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Former Nissan head Carlos GHosn is released from a Tokyo jail on $9 million bails after 108 days in jail. He will live in a court approved residence to prepare for trial The surprise arrest of Ghosn took place on Nov. 19, and earlier bail requests were rejected until this one. Prosecutors say Mr. Ghosn had used Nissan money for personal benefit when Nissan assumed the loss on a derivatives contract made by Ghosn, and for failing to include $80 million in compensation in financial disclosures.

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Carlos Ghosn sees consolidation as where the auto industry is headed but no one has the money to go ahead and do this as long as credit is tight.

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Mr. Ghosn former CEO of Nissan and Renault left Japan for his home country of Lebanon. He was on trial for financial wrongdoing in Japan. Lebanon had put his image on a postage stamp and does not allow extradition of its citizens. Ghosn was required to stay in Japan pending the trial. It is not known how he left the country, some sources say he arrived through Turkey.

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This is a WSJ special report on Nissan and the failure of Carlos Ghosn's management style at Nissan leading to deep discontent in management ranks and employees, and also in Japan. Ghosn failed to invest in Japan seeing it as an aging society, and preferred the U.S. for investment. This was an affront to many Japanese, not just Nissan employees.  A big problem was that Ghosn's salary was larger than that of all nine top Nissan executives combined. Even during the 2008 financial crisis and cost cutting Ghosn's salary was understated by using accounting methods not approved by its auditor Ernst & Young. Under new Japanese rules oversight on compensation was given to Mr. Imazu who had to uncover the different shell companies that were used to shield the compensation and benefits going to Ghosn from public view. Lack of transparency and frugality was a major issue as one Nissan executive put it- "where is the transparency, and where is the frugality." New laws introduced in Japan in 2015 required release of compensation for any company executive making more than $800,000. Under these rules Japanese prosecutors were able to investigate the situation at Nissan.  In the end when the CEO of Nissan, appointed by Mr. Ghosn announced the arrest and detention of Mr. Ghosn, the Japanese audience applauded, showing how deep the discontent was in Japan. On November 19, in a carefully managed operation that would make a detective type story Japanese prosecutors arrested Mr. Ghosn as his plane landed in Tokyo, and arrested his assistant Mr. Kelly on the same day after his plane landed and his car was taken off the road to a rest area. Ghosn story has also its management lessons as this type of hard driving management with time spent jet-setting more than in contact with people and employees of the company is becoming unpopular. It is bad for employees and presents a rather unhealthy lifestyle, lacking any kind of role model for the rest of the company and society where the company is located. In this case not just Yokohama, but all of Japan, which resented the way it was treated. Recent articles have highlighted the situation at other companies. The General Electric story about the failure at GE in the U.S. - also explored this week in the WSJ -tells a story of hard driving management style of some executives that is increasingly becoming unpopular. A more thoughtful management style, with mindfulness, not based on personality or ego, is more productive leading to better decisions after taking in all views and enabling participation of other top and middle managers. ...

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The personality based governance under Carlos Ghosn is seen as a problem now that Mr. Ghosn is in a jail cell in Tokyo and under investigation by Japanese prosecutors. Mr. Ghosn faces charges that he under reported his deferred pay over a five year period to 2011.  The Economist magazine points out the other problems that might have led to to the authorites being informed about the failure of Nissan to make the internal audits. This relates to the activities  of Mr. Ghosn to arrange a possible takeover by Renault through a merger. Nissan owns only 15% non voting stake in Renault, and Renault by comparison owns a 43.4% ownership in Nissan. The French government has a 15% stake in Renault and efforts were made by Mr. Macron, as Economy minister, to secure double voting rights for long term shareholders such as the French government. This leaves the Japanese government and Nissan reluctant to see the move to Renault's takeover. The French government left with suspicions on the reasons for Mr. Ghosn's removal now less likely to cede control over the joint venture. The jet setting high flying ways of executives such as Mr. Ghosn with the company's identity being defined by their activities are also coming under much criticism. The CEO of Chrysler Mr. Marchionne was gravely ill at 66 following a decade of deal making, with chain smoking, leading to a severe illness. Renault under Ghosn rescued Nissan in 1999, Fiat under Marchionne rescued Chrysler in 2009 with U.S. government help. The Economist magazine points out the Nissan alliance with Renault is now tarnished by another high flying executive.   ...

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Tensions continue between Nissan and Renault after the prosecution of Carlos Ghosn. Renault asks a Japanese investment bank to approach Nissan to setup a plan for a holding company. Nissan owns a smaller share of the shares in the alliance 15% stake even though it is the dominant partner, compared to 44% for Renault, and 15% for the French government.  This is the result of the original merger decades ago when Nissan was in a financial crisis. The imbalance in management control and shareholding structure is a major complaint of Japanese executives. Today nationalist sentiment in Japan, and Nissan executives see the arrangement giving Renault major management role as an affront to Japanese sentiment and underrating the contributions on the Japanese side of the alliance which is technically superior.

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Nissan Motor Company CEO Hiroto Saikawa confirms that Nissan executives passed on information from a probe to Japanese authorites so that plans for a Renault takeover of the company could not take place. Mr Ghosn was seen as pushing a plan for a full combination of Renault with Nissan. Their motivation this report says was to protect Nissan and protect Japan's industry. In April 2018 the French government with a 15% stake in Renault laid out plans for a merger.

Nissan sells more cars than Renault but has a smaller stake in Renault. Renault owns 43.4% of Nissan after a 1999 bailout deal when Nissan sought help. Nissan holds only 1 15% nonvoting stake in Renault. Hence the imbalance. The alliance has benefited Renault because of the dividends from Nissan shares and sharing of auto parts and designs. Japan is seen as a very prideful nation according to Nissan executives who wanted to protect Nissan from takeover.

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Layoffs, cost saving measures that hit Russian suppliers at Renault's Russian operations OAO Avtovaz, taken by Swedish born CEO Andersson during his 2 years at the company lead to his resignation. The layoffs hurt ordinary Russians in Togliatti, a city 500 miles east of Moscow, leading to social discontent. The slump in the Russian economy following western sanctions led to decline in auto sales, and the situation was precarious. The minority partner Sergei Chemezov owns 25% of the company, is a friend of Mr. Putin, and says Andersson took business away from local suppliers. Carlos Ghosn, CEO of Renault credits Andersson with modernizing the plant and operations at Avtovaz.

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Carlos Ghosn of Nissan Renault is under criticism for trying to manage two companies at the same time and fills positions for head of North American operations, and the CFO position at Nissan. Still there is skepticism that Ghosn may be trying to do too much himself. Is Ghosn underestimating the intense competition inthe American market as the Detroit manufacturers gear up and Toyota, Honda and the Koreans and Germans also push ahead. The international market and the market in Chiona and India also is very competitive. In Europe Renault is losing market share already and Toyota and Fiat are increasing market share. Renault's sales are down 9% for the first half and its model lineup is aging.just as Fiat is coming up with new models.

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Renault signs an agreement with labor unions which provide for longer working hours and a one year wage freeze to reduce labor costs. Renault will in turn not close French factories and invest 1.1 billion euros to increase production in France. A similiar agreement was signed by Renault in Spain in 2012 and increased the urgency for reaching an agreement in France. Renault says increasing working hours 6.5% provided in the agreement will save the company 300 euros per car. Analysts estimate lower breakeven point for Renault after the deal. Renault said it will increase production to 710,000 cars in France by 2016 as part of the deal, taking output up to 85% of factory capacity. Production in 2012 declined to 532,000 in 2012, from 646,000 in 2011 and 1.2 million in 2007. Unions went into the negotiations sensing the danger in lack of competitiveness vs. Spain and Germany, and CFDT published a book titled "Renault in Danger!." Based on the experience in the U.S. as the economy recovered and sales recovered for Ford and GM, Renault may be seeing the effects of a gradual recovery in Europe by 2016. The 710,000 figure is a one third increase from the low 2012 figure, leaving room for expansion if this strategy succeeds. Renault's market share declined in Europe by one percentage point in 2012 to 8.4%, and its sales in Europe declined by 19%, according to the European Automobile Manufacturers Association. The increased production planned by Renault also includes 80,000 cars made for its partner Nissan....