The pressure on Volkswagen is getting tighter


The pressure on Volkswagen is getting tighter
The pressure on Volkswagen is getting tougher – Moby

Volkswagen’s latest results didn’t just indicate a bad year. They showed a company stuck in the middle of the auto industry’s biggest transition in a century. The German giant still sells millions of cars and commands iconic brands, but the old formula that made it dominant is under pressure from all directions.

Volkswagen reported an operating profit of 8.9 billion euros (about $10.3 billion) in 2025, down 53% from the previous year and below the 9.4 billion euros that analysts had expected. Revenues remained flat at just under 322 billion euros in 2024 compared to 324.7 billion euros, while operating margins fell from 5.9% to 2.8%.

Management pointed out a number of known problems. US tariffs hurt profits. Currency movements also weigh on results. Competition in China has intensified, and Porsche, one of the group’s most profitable divisions, has undergone a strategic restructuring after demand for electric vehicles proved weaker than expected.

For 2026, Volkswagen expects revenue growth between 0% and 3% and operating margin between 4% and 5.5%. That marks some improvement from 2025’s weak performance but still leaves profits below what investors once expected from Europe’s biggest automaker.

Chief financial officer Arno Entlitz described 2025 as a “really challenging” year but said the group was well positioned in Europe. Volkswagen said it increased its market share slightly despite increasing Chinese competition, claiming a 25% share of the European EV market.

At the same time, the company indicated a deep recovery. CEO Oliver Blume said Volkswagen plans to cut around 50,000 jobs in Germany by 2030 across the wider group, including brands such as Audi and Porsche and software division Caride.

China remains a major pressure point. Volkswagen once dominated the world’s largest auto market but is now losing ground to domestic players like BYD and Geely, which have moved quickly on electric vehicles and pricing.

Volkswagen’s results bring a huge change in the global automotive industry. For decades, German automakers have thrived on a formula built around engineering prestige, global scale, and growing Chinese demand. This combination delivered strong margins and steady growth.

Today, every piece of this formula seems weak.

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China is no longer the smooth profit engine it once was. Domestic brands have become serious competitors, especially in electric vehicles, where they are often cheaper and faster to upgrade. What was Volkswagen’s biggest growth market has become its toughest battleground.

At the same time, electric vehicles are proving to be more complex for traditional automakers than previously predicted. EVs often have lower margins than combustion vehicles while requiring extensive investment in batteries, software, and new manufacturing platforms. That means legacy automakers are effectively paying for the two-car world at once.

Volkswagen’s experience with software illustrates the challenge. The group has invested billions in its Caride division to create a unified digital architecture across its brands, but progress has been slower and more difficult than expected. This struggle has forced the company to rely heavily on partnerships with technology-focused companies.

Meanwhile, tariffs and geopolitical tensions add another layer of uncertainty. The global auto industry depends on deeply integrated supply chains that stretch across the West. Business disruptions can quickly turn this system from an efficiency advantage into a financial headache.

The result is a complete pressure. Costs are rising because companies have to invest more in electricity and software. Competition is intensifying, especially from Chinese manufacturers. And governments encourage automakers toward rapid technological change through environmental regulations and trade policies.

For Volkswagen, the job cuts show how seriously management is taking the situation. Cutting tens of thousands of positions isn’t just a matter of day-to-day efficiency. This reflects a recognition that the cost structure built for the old car market may no longer work in the new one.

Volkswagen’s immediate challenge is execution. The company must deliver on its cost-cutting plans while continuing to invest in electric vehicles, software and partnerships that could help it compete in China and other key markets.

Investors will be watching closely to see if the restructuring leads to real improvements in margins and whether the company can stabilize its position in China. Success would suggest that Volkswagen can adapt its vast industrial machinery to a changing market.

Failure will reinforce a more difficult narrative. Even the biggest and most established automakers may struggle to keep pace as the global auto industry enters its most turbulent period in decades.

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