ENERGY TRANSITION
This was evidenced by the September 2025 debut of the 911 Turbo S, featuring T-Hybrid technology, which aims to inspire customers while laying a sustainable foundation for future results.
Organisational efficiency and lean governance Beyond the factory floor, Michael is focusing on organisational sustainability by streamlining the business structure. He says that indirect areas of the company have grown disproportionately to business volume, creating internal bureaucracy that can hinder fast decision-making. To counter this, Porsche is taking action to reduce upfront and direct costs, creating a more competitive and efficient cost structure.
This organisational rethink extends to the development of the cars. By identifying similarities between models and using“ group construction kits” and digital technologies, Porsche intends to optimise and reduce its manufacturing processes. This standardisation allows the sharing of technical components across different models, reducing the complexity and the number of variants in the product portfolio.
This reduction in complexity is designed to drive profitability and resource efficiency, allowing for a more centralised and controlled approach to material sourcing and waste reduction.
Strategy 2035: high-margin circular growth Looking further ahead, Michael has introduced Strategy 2035, the framework for Porsche’ s long-term evolution.
102 May 2026