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Changing perceptions of European companies about the viability of U.S. manufacturing in 2012-2014. The views of Atlas Copco AB, and Skanska, two Swedish companies, on why it makes sense to make products in the U.S.

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Dow Chemical CEO, Anthony Liveris, is co-chair of the Advanced Manufacturing Partnership, an effort to bring together federal government, industry, universities and other groups to invest in new technologies that would generate good-quality jobs and increase U.S. competitiveness. He writes this letter in the Wall Street Journal to correct two misperceptions. The first, is that government has no significant role in nurturing an environment that is good for business and manufacturing industry. Because other countries, including China, are now operating like companies, it is important not to let the U.S. be in a disadvantageous position. Government has always been involved in its writing of tax and incentive policies, regulations, trade agreements, and creating a climate of certainty. The second, is that the loss of manufacturing capacity and job losses in the last 10 years are different from the job losses in the 1980's. These are not the low tech and less efficient manufacturing job losses of the 1980's, but job losses as a result of moving advanced manufacturing capacity and research and development centers to outside of the U.S. Of the 8 million jobs lost in the last recession, he says two million manufacturing jobs of higher pay and supporting employment in other sectors were lost. His point: its time to focus on expanding manufacturing in the U.S. because manufacturing is the sector with the highest multiplier effect on other sectors. Public-private partnerships are critical to this effort for increasing technology development and increasing investment. This view is supported by other experts....

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The possibilities of gradual restructuring of France's nuclear engineering company Areva SA. A new CEO, Luc Oursel, the current Deputy Chief Executive, succeeds Anne Lauvergeon. Restructuring the company could mean sale of assets, including the sale of its uranium mining business. The French government plans to make Electricite de France take the leading role for exporting France's nuclear technology. The failure of a French consortium to get a $20 billion contract in Abu Dhabi in 2009, has highlighted the need for changing the way France markets its nuclear technology overseas. The French government owns an 87% stake in Areva. Areva has 3.7 billion euros of debt and needs to raise cash for future needs. In 2011 Areva sold its transmission and distribution unit for about $3 billion to a French consortium.

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Tom Albanese of Australia's Rio Tinto resigns, ending a six year period at the company, after taking a $14 billion loss in Jan 2013. Of this $10-11 billion is for the failed Alcan Aluminium acquisition, and $3 billion for the acquisition of Riversdale Mining with coking coal assets in Mozambique. The Alcan Aluminium acquisition has resulted in $30 billion in wirtedowns for Rio Tinto including the latest writedown. Aluminium prices have declined 22% since 2007. The coking coal prices have declined 43% since 2011. Shipping coking coal down the Zambezi would require dredging the river and approvals, the coal is also of poor quality requiring additional processing. Sam Walsh who headed the iron operations since 2004 takes over as new CEO. Walsh has managed the large Pilbara iron ore projects on time and on budget. Earnings on the large iron ore projects have increased 15 times since 2004, with near doubling of production. Rio Tinto is the world's second largest iron ore producer. The focus of operations will now be on developing iron ore deposits to meet demand from China, India, Russia and the Middle East. A string of CEO's of commodity producers have resigned. Anglo American's CEO Cynthia Carroll resigned after investing in an iron ore project in Brazil in 2007 which cost $5.6 billion more than expected to develop. Going to remote regions of the world has increased risks for mining companies and overoptimistic projections have hurt the companies badly....

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Emily Glazer of the WSJ interviews Clorox CEO, Don Knauss. Knauss talks about his strategy to focus on the U.S. and Latin American markets and not make a costly effort to enter markets in Asia. He sees competition intensity in Asia and Brazil as much higher today with P&G and Lever focussing on these markets. Clorox is concentrating on brands known for being environmentally friendly such as its Green Works line of cleaners, Brita water filters, and products of acquired companies such as Burt's Bees. Knauss describes the Hispanic consumers preference for Clorox and Pine Sol for cleaning and the use of bleach 70% for cleaning. Hispanics use 25% more bleach than other consumers and prefer fragrances such as lavender for Pine Sol. These are some of the insights the company is using to maintain its penetration in this market.

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Parmeswaran Iyer takes over India's development planning body Niti Aayog from Amitabh Kant on June 30. Iyer joined the Indian Administrative Service in 1981. He led the Swachh Bharat or Clean India Mission in 2016, and headed the national drinking water and sanitation department. In 2009 he left IAS to join the World Bank as Global Lead for Water Global Practice initiatives. He has also served as Professor of Management Practice at the Indian Institute of Management at Ahmedabad. 

The Modi administration has selected a person in the right field of water resources with IAS background from Uttar Pradesh, and proven management ability to deliver results, for the critical task of leading India's development to 2030. 

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Washington Post's new idea of developing content for social media platforms  (Third Newsroom) to cut losses of $77 million in 2023 by earning profit on social brand exercises, comes at a time when the risks of social media platforms to education of children and to their mental health are great. Social media platforms entry into the news business has led to old news companies first interacting with them over a decade and realizing that this was leading to gains for social media platforms and losses for the old news companies. For older news companies such as the NYT, WSJ, Washington Post and others in the US this was a period in which these companies lost control over their news content along with loss of revenues. Over the last five years the companies have become profitable managing their own content and increasing subscriptions. The Washington Post has run into problems and has a $77 million loss. It was sold to Amazon's Bezos for $250 million by the founding family in 2013.  It is now trying to revive its business by doing what failed for the NYT, WSJ and others- by embracing rather than rejecting social media platforms such as Instagram, TikTok, and others using the News Movement idea of UK journalist Lewis and Winnett. That News Movement makes content for Instagram and TikTok but has not generated profits. Under Lewis as head of Washington Post news division, Matt Murray formerly editor of WSJ would as head of Third Newsroom develop this kind of content for social media platforms. This runs the risks of aiding the work of social media platforms at a time when TikTok has raised national security concerns in the US, and along with Instagram is being cited as part of social media platforms that are affecting the mental health of children. Its disastrous impact on the health of the Nation and its future comes from reducing focus on education and studies by diverting an average of 4.8 hours each day away from educational activity for the children that make up the future generation of this Nation. ...