Richard Somerville, Ph.D. is a distinguished professor emeritus and research professor at Scripps Institution of Oceanography. He has told San Diego “City Beat” that KUSI promised to present his full statement on-air but didn’t. He was talking about my January 14th hour long program “Global Warming: The Other Side”. KUSI contacted Scripps seeking a response to the program for our 10 PM newscast that night. Scripps referred our Producer to Somerville. The Producer who had that assignment assures me that no “promise” was made. But according to the nasty City Beat editorial that slam-bams the program, Somerville said the station didn’t run his written statement and included only a couple of “garbled” sentences from a lengthy interview during a 10 p.m. newscast. He called KUSI and me “unethical.”
I object to his remarks to “City Beat” and take particular exception to being called unethical.
Toyota has estimated the cost of their recalls to be in excess of $2 billion, but many are predicting that lawsuits alone could top that number, as 30 U.S. suits have already been filed. With lawyers chomping at the bit for a piece of Toyota, credit rating agency Moody’s warned that a downgrade to Toyota’s credit rating is a strong possibility due to litigation risks that the company faces.
New reports regarding steering problems in the Corolla could also spell more trouble.
It has been estimated so far that there have been a total 19 fatalities involving the recalled vehicles, and Kansas City Attorney Gary Robb anticipates that number to increase significantly as people look more deeply into accidents in which a cause has yet to be determined.
Kelley Blue Book has also lowered its book values on the recalled models anywhere between 2.5% and 3.5%
It’s been a while since we’ve heard anything from Opel since GM regained full control of the brand. Nick Reilly, Chief Executive Officer of Opel, said today that the brand will invest €11 billion ($15 billion USD) by 2014, a move that will reinvigorate 80 percent of Opel/Vauxhall carlines, while placing a strong emphasis on alternative propulsions.
The plan calls for 80 percent of the Opel/Vauxhall carlines to be at an age of three years or less by 2012 – that includes eight major launches in 2010 alone – such as Meriva, Corsa, Movano and Astra Sports Tourer – and another four in 2011, most notably the extended-range electric vehicle Ampera, an industry-first in Europe.
Reilly said that Opel will also spend €1 billion ($1.3 billion USD) in innovative and fuel-efficient powertrain technology as it introduces a lineup of new green vehicles. The brand also plans on accelerating efforts to introduce an entry in the sub-Corsa segment to make a strong push in the light commercial vehicle business.
Follow the jump for the press release for more details.
Press Release:
Opel/Vauxhall CEO Nick Reilly unveils ambitious Plan for the Future
Product offensive and new investments to put Opel on a sustainable path
o Opel to invest €11 billion by 2014
o Positive assessment of company’s plan by independent auditors Warth & Klein
o Opel formally applies for loans or loan guarantees
o New product offensive to utilize Opel design and technology expertise
o Focus on alternative propulsion, desirable core products and growth markets
o Break-even by 2011, profitability expected by 2012
o 20 percent capacity reduction across Europe
Frankfurt/Rüsselsheim. Chief Executive Officer Nick Reilly today announced an ambitious five-year €11 billion Plan for the Future that will reinvigorate 80 percent of Opel/Vauxhall carlines and place a strong emphasis on alternative propulsions.
At the same time, Reilly said the external auditor Warth & Klein judged the plan sound and viable. With this assessment, the company this morning formally applied for loans or loan guarantees from the German government.
“We are extremely pleased that we now have independent confirmation that our plan is sound and will place Opel and Vauxhall on the road to sustainable, long-term profitability,” Reilly said. “We now have a road map, we know where we are headed and we are working with all our partners so we can switch into high gear for a successful future.”
The viability plan envisions that 80 percent of the Opel/Vauxhall carlines will be at an age of three years or less by 2012. This includes eight major launches in 2010 alone – such as Meriva, Corsa, Movano and Astra Sports Tourer – and another four in 2011, most notably the extended-range electric vehicle Ampera, an industry-first in Europe.
In addition, Opel/Vauxhall will spend €1 billion in innovative and fuel-efficient powertrain technology as it introduces a range of new green products. This includes:
* Launching an extended-range electric vehicle in addition to the Ampera
* Introducing pure battery-electric vehicles in smaller-size segments
* Expanding LPG and CNG applications, start/stop technology and right-sizing of engines.
In addition, the company has accelerated efforts to introduce an entry in the sub-Corsa segment and to make a strong push in the light commercial vehicle business. Several studies are under way to look at possible profitable export programs in the Middle East and Asia-Pacific.
“Opel/Vauxhall has a clear vision: to be a leading European manufacturer of high quality, desirable automotive products, based on German engineering, driven by a united team of professionals and respected around the world. This vision will be realized by offering an exciting and expanded product portfolio based on a strategic push into alternative propulsion technology,” said Reilly.
In order to support this vision, the company has sharpened and refined its brand DNA and product pillars, and is embarking on a program that ensures this DNA is engrained in every future Opel/Vauxhall product. Future products will be developed in Rüsselsheim at the International Technical Development Center. If they are based on a vehicle architecture developed elsewhere, they will return to Rüsselsheim early to ensure they deliver on the Opel/Vauxhall brand promise.
€11 billion investment over next five years
The viability plan requires long-term funding of €3.3 billion to run the business during the transformation. In total, the company plans to invest approximately €11 billion over the next five years.
As part of the €3.3 billion funding requirements, parent company GM has already injected €600 million into the new Opel/Vauxhall business. In addition, GM provided €650 million in advanced payments in January to ensure appropriate cash positions. The company will continue to work with European governments to secure funding of approximately €2.7 billion through loans or loan guarantees. Discussions with employee representatives about the overall plan continue both on European and national levels.
“We will build a European company that is profitable, self-sustainable and fit for the long-term,” Reilly said. “This keeps a manufacturing base in Europe. It is good for Europe, good for our employees and good for our customers. We therefore trust that the plan will be supported by our employees.”
Major restructuring to include 20 percent reduction in capacity
The business plan foresees Opel/Vauxhall will break even by 2011 and be profitable by 2012. It is predicated on economic forecasts that 13.4 million cars will be sold in Western Europe this year – a reduction of more than 20 percent from 2007. Opel/Vauxhall does not believe the market will come back to the levels seen earlier in this century for quite some time.
To adjust to the current and forecasted market environment, Opel/Vauxhall will reduce its capacity by approximately 20 percent. This requires a job level reduction of approximately 8,300. That reduction will be spread out across most of Europe and includes 1,300 employees in sales and administration and 7,000 jobs in manufacturing. This includes the intent to close the Opel production facility in Antwerp, Belgium, as previously announced.
Once the capacity reduction is implemented, the company is expected to run at approximately 112 percent of its capacity on a two-shift basis and 87 percent on a three-shift basis and therefore has – along with other potential measures – sufficient upside potential once the market starts to recover.
The company has eliminated the former GM Europe management structure in Zurich, Switzerland, and is now managed from the Opel brand headquarters in Rüsselsheim, Germany.
Market share maintained due to strong new vehicle launches
Opel/Vauxhall started 2010 with confidence. The company maintained a 2009 market share of 7.59 percent in Western Europe in spite of tough price competition. Opel increased its market share and regained the number two position in its German home market, while Vauxhall remained number two in the United Kingdom. Sales of the Opel Insignia – European Car of the Year 2009 – jumped to 160,000 in 2009. In Europe, the Opel Insignia is the leader in the medium sedan segment. The new Astra won the prestigious European Golden Steering Wheel award (Goldenes Lenkrad) and several other awards even prior to its market introduction. More than 75,000 orders for the five-door version have already been placed.
Recently, the DEKRA vehicle monitoring organization reported Corsa had the lowest breakdown rate of all cars on the market in Germany. Despite a 16 percent reduction in volume, the company still was able to reduce Hours per Vehicle by four percent, an indication of its manufacturing excellence. Opel/Vauxhall for the first time reported less than 20 HPV – an industry milestone only achieved by two other companies.
“Today’s announcement marks the beginning of a new era for Opel/Vauxhall. It is the biggest overhaul in the company’s recent history,” said Reilly.
“We now have all the necessary ingredients for a successful future in place: a motivated workforce, a new and accountable company culture, a product offensive based on innovative and highly fuel-efficient technology, a competitive cost structure based on conservative volume assumptions, a dedicated management team operating out of our Rüsselsheim headquarters, and the support from so many stakeholders. Now it is up to us to prove that we can do it. I am confident that we will,” he added.
Manufacturing Operation Plan
Plant
Plan
Reduction
Antwerp
Intention to close Antwerp plant and to relocate current Astra HB3 to Bochum until new HP3 is launched, announced on Jan. 21st
2,377
Bochum
Exclusive allocation of new Zafira in 3 shift production at adjusted capacity. F13 transmission production will be closed and replaced by F17 transmissions out of Aspern
1,799
Ellesmere Port
Produce Astra HB5 and Astra SW; add 3rd shift Mid 2011. Final volume output determined by plan capability
0
Eisenach
Produce all HB3 from current Corsa; relocate HB3 specific stampings from Zaragoza to Germany. 3 shift utilization with NG Corsa
300
Gliwice
Production of NG Astra HB5, NB4 and HB3; introduction of 3rd shift as of Mid 2010
0
Luton
Continue production of current product line-up until end of lifecycle in CY 2013; new business opportunities under investigation
369
Ruesselsheim
Exclusive production location for all Insignia variants; add new Astra HB5 flex as of 2011. Relocate F40 transmission to another plant
862
Zaragoza
Keep current 2 line system and installed capacity. Leading mfg. facility for GSV platform beyond 2013. Volume shares agreed for Zaragoza and Eisenach. Allocation of new Combo and other Corsa GSV derivatives in case of positive business case.
900
Aspern
Continue production of M20 / M32 MT6 gearbox and of Fam. 0 (1,0, 1,2 and 1,4) gasoline engines; increased production of F17 gearbox due to replacement of F13 by F17
0
Szentgotthard
Production of Fam. 1 gasoline engines (1,6 and 1,8) and of Allison transmissions
0
Kaiserslautern
Utilization as highly competitive press and component supplier. Diesel engine remains for lifecycle, L850 engine production will be discontinued in CY 2011 due to low demand
By Zenzele Ndebele BULAWAYO, Feb 9 (IPS) Faced with nearly six billion dollars of external debt, Zimbabwe's national unity government is considering applying for Highly Indebted Poor Country status.
According to the prime minister's office, the 5.7 billion dollars owed to the International Monetary Fund (IMF), the World Bank, the African Development Bank, and others prevents the country from borrowing more money, urgently needed to revive its economy.
The finance minister, Tendai Biti, says that joining the Highly Indebted Poor Countries programme is one way out.
HIPC was initiated in 1996 at least partly as a response to criticism of IMF and World Bank economic policy by civil society. The programme provides debt relief and low-interest loans to cancel or reduce external debt repayments.
To be considered for the initiative, countries must have an unsustainable debt burden. Assistance is on condition that the national governments of these countries meet a range of economic management and performance targets.
"You should know that Zimbabwe is not a poor country. It has vast natural resources, but these resources cannot be turned into capital," says minister of state in the prime minister's office Gordon Moyo.
"Zimbabwe should come up with a poverty reduction strategy paper, which is a blue print of how it is going to use the resources which are going to be availed to it once the debt is cancelled," continues Moyo. "It is the responsibility of Zimbabwe, it's not the imposition of the World Bank, IMF or the Paris Club or any other institutions."
But Dr Qhubani Moyo, a public policy analyst and activist, says Zimbabwe's economic problems don't originate with its debt, but with the economic sanctions intended to weaken Robert Mugabe's Zimbabwe African National Union-Patriotic Front party, which ruled from 1980 until 2008 when it was joined by two factions of the rival Movement for Democratic Change in a unity government.
"Unless we address the issue of sanctions we are not going anywhere. We need to ensure that we link the issue of sanctions with HIPC. Let's ensure there is economic growth in this country by engaging in trade – that trade can be done if the sanctions barriers are removed."
Responding to the minister's assertion – citing debt relief and economic growth in Uganda, Mozambique, Zambia and Nigeria – that HIPC has worked well for other African countries, Qhubani Moyo says the comparisons are mistaken.
"If you think that there is one formula for solving problems that hit all African counties, then you will have a serious problem in the long run.
"Countries like Mozambique were coming from a bloody civil war. Zimbabwe is a country whose economy collapsed but there was nothing in terms of destruction of infrastructure and superstructure. Also: if you look at Mozambique and these other countries that have become HIPC countries, the so-called growth is nominal. It's not being felt at the level of individuals."
Zimbabwe Coalition on Debt and Development representative Janet Mudzwiti criticises the HIPC plan from a different angle.
"We are against lender-led relief initiatives, simply because their ideology is not pro-people; they are not people-based policies. To us the HIPC principles still hinge on the neo-liberal policies that you have to open up your markets, introduce user fees for social essentials such as health and water. We are saying it's not different from the Structural Adjustment Programme which was disastrous."
Regarding the country's debt, she raises two important issues.
"There is the issue of odious debt and the issue of illegal debt," Mudzwiti says.
"When you look at the issue of Zimbabwe's debt profile, there is the issue of colonial debt (incurred by a white-only government between 1965 and 1980). And we have the issue of debt (incurred) under the economic structural adjustment programme."
Odious debt is debt entered into by a government on behalf of the people, but which doesn't benefit them. Much of the $500 million dollars of debt run up by the Rhodesian state was spent on fighting a war against the black majority; there is a strong case for that debt to be deemed odious.
Much later, Structural Adjustment Programmes were imposed by the World Bank and IMF across Africa in the 1980s and 1990s as a condition for loans to cover a previous debt crisis.
The conditions it imposed sharply restricted government spending on things like healthcare and education, called for privatisation of valuable state assets and of services like water and electricity, required the devaluation of local currencies, and stopped governments from protecting local production by means of import tariffs.
Zimbabwe's adoption of structural adjustment proved disastrous for the economy and activists are concerned that the conditions for HIPC may replicate this experience.
Once bitten, twice shy. Qhubani Moyo does not want the country to turn to the Bretton-Woods institutions for answers.
"Zimbabwe has a way of dealing with its problems. We can't have a one fix solution for all. Zimbabwe has to come up with its own model to use its own resources for its own recovery and its own growth."
If you want, say, a custom Chevrolet Corvette or Mercedes-Benz, there’s no shortage of aftermarket tuners who’d be glad to help. If your taste (and budget) demand something a little more opulent, however, then there are only a handful of companies at your service. And one of them is Project Kahn.
After taking on the likes of Bentley and Rolls-Royce, the British tuner has released a catalog of modifications for the Maybach 57. Good thing, too, because the top-shelf Benz could use some help. The package includes special 22-inch wheels designed to accommodate the factory wheel hubs (lest a passer-by mistake this for an S-Class), smoked taillights, tinted privacy glass and an interior that can be fully trimmed to order (not that the standard Maybach couldn’t have been in the first place). And with the sky the limit on customization, we’re going to go out on a limb here and wager that the price is, too. Images in the gallery below.
As we observed earlier, today’s stunning market surge reminded us of the day back in October 2008, when news first broke that Hank Paulson was mulling a program that we’d come to learn would be called TARP.
We had a brief surge before ultimately plunging soon thereafter.
The bottom line is that like the initial TARP — which bore no resemblance to the later TARP — nobody has any idea how a Greek bailout is going to work.
Paula Fray interviews ANNE-MARIE GOETZ, UNIFEM chief advisor for Governance, Peace and Security NEW DELHI, Feb 9 (IPS) Women's movements have played a critical role in creating political space for female participation in politics around the world. In fact, there are more women in government today than ever before.
According to UNIFEM's Progress of the World's Women 2008/2009 report "Who Answers to Women? Gender & Accountability", women now hold an average of 18.4 percent of seats in national assemblies, though the rate of increase is still very slow.
Around the world, a number of countries are undergoing an extended process of democratic consolidation, in which legal systems are being amended to incorporate new constitutional rights and political systems are being tested for their capacity to tolerate opposition, says UNIFEM's chief advisor for Governance, Peace and Security, Dr Anne-Marie Goetz.
But more needs to be done as women's effectiveness in translaitng policies into action depends upon gender-responsive governance reforms. And the women's movement can play a critical role in supporting such social change.
Paula Fray spoke with Dr Goetz, who has extensive experience in addressing the phenomenon of the use of sexual and gender-based violence as a method of warfare, supporting women's engagement in peace processes, gender-sensitive security reform, and inclusive post-conflict peacebuilding. The following is an edited version of the interview.
Q: The United Nations Development Fund for Women (UNIFEM), with U.N. Democracy Fund support, has been working with organisations supporting women in politics across the globe since 2006. What have been the greatest challenges in supporting women in politics?
A: Around the world women have a lower human and capital resource endowment than men: they often have fewer social networks linked to power than men, less education, less experience and less money. Networks and money are critical for effective political competition.
In addition, women often lack the extended political apprenticeship that men have. This means that women may not have spent the time moving up the ranks in political parties that men have, and in consequence, they may lack the senior mentors, the support systems, and the built-up constituency base that men have.
Add to this that women running for office do not have a natural constituency amongst voting women, as women in patriarchal societies do not necessarily perceive their interests as linked to women's leadership or a gender equality political agenda. In politics, women have many competing loyalties.
Q: Why is it necessary to have a specific focus on women when there remain many marginalised groups still excluded from political participation?
AG: There are many social groups excluded from or marginalised from public decision-making. What is so striking about women as a general category is that it is so socially enormous – half the population.
The structural exclusion of women is striking, and does tell us that there are serious double standards built into how democratic political competition works. What proves this is globalised tolerance of violence against women. If one in three men were subjected to violence, we would never accept that.
Another reason to focus on women when there other forms of marginality is because many types of exclusion are exacerbated by female gender. Address women's rights, and we can also address some of the inequalities affecting other social groups.
Q: So what impact does women's participation have on democracy and good governance?
A: It is often said that women don't make the difference that we think they would do. The difficulty is that we have too few cases from which to judge as there are too few countries that have too recently attained levels of women in politics high enough for us to expect to see a tangible impact. Women constitute a critical mass of 30 percent of national parliaments in only 27 out of 192 countries.
Where women are in a critical mass and have been there for long enough, and where state is supportive, we most certainly see changes in outcomes that favour women. In areas where women head local government, spending patterns change in favor of women and children. Particularly evident is higher local investment in water and poverty reduction for women.
Individual women in high places can also make a difference. In the case of investigations to the incidents of September 28, 2009 in Guinea, for example, there were two women on the international commission of inquiry and both were stalwarts on women's rights. These women made sure that the issue of the high number of extremely brutal and public rapes of opponents of the regime was looked at. Would that have happened otherwise? I honestly don't think so.
Similarly, in war crimes tribunals, women prosecutors make a difference – women prosecutors began insisting on indictments for war rape in the 1990s. Women make a difference to government: they offer women a role model, they feminise public space and make it more accessible to women and develop a constituency interested in gender equality.
Q: You have said that that delivery of public services is the most direct measure of government accountability to women. Can you elaborate on that?
A: If women have no say in public life then they cannot provide instructions in or influence public priority setting and resource allocation. If women are not part of decision-making then how will public authorities know what their needs are or how to address their needs?
An accountable government is one that gets systems in place to encourage women to make input into making those decisions and that takes feedback from women. Truly accountable governments recognise constraints on women's access to public decision-making and on their capacity to influence public priority setting because of gender discrimination and low human resource endowments.
Strong gender-sensitive public service provision can help women to make up for these deficits and empower women to become more effective leaders.
Q: Where should we be focusing our energies for reform if we are to improve women's participation in governance? Which interventions have greatest effectiveness?
AG: We need strong women's movements everywhere. Around the world we have seen that we've lost ground where the women's movement is not strong. Collective action has been the key to most gains made in women's rights in the past century and remains the best means of amplifying women's voice and leverage in public decision-making.
The British government’s climate change guru, Lord Stern, has had his emails sabotaged, Channel 4 News can reveal.
Lord Stern, author of the influential Stern Review on the economics of climate change and vocal advocate of the danger of man-made climate change, recently left government to head the London School of Economic’s Grantham Institute for Climate Change.
The Institute confirmed to Channel 4 News that Lord Stern’s email account was targeted last week.
A trojan horse computer virus was embedded in his account which then sent itself to other contacts in the economist’s inbox.
The email containing the virus appeared to come from Lord Stern himself but the Institute will not disclose the subject of the email or who may have been a receipient of the messages.
However, their technology department was able to establish that the breach originated in the United States.
And I thought Ed Whitacre had moved on to run United States General Motors. You may recall that, half a decade ago, when Whitacre was running SBC (prior to its takeover of AT&T), he made sure that a lot more people heard the term “net neutrality,” after he claimed that SBC should charge Google and other big online companies. His explanation was that Google and Yahoo and others were “reaching” his customer’s for free. This is, of course, wrong. Very, very wrong. It’s actually an attempt to double charge, based on the false belief that when you pay for your internet connect, you are only paying for the connection into the cloud, but then not out to any end point. Google is not getting anything for free. It pays (and pays a boatload) for its bandwidth. What Whitacre was trying to do back then was double dip and get everyone to pay twice for their bandwidth. The reasoning was so bizarre that you would have hoped it had died off by now.
No such luck.
Alan Gerow points us to the news that Spanish telco Telefonica’s President Cesar Alierta, appears to be channeling Whitacre, by claiming that big sites like Google and Yahoo get too much bandwidth “for free” and he wants to start charging them for it. Just like Whitacre, he’s really looking to double dip. Google pays for its bandwidth. What Alierta really means is he wants Google to pay again just to reach his customers over the bandwidth the customers have already paid for. The claim that Google, Yahoo or any of those companies are getting their bandwidth “for free” is ludicrous. But since Alierta believes that Google is getting bandwidth for free, perhaps he’ll agree to pay Google’s bandwidth bill.
You can send your Alex Nunez fanmail to Podcast at Autoblog dot com, review the show in iTunes, fill out our survey, or even leave us a voicemail on our Google Voice line 734-288-8POD (734-288-8763). Until next week, hit up Joystiq and Engadget when podcast loneliness sets in. Thanks for listening!
What is the most appropriate way to deal with a non-existent problem? Say, for example, that we are concerned about an invasion by Little Green Men from Mars. Would it be more appropriate to stage a preemptive strike on the Red Planet, devote more money to Star Wars-type technology, or perhaps look to bio-warfare of the type suggested in H.G. Wells’ War of the Worlds, where the Martian invaders were offed by germs?
Most sensible people’s immediate reaction to this range of “policy alternatives” would be: “Don’t be ridiculous. The problem doesn’t exist.”
Not so fast, those down at the UN’s Interplanetary Combat Command (IPCC) might say, pulling out voluminous reports from Keynesian economists and National Science Councils. How can we be absolutely sure that Martians aren’t assembling an armada on the far side of their planet? Haven’t you seen District 9? Shouldn’t we apply the “precautionary principle?” And haven’t you heard that those talking down the possibility of Little Green Men may be in the pay of major corporations, who may in turn be in league with the aliens? After all, both groups want to destroy our planet. Meanwhile think of the R&D spin offs from LGM research. Indeed, we might look forward to an “LGM economy” in which prudent, well-designed, future-oriented government global defence expenditures might compensate for all those private sector “market failures” that have left so many unemployed. Investing in R&D against space invasions fits firmly into Keynesian theory, which declares that it really doesn’t matter where government spends money, just as long as it “stimulates” the economy.
As if Toyota didn’t have its hands full already, federal safety officials said today that they are looking into complaints from Toyota Corolla drivers about an issue with the steering on their vehicles.
Officials said that the National Highway Traffic Safety Administration has received close to 80 complaints from drivers of 2009 and 2010 Toyota Corolla models. Many drivers are saying that their cars wander when they drive on the highway, making it hard for them to stay in lanes.
The NHTSA said it will determine if a formal safety investigation is necessary after looking into the complaints.
The department stressed that it is standard procedure for them to review driver complaints that they get every year on a wide range of vehicles.
Oh, what a terrible feeling it must have been when Toyota’s president, Akio Toyoda, had to sit down and write out this here mea culpa, mia maxima culpa for today’s Washington Post. As the bad news continues to fall upon Toyota’s bruised crown, we imagine that Mr. Toyoda realized that his company had reached the point where continued sound bite apologies (here’s another one) isn’t doing Toyota all that much good. As such, he put pen to paper and defends the Japanese giant in long format.
Maybe we could use a more charitable word than “defends.” For Toyoda does take responsibility (in writing, at any rate) for Toyota’s unintended failings and accelerating recalls. Says Mr. Toyoda, “We have not lived up to the high standards you have come to expect from us. I am deeply disappointed by that and apologize. As the president of Toyota, I take personal responsibility.” Not a bad place to start from, we think.
Toyoda then goes on to explain about the Toyota’s fabled andon cord. An andon cord is an alarm that any line worker at any Toyota plant can pull when there’s trouble on the production line. Meaning that Toyota takes its vehicles’s quality so seriously, that even the dude screwing in the ashtray (or whatever) can shut down production for the entire for an entire plant. Quote Mr. Toyoda, “Two weeks ago, I pulled the andon cord for our company.” That’s in reference to his decision to cease production of eight Toyota models.
He then goes on and explains what Toyota is doing to prevent things like ThrottleGate from happening in the future, starting with a “top-to-bottom review” of Toyota’s global operations. Toyota will also be establishing the Automotive Center of Quality Excellence, essentially an engineering and quality clearinghouse. Toyota will also be putting together a “blue-ribbon safety advisory group” comprised of non-Toyota quality management experts to periodically review Toyota’s business practices. The group’s findings – and Toyota’s response to those findings – will be made public. Lastly, Mr. Toyoda acknowledges that Toyota needs to investigate complaints from consumers more quickly. To that last bit we say, “Gee, ya think?”
[Source: Washington Post | Image: Junko Kimura/Getty Images]
Contrary to Google’s first report Windows Mobile users can use Buzz to some degree, as the new version of Google Maps for Windows Mobile, 4.0, does add some Buzz functionality.
The new Buzz layer allows you to see the locations of everybody using Buzz along with their location-aware messages. You can also make comments on other user’s Buzz messages.
You can download Google Maps 4.0 by visiting m.google.com/maps with your mobile browser.
Hyundai’s Chairman Chung Mong-koo today was ordered today by South Korean court to pay up almost $60 million in damages to the automaker to compensate it for losses resulting from his business decisions. The ruling in the Seoul Central District Court follows Chung’s 2008 conviction of embezzlement and breach of trust.
Chung was given a three-year suspended jail sentence before being pardoned by President Lee Myung-bak of South Korea.
“This is a case that reveals the problem of family-run management that focuses on the interests of major stockholders and the executives of Hyundai Motor,” the judge said.
The suit, filed in 2008 against Chung and Kim Dong-jin, vice president of parts supplier Hyundai Mobis, was put together by a group of 14 minority shareholders and a nongovernmental group. Kim was ordered to pay almost $47 million.
On TechTicker this morning, Gary Shilling highlighted a trend that many folks are increasingly angry about: The growing divergence between private sector and public sector compensation and benefits.
Thanks to generous health-care benefits and pensions, it pays – more than ever – to work in the public sector. Economist Gary Shilling fears dubious consequences if state and local workers continue to make more money and at the same time governments raise taxes and cut services.
“In good times, nobody really cares that much but now we’re not in good times,” says the President of A. Gary Shilling & Co. “The basic problem is pay differential, as I see it, and that I think is likely to lead to a taxpayer revolt.”
Shilling’s point about pay is illustrated well in this recent research by Dr. Mark J. Perry, professor of economics and finance in the School of Management at the Flint campus of the University of Michigan.
According to a December report from the BLS, state and local government employers spent an average of $39.83 per hour worked ($26.24 for wages and $13.60 for benefits) for total employee compensation in September 2009. Total employer compensation costs for private industry workers averaged $27.49 per hour ($19.45 for wages and $8.05 for benefits). In other words, government employees make 45% more on average than private sector employees.
According to another BLS report, compensation for private industry workers has increased by 6.9% between December 2006 and December 2009, compared to a 9.8% increase for government workers (state and local) over the same period.
If that’s not enough, the trend will lead to a lowering of our standard of living, even for the highest paid workers on Wall Street, Shilling tells Henry in the accompanying clip. If reforms like the Volcker Rule take hold, Shilling’s “not sure Wall Street (will be) permanently bidding up the prices of Manhattan real estate and vacation homes in the Hamptons.”
Purists who’ve given up hope with Porsche amidst their sedan and SUV shenanigans aren’t going to like this one bit. After all but completely phasing out even the option of a manual transmission in Ferrari road cars (in favor of robotized sequentials and dual-clutch gearboxes), Ferrari’s management says it can’t rule out the possibility of a V6 in the near future.
The quote comes from Ferrari’s chief executive Amadeo Felisa, who said that while the prospect would have been entirely dismissed as recently as a year ago, today’s climate – in terms of the environment and customer conscience – precludes its being ruled out now. The last time Ferrari built a V6 (also used in Fiats and Lancias) was with the Dino 246 (pictured above) that went out of production in over a quarter century ago. The Dino is, however, fondly remembered as a classic, despite its relatively small engine.
Felisa did, however, rule out the possibility of taking future Ferraris electric-only. The Maranello-based exotic automaker is presently working on a hybrid system.
Volvo today took the covers off of its 2011 Volvo S60 sedan, which will make its debut at the 2010 Geneva Motor Show next month. According to Volvo, the 2011 S60 is the most “dynamic car model” it has ever produced.
“This project has been about pure passion for the task of driving Volvo’s chassis development expertise to its very pinnacle. We’ve crossed into territory where we’ve never been before,” says Stefan Sällqvist, who is in charge of developing the chassis of the all-new S60.
The 2011 Volvo S60 will be available in two chassis options – in the European market, the S60 is available with a dynamic chassis, while most markets in North America and Asia, S60 will have a comfort chassis as standard with the sport variant available as an option. The difference between the two chassis alternatives is found in the dampers and the front and rear subframes.
On the stateside, the 2011 Volvo S60 will be available with an upgraded T6 3.0L inline-6 making 304-hp and a maximum torque of 325 lb-ft. Mated to a 6-speed automatic Geatronic transmission, the 2011 S60 runs from 0-62 mph in 6.5 seconds with a top speed of 155 mph. European customers will get their choice of a 4-cylinder gasoline model making 203-hp and two 5-cylinder diesel options. Other engine choices will be added during the first year of production.
The 2011 Volvo S60 will also be available with the company’s new Pedestrian Detection with full auto brake. The technology can detect pedestrians who walk into the road in front of the car, warn the driver – and automatically apply full braking power if the driver does not respond in time.
Production of the new Volvo S60 will take place at the company’s Ghent, Belgium plant with the first cars to be delivered to customers in early summer 2010.
Make the jump for the high-res image gallery and the press release.
2011 Volvo S60:
Press Release:
The all-new Volvo S60 – sculpted to move you
All-New Volvo S60 to make its international debut at Geneva Motor Show on 2 March.
New Dynamic chassis tuned for an active drive.
Features the ground-breaking Pedestrian Detection with Full Auto Brake technology.
The all-new Volvo S60 has its world premiere at the Geneva Motor Show on the 2nd of March. It makes its entry into one of the automotive world’s toughest segments backed by an extrovert attitude never before seen in Volvo showrooms. The all-new S60 has been sculpted to move you – both physically and emotionally. It is also without a doubt the most dynamic car model Volvo has ever presented – and its Pedestrian Detection with full auto brake is a groundbreaking safety feature.
“The sporty design delivers a visual promise of enthusiastic driving characteristics and I can assure you that the all-new S60 truly lives up to that promise. Its driving properties are better than those of any previous Volvo. What is more, the car’s innovative new technologies help you become both a better and a safer driver,” says Volvo Cars President and CEO Stephen Odell.
With the all-new Volvo S60, Volvo Cars is advancing its position in one of the car world’s most competitive segments: CD Premium.
“The competition is razor-sharp and the customers know exactly what they want. The emphasis is on emotional stance, sporty design and dynamic driving properties. Success in this segment means a lot for the brand’s image and we are convinced that the all-new S60 will be one of the strongest contenders,” says Stephen Odell.
Coupe with surprising rear doors
The all-new S60 is sportier and more dynamic than any previous Volvo. But it is still an unmistakeable representative of Scandinavian design at its best.
“The S60 has been sculpted to move you. Every single line in its design is there to transport you both physically and emotionally. Its profile radiates so much coupe feeling that the rear doors come as something of a pleasant surprise when you examine the car close-up,” says Volvo Cars’ Design Director Peter Horbury.
Virtually all the lines were penned to carve out the dynamic profile. The C-pillar of the all-new S60 stretches sensually all the way to the tail lamps – and the slim coupe-like roof line is accompanied by a new contour on the shoulders on either side of the lower body, creating a gentle yet powerful double wave from the headlamps at the front to the tail lamps at the rear.
The dip in the middle of the double wave visually pushes the car down. This enhances the stance and makes the car look sleeker and lower. The sculpted bonnet and the short overhangs front and rear also emphasise the sports car feel.
The most dynamic Volvo ever
The all-new S60 is exceptional also from the keen driver’s perspective. It is without a doubt the most dynamic car model Volvo has ever presented.
“This project has been about pure passion for the task of driving Volvo’s chassis development expertise to its very pinnacle. We’ve crossed into territory where we’ve never been before,” says Stefan Sällqvist, who is in charge of developing the chassis of the all-new S60.
The sedan can be specified with a choice of two chassis. On the European market the newly developed dynamic chassis is standard, while most markets in North America and Asia will have the comfort chassis as standard with the sport variant available as an option.
The difference between the two chassis alternatives is to be found in the dampers and the front and rear subframes. Here the comfort variant has a somewhat softer setting to give a smoother ride on poorer road surfaces.
Every single detailed refined
“The spotlight was on giving the concept of comfort a whole new dimension. The dynamic chassis has an alert, quick-responding architecture that puts the focus on the driving experience, yet without diluting the impression of a comfortable ride,” explains Stefan Sällqvist.
During the development process, the chassis team carved out a holistic solution featuring changes and refinements for virtually every single detail that influences a car’s driving properties. This includes improved steering, stiffer springs and bushes as well as more damping than in any previous Volvo.
The software in the AWD (All Wheel Drive) system has been modified to allow the four-wheel drive variants (four-wheel drive is standard in the T6 and optional with the D5) of the all-new Volvo S60 to exploit the sporty new chassis to the limit.
All variants of the new S60 can be specified with the advanced, self-adjusting FOUR-C active chassis. The FOUR-C active chassis has been modified and refined for better control and more comfortable feel compared to previous Volvos.
First sedan with Advanced Stability Control
The dynamic new chassis in the all-new Volvo S60 is backed up by a range of electronic systems that sharpen the sporty driving experience still further.
The S60 is the first sedan model on the market with Advanced Stability Control. With a new roll angle sensor, it is possible to identify any skidding tendency at a very early stage. This means that the Dynamic Stability and Traction Control (DSTC) can step in earlier and with greater precision. Advanced Stability Control is a great asset in dynamic driving involving considerable lateral forces, thus improving handling and rapid avoidance manoeuvres.
Corner Traction Control for tighter cornering
Corner Traction Control is a new feature that uses torque vectoring so the car takes curves even more smoothly. This technology is a further refinement of the DSTC system. When cornering, the car’s inner driven wheel is braked at the same time as more power is transmitted to the outer driven wheel. This allows the driver to take the curve more tightly while reducing any tendency to understeer.
A highly advanced braking system is an important part of the dynamic driving properties of the all-new S60. The sedan is equipped with a number of features that interact to provide the shortest possible stopping distance in all scenarios.
Exclusive quality inside
The interior of the all-new S60 takes Volvo Cars to a new dimension in terms of exclusive quality. In addition, Volvo Cars’ designers have added in excitement, contrast and playfulness to the rational simplicity of Scandinavian design tradition.
“The interior has a more extrovert attitude than before, but without losing any of its practical Scandinavian roots. The all-new S60 brings us up to a whole new level when it comes to the integral experience of colour, form, material and technology,” says Peter Horbury.
Scandinavian design is often described with rational adjectives such as functionality, simplicity and clarity. When creating the all-new S60, the design team also added in a modern touch, details that generate excitement, contrast and playfulness.
The interior of the all-new S60 is lavish in terms of its driver-oriented details, but it is still a five-seater car offering comfortable space for all its occupants. The sculpted outer rear seats give the passenger in the middle welcome side support. Knee space in the rear seat has increased by 30 mm compared with the previous-generation S60. The rear seat splits 40/60 and the boot opening has been made 107 mm wider than in the previous-generation S60.
Most high-tech Volvo ever – with Pedestrian Detection
The sporty interior of the all-new S60 is also the most advanced high-tech environment ever offered to a Volvo driver.
“The interior of the all-new S60 is all about innovative design in two areas: form and technology. The design is characterised by sporty freshness down to the smallest detail. The technological aspect includes all those smart solutions that contribute to a driving experience unlike that of any other Volvo – from collision avoidance safety and comfort systems to infotainment and audio excellence of absolute world class,” says Tomas Ahlborg, Project Director for the all-new S60.
Pedestrian Detection with full auto brake is a groundbreaking technological solution. It can detect pedestrians who walk into the road in front of the car, warn the driver – and automatically apply full braking power if the driver does not respond in time.
“We are truly proud of our success in making our technology so reliable that we can offer a complete system that can avoid a collision with a pedestrian by detecting, alerting and applying full braking. It’s a world first, to the best of our knowledge. With this technology we have increased the braking force in our automatic braking system from fifty percent to full stopping power,” says Thomas Broberg, Senior Safety Advisor at Volvo Cars.
Can avoid collision with a pedestrian at up to 35 km/h
In an emergency situation the driver first receives an audible warning combined with a flashing light in the windscreen’s head-up display. At the same time, the car’s brakes are pre-charged. If the driver does not react to the warning and an accident is imminent, full braking power is automatically applied.
Pedestrian Detection with Full Auto Brake can avoid a collision with a pedestrian at speeds of up to 35 km/h if the driver does not react in time. At higher speeds, the focus is on slowing down the car as much as possible prior to the impact.
A lower speed of impact means that the risk of serious injury is significantly reduced. For instance, if speed is cut from 50 km/h to 25 km/h, Pedestrian Detection with full auto brake is expected to reduce the fatality risk by as much as 20 percent and in some cases by up to 85 percent.
City Safety standard
The all-new Volvo S60 also features City Safety as standard.
With City Safety, the car automatically brakes if the driver fails to react in time when the vehicle in front slows down or stops – or if he or she is driving too fast towards a stationary object. The system can lessen or even entirely avoid low-speed rear-end impacts at speeds up to 30 kilometres an hour.
More powerful T6 version
During its first year of production, the all-new Volvo S60 will be available with a variety of diesel and petrol engines spanning the range from an economical 115 horsepower DRIVe version to an eager high-performance turbocharged version producing 304 horsepower.
The T6 petrol engine has a displacement of 3.0 litres and has been improved still further, primarily thanks to lower internal friction. It now pumps out 304 hp and no less than 440 Nm of torque. Acceleration from 0-100 km/h takes 6.5 seconds and top speed is 250 km/h.
At the same time, Volvo Cars’ engine specialists have succeeded in cutting fuel consumption by about 10 percent to 10.2 l/100 km (EU Combined, preliminary figure).
The engine’s power is delivered to the wheels via Volvo’s second-generation six-speed automatic Geartronic transmission. New valves and lower friction mean faster gearchanges than before. AWD (All-Wheel Drive) is standard on the T6.
New direct-injected two-litre engine
The new four-cylinder 2.0 GTDi (Gasoline Turbocharged Direct Injection) engine has a displacement of two litres and produces a generous 203 hp, with 300 Nm of torque available from 1750 rpm. Acceleration from 0-100 km/h takes 7.7 seconds with the manual gearbox and 8.2 seconds with the automatic. The top speed figures are 235 km/h (manual) and 230 km/h (automatic).
The Volvo S60 2.0T with manual gearbox uses just 7.9 litres of fuel per 100 kilometres (EU Combined, preliminary figure).
New Volvo-developed turbocharging technology, direct injection and twin variable camshafts give a unique combination of low fuel consumption, low emissions and high performance across a wide rev range – all in a particularly compact format.
The turbocharger is the market’s smallest in relation to the engine’s maximum power output. Another new feature is that the exhaust manifold and turbocharger are made of sheet steel rather than a heavier casting. A manifold made of sheet steel is admittedly nothing particularly new but thus far it has only been used in combination with a cast turbo housing. The new fully integrated turbo system of sheet steel is a world innovation and has been patented by Volvo.
Later during the first year of production, the all-new S60 will also become available as a 2.0 GTDi variant (T5) producing 240 hp and torque of 320 Nm. Furthermore, there will be a 1.6-litre GTDi engine available in two versions: 180 hp (T4) and 150 hp (T3) with torque of 240 Nm.
All the GTDi engines will be available in combination with Volvo’s automatic six-speed Powershift transmission or a six-speed manual gearbox.
Two five cylinder turbodiesels
The engine range also includes two five-cylinder turbodiesels.
The D5 high-performance engine with twin turbos produces 205 horsepower and 420 Nm of torque. Acceleration from 0-100 km/h takes 7.8 seconds (manual and automatic). Top speed is 235 km/h (manual) and 230 km/h (automatic).
In the most recent D5 version, which was introduced in spring 2009, the performance and driveability requirements have been met by fitting two turbochargers of different sizes, one taking over from the other and providing added power across a broader rev range. Fuel consumption is 5.9 l/100 km (EU Combined, preliminary figure) with the manual gearbox, putting this engine in the running for best in class.
In addition there is the newly developed two-litre D3 producing 163 hp and 400 Nm of torque. Acceleration from 0-100 km/h takes 9.2 seconds (manual and automatic). Top speed is 220 km/h (manual) and 215 km/h (automatic).
The new five-cylinder D3 is in principle the same engine as the present 2.4D, but cylinder capacity has been reduced with a shorter stroke to optimise fuel consumption. With a manual gearbox, fuel consumption (EU Combined, preliminary figure) is now down to 5.2 l/100 km.
Both turbodiesels are available with six-speed automatic transmissions or a six-speed manual gearbox. The D5 can also be specified with all-wheel drive.
DRIVe diesel below 115 g/km
During the course of the first year of production, a DRIVe version of the all-new S60 will also be introduced, featuring a 1.6-litre diesel engine. Fuel consumption is 4.3 l/100 km (EU Combined, preliminary figure), corresponding to CO2 emissions below 115 g/km. The engine produces 115 hp and 270 Nm of torque, and will only be available with a six-speed manual gearbox.
Engine range from start of production
Petrol engines
Displacement
Configuration
Output
Torque
T6
3.0
6-cyl in-line
304 bhp
440 Nm
2.0T
2.0
4-cyl in-line
203 bhp
300 Nm
Diesel engines
Displacement
Configuration
Output
Torque
D5
2.4
5-cyl in-line
205 bhp
420 Nm
D3
2.0
5-cyl in-line
163 bhp
400 Nm
Engines added during first year of production:
Petrol engines
Displacement
Configuration
Output
Torque
T5
2.0
4-cyl in-line
240 bhp
320 Nm
T4
1.6
4 cyl in-line
180 bhp
240 Nm
T3
1.6
4-cyl in-line
150 bhp
240 Nm
Diesel engines
Displacement
Configuration
Output
Torque
1.6 D DRIVe
1.6
4-cyl in-line
115 bhp
270 Nm
New infotainment system – and world-class sound
The all-new S60 gets an all-new infotainment system where information from the audio unit, navigation system, mobile phone and other functions is presented on a five-inch or seven-inch colour screen in the upper part of the centre console. The screen is installed high to make it easy for the driver to keep his or her eyes on the road.
“We are one of the few manufacturers to give the driver access to all infotainment functions via controls in the steering wheel,” says Tomas Ahlborg,
The audio experience in the all-new S60 has been enhanced compared with previous models.
One of the first car models with MultEQ
“Our most advanced system, Premium Sound, has a class-D digital 5×130W amplifier with circuits from Sweden’s Anaview, Dolby Digital in combination with Dolby Pro Logic II Surround, the award-winning MultEQ from Audyssey Laboratories and 12 loudspeakers. All this creates an audio experience of absolute world class,” says Tomas Ahlborg.
The Volvo S60 is one of the first car models in the world to use Audyssey Laboratories MultEQ technology, the standard for room equalization in the home and professional theatre markets. MultEQ removes distortion caused by the car cabin’s acoustics, enabling crisp, clear sound with improved soundstage for everyone in the car.
In addition to the top-of-the line Premium Sound, the all-new S60 is available with a choice of three other audio systems.
Annual target 90,000 cars
The initial annual target for the all-new Volvo S60 is 90,000 cars. The customer base is spread unusually uniformly throughout the world. Europe (including Russia), North America and the rest of the world will each account for about one-third of total sales.
The all-new S60 is built at the Volvo Cars factory in Ghent, Belgium. The first cars will be delivered to customers in early summer 2010.
“Irrespective of whether the customers are in the USA, Europe or elsewhere in the world, they all prioritise the same characteristics. Now we are giving them an entirely new S60 that has a unique appeal to even the most discerning of buyers,” says Stephen Odell.
Everyone makes mistakes sometimes, but we keep hearing how it’s the professional press that actually checks fact, and it’s the blogs that rush out stories that are factually weak. And yet… there seem to be plenty of examples of the “professionals” going to press with stories that clearly weren’t fact checked or researched. Robert Ring points us to an article in the CBC supposedly about a new film coming from George Lucas. The only problem is that it seems to take two totally separate George Lucas films, and thinks they’re the same exact film, making for quite the odd story. You see, Lucas has been working for quite some time on a film called Red Tails, all about the Tuskegee Airmen, which he wrote and executive produced (but didn’t direct). That film is in post-production and should be out in the nearish future. Just recently, stories came out about a totally unrelated, and totally different project that Lucas was involved in — a computer animated musical about fairies. Yeah, don’t ask.
These are clearly two separate films… unless you’re a reporter for the CBC apparently:
George Lucas is tackling his first musical, a film about the Tuskegee Airmen, the first group of African-American pilots.
According to the Hollywood Reporter, Lucas is working on the movie Red Tails at his Skywalker Ranch in California.
Plot details for the computer-animated film are not being released, but it is known that fairies play a role.
While we’re big supporters of mashups and remix culture, this isn’t exactly what we meant…
The article continues to bounce back and forth over the details of the two movies, as if they were the same thing. Perhaps this is why the CBC put in place a terms of service that required sites to get permission before quoting any CBC articles…
Update: Despite the article being up for over a week without a correction, within hours of this post, they changed the article around. Luckily… we’ve got screenshot:
Hyundai’s Chairman Chung Mong-koo today was ordered today by South Korean court to pay up almost $60 million in damages to the automaker to compensate it for losses resulting from his business decisions. The ruling in the Seoul Central District Court follows Chung’s 2008 conviction of embezzlement and breach of trust.
