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May 2024A Royal Aeronautical Society Briefing PaperSHAPING THE FUTURE OF ADVANCED AIR MOBILITY SAFETYRAeS PRESIDENTS 2024 BRIEFING PAPER 2Royal Aeronautical Society About the Royal Aeronautical Society(RAeS)The Royal Aeronautical Society is the worlds only professional body and learned society dedicated to the entire aerospace,space and aviation communities.Established in 1866 to further the art,science and engineering of aeronautics,the Society has been at the forefront of developments in aerospace ever since.The Society seeks to promote the highest possible standards in aerospace disciplines,provide specialist information and act as a central forum for the exchange of ideas,and play a leading role in influencing opinion on aerospace matters.As such,we provide authoritative,independent,and evidence-based reports,briefings,opinions and events.Our global presence is expressed through our divisions and branches across the globe and our expertise is expressed through our 23 Specialist Groups who work across a whole range of areas.ContactFor further information or to discuss the contents of this paper,please contact: 44(0)20 7670 4362 No4 Hamilton Place,London W1J 7BQ Image credits:Front page right:Andy Hay/Flying Art-Royal Aeronautical Society.Page 5 top,NASA.Page 8 bottom,NASA.Page 11,top Ferrovial,Page 12,top right,Rolls-Royce.Page 13 top,NASA.Page 14 top,EASA.Page 17,top NASA.3Shaping the Future of Advanced Air Mobility SafetyExecutive Summary 4Scenario 1 EMS eVTOL Battery Fire 8Scenario 2 Commuter eVTOL Hard Landing 11Scenario 3 Air Taxi Collision in Urban Megacity 14Work in Progress 18Recommendations 18 Summary 20ContentsSHAPING THE FUTURE OF ADVANCED AIR MOBILITY SAFETYRAeS PRESIDENTS 2024 BRIEFING PAPER 4Royal Aeronautical Society Safety is the paramount priority of aviation.Today,commercial aviation provides the safest mode of transport.This is the result of an effective and highly regulated sector with an unparalleled deeply-rooted safety culture that has been shaped over the past 120-year evolution of powered flight.Now,aviation stands on the cusp of another evolution,one powered by innovative propulsion technologies and in timely alignment with accelerated innovation in electrification,digitalisation,automation,artificial intelligence(AI)and autonomy.These technological breakthroughs not only provide significant opportunities to develop novel aircraft for a new era but,furthermore,advanced systems and enabling capabilities to support their operational environment on the ground and in the air.Moreover,these can enhance safety by addressing some of the issues impacting the current aviation system.Advanced Air Mobility(AAM)using Electric Vertical Take-Off and Landing(eVTOL)aircraft,presents an opportunity to sustainably and efficiently connect people,transport goods and provide services across congested and disconnected places,delivering wider social and economic benefits.As these novel electric aircraft are introduced into the operating environment,mixed with conventional aircraft,the evolving aviation sector must endeavour to uphold and continuously improve the level of safety for which it is known.This responsibility lies with all actors within the expanding aviation ecosystem,comprising both well-established aerospace players and new entrants,with the challenge of varying safety cultures and safety management systems(SMS).Todays aviation safety levels have been achieved by incremental learnings and improvements over many decades.Key to this is a non-punitive accident investigative culture aimed at determining root causes for accidents and incidents,sharing of subsequent lessons learnt and embedding preventative actions based on fresh findings.This paper introduces a predictive safety approach for AAM by conducting innovative pre-mortem investigations of forecasted accidents with a global lens to collate critical safety lessons and recommend actions now to prevent them from happening in the future.The primary recommended actions are:1.Industry-led collaboration2.Real-time information sharing3.Modern,scenario-based training for all players4.Building safety culture throughout industry5.Developing regulator capacity and capabilityBy helping to pave the way to an even safer era of aviation,the Royal Aeronautical Society(RAeS)builds on its 158-year legacy and continues its distinguished role in shaping the future of flight.Kerissa Khan(RAeS President,2023/24)SHAPING THE FUTURE OF ADVANCED AIR MOBILITY SAFETYRAeS PRESIDENT 2024 BRIEFING PAPER Aerospace is on the cusp of a major revolution in Advanced Air Mobility(AAM),involving electric flight,autonomous systems and operations at volume in new spaces.But how will AAM safely integrate with legacy aviation systems and operations developed over the past 100-plus years?This paper explores the near-future challenges of passenger-carrying eVTOL(electric Vertical Take-Off and Landing)aircraft by illustrating three hypothetical scenarios set in the year 2035,incorporating lessons learned from traditional aviation,and offers recommendations to address some of the safety challenges that may lie ahead.EXECUTIVE SUMMARY5Shaping the Future of Advanced Air Mobility Safety6Royal Aeronautical Society THE OPPORTUNITYAviation is a uniquely safe mode of transport and one that has few parallels when it comes to learning critical safety lessons from the past,many of which have been paid for in peoples lives.The result,after 120 years of powered flight and millions of take-offs every year,is a highly regulated aviation sector that puts safety at the very core of its mission.According to the International Air Transport Association(IATA),2023 was the safest year ever for commercial air transport,with the fatality risk lowering from 0.11 in the previous five years to 0.03 in 2023.At this latest level of safety,on average a person would have to travel by air every day for 103,239 years to experience a fatal accident(1).In aviation,major revolutions have come about because of innovation in propulsion technology.We are now at the start of a new chapter the age of electric propulsion.Future EVTOL aircraft form a key part of this new era.Aircraft designs must be certified against compliance with specific regulations and this new generation of eVTOL aircraft will not be different in that regard.This latest age of electric aviation has the opportunity to look back and learn from the lessons of the past 100 years while embracing todays advancements in automation and digitalisation.GROUND-BREAKING PRE-MORTEM INVESTIGATIONSThe introduction of this new technology and new entrants,some from outside the traditional aerospace industry,such as the tech and automotive sectors,as well as the predicted high volumes of AAM air traffic,raises novel questions about how to maintain the existing rigorous standards for which aviation safety is known.For the public,government officials and media,the most overriding question is:what are we doing to ensure that these new aircraft operations are safe in our skies for both passengers and people on the ground?The challenge is to assimilate safety enhancements from the past with current aviation technology while simultaneously embracing future safety opportunities.To address this challenge,RAeS President(2023-2024)Kerissa Khan convened a special,multidisciplinary group(see p 21)of aviation experts from around the world,comprising both established industry and new AAM stakeholders.The group was asked to imagine themselves as accident investigators of the future,using their combined knowledge,skills and experience to forecast the unique ways and complexities in which eVTOLs are likely to operate in some of the most challenging situations.The paper discusses three hypothetical accident scenarios,informed by examples of past accidents but updated to portray how they could occur with eVTOLs in the future,specifically within a rapidly evolving aviation ecosystem introducing multiple new layers of complexity to the current system.Some of these differentiating factors include the increasing volume of operations,accelerated levels of automation and a growing community of dynamic players,including new entrants with varied safety cultures.A pre-mortem investigation was conducted for each accident scenario,identifying potential root causes.Acknowledging already ongoing work in the identified areas and considering the trajectory of current developments,the group uncovered targeted areas requiring deeper focus and urgent action.In contrast to the historical approach to aviation safety,based on(1)https:/www.iata.org/en/publications/safety-report/7Shaping the Future of Advanced Air Mobility Safetypost-accident analysis to then introduce corrective actions,this forward-perspective approach provides the opportunity to proactively build critical safety lessons upstream of development and prevent the occurrence of such events in the future.Using this novel approach,it is intended to bring these scenarios to life especially for non-specialist,yet interested,stakeholders.Given that some of the technical terms for this emerging sector are not yet defined,the study uses terms from various existing Concept of Operations(CONOPS).Although the safety standards for AAM are still in development,the broad principles of this paper,its recommendations and conclusions are unlikely to vary significantly as these are confirmed.The recommendations in this paper are intended to steer the safest possible path for this nascent and rapidly evolving aviation sector.THE FUTURE WORLD OF 2035Underlying these three hypothetical scenarios in the near-future world of 2035,it is forecasted that eVTOLs will be operational in significant numbers in air taxi,commuter and specialist roles,such as air ambulances.At this time,pressure continues to build to meet the timescales of the Paris Agreement to continue to significantly curb carbon emissions,putting electric aviation in the spotlight.While some flights are being operated remotely and autonomously,for the most part,they are still piloted as AAM operations are yet to transition to a future fully networked digital autonomous system where flights might be controlled or supervised entirely by AI.This world of 2035 features a mix of legacy systems,standards and regulations in which electric and advanced aircraft are intended to be able to operate in a safe,assured and secure environment.In this age of accelerated innovation,increased regulatory capacity and skills to meet the demand,along with internationally agreed standards and norms are under development,with some concerns about keeping pace with the rapidly growing sector.THE NEED FOR URGENCYWhile the year 2035 might seem some time away to tackle these questions and challenges,these need to be acted on today if the introduction of AAMs into service is not to be delayed significantly in the search for answers that perhaps were predictable.By highlighting some of the key safety challenges in technology,design,operations,training,airspace,ATM(air traffic management)and human factors,this paper aims to forecast and draw attention to some of the potential gaps and safety issues,allowing for swift and timely action.8Royal Aeronautical Society Causes System design issue Environmental ProcessAssumptions:The aircraft has been modified(by a Supplemental Type Certificate)to adapt it from a commercial,passenger-carrying configuration to a specific medical configuration.On board are a pilot and medical staff,who have all undergone the necessary training for their roles.During this scenario,the aircraft is operated completely within all the design certification and regulatory parameters.In a South Asian region in 2035,eVTOL aircraft have steadily supplemented the helicopter fleet for medical evacuation services,sometimes referred to as Emergency Medical Air Rescue Services(EMS).This is due to their safety characteristics,operating costs and size,which allow the aircraft to be based closer to potential medical evacuation points.As such,operations are infrequent,with a relatively low operational tempo compared with the air taxi versions.The environment is hot and humid,and the rural setting is challenging from an operational perspective,with mountainous and forested terrain.A medical air rescue team is scrambled to assist a patient who is taken critically ill in a remote area.As the eVTOL is dispatched from a nearby vertiport,the patient is moved to one of a number of predetermined emergency clearings ready for collection.The eVTOL safely picks up the patient,who will need emergency surgery at a hospital 20km away.During the flight,a battery cell issue necessitates the affected cells to be automatically isolated and the aircraft to run on two-thirds available power.The cause of the fault may be traced to the mishandling of a battery module during a routine inspection conducted some time previously.External damage was not noted and,during the initial run-up,no issue was detected.However,the latent internal failure would eventually be identified as the root cause of an impending thermal runaway.Post-accident analysis would find that similar maintenance events had occurred in other operator fleets,and not been shared cross-organisation.SCENARIO 1 EMS EVTOL BATTERY FIREA short time after the partial battery shut-down,a battery fire is detected and enunciated,and the pilot begins to execute an emergency landing procedure.Although the batteries are electrically isolated and propagation resistant,the thermal runaway continues to progress because of the self-oxidising nature of the thermal runaway chemical reaction.The battery cells vent heat and smoke through a designed venting port,while the aircraft descends for landing.A short circuit caused by the damage to the battery module,combined with a latent failure of the short circuit protection system,was identified as the cause of the thermal runaway.The increased urgency to land,combined with the limited availability of prepared landing sites,leads the pilot to choose an imperfect emergency landing point along a hillside.The aircraft touches down abruptly with damage to the undercarriage and one of the aircraft doors from the hard landing.The fire is burning on the wing in a controlled manner,but the crews self-extrication is delayed by injuries from the emergency landing and the subsequent damaged door.PREVENTATIVE ACTIONSMaintenance and inspection can result in errors leading to critical safety events.For example,research has concluded that approximately 21%of fatal accidents in helicopters were linked to maintenance errors(2).Meanwhile,a NASA study found that 35%of aviation accidents and incidents related to SCFM(system/component failure/malfunction)were caused by improper maintenance(3).Examples include:Air Midwest Flight 5481 in 2003,Sundance Helicopters AS350 2011,British Airways Flight 5390 in 1990,Airbus EC120B(N421PB)in 2021 and many others.Further examples can be found in The Flight Safety Foundation Skybrary(4).As with other parts of aviation,eVTOL operators need to be aware of the risks of improper maintenance and inspection,and the possibility of an introduction of a latent failure.Operators should look to industry best practices and to ensure a robust safety culture is inculcated throughout.(2)Between 2005 and 2015,flawed maintenance and inspection were causal factors in an estimated 21%of helicopter accidents in the US civil fleet.Of these accidents,31%occurred within the first ten flight-hours.Source:Maintenance and inspection as risk factors in helicopter accidents:Analysis and recommendations Saleh,Ray,Zhang,Churchwell,2019(3)Causal Factors and Adverse Events of Aviation Accidents and Incidents Related to Integrated Vehicle Health Management,NASA,2011(4)https:/skybrary.aero/articles/maintenance-error(5)ICAO Annex 19 Safety Management(6)Safety Management Manual(Doc 9859)10Royal Aeronautical Society providers through to operators and vertiports)is going to be essential in order to identify and mitigate issues,including for those organisations and regions where regulatory requirements are not yet in place.A robust safety culture,open reporting and learning,and effective risk management will all be key to ensuring safe operations.A good foundation is the International Civil Aviation Organization(ICAO)Annex 19 on Safety Management(5)which requires both states and service providers to promote a positive safety culture,with the aim of fostering effective safety management implementation through the State Safety Plans(SSPs)and Safety Management Systems(SMSs).The Safety Manual Doc 9859(6)gives the background,context and guidance on how to develop a functional SMS.OBSERVATIONSThe following should be considered:Simulator training for pilots for emergency landings driven by factors,such as thermal runaways.In-flight monitoring of battery conditions,automated health monitoring and predictive maintenance of battery health,which should also be included in pilot and maintenance crew training.Sharing of safety and battery/electrical firefighting standards for vertiports and airfields.More broadly,and in line with traditional aviation,the eVTOL community should promote the importance of collaborative initiatives focused on safety data and analysis.Good examples include:the Federal Aviation Authoritys(FAA)Aviation Safety Information Analysis and Sharing(ASIAS)system and the European Union Aviation Safety Agencys(EASA)Data4Safety programme.Additionally,safety-focused forums,such as the UKs eVTOL Safety Leadership Group or the global Heli-Offshore association,are models that can help play a key role in preventing accidents and early identification of risks.This can also ensure sufficient exchanges between OEMs and component designers/suppliers to avoid misinterpretation of use cases and limitations.This AAM scenario contemplates an external short circuit due to battery module damage leading to a battery failure and thermal runaway.Thermal runaway safety assessment and risk mitigation will be required for any certifiable battery-electric aircraft.Scenario-based simulator training should expose future eVTOL pilots to representative battery failures and in-flight thermal runaway scenarios to ensure pilots and operators have the proper skills and in-flight decision-making experience to mitigate such an event.For in-flight mitigations to be possible,all manufacturers will need to adopt suitable in-flight monitoring of their battery systems to ensure any issues are identified at the earliest opportunity.Automated cell monitoring and data analysis can help identify cells with out-of-family characteristics,potentially providing additional opportunities to prevent or mitigate hazardous scenarios.Standards Development Organisations(SDOs)can play an important role in providing a neutral setting focused on sharing experience,expertise and establishing voluntary standards.Examples include SAE ARP7131,Verification Process for Thermal Runaway Mitigation in Large Electrical Energy Storage Powertrain Systems in Normal Category Aircraft and Rotorcraft.Wider participation from the AAM industry,including the supply chain,can ensure further uptake and success with SDOs,some of which are already under way.Regulators have a key role to play in all of the above.Sufficient staffing and resourcing are essential to ensure authorities can keep pace with the industry.Regulators have a role in the aforementioned collaborative bodies,not least to facilitate communication and to keep abreast of developments.The robust management of safety throughout the emergent sector(from OEMs and maintenance 11Shaping the Future of Advanced Air Mobility SafetyThe weather rapidly changes and the pilot finds himself in Instrument Meteorological Conditions(IMC).In the past,rotorcraft transiting into IMC was a significant hazard in this kind of scenario but augmented controls in this eVTOL means the pilot does not have issues maintaining flight.As he approaches the vicinity of the vertiport,the pilot begins the landing procedure.Suddenly,ATC(air traffic control)advises that it has detected a non-co-operative,infringing aircraft,which has entered the control zone ahead of the eVTOL.G-ABCD is instructed to hold just inside the control zone at an IFR reporting point to maintain separation until ATC is able to establish contact with the infringing aircraft and its intentions.The en route holding adds a delay to the landing time and diminishes the eVTOLs energy reserves.Meanwhile,at the destination vertiport,which has a single landing spot,a PinS(Point in Space)approach procedure only became operational two months ago.Efficient utilisation of the landing spot and the arrival procedure is managed via specialist software which is dynamically updated via flight tracking data and supplemented by manual input from the controller.Because of the ongoing disruption in the surrounding airspace,the controller is struggling to input accurate manual updates and the automated system is not working effectively.The pilot continues to wait for further clearance and monitors the state of energy available as it gets very near the point where a diversion is required.Causes ATM CommunicationsAssumptions:It is an IFR(Instrument Flight Rules)flight due to variable weather conditions and high volume of traffic.The aircraft and crew are IFR capable.The ATM system is transitioning from legacy airspace management to modern,automated network management systems for low-level but high-volume eVTOL operations.Because of a sporting event,there is an increased volume of flights in the area.It is 2035 and eVTOLs are a common mode of air transport as people enjoy the freedom and time gained by flying easily from London city centre out to the airports and the countryside transforming the way we live and work.The commuter journey has changed,and Jasmine and James are travelling into central London from their company offices in Oxford,enjoying the ride and views between occasional rain showers on G-ABCD,a modern multirotor eVTOL.It is a busy day in the skies and,as they are approaching London,the pilot,John,is conscious of Heathrow and Farnborough traffic,as well as several large drone hubs that have developed over previous years,including a distribution hub for Mega Corp,an international conglomerate.The pilot is being kept aware with traffic alerts,as he follows the published low-level route structure indicated on the cockpit display.SCENARIO 2 COMMUTER EVTOL HARD LANDING12Royal Aeronautical Society With all the challenges,the pilot is torn between executing a vertical landing at the charted diversion location or opting for a run-on CTOL(conventional take-off and landing)at London City.During this time the eVTOL consumes even more energy putting the batteries in an extremely low state of charge.Ultimately,while executing a vertical landing at the diversion location,the pilot approaches too quickly,runs out of available power margin at a low state of charge and suffers a hard landing.The gear collapses and the wings and rotors are damaged.The passengers suffer significant injury due to the sudden deceleration and crash.PREVENTATIVE ACTIONSWhile the simplicity of operation may provide unique safety advantages,there will be increased importance on understanding the state of charge and the availability of suitable landing locations,especially in high-density environments.Specific,relatable and tailored training and development are going to play a key part in ensuring safe operations,including both for low-level IFR crews and controllers,along with sufficient capacity to enable routine high-volume operations.This will also need to include sufficient training and competence development to support the introduction of changes to airspace and the adoption of new tools to facilitate the increased volume.Training and development for these types of operations need to be appropriate to the operation,environment,key risks and potential adverse scenarios.Training alone,however,will not be enough;it will require time and sufficient capacity for individuals and teams to build experience and resilience.The increase in volume and complexity is going to require new systems to facilitate and enable such operations.The system requirements and the products introduced must be robust and tested rigorously in a Because of the delays in updating the vertiport status,the remote controller mistakenly issues a landing clearance,despite the single pad being occupied by another eVTOL.The pilot,already in the landing phase,spots the issue and conducts a go-around but this further depletes the battery reserves.The pilot elects to divert to the next accessible vertiport at Stratford,in accordance with the pre-planned diversions in the flight plan.The additional flight time to the diversion vertiport is automatically and continuously calculated and displayed to the pilot.However,the unexpected en route holding and go-around has eaten significantly into the eVTOLs planned energy margins.Stratford vertiport is made aware that the aircraft is now committed to the vertiport and that any further delay to what has already been notified will result in the eVTOL aircraft probably declaring minimum energy.The situation requires constant monitoring and adds pressure to the pilots workload in the congested airspace.Meanwhile,updates requiring manual inputs continue to impact the controllers capacity.Because of a major sporting event close to the diversion vertiport,the site is already working to near capacity and,as a result of the earlier airspace infringement,both landing slots at Stratford are currently occupied.Despite G-ABCD now approaching energy minimas and advising the controller at Stratford of this,the ongoing disruption and delays mean that the diversion landing spots remain occupied by other eVTOLs.Adverse weather continues to hamper the pilot in maintaining visual reference when transitioning from IMC to VMC(Visual Meteorological Conditions)in and around heavy showers.With the alternate vertiport no longer available,procedures dictate declaring an emergency and diverting to the nearest suitable landing site,which is a non-airfield location,available on the pilots electronic database.However,the pilot is not familiar with the location.13Shaping the Future of Advanced Air Mobility Safetywide range of failure scenarios,taking into account the anticipated volumes,and the transition periods where experience may be short.The level of interaction between aircraft and controllers,and between controllers in this environment is currently done by voice communication.With the increase in volume anticipated,the information exchanges will require automation and improvement.Aeronautical information in many forms is collected,published and made available to support safe aviation,which includes a register of all landing sites/airfields.The level and accuracy of this information will need to be further developed to support specific criteria for eVTOL operations for planned and alternate landing sites where the information is immediately available to crews.It is especially important that this information is presented in a rapidly digestible format to the single pilot who may have limited capacity to search for and digest information in a challenging situation.At present,there is little collective agreement on what the low level IFR environment will be like,but the need is there if the AAM vision is to be realised in any sort of poor weather.The philosophy will need to be developed and then turned into supporting processes,procedures and capacity limitations/minima,including separation criteria.Global,regional and local regulatory frameworks are required here to identify and control ground-based services,including oversight of pre-flight decision-making.This will also require collective discussion on future integration and development of wider airspace categorisation,to accommodate low-level IFR,high volume VFR and manage the risk of increased flying through uncontrolled airspace.The infrastructure required to support the AAM vision is a vital element,and it must keep pace,or even be in advance of the volume of aircraft in operation and the level of service provided.Understanding and maintaining the safe balance of aircraft and suitable infrastructure is key to ensuring viable business models with safe and resilient capacity.OBSERVATIONSThe following should be considered:Training and development for low-level IFR crew and controller capability to enable routine high-volume operations,including sufficient training to support the introduction of changes to airspace and the introduction of new tools to enable high-volume,low-level operations.Real-time simulations/desk-top exercises,involving pilots,controllers and network operators stress testing procedures are recommended.Training and development for data communication usage.Expanded level of aeronautical information available to support planned and alternative landing sites.A robust methodology for dealing with low-level IFR or even IFR-lite processes,procedures,regulations and capacity limitations/minima,including separations.Global,regional and local regulatory frameworks are required in this context to identify and control ground-based services,including oversight of pre-flight decision-making.Airspace restructuring to accommodate volume and different types,including the use of electronic conspicuity.(7)Work is already ongoing in this space,including Digital Network Management and amendment of airspace classification.Capacity to manage volume of information exchange between aircraft and controllers,and between controllers.(7)New study on Electronic Conspicuity published by aviation regulator,Civil Aviation Authority(caa.co.uk).14Royal Aeronautical Society putting pressure on Maria to shorten the ground time before take-off.This atypical interaction stays on her mind through pre-flight and departure.Almost immediately during the en route phase,the pilot receives a report from the network operation centre(NOC)that the assigned landing area may not be available when they arrive,due to an unknown issue.Because of the ambiguity of the information provided,Maria makes a judgement call and assumes the incident will clear itself before they arrive.The operator for this flight develops flight plans in a manner similar to an ETOPS(extended-range twin operations).Along the route,the aircraft has predetermined divert points to alternate landing sites.As the flight continues on to its destination,the pilot receives no direct instruction to divert.The site is a single TLOF(touchdown and lift-off),multi-parking stand vertiport,and an aircraft has blown a tyre within the TLOF area.Ground crews have been attempting to move the aircraft,but it has taken significantly longer than expected because the required tools are not available.At this point,three eVTOL aircraft have arrived in the vicinity of the landing site.The pilots are communicating on the Unicom frequency with the vertiport operator,who is insisting that the situation will be resolved soon.The pilots are self-deconflicting their holds and contemplating their next actions.The lack of a screen between the passengers and the cockpit in the aircraft means the passengers remain in close proximity to the pilot with constant interaction,demanding updates Causes Human Factors Safety Management SystemsAssumptions:All personnel are appropriately certified/licensed in accordance with regulations.Pilots are trained both ab initio and via conversion type-rating training,with some pilots employed via third parties.eVTOL operations are highly automated but with a pilot on board who can intervene(pilot-in-the-loop).The high levels of automation mean there are frequent software updates.The fatigue limitations are based on the current daily and cumulative hours limitations from the FAA model.The operator is well established,competent and compliant with all regulations.Above a large megacity in the Americas in 2035,the airspace is a congested and intricate air traffic environment.There are over 1,500 daily VTOL operations(both helicopter and eVTOLs),including both commercial passenger and cargo-carrying operations.EVTOL aircraft here are piloted by a single pilot,in both VFR and IFR.The pilot,Maria,has been operating this eVTOL type for over two years,having trained on this aircraft without previous aviation experience.She flies short,intra-city flights,primarily ferrying executives around the city or between the city and the airport.She is preparing for her tenth short sector of the day.This is her fifth day on the roster.It is hot,humid and she is visibly fatigued.For this flight,the four VVIP passengers are running late for their meeting and are SCENARIO 3 AIR TAXI COLLISION IN URBAN MEGACITY15Shaping the Future of Advanced Air Mobility Safetyexacerbated by possible increased interaction between passengers and pilot communication during flights.Pilots need to feel empowered to make aeronautical decisions,free from these pressures and other undue influences.To do so,they must feel support for the decisions they make,even when it may inconvenience,disappoint or even annoy passengers.This means operators should intentionally develop and continually reinforce a visible and just safety culture that does not penalise staff for how they manage these likely pressures and help engender trusted relationships between the company and employees,allowing open,honest reporting and a proactive learning environment.The National Business Aviation Association(NBAA)Management Guide(8)includes guidance on Crew and Passenger Relations(section 2.8).A second key contributor to this incident was pilot fatigue.Fatigue can affect a pilots judgement,decision-making and core airmanship.High-cadence,short-distance operations are not unprecedented in aviation.Regardless,the just safety culture mentioned above supports pilots who self-report excessive fatigue and make the decision to stand down from impaired operations.The emergent eVTOL sector should consider the value of operator-specific Fatigue Risk Management Systems(FRMS).Research should be directed at developing a fatigue model that recognises the totality of the cockpit environment,including workload intensity,cockpit layout,passenger interaction and other operator-from Maria and giving alternative suggestions about the decision she should take to get them to their destination as soon as possible.The demands for information from the high-profile passengers continue to distract her.Maria,feeling the pressure to please the high-profile passengers,and experiencing end-of-shift fatigue,does not decide to divert like the other two aircraft.The eVTOL passes its battery endurance limit to reach an alternate aerodrome while she continues to hold.Maria begins to experience cognitive mental overload and urged by the passengers,firmly requests that the vertiport operator clears the site.Once it is apparent that the site will not be cleared in time,she is left with no choice but to execute an emergency landing at an empty football field nearby.However,task-saturated,with panicking passengers and fatigued,she overcontrols and clips a tall football flood light with the wing and rotors,leading to the aircraft rapidly descending and heavily impacting the ground.The reputational impact on the operator is significant and felt immediately.For the next month,global media are highly critical of the operation and its safety culture.PREVENTATIVE ACTIONSA core element of this scenario was the pilots internalised pressure to please the high-profile passengers both in pre-flight and with the selection of the final landing point.These pressures are not uncommon in aviation and not specific to AAM.There is the potential,however,for such pressures to be(8)2016-01-nbaa-management-guide.pdfspecific factors,alongside total operational hours.The combination of true FRMS and updated models would allow operators to ensure pilots are effective throughout their duties and provide the Regulators confidence in the absence of understood and well-established Flight Time limits.In the longer term,the use of pilot on-board health and alertness monitoring may also be of value.Ambiguous and incomplete information is a hallmark of this scenario as well.There are multiple actors involved in this scenario who share responsibility for the outcome:1.Vertiport operator to network operations centre(NOC)did not correctly assess the event or the duration of its impact.2.NOC to pilot did not provide a decisive,unambiguous direction for pilot action to divert,leaving the decision open to assumption and personal judgement.3.Vertiport operator and pilot on Unicom organisational shortcomings contributed to the unavailability of the correct bespoke tools at the vertiport site and the inaccurate communication of situational duration,possibly stemming from commercial pressure or fear of retribution.Complete and clear exchange of information should not only be prioritised but trained.Scenario-based drills should be periodically exercised to ensure all actors are versed in the handling of unexpected situations.For example,NOC staff should be trained on how to assess and communicate action,based on available information.High-fidelity flight simulators that incorporate communications with all relevant actors(via voices or datacom)should allow for highly effective scenario-based training for pilots.To maximise situational awareness,vertiport operators should consider making data feeds about pad occupancy available to network operators.OEMs should continue to engage,where appropriate,to lead safety conversations with their operator customers.Good practice examples include:airliner,business aviation and rotary-wing major OEM safety conferences and workshops.In the context of this scenario,a workshop might focus on promoting safety for operators and how they make divert decisions to avoid endurance-limited conditions.Royal Aeronautical Society 17Shaping the Future of Advanced Air Mobility Safety System requirements to manage significantly increased scale of verbal and data communication,both ground and aircraft-related.Capacity to manage volume of traffic,and the supporting accountabilities and responsibilities in a new structure.A study to understand and mitigate crew distraction,due to passenger interaction,including a review of communication protocols,equipment and risk mitigation.Implementation of state-of-the-art knowledge in the division of work and decision-making between humans and automation.Consider pilot interaction with the software and appropriate division of functions between humans and automation.Potential operators should be actively involved in the design/development of the aircraft systems and automation.Acknowledging there will be many business models and types of operation,operators,training providers,third parties,OEMs and regulators must ensure that human factors considerations are incorporated in competency,procedures,SMS etc.OBSERVATIONSThe following should be considered:Impacts of different methods of training delivery(eg e-learning,single control aircraft)in ab initio training on eVTOLS.Industry will need to cater for the increased supply of pilots while maintaining appropriate safety standards.Establish confidential safety incident reporting programmes such as the UK CAAs CHIRP(Confidential Human Factors Incident Reporting Programme)to identify and capture emerging trends and to encourage a culture of open and confidential reporting where this is not available within the organisation.Volume of planned and alternative landing sites to accommodate aircraft airborne needs to remain aligned with the volume of aircraft and the level of services provided.Available landing sites should be suitably equipped with maintenance tools that may be required by all aircraft types in operation at these locations(even if they are not in common use).Industry should consider the value of Fatigue Risk Management Systems(FRMS).Research should be directed to developing a fatigue model that recognises workload intensity and other operator-specific factors,alongside total operational hours.18Royal Aeronautical Society Furthermore,a number of leading eVTOL developers are addressing the complications and tragic accidents which have been linked to conventional tiltrotors,where pilots have faced significant workload in transitioning between vertical and horizontal flight.This is being mitigated against through the use of unified controls in a number of eVTOL designs,leveraging automation to address human factors allowing the pilot to focus on key actions and their surroundings.Progressing these regulatory,operational and technological advancements will help advance a trajectory towards the safe integration of AAM in our skies.Furthermore,novel technologies being developed for this emerging sector can influence,permeate and,potentially,enhance safety across the wider aviation system,bringing further socio-economic benefits.1.Industry-led collaborationEstablish a global,safety-focused body for the eVTOL industry,to corral and lead the safety conversation across all elements and functions.Dialogue should include operators,regulators,OEMs,infrastructure and service providers.This will enable clear discussion,identification of potential and emerging safety issues and deliver the right collective actions to ensure the whole sector can launch and operate safely.The well-recognised and respected HeliOffshore association provides a clear model for such collaboration,where it This paper uncovers critical areas requiring special attention and action to help ensure the safe introduction of eVTOLs globally,beyond what is already ongoing across the sector.It is important to recognise that there is substantial activity taking place in different parts of the world making considerable progress.It is important that such efforts not only continue but further develop and mature.That said,the collaboration that exists is not all-encompassing and is,at times,not widely recognised nor publicised.This leads to the risk that regions,states and organisations can be left behind,developing in isolation and unable to learn from others who have(learnt)before.This paper can provide a(non-exhaustive)check to identify any areas which may not have been previously considered or require further focus.In addition,electric power,configurations,fly-by-wire(FBW)controls and next-generation avionics offer a potential technological step change in safety.Harnessing the power,sustainability and redundancy provided by multiple electric motors and advanced flight control systems represents an opportunity for how aviation safety can be enhanced.These aircraft are required to follow aviation certification procedures and to comply with operational regulations.Companies are designing eVTOLs with multiple,independent motors and battery packs to allow these aircraft to fly and land safely in the event of a loss of a propeller,motor or battery.The fully FBW design of these aircraft means that an appropriately trained pilot can benefit from a simplified cockpit,where the emphasis is on providing inputs to a flight control computer.Unlike the majority of existing aircraft,this presents the opportunity to ensure full envelope protection in all phases of flight.Outstanding collaboration and collective action are under way,with work between:Regulators(for example,work on regulatory alignment and equivalency),Manufacturers(including the work of Standards Development Organisations,such as SAEs work on Battery Charging standardisation),Operators(including the UK Civil Aviation Authority-facilitated eVTOL Safety Leadership Group)Infrastructure Providers(including the development of Vertiport regulation and CONOPs).RECOMMENDATIONSWORK IN PROGRESS19Shaping the Future of Advanced Air Mobility SafetyReality(AR)headsets,can ensure both pilots and others involved in AAM operations are equipped with the decision-making skills and experience to address realistic failure scenarios,IMC encounters and other in-flight emergencies.Authorities should embrace the most modern and efficient ways to train people effectively,including considering the best means for pilots to be trained on fully fly-by-wire eVTOLs with simplified interfaces.4.Build safety culture throughout the industry Establish good safety practices,including a positive learning culture across the industry.Operators should seek to develop a robust safety culture(including recommendations from the seminal work by James Reason and others on this topic)to manage pressures and require this from their suppliers.Safety must be systemic,embedded and championed.OEMs,maintenance providers,operators and vertiport operators should have comprehensive and effective SMS from the get-go,regardless of the legacy regulatory frameworks that may exist in regions.In order to deliver the safe introduction into service globally,all entities in the ecosystem need to have an SMS,and they must interface effectively so the risks are not lost in the boundaries.Introduce a liability framework that accommodates the novel nature and changeability of the end-to-end aviation supply chain(including systems and services in the air and on the ground)in a highly automated ecosystem,which does not undermine a just safety culture and enables people to feel empowered.While this is already promoted within ICAO Annex 19 and Doc 9859 and implemented,for example in the EASA regulatory framework,it is recommended that service providers and regulators should start conversations now about how these systems will be implemented within the AAM environment where safety in all its guises should be Built In,not Bolted On afterwards.5.Develop regulator capacity and capability International regulators must collaborate to transform to build capacity,capability and risk considerations.Regulators must ensure they are capable(in terms of personnel and oversight ability)of overseeing the industry.Performance-based oversight will need to be measured in its introduction to match the safety culture/performance of the industry and the data must be made available.There needs to be sufficient staffing and resourcing of the AAM offices within regulators to deal with the expected demand from the industry.International norms and means of compliance should be applied to reduce resource requirements at a national level,thereby also enabling recognition of regulatory approval between states.has delivered significant safety improvements globally in the offshore helicopter industry.Such collaboration and leadership approach can then cascade down to regional,national and local levels,to enable balanced approaches to capacity and demand,forecasting and planning developments together so a change in one area does not transfer risk to another without clear understanding and acceptance.The industry simply cannot afford not to collaborate and learn together,let alone compete on safety.2.Real-time information sharingEstablish a seamless means of operating across different classes of airspace that delivers a high level of confidence in airspace capacity,on-time performance and safety.Develop airspace policies,concepts and frameworks that support airspace integration,not segregation,that maintains airspace access for all(new and existing)users.EVTOL aircraft require higher levels of confidence in the availability of routes and vertiport capacity and this,therefore,requires management at a network,not individual flight level.This in turn requires the real-time exchange of essential flight data between all relevant stakeholders,based upon a single view of the airspace in a manner equivalent to todays SWIM(System Wide Information Management)concept.This will reduce workload both in the aircraft and on the ground,thereby enabling safety to be maintained at heightened volumes of flight.3.Modern,scenario-based training for all players Scenario-based training,using modern technologies,including simulators or Virtual Reality(VR)/Augmented 20Royal Aeronautical Society The RAeS has been at the heart of shaping every evolution in flight since 1866.Today,the Society continues to bring together world-leading expertise to build upon more than 158 years of cumulative knowledge.With the recommendations above,the Society looks to the future to advance another exciting and dynamic new chapter in aeronautics.In this next generation of flight,the Society is once again at the forefront of impartial thought-leadership.It will continue to have a key role in convening the international aviation and aerospace communities to share insights across industry,regulatory authorities and other stakeholders.This is not without precedent.In 1921,the Safety and Economy Committee of the Council of the Royal Aeronautical Society published a similar Paper on Cross Channel Air Transport Safety that gave safety and technical recommendations for the then emerging airline industry.The importance of this unique kind of forward-perspective exercise,in forecasting the safety challenges ahead,cannot be underestimated when potential lives are at stake.By using this innovative pre-mortem approach,it flips the traditional way in which powered flight has become safer over the past 120 years by acting after an accident has taken place.With AAM offering a clean sheet to rethink the skies,this rapidly evolving sector cannot wait for accidents to gather lessons to build in safety.This ground-breaking paper analyses plausible accident scenarios,aims to stimulate discussion,influence the debate,help integrate AAM and,thus shape a safer future air transport system for all.SUMMARY21Shaping the Future of Advanced Air Mobility SafetyExpert PanelKerissa Khan MRAeS RAeS President 2023-24Rick Adams,FRAeS Editor,Aviation Voices/Halldale GroupGreg Bowles FRAeS Joby AviationGary Cutts FRAeS RAeS Council,UKRI Future Flight Challenge DirectorBrian Davey MRAeS Joby AviationAfrid Hassan RAeS Next Generation BoardCapt Richard London MRAeS RAeS Human Factors,Chair,CAA Flight Crew Human Factors Advisory PanelRyan Naru Joby AviationPeter Neenan RAeS Air Law Specialist Group Kimball Newsam Accident Investigation Brian Phillipson FRAeS RAeS Munich Branch Committee,ex-LiliumKirsten Riensema FRAeS CAA,Chair ICAO AAM Study GroupColin Russell FRAeS Chair,eVTOL Safety Leadership Risk Sub-Group,European Safety Director,FlexjetProfessor Amair Saleem FRAeS Government of Dubai Transport AuthorityAndy Sage NATS,Director of Safety TransformationJamie Sayer FRAeS RAeS Learned Society BoardDan Sloat MRAeS AAM Institute(Vertiport Infrastructure)Jonathan Smith FRAeS RAeS ATM Specialist GroupNaomi Allen RAeS Head of ResearchJonathan Clare RAeS Head of External AffairsJordan Penning MRAeS RAeS Policy and Public AffairsTim Robinson FRAeS RAeS Editor in Chief,AEROSPACE22Royal Aeronautical Society
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INTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALPhoenix International Media Center,Beijing24 April 2024INTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALRolf Woller罗沃乐Head of Group Treasury&Investor Relations,Volkswagen Group大众汽车集团资金部&投资者关系部总负责人Volkswagen Group China CMD:Next in our building blocks strategySelected Group events to look forward toVW Group Mobility Day Battery Strategy Day VolkswagenGroupCMD06/232027VolkswagenGroup ChinaCMDTodayBGC CMDBGP CMDBGSL CMDBGT CMDTodays Agenda10:0016:0019:0022:00China Capital Markets Day 2024Group Media Night1stBlockTransfer&RefreshVolkswagen Group1Volkswagen Group China2Q&A 2ndBlockBrand Strategies3Tech Deep-Dives4Q&A 5Financials&Wrap-upTodays presenters of the 1stblockOliver BlumeVolkswagen Group CEORalf BrandsttterVolkswagen Group China CEOLan ZhangVolkswagen Group China VP SalesDisclaimerThe following presentations as well as remarks/comments and explanations in this context contain forward-looking statements on the business development of the Volkswagen Group.These statements are based on assumptions relating to the development of the economic,political and legal environment in individual countries,economic regions and markets,and in particular for the automotive industry,which we have made on the basis of the information available to us and which we consider to be realistic at the time of going to press.The estimates given entail a degree of risk,and actual developments may differ from those forecast.All figures are rounded,so minor discrepancies may arise from addition of these amounts.At the time of preparing these presentations,it is not yet possible to conclusively assess the specific effects of the latest developments in the Russia-Ukraine conflict on the Volkswagen Groups business,nor is it possible to predict with sufficient certainty to what extent further escalation of the Russia-Ukraine conflict will impact on the global economy and growth in the industry in fiscal year 2024.Any changes in significant parameters relating to our key sales markets,or any significant shifts in exchange rates,energy and other commodities or the supply with parts relevant to the Volkswagen Group will have a corresponding effect on the development of our business.In addition,there may also be departures from our expected business development if the assessments of the factors influencing sustainable value enhancement and of risks and opportunities presented develop in a way other than we are currently expecting,or if additional risks and opportunities or other factors emerge that affect thedevelopment of our business.We do not update forward-looking statements retrospectively.Such statements are valid on the date of publication and can be superseded.This information does not constitute an offer to exchange or sell or an offer to exchange or buy any securities.Note:The figures for fuel consumption,electric range,energy consumption and CO2emissions are included in the glossary.INTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALOliver Blume奥博穆Chairman of the Board of Management,Volkswagen Group大众汽车集团管理董事会主席Volkswagen GroupVolkswagen Group1 1REVIEW 2023Volkswagen Group Top 10 Program 2023Planning RoundProductsChinaNARCARIADPlatform/TechnologyBattery&ChargingMobility SolutionsSustainabilityCapital Market01020304050607080910A comprehensive TOP 10 program and strategy executionStrong Results1Planning Round Performance ProgramsDesignQualityChinaNorth AmericaScout1.Operating result growth refers to underlying operating results were key for our successes in 2023 and beyondCARIADArchitectureBatteryChargingMobility SolutionsSustainabilityCapital Markets CMD Action FieldsGREATBRANDSIconic heritagerevitalized with model fresh-upsPorsche Panamera&Audi RS 6 GT as best-in-class offeringsEnhanced digital experience&new assistance systemsLatest launches of iconic ICE modelsUnique brand identities translated into product derivativesCUPRA Tavascan&VW ID.7 Tourernewest family membersExtended ranges via newly developed&highly efficient drivetrainStrong MEB1product substance continuously enhanced1.Modular Electric Drive MatrixAudi Q6 e-tron&Porsche Macan electric as first models on PPE1Strengthening BEV competitiveness with new productsImpressive driving&charging performance with 800-volt architecture New&state-of-the-art infotainment system based on Android OS1.Premium Platform ElectricLeading luxury brands continue their global success stories Leading luxury market position Strong brand DNAs paired with access to Group technologyHighly attractive financial profilePLUG-IN HYBRIDFULL ELECTRICCOMBUSTIONProduct flexibilityAction fields defined at 2023 Group CMDNEW TEAM UNLEASHED BRANDSNEW STEERING MODEL REGIONAL LEADERSHIPTECHNOLOGY AT SCALEFINANCIAL TARGETS010203040506Achievements delivered on our promise at 2023 Group CMDNEW TEAM TOP 10 Programs Executive Board strengthened Removal of MSCI red-flag First PPE models CARIAD restructuring True software experts TECHNOLOGY AT SCALE0201Achievements delivered on our promise at 2023 Group CMDREGIONAL LEADERSHIP04 Increasing product momentum ICE/BEV mix adaptable Target pictures for VW&Audi CHN:Target picture 2030 NAR:Stronger localization EUR:Capacity adjustmentsUNLEASHED BRANDS03Achievements delivered on our promise at 2023 Group CMD Performance programs Efficient capital allocation Management compensation Resilient 2023 financial results Robust outlook for 2024 Participation for shareholdersNEW STEERING MODEL 05FINANCIAL TARGETS06Volkswagen Group on its transformation pathOutlook for 2024 from Annual Media Conference confirmedOutlook20241Actual2023Sales Revenue 322.3bnup to 5%growthOperating Margin7.0%7.0%to 7.5%Automotive Investment Ratio213.5.5%to 14.5%Automotive Reported Net Cash Flow 10.7bn 4.5bnto 6.5bn3Automotive Net Liquidity 40.3bn 39bnto 41bn1.Outlook as presented on 13-March-2024.I 2.R&D&Capex combined I 3.Including about 4bn budgeted for M&AVolkswagen Group Top 10 Program 2024Team&Organization ArchitecturesSustainability DigitalizationMobility Solutions ProductsPerformanceSoftwareBatteryRegions07081006090302050401Key levers for next strategic phaseStrong product momentum to drive operating resultRigorous performance program execution to lift profitabilityReduction of investment levels from peak in 2024Entrepreneurshipfostered by updated incentive schemeITS ALL ABOUT EXECUTIONChina and Volkswagen Group:40 years of trustful partnershipChina is one of the most relevant markets for Volkswagen Group 1.Includes Western Europe(3.3m)&Central and Eastern Europe(0.5m)|2.Rest Asia-Pacific(0.4m)&Middle East/Africa(0.4m)North America1.0Europe13.8China3.2South America0.5Overseas20.8Passenger car deliveries to customers 2023(in m units)1Resilient structure of Volkswagen Group in ChinaVOLKSWAGEN GROUP CHINAVolkswagen(China)Investment Co.ShareholdingsJoint VenturesFully cons.entities1Imports to ChinaStrong local infra-structure in place90k employees onthe ground in ChinaLongstanding localpartner networkIncl.VW Anhui(JAC-VW),VCTC&component subsidiaries1.Includes Volkswagen(China)Investment Company(VCIC),Volkswagen(Anhui)Automotive Company Limited,Volkswagen Group(China)Technology Company(VCTC),Volkswagen Group Chinas Digital Sales and Services Company(DSSO),Volkswagen Automatic Transmission(Dalian)(ATD),Volkswagen AutomaticTransmission(Tianjin)(ATJ),Volkswagen Group Import Company(VGIC).(incl.NEV Co)China will remain key for Volkswagen Group1.Proportionate operating profit accounted at equity within financial result|2.Including Audi FAW NEV Co.contribution and Volkswagen(Anhui)Automotive Company Limited#1 international OEM&among TOP 3in Chinese market Top position in ICE;tailored,superior ICVproduct offeringsStrategic ambition of 3.0bn prop.operating profit1,2in 2030Target Target Picture Picture 20302030New approach implementingin China,for ChinaLeveraging ICE-strength to master the transformationBEV/ICV push through smart partnerships;target cost parity to local leaders2by 2026Stringent plan towards ICV era with clear focus on execution1.Concept version of a world model,China-specific model will be presented later.|2.In A main segment based on China Main PlatformAudi A6 e-tron concept1Team spirit&passion to unlock full potentialRegional expertisewith global teamCommitted toinnovate&performTeam spirit&empowermentVOLKSWAGENGROUP CHINAVOLKSWAGENGROUPRalf Brandsttter responsible for the region China in our teamGroup Board Member responsible for China affairsManagement of the local business as CEO of VGCJV and stakeholder managementDriving force of cross-brand regional strategy Implementation of Target Picture 2030INTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALRalf Brandsttter贝瑞德Member of the Board of Management,Volkswagen GroupChairman&CEO of Volkswagen Group China大众汽车集团（中国）董事长兼首席执行官Volkswagen Group ChinaVolkswagen Group China2 2Together with these selected members of our local leadership team,we will present to you our China strategyTODAYS SPEAKERS.MechaCEO VW Brand ChinaF.HanCEO Cariad ChinaVCTCM.Kirsch CEO Porsche ChinaS.TantzscherCFO Porsche ChinaK.TsangSales&Marketing Audi China T.UlbrichCTOVGCO.KorzinovskiComponents,Logistics&QAVGCL.ZhangGroup SalesVGC1F.YangCEO DSSO2R.BrandsttterChairman&CEOVGCJ.RoscheckPresident Audi China 1.Volkswagen Group China|2.Volkswagen(Anhui)Digital Sales and Services Co.LtdVolkswagen Group China(VGC)is deeply rooted with established partnerships&economic ties with various provincial governments5yearsin Anhui province 30yearsin Jilin province40yearsin ShanghaiBuilding on strong heritage,Volkswagen Group China is the#1 player in China with the largest local car parc of any OEM50mVolkswagen Group car parc by 03/2024Largest customer pool for BEV transformation Actively shaped personal mobility in ChinaProducts tailored for a large customer spectrumSource:Insurance data,Ministry of Public Security and Qianzhan Industry Research Institute;Numbers represent end of 2023In 2023,we maintained our leading position in region ChinaChina total vehicle market111.Volkswagen Group achieved a sales volume of 3.2m vehicles,with a 2%growth rate1LUXURY&MODERN LUXURY2VOLUMEPREMIUMThe strong performance of all our brands contributed to VGCs continued overall#1 position in the Chinese marketChina total vehicle market111.Volkswagen Group achieved a sales volume of 3.2m vehicles,with a 2%growth rate;2.Not following S&P Global definition.Volkswagen Group China withstrong political support,unrivalled local footprint,deeply rooted in ChinaLike all global companies,the Volkswagen Group is facing continued geopolitical tensionsDe-coupling of global economiesTrade barriers De-risking approachesPolitical developmentStructural challenges in Chinas economy are addressed with a new regulatory focus to transition to a tech-driven new growth modelNEV&HV-Batteries/01Real estate situation®ional debt/01Renewable energy/02Lack of consumer confidence/02Semiconductor/03Youth unemployment&demographics/03We believe the powerful force of 1.4 bn people striving for a better life provides ample room for further growthChallengesTech-driven growthNevertheless,China remains the most important automotive market in the world with ample opportunities for VGCLargest auto marketAdvanced technologyAttractive profit poolsINTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALLang Zhang张岚Vice President of Group Sales of Volkswagen Group China大众汽车集团（中国）集团销售副总裁We expect continued strong growth in the worlds largest vehicle market-driven by 15%p.a.NEV market expansion until 2030 Total passenger car market in m vehicles20232025E2030E22281212(50%)24NEVICE1NEVICENEVICE8(36%)14721(75%)Key take aways#1 global NEV market 15%p.a.NEV CAGRNEV inflection point in 2025 6m vehicle1.ICE HEVLargest auto marketMarket growth is fueled by continuously growing middle-and high-income groups to over 500 million people by 203020202025E2030E317457534High income(160K RMB)Middle high income(63K-160K RMB)in million unit 5%p.a.2020-2030E Growing middle-and high-income group 1China GDP Growth2%4%3%Sources:NBS;World Bank and EIU.|1.Based on NBS 2005 constant price converted to 2023 current urban personal income in RMB.Largest auto marketChina offers great growth potential due to income growth combined with a relatively low number of vehicles per capitaUNITED STATESGERMANYCHINAJAPAN800Car parc per 1,000 populationLargest auto marketDemand strongly driven by customer affinity for new technologiesSpeech recognitionAI avatarFullvehicle OTAAdvanced technologyDemand strongly driven by customer affinity for new technologiesSpeech recognitionAI avatarFullvehicle OTAAdvanced technologyWe expect further ICV sales stimulus from fast-growing penetration of L3&above50Advanced technologySources:Third-party industry report.L3&above penetration rateexpected by 2030L2 ADAS penetration rate in 12/202350Strong shift of profit pools to BEV segments but ICE profit pools will remain relevant and attractive for our brandsABC,D202420302024203020242030Attractive profit poolsIndication of Non-BEVprofit poolIndication of BEV profit poolIndication of BEV loss poolNEV penetration expected to be highest in tier 1-3 cities by 2030 still considerable ICE share in lower tier citiesGDP ContributionTier 1 citiesTier 2-3 citiesTier 4-5 cities4.1m1.5 m65V50V30V1.4m4.3m1.5 m22%PHEV25%PHEV29%PHEV0.8m4.3m2.1 m13%ICE25%ICE41%ICE8.5mAttractive profit poolsIndication of BEV sales volume in#of vehiclesIndication of PHEVsales volume in#of vehiclesIndication of ICE sales volume in#of vehiclesChina remains the powerhouse of the global automotive industry and offers highly attractive profit pools YEARSVOLKSWAGEN CHINA and therefore,remains an essential market for the Volkswagen GroupWith our strong position in the highly profitable ICE market,we are prepared to accelerate our BEV ramp-upWe are the leading OEM(#1)&continue to leverage our powerful set-upICE market share 2023 1.3%-pts.market share 2023 vs.2022(3.0m ICE vehicles)Our market shares in the BEV segment are relatively low but our momentum is accelerating significantlyQuarterly BEV vehicle sales in 202321kQ141kQ254kQ375kQ4BEV Market Share 2023excl.mini BEV segment191k BEV vehicles 23%vs.202211.2023 VGC BEV Market Share excl.mini BEV:4.6%;2022 VGC BEV Vol.:155k.2023 Q12024 Q1608(20%)645(21%)ICE1BEVMarket Share(%)in tsd.units2023 Q12024 Q121.1(3%2)40.4(5%) 6%volume growth1%market share gain 92%volumegrowth2%market share gain&In Q1 2024,we strengthened our ICE vehicle sales and almost doubled our BEV sales1.Excl.PHEV.|2.Excl.mini BEV segment.The difficult Chinese BEV market is forcing market players to compete fiercely on price in the race for scalenew BEV models expected Year2024BEV market currently under pressure from 206k RMB to 179k RMB1MAR 23 MAR 24Source:CPCA(China Passenger Car Association),LatePost.|1.Weighted BEV Transaction Price Movement.We leverage our unique position to fund our future tech transformation with our highly profitable ICE product portfolioBALANCEDSET-UPTRADITIONAL FOREIGN OEMsLOCAL BEVNEWCOMERProfitable ICE business,lacking future-oriented product substanceStrong ICE performance funds future competitive product substanceHigh cash burn rate likely to lead to further external funding needs In comparison to traditional foreign and local newcomer OEMs,Volkswagen Groups performance proves:We are here to stay!TRADITIONAL FOREIGN OEMsLOCAL BEVNEWCOMERForeign competitor/02Foreign competitor/01Foreign competitor/03Localcompetitor/01Localcompetitor/03Localcompetitor/02Sales growth 2023 vs.2022 in%Net margin1YE 2023 in%Foreign competitor/Localcompetitor/Exited market or stopped productionProp.Operating Profit22023:Sales growth in China 20231.Net income divided by revenue|2.Proportionate operating profit,entities accounted for using the equity methodWith our balanced set-up,we are in a strong position to withstand current market pressures,but we need to speed up our transformationTo push our transformation,we have strengthened our local footprint by implementing our in China,for China strategyFully fledgedlocal R&DLocal partnershipsUtilize China speedLocalizedsupply chainsIn China,for ChinaOur new Volkswagen(China)Technology Company(VCTC)is the core enabler to our tech and cost competitive ICV pushFaster time-to-market to be realized in 202630VCTC VW R&D Components R&D PurchasingMore China-specific product substance/03R&D capacity utilization/02Product releaseresponsibility/01MEBChina Main Platform2023202420252026Cost reduction1Our China Main Platform(CMP)is key to significantly reduce our cost base and achieve cost parity with local BEV leaders in 202640CMP1.40%material cost reduction in 2026.40%cost reduction in 2026 is mainly driven by market-tailored development,battery and local zonal E/E architecture40%Cost reductionBatteryi.e.LFP,C2P1Central/Zonal E/E architectureLocaldevelopment1.Cell to pack.Our new China Electronic Architecture(CEA)will be jointly developed by VCTC,CARIAD China and XPENGChina Electronic ArchitectureZONALSZONALSCENTRAL DOMAIN CONTROLLERCARIAD China takes up a crucial role in building our local tech stack as coding focused product delivery organization China Electronic ArchitectureZONALSZONALSCENTRAL DOMAIN CONTROLLERChanging from an adapting to a coding focused product delivery organizationIn China,for China software driven company Product focused in-house deliveryCARIAD China partnerships to contribute key features,building on one central&zonal E/E architectureCentral&Zonal E/E architectureSmart CockpitZONALSZONALSCENTRAL DOMAIN CONTROLLERUX/UIADASOur partnership with XPENG enables VW brand to access the B-segment in China with tailored ICV/BEV offering in 2026More to come later in the presentationFAW will remain the foundation for Audi in China with additional growth from“new tech products”in SAIC JVContinued collaboration with FAW-VW and NEV Co.“New tech products”in South JVGlobal portfolioLocal progressive design portfolioDifferentiated North-South strategy for Audi ChinaICE BEVMORE TO COME LATERIn 2026,Audi plans to offer a competitive and progressive ICV/BEV portfolio tailored to the Chinese marketBy 2026,in China,for China enables us to be competitive with local ICV/BEV leaders in terms of product technology&cost structureWe will implement our China strategy over the coming years to transfer todays success into the future“STABILIZATION”2024-2025“NEV GROWTH”2026-2028PHASESShort-term focus on stabilizing our VGC market shares while accelerating our measures to tackle the challenges we are facingFierce price competitionCost&TECH competitiveness in ICVHighly competitive ICE portfolioBEV portfolio gaps20232024E2025ESTABILIZATION PHASE 2024-2025NEV ICEIllustrative market shareComprehensive regional performance program addresses all cost components and relevant new strategic projects across ChinaOptimize product costRight-size capex&capacities Implementation of tangible measures to counter profitability headwinds from higher BEV share and challenging market environmentCost reduction&efficiency gainsMarket share gains from 2026 driven by competitive cost base and enhanced product technology enabled by local R&DVW A Main(CMP)&VW B-vehiclesReduced time-to-market by 30%and material costs by 40%AUDI B/C ICV products in both JVsOne zonal E/E architecture across all VW brand platforms2025E2026E2027E2028ENEV GROWTH PHASE 2026 onwardsNEV ICEIllustrative market sharePlanning round covers localization investEfficient capital usage by smart partnershipsIncentive schemes for localized investmentsNo additional investments needed to deliver transformation planJVs with self-funded investment planLocal speed&time to market with In China,for China approachFull ICV tech competitiveness,incl.zonal architecture,ADAS&smart cockpitCost competitiveness with local market leadersSTABILIZATION PHASE 2024-2025by 2026:During the stabilization phase we ramp-up our measures regarding cost,time-to-market and tech to be fully ICV competitive by 202630 BEV product launches planned until 2030 underline our commitment to realize our ambitious strategic targets1.16 BEV&4 PHEV Models until 2027.2024until 2027until 2030new NEV models until 20271new BEV models until 2030Target picture 2030:We are confident to remain#1 international OEM in China and become a competitive leader in the ICV segment1.Strategic target.Ambition 203015%market share1 4m vehicles per yearStrong&sustainable financial contribution to VW Group net cash flowIn China,for ChinaICV/BEV PUSHCOMPETITIVE SMART ICEVolkswagen Group China:Continuing our 40 years success storyOn par in cost&tech with local playersVolkswagen Group is deeply rooted in ChinaStrong position due to our balanced set-upIn China,for China to remain#1 international OEM in ChinaVolkswagen Group China brands offer the right technology across all segments to address future profit poolsBrand Strategies Brand Strategies 3 3Stefan MechaVolkswagen Brand China CEOsince 08/2022FangYangVolkswagen DSSO1CEOsince 08/2022Todays presenters for Volkswagen brand in China1.CEO Volkswagen(Anhui)Digital Sales and Services Co.LtdJohannes RoscheckAudi China Presidentsince 04/2024KatyTsangAudi ChinaSales&Marketingsince 03/2023Todays presenters for Audi brand in ChinaMichael KirschPorscheBrand China CEOsince 06/2022ShengTantzscherPorsche Brand China CFOsince 10/2013Todays presenters for Porsche brand in ChinaINTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALStefan Mecha孟侠CEO of Volkswagen China Passenger Cars Brand大众汽车乘用车品牌中国CEOFang Yang杨放CEO Volkswagen(Anhui)Digital Sales and Services Co.Ltd大众（安徽）数字化销售服务有限公司 首席执行官Deeply rooted in China with strong brand heritage and full local support“As one of the earliest foreign car companies to enter China,Volkswagen is a witness,participant and contributor to Chinas reform and opening-up and the development of the automotive industry”Quotation:Vice minister of commerce(Ling Ji)within exchange with Dr.O.Blume in October 2023.Strong results reached in 2023 especially in ICE market2023 Key results#1International brand in China#1ICE brand15%ICE market shareStrive for further expansion beyond current success in the addressed BEV segments2023Total BEV market1A HB segmentA SUV segmentA Mainstream&B segmentVW Brand#5ID.3#1Expansionstrategy decided1.Excludes mini BEV(A0 and A00),No.7 in total BEV market.CPCA data.|2.ID.4 CROZZ and ID.4 X.ID.42#4Strong ICE business as well as electrification progresses so far lay the foundation for further BEV/ICV transformationHigh-tech,high cash burnLack of future BEV product substanceTRADITIONAL FOREIGN OEMsLOCAL BEVNEWCOMERVolkswagen BrandLeverage strong ICE to drive BEV/ICV transformationFocus areas of BEV/ICV push reinforce our positionCUSTOMER CENTRICITYSUPERIORPRODUCTSCOMPETITIVECOST90%of 2030 BEV volume in tier 1-3 cities:Focus on innovation in tier 1 cities and brand reputation key in tier 2-3 citiesTier 1 citiesTier 2-3 citiesTier 4-5 citiesCUSTOMER PROFILEInnovators&ICV early adoptersFocus on brand reputation,ICV mid-stage adoptersICV late adoptersBEV SHARE203062%(4.1m vehicles)11%(0.7m vehicles)27%(1.8m vehicles)Volume marketTier 2&3 aspirational customers are our core consumers,and we are committed to better address more progressive tier 1 customersEmotional ProgressiveDEMOGRAPHIC32 y.o.Upper middle classCAR EXPECTATIONForefront innovationPlayful&immersiveSelf-expressiveThrilling performanceInnovator&ICV early adoptersSocialstatusValue orientationHighMidLowConservativeModernProgressiveModern AspirationalEmotional progressiveTargetCurrentMajor volume segment customers in Tier 1-3 citiesVW brand target territoriesModern AspirationalDEMOGRAPHIC35 y.o.Mid&upper middle classCAR EXPECTATIONIntuitive convenienceCheerful companionFamily protectionSelf-validationFocus on brand reputation,ICV early&late majorityLeverage ID.to satisfy e-mobility needs of our core customers while capturing more progressive consumers with ID.UXModern Aspirationalto transform VW core customers to e-mobilityto extend customer groups and uplift the brandEmotional ProgressiveEMPOWERED EXPRESSIVITYID.UX has the ambition to be not only an auto brand but also a lifestyle label capturing emotional expressive customer segmentsCustomer-centricproduct designBig data empowereddigital E2E journeyCo-branding&customer communityWorry-freeservice providerPRODUCTSERVICEDIGITALIZATIONLIFESTYLE ECOSYSTEMDigitalization along E2E customer journey to delight the user journey and facilitate operation efficiency2Private domain incubation34D first impression 4Personalized carintroduction5Gamification test drive8360 care-free butler9Worry-free service10Lifestyle community operation1360 Customized digital marketing7Memorabledelivery11Engaging user grow-up 6Configurationand orderVW brand in China will address all major profit pools in volume market with comprehensive BEV portfolio in 2026 as in ICE today2030 profit pool(BEV volume market)BAA A MainID.7ID.32026ID.4ID.6 2 4 3Cooperation w/VW AnhuiChina Main PlatformIllustrativeLaunch competitive hybridization models from 2026 to fulfill local long-term demand and secure relevant future profit poolsBAA A Main2026PHEVPHEVHEVPHEVPHEVHEV2030 profit pool(ICE1volume market)Illustrative1.Incl.PHEV and HEV.Launch a new generation of our ICE top sellers this year,bringing smartest in-car intelligence in ICE volume marketNew MagotanSOP March 2024 Advanced L2 highway&remote parking assistantAll-new exterior designCo-driver infotainment1stin ICE volume segmentPush ICV transformation in BEV along all major segments via in China,for China platform&one architecture with China speedPrice RangeID.Family on MEBChina Main PlatformMORE TO COME IN TECH DEEP-DIVEOne zonal E/E architecture from 2026MORE TO COME IN TECH DEEP-DIVEXPENGpartnershipOur new strategic partnership with Xpeng helps us on enhancing local product substance in China speedILLUSTRATIVEE/E ARCHITECTURE PARTNERSHIPB-PLATFORM COOPERATIONstrategic partnershipFURTHER COOPERATIONTwo mid-sized BEV1stSOP in Q1 2026Zonal E/E architecturePlanned for all VW China BEV from 2026Drive in-car innovation and technology upgrades on China Main Platform&MEB via in China,for ChinaPlanned highlights to be introduced by 2026DRIVABILITY&RELIABILITYADAS/ADAPL2 Urban&HighwayHD Matrix headlightTurning RadiusTrained Parking AssistAI Assistant empowered by Large Language ModelCONNECTIVITY&COCKPITChina highwayEnhance BEV cost competitiveness in two-steps to reach cost parity in A Main segment with 15%successfully achieved in 2023MEBMaterial cost per car on selected models End of 2022End of 2023-15%End of 2024-5%-20%China Main PlatformCost saving1 vs.MEBAdditional cost reductionuntil 2026to reach cost parity w/local BEV cost leaders20%1stStep2ndStep1.Indication:Equipment and concept differences excluded.Entering a new era with accelerated ICV/BEV transformation to reach our target picture 2030STABILIZATION2024-2025NEV GROWTH2026-2028New generation smart ICENew BEV brand categoryPush forward in China,for ChinaComprehensive&competitive BEVCompetitive hybridizationOne zonal E/E architecture#1 international brandTARGET2029-203010%market share3m vehicles per year“ICV for all”top image volume brandVW Brand China:Design a new era01Drive further BEV transformation with strong ICE business02Capture&extend core customer groups with complimentary brand categories,while addressing all major profit pools with comprehensive EV portfolio03Accelerate ICV transformation via in China,for China partnership and own local solutions,esp.leveraging on one zonal E/E architecture for all BEV from 202604Reach cost parity with local cost leader via China Main PlatformINTERNALibdrootprojectsIBD-LNVolkswagenAGCS902358_102 PresentationsChina CMD2024_Project Dragon_v86.pptxINTERNALJohannes Roscheck罗英瀚Audi China President奥迪中国总裁Katy Tsang曾慧芳Audi China Executive Vice President of Sales&Marketing奥迪中国销售及市场营销执行副总裁Strong heritage and clear commitment to China for over 35 years19882023 12GR in China since 2007 1st foreign premium OEM in ChinaLeader in top premium ICE segmentsIn total,approx.9m Audi models sold 2023:deliveries up 13%to 729k carsAudi Brand,China,WholesaleChinaWestern EuropeIn China we are experiencing a highly transformative and growing premium market with an increasing NEV share and a wide portfolioPremium NEV modelsPremium market&NEV shareunit:m2023203090160(estimate) 16483D 23203070 240(estimate) 50F35w-90%of premium marketin Tier 1-3 cities70%of premium marketprofit pool in B&C segmentTier 134%Tier 2-361%Tier 4-55%B Segment152%C SegmentD Segment13%China 2030 premium market is forecast to be mainly driven by B&C segment from Tier 1-3 cities7%4%lowhighlowhighlowhigh 43 30 vs.2023 58% 28% 39% 13% 210%with coverage100%with coverageAudi targets the most premium,progressive,profitable and strongest growing customer milieus in ChinaPremiumProgressiveCustomer Milieus in ChinaLifestyle EliteProgressive EntrepreneursSelf-Optimizing Metropolitans Lifestyle Elite Progressive Entrepreneurs Status-oriented Enjoy exclusivity In favor of classic culture Career-oriented High performing Confident cultural identity Neo-liberal attitude Self-expressive consumption Culturally open Tech-focused Disciplined lifeEstablishedLeadersSelf-Optimizing Metropolitans58%Male|High income|High education56%Male|Very high income|High education53male|Very high income|Very high education55male|High income|Medium/high education90%in Tier 1-3MAJORITYof premium profit poolSTRONGESTgrowth until 2030Focus milieus of AudiEstablishedLeaders2-partner approach as a major lever to exploit future profit pools FAWSAICSubstantial portfolio renewal with PPC and PPE/ICV Audi FAW NEV Co.with PPE on track starting production end of 2024Current portfolio focusing on upper mid-size&aboveJoint development of ICV models Strong differentiationEnhancing premium portfolio Tailored and competitive ICVChina-specificproduct features Faster decision making&executionAudis success in China today is based on an attractive and emotional range of local models Audi Q5 e-tronAudi Q6 RoadjetAudi A7LAudi A6LAudi Q5LAudi A4LAudis close partner since 1988Established leadershipin key ICE segments2nd partnerin China since 2021 Complementing Audis China-only range completely renewed mid-term China-portfolio(2025 )1reflects upcoming BEV/ICV models in all core-segments 1.Illustrative,local production only,in some cases no final approval yet,not indicative regarding body shape|2.FBU=fully built units;Selective focus area(not complete)Balanced portfolio in transition phase 7 BEV/ICV to cover all core segments9 ICE with highprofit contributionExploiting Audis relevant profit poolsEmotionalCoreCore EmotionalD-SegC-SegB-SegA-SegFlatfloorHighfloorTo be covered by import models(FBU)2BEV/ICVICELarger-than-ever set of market-specific technologies applied from 2025 in next generation PPC,PPE/ICV 800V270 kW 20,000,000UNIQUE VEHICLE SHARE2 90DITIONAL REVENUE3 15%1 Vehicles with different option combinations(70 Derivatives,15 exterior colors,12 interior colors,10 wheels,160 individual options)|2 Unique configurations vs.Total new car retail volume|3 Revenue individualization vs.Total new car sales revenueMacan Turbo(WLTP):Electrical consumption combined:20.7 18.8 kWh/100 km;CO emissions combined:0 g/km;CO class:A;Status 04/2024202320242025RECALIBRATIONSTABILISATIONREGAINING MOMENTUMStrategy implementation as foundation of our future success Dedicated China strategy to realize the full potential of the marketFOCUSon the most critical actions SPEEDin decision&implementationVALUEas common targetPORSCHEIN CHINAFOR CHINAOur FSV Strategy addresses todays market conditionsBalanced supply&DemandAdequate pricePremiumBrandPushCommunityFocusCompetitive Products&servicesSustain the perceptionof ScarcityLuxury pricing delivered by customer perceived valueMost exciting luxury sports car brand High engagement,care&excitementThe#1 choice in Chinas luxury car marketExecuted by an A-TeamProduct ramp-ups in 2023/20242024SOS APRIL2024202420232023SOS APRILSOS NOVEMBERSOS APRILNEWNEWNEWNEWNEWMID3.01.51.3202320242025202620272028AVERAGE AGE OF THE PRODUCT PORTFOLIOYEAR OF RECALIBRATIONAverage age of portfolioAverage age of product portfolio60%1/3COMFORTAPPROX.RETAILS IN CHINA1LONG WHEELBASEOVERBALANCED WITH SPORTINESSPanamera Turbo E-Hybrid:Fuel consumption weighted and combined in l/100 km(WLTP):1.71.2;energy consumption weighted and combined in kWh/100 km(WLTP):29.927.5;CO emissions weighted and combined in g/km(WLTP):3826;electric range in km(WLTP):7691(EAER)8393(EAER City);as at 03/20241 Based on all Panamera model line retails in 20232.4 s35 0 STATIONS 0-100 km/h UP TO CHARGING NETWORKACCELERATIONMORE RANGEIN CHINA AS OF 12-2023Taycan Turbo S:Energy consumption combined in kWh/100 km(WLTP):20.517.9;CO emissions combined in g/km(WLTP):0;electric range in km(WLTP):558630 612691(City);as at 03/2024Local Applications13 6 years/6,000 km ENRICHED EXPERIENCEUP TONEW BENEFIT PREMIER CAREEXTERIOR COLOURSMacan 4 Electric:Energy consumption combined in kWh/100 km(WLTP):21.117.9;CO emissions combined in g/km(WLTP):0;electric range in km(WLTP):516613 665784(City);as at 03/2024MAINTENANCE SERVICELIKE:IQIYI,HIMALAYA,BILIBILISharpening and expanding R&D and software competenciesCHINA R&D SATELLITESA JJAD KHANDIGITAL FAMILYPorsche One R&D Team for China specific developmentGrowth of Porsche R&D Satellite&Close collaboration within VGCChina Porsche One R&D location1,500 Digital Experts from Porsche,MHP and Porsche DigitalSoftware focused environmentSpecifically pushing AI into Porsche processesMastering product complexityEnsuring competitive customer experienceInfotainment/Connect focused resortClose collaboration E/C-ResortTARGETSEstablishing C-Resort Car-IT“We have further strengthened our R&D Footprint in ChinaR&D SatelliteProduct ManagementEMPLOYEES15EMPLOYEES39EMPLOYEES200 EMPLOYEES80 EMPLOYEES600 Our first in-China-for-China developed infotainment systemPORSCHE SUPERAPP“SEAMLESS ONLINE TO OFFLINE CUSTOMER EXPERIENCEA digital ecosystem developed in China for China Porsche brand is shaped through special events and campaignsCULTURAL EVENT PARTNERSHIPBRANDFESTIVALBRAND PURPOSECAMPAIGNBRAND AWARENESSCAMPAIGNAranya Theater FestivalFestival of Dreams“Dream On”Airport AdsLight Up Shanghai Sky LineBrand Ambassadors to further strengthen brand desirabilitySTYLESPORTChange your playground,not your thrill.CHARACTER SPEAKS.Community offerings driven by data-based customer management02WITH THE PORSCHECLUBS WE HAVE INVENTED THE CAR COMMUNITYREGION CLUBS13CLUB MEMBERS6,270FERRY PORSCHE“Those who are fortunate enough to build a business from a dream owe it to the world to be the guardians of those dreams“Lets recapCHINAEXPANDING R&D AND SOFTWARE COMPETENCEBRANDSTRENGTHENING LUXURY POSITIONING&DESIRABILITYPRODUCTNEW AND EXCITING PRODUCT PORTFOLIO&SERVICESSTRATEGYDEDICATED CHINA STRATEGY&IMPLEMENTATIONThomas Ulbrich吴博锐Chief Technology Officer(CTO)of Volkswagen Group ChinaCEO of Volkswagen Group(China)Technology Company(VCTC)大众汽车集团（中国）首席技术官大众汽车（中国）科技有限公司（VCTC）首席执行官Deep-Dive TOP 6|We welcome you to our Tech Deep-Dives VCTCCore of local R&D/01T.Ulbrich/02Competitive E/E ArchitectureF.Han/04Attractive ICV in upper-end portfolioS.MechaStrong battery strategy/03O.KorzinovskiGROUP COMPONENTSVCTC combines Volkswagen Group engineering DNA&local competitivenessTianjinShanghaiHefeiChangchunBeijingVCTCGroup ComponentsCentralized steering of up to 7,000 automotive engineers in China for BEVEnhanced product substance complemented by smart and selected partnerships VCTC as new approach for implementing in China,for ChinaVCTC combines local BEV development competency for VW brand and Group Components with CARIAD software know-how100%VW R&D on China-ground as base for partnerships on eye-levelVolkswagen R&DComponents R&DPurchasingVCTC enables joint forces and bundles competencies for enhanced BEV development in HefeiVCTCFacts&FiguresCompany go-live in 10 monthsafter all approvalsFully fledged&localized R&D Hub by end of 2026Ca.3,000 employees by end of 2024VCTC ramp-up in completion with China speedPHASE IIIIn construction,in planningR&D Building and Exhibition CenterPlatform&Module Test CenterBattery&Powertrain Testing CenterVehicle DevelopmentBattery/Vehicle/ComponentCity Test TrackWhole Vehicle prep.CenterPHASE I&IIAlready built/in finalizationPre-series centerSoftware Integration CenterVCTC enables substantial local development results within the China R&D networkSTATUS BEFORESTATUS TODAY(focus VW brand BEV)VCTCCARIAD CNShift of responsibilitymaterializing in 2026Local standards and timeframeVCTC acts as one voice of VW China R&D to JV partnersVolkswagen Group engineering DNA combined with local competencyVCTC with approval and release-rights1 materializing 20261.In close alignment with VW brand GermanyWith increased local responsibility,Volkswagen Group R&D network in region China delivers key technologies for CMPHatModulesE/E ArchitecturePlatformGERMANYCHINAPreviouslyVCTC/JVsVCTC/CARIAD CN/XPENGToday:CMPVCTCVCTC realizes in China,for China strategyTIME-TO-MARKET-ACCELERATIONCOST COMPETITIVENESSFocus on local requirements to control complexity.Local concepts on module,platform and architecture level.Power to choose best-fit tech from local and global.Reduce iteration loops in development combined with local approval.China involved from start of concept phase.One location and one time-zone for efficiency in R&D processes.Achieving local competitiveness in 2026Deep-Dive TOP 6|Outro for our Tech Deep-Dives VCTCCore of local R&D/01T.Ulbrich/02Competitive E/E ArchitectureF.Han/04Attractive ICV in upper-end portfolioS.MechaStrong battery strategy/03O.KorzinovskiGROUP COMPONENTSSummary On main stageVCTC realizes in China,for China strategy in R&D01R&D network steering:End-to-end responsibility to ensure robust technology in products02Cost competitiveness:Local concept capability supported by best-fit tech from local and global03Time-to-market acceleration:Local team responsibility with reduced iteration loops and more efficient local R&D processes04Consequent implementation:Achievements in ramp-up on VCTC,China E/E architecture and modular battery technology FinancialsFinancials5 5VOLKSWAGEN GROUP CHINAVolkswagen(China)Investment Co.ShareholdingsJoint VenturesFully cons.entities1Imports to ChinaFinancial guidance focused on Group JVsJVs accounted at-equity in financial resultProp.operating profitas key financial metricValue accountedat fair value2Earnings accountedat-equityEarnings fullyconsolidatedEarnings fullyconsolidatedVolkswagen Group China structure:Framing the discussion1.Includes Volkswagen(China)Investment Company(VCIC),Volkswagen(Anhui)Automotive Company Limited,Volkswagen Group(China)Technology Company(VCTC),Volkswagen Group Chinas Digital Sales and Services Company(DSSO),Volkswagen Automatic Transmission(Dalian)(ATD),Volkswagen Automatic Transmission(Tianjin)(ATJ),Volkswagen Group Import Company(VGIC)|2.At cost only for smaller shareholdings due to materiality reasons;at-equity accounting for Gotion High Tech 3m deliveries p.a.over last 10 years35-40%of Group deliveries each year since 2015Positive momentum expected from 2026 -2468101220002023Passenger car deliveries to customers(in m units)36d%ChinaOther marketsVolkswagen Group China the engine for growth Strong growth in emerging new marketDeclining trend in maturing market since 20152010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024E1.92.63.74.35.25.25.04.74.64.43.63.03.32.61.52.01Proportionate operating profit,entities accounted for using the equity method(in bn)Scale&growthMarket maturityDisruptionMarket disruption in BEV since 2020.with strong historic but recently declining profit contribution 1.Including the impact from the ramp-up of Audi FAW NEV Co.;New governance model for Audi FAW NEV Co.envisages joint control resulting in at-equity accounting of attributable earnings3Incl.VW Anhui3Excluding Audi-NEV Co.12023A2024Outlook12.61.5-2.0Short-term focus tostabilize positionMid-term impact from partnering&NEV Co.2Full benefit of platformmaterializing long-termProportionate operating profit,entities accounted for using the equity method(in bn)Long-term developmentB2027Mid-term AmbitionMid-term developmentA2.02030Strategic AmbitionRecovery of earnings contribution from Volkswagen Group China1.Audi FAW NEV Co.was deconsolidated on October 1,2023.The new governance model envisages joint control resulting in at-equity accounting of attributable earnings.NEV Co.:Audi FAW NEV Company|2.Including contribution from the ramp-up of Audi FAW NEV Co.in 2027 and 2030|3.VW Anhui fully consolidatedFocus on investments in product substanceParallel measures to address costs&capex2ICV growth more than compensates ICE declineExcluding Audi-NEV Co.12023A2024Outlook12.61.5-2.0Proportionate operating profit,entities accounted for using the equity method(in bn)A ACompetitivemarket dynamicsInvestments inproduct substanceHigher BEV shareChina performanceprogramStrong resiliencein ICE businessCost efficiencies in BEV2027Mid-term AmbitionNEV Co.ramp-up12.0Mid-term:Optimize costs&plant seeds for future growth1.Audi FAW NEV Co.was deconsolidated on October 1,2023.The new governance model envisages joint control resulting in at-equity accounting of attributable earnings.NEV Co.:Audi FAW NEV Company|2.Including the impact from the ramp-up of Audi FAW NEV Co.Competitive BEV/ICV launches Accelerated ICV push compensates ICE decayProportionate operating profit,entities accounted for using the equity method(in bn)B BDecreasingICE demandLower productionscale in ICEInitial portfolio momentum(PHEV&CMP)ICV single backboneTightening emissions regulations2027Mid-term Ambition2030Strategic Ambition Stage-gated approach to architecture roll-outNext-generation launches(from compact to full-size)2.0Long-term:Execute on reinvigorated pipeline momentum1.Volkswagen(Anhui)Automotive Company Limited fully consolidated3Incl.VW Anhui3Vehicle deliveriesMarket share(total)Operating profit(prop.)NEV penetration1Key PerformanceIndicatorMid-termAmbition14 %2.0bnLast Reported 14%3.2m6%2.6bn15P%Strategic Ambition 3.0bnincl.Audi NEV Co.and VW Anhui24.0m1.NEV includes BEV&PHEV as%of vehicle deliveries|2.Including Audi FAW Nev Co.contribution,Volkswagen(Anhui)Automotive Company Limited fully consolidatedStrategic ambition for Volkswagen Group ChinaCLOSING REMARKSVolkswagen in China a long success storyChina heritage:40 years commitment,50m local fleet,China a second home market1Products:Unique fleet of localized brands serving customers across all relevant segments2Local network:Strong network of trusted long-lasting partnerships with leading local players3Globally embedded:Local approach with access to global technology&tool kit45Position of strength:#1 OEM with 20%ICE market share,profitable&cash generatingFinancials:Highly profitable ICE business with significant contribution to Group net cash flow6 why are we confident to sustain the success storyStrong foundation:Leverage current position,expertise&network as key asset in ICV era1Increased agility:Increase speed,reduce complexity&leverage local partnerships2Technology shift:Accelerate with ramped-up local 100%VCTC&best-in-class tech partners3Cost discipline:Right-size organization,leading and margin-accretive products4Financials:Continued substantial contribution to Group net cash flow5Mindset:Play offense forward-looking,entrepreneurial,local stay#1 international OEM6Selected Group events to look forward toVW Group Mobility Day Battery Strategy Day VolkswagenGroupCMD06/232026VolkswagenGroup ChinaCMD04/24BGC CMDBGP CMDBGSL CMDBGT CMDSecond pilar of our building blocks strategy stay tuned!Glossary:Range/consumptions/emissionsModelVW brand(1/2)ID.3(p.76,88,89,95,97)n/a13.1 kWh/100 km n/a450 kmID.4 CROZZ(p.37,38,48,53,55,79,88,89,97)n/a15.5-13.1 kWh/100kmn/a442-600 kmID.4 X(p.88,89,97)n/a15.8-14 kWh/100kmn/a425-601 kmID.6 CROZZ(p.87,97,102)n/a15.8-14.4 kWh/100 kmn/a480-601 kmID.7 VIZZION(p.97)n/a15.4-13.7 kWh/100 kmn/a570-642 kmLavida(p.88)6.06-5.54 l/100 km(WLTC)n/a143.62-131.30 g/km(WLTC)n/aMagotan(p.88,99)6.72-6.23 l/100 km(WLTC)n/a159.26-147.65 g/km(WLTC)n/aElectric rangecombined(CLTC)CO2emissionscombined(CLTC)Electrical consumption combined(CLTC)Fuel consumption combined(CLTC)ModelVW brand(2/2)Passat(p.88)6.94-6.1 l/100 kmn/a164.48-144.57 g/kmn/aPassat PHEV(p.88)2.23 l/100 kmn/a52.85 g/km63 km(NEDC)Teramont(p.88)9.7-7.89 l/100 kmn/a229.89-186.99 g/kmn/aTharu L(p.88)6.93-5.99 l/100 kmn/a164.24-141.96 g/kmn/aTiguan(p.88)7.75-6.6 l/100 kmn/a183.68-156.42 g/kmn/aTiguan PHEV(p.88)2.65 l/100 kmn/a62.81 g/km55 km(NEDC)Touareg(p.102,104)9.9-8.0 l/100 kmn/a234.63-189.6 g/kmn/aElectric rangecombined(WLTC)CO2emissionscombined(WLTC)Electrical consumption combined(WLTC)Fuel consumption combined(WLTC)Glossary:Range/consumptions/emissionsModelPorsche911(p.37,38,48)10.8-10.3 l/100 kmn/a245-233 g/kmn/aTaycan Turbo S(p.53,76,79)n/a18.8-16.6 kWh/100 kmn/a558-630 kmElectric rangecombined(WLTP)CO2emissionscombined(WLTP)Electrical consumption combined(WLTP)Fuel consumption combined(WLTP)Glossary:Range/consumptions/emissionsModelAudiQ4 E-tron(p.37,38)n/a15.5-14.4 kWh/100 km(CLTC)n/a560-605 km(CLTC)E-tron Sport(p.48,53,79)n/a19.7 kWh/100 km(NEDC)n/a500 km(NEDC)A3(p.76)6.54-6.19 l/100 km(WLTC)n/a155.00-146.70 g/km(WLTC)n/aElectric rangecombined CO2emissionscombined Electrical consumption combined Fuel consumption combinedGlossary:Range/consumptions/emissionsModelLamborghiniRevuelto(p.37,38)11.86 l/100 km10.1 kWh/100 km276 g/km9.6 km Electric rangecombined(WLTC)CO2emissionscombined(WLTP)Electrical consumption combined(WLTP)Fuel consumption combined(WLTP)Glossary:Range/consumptions/emissions
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Onyx Strategic Insights.Reproduction by written authorization only.Logistics OutlookJanuary 2024Transportation&Infrastructure2 Onyx Strategic Insights.Reproduction by written authorization only.Build strategy and manage risk through the lens of geopolitics and macroeconomics.Understand the forces shaping the future of your organizationAssess their economic impactSeparate noise from signalFind better optionsA unique global networkWe are a division of Expeditors,one of the worlds foremost supply chain companies.Our core team of global,regional and industry experts is complemented by our extended network of logistics and supply chain practitioners on the ground in 350 locations in 100 countries globally.Quantifying impact is at the heart of our valueWe believe that geopolitics and macroeconomics can shape any business.But understanding them is only half the story:we combine qualitative analysis and proprietary data to quantify impact on your business and produce actionable insights.We focus on what mattersWe fully integrate macroeconomic and geopolitical analysis,unlike any other consulting firm.Our approach is tailored to the issues,geographies and industries you care about.We focus on getting to the so-what of politics so you dont have to.Onyx Strategic Insights.Reproduction by written authorization only.3Summary of medium-term input cost pressuresInflation rates easing,but price levels set to remain historically highSource:OnyxMACRO&GEOPOLITICAL RISKSOCEAN FREIGHT MARKET DYNAMICSRAW MATERIAL MARKET DYNAMICSOIL/MARINE FUEL MARKET DYNAMICSA regional conflict in the Middle East that affects oil supply could send prices$100/barrelA swing in momentum in Ukraine raises the risk of Russia further weaponizing energy suppliesPotential for a prolonged Chinese slump that reduces energy demand and supply of processed inputsGeopolitical risk is dominating the market,pushing rates higher in Q1-Q2 with potential for sustained higher rates depending largely on events in the Middle EastOtherwise,market fundamentals are neutral to bearish as global merchandise trade will improve but will be outpaced by new container capacity“Rockets and feathers”:input costs remain high,unlikely to fall furtherMacro and geopolitical dynamics drive higher-for-longer costs,but unlikely return to extreme cost inflation of 2021-22Commodities tied to the energy transition and construction are most vulnerable to upward price pressure in 2024Crude oil prices face risk tug-of-war:downside macro and upside geopolitical risksFuel spreads have reverted as expected,and will normalize further as 1 mmbd new global refinery capacity will ease pressureSourcing decisions must remain cost-conscious Onyx Strategic Insights.Reproduction by written authorization only.4Forecast01002003004005006007008009001000020406080100120140Jan-19Apr-19Jul-19Oct-19Jan-20Apr-20Jul-20Oct-20Jan-21Apr-21Jul-21Oct-21Jan-22Apr-22Jul-22Oct-22Jan-23Apr-23Jul-23Oct-23Jan-24Apr-24Jul-24Oct-24Brent Crude(left)VLSFO(right)HSFO(right)Steady upward pressure on fuel costsTightening supplies will bring more upside price riskSource:Bloomberg,Energy Information Administration(EIA),OnyxOutlook through 2024Demand:Uncertainty clouds the market Global outlook is soft,with downside risks in Q1-Q2 and potential rebound in H2 2024 Continued air travel recovery back to pre-pandemic trend Trade recovery picks up in 2024Supply:Steady growth and excess capacity Resilient US production growth in 2023 OPEC maintains price floor Steady expansion in refining capacity for higher-grade marine fuelsFactors to watch policy and geopolitics Tightening balance in late 2024 increases vulnerability to shocks Geopolitical wildcards IMO and EU regulations on maritime emissions will necessitate a shift to renewable fuelsMarine fuel costs move with crude oil;high-grade premium has narrowedMarine bunker fuel prices(Rotterdam,USD/tonne)and Brent crude spot price(USD/barrel)Onyx Strategic Insights.Reproduction by written authorization only.5Logistics infrastructure progress stalled in key marketsLogistics performance across the worldSource:World Bank,Onyx614145655556513027262827261939474654354438272929253241265650475054516614159910141720052007200920112013201520172019202120232025United StatesChinaMalaysiaIndiaBrazilMexicoLogistics Performance Index(LPI):Rank out of 139 countries Onyx Strategic Insights.Reproduction by written authorization only.6Growth in Indias port capacity has been sluggishSlow turnaround times and low containerization levelsSource:Onyx;Ministry of Ports,Shipping,and WaterwaysESTIMATES OF CONTAINERIZATION LEVELS(2022)002003004005006007008009001,0001,1001,2001,3001,4001,5001,60020162017201820192020 4% 1PACITY AT MAJOR PORTSMILLION TONNESPort capacityTraffic handledAVERAGE TURNAROUND TIME IN 2021HOURS2835474754Jawaharlal NehruCochinNew MangaloreEnnoreChennai23.5Global median turnaround time254070IndiaDeveloping countriesDeveloped countriesLow containerization levels cause inefficiencies when transitioning between modes of transport and contribute to higher logistics costs Onyx Strategic Insights.Reproduction by written authorization only.7How do you view the security situation in the country today vs.12 months ago?*Share of respondents,AmCham Mexico 2022 surveyMexico:Deteriorating security impacts transportMost companies think security will continue to worsen*Based on a 2022 survey of C-suite and security executives from foreign and domestic businesses operating in MexicoSource:AmCham Mexico Business Security Survey 2022,OnyxHow do you think the countrys security situation will be in the next 12 months?*Share of respondents,AmCham Mexico 2022 survey25G%7%No responseMuch better 1tter 1%SameWorseMuch worseWorse Much worse:72tter Much better:2Q%5%No responseMuch better 1tter 2%SameWorseMuch worseWorse Much worse:67tter Much better:3%Onyx Strategic Insights.Reproduction by written authorization only.8Perception:10 states with the greatest challenges regarding business security*AmCham Mexico Business Security SurveyMexico City area and US-Mexico border states see worsening security perceptionsBaja California is no longer viewed among safest states*Based on a 2022 survey of C-suite and security executives from foreign and domestic businesses operating in MexicoSource:AmCham Mexico,OnyxPerception:10 states with the least challenges regarding business security*AmCham Mexico Business Security SurveyRank201820221TamaulipasEstado de Mxico2Estado de MxicoGuanajuato3Ciudad de MxicoCiudad de Mxico4MichoacnMichoacn5GuerreroJalisco6VeracruzTamaulipas7JaliscoNuevo Len8GuanajuatoPuebla9 SinaloaVeracruz10PueblaChihuahuaRank201820221YucatnHidalgo2QuertaroMorelos3AguascalientesNayarit4CampecheOaxaca5Quintana RooTabasco6Baja CaliforniaQuintana Roo7SonoraTlaxcala8San Luis PotosYucatn9 ChiapasBaja California Sur10TlaxcalaCampeche Onyx Strategic Insights.Reproduction by written authorization only.9Which are among the greatest concerns in terms of company security?*Share of respondentsCargo transport is among the greatest concernsWith minimal help from authorities,most companies apply security enhancements from within*Based on a 2022 survey of C-suite and security executives from foreign and domestic businesses operating in MexicoSource:AmCham Mexico,Onyx356Hcd%Information securityTravel protocolsPhysical security offacilitiesSecurity of personneland familiesCargo transportWhich of the following have had an impact on improving company security?*Share of respondents84%Security enhancements within our company9forts by federal authorities5forts by state authoritiesWhat type of company measures have helped improve security conditions?*Share of respondents95cXXXBB722&!%Risk analysisSatellite tracking oftransport/goodsPhysical securityCrisis management plansTraining and securityawarenessTravel protocolsCybersecurityimprovementsCollaboration with otherbusinessesCollaboration withauthoritiesSatellite tracking ofexecutivesExecutive protectionCancellation of operations Onyx Strategic Insights.Reproduction by written authorization only.10Vietnams logistics performance middling in ASEANBut Hanoi is investing heavily in its infrastructure to grow capacity3.63.33.30.00.51.01.52.02.53.03.54.04.55.0MalaysiaVietnamPhilippines4.12.1WORLD BANK LOGISTICS PERFORMANCE INDEX 20231=LOW,5=HIGHTop 10 global average LPI scoreBottom 10 global average LPI scoreSource:World Bank,Oxford Economics,Onyx051015202015161718 19 20 21 22 23 24 25 26 27 28 29 30 7%INVESTMENT IN TRANSPORT AND STORAGEUSD$B 2015 PRICESForecastMaster Transport Infrastructure Plan(2021 2030)aims to expand port network,scale up national highway system and upgrade existing airports Onyx Strategic Insights.Reproduction by written authorization only.11Customs procedures still a hurdle for businessesBusinesses cite red tape and corruption as issues2020 SURVEY ON BUSINESSES SATISFACTION WITH IMPORT-EXPORT ADMINISTRATIVE PROCEDURES%OF RESPONDENTSSource:Vietnam Chamber of Commerce and Industry,General Department of Vietnam Customs,Ministry of Finance,USAID,Nikkei Asia9910202381211122217105839555744731935201575303100%Physical inspection of goodsDocument inspectionTax refundComplaint settlementCustoms declarationTax payment221Level of ease in carrying out customs proceduresIn a separate survey released in 2023 by Vietnam Chamber of Commerce and Industry:59%of firms face issues with“specialized inspections”,such as checks on product quality30clined to answer a question on“unofficial fees”Onyx Strategic Insights.Reproduction by written authorization only.12 Onyx Strategic Insights.Reproduction by written authorization only.Get in touchWebsite CLinkedInhttps:/ Onyx Strategic Insights.Reproduction by written authorization only.13Onyx Strategic Insights(Onyx,Onyx SI,We,Our,or Us)is a division of Expeditors International of Washington,Inc.(Expeditors).The information in this website,article,event invitation or other written form,or shared during or provided in materials as part of an event or other forum(“Content”)is for informational purposes only.The views,opinions,analyses,estimates,predictions and/or strategies(“Views”)expressed in the Content are those of the respective Onyx authors and/or speakers who publish and/or present the Content,and may differ from those of other Onyx employees and/or Expeditors and its officers,directors,and employees.The Content is as of a certain date and is often based on current market and/or geopolitical conditions and is subject to change without notice.We do not guarantee the accuracy,completeness,timeliness,or availability of the Content.In preparing this Content,we have relied upon and assumed,without independent verification,the accuracy and completeness of all information that was acquired from public sources.Any mention of third-party trademarks,brand names,products and services is for referential purposes only and is not meant to imply any sponsorship,endorsement,or affiliation unless otherwise noted.Copying,re-publishing,or distributing this Content is strictly prohibited without prior written consent from an authorized representative of Onyx.The Content does not represent an offer or commitment by Onyx or Expeditors to provide any service.The statements in the Content are not intended to be legally binding,and any references in the Content to services that may be offered by Onyx and/or Expeditors are subject to,and superseded by,the terms and pricing set forth in the separate legally binding documentation and/or terms and conditions applicable to those service offerings.Nothing in the Content shall amend the applicable documentation and/or terms and conditions.The Content and Views are not advice on legal,accounting,trade compliance,tax,financial,investment,regulatory,technology or other matters.You should always consult your own legal,accounting,trade compliance,tax,financial,investment,or similar advisors before making any relevant decisions.In no event shall Onyx,Expeditors or any of its directors,officers,employees or agents be liable for any use of,any decision made or action taken in reliance upon,or any inaccuracies or errors in or omissions from,the Content or Views.The information in the Content does not include all applicable terms or issues and is not intended as an offer or solicitation for the purchase or sale of any service.Our services are subject to applicable laws and regulations,as well as our service terms and policies.Not all services are available in all geographic areas or to all customers.Credit is subject to approval.Rates and programs are subject to change.Certain restrictions apply.Disclaimer
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