(二) Workers at three BMW plants in Bavaria often put in 40-hour weeks, despite a national unioncontract mandating 35. They work an extra one or two when asked, as happened three dozen times lastyear at the Dingoling plant outside Munich. If one factory is busy, buses will haul workers over from theslower sites. When sales are brisk, the employees work on Saturdays. 　　BMW was changing the way Germans work long before it was cool. BMW reforms go back to the1950s, when workers helped persuade a big shareholder to save the company from being sold to outsiders.In return, the employees made wage and work-rule concessions to save jobs. The enduring legacy is fetedinside the company as the “BMW Formula for Work,” based on flexible schedules that apply to blue andwhite collar alike, while offering the security that Germans crave. 　　The difference between BMW and the latecomers to reform is striking. At BMW, there is noovertime pay, but job security is guaranteed. Labor relations are so good that BMW is opening a€1billion plant in Leipzig next year, while rivals look for cheaper labor to the east. 　　There’s sweet revenge in this tale. The outsider from whom BMW saved itself was Daimler. A seriesof blunders had nearly bankrupted BMW. Horrified, workers persuaded shareholders that BMW couldsurvive on its own. Together they scrapped a cheap “bubble car,” refocusing on sporty cars and revampinglabor rules. 　　The way of work is evolving. In 1986 BMW introduced flexible shifts to its Regensburg plant. Nowworkers put in overtime as needed and place extra hours in a time bank, to be withdrawn as time offduring slow periods. The result is more paid time off: one worker recently tapped his account for aneight-month holiday in South Africa. The 1950s crisis reshaped BMW’s DNA and its culture makes itpossible to keep work in Germany.
46. What is an appropriate title for this passage?
(A) A flexible German workforce.
(B) A strong German auto union.
(C) The serious crisis BMW faces.
(D) The ups and downs of BMW.