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2016 Nissan Maxima First Drive [w/video]

Nissan has called the fullsize Maxima sedan a four-door sports car since 1988, with the debut of the third-generation model. What little truth existed in that moniker has slowly ebbed away in the ensuing years, with recent iterations only incrementally more sporting than the rest of the big-car segment. That doesn't change for 2016, despite Nissan's continued use of the "4DSC" trademark. But while the new Maxima may be less four-door sports car, it's much more full-on luxury car. That fact is best reflected in the eighth-generation Maxima's handsome new cabin. Particularly on the SR and Platinum trims that we drove, the interior is easily the best in its class. We are impressed by the cabin's soft, handsomely stitched leather, genuine Italian-made Alcantara suede, matte wood, and "liquid" metal trim. The seat inserts on our tester features quilted stitching that looks far more suited to Nissan's premium Infiniti brand, while the threads found on the dash and doors look like they're really there to hold things together – a rarity nowadays. While we question the use of the 4DSC moniker, the layout of the cabin is in line with the Maxima's marketing pitch. The center stack is angled seven degrees towards the driver. Along with the high transmission tunnel, this contributes to the cockpit-like feel of the driver's seat. A fat-rimmed, flat-bottomed steering wheel – a first for Nissan – is amply padded, and on the sporty SR, can be had with contrasting Alcantara accents. The small diameter and SR-specific paddles extend the sports car promise. The sculpted, broad-shouldered exterior has the muscle of Nissan's real sports cars, the GT-R and 370Z, but it exceeds both of those in terms of outright attractiveness. Nissan's stylists call the design language "Energetic Flow," but we simply prefer to call the overall look, which borrows heavily from the Sports Sedan Concept, very pretty. If the 2016 Maxima fails to add zest to a staid segment from behind the wheel, at least it brings a serious dose of style to the large sedan clubhouse. Nissan claims class-leading specifics for the latest version of the VQ35 V6, reinforcing the 4DSC promise. There are 86 horsepower per liter, with 300 ponies in total from the 3.5-liter engine. Sixty-one percent of the parts in the latest-generation VQ35 V6 are new, contributing to the 10-hp bump over last year's sedan. The horsepower peaks high in the rev range, at 6,400 rpm, a mere 200 revs below redline.

Carlos Ghosn, the cost cutter who cost a lot in compensation

PARIS — In his 40 years in the auto industry, the praise Carlos Ghosn has won for turning around businesses has regularly been matched by criticism over the amount he has been paid to do it. In the latest furore over his finances, Japan's Nissan Motor Co said on Monday it planned to oust Ghosn as chairman after alleging he had made personal use of company assets, among other acts of suspected misconduct. The scandal comes just five months after the 64-year-old head of the Renault-Nissan alliance narrowly won a shareholder vote at Renault over his 7.4 million euro ($8.5 million) pay package for 2017, after losing a 2016 vote. Brazilian-born, of Lebanese descent and a French citizen, Ghosn began his career in 1978 at tire maker Michelin, before moving to Renault in 1996, where he oversaw a turnaround at the French automaker that won him the nickname "Le Cost Killer." After Renault sealed an alliance with Nissan in 1999, Ghosn used similar methods to revive the ailing Japanese brand, leading to "business superstar" status in Japan, blanket media coverage and even a manga comic book on his life. As auto markets in western Europe and Japan struggled, Ghosn championed a cheap car for the masses in emerging markets and embraced the electric vehicle before many others. He also never made it a secret that he believed there were too many carmakers in the world and consolidation would continue — in 2016 he added Japan's Mitsubishi Motors to the alliance. But in recent months, attention has increasingly turned to how the complex web of cross-shareholdings between the alliance partners might be simplified to ensure it can thrive following the eventual departure of its main architect. In March, sources close to the matter told Reuters the alliance partners were discussing plans for a closer tie-up in which Nissan would acquire the bulk of the French state's 15 percent stake in Renault. With Japan's Yomiuri newspaper reporting on Monday that Ghosn had been arrested by Tokyo prosecutors on suspicion of under-reporting his salary, the alliance's plans for the future just got more pressing.Writing by Mark PotterRelated Video: Earnings/Financials Plants/Manufacturing Nissan Renault

Renault gets a 'wake-up call' — a record $8.6 billion loss

PARIS — French carmaker Renault said it had been given a wake-up call on Thursday with a record net loss of 7.29 billion euros ($8.6 billion) in the first half of the year, inflicted by the COVID-19 crisis and troubles at its alliance partner Nissan. Global automakers have been hit hard by the coronavirus pandemic, which has shuttered factories and kept many customers away from car dealerships. But the Renault-Nissan alliance has been hit especially hard as it was already weakened by low margins and boardroom turmoil surrounding Carlos Ghosn, the architect of the alliance who was ousted in 2018. Renault shares were down 3.3% when trading opened in Paris. "Today's results will be a disturbing wake-up call," CEO Luca de Meo, the former Volkswagen executive who started at Renault this month, said on a call with analysts. "We are currently touching the bottom of a negative curve that started several years ago, and probably even earlier," de Meo added. "We are in a complex, difficult situation. We all are. But ... we were already, I would say, feverish. So for sure it is even harder for us." De Meo said the company would now double down on a previously announced turnaround plan, laying off thousands of workers, reducing the range of models, and improving cooperation between alliance partners on vehicle production. He said a team of 40 senior executives from across Renault was cloistered on the top floor of the company's headquarters in Boulogne-Billancourt near Paris, working on details of a strategic plan which will be presented in January at the latest. He said his focus would be pushing the Renault brands that can deliver profits — especially compact cars, SUV crossovers, and electric and hybrid vehicles — and shifting emphasis from volume to value. "We know what we need to do," de Meo said. "Better times are waiting at the end of this twisty road." Renault said group operating losses, factoring out the effect of Nissan's losses, reached 2 billion euros in the first half, compared with operating income of 1.5 billion last year. Sales slumped 34.9%, a result the company attributed mainly to the global COVID crisis and Renault burned through $6.38 billion in cash over the first half. Nissan Motor Co this week warned of a record $4.5 billion operating loss this year and its lowest sales in a decade. Its negative contribution accounted for 4.82 billion of Renault's net losses, the French firm said on Thursday.