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GM says it will end traditional pension contributions and instead use a 401 (K) plan. GM's pension plan was underfunded by $8.7 billion as of Sept 30, 2011. GM will also freeze salaries for 26,000 salaried workers. Salaried workers will get an extra week of vacation. GM's 48,500 UAW union represented hourly workers will receive bonuses under a formula dependent on profitability and quality. Salaried employees will receive smaller bonuses because other metrics such as free cash flow and earnings before interest and taxes, and not just profit, are used to determine bonuses. GM's management sees GM as not having enough margins to reduce risk to the level it should be. The pension shortfall and the losses in Europe are also on their minds. Margins at GM lag behind compettitors. GM's margins are at about 6%, compared to Hyundai and BMW having margins of 10% in 2011. These changes come as GM plans to show a record profit of $8 billion in 2011. Management sees no room for complacency after the missteps in the last decade leading to the government bailout. A strategic decision made by GM in 2011 was to reduce the overhang of high inventory by reducing production, changing the way GM operates now compared to the years before bankruptcy....

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GM's operating income in European operations since January 2010 is a negative $2.34 billion. The continuing loss in European operations comes at a time when GM's performance is weakening in the U.S. GM is facing more competition from Japanese makers as they recover from the effects of the earthquake and tsunami of March 2011. GM had 82 selling days of Chevy Cruzes and 109 selling days of Malibus in dealer inventory in Jan 2012. Analysts estimate lower earnings of 42 cents per share for the last quarter of 2011. GM is freezing the salaries of 26,000 salaried employees and addressing a shortfall in its pension fund by switching to 401(K) contributions to reduce the risk.

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GM will pay Prudential Insurance $29 billion upfront to take over $26 billion in pension obligations for its salaried retirees. Pension buyouts will cost about $3 billion. GM said on May 31, 2012 that it will turn over the responsibilities for all assets and obligations of its salaried retiree pension program and management of the obligations to Prudential Financial Inc. This will be done by purchasing of a group annuity contract. GM says retiree payments will be kept the same. About 42,000 of the 118,000 salaried retirees will be given the option of a one time payment. Ford has made a similiar plan. GM has $134 billion in global pension obligations, with a $25 billion shortfall, which affects its debt ratings and draws investor concern. This is one step in addressing this problem. GM plans to do the same for the pension obligations of union retirees which is about twice the size of the salaried workers plan.

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GM and Peugeot Citroen are in talks for sharing the cost of developing new engines and other costs. GM and Citroen Peugeot face declining sales and intense price competition in the European market. With declining sales in Europe there is a need to reduce capacity. GM showed a $747 million loss for Europe in 2011. Peugeot Citroen's automotive division showed a loss of 92 million euros in 2011. A decline of 3-5% is expected in European car sales for 2012.

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Buick sales are up 60% this year. It has more to do with product quality of the cars, than the brand with which these cars were labeled. The Buick Lacrosse is winning the hearts of a younger demographic because of the styling, and the tech features such as iPod connectors and a 40 gig hard drive on the dashboard. This makes it GM's fastest growing brand in the USA. In the process Buick is leaving behind its old stodgy image and appealing to younger people. The Lacrosse released in 2009 has a sharp sculpted body and is changing how Buicks are viewed. Buick has discontinued its golf related advertising and cut ties with the Buick Open golf tournament. Now Buick is advertised in travel and culinary magazines. The Buick Regal is being advertised at rock concerts and with local bands. Customers are making their assessment on the basis of the value and styling, and not letting the image of old affect them, the shift in advertising only helps. Buick already sell well in China, where it is GM's main product. ...

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WSJ's Jeff Bennett interviews GM CEO Dan Akerson. Akerson describes his plans for GM- buying back shares of GM from the government, reducing Opel losses by a third or half, building the Chevy brand into a global brand, getting investment grade credit ratings.

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Mary Barra, 49, is appointed as the new leader of global product development at GM. Her background is in engineering, manufacturing and human resources. Barra is an electrical engineer who has been with GM for 30 years, was a vice president for global manufacturing and engineering, and manager of a Detroit assembly plant.

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Matthew Tsien, a vice president in GM China, will be the new president in Jan. 1, succeeded Bob Socia. Tsien will report directly to Dan Akerson, CEO of GM. Tsien is currently vice president of planning and program management and has experience working wih GM's joint ventures. The direct report helps to provide direct contact at the highest level with CEO Akerson. GM China chairman is Tim Lee, who is also executive vice president of global manufacturing. China provides about 30% of GM's global vehicle sales. GM is taking a new look at its China operations as increasing competition is eroding its market share. VW sales in China increased by 18% to 2.35 million cars and SUV's, in comparison GM sales were up 11% to 2.31 million, for the first 9 months of 2013. GM's plans going forward are to invest $11 billion in China through 2016 for 4 new assembly plants. This will boost annual production to 5 million vehicles in China by 2016.

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Who is Ed Whitacre? What is he like and where is he from? Ed Whitacre headed Southwestern Bell or SBC, which he merged with AT&T. Bored as a retiree in San Antonio after leaving AT&T, he took the job at GM. He golfs, wishes and hunts with his chocolate Labrador retriever at a ranch near his house in San Antonio. He is impatient by nature and likes to see things done. Managers who worked with him at Southwestern Bell say while they were working on day to day business, Whitacre would be the one thinking ahead, trying to figure out how to compete in the future, and the things that were likely to happen in the changing environment. For a smaller Bell he saw that it was simply whether his Bell would be acquired or whether he would acquire other Bell companies. He is a hands-on guy who like to do things himself, like running a bulldozer around his ranch, one of the things Whitacre likes to do. His beginnings are in small town Texas. The place is a sleepy railroad town called Ennis, Texas, where for 50 years his father was a locomotive engineer. Whitacre says his father had never finished high school, and he did not want Whitacre working for the railroad. Both his parents insisted that he get acollege degree. Whitacre went to Texas Tech in Lubbock, Texas, because the tution was only $75, and landed a job at Southwestern Bell in 1963 as a facility engineer. And he stayed with the company all the way- with 19 moves living in Texas, Arkansas, Missouri and Kansas- till it became the new AT&T. Frost, a retired San Antonio banker and a member of Southwestern Bell's Board in 1990 when Whitacre became CEO, says Whitacre started from the bottom, and literally, even climbing telephone poles. So it isn't surprising that this guy walks around the GM Renaissance Center, talks to GM employees, tries out a Taco at the Food Court at the Renn center (says its OK but not like Texas tacos), and uses all elevators like everybody else, unlike GM executives who equiped elevators so they could bypass floors. And he isn't hesitant to wear jeans and a sweat shirt while visiting a factory, which he says is all the clean clothing he had at the hotel. Now he has an apartment. Works 14 hours a day, 5-6 days a week, and has his phone ringing just when he hopes to leave town to escape for a weekend. ...

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Is G.M. pushing too early for an I.P.O. offering in the fourth quarter. Would a year or more of good results improve the chances of making an I.P. O. on attractive terms. By then the proceeds could be used to invest in growth, fund healthcare and pension liabilities, instead of just offering an exit for the government.

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Akerson's last day at GM. He talks about saving GM and the selection of Mary Barra as the new CEO. In a talk with employees at the Detroit Rennaissance Center Akerson says about saving GM: " You had to feel you were doing something for the country. To let the industry go by the wayside... it could be fixed and I love an underdog. Although I am a Republican I knew the bailout was the right thing to do." He says about Barra that when she took the product development job things were in chaos, and Barra was a decisive person who did a miraculous job in an uncomfortable situation. About Barra's personal characteristics Akerson says- "she is humble, confident and decisive and she will move the needle- also a very balanced individual and well centred."

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One of the big changes is to give responsibility to younger managers. Chairman Whitacre's marching orders are to cut executive ranks and gve responsibility to a whole new group of younger managers. Performance reviews and goal setting is short-one page. The organizational chart for vehicle reviews that required 70 or so executives to pass on it is gone. Product decisions are made at weekly meetings with the President present. And people are not supposed to fear speaking up if a change is needed to what they are doing for a product. Debate is in and seniority is not supposed to be the factor it once was. 50 page presentations are out. Reuss, who heads global engineering, describes his start in 1983 as a student intern, and the lack of debate that made it impossible for him to say anything about the failed Aztek van, that his bosses might not like to hear.Its as if these types of product decisions were somehow the work of higherups with managers not having an equal or more important say....

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Mary Barra, 51, head of global product development, is the new CEO of GM following Dan Akerson. Akerson will retire. She is a electrical engineer who started as a co-op student at GM in 1980. Her experience includes engineering positions, managing a assembly plant, and heading the human resources department in 2009. The president's position goes to CFO Dan Ammann, 41. Former Cummins CEO and chairman, Mr. Solso, will take up the chairman's position at GM. Mark Reuss will assume Mary Barra's position. This completes the transition planned by Akerson as the government sells its remaining shares in GM following the bailout. Akerson says he felt as if he was seeing a daughter graduate from college. It is a significant moment for the U.S. auto industry as a younger leadership looks to the future.

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The terms of the bailout loan to GM and Chrysler prohibit a threat to strike or a strike by the UAW during the negotiations with GM that take place between now and Feb 17, 2009. These are the terms between the Treasury Department and GM. Smaller strikes at GM and a longer strike at American Axle and Manufacturing cost the supplier and GM billions of dollars in cash at a perilous time for GM, showing that steps by the union have not been in the interests of the union and its workers in the long run. GM and the union now have the government also as a part of the negotiations, and more pressures are inevitable to become competitive in wages, benefits and other costs with the Japanese manufacturers.

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Readers will ask the question why did it take GM so long to close the jobs bank? Not till January 29, 2008, in the depths of the downturn with looming bankruptcy did GM close the jobs bank.

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Jim Campbell will replace Dewar as head of Chevrolet. He reports to Susan Docherty, head of sales, service and marketing for GM.

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Cyclicality and capital intensity in the auto industry keep Ford's share price down.