Bare

CMP may be bigger on the outside but some cars on it are very cramped on the inside. I just want to say that eMini could be by far better packaged platform. Platform which will allow very spacious interior in combination with relatively small footprint. Global platform? Interesting topic I must say. PSA had failed with CMP in Brazil. In my opinion eMini could be much better suited for Brazilian market. Ford of Europe is very well known as a car maker which usually makes cars which are good to drive. It seems that Puma is not exception. Puma may not be Alfa's competitor but it's certainly a car which is good to look at for driving dynamics. It may be or is already used by FCA engineering team for benchmarking. PSA is working on 48V mild hybrid transmission but technically it's not a DCT although PSA is calling it that way. Actually they are calling it e-DCT although it has a single clutch. 1.6 EP engines can not be fitted to CMP.

Someone told me that timing for PSA reskin is off unless they've started joint development much earlier than anyone knows. We are talking about production start in H2 2022. This is not about Alfa version but about all of three.

PSA CMP is a FWD only platform. It's a ICE or BEV platform, maybe MHEV. No PHEV for PSA CMP. The next generation called Smart CMP will debut in calendar 2025 or later. FCA 1.5 turbo GSE should be P2 MHEV engine. It should be used exclusively in this form. It will be mated to a Magna 7HDT300 hybrid transmission which has integrated electric motor. Functionality can be similar to HEV. You say that you work for BMW. BMW has ordered Magna 7HDT300 hybrid transmission for their FWD based line-up. So I believe that you can explain to us how it operates. Yes, CMP on a technical level is a very poor platform. So hat off to a PSA marketing team which made a lot of people believe it's a modern platform.

@lukka1982 Ford Puma you've said? 🤔 That's interesting. Ford Puma has very similar interior dimensions as Pug 2008 II. Second half of 2022 sounds like too soon for UConnect 5 and GSE implementation on PSA platform.

CMP so far has come in 4 different wheelbase lengths for PSA cars. 3 of them are used for nominal B segment cars while 4th is used on C segment C4. 2.54 m - 208, Corsa 2.56 m - Mokka, DS3 Crossback 2.61 m - 2008 2.67 m - C4 For me exterior dimensions are not important. It's important how much leg room car offers. Will it go against Mokka, T-Cross and Arona. Those cars are now so popular due to lacking leg room. Or will it go against 2008, Kamiq, Puma and Captur. Those cars can replace C segment hatchbacks with leg room My understanding is that eMini (Wide) could offer much more legroom for 4.10 meters of car length than CMP.

Here is not only talk about US but what brands like Jeep or/and Alfa Romeo represents. Without more evolved mechanic and with 1.2 Inline 3 with 130 HP as the top engine they will fail. I know only one premium car maker with B segment SUV. That's Audi with Q2. Just check Q2 engine list. Alfa always failed when they've tried to get after generalist market.

There is no official comment from FCA on this subject. Actually FCA declined to comment.

https://www.media.fcaemea.com/pl-pl/corporate-communications/press/fca-oglasza-nowe-strategiczne-inwestycje-w-fabryce-fca-poland-w-tychach

Just imagine fiasco with the most powerful version of Alfa Romeo SUV having a paltry 1.2 liter Inline 3 engine with 155 HP. Jokes about Alfa wouldn't stop.

PSA is producing EB engines in Tychy. I know a lot of people who would not buy Italian cars without Italian engines. Just sayin.

Fiat in Serbia? Who said it?

People forget that Carlos the 2nd is true successor and pupil of Carlos the 1st. He is the ultimate cost cutter. It's important to note that Carlos the 2nd had failed in both South America and Asia. His only success came in Europe. Part of success is a very low investment in factories. PSA factories in Europe looks ancient in comparison to FCA factories in Italy and the one in Serbia. But speaking about Alfa and even FCA platforms in general. Alfa never succeeded without top level mechanics. It will not be different with Carlos the 2nd. For FCA in general at least in Europe from what I know people will be unwilling to buy it with PSA engines. From what I see Carlos the 2nd could finally broke his teeth. I don't hide it. I want Luca de Meo as Stellantis CEO.

Why to use inferior platform? PSA CMP is exactly that, inferior to eMini.

I have 2 wishes for Tonale, 2 improvements in comparison to current version of Small Wide. Both are related to suspension. The first would be aluminium front suspension. On current Small Wide versions it should be made of steel. The second is rear suspension. Current Small Wide is using rear MacPherson. I would like to see rear multilink. It would help with habitability. Luggage compartment would grow. As you all know rear MacPherson eats a lot of space in vertical direction. All other is more or less fine on Small Wide. It has high torsional rigidity. Maybe slightly lower weight would help but I don't see it as disadvantage for Jeep Compass, at least not in comparison to Audi Q3 or BMW X1.

Giorgio

Then you know nothing about US market and their preferences.

We are talking about US where a lot of small Jeeps are bought in Trailhawk form. So yes, AWD is a must there. Offering it as eAWD would be prohibitively expensive. Even now Jeep doesn't have plans to offer Compass and Renegade PHEV in US. Don't think that something which works in Europe would work in US.

Good luck with selling Jeep without a mechanical AWD in US. From what I know even Peugeot didn't have plans to sell sedans in US. All plans were for crossovers and SUVs. For example under plans first car was 308 III in crossover version.

Macan 3?

About 500X or in general for Small Wide based FCA cars? It seems that for Small Wide based cars FCA is planning to use P2.5 MHEV tech from Getrag/Magna. Integral part of it is a new 1.5 turbo DOHC engine. This technology allows (much) more electric modes than BSG/P0 MHEV tech. It's much more close to HEV.

The powers of John Elkann: Can call special Shareholder meeting as long Exor is a stockholder of 10% or greater of Stellantis 'if 'the Chairman is an executive Director, he or she will be consulted and work together with the CEO on that basis on important strategic matters affecting Stellantis:'' • budget/long-term strategic planning; • mergers and acquisition transactions, including significant joint-ventures, investments and divestments; • strategic evolution of the brand portfolio and significant product investment; appointments, succession planning and compensation for key positions in the global executive committee; • institutional relationships, including relationships with key governmental stakeholders, particularly on matters of strategic significance; • significant public relations matters and major communication events/topics; • interaction with principal shareholders and key partners; and • providing leadership to the Stellantis Board and, in crisis circumstances, to the executive management on governance matters and ad hoc crisis management, in each case, without prejudice to the powers of the Stellantis Board. U.S. Prospectus (fcagroup.com) Merger of Peugeot S.A. with and into Fiat Chrysler Automobiles N.V. (incorporated in the Netherlands as a naamloze vennootschap) TO BE RENAMED Stellantis N.V https://www.fcagroup.com/en-US/investors/stock_info_and_shareholder_corner/shareholder_meetings/FiatDocuments/2021/Extraordinary_General_Meeting_January_2021/US_Prospectus.pdf

https://europe.autonews.com/automakers/tavares-keeping-psa-fca-merger-track-incredible-achievement PSA and FCA each operate with a very similar three-dimensional matrix: brand, function, region. What can we expect from Stellantis? ''A three-dimensional matrix is the basic organization of any global carmaker nowadays. It's all about interacting in a cross-functional way. In the first axis, we show the vision for each brand -- as well as consider each brand's strong history -- then build their future and destination with a clear positioning. Then, we have the functions, where we need to have very precise expertise regarding the best practices, the most efficient processes, the best techniques to be a benchmark in the worldwide industry -- in engineering, in sales and marketing, in manufacturing and supply chain, in any other function that you could imagine. Last but not least, we have the regional axis, which is the place where operationally you create the value. You create that by using the brand portfolio to cover the market and profit pools, and maximize the value that you create, both on product and on service, making sure that you make your customers happy while using the brand portfolio in a thoughtful way. Stellantis will have a 14-car-brand portfolio plus two mobility service brands and aftersales. So, we have a lot of things to do, a lot of things to imagine. That makes it very, very exciting.'' Volkswagen accounts for roughly a quarter of sales in Europe with just three volume brands. Stellantis, which year to date is at a combined 21 percent share, will have Citroen, Fiat, Opel/Vauxhall and Peugeot. Will you have too many brands in the volume sector? ''Stellantis will be very strong in Europe -- not exactly the size of the Volkswagen Group, but quite close. I have a huge amount of respect for Volkswagen because they are doing a fantastic job. They are taking many bold decisions and moving forward very strongly on electrification, which makes them a fantastic rival for us and a very good reference against whom we can compete. We understand that they will be ahead of us in Europe, but we will not be very far behind, and we will try to compete in the most efficient way, with a different approach to our business model, but also with a double-digit brand portfolio, as they have.'' Conversely, the one-time implementation cost for achieving the synergies has risen from 2.8 billion to 4 billion euros. Is this related to write-offs in revised FCA and PSA business plans ahead of the merger? ''Well, if that happens, you will see it in the financials of both companies, and of course, of Stellantis at one point. If something has to be done in that area, the CFOs will make it clear and transparent in the financials of the different entities. But, of course, the implementation costs are real. The magnitudes are something that we will be eager to optimize at any point in time, which is in the mindset of the people both on the FCA side and the PSA side. I think efficiency and effectiveness are something that I can feel on the two sides of the Stellantis family. I can feel that there is this great business sense that has been the result of the leadership from Mike Manley and, prior to Mike, from [the late former FCA CEO] Sergio Marchionne, and I think it has also been the DNA of PSA over the last few years. I feel the fact that people understand the economic impact of what they do, what they decide, what they spend, and I feel that there is eagerness to optimize the way we are spending our money and to make sure that we get more out of each buck for everything we do, and that is good. '' As CEO of Stellantis, where will you spend most of your time? After closing, the fair answer is hopefully not in a plane. But of course there would be some travel -- mostly to Turin, Amsterdam, Paris, Detroit, Sao Paulo, Russelsheim. All of this is part of a global company. Of course we would have significant digital interaction, that is for sure, but human interaction would also have a significant role to play. This is about management, about expressing some kind of direction and convincing people that what we are doing makes sense, inspiring people to go in one direction or the other direction, and that means human interaction. We have learned through two successive lockdowns in Europe that we can run a car company in a crisis mode using digital tools. As long as a sense of team spirit is created by having human interactions -- you can have dinner, you could have a drink, you can have arguments or discussions -- then digital communications tools are appropriate, and that is going to reduce the burden of travel, jet lag and time differences. With the very strong and highly profitable presence you will have with Stellantis in North America because of FCA, is there still a need to bring the Peugeot brand there? ''First, as long as we are competitors, which means up to the closing, my answer will be, yes, of course our plan is to bring Peugeot to North America. This being said, our [PSA] North American team in Atlanta that is preparing for the comeback of Peugeot in the U.S. market is bringing us many ideas in terms of logistics, in terms of maintenance, in terms of the distribution model, in terms of marketing communication, as we have no legacy. Whatever we decide in the Stellantis world, all of those ideas will improve the way we go to market and the way we run the business. I was working in the United States for a while [as head of Nissan North America], and I know how competitive the market is, and I am very humbled vis-à-vis the level of competitiveness it takes to grow a profitable presence there. This is exactly what FCA has been doing, so my hat is off to the FCA team for that''. The U.S. has been FCA's profit driver, focusing on pickup trucks and the Jeep brand. Is there room for this part of the organization to benefit from the success that you have brought to your businesses in Europe? ''The first answer to your statement, which is very true, is simple: If it's not broken, don't try to fix it. But we know that in our industry when you have the sense that everything is going well, it's exactly the moment where you need to challenge yourself and look for additional efficiencies and achieve a better performance. And the fact that we are bringing the two companies together may also be an opportunity to be challenged on the things that we could even do better, and this is true for the Americas as much as for Europe. PSA has been very successful in Europe, but that does not mean that we are doing everything very well. I think Mike [Manley] would say the same for North America''