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Toyota raises Japanese base wages for first time since 2008

Toyota is on track for record profits, and in return, its Japanese workers are receiving their first increase in base wages since 2008, plus higher pay based on seniority and a larger bonus for 2014. The Japanese automaker predicts the average laborer will net a 2.9 percent income gain.
The average Toyota employee will earn 2,700 yen ($26.28) more each month, a 0.8 percent increase from last year. Workers will also receive about 7,300 yen ($71.09) more monthly based on seniority and promotions. Finally, the company's union pushed through a median bonus of 2.44 million yen ($23,768) for 2014, the highest in 6 years.
The pay boost comes as Toyota forecasts a record 1.9-trillion yen ($18.5 billion) profit for the fiscal year ending on March 31, according to Bloomberg. It has been helped by the Japanese government's efforts to weaken the yen on international markets and expand inflation. Prime Minister Shinzo Abe has been asking businesses to increase compensation to end years of deflation and offset upcoming higher sales taxes. Honda and Nissan have also raised their wages there in recent months.

These are your top 10 worst-selling vehicles of 2012

Despite 2012 being the best year of auto sales this country has seen since 2007, not every vehicle got an equally large share of the sales pie. Some barely got a sliver, as evidenced by this year's list of the top 10 worst-selling vehicles of 2012. We've dug through sales data from every automaker to come up with this year's list and, like last year, we've set some parameters to ensure it includes legitimately bad-selling vehicles. The first parameter is a starting MSRP under $100,000, which automatically excludes what's parked in most one-percenters' garages. We're also excluding vehicles cancelled in 2012, even if they garnered sales through the end of the year while dealerships sold off remaining inventory. This includes models like the Mitsubishi Eclipse, Mercedes-Benz R-Class and last year's worst-seller, the Acura RL. Next, vehicles are considered as they are reported by the automaker, which means that, while sales of the Murano CrossCabriolet were probably low enough to make the list, because Nissan reports only one number for all Murano sales, it was excluded. Cadillac, however, reports sales of the Escalade EXT separately from the Escalade, hence its repeat appearance. Finally, there was the question of whether or not eligibility should be given to Suzuki vehicles, as the brand announced in November that it would end sales in the US as soon as its current inventory ran out. We decided Suzuki vehicles should be included as the brand was offering 2013 models at the time of the announcement, and as far as we can tell, inventory levels remained high enough to satisfy demand through the end of the year. Without further ado, below are the top 10 worst-selling vehicles of 2012. Top 10 Worst-Selling Vehicles of 2012 10. Volvo C30 MSRP: $25,500 Units Sold: 2,827 Last Year: – 9. BMW Z4 MSRP: $47,350 Units Sold: 2,751 Last Year: – 8. Audi TT MSRP: $39,545 Units Sold: 2,226 Last Year: – 7. Subaru Tribeca MSRP: $32,595 Units Sold: 2,075 Last Year: 10 6. Suzuki Equator MSRP: $19,449 Units Sold: 1,966 Last Year: 7 5. Cadillac Escalade EXT MSRP: $63,060 Units Sold: 1,934 Last Year: 6 4. Nissan GT-R MSRP: $96,820 Units Sold: 1,188 Last Year: – 3. Acura ZDX MSRP: $50,920 Units Sold: 775 Last Year: 4 2. Mitsubishi Lancer Sportback MSRP: $18,495 Units Sold: 702 Last Year: 3 1. Mitsubishi i-MiEV MSRP: $29,125 Units Sold: 588 Last Year: – Want a little more "worst-selling" data? Check out our list of the top 10 worst-selling vehicles of 2011.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.