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Workers at Mississippi auto supplier protesting low wages

Workers at an automotive seat factory in Mississippi are protesting what they say are low wages and poor working conditions as they attempt to unionize in what could become a new front for the United Auto Workers in the state. A group of workers and supporters at the Faurecia SA seating plant in Cleveland plans a Tuesday march. "We work an auto job and we're getting paid like Wal-Mart wages," said Jamarqus Reed, a 32-year-old Pace resident who has worked at the plant for almost 10 years. "We're trying to better ourselves." Nationally, the UAW has staked its future on unionizing Southern auto factories, with limited success so far. The union has been trying to organize Nissan Motor Co.'s Canton, MS, plant for years, and lost a 2008 worker vote at a Johnson Controls plant in nearby Madison that French-based Faurecia bought in 2011. The UAW narrowly lost a unionization vote at the Volkswagen AG plant in Chattanooga, TN, last year, but the union has since qualified for a new labor policy at the plant that grants access to meeting space and to regular discussions with management. The policy stops short of collective bargaining rights. The union is also trying to organize Nissan's assembly plant in Smyrna, TN, and Daimler AG's Mercedes-Benz plant in Tuscaloosa, AL. Protesters say Faurecia employees make a top wage of $11.64 per hour, while contract workers make $7.73 an hour. Company spokesman Tony Sapienza said that with overtime, the typical Faurecia employee makes more than the $27,000 a year that is the median wage around Cleveland. Wages are often low in the heavily impoverished Delta. "We are very confident that we are offering a very competitive wage," Sapienza said. Organizers criticize use of lower-paid contract workers Shannon Greenidge, a 44-year-old Cleveland resident, said she worked for a labor agency for more than two years before being hired directly by Faurecia. Greenidge said she makes $9.29 an hour, and can't save for retirement or to send her 11-year-old daughter to college. "That's not going to help me down the line in life," she said. Union supporters say as many as half the workers at the plant work for a contract-labor agency. Sapienza said that while the number varies, the company expects 15 percent of its workforce will be temporary employees this year. The UAW has organized some Southern auto parts plants in recent years, including Faurecia plants in Cottondale, Alabama, in 2012 and Louisville, Kentucky in 2013.

2015 Volkswagen Touareg [w/video]

The second-generation Volkswagen Touareg has been in production since 2010, and is therefore staring down the last part of its model cycle. To keep buyers interested, the company has undertaken a refresh of its upscale midsize SUV. As is typical of these things, the changes include some exterior and interior rejuvenation, as well as increased content levels and a slight uptick in price. The basics of the styling changes are pretty straightforward. The 2015 Touareg can be pretty easily spotted versus the outgoing model by way of its four-bar chrome grille, a cleaner headlight design, bigger VW badge and a completely new lower front clip. (I got one photo of the old and new models side-by-side for my Twitter followers before we rolled out on the drive.) There's also a thin strip of chrome that runs around the bodywork, standard LED taillights and a selection of three new wheel styles and five new paint colors. Inside, I found it harder to spot the changes, old to new. The Touareg's switchgear has been updated and there's a new frame for the infotainment display, but there's no piece that stands out and says "new model year!" Powertrains and mechanical bits all carryover from the 2014 Touareg, too. But there were a few functional changes to the vehicle, primarily in the new Driver's Assistance Package, for me to take note of as I took a lap of my favorite Ann Arbor, MI driving route. Drive Notes Let me start with the newest news then, the Driver Assistance pack. Volkswagen will sell you this suite of safety gear on either the mid-level Lux or the top-end Executive trims, for $2,500. The package included adaptive cruse cruise control, "Front Assist" for emergency braking situations, lane-keep assist and blind spot monitoring. If the contents of that package don't strike you as revolutionary, you're not alone. Some or all of the technologies that are new to the Touareg have been around other showrooms – and other VW family products – for quite a while. Still, they're nice to have as options. All of the driver assistance features that I was able to test worked as advertised, too. The adaptive cruise uses cameras, radar and ultrasonic sensors, so it isn't likely to be impacted by inclement weather, which is nice. I also appreciate that the lane-keep assist (which offers the driver a haptic buzz to the steering wheel when straying out of the lane) can be turned off, or turned down in terms of intensity and reaction time.

Volkswagen lays off 500 Chattanooga workers

The redesigned Volkswagen Passat has been a decent seller since its debut in 2011, but sales have apparently dropped off enough that the automaker is trimming some of the employees from its Chattanooga, TN assembly plant. According to Automotive News, Volkswagen will be cutting shifts and laying off 500 contracted workers in response to slowing sales.
Currently, the plant has three teams running 10-hour shifts Monday through Saturday, but starting May 13, this will be reduced down to two teams running 10-hour shifts Monday through Thursday. This will be done to reduce dealer inventory (the article says that VW dealers, on average, have a 97-day supply of Passats) and production capacity (currently running at an annual pace of 170,000 units, which is more than the 150,000 annual units the plant was planned to produce).
This, of course, isn't saying that the Passat has been a failure since VW added 200 full-time employees to the plant in February 2012 to keep up with increased demand. The AN article says that automakers frequently overstaff plants during the launch of a new product - or in this case, a new product and a new plant - but eventually reduce the workers as things run smoother and more efficiently.