Volkswagen executives get prison time in 'Dieselgate' scandal
Punishments were handed out for Volkswagen (VWAGY) executives involved in the emissions-cheating scandal that rocked the auto industry a decade ago. Two former executives, Jens Hadler and Hanno Jelden, are heading to prison, while two others received suspended sentences.
The case slowly ground through the European legal system, finally culminating on Monday with a panel of judges in Braunschweig, Germany, a city near Volkswagen's headquarters. It took four hours to read the sentences for the guilty.
Presiding Judge Christian Schütz said the group of defendants acted as a 'gang' and described their actions as 'particularly serious' fraud.
Volkswagen has admitted that some of its engineers installed software in diesel-powered vehicles that caused the cars to recognize when they were being tested for emissions and adjust their emissions to meet the standards.
A criminal court filing in the U.S. District Court of Eastern Michigan in 2017 accused six Volkswagen executives of various crimes, including conspiracy.
'Purpose of the conspiracy was for to 'unlawfully enrich VW and themselves by, among other things, A) deceiving U.S. regulators in order to obtain necessary Certificates to sell diesel vehicles n the United States, B) selling VW vehicles to U.S. customers knowing that those vehicles were intentionally designed to detect, evade, and defeat U.S. emissions standards.'
The criminal complaint says the conspiracy began at least as early as May 2006 and continued through 2015.
Because the VW executives are based overseas and have not been extradited to the United States, the criminal proceedings have been on hold. The legal action, instead, has been in Europe where over 30 Volkswagon employees have been caught up in what has been dubbed the 'Dieselgate' scandal
In 2015, when the scandal first began to unravel, the U.S. Environmental Protection Agency said that nearly 500,000 Volkswagen cars sold in the country between 2009 and 2015 had 'defeat device' software installed, which is designed to detect when a car is being tested for emissions and lower them accordingly. Meanwhile, out on the road, these cars released up to 40 times more pollution than allowed by the rules.
Shareholders largely shrugged off the court action. Shares were trading 2% higher at opening today.
—Jason Karaian contributed to this article.
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Noa Khamallah, general partner at Don't Quit Ventures, pointed out that there's "no need for 996" and that these values are often at odds with both the European mindset and regulation. "Europe's most successful companies — from Spotify to SAP to ASML — didn't achieve dominance through overwork but through sustainable innovation cultures," Khamallah said. He offered the examples of Silicon Valley's Uber and Meta, both companies that expanded into Europe and faced massive regulatory pushback. "These examples reveal how Silicon Valley's 'move fast and break things' ethos often breaks against European values around worker rights, privacy, and sustainable business practices," Khamallah said. An always-on culture decreases retention and creates a revolving door of talent, Sarah Wernér, co-founder of Husmus, told CNBC. "Overwork today is a productivity crisis tomorrow," Wernér said. "Personally, I hope my competitors are doing 996. It makes poaching great people a lot easier when they decide they've had enough." Dama Sathianathan, a senior partner at Bethnal Green Ventures said it's unhelpful to "prescribe" working hours, especially if it means putting workers' wellbeing at risk. "Optimizing labor doesn't always lead to better productivity, or help with differentiating from other companies long-term, if you've made work devoid of meaning," Sathianathan explained. Meanwhile, the youngest generation at work are less likely to put up with overworking and tend to prioritize work-life balance. Jas Schembri-Stothart, founder of Luna, a health and wellness app for teen girls, said 996 will drive young talent away from European startups. "People may tolerate overwork for a while, but eventually it leads to churn and even resentment, especially with Gen Z and younger millennials, there's much less tolerance for toxic hustle cultures," Schembri-Stothart said. Founders insist that instead of increasing working hours, startups need more funding and resources to position themselves as key players in the global startup scene. "What Europe really needs isn't more hustle-porn it's more aggressive funding," Wernér said. "With the right level of capital, our startups can hire enough talent to work intensely without breaking themselves. If a team of 10 is burning out to keep up with a 50-person U.S. VC or Chinese government-backed startup, the problem isn't their stamina, it's their cap table." In fact, since 2015 Europe's tech startups have missed out on nearly $375 billion in growth-stage funding, with founders losing out on a potential $300 billion in European investments, according to Atomico's State of European Tech report published in 2024. Additionally, one in two companies raising funding turn to the U.S. for capital rather than Europe. "What European startups really need is access to the right resources — funding, talent, and support — to grow, innovate quickly, and scale effectively," Schembri-Stothart said. "The venture landscape in the U.S. is a different ballgame altogether, and it's tough to compete with that without a stronger ecosystem here. Founders acknowledged that the startup life requires intense hustle and grind, but it's a more nuanced picture than just adopting 996. Timothy Armoo, co-founder and former CEO of Fanbytes, an influencer marketing firm that he sold for eight figures in 2022, told CNBC that he's a "huge supporter" of this new 996 push, but admitted that timing is key. "I think there are seasons but I also think that if you are a first-time founder or if your primary goal is basically wealth creation, I'll be very candid, if this is your season, and you're stepping back, then you're not serious about it," he said. Armoo said there are no excuses because AI allows entrepreneurs to be maximally efficient as it can reduce certain time-consuming manual tasks. Meanwhile, Bloom Money's Mohanty, said that when she's not sleeping, she's working. "I think early stage teams tend to almost unknowingly or without actually saying it, work the 996 life, because when you are early stage, you just have to hustle harder with less, and especially if you're the founder, you're always on and always working, and it can be very, very difficult to turn off." Schembri-Stothart draws the line at exploiting her team to produce more work. "It's my choice to work at the weekend, but I'd never expect that on my team, it's definitely not glorified to push your teams to breaking point. Silicon Valley tech exec Dion McKenzie warned that expectations of a 996 culture could make VC funding even more out of reach for early-stage startups. "My fear is that as these new norms and trends become the status quo and benchmarks for getting funded, it excludes so many brilliant founders that value their mental health and/or can't commit to a 996 due to caregiving responsibilities or being a parent," Mckenzie said.