German car production forecast slashed as supply-chain woes persist

Germany’s car industry on Monday slashed its forecast for production growth this year, indicating that the recovery from the coronavirus pandemic will be bumpy as manufacturers battle supply-chain disruptions.

in Reuters, 05-07-2021


The Association of German Automobile Manufacturers (VDA) cut its forecast for production growth to 3% from 13% previously, saying that production in recent months had been “significantly below expectations”.

It now expects 3.6 million cars to be made in Germany this year, down by 400,000 units from its last forecast, the VDA said in its mid-year market update.

The German car industry – featuring powerful brands like Volkswagen, Daimler and BMW – accounts for an estimated 5% of the economic output and more than 800,000 jobs, making it a bellwether for Europe’s largest economy.

Manufacturers idled production early in the pandemic in anticipation of a go-slow by car buyers, and have been caught short by a snapback in demand as economies have reopened this year.

German car production, at 1.73 million units, was up 16% in year-on-year terms in the first half of 2021. But, in an indication of the difficulties, output was down 19% in the month of June, the VDA figures showed.

New car registrations rose in Germany in the first half of the year by 15% to 1.39 million units.

 

A production line of German car manufacturer Audi, amid the spread of the coronavirus disease (COVID-19)
in Ingolstadt, Germany, June 3, 2020. REUTERS/Andreas Gebert/File Photo

Daimler Truck, the TRATON GROUP and Volvo Group plan to pioneer a European high-performance charging network for heavy-duty trucks

The three leading commercial vehicle manufacturers Daimler Truck, the TRATON GROUP and Volvo Group have signed a non-binding agreement to install and operate a high-performance public charging network for battery electric heavy-duty long-haul trucks and coaches across Europe. The joint aim is to initiate and accelerate the build-up of charging infrastructure to enhance customer confidence and to support EU’s transformation to climate-neutral transportation.

in Daimler Truck, 05-07-2021


The agreement lays the foundation of a future joint venture (JV) – equally owned by the three parties, planning to start operations in 2022. The parties intend to invest together 500 million Euros to install and operate at least 1,700 high-performance green energy charging points close to highways as well as at logistic and destination points, within five years from the establishment of the JV. The number of charging points is with time intended to be increased significantly by seeking additional partners as well as public funding. The future JV is planned to operate under its own corporate identity and be based in Amsterdam, Netherlands. The future JV will be able to build on the broad experience and knowledge of its founding partners in heavy-duty trucking.

The future JV will act as catalyst and enabler for realizing the European Union’s Green Deal for a carbon-neutral freight transportation by 2050 – both by providing the necessary infrastructure and targeting for green energy at the charging points. The joint action of Volvo Group, Daimler Truck and the TRATON GROUP addresses the urgent need for a high-performance charging network to support truck operators with their transition to CO2-neutral transport solutions, especially in heavy-duty long-distance trucking. High-performance charging infrastructure enabling long-haul trucking is a cost-efficient way towards significant, fast-to-realize emission reductions.

Martin Daum, CEO Daimler Truck: “It is the joint aim of Europe’s truck manufacturers to achieve climate neutrality by 2050. However, it is vital that building up the right infrastructure goes hand in hand with putting CO2-neutral trucks on the road. Together with the TRATON GROUP and Volvo Group, we are therefore very excited to take this pioneering step to establish a high-performance charging network across Europe.”

Matthias Gründler, CEO TRATON GROUP: “For the TRATON GROUP, it is clear that the future of transport is electric. This requires the rapid development of publicly accessible charging points, especially for long-distance heavy-duty transport. We are now moving forward together with our partners Daimler Truck and Volvo Group to make this high-performance network a reality as quickly as possible. We now make the first step to accelerate the transition towards sustainable, fossil free transport. The second step should be a strong engagement of the EU for the full scale-up of a charging network across Europe.”

Martin Lundstedt, President and CEO Volvo Group: “We are laying the necessary foundation in making a break-through for our customers to make the transformation to electrification by creating a European charging network leader. We have powerful electromobility technologies, and now, with Daimler Truck, the TRATON GROUP and thanks to the European Green Deal, also an industry-wide understanding as well as a political environment to make fundamental progress towards sustainable transport and infrastructure solutions.”

A recent industry report* is calling for up to 15,000 high-performance public and destination charging points no later than 2025, and up to 50,000 high-performance charging points no later than 2030. Therefore, the kick-start of the partners is a call for action to all other industry players, as well as governments and regulators, to work together for a rapid expansion of the necessary charging network to be able to contribute to reaching the climate targets. As a clear signal towards all stakeholders, the charging network of the three parties will be open and accessible to all commercial vehicles in Europe, regardless of brand.

Customer centric approach taking different applications into consideration

By focusing on customers’ needs, different applications will be taken into consideration. Battery electric vehicle fleet operators will be able to leverage both fast charging tailored to the 45-minute mandatory rest period in Europe focusing on long-distance transport – the highest priority of the future JV – and also charge overnight.

Partners in the joint venture, but competitors in all other areas

Volvo Group, Daimler Truck and the TRATON GROUP will own equal shares in the planned JV, but continue to be competitors in all other areas. The creation of the JV is subject to regulatory and other approvals. The signing of a JV agreement can be expected by the end of 2021.

* Published in May 2021 by ACEA, the European Automobile Manufacturers Association (Association des Constructeurs Européens d’Automobiles) the organization of all major truck manufacturers in Europe, also backed by Volvo Group, Daimler Truck and TRATON GROUP.

 

ESPAÑA | El Gobierno destinará 3.000 millones para el Perte del vehículo eléctrico

El proyecto tractor, que se aprobará, previsiblemente, en Consejo de Ministros a mediados de julio, contará con cerca de 1.500 millones de euros en ayudas a fondo perdido para empresas y otros 1.500 millones en préstamos. Estas cuantías representan un 65% del presupuesto que el Ejecutivo va a reservar para el desarrollo de “dos o tres Perte”.

in La Tribuna de Automoción, por Ignacio Anasagasti, Pablo M. Ballesteros, 05-07-2021


El Gobierno va a destinar para el desarrollo del Proyecto Estratégico para la Recuperación y Transformación Económica (Perte) del Vehículo Eléctrico y Conectado alrededor de 3.000 millones de euros en los próximos tres años, según han informado a La Tribuna de Automoción fuentes del sector.

De esa dotación, entre 1.400 y 1.500 millones corresponderán a ayudas a fondo perdido, mientras que otros cerca de 1.500 millones se movilizarán en forma de préstamos. Ambas partidas se pondrán a disposición de las compañías a través de un programa de incentivos específico para esta iniciativa industrial vinculada a la automoción, que, tras la aprobación de unas bases y una convocatoria, estará vigente, previsiblemente, “entre octubre y noviembre”, con un enfoque “probablemente plurianual”, es decir, los pagos se irán liberando a los beneficiarios en el periodo 2021-2023.

La reserva de este presupuesto muestra la fuerte apuesta que va hacer el Ejecutivo por el Perte del Vehículo Eléctrico, toda vez que representará en torno a un 65% de las subvenciones y la financiación que va a desplegar para la puesta en marcha de este tipo de proyectos integrales –en este caso se creará una cadena de valor completa del coche cero emisiones en España–, que sumarán en cada caso 2.300 millones.

Según las mismas fuentes, los planes gubernamentales consisten en impulsar, aprovechando los fondos europeos de recuperación recibidos a raíz de la Covid-19, “dos o tres” marcos de actuación sectoriales. En este sentido, aparte del protagonizado por el automóvil, podría activarse otro para el hidrógeno y otro para la industria agroalimentaria, que, como pronto, verían la luz a finales de año.

Retraso en el Perte del Vehículo Eléctrico

El primer paso para que comience a andar el proyecto tractor del coche cero emisiones, que supondrá la implantación de la primera gigafactoría de baterías en España, es su aprobación en Consejo de Ministros. La titular de Industria, Reyes Maroto, declaró recientemente que este trámite se resolverá “antes de las vacaciones”. Según apuntan fuentes del sector a La Tribuna de Automoción, será a comienzos o mediados de julio.

Este plazo, no obstante, significa una demora respecto al compromiso que había adquirido el Gobierno en los últimos tiempos con el Ministerio de que se hiciese efectiva la validación antes de que acabase junio. En todo caso, la iniciativa, por las complejidades que conlleva –es inédita–, arrastra una dilación mayor si se tiene en cuenta la planificación inicial, que fijaba la firma del Ejecutivo durante abril, según publicó este medio en su número de la segunda quincena de marzo, en el que se señalaba que la puesta en funcionamiento se esperaba en el mejor de los casos para el mes pasado.

A partir del sello del Consejo de Ministros, el siguiente capítulo, previo al lanzamiento de las ayudas y los préstamos, sería habilitar un Registro estatal de entidades interesadas en participar en el Perte, que dependerá de Hacienda, tal y como está regulado en el Real Decreto-ley 36/2020 del 31 de diciembre. Sin embargo, según han explicado fuentes sectoriales, esta herramienta podría tener bastante menos funcionalidad de la prevista, porque con el paso del tiempo se ha comprobado que “no aporta mucho”.

Si el Ejecutivo acaba manteniendo su creación, ya se da por seguro que su existencia no obligará a las empresas a estar apuntadas para poder solicitar fondos en la línea de incentivos que se abra.

Cuando llegue dicho momento, el de presentar solicitudes para recibir apoyo, no está claro todavía si el nivel de subvención que podrá adjudicar el Ejecutivo será superior al estipulado en el Reglamento general de exención por categorías de la Unión Europea. En estos momentos, siguen las negociaciones entre España y la Comisión para resolver esta cuestión, que, según fuentes del sector, sería clave para poder impulsar con más determinación cada uno de los proyectos tractores.

 

La ministra de Industria, Comercio y Turismo, Reyes Maroto.

Las fábricas de coches se reinventan ante la falta de chips y el riesgo de escasez de vehículos en concesionarios

Desde la producción de los modelos con mayor demanda, a la búsqueda de alternativas a los chips, los grandes fabricantes aceleran para salir adelante.

in El Español,  por Javier Rosell, 04-07-2021


La industria del automóvil, al igual que otras afectadas por la crisis de los chips en todo el mundo, se ha visto obligada a adaptar sobre la marcha sus modelos de producción, distribución y venta para provocar el menor daño posible a los clientes finales y, por extensión, a sus cuentas.

La falta de capacidad para cubrir la demanda de semiconductores en las factorías de vehículos, tras los paros parciales en algunas de ellas, ha llevado a improvisar un plan de contingencia que limite los efectos perjudiciales y permita mantener la actividad industrial con la mayor normalidad posible.

El impacto económico total será difícil de cuantificar. Un informe de AlixPartners apunta a un coste este año para la automoción de 110.000 millones de dólares (algo más de 92.000 millones de euros) y una reducción en la producción mundial en 3,9 millones de vehículos.

En lo que a España afecta, la producción de vehículos acumula durante los primeros cinco meses del año un retroceso del 19% hasta alcanzar las 1.032.861 unidades fabricadas, según los datos de Anfac publicados recientemente. Además, la patronal estima que la escasez de microchips va a seguir siendo un problema para las factorías de vehículos al menos hasta el primer semestre de 2022.

El sistema de producción más habitual entre los grandes grupos de constructores es el ‘just in time’ (justo a tiempo). Desarrollado en los años 50 por Toyota, se basa en reducir al máximo las existencias en almacén para quitar costes de inversión en inventarios y evitar pérdidas de tiempo y dinero por acciones innecesarias.

Adaptar la producción

Si bien el ADN de este modelo no ha cambiado, sí ha sufrido ligeras modificaciones para salvar la papeleta. Uno de los grupos más importantes y presentes en España, Stellantis, explica a Invertia que conduce su actividad día a día, planta por planta, adaptando la actividad industrial a las tendencias del mercado automovilístico y teniendo en cuenta las diferentes situaciones a las que se enfrenta (suministro de piezas, confinamientos, etc.).

No obstante, reconoce que “tenemos que seguir buscando alternativas al suministro actual de semiconductores”. “La ingeniería ahora está buscando soluciones alternativas donde no tendríamos que utilizar los chips que están en escasez”, aseguran fuentes del grupo fruto de la fusión de PSA y FCA.

Quizá por ser el precursor del ‘just in time’, Toyota asegura que actualmente no tiene afectaciones derivadas de la situación generada por la escasez de microchips en el mundo. “Hoy por hoy no hay retraso en la entrega de nuestros modelos en España por esta situación”, subraya.

Otro de los principales productores en España, Seat, indica que desde que comenzó esta situación a principios de año está adaptando la producción a aquellos vehículos de los que tiene piezas suficientes.

Desde BMW Group hablan de la capacidad de adaptación a esta crisis gracias a “la enorme flexibilidad” de sus fábricas. Han permanecido siempre abiertas y operativas dentro del régimen regular, por lo que el efecto que ha tenido por esta situación ha sido en algunas opciones que puntualmente están limitadas.

Otra marca prémium alemana, Mercedes-Benz, asegura que no ha modificado de forma específica su proceso de producción. “Nuestro esfuerzo está más enfocado por adaptar nuestros procesos y tratar de atender al cliente y darle soluciones reales lo antes posible ante estas circunstancias”, exponen fuentes de la marca de la estrella.

Esperas en la compra

Si los vehículos no pueden producirse con normalidad en las factorías, el flujo de producto a los concesionarios también se ve afectado. Claro está que depende de si el comprador elige un modelo que la marca tiene en stock o ha de pedirlo a fábrica, como reconocen la propia Mercedes-Benz y Ford.

Ford, una de las marcas con mayor arraigo industrial en Valencia, asegura que dispone de vehículos en stock. En caso de tener que hacer un pedido, la situación depende mucho del modelo. La firma estadounidense ha priorizado los últimos lanzamientos por lo que en muchos casos es capaz de entregar los coches en un plazo razonable incluso aunque no estén en stock.

El tiempo de entrega, comenta Nissan, “de momento no ha cambiado mucho porque hemos sido flexibles a la hora de adaptarnos a la situación y priorizar aquellos modelos con más demanda, en el caso de España Qashqai, Juke y LEAF

En el caso del gigante Stellantis, “nuestros equipos están movilizados para impulsar nuestra actividad de fabricación en este contexto inestable y tenemos que adaptarnos en consecuencia”. “A pesar de nuestro esfuerzo diario dirigido a realizar las entregas a nuestros clientes en la mejor situación posible, podríamos encontrarnos con tiempos de entrega más largos para algunos modelos y lamentamos los posibles efectos”, admite.

Al igual que todas las marcas, BMW insiste en que si un cliente solicita el vehículo a producción, el plazo depende del modelo. Por ejemplo, ilustra, con carácter general, un BMW Serie 1 que se fabrica en Alemania: estaría disponible para entregar a cliente en, aproximadamente, dos meses. Por otro lado, un BMW X5 de producción en Estados Unidos, ese periodo sería de, aproximadamente, tres-cuatro meses.

Actualmente, la estrategia de BMW Group es trabajar más sobre producción y menos en stock. “El objetivo es que nuestro cliente tenga ‘el poder de elegir’ el vehículo que más se adapte a sus necesidades y gustos; en consecuencia, algunos modelos han visto incrementado su plazo como consecuencia del proceso de ajuste”, comentan fuentes de la compañía alemana.

Dos casos curiosos para terminar. Aston Martin, tal y como explican a Invertia desde la marca, se beneficia de ser una empresa pequeña y se ve menos afectado por los grandes pedidos y los problemas que afectan a los grandes fabricantes en el espacio masivo y prémium. “Cualquier problema que haya surgido, lo hemos podido mitigar y continuamos monitoreando la situación de cerca”, aseguran.

Mazda destaca que en condiciones normales, y a pesar de que sus coches se fabrican en Japón y Norteamérica, tiene un sistema logístico que permite que los tiempos medios de espera entre pedido y matriculación sean de los más bajos del mercado y que permiten matricular el coche en pocas semanas. Ahora bien, admite que cuando hay casos en los que el cliente pide algo muy especial que no se encuentra en stock, y hay que pedirlo a fábrica, ese plazo se puede alargar hasta los dos o tres meses.

Sobre el efecto de la crisis de los semiconductores, el impacto en la disponibilidad de Mazda en España ha sido “muy limitado y en general no hemos experimentado retrasos importantes”. “En las próximas semanas podemos experimentar algunos retrasos en uno o dos modelos concretos pero es difícil hacer una estimación en el futuro, ya que la situación evoluciona casi a diario. Nuestra situación de stock es, en general, aceptable”, concluye la marca nipona.

 

Autoeuropa admite layoff em Julho por falta de chips

A Autoeuropa admitiu na sexta-feira que “existe uma grande hipótese de entrar em layoff na segunda quinzena de Julho” devido à falta de semicondutores que tem obrigado a paragens na produção.

in Público / Lusa, Victor Ferreira, 03-07-2021


Segundo a Comissão de Trabalhadores (CT), que se reuniu com os sindicatos representados na empresa, a Autoeuropa revelou que, caso se confirme o recurso ao layoff, não irá garantir a totalidade dos salários, como fez em 2020 quando recorreu ao layoff simplificado durante o primeiro confinamento.

Agora, caso tenha de parar de forma mais prolongada devido à falta de chips, a administração vai limitar-se a “aplicar a legislação do layoff geral, pagando apenas 66% do rendimento mensal ilíquido, com subsídio de turno incluído”. Na paragem forçada de Março de 2020, quando o layoff simplificado garantia apenas dois terços da remuneração base, a Autoeuropa cobriu o remanescente para garantir que os trabalhadores não perdessem rendimento

A falta de semicondutores tem afectado a produção automóvel em todo o mundo. Em Portugal, tanto a Autoeuropa (Volkswagen) como a PSA Mangualde (Peugeot Citroën) já se viram forçadas a interromper a laboração.

Os microprocessadores, ou chips, são usados em diferentes sistemas e circuitos em modelos actuais, desde o sistema de entretenimento a bordo ao controlo de sensores. O problema afecta outras indústrias, como a electrónica de consumo, e reside na incapacidade de fornecer a crescente procura de semicondutores.

A procura disparou com a pandemia, devido ao aumento mundial nas vendas de computadores e equipamentos electrónicos com o teletrabalho, mas a oferta de chips é muito menos elástica, porque a produção mundial está concentrada em dois ou três países asiáticos (Taiwan, Coreia do Sul e China) e expandir fábricas ou construir novas exige anos de investimento.

Em Palmela, a Autoeuropa já tinha parado uma semana em Março, devido à falta destes componentes, e voltou a fazê-lo por nove dias em Junho. A laboração foi retomada na passada quarta-feira, mas neste sábado voltou a ser interrompida, por dois dias, sempre pela mesma razão.

Os dias de paragem têm sido contabilizados como down days, mas esgotado este mecanismo de flexibilidade laboral assente em dias de não-produção, e como a escassez de chips persiste, a administração da fábrica, onde trabalham cerca de 5200 pessoas, já tinha admitido o layoff como solução futura.

A empresa está desde Janeiro a trabalhar sem um acordo laboral. As negociações encetadas no fim do primeiro trimestre deram origem a um pré-acordo entre a administração e a CT.

Esse entendimento previa a substituição de aumentos em 2021 por um prémio de 500 euros e aumentos salariais de 1,7% em 2022 e 1,2% em 2023. O aumento salarial mínimo seria de 25 euros para os salários mais baixos. Porém, o pré-acordo foi rejeitado por 84,2% dos trabalhadores que votaram no referendo de Maio, que teve uma participação eleitoral de 78,1%.

Desde então não houve mais negociações, segundo disse fonte sindical ao PÚBLICO.

Segundo a empresa, desde o início de 2021 até meados de Junho tinham sido cancelados 57 turnos de trabalho devido à escassez de semicondutores. Tais paragens corresponderam a menos 17.340 carros produzidos.

Esse número equivale a cerca de 29% da quebra de produção provocada pela pandemia em 2020. Nesse ano, a empresa produziu menos 65 mil veículos face a 2019 e menos 58 mil do que o previsto em Janeiro de 2020, antes da pandemia.

 

imagem: LUSA / Mário Cruz

 

 

Series production of BMW iX* gets underway at Plant Dingolfing

Highest standards of flexibility: All drive train variants on one line +++ Successful transformation of BMW Group plants towards e-mobility and digitalisation +++ Half of Dingolfing’s production volume will be electrified by mid-decade +++ Nedeljkovi?: “setting ourselves ambitious goals for the most sustainable production”

in BMW Group, 02-07-2021


Standard production of the fully-electric BMW iX* began today in Dingolfing. The plant in Lower Bavaria now produces vehicles with all drive train variants, i.e. combustion-engine vehicles, plug-in hybrids and fully-electric models, on a single line. Milan Nedeljkovi?, member of the Board of Management of BMW AG, responsible for Production: “The launch of the BMW iX* marks another milestone in our expansion of electrification and demonstrates our production network’s successful transformation towards electromobility and digitalisation.”

The BMW iX* is being manufactured at the BMW Group’s largest European production plant on an assembly line with the flexibility to build a mix of BMW 5 Series, 7 Series and 8 Series models. To handle this flexibility and variety of drive trains, vehicle assembly in Dingolfing has been expanded and refurbished. The BMW Group has invested a total of more than 400 million euros in producing the BMW iX* at the Dingolfing vehicle plant. Many of the remodelling and structural measures required for the BMW iX* are already benefiting future generations of the BMW 7 Series and 5 Series that will come off the production line in Dingolfing in the coming years. Fully-electric variants have also been announced for both model ranges.

Half of production volume already electrified by mid-decade

With the BMW iX* and other PHEV models at Plant Dingolfing alone, the BMW Group plans to double the percentage of electrified vehicles produced this year compared to 2020. By the middle of the decade, half the vehicles produced in Dingolfing will be electrified. The new model will play an important part in this. “The BMW iX* will already be one of the highest-volume model at the location by next year,” according to Nedeljkovi?. The BMW iX* will be followed in the autumn by the BMW i4*, which will be built in Munich. At the end of next year, all German plants will be producing at least one fully-electric vehicle.

Broad know-how: Vehicle and e-drive production on site

Production of the BMW iX* in Dingolfing benefits from broad know-how and expertise in the technologies located at the site. Close interaction between these different areas enables a high level of in-house activity and short lines of communication, as well as ensuring optimum production technology overall. The fully-electric heart of the BMW iX* – the highly integrated e-drive and fifth-generation battery, as well as the complete electric axle are produced on site, together with the Dingolfing component plants. Production capacity will be systematically expanded and, from 2022, Dingolfing will be able to produce e-drives for more than half a million electrified vehicles.

BMW iX* as trailblazer

The BMW iX* introduces a multitude of innovations to the product and production processes at the plant – especially in the vehicle’s electrical system architecture, software, digital services, connectivity and automated driving functions. As a result, the vehicle plays an important role as a trailblazer and is making Dingolfing “e-car” and “smart-car ready” as the BMW Group’s primary plant for the luxury class.

The BMW iX* is also an important trailblazer in production, bringing future technologies into the production system – such as digital methods for employee training, automation of logistics processes, virtual commissioning and validation of driver assistance systems.

Christoph Schröder, head of BMW Group Plant Dingolfing: “As the primary plant for the luxury class, our location produces the BMW Group’s technology flagship. It is once again proving itself as a pioneer for the mobility of tomorrow and as the industry leader in key future areas of automotive activity, such as electrification, digitalisation and sustainability. In this way, the BMW iX* is continuing the successful transformation of the BMW Group location in Dingolfing that began long ago.”

Special focus on sustainability

The topic of sustainability is firmly anchored throughout the company. A particular focus is on improving our carbon footprint – especially in production of electric vehicles. Independent auditors have confirmed that the greenhouse gas potential of the BMW iX xDrive40* is around 45 percent lower than that of a comparable Sports Activity Vehicle with an internal combustion engine. “We are already the sustainability benchmark for our industry. But we will continue to invest in resource-saving technologies and set ourselves ambitious goals for the most sustainable production,” underlined head of Production Milan Nedeljkovi?. The BMW Group takes a holistic approach to reducing CO2 emissions and minimising resource consumption that covers the entire value chain, including production as well as the supply chain and use phase.

The BMW Group has already succeeded in lowering resource consumption per vehicle produced by more than half between 2006 and 2020. CO2 emissions have been reduced even more significantly – by as much as 78 percent. The aim is to reduce CO2 emissions per vehicle produced by another 80 percent by 2030. “To achieve this, we have made some changes at Plant Dingolfing and implemented a series of new measures,” says plant director Christoph Schröder. For example, the BMW iX* is produced exclusively using regional and directly sourced green power from two hydroelectric power plants located on the Isar and Lech rivers. The entire plant, like all BMW Group locations, will also be net carbon neutral from this year, through the use of corresponding offsets and certificates.

Other aspects of sustainability range from energy-efficient installations to packaging planning, through transport logistics and recycling, up to and including topics such as biodiversity and water management. Plant Dingolfing is therefore able to achieve a recycling rate of more than 90 percent and an even higher recoverability rate of over 99 percent. The plant’s own wells meet over 40 percent of its water needs, thereby helping conserve the region’s drinking water reserves. The BMW Group has already reduced its water consumption by more than 30 percent overall since 2006.

BMW iX* as catalyst for change: Active shift in competence.

The BMW iX* creates a need for additional training beyond the extensive experience and expertise that is already available. It is accelerating the shift in competence already taking place within the production network and helping prepare the workforce for the demands of a new era. In this way, employee development across the entire company is being geared towards digitalisation and e-mobility. As part of the biggest training offensive in the company’s history, 75,000 staff are being trained in future areas of activity.

In Dingolfing alone, more than 4,000 employees have moved to jobs with strong future prospects since 2012. A current example of this is the creation and expansion of the Competence Centre for E-Drive Production at the location, which doubled its staff numbers last year from 600 to 1,200. This number is likely to increase to over 1,900 by the end of the year.

 

CO2 EMISSIONS & CONSUMPTION.

BMW iX xDrive40: Power consumption in kWh/100 km: 22.5-19.4 (WLTP); CO2 emissions combined: 0 g/km

BMW iX xDrive50: Power consumption in kWh/100 km: 23.0-19.8 (WLTP); CO2 emissions combined: 0 g/km

BMW i4 eDrive40: Power consumption in kWh/100 km: 20-16 (WLTP); CO2 emissions combined: 0 g/km

 

Evolução Digital – Qual o Impacto nas Empresas? – Grupo Ibermoldes

INOVAÇÃO, PESSOAS E TECNOLOGIA DE PONTA

A pandemia acelerou a transformação digital nas empresas que tiveram de se conciliar com o novo paradigma sócio-económico para produzirem de acordo com as necessidades dos mercados e das populações. Investiram nas ferramentas avançadas, ministraram formação profissional especifica e regular aos seus colaboradores, recorreram a fundos europeus, criaram mais emprego qualificado e fortaleceram o trabalho de equipa.

in Revista Negócios & Empresas, AIP, Julho 2021


À semelhança de outros relevantes momentos na história da humanidade, a fórmula do progresso no século XXI permanece inalterável: inovação, pessoas e tecnologia de ponta. O “chão de fabrica tornou-se mais versátil, é certo, assim como distinto se revela o pensamento de quem o administra.

Qual o impacto desta transição? Como estão a reagiras empresas e os seus lideres ao desafio?

O Grupo Iberomoldes partilhou a sua experiência, ao responder a 6 questões lançadas pela Negócios & Empresas.

| 1 | Em que fase se encontra a transformação digital na empresa?

No Grupo Iberomoldes, consideramos que a transformação digital se iniciou em 1983 e desde logo considerada estratégica e determinante para o desenvolvimento das nossas empresas. Foi um marco “histórico”. Através da introdução das tecnologias CAD/CAM/CAE no princípio da década de 80, assistimos ao que podemos chamar o início da nossa transformação digital, com a instalação do Sistema CAD/CAM Unigrafics da McDonnell Douglas – multi-terminal, com três terminais gráficos.

À época, com a instalação deste sistema, o Grupo lberomoldes, foi a primeira empresa independente de moldes na Europa, a operar um sistema CAD/CAM multiposto. Desde então, a transformação digital foi sendo continuamente acompanhada e desenvolvida, com o objetivo de uma exploração produtiva crescente. Esta continua a ser uma ferramenta fundamental na monitorização, melhoria e adaptação contínua, para o qual as nossas equipas estão sensibilizadas, qualificadas e empenhadas.

| 2 | A pandemia influenciou a transformação digital na sua empresa? Se sim, em que aspectos?

No que se refere aos efeitos da pandemia, no nosso caso apenas catapultou a utilização em massa de tecnologias e plataformas de comunicação que já eram usadas demonstrando a aposta na digitalização, que sempre esteve presente desde os anos 80. A pandemia apenas veio atestar a necessidade de uma estratégia de digitalização sólida e consistente, que tenha como princípio base o aumento de produtividade das empresas e a qualificação contínua das equipas.

| 3 | Quando iniciaram o processo, quais foram os principais desafios? De que forma os ultrapassaram? E as mais valias que trouxe à organização?

Nessa época, finais de anos 70 e início de anos 80, estas tecnologias eram emergentes e colocavam necessariamente enormes desafios na qualificação e aprendizagem dos nossos quadros. Foram admitidos dois jovens engenheiros, Emanuel Ramalhão e Carlos Monteiro, que durante quase dois anos tiveram como exclusiva missão a pesquisa e desenvolvimento de conhecimento nestas áreas tecnológicas aplicadas à indústria de moldes.

Após intensas discussões sobre prós e contras das potencialidades que estas tecnologias traziam para as nossas empresas, tornou-se claro que o CAM – a programação de maquinação computorizada para geometrias complexas, era o que maior produtividade e potencial poderia trazer nos nossos processos produtivos.

As novas máquinas de fresar exigiam cada vez mais uma programação sofisticada e conhecimentos até aí praticamente inexistentes nas empresas. O corolário da solução seria a utilização dos emergentes sistemas CAD/CAM que potenciavam de forma muito diferenciada e positiva, a problemática em discussão. Estes sistemas apresentavam-se assim como a solução necessária para a viabilização das opções de futuro nas empresas de moldes, nomeadamente no projeto e engenharia e para o investimento produtivo em máquinas e centros de maquinação programáveis.

Os objetivos eram ambiciosos: ganhar capacidade de resposta na manipulação e maquinação de geometrias complexas, viabilizando a exploração produtiva do crescente e exigente parque de máquinas e ferramentas com controladores CNC de três eixos e mudança automática de ferramentas – centros de maquinação que o Grupo desde cedo apostou.

Tal como em 1983, ainda hoje o verdadeiro desafio da digitalização e novos processos está centrado no fator humano, sendo imperativa a formação contínua das pessoas, a par com a atitude positiva para a aprendizagem, com preocupação e curiosidade permanente pela inovação e melhoria contínua.

| 4 | Pode dar alguns exemplos de transformação digital na sua empresa?

Um passo que foi de extrema importância e que, no nosso entendimento, é a base de todo o processo de digitalização, foi a sistematização do “fazer”. Isto é, para além do necessário “saber fazer” foi imperativo definir o “como fazer”, com o objetivo de padronizar / sistematizar o máximo possível todas as atividades que compõe a diversidade dos processos de desenvolvimento e produção das nossas empresas.

Hoje em dia, novos desafios se colocam às empresas, mais centradas ao nível da comunicação, recolha e tratamento de informação e dados, adoção de metodologias suportadas por tecnologias de inteligência artificial, processos preditivos e adaptativos, etc.

Há muitos anos dedicamos particular atenção a tecnologias de simulação e medição, nomeadamente as dos sentidos – sensações ao tato e ao “ruído”, o “sentir” e o som, como elementos integrantes do design de produto.

Ao nível dos processos, e sendo a indústria automóvel o nosso principal mercado, tivemos necessidade de implementar metodologias que nos permitem fazer a gestão da produção just-in-time, com a imperativa sintonia e necessidade diária dos clientes.

A diversidade e dimensão dos dados, aliadas à necessária digitalização e respetivo tratamento, tem-se revelado um fator crítico de sucesso em termos de organização e competitividade para este exigente mercado, é o desafio de ter a informação “em tempo real”.

| 5 | Recorreu a programas de apoio para o processo de transformação digital? Quais?

Hoje, com a proliferação e massificação do digital, existem diversos programas de incentivo, dos quais recorrido, quer através dos programas nacionais, quer programas europeus, em consórcios com empresas e entidades do sistema científico e tecnológico – nacionais e europeus.

| 6 | Qual o contributo da transformação digital para o futuro estratégico da empresa?

A digitalização já há muito que deixou de ser opção! “O Digital é preciso, o indigital é o ganho, a arte de ligar com o emergente!” – Professor José Fernando Pinto dos Santos.

 

https://www.iberomoldes.pt/

 

Evolução Digital – Qual o Impacto nas Empresas? – DRT

INOVAÇÃO, PESSOAS E TECNOLOGIA DE PONTA

A pandemia acelerou a transformação digital nas empresas que tiveram de se conciliar com o novo paradigma sócio-económico para produzirem de acordo com as necessidades dos mercados e das populações. Investiram nas ferramentas avançadas, ministraram formação profissional especifica e regular aos seus colaboradores, recorreram a fundos europeus, criaram mais emprego qualificado e fortaleceram o trabalho de equipa.

in Revista Negócios & Empresas, AIP, Julho 2021


À semelhança de outros relevantes momentos na história da humanidade, a fórmula do progresso no século XXI permanece inalterável: inovação, pessoas e tecnologia de ponta. O “chão de fabrica tornou-se mais versátil, é certo, assim como distinto se revela o pensamento de quem o administra.

Qual o impacto desta transição? Como estão a reagiras empresas e os seus lideres ao desafio?

A DRT, foi uma das empresas que partilhou a sua experiência, ao responder a 6 questões lançadas pela Negócios & Empresas.

| 1 | Em que fase se encontra a transformação digital na empresa?

Consideramos que a DRT está, neste momento, num importante grau de desenvolvimento. As tecnologias são uma aposta consolidada e, em conjugação com o nosso valor maior – as pessoas -, tem sido possível rentabilizá-las e incrementar o seu impacto nos resultados das empresas que constituem o grupo. Têm- nos permitido assegurar um processo de melhoria contínua, otimização e agilidade dos processos, integrando os projetos de inovação, a inteligência artificial, machine learning, loT, Business Intelligence, Big Data, entre outros. Têm sido ainda essenciais para alcançar as práticas inovadoras de aproximação aos nossos parceiros, algo que sempre privilegiamos como parte integrante da política da nossa empresa.

| 2 | A pandemia influenciou a transformação digital na sua empresa? Se sim, em que aspectos?

Muitos dos conceitos que hoje são bons exemplos da transformação digital já fazem parte do nosso dia-a-dia há bastante tempo. Por isso, muitos deles já eram a nossa realidade quando surgiu a pandemia. O Grupo DRT iniciou a sua digitalização nos anos 90, com a robotização de parte do processo produtivo. Em 2012, quando pela primeira vez se falou em Indústria4.0, já todo o chão de fábrica da nossa área de moldes estava digitalizado e as nossas máquinas enviavam informação em tempo real. A nossa principal ferramenta de trabalho, o sistema SBI- System of Business Intelligence, desenvolvido pela spin-off do grupo, a DRT Advance, permitiu que, em tempos de pandemia, os nossos colaboradores continuassem a trabalhar remotamente sem qualquer dificuldade. O fluxo de trabalho apoiado no SBI, nunca parou, antes pelo contrário.

| 3 | Quando iniciaram o processo, quais foram os principais desafios? De que forma os ultrapassaram? E as mais valias que trouxe à organização?

Tem sido um processo desafiante. A falta de soluções ajustadas, de recursos humanos especializados e as próprias tecnologias que levaram o seu tempo a evoluir – obrigaram-nos a ir ajustando as nossas metas, ao longo do processo. Apesar das vantagens da transformação digital serem evidentes, podemos salientar o aumento da eficiência, da produtividade, da competitividade e do índice de satisfação dos nossos parceiros (colaboradores, clientes, fornecedores), assim como a redução de custos. Esta transformação permitiu-nos, ainda, a simplificação dos processos e colocar um pouco de inovação em todas as melhorias implementadas.

| 4 | Pode dar alguns exemplos de transformação digital na sua empresa?

Do que temos realizado, podemos destacar três exemplos:

1) Implementação da Inteligência Artificial, recorrendo a algoritmos de Machine Learning, no processo de orçamentação, o que nos permitiu reduzir, de forma considerável, o tempo necessário para o envio de orçamentos e ajuste de custos e rentabilidade;

2) Combinação de Big Data e Business Intelligence como resultado da ligação de todo o parque de máquinas (CNC, Centros de Maquinação, Células, etc.), via loT, aos restantes sistemas, com o consequente acompanhamento, em tempo real e em qualquer parte do mundo, do estado de evolução dos trabalhos em execução e da análise e tratamento de dados;

3) Desenvolvimento do SBI (System of Business Intelligence) para gestão de projetos; planeamento e controlo da produção, comunicação interna, avaliação da satisfação de clientes; partilha de informação com clientes, fornecedores e colaboradores; definição do fluxo digital dos processos da empresa, entre outros processos que passaram a ser tratados de uma forma 100% digital. Isso permitiu transportar a empresa para um patamar superior ao nível da transformação digital. Neste processo evolutivo, tem sido de crucial importância o papel quer da DRT Advance, quer do SBI.

| 5 | Recorreu a programas de apoio para o processo de transformação digital? Quais?

Sim, o grupo DRT tem beneficiado de alguns apoios comunitários nomeadamente de projetos de I&D, quer individuais, quer em co-promoção (com organismos nacionais ou instituições de ensino)

| 6 | Qual o contributo da transformação digital para o futuro estratégico da empresa?

É impossível almejar um futuro de sucesso sem uma aposta concertada e sistemática em tecnologia. Sendo a DRT uma empresa inovadora, com uma componente tecnológica bastante forte, necessita de uma atualização constante e permanente de todos os seus processos, de forma a conseguir responder às necessidades e exigências dos seus parceiros. Só esta sistematização permitirá corresponder, ou até mesmo exceder, as expectativas dos clientes, parceiros e colaboradores, de forma a melhorar a competitividade. A sobrevivência da nossa empresa depende de todos estes fatores que, em estreita articulação, permitem definir as estratégias de futuro.

 

https://drt-group.com/

 

Nissan unveils EV36Zero – a £1bn Electric Vehicle (EV) Hub to accelerate the journey to carbon neutrality

  • New-generation Nissan electric crossover announced for UK production
  • Envision AESC, world-leading battery producer and long-standing partner of Nissan, will build a new 9GWh-capacity gigafactory equipped with state of the art battery technology
  • Renewable energy ‘Microgrid’ to deliver 100% clean electricity for automotive manufacturing in Sunderland
  • 2nd life EV batteries used as energy storage for ultimate sustainability
  • Interconnected projects create 6,200 green jobs at Nissan and in UK supply base

in Nissan, 01-07-2021


Nissan today unveils Nissan EV36Zero, a £1 billion flagship Electric Vehicle (EV) Hub creating a world-first EV manufacturing ecosystem.

Centred around the record-breaking plant in Sunderland, UK, Nissan EV36Zero will supercharge the company’s drive to carbon neutrality and establish a new 360-degree solution for zero-emission motoring.

The transformational project has been launched with an initial £1bn investment by Nissan and its partners Envision AESC, a global player in world-leading battery technology, and Sunderland City Council. Comprised of three interconnected initiatives, Nissan EV36Zero brings together electric vehicles, renewable energy and battery production, setting a blueprint for the future of the automotive industry.

Nissan President and Chief Executive Officer, Makoto Uchida said: “This project comes as part of Nissan’s pioneering efforts to achieve carbon neutrality throughout the entire lifecycle of our products. Our comprehensive approach includes not only the development and production of EVs, but also the use of on-board batteries as energy storage and their reuse for secondary purposes.

“Our announcement today comes out of lengthy discussions held within our teams, and will greatly accelerate our efforts in Europe to achieve carbon neutrality. The experience and know-how gained through the project announced today will be shared globally, enhancing Nissan’s global competitiveness.

“Nissan will continue to leverage its strengths in electrification to become a company that continues to provide value to its customers and society.”

UK Prime Minister Boris Johnson said: “Nissan’s announcement to build its new-generation all-electric vehicle in Sunderland, alongside a new gigafactory from Envision-AESC, is a major vote of confidence in the UK and our highly-skilled workers in the North East.

“Building on over 30 years of history in the area, this is a pivotal moment in our electric vehicle revolution and securing its future for decades to come.

“Commitments like these exemplify our ability to create hundreds of green jobs and boost British industry, whilst also allowing people to travel in an affordable and sustainable way so we can eliminate our contributions to climate change.”

Unveiling Nissan EV36Zero at the Sunderland Plant today, Nissan’s Chief Operating Officer, Ashwani Gupta, said: “This is a landmark day for Nissan, our partners, the UK and the automotive industry as a whole. Nissan EV36Zero will transform the idea of what is possible for our industry and set a roadmap for the future for all.

“We reached a new frontier with the Nissan LEAF, the world’s first mass-market all-electric vehicle. Now, with our partners, Nissan will pioneer the next phase of the automotive industry as we accelerate towards full electrification and carbon neutrality.”

Building on Nissan’s historic 35 years of manufacturing excellence in Sunderland, the projects announced today represent 6,200 jobs at Nissan and its UK suppliers, including more than 900 new Nissan jobs and 750 new Envision AESC jobs at its new smart, low-carbon battery plant. Longer-term, the transformational project modernises and expands Nissan’s EV production capability in the UK.

Envision AESC, the battery arm of global green tech company Envision Group, will deploy integrated AIoT smart technology to monitor and optimize energy consumption, manufacturing and maintenance at its new gigafactory, enabling it to rapidly increase production and provide batteries to power up to 100,000 Nissan electric vehicles a year.

UK Business Secretary Kwasi Kwarteng said: “This fantastic investment by Nissan and Envision-AESC represents a solemn commitment to the people of Sunderland, bringing further high-skilled jobs and turbocharging our plans to level up the North East. This is a huge step forward in our ambition to put the UK at the front of the global electric vehicle race, and further proof, if any was needed, that the UK remains one of the most competitive locations in the world for automotive manufacturing.

“I am extremely proud that Nissan has not only reaffirmed its belief in Britain, but is doubling down on its long-standing commitment to our country. The cars made in this plant, using batteries made just down the road at the UK’s first at scale gigafactory, will have a huge role to play as we transition away from petrol and diesel cars and kick-start a domestic electric vehicle manufacturing base.”

A new-generation electric crossover

As part of the £1 billion announcement, Nissan will invest up to £423 million to produce a new-generation all-electric vehicle in the UK. Building on Nissan’s expertise in crossovers and the worldwide success of the Nissan LEAF, it promises next-generation vehicle styling, efficiency and battery technology, making the switch to electric driving even more accessible.

Designed for global markets, UK production will be exported to the European markets traditionally served by Nissan’s Sunderland plant. The new crossover will be built on the Alliance CMF-EV platform, with a forecasted production capacity of up to 100,000 units to be installed.

Production in Sunderland will create 909 new jobs at the plant, and more than 4,500 in the UK supply chain, while safeguarding a further 75 R&D jobs. The transformational project takes the total capital investment by Nissan into the plant past £5bn, and also includes:

  • R&D at Nissan’s European Technical Centre in Cranfield, Bedfordshire
  • Support for UK suppliers to transition to electric vehicles
  • Plant competitiveness and environmental improvements
  • Skills development in the Nissan workforce for future technologies

Other production locations have not yet been confirmed. More details about the new vehicle, including pricing and technology, will be released closer to the car’s sales launch.

With next-generation EV batteries

Envision AESC already owns and operates Europe’s first battery plant in Sunderland, established in 2012 for the localisation of Nissan LEAF battery production. The factory’s UK team has nine years’ expertise from supplying batteries to the Nissan LEAF and eNV200, having produced enough cells, modules and packs to power over 180,000 electric vehicles in 44 countries, meeting global benchmark levels of quality, performance, safety, reliability and cost.

Supporting this new model allocation, Envision AESC will invest £450 million to build the UK’s first gigafactory on the International Advanced Manufacturing Park (IAMP), adjacent to the Nissan plant, powered by renewable energy and pioneering next-generation battery technology.

The formal planning process is about to begin for the new gigafactory, which represents an initial 9GWh plant, with potential future-phase investment of £1.8bn by Envision AESC, generating up to 25GWh and creating 4,500 new high-value green jobs in the region by 2030, with potential on site for up to 35GWh. The new plant will increase the cost-competitiveness of EV batteries produced in the UK, including through a new Gen5 battery cell with 30% more energy density which improves range and efficiency. This commitment will power Nissan’s new vehicles, supporting the continued localisation of vehicle parts and components with advanced technology. This will make batteries cheaper and EVs more accessible to a growing number of customers in the future.

The new gigafactory will create 750 jobs and safeguard the jobs of 300 current employees.

Lei Zhang, founder and Chief Executive Officer of Envision Group, said: “Envision Group’s mission is to be the net zero technology partner of choice for global enterprises, governments, and cities. We are therefore delighted to be a part of EV36Zero with Nissan and Sunderland City Council. As part of this, Envision AESC will invest £450m in a new, cutting-edge, low-carbon gigafactory in Sunderland creating 700 new jobs. ,

“This commitment builds on our long-term partnership with Nissan to achieve our global ambition to make high performance, longer range batteries for EVs affordable and accessible for millions more motorists.

“Growth in demand could bring future investment of up to £1.8bn, additional capacity of 25GWh and 4,500 jobs by 2030. This will put the North East at the heart of a new EV hub in the UK, collaborating on R&D around the whole battery lifecycle, from storage, to second life use, V2G smart charging and closed loop recycling.”

Zero Emission vehicles and Zero Emission Manufacturing

Bringing this ecosystem together, Sunderland City Council is leading a project that aims to deliver a 100% renewable electricity ‘Microgrid’ that will save 55,000 tonnes of carbon annually.

With the ability to incorporate the existing Nissan wind and solar farms, initial plans suggest there could be as many as ten solar farms created, with an anticipated 132MW generation, and with a direct connection to renewable energy from the UK grid for ‘firm’ supply to Nissan and automotive companies located on the adjacent International Advanced Manufacturing Park (IAMP).  Plans will continue to be developed in close discussion with potential private sector green investors.

A first-of-its-kind, this project is estimated to be an £80 million investment and also includes plans for a 1MW battery storage system using second-life Nissan/Envision AESC batteries, which will also allow for excess energy generated during daylight hours to be captured and used at another time, helping to balance demand on the grid. Additional infrastructure projects enabling the creation of the new EV Hub take the total initial investment above £1bn.

Sunderland City Council leader, Councillor Graeme Miller, said: “Sunderland is an ambitious city, and today’s announcement is game-changing one for us, for the region and for UK Plc, and the culmination of many months of partnership working with Nissan, Envision and UK Government to ensure that we landed this transformational project.

“We’re proud to be acting as a key enabler, working to secure an £80m infrastructure project that could be the first of its kind in the UK, bringing together energy generation, consumption and storage through a dedicated microgrid.

“We have a commitment to making Sunderland as a city carbon neutral by 2040 and electrification is a key part of that vision. Today’s announcement places Sunderland at the centre of electric vehicle production in Europe. It vindicates the unwavering belief this council has in the city’s ability to drive the electric revolution, working in partnership with the private sector and Government to bring nationally significant projects to fruition, creating jobs and prosperity for our people and businesses, and delivering cleaner, greener cars in the process.”

Nissan in the UK

Nissan started production in Sunderland in July 1986, 35 years ago this month. Since then the plant has grown into the biggest plant in the history of the UK automotive industry, supporting 46,000 UK jobs.

Also based in the UK are Nissan’s European Design Centre in Paddington, London (NDE) and R&D Centre in Cranfield, Bedfordshire (NTCE), designing and engineering Nissan vehicles for customers across the region and beyond.

Current production in Sunderland includes the Nissan Qashqai, Juke and LEAF, most of which (70%) are exported to mainland Europe, with 20% sold in the UK and a further 10% exported to markets than span the globe, from South America to Australia, and from the Nordics to South Africa.

The new £1 billion Nissan EV36Zero development heralds the next phase of Nissan’s electrification plan and its UK operations.

 

Porsche calls for suppliers to switch to green energy

An important step on the road to a CO2-neutral balance sheetby 2030

in Volkswagen AG, 01-07-2021

 


Porsche is making further efforts to reduce CO2-emissions in its supply chain: the sports car manufacturer is calling for its around 1,300 series suppliers to use exclusively renewable energy in the manufacture of Porsche components as of July.

It applies to any contracts awarded for providing production material for new vehicle projects. Suppliers who are unwilling to switch to certified green energy will no longer be considered for contracts with Porsche in the long term. “Our battery cell suppliers have already had to use green energy since 2020. And now we are taking the next important step: we stipulate that our series suppliers also use only renewable energy to produce our components, to help reduce CO2-emissions even further. We recognise that we have a responsibility to ensure that supply chains are transparent and sustainable,” says Uwe-Karsten Städter, Member of the Executive Board for Procurement at Porsche AG.

Porsche has set itself an ambitious goal: the company wants to be CO-neutral across the entire value chain by 2030. At the moment, the sports car manufacturer’s supply chain is responsible for around 20 percent of Porsche’s total greenhouse gas emissions. This percentage is set to rise to around 40 by 2030 due to the increasing electrification of vehicles. But Porsche is tackling this issue head on: “By using only renewable energy sources, our suppliers are following our example in our efforts to reach CO2-neutrality. We plan to have even more intensive talks with our partners in order to drive forward improvements in our sustainability. It is only by working together that we will be able to combat ongoing climate change,” explains Städter.

As well as in its supply chain, Porsche is reducing CO2-emissions in its own plants: the production of the Taycan – the first all-electric sports cars made in the Zuffenhausen plant in Stuttgart – has been carbon neutral since it was launched in 2019. Since 2020, this has been true for all vehicles made at the company’s headquarters, and thus for the 911 and 718 as well. At the start of 2021, the Development Centre in Weissach and the plant in Leipzig, where the Macan and Panamera models are produced, followed suit. This means that all of the large Porsche sites are already CO2-neutral in terms of operations.

The company will also be investing more than a billion euros in decarbonisation measures over the next ten years. Porsche reached a milestone with the world premiere of the Taycan Cross Turismo at the beginning of March. The all-rounder among electric sports cars is the world’s first ever vehicle to be carbon neutral throughout its entire service life. More model series are set to follow. And by 2030, the aim is for more than 80 percent of all new vehicles sold to be purely electric or plug-in hybrid models. As early as 2025, at least 50 percent of new vehicles sold are to feature an electric drive.

 

*Taycan: CO2 emissions combined 0 g/km (NEDC), Electricity consumption combined 28.7 – 28.0 kWh/100 km (NEDC)