MAY 2025 INNOVATION AND AI Driving tomorrow’s mobility P.32 FOLLOW THE RHYTHM OF A NEW GENERATION OF MOBILITY by HEADING FOR THE UNITED STATES P.18 ONE4YOU The new customized offer P.12 MANUFACTURERS confirm their interest in hydrogen P.10
/ BUSINESS OPPORTUNITIES One4you, the new customized offer from OPmobility #2 — MAY 2025 / INTRODUCTION / OPMOBILITY NEWS Message from Félicie Burelle 5 Latest news from OPmobility / OPEN TALK Manufacturers confirm their interest in hydrogen / OPMOBILITY ON THE MOVE Heading for the United States! 20 Remaining competitive in a fast- changing industry 22 The keys to success in the American market 24 Digital manufacturing, a solution with a bright future? / OPEN MIND Innovation and AI, driving tomorrow’s mobility 34 Safety and reliability: what are the challenges? 36 How is AI redefining the way we manufacture? 28 On course for carbon neutrality 30 Safety and quality, a shared priority 31 Diversity and equity, a source of innovation / PEOPLE & PLANET ACT FOR ALL™
The mobility sector is undergoing a period of profound transformation. New players are emerging with new requirements and new technological ambitions, while we are witnessing a drop in global vehicle production, the transition to electric vehicles, and the implementation of ever-changing regulations. In addition, geopolitical tensions are simultaneously heightening uncertainty and underlining the relevance of our diversification strategy. In 2024, we expanded our customer portfolio, both in the automotive industry and in new sectors, such as the rail industry. We also improved our global presence to ensure a better balance, particularly in the United States and Asia. Today, our portfolio of technologies is more robust and diversified. We also developed One4you, an offer that brings together the combined expertise of our Exterior & Lighting and Modules Business Groups, along with our software activity OP’nSoft. Our first quarter performance in 2025 was solid. In a global environment characterized by many uncertainties, we decided to accelerate our cost-cutting initiatives across all our activities to ensure our financial performance and continue to reduce our debt. We are moving forward with a long-term vision, while remaining agile in the short term. This is reflected in a stronger presence in growth regions, a larger customer portfolio, and a constant commitment to efficiency, competitiveness, and operational excellence. In line with the commitment we made in 2021, the Group will be carbon neutral for scopes 1 and 2 emissions this year. This ambitious objective has become a source of pride for us and is particularly important to our customers. Acceleration, agility, and diversification are our guiding principles as we work every day to meet our customers’ needs and adapt constantly to our market environment. This new edition of Vibes magazine reflects this strategic acceleration – you will find out more about One4you, our vision of the hydrogen market, our analysis of the American market, our talented employees at the heart of our ACT FOR ALL™ sustainable development program, and the role of artificial intelligence in our activities. I want to thank all our teams for their commitment and their exceptional work. Together, we have achieved great things and I firmly believe we will build on this momentum in 2025. I hope you will enjoy reading this magazine. INTRODUCTION LAURENT FAVRE Chief Executive Officer, OPmobility “Acceleration, agility, and diversification are our guiding principles as we work every day to meet our customers’ needs and adapt constantly to our market environment.” ACCELE- RATION
Just 140 years separate the Peugeot brothers’ first automobile and Zoox, Amazon’s revolutionary robotaxi. Constantly changing at tremendous speed, the mobility sector has witnessed 140 years of innovation. Today, artificial intelligence (AI) marks a new turning point for our industry, if not a new industrial revolution. Although nobody can predict its full potential or its exact impact, there is no doubt about its potency. The 2025 edition of CES in Las Vegas, which OPmobility attended for the second time, was an opportunity to learn about the many applications of this technology. AI will transform the way we work in three ways. Firstly, in our day-to-day operations, it will make it easier to manage tasks with less added value, thereby increasing productivity. Secondly, it will change the way we design our solutions, making us more efficient. Lastly, it will help us develop new products and services. I believe AI will radically transform the way we interact with cars and the way cars interact with each other and their environment. The cars of tomorrow will be safer, with better object detection, and will be able to anticipate our needs by identifying our musical tastes and our preferred routes, for example. They will also be more environmentally friendly, with the ability to analyze traffic and journeys, supporting our ambitious commitment to the environment. This revolution is already under–way and there is no turning back. OPmobility is well aware of this and is fully committed to the transformation. We have developed an innovative approach in response to the challenges of today and tomorrow and we will provide our ecosystem with new solutions. For instance, our customers need to reduce their vehicle development times, which are currently around 24 months. Using AI to develop new processes for testing, prototypes, and certification could halve this time frame. Entirely new simulation processes will also have a significant impact. During manufacturing, AI will make it easier to detect and trace any defects, improving efficiency and speed. It is my job to identify solutions with real potential and prepare the company for their use: integrating AI cannot be improvised. It will require staff training and we will have to make changes to our current ways of working. This will be vital in supporting our ecosystem during this transition. OPmobility is part of a multi-sector ecosystem of open innovation and contributes to initiatives that bring together different players, experts, and partnerships. These initiatives are an integral part of our events, such as the MIT Symposium and our Innovation Days. Innovation is at the heart of our industry and helps create unique driving experiences. It is key to creating value! “At OPmobility, artificial intelligence is a revolution that will contribute to more sustainable, safer mobility that is accessible to all.” OPMOBILITY NEWS MESSAGE FROM FÉLICIE BURELLE Managing Director, OPmobility INNO- VA- TION
20 months: the average time saved during vehicle production (etc.) by companies that include AI in their processes. NOVEMBER 14, 2024 MIT Paris Symposium 2024 AI’S TRANSFORMATIVE ROLE IN MOBILITY knowledge and training engineers are key to ensure the success of this technological transformation. A round-table discussion on “Using AI in mobility”, moderated by Olivier Cadet (MIT), brought together Laurent Favre, Bart Willemsen (Gartner), Nat Ives (NVIDIA), and Philippe Rambach (Schneider Electric). Their discussion focused on the ethical, regulatory, and environmental challenges of AI. Laurent Favre explained AI’s decisive role in achieving GHG emission reduction targets and the rapid development of new technologies. He highlighted the potential of AI to optimize the use of raw materials and the management of end-of-life products, mentioning the use of generative AI to design efficient battery components as an example. This symposium underlined AI’s potential to create a more sustainable, efficient, and inclusive future for global mobility, while also emphasizing the need to ensure ethical use, responsible data management, and a balanced regulatory framework to take full advantage of its benefits. Scan to watch the MIT Paris Symposium 2024. OPmobility and the Massachusetts Institute of Technology (MIT) organized their second symposium in Paris, focused on artificial intelligence’s potential in global mobility. Introducing the event, Laurent Favre, Chief Executive Officer of OPmobility, and Félicie Burelle, Managing Director of OPmobility, emphasized the importance of remaining open-minded to seize the opportunities offered by AI. Félicie Burelle and Nicolas Leseur, Neural Concept’s Sales Director, gave a Keynote speech that explored the impact of AI on the automotive industry. Félicie Burelle highlighted the role of AI in increasing productivity and improving manufacturing processes at OPmobility, while Nicolas Leseur presented tools that enable engineers to create their own AI models, thereby strengthening internal innovation. In short, maintaining internal
75 innovators from every Business Group came together for this event. SEPTEMBER 11 AND 12, 2024 Innovation Days ALL BUSINESS GROUPS IN ATTENDANCE SEPTEMBER 13, 2024 α-Alphatech TEN YEARS OF EXCELLENCE! The α-Alphatech R&D center celebrated its 10th anniversary on September 13, 2024. This was an opportunity to look back on the progress that has been made and pay tribute to our teams’ remarkable contribution to the Group’s technological advances. With 720 employees from 30 different countries, α-Alphatech is the Group’s biggest R&D center. Over the last decade, it has developed considerable expertise in energy storage, pollution control systems, batteries, and hydrogen, resulting in highly innovative, custom solutions. Today, it plays a vital role in the transition to the mobility of the future, working particularly closely with teams from the C-Power and H2-Power Business Groups. There are plenty more exciting innovations to come! The 2024 edition of OPmobility’s Innovation Days, an event to encourage innovation through the sharing of ideas and cross-team collaboration, was held on September 11 and 12 at α-Alphatech, one of the Group’s R&D centers near Compiègne in France. For the first time, all Business Groups attended the event, making it a truly collaborative company-wide event. Over two days, project innovators from the Group’s Business Groups, the Group’s partners, and start-ups, all at the heart of the Group’s “open innovation” ecosystem, shared their latest innovations. They also presented feedback from their respective customers and discussed their priorities over the coming months. These discussions strengthened synergies and helped new innovations emerge. OPMOBILITY NEWS
9%of fuel tanks in Japan are produced on OPmobility’s site in Kitakyushu. OCTOBER 9, 2024 Kitakyushu A 20-YEAR SHARED ADVENTURE The Group’s Japanese plant in Kitakyushu celebrated its 20th anniversary in 2024 with a memorable event. Asia is a crucial region for OPmobility, accounting for more than 15% of its sales. In addition, the Group’s significant presence on this continent is strengthening its determination to forge closer ties with Japan, a country that has long been at the forefront of automotive innovation. OPmobility is proud of its close working relationship with its Japanese partners. Laurent Favre, Chief Executive Officer, Félicie Burelle, Managing Director, Youssef Souiba, President of the C-Power Business Group, official representatives of France and Japan, and local politicians all attended the event to mark the plant’s 20th anniversary; in addition, they also paid tribute to OPmobility’s long-standing employees, some of whom have worked for the Group for 20 years, and the Group’s loyal Japanese customers.
More personalized mobility With its expertise in the development, assembly, and logistics of complex modules, OPmobility simplifies its customers’ manufacturing processes. Presented at the latest edition of CES in Las Vegas, the Group’s modular solutions for vehicle front ends can integrate up to 140 components, combining essential systems such as lighting and engine cooling. More connected mobility Artificial intelligence, which is accelerating progress in product design, the transformation of development processes, operational excellence, and predictive maintenance, is at the heart of OPmobility’s innovation strategy. At the event in Las Vegas, OP’nSoft presented its Digital Twin software service, designed to improve the sustainability and efficiency of electric battery and hydrogen fuel cell systems. The Group also announced its partnership with WedoLow, which aims to improve the performance of its software, marking a significant step forward in connected mobility. One4you, a new customized offer CES in Las Vegas was also an opportunity for OPmobility to present its new global offer, One4you. Combining the Group’s expertise in exterior body parts, lighting, modules, and OP’nSoft, its dedicated software development activity, OPmobility now offers its customers an “all-in-one” service. More sustainable mobility Reflecting its focus on environmentally friendly design, OPmobility presented lightweight exterior body parts at CES. Made from sustainable materials, these parts integrate advanced technologies, including sensors and digital panels. The Group also provides architecture solutions for several types of powertrain, suitable for a wide range of mobility applications. Other breakthroughs were also presented, including high-power-density fuel cell systems and high-pressure hydrogen tanks for heavy mobility. See the article on One4you on page 12 JANUARY 7 TO 10, 2025 CES in Las Vegas THE GLOBAL STAGE FOR INNOVATION The Consumer Electronics Show (CES) in Las Vegas, a global stage for innovation, was the highlight of early 2025. From January 7 to 10, the event attracted 141,000 visitors from 150 countries and 4,500 exhibitors, including 80 start-ups, providing an ideal platform for companies to showcase their latest breakthroughs. Attending the event for the first time as OPmobility, the Group took this opportunity to underline its position as a world leader in mobility. OPMOBILITY NEWS
As of February 1, 2025, OPmobility has four Business Groups: Exterior & Lighting, Modules, C-Power, and H2-Power. To offer its customers more integrated, valueadded solutions and to optimize its operational performance, the Group has made changes to its Executive Committee. CHRISTIAN KOPP, Senior Executive Vice President of OPmobility, was appointed President of the Exterior & Lighting Business Group, made up of the Exterior and Lighting activities. Drawing on the complementary nature of these two activities, OPmobility wants to reach new standards in innovation, operational efficiency, and competitiveness. In his new role, Christian Kopp will also oversee the development of the Group’s global offer, One4you, to meet growing demand for increasingly personalized solutions. GÉRALD MENTIL, President of the Lighting Business Group, was appointed OPmobility’s Chief Performance Officer. His role is to oversee and improve the Group’s performance by optimizing synergies between its Business Groups. He will accelerate the Group’s transformation, enhance its competitiveness to ensure excellence in all key areas of operational performance (purchasing, logistics, industrial performance, R&D), and improve overall organizational efficiency. CHRISTIAN KOPP GÉRALD MENTIL OPmobility has made changes to its Executive Committee to accelerate its strategic transformation EXTERIOR & LIGHTING MODULES C-POWER H2-POWER Exterior solutions Powertrain solutions
Once again, OPmobility attended CES in Las Vegas. Is it really “the place to be” to talk about hydrogen? M. P. At the Consumer Electronics Show, there is an entire exhibition hall for mobility players, with a real focus on self-driving vehicles. Hydrogen has not generated the same momentum as it has at European trade shows, such as IAA Transportation in Hanover and Innotrans in Berlin. However, there is a real appetite for this technology and California, Nevada’s neighboring state, is already showing significant interest in fuel cells. Hydrogen technology will undoubtedly be more prevalent in the future. In Las Vegas, we presented all our solutions: our highpressure storage systems, our fuel cells, and our comprehensive hydrogen systems. OPmobility operates across the entire value chain; is that an advantage? M. P. Of course! That is something we share with Toyota. This positioning enables our H2-Power Business Group to provide a customized offer Manufacturers confirm their interest in hydrogen MARC PERRAUDIN Executive Vice President, President of the H2-Power Business Group, OPmobility
hydrogen more affordable. The same goes for our new Korean plant in Wanju. In China, we are continuing to develop our assembly lines for local markets. Is hydrogen a vital solution for heavy mobility? M. P. For heavier vehicles (trucks, buses, and trains), hydrogen is even more pertinent as a solution. By the end of the decade, it will be a genuine alternative for long-distance transport. Are trains an exciting opportunity? M. P. Absolutely! We are already working with Alstom on its hydrogen trains that operate in Germany and other European countries. We have also received orders from Stadler to provide batteries and vessels for their European trains. At the moment, we are equipping a few dozen trains, but in the long term, we hope this will increase to several hundreds, even several thousands. It is a growth market. by supplying manufacturers that produce their own fuel cells with fuel tanks or providing manufacturers that are starting out in hydrogen mobility with fuel cell and vessel systems. In this way, we can meet the needs both of major automotive manufacturers looking for a specific component and smaller companies that need the services of an industrial group with expertise across the entire technology chain. Several manufacturers have made announcements recently. Is that a positive sign? M. P. That is what makes us so confident. The hydrogen mobility market is not developing at the expected pace, with infrastructure deployment clearly lagging behind. But what is important is that our H2-Power Business Group is pursuing its development strategy. Although there may be delays for some projects, all the manufacturers that have opted for hydrogen have reasserted their commitment. In terms of automotive manufacturers, we have heard from Toyota and Hyundai, two pioneers which are accelerating their efforts, along with BMW and Stellantis. As for trucks, Daimler Truck and Volvo Trucks will soon be joined by the Traton Group. Not only is the adoption rate increasing, manufacturers are continuing to show their support for this technology. What can you tell us about your plans for new plants? M. P. Our first priority is to start mass production at the Lachelle plant near Compiègne in France, the largest hydrogen vessels plant in Europe. This will prove that we are moving to an industrial phase, producing several tens of thousands of vessels per month, reducing manufacturing costs, and making Battery packs High-pressure hydrogen storage Fuel cells
In response to the evolving automotive industry, OPmobility has launched One4you, a revolutionary all-in-one offer for exterior vehicle parts.
The new customized offer from OPmobility
One4you is redefining the relationship between OPmobility and its customers by offering tailored solutions that combine multidisciplinary expertise, operational excellence, and sustainability. It marks a paradigm shift that aims to accelerate innovation in mobility. “With One4you, we are leveraging our operational excellence to simplify our customers’ manufacturing processes and position ourselves as their preferred partner.” The name One4you highlights the Group’s commitment to a customer-centric approach. It reflects OPmobility’s goal of bringing together all its areas of expertise to provide a single integrated solution, specifically designed to meet automotive manufacturers’ complex needs. CHRISTIAN KOPP Senior Executive Vice President, President of the Exterior & Lighting Business Group, OPmobility
Can you explain One4you’s key principle? C. K. The key principle of One4you is radical simplification. We provide a single point of contact and all-in-one solutions that streamline manufacturing processes to enhance our customers’ efficiency. What does OPmobility hope to achieve with this new offer? C. K. One4you embodies our purpose of “Driving a New Generation of Mobility”. It reflects our commitment to delivering mobility solutions that are safer, more sustainable, and unique. By evolving from a mere supplier to a strategic partner, we aim to better support our customers in overcoming the challenges related to operational efficiency, agility, flexibility, and sustainability. What developments in the automotive market prompted you to develop One4you? C. K. The automotive landscape is undergoing a major transformation, driven by electrification, digitalization, the need for simplification, and the emergence of new players. At OPmobility, we are not just adapting to these changes; we are actively redefining the rules and anticipating new trends to make life easier for our customers and shape the future of mobility. Can you tell us more about One4you and its role in this transformation? C. K. One4you is our response to the market’s challenges. Our goal is to reinvent the working relationship between suppliers and automotive manufacturers. By integrating the expertise of our Exterior & Lighting and Modules Business Groups and our OP’nSoft software activity, we are developing customized, cutting-edge solutions for vehicle exterior parts. This all-in-one service goes much further than the traditional role of a supplier.
With One4you, the Group is strengthening its position as a leading technology partner for automotive manufacturers, drawing on the complementary expertise of its different Business Groups (Exterior & Lighting, Modules) and OP’nSoft, its software activity. “With One4you we are aiming to develop a much broader scope of activity.” BERTRAND HACHE One4you and Business Development Director, Exterior & Lighting Business Group, OPmobility
THE 4 LEVELS OF ONE4YOU “The automotive industry is currently undergoing major changes,” explains Bertrand Hache, One4you and Business Development Director at OPmobility. These transformations have paved the way for new and particularly innovative players, including Tesla and BYD. In response to these newcomers and their disruption of existing industry standards, historical OEMs must change their manufacturing processes and adapt their vehicles, while making efforts to stand out by adding new content, such as decoration, lighting, and communication features. “To comply with local standards, we have to integrate various elements, including sensors and communication tools,” Bertrand Hache explains. “This considerably increases vehicles’ on-board technology.” One4you: a response to industry challenges and customer needs “With One4you, we are aiming to develop a much broader scope of activity than we have currently. The aim of this offer is to leverage our expertise while developing a unique and unprecedented partnership,” Bertrand Hache continues. By reinventing the way in which suppliers and automotive makers work together, One4you promises significant benefits for OPmobility and its customers, both current and future. “We are providing new production processes that are revolutionizing traditional approaches,” Bertrand Hache explains. “Our solutions simplify our customers’ production, providing more efficient ways of managing diversity in vehicle manufacturing, while simultaneously minimizing the need to make major investments in new production lines.” An offer with significant potential “Our commitment to sustainability and energy efficiency is also a major advantage. It will enable us to provide our customers with a global offer that supports the transition to more sustainable mobility solutions,” Bertrand Hache concludes. LEVEL 0 This level covers the synergies we can create from OPmobility’s longstanding activities (such as lights and bumpers). LEVEL 1 This level is designed for customers looking to develop a unique solution, involving several Business Groups (such as illuminated panels). LEVEL 2 This level involves augmented systems that integrate more of the Group’s areas of expertise, combining materials and lighting with sensors and other features (such as smart tailgates). LEVEL 3 This level provides innovative solutions for bigger vehicle parts, known as “extended units”, and anticipates our customers’ future needs.
for the United States! Heading
The American automotive market presents OPmobility with challenges and opportunities. From its strategic vision to its implementation on the ground, find out how the Group has adapted to achieve its ambitious goals: becoming the leading technology partner of the mobility sector in the United States and providing its customers with increasingly high-performance solutions.
How would you describe the mobility market in the United States? Youssef Souiba. The American market is unique in its historical importance for the automotive sector. As the industry’s birthplace, where the Ford Model T was first launched, the United States continues to wield significant influence, as evidenced by the rise of electric vehicles, connected vehicles, and self-driving vehicles. Today, the market produces an annual average of ten million vehicles. Despite a slight downturn in 2024, we are confident about the future. Privately owned cars are an integral part of American culture. Although thermal vehicles are still predominant, the number of electric vehicles is increasing, accounting for roughly 7.5% of sales today. The most positive forecasts predict an electric vehicle penetration rate of around 37% by 2030. Unlike Europe and Asia, the American market has a limited number of major manufacturers. Historically, it has been dominated by the “Big Three”: General Motors, Ford, and Stellantis, our biggest customers. OPmobility has developed a strong local presence and forged lasting partnerships, not only with these long-standing manufacturers, but also with European manufacturers based in the United States and new players in the sector. What is C-Power’s strategy in the United States? What are its strengths? Y. S. The C-Power Business Group has three product lines: fuel systems, depollution systems, and battery packs and electrification systems. It has a dual-focus strategy to support the changing market. With regard to thermal vehicles, we are a leader in the United States, with a current market share of 33% and a target of 40% by 2030. To reach this target, we are currently rolling out our “Last Man Standing” strategy, working to increase our market share in a consolidating industry. Our operational excellence makes the difference and is a key criteria for our customers. Electrification is our second source of growth. We are seeing an increase in market hybridization; although this takes many forms, we are able to respond to these changes with a range of innovative solutions, including our “INWIN 2.0” and “pressureless” fuel systems, both made with reinforced plastic. We firmly believe that hybrid vehicles will constitute a significant share of the market in the future. How does C-Power incorporate environmental issues into its activities today? Y. S. Environmental issues are not a recent concern for C-Power and have been at the heart of our research for more than 20 years. We are focused on both depollution and decarbonization. STAYING COMPETITIVE… … IN A FAST- CHANGING INDUSTRY YOUSSEF SOUIBA Executive Vice President, President of the C-Power Business Group, OPmobility
We have shifted from manufacturing metal fuel tanks to manufacturing plastic fuel tanks; this significantly reduces vehicle weight, leading to lower energy consumption. OPmobility has continued to innovate to make this technology even more efficient by limiting hydrocarbon evaporation. Moreover, we have developed an innovative pollution control technology for diesel vehicles, known as SCR, which prevents emissions of nitrogen oxide. Today, C-Power is continuing to diversify by developing solutions for hybrid and electric mobility. The American market is vast and diverse. Encompassing the United States, Canada, Mexico, Brazil, and the rest of Latin America, it is made up of individuals with widely differing beliefs and lifestyles. This region is also characterized by major demographic and economic disparities, resulting in highly contrasting mobility needs. The challenges are considerable, from poor infrastructure in the most remote areas and unreliable networks to high vehicle costs and expensive battery maintenance. Despite these difficulties, there is significant demand for safe and affordable vehicles. To succeed in this challenging market, OPmobility is focused on consumer trends and needs. A CHALLENGING MARKET
38 weeks’ salary, on average, to buy a new vehicle Almost 2 vehicles per household, which is higher than in many developed countries THE AMERICAN AUTOMOTIVE MARKET IN FIGURES 5 major automotive manufacturers, compared to 8 in Europe and 12 in China
COMPETITIVENESS, ADAPTABILITY, AND A TALENTED WORKFORCE: “In the medium term, the C-Power Business Group has set itself two targets: rolling out its ‘Last Man Standing’ strategy and becoming the most competitive supplier,” explains Shannan Triplette, President of the Americas region of the C-Power Business Group at OPmobility since 2024. This automotive industry expert with 30 years’ experience has an ambitious vision: “The automotive market has always been cyclical. We aim to develop particularly attractive programs to secure maximum market share.” OPmobility is also focused on optimizing its industrial capacity. “We are currently increasing the capacity of all our plants and we are committed to making operational improvements that will strengthen our market position and improve our net margins,” says Shannan Triplette. OPmobility’s approach is based on several key pillars: excellent value for money, on-time delivery, and a constant commitment to the highest standards. In the fiercely contested American market, OPmobility has a major competitive advantage that helps the Group stand out: its workforce is one of the company’s biggest strengths, in Shannan Triplette’s view. “We have the best professionals in the industry. To succeed in America, we have to recruit and retain the best talent,” he says. To do this, OPmobility must offer them the best training and encourage them to achieve their full potential. Lastly, OPmobility is characterized by its At a time when sustainability, flexibility, and the user experience are considered major challenges, OPmobility has established itself as a key player within the complex sustainable mobility market in the United States. adaptability. “Our customers appreciate our operational efficiency and our ability to respond quickly to their needs,” Shannan Triplette notes. As demand for sustainable mobility solutions continues to grow, OPmobility is investing heavily in innovation and diversification. “C-Power has 13 customers in North America, including General Motors, Renault, Mercedes-Benz, and Hyundai. Over the last three years, we have focused our efforts on expanding our portfolio,” Shannan Triplette adds. In addition, the C-Power Business Group is aiming for carbon neutrality by 2030, in line with OPmobility’s sustainable development objectives. To rise to the challenge, the company has launched solar panel projects in Mexico and is developing a large-scale project in Michigan (United States) that will be launched in 2026. THE KEYS TO SUCCESS IN THE AMERICAN MARKET SHANNAN TRIPLETTE President of the Americas region of the C-Power Business Group, OPmobility
The Greer plant in the heart of South Carolina is a tangible example of the development of automotive manufacturing in the United States. Opened in 2017, this vast plant, which spans 64,000 m2 and has more than 800 employees, has rapidly become a leading player within the region’s automotive ecosystem. A SOLUTION WITH A BRIGHT FUTURE? DIGITAL MANUFACTURING, Greer plant LON MILLER Supply Chain Manager, Greer site, Exterior & Lighting Business Group, OPmobility
Primarily specializing in the manufacture of parts for BMW and future electric SUV models, the plant is the perfect illustration of digital manufacturing’s potential within the automotive supply chain. By integrating digital technologies, the team has successfully optimized production processes, the supply chain, and the product life cycle. Lon Miller, Supply Chain Manager for the Greer site, explains: “Digital manufacturing is more than just automation. It is all about creating an integrated digital environment that enhances every aspect of our operations. For example, our main planning and purchasing systems are now interconnected, making it possible to make adjustments in real time, in response to fluctuating demand.” Information in real time Inside the Greer plant, visitors are struck by two things: the silence and the endless screens that display a wealth of detailed information. “This data is a real gold mine. In the event of a malfunction, five screens make it possible to identify the machine at fault, find out the reason for the shutdown, and more. It is not just an alarm that goes off, it is an entire system that provides us with the necessary data to resolve a problem,” Lon Miller explains. Automation and computerization help optimize oversight of the plant’s logistical efficiency. “The supplier dashboard gives us precise information about delivery times. Using this data, we can identify problems as soon as they arise and resolve them immediately.” Looking to the future, Lon Miller is optimistic yet pragmatic. “Digital manufacturing has huge potential within our industry, but it also brings with it a number of challenges. For instance, we need to provide our teams with regular training to ensure they can keep up with technological progress.” However, Lon Miller emphasizes that the digital aspect of manufacturing will not put an end to human involvement. “Although digital tools improve our capabilities, they cannot replace our teams. On the contrary, they will encourage the creation of new jobs, while giving our employees the opportunity to contribute to activities with more added value.” Sustainability and efficiency The Greer plant’s use of digital technology reflects major developments in the American automotive industry. Given that the sector is under pressure to innovate, improve efficiency, and reduce its environmental impact, digital solutions play an increasingly crucial role. “We do not just manufacture parts: we are laying the foundations for the future of automotive manufacturing,” Lon Miller says excitedly. “Our digital transformation has made us more efficient and more responsive to market needs, while making our products more sustainable.” As the mobility sector continues to evolve, sites like the Greer plant will become benchmarks for assessing the potential of digital production. By adopting these technologies, plants are becoming more competitive and are contributing to OPmobility’s broader transformation.
ACT FOR ALL™ The ACT FOR ALL™ program aims to engage all Group stakeholders and is focused on three key areas: Act for People, Act Responsibly, and Act for Planet. Pfastatt site, in France.
carbon neutrality “It is key to combine economic performance and environmental responsibility.” AMANDINE CHAFFOIS (1) Vice President Environmental Sustainability, until February 2025, OPmobility DAMIEN DEGOS Senior Vice President, Purchasing Performance, OPmobility What are the main priorities of OPmobility’s environmental policy? Amandine Chaffois. OPmobility has committed to an ambitious carbon-neutral trajectory by 2050, with two interim milestones, in 2025 and 2030, which should enable us to assess the impact of our strategy. In 2025, we want to achieve carbon neutrality for our operations (scopes 1 and 2) and reduce the CO₂ emissions of our value chain by 30% (scope 3), in comparison to 2019, by 2030. These objectives reflect our determination to combine environmental ambition with operational realism. Our roadmap for scopes 1 and 2 is focused on four priorities: reducing, replacing, offsetting, and working together. In our day-to-day activities, we have a pragmatic approach that involves measurable, practical initiatives. We are a key player in the transition to sustainable mobility, proving that it is possible to balance economic performance and environmental responsibility. How does the Purchasing Department make a tangible contribution to this strategy? Damien Degos. We play a key role in all three scopes. For scope 1 emissions, which are CO2 emissions linked to natural gas, we identify carbon offsetting projects, including reforestation projects and the installation of electric charging points. Scope 2 emissions, which are the result of our electricity use, have been a major focus for the Purchasing Department. We have installed solar panels on 35 of our sites and signed PPAs (2) and VPPAs(3) to supply our sites with decarbonized electricity. Lastly, with regard to scope 3 emissions, we work closely with our suppliers to support them as they decarbonize their activities.
In terms of sustainability, what challenges is OPmobility facing, specifically when it comes to Purchasing? A. C. Our main challenge lies in ensuring a balance between cost-effective and sustainable purchasing. D. D. There are several key issues. Firstly, we must reduce our expenditure, which is a fairly conventional challenge. However, this requires us to be increasingly efficient and make changes to the organization to improve our performance at a Group level. The second issue is regulation, with the advent of the CSRD (4) and the CS3D (5) which will soon come into force in Europe. The CSRD is an opportunity for us to demonstrate our commitment to CSR with extra-financial reporting, based on increasingly detailed and wide-ranging information. A. C. When it comes to sustainability, we are now seeing much more awareness and a stronger desire to take action, but it is important that we all understand the issues in our own roles and that we focus on new sustainability challenges. A growing industrial group’s environmental policy must strike a subtle balance between ecology and economy, two concepts that are often seen as mutually exclusive, when they are in fact inseparable and complementary. For instance, improving our energy efficiency by 20% does not just have environmental benefits: it also generates significant financial savings. As I often say, the most affordable energy is the energy we do not use! OPmobility has committed to becoming carbon neutral for its scopes 1 and 2 emissions in 2025. What initiatives have been implemented to achieve this? D. D. We reduced our scopes 1 and 2 CO2 emissions from 531 ktCO2e in 2019 to 447 ktCO2e in 2024, while continuing to grow. This year, we will achieve carbon neutrality because of our efforts and by purchasing carbon credits to offset residual emissions, particularly those linked to gas. How is the Group getting on with its objectives for upstream scope 3 emissions? A. C. Our scope 3 emissions have decreased by 30% since 2019. This is primarily because of the electrification of the vehicles equipped by OPmobility. Working closely with our suppliers, we have a structured and progressive approach to upstream scope 3 emissions. In 2021, we announced our ambitious goals and developed a detailed roadmap. In 2022, we assessed the maturity of our suppliers’ environmental performance. In 2023, we stepped up our efforts to raise our suppliers’ awareness of the importance of these issues and share best practices. In 2024, we encouraged positive initiatives from our suppliers and worked to raise the profile of our most committed partners. Today, our biggest challenge is to effectively incorporate the impact of CO2 from the outset of the purchasing process, while defining the precise value we want to attribute to it. “The Exterior & Lighting Business Group accounts for a significant share of the Group’s carbon footprint, both in terms of scopes 1 and 2 emissions, primarily because of its electricity consumption, but also because of the gas used for the furnaces and ovens of its sites’ paint lines, and in terms of scope 3 emissions. The aerodynamic design of the parts that Exterior supplies, particularly bumpers and tailgates, has a major impact on a vehicle’s fuel consumption during its lifetime. To achieve the Group’s decarbonization objectives, we are intensifying our efforts with various initiatives, including obtaining ISO 50 001 certification to address our plants’ energy management and participation in the Group’s ‘Energy Challenge’, which encourages our network to reduce its energy consumption. Lastly, we are actively exploring the reuse of plastics from end-of-life vehicles, as part of the circular economy.” FERNANDO ALVES HSE (Health, Safety, and Environment) & Sustainability Director, Exterior & Lighting Business Group, OPmobility (1) Amandine Chaffois was appointed Vice President of OP’nSoft as of March 1, 2025. Carole Brinati will succeed her. (2) PPAs: Power Purchasing Agreements – long-term agreements to supply green electricity, produced by renewable energy sources. (3) VPPAs: Virtual Power Purchasing Agreements – financial contracts between an energy buyer and a renewable energy project. (4) CSRD: Corporate Sustainability Reporting Directive. (5) CS3D: Corporate Sustainability Due Diligence Directive.
“Safety and quality are a shared priority. Safety is at the heart of everything we do. Today, I feel confident in saying that my role has strengthened my leadership skills and has had a positive impact on quality and safety. As Vice President for Quality of the Exterior & Lighting Business Group, I have to ensure that both concepts are firmly embedded in our day-to-day operations. Every employee’s workplace environment must enable him or her to feel confident to make the right decisions: that is key to our success! To achieve this, we must be committed and determined. Safety is a priority for all OPmobility employees at every level, from operators to management. Our six ‘nonnegotiables’ play a key role in the Group’s safety policy: they are structured in a logical way and guarantee real operational discipline. Providing rules on pedestrian circulation, personal protective equipment, forklifts, suspended loads, LOTO procedures, and working at heights, these ‘non-negotiables’ have a direct impact on safety and quality. RAMONA DEIS Vice President Quality, Exterior & Lighting Business Group, OPmobility “Safety is a priority for all OPmobility employees at every level, from operators to management.” safety & quality To achieve the level of safety we have set for ourselves, training is vital. One day, I almost walked under a suspended load, something that would have been a breach of one of our ‘non-negotiables’. Fortunately, because of our training, my colleagues and I were able to prevent this incident. This helped me understand two things: the strength of our corporate safety culture and the importance of a proactive understanding of the rules. When safety is a shared priority, we can create an environment that fosters quality, in which every person goes home safely at the end of the working day.” Employees at the Greer site in the United States.
“Every day at OPmobility, we work to promote diversity and make our employees aware of its importance within our company.” “Diversity and equity are sources of innovation. Few sectors are undergoing as rapid and far-reaching a transformation as the automotive industry. The mobility sector is at the heart of the major challenges of the 21st century. Developing cleaner mobility for a more sustainable world is an opportunity for us all to contribute to an exciting adventure that involves technology, innovation, and change. To make this sustainable and innovative mobility a reality, it is vital to develop diversity within the automotive sector. As part of this transformation, we are actively working every day to raise our employees’ awareness of the importance of diversity, particularly with our ‘Diversity & Equity Impact’ program. FEDERICA MAGLIACANE Talent Development & Learning Manager, H₂-Power Business Group, OPmobility diversity & equity For instance, OPmobility marks Breast Cancer Awareness month in October every year, helping its employees learn more about this disease and providing support for cancer research. Our company has made significant progress in diversity and equity, as demonstrated by the external recognition it has received. However, I am well aware that some challenges must still be overcome, particularly when it comes to increasing female representation in certain roles, standardizing diversity efforts across our Business Groups, and supporting international mobility. As a global company, we prioritize intercultural skills. Ensuring a diverse range of opinions is, in my view, the best way to make progress together and break new ground.” Employee at the Guichen site, in France.
Connected and self-driving vehicles are increasingly common on the roads and are a major opportunity for the future of mobility, particularly in the United States and China. But the advent of these vehicles and related technologies raises important questions, particularly in terms of safety and data confidentiality. As one of the sector’s major players, OPmobility is particularly focused on the technological and ethical challenges they present. INNOVATION & AI DRIVING TOMORROW’S MOBILITY
“In China and the United States, where there are more self-driving vehicles on the roads, progress is very fast and consistent.” Safety and reliability: what are the challenges? YANNICK RAYNAUD Group Scientific Director, OPmobility How would you assess the safety of connected and self-driving vehicles today? Yannick Raynaud. Cybersecurity and software protection are the main challenges facing connected vehicles. Regulations on cybersecurity for road vehicles are global and are enforced by the ISO(1). Automotive manufacturers must take measures to ensure the cybersecurity of their vehicles, detect and respond to safety incidents, and provide safe software updates throughout their vehicles’ lifetime. This is a major change. However, regulations and interpretations vary for self-driving vehicles. In China and the United States, where there are more self driving vehicles on the roads, progress is very fast and consistent. In comparison to traditional vehicles, what are the specific safety issues that affect self-driving vehicles? Y. R. The biggest challenge lies in ensuring cohabitation on open roads. Pedestrians and other vehicles must be able to communicate effectively with self-driving vehicles to avoid any kind of danger. However, this requires a high level of acceptance of this type of vehicle and artificial intelligence in general. It is therefore vital to provide the public with all the information they need to change public attitudes and ensure everybody’s safety. What particular challenges have you encountered when it comes to regulations and cybersecurity? Y. R. There’s always a gap between regulations and reality. Cybercriminals often outpace the capabilities of protection systems. Consequently, automotive manufacturers and suppliers must anticipate these threats. With the development of new technologies, including quantum computers which are built on principles of quantum mechanics to perform complex calculations much more quickly than a standard computer, it is vital to strengthen protective measures. This is crucial to ensure the safety of vehicles, people, and companies in what we call post-quantum cryptography. How do you see the future of self-driving vehicles, in light of changing technologies and business models? Y. R. The future will be multifaceted, there is no doubt about it. Some players will evolve more quickly than others. Freight transport will continue to grow, but the issue of passenger transport remains uncertain and will depend on the public’s acceptance of these vehicles. In terms of technologies, as soon as a dedicated business model emerges, like those of Zoox, Waymo, and Baidu in China, new possibilities and opportunities open up. Already active in 19 cities with an operating area of 600 km², China is accelerating the roll-out of this technology this year, for both light and heavy mobility. For example, in a few years, we could see the emergence of infrared headlights that will improve night vision by projecting beams that are invisible to the naked eye. The future is bright for young engineers! THE EXPERT — 1. International Organization for Standardization.
“Different road users must be able to cohabit with self-driving vehicles to ensure everybody’s safety.” THE GUEST — MARC AMBLARD Founding Partner & Managing Director, Orsay Consulting in San Francisco Today, these vehicles will mainly be used as part of fleets of private hire vehicles that belong to companies including Waymo, a subsidiary of the Alphabet Group, and Zoox, an Amazon subsidiary. Initially, the public was very critical when these vehicles were put on the road, due to a lack of information and fears about their safety. Today, they are an integral part of the urban environment: Waymo now provides more than 150,000 paid trips every week, compared to just 50,000 last June. This is because of significant communication campaigns by the relevant companies, featuring independent studies emphasizing the vehicles’ safety performance. This has improved the public’s acceptance and perception of these vehicles. What does the future hold for self-driving vehicles? M. A. The main challenge lies in the roll-out of these vehicles. However, increasing the number of self-driving vehicles in cities and the number of cities in which they can be driven also increases the risk of incidents. Manufacturers must therefore improve safety and reliability. Different road users must be able to cohabit with self-driving vehicles to ensure everybody’s safety. How safe are self-driving vehicles today? Marc Amblard. The safety of self-driving vehicles is relatively high. Solutions have been developed to ensure safety at every level of the vehicle, from environment perception using sensors, including radar, to control of vehicle movements. It is interesting to note that, although the number of self-driving vehicles is still very low, with some 2,500 to 3,000 cars on the roads globally, they have already driven tens of millions of kilometers. All the data collected on these journeys is used to continually improve system safety. What fundamental differences are there between the safety of a self-driving vehicle and a traditional vehicle? M. A. I see two main differences. The first is that self-driving vehicles are designed and authorized to be driven in very specific conditions, in specific areas that have been mapped many times. The second is that, thanks to existing technologies, self-driving vehicles have 360° vision. They can interpret any activity around them, calculate the probability of pedestrian reactions, and therefore optimize their own route. We have reached a level of technological complexity that goes beyond what humans are capable of doing. In the United States, what does the public think of self-driving vehicles on the road? M. A. Self-driving vehicles are currently on the road in three cities: San Francisco, Los Angeles, and Phoenix. In 2025, they will be rolled out in Atlanta, Austin, and Las Vegas. Scan to read Orsay Consulting’s newsletter.
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