Podcasts about Deutz

DEUTZ AG Q1 2025: Key TakeawaysPresented by IR Mark SchneiderIn this concise and data-rich quarterly update, Mark Schneider, Head of Investor Relations of DEUTZ AG, presents the key financial highlights and operational performance for Q1 2025, offering insights into how the company maintains momentum amid ongoing macroeconomic volatility.Stable Start to 2025DEUTZ AG, a leading manufacturer of innovative drive systems, commenced 2025 with a robust and stable first quarter, bolstered by the strength of its service business and operational discipline. This positive start sets a promising tone for the rest of the year.Q1 Revenue and Order IntakeThe company posted revenue of €474.3 million, representing a slight decline of 3.8% year-on-year, largely attributable to a normalization in engine demand following an exceptionally strong prior-year period. However, the impact was partially offset by ongoing growth in the service segment, which remains a strategic priority for DEUTZ and continues to deliver attractive margins.Despite the slight dip in new orders, which came in at €465.1 million, DEUTZ remains steadfast in its full-year outlook. The company's healthy order backlog and sustained demand in key regions instil confidence in its ability to weather market fluctuations and maintain its growth trajectory.Free Cash Flow and Operational EfficiencyOne of the quarter's standout achievements is the significant improvement in free cash flow, which rose to €27.3 million, compared to a negative figure in the same quarter last year. This reflects tighter working capital management, optimized inventory levels, and prudent capital expenditures.Profitability and EBIT MarginIn terms of profitability, DEUTZ reported an EBIT margin before exceptional items of 4.8%, slightly below the 5.0% seen in Q1 2024. This was mainly due to shifts in the product mix and volume effects. IR Mark Schneider emphasizes that this is well within expectations and consistent with seasonal trends in the company's order intake and production cycles.Dual Transformation StrategyDEUTZ continues to invest in its dual transformation strategy:Drive diversification, focusing strongly on alternative powertrains, including hydrogen and electric solutions.Service expansion aimed at building a more resilient and margin-rich revenue base.2025 Guidance and Strategic OutlookCFO Schneider reaffirms DEUTZ's commitment to achieving its 2025 guidance, which includes:Stable revenue in the range of €1.8 to €1.9 billionAn EBIT margin of at least 5% before exceptional itemsPositive free cash flow for the full yearHe also highlights that DEUTZ is well-positioned to navigate inflationary pressures and supply chain risks, thanks to its global supplier network and continuous improvement in operational processes.Conclusion: Operational Resilience and Strategic ExecutionIn closing, Mark Schneider reiterates that Q1 2025 performance reflects operational resilience, strategic focus, and a balanced approach to growth and cost control. As DEUTZ continues its transformation journey, it remains on track to deliver sustainable value for shareholders, customers, and employees.▶️ Other videos:Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/Company Presentation: https://seat11a.com/investor-relations-company-presentation/Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ESG Presentation: https://seat11a.com/investor-relations-esg/T&CThis publication is intended solely for informational purposes and does not constitute investment advice. By using this website, you agree to our terms and conditions as outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

Thu, 03 Apr 2025 13:30:00 +0000 https://bxtv.podigee.io/414-neue-episode b7f4f572d88f767e9fd4e84238debe4d In der heutigen Ausgabe von Wall Street Live geht es um das Investieren in Rüstungsaktien. Wie hat sich die Rüstungsindustrie seit den zunehmenden Konflikten entwickelt? Welche Auswirkungen haben die Zölle von Trump auf die europäischen Unternehmen und welche Titel sind aktuell relevant? Diese und weitere Fragen beantwortet Tim Schäfer in der heutigen Ausgabe von Wall Street Live. In unserem zweiwöchigen Format „Wall Street Live“ mit Tim Schäfer, Finanzredakteur und Blogger direkt von der Wall Street behandeln wir Topaktuelle Themen des Marktgeschehens.

Exclusive Conversation with DEUTZ AG CEO Sebastian SchulteJoin us for an insightful discussion with Sebastian Schulte, CEO of DEUTZ AG, as we explore the company's 160-year legacy, 125th anniversary of stock exchange listing, and the challenges and achievements of 2024. As a pioneer in engine innovation, DEUTZ AG is navigating economic shifts while reinforcing its commitment to sustainability, strategic growth, and technological advancements.Milestone Celebrations: 160 Years of DEUTZ & 125 Years on the Stock ExchangeFounded by Nicolas August Otto, the inventor of the four-stroke engine, DEUTZ has built a global reputation for engineering excellence. The company's stock exchange listing 125 years ago was a pivotal step in its journey of innovation and expansion.2024: A Year of Challenges & ResilienceDespite economic downturns, particularly in Europe, DEUTZ remained profitable:✔ Engine sales declined by 25% and revenue dropped 12% to €1.814 billion.✔ European markets were hit hardest, especially construction and agriculture.✔ EBIT before exceptional items reached €76.7 million (4.2% margin)—a key success in a tough market.Strategic Moves to Drive GrowthTo navigate market challenges, DEUTZ focused on:✔ Expanding its service business – the company's most profitable segment.✔ Strengthening partnerships – Collaborating with Daimler Truck and Rolls-Royce Power Systems.✔ Diversifying revenue streams – Entering power generation with the acquisition of Blue Star Power Systems.Looking Ahead: DEUTZ's Dual+ Strategy & Market Evolution✔ Expanding into power generation to meet the rising demand for decentralized energy.✔ Investing in high-power combustion engines, with strategic acquisitions including Daimler Truck's off-highway portfolio and a stake in HJS Emission Technology.✔ Doubling service revenue from €500 million to €1 billion by 2030 through acquisitions and digital solutions.✔ Aiming to reach €4 billion in total revenue by 2030, backed by aggressive expansion, strategic acquisitions, and enhanced decision-making.Final Takeaways✅ Maintained profitability despite market downturns.✅ Expanded into new markets, including power generation.✅ Strengthened its service business—the most profitable segment.✅ Secured key acquisitions and partnerships for future growth.Shaping the FutureWith a clear roadmap and a customer-driven approach, DEUTZ AG is well-positioned to drive the future of industrial engines and energy solutions.

Hexentanz – dreifacher Verfall

Die vergangene Handelswoche hatte wieder einmal viele wilde Blüten getrieben und sorgte bei Einzelwerten für extreme Kurssteigerungen und bei anderen für Gewinnmitnahmen. Die Notenbanken bestimmten zusätzlich phasenweise das Handelsbild und auch der Beschluss zu dem geplanten Sondervermögen in Deutschland war ein Thema an den Finanzmärkten. Was es sonst noch berücksichtigen gab und wie der Finanzmarkt darauf reagiert hatte, erfahrt ihr der neuen Podcast Folge von com.on mit und von Andreas Lipkow.

DAX verliert am Hexensabbat 0,5 % auf 22.892 Punkte. Rüstungswerte schwach – Rheinmetall, Hensoldt, Renk im Minus. Steyr Motors crasht, Deutz steigt 8 %. Douglas bricht um 23,5 % ein nach Prognosesenkung. Salzgitter schreibt Verlust, zahlt aber Dividende. Euro fällt, Gold stabil bei 3.032 Dollar, Öl leicht schwächer. Jochen Stanzl von CMC gibt Einschätzung zum Markt. Keywords: DAX, Douglas, Deutz, Rheinmetall, CMC Markets, Börse, Aktien

DEUTZ AG's Strong Financial Performance in 2024: A Comprehensive AnalysisIn this comprehensive presentation, Mark Schneider, Head of Investor Relations at DEUTZ AG, provides an in-depth analysis of the company's successful financial performance for 2024, aligning with the adjusted guidance issued in October 2024. The results reflect DEUTZ's resilience and strategic advancements in a challenging economic environment, reassuring our stakeholders about the company's stability and growth potential.Key Financial Highlights for 2024Total Unit Sales: 142,970 engines, slightly below the anticipated 150,000 units, primarily due to economic headwinds.Revenue: €1.814 billion, meeting the adjusted guidance of approximately €1.8 billion.Adjusted EBIT Margin: 4.2%, within the projected 4-5% range.Free Cash Flow: €30 million, surpassing the expectation of a balanced cash flow.Strategic Business DevelopmentsSchneider emphasizes the successful implementation of DEUTZ's Dual+ Strategy, focusing on diversifying the portfolio and regional presence. Notable strategic actions in 2024, which demonstrate our adaptability and future direction, include:Portfolio OptimizationDEUTZ strategically adjusted its portfolio by:Divesting Torqeedo GmbH, a specialist in electric marine propulsion systems.Acquiring Blue Star Power Systems in the USA to strengthen its footprint in the energy sector.Product Line ExpansionThe integration of Daimler Truck Off-Highway (DTO) engines, now rebranded as DEUTZ engines, has broadened the product offering and attracted new clients such as:PonsseClaasBell EquipmentCost Efficiency InitiativesThe Future Fit Program, DEUTZ's cost reduction and efficiency initiative, is projected to yield sustainable savings of:€50 million annually from 2026 onwards.€20 million anticipated in 2025.Growth in Service and Energy SegmentsExpansion of the Service BusinessThe service business demonstrated robust growth, achieving €512 million in revenue in 2024, with ambitious targets:Exceeding €550 million in 2025.Aiming for €600 million in subsequent years.Key developments in the service sector include:Integration of DEUTZ Nordic (formerly Diesel Motor Nordic) and DEUTZ Chile (formerly Maqi).Acquisition of B.W. Forest in Poland, including a defense segment supplying vehicles to Ukraine.Expansion in the Energy SectorDEUTZ is strengthening its DEUTZ Solutions segment by developing tailored new technology offerings such as battery-electric engines. A major milestone was:Acquiring Blue Star Power Systems to enter the U.S. energy market.Targeting the generator set market, driven by:Inadequate infrastructure.Increasing severe weather events.Energy transitions.Reshoring of production to the U.S.Outlook for 2025 and BeyondDEUTZ projects a positive trajectory for 2025, with expectations of market stabilization in the agriculture and construction sectors, supported by infrastructure programs in Germany and potential developments in Ukraine.Forecasts for 2025Revenue: €2.1 to €2.3 billion.Adjusted EBIT Margin: 5 to 6%.Free Cash Flow: Mid-double-digit million-euro amount.Mid-Term Targets for 2028Revenue: €3.2 to €3.4 billion.Adjusted EBIT Margin: 8 to 9%.New Dividend StrategyDEUTZ has adopted a new dividend strategy to ensure stable or increasing dividends compared to previous year.▶️ Other videos:Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/Company Presentation: https://seat11a.com/investor-relations-company-presentation/Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ESG Presentation: https://seat11a.com/investor-relations-esg/T&CThis publication is intended solely for informational purposes and does not constitute investment advice. By using this website, you agree to our terms and conditions as outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

Engines were already being built at the site in Zafra in 1875, where DEUTZ today has its main factory for processing engine components. Around 500 employees in modern manufacturing facilities produce engine blocks, cylinder blocks, connecting rods, and gears for the Group's assembly lines in Cologne and Ulm. DEUTZ's new 3.9-litre diesel engine is mostly used in agricultural and construction machines. It is designed for long service life as an industrial engine and will be built until at least 2035. Series production will start in the coming year after the current prototype phase. Available in a power range from 55 to 160kW, this engine represents an important future project for Deutz with 50,000 units to be produced per year. It is the same size as its 3.6-litre predecessor, so it can be installed in the same vehicles, providing very efficient performance. “Our engines are typically deployed in off-highway applications like agricultural and construction machines, which are in constant use and move heavy loads. We'll continue to need an internal combustion engine to move those machines. For now, it will be in the form we use today: the diesel engine. Synthetic fuels or hydrogen can considerably prolong their deployment,” explains Alejandro Castilla De La Hoya, Zafra Plant Manager. He points out that the income from this area finances DEUTZ's investments in the green segment, which is dedicated to the transformation of mobility. The 3.9-litre diesel engine is already set to run on gas or hydrogen in the future. “Based on today's design, this diesel engine can become a green engine in the long run,” says Manuel Rodríguez López, Industrialisation Manager. This is possible thanks to small modifications, particularly to the cylinder head. However, the engine remains mostly the same. MAPAL is already collaborating on DEUTZ's first hydrogen engine – a huge 7.8 litres. Two weeks from design freeze to offer “Our clients' development periods for new parts are becoming shorter and shorter,” explains Thomas Spang, Global Head of Tool Management at MAPAL. This represents a growing challenge for tool manufacturers or complete suppliers like MAPAL. This is true if plans change at the last minute while the deadline for the tool design remains the same. For the engine block of the new 3.9-litre diesel engine, MAPAL only had two weeks after the design freeze to complete a final offer. An ardent team of experts in Aalen completed this ambitious task on time. Well-tuned workflows and many years of experience with the client's production methods proved advantageous for the team. MAPAL has been conducting tool management for DEUTZ in Spain for 18 years and several projects have been completed together over the years. MAPAL already engineered the machining of the engine blocks for the predecessor 3.6-litre diesel engine, which meant they could draw on practical experience and didn't have to start from scratch. For example, the tool experts already knew which machines the engine manufacturer had from previous projects. DEUTZ has equipped its assembly line in Zafra with new 5-axis machines over recent years so that they can easily switch to new products. When DEUTZ sent their request, the Tool Management department, in collaboration with the Technology Expert Team (TET) in Aalen, first gave some thought to the production process. “To be quick here, we don't concern ourselves with detail at this early stage, but instead pull together reference tools and concepts from previously completed projects,” explains Harald Traub from TET. As a project engineer, he is responsible for planning the entire process. “In this way, we can specify an approximate budget and the rough scope of the tool package for the client.” One hundred different tools for an engine block After this rough planning, the concrete tool design followed in the second week. In the end, MAPAL's offer for the series production of the motor block included almost 100 different tools. Many custom tools achieve short machining times and, thus, high economic efficiency. Aside from these, standard tools are used mainly for milling. A few close-to-standard tools were also used to produce prototypes quickly. Series production can then begin with the optimal set of tools. As part of their original delivery, MAPAL supplied consumable tools as well as the required tool holders and adapters to DEUTZ. All other consumables will be handled by the tool management on-site. From now on, the client no longer pays per tool but per completed part—i.e., the cost per part is billed. The unit costs at first correspond to the price determined during engineering. Certain ratios have been agreed upon for the following years. The client receives an increasing rebate percentage and pays a bit less per unit every year. For this business model to work out, MAPAL has to implement continual improvements to save costs. This is done with new tool technologies and corresponding optimisation. The costs per part are fixed over the contract term, after which a reassessment occurs. Such contracts run over four to five years and offer the client planning security. “With our engineering expertise, we support DEUTZ beyond the tool-setting area and cultivate a close partnership,” Spang highlights. After helping to build the prototype, it is the tool management's turn to shine on-site during series production. DEUTZ uses approximately 1,300 different tools in total. Thousands of tools are available from stock and must be managed in Zafra. To keep inventory optimal, MAPAL uses its warehouse management systems and digital solutions with the cloud-based software c-Com for tool management. The Digital Tool Management 4.0 doesn't only handle procurement processes, which are initiated semi-automatically; it also acts as a reporting tool to analyse cost drivers and stocks. Industrialisation Manager Manuel Rodríguez López praises the good collaboration with MAPAL regarding tool management: “Over the course of our cooperation, we have developed extensive technological concepts, which go far beyond mere logistics. Besides achieving cost reductions, tool setting is particularly important for us. The MAPAL employees working on-site have much know-how and ensure that production has exactly the tool they need at the right time.” MAPAL's tool manager on site is David Castaño. MAPAL also employs tool setters permanently in Zafra. They make sure that a dozen different parts are produced without a hitch. “It is very beneficial to have David here on-site with us,” emphasises Manuel Padilla Fernández, Manufacturing Engineering Manager at DEUTZ. “We can talk about any opportunities for optimisation directly at the machine. We don't consider David Castaño an external service provider but a part of our team. It's a very strong cooperation.” Developing together to solve problems If required, new tool solutions can be developed in Aalen via the local MAPAL team. That was the case in Zafra when it became necessary to optimise the tools for machining the bore in the crankshaft and camshaft. A new machining concept from MAPAL with the HPR400 reamer was implemented in cooperation with DEUTZ. David Castaño is convinced of its advantages: “The tool life of the previous tool was 350 units, and resetting was required every 100 units. With the HPR400, we achieve a tool life of 1,000 parts without resetting. The resulting machining quality is exceptionally go

En los Desayunos de capital analizamos el coste de las empresas de las catástrofes naturales con José María Galván, Client Manager de Munich Re. Y en H2 intereconomía comentamos las noticias más destacadas de la semana en el secor del hidrógeno con la ayuda de Rafael Luque, Ceo de Ariema y además entrevistamos a David Arroyo Granado, Responsable de ventas de nuevas tecnologías, DEUTZ y con Desiree Bragado Balsera, Green Manager, DEUTZ.

En esta nueva edición de H2 Intereconomía volvemos a poner el foco en el primer motor de hidrógeno de la empresa alemana Deutz y en la iniciativa conjunta de la compañía con Ariema en Zafra. Proyecto en el ámbito de las tecnologías del hidrógeno, bajo el nombre “Power to Deutz”. Para profundizar en esta alianza nos ha acompañado Rafael Luque, CEO de Ariema y desde Deutz David Arroyo, responsable de ventas de nuevas tecnologías y Desirée Bragado, green manager de la compañía. Empezamos repasando las principales noticias que nos ha dejado el sector esta semana.

Nu er foråret for alvor i gang - faktisk det tørreste i 11 år - og det betyder, at vi skal til at opdatere direkte ude fra markerne. Heldigvis har vi et par gode kort på hånden, for vi har nemlig allieret os med et par planteavlere ude i landet. Vi ringer først til Christian Jørgensen fra Agerbæk, der går og venter på at kartoflerne skal hives ud af kølehuset, så de snart kan komme i jorden. Vi hører lidt om processen fra kølehus til kartoffelrækker. Christian har også haft en våd fornøjelse i forbindelse med dræning, som vi også lige ‘dykker' ned i… Derefter ringer vi til Søren Frederiksen fra Lemvig, som lige har købt en ny Deutz, og derfor har travlt med at samle point hos konen. Siden uge 7 har det stort set været tørvejr i det nordjyske, så både gyllenedfælderen og sprøjten har været i gang. Generelt har sæsonen været tidligt i gang i år, så den største udfordring er faktisk at holde hænderne i lommen, så praktikken og logistikken ikke bliver presset senere på sæsonen. Vi tager selvfølgelig også ‘temperaturen' for sæsonen indtil nu hos begge landmænd, og det gør, som vi plejer, med en karakter på en skala fra 0-100. Anders Lau og planterådgiver Finn Poulsen bliver klogere på aktuelle emner indenfor plantesektoren og der vil både være tid til nørderi og god stemning. Planteavlerne præsenteres i samarbejde med KWS og Yara.

Nur noch bis zum 29.01: Das erste offizielle OAWS-Merch: Geiles Shirt kaufen. Nachhaltige Betriebe unterstützen. Aktienkultur nach vorne bringen. Win Win Win.  https://shop.oaws-buch.com/products/shirt Novo Nordisk ist back. China ist bei KI auf einmal ganz vorne dabei. Zuckerberg pumpt Geld in Rechenzentren. Venture Global hat enttäuschenden Giga-IPO. Ansonsten: Zahlen von Burberry & Texas Instruments. Übernahme-Gossip bei Diageo & der ältesten Bank der Welt. Ein höheres KGV wäre schön. Hat sich Deutz gedacht (WKN: 630500) und steigt ins Rüstungs-Business ein. Was steckt dahinter? Alle sprechen über Boeings (WKN: 850471) Probleme in der zivilen Luftfahrt. Aber was ist mit der Rüstungssparte? Ist Musk Boeing-Fan? Wann kriegt Trump seine Air-Force-One? Und könnte das die Aktie treiben? Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate oder regelmäßig per Sparplan. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Diesen Podcast vom 27.01.2025, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

Svend Aage Jensen og Steen Olesen fra Brørup Traktor- og Maskincenter og Ølgod Maskinforretning er med i studiet i denne uge. Vi skal høre, hvordan det hele startede og hvilken rejse de har været på!Svend Aage, som vi bare kalder “Svenne” i daglig tale, startede butikken sammen med Kurt Eg i 1997. Planerne fra start var ikke at blive forhandlere, men at servicere forskellige maskiner i området. De fik dog muligheden for at blive forhandlere, og det kunne de ikke sige nej til. I 2000 flyttede forretningen ind i nybyggede lokaler ved motorvejen ved Brørup. I 2015 kommer Deutz-forhandleren i Ølgod til salg, og det ender med at Svenne køber forretningen. I løbet af årene møder Svenne og Steen hinanden til forskellige forhandlerarrangementer, og i 2019 lykkedes det Svenne at overtale Steen til at blive en del af forretningen. Steen er uddannet elektriker og har også arbejdet med salg i forskellige afskygninger.. Jonas Krog, der er maskinfører hos Lunde Maskinstation, og Peter Zilmer, som de fleste måske kender som "Bøvle Kaj", sidder klar bag rattet. Det skal handle om alt det der sker på en maskinstation - selvom deres syn på hverdagens små udfordringer ikke altid er helt ens. Fra diskussionen om traktorens farve - til hvordan man får parforholdet til at hænge sammen, når man bruger MANGE timer i maskinen!
 Programmet præsenteres i samarbejde med: Brørup Traktor- og Maskincenter & Jysk Medieproduktion.

Nvidia-Chef Jensen Huang äußert sich skeptisch über den Quanten-Hype und löst einen Crash aus. Außerdem: Das Feld im Bieterrennen um Thyssen-Krupp Marine Systems wird größer.

Каждую субботу в 22.00 (Мск) радио-шоу о клубной электронике WeekenDance на МЕГА РАДИО. Первый час наполнен новинками из рекорд-бокса Сергея Барыбина, второй час гостевые селекции от актуальных диск-жокеев России. Телеграм-канал: t.me/sergeybaribyn Mix-1 01.Kashovski feat. Luke Coulson - Inside My Head 02.UNKLE, Keinemusik, Miink, Wil Malone - Only You (&ME Remix) 03.Toto Chiavetta - Anti Loudness 04.Radeckt - Shattered Tension 05.BAHÉ, ShiShi & Aditya Rao - The Subtle Realm (Diass Remix) 06.Aiwaska – Horn 07.James Zabiela - X Ray 08.Argia - Found You 09.The Prodigy - Break & Enter (David Phoenix Remix) 10.Kovyazin D - Your Own Paradise Mix-2 01.Reinhard Voigt - Der Mann, der nie nach Deutz kam 02.Nacres - Naturalize (Mayro Remix) 03.Sobek, Yourr - Never Enough 04.blaktone – Crotalinae 05.Andreas Henneberg, Marbs - Transatlantic 06.Shit Robot - Teenage Bass 07.Oak and Hammer - Nacht (Dowden Remix) 08.DJ Hell - Outline 09.Gespona, Martin Cozar – Resilience 10. Sasha - How To Wear Raybans Well (Roman Flügel Remix) 11.Maurice Kaar, Auggie - Pieces Of Peace 12.Motip White - Fire Against The Fear

Каждую субботу в 22.00 (Мск) радио-шоу о клубной электронике WeekenDance на МЕГА РАДИО. Первый час наполнен новинками из рекорд-бокса Сергея Барыбина, второй час гостевые селекции от актуальных диск-жокеев России. Телеграм-канал: t.me/sergeybaribyn Mix-1 01.Kashovski feat. Luke Coulson - Inside My Head 02.UNKLE, Keinemusik, Miink, Wil Malone - Only You (&ME Remix) 03.Toto Chiavetta - Anti Loudness 04.Radeckt - Shattered Tension 05.BAHÉ, ShiShi & Aditya Rao - The Subtle Realm (Diass Remix) 06.Aiwaska – Horn 07.James Zabiela - X Ray 08.Argia - Found You 09.The Prodigy - Break & Enter (David Phoenix Remix) 10.Kovyazin D - Your Own Paradise Mix-2 01.Reinhard Voigt - Der Mann, der nie nach Deutz kam 02.Nacres - Naturalize (Mayro Remix) 03.Sobek, Yourr - Never Enough 04.blaktone – Crotalinae 05.Andreas Henneberg, Marbs - Transatlantic 06.Shit Robot - Teenage Bass 07.Oak and Hammer - Nacht (Dowden Remix) 08.DJ Hell - Outline 09.Gespona, Martin Cozar – Resilience 10. Sasha - How To Wear Raybans Well (Roman Flügel Remix) 11.Maurice Kaar, Auggie - Pieces Of Peace 12.Motip White - Fire Against The Fear

In der 85. Folge fliegen Schlagzeilen, klare "Neins" und Vorbilder durch die Luft. Die drei verbannen die German Angst in den Keller und schicken queren Support nach Berlin an alle Jugendzentren! Aber was ist das? "Deutz 1" meldet sich mit dramatischen Situationen vom Hof. Rein geht`s in eine Folge voller buntem Konfetti und pinken Geldscheinen.

DEUTZ AG 9M 2024: Key Takeaways In this detailed video presentation, Mark Schneider, Head of Investor Relations at DEUTZ AG, reviews the company's financial performance for the first nine months of 2024. Despite a challenging third quarter, Schneider emphasizes DEUTZ's resilience and adaptability in maintaining profitability in a tough market. Schneider begins by highlighting DEUTZ's steady growth in the service segment—a vital area of recurring revenue—and notes stable performance in the Americas, contributing to financial stability. Schneider explores DEUTZ's strategic initiatives during Q3 2024 to strengthen the company's path forward, including: Operational Improvements: Designed to enhance competitiveness and shareholder value. Cost-Cutting Measures: Targeting €10-15 million in Q4 savings, this disciplined approach counters economic pressures and protects DEUTZ's bottom line. Acknowledging current economic challenges, Schneider discusses: Adjusted 2024 Financial Guidance: Reflecting market realities and ensuring transparency with investors. Long-Term Structural Cost Program: Targeting €50 million in savings to bolster DEUTZ's competitive positioning. DEUTZ's Dual+ strategy is realigned to focus on core strengths and growth in emerging markets, supporting: Ambitious 2030 Revenue Goals: This goal highlights DEUTZ's forward-thinking approach. New Mid-Term Targets: Designed to keep DEUTZ on track toward 2030. In closing, Schneider shares DEUTZ's financial calendar and encourages investors to stay informed on reports and calls, underscoring a commitment to transparency. This presentation offers a comprehensive view of DEUTZ AG's financials and strategic priorities, providing valuable insights for stakeholders navigating today's market complexities while positioning DEUTZ for long-term growth. Growth in Service SegmentStrategic Moves in Q3 2024Adjusting Financial Guidance & Cost ManagementRealigning the Dual+ Strategy for GrowthInvestor Engagement & Financial Calendar4o ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In the Capital Market Day segment, CFO Oliver Neu outlined DEUTZ AG's financial roadmap, designed to support the Dual+ strategy and prioritize sustainable growth with financial discipline. Neu presented revenue targets of €4 billion by 2030 and €3.2 to €3.4 billion by 2028, with an adjusted EBIT margin goal of 8-9%. DEUTZ's revenue growth strategy focuses on three main areas: Classic Engines, Services, and Solutions. Emphasis on expanding service offerings and energy solutions, through both strategic M&A and organic growth, demonstrates DEUTZ's growth ambitions. Classic Engines: Strengthened by acquisitions, including Rolls-Royce Power Systems, and expected to grow as the market recovers and the portfolio refines. Neu introduced a €50 million cost reduction program to drive long-term efficiencies by streamlining global operations and reducing R&D spending in the New Tech segment. Projected Savings: €20 million by 2025 and an additional €30 million by 2026, contributing to improved margins and operational efficiency. M&A is crucial to DEUTZ's growth strategy, particularly in services and energy. Neu emphasized a disciplined capital allocation approach, focusing on high-margin, growth-oriented acquisitions like Blue Star Power Systems. Financial Flexibility: Maintaining an equity ratio above 40% and targeting a leverage ratio of 1-2x EBITDA to support investment capacity. Neu reaffirmed DEUTZ's commitment to enhancing free cash flow through operational improvements, reduced CapEx in new ventures, and optimized working capital management. Dividend Policy Update: DEUTZ now commits to stable or growing dividends, reflecting its improved profitability and strong financial position. Starting in 2025, DEUTZ will align financial reporting with its engines & services and solutions categories. This restructuring will provide clearer insight into the performance of both traditional and growth-oriented segments, like energy and new technology. Neu's presentation emphasized DEUTZ's commitment to profitable growth while maintaining financial flexibility to capture opportunities in the energy and technology markets. By prioritizing cost control, optimizing the balance sheet, and focusing on shareholder returns, DEUTZ is well-positioned for global expansion and delivering value to its investors. CFO Perspective – Financial Roadmap for Dual+ StrategyKey Highlights from Neu's PresentationGrowth and Revenue TargetsCost Reduction and Structural EfficiencyCapital Structure and Financing for M&AIncreased Shareholder ValueFinancial Reporting and Segment RestructuringConclusion4o ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In this pivotal segment of DEUTZ AG's Capital Market Day, CEO Sebastian Schulte unveils the company's Solutions business, which underscores DEUTZ's commitment to future growth and innovation. The Solutions business represents a strategic shift, moving beyond just engines and services to offering comprehensive solutions that span the entire value chain. This approach repositions DEUTZ as an integrator rather than a traditional tier-one supplier and is structured into two core areas: New Technology Offerings and the Energy Business. New Technology OfferingsBart van Hustel, Head of the New Technology Unit, presents DEUTZ's cutting-edge portfolio of e-products and hydrogen (H2) engines. The e-products line includes two types of batteries, LFP (Lithium Iron Phosphate) and NMC (Nickel Manganese Cobalt), alongside 360-volt power systems designed for applications such as compressors, pumps, and ground support equipment. DEUTZ's retrofit solutions allow customers to transition from diesel to electric power systems, significantly reducing carbon emissions. On the hydrogen front, DEUTZ's 7.8-litre H2 engine, which builds on its diesel counterpart, has proven successful in rail and genset applications. Projects like the Stadler hydrogen-powered train and DEUTZ's hydrogen engines in Beijing demonstrate the company's strategic alignment with future energy trends, instilling confidence in the viability of its hydrogen technology. Energy BusinessSebastian Schulte emphasizes the immense growth potential within the energy business, driven by the increasing global demand for decentralized energy solutions. This demand is particularly strong in the US, where grid instability, extreme weather events, and underinvestment in infrastructure are creating significant opportunities for reliable power systems. The recent acquisition of Blue Star Power Systems, a mid-sized manufacturer of gensets ranging from 20kW to 2MW, is a strategic move that strengthens DEUTZ's foothold in this burgeoning market. Blue Star primarily serves the North American market, but DEUTZ plans to expand its reach globally. Blue Star and Growth PotentialDavid Evans, Head of DEUTZ's Americas and Energy business, highlights Blue Star's strengths in customizing solutions and maintaining high levels of customer satisfaction. By leveraging DEUTZ's brand, global reach, and financial resources, the company plans to significantly grow Blue Star's market presence in North America and beyond, unlocking new revenue streams and enhancing its competitive edge. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In this deep dive into DEUTZ AG's Classic business, CEO Sebastian Schulte provides an in-depth look at its strategy to consolidate and grow its traditional combustion engine business, which remains crucial for long-term growth. Despite global shifts toward greener technologies, DEUTZ sees significant potential in optimizing and expanding its internal combustion engine offerings, particularly in high-demand sectors such as construction, defence, and material handling. Consolidation and Market OpportunitiesSebastian emphasizes the importance of consolidating DEUTZ's position in segments and power ranges where diesel engines dominate. He explains the need to align DEUTZ's engine portfolio with growing sectors, including defence and stationary applications, while expanding into higher power ranges. These segments offer significant growth opportunities, as larger engines often translate into higher prices and margins. Organic and Inorganic GrowthSebastian outlines DEUTZ's growth approach through organic development and inorganic consolidation. He highlights the success of acquiring Rolls-Royce Power Systems' medium and heavy-duty engine portfolio, reinforcing DEUTZ's presence in key markets. This strategic process ensures DEUTZ is well-positioned to capitalize on future opportunities. Strategic PartnershipsKey partnerships play a crucial role in expanding DEUTZ's market footprint. Collaborations with companies like Daimler Truck provide access to new customers. In contrast, a partnership with John Deere on a new 3.9L engine is expected to increase DEUTZ's market share in agricultural equipment. Another vital collaboration with TAFE Motors in India will allow DEUTZ to supply engines both locally and globally, tapping into the growing demand for engines driven by new emission regulations set to take effect in 2026. Resilience and Cost OptimizationSebastian underscores DEUTZ's focus on cost efficiency by developing dual-sourcing capabilities outside of Europe, particularly in best-cost countries like India. This strategy helps mitigate risks from frequent supply chain disruptions. DEUTZ has also implemented cost-saving measures across its plants, including adjusting production capacities, reducing inventory levels, and postponing unnecessary capital expenditures. New Markets: DefenseThe defense sector represents a significant growth opportunity for DEUTZ. With rising global demand for defence equipment, DEUTZ's engines are well-suited for military applications. A notable example is DEUTZ's success in replacing a Cummins engine in a Ukrainian armoured vehicle. This demonstrates DEUTZ's capability to provide customized engineering solutions and work closely with clients to meet their needs. The defence business also offers long-term service contracts, ensuring stable, recurring revenue streams and a promising growth path. ConclusionSebastian concludes the classic business deep dive by reaffirming DEUTZ's commitment to optimizing and growing its traditional combustion engine segment for the foreseeable future. While the market may see a shift towards alternative technologies post-2030, DEUTZ remains confident in its combustion engine business's continued relevance and profitability. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In this comprehensive investor presentation:Mark Schneider, Head of Investor Relations at DEUTZ AG, elaborates on the company's strategic direction, operational performance, and future ambitions. DEUTZ AG, a 160-year-old global leader in off-highway engine manufacturing, has continuously driven innovation in diesel, gas, electric, and hydrogen-powered engines. The company's mission remains consistent: to ensure the world keeps moving by providing cutting-edge engine solutions that span various industries and applications. MissionDEUTZ AG aims to power the future by creating reliable, sustainable, and technologically advanced engines. With over 5,000 employees and a robust research and development investment of nearly €100 million annually, DEUTZ aims to continue leading the market in off-highway power solutions. The company's commitment to sustainability is evident in developing engines that operate on various fuels, including diesel, e-fuels, biodiesel, and hydrogen. About DeutzFounded in 1864, DEUTZ is the oldest independent engine manufacturer in the world. Headquartered in Cologne, DEUTZ has built a reputation for producing a wide range of engines for off-highway applications. The company generated approximately €2.1 billion in revenue in 2023, with a clear focus on innovation and sustainable growth. DEUTZ's production and service network spans the globe, ensuring product support worldwide. Competitive EnvironmentDEUTZ is globally's fourth-largest non-captive engine manufacturer for off-highway applications, aiming to rise into the top three by 2030. Mark highlights DEUTZ's strategy to capture a larger market share by investing in traditional and sustainable drivetrains, ensuring its offerings remain relevant as the market evolves. DEUTZ CustomersThe company's customer base includes global construction, agriculture, and material handling giants such as Volvo Construction, Wacker Neuson, and Fendt. DEUTZ engines are used in diverse applications, reflecting the company's broad product range. Fields of ApplicationDEUTZ engines power applications in construction, material handling, agriculture, and decentralized power supply systems. Operating on diesel, e-fuels, biodiesel, and hydrogen, DEUTZ remains at the forefront of energy transition technologies. Resilient Margin PerformanceDespite cyclical challenges, DEUTZ has demonstrated its resilience and adaptability. After a margin dip in 2020 to -5.8%, DEUTZ expects to close 2024 with an EBIT margin of 4-5%. This recovery, driven by portfolio adjustments and operational efficiencies, highlights DEUTZ's operational robustness. Opportunities for Profitable GrowthMark outlines several megatrends driving DEUTZ's growth, including urbanization, population growth, climate protection, and industry digitization. These trends create demand for efficient agricultural machinery, sustainable construction equipment, and decentralized energy solutions—all areas where DEUTZ is well-positioned to deliver through its product innovations. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In this section of DEUTZ AG's Capital Market Day, CEO Sebastian Schulte highlights the company's service business's impressive growth and future potential. With revenues surpassing €500 million in 2024, DEUTZ has set an ambitious target to reach €1 billion by 2030, leveraging its extensive global service network and exploring new opportunities. Structure and Overview of Service BusinessSebastian begins by outlining the three core pillars of DEUTZ's service business: spare parts, which contribute around 70% of service revenue; billable service hours, accounting for 8%; and engine exchange, making up 23%, where used engines are refurbished and resold. DEUTZ operates in over 130 countries through a vast network of 1,000 dealers and ensures that its engines receive comprehensive, reliable maintenance worldwide. Growth Potential in Spare Parts and ServiceThe global market for DEUTZ spare parts is estimated at around €1.1 billion, yet DEUTZ currently captures only 30% of it. Sebastian sees significant potential to grow this share to 40% or more, driving strong revenue growth. Similarly, in the billable service hours segment, DEUTZ currently serves just 14% of an €11 billion market. Increasing this penetration by a single percentage point translates into €18 million of additional revenue, presenting a clear opportunity for DEUTZ. Key Growth Strategies Network ExpansionDEUTZ is focused on expanding its service centres, particularly in the US, with significant growth potential. The company is establishing DEUTZ Power Centers (DPCs) and mobile service units, which allow technicians to respond quickly to customer needs and reduce downtime. This initiative alone is expected to contribute €100 million in additional revenue by 2030. Industrial Fleet ManagementDEUTZ is expanding beyond servicing its own engines, offering maintenance services for entire machine fleets, including non-DEUTZ equipment. Recent contracts with major OEMs in the material handling industry demonstrate the viability of this approach. Digital Business ModelsDigitalization plays a key role in DEUTZ's service strategy. The company is connecting more engines to its Fusion Hub for real-time data collection, enabling predictive maintenance. With over 10,000 engines connected, DEUTZ plans to double this number next year. The ability to anticipate maintenance needs and minimize downtime is expected to contribute €50 million to service revenues by 2030. Mergers and AcquisitionsDEUTZ's acquisition strategy is pivotal in achieving its €1 billion service revenue target. Recent acquisitions, such as Diesel Motor Nordics, Hor Shield, and a key partner in Poland, along with the Rolls-Royce Power Systems service business integration, are projected to add €200 million to service revenues. ConclusionSebastian concludes by emphasizing the carefully crafted strategies and realistic goals guiding DEUTZ's service business toward its €1 billion revenue target. Supported by innovative initiatives and a strong team, DEUTZ is well-positioned to achieve continued growth in the service sector. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG CMD 2024: Key Takeaways In this comprehensive investor presentation, Mark Schneider, Head of Investor Relations at DEUTZ AG, elaborates on the company's strategic direction, operational performance, and future ambitions. DEUTZ AG, a 160-year-old global leader in off-highway engine manufacturing, has continuously driven innovation in diesel, gas, electric, and hydrogen-powered engines. The company's mission is to ensure the world keeps moving by providing cutting-edge engine solutions across various industries and applications. MissionDEUTZ AG aims to power the future by creating reliable, sustainable, and technologically advanced engines. With over 5,000 employees and nearly €100 million invested annually in research and development, DEUTZ continues to lead the market in off-highway power solutions. Its commitment to sustainability is clear through developing engines powered by diesel, e-fuels, biodiesel, and hydrogen, ensuring DEUTZ remains at the forefront of energy transition technologies. About DeutzFounded in 1864, DEUTZ is the oldest independent engine manufacturer globally. This long-standing history reflects a deep commitment to quality and innovation. Headquartered in Cologne, the company has built a reputation for producing engines that range from diesel to hydrogen-powered drivetrains for off-highway applications. In 2023, DEUTZ generated approximately €2.1 billion in revenue, clearly focusing on innovation and sustainable growth. The company's global production and service network ensures product support worldwide. Competitive EnvironmentDEUTZ is currently the fourth-largest non-captive engine manufacturer for off-highway applications globally, with ambitions to rise into the top three by 2030. Mark Schneider highlights DEUTZ's strategy to increase market share by investing in traditional and sustainable drivetrains, ensuring the company's offerings stay relevant as the market evolves. DEUTZ CustomersThe company's customer base includes global leaders in construction, agriculture, and material handling. Notable clients such as Volvo Construction, Wacker Neuson, and Fendt use DEUTZ engines across various applications, from construction machinery to stationary systems, reflecting the company's broad product range. Fields of ApplicationDEUTZ engines power various applications, including construction, material handling, agriculture, and decentralized power supply systems. Operating on fuels like diesel, e-fuels, biodiesel, and hydrogen, DEUTZ stays at the cutting edge of energy transition technologies. Resilient Margin PerformanceDespite cyclical challenges, DEUTZ has demonstrated resilience and adaptability. From 2020's dip, where margins fell to -5.8%, DEUTZ expects to close 2024 with an EBIT margin of 4-5%. This recovery, driven by portfolio adjustments and operational efficiencies, highlights the company's operational robustness and gives confidence in its ability to navigate future challenges. Opportunities for Profitable GrowthSeveral megatrends, including urbanization, population growth, climate protection, and industry digitization, are driving DEUTZ's growth. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG Company Presentation: Key Takeaways In this investor presentation, Mark Schneider, Head of Investor Relations at DEUTZ AG, outlines the company's strategic direction, operational performance, and future ambitions. DEUTZ AG, a global leader in off-highway engine manufacturing for over 160 years, continues to innovate in diesel, gas, electric, and hydrogen-powered engines. The company's mission is to ensure the world "keeps moving" with its cutting-edge engine solutions for various industries and applications. Our MissionDEUTZ's mission is to power the future by creating reliable, sustainable, and technologically advanced engines. With over 5,000 employees and an annual research and development investment of nearly €100 million, DEUTZ remains a leader in off-highway power solutions. The company's commitment to sustainability is reflected in its engine developments, which include diesel, e-fuels, biodiesel, and hydrogen, and it is staying ahead in energy transition technologies. About UsFounded in 1864, DEUTZ is the world's oldest independent engine manufacturer. Headquartered in Cologne, it has a reputation for producing a wide range of engines for off-highway applications, including diesel and hydrogen-powered drivetrains. In 2023, DEUTZ generated €2.1 billion in revenue, with a focus on sustainable growth and global product support through its extensive service network. Competitive EnvironmentCurrently ranked fourth among non-captive engine manufacturers for off-highway applications, DEUTZ aims to enter the top three by 2030. The company invests in traditional and sustainable drivetrains to ensure relevance in an evolving market. DEUTZ CustomersDEUTZ serves global giants in construction, agriculture, and material handling. Notable customers include Volvo Construction, Wacker Neuson, and Fendt. DEUTZ engines are used in various applications, from construction machinery to decentralized power systems, showcasing the company's broad product capabilities. Fields of ApplicationDEUTZ engines power applications in construction, material handling, agriculture, and decentralized energy supply. These engines can operate on various fuels, such as diesel, e-fuels, biodiesel, and hydrogen, ensuring DEUTZ remains at the forefront of energy transition technologies. Resilient Margin PerformanceDespite market challenges, DEUTZ has shown resilience and adaptability. From a margin low of -5.8% in 2020, the company is projected to close 2024 with a 4-5% EBIT margin. This recovery, driven by operational efficiencies and portfolio adjustments, demonstrates DEUTZ's ability to maintain profitability in challenging conditions. Opportunities for Profitable GrowthSeveral megatrends are driving DEUTZ's growth, including urbanization, population growth, climate protection, and industry digitization. These trends are increasing demand for efficient agricultural machinery, sustainable construction equipment, and decentralized energy solutions—areas where DEUTZ is well-positioned to lead through its innovations and global reach. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ ================================= T&C This publication is for informational purposes only and does not constitute investment advice. By using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

DEUTZ AG Elevator Pitch: Key Takeaways In this comprehensive investor presentation, Mark Schneider, the Head of Investor Relations at DEUTZ AG, elaborates on the company's strategic vision and operational performance as of October 2024. DEUTZ AG, one of the oldest independent engine manufacturers globally, is focused on driving technological advancements for off-highway applications. Established over 160 years ago, the company continues innovating, concentrating on traditional and sustainable engine technologies to ensure the world "keeps moving." MissionDEUTZ aims to provide the best off-highway engine solutions, leveraging both conventional and alternative fuel technologies. With approximately €100 million invested annually in research and development, the company reinforces its position in the engine manufacturing space. About DEUTZFounded in 1864 and headquartered in Cologne, DEUTZ operates globally with over 5,000 employees. Its product portfolio includes diesel, gas engines, and electric and hydrogen-powered systems, serving various off-highway industries. In 2023, DEUTZ posted revenues of €2.1 billion. The company remains a leader in traditional combustion engines while investing in the future of alternative powertrain solutions. Competitive EnvironmentDriven by technological advancements and market share expansion, theDEUTZ ranks fourth in the global off-highway engine manufacturing sector, competing with Cummins and Yanmar. The company's strategic goal is to secure a top-three position by 2030. Customer Basein industries such as. KeyDEUTZ serves Original Equipment Manufacturers (OEMs) across industries like construction, material handling, and agriculture, with key clients including Volvo Construction, Wacker Neuson, and Fendt. Fields of ApplicationDEUTZ engines are used in construction, material handling, agriculture, and decentralized energy supply. They run on diverse fuel types, such as diesel, CNG, LPG, electric, and hydrogen, highlighting DEUTZ's adaptability and commitment to providing flexible engine solutions. Margin Performance and ResilienceDespite market cycles, DEUTZ has improved its margins, expecting a 4-5% margin for 2024, compared to a low of 2% in 2014. This improvement reflects DEUTZ's strategic cost controls and focus on high-margin sectors like decentralized energy and alternative drivetrains. Growth OpportunitiesDEUTZ is positioned to benefit from global trends like urbanization, climate protection, and digitization. Growing demand for agricultural machinery, infrastructure development, and localizing supply chains further enhance its growth potential. Future Growth Plans, sustainableBy 2025, DEUTZ aims to reach €2.4 billion in revenue, with a target of €4 billion by 2030. Traditional combustion engines, sustainable technologies like hydrogen and electric drivetrains, and an expanded service business will drive growth. 2030 Revenue AmbitionDEUTZ expects substantial revenue growth through organic expansion and strategic acquisitions. Decentralized energy and alternative drivetrains are projected to grow at a 30% CAGR, contributing over €500 million by 2030. The service business is expected to grow in parallel, accounting for 25% of revenue, while the classic engine business will grow but represent a smaller portion of total revenue. ▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ =============================== T&C This publication is for informational purposes only and does not constitute investment advice. Using this website, you agree to our terms and conditions outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

https://weekly52.de/weekly/394 Ich habe Grit und Dominik zu Gast. Heute erscheint der neue gedruckte Blickwinkel und wir plaudern über die Werdung, das Crowdfunding und bieten euch einen ausführlichen auditiven Einblick durch das ganze Magazin. Freut euch auch auf sieben Statements (unten rot markiert) der beteiligten Fotograf:innen, die in den Podcast reingeschnitten sind. Mehr Authentizität geht nicht

Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate oder regelmäßig per Sparplan. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden. Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen. EVgo kriegt Geld von US-Ministerium, Tesla deshalb einen neuen Konkurrenten. Eli Lilly kriegt wieder Mounjaro, Hims & Hers darum auf die Mütze. Deutz hat zu wenig Käufer und Nvidia verrückte Nachfrage. Restoration Hardware (WKN: A2DJTU) verkauft nicht nur Luxus-Möbel, sondern vermietet auch Luxus-Appartments oder Yachten und setzt auf Luxus-Filialen weltweit. Von niedrigen Zinsen profitieren nicht nur Banken, Versicherungen oder Immo-Firmen. Auch die Deutsche Börse (WKN: 581005) freut sich, weil mehr Geld in den Aktienmarkt fließt. Diesen Podcast vom 04.10.2024, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

St. Cloud Shines is a group and organization that aims to promote positive conversations and change the perception of the St. Cloud area. They share stories of people, places, and events through their Shine Stories, highlighting the diverse and inspiring individuals in the community. St. Cloud Shines also provides resources and information about the different communities in the 30-mile radius of St. Cloud. Greenline Marketing, owned by Bridget Deutz, is a digital marketing collective that works closely with St. Cloud Shines and other clients. They specialize in inbound marketing and also offer leave coverage for businesses in need of temporary support.TakeawaysSt. Cloud Shines aims to change the perception of the St. Cloud area by promoting positive conversations and highlighting inspiring individuals through their Shine Stories.They provide resources and information about the different communities in the 30-mile radius of St. Cloud.Greenline Marketing, owned by Bridget Dites, works closely with St. Cloud Shines and other clients, specializing in inbound marketing and offering leave coverage for businesses in need of temporary support.St. Cloud ShinesGreenline MarketingHost your own podcast with RSS.com: https://rss.com/?via=c026c9Save 20% with Riverside for podcast recording and editing: https://www.riverside.fm/?utm_campaign=campaign_5&utm_medium=affiliate&utm_source=rewardful&via=abbey-gravesExperiencing and exploring everything that makes small towns great. Abbey (The Small Town Tourist) sits down with people to share stories about the towns they live in, the cool services they provide, and more. Visit online at https://thesmalltowntourist.com/ and follow on Instagram https://www.instagram.com/thesmalltowntourist/

Der DAX verbuchte gestern einen Verlust von 0,69 Prozent. Damit schloss er bei 18.164 Punkten. Im Tagestief notierte er sogar bei 18.030 Zählern.

In der heutigen Folge von “Alles auf Aktien” sprechen die Finanzjournalisten Laurin Meyer und Philipp Vetter über Wachstumsprobleme bei Nike, enttäuschte Erwartungen bei Levi's und eine deutsch-französische Rüstungs-Allianz. Außerdem geht es um Adidas, On Running, Walgreens Boots Alliance, CVS Health, Nvidia, Amazon, Schott Pharma, Deutz, MTU Aero Engines, Safran, Palo Alto Networks, Apple, Microsoft, Alphabet, Disney, Wells Fargo, iShares MSCI World Health Care Sector ESG (WKN: A2PHCD), Xtrackers MSCI World Health Care ETF (WKN: A113FD) und UniImmo:Wohnen ZBI Fonds (WKN: A2DMVS). Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

In der heutigen Folge von “Alles auf Aktien” sprechen die Finanzjournalisten Laurin Meyer und Philipp Vetter über einen neuen Höchststand für SAP, miese Noten für Essenslieferanten und Übernahmefantasien bei Whirlpool. Außerdem geht es um Volkswagen, Airbus, Delivery Hero, JP Morgan, HelloFresh, Micron Technology, Nvidia, Amazon, Microsoft, Apple, Alphabet, Xpeng, Ford, Aptiv, Vitesco, UBS, Deutz, VanEck Defense ETF (WKN: A3D9M1), iShares Global Aerospace & Defence (WKN: A3E1JS) und HANetf ICAV - Future of Defence (WKN: A3EB9T). Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Ohne Aktien-Zugang ist's schwer? Starte jetzt bei unserem Partner Scalable Capital. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden.  Lieber als Newsletter? Geht auch.  Das Buch zum Podcast? Jetzt lesen.  China pusht Auto-Aktien, die Arabische Halbinsel pusht Covestro und Siemens. Wachstumsphantasien pushen Deutz, nix pusht NVIDIA oder den Bitcoin. Außerdem hat Apple ein EU-Problem, RXO kauft Konkurrenz und Alnylam hat gute Studien. Wer bohrt das Öl? Die Kollegen bei Baker Hughes (WKN: A2DUAY). Wer hebt die Container? Die Kräne von Konecranes (WKN: 899827). Diesen Podcast vom 25.06.2024, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

Spencer Deutz joins the JMO Podcast for this episode. Spencer is a tournament angler from Fargo, North Dakota. He fishes many regional tournaments but is committed more so these days to the Casino Cup Walleye Circuit in the Dakotas. In addition to being a sponsored tournament angler and having a family and full time job, Spencer also puts on kids fishing clinics around the midwest. Most of them are held in Fargo at the local Scheels store of which he is partnered with for said clinics. After talking with Spencer I believe that he is uncommon in his commitment and devotion to such a quality program that educates young people on pertinent fishing topics. I also learned from hearing his stories that more local anglers should be able to involve themselves with mentorship roles as Spencer has with such obtainable outside resources and willing partners as well as the demand in so many communities throughout the midwest. We also delve into Spencers fishing wisdom including his decades of experience on Devils Lake in North Dakota.Flop Box - https://flopindustries.com/?refid=JMO&a_aid=JMO&a_bid=f80a2f6aScheels - https://www.scheels.com/c/fishingWebsite - www.jmopodcast.comFacebook - https://www.facebook.com/JMOFishingPodcastInstagram - https://www.instagram.com/the_jmopodcast/Devils Lake Tourism - www.devilslakend.comNorth Dakota Game and Fish - www.gf.nd.gov

Keine Rücksicht auf Verluste! Diese Folge brettert brutal rein und nimmt euch mit auf eine mittelaufregende Reise. Es geht los im Lastenaufzug, dann durch die Abkürzungstüren bei IKEA und schließlich in die Drehtür des Hotel Hyatt in Köln-Deutz. Pförtner Chris empfiehlt heute ein leicht tailliertes Jäckchen – es sind angenehme 21 Grad!Besuche Giulia und Chris auf Instagram: @giuliabeckerdasoriginal und @chris.sommerHier findest du alle Infos und Rabatte unserer Werbepartner: linktr.ee/drinnies Hosted on Acast. See acast.com/privacy for more information.

Industrial Talk is onsite at PowerGen and talking to John Dutcher, Director Regional Sales with DEUTZ Corporation about "Power Generation Rental Market and Solutions". John Dutcher and Scott MacKenzie discussed the latest trends and innovations in engine manufacturing, equipment rental, and asset management for the industrial sector. They highlighted the growing demand for multiple fuel sources, battery electric technology, and refurbishment of old machinery, and emphasized the importance of staying up-to-date with market demands and adapting to new regulations. Both speakers agreed that rental is a prime driver for the industry and that collaboration and innovation are crucial for addressing challenges ahead. Action Items [ ] None explicitly mentioned. The meeting was an informational interview to discuss John's background and DEUTZ AG's products and strategies in the evolving industrial equipment market. Outline Industrial innovation and market changes with an engine manufacturer. John Dutcher has 32 years of experience in the industry, mostly in sales. John enjoys his work and finds it fun, coming from a service background. John discusses company's engine manufacturing, including multi-fuel options and foray into battery electric space. John predicts diesel production will change with synthetic or natural alternatives, while small machinery will transition to batteries. Rental industry market trends and challenges. John highlights rental industry's significant impact on equipment manufacturing and service parts market. Maintenance and repair of rental assets pose workforce challenge for companies, requiring technicians to travel and handle tasks in the field. John explains how their company's unique distribution strategy sets them apart from competitors. John: Long-term rental business model may not be sustainable due to changing market dynamics and customer preferences. Collaboration with trusted companies can help smooth out operational challenges and ensure continued revenue streams. Retrofitting old machinery for extended use. Refurbishment businesses are prevalent, upgrading old machinery with new technology. John Dutcher provides contact information and discusses industrial collaboration. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Marketing Process Course” for Greater Success in 2024. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! JOHN DUTCHER'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/john-dutcher-a884519/ Company LinkedIn:

Ein Tor fällt, doch der Jubel bleibt aus: Der Videoweis im Fußball ist bei den Fans umstritten. Sie stört, dass die Überprüfung strittiger Szenen im Kölner Keller viel zu lange dauert. Kann mehr Transparenz noch für einen Stimmungsumschwung sorgen?   Thomas Jaedicke www.deutschlandfunkkultur.de, Die Reportage

Mit den Elfmetern, da muss Arminia Bielefeld nochmal ins Training und / oder in die Regelschule gehen. Einen verschossen, einen sich angeschossen. Ergebnis: Trotzdem ein 2:1-Erfolg beim SV Sandhausen. Also am besten doch alles so lassen, wie es ist. Der DSC hat die sogenannten Big Points am Hardtwald abgeräumt und das Spiel gedreht. Die Elferszenen waren die kniffligsten, besonders beim Ausgleichstor von Putaro, das nicht hätte zählen dürfen. Schiri Badstübner hatte es aber nicht besser gesehen und keinen Videokollegen in Deutz. Der Rest war Bielefelder Mentalität. Im Radio Bielefeld Arminia-Podcast bei Tim Linnenbrügger knacken wir die 40-Punkte-Marke, Sportchef Mutzel ("Spiegel der Saison") und Trainer Kniat ("Balsam für die Seele") dürfen sich bestätigt fühlen, Momuluh und Corboz feiern die Comeback-Qualität.

Hoy en H2 Intereconomía, para hablar del hidrógeno verde, abrimos el trigésimo primer capítulo de la temporada donde en un primer momento nos acompaña Enrique Girón, Director General de Ariema Energía y Medioambiente. También hablamos de motores de hidrógeno con Deutz España, que es con es una subsidiaria del grupo Deutz, una multinacional que celebra este año 160 años de historia. Cuenta con centros de trabajo en Zafra (Badajoz) – Planta de producción de culatas, bielas, bloques y engranes de motor para el grupo DEUTZ AG y en Madrid y Barcelona – Ventas de motores, recambios y servicio postventa de motores diésel DEUTZ para España y Portugal en el sector industrial para maquinaria fuera de carretera (Construcción, Minería, handling, Agrícola, Generación eléctrica…). Con un fuerte ADN en innovación, desde hace unos años se encuentran inmersos en una transformación hacia sistemas de accionamiento neutrales en CO2 como son la electrificación y el motor de combustión interna de H2 a través de su estrategia Dual + (Classic (Diésel), Green (nuevas tecnologías) y Service. Escucha la entrevista completa aquí:

In maydornsmeinung analysiert Börsenexperte Alfred Maydorn die neuesten Entwicklungen der beliebtesten Aktien deutscher Anleger und versieht sie mit seiner persönlichen Meinung.

In this episode of On the Record, brought to you by Associated Equipment Distributors, PFG America CEO Daniel Cook discusses the company's goals for expanding Deutz-Fahr's North American presence. In the Technology Corner, Noah Newman hits the technology highlights of the 2024 National Farm Machinery Show. Also in this episode, CNH Industrial reports $18.1 billion in 2023 ag sales, fewer dealers plan to build brand new dealerships and Deere dealers' inventory levels are rising.

North America is a growing strategic market for the SDF Group, manufacturers of Deutz-Fahr tractors. Farmers in Canada and the U.S. can expect to see a bigger footprint for the brand in 2024 with arrival of the new Deutz-Fahr Agrofarm 5 Series tractor, says SDF international regional director Umberto Miceli. In this report from Agritechnica... Read More

North American farmers who want to go “over the top” can ride in style in a Lamborghini tractor in 2024. At Agritechnica in Germany earlier this month, the SDF Group, which manufactures and markets both Deutz-Fahr and Lamborghini brand tractors announced that the new Deutz-Fahr Lamborghini special edition 6190 TTV will be showing up in... Read More

Kennt ihr schon die aktuellsten & krassesten Geschichten aus Köln-Deutz! Wenn nicht: Unbedingt anhören! Gute Besserung an Marvin! Liebe Grüße, 4 Feinde Tickets für unsere Tour: https://www.4feinde.de/ Tickets für unsere Solo-Shows: https://linktr.ee/4feinde LG 4 Feinde (Sebo Sam, Marvin Hoffmann, Yorick Thiede & Alex Stoldt)

Last time we spoke about operation Se-Go and the continued drive on Finschhafen. The evacuation of Kolombangara, designated operation Se-Go showcased how the Japanese were becoming experts at large scale evacuations. Nearly 10,000 men were safely evacuated from Kolombangara at the cost of some barges. Then in New Guinea, the Allies became aware the taking of Finschhafen was not going to be a cake walk. In fact Wootten sent word to the other commanders that he believed he was facing the full 20th division at Finschhafen. The other commanders were sending their men through the Ramu and Markham valleys finding rearguards everywhere they looked. Rivers and ridges were being taken at a quick pace and Finschhafen was technically seized, but certainly not secured. Now the allies would have to attack the stronghold of Sattelberg. And Today we are going to see some action upon land and sea. This episode is the naval battle of Vella Lavella Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  The Japanese had accomplished another astounding evacuation, managing to pull out nearly 10,000 men from the marooned and isolated Kolombangara. They managed this with limited craft and boldly under the nose of the enemy who enjoyed superiority over land, air and sea. Yet as you can imagine this certainly showcases how the tide of the war in the south pacific had decisively turned. Japanese naval operations were becoming increasingly concerned with evacuating troops as their positions grew hopeless. The campaign for the central solomons was falling apart for Japan, the invasion of Bougainville was imminent. However because of the evacuation of Kolombangara, one of its results would be the establishment of a staging base for barges and landing craft over at Horaniu, the northeast shore of Vella Lavella.  Now in  last episode we spoke about the actions of the Tsuruya unit who were busy delaying Brigadier Potter's New Zealander forces. The Japanese had their backs against the wall at Marquana Bay, holding by just a threat. They had little food or ammunition left with no possibility of re-supply or reinforcements. Despite insufficient resources, Admiral Samejima was determined to rescue the doomed Tsuruya unit. Samejima managed to convince Admiral Kusaka to carry out yet another evacuation, this time of Vella Lavella, slated for the night of October 6th. Before dawn on the 6th, Admiral Ijuin departed Rabaul with 9 destroyers divided into three groups. The first group led by Admiral Ijuin consisted of the Akigumo, Isokaze, Kazagumo and Yugumo. The 2nd group led by Captain Kanaoka Kunizo was aboard Fumizuki accompanied by Yunagi and Matsukaze and a transport unit of 6 barges, 30 folding boats and the transport Usaka Maru. The third group was led by Captain Hara Tameichi aboard the Shigure with Samidare as backup. A fourth group led by Commander Nakayama Shigoroku consisting of 5 subchasers, 3 vedettes and a barge would also depart Buin to help. Ijuin was to be the strike unit, Kanaoka the transport unit and Hara the Guard unit. Ijuin planned to have Kanaoka and Hara standing off Marquana Bay supported by the incoming 4th unit led by Shigoroku. Further support would be given in the form of 8 floatplanes that would try to bomb Potter's men with 20 zeros providing air cover.  During the morning of the 6th, Admiral Wilkinson received reports the Japanese might be attempting an evacuation of Choiseul. At that time his 10th echelon was underway transporting the IMAC advance base to Vella Lavella, leaving the only available force Captain Frank Walker with destroyers Selfridge, Chevalier and O'Bannon. Walker was just returning from a run up the slot passing by the Russells on his way home. Wilkinson sent word to Walker to pay specific attention to the coast of Choiseul as he passed around. During that afternoon, Admiral Halsey sent an alert to Wilkinson that the Tokyo Express was definitely about to make a run, but it was not to Choisuel, instead it was to Marquana bay. Wilkinson dispatched 3 destroyers from the 10th echelon, Ralph Talbot, Taylor and LaVallete with Commander Harold Larson to reinforce Walker around Sauka point to try and intercept the Japanese. Shortly after sending the orders, Walk received further intelligence. At 7:30pm he learnt that an unknown number of destroyers, 3 torpedo boats and 6 subchasers were enroute, expected to be in the area by 10:30 with an embarkation time of 11:30. At 9:02 he was told that possibly 9 destroyers were coming. A few minutes later another report passed on by some B-25's attacking buin stated they spotted 4 IJN destroyers or possibly Jintsu-class cruisers. Thus pretty uncertain of what was actually out there, Walker's crews were warned to expect the worse and they would sound General Quarters by 7pm. 40 minutes later the 938th seaplanes began harassing them. At 9:50 Walker announced over the TBS “When we round the corner close the gap and be ready for anything. I want to get the fish off without guns if possible.” Wilkinson's reinforcements only made it to the rendezvous point by 11:40, leading Walker to have to start the battle alone. Since the days of John Paul Jones, American naval lore had honored and applauded commanders who unleashed bold attacks on superior enemy forces, but in this case Walker would prove to be too rash.  Walker took his force around the north coast of Vella Lavella that night and began scouting the area finding no sign of the enemy. Meanwhile Ijuins strike force followed by Hara and Kanaoka proceeded to their staging point arrived at 10pm. Minutes later a scout plan reported 4 cruisers and 3 destroyers northeast of Vella Lavella on a western course. The plane most certainly saw the Selfridge, Chevalier and O'Bannon coming up the slot but mistook them as cruisers. Ijuin ordered Konaoka to take his group west towards the Shortlands while he and Hara turned back to meet the enemy. However Hara's force were a bit further west and having difficulty due to mist causing lack of visibility. at 10:30 the Americans made their first radar contact of the enemy and 5 minutes later lookouts aboard the Kazagumo sighted the Americans to their south. Consequently, Ijuin had just turned to port heading southwest to cross Walker's bows, but he misjudged the distance and instead opened the range. Walker responded by increasing his forces speed to 30 knots to try and head off the enemy. Upon seeing this, Ijuin changed his course at 10:45 to south-southeast to close the range, then at 10:48 ordered a 45 degree turn south. These maneuvers actually worked to the Americans advantage, and upon seeing he was presenting an easier target, Ijuin ordered another simultaneous turn to port which staggered his ships in line abreast on a course opposite and nearly parallel to Walker with their range rapidly closing. The maneuvering blunder allowed the Americans to pull up to the nearest group of 4 IJN destroyers and launch a half salvo of torpedoes. Most of the torpedoes were fired at the Yagumo which was being mistaken as a possible cruiser. Commander Osako Higashi aboard the Yagumo ordered 8 torpedoes to be launched before the guns began to fire. The Americans opened fire with their guns after the torpedoes turning Yagumo into a burning wreck quickly. Ijuin tried to course correct again going south then west.  But by this point, Hara had just made it to the battle at 11:01 the Americans saw his forces to their southwest and closed in to engage. This put Hara ahead and parallel to Walker giving the Americans the perfect position to launch another salvo of torpedoes. At the same time one of Yagumo's torpedoes hit Chevalier detonating her No 2 Gun Magazine, blowing the ship in two. Her brigade and aft section swung across O'Bannon's path forcing O'Bannon to ram into her starboard engine room. The force of the collision was mitigated by Commander Donald MacDonald who ordered an emergency full speed astern when he saw the explosion on Chevalier. Two minutes later a torpedo, most likely fired from Chevalier, hit Yagumo. At 11:06, one of Hara's destroyers landed a torpedo hit on the Selfridge, shearing off her bow and wrecking everything from the bridge forward. In just 5 minutes, 104 American sailors were dead and 66 were wounded. Both sides continued the brawl, at 11:17 Ijuin still taking a westward course, ordered torpedoes to be fired at what he thought were cruisers, probably the O'Bannon and Chevalier. He received a claim that one was sunk, so he decided to break off the battle and head for home. Meanwhile Geoerge Peckham aboard the Selfridge believed he had been hit by torpedo boats and wildly ordered men to track where they might be. It was an age old naval case of both sides fighting ghosts ships basically. Meanwhile Commander Nakayama's group began to approach Marquana bay from the north and Wilkinsons reinforcements group led by Larson were arriving from the south as well. At 10:55 Larson had received ordered from Walker to execute “William” which was the codename for torpedoes and “dog” was naval gunfire. Larsons group passed Yagumo who was undergoing her death throes and by 11:40 the group was in the battle area. Larson could not make out a contact on enemy ships and by midnight simply headed for Marquana bay, seeing nothing but crippled ships. Chevalier was beyond saving so she was scuttled, Selfridge was able to be repaired by 3:15am and would make a slow but safe journey home. Walker notified COMAIRSOLS they needed air cover as Nakayama's group passed east of the battle area but did not engage. Japanese barges began to load men as the 938ht floatplane harassed the New Zealanders artillery. Many New Zealanders reported hearing naval gunfire and what sounded like barges scraping against reefs. By 3:10am, Nakayama left for Buin with all 589 men of the Tsuruya unit. The Americans captured 74 survivors of the Yagumo who were marooned at Biloa, while 27 others would make their way to Buin using motorized whaleboats. Ijuin had lost 179 men dead with 74 captured. On October 8th, Potter's men determined the Japanese were indeed gone so they began occupying Marquana bay. Thus ended the battle of Vella Lavella.  The 1st battalion, 27th regiment landed at Ringi Cover on southern Kolombangara on October 6th finding 49 abandoned artillery pieces and some scattered Japanese who had been left behind. By October 15th Admiral Hasley declared operation Toenails terminated. Two days prior the Japanese had likewise terminated operation Se-go. Admiral Samejima would be forced to carry the blame for the loss of the central solomons. He went on the record to say this “The relations between the Army and Navy units in this area were extremely harmonious and satisfactory, and the foregoing is due to the character and judgment of Maj-Gen. Sasaki and Rear Admiral Ōta. However, because of my inexperience in commanding land operations, there were times when I failed to dispatch appropriate orders to Maj-Gen. Sasaki in conducting our operations. And the fact that there is evidence that I left the operations up to the arbitrary decisions of Maj-Gen. Sasaki to some degree clearly reveals the folly of placing a Naval Commander like me in charge of land operations involving Army and Navy units.” In the end his forces managed to hold back the enemy for nearly two months and he had pulled off a pretty incredible evacuation. Operation Toenails was a success for the allies managing to secure 4 new airbases at Munda, Segi, Ondonga and Barakoma. These acquisitions would have a huge impact on future campaigns against Bougainville and Rabaul. Admiral Halsey would receive some criticism for underestimating both the terrain and enemy during operation Toenails. Major General Harmon went on the record to say “Munda is a tough nut –much tougher in terrain, organization of the ground and determination of the Jap than we had thought,.  The Japanese agreed; an intelligence report dated 11 August stated that the “reasons for the slow advance of the enemy in Munda, etc, are due to the courage of our forces and the difficult fighting in the jungle.” The allies learned some important lessons such as the necessity of adequate medial support; the implementation of effective evacuation procedures; close air support for ground troops; the effectiveness of naval gunfire support or lack thereof it; and the 3 most effective weapons against the Japanese; the 155mm gun, tanks and dive bombers. These 3 weapons would be put into effect on Bougainville. The central solomons campaign saw 995 US Army, 192 marine and 500 US navy death with 4407 wounded. The New Zealanders and Fijians received 200 casualties. For the Japanese it was estimated 4000 died with 4500 wounded. Now we need to head over to New Guinea. General Vasey's men were preparing for an assault against Dumpu, while being harassed by the infilitration specialists of the Saito Unit. The Saito units had performed infilitrations against Dakisaria and Marawasa. On October 2nd, while the bulk of the 21st and 25th brigades were establishing bridgeheads to cross the Gusap and Tunkaat river. The 2/7th independent company at this time were trying to cross the Ramu into Kaigulin where a Japanese outpost was. The outpost was guarded by the Saito unit, 80 men of the 10th company, 78th regiment supported by the 3rd company. The Saito unit gave them hell, forcing the commandos to cross the Ramu elsewhere trying to hook around their right flank. They managed to pull the flanking maneuver and in the battle killed 6 Japanese. Interestingly Lt R.D Watts decapitated a Japanese using a katana he had acquired in a previous battle, a case of the turntables. I am now realizing when I make this dumb joke many of you might not have watched the office, I must sound even dumber than I am. The following day, Brigadier Dougherty ordered his men to only patrol as he was waiting for Brigadier Eather's forces to assemble in the Bumbum area. Yes, there is a place called Bumbum, I thought Nuk Nuk would be my favorite New Guinea area, I was wrong.  On the morning of October 4th, Dougherty ordered the 2/14th towards Wampun and the 2/16th to capture Dumpu. By 2pm, Captain C.L McInnes lead a company of the 2/14th to find Wampun deserted which was expected. However the men had marched all day in the heat, without any water. McInnes company was sent to Karam to search for water. Another company followed McInnes company soon after and a mile or so out they came across a banana plantation. They saw some troops cutting down banana leaves and assumed it was McInnes men, however these were actually Japanese of the Saito Unit. The forward patrol were carelessly advancing towards the banana plantation when bursts of machine gun and rifle fire hit Colonel Honner and Sergeant Pryor. Pyror wounded in his chin and chest tried to drag his commanding officer back, but Honnor had taken a shot to the leg and could only crawl. Honnor began screaming to his men to figure out the position of the enemy and this led Private Bennet to lead a small party to do so. The Japanese continued to fire upon them and Honnor was hit in his hand to add to his misery. Luckily for them the 2/14th sent a rescue party to extricate Honnor. Honnor was moved to safety by 5pm as Colonel O'Day prepared to attack the Japanese at the banana planation. At 6pm O'day led two platoons to rush their position where they killed 11 troops and a Japanese officers, driving the rest to flee into the jungle. The next morning they would also kill a few stragglers, the action cost 7 australian lives of the 2/14th while killing an estimated 26 Japanese and taking a single prisoner. Meanwhile the 2/16th had successfully crossed the Surinam River without facing any opposition. They sent a platoon ahead led by Lt Scott to check out Dumpu. At 4:40pm he reported back that it seemed Dumpu was still occupied. Major Symington led forward a company to prepare to attack Dumpu, but when they reached its outskirts they could visibly see Japanese fleeing the area. Thus Dougherty's men grabbed Dumpu without a fight. General Vasey believed 78th regiment had failed to relieve pressure on the retreating 51st division, but unbeknownst to him, General Nakano's men were already marching through the formidable Saruwaged range. The range had an altitude of 3000 meters where temperatures fell below 10 degrees. Anyone who tried to start a fire from the moss-covered wood would find it unbelievably difficult. Many men reported heating gunpowder from rifles to start fires. A lot of rifles were burnt away because of this. Their rations ran out quickly, leading to starving men turning upon the dead….and even the living. Private Kitamoto Masamich recalled “seeing three soldiers had pinned a trooper to the ground while one of them stabbed him in the heart with his bayonet. I watched shocked as the remaining three soldiers cut slices of the dead trooper's thigh and began to devour the human flesh. I shouted at them as flies swarmed about their faces… They had become mad with hunger and fatigue.' Kitamoto covered the corpse and moved on. Cannibalism reared its ugly head often for the Japanese, particularly in some parts of Burma by late 1945.  Until now the 7th division was enjoying a pretty uninterrupted advance to Dumpu. The Benabena was pretty secure as well, but General Nakai was establishing strong defensive positions along the Kankirei saddle. This would soon turn the campaign in the Ramu valley and Finisterre range into a gritty holding operation. In the meantime, the allies were being directed towards the FInschhafen campaign, with General Herring ordering Vasey to hold the Dumpu-Marawasa area. There he was to establish a new landing strip at Dumpu and to not make any large advances. Only the 2/27th battalion of Lt Colonel John Bishop would be allowed to advance into the Finisterre foothills. Dougherty hoped the 2/27th might reach Kumbarum within the Finisterre foothills and during a torrential rainstorm they overran the area with no opposition. Bishops men patrolled around and found the enemy was occupying the key feature guarding the exists of the Faria and Uria rivers from some mountains northwest of Kumbarum. Under the cover of rain, Lt King took 8 men to scramble up the feature which panicked the Japanese there causing them to flee without a fight. Thus it was named King's Hill and would become an important tactical position and observation post. Apparently Kings men had come up just when two battalions were changing their troops dispositions, and a platoon guarding King's Hill had retired before even seeing the allied forces. Regardless a company was sent to the Boganon mountain area, that rose some 41000 feet. The torrential rain caused a ton of delays for the construction of the new landing strip. In the meantime the 21st brigade patrolled as much as they could. The 2/16th and 2/14th patrolled west of the Mosia river finding no enemy. On the 6th, the 25th brigade sent patrols in all directions north of the Ramu Valley. They found signs of the enemy recently leaving the Boparimpum area; the same at Koram. Just a bit north of Koram, it looked like there was a Japanese outpost on some high ground. Patrols took care near this outpost as it was expected Japanese snipers were there, but when further prodded it seemed abandoned. The 2/2nd independent company patrolled the area of Sepu towards the Waimeriba crossing of the Ramu finding only signs the enemy had recently vacated the area. A small patrol skirmished with the enemy between Saus and Usini. Kesawai would be found unoccupied on the 5th. Overall it was concluded the Japanese had abandoned the Ramu Valley entirely.  On the 6th, Generals Vasey and Wootten received a signal that the 2/2nd, 2/4th, 2/6th and 2/7th independent companies would become cavalry commando squadrons which did not sit well with the experienced commandos. Since the beginning of 1943, the term “commando” had been increasingly used to describe a member of an independent company. The term was quite alien to the Australian Army, and the tasks undertaken by independent companies since the beginning of the pacific war were not at all like that of what British commandos did. In the short space of two years, the independent companies had built up a proud tradition  and the men regarded the term “independent company” as a much better description of what they did than the terms “cavalry” or “commando” and thus resented the change of title. The next day, Dougherty's 2/16th battalion occupied Bebei and the 2/27th battalion cautiously investigated the upper reaches of the Uria and Faria river valleys. When the men went past the Faria river towards some high ground they suddenly came across a party of 8 Japanese. A fight broke out as they killed 3 of the 8 Japanese receiving no casualties themselves. The Japanese looked to be withdrawing and the Australians dug in for the night in a place designated Guy's Post atop Buff's Knoll. These prodding actions prompted Nakai to order the 2nd battalion, 78th regiment to launch a counterattack against Buff's Knoll. An hour after midnight during a particularly rainy night, a Japanese platoon charged up the knoll. The first attack lasted about half and hour before petering out. The Australian company consolidated around Guy's Post established a defensive perimeter through out the night. However the night attack ultimately failed for the Japanese as they were not familiar with the terrain and the heavy rain made a mess of their advance. On the morning of October 8th, the Japanese tried to push again while the 2/27th consolidated their position in the Faria area. The Japanese barely budged the Australians and on October 9th, Colonel Bishop ordered the company to advance forward astride the main Japanese route going east towards the Kankiryo saddle. The man at Guy's Post followed them an hour or so behind as they skirmished with Japanese towards Trevors ridge and John's knoll. They would kill roughly 11 Japanese as they occupied both Trevors ridge and Johns knoll. Yet this is all for today on New Guinea as we are going to travel back to the CBI theater who we have not talked about in some time. Going way back to 1942, the Japanese empire had been at its zenith forcing the allies to come up with some special operations such as the Chindits. Our old onion necklace wearing friend Brigadier Wingate was running that show, but General Blamey also created his “inter-allied Services Department” known as the ISD. They were a military intelligence unit formed around several British special operations officers who had escaped Singapore before it hell. Inside the ISD later named the Services Reconnaissance Department, a raiding/commando unit was formed called the Z special unit. They were primarily Australian, but also held some British, Dutch, New Zealander, Timorese and Indonesian members. After escaping places like Singapore, and Sumatra, British Captain Ivan Lyon joined the units and became one of their leaders. He devised a plan to attack Japanese shipping in Singapore Harbor. His plan designated Operation Jaywick, called for traversing to the harbor in a vessel disguised as an Asian fishing boat. Then they were to use folboats or folding canoes to get over to enemy ships and attach limpet mines to them. Lyon was promoted to Major and began rigorous training 17th volunteers at Camp X,  a clifftop overlooking Refuge Bay to the north of Sydney. The men worked for weeks digging, breaking rock and clearing scrub around the campsite and parade ground, which worked as prelude to the long, and progressively longer days they would spent canoeing. There were plenty of route marches across rocky hills which Lyon said “consisted of point-to-point walking or scrambling, compass work, stalking and attacks'. The men were tested on elementary navigation, chart reading, tide tables, visual signaling with semaphore and morse and the use of prismatic compasses on land and sea. They trained using a variety of weapons such as Owen sub machine guns, Brens, Lewis guns, all with the view to shoot down enemy aircraft. The practiced unarmed combat, grenade tossing, limpet mining and gelignite. They also received numerous lectures on ship engines. By early 1943, the 17 men had been reduced to 10. They were then given a captured Japanese coastal fish carrier named the Krait which was powered by a Deutz four cylinder engine, had a beam of 11 feet and a range of 8000 miles with a max speed of 6.5 knots. They modified  the vessel to increase her storage capacity. On August 4th, the Krait departed Cairns en route to the submarine base at Exmouth Gulf on the northwest corner of Australia. On September 2nd, Lyon's commandos began their long and dangerous voyage sailing through the Lombok strait to Singapore. None of the men knew about the plan prior to the attack nor their destination.  It was on the third day that Lyon gathered the men to disclose the truth. ‘He said, “Righto, do you know where we're going?”'Some of the men said they believed it was Surabaya in East Java. After Lyon revealed their destination, Moss Berryman recalled ‘They couldn't believe it when they were told they were going to Singapore “to blow up a few ships”'Lyon could see one or two of the men were stunned at the thought of going so deep inside enemy territory. Jones recalled ‘Nobody expected to be going that far and there was sort of talk about how dangerous it was,'. Lyon reassured the men that wasn't the case. ‘This is not a dangerous trip, it's an experience.' But for anyone who didn't fancy it, Lyon said he understood and he would ‘drop you off at the first island we come to and if you're there when we come back we'll pick you up'. It was a smart psychological play as he knew on one would dare lose face in front of his mates. Lyon stared at their faces and they returned his gaze. No one moved. They were all fully committed. Their safety depending on maintaining the disguise of a local fishing boat, so the raiders stained their skin brown with dye to appear more Asiatic, I guess its sort of like the prime minister of my country on Halloween. Cramped on the Krait, the commandos reached the Java sea and passed the south west corner or Borneo getting 50 miles off her coast by September 14th. The enemy's high activity in the area forced Lyon to detour towards Panjang island with the intention of making their way to Durian island. Yet when they approached Durian island they spotted a observation post so they turned back to Panjang which lies approximately 25 miles south of Singapore.  On september 20th, 6 men on 3 canoes carrying 9 limpet mines each departed the Krait enroute to Singapore harbor. The raiders passed through Bulan and the Batam islands on september 22nd, reaching Donas island the next day. On the 24th Lyon sighted 13 sizable ships in the harbor, so he told the men they would be hitting them that night. Lyon distributed cyanide pills to all the men and told them ‘I leave it up to yourselves to decide what you want to do. But I can tell you now that if you get caught you won't have a very good time of it. They're not known for being gentlemen, the Japanese. Don't delude yourselves in thinking you are tough enough to resist interrogation. You could be tortured enough to give away the whole story. You may not be able to do anything about it. Above all, they had to think of their mates on the Krait. If they fell into enemy hands, the Japanese would want to know how we arrived in Singapore' The men rowed through the capricious tide, but it soon forced them back towards Dongas, instead they moved to Suber island the next day. On the night of september 26th, Lyon's raiders departed again, Canoe 1 held Lyon and Huston; Canoe 2 Davidson and falls and Canoe 3 Page and jones. Canoe 2 would hit the north shipping in Keppel Harbor while 1 and 3 would hit examination anchorage and the wharf at Pulau Bukon. Canoe 2 had the strongest men and was given the additional task of returning to Pompong to rendezvous with the Krait  Canoe 2 steered through an anchored ketch on the edge of the main channel, continuing between the islands of Biakang Mati and Tekukor. They arrived to Keppel Harbor and set their sights on a 6000 ton cargo ship sitting low in the water, indicating she had a full load. The found a second target, also a 6000 ton cargo vessel and a third ship of similar proportions, though the last looked not fully loaded. At 1:15am they attached the last of their 9 limpet mines, 3 per ship and made their escape towards Panjang.  The other two canoes had a much easier paddle from Subar. The tide was running east to west, allowing them to go with ease to their target. The paddled together until 9:30 when they separated. At Pulau Bukom an older freighter was mined amidship and around the engine rooms. Then they spotted a modern freighter with engines after and 3 sets of goalpost masts and another 6000 ton old freighter. Over in Examination Anchorage nothing suitable was found, so the raiders mined a tanker even though it was probably impossible to sink with mines. All 4 ships were mined, the men ate some chocolate rations and made their escape towards Dongas. The ships combined comprised around 39000 tons between them. On the way back, the exhausted commandos heard the distant explosions and the chaos that erupted in Singapore. When dawn broke, in Examination anchorage one ship was partially submerged, while two more would sink and 3 were heavily damaged including the tanker Shosei Mary. Canoe 2 and 3 waited until the commotion died down before returning to Panjang, reuniting with everyone aboard the Krait by October 2nd. Their return back to Australia was relatively uneventful, except for one tense incident in the Lombok strait when a IJN minesweeper approached their ship. The commandos remained cool and the minesweeper simply carried on.   The Japanese would retaliate for what happened during Operation Jaywick. On October 10th, the Kempeitai, those are military police of the IJA for those of you who dont know, you can sort of picture the Gestapo, but not quite the same. They went to Changi Prison in Singapore and began reading out a list of civilian names. These named men were taken away for interrogation, torture and in many cases execution. Over the course of 6 months, 50 Europeans and Australians suffered a brutal inquisition. They were beaten with knotted ropes, electrically shocked, had nails driven into the feet, the old cigarettes burnt onto their hands, arms and on their genitals ouch. They were waterboarded and in total 16 men would die. But no credible information was taken from any of them. The Japanese were far more brutal to the Malays and Chinese. Countless were tortured, interrogated and many executed with their severed heads put on posts around the city. After it was all said and done the Kempeitai filled a report speculating the raid had been carried out by two chinese and one Malay. They didn't believe it and their superiors did not either. The 6 months of horror is known as the Double Tenth Massacre.   There was another unit formed known as the M special Unit, which was a joint Australian, New Zealand, Dutch and British reconnaissance unit formed as a successor to the Coastwatchers. Their role was to gather intelligence on Japanese shipping and troop movements. To do this, small teams were landed behind enemy lines by sea, air and land. One of their first operations was Locust led by Lt Jack Fryer. A group of 4 men departed Benabena overland on January 21st and advance to Lumi airstrip. They formed a base camp thee and began observing the Japanese. In conjunction to Locust was operation Whiting, which was a team of 5 Dutchmen led by Sergeant Huibert Staverman who also departed Benabena to establish a coast-watching station in the hills above Hollandia, reaching Aitape by mid september. Unfortunately the operation would be a catastrophe as the Dutch were ambushed around Aitape. Sergeant Staverman, Corporal D.J Topman, privates H Pattiwal, M Reharing and radio operator Sergeant Len Siffleet were publicly executed at Eitape beach on October 24th of 1943.   Another important development was the Japanese seizure of Macau. Unlike the case of Portuguese held Timor taken in 1942, the Japanese has respected Portuguese neutrality in Macau. However there was a huge influx of Chinese, American and European refugees coming from Guangdong and Hong Kong and this aroused Japanese suspicions. After the fall of Hong Kong, the British had established a clandestine support organization inside Macau trying to gain intelligence on the Japanese in an effort rescue the prisoners from Hong Kong. British army aid group known as BAAG, was under the command of Lt Colonel Lindsay Tasman Ride. They operated out of Hong Kong, Waichow, Guilin, Sanbu, Kaiping, Kunming and other places. They had planned out escape routes from Macau for local Chinese using the route through Shekki or via the sea to a place called To Fuk. Guangzhouwan was another escape route that wealthy Chinese and other nationalities with resources could buy passage through. Another route used a heavily armed motor junk that went to the north west point of Macau, Kong CHung and took them as far as Sam Fau. From there with aid, they could get to Guilin and then Chongqing.    But then a blockade was imposed on the Chinese mainland. Macau's survival depended upon receiving rice and fuel from places like Vichy controlled Indochina and Guangzhouwan, but after the Japanese occupied them Macau suffered critical food shortages. Macau's ships were not allowed to be used by Portuguese to carry food and thus were dependent on foreign ships. On the night of August 18th, the British ship Sian, under Portuguese protection was commandeered by a combined fleet of Japanese and pro-Japanese Chinese run ships, which illegally entered Macau's inner harbor. There was a shootout leading to 20 dead British sailors and the Japanese allegedly discovered that the ship was transporting a shipment of illegal weapons to be sold to the NRA. The next morning Lt General Tanaka Hisakzu of the 23rd army ordered troops across the border who clashed briefly with Macau police forces before Lisbon ordered them to not resist.    Governor Mauricio Teixeira was forced to collaborate with the Japanese who starting in September demanded the installation of Japanese advisors or full blown military occupation. The result was Macau becoming a protectorate. The isolated port city became a center for smuggling and black market activities…which it kinda still is today haha.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The battle for Vella Lavella was over, the Japanese yet again proved themselves experts at the art of evacuation. The battle for Finschhafen was not over by any means and now the allies were cautiously proceeding forward lest they repeat any mistakes learnt in Buna-Gona, Lae and Salamaua.   

Is hydrogen a suitable drive technology? Major German auto supplier, Mahle, believes that the hydrogen engine is ready for series production in agricultural machinery and trucks. But when it comes to cars, many experts are pessimistic. We take a look.

We've talked multiple times about how important strength training is but today's episode will explain to you why it's so important! So much research is coming out about the positive impact of having muscle mass. Every major system in the body benefits from having muscle mass including many you wouldn't think of! Listen in as I explain the benefits of having muscle mass, why this absolutely applies to women, and more!   Time Stamps:   (0:08) Why Muscle Mass Matters (2:02) We Should Be Strength Training No Matter What (3:05) Muscle Mass and Our Health (6:45) Looking At Some Research (11:00) Muscle Stimulation (12:19) Coach Brad's Article (14:45) For My Females (17:30 What's the Point? (25:45) Doing Things For Your Future Self --------------------- Resources: Caan BJ, Cespedes Feliciano EM, Prado CM, Alexeeff S, Kroenke CH, Bradshaw P, Quesenberry CP, Weltzien EK, Castillo AL, Olobatuyi TA, Chen WY. Association of Muscle and Adiposity Measured by Computed Tomography With Survival in Patients With Nonmetastatic Breast Cancer. JAMA Oncol. 2018 Jun 1;4(6):798-804. doi: 10.1001/jamaoncol.2018.0137. PMID: 29621380; PMCID: PMC6584322. Akahoshi T, Yasuda M, Momii K, Kubota K, Shono Y, Kaku N, Tokuda K, Nagata T, Yoshizumi T, Shirabe K, Hashizume M, Maehara Y. Sarcopenia is a predictive factor for prolonged intensive care unit stays in high-energy blunt trauma patients. Acute Med Surg. 2016 May 2;3(4):326-331. doi: 10.1002/ams2.195. PMID: 29123807; PMCID: PMC5667315. García-Hermoso, A., Cavero-Redondo, I., Ramírez-Vélez, R., Ruiz, J. R., Ortega, F. B., Lee, D. C., & Martínez-Vizcaíno, V. (2018). Muscular strength as a predictor of all-cause mortality in an apparently healthy population: a systematic review and meta-analysis of data from approximately 2 million men and women. Archives of physical medicine and rehabilitation, 99(10), 2100-2113. Boyle, P. A., Buchman, A. S., Wilson, R. S., Leurgans, S. E., & Bennett, D. A. (2009). Association of muscle strength with the risk of Alzheimer disease and the rate of cognitive decline in community-dwelling older persons. Archives of neurology, 66(11), 1339-1344. Parker, K., Rhee, Y., Tomkinson, G. R., Vincent, B. M., O'Connor, M. L., & McGrath, R. (2021). Handgrip weakness and asymmetry independently predict the development of new activity limitations: results from analyses of longitudinal data from the US health and retirement study. Journal of the American Medical Directors Association, 22(4), 821-826. den Ouden, M. E., Schuurmans, M. J., Arts, I. E., & van der Schouw, Y. T. (2013). Association between physical performance characteristics and independence in activities of daily living in middle‐aged and elderly men. Geriatrics & gerontology international, 13(2), 274-280. Carla M. Prado, Sarah A. Purcell, Carolyn Alish, Suzette L. Pereira, Nicolaas E. Deutz, Daren K. Heyland, Bret H. Goodpaster, Kelly A. Tappenden & Steven B. Heymsfield (2018) Implications of low muscle mass across the continuum of care: a narrative review, Annals of Medicine, 50:8, 675-693, DOI: 10.1080/07853890.2018.1511918 Weijs PJ, Looijaard WG, Dekker IM, Stapel SN, Girbes AR, Oudemans-van Straaten HM, Beishuizen A. Low skeletal muscle area is a risk factor for mortality in mechanically ventilated critically ill patients. Crit Care. 2014 Jan 13;18(2):R12. doi: 10.1186/cc13189. PMID: 24410863; PMCID: PMC4028783. --------------------- Where You Can Find Me: @joellesamantha Nutrition & Fitness Coaching: @leveltencoaching Fitness Coaching Software: @fitcoachpro

In 1128, a devastating fire broke out in the town of Deutz, which lies on the other side of the Rhine from Cologne, reducing the town to rubble. But what was the reason for this devastating fire?