Automotive

Cappellano (Stellantis): 'We support the growth of all our 14 brands. Europe must make courageous choices'

stellantis Group Europe Manager at the Brussels show takes stock of the industry

by Stefania Arcudi

Reuters

4' min read

Translated by AI
Versione italiana

4' min read

Translated by AI
Versione italiana

For Stellantis, 14 brands are not too many, each one has its own specificities and it is precisely on those that we must focus to relaunch. This is the message coming from the Brussels Motor Show: 'We are proud of the group's brands and our products. Each of the brands has its own specific characteristics, which makes them recognisable. So the priority is to work on diversifying each brand even more, strengthening the peculiarities of each one,' said Emanuele Cappellano, chief operating officer of the Enlarged Europe region of Stellantis, in his first meeting with journalists since his appointment last October.

While it is true that the performance of each brand is different and not all equally satisfactory, it is also true that 'some brands are very widespread in Europe and perform well in all countries, others are more tied to a specific country with a strong tradition, heritage and personality. They are all successful, albeit with different coverage in the various segments, and maintaining this is a priority,' Cappellano said, explaining that 'it is important to allow brands to express themselves, reinforce their characteristics and communicate them appropriately'. Asked whether all 14 of the group's brands will continue to be part of the group, Cappellano replied that 'Stellantis has a strategy for each brand, we'll see,' postponing discussion on the issue to the presentation of the new industrial plan, expected in the first half of the year.

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With new business plan focus on investments

And it is precisely the new strategic plan that will be an opportunity to 'give more clarity also on the group's investments'. Meanwhile, said Cappellano, 'we can confirm that so far we have been consistent with the Italy Plan' presented in December 2024, 'the product launches in Melfi are a good example of what we are doing'. That said, 'the size and type of investment will also be linked to the choices of the European Union', because these 'affect visibility and we need visibility, because this helps us to be consistent with what we have announced. We also need a clear attitude, a clear way of presenting ourselves, from Europe'.

EU generates uncertainty, courageous decisions now

Europe, therefore, is once again the needle of the scales, all the more so since what has been done so far seems ill-timed and disconnected from reality. "When I look inside Stellantis I am calm, I am much less so when I look at the external context, the situation is very complicated. In Europe there is a mismatch between regulation and customer needs,' Cappellano said, recalling that 'Europe has announced a number of measures, but what has been decided has failed completely. We need quick solutions, the problem is not what will happen in ten years, we need different solutions'. This in a context in which 'from 2019 to date, sales in Europe have dropped by 3 million vehicles. Europe is the only region that has not returned to pre-pandemic levels. What has been announced so far in no way solves the problem, the urgency remains and flexibility is needed. Not having visibility on the rules of the game creates uncertainty'.

For this, 'the EU must take courageous, serious decisions tailored to the needs of customers and the sector, which must be able to return to growth. Today, there are no rules that concretely guarantee a return to growth in the sector,' he said, explaining that 'as Acea, not Stellantis, we are asking for flexibility in the short term, and for decisions to be taken quickly. 2030 is a long way off, we need to act now'. Furthermore, 'decarbonisation is fine and we concede that it is important, but there is not just one technology available, there are other instruments to decarbonise. What has been decided so far is disconnected from reality'.

Growth priority, 2025 transition year

It is therefore essential to reduce uncertainty, stem the decline in sales and reverse the trend. "When we talk about priorities for Europe, the first is to return to growth, leveraging our business and brands. Another priority is to focus on strategy execution,' Cappellano said, referring to 2025 as 'a year of transition, not without uncertainty. So I understand the frustration of the unions, who have asked for more investment and for the industrial plan to be brought forward, we are working closely with them'. Stellantis, however, 'has a solid supply and value creation chain, which involves all stakeholders. We think all stakeholders are important, we need to strengthen the relationship with them even more. So I really hope it is only a matter of time' before we see an acceleration of growth.

Good automotive table, work with government on competitiveness

And growth must also come through greater competitiveness and, in this sense, the news of the convening of the automotive round table by the Minister of Enterprise and Made in Italy Adolfo Urso for 30 January next is welcome. "It is a really good opportunity to work on competitiveness," Cappellano said, explaining that "under discussion are some very relevant topics for the sector, including the cost of energy. I think that the more we can converge the needs of the industry and those of customers, we will be able to push growth, which is what we want'. This 'is work that we will continue to do together, industry and government, to try to find solutions that will lead to increased competitiveness'.

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