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Stellantis announces ‘Circular Economy’ business to drive revenue, decarbonization

Stellantis has already announced its plans to reach net-zero carbon emissions by 2038. Today, the automaker has announced a new business unit to help it reach that goal while generating 2 billion euros per year in revenue by 2030. The “Circular Economy” business will help make revenue less dependent on finite, rare and ecologically problematic materials. The Circular Economy model features what Stellantis calls a “4R” strategy, comprising remanufacturing, repair, reuse and recycling. The goal is to make materials last as long as they can, reducing reliance on the acquisition of those precious new materials in the future by returning them to the business loop when theyÂ’ve reached the end of their first life. Through these processes, Stellantis says it can save up to 80% raw material and 50% energy compared to manufacturing a new part. Remanufacturing, or “reman” in Stellantis shorthand, means dismantling, cleaning and rebuilding parts to OEM spec. Nearly 12,000 remanufactured parts are available for customers to purchase. Some remanufacturing is done in-house, and some with partners and through joint ventures. Repair is pretty obvious — fixing parts to put back into vehicles. This also consists of reconditioning, to make a vehicle feel like new. Stellantis boasts 21 “e-repair” centers for repairing electric vehicle batteries.  Reuse refers to parts still in good condition from end-of-life vehicles sold as-is. Stellantis says it has 4.5 million multi-brand parts in inventory. These are sold in 155 countries through the B-Parts e-commerce platform. Reuse also refers second-life options, such as using batteries outside of automotive purposes. Recycling involves dismantling parts and scraps back into raw material form that is then looped back into the manufacturing process. Stellantis says it has collected 1 million parts for recycling in the past six months. Recycling doesnÂ’t get counted in that aforementioned 2 billion euros of revenue, but it does save the company money on acquisition of raw materials. As for batteries, specifically, Stellantis expects this recycling business to ramp up after 2030, when the packs currently in service begin to reach the end of their lifecycle. Stellantis will use its new “SUSTAINera” label to denote parts that are offered as part of its Circular Economy business.

An early gas-electric hybrid was developed by...Exxon?

We're not sure which aspect of Exxon's 1970s-era efforts to develop advanced and electrified powertrains is the most ironic. There's Exxon, that of the Valdez oil spill infamy, being on the leading edge of hybrids and electric vehicles. There's a boat-like Chrysler Cordova getting 27 miles per gallon. And there's the central role a Volkswagen diesel engine plays in that hybrid development. It's all outlined in an article (linked above) by Inside Climate News, and it's an amusing read. Flush with cash and fearing what it thought was peak oil production in the 1970s, Exxon funded a host of new ventures divisions geared to find alternatives to gas-powered powertrains. In the early 1970s, Exxon lured chemist M. Stanley Whittingham to develop what would become a prototype of a lithium-ion rechargeable battery. Then, in the late 1970s, Exxon pioneered the concept of using an alternating-current (AC) motor as part of a gas-electric hybrid vehicle. The company retrofitted a Chrysler Cordova (yes, that's the model Ricardo Montalban used to hawk) with a powertrain that combined 10 Sears Die-Hard car batteries, an alternating current synthesizer (ACS), a 100-horsepower AC motor, and, yes, a four-cylinder 50-horsepower Volkswagen diesel engine. The result was a rather large two-door sedan that got an impressive 27 mpg. And while US automakers didn't see the potential in the early concept, in 1980 Exxon and Toyota began collaborating on a project that would involve retrofitting a Toyota Cressida with a hybrid engine. That car was completed in 1981, and may have been one of the seeds that eventually helped sprout the concept of the Toyota Prius. Soon after rebuilding the Cressida, Exxon would get out of the advanced-powertrain-development business, as oil prices began to fall in the early 1980s, spurring cost-cutting measures. Cry no tears for the Exxon, though, as what's now known as ExxonMobil is the largest US oil company. Related Video: News Source: Inside Climate NewsImage Credit: Spencer Platt/Getty Images Green Read This Chrysler Toyota Electric Hybrid battery

Revisiting the 2008-09 auto bailout that saved GM and Chrysler

The Federal Reserve stayed open late on December 31, 2008. There's almost no way you could remember that because barely anyone knew at the time. But General Motors had to pay its bills, and the Fed wired money so GM could still buy things in January. Without those funds, the nation's largest automaker wouldn't have seen much of 2009. It's one of many heart-stopping moments that illustrate just how close Detroit's Big Three came to extinction nearly a decade ago. They're chronicled in a new movie, Live Another Day, premiering in theaters September 16. Filmmakers Bill Burke and Didier Pietri interviewed nearly all of the key executives, federal officials, and union chiefs to recreate the auto industry's most perilous period. The movie begins in the aftermath of Lehman Brothers' demise amid the global financial meltdown. Things looked bleak for American carmakers, and their CEOs were laughed off Capitol Hill when they sought a Wall Street-style bailout. "It was a feeling that it was the end of the world," Pietri told Autoblog in an interview where he and Burke previewed the film. Saved by last-minute loans authorized by the Bush Administration after Congress refused to act, Detroit staggered into 2009 with a faint pulse. Live Another Day illustrates the downward spiral that played out that winter as President Obama and his task force – with little prior knowledge of the auto industry – wrestled over the fate of hundreds of thousands of jobs. GM's longtime CEO Rick Wagoner was fired in March. Fiat CEO Sergio Marchionne suddenly appeared as a savior for Chrysler, with his own motives. Obama rejected restructuring plans from the automakers. Chrysler declared bankruptcy on April 30. GM followed June 1. The sequence was very public, but Pietri and Burke showcase lesser-known events that shaped the outcome. They also seek to dispel the notion that the government rescued GM and Chrysler from incompetent leaders. "We never subscribed to the theories that the management structures of the companies were a bunch of idiots who didn't know what is going on," Pietri said. At one point, Chrysler executives were negotiating with Marchionne and Fiat. Unbeknownst to them, the government was having its own talks with the Italian automaker. The filmmakers also cast light on the bankruptcy process, which was shredded to shepherd two of America's industrial icons through reorganizations.