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Questions about how Mr Geithner has handled his job at the New York Fed and at Treasury during the bailouts of financial firms. Were there close relationships with bankers, hedge fund managers, and others that compromised the Fed's ability to regulate the financial industry? Why was Geithner advocating loosening standards for the reserves financial institutions have to hold to insure against potential future losses, as late as 2007? Inherent in the design of the job of New York Fed President was a conflict of interest, as the institution is supposed to be a watchdog over the financial industry, but the President of the NY Fed reports to a board that is comprised of the heads of banks and financial instituitons. These financial leaders also participate in the selection of the new President. Geithner was a quick learner and a listener, who asked questions, but he was an outsider coming from work at AID, the IMF and Treasury. He is described by one bank executive Sanford Weill as "a baby face," and lacked experience in dealing with the financial industry. He was brought in by Rubin and Summers, two mentors at Treasury. These two had close ties to the financial industry, and did not question practices of overleveraging and risk taking in the financial industry. Was it too much to ask of Geithner, under the circumstances, that he would rock the boat and ask the tough questions about risk and leveraging. On the other hand did he miss things completely when he was asking for even looser capital standards for banks in 2007, less than a year before the crisis hit, which were never adopted. And was he too close to the financial industry and aggressive in the wrong sort of way when advocating in a meeting as President of the New York Fed, that the government back up all the debt in the financial system. Did he too casually overlook the conditions that could easily be put in place for the government to be able to recover some of the money put into the bailouts. And was he too close to Goldman Sachs, that he brought Goldman in for advice in the AIG bailout, even though there were conflicts of interest and money that would never be recovered from the $182 billion bailout of AIG, some of which went to banks including Goldman. If Geithner had seen some of the problems in risk taking why had he not supported FDIC's Bair in her opposing view for capital reserves, and government conditions on bailouts that enabled some recovery of capital put into failing financial institutions. And did he get too close to Citi, that at one point Sanford Weill tried to bring him in as CEO even when he was already President of the New York Fed. Does it go to show that -the very idea that this was even possible- the design of the New York Fed with the President reporting to the Board of the very same bank presidents that he was supposed keep in check, makes for an incomprehensible position of regulation at odds with the structure of reporting and selection....

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Ghosn touches on another issue emerging in the auto industry. With prices of iron ore jumping steel prices are also increasing which will force automakers to raise prices in the foreseable future. With economic downturn in the USA and parts of Europe Nissan like other automakers will find it difficult to increase sales with higher prices. This makes the new markets of India, Brazil Russia, China and Africa and Middle East with exploding demand significant. As the president of Honda in India puts it its better to spread the profits and sales globally. Nissan laid the ground for a 1.1 billion plant south of Chennai, India, rather than wait for the infrastructure to deliver just-on-time in India, the infrastructure will come later.

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Stevenson and Caselli describe the mood in Buenos Aires as negotiations with hedge fund holdout bondholders fail in July 2014.

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Ms. Irurita, founder of Made for Spain, custom trip planner, describes the Asturias region in northern Spain as one of the less discovered areas with wonderful beaches and the Picos de Europa mountain range, good food and mountain cheeses, with lower prices.

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Reusable bags can replace 520 plastic bags used at stores each year for each person. Estimated 100 billion plastic bags are discarded in the USA alone each year according to Worldwatch Institute. San Francisco has banned them from stores and Boston, Baltimore and Portland (oregon) are considering banning them. The nylon bags made of thicker material that are being used as a substitute can also be a danger in landfill unless they are reused again and again because those bags will sit longer in landfills than the thinner ones. according to a source at MIT in materials science. The critical idea is getting a good sturdy bag and to kep using it over and over and not discard the bag for a long long time so that we keep less of this plastic in the landfills.

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Contrasting Gurgaon in the capital region near New Delhi, with Bihar state in the northeast where much of the region is without electricity, as more Indians look for electricity and lighting in rural areas and the trend towards quadrupling of electricity demand in the next 25 years. Half of India's people have no access to the electricity grid and the government plans to extend electricity to rural India in the next 5 years. Transportation will add to energy demand as will construction. Per capita emissions for this reason, the large part of unlighted rural India, is low at 2 tons per capita compared to 20 tons in the USA, and yet India is already the fourth larges emitter of greenhouse gases in the world. With increasing use of abundant coal reserves for electricity production there will be more emissions in the years to come.

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Everything Everywhere, is a joint venture between T-Mobile and France Telecom. It is the market leader in Britain in mobile phone services since it was formed in 2010. Now Telefonica's O2 UK and Britain's Vodafone will form a 50-50 joint venture to combine their wireless grid so that they can reduce costs, invest in innovation and setup a new broadband LTE (Long Term Evolution technology) network. This will help both companies compete more effectively in the British market. It is not a merger as both companies will continue to run competing services. This type of arrangement is becoming popular in Europe because of the high costs of building one's own LTE network, and makes sense, say analysts, because quality is perceived by customers in terms of speed and reliability of service than simply coverage. O2 sees the potential of reducing cell tower masts by 10% with the new venture.