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Nissan recalls 3,065 Pathfinders for transmission fluid leak

Nissan is recalling 3,065 units of the 2013 Pathfinder equipped with the CVT, due to a potential transmission fluid leak. On crossovers built from April 18, 2012 to October 3,2012 "inadequate clamping force" on the hose connected to the internal oil cooler can cause the hose to come loose and let fluid escape. A severe loss of fluid can cause the transmission to stop working properly.
The recall is the result of a safety investigation begun last September, when it was thought a recall could involve 110,000 units of the Pathfinder and Infiniti JX35. Asked for comment about how such a large number of vehicles potentially involved could end up with just 3,065 being recalled, Nissan rep Steve Yaeger told Autoblog that Nissan initiated a service campaign for the issue last year - a service campaign notifies owners to take their vehicles to the dealer for repair of "what is generally not a safety issue" - and that there was a "production improvement" that addressed the clamping issue. The service campaign included the vehicles being recalled, but the recall is limited to just those vehicles that were built before the production-line fix.
Nissan will begin informing affected owners next month, at which time owners can take their vehicles to dealers to have the hose clamp repaired. The press release below from the National Highway Traffic Safety Administration has more information.

Suspects in Ghosn's Japanese escape stand trial in Turkey

ISTANBUL - Seven suspects went on trial in Turkey on Friday over their alleged involvement in former Nissan boss Carlos Ghosn's dramatic escape from Japan to Lebanon via Istanbul at the end of last year. Ghosn, once a titan of the global auto industry, had been arrested in Japan in late 2018 and charged with underreporting his salary and using company funds for personal purposes, charges he denies. The ousted chairman of the alliance of Renault, Nissan Motor Co and Mitsubishi Motors Corp had been awaiting his trial under house arrest in Japan when he made a dramatic escape in December to Beirut, his childhood home. An executive from Turkish private jet operator MNG Jet and four pilots were detained in early January soon after Ghosn's escape and charged with migrant smuggling, a sentence carrying a maximum sentence of eight years in jail. They appeared in white protective overalls, masks and gloves as a measure against the coronavirus, as the court in Istanbul began hearing their defence. Two flight attendants, charged with failing to report a crime - a charge carrying a sentence of up to one year - were also there. The first defendant to speak was a pilot on the Osaka-Istanbul flight, Noyan Pasin, who denied the charge. Prosecutors, in their indictment, had said MNG Jet operations manager Okan Kosemen - who is one of the seven on trial - knew before the Osaka flight that Ghosn would be on board and would transfer to Beirut. Kosemen, who also pleaded not guilty, said in court on Friday he was only told via phone about Ghosn's presence mid-flight from Osaka and cooperated under duress. The prosecution said Kosemen used WhatsApp to communicate with pilots before, during and after the Osaka-Istanbul flight, using terms like "luggage" and "consignment" to refer to Ghosn. The five other suspects also deny the charges, according to the indictment. SAGA SHAKES AUTO WORLD According to the indictment, Kosemen told prosecutors a price of $175,000 was agreed for the flight with a Lebanese broker and paid into MNG Jet's bank account. At the time of the incident, MNG Jet said Kosemen acted without the knowledge of the company and it had filed a criminal complaint for the illegal use of its aircraft. Japan has formally asked the United States to extradite two Americans - a former Green Beret and his son - who also stand accused of helping Ghosn flee Japan. They were arrested in Massachusetts in May.

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.