2024
Opmobility
Year
Sector
Automobile
ACT assessment methodology
Generic
Performance Score
OPmobility has short-term targets (between 2025 and 2030) and a target for 2050 but not very detailed. It would benefit from setting regular milestones for this long-term target. In addition, OPmobility is basing the decarbonisation of its scopes 1 & 2 mainly on market instruments related to the supply of electricity, which shows a lack of ambition in the action plan on this scope. The action plan would therefore benefit from expanding on aspects of sobriety, energy efficiency and electrification of uses.
In terms of its products sold, OPmobility is implementing several relevant actions to reduce GHG emissions in key areas, such as the development of new lightweight composites that improve aerodynamics to reduce vehicle energy consumption, or R&D on recycled and bio-based materials (recycled polymers, plant-based composites, etc.). natural fibres...). In addition, its scope 3 emissions have fallen sharply overall (-35% between 2019 and 2024). In particular, downstream scope 3 emissions (87% of the total GHG balance) have decreased by 37%. However, its upstream emissions have increased by 31% since 2019.
In terms of its value chain commitment, while OPmobility asks its suppliers to provide carbon data on the products they sell, it has not formalized a real customer engagement strategy.
Finally, the company may find it difficult to thoroughly decarbonize its activities, and in particular the use phase of its products (84% of the total) if it wants to remain the last player still operating in the combustion vehicle segment. According to her, in 20 years "combustion engines will still be there, perhaps powered by alternative fuels". Under these conditions, it seems unlikely to reach its net zero target (-90% minimum of its scope 3 according to SBTi) by 2050.
In terms of its products sold, OPmobility is implementing several relevant actions to reduce GHG emissions in key areas, such as the development of new lightweight composites that improve aerodynamics to reduce vehicle energy consumption, or R&D on recycled and bio-based materials (recycled polymers, plant-based composites, etc.). natural fibres...). In addition, its scope 3 emissions have fallen sharply overall (-35% between 2019 and 2024). In particular, downstream scope 3 emissions (87% of the total GHG balance) have decreased by 37%. However, its upstream emissions have increased by 31% since 2019.
In terms of its value chain commitment, while OPmobility asks its suppliers to provide carbon data on the products they sell, it has not formalized a real customer engagement strategy.
Finally, the company may find it difficult to thoroughly decarbonize its activities, and in particular the use phase of its products (84% of the total) if it wants to remain the last player still operating in the combustion vehicle segment. According to her, in 20 years "combustion engines will still be there, perhaps powered by alternative fuels". Under these conditions, it seems unlikely to reach its net zero target (-90% minimum of its scope 3 according to SBTi) by 2050.
Narrative Score
Business model and strategy: OPmobility highlights that "more than 75% of turnover is based on segments not exposed to changes in motorisation (bumpers, modules, lighting)". However, the company also explains that it intends to stay in the combustion market until the last moment ("last man standing" strategy) in order to capture "the market share left by competitors who are lagging behind or in difficulty in certain segments", which greatly undermines the relevance of its climate strategy.
Consistency and credibility: The company plans to reduce its scope 3 emissions by 30% by 2030, consolidate its position as a world leader in the declining combustion segment and grow in the low-carbon vehicle segment. In addition, the company's decarbonization strategy is based on levers such as offsetting through the purchase of carbon credits and the purchase of green energy certificates, mechanisms that are controversial and often of little relevance in terms of climate change mitigation.
Data quality: The company clearly describes the scope and methodology for calculating its data. However, the deadlines mentioned in its reports on its short-term scope 1&2 decarbonisation targets are not always consistent.
Reputation: There is mention of a site where traces of pollutants had been found but nothing material enough to call into question the credibility of the company.
Risks: Although more than 75% of the company's turnover is independent of the type of engine, a significant part of its activities depends on the combustion car. In addition, the company depends in part on the availability and validity of future green energy contracts to decarbonize its scopes 1&2. For its scope 3, it relies in particular on recycled and bio-based materials, there is also a risk of unavailability in the face of too high demand in the future. The company has identified the various risks associated with the transition and lists the different levers to minimize them. In particular, R&D investment, diversification of its activities, regions and customers. However, it was not possible to find the share of its R&D investments related to decarbonization.
Consistency and credibility: The company plans to reduce its scope 3 emissions by 30% by 2030, consolidate its position as a world leader in the declining combustion segment and grow in the low-carbon vehicle segment. In addition, the company's decarbonization strategy is based on levers such as offsetting through the purchase of carbon credits and the purchase of green energy certificates, mechanisms that are controversial and often of little relevance in terms of climate change mitigation.
Data quality: The company clearly describes the scope and methodology for calculating its data. However, the deadlines mentioned in its reports on its short-term scope 1&2 decarbonisation targets are not always consistent.
Reputation: There is mention of a site where traces of pollutants had been found but nothing material enough to call into question the credibility of the company.
Risks: Although more than 75% of the company's turnover is independent of the type of engine, a significant part of its activities depends on the combustion car. In addition, the company depends in part on the availability and validity of future green energy contracts to decarbonize its scopes 1&2. For its scope 3, it relies in particular on recycled and bio-based materials, there is also a risk of unavailability in the face of too high demand in the future. The company has identified the various risks associated with the transition and lists the different levers to minimize them. In particular, R&D investment, diversification of its activities, regions and customers. However, it was not possible to find the share of its R&D investments related to decarbonization.
Trend score
The company's emissions reduction appears to be caused by internal changes, including energy efficiency for scopes 1&2 (22% improvement in energy efficiency vs. 2019), while revenue increased slightly between 2023 and 2024.
In addition, OPmobility has every interest in positioning itself as a leader in carbon-free vehicles for economic reasons, and it highlights that 75% of its turnover is independent of the engine, so it is capable of making this change of course. However, its desire to remain in the internal combustion vehicle market until the last moment is a major obstacle to its ability to thoroughly decarbonise its emissions. Finally, the C-Power business group designs tanks for internal combustion vehicles, so there are locked emissions linked to their factories, even if a change to hybrid or e-fuel vehicles could be considered.
In addition, OPmobility has every interest in positioning itself as a leader in carbon-free vehicles for economic reasons, and it highlights that 75% of its turnover is independent of the engine, so it is capable of making this change of course. However, its desire to remain in the internal combustion vehicle market until the last moment is a major obstacle to its ability to thoroughly decarbonise its emissions. Finally, the C-Power business group designs tanks for internal combustion vehicles, so there are locked emissions linked to their factories, even if a change to hybrid or e-fuel vehicles could be considered.
Source
ACT Eval 2
Evaluator
CITEPA
GLOBAL SCORE
Performance score (/100)
44
Disclosure score (/100)
91
ℹ️
Narrative Score (A > E)
C
Trend Score (- = +)
=
Scores by module
#1 : best score in the sample
N/A% = module not applicable to the sectoral methodology
Target Score : 51%
Material Investment Score : 23%
Intangible Investment Score : 0%
Sold Product Performance Score : 73%
Management Score : 60%
Supplier Engagement Score : 64%
Client Engagement Score : 20%
Policy Engagement Score : 31%
Business Model Score : 30%
Indicator weight by module