April 23, 2020 China, ranking near the bottom of RSF’s Index, claims it “welcomes” foreign journalists despite all evidence to the contrary RSF_en News PHOTO: GREG BAKER / AFP June 2, 2021 Find out more April 27, 2021 Find out more Displeased with its 177th rank out of 180, China claims that foreign journalists are “welcome” in China. Reporters Without Borders (RSF) point out that the regime harasses correspondents and has recently expelled 13 of them. Organisation ChinaAsia – Pacific Condemning abuses ImprisonedInternetPredators China: Political commentator sentenced to eight months in prison News Receive email alerts Democracies need “reciprocity mechanism” to combat propaganda by authoritarian regimes News to go further Follow the news on China Help by sharing this information In response to the Reporter Without Borders’ (RSF) 2020 World Press Freedom Index, published on April 21st and that again ranks China 177th out of 180, Chinese Foreign Ministry spokesman Geng Shuang reportedly insisted in a press briefing that the regime “welcomes foreign media and journalists” and accused RSF of spreading “fake news” as a result of “prejudice” against his country.China, far from welcoming foreign correspondents, instead consistently practices intimidation, harassment, and surveillance against them and their sources, as highlighted by numerous reports published by RSF as well as other NGOs. Last month, the Beijing regime expelled 13 journalists working for The New York Times, The Washington Post, and The Wall Street Journal while at the same time orchestrating a global disinformation campaign designed to drown out critics who blame its censorship for the spread of the coronavirus.“The only prejudice that Beijing can attribute to RSF, an international organization defending journalism, is to consider that trampling on press freedom is in no case legitimate,” said Cédric Alviani, RSF East Asia bureau head, who urged the Beijing regime to “respect Article 35 of its own constitution, which, although it has unfortunately never been enforced, guarantees freedom of the press.”In recent years, President Xi Jinping and the Chinese Communist Party have tightened control of China’s state and privately-owned media, increased surveillance of social media, and have actively exported their oppressive model as shown in a RSF report published last year.RSF is an international non-governmental, non-profit organization defending journalism and freedom of information. Every year since 2002, the organization has published the RSF World Press Freedom Index, a data-driven ranking that is frequently quoted by governments, media, and NGOs worldwide.In 2020, China is still the world’s biggest jailer of journalists with more than 109 of them behind bars. ChinaAsia – Pacific Condemning abuses ImprisonedInternetPredators News China’s Cyber Censorship Figures March 12, 2021 Find out more
gradyreese/iStock(LEBANON, Tenn.) — A 20-year-old man caused a stir in a Tennessee courthouse when he advocated for the legalization of marijuana and then proceeded to spark a joint in front of the judge.Spencer Alan Boston was appearing before Judge Haywood Barry on Monday at the Wilson County Courthouse in Lebanon, on a simple possession-of-marijuana citation, when he began to tell Barry that marijuana should be legalized, according to Lt. Scott Moore, a spokesman for the Wilson County Sheriff’ Office.Courtroom video captured what came next: Boston is seen seen reaching into his jacket pocket, pulling out what appears to be a joint and lighting it up, taking multiple puffs.Security quickly intervened and took Boston into custody.Moore told ABC News in a telephone interview that Boston said something to the effect of “the people deserve better” before he was taken away.“I’ve been here 20 years,” Moore added, “and this is the first time I’ve ever seen that.”Boston faces two new charges: disorderly conduct and simple possession of marijuana. He’s being held on $3,000 bond, online jail records show. He’ll also have to serve 10 days in Wilson County Jail because Barry held him in contempt of the court, according to Moore.A spokesperson at Barry’s office said the judge had no comment on the incident.The joint smoked in court was collected as evidence.Copyright © 2020, ABC Audio. All rights reserved.
Comments are closed. Previous Article Next Article The soft stuff is the hard stuffOn 23 Oct 2001 in Personnel Today The downturn in the economy may have produced some unlikelyM&A bedfellows but one thing remains constant, the need for HR to becomeinvolved in the process as early as possible, finds Jane Lewis Ask any investment banker whether 2001 has been a good year for mergers andacquisitions activity and brace yourself for a shower of expletives. If theCity has been feeling the pinch in recent months, much of its pain can beascribed to falling levels of activity in this area. “Nothing’s going on –the deals have all dried up,” says one Credit Suisse First Bostonemployee. “People in M&A are going to be laid off left right andcentre.” Given that the acquisition cycle typically follows that of the Stock Market,it is no surprise that the flow of deals has slowed to a trickle – particularlygiven the unprecedented bonanza at the height of the high-tech boom. If youwanted to hike your share price, as the sad example of Marconi demonstrates, itwas a simple enough affair. Start acquiring and keep on going until you havereplaced a £3bn cash mountain with a £4bn debt. It was this strategy that,briefly, made Marconi worth £34.5bn. And it was this strategy of carefree,almost indiscriminate buying that ultimately crippled it. “Many mergers are driven by the egos of CEOs,” says consultant andchief executive of Create, Amin Rajan. Certainly at the top level ofinternational business it is impossible to ignore the whiff of personalambition and intense sense of competition between individual executives. If onemoves, the other has to challenge. It was Mannesmann CEO Klaus Esser’sspectacular coup of acquiring Orange that ultimately provoked rival Chris Gentof Vodafone to launch a counter hostile bid on the German phone giant inDecember 1999. Similarly, GE’s recently retired chairman Jack Welch may never haveattempted to acquire Honeywell as his final swansong had not a smaller rivalalready expressed interest. At this level of corporate chess a lot of decisionsare made by gut feeling. The fact that the Honeywell deal – finally scupperedby the European competition authorities – would have been the largest everstruck must surely have impressed Welch, a man with an eye on posterity, as asuitably impressive bang to exit on. During the bouyant days, there seemed to be no limit to the imaginativeexpansionist activities that companies were prepared to contemplate. Only ayear ago the technical giant Hewlett-Packard was eyeing upPricewaterhouseCoopers’ consulting business – a major leap into the unknown byany reckoning. Now that the downturn has hit, however, the mood has switched toretrenchment and consolidation. HP’s defensive $87bn (£55bn) merger with fellowtechnical giant Compaq last month was a prime example of a likely new wave ofmergers – those born of necessity. “It’s a union of two desperados intremendous difficulties,” says Rajan. Now that the chips really are down for many companies, this is likely to bethe pattern of things to come. We are going to be hearing a lot more aboutfinding “structural solutions” to problems (for this, read,cost-cutting) via mergers. Old hands like Chris Matchan, currently HR directorat Korn-Ferry International (but with a track record that includes Pentland,Diageo and Citigroup) are unashamedly cynical. “Ninety per cent of mergersare purely because two management teams run out of strategic options,” hesays. The rationale for merging may change with the economic climate, but bothresearch studies and anecdotal evidence suggest that one depressing factremains as constant as ever: HR is still on the back foot when it comes toM&As. Leading management figures have long argued for the importance of includingHR in the early stages of any deal. Recent research from US HR consulting firmTowers Perrin (the latest in a steady stream of surveys on this subject)demonstrates the value of the argument. It found a direct correlation betweenthe extent of HR input and the likely outcome of a merger. “The earlier HRis involved in the process, the greater the likelihood of success,” itstates. And Jeffrey Schmidt, Towers Perrin managing director for innovation andresearch, reinforces the importance of HR’s role by saying, “The softstuff is the hard stuff”. In the short term, the future looks grim. “History suggests that veryfew executives have the skills (and luck) to pull off successful cost-cuttingmergers in the teeth of a downturn,” claims one commentator. Too oftentimetables slip, tough decisions are ducked and important issues fall throughthe planning cracks. No wonder the resident M&A expert of Roffey Park,Valerie Garrow, chose to entitle her book on merging successfully In Search ofthe Golden Fleece. “We called it that because you set out with high hopes,but can get lost on the way,” she says. Here’s our own four-stage our-stage guide to successful M&A navigationfor HR directors. Pre-deal: Selecting the target “In an ideal world HR should be consulted when a company board isdeciding to merge,” says Amin Rajan. But how realistic is this in a worldwhere price, market and legal issues are still deemed the decisiveconsiderations? “There’s an argument that HR will never be involved in thegenesis, because it starts in smoky rooms populated by chairmen andbankers,” claims HR director Chris Matchan “That’s how it happened atDiageo: George Bull [Grand Met chairman] and Tony Greener [Guinness chairman]just decided over dinner. The original thought is always about the two balancesheets and the two P&Ls [profit and losses] – it’s always aboutnumbers.” “There are so many issues during an M&A that it’s easy to forgetabout HR,” adds legal M&A specialist David Beswick, a partner atEversheds. “Often other issues – how much the company plans to pay, howacquired brands will be structured, whether shareholders will accept the dealand so on – take precedence.” HR involvement is often seen in the City as an irritant, an unnecessarilycomplicatting factor that could wreck an otherwise “perfect” deal.Given the influence of the markets on the mindset the average public companychief executive, it is hardly surprising “senior executives have areluctance to get HR teams involved”, he says. But Beswick is convinced that somehow or other “HR has got to forceitself onto the agenda” even in the most preliminary stage of a deal.There is evidence this is beginning to happen in some companies –particticularly those at the sharp end of the knowledge economy, whose mainvalue lies in the skills and capabilities of their people. In these sectors, atleast, claims Rajan, many HR directors are now making their views felt at theoutset. He admits such involvement is still rare. HR directors are still regularlyhaving surprises sprung on them even in blue-chip companies. One reason is thevast disparity of talent in the profession. “There are some outstanding HRpeople, and there are some outstandingly mediocre HR people,” says Rajan.But in those companies where HR played a role in target selection, two commonfactors were evident. First, the HR director enjoyed high personal credibilityin the company and was “someone the CEO had enormous respect for”.Secondly, they had previously been involved in a routine basis in discussionsabout future strategy. The difficulty lies in winning this trust in the first place. Rajan’s adviceis to play a long game. “HR directors should push forward, but the onlyway to do this is to secure a series of small successes. You need a track-record– simply being assertive isn’t enough,” he says. But how should you act if it’s clear to you, if not to the rest of theboard, that the proposed merger is wrong, that it will never work in HR terms.”You need a very strong HR person to say ‘don’t do it’,” saysMatchan. “Someone right at the top of the table prepared to say theunsayable. I wonder how often that happens?” In most circumstances, hebelieves, HR directors usually duck the issue for fear of being labelled a”sales prevention person – the HR director just charges round doing whathe’s told”. Due diligence Rajan reports a much higher incidence of HR involvement in this, the secondstage of any M&A deal. This is unsurprising, after all due diligence is anHR responsibility says Beswick. There’s a whole list of chores to consider.”You’ve got consultation, Tupe issues, working councils, revising termsand conditions,” says Beswick. Indeed, it is precisely this kind ofgovernance issue that is often HR’s passport into the process, says GlaxoSmithKline’sglobal head of HR, Michael Moore. “Things like pension funds get into veryearly discussions.” But it’s the kind of due diligence that’s done that’s really important tothe eventual outcome of a deal says Rajan. And he has identified a criticalgap. “Much of this gets left to lawyers or strategy departments that don’treally understand cultures.” The reason why HR contribution is sonecessary at this stage is many CEOs don’t recognise the possible culturalclash between organisations and how to identify a mismatch. “They seetheir companies in terms of engineering mechanisms. Two companies may be idealpartners for a merger in product terms but they could have two entirelydifferent sets of behaviour. There is a behavioural side to organisations whichis very unpredictable and difficult to foresee.” A failure to tackle this could prove ruinous in the long run – and hasfrequently done so. It is often cited as the greatest cause of merger failure.Rajan quotes the example of one big banking sector merger where very littlethought was given to how behavioural aspects would be integrated. Two years on,the new entity still has big problems with synergy and hasn’t properlyintegrated. His solution is to insist upon a cultural audit. But how do you translatethis rather nebulous concept into action? Create’s Audit Toolkit provides auseful guide. Briefly summarised it advises: First, find out what your target’skey business values are. Second, look at its physical systems and processes: towhat extent do they incorporate the values? Finally, study individualbehaviours of senior managers: identify a number of behaviour characteristicsand see how they perform against them. Garrow at Roffey Park also stresses the importance of studying target employees’psychological contracts. Are they “relational” – implying a strongsense of reciprocal loyalty – or merely “transactional”? Yourfindings will offer strong clues about how to handle staff should the deal gothrough. People with relational contracts, for example, “are not going totake kindly to being asked to reapply for a job they’ve held down for 20years”, she says. An important role for HR at this stage of merger proceedings may be toeducate the “deal team” about people issues in M&A. But you shouldalso try to bring something to the party yourself. Could you, for example,contribute to the valuation of another company by putting a price on its peoplecapital? And don’t rule out more informal modes of due diligence, says Rajan”whether you do these overtly or by slightly subterranean means”. Areport examining the talents and outlook of a target’s board members would be awelcome addition to your company’s armoury at this time. But due diligence isn’t just about sussing out the other party. This is alsothe time to get your own house in order, says Garrow. You can save valuabletime in the critical post-merger period by making a full inventory of your ownpeople and processes now. Check your data is reliable. “Lists are oftenout of date, people have left or moved.” Finally assess your own HR function. “There is such a big differencebetween the capabilities of different HR functions that this is critical,”says Garrow. “Some are huge. some are still ‘Personnel’. Expecting thelatter kind of outfit to come up with something like a slick communicationsservice or counselling during the merger is asking too much.” So assessyour own capabilities and consider calling in third parties if necessary.”But never abdicate responsibility,” she says. Integration planning Successful integration planning has always been the lynch-pin of successfulmergers – particularly given the importance of acting quickly during the finalimplementation phase. The more work you can do now the better. “Those whodo better have planned,” says Beswick. “Companies that have plannedslip easily into implementation. Companies that haven’t, wake up.” The main areas to consider are: developing an employee communicationstrategy, designing programmes to retain key talent, planning and leadingintegration effort, and developing a strategy for the new entity. Some of thesofter HR skills are also important to consider at this stage. What actionneeds to be taken, for example, to help employees cope with change? It wouldalso be a good move to set up a mechanism of sorts to monitor employees’attitudes to the merger. Undoubtedly merger planning gets easier with experience. Michael Moore atGlaxoSmithKline claims one reason why the recent link up between the two giantpharmaceutical companies had been “pretty normal, if I can use that expression”is that both had been round the track several times. The fact that they’d beeneyeballing each other for years also helped. “There was a feeling in bothorganisations that one day it would happen,” says Moore. He estimates thatsince he joined what was then SmithKline & French in 1987 the company hasdone a deal that would impact people once every 17 months. “We’ve hadmergers, acquisitions, we’ve sold companies and we’ve made strategic alliances.As a result we’ve built up a capability,” he says. Those companies for whom merging is a way of life may very well have builtup an arsenal of useful templates. But, as Garrow points out, many first-timerswalk in with their eyes shut. “Companies who haven’t been through mergersdon’t realise the impact of wading through all the data – having to deal withthe implications of things like pensions and contracts. In a first merger theHR team can be overwhelmed. It’s a mammoth task.” Good planning, as well as morale, in the midst of a merger, relies on frankcommunication between both sides. But this is frequently hampered by theinvolvement of third parties who may restrict how much information either sidemay disclose. In the past, it was usually Stock Exchange rules onconfidentiality that got in the way. But a growing number of proposed mergersfind themselves under scrutiny from the competition authorities, whether US orEuropean, and this limbo period and waiting for regulatory approval, as Moorereports, can prove very frustrating to the process of implementation planning. But the more detailed a map you can sketch of the proposed new company – howits organisation will be defined, which key managers will be retained, whatwill be its main strategic goals, and so on – the better. Finally there’s your own position to consider. “There can be quite alot of individual competition when HR departments vie for control and competefor jobs,” says Garrow. Her advice is to be as scientific as possible.”Get a feel of the best practice in both organisations. One company may beparticularly strong on devising comp & bens, the other’s strength may lieelsewhere.” If your own job is on the line, it may be difficult to act objectively. Butyou must at least recognise that if you plan to stay you also have a vestedinterest, says Matchan. “You’re crazy if you think that’s not going to getin the way.” It’s equally important, he believes, to ensure that a measureof realism is brought to the way the deal is presented to the workforce –particularly with regard to the attitudes of senior management on both sides tothe deal. Honesty, within reason, is always the best policy. “You can’t just puttwo hardwired individuals together and presume they’re going to love eachother. But that’s what boards pretend is going to happen,” says Matchan.Prior to the AOL and Time Warner merger, for example, there was a strong senseof conflict between the two sides that belied the public handshakes and showsof outward bonhomie. “It doesn’t pass the bullshit test does it? You’reimmediately telling a great corporate lie which doesn’t bode well for thefuture.” Implementation Research shows that one of the most decisive factors influencing the successor other-wise of mergers is how quickly the new company can be integrated oncethe deal is done and dusted. On this point, says Matchan, your approach needsto be highly pragmatic. “If I’ve learnt one thing, it’s you have tosacrifice quality for speed in mergers. I wouldn’t normally say that – butyou’ve got to put people out of their misery,” says Matchan. This is a critical time, adds Garrow at Roffey Park “because everythinghappens so quickly. The post-merger period is a time when employees arethinking about themselves – about their CVs, their houses, their future –nobody’s doing much work”. Prolonged uncertainty is not only a recipe for greater internal upheaval, itcan also play havoc with the new operation’s performance. By focusing inwardfor too long, companies run the risk of taking their eye off the main game. Youshould see the emerging new company in its earliest phases as a malleableentity that can be shaped. “If you leave it six months, you’ve had it,” says Beswick atEversheds. “At the start people are scared – which makes it easier to getchange implemented.” Companies that dither at this stage, he adds, risklosing a large chunk of their prize asset. “You could have thrown away allyour money because the talent walks out of the door.” Effective communication, both in terms of individual positions and thecompany’s wider strategic aims, is clearly of paramount importance,particularly if the pace of change is fast and the ethos of an organisationcontinually changing. “Some building societies have gone from merging, tobecoming a plc, to becoming a bank in a very short timeframe,” says Garrow.”People have to feel they can cope with that.” Setting up forums in which staff can express their anxieties may be a usefulstep forward, but HR also needs to take a proactive role when it comes togiving reassurance, she adds. “You need to work hard to show people theydo have a future and are valued.” A good way of achieving this is to beginassessing training and development needs now. The process of creating a new culture – or conveying your own to a newlyacquired organisation – is clearly critical. But here again, it’s important notto mislead. “HR people can be guilty of a lot of hype about‘culture’,” says Matchan. “The brand new culture looks fantastic onpaper, but it’s completely impossible to implement. You don’t just form CultureNo. 3 from two different companies. It takes years.” That said, you can and must send out clear signals from the outset. One keyfinding of Valerie Garrow’s research was that “you can’t paint on aculture afterwards”. The way you handle restructuring, make appointmentsand decide reward strategies counts. “These are all issues that send outmessages on the new values,” she says. Handling third-party involvementAs the failure of several high-profile putative mergers demonstrates (BT andMCI, GE and Honeywell, to name but two), the role played by the competitionauthorities in determining the outcome of international M&A activity hasintensified in recent years. And this has only added to the uncertainty facingmany organisations mid-deal. Although companies have always had to abide by Stock Exchange rules when itcomes to issues like pre-deal disclosure, these have largely been predefinedand have rarely interfered with the timeframe of mergers. The problem raised bythe anti-trust authorities is that it can be very difficult to predict outcomes– particularly since the view taken by US authorities may contrast stronglywith what the Europeans have to say. You may get the go ahead from one set ofofficials, only to find yourself stymied by another.The worst thing about the process from the point of view of HR is thelengthy time it can take before regulatory approval is given. TheGlaxoSmithKline deal, for example, was in limbo for a full year while officialswrangled over details. This severely interfered with pre-deal planningarrangements.From the point of view of individual employees worried about the future,this state of “phoney war” is particularly wearing – and theprolonged uncertainty it causes can put HR in an invidious position. Head of HRMike Moore describes how it was necessary to tell certain individuals,”This is the job we want you to do in the new company. But we can’t gointo detailed aspects of the job, and we can’t talk about what we’re going topay you.” The longer the process draws on, the greater the fear that keystaff will simply act on their own initiative and leave.”It’s a weird scenario,” adds Matchan. “You have to act onthe assumption that the merger will go ahead, that there will be a thirdcompany emerging.” And all the conventional wisdom suggests you need tolet staff know as quickly as possible whether they will be retained. You could,for example, find yourself in the position of informing an individual that hisor her services are not required in the new company, only to find yourselfback-pedalling frantically if the merger is called off. “Pulling offstunts like that needs an exceptional HR person with brilliant skills.” Related posts:No related photos.
Related posts:No related photos. Employees give full support to stress legislationOn 2 Jan 2003 in Personnel Today More than three-quarters of staff would support legislation to help reducestress. In a poll of 1,000 employees by the Chartered Institute of Personnel andDevelopment (CIPD), 25 per cent said their jobs are very stressful, and stresslevels are significantly higher in the public sector, with the highest stresslevels in the NHS (38 per cent) and local government (30 per cent) The privatesector average is 21 per cent. Mike Emmott, CIPD adviser on employee relations, said: “Many peoplefeel they are under constant scrutiny and these people are much more likely tofeel dissatisfied and under stress.” www.cipd.org.uk Previous Article Next Article Comments are closed.
Tags: Prep Roundup Written by September 19, 2019 /Sports News – Local Prep Sports Roundup: 9/19 Brad James FacebookTwitterLinkedInEmailFootballNon-RegionSALT LAKE CITY, Utah-Ryker Albrecht ran for two touchdowns and threw a touchdown pass as the Beaver Beavers topped Olympus’ JV team 48-13 Thursday in non-region football action. Turner Williams, Treyson Hunter and Hunter Carter all ran for touchdowns in the win and McCoy Smith caught a touchdown pass for the Beavers. The Beaver defense recorded four sacks and three interceptions, including one for a touchdown by Crayton Hollingshead.Girls Soccer2-A SouthPAROWAN, Utah-Laci Sissener posted four goals as the Parowan Rams routed the Beaver Beavers 10-0 Thursday in 2-A South girls soccer action. Lina Biasi added a hat trick for the Rams and Brooklyn Hulet netted the shutout for Parowan.Region 12RICHFIELD, Utah-Kate Robinson, Melissa Crane and Nora Foster each scored as the Richfield Wildcats waxed San Juan 3-1 Thursday in Region 12 girls soccer action.MONROE, Utah-The Carbon Dinos scored four goals in each half to earn the dominant win over South Sevier, 8-0 Thursday in Region 12 girls soccer action.Region 14DELTA, Utah-Ally Squire and Kassidy Alder each found the net and the Manti Templars blanked Delta 2-0 in Region 14 girls soccer action Thursday. Katie Larsen posted the shutout for the Templars.MT. PLEASANT, Utah-Adelheide Johansen and Aspen Clayton each posted a goal and the North Sanpete Hawks doubled up American Leadership 2-1 Thursday in Region 14 girls soccer action.ROOSEVELT, Utah-Juab went on the road and topped the Union Cougars 3-0 in Region 14 girls soccer action Thursday. The Wasps scored two goals in the first half and added one more in the second half for the shutout win.VolleyballRegion 12PRICE, Utah-The Richfield Wildcats waxed Carbon 3-1 Thursday in Region 12 volleyball action. The Wildcats prevailed 25-19, 25-20, 18-25 and 25-22.MONROE, Utah-The South Sevier Rams bested Emery 3-2 in Region 12 volleyball action Thursday. The Rams earned the win by overcoming an 0-2 deficit and prevaied 22-25, 22-25, 25-15, 25-14 and 15-13 in the crucial fifth set.Region 14LINDON, Utah-The Maeser Prep Lions dismantled Manti 3-0 in Region 14 volleyball action Thursday. The Lions prevailed 28-26, 27-25 and 25-22 to get the win.SPANISH FORK, Utah-The North Sanpete Hawks surged past American Leadership 3-0 Thursday in Region 14 volleyball action. The Hawks routed the Eagles 25-14, 25-6 and 25-6.DELTA, Utah-The Delta Rabbits outlasted Juab 3-2 in Region 14 volleyball action Thursday. The Rabbits prevailed 25-18, 25-19, 22-25, 21-25 and 15-10 to earn the victory at the Palladium.Region 16SALINA, Utah-The North Sevier Wolves smoked Altamont 3-1 Thursday in Region 16 volleyball action. The Wolves won 25-20, 22-25, 25-23 and 25-21.GUNNISON, Utah-The North Summit Braves outlasted Gunnison Valley 3-2 in Region 16 volleyball action Thursday. The Braves prevailed 17-25, 25-9, 17-25, 25-16 and 15-7 in the pivotal fifth set.Region 18KANAB, Utah-Kanab stymied Beaver 3-1 Thursday in Region 18 volleyball action. Kanab earned wins of 25-17, 23-25, 25-18 and 25-20.Boys GolfRegion 12ROOSEVELT, Utah-The Carbon Dinos won a close Region 12 boys golf tournament at the Roosevelt Municipal Golf Course. The Dinos won by two strokes over Grand, 329 to 331. Richfield was just four strokes behind with a score of 333 for third place. South Sevier finished fourth with a 389, Emery fifth with a 395 and San Juan finished sixth with a 469.Individually Carbon’s Bode Salas won the tournament with a low score of 72. Richfield’s Jaron Anderson and Grand’s Luke Williams tied for second by each shooting 74. Then South Sevier’s Brennen Hunt, Carbon’s Kaden Slavensky and Rafe Saunders of Grand tied for fourth by shooting an 81.Girls TennisRegion 12MOAB, Utah-The South Sevier Rams won a tight match over Grand 3-2 in Region 12 girls tennis action Thursday. In 1st singles Janessa Gayler won the decisive match 3-6, 6-4, 6-4. The Rams also won in 1st doubles with Brecken Bradshaw and Aubree Robinson 6-0, 6-2 and in 2nd doubles with Morgan Blackburn and CeCe Corpino 6-4, 6-0.BLANDING, Utah-South Sevier topped San Juan 5-0 in Region 12 girls tennis action Thursday. Janessa Gayler won in 1st singles, Gabby Carter in 2nd singles, Hannah Gay in 3rd singles, Brecken Bradshaw and Aubree Robinson in 1st doubles, and Morgan Blackburn and CeCe Corpino on 2nd doubles.
First production from the offshore oil and gas field is expected in Q4 2022 Illustration of the subsea tieback of the Evelyn field to the Triton FPSO. (Credit: Tailwind Energy Ltd) Tailwind Energy has secured approval from the UK Oil and Gas Authority (OGA) of the development plan for the Evelyn field in the UK Central North Sea.The OGA approval has enabled the UK-based company to take a final investment decision on the Evelyn field development. First production from the oil and gas field located in the Triton Area is expected in the fourth quarter of 2022.The Evelyn field will be developed initially as a one well subsea tieback to the Triton floating production storage and offloading (FPSO). The Triton FPSO is operated by Dana Petroleum and is located in block 21/30, nearly 193km east of Aberdeen, Scotland.According to Tailwind Energy, there is provision for future additional wells to be drilled at the Evelyn field.The company stated: “Tailwind has worked hard to develop Evelyn, consistent with OGA’s MER strategy, since acquiring the licence in 2018. Evelyn production will form a key future component of the Triton FPSO Hub.”The first horizontal well at the Evelyn field will be spudded in the latter half of this year. The 6km long subsea tieback is expected to be completed in the summer of next year.Evelyn, which was discovered in 1984, was appraised in 1990.Tailwind Energy forayed into the field through the Triton cluster deal in 2018 with Shell and ExxonMobil. The acquisition included a 100% operatorship of the production licence 1792, which contains both the Evelyn and Belinda discoveries.The Belinda oil and gas discovery is also being planned to be developed as a subsea tieback to the Triton FPSO, based on the success of the Evelyn field development.Currently, the Triton FPSO is producing from the Bittern, Guillemot West & Guillemot Northwest, Gannet E, Clapham, Pict, and Saxon fields, which make up the Triton Area.
Follow the Foreign Office on Instagram, YouTube and LinkedIn Ghana increasingly offers attractive investment opportunities for UK businesses, which in turn helps create jobs and advance economic development locally. Our governments are doing everything that we can to help make it easier for entrepreneurial businesses to trade and grow. Follow the Foreign Office on Twitter @foreignoffice and Facebook Foreign Office and DFID Minister Harriett Baldwin returned to Ghana to launch the UK-Ghana Business Council, which met for the first time in Accra on 14 October 2018. The Business Council, which will meet twice a year, brings both governments together to find ways to reduce barriers to trade and investment and create jobs.Minister Baldwin said: Follow Foreign Office Minister Harriett Baldwin @hbaldwin Email [email protected] Media enquiries For journalists The Minister co-chaired the Council with Vice-President Mahamudu Bawumia. The next Business Council will be held in London in December 2018.The Business Council introduces a two-day UK-Ghana investment summit which will see a delegation of UK businesses travelling to Ghana to discuss investment opportunities in sectors such as infrastructure, industry, and manufacturing with Ghanaian businesses. The Prime Minister’s Trade Envoy to Ghana Adam Afriyie and Trade and Export Promotion Minister Fairhead will also visit Ghana for the summit.These discussions signal a strengthened economic development partnership between the two countries, and are expected to lead to investment that will create jobs for both UK and Ghanaian businesses, and boost local economies.Ghanaian President Akufo-Addo, who will speak at the investment summit, has set out an ambitious vision to move Ghana beyond aid and transform the economy through industrialisation and infrastructure development creating thousands of jobs.During her visit, Minister Baldwin met His Majesty Nana Amoatia Ofori Payin, King of Akyem, and discussed trade and development priorities. She also visited Tema Port with Border Force, who work with the local authorities to improve their monitoring and interdiction of smuggled goods at border points, cracking down on smuggling gangs.Minister Baldwin last visited Ghana in August, immediately before joining the Prime Minister’s visit to Nigeria and Kenya. The Prime Minister travelled with a delegation of British businesses, with a focus on strengthening trade ties across the continent, where the UK is already the second largest investor.Further information
VAT on eat-in or hot takeaway food from restaurants, cafés and pubs is to be temporarily cut from 20% to 5% as part of government plans to revive the hospitality industry.Chancellor Rishi Sunak today (8 July) announced the 5% tax rate would be introduced from next Wednesday until 12 January and would also apply to accommodation in hotels, B&Bs, campsites and caravan sites; and attractions such as cinemas, theme parks and zoos.And the government is to financially back a discount on meals at restaurants, cafés and pubs during August.Under the banner of an Eat Out to Help Out discount, sit-down meals eaten at any participating business from Monday to Wednesday will be 50% off, up to a maximum discount of £10 per head for everyone, including children.Businesses will need to register for the scheme from next Monday and can then claim the money back each week during August. Sunak stated funds would be in the businesses’ bank accounts within five working days.“I know people are cautious about going out. But we wouldn’t have lifted the restrictions if we didn’t think we could do so safely,” he told the House of Commons. “And I’ve seen, in the last few weeks, how hard businesses are working to make their premises safe.“In turn, we need to give these businesses the confidence to know that if they open up, invest in making their premises safe, and protect jobs, demand will be there – and be there quickly.”The move has been welcomed by trade groups, with the Food and Drink Federation (FDF) pointing out that manufacturers who supplied the hospitality and catering trade had been hit hard by the crisis.“These ‘squeezed middle’ firms will enthusiastically welcome the Chancellor’s announcement today to cut VAT on food and hospitality and slash the cost of eating out,” said FDF chief executive Ian Wright.“We hope these measures will lead to a significant boost in demand for the hundreds of manufacturers who supply into hospitality and the out-of-home sectors and help them to manage increased supply costs.”Wright warned, however, that plans to end the job furlough scheme could still hit these businesses hard.“The Chancellor must therefore keep the option of extending full furlough support to hospitality and their food and drink suppliers in his back pocket, so we do not lose vital jobs and businesses.”
Germany’s Allianz Drops Insurance for Coal Plants, Mines FacebookTwitterLinkedInEmailPrint分享Deutsche Welle:Munich, Germany-based Allianz Group announced on Friday that it would refuse insurance coverage of coal-fired power plants and coal mines with immediate effect and would aim to get rid of all coal risks in its business by 2040. In addition, Europe’s biggest insurer said it would stop investing in companies that do not cut their greenhouse gas emissions.“We want to promote the transition to a climate-friendly economy,” said chief executive Oliver Bäte, adding that the company wanted to get “even more serious on global warming.”For the time being though, Allianz will continue to insure energy sector companies that produce from “multiple sources,” including renewables, but also coal and other fossil fuels. With those clients Allianz wants to “work closely together” to develop low-carbon alternatives.The new policy comes after Allianz announced in 2015 a shift in its investment policy, divesting all assets in its €664 billion ($794 billion) portfolio which generate more than 30 percent of their revenues from coal. According to company figures, the insurer has since removed stakes worth €225 million under the program.Allianz’s European competitors, including Axa and Zurich, have also put climate-saving policies in place, making it harder for coal companies to buy insurance for their operations. But Allianz claims that it’s going one step further by pulling cover from existing coal projects. Its moves were designed to support a “systemic process” to get out of carbon, said CEO Bäte.More: Allianz Stops Insuring Coal Companies