Xavier Chardon unveils Citroën's strategy and european expectations

This is a highly anticipated statement coming at a pivotal moment for the French automotive industry. Xavier Chardon, at the head of Citroën since last June, gave an extensive interview this weekend to the Journal du Dimanche (JDD). It was an opportunity for the CEO to provide a lucid assessment of the situation, present the commercial recovery strategy for the brand, and, above all, express clear expectations regarding the upcoming European Commission announcements scheduled for December. Between lucidity about the recent past and measured optimism for the future, here is an analysis of the key announcements that will shape Citroën's path in the coming months.

An "underrated" brand that must rebuild trust

Returning to the helm of Citroën more than ten years after leaving for the Volkswagen Group, Xavier Chardon looks at the house he first knew in 1994 with fresh yet experienced eyes. His observation is definitive: the universe has "changed enormously." While Citroën remains a strong, century-old brand capable of rising from the ashes of every crisis, its CEO believes today that it is "underrated." According to him, the Brand possesses undeniable assets but suffers from a lack of connection with its key stakeholders.

The priority objective is therefore to "reconnect with clients, the network, and the press." This desire for transparency and proximity was recently illustrated during the management of the Takata airbags and PureTech engine crisis. Xavier Chardon insists on the company's mobilization: "We did what was needed," he recalls, noting that 90% of the affected vehicles in France have already been recalled. This crisis management, characterized by the provision of 40,000 courtesy cars, marks the first step of this reconnection: proving to customers that the Brand is by their side to regain their trust. For Xavier Chardon, it is imperative to innovate not only in products but also in customer relations to make the Citroën badge shine once again.

A return to fundamentals: comfort, space, and useful intelligence

This strategic reconnection relies primarily on a major product offensive. The range has evolved considerably in recent months with the launch of the new C3, the C3 Aircross, the restyled C4, and the revelation of the future C5 Aircross. For Xavier Chardon, Citroën's identity is clear and historic: the brand has always been "creative, useful, and accessible." He readily cites the 2CV as an example, a car designed for daily life and accessible to all, to illustrate the current philosophy.

The recipe applied by the new management is simple: offer "more for less." Concretely, this translates to more space, comfort, and volume, but by eliminating superfluous technology that increases the bill without adding real usage value. "We will never be champions of 0 to 100 km/h," he admits pragmatically. The focus is on the well-being of all vehicle occupants, not just the driver.

This approach materializes in what Xavier Chardon calls "useful intelligence." Listening to customers exasperated by intrusive driving aids, Citroën has integrated a button allowing users to deactivate everything with a single gesture on the new C5 Aircross. It is this simplicity of use, coupled with a warranty extended up to ten years, that must redefine "luxury" according to Citroën: a well-thought-out necessity product, rather than a technological overflow. The future C5 Aircross, a finalist for Car of the Year, embodies this ambition with an electric range of 680 kilometers, while leaving the choice of powertrains (thermal, hybrid, or electric) to adapt to the real needs of users.

Electrification and european stakes: the december 10th appointment

On the electrification front, Citroën is moving forward with convincing results. Today, one in four passenger vehicles sold by the brand in Europe is electrified. The ë-C3 is already positioning itself as the second best-seller in its segment, and an "Urban Range" version at €14,990 (after incentives) will soon reinforce this offer. Xavier Chardon points out that thanks to the bonus, the electric C3 becomes cheaper than its thermal version, a feat that perfectly meets the average usage of French drivers (34 km per day).

However, the political and economic context remains a major subject of concern. Xavier Chardon expects a lot from December 10th, the day the European Commission will rule on a possible softening of the 2035 deadline for the end of thermal vehicles. The CEO pleads in particular for a revision of the rules concerning light commercial vehicles (LCVs), essential for decarbonization but whose cost must not explode under the weight of standards. "We cannot impose standards that drive up prices," he warns, recalling that Europe is the only global region that has not returned to its pre-Covid volumes.

He makes a severe assessment of the market's evolution: "We transformed a necessity product into a luxury product." Facing Chinese competition that benefits from Beijing's support and a technological lead, Xavier Chardon calls for fair rules of the game and increased visibility for the European industry. He compares the automotive industry to a "tanker" and not a "speed-boat": anticipation is vital. While competition is deemed healthy and stimulating, it nevertheless requires that European manufacturers be able to fight on equal terms, notably by relocating battery production to the Old Continent.

With this statement, Xavier Chardon aligns himself with the continuity of the brand's history while imposing his own pragmatic vision. Without ever citing the competition, he defines Citroën as the rational answer to automotive inflation: a brand that offers more for a controlled price. While awaiting crucial decisions from Brussels, Citroën seems to have sharpened its weapons: an electrified but flexible range, technology at the service of humans, and a fierce will to become the popular and essential brand it has always been.