logo
Roundup: Germany's car exports to U.S. plunge amid tariff hikes

Roundup: Germany's car exports to U.S. plunge amid tariff hikes

The Star18-07-2025
BERLIN, July 18 (Xinhua) -- Germany's car exports to the United States fell sharply in April and May after new tariffs from Washington took effect, despite only a modest overall decline of 1.9 percent in the first five months of 2025, official data showed Friday.
According to the Federal Statistical Office (Destatis), vehicle shipments to the United States rose by 14.7 percent year-on-year in the first quarter. However, in April and May, exports plunged by 23.5 percent after Washington imposed a 25 percent tariff on vehicle imports from the European Union (EU).
The first-quarter surge was largely driven by front-loaded orders, as American customers rushed to buy ahead of the planned tariff hike initiated by U.S. President Donald Trump. Once the duties took effect on April 3, German car exports were hit harder than industry analysts had anticipated.
Germany's automotive industry association, VDA, had previously warned that the additional auto tariffs would significantly impact EU car exports to the United States. It also highlighted the potential damage to global supply chains and increased costs for American consumers.
"The additional U.S. tariffs send a disastrous signal for free, rules-based trade," the association said, adding that Trump's tariff policy had already faced criticism from within the U.S. industry and would ultimately hamper economic growth and prosperity on both sides of the Atlantic.
The United States has long been Germany's largest trading partner in the automotive sector. In 2024, Germany exported vehicles worth 36.8 billion euros (42.8 billion U.S. dollars) to the United States, while importing 7.9 billion euros, according to VDA data.
Eurostat figures released this week confirmed that the United States remains the top destination for EU automotive products, accounting for 20 percent of the EU's total domestic value added in the sector. Germany is by far the bloc's largest vehicle exporter to the United States.
Germany's three largest carmakers - Volkswagen, Mercedes-Benz, and BMW - are responsible for around 73 percent of EU car exports to the United States last year, according to German media reports. All three have reportedly come under growing pressure following the tariff hikes.
Porsche, the luxury sports carmaker owned by the Volkswagen Group, is considering further cost-cutting measures in response to weakening sales and rising expenses, German press agency dpa reported Friday.
In a letter to employees, Porsche CEO Oliver Blume admitted that the company's recent performance had fallen short of expectations and warned of further structural adjustments. Last week, the company reported a 6 percent drop in global sales for the first half of the year.
Beyond sluggish EV demand and a softening luxury market, Porsche is also facing pressure on profit margins in the United States due to the new import tariffs. The company estimates it has incurred approximately 300 million euros in extra costs under price protection measures to offset the higher U.S. duties in April and May.
"All of this is hitting us hard -- harder than many other car manufacturers," Blume said.
Meanwhile, Destatis import data showed that U.S.-made vehicles are also losing ground in the German market. In the first five months of 2025, imports from the United States dropped by more than 30 percent year-on-year, falling to fifth place behind China.
That decline indicates that U.S. automakers, which include German brands producing in America, are also facing significant losses. According to the VDA, the United States exported 233,600 vehicles worth 10.3 billion euros to the EU in 2024, with around 60 percent of them destined for Germany. Half of the vehicles produced by German companies in the United States are exported to markets worldwide. (1 euro = 1.16 U.S. dollars)
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

German army prepares to develop deep-strike drones, Handelsblatt reports
German army prepares to develop deep-strike drones, Handelsblatt reports

The Star

time23 minutes ago

  • The Star

German army prepares to develop deep-strike drones, Handelsblatt reports

BERLIN (Reuters) -The German armed forces are preparing to develop long-range combat drones capable of striking targets deep in enemy territory, the Handelsblatt newspaper reported on Monday. Three consortia are working on concrete concepts after the Luftwaffe airforce sent a request for deep-strike drones to leading defence companies and startups, the report said. According to the report, Airbus Defence is contributing to the project alongside U.S. startup Kratos, while Germany's Rheinmetall has teamed up with drone specialist Anduril. Munich-based startup Helsing is also involved, the report said. The German defence ministry confirmed preparations for such a project to Handelsblatt, saying that initial talks had taken place but that no formal tender had been issued. The ministry and the companies mentioned did not respond to emailed requests for comment from Reuters. (Writing by Friederike Heine, Editing by Rachel More)

EU: Anchor of stability amid global trade tensions
EU: Anchor of stability amid global trade tensions

Malaysiakini

time23 minutes ago

  • Malaysiakini

EU: Anchor of stability amid global trade tensions

COMMENT | In a world where trade tensions are rising and protectionism is creeping back, the European Union is doubling down on its commitment to free trade and international cooperation. European Commission president Ursula von der Leyen put it plainly: 'Tariffs are taxes that only hurt businesses and consumers.' This straightforward message reflects the EU's firm belief that walls and barriers won't help anyone in the long run. The EU's robust legal framework, enforced by EU member states, the European Commission, and the Court of Justice, ensures that international trade follows clear, agreed-upon rules. These rules, grounded in the principles of the United Nations and the World Trade Organization, are not just about trade. They promote prosperity, cooperation and stability worldwide, including in the fast-growing and strategically vital Indo-Pacific region. While some countries might be tempted to retreat behind protectionist policies, the EU is keeping its doors open, especially towards Southeast Asia. This openness is based on a simple conviction: that fair, rules-based trade and investment are powerful engines for sustainable growth and development. This is exactly how peace and prosperity in the EU were built over the past decades. Now, this belief is driving a renewed effort to conclude an ambitious, comprehensive and balanced free trade agreement (FTA) with Malaysia. Partners in stability and prosperity The partnership between the EU and Malaysia, as well as with Asean, is built on trust, transparency, and a shared vision for peace, stability, and prosperity. And on mutual engagement, as evidenced by the renewed dynamics in our partnership with the visits of Prime Minister Anwar Ibrahim – also as Asean chair – to Brussels, Rome and Paris in the past months, as well as the visits to Kuala Lumpur by the Poland president, Denmark foreign minister, Finland trade minister and most recently the EU high representative and vice-president of the commission on the occasion of the 58th Asean Foreign Ministers Meeting. Stability and predictability are vitally important for business and the global economy. The recent relaunch of trade negotiations reflects our shared commitment to an open, rules-based international trade order – a principle Anwar has consistently advocated, and that both sides strongly uphold. The highly promising first round of EU-Malaysia trade negotiations has just concluded in Brussels, the substantive engagement from both sides signalling a fresh push to deepen economic ties. These ties are already significant: the EU is Malaysia's fourth-largest trading partner and second-largest source of foreign direct investment. For the EU, Malaysia ranks as its third-largest trading partner in Asean. But there's plenty of untapped potential, and the free trade agreement is key to unlocking it. By slashing tariffs and removing non-tariff barriers, the agreement would open up markets for goods, services, investment, and procurement flows. It would also provide clearer rules on intellectual property and digital trade - areas that are increasingly important in today's economic landscape. Freer trade also helps cushion the impact of global supply shocks by diversifying sourcing and reducing dependence on any single country or supplier. For consumers both in the EU and Malaysia, the benefits are tangible: lower prices, more choice, and greater supply security, especially in essential sectors like food, medicine, and technology. For Malaysian businesses, this means preferential and easier access to the EU's vast single market - the second-largest in the world - creating new opportunities, boosting competitiveness, and attracting high-quality investment. FTA to strengthen ties Ultimately, the FTA is more than just a commercial tool - it is a platform to shape a future-oriented, resilient relationship that reflects the shared ambitions of Malaysia and the EU for sustainable and inclusive growth. It will further strengthen the foundation of our relationship, built on trust and mutual benefit. In a time of growing trade tensions and geopolitical uncertainty, the EU's commitment to open markets and international rules provides an anchor of stability. As a predictable, transparent, reliable and open partner, the EU is ready to deepen its engagements with the like-minded. The renewed EU-Malaysia free trade talks highlight how cooperation, not confrontation, can pave the way for a more prosperous future for both regions and the global economy. RAFAEL DAERR is EU ambassador to Malaysia. This op-ed is also jointly written by 16 ambassadors of EU member states in Malaysia. The views expressed here are those of the author/contributor and do not necessarily represent the views of Malaysiakini.

Toyota's internal inertia slows digital shift to rival Tesla and BYD
Toyota's internal inertia slows digital shift to rival Tesla and BYD

The Star

timean hour ago

  • The Star

Toyota's internal inertia slows digital shift to rival Tesla and BYD

Inside Toyota Motor Corp, a group of employees are worried about the company's future in an era when a car's software matters just as much as its sheet metal. The world's biggest automaker is known for churning out reliable cars like clockwork, but it's been struggling to keep up with Elon Musk's Tesla Inc, China's BYD Co and other frontrunners in the industry's shift toward electric vehicles with sophisticated software. A somewhat obscure Toyota business unit called the Digital Transformation Promotion Department aims to change that. Established four years ago at the behest of then-chief executive officer and now chairman Akio Toyoda, the little known group's mandate is to bring the carmaker up to speed by modernizing it from within. The division's rank-and-file members are drawn from a wide cross-section of the corporate flow chart – everyone from R&D technicians to blue collar mechanics on factory floors. They all share a broad vision to introduce a more digitised future to a company with a stubbornly analogue culture. While they've managed to foster some changes, Toyota's core competency remains very much in hardware – with one foot in the world of EVs and its other planted in gas-powered cars. That cautious approach has been key to the Japanese automaker's success so far. Yet it's also a source of frustration for some inside and outside the company who are pushing for quicker progress. "Toyota sees the importance of software, but it's still slow,' said Kani Munidasa, chief executive officer of Code Crysalis, a Tokyo-based startup that's working with Toyota to put workers through Silicon Valley-style coding boot camps. Lukewarm commitment Some advocates for a software-led rethink at Toyota have grown disillusioned by what they see as a lukewarm commitment to reform from within, according to people familiar with the matter. They point to a recent decision to fold the Digital Transformation Promotion Department into a larger business unit, threatening to short-circuit its mission as a change agent. The division, which previously reported directly to chief executive officer Koji Sato, was absorbed by the Digital Information and Communication Group "to accelerate the internal promotion of digital transformation,' Toyota said in a statement. "We aim to create new value and transform business by accelerating collaboration among the various infrastructures and the use of AI,' it said. In some ways a similar fate befell Toyota's effort to create a digitally-focused, quasi-independent subsidiary called Woven. Despite bold ambitions to usher in a "software-first' approach to car manufacturing, in the end Woven was quietly folded back into the corporate mothership in September 2023 after its American executive departed and its portfolio was downsized. While Toyota's software team isn't directly involved in the development of the cars it sells, they've undertaken a number of projects focused on the company itself. That includes creating a database to keep track of the company's fleet of test cars, overhauling a system employees use to apply for time off, replacing white boards with touchscreens on factory floors and deploying robots to deliver medicine inside Toyota's 527-bed company hospital in Aichi prefecture, according to people familiar with the matter. Another project involved extending access for remote workers to computer assisted design software using a virtual desktop infrastructure in partnership with Nvidia Corp. "Moving forward, our plan is to roll out similar systems not only to Toyota Motor but also to Toyota group companies,' Masanobu Takahisa, a Digital Transformation project general manager, was quoted as saying in a 2021 press release about the campaign. Those efforts might not be transformative, but they're notable in a company where scissors are banned in the office out of an abundance of safety-minded precaution, and erasable billboards are still used to keep employees informed at factories. Looming 'digital cliff' Toyota isn't unique among Japanese companies. While the country dominates in some high-tech fields such as industrial robots, its business culture is known for clinging to fax machines and other bygone technologies. The government in Tokyo has warned about failing to surmount what it terms a "digital cliff' separating Japan from other advanced economies. In March 2021, sitting across from union members during the final round of annual wage negotiations, Toyoda, scion of the founding family and then CEO, said he wanted to break down internal information silos and put the automaker's digital innovation on par with top global companies within three years. "Inside Toyota, it's still the case that only people 'in the know' are considered valuable, and that knowledge only belongs to a small group,' he said. "By moving forward with our digital transformation, we can rid ourselves of that inequity and build an environment where its easier for everyone to focus on their work.' The Toyota City-based carmaker hatched the Digital Transformation division to heed that call with a team of innovative minds looking to break down antiquated systems and practices. The idea was that, if all went well, that reform agenda would rub off on other parts of the company, boosting resiliency and productivity. But the progress has been piecemeal and the division is far from achieving its longterm goals, the people familiar said. Former employees who spoke anonymously with Bloomberg described a workplace bound by conformity, with a paternalistic bureaucracy that values harmony over new ideas. One ex-employee joined Toyota because they were interested in autonomous driving, but instead felt trapped for several years doing quality control on mundane electronic parts. Toyota's global success – its record as the world's biggest automaker for five consecutive years and its status as Japan's biggest and most important company – has arguably created a self-enforcing inertia. Talk among employees of transferring or quitting usually triggered the same reaction: Why would anyone want to leave? It's not the only legacy carmaker struggling to adapt to modern technology. Volkswagen AG's Cariad software unit has been downsized following glitches and delays, while Ford Motor Co. recently downgraded its next-generation advanced software project known as FNV4 by merging it with an existing architecture platform. That speaks to a larger issue involving the industry's ability to innovate fast enough to compete with the likes of Tesla and China's Xiaomi Corp as well as Big Tech, which has moved aggressively into automotive dashboards with popular features such as Apple Inc's CarPlay and Alphabet Inc's Google Android operating system. Reinvention won't come easy for established automakers, said John Murphy, a senior automotive analyst at Bank of America Corp. "It goes into structures, platforms, technology – sort of the whole integrated operating system of a vehicle, I think, needs to be done differently,' he said. "It's an uphill battle.' – Bloomberg

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store