Listening to Henning L. during this trial, one gets the impression that the Diesel scandal at Audi has “crept up” on them. The expert in exhaust after-treatment, who has been with Audi in Neckarsulm since the late 1990s, frequently refers to “gradual processes.” L. describes the journey towards the implementation of illegal defeat devices in Audi’s diesel engines as being just that—gradual and quiet.
Specifically, he recalls the years 2008 and 2009 when the diesel developers at Audi were grappling with an issue related to the SCR (Selective Catalytic Reduction) catalytic converters. These converters are designed to clean exhaust emissions using a urea solution known as “AdBlue,” significantly reducing nitrogen oxide emissions. The AdBlue solution is fed from a separate tank into the exhaust cleaning system, but a crucial problem quickly became apparent.
“We were not clean” in the department
To achieve the desired cleanliness, a specific volume of AdBlue is necessary, which requires a sizable tank for the urea solution. This created a dilemma for the automotive engineers. L.’s department decided to cap the AdBlue output through programming modifications to the engine control software. By shifting from “online” to “storage” operation, they effectively reduced AdBlue consumption. This function would be deemed illegal by authorities years later. “It was clear in the department that we were not clean,” L. reflects.
Illegal defeat devices – Silence as consent
Judge Andreas Bayer inquires further about how this decision communicated to higher-ups. L. recounts sending emails to superiors detailing the problems and proposed “solutions.” However, there was no feedback; if there was any, it was non-committal. He interpreted this silence as tacit approval. Eventually, L. reached a point where he distanced himself from the situation, noting, “The train had left the station and could not be stopped.”
“Bosses want solutions, not problems,” L. notes, adding a smirk, “intelligent solutions.” He recently thought about this phrase again upon hearing remarks from VW CEO Oliver Blume about finding “intelligent solutions” during the company’s current crisis.
“Goosebumps” – A corporate culture under ex-CEO Winterkorn
L. provides an unfiltered account of the corporate culture prevalent during the tenure of former Audi and VW CEO Martin Winterkorn. Before launching new models, existing problems would be debated in executive meetings known as the “damage table,” typically held early in the morning at 7:00 AM. L. experienced these meetings as “inquisitions” and “execution spectacles.” One particular incident stood out to him—an employee he referred to as a “repeat offender” reported a recurring problem with a remote control in a successor model. “He was really taken to task. Winterkorn raged about it. I still get goosebumps thinking about it,” L. recalls. Discussing solutions like defeat devices in such a setting took a considerable amount of courage.
Four defendants and a long trial ahead
The second trial at the Munich District Court regarding the diesel scandal at Audi involves four former corporate managers, including ex-development board members Ulrich Hackenberg and Stefan Knirsch. The proceedings began in February, and an end is yet to be seen. In the first Audi trial, the same court sentenced former CEO Rupert Stadler to a suspended sentence and a monetary fine, a verdict that is now final.
For Henning L., the legal aftermath of the diesel scandal is also concluded. The court has dismissed his case with a financial penalty. Due to health issues, Martin Winterkorn is currently not facing court proceedings; the Braunschweig District Court has temporarily halted his case.
