CIBUNET | Industry Resources, Economic And Business Development Interface

Banner Board

1	Banner Board Image Banner Board Link
2	Banner Board Image Banner Board Link
3	Banner Board Image Banner Board Link
1	Banner Board Image Banner Board Link

Add Row

Selected Network List

1	Select Your Network
2	Select Your Network
3	Select Your Network
4	Select Your Network
1	Select Your Network

Add Row

MOST RECENT

Title

Group revenue rises by eight percent to 11.1 billion euros in the second quarter

Approximately 750 million euros in additional costs due to increased fuel prices in the second quarter

Adjusted EBIT declines significantly to 383 million euros

Lufthansa Cargo continues positive trend and improves Adjusted EBIT by 42 million euros

Lufthansa Technik achieves an Adjusted EBIT of 157 million euros, in line with the prior-year level

Uncertainties for the full year remain high; intact demand, network optimizations and cost discipline offset higher kerosene costs

Lufthansa Group expects an Adjusted EBIT of between 1.7 and 2.2 billion euros for the full year 2026, considering the current kerosene price volatility

Carsten Spohr, Chairman of the Executive Board and CEO of Deutsche Lufthansa AG, says:
“Today, we reflect on a challenging second quarter that was once again marked by multiple geopolitical crises and uncertainties. Despite our further improvement in load factor and a significant increase in yield, we were unable to fully offset the considerable rise in fuel costs. The continued strong global demand for air travel—primarily in the premium classes—had a particularly positive impact. Our numerous investments in premium products such as Allegris, Swiss Senses, and the FOX service upgrade are beginning to pay off. At the core Lufthansa brand, all three elements of the turnaround program are now taking effect: fleet and product renewal is making visible progress, capacity at the highly efficient Discover Airlines and Lufthansa City Airlines is being continuously expanded, and competitiveness is being enhanced through numerous productivity and efficiency measures. At the same time, the positive trend in the cargo business continues. Lufthansa Cargo significantly increased its operating profit, achieving a margin of over 11 percent in the second quarter. Lufthansa Technik also delivered a solid second quarter and increased its revenue by 11 percent. Especially in a volatile environment, it is apparent that our business model is robust, adaptable, and increasingly resilient.”

Second-quarter 2026 result shaped by high kerosene prices
The Lufthansa Group increased its revenue in the second quarter of 2026 by eight percent year on year to 11.1 billion euros (prior year: 10.3 billion euros). The company recorded an operating profit (Adjusted EBIT) of 383 million euros, a significant decline compared to last year (prior year: 870 million euros). The primary drivers of the earnings decline were fuel costs that were approximately 750 million euros above the prior-year level, as well as financial burdens of at least 150 million euros caused by strikes. Offsetting these were improved yields, which were more than 13 percent above the prior-year level on Asian routes.

The Adjusted EBIT margin contracted to 3.4 percent (prior year: 8.4 percent). Group net income also declined to 123 million euros (prior year: 1.0 billion euros), mainly due to a lower operating result, valuation effects, and one-off tax effects in the prior year. Adjusted free cash flow fell to -365 million euros (prior year: 138 million euros).

Network airlines partially offset costs through strong demand
The Group's network airlines offered 3 percent less capacity in the second quarter than in the comparable prior-year quarter, with the decline attributable primarily to six strike days in April as well as the group-wide optimization of short-haul operations, including the removal of CityLine's flight operations from the schedule. The load factor of the group network carriers edged up slightly to 81.6 percent and unit revenues rose sharply by 6.4 percent year on year. Both figures underscore robust demand. This demand strength was driven in particular by the premium segment and by Asian routes.

Due to the sharp rise in kerosene prices resulting from the conflict in the Middle East, fuel costs at the network airlines rose by more than 600 million euros year on year. Unit costs excluding fuel and emissions expenses increased by 3.1 percent year on year mainly as a result of the lower capacity. The key cost drivers were higher personnel expenses and depreciation. Taking last year's capacity into account, unit costs rose by only about one percent, which demonstrates the consistent cost discipline in the core business.

Overall, the network airlines generated an Adjusted EBIT of 137 million euros, 490 million euros less than in the prior year. This figure also includes an equity result that was 108 million euros lower than in the prior year, attributable mainly to negative currency driven valuation effect of lease liabilities at ITA Airways.

Point-to-point airlines record strong intra-European demand
Eurowings reduced its capacity by six percent compared to the second quarter of the prior year. Unit revenues rose by 9.4 percent, driven primarily by a strong European business. Against the backdrop of the crisis in the Middle East, Eurowings has temporarily suspended flights to the Gulf region — which had previously seen strong growth — and is instead operating additional routes to the Mediterranean region.

Unit costs excluding fuel and emissions expenses rose by 10.9 percent, driven in particular by the reduced capacity as well as higher expenditure on aircraft maintenance and increased charges for fees, catering and personnel in preparation for the introduction of the Boeing 737-8 MAX into the fleet.

The equity result from the SunExpress joint venture was 29 million euros below the prior-year level, due primarily to a challenging demand environment on routes to Turkey.

Overall, Adjusted EBIT in the point-to-point airlines segment fell by 101 million euros in the second quarter of 2026 to -37 million euros. Here too, the primary driver was the sharp rise in fuel prices, which caused a cost increase of 71 million euros year on year.

Lufthansa Technik and Lufthansa Cargo post earnings increases
Demand for Lufthansa Technik's maintenance, repair and overhaul services remains consistently high. Revenue rose by 11 percent year on year to 2.2 billion euros (prior year: 2.0 billion euros), with revenue from external customers even increasing by 23 percent. Operating profit (Adjusted EBIT) of 157 million euros slightly exceeded the prior-year level (prior year: 149 million euros).

Lufthansa Cargo was able to expand its capacity in the second quarter by two percent year on year. This was attributable in particular to increased cargo space capacities, including the marketing of ITA Airways' belly capacity.

Against the backdrop of the crisis in the Middle East, demand in the air freight business remained persistently high. Consequently, yields rose considerably by 27 percent year on year. Unit costs were higher than the previous year, though this was due to passed-on kerosene costs. Overall, Lufthansa Cargo generated a markedly improved Adjusted EBIT of 116 million euros (prior year: 73 million euros).

The Lufthansa Group's balance sheet remains consistently stable
Operating cash flow fell by approximately 600 million euros in the first half to around 2.3 billion euros. The change is primarily driven by a lower operating result as well as lower advance ticket payments as of end of June, owing to shorter booking cycles compared to the prior year. Net investments of 1.0 billion euros (prior year: 1.6 billion euros) were attributable mainly to final payments for eight aircraft deliveries as well as advance payments for future fleet additions. Adjusted free cash flow in the first half of 2026 stood at 1.0 billion euros, roughly in line with the prior-year level.

The Group also maintained a stable balance sheet in the second quarter of 2026. As of 30 June 2026, net financial debt including net pension obligations stood at 8.3 billion euros, in line with the level at year-end 2025. As of end of June 2026, total liquidity available to the company amounted to 10.7 billion euros, likewise matching the figure at year-end 2025.

Till Streichert, Chief Financial Officer of Deutsche Lufthansa AG:
“The second quarter was characterized by exceptionally high fuel costs and heightened geopolitical uncertainty. Nevertheless, thanks to robust demand, rising yields and the strong performance of Lufthansa Cargo, we were able to achieve a positive result. At the same time, our balance sheet remains consistently strong at 10.7 billion euros in liquidity. Even though uncertainties for the second half of the year remain high, we are confident that the consistent execution of our strategy, cost discipline, network optimizations and persistently high demand will offset a significant portion of the cost increases. However, the growing volatility of fuel prices in recent times, as well as the considerably shorter booking cycles in the passenger airline business, are making forecasting increasingly difficult. For this reason, we are now projecting a full-year earnings range of 1.7 to 2.2 billion euros in Adjusted EBIT — the upper end of this range therefore continues to represent a result significantly above the prior year.”

Outlook: Range added due to high kerosene price volatility
The Lufthansa Group now expects an Adjusted EBIT of between 1.7 and 2.2 billion euros for fiscal year 2026. The upper end of the range continues to represent a result significantly above the prior year and thus remains in line with the previous earnings ambition. The range reflects the heightened uncertainty stemming from high kerosene price volatility and shortened booking cycles in the passenger business. Key influencing factors for the further earnings development include the trajectory of fuel costs, unit revenues, the operational stability of flight operations and the air freight business. The Lufthansa Group now expects full-year capacity to be in line with the prior-year level. The forecast for Adjusted free cash flow of approximately 0.9 billion euros remains unchanged.

Further information
Further information on the results of individual business segments will be published in the report for the second quarter of 2026. This will be published simultaneously with this press release on 4 August 2026 at 7:00 a.m. CEST at https://investor-relations.lufthansagroup.com/en/investor-relations.html.

Traffic figures for the second quarter of 2026 will also be published at 7:00 a.m. CEST at https://investor-relations.lufthansagroup.com/en/financial-reports-publications/traffic-figures.html

Lufthansa Group benefits from strong demand for air travel and achie...

Title

- African airlines will need nearly 1,200 new airplanes; 75% will be single-aisle jets
- Aviation services demand will fuel the need for 75,000 new aviation professionals
- Intra‑Africa and Africa–Middle East traffic will lead regional fleet growth and network expansion

NAIROBI, Kenya, – Africa’s young, increasingly urban population, growing middle class and improving infrastructure will drive passenger traffic to grow nearly 6% annually through 2045, one of the fastest rates globally, Boeing [NYSE: BA] said today. The region’s commercial airplane fleet will more than double from 755 to 1,625 over the next 20 years to support this demand, as projected in Boeing’s 2026 Commercial Market Outlook (CMO) for Africa.

Fleet expansion
Of the nearly 1,200 newly delivered airplanes expected by 2045, 870 will be single‑aisle jets to support expanding domestic and regional networks.
Demand for widebody airplanes will more than double, supporting fleet modernization and long‑haul network growth. Boeing also forecasts that the cargo fleet will grow from 60 to 150 freighters as the continent’s logistics, e‑commerce and high‑value export markets develop.

Passenger traffic growth
Intra‑African passenger traffic is expected to grow at a faster pace than the regional average, enabled by better flight connections. Europe remains the largest international passenger market for flights to and from Africa and is forecast to remain so through 2045. This is driven by expanding economic ties, enduring cultural and family connections, and rising tourism investment.

“Africa’s aviation market is entering a period of sustained growth driven by improving connectivity, expanding intraregional travel and deeper economic ties across the continent and with key global markets. Meeting this demand will require a broader commitment to fleet modernization, expanded capacity, digital solutions and workforce development," said Shahab Matin, Boeing managing director of Commercial Marketing. "The opportunity extends well beyond airplanes. It will require investment in affordable access, and the people who will support a larger fleet."

Commercial services and workforce needs
The expansion of Africa’s aviation ecosystem will create growing demand for services and skilled personnel through 2045. Boeing’s Commercial Services Market Outlook forecasts a $140 billion market for maintenance, repair, overhaul and modifications (MRO), digital solutions.

Boeing’s Pilot and Technician Outlook forecasts that as airlines grow their fleets and expand route networks, they will need 75,000 new aviation professionals: 22,000 pilots, 25,000 technicians and 28,000 cabin crew.

The Boeing Commercial Market Outlook is an annual forecast published since 1961 that provides 20‑year demand projections for airplanes and services worldwide. For more information, visit: cmo.boeing.com(opens in a new tab).

A leading global aerospace company and top U.S. exporter, Boeing develops, manufactures and services commercial airplanes, defense products and space systems for customers in more than 150 countries. Our U.S. and global workforce and supplier base drive innovation, economic opportunity, sustainability and community impact. Boeing has been a committed partner to African airlines and aviation institutions for over seven decades, supporting safe, reliable and sustainable growth across the continent.

2045 to Meet Rising Air Travel Demand...

Title

SHENZHEN, China – BYD today pledged Full Damage Coverage for the Urban Navigate on Autopilot (NOA) function of its God's Eye - BYD Intelligent Driving System in China. The company made the landmark announcement at its Intelligence Strategy Launch Event, where it also unveiled China’s first 4nm automotive Driving SoC, the XUANJI A3.
Intelligent technology for everyone

With this new pledge, following its commitment to Intelligent Parking, BYD has now become the world’s first automaker to offer such dual coverage for its advanced driving assistance systems (ADAS). Furthering its “Intelligent Driving for All” strategy, BYD also announced that its entire vehicle lineup can now be optionally equipped with the God’s Eye-B Intelligent Driving System LiDAR Version.

BYD’s vision for the era of Intelligent Driving is defined by three ambitious goals of achieving Zero Traffic Accidents, enabling the ADAS to serve as a Super Driver, and empowering AI to become a Super Personal Assistant. To realize this vision, the company will continue to invest over RMB 100 billion in Intelligent Driving Assistance R&D, focusing on safety technologies for every family.
Zero Traffic Accidents, Super Driver, Super Personal Assistant

BYD’s Full Damage Coverage Sets a New Industry Standard for Trust 
The one-year Full Damage Coverage guarantee applies to new buyers and existing owners who upgrade to God's Eye - BYD Intelligent Driving System 5.0 in the Chinese market. The policy states that if a legally-liable accident occurs while a user is operating the Urban NOA function in compliance with regulations, BYD will directly cover all resulting economic losses.

The confidence to make this industry-leading commitment rests on three foundational pillars. The first is its massive scale, with a fleet of over 3.15 million Intelligent Driving Assistance vehicles on the road—the largest among Chinese automakers—providing an unparalleled foundation of real-world data for continuousiteration. The second is the abundant data generated by the God's Eye - BYD Intelligent Driving System, with over 200 million kilometers logged daily, ensuring rapid algorithmic learning and improvement. The third pillar is a dedicated R&D team of 5,000 engineers, the largest in China’s automotive industry, powering the company’s sustained technological innovation.

AI Empowerment—BYD Integrated Vehicle Intelligence Delivers Next-Gen Performance
The God's Eye - BYD Intelligent Driving System receives four major upgrades. These include a new XUANJI Architecture 2.0, an industry-first satellite sensor architecture, an upgraded physical AI large model, and a self-evolving data flywheel built on massive real-world scenarios.

In the cockpit, BYD introduced the DiLink AI Intelligent Cockpit, featuring the super intelligent agent. This hyper-realistic digital assistant offers proactive task execution and deep reasoning capabilities, delivering an all-scene, continuously evolving in-car experience.

BYD Self-developed 4nm Driving SoC, Gearing Up for High-Level Autonomous Driving
BYD unveiled the XUANJI A3, China’s first self-developed 4nm automotive-grade Driving SoC. It natively supports L3 and L4 autonomous driving, and a three-chip configuration can deliver over 2,100 TOPS of computing power per vehicle. With the most advanced 4nm process and the lowest power consumption per TOPS—20% lower than comparable products—the XUANJI A3 is already in mass production. When combined with BYD’s proprietary algorithms, it doubles computing utilization, significantly raising the ceiling for both safety and performance.
XUANJI A3

From Blade Battery to Intelligent Driving, BYD’s Focus on Safety and Trust Remains Constant

In the industry’s electrification phase, the Blade Battery was BYD’s answer to user concerns about safety. Now, in the era of Intelligent Driving, BYD applies the same core principle. The company’s strategy is to push the limits of ADAS capabilities with the God's Eye - BYD Intelligent Driving System bolster user confidence through its Full Damage Coverage pledge, and shape the future of mobility with self-developed technologies like the XUANJI A3 chip.

Through this strategy, BYD reaffirms its dedication to leveraging technological innovation for a better, safer drive for all.

####

About BYD
BYD is a multinational high-tech company devoted to leveraging technological innovations for a better life. Founded in 1995 as a rechargeable battery maker, BYD now boasts a diverse business scope covering automobiles, rail transit, new energy,and electronics, with over 30 industrial parks worldwide. From energy generation and storage to its applications, BYD is dedicated to providing zero-emission energy solutions that reduce global reliance on fossil fuels. Its new energy vehicle footprint now covers 6 continents, over 121 countries and regions. Listed in both Hong Kong and Shenzhen Stock Exchanges, the company is known to be a Fortune Global 500 enterprise that furnishes innovations in pursuit of a greener world. For more information, please visit www.bydglobal.com.

About BYD Auto
Founded in 2003, BYD Auto is the automotive subsidiary of BYD, a multinational high-tech company devoted to leveraging technological innovations for a better life. Aiming to accelerate the green transition of the global transportation sector, BYD Auto focuses on developing pure electric and plug-in hybrid vehicles. The company has mastered the core technologies of the entire industrial chain of new energy vehicles, such as batteries, electric motors, and electronic controllers. It has witnessed in recent years significant technological advancements, including the Blade Battery, DM-i Super Hybrid Technology, e-Platform 3.0 Evo, CTB Technology, e⁴ Platform, DiSus Intelligent Body Control System, DMO Super Hybrid Off-road Platform, Flash Charging, etc.. The company is the world's first carmaker to stop the production of fossil-fueled vehicles on the EV shift and has remained top of new energy passenger vehicle sales in China for 10 years in a row. For more information, please visit www.byd.com.

BYD Becomes World’s First Automaker to Pledge Full Damage Coverage...

Title

AMSTERDAM – Stellantis will showcase nine concept cars and more than 60 vehicles at the Paris Motor Show, October 12-18, underscoring its renewed growth ambitions and continued execution of the FaSTLAne 2030 strategic plan unveiled in May.

Located in Hall 4 of the Porte de Versailles Exhibition Centre, the 5,340-square-meter Stellantis booth – the show’s largest – will feature vehicles spanning from urban micromobility to long-distance travel. The display will highlight the Company’s broad range of powertrain technologies and its commitment to giving customers the freedom to choose how they move.

A Wide Range of Premieres
DS Automobiles celebrates the commercial launch of DS N°7, making its first appearance at an international motor show. New ambassador for comfort and savoir-faire of DS Automobiles, the DS N°7 will be available with both hybrid and fully electric powertrains and offers a driving range up to 740 kms.

FIAT is presenting the new Grizzly and Grizzly Fastback, two complementary SUVs that make family transportation accessible to all. Combining space, versatility and everyday practicality, they give customers the freedom to choose the silhouette that best suits their needs.

Lancia will unveil the new Lancia Gamma, marking the brand’s return to the C-UV crossover market and an important milestone in its relaunch and European development. Designed, developed and produced in Italy at the Stellantis plant in Melfi, the new Gamma embodies the brand’s distinctive interpretation of Italian elegance, combining a refined fastback silhouette with aerodynamic efficiency, generous interior space and everyday versatility.

Leapmotor continues its rapid growth among China’s leading automotive brands, backed by its joint venture with Stellantis. This momentum is reflected in the European premieres of B03, its high-tech compact B-segment EV, and the D19, the brand’s state-of-the-art flagship SUV. Both models embody Leapmotor’s commitment to innovation, showcasing the latest developments in intelligent mobility, advanced connectivity and next-generation electric vehicle technology.

Opel has an exciting lineup planned for visitors. Not only will the German brand present the final design of the Opel GSE 27FE Formula E car and the new Corsa GSE for the first time, the manufacturer has now also confirmed that it will be unveiling its latest concept car in the French capital.

Alfa Romeo will showcase the entire Alfa Romeo lineup, Junior, Tonale, Giulia, Stelvio, 33 Stradale and the iconic Spider “Duetto” from the Alfa Romeo Museum in Arese, celebrating its 60th anniversary.

Citroën returns home, where its story began. The brand arrives in Paris with a fully renewed lineup that remains true to its longstanding values of practicality and ingenious, people-focused solutions and a surprise inspired by the most iconic model in its history.

PEUGEOT will put excitement center stage with all-brand-new concept cars, its latest high-performance production models and groundbreaking innovations such as the Hypersquare and the Polygon concept car. Alongside the full vehicle range, visitors will be able to admire the 9X8 Hypercar, currently competing in the FIA World Endurance Championship, and the new E-208 GTi.  PEUGEOT will unveil its French vision of technology, elegance and sportiness throughout the whole exhibition.

Design and Technology
The unveiling of nine concept cars provides further evidence that Stellantis has regained its traditional creative momentum, moving beyond pure design exercises to the tangible development of vehicles that inspire emotion and desire. Ralph Gilles, Head of Stellantis Design and Gilles Vidal, Head of Design for Enlarged Europe, will present Stellantis’ design vision and strategy, aimed at bringing together the voices of its individual brands into a single, powerful narrative.

To turn creative design into reality, technology is essential. In Stellantis’ vision, technology is made for humans to create products that improve customers’ lives. This philosophy lies at the heart of STLA One, Stellantis’ new modular multi-energy platform. Ned Curic, Chief Engineering and Technology Officer, will outline this vision during a dedicated roundtable discussion on Monday, October 12, from 9:15 a.m. to 9:45 a.m. CEST.

Thanks to these technological innovations, Stellantis is redefining the speed at which vehicles are brought to market. At the same time, Stellantis is building a multi-energy future that combines electrification, software and artificial intelligence in order to preserve customers’ freedom of choice.

To underscore the strategic importance of the event and Stellantis’ commitment to strengthening its position in the global automotive industry, the Company’s delegation will be led by Antonio Filosa, Stellantis CEO, and Emanuele Cappellano, Chief Operating Officer Enlarged Europe. Both executives will attend the comprehensive program of press conferences and panel discussions dedicated to the Group’s brands.

Below is the schedule of press conferences, all taking place at Hall 4 on the morning of October 12, the opening day of the exhibition – All times are CEST:

About Stellantis
Stellantis (NYSE: STLA / Euronext Milan: STLAM / Euronext Paris: STLAP) is a leading global automaker, dedicated to giving its customers the freedom to choose the way they move, embracing the latest technologies and creating value for all its stakeholders. Its unique portfolio of iconic and innovative brands includes Abarth, Alfa Romeo, Chrysler, Citroën, Dodge, DS Automobiles, FIAT, Jeep®, Lancia, Maserati, Opel, Peugeot, Ram, Vauxhall, Free2move and Leasys. For more information, visit www.stellantis.com.

Stellantis to Unveil New Mobility Vision with Nine Concept Cars, Oct...

Title

Over the last 20 years, the cost and complexity of electronics across the automotive industry has doubled.* Today a single vehicle typically requires over 200 connections—and the number of electrical connectors and types across new vehicles is only increasing.

To accelerate the world’s transition to sustainable energy, we are simplifying the manufacturing process and electrical connectivity requirements for all our vehicles. This includes the implementation of our Low-Voltage Connector Standard (LVCS), which allows us to reduce the large number of connector types required to just 6. These 6 device connectors are designed to meet the power and signal requirements for over 90% of typical electrical device applications. This standardization unlocks further operational efficiencies, cost reductions and manufacturing automation.

LVCS expands upon the same 48V electronic architecture used for Cybertruck. It meets the requirement for increased spacing for 48V operation and is available in industry-standard light blue. The 48V architecture is the optimal long-term choice, requiring ¼ of the current to deliver the same amount of power. Designed to enable reliable autonomous vehicles, it utilizes robust single wire sealing and independent secondary locking mechanisms while minimizing the package size.

Tesla invites all device suppliers and vehicle manufacturers to join us in this initiative. Any questions can be directed to LVCS@Tesla.com.

Standardizing Automotive Connectivity...

Title

GREENVILLE, S.C. — Clemson University has unveiled Deep Orange 17, a solar-integrated, energy-positive electric vehicle prototype designed to generate more energy than it consumes during a typical day of urban commuting. Developed in collaboration with BMW’s research and development team, the prototype integrates solar technology, lightweight engineering and intelligent vehicle controls to demonstrate that energy-positive mobility is possible.
Deep Orange 17 is the latest concept vehicle developed through Clemson's acclaimed Deep Orange program, where graduate automotive engineering students design, engineer and build a fully functional prototype alongside industry partners.

Rethinking Vehicle Efficiency
In the fall of 2024, BMW challenged the graduate students of Deep Orange 17 to rethink one of the industry's biggest questions: Could a vehicle generate more energy than it consumes during everyday driving?

Rather than optimizing solely for standardized driving cycles, the team focused on how people actually use their vehicles every day. Passenger vehicles spend most of their time parked, creating opportunities to harvest solar energy throughout the day. Students also designed the vehicle to capture solar energy while driving, allowing sunlight to become a continuous source of energy generation during everyday use.

The result is Deep Orange 17, a lightweight, solar-integrated coupe designed to generate more energy than it consumes during a typical day of urban commuting. Designed around drivers who value ease of driving, energy efficiency and reduced dependence on charging infrastructure, the vehicle represents a new approach to sustainable mobility.

“This is a project we've wanted to pursue for years, so it's incredibly rewarding to see this group of students come together over the last two years, overcome so many technical challenges and constraints, and bring an energy-positive vehicle to life,” said Stephan Augustin, Project Manager of Research and New Technologies at BMW.

Harnessing Solar Energy
At the heart of Deep Orange 17 is a fully integrated solar energy system. Rather than serving as an auxiliary feature, solar power is a core part of the vehicle's propulsion strategy.

More than 1,700 photovoltaic cells are integrated directly into the vehicle's exterior surfaces, allowing the body itself to harvest energy while both parked and in motion. The system continuously replenishes the vehicle's energy storage using sunlight, helping offset energy consumed during daily driving.

Developed in collaboration with the Fraunhofer Institute for Solar Energy Systems ISE, the solar panels use an innovative construction that continues generating power even when portions of the panels are shaded. They are protected by a durable outer film featuring a distinctive color created through an advanced laser manufacturing process.

To evaluate real-world performance, students modeled environmental conditions and sunlight availability in Greenville, South Carolina; Frankfurt, Germany; Madrid, Spain; and Mumbai, India. Assuming a daily commute of 12 miles (20 kilometers), the vehicle generated enough surplus solar energy to provide an average of 31 miles (50 kilometers) of additional driving range across all four locations.

Engineered for Efficiency
Generating more energy than the vehicle consumes required more than solar panels alone. Students approached every aspect of the vehicle with efficiency in mind, from aerodynamics and lightweight construction to power electronics and drivetrain controls.

Weighing just 1,212 pounds (550 kilograms) Deep Orange 17 is approximately one-fourth the weight of many similarly sized production vehicles. Its multi-material chassis combines structural steel for passenger safety with aluminum components, carbon fiber structural members and 3D-printed metal joints to maximize strength while minimizing mass.

The vehicle's exterior draws inspiration from the aerodynamic characteristics of the boxfish, whose streamlined body naturally reduces drag while maintaining interior volume. That biomimetic approach, paired with retro-modern styling, helped students create a vehicle that is both visually distinctive and highly efficient.

Additional technologies, including regenerative braking, intelligent torque distribution and optimized drivetrain controls, work together to maximize energy recovery and improve overall vehicle performance.

“This was an incredibly challenging project—not only to create a working energy-positive prototype, but to demonstrate how a vehicle can become increasingly energy independent through solar integration,” said Harsh Manghnani, Deep Orange team member and solar integration lead. “Seeing our initial research and design validated in a working prototype has been incredibly rewarding.”

Performance Meets Design
BMW challenged the Deep Orange team to prove that efficiency doesn't have to come at the expense of emotional design.
The result is a two-door coupe inspired by BMW's design heritage while embracing a distinctly modern identity. The model name Luminetta reflects both the vehicle's solar-powered capability and its retro-modern design heritage.

Inside, the vehicle features a custom human-machine interface that provides real-time vehicle telemetry alongside familiar technologies including Apple CarPlay and Android Auto, creating a connected driving experience that balances innovation with everyday usability.

Developing the Next Generation of Automotive Leaders

While Deep Orange 17 showcases a new approach to sustainable mobility, it also demonstrates the educational model that has made Clemson's Deep Orange program a leader in experiential engineering education.

Unlike traditional engineering projects, Deep Orange immerses graduate students in the complete vehicle development process. Students conduct market research, define customer needs, develop vehicle concepts, engineer major systems, manufacture components and validate performance, all while working alongside industry engineers and managing real-world budgets, schedules and technical constraints.

The result is a holistic, end-to-end vehicle development experience that integrates powertrain engineering, vehicle controls, manufacturing, body design, software and emerging technologies into a single collaborative project.

“It’s rare for a master’s student to have the opportunity to experience the complete process of developing a prototype vehicle,” said Anshul Karn, Deep Orange Project Manager. “Many engineering programs include courses in areas like digital modeling or marketing, but very few give students the opportunity to begin with a vision, work through the entire development process and ultimately deliver a fully functioning prototype. That experience is what makes Deep Orange so unique.”

The 16 students who developed Deep Orange 17 will graduate on Aug. 7 with Master of Science degrees in Automotive Engineering, but Deep Orange Program Director Dr. Greg Mocko believes they'll enter the workforce with far more than a diploma.

“I think once the project is complete and the students have had some time to reflect, they’ll truly appreciate what they’ve accomplished and how much they’ve grown—not only as engineers, but also as individuals and as a team over the past two years,” said Mocko.

Research on the prototype will continue at the Clemson University International Center for Automotive Research (CU-ICAR) in Greenville, South Carolina, where the vehicle will serve as a platform for continued innovation in sustainable mobility. Deep Orange 17 is also scheduled to be featured at the 2027 Consumer Electronics Show in Las Vegas.

About Deep Orange
Deep Orange is a vehicle prototyping program in Clemson University’s Department of Automotive Engineering that immerses graduate students in the world of an automotive manufacturer or supplier. Working collaboratively, students, multidisciplinary faculty, and participating industry partners design, engineer and build a new vehicle prototype each year. View additional information about the program and the previous concept vehicles here.

BMW and Clemson University Collaboration
Clemson University’s partnership with BMW spans more than two decades. BMW was a founding partner of the Clemson University International Center for Automotive Research (CU-ICAR) in 2007, helping to establish Clemson’s Department of Automotive Engineering and the world’s first PhD program in automotive engineering. Since then, BMW has remained a longstanding supporter of the Deep Orange program, serving as the primary sponsor for five projects, including Deep Orange 17. Earlier collaborations include concepts focused on Gen-Y mobility (DO1), human-machine interface innovation (DO2), a next-generation SUV design (DO4), and a reimagined MINI experience (DO7). Beyond Deep Orange, BMW has invested in student scholarship and fellowships, collaborated on numerous research initiatives and established its Information Technology Research Center on the CU-ICAR campus in Greenville, SC.

Clemson University Unveils Deep Orange 17, A Solar-Integrated, Energ...

Title

Nissan Motor Co., Ltd. and Honda Motor Co., Ltd. have entered into a joint development agreement to standardize multiple electronic control units (ECUs)* that form the core of next-generation software-defined vehicles (SDVs), along with the in-vehicle operating system and key parts of the middleware, and vehicle control software that run on these ECUs.

The E/E architecture incorporating the jointly developed ECUs and software is planned for application in both companies' next-generation SDVs from fiscal year 2029 onward.

As part of their strategic partnership, Nissan and Honda continue to explore opportunities for collaboration across a range of areas to accelerate progress toward carbon neutrality and help realize a future with zero traffic fatalities involving their vehicles. In particular, the software domain centered on SDVs, which is key to vehicle intelligence and electrification, has been identified as an important area of collaboration, given the rapid pace of technological innovation and the need to strengthen competitiveness through improved R&D speed and investment efficiency.

Recognizing the need to strengthen competitiveness through faster development cycles and more efficient investment, the two companies have conducted extensive studies on potential collaboration in the software domain. As a result of these discussions, Nissan and Honda have agreed to jointly develop and standardize the core ECUs and software that underpin next-generation SDVs.

Under the agreement, the companies will work together to establish common specifications for multiple core ECUs within the E/E architecture of next-generation SDVs, as well the in-vehicle operating system and key parts of the middleware and  vehicle control software.

By standardizing these foundational technologies, Nissan and Honda aim to leverage their combined engineering expertise and development resources to improve efficiency, accelerate innovation, and enhance competitiveness through reduced development costs and greater economies of scale.

Going forward, Nissan and Honda will continue to build on their respective strengths, explore opportunities to create new value, and deepen collaboration to bring tangible benefits to customers and society.

* High-performance main ECUs (High Performance Computers) that use SoCs, and zone ECUs that oversee each area of the vehicle.

Nissan and Honda Conclude Joint Development Agreement to Standardize...

Title

CHARLOTTE, NC - Dole Food Company (NYSE: DOLE) has announced seven projects selected for the 2025-26 Harvesting Dreams program, an employee-led initiative that transforms local ideas into practical social, environmental and operational solutions.

Six of the projects are based in Latin America, where teams will address critical community priorities including safe drinking water, watershed protection, healthcare access, housing and sustainable agriculture.

In Ecuador, Clean Water Access will strengthen reliable access to safe drinking water for the La Victoria community. In Honduras, Our Water Sources, Our Future will promote the sustainable protection and management of micro-watersheds, while the AGROPOR Medical System will provide on-site healthcare support for employees and their families. In Guatemala, an Integrated Public Pharmacy will help improve community access to medicines and public health services.

Two Costa Rica initiatives will advance targeted weed management and sustainable pineapple production, as well as housing improvements, family gardens and employee volunteering. In the United States, Bobby’s Classroom Connections will support education, nutrition and corporate volunteering in a vulnerable school community, marking the country’s first participation in the program.

“At Dole, we are proud of our longstanding grassroots culture of sustainability,” said Xavier Roussel, Chief Marketing and Sustainability Officer at Dole Food Company. “Harvesting Dreams starts with the people who know our operations and communities best. Their ideas, combined with strong local partnerships, can improve access to water and healthcare, protect natural resources and create lasting benefits for families.”

Launched in 2021, Harvesting Dreams is grounded in The Dole Way, the company’s sustainability framework built around the pillars of For People, For Food and For Nature. Projects are developed through collaboration among Dole employees, public institutions, community organizations, NGOs, academic institutions and technical partners, with an emphasis on measurable, locally owned solutions.

Implementation is expected to begin during the second half of 2026, with all seven projects targeted for full implementation by December 2028.

The first edition of Harvesting Dreams supported watershed recovery in Honduras, expanded safe drinking water access, improved cooking solutions in Guatemala, emissions-reduction efforts in Costa Rica and expanded medical services for employees.

For more information, visit https://www.dole.com.

About Dole Food Company

Dole Food Company, part of Dole plc, is one of the world’s largest producers and marketers of high-quality fresh fruit and fresh vegetables. Dole is an industry leader in many of the products it sells, as well as in nutrition education. For more information, please visit www.dole.com.

Dole Harvesting Dreams Program Advances Water, Healthcare and Commun...