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2015 Toyota Auris freshens up in Geneva, prepares for New York debut

Toyota is preparing to bring its Auris hatchback to the US market as a Scion. That makes news of this refreshed Auris, debuting at the 2015 Geneva Motor Show, a fairly noteworthy piece of news. Changes are decidedly light, befitting of a refresh. Toyota has tweaked the headlights, taillights and both bumpers for 2015, featuring a wider grille up front. In the cabin, changes are similarly limited, with updated connectivity equipment, particularly the area around the infotainment system, being the biggest change. A new instrument cluster looks to have been installed, as well. Aside from those changes, though, Toyota didn't do too much to the Auris. You can check out our full gallery of live images for Geneva, and you'll want to be sure to check back here next month, for the official coverage of the Auris-based Scion iM when it debuts at the 2015 New York Auto Show. NEW TOYOTA AURIS TO JOIN NEW AVENSIS ON STAGE AT GENEVA Motor show debut for British-built Auris hatchback and wagon Toyota will reveal its new Auris at the Geneva motor show (3 – 15 March), the British-built hatchback and Touring Sports wagon versions making their debut alongside new Avensis. New Auris enjoys a refreshed design that adds presence and prestige, together with an upgraded cabin and new comfort and safety equipment features. The hybrid remains at the heart of the range, having established itself as the leading powertrain in the line-up, accounting for around half of all Auris sales in Europe in 2014. Nonetheless, the new model heralds the arrival of new and improved petrol and diesel engines, developed with a focus on efficiency and performance. The simultaneous reveal of new Auris and Avensis follows on from last year's introduction of Aygo and Yaris to complete a full rejuvenation of Toyota's core European model range. Both Auris and Avensis will continue to be built side by side at Toyota Manufacturing UK's car plant at Burnaston, near Derby. Toyota will host its Geneva motor show press conference on its stand in Hall 4 at Palexpo, at 12.15pm on 3 March. Related Video:

Ex-Toyota Bill Reinert still in favor of hybrids, against EVs

Former Toyota executive Bill Reinert is so unsold on electric vehicles as a viable advanced-powertrain option for future transportation that he has praised – gasp – Ford, for its downsized internal combustion engines. Reinert was a key player in developing Toyota's original Prius hybrid and, in an interview published in Yale University's Environment 360 blog, said a hybrid that gets 60 miles per gallon is superior to an electric vehicle. "And that is why you will be seeing more fuel cells in the future." – Bill Reinert Reinert went on to praise the advances that automakers have made in improving fuel economy of fossil fuel vehicles, specifically namechecking Ford and its three-cylinder Ecoboost engine. He also has good things to say about both hydrogen fuel-cell electric technology as well as natural gas vehicles, but admits that limited fueling infrastructure will keep those types of vehicles in the margins for the near future. He also says that hydrogen vehicles aren't that great yet but that, "When most [manufacturers] investigate the two technologies [H2 and EVs], they see that FVCs offer more room for performance improvement and cost reduction potential. And that is why you will be seeing more fuel cells in the future." As far as pure electric, Reinert says lithium-ion batteries have "tremendous shortcomings" and talks about battery degradation, substandard performance in hot weather and, of course, limited single-charge driving range. He also says that people need to factor in the environmental impact of producing electricity for the grid to fully gauge how environmentally beneficial EVs can be. We'd like to take him and Tesla Motors Chief Elon Musk to what we think would be a spirited lunch. You can read the whole interview with Reinert here.

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.