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hazardous waste management program seattle

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Goodyear and the Hidden EV Play for Biden’s Presidency - Epic DD

Goodyear and the Hidden EV Play for Biden’s Presidency - Epic DD
Ticker: GT
Rating: BUY
EOY 2021 Target: 17 (conservative)
Feb. 2021 Target: 12.5
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Positions I’m Considering

Naked Pre-earnings Play: 10c exp. 02/12/21
Long Call Spread: BUY 7c, SELL 15p exp. 02/12/21
LEAP: 11c exp. 4/16/21
Thesis 1: Air and land travel will increase in 2021 as global economies recover from the pandemic. Goodyear will be a beneficiary of this recovery.
Catalyst 1: According to CNN, US air travel hit its highest level since mid-March (2020) over the (thanksgiving) holiday and millions of Americans still traveled by car to join family and friends.
TSA said it screened 1.17 million people on Sunday when many Americans were heading home from their Thanksgiving travels. That was 41% of the 2.9 million people screened by TSA on the same day in 2019. Thanksgiving 2019 set a TSA record.
That means more than 9.4 million people have been screened in the Thanksgiving travel window, which began on the Friday before the holiday.
According to NBC news, TSA data showed that 1,191,123 travelers passed through airport checkpoints nationwide Wednesday, the most since March 16.
From Friday to Sunday, a combined 3.2 million people boarded planes, according to agency data — more than 1 million a day.
Thesis 2: Goodyear will benefit in 2021 because of Biden’s energy initiative..
Catalyst 2: Biden has stated that he wants to position the U.S. Auto Industry to Win the 21st Century with technology invented in America.
Biden will use all the levers of the federal government, from purchasing power, R&D, tax, trade, and investment policies to reverse this trend and position America to be the global leader in the manufacture of electric vehicles and their input materials and parts.
Biden will spur an expansion of factory floors and a re-tool of existing manufacturing capacity, and create 1 million new jobs in auto manufacturing, auto supply chains, and auto infrastructure
America must accelerate its own R&D with a focus on developing the domestic supply chain for electric vehicles. A specific focus of Biden’s historic R&D and procurement commitments will be on battery technology – for use in electric vehicles and on our grid, as a complement to technologies like solar and wind – increasing durability, reducing waste, and lowering costs, all while advancing new chemistries and approaches. And Biden will ensure that these batteries are built in the United States by American workers in good, union jobs.

About Goodyear

Goodyear is one of the world's leading tire companies with operations in most regions of the world and one of the most recognized brand names. Together with its U.S. and international subsidiaries, Goodyear develops, manufactures, markets, and distributes tires for most applications.
Goodyear is one of the world's largest suppliers of aviation tires for commercial, military and general aviation aircraft. Operating a global business from its Akron, Ohio headquarters, Goodyear manufactures aviation tires and retreads in the United States, Thailand, Brazil, and The Netherlands.
Goodyear Segmentation: Automobile industries
Goodyear Target Market: Racing cars, heavy duty vehicles, passenger cars, bikes, industrial equipment-like forklifts, bulldozers, cranes, airplanes, etc.
Goodyear Positioning: Excellent product quality maintained over decades with continual improvement.
SWOT Analysis
  1. With the turnover of over $22 billion they are one of the world’s leading tire makers with no.1 position in North America & Latin America and second position in Europe.
  2. It has a Global Footprint with operations at 54 sites spread over 22 countries.
  3. Innovation centers at Ohio and Luxembourg provide them with a competitive edge in technology.
  4. Excellent management team with over 70,000 employees globally
  5. Company has established a strong brand identity and customer loyalty.
  6. Most successful tire supplier in Formula 1.
Potential Weaknesses
  1. Penetration level in Asian emerging economies is less
  2. Intense competition in the tire industry makes market share constant
  3. Studies reveal it company produces high amount of air pollution
Potential Opportunities
  1. Emerging markets need to be capitalized on (EV in particular)
  2. Tie-ups with Automobile manufacturing giants may go a long way.
  3. Innovative and catchy advertising campaigns
Potential Threats (not including the ongoing Covid pandemic)
  1. Volatility in raw material prices.
  2. Low priced substitutes
  3. Stiff competition both from national and international companies.
  4. Government Policies - export duties, import duties, tax levied on automobile industries and economic condition of the nations as it determines the sale of automobiles.
  5. Introduction of other transport facilities like metro, monorails and local trains keeping pollution hazards caused by combustion of automobile fuels.
  6. Fluctuations in exchange rates

Facilities in the United States

https://preview.redd.it/por5r05pmt861.png?width=1208&format=png&auto=webp&s=6aef0f1bd5a925ee05d2eff30c68b40984133da4

Environmental Responsibility

https://preview.redd.it/k4v2clivmt861.png?width=1208&format=png&auto=webp&s=6132c9f6eb4663ac5ba4ae3c3fc1d130d0728a29

A Few Goodyear Competitors

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https://preview.redd.it/wetgvn07nt861.png?width=1238&format=png&auto=webp&s=776cbfb651b222dbc64a395d73b1dd8f93d07860

Current Tire Market (https://www.tirereview.com)

Smithers published the Future of Global Tires to 2024 report, which sized the tire market at over 2.36 billion units in 2019, with topline volume growth expected to continue at a 3.1% compound annual rate from 2019 through 2024. In 2024, total global industry tire volume was expected to reach 2.75 billion units. The 2019 market value of $239 billion was expected rise to $280 billion in 2024, for a 3.2% compound annual growth rate. Considering the impact of COVID-19 on the global tires market, Smithers sees little recovery in 2020-2021, with real recovery starting in 2022 and 2019 tire volume not being reached again until 2023.
As part of its Global Tires report refresh that accounts for the impact of COVID-19 on the industry, Smithers estimates volume growth over the next couple of years will fall significantly with market conditions prolonging the status quo in technology. The market adjustment will slow the adoption of electric vehicles and delay ride sharing, as well as drive supply chain consolidation and other disruptions.
Although COVID-19 will significantly impact 2020 tire sales, the tire market in Asia is forecast to pick up and grow on average by 3.6% until 2025.
General tires will continue to make up the majority (84.2% share) of the total Asia tires market by 2025, but significant stronger growth is forecasted in aircraft, specialty and OTR tires.
https://preview.redd.it/4ju8hmhbnt861.png?width=1242&format=png&auto=webp&s=8450bd3dbc24f6d8fc029729263d29462f22b0a0
The high-performance passenger calight goods vehicle segment is the largest in volume and value for specialty tires and is growing rapidly, driven by the growth of CUV, SUV and pickup truck segments in Asia.
Current tire technology in China is focused on low rolling resistance (LRR) tires, driven by pressure from the government to reduce CO2 emissions and the establishment of the China Rubber Industry Association (CRIA) tire labeling system.
List of the Top Key Players of Low Rolling Resistance Tire Market:
  1. Apollo Tyres Ltd
  2. Bridgestone Corp
  3. Continental AG
  4. Cooper Tire and Rubber Co
  5. Hankook Tire and Technology Co Ltd
  6. Michelin Group
  7. Pirelli and C Spa
  8. The Goodyear Tire and Rubber Co
  9. The Yokohama Rubber Co Ltd
  10. and ZHONGCE RUBBER GROUP Co Ltd
China is, and will continue to be, the biggest EV market, and its progress in the segment will influence the rest of the world. This is due to government policies designed to reduce pollution in cities and dependence on imported oil. The government also desires to dominate this growth industry. In Asia, the electric bus market is expected to be dominated by China and India in size and to be predominantly BEVs (Battery Electric Vehicles). Japan and South Korea will also invest significantly in electric buses, as will the Southeast Asia region led by Singapore.
List of major players operating in the South East Asian tire market include PT Gajah Tunggal TBK, PT Suryaraya Rubberindo Industries, Bridgestone Corporation, Compagnie Generale des Etablissements Michelin, Sumitomo Rubber Industries, Continental AG, The Goodyear Tire & Rubber Company, Deestone Corporation Limited, Toyo Tire & Rubber Co. Ltd, The Yokohama Rubber Co., Ltd., etc.
https://preview.redd.it/74mrc4jint861.png?width=1262&format=png&auto=webp&s=0523aad0d4ce01b1959802c901dd1d0a978ef086

South East Asia Rubber Market Analysis and Forecasts to 2023 (https://www.globenewswire.com/)

Asia accounts for 93% of the world natural rubber production with Thailand being the largest producer followed by Indonesia and Vietnam. Other large rubber producers in the region include India, China and Malaysia.
In 2019, the global natural rubber production stood at 13.804 million tonnes. It is expected that in 2020, the production will increase 2.7% to 14.177 million tonnes. The first two months of 2020 have recorded an annualized fall of 5.2% in global natural rubber production. The global synthetic rubber market is projected to grow at a CAGR of 5.1% in the period 2015-2023 and be worth USD 45,767.1 million.
Economic downturn being experienced by China which is globally the largest importer of rubber is keeping rubber prices balanced in a scenario where supply outstrips demand. The oversupply situation persists even though the three largest producers of rubber, Malaysia, Indonesia, and Thailand are reducing the output of the material used in manufacturing of a range of products from gloves to car tires. China is also the world's largest consumer of natural rubber followed by India and the United States. The slowdown in the Chinese economy remains a concern for the global rubber industry. The Coronavirus global outbreak is expected to have long-reaching hampering effects on the Chinese as well as the global economy.
Goodyear does not own any rubber tree plantations, but they have taken actions as a purchaser of natural rubber with Goodyear Orient Company. Goodyear Orient Company (Private) Limited (GOCPL) is a wholly-owned subsidiary of Goodyear Tire and Rubber Company (GTRC) and has been around since 1917.

Goodyear and Some EV News

Goodyear And TuSimple Collaborate On Autonomous Vehicle Freight Operations - prnewswire - 11/20/20
The Goodyear Tire & Rubber Company (NASDAQ: GT) announced today a strategic relationship with TuSimple, a global autonomous trucking technology company, to provide tires and tire management solutions to TuSimple's Autonomous Freight Network (AFN).
Goodyear will provide products and repair services to enhance the safety and operation of autonomous trucks. Additionally, Goodyear and TuSimple will conduct wear studies designed to understand how autonomous trucks and tires can help better predict maintenance, understand tire longevity and reduce the carbon impact of fleets.
Collected data from the study will also deliver insights into the difference between an autonomous and human driver with respect to the tires.
"With our leadership in products, fleet support and advanced innovations, Goodyear is applying knowledge to help deliver performance and safety with autonomous vehicles," according to Erin Spring, Goodyear's director, new ventures.
GOODYEAR, ENVOY TECHNOLOGIES PILOT DIGITAL SERVICE SOLUTION FOR SHARED, ON-DEMAND EV FLEETS - news.goodyear.eu/ - 3/21/20
The Goodyear Tire & Rubber Company today announced a new pilot program with Envoy Technologies, a provider of shared on-demand, community-based electric vehicles (EVs). The pilot, which launched early this year, is testing services aimed at minimizing operational downtime for vehicle fleets
Goodyear’s unique predictive tire servicing solution for connected fleets is being used to forecast and automatically schedule needed tire maintenance and replacement. Envoy’s fleet managers can see its fleet’s status, schedule maintenance needs and update appointments with Goodyear’s on-demand scheduling program, helping to keep its vehicles operational and avoid the typically unforeseen issues that might suddenly force a shared vehicle to be pulled from service.
To do this, Goodyear gathers secure, anonymized data from Envoy’s connected vehicles and uses it to predict and schedule service needs. Goodyear then utilizes its network of outlets and mobile vans to provide service to the vehicles. The mobile vans can install tires on-site at their charging stations, maintaining vehicle safety with minimal time required by Envoy staff.
“With on-demand car sharing and ride hailing services on the rise, Goodyear is extending its fleet services business model to shared mobility providers to improve urban fleet operations,” said Chris Helsel, Goodyear’s chief technology officer.
Envoy provides shared, community-based electric vehicles where people live, work and stay, with a significant percentage of its fleet dedicated to deployment in disadvantaged communities. The two-year-old company recently passed a milestone of more than 100 vehicles deployed at partner sites with a pipeline of 1,800 vehicles to be launched in major metropolitan areas across the nation, including Portland, Seattle, Austin, Chicago, New York, Boston, Miami and Washington, D.C.
Goodyear’s effort with Envoy builds on a successful test program with Tesloop, a city-to-city mobility service that exclusively used Tesla electric vehicles, and the commercialization of Goodyear Proactive Solutions for truck fleets, using advanced telematics and predictive analytics technology to allow fleet operators to optimize fuel efficiency and precisely identify and resolve tire-related issues before they happen.
Goodyear Partners with Lexus to Shape the Future of Electric Mobility - news.goodyear.eu/ - 3/5/20
Lexus LF-30 Electrified concept was originally presented sitting on four bespoke Goodyear concept tires at the 2019 Tokyo Motor Show. It was presented again on Tuesday, March 3rd at Lexus’ live press conference during the Virtual Press Day of the 2020 Geneva International Motor Show.
Goodyear’s concept tires are tailor-made to benefit the modern, sleek and sporty design of the Lexus. They support EV motors and are designed to improve the overall comfort and performance of the car.
The LF-30 Electrified concept tire includes several innovative features:
EV motor cooling: Drawing on Goodyear’s expertise in aerodynamics, the concept tires are designed to improve the cooling of the EV motors. Cool air enters through the front bumper intake and fins on the tires drive the flow towards the electric motor positioned behind each wheel. The hot air produced by the EV motor is then expelled towards the outer edge of the rim of the LF-30 Electrified.
Reduced aerodynamic drag: The tire design along with the outer tire shape would improve the Lexus’ aerodynamics by reducing drag, resulting in higher efficiency and battery range.
Noise reduction through biomimicry: Goodyear found inspiration in nature when designing the concept tires. The leading edges of the cooling fins are covered with fine velvet like on the wings of an owl, which enables the predator to silently catch their prey at night. Through this biomimetic solution, the rolling noise of the tire would be reduced to a minimum.
Goodyear’s concept tire for the Lexus LF-30 Electrified concept comes in a 285/35R24 size.
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Goodyear touts mileage gains in 2nd-gen EfficientGrip EV tires - tirebsiness.com - 3/3/20
Goodyear is preparing to launch later this year the second generation of its EfficientGrip Performance electric-vehicle tire line, promising the new version will deliver 50% longer life than the first generation, which launched in 2018.
Goodyear held a video press conference from its European headquarters office in Brussels to launch the EfficientGrip Performance 2 and unveil its latest concept design, the Goodyear reCharge, which features a self-regenerating tread.
Goodyer claims the EfficientGrip Performance 2 offers 20% more tread life than the "next best tested" competitor, while continuing to outperform the competition wet and dry braking, according to Mike Rytokoski, chief marketing officer, consumer Europe.
Mr. Rytokoski said half of all the new tires Goodyear has designed now are for electric vehicles, which require bespoke EV tires because they are heavier, due to weight of the batteries, and deliver extra torque.
As for future generations of EV tires, Goodyear said industry figures show 57% of all passenger vehicle sales, and over 30% of the global passenger vehicle fleet, will be electric by 2040.
Goodyear's vision of a next-generation tire for EVs is the reCharge, a non-pneumatic design that features a self-regenerating tread based on the use of biodegradable liquid.
To regenerate the tread, the vehicle owner inserts a capsule containing the liquid into the hub, where it mates up with the tubes. The centrifugal force of the rolling tire/wheel distributes the liquid up to the base of the tread elements, Goodyear showed in a video.
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The tread compound also would be reinforced with fibers inspired by spider silk, Goodyear said.
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The tire maker did not elaborate on what materials it envisions for the reCharge's wheel or how the tread elements would renew if supplied with a liquid from underneath but did say it envisions the liquid could be engineered to allow the vehicle owner to customize the tire tread to climatic or environmental changes.

Goodyear and Biden Connection - thehill.com - 08/19/20

Democratic presidential nominee Joe Biden defended Goodyear tires after President Trump urged Americans to boycott its products after he claimed the company announced a “ban” on his campaign’s “Make America Great Again” attire.
“Goodyear employs thousands of American workers, including in Ohio where it is headquartered. To President Trump, those workers and their jobs aren't a source of pride, just collateral damage in yet another one of his political attacks,” Biden said in a statement. “President Trump doesn’t have a clue about the dignity and worth that comes with good-paying union jobs at places like Goodyear — jobs that can support a family and sustain a community.”

Electric Vehicle Outlook (bnef.com) (added 2/2/21)

Automakers are accelerating their EV launch plans, partly to comply with increasingly stringent regulations in Europe and China. COVID-19 will delay some of these, but by 2022 there will be over 500 different EV models available globally
Passenger EV sales jumped from 450,000 in 2015 to 2.1 million in 2019. They will drop in 2020 before continuing to rise as battery prices fall, energy density improves, more charging infrastructure is built, and sales spread to new markets.
https://preview.redd.it/0gbbbh727x861.png?width=1978&format=png&auto=webp&s=20cb377070f4f985736eac0b1628a9ff0f5696cd
By 2040, over half of all passenger vehicles sold will be electric. Markets like China and parts of Europe achieve much higher penetrations, but lower adoption in emerging markets reduces the global average.
https://preview.redd.it/tc4xvfj87x861.png?width=1978&format=png&auto=webp&s=7660e30f3ca257d167a901c5ee90d967bd493199
Despite the rapid growth, there will be 1.4 billion passenger vehicles on the road in 2030 and EVs account for just 8% of these. This rises to 31% by 2040 as the fleet slowly changes over.
https://preview.redd.it/b8qqvjcf7x861.png?width=1978&format=png&auto=webp&s=f199055564d3bbcafe3982078ff7296c3da776f5
Number of countries that have announced plans to phase out sales of internal combustion vehicles.
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Looking beyond passenger cars, several ‘killer apps’ are emerging for electrification. Two-wheeled vehicles (scooters, mopeds, motorcycles) and municipal buses are already going electric quickly and accelerate further in the next ten years. Delivery vans are the next segments to cross the tipping point.
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09/30/20 10k SEC Filing

Product

Bullish Statements
Net sales in the third quarter of 2020 were $3,465 million, compared to $3,802 million in the third quarter of 2019. Net sales decreased in the third quarter of 2020 primarily due to lower global tire volume, unfavorable foreign currency translation, primarily in Americas, and lower sales in other tire-related businesses, primarily due to lower aviation sales globally and a decrease in third-party sales of chemical products in Americas. These decreases were partially offset by improvements in price and product mix, primarily in EMEA and Americas.
Europe, Middle East and Africa: In the third quarter of 2020, Goodyear net loss was $2 million, or $0.01 per share, compared to net income of $88 million, or $0.38 per share, in the third quarter of 2019. The change in Goodyear net income (loss) was driven by lower segment operating income, partially offset by lower income tax expense.
Net sales in the third quarter of 2020 were $1,156 million, decreasing $49 million, or 4.1%, from $1,205 million in the third quarter of 2019. Net sales decreased primarily due to lower tire volume of $97 million. This decrease was partially offset by improvements in price and product mix of $40 million, driven by higher proportionate sales of commercial tires, and favorable foreign currency translation of $5 million, driven by the strengthening of the euro.
Bearish Statements
Worldwide tire unit sales in the third quarter of 2020 were 36.6 million units, decreasing 3.7 million units, or 9.1%, from 40.3 million units in the third quarter of 2019.
Net sales decreased in the first nine months of 2020 primarily due to lower global tire volume, lower sales in other tire-related businesses, primarily due to a decrease in third-party sales of chemical products in Americas and lower aviation sales globally, and unfavorable foreign currency translation.
Net sales decreased in the third quarter of 2020, primarily due to lower global tire volume of $295 million, unfavorable foreign currency translation of $56 million, primarily in Americas, and lower sales in other tire-related businesses of $48 million, primarily due to lower aviation sales globally and a decrease in third-party sales of chemical products in Americas.
Europe, Middle East and Africa: Net sales in the third quarter of 2020 were $1,156 million, decreasing $49 million, or 4.1%, from $1,205 million in the third quarter of 2019. Net sales decreased primarily due to lower tire volume of $97 million. This decrease was partially offset by improvements in price and product mix of $40 million, driven by higher proportionate sales of commercial tires, and favorable foreign currency translation of $5 million, driven by the strengthening of the euro.
Europe, Middle East and Africa unit sales in the third quarter of 2020 decreased 1.3 million units, or 8.9%, to 13.2 million units. Replacement tire volume decreased 1.0 million units, or 8.2%, primarily in our consumer business, reflecting decreased industry demand as a result of the economic impacts of the COVID-19 pandemic and expected declines resulting from our initiative to align distribution in Europe. OE tire volume decreased 0.3 million units, or 11.3%, primarily in our consumer business, driven by lower vehicle production as a result of ongoing pandemic-related impacts at major OE manufacturers and our continued exit of declining, less profitable market segments.
Europe, Middle East and Africa unit sales in the first nine months of 2020 decreased 10.0 million units, or 23.8%, to 32.1 million units. Replacement tire volume decreased 6.4 million units, or 20.5%, primarily in our consumer business, reflecting decreased industry demand as a result of the economic impacts of the COVID-19 pandemic and expected declines resulting from our initiative to align distribution in Europe.
America: Net sales in the third quarter of 2020 were $1,823 million, decreasing $226 million, or 11.0%, from $2,049 million in the third quarter of 2019. The decrease in net sales was driven by lower tire volume of $155 million, unfavorable foreign currency translation of $58 million, primarily related to the Brazilian real, and lower sales in other tire-related businesses of $42 million, primarily due to a decrease in third-party sales of chemical products and lower aviation sales.
Asia Specific: Net sales in the first nine months of 2020 were $1,208 million, decreasing $361 million, or 23.0%, from $1,569 million in the first nine months of 2019. Net sales decreased due to lower tire volume of $320 million, unfavorable foreign currency translation of $27 million, primarily related to the weakening of the Indian rupee and Australian dollar, and lower sales in other tire-related businesses of $26 million, primarily due to lower aviation and retail sales.
Asia Specific: Replacement tire volume decreased 2.1 million units, or 15.3%, primarily in our consumer business, reflecting decreased industry demand as a result of the economic impacts of the COVID-19 pandemic.
Net sales in the third quarter of 2020 were $486 million, decreasing $62 million, or 11.3%, from $548 million in the third quarter of 2019. Net sales decreased due to lower tire volume of $43 million, unfavorable price and product mix of $9 million, and lower sales in other tire-related businesses of $8 million, primarily due to lower aviation sales.
We expect our liquidity to remain strong through the remainder of the year. However, the borrowing base under our first lien revolving credit facility is dependent, in significant part, on our eligible accounts receivable and inventory, which have declined as a result of our lower sales and production levels due to the COVID-19 pandemic.

Earnings

Bullish Statements
The change in Goodyear net income (loss) was driven by lower segment operating income, partially offset by lower income tax expense.
Our earnings and forecasts of future profitability, taking into consideration recent trends, along with three significant sources of foreign income provide us sufficient positive evidence that we will be able to utilize our remaining foreign tax credits that expire between 2025 and 2030.
Bearish Statements
Earnings in other tire-related businesses decreased by $25 million, primarily due to lower aviation and motorcycle sales.
Additionally, on April 17, 2020, we reached a tentative bargaining agreement, which was ratified on May 1, 2020, and subsequently permanently closed our Gadsden, Alabama manufacturing facility (“Gadsden”) as part of our continuing strategy to strengthen the competitiveness of our manufacturing footprint by curtailing production of tires for declining, less profitable segments of the tire market.

Expenses

Bullish Statements
These negative impacts were partially offset by cost savings of approximately $76 million, including raw material cost saving measures of approximately $6 million.
These decreases were partially offset by a $24 million increase in expense related to potentially uncollectible accounts receivable, primarily in EMEA and Americas.
Interest expense in the first nine months of 2020 was $246 million, decreasing $15 million, or 5.7%, from $261 million in the first nine months of 2019.
SAG decreased primarily due to lower global travel-related expenses of $8 million and lower product liability costs of $5 million in Americas.
We have taken, and will continue to take, other actions to reduce costs and preserve cash in order to successfully navigate the current economic environment, including limiting capital expenditures to no more than $700 million for the full year and reducing discretionary spending, including other selling, administrative and general expenses (“SAG”), which, in total, decreased by $17 million and $118 million in the three and nine months ended September 30, 2020, respectively.
These decreases were partially offset by improvements in price and product mix, primarily in EMEA and Americas. In the third quarter of 2020, Goodyear net loss was $2 million, or $0.01 per share, compared to net income of $88 million, or $0.38 per share, in the third quarter of 2019. The change in Goodyear net income (loss) was driven by lower segment operating income, partially offset by lower income tax expense.
Europe, Middle East and Africa: These decreases were partially offset by lower raw material costs of $11 million and improvements in price and product mix of $10 million.

Cashflow

Bearish Statements
We are actively monitoring our liquidity and have taken a number of actions aimed at mitigating the negative consequences of the COVID-19 pandemic on our cash flows and liquidity, such as suspending production at most of our manufacturing facilities during parts of the first half of 2020, reducing our second quarter payroll costs through a combination of furloughs, temporary salary reductions and salary deferrals, refinancing our first lien revolving credit facility to extend its maturity and increase its borrowing base, issuing $800 million of 9.5% senior notes due 2025, temporarily suspending the quarterly dividend on our common stock, reducing capital expenditures and discretionary spending, and using governmental relief efforts to defer payroll and other tax payments globally.

Debt

Bearish Statements
In addition to our previous financing activities, we may seek to undertake additional financing actions which could include restructuring bank debt or capital markets transactions, possibly including the issuance of additional debt or equity. Given the inherent uncertainty of market conditions, access to the capital markets cannot be assured.

Technical Analysis

Leap PT: 17
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Medium (Earnings Run) PT: 12.5
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Option Order Flow

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Dec. Dark Pool Prints

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Rating: BUY
EOY 2021 Target: 17 (conservative)
Feb. 2021 Target: 12.5
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Positions I’m Considering

Naked Pre-earnings Play: 10c exp. 02/12/21
Long Call Spread: BUY 7c, SELL 15p exp. 02/12/21
LEAP: 11c exp. 4/16/21
submitted by jjd1226 to PocketAnalysts [link] [comments]

Invictus, Part 10 - Cazador

First I Previous I Next
Father of the thunder, Flinger of the flame, Searing stars asunder, Hallowed be Thy Name!
Shane Leslie - ”The Pater of the Cannon”
It hadn’t been easy, getting all the various units in position. The Archers had been the hardest, as heavy as they were, but the ground units hadn’t been much easier. In theory they could have simply walked to New Seattle, only that would have left the combat suits completely drained of power. With no way to recharge them at the objective that wasn’t an option, so that meant using their ground vehicles to transport them as close as they could. Shai had sent three teams of scouts in early to recon the airfield, and so far everything was going according to plan...which of course had her on edge.
Maybe it was irrational, but cold hard experience had taught her that things never went smoothly in combat, so when the scouts reported back the airfield had minimal security it was difficult to believe her good fortune. Part of her suspicious mind whispered that it had to be a trap, but so far they hadn’t been able to sniff it out if it was. But they’d come too far to back out now, not without some bit of intelligence that proved they were walking into an ambush. She couldn’t let her fears override her tactical sense, and so she’d given the order to start the countdown.
The entire mission was timed down to the second. The Archers were already in place, waiting for the Lizard reinforcements to arrive, while the shuttles and ground forces were scheduled to attack at 0300 hours. The Cheoxxussi were also diurnal, so without knowing more about their habits she’d planned the attack for the same time human beings were at their lowest ebb. Shai checked the countdown clock on her helmet’s heads-up display, her face going hard as she saw they had less than five minutes to go before the fireworks started.
Shai turned to the right, glancing at her shadow. After their little chat she’d surrendered to the inevitable and assigned Buachalla’s platoon to accompany her during the attack. Since nothing short of chaining him to a tree was going to keep him away she’d decided to make it work for her. In fact he was now responsible for some of the most important targets they’d be hitting tonight, and she had every confidence in his abilities to take them down.
Down to two minutes now. The shuttles were already in the air and heading directly for her, which had taken some careful calculation. They were hidden all across the continent, and having them arrive all at the same time meant their departures had been predetermined as closely as possible. They’d be flying silent, in radio blackout, so they couldn’t adjust enroute. It had to be perfect...because no second chances would be given tonight.
The numbers turned red as the clock began ticking down from sixty seconds. She couldn’t see the second ground team from her position, but she knew they were there. With so many different attackers hitting them from different directions Shai hoped they’d be able to sow enough confusion into their ranks to prevent them from fighting back effectively...but just like testing a parachute there was only one way to find out.
Time seemed to slow to a crawl as the countdown neared zero. There would be no call from her to kick off the assault, the only warning the Lizards would get was when things started exploding. Her Marines were trained, experienced, and ready, and she knew each one of them were watching the clock as closely as she was.
...3...2...1...0.
And then all hell broke loose.
Assault shuttles screamed overhead as the ground teams opened fire. Rockets took out the electrical grid as they leapt from their hiding positions, plunging the airfield into darkness. They’d only have thirty seconds before the backup generators kicked in, but that target was assigned to the other team. The Cheoxxussi ships were parked in starfish-like patterns, unlike the long rows humans favored, but those tight groupings made targeting them child’s play. Cluster bombs dropped from the shuttles as they swooped across the sky like birds of prey, turning night into day as their targets began to explode.
Shai and her Marines raced across the tarmac, their powered suits allowing them to take huge strides at incredible speeds as the Lizards began to respond. Return fire could be seen lancing back out, and once again the grim display of icons going dark tore at her. She saw a Marine torn apart out of the corner of her eye, but his squadmates leapt at the Cheoxxussi like avenging angels and took the position down hard. They raced to their objectives as alarms began to sound, as platoons and squads split off to hit ammo bunkers and fuel depots. The lights flickered back on briefly before going dark once more, with Shai grinning fiercely at the confirmation the generator was down for good. The flames that now roared across the airfield gave off more than enough illumination for them to operate by, though anyone without advanced optics would find it almost impossible to make sense of the scene.
Heavy concussions rocked them as the storage tanks went up, sending huge fireballs into the sky. Shai spotted burning figures writhing on the ground like torches...Lizards caught by the blast...but she didn’t give them a second look. The team she led was heading for Base Ops, in the hope they might learn something about the enemy’s plans. Here and there Cheoxxussi could be spotted returning fire, but they were still uncoordinated and sporadic. They had to keep pushing forward, keep the pressure on them, and not give them the chance to regroup, otherwise the butcher’s bill would get a lot more expensive. They all sprinted across the flat ground for the buildings...just as the Archers opened fire.
Shai had known all along the counterattack would hit them sooner than she wanted, but she’d still hoped they’d have just a little more time.
A Lizard shuttle tumbled end over end before slamming into the concrete, the wreckage burning furiously as the Archers pumped round after round into the sky. Her own shuttles were forced to disengage from bombing ground targets and turned instead towards the attacking ships, as a chaotic furball danced above their heads. It was all but impossible to tell friend from foe as the craft bobbed and weaved, tearing at each other as the ground teams focused on destroying everything they could lay their hands on. They slammed into Base Ops like an tidal wave, firing into the building as the Cheoxxussi fought to defend it. The battle grew hot and fierce as they fought at close quarters, with one Lizard leaping out at her as she changed magazines. Without pausing she smashed her powered fist through its skull, coating her armor with gore as she finished reloading and charged up the stairs to the second floor.
As hard as the Lizards were fighting back it was obvious she had caught them by surprise. Since the invasion she’d been steering clear of the major cities, focusing instead on convoys and patrols. Without knowing how long they’d have to hold out until reinforcements arrived Shai had been husbanding her resources, but now she had thrown the bulk of her troops right into their teeth, knowing full well what it would cost her. But she had to knock out those shuttles, their bombing runs were killing civilians by the thousands...and at the end of the day she and every one of her Marines were expendable.
Explosions filled the sky as the shuttles destroyed each other, though they were fewer now, and one by one the Archers were falling silent. A brief glimpse as she fought her way through the upper floors told the grim tale...they were smashing the enemy shuttles down by the dozen, but they were taking horrific losses to do it. She shot a Lizard out of hand as they tore through the last few rooms, its body slamming into the wall as she fired into its torso, before slumping to the floor, leaving a bloody smear in its wake. Her head whipped around at the sound of gunfire to her rear, giving Buachalla a nod as he took out two more. They hadn’t spoken a word during the assault, but then they hadn’t needed to. They were like a well-oiled machine of death, destroying everything in their path, but once they finished securing the building she clicked on her com circuit.
“You know the drill,” she told the platoon, “grab anything that looks like it might contain Intel.” Papers, devices, and portable computers were hastily stuffed into heavy bags they slung over their shoulders as they filed back out. The last Marine to leave tossed in a incendiary grenade to burn what was left to the ground, as Shair checked her display.
The enemy shuttles had dwindled to a mere handful, but her own that were left were fighting for their lives. All but two of the Archer units had gone dark, and they were both dangerously low on ammo. The airfield was covered in burning debris, and while several of the airships had survived the assault, without fuel or ammo they weren’t going to do much damage.
Time to save what she could.
“This is Dagger Actual to all units,” she spoke into her mic, “Execute Bugout.”
The remaining shuttles peeled off and raced for safety, with the enemy right on their tail. The Archer launchers would have to be abandoned, but the troops she could still save. Their final act before disappearing into the trees would be to booby-trap their cannons, any Lizard that got too close was in for a very rude awakening. The ground forces raced back the way they’d came, leaping and bounding across the airfield in their powered armor as they gathered up as many of the fallen as they could.
That was perhaps the bitterest pill of all to swallow. Marines never left their dead behind, it was a point of honor that stretched back centuries. But there had been times when her predecessors had been forced to make the same hard choice she had, though she vowed to return for them if she was ever given the chance.
Not that it was likely.
Shai paused atop a small hill overlooking the airfield to survey their work. It was a scene from Hell itself, with dozens of fires burning merrily everywhere she looked. They’d hurt the bastards...and she allowed herself a cold smile of triumph before she too disappeared into the darkness.
It took time to go through what they’d gathered during the raid. The Cheoxxussi language was only poorly understood, and the programming their computers used even less so. The leading scientists of the Confederation believed their brains worked very differently than humans, which only made sense since they were aliens, after all. Still there were certain commonalities, and bit by bit they managed to piece some of the puzzle together.
Harder still was accepting the losses. She’d landed on Barrett’s World with three thousand Marines, but after they’d finished taking count Shai was horrified to learn they were down to less than fifteen hundred. Half her Marines were now dead...and relief was nowhere in sight.
The civilians had fared little better. An exact census was impossible, but their best estimates placed the current population at six and half million, out of the ten that had once called this planet home. Even though Shai knew she had done the best she could with what she had, not a day went by where she didn’t stare bleakly at those numbers, and felt nothing but shame.
During those dark hours Lieutenant Buachalla proved to be a Godsend. He knew better than anyone how much those deaths affected her, and somehow managed to keep her on an even keel. It seemed he had decided that not only was her physical safety his mission, but her mental stability as well. It wasn’t right, it should have been her keeping his morale up, but as the days dragged into weeks into months, all them leaned on each other more and more.
It was during one such session, as they poured over the Intel they’d captured, that she noticed something odd.
Shai had been going over a map they’d captured, probably the Lizard equivalent of a Tourist handbook. They’d managed to decode some of the symbols, while others they’d been able to deduce by structure and location, but there were still far too many blank spots for her liking. There was one in particular that she kept coming back to, until finally she’d called him over.
“Take a look at this,” she told him, tapping the large structure’s display. “What do you make of it?”
Buachalla cocked his head as he took the proffered map. “Hmm...well, it’s not utilities oriented,” he said cautiously. “Too far from the water and the major grid lines. Armory maybe? Or barracks?”
She shook her head. “Anything military oriented is outlined in purple. This is green.”
“Green?” He considered that for a moment. “Isn’t that what they use for Medical?”
“We’re not sure...the closest translation we’ve been able to find is “Organic”, which could mean just about anything. A hospital, maybe,” she said with a shrug.
“I think it’s something else,” he hazarded, as he pointed at another building. “This is Penfield Memorial Hospital...or at least it was, before the invasion. We know they’ve taken it over and are using it, and it looks like it got a whole lot busier after our attack. Makes sense they’d use it for a hospital too,” he suggested.
“Actually, that does make sense,” she admitted. “Alright then, what else could be labeled organic?”
“Sewage treatment? Waste disposal?” he guessed, but Shai shook her head. “Like you said earlier, too far from the water. Plus you’d want that further from the city.” She thought for a moment. “Food supply of some sort?”
“Maybe,” Buachalla said thoughtfully. “It’s not far from their ranches, and we know they’re carnivores. Could be a processing plant of some kind.” He scratched his head, before blinking in surprise at Shai’s expression. “Uh oh...I know that look,” he said with a chuckle.
Shai grinned. “They say an army travels on its stomach,” she said with a grin. “Something tells me their dinner is going to be...delayed.”
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EPA Officials Yanked From Alaska Event as Trump Team Weighs In

This is an automatic summary, original reduced by 75%.
Just three days before this week's environment conference in Alaska, the top Environmental Protection Agency official in Anchorage called the organizer with some news: The agency had been instructed by the White House to slash the number of EPA staffers who could attend.
The former head of his EPA transition team says funding for the agency should be cut.
Since the inauguration, officials have rewritten EPA web pages describing how the U.S. is working with states and other countries to address climate change.
At a panel discussion Tuesday morning slated to include six EPA staff members discussing Alaska EPA grants, only two EPA officials were at the front of the room taking questions - many of which focused on how the agency might be changing.
Eilo, executive director of the Alaska Forum, said the concern is that the senior EPA staffers from Seattle or Washington are responsible for the grant programs, or who set policy.
At a session discussing the EPA's grant programs for Alaskan tribes, designed to help pay for such things sold and hazardous waste management, attendees appeared less concerned about which EPA personnel were in attendance than about whether it would stop spending money in the state.
Summary Source | FAQ | Theory | Feedback | Top five keywords: EPA#1 change#2 Agency#3 climate#4 staff#5
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World War 2 Essay

World War II was the central event of the twentieth century. It involved all six major continents, all three of the great oceans on the planet, scores of countries, and billions of people. It caused 57 million deaths and unimaginable human suffering. It brought about the redrawing of national boundaries in Europe and Asia, forced the relocation of many ethnic groups, made millions of families homeless, and led to the virtual annihilation of the Jewish population of Europe. By the time it was over in 1945, Tokyo, Berlin, Hamburg, Leningrad, Stalingrad, Warsaw, Hiroshima, Dresden, Dusseldorf, Nagasaki, Osaka, Manila, Cologne, and dozens of other great cities had been obliterated. And population centers that had mostly avoided the worst of the death and destruction continued to see poverty and hunger linger for years after the surrender documents had been signed. Meanwhile, the prisoners and the wounded, making their way back to wives, sweethearts, parents, and children, often after an absence of many years, would carry the cost of the conflict with them for the rest of their lives.
A WORLD AT WAR There is no one date that can be said to mark the beginning of the greatest of global conflicts. In 1931, the Japanese army invaded Manchuria, a northern province of China. In July 1937, the Japanese moved again, this time directly against the Nationalist regime of Chiang Kai-shek. The atrocities that followed shocked the world. Meanwhile, in 1936, German Chancellor Adolf Hitler moved aggressively into the Rhineland, previously a demilitarized zone, and in 1938, he incorporated Czechoslovakia and Austria into the Third Reich. By this time, the Western world was fully alert to the menace of the fanatically ambitious and confident Fuhrer. Then, in the early morning hours of September 1, 1939, Hitler sent his armies into Poland. Two days later, France and Great Britain declared war on Germany. Within a matter of weeks the Soviet Union, which had recently signed a non-aggression treaty with Hitler, attacked Poland from the east. Within a month, Polish resistance collapsed, and Warsaw fell. World War II had begun.
In general, the American people did not want to have any part in a European war. They felt protected by great oceans on both sides of the North American continent. And they felt that, in World War I, American boys had fought and bled in France mostly to make fortunes for munitions makers and arms merchants. Moreover, the United States had allowed its armed forces to wither in the 1920s and 1930, so that when World War II broke out in Europe, its army of 190,000 men ranked about eighteenth in the global rankings, about on a par with Rumania and Bulgaria.
The United States might never have entered World War II if Germany, Japan, and Italy had stopped after their initial conquests. But the three Axis powers made astonishing gains in the years before the Pearl Harbor attack. After taking over Norway and neutralizing Sweden, the Nazis turned their attention to the big prize. Early in the morning of May 10, 1940, Hitler launched a blitzkrieg or lightning war against France, whose army had previously been considered the finest in the world. The revolutionary nature of the German offensive, generally credited to the brilliant strategist, Field Marshal Erich von Manstein, was to concentrate all available tanks into a few specialized and highly mobile armored divisions rather than to spread them out evenly among infantry units. These panzer formations were to smash holes in the enemy line and then break out into the rear, creating havoc on the roads and, supported by Luftwaffe dive bombers, preventing the Allies from plugging the gaps. They did this by attacking through the dense Ardennes forests in Luxembourg and southern Belgium, crossing the Meuse River long before the Allied high command had thought possible. The British and French armies actually had more and better tanks than the attackers, but new strategic and tactical concepts carried the contest. The German tank columns swept everything before them, and the French defenses soon collapsed. In fact, the almost total collapse of the proud French army in May 1940 remains one of the most incredible events in all of military history. France sued for peace in June, and Hitler’s victorious troops marched past the Arc de Triomphe in Paris.
The British Expeditionary Force, which had been sent in 1939 to help defend France from the Wehrmacht, was cut off when German panzer divisions cut west toward the English Channel, effectively isolating more than 300,000 Allied troops. Fortunately for Prime Minister Winston Churchill, the Royal Navy was able to extricate his trapped soldiers from the port of Dunkirk. But at the end of June 1940, essentially all of western Europe was under the control of Berlin.
Hitler expected Great Britain, his only remaining foe, to recognize the superiority of German arms and to remove itself from active involvement in Europe. After all, he reasoned, Germany sought lebensraum or growing space in the east and had no intention of dismantling the British Empire. Why not just divide the world? Why would the Anglo-Saxons not be content with their vast holdings in Asia, on the other side of the world? When London refused to capitulate or to do the sensible thing, the Fuhrer unleashed the Luftwaffe on the English homeland, expecting that its heavy blows would bring Churchill to his senses. At about the same time, in a dramatic BBC radio address from London on June 18, 1940, General Charles de Gaulle called upon his French countrymen to resist their German conquerors. Meanwhile, Italy, not satisfied with its conquest of Ethiopia in 1935–1936, turned its attention toward Greece. And Japan expanded its military operations in China.
In 1941, however, Hitler made a colossal blunder. In fact, perhaps no event in human history can match in significance the Fuhrer’s decision to invade the Soviet Union in the early summer. He had not defeated Great Britain, and yet he was turning his armies to the east, initiating a two-front war. When his soldiers crossed the USSR frontier on June 22, the Nazis leader’s new opponent became Joseph Stalin, a dictator as ruthless and cunning as himself, and the head of both the largest country and the largest army on earth. The eastern front, which involved hundreds of combat divisions stretched over thousands of miles of windswept terrain, would turn out to be a human furnace that consumed soldiers as hungrily as steam engines consume coals. Germany essentially bled to death in Russia, as four-fifths of all Wehrmacht soldiers who perished in the war died while fighting the Red Army. For the Soviet Union, the carnage was even worse. A staggering 27 million USSR citizens died in what for them will always be “the Great Patriotic War.”
President Franklin D. Roosevelt followed the news of fighting in Europe with obvious concern. He knew his countrymen did not want to be involved, and indeed he ran for an unprecedented third term in the White House with the slogan, “He kept us out of war.“ Isolationist sentiment was powerful, and no less a personage than Charles Lindbergh led an America First movement that aimed to avoid all foreign entanglements. Moreover, many ethnic Americans were not anxious to help the British. German Americans and Italian Americans, for example, while loyal to the United States, were also proud that Hitler and Mussolini had restored pride and confidence to their homelands, while Irish Americans, long hostile to the government in London, did not want to go to war to advance the interests of the hated English. On the other side of the interventionist divide, Jewish Americans were more aware of Hitler’s intense anti-Semitism and of the new regulations and laws that limited Jewish access to the professions in Germany. They also knew that when brown-shirted, Nazi thugs attacked Jewish businesses and synagogues, the Berlin government had done nothing to protect its Jewish citizens.
FDR was of course aware of these cross-currents. And he also knew that if Germany ever controlled all of Europe, its power would be colossal. So, sometimes quietly, sometimes forcefully, he moved his nation to a state of greater preparedness. On July 19, 1940, he signed into law the largest shipbuilding program in American history, one that would essentially double the size of the already impressive United States Navy. And the Army, directed by Chief of Staff George C. Marshall, began to grow to a size more appropriate to a great power. Also in 1940, the President took the momentous step of federalizing the National Guard of all the states. If the American republic was ever to be dragged into the conflict, Roosevelt wanted the nation to be ready.
JAPANESE AMBITIONS Japanese leaders felt that they were being unfairly held back by the United States, Great Britain, and the Netherlands, which together controlled most of the natural resources, especially oil, to the south of Japan, in places now known as Malaysia, Indonesia, Vietnam, and the Philippines. Essentially, the Western powers said they would not send scrap iron and sell resources to the Japanese if their government did not remove its troops from China and renounce its ambitions there.
Why should the proud Japanese, with their centuries of tradition, their modern navy, and their ambitions for future glory, give up their dreams because those dreams did not fit with the wishes of white Westerners. They wanted their own empire and their own seat at the table among the great nations of the world.
So, the Tokyo government would have to seize the resources it needed, which meant certain war with the West. But in which direction would the Japanese move? Essentially, they had three options. The first was to aid Nazi Germany and to attack to the north against the Russian Far East from Japanese bases in Manchuria. Such a Japanese strike against the Soviets would have divided Soviet resources and probably resulted in a victory for Hitler over the USSR. But Japan needed oil and rubber quickly, and those resources were not easily available to the north.
A second option would have involved striking southwest against the British Empire in the Indian Ocean, taking Singapore, Malaysia, and French Indo-China and threatening to link up with German Field Marshal Erwin Rommel’s Afrika Korps at the Suez Canal. This strategy had a good probability of success, but the Japanese supply lines to the Indian Ocean would have to run past the US-controlled Philippine Islands.
Thus, the Rising Sun had to take the third and militarily worst option—a direct strike against the United States—the one country with the natural resources, the population size, and the industrial capacity to crush Japan. It would require a bold and audacious attack on the United States Pacific Fleet, which President Roosevelt had recently redeployed from its home port in San Diego to its forward operating base at Pearl Harbor in the Hawaiian Islands. Such an assault would require meticulous planning, intense training, absolute secrecy, and complete surprise. Fortunately for the Japanese, in Admiral Isoroku Yamamoto, commander in chief of the Combined Fleet, they had the perfect leader. His plan was to first cripple the American fleet and then to force a gigantic naval battle somewhere in the vast Pacific. The Japanese, according to Yamamoto’s plan, would win a decisive victory, and thus force President Roosevelt to yield to Tokyo’s territorial demands in its theater of influence.
By every military measure, Japan’s early morning attack on the great fleet anchorage at Pearl Harbor on December 7, 1941, was a success. Its aircraft carriers managed to cross the Pacific Ocean without being spotted, and its torpedo and dive bombers achieved complete surprise against the sleeping American fleet. All eight American battleships were disabled or sent to the bottom, as were dozens of smaller vessels. More than a thousand sailors died on the USS Arizona alone, and they represented less than half of the Navy losses that day. By contrast, the Japanese attackers lost only a few pilots and planes, and no ships. Admiral Yamamoto had every reason to be proud. He had only two reasons for immediate concern. First, the three large American aircraft carriers attached to the Pacific Fleet were not in Pearl Harbor, but were at sea on a practice mission, and the Japanese aviators could not find them. Second, Yamamoto had not thought to order his pilots to blow up the giant oil tanks and fuel storage facilities that dotted the area around Pearl Harbor.
But those were minor issues compared to the admiral’s greatest worry. Despite his great victory, he thought the Japanese had simply awakened a sleeping giant. Yamamoto expected the Japanese army and navy to run wild for six months, but then, he feared, the United States would gather its enormous human and material resources and hurl them against the admiral’s island nation. And in the case of a protracted war against the American republic, Japan’s most famous officer realized that the cause was almost hopeless.
THE UNITED STATES GOES TO WAR The great national debate about whether the United States should get involved in World War II essentially ended when the first bombs fell on the Hawaiian Islands. Few Americans had ever been to Japan, and fewer still cared about it one way or the other. But as radios across the land sent out the news of a sneak attack on the American base at Pearl Harbor, a gigantic nation, a “sleeping giant” as Admiral Yamamoto called it, was roused to fury. The next day, a Monday, President Roosevelt spoke before a joint session of Congress. Referring to December 7 as “a day which will live in infamy,” he asked for a Declaration of War against the Empire of Japan, which was approved without debate and almost without dissent. Surprisingly, on December 10, Germany declared war on the United States even though Hitler’s treaty with Japan was a defensive arrangement that did not require him to act, because Japan had been the aggressor. The Fuhrer made many miscalculations during the war; perhaps this was his biggest mistake.
President Roosevelt was happy that the United States was in the war, and in fact, he had manipulated the Japanese into firing the first shot. But he had expected the initial Japanese attack to be against the Philippines, not on a presumably impregnable naval base in the middle of a huge ocean. He was shocked by what happened at Pearl Harbor, and was horrified by the destruction of his battleships and the devastating number of deaths on December 7. But the American nation could make up such human and material losses. And the President knew how to funnel national anger at Japan into a much more critical war against Germany. FDR understood better than his countrymen that Germany was the greater threat and that Japan could be dealt with almost at leisure. It was a sentiment shared by British Prime Minister Winston Churchill. When he heard of the Pearl Harbor disaster, he actually breathed a sigh of relief, noting in his wartime diary: “So we have won after all.”
The United States had great military potential, but in December of 1941 it was still more potential than reality. Immediately, the nation launched the greatest industrial expansion in human history. Within months, new orders for munitions, uniforms, and combat vehicles absorbed the remaining unemployed workers from the Great Depression. Old factories were expanded and modernized, and giant new ones sprang up as if by magic, especially in the South and West. Outside Detroit, the Chrysler Tank Arsenal produced the tanks and armored vehicles that would become the spearheads of General George S. Patton’s Third Army.
In the skies American dominance was clear. In Washington State and in Kansas, Boeing built the great four-engine, strategic bomber fleets that destroyed entire cities. As early as 1942, American factories were already churning out 48,000 airplanes, more than Germany and Japan combined. By 1944, assembly lines in southern California, Seattle, and Long Island were producing almost 100,000 aircraft, a total greater than the combined output of Germany, Japan, and the British Empire. Statistics for trucks, jeeps, landing ships, artillery pieces, and self-propelled guns were almost as dramatic.
Perhaps the most incredible numbers were put up at sea. By 1945, the United States Navy was larger and more powerful than the navies of all other countries put together. The Bath Iron Works in Maine produced more destroyers than all of Japan, while the Kaiser shipyards in California proved able to build an entire Victory ship, from beginning to end, in a mere seventy-two hours. And the Brooklyn Navy Yard, with 71,000 employees working around the clock, seven days a week, became the busiest and most productive such enterprise anywhere.
In order the make the instruments of war, as well as uniforms, penicillin, light bulbs, and shoes, the need for manpower was great. Indeed, manpower became the wrong word. As millions of men joined the Army and as industrial production soared, women became the obvious source of labor. While many women remained at home with their children, and others worked in volunteer activities, the growth in female employment between 1942 and 1945 was staggering. At first, they took non-defense jobs as clerks, cabbies, truck drivers, waitresses, ambulance crews, streetcar conductors, and filling station attendants. Soon, however, opportunities in shipyards and aircraft factories opened up. One historian has estimated that a full one-third of aircraft industry employment in California was female.
Japanese Americans and African Americans had a harder time proving their importance and finding full citizenship. Prejudice against Asians on the West Coast had been a theme of American history for generations before World War II, but the Pearl Harbor attack meant that Japanese Americans, many of whom had been citizens of the United States since birth, were suspected of being enemy agents. In one of the more disgraceful aspects of American history, they were rounded up and sent to makeshift internment camps far from their homes and businesses. Yet not a single conviction ever resulted from an unpatriotic act by a Japanese American, and many served with courage and honor in the armed forces.
The color line has long been a defining part of the American experience, and World War II, despite being waged against two countries that celebrated racial homogeneity, did not bring immediate relief to the long-suffering black minority of the United States. In fact, blacks were not allowed in the Marine Corps and were inducted as sailors only to serve as cooks. Even in the Army, they served in segregated units under mostly white officers. Conditions were scarcely better at home. The worst incidents took place in Detroit in 1943, when Belle Isle became a site of racial warfare.
OVER THERE The tanks, artillery, ships, and trucks churned out by the arsenal of democracy would be useful only if brave men could be found to take them into harm’s way. In this respect, the United States proved to be exceptionally fruitful. After Pearl Harbor, induction centers across the nation were swamped with volunteers who were anxious to take a swing at the brash Japanese. Even so, by 1943 Washington had resorted to a draft of all able-bodied males between eighteen and forty. The Marine Corps expanded from one division to five, while the Navy put more than a thousand ships to sea. The Army was the largest of all the services, and its basic training facilities at Fort Benning, Georgia (infantry); Fort Bragg, North Carolina (airborne): Fort Sill, Oklahoma (artillery); and Fort Hood, Texas (armor), became small cities in their own right. By 1945, about sixteen million Americans had served in uniform, a figure that did not include the merchant marine, where responsibilities were as important and jobs as dangerous as those of any soldier, sailor, or airman.
As the war continued into 1942, 1943, and 1944, and as millions of newly minted soldiers and sailors joined the armed forces, separation and longing became the most common emotional experiences of the time. As long as the men were stateside, there was at least a chance of seeing a wife or a sweetheart for a stolen weekend somewhere far from home. The songs of the time—“Till We Meet Again” and “I’ll Be Seeing You, in All the Old Familiar Places,” among others—reflected the feelings of loneliness that were felt in every town and by almost every family.
Eventually, most soldiers and Marines were shipped overseas, and their last view of America was from the ports of embarkation—New York on the East Coast and San Francisco on the West. But before leaving, they typically spent a week or ten days at a final staging area—Camp Shanks and Camp Kilmer near New York City were the largest—where they received required inoculations and made out their last wills and testaments.
That last period in the United States often offered the opportunity for a few days of liberty. Because trains across the country were jammed and overloaded, there was no chance for a trip home. But the port of embarkation, especially Manhattan, was another story. There, among the bright lights, nightclubs, and stage-door canteens of the largest city in the world, they drank and laughed and at least pretended to be confident and happy.
The next step was to board a troopship. Whether they sailed on converted transatlantic liners like the Queen Elizabeth or the Queen Mary or ordinary transports, quarters were tight, pleasures were few, and danger was constant. Especially in the Atlantic Ocean, where German U-boats lurked beneath the surface, the most common way to get to Europe was in a convoy of about fifty or sixty similar ships, all protected by a screen of destroyers and maybe one cruiser. Mercifully, the Allied navies gained superiority over the Nazi submarines before most American soldiers crossed the ocean, and only 8,000 men were lost out of four million who made the journey aboard the defenseless cargo vessels.
By late 1942, the tide had turned against the Axis. In June, the United States Navy won its greatest victory ever in the Battle of Midway, in which an outnumbered American carrier force inflicted devastating losses on the then superior Japanese fleet. By September, American Marines were clawing back on Guadalcanal, and beginning an island-hopping campaign that required them to fight their way across the Pacific. The good news, however, was that after the Battle of Midway, the Japanese were no longer able to undertake offensive operations. It was just a matter of time before the Rising Sun was crushed by American air and naval superiority.
The German army was another matter. Generally regarded as the finest fighting force in the war, it had superbly trained and battle-hardened soldiers, sophisticated weapons, and brilliant tactical leaders, such as von Manstein, Rommel, and Heinz Guderian. Only an enormous sacrifice by many nations could bring it down. But it happened. In the fall of 1942, the British Eighth Army counterattacked against the Afrika Korps and soon sent Rommel scurrying home to Germany. Meanwhile, the Americans who had landed in Morocco and Algeria trapped thousands of Nazi soldiers who could not escape across the Mediterranean Sea. In 1943, a combined Anglo-American force invaded Sicily and then Italy, ultimately knocking that country out of the war. And in perhaps the most devastating battle of all time, at Stalingrad between August 1942 and February 1943, the proud German Sixth Army, conquerors of France, was systematically annihilated by a vengeful Red Army. Thereafter, Hitler’s legions were rarely able to attack. Instead, they were bludgeoned by enormous forces coordinated by the Big Three—Roosevelt, Churchill, and Stalin.
After the successful Allied landings in 1943 in Sicily and Italy, General George C. Marshall, Chief of Staff of the United States Army and probably the most important officer on the Allied side in the war, recommended to FDR that Dwight D. Eisenhower be made Supreme Commander of the Allied crusade in Europe. Marshall had wanted the job for himself, but President Roosevelt said he would not be comfortable if his right-hand man were not nearby in Washington.
So it fell to an obscure Kansan to take charge of the greatest invasion in history. Ike had been only a lieutenant colonel when the war began in 1939. But his good judgment, hard work, and devotion to duty were recognized early on by Marshall, who quickly promoted the affable staff officer over dozens of senior generals. By the early months of 1944, Eisenhower was in charge of all American and Allied ground, sea, and air forces in Europe and busy assembling a gigantic invasion force in England. His mission was to assault the Nazi Atlantic Wall, a network of artillery, beach hazards, and pillboxes that were designed to slaughter anyone foolish enough to come out of the water.
The story of D-Day, June 6, 1944, has been told many times. Suffice it to say here that General Eisenhower did four things that will distinguish him forever. First, he made a decision on June 5 that only he could make—to go forward with the invasion despite a terrible weather forecast. By contrast, Field Marshal Rommel, the commander of the Atlantic Wall, who no doubt saw the same predictions, decided that the weather would be so awful that he could safely go back to Germany to visit his wife and son. Eisenhower took a chance that the weather would break and allow the landings to go forward. Fortunately, his hunch proved to be correct.
Second, the Supreme Commander took personal responsibility for possible failure, preparing a statement for release to the press in case the invasion force was hurled back into the sea. In such a circumstance, General Eisenhower reported that his soldiers and sailors had done everything he or anyone else could have expected, and that his withdrawal from the beachhead was his fault alone. As it happened, his message never had to be released.
Third, Eisenhower, knowing that having given the order to attack, he could do nothing more of a supervisory nature on the afternoon and evening of June 5, visited the airfields where many thousands of American paratroopers were already making final preparations to be dropped into the midnight darkness behind German lines. With parachutes on their backs, they had blackened their faces and wore heavy camouflage as they stood in groups waiting to board their aircraft. Members of the 82nd and 101st Airborne Divisions, they would be the first invaders to land anywhere in Nazi-occupied France, and Ike knew that hundreds of them, maybe more, would be killed the next day. So the commanding general walked informally among the young men, many of them only teenagers, chatting about their hometowns, working his way through the throng, recognizing the perils they would all soon be facing.
Finally, as the thousands of ships of the main invasion force pushed away from piers and began to cross the English Channel for the short voyage to Normandy, General Eisenhower read a personal message to the troops who were about to go ashore:
You are about to embark upon the Great Crusade, toward which we have striven these many months. The eyes of the world are upon you. The hopes and prayers of liberty-loving people everywhere march with you. In company with our brave Allies and brothers-in-arms on other Fronts, you will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world.
THE END OF THE WAR The D-Day landings were successful, and despite bitter fighting over the coming months, the Allies used their heavy artillery, their enormous air armada, and their dozens of well-equipped infantry divisions to pulverize the once invincible German war machine. With the Red Army smashing into East Prussia from the east, the British and American heavy bombers raining destruction from the skies on German cities, and Allied armored columns crossing the Rhine River and encircling trapped Wehrmacht divisions, Adolf Hitler committed suicide in his Berlin bunker on April 30, 1945. All resistance ceased within the week. Upon accepting the surrender of Nazi officials, General Eisenhower sent to his superiors what is surely the most succinct message ever sent by a victorious commander: “The mission of this Allied force was accomplished at 0241hours, May 7th, 1945.”
JAPANESE COLLAPSE Although the warlords in Tokyo could boast of brave and devoted soldiers, of airplanes (like the vaunted ”Zero”) that were as fine as any anywhere, and of ships and sailors that were world class, Japan never had a chance against the United States. It did not have enough of anything, except courage and fanaticism, to compete with a continental nation with almost infinite resources. At Tarawa, at Iwo Jima, and at Okinawa, the Japanese fought almost to the last man. It was no use. In desperation, they created an elite force of suicide pilots, called kamakazees, who took off with only enough fuel for a one-way trip. Their mission was to crash their aircraft into the ships of the United States Navy. They died in glory, but they were too few and too late. And after President Harry S. Truman (FDR had died in April 1945) ordered atomic bombs to be dropped on Hiroshima and Nagasaki, even the most fanatical Japanese militarist had to realize that further resistance was madness. On August 14, 1945, Truman announced over the radio that the war was over. On September 2, 1945, on the deck of the great battleship, the USS Missouri, representatives of the Japanese government signed the formal instrument of surrender. World War II had ended.
THE WAR IN RETROSPECT In many respects, the United States was the big winner in World War II. Relative to Germany, Japan, and the Soviet Union, its battle deaths were relatively few in number. Its great cities, like New York, Chicago, Philadelphia, Boston, San Francisco, and Los Angeles, were never occupied by enemy armies or laid waste by falling bombs. Its factories and steel mills, farms and subdivisions, and stores and schools were unscathed by the conflict. Alone among major world capitals, Washington emerged from the war more confident than ever, and its airplanes, fleets, and armies, not to mention its atomic weapons, gave it military superiority over any potential opponent. By every measure, the United States led the world in 1945, and it was about to begin two generations of prosperity unmatched in history.
But no one in America who had lived as an adult through the Great Depression and the years of total mobilization and total war that followed it would claim that the experience had been easy or had been achieved without enormous sacrifice and cost. Indeed, those years of deprivation, fear, and longing would always be as central to their lives as they were to the century in which they lived.
Kenneth T. Jackson is the Jacques Barzun Professor in History and the Social Sciences and director of the Herbert H. Lehman Center for American History at Columbia University. His publications include Crabgrass Frontier: The Suburbanization of the United States (1987), Empire City: New York through the Centuries (2002), and The Encyclopedia of New York City (2nd ed., 2010).
Credit to www.gilderlehrman.org©
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12550 Stone Ave N Seattle, WA 98133 9:30 a.m. - 4:30 p.m. Closed on July 4, Thanksgiving Day, Christmas Day, and New Year's Day. Hazardous Waste Management Program in King County 201 S. Jackson Street, Suite 5600 Seattle, WA 98104. Hazardous Waste Line 206-296-4692 | TTY Relay: 711 The Hazardous Waste Management Program (Haz Waste Program) appreciates its ongoing collaboration with the Washington State Department of Ecology (Ecology) and Department of Health (DOH) to identify sources and recommend actions to reduce the use, release, and exposure of PFAS in Washington. Local Hazardous Waste Management Program in King County. Jun 2017 – Present 3 years 4 months. Greater Seattle Area. Childhood lead poisoning prevention project is now moving into development and Household hazardous wastes are accepted at four fixed collection sites in Seattle and King County. In addition to these four sites, the traveling Wastemobile provides household hazardous waste collection services within many communities in King County. If you live in King County you can use any of these facilities. Disposal service is paid for in The Port of Seattle’s Hazardous Waste Program at SEA Airport ensures proper management of hazardous waste streams through educational and technical assistance efforts that emphasize compliance, waste minimization, and recycling. We began developing progressive pollution prevention strategies in 1995. Seattle has two household hazardous waste facilities that are free for Seattle residents. These are separate facilities from the Transfer Stations, and the Transfer Stations do not accept household hazardous waste. No appointment is needed. Commercial and business waste is not accepted. The Hazardous Waste Management Program is a regional partnership implemented through a multi-jurisdictional Management Coordination Committee (MCC). The MCC sets the Program’s strategic direction, implementation policies, and oversees Program operations, including development of budgets and work plans. – El Programa de Manejo de Desechos Peligrosos del Condado de King, The Hazardous Waste Management Program lanzó una nueva campaña llamada “Ojo con el cloro”, con la que se pretende educar a la comunidad latina sobre los potenciales riesgos para la salud de este químico. The Local Hazardous Waste Management Program in King County (LHWMP) is a multi-jurisdictional program that focuses on reducing public and environmental exposure to hazardous materials. Program partners are: Public Health - Seattle & King County, King County Water and Land Resources Division, King County Solid Waste Division, Seattle Public Utilities, Tribal Governments and the 37… Local Hazardous Waste Management Program services are provided jointly by: • King County Department of Natural Resources & Parks (Water and Land Resources Division and Solid Waste Division) • Public Health – Seattle & King County • Seattle Public Utilities • The 37 suburban cities located within King County The Management Coordination Committee, of which we five are members

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Why China Doesn’t Want Your Trash Anymore - YouTube

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