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Fiat Chrysler execs, salaried employees taking pay cuts during coronavirus pandemic

Fiat Chrysler Automobiles' top executives and salaried workers around the globe will take pay cuts in an act of "shared sacrifice" brought on by the coronavirus pandemic that has shuttered the automaker's plants in Europe and North America, according to a company memo seen by Reuters. Chief Executive Officer Mike Manley said in the memo he will take a 50 percent pay cut for three months starting April 1, while Chairman John Elkann and FCA's board of directors will forego the remainder of their 2020 compensation. FCA said most global salaried employees will be asked to take a temporary 20 percent pay cut. "Protecting the financial health of the company is everyone’s responsibility and naturally starts with myself and the leadership of FCA," Manley wrote. Members of the automaker's group executive council will also take a 30 percent pay cut, according to the memo. Last week, No. 1 U.S. automaker General Motors said it planned to keep its plants closed indefinitely and was reducing the pay of salaried employees and executives and suspending some future product programs to conserve cash. GM's chief executive and chief financial officer issued a stark warning to company employees in an internal video, saying that "significant austerity measures" were needed to preserve the companyÂ’s long-term viability. Ford also said it was temporarily cutting top executivesÂ’ salaries.  

Junkyard Gem: 1987 Chrysler Conquest TSi

If you feel like stumping your friends with a very trivial car-trivia question, try this one: What car model was sold in the United States with badging from Plymouth, Dodge, and Chrysler? They'll tell you it's the Neon, which was badged as a Chrysler outside of the USA, and you'll point out the "in the United States" qualification and feel smug in your superior automotive knowledge. The correct answer is, of course, the Conquest, which was a rebadged Mitsubishi Starion. Here's a Chrysler Conquest TSi, found in a Denver-area self-service wrecking yard. The TSi was the factory-hot-rod version of the Conquest, with intercooling for its 2.6-liter Mitsubishi Astron four-cylinder engine and 176 horsepower— pretty serious for 1987. For 1984 through 1986, the Conquest could be had with either Dodge or Plymouth branding; the 1987-1989 Conquests are all Chryslers. This one is rough, though the odometer shows that it never even reached 150,000 miles. Here's a Grateful Dead sticker, presumably bought on Shakedown Street at some point before Jerry Garcia's death in 1995. TURBO was a powerful word during the 1980s, so much so that the Starion/Conquest came with seat belts emblazoned with the sacred word. I still see the occasional Starion or Conquest during my junkyard travels, but the Chrysler Conquest is the rarest version these days. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.