Joseph DeBattista and his son, Joey, acquired this Lapis Blue wonder after trading a Volkswagen. Owing to its rarity, they had to be creative with the restoration. While Joey was hunting for parts on eBay, his father bent metal to perfection, slowly completing a car that will always remain an underdog, a nice conversation starter, and a fail-proof daily driver. Just ask Richard Hammond, if you need more proof.
The Calibra came with 2.0-litre 16-valve four-cylinder engine from the Family II range with a Cosworth-designed cylinder head that put out a healthy 150bhp, which when combined with the sleek shape gave the Opel a healthy turn of speed. These early cars, which were built until 1993, are becoming desirable as the C20XE engine produced more power than the cleaner X20XEV engines of later cars, which only put out a still credible 136bhp. Other markets got an eight-valve version of the Calibra producing 115bhp. This car was never sold here in Ireland, but it did have the distinction of being the most aerodynamic production car in the world at that time.
Rüsselsheim. In 2019 Opel celebrates 120 years of automobile production – and thereby 120 years full of innovations for everyone. The German brand has a tradition of pioneering high-tech advancements and quickly bringing them to series production. This makes mobility affordable for many and the cars safer, cleaner, more comfortable and more practical. The 120 years advertising campaign, “Opel. Born in Germany. Made for everyone.” is based on this philosophy. It was as true of the first Opel – the Patentmotorwagen “System Lutzmann” of 1899 – as of all the other models that followed, from the “Doktorwagen” to “Laubfrosch” (Tree Frog), P4 and Kadett. Today the philosophy matches the Opel Corsa more than any other model.
In March 2017, Groupe PSA agreed to buy Opel, its British sister brand Vauxhall and their European auto lending business from General Motors for US$2.2 billion. In return, General Motors will pay PSA US$3.2 billion for future European pension obligations and keep managing US$9.8 billion worth of plans for existing retirees. Furthermore, GM is responsible for paying about US$400 million annually for 15 years to fund the existing Great Britain and Germany pension plans.
Sloan suggested that GM take the helm of Opel again for a two-year "probationary" period to see whether the economic conditions, then called "close to stagnation" in Germany, would improve. Sloan set other important goals: "General Motors should risk no additional capital in Opel. Credit facilities should be available. We should have complete freedom in personnel policies and administration. The products produced by Adam Opel AG should be solely within the jurisdiction of management, and if prices had to be approved by government authority, a reasonable return on the capital should be allowed."