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Italy's budget deficit was brought down to 3% of GDP in 2012 under Mario Monti's government. The cost of austerity measures is a expected economic contraction of 1.8% in 2013, according to OECD and Moody's forecasts. There is intense opposition in Italy to the 4 billion euro property tax. The right wing parties under Berlusconi have called for this tax to be cancelled and reimbursing of 2012 payments. Italy's 2013 budget also assumes a one percentage point increase in the value added tax rate, a 4 billion euro additional tax. The new prime minister of a technocratic government, Enrico Letta, faces a delicate balancing act to keep the coalition of the right and left parties together, and still keep the confidence of the EU that Italy will control its deficit. The OECD expects the deficit to grow by half a percentage point in 2013-2014 as steps are taken to promote economc growth.

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The skills to navigate different personalities and work patiently on the issues surrounding changes to the U.S. tax system of Rep. Dave Camp (MI), chairman of the U.S House of Representatives Ways and Means Committee, will be immensely useful in the effort to make changes to the U.S. tax system. Camp works well with fellow House Republican leaders Boehner, Ryan, Cantor, and his Democratic counterpart in the U.S. Senate Max Baucus. Camp is a good listener, refuses to engage in partisan criticism, and has the patience to work through difficult issues of achieving savings and keeping fairness in the the tax changes. Earlier efforts to achieve consensus in late 2011 failed, making it even more important to have leadership which can create productive debate and bridge the differences. The tax changes are part of the overall effort for U.S. economic recovery by reducing the deficit.

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Laurent Berger, head of the French Confederation of Labor, C.F.D.T., is a moderating force in France as president Macron leads an effort to make a revision to France's labor code. With a large parliamentary majority president Macron is expected to push for a shift to a Scandinavian version of "flexible security," that allows companies and the economy to adjust the work force, introduce retraining and create flexibility so that new jobs can be created. His union is now the largest, after surpassing the militant General Confederation of Labor. Issues in labor changes proposed by president Macron are- direct negotiations between management and employees bypassing unions, and a cap to compensation in unfair dismissal cases. Berger's view is that though the interests of labor and management conflict, there has to be dialogue instead of constant confrontation. He is willing to see some jobs lost if business creates new jobs with improvement in the economy. Macron has summoned labor leaders for marathon talks. ...

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With domestic oil consumption growing at 10% a year, and the Arab Spring leading to increased subsidies and social spending, the Saudis are looking at nuclear power to generate some of the supply of electricity. Saudi Arabia expects to have no reserve margin of supplies by 2020 at current levels of domestic consumption. In 2011 the Saudi government setup the King Abdullah City for Atomic and Renewable Energy, or KA-CARE, for coming up with nuclear energy policies. KA-CARE has an agreement with French supplier AREVA.

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Britain's GDP declined by 0.7% in the second quarter of 2012.

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Susan Carey interviews the new CEO of United Continental Holdings Inc, Jeff Smisek. Mr Smisek is a lawyer for the law firm Vinson & Elkins LLP. He brings to this job, which involves negotiating labor contracts and bringing together reservation systems of the two merged airlines, prior experience in the 1995 turnaround of Continental. Smisek was part of the management team that helped turn the airline around. The important things for Smisek is getting the people in the merged airline embrace a positive culture, and this he says begins with honest communications. He is heavily focussed on this part, as he says this is a service business, and employees won't give the best service unless they really want to. Next he is focussed on execution of the integration aspects. And third, what he calls the day to day tackling and blocking of operating the airline. His management style is to get a lot done by walking around and using an informal style, by being direct. He would like to see the airline make money in the tough times and do even better in good times, and invest in people, product and technology....

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Nevada, Georgia and Alaska have some of the highest unemployment in the U.S. in July 2013. It grew by 0.3 percentage points in Georgia and Alaska. to 8.8% and 6.3% respectively. Nevada's unemployment is at 9.5%. North and South Dakota with the booming energy industry have the lowest unemployment at 3.0% and 3.9% respectively. The unemployment rate showed improvement in Mississipi declining 0.5% to 8.5%. According to the Labor Dept, 162,000 jobs were added in July 2013. The U.S. unemployment rate declined to 7.4% in July 2013 from 7.6% in June reflecting the increase in employed people as well as some who left the labor force. But the progress is uneven, as 28 states and the District of Columbia saw the unemployment rate go up in July 2013, 14 states showed it steady, and the rate fell in only 8 states.

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Daniel Howes of the Detroit News thinks there are cultural clashes inherent in a threeway Fiat-Opel-Chrysler combination. His view is that Fiat may be biting into more than it can handle, considering the failure of the GM-Fiat alliance, and the Daimler- Chrysler combination. And the Germans at Opel are not happy with the way they see GM has treated them, so how would it help for Fiat to come into the picture? The Germans love the Italians, says one German Howe talked to, but don't respect them. And the Italians he says, respect the Germans but don't love them. Howe refers to the Renault-Nissan combination as successful, but one that took years to build to deliver commonly engineered cars. But the car industry has been poorly run, without vision and with complacent management, unwilling to try new things and recreate and renew. In other industries efforts are made to build transnational combinations with differing degrees of success. Take the work of the French, Germans and the Spanish in Airbus, in overcoming different cultural factors and pulling together to learn from each other, when given good leaders, on the Airbus 380 project. See the link to this. On Fiat's Marchionne's behalf it could be said that this is a new Fiat, run by a younger generation of Italians, who have a lot of youthful energies and freedom to innovate and improvise. Marchionne himself is more Canadian and European, places where he has spent most of his life, than Italian. And he has take a decidedly different view of things from what the old view holds as being Italian, in building the new Fiat he has done things very differently. In fact there may be less of a country view here, than a management culture view. All nationalities aspire to a good management culture of innovation, and freedom to improvise and respect for one's ideas and thinking, good places to work in. People of all nationalities, Italian, German and American, for the first time, especially the younger people, may see that the one thing they value most and share is the desire to start fresh and take initiative, improvise and work together to do the impossible. The common enemy of Germans, Italians, Americans,French, and other nationalities, may be simply the artheroschelorisis of complacent management, that freezes initiative, does not delegate more responsibility to the young and give the freedom to try new things, bureacratizes the corporation into rigid hierarchies that lack speed, and take no risks to achieve the impossible. See the link to Marchionne and Fiat's transformation. Which is why old prejudices like the one Howe states from one German he talks to, that the Italians "will steal the milk out of the coffee," may be just that - prejudice from another period, that is best left behind to build something new that has no nationality to it. ...

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Deutsche Bank has lost two thirds of its share value and its leverage is extraordinarily high with total assets at 56 times tangible equity acccording to Morgan Stanley. Progress is being made but not enough say analysts, and raising capital now is better than waiting longer and doing that with a downward spiral in its shares. The loss announced January 14, 2009, of $ 4.8 billion euros for 4th quarter 2009, reflects a loss across all of the bank's businesses, and is a warning sign of the need to raise capital with greater urgency.

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Expensive new fuel saving technology investments at BMW to meet new pollution control standards in Europe (130 grams per kilometer) and boost fuel efficiency in the US. This year only 40% of its cars will meet 140 grams per kilometer. With a production total of 1.4 million cars BMW faces sizable investments with smaller car volume than the likes of Toyota and Honda. R&D costs have climbed 22% in first half 2007 to 1.5 billion euros. BMW has agreements to jointly develop some of the new technology with Daimler and GM on hybrid gasoline-electric drive cars. Its developing a new 3 liter diesel engine for the US market that cleaner and fuel efficient. BMW plans also to boost advertising budgets to promote itself as a fuel efficient carmaker conscious of the environment, See related article. It plans to expand in India China and Russia to get a share of the expanding markets there. BMW's second quarter profit fell 23% on a 7% gain in revenues underlying the additional investments BMW faces. CEO Reithofer wants to increase profits to above last years 3.75 billion euros. ...

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A local government vehicle in China, Sixth Division of XPCC fails to make a bond payment in August 2018. This is the first such instance of failure to make a bond payment for a local government vehicle in 2018. Economists estimate China's total debt at 242% of GDP in 2017, and government efforts to tighten liquidity and reduce support for overextended local government investment vehicles.