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This piece by Kanter in the NYT gives an account of Jean Claude Juncker's background as a political leader in Luxembourg. His father worked in the steel industry and was active in the trade union movement at a time when farming and steel making supported the economy of Luxembourg. In two decades under Juncker Luxembourg was transformed into a banking and insurance center with one of the largest per capita incomes in Europe. As a Brussels insider Juncker, according to British public opinion, is an odd choice to head the EU when it is trying to make its administration more democratic and less distant from the average person in the EU. Britain's prime minister Cameron says Juncker "was never on any ballot." The reason for Juncker's candidacy is that he is supported by the centre right parties in Europe, which also lost support in the recent elections. The Socialist and left parties fared worse in the election, but both centre right and left parties lost votes to third parties and nationalist parties such as the Marie Le Pen's nationalist party in France and the Independent party in Britain. Even chancellor Merkel of Germany initially hesitated to support Juncker, but confirmed him as her choice when German public opinion showed it favored the selection based on the largest party in the European parliament making the choice. This puts Britain and Cameron at odds with Germany, with the Swedes and the Dutch calming their doubts about Juncker and going with Germany. Little is mentioned in the media about the other candidate, an SPD leader from Germany representing the socialist and Left parties. ...

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The close ties developed in the postwar years between Japan and Boeing. Japanese suppliers supplied 16% of the 767 model in 1982, growing to 21% in 1995. By 2011 with the 787 Dreamliner Japan's role had increased to 35%. ANA and JAL almost exclusively use Boeing planes, shutting out Airbus from the Japanese market. New upstart airlines are beginning to order from Airbus. The Japanese government also supports suppliers of Boeing in Japan. Employment is also a consideration as 43% of employment in Japan's aviation industry is linked to Boeing. The battery on the Dreamliner 787 is supplied by Kyoto based GS Yuasa Corp., and Kanto Aircraft Instrument Company near Tokyo makes the circuit board that runs the battery. Battery related fires have led to grounding of 17 Dreamliners operated by ANA and 7 Dreamliners of JAL airlines in Japan. All Nippon Airways is the first and largest operator of the new Dreamliner aircraft. So tight is the relationship that Airbus has in total about 44 planes flying in Japan, with newer airlines such as Skymark expected to use the new Airbus A380 superjumbo aircraft in 2014. ANA and JAL typically do not bargain hard on pricing with Boeing because this supports Japanese manufacturers. ANA managers say it was involved in the design of the jet, including the use of a durable Japan made paint. In the 1990's Boeing studied Japanese manufacturing methods to improve work on its assembly lines, which goes on till today....

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The Economist points to a second hit from bad debt in the post 2008 stimulus binge of spending in China. This is after an earlier hit, that was absorbed as a result of high growth rates and high savings. About $420 billion was injected into 5 state owned banks since 1998, according to one estimate, as a result of the first hit to China's banks from bad debt. In this second round of bad debt, covered in more detail by David Barboza in the New York Times, and merely alluded to here, many bad loans to infrastructure projects were rushed through by local governments. The Economist considers this one of the successes of the state directed banking system, that loans were quickly made and projects started in the post 2008 crisis period; and expresses the view that this hit will be absorbed just like the last hit. However the more detailed account by David Barboza and in Business Week, points to the working of a system of incentives gone astray in a capitalist system without the necessary controls or regulation. Local governments used investment companies to take on loans, which were then used to prepare properties to be auctioned off at a profit and speculative prices to state owned companies in different industrial sectors. This is part of rampant speculation in China in real estate markets. Can China with its high savings and growth absorb a second hit? This depends on the magnitude of the hit and the size of the bad debt, which depends on how long this speculative market continues to operate, and how bad debt is hidden in the books. The difference this time is that large state owned companies in different industrial sectors are engaged in this speculation. The other difference is that the high growth rates in China depend on continued large trade deficits with the USA and Western Europe, something which is not likely to continue for long, as consumers in Europe and the USA with high debt are becoming cautious spenders. This suggests that China, like the US with the mortgage crisis, faces the same effects of unregulated or uncontrolled speculative behaviours, that can endanger the banking system....

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With huge losses at RBS, Prime Minister Brown says he is angry at RBS for the excessive risks taken by the bank. A big chunk of losses of 28 billion pounds for 2008 relate to the deal to acquire ABN-Amro. ABN Amro had on its portfolio a loan to chemical maker LyondellBasell, owned by Len Blavatnik a Russian-American industrialist, which filed for bankruptcy protection in January 2009. Says RBS CEO Stephhen Hester, "we doubled up at the wrong time". Now RBS shares have fallen to 11.6 pence or less than the price of a candy bar. And Brown's administration faces growing criticism that the earlier bank rcapitalization and lending plan has not worked, even as new elections are due by May 2010. With the new deal with RBS government ownership goes up from 58% to 70%, and the next step may be nationalization of RBS. In an effort to limit banks losses and help capital needs of banks, the UK government will insure a majority of losses after the banks assume a first portion of the losses.

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The market for copper experienced a global oversupply in the last 4 years with a sharp decline in prices. The Sierra Gorda mine in Chile and the Constancia mine in Peru will add more supply of copper. Prices of iron ore dropped 50% in 2014, and copper 14%. The CEO of Glencore PLC, Ivan Glasenberg, says the problem is a huge misallocation of capital, as companies in the mining business continued to invest heavily with supplies outstripping demand.

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Property sales are estimated to fall by 28-33% in China, twice as earlier forecast by S&P Global Ratings. This is a steep decline that will affect the Chinese economy so dependent on construction. This week there were reports of property buyers in 100 cities getting together to withhold payments on unfinished apartments. Property developers depend on these payments as they have severe liquidity problems and need cash for operations.

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There may be psychological hurdles in China's growth with the effects on mental health from lockdowns in major cities, the revolt in the property sector with home buyers losing confidence in developers, the loss of confidence of foreign investors from US and EU. The dependence on the property sector to carry so large a burden of growth for the last 2 decades in China may now look like an error. The dependence on foreign investment may also be an error as the loss of confidence could mean some withdrawal and a lack of sustained investment.  It could even be said that restraints on both sectors property and foreign investors could have created alternative paths to growth, and reduced the shift of factories from the US and Europe to China that have now caused trade friction and and a reverse shift of investment back to home countries of US and EU. Trade friction has it appears backfired in a way that extends to the overall relationship which could have been prevented by preventing the hyper growth that happened. Greg Ip of the WSJ has argued that compared to Japan's growth in the sixties and seventies from a country of 100 million the hyper growth for a country of 1 billion for 2 decades created a massive impact on communities in US and EU that were dependent on factories that were lost to China. This has alienated large sectors of the public in the US and EU which could have been prevented by restraints on hyper growth in China. Ip says the growth was too large and too fast for the US to cope. It may have permanently damaged the relations between the two countries showing that trade and globalization had unintended effects when left to business and governments staying away from keeping an eye on how it was happening. ...

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China's manufacturing sector contracts in June with the PMI index dropping below 50 - to 49.0.  Exports were also coming in lower. Experts say the increase in interest rates by the US is reducing imports of Chinese goods into the US. This comes as local governments are strained in their finances by $900 billion, and a budding revolt is taking place from property buyers with developers in financial trouble, as reported in the WSJ. Psychological hurdles now loom in the loss of confidence in the public in the property sector, loss of confidence of foreign investors with many constraints in operating, mental health issues for the population in many cities with the covid lockdowns.   The growth has slowed to 0.4% and there is now a realization dawning that there was overdependence both on property sector and foreign investment that set up new factories offshored from the US and Europe that alienated the public in these countries. Unlike wih the situation of Japan in the sixties and seventies for modernizing its economy growth of the scale China was pushed into by misguided and self interested  business interests in the US including its investment banks and local government officials in China without restraint by the central government in Beijing, ultimately led to trade friction and permanent damage to US China friendly relations. Communities in the US and the EU simply could not cope with the hyper growth from hyper shift of factories from the home countries to China that pushed this hyper growth. The property sector played the same role in the domestic front with too big a burden carried by it resulting in hyper growth. This did not have to happen. It happened because of a lack of understanding that this would have consequences in the longer run which is now showing up. ...

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Fears about a property price bubble in China bursting with the central bank not able to control the economy. Increasing fears that China may not be able to control the bubble. Other countries where bubble effects are taking place: Canada where housing prices are accelerating, Brazil with expected GDP growth of 5.8% and "hot money" pouring in, India where inflation has reached 15% and $92 billion of foreign investment in Indian stocks and bonds, Australia with its hot mining sector with trade connections to China, South Korea with growth approaching 5% and high rates of household debt. GDP and property prices increased by 11% in China in the 1st quarter of 2010. Many of these economies have connections with China, including Brazil and Australia with commodities sectors dependent on China.

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Problems Russia faces in gaining entry into the WTO. This includes high import tariffs in Russia, arbitrary interpretation of rules, the customs union with Belarus and Kazakhstan, and corruption. Russia is the only major economy that is not part of the WTO. China was admitted in 2001. The WTO rules limit import tariffs and provides a legal system of dispute resolution for trade disputes. According to Business Europe, Russia increased tariffs for a range of factory products after the 2008 crisis. These tariffs alone cost EU companies $820 million a year. Russia's deputy prime minister Igor Shuvalov, says that without WTO access modernization and innovation for Russia will be very difficult. Companies like Boeing would be big winners with WTO entry for Russia. Tariffs on wide-body aircraft would then drop from 20% to 7.5%, and Russia expects to buy 1,000 new commercial aircraft in the next 20 years.

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President Trump pushes forward with a deal with Mexico so that it can be signed before the new Mexican administration of Lopez Obrador takes over. This means leaving Canada out and having a separate deal with Canada later on. Mr. Trump sees negative connotations in the term NAFTA and would like to call it the "United States - Mexico Trade Agreement." Terms for Canada to join the agreement would be tougher and the pressure on Canada to strike a separate deal was increased with Mr. Trump saying there could be tariffs on imported Canadian made cars. Mexico has accepted revisions to NAFTA that make it harder for Mexico to challenge U.S. trade penalties. Mr. Trump's negotiating position is based on his conviction that the eagerness of other nations to sell in the U.S. market gives the U.S. a lot of clout. Mr. Trump also faces pressure from within the Republican Party to show results not just by imposing tariffs and playing hardball on trade but to come up with new trade deals. Steps taken by Mr. Trump were to impose tariffs of 25% on imports of aluminium and steel, and 25% tariffs on a list of imports from China including solar panels. President Trump hopes to get support from Democrats by including provisions that support trade unions in Mexico and higher wages in Mexico. The provisions also require higher wage labor in the U.S. to build the required U.S. content and are designed to support American jobs and wages in the auto industry.   ...

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The Trump administration says waivers for China, India, Japan, South Korea and Turkey to import Iranian oil that expire in May will not be renewed. The decision is to have zero exemptions. Earlier Taiwan, Greece and Italy, also on the list, decided to find other sources of imported oil. Iranian oil exports are estimate to be below 1 million barrels a day compared to 2.5 million barrels a day before president Trump abandoned the Obama administration negotiated Iranian nuclear deal and reimposed oil sanctions. 

Saudis and UAE say they will keep the oil market in balance, and president Trump is also relying on U.S. shale oil supplies. The move faces resistance from China which says the U.S. has no jurisdiction to interfere. India haces issues with the U.S. for importing from not only Iran, but also Venezuela, Turkey and Iran are neighbors, India and Iran are neighbors, both with cultural ties to Iran, making the situation difficult for both countries.

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WSJ's Fidler describes the views of Victor Ruhe, a former German defense minister, on the Ukraine crisis and the EU's response. The EU's position for relations with Ukraine comes under criticism for being technocratic as in earler trade and aid negotiations, and not addressing the problems which Ukraine faces. This requires closer cooperation from the EU, and some costs the EU has been unwilling to assume. Ruhe says the best response for the EU is to turn Ukraine into a European success story. This means taking on the effort to gradually transform the corrupt and inefficient political and economic system, something the EU did over many years in the Balkans. EU leaders have signed an agreement with Ukraine's new government on political dialogue and security cooperation. Critical parts of the agreement for trade, law enforcement, anticorruption actions, and macroeconomics changes, will be signed after a new government is elected in May 2014 elections. The EU is in this for the long haul as political support will be needed for a new generation of politicians....

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Philippe Varin faces some tough decisions when he takes over Peugeot-Citroen. Unlike the turnaroungd he achieved at Corus steel group where the booming demand from China for steel helped, this time the auto market in Europe is declining by about 30%. He has to navigate betwen the interests of the Peugeot family which has 45% of the voting rights, employees who are affected by the cost cutting, the French government which has required no closing of factories for as long as the company receives governement aid. Peugeot-Citroen received a low interest loan of 3 billion euros from the French government. Questions he will have to address, as do all auto manufacturers in the USA and Europe relate to overcapacity as demand declines. And for Peugeot this has to be tackled without factory closures. And the other major issue facing auto manufacturers worldwide is how much to focus on the fuel efficient small car segment. Peugeot has key strengths in this segment and Varin may decide on refocussing on this segment....

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The treatment of migrants from Syria and North Africa as they reach the Keleti train station in Budapest, Hungary, and seek to catch trains to Austria and Germany. The Hungarian government shuts down the train service west and migrants walk along the highway to Austria. Only then did the Hungarian government arrange for buses to take the migrants to Vienna. From Vienna migrants made Germany their final destination, where they are warmly welcomed by ordinary people, and the government of chancellor Merkel offers asylum to people from the war torn regions of North Africa and the Middle East.

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Why the Arc of Taste, an international catalogue of at risk foods put together by Italian journalists, is a question put to this author of Eating to Extinction, about the lack of biodiversity in foods. Basically it is about the enormous variety in nature that has been taken away from us by supermarkets and large fruit and vegetable companies that have limited everything to a few varieties in a supermarket for the sake of efficiency in commerce. You may find it amazing, as Saladino says, Victorians may have eaten a apple a day for four years and never eaten the same one twice. So the first thing is to increase the awareness of people of how much diversity really exists in nature if it is allowed to reassert itself over simply food that meets the needs of commerce. Looking clearly at what is lost, Saladino tells The Guardian in this interview, he is reminded of his childhood in Ribera, Sicily, where in the 70's there were so many varieties of oranges and so much color in the food compared to the blandness and limited variety of today's commerce based supermarkets. These small farms have disappeared, and now the varieties that came with them are also in danger unless this biodiversity is restored. ...

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What is the educational system Toyota is relying on as it faces a huge problem stemming from its high growth rate of new employees overseas who have little knowledge of the Toyota Way and the Toyota Production System. Another part of the same problemis that as it ages many of the last generation of Toyota executives who were there from the inception of Toyota's early days in the USA and the early days of the extraordinary growth in the 80's and 90's will now be retiring or in their seventies and eighties. All this is happening as the American Big Three and the German manufacturers are getting new blood and going through a process of renewal, and the Americans especially are seeing themselves as the underdogs coming from behind. So Toyota's concerns can be seen in a new light, any complacency on its part is going to be costly in the long run. Toyota is using the Toyoa Institute in rural Mikkabi, Japan for training its senior executives like Randy Pflughaupt, chief of US marketing for the Toyota brand. Watanabe, presidetn, Fujio Cho chairman, and Akio Toyoda of the Toyota family personally teach there and share their personal experiences. Toyota asks executives there to come up with a problem Toyota faces and come up with a proposed solution all on one 11 by 17 sheet of paper. Hands on on the ground on site fact finding and exploration are stressed. A management school Globis in Japan instructs Toyota's middle management inthe Toyota philosophy including quality control philosophy methods such as asking the 5 Why's, why a problem is ocurring until one reaches 5 or 6 levels of answers. Global centers in USA Europe and Asia have been opened by Toyota to train roving experts who can help increase the numbers of roving experts from todays 2000 mostly at this time from Japan. These roving experts teach older employees as well as coach younger ones. Then there are the Toyota Technical Training Institutes. The one in Bangalore for example offers an intensive program for new hires to teach Toyota's basic principles. The one in Bangalore has 21 teachers. And appicants selection is tight in India just 64 out of 5000. Before working on the assembly line the applicants will spend 2 years in classes in technical training, including discipline and personal grooming. Its interesting that the applicant mentioned here was from a village where his family and friends were especially proud of his Toyota uniform and training. The idea may be to avoid the problems of trade unionism, worker feeling of entitlement and worker rights which has led to the problems in the US and in India of workers not willing to learn new things being open to new ideas. One way would be to avoid entirely areas where there has been trade union influence, history and activity such as rural Kentucky or rural Karnataka. The student Harish Hanumantayappa is 17 years old and sees this as an opportunity that was not even in his imagination, which makes for a highly enthusiastic trainee, just the kind Toyota may be looking for away from India's trade union and worker indiscipline environments in some states and regions. Reflecting on this one can note that its natural for Toyota to respond in this fashion and it may extend the period in which the Toyota Production System and the Toyota Way functions effectively. But companies like HP also had what they called the HP Way but eventually this suffered a decline as new managers and leadership came into the picture. Only now is HP recovering and getting back its step under a manager who spent his training years at NCR not a training ground for managers, but may have been chosen for his good management instincts and performance and personal characteristics. Also many of the tenets such as asking 5 Why's and the Toyota Production System except for the Just In Time Innovation are basic quality control philsophy that is practiced all over Japanese industry and is practiced worldwide and originated in quality control philosophy in the United States in the 1920's and 1930's before declining and then coming back in the 1980's with Deming and Juran two American quality control advocates. So there is a pattern of decline as new managers forget old ideas and its not clear if Toyota can overcome this tendency completely, except to sustain the memory of what Toyota is and how they got here for as long as possible for a new generation of managers. And the risks to Toyota may also come from another direction to which Toyota may not pay as much attention which is the innovation that Americans are known for, and the innovative thinking mode is a bit different from the rigorous training of the total quality mode. ction ...

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Russia does not face the risks it faced in 2008 when $80 billion was owed to western and other foreign lenders, according to the chief economist of financial firm Otkritie. This debt has been brought down by paying down much of it and extending the maturities. In the fourth quarter of 2011, about $35 billion will be coming due. Russia still faces a serious risk from another direction. Every $10 drop in the price of a barrel of oil reduces Russia's GDP by 1%, according to Kingsmill Bond, chief Russia strategist for Citigroup. Government spending has increased rapidly and the government estimates it would take an oil price of $120 a barrel to generate enough tax revenues from the oil export tariff and mineral extraction fees to balance Russia's budget in 2011. The government needs to borrow the extra money from domestic and foreign investors. A slowing global economy could mean significantly lower prices than the current price of $87 a barrel on August 17, 2011.

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The 129 page internal report on what caused the trading losses of $6 billion at the London based investment unit of JP Morgan Chase bank. The report shows the trading was intended to offset losses of $100 million. Instead the trading assumed large proportions and supervisors ignored the risks, management showed lax oversight. This type of situation occurs in other industries. The costcutting at BP and suppliers resulting in the Gulf Oil Spill and the Toyota costcutting saved small amounts by creating large risks that threatened the companies, with bankruptcy in BP's case and loss of confidence of the customer base in Toyota's case. They also reflected years of costcutting that were showing up in smaller problems that remained unrecognized. BP refinery fires occurred for lack of adequate maintenance. Problems were already developing at JP Morgan Chase with managment changes at the London unit leading to poor oversight and complacency of top management, a culture that took undue risks even as management remained confident in its strategies....