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If it succeeds, VWвЂ™s Dieselgate shame could be the driving force for its future success. BrandstГ¤tter said the transformation is вЂњhow we will once again deserve societyвЂ™s recognitionвЂќ. In a changing world, most other car firms are attempting similar transformations, but few have the resources of VW вЂ“ or the impetus. It will also work with Volkswagen We, a network of services that include charging, delivery, parking and the WeShare car sharing scheme. The sales structure will be key to other projects, including offering in-car online services through a VW.os system. That said, VW insists it will still work вЂњin close co-operation with dealersвЂќ. VW has renegotiated contracts with nearly all of its European dealer network to allow it to communicate directly with customers, effectively becoming a retailer rather than a wholesaler. VW customers will be given an online вЂIDвЂ™ as the first step in a new sales model next year. That includes a huge push to engage with customers online directly, starting with the pre-order process for the ID 3. VW is also committed to increasing the вЂdigitalisationвЂ™ of its products and company вЂ“ including how it interacts with customers вЂ“ and has invested ВЈ3.6 billion in doing so. The firm estimates that its overall operations are responsible for 1% of global CO2 production. BrandstГ¤tter referred to вЂњsome hard lessonsвЂќ the company has learned and that вЂњour big size means responsibilityвЂќ. ThereвЂ™s a risk for VW here, given Dieselgate helped fuel opposition against combustion-engined cars.

вЂњWhen we drew up Transform 2025+ in 2015, we had no idea of the scale on which the social debate would shift to climate change,вЂќ BrandstГ¤tter said. BrandstГ¤tterвЂ™s ultimate target is вЂњemission-free mobility for allвЂќ вЂ“ not just with a fleet of EVs, but also with a pledge for carbon-neutral production. The goal is to produce 15 million vehicles вЂ“ of more than 20 different models вЂ“ on the first-generation MEB, using eight plants worldwide. BrandstГ¤tter described that as вЂњthe lodestar of our strategyвЂќ and the key will be the economy of scale enabled by both the flexible MEB platform and the firmвЂ™s bulk purchasing power when it comes to batteries. VWвЂ™s first goal is to become a market leader in electric cars, with the aim of selling one million per year by 2025. The first phase of Transform 2025+ was about вЂfixingвЂ™ VW вЂ“ and the rebrand is the culmination of that and the launch point for the next step. As managers, it is up to us to listen and respond.вЂќ At that meeting, VW looked beyond Dieselgate, to the declining profitability of several models, the upcoming EU 95g/km emission targets and the firmвЂ™s struggle in key regions such as the US.Д«randstГ¤tter said: вЂњIt starts with the executives: we set an example. The roots of вЂNew VolkswagenвЂ™ began following a board meeting after Herbert Diess took over the firmвЂ™s top role in the wake of the crisis. Now is the right time to make the new attitude of our brand visible to the outside world.вЂќ

Speaking at the unveiling, VW sales chief Jurgen Stackmann said: вЂњThe brand is undergoing a fundamental transformation towards a future with a neutral emission balance for everyone. Chief operating officer Ralf BrandstГ¤tter calls it a вЂњpivotal momentвЂќ, as significant as a new-car launch. Termed вЂNew VolkswagenвЂ™, the design revamp goes far beyond a new logo. The firm estimates around 70,000 logos will be switched at more than 10,000 dealerships and service facilities in 154 countries. The redesign is the work of VW design chief Klaus Bischoff, and will be rolled out across the firm's factories and dealerships in stages in the coming years. The firm has also introduced a new font, along with other changes. Ford of Europe car boss Roelant de Waard to retire after 30 yearsДЄs well, the logo will be accompanied by the new use of a 'floating line', and Volkswagen is introducing a new official female voice, and a 'sound logo' for use in television adverts.

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