Strengthen substance, invest with purpose in the future, build lasting value: Oliver Blume presents key levers of plan for the future at Volkswagen AG Annual General Meeting

• Volkswagen Group aligns transformation as a permanent process for responding to new challenges and strengthens competitiveness: Group aims to become the world’s most attractive automaker by 2030.
• Focus on eight strategic levers: reduce complexity, stronger focus on technologies, reduce overcapacities, strengthen regional responsibility, streamline the investment portfolio, increase operational excellence, reward performance, simplify Group steering
• Ambition for 2030: operating return on sales of 8 to 10 per cent and significantly higher net cash flow in Group’s Automotive Division

Munich/Wolfsburg, June 18, 2026 – The Volkswagen Group has set itself an ambitious goal: the company aims to become the world’s most attractive automaker by 2030. The Group has already laid essential cornerstones for achieving this: the brands are delivering new, exciting cars to customers under a comprehensive product campaign. Moreover, Volkswagen has achieved important milestones in respect of technologies, software, batteries, design and quality. In light of rising geopolitical tensions, more intense competitive pressure and growing trade barriers, the company is responding to the major challenges posed by the dynamically changing environment with a new plan for the future and positioning costs for zero-growth markets.

Oliver Blume, CEO Volkswagen Group, said: “We are making the Volkswagen Group even more robust and competitive. To that end, we have mapped out a clear plan for the future. We are positioning ourselves to be even more financially resilient and further improving our future readiness in terms of costs, structure and technology – to counter external influences and growing risks in a world that has radically changed. Over the last three years we have given our Group an entirely new structure and ensured its stability. That is why, in the midst of the greatest transformation our industry has even seen, we are in a position to act and are resolutely driving the transformation of our company forward towards the next phase. Our goal is clear: strengthen substance, invest with purpose and build lasting value, for our customers, shareholders and employees. The next few years are critical – and it is up to us.”

Group brands launched over 30 new models in 2025. They will be joined by a further 20 vehicles this year. The Volkswagen Group sent a particularly strong signal in e-mobility. In 2025, global deliveries of all-electric vehicles grew by 32 per cent. In Europe, growth was 66 per cent – with a market share last year of 27 per cent. This made the Volkswagen Group the market leader for all-electric vehicles in Europe – ahead of the competition by a large margin.

The plan centres on eight strategic levers to enable Volkswagen to sustainably boost its competitiveness: reduce complexity, streamline the technology toolkit, consistently align production network to market realities, strengthen regional growth, streamline the investment portfolio, increase operational excellence, strengthen performance culture, and improve Group steering.

Volkswagen has set itself ambitious financial goals with the plan for the future. The Group has set its sights on an operating return on sales of 8 to 10 per cent and a much higher net cash flow in the Automotive Division, accounting for over 60 per cent of the operating result by 2030.