Date: 10/20/2026
Volkswagen Group Future Plan
All information on the Future Plan 2030 and the transformation of the Volkswagen Group.
Second Revision Talk: “Five questions for Arne Meiswinkel”
Volkswagen and IG Metall are continuing their discussions on the Future Collective Agreement. Ahead of the next review meeting, Arne Meiswinkel, Board Member for Human Resources at the Volkswagen brand, explains the company’s expectations for the negotiations, why stronger competitiveness is vital for the future of Germany as a business location, and which measures are envisaged under the Future Plan 2030. In the interview, he discusses labour costs, employment protection, investments and Volkswagen’s long-term strategic direction in an increasingly challenging market environment.
On 23 October 2026, representatives of Volkswagen AG and IG Metall will meet for another review discussion regarding the current Future Collective Agreement. The two parties already held talks at the end of September based on a provision of the Future Collective Agreement that came into effect on 1 January 2025. In addition, negotiations for the next collective bargaining round are scheduled to begin no later than early December.
In this interview, Arne Meiswinkel, Board Member for Human Resources of the Volkswagen brand and member of the Extended Group Management Board, outlines the company’s expectations for the ongoing discussions and explains what concrete changes employees can expect. He also emphasizes that the improved competitiveness described in the Group Target Picture can only be achieved through a broad range of measures and not solely through reductions in labour costs.
On Friday, Volkswagen Group and IG Metall are holding the next revision talk. What is on the agenda?
Meiswinkel: Nothing fundamental has changed on the agenda since the first revision talk around two weeks ago – nor has the situation our company finds itself in. We have to keep Volkswagen competitive as a prerequisite for safeguarding jobs in Germany. That will also be the focus of the upcoming talks.
Since the 2024 Future Collective Bargaining Agreement was concluded, the economic situation has deteriorated dramatically – globally, here in Germany and within our company. Volkswagen’s latest figures also demonstrate the urgent need for action. For this reason, we also need to discuss future-proof labor costs and corporate structures with our social partners on Friday. In this situation, all colleagues rightly expect swift clarity and, above all, viable solutions.
Volkswagen has terminated ten of its thirteen collective bargaining agreements. What exactly will change for employees?
By giving due notice to terminate the ten agreements effective December 31, 2026, we have created an opportunity to negotiate the necessary adjustments. We urgently need to discuss what we as a company can still afford in the short, medium and long term. We have little influence over the financial impact of the current wars, tariffs and energy and raw material prices. That is a fact.
What we can influence, however, is our costs. And that is where we need to take action. Given the difficult economic situation I have outlined, this is unavoidable. But that does not mean everything is up for debate. The Future Collective Bargaining Agreement – including its job security provisions – is expressly not affected by the terminations. The regular collective bargaining round, in which we will discuss the collective agreements that remain open, will begin by early December at the latest. However, I would like the talks to start earlier, as we have no time to lose. Friday’s talks are a continuation of the revision process set out in the Future Collective Bargaining Agreement. This process allows either side to reopen discussions if the key circumstances underpinning the 2024 agreement have changed. And they have.
There is a growing perception within the company that Volkswagen intends to achieve the planned savings primarily by reducing labor costs. What other steps is the company taking to improve its competitiveness?
No, it is definitely not just about labor costs. The Future Plan 2030 comprises a total of twelve initiatives that put every aspect of our business under review – from our product portfolio to new areas of growth. We can only remain competitive by focusing on our strengths and bringing costs under control across all areas of our business. This is essential.
Through Initiative 6, for example, we intend to implement comprehensive efficiency programs across our operational functions development, procurement, production, quality and sales. By 2030, these programs are expected to deliver total cost reductions of around 20 billion euros compared with the current plan. The focus here is on leaner development processes, lower material costs and lower manufacturing, warranty and sales costs. At the same time, labor and personnel costs are also an important lever – but only one of many.
What happens after Friday’s talk?
We want to make swift progress – both with the revision process and with the upcoming collective bargaining round. As we have repeatedly said, we have no time to lose. Especially in the current situation, our international competitors will benefit if we fail to move forward. I therefore trust that everyone involved understands the need to quickly reach an agreement in the upcoming negotiations. Both our employees and the company need planning certainty as soon as possible.
With the Future Plan 2030, which has the full backing of the Group’s Executive and Supervisory Board, we now want to strengthen our position in the global market. With planned investments of 135 billion euros through 2031, we are making a clear commitment to the future. But we can only succeed if we move quickly to meet the challenges of fierce global competition – even if this means making painful changes.
How does the company intend to keep employees informed going forward? Many employees feel that information has so far been shared with the media first.
No one benefits when internal documents or preliminary ideas are repeatedly shared externally. Quite the opposite. This fuels dangerous speculation and ultimately creates considerable uncertainty. Anyone who deliberately leaks such information is intentionally playing on people’s fears – and that is irresponsible. There are very good reasons why specific matters are first discussed in the appropriate committees. This gives both negotiating parties the necessary room to reach compromises in the interests of everyone involved. And that is what matters. We need to work together to find solutions and deliver results. We will then communicate those results comprehensively, explain them and put them into context.