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Prince Charles tours Nissan Leaf plant in Sunderland, UK

Environmental sustainability and job training. Those are two of the issues the UK's Prince Charles, the Prince of Wales, has long supported. And that's why the king-to-be paid a visit to Nissan's Sunderland plant earlier this week. As shows in a two-minute video from Broadcast Exchange, Prince Charles took a tour of the plant, checking out the production line while conferring with the young (and slightly star-struck) students there who were learning a thing or two about building a car, electric Nissan style. The Sunderland plant is located about 285 miles north of London. The factory runs an apprenticeship program for budding car-builders and employs about 6,700 people. The Nissan Leaf electric vehicles built there are sold in Europe, where Leaf sales jumped 33 percent last year. Opened in 1986, the Sunderland factory broke ground on its battery-production facilities in 2010 and began producing the Leaf in the spring of 2013 after Nissan invested about $635 million upgrading the plant to handle electric-vehicle and lithium-ion battery production. Even before the EV battery production activity the Sunderland plant burnished its green credentials by installing wind turbines to help with the power supply. Prince Charles already has his credentials (sort of), thanks to a biofuel Jaguar and a wine-powered Aston Martin. Check out the video with Prince Charles below. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

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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.