ACT FOR ALL™ Delivering on our commitments P. 22 MODULES A relevant response to our customers’ challenges P. 8 MORE THAN JUST CARS Conquering new markets P. 14 AT THE HEART OF THE AUTOMOTIVE INDUSTRY’S TRANSFORMATION P. 16 India KEEP PACE WITH NEW-GENERATION MOBILITY by JANUARY 2026
Vibes is a magazine published by OPmobility’s Communication Department. 1st edition: June 2024. 2nd edition: May 2025. 3rd edition: January 2026. Print run: 1,000 copies. OPmobility, 1, allée Pierre-Burelle, 92593 Levallois Cedex, France. • Photo credits: Getty Images (p. 1/Mumbai, Maharashtra, India, 3, 8, 11, 13, 16-17/Kolkata, India, 21, 28, 32), OPmobility media library, Pierre Morel/ La Company (p. 5, 9, 12, 28), Foundation EGI, Mapless AI, DR. • Design and production: . Download our 2024 Integrated Report Download our Universal Registration Document 2024 www.linkedin.com/company/opmobility @opmobility_group www.youtube.com/@OPmobilityGroup Follow us on social media 4. LATEST NEWS 5. INTRODUCTION 6. OPMOBILITY NEWS A round-up of OPmobility’s news 8. OPEN TALK Modules: a relevant response to our customers’ challenges 10. BUSINESS OPPORTUNITIES POWERTRAIN: energy storage solutions for all mobilities 12. “The hybrid vehicle market is a megatrend that works in our favor.” 14. More than just cars: conquering new markets 16. OPMOBILITY ON THE MOVE India: at the heart of the automotive industry’s transformation 18. India, a strategic regional hub for OPmobility 20. OPmobility is accelerating and building the future 22. PEOPLE & PLANET ACT FOR ALL™: delivering on our commitments 24. A closer look at our commitments to safety, diversity, and the environment 26. OPEN MIND 360° innovation for all mobility needs 28. How can engineering and AI work together to accelerate innovation? 30. Remote driving: a fast track to self-driving vehicles? #3 — JANUARY 2026 Our warmest thanks to all the teams who have helped create this magazine! We want to express our gratitude to the experts and partners who have contributed to this third edition.
Scan the QR code to watch the entire 2025 MIT Symposium. OCTOBER 23, 2025 MIT Symposium PERSPECTIVES ON THE FUTURE OF MOBILITY Acceleration, disruption, collaboration: what will new-generation mobility look like and how will technology transform it? After two editions in Paris, the third edition of the symposium organized by OPmobility and the Massachusetts Institute of Technology (MIT) was held in Detroit, the heartland of mobility, on the innovations behind the mobility of the future. As always, participants and speakers came from wide-ranging backgrounds: industry, academia, governmental institutions, start-ups, and more. The presentations and discussions focused primarily on innovation ecosystems, with several leading start-ups including DiploAI and Mapless AI in attendance, MIT’s vision of the plant of the future, and key trends in mobility technologies. INTRODUCTION teams, an environment that is conducive to the success of multiple start-ups, and supportive public policies. Lastly, the third answer is to address innovation from the perspective of our products and technologies portfolio. In which areas is our progress more a question of improving what already exists? Which subjects will lead us towards truly transformative innovation? Mapping our projects forces us to make choices and clearly define our objectives. Rather than simply saying that “we need artificial intelligence”, we must be specific about our needs: we want to develop a partnership with a university laboratory that specializes in perception systems for self-driving vehicles. Embracing innovation is an opportunity. It’s also a challenge. Integrating externally sourced technology into OPmobility’s culture as a Group is no easy task. That’s why we have identified key roles at every level of our organization: architects (top management), facilitators (middle management), and entrepreneurs (line managers and engineers). The latter attend tech events, identify start-ups, and develop close day-to-day relationships with ecosystems. They are our ambassadors and our “sensors”, a key link in the development of technologies that will serve as the foundation of our future growth. FÉLICIE BURELLE Chief Executive Officer, OPmobility “Focusing on collaboration and collective intelligence will enable us to embrace our role as a driver of change.” INNOVATION Where do today’s keys to tomorrow’s innovation lie? In a global world, new forms of mobility are being invented just as much in Silicon Valley as they are in Shenzhen, Stuttgart, and Chennai. Disruptive technologies are emerging from multiple ecosystems, with contributions from a wide range of stakeholders, including entrepreneurs, researchers, investors, and decision-makers. In this context, how can we ensure that we target our efforts and our investments in the right areas and with the right partners? What role can we play as a mobility leader? The first answer entails a strategic shift to move away from the model of the past, in which R&D was developed from and sustained by our internal resources, to adopt a more open model that enables us to work with universities, start-ups, and venture capital funds. Focusing on collaboration and collective intelligence will enable us to embrace our role as a driver of change. The second answer lies in the strategic choices we make. We must invest our resources wisely, seeking out ecosystems that are aligned with our priority areas of activity: electrification, digitalization, and sustainable mobility. We must also choose regions that fulfill several key criteria with very high-level university research LATEST NEWS 4 • • 5
30 years of loyal customer relationships OPmobility chose Spain in 1968 as the first country for its European and international expansion, beginning in Valencia. Built in 1990, the Redondela site in Galicia joined OPmobility in 2010. Originally employing 10 people, it now has 550 employees who specialize in the production of bumpers and tailgates. They produce for Peugeot, Citroën, Opel, Fiat, and Toyota cars. After five accident-free years, the site is recognized for its safety performance, diversity policy (33% female employees), and its sustainability. The installation of solar panels has improved its energy efficiency by 13% and reduced its water consumption by 33% over the last four years. OPMOBILITY NEWS In Troy, OPmobility’s Business Groups are joining forces to accelerate innovation as they work towards strong growth objectives. OCTOBER 8, 2025 Badhalawadi ONE SITE, 90% WOMEN In a dominated male industry, the new plant in Badhalawadi in India is an exception, with women making up 90% of the workforce. The plant also heralds a strategic development: for the first time, two Business Groups (Exterior & Lighting and C-Power) are producing under one roof, generating groundbreaking synergies. At a time when the mobility sector is undergoing profound changes, this new site brings together two of the Group’s six priorities: innovation and diversity, two major assets for tackling today’s challenges. OCTOBER 20, 2025 Troy A SINGLE SITE FOR 4 BUSINESS GROUPS To enhance synergies between its four Business Groups, OPmobility opened a new headquarters in Troy, Michigan. This marks a new era in the Group’s development in North America, one of the most dynamic and innovative mobility markets. The Group intends to capitalize on this momentum to accelerate its growth and aims to double its turnover in the United States by 2030. Close links with customers and Michigan’s talented workforce are also real competitive advantages to ensure success in this new era of mobility. The building showcases the Group’s current and future technologies and innovations in a dedicated showroom. AUGUST 28, 2025 Anderson CELEBRATED ITS 30TH ANNIVERSARY The Anderson plant in South Carolina has embodied OPmobility’s values of innovation and industrial excellence for 30 years. As the Group’s first industrial site in the United States, Anderson is the cornerstone of its North American operations and growth. The teams’ quality and commitment were the focus of speeches and celebrations throughout the day. Several awards were presented to employees, including an award for 30 years of service for some members of staff, a Safety award and an ACT FOR ALL™ – Care for People award in recognition of active involvement in the community. OCTOBER 1, 2025 Redondela AN OUTSTANDING PLANT FOR 35 YEARS x2 our turnover in the United States by 2030 OPmobility — Vibes #3 6 • • 7
Modules: a relevant response to our customers’ challenges way, manufacturers will become “mega module assemblers” and will focus on new technologies to be integrated into cars, self-driving vehicles, and the sale of services. In our opinion, the automotive market is increasingly headed in this direction and this shift already seems to be taking hold among new market players. When it comes to international markets and customers, what potential does the Modules Business Group have? C. M. German manufacturers still account for almost three quarters of the turnover of the Modules Business Group. We must support these long-standing customers while finding new ones, particularly American electric mobility players. A few years ago, one of these companies was the driving force behind a revolution in the industry: gigacasting. This process, which produces vehicle interiors in a single molded piece (instead of assembling the vehicle’s body parts by welding them together), is perfectly suited to the integration of modules. Today, it has been adopted by other manufacturers, which is a positive sign for the development of our activity as a Business Group. We also continue to develop our operations in new kinds of mobility, with customers including Zoox, an Amazon subsidiary that manufactures self-driving vehicles. In addition, we aim to acquire new business from Chinese manufacturers and support them in their expansion outside China, particularly in South-East Asia. As a global industrial group, we can meet the diverse regional needs of our customers. Why are modules of interest to car manufacturers? Christophe Marceau. In an uncertain climate, our customers face numerous challenges: economic concerns, significant environmental constraints in certain regions, and multiple technological issues. They have to invest significantly in new technologies (particularly for self-driving and/or electric vehicles), while continuing to provide consumers with affordable vehicles. This economic pressure, which has always existed in the automotive industry, is intensifying today. New technologies, customs duties, and inflation are driving up car prices at a time when investments are soaring and production volumes are increasingly uncertain. In this context, what role does the Modules Business Group play? C. M. I often use the metaphor of a jigsaw puzzle or Lego. It’s quicker to complete a puzzle by putting large pieces together, rather than small ones. We have real expertise when it comes to small parts. The Modules Business Group assembles a multitude of parts on flexible lines and delivers extended units to manufacturers, enabling them to assemble their vehicles more quickly. For instance, we can provide modules that include up to 140 components with 15,000 possible variants. When manufacturers need to invest in new industrial capacity, they can therefore implement more compact assembly lines by only putting together the “big pieces of the puzzle”. We provide added value by managing this complexity, taking charge of the logistics of a module’s various components, and delivering just in time, making our customers’ assembly processes more streamlined and less expensive. How does OPmobility’s One4you offering support this development? C. M. It’s the next stage of the process I’ve just described. In the short to medium term, we should be able to deliver complete vehicle fronts and rears and perhaps, in the longer term, the doors and the roof. In this CHRISTOPHE MARCEAU Executive Vice President, Director of the Modules Business Group OPEN TALK 30 million of these vehicles feature front modules 85 million vehicles produced annually worldwide OPmobility has a market share of around 20% 6 million front modules produced annually by the Modules Business Group OPmobility — Vibes #3 • 9 8 •
From passenger cars to heavy and commercial mobility, the transition is gaining momentum. OPmobility is implementing a multi-technology strategy to tackle the challenges of decarbonization and to support changes in the global market. C-POWER: EMISSION CONTROL SYSTEMS H2-POWER: HYDROGEN STORAGE AND FUEL CELL SYSTEMS BUSINESS OPPORTUNITIES C-POWER: BATTERY SYSTEMS AND ELECTRONICS POWERTRAIN Energy storage solutions for all mobilities 10 • • 11 OPmobility — Vibes #3
“The hybrid vehicle market is a megatrend that works in our favor.” YOUSSEF SOUIBA Executive Vice President, President of the C-Power Business Group As demand for electric vehicles slows, hybrids are making a major comeback. With its C-Power Business Group, how does OPmobility plan to turn this trend into a strategic advantage? BUSINESS OPPORTUNITIES Is your hybrid offering mature? Y. S. In a market in which agility is vital, our main advantage is the fact that we are cell agnostic. We know how to adapt to all types of cells and we conduct thorough benchmarking to provide every customer with the most suitable technology. We can therefore assist them in optimizing their architecture from the earliest stages of vehicle development, thereby ensuring the best trade-off between range, size, and cost. We continue to innovate and develop our products with the long-term goal of providing an integrated solution for hybrid vehicles. Does the market’s transformation provide promising opportunities for the C-Power Business Group? Y. S. The development of hybrid vehicles and the slowdown in electric vehicles present us with a genuine opportunity: we will produce more fuel tanks than planned, while also continuing to develop our battery pack solutions. We believe that it is vital to provide our customers with real added value; we do this by sharing our expertise in hybrid powertrains, while saving them from having to invest internally. Our multi-technology approach – ICE, hybrid, and electric – enables us to support all mobility stakeholders. This flexibility is at the heart of our efforts to provide innovative and sustainable solutions that effectively meet all the needs of the mobility sector. In 2025, hybrid engines became the most popular in Europe. In China, hybrid growth is now stronger than that of electric vehicles, with a market share that rose from 15% to 30% between 2023 and 2024. In the United States, the end of the federal tax credit is significantly slowing down the electric vehicle market, with many OEMs opting for lightweight hybridization. WHEN HYBRID VEHICLES DISRUPT THE MARKET Often considered as a transitional solution between internal combustion engines and fully electric vehicles, do you see hybrid vehicles as a separate market? Youssef Souiba. Many OEMs wanted to switch directly from ICE to fully electric vehicles. Some, such as Toyota and BMW, preferred to opt for a multi-technology strategy. We are now witnessing the stagnation of the electric vehicle market, while tough regulations to decarbonize mobility are being implemented, particularly in Europe. Most OEMs are now focusing on a hybrid offering in an attempt to comply with this requirement to reduce CO2 emissions. In other words, hybrid vehicles are emerging as a fundamental market trend that is set to last. How are OPmobility and its C-Power Business Group approaching this? Y. S. With a 24% market share on fuel and emission control systems, we continue to be a global leader in energy storage. By acquiring ACTIA Power in 2022, we were able to expand our offering to include battery pack solutions and thus target the electric vehicle market. As such, we are the only player to provide both pressurized fuel tanks and batteries to support this market’s development. OPmobility — Vibes #3 • 13 12 •
≈5,000 (1) trains produced annually worldwide (excluding China) At OPmobility, agility is vital: we are constantly adapting and we are able to move from one market to another, from cars to heavy-duty vehicles, depending on the technologies’ maturity and the opportunities that arise. From batteries to electrify railway lines and hydrogen tanks for trucks, the Group is committed to an accelerated learning approach; this ensures that it will be ready when the markets really take off. “The rail sector cannot be compared to the industrial volumes of the automotive industry,” explains Thierry Campenon, Vice President of Sales, Programs, and Electrification Development of the C-Power Business Group. “There is considerable potential: there can be up to 16 batteries on board a train, equivalent to more than one MWh. Every country that wants to move away from fossil fuels is interested in this agile solution. In addition to the undeniable environmental benefits of this solution, it also prevents the costly electrification of railways, estimated at around a million euros per kilometer(2).” OPmobility decided to expand into this market with the acquisition of ACTIA Power in 2022. In addition to two orders in development and an ongoing program with Alstom, it is also working with Siemens. “We can adapt to the specificities of the train market,” says Thierry Campenon. “Everything is different: when we are awarded a contract, it’s a 30-year commitment. We have to be able to ensure the long-term supply of spare parts that are required for train maintenance. We are building a strong industrial relationship, based on trust and our ability to support our customers’ needs over the course of several decades.” And what about trucks? “Another form of mobility that’s quite unlike the automotive industry,” says Xavier Ponchon, Managing Director Europe of the H2-Power Business Group. “It’s a highly concentrated market, with four or five major players in Europe and the United States, while the market in China is more fragmented. In comparison to the automotive market, the focus is more on value than volume: a hydrogen tank for a truck costs between 30,000 and 35,000 euros, compared to around 100 euros for a fuel tank.” The Group entered this market by signing a retrofitting(3) partnership with Hyliko in 2022. This enabled the Group to develop expertise in high-value hydrogen storage systems before entering the bus and truck markets. Today, OPmobility has two fleets on order for Volvo and is also working with two other major groups. “Our aim is to work closely with manufacturers when making technological choices so that we can improve the solutions we create for them. Designing and fitting an 80-kilogram hydrogen tank for a truck requires insightful and continuous coordination. This close relationship with our customers builds long term trust and confidence for the future,” Xavier Ponchon concludes. MORE THAN JUST CARS Conquering new markets Because decarbonization is a subject of concern for all mobility stakeholders, particularly heavy mobility such as trains and trucks, OPmobility is developing its expertise and diversifying its technologies. In addition to expanding its customer portfolio, this market expansion strategy leverages the Group’s technological leadership and enables it to optimize its industrial capabilities. BUSINESS OPPORTUNITIES 300,000 to 350,000 medium- and heavy-duty trucks produced annually in Europe(4) Batteries Fuel cells Hydrogen tanks (1) Source: Rolling Stock Market Size - Global Report 2033. (2) Source: Alstom. (3) Retrofitting involves replacing the vehicle’s engine with an electric motor. (4) Source: The ICCT - International Council on Clean Transportation. OPmobility — Vibes #3 14 • • 15
At the heart of the automotive industry’s transformation India As the world’s third largest automotive market and a rapidly growing industrial power, India is establishing itself as one of the new faces of the mobility of the future. Supporting both the domestic market’s momentum and the subcontinent’s manufacturing boom, OPmobility is investing significantly in research and development and production capacity. Welcome to tomorrow’s automotive industry, made in India. OPMOBILITY ON THE MOVE 16 • • 17
INDIA, A STRATEGIC REGIONAL HUB for OPmobility OPMOBILITY ON THE MOVE GYANENDRA SHARMA Chairperson, India 7.4 million vehicles are set to be produced in India by 2030 (compared to 1.4 million in France and 3.7 million in South Korea and Mexico)(2) +45% Expected growth in electric vehicles in India by 2030(2) +6% Expected growth in India’s GDP in 2026(2) India government’s agenda. OPmobility’s technologies are of particular interest to Indian manufacturers, because the electrification market, from privately owned cars to last-mile delivery vehicles, threewheelers, trucks and buses, is growing rapidly and needs our expertise. Our battery electrification and hydrogen solutions have a bright future. More than 700,000 vehicles in the country already run on natural gas and we are anticipating a shift towards biogas and hydrogen. Does the geopolitical context work to your advantage? G. S. India is opening up. The free trade agreements that were negotiated with the United Kingdom in May 2025 are a turning point: the taxes on our products exported to this market were reduced by 99%. Discussions are ongoing with the European Union. We hope that they will further encourage the export of automotive parts to Europe. Your ambition goes beyond technology and cost leadership, doesn’t it? G. S. We want to be much more than that. We have the talent and the intelligence, particularly when it comes to software development. Today, OPmobility employs 400 engineers in India. We want to increase this to 1,000 in 2028 and 1,500 in 2030. We aim to be the best, both in production and engineering. (1) Source: OICA (International Organization of Motor Vehicle Manufacturers). (2) Source: S&P Global. Globally, what position does the Indian market currently occupy? Gyanendra Sharma. Today, India is the world’s third largest automotive market. With just 34 cars for 1,000 inhabitants(1), the domestic market’s growth potential is considerable. Moreover, the Make In India policy, launched in 2014, aims to establish India as a manufacturing hub, an industrial power, and a key destination for foreign investment in the future. To support this growth, OPmobility is accelerating its investments. The Group already has 5 plants in the country and 4 R&D centers. A sixth plant is under construction and, based on our business plan, we aim to have 10 production sites by 2030. Our objective? To better serve Indian manufacturers and international customers by supporting the transition to sustainable mobility. In addition to our work with Tata, and Maruti Suzuki, a key player preparing to open a new plant next year near New Delhi, we also work with Hyundai, Renault, Škoda, and Toyota. Which of OPmobility’s technologies are the most promising in India? G. S. As the world’s most populous country, sustainable mobility is a key priority for India and a major issue on the • 19 18 •
OPMOBILITY IS ACCELERATING and building the future Since it began operating in India in 2007, OPmobility has forged strong partnerships with local and international manufacturers and established its presence in the major regions of the automotive industry, including Tamil Nadu and Gujarat. Today, the pace of change is accelerating because the subcontinent is enjoying strong domestic and international demand: vehicle production is expected to grow at an average annual rate of 5.2% between now and 2030(1). OPmobility at the heart of India’s transformation Continuing its strategy of international diversification, OPmobility intends to play a key role in this growth through an ambitious program: in the next five years, the Group aims to double its sales in India. Opened in 2024, the hub in Pune, in the state of Maharashtra, is now one of OPmobility’s three regional hubs, along with Troy in the United States and Tangiers in Morocco. It brings together engineering teams from the four Business A responsible company AT THE HEART OF LOCAL COMMUNITIES OPmobility’s performance in India also involves CSR initiatives. All aspects of corporate responsibility are included in the Group’s ACT FOR ALL™ program. The Group’s focus on employees is illustrated by initiatives including a brand new DOJO (a center for training and skills transfer) in Manesar and childcare facilities for employees’ children in several locations across the country. Groups. In October 2025, the Group opened a brand-new 40,000 m2 site, the biggest in the country, in Badhalawadi, in the state of Maharashtra, and began building a plant in Kharkhoda, in the state of Haryana, that will produce energy storage systems from 2026. A strategic milestone In a market in which speed is a key competitive advantage, OPmobility’s agility and expertise are a winning combination. Last June, after developing a bumper and a grille shutter in record time for a lightweight truck model produced by an Indian automotive manufacturer, the Group secured a key contract. Our Indian teams delivered a prototype and a product ready for mass production in under 15 months, compared to an Indian average of 26 months. Tomorrow’s talent Beyond its industrial activities, the Group, which continues to strengthen its local capabilities in engineering, digital technology, and software development, is committed to training tomorrow’s talent. In a country that is renowned for the quality of its engineers and its innovation ecosystem, thanks to partnerships with start-up incubators including the Bhau Institute in Pune and SINE (Society for Innovation & Entrepreneurship) in Mumbai, the Group is keen to nurture the next generation of tech talent. OPmobility is also a pioneer when it comes to diversity: in 2019, women made up less than 5% of its workforce. Today, women account for 16% of its employees – and at the new plant in Badhalawadi, they make up 90% of the workforce. OPMOBILITY ON THE MOVE (1) Source: S&P Global. OPmobility — Vibes #3 • 21 20 •
PEOPLE & PLANET ACT FOR ALL™ At OPmobility, innovation isn’t limited to technology - it is also exemplified by major commitments to safety, diversity, and the environment. From promoting young talent to pioneering recycling projects and worldwide initiatives, find out how the Group combines industrial performance with social responsibility. Delivering on our commitments 22 • • 23 OPmobility — Vibes #3
Career boost Closed loop ACT FOR ALL Day Prevention Since 2023, the Exterior & Lighting Business Group’s “Sustainable Materials Initiative” has focused on preparations for future European regulations encouraging the use of recycled plastic (polypropylene) in a “closed loop”. While the use of recycled plastics in hidden parts is nothing new for OPmobility, this is an unprecedented and ambitious project. It involves external, visible parts with high-level criteria for mechanical and aesthetic quality and it operates within a closed loop from bumper to bumper, recycling and recovering end-oflife bumpers that are between 10 and 20 years old, while other players rely on various sources outside the automotive industry to acquire recycled plastics. We have a dual objective: helping our customers comply with these regulations, which encourages the recyclability of materials, while meeting OPmobility’s own target of a 30% reduction in its scope 3 carbon footprint by 2030. Today, the project is entering its third validation phase. The Group aims to present this initiative to customers from 2026, well ahead of our competitors. OPmobility’s ACT FOR ALL Day epitomizes the Group’s commitment to its teams and the planet. This event was an opportunity for employees on each of nearly 200 sites around the world to come together to reaffirm their commitment. In 2025, the twelfth edition of this global event was held on October 9 and focused on two major themes: safety and diversity. In a video for all teams around the world, Executive Management emphasized the importance of collective vigilance when it comes to safety. Félicie Burelle, Chief Executive Officer, and David Meneses, Executive VP People & Sustainability, also spoke about the extent to which diversity is a competitive advantage and a source of innovation at OPmobility. To achieve its goal of zero accidents, the Group is striving to develop a shared culture of safety. Inspired by popular sayings and proverbs in different languages and from different cultures, OPmobility’s new campaign is designed to put safe behavior at the heart of conversations. This world tour culminates with a tagline reminding us that although there are thousands of ways to talk about safety, the key to success is collective: “One way to do it right: stay alert, together.” A career accelerator for young talent OPmobility, a pioneer of “closed loop” recycling Our global event OPmobility wants to increase youth employment. By 2030, the Group aims to recruit 30% of apprentices and interns worldwide. To attract the best talent, the Group is launching its Industrial and Engineering Graduate Programs in 2026. These inclusive two-year programs are genuine career accelerators, enabling recent engineering graduates to quickly gain operational experience by working on high-impact and crossfunctional projects at the cutting edge of innovation, with support from an experienced mentor. Launching in five countries (the United States, Mexico, Slovakia, Poland, and India), they cover a wide range of projects: lean manufacturing, logistics, quality, R&D, engineering, and more. The universal language of safety PEOPLE & PLANET OPmobility — Vibes #3 24 • • 25
OPEN MIND Jointly organized by OPmobility and the Massachusetts Institute of Technology (MIT), the 2025 edition of the symposium explored changes in mobility and discussed two major topics: the power of artificial intelligence in engineering and the acceleration of self-driving vehicles. 360°INNOVATION FOR ALL MOBILITY NEEDS 26 • • 27 OPmobility — Vibes #3
“Our aim is to reduce the time spent on technical drawings by up to 60% and the time spent on documentation by up to 50%, while ensuring accuracy and consistency.” C. K. How can engineering and artificial intelligence work together to accelerate innovation? “Current AI models produce approximate results that work well when writing texts or creating art, but don’t work in engineering.” H. G. CHRISTIAN KOPP Senior Executive Vice President, Director of the Exterior & Lighting Business Group Design for Assembly (DFA) validation, reduce the time spent on documentation by up to 50%, and improve the accuracy and consistency of all deliverables. What is the strategic value of this first stage for OPmobility? C. K. By integrating AI tools into our existing systems, via a platform designed for our industry, we are going to accelerate our workflows by automating tasks related to technical drawings and the creation of manuals and catalogs. This will also have a direct impact on the different stages of production, making it possible to provide our industrial sites with more efficient assembly instructions. We are a global group and it is vital that we can quickly distribute content in multiple languages across our network. In a market environment in which speed is a key factor, AI and Foundation EGI’s platform provide considerable potential value. For example, Foundation EGI has enabled an automotive manufacturer to reduce the time spent on technical drawings by 60%, thereby accelerating the DFA validation process. THE SPONSOR — — THE EXPERT HARSHIT GUPTA Head of Business Development & Operations at Foundation EGI How did you overcome this difficulty? H. G. Foundation EGI is the result of 10 years of research conducted at MIT. We believe that, at its core, engineering is programming. It’s a matter of logic. And all logical systems can be coded in software. Consequently, we’re developing specific languages to translate engineering data and processes into software. Our platform is designed to accelerate every stage of the product innovation process, from design to documentation, including exploratory design, sourcing, simulation, and production. Can you give us some specific examples of this acceleration? H. G. Sometimes, designers produce specifications that aren’t realistic and will result in multiple iterations between design and production teams. Using a 3D model, the EGI platform will help them generate the right specifications from the outset. Assembly instructions are another example: AI will be able to produce them from 3D models. With sequences calculated to perfection, assembly lines will become faster. Can you tell us a bit about Foundation EGI? Harshit Gupta. We are a start-up that emerged from MIT (the Massachusetts Institute of Technology). We aim to redefine how engineering teams work in the real world. Automating documentation and design is a way to accelerate innovation. It feels like AI can already do everything we need. Why was it necessary to create this platform? H. G. Big Tech has spent significant sums of money on building what is known as Artificial General Intelligence (AGI). But it doesn’t work when dealing with engineering processes in the real world. For example, if you ask AI to create an exploded view of an automotive parts assembly diagram, it will produce something that looks like a child’s drawing. There are several reasons for this: AI doesn’t understand geometry in space, lacks engineering expertise, and doesn’t have a good grasp of the data required for critical engineering. Most AI models are based on the principle of neural networks. They process enormous volumes of data to generate results. This process, which is essentially statistical, produces approximate results that work well when writing texts or creating art, but don’t work in engineering, something that demands accuracy and attention to detail. Moreover, these models are “black boxes”: you don’t know why AI has generated a particular result. The results aren’t reliable for use in engineering! Scan the QR code to watch the MIT Symposium. OPEN MIND What are the challenges facing OPmobility’s engineering teams? Christian Kopp. Today, our development processes are fragmented. Our teams use several tools, including CAD (ComputerAided Design), PLM (Product Lifecycle Management), and various documentation systems. This manual approach to creating technical content slows down our products’ time to market. On top of this, there’s the complexity of providing this documentation in all the languages used within the Group. We need to make this content quickly accessible to all our teams around the world. What does artificial intelligence offer in response to these challenges? C. K. AI can reduce the time spent on technical documentation by approximately 50%, while improving the accuracy and consistency of deliverables. It can also be securely integrated into our existing CAD and PLM systems, ensuring a seamless workflow. What issues will you be working on with Foundation EGI? C. K. Our aim is to develop an AI stack for the Lighting Business Group that can automate key engineering processes and generate catalogs of 2D and 3D diagrams directly from CAD files, assembly instructions, technical drawings, and multilingual manuals. This approach will reduce the time needed to produce technical drawings by roughly 60%, accelerate 28 • • 29
THE EXPERT — PHILIPP ROBBEL Co-Founder and Chief Executive Officer of Mapless AI How do you address this issue? Ph. R. We decided to separate assets (vehicles) from the workforce, without waiting for the advent of entirely self-driving vehicles. Remote driving is a cost-effective approach and meets the current needs of fleet operators. It makes use of existing vehicles, fitted with on-board equipment. With our solution, a single person can control several vehicles simultaneously from their desktop, moving quickly from one to another, which significantly optimizes the use of human resources. This also emphasizes the importance of operators’ work: skilled, trained technicians work from control centers, rather than spending weeks on the road, away from their families. How does your solution work in practice? Ph. R. Our “kit” is built on three key components: redundant connectivity via multiple operators and modems, a remote control center that works in parallel with a driver certification program, and an on-board system that ensures safety even in the event of network disruption. A key point: even when the vehicle is remotely controlled, the safety system works locally on board and has been designed to remain operational offline. Today, this architecture is behind the large-scale roll-out of driverless travel. We don’t see this as a simple transition. As with air traffic control, we will always need human supervision for complex situations and environments. “Our solution can be rolled out to ordinary vehicles without major modifications, making them remotely operable in a few hours.” Ph. R. AMANDINE CHAFFOIS Vice President of OP’nSoft resolution of deadlock situations for selfdriving vehicles. But today, using existing vehicles, this solution already provides fleet managers with a tool to maximize their cars’ productivity and movement. How does Mapless AI’s solution meet OPmobility’s objectives in terms of innovation and safety? A. C. As a leader, we are striving to accelerate innovation in smart mobility and self-driving systems. Strategically, it makes sense for us to strengthen our relationships with urban mobility stakeholders that have proven solutions with architecture that prioritizes safety over everything else. Mapless AI has already implemented its solution successfully. In Detroit, for instance, a shared mobility operator, Corktown Carshare, uses the solution to “deliver” vehicles wherever users need them and to bring them back to charging points overnight. Remote driving: a fast track to self-driving vehicles? “Tomorrow, for the first time in automotive history, our cars will no longer be considered as expenses; they will become assets. Instead of investing in bricks and mortar, we’ll be able to invest in a robotaxi as a source of income.” A. C. — THE SPONSOR How do you see the future of the automotive industry? Amandine Chaffois. We are entering the era of self-driving vehicles. Ultimately, this will lead to several shifts. Today, on average, a privately owned car is used just 3% of the time and is parked for the remainder. Tomorrow, with shared, self-driving vehicles, this figure could reach 60%. Instead of being parked in a garage, the vehicle will be passed from one user to another without human intervention, thereby optimizing its use and reducing wasted resources. The second shift will affect our environment: the space used to park our cars will be freed up for different uses. Our towns and cities will have more space and the air quality in urban areas will improve. The last change is particularly major: for the first time in automotive history, our cars will no longer be considered as expenses; they will become assets. We will use them in the morning to go to work; later, they will “work” for us during the day, earning us income by transporting goods, spare parts, or passengers. Instead of investing in bricks and mortar, we’ll be able to invest in a robotaxi as a source of income. Back to the present day: what is the current situation and what obstacles must be overcome to make rapid progress with self-driving vehicles? A. C. The scene I’ve just described is still a long way off. We need solutions to bridge the gap between fully self-driving vehicles and human intelligence. That’s exactly what the start-up Mapless AI has achieved by making it possible for existing vehicles to be controlled remotely by an operator, without an on-board driver. Ultimately, Mapless AI’s solution will enable the remote How do you see the future of self-driving vehicles? Philipp Robbel. We believe that the first step towards self-driving vehicles involves human assistance and that’s why we have focused our efforts on remote driving to develop a solution that now makes driverless mobility possible, using existing automotive platforms. It’s also safe and cost-effective. How did this solution come about? Ph. R. We met with various automotive fleet managers, including car-sharing operators, rental companies, and logistics stakeholders, all of whom had the same simple issue. For fleet managers, the priority is driver productivity; for customers, it’s vehicle availability: cars need to be wherever users need them. Every empty journey, every vehicle movement takes up working hours and eats into profit margins. However, even today, self-driving vehicles are not an option for many fleets, requiring very substantial investments, with no guarantee of performance. OPEN MIND OPmobility — Vibes #3 30 • • 31
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