Newsflash: Audi komt met ingrijpende facelift van de e-Tron

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+++ AUDI plans to upgrade its E-tron and E-tron Sportback electric SUVs with a new-generation battery, affording them longer ranges, as part of their facelifts during the latter half of 2022. The update is aimed at extending the shelf life of the flagship siblings until at least 2025, when they’re set to be replaced by an all-new SUV, possibly called the Q8 E-tron. Along with the new battery, the E-trons are earmarked to receive more efficient electric motors and an upgraded electronics system that will enable greater energy recuperation among other enhanced functions. The upgrades to the powertrain will boost range to more than 600 km for both variants. By comparison, the 95 kWh battery currently used delivers a maximum range of 400 km. The first 2 models in a growing range of electric Audi models, the E-tron and E-tron Sportback were introduced in 2018 and 2020 respectively. They are based on a modified version of Audi’s MLB architecture, which was originally developed for ICE cars, making them inherently more compromised than an entirely EV-specific creation. The mid-life upgrade for the SUVs is planned despite the pending arrival of the Q6 E-tron, which is based on the new EV-specific PPE platform that was developed in an engineering joint venture between Audi and Porsche. “There will be a facelift for the E-tron and the E-tron Sportback”, a high-ranking Audi official told. “They will both be significantly upgraded with a number of technical updates that will further increase their competitiveness”. Following confirmation of the new Q6 E-tron at the Shanghai motor show back in April, suggestions were that it could replace the E-tron and E-tron Sportback. However, while the Q6 E-tron will also offer both regular SUV and coupé-inspired Sportback bodystyles, it is described as being smaller than today’s E-tron flagship pairing. “The Q6 E-tron will compete in a different market segment to the E-tron and E-tron Sportback”, my source said. “It’s smaller: roughly the size of the conventionally powered Q5. However, the dedicated platform will allow it to offer interior and load-carrying space similar to today’s Q7”. The source added that the Q6 E-tron, which is being developed in parallel with the upcoming new-generation electric Porsche Macan, is planned for launch in 2023. Before the Q6 E-tron arrives, Audi plans to bring another electric SUV to market, albeit exclusively in China. A 7-seat sister to the Volkswagen ID.6 (which is also China-specific), it will be based on the MEB platform. This second MEB-based Audi model, after the smaller Q4 E-tron, will initially be produced at the Audi – SAIC joint venture’s factory in Shanghai, China. Plans also call for it to be produced at the Audi -FAW joint venture’s site in Changchun, although not before 2023. +++ 

+++ Aston Martin director of design Miles Nürnberger has left the British brand after 13 years to take up a similar role at DACIA . Nürnberger joined Aston Martin in January 2008 as design manager, having worked for Ford’s US-market luxury brand, Lincoln, from 2000-2003, and from then until 2007 as the senior designer for Citroën and Peugeot. During his time at Gaydon, he has been predominantly concerned with exterior styling, with recent works including the firm’s landmark DBX, Valkyrie hypercar and the 2 Lagonda Vision EV concepts. He was also responsible, alongside his partner Leighanne Earley, who also works in Aston Martin’s design division, for the design of the DB11. More recently, he penned the one-off Victor coupé and the limited-run, Vantage-based V12 Speedster. His departure from Aston Martin comes as the firm gears up to launch a radical expansion and electrification programme under new CEO, ex-AMG boss Tobias Moers. A reason for Nürnberger’s switch hasn’t been officially given. In his new position as design director at Renault-owned value brand Dacia, he will report to group design boss Laurens van den Acker as the wider company progresses with the radical ‘Renaulution’ transformation strategy detailed by new CEO Luca de Meo earlier this year. Assuming the role from 1 September, he will replace Alejandro Mesonero-Romanos, who left the position in April this year after less than 12 months and now heads up Alfa Romeo design. Nürnberger will be responsible for adapting the rugged Bigster SUV concept, Dacia’s largest model yet, for production by 2025. Another 2 new models have been promised by the Romanian company, but their positioning remains under wraps. Van den Acker said of Nürnberger’s appointment: “We are very pleased to welcome Miles Nürnberger into our team at such an exciting time for the Dacia brand. Miles is a renowned designer who has inspired many with his work at Aston Martin. His experience and passion for building strong brands through design will be a great asset for Dacia and help us project Dacia into the future”. +++ 

+++ As electric car sales soar, EUROPE has started to build up its capacity to produce batteries on the continent but it remains far from reducing its dependence on Asia. China, Japan and South Korea produce most of the world’s electric car batteries. Europe now has projects to build 38 gigafactories with a combined annual output of 1.000 gigawatt hours (GWh) and an estimated cost of €40 billion, according to a June report by Transport & Environment, a non-government organization. This annual supply could be reached by 2029-2030 and would be the equivalent to the production of 16.7 million battery electric vehicles, a T&E spokesman told. “Given the monstrous increase in demand, there is a major stake at hand for manufacturers to break the battery makers’ oligopoly”, said Eric Kirstetter, a sector analyst at consulting firm Roland Berger. “They will also have to ensure access to materials for the electrodes (anode and cathode), which will determine the batteries’ price and availability”, he added. In Sweden, the start-up Northvolt expects to reach annual production of 150 GWh in Europe by 2030, with one plant under construction now and two much bigger ones on the drawing board. Northvolt has previously said that production capacity would reach 32 GWh by 2024, or enough batteries for 600.000 electric vehicles per year. In another report, Transport & Environment said battery electric vehicles could account for all new sales of units in the 27-nation European Union by 2035, if policymakers introduce tighter CO2 targets and strong support for infrastructure to charge cars. Automakers, which are under pressure to transition out of fossil fuel vehicles, are putting money into battery production. German giant Volkswagen has invested in Northvolt and also plans to build 5 other battery plants. Stellantis, which owns brands such as Alfa Romeo, Chrysler, Citroen, Dodge and Fiat, is working on 2 of its own, while electric pioneer Tesla wants to make its future gigafactory near Berlin one of the biggest in the world with 250 GWh of capacity by 2030. European governments are backing the projects because they want the continent to maintain a major role in future automobile manufacturing. Asian manufacturers are also investing in Europe, with the Chinese group AESC planning to work with Toyota and Renault on battery plants in Britain and France. 2 South Korean companies, LG Chem and SKI, have already opened factories in Poland and Hungary, and China’s CATL is building one in Germany. European Commission vice president Maros Sefcovic said in March that the continent needed to achieve strategic independence in what has become a critical sector. He wants European factories to cover the region’s needs by 2025. That is a tall order, according to Oliver Montique, an analyst with Fitch Solutions. Montique targets 2040 for the establishment of “an entirely closed loop supply chain where the vast majority of battery materials are extracted, refined, processed and produced into battery cells on the continent”. Europe wants to build factories that pollute less than in Asia or the United States, and EU officials are working on a standard that would impose criteria on how raw materials are obtained and used batteries are recycled. To develop a new generation of batteries that are less dependent on the lithium-ion technology dominated by Asian companies, the European Commission launched a research and development program in January backed by €2.9 billion. European factories could employ 800.000 people, the commission estimates, but they would need to be trained quickly. Battery factories will also need raw materials. Demand for lithium is expected to soar by a multiple of 18 by 2030, the European Commission has forecast, and the sector will also likely need five times more cobalt. Germany and the Czech Republic have substantial reserves of lithium, but Montique advises EU leaders to also ensure supplies from reliable partners. “I’m thinking of Australia, Canada, Brazil and Chile”, he said, “so that the supply-side is unlikely to be threatened either through normal commercial constraints and/or political reasons”. +++ 

+++ In Japan, where hybrid cars dominate, what Akio Toyoda says matters. Toyota has been a pioneer of the technology since the first Prius rolled off the production line in 1997 and the president of the world’s largest automaker has repeatedly criticized the government for pushing electric vehicles. That isn’t stopping HONDA from steering into EVs at all costs. It’s the first of Japan’s automakers to state publicly it will phase out sales of gasoline-powered cars completely, setting 2040 as the goal and giving newly minted chief executive officer Toshihiro Mibe a once-in-a-career chance to put his stamp on a firm that can trace its lineage back 84 years. “It’s a very bold target”, said Yachiyo Tanaka, an analyst at automotive research company Fourin. “Honda has pledged to pull ahead of other automakers by introducing the latest technologies”. The spoils, if Mibe can pull it off, are significant. Prime minister Yoshihide Suga has pledged to achieve carbon neutrality by 2050 and firms with a first-mover advantage may capture market share. EV penetration in the nation is 1, well down on China, the world’s biggest market for electric cars, at around 6 %. But it’s a bet that stretches beyond Japan’s borders, too. Global sales of passenger EVs are set to rise sharply, jumping to 14 million in 2025 from 3.1 million in 2020. Honda, which gets about 56 % of its revenue from North America and around one-quarter from Asia ex Japan, has already begun aligning itself with powerful carmakers overseas, last year striking a pact to use General Motors’ battery technology. Honda’s electric strategy also include its traditional strength: motorcycles. Honda plans to unveil 3 new electric 2-wheelers by 2024, as well as 10 new EV cars in China within 5 years (its first mass-produced E, released last year, has a global sales target of 10.000 units annually). While motorcycles only represent around 14 % of Honda’s total revenue, their sales volumes are much greater. Honda is selling around 15 million 2-wheelers a year versus around 4.5 million cars. Pit that against the forecasts for electric 2-wheeler sales of 78 million in 2040 from 27 million in 2020 and it’s not hard to see the appeal. In March, Honda formed a consortium with Yamaha, KTM and Piaggio to develop swappable battery standards for electric 2-wheelers, tricycles and quadricycles as the fall in global lithium-ion battery prices lures high-volume manufacturers further into the motorcycle market. Honda “won’t hesitate” to form alliances if necessary, Mibe, who took the reins on April 1, said at his inaugural news conference that month. He added he thinks the government’s target is reasonable. “We can’t postpone making an effort and then expect to reach the target at the last minute”, said Mibe, 59, although he did note that selling only zero-emission vehicles by 2040 will “be an uphill struggle”. Honda declined to make Mibe available for an interview. Critics of Honda’s strategy wonder whether the goal is realistic. Bigger players like Ford aren’t expecting to be 100 % carbon neutral until 2050 while Toyota sees hybrids playing a much more important role. It’s a short-term tactic to grab stakeholder attention as the focus around environmental, social and corporate governance picks up, said Takeshi Miyao, an analyst at Carnorama. For Honda to position itself in the market it had to say something different from Toyota, he said. “Honda had no choice but to unveil a plan that’s almost opposite to appeal to investors. It’s no use saying the same thing”, Miyao said. Honda’s decision to end its long history with gasoline-powered engines is a marked shift. The pledge also comes after former CEO Takahiro Hachigo embarked on a cost-cutting exercise amid falling profits at Honda’s car unit, shutting factories, slashing models and scrapping the company’s participation in the Formula One World Championship at the end of the 2021 season, leaving fans dismayed. Honda became involved in Formula One more than half a century ago, competing as an entrant, constructor and engine supplier and scoring multiple championships in the world’s most watched motor-sport competition. “I’d never imagined Honda would say farewell to engines because that’s how Honda has succeeded up until now”, one person tweeted. “I thought F1 was Honda’s DNA, so it’s sad hearing about its withdrawal”. Mibe said at Honda’s annual shareholder meeting that the carmaker may consider involvement in an auto race again “after we win the race for carbon neutrality”. The split was bittersweet for engineers within Honda, too. It can be harder to differentiate electric cars in the market, which is a concern for those across the auto industry, one said. Another, who also declined to be identified because they’re not authorized to speak publicly, said while the all-electric goal may be challenging, at least Mibe has laid out a clear strategy and the general feeling inside the company is one of positivity. “It was a statement that only the CEO could make” and inevitable considering the way the world is going, said Tomiji Sugimoto, a former Honda engineer who now heads an automotive consultancy. But the goal is persuasive because Mibe himself is an engineer by training, said Sugimoto, who retired from Honda in 2016 after a 39-year career and knew Mibe personally. Mibe isn’t one to shy away from a challenge. A 34-year veteran of the automaker, he’s spent vast chunks of his time running R&D efforts at the company, focused on striking the tricky balance between innovation and commercialization. In April 2020, he also became the executive in charge of monozukuri, a Japanese word that literally means the making of things. Honda’s electric push boils down to “how fast we can make the EV business profitable”, he said when fronting the press earlier this year. “Companies that do it fast will survive”. +++ 

+++ In response to both a shrinking domestic market and the accelerating shift toward electric vehicles, JAPAN ’s automakers are reviewing their lineups and discontinuing the production of some widely beloved models. Around the end of this year, Honda will end production of the Odyssey minivan, a model that has sold more than 1.2 million units since 1994. The Odyssey became popular for its low height, which allowed it to be easily parked in multistory parking facilities, and its spacious interior with 3 rows of seats. It sold 120.000 units in 1995. In recent years, however, it has been competing with Toyota’s Alphard and other models, and sold only about 10.000 units in 2020. Honda plans to suspend operations of its plant in Sayama, Saitama Prefecture, which produces the Odyssey, by the end of fiscal 2021 and consolidate the functions at its plant in Yorii in the prefecture. At the same time, the company will cease production of the Legend luxury sedan and the Clarity fuel cell vehicle. Mitsubishi Motors will discontinue production of the Pajero this summer. The Pajero has been popular both in Japan and overseas as one of the leading off-road vehicles, which was designed to overcome rugged terrain. A team driving the Pajero won in the 1985 Paris–Dakar rally. However, demand for the model has been declining in recent years due to its low fuel economy and other reasons, such as struggling to comply with increasingly strict environmental regulations. The production of many sedans has also been discontinued. The increasing popularity of outdoor activities such as camping has created a headwind for sedans with small luggage compartments. In March, Toyota stopped production of its 2 sister models, the Premio and the Allion. These successors to the Corona and Carina, which were popular during the period of rapid economic growth, ended their history of more than half a century. Nissan has ceased production of the Sylphy and Subaru halted the Legacy last year. Automakers have been sinking large amounts of capital into the development of technologies for vehicle electrification and automated driving. With domestic sales shrinking mainly due to the declining birthrate and the aging of the population, many in the industry believe automakers have no choice but to continue to narrow down their lineups. Meanwhile, a Nissan executive stressed this month that the company “will never give up” on the Skyline sedan, despite declining sales. The Skyline, one of Nissan’s most popular models, sold 150.000 units a year at its peak in the 1970s, but sold only about 3.900 units in 2020. The handling of so many beloved models is likely to continue to trouble automakers. +++ 

+++ NISSAN chief executive Makoto Uchida pleaded for patience from disgruntled shareholders Tuesday and promised a turnaround at the Japanese automaker, which is projecting a third year of losses as it struggles to distance itself from a scandal over its former chairman, Carlos Ghosn. “What we have worked on during years of hardship will bear fruit”, Uchida said at the annual regular shareholders’ meeting. Attendance was limited at the meeting, which was also relayed online due to pandemic precautions. One shareholder got up and demanded a detailed disclosure of Ghosn’s alleged wrongdoing, saying questions about governance remained unanswered. Another shareholder also addressed the Ghosn scandal, saying the problem should have been solved internally instead being handed over to prosecutors. Nissan, based in the port city of Yokohama, has been struggling in recent years. Its brand image was battered by the 2018 arrest of Ghosn over various financial misconduct allegations. Ghosn jumped bail and fled to Lebanon in late 2019. But his arrest shocked Japan and raised serious questions about leadership at the maker of the Leaf electric car, Z sportscar and Infiniti luxury brand. “We are sorry to have caused such worries. We are doing our best to recover your trust. I have not forgotten this for a moment”, said Uchida. All shareholders remained anonymous and were identified with numbers. Separately, another shareholder got up to express his outrage that there have been no dividends for 2 years, while some executives still are paid huge salaries. Uchida assured investors the automaker was doing its best to avert a third straight year of losses. Slammed by weak sales during the pandemic, Nissan is projecting a 60 billion yen ($540 million) loss for the fiscal year ending in March 2022. That’s smaller than the losses racked up in the previous 2 years. Uchida said profitability was improving, and asked shareholders to give Nissan a bit more time to prove itself. Nissan boasts fine technology in automated driving and electric vehicles, he said. “Please be assured we will continue with improvements”, said Uchida. At the end of the 2-hour meeting, shareholders approved the reappointment of the 12 directors. They include Uchida; Jean-Dominique Senard, an executive from French alliance partner Renault, and 7 outside directors. The approval was shown by applause. Votes were also submitted by proxy and online in advance. Another proposal, which demanded the disclosure of the alliance agreement between Renault and Nissan, known as RAMA, for “Restated Alliance Master Agreement”, was rejected. Nissan management had opposed that, saying confidentiality was necessary. The relationship between Renault and Nissan has been a recurring sticking point. Ghosn was sent in by Renault to salvage Nissan from the brink of bankruptcy in 1999. Nissan officials have testified they turned to Japan’s criminal authorities to get Ghosn arrested because they feared the alliance was excessively dominated by Renault. One shareholder at the meeting urged Nissan to apologize to Greg Kelly, a former top executive at the company who is being tried in Tokyo, charged with under-reporting Ghosn’s compensation. Kelly, an American, says he is innocent. Uchida declined comment on Kelly’s case. +++ 

+++ At first glance, the forays Apple, Google and other technology giants are making into the world of cars don’t appear to be particularly lucrative. Building automobiles requires factories, equipment and an army of people to design and assemble large hunks of steel, plastic and glass. That all but guarantees slimmer profits. The world’s top 10 carmakers had an operating margin of just 5.2 % in 2020, a fraction of the 34 % enjoyed by the tech industry’s leaders. But for Apple and other behemoths that are diving into SELF-DRIVING TECH or have grand plans for their own cars, that push isn’t just about breaking into a new market: it’s about defending valuable turf. “Why are tech companies pushing into autonomous driving? Because they can, and because they have to”, said Chris Gerdes, co-director of the Center for Automotive Research at Stanford University. “There are business models that people aren’t aware of”. A market projected to top $2 trillion by 2030 is hard to ignore. By then, more than 58 million vehicles globally are expected to be driving themselves. And Big Tech has the means (from artificial intelligence and massive data, to chipmaking and engineering) to disrupt this century-old industry. What’s at stake, essentially, is something even more valuable than profitability: the last unclaimed corner of consumers’ attention during their waking hours. The amount of time people spend in cars, especially in the U.S., is significant. Americans were behind the wheel for 307.8 hours in 2016, or around six hours a week, according to the latest available data by the American Automobile Association. That’s a fair chunk of someone’s life not spent using apps on an iPhone, searching on Google or scrolling mindlessly through Instagram. Any company that’s able to free up that time in a meaningful way will also have a good chance of capturing it. The world’s inexorable shift toward intelligent cars that are better for the environment is impossible to miss. If governments haven’t already declared plans to be carbon neutral by, in some cases, the end of this decade, there’s plenty of research that shows combustion-engine cars are going the way of the dinosaurs. Bloomberg’s annual Electric Vehicle Outlook, published earlier this month, sees global oil demand from all road transport peaking in just 6 years, assuming no new policy measures are introduced. By 2025, EVs hit 10 % of global passenger vehicle sales, rising to 28 % in 2030 and 58 % in 2040. Eventually, autonomous vehicles will reshape automotive and freight markets entirely. Against that backdrop, it’s unsurprising that after years of chipping away at self-driving cars, tech companies have been stepping up their activities and investments in earnest. Autonomous cars are only as good as the human drivers they learn from, so the people who teach these systems need to be excellent drivers themselves. Over the past several months, Apple has prioritized plans for the Apple Car after previously focusing on making an autonomous driving system. That’s fueled intense speculation over which automakers and suppliers the company behind the iPhone may partner with to realize its vision. While Apple has recently lost multiple top managers on the project, it still has hundreds of engineers in its larger car group. There’s also Waymo, which is in talks to raise as much as $4 billion to accelerate its efforts. Founded in 2009, the business that was formerly Google’s self-driving car project was the first to have a fully autonomous ride on public roads. It became an independent company in 2017 under Google parent Alphabet, launched an autonomous ride-hailing service in Phoenix in 2018 and last year began testing self-driving trucks in New Mexico and Texas. Microsoft too is backing several autonomous initiatives, partnering with Volkswagen on self-driving car software, possibly with a view to creating offices-on-the-go. Amazon.com, meanwhile, has thrown its weight behind Rivian Automotive, which is making electric trucks, and last year bought driverless startup Zoox. It may look to include autonomous rides as part of its Prime membership program. “Each of these companies, including Facebook, want to be a part of or even control and dominate, every part of citizens’ lives”, said professor Raj Rajkumar, who leads the robotics institute at Carnegie Mellon University. “From their business point of view, if you don’t, somebody else can and probably will, and eventually your current domain of influence fades away”. Although Apple has dominated phones, tablets and smartwatches and put up a decent fight over computers for the past few decades, it’s been a laggard in the artificial intelligence, voice and smart-speaker spaces, areas now led by Google and Amazon. The company would benefit from the release of a breakthrough new product. While it’s had successes with the watch, released in 2015, and services, such as Apple TV, Apple Arcade and Apple Music, which are now a major new source of revenue, nothing has come close to the success of the iPhone, which has redefined entire industries and become Apple’s most lucrative product since its 2007 release. At Google, executives have long framed investments in autonomous cars, along with moonshots in biotech and drones, as risks that venture capital and less deep-pocketed firms don’t, or won’t, take. Waymo has discussed potential business models around taxi services and long-haul logistics. The onslaught has automotive incumbents girding for battle. Industry titans such as Ford, General Motors and Toyota have stepped up their own rival efforts in self-driving. The Japanese automaker is building an entire city around autonomous driving at the base of Mount Fuji while Hyundai is committing $7.4 billion to make EVs in the U.S. and develop unmanned flying taxis. In China, it’s the biggest tech companies throwing their hats in the ring. Giants from Huawei to Baidu have pledged to plow almost $19 billion into electric and self-driving vehicle ventures this year alone. Smartphone giant Xiaomi and even Apple’s Taiwanese manufacturing partner Foxconn have joined the fray, forging tie-ups and unveiling their own carmaking plans. Automakers defending their turf is understandable but Takehito Sumikawa, a partner at McKinsey & Co.’s Tokyo office who advises on future mobility, says it’s a “natural extension” for tech providers to enter the autonomous driving space. “They’re betting they can do a better job at disrupting the industry”. The existing businesses of Amazon, Apple and Google already require them to become proficient at AI, handling massive amounts of data and designing complex systems. Essentially, they’ve made the upfront investment in core technologies needed to design and build driverless cars, and they now have legions of engineers eager to solve more complex problems, not to mention an appetite for disruption. But perhaps one of the clearest examples of a tech company with the ability to change up its own stomping ground is Amazon. The web retailer would benefit hugely from the lower costs of delivering packages to homes using cars that drive themselves. Amazon also has a habit of transforming its own tools into businesses that can be sold to a wider swath of customers, much like it did with cloud computing, which was originally created to support the company’s online retail operations. Having morphed it into a computing and data-storage platform used by Netflix Inc., the U.S. government and others, Amazon Web Services is now a $45.4 billion enterprise. While the coronavirus pandemic put a temporary damper on consumers’ appetite for new cars, demand has roared back. A semiconductor shortage means many traditional players can’t keep production lines moving fast enough. This year alone, the global automotive market is projected to rebound by 9.7% to $2.7 trillion, according to IBIS World. “Even for companies like Apple and Google, this is a massive market,” Rajkumar said. “CFOs and CEOs literally drool, since first movers are likely to have a major edge. Each of these companies wants to be the predator, and not become the prey”. +++ 

+++ In the UNITED KINGDOM , new car production was up nearly 1.000 % last month year on year, but ongoing issues related to Covid-19 and supply continue to restrict output. Some 54.962 cars were built in May, according to new figures from the Society of Motor Manufacturers and Traders (SMMT), which represents a 934.3 % increase over the 5.314 produced last May, when car factories were only just beginning to open again after the first lockdown. The trade body also notes that last month’s figures were down 52.6 % compared with the 116.035 units produced in May 2019, before the pandemic, reflecting the continuing impact of Covid-19 and the global semiconductor shortage (which has forced several lines to halt production) on the automotive industry. For the year to date, the UK has produced 429.826 new cars, up more than 100.000 units on this point last year, but down 22.9 % compared with the first five months of 2019. The SMMT reports that May’s production rates were 58 % below the 5-year average. Some 19.2 % of all cars produced were either battery electric or hybridised, and so far this year, a fifth of UK-built new cars have featured an alternatively fuelled drivetrain of some sort. Battery-electric vehicles account for 6.1 % of the market, equivalent to one in 16 new cars. Mike Hawes, SMMT chief executive, said: “May’s figures continue to look inflated when compared to last year’s near total standstill of production lines. The recovery of car production is, however, still massively challenged here and abroad by global supply shortages, particularly semiconductors. If the UK is to remain competitive, therefore, it must ensure it has a globally attractive policy framework for both vehicle production and the supply chain. Accelerating zero-emission car production is part of this package, so while one in five models made here this year is alternatively fuelled, we need to drive investment in R&D, charging infrastructure and the market to ensure we can deliver the net-zero future society demands”. +++

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