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Audi CEO's Dieselgate arrest threatens fragile truce among VW stakeholders

FRANKFURT — The arrest and detention of Audi's chief executive forces Volkswagen Group's competing stakeholders to renegotiate the delicate balance of power that has helped keep Audi CEO Rupert Stadler in office. Volkswagen's directors are discussing how to run Audi, its most profitable division, following the arrest of the brand's long-time boss on Monday as part of Germany's investigations into the carmaker's emissions cheating scandal. The supervisory board of Audi, meanwhile, has suspended Stadler and appointed Dutchman Bram Schot as an interim replacement, a source familiar with the matter said on Tuesday. Schot joined the Volkswagen Group in 2011 after having worked as president and CEO of Mercedes-Benz Italia. He has been Audi's board member for sales and marketing since last September. The discussions risk reigniting tensions among VW's controlling Piech and Porsche families, its powerful labor representatives and its home region of Lower Saxony. VW has insisted the development of illegal software, also known as "defeat devices," installed in millions of cars was the work of low-level employees, and that no management board members were involved. U.S. prosecutors have challenged this by indicting VW's former chief executive Martin Winterkorn. Stadler's arrest raises further questions. Audi and VW said on Monday that Stadler was presumed innocent unless proved otherwise. Munich prosecutors detained Stadler to prevent him from obstructing a probe into Audi's emissions cheating, they said on Monday. Stadler is being investigated for suspected fraud and false advertising. Here are the main factors deciding the fate of Audi. Background: Audi's role in Dieselgate Volkswagen Group was plunged into crisis in 2015 after U.S. regulators found Europe's biggest carmaker had equipped cars with software to cheat emissions tests on diesel engines. The technique of using software to detect a pollution test procedure, and to increase the effectiveness of emissions filters to mask pollution levels only during tests, was first developed at Audi. "In designing the defeat device, VW engineers borrowed the original concept of the dual-mode, emissions cycle-beating software from Audi," VW said in its plea agreement with U.S. authorities in January 2017, in which the company agreed to pay a $4.3 billion fine to reach a settlement with U.S. regulators.

2014 Porsche Panamera S E-Hybrid is one mean green machine

The entire Porsche Panamera lineup gets a refresh for the 2014 model year, and new additions to the range include two long-wheelbase models and this E-Hybrid fuel-sipper that makes its debut here at the Shanghai Motor Show. And, well, we say "fuel-sipper lightly."
Porsche has packed its hybrid Panamera with 416 horsepower and 435 pound-feet of torque, and that certainly makes for one quick sedan-hatchback-thing. Hitting 60 miles per hour will reportedly take just 5.2 seconds, on its way to a top speed of 167 mph. And while Porsche hasn't revealed specific powertrain details, the company says that the S E-Hybrid "improves upon the concept offered by the previous Panamera S Hybrid with a more powerful electric motor," which leads us to believe that the supercharged 3.0-liter V6 engine at the heart of it all still remains intact.
Fuel economy numbers (or estimates) have not been released as of this writing, but we expect to have that information closer to the car's on-sale date later this year. As for the new battery system, Porsche says that when plugged into a 240-volt charging station, it can be fully charged in just two and a half hours. When topped off, the Panamera S E-Hybrid should have an electric driving range of around 20 miles at speeds up to 84 mph, though, obviously, not at the same time.

Preserving automotive history costs big bucks

$1.8 million is spent each year to maintain GM's fleet of 600 production and concept cars.
When at least two of the Detroit Three were on the verge of death a few years back, one of the tough questions that was asked of Ford, General Motors and Chrysler execs - outside of why execs were still taking private planes to meetings - was why each company maintained huge archives of old production and concept vehicles. GM, for example, had an 1,100-vehicle collection when talk of a federal bailout began.