Podcasts about mitsubishi corporation

Ryan Schreiber and Joe Lynch discuss I don't know who needs to hear this but... Ryan is the Chief Growth Officer at Metafora, the leading business consulting and software development firm that exclusively serves the Transportation, Logistics and Supply Chain space. About Ryan Schreiber Ryan Schreiber is the Chief Growth Officer at Metafora. Ryan was born and raised in Tampa, Florida. Ryan earned a degree in History from the University of South Florida and then a Law degree from Michigan State University.  Prior to joining Metafora, Ryan worked at a variety of logistics companies and even started and exited a few tech-enabled freight brokerage start-ups. Ryan is a skilled technologist and strategist who has helped transform many leading transportation and logistics companies. In Ryan's experience, great technology is important, but finding and keeping the right people is the key to success in the 3PL business. About Metafora Metafora, previously “CarrierDirect”, is the leading business consulting and software development firm that exclusively serves the Transportation, Logistics and Supply Chain space. They partner with carriers, shippers, and freight tech vendors to help them optimize their business and build software to fuel their growth. Welcome to the new way forward. Welcome to Metafora. Key Takeaways: I Don't Know Who Needs To Hear This But... "I Don't Know Who Needs to Hear This But...": Straight Talk on Logistics: Joe and Ryan discuss critical logistics topics, mirroring Ryan's popular LinkedIn posts that begin with "I don't know who needs to hear this but..." The discussion covers crucial insights on freight pricing, the realities of the current market, and how external factors can impact sales, delivering essential advice to those navigating the industry's challenges. Metafora is a management consulting and custom software development firm specializing in the logistics and transportation industries. Metafora offers different services: Technology Consulting: Assisting clients in selecting, developing, and adopting technology solutions that align with their business objectives. Tech-enabled Services: Providing turnkey, enterprise-level delivery solutions to minimize costs and enhance performance. M&A Support: Evaluating potential acquisition targets and supporting their integration and growth. Business Consulting: Aligning business processes and technology with data-driven strategies to transform supply chains into strategic assets. Metafora primarily serves third-party logistics providers (3PLs), carriers, shippers, and freight tech companies, aiming to drive efficiency and profitability in transportation and logistics operations. The company has collaborated with industry leaders such as FedEx Freight, Mitsubishi Corporation, and J.B. Hunt, providing expertise in technology strategy and implementation. Metafora is committed to empowering organizations to make data-driven decisions, fostering collaboration and innovation among professionals in the transportation and logistics sectors. Learn More About I Don't Know Who Needs To Hear This But... Ryan Schreiber | Linkedin Metafora LinkedIn Metafora website Metafora Services The Metafora Story with Peter Rentschler The Competitive Advantage with David Bell and Peter Rentschler 3 Freight Trends to Watch with Ryan Schreiber Navigating the Roller Coaster Freight Market with Ryan Schreiber The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Interview with Andrew Penkethman, MD & CEO of Ardea Resources Ltd.Our previous interview: https://www.cruxinvestor.com/posts/ardea-resources-asx-arl-bigger-than-the-picture-they-framed-us-to-see-238Recording date: 24th February 2025Ardea Resources (ASX: ARL) is making significant progress on its Goongarrie Hub, part of the Kalgoorlie Nickel Project, which contains 4.1 million tons of nickel and represents Australia's largest nickel-cobalt resource.The company has secured a strategic partnership with Japanese industrial giants Sumitomo Metal Mining and Mitsubishi Corporation, who will collectively invest $98.5 million to earn a 35% stake in the project. The final 15% will be issued upon a successful final investment decision, expected in Q1 2027.According to CEO Andrew Penkethman, the Goongarrie Hub is projected to produce approximately 30,000 tons of nickel and 2,000 tons of cobalt annually as a mixed hydroxide precipitate (MHP), with an estimated 40-year mine life. The project's Definitive Feasibility Study (DFS) is currently about 50% complete and expected to be finalized by late 2025, with production targeted to begin in 2029.The initial capital expenditure was estimated at AU$3.1 billion (approximately US$2 billion) in the 2023 Pre-Feasibility Study. Despite current low nickel prices of around $15,000 per ton, Penkethman emphasized that the project remains economically viable due to its scale, grade, and strategic location with existing infrastructure access.The partnership with Sumitomo and Mitsubishi brings more than just capital. It secures offtake agreements, with 75% of production allocated to the consortium partners, significantly enhancing bankability for future project financing. The company is also exploring financing tools including export credit agencies from both Australia and Japan, offtake prepayments, and potential government grants.Ardea's timing for production aligns with independent forecasts predicting a return to market deficit for nickel around 2029-2030. The company positions itself as an alternative to Indonesian production, which is dominated by Chinese-funded operations. Penkethman noted that major economies including Japan, the United States, South Korea, India, and the European Union are actively seeking diversity of supply and supply chain security.Despite the substantial strategic investment, Ardea's market capitalization remains around AU$100 million. The company maintains a concentrated shareholder base, with approximately 60% of shares held by about 40 shareholders, including Golden Energy and Resources, which holds more than 5%.Beyond the six deposits included in the current DFS, Ardea retains growth potential with three additional deposits within the Goongarrie Hub and 100% ownership of other projects containing approximately 2 million tons of nickel within the broader Kalgoorlie Nickel Project portfolio.View Ardea Resources' company profile: https://www.cruxinvestor.com/companies/ardea-resources-limitedSign up for Crux Investor: https://cruxinvestor.com

On News Flash, Allen and Phil discuss Caverion's acquisition of Huolto-Lepistö, Mitsubishi re-evaluating their offshore wind assets and Shell's 2024 financial report. Fill out our Uptime listener survey and enter to win an Uptime mug! Register for Wind Energy O&M Australia! https://www.windaustralia.com 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 hosts, Allen Hall, Joel Saxum, and Phil Totaro discuss the latest deals, mergers, and alliances that will shape the future of wind power. News Flash is brought to you by IntelStor. For market intelligence that generates revenue, visit www.intelstor.com. Allen Hall: Well Phil, a busy week in mergers and acquisitions. Caverion has acquired Huolto-Lepistö's, a wind turbine maintenance business. Now this acquisition gives Caverion a new base on Finland's west coast. And the acquired business specializes in wind turbine service lifts. Repairs, inspections, and maintenance. There does seem to be a lot more activity in Finland Phil Totaro: for wind. Yeah. And, and as their installed base grows they have a lot of large turbines up there in, in Finland. So I think the average, if I remember correctly based on our data and Intel store, the average turbine size in Finland these days is Something like. 5. 5 megawatts and upwards of like 140 something meter rotor. Again, taking the entire installed base in, into account. So, growing installed base, big turbines, big responsibility, and. Admittedly, I don't know very much about Kaverian as a company, but looking into it after this deal was announced earlier this week it's, it's very interesting how they're trying to position themselves. And the fact that they want to go after the, the wind services market also demonstrates, I think that they're making a commitment to a segment that they see a lot more growth potential with. Allen Hall: Over in Japan, Mitsubishi Corporation is reviewing its offshore wind projects due to significant changes in the business environment. Now, the company leads consortia that won three projects in Japan's first state run offshore wind auction in 2021, and those projects total about 1. 7 gigawatts of capacity. Capacity. The partner company, Chubu Electric, posted an 18 billion yen loss on these projects. It looks like Mitsubishi is trying to reevaluate the profit margin on these projects, and with the high inflation in Japan and maybe even stagnation being discussed, it's going to get a little rough for Mitsubishi. I wonder if they're going to finish these projects. Phil Totaro: Yeah, well, it's funny because Japan was a market with their offshore wind potential that looked, poised to take off. They heavily invested in floating offshore wind demonstrator projects, more than a decade ago. They have a finite amount of, of space on land, obviously, where, They can install onshore wind and solar for that matter. So the exploitation of offshore wind looked like a really promising segment to the market. But they've never been able to get their act together. And I mean, this is frankly a very common thing amongst a lot of governments that, that have a lot of offshore wind potential, resource potential. But they don't have the right structure in place. And you could say the same thing about South Korea. You can say the same thing about Brazil. That they, they've got a tremendous amount of interest and enthusiasm. And frankly, people that want to invest money there, including Mitsubishi, but if they don't get a sense of like how they're going to see a...

Digbee Limited founder and CEO Jamie Strauss and Ardea Resources CEO Andrew Penkethman talked with Proactive's Stephen Gunnion about Ardea'ss progress on its Kalgoorlie Nickel Project, Australia's largest nickel-cobalt resource. Penkethman emphasised the impact of Ardea's second Digbee ESG assessment, highlighting significant improvements in their systems and processes. He shared insights into the definitive feasibility study, funded with a $98.5 million budget and supported by key partners Sumitomo Metal Mining and Mitsubishi Corporation. The project, located in Kalgoorlie-Boulder, benefits from a supportive mining community and is designed to operate at low costs across multiple commodity price cycles. Penkethman stressed the company's focus on further enhancing its ESG credentials, which are critical for engaging stakeholders and investors alike. Strauss discussed how Ardea's approach to responsibility and risk mitigation sets it apart in today's evolving supply chains. He highlighted the importance of communication and preparation to meet modern industry standards effectively. Visit Proactive's YouTube channel for more updates, and don't forget to like the video, subscribe, and enable notifications for future content. #ArdeaResources #NickelMining #CobaltResources #KalgoorlieNickelProject #ESG #SustainableMining #Digbee #MiningInvestment #LowCostMining #ProactiveInvestors #ProactiveInvestors #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

On this episode of the Fabricator Podcast, Blake Hamar, the founder of Cali Raised LED and Apex Fabworks, joins us to talk about starting a manufacturing business in high school, growing it into a successful aftermarket and job shop operation, and implementing an unconventional management structure. Hamar started his business in high school while attending boarding school in California, selling LED light bars for trucks. He then expanded into manufacturing brackets and other truck accessories, eventually moving the operation to Texas. Hamar's company, which has an average employee age of 23, has embraced automation and a non-traditional, non-hierarchical management structure. The company focuses on rapidly developing new products for the truck aftermarket, with a particular emphasis on Toyota vehicles. Despite his young age, Hamar has demonstrated a knack for growing the business and leveraging technology to increase productivity and efficiency. This episode is brought to you by MC Machinery Systems, a subsidiary of Mitsubishi Corporation. This episode was recorded at FABTECH 2024 in Orlando, Fla. Email us at podcast@fmamfg.org with any comments, questions, or suggestions.

Welcome to The Hydrogen Podcast!In episode 348,  In this episode of The Hydrogen Podcast, Paul Rodden discusses ExxonMobil's collaboration with Mitsubishi for a low-carbon hydrogen project in Texas, Australia's $50 billion green hydrogen initiative, TotalEnergies' investment in the Japanese hydrogen fund, and BP and Iberdrola's green hydrogen plant in Spain. These developments highlight the global momentum towards hydrogen as a key driver in the energy transition and the significant investment opportunities emerging in this sector.Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comDEMO THE H2 ADVANTAGEhttps://keyhydrogen.com/hydrogen-location-analytics-software/ CHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of HydrogenSupport the show

Mitsubishi Corporation dovrà pagare la bonifica di terreni e falde acquifere intorno all'ex stabilimento Miteni di Trissino. È la sentenza del Tar del Veneto in merito alla contaminazione da Pfas. Nelle motivazioni della sentenza, il colosso giapponese dovrà farsi carico dei costi a causa di una "unità sostanziale dell'impresa tra Mitsubishi e Miteni".

Cameron Adams of Laser Precision, a contract metal fabricator in the Chicago area, joins the podcast to talk about how the family-run business has grown from a small 6,000-sq.-ft. shop to a 130,000-sq.-ft facility that serves large OEMs in the heavy equipment industry. Adams describes Laser Precision as a one-stop shop by providing end-to-end processes with laser cutting, CNC machining, welding, press brake forming, and powder coating. He also discusses Laser Precision's recent acquisition by Weller Metalworks, its plans for future growth, and the trend of mergers and acquisitions in metal manufacturing. He explains that many OEMs are looking to consolidate their supplier base and work with a select few trusted suppliers, and how Laser Precision works to be on that shortlist. Adams also discusses the company's focus on workforce development and its efforts to attract and train skilled employees. He emphasizes the importance of raising awareness about the manufacturing industry and the opportunities it offers. Adams also mentions the potential for AI and automation in the industry, particularly in areas such as scheduling and quoting, as well as the importance of near-shoring supply chains. At the top, the guys discuss Nuts, Bolts, & Thingamajigs summer manufacturing camps and Back to the Future. This episode is brought to you by MC Machinery Systems, a subsidiary of Mitsubishi Corporation. Email us at podcast@fmamfg.org with any comments, questions, or suggestions.

Dive into the inspiring journey of Akiko Kawaguchi, a true pioneer in the Japanese legal world. Akiko shares her groundbreaking path of becoming the first Japanese qualified lawyer at Mitsubishi Corporation. In this episode, Akiko reflects on the historical events that shaped her pursuit of justice and logic, her courageous leap into the blue ocean of in-house counsel, and her belief in the transformative power of young minds. Tune in to discover how Akiko's passion for curiosity, continuous learning and embracing new challenges is shaping the future of law. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here! In this episode you'll hear: How Akiko became the first ever Japanese lawyer at a Japanese trading company The way Akiko took charge of her career for the benefit of Mitsubishi by leaving for another position Bringing about change in Chiyoda Corporation  Starting the organisations and networks she needed, many of which you may have heard of!  Her favourite book and other fun facts  About Akiko Akiko Kawaguchi is Assistant Division Director, Legal & Corporate Affairs Division for Chiyoda Corporation, a global engineering company headquartered in Yokohama, Japan. Akiko holds an LL.B. from Hitotsubashi University (1996) and an LL.M. from Columbia Law School (2005), with Harlan Fiske Stone Scholars. She is a licensed attorney admitted to practice in Japan (since 1999) and in New York, USA (since 2006). Akiko began her professional career in 1999 as the first Japanese qualified in-house counsel at Mitsubishi Corporation, so-called sogo shosha, unique corporate model in Japan to cover broader business “from ramen to rocket,” where she supported local and international business transactions and disputes. In 2019 while working at Mitsubishi Corporation, Akiko was heavily involved in negotiation and implementation of Chiyoda Corporation's revival plan and then she was seconded to Chiyoda Corporation to directly support them. While the work is tough, she enjoys new challenge covering legal, compliance, corporate governance, IR, PR and sustainability, among others. Akiko has been actively involved in the Japan Legal community and has engaged in numerous activities to develop the capabilities of those who have legal background for them to break the silo to fly to higher sky. As one of the first penguins as Japanese in-house counsel, she was the founding member of the Japan In-house Lawyers Association (JILA). In 2021, she co-launched the Japanese Legal Operations Study Group to release legal operations framework “CORE8.” She is also the founding member of CLOC Japan Shared Interest Group. In 2023, she co-launched the Strategic Legal Governance Study Group with reputable Japanese companies' GCs and chairs its subcommittee to explore the corporate function necessary to operate the company in the view of the management and to take necessary action.  Outside of work, Akiko enjoys visiting various libraries and bookstores, strolling around the neighborhood (“wonder wander” according to Stanford school) and listening to rock music.  Connect with Akiko LinkedIn: https://www.linkedin.com/in/akiko-kawaguchi-b24b8b100/  Links Bar Jiro: https://r.gnavi.co.jp/7fa704yu0000/  JILA: https://jila.jp/eng/  CLOC Japan interest group https://cloc.org/  Kim Jiyoung, Born 1982 https://www.amazon.co.jp/-/en/Cho-Nam-Joo/dp/1471184285  Connect with Catherine  Linked In https://www.linkedin.com/in/oconnellcatherine/ Instagram: https://www.instagram.com/lawyeronair YouTube: https://youtube.com/@lawyeronair 

NASA has contracted Intuitive Machines, Lunar Dawn, and Venturi Astrolab to advance capabilities for a lunar terrain vehicle (LTV). Amazon Web Services has let go of several hundred sales, marketing and tech roles including at its Aerospace and Satellite division. Mitsubishi Corporation has been announced as a strategic partner and equity owner in Starlab Space, the joint venture between Voyager Space and Airbus, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our weekly intelligence roundup, Signals and Space, and you'll never miss a beat. And be sure to follow T-Minus on LinkedIn and Instagram. T-Minus Guest Our guest today is Andre Kearns, Marketing Director at Amazon Web Services Aerospace and Satellite Division. N2K Space is working with AWS to bring the AWS in Orbit podcast series to the 39th Space Symposium in Colorado Springs from April 8-11. We'll be broadcasting from the AWS booth, number 1036 in the North Hall, Tuesday-Thursday from 9-11am. You can connect with Andre on LinkedIn and learn more about AWS Aerospace and Satellite on their website. Selected Reading NASA Selects Companies to Advance Moon Mobility for Artemis Missions Amazon Web Services lays off several hundred tech, sales staff- Reuters Mitsubishi Corporation Joins Starlab Space as Strategic Partner, Equity Owner in Joint Venture Muon Space Redefines LEO Satellite Constellations with the release of Muon Halo™ and over $60M in new contracts for 10 Muon Halo Spacecraft and Integrated Mission Services Hydrosat Awarded National Oceanic and Atmospheric Administration Grant ESA's solar eclipse maker, Proba-3 We Secure £2.25m Investment To Accelerate Helix Products To Market Release Solstar Space Awarded $1.25 Million U.S. Space Force AFWERX/AFVENTURES Phase II SBIR Contract for the Slayton Wideband Space Communicator Scout Space to Deliver Owl Product Line of Advanced Long-range Vision Payload Systems Explosive green 'Mother of Dragons' comet now visible in the Northern Hemisphere- Live Science T-Minus Crew Survey We want to hear from you! Please complete our 4 question survey. It'll help us get better and deliver you the most mission-critical space intel every day. Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

Business Breakdowns✓Claim Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgThis is Zack Fuss. Today we are breaking down the Mitsubishi Corporation. In Japan, the business model of a trading company is prominent. The big five trading companies caught the attention of global investors in 2020, when Berkshire Hathaway disclosed a major stake in all of them: Mitsubishi, Mitsui, Itochu, Marubeni, and Sumitomo. Today's Berkshire stake is nearly 10%.   I'm joined by Krishna Mohanraj, a Portfolio Manager at Diamond Hill Capital Management. In this episode, we discuss how the rich history of trading houses is steeped in Japanese culture and how each differs from one another. Krishna helps unravel the evolution of stakeholder priorities and how capital allocation policies have changed in the Japanese capital markets. Please enjoy this Breakdown of Mitsubishi Corporation.  Interested in hiring from the Colossus Community? Click here. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- This episode is brought to you by Tegus, the only investment research platform built for the investor. With traditional research vendors, the diligence process is slow, fragmented, and expensive. That leaves investors competing on how well they can aggregate data — not on their unique ability to analyze insights and make great investment decisions. Tegus offers an end-to-end platform with all the data you need to get up to speed on a company or market: up-to-the-minute financials, customizable models, management and culture checks, and, of course, our vast and growing library of expert call transcripts. Tegus is changing the world of expert research. Learn more and get your free trial at tegus.com/patrick. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. Follow us on Twitter: @JoinColossus | @patrick_oshag | @zbfuss | @ReustleMatt | @domcooke Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Show Notes (00:00:00) Welcome to Business Breakdowns (00:03:12) First Question - Understanding Mitsubishi's Global Impact and Business Model (00:07:12) The Evolution of Mitsubishi and Japanese Trading Houses (00:12:12) Mitsubishi's Investment Case and Market Position (00:15:02) Comparing Mitsubishi with Other Japanese Trading Houses (00:18:22) The Secret to Mitsubishi's Success and Global Network (00:21:16) The Relevance of Berkshire's Investment in the Japanese Trading Houses (00:26:45) A Cultural Shift in the Orientation of Japanese Businesses Towards Their Shareholders  (00:28:35) Valuing Mitsubishi (00:31:05) Reinvesting in The Business And Reallocating Capital (00:33:02) Mitsubishi's Unique Management Dynamic (00:38:54) Advantages of the Mitsubishi Group (00:42:44) Lessons Learned from Mitsubishi Learn more about your ad choices. Visit megaphone.fm/adchoices

Business Breakdowns✓Claim Key Takeaways Check out the episode pageRead the full notes @ podcastnotes.orgThis is Zack Fuss. Today we are breaking down the Mitsubishi Corporation. In Japan, the business model of a trading company is prominent. The big five trading companies caught the attention of global investors in 2020, when Berkshire Hathaway disclosed a major stake in all of them: Mitsubishi, Mitsui, Itochu, Marubeni, and Sumitomo. Today's Berkshire stake is nearly 10%.   I'm joined by Krishna Mohanraj, a Portfolio Manager at Diamond Hill Capital Management. In this episode, we discuss how the rich history of trading houses is steeped in Japanese culture and how each differs from one another. Krishna helps unravel the evolution of stakeholder priorities and how capital allocation policies have changed in the Japanese capital markets. Please enjoy this Breakdown of Mitsubishi Corporation.  Interested in hiring from the Colossus Community? Click here. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- This episode is brought to you by Tegus, the only investment research platform built for the investor. With traditional research vendors, the diligence process is slow, fragmented, and expensive. That leaves investors competing on how well they can aggregate data — not on their unique ability to analyze insights and make great investment decisions. Tegus offers an end-to-end platform with all the data you need to get up to speed on a company or market: up-to-the-minute financials, customizable models, management and culture checks, and, of course, our vast and growing library of expert call transcripts. Tegus is changing the world of expert research. Learn more and get your free trial at tegus.com/patrick. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. Follow us on Twitter: @JoinColossus | @patrick_oshag | @zbfuss | @ReustleMatt | @domcooke Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Show Notes (00:00:00) Welcome to Business Breakdowns (00:03:12) First Question - Understanding Mitsubishi's Global Impact and Business Model (00:07:12) The Evolution of Mitsubishi and Japanese Trading Houses (00:12:12) Mitsubishi's Investment Case and Market Position (00:15:02) Comparing Mitsubishi with Other Japanese Trading Houses (00:18:22) The Secret to Mitsubishi's Success and Global Network (00:21:16) The Relevance of Berkshire's Investment in the Japanese Trading Houses (00:26:45) A Cultural Shift in the Orientation of Japanese Businesses Towards Their Shareholders  (00:28:35) Valuing Mitsubishi (00:31:05) Reinvesting in The Business And Reallocating Capital (00:33:02) Mitsubishi's Unique Management Dynamic (00:38:54) Advantages of the Mitsubishi Group (00:42:44) Lessons Learned from Mitsubishi Learn more about your ad choices. Visit megaphone.fm/adchoices

This is Zack Fuss. Today we are breaking down the Mitsubishi Corporation. In Japan, the business model of a trading company is prominent. The big five trading companies caught the attention of global investors in 2020, when Berkshire Hathaway disclosed a major stake in all of them: Mitsubishi, Mitsui, Itochu, Marubeni, and Sumitomo. Today's Berkshire stake is nearly 10%.   I'm joined by Krishna Mohanraj, a Portfolio Manager at Diamond Hill Capital Management. In this episode, we discuss how the rich history of trading houses is steeped in Japanese culture and how each differs from one another. Krishna helps unravel the evolution of stakeholder priorities and how capital allocation policies have changed in the Japanese capital markets. Please enjoy this Breakdown of Mitsubishi Corporation.  Interested in hiring from the Colossus Community? Click here. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- This episode is brought to you by Tegus, the only investment research platform built for the investor. With traditional research vendors, the diligence process is slow, fragmented, and expensive. That leaves investors competing on how well they can aggregate data — not on their unique ability to analyze insights and make great investment decisions. Tegus offers an end-to-end platform with all the data you need to get up to speed on a company or market: up-to-the-minute financials, customizable models, management and culture checks, and, of course, our vast and growing library of expert call transcripts. Tegus is changing the world of expert research. Learn more and get your free trial at tegus.com/patrick. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. Follow us on Twitter: @JoinColossus | @patrick_oshag | @zbfuss | @ReustleMatt | @domcooke Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Show Notes (00:00:00) Welcome to Business Breakdowns (00:03:12) First Question - Understanding Mitsubishi's Global Impact and Business Model (00:07:12) The Evolution of Mitsubishi and Japanese Trading Houses (00:12:12) Mitsubishi's Investment Case and Market Position (00:15:02) Comparing Mitsubishi with Other Japanese Trading Houses (00:18:22) The Secret to Mitsubishi's Success and Global Network (00:21:16) The Relevance of Berkshire's Investment in the Japanese Trading Houses (00:26:45) A Cultural Shift in the Orientation of Japanese Businesses Towards Their Shareholders  (00:28:35) Valuing Mitsubishi (00:31:05) Reinvesting in The Business And Reallocating Capital (00:33:02) Mitsubishi's Unique Management Dynamic (00:38:54) Advantages of the Mitsubishi Group (00:42:44) Lessons Learned from Mitsubishi Learn more about your ad choices. Visit megaphone.fm/adchoices

We had a fantastic session today with Jun Nishizawa, Executive Vice President and CEO of the Natural Gas Group at Mitsubishi Corporation. Jun joined Mitsubishi Corporation in 1986 as an oil trader and has since held a variety of roles in Tokyo and overseas. As CEO of the Natural Gas Group, Jun is responsible for Mitsubishi Corporation's LNG business globally and leads the execution of the organization's decarbonization strategy including the company's involvement in the Breakthrough Energy Catalyst founded by Bill Gates. It was our pleasure to host Jun to discuss Mitsubishi Corporation's LNG effort and the evolving trends in the global LNG landscape. Jun first provides background on the massive scale of Mitsubishi Corporation and its various businesses spanning energy, mining, automobiles, infrastructure, and more. We cover Mitsubishi Corporation's LNG business and the company's role in establishing the LNG market in Japan in the 1960s, the current LNG market in Japan, attitudes in Japan toward natural gas, nuclear and renewables, the potential for ammonia as a cleaner alternative for power plants and shipping, and Mitsubishi Corporation's interest in E-LNG. Jun shares insights into the growth trajectory of the LNG market globally, projected LNG demand, factors influencing LNG supply, the impact of AI on power demand and productivity gains, Japan's energy security and geopolitical concerns, and the importance of long-term LNG contracts. We discuss the role of the US as a reliable energy partner for Japan and other Asian countries, how Mitsubishi Corporation is incorporating AI into its operations across different sectors, and the need for continued investment in LNG energy infrastructure. We end by discussing Jun's upcoming retirement plans to join the Institute of Energy Economics, Japan (IEEJ) as a Visiting Fellow. Thank you for joining, Nishizawa-san, and all the best for your next chapter! Mike Bradley kicked us off by noting the bond market's focus on the February PCE Deflator, which is expected to be around 2.5%. Despite the Fed's decision to maintain interest rates last week and signal three quarter-point rate cuts in 2024, lingering cyclical and secular inflation concerns persist. WTI is finding trading support above $80/bbl and crude oil time spreads continue to remain in steep backwardation due to tight physical crude markets. Additionally, the IEA's reversal of its 2024 global crude oil stance from surplus to deficit provided further support to crude oil prices. However, U.S. natural gas price continues to stay pressured due to a surplus of ~690bcf and severe damage to a key East Coast bridge in Baltimore will temporarily curtail coal and crude product exports. The S&P energy sector is up ~11% YTD and is outpacing the S&P 500 & Nasdaq despite AI dominating broader market sentiment. Mike also noted high-level takeaways from CERAWeek including an energy transition conversation that's becoming much more balanced/pragmatic, a substantial number of AI discussions/panels, a considerable amount of “global” electricity load growth discussions, a more constructive energy commodity demand outlook, and an extensive amount of U.S. permitting conversations. He ended by highlighting that the Japanese stock market (Nikkei) is trading at an all-time high and noted that the last time the Nikkei traded at these levels was in December 1989 (35 years ago). Jeff Tillery shared his top takeaways from CERAWeek related to Asia and the energy transition, leading into our conversation with Jun. Thanks to you all. We hope you enjoy today's session as much as we did. Arigatou gozaimasu Nishizawa-san!

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Anja Ettel und Laurin Meyer über das Comeback der Geldpolitik, Enttäuschungen bei drei Dax-Schwergewichten und was diese Woche sonst noch wichtig wird. Außerdem geht es um Nvidia, Warner Bros Discovery, Booking, Block, Allianz, BASF, Deutsche Telekom, American Express, Coca-Cola, Apple, Bank of America, Marubeni, Sumitomo Shōji, Mitsubishi Corporation, Mitsui Bussan, Itōchū Shōji, Occidental Petroleum, CrownRock, Berkshire-Hathaway, Synbiotic, Cantourage, Cannovum, Canopy, Tilray, Aurora Cannabis, Novartis, AbbVie und Jazz Pharmaceuticals. Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

The eight Japanese trading companies, also known as “sogo shosha”, are Mitsubishi Corporation, Mitsui Corporation, Hitachi Corporation, Itochu Corporation, Sumitomo Corporation, Marubeni Corporation, Toyota Tsusho, and Sojitz Corporation. Together these firms reported nearly US$600 billion in assets under management in 2023. These companies are global, with positions in key markets geographically, and are a unique group with a number of investments in water. Bluefield President and Podcast Host Reese Tisdale and Bluefield's Senior Analyst Ethan Edwards discuss three major questions surrounding the role of these companies within water: How are Japanese trading houses strategically positioned in the global water market, and what factors contribute to their investments in water-related assets? What role do Japanese trading houses play in driving technological advancements and innovations in water management? What are the notable collaborations between Japanese trading houses and local or international entities in the water sector? "These are massive firms, almost battleships of organizations. They've been at it for so long that they've accumulated a wide network that spans globally. Together, they wield a significant influence across a wide network of industries." --Ethan Edwards, Senior Analyst, Bluefield Research If you enjoy listening to The Future of Water Podcast, please tell a friend or colleague, and if you haven't already, please click to follow this podcast wherever you listen. If you'd like to be informed of water market news, trends, perspectives and analysis from Bluefield Research, subscribe to Waterline, our weekly newsletter published each Wednesday. Related Research & Analysis: Japanese Trading Companies: Portfolio Strategies and Analysis Global Desalination: Market Trends, Ownership Rankings, and Forecast, 2022–2028 COVID-19 Wastewater Analysis Gains Traction

Interview with Hayden Locke, President & CEO of Marimaca Copper Corp.Our previous interview: https://www.cruxinvestor.com/posts/marimaca-copper-tsxmari-why-mitsubishi-corporation-is-betting-big-on-copper-with-marimaca-3954Recording date: 1st November 2023Marimaca Copper offers investors scarce exposure to a near-term construction-ready copper project, with permitting and a definitive feasibility study already underway. The company is rapidly advancing its Marimaca project, located in Antofagasta, Chile, aiming for first production in 2026-2027.Chile's copper mining heartland provides the ideal jurisdiction for Marimaca to bring its maiden mine into production. Major miners like BHP and Anglo American have successfully operated there for years. While rigorous, Chile's permitting process is well-established and transparent.To fast-track permitting and de-risk development, Marimaca has appointed Chilean engineering firm Ausenco. Their recent experience building the Mina Justa copper mine will be invaluable. Ausenco is also leading the definitive feasibility study, which will optimize the mine plan and processing flowsheet.Importantly, preliminary studies reveal that Marimaca will be a financially robust project. By focusing only on the highest grade zones, capital intensity has been minimized. All-in-sustaining costs are forecast between $1.75-$2.15/lb, ensuring healthy margins at current and expected copper prices.Marimaca's straightforward open-pit mining and conventional copper processing also lend themselves to low operating costs. The economics should attract debt financing while limiting equity dilution.Keen to maintain momentum, Marimaca has front-loaded permitting activities, targeting submission in mid-2023. Approval is expected within 12 months, though further assessments could add up to one year. This timeline aligns first production with a forecast uptick in the copper market.To oversee this rapid development schedule, Marimaca has recruited Chilean mining veteran Giancarlo Bruno Lagomarsino. As former CEO of Mantos Copper, Runo led the tremendous growth of that company before its merger into Capstone Copper.Lagomarsino recently managed the development of Mantoverde for Capstone, making him ideally suited to steer Marimaca's transition to production. His connections will also assist in permitting discussions with Chilean regulators.Marimaca anticipates kicking off detailed engineering and design work in 2024 after completing its definitive feasibility study. An approved EIA and strong economics would pave the way for a final investment decision on full-scale construction from 2025.The company's strategic partner Mitsubishi Corporation has committed additional capital to fund activities through this period. Marimaca is also engaged in ongoing financing discussions to ensure sufficient resources.The timing for first output from Marimaca around 2026-2027 is fortuitous, with the project coming online just as forecast copper shortages emerge. Wood Mackenzie predicts new mine supply will struggle to match rising copper consumption after 2025.The demand picture also looks promising, with copper usage surging in electric vehicles, renewable power, electricity infrastructure and construction. This supports a bullish price outlook as demand growth potentially outpaces new supply.As one of only a handful of new copper projects globally that can reach production by the late 2020s, Marimaca offers scarcity value. Investors gain unique exposure to a near-term copper producer poised to capitalize on supportive industry fundamentals.With permitting progressing as planned, Marimaca remains on track to deliver its first copper from Chile's premier mining district within the next five years. The company's rapid execution provides investors with a timely opportunity to gain leveraged exposure to copper's compelling market dynamics.View Marimaca Copper's company profile: https://www.cruxinvestor.com/companies/marimaca-copperSign up for Crux Investor: https://cruxinvestor.com

Interview with Mark Jarvis, CEO & Chairman of Giga Metals Corp.Our previous interview: https://www.cruxinvestor.com/posts/giga-metals-giga-will-mitsubishi-introduce-a-new-shareholder-2619Recording date: 25th September 2023Giga Metals Corporation (TSX.V: GIGA, OTCQX: GIGGF, FSE: BRR2) is a mineral exploration and development company focused on nickel and cobalt. Its flagship project is the Turnagain project, located in northern British Columbia, Canada.The Turnagain project contains substantial nickel and cobalt resources, with 1.57 billion tonnes of measured and indicated resources grading 0.21% nickel and 0.013% cobalt. This equates to 7.5 billion pounds of nickel and 452 million pounds of cobalt. There is also an additional 1.16 billion tonnes of inferred resources grading 0.206% nickel and 0.012% cobalt (5.3 billion pounds nickel, 316 million pounds cobalt).A September 2023 pre-feasibility study outlined robust project economics for a large open pit mine producing a high grade nickel-cobalt concentrate. Average annual production over years 3-28 would be 35,224 tonnes of nickel and 2,064 tonnes of cobalt. The project has an initial capital cost of $1.9 billion and C1 operating costs averaging $4.65/lb nickel over years 3-28.At base case assumptions of $9.75/lb nickel and $26.54/lb cobalt, the after-tax NPV is $574 million with an IRR of 11.4%. The project is sensitive to nickel prices, with upside potential at higher prices.Giga Metals touts the low carbon footprint of the project compared to laterite nickel projects, with a carbon intensity of 1.77 tCO2e per tonne of nickel versus 5-6 tCO2e/t for Indonesian laterite projects.The company believes the Turnagain project can help meet rising nickel demand driven by electric vehicle batteries in North America. Giga Metals has a joint venture on the project with Mitsubishi Corporation.View Giga Metals' Company Profile: https://www.cruxinvestor.com/companies/giga-metals

Interview with Hayden Locke, President & CEO of Marimaca Copper Corp.Our previous interview: https://www.cruxinvestor.com/posts/marimaca-copper-mari-giant-mitsubishi-swoops-in-for-20m-stake-3253Recording date: 19th September 2023Marimaca Copper is a Chilean copper exploration and development company focused on its flagship Marimaca project located in the Antofagasta region. Marimaca represents a significant new copper oxide discovery and the only major find made in Chile over the past five years. With high-grade deposits situated close to surface, the project provides an opportunity for relatively low-risk, low-cost copper production in a prime location.The proximity of the Marimaca project to existing infrastructure, power supply, and ports enables efficient development with modest capital requirements. The company sees potential for additional district-scale Marimaca-style discoveries by leveraging new geological insights to expand exploration frontiers.As major mines in Chile face depletion, Marimaca Copper aims to sustain the country's global leadership in copper production through innovative exploration and responsible mining practices. The company's technical team brings expertise in developing copper projects in the region using methods focused on safety, sustainability, and community engagement.With copper in high demand for renewable energy and clean technologies, Marimaca represents a source to help meet growing needs. By pursuing a dual strategy of maximizing the value of its flagship asset and making new discoveries, Marimaca Copper seeks to create shareholder value through disciplined copper development.View Marimaca Copper's Company Profile: https://www.cruxinvestor.com/companies/marimaca-copper

Recording date: 12th July 2023Nickel prices hanging in similar $20,500 - $21,000 range.  LME Inventories after bump up showing decline again at very low levels - 40,000 tonnesIndonesia Investment Minister Bahlil Lahadalia on Friday gave the latest updates on Indonesia's proposal for a global nickel cartel, saying that it has had intense talks with some unnamed countries. Resource-rich Indonesia has been proposing a group of nickel-producing countries that operates in a similar manner to the Organization of the Petroleum Exporting Countries (Opec). The Opec says it aims to coordinate the petroleum policies of its member states and keep the oil markets stable. And Indonesia wants to see a similar group for nickel, which is a key ingredient for electric vehicle (EV) batteries. "There are three countries whom we already have been intensely communicating with," Bahlil told reporters in Jakarta on Friday, commenting on the progress of the Opec-style nickel group. The minister, however, refused to disclose the name of the said countries. When asked about their initial response to the plan, Bahlil said: "[they thought] it was a great idea, but we still need to work on the details of the proposal." The Corruption Eradication Commission (KPK) recently revealed that about 5.3 million tonnes of nickel ore from Indonesia were sent illegally to China from January 2020 to June 2022.Big couple of weeks for Ardea ResourcesNon-binding MOU signed with a Japanese Consortium consisting of Sumitomo Metal Mining, Mitsubishi Corporation and Mitsui & Co. to develop the Kalgoorlie Nickel Project - Goongarrie Hub.  SMM strength is HPAL processing so logical partner for this project and best positioned for success outside of IndonesiaArdea Resources Kalgoorlie Nickel Project global Mineral Resource Estimate (using a 0.5% Ni cut-off grade) now stands at 854Mt at 0.71% Ni and 0.045% Co for 6.1Mt of contained nickel and 386kt of contained cobalt.  Total resource contains over 6 million tonnes of nickel. This is Australian laterite different than what you see in tropical areas like Indonesia.Mining optimisation studies have projected production of approximately 30,000t of nickel and 2,000t of cobalt per year for more than 40 years.  Capital cost is A$3.1 billion.  The project generates Post-tax NPV7 of A$4,980M and IRR of 23%,  Average Annual EBITA of A$800M, Project pay back within 3.1 years Direct cash cost after Co by products of US$5,763/t Ni in MHP over life of mine. Metal Prices were $US25,000 for nickel, $60,000 for cobalt. Nice to see but a little on high side – cobalt will be challenged by all of the HPAL capacity coming online before nickel as ratio of production (roughly 10:1 is less than half total supply of  c.20:1A well-known former Sudbury mining executive is back in the news and is taking on a new role as chair of the newly formed Energy Transition Metals Board with Vale Base Metals, which calls itself one of the world's largest producers of responsibly-sourced nickel, copper, cobalt and platinum group metals. Mark Cutifani was previously chief operating officer (COO) at CVRD Inco, but he left Sudbury in 2007 to become chief executive officer (CEO) of AngloGold Ashanti, and then became CEO of mining giant Anglo American, one of the largest mining companies on the planet.  Poseidon Nickel – focus has been at Silver Swan / Black Swan – now on its way.  They also had past producing mines at another location Emily Ann / Maggie Hays.  New target At Maggie Hays West, Nickel has been intersected at the base of the WUU. Best results include:PLJA075 28m @ 0.66% Ni, 187 ppm Cu from 20m including 4m @ 1.32% Ni, 134ppm Cu from 40mPLJA076 8m @ 1.18% Ni, 143 ppm Cu from 40mPLJA078 24m @ 0.88% Ni, 220 ppm Cu from 12m including 12m @ 1.16% Ni, 256ppm Cu from 20mPLJA080 4m @ 0.52% Ni, 744 ppm Cu from 36mPLJA081 7m @ 0.70% Ni, 588 ppm Cu from 40m (EOH).

On this episode of EAH, Chris Jackson, Patrick Molloy and Alicia Eastman speak with Maciek Lukawski, Head of Strategy at Amogy. Maciek explains the Amogy ammonia fuel cell technology, some of the target applications, and some background on a rapidly growing company with a huge number of excellent investors. About Maciek Lukawski:Maciek serves as the Head of Strategy and Business Development at Amogy, where he is responsible for commercialization of Amogy's ammonia-to-power technology across a number of industries including maritime, heavy duty transportation, and distributed power generation. Prior to joining Amogy, Maciek worked at ExxonMobil in roles covering low-carbon fuels, LNG, and M&A. Maciek holds a Ph.D. in Chemical Engineering from Cornell University, where he specialized in renewable energy systems.About Amogy:Amogy offers ammonia-based, emission-free, high energy-density power solutions to decarbonize transportation for a sustainable future. Founded in 2020 by four MIT PhD alumni with a shared vision, Amogy aims to enable the decarbonization of the heavy-duty transportation sector, accelerating the global journey towards Net Zero 2050. The company's Series A investors include Amazon's Climate Pledge Fund, AP Ventures, SK, Saudi Aramco and DCVC totaling US$70 million. Series B recently closed at US$150 million and included primarily Japanese investors Marunouchi Climate Tech Growth Fund, MUFG Bank, Mitsubishi Corporation, and Mitsubishi Heavy Industry (MHI).Amogy's scalable ammonia-powered, zero-emissions energy system has been demonstrated with success in a drone, heavy-duty tractor, semi truck, and they are working on a tug boat. Offices include Brooklyn, Houston, Singapore and Norway.----Links:Amogy website: www.amogy.coNew Scientist: https://www.newscientist.com/article/2367003-start-up-is-developing-worlds-first-ammonia-powered-ships/New Atlas: https://newatlas.com/marine/amogy-ammonia-powered-ship-tugboat/OffShore Energy: https://www.offshore-energy.biz/interview-with-amogy-ceo-were-really-excited-about-the-momentum-ammonia-is-getting/Amogy Series B: amogy.co/amogy-increases-series-b-round-to-150m/

The future lies in our farmlands — as the fossil fuels industry fades, crops like camelina, a flowering seed oil plant from the Meditteranean region, may serve as a source of plant-based sustainable airline fuels, feedstock for making bioplastics and nutritional oils. We welcome back Dr. Oliver Peoples, president and CEO of Yield10 Bioscience, to discuss the company's progress in engineering camelina to produce more oil for a variety of uses. Since he last talked with us two years ago, Yield10 has announced agreements with Mitsubishi Corporation and American Airlines to develop biofuels and progress on developing camelina strains that are more efficient and herbicide-resistant. During the Fall of 2022, farmers in the US and Canada planted Yield10-engineered camelina as a winter crop for the first time.Genetic engineering remains a controversial subject, and introducing herbicide-resistant strains of camelina could encourage the use of more soil-harming weed control chemicals. Oliver is an evangelist for regenerative agricultural practices, which typically discourage using chemical inputs like herbicides. We discuss how no-till cover crops like camelina can provide additional income for farmers and encourage the restoration of complex root structures and biomes in the soil, offering new choices to farmers and consumers. He argues that contemporary genetic engineering uses vastly greater volumes of data to pre-check the impact of a gene mutation on a plant, the environment, and people before actually making the modification a reality. You can learn more about Yield10 at https://www.yield10bio.com/acz1W1wb5eFT8jFLsR34

Niki from Buraku Stories joins the show to discuss the history of the struggle of a discriminated outcaste people in Japan known as Burakumin. The term “Burakumin” originated in the early twentieth century, “Buraku” meaning “village” or “hamlet,” and “min” meaning people. However, the oppression against the Burakumin people originates from the pre-capitalist status hierarchy consolidated during the Tokugawa or Edo Period between the seventeenth and late nineteenth centuries known as Shinōkōshō. The shinōkōshō designated the four main classes that consisted of the status hierarchy of this period based on their occupations: Shi refers to warriors,  Nō to farmers,  Kō to craftsmen and artisans, and Shō to the merchant class.Although this was the official, state-sanctioned view of the class system and did not necessarily reflect the actual class composition of Tokugawa society during this time, it had profound implications for those who fell outside and below these four categories such as the ancestors of the Burakumin people who were called “Eta, Hinin, and Others” as their occupations were considered dirty or spiritually impure by the dominant Shinto & Buddhist influenced ruling class ideology. While many Japanese people today are aware of the derogatory nature of the term “Eta Hinin,” the oppression against the Burakumin people continues to this day despite Japan's transition from feudalism to capitalism, and its international status as a “democratic” nation.In this episode, we discuss the history of the development of the Burakimin as an oppressed minority group, the oppression they continue to face today not only from the non-Buraku Japanese people as a whole, but also from the reactionaries online and in real life such as J. Mark Ramseyer, a Harvard law professor who is known for his denial of the comfort women issue, and has also targeted the Burakumin people in his lucrative academic career financed by the Mitsubishi Corporation, one of the biggest capitalist monopolies in Japan.We also discuss the history of the Buraku liberation movement led by militant mass organizations such as Suiheisha (Levellers Society) and the Buraku Liberation League. These organizations have struggled not only against the barbaric status discrimination, but also against the Japanese state's attempt to diffuse their militancy and divide the community through policies known as Yūwa  (reconciliation) and Dōwa (assimilation). We conclude the discussion by talking about the state of the Buraku liberation movement today, instances of inter-national and inter-communal solidarity the movement has engaged in, and the important work Niki is doing through Buraku Stories to publicize and educate the English-speaking public about the struggle of this community little known outside of Japan.Intro: Cielo by HumaHumaOutro: Liberation Song (Suiheisha Anthem) Support the show

Welcome to The Hydrogen Podcast!In episode 183, Time Magazine dives into the ZeroAvia test flight, and Hystar announces their series B funding result. I'll go over all of this on today's hydrogen podcast. Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comCHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of Hydrogen

In der Rubrik “Investments & Exits” begrüßen wir heute Lisa Liu, Investment Manager bei UVC Partners. Lisa bespricht die Finanzierungsrunde von Hystar und die Übernahme von Instadeep durch Biontech.Das norwegische Unternehmen Hystar hat 26 Millionen US-Dollar bei einer Series-B-Finanzierungsrunde von AP Ventures und Mitsubishi Corporation eingesammelt, um die Produktion von grünem Wasserstoff auszubauen. Es benutzt Polymerelektrolytmembran-Elektrolyse (PEM), die 90% dünner sind als herkömmliche Elektrolyseure und 150% mehr grünen Wasserstoff produzieren können. Das Ziel des Unternehmens ist es, Projekte in großem Maßstab zu realisieren und die Produktionskapazität für Projekte mit einer Leistung von 100 MW und mehr zu erreichen.Biontech hat den bisher größten Zukauf in seiner Unternehmensgeschichte gemacht. Mit 362 Millionen Pfund (410 Millionen Euro) hat es Instadeep, ein britisches Startup im Bereich der Künstlichen Intelligenz (KI), übernommen. Mit dieser Übernahme möchte Biontech sein Engagement im Bereich der KI ausbauen und eine weltweit führende Plattform für die KI-basierte Entwicklung von Impfstoffen und Immuntherapien schaffen. Instadeep hatte zuvor eine Partnerschaft mit Biontech und hat unter anderem ein Früherkennungssystem für die Identifizierung von gefährlichen Sars-CoV-2-Varianten entwickelt.

Are you wondering if you could be an associate in a law firm, even though you are “older”? Yumiko Ohta didn't let anything stand in the way of passing the bar exam and joining a law firm later in life. Now a partner in one of the best places to work, Yumiko shares her story of leading her career and family choices. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here! In this episode you'll hear: How Yumiko came to be working in sales rather than the law after university How she took a chance to study for the bar exam and failing, studying again Starting out “late” as an associate in a law firm but finding her place as a person with real life experiences Deciding what your priorities are and going after them Her favourite book and other fun facts About Yumiko Yumiko is a partner at US-based global law firm Orrick Herrington and Sutcliffe LLP in its Tokyo office. Yumiko is a member of the Employment Law Group and focuses mainly on HR matters as well as various corporate transactions including compliance, corporate governance, mergers and acquisitions, joint ventures, litigation and general corporate transactions. Before joining Orrick, Yumiko was an associate at Tanabe & Partners, where she acquired the basic foundational skills to practice law. She also has experience serving as a statutory auditor for Japanese corporations and also served as a court appointed mediator for 10 years. Prior to practicing law, she worked at Mitsubishi Corporation in the Sales section for seven years. While there, she was involved in LNG projects and other global business. Yumiko attained her LL.B. from the University of Tokyo and is a member of the Dai-ichi Tokyo Bar Association. She is also offers up her time as Vice-Chair of Human Resource Management, Committee of American Chamber of Commerce (ACCJ). Connect with Yumiko LinkedIn: https://www.linkedin.com/in/yumiko-ohta-84b330140/ Links Yakitori Abe: https://hitosara.com/0006049203/?cid=gm_hp Bottled Lightning: https://www.amazon.com/Bottled-Lightning-L-M-Weeks-ebook/dp/B09ZWQT54Y Connect with Catherine Linked In https://www.linkedin.com/in/oconnellcatherine/ Instagram: https://www.instagram.com/lawyeronair Facebook: https://www.facebook.com/catherine.oconnell.148 Twitter: https://twitter.com/oconnelllawyer

Miriam Fernández es nacida en Monterrey México, que desde muy chica se dio cuenta de como la educación transforma vidas. Ella se graduó en Negocios internacionales de la Universidad de Georgetown en Washington, D.C. e inicio su carrera profesional en Mitsubishi Corporation haciendo investigación de temas políticos, para posteriormente incorporarse en Galera Consultores colaborando en proyectos de finanzas, operaciones, estrategia de recursos humanos y Change Management. Hoy es cofundadora y COO en Vinco, startup de educación que empodera a la fuerza laboral de LatAm ayudando a las empresas a ofrecer educación como prestación laboral. Miriam es apasionada de la educación y ha estado involucrada en muchos proyectos de impacto social en el espacio educativo. Síguenos en: www.cuentoscorporativos.com Newsletter. Escribe una Reseña Encuesta Audiencia Nuestras redes sociales: Facebook Instagram. Linkedin. Twitter --- Send in a voice message: https://anchor.fm/cuentos-corporativos/message

As a platinum group metals (PGM) producer, Impala Platinum is excited about the opportunity of hydrogen as a potential new demand source, says Impala Platinum executive new commodities Seten Naidoo. “The exciting component for us is actually the green hydrogen,” says Naidoo, who was speaking as a panel member at this week's Hydrogen Economy Discussion. “We're looking at around 2.5-million ounces of PGMs by 2040 and breaking that down, you can allocate about one million ounces to fuel cells, 500 000 oz to 700 000 oz to electrolysers and another 700 000 oz to a million ounces that could potentially find its way into the storage market,” he estimates. Implats is committed to a five-year, R50-billion capital investment programme to extend life-of-mine development at several of its operations, increase beneficiation capacity, strengthen energy security and ensure the group meets its decarbonisation targets. “It's a bit of a chicken-and-egg scenario. If we want the hydrogen economy to become a new PGM demand source and grow, we can't make the industry nervous about supply. “So, Impala Platinum as well as our peers, are all on the path of not cutting back production. We're wanting to keep it at the same level or in time increase it in certain metals,” says Naidoo. “There is significant potential for platinum group metals (PGMs) as a result of green hydrogen gaining momentum as a key element in the successful energy transition,” says Deloitte senior manager energy Jandre Bezuidenhout, who served as chair of the panel that included Isondo Precious Metals CEO Vinay Somera, Mitsubishi Corporation business development head Dr Jonathan Butler, and Hystar sales and applications engineering head Tina Andersen. London-based Butler, who specialises in the sales and marketing of PGMs, is closely involved with Mitsubishi's new hydrogen industry thrust. “The first thing to remember, when we talk about PGMs and the hydrogen economy, is that we're not just talking about fuel cells and electrolysis, but we're talking about PGMs touching pretty much the entire hydrogen value chain, that is from upstream electrolysis to hydrogen, distribution, and storage, and to electrical downstream use. “On the upstream side, PEM electrolysis is a big user of platinum and iridium, but also alkaline technology which utilises ruthenium. There's seawater electrolysis, which uses platinum and iridium. “Then there's liquid organic hydrogen carriers and then to extract the hydrogen at the other end. The we get to fuel cells and that is where the volume is right now, but there is also hydrogen peroxide and utilizing the building blocks of the entire chemical value chain using PGMs, whether that be from electrolysis. “Suppliers of PGMs need to give those in the market confidence that PGM prices are not going to fly away from them,” says Butler. Somera, as the founder and CEO of Isondo, a South African PGM technology company focused on the producing membrane electrode assemblies and PGM catalysts for fuel cells and electrolysers, as well as the recycling of these parts back into their core PGM constituents, reports that his company is also working to deploy three hydrogen refueling stations for hydrogen fuel cell buses and trucks, based on access to seven tons of hydrogen a day in the Johannesburg area. Isondo has a state-of-the-art facility being developed at OR Tambo special economic zone and has positioned itself to be at the same level of technological expertise as the world's best. “Our facility will be similar in size to what they're doing in China and at the same level of quality as well. It is designed holistically around the processes utilising the latest development in the field so we can be the most modern in the natural skills sense,” Somera reveals. “Great things are coming. I've got 100% confidence in that,” says Bezuidenhout. Andersen is part of an organisation that ultimately aims to develop the world's most efficient PEM electrolysers, which are key enab...

Summary:  On the the 3rd episode of Season 9 of The Propcast, Louisa is joined by Jonathan Hannam, Co-Founder and Managing Partner, Taronga Ventures and Joanna Marsh, GM Innovation & Advanced Analytics at Investa Property Group. They chat about their journeys towards a built environment and innovation space, with a focus on what can be done to bridge the gap between technologists and real estate institutions and corporates.  The discussion zeroes in on how companies can improve diversity and ultimately speed up transformation as well as ESG technologies in the industry. The key understanding from this episode is that there is an incredible opportunity to be in between the real estate world and the emerging technology companies.  Resources: LMRE Global Recruitment and Search Consultancy LMRE YouTube Interviews Companies Mentioned: SPACECUBE Taronga Ventures  Shout Outs: William Cosby, Ex Omnia  Key Insights From This Episode:  There is this incredible opportunity to be in between the real estate world and the emerging technology companies. - Jonathan There is a much greater focus on using ESG to actually deliver real outcomes. - Jonathan Historically in real estate, the industry has been extremely opaque. - Joanna For the last 12 months, every investor and every discussion has been about ESG. - Jonathan One of the trends in real estate has been the move from the point solutions to something that is more of a holistic ecosystem as well as the blending of the technologies together. - Joanna We build better products and better businesses with diverse thoughts. - Joanna Globally, the real estate sector isn't greatly diverse especially at the senior leadership level. - Jonathan We tell founders that, “Your business will be more attractive to us from a capital perspective, if you can demonstrate that you've got diversity of leadership.” - Jonathan In 2019, 2.8% of funding went to women-led startups and in 2020, that fell to 2.3%. - Louisa  Keywords: Technology, ESG, Diversity, Real Estate, Proptech  About Our Guests: Jonathan Hannam, Co-Founder and Managing Partner, Taronga Ventures  Jonathan is a global citizen, having held senior executive and board roles across Asia and Europe in real estate, venture capital, technology, and infrastructure-related investments. In 2015, Jonathan jointly founded Taronga Ventures, Asia's leading technology and innovation investor focused on the real estate sector and the wider built environment. His vision is to bridge the gap between real estate institutions and corporates, and the emerging technology companies that are now targeting the real estate sector. Through Taronga Ventures, Jonathan's focus is on real estate technology (RealTech) investments that drive real and measurable impact across ESG, including carbon reduction, renewable energy, sustainability, and health & safety. Prior to Taronga Ventures, Jonathan has also held executive roles at Mirvac, as a Director at AREIM in Sweden and as the Portfolio Manager Asia for the Abu Dhabi Investment Authority (ADIA) during a period when ADIA completed more than 40 transactions across Asia.  In other roles, Jonathan has lived and worked in China, the Philippines and Singapore with Savills, and was also the Managing Director South East Asia based in Singapore for ING Real Estate. Jonathan attended the INSEAD AMP course in Singapore & Abu Dhabi in 2015-2016. He holds an MBA from the University of South Australia, a Bachelor of Planning & Design and a Bachelor of Town & Regional Planning from the University of Melbourne. He also completed postgraduate studies at Tsinghua University and is fluent in Mandarin and Swedish.  About Taronga Ventures  Taronga Ventures is Asia's leading technology and innovation investor focused on the real estate sector and the wider built environment. The group consists of the RealTech Ventures Fund, the RealTechX innovation program and Taronga Advisory and has offices in Singapore and Australia. The Fund is backed by global institutional investors and major real estate owners including APG, Ivanhoé Cambridge, CBRE Inc., PGIM Real Estate, Mitsubishi Corporation, Nomura Real Estate, Patrizia AG, Dexus, Vicinity Centres, amongst others. The Fund invests into scalable technology and innovation that enhances or challenges the traditional real estate and infrastructure sectors. Taronga Ventures is focused on investing in strategic opportunities and providing its institutional partners first mover advantage, whilst maintaining a focus on creating a better built environment, through sustainable and responsible investment practices. Recognising that climate change is the biggest global challenge we all face, Taronga Ventures has been independently certified as being 100% carbon neutral. Joanna Marsh, GM Innovation & Advanced Analytics at Investa Property Group Joanna is a leader with 15+ years of Australian & International property experience, across office, industrial and residential sectors. Currently, she is GM of Innovation & Advanced Analytics at Investa and is disrupting the property markets globally though data & AI/ML analytics. Over her career, she has transformed big property companies and small ones. Grown property businesses through acquisitions, financing and leasing. Sold down assets and restructured portfolios. Created property management & tenant service businesses. Built technology platforms with corresponding systems, processes and people. Prior to Investa, she led Transformation & Innovation in Property at Lendlease, and Strategy & Strategic Operations at Dexus.  Joanna studied Neuroscience at Harvard University, Design Thinking at Stanford and has a variety of AI/ML and data nanodegrees; as well as attending the entrepreneurial school of hard knocks. About Investa   Investa is a commercial real estate management and development service provider in the Australian office sector. With more than $11 billion in assets under management, we maximise the value of Australian workplaces for our tenants, investors and the community through our office management expertise and by consistently delivering a superior customer experience, while remaining in industry leader in sustainable building management and responsible property investment.t. About Our Host Louisa Dickins Louisa is the co-founder of LMRE, which has rapidly become the market leading global PropTech recruitment platform and search consultancy with operations across North America, United Kingdom, Europe and Asia-Pacific. To promote the industry she is so passionate about, Louisa set up the Global podcast ‘The Propcast' where she hosts and invites guests from the built environment space to join her in conversation about innovation. About LMRE LMRE is globally recognised for leading the way in Real Estate Tech & Innovation talent management. From the outset our vision was to become a global provider of the very best strategic talent to the most innovative organisations in PropTech, ConTech, Smart Buildings, ESG, Sustainability and Strategic Consulting. At LMRE we are fully committed at all times to exceed the expectations of our candidates and clients by providing the very best advice and by unlocking exclusive opportunities across our global network in the UK, Europe, North America and Asia-Pacific. Timestamps: [02:20] Jonathan: Talk us through your career and tell us how you ended up at Taronga Ventures? My career started in China, I did my post-grad at a Chinese University and I started doing Urban Planning and from there I stumbled into real estate working for a Singaporean firm in China (one the first VC funds in that markert).  After working in VC, I started at Savills and I have now been in real estate for the last 25 years.  I then worked for Abu Dhabi Investment Authority before moving on to ING Real Estate Finance and most recently Mirvac. [04:30] Joanna: Can you tell us about your 15 years in real estate?  I started at Harvard studying neuroscience. Investment banks, consulting companies and banks love Ivy league kids with science degrees so I went to work at KeyBank Real Estate Capital where we did the structural and financial side of real estate.   I decided I wanted to be an entrepreneur and started a small fund where we bought multifamily assets, refurbished them and started a property management company to do that.  I arrived in Australia at 30, with a failed business and a banking career so I started working on strategy at DEXUS Property Group.  I was more interested in the cutting edge and at Lendlease I was doing transformation and innovation, moving further up the R and D curve. [07:20] Joanna: What are investors honing in on when it comes to innovation?  We have a broad innovation strategy. Advanced analytics and data underpins all of it.  One of the ways of innovating is to take on startups and scaleups and integrate new technologies.  Data and analytics sit under everything that we do.  [09:20] Jonathan: You are currently running an ESG impact program, can you talk us through the program and the mission of it?  We needed to have both the fund and a growth program.  The ESG program is for select high calibre quality companies We needed to move up to the scalable businesses who already had customers and they had some level of traction because the real estate world actually couldn't deal with startups.  It is an ecosystem builder.  [13:00] Joanna: With ESG, it is difficult to get good data from it as well as finding technology to support it. What is your take on this?  Historically in real estate, the industry has been extremely opaque. There's been huge information asymmetry and that's resulted in a massive lack of transparency.  The information asymmetries are breaking down and what's happening is we're starting to be able to abstract data from other industries and from other data sets in order to back solve and fill in data that the real estate industry either doesn't have or is not sharing.  The pressure from the investors and the capital regarding ESG is forcing a level of transparency and scrutiny that is going to become akin to financial reporting.   [15:35] On the topic of investment going into the real estate space and ESG, are there any technologies which you guys can share?  For the last 12 months, every investor and every discussion has been about ESG.   In the building management, energy efficiency space, there are a lot of Companies that are targeting that as an area, but we are looking for a more complete solution.  It often isn't a cost, it's actually a benefit and an upside for the corporates that start using this technique [18:30] Joanna: Are there any major trends that you have seen in the real estate space?  The move from the point solutions to something that is more of a holistic ecosystem as well as the blending of the technologies together. Some technologies simplify a part of something but causes so much extra exhaustion. [21:25] How do we attract and retain more people into the real estate and data world?  The first thing is to know that it is possible.  In terms of diversity, I think it is about honouring diversity of thought and innovation.  [24:40] Jonathan: What are your thoughts on this, knowing that you are in the hiring process?  What we've tried to do from within our advisory board and from our hiring policy, is to have the most diverse approach hiring that we can have.  When we've looked through the businesses that we are investing in, we often see that it is male founded.   We're doing a lot of work to try to positively fund female founded enterprises.   [29:35] Have you seen any change happening when it comes down to education and exploring technology as a career path? Jonathan: I moved from Australia from Sweden, and in Sweden there is just a different approach. We have systematic issues in Australia when it comes to childcare.  Joanna: I think there is a lack of how to even do this and things like how to raise capital. [32:30] Jonathan: What is next for Taronga?  In the next three months we will be churning through hundreds of deals to work out the partners for the ESG program. [33:25] Joanna: What is exciting that is coming up?  The data, analytics and advanced analytics of ESG and the ecosystem around that.  Giving the power back to the people  where you no longer have to big IT for innovation.  [35:50] The ‘LMRE' part, Louisa asks the guests to talk about;  L – Touch on the main lessons you have learnt throughout your career. Jonathan: Decision-making in the corporate real estate world takes longer and you need to build your business to be able to withstand that challenge. Joanna: Be really resourceful and find a way. M - Please give a mention to anyone / product / service. Jonathan: SPACECUBE Joanna: William Cosby - Ex Omina   R – What has been the most rewarding aspect of working in PropTech? Jonathan: The people Joanna: Partnering E - What are you excited about in the future of PropTech? Joanna: Distilling down to the fundamental set of data points. Sponsors Launch Your Own Podcast Kopus.com is the leading podcast production and strategic content company for brands, organisations, institutions, individuals, and entrepreneurs. Our team sets you up with the right strategy, equipment, training, and guidance and content to ensure you sound amazing while speaking to your niche audience and networking with your perfect clients. Get in touch jason@kopus.com

Leor is Chief Innovation Officer, Head of Partnerships and Ventures at Mitsubishi Corporation's (MC) Tel-Aviv Office. Its history dating back to the 19th century, MC is one of the largest Japanese General Trading companies - active in virtually every industry. He joined MC's new outpost to help effectively connect the vast footprint and resources of a global and traditional corporation with the innovative ecosystem that has developed in Israel. He is Israel's advocate within the group, identifying synergetic opportunities for collaboration or investment in verticals such as AgriFoodTech, Industry 4.0, Mobility, CleanTech and others.

If you have wondered how to make use of more legal tech for the benefit of the people and the organisation you work for, my guest Angela Yuen opens a door for us into the world of one of the biggest energy companies in Japan. Angela, a powerhouse herself, is a tireless supporter of women in law and championing young professionals to be the best they can be. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here! In this episode you'll hear: How Angela came to be studying law in Australia after leaving her home country with her family at age nine Why Angela decided not to go into litigation and chose corporate law Her experience as a lawyer working in minerals and mining law in Australia How Angela made the role of Deputy General Counsel happen for her at a large energy organisation From flying blind to using technology to gather data and metrics to manage the flow of matters in the legal team Angela's experience with bullying and harassment and the importance of allies and mentors Her favourite book and other fun facts About Angela Angela Yuen is Deputy General Counsel of JERA Co., Inc., the largest power generation company in Japan and one of the largest power producers in the world. Born and raised in Hong Kong, Angela studied and trained in Australia before qualifying as a Solicitor of the Supreme Court of Queensland and the High Court of Australia in 2000. She moved to Japan out of a sense of adventure and professional curiosity, which took her to the legal departments of two major Japanese trading companies, Sojitz Corporation and Mitsubishi Corporation. Her career then led her to a global gold mining major headquartered in Melbourne and a brief stint in Seoul before returning to Tokyo in 2015 and joining Allen & Overy. Angela oversees JERA's Legal Group which advises the Board of Directors and leadership team and provides strategic legal support to JERA's domestic and international businesses spanning the entire energy value chain. She is passionate about supporting bold young professional females to maximize their leadership potential and attain their highest professional goals. She has 3 young children and believes that women can have it all – a fulfilling career and a healthy family. Connect with Angela LinkedIn: www.linkedin.com/in/hoyanyuen Links Star of Greece: https://starofgreece.com.au/ The Truths We Hold, Kamala Harris: https://www.amazon.co.jp/TRUTHS-WE-HOLD-KAMALA-HARRIS/dp/0525560718 Connect with Catherine Linked In https://www.linkedin.com/in/oconnellcatherine/ Instagram: https://www.instagram.com/lawyeronair Facebook: https://www.facebook.com/catherine.oconnell.148 Twitter: https://twitter.com/oconnelllawyer

Questa mattina, infatti, si è riunita a Vicenza la Corte d'Assise che ha preso in esame le posizioni - sul piano civile - delle società coinvolte. La già fallita società Miteni, la Mitsubishi Corporation e la Icig, considerate le potenziali responsabili dell'inquinamento ambientale provocato dal presunto sversamento di Pfas e altri prodotti chimici nelle province di Padova, Vicenza e Verona dal 2000 in poi. Sono 15 in tutto in manager sotto processo.

今回のエピソードはCDLE勉強会#10の音源を配信します。 【講演タイトル / Title of Lecture】 24時間信頼できるAIをあなたに Challenges in real-world AI operation and quality management 【講演概要 / Lecture Summary】 AIは賞味期限がある「生鮮食料品」のようなものです。我々はAIが実世界でも開発段階と同様に正確に動作することを期待しますが、実世界での運用データは、学習データとは異なり時々刻々と変化するため、AIの品質管理上、予期せぬ大きな問題をもたらす可能性を秘めています。 例えば、コロナ禍では多くの需要予測モデルの推定に狂いが生じます。晴天の環境下で訓練された自動運転車は雪の日には上手く機能しません。実世界の環境は日々変化し、AIの品質を悪化させます。また、データパイプラインの更新など内部的な作業変更も、予測ミスを引き起こす一因です。AIの説明責任やコンプライアンスに対応するためには、学習データと運用データ間のバイアスを常に計測し、AIの推論根拠を説明できる体制を整えることが求められます。さらに、AIの脆弱性を狙ったアタックも存在します。 Citadel AIでは、お客様が運用するAIの品質を自動モニタリングし、異常を検知・ブロックの上、AIの思考過程を可視化する「AI監視ツール」を開発しています。お客様のAIの運用の効率化と、品質の改善・精度向上を図ります。 本講演では、AI固有の課題・リスクとその具体例、AI運用時の品質保守の重要性、ならびに実世界の環境下において、より良いAIの品質を担保するにはどうしたら良いかという点について解説します。 Every AI system has an expiration date. We want AI models to make accurate predictions in the real world, but unlike your training data, the real world continuously changes and presents many challenges to AI quality management. For example, most demand forecasting models failed during COVID-19, and self-driving cars trained in sunny California will not work in snowy weather. In general, real-world environments change everyday and deteriorate model quality. Internal changes, such as updates to data cleansing pipelines, can also cause mispredictions. For AI accountability and compliance, it's important to measure biases in the training/serving data and provide prediction explanations. Moreover, there are attacks that directly target vulnerabilities in AI models. Citadel AI has developed an AI monitoring tool that automatically monitors the quality of your AI, detects and blocks errors, and visualizes the AI's thought process. This tool improves the real-world accuracy and operational efficiency of your AI systems. In this talk, we will discuss the challenges and risks inherent in AI, the importance of quality management during AI operations, and how your team can achieve better real-world AI quality. 【講師プロフィール / Lecturer Profile】 小林裕宜 / Hironori “Rick” Kobayashi 東京大学電子工学科卒業後、三菱商事株式会社に入社。株式会社ロイヤリティマーケティング社長、北米三菱商事会社SVP、米国インディアナパッカーズコーポレーションCEOなどを経て、2020年株式会社Citadel AIを共同創業し、代表取締役社長に就任。 Rick is the co-founder and CEO of Citadel AI. He holds a degree in electronic engineering from The University of Tokyo. Later, he joined Mitsubishi Corporation and served the President of Loyalty Marketing, Inc., SVP of Mitsubishi Corporation (Americas), and CEO of Indiana Packers Corporation in U.S. Kenny Song ニューヨーク大学上海校コンピュータサイエンス学科卒業後、米国Google本社に入社。AIの中枢研究開発機関であるGoogle BrainのプロダクトマネージャーとしてTensorFlowやAutoMLなどの開発をリード。2020年株式会社Citadel AIを共同創業し、CTOに就任。 Kenny is the co-founder and CTO of Citadel AI. He holds a degree in mathematics from NYU Shanghai, and published research in reinforcement learning. Later, he joined Google Brain as a Product Manager for machine learning infrastructure, including TensorFlow and AutoML. /------------------------------------------/ AI・ディープラーニングの社会実装を目的とする参加者約4万人の日本最大のAIコミュニティ、Community of Deep Learning Evangelists (CDLE)が運営し、CDLEの活動、ビジネスに役立つAI活用情報、AIスタートアップやDXに関する情報を紹介する番組です。また、対談を通じて人生を豊かにするヒントを得られるかもしれません。 CDLEとは: 日本ディープラーニング協会(JDLA: Japan Deep Learning Association)が実施するG検定またはE資格保持者が加入できるコミュニティです。 CDLE: https://www.cdle.jp JDLA (non-profit organization): https://www.jdla.org Twitter: https://twitter.com/jdlanews Youtube: https://www.youtube.com/channel/UCmzOgHRgJYxgoOkuDXWdzRg Facebook: https://www.facebook.com/jdla123/ BGM from royalty free music: https://www.epidemicsound.com

Can you hear me  now Podcast  Episode 2: REFERENCES:https://www.theatlantic.com/ideas/archive/2020/10/collapsing-levels-trust-are-devastating-america/616581/https://time.com/5929252/edelman-trust-barometer-2021/https://knightfoundation.org/articles/restoring-trust-in-a-polarized-age/https://www.rollingstone.com/politics/politics-features/disinformation-conspiracy-theories-inoculation-edelman-corporate-america-1132325/https://www.theharbingergroup.com/https://www.rj47llc.com/https://argyleprusa.com/about-us/leadership-team/harlan-loeb/Rob Johnson (00:19):Welcome everyone to episode two of the "Can You Hear Me" podcast, I'm Rob Johnson, former Chicago TV news anchor and now President of the communications consulting firm, Rob Johnson Communications.Eileen Rochford (00:32):And I'm Eileen Rochford CEO of marketing strategy and public relations firm The Harbinger Group. We created "Can You Hear Me" because we both have a passion for communications and I mean really good communications, but we saw a growing need for C-Suite level leadership and other executives to frankly, just be better at it. And so that's why we're here with you today. And we will be joined by a man who knows all about this, former Edelman global crisis and risk lead Harlan Loeb. He's now senior managing director at Argyle USA. Harlan's a recognized expert in crisis and reputational risk management. He has extensive experience in global crisis preparedness, He has developed a reputational risk resilience model for corporate officers and their boards, has worked across nearly every industry sector in existence, representing clients such as Dow Chemical Company, Kraft GE Healthcare, Harley Davidson, CME group, Mitsubishi Corporation and SC Johnson among many, many more is licensed to the Bar in Illinois and Wisconsin.Eileen Rochford (01:37):He's practiced law with Godfrey & Kahn. And then as Regional Counsel for the ADL, he's also a professor of Crisis Litigation & The Court of Public Opinion at Northwestern University Law School and a lecture in Ford scholar at the Kellogg school of management. Finally, I'll just say, Harlan is someone for whom I have the utmost respect, not only for his incredible intellect and vast knowledge of everything reputation, but also for his character. And his decency is truly just one of my very favorite people. Someone I admire deeply, and I continue to learn from to this day. I'm thrilled that he's here today with us, Rob, really excited.Rob Johnson (02:12):We're very lucky to have you Harlan and it's great to be with you. So here's a question for you. Who do you trust? Or more directly, who don't you trust? The erosion of trust in our institutions isn't a recent occurrence. It's been trending slowly in this direction for a very long time. The issue is that public trust is eroded in our social institutions, such as government, business, non-government organizations, NGOs, and the media. In fact, the 2021 Edelman Trust Barometer, a study published annually by global communications firm Edelman, unveiled its findings recently after conducting more than 33,000 online surveys in 28 countries between October and November of 2020.Eileen Rochford (02:53):I gotta say Rob, the 2021 Edelman Trust Barometer findings scared the crap out of me, totally, totally honestly, to quote this report, the findings reveal, "A new era of information bankruptcy and a trust ecosystem fund able to confront it." and further it says "In the United States, 57% of us believe our country is in the midst of a cold civil war." It's also worth noting here that our trust meaning us as Americans of our own us government dropped another five points just between May 2020 and January 2021 from what was already ridiculously low level. So this is bad. I mean really bad. And here's why- when people in a society lose trust in their institutions and in each other, the nation collapses. So what we're discussing today is of the utmost importance to every one of us at every company, institution, organization, person, it's incredibly important. I just want to add, um, to put a fine point on it that the CEO of Edelman, Richard Edelman, he wrote this essay that accompanied the release of their 2020 report. And here's how he put it. "The urgent issues confronting society require a knowledgeable public able to make choices based on unbiased information- not fear, compulsion or conspiracy theories. Every institution must play its part in restoring facts to their rightful place at the center of public discourse as the essential step to emerging from information of bankruptcy." So that really puts that fine point on the severity of this current state of affairs.Rob Johnson (04:36):No, and you can see that it's just trending in the wrong direction. Now, before we dive deeper, let's define two terms that you may hear and have heard frequently, misinformation and disinformation. According to dictionary.com, misinformation is false information that is spread regardless of intent to mislead. So you may do it unintentionally, but you still don't mislead people. Today misinformation spreads very easily. Thanks to technology, of course, on social media users have shared story after story, without checking if they were true and many times, they are not true. Misinformation was dictionary.com's word of the year back in 2018. Misinformation was top of mind that year with governments, businesses and the broader culture grappling with how to stop dangerous misinformation, which then can become disinformation highly.Eileen Rochford (05:22):And disinformation is defined by dictionary.com is "false information in a hostile act of tactical political subversion." It is also used more generally to mean "deliberately misleading or biased information, manipulated narrative or facts or propaganda." So disinformation is knowingly spreading misinformation. So I think this is a perfect time to bring in my longtime friend and corporate communications expert, Mr. Harlan Loeb. Harlan, thank you for joining us today.Harlan Loeb (05:58):Thank you for having me. I am honored and humbled, and I'm also, I'm also a bit of a refugee of the trust barometer having been at Edelman for 11 years working on that, and it seemed like the news kept getting more challenging to use it, to put it deeper mystical.Eileen Rochford (06:16):I can only imagine. I mean, you've been at the heart of this, uh, data collection and analysis for a long, long time, and now you're with Argyle, but you're still seeing the data come out. I'm sure it's very concerning to you as it is to the rest of us. And I want to ask, Harlan, I'm sure you've seen this whole thing kind of coming down the pike over the past decade or more. Can you tell us from your perspective what's driving these sometimes massive disinformation campaigns and really how does all of that affect trust and distrust?Harlan Loeb (06:51):Sure. So, uh, yeah, it's been in the works for quite quite a long time and I use this phrase a lot, so I'll just tee it up now. And that is the erosion of the sanctity of facts. Um, facts now are, are optional and, um, you can create your own facts set with whatever tropes you feel, uh, convey your message or convey your anger or convey whatever the sentiment and emotion of the day might be. Uh, so it's, it's been good. It's been in the works for quite some time and it well predates, um, it well predates two presidencies actually. So as I, as I look at it or I start thinking about it, the, the, if you remember the movie and both of you might be too young to remember the movie, um, "Good Morning, Vietnam," in which Robin Williams...Rob Johnson (07:43):We're not that young, we're not that young. It's a great movie, great movie.Harlan Loeb (07:48):...It is an excellent movie. And if you remember, you know, obviously, uh, Robin Williams is this dynamic, uh, morning host for, for the military. And he has, if you look in the background these two, and I think they, they almost in my, my mind as I look kind of traced back in my mind, it looked like they were twins, but the fact checkers that were kind of sitting in another room and kept X-ing out what he wanted to say. So most of what he had to say was censured and, and scripted by the military so that the Vietnam war was portrayed in exactly the terms that the generals wanted to convey. And I think that that's where we, where we are right now is that we have somebody on high in many different ways is kind of scripting the narrative and instead of being one person, it's everybody.Harlan Loeb (08:39):And so as I look at, um, the social crisis really, that has unknown dimension now and is, has, this has consequences, the rampant kind of polarization and native populism completely really it erodes any, any notion of the sanctity of facts. Um, as you, as you well know, the social media, the deep web has profoundly divided this country. Social media is from the data that I've looked at the largest source, not only of misinformation and disinformation, but of, of pick your own facts and the addiction that we, many of us have, if not all of us, have to the web and to the kinds of things that we look at and so forth really in, in known and unknown ways is really changing our brain chemistry. And that for me is extraordinarily, uh, extraordinarily frightening. Um, and as I said, the, you know, the populous narratives really, they well proceed.Harlan Loeb (09:43):Our most recent president certainly aided and abetted the proliferation of exactly what we're talking about. Um, but as we've been talking about, it was 10 years in the making. And so as we look at our societal institutions, even the military, which has historically been the most trusted entity that we have is down considerably in trust. Um, and other institutions, the Supreme court, for example, is still a trusted entity on the higher end of, of the data on trust, but it's still down 23% last I checked from where it was at it's high. So we're just in a profoundly distrusting society. And as we'll talk about, look, you know, looking at the avenues for change, I think will, is incumbent upon all of us, particularly the United States, uh, and it's possible, it's within reach because I believe the majority of Americans are just kind of watching what's happening, but, but believe in the sanctity of facts and believe in civil society, but are just don't know where to go and how to activate. So I do think that there is hope, um, particularly in light of shows like this and the opportunity to discuss exactly these challenges that we're confronting that seem insurmountable. I do believe that there's hope.Rob Johnson (11:00):That's good to hear. And you've heard us define a couple of terms already. We also want to define mistrust and distrust, which are basically synonyms with similar meanings. We mentioned a minute ago about the erosion of trust and social institutions, such as government, business, NGOs, and the media. Let's focus on business here, and Harlan, what are the implications of distrust on businesses? How can it hurt their bottom line?Harlan Loeb (11:26):I, in some cases, companies that are profoundly distrusted, there's a kind of what I would call private activism. There's there's, there's individuals and organizations and population sets that will, um, look for the alternative. So if you're, let's say you're looking at big box shopping, and if you profoundly distrust, I don't want to say the name of a company, but I will, if he profoundly distrust Safeway, um, he may go to Walmart. So they, they look at, so if there's an option, obviously they'll pivot. Um, if there's an option and it's no more expensive and they'll make, they'll make a pivot. Um, what I see happening is consumers in particular, what I would call transactional trust. They trust the specific, uh, transaction or encounter that they're, that they're involved in. So for example, if they're investing in Pfizer stock, which has been doing well lately, given COVID, um, if the investment buys the stock, they don't really need to trust Pfizer.Harlan Loeb (12:40):They trust in the stock price. And so it's a transactional trust, which is fragile because as soon as stock goes down, they become concerned. All the Pfizer's has done very well. So I do think that there's transactional trust amongst, um, largely US, uh, and beyond, but the US, um, the US in the context of, of how, and in what ways do they still have trust. But again, as I say, it's a transactional trust, which I think is fragile, and they don't really need to pay attention to some of the hiccups in the road that many of these companies have had. Um, and what winds up happening. And this is where I think the trust and distrust collides. And I'm sure you guys, I'm certain, you guys are familiar with Purdue Pharma and all their histrionics that have going on there. So if you look at Purdue Pharma, they were making billions of dollars, essentially creating opioid addiction, um, which I see as a vivid example of the sources of distrust, which is OxycontinHarlan Loeb (13:44):And some of these, these, these, these opioids are necessary and people depend on them, but when you begin to exploit it for, for, uh, material gain and you begin to, to engage in distrust and mistrust campaigns, which they certainly did, um, you're really aiding and abetting an addiction to opioids. But where, where distrust is created across, you know, we're distressed is created, um, or mistrust both, is there filling bankruptcy and absolving themselves of any penalties and protracted litigation. They have privileges these big, large companies that are larger than life have privileges in many ways, granted to them by our Congress and Senate and, and, and political leaders to engage in those kinds of things where kind of the average companies can't. Um, so you have government abled, privileges and loopholes that the rest of our society doesn't have, which is aiding and abetting, as I've said, and contributing it's seriously to distrust because there's, it's, it's not a level playing field. Um, and so, so as you look at those that example, and it's just one of many, our largest institutions, which are the backbone of at least our, our financial system, um, are played by special rules and, and, you know, live in a neighborhood that only 5% of us can ever get, can ever touch.Eileen Rochford (15:17):So that's, that's a really interesting observation Harlan. Um, you're starting to tell me more about the next thing that I wanted to ask you, which really is specifically about barriers to trust right now, in this day and age, kind of across the board, you know, building off of the facts and figures we shared, um, from the Edelman Trust Barometer about why people were less trusting as institutions you're starting to get at that, um, the actual barriers. Can you tell us about other barriers similar to the two that you've cited thus far? This is a very big topic, I think that there, there have to be additional barriers.Harlan Loeb (15:57):It's a great question. And when I think about all the time and I keep re-litigating what the right answer or, or on-ramp is. So I do think it's, yeah, it's about barriers, but it's also about the lack of greater social connectedness and durable structures for our kind of social engagement and social life. So for example, we'd have little, you know, like, uh, I don't want to say, mini communities, you know, family, friends, uh, you know, a circle of trust because of our, our we're, we're social by design as human beings. And so we have those communities and we have those relationships. So for example, um, if you look at business, you know, the Starbucks near me, there's an affinity that I have and that we all have for wherever are, and I know Rob, you don't drink coffee, but you can get their other options.Harlan Loeb (16:51):Um, the, uh, we have there's affinity plays all over the place. You see affinity for companies, for the people that work at a particular company. So I do think that there's hope in terms of connectedness, in what I would say, community level, uh, associations with business, you know, community connectedness with the Jewel that we have two blocks away and the people that work there. So I do think that there is connectedness and reason for hope as it relates to what I would say, mini community, um, structures, business structures, social structures, and so forth, where we have abandoned our, uh, our, our way and given shape, um, to the populists, to the, to the, to those that have their own agenda. Um, I, that continues to be disturbing, but where I see hope and where I see where I see, um, and we experienced it, you know, in client relationships and all kinds of, uh, all kinds of connectedness, whether it's clients, whether it's a social activity, whether it's, whatever it is, there are people by design, crave, concrete, meaning person, purpose, and identity, um, both individually and collectively.Harlan Loeb (18:17):So I do think that we do see that, um, what I'm in this, I'm a big fan of David Brooks. So I, I cite him often, um, what David Brooks has said and, and said, well, I think is that American life is really an open space and a, not an, a space not filled with individuals, um, if we're in it, and if we're failing to foster belonging, legitimacy, and trust what we are, what we're confronting as a failure in our largest institutions. Um, and if you look at that, and this is where I think one of the largest sources, if not the largest source of not only misinformation and arguably disinformation, but the biggest source of mortgaged trust, profoundly mortgaged trust, is our Congress, candidly, because they're using their bully pulpits to, uh, really play out in, in, on candid camera, if you will rub their, uh, frustrations of the, of their core constituencies.Harlan Loeb (19:20):Instead of working through the institutions, they use their platforms really to raise the profiles, um, in an are what I would consider an are out of control culture, and it just feeds the beast. And I think that is amongst the most dangerous sources of distrust that we have is just a Congress and a government that is profoundly distrusted, and mistrusted, um, yet people are consuming what it is that these particularly with a very divided Congress and Senate, um, they're, they're putting out tropes that are just feeding, uh, anger and populism. And if you can be angry, you must be angry. If you can't be outraged, you must be outraged. I mean that's, I think, one of the largest sources of distrust, and I do think what, where we're going to need Eileen to kind of roll back is to say, okay, let's localize this let's localize. If we begin to kind of put, put the dots on a map or put together an X, Y grid, if you localize, you'll see promise for sure.Rob Johnson (20:25):Well, and I think you're giving people the red meat that they want. And you're, um, while you're sitting here talking about all the problems and the problems are many, I'm glad that we're sitting here also trying to come up with solutions as well. For those of you who aren't sure what you're listening to, this is the, "Can You Hear Me?" podcast, Rob Johnson, Eileen Rochford and our special guest today, Harlan Loeb, thrilled to have him along. So I think everybody's becoming more familiar, especially those in the C-suite and leadership positions about the term ESG, which is Environmental Social Governance, which are a set of standards for a company's operations that socially conscious investors use to screen potential investments. Now it's basically investing in companies that are doing good in and for society. So, how focused, Harlan, should companies be on this now? It's a thing. And how tripped up can a company get if it's walking the walk, but it's not, it's talking the talk, but it's not walking the walk?Harlan Loeb (21:20):Excellent question. Um, so ESG, as I understand, it really started out as kind of an investment structure, a wall street framework, uh, for investing, um, query, whether there was, you know, bottom-up, top-down and side-to-side, really commitment and reshaping the way in which social governance, um, is constructed and construed. And I, and I do think that we're still in the state of kind of a toggle between those that really say, you know, this is the opportunity where we need to be servant leaders, and this is the opportunity and the framework to do that. And then I think there are others, particularly in the financial services space where their, their governance, if you will, their governance, um, standards and their governance commitments are rock solid. But if you look at, at, at, at retail or consumer, really, truly consumer focused and entities and others, most of them really struggle with governance and have the social part down pretty well.Harlan Loeb (22:28):And the environmental part, at least in what they say down pretty well. Um, and so for, uh, a concept or a framework, I should say that was really conceived as a capital markets play, um, it does hold, I think, considerable potential for boards and leadership teams to define themselves. It gives boards and leadership teams and the opportunity to take this and define purpose, uh, which is a struggle for many companies. If they say, well, what are you, what is your purpose? Why do you exist? What are you doing that has purpose? What is your social good? Um, many can say, you know, for example, we talked about Pfizer, they're providing absolutely profoundly necessary, uh, vaccines and saving lives and saving, and thankfully in the wake of COVID, uh, COVIDs erosion, uh, we are the beneficiaries of a lifesaving, lifesaving, uh, vaccine, you know, on the other hand, what are that social good?Harlan Loeb (23:30):That is social purpose, but what else, what other accountabilities are there in the SG framework? So I think companies are really grappling with it. And it depends, as we say, in the law, you take your planets where you find them. Um, I think some companies are, are many, in fact, one we're working with right now are really struggling, are they are, they're walking to use your phrase, Rob they're walking and talking at the same time, but not sure which is which. Um, and so I think for particularly in financial services, they're still struggling to define purpose because of the transactional nature of many financial service firms, um, and banks that would include in that. So I think we're on the right path. I, I don't think there's sufficient clarity, and I think everybody's looking for this, and it's trying to find who, who has clarity, who is the genie in the bottle that we need to pull out to help us really define an animate, what each of the E S and G mean in each of their silos individually and collectively what they mean and define that, and to help companies find their, find their Klieg light to direct them in the ways in which they need to go in order to, to really create an ESG plan.Harlan Loeb (24:51):That's not the investment based. The only, that is really that helps them define who they are as companies and create identity in ways, uh, which I think are absolutely critical.Eileen Rochford (25:03):I'm curious, Harlan, is there an example that you could give us maybe of a company or an institution that has, or have good ESG intentions, but poor execution and that the execution that was so poor reputationally?Harlan Loeb (25:22):Um, so again, there's a number I'm trying to avoid clients here. Um...Rob Johnson (25:30):So many clients who he has to take a while to like, okay, I don't want to go down the list there.Harlan Loeb (25:35):...there, there, there are two right now that are just struggling. They're just, they're kind of like, I don't know, I'll use the expression, "They can't find their Fanny with two hands on this." They've got one, the governance part down, then I'll use this unbelievable ironclad in governance. They've, it's an Illinois based company just to keep us in the same jurisdiction. Um, it's an Illinois based company, a wonder couple company that very few people have heard of. They don't have any real presence online. They don't there, there's just there's, so they're, they're very good at, on the governance trump, because they know it well. And they're transactionally minded. They have no idea what ENS mean and literally not. And we're, thankfully we have experts in the space, uh, here in the US and in Canada. Um, the woman in Canada is actually grew up in Baltimore.Harlan Loeb (26:27):So she has insights on both sides of the fence and they're struggling. They just, they've never had a construct like this. There's, there's no context for them in the E and the S park. And until recently, when they were, when, um, they were asked, the question is whether or not they would underwrite drilling in the Arctic and in Alaska where they, and they, they, they, they weren't, no one was taking out policies or anything like that. But the question, the open question was, and it's obviously a contentious question- would you support even profoundly necessary drilling, um, fuel up near Alaska and in the Antarctic? And they didn't know how to answer the question because they had no framework in the E and the S part to have a context for what defines, how they vet that question. And so we've been working with them to try to, for now, they, because they're not, they're not underwriting that.Harlan Loeb (27:27):And they're, they're not have been asked to they're, they're able to take, put out what I would say, a fairly prosaic holding statement, but it's something they need to grapple with. And we keep pushing them. You've got a great opportunity here because you're not on the hot seat just yet to, to, to begin to create a framework for answering that question, answering the question as to, what are, what are your guardrails for financing and, and issuing policies on those kinds of things? And it's been, uh, it's been fascinating cause they they'll engage with us, but then they get a bit overwhelmed and they kind of pushed back. And this, I say with all, all affinity for lawyers, it's being run by their general counsel, the general counsel is running, which tells you everything you need to know. And a wonderful lawyer. It has nothing to do with that is running the ESG program.Harlan Loeb (28:18):It shouldn't, that's, that's fine to have the lawyer involved, but they need the people with the social, you know, the social intuition, which many financial firms just don't have. There's just, that's just not in the DNA historically financial services. So it's, it's, it's a great opportunity for them because they're one of the more successful companies that no one's ever heard of. Their investors, uh, you know, that the investors are huge, you know, at State Street it's, um, Mr. Fink's Farm, I'm forgetting the huge firm in New York. Um, they've got almost half of their, of their shares are held by huge, huge companies like State Street and Vanguard and it'll come to me in a second company and all of them very committed to ESG, but reasons unknown, I mean, they all are playing in the SG space, particularly Mr. Fink, but query what it actually means.Rob Johnson (29:17):Well I think you bring up a great point, Harlan, because, um, I know when I'm giving advice to some of my clients and they're letting the, everything, I would always say bounce that off the lawyers. That's the smartest thing that doesn't mean let the lawyers run the whole show because, um, their sensibilities and the sensibilities of people, other people in the C-suite, um, are, are not always aligned. They're partially aligned, but they're not always aligned. So let's make sure we differentiate between handling a crisis of a company's making and reputational resilience, which would be in part weathering a disinformation storm that would be out there. So, Harlan, what does CEO need to be thinking about when it comes to these? (Loeb): Just information storm? (Johnson): Yeah. Well also, I mean, listen, I was sort of differentiating between, okay, you have a crisis, you have to deal with it. That's one thing. And, and it, it happened because of something at the company. And then there is what other people are saying about you that may not be true. The disinformation storm that you just referenced, how does a CEO, how does a leader deal with that?Harlan Loeb (30:23):Carefully. Um, carefully and constructively. I, um, yeah, so, right, exactly. And it's a good point. I mean, so I think the, the disinformation or misinformation, usually if they're doing, if they're, they should be the first and hopefully our many companies are the first to see kind of the, the, the, um, I guess the, the embers, you know, those are the kind of dull flame that's kind of growing. They they're the monitoring, the analytics, the kinds of things that companies are, are, are using now. And it's becoming far more affordable and far better on analytics. They all see it. They see, they see those kinds of things. Assuming that they're not the source of it themselves, which creates, that's a whole other question. And it's, unfortunately there's a lot going on in that space too, but they see it well before anybody else does. So they see kind of the, the, the, uh, the fuse kind of being lit.Harlan Loeb (31:35):And so I always say servant leadership, transparency, candor, and proactive engagement, particularly on bad news. And I, again, I use a litigation, uh, litigation context for that. If you're, if you're in litigation and you have the opportunity to speak first, and there is really bad news, there is, there is a, it kind of a, uh, a cancerous part of your, of your case, define it on your terms. Get it out there on your terms and define it, take the, you know, take the oxygen out of the issue, not entirely, but frame it in your terms. So if, make it clear to the, you know, to the, make it clear to the jury, make it clear in your, your early pleadings. Uh, this is a lot of lawyers just supposed to be afraid to do this, but the good ones aren't because the good, the good, good lawyers are really strategists and not will.Harlan Loeb (32:33):And lawyer second, strategist first, and they're outstanding. So define the issues on terms as best you can. So those companies just are afraid to do that because most CEOs- boards are a little different now- but most chairman and CEOs are absolutely petrified of the unknown. They crave predictability and certainty with such a, it's almost like your nails going into like, you know, going into rod iron. And so what we've pushed companies to do over and over again, we've had greater success, ironically, as everything is known, no matter what. So you might need to get out there because it's going to get out there. So servant leadership, transparency, accountability, define your issues. You know, as we say, in the law, candor to the tribunal, own your mistakes, um, and provide clarity and direction of what you're going to do. Here's what, and I think if you look at, um, United Airlines and I worked on this with a big team for in the early days when the, if you recall, and it was covered, sure Rob, you covered this,Harlan Loeb (33:40):But, um, when United Airlines on one of the flights out of Chicago had to exit a passenger who did not take well to being exited, uh, and the situation was not handled as nicely as it can. And United out of the gate, unintended, um, out of the gate, didn't handle it well. They didn't, it didn't get to Oscar Munoz quickly enough. It was handled by somebody lower in the ranks and they, they had an opportunity to own a mistake and they absolutely blew it. They then owned it in ways in which, um, servant leadership operates at its best where Oscar just owned it. And unfortunately had a heart attack in the middle of it all, uh, or a hard episode in, uh, and, uh, that's when I got involved, but over the, over the year, year and a half United just turned it around, turned it around, completely owned their mistakes, uh, were completely profoundly candid, um, and their performance up until up until COVID for all airlines, but their, and their performance, their performance and, and reputation went up.Harlan Loeb (34:48):I mean, it was down obviously in the wake of that, but it was, it went up higher than it was before the, before the, uh, passenger exiting. So if, if you can begin to operate and kind of owning your mistakes, don't hide behind the lawyers. Don't do any of those kinds of things, own your mistakes. You're, you're to build trust, you have to own your issues and, and own your, your challenges and be very clear and transparent about it and interact with most companies again, and their leaders are petrified because they lose control when they do that.Eileen Rochford (35:19):So, Harlan, I'm really curious, um, they're talking about responding how a company can respond well, when confronted with a situation that obviously they were not prepared for at all. Um, but absent to that in a normal course of business, what should companies be doing to kind of fill their trust bank and build reputational resilience in this current environment? What advice do you have on that?Harlan Loeb (35:46):Ask the right questions, look at your stakeholders set, both, you know, full stakeholder set. And again, for each company, it's a different nuance stakeholders means a lot of things, in a lot of different ways, but ask to engage with your, engage with your audiences, engage with your stakeholders before they, they seek you out. Um, so for example, we were talking about ESG. You know, if you were to look at that, what do they think? You know, how do it, what do they think about and whether it could be shareholders, it could be your top shareholders. Uh, what do you think about ESG? What do you think about our approach? How are we integrating strategy with risk? Is it, is this working? What do you think? Um, and not just the board, don't just rely on the board. Um, you'd look at you, look at, um, does it come, and this is really hard for companies and this there's a lot of data on this.Harlan Loeb (36:43):So as a side note, almost every company I know if it's doing well is in some form of transformation. Most companies don't recognize early enough that transformation, constant transformation is the, this is just the way in which our, our capital markets and, and most, I would even say small cap on up companies have to look at the world and have to look at the changing dynamics of everything we've talked about and more of our operating environment. So engaging with those that who really give you license and enable your existence and enable your profitability, enable your, um, brand value and your brand profile, what are the, what are they thinking and what, what can they contribute to your transformation, uh, efforts? And so I think I don't, I don't think companies do a particularly, shouldn't say company, most companies don't do a particularly good job of, of surveying if you will, their constituents to get a sense that nailed is of good of good governance in, in Washington, to get a sense of what their constituents think and what they need and where their sentiments are and so forth.Harlan Loeb (37:55):So I, that's where I think companies have to engage as citizens, if you will, as citizens, coast citizens, well, with our, you know, with our citizenry. And, um, and I just don't see that happening with this, with the dimension and kind of connectedness that needs to happen. And the irony of it all is given all the instability, the distrust, all the things that we're, we're encountering right now. And the, if you can be outraged, you must be outraged. And there's no, there's no side, but my side. Now is the time for companies to begin to engage and take, you know, and kind of, um, dial down the anger, Geiger counter. Um, so I do think we see, you know, we see good, good CEOs do that. Good CEOs, not only talk to their board, but good CEOs and Oscar Munoz used to do that, will show up at the airport and ask passengers how they're feeling about United and tell them I don't, I'm literally using the word, you know, BS out loud. I don't want that. I want you to tell me how you, what your experience has been. It's what he did in the wake of, uh, United issue.Rob Johnson (39:05):I'm glad you're bringing it up Harlan because, you know, the United thing was very high profile. And I think a lot of people, not only in the media, but also communications professionals were sitting there thinking, why did it take them so long to get it right? Because once they got it right, to your point, it was like, that's the way you're supposed to do it. But on the front end, they're a big corporation, which leads me sort of to my next question here. And I'm not trying to make this sound self-serving for all of us to, you know, this is not, this podcast is not an exercise in business development. It's an exercise in sort of learning best practices, but I've found and I'm sure Eileen and Harlan you've found as well, that there's a challenge, getting people and companies to be self-aware enough to understand that they need this help. They're so focused on the bottom line sometimes. And here's what we need it's right in front of me, sometimes this need, isn't something that's, you know, um, right on their plate necessarily. It should be. So how do you get these companies to understand that in this day and age, especially with social media, especially with disinformation and misinformation, that this should be a priority for company X?Rob Johnson (40:17):I think it, it, it kind ofHarlan Loeb (40:21):Kind of hearkens back to what I was saying a bit earlier, I think, and eager to get your thoughts. I, I, again, I think it, it, it, it's kind of the shoe leather campaign. You know, I remember when I, I spent two years before going to law school, I'm sorry, year and a half before I went to law school, working on a campaign for a, um, a congressmen in Milwaukee that was running for US Senate. I wound up backing out when Herb Cole got into the race and he could outspend him by five, 10 fold. Um, and I just watched how he engaged. He didn't, he didn't believe in opportunity cost. He believed that if he could show up to a, uh, a, um, an event in pick a pick a place in Wisconsin, uh, like in Racine, thank you. That was very close.Harlan Loeb (41:13):I was thinking of the ones way up north in Wisconsin. He could, we could be in Racine, Wisconsin for the event of, uh, some organization. And then at the same time, drive up to Eau Claire, Wisconsin to be, to be with, um, Obey in, uh, Congressman Obey the next day or the next or that evening. So he didn't really know the definition of opportunity costs. So I, I look at companies, I don't care what size they are and how, how well they think they're doing and how ivory tower the chairman or CEO might find themselves, um, humility and engagement with your stakeholders. Because if, because of the point I made earlier, because we're in a constantly transforming society now, more than ever, because it's very difficult to get a sense of where your constituents are in any moment because it's fluid and it has increasingly fluid and skeptical and so forth.Harlan Loeb (42:09):But creating that kind of connectivity is essential. It's absolutely essential, no matter how big you are, because all it takes is a kind of Purdue Pharma type bad, uh, bet or, or thinking that they're larger, you know, larger than life, which a lot of these, a lot of these institutions unfortunately do either willingly or not is to get a sense of what your, your core constituents want and how it's fluid and what's changing. And again, I don't, I don't know that leadership teams are equipped to do that. They don't know who who's the person who does that and how do they do it, which seems very kind of basic. But I do think that there's, there's, we're always talking about, depending on what the crisis of our crisis of the decade is, is are these new, I remember, you know, new governance structures or, um, when Me Too hit they were starting.Harlan Loeb (43:05):And I did a ton of work in the Me Too space, bringing on new people in companies to deal with those kinds of things. So every time there was a bit of an issue, there's somebody who comes in as kind of the tsar of that challenge or risk, instead of looking more holistically at what, you know, what, what, and where are the opportunities and where are, where are we falling short? And it just, I think they've outgrown or they feel that they have outgrown any sense of kind of interconnectedness and, and engagement. And I think that's profoundly dangerous. It's going on forever, but now it's really, it's, there's a real referendum in play right now because you can't trust, and it goes back to where we started almost all societal institutions at this part at this point. So make it personal.Rob Johnson (43:53):Well that's, this is great stuff, Harlan, and we can't thank you enough. I mean, we've gotten into misinformation, disinformation, mistrust, distrust, reputational resilience, ESG, a lot of topics that we've talked about today. Are there, are there any final thoughts that you have, um, as we wrap this thing up today?Harlan Loeb (44:12):And I've been blessed and yet the two of you are part of this to have people, um, to know almost everybody I want to say everybody I know, but most of the people with whom I engage and I'm certain, it's true for the both of you, really believe in purpose, really believe in the sanctity of fast and the sanctity, of, of integrity and the sanctity of purpose. And I think the majority of Americans live their lives, whether it's sounded from a religious perspective or social perspective in principal directed ways. Uh, I think our government has done us a great disservice, but our communities for the most part, despite what's going on in neighborhoods with shootings and so forth. But the majority and people are taking positions on that. The majority of us are well-intended, want to live wholesome fulsome lives and are committed to purpose, integrity, and doing the right thing. Where we're falling short is how do we, how do we in this age of, and this is the irony, the age of greater connectivity to everything than we've ever had, we've been profoundly distracted by that connectivity because it's not the right form of connectivity.Harlan Loeb (45:25):It's, it's transactional connectivity, it's momentary connectivity. It's like that. And I don't even know my kids use it where you can type something out and it disappears within 30 seconds. So nobody can trace it. We live in that world and I, but I do think Snapchat. Thank you. Um, so I do think that we need to, we kind of got to dig down and build community kind of, as I say locally, because I do think that we'll, we can get beyond this, but it will take a lot of effort, hold Congress today, you know, hold Congress accountable and to hold other institutions that are just going outside the lines, if you will, um, to hold them accountable- you can't laugh. In my mind, Purdue Pharma filed for bankruptcy to avoid litigation and to avoid accountability. Somebody has got to step in there and say, no, that's not happening. We're not going to allow it. That's not a, that's not a democratic society. That's not as civil society that allows a big company like that, that's made billions at the expense of a lot of people who've died from overdosing on opioids. That's not accountability. That's, that's arguably criminal behavior.Eileen Rochford (46:41):Well, I appreciate and applaud your glass half full perspective here and agree with you that we can dig deep here. Um, and there's, um, a brighter future ahead, but we all have to work together, like totally agree with you. And thank you for that perspective Harlan.Harlan Loeb (47:01):I think we have to believe in people and I don't know what choice we have and there in my life, I've been blessed and I'm certain you have to most of the people I know are people of integrity and purpose and conviction. And, and while we're all trying to delete lives in a very, very busy, disconnected environment, I think as we look at our kind of local institutions, whether they're religious or social, or, uh, educational professional circles, there's a lot of psychic income out there. A lot of, as my dad used to say, psychic income out there to keep us encouraged and keep us focused on, on those that are doing the right thing. Those are kind of that think and engage in ways that we're used to. I think it's a profound minority of our public that's driving, it always is, that is driving much like Europe in the, you know, in the 1930s and 40s, a very small public it's driving everything. And we need to address that.Eileen Rochford (48:05):Yes, we absolutely do. Well, thank you. This has been an extraordinary discussion on what I think all of us agree is this vital topic for C-suite executives and business leaders. They need to consider all of this when it comes to managing their companies through this really new set of value propositions that, um, have profound implications for all of us and for every organization. I'm Eileen Rochford, CEO of The Harbinger Group. Thanks for joining us for another episode of "Can You Hear Me?"Rob Johnson (48:36):And I'm Rob Johnson, president of Rob Johnson communications. Coming up on the next episode of "Can You Hear Me?" diversity equity and inclusion DEI. It's become a major focus of most corporations, but if you want to weigh in, what will you have to do to satisfy your customers, your clients, and your employees? We'll dig into that on the next episode of "Can You Hear Me?" We hope you'll join us then. And we thank you for joining us today.Eileen Rochford (49:00):And thank you for being with us Harlan.Harlan Loeb (49:02):My pleasure was a privilege. Thank you.REFERENCES:https://www.theatlantic.com/ideas/archive/2020/10/collapsing-levels-trust-are-devastating-america/616581/https://time.com/5929252/edelman-trust-barometer-2021/https://knightfoundation.org/articles/restoring-trust-in-a-polarized-age/

Buying Better and Reducing Risk with Scott Evans Scott Evans and Joe Lynch discuss buying better and reducing risk. Scott is the Co-founder and President of Waybridge. Waybridge makes a tech platform that unlocks opportunities to make the raw materials supply chain more efficient, more resilient, and more sustainable. About Scott Evans Scott Evans is the Co-founder and President of Waybridge, Scott understands first-hand the frustrations and complexities of the physical commodities market from 20+ years of industry experience. After starting in the metals industry at Gerald Metals, Scott went on to run the aluminum desk at Mitsubishi Corporation, start the physical non-ferrous metals trading business at Goldman Sachs, and was a co-founder of Concord Resources Limited.  Scott has worked closely with raw material producers and industrial consumers in the US and abroad to optimize their supply chains and provide comprehensive working capital and risk management solutions.  Scott graduated from Swarthmore with a degree in Economics and has a master's degree from Harvard. About Waybridge Waybridge creates tools that connect and optimize the entire global raw materials supply chain. Companies use Waybridge to buy, sell, transport and finance without the friction. Waybridge blends the expertise and vision of founders Brian O'Kelley, Scott Evans, Andrea Aranguren, and Andrew Sweeney to create an innovative platform that makes the exchange of raw materials smarter, faster, and better. Key Takeaways: Buying Better and Reducing Risk with Scott Evans Supply chains usually begin with procuring raw materials or commodities, typically agricultural, metals, or energy. The quality of a given commodity may differ slightly, but it is essentially uniform across producers. A barrel of oil is basically the same product, regardless of the producer. Because commodities are fungible, commodities exchanges evolved that provide a centralized marketplace where commodity producers—the commercials—can sell their commodities to those who want to use them for manufacturing or consumption. The founders of Waybridge recognized that the commodity buying process, for all its importance, is often difficult and inefficient. The technology and visibility platforms used to streamline the rest of the supply chain are not available to commodity buyers. Waybridge offers a suite of digital tools targeting the fundamental inefficiencies in the raw materials supply chain. The company's platform makes supply chains more resilient, more sustainable, more collaborative, and more effective. Commodity buyers using the Waybridge digital tools gain the following: A technology platform that connects all the players and streamlines the process. A better way for trading and transporting commodities. Risk reduction and increased efficiency through data science and technology. Key performance indicators (KPIs) to measure performance. Visibility tools to track the commodity from end to end. Tools for improving resilience and sustainability. Learn More About Buying Better and Reducing Risk Scott Evans Waybridge Supply Chains in VUCA Environments with Jim Tompkins The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

In this podcast, I shared about: 1) Jakarta Setiabudi Internasional Group and Swire Properties integrating an AI-backed smart home system developed by Habitap, at their latest joint venture project – Savyavasa, a luxury residential development in Indonesia; 2) BlueNalu Signs MOUs with Mitsubishi Corporation and Thai Union to Accelerate Market Development Strategy for Cell-Cultured Seafood in Asia; 3) Vietnam eyeing the USD$80 billion Halal food markets and encourages its private sector enterprises to keep an open mind and learn about the Muslim cultures, food standards and food preferences; and 4) Facebook has partnered with the Philippines Department of Education (DepEd) to expand its Digital Tayo program to include online education for students to learn critical thinking skills, in addition to teaching Filipinos to verify information on the internet and fostering healthy online relationships. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

JOHANNESBURG (miningweekly.com) – Leading Fortune 500 global trading and business investment company Sumitomo Corporation, which has a strong focus on the hydrogen economy, has become the latest investor in partnership with venture capital company AP Ventures Fund II. Sumitomo joins cornerstone investors such as South Africa’s Public Investment Corporation and Anglo American Platinum in the investment strategy of AP Ventures, which is focused on companies developing technologies that are capable of sustainably solving global challenges such as renewable energy integration and resource scarcity. Other investors include the Toyota-linked Mirai Creation Fund, Mitsubishi Corporation and Plastic Omnium, AP Ventures’ key area of focus is the decarbonisation of transport as a leading backer of green hydrogen and platinum-catalysed fuel cells, which facilitate zero emission mobility, and in heavy industry, where the use of hydrogen for heat can enable the decarbonisation of industries such as the steel and cement industries currently reliant on hydrocarbon fuels. In welcoming Sumitomo Corporation as its sixth limited partner, AP Ventures managing partner Andrew Hinkly spoke of the development of the hydrogen economy gaining momentum. “We’re excited to have the opportunity to work in partnership with a team that has a strong focus on this area,” Hinkly, who is partnered by Kevin Eggers. Commenting on the announcement, Sumitomo Corporation executive officer and energy division GM Hajime Mori said: “As a member of the Hydrogen Council, Sumitomo Corporation has given a priority to contributing to build a sustainable hydrogen ecosystem. On 1 October, with the establishment of Hydrogen Business Department, we are entering into a new phase to accelerate hydrogen related business activities. “AP Ventures has proven its ability to identify hydrogen technology start-ups and create value while facilitating collaborations between strategic corporate partners and its portfolio companies. “We are excited about the opportunity to work with AP Ventures and its portfolio companies which bring innovation to our hydrogen business in the critical decades to come for climate change,” Mori said in the release to Mining Weekly. AP Ventures, which is headquartered in London, has opened an office in South Africa. It manages venture capital funds with a global mandate to invest in pioneering new technologies and businesses which aim to solve global challenges such as renewable energy integration, resource scarcity and a growing population. The existing portfolio is focused on the hydrogen value chain and includes investments in Altergy Systems, ERGOSUP, Greyrock Energy, HyET, Hydrogenious Technologies, Plug Power and ZEG Power. All these companies either utilise or enable the use of platinum group metals (PGMs). Sumitomo Corporation has 132 locations, 22 in Japan and 110 in locations outside of Japan spanning in 66 countries and regions. The entire Sumitomo Corporation Group consists of more than 900 companies, which conduct commodity transactions in all industries utilising worldwide networks, providing customers with financing, coordinating various projects, and investing in companies to promote greater growth potential. The group’s core business areas include metal products, transportation and construction systems, infrastructure, mineral resources and energy.

JOHANNESBURG (miningweekly.com) – As the world’s largest marketer of platinum group metals (PGMs), Anglo American is investing in South Africa’s hydrogen economy, including through a joint venture with the State-owned Public Investment Corporation (PIC), Anglo CEO Mark Cutifani said on Wednesday. In a keynote address on day one of the Joburg Indaba, Cutifani described South Africa’s (PGMs endowment as being of unique advantage over many other mining jurisdictions. (Also watch attached Creamer Media video.) The investment with the PIC would, he said, develop the market for PGMs by providing startup capital to businesses that use PGM-based technologies in their products and processes. “This substantial investment is geared to stimulate and sustain the demand for South Africa’s PGMs in the long term, while preserving the mineral wealth of all South Africans, and how we do this together is both an imperative for the industry, for all South Africans, for the government, and together we’ve got to partner and do things differently,” he told more than 300 attendees of the virtual event chaired by mining personality Bernard Swanepoel. Cutifani encouraged all major PGM producers to “put up and become part of the development of the future for our products and not simply take the benefits of mining in of itself”. As has been reported by Mining Weekly, Anglo and the PIC market PGMs through their support of the independent venture capital fund, AP Ventures, which is also backed by the Mitsubishi Corporation, the Toyota-linked Mirai Creation Fund and Plastic Omnium. Mining Weekly can add that South Africa’s abundant supply of PGMs is critical to the success of many existing and emerging technologies. Showing development and growth particularly is the hydrogen sector and it is now commonly accepted that hydrogen has a significant role to play in decarbonising energy, which is positive for the PGMs industry as it is set to be a major source of new demand. Hydrogen, the most abundant element in the universe, is a versatile, zero-emission efficient energy carrier with a high energy density. It can be stored in large quantities and for long periods of time, characteristics which make it an ideal solution for optimising the integration of renewable energy. The Hydrogen Council, of which Anglo is a founder member, estimates that hydrogen could represent 18% of global energy demand by 2050. PwC African mining leader Andries Rossouw said during the virtual release of the professional services firm’s twelfth edition of SA Mine on Tuesday that hydrogen had the potential to be a game-changer for the South African economy. Cutifani said that a project that signalled Anglo’s commitment to particularly green hydrogen is its hydrogen truck, being developed in partnership with global energy company Engie. He pointed out that Engie would be the provider of the hydrogen generation solutions and Anglo the developer of the huge haul truck. “This collaboration marks the first time a truck of this size – about 300 t – and load capacity has been converted to run on hydrogen,” Cutifani told the Joburg Indaba. The initial development of this hydrogen-powered truck in 2021 will be followed by a testing and validation programme at Anglo American’s Mogalakwena mine, in Limpopo, after which the trucks are expected to be deployed at Anglo’s other operations. “We chose Mogalakwena as the right place to start this work, in terms of PGMs, being at home using hydrogen and demonstrating in South Africa that we’re at the forefront of mining research, which is what we should be about,” said Cutifani. “The haul truck use case is compelling from an economic, environmental and technical perspective. Using solar energy to produce the hydrogen – in other words green hydrogen – it will also allow us to more easily expand the use of hydrogen into other parts of our operations once established – and it also provides us with a pathway towards carbon neutr...

JOHANNESBURG (miningweekly.com) – London-headquartered AP Ventures, an independent venture capital fund focussed on investing in early-stage companies that use or enable the use of platinum group metals (PGMs), has established a presence in South Africa. AP Ventures founding partner Kevin Eggers told this week’s virtual 2020 PGMs Industry Day conference that AP Ventures had hired its first two South African employees, who would be joining the fund later this month. “They’ll spearhead our South African operations. We see South Africa as a hugely important market to trial and further develop new technologies and where we can leverage a strong industrial capability,” said Eggers during a panel discussion covered by Mining Weekly. “We’re also looking for local investments and our intention is to deploy up to $15-million of capital into local opportunities. We would love to meet those partners who wish to work with us and we’re kicking off some of that work effort now,” Eggers added. Of AP Ventures' five investors, Anglo American and the Public Investment Corporation are the two founding investors and Toyota, Plastic Omnium and Mitsubishi Corporation the other three. Chairing the PGMs Day panel was Anglo American executive head market development Benny Oeyen, with the rest of the panel made up of Norilsk Nickel marketing director Anton Berlin, World Platinum Investment Council research director Trevor Raymond, BASF global precious metal services senior VP Matthias Dohrn and Platinum Guild International COO Tim Schlick. Questioned by Oeyen on areas of fund interest to safeguard the world’s future, Eggers said that a big part AP Ventures’ investing focus had been around hydrogen, which was a significant user of PGMs in many applications. “We look across all technologies that use and enable the use of PGMs and we’re very excited by electrolysis hydrogen generation, as well as end-uses for hydrogen, which will ultimately demand additional creation of that green hydrogen. “Our primary area of interest is hydrogen and the hydrogen value chain and by far, this accounts for the majority of the opportunities we see. “Outside of hydrogen specifically, we do see many interesting areas developing, including electro-fuels, green synthetic lubricants and cosmetics, green ammonia, green ethanol, synthetic proteins, water treatment solutions – interestingly many of these solutions are enabled by hydrogen or use hydrogen as a significant feedstock. “On the topic of hydrogen, this is an area we started investing in back in 2013. Much has changed, and now there’s a global recognition that hydrogen will play a substantial role in decarbonising energy across multiple industries – perhaps as much as 20% of the future energy mix. “Within hydrogen, we’re particularly excited about green hydrogen generation via electrolysis, blue hydrogen with carbon capture and hydrogen logistics as well as applications such as e-fuels, synthetic lubricants and proteins, which are big users of hydrogen, often coupled with carbon dioxide and thereby reducing greenhouse gases and forming high value products,” Eggers said. WHAT IS DIFFERENT ABOUT HYDROGEN THIS TIME AROUND? “The difference this time around is the global recognition many large industry players and governments are giving to hydrogen – it is not just about mobility but very broadly focussed on the decarbonisation of energy with interesting applications including mobility, steel production, combined heat and power and green/synthetic products,“ said Eggers.

Interview with Peter Dasler, President & CEO of CanAlaska Uranium Ltd. (TSX-V:CVV)CanAlaska Uranium is a uranium-focussed explorer in and around the Athabasca Basin. The company also has a nickel project that it has farmed out. With C$1.5M, CanAlaska has been doing what most uranium juniors have been for the last few years: hunkering down and waiting for the market to turn. Dasler also regards CanAlaska as a project generator: what does this mean?Dasler explains that CanAlaska has 3 uranium strategic partners: Cameco, Denison and, Northern Uranium. The company owns 500,000 acres of land across 12 projects. The most significant recent event is the discovery of high-grade uranium at the West McArthur property, in addition to the nickel JV and potential fundraising effort to drill West McArthur.A project generator and explorer? Dasler claims he and his team have been explorers for the last 40-years. In 2004, when the team took a look at the uranium market for the first time, the team acquired some uranium projects in the basin. CanAlaska was rapidly approached by other groups to share the projects, which created the project generation description of the company. The focus has always been on finding a new uranium zone akin to McArthur River or Cigar Lake. With 2.5M acres of land, this was sufficient to bring in strategic partners from Korea, subsidies by the Korean government. Mitsubishi Corporation also funded exploration on CanAlaska's properties.CanAlaska Uranium only has a market cap of c. C$9M, but is sat on a huge land package. Should it be worth more, especially with the kinds of partners that are involved? Dasler believes the company is significantly undervalued and the true value will be revealed when the nuclear fuel industry starts buying more uranium: "it is early days, now is a good time to get in." The company has struggled since 2016. Dasler states the key to adding value will be finding more investors in the resource industry. He claims crypto and marijuana returns in the last few years have been much larger than what natural resources can offer, but this is now changing.CanAlaska is currently sat on C$1.5M cash and has cut back a number of costs, like most uranium juniors. How can Dasler shake up the kinds of deals CanAlaska is negotiating? Investors won't want to see more of the same. Investors will want to see bigger positions in JVs, more cash upfront and more authority across the board. Dasler states he is reaching more people than he has reached in the last 5 years because of recent promising developments in the uranium space. Will these new conversations change things? Dasler states he doesn't need to change the model "at all." He states a rising uranium market will solve CanAlaska's problems. He says COVID-19 has made the uranium waiting games a hot potato, and he thinks the utility companies will blink first, "once you get this thing rolling, it will move VERY quickly."Dasler believes the capital will be made available to CanAlaska for exploration because the company is in a similar position to where uranium-giant NexGen was 7-years ago. Are these comparisons valid? CanAlaska has been around longer than NexGen but Dasler states the uranium mineralization ("halos of uranium" and "long intercepts") and size of the project are highly comparable. Investors will want to see CanAlaska prove the nature of this "tier-1 type" uranium target. Dasler claims it looks like McArthur River or Cigar Lake and will be hit in the first planned drill programmes this summer; there are only currently a dozen holes in the structure.  Company Page: http://www.canalaska.com/Make smarter investment decisions, subscribe here: https://www.cruxinvestor.comFor FREE unbiased investment information, follow us on Twitter, LinkedIn and Facebook:https://twitter.com/cruxinvestorhttps://www.linkedin.com/company/crux-investor/https://www.facebook.com/cruxinvestorTake advantage, hear it here first: https://www.youtube.com/CRUXinvestor

Life Navigator and Mentor, James Wanless, (a.k.a. Captain Voyager), joins Dr. Bunny to discuss Tarot cards, living artfully and navigating life successfully. He explains why Tarot cards are actually a psychology, not a weird “woo-woo” fortune-telling thing, what they signify to him, and what they signify for other people. James tells us that there are 78 cards, representing 78 aspects of us. He says the Tarot cards can help us connect with ourselves & see who we really are, and how the cards can help navigate life successfully. James also reminds us that your attitude is everything and the mind state rules! A wonderfully fun, colorful and uplifting interview you don't want to miss! About James Wanless, Ph.D. Life Navigator And Mentor Known as “Pathmaker of the Times,” this 74 year-young futurist, human potential trainer, inspirational speaker, mentor and entrepreneur has created a unique formula for successfully navigating through our changing, uncertain, complex and demanding world. James Wanless, Ph.D., grows people and organizations based on four core life values – how to be whole, creative, sustainable and wealthy. He is a vastly experienced modern day alchemist with a solid academic and professional background. He weaves diverse traditions and ways of life – ancient and modern, east and west, scientific and esoteric into practical solutions with a visionary eye. James Wanless not only thinks outside the box, his universal, integrative and expansive approach to life makes the box obsolete. Dr. Wanless, a graduate cum laude of Occidental College, became a Professor of Political Science in 1972 from Columbia University and has since become a widely recognized expert in the art of integrating timeless wisdom into modern life on a professional and personal level. A supreme navigation expert, he travels extensively throughout the United States, Europe and Asia working with progressive organizations and leaders from a wide range of industries. His list of clientele include such prestigious companies as Mitsubishi Corporation; Oracle, Inc.; Kaiser Institute; Stanford World Internet Center; Sun Microsystems; Ernst & Young; and Sanibel Island Resorts, to name a few. Wanless' unique life approach didn't just stem from his seasoned academic and professional background. In 1974, he was faced with a challenging, life-threatening disease. Instead of capitulating to a forecast of handicap, he holistically and naturally healed himself. This experience profoundly transformed his life, refined his soul intelligence and molded his personal mission into becoming a “seer” and messenger for others progressing on their evolutionary path. He eventually created the now best-selling Voyager Tarot deck – a holistic and multicultural roadmap of life he calls “The GPS of the Soul”. This, along with his companion book, Way Of The Great Oracle, led him to become an authority on creative and strategic intuition. He is now known throughout the world for these, along with his subsequent written works, Intuition@Workand Strategic Intuition for The 21st Century. Dr. Wanless long ago turned to nature's wisdom as his teacher for living a fully sustainable life in every area of existence. An avid naturalist, he created the Sustain Yourself oracle cards and accompanying book, Sustainable Life – The New Success, followed by his book, Nature's 101 Secrets Of Success. Amongst his celebrated presentations, James, a Green Man himself, opens a new world of understanding to his audiences with his popular Adventures With Greening Man. Wanless' latest work is The Renewable You: Activating Nature's Renew-Abilities in You. A true “edutainer,” who teaches in a fast-paced, entertaining way, James Wanless is an inspiring activator with a charismatic presence, delivering a portfolio of unique and powerful tools to achieve proven results. Contact James Wanless, Ph.D. by e-mail at: james@james-wanless.com Also visit: https://james-wanless.com Contact Dr. Bunny Vreeland at (805) 482-8111 or e-mail: Bunny@BunnyVreeland.com Also visit: https://bunnyvreeland.org/ https://vreelandcollege.org/ https://upgradeyourlifewithdrbunny.com  

Big 3 Mitsubishi Corporation has paid $256m for a 20% stake in energy retailer and smart systems provider Ovo Energy, which plans to use the funding as the basis for an expansion from Germany and its home country of the UK into markets such as France, Australia and Spain. Ovo’s investors also include Mayfair Equity Partners, which … Continue reading "18 February 2019 – Mitsubishi Takes 20% Ovo Energy Stake for $256m"

Show Notes This week, we recap and review Mobile Suit Gundam episode 18 (17 in the US), "Zeon's Secret Mine," discuss our first impressions, and provide commentary and research on: the science behind Zeon's new anti-Gundam tech - the Adzam Leader, forced labor of POWs, Japan's post-war economy, ninja outfits, and cognac.- A discussion of inductive coupling, one of the technologies that our resident science-guest Iraj speculates could be responsible for the Adzam Leader's effect on the Gundam.- Page from the United States Holocaust Memorial Museum about the forced labor of Soviet POWs in Germany, and George Washington University "Memory and Reconciliation in the Asia-Pacific" research and policy program's page on Japan's use of POW forced-labor.- NPR article about the Mitsubishi Corporation's apology for using POWs for forced-labor.- Wikipedia article about Japan's "economic miracle." For more detailed information about the Japanese economy at that time, and the changes to standard of living that went along with it, this book is great:Hane, Mikiso. Eastern Phoenix: Japan since 1945. Westview Press, 1998.- General information on ninja, and on the Tokugawa-era secret-polics, the Oniwaban, who largely replaced ninja.- A sketch of a 'traditional' ninja outfit, but Japanese painter Hokusai.- All about the kabuki art-form, and specific information on kabuki stage-hands (called kuroko).- A detailed history of cognac, explanation of how cognac is made, and guide to understanding cognac labeling.- A paper presented to the International Agricultural Trade Research Consortium using cognac as a case study to analyze factors influencing luxury exports, and a working paper by Instituto Politécnico de Leiria on European luxury brands strategies in Japan.- A 1988 article on cognac's increasingly global presence, and 1992 LA Times article on cognac consumption in Japan (the cognac market in Japan would crash shortly afterward).You can subscribe to the Mobile Suit Breakdown for free! on fine Podcast services everywhere and on YouTube, follow us on twitter @gundampodcast, check us out at gundampodcast.com, email your questions, comments, and complaints to gundampodcast@gmail.com.The intro music is WASP by Misha Dioxin, and the outro is Long Way Home by Spinning Ratio, both licensed under Creative Commons CC BY 4.0 license. Both have been edited for length. Mobile Suit Breakdown provides critical commentary and is protected by the Fair Use clause of the United States Copyright law. All Gundam content is copyright and/or trademark of Sunrise Inc., Bandai, or its original creator. Mobile Suit Breakdown is in no way affiliated with or endorsed by Sunrise Inc. or Bandai or any of its subsidiaries, employees, or associates and makes no claim to own Gundam or any of the copyrights or trademarks related to it. Copyrighted content used in Mobile Suit Breakdown is used in accordance with the Fair Use clause of the United States Copyright law. Any queries should be directed to gundampodcast@gmail.comFind out more at http://gundampodcast.com

Teppei Tsutsui is the Managing Director at GFR Fund, which is a San Francisco-based venture capital fund that invests in early-stage, virtual and augmented reality startups.GFR Fund has deep ties to GREE, a Japanese mobile gaming giant, where Teppei spent many years doing corporate planning, strategic finance, and corporate investments.Teppei got to know GREE while working as an investment banker at Morgan Stanley. There he worked on one of GREE’s acquisitions. Teppei made the jump to finance after nearly 8 years at Mitsubishi Corporation and completing his MBA at the University of Chicago.In this conversation, Teppei and I talk about his perspective on the VR and AR markets as an early-stage investor. We get into his investment decision making process including what made a few founders stand out among the crowd.We also talk about the recent Global AR Online Pitch Competition, which drew several hundred AR-focused startups from around the world. And given that Teppei hails from Japan, we had to talk about the growth there of virtual personalities - these virtual human characters that have become powerful influencers.You can find all of the show notes at thearshow.com.

A rainbow is an Eidolon which means you can see but it is not real to touch Don caused to create a Carillon by Mitsubishi Corporation and their team of engineers back in the 1980's. Don originally sold these for $8,000. Seen on CNN, 8 Terminal Patients remised their varying different kinds of Cancer by changing their Diet to Raw Whole food for 28days and going through sessions of the Carillon. This is called 'Vibrational Medicine' at Cornell and John's Hopkins Don met and conversed with Marcel Vogel, who with IBM, received the funding for the Scientific Research into unlocking some of the mysteries of Quartz Crystals Electricity coming into a building is based upon Quartz Crystal (petrified water) Technology  In the Ancient world if a Culture came in and wanted to beat up and destroy the Spirit of another group of people, they would find their Carillon's and smash them because it would take up to 40years to make another one. Today they can do it within minutes using Crystal Drusy that were mined in Madagascar and now mined in Spruce Pine, North Carolina Music of the Spheres - Every planet has a Tone because of it's Rotational Speed, Size and it's move around the Sun, and if any of the Planet's change it's Tone, it will Explode Minerals in Food are actually Crystals - Crystals of Iron, Calcium etc. The Carillon is a Triangulated Coherent Energy Wave that can be felt right through your flesh and on the other side Don opens up about the Relationship he had, and didn't have, with his Father Don has written "The College of Sound Nutrition" which a lot of this is in the FDR  under the White Stone Carillon The Ancient Egyptians used the colour sky blue to paint the 'Carillon' bowl, because they thought it was very Soothing, that it was very indicative of the Sky and the Depth of the Waters and it would open the Mysteries of the waters within