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GM workers in Oshawa walk out in protest of plant closure

TORONTO/MONTREAL – Canadian Prime Minister Justin Trudeau on Monday expressed his "deep disappointment" in General Motors' decision to close its Oshawa plant, a move Canadian officials only learned about on Sunday and which led workers to walk off the job on Monday. GM said the closure affects a total of 2,973 assembly line jobs. GM's total employment in Canada is 8,150 direct jobs. Workers in the Unifor trade union walked out of the Oshawa plant "in protest," ahead of a meeting with GM about the announcement, a union spokeswoman said. "I've moved my family twice for this company and they do this to me," a tearful worker told CBC TV as he left the plant. Currently, the Oshawa plant builds the Cadillac XTS and Chevy Impala sedans. Under Unifor's four-year contract signed in 2016, GM must give the union a year's notice before closing the plant. The automaker intends to close the plant in December, 2019. A 2015 study commissioned by Unifor, which represents GM employees, estimated that shutting the plant would eliminate 4,100 direct jobs and reduce Ontario's gross domestic product by C$1.1 billion. But Jerry Dias, president of Unifor, said the move amounts to a breach of the automaker's contract with its employees. "We have a collective agreement that says they're not closing any of our facilities ... so we will do anything by any means to make sure that they live up to their word," Dias said at a news conference. Dias said the contract between Unifor and the company forbids GM from closing any of its Canadian plants during the contract period, which ends in September 2020. "They are not closing our damn plant without one hell of a fight." Canadian officials promised to aid auto workers affected by the 2019 closure, part of a wider restructuring by the automaker that will cut production of slow-selling models and slash its North American workforce. "I spoke with GM (CEO) Mary Barra to express my deep disappointment in the closure," Trudeau tweeted on Monday. "We'll do everything we can to help the families affected by this news get back on their feet." GM workers have been part of the heart and soul of Oshawa for generations - and we'll do everything we can to help the families affected by this news get back on their feet. Yesterday, I spoke with @GM's Mary Barra to express my deep disappointment in the closure.

Meet Alex Archer, the engineer behind GM's power-sliding center console

In 2009, a GM manager complained to a 59-year-old GM technician about the hassle of retrieving items from a pickup truck bed after driving shifted the cargo. In two days, the tech had come up with the ideas that, ten years later, would debut as the MultiPro tailgate. The engineering teams kept the tailgate secret in part by hiding mock-ups in a locked storage closet in GM's Vehicle Engineering Center in Warren Michigan for two years. A piece in the Detroit Free Press reveals that another storage closet in Warren would play the same role in a different cloak-and-dagger operation, this time for the power-sliding center console in GM's new full-sized SUVs. During a meeting in early 2017, bosses gave the job of the console's creation to 24-year-old design release engineer Alex Archer, just two years out of Stanford University with a degree in engineering and product design.  This time, the catalyst for the feature was an internal GM think tank called co:lab, where employees suggest ideas. Execs gave Archer the task because "They needed someone willing to ask a lot of questions," her 36-month mandate to produce a six-way console that could be a standard cubby or a gaping maw able to swallow four gallon jugs or hide a secret compartment. Clearly, she succeeded. It took Archer and the team nine months to devise a prototype, another six months to get the green light for production. As with the tailgate, the team working on the console grew to include designers, production engineers, and suppliers. Archer, now 26, shepherded the process, and her name is on the patent. "It took a ton of people, I'm just somebody who stuck with it the whole time," she said. GM like her work well enough to produce the "Day in the Life" segment above, five months before the world would hear about the console. Archer's path to engineering was as unlikely as getting the job for the console. She had entered Stanford with plans to be a doctor. But an innovation class during her freshman year, and a sophomore summer spent helping her grandfather rebuild a 1937 MG engine recharted her course. Her grandfather told her, "You know, you could be an engineer for a car company." Consumer reaction to Archer's work won't be far off, the SUVs slated to hit dealerships soon. Meanwhile, she's busy on something that could be just as intense as the console: Restoring a 1955 Packard Clipper in her garage. Head to Freep to check out the story of Archer and the console. Related Video:

Frustrated GM investors ask what more Mary Barra can do

DETROIT — General Motors Co Chief Executive Mary Barra has transformed the No. 1 U.S. automaker in her almost five years in charge, but that is still not enough to satisfy investors. Ahead of third-quarter results due on Oct. 31, GM shares are trading about 6 percent below the $33 per share price at which they launched in 2010 in a post-bankruptcy initial public offering. The Detroit carmaker's stock is down 22 percent since Barra took over in January 2014. After hitting an all-time high of $46.48 on Oct. 24, 2017, the shares have declined 33 percent. In the same period, the Standard & Poor's 500 index has climbed 7.8 percent. Several shareholders contacted by Reuters said GM could face a third major action by activist shareholders in less than four years if the share price does not improve. "I've been expecting it," said John Levin, chairman of Levin Capital Strategies. "It just seems a tempting morsel to somebody." Levin's firm owns more than seven million GM shares. Barra has guided the company through the settlement of a federal criminal probe of a mishandled safety recall, sold off money-losing European operations, and returned $25 billion to shareholders through dividends and stock buybacks from 2012 through 2017. GM declined to comment for this story, but the company's executives privately express frustration with the market's reluctance to see it as anything more than a manufacturer tied mainly to auto market sales cycles. GM's profitable North American truck and SUV business and its money-making China operations are valued at just $14 billion, excluding the value of GM's stake in its $14.6 billion Cruise automated vehicle business and its cash reserves from its $44 billion market capitalization. The recent slump in the Chinese market, GM's largest, and plateauing U.S. demand are ratcheting up the pressure. GM is one of the few global automakers without a founding family or a government to serve as a bulwark against corporate raiders. In 2015, a group led by investor Harry Wilson pressed GM to launch a $5 billion share buyback, and commit to what is now an $18 billion ceiling on the level of cash the company would hold. In 2017, GM fended off a call by hedge fund manager David Einhorn to split its common stock shares into two classes. Einhorn, whose firm still owned more than 21 million shares at the end of June, declined to comment about GM's stock price. Other investors said there were no clear alternatives to Barra's approach.