Scelte strategiche gruppo Stellantis NV

[RS6plus]

Non so se postato in altre discussioni..

Sostanzialmente la fine dell'endotermico potrà essere anticipata perché sviluppare l'euro7 richiede investimenti ingenti non coperti dalle vendite/tempo restante a disposizione 

 

L’Europa ha fissato per il 2035 l’addio ai motori endotermici, ma, in realtà, la fine delle tecnologie tradizionali sarà accelerata dagli obblighi imposti anche dalle ormai imminenti normative Euro 7. Davide Mele, senior vice president Corporate Affairs Stellantis Italia, ha parlato del futuro dei motori al congresso nazionale della Uilm, l'Unione Italiana Lavoratori Metalmeccanici: “Abbracciamo la transizione, ma non dimentichiamo che c'è una legislazione Euro 7 che obbliga le aziende a investire in un motore endotermico che nel 2035 va a morire. Quindi, se guardiamo effettivamente ai ragionamenti che stiamo facendo, in realtà il 2027 sarà già un anno in cui il motore endotermico subierà un'accelerazione verso la sua fine”.

Strada tracciata. Dunque, non è solo il bando europeo a mettere a rischio le tecnologie tradizionali, ma anche le nuove normative attualmente al centro di discussioni tra i vari enti continentali e ancora non meglio definite nella loro forma finale. Da tempo, comunque, il settore automobilistico lancia l’allarme su nuovi regolamenti troppo stringenti che porteranno a una fine prematura per i motori endotermici. Anche per questo si chiede, come indicato dallo stesso Mele, una “revisione” delle attuali proposte normative. A ogni modo, come rimarcato più volte dall’amministratore delegato di Stellantis, Carlos Tavares, il gruppo ha deciso di adeguarsi ai diktat europei, stabilendo un percorso che porterà nel 2030 a offrire solo auto elettriche in Europa. A tal proposito, Mele ha ribadito: “Stellantis ha identificato un piano che abbraccia l'elettrico in maniera completa, vuole giocare da leader e anticipare il target del 2035 al 2030. Vuole giocare la sfida da vincitori, costruendo un'auto pulita, sicura, connessa e accessibile”. Non mancano comunque i rischi. “I costi di questa trasformazione tecnologica sono elevati, il 50% in più a parità di segmento, e per affrontare questa sfida vengono richiesti enormi investimenti", ha sottolineato il manager.  

 

 

Via quattroruote

https://www.google.com/amp/s/www.quattroruote.it/news/industria-finanza/2022/10/05/stellantis_la_fine_del_motore_endotermico_gia_nel_2027_.amp.html

[AleMcGir]

Stellantis firma un memorandum d'intesa non vincolante con GME per il futuro acquisto di solfato di cobalto e nichel per le batterie

 

• Stellantis rafforza la value chain per la produzione di batterie destinate ai veicoli elettrici supportando i target del piano strategico Dare Forward 2030
• Il memorandum d'intesa rappresenta il primo passo verso la potenziale partnership a lungo termine per il futuro acquisto dal NiWest Nickel-Cobalt Project di prodotti a base di solfato di cobalto e nichel per le batterie

 

10 ottobre 2022, AMSTERDAM – Stellantis N.V. e GME Resources Limited ("GME" o "l'azienda") (ASX: GME) hanno annunciato oggi la sottoscrizione di un memorandum d'intesa ("MOU") non vincolante per la futura vendita di ampie quantità di prodotti a base di solfato di cobalto e nichel per le batterie da NiWest Nickel-Cobalt Project, in Australia Occidentale ("NiWest").

NiWest è un progetto di sviluppo avanzato sul nichel-cobalto e produrrà circa 90.000 tpa (tonnellate annue) di solfato di cobalto e nichel per batterie, destinate al fiorente mercato dei veicoli elettrici. Ad oggi, più di 30 milioni di dollari australiani sono stati investiti in trivellazioni, test preliminari nel settore metallurgico e studi di sviluppo. Questo mese avrà inizio anche uno studio di fattibilità definitivo per NiWest. La località proposta per il centro di lavorazione NiWest si trova nel raggio di circa 30 chilometri dall'impianto Murrin Murrin, di proprietà della Glencore, il più grande sito in Australia per l'estrazione di nichel-cobalto.

"Stellantis lavora quotidianamente per offrire ai nostri clienti una libertà di movimento d'avanguardia, pulita, sicura, economicamente accessibile", ha affermato Maxime Picat, Chief Purchasing and Supply Chain Officer di Stellantis. "Assicurarsi nuove fonti di approvvigionamento delle materie prime e la fornitura di batterie rafforzerà la value chain di Stellantis per la produzione delle batterie destinate ai veicoli elettrici e, aspetto altrettanto importante, aiuterà l'azienda a raggiungere l'ambizioso obiettivo di decarbonizzazione".

Nell’ambito del piano strategico Dare Forward 2030, Stellantis ha annunciato l’obiettivo di raggiungere entro il 2030 il 100% del mix di vendite di autovetture elettriche a batteria (BEV) in Europa e il 50% di autovetture e veicoli leggeri BEV negli Stati Uniti. Stellantis sarà il punto di riferimento del settore nel contrasto al cambiamento climatico, con l’obiettivo di raggiungere le zero emissioni nette di carbonio entro il 2038, con una riduzione del 50% entro il 2030.

"Stellantis è un partner di altissimo livello e GME è onorata di aver sottoscritto questo memorandum d'intesa di quella che ci auguriamo possa essere una partnership a lungo termine", ha affermato Paul Kopejtka, Amministratore Delegato di GME. "Siamo molto soddisfatti dei progressi compiuti dalle nostre discussioni e auspichiamo di portare avanti altre trattative più dettagliate, parallelamente all'avvio dello studio di fattibilità definitivo per il NiWest Nickel-Cobalt Project. Un Accordo Definitivo con Stellantis sarebbe un passaggio fondamentale per portare avanti il NiWest Project fino ad arrivare alle operazioni commerciali".

All'inizio di quest'anno, Stellantis ha rafforzato la propria fornitura di idrossido di litio a basso contenuto di carbonio, sottoscrivendo accordi rispettivamente con Vulcan Energy e Controlled Thermal Resources per Europa e Nord America.

La chiusura del momorandum d'intesa non vincolante è soggetta alle consuete condizioni di chiusura, incluse le approvazioni normative.

 

https://www.media.stellantis.com/it-it/corporate-communications/press/stellantis-firma-un-memorandum-d-intesa-non-vincolante-con-gme-per-il-futuro-acquisto-di-solfato-di-cobalto-e-nichel-per-le-batterie

 

[4200blu]

Stellantis opens India software hub to support digital strategy

The facility will be the main development center for the STLA SmartCockpit technology platform that will focus on digitally integrating vehicles and drivers.

 

Stellantis has opened a software hub in Bengaluru, India, its second innovation center in the country, focusing on cockpit and driver assistance technologies.

The facility will be the main development center for one of the three technology platforms Stellantis will start deploying in 2024, the STLA SmartCockpit, focusing on digitally integrating vehicles and drivers, the automaker said in a statement.

It will house laboratories including a next-generation acoustic one, developing specific audio signatures as well as premium audio experiences for Stellantis vehicle owners.

Among its tasks, the hub, which will eventually employ around 500 people, will also help develop artificial intelligence (AI) and driver assistance (ADAS) technologies for autonomous driving, Stellantis said.

Bengaluru in the 1990s rapidly grew as India's answer to Silicon Valley, attracting millions of workers and the regional headquarters of some of the world's biggest IT companies. It now hosts more than 3,500 IT companies and some 79 "tech parks."

Stellantis is present in the Indian market with its Jeep and Citroen brands.

Software is increasingly crucial in modern vehicles and a growing source of revenue, with carmakers expanding research investments and hiring more executives with specific experience to offer clients more features driven by connectivity, data and e-commerce.

Stellantis aims to generate 20 billion euros ($19.4 billion) in additional annual revenues by 2030 from its software-driven strategy.

 

(ANE)

 

 

Modificato 12 Ottobre 2022 da 4200blu

[Kangoo]

On 9/30/2022 at 10:10 AM, The Krieg said:

Ho saputo che questo weekend Stellantis ha prenotato l'intero autodromo di Monza per un evento privato, qualcuno sa di cosa si tratta?

Prova Peugeot per Le Mans

[4200blu]

 

Vincent Cobee, the CEO of Citroen, says a series of crises that have rocked the automotive industry in recent years represent an opportunity for the 100-year-old French brand "to be extremely relevant again." With the Ami electric quadricycle and the new Oli concept, Citroen is seeking to offer a pathway to affordable, responsible and fun electric mobility. Cobee, who held international executive positions with the Renault Nissan Mitsubishi alliance before joining Citroen, spoke with Automotive News Europe News Editor Peter Sigal about the role he thinks the Stellantis brand can play in the future.

What was the thinking behind the Oli?

At Citroen, we want to be accessible, we want to support well-being, and we want to be audacious. When you do a concept, you are not only trying to make a statement, or place a flag, but you also want to show a way to get to the flag. We are in a place where freedom of mobility is important -- COVID was proof of that -- where economic tensions will increase and where the energy transition is a reality. We have only one planet and resources are constrained. So, we put that on the table and said, "Let's not solve every problem." With Oli, we are not intending to make an emphatic statement on aerodynamics or on future body types. We want to make a statement on affordable, responsible electric cars that exude freedom.

Why did you choose a utilitarian design rather than a sports car or a sleek pod?

Life is not made of gray pods that are moving anonymously in the city. And Citroen is not a sports car brand. (Citroen designer) Pierre Leclercq and I share one thing, which is the relationship between form and function. I'm a civil engineer by training, so to me form defines function and function defines form. We wanted the Oli to say "recycleable, affordable, attractive and efficient." So, that leads to form equals function. For example, the vertical windshield glass makes a statement: Great visibility, less material, less weight, very easy to manufacture. If it comes out in a polarizing way, that's fine.

The C3 small car, which continues to be powered by an internal-combustion engine and is on an older platform, remains Citroen’s best-seller. What will the replacement look like?

The C3 is an attractive, modern, functional, affordable car. We recently looked at how much a car costs versus people’s spending capability. The average car in France is 17 months’ worth of minimum salary. For the C3, that has decreased to 9.5 months from 11.5 months in the last five years. Why? Because of efficiency of production, and it has become more affordable over its life cycle. So, that is the role of the C3 -- we participate in accessible mobility.

When will it be replaced?

We have freedom from the rest of Stellantis' brands in terms of platform and timing of the replacement. That is because we want to take the time to find a solution for an affordable electric car. We will replace the C3, not next year, but very soon.

Could the New C3 small car, which was partly engineered, launched and produced in India, be a potential replacement? 

We are embarking on the Smart Car project to address the heart of the market in fast-growing markets: India, Asia-Pacific, North Africa and South America. That project focuses on Citroen brand values, local relevance as well as attractiveness and affordability in those markets. The average transaction price in India is less than 10,000 euros. The program was a challenge, but it also widened our book of capabilities. Those cars can't be homologated as they are in Europe because of specifications but also customer expectations. But they provide us with a library of knowledge, of cost base, of suppliers for us to build our entry offer in Europe. We look at the Smart Car project as we have broadened our skills, and those skills will be used to fight a different battle. 

What are your market share and volume goals in India?

I have been involved in India for quite some time, with Nissan, Datsun, Mitsubishi and now Citroen. You need to develop and source locally. It is a very diverse and volatile market, so the name of the game is to minimize your original capital expenditures. We have used an existing powertrain plant, we are using an existing vehicle plant, we are using local partners, we are using an evolution of an existing platform. We also have a very structured and progressive sales network development approach. The whole infrastructure -- plants, distribution, sales and maintenance -- will grow in proportion to volume and not ahead of volume, again to avoid an imbalance with capex. We will launch three models, one each year, based on the Smart Car project. Gaining market share in India is a very complex game, and we will play it the best we can. But we are not going to set an objective and take the risk of collapsing the business model to reach it.

Citroen has aspirations to become more international. Which markets have the most potential?

Seventy-eight percent of our sales are in Europe -- that’s down from 85 percent. Regarding potential, you have quantitative and you have qualitative. For quantitative, you have Brazil, Argentina, India, Turkey, then Egypt and Morocco. For qualitative: Japan, which is probably our best brand execution in the world. I know Japan quite well as a market, and it’s very interesting to see what Citroen has achieved there. China has potential in both areas. We have doubled sales in China this year, in very different conditions from the rest of the world. China will probably enter the top 10 again for us in volumes. 

Why not seek to be just a regional champion in Europe?

For two reasons: One is regional volatility. Europe has been affected by COVID-19 and the chip shortage the most. So, expanding is a hedge against the European market’s trend downward. It's not unreasonable to expect that the European market will go down by 30, 40 percent in the next 10 years. Expansion is a way to protect the brand's volume and our employees. Also, trying to be competitive in more than one region provides valuable lessons. India is a great place to learn how to improve competitiveness. Latin America is a great place to learn how to improve branding. Africa will provide a great opportunity to find ways to improve the durability of our vehicles, while China is a great place to learn how to improve technology, especially consumer electronics solutions. I'll give you an example: Whenever we talk about innovating in the HMI (human-machine interface), I always say, "Why do you limit your benchmark to Europe? China is the benchmark."

Have we reached a high point in terms of sales in Europe? And if so, how are you planning for reduced volumes?

As a company, we need to have a very lucid view of the potential risks in the market. So, let’s say, 10 years from now, total volume in Europe will be from 10 to 16 million. You need to have a 10-million scenario, and you need to have a 16-million scenario. Either way, it will be 90 percent electric. This has an impact on the way you look at industrial investments, this has an impact on where are you going to manufacture the non-electric propulsion systems and vehicles, and the answer is: Probably not so many in Europe. As a brand the subject is a bit different. Today, we make cars, we sell them and we maintain them as long as the customer is good enough to come back and visit our showrooms. It's a bit of a “fire and forget” attitude. We basically let others catch a large part of the value of the business. This is raising an number of issues in terms of our own business sustainability. Are we a product company, or a service company? Maybe in the future we will lease the same car three times, then recycle it ourselves.

Many think Europe is heading into recession. How do you plan for such a scenario?

I have an order bank of more than five months of sales. I have massive issues in terms of deliveries because of COVID, chips and logistics. I have some customers who are are getting their cars delivered one month, two months, three months later than promised, even if the average delivery time promised today is five or six months. But even though it’s chaotic, you could say it's a bit of a dreamland for carmakers. We have been fighting each other for years, and now there's a situation where there is more demand than supply. But nine to 12 months from now you could imagine we will be in recession, at which point the private sales channels are going to collapse and B2B channels are going to be more price- and sustainability-sensitive, which will raise a massive question about how will we finance the shift toward electrification. We are riding a wave, but there are rocks where the wave will break. To be clear, I don't have the answers. If someone says to me, "I would like to invest 50 billion euros to increase capacity and deliver the pipeline of orders," would you push that button? Probably not. So you are going to frustrate customers for a number of months, because it makes no sense to invest on a 10-year basis for a situation that will probably last nine months.

In the past Citroen has had very ambitious sales targets that weren't met. How do you define success for Citroen? 

In the short term, we are looking at European market share and profitability. We have an established home base and we need to hold the fort, under massive pressure from market size evolution, regulatory changes, price inflation and cutthroat competition. In the midterm, I want to rebalance Europe vs. non-Europe sales, so moving from 85-15 percent to 67-33 percent, and I want to protect affordability while supporting the transition to electrification. Long term, I want us to be relevant for society. The Oli concept is a large part of what we want to be. We want to an exhilarating, motivating, electric, sustainable, responsible, innovating, surprising brand. This isn't anything new. I could have said the same thing 80 years ago. Then the 2CV came out, the Traction Avant came out, the DS came out, the Mehari came out. We want to be in sync with society in the same way.

This year you have discontinued combustion-engine versions of the Berlingo passenger van in favor of electric-only, as have Peugeot and Opel. Was it disappointing to lose that volume from a very popular model?

When you see that there is a trend of moving toward electrification, at some point you need to decide on when you can and should do it. When we made that decision we had nine months' worth of orders for those vehicles, and we know that 12 to 18 months down the road those vehicles will become a complex subject in terms of CO2 because of their weight and aerodynamics. So, at some point it's better be ahead of the game than behind it. There were some frustrations from customers, but the penetration of the EV Berlingo is higher than we could have predicted. Let's be honest, we don't have enough chips to make every car. So, if there had to be a time when we could do it, maybe that was the proper time.

What have you learned from the Ami quadricycle? 

We have transferred some of the ideas from the Ami to the Oli concept -- symmetrical doors and front and rear bumpers, a simple interior, the potential to accessorize. But more broadly the Ami brought the realization that there are some spaces in urban mobility that were not being addressed. Second, it gave us courage to do different things, but always with consistency and identity. Third, it shows us a path to a new business model.

Zero-emission urban mobility has yet to be solved. Electric scooters and bikes can be chaotic, and dangerous. And then you have increasing restrictions on cars entering cities. If you push that too far, the only people who will be able to get in are those who can afford an EV or a plug-in hybrid. The Ami comes from this intention to say that proper urban mobility should be affordable. Then there was the decision to display the Ami in FNAC and Darty (electronics and appliance stores), which generated disagreements. But in the end we sold half of them online, purely website based. We really learned a new way of marketing to a new audience. Social networks are fundamental for online sales; while our dealer network remains necessary for discovery, delivery and service.

Will there ever be a really significant market for this kind of transportation? 

For me, we have limited the Ami to very specific usage: 45 kph, two seats. One question we haven't yet answered is: Is there a space between the Ami and an A-segment car (minicar)? Is there a four-seat, bigger interpretation? The regulation is extremely tricky, especially in terms of drivers’ licenses. If you assume the average B-segment (small) electric car costs about 32,000 euros, and the Ami costs 7,000 euros, there is a massive gap.

Is there anything you would like to add?

Every crisis is an opportunity. For the last three years there has been a succession of crises: COVID, the chip shortage, the shift to electrification, inflation. Society is expecting answers to questions about ecology, the economy and responsibility -- but we also have dreams, happiness, joy, excitement. Many of our competitors are still talking about size, features, weight, speed, equipment, but we believe we should talk about recycled materials, family happiness, innovation, lightweight and so on. That gives us a chance to be relevant. Maybe not for everyone, but that's OK. I'm OK to be loved by 20 percent.

 

(ANE)

 

 

[STEVEC]

https://www.media.stellantis.com/fr-fr/corporate-communications/press/stellantis-premier-constructeur-francais-annonce-3-nouveaux-modeles-electriques-de-la-marque-peugeot-a-mulhouse?adobe_mc_ref=

The production of the e-308 and e-308 SW will start in 2023 at the Mulhouse plant. In the same plant, the e-408 production will start in 2024.

The next-gen e-3008 and e-5008 will be made in Sochaux from 2024 based on the STLA Medium platform.

An all-new electric Citroen UV will be made in Rennes from 2023/2024

Modificato 17 Ottobre 2022 da STEVEC

[Marco1975]

Amen, sante parole 

[STEVEC]

18 ore fa, STEVEC scrive:

https://www.media.stellantis.com/fr-fr/corporate-communications/press/stellantis-premier-constructeur-francais-annonce-3-nouveaux-modeles-electriques-de-la-marque-peugeot-a-mulhouse?adobe_mc_ref=

The production of the e-308 and e-308 SW will start in 2023 at the Mulhouse plant. In the same plant, the e-408 production will start in 2024.

The next-gen e-3008 and e-5008 will be made in Sochaux from 2024 based on the STLA Medium platform.

An all-new electric Citroen UV will be made in Rennes from 2023/2024

We shouldn't be shocked if the Citroen UV is launched as early as next year. Stellantis has announced that Citroen will launch 2 all-electric passenger cars next year. One of them is the C4X, but what is the other one? The next-gen C3? No, the CEO said in an interview for the ANE a few days ago that this will come in 2024.

Also, pay attention to the fact that in the press kit, although it is mentioned that the e-3008 and e-5008 platform will be the STLA Medium, there's no mention on the Citroen UV platform. Perhaps because it will be the CMP-II.

Finally, it is not mentioned that it will be the next-gen C5 Aircross, so I think it'll be sth else. There are rumors for a new C4 Aircross/Cactus, as the next-gen C5 Aircross will exceed the 4,6m

Modificato 18 Ottobre 2022 da STEVEC

[nucarote]

Alcuni messaggi sono stati spostati in questa discussione.

 

[DOssi]

Intervista a Jean-Pierre Ploué: Lancia, Fiat, l'Italia e le donne nel design

 

 

https://lignesauto.fr/?p=26695

 

 

Jean-Pierre Ploué è il garante della differenziazione e del rispetto del DNA e dell'identità di ciascuno dei marchi europei del gruppo Stellantis.

Al marchio DS si affiancano Alfa Romeo e Lancia nella divisione Premium del gruppo Stellantis. Annunciato ufficialmente il piano prodotti Lancia con la futura Ypsilon nel 2024, un'ammiraglia (Aurelia?) nel 2026 in occasione del 120° anniversario del marchio, e una nuova Delta 100% elettrica nel 2028. L'ammiraglia è annunciata a 4,60 m, e sarà quindi essere più corto di una Peugeot 408 nel segmento “C”, sorprendentemente? “Stiamo cercando di costruire marchi differenziati e rivolti a clienti e mercati molto diversi. Ma bisognerebbe chiedere a Luca Napolitano, il brand boss, di sviluppare il tema delle silhouettes. Quello che posso dire è che nel gruppo Premium di Stellantis i marchi hanno vocazioni e piani di prodotto molto diversi. Altrimenti non avrebbe senso".

 

 

 

La Fiat ha molte icone. L'originalissima Fiat Ritmo sarà scelta per ispirare la futura berlina compatta del marchio?

E tra questi progetti per Fiati, ha rivelato Jean-Pierre Ploué, ci sarà infatti un discendente dell'iconica Panda del 1980 (sotto). “Stiamo preparando una nuova incredibile Panda. In Europa questo modello ha ancora una buona immagine, ma in altri paesi non ha quel valore affettivo. Tuttavia, poiché il suo design sarà iconico, interesserà anche questi altri paesi. Ogni prodotto del gruppo, infatti, dovrà essere iconico.