GM to close plants, eliminate 25,000 jobs

WILMINGTON, Del. — General Motors Corp. plans to close plants and eliminate 25,000 manufacturing jobs in the United States by 2008 in an attempt to restore profitability at the world’s largest automaker, its chairman said Tuesday as he fended off calls for his resignation.

Chairman and Chief Executive Rick Wagoner told shareholders at GM’s 97th annual meeting in Delaware that the capacity and job cuts should generate annual savings of roughly $2.5 billion. About one out of six jobs in the United States will be eliminated.

The United Auto Workers union responded that GM’s ability to make the cuts will depend on worker attrition rates and its contract negotiations with the union. GM’s UAW contract expires in 2007.

“The UAW is not convinced that GM can simply shrink its way out of its current problems. What’s needed is an intense focus on rebuilding GM’s U.S. market share, and the way to get there is by offering the right product mix of vehicles with world-class design and quality,” said UAW Vice President Richard Shoemaker, who directs negotiations with GM.

Wagoner revealed the cutbacks as he laid out a strategy to invigorate GM’s North American operations, its biggest and most troubled, amid lackluster sales of its highly profitable trucks and sport utility vehicles, which have been hurt by high fuel prices.

GM posted a $1.1 billion loss in the first quarter, and its U.S. market share has fallen to 25.4 percent from 27 percent a year ago, as customers increasingly are choosing models from Toyota Motor Corp., Nissan Motor Co. and other Asian automakers.

Wagoner wouldn’t say which plants are in danger of being closed, but David Cole, chairman of the Center for Automotive Research in Ann Arbor, Mich., said the most likely targets are several older plants. Those include facilities in Janesville, Wis.; Doraville, Ga.; Oklahoma City and Pontiac, Mich., he said. The Janesville plant was built in 1919 and the Doraville plant was built in 1947. The other two plants were built in the 1970s.

Cole said GM probably won’t close plants that have recently undergone costly renovations, such as the plant in Lordstown, Ohio, that recently got $1 billion worth of upgrades.

Disgruntled shareholders, who saw the value of their shares fall to a 10-year low in April, gave Wagoner an earful on Tuesday.

“This company is sick,” said James Dollinger, a Buick salesman from Flint, Mich., who angrily told Wagoner he should resign.

Fellow shareholder John Lauve compared the GM leadership to officers aboard the Titanic as it headed for an iceberg. “The Titanic sank because the directors ignored the warnings,” said Lauve, who criticized everything from gas gauges in GM vehicles to the company’s health-care cards. “We need to excel at the basics.”

Fending off such criticism, Wagoner outlined four priorities: increasing spending on new cars and trucks; clarifying the role of each of GM’s eight brands; intensifying efforts to reduce costs and improve quality; and continuing to search for ways to reduce skyrocketing health-care expenses.