Illuminated Mercedes buckle extends when rear door opens.

The buckle features an illuminated insertion slot to make it easier for a rear-seat passenger to find the latch, especially in the dark. The system extends the buckle nearly 3 inches, then retracts when the seatbelt tongue is inserted.

If the car swerves or comes too close to an object ahead, the system automatically retracts the belt by 1.6 inches to increase belt tension until the danger passes. If there is a crash, the active buckle system extends when the rear door is opened by the occupant or a rescue worker outside the vehicle.

Daimler says the technology will replace traditional pyrotechnic devices, which cinch a belt only upon impact. The new buckle system reduces stress to the occupant during a crash, according to the company.

Mercedes says the active buckle system will debut “shortly” in an unspecified model line.

The Nissan Invitation supermini

The Invitation extends some of the styling cues that debuted in the company’s Juke crossover two years ago, making it considerably more aggressive in appearance inside and out than the current Note. The concept features a steeply raked windshield, glass roof, LED headlamps and integrated roof spoiler.

Nissan has released no details about the Invitation’s powertrain. But the company does envision one engine option that emits less than 100 g/km of carbon dioxide. Auto Express says Nissan may be referring to the 1.2-liter three-cylinder gasoline engine that powers the company’s Micra city car. That 97-hp supercharged engine is equipped with an automatic stop-start system and produces only 99 g/km of CO₂.

The newspaper cites a company official who says frustrated GM executives are demanding sweeping cuts at Opel, which could include closing assembly plants in Bochum, Germany, and Ellesmere Port, England. The factories employ a combined 5,200 workers.

“If Opel is going to get fixed,” the Journal’s GM source declares, “it is going to get fixed now, and cuts are going to be deep.” Earlier press reports said GM wants to work out a clear turnaround strategy by the end of March.

The Journal says the GM official’s comments are meant to send a message to Opel’s labor leaders, with whom it must negotiate any cuts. The company’s German works council publicly decried GM’s statements late last year about unleashing another round of sharp cuts.

Opel’s last turnaround effort was a €3 billion ($4.4 billion) restructuring in 2010 that aimed to restore profitability, in part by eliminating 20% of its capacity and shedding about 8,300 jobs. The company closed a plant in Antwerp, Belgium, and thus far has cut about 5,800 jobs.

The company says higher commodity costs offset a 37% jump in revenue to 83.3 billion rupees ($1.7 billion). The company’s SUV sales rose 23% to 51,700 units.

The company’s operating margin narrowed to 12.2% in the third quarter from 15.1% a year earlier.

The newspaper cites a company official who says GM will disclose a “horrendous” fourth-quarter loss at Opel when it reports earnings on Feb. 16. GM executives are impatient with the failure of repeated efforts to revive Opel, according to The Journal. It estimates the unit has lost about $14 billion since 1999.

“If Opel is going to get fixed,” the Journal’s source declares, “it is going to get fixed now, and cuts are going to be deep.” Earlier press reports said GM wants to work out a clear turnaround strategy by the end of March.

The Journal says the GM official’s comments are meant to send a message to Opel’s labor leaders, with whom it must negotiate any cuts. Closing the two plants would involve a combined 5,200 workers.

Opel’s German works council publicly decried GM’s statements late last year about unleashing another round of sharp cuts.

Opel’s last turnaround effort was a €3 billion restructuring in 2010 that aimed to restore profitability, in part by eliminating 20% of capacity and shedding about 8,300 jobs. The company closed a plant in Antwerp, Belgium, at the end of 2010 and thus far has cut about 5,800 jobs.

The report has revived speculation that Bernhard, 51, is the heir-apparent of CEO Dieter Zetsche, 58, whose contract ends in 2013. Zetsche attempted unsuccessfully in August 2010 to squelch such talk by declaring that Bernhard is “not my crown prince.”

Bernhard was COO at Chrysler when Zetsche was the company’s CEO in 2000-2004. After a hiatus as Volkswagen brand chief in the mid-2000s, Bernhard rejoined Daimler in 2007 as head of the van unit.

Rainer Schmueckle, who had been considered a CEO contender, quit in mid-2010 after Daimler turned his main duties over to Bernhard.

The report has revived speculation that Bernhard, 51, is the heir-apparent of CEO Dieter Zetsche, 58, whose contract ends in 2013. Zetsche attempted unsuccessfully in August 2010 to squelch such talk by declaring that Bernhard is “not my crown prince.”

Bernhard was COO at Chrysler when Zetsche was the company’s CEO in 2000-2004. After a hiatus as Volkswagen brand chief in the mid-2000s, Bernhard rejoined Daimler in 2007 as head of the van unit.

Rainer Schmueckle, who had been considered a CEO contender, quit in mid-2010 after Daimler turned his main duties over to Bernhard.

Toyota raised its revenue and unit sales estimates slightly to 18.3 trillion yen ($238 billion) and 7.41 million vehicles, respectively. The latter does not include its Daihatsu and Hino subsidiaries.

In the fiscal third quarter ended Dec. 31, Toyota’s net income fell 14% to 80.9 billion yen ($1.1 billion). The company says results were dragged down by the strong yen, hefty taxes and the aftermath of natural disasters in Asia.

Quarterly revenue rose 4% to 4.9 trillion yen ($63.4 billion) as sales climbed 9% to 1.97 million vehicles. Operating earnings, which exclude a hefty tax hike, surged 51% to 149.7 billion yen ($2 billion).

By region, Toyota narrowed its operating loss in Japan to 31 billion yen ($398 million) from 105 billion yen in the year-earlier quarter. Operating profits tumbled 41% to 40 billion yen ($528 million) in the rest of Asia, fell 14% to 90 billion yen ($1.2 billion) in North America and quadrupled to 10 billion yen ($137 million) in Europe.

He succeeds Barry Allen, who has been the company’s non-executive chairman since 2009. Allen will continue as a director. Richard I. Beattie, chairman of law firm Simpson Thacher & Barlett LP, will serve as lead director.

Wandell was the company’s first outside CEO in 28 years when he joined Harley from Johnson Controls Inc. in May 2009. The motorcycle maker has returned to profitability as he orchestrated a major overhaul of U.S. manufacturing operations, including closing plants, cutting jobs and winning labor concessions. Wandell also divested the company’s Buell and MV Agusta brands.

The factory, which opened in October, makes the Corolla compact car for the North American market. But the strong yen has been making it less profitable for Toyota to build small cars in Japan for export.

The company said in November it is “very possible” it would consider shipping Corollas from Mississippi to export markets with which the U.S. has free-trade agreements, such as South Korea.

Toyota raised its revenue and unit sales estimates slightly to 18.3 trillion yen ($238 billion) and 7.41 million vehicles, respectively. The latter does not include its Daihatsu and Hino subsidiaries.

In the fiscal third quarter ended Dec. 31, Toyota’s net income fell 14% to 80.9 billion yen ($1.1 billion). The company says results were dragged down by the strong yen, hefty taxes and the aftermath of natural disasters in Asia.

Quarterly revenue rose 4% to 4.9 trillion yen ($63.4 billion) as sales climbed 9% to 1.97 million vehicles. Operating earnings, which exclude a hefty tax hike, surged 51% to 149.7 billion yen ($2 billion).

By region, Toyota narrowed its operating loss in Japan to 31 billion yen ($398 million) from 105 billion yen in the year-earlier quarter. Operating profits tumbled 41% to 40 billion yen ($528 million) in the rest of Asia, fell 14% to 90 billion yen ($1.2 billion) in North America and quadrupled to 10 billion yen ($137 million) in Europe.

The first Earth Dreams engine, a three-cylinder 660-cc gasoline powerplant rated at 52 hp, debuted in December in Japan. That engine, which is 15% lighter and 10% more fuel efficient than the unit it replaces, powers Honda’s N Box minivehicle.

Honda also plans to roll out a V-6 and three more inline four-cylinder gasoline engines in the Earth Dreams series. The company says each engine will be at least 10% more fuel efficient than the one it replaces.

The new four-cylinder diesel produces 118 hp and 221 lb-ft of torque. Honda says carbon dioxide emissions will be less than 100 g/km. The aluminum powerplant is scheduled to arrive at year-end to replace the current 2.2-liter diesel offered in Civic hatchbacks sold outside North America.

Less than 1% of dealers polled expect no improvement. Most analysts predict the American auto market will grow 6%-10% this year.

Ally says its survey of dealers also found:

• More than half expect small cars to be the fastest-growing sector of the American auto market this year.

• Three-quarters believe consumer confidence will be the biggest factor in sustaining demand this year. Others cite manufacturers’ incentives (16%) and vehicle availability (9%).

• More than two-thirds say a vehicle’s price is the biggest factor in a customer’s buying decision—far surpassing such factors as fuel economy (14%), styling (12%) and technology (5%).

• Nearly 60% say the average credit profile of prospective customers is improving. Most of the others see little change.

Dongfeng already has a production partnership with Renault’s alliance partner Nissan Motor Co.

The Wuhan factory produces vehicles under Dongfeng’s Fengshen brand. Renault output would benefit the Chinese carmaker because Fengshen sales are growing too slowly to use the plant’s 240,000-unit annual capacity, Sina opines.

Renault said in July that it hoped to begin making vehicles in China by 2016 and hinted that Dongfeng would make a good partner. Chief Operating Officer Carlos Tavares said last month the company hopes to reach a cooperation agreement with Chinese authorities this year.

Renault also is considering using the Fengshen dealer network, according to Sina. The French company has said it plans to expand its existing network of about 80 dealers.

The Wichita, Kan.-based company is close to violating its loan covenants after the weak global economy sapped demand for small and midsize business jets. Analysts say the company, which is owned by Goldman Sachs and Canadian private equity firm Onex Corp., may need to restructure its debt soon.

Miller was CFO of Chrysler during the company’s early-1980s turnaround. He dubbed himself the “Turnaround Kid” after restructuring Bethlehem Steel, Waste Management and Federal-Mogul. During Delphi’s 2005-2009 bankruptcy, he became a lightning rod for labor ire as the company slashed jobs and pay.

Since 2010 Miller has been chairman of bailed-out insurer American International Group, a job AIG says he will keep.