and culture
are inextricably linked."
EMPLOYEES
The coronavirus pandemic has permanently
changed the Porsche working world, in
particular in indirect areas. Mobile working
has become the norm and the demands
made of the working worlds of the future
have further evolved. Looking ahead, Porsche
is focusing on a healthy mix of on-site and
mobile working. New workspace is being
created on-site on the basis of an increasingly
connected working world. Throughout, the
focus is on people, as it is they who make the
difference. It is therefore especially impor-
tant to the Executive Board and Works Council
that all Porsche AG employees are offered
a perspective in the automotive industry's
far-reaching transformation. Repeatedly high
approval ratings in the Porsche mood baro-
meter indicate that the workforce is very much
on board with this journey. It is particularly
pleasing to note that the external perception
of Porsche as an employer remains highly
positive too. The sports car manufacturer
again ranked highly in numerous surveys con-
ducted among students and young
professionals in 2021.
"PORSCHE WOULDN'T BE
AS SUCCESSFUL IF
WE DIDN'T HAVE SUCH
FANTASTIC EMPLOYEES."
Andreas Haffner,
Member of the Executive Board -
Human Resources
New agreement re mobile working
Porsche responded to the coronavirus pan-
demic with a special agreement regarding
mobile working. From March 2020 to the end
of October 2021, all the employees whose
work allowed it were able to work remotely
for up to five days a week. Based on the posi-
tive experience on both the employer and
employee sides during the pandemic, the
original company rule regarding mobile work-
ing was broadened in March 2021. Whereas
two days a week were previously possible
during regular operations, this will henceforth
be up to 12 days a month. Porsche is there-
fore taking the business interests into ac-
count while also orienting itself even more to
the wish of its employees to strike a better
balance between career and private life.
NEW WORKS AGREEMENT RE MOBILE WORKING
138
Employees
Porsche AG Group
35
32,235
29,777
30
25
20
15
5
539
DIVERSITY OF VIEWS IS A KEY DRIVER OF INNOVATION FOR PORSCHE
Leadership Lab on a feedback culture
Porsche remains a highly regarded employer.
The company again scored very highly among
students in all the relevant employer rankings
in 2021. In the Universum Student Survey,
Porsche was again named the most attractive
employer for engineers in 2021. As in the pre-
vious year, it achieved top rankings for eco-
nomics and business administration too. In
the Trendence Institute's annual student sur-
vey, Porsche improved its scores across all the
target groups engineering, economics and
business administration, and IT/computer
science. It was the same picture among pro-
fessionals, with the Universum Young Profes-
sionals Survey once again ranking Porsche at
the top. In the individual categories, the com-
pany defended its first place in engineering.
The sports car manufacturer also knocked
Google off the top spot for economics and
business administration. According to Trend-
ence too, the popularity of Porsche as an em-
ployer among young professionals remains
strong Porsche is second in the overall
ranking across all areas. And last, but not
least, the premium manufacturer was again
voted the most attractive employer in the
automotive industry in a study conducted
among students and future graduates by Auto-
mobilwoche and the Institute of the Automotive
Industry (IfA), reaping it the Automotive Top-
Career Award 2021.
Porsche's high level of attractiveness as an
employer is also demonstrated by its high
number of applicants. The Porsche Group re-
ceived more than 100,000 applications in
2021. Its staff turnover rate likewise remains
low at 0.6 per cent.
COOPERATION WITH THE 42 PROGRAMMING SCHOOL (STOCK IMAGE)
Sustainable employer campaign
Porsche launched a digital employer branding
campaign called Sustainable Career in 2021.
This focuses on employees who are reducing
the company's environmental footprint in
a variety of ways, driven by the shared vision
and goal of making Porsche the most sus-
tainable brand for exclusive and sporty mo-
bility. The message of the entertaining clips
is that the employees take the topic seriously,
but don't take themselves too seriously. The
employer campaigns intentionally pick up
on topics that outsiders wouldn't initially
associate with Porsche. The new campaign
is a textbook case here as it is founded on
the huge significance of sustainability to the
company. Porsche is the first automobile
manufacturer to have set itself the goal of
being balance-sheet CO2-neutral across
the entire value chain by 2030. This calls
for co-workers who turn these visions into
a reality with a great deal of dedication and
pioneering spirit. The Sustainable Career
campaign expresses this - it is people with
their variety of ideas that make the difference.
In keeping with the times, the campaign
publication is digital. It comprises five films
on the topics of CO2 reduction, species
conservation, electrification, education and
variety of views. The Porsche employees'
passion evidently goes above and beyond
sports car construction. They are just as
dedicated to, for example, the company's
own biotopes, its bee colonies which pro-
duce the company's own Turbienchen honey
and a rock dust facility which is helping to
turn car paint residues into cement. Like the
multi-award-winning predecessors, the
Sustainable Career clips are all about authen-
ticity and spontaneity. They depict actual
daily life and do without perfectly staged
lead characters voicing text blocks which
are learned by rote. They are human and not
everything is perfect right away.
Promoting young talent
When it comes to promoting young talent,
Porsche continues to back partnership-
based cooperation with relevant higher edu-
cation institutions and organisations. Ex-
amples include its cooperation with Formula
Student Germany and the partnership with
the business information systems and indus-
trial engineering courses at the Karlsruhe In-
stitute of Technology (KIT). A cooperation
was established in 2021 with the 42 pro-
gramming school in Wolfsburg and Heilbronn.
The aim of this cooperation is to achieve
close coordination of science and practice in
relation to digitalisation already at the studies
stage. Porsche also awards five Women in
Tech scholarships at the Heilbronn site and it
has another scholarship programme for com-
puter science students at RWTH Aachen
University, which was extended by two years
in 2021. Every year, 15 students from the
computer science, media informatics, soft-
ware systems engineering and data science
courses receive a scholarship. International
university contacts are also carefully main-
tained and continually developed. One such
example is the permanent cooperation with
the IT chair at Babeş-Bolyai University in
Cluj, Romania. Supporting young talent does
not just begin at university, however. Since
2001, the best high-school leavers of the
year in Baden-Württemberg in the core sub-
jects of mathematics and physics/technol-
ogy have been awarded the Ferry Porsche
Award. In 2021, 326 young people received
the coveted award. Following a prize draw,
six of them were awarded an additional one-
year scholarship.
144
Employees, society, sports and communications
145
SCHOOL HOLIDAY PROGRAMME FOR THE CHILDREN OF EMPLOYEES
Sachsenheim
New site fire service in Zuffenhausen
Stuttgart's professional fire department suc-
cessfully attended to the Porsche site in
Zuffenhausen for many decades. In Septem-
ber 2021, the newly created Porsche Stutt-
gart Fire Service assumed responsibility for
this. Thirty-five experienced full-time fire-
fighters were recruited for the service. These
new Porsche employees all have professional
fire department and rescue service training.
A dedicated fire station for the site fire ser-
vice will be built in a central location at the
plant grounds in Zuffenhausen between now
and 2023. Until then, an interim building at
Plant 2 will serve as the crew's base. With
the Porsche Stuttgart Fire Service, the com-
pany is responding to the massive expansion
of the Zuffenhausen plant in recent years.
The increased use of high-voltage compo-
nents as the model range is increasingly elec-
trified likewise means a number of specialists
are needed who can be given specific train-
ing. The site fire service is the first fire de-
partment in Germany to be equipped with a
modular training simulator for this purpose.
The firefighters are also being provided with
new work clothes that will offer them the best
possible protection during these special inci-
dent calls. In addition to standard fire protec-
tion, the clothing offers additional protection
from thermal hazards in the event of electric
arc faults.
With the Porsche Stuttgart
Fire Service, the company
is responding to the massive
expansion of the Zuffen-
hausen plant in recent years.
Thirty-five experienced
full-time firefighters were
recruited for the service.
Cybersecurity training programme
Digital transformation is changing the auto-
motive industry at an immense pace. The new
virtual world is increasing the cybersecurity
requirements. Porsche is responding to this
with its own Cyber Security Management
Professional for Automotive (CSMPA) training
programme in cooperation with the Institute
for Security and Safety (ISS) at Brandenburg
University of Applied Sciences. The develop-
ments in the digital sphere go hand in hand
with the transformation of the automotive
industry in the direction of more connected,
semi-autonomous and autonomous driving.
But it is not only the vehicles themselves that
are connected and digitalised - so too are the
business processes and vehicle production.
This is changing the company's vulnerabil-
ities, be it social engineering, ransomware or
industrial espionage. The programme is also
in response to changes in legislation such as
those caused by the new UNECE regulation
UN R155 on cybersecurity in automotive de-
velopment and Germany's IT Security Act 2.0.
The latter now also takes companies with a
special economic focus into account. Due to
the high level of interest shown, Porsche is
now opening up the programme to partici-
pants from other Volkswagen Group brands
and companies too.
Work-life balance
Porsche strives to ensure that its staff can
achieve a work-life balance. Employees re-
ceive support from a wide variety of different
measures and options. Local cooperation
partners ensure that regular childcare places
are available in nurseries close to the com-
pany's sites, for example. In emergencies, add-
itional childcare places are available at day
care centres in Stuttgart. Parents can also
take their children to work for a few hours and
make use of the Kids Box, a mobile playroom
containing all kinds of play opportunities.
Another special service is the programme for
the children of employees that runs through-
out the school holidays. This helps families
get through the six-week summer holiday
period. With its family service, Porsche also
offers extensive, free and individually tailored
advice and support on all aspects of family
life, in particular for parents-to-be and in the
area of care for the elderly.
Porsche Gastronomy even more sustainable
Porsche Gastronomy continued with its sus-
tainability drive in 2021. For example, the
food selection at the operations in the Stutt-
gart region was made more seasonal and
more regional. The aim is to next reach certi-
fication level 2 of the Baden-Württemberg
quality label. The network of regional sup-
pliers is being expanded to this end. Together
with regional partners, production methods
and processes were developed to guarantee
needs-based and high-quality supplies. For
example, in addition to locally sourced fruit
and vegetables, beef and pork, Porsche
Gastronomy will henceforth also source its
fries and poultry regionally.
Porsche Gastronomy is also succeeding in
using artificial intelligence (AI) to reduce
overproduction and food waste. This is espe-
cially important because the number of
meals is fluctuating more and more. A key
reason for this is the expanded mobile work-
ing options at Porsche. Thanks to Al tech-
nology and a deep learning algorithm, the
needs can now be planned more precisely.
The system draws on past data and also in-
corporates weather data and annual leave
into its forecast.
Porsche Gastronomy is also adopting a sus-
tainable approach to equipment, one example
here being the new company canteen for the
Taycan production staff, which went into use
in April 2021. This is equipped with especially
energy-efficient kitchen appliances and
self-cleaning cooking pots. Traditional doors
have been replaced by high-speed doors and
height-adjustable work surfaces result in im-
proved ergonomics. A multifunctional dining
hall concept increases the space used and
also invites the employees to spend time here
outside of the canteen opening hours too, for
example for meetings.
146
+2
NEW SITE FIRE SERVICE IN ZUFFENHAUSEN
Employees, society, sports and communications
> The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
Porsche is a highly regarded employer
SUCCESSFUL VACCINATION CAMPAIGN
8000
Porsche again scored
highly in employer rankings.
Porsche's high level of
attractiveness as an
employer is also
demonstrated by its high
number of applicants.
The second Porsche Leadership Lab was con-
cluded in 2021 following a hiatus due to the
coronavirus. Approximately 1,500 managers
attended. With the aid of external input, con-
structive feedback and individual reflection,
they considered Porsche's management cul-
ture, their own management behaviour and
their future roles as managers. The second
wave began with an intensive preparatory
stage in which the managers were able to col-
lect voluntary and anonymous feedback on
their management behaviour from their em-
ployees, co-workers and superiors as part of
the Porsche Code Feedback. At the actual
events, the focus was on the managers all
developing their personal management behav-
iour. In coaching sessions, the managers dis-
cussed the feedback they had received and
learned new methods. From this, they derived
concrete measures. The participants were
also offered external input by scientists from
the University of St Gallen on the topic of posi-
tive leadership and promoting change. The
Porsche Executive Board members partici-
pated in Executive Board dialogues in which
they answered people's questions.
142
Sights firmly set on future requirements
The sports car manufacturer has pooled vari-
ous transformation initiatives under the
heading of Porsche Workforce Transformation
(PWT) and is orienting itself even more
strictly to the requirements of the future. In
times of far-reaching change within the
automotive industry, PWT is proactively
managing the Porsche employees' develop-
ment. The primary objective is to get the
workforce on board with this change and to
offer the Porsche employees sustainable
prospects. This is achieved by transparently
presenting the various transformation fields
and based on the clear desire to occupy
future fields with internal candidates
wherever possible, backed by intensive pro-
fessional development offerings. To this end,
Porsche has, among other things, founded
a Digital Academy, whose purpose it is to
strengthen people's digital skills as part of
transformation qualification. The sports car
manufacturer will not lay off any staff during
transformation and will continue to focus
on the collaboration of all age groups.
Changing working worlds at Porsche
The office working world is rapidly changing.
Whereas individual offices and clearly desig-
nated meeting rooms once dominated,
what's needed these days in an increasingly
connected working world is collaboration
space and agile project space. This will, in
particular, make the increasing project work
across mixed teams from different depart-
ments easier. With the new Porsche working
worlds, the company is readying itself for this
cross-functional collaboration - and therefore
also for the needs of Generations Y/Z/O. The
Human Resources department blazes a trail
for the Porsche working worlds. The various
Human Resources divisions have been con-
solidated in a central location. Individual offices
have been entirely eliminated, including at
the Executive Board level. And due to the ex-
panded mobile working options, employees
will henceforth no longer have a dedicated
workstation. Instead, the employees have the
option of freely selecting an appropriate work
opportunity based on desk sharing - in project
and innovation spaces or in silent working and
meeting rooms. Going forward, this will con-
siderably reduce the company's space require-
ments and will therefore make a key contri-
bution to Porsche AG's sustainability strategy.
982
15,376
Zuffenhausen
Total workforce in Germany
2020
2019
Employees, society, sports and communications
Bietigheim
6,801
Weissach
Schwarzenberg
The Health Management department is also
responsible for medical advice within the
company's Crisis Management Team during
the pandemic. It serves as a point of contact
for a wide variety of bodies and has been
operating a medical hotline in relation to
COVID-19 since March 2020. The Health
Management department additionally assists
the local health authorities with identifying
the contacts of people with coronavirus. It
offers PCR tests and rapid antigen tests and
initiates the necessary measures in accord-
ance with the applicable occupational health
and safety regulations. It also ensures that
risk groups within the company (the chron-
ically ill, pregnant women) are protected. At
events and during test drives, the Health
Management department is the central con-
tact point when it comes to determining the
necessary hygiene measures and ensuring
protection from infection.
466
Again in 2021, the coronavirus pandemic was
a key issue for Porsche's Health Management
department. The company significantly con-
tributed to Germany's level of vaccination
being increased with three vaccination centres
in Zuffenhausen, Weissach and Leipzig. In
total, more than 14,000 vaccine doses have so
far been administered to Porsche employees
and their families thanks to the vaccination
campaign. The campaign's success was down
to a cross-departmental project team con-
sisting of around 100 Porsche employees.
Successful vaccination campaign
PORSCHE IS A HIGHLY REGARDED EMPLOYER (STOCK IMAGE)
143
Year-on-year comparison
+1% 7
4,457
31,690
32,661
33,089
3,571
Ludwigsburg
Leipzig
In 2021, the Ferry Porsche Foundation applied
itself in particular to areas where the impacts
of the coronavirus were most keenly felt, such
as the topic of child poverty. The foundation
supports the organisation Straßenkinder e.V.
with the projects street work and education in
times of crisis. The initiative has set itself the
goal of reducing the gaps in education caused
by the coronavirus, securing primary care and
facilitating the reintegration of street kids. The
Ferry Porsche Foundation also supported six
women's shelters in Baden-Württemberg and
Saxony last year with a total of 200,000 euros.
Among other things, the funds are spent on
campaigns on the topic of domestic violence,
24-hour emergency phone lines and the facili-
ties' day-to-day work.
550,000 euros for the flood victims
Helping the people affected by the flood dis-
aster in North Rhine-Westphalia, Rhineland-
Palatinate and Bavaria was a matter close to
Support in times of crisis
1.2 million euros for school digitalisation
The foundation trained a spotlight on the
topic of digitalisation in schools with the sec-
ond Ferry Porsche Challenge. Around 300 edu-
cation institutions in Baden-Württemberg
and Saxony entered with their digitalisation
projects. Thirty-one schools were recognised
and funded with a total of 1.2 million euros.
All the winning projects will be documented
and prepared so that other schools can adopt
the project ideas as best practices too. The
Ferry Porsche Foundation provided a further
61 schools with digitalisation momentum
in the form of a "digital boost" amounting to
more than 900,000 euros. Organisations
such as the Hacker School, the NEO Academy
and Digital Sparks, which are likewise sup-
ported, serve as excellent multipliers here.
Digital Village now also in Europe
Digital education was also a focus inter-
nationally. Already in the previous year, the
foundation and SOS Children's Villages sup-
ported the development of the digital educa-
tion programme Digital Village in São Paulo,
Brazil. This engagement was then expanded
to four locations in Europe in 2021. In the
programme, children and young people are
given hardware and Internet access as well
as training in how to use digital media.
the foundation's heart. Day care centres,
schools and social facilities are to be rebuilt
with a donation of 550,000 euros. The aim is
to restore normality in particular to the lives
of children and young people. In addition to
numerous new activities, existing support
relationships such as those with food banks,
ARTHELPS and the organisation Stuttgarter
Kinderstiftung were extended. The Ferry
Porsche Foundation supported more than
130 projects with a total of almost five mil-
lion euros in 2021.
о
159
SPORTS
94
36
Established in 2018, the Ferry Porsche
Foundation focuses on a broad range of social
responsibilities. Its activities are centred on
child and youth development. The Ferry Porsche
Foundation supports charitable projects in the
social sector and in the areas of environment,
education and science, culture and sport.
PORSCHE 99X ELECTRIC: ANDRÉ LOTTERER (#36), PASCAL WEHRLEIN (#94)
Employees, society, sports and communications > The figures for fuel consumption, energy consumption and CO2 emissions are found on pages 256-259.
FERRY PORSCHE FOUNDATION
RoadMovies drive-in cinema in Leipzig
Chairman of the
HO
OTHER ENGAGEMENTS IN 2021
The silver screen on an FIA-certified circuit -
this was made possible in 2021 for the sec-
ond time with the Porsche RoadMovies drive-
in cinema in Leipzig. The Porsche Experience
Centre Leipzig offered a wide array of films on
the 144-square-metre screen. Taking into
account the Saxony Coronavirus Protection
Ordinance, the event site was able to accom-
modate a total of 200 vehicles. A new add-
ition this year was the themed days. Among
other things, these included specials such as
Classic Mondays and films for car enthusiasts
every Wednesday. The visitors were able to
complement their cinema experience with
guided drives on the Porsche circuit in Leip-
zig, either in their own vehicles or in a Porsche
sports car.
Partnership with Palace Festival
Porsche and its subsidiary MHP entered into
a strategic partnership with the Ludwigsburg
Palace Festival. Together, the partners intend
to engage with young and new target groups.
To this end, culture is being positioned as
a driver of innovation - the festival as a cele-
bration of the arts, democracy and sustain-
ability. The performances put on in the palace
theatre, palace chapel or order hall will not
only be broadcast on large screens in the
inner courtyard or the Blooming Baroque gar-
dens, but will also be streamed online. The
three partners are also creating a Digital
Feedback Room where everything revolves
around communication - a chat room, news-
room and pinboard have been incorporated
into the new website to promote debate. In-
creased activities on the social media plat-
forms Facebook, Instagram and YouTube are
to be used to multiply the number of digital
subscribers to the Ludwigsburg Palace
Festival between now and 2025.
Ballett JUNG+ dance sponsorship project
Ferry Porsche Foundation
Dance and creativity for a full academic
year together with Porsche Deutschland,
the Stuttgart Ballet launched the initiative
Ballett JUNG+. Two institutions will initially
benefit from this between November 2021
and May 2022 - Jerg-Ratgeb-Realschule
school in Herrenberg and Konrad-Wider-
holt-Schule school in Kirchheim unter Teck,
which is a special needs education and advice
centre with a focus on learning. The 52
school pupils get together with two dance
therapists at their schools twice a month and
develop their own choreographic scenes. At
the end of the running time, the results will
be merged during a joint intensive week on
the rehearsal stage at the John Cranko School
in such a way that the year five and six stu-
dents can put on a workshop presentation.
158
LEPL 850
"EDUCATION AND DIGITALISA-
TION ARE AMONG THE MOST
IMPORTANT TOPICS OF THE
MODERN AGE. THE FERRY
PORSCHE FOUNDATION IS
THEREFORE ACTIVELY IN-
CREASING ITS ENGAGEMENT
IN THE AREA OF DIGITAL
EDUCATION. ABOVE ALL, WE
WISH TO BUILD BRIDGES
BETWEEN DISADVANTAGED
CHILDREN AND YOUNG
PEOPLE AND A PROMISING
FUTURE."
THE FERRY PORSCHE FOUNDATION IS PROMOTING DIGITALISATION IN SCHOOLS
Sebastian Rudolph,
ROADMOVIES DRIVE-IN CINEMA ON THE PORSCHE CIRCUIT IN LEIPZIG
MOTORSPORT
The Porsche Tennis Grand Prix offered tennis
fans a slice of normality once again during
the pandemic. Although no spectators were
allowed to attend the guest appearance
of the world's top players in women's tennis
for the future
A comprehensive reorganisation in the year
under review resulted in a significant increase
in the efficiency and strategic strength of
Porsche Communications. This success is
made transparent by means of regular meas-
urement, with the most important perform-
ance indicators being analysed. These include
the PR value, tone and media penetration.
These measurements are complemented by
reputation analysis.
Successful communication work is founded
on open dialogue with all of the company's
stakeholders. These include the international
media, policymakers, authorities and asso-
ciations, civil society and, internally, the
Porsche employees.
Powerful public relations
To impart information and messages in a tar-
geted manner, Porsche Communications
draws on the entire array of modern-day in-
struments and channels.
One of the key tools is traditional public rela-
tions - in the course of the year under re-
view, the sports car manufacturer published
just under 420 press releases about new
products and technical innovations, motor-
sport, company topics and important events
relating to the brand's history. Porsche's
communication experts also oversaw around
80 verbatim interviews with members of the
Porsche Executive Board.
This resulted in broad, high-profile reporting
on Porsche topics in international print and
TV media. Porsche succeeded in getting its
products and topics onto the front covers
of publications 94 times in 2021. Almost
47,400 articles about Porsche were pub-
lished around the world in the course of
the year under review. Porsche Communica-
tions therefore once again made a big con-
tribution to the company's value creation,
as reflected in the high PR value of around
1.3 billion euros.
MEDIA REPRESENTATIVES WERE ABLE TO EXTENSIVELY TEST-DRIVE NEW PORSCHE MODELS AT VARIOUS DRIVING EVENTS
172
Auf Ausfahrt: Südfrankreich
Auf Ausfahrt: Sidfrankreich
00
newsroom
Auf Ausfahrt: Südfrankreich
Galerie
THE NEWSROOM IS PORSCHE'S ONLINE MULTIMEDIA INFORMATION PORTAL
Digital channels increasingly important
As was the case in the previous year, 2021
was likewise dominated by the global corona-
virus crisis. The two pandemic waves at the
beginning and the end of the year really put
social coexistence to the test again.
This had an impact on how people used media,
with the clear trend in the direction of going
online continuing. The digital communication
channels therefore increased in importance
again. Porsche Communications sees this
change as an opportunity and is making the
most of it. It systematically expanded its
digital information services in the year under
review and boosted the brand's presence in
online media and social networks.
One of them is the graphic designer Jeffrey
Docherty from New Zealand, whose work
includes the front cover of Issue 400 of the
Porsche company magazine Christophorus.
Another of them is the German music jour-
nalist Niko Hüls with his two-part hip hop
documentary Back to Tape, which is pre-
sented by Porsche. The book that goes with
it, Hip Hop Kultur, won a German Brand
Award in the category Product and Commu-
nication Design.
Sunday Drives is part of the Scene & Passion
section of the Newsroom, which is primarily
dedicated to lifestyle topics related to
Porsche. It showcases extraordinary per-
sonalities from the international art and
culture scene who have a particular passion
for the Porsche brand.
The coronavirus pandemic caused lock-
downs and travel restrictions again in the
year under review. The Newsroom respond-
ed to this with a new content series called
Sunday Drives, in which well-known Porsche
enthusiasts presented their favourite
routes. Here, the Newsroom users are taken
on exciting, adventurous journeys around
the world.
The Newsroom is relevant not only to jour-
nalists, but also to the general public, cus-
tomers and fans of the brand. The attractive
platform is increasingly being used by this
target group as well to obtain first-hand in-
formation about Porsche, as also indicated
by the ever-increasing number of platform
visits. The Newsroom reached around
3.2 million people in 2021.
Lifestyle topics related to Porsche
THE COMPANY PRESENTED THE TAYCAN CROSS TURISMO WITH AN INNOVATIVE DIGITAL WORLD PREMIERE
The core responsibilities of the Communica-
tions, Sustainability and Politics division are
to transparently and credibly inform people
about Porsche and its strategic goals, gener-
ate lasting trust in the brand and strengthen
the company's reputation. It strategically de-
velops, manages and orchestrates the com-
pany's communications. It coordinates the di-
verse individual measures, tailors them to the
target groups in question and operationally
implements them.
S.VQ 1008E
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Employees, society, sports and communications
The Porsche Newsroom therefore serves
as a helpful multimedia research tool. Inde-
pendent experts attest to the Porsche
media portal being an outstanding service
for journalists. The Porsche Newsroom
clinched first place in the 2021 media rela-
tions benchmark ranking by the business
consultancy NetFederation. The media
websites of 50 German major enterprises
with a group structure were examined on
the basis of 63 different criteria. Porsche
was rated the best.
The content is published in seven languages
(German, English, Spanish, French, Italian,
Russian and Chinese). The Newsroom add-
itionally features the moving images platform
NewsTV with the latest streams, videos and
the online format 9:11 Magazine. The diverse
array of information is complemented by
downloadable photos, infographics, podcasts
and videos.
The Porsche Newsroom is
the primary source for all
journalists and the interested
public. The digital portal
offers up-to-date information
and data regarding the
company, all prepared for
cross-media use and in
seven languages.
Online, the Porsche Newsroom is the primary
source for all journalists and the interested
public. The digital portal offers up-to-date in-
formation and data regarding the company, all
prepared for cross-media use. The extensive
array is complemented by features and back-
ground reports.
173
The Communications, Sustainability and
Politics department is especially important
here as the strategic goals need to be pre-
cisely described, the measures comprehen-
sibly explained and the progress made with
strategy work clearly communicated. This
needs to happen both internally and exter-
nally employees, customers and the public
want to be kept in the loop and join Porsche
on its journey into the future. They want to
know about the concrete impacts of the
Porsche strategy on the company's work-
places, products and sites, while also bearing
in mind the effects on society, the economy
and the environment.
On course for success with pioneering spirit
Porsche is heading into a digital, connected
and sustainable future boldly and at a sporty
pace. Porsche's Strategy 2030 will guide
the company on its way. It is driven by pion-
eering spirit, dedication and the desire to
permanently change things. The sports car
manufacturer is resolutely and systematically
realising its ambitious transformation goals -
with teamwork, step by step, from one mile-
stone to the next.
COMMUNICATIONS
The newest addition to the team of brand
ambassadors, professional golfer Paul Casey,
likewise has sports cars in his genes. The
Englishman has counted among the top
professional golf players for two decades and
is a true fan of Porsche. This is something
that fans and customers alike can witness
again and again when Casey participates in
Porsche events around the world.
Brand ambassador Aksel Lund Svindal has
a passion for the perfect line in his blood too.
The two-time Olympic champion and five-
time world champion is one of the most suc-
cessful alpine skiers around and has been an
avowed sports car fan since an early age.
The Norwegian shares his feel for speed, the
right balance for optimally taking corners and
the vision needed for future topics at trade
shows, events and product presentations.
Sports engagement diversity
SAMI KHEDIRA, AMBASSADOR FOR PORSCHE'S YOUTH DEVELOPMENT
169
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
The portfolio of brand ambassadors includes
the top two German women's tennis players
of recent years, Angelique Kerber and Julia
Görges, as well as the erstwhile world-class
player Maria Sharapova. All three of them are
former winners of the long-standing Porsche
Tennis Grand Prix. They are known for their
Employees, society, sports and communications
PAUL CASEY IN THE PORSCHE EUROPEAN OPEN
As an advocate and lover of especially curvy
stretches, legendary rally driver Walter Röhrl
has served the premium manufacturer as
a brand ambassador uninterrupted since
1993. Röhrl is one of only a few drivers who
have succeeded in winning championship
races in both rallying and circuit racing and
can explain in simple terms what's important
when driving at the limit. Röhrl, who is now
75 years of age, therefore also makes
appearances at product presentations again
and again.
He frequently crosses paths with his former
teammate Mark Webber. The Australian and
former Formula 1 driver is a seasoned motor-
sport expert and, in his capacity as a Porsche
brand ambassador, also a popular moderator
of many events. The former sports car world.
champion also authentically represents
topics related to the Exclusive Manufaktur.
At the heart of the Porsche DNA
Based on his impressive GT racing experience,
the former works driver Jörg Bergmeister now
serves not only as a Porsche brand ambassa-
dor. The successful 911 driver also contrib-
utes his expertise as a test and development
driver to the test-driving of future sports car
models and offers incredible insights into
the hard work of a professional driver at press
driving events and track events.
The brand ambassadors are an important part
of the Porsche family as they authentically
represent the brand and make the Stuttgart-
based company's uniqueness tangible.
Their appearances clearly show what Porsche
stands for breathtaking products, fascinat-
ing experiences and value-creating innov-
ations. Porsche is a sports car manufacturer
out of conviction - the brand's origins and
also the self-image that characterises it lie
in motorsport. Performance, achievement
orientation, team spirit and a natural will to
succeed are all attributes which are charac-
teristic of the core of motorsport. Porsche
therefore collaborates with individuals here
who have impressively demonstrated their
sporting prowess on racetracks around
the world.
BRAND AMBASSADORS
168
The Newsroom content is complemented by
a variety of digital agenda-setting activities
on high-reach social media channels such as
Facebook, Instagram, Twitter and DriveTribe.
This has made a key contribution to the suc-
cess of Porsche Communications. The sports
car manufacturer registered 1.7 million follow-
ers on its Newsroom channel on Instagram in
2021, achieving some 126 million impressions.
The company recorded 2.7 million impressions
through DriveTribe. Twitter contributed
583,000 followers with 11.1 million impres-
sions. A total of 263 million impressions and
some 3.6 million followers were recorded
across all of Porsche Communications' social
media channels in the year under review.
class and personality on and off the court,
and represent Porsche and its philosophy as
brand ambassadors on the global stage.
Bolstering the company's heritage
This is something which is supported by
actor Richy Müller, who plays the Stuttgart-
based police inspector in the series Tatort
and who is involved in the foundation
Stiftung Lesen together with Porsche, which
seeks to encourage children to read. He also
represents Porsche at a variety of events in
the areas of product, corporate and heritage
communications.
171
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Employees, society, sports and communications
FOR PORSCHE, THE RESTAGING OF THE PORSCHE JUMP FORGES A BRIDGE BETWEEN THE PAST, THE PRESENT AND THE FUTURE
In a joint video chat for the weekly paper
DIE ZEIT as part of its ZEIT for Research
themed week, Bernhard and Maurer,
who both hail from Saarland, related how
important it is to hold on to your dreams.
"My 2017 Le Mans win with Porsche was my
personal flight to the moon," says Bernhard,
who, unlike Maurer, has already been able to
realise his greatest dream. Maurer's greatest
dream is to journey into space. "I was a
scientist and I saw an opportunity to work in
an international team with the very best
technology. And I was drawn by the adven-
ture too." The astronaut will return to earth
in early 2022.
Spaceman meets racing driver: German ESA
astronaut Matthias Maurer had a dream
come true in autumn 2021 when he flew
to the International Space Station (ISS).
Brand ambassador Timo Bernhard has done
the same the two-time Le Mans overall
winner, record breaker and sports car world
champion can look back on an impressive
professional career with Porsche. Two people
with two different missions, but the same
level of dedication - Bernhard and Maurer
have both realised their dreams thanks
to meticulous preparation and a love of tech-
nology and science.
As an ambassador for Porsche's youth devel-
opment, Sami Khedira, who was part of
Germany's World Cup-winning team, applies
the experience he gathered in the course of
his long international career to his work with
talented young sportspeople. Khedira, who
was born in Stuttgart, supports the Turbo
for Talent programme, the aim of which is to
use events and regular dialogue to teach
young people values that will help them
develop from up-and-coming sportspeople
into professionals with personality.
A major journey
The Porsche Jump is the
iconic restaging of a black
and white photo taken in
the 1960s and features
two-time Olympic champion
Svindal jumping over
The new jump motif is symbolic because,
like the original that depicts a jump over
a 356 B, the new picture featuring a leap
over the first all-electric Porsche stands for
the mettle that the company demonstrates
to stand out in the global competition. This
modern reinterpretation allows the company
to confidently look back at its impressive
history and illustrates how Porsche interprets
future viability always having the courage
to resolutely do more than the others to
come up with the best solution. For Porsche,
the restaging forges a bridge between the
past, the present and the innovations of the
future this symbiosis is afforded authentic
symbolism by the jump over the highly
innovative Taycan.
The Stuttgart-based sports car manufacturer
has always tackled things with the mindset
of daring to try new things and boldly leading
the way. In keeping with this motto, Porsche
and brand ambassador Aksel Lund Svindal
recreated a legendary ski jump over a
Porsche. The Porsche Jump is the iconic
restaging of a black and white photo taken in
the 1960s and features two-time Olympic
champion Svindal jumping over a Porsche
Taycan parked between walls of snow of
many metres in height.
The Porsche Jump
170
As an ambassador for
Porsche's youth develop-
ment, Sami Khedira, who
was part of Germany's World
Cup-winning team, applies
the experience he gathered
in the course of his long
international career to his
work with talented young
sportspeople.
a Porsche Taycan parked
between walls of snow of
many metres in height.
THE NEW CAN TURBOS CROSS TURISMO
Hip
Hop
Kultur
THE BOOK HIP HOP KULTUR
RUS
STO
CHRI
RUS
PHO
STC
RUS
PHO
Rus
M
THE APPEARANCE OF THE PORSCHE 917 KH AT MONTEREY CAR WEEK IN PEBBLE BEACH
Courage
Farbkraft
Zeitsprung
Rennkunst
CHRISTOPHORUS HAS BEEN PORSCHE COMMUNICATIONS' FLAGSHIP PUBLICATION SINCE 1952
Christophorus celebrates its 400th issue
Named after the patron saint of travellers,
Christophorus is Porsche's main company
magazine. The exclusive magazine has
a very long history and is one of the world's
longest-standing corporate publications.
Christophorus has been offering the Porsche
brand's friends and customers all kinds of
information and background reports on its
vehicles and technologies since 1952. It
also contains interesting lifestyle stories
and features.
177
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Employees, society, sports and communications
176
In the Automotive Brand Contest 2021,
9:11 Magazine collected no less than four
awards in the category Corporate Pub-
lishing, with the episodes "Silvestro at the
Start", "A 911 on Your Wrist", "Porsche,
Comic Hero" and "Zeitgeist" all being rec-
ognised. The video magazine also made
an impression in the Digital category with
the episodes "Dreaming" and "The Beauty".
Porsche AG's Annual and Sustainability Re-
port 2020 was likewise recognised, picking
up a German Brand Award in the category
Corporate Publishing.
The clip "Unseen: Mauer's design studies",
likewise from Episode 17 of 9:11 Magazine,
reaped multiple awards. It won the Red
Dot Award 2021 in the category Brands
& Communication Design for its high design
quality. And in the Best of Content Marketing
Awards, the clip won gold in the category
Non-Fiction - Branded Entertainment.
PHO
The high journalistic quality of the videos
also impressed the Cannes Film Festival
jury in the year under review, with 9:11
Magazine counting among the winners at
the Cannes Corporate Media & TV Awards
2021. It was awarded a coveted Dolphin
trophy for the "Porsche, Comic Hero" chapter
in Episode 17.
Award-winning quality
Christophorus clinched Gold in the Best of
Content Marketing Awards (BCM) for the
third time in 2021, thus placing the magazine
in the corporate publications hall of fame.
The BCM recognised the magazine as a "per-
manently outstanding example of continuous
quality in content marketing".
A digital issue is produced in all the languages
in addition to the printed magazine. The
print and online versions are intelligently
interconnected, with the topics from the print
version being complemented with moving
images and additional digital content in the
online version.
guarantees a sustainable production
process, from the cultivation of wood as
a raw material through to paper as the
end product.
Porsche sets great store by sustainability
when producing the magazine. Innovative
technologies in the printing process result in
significantly lower emissions - CO₂ emis-
sions are reduced by more than 50 per cent
compared with conventional printing pro-
cesses. In addition, Christophorus is printed
on FSC-certified paper. This certification
four times a year in 13 languages (German,
English, French, Italian, Spanish, Portu-
guese, Russian, Chinese, Japanese, Korean,
Taiwanese, Dutch and Polish). It has a total
circulation of approximately 600,000 copies
per issue.
The magazine celebrated the publication
of its 400th issue in the year under review.
Christophorus is currently published
The magazine character of Christophorus is
also reflected online in the digital moving
image format 9:11 Magazine, which profiles
interesting people with a special Porsche
connection. Each episode is based around
a special theme, which is staged in the form
of multiple video clips. All the content can be
used by journalists and online influencers for
their own productions.
CHRI
STO
PHO
PORSCHE LIT A MAJOR INNOVATION FIREWORK AT THE LA AUTO SHOW
#PORSCHELAAS2021
Porsche is shaping the future of mobility -
with highly emotive internal combustion
engines, high-performance plug-in hybrids
and innovative all-electric drives. This is the
key message of the drive strategy that
Porsche impressively underscored in Los
Angeles with its new models. This position
was lastingly picked up on in global report-
ing on the premium manufacturer's trade
show appearance.
The premiere show was broadcast live on
Porsche's NewsTV. The trade show event
was complemented with information on and
photos and videos of the new models being
dispatched to international media.
attracted a lot of attention from media and
the trade show visitors. The highlight was the
new top model from the 718 family - the
718 Cayman GT4 RS and its racing version,
the 718 Cayman GT4 RS Clubsport. Two
new versions of the all-electric model series
Taycan were likewise presented in Los
Angeles - the Taycan GTS and the Taycan
GTS Sport Turismo.
Porsche lit a major innovation firework in
November - the sports car manufacturer
simultaneously celebrated no less than five
world premieres at the LA Auto Show. In
addition to the elegant Panamera Platinum
Edition, four new sports models in particular
Employees, society, sports and communications
In early September, Porsche offered a vision-
ary view of the future of the sporty automo-
bile. At the start of IAA Mobility in Munich,
the company presented its Mission R con-
cept study. The study with an all-electric
drive combines cutting-edge technologies
and sustainable materials with a passion
for motorsport. The pioneering technology
leader's attention-grabbing trade show
appearance in the capital of Bavaria was
followed by media around the world and
featured in their reporting.
In March, the company presented the Taycan
Cross Turismo to the global public with an
innovative digital world premiere. The all-
electric all-rounder made its first appearance
The goals of Porsche's Strategy 2030 and
the ongoing progress made with their imple-
mentation are also carefully presented in the
product communication. In this way, the fact
that Porsche is systematically expediting its
transformation in the areas of action of elec-
trification, digitalisation and sustainability is
clearly publicised.
vative technologies in an attentiongrabbing
way is one of the main tasks of Porsche's
public relations work. For example, the pres-
entation and roll-out of new products is regu-
larly accompanied by diverse communication
measures ranging from press events to mark
premieres and the dispatching of images and
information materials to media representa-
tives through to driving events that offer auto-
motive journalists the opportunity to conduct
extensive practical testing. There is also an
extensive press fleet featuring the latest test
cars from all the series.
Bringing the products to people's attention
Communicating new vehicle models and inno-
174
BY NIKO HÜLS WON A GERMAN
BRAND AWARD
in the Hyperbowl studio at Munich Trade Fair
Centre. Cutting-edge digital and video tech-
nology blurred the lines between the world
of film and the real world. The spectacular
event was broadcast around the world on
NewsTV. In addition, a comprehensive multi-
media press kit containing detailed infor-
mation generated a strong media response
to the new model.
En Roadtrip durch Europa
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Bringing together tradition and the future
The mission of Porsche Heritage is to make
the past fit for the future in the present. The
future topics of digitalisation, electrification
and connectivity are not at odds with the com-
pany's history as tradition and innovation to-
gether form the foundations of the Porsche
brand. Work on tradition is therefore firmly
embedded in the corporate strategy.
CHRI
STO
class win in Le Mans, the
Porsche Museum produced
a series of videos called
Porsche Moments. The six
episodes were published on
the Instagram channel, on
Facebook and on YouTube.
CHRI
70 years after Porsche's first
22
175
23
Facebook page. Sixty-seven per cent of those
who show an interest in Porsche Heritage in
social media are in the 18-to-34 age bracket.
Porsche Heritage communicates its mes-
sages very successfully via social media
channels. A very loyal, international fan base
of more than 500,000 followers has been
built up on Instagram in the space of just four
years and this number continues to rise.
The Instagram channel is also met with great
interest outside of its circle of followers.
With two posts a day, it has average media
penetration of around 800,000 Instagram
accounts a day. Porsche Heritage has another
approximately 240,000 followers on its
The highlights included an appearance of
the Porsche 917 KH at Monterey Car Week
in Pebble Beach, California. It was with this
racing car that the company achieved its
overall victory in Le Mans in 1971. What are
known as Heritage Corners featuring more
in-depth information were simultaneously
set up at all the Porsche Experience Centres.
The Porsche Museum produced a series of
videos called Porsche Moments to mark this
anniversary. The six episodes were published
on the Instagram channel @porsche.museum,
on the Facebook page @porsche.museum.
stuttgart and on YouTube. The sports car manu-
facturer also organised an international road-
show with 14 stops in 10 countries which
presented more than 20 original winning ve-
hicles from the museum's historical collection.
2021 marked the 70th anniversary of
Porsche's first class win in Le Mans - a great
occasion for the Porsche Heritage department
and the museum to focus in-depth in the year
under review on the unique success story that
Porsche has shared with the famous 24-hour
race held by the River Sarthe since 1951.
The Porsche Museum in Zuffenhausen is
much more than merely a place that allows
people to experience Porsche's tradition. It is
also a centre of gravity for Porsche's Heritage
Experience. It takes the brand's vibrant and
forward-looking identity to all the regions
around the world. The historical vehicles in the
museum's extensive collection are used as
brand ambassadors around the world - and
demonstrate how closely the future of Porsche
is connected to its origins.
The Porsche Sound Night organised by the
Porsche Museum was held digitally for the
first time in the year under review under the
title of Next Level. Former and current racing
drivers and race engineers presented the
sounds of carefully selected racing and
series production cars via live stream at the
Porsche Museum and the Weissach Devel-
opment Centre. The interactive event was
broadcast globally in three languages on the
website soundnacht.porsche.de and was
watched by 150,000 viewers in 73 coun-
tries. A recording of the spectacular concert
of engines was subsequently published on
the Porsche Museum's YouTube channel.
Formula E: Porsche setting course
HOLE-IN-ONE PRIZE
CHOPARD
WEC, Le Mans, August: Porsche achieved
a podium finish in the GTE Pro class of the
89th 24 Hours of Le Mans. The works drivers
Kévin Estre of France, Neel Jani of Switzerland
and Michael Christensen of Denmark finished
in third place in the Porsche 911 RSR bear-
ing start number 92. Its sister car, number 91
driven by Gianmaria Bruni of Italy, Richard
Lietz of Austria and Frédéric Makowiecki of
France, finished the fourth race of the
FIA World Endurance Championship (WEC)
season in fourth place. The internal battle
between the two works cars to secure
the last podium position was decided approx-
imately an hour before the end of the race,
when car number 91 slid off on the last
chicane and had to have its rear repaired
and its brakes renewed.
"Our team put in a flawless and fantastically
feisty performance," explained Fritz Enzinger,
who was Vice President of Motorsport at
the time. "There was unfortunately something
lacking in our performance for us to have
any serious say in the competition for the
class win. The podium position for start
number 92 is nevertheless a great reward
for the passionate work of our employees
at the racetrack and at our site in Weissach.
Thanks to everyone who played a part in
this achievement."
WEC, Bahrain, November: the Porsche GT
team finished the final race of the FIA Endur-
ance World Championship (WEC) in second
and fourth place. In the 8 Hours of Bahrain,
the Porsche 911 RSR with start number 92
and driven by Kévin Estre of France, Neel Jani
of Switzerland and Michael Christensen of
Denmark was deservedly in the lead in the
thrilling end stages, putting it on course
for the title, but was then clipped by a Ferrari
and spun. Race Control did not penalise the
competitor car. The identical, approximately
515 PS sister car driven by Gianmaria Bruni
of Italy, Richard Lietz of Austria and Frédéric
Makowiecki of France finished the sixth and
final race of the season in fourth place in the
GTE Pro class. At the end of the endurance
racing year, Porsche came second in the
manufacturers' championship. There was also
success for the customer teams Dempsey-
Proton Racing and Project 1, both of which
got a 911 RSR onto the podium in the
GTE Am category.
Nürburgring 24 Hours, June: the customer
team Manthey scored its seventh overall win
in the 24-hour race held at the Nürburgring.
In the 49th edition of this classic endurance
race, works drivers Kévin Estre of France,
Michael Christensen of Denmark and Matteo
Cairoli of Italy crossed the finishing line first
In the 49th edition of the classic
24-hour race at the Nürburgring,
Kévin Estre, Michael Christensen
and Matteo Cairoli finished first
in their Porsche 911 GT3 R.
This success rounded off the
celebrations to mark the 25th
anniversary of the Manthey team
based in the Eifel.
in the Porsche 911 GT3 R with start number
911. This success rounded off the celebra-
tions to mark the 25th anniversary of the
team based in the Eifel. Manthey extended
its track record as the most successful team
with its seventh win in the 24-hour race. It
was also the 13th time a Porsche racing car
had triumphed. The customer team Huber
Motorsport achieved a commanding win in
the Pro-Am class with an over 500 PS 911.
The Saturday evening race had to be inter-
rupted for more than 14 hours due to the
weather. There was therefore only around
nine and a half hours of actual driving time.
PORSCHE
MOBIL 1
SUPERCUP
Esso
Synergy
RACING FUEL
(Esso
MICHELIN
Mobil
THE PORSCHE 911 GT3 CUP WAS RUN ON ESSO RENEWABLE RACING FUELS IN THE SUPERCUP IN 2021
1 The reduction in greenhouse gas emissions stated
here relates to a comparison of the calculated product
carbon footprint (PCF) of the renewable compo-
nents in the PMSC racing fuel and a baseline value
of 94 grams of CO2e/MJ as per the EU's Renewable
Energy Directive. The emission reduction of up to
85 per cent due to renewable instead of conventional
components is based on PCF calculations as per
ISO 14067 (well-to-wheel consideration through-
out the fuel's value chain). The emissions taken into
account are those related to raw materials, production,
transport and combustion during the manufacture
of the blend mentioned here featuring renewable
components. A functional unit of 1 MJ of fuel was used
for the comparison.
Fuel if it meets the current fuel standard fol-
lowing the necessary blending. In the pilot
project, Porsche and ExxonMobil are expedit-
ing the development and the potential future
market maturity of synthetic fuels together
with other international partners.
Michael Steiner, Member of the Executive
Board responsible for Research and Develop-
ment: "eFuels complement our drive strategy
wonderfully. They allow our customers to
drive cars with internal combustion engines
and plug-in hybrids almost entirely CO2-neu-
trally. By collaborating with ExxonMobil, we
are able to test the eFuels under demanding
conditions on the racetrack. This will take us
one step closer to a marketable and CO₂-
reduced eFuel that can replace conventional
fuels." Porsche and ExxonMobil are adopting
a two-stage testing strategy. A bio-based
blended fuel was used in 2021. The advanced
biofuel proportion is sourced from food
waste products. Other fuels are blended in to
achieve the required knock resistance and
combustion behaviour. Depending on pro-
duction capacities, the second step could be
taken at the end of the 2022 season, namely
introduction of the eFuels from the Haru Oni
pilot project in Chile. This involves hydrogen
being combined with carbon dioxide extracted
from the air to create methanol. CO₂ emis-
sions could be reduced by up to 85 per cent'
with this eFuel-based Esso Renewable Racing
eFuels: Porsche Mobil 1 Supercup success-
fully invests hope in renewable fuels
The Porsche Mobil 1 Supercup introduced
renewable fuels at the start of the 2021
season. The international one-make cup will
initially use advanced second-generation
biofuels. This will already considerably
reduce CO2 emissions. The plan is then for
fully synthetic fuels - otherwise known as
eFuels to be used in the 2022 season. In
this flagship project, Porsche and its project
partner ExxonMobil will test the suitability
for use of renewable liquid fuels under tough
motorsport conditions. The new Porsche
911 GT3 Cup with its high-revving six-cylin-
der boxer engine serves as the ideal test lab
for the Esso Renewable Racing Fuels - its
approximately 375 kW (510 PS) 4.0-litre
engine has already been tested for use with
renewable fuels. The aim is to gather import-
ant experience for their potential further
development with a view to using them in
production vehicles in the future. The
Porsche Mobil 1 Supercup will be held dur-
ing European races of the FIA Formula 1
World Championship.
Mobili
BE PART OF US
161
2021
PORSCHE 911 RSR WITH START NUMBER 92 IN BAHRAIN
92
PRO
DHL
TAGHEUer
BOSS
162
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
Employees, society, sports and communications
PORSCHE
Porsche will remember the 2021 GT motor-
sport season for a long time as it experi-
enced a rapid succession of highs and lows.
In the USA, the Porsche customer teams
WeatherTech Racing and Pfaff Motorsports
made an impression in the IMSA WeatherTech
SportsCar Championship in March, winning
both GT classes in the 12 Hours of Sebring.
They then repeated this success in August in
the eighth race on the 6.515-kilometre Road
America course in the state of Wisconsin.
Together with its customer teams, the company
celebrated the perfect finish to the 2021
IMSA WeatherTech SportsCar Championship
season in early November.
GT sport: world championship title narrowly
missed out on
160
nounced in March that it would be participating. ANDRÉ LOTTERER
BOS
PASCAL WEHRLEIN
In the GTD class and the IMSA Michelin
Endurance Cup, Porsche won the manufac-
turers' title in the final held on the Road
Atlanta course. The Pfaff Motorsports team
with its regular drivers Laurens Vanthoor of
Belgium and Zacharie Robichon of Canada
won both the team and drivers' championship
titles with the Porsche 911 GT3 R. The Wright
Motorsports team clinched all three titles in
the Endurance Cup comprising the endurance
races in Daytona, Sebring and Watkins Glen
and the Petit Le Mans in the state of Georgia.
In the GTLM class, WeatherTech Racing
achieved a one-two victory with the 911 RSR
in the last race.
Porsche set course for the future in Formula E
back in March. The 2022/2023 Formula E
season will mark the beginning of a new era
with the further developed Gen3 racing cars,
and the sports car manufacturer officially an-
in nine races, making him the best German
driver. Lotterer scored points in six races
and finished 17th overall.
in the driver standings in his first Formula E
season with Porsche. He picked up points
TAG Heuer Porsche Formula E team finished
in eighth place. Wehrlein came eleventh
In the team world championship, the
Pascal Wehrlein was signed as a new driver for
the 2020/2021 season. In the second season
featuring the Porsche 99X Electric, he and
his teammate André Lotterer delivered sport-
ing highlights again and again. Wehrlein took
pole position in Puebla, Mexico. The team from
Weissach also clinched two podium positions,
with Lotterer placing second in Valencia and
Wehrlein finishing in third place in Rome. The
team achieved its best result in New York City,
with Wehrlein and Lotterer placing fourth
and fifth respectively in race 11.
The TAG Heuer Porsche Formula E team
made significant progress in the 2020/2021
ABB FIA Formula E World Championship
and was one of the most consistent teams in
the second half of the season. The Porsche
99X Electric cars regularly scored points
in the face of stiff competition. The world's
first electric racing series again featured
a very strong line-up of 12 teams.
The competition in the ABB FIA Formula E
World Championship races was tough.
This stands as a testament to the closeness
of the drivers' performances - ahead of
the season final in Berlin, 18 of the 24 drivers
were still theoretically in the running for
the championship title. One of them was
Pascal Wehrlein driving for Porsche.
Employees, society, sports and communications
In the USA, the Porsche
customer teams WeatherTech
Racing and Pfaff Motorsports
made an impression in the
IMSA WeatherTech SportsCar
Championship in March,
winning both GT classes in
the 12 Hours of Sebring.
The start of the World Endurance Champion-
ship (WEC) in Spa-Francorchamps, Belgium,
proved to be a success too - the Porsche
works team masterfully finished in first place
in the hard-fought GTE Pro class with the
911 RSR sporting start number 92. Works
driver Kévin Estre had already given cause for
celebration by performing a record lap in the
final qualifying session. Estre and Neel Jani
LE MANS
2h
LMGTE PRO
92
92
TAGH
"What a wonderful way to finish the season,"
said a delighted Thomas Laudenbach, Vice
President of Motorsport. "Porsche's strong
customer teams secured all three titles in
both the GTD class and the IMSA Michelin
Endurance Cup. There was also a class victory
for the 911 RSR on the occasion of its last
appearance in the North American racing
series. And on the Friday, Wright Motorsports
won the manufacturers', drivers' and team
titles in the IMSA Michelin Pilot Challenge
with the Porsche 718 Cayman GT4 Clubsport.
This is as good as it gets!"
PRO
PORSCHE 911 RSR DURING A PIT STOP IN LE MANS
ON
PRSCHE
24h
IGTE PRO
in start number 92 scored another win on the
high-speed course in Monza, Italy. This suc-
cess in August was extra special. The drivers
and, above all, the Manthey crew based at the
Nürburgring put in an impressive performance
under the most challenging conditions - at
the time, everyone's minds were on the flood
disaster in Germany, in particular as there
were Manthey employees who were directly
affected.
92
A
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
TSNOW AL.
Back in the top 10
Angelique Kerber made an impression both
on and off the court this year. She made it
back into the top 10 world ranking with her
win at the Bad Homburg Open, which she
helped organise, and her semi-final appear-
ances in Wimbledon and Cincinnati. She also
enjoyed the limelight in the last episode
in 2021 of the Porsche podcast, her involve-
ment in the Porsche campaign The Art of
Drive and a photo story in Bunte Quarterly.
Julia Görges returned to her old stamping
ground the sensational winner of the
Porsche Tennis Grand Prix in 2011 moved
around the Porsche-Arena working as a
social media reporter for Porsche's tennis
channels. Six months after her retirement,
she conducted interesting interviews with
her former fellow tennis players for tennis
fans. Maria Sharapova likewise put in a
return appearance at the long-standing tour-
nament in Stuttgart. The three-time winner
took part in the virtual opening ceremony.
PORSCHE BRAND AMBASSADOR ANGELIQUE KERBER WON THE TOURNAMENT IN BAD HOMBURG
Porsche was partner to the
WTA Finals for the seventh
time since 2014. The sports
car manufacturer was repre-
sented on Centre Court by its
subsidiary Porsche Latin
America and the Porsche
Centre Guadalajara and in the
Public Village by a small
exhibition.
Porsche Race to the WTA Finals
Ashleigh Barty also had the edge in the
Porsche Race to the WTA Finals, the official
qualifying ranking for the prestigious sea-
son-ending women's tennis tournament.
This was the seventh time since 2014 that
Porsche was partner to the WTA Finals. The
showdown of the season's eight most suc-
cessful singles players and doubles partners
was moved at short notice from Shenzhen
in China to Guadalajara, Mexico. The singles
final held in front of an enthusiastic crowd
was won by Spaniard Garbiñe Muguruza,
securing her the coveted Billie Jean King
Trophy. The doubles competition was won
by the Czech Olympic champions Barbora
Krejcikova and Katerina Siniakova. Porsche
was visible on Centre Court with its sub-
sidiary Porsche Latin America and the Porsche
Centre Guadalajara and was represented in
the Public Village by a small exhibition.
Porsche supported two new WTA tourna-
ments in Germany as the official automobile
partner with an exclusive Porsche shuttle
service. The bett1open in Berlin and the Bad
Homburg Open both had successful prem-
ieres. Played on grass courts as preparation
for Wimbledon, they proved to be valuable
additions to the global WTA tour. The tour-
nament in Berlin was won by the Russian
Liudmila Samsonova. In Bad Homburg,
Porsche brand ambassador Angelique Kerber
secured her first tournament victory since
winning Wimbledon in 2018. Her Porsche
Team Germany colleague Andrea Petkovic
likewise won a WTA title, claiming victory
in Cluj-Napoca, Romania.
166
COURT SUPREMES PHOTOGRAPHY PROJECT
Employees, society, sports and communications
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
167
GOLF
Porsche and Golf - long-standing ties
Porsche's engagement in golf goes back
a good three decades and is founded on the
combination of two passions that result in
a special community. The company initiated
the Porsche Golf Cup in Germany back in
1988. This exclusive series of amateur tourna-
ments for customers has experienced inter-
national growth in the course of its more than
30 years, illustrating its relevance to the
target group. The Porsche Golf Cup was suc-
cessfully relaunched in the markets in 2021
following a hiatus caused by the pandemic.
No less than two Porsche Golf Cup World
Finals are therefore awaited with much
anticipation in Majorca in the new year - the
cancelled 2019 season finals tournament
and the 2021 world final.
First year as an ambassador
Paul Casey experienced his first Porsche
European Open as a member of the Porsche
family. The Englishman has been a Porsche
brand ambassador since autumn 2020.
In this capacity, he experienced among other
things the Goodwood Festival of Speed in
England and, in the USA, Monterey Car Week
and the Sportscar Together Fest in Indian-
apolis. Casey was delighted to be given an
insight into the Porsche and motorsport
worlds and also thoroughly enjoyed taking
part in the 9:11 Porsche podcast together
with Porsche works driver Kévin Estre.
"I gain a lot from the partnership because I'm
so motorsport crazy myself," says Casey.
"I want to fulfil my ambassador role to the full
and I'm free to do it - it's fantastic. And I'm
getting to know many wonderful people with
whom I can talk about the brand and motor-
sport. It's incredibly inspiring."
DMG MORI
DMG MER
PORSCHE BRAND AMBASSADOR TIMO BERNHARD
P1
CHOPARD
2
The brand ambassadors Angelique Kerber,
Julia Görges and Maria Sharapova lent
their faces to Porsche to boost its profile in
tennis - quite literally as they featured in
Court Supremes, a spectacular photography
project of Porsche Central and Eastern
Europe, Porsche AG and the world-famous
photographer Radka Leitmeritz. The project
is an artistic homage to women's tennis
and to players who have dominated the sport
for decades. In addition to the three brand
ambassadors, other winners of the Porsche
Tennis Grand Prix to be the subject of photos
were the legendary player Martina Navratilova
and Petra Kvitova. The Prague-based photog-
rapher's aim is to present a different view
of some of the tennis world's successful
women players. Fans can access the artistic
photos online at www.porsche-tennis.com/
court-supremes.
2h LEMANS
RSCHE
CAMANCE
WEC
PORSCHE
DMG MORI
SCHAEFFLER
The Porsche European Open made an impres-
sive return in 2021 too. The seventh edition of
this professional tournament in the European
Tour held on the Porsche Nord Course of the
Green Eagle Golf Courses outside of Hamburg
from 5 to 7 June 2021 brought world-class
players back to Germany after approximately
two years. The event had to be delayed by two
days and reduced down to three days due to
the travel rules at the time, but the spectators
nevertheless celebrated its comeback on this
impressive golf course. Special authorisation
was given for 2,000 spectators to attend each
day - for the first time after 20 months during
which tournaments in Europe had to make
do without fans. The winner Marcus Armitage
therefore enjoyed a very good reception on
his sensational final round. The Englishman
leapt from eleventh place to first place on
the final day and celebrated his first European
Tour victory. After a strong comeback, title
holder Paul Casey finished in sixth place.
Porsche European Open
GENT
Artistic photography project
As the exclusive automobile partner of the
WTA and the WTA Finals, Porsche also
sponsored the WTA tournaments in Lyon
(France), St Petersburg (Russia), Cincinnati
(USA) and Linz (Austria) as well as both
events held in Cluj-Napoca (Romania). The
company supported Porsche Team Germany
in the Billie Jean King Cup as a premium
partner to the German Tennis Federation
(DTB). Led by Porsche brand ambassador
Angelique Kerber, the team competed in the
final round in Prague of the event contested
by the top 12 countries. Two promising up-
and-coming players from the Porsche Talent
Team, Jule Niemeier and Nastasja Schunk,
made their successful debuts in the most
important women's team tennis competition.
The Porsche Junior Team is another import-
ant component of Porsche's successful
promotion of young talent. Here, talented
school-age players are offered better training
conditions and more intensive support
at home.
Nurturing promising talent
Global partnership in the LMDh programme
Porsche Motorsport and Team Penske agreed
on close cooperation regarding the appear-
ances of the new LMDh vehicle from 2023.
The successful US team will manage the
vehicle's works appearances in the FIA World
Endurance Championship (WEC) and the
IMSA WeatherTech SportsCar Championship
(IWSC) in the US in collaboration with the
experts from Weissach. Both racing series
will each feature two of the spectacular LMDh
prototypes competing for wins in the series'
top classes under the name Porsche Penske
Motorsport. The contract concluded by the
sports car manufacturer from Stuttgart and
the US racing team founded in 1966 will run
for a number of years. A declaration to this
effect was signed by Chairman of the Execu-
tive Board of Porsche AG Oliver Blume, Michael
Steiner, Member of the Executive Board
responsible for Research and Development,
and Roger Penske, Chairman of Team Penske.
LMDh
PORSCHE REVEALED THE FIRST PHOTOS OF THE LMDH RACING CAR DURING THE NIGHT OF CHAMPIONS
The Aces for Charity campaign has been
an integral part of the Porsche Tennis Grand
Prix for years. Porsche usually donates
100 euros to a good cause for every ace
served during the tournament. But in view of
the special situation, the company doubled
this to 200 euros. The money raised was
donated to the Agapedia Foundation and
the Baden-Württemberg Sports Federation,
who used it to offer additional sports oppor-
tunities and activities for children and young
people in order to mitigate the impacts of
the pandemic.
The last person to achieve this feat of winning
two titles in a day was the American Lindsay
Davenport in 2001, when the Porsche Tennis
Grand Prix was still held in Filderstadt.
and winning a Porsche Taycan Turbo S Cross
Turismo. Barty, who subsequently also won
Wimbledon, then additionally won the doubles
title with her partner Jennifer Brady (USA).
"We are delighted to be collaborating with
Team Penske," explained Oliver Blume,
Chairman of the Executive Board of Porsche AG,
at the contract signing. "For the first time
in the history of Porsche Motorsport, our
company will be represented in the world's
two biggest endurance racing series by
a global team. We are therefore establishing
a team base on both sides of the Atlantic.
This will create optimum structures for com-
peting for overall wins in, for example, Le
Mans, Daytona or Sebring." From 2023, the
LMDh vehicles will represent the pinnacle
of endurance racing together with what are
known as Hypercars (LMH). The prototypes
will also be put to use by customer teams
in both championships in their first year. The
cars weighing around just 1,000 kilograms
and based on an LMP2 chassis are accelerated
the long-standing Porsche
Tennis Grand Prix.
Seven of the world's top 10
female players headed
The players got the message too, with seven
of the world's top 10 female players heading
to Stuttgart to participate in the 44th edition
of this long-standing tournament. World
number one Ashleigh Barty attended for the
first time and absolutely did justice to her
position as favourite to win at the Porsche-
Arena. A day after her 25th birthday, she
became the first Australian to win the singles
final, beating Belarusian Aryna Sabalenka
at the Porsche-Arena in Stuttgart, Porsche
made it possible for those interested in
tennis to nonetheless enjoy an extensive
and thrilling tournament experience thanks
to comprehensive multimedia and inter-
active services.
Porsche Tennis Grand Prix
TENNIS
PORSCHE
to Stuttgart to participate
in the 44th edition of
163
by a 500 kW (680 PS) hybrid drive.
Oliver Blume,
PORSCHE
:07
CH TIME
BEL
K
165
"WE ARE DELIGHTED TO
HAVE BEEN ABLE TO
SECURE TEAM PENSKE
FOR THIS COLLABORATION.
FOR THE FIRST TIME
IN THE HISTORY OF
PORSCHE MOTORSPORT,
OUR COMPANY WILL BE
REPRESENTED IN THE
WORLD'S TWO BIGGEST
ENDURANCE RACING
SERIES BY A GLOBAL TEAM."
> The figures for fuel consumption, energy consumption and CO₂ emissions are found on pages 256-259.
ASHLEIGH BARTY WAS THE FIRST AUSTRALIAN TO WIN THE SINGLES FINAL, WINNING A DAY AFTER HER 25TH BIRTHDAY
164
Tyan Durbes
BARTY
ASHLEIGH
Chairman of the Executive Board
Employees, society, sports and communications
One of the most successful Porsche works
drivers has likewise successfully completed
a large number of test kilometres - with his
illustrious motorsport career, Timo Bernhard
is one of the faces of the Stuttgart-based
sports car manufacturer in this segment.
Bernhard, who started his career as a Porsche
junior in 1999 and is a Le Mans winner and
two-time FIA World Endurance Championship
winner, can continue to live his dream with
Porsche even after his active career - now as
a brand ambassador. At a variety of events,
the former endurance racer relates anecdotes
about the past.