One of the oldest luxury brands in the US introduced its first concept for an electric vehicle, the Lincoln Star Concept, on Thursday as Ford Motor's luxury line plays catch-up with premium rivals that have already plugged in.
The elongated SUV has large wheels that look like discs and a flat roofline angled down in the rear, ostensibly to improve aerodynamics.
Although it’s not a running, driving model, and the company did not release any performance estimates, the Star Concept is the first tangible indicator of the brand’s promise to deliver three fully electric vehicles by 2025 and a fourth by 2026.
“In 2017 there were only five premium electric vehicles, today there are 48, and by the end of the decade premium EV sales will triple,” Lincoln president Joy Falotico said.
“So now is our moment.”
The vehicle comes with a top half largely encased in glass, with a see-through roof that can be darkened manually and 3D-printed front and rear pillars that allow light to flow into the cabin through their lattice-work design.
It combines retro and futuristic elements: coach-style rear doors resemble the old Lincoln Continentals from the 1960s that had the same configuration; under the steering wheel, a single clear plastic pedal splits in half – one side to brake, the other to accelerate.
The cabin is illuminated in soft lighting from glowing pinstripes in the floor, door panels and ceiling. Hidden storage for shoes and a cabinet for chilled beverages are meant to make the back of the vehicle feel like a comfortable lounge or executive office.
But not much in the car felt novel. Auto makers from Cadillac to Rolls-Royce already offer refrigerated compartments and coolers, while mood-changing colour, sound and fragrance elements like those promised in the Lincoln concept car have been a staple of Mercedes production cars for years.
Its glass top echoes those already in production from General Motors’ Hummer EV and Lucid’s Air, both of which have transparent roof panels.
Lincoln executives have long said that by 2026, half the marque’s global sales volume will come from hybrid and pure-electric vehicles.
But the 100-year-old brand lags behind virtually every other luxury car maker when it comes to producing an EV. Growth at the top end has been much quicker than the mainstream: EVs account for 20 per cent of sales of luxury vehicles, compared with just 2 per cent of mainstream sales.
Audi, BMW, Hummer, Lucid, Mercedes-Benz, Polestar, Porsche, Rivian and Tesla are all selling pure EVs. On March 21, Lincoln’s cross-town rival Cadillac started production of its electric SUV, Lyriq, nearly a year ahead of initial schedules.
Parent-company Ford is trying hard to make the conversion with its F-150 Lightning, although its plans don’t necessarily translate to Lincoln moving quickly to electric.
Ford chief executive Jim Farley recently boosted the company’s spending target on EVs by 66 per cent, to $50 billion by 2026, but delayed plans for an electric version of the Lincoln Aviator SUV so the company could boost production of the electric Mustang Mach-E.
A Ford representative declined to share further details related to Aviator’s immediate and future manufacturing plans.
Currently, Lincoln sells the Aviator and Corsair as plug-in hybrid electric vehicles and will eventually offer a full-hybrid version of the Zephyr in China, according to the representative.
“China is key to our future growth,” Mr Falotico said at the event.
In 2021, Lincoln sold more than 91,000 vehicles in China, a 48 per cent increase over 2020.
Design projects like the Star Concept are best interpreted as pitches to parent-company board members about what a brand could do if afforded the budget and go-ahead.
They also offer clues to consumers about what actual production vehicles may look and feel like in the future.
“It’s an always an ongoing relationship, so the vehicles are going to get better over time,” Lincoln design director Kemal Curic said during the press event, noting that designing the Star Concept had been “a true labour of love”.
Four-day collections of TOH
Day Indian Rs (Dh)
Thursday 500.75 million (25.23m)
Friday 280.25m (14.12m)
Saturday 220.75m (11.21m)
Sunday 170.25m (8.58m)
Total 1.19bn (59.15m)
(Figures in millions, approximate)
Without Remorse
Directed by: Stefano Sollima
Starring: Michael B Jordan
4/5
COMPANY PROFILE
Name: Kumulus Water
Started: 2021
Founders: Iheb Triki and Mohamed Ali Abid
Based: Tunisia
Sector: Water technology
Number of staff: 22
Investment raised: $4 million
Ferrari 12Cilindri specs
Engine: naturally aspirated 6.5-liter V12
Power: 819hp
Torque: 678Nm at 7,250rpm
Price: From Dh1,700,000
Available: Now
Company%20profile
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Fixtures and results:
Wed, Aug 29:
- Malaysia bt Hong Kong by 3 wickets
- Oman bt Nepal by 7 wickets
- UAE bt Singapore by 215 runs
Thu, Aug 30: UAE v Nepal; Hong Kong v Singapore; Malaysia v Oman
Sat, Sep 1: UAE v Hong Kong; Oman v Singapore; Malaysia v Nepal
Sun, Sep 2: Hong Kong v Oman; Malaysia v UAE; Nepal v Singapore
Tue, Sep 4: Malaysia v Singapore; UAE v Oman; Nepal v Hong Kong
Thu, Sep 6: Final
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If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
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3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
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6. Further transfer pricing enforcement
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9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
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