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Daimler and Volvo plan hydrogen fuel cell truck production in 2025

LONDON — Daimler's truck unit and Volvo said on Thursday they would start making hydrogen fuel cells in Europe in 2025 via a joint venture, and called for EU policies to help make the zero-emission technology commercially viable. The rival German and Swedish makers of large freight-hauling trucks formed their venture, Cellcentric, in March. They said they would provide more details on large-scale fuel production in 2022, but said Cellcentric was already scaling up prototype output. "Partnerships like Cellcentric are vital to our commitment to decarbonizing road transport," Volvo Chief Executive Martin Lundstedt said in a statement. Aside from the fuel-cell joint venture, the two companies remain competitors. Both hope to test fuel-cell trucks in about three years and start mass producing trucks in the second half of this decade. The European Union has been pushing tighter emission standards, fueling a boom in zero-emission electric cars. But batteries in electric vehicles are very heavy, and hydrogen fuel cells are seen as a potentially more viable zero-emission power systems for long-haul freight in the future. Fuel cells produce electricity from hydrogen, emitting only water. The two truck makers called for the construction of around 300 hydrogen refueling stations suitable for heavy-duty vehicles in Europe by 2025 and about 1,000 stations by 2030. During a video conference with the two firms, European Commissioner for Transport Adina Valean said the commission would this summer propose a revised alternative fuels directive. She said this "will include binding requirements for rolling out hydrogen fueling infrastructure ... and financial support will be available where needed." Automaker Stellantis said this year it would begin deliveries in Europe of its first medium-sized vans powered by hydrogen fuel cells by the end of 2021. Stellantis said at the time that Germany had 90 hydrogen stations and France had 25 — a tiny fraction of the thousands of petrol stations available for fossil-fuel vehicles today. As zero-emission trucks are significantly more expensive than fossil-fuel models, Daimler and Volvo said a "policy framework is needed to ensure demand and affordability." The two companies said policies should include subsidies for "CO2-neutral technologies and a taxation system based on carbon and energy content." Related video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Volvo to build range-topping S90 sedan in China

Volvo is furthering its deep ties in China by announcing a major expansion to its factory in Daqing that will equip the site to build its future S90 sedan. The automaker is promising to make the plant, "one of the most advanced car making facilities in China," according to its press release. Unfortunately, the company isn't specifying the amount being invested or how long the work will take.
Because the northeastern Chinese city of Daqing owns about 37 percent of the automaker, the location for the significant expansion isn't entirely surprising, especially since Geely owns a majority stake in the Swedish brand. The existing factory there employs about 700 people to build the original XC90 for the local market, but the upgrades will allow the plant to handle Volvo's Scalable Product Architecture modular platform.
To be fair, Volvo doesn't specifically call out the S80-replacing S90 by name in its announcement. However, it promises the first vehicle built in Daqing after the expansion will be a new premium sedan, and the upgrades will allow the plant to make "most innovative vehicles in its product range," and the range-topping sedan is widely expected to adopt the S90 moniker.

Lotus' new position: Much improved, if Volvo's experience is a guide

Out today is the news that Geely Holding will acquire controlling interest in British sports car maker Lotus Cars. While some 20 years ago the Chinese acquisition of a British automaker might have inspired grumbling from aggrieved Brits (and the handful of Lotus enthusiasts), the world has moved on. And so – thankfully – can Lotus. To suggest Lotus' business history has been checkered is to broaden the definition of "checkered." With its beginnings in the early '50s as a maker of component cars for competition, Lotus founder Colin Chapman – in a manner not unlike his postwar contemporary, Enzo Ferrari – was always hustling, living a hand-to-mouth existence in the production of road cars to support a racing program. Regrettably, Chapman never found a Fiat, as Ferrari did toward the end of the 1960s. Lotus had Ford in its corner for racing and as a resource for powertrains, and later benefited from the corporate support of both GM and Toyota for relatively short periods. Lotus Cars, however, never enjoyed the corporate buy-in that would have allowed Chapman to race and let someone else build the cars. Regardless of what Consumer Reports or Kelley Blue Book might have thought (if they had ...) about those early Lotus cars, a great many are now regarded as classics. My first knowledge of a production Lotus was when Tom McCahill, the 'dean' of automotive journalists in the US, tested an early Elan for Mechanix Illustrated. While we're still not sure, some 50 years later, how McCahill's XXL frame fit into the tiny roadster, he had nothing but praise for the Elan's athletic chassis and now-timeless design. In today's Lotus portfolio, the Elise and Exige continue that light, athletic tradition, while the larger Evora seems to strike wide – literally and figuratively – of the "less is more" ideal. With the Toyota-powered Evora, more is more. But in an eco-sensitive era demanding more of the original Chapman mantra – add lightness – there's little reason that Lotus can't regain relevance if given the financial resources. Geely's acquisition of Volvo, the fruits of which appear regularly not only in the news but on the streets, suggests the Chinese investment will provide strategic vision (along with money) while allowing Lotus talent to do what it does best: Create an exciting product. And while at various periods in its history the product has been worthy, Lotus in the US has been ill-served by a flailing dealer network.