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2013 Mitsubishi Outlander Sport models with leather seats recalled over airbag fears

Mitsubishi is recalling 733 of its 2013 Outlander Sports that were fitted with leather seat covers due to problems with the seat-mounted airbags. Apparently, the wiring for the airbags may have been routed incorrectly when the seat covers were installed at the port.
According to the National Highway Traffic Safety Administration bulletin, the issue only really crops up if owners adjust the height of the seats. Naturally, if the seat wiring is damaged, the airbag may not deploy in the event of a side impact.
The affected vehicles were all manufactured between July 20, 2012 and May 29, 2013. There have been no reported injuries or accidents due to this issue. Mitsubishi, meanwhile, will begin notifying owners, who will need to report to their local dealer for free inspections or repairs. Take a look below for the bulletin from NHTSA.

Mitsubishi celebrates 40 years in UK with Evo festooned with aftermarket bits

Mitsubishi has an anniversary to celebrate. It has been selling cars in the UK for the last 40 years, and in recognition it is launching the Lancer Evolution X FQ-440 MR special edition with some real performance upgrades from top aftermarket companies. The models will be limited to 40 units in Frost White and priced at £50,000 each.
The special Evo uses a tweaked ECU to boost power to 440 horsepower and 412 pound-feet of torque with a six-speed, twin-clutch Sports Shift Transmission, and the engine receives a long list of augmentations with an intake, intercooler piping and tubular manifold from Janspeed, plus motorsport-specification, high-flow fuel injectors. To keep up with the acceleration, it gets six-piston front brake calipers and upgraded rear brakes behind 18-inch BBS forged alloy wheels. The suspension is lowered by 35 millimeters (1.378 inches) in the front and 30mm (1.181 inches) in the rear with Eibach coil springs.
The interior gets improvements to fit the performance upgrades. Leather-covered Recaro seats are found up front, along with an eight-speaker, Rockford Fosgate audio setup complete with a subwoofer. Navigation is standard with a seven-inch LCD touchscreen. The special edition definitely won't be making it to the US, but it's nice to see Mitsubishi commemorating itself with a performance model. Scroll down to get the full specs in the press release.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.