Leading the charge: How VW's boss is starting an EV revolution

The embodiment of Volkswagen’s software-driven reinvention will be Project Trinity, the autonomous-ready long-distance electric cruiser due in 2026. It will use the group’s new SSP platform (which combines learnings from both the MEB and Audi-Porsche PPE architectures) and a new generation of Volkswagen’s bespoke OS.

However, Volkswagen “won’t wait for Trinity to become a software-driven company”. Over-the-air software updates for ID cars will start to appear in the coming months, and Brandstätter says: “With that, new ideas for business models will be created. It’s a ‘magic loop’: every 12 weeks, we want to create a software update and also emotions. Yes, we can do back-fixing with updates, but the emotional part is that you will notice you’re getting additional features that are developed within the lifetime of the car.”

Emotional appeal is key to Volkswagen’s plan to continue growing EV sales, especially since regulations requiring makers to electrify creates a need to reach drivers who aren’t attracted merely by the chance to drive a ‘green’ car. That’s where the new ID 4 GTX comes in, giving Volkswagen’s EV family its own version of the fabled GTI badge.

“We have a successful history with GTI, so we want to try and transform this idea into our ID family,” says Brandstätter. “It’s one thing to go with sustainability and mobility, but we [also] want to show that with e-mobility you can combine responsibility and having fun.”

The GTX range (the forthcoming ID 5 coupé-SUV will be its next member) isn’t just about a hot sub-brand. “It also allows us to demonstrate the potential of MEB,” says Brandstätter. “The GTX is the first ID with all-wheel drive. It shows how we’re continuously improving the technology.”

Still, is Volkswagen so heavily committed to expanding EV sales because there’s genuine public demand, or is it purely driven by regulations? “It’s both,” insists Brandstätter. “On one hand, it’s a regulation issue, but the [public] acceptance is increasing. Society is asking how we can solve the climate issue. They want to reduce their carbon emissions, but they don’t want to lose their personal mobility. They don’t want to step back.”

Brandstätter says that early EVs put people off because their limitations highlighted what customers “would miss” in terms of features, range and flexibility, but “the ID 4 has more space and is more versatile [than a similar-size ICE car], and with the range and increasing charging stations, you’re not missing anything”.

Arguably a bigger challenge than convincing customers to switch to electric cars is transforming Volkswagen’s vast production network from a producer of ICE vehicles into a software-focused, carbon-neutral maker of high-tech EVs. Given the sheer scale of Volkswagen’s operations, the amount of infrastructure, the number of employees and the strength of the unions, it’s a massive undertaking.

“It is a challenge,” admits Brandstätter when asked about pushing through the shift. “It’s a huge change. We’re talking about €14 billion [£12bn] in investments, with €13bn to electrify our product range and €1bn to create a zero-impact factory that’s fully decarbonised.

“We started with our factory in Zwickau [the former home of the Golf where the ID 3 and ID 4 are now built] to transform one complete plant into an electric plant. We’ve now got two plants in China running and two more in Germany following: Hanover with the ID Buzz in 2022 and Emden with the Aero B [the production version of the ID Vizzion concept, due in 2023]. Year by year, we’re launching one additional EV, which means we need to invest in transforming plants at the same time. It’s hard work.”

As with most established car makers, Volkswagen is working frantically to be seen as a leader in eco mobility, partly to battle the wave of ambitious new EV brands led by Tesla. But long-established firms producing ICE cars in vast numbers (Volkswagen is aiming for 70% of its sales in Europe to be of EVs by 2030, which still leaves room for plenty of ICE cars) face a challenge in selling their green credentials. And that’s particularly true for Volkswagen, given its history.

Does Brandstätter agree that ‘legacy’ car makers have to work harder? “Of course,” he says, before highlighting the progress Volkswagen has made, such as selling more than 30,000 wallbox chargers: “That means 30,000 charging stations in homes, and those people never need to think any more to go to a petrol station.”

But Brandstätter isn’t shy about highlighting that Volkswagen won’t focus on EVs alone: “Some people drive long distances every day; London to Manchester, say. And those people may say ‘for my individual mobility, I need a plug-in hybrid or a diesel’, because for these profiles, still a diesel is a good solution, and also for the climate.”

The bold changes Brandstätter is leading are about setting up Volkswagen for the future and ensuring that it remains relevant as the industry is transformed by electrification and tech. It’s a move designed to ensure Volkswagen can thrive in competition with long-standing car-making rivals, bold EV start-ups and software and tech firms that are looking to break into the car industry.