Category Archives: Uncategorized

EV CHARGING STATIONS A $7.5 BILLION WASTE! NONE ARE BUILT YET.

Congress Spent $7.5 Billion on E.V. Chargers. After 2 Years, None Are Built.

More than $2 billion has been distributed, but only two states have even broken ground and most states haven’t even submitted proposals.

President Joe Biden has made a transition to electric vehicles (E.V.s) a key part of his presidency, spending billions of dollars both to help companies build them and to help customers afford them.

The 2021 Infrastructure Investment and Jobs Act included $7.5 billion to build 500,000 public charging stations across the country. Under the program, states can qualify for as much as 80 percent of the cost to build chargers and bring them online. But as Politico reported this week, not a single charger funded by the program is yet operational.

It’s the latest setback as Biden attempts to change consumer preference by force rather than allowing the free market to innovate its way there.

Earlier this year, the Environmental Protection Agency mandated that by 2030, half of all vehicles sold in the U.S. must be electric. This will require an enormous ramp-up in resources, especially around charging infrastructure. As Politico notes, “consumer demand for electric vehicles is rising in the United States, necessitating six times as many chargers on its roads by the end of the decade, according to federal estimates.”

Other estimates are even more dire: In January, Stephanie Brinley at S&P Global Mobility wrote that “even when home-charging is taken into account, to properly match forecasted sales demand, the United States will need to see the number of EV chargers quadruple between 2022 and 2025, and grow more than eight-fold by 2030.” As of this writing, there are just under 158,000 public chargers, meaning there may need to be more than 1 million to support the Biden administration’s timeline.

The federal program is off to a slow start: Politico reports that while more than $2 billion has been given out, only two states—Ohio and Pennsylvania—have actually broken ground on chargers, while just six others have awarded contracts. Fewer than half of U.S. states have even submitted a proposal for funds.
What’s the hold-up? “The slow rollout…primarily boils down to the difficulties state agencies and charging companies face in meeting a complex set of contracting requirements and minimum operating standards for the federally-funded chargers, according to interviews with state and EV industry officials,” the article notes.

Even with federal funds, part of the problem may also be cost, because the chargers are quite expensive to build and maintain. The types of chargers mentioned in the law are either Level 2 or Level 3, also known as Direct Current Fast Charging (DCFC). Level 2 chargers use alternating current electricity and take between four and 10 hours to charge an E.V., while DCFCs use direct current and can charge an E.V. in less than an hour.

Any long-term solution would prioritize DCFCs—no road-tripper will want to wait all day for their car to charge when fueling up a gas burner takes minutes. But DCFCs are considerably more expensive to install: A 2019 study by the Department of Energy found that while Level 2 chargers can cost up to $6,500 to install, DCFCs can cost as much as $40,000. Depending on factors like hardware costs, other estimates have put the price between $50,000 and $100,000.

GENERAL MOTORS -GM-HOW WOKENESS DESTROYED ITS VALUE

General Motors, the American industrial icon, who was the envy of its competitors for decades, has now been taken over by woke management pandering to the likes of the climate change fanatics-and right down a rabbit hole of future predictable losses and corporate destruction.

Sje wants GM to exit the ability to manufacture fossil fueled autos, yet the Sultan of the UAE said that the world would be back to living in caves if they gave up on fossil fuels.

Mary does not have to worry…she will not have to live in cave since she gets compensated over $20 million in various benefits annually for the abysmal job she is doing leading this company down the path of financial destruction.

Mary Barra, the aging and woke “Chair and CEO” of GM, who in her retirement is all set to receive over $40 MILLION–yes $40 million or more payout, along with payments for being terminated, has led this one mighty enterprise down the rabbit hole of wokeness and invited the lost and fumbling Joe Biden, who keeps saying he is from Scanton, pretending to some worker’s roots, to have photo opportunities as he sat rather confused in a ELECTRIC auto; god forbid they let him actually drive it!

Now keep in mind that at the time of that woke photo op, GM could claim that it was predicting that the future was all about Electric autos, EV’s but it hardly produced any, and those they they had sold often were pictured being on fire or smouldering afterwards. GM just announced no longer manufacturing its leading EV!

Ms. Barra, likes photo ops, and lays claim to being the most highly compensated WOMAN CEO of a auto manufacturing company, rather then being the smartest. She still likes to post her apparently high school photos of herself!

She got to that role again due to the woke board of directors and again the majority being women, not picked for their skills and competence, but for their gender. Diversity, Equity and Inclusion is the motto of GM’s management and hiring, not “best in class”…just striving to be the most woke.

However, it is the only duty of the management to first make money for the stockholders, and not subscribe to woke theories to gain the support of senile politicians who never had a real job and yet want to dictate the future for all.

Wokeness has set GM on a path of self-destruction with being “all in” on that path to EV mania, as its corporate mantra.

I was so disappointed that Mary Barra, who absolutely has no business running a bakery, much less this storied enterprise, has swallowed the kool-aid of EV mania and is dragging GM down the rabbit hole with that thinking.

She was proud to announce that Cadillac dealerships worldwide would have to do away with all gasoline powered vehicles, and have to convert all their maintenance service centers only to Electric….Many dealerships simply closed, and were paid to do so, rather than to go along with the nonsense of Mary Barra and her sycophants on the Board of Directors and senior management.

That was one of my favorite automobiles, and it had exuded luxury as it would be always distinctive as a “land boat” and over the decades would be a world leader in the luxury category.

Limousines that were Cadillac branded, were the most sought after for wealthy buyers and corporate titans. The President’s limo, nicknamed “the Beast” due to its armor is the most famous.

I still fondly remember my first Cadillac. What an automobile it was!

It was a 1979 Cadillac Coupe d’elegance! It was a very shiny pearl white with red pinstripes and an interior of pillow-like fabric material in chocolate color. Everyone who rode with me just raved about it. Later models had a hard time to copy the d’elegance interior, mostly settling for leather interiors.

That was the start of the nonsense of GM’s EV madness, and the declaration to phase out gasoline powered automobiles was the beginning of the end of a mighty auto brand.

GM stock was over $60 a share a few years back, and lately is got to a low of $26.30.

That is a loss of APMX. $40 billion in stock value!

That is a very significant decline and a staggering loss of value for institutional/mutual fund investors, a well as the portfolios of individual investors and 401-K holders, and created losses in future retirement benefits for those who held GM shares. NOT FOR MARY BARRA, whose retiremt is safe and not affected by the staggering decline in value of the company shares and value.

Even he “Oracle of Omaha”, Warren Buffet, whose Berkshire Hathaway owned billions in stock lost faith in the hapless Mary Barra and sold some of its stock holdings after holding for years-apparently waiting for the miracle of wokeness and GM’s success with EV’s promised by Mary Barra to the sheep in the media and woke administration EV zealots.

Now, instead of at least helping the stockholders to make us for a loss of half their share value, this **** Chair and CEO, announced that instead of declaring a $10 billion dividend payable to stockholders who have been hurt by her nonsensical policies, she announced the most ridiculous plan of a STOCK BUYBACK!

The buyback is a desperate effort by a clueless Mary Barra and the sycophant Board, hoping that buying shares that are bargain basement priced, will keep up their value and stop the steep decline caused by the woke policies…since now there will be a buyer for $10 billion worth of stock to prop up its stock price!

You see, the rest of the holders are stuck with a big loss on their investment, so they see a possibility of a higher price by holding out and selling out their holdings to cut their losses during the buyback….Mary is hoping that investors and stockholders do not see through her “smoke and mirror” plan to artificially boost the stock price.

Instead, the Company should have announced that they will use that $10 billion to pay out a long delayed dividend to all the stockholders, which would amount to approximately $7.50 a share!

That would be a great way to make up for the loss of share value and reared those long term shareholders who have lost half of their investment.

Mary Barra, is no financial genius but has managed to keep her post at this company for the destructive reasons of the woke agenda….she’s a woman so we can fire her for sheer incompetence…that would look bad!

The future of EV’s in the United states and the world is bleak. China will control most of the world’s supply of necessary minerals for the manufacture of batteries, and GM can say nothing about it because it makes EV’s and other autos there..so criticism is not allowed.

The EV’s have proven to be a losing boondoggle for all auto manufacturers, and GM is the leader of the losers! It’s additional commitment to self driving CRUISE division continues to lose hundreds of millions and billions to date.

Wokeness does not pay, when will GM management and Board replace this very bad woke executive and get back to making money in the real world instead of the EV fantasy?

Mary Barra is an EGO diva…her actual current look is that of an ugly old woke woman, yet in the GM stockholder reports she keep showing her photo appearing to be her high school photo!

What a fraud!

NISSAN’S CARLOS GHOSN-ESCAPE FROM JAPAN

NISSAN’S Carlos Ghosn’s
Brazen Escape From Japan
REPRINTED CREDITED AT END OF THIS POST….
WHAT A DARING JAMES BOND TYPE CAPER BY MR GHOSN-NOW HIDING IN BEIRUT!!!!

The scheme involved stacks of cash, a stealthy dash to the airport, and plenty of cloak-and-dagger tactics. In the end, though, the auto executive had to hunkerdown in a claustrophobic box, hoping no one would look inside.

Ever the thorough operative, Michael Taylor began laying the groundwork of his cover story as soon as the private jet he had chartered landed in Japan. He and George Zayek were violinists who would be performing nearby, he told a worker at the Osaka private-jet terminal shortly after the Bombardier Global Express arrived from Dubai at 10:10 a.m. local time.

As personnel at Kansai International Airport unloaded suitcases, a guitar case and two large black boxes, Tomoyuki Matsui, the manager of the private-jet terminal’s ground-service team, ushered the men to the terminal bus, which took them to the posh Premium Gate Tamayura. Kayoko Tokunaga, a 30-year-old employee fluent in English, was waiting to greet them and comfortably struck up conversation with Messrs. Taylor and Zayek as they waited for their passports to be stamped. “Your stay is so short,” she remarked, according to transcripts of police interviews.

They had an important meeting outside Japan the following day, Mr. Taylor explained. But he planned to come back for the Olympics in Tokyo the following summer. From the little that Mr. Zayek contributed, he struck Ms. Tokunaga as blunt and disagreeable.

As their luggage was wheeled into the terminal, Ms. Tokunaga and her boss, Mr. Matsui, started discussing the odd couple they were dealing with. As Mr. Matsui spoke, Ms. Tokunaga eyed the massive cases that she figured must contain amplifiers, even though they looked too large for the purpose.

She also saw a guitar case. Why were violinists carrying a guitar? Mr. Matsui and Ms. Tokunaga had been told the passengers were attending a concert by celebrated violinist Taro Hakase as guests, rather than as performers. 

In reality, they were neither. Mr. Taylor had been hired to help Carlos Ghosn, the former chief of Nissan Motor Co. NSANY 0.70% and Renault SA, RN0-1.03% flee Japan, where he was facing serious criminal charges, having been accused of orchestrating a complex flow of money between Nissan, the Middle East, and his own pocket.

Mr. Ghosn, who has denied wrongdoing, had been the world’s most prominent car executive of the 21st century. To the astonishment of naysayers worldwide, he had forged two middling car makers into a global powerhouse, the Renault-Nissan Alliance. Near the end of his career, he had been ready to push through his last great act as an executive—a merger between the French and Japanese car makers.

By Mr. Ghosn’s account, a plotting group of Nissan executives had prevented that by conspiring to orchestrate his downfall. His careful plans had been thwarted by a dramatic, unexpected arrest in November 2018. Nissan has said: “The sole cause of this chain of events is the misconduct led by Ghosn.”
In mid-2019, Mr. Taylor received a call from one of Mr. Ghosn’s acquaintances asking whether he could mastermind an escape. Mr. Taylor roped in his old friend Mr. Zayek and also enlisted his son, Peter Taylor, to play a limited, supporting role in the scheme. The plan was to flee to Lebanon, where Mr. Ghosn had grown up and—most important—a country that did not extradite its citizens.

The men who had come to sneak Mr. Ghosn out of the country made about the least likely pair of violinists imaginable.
Now Mr. Ghosn, 65 years old, was out on bail while awaiting trial, which he feared would be unfair, he has said repeatedly. Furthermore, he believed the Japanese court process moved so slowly that he might die before a verdict was delivered. He was willing to risk everything for a chance at freedom.
This account is based on police interviews, security footage, bank statements and other documents, as well as interviews with people familiar with how the escape was conducted, including Mr. Ghosn himself.

On Dec. 29, 2019, Messrs. Taylor and Zayek landed in Japan to pull off the plan.
* * *
The men who had come to sneak Mr. Ghosn out of the country made about the least likely pair of violinists imaginable. Mr. Taylor looked like the former Green Beret that he was. Fitter than men half his age, with closely clipped salt-and-pepper hair and a square jaw, he was straight out of central casting.

Mr. Zayek painted an even more striking image. He openly bore the scars of his former life as a Lebanese militiaman. He was partially deaf in his left ear and partially blind in one eye and walked with a pronounced limp, the result of a leg injury decades ago.

From the airport, Messrs. Taylor and Zayek took two vans to the Star Gate Hotel, where they checked in at 11:12 a.m. Mr. Taylor was given room 4009, where hotel staff dropped off their suitcases and the guitar. Mr. Zayek checked into a room six floors above, to which hotel staff brought the two large black boxes.


Mr. Zayek returned to the lobby and waited for Mr. Taylor. While he sat there, an anxious employee from the terminal showed up with a suitcase they had forgotten on the plane—a slip-up that hadn’t been part of the plan. The worker bowed and apologized for the mistake. The employee noticed that Mr. Zayek turned his head as the employee was speaking. Mr. Zayek the “concert violinist” explained that he had difficulty hearing out of his right ear, then told him not to worry about the delayed suitcase.
Messrs. Taylor and Zayek hadn’t determined whether they would get Mr. Ghosn out that day or if the whole exercise would turn into a dress rehearsal. As seasoned operatives, they tried to make sure that there would be no surprises or unpredictable scenarios on such a high-stakes, high-risk mission. Just in case, Mr. Zayek took the opportunity of chatting with the employee to seed their cover story more fully, asking whether airport staff had screened their luggage. “The boxes contain amplifiers,” he explained, adding that the cargo was fragile and would be compromised if put through an X-ray machine.
Mr. Taylor came down a few minutes later, and just before noon, they flagged a taxi and headed for Shin Osaka Station, a hub of the shinkansen bullet train. Mr. Zayek had traveled to Japan twice before the escape and had learned his way around the Japanese train system. He walked to the counter and purchased two tickets for Tokyo.

As Messrs. Taylor and Zayek were checking into their hotel room in Osaka, Mr. Ghosn was having a leisurely morning with his youngest daughter, who was 27. He packed some bags. Ms. Ghosn’s return flight to the U.S. provided a convenient cover to send out some of her father’s personal belongings ahead of his escape.

They went to lunch, probably for the last time in Tokyo. If anything went wrong, it would be the last meal Mr. Ghosn would eat outside a jail cell for a long time—maybe forever. The pair chose a restaurant called We Are the Farm, a trendy farm-to-table eatery in a former dry cleaner located in the chic Azabu Juban neighborhood. The Ghosns loved this side of Japan. The food was excellent and the atmosphere lively. After lunch, they stopped by the house again to drop off Mr. Ghosn and pick up his daughter’s luggage. Mr. Ghosn pushed five suitcases to the garage, where his driver was waiting. Ms. Ghosn looked at the unusually large amount of baggage. She told the driver that she had too much and would need to drop some off for a friend to carry back to the U.S. Mr. Ghosn has said his own family played no role in the escape; his daughter hasn’t been charged with a crime.

Before they drove off, Mr. Ghosn told the driver to take the rest of the day off. He would call him again in two days, he said. At 2:05 p.m., the car carrying Ms. Ghosn pulled up in front of the Grand Hyatt. She shook hands with the younger Mr. Taylor, who had checked in to the hotel the previous day, and he took two of her suitcases up to his room. She got back into the car and headed for nearby Haneda Airport. 

At 2:30 p.m. precisely, Mr. Ghosn pushed open the front door of his two-story home and stepped outside. The moment before he crossed the threshold, he was Carlos Ghosn, revered auto executive fighting to clear his name. As soon as he stepped across it to execute his plan, at best he would become Carlos Ghosn the international fugitive. If he was caught, it would be back to jail, perhaps for the rest of his life.
Dressed in a dark jacket and scarf with a woolen cap and sunglasses, he walked west on the main road. He paused and looked over his shoulder before continuing. He had recently complained to a court that Nissan’s security contractors spied on his every move.

Nissan wasn’t the only monitor. Cameras had been installed outside and inside the foyer of the home by the court, checked once a week by the prosecutors. In addition, a constellation of security cameras on homes and buildings captured every step of Mr. Ghosn’s 25-minute stroll from his spacious rented house to the Grand Hyatt.

It was a brisk, sunny winter Sunday ahead of the New Year’s holiday, one of the few times Japan shuts down. It was the perfect time to escape. Within a half-hour, Mr. Ghosn had reached the Grand Hyatt in Tokyo. Keeping his head down, he made his way through the lobby to the guest-room elevators. He got out on the ninth floor, walked down the hall, and entered room 933, where the younger Mr. Taylor was waiting.

The Nozomi express pulled into Shinagawa Station in Tokyo at 3:22 p.m., and Messrs. Taylor and Zayek, both wearing baseball caps, got off and headed for the north ticket gate. They exited the station on the western side and boarded a taxi for the Grand Hyatt.

For more than 30 minutes Mr. Ghosn had been in Peter Taylor’s room, where he’d changed clothes and was making small talk.
By the time Michael Taylor and Mr. Zayek reached the lobby of the Grand Hyatt, Peter was there waiting, having come down shortly before their arrival. When the two older men appeared, Peter immediately made for the elevator. The trio wanted to appear to be strangers in case the surveillance camera footage was reviewed. More than anything, Mr. Taylor wanted to ensure that his son wasn’t seen as an accomplice.

Michael and Peter Taylor, along with Mr. Zayek, entered the ninth-floor room. It was the first time Mr. Ghosn had met his would-be rescuers face-to-face.
“It’s time to go home,” Michael Taylor told Mr. Ghosn, greeting him with a large smile.

Seven minutes later, the four men left the room with Mr. Ghosn’s luggage. Peter Taylor headed to the hotel parking lot and took a taxi to the airport, where he was booked on a flight to China. Michael Taylor wanted his son to get out of the country before anything potentially illegal happened. Messrs. Ghosn and Zayek
and Michael Taylor left through the main entrance of the hotel and hailed a cab to Shinagawa Station. Mr. Ghosn now wore a pair of black, thick-rimmed glasses and a surgical mask, a common sight in Tokyo during flu season, as a convenient means of preventing people from recognizing the face of Japan’s most notorious criminal suspect. The station was packed with holiday travelers. The three men headed for the train platform.

Mr. Ghosn entered carriage 1 with Mr. Zayek. Michael Taylor entered carriage 2. The train left the station for Osaka at 4:55 p.m. The men tried to regularly keep on the move during the journey. Mr. Ghosn’s face had been a fixture on TV and plastered on magazine covers for two decades. Seeing him there would be like spotting Steve Jobs on a New York City subway. Mr. Taylor had given him advice about how to behave, urging him not to speak in case people recognized his voice. Don’t catch anybody’s eye, he counseled. Keep walking, but look straight down to the ground.

The bullet train arrived at Shin Osaka Station at 7:20 p.m. The men filed out and headed to the south ticket gate. They walked with military precision in single file, a few paces apart: Michael Taylor, then Mr. Ghosn, then Mr. Zayek.
They piled into another taxi bound for the Star Gate Hotel, with Mr. Ghosn and Mr. Taylor in the back seat and Mr. Zayek up front, next to the driver. Once in the taxi, Mr. Ghosn, who had remained bundled up for nearly three hours on the train, removed his mask to take a few deep breaths of fresh air. He also took off the hat but put them both back on a few minutes later.
At 8:15 p.m., the trio walked through the entrance of the Star Gate Hotel. Messrs. Ghosn and Zayek went directly to the 46th floor, where the boxes were kept, while Michael Taylor went to the front desk before going to his room on the 40th floor, grabbing a piece of luggage and the guitar case before heading up to meet the other two.

Mr. Ghosn took his time, inspecting the box carefully. He turned to Michael Taylor and Mr. Zayek, resolute. He wanted to get out of Japan that night. There would be no dry run.

While Messrs. Ghosn and Zayek rested and made preparations in the hotel room, Michael Taylor returned to the private-jet terminal to ensure that the plane would leave as planned and to double-check that the personnel there had received the message that their bags shouldn’t be scanned. Most charter airlines don’t require bags to be checked, so passengers can choose their level of security. Obviously, if the airport were to insist on opening the case containing Mr. Ghosn, the trio might never leave Japan. Mr. Taylor walked into the terminal at 9 p.m., catching the staff by surprise.

Ms. Tokunaga, the English-speaking employee, asked what he was doing there. Passengers who fly on private jets don’t often show up 90 minutes before departure.
“Are we going through a security check when we leave?” Mr. Taylor asked.

Ms. Tokunaga told him that there would be no security check. She then called Mr. Matsui, her manager, who was with the pilot. The pilot and Mr. Taylor talked briefly on the phone. Mr. Taylor hung up and said he would head back to the hotel, but not before handing Ms. Tokunaga an envelope.

“Here’s a tip for you,” he said. Inside, Ms. Tokunaga saw a stack of 10,000-yen notes, each worth roughly S100, held together by an elastic hair band. She had never seen that much money at once. She figured there must have been at least $10,000 in there.
Ms. Tokunaga told him she couldn’t take it. Tips were forbidden. Mr. Taylor declined to take back the envelope and told her to share it with her co-workers. He reminded her that he was returning for the Olympics. Ms. Tokunaga didn’t want to offend Mr. Taylor, so she held on to the envelope. Shortly after Mr. Taylor left, Mr. Matsui, the terminal manager, dialed Ms. Tokunaga. He had been surprised by Mr.Taylor’s sudden appearance and wanted to know what was going on.
“I think he just wanted to check the status of the aircraft,” Ms. Tokunaga said. Mr. Matsui asked to talk to Mr. Taylor, but he had already left for the hotel. Mr. Matsui made his way to the terminal and again asked why Mr. Taylor had come so far ahead of the departure time. Ms. Tokunaga told Mr. Matsui about the envelope of cash. It presented Mr. Matsui with a conundrum. He had handled ground services at the terminal for the past three years. He was used to foreigners who flew in and started handing out cash, not understanding that that was not done in Japan. But no one had ever handed him an envelope stuffed with such a huge amount.

Mr. Matsui dialed a manager at another agency to discuss whether they could accept the money. They decided it should be returned politely and in a way that wouldn’t offend Mr. Taylor, which could jeopardize future business. Mr. Matsui decided to wait until the last moment to return it to minimize any conversation.
When Mr. Taylor got back to the hotel, he asked for a luggage trolley to be sent to his room. A few minutes later, porters removed two suitcases from the room and took them to the lobby.
Mr. Taylor headed to the 46th floor and entered the room around 9:30 p.m. The private jet was due to leave the Osaka terminal, bound for Istanbul, in one hour.

Mr. Ghosn stood contemplating the box that was supposed to smuggle him aboard the jet. It was the last hurdle—and by far the biggest. Up until now, he had not technically done anything wrong. He was allowed to travel around the country. But he couldn’t explain this away. Nonetheless, it was the box he had chosen. It was that or a jail cell.

Taking a final deep breath, Mr. Ghosn lay down on the base of the box, and Mr. Taylor pulled a sheet off the bed and laid it over him. Mr. Taylor then put his guitar on top of Mr. Ghosn and tried closing the box. It fit, but the guitar pressed down on Mr. Ghosn. He would have to spend at least an hour in there, and he needed to be comfortable. The sheet stayed. It would be the only camouflage if airport staff decided they needed to look inside. The guitar case would be placed on top of the box.
Mr. Taylor could sense that Mr. Ghosn was nervous.
“Have you ever gone scuba diving?” he asked Mr. Ghosn.
“Yes,” said Mr. Ghosn.
Mr. Taylor told him to imagine that he was scuba diving and mimed taking slow, controlled breaths. He looked him in the eyes, communicating calm and confidence.
“Breathe slowly,” he reminded Mr. Ghosn.
Mr. Taylor lowered the top of the box, and everything went black.
This article is adapted from “Boundless: The Rise, Fall, and Escape of Carlos Ghosn” by Wall Street Journal reporters Nick Kostov and Sean McLain, published on Aug. 9,2022, by Harper Business, an imprint of HarperCollins Publishers (which, like The Wall Street Journal, is owned by News Corp).
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GM MANAGEMENT-DUMB & DUMBER

This iconic company is in the opinion of this blogger, heading down a path of extinction due to the politically correct thinking and going along with the thinking that there will only be an all electric future for automobiles!

The CEO, Mary Barra, who will be able to retire with a retirement fund approaching $100 million, a current compensation package highest in the auto industry will then leave the hapless GM with a self imposed inability to manufacture cars that people will actually want or be able to afford.

Becoming chummy with the Biden administration supporting its NO ICE vehicle policy in the near future, will be a big mistake.

Can anyone other that delusional GM management, think that the people driving cars in the future USA will ever ONLY have electric cars? NEVER!!!!

Both Joe Biden and Mary Barra will be long dead as GM winds don to certain bankruptcy in the future…setting its goals on all EV’s, but neither of them will have any consequences of the demise of this fine company.

It is unrealistic to think that the cost and convenience of a 5 minute gas-up will be replaced with a long line and uncertain ways to recharge for 30 minutes or a hour or more makes any sense on a public way.

Imagine your EV plugged on a public street, attached to a cord in an urban setting. Will the local gang members or vandals steal the cord or the car?

How will all that electricity generation be possible for all those e-cars when now we have shortages????

The Internal combustion engine can be refitted to run on hydrogen and ammonia…the fuels of the future…(hydrogen is the most abundant gas in the universe).

I feel sorry for all those employees at GM, FORD and other car manufacturers who have taken the path to self destruction with only EV’s in their future….