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Bibendum 2014: Former EU President says Toyota could lose 100,000 euros per hydrogen FCV sedan
Thu, Nov 13 2014Pat Cox does not work for Toyota and we don't think he has any secret inside information. Still, he's the former President of the European Parliament and the current high level coordinator for TransEuropean Network, so when he says Toyota is likely going to lose between 50,000 and 100,000 euros ($66,000 and $133,000) on each of the hydrogen-powered FCV sedans it will sell next year, it's worth noting. That was just one highlight of Cox's presentation at the 2014 Michelin Challenge Bibendum in Chengdu, China today, which addressed the main problem of using more H2 in transportation: cost. The EU has a tremendous incentive to find an alternative to fossil fuels, since Europe today is 94 percent dependent on oil for its transportation sector and 84 percent of that 94 percent dependency is imported oil. The tab for that costs the EU a billion euros a day, Cox said, on top of the environmental costs. To encourage a shift away from petroleum, European Directive 2014/94 requires each member state to develop national policy frameworks for the market development of alternative fuels and their infrastructure. For the member states that choose to fulfill 2014/94 by developing a hydrogen market – and to be clear, Cox said, it's not an EU diktat that they do so, since a number of other alternatives are also allowed – the aim is to have things in place by the end of 2025. The plans don't even have to be submitted until the end of 2016. The long lead time is due to a quirk in a hydrogen economy. In hydrogen infrastructure, "the first-mover cost is not the first-mover advantage, but the firstmover disadvantage." – Pat Cox In deploying a hydrogen infrastructure, Cox said, "the first-mover cost is not the first-mover advantage, but the first-mover disadvantage, and high risk." That's why the EU and member states will financially support the early stages, but everyone agrees that "if this is to work, it will have to be ultimately and essentially a commercially viable and commercially driven infrastructure roll-out." Since 1986, European Union research programs have spent 550 million euros on hydrogen-related and fuel-cell-related research, including methods of hydrogen storage and distribution as well as improved fuel cells vehicles, Cox said. Expensive problems remain to be solved. At a conference in Berlin, Germany this past summer, Cox said, the unit cost of the refueling stations was identified as the main problem.
Toyota shows a smoother autonomous Lexus for CES
Fri, Jan 4 2019Toyota is bringing a new research vehicle to CES. The TRI-P4 autonomous driving test vehicle, based on the Lexus LS500h, is a major step ahead, according to Toyota, as it has improved computing power and additional cameras for better reaction times. Earlier test mules have also used the LS as a basis, and the shift to the new, fifth generation LS brings chassis and steering-control benefits, so the vehicle's movements are smoother in automated mode. The camera tech has also been better integrated into the vehicle design, courtesy of CALTY in Ann Arbor, Michigan. Development has been swift, as the TRI's P2.1 car was unveiled in 2017. The P4 car will be used for Toyota Research Institute's Guardian and Chauffeur mode development. The two tiers differ somewhat, as TRI's Ryan Eustice explains: "Our Chauffeur development is focused on full autonomy, where the human is essentially removed from the driving equation, either completely in all environments, or within a restricted driving domain. Guardian, on the other hand, is being designed to amplify human performance behind the wheel, not replace it. The introduction of the new P4 platform will help us accelerate the development of both tracks when it joins our fleet this spring." The vehicle's situational awareness is boosted by two extra cameras facing on the sides, and a new imaging sensor both forward and rearward. Toyota says the P4's lidar setup is a carryover from the previous platform, but that its machine learning is much improved by its more powerful computer setup. The electricity required by the P4's computing power also comes from the hybrid battery, and as the computer "brain" is now housed vertically against the rear seat's backing, actual trunk space has been freed. More LS500hs will begin to be modified into TRI-P4 vehicles during spring 2019. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.
Toyota to kill Scion brand [w/video]
Wed, Feb 3 2016Toyota Motor Co. said Wednesday it will kill its youth-oriented Scion brand, ending a 13-year experiment that attracted new customers but ultimately drained resources from the parent company. The FR-S sports car, iA sedan, and iM five-door hatchback will be re-badged as Toyotas starting in August for the 2017 model year, and the tC coupe will end production then. The C-HR displayed at the Los Angeles Auto Show will become a Toyota vehicle when it launches. Scion's 22 dedicated team members will be given opportunities to join Toyota. Toyota says it made the decision in response to customers' needs, noting it finds younger buyers want practicality in addition to the individualistic styling and features that Scion offered. Meanwhile, Toyota's own vehicles have gotten sportier, which the company says appeals to younger buyers. Scion claimed some successes, pointing to its average customer age of 36 years old, with 70 percent of its buyers new to Toyota. Scion sold more than a million vehicles since it launched. Its best year was 2006, when it sold 173,034 vehicles. Sales declined steadily in 2007-08 and then crashed in 2009 during the recession to 57,961 units, before bottoming out in 2010 with only 45,678 sales. "This isn't a step backward for Scion; it's a leap forward for Toyota. Scion has allowed us to fast track ideas that would have been challenging to test through the Toyota network," said Jim Lentz, founding vice president of Scion and now CEO, Toyota Motor North America. "I was there when we established Scion and our goal was to make Toyota and our dealers stronger by learning how to better attract and engage young customers. I'm very proud because that's exactly what we have accomplished." While Scion never recovered from its drastic sales decline, it served as a test bed for marketing and dealer tactics that helped its parent company. Scion tried out no-haggle pricing, a streamlined option plan (some cars had only two choices: color and transmission) and a pre-paid maintenance plan. "We appreciate our 1,004 Scion dealers and the support they've given the brand," said Bob Carter, Toyota senior vice president of automotive operations. "We believe our dealers have gained valuable insights and have received a strong return on their investment.