Reducing the number of variants provides another opportunity: For the ID.7, for example, this means 99 percent fewer configuration options compared to a Golf 7. In addition, the Company intends to optimize the plant capacity utilization in order to increase profitability and be able to respond more flexibly to fluctuations in demand and the market in the future. Brand Board of Management with overall responsibility, PMO management to be taken over by Stephan Wöllenstein The performance program will be organized by a lean Project Management Office (PMO) under the direction of Stephan Wöllenstein. Responsibility for managing the overall program lies with the Brand Board of Management. Individual Board of Management members will take the lead in the action areas and flagship projects. The specific steps are to be defined by mid-September in consultation with the employee representatives. The program is expected to be up and running by October 2023 with all its details defined and its measures in place and will be transposed into an agreement with the employee representatives in the context of the planning round. Further synergy potential in the Volume brand group The Volume brand group provides additional important leverage on the path to more synergies and higher returns. In this group, Volkswagen Passenger Cars, Volkswagen Commercial Vehicles, SEAT/CUPRA and Škoda all work closely together. For example, production within the Volume brand group will be geared even more systematically to multi-brand plants and vehicle platforms in the future – for example, in connection with VW’s planned entry-level electric vehicle costing around 25,000 euros SEAT/CUPRA is to take the lead of the Small-BEV-Family Cluster. Another example for synergies is the joint development and production of the Volkswagen Passat and Škoda Superb, which achieves efficiencies of 600 million euros over the life of both models.