Beloved car company announces recall of 44,000 vehicles
The chance of that happening to you is pretty high, actually. Just over 27.7 million vehicles were recalled in 2024, according to the National Highway Traffic Safety Administration. While that's an improvement on 2023's count (33.6 million), it still sounds like an awful lot.
If you've never been a part of a recall, there's no need to panic if you get a notice in the mail — it's typically a fairly simple process to remedy the problem. The automotive company doing the recall will contact customers directly by mail, phone, or email to let them know the recall is happening and the reason why. From there, you take your car to the dealership and it will typically replace the faulty part at no charge.
💵💰💰💵
Yes, it's a bit of a hassle to get your car over to the dealership in the middle of a busy work week, but it sure beats having a key component malfunction when you're on the road.Now a new high-profile automaker has announced a recall, and with 44,000 vehicles included, it's time to see if your car is on the list.
The U.S. National Highway Traffic Safety Administration posted a recall for Volkswagen-owned () Audi vehicles on its website, stating that a software issue could cause the instrument panel display to fail.
The same software issue could also cause the speedometer to stop working.
The recall includes a range of vehicles, including SQ8, A6 Sedan, A7, A8, Q7, Q8, RS6 Avant, RS7, RSQ8, S6 Sedan, S7, S8, A6 Allroad, and SQ7 vehicles manufactured during certain periods."A vehicle's virtual cockpit instrument cluster may shut down because of detection of an internal fault," associated documents read. "When this occurs, the engine speed (RPM), vehicle speed, and gear/mode indicators will not be displayed. In addition to this, other information, such as time, date, and mileage, are also not displayed. Warnings, tell-tales, and gauges that don't display could increase risk of crash."
Those with vehicles affected by the recall can contact Audi and have the software updated at no charge.
This newest recall from Audi comes only a few months after Volkswagen recalled close to 14,000 electric ID.4 SUVs and Audi e-tron and Sportback models. In that case, an issue with the battery could have lead to a loss of drive power.
Per the usual, Volkswagen offered to fix the issue free of charge.
Audi has a history of some fairly significant recalls, with some even being recalled for violating the EPA Clean Air Act due to excessive diesel emissions. Audi later admitted to bypassing the emissions control systems in 15,000 Audi A3s, earning a slap on the wrist from the Environmental Protection Agency in about 44,000 of its vehicles.
Other recall causes include faulty Takata airbag inflators, an engine cooling fault with the 2.0-liter Turbo FSI engine that could result in engine fire, and fuel pump flanges that were cracking.
Volkswagen stock has been down by 15% in the month of April. The company's next earnings call will be on April 30, 2025.Sign in to access your portfolio
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Fox Sports
41 minutes ago
- Fox Sports
Questions Linger For 2026 INDYCAR Schedule: Which Tracks Should Be Added?
As NASCAR has made some announcements about its schedule over the last several weeks, the INDYCAR paddock is awaiting word on several races for next year. Should INDYCAR return to Iowa Speedway after a sparsely attended doubleheader weekend? Will INDYCAR go to Mexico City? Those questions remain top of mind for 2026, a year for which one new event — the Grand Prix of Arlington in March — has already been announced. New events often generate buzz and excitement. The race around the Cowboys and Rangers stadiums should be a sight to see. Mexico City would be a second new race for 2026 and also an incredible sight. A Mexico race has been a major priority with the popularity of Pato O'Ward, who is optimistic about having a race at Autodromo Hermanos Rodriguez. But going to Mexico City is more than just about O'Ward. It would be the lone place where INDYCAR would race on the same circuit as Formula 1, giving fans an idea of the similarities and the differences between the two series. One of the world's biggest cities, Mexico City would provide the exposure INDYCAR needs to help the brands of the sport's biggest names beyond O'Ward. As far as Iowa, it is a NASCAR-owned track that has been rented out by INDYCAR to host events. In other words, the track owner doesn't pay a sanction fee and then makes money by selling tickets. Instead, INDYCAR has handled the ticket sales to cover its costs of renting the track. Sponsorship revenue can also cover those costs, and after Hy-Vee ended its sponsorship of the Iowa doubleheader, that obviously impacted the weekend with no big concerts and in-market activations. It would be nice to see how Iowa could do with a single-race weekend (rather than a doubleheader). With it being so close to one of sprint-car racing's most iconic tracks (Knoxville Raceway), it only seems right that the fastest open-wheel cars race nearby. But that might be more of a desire of the heart than a sound business decision. INDYCAR needs to have ovals, and preferably a variety of them, so if Iowa is dropped, where would INDYCAR go next? Could that be Homestead? Could that be Richmond? Could that be Phoenix? All of those are owned by NASCAR and they have had INDYCAR races in their track history. Richmond would fill in a much-needed hole in the schedule, which currently doesn't have a race in the mid-Atlantic or the Northeast. A return to Pocono, where INDYCAR has seen its share of injuries and loss, is unlikely. Watkins Glen (another NASCAR-owned track) doesn't seem to be in the conversation. Thermal won't be on the 2026 race schedule. Having races at the private club near Palm Springs was intriguing, but the race lacked that big-event vibe. It makes for a great potential testing facility but not necessarily a great location for a race. INDYCAR is at its best as the anchor for a big event where people want to come and hang with friends and see fast cars. And then also the place where die-hard fans can come see and root for their favorite drivers (or against the ones they dislike most). So it needs diverse places. It needs diverse facilities. Hopefully the 2026 schedule has all of that. Bob Pockrass covers NASCAR and INDYCAR for FOX Sports. He has spent decades covering motorsports, including over 30 Daytona 500s, with stints at ESPN, Sporting News, NASCAR Scene magazine and The (Daytona Beach) News-Journal. Follow him on Twitter @bobpockrass. recommended Item 1 of 1 Get more from the NTT INDYCAR SERIES Follow your favorites to get information about games, news and more in this topic


Harvard Business Review
4 hours ago
- Harvard Business Review
Age Inclusion Is Your Company's Next Competitive Advantage
For decades, companies built entire strategies around the pursuit of youth. Automakers, for example, sold independence to Baby Boomers coming of age—the Ford Mustang, Dodge's 'join the rebellion' campaigns, and Volkswagen's Beetle all signaled that youth wasn't just a stage of life; it was a valuable new market category. But time moves on. Those consumers are now in their 60s and 70s. Meanwhile, fertility rates are falling worldwide, youth pipelines are shrinking, population growth is slowing or reversing in many nations, and people are living longer and working later. A new market has emerged—defined not by age alone, but by longevity, reinvention, and the realities of multigenerational living. Businesses that cling to youth-centric product and talent strategies alone risk missing out on one of the greatest growth opportunities of the 21st century: designing for the full life course. The Demographic Tipping Point The numbers are stark. Globally, according to the United Nations, one in six people is now over the age of 60, and this figure is expected to double by 2050. In the United States, adults aged 65 and older are expected to outnumber children under 18 by 2034. Fertility rates have fallen below replacement level in more than 100 countries. China, Japan, Italy, and South Korea are already experiencing population decline. As life expectancy has increased, so have the capabilities and aspirations of older adults. Today's 60- and 70-year-olds are starting businesses, caregiving for family members, and running marathons. They're not fringe cases—they're the future mainstream, and they're underrepresented in workforce planning, product design, and marketing. Yet many companies still treat aging as a risk to be managed, not a consumer and talent opportunity to be embraced. Internal KPIs prioritize short-term wins. Leadership pipelines overlook the potential of late-career professionals. Advertising often defaults to youthful imagery or treats older adults as burdens or punchlines. This mindset is not only outdated but also contrary to market forces. In the U.S., according to AARP, adults over 50 control nearly 70% of household wealth. Globally, they account for 42% of consumer spending. And, according to the Bureau of Labor Statistics, labor force participation among people over 65 has nearly doubled since 2000, outpacing all other age groups. Some companies are waking up to this reality. Nike has made moves to attract older consumers, including the development of new product lines. Apple has quietly embedded inclusive features across its devices, like large-text interfaces, fall detection, and even hearing aid functionality, without singling out older users. Dove's ' Beauty n ever g ets o ld ' campaign features women over 60 and reframes aging as aspirational, challenging outdated beauty standards. The luxury fashion brand Jacquemus's recent advertising stars 67-year-old Jon Gries, demonstrating the cultural power and credibility that older celebrities bring to brands. Even Nestlé, better known for confections and baby food, announced that it plans to diversify its product offerings to include older adults. Yet these remain the exceptions, not the rule. Shifting from Generational Targeting to Life-Course Design What's needed now is a wholesale shift in how companies think about age, not as a demographic silo, but as a design and strategy imperative. That means moving beyond generational targeting (Boomers, Gen X, Millennials, Gen Z) to life-course design: a framework that reflects the dynamic, nonlinear paths people take through education, work, caregiving, health, and reinvention. Life-course design recognizes that a 67-year-old startup founder, a 55-year-old caregiver, and a 72-year-old retiree-turned-consultant all have different needs, behaviors, and aspirations, despite all being over 50. It also acknowledges that intergenerational collaboration—across teams, households, and marketplaces—is becoming the norm, not the exception. To stay competitive in a world shaped by longevity, population aging, and, in some cases, population decline, businesses should make two strategic product shifts and two workforce shifts: 1. From youth-centric to age-inclusive product design Older adults are often treated as edge cases in product development, if they're considered at all. But designing with age in mind doesn't mean designing only for older people. It means building for a range of abilities, life stages, and preferences from the start. Product design leaders should: Replace generational stereotypes with behavioral segmentation, building strategies around what motivates people to take action or make a purchase, or marketing around specific life events, like having a child. McKinsey & Company found that companies using behavioral and psychographic segmentation in their marketing campaigns saw returns up to three times higher than those relying solely on demographic or age-based segmentation. Use inclusive design principles that benefit everyone (e.g., clearer interfaces, easier grip, adjustable lighting). A study by Accenture found that companies that have led on key disability inclusion criteria saw 1.6 times more revenue, 2.6 times more net income, and twice the economic profit of other companies. Apple's default approach— embedding inclusive design across all devices —shows that age-inclusive innovation can be seamless and desirable for all users. Invite older adults into the research and design process early and often to test usability, relevance, and desirability. 2. From age as decline to age as reinvention in marketing Too often, marketing frames aging as a loss of youth, beauty, or relevance. This narrative is not only inaccurate but also commercially self-defeating. Slogans like 'erase fine lines and wrinkles' and descriptors like 'age-defying' can make older adults feel as if there's no point for them to purchase products. For example, Dior's 'Capture Youth' campaign in 2017 featured 25-year-old Cara Delevingne promoting anti-aging products, drawing widespread criticism for reinforcing ageist ideals by using a model decades younger than the target audience. Instead, marketing leaders should: Showcase ambition, vitality, and reinvention at every age. Normalize longevity, not as an exception, but as the new standard. Feature age-diverse brand ambassadors across product lines. Aspirational marketing doesn't have to be young; it has to be honest, bold, and deeply human. An older demographic has different priorities and is often willing to pay more to protect their retirement, their health, and even their time. 3. From career ladders to career landscapes Traditional career models assume people peak in their 40s and retire by 65. But those assumptions no longer hold. Longer lives mean longer working years, but not necessarily in the same roles or with the same cadence. In 2017, CVS implemented a ' Talent Is Ageless ' program in which they actively recruited employees 50 years or older, who are often in their second or third career, while emphasizing the importance of hiring people who can relate to their customers. (They note that 90% of Americans 65+ take at least one prescription.) Similarly, Caterpillar created a Returning Professionals Development Program to support people restarting or shifting careers. Measures like these can strengthen an organization's talent pipeline and ensure a more representative workforce. Forward-looking talent leaders should: Redesign roles and workflows to accommodate physical, cognitive, and lifestyle changes. Introduce phased retirement, part-time leadership roles, and mid-career reskilling. Extend leadership development to late-career professionals who still have decades of contribution ahead. These models not only retain institutional knowledge but also foster loyalty in a workforce that increasingly values flexibility and purpose. 4. From age-segregated teams to intergenerational collaboration The future of work is multigenerational. Today's workplaces often span four generations, from young Gen Zs to older Boomers. Rather than treating age differences as a challenge, leading organizations understand that diverse perspectives can drive innovation and are leveraging them as an asset. General Electric's reverse mentorship program —in which younger employees helped seasoned executives strengthen their digital experience—was so successful it was ultimately incorporated into the broader company strategy. PwC and Moody's have developed cross-generational programs in which older and younger generations from diverse backgrounds are paired up to learn from each other. Popular culture is starting to reflect this reality, which is important if we want to change the prevailing narrative. Intergenerational friendships like the ones portrayed on hit TV shows like HBO's Hacks and ABC's Abbott Elementary are examples of the power and mutual benefit intergenerational relationships can have on people's lives and careers. The stories highlight the ways that young and old frequently benefit from working together while also rewriting outdated stereotypes that tend to portray older adults as crazy or outdated and younger adults as irresponsible or careless. Company leaders can learn from these plot lines and should: Structure teams with age diversity as an intentional design element. Establish mutual mentorship programs that value experience and innovation equally. Train managers to navigate generational expectations around communication, work-life balance, and performance. Research shows that age-diverse teams drive better financial performance and are more resilient, particularly in industries where institutional knowledge and adaptability are critical. A Strategic Checklist for Getting Started Companies ready to embrace age inclusion can begin by assessing their blind spots and opportunities. Here are five practical steps: Conduct a demographic risk audit. Evaluate whether your workforce, leadership, and customer strategies align with projected population trends, not past ones. Redesign talent models for longevity. Plan for longer tenures, encore careers, and succession pipelines that include employees in their 60s, 70s, and even 80s. Build inclusive products and services. Apply inclusive design from the outset, test products with users across the age spectrum, and make accessibility an innovation metric. Institutionalize intergenerational collaboration. Set age-diversity goals. Structure teams for a generational mix. Make mentorship programs reciprocal, not one-way. Tell better stories about age. Invest in advertising agencies and campaigns that elevate older consumers and professionals as creators, not caretakers of the past. . . . Demographic change isn't coming—it's here, and it's reshaping labor markets, consumer behavior, and economic growth. The question for business leaders is no longer whether to respond to these changes, but how fast and how comprehensively. Age inclusion isn't a corporate social responsibility initiative, but a strategy for resilience, relevance, and growth. Companies that design for the full life course will not only tap into the wealth and wisdom of older adults but also build stronger intergenerational systems that benefit everyone. As the adage goes, demographics is destiny. But it's also design, and the future belongs to those who build for it.
Yahoo
10 hours ago
- Yahoo
European auto shares rise after US-Japan trade deal
(Reuters) -Shares in several European carmakers rose in early trade on Wednesday, tracking a steep rally in some of their Asian rivals, after Tokyo struck a trade deal with the United States, fuelling optimism for a similar agreement with Europe. Shares in Japanese and South Korean automakers surged overnight on news the deal would cut the U.S. tariff on Japanese vehicle imports to 15%, from a proposed 25%. Citi analysts said it was notable the tariffs for a major auto exporting country were reduced without a cap on shipments, which could have implications for negotiations with the European Union and South Korea. Porsche, BMW, Mercedes Benz, Volkswagen rose between 1.9% and 3.7% in early Frankfurt trade. Shares in Stellantis and Renault rose 1.3-1.9% on the Tradegate platform. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data