大明王朝1566

A |     DETROIT -- United Auto Workers union President Shawn Fain is expected to update members Friday afternoon on progress in contract talks with Detroit's three automakers as movement was reported with General Motors.Fain is scheduled to do a live video appearance, where he could call on more workers to walk off their jobs, joining the 34,000 already on strike at six vehicle assembly plants and 38 parts distribution warehouses. The union's strikes at targeted plants at each company began on Sept. 15 and are nearing the start of their sixth week.A person briefed on the talks says the union is exchanging offers with GM and will meet again Friday with the company. The person didn't want to be identified because they’re not authorized to speak on the record about the bargaining. There also were meetings on Thursday with Jeep maker Stellantis.On Thursday, GM posted a video indicating that bargainers are still some distance apart. Gerald Johnson, the company's global head of manufacturing, said GM has offered a total wage and benefit package that averages $150,000 per worker. It includes a 20% pay increase over four years and a company contribution of 8% per year in 401(k) accounts, cost-of-living increases, and it brings most workers to a top wage of $39.24 per hour by September of 2027, the company said.GM already has agreed to pull new electric vehicle battery plants into the national UAW contract, essentially making them unionized, a key point for Fain and the union. The UAW is seeking 36% wages, restoration of defined benefit pensions that workers gave up in the Great Recession, pension increases for retirees, an end to varying tiers of wages for workers and other items.“You might might be asking yourselves why can't General Motors meet every demand Shawn Fain is asking for?” Johnson said on the video. “Simple answer is we need profits to invest in our future.”He goes on to say that during the past decade, GM had net income of $65 billion but invested $77 billion in the business. “If we don't have those profits to continue our investments in our plants, our people and our products, we will be facing declining market share, an inability to fund the EV transition, and an inability to compete with a growing number of competitors right here in America,” Johnson said.Ford and Stellantis have made similar comments, with Ford saying it has reached the limit on how much it can spend to settle the strike. The union, however, says labor expenses are only about 5% of a vehicle's costs, and the companies can divert money from profits and stock buybacks to pay for raises that cover inflation and make up for years of contracts without significant increases. The strikes started with one assembly plant from each company after contracts expired at 11:59 p.m. Sept. 14. The union later added the parts warehouses, then one assembly plant each from Ford and GM.Last week the union made a surprise move, escalating the strikes by adding a huge Ford pickup truck and SUV plant in Louisville, Kentucky. But Fain told workers Friday that the union added the Kentucky plant after Ford presented an economic offer with no more money than a proposal from two weeks ago.About 23% of the union's 146,000 members employed by the three automakers are on strike.Stellantis said Friday that it canceled displays and presentations at the upcoming Specialty Equipment Market Association show and the Los Angeles Auto Show as strike costs continue to grow. Earlier this week the company pulled out of the CES gadget show in January.。

B |     日産とホンダの経営統合が破談となってから、丸1年が経過した。両社はそれぞれの道を進んできたが、自動車を取り巻く環境は変わらず厳しいままである。1年前、年間販売800万台を目標に掲げた提携は市場に大きな期待をもたらした一方で、OSの差異や現場の矜持が統合を阻む現実も露呈した。2026年を迎え、競争の軸は「量」から「知能」へと移りつつあるなかで、両社に残された選択は組織の合流か、機能別の共闘か。ブランドの誇りを保ちつつ、開発費を大胆に圧縮する新たな道は開けるのか。統合発表から破談に至る過程を振り返り、生存の壁を探る。【画像】「えぇぇぇ！」 これが日産自動車の「平均年収」です！（4枚） ※　※　※ 　現在の状況下で、日産とホンダが再び歩調をそろえる可能性は否定できない。ここでは、統合発表から破談に至る経緯を振り返りつつ、将来の方向性を考察する。

C | 今回は第4回（最終回）として、「全機能統合」か「機能別連携」か、2026年の時点での判断を示したい。　日産とホンダの統合か連携かの判断を行う前に、自動車市場の現状を俯瞰する。販売面では世界的な電気自動車（EV）需要の停滞とハイブリッド車（HV）の注目度上昇が顕著であり、市場戦略では生産拠点の現地化が進んでいる。

D | EV販売は欧州、米国、中国で温度差があり、2024年以降は中国を除き世界的に需要が伸び悩む一方で、HVの販売は増加している。この傾向により、欧州の自動車メーカーはEV戦略の見直しを迫られ、欧州委員会も2035年までの内燃機関車禁止の方針を修正せざるを得なくなった。　ホンダも2025年5月に発表した「2025 ビジネスアップデート」で、2030年におけるグローバルでのEV販売比率が従来目標の30%を下回る見通しとし、需要の高いHVの比重を高める方針を示した。米国では、トランプ政権がガソリン車を優先し、2025年9月末でEV購入補助金が終了したことで、EV需要の伸びはさらに鈍化する見込みである。

E | 　一方、中国の自動車メーカーは関税政策や生産コストの優位を活かし、東南アジアや欧州に生産拠点を広げている。例えば比亜迪（BYD）はタイ、インドネシア、マレーシア、カンボジアに工場を持ち、欧州ではハンガリーに生産拠点を設置または建設中である。リープモーターはステランティスのポーランド工場で製造し、シャオペンはオーストリアのマグナ・シュタイヤーに生産を委託するなど、欧州メーカーとの協業も進めている。このようにEV競争は、輸出中心の「量」の拡大から、現地生産を前提とした市場での受容を重視する「質」の勝負に変化しつつある。EV需要が伸び悩む状況で慎重になれば、中国メーカーに市場を先取りされるリスクがある。