Jack Ryan Books 7-12 Page 16

  Until now.

  The men sitting in the tub were friends and associates of many years’ standing, and with Kozo Matsuda’s quiet and dignified announcement of his company’s current cash-flow difficulties, all of them saw collective disaster on a horizon that was suddenly far closer than they had expected only two hours earlier. The bankers present could offer loans, but interest rates were higher now. The industrialists could offer favors, but those would affect the bottom-line profits of their operations, with adverse effects on already-staggering stock prices. Yes, they could save their friend from ruin, along with which, in their society, came personal disgrace that would forever remove him from this intimate group. If they didn’t, he would have to take his “best” chance, to put some of his office buildings, quietly, on the market, hoping, quietly, that someone would purchase them at something akin to the assumed value. But that was most unlikely—this they knew; they themselves would not be willing to do it—and if it became known that “book value” was as fictional as the writings of Jules Verne, then they would suffer, too. The bankers would have to admit that the security of their loans, and consequently the security of their depositors’ money, was also a hollow fiction. A quantity of “real” money so massive as to be comprehended only as a number would be seen to have vanished as though by some sort of evil magic. For all these reasons, they would do what had to be done, they would help Matsuda and his company, receiving concessions in return, of course, but fronting the money he and his operations needed.

  The problem was that although they could do it once, probably twice, and maybe even a third time, events would soon cascade, finding their own precipitous momentum, and there would soon come a time when they could not do what was necessary to support the house of cards. The consequences were not easily contemplated.

  All six of the men looked down at the water, unable to meet the eyes of the others, because their society did not easily allow men to communicate fear, and fear is what they all felt. They were responsible, after all. Their corporations were in their own hands, ruled as autocratically as the holdings of a J. P. Morgan. With their control came a lavish life-style, immense personal power, and, ultimately, total personal accountability. All the decisions had been theirs, after all, and if those decisions had been faulty, then the responsibility was theirs in a society where public failure was as painful as death.

  “Yamata-san is right,” one of the bankers said quietly, without moving his body. “I was in error to dispute his view.”

  Marveling at his courage, and as though in one voice, the others nodded and whispered, “Hai.”

  Then another man spoke. “We need to seek his counsel on this matter.”

  The factory worked two hectic shifts, so popular was what it turned out. Set in the hills of Kentucky, the single building occupied over a hundred acres and was surrounded in turn by a parking lot for its workers and another for its products, with an area for loading trucks, and another for loading trains, run into the facility by CSX.

  The premier new car on American and Japanese markets, the Cresta was named for the toboggan run at St. Moritz, in Switzerland, where a senior Japanese auto executive, somewhat in his cups, had taken up a challenge to try his luck on one of the deceptively simple sleds. He’d rocketed down the track, only to lose control at the treacherous Shuttlecock curve, turned himself into a ballistic object and dislocated his hip in the process. To honor the course that had given him a needed lesson in humility, he’d decided in the local casualty hospital to enshrine his experience in a new car, at that time merely a set of drawings and specifications.

  As with nearly everything generated by the Japanese auto industry, the Cresta was a masterpiece of engineering. Popularly priced, its front-wheel drive attached to a sporty and fuel-efficient four-cylinder, sixteen-valve engine, it sat two adults in the front and two or three children quite comfortably in the back, and had become overnight both the Motor Trend Car of the Year and the savior of a Japanese manufacturer that had suffered three straight years of declining sales because of Detroit’s rebounding efforts to take back the American market. The single most popular car for young adults with families, it came “loaded” with options and was manufactured on both sides of the Pacific to meet a global demand.

  This plant, set thirty miles outside Lexington, Kentucky, was state-of-the-art in all respects. The employees earned union wages without having had to join the UAW, and on both attempts to create a union shop, supervised by the National Labor Relations Board, the powerful organization had failed to get even as much as 40 percent of the vote and gone away grumbling at the unaccustomed stupidity of the workers.

  As with any such operation, there was an element of unreality to it. Auto parts entered the building at one end, and finished automobiles exited at the other. Some of the parts were even American made, though not as many as the U.S. government would have wished. Indeed, the factory manager would have preferred more domestic content as well, especially in the winter, when adverse weather on the Pacific could interfere with the delivery of parts—even a one-day delay in arrival time of a single ship could bring some inventories dangerously low, since the plant ran on minimal overhead—and the demand for his Crestas was greater than his ability to manufacture them. The parts arrived mostly by train-loaded containers from ports on both American coasts, were separated by type, and stored in stockrooms adjacent to the portion of the assembly line at which they would be joined with the automobiles. Much of the work was done by robots, but there was no substitute for the skilled hands of a worker with eyes and a brain, and in truth the automated functions were mainly things that people didn’t enjoy anyway. The very efficiency of the plant made for the affordable cost of the Cresta, and the busy schedule, with plenty of overtime, made for workers who, with this region’s first taste of really well-paying manufacturing jobs, applied themselves as diligently as their Japanese counterparts, and, their Japanese supervisors admitted quietly both to themselves and in internal company memoranda, rather more creatively. Fully a dozen major innovations suggested by workers on this line, just in this year, had been adopted at once in similar factories six thousand miles away. The supervisory personnel themselves greatly enjoyed living in Middle America. The price of their homes and the expanse of land that came with them both came as startling revelations, and after the initial discomfort of being in an alien land, they all began the process of succumbing to local hospitality, joining the local lawyers on the golf links, stopping off at McDonald’s for a burger, watching their children play T-Ball with the local kids, often amazed at their welcome after what they’d expected. (The local TV cable system had even added NHK to its service, for the two hundred families who wanted the flavor of something from home.) In the process they also generated a tidy profit for their parent corporation, which, unfortunately, was now trapped into barely breaking even on the Crestas produced in Japan due to the unexpectedly high productivity of the Kentucky plant and the continuing decline of the dollar against the yen. For that reason, additional land was being bought this very week to increase the capacity of the plant by 60 percent. A third shift, while a possibility, would have reduced line maintenance, with a consequent adverse effect on quality control, which was a risk the company was unwilling to run, considering the renewed competition from Detroit.

  Early in the line, two workers attached the gasoline tanks to the frames. One, off the line, removed the tank from its shipping carton and set it on a moving track that carried it to the second worker, whose job was to manhandle the light but bulky artifact into place. Plastic hangers held the tank briefly until the worker made the attachment permanent, and the plastic hangers were then removed before the chassis moved on to the next station.

  The cardboard was soggy, the woman in the storage room noted. She held her hand to her nose and smelled sea salt. The container that had held this shipment of gas tanks had been improperly closed, and a stormy sea had invaded it. A good thing, she thought, that the tanks were all wea
ther-sealed and galvanized. Perhaps fifteen or twenty of the tanks had been exposed to seawater. She considered mentioning it to the supervisor, but on looking around she couldn’t see him. She had the authority on her own to stop the line—tra—ditionally a very rare power for an auto-assembly worker—until the question of the gas tanks was cleared up. Every worker in the plant had that theoretical power, but she was new here, and really needed her supervisor to make the call. Looking around more, she almost stopped the line by her inaction, which caused an abrupt whistle from the line worker. Well, it couldn’t be that big a deal, could it? She slid the tank on the track, and, opening the next box, forgot about it. She would never know that she was part of a chain of events that would soon kill one family and wound two others.

  Two minutes later the tank was attached to a Cresta chassis, and the not-yet-a-car moved on down the seemingly endless line toward an open door that could not even be seen from this station. In due course the rest of the automobile would be assembled on the steel frame, finally rolling out of the plant as a candy-apple-red car already ordered by a family in Greeneville, Tennessee. The color had been chosen in honor of the wife, Candace Denton, who had just given her husband, Pierce, his first son after two twin daughters three years earlier. It would be the first new car the young couple had ever owned, and was his way of showing her how pleased he was with her love. They really couldn’t afford it, but it was about love, not money, and he knew that somehow he’d find a way to make it work. The following day the car was driven onto a semitrailer transporter for the short drive to the dealer in Knoxville. A telex from the assembly plant told the salesman that it was on the way, and he wasted no time calling Mr. Denton to let him know the good news.

  They’d need a day for dealer prep, but the car would be delivered, a week late due to the demand for the Cresta, fully inspected, with temporary tags and insurance. And a full tank of gas, sealing a fate already decided by a multiplicity of factors.

  7

  Catalyst

  It didn’t help to do it at night. Even the glare of lights—dozens of them—didn’t replicate what the sun gave for free. Artificial light made for odd shadows that always seemed to be in the wrong places, and if that weren’t bad enough, the men moving around made shadows of their own, pulling the eyes away from their important work.

  Each of the SS-19/H-11 “boosters” was encapsulated. The construction plans for the capsule—called a cocoon here—had accompanied the plans for the missiles themselves, more or less as an afterthought; after all, the Japanese corporation had paid for all the plans, and they were in the same drawer, and so they went along. That was fortunate, the supervising engineer thought, because it had not seemed to have occurred to anyone to ask for them.

  The SS-19 had been designed as an intercontinental ballistic missile, a weapon of war, and since it had been designed by Russians, it had also been engineered for rough handling by poorly trained conscript soldiers. In this, the engineer admitted, the Russians had showed true genius worthy of emulation. His own countrymen had a tendency to overengineer everything, which often made for a delicacy that had no place in such brutish applications as this. Forced to construct a weapon that could survive adverse human and environmental factors, the Russians had built a transport/ loading container for their “birds” that protected them against everything. In this way the assembly workers could fit all the plugs and fittings at the factory, insert the missile body into its capsule, and ship it off to the field, where all the soldiers had to do was elevate it and then lower it into the silo. Once there, a better-trained crew of three men would attach the external power and telemetry plugs. Though not as simple as loading a cartridge into a rifle, it was by far the most efficient way of installing an ICBM that anyone had ever developed—efficient enough, indeed, that the Americans had copied it for their MX “Peacekeeper” missiles, all of which were now destroyed. The cocoon allowed the missile to be handled without fear, because all the stress points had hard contact with the inside of the structure. It was rather like the exoskeleton of an insect, and was necessary because, as forbidding as the missile might appear, it was in fact as delicate as the flimsiest tissue. Fittings within the silo accepted the base of the capsule, which allowed it to be rotated to the vertical and then lowered fully into place. The entire operation, bad lighting and all, required ninety minutes—exactly what the Soviet manual had demanded of its people, remarkably enough.

  In this case, the silo crew consisted of five men. They attached three power cables along with four hoses that would maintain the gas pressure in the fuel and oxidizer tanks—the bird was not yet fueled, and the internal tanks needed pressure to maintain structural integrity. In the control bunker located six hundred meters away, within the valley’s northeastern wall, the control crew of three men noted that the missile’s internal systems “spun up” just as they were supposed to. It wasn’t the least bit unexpected, but was gratifying even so. With that knowledge, they made a call to the phone located adjacent to the top of the silo, and the work crew waved the train off. The diesel switch engine would deposit the flatcar back on a siding and retrieve the next missile. Two would be emplaced that night, and on each of the four succeeding nights, filling all ten of the silos. The senior personnel marveled at how smoothly it had all gone, though each wondered why it should be so surprising. It was perfectly straightforward work, after all. And strictly speaking, it was, but each also knew that the world would soon be a very different place because of what they had done, and somehow they’d expected the sky to change color or the earth to move at every moment of the project. Neither had happened, and now the question was whether to be disappointed or elated by that turn of events.

  “It is our opinion that you should take a harder line with them,” Goto said in the sanctity of his host’s office.

  “But why?” the Prime Minister asked, knowing the answer even so.

  “They seek to crush us. They seek to punish us for being efficient, for doing better work, for achieving higher standards than what their own lazy workers are willing to attain.” The Leader of the Opposition saved his assertive speaking voice for public utterances. In private with the leader of his country’s government, he was unfailingly polite in manner even as he plotted to replace this weak, indecisive man.

  “That is not necessarily the case, Goto-san. You know as well as I do that we have of late reasserted our position on rice and automobiles and computer chips. It is we who have won concessions from them, and not the reverse.” The Prime Minister wondered what Goto was up to. Part of it he knew, naturally enough. Goto was maneuvering with his usual crude skill to realign the various factions in the Diet. The Prime Minister had a tenuous majority there, and the reason his government had taken a hard line on trade issues had been to assuage those on the margins of his voting bloc, ordinarily minor players and parties whose alliance of convenience with the government had magnified their power to the point where the tail really could wag the dog, because the tail knew that it held the balance of power. In this the PM had played a dangerous game on the high-wire and without a net. On the one hand he’d have to keep his own diverse political allies happy, and on the other he couldn’t offend his nation’s most important trading partner. Worst of all, it was a tiring game, especially with people like Goto watching from below and howling at him, hoping that their noise would make him fall.

  As though you could do better, the Prime Minister thought, politely refilling Goto’s cup with green tea, getting a gracious nod for the gesture.

  The more basic problem he understood better than the leader of his parliamentary opposition. Japan was not a democracy in any real sense. Rather like America in the late Nineteenth Century, the government was in fact, if not in law, a kind of official shield for the nation’s business. The country was really run by a relative handful of businessmen—the number was under thirty, or even under twenty, depending on how you reckoned it—and despite the fact that those executives and their corporations a
ppeared to be cutthroat competitors, in reality they were all associates, allied in every possible way, co-directorships, banking partnerships, all manner of inter-corporate cooperation agreements. Rare was the parliamentarian who would not listen with the greatest care to a representative of one of the zaibatsu. Rarer still was the Diet member who was graced with a personal audience with one of these men, and in every such case, the elected government official came away exhilarated at his good fortune, for those men were quite effective at providing what every politician needed: funds. Consequently, their word was law. The result was a parliament as thoroughly corrupted as any on earth. Or perhaps “corrupt” was the wrong term, the PM told himself. Subservient, perhaps. The ordinary citizens of the country were often enraged by what they saw, by what a few courageous journalists proclaimed, mostly in terms that, despite appearing to Westerners to be rather weak and fawning, in local context were as damning as anything Emile Zola had ever broadsheeted across Paris. But the ordinary citizens didn’t have the effective power that the zaibatsu did, and every attempt to reform the political system had fallen short. As a result, the government of one of the world’s most powerful economies had become little more than the official arm of businessmen elected by no one, scarcely even beholden to their own stockholders. They had arranged his own accession to the Prime Ministership, he knew now ... perhaps a bone thrown to the common people? he wondered. Had he been supposed to fail? Was that the destiny that had been constructed for him? To fail so that a return to normal could then be accepted by the citizens who’d placed their hopes in his hands?