EV demand low into early 2026 forces GM to reset its EV roadmap

GM

EV demand low into early 2026 is forcing GM to reset its electrification roadmap. The company now expects a sharp slowdown in US EV demand from October, with weakness extending into early 2026. As a result, GM EV strategy will focus less on volume and more on profitability, cost reduction and flexible product planning while EV demand low into early 2026 reshapes investment priorities.

EV demand low into early 2026 shifts focus from growth to profitability

GM is refocusing its EV portfolio on returns as EV demand low into early 2026 erodes earlier growth assumptions. Management will target lower material costs through larger battery modules and new chemistries, seeking better pack economics across upcoming models. This shift shows how GM EV strategy is moving from pure scale to margin protection in a cooling market.

However, the company still holds a meaningful EV position despite the slowdown. GM delivered more than 66,000 EVs in the US during the third quarter, capturing a 16.5pc market share. Even so, the $1.6bn charge tied to converting the Orion, Michigan plant back to internal combustion output signals a decisive retreat from some earlier EV capacity bets. GM will also end production of its BrightDrop electric delivery van after weaker than expected fleet demand.

Tariff exposure falls as GM doubles down on North American supply chains

Tariff relief and localisation are cushioning GM as EV demand low into early 2026 complicates planning. The company cut its 2025 tariff exposure by $500mn, now guiding to $3.5bn-4.5bn in potential duties. Recent tariff measures on some vehicle imports have had limited impact on GM because of years spent strengthening North American supply chains.

As a result, sourcing strategies have become a core pillar of GM EV strategy. Management highlighted investments in magnet supply and its stake in Lithium Americas as examples of upstream de-risking. These moves help secure critical materials for both EV and hybrid programs while limiting exposure to geopolitical shocks. Still, quarterly profit fell to $1.3bn from $3bn a year earlier, underlining how a softer EV ramp and restructuring costs weigh on near-term earnings.

The Metalnomist Commentary

GM’s reset shows that profitability is now the dominant theme in Western EV markets. For metals producers, slower EV growth into 2026 could delay some demand, but localisation of magnets, batteries and power electronics remains structurally bullish. Suppliers that can offer both competitive pricing and North American footprint will be best positioned as GM and peers rebalance their EV roadmaps.

Suzuki e-Vitara Electric SUV Launch Signals a Bigger EV Push in India

Suzuki eVX

Suzuki e-Vitara electric SUV marks the company’s formal shift into full battery electric vehicles. Suzuki began sales of the e-Vitara in India, making it the firm’s first BEV model. This launch matters because Suzuki has long relied more heavily on hybrids. As a result, Suzuki e-Vitara electric SUV becomes a strategic test of how seriously the company will pursue the EV market.

The launch also puts India at the center of Suzuki’s electric transition. The model is built at Maruti Suzuki’s Hansalpur plant in Gujarat. That site already sits inside a broader expansion plan targeting 1mn EVs per year. Therefore, Suzuki e-Vitara electric SUV is not just a product launch. It is part of a much larger manufacturing ambition.

India EV Supply Chain Still Looks Tight

India EV supply chain remains the biggest constraint behind Suzuki’s electric growth path. The company did not disclose battery chemistry or sourcing details for the e-Vitara. That leaves open a critical question about how Suzuki will secure enough cells as production rises. Consequently, the commercial success of the Suzuki e-Vitara electric SUV will depend on more than vehicle demand alone.

The wider Indian market is still dealing with upstream bottlenecks. Carmakers warned last year that China’s rare earth export controls could slow motor production because of magnet shortages. Domestic projects in lithium, nickel, cobalt, and rare earths have also moved slowly. Therefore, India EV supply chain development still lags the scale of EV ambition.

Maruti Suzuki EV Strategy Extends Beyond the Vehicle Itself

Maruti Suzuki EV strategy is not limited to selling one electric SUV. The company also announced a goal of 100,000 branded charging points by 2030. It has already installed 2,000 of them. That means Suzuki is trying to shape the charging ecosystem alongside vehicle rollout. As a result, the Suzuki e-Vitara electric SUV launch is tied to infrastructure as well as manufacturing.

This wider strategy makes sense in a market where ecosystem gaps still matter. Other Indian EV and battery plans have already been scaled back or delayed. That creates space for more disciplined players to build practical scale over time. Meanwhile, Maruti Suzuki EV strategy may benefit from moving more steadily than some earlier industry promises.

The Metalnomist Commentary

Suzuki’s first electric SUV matters because it shows India’s EV shift is moving from announcements to actual product launches. The bigger challenge now is not whether Suzuki can build an electric model. It is whether India can build the battery materials, cells, magnets, and charging network needed to support that growth at scale.

CATL LFP feedstock supply strategy accelerates amid global EV demand

CATL

The CATL LFP feedstock supply strategy is accelerating as the battery giant locks in long-term cathode materials. By prepaying key partner Shenghua, the CATL LFP feedstock supply strategy aims to stabilise costs and secure volumes. As EV demand rises, the CATL LFP feedstock supply strategy underpins CATL’s dominance in LFP batteries and its next growth phase.

Prepayments deepen CATL LFP feedstock supply chain integration

CATL has agreed significant prepayments to secure LFP from Jiangxi Shenghua, part-owned by Fulin Precision. It will pay 500mn yuan by September and a further Yn1bn in November to support Shenghua’s capacity expansion. However, supply volumes and pricing remain undisclosed, reflecting competitive sensitivity.

The CATL LFP feedstock supply strategy comes on top of earlier support for Shenghua’s new plants. CATL is backing a 160,000 t/yr LFP facility in Yichun and a 200,000 t/yr LFP plant in Sichuan. As a result, Shenghua’s LFP output already jumped from 42,159t in 2023 to 128,240t in 2024, with sales closely tracking that growth.

Meanwhile, CATL signed a Yn6bn deal with major LFP producer Jiangsu Lopal in mid-September. That contract secures 157,500t of LFP for CATL’s overseas factories from 2025 to 2031. Together, these moves show how the CATL LFP feedstock supply strategy combines prepayments, project finance and multi-year offtake to lock in LFP at scale.

CATL LFP feedstock supply supports EV battery expansion and sodium-ion push

CATL is coupling its LFP security with downstream partnerships and technology upgrades. The firm signed a cooperation agreement with EV maker Li-Auto on safety and ultra-fast charging. Li-Auto has already produced more than 1mn vehicles using CATL battery technology, cementing a deep platform relationship.

Battery installations underline the strength of CATL’s position. The company installed 190.9GWh of power batteries in January-June, up 38pc year on year. Therefore, the CATL LFP feedstock supply strategy is not just about risk management. It is also about sustaining leadership as competitors chase similar EV opportunities.

At the same time, CATL is preparing its next technology step with the Naxin sodium-ion battery. Mass shipments are targeted for 2027, with an energy density of 175Wh/kg. The company says this performance can cover over 40pc of domestic passenger vehicle demand. Sodium-ion will not replace LFP, but combined with a robust CATL LFP feedstock supply base, it gives CATL a wider toolkit across price and performance segments.

The Metalnomist Commentary

CATL is turning LFP procurement into a strategic weapon, using prepayments and capex support to secure future capacity. Its parallel push into sodium-ion suggests a portfolio approach to cathode chemistry rather than a single-bet strategy. For rivals and automakers alike, CATL’s LFP deals with Shenghua and Lopal are a clear signal that upstream security is now central to battery competitiveness.

Volkswagen ID.4 Production Halt Shows US EV Demand Pressure

Volkswagen EV

Volkswagen ID.4 production in the US will end as the German automaker shifts its Chattanooga, Tennessee, plant toward higher-volume internal combustion vehicle output. The decision reflects weaker electric vehicle demand in the US and the need to protect North American manufacturing utilisation.

Volkswagen said the EV market continues to challenge the industry and requires measured decisions. The company will stop producing the ID.4 at Chattanooga and begin assembling the all-new second-generation Atlas from mid-April 2026.

Volkswagen ID.4 production has been strategically important because the model is the company’s top-selling EV in the US. However, the ID.4 sold 22,373 units in 2025, far below the Atlas, which sold 71,044 units and remained Volkswagen’s second-best-selling model for the past three years.

The decision shows how automakers are adjusting production footprints as EV adoption slows. US EV sales fell by 27% year on year to 216,300 units in the first quarter, creating pressure on manufacturers to rebalance plant capacity, dealer inventory and product planning.

Chattanooga Shift Prioritises Higher-Volume SUV Demand

The Chattanooga plant will now focus on the second-generation Atlas, a three-row sport utility vehicle with much stronger US sales momentum. This gives Volkswagen a clearer volume base in a market where larger SUVs remain commercially attractive.

The move is not a full retreat from the ID.4. Volkswagen said model-year 2026 ID.4 vehicles will remain available through current inventory, supporting US demand into 2027. The company also plans a future version of the ID.4 for North America, although details have not yet been disclosed.

Still, the production shift is significant. Automakers rarely remove capacity from a model unless demand, margin or manufacturing strategy has changed. In this case, Volkswagen appears to be choosing a higher-volume SUV platform over a slower-moving EV in the near term.

This reflects a wider industry trend. EV demand has become more uneven as consumers respond to vehicle prices, charging access, policy uncertainty and changing incentive structures. Automakers now need more flexible production strategies rather than relying on straight-line EV growth forecasts.

EV Slowdown Could Weigh on Battery Materials Demand

Volkswagen ID.4 production changes also matter for the battery materials supply chain. Lower EV output can reduce near-term demand for lithium, nickel, graphite, manganese, copper, aluminium and rare earth magnet materials linked to electric drivetrains and battery systems.

The effect will not come from Volkswagen alone. The bigger issue is that several automakers are reassessing EV production rates in response to slower consumer adoption. If this pattern continues, battery material demand growth may become more volatile than earlier industry forecasts suggested.

For suppliers, the shift creates a timing problem. Many battery, cathode, anode and recycling investments were planned around rapid EV market expansion. Slower model-level output can leave material producers exposed to weaker offtake, lower utilisation and price pressure.

At the same time, Volkswagen’s decision does not eliminate long-term EV demand. It shows that the transition may move in phases, with automakers balancing EVs, hybrids and combustion vehicles depending on regional demand. North America may therefore remain a more mixed powertrain market than China or parts of Europe.

The Metalnomist Commentary

Volkswagen’s ID.4 decision shows that EV strategy is now being tested by real factory economics. The energy transition is still moving forward, but automakers will increasingly prioritise models that protect utilisation, margins and supply-chain stability.

Stellantis Net Loss Shows Cost of Resetting EV Strategy

Stellantis EV

Stellantis net loss reached €22.3bn in 2025 as the global automaker absorbed major charges linked to a strategic reset in electric vehicles. The result highlights how quickly automakers are reassessing electrification plans as customer demand, regulation, pricing, and capital discipline change across the global auto market.

Most of the Stellantis net loss came in the second half of the year, when the company reported a €20.1bn loss. Full-year charges reached €25.4bn, largely tied to what Stellantis described as a profound strategic shift to better match customer demand and regulatory realities.

The company’s brands include Jeep, Peugeot, and Vauxhall. Net revenues fell by 2pc from 2024 to €153.5bn, as foreign exchange pressure and first-half pricing declines outweighed gains from volume and product mix.

EV Supply Chain Resizing Drives Heavy Charges

Stellantis net loss reflects the financial cost of scaling back EV ambitions after earlier expectations proved too aggressive. The company said the charges include product plan changes, EV supply chain resizing, warranty provision adjustments, and previously announced workforce reductions.

The reset shows that automakers are moving from rapid EV expansion toward more flexible technology portfolios. Stellantis now wants to focus on customers’ freedom to choose from a full range of vehicle technologies, rather than relying on a faster linear shift toward battery electric vehicles.

This shift carries major implications for battery materials, power electronics, component suppliers, and EV manufacturing investments. If automakers slow or rebalance EV programs, suppliers exposed to batteries, motors, lightweight materials, and dedicated EV platforms may face weaker demand visibility.

Automakers Rebalance Electrification and Balance Sheet Risk

Stellantis plans to return to profitable growth in 2026 after absorbing the cost of what management called over-estimating the pace of the energy transition. The company will not pay an annual dividend in 2026 and has approved up to €5bn in hybrid bond issuance to protect its balance sheet.

This balance sheet response matters because automakers need capital for multiple technologies at once. Battery EVs, hybrids, combustion platforms, software, emissions compliance, and regional manufacturing all compete for investment. The challenge is no longer simply building EV capacity; it is allocating capital across uncertain demand pathways.

For the wider automotive supply chain, Stellantis’ reset is a warning signal. Electrification remains a long-term direction, but the transition is becoming less uniform, more regional, and more financially disciplined. Suppliers must prepare for a market where hybrid, EV, and combustion demand coexist longer than earlier forecasts suggested.

The Metalnomist Commentary

Stellantis’ 2025 loss shows that the energy transition is entering a harder capital cycle. The winners will not be the companies with the boldest EV targets, but those that manage technology flexibility, supply chain exposure, and balance sheet risk with discipline.

Toyota Expands EV Operations in China and the US with New Facilities

Toyota

Toyota, a leading Japanese manufacturer, is setting up a new electric vehicle (EV)

production facility in Shanghai, China. The company aims to strengthen its presence in the growing Chinese EV market by delivering electric vehicles (EVs) and EV batteries to local customers. At the same time, it will begin shipping EV batteries from its newly established North Carolina facility in the United States. These moves are part of Toyota’s broader strategy to boost global EV production, aligning with its goal to sell 1.5 million EVs by 2026.

New Shanghai Facility: Focusing on EVs and Batteries

The new plant in Shanghai will focus on the production of EV batteries as well as the new Lexus brand EVs. Toyota plans to manufacture 100,000 EV units after 2027, though it has not disclosed whether this production will include batteries for models other than the Lexus EVs. Interestingly, Toyota has decided to set up the new Shanghai firm as a wholly-owned subsidiary, a rare move for foreign automobile manufacturers, who typically partner with local companies in China. This suggests that Toyota is committed to delivering new energy vehicles (NEVs) to Chinese customers rapidly, with a strong focus on the domestic market.

North Carolina Facility: EV Battery Production Ramp-Up

Toyota is also investing heavily in its North Carolina facility, which will start delivering EV batteries from April. This facility, with an investment of approximately $14 billion, will feature 10 production lines for batteries catering to EVs and plug-in hybrid electric vehicles (PHEVs), alongside four production lines dedicated to hybrid vehicle batteries. While Toyota has not disclosed the specific production volume for its North Carolina plant, this significant investment underscores its commitment to becoming a major player in the global EV market.

Toyota's EV Sales Strategy and Challenges

Despite these expansions, Toyota's global EV sales remain sluggish, with the company revising its sales forecast downward for the 2024-25 fiscal year. The revised outlook predicts sales of 142,000 EVs and 154,000 PHEVs, which represents a decrease of 11% and 4.9%, respectively, compared to the previous forecast. Toyota’s decision to adjust its expectations for EV and PHEV sales marks two consecutive downward revisions, highlighting the challenges the company faces in meeting its EV targets. Nonetheless, the investments in China and the US represent critical steps in Toyota's ongoing efforts to accelerate its EV production and meet its 1.5 million EV sales goal by 2026.

Ford Revises EV Strategy: Cancels Electric SUV, Delays Next-Gen Truck

In a significant shake-up of its electric vehicle (EV) strategy, Ford Motor Company has announced the cancellation of its planned three-row electric SUV and the delay of its next-generation all-electric pickup truck until 2027. The three-row SUV, initially postponed to 2027, has now been scrapped entirely, with Ford opting to shift focus toward new gas and hybrid-powered SUVs instead.

This strategic pivot is expected to cost the company approximately $1.5 billion, including a special non-cash charge of $400 million. As part of the restructuring, Ford will reduce its EV investment from 40% to 30% of its annual capital expenditures.

The much-anticipated electric truck, dubbed Project T3, will now see its production pushed back by 18 months, with assembly at Ford's Tennessee EV facility slated for the latter half of 2027 rather than the originally planned 2025.

In addition to these changes, Ford will fast-track the production of a new commercial EV van, set to roll off the line at its Ohio plant in 2026. The automaker is also developing a more affordable EV—a medium-sized pickup truck—at its Irvine, California skunkworks lab.

These strategic adjustments come in response to slower-than-expected EV adoption and challenges in achieving profitability within the segment. Ford has reported substantial costs associated with ramping up EV production amid a deceleration in industry-wide sales growth, projecting a loss of $5 to $5.5 billion in its EV division for the year.

Honda EV Sales Target Revision Prioritizes Hybrid Electric Vehicles by 2030

Honda EV

Honda EV sales target underwent significant downward revision as the Japanese automaker adjusted its 2030 global electric vehicle strategy amid market uncertainty. Honda EV sales target now falls below 30% of total vehicle sales by 2030, representing a strategic shift toward hybrid electric vehicles (HEVs) as the primary powertrain in the company's energy transition approach, reflecting broader industry challenges from slowing EV adoption and shifting regulatory environments.

Strategic Pivot Toward Hybrid Technology Dominance

Honda EV sales target revision accompanies ambitious hybrid vehicle expansion plans targeting 2.2 million HEV units within 3.6 million total annual vehicle sales by 2030. The automaker will launch 13 next-generation hybrid models globally over four years beginning in 2027, demonstrating substantial commitment to hybrid technology advancement. This strategic pivot addresses market realities including slowing EV demand, evolving regulations, and changing trade policies affecting electrification timelines.

Meanwhile, Honda plans significant hybrid system enhancements to improve range and efficiency while reducing costs by over 30% by 2028 compared to current models. These improvements target competitive positioning against both traditional internal combustion engines and full battery electric vehicles. The cost reduction strategy enables broader hybrid adoption across Honda's global vehicle lineup while maintaining profitability margins.

HONDA SALOON

Regional Market Adaptation Drives Technology Development

However, Honda's approach varies significantly across key regional markets reflecting local demand patterns and regulatory requirements. In North America, the company will develop specialized hybrid systems for large vehicles combining powerful performance with high efficiency for spacious models launching in the latter 2020s. This regional focus addresses American consumer preferences for larger vehicles while meeting efficiency standards.

Therefore, China market strategy involves partnerships with local technology providers including autonomous technology startup Momenta for next-generation Advanced Driver Assistance Systems (ADAS) development. All future Honda models sold in China will feature locally-adapted ADAS technology addressing specific regional driving conditions and regulatory requirements. This localization approach demonstrates Honda's commitment to market-specific technology solutions.

Advanced Technology Integration Supports Competitive Positioning

Furthermore, Honda will develop next-generation ADAS for high-end EVs and HEVs launching in North America and Japan by 2027. These advanced systems represent critical differentiators in increasingly competitive automotive markets where autonomous capabilities influence consumer purchasing decisions. The technology integration spans both electric and hybrid powertrains, maintaining Honda's competitive positioning across multiple vehicle categories.

As a result, Honda's revised strategy reflects pragmatic adaptation to evolving automotive market dynamics while maintaining technological leadership across electrification spectrum. The emphasis on hybrid technology provides flexibility during uncertain transition periods while supporting regulatory compliance and consumer acceptance. This balanced approach positions Honda advantageously for various electrification scenarios across global markets.

The Metalnomist Commentary

Honda's strategic recalibration toward hybrid vehicles reflects broader automotive industry recognition that the transition to full electrification may proceed more gradually than initially anticipated, particularly as infrastructure limitations and consumer adoption patterns create market headwinds. The company's focus on cost reduction and regional adaptation demonstrates sophisticated understanding of diverse global market requirements, positioning Honda to capitalize on hybrid technology's bridging role during extended electrification timelines.

US EV tax credit expiration reshapes electric vehicle market

US EV

US EV tax credit expiration after 15 years is reshaping vehicle affordability and demand across the US auto market. The US EV tax credit supported sales of models like the Tesla Model Y and Chevrolet Equinox EV. Now the US EV tax credit has ended, leaving buyers with higher upfront costs and manufacturers with greater policy uncertainty.

US EV tax credit expiration driven by politics and fiscal push

The US EV tax credit began in 2008 as a bipartisan tool to jump-start early EV adoption. It later expanded under the Inflation Reduction Act, which tied eligibility to US-made vehicles and domestic supply chains. However, Republican lawmakers and oil interests increasingly opposed the subsidy, arguing it distorted markets and threatened future gasoline demand.

As a result, the latest tax and energy law under president Donald Trump removed the incentive from 30 September. Lawmakers framed the US EV tax credit expiration as a way to save more than $190bn over ten years. The move reflects a broader rollback of climate-linked support measures, including plans to repeal greenhouse gas limits on cars and trucks. This policy reversal now clashes with long-term investment cycles for automakers and battery producers.

EV affordability and US supply chains face fresh headwinds

The end of the US EV tax credit comes while EVs still cost more than conventional cars. Recent data show US EVs carry an average price premium of around $8,000 over combustion models. Without the $7,500 federal incentive, many mass-market buyers lose a key financial lever that helped close the price gap. This will likely slow new orders, particularly in middle-income segments and fleet purchases.

Meanwhile, manufacturers warn that the loss of the credit weakens the business case for US-based EV and battery plants. The revised credit had pushed automakers to localise assembly and critical mineral sourcing inside the US or allied countries. Its removal undercuts one of the strongest pull factors for building gigafactories, cathode plants and related supply chain assets on US soil. Industry groups argue this shift could hand competitive advantage back to regions with more stable policy support.

State-level climate policy will now carry more weight in the US EV landscape. California and other Democratic-led states plan to maintain strict tailpipe standards and invest heavily in charging infrastructure. However, even ambitious state measures cannot fully compensate for the vanished federal incentive. Automakers must therefore navigate a patchwork of regional rules while recalibrating sales forecasts and capital plans in a post-credit market.

The Metalnomist Commentary

The US EV tax credit expiration exposes the tension between long-term industrial strategy and short-term political swings. For metals and battery supply chains, the key risk is stop-start demand that complicates investment in lithium, nickel and cathode capacity. Unless policy clarity returns, the US could cede ground to regions where EV incentives and climate regulations move in a steadier direction.

Honda Ontario EV Plan Suspended Amid Slower Market Growth Projections

Honda EV

Honda suspended its ambitious C$15 billion ($10.7 billion) Honda Ontario EV plan to build a comprehensive electric vehicle value chain in Canada. Chief Executive Toshihiro Mibe announced the two-year delay during the company's first-quarter earnings presentation, citing slower-than-expected EV market growth. The Honda Ontario EV plan postponement represents a significant setback for Canada's battery materials supply chain development and critical mineral processing ambitions.

Comprehensive Battery Supply Chain Project Faces Market Reality

The Honda Ontario EV plan encompassed a complete electric vehicle manufacturing ecosystem in Alliston, Ontario, including an EV assembly plant and standalone battery manufacturing facility. Honda partnered with Posco Future M to develop cathode and precursor materials facilities while collaborating with Asahi Kasei on separator plant construction. Meanwhile, this integrated approach aimed to reduce supply chain dependencies while supporting Honda's goal of 100% battery and fuel cell EV sales by 2040.

The comprehensive nature of the Honda Ontario EV plan positioned Canada as a strategic hub for North American electric vehicle production. Honda's investment would have created substantial demand for Canadian critical minerals, particularly lithium, nickel, and cobalt for battery cathode materials. However, slower market adoption rates have forced automakers to reassess their aggressive electrification timelines and associated capital investments.

Critical Mineral Processing Ambitions Face Automotive Headwinds

Canada's strategy to capture value from its abundant critical mineral resources through downstream processing suffers a major blow from the Honda Ontario EV plan suspension. The project represented a key opportunity to establish domestic battery materials manufacturing capabilities using Canadian lithium, nickel, and graphite resources. As a result, the delay undermines government efforts to build integrated critical mineral supply chains within North America.

Posco Future M's planned cathode and precursor facilities would have processed Canadian-sourced critical minerals into high-value battery materials for Honda's EV production. The partnership promised technology transfer and manufacturing expertise to establish Canada's position in global battery supply chains. Therefore, the Honda Ontario EV plan postponement reduces near-term demand prospects for Canadian critical mineral producers seeking domestic processing partnerships.

The two-year delay reflects broader challenges facing automaker electrification strategies as consumer adoption lags initial projections. Honda joins other manufacturers reassessing EV investment timelines amid market uncertainty and profitability concerns. Consequently, critical mineral demand growth may moderate as automakers adjust production capacity plans to match actual market conditions.

The Metalnomist Commentary

Honda's decision to pause its massive Ontario investment reflects the gap between aggressive EV transition rhetoric and market reality, highlighting risks for critical mineral producers banking on rapid battery demand growth. This setback underscores the importance of diversified demand strategies for Canadian critical mineral projects, as automotive electrification timelines prove more volatile than anticipated across the industry.

Stellantis Invests in Italy Electric Motor Plant to Advance EV Strategy

Stellantis

Stellantis invests €38mn in Italian plant to expand EV motor component production and strengthen European electric vehicle supply chain.

New Investment to Expand Stellantis Electric Motor Production in Italy

Stellantis will invest €38 million ($41.1 million) in its Verrone, Italy plant to build electric motor components. The funding will support the installation of 56 new machine tools, enabling an output of 400,000 components per year. Stellantis may expand this capacity to 600,000 units in the future. Production is scheduled to start by 2027.

The move represents another strategic step in Stellantis' transition from internal combustion engines (ICE) to electric vehicles (EVs). This investment also aligns with the company’s plan to boost local manufacturing and maintain its industrial base in Italy. In January, Stellantis announced plans to produce electrified dual-clutch transmissions for hybrid cars in Italy.

EV Sales Decline But Stellantis Doubles Down on Electrification

Stellantis' global sales dropped to 5.7 million units in 2024, down from 6.2 million in 2023. Full electric vehicle sales also declined to 314,500 units, compared with 369,000 units in the previous year. Despite this, the company is increasing investment in long-term EV infrastructure to future-proof its European operations.

Meanwhile, Stellantis’ push to localize EV production aligns with broader EU goals to reindustrialize the clean tech sector. With supply chain risks growing, building electric motor parts domestically offers greater security and cost stability. This investment could also stimulate supplier ecosystems in northern Italy and contribute to job preservation.

The Metalnomist Commentary

While EV sales have slowed, Stellantis is thinking long-term. Strategic investments like this suggest a pivot toward in-house component production and regional manufacturing resilience. This move also signals confidence in the EU’s clean mobility future, despite current market volatility.

Stellantis NextStar Battery JV Exit Signals a New Shift in North American Battery Strategy

NextStar Battery

Stellantis NextStar battery JV exit marks another important shift in North American battery strategy. Stellantis will sell its 49pc stake in NextStar Energy to LG Energy Solution. The joint venture built Canada’s first large-scale lithium-ion battery plant in Windsor, Ontario. As a result, Stellantis NextStar battery JV exit shows that automakers are rethinking how they participate in battery manufacturing.

This move matters because NextStar was a major industrial project. Stellantis and LG Energy Solution invested more than C$5bn in the venture. Yet the ownership structure is now changing even as the plant remains strategically important. Therefore, Stellantis NextStar battery JV exit is not a retreat from batteries. It is a shift in how the company wants to access them.

Stellantis will remain a customer of the facility after the transaction. That means the company still wants battery supply, but no longer wants to own nearly half of the manufacturing platform. Consequently, Stellantis NextStar battery JV exit reflects a broader trend toward supply access without full operating exposure.

EV Battery Joint Ventures Are Moving Into a New Phase

EV battery joint ventures are no longer being treated as fixed long-term ownership models. Automakers are increasingly separating battery access from battery plant ownership. That change is becoming visible across North America. As a result, EV battery joint ventures are entering a more flexible and less traditional phase.

The Stellantis decision fits a wider pattern. Other major automakers have also restructured or exited battery partnerships. General Motors sold its Michigan battery JV stake to LG Energy Solution in 2025. Ford also changed the structure of its BlueOval SK partnership later that year. Therefore, Stellantis NextStar battery JV exit looks less like an isolated deal and more like an industry reset.

This shift likely reflects changing economics and strategy. Battery manufacturing is capital-intensive, operationally complex, and increasingly competitive. Automakers may now prefer to secure output through commercial agreements while leaving plant ownership and operation to battery specialists. Meanwhile, battery makers can broaden their customer base more easily under that structure.

North American Battery Strategy Is Becoming More Specialized

North American battery strategy is now moving toward clearer specialization between automakers and cell producers. After the ownership change, NextStar will serve a broader customer base, including the energy storage system sector. That gives the plant more flexibility than a single-customer automotive model. As a result, the facility may become commercially stronger even as Stellantis reduces direct ownership.

This matters because battery plants are no longer only tied to electric vehicle demand. Energy storage systems are becoming a second major growth market. A battery facility that can sell into both EVs and stationary storage may have better long-term utilization and lower concentration risk. Therefore, North American battery strategy is becoming more diversified at the customer level.

The broader lesson is clear. Automakers still need batteries, but they may not want to carry the same level of manufacturing ownership risk as before. Battery producers, meanwhile, can gain more control and expand into wider end markets. Consequently, Stellantis NextStar battery JV exit may signal a more mature phase in the North American battery buildout.

The Metalnomist Commentary

This deal matters because it shows the battery race is no longer only about building plants. It is now about deciding who should own them, run them, and absorb the risk. Stellantis still wants battery supply, but LGES now looks better positioned to turn NextStar into a broader industrial platform.

Stellantis Struggles with EV Transition Amid Falling Market Share

Stellantis EV

Leapmotor JV Offers Strategic Hope as Tariffs and Costs Loom

Stellantis reported weaker-than-expected performance in 2024, citing operational hurdles during its electric vehicle (EV) transition.

The company’s latest annual report highlights missed targets and shrinking market share across core regions.

Total vehicle sales dropped to 5.7 million, down from 6.2 million in 2023.

Battery electric vehicle (BEV) sales also declined to 314,500 units, from 369,000 the previous year.

Chairman John Elkann stated the group performed “well below potential,” primarily due to supply disruptions and slow product transitions.

Aggressive price competition in China and weak demand in Europe weighed heavily on profit margins.

Market Share Declines Across North America and Europe

In North America, Stellantis market share fell to 8%, down from 9.6% in 2023 and 10.9% in 2022.

In Europe, it dropped to 17%, a significant decline from 18.3% in 2023 and 19.7% in 2022.

Stellantis’ performance lagged behind competitors in adapting to EV demand shifts, highlighting the urgency of supply chain and pricing strategy improvements.

Leapmotor Deal Critical to Global EV Strategy

The joint venture with China’s Leapmotor has emerged as a strategic lifeline.

Through Leapmotor International, Stellantis holds exclusive rights to manufacture and export Leapmotor EVs outside China.

Stellantis aims to use Leapmotor’s low-cost supply chains and compact EV technology to expand in Europe and other global markets.

Meanwhile, Leapmotor seeks to leverage Stellantis’ distribution footprint to scale its international presence.

Looking ahead, trade policies and tariffs remain a major concern.

Stellantis warned that shifting duties could increase production costs and affect component availability in 2025.

As EV competition intensifies and regulatory challenges rise, Stellantis must move swiftly to secure its future.

Porsche US Sales Surge in Q1, Driven by Electric Vehicles

Porsche EV

EV Momentum Fuels Porsche’s First-Quarter Growth

Porsche's US vehicle deliveries jumped by 41% in the first quarter of 2025, reaching 18,884 units. The strong performance was largely driven by the popularity of the all-electric Macan SUV, which accounted for nearly half of its model sales.

Fully electric vehicles made up 23% of Porsche’s US deliveries during the quarter, underlining the company’s shift toward electrification. The Macan contributed significantly, with 7,486 units sold, 45% of which were electric-powered, according to Porsche's Q1 report.

North American and Global Expansion Align with EV Strategy

Porsche’s total deliveries in North America rose 37% year-over-year, hitting 20,698 vehicles across all models and powertrains. Globally, the automaker delivered 71,470 vehicles during Q1, with 26% being fully electric and another 13% as plug-in hybrids.

This underscores Porsche's growing alignment with global electrification trends and regulatory demands across major markets.

The automaker's EV transition strategy is paying dividends, especially in the US, where tax incentives and performance branding have bolstered electric vehicle adoption.

The Metalnomist Commentary

Porsche’s electrification gains—especially in the premium SUV segment—signal a maturing EV market among high-end consumers. As metals like lithium, nickel, and cobalt remain central to EV production, such growth trajectories will likely strain battery material supply chains further. This makes downstream demand insights from luxury automakers increasingly relevant to critical mineral producers and policymakers.

Ford BESS market entry accelerates after $19.5bn Ford EV write-down

Ford BESS

Ford BESS market entry is now central to Ford Motor’s updated electrification strategy. The automaker launched a battery energy storage systems unit as it prepares a Ford EV write-down totaling $19.5bn. As a result, Ford is repositioning capital toward grid infrastructure and data center demand.

Ford said weak demand and high costs pushed it to shelve plans for large EVs. However, the company still targets a more electrified fleet mix by 2030. Therefore, Ford BESS market entry signals a pivot toward returns that look steadier than passenger EV margins.

Ford battery energy storage systems business targets data centers and grids

Ford battery energy storage systems business will lean on lithium-iron-phosphate technology. Ford will also use its wholly owned plants in Kentucky and Michigan. Meanwhile, the company aims to serve energy infrastructure upgrades and expanding data center loads.

Ford plans to begin shipping BESS products in 2027. The company expects annual capacity to reach 20GWh. As a result, Ford battery energy storage systems business could become a meaningful industrial demand driver for LFP inputs and power electronics.

EV strategy resets around hybrids and EREVs

Ford widened its EV definition to include hybrids, EREVs, and BEVs. An EREV uses a gasoline engine to recharge the battery, not drive the wheels. Therefore, EREVs can extend range without frequent plug-in charging.

Ford expects electrified vehicles to represent about 50% of global production by 2030. That compares with roughly 17% today. Meanwhile, Ford EV write-down reflects how quickly automakers must reassess platform bets when demand softens.

Ford also ended production of the current-generation F-150 Lightning. The company now plans to adopt EREV architecture for the next generation. As a result, Ford aligns product planning with consumer range expectations and cost discipline.

The Metalnomist Commentary

This shift ties automotive manufacturing closer to stationary power markets. However, BESS success will depend on execution, sourcing, and project-cycle discipline. Therefore, Ford’s move could reshape LFP supply competition with established storage players.

General Motors Advances EV Strategy with Sale of Michigan Battery Plant Stake to LGES

LGES

General Motors (GM), a leading US automaker, is set to enhance its approach to electric vehicle (EV) production by selling its stake in the Michigan battery plant to its partner, LG Energy Solution (LGES). This strategic move, expected to finalize in the first quarter of 2025, reflects GM's ongoing adjustments to its EV development plans amid fluctuating market demands.

Strategic Divestiture and Operational Shifts

GM's decision to divest its share in the $2.6 billion Michigan facility aligns with its broader strategy to recalibrate its EV production goals. The company has recently scaled down its 2024 EV production forecast, citing softening demand influenced by high costs and inadequate infrastructure, which are hindering the adoption of electric models. By selling the stake to LGES, GM aims to recoup its initial investment, allowing for a more flexible response to the evolving EV market.

Expanding Battery Technology Partnerships

In addition to the sale, GM is deepening its collaboration with LGES by developing prismatic-style battery cells. This new venture is anticipated to innovate battery technology by reducing weight and costs, thanks to the space-efficient design of prismatic cells compared to traditional pouch-style cells. GM's plans include potentially producing these advanced cells at its Ultium facilities in Warren, Ohio, and Spring Hill, Tennessee, which are already active in producing pouch-style battery cells and will adjust production based on market demand.

Chile lithium contract with Enami anchors new national strategy

Chile lithium mining

Chile lithium contract with Enami marks a major step in the country’s new lithium strategy. The agreement grants Enami rights over the Altoandinos salt flat, Chile’s largest undeveloped lithium deposit. It also establishes the first special lithium operation contract, known locally as a Ceol, under Boric’s strategy.

Altoandinos salt flat and Chile’s lithium strategy

The Chile lithium contract with Enami runs until 2060 and targets production starting around 2032–2034. Enami and partner Rio Tinto plan to develop the Aguilar, Grande and La Isla salt flats. The state miner reports 15mn tonnes of lithium carbonate equivalent, significantly above Chile’s published resource base. As a result, Altoandinos could become a flagship asset within Chile’s broader national lithium strategy.

Chile lithium contract with Enami operates within a strict strategic resource and nuclear oversight framework. Laws from the 1970s and 1980s classify lithium as strategic and limit purely private concessions. Therefore, Ceols must pass review by the nuclear energy commission and other state institutions before development. This framework aims to capture more value for Chile while controlling environmental and social risks in the Atacama.

Global EV supply chains and Chile’s lithium leadership

Chile remains the world’s second largest lithium producer, anchored by SQM and Albemarle in the Atacama salt flat. However, the Chile lithium contract with Enami shows how future growth will rely more on state led partnerships. The Altoandinos project can diversify production beyond the core Atacama operations and support long term export revenues. Meanwhile, global battery and EV manufacturers will view this contract as an important new source of high grade brine.

Competition for secure lithium supply will intensify as more countries classify the metal as strategic. Therefore, Chile lithium contract with Enami sends a strong signal to investors about policy direction and project pipeline. International partners must understand the state’s central role, longer development timelines and heightened community expectations. As a result, any Altoandinos timetable slippage could reshape global supply expectations for EV batteries and energy storage.

The Metalnomist Commentary

Chile’s new contracting model blends resource nationalism with pragmatic partnerships across the lithium value chain. Investors that align with this approach and accept higher state involvement may gain durable exposure to premium brine assets. Yet they must also plan for stricter governance, evolving royalty regimes and closer scrutiny from global downstream customers.

China Sinopec CATL Investment Accelerates EV Battery Exchange Network Expansion

Sinopec CATL

China Sinopec CATL investment emerged as the state-controlled oil refiner became the largest cornerstone investor in the battery producer's record-breaking Hong Kong IPO. The strategic China Sinopec CATL investment supports the companies' ambitious plan to build 10,000 electric vehicle battery exchange stations nationwide, marking a significant shift for the traditional energy company toward new energy infrastructure as China's EV market continues rapid expansion.

Record IPO Success Validates Strategic Partnership Value

China Sinopec CATL investment positioned the oil refiner as the largest cornerstone investor in CATL's $4.6 billion Hong Kong IPO that became the world's largest listing in 2025. CATL shares surged over 16% in their Hong Kong trading debut on May 20th, closing at HK$306.2 compared to the IPO price of HK$263 per share. The successful market reception demonstrates strong investor confidence in the partnership strategy and China's EV infrastructure development plans.

Meanwhile, the two companies reached an initial agreement in April to build more than 500 EV battery exchange stations nationwide in 2025, with a long-term target of 10,000 stations. This ambitious infrastructure rollout leverages Sinopec's existing network of 30,000 integrated energy charging stations serving 300 million users, including approximately 10,000 EV charging and battery exchange stations already operational across China.

Strategic Project Targets Heavy Vehicle Transportation

However, Sinopec and CATL finalized a specific agreement on May 21st for the Qiji Exchange Station project focused on heavy trucks in Fujian province. The project will serve critical road freight transportation along the coastal route between the Yangtze River Delta and Pearl River Delta using CATL's latest battery exchange system technology. This heavy vehicle focus addresses a key market segment where battery exchange offers significant advantages over traditional charging methods.

Therefore, the heavy truck application demonstrates practical implementation of battery exchange technology for commercial vehicles requiring rapid turnaround times. The coastal corridor route represents one of China's most important freight transportation arteries, making successful deployment here a potential template for nationwide expansion. The project showcases how traditional energy companies can integrate new energy technologies into existing transportation infrastructure.

Traditional Energy Companies Embrace New Energy Transition

Furthermore, Sinopec's investment reflects broader trends among conventional energy companies accelerating investments in new energy markets. State-run energy firm PetroChina launched a "supercharger station" in Shanghai's Yili road area in March, demonstrating industry-wide recognition of EV infrastructure opportunities. These companies leverage existing real estate assets and customer relationships to enter growing new energy segments.

As a result, joint ventures between traditional energy companies and EV technology providers create synergistic opportunities for rapid infrastructure deployment. PetroChina, SAIC, Sinopec, and CATL established the Shanghai JieNeng Zhidui New Energy Technology joint venture in September 2022 to lease EV battery packs and develop battery exchange technology. CATL's construction of a 40 GWh annual capacity factory in Dongying, China's largest oil refining city, further strengthens these traditional energy sector connections.

The Metalnomist Commentary

Sinopec's cornerstone investment in CATL's record-breaking IPO exemplifies how China's traditional energy giants are strategically positioning themselves within the electric vehicle ecosystem, leveraging their existing infrastructure assets to capture new revenue streams in battery exchange services. The partnership's focus on heavy vehicle applications addresses a critical market need where battery exchange technology offers compelling advantages over conventional charging, potentially accelerating commercial EV adoption across China's logistics sectors.

Cleveland-Cliffs rare earths strategy targets US critical minerals security

Cleveland-Cliffs

Cleveland-Cliffs rare earths strategy is emerging as the company’s next upstream growth pillar amid rising US-China trade tensions. The US integrated steelmaker now sees rare earths exploration as strategic insurance for American manufacturing supply chains. As a result, Cleveland-Cliffs rare earths strategy is tightly linked to national security and industrial resilience.

Cleveland-Cliffs rare earths strategy starts in Michigan’s mining footprint

Cleveland-Cliffs rare earths strategy builds on geological surveys of ore bodies and tailings at two legacy sites. The company has identified indicators of rare earth mineralisation in Michigan’s upper peninsula and in Minnesota. However, it will prioritise the Michigan site first, where state relations are more cooperative.

This first step allows Cleveland-Cliffs to test resource quality and economics before committing major capital. It also keeps the Cleveland-Cliffs rare earths strategy aligned with US policy goals for domestic critical mineral supply. If commercially viable deposits are proven, the firm could leverage existing mining expertise to accelerate development.

Meanwhile, the company is open to cross-border cooperation. Management signalled that Cleveland-Cliffs could work with Canadian partners on rare earths projects. Such collaboration would extend the Cleveland-Cliffs rare earths strategy into a broader North American critical minerals corridor.

Trade tensions push Cleveland-Cliffs rare earths strategy up the agenda

Escalating trade frictions with China are amplifying the urgency behind Cleveland-Cliffs rare earths strategy. China remains the dominant supplier of rare earths, and is tightening export controls on production, processing and foreign trade. At the same time, Washington is threatening sharply higher tariffs on Chinese imports, further destabilising supply expectations.

Rare earths are essential for EV motors, semiconductors, and wind and solar technologies. Therefore, any disruption in Chinese supply could quickly hit US industrial output. Cleveland-Cliffs’ chief executive framed the move as a contribution to reducing reliance on “any foreign nation” for key minerals.

The shift also reflects Cliffs’ roots as an ore producer before its acquisitions of AK Steel and ArcelorMittal USA. By adding rare earths to its portfolio, the group can reconnect its mining heritage with downstream steelmaking and advanced manufacturing demand. This integrated approach could appeal to US policymakers seeking reliable, traceable domestic supply chains.

The Metalnomist Commentary

Cleveland-Cliffs is reading the geopolitical map correctly: processing and ownership of critical minerals matter more than raw tonnage alone. The real question is whether US permitting, capital costs and technology can deliver competitive rare earth output at scale. If it succeeds, Cliffs could become a flagship model for legacy steel producers pivoting into strategic materials.

Comexport to assemble GM Chinese EVs in Brazil

Comexport

Comexport to assemble GM Chinese EVs marks a major shift in Brazil’s role within global EV supply chains. The Brazilian foreign trade firm will assemble GM’s new Spark EUV, a Chinese electric vehicle sold under the Chevrolet brand, at the former Ford-owned PACE industrial hub. As a result, the Comexport to assemble GM Chinese EVs deal turns a decommissioned plant into a regional platform for imported Chinese SKD units.

The project uses a flexible contract-assembly model rather than an equity partnership or joint venture. Comexport will import semi-knocked-down Spark units from China, already welded, painted and partially manufactured, and then complete final assembly at PACE. Meanwhile, GM will supervise production quality and pay Comexport per unit, ensuring OEM control over standards while limiting capital exposure. Therefore, the Comexport to assemble GM Chinese EVs contract gives GM fast market access with lower fixed costs.

PACE becomes Brazil’s first multi-brand EV assembly hub

PACE will emerge as Brazil’s first and only multi-brand vehicle assembly line once all client negotiations close. The plant, acquired by Comexport in 2024 from the state of Ceara, will serve at least three carmakers, with GM confirmed as the first anchor client. Initially, the facility will operate below its 80,000 vehicle per year capacity and gradually ramp up as the local supply chain matures.

GM plans for all Spark units sold in Brazil to be assembled as SKD imports over time. However, the company will first bring in fully built consumer-ready vehicles while Comexport stabilises processes and tooling. As the supply chain “nationalises”, more Brazilian auto-parts suppliers will enter the platform, supporting localisation targets and potentially unlocking tax and industrial policy incentives. This phased approach reduces ramp-up risk while anchoring long term EV manufacturing in northeastern Brazil.

Chinese EV platforms deepen their footprint in Latin America

The project highlights how Chinese EV platforms penetrate Latin America via global OEM brands and contract assemblers. The Spark is a Chinese-developed model from the joint venture between GM, SAIC and Wuling, sold domestically as the Baojun Yep Plus. Therefore, Brazilian consumers will buy a Chevrolet-badged vehicle that originates from a Chinese EV architecture. PACE will exclusively assemble hybrids and EVs, increasing the likelihood that future clients will also be Chinese or China-linked automakers.

For GM, this structure supports a broader strategy of leveraging Chinese small-EV know-how while maintaining brand control in key emerging markets. For Brazil, the Comexport to assemble GM Chinese EVs model could accelerate EV adoption, technology transfer and supplier upgrading, especially in battery, electronics and lightweight components. However, policymakers and local OEMs will also scrutinise the impact on domestic manufacturers and industrial competitiveness as Chinese-origin platforms gain share.

The Metalnomist Commentary

This deal illustrates how decommissioned legacy plants can be repurposed into EV assembly hubs bound into China-centric technology networks. By combining SKD imports, contract assembly and gradual localisation, Comexport and GM create a flexible template that other brands may copy across Latin America. Market participants should watch how quickly local suppliers move into higher value EV components and how Brazil balances openness to Chinese platforms with support for domestic champions.