• A pledge to “modernise” all plants with the goal of keeping them all open. It was acknowledged this might require job cuts, but the stated goal is to make them voluntarily.
• Launching all new Vauxhall and Opel models on PSA’s CMP and EMP2 platforms, including the next, all-new Corsa in 2019. This will reduce the number of platforms in use from nine to two. Powertrain families will reduce from 10 to four.Vauxhalls will also use PSA engines and powertrains. All vehicles will be engineered at Opel’s plant in Rüsselsheim.
• A pledge to launch one new major new model per year; counting bodystyles, nine new models will be launched by 2020. This will start with a new Combo in 2018 and a new Corsa in 2019.
• Opel will enter more than 20 new export markets by 2022, including China and the Middle East.
In order to achieve these goals, Lohscheller set the target of saving €1.1 billion (£970 million) by 2020 through synergies between the PSA Group and Vauxhall and Opel by 2020 and €1.7 billion (£1.5bn) by 2026. Lohscheller has set Vauxhall and Opel the target of reducing the costs of manufacturing each car it makes by €700 (£618) by 2020.
While Lohscheller pledged to try to keep factories open, he acknowledged that the need to improve competitiveness meant that model line production would move as Vauxhall and Opel plants were kitted to build PSA-platformed vehicles.
While there was no specific reference to the UK’s Ellesmere and Luton plants, the future of which have been in the spotlight in the wake of the Brexit vote, the Vauxhall and Opel statement read: “The plan is designed with the clear intention to maintain all plants and refrain from forced redundancies in Europe.
“The necessary and sustainable reduction of labour costs shall be reached with thoughtful measures such as innovative working time concepts, voluntary programs or early retirement schemes.”
It was confirmed that an EMP2-based SUV would be built at the Eisenach plant from 2019 and an an EMP2-based D-segment vehicle at Rüsselsheim in the future.
“This plan is paramount for the company, to protect our employees against headwinds and turn Opel and Vauxhall into a sustainable, profitable, electrified, and global company,” said Lohscheller. “Our future will be secured and we will contribute with German excellence to the Groupe PSA development. The implementation has already started with all teams eager to achieve the objectives.”
Carlos Tavares, PSA Group CEO, on the Vauxhall and Opel turnaround plan:
“To be here 100 days exactly after the closing of the deal, with the Opel management presenting the plan is a clear sign of rigour and professionalism - and we need both those things, plus discipline, to implement this very strong plan.
“This plan is not a gimmick. It is robust, honest and built by the Opel employees for the Opel employees. But creating the plan is 5% of the work. We have 95% of the work in the implementation ahead of us.
“If look at this company over past 15 years it is a fact it did not prepare for future. It was not on track to meet European CO2 requirements, for instance. We also have to recognise - in an honest and peaceful way - that this company has lost more than $10 billion in cumulative losses, cut more than 30,000 jobs and lost three points of market share in Europe in that time. This is a fact.