17 minutes ago, carlo1967 said:

Vedremo 

 

Per carita, gli azionisti di FCA ricevono i 5,5 mld di dividendo, prima della fusione, perché FCA ha un patrimonio netto totale di circa 25 mld, mentre PSA ha un patrimonio netto totale di 19,5 mld circa, dunque si fa per equilibrare le due società per una fusione paritetica(50-50), se no gli azionisti FCA avrebbero dovuto prendere il 56,2% delle azioni della newCo e quelli PSA il 43,8%.   

16 minuti fa, carlo1967 scrive:

 Non intendevo essere critico o polemico, solo che riterrei più importante per il " nuovo 4 gruppo mondiale " un piano industriale valido interessante e lungimirante con potenziale ulteriore sviluppo e in secondo ordine " il mazziere". A me interessa poco chi " comanda chi"!?

 

Certo e su questo, sia FCA con Cheysler, che PSA con Opel (anche se 2.5 anni sono pochi per fare conclusioni) hanno dimostrato di sapere ben gestire delle importanti fusione/acquisti.

 

E Tavares e sicuramente un buonissimo CEO anche molto appassionato di auto.

Modificato 29 Novembre 20195 anni fa da iDrive

UAW-FCA close to tentative deal that would include $9,000 signing bonus, source says
 

Quote

 

The UAW and Fiat Chrysler negotiators are close to announcing a proposed tentative agreement that is expected to include a $9,000 ratification bonus, a source with knowledge of the situation told the Detroit Free Press on Friday.

 

Details of the four-year labor contract are expected to be ready for final review on Saturday, and details are beginning to emerge slowly.

 

UAW and Fiat Chrysler leaders began the final stages of their talks Monday, having working past 3 a.m. during the holiday week. The talks are taking place in Detroit at the old Connor Avenue Viper Plant. The teams did take Thanksgiving off, a source with knowledge of the situation confirmed.

 

In addition to a signing bonus that matches the one given to Ford workers, FCA is not expected to close any assembly plants. The company has been vocal about expanding operations to accommodate demand for its wildly popular Jeep franchise.

 

Ford gave $9,000 while GM gave its workers $11,000 to sign the deal and end a six-week strike and get back to work. 

 

A source with knowledge of the negotiations confirmed that FCA wants to avoid drama and will likely do so by putting its in-progression workers on a faster path to higher wages. While moving in-progression workers is part of the overall pattern with all three automakers, FCA has 64% of its UAW members in-progression. If the pattern proves true, FCA workers would reach top pay scale by the end of the four year contract.

 

This adjustment would come at a significant cost to FCA but a cost they acknowledge privately may be necessary for ratification.

 

Brian Rothenberg, spokesman for the UAW, declined to comment. Cindy Estrada, the lead negotiator for the UAW, has indicated in recent weeks that these talks are challenging and promising.

 

Fiat-Chrysler has faced intense pressure during this contract negotiation as workers have said they would strike if they felt they were offered an unfair deal. Many UAW workers have have said they worried about the integrity of their 2015 contract process, which has been the subject of a General Motors racketeering lawsuit against FCA and the focus of a massive federal corruption probe.

 

The UAW-FCA contract deal will impact 49,248 hourly and salaried workers, according to the UAW.

 

 

https://eu.freep.com/story/money/cars/chrysler/2019/11/29/uaw-fca-contract-negotiations-bonus/4332228002/

Tavares shares views on bid to combine PSA and Fiat Chrysler

Many in the automotive industry are talking about the need to consolidate to overcome the challenges of emissions regulations and autonomous cars, but Carlos Tavares is doing something about it. In 2017, PSA acquired Opel/Vauxhall from General Motors and within 18 months the money-losing German/British brands were recording 5 percent operating margins. This year, Tavares is dreaming bigger, hoping to engineer a merger with Fiat Chrysler Automobiles that would create the world's fourth-largest car company. He spoke with Automotive News Europe Associate Publisher and Editor Luca Ciferri and Correspondent Peter Sigal about the road ahead.

What is the rationale for a potential PSA-FCA merger?

The two companies are very complementary on technology and very complementary on geography. They have the confidence that comes from the fact that they have turned themselves around, and the maturity to understand that it's better to face the challenges ahead together rather than alone. All this is the foundation for synergies that could generate value for shareholders and stakeholders.

In the proposed merger, you would be CEO for five years and the 11th board member, with five each from PSA and FCA. How would you use that power?

The CEO is just a tool to make things happen, and the toolbox is very, very big. I want to be very humble. I'm privileged to have the opportunity to bring this deal to a conclusion with all the teams involved. I want to underline that Mike [Manley, FCA CEO] and I have a longtime relationship and mutual respect and trust for what we hope to build together. The [overall] CEO would be there to make sure the new company is moving forward in terms of technology investment, profitability, work-life balance and everything. Success for all of us would be that in a few years nobody remembers who appointed the board members.

The chairman of the new company would come from FCA, and the vice chairman would come from PSA. Is the arrangement as fair as it could be?

The top executives at each company should be at ease. These are two great companies based on the public numbers published by both. Neither is currently in crisis. So, full respect to the current top executives of the two companies -- chapeau bas (hats off), as we say in French. [PSA-FCA would be] such a big entity, with such a high level of things to be achieved, that we would need all of them. The second thing is that the only rule would be meritocracy: In the interests of everybody in the company, in each key position you should pick the best possible executive to deliver results for everybody to enjoy.

Do you want to become a bigger automaker or become a mobility provider?

A bigger carmaker would be very helpful, because if you don't become larger to dilute your r&d costs and have a volume scale effect on the purchasing of components such as batteries you could be in trouble. It's especially helpful with electrification, because you will have leverage to buy kilowatt hours at the most competitive price. Those two factors are real. That is where it helps. And specifically, for people working in regions where there are going to be significant breakthroughs on CO2 objectives, scale would be a real benefit.

PSA does not have a designated chief operating officer. How do you manage decision-making?

I am a strong believer in a matrix organization. At PSA we operate within three axes: the regions, the brands and the functions. Even within this three-dimensional operation, we have business units that go through and try to boost the system. For example, we could have the CEO of Peugeot reporting on volumes and profit, then the European head report on total profits, volumes, market share, quality and customer satisfaction for all brands in the region. On the functional side, we would look at whether we are ready to launch a new car, are manufacturing costs being reduced? So we are constantly reviewing the business in three dimensions.

How is this beneficial?

It's very important to let the matrix breathe. People are human. They have different characters, and they express them in a personal way. If you "lock" the matrix, it will break because you can't force people to all act in the same way. In the end, I don't care about the win for the brand, for the region or for the function. I want PSA to win as a whole.

You are a big believer in agility. When your company grows, how do you maintain its maneuverability?
Adding Opel/Vauxhall to Peugeot, Citroen and DS was a good learning experience. What I'm trying to do is find the spirit in what we want to achieve as an efficient team. People come to me with a paper with, say, 10 bullet points. I will listen to what they are, then say, "OK, what is the spirit of what we want to do?" If people understand that then they won't ask you every day what they should or should not do. They don't have to ask me for validation. Therefore, you will have more time because people will have more autonomy. It is rewarding and they can unleash their potential in a way that is much more fulfilling for them, and it gives me much more time.

Are you making fewer decisions now?

Certainly. But there are still topics where people don't feel comfortable enough to take a strong position, so they can use their monthly one-on-one, one-hour meetings with me to ask for guidance.

One area, however, in which both companies are weak is China. How would a merger with FCA help?

At least for PSA, I can recognize that we haven't achieved very much in China. But if we come together it could give us a lever to get things done there. The fact that we would be together would, perhaps, open other doors or different doors than the ones we could open alone.

On Jan. 1 new EU CO2 regulations will start to take effect and fleet emissions will have to drop sharply to 95 grams per kilometer. How will PSA flip that switch?

We have a very precise process. I can't say a lot about it because it's highly competitive, but it involves our production, our order book, and making our dealers actors in what we are doing, not just followers. For us, it's an ethical matter [to meet CO2 targets], not just a financial matter. Our employees' children might ask them someday, "What did you do to fix the global warming issue?" So, they want to say that despite working at a car company, they are contributing -- and working really hard -- to address global warming.

Meeting emissions targets means electrification. Do you have any battery supply concerns, and should Europe have more battery factories?

We have secured enough battery supply for the next three years, but in the longer term the question will be there. That is why we support the idea of a European battery champion project. We understand that strategically, on a long-term basis, we don't want to be dependent on the Asian suppliers, despite the fact that we have excellent relations with them. But such a project cannot succeed if we don't get the appropriate support as a strategic investment from the EU

PSA has had some of the best operating margins in the automotive industry, but there is an overall cost for emissions compliance. How much of this cost can you absorb and how much will you pass on to your customers?

We can be very disciplined on pricing, but at the end of the day it doesn't matter. All we can do is be the most profitable, so you don't get hit immediately by the costs of governments not investing in a charging network, not subsidizing sales of electric vehicles appropriately, or doing the wrong thing in terms of regulations. So either we digest these costs, or we are able to increase productivity. Or we can't, and somebody will get hurt.
 
How is it possible to reduce emissions and a company's carbon footprint while simultaneously protecting auto industry margins and employment?

I don't think there is a magic formula, but citizens should understand that the cost for reducing emissions will be paid by them, either through taxes or through reducing their freedom of mobility, from an affordability standpoint. People want better crashworthiness, they would like to have less or zero emissions, they would like to have more connectivity and more convenience, but nobody wants to pay for it. So somebody will have to make the hard choices.

We have heard people from Apple to Ford say that the move toward autonomous driving is more expensive and more risky than we thought. What is your position on how the technology will develop?

We have been very clear in saying that we don't see value in driver assistance systems beyond Level 3 [when the driver has to be ready to take over control if needed] for affordability reasons, viewed from the private customer. Beyond that the cost skyrockets and value doesn't increase proportionally. That means there's no business case for retail sales beyond Level 3. Now, we continue to work on Level 4 or Level 5 [when the car has control in most or all situations] that will be interesting for shared mobility such as shuttles. That's because these vehicles will be shared among many users, so they can be more expensive. They will be used in simplified environments with dedicated lanes with clear signage. That will also make the validation of the software easier, there will be fewer scenarios to test against.

https://europe.autonews.com/automakers/tavares-shares-views-bid-combine-psa-and-fiat-chrysler

Molto interessante,soprattutto la parte sulla guida autonoma 

Seeing this speach from Tavaresh I wouldn't be surprised if he is going to be eaten by alligators in US.

On 28/11/2019 at 14:15, viva l'italia scrive:

Molti condomini, aziende publiche e private, nonchè grossi supermencati e centri commerciali offriranno il servizio.

Negli Stati Uniti già succede, non vedo perchè non lo si possa fare a Milano.
Dove lavoro io abbiamo già le colonnine da 5 anni. Attacchi la spina vai al lavoro.
Il vero scoglio sono ancora i viaggi lunghi, con tempi di ricarica sconvenienti

☏ Pixel 3 ☏
 

Mi sorge un dubbio... l’attacchi alla spina e vai a lavoro quindi teoricamente dovrebbe esserci un posto/colonnina per ogni dipendente ?

51 minuti fa, Bare scrive:

Seeing this speach from Tavaresh I wouldn't be surprised if he is going to be eaten by alligators in US.

Tavares Is a big White shark

https://www.automoto.it/news/gamma-fca-2020-fiat-nuova-serie-500-subito-ma-la-bev-e-panda-restyling-attendono.html

 

Davvero non volevo crederci a quello che ho letto. Ma davvero esistono giornalisti così? Il tester di smartphone e l'amico cicciosprint farebbero bene a rileggere quello che viene pubblicato.

Vi riporto giusto due cose:  

... "la Fiat" mette in strada ... 

... In Italia gli affezionati attendono quella che, esagerando, certi chiamano Serie 8 della Fiat 500 ...

... sotto un cofano a logo FIAT (FCA-PSA) ...

 

Il sedicente giornalista credeva che Serie 8 della Fiat 500 fosse una sorta di soprannome, come per dire la BMW Serie 8 delle Fiat 500. Senza contare che Serie 8 è una terminologia usata più dai rivenditori che dagli appassionati.

Modificato 30 Novembre 20195 anni fa da SolidSnake

On 24/11/2019 at 22:25, iDrive scrive:

Certo e in Brasile cosa venderanno?

 

Certo che FCA che vende 10 (DIECI) volte di più di PSA in Brasile lascerà il suo GSE 1.0/1.3 per quello PSA...

Il 3 cilindri brasiliano è diverso da quello europeo ..... ed è prodotto sul posto ....