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Child cobalt miners: Automakers pledge ethical minerals sourcing for EVs

BERLIN - Leading carmakers including Volkswagen and Toyota pledged on Wednesday to uphold ethical and socially responsible standards in their purchases of minerals for an expected boom in electric vehicle production. Demand for minerals such as cobalt, graphite and lithium is forecast to soar in the coming years as governments crack down on vehicle pollution and carmakers step up their investments in electric models. To cover its plans for more than 80 new models by 2025, Volkswagen alone is looking for partners in China, Europe and North America to provide battery cells and related technology worth more than 50 billion euros ($59 billion). Talks with major cobalt producers, including Glencore, at VW's Wolfsburg headquarters last week ended without a deal. More than half of the world's cobalt comes from the Democratic Republic of Congo, a country racked by political instability and legal opacity, and where child labor is used in mines. On Wednesday, a group of 10 leading passenger-car and truck manufacturers announced an initiative to jointly identify and address ethical, environmental, human and labor rights issues in raw materials sourcing. The partnership dubbed "Drive Sustainability" consists of VW, Toyota Motor Europe, Ford, Daimler, BMW, Honda, Jaguar Land Rover, Volvo Cars and truckmakers Scania and Volvo. The alliance "will assess the risks posed by the top raw materials (such as mica, cobalt, rubber and leather) in the automotive sector," said Stefan Crets of the CSR Europe business network. "This will allow Drive Sustainability to identify the most impactful activities to pursue" to address issues within the supply chain.Reporting by Andreas Cremer.Related Video: Image Credit: Michael Robinson Chavez/The Washington Post via Getty Images Green BMW Ford Honda Jaguar Land Rover Mercedes-Benz Automakers Toyota Volkswagen Volvo Green Automakers Green Culture Electric Scania ethics mining

Aston Martin Vantage vs. Mercedes-AMG GT C Review | Translating German into English

GROssBRITANNIEN — No car matches the new Aston Martin Vantage as closely as the Mercedes-AMG GT, the two sharing both their 4.0-liter twin-turbocharged V8 and electrical architecture while competing for the same market niche. So, of the many challenges Aston Martin faced when developing it, ensuring that the Vantage had a unique identity must have weighed more heavily than any other. The added spice to this confrontation is the GT's status as halo model for AMG. Meanwhile, Aston Martin's brand identity, built on the sharp-suited machismo embodied by a certain big-screen spy, is a make-or-break issue for the company. The identity problem has fascinated me since the AMG deal was first announce in 2013. So exploring the Vantage on British roads with the GT literally filling the mirrors is a big deal. Now, finally, we have directly competing products with which to explore the theory. And there's much to like in both, not least of which is that common powerhouse of an engine. While they don't share a platform, both use the classic front-engine, rear-drive, transaxle layout, with traditional driving manners to match. Some quick number-crunching as an appetizer: The AMG GT C you see here has the dry-sumped M178 derivative of the V8, with 550 horsepower and 501 pound-feet of torque, driving the rear wheels through a transaxle-mounted, seven-speed dual-clutch transmission and fully active electronic locking differential. It's 179 inches long, weighs 3,748 pounds and will clear 0-60 mph in 3.6 seconds en route to 197 mph. The Vantage has the wet-sumped M177 version of the same engine, as featured in countless AMGs and shared with the DB11 V8. It makes 503 hp, 505 lb-ft and drives the rear wheels through a transaxle-mounted, eight-speed automatic gearbox and fully active electronic locking differential. Sounding familiar? It's comparable in overall length but a couple of inches longer in wheelbase, and weighs pretty much the same as the GT C, give or take a few pounds. It hits 60 in 3.5 seconds and tops out at 195 mph. Both have adaptive dampers and a variety of driver modes, both are built from aluminum and both are at the sportier end of the GT spectrum. The two U.K.-market cars you see here cost just more than $180,000 with options. Pretty darned close, then. Numbers are one thing.

VW could look outside its own ranks for next CEO

Companies have two options when coming up with succession plans – hire within, or go outside its ranks. Either choice comes with advantages and disadvantages, to be sure. Hiring within means generally getting someone familiar with the company and its culture and traditions, while going outside is ideal if you're looking to shake things up and bring in fresh ideas. It's unclear which avenue the Volkswagen Group will go down when it comes time to replace its head man, Herr Professor Doctor Doctor Herr Martin Winterkorn, but he isn't ruling out a trip outside of Wolfsburg. Winterkorn has already given the reins of the VW brand to former BMW board member Herbert Diess, while Andreas Renschler, a former Daimler board member, is heading up VW's truck group. Now, Winterkorn has made some statements to a German weekly that indicate the most important thing about his successor isn't necessarily his (or her, though no women appear to be on the short-list) previous employer, Motoring.com.au is reporting, so much as his qualities as a leader and an engineering background. "A Volkswagen boss has to have a big affinity to our products. He needs to be close to customers and he needs to have a relationship with dealers," Winterkorn told Stern. "Like always, it depends on the personality and it also helps if the candidate is an engineer." Motoring throws out a couple of potential candidates from within, including Porsche boss Mathias Muller, Audi Chairman Rupert Stadler and engineering guru Ulrich Hackenberg, in addition to both Diess and Renschler. And while each candidate has a lot of potential, the only thing that's guaranteed right now is what Winterkorn has already said: "The decision about who will succeed me is not an easy one for the supervisory board."