Polestar Says New 7 Is Coming in 2028, Following the 5 and 6
Polestar plans to release the Polestar 7, a compact electric SUV, by 2028, featuring shared components with Volvo's EVs. It will be more upright and SUV-like than the Polestar 4, likely resembling a smaller Polestar 3. Production will be in Slovakia to avoid tariffs.
This summary was generated by AI using content from this MotorTrend article Read Next
Don't read too much into Polestar's numerical naming scheme—it doesn't ladder up in the way other brands such as Audi go about it. In other words, the Polestar 7 isn't bigger or more luxurious than, say, the 5. It's pretty much just the order in which each model debuts, hence why the oldest (the Polestar 2) has the smallest number, and the newest (the Polestar 4) has the highest. The upcoming 5 is the next in line, with the 6 roadster presumably following that and beating this new 7 to market between now and 2028. Polestar's first standalone model was the Polestar 1, a high-priced, small volume plug-in hybrid performance coupe that was not replaced.
So, what exactly is the Polestar 7? The automaker says it's a new compact electric SUV that will share components with Volvo's EVs. Per Polestar's announcement, the "Polestar 7 will utilize a technology base from Volvo Cars, benefiting from group component sharing, cell-to-body technology with next-generation battery density and performance, as well as the next generation of in-house developed e-motors. Adaptations will be made to create the driving experience and performance characteristics that Polestar is known for."
Our best guess? That means it'll be Polestar's version of the upcoming Volvo EX60, its all-electric equivalent to the XC60 compact SUV. (Volvo's larger XC90 gained an electric analogue recently, the EX90; both are pictured below.) This suggests it'll be a two-row, all-electric SUV that's smaller than the midsize Polestar 3 (pictured above), and more affordable.
Confusingly, the Polestar 4 also is a compact SUV—but one with a low, swoopy roofline and a streamlined, four-door coupe style shape. Luckily Polestar has handed out the moody photo at the top of this page depicting the 7 underneath a teasing sheet. Even viewed from dead-on, it seems pretty clear that the 7 is more upright, boxier, and SUV-like than the Polestar 4. We're guessing something like a shrunken Polestar 3 with unique lighting.
We'll find out more in the coming years as the Polestar 7's on-sale date draws closer. For now, we know that the 7 will be built in Europe, specifically in Kosice, Slovakia. This should help ensure the 7 avoids the kind of tariffs that upended the recent launch of Volvo's EX30, which is being built in China but will see more capacity spring up in Belgium this year to help extricate that SUV from more severe import duties.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
an hour ago
- Yahoo
BioCryst Pharmaceuticals Sells European ORLADEYO Business for Up to $264M
BioCryst Pharmaceutical Inc. (NASDAQ:BCRX) is one of the best high short interest stocks with huge upside potential. On June 27, BioCryst Pharmaceuticals announced a definitive agreement to sell its European ORLADEYO (berotralstat) business to Neopharmed Gentili for a total consideration of up to $264 million. The amount includes an upfront payment of $250 million for the European assets and rights related to ORLADEYO, along with up to an additional $14 million in future milestones contingent on sales in Central and Eastern Europe. The closing of this transaction is anticipated by early October this year. BioCryst plans to utilize the proceeds from this sale to retire all remaining term debt, amounting to $249 million from Pharmakon. A scientist in a lab coat observing a line of medicine pills in a container. This is expected to eliminate ~$70 million in future interest payments over the remaining life of the loan. Consequently, BioCryst projects to end 2027 with ~$700 million in cash and no term debt, representing an increase of $400 million compared to its previous net cash guidance for 2027. The acquisition by Neopharmed Gentili also involves taking over BioCryst's European organization, which is expected to result in at least $50 million in annual operating expense savings for BioCryst. BioCryst Pharmaceutical Inc. (NASDAQ:BCRX) is a biotechnology company that develops oral small-molecule and injectable protein therapeutics to treat rare diseases. Neopharmed Gentili is a pharmaceutical company founded in Italy. While we acknowledge the potential of BCRX as an investment, we believe certain AI stocks offer greater upside potential and carry less downside risk. If you're looking for an extremely undervalued AI stock that also stands to benefit significantly from Trump-era tariffs and the onshoring trend, see our free report on the . READ NEXT: and . Disclosure: None. This article is originally published at Insider Monkey.
Bloomberg
an hour ago
- Bloomberg
Italy's Bridge to Nowhere Shows Defense-Boom Risks
The defense boom in Europe is as close to a tech-style gold rush as the Old Continent can offer. Armaments stocks are outperforming Nvidia Corp., and defense-themed funds are amassing billions in anticipation of rising military spending in a more dangerous world. NATO allies have agreed to more than double defense spending goals to 5% of gross domestic product in the coming years. But with so many countries already struggling to stump up the billions needed to keep up in artificial intelligence, reindustrialization and the energy transition, where's the cash going to come from? With the notable exception of Germany, many European countries are already near the limit of investor and voter patience with borrowing and taxation. And good luck shrinking the welfare state.
Entrepreneur
2 hours ago
- Entrepreneur
Why it's time organisations address addiction in the workplace
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. "You don't look like an alcoholic." This is a comment I've heard countless times since opening up about my recovery, and it speaks volumes about the pervasive misunderstanding of addiction. As Alcohol Awareness Week (7-13 July) approaches, its theme of "alcohol and work" couldn't be more pertinent. Recent research (for example an article in May 2025 from BUPA) suggests one in three workers admit to on-the-job substance use or addictive behaviour, with 15% specifically engaging in alcohol consumption during work hours, and almost half using these behaviours to cope with professional stress. However, these figures, while concerning, are likely just the tip of the iceberg. The reality is that addiction, particularly alcoholism, is an epidemic among professionals and executives. This hidden crisis, often overlooked or misunderstood, is profoundly impacting our workforce, and as a coach, speaker and talent strategist, and someone with a deeply personal journey through addiction, I believe it's time for organisations to confront this issue head-on. The urgency is further underscored by the grim reality that in 2023, there were a record high of 10,473 deaths from alcohol-specific causes registered in the UK, according to the Office for National Statistics. The corporate world often operates under the myth of "having it all together". We celebrate high performers and driven individuals, yet beneath the polished exterior, many are wrestling with significant personal battles. My own story is a testament to this: by day, a successful leader; by night, trapped in a spiralling addiction to alcohol fuelled by undiagnosed ADHD. This double life, sustained by masking and a relentless drive to achieve, ultimately led to burnout and rock bottom. Addiction doesn't discriminate based on your job title, salary, or perceived success. In fact, research from Scottsdale Recovery Centre , points to "high-level executives are more prone to developing addiction". With alcohol abuse leading the charge, followed by drug abuse, gambling, and sex addiction it is clear that addiction is on the rise and yet out of those professionals who admit to addiction issues 51% believe stigma prevents people from seeking help at work. There's also the insidious rise of "socially acceptable" addictions like over-exercising, which, while seemingly healthy, can be another form of escape. High-pressure work environments, with their constant connectivity and demand for perfection, can become breeding grounds for these behaviours. So, why are so many organisations still ill-equipped to address this reality? The answer lies largely in the pervasive stigma surrounding addiction. The public perception of an "alcoholic" has remained largely unchanged for decades, often aligning with the outdated stereotype that was already being challenged in The Big Book of Alcoholics Anonymous, first published in 1939: someone visibly struggling, often homeless or dysfunctional. This persistent, inaccurate image prevents people from recognising addiction in their colleagues, friends, and even themselves, especially when it manifests in high-functioning individuals. Furthermore, secondary shame – the embarrassment felt by family members, colleagues, or partners – often silences honest conversations, perpetuating the cycle of denial. It's time for a paradigm shift. Organisations must expand their corporate wellbeing agendas to explicitly include addiction, moving it from a hidden "dirty little secret" to an open conversation. Here's how leaders can begin to break the stigma and cultivate a truly empathetic and supportive workplace culture: Foster Open Dialogue and Challenge Stereotypes: Dedicate platforms, like internal awareness campaigns or workshops, to openly discuss addiction. Challenge the ingrained stereotypes by sharing diverse stories and facts about who addiction affects. As I've experienced, seeing someone "normal" with a professional career openly discuss their recovery can be profoundly impactful. Dedicate platforms, like internal awareness campaigns or workshops, to openly discuss addiction. Challenge the ingrained stereotypes by sharing diverse stories and facts about who addiction affects. As I've experienced, seeing someone "normal" with a professional career openly discuss their recovery can be profoundly impactful. Invite Lived Experience into the Workplace: Bring in individuals in recovery to share their stories. This isn't about "fixing" employees, but about normalising the conversation and demonstrating that recovery is not only possible but can lead to profound personal and professional growth. Their honesty can serve as a lifeline, allowing others to feel seen and less alone. Bring in individuals in recovery to share their stories. This isn't about "fixing" employees, but about normalising the conversation and demonstrating that recovery is not only possible but can lead to profound personal and professional growth. Their honesty can serve as a lifeline, allowing others to feel seen and less alone. Integrate Addiction into Mental Health Support: Ensure that addiction resources are not hidden away in obscure EAP flyers in the toilets. Instead, actively integrate them into broader mental health and well-being programmes. Make it clear that seeking help for addiction is as valid and supported as seeking help for anxiety or depression. Ensure that addiction resources are not hidden away in obscure EAP flyers in the toilets. Instead, actively integrate them into broader mental health and well-being programmes. Make it clear that seeking help for addiction is as valid and supported as seeking help for anxiety or depression. Equip Leaders with Empathy and Awareness, Not Solutions: Train leaders not to be diagnosticians or "saviours," but to understand the complexities of addiction and the importance of professional help. Focus on equipping them to create a safe space for disclosure, to listen without judgment, and to confidently direct employees to appropriate, confidential support services. Train leaders not to be diagnosticians or "saviours," but to understand the complexities of addiction and the importance of professional help. Focus on equipping them to create a safe space for disclosure, to listen without judgment, and to confidently direct employees to appropriate, confidential support services. Champion a Culture of Self-Compassion and Growth: Recognise that addiction is an illness, not a moral failing or a lack of willpower. By fostering a culture that embraces self-compassion and views challenges as opportunities for growth, organisations can create an environment where employees feel safe enough to admit their struggles and embark on their recovery journey. Creating workplace cultures rooted in empathy and support requires a multi-faceted approach. Firstly, leaders must lead by example, demonstrating vulnerability and openness about mental health struggles, including addiction where appropriate. This signals to employees that it's safe to be authentic. Secondly, invest in comprehensive training for all staff, not just HR, on the nuances of addiction – moving beyond stereotypes and focusing on understanding it as a complex illness. This education should be consistent and reinforced, not a one-off session. Thirdly, establish clear and confidential pathways for support, ensuring employees know exactly where to turn without fear of reprisal. This could involve dedicated internal champions, external partnerships with addiction specialists, or easily accessible digital resources. Finally, foster a culture of curiosity and non-judgment. Encourage employees to approach colleagues with concern and empathy, rather than making assumptions or isolating those who might be struggling. This collective responsibility creates a safety net where individuals feel empowered to seek the help they need. Breaking the shame around addiction in the workplace isn't just a moral imperative; it's a strategic one. When employees feel supported and understood, their potential is unleashed, leading to more resilient, engaged, and ultimately, more successful organisations. It's time to take off the mask and address this vital conversation.
