ANDRE WEHNER, HEAD OF BUSINESS DEVELOPMENT AND
DIGITISATION, AND MATTHIAS BURSIG, HEAD OF CONTROLLING,
INTRODUCE THE ATTACK PLAN IN DETAIL
ast year, CEO Bernhard Maier hinted
at the ATTACK Plan, a sprint stage of
the recently launched Strategy 2025. It
will help the brand tackle financial burdens
proactively and focus on both performance
and costs. The engagement of all employees
is a driving force behind the ATTACK Plan.
Why is the ATTACK
Plan essential for the
ŠKODA MOBIL DECEMBER 2018
Bursig: The ATTACK Plan steers our at‑
tention towards the issue’s cost and per‑
formance aspect. Within the company, we
focus on the levers that can make our activ‑
ities more efficient. Many of the previously
introduced measures are already being im‑
plemented. We need to keep that up.
ATTACK plan is an
interim sprint stage
2025 that focuses
on performance and
costs in seven working
Wehner: The entire auto‑
motive industry is undergo‑
ing fundamental changes.
As a company, we are fac‑
ing major challenges. These
include stricter CO2 regula‑
tions applicable from 2020
onwards, WLTP cycle for car
tests, transition from combustion engines to
e‑mobility, optimisation of existing driving
technologies, growing material and person‑
al costs. All of that requires billions of euros
of investment, which will somewhat dampen
our profit in the interim period of transition
from combustion engines to electromobili‑
ty. The ATTACK Plan is our central efficien‑
cy programme aimed at ensuring long‑term
profitability and dealing with the necessary
investment in future topics, such as digitisa‑
tion, new business models and electromo‑
bility. Therefore, we need to understand the
ATTACK Plan as a purposeful and indispen‑
sable sprint within Strategy 2025, which will
ensure our competitiveness in the long run.
Where will you start?
How will you continue?
Wehner: We split up the
ATTACK Plan goals into sev‑
en working packages. Each
of them has been assigned to
an experienced and motivat‑
ed team that will assume re‑
sponsibility for fulfilling the
plan. Apart from daily tasks,
the teams will develop ex‑
tensive optimisation measures that they will
then introduce in their areas. The managers of
each of the working packages will make fast
and efficient decisions in coordination with
the Board and project management team, who
will support their steps along the way.
What is your annual balance?
Bursig: The maximum potential we have
identified is up to EUR 1 billion starting
in 2020. From 2020, after the limitations
brought about by filled production capacities
and WLTP are compensated for, we plan on
EUR 500 million a year. Moreover, we have
discovered other viable options amounting
to EUR 200 million. That is also why in 2019,
thanks to result optimisation of EUR 135 mil‑
lion, the success of the ATTACK Plan will
start to show.
Do you expect to cut jobs?
Wehner: On the contrary, the ATTACK Plan
will free up the necessary manoeuvring space
for investment, which is critical for sustainable
success, job security and a healthy sales profit.
Naturally, creating know‑how is a must. That
is why, as part of functional analysis, we deter‑
mined which qualifications will be needed for
new technologies and future topics and how
we will supply them in the respective areas.
How does this align with the plans of the
Bursig: The ATTACK Plan contributes to
overall goal attainment. Except for one spe‑
cific measure, every management board has
to identify further possibilities how to reach
the strategic target corridor with more than
a 7 percent return on sales.
How will this continue in 2019?
Wehner: The programme will enter its sec‑
ond stage as ATTACK Plan 2.0 in January.
We will look for potential steps to be tak‑
en before 2023 and conduct an analysis on
which measures to include in stage one.
I mean any additional working packages re‑
lated to topics such as the complexity of the
offer and design‑to‑manufacture (process of
proactive product designing which accounts
for all production functions). RED
We have thoroughly analysed our
Based on creative workshops,
competition analysis and
component distribution, we have
identified potential in commercial
and technical areas, among others
We drew up a new connectivity
and mobility plan
By 2025, we want to have over
3 million cars with ŠKODA
Connect on the roads
In addition, as far as mobility goes,
we are betting on a vehicle‑on
‑demand offer for Central and