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McLaren F1 team sets deadline for engine decision amid Renault speculation

BUDAPEST - McLaren says the next five weeks will be the key to deciding which engine it will use next season, with speculation mounting that the former world champions could ditch Honda and switch to Renault. Chief operating officer Jonathan Neale told Reuters at the Hungarian Grand Prix that "everybody is talking to everybody," but time was running out. "We've got to land those decisions in the next four or five weeks," he said, speaking from a design perspective and because drivers like McLaren's Fernando Alonso were waiting to see what engines teams had before committing to new deals. "I think there is a solution out there for everybody and I hope it's one that will be able to retain Fernando in this team." McLaren scored their first double-points finish of the season in Budapest on Sunday with double world champion Alonso finishing sixth, a day after his 36th birthday, and Belgian Stoffel Vandoorne 10th. The nine points lifted McLaren off the bottom of the standings just before the August break and factory shutdown, a result that Neale compared to scoring a goal before halftime. Alonso's future is a key concern, with the Spaniard out of contract and saying McLaren needs to provide a competitive car to keep him. Honda's power unit has been beset with problems since the partnership started in 2015, the engine neither reliable nor competitive. Hungary, the slowest permanent circuit on the calendar, reduced those shortcomings, but the next two races in Belgium and Italy are two of the fastest, where engine horsepower is of critical importance. McLaren is Honda's sole team in Formula One. A proposed partnership with Sauber terminated last week with the Swiss team choosing to stay with Ferrari. A split from McLaren could force the Japanese manufacturer out of the sport, but Neale hinted at an alternative. "You'll have seen the media speculation that there's discussions with Toro Rosso," he said. Toro Rosso use Renault engines, but a switch to Honda — which could bring welcome funding to a team whose Red Bull parent has considered a sale in the past — would free the French units for McLaren. The Renault engine has won a race this season with Red Bull and could satisfy Alonso, who won both his titles with the French manufacturer. The other alternatives to Honda are Mercedes and Ferrari, but Neale recognized that putting a Ferrari engine in a McLaren, the Italian team's historic arch-rivals, was highly unlikely.

Honda names first woman, foreigner to its board of directors

General Motors may have made headlines when it recently appointed the industry's first female CEO, but Honda has long lagged woefully behind the times when it comes to the diversity of its top management. In fact, its entire board has until now been composed entirely of Japanese men, with not a foreigner or a woman in sight. But as Reuters reports, that's all changing with the nominations to its latest board.
The slate of new directors named to Honda's board includes one Hideko Kunii, a gender-equality advocate and engineering professor from the Shibaura Institute of Technology. A graduate of the University of Texas at Austin, Kunii spent the bulk of her career at Japanese electronic imaging company Ricoh. Alongside Kunii, Honda has also named Tomoko Mizoguchi to the board as responsible for the company's South American operations, making him the first foreigner to serve on the company's board of directors. (Well, almost: Mizoguchi was born in Brazil, but of Japanese ancestry.)
The appointments follow the recent switch Honda made in its official language policy from Japanese to English, signaling a shift in outlook for a company that has long stuck to traditional Japanese business models. Honda was the first of the major Japanese automakers to begin manufacturing in the United States, and has long relied on hiring local managers to run its regional operations around the world. It has, however, resisted placing foreigners on its board of directors until now, relying instead on senior male managers promoted from within its ranks to serve on its board. This in comparison to Toyota, which has seven foreigners and one woman on its 68-member board of directors, and Nissan, which has fifteen foreigners (including its chief executive) and one woman on its 58-member board.

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.