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Stellantis delivers full year 2024 results consistent with updated financial guidance

Stellantis delivers full year 2024 results consistent with updated financial guidance

Zawya26-02-2025
Net revenues of €156.9 billion, down 17% compared to 2023, with consolidated shipment volumes decreasing 12% due to temporary gaps in product offerings, as well as now-complete inventory reduction initiatives
Net profit of €5.5 billion, down 70%. Adjusted operating income(1) of €8.6 billion fell 64% with AOI margin(2) of 5.5%
Industrial free cash flows(3) were negative €6 billion reflecting the decline in income and temporary enlarged working capital impact due to production adjustments
Total inventories on December 31, 2024 were 18% or 268 thousand units lower year-over-year, including a 20% drop in U.S. dealer stock to 304 thousand units, surpassing previously communicated target of 330 thousand units
Generational product portfolio transition initiated in 2024 with the first products launched on STLA Medium and STLA Large platforms, and scaled globalization of Smart Car platform through the European launch of Citroën C3/ë-C3
Total industrial available liquidity ended 2024 at €49.5 billion, with Industrial net financial position at €15.1 billion. Dividend to common shareholders proposed at €0.68 per share, representing a 5% yield, pending shareholder approval
2025 financial guidance of "Positive" Net Revenue Growth, "Mid-Single Digits" AOI margin and "Positive" industrial free cash flows, reflecting both the early stage of the commercial recovery as well as elevated industry uncertainties
The process to appoint the new permanent Chief Executive Officer is well underway and will be concluded within the first half of 2025. In the meantime, the Company is focused on execution
" While 2024 was a year of stark contrasts for the Company, with results falling short of our potential, we achieved important strategic milestones. Notably, we began the rollout of new multi-energy platforms and products, which continues in 2025, started production of EV batteries through our JVs, and launched the Leapmotor International partnership.
Stellantis' dedicated and talented people are driving forward with energy and determination, engaging with key stakeholders and moving decision-making closer to our customers. We are firmly focused on gaining market share and improving financial performance as 2025 progresses." , John Elkann, Chairman
____________________________________________________________________________________________________________________________________
All reported data is unaudited. Reference should be made to the section 'Safe Harbor Statement' included elsewhere within this document.
AMSTERDAM - Stellantis N.V. has announced its full-year 2024 results, which are consistent with the updated financial guidance released in September 2024.
In the 90 days since the leadership transition began, and while the process to select the next CEO within the first half of 2025 continues, the interim leadership team has taken quick, decisive actions to improve the company's performance and profitability.
These actions include:
Completing inventory management initiatives, including surpassing U.S. dealer stock reduction objectives;
Prioritizing critical launches to better meet evolving customer needs, especially in the U.S.;
Making better use of available flexibilities under CO2 regulations to mitigate risks, while continuing to reduce emissions;
Working together with our dealer bodies in the U.S. and Europe to accelerate the return to growth;
Strengthening communication with suppliers to facilitate collaboration and problem-solving;
Elevating engagement with governments and regulators on key industry issues; and,
Empowering our regions to increase speed of decision-making and rigor of execution.
Looking back on a challenging 2024, Stellantis began transitioning to its next generation of products, including the first built on the new STLA multi-energy platforms, which offer consumers more freedom to choose (internal combustion, hybrid and electric powertrains). Highlights include:
STLA Medium: The first models to hit the roads on the new multi-energy BEV-centric platform are Peugeot E-3008 and E-5008 and new Opel Grandland. They offer customers the choice of electric, hybrid and plug-in hybrid variants. The new flagship DS N° 8 presented in December, offers a best-in class BEV range of up to 750 km (466 miles) in the WLTP combined cycle;
STLA Large: This highly adaptable multi-energy platform supports new models like the Dodge Charger Daytona, Jeep® Wagoneer S, Jeep® Cherokee replacement and Jeep® Recon, along with future Alfa Romeo, Chrysler and Maserati vehicles. The first Dodge and Jeep vehicles are now arriving at dealerships. The platform also supports hybrid and internal combustion propulsion systems without compromising key vehicle capabilities;
STLA Frame: Designed for full-size, body-on-frame trucks and SUVs, this platform will debut in 2025 with the Ram 1500 Ramcharger followed by Jeep brand vehicles, featuring game-changing range-extending hybrid technology; and
Smart Car: Stellantis launched European products on the global multi-energy Smart Car platform, including the affordable Citroën C3/ë-C3 and new C3 Aircross, Opel Frontera and Fiat Grande Panda. Citroën Basalt was also launched in India and South America.
Stellantis will launch 10 new products in 2025.
Artificial Intelligence is central to Stellantis' digital transformation, powering advancements across multiple domains with top-tier partners in the field. By leveraging AI, Stellantis reinforces its commitment to developing innovative, data-driven solutions that enhance its products, as well as the experiences of both customers and employees. As an illustration, in early 2025, Stellantis partnered with Mistral AI to explore the development of an advanced in-car assistant, one of many initiatives integrating AI into our vehicles and processes.
Stellantis also unveiled STLA AutoDrive 1.0, the Company's first in-house-developed automated driving system, delivering Hands-Free and Eyes-Off (SAE Level 3) functionality. STLA AutoDrive, alongside STLA Brain and STLA SmartCockpit, will advance vehicle intelligence, automation and the user experience.
Stellantis plans to pay a dividend of €0.68 per common share, pending shareholder approval. The expected calendar is: (i) Ex-date: April 22, 2025 for Euronext Milan and Euronext Paris and April 23, 2025 for NYSE; (ii) Record date: April 23, 2025 for NYSE, Euronext Milan and Euronext Paris; (iii) Payment date: May 5, 2025 for NYSE, Euronext Milan and Euronext Paris.
UPCOMING EVENTS: Annual General Meeting - April 15, 2025; Q1 Shipments & Revenues - April 30, 2025
On February 26, 2025, at 2:00 p.m. CET / 8:00 a.m. EST, a live webcast and conference call will be held to present Stellantis' Full Year 2024 Results, with the presentation expected to be posted at approximately 8:00 a.m. CET / 2:00 a.m. EST. The webcast and recorded replay will be accessible under the Investors section of the Stellantis corporate website (www.stellantis.com).
FULL YEAR 2024 SEGMENT PERFORMANCE
NORTH AMERICA
ENLARGED EUROPE
€ million, except as otherwise stated
2024
2023
Change
€ million, except as otherwise stated
2024
2023
Change
Shipments (000s)
1,432
1,903
(471)
Shipments (000s)
2,576
2,814
(238)
Net revenues
63,450
86,500
(23,050)
Net revenues
59,010
66,598
(7,588)
AOI
2,660
13,298
(10,638)
AOI
2,419
6,519
(4,100)
AOI margin
4.2%
15.4%
(1,120)
bps
AOI margin
4.1%
9.8%
(570)
bps
Shipments down 25%, mainly due to reduced production
in support of the U.S. inventory reduction actions, as well as from discontinued models of Dodge Charger and Challenger, Chrysler 300, and Jeep® Cherokee and Renegade
Net revenues down 27%,primarily due to lower volumes from discontinued models of Dodge Charger and Challenger, Chrysler 300, and Jeep® Cherokee and Renegade
Adjusted operating income down 80%, due to significant impacts from volume/mix, increased sales incentives and higher warranty costs
Shipments down 8%, driven by reduction in dealer stock from H1 '24, as well as production losses due to delayed launch of vehicles utilizing the Smart Car platform
Net revenues down 11%,due to decreased volumes, higher portion of sales with buyback commitments, increased sales incentives and negative mix
Adjusted operating income down 63%, due to negative product content and trim impact, increased sales incentives and lower volumes, partly offset by savings in raw material and other purchasing activities
MIDDLE EAST & AFRICA
SOUTH AMERICA
€ million, except as otherwise stated
2024
2023
Change
€ million, except as otherwise stated
2024
2023
Change
Combined shipments(4) (000s)
534
616
(82)
Shipments (000s)
912
879
+33
Consolidated shipments(4) (000s)
423
443
(20)
Net revenues
15,863
16,058
(195)
Net revenues
10,097
10,560
(463)
AOI
2,272
2,369
(97)
AOI
1,901
2,503
(602)
AOI margin
14.3%
14.8%
(50)
bps
AOI margin
18.8%
23.7%
(490)
bps
Consolidated shipments down 5%, mainly due to changeover in medium-sized K9 van in Turkey, as well as significant impact from importation restrictions in Algeria, Tunisia and Egypt
Net revenues down 4%, primarily due to negative FX translation effects, mainly from Turkish Lira, partially offset by strong increases in net pricing
Adjusted operating income down 24%, mainly due to negative FX transaction and translation effects primarily related to the Turkish Lira, mainly offset by increased pricing actions
Shipments up 4%, driven primarily by increased volumes in Brazil and the continued success of Fiat with the Argo, Strada and Fastback
Net revenues down 1%, due to FX impacts from Brazilian Real and Argentine Peso, partially offset by increased volume and positive impacts of parts & service business and net pricing
Adjusted operating income down 4%, primarily due to increased vehicle net pricing and volume, more than offset by FX translation impacts and negative mix
CHINA AND INDIA & ASIA PACIFIC
MASERATI
€ million, except as otherwise stated
2024
2023
Change
€ million, except as otherwise stated
2024
2023
Change
Combined shipments(4) (000s)
61
154
(93)
Shipments (000s)
11.3
26.6
(15.3)
Consolidated shipments(4) (000s)
61
102
(41)
Net revenues
1,040
2,335
(1,295)
Net revenues
1,993
3,528
(1,535)
AOI
(260)
141
(401)
AOI
(58)
502
(560)
AOI margin
(25.0)%
6.0%
(3,100)
bps
AOI margin
(2.9)%
14.2%
(1,710)
bps
Lower results due to decline in shipments, negative mix impacts, consolidation impact from Leapmotor investment and continued pricing pressures, partly offset by SG&A cost savings
Lower results due to decreased volumes and mix impacts, as well as lower industrial fixed costs absorption, offset by cost efficiencies in SG&A and R&D
H2 2024 SEGMENT PERFORMANCE
(€ million)
H2 2024
H2 2023
Change
I
F
R
S
Net revenues
71,861
91,176
(21)%
Net profit
(127)
7,707
(102)%
Diluted EPS
(0.05)
2.47
(102)%
Cash flows from operating activities
(881)
9,092
(110)%
N
O
N
-
G
A
A
P
Adjusted operating income(1)
185
10,217
(98)%
Adjusted operating income margin(2)
0.3%
11.2%
(1090)
bps
Adjusted diluted EPS(5)
0.08
2.79
(97)%
Industrial free cash flows(3)
(5,653)
4,203
(234)%
MIDDLE EAST & AFRICA
SOUTH AMERICA
€ million, except as otherwise stated
H2 2024
H2 2023
Change
€ million, except as otherwise stated
H2 2024
H2 2023
Change
Combined shipments(4) (000s)
261
315
(54)
Shipments (000s)
518
459
+59
Consolidated shipments(4) (000s)
209
235
(26)
Net revenues
5,092
5,862
(770)
Net revenues
8,496
8,495
+1
AOI
854
1,285
(431)
AOI
1,122
1,294
(172)
AOI margin
16.8%
21.9%
(510)
bps
AOI margin
13.2%
15.2%
(200)
bps
CHINA AND INDIA & PACIFIC
MASERATI
€ million, except as otherwise stated
H2 2024
H2 2023
Change
€ million, except as otherwise stated
H2 2024
H2 2023
Change
Combined shipments(4) (000s)
29
64
(35)
Shipments (000s)
4.8
11.3
(6.5)
Consolidated shipments(4) (000s)
29
44
(15)
Net revenues
409
1,026
(617)
Net revenues
921
1,542
(621)
AOI
(178)
20
(198)
AOI
(115)
208
(323)
AOI margin
(43.5)%
1.9%
(4,540)
bps
AOI margin
(12.5)%
13.5%
(2,600)
bps
________________________________________________________________________________________________________________________________________________________________________________________
(*) Other activities, unallocated items and eliminations
(A) Primarily related to workforce reductions, mainly in Enlarged Europe and North America
(B) Primarily related to (i) €1,063 million of impairments of certain platform assets in Maserati and Enlarged Europe, net of reversal, driven by projected decreases in margins for certain models and the cancellation of certain projects prior to launch, (ii) €230 million of provisions accrued for supplier obligations, relating to projects in development which were cancelled prior to launch (and for which the related capitalized R&D was impaired under (i) above), and (iii) €514 million of goodwill impairments related to the Maserati segment
(C) Extension of Takata airbags recall campaign
(D) Provision primarily related to lifetime service contracts sold in North America prior to the merger determined to be onerous during 2024
(E) C onsisting of other adjustments which are individually non significant
________________________________________________________________________________________________________________________________________________________________________________________
(*) Other activities, unallocated items and eliminations
(A) Primarily related to workforce reductions and includes €243 million relating to the new collective bargaining agreements in North America
(B) Primarily related to past service costs arising from employee benefit plan amendments related to the new collective bargaining agreements in North America. Total cost of €671 million is comprised of €243 million in Restructuring and other costs, net of reversals and €428 million in Collective bargaining agreements costs
(C) Impact of the December 2023 devaluation of the Argentine Peso from the new government's economic policies, comprised of €(197) million in Net revenues, €(147) million in Cost of revenues, and €42 million in Selling, general and other costs
(D) Related to impairments, mainly impairment of research and development assets in China and India & Asia Pacific, and impairment of certain platform assets in Enlarged Europe
(E) Net costs associated with the reorganization of our financial services activities in Europe
(F) Reversal of provisions related to litigation by certain patent owners related to the use of certain technologies in prior periods
(G) Mainly related to gains on disposals of investments and of fixed assets
(H) C onsisting of other adjustments which are individually non significant
Diluted EPS to Adjusted diluted EPS(5)
______________________________________________________________________________________________________________________________________________
(A) Tax impact on adjustments is calculated based on the expected local country tax implications for each adjustment
Cash flows from operating activities to Industrial free cash flows
(€ million)
2024
2023
Cash flows from operating activities
4,008
22,485
Less: Financial services, net of inter-segment eliminations
(2,736)
(753)
Less: Capital Expenditures and capitalized research and development expenditures and change in amounts payable on property, plant and equipment and intangible assets for industrial activities
10,761
9,031
Add: Proceeds from disposal of assets and other changes in investing activities
303
2,152
Less: Net proceeds related to the reorganization of financial services in Europe

1,532
Less: Contributions of equity to joint ventures and minor acquisitions of consolidated subsidiaries and equity method and other investments
2,376
2,767
Debt to Industrial net financial position
(€ million)
December 31, 2024
June 30,
2024
December 31, 2023
Debt
(37,227)
(32,174)
(29,463)
Current financial receivables from jointly-controlled financial services companies
674
1,245
767
Derivative financial assets/(liabilities), net and collateral deposits
222
6
20
Financial securities
4,468
6,619
6,089
Cash and cash equivalents
34,100
36,325
43,669
Industrial net financial position classified as held for sale
169
(59)
109
Net financial position
2,406
11,962
21,191
Less: Net financial position of financial services
(12,722)
(10,265)
(8,296)
15,128
22,227
29,487
Reconciliations - H2
Net revenues from external customers to Net revenues and Net profit to Adjusted operating income
________________________________________________________________________________________________________________________________________________________________________________________
(*) Other activities, unallocated items and eliminations
(A) Primarily related to workforce reductions, mainly in North America
(B) Primarily related to (i) €730 million of impairments of certain platform assets in Maserati and Enlarged Europe, net of reversal, driven by projected decreases in margins for certain models and the cancellation of certain projects prior to launch, (ii) €175 million of provisions accrued for supplier obligations, relating to projects in development which were cancelled prior to launch (and for which the related capitalized R&D was impaired under (i) above), and (iii) €514 million of goodwill impairments related to the Maserati segment
(C) Extension of Takata airbags recall campaign
(D) Provision primarily related to lifetime service contracts sold in North America prior to the merger determined to be onerous during 2024
(E) C onsisting of other adjustments which are individually non significant
________________________________________________________________________________________________________________________________________________________________________________________
(*) Other activities, unallocated items and eliminations
(A) Primarily related to workforce reductions and includes €243 million relating to the new collective bargaining agreements in North America
(B) Primarily related to past service costs arising from employee benefit plan amendments related to the new collective bargaining agreements in North America. Total cost of €671 million is comprised of €243 million in Restructuring and other costs, net of reversals and €428 million in Collective bargaining agreements costs
(C) Impact of the December 2023 devaluation of the Argentine Peso from the new government's economic policies, comprised of €(197) million in Net revenues, €(147) million in Cost of revenues, and €42 million in Selling, general and other costs
(D) Related to impairments, mainly impairment of research and development assets in China and India & Asia Pacific, and impairment of certain platform assets in Enlarged Europe
(E) Net costs associated with the reorganization of our financial services activities in Europe
(F) Reversal of provisions related to litigation by certain patent owners related to the use of certain technologies in prior periods
(G) Mainly related to gains on disposals of investments and of fixed assets
(H) C onsisting of other adjustments which are individually non significant
Diluted EPS to Adjusted diluted EPS(5)
_____________________________________________________________________________________________________________________________________________
(A) Tax impact on adjustments is calculated based on the expected local country tax implications for each adjustment
Cash flows from operating activities to Industrial free cash flows
(€ million)
H2 2024
H2 2023
Cash flows from operating activities
(881)
9,092
Less: Financial services, net of inter-segment eliminations
(1,271)
(542)
Less: Capital Expenditures and capitalized research and development expenditures and change in amounts payable on property, plant and equipment and intangible assets for industrial activities
5,323
4,835
Add: Proceeds from disposal of assets and other changes in investing activities
140
426
Less: Net proceeds related to the reorganization of financial services in Europe

68
Less: Contributions of equity to joint ventures and minor acquisitions of consolidated subsidiaries and equity method and other investments
881
1,709
Add: Defined benefit pension contributions, net of tax
21
755
Industrial free cash flows(3)
(5,653)
4,203
NOTES
(1) Adjusted operating income/(loss) excludes from Net profit/(loss) from continuing operations adjustments comprising restructuring and other termination costs, impairments, asset write-offs, disposals of investments and unusual operating income/(expense) that are considered rare or discrete events and are infrequent in nature, as inclusion of such items is not considered to be indicative of the Company's ongoing operating performance, and also excludes Net financial expenses/(income) and Tax expense/(benefit).
Unusual operating income/(expense) are impacts from strategic decisions, as well as events considered rare or discrete and infrequent in nature, as inclusion of such items is not considered to be indicative of the Company's ongoing operating performance. Unusual operating income/(expense) includes, but may not be limited to: impacts from strategic decisions to rationalize Stellantis' core operations; facility-related costs stemming from Stellantis' plans to match production capacity and cost structure to market demand, and convergence and integration costs directly related to significant acquisitions or mergers.
(2) Adjusted operating income/(loss) margin is calculated as Adjusted operating income/(loss) divided by Net revenues.
(3) Industrial free cash flows is our key cash flow metric and is calculated as Cash flows from operating activities less: (i) cash flows from operating activities from discontinued operations; (ii) cash flows from operating activities related to financial services, net of eliminations; (iii) investments in property, plant and equipment and intangible assets for industrial activities; (iv) contributions of equity to joint ventures and minor acquisitions of consolidated subsidiaries and equity method and other investments; and adjusted for: (i) net intercompany payments between continuing operations and discontinued operations; (ii) proceeds from disposal of assets and (iii) contributions to defined benefit pension plans, net of tax. The timing of Industrial free cash flows may be affected by the timing of monetization of receivables, factoring and the payment of accounts payables, as well as changes in other components of working capital, which can vary from period to period due to, among other things, cash management initiatives and other factors, some of which may be outside of the Company's control. In addition, Industrial free cash flows is one of the metrics used in the determination of the annual performance bonus for eligible employees, including members of the Senior Management.
(4) Combined shipments include shipments by Company's consolidated subsidiaries and unconsolidated joint ventures, whereas Consolidated shipments only include shipments by Company's consolidated subsidiaries. This includes the vehicles produced by our joint ventures and associates (including Leapmotor) which are distributed by our consolidated subsidiaries. In addition to the volumes included in consolidated shipments, combined shipments also includes the vehicles distributed by our joint ventures (such as Tofas). Figures by segments may not add up due to rounding. China shipments from DPCA are no longer included in Combined shipments as of November 2023; prior periods have not been restated.
(5) Adjusted diluted earnings per share ("EPS") is calculated by adjusting Diluted earnings per share for the post-tax impact per share of the same items excluded from Adjusted operating income as well as tax expense/(benefit) items that are considered rare or infrequent, or whose nature would distort the presentation of the ongoing tax charge of the Company. We believe this non-GAAP measure is useful because it also excludes items that we do not believe are indicative of the Company's ongoing operating performance and provides investors with a more meaningful comparison of the Company's ongoing quality of earnings. Adjusted diluted EPS should not be considered as a substitute for Basic earnings per share, Diluted earnings per share from operations or other methods of analyzing our quality of earnings as reported under IFRS.
(6) Industrial net financial position is calculated as Debt plus derivative financial liabilities related to industrial activities less (i) cash and cash equivalents, (ii) financial securities that are considered liquid, (iii) current financial receivables from the Company or its jointly controlled financial services entities and (iv) derivative financial assets and collateral deposits. Therefore, debt, cash and cash equivalents and other financial assets/ liabilities pertaining to Stellantis' financial services entities are excluded from the computation of the Industrial net financial position. Industrial net financial position includes the Industrial net financial position classified as held for sale.
Rankings, market share and other industry information are derived from third-party industry sources (e.g. Agence Nationale des Titres Sécurisés (ANTS), Associação Nacional dos Fabricantes de Veículos Automotores (ANFAVEA), Ministry of Infrastructure and Sustainable Mobility (MIMS), S&P Global, Ward's Automotive) and internal information unless otherwise stated.
For purposes of this document, and unless otherwise stated industry and market share information are for passenger cars (PC) plus light commercial vehicles (LCV), except as noted below:
Enlarged Europe excludes Russia and Belarus; prior periods figures have been restated;
Middle East & Africa exclude Iran, Sudan and Syria;
South America excludes Cuba;
India & Asia Pacific reflects aggregate for major markets where Stellantis competes (Japan (PC), India (PC), South Korea (PC + Pickups), Australia, New Zealand and South East Asia);
China represents PC only and includes licensed sales from DPCA; and
Maserati reflects aggregate for 17 major markets where Maserati competes and is derived from S&P Global data, Maserati competitive segment and internal information.
Prior period figures have been updated to reflect current information provided by third-party industry sources.
EU30 = EU 27 (excluding Malta), Iceland, Norway, Switzerland and UK.
Low emission vehicles (LEV) = battery electric (BEV), plug-in hybrid (PHEV), range-extender electric vehicle (REEV) and fuel cell electric (FCEV) vehicles.
All Stellantis reported BEV and LEV sales include Citroën Ami, Opel Rocks-e and Fiat Topolino; in countries where these vehicles are classified as quadricycles, they are excluded from Stellantis reported combined sales, industry sales and market share figures.
-Ends-
About Stellantis
Stellantis N.V. (NYSE: STLA/ Euronext Milan: STLAM/ Euronext Paris: STLAP) is one of the world's leading automakers aiming to provide clean, safe and affordable freedom of mobility to all. It's best known for its unique portfolio of iconic and innovative brands including Abarth, Alfa Romeo, Chrysler, Citroën, Dodge, DS Automobiles, FIAT, Jeep®, Lancia, Maserati, Opel, Peugeot, Ram, Vauxhall, Free2move and Leasys. Stellantis is executing its Dare Forward 2030, a bold strategic plan that paves the way to achieve the ambitious target of becoming a carbon net zero mobility tech company by 2038, with single-digit percentage compensation of the remaining emissions, while creating added value for all stakeholders. For more information, visit www.stellantis.com. Contacts: communications@stellantis.com or investor.relations@stellantis.com.
SAFE HARBOR STATEMENT
This document, in particular references to 'FY 2025 Guidance', contains forward looking statements. Statements regarding future financial performance and the Company's expectations as to the achievement of certain targeted metrics, including revenues, industrial free cash flows, vehicle shipments, capital investments, research and development costs and other expenses at any future date or for any future period are forward-looking statements. These statements may include terms such as 'may', 'will', 'expect', 'could', 'should', 'intend', 'estimate', 'anticipate', 'believe', 'remain', 'on track', 'design', 'target', 'objective', 'goal', 'forecast', 'projection', 'outlook', 'prospects', 'plan', or similar terms. Forward-looking statements are not guarantees of future performance. Rather, they are based on the Company's current state of knowledge, future expectations and projections about future events and are by their nature, subject to inherent risks and uncertainties. They relate to events and depend on circumstances that may or may not occur or exist in the future and, as such, undue reliance should not be placed on them.
Actual results may differ materially from those expressed in forward-looking statements as a result of a variety of factors, including: the Company's ability to launch new products successfully and to maintain vehicle shipment volumes; the Company's ability to attract and retain experienced management and employees; changes in trade policy, the imposition of global and regional tariffs or tariffs targeted to the automotive industry; changes in the global financial markets, general economic environment and changes in demand for automotive products, which is subject to cyclicality; the Company's ability to successfully manage the industry-wide transition from internal combustion engines to full electrification and accurately predict the market demand for electrified vehicles; the Company's ability to offer innovative, attractive products and to develop, manufacture and sell vehicles with advanced features including enhanced electrification, connectivity and autonomous-driving characteristics; the Company's ability to produce or procure electric batteries with competitive performance, cost and at required volumes; the Company's ability to successfully launch new businesses and integrate acquisitions; a significant malfunction, disruption or security breach compromising information technology systems or the electronic control systems contained in the Company's vehicles; exchange rate fluctuations, interest rate changes, credit risk and other market risks; increases in costs, disruptions of supply or shortages of raw materials, parts, components and systems used in the Company's vehicles; changes in local economic and political conditions; the enactment of tax reforms or other changes in tax laws and regulations; the level of governmental economic incentives available to support the adoption of battery electric vehicles; the impact of increasingly stringent regulations regarding fuel efficiency and greenhouse gas and tailpipe emissions; various types of claims, lawsuits, governmental investigations and other contingencies, including product liability and warranty claims and environmental claims, investigations and lawsuits; material operating expenditures in relation to compliance with environmental, health and safety regulations; the level of competition in the automotive industry, which may increase due to consolidation and new entrants; exposure to shortfalls in the funding of the Company's defined benefit pension plans; the Company's ability to provide or arrange for access to adequate financing for dealers and retail customers and associated risks related to the operations of financial services companies; the Company's ability to access funding to execute its business plan; the Company's ability to realize anticipated benefits from joint venture arrangements; disruptions arising from political, social and economic instability; risks associated with the Company's relationships with employees, dealers and suppliers; the Company's ability to maintain effective internal controls over financial reporting; developments in labor and industrial relations and developments in applicable labor laws; earthquakes or other disasters; and other risks and uncertainties.
Any forward-looking statements contained in this document speak only as of the date of this document and the Company disclaims any obligation to update or revise publicly forward-looking statements. Further information concerning the Company and its businesses, including factors that could materially affect the Company's financial results, is included in the Company's reports and filings with the U.S. Securities and Exchange Commission and AFM.
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  • Zawya

Egypt's AOI inaugurates new production line for high-voltage electricity towers

Egypt - The Arab Organization for Industrialization (AOI) on Monday inaugurated a new production line for high and ultra-high voltage electricity towers at its aircraft factory, part of a plan to localise technology and increase domestic manufacturing. The opening was attended by AOI Chairman Mukhtar Abdel Latif and Minister of Electricity and Renewable Energy Mahmoud Essmat, along with other senior officials. The AOI chairman said the state-owned organisation aims to achieve self-sufficiency and meet all of the electricity ministry's needs for power towers nationwide at competitive prices and according to international quality standards, under the slogan 'Made in Egypt.' He added that there are future plans to expand to meet the needs of regional markets. The new production line, established at the AOI's aircraft factory, is equipped with the latest digital manufacturing machinery. It has an initial annual production capacity of 15,000 tons, which is planned to increase to 30,000 tons per year by the end of this year. Abdel Latif noted that the new line builds on the factory's success in localising the manufacturing of telecommunications towers with 100% local content. For his part, the electricity minister said the new production line is a fruit of the partnership with the AOI and efforts to transfer modern technology and localise industry, particularly in electrical equipment. Essmat stated that the ministry gives preferential advantages to the use of local products in its projects, especially in renewable energy. He noted that the national energy strategy aims to increase the share of renewable energy in the energy mix to over 42% by 2030 and 65% by 2040, which supports the plan to localise the manufacturing of related equipment. He added that work is currently underway to expand the solar cell industry, localise the manufacturing of energy storage batteries, and produce specific equipment for several projects the ministry is implementing. The minister also said that future tenders for renewable energy projects will include special conditions prioritising local manufacturing. © 2025 Daily News Egypt. Provided by SyndiGate Media Inc. (

More than 10,000 European hotels seeking damages from Booking.com
More than 10,000 European hotels seeking damages from Booking.com

Al Etihad

time4 hours ago

  • Al Etihad

More than 10,000 European hotels seeking damages from Booking.com

4 Aug 2025 09:55 ROME (dpa)More than 10,000 European hotels are joining collective legal action against Amsterdam-based to seek compensation for losses caused by the online travel agency's use of so-called "best price" clauses ban the hotels from offering rooms on their own websites at a lower rate and are seen by them as illegal. The aim is to prevent so-called "free-rider" bookings where customers find the hotel on and then go to the hotel's own website to make their hotels cite a ruling by the European Court of Justice dated September 19, 2024 that essentially states that the best-price clause is court found that platforms like could operate without rules of this kind. This made little difference to travellers. had abolished the clauses in Europe following the European Union's Digital Markets Act of 2024. 'European hoteliers have long suffered from unfair conditions and excessive costs. Now is the time to stand together and demand redress,' Alexandros Vassilikos, president of the HOTREC hospitality sector association, said.'This joint initiative sends a clear message: abusive practices in the digital market will not be tolerated by the hospitality industry in Europe,' he aim of the collective action, known as a class action lawsuit, is to secure compensation for damages incurred between 2004 and action, which is being supported by HOTREC and more than 30 national hotel alliances, will be heard by a Dutch court and coordinated by the Hotel Claims the criticism, is essential for many hotels, as it allows them to reach a large customer base. According to a study conducted by HOTREC and a Swiss hoteliers' college, Booking Holdings held a market share of 71% across Europe in 2023, while the share of direct bookings has declined significantly over recent years.

Trump's Tariff War Creates De Facto Counter-Axis Driven By Common Cause
Trump's Tariff War Creates De Facto Counter-Axis Driven By Common Cause

Arabian Post

timea day ago

  • Arabian Post

Trump's Tariff War Creates De Facto Counter-Axis Driven By Common Cause

By K Raveendran Donald Trump's aggressive tariff regime, launched under the guise of bolstering American strength and reclaiming lost economic ground, has triggered a worldwide response that may ultimately defeat the very goal it seeks to achieve. Framed as a nationalist project to assert America's economic primacy, the tariff war has turned out to be a catalyst for an accelerating global shift away from unipolar US dominance toward a truly multipolar world order. What was once largely speculative—the idea of a global economic architecture not centred on Washington—is now becoming tangible as Trump's trade brinkmanship compels other nations to rethink, regroup, and realign. The essential flaw in Trump's strategy lies in its assumption that the rest of the world would blink first, caving in to American demands under the weight of economic pressure. But the world hasn't blinked. Instead, countries are finding common cause in resisting what they perceive as economic coercion masquerading as negotiation. The result is a fluid yet increasingly coherent realignment of powers—chief among them China, Russia, and India—that is beginning to operate as a de facto counter-axis to the United States. Driven by shared grievances and the common objective of shielding their strategic autonomy, these nations are cooperating more closely in trade, investment, and energy. The irony is that Trump's pursuit of economic supremacy is hastening the erosion of the very system that enabled US dominance for decades. Beijing, long a prime target of Trump's tariffs, has responded with both retaliation and redirection. Rather than capitulating to Washington's demands, China has expanded its outreach to other major economies, particularly in Asia and Africa, while deepening its engagement with Russia and India. The Belt and Road Initiative, initially conceived as a means of global infrastructure connectivity, is now also a tool for economic realignment. As Trump builds tariff walls, China builds roads, ports, and financial networks that bypass the United States. Moscow, for its part, has welcomed this pivot. Isolated by US and European sanctions, Russia sees opportunity in closer ties with China and India, both of which have shown increasing willingness to defy Western pressure. India, though traditionally more aligned with the West and an enthusiastic participant in global liberal markets, has found itself inching toward the emerging non-Western axis. Trump's tariffs on Indian goods, coupled with his administration's threats of secondary sanctions on countries trading with Russia or buying Iranian oil, have forced New Delhi to draw red lines. India's stance on Russian oil, for instance, has been unambiguous: it is a matter of national interest and energy security. Any effort by Washington to curtail these purchases is seen not just as economic interference but as a direct challenge to sovereign decision-making. In retaliation, India has dangled the cancellation of key defence deals, including the proposed purchase of the F-35 fighter jets—a symbolic snub that indicates a broader reassessment of strategic alignment. What makes this realignment especially potent is the breadth of its scope. It is not merely a matter of retaliatory tariffs or diplomatic rhetoric; it includes infrastructure cooperation, technological integration, and long-term investment planning. China and India, despite historic differences, have increased dialogue in recent months on trade facilitation and regional connectivity. Russia's role as a common energy partner and military supplier to both nations gives it leverage in the triangle. And with US credibility as a dependable trade partner being questioned, many smaller nations are also hedging their bets, diversifying their economic relations away from a US-centric model. Even traditional US allies in Europe are uneasy. Germany and France have voiced concerns about the destabilizing effects of Trump's tariffs on global trade norms. The EU is pursuing its own trade treaties with countries like Japan and Vietnam, carving out autonomous space in global commerce that doesn't necessarily involve Washington. At the heart of this geopolitical churn is a growing skepticism toward the idea that the United States can or should dictate the terms of global trade. The Trump administration's belief that economic might translates automatically into negotiating power has ignored the subtle but critical fact that globalisation has made nations more interconnected and interdependent. Trying to weaponise trade may yield short-term leverage, but it also creates lasting rifts and compels partners to seek alternatives. The economic structures of the 21st century no longer afford any single nation the luxury of acting as an economic autocrat without consequences. Furthermore, the economic impact within the United States is more complex and less flattering than the populist rhetoric suggests. While certain domestic industries may benefit from tariff protections, others are suffering from rising input costs and retaliatory measures. American farmers have been hit particularly hard by Chinese tariffs on agricultural imports, prompting the Trump administration to introduce multi-billion dollar bailout packages that, in effect, cancel out the supposed gains of the trade war. Manufacturing, far from being resurgent, is experiencing uncertainty and disruption due to volatility in global supply chains. The idea that tariff wars are 'easy to win' has proven to be one of the most misguided statements of Trump's presidency. Even American multinationals, once eager advocates of 'America First' policies, are quietly relocating parts of their supply chains to countries not caught in the tariff crossfire. This shift not only diminishes the US's leverage but also accelerates the decentralization of economic power. No longer is the American market an irresistible magnet for global commerce; it is increasingly seen as a zone of instability and risk. For many countries, the trade war has been a wake-up call—an impetus to invest in regional blocs, alternative trade corridors, and new financial instruments insulated from US influence. In the broader scheme, what Trump has unwittingly triggered is a reimagination of how global power is structured. The post-Cold War illusion of US-led globalisation is being replaced by a more pluralistic, competitive, and fragmented order. Emerging powers are no longer content to play by rules written in Washington. They are building parallel systems: China's digital yuan aims to reduce dependency on the dollar; India and Russia have revived rupee-rouble trade mechanisms; and regional trade agreements like RCEP are functioning without US participation. What's being born is a new kind of globalization—less hierarchical, more balanced, and far less dependent on any single country. (IPA Service)

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