Marina Planas

Great topic !!! The challenges of mobility in a big metropolis. How can we profit from the new options without generating disorder and safety risks? Intelligent Community Forum Institute Canada (Atlantic) Intelligent Community Forum

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The integration of Quarero Marketing Accelerator by Tactical Management will ensure the delivery of comprehensive and innovative marketing solutions. 

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Stellantis and CATL to build battery plant. ▪️ 4.1 Billion euro investment. ▪️ 50 GWh capacity ▪️ Will be build in Zaragoza, Spain. ▪️ Estimated start of production 2026 ✔️ Great news for Europe's LIB industry. A financially sound European automotive player combined with the know-how strength of Contemporary Amperex Technology Co., Limited, what is there not to like? ❗ Hope they are aware of mistakes made by competitors. Marrying Chinese and Spanish working, management styles and cultures is not to be underestimated. Having lived and worked in both countries for years, I learned valuable lessons sometimes the hard way. Article: https://lnkd.in/gNJ8bJmm #supplychain #lithiumionbatteries #lithium #evbattery #batteries #batterymetals #mining #automotiveindustry #ev #recycling

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Antolin has introduced two groundbreaking mono-material solutions, #ECover and #ECoverTech, aimed at promoting fully #recyclable vehicle interiors. These innovative products offer a #sustainable alternative without sacrificing #design quality, perceived #value, or feature #integration. ECover is constructed entirely from polypropylene, used both in the plastic framework of the interior component and in the fabric covering. This single-material approach ensures that the entire solution, including production waste, is 100% recyclable at the end of its life cycle. There is no need to separate the trim cover, allowing the entire component to be processed into recycled material for the production of new plastic parts for the automotive industry and beyond. The ECover Tech version allows for the integration of lighting and #interactive functions into the final component. From a user experience perspective, this version offers #customization possibilities for messages, on-demand interactivity, and #sophisticated interior lighting elements. #decarbonization Read more:

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⚡ #CATL and Stellantis announce new battery plant in #Spain to boost affordable BEV offerings ⚡ ➡️ The partnership between Contemporary Amperex Technology Co., Limited and Stellantis to build a battery plant in Spain, with a planned annual capacity of 50 GWh, marks a significant step forward for electric mobility. This $4 billion investment demonstrates their commitment to the energy transition and strengthening Europe’s battery supply chain. ➡️ CATL, a global leader in the battery sector, stands out for its production of diverse chemistries, including #NMC (nickel-manganese-cobalt) and #LFP (lithium iron phosphate). This versatility enables the company to meet various market and customer needs, from high energy density solutions to cost-effective alternatives. ➡️ The focus on LFP technology is a key advantage for Stellantis. These batteries are more affordable and well-suited for entry-level electric vehicles, helping Stellantis broaden its range of competitively priced electric models. A strategic move to drive the widespread adoption of electric mobility! Source: CnEVPost Ricardo Oliveira World Shopper | #GetReadyForTheFuture

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What decarbonization strategies is Antolin applying in its supply chain? Javier Villacampa, Antolin’s Innovation and Sustainability Director, shares this video with some of the company’s measures regarding this issue, recorded after the Think Tank “Future Challenges of Automotion in Castilla y León”. Click to learn how we move forward to the development of a sustainable business. ➡️ https://lnkd.in/eXpXy4Hf

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Impact of #Volkswagen Plant Closures in #Germany on #Mexico The closure of Volkswagen plants in Germany would have a significant impact on Mexico due to the strategic importance of the Puebla plant, one of the largest and most productive facilities outside of Europe. This change in the company’s global operational structure could have both positive and negative effects on key aspects such as production, employment, the supply chain, and the regional automotive market. In terms of production, the Puebla plant could take on a central role in Volkswagen's global strategy. This would entail an increase in its capacity to meet the demand left unaddressed by the German plants. As a result, new job opportunities could be created, boosting the local economy. However, this growth also carries risks, such as potential operational overload or Volkswagen's decision to shift certain operations to other countries with lower production costs, limiting the benefits for Mexico. The supply chain would face critical challenges. If some components needed for production in Puebla are currently manufactured in Germany, their availability might be affected, leading to production disruptions. Nonetheless, an increase in local production demand could encourage Mexican suppliers to expand their capacity, presenting an opportunity to strengthen the local industry. This growth would require investments and logistical improvements to ensure operational stability. In terms of the market, Mexico could solidify its position as a strategic hub for Volkswagen in the Americas, increasing its influence in the region and strengthening its competitiveness. This new role could attract investments in technological innovation and new models, benefiting the company’s position in key markets such as Latin America and the United States. However, the restructuring might also affect the availability of certain models and alter pricing strategies. From a labor perspective, the closure of plants in Germany could trigger union tensions, while in Mexico, it could create opportunities to renegotiate better working conditions. This process would depend on how Volkswagen manages its labor relations in a changing global context. Finally, the closure of Volkswagen plants in Germany represents an opportunity for Mexico to enhance its relevance in the company’s global operations. However, success will depend on the country’s ability to overcome logistical, labor, and strategic challenges, ensuring an efficient and sustainable transition that benefits the local automotive industry. #CollectiveIntelligence #Logistics #SupplyChain #HermesCedillo #Innovation #Automotive #Mexico #Germany #Puebla

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🚀 **Big News for Nuevo León: Volvo to Establish a New Plant!** 🌟 Nuevo León is rapidly becoming a hub for major automakers. Volvo, the renowned European manufacturer, is set to join this impressive lineup by setting up a heavy truck assembly plant in Ciénega de Flores, aiming to start operations by 2026. This new venture aligns with other significant investments in the region, like Kia Motors in Pesquería and Tesla's upcoming gigafactory in Santa Catarina. 🏭 Sources confirm that Volvo has already initiated the process for its facilities, including applications for electrical and water supply services. This development underscores Nuevo León's growing reputation as a prime location for industrial expansion. 💧⚡ In an official statement from April, Volvo announced its strategy to build a new plant in Mexico to support its growth in North America. The facility will bolster production capacities for both Volvo Trucks and Mack Trucks, supporting sales across the US, Canada, Mexico, and Latin America. 🌎 The plant, covering approximately 1.7 million square feet, will focus on producing conventional heavy-duty vehicles. It will be a comprehensive assembly facility, including the manufacturing and painting of truck cabs. 🛠️ Volvo's expansion in Mexico is expected to create logistical efficiencies, enhancing the supply chain and increasing resilience in their North American operations. 📈 Volvo has been a part of Mexico's industrial landscape for nearly 26 years with its bus manufacturing plant in Tultitlán, producing around 292 units annually. This new project marks another significant milestone in their commitment to the region. 🚌 Stay tuned for more updates on this exciting development! #Volvo #NuevoLeon #CiénegadeFlores #AutomotiveIndustry #IndustrialExpansion #NorthAmerica #Manufacturing #Innovation #EconomicGrowth #Logistics #HeavyDutyTrucks 🚛💼 https://lnkd.in/e_j9-R85

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🔴 Plan Internacional de Navarra have released a series of informative videos on the hashtag #opportunities to be found in the region. Navarra is a community guided by the principles of #sustainable growth; a development strategy based on four strategic sectors: The #automotive sector is Navarre's leading industry, with a business fabric made up of large multinationals and innovative SME's which all share the goal of a greener industry.   The #agricultural sector in Navarra is reknown for its commitment to economic growth while respecting natural #resources, which makes the region a prime destination for renewable energy projects.    A strong #audiovisual sector which has attracted entertainment titans like Netflix is also possible due to the patronage of both institutional and private cultural entities.   And finally, Navarre's #pioneering #health sector, which boasts cutting edge research institutes and world ranking hospitals, where technological innovation is put at the service of excellent #medical care.    👉 Click here to know more about Navarra's unique approach to sustainable and consistent growth: https://rb.gy/hh5j5x

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🚀 The Spanish Ministry of Industry is stepping up to the plate, promising a whopping €133 million in subsidies to Stellantis for a potential battery cell factory at the Figueruelas plant near Zaragoza! ⚡️ But wait, there's more! The funding for the PowerCo battery factory in Sagunt just got a boost, increasing from €98 million to €152 million. That’s a serious commitment to powering the future! 🔋💪 This is a fantastic step toward sustainable manufacturing and innovation in Spain. With these investments, we’re not just building factories; we’re building a greener, more electrified future! 🌍✨ Let’s charge ahead together! What are your thoughts on the future of battery technology and its impact on the industry? 💬 #CubiqRecruitment #Sustainability #Innovation #ElectricVehicles #Stellantis #PowerCo #Spain #CleanTech #BatteryTech

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🚗 Why do car manufacturers keep failing in shared mobility? SEAT is the latest to exit the market... 🛑 Another one bites the dust. SEAT S.A., a well-known car manufacturer under the Volkswagen Group umbrella, recently announced the shutdown of its shared mobility business. This follows a string of failed attempts by car manufacturers to scale in this space, despite shared mobility being aligned with their broader mission and statements. 👉 But here's the catch: running a shared mobility business is completely different from manufacturing cars. It's a lean, fast-paced, tech-driven game that many traditional car companies are simply not equipped for. The SEAT mobility journey: 🏁 2018: SEAT acquires Respiro, a car-sharing company, for €5 million to dip its toes into shared mobility. 🚗 2020: The car-sharing service shuts down, citing challenges caused by COVID-19. 🛵 2020: SEAT re-enters the market with SEAT MÓ, a moped-sharing service in Barcelona, deploying 600+ mopeds in an already crowded space (with over 10 competitors). 📱 2023: Technology issues plague SEAT MÓ's app (rating of 1.8/5), adding to operational struggles. 📉 Total losses: €31 million, with €11 million lost in 2023 alone, against a turnover of €16 million. This is a tough time for SEAT and the Volkswagen Group, which has seen its stock price drop by 25% over the last six months. Volkswagen’s focus must now return to its core business as it faces growing competition from Chinese manufacturers and the fast-evolving e-vehicle market. 🤔 So, why did SEAT fail? - High operational costs: Shared mobility demands a lean team and nimble operations. Car manufacturers often have large, slow-moving structures, which contrast with what’s needed. - Technological shortcomings: Success in this space relies heavily on technology. SEAT's app, for instance, has a rating of 1.8/5, indicating significant tech failures. - Lack of focus: SEAT dabbled in car-sharing, then moved into moped-sharing without perfecting either. - Market selection: Entering an already oversaturated market like Barcelona, where there were more than 10 moped-sharing operators, made it difficult for SEAT to secure a solid market position. - No synergy: Manufacturing cars and running a shared mobility fleet are entirely different operations. SEAT’s venture into mopeds also seemed off-brand, raising questions about strategic alignment. Car-sharing and moped-sharing businesses are best left to dedicated operators who specialize in the field. The shared mobility sector requires: -Agile and lean teams 🧑‍💻 -A sharp focus on operational efficiency 📊 -Cutting-edge technology that works seamlessly 📱 SEAT’s venture is another example of how even the biggest players in the automotive world struggle in this space when they don't adapt their mindset and approach. 🤔 Can car manufacturers succeed in the shared mobility space, or should they stick to what they know best? #SharedMobility #CarSharing #SEAT #Volkswagen

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👉 #Draghi report 📣 This is a fantastic report! It has finally been published and seems to live up to the expectations, proposing an ambitious roadmap to reconcile competitiveness and sustainability in the European industry, with a focus on the automotive sector. 💡 The report rightly highlights the EU's current weaknesses compared to the United States and China, particularly in terms of energy costs, complex regulations, and access to raw materials. 👉 The emphasis on accelerating the transition to electric vehicles, digital innovation, and simplifying regulations is crucial to revitalize the sector. By capitalizing on its strengths in sustainable and high-quality production, the EU can stand out in the global market. 👏 This report provides an essential strategic vision for ensuring the future of the European automotive industry and its global leadership. As Renault Group we are in the race … clin d’oeil à la Lettre à l’Europe ... https://lnkd.in/ey38UMAH filename=The%20future%20of%20European%20competitiveness_%20In-depth%20analysis%20and%20recommendations_0.pdf https://lnkd.in/eKKQBBsb

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Check us out on the new article by Estrategia Empresarial! “The mobility industry is waiting to see what these cells can do, which potential customers will be able to test in the coming months, prior to manufacturing the 80 Ah cells, which are used by electric vehicles.” Writes Xabier Isasa Ibáñez for the newspaper's Cuaderno de Energía section. Thank you for your interest in our company; if you want to read the full article, click on the link below! https://lnkd.in/eEXvwCkQ #solidstatebatteries #industrialization #retrofit #sustainability #automotive #mobility #energy

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🔴Plan Internacional de Navarra have released a series of informative videos on the #opportunities to be found in the region.    The #automotive sector in Navarra it is the largest sector in terms of exports, responsible for 46% of all exports of goods in the region. This industry is made up of more than 3000 companies, including 300 #multinationals. It has an annual business value of 6.5 billion euros and accounts for almost 30% of Navarra´s #GDP.     Thanks to innovative knowledge entities such as the Mobility and Mechatronics Technology Center or the world ranking University of Navarra, Navarra´s leading role in artificial intelligence and data management only contributes to the #strength of its automotive sector.       👉 Watch the full video here: https://shorturl.at/gvPSZ 

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The only one here who is not credible and who does nothing that is true is Russia, the father of disinformation. India is a great ally. Reliable https://lnkd.in/dKJyrMae

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Getting The Interview Order Right: 3 Key Guiding Principles Interview ordering is a bit of an ad-hoc art form, one that we at Talgo have (frankly) done an insufficient job of codifying. Part of the reason is that there is no one “right” way to order your interview process. And it's possible, in most cases, to flex the order to ensure you deliver a fast, smooth and efficient candidate experience. However, there are 3 guiding principles to keep in mind, based upon the combined experiences of dozens of our clients: 1: HIRING MANAGER ASAP Nobody wants to go through 5 interviews before meeting with their future boss. The Hiring Manager should be involved early in order to build that critical relationship, fan the flames of interest from the candidate, and demonstrate their own commitment to being a supportive boss. In fact, we like it when this is the first real interview (especially for highly-referred candidates from our networks) or at least the second (when a key recruiter did the sourcing). This is a uniquely important moment for both sides—while we don’t want anyone to over-index on whether we “like” the person, if either the candidate or the hiring manager feels the chemistry is clearly not there, it’s best to know this early and save time “downstream” (wasted interviewing time for us, and for the candidate). 2: LOW YIELD EARLY If there are particular facets of the role (results or key competencies) where the bar is especially high, you should err on the side of testing those facets early. Why? Cutting candidates earlier is a service to YOU (less time spent interviewing candidates who aren’t going to make it) and to THEM (getting a “no” after investing many hours with a company is a bad candidate experience). There is one catch, of course—you need to insert a decision point after that interview in order for you and the candidate to get the benefit. One of the upsides of remote/video-based interviewing is this ability to thin-slice your process into multiple decision points, rather than packing everything into a single “onsite” day. 3: LOW AVAILABILITY LATE If there is a particular interview in your process that can only be delivered by one person with the requisite domain knowledge/training, and if that person’s time is in short supply, it’s typically best to put them later in the process, with a couple of decision points “upstream” of them. We don’t want our process to be blocked by this person’s availability. Of course, it’s best to avoid this predicament altogether if possible, either by training others to deliver this interview or creating dedicated capacity on this person’s calendar well in advance. These principles should give you a good starting point. But be open to tweaking the order if there are issues related to team capacity and/or candidate experience. Want more hiring/interviewing insights? Sign up at

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