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Volvo’s new CEO Jim Rowan comes with backpack full of experiences

Joris Van Roy Posted On January 5, 2022

After ten years at the top of Volvo Cars, Håkan Samuelsson passes his CEO chair in March to Jim Rowan, currently CEO at Ember Technologies, and former CEO of Dyson and COO at BlackBerry. Volvo’s board announced the latter on Tuesday. They see in Rowan a man bringing in a backpack full of experiences for the new electric era.

Although it might not be evident at first sight for a vacuum cleaner manufacturer, Dyson was quite far in bringing its own EV with solid-state battery technology on the market. BlackBerry is more than a relic smartphone today and highly successful in automotive software. And who knows, maybe we’ll see a Volvo-labelled smartphone-controlled coffee mug in the future that keeps warm all by itself? That’s what Ember Technologies is excelling in today.

Solid-state battery tech

In 2017, British inventor and billionaire James Dyson put more than £500 million (€567 million) of his own money in a 2,8 billion euros project to develop a ‘radical’ new electric car with solid-state battery technology that ultimately wasn’t to be. It would be too expensive to compete, and the project was ditched in 2020. Rowan left the company just a few months later.

It would have been a Range Rover-like seven-seater SUV with a promised range of 600 miles or 960 km (WLTP), twin 200 kW electric motors for a total of 536 hp, giving it a top speed of 125 mph (201 kph) and accelerating from 0 to 100 kph in 4,8 seconds.

Those performances were based on Dyson’s propriety solid-state battery technology that promises to keep up performance and range even “on a cold February night at top speeds allowed on highways.”

Dyson bought Michigan-based solid-state battery start-up Sakti3 for $90 million in October 2020 and said he wanted to build a $1 billion battery factory to mass-produce these batteries. The year before, Sakti3 showed a solid-state battery cell with 400 Wh/kg energy density, almost double the density of lithium-ion batteries used in most EVs today.

Valuable background

Being CEO at Dyson and overseeing all new technology development, Jim Rowan indeed has built up a valuable background for a carmaker that’s in the process of becoming fully electric by 2030.

Before joining Dyson in 2021, he was COO at the Canadian smartphone pioneer BlackBerry. BlackBerry was once a big name in the smartphone industry, but that changed after Apple introduced the iPhone in 2007 and upended the market. In September 2020, BlackBerry announced the end of life or termination of its phone software on January 4, 2022.

But while Rawson was COO, the company shifted its focus on software, specializing in cybersecurity and targeting the automotive business. The latter with Advanced Driving Assistance Systems (ADAS) software and autonomous driving systems. That BlackBerry QNX software is used by automakers and Tier 1s, including Aptiv, BMW, Bosch, Ford, GM, Honda, Mercedes-Benz, Toyota, and Volkswagen today.

Samuelsson staying at Polestar

Håkan Samuelsson, who first joined Volvo Cars as a board member in 2010, the year Volvo became a subsidiary of Chinese automaker Geely, has held the role of CEO & President of Volvo Cars since October 2012. He announced earlier he would like to retire in 2022.

Under his guidance, Volvo worked its way up among the European premium brands backed up by the Chinese. He also pushed Volvo toward electrification, leading the process of becoming a pure electric carmaker by 2030. He made Polestar an independent electric brand and set up Lynk & Co in a joint-venture with Geely.

Samuelsson will stay as Chairperson of Volvo’s sister-brand Polestar Automotive Holding UK Limited to see it through the de-SPAC process to list on the Nasdaq stock market.

Industry / Mobility / Portrait / Top Stories Today

Elon Musk ‘Person of the Year’ for Time Magazine

Hilde Van Raemdonck Posted On December 14, 2021

Time Magazine has declared the American billionaire Elon Musk ‘Person of the Year’. According to the magazine, Musk is a clown, a visionary, and a genius, but above all the man who wants to save the planet and find a new one to live on. He’s one of the few individuals who considerably influenced life on earth.

Musk is a pioneer and inspirer of the electric car manufacturer Tesla, space travel company SpaceX, the Boring Company, specialized in infrastructure and tunnel construction services, and Neuralink, a neurotechnology start-up, developing implantable brain-machine interfaces.

Influencer

In April 2021, Musk’s SpaceX obtained a contract with NASA to transport American astronauts to the moon. It was also the first company to bring four space tourists into space without an astronaut. Musk is also an influencer, and his tweets about crypto coins caused significant fluctuations in the value of the coins.

At the moment, Elon Musk is considered the richest man in the world – his fortune is estimated at more than 250 billion. “The man represents the most important revolutions in our society: the permanent loss of traditional institutions and the malfunctioning of the governments, giving companies more power and responsibility,” as Belga press agency quotes Edward Felsenthal, chief editor and CEO of Time Magazine.

South African roots

Time Magazine elected Musk for creating possible solutions to an existential crisis, embodying the possibilities and dangers of the tech titans’ era, and guiding the most daring and disruptive transformations in society.

Elon Musk was born in 1971. His mother is Canadian, his father is South African. He was raised in Pretoria (South Africa) before moving to Canada at the age of 17.

Last year, Time Magazine proclaimed the American president Joe Biden and vice president Kamala Harris ‘Person of the year; in 2019, it was climate activist Greta Thunberg. Earlier nominates were Donald Trump, Jeff Bezos, Barack Obama, and Mark Zuckerberg.

Industry / Portrait / Technology / Top Stories Today

Ford kicks off E-Transit real-world customer trials

Félix Bouland Posted On August 25, 2021

Ford gives ten E-Transit prototypes to partners in the UK, Germany, and Norway to start real-world customer trials. Over six to twelve months, different versions of the new electric van will be tested in intensive real-world conditions.

Following development at Ford’s proving grounds and engineering facilities, the carmaker is keen to get feedback on usage patterns and charging behavior before the product’s market launch in spring 2022. A few years ago, Ford followed a similar path, making its Transit Custom Plug-in Hybrid prototypes available for real-world testing in central London.

‘Valuable feedback’

“Real-world mileage in customer’s hands helps us to show the business benefits that E-Transit can deliver, as well as providing valuable feedback on usage patterns and charging behavior so that we can refine the operating experience,” says Dave Petts, urban electrified vans’ Market Lead at Ford of Europe.

Ten E-Transits will be driven in the UK, Germany, and Norway. Partners include AWB waste disposal, the City of Cologne, DHL Express UK, DPD, Norwegian Post, Ocado, and Recover Nordic. Following development on Ford’s proving grounds and engineering facilities, real-world customer trials will last from six to twelve months.

From box to tipper

Ford showcases that the versatility of the ICE Transit will remain. The E-Transit will be available as a dropside pick-up for construction sites, caged tipper for waste disposal, conventional box body for last-mile deliveries, or even a refrigerated box body for grocery delivery.

Industry / Portrait / Top Stories Today / Weekly Newsletter

Former TME boss Johan van Zyl slain by Covid-19

Joris Van Roy Posted On August 2, 2021

Johan van Zyl, former boss of Toyota Motor Europe (TME), has died at the age of 63 in its home country of South Africa, slain by the complications of the Covid-19 infection he caught in July. The news was made public by Toyota on Sunday.

“It is with great sadness that we inform you of the passing of Dr. Johan van Zyl on Friday evening, July 30th, 2021. This unfortunate loss has come as a shock to all of us. We have lost a much loved and admired leader – and an amazing person – who will always be remembered for his humor, calmness, and personal empathy,” Toyota says in the press release.

President and CEO of TME

“Dr. van Zyl began his career with Toyota in 1993, when he was appointed Director of Vehicle Sales & Dealer Network for Toyota South Africa (TSA). He was promoted to the role of President and COO of TSA in 2002 before becoming President and CEO in 2003. In June 2009, Dr. van Zyl was appointed a Managing Officer of Toyota Motor Corporation (TMC) and became CEO of the Africa Region in April 2013.”

“In 2015, he took on the role of President and CEO of Toyota Motor Europe (TME) and became a Senior Managing Officer of TMC in April 2017. Dr. van Zyl retired from TME at the end of March but remained as Chairman of TSA on his return to South Africa.

Europe’s special place in the energy transition

In a final interview with the British car magazine Autocar, just before leaving for South Africa, Johan van Zyl pointed at Europe’s special place in the energy transition. “I think the road is quite clear in Europe: the move toward electrification is not something new for us. We started many years ago with this, but I think we’ll see some acceleration now.”

“More hybrids will enter the market, more plug-in hybrids and, of course, battery-electric vehicles as well, and Toyota will do the same,” he added. “2030 seems to be a very long time away, but it’s not, it’s two model lifecycles, and then we’re there.”

“We want to sell a million zero-emission vehicles by 2025, so we’ve already pulled forward our plan. The original target was 2030, and now it’s 2025. In Europe, for instance, Toyota will launch at least ten electric models.”

Blowing hot and cold

So far, Toyota was blowing hot and cold when it comes to BEVs. In December, Toyota boss Akio Toyoda already made it very clear that he does not want to accelerate EV adoption too much.

The grandson of Toyota’s founder, Kiichiro Toyoda, and now President and CEO of the company, said Japan would run out of electricity in the summer if all cars were running on electric power.

Energy / Industry / Portrait / Top Stories Today / Weekly Newsletter

Opel CEO Lohscheller goes to VinFast

Tony Verhelle Posted On July 28, 2021

The leaving Opel CEO Michael Lohscheller is to become CEO of the Vietnamese car manufacturer VinFast LLC. After his departure from Stellantis, set at the end of August, the Opel CEO will be charged with expanding VinFast’s operations and its presence around the globe, as the company announced.

Lohscheller’s departure from Opel/Stellantis has been known for a few weeks. Opel had announced that Renault DACH boss Uwe Hochgeschurtz would take over in Rüsselsheim as of September, as Lohscheller had “decided to take on another challenge outside the Stellantis Group”. So now it is clear where the current Opel boss is heading.

VinFast goes global

According to VinGroup, the largest conglomerate in Vietnam, Lohscheller has been appointed CEO of the VinFast Global car division.

His task: “to lead VinFast’s operations in the current markets of Vietnam, the US, Canada, France, Germany, and the Netherlands, with the clear objective of growing the business with a focus on North America and Europe”. This includes implementing strategic initiatives to make VinFast a global smart electric car company, VinGroup adds.

“VinGroup warmly welcomes Michael Lohscheller to our leadership team. We strongly believe that his appearance will accelerate VinFast’s up and running global expansion,” said Thuy Le, vice-chairman of VinGroup.

“Michael Lohscheller’s participation in VinFast’s senior management team reaffirms VinGroup’s long-term plan in attracting outstanding talents and acquiring management expertise from elite circles of the global automotive industry.”

In the VinFast announcement, Lohscheller says he has always been attracted to new challenges throughout his career. “When the opportunity came to join VinFast, I was immediately attracted because of the growth opportunities,” Lohscheller said. “I look forward to working with the leadership team to grow the company and establish it as a global smart electric car company.”

At VinFast, Lohscheller will take over responsibility at an important stage. Currently, the company (production takes place in its own manufacturing complex in northern Vietnam) develops and manufactures electric scooters and electric buses.

Production of the first passenger cars is to start soon: three electric vehicles will be launched in Vietnam, North America, and Europe in 2021 and 2022. VinFast had given the first details of the models in January 2021. According to this statement, they were called VF31, VF32, and VF33. However, just a few weeks ago, more information was released, and the model names appeared to have changed into VF e34, VF e35, and VF e36, aiming at the C, D, and E segments.

Looking for a new challenge

Lohscheller has more than 20 years of experience in the automotive industry. Among other positions, he was executive vice president of Volkswagen Group of America. After joining Opel, he took over the finance department, rising to become chairman of the executive board after the departure of then Opel CEO Karl-Thomas Neumann. In this role, he oversaw the integration of Opel into the PSA Group and led the brand back into the black.

In addition to the new challenges at VinFast, disagreements at his current employer may also have contributed to the change. As the German newspaper Handelsblatt wrote last week, Lohscheller had not been satisfied with his new position in the Stellantis Group.

Within a few months of the merger, the Opel management was reduced to a minimum of two people – important departments such as development, finance, and sales are now managed at the Group level.

As a result, Lohscheller no longer even had direct access to his own development department as Opel’s boss. According to the report, the ambitious manager did not want to come to terms with the role as pure brand boss and not be a member of the Stellantis board, a position he rightfully had in the PSA board.

Industry / Portrait / Top Stories Today

Elon Musk’s veteran lieutenant Jerome Guillen has left Tesla

Piet Andries Posted On June 9, 2021

“As of June 3, 2021, Jerome Guillen, President, Tesla Heavy Trucking, of Tesla, Inc. (“Tesla”), departed Tesla. We thank him for his many contributions and wish him well in his future career.”

Nope, that’s not a tweet by Elon Musk. Instead, via a filing for the American Security and Exchange Commission (SEC), Tesla announced officially that one of his executive veterans, Jerome Guillen, has left the company.

The departure comes as a surprise. Guillen has almost always reported directly to Elon Musk. And while the American manufacturer of electric vehicles is renowned for the speedy rotation of its management team, Guillen was one of the trusted values during the years of growing pains and rise of the company. He served the firm for almost a decade and was one of the most well-known top dogs from Tesla.

Saving the Model 3

Guillen played a decisive role in bringing the Model 3 to market, a model that still serves as the most important lever for the company’s global presence. When the company was confronted with aggravating assembly problems, Guillen was the guy that put up a tent aside from the factory to keep up the production pace.

Nor Guillen nor Musk have commented on any reasons behind the decision. No replacement was announced either. However, in 2015 Guillen already took a sabbatical year from the company, after which he returned to finally become head of Tesla’s automotive division for a while. Analysts speak of a substantial loss for the company, as the man can be considered Elon Musk’s most important lieutenant.

Responsible for Semi-Truck

Jerome Guillen started his automotive career at Freightliner, Daimler’s truck division, where he successfully oversaw the development and roll-out of the Cascadia. But in 2010, the French engineer remarkably moved to Tesla. He was trusted with bringing the Model S to market, taking care of prototype testing and production.

Thereafter he was held responsible for the Heavy Trucking department at Tesla, a position to which he returned in March this year. Guillen’s expertise in heavy trucks made him the ideal man to bring the Semi-Truck to customers. Especially since the program is experiencing a delay that needs to be fixed. Months before the first deliveries of the Semi-Truck, Guillen has thrown in the towel.

Industry / Legislation / Portrait / Top Stories Today

Ghosn has to refund € 5 million to the Alliance

Tony Verhelle Posted On May 21, 2021

Former Renault and Alliance boss Carlos Ghosn has to refund € 5 million to the Alliance (Renault/Nissan/Mitsubishi) he was leading until the end of 2018. As the Alliance has its registered office in Amsterdam, the ruling comes from a Dutch court.

Carlos Ghosn had sued the Alliance before the Dutch court because he found himself illegally ousted from its CEO functions. He claimed a € 15 million compensation fee. The Amsterdam Court now has issued that there was no contract (anymore) tying the Alliance to the CEO. So, he had no righteous claim.

No contract

In a press release, the court has stipulated that the necessary approval of the board for such a contract was missing. The court made clear that the former contract (starting in July 2012 and expiring in April 2018) had not been reiterated officially.

Consequently, Mr. Ghosn has earned eight months of unjustified fee, and the court has urged him to refund almost € 5 million accordingly.

Fall of a tycoon

The French-Lebanese-Brazilian car guru fell off its throne in November 2018 when he was arrested in Japan under four different accusations. Two for avoiding taxes on non-declared revenues, two for aggravated abuse of trust.

Carlos Ghosn has always exclaimed his innocence and accused the companies he was or had been leading (especially Nissan) of plotting against him.

After several months in a Japanese prison, Ghosn was partly liberated under caution and had to stay in Japan until his case came before the court. He escaped from the country in pure James Bond style (hidden in a music flight case) and arrived with a private jet in Lebanon.

As Mr. Ghosn is a Lebanese citizen and his country has no extradition agreement with Japan, he can, at the moment, not be pursued by Japanese justice for the cases alleged against him.

However, Beirut remains a golden cage for him, as he can be caught and extradited to the Japanese authorities whenever he sets foot on the ground in a country with an agreement with the Japanese state.

Portrait / Sports / Top Stories Today

Michel Vaillant’s cartoonist Jean Graton dies aged 97

Félix Bouland Posted On January 22, 2021

The Father of the Michel Vaillant cartoon, Jean Graton, has passed away in Brussels this Thursday, aged 97. Graton, who was born in France in 1923, settled in Belgium in the late forties, where he published the first adventures of his racing driver character, Michel Vaillant, in Tintin’s journal in 1957.

He leaves a legacy of racing-inspired cartoons and illustrations for Les Belles Histoires de l’Oncle Paul, Julie Wood, or Les Labourdet.

The last sacred monster of Franco-Belgian comics’ golden age has passed away peacefully and surrounded by his family this Thursday. He was the father of the iconic cartoon series Michel Vaillant, telling the story of a fictional racing driver who nursed the love for machines and racing of many children and adults over the years.

Birth of a racing legend

Born in France in 1923, Jean Graton had a difficult early life after his mother’s death and his father’s arrest by the Germans in 1939. After working in the Nantes shipyard, he heads to Belgium to live from his passion for drawing. After a stint at the Spirou Magazine, he joins Tintin’s journal, where he benefits from more freedom to draw what he really loves: cars and racing.

In 1957, he created a new short story centered on a fictional racing driver named Michel Vaillant. One after the other, stories gather popularity, and the first comic strip was published in 1959. 75 more will follow over the years, featuring futuristic views on the car industry, apart from the personal stories.

Racing realism

“For his stories to be as realistic as possible, he dived right in the bath. He would go to racing events, question drivers and team managers. He took a lot of detailed photos. He was constantly gathering information,” notes Daniel Bouchez, Graton’s collaborator from 1969 to 2002, in a recent interview with L’Avenir.

“The realism of his stories is remarkable. His albums are more credible than any motorsport film. He doesn’t make the slightest mistake and draws beautiful cars ahead of their time. He is a great creator, the Pininfarina of comics,” declared Belgian racing driver Jacky Ickx, in an interview with Le Soir back in 2014.

Jacky Ickx figured in several of Graton’s stories and was always painted with great respect. But in the end, he never won. “For Graton, the Vaillants had to win always and everywhere,” muttered Ickx, a little disappointed, as only true winners can be.

Industry / Interview / Mobility / Portrait / Product / Top Stories Today / Weekly Newsletter

Alain Visser, CEO of Lynk & Co (1): ‘We go for another business model’

Tony Verhelle Posted On January 12, 2021

The Belgian Alain Visser is Lynk & Co’s CEO, the Chinese Geely daughter who intends to change things on the car market. Many new and sometimes controversial ideas come from or are stimulated by the CEO — no better reason for having a chat with him.

We’ve known Alain Visser for a long time. Already when he was the CEO of Ford Belgium, he had this invaluable quality of appealing to people. We remember him also as the big star of a ‘big style’ Opel Corsa launch in London.

Charismatic

After a long career with Ford, Visser had moved to the arch-rival GM to lead the marketing division in Europe. His ‘show in the show’ was brilliant, charismatic, faultless. From the ‘event master’ of the show, we got the info that he was at the same time flexible enough to adapt himself to the expectations of the organizers and confident enough to make his own show of it.

When moving to the US’s GM headquarters, he quickly collided with other big shots about some future strategies and decided to quit the car sector altogether. But old habits die hard. When suddenly Volvo asked him to join them in steering the ‘Chinese’ Swede to success, he couldn’t resist.

Alain Visser is also one of the first who put a question mark after the obligation to be present at all ‘big’ motor shows on earth. He decided that Volvo would attend three, Geneva in Europe, one in the US, and one in China. That’s it.

To prove that he could also be lenient and understanding, he found a ‘Belgian’ solution for the Brussels Motor Show. Together with the Belgian MD, he concocted that the Brussels show was, in fact, a ‘vendor’s fair’, so Volvo could continue to support the event.

Some four years ago, he left the Swedes for a new challenge under the Geely umbrella, developing a new brand that wants to establish itself a unique position on the market. Technically, until now, Lynk & Co leans heavily on its Volvo sister, its first car (the ’01’) being very close to Volvo’s small XC40 SUV, but style- and marketing-wise it wants to be totally different.

Ghent

Lynk & Co positions itself as a global brand. Taking Volvo’s technical parentage into account, the first intention was to build the Lynk & Co 01 also in Ghent, the home turf of the small Volvo models. But as the launch of the brand took some delay, and the success of the XC40 was even better than expected, plans to produce in Ghent are in the fridge for now.

“But in the long term, I would like to produce also in Europe,” comments Visser. “To me, the flexibility and the proximity of producing local are more important than possible price differences between countries or continents.”

Another business model

“Take a look at the statistics,” Visser continues. “A growing number of people are hesitating about buying a car. It’s an expensive object sitting numb along the road or in the garage for 96% of its lifetime. How can one see this as a good investment?”

“Even my own sons ask me, ‘Daddy, what did you do with your life?’ What you’re doing is completely unsustainable; you can’t continue like this. So we decided to go for another business model, to stop trying to sell cars like all others (still) do, but to try to sell mobility.”

“I know that everyone is pretending to do the same nowadays, but in our business model of membership, of sharing a car, of paying a monthly fee for mobility, with a contract terminable every month, I think we are unique.”

Tomorrow, in our second part of the interview with Alain Visser, we will take a closer look at this model and his thoughts about the car industry: “For 100 years now, the car industry is doing the same thing over and over again. They think of themselves as being progressive or even revolutionary. I think they’re not.”

Industry / Portrait / Top Stories Today / Weekly Newsletter

Stellantis is a fact, who are the men behind it?

Tony Verhelle Posted On January 5, 2021

On Monday, the shareholders of Fiat Chrysler Automobiles (FCA) and Peugeot S.A. (PSA) approved the merger of FCA and Groupe PSA to create Stellantis N.V. by an overwhelming majority (with more than 99% of the votes cast in favor of the transaction).

Following today’s approval by shareholders and receipt of the final regulatory clearances over the course of the last month, including notably from the European Commission and the European Central Bank, FCA and Groupe PSA expect to complete the combination on January 16, 2021.

The new Stellantis entity will have more than 400 000 employees and count 14 different brands. In the documents delivered to the authorities concerned, PSA and FCA estimate the whole operation’s cost at €4 billion. They think to be able to save €5 billion every year out of the synergies.

Stellantis will be the fourth biggest car manufacturing group globally in volume, behind Volkswagen Group, Toyota Group, and the Alliance Renault/Nissan.

Reactions

The reactions in France and Italy are a little different. Where most of them are very positive in Italy, there are some doubts in France. “This fusion is a matter of surviving for both companies,” says Giuliano Nocci, professor at the Polytechnical school in Milan.

“Thanks to this union with PSA, FCA can reinforce its presence in Europe,” says Guiseppe Berta, professor at the Bocconi University in Milan. “On the other hand, the French group can be present again in the North-American market.”

In France, the Phitrust Fund, which detains less than 1% of PSA’s capital, is critical. “FCA needs PSA more than the other way round,” it sounds. “PSA is performing better in all the key aspects,” underlines the fund in a press release.

Synergies

Phitrust also warns that Fiat has no maneuvering margin in Italy while receiving a guaranteed loan of €6 billion from the Italian state. “The French factories of PSA could pay for this with massive job reductions.”

That’s also the concern of the French unions. “Today, FCA is still a big unknown entity for us,” says Franck Don of the CFTC union. “What are the synergies to be found, what will be the consequences for the plants situated in France?”

Christine Virassamy of the CFDT union wants a firm engagement from Stellantis concerning the factories and the research centers. “It’s the social and ethical side of the deal that will decide if this fusion will succeed or not,” she points out.

The men behind (1): Carlos Tavares

On the PSA-side, the strong man behind the merger is CEO Carlos Tavares (62). In 2013, the Portuguese manifested his ambitions a little too much at Renault, and the then almighty other Carlos (Ghosn) ousted him immediately.

This was an awful move with hindsight because Tavares went to the then-ailing competitor PSA and won it in less than five years. His politics are always the same: operational efficiency and sales making money, not volume at all costs.

Carlos Tavares expects the same austerity, efficiency, and discipline from his closest collaborators as he has always had. Meetings have to be short and to the point; eating is to feed the body, not to enjoy too long, etc.

The results are rather spectacular. After turning around PSA, the group bought Opel in 2018 from GM and made it financially viable again in a year. In 2019, the PSA Group registered a net benefit of €3,2 billion, and it resisted very well to the pandemic crisis last year.

Tavares is proud of what he achieved and wants to go further, despite the decline in China. “I still want to increase the sales outside Europe by 50%,” he claims. He’s sure that the merger with FCA can help him do this, afraid that he is too dependent on the European market.

The men behind (2): John Elkann

He has the looks of a discrete jet-setter, but John Elkann (44), president of the board of FCA and heir apparent of the Agnelli family, is rather a tough cookie and a dreaded negotiator. As Tavares will be the CEO of Stellantis, he will be the President of the Board.

This grandson of Gianni Agnelli doesn’t like the spotlights. In 2018, he was surprised by his mentor’s sudden death inside the company, Sergio Marchionne. “You learned us to think differently, to have the courage for change and action. Too ban fear,” he said at the funeral with a voice almost broken by emotion.

“He is a reserved man but very determined when he thinks some things have to be done,” says Guiseppe Berta. When he had to come out of the shadow of Marchionne, he has immediately confirmed as the leader of the company.”

John Elkann wasn’t destined to lead the Fiat group, but the sudden demise of his cousin Giovanni Agnelli, chosen by Gianni Agnelli as his successor, changed everything. His grandfather gradually initiated John (nicknamed ‘Jaki’) to take over the reins once.

Once again, two demises will accelerate his career: Gianni Agnelli dies in 2003 and his brother Umberto one year later. The Fiat Group is in hazardous waters until Sergio Marchionne takes the lead and unties it with Chrysler in 2009. From 2010 on, Elkann will be the silent but strong support of the Agnelli family and the other shareholders to the Marchionne policies.

In the local Italian press, Elkann is known as ‘Jaki the conquerer’. As CEO of Agnelli’s company, Exor, he is also the biggest shareholder in the new Stellantis Group. Exor also owns Ferrari, the Turin football club Juventus, and different media, the magazine The Economist.

Environment / Industry / Portrait / Top Stories Today

BMW CEO Oliver Zipse to lead ACEA next year

Tony Verhelle Posted On December 11, 2020

Oliver Zipse, the CEO of the German car manufacturer BMW Group, will lead the European Automobile Manufacturers’ Association (ACEA) in 2021.

Mr. Zipse was appointed President of the association during a meeting of its Board of Directors, composed of the CEOs of Europe’s car, van, truck, and bus manufacturers. As of January, he will take over the ACEA presidency from Michael Manley, CEO of Fiat Chrysler Automobiles (FCA).

Pivotal year

After the pandemic year 2020, which has been a disaster for a lot of car companies, especially suppliers, 2021 will be of utmost importance to a lot of them. Certainly when you see that the corona crisis has accelerated things, e.g. the energy transition in the entire car world.

“2021 will be a pivotal year for the EU auto industry in the transition to sustainable mobility,” said Oliver Zipse. “This aspiration comes against the backdrop of the COVID-19 pandemic, which has hit the global economy and our sector hard.”

“However, we are convinced of the need to join forces across industries and with political leaders to achieve the greatest impact in fighting climate change. All parties involved need to contribute to this overarching goal of reducing emissions,” he added.

“An urgent task is the EU-wide rollout of charging infrastructure to ensure everyday usability of electric vehicles for customers in all member states. In addition, we need to utilize the latest innovations across the full range of drivetrain technologies to meet all customers’ demands.”

ACEA

Although the star of the European car industry has been waning lately, due to a series of scandals or controversies where Dieselgate was by far the biggest, the car industry remains a very important factor in Europe, providing jobs to at least 14,6 million people (directly and indirectly), according to ACEA.

The manufacturers’ association ACEA still has an important role to play here, surely when authorities and politicians are augmenting the (mainly environmental) pressure on the industry and the car in general.

So it’s no surprise that a leading CEO of a German carmaker will take the lead of the organization this crucial year. The German car industry is, without doubt, the most important one in Europe and still has a listening ear from many politicians.

Lately, the policy of ACEA seems to be the following. The association endorses the general goals of the EU regarding the energy transition and the need to become sustainable on all levels but wants to warn for precipitation or focusing too much on a sole solution.

ACEA’s members at the moment are BMW, CN-I, Daf, Daimler, Ferrari, FCA, Ford, Honda, Hyundai, Jaguar Land Rover, PSA, Renault, Toyota, Volkswagen, and Volvo (cars and trucks). It has partnerships with almost all automotive stakeholders all over the world.

The ACEA President is elected for a year-long term, which can be renewed once.

Breaking News / Industry / Portrait / Top Stories Today / Weekly Newsletter

Roland D’Ieteren (78) has passed away

Tony Verhelle Posted On December 11, 2020

Roland D’Ieteren, the enigmatic car lover and former CEO and President of the family company D’Ieteren, has died on Thursday from the coronavirus’s effects.

For 30 years, he was the CEO of his family business, founded by Jean-Joseph D’Ieteren in Brussels in 1805. Roland D’Ieteren was the sixth generation in the company and stayed on as President of the board until the age limit of 75 in 2017.

After the war

World war II was a turning point in the D’Ieteren history. Roland’s father, Pierre, got Volkswagen’s import rights, and together with the success of the VW Beetle, the D’Ieteren star began to rise.

D’Ieteren was not only the importer of VW; the company also assembled VWs (mostly Beetles). The factory in Forest (Brussels) was sold to Volkswagen in the early seventies and is now the production site of the Audi e-tron.

Under the reign of Roland, the family business became the international group it is now. In 1989, D’Ieteren took over the car renting company Avis Europe (which has been resold since), and in 1999, the glass specialist Belron was acquired. The latter is also the renowned Carglass repair service’s mother company and remains the jewel in the company crown.

Well-known

Roland D’Ieteren was extremely media-shy — it’s challenging to find him pictured — but his name rang a bell in the whole automotive world. He shared school banks with former VW patriarch Ferdinand Piëch. The families even went on holiday together and built up an impressive relational network.

In 2006, when the VW factory in Forest was near death, Roland brought his old school mate Piëch and the (then) Prime Minister of Belgium, Guy Verhofstadt, together. The two men appreciated each other, and the Brussels factory was saved and became an Audi plant.

Roland D’Ieteren was also very close with the Belgian court (in 2009, he got the title of a baron) and was considered one of the top 25 richest Belgians. His personal holding Nayarit (together with his son Nicolas, now President of the board at D’Ieteren) still has 32% of D’Ieteren shares. His sister Catherine detains 25,5% (via the holding SPDG Group).

Car nut

Although the family business diversified, Roland has always been a car guy. He had an unbelievably rich collection of old cars (the D’Ieteren Gallery) and an even more exclusive personal collection.

People came from all over the world to admire the Gallery. One of the latest famous visitors to be guided by Roland himself was Jay Leno, the popular American TV host, and an even bigger car nut.

Roland D’Ieteren also had his personal little toys like the Italian carrozzeria Touring Superleggera he bought in 2006. He was also personally involved in another Italian coach maker (Zagato) and a famous wheel producer (Borani).

At its top

The corona pandemic has unexpectedly taken the life of one of Belgian’s biggest car monuments. He has suddenly left us now that his company has reached an absolute record as a share was valued at almost €70 this week. It means that the stock value of the company now turns around €3,7 billion.

In 2019, D’Ieteren Group recorded a turnover of €3,8 billion, but if you include glass manufacturer Belron (of which it detains 58% of shares), total turnover would be around €8 billion.

Industry / Opinion / Portrait / Top Stories Today / Weekly Newsletter

Hyundai is rehiring design guru Luc Donckerwolke

Tony Verhelle Posted On November 4, 2020

In March of this year, Belgian car designer Luc Donckerwolke seemed to be leaving Hyundai through the back door. Today, he’s coming back as Chief Creative Officer (CCO), a new prominent position apparently created for him.

Donckerwolke resumes his career as Executive Vice president, but his office will now be located at the Hyundai Motor Europe Technical Center. He will be in charge of design-related communication about the luxury brand Genesis, the ‘electric’ brand Ioniq, and future fuel cell vehicles.

Newly created function

Donckerwolke will not resume its old position as Chief Design Officer for Hyundai Group, a post he inherited from Peter Schreyer not so long ago. As CCO, he will now have to collaborate and steer the design centers involved in the future of Hyundai Motor Group.

The ‘normal’ design work for the Hyundai, Kia, and Genesis brands will be overseen by existing management. This means that Senior Vice President SangYup Lee will continue to lead the Hyundai and Genesis brands’ design, while the recently (last year) appointed Karim Habib (ex-BMW and Infiniti) will continue to lead design for the Kia Brand.

‘Enfant terrible’

Belgian Luc Donckerwolke started his design career as an apprentice in 1990 with Peugeot. Two years later, he left for Audi, where he will be remembered for the outspoken and still unrivaled design of the A2, a car that became a design icon but also a commercial flop.

He stayed within the VW Group for more than twenty years. From Audi, he moved to Skoda, where he designed the Fabia and Octavia. He was ‘rewarded’ for his good job at Skoda by being appointed designer at Lamborghini in 1998.

In Italy, he supervised the birth of the Murcielago and Gallardo super sports cars, becoming the design director of the iconic brand in 2003. In 2005, he left for Seat, where he had a great influence on the design language of the Spanish VW daughter.

In 2012, he had to succeed another Belgian, Dirk Van Braeckel, at the head of Bentley. He finally decided to leave the Volkswagen group (in 2016) and respond to the siren call of Hyundai and its design responsible Peter Schreyer (also originating from Audi).

Luc Donckerwolke has often been considered the ‘enfant terrible’ of the car design world, a special feat considering the number of very special egos that is fairly common to this important section within the car industry.

He has always been a flamboyant person with very outspoken views on car design (among other things) and very dedicated to his work. Apparently, the fact of being too high up in the ranks of a big group as Hyundai (lots of paperwork and strategic meetings, less design) annoyed him more than he could bear.

In March, Donckerwolke left Hyundai quietly into the night for personal reasons. Now, he’s back, to do the things he likes the most: thinking and talking about design.

Industry / Portrait / Top Stories Today

Elfi Janssens is new MD of Volvo Car Belux

Tony Verhelle Posted On November 2, 2020

From the 1st of December, Volvo Belux will have a new Managing Director. Elfi Janssens will succeed Wim Maes, who left his Belgian position to become MD of Volvo Russia. We messaged about his departure in mid-September.

Elfi Janssens (54) studied applied economics at the University of Antwerp. She started her professional career in 1990 and occupied different sales functions. She has two children.

Dyson

Before the millennium turn, she started working at Dyson, the well-known British manufacturer of hoovering apparel and other household appliances, led by its willful founder James Dyson, who patented more than 130 inventions. Dyson even wanted to start building cars, but he stopped trying after having spent half a billion.

Elfi Janssens introduced Dyson on the market in Belgium and Luxembourg from scratch and became MD of the Belux branch. Later she became responsible for the brand in the whole Benelux area.

Bernina

Two and a half years ago, Janssens changed air and went to Bernina, the famous Swiss manufacturer of quality sewing machines, where she was MD for the Benelux.

Volvo

And starting next month, she is the new MD of Volvo Belux, starting in quite a difficult period, Europe being hit by the second wave of the Covid-19 pandemic and Belgium in a semi-lockdown.

Nevertheless, Janssens is determined which way her new company has to go. “In a fast-changing world, the consumer and client of the car industry now demands a whole variety of mobility solutions,” Janssens explains.

“Volvo’s strategy has taken all this into account. I look forward to tackling all the problems and find the appropriate solutions with my whole team and all our Volvo ambassadors,” she adds.

Health / Mobility / Portrait / Top Stories Today / Transport

Brussels Airport intercontinental hub for corona vaccines?

Hilde Van Raemdonck Posted On September 17, 2020

Brussels Airport expects the first large loads of corona vaccines to arrive as soon as mid-October. The Belgian airport has major trump cards to become an important hub for the intercontinental transport of corona vaccines, they believe.

Last week, the international aviation organization, IATA, tried to draw a picture of the challenge. No less than 8 000 jumbo jets will be needed to transport the vaccines for all citizens on earth. Logistics group DHL estimates that in the coming two years, 15 000 vaccine loads will be necessary. Aviation plays an important part in the transport of vaccines.

Challenge

The vaccine is still in full development, but there is no time to lose to prepare the transport of hundreds of millions of vaccines to the farthest countries of the world. A real challenge, according to Nathan De Valck, responsible for all airfreight at Brussels Airport.

One of the large concerns, however, is the drastically reduced number of passenger flights. And, there are more worrying factors. Corona vaccines can only be transported at a constant temperature of up to minus 70°C. On top of that, theft, imitation, or fraud definitely have to be avoided.

De Valck, therefore, stresses the impact on the available transport capacity by the reduced number of passenger flights since the beginning of the corona crisis. “The lack of sufficient transport capacity could become a real bottleneck to get all vaccines at their destinations,” he explains.

Cooled warehouses

He thinks it might be perfectly possible that in the coming weeks and months, grounded airplanes will be used to transport corona vaccines. Two months ago, airfreight organization TIACA and Pharma.Aero already gathered to find how they would transport the vaccines as fast as possible.

According to De Valck, Zaventem is well-prepared for the transport of millions of vaccines. “Zaventem has the largest surface of temperature-controlled warehouses,” he says. “The airport invested heavily in the extension of them. Some of them at the freight airport of Brucargo are ready just in time to handle the expected flow of vaccines.”

Logistic strategies

De Valck, however, admits that there still are some uncertainties at the airport. “Today, the exact transport conditions, for instance, are not known yet, because the production facilities still are working on their logistic strategies.” It will be a matter of close collaboration between the airport and all the logistic parties.

Some vaccines will have to be transported at very low temperatures. “We’re used to transporting vaccines at two to eight degrees, but transporting them at freezing temperatures (-70°C) is new for us.” All the more, because these temperatures have to be guaranteed from the moment of departure to their arrival at their destination.

‘Wheeled cool boxes’

Apart from all these preparations, Brussels Airport will provide a fleet of freight trailers between the cooled warehouses. The trailers are equipped with cool boxes to transport the vaccines safely from the airplanes to the warehouses. The Belgian airport was the first airport to introduce these ‘wheeled cool boxes’ on the tarmac.

Industry / Portrait / Top Stories Today

Volvo Car Belux MD Wim Maes moves to Russia

Tony Verhelle Posted On September 16, 2020

Wim Maes, the current managing director of Volvo car Belux, will be assuming the same function as MD at Volvo Cars Russia as of the 1st of November.

Wim Maes became the Belux MD in April 2013. “I’m sure that Volvo is now well-positioned to cope with the challenges of the future,” he declared. “I’m sure the brand will reinforce its leading position concerning safety, innovation, and electrification.”

30 years

Wim Maes has been working for Volvo for some 30 years now. Fifteen of them were in foreign countries; the other half in his home turf. In the last seven years, he has been working on the transformation of the company in Belgium, rearranging the distribution network, and repositioning the brand.

In fact, Wim Maes was scheduled to leave earlier, in June already, but the corona crisis threw a spanner in the works. Now he will be assuming his new function from the first of November onward.

“It’s with great pleasure that I accept this new challenge. I’m a strong believer in the core values of the Volvo brand: quality, safety, and environmental respect. I’m convinced that we can offer something unique in the premium segment.”

His successor in Belgium is not known yet. Her/his name will be communicated as soon as possible, probably within a few weeks.

Europe / Industry / Portrait / Product / Top Stories Today

Elon Musk meets Herbert Diess in an ID.3

Tony Verhelle Posted On September 8, 2020

There seems to be a bromance growing between Tesla CEO, Elon Musk, and Volkswagen Group CEO, Herbert Diess. During his last visit to Germany, Elon Musk’s private plane left Berlin for a small detour to the airport of Braunschweig.

There, VW CEO Herbert Diess was waiting for him with a prototype of the electric ID.4 SUV (coming late this year) and a short drive on the runway with an ID.3. Musk drove, Diess was co-pilot and gave the comments.

Apparently, Diess wanted to know what the boss of the company that made electric driving fashionable, thinks about VW’s first real attempts to go for the electric car market.

Musk was in Germany to speak with authorities about the progress in building his new giga-factory near Berlin and to inspect the proceedings until now. The aim is to start production in the summer of 2021 and, in time, produce 500 000 EVs every year.

Laudation

Volkswagen CEO Herbert Diess posted a video on his LinkedIn page under the caption, “We are ready for take-off!” In the comments under the footage, he also said, “Thanks for the visit, Elon! Hope you like the video. It was great driving the ID.3 with you!”

“You were just quite critical with the available torque at a higher speed. I told you: “Yes, we are on the runway – but no need to take off – it’s not a sports car.” For this, you should try our Porsche Taycan. Looking forward to our next meeting!”

‘Tesla is doing a good job’

Before Diess has also admitted that he appreciates what Tesla is doing. “I think Tesla is doing a good job. They don’t have to care about the legacy. They don’t have to care about the next generation of gasoline in motors and so they can really focus on the future. It’s an advantage.”

Asked about who will lead the EV market in ten years, Diess answered the following: “What will be the names of the big players, I can’t tell you. It might be Tesla, it might be Apple, it might be someone from China. I hope that it will be still Volkswagen; we are working hard.”

The times that the classic automotive world wasn’t taking Tesla seriously are apparently totally gone. Diess has also been saying that there is a possibility that Tesla will occupy half of the electric car market in Germany in the coming years. “I hope we will cover the other half,” he has added.

Europe / Industry / Interview / Portrait / Top Stories Today

Nissan COO: ‘The relation with Renault has never been this strong’

Tony Verhelle Posted On September 8, 2020

Ashwani Gupta, a lively Indian in his early fifties, has the most difficult task at Nissan: making the failing Japanese number two profitable again. At Nissan, he’s COO, member of the board, director of operations, and performance. In short, he’s the duty fire officer.

Gupta and the newly appointed Luca de Meo at Renault have a lot in common, says the energetic Indian. “Luca loves cars, and so do I. Luca loves brands and products, the same goes for me. Luca is interested in people, it’s so refreshing to work with him.”

Huge task

Bringing Nissan back in the green is a huge task. For its fiscal year 20-21, Nissan foresees a €5,4 billion loss, the same as the year before. It hopes to become profitable again somewhere in 2022. To achieve this, the restructuring plan Nissan Next has been started, planning a 20% reduction in costs and capacity, and led by Gupta.

“The plan is on its way. We will focus on our key markets (Japan, China, US) and new products. But what we really want to change is the culture within. We want to pass from a volume culture to a culture of values, just like our partner Renault.”

“In the past, we have pushed for volume, thinking that we were able to sell seven million cars or more every year. We never sold more than five. The return to profitability has to come from this new culture of values. And these values are generated by profitable sales, by technological progress, by new sales. That’s the new Nissan.”

Nissan-Renault

Put it in another way, it’s bye-bye to the ‘folly of greatness’ of the former big boss Carlos Ghosn. Gupta points out that the relations between Nissan and Renault have been revived by Jean-Dominique Senard, president of Renault, and of the Alliance.

“In fact, I’m the oldest member of the Alliance direction, and I can assure you that the relations between Nissan and Renault are at present the best I’ve ever known in fourteen years.” Gupta entered the Alliance board in 2006 via Renault-India.

“Since his arrival at Renault in July, I already had six work meetings with Luca de Meo. Just last week, we launched five common projects,” adds Gupta. He’s also not afraid to give his comments on Nissan’s situation in Europe.

“Given our market share of 2,5% in Europe, we can’t afford any longer to have two factories on the old continent. So, we will close Barcelona, but Sunderland is another story. It’s our most performant plant; it’s part of our history.”

Leader-follower

In Europe, Nissan will be a follower in the new leader-follower strategy of the Alliance. “The current Nissan Micra is produced in France by Renault on a Nissan platform,” explains Gupta. “But it’s in a segment and in a region where Renault is leading. For the next Micra, we will ask Renault to develop and produce the car for us. And the same will happen with our commercial vehicles in Europe, where our French partner also leads.”

Is there a risk of losing engineering capacity and knowledge in this? Gupta denies. “You mustn’t confuse the leader-follower principle and loss of competences. The principle is that the partner who dominates a segment or region takes the lead, but everybody else is seriously involved in the project.”

According to Mr. Gupta, the benefits of this strategy are innumerable. “In China, Renault still sells light commercial vehicles with the assistance of Nissan, In Argentina, Renault produces the Frontier pickup for Nissan; in our home town Yokohama we produce parts of the E-Tech engine for Renault.”

“We have dozens of opportunities to work together. Thanks to Mr. Senard, the relationship between Nissan and Renault has never been as tight. The way the Alliance works has never been this clear. It’s clear as crystal.”

Industry / Portrait / Top Stories Today

Former Mitsubishi President Masuko deceased

Tony Verhelle Posted On September 1, 2020

Osamu Masuko, the man who has led Mitsubishi Motors for the last 15 years, has died last week (on Thursday) at the age of 71. In a press release, the company said Masuko died of heart failure. On the 7th of last month, he had stepped down as Chairman for health reasons and became Special Adviser.

Osamu Masuko was appointed as President in January 2005. He developed and implemented the Mitsubishi Motors Revitalization Plan to save the company. Masuko led the development of environment-friendly vehicles, including one of the world’s first mass-produced electric vehicles, the i-MiEV, as well as the world’s first 4WD SUV plug-in hybrid, the Outlander PHEV.

Furthermore, in the ASEAN region, which has become MMC’s growth driver, he succeeded in local production and expanded sales there.

The last one

Masuko was the last top-level leader remaining from when Carlos Ghosn, the former chairman of the three automakers in the alliance, was arrested in November 2018 on charges of underreporting income.

The global car alliance Renault/Nissan/Mitsubishi has lived under increasing strain since Ghosn’s arrest. Apart from Ghosn, former Nissan CEO, Hiroto Saikawa, and former Renault CEO, Thierry Bollore, already left their positions last year.

Masuko negotiated with Ghosn when Mitsubishi Motors was embroiled in a car-inspection scandal in 2016 for falsifying fuel-economy data. Masuko stepped down as CEO in June 2019, and Takao Kato took on the role.

Mitsubishi

Through the years, Mitsubishi has been part of a few alliances. The most important with Chrysler and DaimlerChrysler. As a relatively small player, Mitsubishi was always looking for partners to increase its impact on the market and to realize future plans.

Mitsubishi has always been a company more led by engineering interests than by financial concerns. In 2016, it was in financial trouble again, also due to the above-mentioned fuel-economy data fraud, and the Alliance stepped in, Nissan overtaking some 34% of the company’s capital.

Lately, the three Alliance partners are in bad financial shape. Mitsubishi has also suffered substantial losses and is revising its entire strategy. Given the new agreements within the Alliance and the ‘leader/follower’ principle, each member of the Alliance is concentrating on the world’s regions where they are the strongest.

For Mitsubishi, this is the home market and the so-called ASEAN countries (South-East Asia). As they are already losing money for years in Europe, they have decided to freeze their investments on the old continent and won’t introduce new models anymore.

Industry / Portrait / Top Stories Today

Nikola founder gives six million shares to first few employees

Joris Van Roy Posted On August 28, 2020

Trevor Milton, 38-year old founder and chairman of electric truck maker Nikola, has given away six million of his specific shares in the company to the first few employees who joined him. At the current rate, the shares represent a value of $233 million (€197 million) distributed over some 50 people.

In a press release on Thursday, Milton explains his action. “When we first started this company out of my basement our chances of success were pretty low. I promised those initial, daring employees that I would take care of them one day.”

Making good on a promise

“Today, I make good on that promise and deliver over six million shares to the original employees who took the job and risked their careers on a long-shot idea,” Milton added. “They earned it and have helped me become who I am today. I am forever grateful.”

Milton himself keeps 82 million shares, which is 20% of the company. Milton himself is worth $9 billion, according to the Bloomberg Billionaires Index. The company still has to build and sell its first hydrogen-powered heavy-duty truck it’s announcing for some years now, but its IPO in June created an incredible rush on its shares.

Stock more than doubled

Nikola’s stock more than doubled in a few days, after the merger with the blank-check company, VectoIQ Acquisition Corp., lead by a former GM vice-chairman, Steve Girsky. At a specific moment, Nikola then was estimated at $29 billion (€26 billion) market capitalization, higher than Ford ($28,8 billion).

The rush on Nikola stock seemed to be fueled by Milton’s promises on Twitter to kick-off pre-ordering for the electric ‘Badger’ pickup truck. Meanwhile, pre-ordering for the Badger that is to retail at $60 000 is open.

BEV or FCEV

In February, Nikola announced the Badger to become available as a fully battery-electric vehicle (BEV), or as a fuel-cell electric one (FCEV), with the possibility to upgrade the BEV to the FCEV over time. With the battery, the pickup should have a range of 300 miles (480 km), when driven on hydrogen double of that. And it will be able to tow four tons.

But its core focus is on the market of heavy electric trucks, betting mostly on fuel cells and hydrogen to give them ranges of up to 1 600 km. Nikola announced a number of deals with some big names. Like an order for ‘at least’ 2 500 or even 5 000 battery-electric garbage trucks for Republic Services, one of America’s biggest waste collection companies.

To be built in Germany

It will be based on Nikola’s Tre truck, which is developed for Europe. The battery-electric Tre is based on Iveco’s new S-WAY platform and will be produced in Ulm, Germany. That site in Ulm is Iveco’s chassis engineering hub that wants to become ‘a leading hub for fuel-cell technology’ of the group.

The Nikola Tre is planned as a fuel cell version on hydrogen and as a battery-electric version. The latter is to be presented in the autumn of this year. It will come first with production starting in Q1 of 2021, the fuel cell truck not earlier than 2023.

Europe / Export / Industry / Portrait / Top Stories Today

Belgian Deldo: EU’s second largest tire wholesaler

Gert Verhoeven Posted On August 24, 2020

The family-owned Antwerp wholesaler Deldo is a top name in the world of car tires. It’s the second-largest tire dealer in Europe but few consumers know the name.”We rather not show off and prefer to operate in the shadow,” the family tells newspaper De Tijd.

The company buys large batches of premium tires directly from the manufacturers, exports them to other markets, and supplies the growing online tire market.

B2B

Although the company is not well-known to the general public, it trades 7,5 million winter, summer, and four-season tires a year. The wholesaler only sells to retailers, not directly to consumers.

Today, Deldo is the second largest tire dealer in Europe. The company continues to buy tires en masse from producers such as Michelin, Bridgestone, Continental, and Pirelli. Deldo has a stock of 7 000 sizes.

International price differences

Deldo works mainly on the price difference that exists for the same tires in different European markets. For example, a Continental tire is more expensive in Germany than in France, and the opposite is true for a Michelin tire.

“A Michelin tire is a Michelin tire. I can’t sell a better one than my competitor. That’s why we buy large batches all over the world. Recently, Continental called to see if we can buy 100 000 tires. If the tires are cheaper in France, we will buy them there,” says Philip Delcroix (46), who runs the family business with his sister Katleen (44).

Great profit, despite corona

Deldo made a turnover of 336 million euros last year. Half of that comes from trading premium brands, such as Pirelli and Michelin. The other half comes from six budget brands that Deldo has produced in China.

After a few stable years, Deldo’s sales increased by 10% in 2019 thanks to the success of its own brands. 2020 should be just as good despite the corona crisis. While many manufacturers and suppliers are going through difficult times, Deldo has been selling significantly more tires since June.

“That’s because thanks to our large stock we can deliver quickly in Europe, while local players have to wait four months for deliveries from China,” Delcroix adds.

Through online webshops, the Delcroix family sells 10 000 tires per day during the winter season. Websites selling tires have little or no stock. Online consumers buy tires online that are stored at Deldo’s.

Minerva, made in China

The Antwerp tire dealer also has its own tires produced in China under the Minerva brand name, a former premium Belgian car (1902 – 1938), bicycle, and motorcycle brand. The family bought the Minerva brand name from Ford Motor Company 25 years ago.

This year, 1 million Minerva tires (with an adapted logo) will be sold. The family has long dreamed of using the Minerva name for Chinese cars as well. “Chinese brands all have silly names that don’t inspire confidence in Europeans, like Geely or BYD. Our idea is to offer Chinese cars with the Minerva brand for sale in Europe,” Delcroix concludes. However, there are no firm intentions yet.

Industry / Portrait / Top Stories Today / Weekly Newsletter

‘Car guy’ Jim Farley new boss at Ford

Tony Verhelle Posted On August 5, 2020

Jim Hackett, Ford’s CEO since 2017, is leaving the company and will be succeeded by James D. Farley, at the moment COO of the Dearborn-based car manufacturer. Farley is a real ‘car guy’ who began his career at Ford in 2007, coming from Toyota.

The one Jim has to take over from the other in a period when the company is in deep restructuring. He still has to convince many unhappy investors who look enviously at the course of a carmaker like Tesla, while that of Ford has halved during the last five years.

Coming from outside

Jim Hackett (65) was not a real car guy. He came from the furniture business (Steelcase) and became a member of the board at Ford in 2013. At Ford, he occupied himself with rather ‘marginal’ subjects like shared mobility before he was suddenly called to lead the company in 2017.

His predecessor, Mark Fields, was pushed toward the exit by unhappy shareholders who didn’t appreciate the stock price going down even though the company made money. Hackett’s venue started an intense period of restructuring of the company, intending to save $11 billion.

At the same time, Hackett pushed investments in electrification and the autonomous car. He completely repositioned the brand’s portfolio, focusing on bigger (money earning) cars like pickup trucks, SUVs, and likewise, and abandoning smaller cars and sedans of all kinds.

Surviving the crisis

Under Hackett’s reign, profits have gradually receded, but the company is surviving the corona crisis relatively well, containing the losses and trying to redress sales as soon as possible. It recently presented the new F-150 pickup, the best-sold car in the US, and organized the comeback of the legendary Ford Bronco.

Ford has noted an operational loss of $1,9 billion in the second quarter of this year. Still, at the same time, net profit rose because of the VW investment in a joint project (Argo) regarding autonomous cars.

Real car nut

Jim Farley (58) is a real car nut. In his free time, he races oldtimer race cars (he has a genuine GT 40) in classic races. He started his automotive career at Toyota in 1990 and climbed in the ranks of Japan’s number one carmaker, where he became general manager of Toyota’s luxury brand, Lexus, before joining Ford in 2007.

His most remarkable feats at Toyota were the introduction of the first (and very successful) Toyota Yaris and the rollout of the Scion brand in the US.

At Ford, he climbed the ladder once more, leading markets all over the world and restructuring the Lincoln brand. From 2015 to 2017, Farley led Ford of Europe, after that returning to the States to direct Ford’s new strategy for the future. The current COO (since February) will take over officially the reins of the company on the 1st of October 2020.

Steer out of dangerous waters

Farley’s job won’t be easy. “The road Mr. Farley and Ford have to follow will be everything except easy,” says analyst Michelle Krebs from Cox Automotive. “The car industry is having difficulties adapting to new technologies, new worldwide regulations, and the growing expectations of demanding clients.”

“But in periods of transition, leaders with big dreams and emotions can often reach the summit. This can certainly be the case with Jim Farley,” she added. In his first telephone call after the news was spread, Farley insisted that the strategy of the company won’t change significantly.

The President of the Board at Ford, Bill Ford, great-grandson of the founder, has underlined the fact that the new CEO was a real car expert, that he races cars in his free time, and that his grandfather worked in a Ford factory.

Ford admitted that the board had again been looking for an outsider to replace Mr. Hackett, but that Farley had scored well in containing the pandemic crisis. “The choice for continuity can be a great force, certainly when you’re on the right track,” Bill Ford concluded.

Mobility / Portrait / Public transport / Top Stories Today

Benoît Gilson new CEO at Infrabel

Arnaud Henckaerts Posted On August 3, 2020

The Belgian Federal government has appointed Benoît Gilson (46) as Infrabel’s new CEO. He follows in the footsteps of Luc Lallemand, who left for the French railway infrastructure operator at the beginning of this year. Ann Billiau has since led the company that manages the Belgian railway network.

Benoît Gilson, a former journalist, has been working for Infrabel for 15 years. Since last year, he was the company’s strategic director. He is considered a confidant of former CEO Lallemand.

Challenges

Gilson faces many challenges. Safety remains the top priority, says Mobility Minister François Bellot, but it has to be reconciled with economic efficiency and the task of public service. Lack of communication about infrastructure works aroused anger among Infrabel’s customers last year, including the NMBS/SNCB, Lineas, and Thalys.

The corona pandemic is not making things easier. Like aviation, the railways were hit hard by the crisis. This year alone, Infrabel is losing at least €70 million in revenue because railway operators are paying less.

Political decision

After Lallemand’s departure, the government appointed a headhunter. Gilson was on the shortlist, next to Michaël Vanloubbeeck, CFO of the investment company Fpim, and Laurent Jossart, the former top manager of Charleroi airport.

The government chose Gilson. Bellot reportedly supported his former head of cabinet, Vanloubbeeck. But according to French-speaking media, Gilson was able to secure the support of MR chairman Georges-Louis Bouchez.

The new CEO had to be French-speaking. After all, Infrabel chairman Herman De Bode (former head of cabinet of Jan Jambon) is Dutch-speaking. Gilson is given full authority, but it is not clear how long he will remain at the helm. If there is a new government, it can appoint a new CEO for a full mandate (six years).

Industry / Opinion / Portrait / Top Stories Today / Weekly Newsletter

Renault steels chief designer Vidal from PSA

Tony Verhelle Posted On July 30, 2020

Luca de Meo is officially the new CEO of Renault since the 1st of July. He has started his new job with a bang. After taking the chief designer of Seat, Alejandro Mesonero-Romanos, with him (announced last Monday), he has now lured PSA star designer Gilles Vidal into stepping over to Renault.

Gilles Vidal

Gilles Vidal (48) has started his design career at Citroën in 1996 and later became head responsible for Citroën design. When Jean-Pierre Ploué became responsible for the entire design of PSA, Vidal was chosen by Ploué to become the new Peugeot Design Director.

This has been a masterful decision because, under Vidal’s reign, Peugeot has put itself on the designer map again. The sleek and at the same time, sporty aggressive look of recent Peugeots started with the current 3008 and came to its pinnacle with the 508 and the 208.

Vidal will begin his work at Renault in November under the supervision of Laurens van den Acker, the actual industrial design director, and member of the Executive Committee of the Group.

“Gilles has been an inspirational source for many designers,” commented Laurens van den Acker on Wednesday. His experience is appreciated by all. His passion for design and his feeling for innovation will be major assets for Groupe Renault.”

At PSA, Vidal will be replaced by Matthias Hossan (40), until now responsible for advanced design at Peugeot (since 2013) and (among others) father of the beautiful E-Concept, a reinterpretation of the timeless design of the Peugeot 504 Coupé.

Alejandro Mesonero-Romanos

Alejandro Mesonero-Romanos (52) was a close collaborator of Luca de Meo during his years at the helm of Seat. In this period, the design of the Spanish VW-daughter was greatly improved and unified, contributing to the recent success of the brand.

For the Spanish designer, it won’t be the first time he joins the Renault ranks. In 1995, he started working at the design department of Seat in Martorell, where his older brother Carlos already works since 1985. In 1997, he moved to VW’s Design Center Europe in Sitges.

In 2001, he started working at Renault, where he designs the Laguna Coupé and becomes head of advanced design. From 2009 until 2011, he works for Renault Samsung Motors in South-Korea. Perhaps not the sexiest of places for an ambitious designer because in 2011, he accepts an offer from (then) VW design boss Walter de Silva to succeed to Luc Donckerwolke as head of Seat design.

Mesonero-Romanos will (re)start at Renault in October, and he will also resort under the direction of Laurens van den Acker.

Strangling waltz

Renault and PSA seem to be entangled in a sort of strangling waltz competing with each other, not only in the car market. In 2013, when Renault COO, Carlos Tavares, left the company to become CEO of PSA. In his wake came a lot of his close collaborators to help him to redress an (at that time) ailing group.

Now it seems that the opposite movement has been started. At the beginning of this year, Renault signed Gilles Le Borgne, head of PSA’s R&D department, to come and lead the same department at Renault.

Now, Gilles Vidal is the second significant star that changes employment. Renault is in bad weather for the moment, financially, but it also had a lot of models that didn’t work as was expected (the most recent Espace, Talisman, Koleos). Even the compact SUV Kadjar (derived from the bestseller Nissan Qashqai) is only selling half as much as Peugeot’s 3008.

What about Laurens?

The venue of two relatively big shots in car design to Renault at the same time puts question marks around the position of Renault’s design guru Laurens van den Acker. When he came to Renault (from Mazda) in May 2009, he started the massive task of giving the Renault brand a new, innovative, and recognizable face.

Last ten years, van den Acker succeeded in this; last year he started his second round of designing the Renault portfolio, where he chose consolidation over innovation. The recent Clio is an excellent example of this movement.

Not so long ago, he confided to us that perhaps his bosses at Renault wouldn’t allow him “to go wild again” on the third round of redesigning the brand. Hence, the venue of both top-designers as first, remarkable feats of the new, flamboyant CEO de Meo.

The fact that van den Acker is, of course, seen as a man of the Carlos Ghosn era, doesn’t play in his favor. Another possibility is that he is growing in its role as an executive director overseeing the long-term strategy and is leaving the actual design to the newly recruited.

Perhaps, in that perspective, he’s the right man in the right place to steer two of the more ambitious designers in the industry in the same company without heading for a confrontation. If not, we will soon see him leaving for other horizons.

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Thierry Bolloré new CEO at Jaguar Land Rover

Tony Verhelle Posted On July 29, 2020

Thierry Bolloré, the former CEO of Renault, has been appointed as the new CEO of the Tata-owned car manufacturer Jaguar Land Rover. The Indian group Tata Motors has communicated that Mr. Bolloré will take over from Ralph Speth on the 10th of September.

Speth has led the company for more than ten years but had already decided to withdraw from its present functions a while ago. Speth is now 65, and JLR communicated that its contract wouldn’t be renewed. He will stay a member of the Board at Tata Sons.

Renault-man

Thierry Bolloré was lured away from automotive supplier Faurecia by Renault’s Carlos Ghosn in 2012. Already at that time, it was clear that his number two, Carlos Tavares, wouldn’t stay very long anymore.

The latter was far too ambitious, and the first was not inclined to end its reign at Renault very soon. When Tavares suggested in an interview that he was ready to lead a car company, for example, General Motors, Ghosn used it as a lever to get the far too ambitious other Carlos out of the way. Maybe not his best decision when you see what Tavares has made from PSA, Renault’s biggest competitor.

Japanese jail

So Thierry Bolloré made his way through the Renault ranks to become the undisputed number two at the beginning of 2018. At the end of that same year, the unimaginable happened, and Carlos Ghosn found himself trapped in a Japanese jail.

After some hesitation, Thierry Bolloré was appointed CEO ad interim. What happened to Carlos Ghosn put a lot of pressure on the Alliance Renault/Nissan/Mitsubishi, and the French state – still major shareholder at Renault– pushed a new man forward as President of Renault’s board, Jean-Dominique Senard, at that time leaving CEO at Michelin.

Flamboyant

The soft-spoken, rather timid Thierry Bolloré apparently wasn’t the right person at the right place for some top Renault people (and the French Minister Bruno le Maire) and, of course, the fact that he had been chosen by the demised Carlos Ghosn wasn’t an advantage either.

At the end of last year, Thierry Bolloré was suddenly ousted from its CEO chair, and Renault went looking for a new CEO with more charisma, supposed to be more able to get Renault out of the difficult position it is experiencing now. The flamboyant Luca de Meo is seen as the right man for the job.

Jaguar Land Rover

Thierry Bolloré will take over at Jaguar Land Rover (JLR) at the moment the whole car industry is ailing because of the corona crisis. Nevertheless, Bolloré is looking forward to his new job: “It’s really a privilege to lead this fantastic company through a period that can be considered as one of the most challenging of our generation,” Bolloré courageously commented.

JLR already announced a loss of £500 million for the first quarter of this year and has started to scrap some 1 100 interim jobs at its UK facilities. This comes in addition to the nearly 5 000 redundancies announced at the end of last year as part of a huge restructuring.

Now, the group has decided to lower its expenses by £5 billion before the end of this new fiscal year (March 2021), one billion more than previously planned. The biggest victims of these new cuts are R&D and production facilities, where investments will be reduced from the planned £3,3 billion to £2,5 billion.

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Fisker goes to Wall Street

Gert Verhoeven Posted On July 14, 2020

The American company Fisker, which is working on the development of the Ocean, an electric urban 4×4 (SUV), announced on Monday that it would go public via a merger with a subsidiary of the investment company Apollo, valuing it at 2,9 billion dollars.

Business plan

The announcement of the company’s arrival on Wall Street comes at a time when electric vehicle manufacturers have the wind in their sails: Tesla recently became the world’s most expensive car manufacturer on the stock market, while electric and hydrogen-powered truck manufacturer Nikola made a remarkable entry on the Nasdaq at the beginning of June.

The business combination values Fisker at a $2,9 billion value ($10,00 per share). The boards of directors of both Spartan and Fisker have unanimously approved the proposed transaction, which is expected to be completed in the fourth quarter of 2020.

SUV production by 2022

The transaction should provide the company, based in Los Angeles, California, with the necessary financing to launch the production of its first product, the Ocean, at the end of 2022.

This SUV would have a classic lithium-ion battery from LG-origin. In the meantime, Fisker is also working on the development of an electric saloon that, thanks to solid-state battery technology, would have a range of up to 640 km.

Such technology is considered the holy grail in battery technology. If Fisker succeeds in bringing this technology to the market, it will have a technical lead of several years over many competitors.

Fisker story

Henrik Fisker (56 ) was born in Denmark and became a famous car designer, known for having designed legendary cars such as the BMW Z8, or the Aston Martin (Vantage, DB9). In the early 2000s, he signed a contract with Elon Musk to imagine what would become the famous Model S.

In the meantime, Henrik Fisker was also involved in a parallel project: the creation of his own brand. He eventually abandons the Model S project and launches the Fisker Karma in 2010 (a hybrid car).

Karma was not as successful as he had hoped, and Fisker would go bankrupt in 2013. In 2016, Henrik Fisker tried again to establish himself in the automotive world and founded Fisker Inc.

He announced a 100% electric sedan with a range of 640 km with a solid-state battery for 2020. It has now been postponed because the priority is being given to the launch of the Ocean SUV model.

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Musk puts short-sellers in sexy Tesla ‘short shorts’

Gert Verhoeven Posted On July 7, 2020

Elon Musk celebrates his victory against critical short-sellers in a typical way. Anyone visiting Tesla’s webshop will find a striking addition: bright red shorts. The shorts are provided with the car manufacturer’s logo at the front and the inscription ‘sexy’ at the back. And they are an instant hit.

Fans pay $69,420 (€75 in Europe) for it, and that price is no coincidence. It is a reference to the 420 dollar price tag, which Musk quoted to shock the stock exchange in 2018 by twittering: “Am considering taking Tesla private at $420. Funding secured.”

Short selling

Elon Musk wants to throw oil on the fire once again by provoking the short-sellers who speculated on a negative stock market price change of the Tesla share. One of them, hedge fund manager David Einhorn, had already received a box of Musk shorts as a present. Now Musk offers the real Tesla shorts for sale on the internet for $69,420.

Billion-dollar loss

Tesla made no profit for years and was plagued by production problems. That fact, combined with the eccentric behavior of the driving force behind the company, makes the car manufacturer a popular target for short-sellers. The latter, meanwhile, have made a billion-dollar loss, and Musk wants to dog them with the red shorts.

Generalists react

At the closing of the trading in Europe, the price of a Tesla share was around $1 330 on Monday. Merely thanks to the success of the affordable Model 3. In value, Tesla is now worth more than Toyota. The question is whether this will continue to be the case, as the established car brands are catching up on fully electric models, but they also face similar production and supply problems.

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Citroën Ami to be sold in Fnac Darty shops

Félix Bouland Posted On July 3, 2020

Citroën’s new, small, two-seater EV is now available for sale in 39 shops of the French electronics and book retailer Fnac Darty. Starting from 6 000 euros or 20 euros per month, the Citroën Ami is a microcar aimed at a young clientele for urban trips.

At Citroën, they describe their Ami as ‘disruptive urban mobility’. It’s small, it can seat two people sheltered from the weather, and it’s fully electric. In 2050, 66% of the world’s population will live in cities. Not all will have or like to have a driver’s license. For Ami, you don’t need one. Its most significant competitor will not be another car, but more so the eBike or the eScooter.

“We had identified this subject as a future market a few years ago. We’re looking at how we can create a whole dedicated universe, and how far we can go. All customers must be able to find an adapted urban mobility solution with us,” declared Enrique Martinez, CEO of Fnac Darty. The French electronics and book retailer claims the e-scooter market leadership after having sold one-quarter of all 400 000 machines sold in France last year.

New approach

With its Ami, Citroën aims at a new, younger clientele. One that is aged from 14 years-old on, connected and wishes to move in the city. “Ami is a compact, clean, and urban vehicle. We are bringing a solution that doesn’t yet exist today. And we are doing it so it’s financially accessible, starting from 20 euros per month,” declares Citroën CEO, Vincent Cobée.

With a new urban vehicle comes a new marketing approach. Instead of selling all its cars in dealerships, Citroën decided to sell Ami online since May 11th. Now, the small EV will be displayed and available for purchase, along with all its accessories, in 39 Fnac Darty shops across France. The manufacturer is in charge of deliveries as the retailer only takes a commission for the sale.

Large offer

With the arrival of the Ami, Fnac Darty expands its offer of urban mobility solutions. After selling hoverboards and e-scooters two years ago, the retailer launched itself into the electric bicycle game in December last year, just as the SNCF strikes hit. “We don’t intend to have an extensive offer. We offer innovative products in partnership with strong brands,” explains Enrique Martinez.

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Luca de Meo behind the wheel: new hope for Renault

Félix Bouland Posted On July 1, 2020

On Wednesday, Luca de Meo, former head of Seat, is taking control of Renault as the new CEO. The Italian-born 53-year-old gets the difficult task of putting back on its feet a company traumatized by the fall of Ghosn, shaken by its first net losses for ten years and in the midst of a 2 billion euros two-year austerity plan.

“I’m optimistic and confident in the fact that we will make of Renault one of the best surprises of the investment folder. If we observe my long career, we always find the same trait, I’ve always liked going where there are challenges: a brand to rebuild, a financial situation to put back on its feet, talents to federate.”

“It’s with humility and serenity that I’ll take office on July 1st. Humility, because the challenge is a large one. And serenity because it’s a situation that I’ve experienced in the past and in which I could see that we can get out of it from the top,” declared Luca de Meo at the investors’ board meeting on June 19th.

Take back control

According to many experts, Renault must center its activity and deal with low volume models. “The austerity plan can make sense if it’s done within the framework of a clear and defined strategy. It’s not giving that impression right now,” estimates Franck Daoût from the CFDT union.

De Meo will have to use his knowledge, acquired during his time at Toyota, Fiat, and in the Volkswagen Group, to define Renault’s future strategy. He will have to rejuvenate and reinforce the brand’s EV range while pursuing the success of Dacia.

Industrial reorganization

With its two-year 2 billion austerity plan, Renault will reduce its assembly line workforce by some 2 100 jobs in France alone. Production sites, such as Choisy-le-Roi and Flins will also be stopped. However, not all is set in stone. The new CEO will have to finalize the restructuring while minimizing investments.

To add to his already full plate, De Meo also finds himself with the task of renewing the dialogue between management and the workforce and remotivating that same workforce.

“It’s like a football team: when you’re on the brink of relegation, it’s demoralizing. At Seat, teams were centered in the short term. With a change in their state of mind, we managed to launch a much more ambitious strategy,” said Luca de Meo to French newspaper Figaro in 2019.

Finances and confidence

“De Meo will be in charge of piloting the 2-billion-euros cost cut plan,” says the brand. The 53-year-old really has his work cut out as he will have to balance the number and choice of models, technology investments, and allocations of models to assembly lines within a tight budget.

The relation with the French State, Renault’s major shareholder (15,01%), will also have to be bettered. The failed merger with FCA, which was blocked by the state, lefts its traces. “The nomination of Luca De Meo is excellent news. With this nomination and a new managing team at Nissan last year, the Alliance is now relaunched on a conquering logic,” notes Bruno Le Maire, French Economy Minister.

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Lufthansa worried that its rescue plan could fail

Luc Joris Posted On June 18, 2020

The nine billion euros rescue package that Lufthansa has negotiated with the German state council could fail for lack of sufficient support from its shareholders. The German billionaire, Heinz Hermann Thiele, who recently increased his stake in Lufthansa to 15%, opposes the plans. The decision will be taken at an extraordinary shareholders’ meeting on 25 June.

Call to renegotiate

Businessman Heinz Hermann Thiele (79), who made his fortune in brakes for the automotive and railway sectors, became Lufthansa’s largest shareholder in March with 10% of the shares acquired. He now holds 15,52% as notified on Wednesday.

The purchase of the new shares saw Thiele increase his ownership of the Lufthansa Group by 22,6 million shares or in monetary terms 195,5 million euros.

In an interview published Tuesday evening in the Frankfurter Allgemeine Zeitung, Thiele not only announced the additional share purchases but also criticized the rescue plan for the leading European air transport group and called for it to be renegotiated.

No fan of government support

“I don’t think that all options were explored during the lengthy negotiations between Lufthansa and the government,” Thiele said, emphasizing that he prefers not to see the government enter in the capital.

The German government and Lufthansa recently agreed to set up a nine billion euros rescue plan for the German parent company of Brussels Airlines. In return, the German government would acquire a 20% stake in Lufthansa, as well as two seats on the board of directors.

Halt restructuring

Thiele, whose fortune is estimated by Forbes at more than 15 billion dollars, points out that other countries that assist their airlines, such as the Netherlands and France with Air France/KLM, do not claim a shareholding. He also fears that the government will put the brakes on a major restructuring at Lufthansa.

On Monday, the airline announced that it has a surplus of 11 000 jobs in Germany alone. Worldwide, there would be a surplus of 22 000 full-time jobs. The trade unions say that this number can even be as high as 26 000.

Thiele also blames Lufthansa’s management for giving shareholders little time to get a good picture of the situation, according to AFP. “All possibilities have not yet been sufficiently explored,” says Thiele. Whether he’s actually going to vote against on June 25th, he leaves aside.

Two-thirds majority

If the shareholders should refuse to approve the plan, Lufthansa could apply for a ‘safeguard procedure’ under German corporate law, allowing it to suspend the payment of its debts.

At the presentation of the first-quarter results two weeks ago, Lufthansa CEO Carsten Spohr was still “confident” that he would receive the GA’s approval. German Finance Minister, Olaf Scholz, said the agreement was “well weighed” and “well thought out”, expressing optimism for 25 June. “I hope that shareholders will decide to support it and right now I’m counting on it,” he said Wednesday at a press conference.

Lufthansa’s Board of Directors assumes that less than half of the capital will be present at the shareholder’s meeting. The plan must be approved by a two-thirds majority, so Thiele’s vote is decisive.

From dishwasher to one of the richest Germans

Thiele is a remarkable man. According to De Tijd, his father was a prisoner of war of the Soviet troops, and the family lived in poverty after the Second World War. Thiele went to work as a dishwasher and truck driver to pay for his law studies. Today, the industrialist is one of the richest Germans.

The family holding company, Stella Vermögensverwaltung, which he manages with his daughter, owns 70% of the Knorr-Bremse industrial group. Under Thieles’ reign, that company has grown into a world player in braking systems for trains, metro carriages, and trucks, and has a stock market value of 13 billion euros.

Last year, the conglomerate had a turnover of 6,9 billion euros, and has 29 000 employees in more than 30 countries. Knorr-Bremse posted a net profit of 632 million euros in 2019.

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Lotus: one last ICE sports car before full EV transition

Félix Bouland Posted On June 17, 2020

The next Lotus sports car to be launched in 2021 will be powered by an internal combustion engine (ICE). But after that last gasoline hurrah, all of the brand’s future products will be EVs, starting with the Evija hypercar. Lotus says it wants to take advantage of the flexibility of the EV architecture.

In an interview with AutoExpress, Lotus CEO Phil Popham hinted that the first EV sports car from Lotus could be on the road by 2022. The last gasoline-powered Lotus in the company’s 72-year history is due to arrive next year.

No hybrids

Popham added that there wouldn’t be any hybrid or plug-in hybrid models to ease the transition, as the technology equals to having a heavier combustion-engined car or a more complicated EV.

Last year, Lotus surprised the automotive sector by presenting its future electric hypercar. With 2 000 hp, the Evija will serve as the company’s halo product. However, that won’t be the only electric Lotus. According to an interview with the company’s CEO in AutoExpress, more will follow.

Full EV transition

Moreover, not only has the iconic British sports car manufacturer decided to dabble into electric cars with a few select models, it is diving head-first into it. Lotus will develop a line-up of fully electric sports cars. Under the ownership of Chinese giant Geely since 2017, Lotus now has full access to batteries, EV architectures, and fresh money.

“One thing we do believe in is the future of battery electric vehicles, and we intend to offer BEVs on our products in the future. BEV is well suited for sports cars – the torque characteristics, the weight distribution, design, and flexibility of dynamics. For me, it all leads to BEV as the ultimate technology for sports cars,” declared CEO Phil Popham to AutoExpress.

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Stéphane Sertang (Ginion Group): ‘the private car will be for passionates’

Tony Verhelle Posted On June 15, 2020

How is the car business waking up after the corona confinement? Belgian newspaper L’Echo asked Stéphane Sertang, CEO of the car dealer group Ginion, how he sees things.

Ginion Group covers a certain amount of (usually premium or high-end luxury) brands. There is Mini, BMW, and Volvo, but also Ferrari, Rolls-Royce, Ferrari, McLaren, Pininfarina, or Touring Superleggera). During confinement, the seven sites of the group were closed, 300 workers on temporary unemployment, but three workshops stayed open to assure the mobility of BMW and Volvo cars, especially those used by public or emergency services.

Freedom wanted

From the first day of the reopening in May, clients came back. In fact, for the Ginion group, May 2020 will be a better month than May 2019. Sertang points out that people were very interested in “freedom transport”, for example, cabriolets or motorbikes. “Of course, when you talk ‘leisure vehicle’, we’ll have to wait for a few years before we see the real impact of this crisis,” Stéphane Sertang adds.

People tend to react in two different ways in the corona crisis. Some of them wait for a little longer, to see what will come next. Others, on the contrary, compensate traveling restrictions (by air, boat, etc.) by buying a new car. Some also realize that ‘this awkward flu’ could have been the end, so they wanted to give themselves a threat.

Changing the business model

Concerning the impact of the crisis, Sertang says that this will be different according to the sector you work in. When we talk about the car business, Sertang points out that this sector was already hitting problems before the recent crisis. “In its current form, it will surely disappear sooner or later.”

“The car will become a leisure item like the horse has become one after being the first means of transportation for a long time,” he states. “But if far fewer people will own one, they will be ready to spend a lot more to get the object of their wishes.”

According to Sertang, the future market will be shared between the passionates and the others, the latter rather looking for the best mobility solutions, whatever they may be. “It’s not the discussion about which fuel to use that is important,” Sertang muses, “but the arrival of the autonomous and shared car. And this will come sooner than we think.”

Optimism prevails

At Ginion, they’re already preparing the change. There are a lot of discussions with other companies, of all kinds. Sertang not only sees optimism as a moral duty, he simply has it in the veins. “Even in the darkest of nights, there’s always a star to shine,” he concludes.

And he joins the last anecdote to confirm it. “Lately, there was a Portuguese guy stuck in a traffic jam just in front of the McLaren showroom because he couldn’t drive through the ‘Bois de la Cambre’ anymore. So he parks his car, enters the showroom, and buys a McLaren.”

“A week later, his cousin calls us and buys another one. So, finally, there are two McLarens ready for transport to Portugal. You see, you always win by staying optimistic.”

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Is the star of VW CEO Herbert Diess waning? (Update)

Tony Verhelle Posted On June 10, 2020

There’s a possibility that the VW Group CEO Herbert Diess will be gently led to the exit. On Monday, Volkswagen announced that COO Ralf Brandstätter (51) will take over as CEO of the Volkswagen brand, starting the 1st of July. Diess will “therefore receive greater leeway for his tasks as Group CEO,” a press release stated.

But there seems to be more behind the scenes. Herbert Diess, until 2014 working for the competitor BMW, also of Austrian origin, was in 2015 solicited by VW patriarch and Austrian Ferdinand Piëch to come to the VW Group.

Dieselgate debacle

After the outbreak of Dieselgate, and the demise of the ‘burned’ CEO Winterkorn, the ‘clean’ Diess rose quickly to the top of the group, and tried to steer it away from all the commotion by emphasizing the group’s commitment to electrification.

With a no-nonsense management style and the support of (the then almighty) Piëch, Diess pushed important restructuring and economy measures through, also to recuperate the (ever-increasing) losses on payments for the Dieselgate debacle.

Electrification

Diess wanted his group to become the king of electrification, and vast sums (up to 50 billion euros) were planned to be invested. In the beginning, Diess also had the support of the unions. In Germany, they are even more important because they usually are involved in the running of the company (called ‘Mitbestimmung’).

But then the first hitch appeared. The VW Group wasn’t ready when the new WLTP emission rules were installed. It caused quite a little chaos within the group and led to the demise of a lot of still interesting models that couldn’t comply with the new rules.

‘Big bang’

The second half of 2019 had to be the ‘big bang’ for VW. It was launching the eighth version of its all-time success story Golf and, at the same time, the ‘successor of the Golf for the 21st century’, the all-new and fully electric ID.3 would be released.

Both launches had their difficulties. The new Golf has some teething problems, and its new connectivity and multimedia system (supposed to be one of the highlights of the new car) appears to be difficult and illogical to operate.

Even worse, an incredible amount of ID.3 electric cars, already assembled, are accumulating on VW parking grounds because they can’t be delivered. There seems to be a major bug in one of the software systems, but VW remains dead silent about the causes.

Two communication slip-ups

Meanwhile, the unions have become aware that the energy transition within the group could lead to redundancies, as electric cars need fewer people to assemble and to work on them. Their support for Diess’ strategy is waning. His former union ally within the board, Bernd Osterloh, has become his most ardent critic.

Apart from that, there have been some recent slip-ups that have tarnished the VW image again. At a financial round-up for the group in 2019, Diess used the slogan “EBIT Macht Frei”, a direct reminiscence of the slogan at the entrance of the Auschwitz concentration camp “Arbeit Macht Frei”.

Recently an online campaign for the new Golf went wrong, as it was considered highly racist. It was immediately withdrawn, and the responsible person for this communication slip doesn’t work for VW anymore, but the damage was done.

Days counted?

What was considered Diess’ qualities at the beginning, seem to turn now against him? More and more critical voices point the finger at his management style, passing the responsibility for errors always on to his collaborators and losing interest too quickly for his own projects.

To top it all off, Diess complained last week in an internal meeting for hundreds of VW managers about the leaking of confidential information on VW by members of the supervisory board, calling it ‘a crime’.

The members of this board, with a lot of union and political representatives, were furious. Last Monday Diess had to excuse himself, but the damage was, again, done. Until now, Diess preserves the support of the two most important shareholders, the Porsche and Piëch families, but nobody knows for how long.

Additional signs that his time may have come are the refusal by the board of his request to extend his appointment as CEO from 2023 to 2025, motivated as a compensation for the damage he had to undergo in the jurisdictional aftermath of Dieselgate.

Last week, Diess also proposed Porsche chief Oliver Blume as his successor at the helm of the Volkswagen brand. The board chose Brandstätter instead. The ultimate sign? “From now on, Diess is a lame duck,” comments car sector expert Ferdinand Dudenhöffer, director at the Center for Automotive Research.

Who is Brandstätter?

Ralf Brandstätter was born in Braunschweig, not far from VW’s headquarters, and studied industrial techniques. His most important employer by far was Volkswagen. He started at the bottom of the ladder in 1993, during his studies he already had an apprenticeship at the company as a car assembler.

He gained experience as responsible for purchasing, but he also learned a lot about the inner working secrets of the company when he was the secretary of the Board of Directors. In 2015 Brandstätter became a member of the Board and in 2018 COO of the VW brand.

He’s considered as a sort of opposite personality of Diess and, until now, very popular throughout the whole company. That can quickly change now he is at the helm and has undoubtedly to make difficult decisions.

“Volkswagen goes through a governance crisis at a very difficult moment,” concludes Dudenhöffer. “It has to take the electrification turn and at the same time survive the economic (corona) crisis.”

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Driving the MG ZS, first Chinese EV on Belgian market

Gert Verhoeven Posted On February 19, 2020

Today, MG launches an electric SUV model in the B-segment on the Belgian market. Apart from the British name tag, it is the first fully Chinese EV-SUV available here. We drove it, and it is something to reckon with. With a base price of just under 31 000 euros, this MG ZS EV offers a significantly larger and well-equipped electric car compared to its European competitors.

Alcomotive Group distributor

The new MG ZS EV will be introduced on the Belgian market and distributed by the Alcomotive Group, which already has brands such as Hyundai, Suzuki, SsangYong, and Isuzu in its portfolio.

Since the end of 2019, this importer also distributes the Chinese electric vans of the brand Maxus. Just like MG, Maxus is part of the Chinese group SAIC, which simplified the cooperation.

SAIC has a large European hub in the Netherlands from where its European activities are managed. Moreover, it is not impossible that Alcomotive will in the future also see the MG import activities in other European countries.

A difficult job

Introducing a Chinese car to the demanding European market is no mean feat. Especially not because of previous attempts by Chinese manufacturers – think of Landwind or Brilliance – failed.

This had mainly to do with the safety of such models, but the MG ZS EV is doing fine in that respect because it even achieved the maximum score in the EuroNCAP tests. The manufacturer leaves nothing to chance in that respect because an active cruise control and a sometimes overeager active lane assist are fitted as standard.

Plenty of space at a competitive price

This MG was not developed as an EV, because it is also offered with gasoline engines in other markets. Nevertheless, the electrical technology has been neatly integrated, because the battery is centrally located at the bottom.

The boot has a capacity of 470 liters and there is plenty of legroom at the rear as well. This MG is clearly bigger than a Renault Zoe or a Peugeot 208, both more expensive. Although it is positioned in the B-segment, in terms of interior dimensions it is more in line with a C-segment product.

The interior is also neatly finished, and some details even look like elements we find in VW products. We are not only talking about the hard plastics, but also about the interior lighting, the buttons on the steering wheel, and the operation of the ventilation grills.

Fast, not dynamic

Under the hood is an electric motor of 143 hp and 353 Nm, which delivers nice acceleration and performance. The 44,5 kWh battery offers a driving range of 263 km, according to the WLTP measurement method.

This autonomy is achievable with a smooth driving style; in practice, you will have to take into account about 225 km, depending on the weather and the use of the heater. This compact SUV has the usual EV features, like an adjustable regeneration to recover power when slowing down.

‘One-pedal mode’

In the highest position, you can almost drive in ‘one-pedal mode’. The driving characteristics are decent, and in the interior, it remains fairly quiet. A downside is the damping, which is not sufficiently adapted to the heavier weight (1 600 kg) of the car.

This is especially noticeable on a damaged road surface because the damping becomes less comfortable. A more dynamic driving style doesn’t match the MG because of the rather slack suspension, which makes the bodywork lean over easily and even ‘pump’ when changing loads.

EV tricks

Behind the flap on the nose is a charging connection for a conventional or a quick charger. Fast charging (DC) can be up to 50 kWh, and via the AC connection, you can charge up to 7 kWh in one phase. A faster 3-phase inverter allowing faster home charging is not provided.

There is also no possibility to preheat the car via a timer (or an app) when it is connected to the charger to increase the autonomy. In short, this MG does not have the refinement and features of its European competitors (yet…), but it does offer ‘more car’ at a significantly lower price.

Thanks to the European hub in the Netherlands and the SAIC group’s strategic battery contracts, MG has sufficient battery stocks – unlike PSA, VW Group, and Mercedes – to ensure customers get their EVs delivered quickly.

Part of world’s 7th largest car group

MG is a British manufacturer (Morris Garage) that was founded almost a century ago. The manufacturer is best known for democratizing open British sports cars (roadsters) with models like the MG A and MG B that were very popular not only on the Old Continent but also in the United States.

The last roadster was the MG F. In 1994, BMW took over the group Rover, but after five years, Munich would divest the group again and keep only Mini. After the turn of the century, Rover and MG came in bad shape and the curtain fell for MG.

Only in 2006 the Chinese group Nanjing Automobile Group would take over MG and already a year later that group was swallowed by SAIC. This is a large Chinese car giant that has grown to become the world’s 7th largest car group.

Today, MG launches the electric ZS EV on the Belgian market. In the Netherlands, it is marketed by Van Mossel Group. An even larger electric SUV model will follow in September 2020, and in 2021, there will also be an electric coupé that connects with MG’s sporty roots.

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Elon Musk ‘on schedule’ to become richest man on earth?

Joris Van Roy Posted On January 16, 2020

Both visionary and controversially, Elon Musk has more than a reason to dance these days, as it looks he is ‘on schedule’ to cash his first 346 million dollars bonus of the 50 billion he will get if all targets are met by 2028. Combined with his shares of Tesla and other companies like SpaceX, it would probably make him the richest man on earth at the age of 56, long before retirement.

After two dreadful years of controversy where appearances were against him and his critics portrayed him as a ‘storyteller’, Tesla’s stock exchange value is 97 billion dollars today, nearing the cape of 100 billion. It makes Tesla worth more than traditional American carmakers Ford and General Motors combined.

Targets to be met

In 2018, while Tesla was valued 53 billion dollars and the company faced production problems with the Model 3, the board decided to grant Elon Musk options and bonuses if certain targets were met. Today Musk still earns a minimum wage for himself.

The 100 billion dollar value of the company is one of those targets. At that moment, Musk gets the first part of 1,7 million shares, worth 346 million dollars. In ten years, Musk could earn 20,2 million Tesla shares if he reaches the other 11 targets set.

Becoming 6,5 times more worth

But that would require Tesla to reach a market value of 650 billion dollars, 6,5 times more than today. A Tesla share would be valued at 3.606 dollars compared to 533 dollars today. And there are targets set in return of the company too. The first of 20 billion dollars is raked in already, being 24 billion today. For the last slice of the pie, that would require a 175 billion dollar return.

If the Tesla share sells at 3.606 dollars by 2028, Musk options of 38,6 million shares would be worth 139 billion dollars. So with the 50 added, a total of 189 billion dollars. And there are Musk’s other companies, with The Boring Company, digging a transport system under Los Angeles and Vegas, among others, and not to mention SpaceX.

A man on Mars

The latter, still privately owned, is the market leader for launching satellites, and if all goes well, SpaceX will be sending its first astronauts to the International Space Station this year, the first step to Musk’s ultimate dream: putting a man on Mars.

Not bad for a man having found the time in between to have six children with his first wife, Justin Wilson, and his seventh heir on the way with his 17 years younger girlfriend-musician, Claire ‘Grimes’ Boucher.

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Ex-D’Ieteren CEO becomes Chief of Cabinet at liberal party

Joris Van Roy Posted On January 9, 2020

Axel Miller (54), ex-CEO of D’Ieteren, and former CEO of Belgium’s now state-owned Dexia Bank found a new job as Chief of Cabinet at the Belgian liberal party MR. He fills in the vacancy Gaëlle Smet left when she moved to the European Parliament.

Apparently, Miller was ‘seduced’ by young MR president Georges-Louis Bouchez who wanted a ‘heavyweight’ for his cabinet. One of the tasks for Miller will be to revitalize the internal affairs and the Jean Gol research department of the party.

Young and dynamic president

“In a fast-changing world, the future belongs to the new generations, and new ways of functioning, and governing have to be imagined. I’m delighted to be able to support Georges-Louis, a young, ambitious, and dynamic president, and our team in the vision that he wants to develop for the future of our country”, Miller says in a press release.

The recruitment of Axel Miller raises some eyebrows within the political scene though, as he has a history of being fired as CEO three times, once at Dexia, next at Petercam, and finally at Belgium’s biggest car importer, D’Ieteren. That’s generally not what you want as ‘credentials’ on your curriculum vitae. But in most cases Miller’s resignation raised questions.

Sacked by Sarkozy

Axel Miller, with an educational background as a financial lawyer, became the CEO of Dexia bank in 2006 at the age of 40. “The problems at the bank date from before his arrival,” a connoisseur of the house told newspaper L’Echo. “He inherited the mess of the heedless actions from his predecessor, Frenchman Pierre Richard.”

But when the banking crisis hit in 2008, and Dexia was to topple over, it was French president Nicolas Sarkozy who insisted on Miller’s resignation in September 2008. It was a requirement for France to help save the bank. Despite the firm support he got from his employees, Miller had to leave.

Petercam

Axel Miller stayed in the financial world, becoming the chief at the Belgian private and institutional investment institution Petercam. Three years later, he was pushed toward the exit again to surface the next year in 2013, as CEO at the D’Ieteren Group, where he was a board member since 2010.

Miller headed the D’Ieteren Group for more than five years and was able to show good figures. Yearly results were up 6,9% and profits increased by 16%. He was the man who made a name by steering the traditional car importing group into buying Italian luxury notebook maker Moleskine and selling 40% of car window group Belron, which left the company with a pile of cash of 1,44 billion euros.

But in a press release published on April 8th last year, the Belgian car importer group, D’Ieteren, bids its CEO Axel Miller suddenly farewell. An apparent reason wasn’t communicated.

Long existing tensions

The press release said drily: “The Board of Directors of D’Ieteren and Axel Miller have decided to end their collaboration. Consequently, Axel Miller leaves his position as CEO, Managing Director of D’Ieteren and other positions within the Group and its subsidiaries.”

“I think it was a difficult choice for chairman Nicolas D’Ieteren to dismiss Axel Miller whom he has known for a long time as a family advisor,” an internal source told L’Echo at that time. The acquisitions were a problematic issue. Files of potential takeover targets arrived by hundreds, and when the management didn’t discard them, it was the family who did.”

“Tensions existed for a long time. There have been discussions going on for 18 months and deep disagreements over the purchase strategy,” explained a source in those days.

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‘Ferdinand Porsche: automobile legend without scruples’

Joris Van Roy Posted On December 26, 2017

Ferdinand Porsche, legendary figure from last century’s automobile history, didn’t hesitate a moment to get help from the Nazi party without any compromise to reach his goals. Wolfram Pyta, director of the center for research on Nazi crimes in Ludwigsburg (Germany) wrote a tarnishing book about it.

SS member

“For opportunistic reasons Ferdinand Porsche enlisted as a NSDAP party member. He was even member of the SS in 1942 to rake in contracts”, Pyta says. According to him the Austrian engineer Porsche was a Mitläufer or ‘follower’ like millions of Germans who profited of the plundering of Jews and who dirtied their hands to enrich themselves.

In 1943 Porsche received two letters from a Jewish former colleague who was threatened by deportation. He could have saved him, but didn’t move. “He preferred not to embark on a history that would be likely to evoke a political whirlpool”, the historian writes.

Never did a thing to help

This former colleague ended up being killed in the concentration camps. “He never did a thing to help his colleagues. On the contrary, he profited himself by recuperating objects from their apartment”, Pyta adds.

“The question of Porsche’s political conviction was never cleared out. Apparently Ferdinand Porsche didn’t embrace the ideas of the Nazi. He ignored them”, the historian explains. “I didn’t find any anti-Semite statements or action of him. Porsche was an a-political technocrat, an opportunist. But people forced to work for him were treated better then elsewhere.”

Hitler lending a hand

Pyta concludes that “if Hitler didn’t lend him a hand, the Porsche brand wouldn’t exist today.” Established in 1931 the company was a simple engineering bureau. At the beginning the engineer made only prototypes and didn’t make much money.

His meeting with Adolf Hitler in 1933 changed everything. Porsche, deep into debts, could convince the Fürher, himself being an Austrian, to grand subsidies on one of his racing car projects that originally were destined for Daimler-Benz.

For the whole party top

Ferdinand Porsche not only took care of his contacts with Hitler, but also with the whole party top. The moment one of the ministries needed a car, he put up for it. He made tanks and blinded vehicles, but also tractors for agriculture.

His biggest contract was legendary: the ‘people’s car’ or ‘Kraft durch Freude’ (KdF), basis for the famous Beetle later on. Only 50.000 KdF cars were built, in a military version.

Working for Renault

After the war Porsche found temporary work in France when asked to join Renault by the Minister for Industrial Production Marcel Paul, who himself escaped from Auschwitz. Porsche actually worked a few months in the offices of the French car maker on a ‘French Beetle’, but Peugeot put a spoke in the wheel accusing him publicly of being a ‘war criminal’.

“Porsche – Vom Konstruktionsbüro zur Weltmarke” (Porsche – From engineering bureau to world brand), published by Siedlerverlag, 512 pages, costs 28 euro.

(more…)

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Zetsche to leave Daimler for TUI in 2018

Hilde Van Raemdonck Posted On December 14, 2017

German’s most famous captain of industry, Dieter Zetsche (64), head of Mercedes-Benz Cars since 2006 and chairman of the board of management at Daimler AG, will no longer be part of the car company. Next year he will replace Klaus Mangold (74) as chairman of the board at travel organization TUI.

Vehicle business

In 1976 Dieter Zetsche joined Daimler-Benz, as the company then was called, working in the research department. In 1981 he became assistant development manager at the vehicles business unit.

He became a member of Daimler Chrysler’s Board of Management in 1998 and served as the President/CEO of the Chrysler Group, from mid-2000 to 31 December 2005.

Manager of the year

Zetsche is credited with bringing significant core changes to the Mercedes-Benz company in an effort to turn around a decade long downward spiral in product quality and customer satisfaction. He was named in Time Magazine’s 2006’s list of 100 most influential people. In 2008 he was Germany’s ‘Entrepreneur of the Year’.

Ola Källenius

It is not known yet who will follow in his footsteps, but according to AutoBild, Ola Källenius, the Swedish head of research and development at Daimler is a likely candidate.

(more…)

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Toyota’s no 2 Didier Leroy: “Ten years ago they made fun of our hybrids”

Joris Van Roy Posted On October 23, 2017

At the age of 59, Toyota’s no.2 worldwide is French, native from Lille, close to the Belgian border: Didier Leroy. He saw Toyota predicting the switch from the combustion engine to electric 15 years ago. Financial newspaper L’Echo interviewed the man on the eve of the Tokyo Motor Show.

Leroy’s career at Toyota got a turbo boost some 12 years ago. After seven years with the company, Didier Leroy was named in 2005 CEO of Toyota’s plant in Valenciennes, France.

In 2007 he entered Toyota’s worldwide executive board and in 2009 he moved to Toyota Europe’s headquarters in Brussels on Akio Toyoda’s demand to be in charge of marketing and sales. One year later he became CEO until 2015, when he moved to Japan to become executive vice-president.

Today the Frenchman, who likes to visit his family in his native town of Lille as often as possible, is chief of Toyota’s worldwide activities, except for Japan itself. There he ‘only’ manages sales and marketing. He is the first non-Japanese to reach this level of responsibility.

How does a European manages to reach this level of responsibility at a Japanese company?

“First you need to have the right basic values in your DNA. These are not unique to the Japanese culture. Respecting people, the way you communicate are merely fundamental human values. Secondly you have to be aware that in a Japanese company, you need to win credibility and be willing to learn.”

“I’ve been on the same post for seven years from 1998 to 2005. In a company like Toyota, once you have this credibility, it can go fast. I have never pursued a promotion. What interested me was to discover new things, to get the impression to experience new things every day to become stronger in the future.”

“Too many people rack their brains in finding out how to behave to please the Japanese. But if you want to behave just like a Japanese, they don’t need you. It’s the difference you bring to them, another way of seeing and approaching things.”

“Lots of people will say that some things are impossible because it is ‘not done’ at the headquarters. What is important, is that you like to bring something to the company of the bottom of your heart”.

And then fight to convince them?

“Yes. And from that moment on you are part of the people who can push out frontiers”.

Push out frontiers, what does that mean at Toyota?

“You have to up to date with your time and being capable to let the company evolve. A company with 340.000 employees needs to have the agility of a startup with 40 people, even if that isn’t easy in every day’s life.”

“The automotive industry is very complex and you need rigorousness. But rigorousness can lead to bureaucracy because you are very process-driven. This can be a brake on change. You need to find the balance between rigorousness and the passion, the fighting spirit, to take risks, even if you don’t have all the answers.”

European car industry is somehow upturned with everybody making plans for electrification. How does Japan sees this?

“We, at Toyota, started that process 15 years ago. We’re not that upturned today. We introduced hybrid technology 20 years ago. Ten years ago a lot of people still made fun of our hybrids. We were the only ones to believe in it. Now we have 11 million hybrids on the roads, of which 1,5 million in Europe. In Europe 98% of all Lexus cars are hybrid.”

“In Eastern Europe 48% of all Toyota cars are hybrid. We launched the C-HR a year ago and it is an instant hit. We already decided in 2014 not to offer a diesel version and this decision was not taken after a scandal”.

Then why no diesel engine?

“We told ourselves it would be useless. We anticipated already the tendencies and the additional costs diesel would generate including the possibility the client would turn away from diesel.”

Everybody jumps onto the hybrid now. Don’t you fear they’re going to attack your meadow?

“On the contrary. Because now everybody sees it isn’t a temporary solution. The fact that some of our competitors have to try to catch up in a hurry with hybrids and electric cars proves that they have pushed the limit to keep on using the traditional engine too long.”

“The threshold of 95 grams of CO2 per km in 2021 is closing in fast. You have to act quickly to reach this goal. Our growth in hybrids in the European market was extremely positive last years. It even accelerated with the diesel phenomena we saw last year.”

“And even before we saw incredible growth, even with the Yaris hybrid of which many journalists believed it would be unsaleable. 45% of the Yaris cars sold is hybrid”.

South Korean brands are main competitors on the European market for you?

“They grow far less than a few years ago. In a market growing with 4% this year, they do 11%. They are far less aggressive than they used to be. In China Hyundai and Kia are not really taking off.”

Can Toyota jump over the Korean brands in Europe?

“We don’t care. It isn’t important. Lots of journalists harassed us for Nissan selling more cars than Toyota in Europe for one year. But none of your colleagues came back next year to say that we jumped over Nissan again. Nobody is interested in this.”

China is becoming a potential competitor in electrification. Do you think there will come a wave of Chinese cars to Europe?

“It isn’t sure yet if this wave will be in China itself or aimed at the world. I don’t know what Chinese government wants to do. What is clear, is their commitment to electricity, which won’t be aimed against their industry. They have confidence in their own capability to develop products of the future.”

“Will they want to put more weight on their local market that is soon to be extended to 30 million cars a year? Or will they use this to boost it on a worldwide level”? Toyota has always maintained a policy of little steps in China. Nothing like Volkswagen. We have sold 1,2 million cars there last year and have 6 or 7% of the market.”

“It’s an important market, being so close to Japan. We will follow it up from close-by, but we’re not going to force a high growth, because I think it is a market you have to be extremely careful with”.

How does Toyota react on the Brexit?

“We decided not to pull back our 240 million pound investment to make the UK factory more competitive. We think this plant is performing and the people are motivated. It was the first factory of Toyota in Europe in 1991. We are confident in their ability to get better and stay competitive, even in the event of more difficult commercial relations with Europe in the future.”

“But in the long term, you have to consider another phenomena. The British government tells us that if we want to stay competitive, we need to source more locally in Great Britain in the future.”

“But don’t fool yourself, it won’t come naturally. We produce 200.000 to 240.000 cars a year there now. We have a lot of suppliers around us in the UK, but they risk to do the opposite and in case of levies, move to the European mainland”.

(more…)

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