菲斯克汽車 (FSR) 2022 Q2 法說會逐字稿

Good afternoon. Thank you for attending today's Fisker Inc. Second Quarter 2022 Earnings Call. My name is Francis, and I'll be your moderator today. All lines will be muted during the presentation portion of the call with an opportunity for questions and answers at the end. (Operator Instructions)

下午好。感謝您參加今天的 Fisker Inc. 2022 年第二季度財報電話會議。我叫弗朗西斯，今天我將擔任您的主持人。在通話的演示部分，所有線路都將靜音，最後有機會提問和回答。 （操作員說明）

I would now like to pass the conference over to our host, Frank Boroch, with Fisker.

我現在想將會議轉交給我們的主持人 Frank Boroch 和 Fisker。

Thank you, Francis. Hello, everyone, and welcome to Fisker's second quarter earnings call. As the operator mentioned, my name is Frank Boroch, VP of Investor Relations and Treasury here at Fisker. Joining me on today's call are Henrik Fisker, Chief Executive Officer; Dr. Burkhard Huhnke, Chief Technology Officer; and Dr. Geeta Gupta-Fisker, Chief Financial Officer and Chief Operating Officer.

謝謝你，弗朗西斯。大家好，歡迎來到 Fisker 的第二季度財報電話會議。正如運營商所提到的，我的名字是 Fisker 投資者關係和財務副總裁 Frank Boroch。和我一起參加今天電話會議的還有首席執行官 Henrik Fisker； Burkhard Huhnke 博士，首席技術官；和 Geeta Gupta-Fisker 博士，首席財務官兼首席運營官。

Before turning it over to Henrik, be advised we will be making forward-looking statements within the meaning of the federal securities laws. Forward-looking statements generally relate to future events or future financial or operating performance. Our expectations and beliefs regarding these matters may not materialize. Actual results in financial periods are subject to risks and uncertainties that could cause actual results to differ materially from those projected. These risks include those set forth in the press release we issued earlier today, as well as those more fully described in our filings with the Securities and Exchange Commission. The forward-looking statements in this presentation are based on information available to us today. We disclaim any obligation to update any forward-looking statements, except as required by law.

在將其移交給 Henrik 之前，請注意我們將在聯邦證券法的意義上做出前瞻性陳述。前瞻性陳述通常與未來事件或未來財務或經營業績有關。我們對這些事項的期望和信念可能不會實現。財務期間的實際結果受風險和不確定性的影響，可能導致實際結果與預測結果大不相同。這些風險包括我們今天早些時候發布的新聞稿中所述的風險，以及我們提交給美國證券交易委員會的文件中更全面描述的風險。本演示文稿中的前瞻性陳述基於我們今天可獲得的信息。除法律要求外，我們不承擔更新任何前瞻性陳述的義務。

We'll reference our financial measures that do not conform to generally accepted accounting principles, or GAAP, during today's call, including non-GAAP operating expenses. This information may be calculated differently than the non-GAAP data presented by other companies. Quantitative reconciliation of our non-GAAP financial information to the directly comparable GAAP financial information appears in today's earnings release.

在今天的電話會議中，我們將參考不符合公認會計原則或 GAAP 的財務措施，包括非 GAAP 運營費用。此信息的計算方式可能與其他公司提供的非公認會計原則數據不同。我們的非 GAAP 財務信息與可直接比較的 GAAP 財務信息的定量核對出現在今天的收益發布中。

With that, I'm happy to turn the call over to Henrik.

有了這個，我很高興將電話轉給 Henrik。

Thank you, Frank, and thank you, everyone, for joining this call. I first want to actually begin thanking all our teams and our partners for the incredible progress we have made year to date. I'm really, really excited. I'm actually really excited about this call because we've got so many exciting things to announce. Of course, the progress has continued at a great pace and is on schedule when it comes to the Ocean, and we are on track for SOP on November 17 this year, as we have stated previously, and that remains the same. And we've also continued into the next phase of our second program, the PEAR program. I'll talk a little bit about that later.

謝謝你，弗蘭克，也謝謝大家加入這次電話會議。我首先要開始感謝我們所有的團隊和合作夥伴，感謝我們今年迄今取得的令人難以置信的進步。我真的，真的很興奮。實際上，我對這次電話會議感到非常興奮，因為我們有很多令人興奮的事情要宣布。當然，在海洋方面，進展繼續以極快的速度進行，並且按計劃進行，正如我們之前所說，我們有望在今年 11 月 17 日舉行 SOP，這仍然是一樣的。我們還繼續進入第二個計劃的下一階段，即 PEAR 計劃。我稍後會談到這一點。

We have completed 55 Ocean prototypes, and they've, of course, been built to do all our testing that continues, and we have got some great results, and Magna continues to build prototypes throughout the rest of this year until SOP. We also have had reservation growth that has continued at a rapid pace. We now have over 56,000 reservations, including 5,000 preorders for the Fisker Ocean One. So, we are seeing customers responding to the Fisker Ocean's class-leading and industry-first features.

我們已經完成了 55 個 Ocean 原型，當然，它們的建造是為了進行我們繼續進行的所有測試，我們取得了一些很好的結果，麥格納在今年剩餘時間裡繼續建造原型，直到 SOP。我們的預訂量也持續快速增長。我們現在有超過 56,000 份預訂，其中包括 5,000 份 Fisker Ocean One 的預訂。因此，我們看到客戶對 Fisker Ocean 的一流和行業領先的功能做出了回應。

I want to mention that getting thousands of people here in the U.S. to put down $5,000 nonrefundable on a vehicle they haven't seen yet, they haven't sat in yet, they haven't driven, really shows for me the commitment, but also the value proposition that we have in the Fisker Ocean, not only in terms of price, but all the things that we offer. And if you go to our website, fiskerinc, you can see that we have many, many features that you can't even get on another car. You can't get such a big solar roof as we have. You can't get a California mode. You can't get a 17.1-inch rotating screen, and I can go on and on about all the features, these fantastic features that we have developed that the Fisker Ocean has, and quite frankly, makes it stand out in its class.

我想提一下，讓美國這裡的成千上萬的人在他們還沒有見過、他們還沒有坐過、他們沒有駕駛過的車輛上支付 5,000 美元不可退款，這確實向我展示了承諾，但是還有我們在 Fisker Ocean 中的價值主張，不僅在價格方面，而且在我們提供的所有東西方面。如果您訪問我們的網站 fiskerinc，您會看到我們擁有許多您甚至無法在其他汽車上獲得的功能。你不能得到像我們這樣大的太陽能屋頂。您無法獲得加利福尼亞模式。您無法獲得 17.1 英寸的旋轉屏幕，我可以繼續介紹所有功能，這些我們開發的 Fisker Ocean 擁有的出色功能，坦率地說，使其在同類產品中脫穎而出。

Now, we opened the preorders in early July for a $5,000 or local equivalent down payment in Europe, and for the exclusive launch addition, which we call the Fisker Ocean One. And I'm happy to say that we are sold out of all the 5,000 Ocean Ones preorders, and everybody paid $5,000 for that order. And that really represents, in my mind, a real order and is actually quite a historic moment, because I don't think anybody has ever done that before in such a way. And it really also shows that we now have a potential revenue of $350 million, which are already secured before we start production, which I think is amazing.

現在，我們在 7 月初以 5,000 美元或當地等值歐洲首付的價格開啟了預購，以及獨家發布的附加產品，我們稱之為 Fisker Ocean One。我很高興地說，我們的 5,000 個 Ocean Ones 預購已售罄，每個人都為該訂單支付了 5,000 美元。在我看來，這確實代表了一個真正的秩序，實際上是一個歷史性的時刻，因為我認為以前沒有人以這種方式這樣做過。這也確實表明我們現在有 3.5 億美元的潛在收入，在我們開始生產之前就已經確定了，我認為這很了不起。

Let's get to the balance sheet. It remains solid at over $850 million in cash, and our business continues to scale. The Fisker team are now over 550 people, representing over 60% growth year to date, including our new SVP of Global Manufacturing, who will focus on lean manufacturing and innovative techniques. And what I mean by that is that Fisker has a development process where it's all about efficiency, so we are bringing our manufacturing brain power in early in the development process, specifically on the PEAR program, because we have a very, very tough target to reach in terms of cost for that. And that includes, of course, ease of manufacturing, so that I've given very clear guidelines to the engineering team: reduce parts, reduce cost. And we are now in the second phase of that program, and I'll talk a little bit about that, and we are still on target to launch that vehicle for under $30,000.

讓我們來看看資產負債表。它仍然擁有超過 8.5 億美元的現金，我們的業務繼續擴大。 Fisker 團隊現在有 550 多人，今年迄今增長超過 60%，包括我們新的全球製造高級副總裁，他將專注於精益製造和創新技術。我的意思是 Fisker 的開發流程注重效率，因此我們將在開發流程的早期階段，特別是在 PEAR 計劃中引入我們的製造腦力，因為我們有一個非常非常艱難的目標在成本方面達到。當然，這包括易於製造，因此我向工程團隊提供了非常明確的指導方針：減少零件，降低成本。我們現在處於該計劃的第二階段，我會稍微談一下，我們仍然希望以低於 30,000 美元的價格推出這款車。

Now, also, the organic marketing efforts continue. U.K. debut at Goodwood Festival of Speed and we had a French debut in Paris, plus continued progress on our Fisker launches, which is what we call our experience centers or showrooms, which we expect will open later this year, both here in the U.S. and Europe. And also, stay tuned for our pop-up events and our inaugural appearance at the Paris Auto Show in October. So, we obviously are starting to get more marketing vehicles in October, and that's when we're going to start getting out and showing our car a little more as well, because I know a lot of people have asked for that, but we are now starting to get these marketing cars in October that we can start showing.

現在，有機營銷工作仍在繼續。英國在古德伍德速度節上首次亮相，我們在巴黎首次亮相法國，再加上我們的 Fisker 發布會繼續取得進展，這就是我們所說的體驗中心或陳列室，我們預計將在今年晚些時候在美國和歐洲。此外，請繼續關注我們的快閃活動和我們在 10 月巴黎車展上的首次亮相。所以，我們顯然在 10 月份開始獲得更多的營銷車輛，那時我們也將開始更多地展示我們的汽車，因為我知道很多人都要求這樣做，但我們是現在開始在 10 月份獲得這些營銷汽車，我們可以開始展示。

So, let me go back to a little more detailed Ocean update. So, our #1 priority is to launch a high-quality Fisker Ocean on time, and we remain on track to do so. So, on the prototype update, as I mentioned, we have completed the 55 prototype builds and continue to build vehicles, and the testing and validation is well underway. In July, a Fisker Ocean prototype arrived in the U.S. for testing. We have 5 prototype vehicles in Michigan, undergoing ADAS testing with Magna, and also completing testing for high-pressure water tightness, high- and low-speed features, powertrain, and much more.

所以，讓我回到更詳細的海洋更新。因此，我們的第一要務是按時推出高質量的 Fisker Ocean，我們將繼續這樣做。所以，在原型更新中，正如我所提到的，我們已經完成了 55 輛原型車的製造並繼續製造車輛，並且測試和驗證正在進行中。 7 月，Fisker Ocean 原型機抵達美國進行測試。我們在密歇根有 5 輛原型車，正在與 Magna 一起進行 ADAS 測試，並完成了高壓水密性、高速和低速特性、動力系統等測試。

Our U.S. internal crash testing, which we do in-house by the way with prototypes, achieved 5-star equivalent ratings, which gives us confidence in formal ratings when they come out. Now, we are not in charge of when those formal ratings come out, because basically, IHS and other rating companies have to buy our vehicles next year and do their own testing, independent testing. But we are very confident that we achieved a 5-star equivalent rating, what we have done so far, because obviously, we have done all the testing internally.

我們的美國內部碰撞測試（順便說一句，我們在內部使用原型進行）獲得了 5 星等效評級，這讓我們對正式評級出來時充滿信心。現在，那些正式的評級什麼時候出來，我們不負責，因為基本上，IHS和其他評級公司明年要買我們的車，自己做測試，獨立測試。但我們非常有信心達到 5 星同等評級，這是我們迄今為止所做的，因為很明顯，我們已經在內部完成了所有測試。

I personally received my Ocean test vehicle in L.A. and have been very impressed with the handling and performance. I'm driving around on many different streets in L.A., and I'm just so amazed about what we have accomplished with vehicle so far. And this is not even the final vehicle. It still needs fine-tuning. But I've also driven this vehicle actually in a later stage on the suspension on the high-speed track in Italy, and I can promise anybody this is going to be one of the best handling SUVs in the world, hands-down, specifically when you combine the actual cornering and driving ability and performance compared with comfort. It's easy to make a super sporty car, and it's easy to make a super comfortable car, but combine the 2 for everyday use is super difficult, and we have really achieved this with the Fisker Ocean. I can't wait for people to get in and drive it.

我親自在洛杉磯收到了我的 Ocean 測試車，它的操控性和性能給我留下了深刻的印象。我在洛杉磯的許多不同街道上開車，我對迄今為止我們在車輛方面取得的成就感到非常驚訝。這甚至不是最終的車輛。它仍然需要微調。但我實際上也在後期駕駛這輛車在意大利的高速賽道上懸掛，我可以向任何人保證這將成為世界上操控性能最好的 SUV 之一，毫無疑問，特別是當你將實際的過彎能力和駕駛性能與舒適性相結合時。做一輛超級運動的車很容易，做一輛超級舒適的車很容易，但是將兩者結合起來日常使用是超級困難的，而我們用 Fisker Ocean 確實做到了這一點。我等不及人們進來開車了。

Now, the Ocean demand remains strong. Our marketing and brand building efforts are working. Most impressive is selling out of all the 5,000 Ocean Ones launch additions preorders, with customers in all 9 launch countries and all 48 continental U.S. states. Our customer outreach was limited to our launch market in reservation order. Based on our information, this is the largest deposit amount of number of launch units for any premium affordable vehicle, so I think we did really well here. We have a very unique internal database marketing strategy as well we are using, and we are building that skill internally.

現在，海洋需求依然強勁。我們的營銷和品牌建設工作正在發揮作用。最令人印象深刻的是所有 5,000 個 Ocean Ones 發射附加預購訂單都售罄，客戶遍及所有 9 個發射國家和美國大陸的所有 48 個州。我們的客戶外展僅限於預訂訂單的啟動市場。根據我們的信息，這是任何高級負擔得起的車輛的發射單位數量的最大存款金額，所以我認為我們在這裡做得非常好。我們也有一個非常獨特的內部數據庫營銷策略，我們正在使用，我們正在內部培養這種技能。

The Ocean is a luxurious, fully-loaded edition, the Ocean One, of the Fisker Ocean, that include rarities and features uniquely only to the Ocean One, including an Ocean One signature batch, plaque-specific numbering, and over $5,000 of included options. People love the Big Sur Blue, so far, most popular color selection. We obviously can see what people have ordered. And the $5,000 down payment show us that customers are truly committed and allow us to plan to build with their unique colors and specifications months ahead of SOP, leading to a more seamless launch and initial deliveries. I mean, that's another very important point. The more you can plan your production ramp up, the better it is, and we are able to do that because of these firm orders we have got for the Ocean One. Another thing, the customers recognize the great value proposition of the vehicle, the many class-leading or industry-leading features, and the confidence in the Fisker and Magna to produce a high-quality vehicle.

The Ocean 是 Fisker Ocean 的豪華全裝版 Ocean One，其中包括海洋一號獨有的稀有物品和功能，包括 Ocean One 簽名批次、特定銘牌編號和超過 5,000 美元的隨附選項.人們喜歡 Big Sur Blue，是迄今為止最受歡迎的顏色選擇。我們顯然可以看到人們訂購了什麼。 5,000 美元的首付向我們展示了客戶真正的承諾，並允許我們計劃在 SOP 前幾個月使用他們獨特的顏色和規格進行構建，從而實現更加無縫的發布和初始交付。我的意思是，這是另一個非常重要的點。你越能計劃你的產量提升，它就越好，我們之所以能夠做到這一點，是因為我們已經為 Ocean One 獲得了這些確定的訂單。另一件事是，客戶認識到車輛的巨大價值主張、許多一流或行業領先的功能，以及對 Fisker 和 Magna 生產高質量車輛的信心。

And we truly -- we also appreciate customers' understanding of the current elevated logistics costs that, quite frankly, in my view, are way too high, but we are just passing over the costs of logistics to our customers. And I will promise, if we get to a point where these logistic costs are falling, we will also lower our delivery cost. This is simply just a factor of the current environment. And I want to remind everybody that we have not raised the prices for the first 40,000 vehicles we'll deliver, but we do have to pass over certain logistic costs, such as delivery costs, unfortunately, to our customers. But I do think these costs will fluctuate based on logistics rates as we move forward, and then we will adjust them as well.

我們真的 - 我們也感謝客戶對當前高物流成本的理解，坦率地說，在我看來，這太高了，但我們只是將物流成本轉嫁給了我們的客戶。我會保證，如果我們達到這些物流成本下降的程度，我們也會降低我們的運輸成本。這只是當前環境的一個因素。我想提醒大家，我們還沒有提高我們將交付的前 40,000 輛汽車的價格，但不幸的是，我們必須將某些物流成本（例如交付成本）轉嫁給我們的客戶。但我確實認為隨著我們的前進，這些成本會根據物流費率而波動，然後我們也會對其進行調整。

So, reservations generally continue to increase, and we have started the strategic discussions with Magna to add capacity; continued strong growth, because Ocean is segment leading, has a great design, and has many sustainable credentials. And as we get closer to SOP and continue to be increasingly transparent with respect to our product and what customers are getting, and for what price, prospective customers should only get more and more excited reserving an Ocean. And we think we're seeing that already. As you start comparing our vehicle and the specification with other competitors, I think we're way ahead. And of course, we are going to show even more detail about some options, and actually, equipment that we haven't announced yet that I think only is going to add to that.

因此，預訂量普遍持續增加，我們已經開始與麥格納進行戰略討論以增加產能；持續強勁增長，因為 Ocean 在細分市場處於領先地位，擁有出色的設計，並擁有許多可持續發展的資質。隨著我們越來越接近 SOP，並在我們的產品、客戶得到什麼以及以什麼價格方面繼續變得越來越透明，潛在客戶只會對預訂 Ocean 感到越來越興奮。我們認為我們已經看到了這一點。當您開始將我們的車輛和規格與其他競爭對手進行比較時，我認為我們已經遙遙領先。當然，我們將展示一些選項的更多細節，實際上，我們尚未宣布的設備，我認為只會添加到其中。

Starting on November 18, the day after our official start of production, we are happy to announce that we will begin taking preorders for our customers who are interested in the Ocean Extreme trim, and this will be followed by preorders beginning -- opening for our Ultra and Sport trims already in Q1 2023. We are going out in phases, which will help us, again, plan our production forecast. And we have reserved both Ocean Ultra and Ocean Sport production for next year, so even if we were to be completely sold out of next year's production of Extremes, we are promising we'll still build some Ocean Ultras and some Ocean Sports, and they will be available from around Q3 next year.

從 11 月 18 日開始，也就是我們正式開始生產的第二天，我們很高興地宣布，我們將開始為對 Ocean Extreme 內飾感興趣的客戶接受預訂，隨後將開始預訂——為我們的Ultra 和 Sport 內飾已經在 2023 年第一季度推出。我們將分階段推出，這將再次幫助我們規劃我們的產量預測。而且我們已經為明年保留了 Ocean Ultra 和 Ocean Sport 的生產，所以即使我們明年的 Extremes 生產完全售罄，我們承諾我們仍然會製造一些 Ocean Ultras 和一些 Ocean Sports，而且他們將於明年第三季度左右上市。

Let's come to the PEAR update. In early May, Foxconn completed its acquisition of an operational 6.2 million square foot manufacturing facility in Ohio, and that's where PEAR will be built, using the Fisker-developed [SLB 1] platform. That's a brand-new platform that we are developing in house. And again, as I mentioned, it's about reducing parts and cost, so we can get a super exciting vehicle on the road, with high technology, without spending it on platform stamping and complicated structures, et cetera. And we intend to build a minimum of 250,000 PEAR vehicles a year, once the plant ramps up production. And PEAR reservations have now surpassed 4,000. We, of course, haven't shown much of the PEAR. That's kind of a new image today, a little bit of the front with the super-cool round front windscreen that we are working on getting into production. It's difficult, but will make it. We make things happen at Fisker. We make dreams come true. We don't give up on innovation. So, there's a lot of innovation features in the PEAR, something that not only have you never seen in that price class, but I actually think you have never seen it on any car, any production car before.

讓我們來看看 PEAR 更新。 5 月初，富士康完成了對位於俄亥俄州的 620 萬平方英尺製造工廠的收購，PEAR 將在該工廠使用 Fisker 開發的 [SLB 1] 平台建造。這是我們正在內部開發的全新平台。再一次，正如我所提到的，它是關於減少零件和成本，所以我們可以在道路上獲得一輛超級令人興奮的車輛，採用高科技，而不用花費在平台沖壓和復雜結構等上。一旦工廠提高產量，我們打算每年至少生產 250,000 輛 PEAR 汽車。 PEAR 的預訂量現已超過 4,000 人。當然，我們還沒有展示太多 PEAR。這是今天的一種新形象，有點前部的超酷圓形前擋風玻璃，我們正在努力投入生產。這很困難，但會成功的。我們讓事情發生在 Fisker。我們讓夢想成真。我們不會放棄創新。所以，PEAR 中有很多創新功能，不僅是你在那個價位上從未見過的，而且我實際上認為你從未在任何汽車、任何量產車上見過它。

There is -- I'm super excited about this vehicle. I think this will really be redefining not only how you develop a vehicle, but also the content of the vehicle, the design of the vehicle, and finally, what you get for your money in an electric vehicle. And I know a lot of doubters out there that we won't be able to make this vehicle for under $30,000. But we are doing it with the Ocean, and we'll do it with the PEAR. We have an internal process that is unique and [which] really allows us to get to that point. But you can't get to that point if you try to develop a vehicle like you have developed gasoline vehicles the last 100 years. You completely have to rethink what a mobile device is of the future. And that's what we have done with the PEAR, and I think we're going to excite the market when it comes out in 2024, which is still scheduled for, and as I said, starting under $30,000 before any incentives.

有——我對這輛車超級興奮。我認為這不僅會重新定義您開發汽車的方式，還會重新定義汽車的內容、汽車的設計，最後是您在電動汽車上的收益。我知道很多懷疑者認為我們無法以低於 30,000 美元的價格製造這款車。但是我們正在用海洋做這件事，我們將用梨做它。我們有一個獨特的內部流程，[這] 確實讓我們能夠達到這一點。但是，如果您嘗試開發一種車輛，就像您在過去 100 年開發的汽油車一樣，您將無法達到這一點。你完全必須重新思考未來的移動設備是什麼。這就是我們對 PEAR 所做的，我認為我們將在 2024 年推出時激發市場，正如我所說，在任何激勵措施之前，它仍計劃在 30,000 美元以下開始。

And I also want to mention, again, we have -- this vehicle will be built here in the U.S., so now we have manufacturing opportunities in Europe, and we have manufacturing opportunities in the U.S. And I think that's extremely important that we have been smart enough to hedge. No matter what type of legislation comes in the future, I think we are in a very safe position. We've got affordable vehicles. We have hedged our manufacturing strategy. We have brought in a super manufacturing guy that are looking into even more opportunities, what we need to do for localization of manufacturing, what do we need to do for potential battery manufacturing here in the U.S. in the future, battery JVs, et cetera. So, there is nothing that we are not looking at. All opportunities are open. And because we are so agile and fast, we can actually move and actually do what's needed to fulfill the market conditions. And in fact, we are already looking at actually offer some presales of the Oceans, should legislation come into place where we would want to take our customers to take advantage of the $7,500 tax rebate for 2023. So, if that becomes necessary, we have already a plan, and we'll announce that if it's needed, so I'm very comfortable with that as well.

我還想再次提及，我們有 - 這輛車將在美國製造，所以現在我們在歐洲有製造機會，我們在美國也有製造機會。我認為這非常重要，我們一直聰明到可以對沖。無論將來會出現哪種類型的立法，我認為我們都處於非常安全的位置。我們有負擔得起的車輛。我們已經對沖我們的製造戰略。我們引進了一個超級製造商，他們正在尋找更多機會，我們需要為製造本地化做些什麼，我們需要為未來在美國的潛在電池製造做些什麼，電池合資企業等等。所以，沒有什麼是我們不看的。所有的機會都是開放的。而且因為我們是如此敏捷和快速，我們實際上可以移動並實際執行滿足市場條件所需的操作。事實上，我們已經在考慮實際提供海洋的一些預售，如果立法到位，我們希望讓我們的客戶利用 2023 年 7,500 美元的退稅。所以，如果有必要，我們有已經是一個計劃，如果需要，我們會宣布，所以我也很滿意。

Let's come to the customer experience strategy and an update. Fisker Brand Lounges, we will -- which we previously referred to as experience centers, will offer prospective customers the opportunity to see and experience the company's vehicles, as well as speak with product experts on hand. Depending on state laws, some Fisker Lounges' showrooms will also offer test drives. There's a few states where that makes it more difficult, so we will find other ways to make that happen. Don't worry. Locations, in addition to L.A. and Munich locations, we expect to open later this year. We expect to announce a further location in the next few months. We are already negotiating on a lot of different real estate, both in the U.S. and Europe.

讓我們來看看客戶體驗策略和更新。 Fisker Brand Lounges，我們之前稱為體驗中心，將為潛在客戶提供觀看和體驗公司車輛的機會，並與現場的產品專家交談。根據州法律，一些 Fisker Lounges 的陳列室也將提供試駕服務。有幾個州讓這變得更加困難，所以我們會找到其他方法來實現這一點。不用擔心。除了洛杉磯和慕尼黑的地點，我們預計將在今年晚些時候開業。我們預計將在未來幾個月內宣布進一步的位置。我們已經在美國和歐洲就許多不同的房地產進行談判。

We will also have Fisker Center Plus locations. Our Center Plus locations are really delivery centers, and it's service centers and where you will go to test drives. And that's a really unique Fisker strategy that hasn't been used by any other car company in the world, and we are doing that so we can offer you, the customer, a much better experience, but also more value for money. We don't want to charge you for expensive buildings and leather couches and all that stuff. We want you to come and pick up the car, which you probably only do one every 2 or 3 years, and you would rather go and get a great price for the car than having to go to a super expensive glass palace, and we have to add $2,000 per car. We don't do that. It's about getting product to our consumers that are state-of-the-art at the best price.

我們還將設立 Fisker Center Plus 地點。我們的 Centre Plus 地點實際上是交付中心，它是服務中心，也是您試駕的地方。這是一個非常獨特的 Fisker 策略，世界上任何其他汽車公司都沒有使用過，我們這樣做是為了為您，客戶，提供更好的體驗，同時也更物有所值。我們不想向您收取昂貴的建築物和皮革沙發以及所有這些東西的費用。我們希望您來取車，您可能每 2 或 3 年才做一次，您寧願去以高價買車，也不願去超級昂貴的玻璃宮殿，我們有每輛車增加 2,000 美元。我們不這樣做。這是關於以最優惠的價格向我們的消費者提供最先進的產品。

Service centers will be operated by Fisker. We, of course, also have partners strategically placed until or even during the service centers operation, where we can also bring vehicles in for service. Of course, with our fantastic and I think class-leading warranty, nobody really has to think about service for the first 5 or 6 years. In fact, if there's any warranty issues, obviously, it's Fisker's obligation, and we will come and pick up your vehicle, and we will either do mobile service, or we will take it to one of our Center Pluses, or we will take it to a partner of ours. But we take care of it; you absolutely don't have to worry about it, as a customer.

服務中心將由 Fisker 運營。當然，我們還戰略性地安排了合作夥伴，直到服務中心運營期間甚至在服務中心運營期間，我們也可以將車輛送入服務中心。當然，憑藉我們出色且我認為一流的保修服務，沒有人真正需要考慮前 5 或 6 年的服務。事實上，如果有任何保修問題，顯然這是 Fisker 的義務，我們會來取您的車輛，我們將提供移動服務，或者我們會將它帶到我們的 Center Plus 之一，或者我們將把它給我們的合作夥伴。但我們會照顧它；作為客戶，您絕對不必擔心。

Finally, our advanced sustainability vision, a clean future for all. We are proud that Fisker Ocean will be produced in Magna's carbon-neutral plant in Austria. The Fisker Ocean will contain over 50 kilos of recycled polymers and bio-based materials, more than any other vehicle that we know of currently on the market, highlighting our commitment to sustainability. Our vision when we started, and we talked about that already 2, 3 years ago, was to make the world's most sustainable cars, and we are coming through with that. We have an amazing in-house team. We have a leader of ESG, and we are going to soon announce our ESG impact report later this month, and we're actually doing that ahead of production, which is very unique. And I think this illustrates how integrated ESG is throughout our business. And we also are still very firm on wanting to reach to create a CO2-neutral car by 2027. And most likely, we will use the PEAR model as a foundation for the CO2-neutral model, so already, a lot of these ideas are flowing into the PEAR program, and we are aiming to lead with the world's most sustainable vehicles.

最後，我們先進的可持續發展願景，人人享有清潔的未來。我們很自豪 Fisker Ocean 將在 Magna 位於奧地利的碳中和工廠生產。 Fisker Ocean 將包含超過 50 公斤的回收聚合物和生物基材料，比我們目前在市場上所知道的任何其他車輛都多，突出了我們對可持續發展的承諾。我們開始時的願景，我們在 2、3 年前就已經討論過，是製造世界上最可持續的汽車，我們正在實現這一目標。我們有一個了不起的內部團隊。我們有一位 ESG 負責人，我們將很快在本月晚些時候公佈我們的 ESG 影響報告，我們實際上是在生產之前這樣做的，這是非常獨特的。我認為這說明了 ESG 在我們整個業務中的整合程度。而且我們仍然非常堅定地希望在 2027 年之前製造出一輛二氧化碳中和的汽車。而且很可能，我們將使用 PEAR 模型作為二氧化碳中和模型的基礎，所以很多這些想法已經流入 PEAR 計劃，我們的目標是引領世界上最可持續的車輛。

I'm very optimistic about Fisker's future and realizing our vision of a clean future for all. I now want to turn it over to Burkhard, our Chief Technology Officer. Burkhard?

我對 Fisker 的未來和實現我們對所有人的清潔未來的願景非常樂觀。我現在想把它交給我們的首席技術官 Burkhard。布克哈德？

Yes. Thank you, Henrik. Beginning with the Fisker Ocean, engine and testing and validation is progressing well, and we remain on schedule to achieve SOP in November. We have super-agile teams at Fisker and Magna that efficiently collaborate in a modern way. Fisker and Magna's shared reach and experience continue to ensure all our parts are sourced, delivered, assembled, and tested on schedule. We are closely partnering with our supply chain to protect our November 17 production plans. And from our vantage point, semiconductor chip availability is improving and positions us very well for SOP.

是的。謝謝你，亨里克。從 Fisker Ocean 開始，發動機以及測試和驗證進展順利，我們仍按計劃在 11 月實現 SOP。我們在 Fisker 和 Magna 擁有超級敏捷的團隊，他們以現代方式高效協作。 Fisker 和 Magna 的共同影響力和經驗繼續確保我們所有的零件都按時採購、交付、組裝和測試。我們正與我們的供應鏈密切合作，以保護我們 11 月 17 日的生產計劃。從我們的角度來看，半導體芯片的可用性正在提高，使我們非常適合 SOP。

All 55 of our complete prototypes have been built, and performance has been confirmed. These (inaudible) have production (inaudible) design and components and are used for validation in all attributes, such as safety, with the highest NCAP ratings, ADAS, NVH, climate comfort, powertrain system performance, chassis, electrical integration, and complete vehicle durability. As we progress through the different performance tests, our agile teams can quickly synthesize the results and rapidly make any final modifications. Based on extensive testing, including around 40 vehicle-level tests, subsystem testing, and simulations, the Fisker Ocean is on track to meet global certificating.

我們所有 55 個完整的原型都已建成，性能已得到確認。這些（聽不清）具有生產（聽不清）設計和組件，用於驗證所有屬性，例如具有最高 NCAP 評級的安全性、ADAS、NVH、氣候舒適度、動力總成系統性能、底盤、電氣集成和整車耐用性。隨著我們通過不同的性能測試，我們的敏捷團隊可以快速綜合結果并快速進行任何最終修改。基於廣泛的測試，包括大約 40 項車輛級測試、子系統測試和模擬，Fisker Ocean 有望滿足全球認證。

We have recently begun our next build phase. It's called the [pre-PTO] build, which is done with bodies built from the [Serious] manufacturing line and [paint] process, and is in -- is the final build before we enter our Serious production. These vehicles are intended to be fully representative of the final Serious design and will later be built on the Serious final assembly line. They will be used for final validation and testing of complete vehicle performance, comfort, and functions. In addition, these vehicles will be used to start all final certification and homologation testing. Henrik, Geeta, and I are going to (inaudible) next week to observe and monitor this final build phase. We have been collecting data throughout our build phases and are closing the iteration loop to update the final phase as we approach [Serial] production.

我們最近開始了下一個構建階段。它被稱為 [pre-PTO] 構建，它是由 [Serious] 生產線和 [油漆] 工藝構建的車身完成的，並且在 - 是我們進入嚴重生產之前的最終構建。這些車輛旨在充分代表Serious 的最終設計，隨後將在Serious 總裝線上建造。它們將用於對整車性能、舒適性和功能進行最終驗證和測試。此外，這些車輛將用於啟動所有最終認證和認證測試。 Henrik、Geeta 和我將在下週（聽不清）觀察和監控這個最終構建階段。我們一直在整個構建階段收集數據，並在我們接近 [Serial] 生產時關閉迭代循環以更新最後階段。

The full Ocean program has come nicely together. We bought over several prototype vehicles to the U.S. for testing of ADAS, electrical and infotainment systems, and overall functional comfort. We believe this is really important to have the data from every region to be customer-oriented in every situation. We have had a close collaboration with Bridgestone to ensure top performance. In general, we have done everything to maximize driving range of our vehicles, including optimization, work on efficiency, break work, and more.

完整的海洋計劃已經很好地結合在一起了。我們向美國購買了多輛原型車，用於測試 ADAS、電氣和信息娛樂系統以及整體功能舒適度。我們相信，讓每個地區的數據在任何情況下都以客戶為導向非常重要。我們與普利司通密切合作，以確保最佳性能。總的來說，我們已盡一切努力使車輛的續駛里程最大化，包括優化、效率工作、休息工作等。

Integration work on software and electronics is currently underway, and all the domains are coming together, including the user interface user experience; we call it UIX. We are simplifying and integrating features for 100% customer reliability and satisfaction. The customer experience inside and outside of the car is supported by our creation of a highly scalable, secure, multi-cloud infrastructure to support Fisker's future vehicle fleet. Our state-of-the-art technology provides for bidirectional connection between the vehicle and the cloud. This enables our vehicles and mobile apps to dynamically interact. The end result, the digitally connected vehicle with easy-to-use functionality that is always available for our customers. Our OTA, over-the-air updatability, strategy is unique and is fully driven by Fisker Cloud. It allows us to update individual vehicles, as well as portions of all of the fleet of vehicles. We believe the revenue and margin potential of our connected strategy will be first of its kind.

目前正在進行軟件和電子的集成工作，所有領域都在融合，包括用戶界面用戶體驗；我們稱之為 UIX。我們正在簡化和集成功能，以實現 100% 的客戶可靠性和滿意度。我們創建的高度可擴展、安全的多雲基礎設施支持汽車內外的客戶體驗，以支持 Fisker 未來的車隊。我們最先進的技術可實現車輛和雲之間的雙向連接。這使我們的車輛和移動應用程序能夠動態交互。最終結果是我們的客戶始終可以使用具有易於使用的功能的數字連接車輛。我們的 OTA、無線更新、策略是獨一無二的，完全由 Fisker Cloud 驅動。它允許我們更新單個車輛，以及所有車隊的一部分。我們相信，我們互聯戰略的收入和利潤率潛力將是同類中的佼佼者。

Now to briefly touch on PEAR, specifically. PEAR engineering has continued to ramp. And as Ocean gets closer to SOP, we are transitioning more and more resources from the Ocean program to the PEAR program. We have finalized the concept and have begun the A sample phase. The PEAR will have a truly revolutionary electrical architecture, with the many ECUs and traditional vehicle consolidated down to a few central computer units. Fisker continues to rapidly scale our core technical competence with robust in-house IP creation to both software and hardware engineering. We have much in-house software competence, and I'll focus on the main domains, software cockpit computer, ADAR, battery, and powertrain.

現在簡要介紹一下 PEAR。 PEAR 工程繼續增長。隨著 Ocean 越來越接近 SOP，我們正在將越來越多的資源從 Ocean 計劃轉移到 PEAR 計劃。我們已經完成了概念並開始了 A 樣例階段。 PEAR 將擁有真正革命性的電氣架構，將許多 ECU 和傳統車輛合併到幾個中央計算機單元。 Fisker 繼續通過強大的內部 IP 創建將我們的核心技術能力快速擴展至軟件和硬件工程。我們有很多內部軟件能力，我將專注於主要領域，軟件駕駛艙計算機、ADAR、電池和動力系統。

Our San Francisco technology center, along with our newly established India headquarters, are focused on the design and engineering of software systems to support the Ocean and future vehicle programs. Our technical staff has grown over 50% year to date, to approximately 300 strong. A further illustration of our growing technical progress in in-house IP creation is Fisker's rapidly expanding global patent and patent pending portfolio, currently around 70. We've built a fantastic team and continue to invest in internal capabilities that will enable Fisker to innovate and introduce cutting-edge technology into our platforms.

我們的舊金山技術中心以及我們新成立的印度總部專注於軟件系統的設計和工程，以支持海洋和未來的車輛計劃。迄今為止，我們的技術人員已增長超過 50%，達到約 300 人。 Fisker 快速擴展的全球專利和正在申請的專利組合，進一步說明了我們在內部 IP 創造方面不斷取得的技術進步，目前大約有 70 個。我們建立了一支出色的團隊，並繼續投資於內部能力，使 Fisker 能夠創新和將尖端技術引入我們的平台。

Thank you. I will now turn the call over to Geeta.

謝謝你。我現在將把電話轉給吉塔。

Thank you, Burkhard, and welcome, everyone. With over -- just over 3 months to SOP, our #1 priority is ensuring development timelines remain on track and that our supply chain is ready for our start of production on November 17 and a subsequent ramp-up in 2023. In this current tough environment, it is extremely important that I emphasize our asset-light strategy, which we started off with over 2 years ago. It is a very purposeful strategy designed to support us in all economic cycles. It offers scale benefits without the complexities, risks, and fixed costs of a fully vertically integrated approach. We continue to staff up with 530 full-time employees across 9 countries. And of course, that does not include over 500 colleagues we have at Magna Steyr, in Graz, in engineering, purchasing, quality, advanced manufacturing, engineering, and over 1,000 colleagues we have who will ultimately build the Fisker Ocean at Magna Steyr.

謝謝你，Burkhard，歡迎大家。距離 SOP 僅剩 3 個多月了，我們的首要任務是確保開發時間表保持在正軌上，並且我們的供應鏈已準備好迎接 11 月 17 日的投產以及隨後在 2023 年的量產。在當前的艱難時期環境，我強調我們的輕資產戰略非常重要，我們在兩年多前就開始了。這是一個非常有目的性的戰略，旨在在所有經濟周期中為我們提供支持。它提供了規模效益，而沒有完全垂直集成方法的複雜性、風險和固定成本。我們繼續在 9 個國家/地區配備 530 名全職員工。當然，這還不包括我們在格拉茨麥格納斯太爾的 500 多名工程、採購、質量、先進製造、工程部門的同事，以及最終將在麥格納斯太爾建造 Fisker Ocean 的 1,000 多名同事。

Even after this growth, we are still a small fraction of the size of other sector participants, yet we aim to produce more vehicles in our first full year of operation than any other EV startup has done in history. Our unique model reduces the high operating leverage inherent in this industry and dramatically shortens the development time frame.

即使在這種增長之後，我們仍然是其他行業參與者的一小部分，但我們的目標是在我們運營的第一年全年生產比歷史上任何其他電動汽車初創公司更多的汽車。我們獨特的模型降低了該行業固有的高運營槓桿，並大大縮短了開發時間。

Now let me share some of our recent Ocean program milestones, in addition to what Henrik and Burkhard already spoke about. The prototype build phase is now complete, with 55 prototypes deployed globally. Critical testing and validation required for launch is well underway and on track for our November SOP timing. We employ a comprehensive supply chain management approach. I had mentioned last time on our earnings call that we have an executive team, an executive supply chain task force between Fisker and Magna that continues to systematically conduct reviews, meet suppliers, and solve any critical issues we have with suppliers. These include in-person visits to confirm bumper-to-bumper readiness for tooling, part status, capacity, and production part approval process achievement, also called PPAP. We continue to update our supply chain with our latest reservation and preorder numbers and discuss opportunities for subsequent expansion beyond existing capacity targets.

除了 Henrik 和 Burkhard 已經談到的內容之外，現在讓我分享一些我們最近的海洋計劃里程碑。原型構建階段現已完成，全球部署了 55 個原型。發布所需的關鍵測試和驗證正在順利進行，並按我們 11 月的 SOP 時間安排進行。我們採用全面的供應鏈管理方法。上次我在財報電話會議上提到，我們有一個執行團隊，Fisker 和 Magna 之間的執行供應鏈工作組繼續系統地進行審查，與供應商會面，並解決我們與供應商之間的任何關鍵問題。其中包括親自訪問，以確認工具、零件狀態、產能和生產零件批准流程成就（也稱為 PPAP）的全面準備情況。我們將繼續使用我們最新的預訂和預購數量更新我們的供應鏈，並討論在現有產能目標之外進行後續擴展的機會。

Staying on the supply chain topic, commodity pricing has come off the boil since our last call. For example, steel, which is more important for Ocean than aluminum, is down 40% from early May and 55% year on year. Key battery components have also moderated a bit. In addition, the strong dollar has mitigated inflationary pressures for us as well, since many of our supplier contracts are euro-denominated. Euro has weakened 10% year to date versus the U.S. dollar and is currently bouncing along its lowest level in 20 years, since 2002. As a reminder, our contracts favor -- factor in commodity prices, inflation, productivity, and foreign exchange. Some of these critical elements will be calculated on a quarterly or annual basis as we start to ramp up production next year. As a result, we will have much better visibility of the actual impact of commodity prices to our BOM further into 2023.

停留在供應鏈話題上，自我們上次電話會議以來，商品定價已經沸騰。例如，對海洋來說比鋁更重要的鋼材，比 5 月初下降了 40%，同比下降了 55%。關鍵電池組件也有所放緩。此外，強勢美元也減輕了我們的通脹壓力，因為我們的許多供應商合同都是以歐元計價的。歐元兌美元今年迄今已貶值 10%，目前正沿著自 2002 年以來 20 年來的最低水平反彈。提醒一下，我們的合約有利於考慮商品價格、通貨膨脹、生產力和外匯。隨著我們明年開始提高產量，其中一些關鍵要素將按季度或年度計算。因此，到 2023 年，我們將更好地了解商品價格對我們 BOM 的實際影響。

While we plan to produce between 40,000 and 50,000 Ocean vehicles in 2023, we expect this to be back-end loaded, reflecting our deliberate early production strategy to ensure we deliver a high-quality vehicle to our early customers. I want to level set revenue expectations for 2022. With the limited number of working days between November 17 and year-end, combined with holiday-related factory closure and vehicle transit time to the U.S., this translates to little to no revenue this year.

雖然我們計劃在 2023 年生產 40,000 至 50,000 輛 Ocean 車輛，但我們預計這將是後端裝載的，這反映了我們為確保我們為早期客戶提供高質量車輛而深思熟慮的早期生產戰略。我想設定 2022 年的收入預期。由於 11 月 17 日至年底之間的工作日數量有限，再加上與假期相關的工廠關閉和前往美國的車輛運輸時間，這意味著今年的收入很少甚至沒有。

We have clear visibility and locations of our first 5,000 Ocean One customers and are fully focused on establishing a seamless experience as we start delivering these vehicles. This insight provides significant advantages, including optimal customer service and efficient cost management, by enabling us to sequence with precision our delivery centers, parts warehouses, last-mile logistics network, and local after-sale support infrastructure. Last month, we announced Fisker Finance, a digital financing platform, offering seamless and convenient loan purchase options to Fisker customers. Retail loan options include vehicle, accessories, and home charging equipment financing. We reaffirmed the nomination of Chase in the U.S. and Santander Consumer Finance in Europe as our retail financing partners. As a complement to vehicle financing, we also aim to provide our customers with value-added services, such as trade-ins and competitive insurance on our digital platform.

我們對首批 5,000 名 Ocean One 客戶有清晰的可見性和位置，並在開始交付這些車輛時完全專注於建立無縫體驗。這種洞察力提供了顯著的優勢，包括優化的客戶服務和高效的成本管理，使我們能夠精確地對我們的交付中心、零件倉庫、最後一英里物流網絡和本地售後支持基礎設施進行排序。上個月，我們宣布推出數字融資平台 Fisker Finance，為 Fisker 客戶提供無縫便捷的貸款購買選擇。零售貸款選項包括車輛、配件和家庭充電設備融資。我們重申了美國大通銀行和歐洲桑坦德消費金融公司作為我們零售融資合作夥伴的提名。作為車輛融資的補充，我們還旨在為我們的客戶提供增值服務，例如在我們的數字平台上以舊換新和有競爭力的保險。

Before turning to our financial results, I want to make some comments about customer deposits. As Henrik mentioned, we are very excited to have sold out all 5,000 preorders for our Ocean One launch edition, secured by $5,000 or equivalent in local currency deposits from each customer. From an accounting standpoint, we will not recognize revenue until the underlying vehicles are delivered to customers. Our Ocean One customers hail from all 9 launch countries and utilize various payment methods for their down payment. And as a result, depending on the down payment method, the financial intermediary either transfers those deposits to Fisker shortly after preorder or when the vehicle is delivered.

在談到我們的財務業績之前，我想對客戶存款發表一些評論。正如 Henrik 提到的，我們很高興我們的 Ocean One 發布版的 5,000 份預訂單全部售罄，每個客戶以 5,000 美元或等值的當地貨幣存款作為擔保。從會計的角度來看，在基礎車輛交付給客戶之前，我們不會確認收入。我們的 Ocean One 客戶來自所有 9 個發射國家，並使用各種支付方式支付首付。因此，根據首付方式，金融中介要么在預購後不久或在車輛交付時將這些存款轉移到 Fisker。

Turning now to our Q2 results, balance sheet, and 2022 outlook, our Q2 operating expenses of $88.7 million, or $87.5 million ex stock compensation expense, was consistent with our internal expectations. Capital expenditures of $54.2 million increased from Q1 levels, due primarily to the timing of CapEx billing. Operationally, R&D decreased in Q2 versus Q1, primarily due to lumpier milestone timing in Q1 on Ocean. The slight decrease in SG&A expense quarter over quarter was due to effective cost controls and the nonrecurrence of major trade show events in Q2 -- Q1 had CES and Mobile World Congress -- partially offset by team member growth. As a reminder, our equity interest in Allego is reflected in nonoperating results. We are working to develop seamless integration of Allego's vast European charging network onto the Fisker app and HMI, and we will offer 12 months free of charging on the Allego network for activations prior to March 2024.

現在轉向我們的第二季度業績、資產負債表和 2022 年展望，我們的第二季度運營費用為 8870 萬美元，或 8750 萬美元的股票補償費用，與我們的內部預期一致。資本支出比第一季度增加了 5420 萬美元，主要是由於資本支出計費的時間安排。在運營方面，第二季度的研發與第一季度相比有所下降，這主要是由於第一季度在海洋上的里程碑時間較長。 SG&A 費用環比略有下降是由於有效的成本控制和第二季度主要貿易展覽活動的不重複——第一季度有 CES 和世界移動大會——部分被團隊成員的增長所抵消。提醒一下，我們在 Allego 的股權反映在非經營性業績中。我們正在努力將 Allego 龐大的歐洲充電網絡無縫集成到 Fisker 應用程序和 HMI，我們將在 2024 年 3 月之前在 Allego 網絡上提供 12 個月的免費激活服務。

During the second quarter, we recognized a $10 million mark-to-market loss, or roughly $0.03 per share on Allego holding in other income, which will obviously fluctuate each quarter based on Allego's share price. Our balance sheet remains solid. We have stayed disciplined with our spending, finishing the second quarter with $851.9 million in cash. We have the resources to fully fund the Ocean program launch in November and to stay on track with our other projects in 2022.

在第二季度，我們確認了 1000 萬美元的市值損失，即 Allego 持有的其他收入約為每股 0.03 美元，這顯然會根據 Allego 的股價在每個季度波動。我們的資產負債表保持穩健。我們在支出方面一直保持自律，以 8.519 億美元的現金結束了第二季度。我們有足夠的資源為 11 月啟動的海洋計劃提供全額資金，並在 2022 年繼續推進我們的其他項目。

During the quarter, we also established a $350 million at-the-market equity program, which is part of the 2 billion shelf we have. During second quarter, we tested the plumbing on the ATM facility, and we brought in approximately $14 million. We continue to evaluate multiple options across a range of funding channels to efficiently finance our growth beyond Ocean SOP, including our working capital needs, brick-and-mortar facilities, and future vehicle platforms.

在本季度，我們還建立了 3.5 億美元的市場股權計劃，這是我們擁有的 20 億貨架的一部分。在第二季度，我們測試了 ATM 設施的管道，我們帶來了大約 1400 萬美元。我們將繼續評估一系列資金渠道中的多種選擇，以有效地為我們超越 Ocean SOP 的增長提供資金，包括我們的營運資金需求、實體設施和未來的車輛平台。

In addition to evaluating incremental sources of liquidity, we regularly assess the levers we can pull to adjust spend, if warranted, for example, the pacing of our physical infrastructure investments and regional hiring activity and prioritization. We remain nimble and positioned to bolster our balance sheet in support of future growth opportunities, as appropriate.

除了評估流動性的增量來源外，我們還定期評估我們可以調整支出的槓桿，如果有必要的話，例如，我們的物理基礎設施投資的節奏和區域招聘活動和優先級。我們保持靈活，並有能力在適當的時候加強我們的資產負債表，以支持未來的增長機會。

Turning to the outlook, as noted in the press release, our overall non-GAAP OpEx plus CapEx guidance for 2022 remains unchanged at $715 million to $790 million. The bulk of the spend is continued execution of Ocean through launch, plus costs of running the business, with PEAR R&D spending ramp ramping up in the second half of the year. Product-related CapEx is Ocean-driven, as we don't expect any significant CapEx on PEAR this year.

談到前景，正如新聞稿中所述，我們對 2022 年的總體非公認會計原則運營支出和資本支出指導保持不變，為 7.15 億美元至 7.9 億美元。大部分支出是通過啟動繼續執行 Ocean，加上運營業務的成本，PEAR 研發支出在下半年增加。與產品相關的資本支出是海洋驅動的，因為我們預計今年 PEAR 不會有任何重大資本支出。

I'm very proud of the entire Fisker team's determination, resilience, and agility, including all our suppliers and partners, for navigating through a dynamic environment and maintaining our laser focus on launching an amazing vehicle on time. We're now happy to take your questions.

我為整個 Fisker 團隊的決心、復原力和敏捷性感到非常自豪，包括我們所有的供應商和合作夥伴，他們在動態環境中導航並保持我們專注於按時推出令人驚嘆的車輛。我們現在很高興回答您的問題。

(Operator Instructions) Our first question comes from Joseph Spak with RBC.

（操作員說明）我們的第一個問題來自 RBC 的 Joseph Spak。

Thanks for all the commentary. Geeta, I know you went through this a little bit about some of the commodities moving and contracts resetting, either quarterly or annually depending on (technical difficulty). There's still, I think, a lot of investor confusion out there as to who is exactly responsible for the different forms of potential inflationary costs. I mean, I think it's pretty clear that you paired the cost on some of the batteries, but stuff like steel versus energy cost, for instance, like how does that work with your contract manufacturers?

感謝所有的評論。吉塔，我知道你經歷了一些關於一些商品移動和合同重置的過程，無論是季度還是年度，取決於（技術難度）。我認為，對於不同形式的潛在通脹成本究竟由誰負責，投資者仍然存在很多困惑。我的意思是，我認為您很清楚您將某些電池的成本配對，但是鋼鐵與能源成本之類的東西，例如，您的合同製造商如何運作？

Yes. Sure. So, as I had mentioned in my commentary that all our contracts, they actually address any inflation which obviously clearly impacts labor. If there is any commodity prices which are indexed to London Metal Exchange, which is pretty normal in all these contracts, then there is obviously productivity. Generally, all contracts, automotive contracts, have productivity. Because you improve the way you do things, means you do things faster, and then there is foreign exchange. And all the contracts, they are between Fisker and suppliers, and we adjust them on a quarterly basis. So, typically, we are, of course, as a customer, responsible, but we work with our suppliers to look at all these numbers on a quarterly basis and would adjust for them upwards or downwards.

是的。當然。因此，正如我在評論中提到的，我們所有的合同實際上都解決了明顯影響勞動力的任何通貨膨脹。如果有任何商品價格與倫敦金屬交易所掛鉤，這在所有這些合約中都很正常，那麼顯然有生產力。一般來說，所有合同，汽車合同，都有生產力。因為你改進了你做事的方式，意味著你做事更快，然後就有了外匯。所有的合同，都在 Fisker 和供應商之間，我們每季度對其進行調整。因此，通常情況下，作為客戶，我們當然是負責任的，但我們與供應商合作，每季度查看所有這些數字，並會向上或向下調整。

Unknown Executive: Maybe just -- again, just to make it clear, Joseph, since we're not in production, we are not affected by any of these prices at this point in time.

未知高管：也許只是 - 再次說明一下，約瑟夫，由於我們沒有生產，我們目前不受這些價格的影響。

Right. Okay. And then the second question, Henrik, it's great to hear that these prototype vehicles are getting out so you and the team can test them and make additional refinements. But you are about 100 days away from SOP. I guess, like, when do we need to lock down? Because I'd imagine you want to try to minimize changes on the line once it starts. It's certainly gotten some other start-ups in a little bit of trouble. And related also, now that there's some prototype vehicles stateside, when should we expect drives for third parties, like the media, or maybe more (technical difficulty) investors and analysts?

正確的。好的。然後是第二個問題，Henrik，很高興聽到這些原型車即將推出，因此您和團隊可以測試它們並進行額外的改進。但是您距離 SOP 大約 100 天。我想，比如，我們什麼時候需要鎖定？因為我想您想嘗試在線路啟動後儘量減少線路上的更改。它肯定給其他一些初創公司帶來了一些麻煩。與此相關的是，既然在美國有一些原型車，我們什麼時候應該期待第三方的驅動，比如媒體，或者更多（技術難度）投資者和分析師？

Yes. So, first of all, there's 2 different type -- or actually, several different type of prototypes. So, as I mentioned was that we have already built 55 prototypes that are actually use for all the hard-core testing. So, the test vehicles we are getting here, which is all nicely painted and not in camouflage, those are test vehicles which are for me here and maybe a couple of our engineers to drive around in, I would say a little bit more as a fine-tuning for maybe some chassis feedback. But there is no real adjustments happening at this point in time as a result of driving around in those test vehicles. We have done most of that fine-tuning on test tracks, et cetera. So, these vehicles, like I mentioned, we just got now are really like fully painted, nicely done up and all that. We are driving around, and so that's not unusual.

是的。所以，首先，有兩種不同的類型——或者實際上，有幾種不同類型的原型。因此，正如我所提到的，我們已經構建了 55 個原型，這些原型實際上用於所有核心測試。所以，我們來到這裡的測試車輛，都塗得很漂亮，沒有偽裝，這些是我在這裡的測試車輛，也許我們的幾個工程師可以開車，我想說多一點作為微調可能是一些底盤反饋。但是由於駕駛這些測試車輛，目前沒有發生真正的調整。我們已經在測試軌道等上完成了大部分微調。所以，就像我提到的，我們現在剛剛得到的這些車輛真的像完全塗漆，做得很好等等。我們正在四處行駛，所以這並不罕見。

And also remember, I know you referred to other EV start-ups, and they, I'm sure, are doing their own processes, et cetera. But we are following a slightly more traditional OEM process when it comes to testing because we are working together with Magna, so I don't think anybody should worry about us making any changes on the line. That's really not what we are going to do. We have already made the changes we need to do. The only thing that usually at this day and age when we are talking about new technology that is getting improved and adjusted until you launch and actually even get upgraded after launch, which happened in the smartphone world and the computer world of software. So, we will continue improving software even after launch and upgrading our systems, and I think there's already another carmaker that has done that. And I think you will see many future carmakers doing that, because it is constantly evolving. But the hardware itself, there is no more adjustments already to that. That has already been frozen and fixed, so I don't really see any issues there at all.

還要記住，我知道你提到了其他電動汽車初創公司，我敢肯定，他們正在做自己的流程，等等。但在測試方面，我們遵循稍微更傳統的 OEM 流程，因為我們正在與 Magna 合作，所以我認為任何人都不應該擔心我們在生產線上做出任何改變。這真的不是我們要做的。我們已經做出了我們需要做的改變。通常在這個時代，當我們談論新技術時，它會得到改進和調整，直到你發布，甚至在發布後得到升級，這發生在智能手機世界和計算機軟件世界。因此，即使在發布和升級我們的系統之後，我們仍將繼續改進軟件，我認為已經有另一家汽車製造商這樣做了。我認為你會看到許多未來的汽車製造商這樣做，因為它在不斷發展。但是硬件本身，已經沒有更多的調整了。那已經被凍結和修復了，所以我根本看不到任何問題。

When it comes to when are we getting people in the vehicles, I would have liked to have got people in the vehicles a little earlier, but I don't want to get people into a vehicle that is only 90% or 95% there. I want it to be 100% perfect. So, I think it's going to be closer to beginning of November is my best guesstimate right now. You also have to remember that every single vehicle that we are making right now is spoken for in terms of being used for something, whatever that might be, so I think it's going to be closer to around November time frame.

當談到我們什麼時候讓人們上車時，我希望早一點讓人們上車，但我不想讓人們上車，那裡只有 90% 或 95%。我希望它是 100% 完美的。所以，我認為它會更接近 11 月初是我現在最好的猜測。您還必須記住，我們現在製造的每一輛車都被用於某事，無論那可能是什麼，所以我認為它會更接近 11 月的時間框架。

Okay. Looking forward to that. Geeta, maybe one more quick one. The guidance does imply a step-up in OpEx in the back half (technical difficulty) makes sense as we approach launch. Just from a cadence perspective, though, is it more (technical difficulty) third quarter with the launch, or is it more balanced because some of that spending needs to happen in advance of launch?

好的。期待著。吉塔，也許再快一點。該指導確實意味著在我們接近發佈時，後半部分的運營支出（技術難度）有所提高。但是，僅從節奏的角度來看，第三季度的發布是否更多（技術難度），還是因為其中一些支出需要在發布之前發生而更加平衡？

I think it's more balanced, Joe, to be honest. And we've been pretty prudent, and we took some early measures. Also, as Henrik mentioned, we took some decisions on some of the operations where we didn't go into some of these expensive Fisker Lounges. So, some of these numbers we have the capability to control, and I think there is absolutely 0 change in some of the expenses we have on Ocean, so very balanced.

老實說，我認為它更平衡，喬。我們一直非常謹慎，我們採取了一些早期措施。此外，正如 Henrik 所提到的，我們對一些我們沒有進入這些昂貴的 Fisker Lounges 的操作做出了一些決定。所以，我們有能力控制其中一些數字，我認為我們在 Ocean 上的一些費用絕對是 0 變化，所以非常平衡。

Our next question comes from James Picariello with BNP Paribas.

我們的下一個問題來自法國巴黎銀行的 James Picariello。

Regarding the proposed EV tax credit legislation and the final North America assembly requirement to be eligible for half of the $7,500 credit, if this goes through, I mean, could Fisker utilize the Foxconn plan or just some other measure to meet that final assembly threshold so that the Ocean is eligible for at least half of the credit? Just wondering what your initial kind of first-blush contingency plan and your thinking there, what that looks like.

關於擬議的電動汽車稅收抵免立法和北美最終裝配要求有資格獲得 7,500 美元抵免的一半，我的意思是，如果這通過，菲斯克可以利用富士康計劃或其他一些措施來滿足最終裝配門檻，所以那Ocean有資格獲得至少一半的信用嗎？只是想知道你最初的第一次臉紅應急計劃和你的想法，那是什麼樣的。

Yes, so what I mentioned earlier is that we have just hired a senior vice president of manufacturing with a lot of experience here in U.S. manufacturing, and we are putting together a strategy with him. Should this legislation take into effect, we would have some countermeasures where we would definitely have Ocean U.S. manufacturing. We're not ready to announce where and how, but that's something we are actually working on. Absolutely.

是的，所以我之前提到的是，我們剛剛聘請了一位在美國製造業擁有豐富經驗的製造高級副總裁，我們正在與他制定戰略。如果這項立法生效，我們將採取一些對策，我們肯定會在美國進行海洋製造。我們還沒有準備好宣布地點和方式，但這是我們實際上正在努力的事情。絕對地。

And the battery supplier alliances that you have in place today, do those suppliers have U.S. capacity to meet the other half of the tax credit? Just wondering what your thoughts are there.

你今天建立的電池供應商聯盟，這些供應商是否有能力滿足美國的另一半稅收抵免？只是想知道你的想法是什麼。

So, first, this is a very complicated legislation, where we're also talking about materials in the batteries. And I would actually estimate -- I mean, I don't even know if there's one car today that fulfills all these requirements that will get the full tax [benefit]. I don't -- for sure, I don't even think it's 5 cars, so it's definitely not a good legislation for any consumers that want to buy an EV, no matter where it's made. But in terms of battery, with the Ocean, we have a very firm contract with CATL, and I can't speak for them, but I think there's already been some news about that they're looking for U.S. production. For the PEAR, we have not made a final decision on who's going to supply batteries or whether it's only going to be one supplier. But one thing is for sure, it would be a better supplier that would have eventually U.S. manufacturing. And I could see us make a close cooperation, a joint venture. We are not quite ready to announce that yet, but it's something that we clearly are planning for with or without that legislation, because making 250,000 vehicles in Ohio, you're going to need to have battery manufacturing in the U.S.

所以，首先，這是一個非常複雜的立法，我們也在其中討論電池中的材料。而且我實際上會估計 - 我的意思是，我什至不知道今天是否有一輛汽車能夠滿足所有這些要求，從而獲得全額稅收 [利益]。我不——當然，我什至不認為它是 5 輛汽車，所以對於任何想要購買電動汽車的消費者來說，這絕對不是一個好的立法，無論它是在哪裡製造的。但是在電池方面，我們與寧德時代有非常牢固的合同，我不能代表他們，但我認為已經有一些消息說他們正在尋找美國生產。對於 PEAR，我們尚未就誰將提供電池或是否僅作為一個供應商做出最終決定。但有一點是肯定的，它將成為一個更好的供應商，最終將在美國製造。我可以看到我們密切合作，建立合資企業。我們還沒有準備好宣布這一點，但無論有沒有這項立法，我們顯然都在計劃這樣做，因為在俄亥俄州生產 250,000 輛汽車，你將需要在美國進行電池製造。

Yes. Okay. That's super helpful. And then just on the ATM, $350 million ATM equity offering, is there an expiration to that tranche?

是的。好的。這非常有幫助。然後僅在 ATM 上，3.5 億美元的 ATM 股票發行，該部分是否到期？

Yes, great question. It's actually -- sorry, did I hear 2? It's $350 million, so there's the 3-year shelf life.

是的，很好的問題。實際上是——抱歉，我聽到 2 了嗎？它是 3.5 億美元，所以有 3 年的保質期。

Okay. And then, yes, my broader question on that point is, how are you thinking about additional liquidity sources out to 2023, if that equity offering comes in light through the rest of this year? It sounds as though you're comfortable talking about cash on hand getting you well through this year, but what are the options and your thoughts on liquidity as you --

好的。然後，是的，我在這一點上更廣泛的問題是，如果股票發行在今年剩餘時間裡出現，你如何考慮到 2023 年的額外流動性來源？聽起來你好像很樂意談論手頭的現金讓你度過今年，但你有什麼選擇和對流動性的想法——

Yes. Yes, great question. So, again, I want to repeat that we were very, very proactive last year. We are in a capital-intensive business. We plan to bring four vehicles to market by 2025, so we clearly need capital to fund these programs. We need capital for marketing, sales, and service. We need capital to support customers. So, we clearly need capital, but we also want to be mindful of raising capital at the right time, at the right valuation, and when it's opportune, so we already showed that last year when we placed a convertible note, $675 million, which had a 5-year maturity at great terms. It's a great instrument that we used.

是的。是的，很好的問題。所以，我想再次重申，我們去年非常非常積極主動。我們從事資本密集型業務。我們計劃到 2025 年將四輛汽車推向市場，因此我們顯然需要資金來資助這些計劃。我們需要資金用於營銷、銷售和服務。我們需要資金來支持客戶。所以，我們顯然需要資金，但我們也想注意在合適的時間、以合適的估值和合適的時機籌集資金，所以我們已經證明，去年我們發行了 6.75 億美元的可轉換票據， 5年到期，條件不錯。這是我們使用的很棒的工具。

In addition to that, in the 2 billion share of the $350 million is already allocated to ATM. It's a 3-year shelf life. And as everybody knows, the mechanics of an ATM, it's not something you close within a day or so. It's just a long-term instrument. So, we have that instrument available as and when we need and we feel the market is right.

除此之外，在 3.5 億美元中的 20 億份額已經分配給 ATM。這是3年的保質期。眾所周知，自動取款機的機制，不是一天左右就能關閉的東西。這只是一個長期的工具。因此，我們可以在需要時提供該工具，並且我們認為市場是正確的。

Now, in addition to that, there's obviously clearly an equity market, and we have a balance of $1.65 billion left in the shelf, and we can use that shelf to place straight equity. If the market conditions are right, we could place a convertible note. So those -- both those instruments obviously go straight to the balance sheet.

現在，除此之外，顯然還有一個股票市場，我們在貨架上剩下 16.5 億美元的餘額，我們可以使用該貨架放置直接股權。如果市場條件合適，我們可以發行可轉換票據。所以那些 - 這兩種工具顯然都直接進入資產負債表。

And then finally, again, reiterate that we are talking to multiple banks to discuss an asset-backed loan against parts or work in progress against finished vehicles when they leave Magna and are transit to our customers. And the fact that we completed these 5,000 Ocean One preorders is a great testament to show a potential of $350 million revenue to some of our potential lenders, who can clearly see that we have imminent revenue coming. So, we are looking at all these different approaches, including others which I haven't talked about -- emission credit sales and all the other options. So, we will absolutely strengthen the balance sheet in the coming months.

最後，再次重申，我們正在與多家銀行進行談判，以討論在成品車輛離開麥格納並運送給我們的客戶時，針對零件或在製品的資產支持貸款。我們完成了這 5,000 個 Ocean One 預購的事實很好地證明了向我們的一些潛在貸方展示了 3.5 億美元的潛在收入，他們可以清楚地看到我們即將獲得收入。因此，我們正在研究所有這些不同的方法，包括我沒有談到的其他方法——排放信用銷售和所有其他選擇。因此，我們絕對會在未來幾個月加強資產負債表。

The next question comes from Adam Jonas with Morgan Stanley.

下一個問題來自摩根士丹利的亞當喬納斯。

So, Geeta, I know you're going to have more visibility when you actually start making cars, but you did say that you have the discussions at least quarterly. So, based on that, how much does an Ocean bill of materials cost today in U.S. dollars, factoring in the euro weakness, but then the other puts and takes on the input prices and energy, et cetera? How much more does it cost today versus, say, 1 year ago -- order of magnitude; not going to hold you to a specific dollar amount.

所以，吉塔，我知道當你真正開始製造汽車時，你會有更多的知名度，但你確實說過你至少每季度進行一次討論。那麼，在此基礎上，考慮到歐元疲軟，今天以美元計的海洋材料清單成本是多少，然後另一個投入和承擔投入價格和能源等等？與 1 年前相比，今天的成本要高出多少——數量級；不會將您限制在特定的美元金額上。

Yes, Adam, it's a great question. We actually don't encourage those discussions because they don't really mean anything. And the reason for that is that when we talk to suppliers, they only price out when we are ready to put a purchase order for a quarter. So, honestly, these -- we clearly have costs that are related to content that are related to our design [intent] parts currently. And the reason why we never increased prices was because we were very confident with what we are seeing and what we are discussing with our suppliers. Now, I don't know what Q1, Q2 next year looks like. But again, we are very confident that if there is upward movement in commodity pricing, we have enough headroom to absorb that. And areas where we feel it's justified to share with our customers, as Henrik mentioned earlier, is logistic cost. And instead of building it into the price of the vehicle, we instead separated it out for full transparency.

是的，亞當，這是一個很好的問題。我們實際上不鼓勵這些討論，因為它們沒有任何意義。這樣做的原因是，當我們與供應商交談時，他們只會在我們準備下一個季度的採購訂單時才定價。所以，老實說，這些——我們顯然有與當前與我們的設計 [意圖] 部分相關的內容相關的成本。我們從未提高價格的原因是因為我們對我們所看到的以及我們正在與供應商討論的內容非常有信心。現在，我不知道明年的 Q1、Q2 會是什麼樣子。但同樣，我們非常有信心，如果商品價格出現上漲，我們有足夠的空間來吸收它。正如 Henrik 之前提到的，我們認為有理由與客戶分享的領域是物流成本。我們沒有將其納入車輛價格，而是將其分開以實現完全透明。

So, I think to answer your question, we haven't really done serial pricing right now with suppliers, because we're not producing cars. But again, I don't see any surprises next year. But we don't know.

所以，我想回答你的問題，我們現在還沒有真正與供應商進行序列定價，因為我們不生產汽車。但同樣，明年我看不到任何驚喜。但我們不知道。

Okay. And just a follow-up -- and thanks for the comments and being very open and transparent about the need for capital going forward. But just specifically for the ramp of the Ocean, you said you have enough liquidity for year-end and into '23 for development work. But is it safe to say that you would need capital to actually ramp production of the Ocean?

好的。只是一個後續行動——感謝您的評論，並非常開放和透明地了解未來對資本的需求。但只是專門針對海洋的坡道，你說你有足夠的流動性在年底和 23 年進行開發工作。但是可以肯定地說你需要資金來真正提高海洋的產量嗎？

So, the ramp needs are obviously cash flow working capital needs, right, where we have certain terms from suppliers and you're only realizing, like I said, revenue when the customer pays, and typically the customer pays when you exchange the asset. So, obviously, as a startup, we're trying to explore if we can get nondilutive funding. And if there is a delta, then absolutely, we're going to have to raise money, and we could supplement that through the ATM. We could supplement that through a convertible loan, depending on the borrow and depending on the market conditions. We could supplement that through another equity raise. And we absolutely are working with banks to identify exactly what that capital need is and how should we structure it.

因此，坡道需求顯然是現金流營運資金需求，對，我們從供應商那裡得到某些條款，就像我說的那樣，您只是在客戶付款時才意識到收入，通常是在您交換資產時客戶付款。因此，顯然，作為一家初創公司，我們正在嘗試探索是否可以獲得非稀釋性資金。如果存在增量，那麼絕對，我們將不得不籌集資金，我們可以通過 ATM 來補充。我們可以通過可轉換貸款來補充這一點，具體取決於借款和市場條件。我們可以通過另一次股權融資來補充這一點。我們絕對正在與銀行合作，以準確確定資本需求是什麼以及我們應該如何構建它。

Thanks, Geeta. And you're talking to banks, but is it too soon to think about exploring strategic value for the company as well? That's my final --

謝謝，吉塔。您正在與銀行交談，但現在考慮探索公司的戰略價值是否為時過早？那是我的最後——

We are opportunistic Adam. We are always thinking about any opportunity that comes our way. So, absolutely, we are always looking at strategic opportunities as well.

我們是機會主義的亞當。我們一直在考慮任何機會。所以，當然，我們也一直在尋找戰略機會。

We're going to take a few questions from the retail shareholder poll online. The first one is for you, Henrik. When will you be able to share rollout plans, including when reservation holders can expect delivery in their markets?

我們將從在線零售股東投票中回答幾個問題。第一個是給你的，Henrik。您何時能夠分享推出計劃，包括預訂持有者何時可以在他們的市場上交付？

So, we are looking at -- we're launching our new interactive configure rate in October. And what we just said was, we're going to start taking firm reservations on the Extreme November 18, the day after we start production. And at that point in time, we would definitely give an indication of the quarter you'll get deliveries in. And then, of course, as we get closer to the actual delivery, we will give a firm, probably about 6 weeks before. So, we are working on all these details right now, and we want to be as accurate as possible, and we'll probably also allow people to somehow track where is their car in this entire process. But we should be able to give, in the end of this year, some pretty clear guidance on when the people get the car.

所以，我們正在考慮——我們將在 10 月推出新的交互式配置率。我們剛剛說的是，我們將在 11 月 18 日，即我們開始生產的第二天，開始接受嚴格的預訂。在那個時間點，我們肯定會給出您將在哪個季度收到交貨的指示。然後，當然，隨著我們接近實際交貨，我們會在大約 6 週前給出一個確定的消息。所以，我們現在正在處理所有這些細節，我們希望盡可能準確，我們可能還會讓人們以某種方式在整個過程中追踪他們的汽車在哪裡。但我們應該能夠在今年年底就人們何時獲得汽車提供一些非常明確的指導。

Thank you, Henrik. Next question, with the way the economy is going, is Fisker going to market to masses or only make vehicles for elite consumers?

謝謝你，亨里克。下一個問題，隨著經濟的發展，菲斯克是要面向大眾市場還是只為精英消費者製造汽車？

Well, I think we already are. I mean, our -- we have already said that we will produce the $37,500 Ocean Sport from Q3 next year. We have already announced our PEAR, which will be starting under 30,000. I don't even think I can count on one hand the amount of EVs that is going to come on the market in 2024 that's going to be under $30,000, so I think we will have a really unique proposition and super high-volume potential for our 2 vehicles.

好吧，我想我們已經是了。我的意思是，我們已經說過，我們將從明年第三季度開始生產 37,500 美元的 Ocean Sport。我們已經宣布了我們的 PEAR，起價將低於 30,000。 2024 年上市的電動汽車數量將低於 30,000 美元，我什至認為我不能用一隻手來計算，所以我認為我們將擁有一個非常獨特的主張和超大容量的潛力我們的 2 輛車。

What was important about the Ocean was that we ultimately are able to get really high volumes out of that vehicle by having a base price of $37,500. And what's important about the PEAR is to get it under $30,000, because now you're talking about potential of millions of vehicles. So, absolutely, I think we will have a large span. I think we have design which is timeless, which is done in a way where you can't really see what the price of our car is. I mean, a lot of people think they can't afford the Ocean when they see it for the first time and they don't know the car. I've had people saying they thought it was $80,000, and of course, it's not. So, we will definitely continue to offer value, all the way from our PEAR on the $30,000 all the way up to our Ronin. Even if we do a $200,000 car, it would offer tremendous value, and I think that's part of how we develop our vehicles, and that's what we stand for as a brand.

Ocean 的重要之處在於，我們最終能夠以 37,500 美元的底價從該車輛中獲得非常高的銷量。 PEAR 的重要之處在於價格低於 30,000 美元，因為現在您談論的是數百萬輛汽車的潛力。所以，當然，我認為我們會有很大的跨度。我認為我們的設計是永恆的，它的完成方式是你無法真正看到我們汽車的價格是多少。我的意思是，很多人第一次看到Ocean時認為他們買不起，而且他們不認識這輛車。我曾經有人說他們認為這是 80,000 美元，當然，事實並非如此。因此，我們肯定會繼續提供價值，從 30,000 美元的 PEAR 一直到我們的 Ronin。即使我們製造一輛價值 200,000 美元的汽車，它也會提供巨大的價值，我認為這是我們開發汽車的方式的一部分，也是我們作為一個品牌所代表的意義。

And the last retail question: Is there a chance that Ultra production may start sooner than Q3 2023?

最後一個零售問題：Ultra 生產是否有可能在 2023 年第三季度之前開始？

Not at this point. We have to plan production far ahead, and we also have to think about the company's financial health. I know we have a lot of investors on the call, and I'm sure there's also a lot of people who has maybe ordered an Ultra, or even some investors that are ordered and Ultra. But ultimately, we are a business, and what we are seeing right now is a very healthy demand for the Extreme and the Ocean One. And right now, we can see that we should be able to fulfill maybe even not all of these orders all the way to Q3. So normally, if we wouldn't have committed to start Ultra and Sport production in Q3 next year, we may have been able to go all next year without producing any Ultras or any Sports, but it was very important for the company to stand up to what we have promised, which was to deliver a $37,500 car and a $49,900 car in Q3 next year, and we stand by that promise. We have planned it into our production, and that's what we're going to do.

不是在這一點上。我們必須提前計劃生產，我們還必須考慮公司的財務狀況。我知道我們有很多投資者在電話會議上，我敢肯定也有很多人可能訂購了 Ultra，甚至有些投資者訂購了 Ultra。但歸根結底，我們是一家企業，我們現在看到的是對 Extreme 和 Ocean One 的非常健康的需求。而現在，我們可以看到，我們應該能夠在第三季度完成甚至不是所有這些訂單。所以通常情況下，如果我們不承諾在明年第三季度開始生產 Ultra 和 Sport，我們明年可能能夠在不生產任何 Ultras 或任何 Sports 的情況下繼續生產，但對於公司來說，站起來非常重要我們承諾在明年第三季度交付 37,500 美元和 49,900 美元的汽車，我們信守承諾。我們已經將它計劃到我們的生產中，這就是我們要做的。

Operator, can you go back to the analyst queue now?

接線員，您現在可以回到分析師隊列嗎？

Our next question comes from Pavel Molchanov with Raymond James.

我們的下一個問題來自 Pavel Molchanov 和 Raymond James。

You touched on the U.S. tax credit. I wanted to ask about the U.K. You are planning to launch a right-hand version of the Ocean in the U.K. market next summer. And then in June, the British government wiped out the plug-in car grant. Does that change your strategy for entering that market?

你談到了美國的稅收抵免。我想問一下英國。你們計劃明年夏天在英國市場推出右手版的海洋。然後在 6 月，英國政府取消了插電式汽車補貼。這會改變您進入該市場的策略嗎？

No. In fact, we saw an incredible uptake in the Ocean One orders from the U.K. We had actually allocated a certain amount to the U.K., but they went way over, so we didn't have -- see any impact on that. I think we're extremely price competitive with our vehicle already in the U.K. So, let's not forget that in the U.K., this applies to everyone. It's not about if your vehicle is manufactured in the U.K. or stuff like that, so it really has no impact, I think, on our competitiveness. If everybody has to pay a little more, then everybody has to pay a little more, and we are still competitive. So, we haven't seen any negative feedback on that, and we have not changed our plans. We will start delivering right-hand drive vehicles in the U.K. mid next year.

不。事實上，我們看到來自英國的 Ocean One 訂單的增加令人難以置信。我們實際上已經向英國分配了一定數量，但它們已經過去了，所以我們沒有 - 看到任何影響。我認為我們的車輛已經在英國具有極強的價格競爭力。所以，我們不要忘記在英國，這適用於每個人。這與您的車輛是否在英國製造或類似的東西無關，因此我認為這對我們的競爭力確實沒有影響。如果每個人都必須付出更多，那麼每個人都必須付出更多，我們仍然具有競爭力。所以，我們沒有看到任何負面反饋，我們也沒有改變我們的計劃。我們將於明年年中開始在英國交付右駕車輛。

Okay. Following up on that. You have the charging partnership with Allego in Europe, of course. Do you have interest in a similar kind of relationship with a charging company in the United States?

好的。跟進。當然，您在歐洲與 Allego 建立了充電合作夥伴關係。你有興趣與美國的充電公司建立類似的關係嗎？

Yes, so let me explain a little bit about, Pavel, the charging relationships. So, first of all, we have a partnership with a group, where all the charging infrastructure will be displayed on the HMI, which is obviously critical in all global markets. Then the second level of integration is to then integrate our web app and our HMI with individual charging station providers, so we are in the process of doing that. And then the third step is making deals with the charging station companies to be able to provide better pricing or plug-and-charge. So, we're doing all these three, and we obviously, with Allego, have a deeper relationship, and we're doing the same here in the U.S. as well. We are not ready yet to announce those partners, but we will in the coming days and weeks as we integrate those in the HMI app. We also have identified our partner for home charging installation that we are also looking forward to announce in the coming weeks.

是的，所以讓我稍微解釋一下，Pavel，充電關係。因此，首先，我們與一個集團建立了合作夥伴關係，所有充電基礎設施都將顯示在 HMI 上，這顯然對所有全球市場都至關重要。然後第二級集成是將我們的網絡應用程序和我們的 HMI 與各個充電站提供商集成，所以我們正在這樣做。然後第三步是與充電站公司達成交易，以便能夠提供更好的定價或即插即充電。所以，我們正在做這三件事，很明顯，我們與 Allego 建立了更深層次的關係，我們在美國也在做同樣的事情。我們還沒有準備好宣布這些合作夥伴，但我們會在未來幾天和幾週內將它們整合到 HMI 應用程序中。我們還確定了我們的家庭充電安裝合作夥伴，我們也期待在未來幾週內宣布。

Thanks very much... Thank you for your question. Our next question comes from Shreyas Patil with Wolfe Research.

非常感謝...感謝您的提問。我們的下一個問題來自 Wolfe Research 的 Shreyas Patil。

I just wanted to follow up first on a question that was brought up earlier. So, maybe just to be more specific, your agreement with Magna, how do energy costs factor into that? Obviously, I ask only because we've seen a surge in energy prices across Europe, so is that something that gets passed on to Fisker, or is that responsibility borne by Magna?

我只是想先跟進一個之前提出的問題。所以，也許更具體地說，您與麥格納的協議，能源成本是如何影響的？顯然，我之所以這麼問只是因為我們已經看到整個歐洲的能源價格飆升，那麼這是否會傳遞給 Fisker，還是由麥格納承擔這一責任？

So, first of all, energy costs for a facility like Magna is their fixed or variable utility cost. And the agreement we have with Magna, it's at 2 levels. The way vehicle contract manufacturing works is, you have a fixed element and you have a variable element. And typically, rent, leasing the space, utilities, et cetera, they typically fall in the category where they share those costs amongst various different partners, customers, et cetera, et cetera.

因此，首先，像 Magna 這樣的設施的能源成本是其固定或可變的公用事業成本。我們與 Magna 達成的協議分為 2 個級別。車輛合同製造的工作方式是，你有一個固定的元素，你有一個可變的元素。通常，租金、租賃空間、公用事業等，它們通常屬於他們在各種不同的合作夥伴、客戶等之間分攤這些成本的類別。

Now, specifically, what I can talk about in Austria, where there was talk about sort of gas, now in our case, Magna Steyr uses gas for paint shop. All other areas are now being switched to biodiesel hydropower. And in the case of Magna itself, they are hedging and buying around 85% of their gas for next year. They confirmed that to us, and we've released or releasing that in our Q.

現在，具體來說，我可以在奧地利談論什麼，在那裡談論某種氣體，現在在我們的案例中，麥格納斯太爾使用氣體進行油漆車間。所有其他地區現在都轉向生物柴油水力發電。就麥格納本身而言，他們正在對沖和購買明年約 85% 的天然氣。他們向我們證實了這一點，我們已經在 Q 中發布或發布了這一點。

Now Austrian government is planning to put automotive as a priority, given the number of jobs it has in Austria, and they've also secured 70% of their gas reserve for 2023, so I frankly do not see this as any risk, and it will be disclosed amongst our risk factors when we released the Q.

現在奧地利政府正計劃將汽車作為優先事項，因為它在奧地利擁有大量工作崗位，而且他們還確保了 2023 年 70% 的天然氣儲備，所以坦率地說，我不認為這有任何風險，而且將在我們發布 Q 時在我們的風險因素中披露。

Okay. That's helpful. And then, you mentioned quite a few potential initiatives around Project PEAR and potentially even performing joint venture relationships with battery manufacturers. And you mentioned no PEAR-related spending, but CapEx spending in 2022. So, I'm just trying to think about the implications, though, as we think about the ramp-up of PEAR spending, especially in 2023, both on the OpEx and CapEx side. I guess, maybe, how do we think about the needs for that program, especially if you compare it to what you've already had to spend on the Ocean? Do you see the potential for leverage against the Ocean [level] spending, or are you going to have to actually spend more?

好的。這很有幫助。然後，您提到了圍繞 PEAR 項目的許多潛在舉措，甚至可能與電池製造商建立合資關係。你沒有提到與 PEAR 相關的支出，而是 2022 年的資本支出支出。所以，我只是想考慮一下影響，因為我們考慮到 PEAR 支出的增加，尤其是在 2023 年，兩者都在運營支出上和資本支出方面。我想，也許，我們如何考慮該計劃的需求，特別是如果您將其與您已經在海洋上花費的費用進行比較？您是否看到了利用海洋 [水平] 支出的潛力，還是您將不得不實際支出更多？

So, this is a great -- really great question. I'm happy you asked it, because what we are doing now actually is, we are doing a lot more in-house development on the PEAR than were able to do with the Ocean because we were scaling up a team and working closely with Magna, of course. So, by taking that work in house, we have much less capital outlay. We're also moving people already now from the Ocean program over to the PEAR program. And then finally, there's also a lot of commonalities on parts and suppliers between the Ocean and the PEAR, so actually, some of these parts will be fully carried over so we don't have to necessarily do a whole new design for these parts. And then there is the fact that Foxconn have already acquired the facility in Ohio, and we are working closely with them on how to lay out the factory. So, I do see overall, this program, at least in the initial phase, being much lower capital outlay than the Ocean were initially.

所以，這是一個很棒的——非常好的問題。我很高興你問這個問題，因為我們現在正在做的實際上是，我們在 PEAR 上做的內部開發比在 Ocean 上做的要多得多，因為我們正在擴大團隊並與 Magna 密切合作， 當然。因此，通過在內部完成這項工作，我們的資本支出要少得多。我們現在也正在將人們從 Ocean 計劃轉移到 PEAR 計劃。最後，Ocean 和 PEAR 在零件和供應商方面也有很多共同點，所以實際上，其中一些零件將完全沿用，因此我們不必對這些零件進行全新的設計。還有一個事實是，富士康已經收購了俄亥俄州的工廠，我們正在與他們就如何佈局工廠進行密切合作。所以，總的來說，我確實看到，這個項目，至少在初始階段，比海洋最初的資本支出要低得多。

Now to answer your specific question on capital needs, so this year, the main investments on PEAR are ED&D, so concept development ED&D. And as Burkhard mentioned earlier, we have a lot of engineers, over 300, including engineers we are hiring in India, who are now transitioning over to the PEAR program, and we are starting to do supplier selection in the second half of the year, so come August, September timeframe. And then, as we select suppliers, I expect that at some point next year, we need to start getting into tooling. However, in the case of PEAR program, we are going to do purchasing this time in a slightly different way, given it's a U.S.-centric program. It's quite common in the U.S. to develop different commodities parts with suppliers, but it's also quite common to bid out tools. It's uncommon to do that in Europe, but quite common in the U.S., so we are looking into those strategies, and that would require clearly investing capital. And it's a high-volume program, so I expect that some of the tools are probably more expensive than Ocean.

現在回答你關於資金需求的具體問題，所以今年，PEAR 的主要投資是 ED&D，所以概念開發 ED&D。正如 Burkhard 之前提到的，我們有很多工程師，超過 300 人，包括我們在印度招聘的工程師，他們現在正在過渡到 PEAR 計劃，我們將在下半年開始進行供應商選擇，所以來八月，九月的時間框架。然後，當我們選擇供應商時，我預計在明年的某個時候，我們需要開始涉足工具領域。但是，對於 PEAR 計劃，我們這次將以稍微不同的方式進行採購，因為它是以美國為中心的計劃。在美國，與供應商開發不同的商品零件很常見，但競標工具也很常見。在歐洲這樣做並不常見，但在美國卻很常見，因此我們正在研究這些策略，而這顯然需要投資資金。而且它是一個大容量程序，所以我預計其中一些工具可能比 Ocean 更昂貴。

We are also, as Burkhard mentioned, looking at a virtual -- a lot of the hardware will become virtual, so we expect a very efficient bond. When it comes to EE, we expect very efficient harnesses, low-voltage harnesses. We probably spend a bit more on the computer battery. We will have to see where we end up. It will probably have a smaller battery than the Ocean, given it's under $30,000. So, I think it would be definitely below Ocean, and I think we will get much more capital efficient on the PEAR. But we will have to raise capital when we get into -- we will have to 100% raise capital to kick off the tooling with suppliers next year.

正如 Burkhard 所提到的，我們也在關注虛擬化——很多硬件將變為虛擬化，因此我們期待一個非常有效的結合。在 EE 方面，我們期待非常高效的線束、低壓線束。我們可能會在電腦電池上花費更多。我們將不得不看看我們最終會在哪裡。考慮到它的價格低於 30,000 美元，它的電池可能會比 Ocean 更小。所以，我認為它肯定會低於海洋，我認為我們將在 PEAR 上獲得更高的資本效率。但是當我們進入時，我們將不得不籌集資金——我們將不得不 100% 籌集資金，以便明年與供應商一起啟動工具。

Okay. That's really helpful. And then lastly, just can you remind us of your service strategy? It's something that you talked about back in 2020, but I believe the strategy is to work with Cox Automotive. Correct me if that's changed. But can you just remind us what the -- how many -- what kind of KPIs are you targeting in terms of footprint, number of mobile vehicles that could provide service, et cetera?

好的。這真的很有幫助。最後，您能否提醒我們您的服務策略？這是您在 2020 年談到的事情，但我相信該策略是與 Cox Automotive 合作。如果改變了，請糾正我。但是，您能否提醒我們，您在足跡、可提供服務的移動車輛數量等方面的目標是什麼 - 多少 - 什麼樣的 KPI？

Yes. Great question. So, we divide service into multiple areas. Obviously, collision is by far the biggest and most complicated, as you know. And collision also calls outside warranty that involves insurance. So, we are working on collision partners in all the 9 launch markets as we speak, and collision is generally partnered. We will also look at certified third-party collision centers, so we'll release more information on that towards the end of the year.

是的。好問題。因此，我們將服務劃分為多個區域。顯然，如您所知，碰撞是迄今為止最大和最複雜的。碰撞還要求涉及保險的外部保修。因此，正如我們所說，我們正在為所有 9 個發射市場開發碰撞合作夥伴，碰撞通常是合作夥伴。我們還將關注經過認證的第三方碰撞中心，因此我們將在年底發布更多相關信息。

Then the next area that you look at is roadside. You also -- we are looking in Europe, eCall is required by law, so we are also bringing in eCall partners in Europe. We are actually going to offer that here in the U.S. as well, even though it's not required by law. Then, in addition to that, we've named for other minor areas, [BitStone] in the U.S. and certain parts of Europe, and [McNomin] in Scandinavia for certain other areas of service. And they all have sort of different types of service, whether it's tire change or certain other minor items that can be repaired. And then, in addition to that, we're looking at specialist areas where we can do the service ourselves. And then finally, batteries need to be trained in a unique way, and we are developing our own high-voltage training we're developing. We're working with CATL as well to establish some of these processes and procedures.

然後你看的下一個區域是路邊。您還 - 我們正在尋找歐洲，eCall 是法律要求的，因此我們也在歐洲引入 eCall 合作夥伴。我們實際上也將在美國提供這種服務，即使法律沒有要求。然後，除此之外，我們還為其他次要區域命名，例如美國和歐洲某些地區的 [BitStone]，以及斯堪的納維亞半島的 [McNomin] 用於某些其他服務區域。他們都有不同類型的服務，無論是輪胎更換還是某些其他可以修理的小項目。然後，除此之外，我們正在尋找可以自己提供服務的專業領域。最後，電池需要以獨特的方式進行訓練，我們正在開發我們自己正在開發的高壓訓練。我們也在與 CATL 合作建立其中的一些流程和程序。

Thank you, operator. That's all the time we have for today's Q&A.

謝謝你，接線員。這就是我們今天的問答時間。

Thank you. I'll now pass it back over to the management team for any further remarks.

謝謝你。我現在將把它傳回給管理團隊，以供進一步評論。

Thank you very much, everyone. I thought this was super exciting and a very good earnings call, and we are excited to move on and share news over the next couple of weeks and months as we progress to the start of production with the Fisker Ocean. Thank you very much, everyone.

非常感謝大家。我認為這是一次非常令人興奮和非常好的財報電話會議，我們很高興在接下來的幾周和幾個月內繼續前進並分享新聞，因為我們正在推進 Fisker Ocean 的生產。非常感謝大家。

That concludes the Fisker, Inc. Second Quarter 2022 Earnings Call. Thank you for your participation. You may now disconnect your lines.

Fisker, Inc. 2022 年第二季度財報電話會議就此結束。感謝您的參與。您現在可以斷開線路。