Podcasts about Mitsubishi

In this episode, I sit down with my friend Shawn Johnson. He is the lead pastor of Red Rocks Church, an author, and someone God has used to impact thousands. And he is the coolest! Shawn shares openly about being diagnosed with Parkinson's, the battle with depression that followed, and what it looks like to keep getting back up when life knocks you down. We talk about choosing joy on purpose, why fun actually matters in your faith, and the hope that will hold steady even on the hardest days. If you've ever felt like giving up, or you're trying to keep going when things feel heavier than you expected, Shawn's story will speak straight to your soul. It's honest. It's encouraging. And it's a reminder that God does some of His best work in the fire.   Thanks to our amazing partners on this episode:  International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit https://www.verneide.com/   Subscribe to The Conversation on YouTube and watch the full interview with Shawn: youtube.com/@adamaweber  Sign up for The Crew: https://www.adamweber.com/thecrew  

Send us a textHuman Centered AI: Ep.009 - The Iwakura PrincipleSee comments on where to listen

Allen and Joel sit down with Dan Fesenmeyer of Windquest Advisors to discuss turbine supply agreement fundamentals, negotiation leverage, and how tariff uncertainty is reshaping contract terms. Dan also explains why operators should maximize warranty claims before service agreements take over. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Dan, welcome to the program. Great to be here. Thanks for having me, guys. Well, we’ve been looking forward to this for several weeks now because. We’re trying to learn some of the ins and outs of turbine supply agreements, FSAs, because everybody’s talking about them now. Uh, and there’s a lot of assets being exchanged. A lot of turbine farms up for sale. A lot of acquisitions on the other side, on the investment side coming in and. As engineers, we don’t deal a lot with TSAs. It’s just not something that we typically see until, unless there’s a huge problem and then we sort of get involved a little bit. I wanna understand, first off, and you have a a ton of experience doing this, that’s why we [00:01:00] love having you. What are some of the fundamentals of turbine supply agreements? Like what? What is their function? How do they operate? Because I think a lot of engineers and technicians don’t understand the basic fundamentals of these TSAs. Dan Fesenmeyer: The TSA is a turbine supply agreement and it’s for the purchase and delivery of the wind turbines for your wind farm. Um, typically they are negotiated maybe over a 12 ish month period and typically they’re signed at least 12 months before you need, or you want your deliveries for the wind turbines. Joel Saxum: We talk with people all over the world. Um, you know, GE Americas is different than GE in Spain and GE in Australia and Nordics here, and everybody’s a little bit different. Um, but what we, we regularly see, and this is always an odd thing to me, is you talked about like negotiating. It starts 12 months ahead of time stuff, but we see that [00:02:00] the agreements a lot of times are very boilerplate. They’re very much like we’re trying to structure this in a certain way, and at the end of the day, well, as from an operator standpoint, from the the person buying them, we would like this and we would like this and we would like this, but at the end of the day, they don’t really seem to get that much negotiation in ’em. It’s kind of like, this is what the agreement you’re gonna take and this is how we sell them. That’s it. Is, is that your experience? I mean, you’re at GE for a long time, one of the leading OEMs, but is that what you’re seeing now or is there a little bit more flexibility or kind of what’s your take on that? Dan Fesenmeyer: I think generally it depends, and of course the, the OEMs in the, and I’ll focus more on the us, they’ll start with their standard template and it’s up to the purchaser, uh, to develop what they want as their wishlist and start negotiations and do their, let’s say, markup. So, uh, and then there’s a bit of leverage involved. If you’re buying two units, it’s hard to get a lot of interest. [00:03:00] If you’re buying 200 units, then you have a lot more leverage, uh, to negotiate terms and conditions in those agreements. I was with GE for 12 years on the sales and commercial side and now doing advisory services for four years. Uh, some of these negotiations can go for a long time and can get very, very red. Others can go pretty quick. It really depends on what your priorities are. How hard you want to push for what you need. Allen Hall: So how much detail goes into a TSA then are, are they getting very prescriptive, the operators coming with a, a list of things they would like to see? Or is it more negotiating on the price side and the delivery time and the specifics of the turbine? Dan Fesenmeyer: Generally speaking, you start kind of with the proposal stage and. First thing I always tell people is, let’s understand what you have in your proposal. Let’s understand, you know, what are the delivery [00:04:00] rates and times and does that fit with your project? Does the price work with respect to your PPA, what does it say about tariffs? That’s a huge one right now. Where is the risk going to land? What’s in, what’s out? Um. Is the price firm or is there indexation, whether it’s tied to commodities or different currencies. So in my view, there’s some pre-negotiations or at least really understanding what the offer is before you start getting into red lines and, and generally it’s good to sit down with the purchasing team and then ultimately with the OEM and walk through that proposal. Make sure you have everything you need. Make sure you understand what’s included, what’s not. Scope of supply is also a big one. Um, less in less in terms of the turbine itself, but more about the options, like does it have the control features you need for Ercot, for example. Uh, does it have leading [00:05:00]edge protection on your blades? Does it have low noise trailing edge? Do we even need lo low noise trailing edges? Uh, you know, those Joel Saxum: sorts Dan Fesenmeyer: of things. Joel Saxum: Do you see the more of the red lining in the commercial phase or like the technical phase? Because, and why I ask this question is when we talk, ’cause we’re regularly in the o and m world, right? Talking with engineers and asset managers, how do you manage your assets? And they really complain a lot that a lot of their input in that, that feedback loop from operations doesn’t make it to the developers when they’re signing TSAs. Um, so that’s a big complaint of theirs. And so my question is like, kind of like. All right. Are there wishes being heard or is it more general on the technical side and more focused on the commercial Dan Fesenmeyer: side? Where do you see that it comes down to making sure that your negotiation team has all the different voices and constituents at the table? Uh, my approach and our, our team’s approach is you have the legal piece, a technical piece, and we’re in between. We’re [00:06:00] the commercial piece. So when you’re talking TSAs, we’re talking price delivery terms. Determination, warranty, you know, kind of the, the big ticket items, liquidated damages, contract caps, all those big ticket commercial items. When you move over to the operations agreement, which generally gets negotiated at the same time or immediately after, I recommend doing them at the same time because you have more leverage and you wanna make sure terms go from TSA. They look the same in the. Services agreement. And that’s where it’s really important to have your operations people involved. Right? And, and we all learn by mistakes. So people that have operated assets for a long time, they always have their list of five or 10 things that they want in their o and m agreement. And, um, from a process standpoint, before we get into red lines, we usually do kind of a high [00:07:00] level walkthrough of here’s what we think is important. Um. For the TSA and for the SMA or the operations and maintenance agreement, let’s get on the same page as a team on what’s important, what’s our priority, and what do we want to see as the outcome. Allen Hall: And the weird thing right now is the tariffs in the United States that they are a hundred percent, 200%, then they’re 10%. They are bouncing. Like a pinball or a pong ping pong ball at the moment. How are you writing in adjustments for tariffs right now? Because some of the components may enter the country when there’s a tariff or the park the same park enter a week later and not be under that tariff. How does that even get written into a contract right now? Dan Fesenmeyer: Well, that’s a fluid, it’s a fluid environment with terrorists obviously, and. It seems, and I’ll speak mostly from the two large OEMs in the US market. Um, [00:08:00] basically what you’re seeing is you have a proposal and tariffs, it includes a tariff adder based on tariffs as in as they were in effect in August. And each one may have a different date. And this is fairly recent, right? So as of August, here’s what the dates, you know, here’s a tariff table with the different countries and the amounts. Here’s what it translates into a dollar amount. And it’ll also say, well, what we’re going to do is when, uh, these units ship, or they’re delivered X works, that’s when we come back and say, here’s what the tariffs are now. And that difference is on the developer or the purchaser typically. Allen Hall: So at the end of the day. The OEM is not going to eat all the tariffs. They’re gonna pass that on. It’s just basically a price increase at the end. So the, are the, are the buyers of turbines then [00:09:00] really conscious of where components are coming from to try to minimize those tariffs? Dan Fesenmeyer: That’s Allen Hall: difficult. Dan Fesenmeyer: I mean, I would say that’s the starting point of the negotiation. Um, I’ve seen things go different ways depending on, you know, if an off, if a developer can pass through their tariffs to the, on their PPA. They can handle more. If they can’t, then they may come back and say, you know what, we can only handle this much tariff risk or amount in our, in our PPA. The rest we need to figure out a way to share between the OEM or maybe and the developer. Uh, so let’s not assume, you know, not one, one size doesn’t fit all. Joel Saxum: The scary thing there is it sound, it sounds like you’re, like, as a developer when you’re signing a TSA, you’re almost signing a pro forma invoice. Right. That that could, that could go up 25% depending on the, the mood on, in Capitol Hill that day, which is, it’s a scary thought and I, I would think in my mind, hard to really get to [00:10:00] FID with that hanging over your head. Dan Fesenmeyer: Yeah. It it’s a tough situation right now for sure. Yeah. And, and we haven’t really seen what section 2 32, which is another round of potential tariffs out there, and I think that’s what. At least in the last month or two. People are comfortable with what tariffs are currently, but there’s this risk of section 2 32, uh, and who’s going to take that risk Allen Hall: moving forward? Because the 2 32 risk is, is not set in stone as when it will apply yet or if it even Dan Fesenmeyer: will happen and the amount, right. So three ifs, three big ifs there, Alan. Allen Hall: Yeah. And I, maybe that’s designed on purpose to be that way because it does seem. A little bit of chaos in the system will slow down wind and solar development. That’s one way you do. We just have a, a tariff. It’s sort of a tariff that just hangs out there forever. And you, are there ways to avoid that? Is it just getting the contract in [00:11:00] place ahead of time that you can avoid like the 2 32 thing or is it just luck of the draw right now? It’s always Dan Fesenmeyer: up to the situation and what your project delivery. Is looking at what your PPA, what can go in, what can go out. Um, it’s tough to avoid because the OEMs certainly don’t want to take that risk. And, uh, and I don’t blame them. Uh, and separately you were asking about, well, gee, do you start worrying about where your components are sourced from? Of course you are. However, you’re going to see that in the price and in the tariff table. Uh, typically. I would say from that may impact your, your, uh, sort of which, which OEM or which manufacturer you go with, depending on where their supply chain is. Although frankly, a lot of components come from China. Plain and simple, Allen Hall: right? Dan Fesenmeyer: Same place. If you are [00:12:00] subject to these tariffs, then you want to be more on a, you know, what I would say a fleet wide basis. So, uh, meaning. Blades can come from two places. We don’t want to have, you know, an OEM select place number one because it’s subject to tariff and we have to pay for it. You want it more on a fleet basis, so you’re not, so the OEM’s not necessarily picking and choosing who gets covered or who has to pay for a tariff or not. Joel Saxum: And I wonder that, going back to your first statement there, like if you have the power, the leverage, if you can influence that, right? Like. Immediately. My mind goes to, of course, like one of the big operators that has like 10, 12, 15,000 turbines and deals exclusively with ge. They probably have a lot of, they might have the, the stroke to be able to say, no, we want our components to come from here. We want our blades to come from TPI Mexico, or whatever it may be, because we don’t want to make sure they’re coming from overseas. And, and, and if that happens in, in [00:13:00] the, let’s take like the market as a whole, the macro environment. If you’re not that big player. You kind of get the shaft, like you, you would get the leftovers basically. Dan Fesenmeyer: You could, and that makes for a very interesting discussion when you’re negotiating the contract and, and figuring out something that could work for both. It also gets tricky with, you know, there could be maybe three different gearbox suppliers, right? And some of those. So this is when things really get, you know, peeling back an onion level. It’s difficult and I’ll be nice to the OEMs. It’s very tough for them to say, oh, we’re only a source these gearbox, because they avoid the tariffs. Right? That’s why I get more to this fleet cost basis, which I think is a fair way for both sides to, to handle the the issue. Allen Hall: What’s a turbine backlog right now? If I sign a TSA today, what’s the earliest I would see a turbine? Delivered. Dan Fesenmeyer: You know, I, I really don’t know the answer to that. I would say [00:14:00] generally speaking, it would be 12 months is generally the response you would get. Uh, in terms of if I sign today, we get delivery in 12 months, Allen Hall: anywhere less than two years, I think is a really short turnaround period. Because if you’re going for a, uh, gas turbine, you know, something that GE or Siemens would provide, Mitsubishi would provide. You’re talking about. Five or six years out before we ever see that turbine on site. But wind turbines are a year, maybe two years out. That seems like a no brainer for a lot of operators. Dan Fesenmeyer: I would say a year to two is safe. Um, my experience has been things, things really get serious 12 months out. It’s hard to get something quicker. Um, that suppliers would like to sign something two years in advance, but somewhere in between the 12 months and 24 months is generally what you can expect. Now, I haven’t seen and been close to a lot of recent turbine supply [00:15:00]deals and, and with delivery, so I, I, I can’t quote me on any of this. And obviously different safe harbor, PTC, windows are going to be more and more important. 20 eights preferred over 29. 29 will be preferred over 30. Um, and how quick can you act and how quick can you get in line? Allen Hall: Yeah, it’s gonna make a big difference. There’s gonna be a rush to the end. Wouldn’t you think? There’s must be operators putting in orders just because of the end of the IRA bill to try to get some production tax credits or any tax credits out of it. Dan Fesenmeyer: Absolutely. And you know. June of 2028 is a hell of a lot better than fall of 2028 if you want a COD in 2 28. Right. And then you just work backwards from there. Yeah. And that’s, that’s, we’ve seen that in the past as well, uh, with, with the different PTC cliffs that we’ve [00:16:00] seen. Allen Hall: Let’s talk service agreements for a moment when after you have a TSA signed and. The next thing on the list usually is a service agreement, and there are some OEMs that are really hard pushing their service agreements. 25, 30, 35 years. Joel, I think 35 is the longest one I have seen. That’s a long time. Joel Saxum: Mostly in the Nordics though. We’ve seen like see like, uh, there are Vestas in the Nordic countries. We’ve seen some 35 year ones, but that’s, to me, that’s. That’s crazy. That’s, that’s a marriage. 35 years. The crazy thing is, is some of them are with mo models that we know have issues. Right? That’s the one that’s always crazy to me when I watch and, and so then maybe this is a service, maybe this is a com a question is in a service level agreement, like I, I, I know people that are installing specific turbines that we’ve been staring at for five, six years that we know have problems now. They’ve addressed a lot of the problems and different components, bearings and drive, train and [00:17:00] blades and all these different things. Um, but as an, as an operator, you’d think that you have, okay, I have my turbine supply agreement, so there’s some warranty stuff in there that’s protecting me. There is definitely some serial defect clauses that are protecting me. Now I have a service level agreement or a service agreement that we’re signing that should protect me for from some more things. So I’m reducing my risk a little more. I also have insurance and stuff in built into this whole thing. But when, when you start crossing that gap between. These three, four different types of contracts, how do people ensure that when they get to that service level contract, that’s kind of in my mind, the last level of protection from the OEM. How do they make sure they don’t end up in a, uh, a really weird Swiss cheese moment where something fell through the cracks, serial defects, or something like that? You know? Dan Fesenmeyer: Yeah. It, it comes down to, I, I think it’s good to negotiate both at the same time. Um, it sometimes that’s not practical. It’s good. And [00:18:00] part of it is the, the simple, once your TSA is signed, you, you don’t have that leverage over that seller to negotiate terms in the services agreement, right? Because you’ve already signed a t to supply agreement. Uh, the other piece I think is really important is making sure the defect language, for example, and the warranty language in the TSA. Pretty much gets pulled over into the service agreement, so we don’t have different definitions of what a defect is or a failed part, uh, that’s important from an execution standpoint. My view has always been in the TSA, do as much on a warranty claim as you possibly can at that end of the warranty term. The caps and the coverages. And the warranty is much higher than under the services agreement. Services agreement [00:19:00] will end up, you know, warranty or extended warranty brackets, right? ’cause that’s not what it is. It becomes unscheduled maintenance or unplanned maintenance. So you do have that coverage, but then you’re subject to, potentially subject to CAPS or mews, annual or per event. Um. Maybe the standard of a defect is different. Again, that’s why it’s important to keep defect in the TSAs the same as an SMA, and do your warranty claim first. Get as much fixed under the warranty before you get into that service contract. Joel Saxum: So with Windquest, do you go, do you regularly engage at that as farms are coming up to that warranty period? Do you help people with that process as well? As far as end of warranty claims? Contract review and those things before they get into that next phase, you know, at the end of that two year or three years. Dan Fesenmeyer: Yeah. We try to be soup to nuts, meaning we’re there from the proposal to helping [00:20:00] negotiate and close the supply agreement and the services agreement. Then once you move into the services agreement or into the operation period, we can help out with, uh, filing warranty claims. Right. Do we, do you have a serial defect, for example, or. That, that’s usually a big one. Do you have something that gets to that level to at least start that process with an root cause analysis? Um, that’s, that’s obviously big ones, so we help with warranty claims and then if things aren’t getting fixed on time or if you’re in a service agreement and you’re unhappy, we try to step in and help out with, uh, that process as well. Joel Saxum: In taking on those projects, what is your most common component that you deal with for seald? Defects, Dan Fesenmeyer: gearboxes seem to always be a problem. Um, more recently, blade issues, um, main bearing issues. Uh, those are [00:21:00] some of the bigger ones. And then, yeah, and we can be main bearings. Also. Pitch bearings often an issue as well. Joel Saxum: Yeah, no, nothing surprising there. I think if you, if you listen to the podcast at all, you’ve heard us talk about all of those components. Fairly regularly. We’re not, we’re not to lightening the world on firing new information on that one. Allen Hall: Do a lot of operators and developers miss out on that end of warranty period? It does sound like when we talk to them like they know it’s coming, but they haven’t necessarily prepared to have the data and the information ready to go till they can file anything with the OEM it. It’s like they haven’t, they know it’s approaching, right? It’s just, it’s just like, um, you know, tax day is coming, you know, April 15th, you’re gonna write a check for to somebody, but you’re not gonna start thinking about it until April 14th. And that’s the wrong approach. And are you getting more because things are getting tighter? Are you getting more requests to look at that and to help? Operators and developers engage that part of their agreements. I think it’s an Dan Fesenmeyer: [00:22:00] oppor opportunity area for owner operators. I think in the past, a lot of folks have just thought, oh, well, you know, the, the, the service agreement kicks in and it’ll be covered under unscheduled or unplanned maintenance, which is true. But, uh, again, response time might be slower. You might be subject to caps, or in the very least, an overall contract level. Cap or limitation, let’s say. Uh, so I, I do think it’s an opportunity area. And then similarly, when you’re negotiating these upfront to put in language that, well, I don’t wanna say too much, but you wanna make sure, Hey, if I, if I file a claim during warranty and you don’t fix it, that doesn’t count against, let’s say your unplanned cap or unplanned maintenance. Joel Saxum: That’s a good point. I was actually, Alan, this is, I was surprised the other day. You and I were on a call with someone and they had mentioned that they were coming up on end of warranty and they were just kinda like, eh, [00:23:00] we’ve got a service agreement, so like we’re not gonna do anything about it. And I was like, really? Like that day? Like, yeah, that deadline’s passed, or it’s like too close. It wasn’t even passed. It was like, it’s coming up and a month or two. And they’re like, yeah, it’s too close. We’re not gonna do anything about it. We’ll just kind of deal with it as it comes. And I was thinking, man, that’s a weird way to. To manage a, you know, a wind farm that’s worth 300 million bucks. Dan Fesenmeyer: And then the other thing is sometimes, uh, the dates are based on individual turbine CDs. So your farm may have a December 31 COD, but some of the units may have an October, uh, date. Yeah, we heard a weird one the other day that was Joel Saxum: like the entire wind farm warranty period started when the first turbine in the wind farm was COD. And so there was some turbines that had only been running for a year and a half and they were at the end of warranty already. Someone didn’t do their due diligence on that contract. They should have called Dan Meyer. Dan Fesenmeyer: And thing is, I come back is when you know red lines are full of things that people learned [00:24:00] by something going wrong or by something they missed. And that’s a great example of, oh yeah, we missed that when we signed this contract. Joel Saxum: That’s one of the reasons why Alan and I, a lot, a lot of people we talk to, it’s like consult the SMEs in the space, right? You’re, you may be at tasked with being a do it all person and you may be really good at that, but someone that deals in these contracts every day and has 20 years of experience in it, that’s the person you talk to. Just like you may be able to figure out some things, enlight. Call Allen. The guy’s been doing lightning his whole career as a subject matter expert, or call a, you know, a on our team and the podcast team is the blade expert or like some of the people we have on our network. Like if you’re going to dive into this thing, like just consult, even if it’s a, a small part of a contract, give someone a day to look through your contract real quick just to make sure that you’re not missing anything. ’cause the insights from SMEs are. Priceless. Really. Dan Fesenmeyer: I couldn’t agree more. And that’s kind of how I got the idea of starting Windquest advisors to begin with. [00:25:00] Um, I used to sit across the table with very smart people, but GE would con, you know, we would negotiate a hundred contracts a year. The purchaser made one or two. And again, this isn’t, you know, to beat up the manufacturers, right? They do a good job. They, they really work with their, their customers to. Find solutions that work for both. So this is not a beat up the OEM, uh, from my perspective, but having another set of eyes and experience can help a lot. Allen Hall: I think it’s really important that anybody listening to this podcast understand how much risk they’re taking on and that they do need help, and that’s what Windquest Advisors is all about. And getting ahold of Dan. Dan, how do people get ahold of you? www.win advisors.com. If you need to get it to Dan or reach out to win advisors, check out LinkedIn, go to the website, learn more about it. Give Dan a phone call because I think [00:26:00] you’re missing out probably on millions of dollars of opportunity that probably didn’t even know existed. Uh, so it’s, it’s a good contact and a good resource. And Dan, thank you so much for being on the podcast. We appreciate having you and. We’d like to have you back again. Dan Fesenmeyer: Well, I’d love to come back and talk about, maybe we can talk more about Lightning. That’s a Joel Saxum: couple of episodes. Dan Fesenmeyer: I like watching your podcast. I always find them. Informative and also casual. It’s like you can sit and listen to a discussion and, and pick up a few things, so please continue doing what you’re doing well, thanks Dan. Allen Hall: Thanks Dan.

In this episode, I sit down with Brittany (Thune) Lindberg. An incredibly gifted singer-songwriter who also happens to be the daughter of the current U.S. Senate Majority Leader.  We talk about the good and hard parts of growing up in the political spotlight.  She also shares honestly about learning to live in the world but not be of it, surrounding yourself with people who think differently than you, and finding her own identity and calling as an artist. I also have to mention that Brittany and her husband Luke are dear friends of my wife and I's. If you're trying to stay true to who God made you to be in a world full of expectations, this conversation will encourage you. Listen to Brittany's music here: https://open.spotify.com/artist/6Mq2zgB3Rw1wDwWonStjUa   Thanks to our amazing partners on this episode:  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Are you on the hunt for a new house? Genuinely look no further. The Tyler Goff Group has a proven process that has transformed the lives of many clients. With the Tyler Goff Group by your side, you're not just buying a house – you're investing in a future home you'll love. To learn more and to contact Tyler or his team, visit tylergoffgroup.com   Subscribe to The Conversation on YouTube and watch the full interview with Brittany: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

講到Volvo S40，大大們腦海裡第一個浮現的可能是由張鈞寗代言、採用Ford平台的第二代車型，但我們今天的主角是它的前身、與Mitsubishi戰略合作開發的初代S40！第一代S40與三菱Carisma(歐規Lancer)共用平台，不過Volvo引以為傲的SIPS側撞防護系統和WHIPS頸椎防護系統均為配備項目。當然它的外型和當年現行的960、850相較不僅圓潤許多，也多了些年輕氣息。還記得它嗎？它也曾在台灣販售了好幾年，一起來回憶這款帶著濃厚日本風的北歐小房車！ CELSIORS Youtube頻道：⁠⁠https://www.youtube.com/@CELSIORS⁠ #行動星球 #小徐說說話 #Celsior #S40 #Volvo #Crisma #Mitsubishi -- Hosting provided by SoundOn

This week, I got to sit down with Masey McLain. She's an actress, screenwriter, and producer who's doing some seriously meaningful work. Whether she's on set, writing, or speaking, Masey is passionate about telling stories that matter. One of the things I admire most about her is her conviction. She's said "no" to a lot of opportunities in Hollywood because they didn't line up with who she is or what she feels called to. That kind of integrity is rare. We also talk about her new movie, Soul on Fire, the true story of John O'Leary. And what I love about it is this: it's not a victim story. It's a choosing-hope story. A choosing-life story. If you've ever wondered how to chase a dream without losing yourself, or how to stay faithful in a place where faith isn't exactly the norm, you're going to love this one. Subscribe to The Conversation on YouTube and watch the full interview with Masey: youtube.com/@adamaweber   Sign up for The Crew: adamweber.com/thecrew     Thanks to our amazing partners on this episode: First Interstate Bank & Vern Eide First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com

Auto Trader to launch dealer advisory groups in wake of Deal Builder fall outMitsubishi Motors to introduce new vehicles in the UK next yearFord kills off the Focus – iconic car ends production after 27 yearsGroup 1 confirms BMW and Mini closures less than a month after axing all JLR sitesDutch retail powerhouse Van Mossel snaps up Breeze Motor Group and Ocean AutomotiveBiggest car dealer groups in Europe revealed as Brit-based businesses dominate list

In this episode, we talk honestly about something so many of us feel but almost never say out loud: loneliness. It's crazy how life can look so full from the outside… so many people, so much activity… and yet on the inside, we feel completely empty. We've gotten really good at giving the illusion that everything's great, even when it's not. But that gap between what we show and what's actually real? It's exhausting! And it's taking a toll on so many of us. Loneliness can affect us mentally, spiritually, and even physically. But hear this: God never intended for you to walk through life by yourself. From the very beginning, He hardwired us for close friendships. Deep, honest, life-giving friendships. In this conversation, we talk about how to move past the surface, how to admit when we're lonely, and how to start pursuing the kind of real connection our souls are craving. 21 MUST FOLLOWS: Pastors   Noah Herrin - @noahherrin Megan Fate Marshman -  @meganfate Jonathon Pokluda - @jpokluda World Events Carlos Whittaker - @loswhit Sharon McMahon - @sharonsaysso Rich Villodas - @richvillodas Sharon Hodde Miller - @sharonhmiller Therapy/Knowing Yourself Jason VanRuler - @jason.vanruler Mike Foster - @mikefoster2000 Carl Lentz - @carllentz Goals and Outlook Carey Nieuwhof - @careynieuwhof Jon Acuff - @jonacuff Jon Gordon - @jongordon11 Ethan Bernard - @ethanbenard Nonprofits I love God behind bars - @godbehindbars IJM - @ijm Convoy of Hope - @convoyofhope Joy Jimmy Darts - @jimmydarts Cam Bynum - @cambeezy_24 Gabe Dannenbring - @gabedannenbring Style/Fashion Joe Burrow - @joeyb_9 Thanks to our amazing partners on this episode:   International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org   Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com   Subscribe to The Conversation on YouTube youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew    

In today's episode, Donna and Tom sit down with Bill Lyons, President and CEO of Mitsubishi Fuso Truck of America, to discuss his career journey and the company's role in the global trucking industry. Bill shares how his early commercial experience prepared him for leadership, the challenges and complexities of today's supply chains, and the importance of building resilience through people, processes, and technology. He also provides insight into the upcoming integration with Hino Motors, the future of sustainable and connected vehicle technology, and the value of mentorship in preparing the next generation of leaders. Takeaways:  Supply chain resiliency and its dependence on strong people, clear processes, and adaptive technology  The complexity of tariffs and skills needed to overcome the challenges  Integration with and advancement in sustainable vehicle technology  The meaning of leadership and the values Bill holds close  Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio:  Bill Lyons currently serves as President & CEO of Mitsubishi Fuso Truck of America, Inc. (MFTA). Bill has served two stints at MFTA over the course of his career. Bill began his career in 1983 in Parts Operations at Iveco Trucks of North America, then moved to Vehicle Distribution. He then joined MFTA in March 1986, as Truck Sales Supervisor. For the next twenty-two years, Bill worked in the growing company, and was promoted several times, eventually attaining the position of Director, Select Sales and Vehicle Distribution.  He left MFTA in June 2008, when the company moved its headquarters briefly to Detroit. For the next six years he worked for ARI/Holman Global Fleet Management in Fleet Management Client Services. He returned to MFTA in 2014 as Vice President, Sales Operations, and assumed his current position as President & CEO in January, 2022. In his current role, he is responsible for all aspects of the company's operations in the United Stated and Canada.  Bill has a B.S. in Marketing from Penn State University. He and his wife Susan reside in Sewell, New Jersey and have three children, Victoria, Lisa and Bill.    

- Volvo Throws Luminar Under the Bus - Elkann Proposes CO2 Emission Easing - Xiaomi's EVs Now Profitable, Stock Takes a Beating - Nissan Adds a Mitsubishi to Its Lineup - The Think Behind Ford's Dealership Design - Ford to Sell CPO Cars on Amazon - Next-Gen Ford Bronco and Ranger - Trafic Van is Renault's 1st SDV - Ram Offers 'Free-Agent' Rides in NASCAR Truck

- Volvo Throws Luminar Under the Bus - Elkann Proposes CO2 Emission Easing - Xiaomi's EVs Now Profitable, Stock Takes a Beating - Nissan Adds a Mitsubishi to Its Lineup - The Think Behind Ford's Dealership Design - Ford to Sell CPO Cars on Amazon - Next-Gen Ford Bronco and Ranger - Trafic Van is Renault's 1st SDV - Ram Offers 'Free-Agent' Rides in NASCAR Truck

In this week's episode of the Everything EV Podcast, Matt is joined by Richard — standing in for George, who has swapped Skoda chat for a holiday (and, inevitably, a Skoda museum).The pair dive into the latest EV news, including a major blow for London EV drivers, the return of Mitsubishi, Peugeot's wild new concept car, and possibly the rebirth of TVR.Matt and Richard also discuss the congestion charge shake-up, explore whether Mitsubishi's comeback model will succeed, debate Peugeot's radical Polygon concept, and look at what an electric TVR could become under new ownership. Plus, hear from Zap EV CEO David McIntyre on how the future of e-mobility may belong to scooters as much as cars.Topics this week:Congestion Charge U-turn — EV exemptions in London disappear next yearMitsubishi returns — New Eclipse Cross EV teased for 2025Peugeot Polygon concept — The car that previews the next electric 208TVR revival? — Fresh ownership & hints of electrificationZap EV interview — David McIntyre on the future of scooters and micromobilityGenesis GV70 Electrified — Richard's first impressions after switching from an Audi e-tronMatt and Richard break down a busy week in the EV world — including a major policy shift in London that hits EV drivers, Mitsubishi's surprise return, and Peugeot's bold Polygon concept that hints at the next 208.Richard shares early impressions of his new Genesis GV70 Electrified, Matt explores how Peugeot's “Hypersquare” steering could change the way we drive, and the pair discuss whether TVR's rumored electric comeback is really happening.Plus, Zap EV CEO David McIntyre joins the show to explain why electric scooters might be the smartest solution for congested cities — especially as charges for EVs begin to rise.London EV charge changes, Mitsubishi's return, Peugeot Polygon concept and TVR revival | Everything EV PodcastThis week: London EV charge backlash, Mitsubishi's comeback, Peugeot's Polygon concept, electric TVR rumours, and an interview with Zap EV's CEO.london-ev-charge-mitsubishi-return-peugeot-polygon-tvr-revivalIf you'd like, I can also prepare LinkedIn + X/Twitter social promos, newsletter copy, or chapter markers for the episode.

VEGAS THE LAST BIG PARTY OF THE F1 SEASON, CAN NORRIS CONTINUE DOMINATING? WILL PIASTRI THROW IN THE TOWEL? AND… FERNANDO CAN'T WAIT FOR THE 2026 CAR! THIS WEEK'S NASIR HAMEED CORNER…MORE VINTAGE BANTER BETWEEN THE HOST AND NASIR HAMEED…THIS WEEK'S INTERVIEW…STEVE ROBERTSON…KIMI RAIKKONEN'S MANAGER. Olivier Jansonnie named Head of Stellantis Motorsport, Jean-Marc Finot to retire. VERSAILLES, November 17, 2025 – Olivier Jansonnie is appointed Head of Stellantis Motorsport, effective 2026, January 31st. He will report to Emanuele Cappellano, Head of Enlarged Europe, European Brands and Stellantis Pro One. Olivier will replace Jean-Marc Finot who has elected to retire, they will work together during this transition period.   A graduate from Centrale-Supélec, Olivier Jansonnie is rich in more than 25 years of international experience in motorsport leading technical teams in different categories from LMP1, Hypercar, DTM, WRC, WRX and Cross-Country. Starting his career at Peugeot Sport in 1998, Olivier moved to Mitsubishi in 2003 leading the development of the Lancer WRC, then contributed as freelance to many programs in WRC or Endurance for Peugeot, including Le Mans 2009 win. In 2012, he became head of vehicle development at BMW, supervising Design Office, Aerodynamics development and Quality engineering for all BMW Group motorsport activities. Back to Peugeot Sport in 2016 as Technical Director & Automotive Project Director, he led the technical team for Peugeot Sport programs: Cross-Country (Dakar), WRX and e-WRX. Since 2020, he leads the Endurance program for Stellantis Motorsport while being the team principal of the Peugeot Total Energies Team. “I am pleased to have Olivier Jansonnie leading Stellantis Motorsport in Europe. His strong expertise and wide knowledge of all racing activities will play a critical role in supporting each brand involved in motorsport. I want also to thank Jean-Marc Finot for his dedication to build and develop a strong Stellantis Motorsport team, achieving many victories, 2 world titles and enabling the development of iconic high-performance vehicles across many brands.” said Emanuele Cappellano.   “Motorsport has always been a cornerstone of the automotive industry, shaping the legacy of Stellantis brands through iconic victories. As we enter a new era of global championships, my mission is clear: to cultivate talent and expertise that will keep our brands at the forefront of innovation and performance. I extend my gratitude to Jean-Marc Finot for his support and Emanuele Cappellano for his trust. Backed by our passionate, competitive, and talented teams, I am ready to take on this challenge with determination and make our colors shine brighter than ever,” said Olivier Jansonnie. Jean-Marc Finot is an automotive and motorsport expert having held multiples positions at Peugeot, PSA, PSA Motorsport then Stellantis Motorsport between 1986 and 2025. During his longtime career in the Group from the 205 GTI to the 9x8, he tuned the 80's Peugeot GTI, developed the 406 chassis before being head of PSA chassis engineering, then head of Innovation. At Stellantis Motorsport, he won two Manufacturer and two driver titles in Formula E for DS, launched the Endurance and Le Mans program for Peugeot, restarted motorsport activities for Citroën, Lancia, Opel and Maserati, developed the Customer Racing business while supporting the creation of high-performance vehicles platforms for Abarth, Alfa-Romeo, Lancia, Opel, Peugeot, DS and Maserati. His retirement will be effective 2026, Jan 31st. LUKE BROWNING TO HIT THE TRACK IN ABU DHABI FP1 AND YOUNG DRIVER TEST Atlassian Williams Racing is pleased to share that Williams Racing Academy Driver Luke Browning will drive Alex Albon's FW47 in the first free practice session at the 2025 Abu Dhabi Grand Prix, and will participate in the end-of-season Young Driver Test. Luke joined the Williams Racing Driver Academy in April 2023 following his stand-out 2022 season where he secured the GB3 Championship and won the 2022 Autosport BRDC Young Driver of the Year Award. Since joining the Academy he has continued this upward trajectory, winning the Macau Grand Prix in 2023, also taking pole position and the fastest lap, and finishing the 2024 FIA Formula 3 season in third with two race wins and a podium in Monaco. As part of the Williams Racing Driver Academy's proud tradition of giving young talent a path into F1, Luke has regularly driven in the Testing of Previous Cars (TPC) and simulator programmes with the aim of preparing him for the future. He has balanced this with a successful FIA Formula 2 campaign, currently occupying third position in the standings and going into the final two races of the season in a fierce battle for the title. Luke Browning: “It's going to be an unforgettable weekend in Abu Dhabi fighting for the Formula 2 title while getting back behind the wheel of the FW47, and it's a challenge I'm going to relish. The Young Driver Test will give me a final opportunity to help the team prepare for 2026 and I'm looking forward to being part of a Formula 1 weekend for the last time this season. Thank you to everyone at the Driver Academy and Williams for the trust once again.” Sven Smeets, Sporting Director, Atlassian Williams Racing: “Luke's development continues to impress us, and we are looking forward to closing the season with him behind the wheel of the FW47. We have an incredibly talented group of drivers in the Williams Racing Driver Academy, and it is important for us to give them the opportunity to progress as they move up the ladder. These final sessions of the season will give Luke another valuable chance to learn from Alex and Carlos, the wider team, and further embed with our trackside operation as he looks towards a bright future.” Mighty Sunbeam 1000 HP to Make Post-Restoration Debut at 75th Pebble Beach Concours d'Elegance  Harry Segrave beside the Sunbeam 1000 HP. (Photo: Courtesy of the National Motor. Museum) PEBBLE BEACH, CALIFORNIA (November 12, 2025)­­­­ — The mighty Sunbeam 1000 HP, the first car to achieve a land speed record of 200 mph, has been asleep for over 90 years. But a team of restorers at the National Motor Museum in Beaulieu, England, is now in the process of gently waking this giant—and if all goes as planned, the restored beast will make its US debut at the 2026 Pebble Beach Concours d'Elegance before attempting a centennial run at Daytona the following spring.    “The process of restoring a one-off car like this takes real dedication,” noted Concours Chairman Sandra Button. “There is no pattern to be followed. It takes time and research, effort and expertise. We are thrilled to know that the National Motor Museum intends to send the restored car to Pebble Beach, to share with enthusiasts here.”   The Sunbeam 1000 HP was built to compete in the race for speed. The 100 mph barrier was first broken in 1904, and then it took more than two decades to reach 150 mph—a record Malcolm Campbell achieved in July of 1925 at the wheel of a Sunbeam 350 HP. The Sunbeam 1000 HP, crafted around two of the marque's powerful 22.4-liter Matabele aero engines placed to the fore and aft of the vehicle, came into being less than two years later and proved to be revolutionary. Driving it on the smooth sands of Daytona Beach on March 29, 1927, Harry Segrave recorded a speed of 203.79 mph.   “This car has been at Beaulieu since before I was born and feels like a member of the family, but one I never expected to run again,” said Ralph, Lord Montagu of Beaulieu. “Watching the restoration take place has been fascinating as it has revealed so much I never knew about the car. It will be quite a thrill to have the car at Pebble Beach and is a great opportunity for us to wave the flag for the National Motor Museum!” The car's restoration is now well underway. The rear engine has already been disassembled, re-machined, restored, and refitted into the frame—and it was first fired up before an adoring crowd at the Beaulieu International Autojumble in early September. The museum team is now focused on restoring the front engine. When that, too, is back together and in place, the bodywork, which has already been restored, will be reinstalled.   “Over the last three and a half years, the Museum's team have worked tirelessly to make the mighty Sunbeam 1000 HP roar again, with help from a wide range of supporters, stakeholders and heritage engineering specialists,” said Jon Murden, Chief Executive of the National Motor Museum. “Having experienced the first of the car's remarkable engines running once more, we are all now thrilled at the prospect of the Sunbeam returning to the United States for the first time in a century.”   John, the second Baron Montagu of Beaulieu, was a motoring pioneer, who campaigned for the rights of early motorists. In the 1950s, his son Edward founded what is now the National Motor Museum to honor him, and that museum shares a long history with the Pebble Beach Concours. Edward first showed a car—his 1913 Alfonso Hispano-Suiza—at Pebble Beach in 1981, and the following year, he donated the Montagu of Beaulieu Trophy, which the Concours presents annually to the best British car shown on its competition field. Ralph, the current Lord Montagu, was in attendance at the Concours this year.   To learn more about the National Motor Museum and its efforts to restore the Sunbeam 1000 HP, go to www.nationalmotormuseum.org.uk/USA.

On retrouve désormais quatre véhicules déclinés de modèles Renault au sein de la gamme de Mitsubishi en Europe. Après la Colt (Clio) et l'ASX (Captur), la marque japonaise lance en cette fin d'année son nouvel Eclipse Cross basé sur le dernier Scénic électrique, mais aussi le Grandis, qui reprend lui (presque) tout du Symbioz hybride. Mais pourquoi cette invasion de clones qui passe du losange au trois diamants ? Réponse dans ce nouveau numéro d'En Route pour Demain.

Leadership, especially in ministry, can be lonely.  In this conversation, I got to sit down in person with pastor, bestselling author, and leadership expert, Carey Nieuwhof. We were surrounded by a room full of pastors and ministry leaders to talk about what it really looks like to lead well without losing your soul. We talk about the difference between real friendships and deal friendships, how to spot false intimacy, and why real connection matters more than ever. At the end, you'll also hear some honest questions from the room. The kind every leader wrestles with but rarely says out loud. It's a real, hope-filled conversation for anyone who leads, loves the church, or just wants to follow Jesus well between your Sundays.  Subscribe to The Conversation on YouTube and watch the full interview with Carey: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew     Thanks to our amazing partners on this episode:  First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com      

Halvalla halpaa saa, tuumasi autotoimittaja Arttu Toivonen koeajettuaan uutta Opel Fronteraa. Onko se hintansa arvoinen edullinen vaihtoehto? Koeajossa myös uutta Mitsubishiä kahden auton verran, kun Henri Posa pääsee testaamaan miten kulkevat Grandis ja Eclipse Cross. Lisäksi luvassa Renault Twingon paluu! Autoradio Youtubessa - Autoradion voit halutessasi nyt myös katsoa videon kerta Iltalehden Youtube-kanavalta.

This week wraps up our Faith & Justice series… and it's good!  I sat down with Jessica Honegger, the founder of Noonday Collection, a fair-trade fashion brand that's changing lives around the world. Jessica shares how her faith led her to step out in courage. Starting a business that empowers artisans while also partnering with IJM to fight injustice. We talk about what it really looks like to live out your faith in your work, how to slow down when life feels full, and why small steps of obedience can lead to big impact. This one will leave you inspired to use what's in your hands to make a difference.   Thanks to our amazing partners on this episode:  International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com   Subscribe to The Conversation on YouTube and watch the full interview -- youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew    

Mynt: invista R$150 em qualquer cripto e tenha R$50 de Bitcoin no Cashback! - https://bit.ly/425ErVa Promoção válida para novos cadastrados na plataforma do BTG através do uso do cupom MOTOR50; o Cashback de R$50 no Bitcoin em sua conta é creditado no 5º dia útil do mês seguinteNesta semana, o Podcast Motorsport.com recebe Sérgio Siverly, do BOTECO F1, para debater toda a expectativa para o GP de São Paulo de F1, que acontece nesta semana em Interlagos. Erick Gabriel (@erickjornalista) e Carlos Costa (@ocarlos_costa) apresentam e também abordam Mitsubishi Cup.

Hay un “gigante silencioso” del que pocos parecen acordarse. Mientras el debate del motor se centra en la nueva ofensiva china, en el diseño europeo o en la fiabilidad japonesa, hay un actor que, sin hacer mucho ruido, se está comiendo el mercado. ¡Los coreanos! ¿Cómo lo han hecho? Por supuesto, cuando hablamos de “Corea”, sin más, nos referimos a Corea del Sur que en su propio país en 2023 fabricación 4,25 millones de coches mientras Corea del Norte… a ver, no hay cifras fiables, pero las estimaciones dicen que no llegan a las 1.000 unidades… Corea del Sur fabrica 4.000 veces más coches que Corea del Norte. Ahí lo dejo. Tras esta aclaración y como aperitivo vamos con más datos. En 2023, el grupo formado por Hyundai y Kia vendió la friolera de 7,3 millones de vehículos en todo el mundo. Y no están contentos, pues su objetivo era superar los 7 millones y medio porque las marcas coreanas fabrican en otros muchos países, entre ellos, por ejemplo, China, EE.UU. de Norteamérica, India y al menos 5 países más. En Europa, su avance es más notable. En 2023, la cuota de mercado combinada de ambas marcas superó el 7 por ciento. Y en un mercado tan competitivo como el español, Kia fue la segunda marca más vendida y Hyundai la cuarta, sumando entre ambas un 13,18 por ciento del total. La historia del motor en Corea del Sur es relativamente reciente y es una epopeya de superación industrial. Tras la devastadora Guerra de Corea, el país necesitaba reconstruirse y el gobierno apostó fuerte por la industrialización. En la década de los 60, los fabricantes coreanos empezaron ensamblando coches de marcas europeas y americanas, aprendiendo el oficio desde cero. Kia, fundada en 1944, empezó fabricando bicicletas y luego pequeñas camionetas. Hyundai, por su parte, nació como una constructora en 1947, y no fue hasta 1967 que fundó su división de motor. Su primer coche propio, el Hyundai Pony de 1975, es el perfecto ejemplo de sus inicios: diseño italiano de Giugiaro, motor y transmisión de Mitsubishi... un puzle de piezas extranjeras. Era un coche honesto, pero básico y de calidad digamos que justa. Durante los 80 y 90, los coches coreanos llegaron a Europa y Estados Unidos con una única carta de presentación: el precio. Eran baratos, sí, pero también poco fiables, con diseños anodinos y una calidad de materiales que dejaba mucho que desear. Se ganaron una reputación de "coche para salir del paso" que les ha costado décadas sacudirse. ¿Qué hicieron para pasar de ser el patito feo a uno de los cisnes del sector? No hay una sola razón, sino una estrategia múltiple ejecutada con una disciplina férrea. Uno. Obsesión por la calidad y la fiabilidad: Aprendieron de la mejor escuela, la japonesa. Muchos los consideran los “Nuevos japoneses”. Invirtieron miles de millones en mejorar sus procesos de producción, en control de calidad y en desarrollar su propia tecnología. Dos. El diseño como bandera: A principios del siglo XXI, entendieron que, para competir en Europa, no bastaba con ser fiable; había que ser atractivo. En 2006, Kia fichó a Peter Schreyer, un reputado diseñador proveniente de Audi y responsable, entre otros, del Audi TT original. Schreyer revolucionó la imagen de la marca, introduciendo la parrilla "Tiger Nose" y dotando a los modelos de una identidad más audaz y europea. Tres. Tecnología para todos: Los fabricantes coreanos democratizaron el equipamiento. Elementos que hace una década estaban reservados a las marcas premium como pantallas táctiles, asistentes a la conducción, conectividad avanzada, empezaron a venir de serie o en acabados intermedios en modelos generalistas. Un camino que han seguido los chinos. Un argumento de venta potentísimo. más por menos dinero. Cuatro. Una gama para cada necesidad: Han sabido leer el mercado a la perfección. Su gama abarca desde utilitarios asequibles como el Hyundai i10 hasta grandes SUV como el Kia Sorento, pasando por compactos superventas como el Ceed o el i30. Y, sobre todo, han apostado por los SUV en el momento justo y con los productos adecuados. Cinco. Integración vertical. Este conglomerado es líder en la producción de acero, componentes y baterías. No nos olvidemos que el grupo cuenta con divisiones como Hyundai Steel, líder en el acero, Hyundai Mobis fabricante de los componentes de sus coches entre otras cosas y alianzas estratégicas y “joint ventures” con los gigantes coreanos de las baterías, como SK On y LG Energy Solution. Seis. Electrificación, Ahora o Nunca: Aquí es donde han dado el verdadero golpe de autoridad. Mientras muchos fabricantes europeos y japoneses parecían dudar o moverse con lentitud, Hyundai y Kia se lanzaron de cabeza a la electrificación, con tecnología de 800V que permite cargas rápidas. Aunque, el tiempo lo dirá, esta apuesta por la electrificación, puede volverse en su contra.

In this episode, I sit down with Christ-follower, author, pastor, and teacher, Sharon Hodde Miller, to talk about what it looks like to find real freedom. Not the kind the world talks about, but the kind that comes when we stop trying to control everything and let God be in charge. We talk about everything from how to respond to the next big news story, to how to tell the difference between the Holy Spirit's nudge and plain old overthinking. Sharon shares wisdom on what healthy responsibility looks like versus unhealthy control, and how surrendering to God's authority actually brings more peace (and not stress)! This conversation is honest, practical, and full of truth. If you've ever struggled with anxiety, control, or just feeling overwhelmed by the world around you, this is for you! Thanks to our amazing partners on this episode, First Interstate Bank and Vern Eide. First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Sharon: youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew

Allen, Rosemary, and Yolanda discuss the IEA's 27% cut to offshore wind forecasts, GE's wind financials, and Ming Yang's revolutionary 50MW dual-rotor turbine. Register for the next SkySpecs Webinar! Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us! You are listening to the Uptime Wind Energy Podcast brought to you by build turbines.com. Learn, train, and be a part of the Clean Energy Revolution. Visit build turbines.com today. Now here's your hosts, Allen Hall, Joel Saxon, Phil Totaro, and Rosemary Barnes.  Allen Hall: Welcome to the Uptime Wintery Podcast. I'm your host, Allen Hall in the Queen city of Charlotte, North Carolina. Rosemary's in Australia on her way to Sydney and Yolanda Padrone is here on site at a wind farm in Texas and there has been a, a number of news articles this week. Joel's over actually in Copenhagen enjoying, uh, the sites and sounds of that great city, the International Energy Agency slash its five year offshore wind growth forecast by. Are you ready for this? 27% citing policy shifts, obviously in the United States and [00:01:00] project cancellations across Europe and Asia. The big one in Asia is the Japan's Mitsubishi pulling out a couple of projects there when costs, um, more than doubled according to them. And Denmark is changing from, uh, negative bidding auctions in favor of contracts for different, so there has been a, a big pullback in offshore wind. It's not zero, you know, it's not going to zero at any time. I think there's just a lot of projects that appear to be reassessing the interest rate environments, the ability to get turbines, the cost of ships, everything. And rosemary in Australia, it does seem like there's been a little bit of a pullback there too for offshore wind. Uh,  Rosemary Barnes: yeah. I mean it's, it's hard 'cause we're still like in such a, just a nascent part of the. Industry. It's still really far from clear whether we need or are going to get any offshore wind at all. Victoria has some pretty solid commitments to it. The government [00:02:00] does so. That's probably as close as, um, anything to being certain that we'll get some offshore wind. But, um, probably we've all learned, America has shown us that a political com commitment is not as, you know, a government commitment is not as locked in as what we probably would've thought it would mean, um, a few years ago. So, yeah, we'll see. I think Australia is struggling like the rest of the world. We're struggling a bit just in general with getting projects to, um, FID and. You know, getting construction actually underway and offshore wind is just like, you know, the same problems but on steroids. So it's no surprise that you'd be seeing more challenges there. There's been a few projects that have, um, been canceled or paused, but you know, they weren't at the point where there were definitely going ahead. So it's, you know, like there's a huge pipeline that makes almost no sense for how many projects there are in planning. Obviously some of them are going to [00:03:00] not go ahead, probably most of them. Um, and yeah, so we'll, we'll probably see many more cancellations and I think we'll see at least a few offshore wind farms and probably those early examples are gonna dictate a bit how easy it is for other people to follow, or how much anyone even wants to follow. Allen Hall: Well, is it gonna become a case where. Certain countries are, uh, focused on certain energy sources like France and Nuclear, and the UK will be offshore wind, onshore wind, and solar. Germany sort of a mix of everything,

Welcome to part 3 of a very special podcast series we are calling Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. We have been partnering with the International Justice Mission, an incredible organization working to end violence, exploitation, and modern-day slavery in some of the darkest corners of the world.  Today, we hear from former NFL linebacker Mark Herzlich. Mark's story is powerful. He's battled cancer, walked away from two dream careers in the NFL and sports broadcasting, and is now following God's call into ministry.  He also opens up about how his wife Danielle's story of childhood abuse has fueled his own passion for justice and standing up for those who can't stand up for themselves. This conversation is real and raw, especially for men of faith who want to live with purpose, courage, and conviction. Learn more about IJM and become a Freedom Partner: ijm.org    Listen to Part 1 with Ellie Holcomb here: https://podcasts.apple.com/us/podcast/ellie-holcomb-on-being-diagnosed-with-adhd-at-age-42/id1119318768?i=1000730732860  Listen to Part 2 with Nick Hundley here: https://podcasts.apple.com/us/podcast/leadership-gold-from-texas-rangers-executive-nick-hundley/id1119318768?i=1000731914448   Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org    Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and powersports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai, and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Mark: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Very excited to bring back Chris Okada of Okada & Co., this time in person, since he last joined us back during the depths of COVID back in the summer of 2020.   Chris is the founder & owner of Okada & Co, a commercial real estate brokerage firm specializing in the ownership, acquisition, & leasing of office, building, land, & storage facilities across NYC & New Jersey.  Chris & his firm are tasked with overseeing a portfolio of more than 110 Manhattan properties spanning 6.5 million square feet, a market share that he has grown significantly since 2021.  He's also been involved in residential new development at 432 West 52nd Street, along with acquisitions of commercial building 41-15 West 34th Street, retail properties like 894 Avenue of Americas on West 32nd Street, 148 West 24th Street (where the Barcade is located), and the retail at 135 West 52nd Street (across 6.5 Avenue)    Chris's story is a unique one, as he hails from a real estate family whose parents moved from Japan in the 60s. His father carved out a niche in the commercial real estate world, working with companies like Toyota Motors, Mitsubishi, Kawasaki, Sony, and many restaurant and hospitality companies to establish their first North American headquarters back in 1967.   Chris has been featured numerous times in publications including The Wall Street Journal, The New York Times, Crain's Business, The New York Post, The Real Deal Magazine, & The NY Observer, to name a few.  He also has a powerful presence on his social media platforms, including Instagram & LinkedIn, which I will plug in the show notes.  His insightful posts are educational, thought-provoking, and likely the most interesting among the many commercial thought leaders in his business.  Please give Chris Okada a follow on:  Instagram Linkedin Okada & Co Website  

Welcome to part 2 of a very special podcast series we are calling Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. Over these four episodes, we're honored to be partnering with International Justice Mission, an incredible organization working to end violence, exploitation and modern-day slavery in some of the darkest corners of the world.  Today, I get to sit down with former MLB player Nick Hundley, but even more than that, a man of deep faith and incredible leadership. Nick's now the Director of Team Freedom, IJM's program that brings pro athletes together to use their influence for good. Nick shares about his journey from playing in the big leagues to working in the front office with the Texas Rangers, how he juggles all his roles and what it really means to live out your faith right where you are.  And parents… there's a piece of advice Nick's dad gave him that you're gonna want to tuck away. It's gold. Learn more about becoming a Freedom Partner: ijm.org  If you missed Part 1 with Ellie Holcomb, go back and listen. It's so good. https://podcasts.apple.com/us/podcast/ellie-holcomb-on-being-diagnosed-with-adhd-at-age-42/id1119318768?i=1000730732860  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Nick: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Stephen Roth—founder of Carmel Software and current owner of Hands Down Software—joins Bill and Eric to trace a multigenerational journey from a 1920s Ohio roofing firm to modern HVAC software that powers everyday field work. Stephen shares how family roots in commercial roofing and energy management shaped his path as a mechanical engineer and coder, eventually leading to Autodesk acquiring his early load-calc assets and, later, to relaunching Carmel with one of the industry's first mobile HVAC app suites. Today CarmelSoft offers field-friendly tools from PT charts and duct/pipe sizers to an ACCA-approved Manual J (HVAC ResLoad J) iPad app. Stephen also discusses custom projects for Carrier, Mitsubishi, SMACNA, and ASHRAE (including Building EQ), plus the acquisition and revitalization of the ubiquitous Hands Down psychrometric chart software. Looking ahead, he sees AI accelerating data entry, plotting psychrometric processes by prompt, and facilitating web-based collaboration—always in service of the core mission: helping technicians and engineers accurately size systems and design energy-efficient buildings. Notable quotes: “Our mission is to help technicians and engineers easily and accurately design energy-efficient buildings.” — Stephen Roth “The city of Phoenix wouldn't exist without our industry.” — Stephen Roth     Stephen's LinkedIn: https://www.linkedin.com/in/stephenbroth/ Camelsoft website: https://carmelsoft.com/ HandsDown website: https://www.handsdownsoftware.com/ Upcoming webinars: https://carmelsoft.com/Carmel-Software-Mobile-Training-Webinars Past recorded webinars: https://carmelsoft.com/Carmel-Software-Video-List Contact form: https://carmelsoft.com/Carmel_Software_ContactUs.aspx   This episode was recorded in September 2025.  

Hey friends, Welcome to a very special podcast series called Faith & Justice. In this series, we're diving into what it looks like to follow Jesus in a world that is deeply in need of hope, healing, and justice. Over the next four episodes, we're honored to be partnering with International Justice Mission, or IJM - an incredible organization working to end violence, exploitation, and modern-day slavery in some of the darkest corners of the world.  Today, I sit down with singer/songwriter Ellie Holcomb who has supported IJM in lots of different ways. We talk about why justice and compassion matter so deeply to her, and some practical ways you and I can make a difference too. Ellie also shares how she was diagnosed with ADHD at the age of 42 and how it has deepened  her relationships. She also opens up about how she navigates the challenges of parenting while pursuing her passion for music (oh, and she's got a brand-new album coming out too!).  This conversation is honest, encouraging, and full of hope. I can't wait for you to hear it. Learn more about becoming a Freedom Partner: ijm.org  Check out Ellie's new album Far Country Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Ellie: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew    

From Living In A Car To Building Cars The $7,500 EV Vision Of Mike Brennanhttps://www.reddosev.com/Entrepreneur Mike Brennan says he's homeless living out of a 2013 Mitsubishi—while building Redos, an EV company pricing cars at $7,500 and targeting 2028 delivery. We talk patents 14 and counting roof-rack air filters to clean the air Level 2 driver assist a coffee maker in every car mental health funding without VC $75 preorders and a subscription model that plants trees and funds kids' futures.Subscribe Like and Share this with someone who needs a push today ✋

OEG celebrates 500 offshore turbine toilet installations while BlackRock acquires AES for $38 billion, signaling continued investment despite global wind auction slowdowns and European wind droughts. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime News. Flash Industry News Lightning fast. Your host, Allen Hall, shares the renewable industry news you may have missed. Allen Hall 2025: There's good news today from the wind energy sector, and it starts of all places with toilets. OEG and Aberdeen Headquartered company just reached a milestone. They've installed their 500th in turbine welfare unit across the UK's offshore wind sector. If you've ever worked on an offshore wind turbine, you know why this matters. These aren't just convenience facilities. Their dignity and their safety. The other difference between a dangerous transfer to a standby vessel and staying on the job. The units operate in the harshest offshore conditions with no external power or water. Nine offshore wind farms now have these facilities and they're making offshore work accessible for [00:01:00] women helping retain a more diverse workforce. And while OEG celebrates 500 installations, something much larger is happening in the American Midwest. Gulf Pacific Power. Just completed a major transaction with NL Green Power North America. Gulf Pacific acquired all of E L's interest in five operating wind facilities, totaling over 800 megawatts of capacity. The portfolio includes Prairie Rose in Minnesota, Goodwill and Origin, and Rocky Ridge in Oklahoma, and a facility in North Dakota. Projects with long-term power purchase agreements and high credit counterparties. And then there's BlackRock. The world's largest asset manager is placing a $38 billion bet on American clean energy. They're close to acquiring power Giant a ES, which have give BlackRock ownership of nearly eight gigawatts of wind power capacity. A [00:02:00] ES leads in sign deals with data center customers with artificial intelligence driving unprecedented electricity demand. That positioning matters. The weather numbers tell their own story about wind's challenging year. Most of Europe recorded wind speeds four to 8% below normal in the first half of this year. The wind drought curtailed generation in Germany, Spain, France, and the United Kingdom. But the Northeastern United States saw winds seven to 10% above average in parts of Norway, Sweden, and Northern China also benefited. And in storm, Amy, which is passing through the uk, it drove wholesale electricity prices negative for 17 hours. 20 gigawatts of wind power flooded the grid and the grid paid users to consume electricity. Too much wind, not enough demand. The offshore wind industry faces real headwinds. Global awards fell more than 70% in the first nine months of this year. Of about 20 gigawatts of expected auctions, [00:03:00] only 2.2 gigawatts have been awarded. Germany, the Netherlands and Denmark are preparing new frameworks to restore investor confidence and Japan designated two promising offshore zones, but confidence there is still shaken when Mitsubishi pulled out of its first auction due to some sorry costs. So here's what we have. An Aberdeen company celebrating 500 toilet installations that transform working conditions. A Midwestern power company expanding its wind portfolio by 800 megawatts and the world's largest asset manager, betting $38 billion on American energy infrastructure. All while offshore auctions stall globally, all while Europe experiences a wind drought and the UK experiences at times too m...

My guest this week is Kimberley Gardiner, the CMO of Tractor Supply Company. Since 2022, she's been leading the charge on all things marketing for the country's largest rural lifestyle retailer, from big national campaigns to loyalty programs that keep their 30 million-plus Neighbor's Club members engaged. Kimberley's career isn't just impressive, it's diverse—she's held senior marketing roles at Volkswagen, Mitsubishi, Kia, and Toyota, and even jumped into the tech space as CMO of a digital asset management company. She knows what it takes to connect with people, whether they're shopping for cars, tractors, or anything in between. On top of that, she's a Mills College graduate with an MBA from Indiana University, and she still makes time to shape the future of the field, serving on the Brand Innovators Marketing Leadership Council and helping guide the PopTech Advisory Board.

Last year, the Wall Street Journal reported that Bible sales are up by 22% from the year before (how cool is that?!). So in today's episode, we're hanging out with Amanda Bible Williams, the amazing co-founder of She Reads Truth. If you've never checked it out, it is an incredible community that helps women engage with the Bible every single day. Amanda opens up about her journey and shares some cool insights on why more people are opening up their Bibles, and why community matters when it comes to sticking with it. Plus She gives some practical tips for those just starting out on their faith journey (like what translation of the Bible to buy and what chapter to start with when reading the Bible for the first time).  She also offers some heartfelt encouragement to anyone who has been hurt by the church - find out who Jesus is for yourself by reading His Word. He loves you and will meet you right where you're at. Friend, this conversation will encourage you to keep opening your Bible and remind you that you don't have to do it alone. Grab a copy of The Bible is For You: https://amzn.to/3VyYuXY To learn more about She Reads Truth visit: shereadstruth.com To learn more about the American Bible Society “State of the Bible” survey visit: americanbible.org/news/state-of-the-bible/  To learn more about coaching with Adam visit: adamweber.com/coaching  Thanks to our amazing partners on this episode: Mission Haiti & Vern Eide Mission Haiti is a nonprofit organization whose mission is to love Jesus, love others, and make disciples in the country of Haiti. They live out that mission by training and coming alongside current and future leaders for the cause of Christ. To learn more, visit Mission-Haiti.org Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Amanda: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Today is part 4 of our marriage series and we're wrapping things up with an incredible couple: Justin & Trisha Davis. Their story? It's real. It's raw. In 2002 after planting their first church, Justin had an affair with a staff member (who was also Trisha's best friend). They walked through four years of deep pain, grief, counseling and by God's grace… restoration. Here's the thing… not every hard season happens because of choices we make. A medical diagnosis. A failed business. A struggling child. Family drama. A pandemic. These moments can easily pull us apart or force us to stand together even closer. Justin & Trisha remind us that marriage works best when you choose to face challenges as a team instead of as enemies. We talk about the importance of honesty, vulnerability and turning towards your spouse when things get tough.  This episode is full of practical wisdom and a whole lot of grace. I hope you are encouraged. Learn more about Justin & Trisha: https://justinandtrisha.com  To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage   Listen to Part 1 of the marriage series with Jason and Jodi VanRuler: https://podcasts.apple.com/us/podcast/living-on-mission-together-jason-jodi-vanruler-marriage/id1119318768?i=1000724686484 Listen to Part 2 with Gary & Lisa Thomas: https://podcasts.apple.com/us/podcast/how-to-keep-the-fun-and-sex-alive-in-marriage-gary/id1119318768?i=1000725836347  Listen to Part 3 with Nicky & Sila Lee: https://podcasts.apple.com/us/podcast/the-little-things-that-keep-love-alive-nicky-sila-lee/id1119318768?i=1000727147245  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Justin & Trisha: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Podcast: Industrial Cybersecurity InsiderEpisode: Mitsubishi's Billion-Dollar Bet on OT Cybersecurity with Nozomi AcquisitionPub date: 2025-09-23Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationHosts Craig and Dino discuss Mitsubishi's billion-dollar acquisition of Nozomi Networks and its implications for operational technology cybersecurity. They address how this major deal affects the industrial security market.The conversation covers IT/OT convergence challenges, managed services, vendor partnerships, and AI in cybersecurity decision-making. Craig and Dino share practical insights for security leaders and engineering professionals working in industrial environments.Topics covered: • Why Mitsubishi made this $1B investment • How this affects choosing security vendors • The growing role of managed services in OT security • What organizations should do to prepare for changesFor cybersecurity professionals, industrial engineers, and executives working with operational technology and cyber defense.Chapters:00:00:00 - Welcome to Industrial Cybersecurity Insider Podcast00:01:26 - A Trend of Cybersecurity Platform Acquisitions00:02:03 - The "Cyber-Informed Engineering" Play00:02:52 - Market Impact: Setting a Billion-Dollar Bar for Competitors00:05:06 - A Lack of Expertise and Resources00:05:48 - The Challenge of Building an In-House Team vs. Using Managed Services00:07:40 - Embedding Security Directly into Hardware Controllers00:09:33 - How Competitors Like Rockwell Might React00:10:00 - IPO or Acquisition?00:14:42 - The On-Prem vs. Cloud Debate in Manufacturing Environments00:16:50 - 87% of Organizations Are Lagging in Cybersecurity Maturity00:17:20 - The IT/OT Resource and Knowledge Gap00:18:54 - The Need for CIOs to Partner with OT Systems Integrators00:21:25 - The "OnStar" Model for Industrial Security00:22:15 - The Reality of Vendor Lock-In and Warranty Issues00:24:14 - OT Needs to Own Its Cybersecurity Strategy00:25:12 - The Risk of Underutilized Security ToolsLinks And Resources:Want to Sponsor an episode or be a Guest? Reach out here.Industrial Cybersecurity Insider on LinkedInCybersecurity & Digital Safety on LinkedInBW Design Group CybersecurityDino Busalachi on LinkedInCraig Duckworth on LinkedInThanks so much for joining us this week. Want to subscribe to Industrial Cybersecurity Insider? Have some feedback you'd like to share? Connect with us on Spotify, Apple Podcasts, and YouTube to leave us a review!The podcast and artwork embedded on this page are from Industrial Cybersecurity Insider, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

It's EV News Briefly for Friday 19 September 2025, everything you need to know in less than 5 minutes if you haven't got time for the full show. Patreon supporters fund this show, get the episodes ad free, as soon as they're ready and are part of the EV News Daily Community. You can be like them by clicking here: https://www.patreon.com/EVNewsDaily MITSUBISHI LAUNCHES ELECTRIC ECLIPSE CROSS https://evne.ws/48nzR84 HYUNDAI TO SELL EREV MODELS IN 2027 https://evne.ws/3VrhBTJ AUDI'S ENTRY-LEVEL ELECTRIC CAR PLANS https://evne.ws/3VpAeaK CHINESE STARTUP TARGETS EUROPEAN MICROCAR MARKET https://evne.ws/3IvI8MG TESLA REDESIGNS DOOR-RELEASE AFTER NHTSA PROBE https://evne.ws/47QtdqL GERMANY EV SALES RISE IN AUGUST, TESLA CONTINUES TO FALL https://evne.ws/46tJEHd HYDROGEN RETREATS IN EUROPEAN ROAD TRANSPORT https://evne.ws/46wZmBn ONVO L90 TOPS DONGCHEDI SUV COMPARISON https://evne.ws/47JUHhM ONTARIO URGES CANADA TO KEEP 100% EV TARIFF https://evne.ws/4n7UFox AUTEL ADDS 1,000-AMP LIQUID-COOLED CCS2 CABLE AND CONNECTOR https://evne.ws/4mkkHnl DRIVING TESTS MOVING TOWARD AUTOMATIC CARS https://evne.ws/3I3kwz2 TOYOTA APP NUDGES OWNERS TO PLUG IN https://evne.ws/4gta4NM RIVIAN SPIN-OFF ALSO TO REVEAL COMPACT PEDAL-ASSIST VEHICLE https://evne.ws/3K7zsN3

Join me later for the first of a two part documentary on the 10th anniversary of ‘dieselgate'. Check out ‘Dieselgate10: From Lies to Lithium – Part 1”. It will be live tonight for Patrons, and all Patreon exclusives go onto the free feed after 7 days. If you want the content first, it's just one of the member benefits. Can you help me make more podcasts? Consider supporting me on Patreon as the service is 100% funded by you: https://EVne.ws/patreon You can read all the latest news on the blog here: https://EVne.ws/blog Subscribe for free and listen to the podcast on audio platforms: ➤ Apple: https://EVne.ws/apple ➤ YouTube Music: https://EVne.ws/youtubemusic ➤ Spotify: https://EVne.ws/spotify ➤ TuneIn: https://EVne.ws/tunein ➤ iHeart: https://EVne.ws/iheart MITSUBISHI LAUNCHES ELECTRIC ECLIPSE CROSS https://evne.ws/48nzR84 HYUNDAI TO SELL EREV MODELS IN 2027 https://evne.ws/3VrhBTJ AUDI'S ENTRY-LEVEL ELECTRIC CAR PLANS https://evne.ws/3VpAeaK CHINESE STARTUP TARGETS EUROPEAN MICROCAR MARKET https://evne.ws/3IvI8MG TESLA REDESIGNS DOOR-RELEASE AFTER NHTSA PROBE https://evne.ws/47QtdqL GERMANY EV SALES RISE IN AUGUST, TESLA CONTINUES TO FALL https://evne.ws/46tJEHd HYDROGEN RETREATS IN EUROPEAN ROAD TRANSPORT https://evne.ws/46wZmBn ONVO L90 TOPS DONGCHEDI SUV COMPARISON https://evne.ws/47JUHhM ONTARIO URGES CANADA TO KEEP 100% EV TARIFF https://evne.ws/4n7UFox AUTEL ADDS 1,000-AMP LIQUID-COOLED CCS2 CABLE AND CONNECTOR https://evne.ws/4mkkHnl DRIVING TESTS MOVING TOWARD AUTOMATIC CARS https://evne.ws/3I3kwz2 TOYOTA APP NUDGES OWNERS TO PLUG IN https://evne.ws/4gta4NM RIVIAN SPIN-OFF ALSO TO REVEAL COMPACT PEDAL-ASSIST VEHICLE https://evne.ws/3K7zsN3

Today is part 3 of our marriage series and I had the privilege of sitting down with Nicky and Sila Lee, a well-known couple from England who developed The Marriage Course - a program that's impacted couples around the world. They've been married 49 years (yes, 49 years!) and they share the small but powerful habits that have kept their love strong: praying together, saying thank you (especially for the little things) and making time for regular date nights - even after almost 5 decades of marriage! My favorite part? Watching how they laugh together. They balance each other so well, you can just tell how much they truly enjoy one another. Their wisdom is simple, practical and so encouraging. No matter what season of marriage you are in. Listen to Part 1 with Jason and Jodi VanRuler: https://podcasts.apple.com/us/podcast/living-on-mission-together-jason-jodi-vanruler-marriage/id1119318768?i=1000724686484 Listen to Part 2 with Gary & Lisa Thomas: https://podcasts.apple.com/us/podcast/how-to-keep-the-fun-and-sex-alive-in-marriage-gary/id1119318768?i=1000725836347 Thanks to our amazing partners on this episode: Generous Coffee & Vern Eide Generous Coffee sells some of the best coffee in the world AND 100% of profits are donated to nonprofit organizations that are fighting injustice facing humans around the world. You can find out more (including purchasing in bulk) at generousmovement.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Nicky & Sila: youtube.com/@adamaweber Sign up for The Crew: adamweber.com/thecrew  

¿Mercedes usando motores BMW? ¡Sacrilegio!, ¡Traición! Pero… ¿y si os dijera que esta "traición" no es la primera vez que la hace Mercedes? ¿Y si os dijera que es una de las prácticas más antiguas en el mundo del motor? Como de costumbre, mi objetivo es sorprenderos. Hoy en Garaje Hermético vamos a descubrir alianzas impensables y coches legendarios o casi cuyo “corazón” es prestado… La noticia ha corrido como la pólvora: Mercedes-Benz podría empezar a usar motores de cuatro cilindros de BMW a partir de 2027. Antes de que los más puristas os se vayáis a las puertas de Stuttgart a manifestaros, ,hay que entender el por qué. Desarrollar un motor desde cero es una de las inversiones más costosas a las que se enfrenta un fabricante. Hablamos de cientos, a veces miles de millones de euros en investigación, desarrollo, pruebas, utillaje para las fábricas y, sobre todo, en superar las cada vez más estrictas normativas anticontaminación. En un mundo que supuestamente va hacia lo eléctrico, invertir una fortuna en un nuevo motor de combustión que tiene fecha de caducidad es una apuesta muy arriesgada. Por eso, las sinergias, las colaboraciones y las alianzas estratégicas están a la orden del día. A veces es por pura supervivencia, otras por acceder a una tecnología que no se posee, y en ocasiones, simplemente, porque otra marca ya ha fabricado el motor perfecto que necesitas. Mercedes-BMW (2027). El rumor que ha desatado este guion apunta a un futuro muy cercano. A partir de 2027, se espera que Mercedes utilice motores de cuatro cilindros de origen BMW. Mercedes-Renault (2012). Esta colaboración es el ejemplo perfecto de la estrategia moderna. Con la llegada de la tercera generación del Clase A (W176), Mercedes necesitaba un motor diésel pequeño y muy eficiente. Mitsubishi Lancer TDi (2007). Si te hablo de Lancer enseguida tu mente se va a los Rallyes… pero Mitsubishi necesitaba un motor diésel de 2 litros para ser competitiva en Europa con su nueva generación del Lancer. Y en lugar de desarrollar uno propio, recurrió al proveedor por excelencia de la época: Volkswagen. Chrysler Sebring-VW (2007). A mediados de los 2000, el mercado europeo demandaba berlinas diésel. Chrysler, que por entonces formaba parte de DaimlerChrysler, no tenía un motor de gasóleo competitivo de 2 litros. La solución fue fácil y directa: comprarle a Volkswagen su archiconocido motor 2.0 TDi de 140 CV. Lotus-Toyota (2004). Lotus es la quintaesencia del chasis perfecto y la ligereza, pero la fiabilidad no siempre fue su fuerte y nunca fabricó motores. Con la llegada del Elise 111R, la marca británica tomó una de sus mejores decisiones: usar el motor 2ZZ-GE de Toyota. Lamborghini Gallardo-Audi (2003). Un Audi R8 vestido de gala. Aquí entramos en sinergias de grupo, pero no deja de ser chocante para los más puristas. Koenigsegg CC8S-Ford (2002). La exclusiva marca sueca recurrió a un V8 muy "plebeyo" de Ford. Mercedes Vito VR6 (1996). Esta es una de esas colaboraciones que rompen todos los esquemas. A mediados de los 90, Mercedes necesitaba un motor de gasolina potente y refinado para el tope de gama de su nueva furgoneta, la Vito 280 de la serie W638. Aston Martin DB7 “by Jaguar” (1994). El Aston Martin DB7 salvó a la marca de la quiebra en los 90. Era precioso, elegante... y un puzle de piezas de otras marcas. Su plataforma derivaba del Jaguar XJS y su motor de seis cilindros en línea era una evolución de un bloque de Jaguar, convenientemente sobrealimentado por un compresor. McLaren-BMW F1 (1992). Para muchos, el mejor superdeportivo de todos los tiempos. Pero Gordon Murray no tenía motor. Llamó a la puerta de Honda y no le “abrieron”. ¿La solución? Acudió a BMW M y el resultado fue el legendario S70/2, un V12 de 6.1 litros y 627 CV que es una obra de arte de la ingeniería. Mercedes 500 E "Made by Porsche" (1990). E incluido este coche para mostraros que los chicos de Mercedes son muy “promiscuos”. A principios de los 90, Mercedes quería competir con el BMW M5. Tenían el motor V8 perfecto, pero no cabía en la línea de montaje de su berlina, el W124. ¿A quién le pides ayuda cuando tienes un problema de ingeniería en Stuttgart? ¡Pues a tu vecino, Porsche!

Interview with Scott Emerson, President & CEO, and Kieran Downes, Director of Kingsmen ResourcesRecording date: 5th September 2025Kingsmen Resources presents a compelling investment opportunity in Mexico's precious metals sector through its systematic consolidation of historic mining districts and disciplined approach to exploration financing. The company has assembled two significant projects in Chihuahua's renowned Parral district, targeting areas with established production history and modern expansion potential.The flagship Las Coloradas project centers on a mine that operated from 1944 to 1952, producing high-grade silver-lead-zinc mineralization averaging 600-800 grams per tonne. Through methodical claim assembly, Kingsmen has consolidated what was previously 15 separate claim blocks into a cohesive nine-square-mile package. Modern exploration has extended the original 300-meter strike length to 1.4 and 1.7 kilometers respectively, suggesting significant expansion potential beyond historic workings.Current operations focus on a 3,000-meter drilling program targeting 11-12 holes with depths ranging from 250 to 500 meters. The program tests continuation of mineralization along strike and below the historic water table, with results expected by September 2025. Technical work has identified strong pathfinder elements including arsenic, antimony, beryllium, and bismuth, while induced polarization surveys reveal extensive sulfide development across multiple rock types.The Almoloya project represents the company's second major consolidation success. Almoloya has attracted previous attention from major mining companies including Hecla, Anglo American, and Kennecott, though these operators worked individual claim blocks rather than the consolidated package now controlled by Kingsmen. This previous work generated approximately $3 million worth of historical data that Kingsmen acquired without associated exploration costs.Management maintains exceptional capital discipline with only 25 million shares outstanding, having completed all acquisitions through cash payments rather than equity dilution. The Las Coloradas acquisition totals $2.1 million over seven years with no net smelter return, while Almoloya requires $8 million over eight years with a 2% NSR. Both payment schedules feature minimal upfront costs, allowing systematic exploration without financial strain.Strategic positioning creates multiple value realization pathways. GoGold operates processing facilities just 40 kilometers from Las Coloradas, currently trucking tailings 10 miles to their heap leach facility. This proximity suggests potential synergies for toll processing or outright acquisition if Kingsmen demonstrates sufficient scale and grade. The company also holds a purchasable royalty on GoGold's Los Ricos North project for $1 million, providing additional leverage to regional consolidation trends.Under President Scott Emerson's leadership, the company benefits from extensive mining experience including the Jolu mine discovery in northern Saskatchewan and 18 years developing projects in Argentina with Mitsubishi funding. Technical expertise comes from Director Kieran Downes, formerly with Cameco's uranium and gold divisions, while local representation through third-generation mining family member Carlos Garza provides social license and operational knowledge.Management targets resource potential exceeding 200 million ounces across both projects, based on geological similarities to regional deposits that have operated for centuries. The systematic approach to previously unexplored-by-juniors territory, combined with strong technical data and favorable operational conditions, positions Kingsmen for potential significant value creation through successful exploration results while preserving equity value through disciplined capital allocation.View Kingsmen Resources' company profle: https://www.cruxinvestor.com/companies/kingsmen-resources-ltdSign up for Crux Investor: https://cruxinvestor.com

For part 2 of this marriage series, I get to sit down with my friend, pastor and author Gary Thomas and his lovely wife, Lisa, about having a marriage that is built to last.  They've been married 41 years (yes, you read that right!) and they share about the ups and downs they faced early on as parents, and the habits that have helped them keep growing together. My favorite part of the conversation? When they talk about how they keep the fun - and yes, even the sex - alive in their marriage!  Tune in for tips on staying connected, loving for the long haul and how to show up together through the years.  Listen to part 1 of the series here: https://sites.libsyn.com/578090/living-on-mission-together-jason-jodi-vanruler-marriage-series-pt-1 To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage Thanks to our amazing partners on this episode: Vern Eide & Mission Haiti Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Mission Haiti is a nonprofit organization whose mission is to love Jesus, love others, and make disciples in the country of Haiti. They live out that mission by training and coming alongside current and future leaders for the cause of Christ. To learn more, visit Mission-Haiti.org Subscribe to The Conversation on YouTube and watch the full interview with Gary & Lisa: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Last time we spoke about the surrender of Japan. Emperor Hirohito announced the surrender on August 15, prompting mixed public reactions: grief, shock, and sympathy for the Emperor, tempered by fear of hardship and occupation. The government's response included resignations and suicide as new leadership was brought in under Prime Minister Higashikuni, with Mamoru Shigemitsu as Foreign Minister and Kawabe Torashiro heading a delegation to Manila. General MacArthur directed the occupation plan, “Blacklist,” prioritizing rapid, phased entry into key Japanese areas and Korea, while demobilizing enemy forces. The surrender ceremony occurred aboard the Missouri in Tokyo Bay on September 2, with Wainwright, Percival, Nimitz, and UN representatives in attendance. Civilians and soldiers across Asia began surrendering, and postwar rehabilitation, Indochina and Vietnam's independence movements, and Southeast Asian transitions rapidly unfolded as Allied forces established control. This episode is the Aftermath of the Pacific War 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 Pacific War has ended. Peace has been restored by the Allies and most of the places conquered by the Japanese Empire have been liberated. In this post-war period, new challenges would be faced for those who won the war; and from the ashes of an empire, a defeated nation was also seeking to rebuild. As the Japanese demobilized their armed forces, many young boys were set to return to their homeland, even if they had previously thought that they wouldn't survive the ordeal. And yet, there were some cases of isolated men that would continue to fight for decades even, unaware that the war had already ended.  As we last saw, after the Japanese surrender, General MacArthur's forces began the occupation of the Japanese home islands, while their overseas empire was being dismantled by the Allies. To handle civil administration, MacArthur established the Military Government Section, commanded by Brigadier-General William Crist, staffed by hundreds of US experts trained in civil governance who were reassigned from Okinawa and the Philippines. As the occupation began, Americans dispatched tactical units and Military Government Teams to each prefecture to ensure that policies were faithfully carried out. By mid-September, General Eichelberger's 8th Army had taken over the Tokyo Bay region and began deploying to occupy Hokkaido and the northern half of Honshu. Then General Krueger's 6th Army arrived in late September, taking southern Honshu and Shikoku, with its base in Kyoto. In December, 6th Army was relieved of its occupation duties; in January 1946, it was deactivated, leaving the 8th Army as the main garrison force. By late 1945, about 430,000 American soldiers were garrisoned across Japan. President Truman approved inviting Allied involvement on American terms, with occupation armies integrated into a US command structure. Yet with the Chinese civil war and Russia's reluctance to place its forces under MacArthur's control, only Australia, Britain, India, and New Zealand sent brigades, more than 40,000 troops in southwestern Japan. Japanese troops were gradually disarmed by order of their own commanders, so the stigma of surrender would be less keenly felt by the individual soldier. In the homeland, about 1.5 million men were discharged and returned home by the end of August. Demobilization overseas, however, proceeded, not quickly, but as a long, difficult process of repatriation. In compliance with General Order No. 1, the Japanese Imperial General Headquarters disbanded on September 13 and was superseded by the Japanese War Department to manage demobilization. By November 1, the homeland had demobilized 2,228,761 personnel, roughly 97% of the Homeland Army. Yet some 6,413,215 men remained to be repatriated from overseas. On December 1, the Japanese War Ministry dissolved, and the First Demobilization Ministry took its place. The Second Demobilization Ministry was established to handle IJN demobilization, with 1,299,868 sailors, 81% of the Navy, demobilized by December 17. Japanese warships and merchant ships had their weapons rendered inoperative, and suicide craft were destroyed. Forty percent of naval vessels were allocated to evacuations in the Philippines, and 60% to evacuations of other Pacific islands. This effort eventually repatriated about 823,984 men to Japan by February 15, 1946. As repatriation accelerated, by October 15 only 1,909,401 men remained to be repatriated, most of them in the Soviet Union. Meanwhile, the Higashikuni Cabinet and Foreign Minister Shigemitsu Mamoru managed to persuade MacArthur not to impose direct military rule or martial law over all of Japan. Instead, the occupation would be indirect, guided by the Japanese government under the Emperor's direction. An early decision to feed occupation forces from American supplies, and to allow the Japanese to use their own limited food stores, helped ease a core fear: that Imperial forces would impose forced deliveries on the people they conquered. On September 17, MacArthur transferred his headquarters from Yokohama to Tokyo, setting up primary offices on the sixth floor of the Dai-Ichi Mutual Life Insurance Building, an imposing edifice overlooking the moat and the Imperial palace grounds in Hibiya, a symbolic heart of the nation.  While the average soldier did not fit the rapacious image of wartime Japanese propagandists, occupation personnel often behaved like neo-colonial overlords. The conquerors claimed privileges unimaginable to most Japanese. Entire trains and train compartments, fitted with dining cars, were set aside for the exclusive use of occupation forces. These silenced, half-empty trains sped past crowded platforms, provoking ire as Japanese passengers were forced to enter and exit packed cars through punched-out windows, or perch on carriage roofs, couplings, and running boards, often with tragic consequences. The luxury express coaches became irresistible targets for anonymous stone-throwers. During the war, retrenchment measures had closed restaurants, cabarets, beer halls, geisha houses, and theatres in Tokyo and other large cities. Now, a vast leisure industry sprang up to cater to the needs of the foreign occupants. Reopened restaurants and theatres, along with train stations, buses, and streetcars, were sometimes kept off limits to Allied personnel, partly for security, partly to avoid burdening Japanese resources, but a costly service infrastructure was built to the occupiers' specifications. Facilities reserved for occupation troops bore large signs reading “Japanese Keep Out” or “For Allied Personnel Only.” In downtown Tokyo, important public buildings requisitioned for occupation use had separate entrances for Americans and Japanese. The effect? A subtle but clear colour bar between the predominantly white conquerors and the conquered “Asiatic” Japanese. Although MacArthur was ready to work through the Japanese government, he lacked the organizational infrastructure to administer a nation of 74 million. Consequently, on October 2, MacArthur dissolved the Military Government Section and inaugurated General Headquarters, Supreme Commander for the Allied Powers, a separate headquarters focused on civil affairs and operating in tandem with the Army high command. SCAP immediately assumed responsibility for administering the Japanese home islands. It commandeered every large building not burned down to house thousands of civilians and requisitioned vast tracts of prime real estate to quarter several hundred thousand troops in the Tokyo–Yokohama area alone. Amidst the rise of American privilege, entire buildings were refurbished as officers' clubs, replete with slot machines and gambling parlours installed at occupation expense. The Stars and Stripes were hoisted over Tokyo, while the display of the Rising Sun was banned; and the downtown area, known as “Little America,” was transformed into a US enclave. The enclave mentality of this cocooned existence was reinforced by the arrival within the first six months of roughly 700 American families. At the peak of the occupation, about 14,800 families employed some 25,000 Japanese servants to ease the “rigours” of overseas duty. Even enlisted men in the sparse quonset-hut towns around the city lived like kings compared with ordinary Japanese. Japanese workers cleaned barracks, did kitchen chores, and handled other base duties. The lowest private earned a 25% hardship bonus until these special allotments were discontinued in 1949. Most military families quickly adjusted to a pampered lifestyle that went beyond maids and “boys,” including cooks, laundresses, babysitters, gardeners, and masseuses. Perks included spacious quarters with swimming pools, central heating, hot running water, and modern plumbing. Two observers compared GHQ to the British Raj at its height. George F. Kennan, head of the State Department's Policy Planning Staff, warned during his 1948 mission to Japan that Americans had monopolized “everything that smacks of comfort or elegance or luxury,” criticizing what he called the “American brand of philistinism” and the “monumental imperviousness” of MacArthur's staff to the Japanese suffering. This conqueror's mentality also showed in the bullying attitudes many top occupation officials displayed toward the Japanese with whom they dealt. Major Faubion Bowers, MacArthur's military secretary, later said, “I and nearly all the occupation people I knew were extremely conceited and extremely arrogant and used our power every inch of the way.” Initially, there were spasms of defiance against the occupation forces, such as anonymous stone-throwing, while armed robbery and minor assaults against occupation personnel were rife in the weeks and months after capitulation. Yet active resistance was neither widespread nor organized. The Americans successfully completed their initial deployment without violence, an astonishing feat given a heavily armed and vastly superior enemy operating on home terrain. The average citizen regarded the occupation as akin to force majeure, the unfortunate but inevitable aftermath of a natural calamity. Japan lay prostrate. Industrial output had fallen to about 10% of pre-war levels, and as late as 1946, more than 13 million remained unemployed. Nearly 40% of Japan's urban areas had been turned to rubble, and some 9 million people were homeless. The war-displaced, many of them orphans, slept in doorways and hallways, in bombed-out ruins, dugouts and packing crates, under bridges or on pavements, and crowded the hallways of train and subway stations. As winter 1945 descended, with food, fuel, and clothing scarce, people froze to death. Bonfires lit the streets to ward off the chill. "The only warm hands I have shaken thus far in Japan belonged to Americans," Mark Gayn noted in December 1945. "The Japanese do not have much of a chance to thaw out, and their hands are cold and red." Unable to afford shoes, many wore straw sandals; those with geta felt themselves privileged. The sight of a man wearing a woman's high-buttoned shoes in winter epitomized the daily struggle to stay dry and warm. Shantytowns built of scrap wood, rusted metal, and scavenged odds and ends sprang up everywhere, resembling vast junk yards. The poorest searched smouldering refuse heaps for castoffs that might be bartered for a scrap to eat or wear. Black markets (yami'ichi) run by Japanese, Koreans, and For-mosans mushroomed to replace collapsed distribution channels and cash in on inflated prices. Tokyo became "a world of scarcity in which every nail, every rag, and even a tangerine peel [had a] market value." Psychologically numbed, disoriented, and disillusioned with their leaders, demobilized veterans and civilians alike struggled to get their bearings, shed militaristic ideologies, and begin to embrace new values. In the vacuum of defeat, the Japanese people appeared ready to reject the past and grasp at the straw held out by the former enemy. Relations between occupier and occupied were not smooth, however. American troops comported themselves like conquerors, especially in the early weeks and months of occupation. Much of the violence was directed against women, with the first attacks beginning within hours after the landing of advance units. When US paratroopers landed in Sapporo, an orgy of looting, sexual violence, and drunken brawling ensued. Newspaper accounts reported 931 serious offences by GIs in the Yokohama area during the first week of occupation, including 487 armed robberies, 411 thefts of currency or goods, 9 rapes, 5 break-ins, 3 cases of assault and battery, and 16 other acts of lawlessness. In the first 10 days of occupation, there were 1,336 reported rapes by US soldiers in Kanagawa Prefecture alone. Americans were not the only perpetrators. A former prostitute recalled that when Australian troops arrived in Kure in early 1946, they “dragged young women into their jeeps, took them to the mountain, and then raped them. I heard them screaming for help nearly every night.” Such behaviour was commonplace, but news of criminal activity by occupation forces was quickly suppressed. On September 10, 1945, SCAP issued press and pre-censorship codes outlawing the publication of reports and statistics "inimical to the objectives of the occupation." In the sole instance of self-help General Eichelberger records in his memoirs, when locals formed a vigilante group and retaliated against off-duty GIs, 8th Army ordered armored vehicles into the streets and arrested the ringleaders, who received lengthy prison terms. Misbehavior ranged from black-market activity, petty theft, reckless driving, and disorderly conduct to vandalism, arson, murder, and rape. Soldiers and sailors often broke the law with impunity, and incidents of robbery, rape, and even murder were widely reported. Gang rapes and other sex atrocities were not infrequent; victims, shunned as outcasts, sometimes turned to prostitution in desperation, while others took their own lives to avoid bringing shame to their families. Military courts arrested relatively few soldiers for these offenses and convicted even fewer; Japanese attempts at self-defense were punished severely, and restitution for victims was rare. Fearing the worst, Japanese authorities had already prepared countermeasures against the supposed rapacity of foreign soldiers. Imperial troops in East Asia and the Pacific had behaved brutally toward women, so the government established “sexual comfort-stations” manned by geisha, bar hostesses, and prostitutes to “satisfy the lust of the Occupation forces,” as the Higashikuni Cabinet put it. A budget of 100 million yen was set aside for these Recreation and Amusement Associations, financed initially with public funds but run as private enterprises under police supervision. Through these, the government hoped to protect the daughters of the well-born and middle class by turning to lower-class women to satisfy the soldiers' sexual appetites. By the end of 1945, brothel operators had rounded up an estimated 20,000 young women and herded them into RAA establishments nationwide. Eventually, as many as 70,000 are said to have ended up in the state-run sex industry. Thankfully, as military discipline took hold and fresh troops replaced the Allied veterans responsible for the early crime wave, violence subsided and the occupier's patronising behavior and the ugly misdeeds of a lawless few were gradually overlooked. However, fraternisation was frowned upon by both sides, and segregation was practiced in principle, with the Japanese excluded from areas reserved for Allied personnel until September 1949, when MacArthur lifted virtually all restrictions on friendly association, stating that he was “establishing the same relations between occupation personnel and the Japanese population as exists between troops stationed in the United States and the American people.” In principle, the Occupation's administrative structure was highly complex. The Far Eastern Commission, based in Washington, included representatives from all 13 countries that had fought against Japan and was established in 1946 to formulate basic principles. The Allied Council for Japan was created in the same year to assist in developing and implementing surrender terms and in administering the country. It consisted of representatives from the USA, the USSR, Nationalist China, and the British Commonwealth. Although both bodies were active at first, they were largely ineffectual due to unwieldy decision-making, disagreements between the national delegations (especially the USA and USSR), and the obstructionism of General Douglas MacArthur. In practice, SCAP, the executive authority of the occupation, effectively ruled Japan from 1945 to 1952. And since it took orders only from the US government, the Occupation became primarily an American affair. The US occupation program, effectively carried out by SCAP, was revolutionary and rested on a two-pronged approach. To ensure Japan would never again become a menace to the United States or to world peace, SCAP pursued disarmament and demilitarization, with continuing control over Japan's capacity to make war. This involved destroying military supplies and installations, demobilizing more than five million Japanese soldiers, and thoroughly discrediting the military establishment. Accordingly, SCAP ordered the purge of tens of thousands of designated persons from public service positions, including accused war criminals, military officers, leaders of ultranationalist societies, leaders in the Imperial Rule Assistance Association, business leaders tied to overseas expansion, governors of former Japanese colonies, and national leaders who had steered Japan into war. In addition, MacArthur's International Military Tribunal for the Far East established a military court in Tokyo. It had jurisdiction over those charged with Class A crimes, top leaders who had planned and directed the war. Also considered were Class B charges, covering conventional war crimes, and Class C charges, covering crimes against humanity. Yet the military court in Tokyo wouldn't be the only one. More than 5,700 lower-ranking personnel were charged with conventional war crimes in separate trials convened by Australia, China, France, the Dutch East Indies, the Philippines, the United Kingdom, and the United States. Of the 5,700 Japanese individuals indicted for Class B war crimes, 984 were sentenced to death; 475 received life sentences; 2,944 were given more limited prison terms; 1,018 were acquitted; and 279 were never brought to trial or not sentenced. Among these, many, like General Ando Rikichi and Lieutenant-General Nomi Toshio, chose to commit suicide before facing prosecution. Notable cases include Lieutenant-General Tani Hisao, who was sentenced to death by the Nanjing War Crimes Tribunal for his role in the Nanjing Massacre; Lieutenant-General Sakai Takashi, who was executed in Nanjing for the murder of British and Chinese civilians during the occupation of Hong Kong. General Okamura Yasuji was convicted of war crimes by the Tribunal, yet he was immediately protected by the personal order of Nationalist leader Chiang Kai-Shek, who kept him as a military adviser for the Kuomintang. In the Manila trials, General Yamashita Tomoyuki was sentenced to death as he was in overall command during the Sook Ching massacre, the Rape of Manila, and other atrocities. Lieutenant-General Homma Masaharu was likewise executed in Manila for atrocities committed by troops under his command during the Bataan Death March. General Imamura Hitoshi was sentenced to ten years in prison, but he considered the punishment too light and even had a replica of the prison built in his garden, remaining there until his death in 1968. Lieutenant-General Kanda Masatane received a 14-year sentence for war crimes on Bougainville, though he served only four years. Lieutenant-General Adachi Hatazo was sentenced to life imprisonment for war crimes in New Guinea and subsequently committed suicide on September 10, 1947. Lieutenant-General Teshima Fusataro received three years of forced labour for using a hospital ship to transport troops. Lieutenant-General Baba Masao was sentenced to death for ordering the Sandakan Death Marches, during which over 2,200 Australian and British prisoners of war perished. Lieutenant-General Tanabe Moritake was sentenced to death by a Dutch military tribunal for unspecified war crimes. Rear-Admiral Sakaibara Shigematsu was executed in Guam for ordering the Wake Island massacre, in which 98 American civilians were murdered. Lieutenant-General Inoue Sadae was condemned to death in Guam for permitting subordinates to execute three downed American airmen captured in Palau, though his sentence was commuted to life imprisonment in 1951 and he was released in 1953. Lieutenant-General Tachibana Yoshio was sentenced to death in Guam for his role in the Chichijima Incident, in which eight American airmen were cannibalized. By mid-1945, due to the Allied naval blockade, the 25,000 Japanese troops on Chichijima had run low on supplies. However, although the daily rice ration had been reduced from 400 grams per person per day to 240 grams, the troops were not at risk of starvation. In February and March 1945, in what would later be called the Chichijima incident, Tachibana Yoshio's senior staff turned to cannibalism. Nine American airmen had escaped from their planes after being shot down during bombing raids on Chichijima, eight of whom were captured. The ninth, the only one to evade capture, was future US President George H. W. Bush, then a 20-year-old pilot. Over several months, the prisoners were executed, and reportedly by the order of Major Matoba Sueyo, their bodies were butchered by the division's medical orderlies, with the livers and other organs consumed by the senior staff, including Matoba's superior Tachibana. In the Yokohama War Crimes Trials, Lieutenant-Generals Inada Masazumi and Yokoyama Isamu were convicted for their complicity in vivisection and other human medical experiments performed at Kyushu Imperial University on downed Allied airmen. The Tokyo War Crimes Trial, which began in May 1946 and lasted two and a half years, resulted in the execution by hanging of Generals Doihara Kenji and Itagaki Seishiro, and former Prime Ministers Hirota Koki and Tojo Hideki, for war crimes, crimes against humanity, and crimes against peace, specifically for the escalation of the Pacific War and for permitting the inhumane treatment of prisoners of war. Also sentenced to death were Lieutenant-General Muto Akira for his role in the Nanjing and Manila massacres; General Kimura Heitaro for planning the war strategy in China and Southeast Asia and for laxity in preventing atrocities against prisoners of war in Burma; and General Matsui Iwane for his involvement in the Rape of Nanjing. The seven defendants who were sentenced to death were executed at Sugamo Prison in Ikebukuro on December 23, 1948. Sixteen others were sentenced to life imprisonment, including the last Field Marshal Hata Shunroku, Generals Araki Sadao, Minami Hiro, and Umezu Shojiro, Admiral Shimada Shigetaro, former Prime Ministers Hiranuma Kiichiro and Koiso Kuniaki, Marquis Kido Koichi, and Colonel Hashimoto Kingoro, a major instigator of the second Sino-Japanese War. Additionally, former Foreign Ministers Togo Shigenori and Shigemitsu Mamoru received seven- and twenty-year sentences, respectively. The Soviet Union and Chinese Communist forces also held trials of Japanese war criminals, including the Khabarovsk War Crime Trials, which tried and found guilty some members of Japan's bacteriological and chemical warfare unit known as Unit 731. However, those who surrendered to the Americans were never brought to trial, as MacArthur granted immunity to Lieutenant-General Ishii Shiro and all members of the bacteriological research units in exchange for germ-w warfare data derived from human experimentation. If you would like to learn more about what I like to call Japan's Operation Paper clip, whereupon the US grabbed many scientists from Unit 731, check out my exclusive podcast. The SCAP-turn to democratization began with the drafting of a new constitution in 1947, addressing Japan's enduring feudal social structure. In the charter, sovereignty was vested in the people, and the emperor was designated a “symbol of the state and the unity of the people, deriving his position from the will of the people in whom resides sovereign power.” Because the emperor now possessed fewer powers than European constitutional monarchs, some have gone so far as to say that Japan became “a republic in fact if not in name.” Yet the retention of the emperor was, in fact, a compromise that suited both those who wanted to preserve the essence of the nation for stability and those who demanded that the emperor system, though not necessarily the emperor, should be expunged. In line with the democratic spirit of the new constitution, the peerage was abolished and the two-chamber Diet, to which the cabinet was now responsible, became the highest organ of state. The judiciary was made independent and local autonomy was granted in vital areas of jurisdiction such as education and the police. Moreover, the constitution stipulated that “the people shall not be prevented from enjoying any of the fundamental human rights,” that they “shall be respected as individuals,” and that “their right to life, liberty, and the pursuit of happiness shall … be the supreme consideration in legislation.” Its 29 articles guaranteed basic human rights: equality, freedom from discrimination on the basis of race, creed, sex, social status or family origin, freedom of thought and freedom of religion. Finally, in its most controversial section, Article 9, the “peace clause,” Japan “renounce[d] war as a sovereign right of the nation” and vowed not to maintain any military forces and “other war potential.” To instill a thoroughly democratic ethos, reforms touched every facet of society. The dissolution of the zaibatsu decentralised economic power; the 1945 Labour Union Law and the 1946 Labour Relations Act guaranteed workers the right to collective action; the 1947 Labour Standards Law established basic working standards for men and women; and the revised Civil Code of 1948 abolished the patriarchal household and enshrined sexual equality. Reflecting core American principles, SCAP introduced a 6-3-3 schooling system, six years of compulsory elementary education, three years of junior high, and an optional three years of senior high, along with the aim of secular, locally controlled education. More crucially, ideological reform followed: censorship of feudal material in media, revision of textbooks, and prohibition of ideas glorifying war, dying for the emperor, or venerating war heroes. With women enfranchised and young people shaped to counter militarism and ultranationalism, rural Japan was transformed to undermine lingering class divisions. The land reform program provided for the purchase of all land held by absentee landlords, allowed resident landlords and owner-farmers to retain a set amount of land, and required that the remaining land be sold to the government so it could be offered to existing tenants. In 1948, amid the intensifying tensions of the Cold War that would soon culminate in the Korean War, the occupation's focus shifted from demilitarization and democratization toward economic rehabilitation and, ultimately, the remilitarization of Japan, an shift now known as the “Reverse Course.” The country was thus rebuilt as the Pacific region's primary bulwark against the spread of Communism. An Economic Stabilisation Programme was introduced, including a five-year plan to coordinate production and target capital through the Reconstruction Finance Bank. In 1949, the anti-inflationary Dodge Plan was adopted, advocating balanced budgets, fixing the exchange rate at 360 yen to the dollar, and ending broad government intervention. Additionally, the Ministry of International Trade and Industry was formed and supported the formation of conglomerates centered around banks, which encouraged the reemergence of a somewhat weakened set of zaibatsu, including Mitsui and Mitsubishi. By the end of the Occupation era, Japan was on the verge of surpassing its 1934–1936 levels of economic growth. Equally important was Japan's rearmament in alignment with American foreign policy: a National Police Reserve of about 75,000 was created with the outbreak of the Korean War; by 1952 it had expanded to 110,000 and was renamed the Self-Defense Force after the inclusion of an air force. However, the Reverse Course also facilitated the reestablishment of conservative politics and the rollback of gains made by women and the reforms of local autonomy and education. As the Occupation progressed, the Americans permitted greater Japanese initiative, and power gradually shifted from the reformers to the moderates. By 1949, the purge of the right came under review, and many who had been condemned began returning to influence, if not to the Diet, then to behind-the-scenes power. At the same time, Japanese authorities, with MacArthur's support, began purging left-wing activists. In June 1950, for example, the central office of the Japan Communist Party and the editorial board of The Red Flag were purged. The gains made by women also seemed to be reversed. Women were elected to 8% of available seats in the first lower-house election in 1946, but to only 2% in 1952, a trend not reversed until the so-called Madonna Boom of the 1980s. Although the number of women voting continued to rise, female politicisation remained more superficial than might be imagined. Women's employment also appeared little affected by labour legislation: though women formed nearly 40% of the labor force in 1952, they earned only 45% as much as men. Indeed, women's attitudes toward labor were influenced less by the new ethos of fulfilling individual potential than by traditional views of family and workplace responsibilities. In the areas of local autonomy and education, substantial modifications were made to the reforms. Because local authorities lacked sufficient power to tax, they were unable to realise their extensive powers, and, as a result, key responsibilities were transferred back to national jurisdiction. In 1951, for example, 90% of villages and towns placed their police forces under the control of the newly formed National Police Agency. Central control over education was also gradually reasserted; in 1951, the Yoshida government attempted to reintroduce ethics classes, proposed tighter central oversight of textbooks, and recommended abolishing local school board elections. By the end of the decade, all these changes had been implemented. The Soviet occupation of the Kurile Islands and the Habomai Islets was completed with Russian troops fully deployed by September 5. Immediately after the onset of the occupation, amid a climate of insecurity and fear marked by reports of sporadic rape and physical assault and widespread looting by occupying troops, an estimated 4,000 islanders fled to Hokkaido rather than face an uncertain repatriation. As Soviet forces moved in, they seized or destroyed telephone and telegraph installations and halted ship movements into and out of the islands, leaving residents without adequate food and other winter provisions. Yet, unlike Manchuria, where Japanese civilians faced widespread sexual violence and pillage, systematic violence against the civilian population on the Kuriles appears to have been exceptional. A series of military government proclamations assured islanders of safety so long as they did not resist Soviet rule and carried on normally; however, these orders also prohibited activities not explicitly authorized by the Red Army, which imposed many hardships on civilians. Residents endured harsh conditions under Soviet rule until late 1948, when Japanese repatriation out of the Kurils was completed. The Kuriles posed a special diplomatic problem, as the occupation of the southernmost islands—the Northern Territories—ignited a long-standing dispute between Tokyo and Moscow that continues to impede the normalisation of relations today. Although the Kuriles were promised to the Soviet Union in the Yalta agreement, Japan and the United States argued that this did not apply to the Northern Territories, since they were not part of the Kurile Islands. A substantial dispute regarding the status of the Kurile Islands arose between the United States and the Soviet Union during the preparation of the Treaty of San Francisco, which was intended as a permanent peace treaty between Japan and the Allied Powers of World War II. The treaty was ultimately signed by 49 nations in San Francisco on September 8, 1951, and came into force on April 28, 1952. It ended Japan's role as an imperial power, allocated compensation to Allied nations and former prisoners of war who had suffered Japanese war crimes, ended the Allied post-war occupation of Japan, and returned full sovereignty to Japan. Effectively, the document officially renounced Japan's treaty rights derived from the Boxer Protocol of 1901 and its rights to Korea, Formosa and the Pescadores, the Kurile Islands, the Spratly Islands, Antarctica, and South Sakhalin. Japan's South Seas Mandate, namely the Mariana Islands, Marshall Islands, and Caroline Islands, had already been formally revoked by the United Nations on July 18, 1947, making the United States responsible for administration of those islands under a UN trusteeship agreement that established the Trust Territory of the Pacific Islands. In turn, the Bonin, Volcano, and Ryukyu Islands were progressively restored to Japan between 1953 and 1972, along with the Senkaku Islands, which were disputed by both Communist and Nationalist China. In addition, alongside the Treaty of San Francisco, Japan and the United States signed a Security Treaty that established a long-lasting military alliance between them. Although Japan renounced its rights to the Kuriles, the U.S. State Department later clarified that “the Habomai Islands and Shikotan ... are properly part of Hokkaido and that Japan is entitled to sovereignty over them,” hence why the Soviets refused to sign the treaty. Britain and the United States agreed that territorial rights would not be granted to nations that did not sign the Treaty of San Francisco, and as a result the Kurile Islands were not formally recognized as Soviet territory. A separate peace treaty, the Treaty of Taipei (formally the Sino-Japanese Peace Treaty), was signed in Taipei on April 28, 1952 between Japan and the Kuomintang, and on June 9 of that year the Treaty of Peace Between Japan and India followed. Finally, Japan and the Soviet Union ended their formal state of war with the Soviet–Japanese Joint Declaration of 1956, though this did not settle the Kurile Islands dispute. Even after these formal steps, Japan as a nation was not in a formal state of war, and many Japanese continued to believe the war was ongoing; those who held out after the surrender came to be known as Japanese holdouts.  Captain Oba Sakae and his medical company participated in the Saipan campaign beginning on July 7, 1944, and took part in what would become the largest banzai charge of the Pacific War. After 15 hours of intense hand-to-hand combat, almost 4,300 Japanese soldiers were dead, and Oba and his men were presumed among them. In reality, however, he survived the battle and gradually assumed command of over a hundred additional soldiers. Only five men from his original unit survived the battle, two of whom died in the following months. Oba then led over 200 Japanese civilians deeper into the jungles to evade capture, organizing them into mountain caves and hidden jungle villages. When the soldiers were not assisting the civilians with survival tasks, Oba and his men continued their battle against the garrison of US Marines. He used the 1,552‑ft Mount Tapochau as their primary base, which offered an unobstructed 360-degree view of the island. From their base camp on the western slope of the mountain, Oba and his men occasionally conducted guerrilla-style raids on American positions. Due to the speed and stealth of these operations, and the Marines' frustrated attempts to find him, the Saipan Marines eventually referred to Oba as “The Fox.” Oba and his men held out on the island for 512 days, or about 16 months. On November 27, 1945, former Major-General Amo Umahachi was able to draw out some of the Japanese in hiding by singing the anthem of the Japanese infantry branch. Amo was then able to present documents from the defunct IGHQ to Oba ordering him and his 46 remaining men to surrender themselves to the Americans. On December 1, the Japanese soldiers gathered on Tapochau and sang a song of departure to the spirits of the war dead; Oba led his people out of the jungle and they presented themselves to the Marines of the 18th Anti-Aircraft Artillery Company. With great formality and commensurate dignity, Oba surrendered his sword to Lieutenant Colonel Howard G. Kirgis, and his men surrendered their arms and colors. On January 2, 1946, 20 Japanese soldiers hiding in a tunnel at Corregidor Island surrendered after learning the war had ended from a newspaper found while collecting water. In that same month, 120 Japanese were routed after a battle in the mountains 150 miles south of Manila. In April, during a seven-week campaign to clear Lubang Island, 41 more Japanese emerged from the jungle, unaware that the war had ended; however, a group of four Japanese continued to resist. In early 1947, Lieutenant Yamaguchi Ei and his band of 33 soldiers renewed fighting with the small Marine garrison on Peleliu, prompting reinforcements under Rear-Admiral Charles Pownall to be brought to the island to hunt down the guerrilla group. Along with them came former Rear-Admiral Sumikawa Michio, who ultimately convinced Yamaguchi to surrender in April after almost three years of guerrilla warfare. Also in April, seven Japanese emerged from Palawan Island and fifteen armed stragglers emerged from Luzon. In January 1948, 200 troops surrendered on Mindanao; and on May 12, the Associated Press reported that two unnamed Japanese soldiers had surrendered to civilian policemen in Guam the day before. On January 6, 1949, two former IJN soldiers, machine gunners Matsudo Rikio and Yamakage Kufuku, were discovered on Iwo Jima and surrendered peacefully. In March 1950, Private Akatsu Yūichi surrendered in the village of Looc, leaving only three Japanese still resisting on Lubang. By 1951 a group of Japanese on Anatahan Island refused to believe that the war was over and resisted every attempt by the Navy to remove them. This group was first discovered in February 1945, when several Chamorros from Saipan were sent to the island to recover the bodies of a Saipan-based B-29. The Chamorros reported that there were about thirty Japanese survivors from three ships sunk in June 1944, one of which was an Okinawan woman. Personal aggravations developed from the close confines of a small group on a small island and from tuba drinking; among the holdouts, 6 of 11 deaths were the result of violence, and one man displayed 13 knife wounds. The presence of only one woman, Higa Kazuko, caused considerable difficulty as she would transfer her affections among at least four men after each of them mysteriously disappeared, purportedly “swallowed by the waves while fishing.” According to the more sensational versions of the Anatahan tale, 11 of the 30 navy sailors stranded on the island died due to violent struggles over her affections. In July 1950, Higa went to the beach when an American vessel appeared offshore and finally asked to be removed from the island. She was taken to Saipan aboard the Miss Susie and, upon arrival, told authorities that the men on the island did not believe the war was over. As the Japanese government showed interest in the situation on Anatahan, the families of the holdouts were contacted in Japan and urged by the Navy to write letters stating that the war was over and that the holdouts should surrender. The letters were dropped by air on June 26 and ultimately convinced the holdouts to give themselves up. Thus, six years after the end of World War II, “Operation Removal” commenced from Saipan under the command of Lt. Commander James B. Johnson, USNR, aboard the Navy Tug USS Cocopa. Johnson and an interpreter went ashore by rubber boat and formally accepted the surrender on the morning of June 30, 1951. The Anatahan femme fatale story later inspired the 1953 Japanese film Anatahan and the 1998 novel Cage on the Sea. In 1953, Murata Susumu, the last holdout on Tinian, was finally captured. The next year, on May 7, Corporal Sumada Shoichi was killed in a clash with Filipino soldiers, leaving only two Japanese still resisting on Lubang. In November 1955, Seaman Kinoshita Noboru was captured in the Luzon jungle but soon after committed suicide rather than “return to Japan in defeat.” That same year, four Japanese airmen surrendered at Hollandia in Dutch New Guinea; and in 1956, nine soldiers were located and sent home from Morotai, while four men surrendered on Mindoro. In May 1960, Sergeant Ito Masashi became one of the last Japanese to surrender at Guam after the capture of his comrade Private Minagawa Bunzo, but the final surrender at Guam would come later with Sergeant Yokoi Shoichi. Sergeant Yokoi Shoichi survived in the jungles of Guam by living for years in an elaborately dug hole, subsisting on snails and lizards, a fate that, while undignified, showcased his ingenuity and resilience and earned him a warm welcome on his return to Japan. His capture was not heroic in the traditional sense: he was found half-starving by a group of villagers while foraging for shrimp in a stream, and the broader context included his awareness as early as 1952 that the war had ended. He explained that the wartime bushido code, emphasizing self-sacrifice or suicide rather than self-preservation, had left him fearing that repatriation would label him a deserter and likely lead to execution. Emerging from the jungle, Yokoi also became a vocal critic of Japan's wartime leadership, including Emperor Hirohito, which fits a view of him as a product of, and a prisoner within, his own education, military training, and the censorship and propaganda of the era. When asked by a young nephew how he survived so long on an island just a short distance from a major American airbase, he replied simply, “I was really good at hide and seek.”  That same year, Private Kozuka Kinshichi was killed in a shootout with Philippine police in October, leaving Lieutenant Onoda Hiroo still resisting on Lubang. Lieutenant Onoda Hiroo had been on Lubang since 1944, a few months before the Americans retook the Philippines. The last instructions he had received from his immediate superior ordered him to retreat to the interior of the island and harass the Allied occupying forces until the IJA eventually returned. Despite efforts by the Philippine Army, letters and newspapers left for him, radio broadcasts, and even a plea from Onoda's brother, he did not believe the war was over. On February 20, 1974, Onoda encountered a young Japanese university dropout named Suzuki Norio, who was traveling the world and had told friends that he planned to “look for Lieutenant Onoda, a panda, and the abominable snowman, in that order.” The two became friends, but Onoda stated that he was waiting for orders from one of his commanders. On March 9, 1974, Onoda went to an agreed-upon place and found a note left by Suzuki. Suzuki had brought along Onoda's former commander, Major Taniguchi, who delivered the oral orders for Onoda to surrender. Intelligence Officer 2nd Lt. Onoda Hiroo thus emerged from Lubang's jungle with his .25 caliber rifle, 500 rounds of ammunition, and several hand grenades. He surrendered 29 years after Japan's formal surrender, and 15 years after being declared legally dead in Japan. When he accepted that the war was over, he wept openly. He received a hero's welcome upon his return to Japan in 1974. The Japanese government offered him a large sum of money in back pay, which he refused. When money was pressed on him by well-wishers, he donated it to Yasukuni Shrine. Onoda was reportedly unhappy with the attention and what he saw as the withering of traditional Japanese values. He wrote No Surrender: My Thirty-Year War, a best-selling autobiography published in 1974. Yet the last Japanese to surrender would be Private Nakamura Teruo, an Amis aborigine from Formosa and a member of the Takasago Volunteers. Private Nakamura Teruo spent the tail end of World War II with a dwindling band on Morotai, repeatedly dispersing and reassembling in the jungle as they hunted for food. The group suffered continuous losses to starvation and disease, and survivors described Nakamura as highly self-sufficient. He left to live alone somewhere in the Morotai highlands between 1946 and 1947, rejoined the main group in 1950, and then disappeared again a few years later. Nakamura hinted in print that he fled into the jungle because he feared the other holdouts might murder him. He survives for decades beyond the war, eventually being found by 11 Indonesian soldiers. The emergence of an indigenous Taiwanese soldier among the search party embarrassed Japan as it sought to move past its imperial past. Many Japanese felt Nakamura deserved compensation for decades of loyalty, only to learn that his back pay for three decades of service amounted to 68,000 yen.   Nakamura's experience of peace was complex. When a journalist asked how he felt about “wasting” three decades of his life on Morotai, he replied that the years had not been wasted; he had been serving his country. Yet the country he returned to was Taiwan, and upon disembarking in Taipei in early January 1975, he learned that his wife had a son he had never met and that she had remarried a decade after his official death. Nakamura eventually lived with a daughter, and his story concluded with a bittersweet note when his wife reconsidered and reconciled with him. Several Japanese soldiers joined local Communist and insurgent groups after the war to avoid surrender. Notably, in 1956 and 1958, two soldiers returned to Japan after service in China's People's Liberation Army. Two others who defected with a larger group to the Malayan Communist Party around 1945 laid down their arms in 1989 and repatriated the next year, becoming among the last to return home. That is all for today, but fear not I will provide a few more goodies over the next few weeks. I will be releasing some of my exclusive podcast episodes from my youtube membership and patreon that are about pacific war subjects. Like I promised the first one will be on why Emperor Hirohito surrendered. Until then if you need your fix you know where to find me: eastern front week by week, fall and rise of china, echoes of war or on my Youtube membership of patreon at www.patreon.com/pacificwarchannel.

If you're after the latest reviews of some three-row crossovers of varying sizes, then you're listening to the right podcast! The Unnamed Automotive Podcast starts off with Benjamin's review of the 2026 Mitsubishi Outlander, loaded with three rows and a gas-powered motor, the Outlander begins to boil Sami's blood due to its lack of competitiveness in a field full of excellent options. Benjamin has more than a few nice things to say about the Outlander, but none of them are about the barely-useable third row. Then Sami chimes in about his plug-in experience with the 2025.5 Volvo XC90. Loaded with 455 ponies and 30-ish miles of range, the XC90 is sure to be a hit. But then Sami's attention turns to the Swedish automakers attempts at designing an infotainment system, and things fall apart a bit. While not as bad as the EX90, the XC90 has a few glitches of its own that make it hard to recommend. Then it's time for a classic Nissan Pathfinder cow adventure. Thanks for listening!

Today's episode is part 1 of 4 in a series on marriage and to kick things off, I sit down with my friends Jason and Jodi VanRuler. They have been married for 18 years, and they are the real deal. They share their journey through the ups and downs of married life, discussing how they support each other's dreams , and how they have stayed connected along the way.  Join us as we delve into the importance of communication, having shared goals, and the little things that make a big difference in your marriage. To learn more about Jason and Jodi, visit jasonvr.com To find out more information about the marriage event at Embrace Church visit iamembrace.com/marriage  Thanks to our amazing partners on this episode: International Justice Mission & Vern Eide International Justice Mission is a global nonprofit working to end slavery and violence around the world, taking special care of survivors from the moment they're rescued all the way through their healing and restoration. To learn more and support their mission, visit ijm.org  Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Jason & Jodi VanRuler: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

We're back with another “Ask Adam Anything” episode and today's topic is something culture often overlooks: rest. While busyness is celebrated and productivity is praised, Emily and I talk about how true renewal comes when we step back and embrace rhythms of rest. On the flip side, many people think they're overworked and burned out - when it turns out they might just be bored! Work is a gift from God and we should do it with purpose!  Friends, if you've ever felt worn out by the constant go-go-go of life, this episode is for you. I encourage you to find your rhythm where you can work hard AND rest hard. Thanks to our amazing partners on this episode: First Interstate Bank & Vern Eide  First Interstate Bank has a mission to help people and their money work better together. They do this by ensuring clients can manage their money conveniently wherever they are while also providing the friendly service. They have over 300 locations throughout 14 states! For more information and to find a location near you, visit firstinterstatebank.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

- European Automakers Have Had It with CO2 Regs - Stellantis Pays $191 Million In CAFE Fines - Mitsubishi Cuts Profit Forecast By 30% - Xpeng Moves Cars Autonomously at Factory - Volkswagen Reveals All-New T-Roc - Hyundai Group Ranks High in J.D. Power Tech Index - Cadillac Chooses Finn, Mexican For F1 - Tesla, Chinese Bloggers Battle Over Model Y L - Nissan Improves Engine Efficiency To 42%

In today's episode, Emily and I dive into the importance of living a magnetic life - one that attracts others to us (and ultimately to Jesus).  This can be especially difficult when so many Christians are perceived as judgmental and hypocritical (especially because of what we say and post online) which often repels people from wanting to know Jesus or having anything to do with the Church. OUCH! Join us for a conversation filled with practical tips for living out your faith online. We hope you feel encouraged to make some tweaks in your own life and online presence! Want to hear more about being Magnetic? Check out the message series here: Week 1 & Week 2 Learn more about coaching with Adam here: adamweber.com/coaching  Thanks to our amazing partners on this episode: Mission Haiti & Vern Eide Mission Haiti is a nonprofit organization whose mission is to love Jesus, love others, and make disciples in the country of Haiti. They live out that mission by training and coming alongside current and future leaders for the cause of Christ. To learn more, visit Mission-Haiti.org Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

This week on The Audit Podcast, Rafael Kon, Chief Auditor at Mitsubishi Power, talks about how internal audit can stay connected to a company's strategy while keeping controls strong. He shares how he uses automation and data to improve processes, why shorter and more practical audit reports can be more effective, and how his thinking on audit co-sourcing has changed over time. Rafael also gives his take on Vision 2035 from the IIA and how he measures success in internal audit. Be sure to connect with Rafael on LinkedIn.   Also, be sure to follow us on our social media accounts on LinkedIn, Instagram, and TikTok.   Also be sure to sign up for The Audit Podcast newsletter and to check the full video interview on The Audit Podcast YouTube channel.   Timecodes:   1:40 – What's in Rafael's ChatGPT History 4:51 – J-SOX 9:00 – Connecting Internal Audit to Strategic Goals 17:14 – Bringing in a Data Scientist 22:33 – Building Data Literacy Within the Team 31:37 – Vision 2035 36:25 – Plan vs. Reality 41:45 – Final Thoughts   *   This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.  Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule time with Greenskies Analytics.

In today's episode I got to sit down with my friend, Carlos Whittaker, and a live audience! Carlos is one of the most life-giving people I know. He is honest, hilarious and always full of hope.  We chat about ways we can reconnect with God, what he's learned about welcoming grief into his life since losing his dad to dementia almost 6 months ago and the challenges (and joys) of parenting older children. Carlos also shares how he stays young both physically and at heart (it's probably not what you think!) and we discuss something he does better than anyone I know - bridging gaps between people who are divided.  Listen to Carlos' last interview on the podcast: https://podcasts.apple.com/us/podcast/carlos-whittaker-7-weeks-without-a-screen/id1119318768?i=1000665223233  Grab a copy of Reconnected: https://amzn.to/3HoajMZ  Want to Reconnect with God? Check out the message Carlos shared at Embrace Church: https://www.youtube.com/watch?v=Wtw_M24wa1w  Thanks to our amazing partners on this episode: Tommy John & Vern Eide Tommy John has thousands of five star reviews for a reason! They sell the most comfortable undershirts, modern polos, and loungewear you'll find. I promise you are gonna love it! Check them out today at tommyjohn.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview with Carlos: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

Today I'm sitting down with the insightful Jess Connolly… plus one of my amazing team members, Kylee Breems (who just might be Jess' biggest fan) and a live audience! Jess beautifully shares from her heart about the importance of surrendering control in everything (especially our callings and in parenting).  We talk about the challenges and joys of motherhood & leadership. Plus we hear about her personal journey through grief and resilience, and she offers wisdom on how to navigate life's trials with faith and grace.  Join us for an uplifting conversation filled with laughter, tears and the shared experience of being human. If you want to catch the Q&A session, please listen to the full podcast episode wherever you listen or watch on YouTube: youtube.com/@adamaweber  Thanks to our amazing partners on this episode: Vern Eide & Generous Coffee Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Generous Coffee sells some of the best coffee in the world AND 100% of profits are donated to nonprofit organizations that are fighting injustice facing humans around the world. You can find out more (including purchasing in bulk) at generousmovement.com  Subscribe to The Conversation on YouTube: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

In today's episode, I'm joined by my amazing assistant Emily, and we're having an honest conversation about something so many of us wrestle with - how to hear God's voice in our everyday lives. I open up about some of my own experiences and what it's looked like to try and tell the difference between God's nudges and my own thoughts. We talk about the role of scripture, the gift of wise friends and the quiet ways God often speaks when we actually pay attention. If you've ever wondered, “Is that really You, God?” - you're not alone! This episode is for you. Grab the FREE “This Fall: How to Harness It” PDF here: adamweber.com/fall Thanks to our amazing partners on this episode: Tommy John & Vern Eide Tommy John has thousands of five star reviews for a reason! They sell the most comfortable undershirts, modern polos, and loungewear you'll find. I promise you are gonna love it! Check them out today at tommyjohn.com Vern Eide Motorcars is a growing employee-owned company that offers sales, service, and financing of automotive, motorcycle, and power sports lines, including Acura, Ford, Chevy, GMC, Honda, Hyundai and Mitsubishi brands. Whether you live locally or across the country, visit verneide.com Subscribe to The Conversation on YouTube and watch the full interview: youtube.com/@adamaweber  Sign up for The Crew: adamweber.com/thecrew  

We first aired this episode in 2012, but at the show we've been thinking a lot about resilience and repair so we wanted to play it for you again today. It's about a man who experienced maybe one of the most chilling traumas… twice. But then, it leads us to a story of generational repair. On the morning of August 6th, 1945, Tsutomu Yamaguchi was in Hiroshima on a work trip. He was walking to the office when the first atomic bomb was dropped about a mile away. He survived, and eventually managed to get himself onto a train back to his hometown... Nagasaki. The very next morning, as he tried to convince his boss that a single bomb could destroy a whole city, the second bomb dropped. Author Sam Kean tells Jad and Robert the incredible story of what happened to Tsutomu, explains how gamma rays shred DNA, and helps us understand how Tsutomu sidestepped a thousand year curse.Signup for our newsletter!! It includes short essays, recommendations, and details about other ways to interact with the show. Sign up (https://radiolab.org/newsletter)!Radiolab is supported by listeners like you. Support Radiolab by becoming a member of The Lab (https://members.radiolab.org/) today.Follow our show on Instagram, Twitter and Facebook @radiolab, and share your thoughts with us by emailing radiolab@wnyc.org.Leadership support for Radiolab's science programming is provided by the Simons Foundation and the John Templeton Foundation. Foundational support for Radiolab was provided by the Alfred P. Sloan Foundation.